HomeMy WebLinkAbout12-8-2025
City Council Meeting
December 08, 2025
7:00 PM
Fridley City Hall, 7071 University Avenue N.E.
Agenda
Call to Order
The Fridley City Council (Council) requests that all attendees silence cell phones during the meeting. A
paper copy of the Agenda is at the back of the Council Chambers. A paper copy of the entire Agenda
packet is at the podium. The Agenda and all related
athttps://www.fridleymn.gov/Your-Government/City-Council-Commissions/Agenda-Center
Pledge of Allegiance
Proclamations/Presentations
1.Proclamations Recognizing Tim Kelly, Students of Hayes Elementary School, Park Plaza Co-
Operative, and Hyde Development/Mortenson Properties with Sustainable Fridley Awards for
2025
Proposed Consent Agenda
The following items are considered to be routine by the Council and will be approved by one motion. There will be
no discussion of these items unless a Councilmember requests, at which time that item may be moved to the Regular
Agenda.
Meeting Minutes
2.Approve the Minutes from the City Council Meeting of November 24, 2025
3.Receive the Minutes from the City Council Conference Meeting of November 24, 2025
New Business
4.Resolution No. 2025-164, Designating Precincts and Polling Locations for the 2026 Election
Year
5.Resolution No. 2025-165, Approving Ex-Officio Member of the Fridley Parks and Recreation
Commission
6.Resolution No. 2025-167, Authorizing Execution of a Mediated Settlement Agreement in the
Matter of Hirn, et al v. City of Fridley
7.Ordinance No. 1436, Amending the Fridley City Code Chapter 209, Fees, to Update Fees for Park
Shelter Rentals (Second Reading)
Claims
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City Council Meeting 12/8/2025 Agenda Page 2
8. Resolution No. 2025-166, Approving Claims for the Period Ending December 3, 2025
Open Forum
The Open Forum allows the public to address the Council on subjects that are not on the Regular Agenda. The
Council may take action, reply, or give direction to staff. Please limit your comments to five minutes or less.
Regular Agenda
The following items are proposed for the Council's consideration. All items will have a presentation from City staff,
are discussed, and considered for approval by separate motions.
Public Hearing(s)
9. Truth-in-Taxation Public Hearing, Proposed 2026 Budget and Property Tax Levy
10. Public Hearing on Improvements for Street Rehabilitation Project No. ST2026-02 & Resolution
No. 2025-161, Ordering Final Plans, Specifications and Calling for Bids for Street Rehabilitation
Project No. ST2026-02
New Business
11. Resolution No. 2025-162, Awarding Sanitary Sewer Collection System Lining Project No. 26-450
12. Resolution No. 2025-163, Approving Youth Commissioner Appointment
Informal Status Reports
Adjournment
Accessibility Notice:
!If you need free interpretation or translation assistance, please contact City staff.
!Si necesita ayuda de interpretación o traducción gratis, comuníquese con el personal de la ciudad.
!Yog tias koj xav tau kev pab txhais lus los sis txhais ntaub ntawv dawb, ces thov tiv tauj rau Lub Nroog cov
neeg ua hauj lwm.
!Haddii aad u baahan tahay tarjumaad bilaash ah ama kaalmo tarjumaad, fadlan la xiriir shaqaalaha
Magaalada.
Upon request, accommodation will be provided to allow individuals with disabilities to participate in any City of
Fridley services, programs or activities. Hearing impaired persons who need an interpreter or other persons who
require auxiliary aids should contact CityClerk@FridleyMN.gov or (763) 572-3450.
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Paul Bolin, Director of Community Development
Stacy Stromberg, Assistant Community Development Director
Rachel Workin Environmental Planner
Title
Proclamations Recognizing Tim Kelly, Students of Hayes Elementary School, Park Plaza Co-Operative,
and Hyde Development/Mortenson Propertieswith Sustainable Fridley Awardsfor 2025
Background
At their February 11, 2025 meeting, the Environmental Quality and Energy Commission (EQEC)
recommended the creation of an annual awards program to celebrate efforts by a Fridley individual,
youth, institution/organizationand businessto make Fridley a more sustainable community.The
nomination form was promoted citywide throughoutthe month of September via the Citys
(City)newsletter and social media channels. At their October 14, 2025 meeting, the EQEC selected the
following nominees to recommend for Sustainable Fridley Awardsfor 2025:
Individual: Tim Kelly. Mr. Kelly has served as the District Administrator of Coon Creek Watershed District
(CCWD) . Kelly has been
a visionary leader in the management of water resources and an excellent partner to the City. His
capital improvements to prevent flooding and improve water quality. Under his direction,CCWDhas
partnered with the City on notable projects including the Oak Glen Creek Stabilization and Iron Enhanced
Sand Filter Projects, the Springbrook Nature Center Pond Dredging Project, the Apex Pond Expansion,
and district-wide flood mapping and modeling. Mr. Kelly is retiringat the end of 2025 following 50
years in the water resources sector.
Youth: Hayes Elementary School Students. The students at Hayes Elementary School helped install a rain
native plants in the rain garden that they had grown
Plants as SuperheroesRelay Program. Students also designed educational signs and artwork for the rain
garden. Through this work, students learned about protecting water resources and the benefits of native
plants. The rain garden will serve as an ongoing outdoor classroom for Hayes Elementary in years to
come.
Institutions/Organization: Park Plaza Co-Operative. Park Plaza Co-Operative completed multiple
sustainability projects in 2025. The Co-Op worked with Solar by Us to install rooftop solar on their
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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community building and rental home and did significant outreach in the community to increase
participation in energy efficiency programs. The co-operative also partnered with the City with the Water
Efficient Toilets grant to replace old, inefficient toilets and the ReLEAF grant to plant new trees. These
projects help residents live a safer and healthier life and contribute to increased financial stability within
the community.
Business: Hyde Development and Mortenson Properties. Hyde Development and Mortenson Properties,
owners of the Northern Stacks industrial park, recently installed three large rooftop solar arrays on
buildings occupied by Trio and Certified Power. These arrays will generate more than 624,000 kWh of
energy in Year 1 (equivalent of charging 33,855,761 smart phones). Over the first 20 years, the arrays will
reduce the same amount of greenhouse gases as planting 168,706 trees. These panels will offset 90-
which will result in cost savings for tenants which will serve as an
amenity to attract and maintain tenants to Northern Stacks.
Financial Impact
None
Recommendation
Staff recommend the City Council issue the included proclamations recognizing the recipients of the
Sustainable Fridley Awards for 2025.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places X Community Identity & Relationship Building
X Financial Stability & Commercial Prosperity X Public Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
!Proclamation Awarding the 2025 Sustainable Fridley Award (Individual) to Tim Kelly
!Proclamation Awarding the 2025 Sustainable Fridley Award (Youth) to the Students of Hayes
Elementary School
!Proclamation Awarding the 2025 Sustainable Fridley Award (Organization) to Park Plaza Co-
Operative
!Proclamation Awarding the 2025 Sustainable Fridley Award (Business) to Hyde
Development/Mortenson Construction
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proclamation
Recognizing Tim Kelly with a
2025 Sustainable Fridley Award(Individual)
Whereas, the Sustainable Fridley Awards were establishedto honoroutstanding contributions
by an individual, youth, organization, and business that make Fridley a more sustainable
community; and
Whereas, Tim Kelly was nominated forthe Individual awardin recognition ofhis manyyears of
partnership with the City whichresulted in projects and plans thatenhancedreduced local
flooding risk;and
Whereas, theEnvironmental Quality and Energy Commission recommendedTim Kelly for a
Sustainable Fridley Award; and
Whereas, thesustainability, vibrancy, and stability of our community are strengthened by his
dedicated effortsnow and in years to come.
Now therefore, be itproclaimed,that I, DaveOstwald, Mayor of the City of Fridley, do hereby
recognize Tim Kelly as the recipient of a 2025 Sustainable Fridley Award.
In witness whereof, I have set my hand
and causedthe sealof the City of Fridley to
th
be affixed this 8day of December, 2025.
_______________________________________________
DaveOstwald-Mayor
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proclamation
Recognizing the Students of Hayes Elementary Schoolwith a
2025 Sustainable Fridley Award(Youth)
Whereas, the Sustainable Fridley Awards were establishedto honoroutstanding contributions
by an individual, youth, organization, and business that make Fridley a more sustainable
community; and
Whereas, the students of Hayes Elementary School were nominated forthe Youthawardin
recognition ofthe creation of their rain garden which improves the water quality of Rice Creek
and provides valuable habitat to pollinators;and
Whereas, theEnvironmental Quality and Energy Commission recommendedthe students of
Hayes Elementary School for aSustainable Fridley Award; and
Whereas, thesustainability, vibrancy, and stability of our community are strengthened by their
dedicated effortsnow and in years to come.
Now therefore, be itproclaimed,that I, DaveOstwald, Mayor of the City of Fridley, do hereby
recognize the students of Hayes Elementary School as the recipientsof a 2025 Sustainable
Fridley Award.
In witness whereof, I have set my hand
and causedthe sealof the City of Fridley to
th
be affixed this 8day of December, 2025.
_______________________________________________
DaveOstwald-Mayor
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proclamation
Recognizing Park Plaza Co-Operative with a
2025 Sustainable Fridley Award(Organization)
Whereas, the Sustainable Fridley Awards were establishedto honoroutstanding contributions
by an individual, youth, organization, and business that make Fridley a more sustainable
community; and
Whereas, Park Plaza Co-Operative wasnominated forthe Organizationawardin recognition of
their participation in renewableenergy, energy efficiency, water efficiency, and tree planting
programs that improve the qualityoflife ofPark Plaza residents;and
Whereas, theEnvironmental Quality and Energy Commission recommendedPark Plaza Co-
Operative for aSustainable Fridley Award; and
Whereas, thesustainability, vibrancy, and stability of our community are strengthened by their
dedicated effortsnow and in years to come.
Now therefore, be itproclaimed,that I, DaveOstwald, Mayor of the City of Fridley, do hereby
recognize Park Plaza Co-Operativeas the recipient of a 2025 Sustainable Fridley Award.
In witness whereof, I have set my hand
and causedthe sealof the City of Fridley to
th
be affixed this 8day of December, 2025.
_______________________________________________
DaveOstwald-Mayor
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proclamation
Recognizing Hyde Development and Mortenson Propertieswith a
2025 Sustainable Fridley Award(Business)
Whereas, the Sustainable Fridley Awards were establishedto honoroutstanding contributions
by an individual, youth, organization, and business that make Fridley a more sustainable
community; and
Whereas, Hyde Development and Mortenson Propertieswerenominated forthe Business
awardin recognition oftheir installation of large solar arrays at the Northern Stacks Industrial
Campus whichwillgenerate valuable renewable energy and associated cost savings for their
tenants;and
Whereas, theEnvironmental Quality and Energy Commission recommendedHyde Development
and Mortenson Propertiesfor aSustainable Fridley Award; and
Whereas, thesustainability, vibrancy, and stability of our community are strengthened by their
dedicated effortsnow and in years to come.
Now therefore, be itproclaimed,that I, DaveOstwald, Mayor of the City of Fridley, do hereby
recognize Hyde Development and Mortenson Propertiesas the recipientsof a 2025 Sustainable
Fridley Award.
In witness whereof, I have set my hand
and causedthe sealof the City of Fridley to
th
be affixed this 8day of December, 2025.
_______________________________________________
DaveOstwald-Mayor
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Beth Kondrick, Deputy City Clerk
Title
Approve the Minutes from the City Council Meeting ofNovember 24, 2025
Background
Attached are the minutes from the City Council meeting ofNovember24,2025.
Financial Impact
None.
Recommendation
Staff recommend the approval of the minutes from the City Council meeting of November 24,2025.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
Minutes from the City Council Meeting of November 24,2025
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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City Council Meeting
November 24,2025
7:00 PM
Fridley City Hall, 7071 University Avenue NE
Minutes
Call to Order
Mayor Ostwaldcalled the City Council Meeting of November 24,2025, to order at 7:00 p.m.
Present
Mayor Dave Ostwald
Councilmember Patrick Vescio
Councilmember Luke Cardona
Councilmember Ann Bolkcom
Absent
Councilmember Ryan Evanson
Others Present
Walter Wysopal, City Manager
Mike Maher, Parks and Recreation Director
Pledge Of Allegiance
Approval of Proposed Consent Agenda
Motion made byCouncilmemberBolkcomto adopt the proposed Consent Agenda.Seconded by
CouncilmemberCardona.
Upon a voice vote, all voting aye, Mayor Ostwalddeclared the motion carried unanimously.
Approval/Receipt of Minutes
1.Approve the Minutes from the City Council Meeting of November 10,2025.
2.Receive the Minutes from theCityCouncil ConferenceMeeting of November 10,2025.
3.Receive the Minutes from the Public Arts Commission Meeting of October 1, 2025.
4.Receive the Minutes from the Parks and Recreation Commission Meeting of October 6, 2025.
New Business
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City Council Meeting 11/24/2025 Minutes Page 2
5.Resolution No. 2025-146, Accepting the 2025 City of Fridley Flock Camera Grant Agreement
Between the City and the Fridley Dispensary.
6. Resolution No 2025-153, Authorizing Execution of a Solar on Public Buildings Grant Agreement
with the Minnesota Department of Commerce for a Solar Array on Water Treatment Plant No. 3.
7. Resolution No. 2025-154, Authorizing a Funding Application and Grant Agreement with the
Metropolitan Council for Private Sanitary Inflow/Infiltration Reduction.
8. Resolution No. 2025-156, Approving Gifts, Donations, and Sponsorships Received Between
October 18, 2025, and November 14, 2025.
9. Resolution No. 2025-157, Approving and Authorizing a Memorandum of Agreement with the
Patrol Officers (Local #119) for the City of Fridley Public Safety Department.
10. Resolution No. 2025-158, Approving and Authorizing a Memorandum of Agreement with the
Police Sergeants (Local #310) for the City of Fridley Public Safety Department.
11. Resolution No. 2025-159, Approving and Authorizing a Memorandum of Agreement with the Fire
Union (Local No. 1986) for the City of Fridley Public Safety Department.
12. Resolution No. 2025-160, Approving and Authorizing a Memorandum of Agreement with the
Police Technicians (Local #514) for the City of Fridley Public Safety Department.
Claims
13. Resolution No. 2025-155, Approving Claims for the Period Ending November 19, 2025.
Open Forum, Visitors: (Consideration of Items not on Agenda 15 minutes.)
No one from the audience spoke.
Adoption of Regular Agenda
Motion made by Councilmember Vescio to adopt the regular agenda. Seconded by Councilmember
Bolkcom.
Upon a voice vote, all voting aye, Mayor Ostwald declared the motion carried unanimously.
Regular Agenda
New Business
14. Ordinance No. 1436, Amending the Fridley City Code Chapter 209, Fees, to Update Fees for Park
Shelter Rentals (First Reading)
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City Council Meeting 11/24/2025 Minutes Page 3
Mike Maher, Parks and Recreation Director, stated that staff recommend some relatively small
adjustments to the fee structure to provide increased accountability to the rental policy and cost
recovery for program administration. He provided an overview of the park shelter rental program,
along with additional information regarding the rationale behind fee adjustments and shelter
reservation fees.
Councilmember Vescio asked if these fees compare to what other communities charge,
acknowledging that the deposit is refundable, and inquired if that amount is sufficient to deter bad
actors. Mr. Maher confirmed that staff completed a comparison review and agreed that it is a
balancing act of providing accountability while ensuring that it is still affordable for others.
Councilmember Cardona asked for more information on how shelters are reviewed after the rental,
whether public safety can drive by rentals, whether it would be appropriate to end shelter rental times
at 8 or 9 p.m., and the contact that occurs between staff and the renter before the reservation date.
Mr. Maher explained how the shelters are reviewed after the rental, the collaboration that occurs with
public safety, and the reservation process.
Mayor Ostwald asked if there is a method of recourse for damage that occurs. Mr. Maher reviewed
the language within the rental agreement.
Motion made by Councilmember Cardona to approve the first reading of Ordinance No. 1436, amending
the Fridley City Code Chapter 209, Fees, to update fees for park shelter rentals. Seconded by
Councilmember Vescio.
Upon a voice vote, all voting aye, Mayor Ostwald declared the motion carried unanimously.
Informal Status Reports
Councilmember Bolkcom provided positive feedback on the recent turkey bingo event.
Councilmember Cardona wished everyone a happy Thanksgiving. He recognized the recent success of
Krispy Kreme and asked other businesses to be patient with the increased traffic.
Adjourn
Motion made by Councilmember Bolkcom to adjourn. Seconded by Councilmember Cardona.
Upon a voice vote, all voting aye, Mayor Ostwald declared the motion carried unanimously, and the meeting
adjourned at 7:33 p.m.
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City Council Meeting 11/24/2025 Minutes Page 4
Respectfully Submitted,
Melissa Moore Dave Ostwald
City Clerk Mayor
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Beth Kondrick, Deputy City Clerk
Title
Receive the Minutes from theCity Council Conference Meeting ofNovember 24,2025
Background
Attached are the minutes from the City Council conference meeting ofNovember 24,2025.
Financial Impact
Recommendation
Receive the minutes from theCity Council conference meeting of November 24,2025.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
Minutes from the City Council Conference Meeting of November 24,2025
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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City CouncilConference Meeting
November 24, 2025
5:30PM
Fridley City Hall, 7071 University Avenue NE
Minutes
Roll Call
Present:Mayor Dave Ostwald
Councilmember Ann Bolkcom
Councilmember Patrick Vescio
Councilmember Luke Cardona
Absent:Councilmember Ryan Evanson
Others Present:Wally Wysopal, City Manager
Joe Starks, Finance Director
Mike Maher, Parks and Recreation Director
Jesslyn Quiram, Engineering Technician
Josh Collins, Public Arts Commissioner
Items for Discussion
1. 2026 Budget/Levy Discussion
Joe Starks, Finance Director, provided the City Council an update on the proposed budget and
levy for 2026.
2. 2026-2030 Capital Investment Program (CIP) Discussion
Joe Starks, Finance Director, provided the City Council an update on the 2026-2030 proposed
CIP for the City of Fridley.
3. Public Art Program
Mike Maher, Parks and Recreation Director and Jesslyn Quiram, Engineering Technician,
provided the City Councilwith an update on the public art program. Public Arts Commissioner
Josh Collins also provided some insights.
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Beth Kondrick, Deputy City Clerk
Title
Resolution No. 2025-164,Designating Precincts and Polling Locations for the 2026Election Year
Background
Minnesota Statute § 204B.16, subd. 1 requires the governing body of each municipality to designate,by
resolution,precincts and polling locations by December 31. The attached resolution designates the
precincts and polling locations for 2026.
With the expected completion of construction on the new building at Commons Park,it is an appropriate
time to move the polling location for Ward 1, Precinct 2from Hayes Elementary into the new Commons
Park building. Whenever possible it is favorable to hold elections in locations that are not schools to help
minimize disruption to the school day.While this is not possible in every precinct due to lack of available
buildings in the Cityof Fridley (City), if an opportunity presents itself to move elections into a building
that is not a school, Staff recommend this as a best practice.
Affected residents will be notified of this polling location change through a mailing from the Secretary
Financial Impact
The City plans to mail postcards to those registered voters in the affected areas. Staff estimate the cost
of such a postcard mailing to be approximately $800, which will be paid out of the Elections budget
for 2026.
Recommendation
Staff recommend the adoption of Resolution No. 2025-164, Designating Precincts and Polling
Locations for the 2026Election Year.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
Resolution No. 2025-164
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-164
Designating Precincts and Polling Locations for the 2026 Election Year
Whereas, Minnesota Statute 204B.16 Subd. 1 requires the governing body of each municipality
to designate by resolution each year no later than December 31, polling locations for each ward
and precinct; and
Whereas, the construction of the Commons Park building will be completed by the August 11,
2026, Primary Election; and
Whereas, it is favorable to move the polling location for Ward 1, Precinct 2 from Hayes Elementary
School over to the Commons Park building.
Now, therefore be it resolved, that the City Council of the City Fridley hereby approves the
polling locations to be used as the municipal polling locations in the calendar year 2026 as follows:
Ward 1 Precinct 1 Grace Evangelical Free Church, 755 73rd Avenue N.E.
st
Ward 1 Precinct 2 Commons Park Building, 555 61 Avenue N.E.
Ward 1 Precinct 3 Fridley Civic Campus, 7071 University Avenue N.E.
Ward 1 Precinct 4 Fridley Community Center, 6085 7th Street N.E.
Ward 2 Precinct 1 Woodcrest Elementary School, 880 Osborne Road N.E.
Ward 2 Precinct 2 St. Philip's Lutheran Church, 6180 Highway 65 N.E.
Ward 2 Precinct 3 Moore Lake Park, 5872 Central Avenue N.E.
Ward 3 Precinct 1 Springbrook Nature Center, 100 85th Avenue N.E.
Ward 3 Precinct 2 Redeemer Lutheran Church, 61 Mississippi Way N.E.
Ward 3 Precinct 3 Stevenson Elementary School, 6080 E River Road N.E.
Be it further resolved, that the City Council hereby directs the City Clerk to make all necessary
notifications and preparations for elections held in 2026 as required by Minnesota Statute, Minnesota
Rules, the City Charter and the Fridley City Code.
th
Passed and adopted by the City Council of the City of Fridley this 8 day of December, 2025.
Dave Ostwald - Mayor
Attest:
Melissa Moore, City Clerk
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AGENDA REPORT
Meeting Date:December8, 2025 Meeting Type:City Council
Submitted By:Mike Maher, Parks and Recreation Director
Title:
Resolution No. 2025-165, Approving Ex-Officio Member of the Fridley Parks and Recreation
Commission
Background
To betterprovide for the needs of youth athletics in theCity ofFridley(City)community and park system,
the City Council updated Chapter 105(Commissions)of the Fridley City Code to allow the Fridley Youth
Sports Association (FYSA), to nominate a non-voting, ex-officio member of the Parks and Recreation
Commission.
FYSA has provided a nomination for Fridley resident and FYSA representative, Riley Auna for
consideration by the Council.
Financial Impact
None
Recommendation
Staffsupports the nomination of Riley Auna as a representative of FYSA to serve as the ex-officio
member of the Parks and Recreation Commission.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places X Community Identity & Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
Resolution No. 2025-165
Letter of Interest/Nomination for Riley Auna
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-165
Approving Ex-Officio Member of the Fridley Parks and Recreation Commission
Whereas, pursuant to Chapter 105 (Commissions) of the Fridley City Code (Code) the City Council
(Council)
authorized by the City Charter, Code, resolution or agreement; and
Whereas, it was determined by the City Council that a non-voting Fridley Youth Sports Association
(FYSA) representative could be appointed to the Commission to strengthen the partnership
between the Commission and FYSA; and
Whereas, youth athletics and FYSA play an important role in the overall recreation program
by providing fitness opportunities, social growth and leadership development through team
sports and athletics; and
Whereas, a letter was submitted to the City Council by FYSA member Riley Auna expressing
interest in serving on the Commission.
Now, therefore be it resolved, that the City Council of the City of Fridley hereby appoints Riley
Auna to the Fridley Parks and Recreation Commission as an ex-officio member for a term expiring
on December 31, 2026.
Passed and adopted by the City Council of the City of Fridley this 8th day of December,
2025.
_______________________________________
Dave Ostwald Mayor
Attest:
_________________________________
Melissa Moore City Clerk
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Wally Wysopal, City Manager
Title
Resolution No. 2025-167, Authorizing Execution of a Mediated Settlement Agreement in the Matter of
Hirn, et al v. City of Fridley
Background
In 2025, Stephen Britven, Lynn Britven and Jill Hirn filed suit against the City regarding planned
modifications to Commons Park located immediately south of their properties. The dispute centered on
the City's proposal to expand thenorth parking lot, add nine parking spaces, construct a vehicle
turnaround area and remove existing trees within the disputed area.
The key provisions of the settlement include:
Modifications to park plans: the City will construct only a limited turnaroundarearather than the
previously planned nine-space parking lot expansion
Tree preservation and replacement: the City will preserve existing trees where possible, replace
any treesremoved for the turnaroundarea and plant four additional trees
Seven-year restriction: the City will not pave additional portions of the disputed area or remove
trees (except for storm damage or disease) for seven years ending December 2032
Maintenance commitments: the City will mow and maintain park land surrounding the disputed
area.
The agreement includes no admission of liability by any party and represents a compromise to avoid
the time, uncertainty, and expense of continued litigation.
Financial Impact
fees are covered by the League of Minnesota Cities Insurance Trust.
Recommendation
Staff recommend the approval of Resolution No. 2025-167, Authorizing Execution of a Mediated
Settlement Agreement in the Matter of Hirn, et al v. City of Fridley.
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places Community Identity & Relationship Building
Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
!Resolution No. 2025-167
!Settlement Agreement Hirn, et al v. City of Fridley
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-167
Authorizing Execution of a Mediated Settlement Agreement in the Matter of Hirn, et al v.
City of Fridley
Whereas, on March 24, 2025 the City was served a complaint regarding its proposed plan to
redevelop Commons Park as a part
Whereas, the City and the plaintiffs engaged a mediator, Timothy C. Cook on October 17, 2025
to come to an agreement; and
Whereas, on December 4, 2025 the City was notified the plaintiffs have agreed to the mediation
settlement terms; and
Whereas, the mediation terms are a reasonable solution that allows the Commons Park project
to proceed with modifications while avoiding substantial litigation costs.
Now, therefore be it resolved, that the City Council of the City of Fridley hereby authorizes the
City Manager to approve the mediated settlement agreement in the matter of Hirn, et al v. City of
Fridley.
Passed and adopted by the City Council of the City of Fridley this 8th day of December,
2025.
_______________________________________
Dave Ostwald Mayor
Attest:
___________________________________
Melissa Moore City Clerk
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AGENDA REPORT
Meeting Date:December8, 2025 Meeting Type:City Council
Submitted By:Mike Maher, Parks and Recreation Director
Title:
OrdinanceNo.1436, Amending the Fridley City Code Chapter 209, Fees, to Update Fees for Park Shelter
Rentals (Second Reading)
Background
Fees for use of park amenities such as athletic fields and park shelters are periodically reviewed to
analyze recreation and use trends, cost recovery, and comparable fees from other communities. Based
on use patterns and demand for staff time from Parks and Recreation, Public Works and Public Safety,
staff are recommending several adjustments to rental and deposit fees.
Most notably, Locke Park Shelter 1 rental patterns have over the 2024 and 2025 seasons suggest that a
higher rental deposit may help provide incentive for rental groups to adhere to rental policies.
Specifically, a pattern of policy violations emerged including:
Guests in excess of the specified maximum of 150 despite clear language in the rental contract
Alcohol use despite clear prohibition in the rental contract
Violation of noise ordinances despite clear language in the rental contract
Proposed increases include adjusting security deposits for 50-person capacity shelters from $50 to $100
and raising the deposit fee for Locke Park Shelter 1 from $100 to $200. These deposits are fully refunded
if no damage or violations occur.
Additionally, rental fee increases are proposed including raising 50-person capacity shelters from $80 to
$100 for residents and $120 to $150 for non-residents. Locke Park shelter1 (150-person capacity)rental
fees are proposed to increase from $170 to $200 for residents and $250 to $300 for non-residents.
Periodic fee increases allow for cost recovery as administrative, park maintenance and public safety
staffing costs increase from year to year. A typical park shelter rental requires several touchpoints with
staff including reservation, restroom cleaning (Locke 1), waste management, and public safety patrol and
responses as needed.
Proposed fee adjustments do not include Springbrook Nature Center or Moore Lake Park Community
Building. Park facility fees for new open-air shelters at Commons Park will be reviewed during the process
of developing Commons Park rental fees for approval by Council.
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Finally, special use permit fees specific to park rentals are proposed to be removed as they have been
replaced by the updated special event permitting process and fee structure.
Financial Impact
Rental fee increases of approximately 20% are recommended by staff in addition to proposed increases
in the fully refundable rental deposits. Deposit fees may be held when policies are clearly violated and
should serve as a deterrent for policy violation. Rental fee adjustments are proposed to stay in line with
neighboring communities and implement periodic increases to keep fees current over time.
Recommendation
Staff recommend approval of Ordinance No. 1436, Amending the Fridley City Code Chapter 209, Fees,
to Update Fees for Park Shelter Rentals (Second Reading).
Staff recommend approval of a summary of Ordinance No. 1436 to be published in the Official
Publication.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places Community Identity & Relationship Building
Financial Stability & Commercial Prosperity X Public Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
!Ordinance No. 1436
!Summary Ordinance No. 1436
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
47
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Ordinance No. 1436
Amending the Fridley City Code Chapter 209, Fees, to Update Fees for Park Shelter Rentals
The City Council of the City of Fridley does ordain, after review, examination and staff
recommendation that the Fridley City Code be amended as follows:
Fridley City Code
Chapter 209 Fees
209.12 Fees
6. Parks and Recreation Services Fees
(a) Recreation Division
-monthly Parks and Recreation Brochure and on
(2) Administrative Fees
Item Category A Category B Category C
(Fridley Youth (Residents (Non-
Athletics and residents)
community
groups)
Additional maintenance staff City staff hourly City staff City staff
rate hourly rate hourly rate
Concession area for $50 per day $50 per day $100 per day
Community Park (Included
with weekend or daily
tournament rental)
Damage deposit for multiple $200 $200 $200
day rentals
Locates for electrical or Market rate Market rate Market rate
irrigation heads
Portable restrooms Market rate Market rate Market rate
Shelter rental for Commons
Park and Flanery Park $80 per day $80 per day $120 per day
(3) Outdoor Field Rental Fees
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Use Category A Category B Category C
(Fridley Youth (Residents (Non-
Athletics and residents)
community
groups)
Baseball, softball, soccer, $0 per hour $20 per hour $40 per hour
tennis, pickleball, volleyball,
football fields (does not
include Community Park
weekend tournaments)
Community Park Softball $1000 per $1,000 per $2,000 per
Complex weekend weekend weekend
$500 per day $500 per day $1,000 per day
(4) Park Facility Rental Fees
Park Resident/Non-Non-Resident Deposit
Profit
- Flanery and Commons $100 $ 80 plus $150 $ 120 $100 $50
Parks, Locke Park Shelter #2, tax plus tax
- Moore Lake Pavilions 50 $100 $50
guests maximum Special Use $265 plus tax $450 plus tax
Permit
Locke Park Pavilion # 1 (150 $200 $170 plus $300 $250 $200 $50
person capacity) tax plus tax
Moore Lake Community $150 plus tax $225 plus tax $200
Building Half Day Rental on weekdays on weekdays
$250 plus tax $400 plus tax
on weekends on weekends
Moore Lake Community $225 plus tax $337.50 plus $200
Building Full Day Rental on weekdays tax on
weekdays
$375 plus tax
on weekends $600 plus tax
on weekends
Moore Lake Community $25 per hour $25 per hour
Building Monitor
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(5) Springbrook Nature Center Room Rental Fees
Program/Amenity Fee
Amphitheater (Full day rental)
!Resident $225 plus tax
!Non-resident $300 plus tax
!Non-profit group (proof of status must be $225 plus tax
provided)
Classroom ($50 refundable damage deposit
due at time of booking)
!Resident $40 per room per hour plus tax
!Non-resident $65 per room per hour plus tax
!Non-profit group (proof of status must be $40 per room per hour plus tax
provided)
Pavilion Activity Center Outdoor Only
($100 refundable damage deposit due at time
of booking)
!Resident $80 plus tax
!Non-resident $120 plus tax
!Non-profit group (proof of status must be $80 plus tax
provided)
Pavilion Activity Center ($100 refundable
damage deposit due at time of booking)
!Resident $170 plus tax
!Non-resident $250 plus tax
!Non-profit group (proof of status must be $170 plus tax
provided)
Portable public address (PA) system $50 per day plus tax
Passed and adopted by the City Council of the City of Fridley on this 8th day of December, 2025.
______________________________________
Dave Ostwald - Mayor
______________________________________
Melissa Moore - City Clerk
First Reading: November 24, 2025
Second Reading: December 8, 2025
Summary Publication: December 11, 2025
4:
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City of Fridley
Summary Ordinance No. 1436
Amending the Fridley City Code Chapter 209, Fees, to Update Fees for Park Shelter Rentals
The City of Fridley does ordain, after review, examination, and staff recommendation that the
Fridley City Code (Code) be amended by adopting Ordinance No. 1436. A summary of the
amendments to the Code made by Ordinance No. 1436 are as follows:
The Ordinance amends Chapter 209, Section 209.12.6 Parks and Recreation Service Fees. The
Ordinance Changes Facility Rental Fees for Flanery and Commons Parks, Locke Park Shelter #2
and Moore Lake Pavilions from $80 to $100 for Residents/Non-Profit, $120 to $150 for Non-
Residents and the Deposit from $50 to $100. The Ordinance Changes Facility Rental Fees for the
Locke Park Pavillion #1 from $170 to $200 for Residents/Non-Profit, $250 to $300 for Non
Residents and the Deposit from $50 to $200.
Ordinance No. 1436 was passed and adopted by the City Council of the City of Fridley on December
8 2025. The full text of the Ordinance is available on the City website or for inspection by any
person during regular office hours at the Office of the City Clerk.
51
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AGENDA REPORT
Meeting Date:December 3, 2025 Meeting Type:City Council
Submitted By:Emylie Morris, Accounting Technician
Title
Resolution No. 2025-166,Approving Claims for the Period Ending December 3, 2025
Background
Attached is Resolution No. 2025-166and the claims report for the period endingDecember 3,2025.
Financial Impact
Included in the budget.
Recommendation
Staff recommend the approval of Resolution No. 2025-166, Approving Claims for the Period Ending
December 3, 2025.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building
X Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
Resolution No. 2025-166,Approving Claims for the Period Ending December 3, 2025
City Council Claims Report
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-166
Approving Claims for the Period Ending December 3, 2025
Whereas, Minnesota Statute § 412.271 generally requires the City Council to review and approve
claims for goods and services prior to the release of payment; and
Whereas, a list of such claims for the period ending December 3, 2025, was reviewed by the City
Council.
Now, therefore be it resolved, that the City Council of the City of Fridley hereby approves the
payment of the claims as presented.
th
Passed and adopted by the City Council of the City of Fridley this 8 day of December 2025.
_______________________________________
Dave Ostwald - Mayor
Attest:
Melissa Moore City Clerk
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Bank Transaction
Transaction D
Issued Date Range: 11/26/2025 - 12/03/202
Cleared Date Ra
Issued
DateDescriptionTypeAmount
Bank Account:
11/26/2025ALLDATA LLCCheck-1,500.00
11/26/2025ALLIED BLACKTOP COCheck-23,075.00
11/26/2025AMERICAN LEGION POST 303Check-2,455.58
11/26/2025AMERICAN SOLUTIONS FOR BUSINESSCheck-23.72
11/26/2025ANOKA COUNTY TREASURY OFFICECheck-950.00
11/26/2025ASPEN MILLS INCCheck-1,025.50
11/26/2025BEISSWENGER'S HARDWARECheck-1,079.00
11/26/2025BOLTON & MENK INCCheck-14,497.50
11/26/2025BUSCH SYSTEMS INTERNATIONAL INCCheck-14,410.00
11/26/2025CDW GOVERNMENT INCCheck-1,809.75
CENTERPOINT ENERGY-MINNEGASCOCheck-1,442.65
11/26/2025
11/26/2025COMCAST (PO BOX 37601)Check-1,845.10
COMCAST/XFINITY (PO BOX 60533)Check-936.53
11/26/2025
11/26/2025CORE & MAIN LPCheck-1,053.05
D.M. CONSTRUCTION INCCheck-127.15
11/26/2025
11/26/2025DELEGARD TOOL COCheck-437.49
EJ EQUIPMENT INCCheck-556.95
11/26/2025
11/26/2025EMERGENCY AUTOMOTIVE TECHNOLOGIES / EATICheck-18,125.62
FOREST LAKE CONTRACTINGCheck-1,099.40
11/26/2025
11/26/2025FRIDLEY 49ER DAYS FESTIVAL INCCheck-3,180.00
FRONTLINE CRISIS ACADEMYCheck-300.00
11/26/2025
11/26/2025GRANICUS LLCCheck-10,380.13
GROTH SEWER & WATER LLCCheck-5,943.00
11/26/2025
11/26/2025HINDING COMPANY HEATING & AIRCheck-28.00
HOUACHBY, AZIZCheck-97.60
11/26/2025
11/26/2025HYDRAULIC SPECIALTY COCheck-8,470.16
IDENTISYS INCCheck-110.00
11/26/2025
11/26/2025INSIGHT PUBLIC SECTORCheck-16,157.64
INTERSTATE BATTERY SYSTEMCheck-176.90
11/26/2025
11/26/2025INTL SECURITY PRODUCTS-ISP FENCINGCheck-460.00
JB PICTURE FRAMING STUDIOCheck-305.00
11/26/2025
11/26/2025KATH FUEL OIL SERVICECheck-460.00
KIMLEY-HORN & ASSOCIATES INCCheck-77,898.85
11/26/2025
11/26/2025LANGUAGE LINE SERVICES INCCheck-273.00
LEAGUE OF MINNESOTA CITIESCheck-60.00
11/26/2025
11/26/2025LEAGUE OF MN CITIES INS TRUSTCheck-10,408.52
DateDescriptionTypeAmount
11/26/2025LOFFLER COMPANIES-131511Check-326.11
MAC QUEENCheck-1,982.38
11/26/2025
11/26/2025MARTIN MARIETTACheck-1,097.23
MAX-R / THE PRESTWICK GROUP INCCheck-3,756.80
11/26/2025
11/26/2025MENARDS - FRIDLEYCheck-1,123.41
MESSER, WALTERCheck-379.10
11/26/2025
11/26/2025MINN ITCheck-505.99
54
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11/26/2025MINN OCCUPATIONAL HEALTHCheck-146.00
11/26/2025NELSON CHEESE & DELICheck-188.76
11/26/2025ODENTHAL, KELVINCheck-200.00
11/26/2025PALADIN TECHNOLOGIES (USA) INCCheck-8,510.48
11/26/2025RADCO INDUSTRIES INCCheck-118.76
11/26/2025REMTECH REMEDIATION TECHNOLOGIESCheck-387.00
11/26/2025RESPECCheck-9,125.00
11/26/2025RJM CONSTRUCTION LLCCheck-515,830.79
11/26/2025SPLIT ROCK MGMT - DBA VANGUARD CLEANINGCheck-3,520.00
11/26/2025ST CLOUD STATE UNIVERSITYCheck-1,070.00
11/26/2025STIMEY ELECTRICCheck-17,871.91
11/26/2025SUBURBAN TIRE WHOLESALE INCCheck-133.00
11/26/2025SUN BADGE COCheck-159.00
11/26/2025TIMESAVER OFF SITE SECRETARIAL INCCheck-506.00
11/26/2025T-MOBILECheck-50.00
11/26/2025TRI-STATE BOBCAT INCCheck-197.21
11/26/2025VALLEY-RICH CO INCCheck-5,529.00
11/26/2025VELOCITYEHS INCCheck-4,838.56
11/26/2025VERIZON WIRELESSCheck-480.12
11/26/2025VESTISCheck-597.35
11/26/2025VIKING ELECTRIC SUPPLYCheck-83.82
11/26/2025XCEL ENERGYCheck-36,311.19
11/26/2025ZIEGLER INCCheck-298.47
12/01/2025HEALTH PARTNERSBank Draft-6,557.86
12/02/2025SVAP FRIDLEY MARKET (Bank Draft Pmt)Bank Draft-22,854.00
LAW ENFORCEMENT LABOR SERVICESCheck-3,307.96
12/03/2025
12/03/2025LEGALSHIELDCheck-418.80
MINN CHILD SUPPORT PAYMENT CENTERCheck-327.27
12/03/2025
12/03/2025NCPERS MINNESOTA-478000Check-608.00
KUE XIONGCheck-7.95
12/03/2025
12/03/2025NATHAN WATKINSCheck-41.26
JAMES C CARNEYCheck-52.98
12/03/2025
12/03/2025JULIE DOBIHAL & NATHAN KEENEYCheck-97.82
KL MN 1 LLCCheck-31.49
12/03/2025
12/03/2025ROBERT CHALLCheck-24.45
TED BACKMANCheck-49.72
12/03/2025
DateDescriptionTypeAmount
12/03/2025GUARDIAN PROPERTY MGMTCheck-757.45
12/03/2025BRENNA HOFFMANCheck-162.81
TERESA K ANDERSONCheck-77.15
12/03/2025
12/03/2025MARLIS FASBENDERCheck-66.77
KL MN 8 LLCCheck-116.31
12/03/2025
12/03/2025KIMBERLY L CLIFFORD-CRAMCheck-40.00
GUNNAR JOHNSONCheck-45.92
12/03/2025
12/03/202556 BREWING LLCCheck-268.00
AM CRAFT SPIRITS SALESCheck-452.25
12/03/2025
12/03/2025AMERICAN BOTTLING COMPANYCheck-377.08
ARTISAN BEER COMPANYCheck-5,819.30
12/03/2025
12/03/2025BELLBOY CORPORATIONCheck-15,635.33
BREAKTHRU BEVERAGE BEER LLCCheck-97,809.87
12/03/2025
12/03/2025BREAKTHRU BEVERAGE WINE & SPIRITSCheck-8,915.48
CAPITOL BEVERAGE SALESCheck-38,832.62
12/03/2025
12/03/2025CLEAR RIVER BEVERAGECheck-2,863.00
COCA-COLA DISTRIBUTIONCheck-1,076.64
12/03/2025
12/03/2025GRD / GLOBAL RESERVE LLCCheck-832.00
HAMMERHEART BREWING LLCCheck-690.00
12/03/2025
12/03/2025HARRIET GROVE BOTANICALSCheck-264.00
55
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12/03/2025HOHENSTEINS INCCheck-5,797.31
12/03/2025INSIGHT BREWING COMPANYCheck-874.94
12/03/2025JOHNSON BROTHERS LIQUORCheck-43,834.18
12/03/2025MATTSON ICECheck-261.90
12/03/2025MAVERICK WINE COMPANYCheck-1,317.54
12/03/2025MEGA BEER LLCCheck-683.00
12/03/2025MODIST BREWING CO LLCCheck-272.20
12/03/2025MOOSE LAKE BREWING COMPANYCheck-180.00
12/03/2025NOTHING BUT HEMP LLC DBA EMERALD ELEMENTSCheck-1,266.00
12/03/2025OLD WORLD BEERCheck-514.50
12/03/2025PAUSTIS WINE COMPANYCheck-1,833.50
12/03/2025PHILLIPS WINE & SPIRITSCheck-7,269.03
12/03/2025PRYES BREWINGCheck-201.00
12/03/2025RED BULL DISTRIBUTIONCheck-510.49
12/03/2025SOUTHERN WINE / SOUTHERN GLAZERSCheck-13,716.89
12/03/2025SUMMER LAKES BEVERAGECheck-99.00
12/03/2025URBAN GROWLER BREWING COMPANY LLCCheck-294.00
12/03/2025VENN BREWING COMPANY LLCCheck-256.00
12/03/2025VINOCOPIA INCCheck-441.50
12/03/2025WINE MERCHANTSCheck-1,604.64
12/03/2025WINEBOWCheck-2,069.50
12/03/2025Z WINES USACheck-445.50
12/03/2025ADVANTAGE SIGNS & GRAPHICS INCCheck-2,583.00
DateDescriptionTypeAmount
12/03/2025ALLEGRA MARKETING PRINT MAILCheck-1,321.56
AMERICAN SOLUTIONS FOR BUSINESSCheck-87.63
12/03/2025
12/03/2025AMERICAN WATER WORKS ASSN-AWWACheck-260.00
ANOKA IND GRAIN & FEED DEALERSCheck-252.39
12/03/2025
12/03/2025ASPEN MILLS INCCheck-57.46
ASTLEFORD INTERNATIONAL TRUCKSCheck-163.50
12/03/2025
12/03/2025BOLTON & MENK INCCheck-31,957.00
BRI/BENEFIT RESOURCE LLC - BPA/VEBACheck-734.50
12/03/2025
12/03/2025CENTURY LINKCheck-934.73
CLAREY'S SAFETY EQUIP / ULTIMATE SAFETY CONCEPTSCheck-618.63
12/03/2025
12/03/2025CLASSIC VENTURES/CLASSIC CATERINGCheck-1,852.57
COON RAPIDS, CITY OFCheck-32,745.38
12/03/2025
12/03/2025CORE & MAIN LPCheck-424.89
CULLIGANCheck-873.00
12/03/2025
12/03/2025CUTTER SALES INCCheck-314.42
FLEET PRIDE TRUCK & TRAILER PARTSCheck-99.00
12/03/2025
12/03/2025FRIENDLY CHEVROLET INCCheck-519.25
FUGLSANG, JENNACheck-21.70
12/03/2025
12/03/2025GREGERSON ROSOW JOHNSON & NILAN LTDCheck-550.68
HAWKINS INCCheck-5,304.49
12/03/2025
12/03/2025HYDRAULIC SPECIALTY COCheck-60.56
IDENTISYS INCCheck-906.00
12/03/2025
12/03/2025INNOVATIVE OFFICE SOLUTIONSCheck-334.09
JONES, RICHARDCheck-108.30
12/03/2025
12/03/2025LANGUAGE LINE SERVICES INCCheck-515.99
LEPAGE & SONSCheck-512.00
12/03/2025
12/03/2025LONG RUN LEADERSHIP CONSULTINGCheck-3,215.83
MAC QUEENCheck-167.89
12/03/2025
12/03/2025MARTIN MARIETTACheck-120.00
MICHELS UTILITY SERVICES INCCheck-791.60
12/03/2025
12/03/2025MINN ITCheck-740.25
MINNEAPOLIS SAW INCCheck-61.66
12/03/2025
12/03/2025MN PLAYGROUND INC DBA MWP RECREATIONCheck-274.14
56
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12/03/2025MORRELL ENTERPRISESCheck-2,887.50
12/03/2025NFP INSURANCE SERVICES INCCheck-667.50
12/03/2025ODEGAARD, BENJAMINCheck-33.95
12/03/2025OLD NATIONAL BANKCheck-66.00
12/03/2025ON SITE COMPANIESCheck-1,242.00
12/03/2025PREMIUM WATERS INCCheck-107.90
12/03/2025PRINT CENTRALCheck-269.42
12/03/2025Q3 CONTRACTING INC / PSCCheck-6,501.49
12/03/2025QUADIENT FINANCE USA INCCheck-346.55
12/03/2025RECYCLE TECHNOLOGIES INCCheck-167.35
DateDescriptionTypeAmount
12/03/2025ROSENBAUER MINNESOTA LLCCheck-1,731.30
12/03/2025SHORT ELLIOTT HENDRICKSON INCCheck-853.19
12/03/2025SHRED RIGHTCheck-81.50
12/03/2025STARK, KYLECheck-700.00
12/03/2025TIMESAVER OFF SITE SECRETARIAL INCCheck-172.00
12/03/2025TITAN MACHINERYCheck-877.70
12/03/2025T-MOBILECheck-150.00
12/03/2025UNIQUE PAVING MATERIALSCheck-3,775.80
12/03/2025VESTISCheck-432.50
12/03/2025XCEL ENERGYCheck-15,874.57
-1,256,128.70
Report Total: (175)-1,256,128.70
Summ
Bank Account
Count Amount
-1,256,128.70
-1,256,128.70
Cash Account Count Amount
999 999--1,256,128.70
101100 Cash in Bank --1,256,128.70
CITY Pooled Cash
Transaction TypeAmount
Bank Draft-29,411.86
Check-1,226,716.84
Report Total:
-1,256,128.70
57
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AGENDAREPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Joe Starks, Finance Director/City Treasurer
Title
Truth-in-Taxation Public Hearing, Proposed 2026Budget andProperty Tax Levy
Background
Pursuant toMinnesotaStatute §275.065, all home rule and statutory cities must certify a Proposed
Property Tax Levy (Proposed Levy) to their respective county auditor on or before September 30 of
each year. For the City of Fridley, the Proposed Levy supports four separate budget areas: 1) General
Fund; 2) Information Technology Capital Equipment Fund; 3) Springbrook Nature Center Fund; and 4)
various debt service funds. Generally, the Final Property Tax Levy cannot exceed the Proposed Levy,
except for specific situations outlined in Minnesota Statutes.
Using theProposed Levy, the county auditor created and mailed parcel-specific notices of proposed
property taxes to each taxpayer for the upcoming year, along with the date, time and location of a
public hearing required by the above-mentionedstatute for each taxing authority. These meetings, at
which the public must be allowed to speak, are generally referred to as Truth-in-Taxation hearings.
Consistent with the Truth-in-Taxation process, the Fridley City Council reviewed both the Proposed
2026Budget and Proposed Levy, either in part or total at various Conference and Council Meetings
includingtheNovember 24Conference Meeting, the October 27Regular Council Meeting, the October
13 Conference Meeting, the September 22 Regular Council Meetingand Conference Meeting, the
September 8Conference Meeting, the August 25 Conference Meeting, the July 28 Conference Meeting
th
and the April 28Conference Meeting. Based on those discussions and other anticipated budget
changes, Council previously certifieda Preliminary Levy of $23,040,200for 2026, an increase of 6.29%,
compared to2025.Since then and after additional discussions, changes in assumptions and additional
data received, the proposed 2026 Final Levy is $22,960,400, anincrease of 5.92% compared to 2025.
Vision Statement
We believe Fridley will bea safe, vibrant, friendly and stable home for families and businesses.
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Financial Impact
Staff estimate that City property taxes for a residential homestead, with a median assessed value of
$296,400 for 2026 (compared to approximately $288,900 for 2025), could increase by approximately
$139, from about $1,241 for 2025 to approximately $1,380 for 2026. These projections are based on
property tax information received from Anoka County to use for the Truth-in-Taxation public hearing.
Recommendation
Staff recommend the Council conduct the Truth-in-Taxation public hearing to receive public comment
regarding the Proposed 2026 Budget and Proposed Levy, following a presentation from staff. After
the public hearing, staff anticipate no formal action and for the Council to consider final adoption of
both items at their Regular Council Meeting on December 22, 2025.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods & Places Community Identity & Relationship Building
X Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
!DRAFT 2026 Proposed Budget Book
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proposed2026 Budget
City of Fridley, Minnesota
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TABLE OF CONTENTS
TABLE OF CONTENTS....................................................................................................................................................3
CITY MANAGER BUDGET MESSAGE.........................................................................................................................6
BUDGET ORGANIZATION............................................................................................................................................7
Budget Structure.........................................................................................................................................................7
BUDGET AUTHORITY.....................................................................................................................................................9
Elected Officials...........................................................................................................................................................9
Appointed Officials....................................................................................................................................................9
Department Directors...............................................................................................................................................9
INTRODUCTION AND BUDGET SUMMARY........................................................................................................11
Introduction...............................................................................................................................................................12
Vision Statement and Organizational Values...............................................................................................12
Focus of Fridley........................................................................................................................................................12
Budget Goals and Objectives..............................................................................................................................12
Budget Challenges and Issues, Short–Term..................................................................................................13
Inflationary Pressures.............................................................................................................................................13
Park System Improvement Plan.........................................................................................................................14
Budget Challenges and Issues, Long–Term...................................................................................................15
Park System Improvement Plan.........................................................................................................................15
Budget–at–a–Glance...............................................................................................................................................17
ORGANIZATION AND BUDGET OVERVIEW........................................................................................................22
Brief History of the City of Fridley.....................................................................................................................23
Land Use and Development History................................................................................................................23
Demographic and Economic Trends................................................................................................................24
Organizational Governance and Structure....................................................................................................27
Financial Policies and Procedures.....................................................................................................................32
Budget Assumptions and Considerations......................................................................................................37
Property Tax...............................................................................................................................................................38
Debt Service...............................................................................................................................................................41
GENERAL FUND.............................................................................................................................................................43
General Fund Summary.........................................................................................................................................44
Department: City Management Summary....................................................................................................49
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Division: City Management (City Manager’s Office) (121) ...................................................................... 54
Division: Employee Resources (126) ................................................................................................................ 56
Division: Communications and Engagement (127) ................................................................................... 57
Division: City Clerk/Records Management (City Clerk’s Office) (128) ................................................ 58
Division: Elections (129) ....................................................................................................................................... 59
Division: Non–Departmental (141) .................................................................................................................. 60
Department: Finance Summary ........................................................................................................................ 61
Division: Accounting (131) .................................................................................................................................. 63
Division: Assessing (City Assessor’s Office) (132) ....................................................................................... 64
Division: Information Technology (133)......................................................................................................... 65
Department: Public Safety Summary .............................................................................................................. 66
Division: Police (211) ............................................................................................................................................. 69
Division: Emergency Management (215)....................................................................................................... 70
Division: Fire (219) .................................................................................................................................................. 71
Department: Public Works Summary .............................................................................................................. 72
Division: Facilities Management (311) ............................................................................................................ 75
Division: Engineering (314) ................................................................................................................................. 76
Division: Forestry (315) ......................................................................................................................................... 77
Division: Park Maintenance (316) ..................................................................................................................... 78
Division: Street Lighting (317) ........................................................................................................................... 79
Division: Street Maintenance (318) .................................................................................................................. 80
Division: Fleet Services (319) .............................................................................................................................. 81
Department: Parks & Recreation ...................................................................................................................... 82
Division: Parks & Recreation (410) ................................................................................................................... 83
Department: Community Development ........................................................................................................ 84
Division: Building Inspections (511) ................................................................................................................ 87
Division: Planning (512) ....................................................................................................................................... 88
Division: Rental Inspections (514) .................................................................................................................... 89
SPECIAL REVENUE FUNDS ......................................................................................................................................... 90
Fund: Cable Television (225) .............................................................................................................................. 91
Fund: Solid Waste Abatement (237) ............................................................................................................... 92
Fund: Police Activity (260) ................................................................................................................................... 93
Fund: Springbrook Nature (270) ....................................................................................................................... 94
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CAPITAL PROJECT FUNDS ......................................................................................................................................... 95
Fund: Building Capital Projects (405) .............................................................................................................. 96
Fund: Streets Capital Projects (406)................................................................................................................. 97
Fund: Parks Capital Projects (407) .................................................................................................................... 98
Fund: Information Technology Capital Projects (409) .............................................................................. 99
Fund: Equipment Capital Projects Fund (410) ........................................................................................... 100
ENTERPRISE FUNDS .................................................................................................................................................. 101
Fund: Water Utility Fund .................................................................................................................................... 102
Fund: Sanitary Sewer Utility Fund .................................................................................................................. 105
Fund: Storm Water Utility Fund ...................................................................................................................... 108
Fund: Municipal Liquor ...................................................................................................................................... 111
GLOSSARY ..................................................................................................................................................................... 115
2026 Detailed budget reports…………………………………………………………………………………………………… 119
2026 Summary CIP……..……….…………………………………………………………………………………………………… 192
Financial Management Policy Manual……………………………………………………………………………………… 193
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CITY MANAGER BUDGET MESSAGE
12/8/2025
Dear Fridley Community,
The City’s 2026 Budget continues to represent a spending plan based on the City Council Vision
Statement: We believe Fridley will be a safe, vibrant, friendly and stable home for families and
businesses. To fulfill this vision, and through months of planning by City staff and many hours of
discussion and review by the City Council, I am pleased to present the attached 2026 Budget.
Next year, the City will continue its commitment to improving the quality of life through
investments in parks, infrastructure, equipment and people. With the intention of delivering high
value for taxes paid, some of the City’s priorities for 2026 include: continued major investment in
Commons Park, updates to Flanery and Summit Square parks, updates to the City’s street, water,
sewer and stormwater system to assure reliable infrastructureand continued investment in
personnel development focusing on retention and training.
Costs associated with personnel continue to make up the single largest expense within the 2026
Budget. For the General Fund, which is primarily funded through property taxes, personnel costs
will increase by 6.1% in 2026. Impacting the increase are labor contracts for the City’s four Public
Safety labor agreements, planned progression through the City’s compensation plan for union
and non-union personnel, 2 elections in 2026 (0 in 2025), addition of an embedded social worker
previously fully offset by a federal grant, 2 new school resource officers fully reimbursed by Fridley
Public Schools, the addition of the Fire Intern Program (previously fully offset by grant funds),
additional Park & Recreation staffing and additional Public Works/Facilities staffing.
Another impact to this year’s budget and levy is the reduction of local government aid (LGA) which
is revenue the City receives from the State of Minnesota. It was reduced approximately $302,500
and the levy was increased to make up for a portion of the loss of aid.
The impact of the City’s portion of the overall property tax levy is about $3.78/day to the median
value home. The amount represents a $139 annual increase from last year. Over 1/3 of the
increase, or approximately $51, is due to a tax base/burden shift from
Commercial/Industrial and Multifamily to Residential, largely due to a
decrease in net tax capacity due to value changes and settled tax court
petitions.
Respectfully submitted,
Walter T. Wysopal
City Manager
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BUDGET ORGANIZATION
Budget Structure
The2026 Budget for the City contains the following volumesand supplemental budget
documents and/or appendices.
Figure No.1: Budget Structure and Volumes
Volume TitleDescription
No.
IBudget Overview and A summary of the overall budget containing a brief history
Summaryof the organization, demographic and economic trends,
organizational structure, budget summaries, major budget
assumptions and factors, and analysis and discussion of
budget decisionsalong with a review of fund balances and
debt service.
The summary also includes discussion of common budget
terms and information about any underlying assumptionsas
appendices, if needed.
IIBudget Detail and A detailed reviewof all budgetedrevenues and expenditures,
Financial Reportsincluding personnel, materials and supplies. The volume
represents the adopted budget for the purposes of budget
authority and compliance.
IIICapital Investment A summary and detailed review of the various capital
Program (CIP) budgets and funds of the City including individual project
analysis, debt serviceand other considerations. Thisvolume
represents the adopted budget for the purposes of budget
authority and compliance for all capital project funds.
Due to its length, the City compiles the Final2025–2029 CIP
as a separate document.
OtherFinancial Each volume and/or section of this budget isadopted in
Management Policiescompliance with the various financial management policies
as adopted by the City Council. For more information on
these policies, please contact the Finance Department.
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BUDGET AUTHORITY
The Budget for the City of Fridley, Minnesota (City, Fridley) for the Fiscal Year beginning January
1, 2026,and ending December 31, 2026.
Pursuant to Section 7.04 and 7.05, and other applicable chapters or sections of the City Charter,
this document and its associated volumes and appendices shall be considered the estimates as
prepared by the City Manager and the complete financial plan for the City for the ensuing fiscal
year. This document contains the sums to be raised and from what sources, and the sums to be
spent and for what purposes. For the purposes of compliance, these documents, assembled in
three volumes, shall be the Proposed 2026Budget.
With the support of the City Manager and other staff, the City Council reviewedthis budget on
April 28, July 28, August 25, September 8, September 22, October 13, October 27, and November
24, 2025. The City Council and other applicable officials involved in the development of this
budget are listed below.
Elected Officials
4 Year Terms
Expiring December
MayorDavid Ostwald2028
Councilmember At–LargePatrick Vescio2028
Councilmember, Ward No. 1Luke Cardona2026
Councilmember, Ward No. 2Ryan Evanson2026
Councilmember, Ward No. 3Ann R. Bolkcom 2026
Appointed Officials
City ManagerWalter T. Wysopal
City Attorney, Civil AffairsSarah J.Sonsalla
City Attorney, Criminal AffairsCity of Coon Rapids
Assistant City Manager/City ClerkMelissa M. Moore
Department Directors
Director of Community DevelopmentPaul Bolin
Director of Parks and RecreationMichael W. Maher
Director of Employee ResourcesRebecca A. Hellegers
Director of Finance and City TreasurerJoseph A. Starks
Director of Public Safetyand Chief of PoliceRyan N. George
Director of Public Worksand City EngineerJames P. Kosluchar
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Volume No. 1
Budget Overview and Summary
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INTRODUCTION ANDBUDGET SUMMARY
This section of the 2026Budget provides information regarding the following budget areas or topics:
Introduction;
Budget goals and objectives;
Budget challenges and issues; and
Budget–at–a–Glance.
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Introduction
The City of Fridley (City) seeks to provide its residents, businesses and their visitors with a remarkable community. As part of this commitment,
the City Council and City Manager strive to provide an organization that meets the expectations and needs of the community through a
thoughtful and fiscally responsible annual budget. In order to guide and inform the development of the annual budget, the City relies upon
a series of guiding principles and documents, principally the Vision Statement, Organizational Values and the strategic plan, known as Focus
on Fridley.
Vision Statement and Organizational Values. In 2015, the City Council adopted the following Vision Statement to generally guide the
operations, programs and projects of the City. The City Council reaffirmed this Vision Statement in 2019: We believe Fridley will be a safe,
vibrant, friendly and stable home for families and businesses.
The City Council also established three primary Organizational Values to guide the behaviors and culture of the organization. In all things,
the City shall be: Friendly, Responsive and Driven. These values are always at the center of any discussion about changes in the budget. In
fact, any major budget adjustment or request submitted by the City Manager identifies the Organizational Value(s) enhanced by the change.
Focus of Fridley. More specifically, in 2019, the City Council, through two strategic planning workshops, discussed their ideas and thoughts
for the City over the next several years. Using these discussions, the City Council eventually compiled a strategic plan, known as Focus on
Fridley. Along with several specific projects, the City Council identified five strategic goals or “focus areas” to guide other City initiatives and
programs. In no particular order, these Focus Areas are:
Community Identity and Relationship Building;
Public Safety and Environmental Stewardship;
Vibrant Neighborhoods and Places;
Financial Stability and Commercial Prosperity; and
Organizational Excellence.
These Focus Areas provide guidance throughout the development of the budget and serve as direction for daily activities and expenditures
of the organization. Based on previous practices, the City Council conducted another strategic planning exercise in 2025, which has a similar
impact on the budget development process.
Budget Goals and Objectives
Like other local governments, and consistent with the Guiding Principles outlined above, the City Council continues its effort to provide
excellent public services at a fiscally responsible cost to the property tax– and utility rate payers. Under these general goals and objectives,
the City Council relies upon a series of specific guidelines to inform the development of the annual budget:
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To fund excellent public services at a fiscally responsible cost
To stabilize ongoing revenues and expenditures, and minimize/eliminate unanticipated variances;
To maintain structural balance and appropriate cash and fund balance levels;
To make the best use of existing City resources;
To set the levy in conjunction with long-term planning;
To increase accountability and transparency throughout the budget process; and
To ensure a conservative budgetary approach.
In addition to these activities, the City also strives to improve the financial awareness and literacy of both internal staff and external
stakeholders. As such, the City conducts monthly internal meetings to review key financial data and changes in applicable fiscal policies.
Additionally, the City conducts or plans to conduct several community events to improve the understanding of the public with respect to City
services and to provide an important avenue for the public to express their critiques, ideas and thoughts regarding City operations, projects
and ultimately the budget.
Budget Challenges and Issues, Short–Term
Along with the goals and objectives, the City also actively acknowledges and seeks to address various challenges and issues concerning the
financial health of the organization. The City further acknowledges that some of these issues may be beyond its exclusive control. However,
the City Council works diligently to limit these and other risks for the City and its stakeholders.
Personnel Services. The biggest impact on the 2026 Budget and Levy is personnel services as it encompasses about 78% of the total General
Fund expenditures. In the General Fund alone, personnel services expenditures increase about $1,169,600, or 6.1%, largely due to approved
Public Safety labor agreements, proposed progression through the City’s compensation plan for union and non-union employees, the
creation of an additional step on the City’s compensation scale, personnel for 2 elections (0 in 2025), the addition of an embedded social
worker (currently grant funded an contracted out; not grant funded in 2026), 2 new School Resource Officers (SROs), additional Park &
Recreation staffing and additional Public Works/Facilities staffing.
Inflationary Pressures. Multi-decade high inflation continues to have an impact on the City. The September 2025 inflation rate has generally
slowed to 3.0% from a multi-decade high of 9.1% in June 2022. The Federal Reserve has begun decreasing the Federal Funds Rate from a
target of 4.50 to 4.75% at this time last year to a current target of 3.75 to 4.00%, with further decreases possible. The impact from inflationary
pressures is factored in the 2026 Budget.
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Park System Improvement Plan. In 2022, the City issued $20.7 million in General Obligation Tax Abatement Bonds as a means for financing
a majority of the $30 mil. Park System Improvement Plan (PSIP), with the remaining amount being funded from internal City funds, specifically
the Community Investment Fund. The project is estimated to span approximately 8 years. Debt service payments for the bonds were levied
beginning in 2023 and will be repaid over 15 years. There was a significant amount of capital expenditures in the Parks Capital Fund beginning
in 2023 and continuing for the next several years as the PSIP progresses. For 2026, there is about $6,194,000 in capital expenditures budgeted
for the PSIP.
Additional information related to the Park System Improvement Plan can be found at: Park System Improvement Plan - City of Fridley.
State Aids and Grants. The State of Minnesota (State) provides the City with various financial aids to defray the costs of certain activities and
programs, including, but not limited to Local Government Aid (LGA), Municipal State Aid (MSA) and Police State Aid. These various funding
sources tend to fluctuate based on the financial health of the State and political will of elected State officials. To protect the City and its
operations from this volatility, the City has limited the reliance on these types of aid for General Fund revenues and allocates roughly 60% to
capital project funds. Similar to the Adopted 2025 Budget, the 2026 Budget appropriates approximately 11% of these funding sources,
including about 3% from LGA, to the General Fund, satisfying the desire of the City Council. For 2026, total LGA was reduced by approximately
$302,000 and while the levy was increased to account for a portion of the reduction, it was mitigated by the City limiting its reliance on it.
Economic Health. In addition to thoughtfully budgeting State funding sources, the City also actively monitors the statuses of the local,
regional, national and international economies. The City remains home to several national and international corporations. In fact, as of
assessment year 2025, taxes payable year 2026, commercial and industrial uses account for almost 47% of the property tax base. As such,
any downturn in the economy, particularly the manufacturing sector, will have an impact on the City. The City continues efforts to diversify
its property tax base through several redevelopment efforts, most notably through the addition of single– and multi–family housing. In fact,
between 2016 and 2022, the City added approximately 1,046 units of housing.
The 2026 Budget assumes a period of conservatively modest economic growth while keeping in mind the impacts of inflation and
corresponding policy action. As mentioned, inflation has generally slowed, albeit much more prolonged, making the possibility of further
federal funds rate decreases a possibility. While federal funds rate decreases can stimulate economic growth, they can have a negative
impact on City revenues with lower investment rate earnings. Conservative revenue projections are included in this proposal to align with
conservative growth projections of the economy.
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Budget Challenges and Issues, Long–Term
Apart from these short–term considerations, the City must also weigh several long– or longer–term issues and/or goals against the immediate
needs of the organization and/or community. Generally, the 2026 Budget successfully balanced these needs and provided an opportunity
for the City to either address or move toward addressing these challenges.
Park System Improvement Plan. As mentioned above, in 2022, the City issued $20.7 million in General Obligation Tax Abatement Bonds as
a means for financing a majority of the $30 mil. Park System Improvement Plan (PSIP), with the remaining amount being funded from internal
City funds, specifically the Community Investment Fund. The project is estimated to span approximately 8 years. Debt service payments for
the bonds were levied beginning in 2023 and repaid over 15 years. There will continue to be a significant amount of capital expenditures in
the Parks Capital Fund which began in 2023 and will continue for many years as the PSIP progresses.
Additional information related to the Park System Improvement Plan can be found at https://www.ci.fridley.mn.us/1412/Park-System-
Improvement-Plan
Demands for Service. As the population of the City continues to increase and become more diverse, the City will experience new and greater
demands for programs and services. For example, an increasing population will result in a need for more public safety personnel and
equipment, and place greater stress on City infrastructure. Understanding these dynamics will be key for ensuring the appropriate use of
City resources.
To address this challenge, the City continues to explore various strategies and programs, such as the formation of a continuous improvement
effort, known as the Project Management Team, to eliminate waste and improve the efficiency of City services. More specifically, the City
constructed a new Fridley Civic Campus, which opened in 2018, to provide the organization with facilities to respond to the increasing demand
for City services.
Organizational Competitiveness. Like any local government or private business, the City strives to maintain its competitiveness with
surrounding communities within a variety of areas, such as local amenities, quality of services, property tax rates and public utility rates. The
City regularly reviews the activities and costs–of–living of area municipalities to ensure a strong return on investment for residents and
businesses. In addition to these efforts, the City Council and City Manager work diligently to make the City an excellent place to work with
competitive pay and benefits to both attract and retain a talented workforce. Additionally, in 2021 and 2022, the City reviewed the
Compensation Plan with the assistance of an external consultant. The review included a benchmark market analysis and Compensation Plan
design adjustments. The plan was implemented in 2022 with 2022 budget authority. The City will continue to be thoughtful in supporting
both competitive wages and property taxes through the thoughtful reallocation of existing financial resources.
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Budget–at–a–Glance
The 2026 Budget authorizes up to $74,822,100 of expenditures for all budgeted funds, a decrease of about $1,766,200, or 2.3% compared to
the previous year. Generally, this change reflects a series of budget adjustments among the various budget categories, most notably a
decrease in capital project expenditures for 2026.
The 2026 Budget supports these expenditures with $61,704,300 of revenues across all budgeted funds, an increase of about $581,800, or less
than 1.0% compared to the previous year.
Figure No. 2: Revenues and Expenditures Summary, All Budgeted Funds
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$-
ActualBudgetBudget
202420252026
ExpendituresRevenues
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Based on these changes, the 2026Budget reflects a planned, negative variance of $13,117,800across all budgeted funds. To support these
costs, the City plans to make use of a variety of internal funding sources, including but not limited to:
$5,539,000offund balance from various Capital Project Funds(mainly due to projects using thefund balance related to bond proceeds
received in 2022 for the Park System Improvement Plan);
About $7,358,500of fund balance from various Enterprise Funds(for capital outlay projects)
Generally, these uses of fund balance support capital projects as outlined in the 2026–2030Capital Investment Program (CIP). The City
typically plans for these capital projects over a series of years, often accruing fund balances specifically to support theirextraordinary costs.
The City may also support these projects through the use of debt or interfund loans. Simply put, the City planned to use its “savings” for
these needs. The table on the previous page outlines the various funding sources and expenditure areas for all budgeted funds.
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Governmental Funds and Enterprise Funds. The City maintains two primary sets of funds: 1) governmental funds; and 2) proprietary
funds. Governmental funds account for typical government programs and tax–supported operations. For the 2026 Budget, governmental
funds comprise approximately 60.0% and 57.2% of all budgeted revenues and expenditures, respectively. In total, the 2026 Budget authorizes
governmental fund revenues totaling $37,046,200 and expenditures totaling $42,805,500, or an increase of 3.6% and a decrease of 6.3%,
respectively, compared to 2025. The table on the next page outlines government fund activities between 2024 and the 2028 forecasted year.
In total, the 2026 Budget anticipates a $5,759,300 use of fund balance in governmental funds. Generally, the use of fund balance may be
attributed to the use of $5,539,000 from various capital project funds, namely $3,812,600 from the Parks Capital Projects Fund. This is the
usage of bond proceeds received in 2022 to pay for costs associated with the approved Park System Improvement Plan (PSIP). These uses of
fund balance are the result of long–planned capital projects, as well as bond proceeds received in 2022, and consistent with previous City
practices regarding the financing of capital projects. It is important to note that governmental funds include the General, Special Revenue
and Capital Projects Funds.
Per the Government Accounting Standard Board, enterprise funds “are employed to report on activities financed primarily by revenues
generated by the activities themselves, such as a municipal utility.” At present, the City maintains four such funds to support three public
utilities and the municipal liquor enterprise. The table two pages down summarizes these funds between 2024 and the 2028 forecasted year.
For the 2026 Budget, Enterprise funds comprise approximately 40.0% and 42.8% of all budgeted revenues and expenses, respectively. In
total, the 2026 Budget authorizes Enterprise fund revenues totaling $24,658,100, or a decrease of about 1,857,400 or 7.0%. Expenses total
$32,016,600, or an increase of about $1,125,200 or 3.6%, compared to 2025. The changes in expenses are the result of an increase in capital
outlay of planned in 2026, with the Locke Park Granular Activated Carbon upgrade project a large one, for which the City received low interest
financing and 50% loan forgiveness (grant). The decrease in revenue is largely related to a reduction in intergovernmental aid as the City
received a state grant for the Sylvan Hills Stormwater Project.
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ORGANIZATION AND BUDGET OVERVIEW
This section of the 2026Budget provides information regarding the following budget areas or topics:
Brief history;
Land use information;
Demographic and economic trends;
Organizational governance and structure;
Financial policies and procedures;and
Budget assumptions and considerations;
Property tax levy analysis; and
Debt service.
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Brief History of the City of Fridley
As with most urban areas, the City may trace its initial settlement to its
proximity to the Mississippi River and its tributaries, principally Rice Creek. In
fact, the original name for the community was Manomin, a variant on an
Ojibwe word meaning “wild rice” or “wild river.” In the early years, traders used the
Mississippi River to bring their goods to market. The fur trading route along the
Mississippi River became known as the Red River Ox Cart Trail, which would
later become a military road betweenPoint Douglas and Fort Ripley. The area that
would become Fridley was a key ferry crossing of the Mississippi River
establishedin 1854. In 1879, the area or township was renamed for one of its
early settlers and land holders, Abram Fridley. The military road, now known as
East River Road, developed into a center of commerce, particularly at the
confluence of Rice Creek and the Mississippi River.
In 1949, Fridley Township incorporated as a village, which the community now
celebrates during its annual “49er Days” festival. In 1957, the Village of Fridley
officially incorporated as a “home rule” municipalityandbecamethe
fourteenth largest community in the State of Minnesota (State) by 1965, due in–
part to rapid post–World War II expansion. In that same year, the City
experienced two natural disasters –a significant flood of the Mississippi River and
a series of tornadoes on May 6, 1965, which destroyed about one out of every
four homes. Despite these events, the community rebuilt and continuesto
growto this day.
Figure No. 3: Fridley Map
Land Use and Development History
Apart from the access to water transportation, the City also enjoyed access to modern conveyances, most notably the St. Paul and Pacific
Railroads –the forerunners of the Burlington Northern Santa Fe (BNSF) Railway Company. Additionally, the City maintained access to
Minneapolis via two streetcar lines, which allowed people to commute to and from their places of employment. With the development of
the interstate highway system, and the conversion of State Highway 100 into Interstate 694, the City enjoyed access to another significant
transportation route. As such, other State, Anoka County (Anoka) and local routes developed around Interstate 694, including East River
Road, State Trunk Highways 47 (University Avenue) and 65 (Central Avenue).
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These roadways, combined with a major railway access and many public transportation options, make the City a transportation hub attracting
considerable commercial and industrial development. The physical divisions created by these features create other development,
infrastructure and planning challenges, which the City still addresses to this day and may be reflected in this budget. At present, the City
covers a jurisdiction of approximately 11 square miles. Given the size of the community, and its status as a first–ring suburb, the Metropolitan
Council, a regional planning agency, considers the City to be completely developed.
Demographic and Economic Trends
Following the expansion of transportation infrastructure, and the momentum built from the war–time economy, the City quickly converted
from principally agricultural activities and uses to industrials ones. With the location of these significant centers of employment, the City
attracted thousands of new residents and rapidly changed into a full–service, fully–developed community. Since 1970, its population has
been at or near approximately 28,000 residents. Based on the 2020 Census, the City remains home to about 29,590 people. However, with
a planned increase in density, the City projects the population to increase by about 9.8% to 32,500 by 2040.
Figure No. 4: Historic and Projected Population
32,500
35,000
30,228
29,590
29,233
27,449
30,000
31,600
25,000
28,335
27,208
20,000
15,182
15,000
10,000
3,798
5,000
1,392
693
0
193019401950196019701980199020002010202020302040
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Age. Along with this projected increase, the City anticipates the age of the population to
Figure No. 5: Total Population by
decrease on average in the immediate future. As of 2019 (the latest year of Census data readily
Age Group
available), about 50% of the population remains below the age 35, while about 20% is above the
Age Range 2010 2019
age 60. Between 2017 and 2019, the Median Age for the City decreased from 36.9 years to 35.4
Under 5 years 5.8% 6.8%
years, respectively. As such, the average age of the population remains below the average for
5 to 9 years 6.3% 6.6%
the State. Figure No. 5 outlines the age ranges of the community.
10 to 14 years 7.2% 6.7%
15 to 19 years 7.4% 4.2%
Race. While the population of the City continues to decrease in average age, it also continues
20 to 24 years 7.1% 6.7%
to become more ethnically and racially diverse. In fact, as of the 2000 Census, nearly 89% of the
25 to 29 years 6.1% 9.1%
population identified as white or Caucasian, compared to about 69% in 2019. In that same time
30 to 34 years 4.9% 8.8%
period, the fastest growing racial group was those identifying as Black or African American
35 to 39 years 8.2% 7.6%
increasing from 3.4% of the population in 2000 to just over 16% in 2019. The City anticipates
40 to 44 years 7.5% 4.7%
these trends to continue for the foreseeable future. Figure No. 6 provides a breakdown of the
45 to 49 years 7.9% 5.5%
total population by race.
50 to 54 years 6.8% 6.2%
Figure No. 6: Total Population by Race
55 to 59 years 5.5% 7.4%
Race 2000 2010 2019
60 to 64 years 5.3% 4.6%
White 88.7% 81.9% 68.8%
65 to 69 years 4.7% 4.6%
Black or African American 3.4% 12.4% 16.3%
70 to 74 years 3.4% 3.7%
American Indian/Alaska Native 0,8% 2.4% 1.6%
75 to 79 years 2.4% 3.1%
Asian 3.0% 5.4% 5.6%
80 to 84 years 2.2% 2.2%
Some Other Race 1.2% 0.0% 3.8%
85 years and over 1.2% 1.5%
Two or More Races 2.9% 3.0% 3.9%
Total Population 27,208 29,590*
*Source: 2020 Census Data
Total Population 27,449 27,208 29,590*
Income. Generally, the City hosts a disproportionate number of commercial and manufacturing industries and their associated jobs. As a
result, the City maintained a median household income of about $63,800 in 2019, which remains below the median household income for
both the County and State. The community also maintains a poverty rate of approximately 9.6%, which compared negatively to the County
(5.9%), but positively with the national trend (13.4%).
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Despite being one of the geographically smaller communities in the area, the City hosts the greatest number of employees in the County and
anticipatesthis trend to continue for the foreseeable future. In fact, the Metropolitan Council projects an increase in the number of employees
and households likethosementioned above for population.Figure No. 7below details these long–term projections.
Figure No. 7: Households and Employment, Projections
30,000
25,000
20,000
15,000
10,000
5,000
0
2010202020302040
HouseholdsEmployment
Source: Thrive MSP 2040 -Forecasts as of January 1, 2021
These and other factors inform the development, review and adoption of the annual budget. Additionally, the City maintains aseries of
community indicators and performance measurements, which capture and measure the happeningsof City operations and community trends.
They are compiled as a separate Performance Measures Report adopted annually by the City Council. For more information on these
performance measures, please see Volume 2of this document and/or visit the Citywebsite.
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Organizational Governance and Structure
Generally, the budget and/or policy development process involves the City Council, City Manager and the respective Advisory Commission,
if applicable. The City Charter and Fridley City Code (City Code) outlines the expectations and responsibilities for each party. Along with
these actors, the budget and policy development process also include the advice and insight of City staff and various external stakeholders,
such as local civic organizations and interested government agencies (i.e., County, State).
City Charter. Pursuant to Article XII of the Minnesota Constitution and Minnesota Statute § 410, the City operates as a charter or “home
rule” municipality and may exercise any powers and authorities established by the City Charter, assuming the same do not conflict with State
or Federal law. As such, the City Charter defines the structure of the City, and the framework under which it operates. The City Charter
addresses the structure of the City Council; the powers and duties of the City Manager; development of the budget; the authority to establish
taxes and fees; and the operation of public utilities, among other areas.
Consistent with the abovementioned constitutional provisions and State law, the City Council also receives advice and guidance pertaining
to the City Charter from a Charter Commission. The Charter Commission regularly reviews the City Charter and makes recommendations for
amendments as may be required from time–to–time. The Charter Commission consists of 15 members and meets at least once per year.
City Council. The City Charter creates a City Council–City Manager form of local government. Pursuant to City Charter § 2.01.2, “All
discretionary powers of the City, both legislative and executive, shall vest in and be exercised by the City Council. It shall have complete
control over the City administration but shall exercise this control exclusively through the City Manager and shall not itself attempt to perform
any administrative duties.” It also establishes the City Council as a five–member, non–partisan body, including a Mayor and four
Councilmembers. The Mayor serves as the presiding officer of the City Council, may vote as a full member of the body and does not enjoy
any veto powers. Figure No. 8 summarizes the elected officials of the City and their respective offices and terms.
Figure No. 8: Mayor and City Council
Position Name Start of Term End of Term
Mayor David Ostwald January 1, 2025 December 31, 2028
Councilmember, At–Large Patrick Vescio January 1, 2025 December 31, 2028
Councilmember, Ward No. 1 Luke Cardona January 1, 2019 December 31, 2026
Councilmember, Ward No. 2 Ryan Evanson January 1, 2019 December 31, 2026
Councilmember, Ward No. 3 Ann Bolkcom January 1, 2019 December 31, 2026
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Consistent with the City Charter, the Mayor and the Councilmember–at–Large shall be elected in the same interval as the President of the
United States of America to a term of four years. The other three Councilmembers shall be elected in the same interval as Governor of the
State of Minnesota, also to a four–year term. The City Charter also controls for vacancies in the City Council and similar circumstances.
City Manager. Pursuant to City Charter § 6.01, the City Manager serves as the Chief Administrative Officer of the City, shall be appointed by
a simple majority of the City Council for an indefinite period in an at–will capacity. The City Manager need not be a resident of the City but
must be a citizen of the United States of America. In 2013, the City Council appointed Walter T. Wysopal as City Manager.
The City Charter, in a variety of chapters and sections, outlines various responsibilities and powers of the City Manager, including, but not
limited to:
To ensure the enforcement of all applicable laws, ordinances and resolutions of the City and City Council;
To appoint and remove any and all City employees;
To exercise control over all City affairs through the various departments and divisions of the City;
To prepare the annual budget and supervise all contracts and purchases of the City;
To keep the City Council advised of the financial condition of the City; and
To recommend for adoption any such actions or measures for the welfare of the City and its residents, including the City budget.
Advisory Commissions. In addition to the advice and insight of the City Manager and other staff, the City Council also relies upon several
standing, advisory commissions and/or committees as it may establish by ordinance or other action. As of December 31, 2025, the City
Council maintains the Advisory Commissions as outlined in Figure No. 9, which may be found on the next page. Each of the commissions
meet on a regular basis and their members serve without compensation, except for the reimbursement of eligible expenses.
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Figure No. 9: Advisory Commissions
Commission Description
Planning Commission The Planning Commission is responsible for community planning and development
Seven Members of comprehensive goals and policies, including but not limited to land use, housing,
Three–Year Term public services, human services, and other related community activities. It also makes
recommendations on amendments to the zoning ordinance, special use permits, and
subdivision requests.
Environmental Quality and Energy Commission The EQEC advises the City Council on a broad range of environmental policies and
(EQEC) programs and the management of environmental resources. It provides the City
Seven Members Council with accurate information to assist in making and implementing sound
Three–Year Term environmental policy in such areas as solid waste abatement programming,
environmental education, waste reduction and water resource management.
Parks and Recreation Commission The Parks and Recreation Commission provides for the comprehensive development
Five Members of park facilities and recreational activities for the well–being of the City residents. It
Three–Year Term recommends actions to enhance the park and recreation opportunities in Fridley and
provides direction for related City goals and policies.
The Committee is Advisory to the City Council and sees its mission as advising Council
Public Arts Commission
on matters of Public Art: …Dedicated to fostering a sense of belonging, sparking
Seven Members
Three–Year Term
dialogue and inspiring innovation through the strategic integration of art into our urban
fabric, enhancing the quality of life for all residents and visitors.
Housing and Redevelopment Authority The HRA implements housing rehabilitation programs and redevelopment projects
Five Members that create new housing opportunities to meet local housing needs. It also
Five–Year Term administers programs that are designed to enlarge the tax base, create jobs and
create vital, attractive businesses in blighted or underdeveloped areas of the City. It
also administers any Tax Increment Financing (TIF) Districts established in the City.
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Due to its activities and significant financial resources, the City recognizes the HRA as a component unit for accounting and budget purposes.
As such, the HRA Board of Commissioners adopts a separate budget and property tax levy independent of the City budget, but subject to
the authority of the City Council. Therefore, this budget document does not establish any budget authority, nor does it contain additional
financial information, for the HRA or its associated activities and/or projects. However, it may from time–to–time address budget authority
for cost–sharing arrangements between the City and the HRA.
The remainder of this page was intentionally left blank.
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Organizational Structure. Per the direction of the City Manager, and as ratified by the City Council as of September 26, 2019, the City
maintains the organizational structure outlined in Figure No. 10.
Figure No. 10: Organizational Structure
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Financial Policies and Procedures
Along with determining the manner of presentation for the budget, the City Charter also establishes the protocol for the passage and
enforcement of the budget. Most notably, City Charter § 7.07 stipulates the process for amending a duly adopted annual budget, specifically
“the \[City\] Council shall not have power to increase the amounts therein fixed in the budget resolution, whether by the insertion of new items
or otherwise, beyond the estimated revenues, unless the actual receipts shall exceed such estimates, and in that event, not beyond such
actual receipts. The \[City\] Council may at any time, by resolution passed by a vote of at least four (4) members of the \[City\] Council, reduce
the sums appropriated for any purpose by the budget resolution or authorize the transfer of sums from the unexpended balances of the
budget to other purposes.” The City Charter also makes provisions for emergency appropriations, which may not exceed more than 10% of
the total budget for those funds as identified by the City Manager.
In addition to applicable City Charter, State and Federal regulations, the City maintains a series of ordinances, policies and procedures that
guide and underpin the budget development process, including, but not limited to:
Capital Investment Program Policy;
Community Investment Fund Policy;
Debt Management Policy;
Fund Balance Policy;
Investment Policy;
Operating Budget Policy;
Public Purpose Expenditure Policy;
Public Utilities Revenue and Remittance Policy;
Revenue Policy; and
Self–Insurance Fund Policy.
In general, these policies and procedures are adopted as a single Financial Management Policy Manual (Manual). Due to its length, the
manual is included in Volume 2 of this document.
Budgeted Funds and Structure. Consistent with the City Charter § 7.04, the City Manager must prepare the annual budget estimates for all
funds as identified by the City Manager as requiring annual budget estimates. Figure No. 9 identifies those funds with budget estimates as
prepared at the direction of the City Manager. It also identifies the internal structure of those funds.
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Figure No. 11: Budgeted Fund Structure
City of Fridley
Governmental FundsProprietary Funds
General
Capital Project FundsSpecial Revenue FundsEnterprise Funds
Fund
Solid Spring-
BuildingStreet Parks Sanitary Storm
Capital
IT Capital Waste Police brook Water Municipal
Equipment
Capital Capital Capital Cable TVSewer Water
ProjectsAbate-ActivityNature UtilityLiquor
Projects
ProjectsProjectsProjectsUtilityUtility
mentCenter
City Charter § 7.04 also stipulates the structure of the budget estimates and their presentation, including comparative figures for the current
budget year and actual figures for the two preceding fiscal years by organizational unit. Additionally, the section requires the budget
estimates to be expressed in their major subdivisions: salaries and wages; ordinary expenses (expenditures); and capital outlay. The budget
estimates included in each of the volumes that comprise this budget document are designed to fulfill this requirement.
Additionally, Figure No. 12 outlines the primary fund structure for the various departments and divisions as authorized by the City Council as
of September 26, 2019.
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Figure No. 12: Fund Structure by Department and Division
Department/Division Primary Fund Department/Division Primary Fund
Legislative Department Police Forfeiture Forfeiture
City Council General Public Works Department
City Management Department Facilities Management General
City Management General Engineering General
Legal General Street Lighting General
Non-Departmental General Park Maintenance General
Emergency Reserves General Street Maintenance General
Communications and Engagement General Fleet Services General
Elections General Building Capital Projects Building Capital
City Clerk General Street Capital Projects Street Capital
Cable Television Cable Television Parks Capital Projects Parks Capital
Employee Resources Department Equipment Capital Projects Equipment Capital
Employee Resources General Water Utility Operations Water Utility
Community Services Department Sanitary Sewer Utility Operations Sanitary Sewer Utility
Parks and Recreation General Storm Water Utility Operations Storm Water Utility
Springbrook Nature Center (SNC) SNC Finance Department
Community Development Department Accounting General
Building Inspections General Assessing General
Planning General Information Technology (IT) General
Rental Inspections General IT Capital Projects IT Capital Projects
Solid Waste Abatement Solid Waste Abatement Water Utility Administration Water Utility
Public Safety Department Sanitary Sewer Utility Administration Sanitary Sewer Utility
Police General Storm Water Utility Administration Storm Water Utility
Emergency Management General Municipal Liquor Municipal Liquor
Fire General
Police Activity Police Activity
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Basis of Accounting and Budgeting. Governmental funds are budgeted and accounted for using a current financial resources measurement
focus. With this measurement focus, only current assets and current liabilities generally are included on the balance sheet. Reported fund
balance is considered a measure of “available spendable resources.” Governmental fund operating statements represent increases (i.e.,
revenues, other financing sources) and decreases (i.e., expenditures, other financing uses) in net current assets.
Proprietary funds are budgeted and accounted for on a flow of economic resources measurement focus. This means that all assets, including
fixed assets, and all liabilities, including long–term liabilities, associated with their activity are included on their balance sheets. Their reported
fund equity is segregated into contributed capital and retained earnings components. Proprietary fund type operating statements present
increases (i.e., revenues) and decreases (i.e., expenses) in net total assets. Proprietary funds are accounted for using the accrual basis of
accounting. Revenues are recognized when earned, and expenses are recorded at the time the liabilities are incurred.
Governmental and fiduciary funds are budgeted and accounted for using the modified accrual basis of accounting. Their revenues are
recognized when susceptible to accrual (i.e., when they become measurable and available). “Measurable” means the amount of the
transaction can be determined and “available” means collectible with the current period or soon enough thereafter to be used to pay liabilities
of the current period.
Major revenues that are susceptible to accrual include property taxes (excluding delinquent taxes received over 60 days after year–end),
special assessments, intergovernmental revenues, charges for services, and interest on investments. Major revenues that are not susceptible
to accrual include fees and miscellaneous revenues; such revenues are recorded only as received because they are not measurable until
collected. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred,
except for principal and interest on general long–term debt, which is recognized when due.
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Budget Development Process. To ensure appropriate analysis and review for the City Council and staff, the City adheres to the following
budget development schedule.
•Information Technology (IT) and CIP Request Forms Completed
March
•2026 Budget Outlook and Objectives Workshop with City Council
•Annual Town Hall Meeting
April
•Review 2024 Audit and 2026-2030 Proposed CIP development by Finance
•Release 2026 Budget Instructions and Request Forms to Departments
June
•Internal meetings with individual departments to review and refine budget requests
July
•Internal meetings with the City Manager to further review budget requests
•Proposed 2026 General Fund and Preliminary Levy Reviewed with City Council
Aug.
•Proposed 2026 General Fund Budget, Property Tax Levy and Utility Rate and Budget Workshop with City Council
•Preliminary 2026 Property Tax Levy adopted by City Council
Sept.
•Proposed 2026 Utility Rate and Budget Workshop with City Council
•Proposed 2026 Utility Rates and Fees reviewed and adopted by the City Council
Oct.
•Continued internal meetings with the City Manager to further review budget requests
•Proposed 2026 Budget, Final Tax Levy and Proposed 2026-2030 CIP Workshop with City Council
Nov.
•Truth-in-Taxation and Proposed 2026 Budget Public Hearing Conducted by City Council
•Proposed 2026 Budget, Final 2026 Property Tax Levy and Proposed 2026-2030 CIP adopted by the City Council
Dec.
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Budget Assumptions and Considerations
As part of the budget development process, the City makes a variety of assumptions regarding several factors or variables. Generally, these
assumptions and other considerations include estimates or projections about compensation adjustments, economic conditions, inflationary
pressures, insurance costs and non–property tax levy revenues, among other factors.
Per the direction of the City Council, the City relies upon a conservative budget model. As a general rule, the City normally budgets for
slightly less than anticipated revenues and slightly more than anticipated expenditures. The model tends to eliminate unanticipated budget
variances and prevent budget “holes.” As such, the City makes limited modifications to external funding sources or revenues and alters
anticipated expenditures using a three–year rolling average with adjustments based on specific needs identified by the City Council and/or
City Manager. Figure No. 14 outlines a few of the assumptions used to form the annual budget.
Figure No. 14: Major Budget Assumptions, Expenditures (Selected)
Category Adjustment Comments
Salaries/Wages (not including step movement) 4.0% For all City staff; per collective bargaining agreements.
Health Insurance (not including open 0.0% Per current figures received from vendor.
enrollment changes)
Worker’s Compensation Insurance 0.0% In anticipation of renewal cost, received LMC budget guide.
Property/Casualty Insurance 0.0% In anticipation of renewal cost, received LMC budget guide.
MCES Sanitary Sewer Utility Charge 12.88% Based on amount received from Met Council.
Along with these assumptions, the annual budget remains consistent with the previous actions of the City Council and/or City Manager.
Specifically, it relies upon guidance from various plans, including, but not limited to, the 2040 Comprehensive Plan, Focus of Fridley Strategic
Plan, Active Transportation Plan, Americans with Disabilities Act (ADA) Transition Plan, Pavement Management Plan, and the University
Avenue and Trunk Highway 65 Corridor Development Study. In addition to these plans and studies, the City Council or City Manager may
execute agreements and/or contracts that also inform budget development, such as collective bargaining agreements, fringe benefit
contracts, property leases and software maintenance agreements.
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Figure No. 15, on the next page, outlines the various revenue assumptions for the 2026 Budget. Generally, these revenue assumptions reflect
adjustment to previous estimates based on market conditions and information known as of this date.
Figure No. 15: Major Budget Assumptions, Revenues (Selected)
Category Adjustment Comments
Property Taxes (proposed tax levy General 7.49% Proposed, certified tax levy for General Fund
Fund)
Licenses and Permits -8.54% Per trend and average redevelopment activity
Intergovernmental 5.46% Primarily Local Affordable Housing Aid (transferred to HRA)
Charges for Service 6.64% Primarily revenue from Fridley Public Schools for 2 new School
Resource Officers (SROs), fully funded
The 2026 Budget assumes a period of conservatively modest economic growth while keeping in mind the impacts of inflation and
corresponding policy action. As mentioned, inflation has generally slowed, albeit much more prolonged, making the possibility of further
federal funds rate decreases a possibility. While federal funds rate decreases can stimulate economic growth, they can have a negative
impact on City revenues with lower investment rate earnings. Conservative revenue projections are included in this proposal to align with
conservative growth projections of the economy.
Property Tax
In Minnesota, property tax administration typically occurs at the county–level of government with assistance from the Minnesota Department
of Revenue. Although most counties provide property assessment services for their respective municipalities and townships, the City provides
a local or City Assessor to determine the market value of every property within Fridley. The City opted for this model due to its considerable
commercial/industrial property tax base.
Per Minnesota Statute § 275.065, all home rule and statutory cities must certify a Property Tax Levy to their respective county auditor on or
before five working days after December 20 in each year. For the City, the Property Tax Levy supports four separate budget areas: 1) General
Fund; 2) Information Technology (IT) Capital Equipment Fund; 3) Springbrook Nature Center (SNC) Fund; and 4) various debt service funds.
Process. Generally, the process for determining the property tax against any property begins with determining its estimated market value
or the value of property as if it were sold in the open market under competitive circumstances. Per State law, the acceptable sales ratio of
purchase price to assessed value must be 90% to 105%.
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Along with assessed or market value, each parcel receives a property class. These property classes correspond to Class Rates, which affect
the amount of property tax assessable against each type of property. For example, the Class Rate for commercial/industrial properties is
2.0%, whereas the class rate for residential homestead property is 1.0%. Applying the Class Rate to the estimated assessed or market value
determines the tax capacity of the individual parcel, and the aggregate of all property within the community may be referred to as the Net
Tax Capacity.
To calculate the property tax for a particular property, the City and/or county must determine the Property Tax Rate, or the Property Tax Levy
as determined by the City Council as a fixed amount of money, divided by the Net Tax Capacity. By multiplying the Property Tax Rate by
Class Rate by the estimated assessed or market value, the City and/or county determine the actual property tax payable by a given parcel
subject to property tax. Pursuant to Minnesota Statute § 272.02, certain uses, such as places of worship or institutions of public charity, may
be exempt from property taxes. Additionally, State law also permits certain valuation exclusions for property tax purposes, most notably for
residential homesteads.
Along with this form of property taxation, the State also allows for market value property tax referenda, a property tax against the assessed
or market value of a property based on a rate established by State law or a local referendum. In Fridley, the City determines the property tax
levy for the Springbrook Nature Center in this manner. Therefore, in order to determine the property taxes payable in any given year for a
parcel, the City and/or county needs to perform both calculations based on net tax capacity and market value referenda. In addition to these
property tax calculations, the City remains subject to the Fiscal Disparities Program, or a property tax base sharing program among the seven–
county metropolitan area concerning commercial/industrial properties. The Fiscal Disparities Program is quite complex and beyond the scope
of this budget document.
Analysis. After performing the various property tax calculations, the City may determine its Net Tax Capacity and other pertinent property
tax information. Figure No. 16, on the next page, describes the Net Tax Capacity for Fridley. Unlike other municipalities, the property tax
base for the City is disproportionately commercial/industrial. In Minnesota, the average municipality would be between 30% and 40%
commercial/industrial, making the City somewhat more sensitive to certain shifts in the economy. The figure also shows the shifting in tax
base for 2026, with Residential Homestead encompassing more of the total tax capacity and Commercial/Industrial and Residential Non-
homestead (apartment, multi-family, etc.) encompassing less.
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Net Tax Capacity by Classification
–Payable 2025
Net Tax Capacity by
Classification –Payable 2026
18%
1%
2%
32%
17%
35%
Tax
capacity
decrease
48%
47%
of 1.29%
Residential Homestead
Residential Homestead
Commercial/Industrial
Commercial/Industrial
Railroad/Public Utility
Railroad/Public Utility
Residential, Non-Homestead
Residential, Non-Homestead
Property Taxes Payable for 2025Property Taxes Payable for 2026
Median Value Homestead: $288,900Median Value Homestead: $296,400
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Based on this change, the estimated City property taxes for a residential homestead with amedianassessed value of $296,400 for 2026
(compared to approximately $288,900for 2025) will increaseby approximately $139, from about $1,241for 2025 to approximately $1,380 for
2026. Of the approximately $139 annual increase, over 1/3 or about $51 is related to the noted tax capacity/burden shift from
Commercial/Industrial and Residential Non-homestead (apartment, multi-family, etc.) to Residential Homestead. These projections are based
onproperty tax estimatesandmay be subject to change upon the release of audited property tax information by theCounty.
DebtService
Like many localgovernments, the City finances some of its capital projectswith debt. Generally, the processa municipalityuses to borrow
money maybe referred to as“bonding,” named for the mostcommon type of indebtednessused by local governments. In itssimplestterms,
a municipal bond is a loan froma bond holder (i.e., investor) to the City (i.e., issuer or borrower)with an agreement to repay the loan over
afixed period with interest at certainintervals, usually semi–annually. The City services $in outstanding debt.In total, the City
willlevy $4,9in property taxes to service outstanding debt in 202(collectible in 202);
Figure No. 18 outlines the debtservice profile for the City.
Figure No. 18: Outstanding Debt Service, December 31, 2025
SeriesTypeOutstanding PrincipalMaturity
2016AGeneral Obligation, Utility Revenue1,865,0002031
2017AGeneral Obligation, Capital Improvement38,630,0002042
2019AGeneral Obligation, Tax Increment9,510,0002035
2020AGeneral Obligation, Tax Increment860,0002026
2022AGeneral Obligation, Tax Abatement18,750,0002038
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Total$69,615,000
Using this debt service and market value for property taxes payable in 2025 of $4,453,967,100, the City currently maintains a total debt–to–
market value ratio of approximately 1.56%. When excluding debt supported by utility revenues and tax increment, the total debt–to–market
value ratio decreases to 1.29%. Assuming an estimated population of 29,590 in 2020, the per capita debt for the former is approximately
$2,353 and about $1,939 for the latter; both amounts, and ratios are sustainable for the community. As of December 31, 2025, the City
maintains an Aa2, or the third highest, credit rating from Moody’s Investors Service, Inc.
In Minnesota, several sections of State law, as well as various Federal regulations, control the issuance, repayment and limits related to these,
and other types of financial obligations applicable to municipalities. While most of these regulations are too complex for this budget
document, the City regularly monitors its debt limit as controlled by Minnesota State 475.53, which limits so-called statutory debt to not
more than three percent of the estimated market value of a municipality. Figure No. 19 addresses this limit as well as the statutory debt
reserve established by administrative policy of the City Manager.
Figure No. 19: Statutory Debt Limit, as of December 31, 2025
Criteria Action Value
Estimated Market Value n/a $4,453,967,100
Estimated Debt Limit (per Minnesota Statute § 475.53) Multiply 3.0%
Statutory Debt Limit Subtotal $133,619,013
General Obligation Debt, Paid Solely from Property Taxes Subtract $38,630,000
(excludes Tax Abatement as not part of debt limit)
Unused Statutory Debt Limit Total $94,989,013
Statutory Debt Reserve Subtract $20,000,000
Remaining Statutory Debt Limit Total $74,989,013
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GENERAL FUND
This section of the 2026 Budget provides information regarding the following departments and their respective divisions as supported by the
General Fund:
Summary;
Legislative Department;
CityManagementDepartment;
Employee Resources Department:
FinanceDepartment;
Public SafetyDepartment;
Public WorksDepartment;
Parks & Recreation; and
Community DevelopmentDepartment.
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General Fund Summary
The 2026 Budget for the General Fund authorizes $25,954,900of expenditures, an increase of about $1,661,600 or 6.8%, compared to the
previous fiscal year. As outlined below, the 2026 Budget supports these expenditures with $25,954,900of revenues, resulting in the same
increase as expenditures from the previous fiscal year. Based on the budget authority for 2026, the General Fund accounts for about 42.1%
and 31.7% of all budgeted revenues and expenditures, respectively.
2027/2028 Forecast Assumptions:
4% Increase for Charges for Services Revenue
4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance)
3% Increase for SuppliesExpenditures
3% Increase for Other Services & Charges Expenditures
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General Fund Revenue. The General Fund receives a variety of revenues to support City operations, including charges–for–service,
intergovernmental aid, licenses and permits, and property taxes among other funding sources. Like most other municipalities, the property
tax levy comprises most of the General Fund revenue. For 2026, property taxes represent about 66.8% of all revenues received by the fund.
In total, the property tax levy for the General Fund totals about $17,304,600 in 2026, an increase of about $1,206,200 or 7.5% compared to
the previous fiscal year.
The 2026 Budget also assumes other changes to various revenue sources, including a $203,700 increase in charges for services, primarily for
revenues received from Fridley Public Schools for two new school resources officers and an increase in administrative charges/interfund
chargebacks between City funds. There is also a $152,100 increase in intergovernmental aid, primary for local affordable housing aid received,
which is then transferred to the HRA to carry out the applicable housing programs. Finally, there is a decrease in license and permit revenue
to align with recent redevelopment activity. For 2026, General Fund revenues total $25,954,900, an increase of $1,661,600 compared to the
Adopted 2025 Budget.
General Fund, Revenue Summary
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
-
ActualBudgetBudget
202420252026
41 - Taxes42 - Special Assessments
43 - Licenses and Permits44 - Intergovernmental
45 - Charges for Services46 - Fines and Forfeitures
47 - Miscellaneous49 - Other Financing Sources
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General Fund Expenditures. Consistent with previous years, the Public Safety Department continues to account for the plurality of General
Fund expenditures accounting for about 47.7% of all budget authority in 2026, followed by Public Works Department at about 21.2% with all
other departments accounting for about 31.1% of the expenditures for the General Fund. Figure No. 21 below outlines this breakdown in
greater detail.
Like in previous years, Personnel Services account for 77.99% of all General Fund expenditures and Other Services and Charges comprises
about 14.4%, with the remaining balance supporting Supplies and Other Finance Uses. As part of the 2026 Budget, Personnel Services, which
includes salaries and benefits, increased approximately $1,169,600, or 6.1% compared to the previous fiscal year, due to approved increases
from 4 Public Safety labor agreements, proposed progression through the City’s compensation plan for union and non-union employees, the
additional of full time embedded social worker (which was previously consulted and grant funded), 2 new school resource officers (entirely
paid for by Fridley Public Schools), additional Park & Recreation staffing and Public Works/Facilities staffing. For 2026, General Fund
expenditures totaled $25,954,900, an increase of about $1,661,600 compared to the Adopted 2025 Budget.
General Fund Expenditures by Department
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
ActualBudgetProposed
202420252026
11 - Legislative12 - City Management13 - Finance
14 - Non-departmental21 - Public Safety31 - Public Works
41 - Parks and Recreation51 - Community Development
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General Fund, Expenditure Summary
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
ActualBudgetBudget
202420252026
61 - Personnel Services62 - Supplies63 - Other Services & Charges
80 - Debt Service99 - Other Financing Uses
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Department: Legislative
Division: City Council(111)Mayor: David Ostwald
Areas of Responsibility. The City Council sets policy for the City within guidelines of the City Charter and provides administrative directives
through the City Manager. The City Council has two regular meetings scheduled each month for the purposesof setting policy and other
official business. Four commissions provideadvice to the City Council: Charter, Planning, Parks and Recreation, Public Arts and Environmental
Quality and EnergyCommissions. The Charter Commission is a semi–autonomous body charged with reviewing the City Charter;members
are appointed by the Chief District Judge.
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Department: City Management Summary
City Manager: Walter Wysopal
Description. The City Management Department, also referred to generally as the City Manager’s Office, provides administrative and
executive oversight for all City activities and projects. Specifically, the department includes the following divisions:
City Management (also known as the City Manager’s Office);
Communications and Engagement;
Legal (City Attorney’s Office);
Non–Departmental;
Elections;
City Clerk
For operational and leadership purposes, Employee Resources functions as a standalone department despite being located within the City
Manager’s Office (CMO). For strategic leadership purposes, it is served by a department-level position to reflect the organizational-wide
responsibilities. It is structured as a division for budgetary purposes due to the number of financial resources under its oversight and control
and is located within a grouping of similar sized functional areas within the CMO.
2025 Update. The City Management Department made significant progress on several of the goals and objectives outlined in the Adopted
2025 Budget.
Communications and Engagement:
The Division continued to innovate and improve the City government’s internal communications tools.
Hired a new Communications Specialist to help the Division expand its service offering to departments and improve the efficiency of
existing processes and services.
Developed an Emergency Communications Guide to provide social media template language for a variety of emergency-related
situations and instructions related to distributing press releases so all members of the Communications and Public Safety Leadership
teams follow the same process.
Designed the Public Safety Quarterly Report, which is intended to keep the community informed about the latest updates from the
Police and Fire Divisions.
Refined the City website to serve as an information hub for residents and visitors, including a frequently updated news section, robust
parks directory, and enhanced project pages.
Led a citywide training for Fridley’s translation service, Language Line, and drove continued use of the translation portal to provide
important messages in Spanish, Somali and Hmong.
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Designed various wayfinding and monument signage in support of the Park System Improvement Plan.
Began preparing for the City’s strategy and response to new accessibility standards in relation to websites and PDFs for government
agencies.
Implemented a new email distribution platform project, GovDelivery, to help streamline email communications and enhance the City’s
strategy for reaching its target audiences.
Orchestrated several outreach events, such as the City Town Hall, Night to Unite and Citywide garage sales. It also provided support
to other departments for their community engagement work.
Provided high-quality photo and video services to City staff and community partners.
City Clerk:
The Division led the City’s business licensing renewal process, ensuring cross-departmental coordination and customer satisfaction.
Facilitated five ordinances making updates to the City’s fees related to rental housing licensure, building fees, allowing for youth
commissioners on City commissions, creating a Special Event Permit and Title 6 (Zoning) of the City Code.
Revised the City’s Data Practices Policy to ensure compliance with State and federal law.
Led the City’s response to the State’s legalization of cannabis businesses, positioning the City to quickly respond to unfolding
regulations.
Updated the City’s agenda management processes and software leading to increased internal efficiencies and collaboration.
Implemented a new Records Management Program that supports the City’s data practices obligations.
Built two onboarding manuals for elected Councilmembers and appointed City commissioners.
Elections:
2025 was an off year for elections in the City and there were no special elections held.
Employee Resources:
Employee Resources expanded the capabilities of NEOGOV, our cloud-based human resources platform, by implementing additional
modules to digitize routine employee documents, automate approval workflows, improve the onboarding experience, and enable
staff to manage tasks electronically. These enhancements support the City’s broader goal of leveraging technology to reduce paper
use and improve operational efficiency, while also positioning us to meet increased administrative demands associated with new
legislative requirements such as Minnesota Paid Leave.
Employee Resources continued to prioritize training and development as an important retention initiative. The second cohort of
EMERGE, the leadership development program that provides a comprehensive platform for personal and professional growth while
developing and improving leadership and core soft skills, began meeting in February. In addition, ongoing investments were made in
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job-specific training, compliance education, and skill-building opportunities to support employee growth and organizational
effectiveness.
In alignment with our commitment to workforce sustainability and high-quality public service, Employee Resources continues to focus
on succession planning, organizational restructuring, and recruitment and retention. These efforts aim to identify and support
emerging leaders, preserve institutional knowledge, and ensure continuity of service. At the same time, we are assessing staffing
levels, refining job roles, and realigning departments to ensure our organizational structure remains efficient, future-ready, and fiscally
responsible. Recognizing that recruitment and retention are critical to the City's long-term success, we have strengthened outreach
strategies, evaluated compensation and benefits for market competitiveness, and enhanced onboarding and employee engagement
programs to better support employee growth and retention.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Communications and Engagement:
The Division will conduct the City’s bi-annual resident survey to gain key information about residents’ perspectives, opinions and
desires in relation to City services. This project provides valuable information that guides the strategy and priorities for departments
and services across the City.
Project manage with North Metro TV and the Police Division to produce a high-quality police recruitment video to highlight the
work of the Division and draw in top candidates.
Implement GovDelivery, a new email distribution vendor. This will streamline email communications and improve residents’
experience.
Continued focus on accessibility standards to meet new requirements that will go into effect in 2027. The Division will begin
addressing PDFs and maps and will continue to ensure the website is aligned with these accessibility standards.
Partner with other departments to plan, communicate about and host a grand opening event for Commons Park.
Drive continued innovation of the City’s internal communication tools such as the Annual Report, Inside Fridley, SharePoint and
streamlined calendaring.
Support Citywide events through pre-event strategy and planning, event promotions, photography, etc.
Project manage a significant AV technology upgrade of the City Council Chambers to replace aging technology.
City Clerk
The Division will refine and augment the City’s Records Management Program in collaboration with the City Attorney and IT
Division.
Lead organizational efforts pertaining to project management training and support.
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Refine and update the City’s Data Practices Policy.
Implement and manage the City’s Special Event Permit.
Elections
There will be a municipal election on August 11 and November 3. The Division will hire and train approximately 120 Election
Judges, equip and manage 10 precincts and administer absentee balloting for 46 days prior to each election.
Employee Resources
Employee Resources will continue to monitor legislation that enacts new or revises laws that impacts employees, such as paid family
leave, earned sick and safe time, labor relations rules and processes, MNOSHA standards, and notification requirements.
The external labor market is expected to continue to place pressure on wages for staff. Employee Resources will monitor the market
while also focusing on other benefits and workplace culture initiatives that improve retention. Additionally, as we prepare for
anticipated retirements and shifts in service delivery, we will prioritize proactive workforce planning by expanding professional
development opportunities, supporting leadership growth, and creating clear career pathways to retain institutional knowledge and
Employee Resources will continue the implementation and use of electronic platforms for the routing and processing of HR-related
documents to enhance efficiency, accuracy, and transparency. By leveraging modern digital tools, we aim to reduce processing time,
minimize errors, and free up staff capacity for more strategic, people-focused work. This investment reflects our broader goal of
building a responsive and resilient HR infrastructure that supports the evolving needs of our workforce and organization.
Employee Resources will enhance our performance management framework to better align individual goals with organizational
priorities. This includes providing supervisors with tools and training for effective coaching, implementing more consistent
evaluation practices, and using performance data to inform development, recognition, and accountability.
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Division: City Management(City Manager’s Office) (121)
Manager: Walter Wysopal
Areas of Responsibility. The City Manager provides general administrative supervision for all City departments. This role includes review
and approval of budgets, employee and labor management, and the development of policy recommendations for the City Council. The City
Manager's Office also prepares City Council agendas and has responsibility for communication with staff, the City Council, the general public
and other governmental agencies.
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Division: Legal (City Attorney’s Office)(124)
Manager: Walter Wysopal
Areas of Responsibility. The City Attorney’s Office provides legal counsel to the City Counciland City staff on legal issues orquestions and
prosecutes criminal offenses. At present, two separate entities providethese services: 1) Kennedy and Graven, Chartered, for civil affairs; and
2) City of Coon Rapids, for criminal affairs. Kennedy and Graven, Charteredattends City Council meetings, provides legal opinions, and aids
in the development of ordinances and resolutions. The City of Coon Rapidsprosecutes criminal offenses on behalf of the City.
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Division: Employee Resources (126)
Director: Becca Hellegers
Areas of Responsibility. The Employee Resources Divisions supports and maintains the human resources of the City. It addresses all human
resources matters of the organization, including: compensation analysis; employee recruitment and retention; employee benefits; labor
relations and negotiations; personnel regulation and policy compliance; and workforce development. The Employee Resources Division also
works closely with the Accounting Division in support of payroll administration.
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Division: Communications and Engagement (127)
Manager: Melissa Moore
Areas of Responsibility. The Marketing and Communications Division supports the marketing and promotional efforts of the City, including:
media relations; municipal liquor store marketing; newsletter production; social media management; special events and programs; and video
production. Financially, the costs of its activities are shared with the Cable Television Fund (225).
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Division: City Clerk/Records Management (City Clerk’s Office) (128)
Manager: Melissa Moore
Areas of Responsibility. The City Clerk’s Office supervisesthe City's records management program and document imaging system;
Minnesota GovernmentData Practices Actcompliance; and the Elections Division. It also maintains the City Code and City Charter,monitors
local and state legislation,provide research and analysis services, draft city ordinances, resolutions,policiesand procedures, andprovide
general information to public officials, general public and city personnel on various regulations. The City Clerk’s Office also servesas the staff
liaison to the CityCharter Commission.
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Division: Elections (129)
Manager: Melissa Moore
Areas of Responsibility. The Elections Division administerselections and works to minimize any delays experienced by voters. It also serves
as an important impartial authority for encouraging voter registration, for recruiting and assigning election judges, assisting in the accuracy
of the voting equipment, counting of ballots and the certification of elections results and petitions.
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Division: Non–Departmental (141)
Manager: Walter Wysopal
Areas of Responsibility. Established in 1990, the Non–Departmental Division accounts for those revenues and expenditures that are not
easily allocated to more specific departments and/or divisions within the General Fund. Additionally, the division accounts for all property
tax revenue received by the General Fund.
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Department: Finance Summary
Director: Joe Starks
Description. As an internal service department, the Finance Department provides advice, guidance and financial services for all other
departments and divisions of the City. Additionally, the Department supervises the activities of the Municipal Liquor Division, which may be
reviewed in greater detail in the Enterprise Fund section of this budget document. In addition to supervising the Municipal Liquor Division,
the department includes the following divisions:
Accounting;
Assessing;
Information Technology;
2025 Update. The Finance Department made significant progress on several of the goals and objectives outlined in the Adopted
2025 Budget.
Started contingency planning to ensure backup coverage in all areas. Continued fraud awareness and protection efforts
City-wide.
Accounting – Continued to create and distribute transparent, readily accessible and understandable easily understood
financial reports that led to receiving three awards: the Certificate of Achievement for Excellence in Financial Reporting,
Popular Annual Financial Reporting Award and the Distinguished Budget Presentation Award.
IT – Strengthened cybersecurity through tabletop exercises and threat response improvements, upgraded server and
network infrastructure, advanced business continuity and disaster recovery planning, and provided ongoing staff
training.
Assessing – Hired a permanent part-time appraiser with experience in assessing and real estate sales (position previously
filled through long-term intern). Efforts to make more processes paperless were continued with improvements in
document storage for eCRV and Tax Court Petition management. A new special assessment software was selected and
set for deployment in late December. Negotiated significant numbers of Pay 2026 petitions before deadline preventing
large losses of revenue.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but
not limited to those mentioned below.
Continued contingency planning to ensure there is backup coverage in all areas. Continue fraud awareness and protection
efforts City-wide.
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Assessing –Along with usual activitiesassociated with the conduct of the 2026 Assessment comes the additional work
associated with the tax-exempt roll which encompasses over 600 additional parcels needing review and inspection.
Monitoring implementation of the new ADG software for special assessments and ensuring that it is reporting accurate
data, especially on the public facing website.
IT –Continue work to implement zero trust security architecture, explore AI usage and governance framework, support GIS
infrastructure expansion, and complete infrastructure maintenance including policy reviews, copier replacements, and serve
OS upgrades.
Accounting –focus on continued professional developmentparticularly with newer staffto the City brought onboard.
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Division: Accounting(131)
Manager: Shannon Veeraboina
Areas of Responsibility. The Accounting Division administers, supervises and plans for allthe City's financial activities. These activities
include: financial reporting;utility billing andcollections;accounts payable and revenue collections;investmentsmanagement;debt
management;risk management;grant management; payroll processing;and budget preparation. It providesfinancial information to the City
Counciland City staff. The Accounting Division alsoprovidesfinancialmanagementservices forthe Fridley Housing and Redevelopment
Authority (HRA)and supervises the “front desk” of the Fridley Civic Campus.
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Division: Assessing (City Assessor’s Office)(132)
Manager: Patrick Maghrak
Areas of Responsibility. The City Assessor’s Office implements variousproperty tax and valuation related statutesof the State of Minnesota
(State)as they apply to the City. It classifies all taxable property and determines the appraised value of all real estatewithin the City. The
divisionalso assists with special assessment, development review and other special projects, as assigned.
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Division: Information Technology(133)
Manager: Mike Grundman
Areas of Responsibility. The Information Technology Division provides information system support, networking support and application
development for all City departments. It alsocoordinates the City's use of information technology through long–range planning, policy
development and facilitates communication between the City and its citizens through development of the website and other information
resources or tools.
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Department: Public Safety Summary
Director: Ryan George
Description. Established in 2018, the Public Safety Department supervises all public safety and emergency response activities and programs
for the City. In addition to the Police Activity Fund (outlined in another section of the budget as a Special Revenue Fund), the department
includes the following divisions:
Police;
Emergency Management; and
Fire.
2025 Update. The Public Safety Department made significant progress on several of the goals and objectives outlined in the Adopted 2024
Budget.
Police:
The Police Division continues to maintain high staffing levels, despite having fewer applicants to draw from. The ongoing support
from the community has been instrumental in maintaining high morale, equipping our officers, providing quality training, and
attracting great candidates.
Our Embedded Mental Health Worker program continues to ease the burden that is placed on licensed police officers while also
providing appropriate remedies and essential services to individuals who truly need them. We are looking to continue this valuable
program in 2026 even though federal grant funds will run out.
We have expanded our SRO program to add two more SROs that will serve in Fridley Public Schools’ two Vista Setting IV Special
Education schools. The total cost of the two new SROs is being covered by Fridley Public Schools.
We have maintained a strong connection to our community and have assembled an amazing team of dedicated professionals who
care about providing the best service possible.
Emergency Management:
The City’s Emergency Operations Plan was updated and adopted in 2024.
All eight Outdoor Warning Sirens had updates completed so they can communicate with Anoka County Emergency Communications.
We continue to train as a team and plan for a response to all types of hazards.
Fire:
The Fire Division continues to work on recruiting and retaining Paid-On–Call firefighters. This is a major priority as we have recorded
a slight decrease in our ranks in the last year with potential for retirement of several senior members in the near future. The addition
of an FTE firefighter has helped address our staffing challenges and has increased our productivity and accountability across shifts.
The repairs to Aerial 2 and the anticipated completion of Rescue 4 will be instrumental in assisting us to honor our mutual aid
agreements with neighboring fire departments, while also addressing current and new fire hazards.
The hiring of our new Fire Marshal along with increased efforts from our fire inspectors has us on track to achieving our inspections
and public education goals.
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We have also fully integrated the new record management system, which is leading to better data which we are using to shape our
emergency response.
Finally, Fridley also achieved our goal of implementing a food truck inspection reciprocity program across all of Anoka County. By
collaborating with other fire marshals in the county we were able to create a county wide system that makes inspections less expensive
and easier for both food truck owners and Fire departments.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Police:
As with most things, the cost of running a 24/7 operation continues to increase each year. While technology continues to play a
larger role in fighting crime, investigating cases, managing personnel and assets, and tracking training records and policies, the
costs of these vital tools continue to rise. For example, a new software program that replaced a decades-old system is increasing
efficiency and transparency while also ensuring compliance with POST mandates, but it costs far more than the old system.
Contracted services are also getting more expensive, as are the costs of employing and retaining quality staff.
We are proud of the partnerships we have created in the community. The Citizen’s Advisory Group continues to meet monthly, and
our Cops and Clergy program has been reimagined as “Faith and Safety Coalition” to now include a Fire component. Interest in the
program has grown significantly.
We are proud of our continued partnership with Fridley Public Schools and the addition of two more school resource officers who
will serve at the district’s Setting IV Vista schools.
Fridley is a member of the Anoka County Joint Law Enforcement Council (JLEC), which is a partnership between the eleven law
enforcement agencies in the county.
The JLEC provides an opportunity for the sharing of resources and costs, particularly on projects that have a county-wide benefit.
One major JLEC project that is currently underway is the implementation of a new public safety data system (PSDS) through Tyler
Technologies. The new PSDS will leverage new technology to aid first responders in responding to calls, documenting data, and
storing data. The new PSDS implementation involves some cost, but it is actually considerably less than the last PSDS
implementation that occurred more than a decade ago.
The Police Division is on pace to handle about 32,500 calls-for-service in 2025.
Fire:
As the Fire Division continues to work on recruiting Paid-On–Call firefighters, we have determined that our EMT internship program
is serving as a successful development and feeder program. We recently hired 2 students from this program as POC Firefighters and
2 more are currently in training. These students make ideal POC firefighters because they cost less to train and they get through the
onboarding process faster. The challenge is that in the past this position was funded through a grant, which is no longer available.
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Another challenge is the increase in the cost of structural firefighting personal protective equipment. Some of the increase is due to
the industry taking steps to reduce the amount of PFAS in PPE which is much healthier for our firefighters. We are also bound by
NFPA requirements that limit the life of this gear to 10 years.
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Division: Police(211)
Manager: Ryan George
Areas of Responsibility. The Police Division promotes the safety of the City by partnering with the community to preserve life and protect
property. It provides professional police services, including: law enforcement; crime investigation and prevention; apprehension of violators;
and medical emergency response. The Police Division collaborates with the community through a school resources officer and other
programs. Members of the Division also serve on various groups, such as the Anoka–Hennepin Narcotics and Violent Crimes Taskforce. In
its efforts to address the needs of the City, the Police Division places an emphasis on community partnerships.
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Division: Emergency Management(215)
Manager: Ryan George
Areas of Responsibility. The Emergency Management Division plans and implements the response to local, regional and national
emergencies on behalf of the City and in accordance with applicable guidelines or regulations. In addition to maintaining the Emergency
Operations Center, the Division trains personnel for emergencies, supports a team of volunteer reservesand maintains the outdoor
emergency warning sirens.
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Division: Fire(219)
Manager: James Lange
Areas of Responsibility. The Fire Division provides emergency response and management for all hazards, including: fires, medical
emergencies; rescues; and accidental releases of dangerous materials. It also conducts building and building plan inspections for fire code
compliance. The Fire Division also supports a variety of community programs, such as the annual fire prevention training in local elementary
schools. It offers 24–hour services throughateam of full–time and paid–on–call firefighters. The Fire Division staff also serves on various
interagency taskforces (e.g., Minnesota State Chemical Assessment Team for the North Metro). It operates two fire stations.
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Department: Public Works Summary
Director: James Kosluchar
Description.
The Public Works Department is responsible for engineering, design and maintenance of City streets, sidewalks, parks, water, sanitary and
storm water utility systems, City Hall and City Garage, and maintenance of equipment. Technical support in the form of surveys, drafting,
research and utility location is provided by Engineering for the development of improvements plans, construction and safety programs for
the City. The department includes the following divisions:
Facilities Management;
Engineering;
Street Lighting;
Parks Maintenance;
Utilities;
Street Maintenance; and
Fleet Services.
2025 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2025
Budget.
Department–wide: Review of Department policies, succession planning. Updating training and safety programs.
Facilities: Additional services to new park building, working to provide support services Citywide. Planning for future staffing upon
completion of Commons Park building. Added integration of security systems for facilities.
Engineering: Large projects continue including Commons Park, University corridor projects, and joint projects with Anoka County.
Seeking funding opportunities with Anoka County and MnDOT. Leading implementation of Parks Master Plan improvements. Working
on updates to engineering standards and related ordinances.
Street Lighting: Administer construction of the University Lighting project.
Forestry: EAB and hazardous tree process streamlined with new equipment and updated GIS, administering private grant for removal
of trees impacted by EAB.
Parks Maintenance: Improving all trail/walk access year-round (incl. non-City routes); aid Parks Implementation Plan.
Street Maintenance: Long-range planning on streets and trails citywide ongoing.
Fleet Services: Initiating a review of real-time diagnostics for and stabilize the schedule for leased vehicles.
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2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Department–wide: Succession plan implementation will begin. Training and safety programs for new staff.
Facilities: Services for new park buildings. Planning for future staffing upon completion of Commons Park building. Comprehensive
evaluation of control / security system upgrades. Solar additions to multiple buildings.
Engineering: Safe Street planning will occur, and we will continue seeking funding opportunities with Anoka County and MnDOT as
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corridor improvements are fully identified. Planning and design of 73 Avenue Corridor will be re-initiated. Leading implementation
of Parks Master Plan improvements. Working to enhance division processes and procedures.
Street Lighting: Planning for City decorative lighting.
Forestry: More private tree inspections and activity, administering private grant for removal of trees impacted by EAB. Re-evaluate
and update EAB plan.
Parks Maintenance: Complete planning to improve snow and ice response on trails/walks; establish new maintenance practices for
park improvements.
Street Maintenance: Long-range planning on streets and trails citywide ongoing.Fleet Services: Jointly with Finance, perform
analysis to determine whether leasing or owning is the best fiscal and operational option for the City.
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Division: Facilities Management(311)
Manager: Jeff Jensen
Areas of Responsibility. The Facilities Management Division maintains the exteriorsand interiorsof theFridleyCivic Campus, Public Works
Buildingand otherCitybuildings, as assigned. It strives to maintain all City facilitiesin a manner thatensures safety and extends theiruseful
life.
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Division: Engineering(314)
Manager: Brandon Brodhag
Areas of Responsibility. The Engineering Division develops plans, sets specifications and determines estimates for capital improvement
projects and programs. Itis alsoresponsible for the design and construction of streets, sanitary sewer collection systems, storm water
facilities,and water treatment and distribution systems. TheEngineering Divisionalso maintains records on various projects in the City(i.e.,
“as–built”), and utility service locations. Also,the GIS Geographic Information System (GIS) functionsare housed inthe Engineering Division
and maintain the mapping and graphicssystemsfor the City.
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Division: Forestry (315)
Manager: Jeff Jensen
Areas of Responsibility. The Forestry Division provides for the health of the trees and other foliage of the City. Generally, it provides for
maintenance of trees located in parks, streets and other areas either owned or operated by the City, including removal, replacement, planting,
trimming and inspection services. The Forestry Division also provides for the removal and replacement of private trees consistent with tree
replacement programming.
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Division: Park Maintenance (316)
Manager: Jeff Jensen
Areas of Responsibility. ThePark Maintenance Division plans, designs, constructs and maintains both the active and passive areas of the
Park System in coordination with the Parks and Recreation Division. It also supports the activities of the Parks and Recreation Commission
and assists with community celebrations and festivals.
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Division: Street Lighting (317)
Manager: Jeff Jensen
Areas of Responsibility. TheLighting Division maintains the overhead lighting throughout the City, including all park lights, streetlights,
traffic signals and other lighting services.
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Division: Street Maintenance(318)
Manager: JeffJensen
Areas of Responsibility. TheStreet Maintenance Division performs the necessary tasks to reduce the depreciation and wear of City streets.
It also strives to maintain the desirable standards of appearance, serviceability and safety, which includes street sweeping,repair of street
surfaces, and snow and/or ice prevention and removal.
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Division: Fleet Services (319)
Manager: Kelly Odenthal
Areas of Responsibility. The Fleet Services Division provides for the maintenance and upkeep of all City–owned equipment and vehicles,
including dump trucks, fire trucks, lawnmowers, passenger vehicles, pick–up trucks, squad cars and sport utility vehicles. It may also refer
certain activities and repairs to external organizations, as need or required by warranty.
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Department: Parks & Recreation
Director: Mike Maher
Description. Recreation engages the community in a variety of year-round activities and events. In addition to supervising the Springbrook
Nature Center (outlined in another section of the budget as a Special Revenue Fund), the department includes the following divisions:
Parks and Recreation.
2025 Update. The Parks & Recreation Department made significant progress on several of the goals and objectives outlined in the Adopted
2025 Budget.
Continued growth in area of facility rentals with revenue exceeding projections especially for Locke Park and Moore Lake Park
Community Building
General contributions and donations increased due to expanded commitments from the Springbrook Nature Center Foundation to
support programming and updates to the nature-based play area. An increase in program support donations accounted for $17,000
in program-related sponsorships.
2026 Other Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not
limited to those mentioned below.
Commons Park operations will begin summer of 2026 with a staffed building. Both permanent and part-time staffing levels will be
requested to increase to satisfy this demand and a conservative increase in facility rental income should be expected.
Several operational line items were requested to increase in 2026 to account for additional needs at a new facility such as office
supplies and services contracted.
A new request for support for the public art program is being requested to support small-scale art programs such as art benches,
small murals, and utility-box wraps.
Planned expansion of adult programming opportunities
Staff will implement a grant from Xcel Energy to expand volunteer opportunities with expenses and revenue balancing at $8,000
Expansion of the nature-based play area has been popular, and the equipment is getting a lot of use. This will translate to more park
visits and additional maintenance and inspections.
Expansion to preschool age programming is under consideration
Parks and Recreation Director has taken on a leadership role for Fridley’s public art program including serving as the staff contact
for the Public Arts Commission and as a liaison to the Rum River Art Center.
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Division: Parks &Recreation (410)
Manager: Margo Numedahl
Areas of Responsibility. TheParks &Recreation Division provides a wide variety of year–round leisure activities, which contribute toward
the physical, socialand emotional well–being of participantsof all ages. It provides programs in the following areas:instructional recreation
activities;competitive athletic leagues;fitness activities;special events;cultural arts;and outings. Beginning in 2020, this Parks &Recreation
Division ceased operation ofa Senior Center.
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Department: Community Development
Director: Paul Bolin
Description. The Community Development Department coordinates and plans for all the different real estate developments in the City
including: commercial; industrial; and residential (both single family and multi–family homes). The department promotes commercial and
industrial development to expand the job base with livable wage employment opportunities and to increase the tax base. In addition to
serving as the primary staff liaison to the Housing and Redevelopment Authority (HRA), the Planning Commission and the Environmental
Quality and Energy Commission, the department includes the following divisions:
Building Inspections;
Planning; and
Rental Inspections.
2025 Update. The Community Development Department made significant progress on several of the goals and objectives outlined in the
Adopted 2025 Budget.
The Community Development Department restructured by consolidating the HRA Assistant Director and Planning Manager roles into a new
Assistant Community Development Director position, with the current planner expanding from a three-day per week planner to a four-day
Senior Planner role that bridges both HRA grant work and increased planning responsibilities. The reorganization maintains specialized
expertise while promoting cross-training and professional growth, creating a more flexible generalist approach that reduces management
costs and builds knowledge redundancy across the department.
Building Inspections
Adjusted electrical inspections fees to be consistent with fees in other cities.
Hired two new staff, Licensing and Permit Coordinator and Building Inspector as a result of a resignation and a retirement.
As of July, we’ve exceeded the permit number and permit value originally anticipated for this year.
Planning/Code Enforcement/Recycling/Environment
Continued pre-development work for Mississippi and Central.
Prepared a Public Arts Policy and Comprehensive Plan for future art placement and City beautification. PAC was turned over to
Parks & Recreation
Completed rewrite of the zoning code.
Creation of the zoning permit process as a result of the zoning code rewrite.
Focused on education within our code enforcement process, through use of door hangers and handouts.
Summer intern focused on addressing multi-family code enforcement and recycling education.
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Partnered with the City Clerk’s office to administer and implement the Cannabis regulations implemented by the State.
Continued work on grant writing and implementation for solar on City buildings
Rental Inspections
Continued inspections on the schedules defined to ensure new units are merged into a 3-year inspection rotation. New buildings
are inspected after one year, then on the 3-year rotation.
Created & adopted a new fee schedule for rental inspection to keep pace with the costs of running the inspection program
Made many improvements to CitizenServe to meet needs of Rental Division.
2025 Other Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not
limited to those mentioned below.
Building Inspections
Continue to train new team members to become comfortable and confident in their roles.
Work with staff on individual training and certificates that may be of interest or need.
Planning/Code Enforcement/Recycling/Environment
Hire a consultant and start work to complete the 2050 Comprehensive Plan update
Finalize the redevelopment project on Mississippi and Central – bring the development through the land use process and
establishment of a TIF district
Continue to focus on education efforts for residents and businesses related to code enforcement activities
Pursue alternative options that are affordable for residents to dispose of unwanted items
Rental Inspections
Continue inspections on a 3-year inspection rotation. New buildings are inspected after one year, then on the 3-year rotation. Due
to economic hardships of some owners and a lack of repairs made during the pandemic, rental is finding a need for several
reinspection’s and follow up.
Implementation of new correction order/inspection software for time efficiency and fill a role that Citizen Serve lacks.
Continuing education, classes and certifications to keep up with trends, code changes and increase knowledge/skills of inspection
staff
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Division: Building Inspections (511)
Manager: Tony DeForge
Areas of Responsibility. The Building Inspections Division enforces the building code and applicable ordinances within the City in order to
prevent health and safety hazards. It also provides applicable information to homeowners and businesses and reviews buildingplans and
provides coordination of inspections.
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Division: Planning (512)
Manager: Stacy Stromberg
Areas of Responsibility. The Planning Division overseesall land development activities and efforts in the City in compliance with the
Comprehensive Plan. It also maintains compliance with ordinances related to public nuisances, subdivisions and zoning. The Planning
Division serves as the liaison to the Planning Commission and the Environmental Quality and Energy Commission. It is also responsible for
the administration of the various waste reduction programs provided by the City and partnering agencies.
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Division: Rental Inspections (514)
Manager: Paul Bolin
Areas of Responsibility. The Rental Inspections Division provides for the systematic inspection and licensing of all rental units located in
the City. In doing so, it protects the health, safety and well–being of the Fridley community, and preserves valuable housing stock for current
and future residents.
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SPECIAL REVENUE FUNDS
This section of the 2026Budget provides information regarding the following departments and their respective divisions as supported by
Special Revenue Funds:
Summary;
Cable Television Fund;
Solid Water Abatement (i.e., Recycling) Fund;
Police Activity Fund; and
Springbrook Nature Center Fund.
Summary
Special Revenue Funds are designed to account for the activities of a specific revenue source and are legally restricted for a specific purpose.
At present, the City maintains budgetedfunds for Cable Television, Solid Waste Abatement (i.e., recycling), Police Activity and the Springbrook
Nature Center(SNC). The City budgets for these funds in a similar manner to the General Fund.
The 2026Budget assumes a total of $1,888,200in Special Revenue Fund revenues, an increase of about $13,200 or less than 1.0%, compared
to the Adopted 2025Budget, largely due to an increase in external reimbursementsforpersonnel services provided in the Police Activity
Fund. Along with this increase, the 2026Budget also includes about $77,100in additional expenditures, largely due to an increase in personnel
costs in the funds.
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Fund: Cable Television (225)
Department: Community Services and Employee RelationsCity Manager: Wally Wysopal
Division: Communications and EngagementManager: Melissa Moore
Areas of Responsibility. The Cable TV Fund supports the Fridley Municipal Television Channel 17, website and social media programming
as well as programming for Public Access Channel 15. All regular City Councilmeetingsare broadcast live and for playback on Channel 17.
Staff produce more than 90 programs a year. The Cable TV Fund also provides equipment necessary for the operations of Channel 17.
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Fund: Solid Waste Abatement (237)
Department: Community DevelopmentDirector: Scott Hickok
Division: RecyclingCoordinator: Rachel Workin
Areas of Responsibility.Established in 1991, the Solid Waste Abatement Fund supports various activities, including: curbside recycling;
drop-off events to eliminate electronics and appliances; and marketing and educational activities. Generally, the Fund seeks to reduce or
prevent items from entering the waste stream that may be handled in some other form or fashion.
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Fund: Police Activity (260)
Department: Public SafetyDirector: Ryan George
Division: PoliceManager: Steve Monsrud
Areas of Responsibility. The Police Activity Fund receives grants and intergovernmental aiddesigned to support public safety activities. In
most cases, the grants are provided on a reimbursement basis. However, in some situations, funds are provided in advance andexpended
on specific activities or projects. The Police Activity Fund supportsthe Public Safety Data System (PSDS) System, a county–wide data sharing
service for public safety agencies. The City physically houses the personnel associated with the PSDS System.
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Fund: Springbrook Nature (270)
Department: Community Services and Employee RelationsDirector: Mike Maher
Division: Springbrook Nature CenterManager: Tara Rogness
Areas of Responsibility. The Springbrook Nature Center (SNC) Fund supports activities and programs related to the Springbrook Nature
Center, a premier park and open space reserve. The fund also supports the maintenance and operation of the Interpretive Center, a multi–
use facility that provides natural resources programming and classroom space. The SNC partners with local school districts and non–profits
to provide a variety of educational opportunities. The entire park area may be explored by the general public.
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CAPITAL PROJECTFUNDS
This section of the 2026Budget provides information regarding the following funds and their respective divisions as supported by Enterprise
Funds:
Summary;
Building Capital Projects Fund
Street Capital Projects Fund;
Parks Capital Projects Fund;
Information Technology Capital Projects Fund; and
Equipment Capital Projects Fund.
For additional information and analysis regarding the 2026Budget for the Capital Projects Funds, please refer to the 2026–2030Capital
Investment Programon the Finance page onthe City’s website.A summary of projects included in the 2026-2030CIP is included in Volume
2.
Summary
Capital ProjectsFunds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for
capital outlays, including the acquisition or construction of capital facilities and other capital assets. Often these funds make use of fund
balances to finance the sometimes–extraordinary cost of certain capital projects. At present, the City maintains budgeted funds for Buildings,
Streets, Parks, Information Technology and Equipment.
The 2026Budget includes a total of $14,742,100of Capital Projects Funds expenditures, decreaseof about $4,630,100, or about 38.95%,
compared to the previous year. For the Streets Capital Projects Fund, the City plans to complete threemajor capital projects: 2 Street
Rehabilitation Projects and a Safe Routes to School Project,totalingapproximately $3,095,000. Additionally, the City will be finishing design
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for the 57Avenue Bridge project, planning to spend approximately $1,020,000in design funded with state bonding. Forthe Parks Capital
Projects Fund the City plans to spend approximately $6,194,000related to the approvedPark System Improvement Plan. Consistent with
City Council guidance, the City may ultimately expend about $30,000,000 on park system related capital projects over an approximate 8-
yearperiod which began in 2023.
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Fund: Building Capital Projects (405)
Department: Public WorksDirector: James Kosluchar
The Building Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or majorrepairs of
public buildings, including: the Fridley Civic Campus (i.e., City Hall, Police Station, Fire Station No. 1); the Public Works Building; and other
municipal buildings that may not be otherwise supported by other Capital Project Funds. The City may also use the fund to finance the
acquisition of real estate for the City and its component units.
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Fund: Streets Capital Projects (406)
Department: Public WorksDirector: James Kosluchar
The Street Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairsof
transportation infrastructure, including: curb and gutter; bridges; sidewalks; streets; streetlights; traffic signals and signage; and trails. The
City may expend funds on such facilities under its jurisdiction or in partnership with an area agency controlling similar assets within the City.
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Fund: Parks Capital Projects (407)
Department: Public Works/Community Services and Employee ResourcesDirector: James Kosluchar/Mike Maher
The Parks Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairsof parks
and open spaces maintained by the City, including: community and neighborhood parks; playground and recreation equipment; recreation
facilities; trails located in and around park units; and related activities.
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Fund: Information Technology Capital Projects (409)
Department: FinanceDirector: Joe Starks
The Information Technology (IT) Capital Projects Fund accounts for funds accumulated for the acquisition, expansion, improvement,
replacementand/or major repairsof IT resources and systems, including: computers; enterprise–level or major software; networking
equipment; servers; and other significant hardware. The IT Capital Projects Fund may not support ongoing IT costs or operations, such as
licensing and maintenance fees.
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Fund: Equipment Capital Projects Fund (410)
Department: FinanceDirector: Joe Starks
The Equipment Capital Projects Fund, also known as the Capital Equipment Program (CEP) accounts for funds accumulated for theacquisition,
replacementand/or major repairsof larger or more expensive equipment, including: public works and public safety vehicles and equipment;
parks and landscaping equipment; and other major equipment needs as determined by the City Manager and City Council.
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ENTERPRISEFUNDS
This section of the 2026Budget provides information regarding the following funds and their respective divisions as supported by Enterprise
Funds:
Summary;
Water Utility Fund;
Sanitary Sewer Utility Fund;
Storm Water Utility Fund; and
Municipal Liquor Fund.
For additional information and analysis regarding the various capital projects for EnterpriseFunds, please refer to the2026–2030CIP, found
on the Finance page within the City’s website.A summary of projects included in the 2026-2030CIP is included in Volume 2.
Summary
Enterprise Funds are funds designed to account for proprietary activities in which fees or rates are charged to external users for goods or
services. At present, the City maintains such funds for Water Utility,Sanitary Sewer Utility, Storm Water Utility andMunicipal Liquor. For
these funds, the City prepares a five–year budget projection for each fund and determinesthe appropriate fees and rates for end users.
Additionally, the City regularly engages third–party consultants to review fund activities to ensure proper fund management and adequate
financial resources. Ideally, these funds areself-sustaining, supporting both their operating and capital project needs.
The 2026Budget includes a total of $32,016,600of Enterprise Fund expenses, an increaseof about $1,125,200, or about 3.6%, compared to
the previous year. Generally, this change may be attributed to an increase in capital outlay expenditures, largely related to the Locke Park
Water Treatment Plant GranularActivated Carbon Upgrade Project, for which the City received low interest financing and 50% loan forgiveness
(grant).
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Fund: Water Utility Fund
Department: Public Works Director: James Kosluchar
Areas of Responsibility. The Water Utility Fund provides for the treatment, distribution, and metering of safe drinking water to properties
within the City. The fund also maintains water pressure and fire hydrants used for fire suppression throughout the City. Additionally, the
fund supports the cost of all debt service associated with capital improvements for the water utility.
2025 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2024
Budget.
Design for Locke Park WTP upgrade to address PFAS, began planning work on Tower 1 replacement plan, and planning for Commons
Park WTP site. The Water Operations Division continued to work on funding for Locke Park WTP upgrade to address PFAS.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Construction of Locke Park WTP upgrade to address PFAS, planning for Commons Park WTP.
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Division: Administration and OperationsOperations Manager: Jason Wiehle
Administration Manager: Shannon Veeraboina
2027/2028Forecast Assumptions:
5% Increase for Water Utility Fee (Proprietary Revenue) in 2027& 2028
4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance)
3% Increase for SuppliesExpenditures
3% Increase for Other Services & Charges Expenditures
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Division: Debt ServiceManager: Shannon Veeraboina
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Fund: Sanitary Sewer Utility Fund
Department: Public Works Director: James Kosluchar
Areas of Responsibility. The Sanitary Sewer Utility Fund provides for maintenance of trunk and collector sanitary sewer systems and sanitary
sewer lift stations maintained by the City. The fund also provides support for wastewater treatment in concert with the Metropolitan Council.
Additionally, the fund supports the cost of all debt service associated with capital improvements for the utility.
2025 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2025
Budget.
Cooperative work with MCES on Phase 1 Inflow/Infiltration study is being worked on.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Replace Apex Lift Station, Cooperative work with MCES on Inflow/Infiltration study.
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Division: Administration, Operations and CapitalOperations Manager: Jason Wiehle
Administration Manager: Shannon Veeraboina
2027/2028Forecast Assumptions:
13% Increase for Sanitary Sewer Utility Fee (Proprietary Revenue) in 2027& 2028
4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance)
3% Increase for SuppliesExpenditures
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Division: Debt ServiceManager: Korrie Johnson
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Fund: Storm Water Utility Fund
Department: Public Works Director: James Kosluchar
Areas of Responsibility. The Storm Water Utility Fund provides for maintenance of trunk and collector storm water systems maintained by
the City. The fund also establishes and maintains improvements and programs provided to meet storm water quality objectives as established
by the Metropolitan Council and other agencies. Additionally, the fund supports the cost of all debt service associated with capital
improvements for the utility.
2025 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2025
Budget.
Concluding work on operating procedures and ordinances with regard to new MS4 permit, developing an upgraded asset inventory
and maintenance program.
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Storm Water Operations: Evaluate operations capabilities; requests for funding of additional TMDL projects.
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Division: Administration and OperationsOperations Manager: Jeff Jensen
Administration Manager: Shannon Veeraboina
2027/2028Forecast Assumptions:
2.5% Increase for Storm Water Utility Fee (Proprietary Revenue) in 2027& 2028
4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance)
3% Increase for SuppliesExpenditures
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Division: Debt ServiceManager: Shannon Veeraboina
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Fund: Municipal Liquor
Department: Finance Director: Joe Starks
Areas of Responsibility. Established in 1949, the Municipal Liquor operation consists of two retail locations with annual sales around
$6,000,000 annually, with a portion of the net profits benefiting the General Fund and the Equipment Capital Projects Fund. Generally, the
fund “pours its profits” back into the City and alleviates the property tax burden on businesses and residents of the community. The fund
contains two divisions – one for each store.
2025 Update. The Finance Department and Municipal Liquor Division made significant progress on several of the goals and objectives
outlined in the Adopted 2025 Budget.
Continued analysis of liquor store enterprise and long-term options for Store #1 & Store #2, increased number of applications for
open liquor store positions, implemented sick and safe time to part-time employees
2026 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited
to those mentioned below.
Monitor ongoing legislation that could impact and/or eliminate sales of low does hemp-derived THC
Continue to use upgraded security video system at Store #1 and Store #2to ensure employee safety and gather evidence for the
Fridley Police to prosecute and deter criminal activity within the store, analyzing current store locations against possible relocation
and store sites within the City in order to maximize liquor operations profitability and monitoring the legalization of marijuana and
its impact on liquor sales.
Implement MN Paid Leave.
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Division: Store No. 1Manager: Kyle Birkholz
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Division: Store No. 2Manager: Kyle Birkholz
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GLOSSARY
Accounting System.The total structure of records and procedures which record, classify, summarize, and report information on the financial
position and results of operations of a government or any of its funds, fund types, balanced account groups, or organizational components.
Accounts Payable. A liability account reflecting amounts on an open account owing to private persons or organizations for goods and
services received by a government.
Accounts Receivable. An asset account reflecting amounts owing on an open account from private persons or organizations for goods and
services furnished by a government.
Accrual Basis of Accounting. Method of accounting that recognizes the financial effect of transactions, events, and interfund activity when
they occur, regardless of the timing of the related cash flows.
Adopted Budget. Refers to the budget amounts as originally approved by the city council at the beginning of the year and also to budget
document which consolidates all beginning-of -the-year operating appropriations and new capital project appropriations.
American Rescue Plan Act (ARPA). Funds delivered through the Coronavirus State and Local Fiscal Recovery Funds (SLRF) to state and
local governments across the country to support their response to and recovery from the COVID-19 public health emergency.
Appropriation. An authorization made by the legislative body of a government, which permits officials to incur obligations against and to
make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one-year
period.
Assessed Valuation. Valuation that a government sets on real estate or other property as a basis for levying taxes. Tax-exempt property is
excluded from the assessable base.
Assets. Property and equipment owned by a government which has monetary value.
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Audit. An audit is a systemic examination and evaluation of an organization’s financial records, conducted by an independent party, to
determine whether the financial statements accurately reflect the organization’s financial position and compliance with relevant account
standards.
Balanced Budget. A budget in which the sources of funds (revenues) are equal to the uses (expenditures).
Basis of Accounting. The technical term that describes the criteria governing the timing of the recognition of transactions and events.
Bonds. A written promise to pay a specified sum of money called principal at specified dates, including interest at a designated time. Bonds
are typically used for long-term debt.
Budget. A financial operations plan of Final or adopted expenditures for a given period and the Final or adopted revenues to finance them.
Capital Investment Program (CIP). A plan for capital expenditures to be incurred each year for a fixed period of years and the estimated
resources to finance the projected expenditures.
Capital Outlay or Expenditure. Expenditures which result in the acquisition of or addition to fixed assets which have a value of $10,000 or
more and have a useful life of more than one year.
Capital Project. The largely one-time cost for acquisition construction, improvement, replacement, or renovation of land, structures and
improvements thereon.
Capital Project Fund. Fund type used to account for financial resources that are restricted, committed, or assigned to expenditures for
capital outlays including the acquisition or construction of capital facilities and other capital assets.
Component Unit. A legally separate organization for which the City is financially accountable.
Current Assets. Those assets which are available or can be made readily available to finance current operations or to pay current liabilities.
Current Liabilities. Liabilities which are payable within one year.
Debt. An obligation resulting from the borrowing of money or the purchase of goods or services.
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Debt Service Fund. Governmental fund type used to account for accumulations of resources that are restricted, committed, or assigned to
expenditure for principal and interest.
Deficit. An excess of expenditures over revenues, a loss in business operations.
Depreciation. In accounting for depreciation, the cost of a fixed asset, less any salvage value is prorated over the estimated service life of
such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged
off as an expense.
Division. A major organization unit within a department. Usually, divisions are responsible for carrying out a major component of the
department.
Encumbrance. Commitments related to unperformed (executor) contracts for goods or services.
Enterprise Fund. Proprietary fund type used to report an activity for which a fee is charged to external users for goods or services.
Expenditure/Expense. Where accounts are kept on the modified accrual or accrual basis of accounting, the cost of goods received, or
services rendered.
Fee. A general term used for any fixed charge levied by the government associated with providing a service permitting an activity or imposing
a fine or penalty. Major types of fees include business and non-business licenses, fines, and user charges.
Fiscal Disparities. A revenue sharing program comprised of local government units within the Twin Cities Metropolitan area. Under this
program a portion of growth in commercial, industrial, and public utility property value of each community is contributed to a tax base
sharing pool. Each community receives a distribution of property value from the pool based on market value and population of each city.
Fiscal Year. The twelve–month period to which the annual budget applies and at the end of which the City determines its financial position.
The City’s fiscal year is January 1st to December 31st.
Fixed Asset. Long–term tangible assets which are “fixed” in nature, such as building, land, and equipment.
Fund. An accounting entity with a self-balancing set of accounts in which assets, liabilities, and equity are recorded for a specific activity or
objective.
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Fund Balance. Net position of a governmental fund (difference between assets, liabilities, deferred outflow of resources, and deferred
inflows of resources).
Governmental Accounting Standards Board (GASB). The authoritative accounting and financial reporting standard-setting body for state
and local governments.
Government Finance Officers Association (GFOA). An organization that represents public finance officials in the United States and
Canada.
General Fund. One of the five governmental fund types. The general fund typically serves as the chief operating fund of a government. The
general fund is used to account for all financial resources not accounted for in some other fund.
General Obligation (GO) Bonds. Bonds that are backed by the full faith and credit of the City.
Goal. A statement of direction, purpose, or intent that describes the future state of condition or result to achieve.
Governmental Funds. Funds generally used to account for tax-supported activities. There are five different types of governmental funds:
the general fund, special revenue funds, debt service funds, capital project funds, and permanent funds.
Grant. A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are
made to local governments from the state and federal governments.
Housing and Redevelopment Authority (HRA) of the City of Fridley. The HRA was formed by the City to provide housing and
redevelopment assistance to Richfield citizens and businesses.
Infrastructure. Long-lived capital assets that normally are stationary in nature and normally can be preserved for a significantly greater
number of years than most capital assets.
Intergovernmental Aid. Revenues from other governments in the form of grants, entitlements or shared revenues.
Internal Service Fund. Proprietary fund type that may be used to report any activity that provides goods or services to other funds,
departments, or agencies of the primary government and its component units, or to other governments, on a cost-reimbursement basis.
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Investment. Securities permitted by law are purchased and held for the production of income in the form of interest.
Liquidity. The amount of time that is expected to elapse until an asset is realized or otherwise converted into cash or until a liability must
be paid.
Local Government Aid (LGA). An aid program consisting of sales and income revenues collected by the State of Minnesota and
redistributed to local governments to reduce local property tax burdens.
Market Value. The value determined by the County Assessor for real estate or property used for levying taxes.
Modified Accrual Basis. The basis of accounting which recognizes increases and decreases in financial resources only to the extent that
they reflect near-term inflows or outflows of cash. Revenues are recognized to the degree that they are available to finance expenditures of
the fiscal period. Similarly, debt service payments and a number of specific accrued liabilities are only recognized as expenditures when
payment is due because it is only at that time that they normally are liquidated with expendable available financial resources.
Municipal State Aid (MSA). An aid program consisting of gas tax revenues collected by the State of Minnesota redistributed to local
governments for road improvements.
Objective. An achievement that can be attained only if the attempts are made in a particular direction.
Program. A group of activities, operations, or operational units directed to attain a specific purpose or objective.
Project. A temporary endeavor with a beginning and an end and it must be used to create a unique product, service or result.
Final Budget. The recommended city budget submitted by the city manager to the city council.
Proprietary Fund. Funds that focus on the determination of operating income, changes in net position (or cost recovery), financial position,
and cash flows. There are two types of proprietary funds: enterprise funds and internal service funds.
Reserves. Funds set aside for unanticipated expenditures or unforeseen emergencies, as well as to have adequate working capital for current
operating needs to avoid short-term borrowing.
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Retained Earnings. The amount of money an entity has left over after spending within a year. It is the amount by which an entity’s assets
are greater than its liabilities.
Revenue. Funds collected as income to offset operational expenditures including property taxes, charges for service, licenses and permits,
etc.
Special Assessment. A levy made against a property to defray all, or part of the cost of a capital improvement or service deemed to benefit
that property.
Special Revenue Fund. A fund established used to account for the proceeds of specific revenue sources that are legally restricted to
expenditure for specified purposes.
Tax Capacity Value. The taxable portion of the market value which is based on classification rates determined by the type of property tax.
Tax Capacity Rate. The old “mill rate” derived in same manner mill rates were determined. Tax capacity rate is equal to levy divided by tax
capacity (old, assessed value). New tax capacity rates will be expressed as percentages.
Tax Increment Financing. Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of
an area.
Tax Levy. The amount of property taxes levied to finance operations that are not funded by other services.
Taxes. Compulsory charges levied by a government to finance services performed for the common benefit.
Working Capital. The difference between current assets and current liabilities.
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Exhibit A
Financial Management
Policy Manual
City of Fridley, Minnesota
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Table of Contents
Introduction and Purpose __________________________________________________________________________ 4
Organizational Mission _________________________________________________________________________ 4
Public Purpose Expenditure Policy _____________________________________________________________ 6
External Auditor Independence Policy _______________________________________________________ 10
Budgetary and Financial Controls ________________________________________________________________ 11
Operating Budget Policy _____________________________________________________________________ 12
Capital Investment Program Policy __________________________________________________________ 14
Capital Assets Policy _________________________________________________________________________ 15
Fiscal Agent Services Policy __________________________________________________________________ 18
Cash and Investment Management ______________________________________________________________ 20
Forfeited Assets Policy _______________________________________________________________________ 20
Fund Balance Policy __________________________________________________________________________ 21
Self–Insurance Fund Policy ___________________________________________________________________ 26
Investment Policy ____________________________________________________________________________ 27
Community Investment Fund Policy _________________________________________________________ 34
Debt Management _______________________________________________________________________________ 37
Debt Management Policy ____________________________________________________________________ 37
Private Activity or Conduit Bonds Policy _____________________________________________________ 39
Post–Issuance Debt Compliance Policy ______________________________________________________ 43
Post–Issuance Debt Compliance Procedures _________________________________________________ 44
Procurement _____________________________________________________________________________________ 49
Purchasing Policy ____________________________________________________________________________ 49
Procurement Card Use Policy ________________________________________________________________ 57
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Travel, Training and Reimbursement Policy __________________________________________________ 60
Donations ________________________________________________________________________________________ 67
Surplus Property Policy ______________________________________________________________________ 67
Municipal Liquor Store Donation Policy _____________________________________________________ 69
Revenue and Collection __________________________________________________________________________ 72
Revenue Policy _______________________________________________________________________________ 72
Public Utilities Revenue and Remittance Policy ______________________________________________ 73
Special Assessment Deferment Policy ________________________________________________________ 76
Adoption and Implementation ___________________________________________________________________ 79
Interpretation ________________________________________________________________________________ 79
Discipline _____________________________________________________________________________________ 79
Adoption _____________________________________________________________________________________ 79
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Introduction and Purpose
Organizational Mission
The City of Fridley, Minnesota (City) maintains a Vision Statement and a set of Organizational
Values, which guide both the daily and long–term activities of the organization:
1. Vision Statement: “We believe Fridley will be a safe, vibrant, friendly and stable home for
families and businesses;” and
2. Organizational Values: “Friendly, Responsive, Driven.”
Specifically, the Department of Finance (Finance Department) maintains the following mission
statement: “The Department of Finance strives to support and provide sound stewardship of the
financial resources and information technology needed to support excellent public services for
those who live, work and shop in the Fridley Community.”
Purpose
The City has an important responsibility to its citizens to plan for the adequate funding of services
desired by the public and the City Council, including the provision and maintenance of public
facilities, appropriate staffing, prudent financial management and accurate accounting for public
funds. The City strives to maintain adequate and consistent funding as well as promote
transparency and understanding of local government services as desired by the Fridley community.
Objectives
In order to achieve this purpose, the following objectives are established for the City's fiscal
performance:
To protect the City Council's policy–making ability by ensuring that important policy
decisions are not controlled by financial concerns, problems and/or emergencies;
To enhance the City Council's policy–making ability by providing accurate information on
the full costs of current operations, new proposals and capital requests;
To assist sound management of the City by providing accurate and timely information on
its financial condition;
To provide sound principles to guide the decisions of the City Council and staff;
To set forth operational principles which promote long–term cost effectiveness while
providing services desired by the public with prudent financial risk;
To employ revenue policies and forecasting tools to identify and prevent undue or
unbalanced reliance on certain revenues, but to distribute the costs of municipal services
fairly and to provide adequate funds to operate desired programs;
To provide and improve essential public facilities and prevent deterioration of the City's
infrastructure;
To protect and enhance the City's credit rating;
To ensure the legal use and protection of all City funds through a strong system of financial
and accounting controls;
To record transactions in a manner that matches current revenues to current expenditures;
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and
To report year–end financial information in accordance with Generally Accepted
Accounting Principles (GAAP) and in accordance with recommended best practices as
promulgated by the GFOA and the Statements of Position of the Office of the State Auditor
(OSA).
Code of Professional Ethics
The City shall adhere to the Code of Professional Ethics as established by theGFOA as outlined
below and Chapter 5 of the Fridley City Code, which govern the ethical conduct of certain staff.
To further the above objectives, all employees are enjoined to adhere to legal, moral, and
professional standards of conduct in the fulfillment of their professional responsibilities. Standards
of professional conduct as set forth in this Manual are promulgated in order to enhance the
performance of all persons engaged in public finance and to protect the Fridley community.
Personal Standards. Employees shall demonstrate and be dedicated to the highest ideals of honor
and integrity in all public and personal relationships to merit the respect, trust, and confidence of
governing officials, other public officials, employees, and of the public.
They shall devote their time, skills, and energies to their office both independently and in
cooperation with other professionals.
They shall abide by approved professional practices and recommended standards.
Responsibility as Public Officials.Employees shall recognize and be accountable for their
responsibilities as officials in the public sector.
They shall be sensitive and responsive to the rights of the public and its changing needs.
They shall strive to provide the highest quality of performance and counsel.
They shall exercise prudence and integrity in the management of funds in their custody and
in all financial transactions.
They shall uphold both the letter and the spirit of the constitution, legislation, and
regulations governing their actions and report violations of the same to the appropriate
authorities.
Professional Development. Employees shall be responsible for maintaining their own
competence, for enhancing the competence of their colleagues, and for providing encouragement
to those seeking to enter the field of government finance. They shall promote excellence in the
public service.
Professional Integrity–Information.Employees shall demonstrate professional integrity in the
issuance and management of information.
They shall not knowingly sign, subscribe to, or permit the issuance of any statement or
report which contains any misstatement, or which omits any material fact.
They shall prepare and present statements and financial information pursuant to applicable
law and generally accepted practices and guidelines.
They shall respect and protect privileged information to which they have access by virtue
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of their office.
They shall be sensitive and responsive to inquiries from the public and the media, within
the framework of state or local government policy.
Professional Integrity–Relationships.Employeesshall act with honor, integrity, and virtue in all
professional relationships.
They shall exhibit loyalty and trust in the affairs and interests of the government they serve,
within the confines of this Manual.
They shall not knowingly be a party to or condone any illegal or improper activity.
They shall respect the rights, responsibilities, and integrity of their colleagues and other
public officials with whom they work and associate.
They shall manage all matters of personnel within the scope of their authority so that
fairness and impartiality govern their decisions.
They shall promote equal employment opportunities, and in doing so, oppose any
discrimination, harassment, or other unfair practices.
Conflict of Interest. Employees shall actively avoid the appearance of or the fact of conflicting
interests.
They shall discharge their duties without favor and shall refrain from engaging in any
outside matters of financial or personal interest incompatible with the impartial and
objective performance of their duties.
They shall not, directly or indirectly, seek or accept personal gain which would influence, or
appear to influence, the conduct of their official duties.
They shall not use public property or resources for personal or political gain.
Public Purpose Expenditure Policy
The City Council recognizes that public funds may only be spent if the expenditure meets a public
purpose as outlined in State law, case law of the Minnesota Supreme Court and opinions of the
Minnesota Attorney General.
The meaning of “public purpose” is constantly evolving. The Minnesota Supreme Court has
followed a broad approach and has generally concluded that “public purpose” means an activity
that meets all of the following standards:
The activity will primarily benefit the community as a whole;
The activity is directly related to functions of government; and
The activity does not have as its primary objective the benefit of a private interest whether
for–profit or not.
This section is intended to provide guidelines regarding which expenditures are consistent with a
public purpose(s) and authorized in accordance with the City’s annual budget process, and which
expenditures are not considered within the public purpose definition and are therefore prohibited.
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Responsibility
Per Section 6.05 of the City Charter (Charter), the City Manager is the responsible authority
overseeing all City expenditures and as such is the Chief Purchasing Agent for the City.
Responsibility for administering and interpreting this Public Purpose Expenditure Policy has been
delegated to the City Manager, or their designee. Further, all employees authorized by the City
Manager or their respective Department Director to make purchases on behalf of their respective
departments are responsible for complying with this Financial Management Policy Manual
(Manual) and corresponding procedures. Expenditures of public funds must comply with the
public purpose standards defined above.
Permitted Expenditures for Meals and Refreshments
Use of City funds for reasonable meals and/or refreshments for elected officials and employees
shall be permitted in the following circumstances, upon City Manager approval:
City–sponsored events of a community–wide interest where staff are required to be present
(e.g., Town Hall Meeting);
City Council, boards and commissions meetings held during the meal hour (e.g., City
Council Conference Meetings, City Council Retreats);
Professional association meetings, conferences, and training when meals are included as
part of the registration or program fee, or in accordance with the travel and training section
of this Manual;
Annual employee recognition and appreciation events (e.g., service awards);
Annual recognition events for volunteer and non-employees (e.g., volunteer appreciation
lunch);
City–sponsored training or work–related meetings where employees are required to
participate and be available during the meal hour;
Multi–departmental meetings scheduled during the meal hour;
Work activities requiring continuous service when it is unreasonable to break for meals (e.g.,
election days, water main breaks, emergency snow removal, time–sensitive public safety
responses); and
Healthy snacks and incentives of modest value provided during safety, health and/or
wellness programs for City employees.
When reviewing an expenditure to verify the standards have been met, the City Manager, or their
designee, should consider the time of day the event is held, the business purpose of the event,
whether the event was intended to attract non–City employees, the frequency of the event, and
the reasonableness of the cost. These guidelines address specific examples of public expenditures,
but examples are not meant to be exhaustive.
Other Permitted Expenditures
Apart from meals and refreshments, the City Manager, or their designee, may permit the following
expenditures:
Recognition events or purchases (Minnesota Statutes § 412.221 and § 15.46);
o Purchases for recognition at special one–time or annual events when provided at
modest level (e.g., recognition plaques);
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o Employee recognition programming for years of services for regular and permanent
part–time employees that work 20 or more hours per week;
Uniforms, clothing or apparel that is considered necessary for the performance of official
duties, safety or for visible staff recognition by the public (e.g., safety footwear, eyewear for
maintenance personnel);
Staff time and equipment use for City–sponsored, employee events as approved by the City
Manager as allowed by applicable regulations (e.g., set–up for annual employee picnic);
Employee wellness programming; the City Council recognizes the importance of employee
fitness and health as it relates to the overall work and life satisfaction of the employee and
the overall impact on the City’s insurance programs.
Special Events, including;
o National Night Out/Night to Unite, Department Open Houses and other events that
involve or invite participation by the general public; and
o Expenditures for meals and participation fees are allowed, and representative staff
members may participate in the events that directly benefit the marketing of the
City, pursuant to Minnesota Statute § 469.101, subd. 16, and § 438.11.
Employee Training, including the reasonable registration, tuition, meals and travel expenses
for conferences, seminars, workshops, tuition and approved city employment related
course work;
Memberships and Dues;
o Participation in the local Chamber of Commerce is allowed per Minnesota Statute §
469.191;
o Cost of membership/dues in professional organizations and City social and
community organizations when the purpose is to promote, advertise, improve or
develop the City’s resources and relationships and not personal interest or gain;
Clothing and other sundry items, such as t–shirts and other sundry items of nominal value
when these items are made available to the general public or if these items are determined
by the City Manager to be important to the successful involvement of employees in special,
City–sponsored or City–supported events;
City expenditures for non–profit organizations allowed by applicable State statutes,
Minnesota Supreme Court case law, or opinions of the Minnesota Attorney General;
Certificates and licensures that employees must hold and maintain on behalf of and for the
benefit of the City; and
Supplies for retirement and recognition events.
Prohibited Expenditures
Use of City funds for meals and/or refreshments for elected officials and employees are prohibited,
including, but not limited to:
Food and refreshments for routine work meetings, other than as identified in other sections
of the Manual;
Alcoholic beverages and tobacco products;
Employee functions or celebrations that are solely social in nature (e.g., birthdays, holiday
luncheon, ice cream social);
Fundraisers for non–City related events (e.g., Chamber of Commerce);
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Participation in optional activities unless included as part of an overall conference
registration fee (e.g., optional golf rounds, concerts);
Employee–sponsored fundraising events (e.g., charitable giving campaign);
For funeral flower arrangements or other such gifts upon death of an employee, former
employee, elected official or one of their family members;
Clothing or apparel that is not considered necessary for safety or for visible staff recognition
by the public (e.g., sweatshirts for a “job well done”); and/or
Employee coffee and related consumable supplies, coffee services.
Gift cards
Permitted Use of Assets
Specific City assets, such as equipment, may be used by City employees for personal reasons only
when City has established the following:
• Costs and wear resulting from use of the assets are reasonable and minimal;
• Administrative controls are in place to ensure that the use is appropriate and not abused;
and
• There is a documented/demonstrated City benefit by such usage (e.g., such as the Mobile
Device Policy or Information Security Policy) as approved by the City Manager or City
Council.
Such permitted use may include incidental and de minimis use of City–owned electronic
equipment such as City–owned mobile devices and multi–function copiers. It may also include the
use of City–owned vehicles provided to City employees as part of their official duties (e.g., Fire
Duty Crew Officer, Public Works Supervisors).
The limited personal use of City–owned assets shall be a privilege, and the City Manager or
Department Director may end such practices specifically or generally in their sole discretion.
Prohibited Use of Assets
Examples of use of City assets for personal use is prohibited in the following circumstances:
• City employees washing personal autos at the public works facility car wash or within City–
owned spaces (e.g., fire stations);
• Employees borrowing City–owned, non–motorized or motorized tools for personal use; and
• Use that results in unreasonable costs and/or wear on City assets.
Documentation
All expenses allowed above must be fully documented. The expected documentation will include:
date and time of the expenditure; business reason for the expenditure (e.g., agenda from a
meeting); staff and non–city representatives in attendance, if appropriate; and a receipt for the
actual purchase. Department Director or supervisor approval and written documentation is
required for use of City assets. Failure to provide sufficient documentation may result in a denial
of the expense.
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Any expenditure for meals or refreshments that exceeds $250 for one event must have prior,
written authorization by the City Manager, before the purchase is made. Failure to obtain the
necessary authorization may result in denial of the claim.
Special Requests
From time to time, there may be an event that is a proper public expenditure, but that is not
contemplated by this Manual. Departments must submit to the City Manager, or their designee,
a request for such prior to a public expenditure in writing. This request must show how the
expenditure is related to a public purpose as stated in this Manual, or other applicable laws or
regulations.
ExternalAuditorIndependence Policy
The City will arrange for an annual audit of all funds and account types by independent, certified
public accountant(s) that are qualified and licensed to issue such reports.
In accordance with the Government Accountability Office (GAO), the authority on local
government audits, in all matters relating to audit work, the external auditor shall be free both in
fact and appearance from personal, external and organizational impairments to independence.
The City’s external audit organization shall not be responsible for designing, developing and/or
installing the City’s accounting system or its operating system where this system generates
information used in preparing financial statements of the City.
External auditors shall not develop a performance measurement system, or any other system relied
upon in developing financial statements.
External auditors may prepare draft financial statements, schedules or perform other duties as long
as they are based on the City’s direction and the work results in a recommendation to
management. Decisions based on the external auditor’s recommendations must be approved by
the City Manager, or their designee.
External auditors shall provide routine advice to the City and to management to assist them in
activities such as establishing internal controls or implementing audit recommendations and
answers to technical questions and provide training. However, they may not direct or unduly
influence management with those decisions.
Any non–audit work related to tax rulings, arbitrage, attestation, compilation, sales tax audits,
counted value audits and financial report assistance proposed by the auditors, or for which the
City wishes to hire them must be consistent with the purchasing provisions of this Manual.
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BudgetaryandFinancialControls
The City will establish and maintain the highest standard of accounting practices, in conformity
with GAAP, Governmental Accounting Standards Board (GASB) guidance and recommended best
practices as provided by the GFOA, along with all applicable laws and regulation governing the
activities of a municipal corporation.
Consistent with Section 7.05 of the Charter, the City shall maintain a structurally balanced budget,
which includes the following:
The City Manager shall submit a balanced budget in which appropriations do not exceed
the total of the estimated revenues and available fund balance as outlined in this Manual;
The City will avoid budgetary strategies or procedures that balance the current budget at
the expense of future budgets;
The City Manager will coordinate the development of the Capital Investment Program (CIP)
with the operating budget, and include all estimated operating costs associated with CIP
activities in the budget projections; and
The budget will provide for the adequate maintenance and orderly replacement of all
capital assets; and
The City will not use short–term borrowing (i.e., less than five years), sell assets or use one–
time accounting measures to balance the operating budget for any fund.
General budgetary and financial control is to be centralized in one department, under the direction
of the Director of Finance /City Treasurer (Finance Director) pursuant to Section 6.04 of the Charter,
whose functions shall include, but not be limited to, the following:
Debt management;
CIP budget management and asset tracking;
Cash management;
Annual Comprehensive Financial Report (i.e., audit);
Financial analysis;
Grant accounting and management;
General accounting;
Investment management;
Operating Budget preparation and monitoring;
Payment of claims against the City;
Payroll;
Purchasing (consistent with Section 6.05 of the Charter);
Special Assessments; and
Utility Billing, revenue collection and all other receipting.
The Finance Department will review, and update, the schedule of fund balances, reserves, and
working capital in all other funds of the City, as needed, and determine adequacy of those cash
and/or fund balances, using specified guidelines and criteria in conjunction with the budgets set
annually.
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The Finance Department will also monitor the performance of the Fridley Fire Relief Association
through its City representatives, pursuant to Minnesota Statute § 424A.04.
Operating Budget Policy
The formal budgeting process provides the primary mechanism by which key decisions are made
regarding the levels and types of services to be provided by the City, given the anticipated level of
available funding sources.
Primary responsibility in the management of budgeted funds lies with the Department Directors.
Such management includes, but is not limited to, reviewing expenditures before authorization,
reviewing monthly financial reports to detect errors and assess progress, and complying with the
revenue and expenditure budgets authorized by the City Council.
Department Directors will be responsible for administration of their assigned budgets, as
determined by the City Manager, and are to submit requests for any required budget adjustments,
such as supplemental appropriations, to the Finance Director before the project, program or
service incurs cost during the budget period.
Budget Development Process
The City will utilize a “target based” service level approach to resource allocation. At the start of
each budget development cycle (as determined by the City Manager or their designee), the City
Manager, in consultation with the City Council, identifies budgetary targets and/or goals for each
department and their program areas. Each program area, project or service will prioritize services
and allocate resources accordingly. The City will attempt to maintain its present service level for all
services identified as priority and/or essential, as determined by the City Manager, within available
funding sources.
The City will utilize procedures that allow departments to integrate priorities and objectives into
the budget requests. All unfunded positions will be automatically removed from the proposed
budget unless the Department Director requests the position remain appropriated due to potential
future funds, such as an external grant. However, all budget assumptions and projections shall be
determined by the Finance Director in consultation with the City Manager.
The City will conservatively estimate and budget its annual expenditures and revenues through an
objective and analytical process. All existing and potential revenue sources shall be reviewed on
an at least an annual basis, and the total of the sums appropriated shall be less than or equal to
the total estimated revenues by fund annually. When possible, the City shall maintain a margin of
3%, which shall be reflected in the budget as contingency or reserve and shall not exceed the level
authorized by Section 7.08 of the Charter.
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The City will publish the proposed budget on its official website at least 10 days prior to the
adoption by the City Council. All publications and preparations of the annual budget documents
shall be consistent with Sections 7.04 and 7.05 of the Charter.
Any City enterprise funds are intended to be self–supporting (i.e., current revenues will cover
current expenditures), including capital improvements, debt services and depreciation. Enterprise
operations are to be reviewed annually for their self–sufficiency.
Budget Compliance
In order to maintain compliance with the annually adopted budget resolution(s), the City shall
maintain a strict budget compliance program with the thresholds established annually by the City
Council through the budget resolution.
For the Operating Budget, ultimate budget adoption and compliance occurs at the department
level. In order to ensure compliance, the City will consider budgetary compliance at the program
level (i.e., personnel services, supplies, capital outlay). Consistent with Section 7.07 of the Charter,
the authority to amend the current year budget shall be as follows:
Description Amount Review Approval
Increase to Overall Greater than $1 City Manager City Council
Department Budget
Inter–Department Greater than $1 City Manager City Council
Amendments
Program Level $175,000 or greaterCity Manager City Council
Amendments (i.e.,
$25,000 to $174,999 Finance DirectorCity Manager
intra–department)
$10,000 to $24,999 Department Director Finance Director
Up to $9,999 Department Director
Under no circumstances may budget adjustments be split to avoid approval thresholds or limits.
In order to effectuate a budget amendment, the Department Directors shall complete the Budget
Amendment Form, which shall be maintained by the Finance Director. All approved budget
amendments shall be subsequently included in the revised annual budget.
Pursuant to Section 7.07 of the Charter, no expenditures may exceed the amounts authorized by
the respective budget resolution, unless actual revenues exceed estimated revenues; and/or by
identifying offsetting decreases in other areas of the budget. In order to maintain compliance with
this section of the Charter, the City will strive to limit transfers within and among departments as
outlined in this Manual.
All costs incurred must be reasonable, necessary and for a bona fide public purpose. Pursuant to
Section 7.06 of the Charter, “Any obligation incurred by an officer or City employee for any purpose
not authorized in the budget resolution or for any amount in excess of the amount appropriated
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in the budget resolution or in excess of available moneys in any fund of the City may be considered
a personal obligation upon the person incurring the expenditure.”
Department Directors shall be responsible for contacting the Finance Director should there be any
questions regarding financial management or if the issue or concern is related to internal controls.
The Finance Director will monitor overall operating and CIP budget progress routinely throughout
the year.
Performance Measurement and Use of Data
The City integrates performance measurement and productivity indicators to measure operational
performance where practical. Performance data for individual departments are included in the
budget document. Performance data should be directly related to the goals and objectives of the
unit and focus on results and accomplishments rather than inputs. Performance measures should
provide a meaningful way to assess the effectiveness and efficiency of each operational unit.
Capital Investment Program Policy
A Capital Investment Program (CIP) will be developed for a period of up to five years. As resources
are available, the most current year of the CIP will be incorporated into the annual budget. The CIP
will be reviewed and updated annually. Years two through five are for planning purposes only and
do not confer any official budget authority. Generally, the CIP will be composed of two parts 1)
capital improvements; and 2) capital equipment.
The City will identify the estimated cost and potential funding sources for each capital project
proposal before it is submitted to the City Council for approval and in that process will determine
the most effective financing method for the proposed project. All construction projects shall
include at least a 10% contingency prior to receiving bids and at least 5% upon acceptance of the
bid. The City will make all capital improvements in accordance with the adopted CIP, which may be
amended by the City Council from time to time.
To be considered in the CIP a project must have an estimated cost of at least $10,000 in one of the
calendar years of the project. Projects may not be combined to meet the minimum standard unless
they are dependent upon each other.
Capital projects and/or capital asset purchases will receive a higher priority if they meet a majority
of the following criteria:
Mandatory project;
Maintenance project;
Improve efficiency;
Provide a new or expand desired service;
Positive effect on operation and maintenance costs;
Availability of external grants;
Elimination of hazards (i.e., improves public safety);
Prior commitments; and/or
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Replacement due to disaster or loss.
In order to maintain compliance with the annually adopted budget resolution(s), the City shall
maintain a strict budget compliance program with thresholds established annually by the City
Council through the budget resolution. For the CIP, ultimate budget adoption and compliance
occurs at the fund level. In order to ensure compliance, the City will consider budgetary compliance
at the individual project level as outlined below:
Description Amount Review Approval
Increase to Overall Greater than $1 City Manager City Council
Fund Budget
Inter–Fund Greater than $1 City Manager City Council
Amendments
Project Level Greater than $175,000 City Manager City Council
Amendments (i.e.,
$25,000 to $174,999 Finance DirectorCity Manager
intra–fund)
$10,000 to $24,999 Department Director Finance Director
Up to $9,999 Department Director
Under no circumstances may budget adjustments be split to avoid approval thresholds or limits.
In order to effectuate a budget amendment, the Department Directors shall complete the Budget
Amendment Form, which shall be maintained by the Finance Director. All approved budget
amendments shall be subsequently included in the revised annual budget.
The City will coordinate development of the CIP with the development of the operating budget.
Future operating costs associated with the new capital improvements will be projected and
included in operating budget forecasts.
The City will maintain all its assets in a manner adequate to protect the City’s and its citizens’
capital investment and to minimize future maintenance and replacement costs. The City will
provide for maintenance and replacement from current revenues where possible.
The CIP is to be presented by the Finance Director annually to the City Council for approval. Any
substantive change to the CIP not addressed in this Manual must be reviewed and adopted by
the City Council.
Capital Assets Policy
Per GASB Statement No. 34, a Capital Asset is defined as the purchase of or improvement to land,
easements, buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are used in
operations and that have initial useful lives extending beyond a single reporting period
For this section of the Manual, the City shall use the following definitions:
Inventory, an inventory of capital assets will be reviewed and updated annually;
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Reporting, the capital asset inventory will be reported within the Annual Comprehensive
Financial Report (in accordance with governmental accounting standards);
Depreciation, all capital assets within the inventory (excluding land and easements) will be
depreciated evenly based on their original or historical valuation over their estimated
useful life.
Asset Capitalization and Depreciation Tables
The Citywill accountforallcapital assetsthathave auseful lifeof greaterthantwoyearswith
values equal to or exceeding those in the following table:
Asset Classification or Type Value
Land$1
Vehicles $10,000
Machinery and Equipment $10,000
Furniture and Office Equipment $10,000
Recreation Equipment$10,000
Building and Building Improvements $25,000
Land Improvements $25,000
Infrastructure $50,000
Bulk Asset Purchase $100,000
The following ranges represent guidelines in setting estimated useful lives for capital asset
reporting:
Asset Classification or Type Depreciation
LandNot depreciable
Land Improvements
Athletic fields and playfields 15 years
Fencing 15 years
Irrigation systems& outsidelighting 15 years
Retainingwalls 10 years
Parkinglots 20 years
Landscaping (including trees & shrubs)10–15 years
Easements Not depreciable
Buildings and Building Improvements:
Buildings 25–40 years
Park Shelters 20 years
Roofing, FireSprinkling, Electrical,Plumbing 20 years
HVAC Systems 15 years
Cabinetry andPermanent Furnishings10 years
Well Rehab. andReconstruction5–20 Years
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Cars,Vans,LightTrucks3–10years
Medium/HeavyDutyTrucks8–16years
FireTrucks15–25Years
Machinery and Equipment
Heavy Equipment(Sweepers, Loaders) 10–20 years
Tractors 15 years
Mowers 7–10 years
Firefighting Equipment 10 years
Other Equipment7–15 years
WellPumpsandEquipment20–25Years
Furniture and Office Equipment 3–10 years
Recreation Equipment
Playstructures 10 years
Scoreboards 10 years
Tennis and BasketballCourts20 years
Information Technology
Telecommunication Systems (e.g., Fiber Optic)25 years
Servers, Network Switches and Firewalls 5 years
Infrastructure
Bridges 25 years
Streets(includes curb and gutters) 25 years
Sidewalksand Trails15years
WaterDistribution50 years
Sanitary Sewer Collection
Mains and Lines50 years
Lift Stations, Equipment&Liners 20–30 years
Storm Water System
Mains andStorm Ponds 50 years
Catch Basins, Culverts, Manholes25 years
Non–Structural BMPs10–25 years
Structural BMPs 25–50 years
Streetlights and Traffic SignalSystem 25 years
Other Infrastructure20–50 years
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Disposition of Capital Assets
Capital Assets may be disposed of, in accordance with State guidelines, through the following
methods:
Sold by a public auction or advertisement for bids;
Exchanged or “traded–in” for a replacement;
Donated in a manner consistent with the Donation section of this Manual;
Retired, recycled or placed in garbage (i.e., obsolete, broken items); and
Salvaged, after the end of its useful life.
Fiscal Agent Services Policy
From time to time, the City, in order to support applicable public purposes or other community–
wide benefits, may agree to provide fiscal agent services to an external organization. If the City
determines such an arrangement would be in the best interest of both parties, the following Fiscal
Agent Service Policy shall apply and control.
Eligibility
The City shall only provide fiscal agent services to a 501(c)(3) organization fulfilling a statutorily
recognized public purpose or other community–wide benefit as determined by the City. All
requests for fiscal agent services shall be reviewed on a case–by–case basis. If the City maintains a
same or similar business relationships with other organizations, such relationships shall not be a
basis for the approval or denial of any individual request.
All fiscal agent services arrangements shall be governed by a written Fiscal Agent Services
Agreement (Agreement) approved by the governing board of the external organization and the
City Council. Any costs associate with the creation, review and implementation of this Agreement
shall be borne by the external organization through a non–refundable, administrative fee as
determined by the City.
The City shall not provide fiscal agent services for any unincorporated associations or groups. It
may also deny any request for fiscal agent services at any point prior to the approval and execution
of the Agreement.
Fiscal Agent Services Requirements
The Agreement shall outline the type of assistances and services to be provided by the City.
Generally, these services may be administrative, financial or legal in nature. The City may also
provide access to insurance products and other services through its vendors. As a rule, the City will
not provide programmatic assistance (e.g., providing staff for an event) or waive fees or similar
costs charged to the general public (e.g., park shelter rental fee). All services outlined in the
Agreement shall be conducted in a manner consistent with the legal requirements and best
practices of the City, State, and applicable accounting standards.
Any material changes, as determined by the City, in the activities of the external organization shall
require the written approval of the City, and a subsequent modification of the Agreement by the
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City Council. The City shall not provide any fiscal agent services associated with any unapproved
activities, or activities not otherwise contemplated by the Agreement.
The external organization shall support all costs associated with the fulfillment of the Agreement,
including, but not limited to: annual audit requirements; interim reports and other requests for
information; banking needs; daily and regular transactions and associated fees; amendments to
the Agreement; legal services; insurance premiums; and other costs determined by the City to
support the letter and spirit of the Agreement. The City may also charge up to a 5% administrative
fee based on the total expenditures of the external organization annually in addition to the costs
outlined above.
On behalf of the external organization, the City, as the Fiscal Agent, shall establish and maintain a
separate Fiduciary Fund to segregate applicable financial activities. The City shall only disburse, or
release funds associated with such as account upon the written authorization of at least two parties,
as identified in the Agreement, upon a form(s) determined by the City. The maintenance of all funds
shall be consistent with the internal controls established for regular City business activities.
The City will maintain all financial records associated with the external organization according to
GAAP and OSA requirements, as well as any other applicable standards associated with the
business activities of the external organization (e.g., grant covenants). The external organization
shall support the cost of any employee trainings or certifications necessary to support its business
activities.
The Agreement shall also indemnify the City and allow the City Council to terminate upon a 90–
day written notice. Additionally, if the City Council determines any illicit, illegal and/or disreputable
activities on the part of the external organization, it may terminate the Agreement if the external
organization either fails to or cannot remedy the situation(s) in 10 days. If the City terminates the
Agreement, it shall provide all data and information to the external agency upon request and to
complete required reports and submissions.
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Cash and Investment Management
In order to maintain compliance with applicable Federal regulations, State laws and Charter
provisions, the City shall maintain the following standards with respect to cash and investment
management.
Forfeited AssetsPolicy
The City receives property and money through law enforcement seizures under Federal Law
21USCS Section 881(e) and Minnesota Statutes, Sections 609.531–609.5317, and 169A.63.
The City will use proceeds from these seizures as defined in State law and Department of Justice
guidelines. Forfeited assets (e.g., property, cash) will be used:
Only for law enforcement purposes;
Only as a supplement to budgeted funds; or
Not as a source to supplant ordinary operating expenses.
The City will establish procedures to ensure the safekeeping of forfeited property and funds until
such time as they are used for approved purposes. The City will use forfeited funds for appropriate
Police and City Attorney purposes, including, but not limited to the following.
Vehicles
o Forfeited automobiles may be used to supplement the police fleet, but not to
replace existing budgeted vehicles.
o Unused vehicles will be stored, sold according to City policy, and the proceeds used
according to this Forfeited Assets Policy.
Other Property
o May be used in ongoing Police and City Attorney operations.
o Will be sold if no police use is imminent and cash proceeds used according to this
Forfeited Assets Policy.
Cash
o Forfeited Funds activity budget will be presented for approval to the City Council
with the regular City budget each year.
o Unbudgeted, proposed purchases will be presented as a budget amendment
consistent with the Operating Budget Policy of this Manual and Charter.
Examples of Appropriate Uses of Cash
• Vehicles may be rented that do not supplant vehicles normally provided through City
funds; such vehicles are in addition to the regular fleet.
• Equipment may be purchased providing it is not part of the regular budget.
• Overtime may be paid provided it is unanticipated in the rest of the Police and City Attorney
budgets.
• Training costs in addition to those in the regular budget may be paid.
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Examplesof InappropriateUses
Purchasing any item(s) with forfeited funds that are already approved in the regular budget.
Paying regular salaries or benefits from drug forfeiture funds but permitted for Driving
Under the Influence (DUI) forfeiture fund as part of program operation.
Purchasing anything for other City departments unless for a law enforcement purpose.
Capital purchases previously approved for purchase with City funds.
Fund Balance Policy
The purpose of this Fund Balance Policy is to establish appropriate fund balance levels for each
fund that is primarily supported by property tax revenues or user fees. These policies will ensure
that adequate resources are available to meet cash flow needs for carrying out the regular
operations of the City.
The GFOA’s guiding principle for classifying the various components of fund balance is to indicate
the extent to which the government is bound to honor constraints on the specific purposes for
which amounts in the fund can be spent. Following governmental accounting standards, the City
has three basic categories: governmental funds, proprietary funds, and fiduciary funds. This Fund
Balance Policy applies only to the governmental categories.
Government Accounting Standards Board Statement No. 54, Fund Balance Reporting and
Governmental Fund Type Definitions, altered the categories and terminology used to describe the
components of fund balance in the governmental funds (but it does not apply to the proprietary
or fiduciary funds). The City’s governmental funds include the following fund types:
General Fund;
Special Revenue Funds;
Debt Service Funds; and the
Capital Projects Funds.
For the purpose of GASB Statement No. 54 and thisManual, the following definitions shall apply
to the types of fund balances:
Fund Balance, the difference between assets and liabilities reported in a governmental fund;
Non–Spendable Fund Balance, amounts that are not in a spendable form (e.g., prepaid
items and inventories of supplies); resources that must be maintained intact pursuant to
legal or contractual requirements are also considered non–spendable;
Restricted Fund Balance, amounts subject to externally enforceable legal restrictions (e.g.,
creditors, grantors, contributors, and by law through constitutional provisions or enabling
regulations);
Unrestricted Fund Balance, the total of committed fund balance, assigned fund balance,
and unassigned fund balance, as described below;
Committed Fund Balance, amounts that can be used only for the specific purposes
determined by a formal action of the government’s highest level of decision-making
authority (i.e., City Council). Commitments may be changed or lifted only by the City
Council taking the same formal action that imposed the constraint originally. The City
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Council must act on these commitments before year end;
Assigned Fund Balance, amounts a government intends to use for a specific purpose; intent
can be expressed by the government body or by an official or body to which the governing
body delegates the authority; and
Unassigned Fund Balance, amounts that are available for any purpose in the General Fund.
The City Council authorizes the Finance Director and/or City Manager to assign fund balances that
reflects the City’s intended use of those funds. When both restricted and unrestricted resources are
available for use, it is the City’s policy to first use restricted resources, and then use unrestricted
resources as they are needed. When unrestricted resources are available for use, it is the City’s
policy to use resources in the following order; 1) committed 2) assigned 3) unassigned.
General Fund
The General Fund is established to account for all revenues and expenditures which are not
required to be accounted for in other funds. Revenue sources include property taxes, license and
permit fees, fines and forfeits, charges for services, intergovernmental revenues, investment interest
earnings and transfers.
The General Fund will have committed fund balances at year end for any purchase order
encumbrances and budget carryovers. The General Fund may have a portion of its fund
balance classified as non–spendable if there are long term receivables, inventories, or prepaid
items. The General Fund is the only fund that can have any unassigned fund balance.
The City will strive to maintain an unassigned fund balance in the General Fund in the range of
35%–50% of the subsequent year’s budgeted expenditures. Since a significant source of revenue
in the General Fund comes from property taxes, maintaining a fund balance that is equal to at least
five months of operating expenditures ensures that sufficient resources are available to fund basic
City functions between property tax settlements. This range is in conformance with guidance from
the OSA. An assignment or restriction of fund balance may be used to offset revenues earned in
one year where substantial services are required to be performed in the next fiscal period.
Special Revenue Funds
Special Revenue Funds are used to account for and report the proceeds of specific revenue
sources that are restricted or committed to expenditures for specified purposes other than debt
service or capital projects. Consistent with GASB Statement No. 54, substantial inflows of revenues
into a Special Revenue Fund must be either restricted or committed in order for the fund to
be considered a Special Revenue Fund. The table on the next page restricts/commits the Special
Revenue Funds for the City.
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Special Revenue Funds, Designations
FundSpecial Revenue Source Restricted/Committed For
Cable Television Cable Franchise FeesMarketing and
Communication Activities
Solid Waste Abatement Federal and State Grants, User Recycling Activities
Fees
Alcohol, Drug, Gambling Federal and State ForfeituresPolice Activities
Forfeiture
Police ActivityFederal, State and County Police Activities
Grants
Springbrook Nature CenterProperty Taxes and User FeesSpringbrook Nature Center
Activities
Solid Waste Abatement Fund. The Solid Waste Abatement Fund is a Special Revenue Fund that
provides for curbside recycling pickup throughout the City, as well as recycling drop–off events
during the year. It receives the majority of its funding from user fees. The fund balance for this fund
shall be consider committed.
The City will strive to maintain a fund balance in the Solid Waste Abatement Fund in the range of
10%–15% of the subsequent year’s budgeted expenditures. This lower percentage is deemed
adequate since revenues are received monthly as part of the utility billing process.
Springbrook Nature Center Fund. The Springbrook Nature Center (SNC) Fund pays for the
ongoing operations of the SNC, as well as associated capital investment projects in concert with
other City funds. Property taxes and user fees make up the majority of the revenues for this fund.
The fund balances are both restricted and committed depending on the activity. The City shall
consider any donations made for specific purposes but unexpended by the City as restricted. The
portion of the fund balance comprised of user fees and property taxes shall be committed for use
by the SNC.
The City will strive to maintain a fund balance in the Springbrook Nature center Fund in the range
of 35%–50% of the subsequent year’s budgeted expenditures.
Cable Television Fund. The Cable Television Fund pays for the ongoing operations for cable
television programming, community marketing and other communications, as well as capital
investment projects required for broadcasting equipment. Franchise fees make up the majority of
the revenues for this fund. This fund balances are both restricted and committed by the franchise
agreements. The Public Education and Government (PEG) Fee revenues are restricted per the
franchise agreement. The Cable Television Franchise Fees are committed.
The City will strive to maintain afund balance in the Cable Television Fund in the range of 25%–
50% of the subsequent year’s budgeted expenditures.
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Public Safety Support Fund.The Public Safety Support Fund administers grants and payments
from a variety of intergovernmental agencies for public safety purposes. Payment from other
agencies and grant proceeds make up the majority of the revenues for this fund. The fund balances
for are both committed and restricted depending on the activity. For the Public Safety Data System
Manager, the payments from Anoka County shall be committed. Any grant proceeds recorded in
the fund shall be restricted.
Given the type of activity supported by the fund, and the fact that external revenues support all of
the costs associated with it, the City does not maintain fund balance policy for the fund.
Forfeiture Funds.The City maintains three Forfeiture Funds, which payfor eligible purchases
associated with applicable activities (e.g., drugs, alcohol enforcement) as outlined in Federal
regulations and State law (e.g., DUI training). Assets forfeitedor seized due to criminal activities
are recorded in this fund based on formulas established by either Federal regulations or State
laws. Given that all allowable expenditures are controlled by law, all forfeited assets shall be
considered restricted.
Given the type of activity supported by the fund, the City does not maintain a fund balance policy
for it.
Debt Service Funds
Debt service fund balances are considered restricted as they are resources that are being
accumulated for payments of principal and interest maturing in current and future years.
Capital Project Funds
Capital project funds are used to account for and report financial resources that are restricted,
committed, or assigned for capital outlays, including the acquisition or construction of capital
facilities and other capital assets. They also accumulate funds for future, planned expenditures.
The City shall consider all Capital Project Funds as assigned fund balances, except in the following
circumstances:
Long–term receivables, inventories, and prepaid items, which shall be non–spendable;
Proceeds from the sale of bonds, and any Municipal State Aid held by the City or similarly
designated funding, which shall be restricted; and
Funds held for the Capital Equipment Fund and Community Investment Fund shall be
committed.
For any other activity, the City Manager or their designee shall determine the fund balance
classification. Given the type of activities supported by these funds (e.g., one–time expenditures),
the City does not maintain fund balance policies for each individual fund.
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Enterprise Funds
These funds were established to account for the operation of Water, Sanitary Sewer, Storm Water
and Municipal Liquor operations which are designed to be self–supporting from user charges and
fees.
Water.This fund is used to account for the provision of water services for the customers of the City
related to administration, operations and capital outlay. This fund is financed predominantly
through user charges and fees.
The City will strive to maintain a cash balance in the Water Utility Fund in the range of 50%–100%
of the subsequent year’s budgeted operating expenses less depreciation, plus the subsequent
year’s debt service and capital improvement obligations. Since a significant source of revenue in
the Water Fund comes from user charges and fees, maintaining a cash balance in this range ensures
that sufficient resources are available to fund basic City functions between receipts of user charges
and fees. In addition, due to the mature water infrastructure within the City, a higher percentage
of fund balance is prudent to address any potential issues.
Sanitary Sewer. This fund is used to account for the provision of sanitary sewer collection and
conveyance for the customers of the City related to administration, operations and capital outlay.
This fund is financed predominantly through user charges and fees.
The City will strive to maintain a cash balance in the Sanitary Sewer Utility Fund in the range of
50%-100% of the subsequent year’s budgeted operating expenses less depreciation, plus the
subsequent year’s debt service and capital improvement obligations. Since a significant source of
revenue in the Sanitary Sewer Fund comes from user charges and fees, maintaining a cash balance
in this range ensures that sufficient resources are available to fund basic City functions between
receipts of user charges and fees. In addition, due to the age of the sanitary sewer infrastructure
within the City, a higher percentage of fund balance is prudent to address any potential issues.
Finally, due to the volatility of charges from Metropolitan Council Environmental Services, and
being it encompasses a significant portion of total expenditures, it is also prudent to keep a higher
percentage of fund balance.
Storm Water. This fund is used to account for the provision of storm water collection, conveyance
and water quality management for the customers of the City related to administration, operations
and capital outlay. This fund is financed predominantly through user charges and fees.
The City will strive to maintain a cash balance in the Storm Water Fund in the range of 50%–100%
of the subsequent year’s budgeted operating expenses less depreciation, plus the subsequent
year’s debt service and capital improvement obligations. Since a significant source of revenue in
the Storm Water Fund comes from user charges and fees, maintaining a cash balance in this range
ensures that sufficient resources are available to fund basic City functions between receipts of user
charges and fees. In addition, due to the age of storm water infrastructure and the potential for
emergency events within the City, a higher percentage of fund balance is prudent to address any
potential issues.
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Municipal Liquor.This fund is used to account for the operations of the City’s off–sale liquor
stores. This fund is financed predominantly through the sale of liquor and similar items.
The City will strive to maintain a cash balance in the Municipal Liquor Fund in the range of 5%–
15% of the subsequent year’s budgeted expenses. Due to the correlation of sales to purchases of
inventory, a lesser cash balance percentage is justifiable. This will ensure that sufficient resources
are available to fund Municipal Liquor operations and future capital improvements.
Carryovers and Encumbrances
At year end, the City Council may approve purchase order encumbrances and budget carryovers
in the form of a revised budget. Both the encumbrances and the budget carryovers will be
considered committed fund balances upon approval of the City Council through the subsequent
annual budget.
Self–Insurance Fund Policy
The City will maintain a separate Self–Insurance Fund within its financial structure to support the
cost of certain insurance and risk management programs. The Self–Insurance Fund will be the first
fund to respond to insurance premiums, claims and other costs, including those defending a claim
against the City, which will allow the City to accept higher deductibles, thereby reducing the
premiums paid on its insurance policies. It will also provide protection from fluctuating insurance
premiums due to changes in the insurance markets.
The City shall calculate, at least annually, an estimated working capital requirement for the Self–
Insurance Fund. The working capital estimate should include the actual claims from the last three
completed years, plus 50% for unexpected claims. If this analysis and formula determines the
available working capital to be inadequate, the City Council shall transfer monies from other funds
subject to its authority to satisfy the estimated amount.
Generally, the City shall consider the proportionate share of claims by activity and/or department
to address any funding shortfall. Claim payments will be made from the Self–Insurance Fund for
all claims against the City. Contributions to the Self–Insurance Fund are calculated annually by
considering premiums, claims history and other factors, such as the insured value of property and
equipment, as well as the number of vehicles assigned to each department.
The City Council may only transfer monies from the Self–Insurance Fund after at least three years
of actual expenditures and claim experience, or a report from a qualified, external consultant,
indicates excess funding. The fund balance will be reviewed each year during the annual budget
preparation. The City Manager or Finance Director shall approve all Self–Insurance Fund activities,
consistent with other sections of this Manual.
The City will utilize the services of a professional Risk Manager, either on–staff or by contract, to
administer a risk avoidance and mitigation program. The City will periodically conduct educational
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safety and risk avoidance programs within the various departments. Staff will report to the City
Manager, at least annually, on the results and costs of the risk management program for the
preceding year.
The City will conduct at least every five years, using external consultants, a comprehensive risk
management study and will implement the corresponding recommendations for the improvement
of risk management that are found to be feasible and cost–effective. The City will maintain the
deductible amount considered prudent in light of the relationship between the cost of insurance
and the City’s ability to sustain both per occurrence and annual loss costs.
Planned drawdown of the Self–Insurance Fund below the estimated working capital level will be
permitted for operational purposes to cover extraordinary expenditures or to reduce the impact
of increasing premiums or claims experience. Reductions in the fund balance are meant to be
temporary and must be resolved through rate adjustments, implementation of a new permanent
revenue source or reduction in expenditure levels. Surplus fund balance above the minimum level
may be used to defer or reduce payments needed to support risk management operations.
Investment Policy
This Investment Policy specifically outlines the investing philosophy and practices of the City and
serves as a reference point for the management of City assets. It is the policy of the City to invest
public funds in a manner which will provide for the following in order of importance: safety,
liquidity and yield (i.e., return on investment) that conforms to all Federal, State and local
regulations governing the investment of public funds.
The purpose of this Investment Policy is to develop an overall program for cash investments
management, including: a high degree of professionalism; to ensure public trust; to establish that
elected and appointed officials and employees are fiduciaries of a portfolio, which shall be subject
to public review; and to establish cash investment objectives, delegation of authority, standards of
prudence, internal controls, authorized investments, selection process for investments, and broker
representations.
Scope
This Investment Policy applies to all financial assets of the City. These funds are accounted for
within the City’s Annual Comprehensive Financial Report and include:
General Fund;
Special Revenue Funds;
Capital Project Funds;
Debt Service Funds;
Enterprise Funds;
Internal Service Funds;
Trust and Agency Funds; and
Any new fund created by the City, unless specifically exempted by City Council; and/or
falling under the constraints of a separate section of State law other than Chapter 118A.
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Prudence
Investments shall be made with judgment and care, under circumstances existing at the time the
investment is made, which persons of prudence, discretion and intelligence exercise in the
management of their own affairs, not for speculation, but for investment, considering probable
safety of the capital as well as interest yield to be derived.
The standard of prudence to be used by investment officials shall be the “prudent investor”
standard and shall be applied in the context of managing the overall portfolio. Investment officers
acting in accordance with written procedures and this Investment Policy and exercising due
diligence shall be relieved of personal liability for an individual security’s credit risk or market price
changes, provided deviations from expectations are reported in a timely fashion and appropriate
action is taken to control adverse situations. Investment procedures developed for the Finance
Department must be complied with by those with access to and management responsibilities for
City investments, including any external investment managers, advisors, consultants, brokers
and/or counterparties.
Objective
At all times, investments of the City shall be made in accordance with Minnesota Statutes Chapter
118A and amendments thereto. The primary objectives of the City's investment activities shall be
in the following order of priority.
Safety.Safety of principal is the foremost objective of the investment portfolio. Investments shall
be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio.
The objective will be to mitigate credit risk, interest rate risk, and custodial risk.
Credit Risk. Credit Risk is the risk of loss due to failure of the security issuer to make payments on
time and/or in full. Credit Risk will be minimized by:
Limiting investments to the type of securities listed in this Investment Policy; and
Diversifying the investment portfolio so that the impact of potential losses from any type
of security or from any one individual issuer will be minimized.
Interest Rate Risk. Interest Rate Risk is the risk that the market value of securities in the portfolio
will fall due to changes in general interest rates. The City will minimize Interest Rate Risk by
structuring the investment portfolio so that securities mature to meet cash requirements for
ongoing operations, thereby avoiding the need to sell securities on the open market prior to
maturity. The City has also established diversification guidelines and maturity limits to control the
sensitivity of the portfolio to changes in interest rates.
Custodial Risk. The City will minimize deposit Custodial Risk, which is the risk of loss due to failure
of the depository bank (or credit union), by obtaining collateral or bond for all uninsured amounts
on deposit, and by obtaining necessary documentation to show compliance with state law and a
perfected security interest under federal law.
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The City will minimize investment Custodial Risk by maintaining custody of securities and cash
holdings with an eligible custodian(s) that meets statutory and Investment Policy requirements or
with a Federal Reserve Bank. Investment Custodial Risk is the risk that in the event of failure of a
custodian, such as a broker/dealer, the City will not be able to recover the value of its investment
securities that are in possession of an outside party and in that party’s nominee name for which
the City is a beneficial owner. Investments in investment pools and money markets are not
evidenced by securities that exist in physical or book entry form, and therefore are not subject to
custodial Credit Risk disclosures.
Liquidity
The City’s investment portfolio will remain sufficiently liquid to enable the City to meet all operating
requirements that might reasonably be anticipated. The portfolio will be structured so that
securities mature concurrent with cash needs to meet anticipated demands (i.e., static liquidity).
Furthermore, since all possible cash demands cannot be anticipated, the portfolio should consist
largely of securities with active secondary or resale markets (i.e., dynamic liquidity). Alternatively, a
portion of the portfolio may be placed in money market mutual funds or local government
investment pools which offer same day liquidity for short–term funds.
Yield
The City’s investment portfolio shall be designed with the objective of attaining a market rate
return. Securities shall generally be held until maturity with the following exceptions:
A security with declining credit may be sold early to minimize loss of principal and the risk
the investment will no longer comply with the requirements of Minnesota statutes, chapter
118A;
A security swap (simultaneous sale and purchase) would improve the quality, yield, or target
duration in the portfolio; and
Liquidity needs of the portfolio require that the security be sold.
Trading
Portfolio purchases will focus on holding investments until maturity to maintain securities at
amortized value. Excessive investment portfolio turnover commonly referred to as “trading” or
“overtrading” to obtain short–term gains is not consistent with the City’s stated investment
objectives and will be prohibited.
Delegation of Authority
The investment program shall be operated in conformance with Federal, State, and other legal
requirements. Authority to manage the City’s investment program is derived from the following:
Minnesota Statutes Chapter 118 A, Deposit, and Investment of Local Public Funds; and
Fridley City Charter Section 7.13, Receipts to go to City Treasurer.
Management responsibility for the investment program is hereby delegated to the Finance
Director, who shall establish written procedures for the operations of the Investment Program
consistent with this Investment Policy. The Finance Director, with assistance from Finance
Department, monitors performance of the investment portfolio, and ensures that proper internal
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controls are developed to safeguard investments assets. Procedures should include reference to:
safekeeping (custody), delivery versus payment (DVP), investment accounting, wire transfer
agreements, collateral/depository agreements and banking service contracts. Such procedures
shall include explicit delegation of authority to persons responsible for investment transactions.
No person may engage in an investment transaction except as provided under the terms of this
Investment Policy and the procedures established by the Finance Director. The Finance Director or
Assistant Finance Director shall be responsible for all investment transactions and shall establish a
system of controls to regulate the activities of subordinate officials and any external parties.
Ethics and Conflicts of Interest
Officers and employees involved in the investment process shall refrain from conducting personal
business activity that could conflict with proper execution of the investment program, or which
could impair their ability to make impartial investment decisions. Investment officials shall annually
disclose to the City Clerk any material financial interests as required by State statute on an annual
Statement of Economic Interest form. Employees and officers shall subordinate their personal
investment transactions to those of the City, particularly with regard to the time of purchases and
sales, and shall refrain from undertaking personal investment transactions with the same
individual(s) with whom business is conducted on behalf of the City.
Authorized Broker/Dealersand Investment Advisors
The City will conduct investment transactions only with authorized broker/dealers that have met
the following criteria:
They act as primary or regional dealers that qualify under Securities & Exchange
Commission (SEC) Rule 15C3-1 (Uniform Net Capital Rule); and
Submit annually to the Finance Director an OSA Broker Certification Form.
All broker/dealer relationships, providing they meet the above requirements, will be maintained at
the discretion of the Finance Director. The purchase of all investments must be from institutional
brokers.
The City may enter into contracts with investment advisory firms at the discretion of the Finance
Director when their services are deemed beneficial to the City. Any such firm must be registered
under the Investment Advisor’s Act of 1940. The advisor may have authority to transact investments
on behalf of the City and must comply with State statute and this Investment Policy.
Authorized and Suitable Investments
Based on the investment objectives as defined in this Investment Policy, the City will limit its
investments to securities authorized under Minnesota Statute 118A and future revisions. Current
statute allows the City to invest in the following:
United States Securities including bonds, notes, bills, mortgages, or other securities that are
direct obligations or are guaranteed or insured issues of the United States, its agencies, its
instrumentalities, or organizations created by an act of Congress. Mortgage–backed
securities that are defined as high risk or in certificates of deposit secured by letters of credit
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issued by federal home loan banks are not permissible investments;
General obligation of state or local governments with taxing powers rated A or better by a
national bond rating services;
Revenue obligations of state or local governments rated AA or better by a national bond
rating service;
General obligation of the Minnesota Housing Finance Agency, which is a moral obligation
of the State of Minnesota, rated A or better by a national bond rating service;
Any security which is an obligation of a school district with an original maturity not
exceeding 13 months and (i) rated in the highest category by a national bond rating service
or (ii) enrolled in the credit enhancement program pursuant to section 126C.55, Minnesota
statutes.
Certificates of Deposits (i.e., Time Deposits) that are fully insured by the FDIC or the NCUA;
Bankers acceptances of United States banks rated with the highest short-term credit rating
of any two Nationally Recognized Statistical Rating Organizations (NSROs), with a
maximum maturity of up to 270 days from the date of purchase;
Commercial paper issued by United States corporations or their Canadian subsidiaries that
is rated in the highest rating category by at least two nationally recognized rating agencies
and matures in 270 days or less;
Money Market Mutual Funds provided such investment company is registered under the
Federal Investment Company Act of 1940, and which holds itself out as a money market
fund meeting the conditions of rule 2a-7 of the SEC and is rated in one of the two highest
rating categories for money market funds by at least one nationally recognized statistical
rating organization, or whose shares are registered under the Federal Securities Act of 1933,
as long as the investment company’s fund receives the highest credit rating and is rated in
one of the two highest risk rating categories by at least one nationally recognized statistical
rating organization and is invested in financial instruments with a final maturity no longer
than 13 months.
Shares of a Minnesota joint powers investment trust whose investments are restricted to
securities described under sections 118A.04, 118A.07 and subdivision 7, Minnesota
statutes.
In addition, the share value of the money market funds must be equal to $1.00. The Minnesota
Municipal Money Market Fund (4M) that was established by the League of Minnesota Cities in 1987
to address the investment needs of Minnesota cities.
Concentration of Credit Risk
It is the intent of the City to diversify its investments and thereby reduce the risk of loss resulting
from the over–concentration of assets in a specific maturity, issuer, institution or market sector. No
more than 50% of the entity’s total investment portfolio will be invested in a single market sector
and no more than 15% of the overall portfolio may be invested in the securities of a single issuer.
The following investments are exempt from diversification restrictions: U.S. Treasury and Agency
securities, Money Market Funds, Local Government Investment Pools and Deposits fully insured by
the FDIC or NCUA.
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Due to the fluctuations in the value of the portfolio, maximum percentages for a particular issuer
or investment type may be exceeded at a point in time subsequent to the purchase or maturity of
a particular security. Securities need not be liquidated to realign the portfolio; however,
consideration should be given to this matter when future purchases are made.
Given the smaller portfolio of the Housing and Redevelopment Authority (HRA), the above
restrictions will be waived. Prudent judgment in regard to concentration of credit risk should still
be exercised when possible.
Collateralizations
In accordance with Minnesota Statute 118a.03, financial institutions will be required to provide
collateral on the following:
Certificates of Deposits (i.e., Time Deposits); and
Demand Deposits.
The City chooses to limit collateral to the following U.S. government securities:
Treasury Bills;
Treasury Notes;
Treasury Bonds;
Federal National Mortgage Associations (FNMA);
Federal Home Loan Bank (FHLB);
Federal Farm Credit Bank (FFCB);
Government National Mortgage Association (GNMA); and
Federal Home Loan Mortgage Corporation (FHLMC).
Deposits may additionally be collateralized by an irrevocable standby letter of credit issued by
Federal Home Loan Banks.
The underlying securities will be subject to periodic (i.e., monthly) market valuations to ensure there
is no market exposure. In order to anticipate market changes and provide a level of security for all
funds, the collateralization level will be 110% of market value of principal and accrued interest
except that where the collateral is irrevocable standby letters of credit issued by Federal Home
Loan Banks. The amount of collateral shall be at least equal to the amount on deposit at the close
of the financial institution’s banking day.
For cash deposits on–hand collateral will always be held by an independent third party with whom
the City has a current custodial agreement. Clearly marked evidence of ownership (i.e., safekeeping
receipt) must be supplied by the entity and retained. Collateralization shall be in the form of specific
securities held for the City. The only exceptions are FDIC, Securities Investor Protection Corporation
(SIPC) and pre–approved insurance coverage. The right of collateral substitution is granted, subject
to approval from the Finance Director.
Safekeeping and Custody
The investment dealer or bank from which the security is purchased shall issue a confirmation ticket
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to the City listing the specific instrument, issuer, coupon, maturity, Committee on Uniform Security
Identification Procedures (CUSIP) number, purchase or sale price, transaction date, and other
pertinent information. The financial service provider who executes the transaction on the City’s
behalf, if any, shall deliver all securities on a delivery versus payment method (DVP) to the
designated custodian. DVP is a way of controlling the risk to which securities market participants
are exposed. Delivery of securities (i.e. the change in their ownership) is done simultaneously with
payment. This means that neither the buyer nor the seller is exposed to the risk that the other will
default.
Investments, contracts, and agreements may be held in safekeeping with:
Any Federal Reserve Bank; and
Any bank authorized under the laws of the United States or any state to exercise corporate
trust powers including, but not limited to, the bank from which the investment is purchased.
A securities broker-dealer or an affiliate of it, that is registered as a broker-dealer under
chapter 80A or is exempt from the registration requirements; is registered by the
securities and exchange commission; and maintains insurance through the Security
Investor Protection Corporation (SIPC) or excess insurance coverage in an amount equal
to or greater than the value of the securities held.
The City’s ownership of all securities should be evidenced by written acknowledgements identifying
the securities by:
The names of the issuers;
The maturity dates;
The interest rates; and
Any CUSIP, serial numbers, or other distinguishing marks.
The City may not invest in securities that are both uninsured and not registered in the name of the
City and are held by either the counterparty or the counterparty’s trust department or agent, but
not in the name of the City.
Maximum Maturities
To the extent possible, the City will attempt to match is investment maturities with anticipated cash
flow liquidity demands (static liquidity). Portfolio maturities shall be staggered to avoid undue
concentration of assets in a specific sector. Maturities selected shall provide for stability of income
and reasonable liquidity. Because of the inherent difficulties in accurately forecasting cash flow
requirements, a portion of the portfolio should be continuously invested in readily available funds
such as local government investment pools, money market funds, or overnight repurchase
agreements to ensure that appropriate liquidity is maintained to meet ongoing obligations. The
City’s goal will be to have at least 50% of the City’s funds in each investment portfolio invested in
securities maturing in 5 years or less, with no more than 50% of the City’s funds being invested in
securities maturing from 5 to 10 years. Maturity is measured by average life, worst call date or
expected life as opposed to final maturity.
Maturities selected shall provide for stability of income and reasonable liquidity. Because of the
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inherent difficulties in accurately forecasting cash flow requirements, a portion of the portfolio
should be continuously invested in readily available funds such as local government investment
pools and/or money market funds to ensure that appropriate liquidity is maintained to meet
ongoing obligations.
Internal Control
The Finance Director is responsible for establishing and maintaining an internal control structure
designed to ensure that the assets of the City are protected from loss, theft or misuse. The internal
control structure shall be designed to provide reasonable assurance that these objectives are met.
The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed
the benefits likely to be derived; and (2) the valuation of the costs and benefits requires estimates
and judgments by management.
The City will engage an external auditor for an annual independent review to assure compliance
with policies and procedures.
Performance Standards
The investment portfolio will be designed to obtain a market average rate of return during
budgetary and economic cycles, considering the City’s investment risk constraints and cash flow
needs. The investment portfolio will be structured to meet specific criteria addressing safety,
liquidity and yield. The City’s reporting system will provide information concerning cash position,
investment performance, and percentage of the portfolio that is invested by security issuers and
maturity structure.
Market Yield/Benchmark
The City’s investment strategy is conservative. Under this conservative philosophy, the City will
purchase investments that fit in accordance with this policy. Given this strategy, the Finance
Director may establish benchmarks, as appropriate, based on the investment needs of the City.
Reporting
The Finance Director shall provide at least quarterly reports to the City Manager on the investment
activity and returns of the City, which will include: security diversification information, maturity
breakdowns and investment earnings, and a brief summary of current economic conditions
affecting the portfolio. The City will also report this information as part of the Annual
Comprehensive Financial Report.
Community Investment Fund Policy
The City acknowledges the limited financial resources available to support various capital projects
throughout the community, such as improvements to park and recreation facilities, and public
utilities. As such, this Community Investment Fund Policy shall create and provide guidance
regarding the use of a Community Investment (CI) Fund to support capital project costs.
Generally, the CI Fund shall be used to issue interfund loans to support the cost of long–term
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improvements to utilities owned and operated by the City. Upon repayment, the interest income
earned on those interfund loans will be used to support the cost of park and recreation
improvements throughout the City. Through this CI Fund Policy, the fund shall provide meaningful
cost savings for the City, and a funding source for park and recreation projects for the foreseeable
future.
General Guidelines and Requirements
For the purposes of this CI Fund Policy, the following guidelines and requirements shall control
the operation and use of the fund.
Fund Created. The City created a Capital Project Fund called the “Community Investment Fund,”
effective December 31, 2018.
Eligible Revenues and Funding Sources. The following funding sources shall be deposited or
transferred into the Fund:
• All assets of the “Closed Bond” Funds and “Improvement Bonds of the Future” Fund as of
December 31, 2018;
• Any repayments as the result of interfund loans issued by the CI Fund;
• All interest and investment earnings of the CI Fund;
• Any unassigned fund balance of the General Fund in excess of upper threshold (i.e., 50%)
established by the Fund Balance Policy of this Manual as determined by June 30 annually;
• Any fees, excluding reimbursements for City staff time, obtained through the issuance of
Private Activity Bonds (i.e., Conduit Bonds);
• Any unanticipated proceeds or payments to the City, except for those controlled by Section
12.06 of the City Charter; and
• Any other monies appropriated by the City Council and/or donated to the Fund.
Eligible Costs and Expenditures
The CI Fund shall be used exclusively to support the capital and debt service expenditures related
to public utilities, pursuant to Section 11.01 of the City Charter. Additionally, the CI Fund may be
used to support capital costs, but not debt service or interfund loans, associated with park and
recreation improvements, including, but not limited to: cultural or civic improvements; natural
resources restoration; park and trail construction; and deferred maintenance related to any of these
activities. Generally, the projects shall provide a community–wide benefit for the City. The CI Fund
may not be used to support any operating costs of the City.
The City may only expend CI Fund assets pursuant to the following regulations:
Any such project must also be authorized as part of the CIP as adopted by the City Council
annually, or from time to time;
The City Council adopts a resolution stipulating the structure and terms of any interfund
loan, pursuant to Section 7.10 of the City Charter, originating from the Fund; and
The project meets or exceeds the requirements of other sections of this CI Fund Policy.
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The Finance Director may authorize any transfers from the CI Fund to support park and recreation
improvements provided the amount does not exceed the amount authorized in the CIP and the
Fund’s Cash Flow Projection or violate other sections of this Manual.
The limitations imposed in the sections above do not apply to reasonable expenditures necessary
for the administration of the CI Fund. Additionally, it may be used for emergency and disaster
purchases consistent with the Purchasing Policy of this Manual, and Section 6.06 of the Charter.
Debt Service
The Fund may be used to support the payment of debt service (i.e., bonds) for qualifying capital
costs, subject to the following limitations:
• The total annual debt service payments do not exceed more than 50% of the ensuing years’
eligible and available revenues as defined below; and
• Available revenue consists of total revenue derived from the aforementioned eligible
revenues and funding sources, less any amount allocated for the accumulation of a
Minimum Fund Balance.
Minimum Fund Balance
The Minimum Fund Balance must be estimated on a 10–year horizon. In order to accumulate a
minimum fund balance and maintain the long–term solvency of the Fund, the Minimum Fund
Balance will be as follows:
• During Fiscal Year 2019 through 2022, the Fund shall maintain a Minimum Fund Balance of
$300,000;
• During Fiscal Year 2023 through 2025, the Fund shall maintain a Minimum Fund Balance of
$500,000; and
• Beginning in Fiscal Year 2026, and for all years thereafter, the Fund shall maintain a
Minimum Fund Balance of $1,000,000.
Administrative Considerations
All agreements, applications, permits or other documents required under this CI Fund Policy shall
be provided in a form(s) as determined by the City Manager or their designee.
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Debt Management
Debt Management Policy
One of the keys to sound financial management is the development of a Debt Management Policy.
This need is recognized by bond rating agencies and development of a debt policy is a
recommended practice of the GFOA. A debt policy establishes the parameters for issuing debt and
managing the debt portfolio. It provides guidance to the administration regarding purposes for
which debt may be issued, types and amounts of permissible debt and method of sale that may
be used. It helps ensure fiscal responsibility and promotes financial sustainability. The following
Debt Management Policy is intended to demonstrate a commitment to long–term financial
planning in conjunction with the CIP for the City.
Debt Issuance Guidelines
The City will confine long–term borrowing to capital improvements, or projects that have a useful
economic life of more than five years and cannot be financed from current revenues. As a general
rule, the City will not use debt or similar financial instruments to acquire machinery and/or capital
equipment, except for as part of the expansion or construction of a City facility. For the purpose of
this Debt Management Policy, current revenues are defined to include that portion of fund balance
in excess of appropriate required reserves and designations.
The City will endeavor to keep the total maturity length of general obligation bonds at or below 20
years and at least 50% of the principal shall be retired within 10 years. In all cases, the maturity
shall be shorter than the useful life of the related asset(s).
The City will prepare annually a five–year CIP, which will be approved by the City Council. The CIP
will include an analysis of the City’s infrastructure and other capital needs, and their corresponding
financial impact and any associated debt service. The City will not issue any long–term debt to
support operating activities nor will it consider debt issuance outside of the adopted CIP, except in
the case of a financial emergency consistent with the definition and processes outlined in Chapter
7 of the Charter.
The City will analyze each project and the proposed debt financing to determine the tax impact
and future operating costs associated with the project and related debt issuance costs. The City
Council shall authorize, approve and appropriate all debt related proceeds.
The City will plan bond issues to minimize the frequency of issuance to ensure the lowest possible
costs of issuance and administrative/compliance costs. When determining the size of a bond issue,
the City will consider the need for construction, debt service and capitalized interest funds. The City
will prepare construction fund draw schedules in conjunction with CIP planning.
The City’s preferred method of sale of bonds is via competitive sale to underwriters; however, the
City may sell bonds via a negotiated sale, private placement, or other method if deemed
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advantageous. The City shall on all occasions comply with the requirements of Minnesota statutes,
Chapter 475 with respect to method of sale and the use of an independent municipal advisor.
Total net general obligation debt, which is generally defined as debt fully supported by property
taxes, will not exceed the statutory limit as required by Minnesota Statute § 475.53. The total debt
levy will not exceed 50% of the total property tax levy in any given year. Where possible and cost–
effective, the City will use revenue, including General Obligation backed revenue bonds, or other
self–supporting type bonds instead of General Obligation Bonds.
The City will maintain frequent and regular communications with bond rating agencies about its
financial condition and will follow a policy of full disclosure in every financial report and bond
prospectus. The City will comply with SEC reporting requirements.
Interfund borrowing for periods of more than one year shall only be undertaken for capital
expenditures. A reasonable payment schedule for repayment of the borrowed amounts and
enforceable covenants, established to ensure recourse if the schedule is not adhered to, shall be
approved by the City Council. Interest charges shall be included to compensate the originating
fund for the use of its financial resources. Interest charges for interfund loans utilizing tax
increment borrowing will follow Minnesota Statutes, Section 469.178, Subd. 7. For interfund
borrowing involving the CI Fund, please see the applicable section of this Manual.
Debt Issuance Types
The City may issue general obligation debt for capital or other properly approved projects. Where
possible and cost–effective, the City will use special assessment, revenue, or other self–supporting
bonds instead of General Obligation Bonds.
The City may issue revenue bonds to fund proprietary fund activities such as water, sanitary sewer
and storm water utilities as well as the municipal liquor store(s) or for other capital projects that
generate adequate revenues from user fees to support operations and debt service requirements.
The bonds will include written legal covenants, which require that revenue sources be adequate to
fund annual operating expenses and annual debt service requirements.
The City may issue tax increment bonds to fund public improvements or for economic
development (i.e., private). All Tax Increment Financing (TIF) proposals shall include a financial
impact analysis addressing the economic relationship of the proposed project to the City’s
estimated tax rates, service costs, and employment opportunities. If General Obligation TIF Bonds
are proposed, there shall be a review and opinion by the City’s Financial Advisor regarding
structuring the issue and the adequacy of the tax increments to retire the debt.
Capital leases may be used to purchase buildings, equipment, furniture and fixtures. The term of
any capital lease shall not exceed the useful life of the leased asset. Lease financing and master
lease obligations, including lease revenue bonds, may be considered as alternative financing
sources, consistent with the Charter.
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Refunding of Debt
The City will refund debt when it is in the best financial interest of the City to do so.
Debt Service Savings.When a current or advance refunding areundertaken to generate interest
rate cost savings, the minimum aggregate present value savings will be 3% of the refunded bond
principal amount. The present value savings will be net of all costs related to the financings.
Term of Refunding Issues. The City will refund bonds within the term of the originally issued
debt. However, the City may consider maturity extension, when necessary to achieve a desired
outcome, provided that such extension is legally permissible. The City also may consider shortening
the term of the originally issued debt to realize greater savings. The remaining useful life of the
financed project or facility should be considered in this decision.
Arbitrage.The City shall take all necessary steps to optimize escrows and to avoid negative
arbitrage in its refunding.
Private Activity or Conduit Bonds Policy
The City has been granted the power to issue private activity or conduit revenue bonds, and other conduit
revenue obligations, under Minnesota Statutes, § 469.152–469.165, as amended, and Minnesota
Statutes, Chapter 462C, as amended (Conduit Bonds Acts).
It is the judgment of the City Council that tax–exempt financing is to be used on a selective basis
to encourage certain development or project that offer a benefit to the City as a whole, including
significant employment and housing opportunities. It is the applicant’s responsibility to
demonstrate the benefit to the City, both in writing and at the required public hearings.
Although approval may have been granted by the City Council for the issuance of financing for a
similar project or a similar debt structure, it shall not be a basis upon which approval will be
granted. Each application will be judged on the merits of the project as it relates to the authorized
public purposes, the Conduit Bonds Acts, and the benefits to the City at the time of the request
for financing.
Criteria
The proposed project must be compatible with the overall development plans and objectives of the
City as outlined in the Comprehensive Plan or other duly adopted actions, resolutions and/or
ordinances of the City Council.
It is also the City’s intent to assist in business expansions or relocations within the City where it can be
shown that such would have a substantial, favorable impact on employment, qualified housing or the
Property tax base of the City.
The project must not put an undue burden on existing City services or public utilities beyond that which
can be reasonably and economically accommodated, as determined by the City Engineer or their
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designee. Additionally, the applicant shall not place the City in competition with other jurisdictions or
political subdivisions for project financing.
Any and all bonding and bonding authority shall be available on a first–come, first–served basis,
assuming the applicant(s) in question meet the other criteria and procedures outlined in this section of
the Manual.
The applicant must have a good financial standing, show a substantial net worth, equity in the project,
or both, and have an acceptable earnings history or pro forma. Proposed projects are to show in the
application for financing an owner equity or other collateral (such as a Letter of Credit, insurance
company guarantee, or similar security), which will be satisfactory to the end–lender or rating agency,
all determined with reference to total project costs. The applicant will also file with the City, if
requested, a final statement of total costs and project equity, certified to by an authorized officer or
partner, or the individual applicant, and said statement to be filed at time of requesting the final
resolution.
Debt will be considered sold in a private placement if 1) no advertising or solicitation of the general
public occurs, and 2) if the bonds are initially sold to not more than ten purchasers (not including any
underwriter or placement agent as a purchaser); and 3) the City receives written certification from
each initial purchaser (or each underwriter or placement agent based on its reasonable belief) that:
1) such purchaser has such knowledge and experience in financial and business matters that it is
capable of evaluating the merits and the risks of the debt; and 2) such purchaser is not purchasing for
more than one account or with a view to distributing the debt.
ddition, for a private placement either 1) all bonds or notes (except for one bond or note) must
In a
always remain in minimum denominations of not less than $100,000, or (2) investment letters from
each initial purchaser, and from any subsequent purchaser, must be obtained and contain the above
described certifications from the purchasers. Any offering material for a private placement must
prominently state in effect that: “THE CITY OF FRIDLEY, MINNESOTA HAS NOT ASSUMED ANY
RESPONSIBILITY TO REVIEW THIS OFFERING MATERIAL AND HAS NO RESPONSIBILITY FOR ITS
ACCURACY OR COMPLETENESS. THE CITY HAS NO FINANCIAL OBLIGATION OF ANY NATURE WITH
RESPECT TO THE OFFERED BONDS,” or such other language to the same force and effect mutually
agreeable to the borrower/obligated party and the City.
Finally, to qualify as a private placement the financing documents must require annual financial
statements from the benefited private party (or the ultimate provider of credit) to be delivered to
each investor, or a trustee, and the City as the issuer.
Applications for acquisition or replacement of machinery and equipment will be discouraged unless
in conjunction with a new business in the City, a physical plant expansion of an existing business, or
where it is shown that the equipment acquisition is essential to the continued operation of the business.
Procedures
The applicant shall make an application for financing on forms determined by the City Manager,
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or their designee. The completed application must be returned to the City, accompanied by the
processing fee as determined by the City, whereupon the application will be reviewed by staff for possible
consideration by the City Council. Specific findings shall be made and recited regarding the criteria as
well as satisfaction of public purposes of the Conduit Bonds Acts, of other applicable Federal
regulations and/or State statutes.
The applicant must select a qualified financial adviser or underwriter to assist the applicant in
preparing all necessary application documents and materials. Applications must include a signed
letter from a responsible financial institution indicating that the project is economically feasible
and viable, and stating that bonds can be successfully sold for the project or that an individual or
institution intends to purchase all of the bonds. Financial material submitted also include the most
recent fiscal year–end, audited financial statements of the applicant and/or of any major lessee tenant,
if readily available.
The applicant must receive approval from the appropriate State agencies, secure financing and
commence construction within one year of the date of the final resolution giving approval to the
project or the housing program. Upon application, the City Council may approve an extension of
the approval.
The applicant shall furnish along with the application, a description of the project, plat plan (if
needed), rendering of proposed buildings, and a brief description of the applicant, all in such form
as shall be required at the time of application. This data may be furnished to other staff, appropriate
consultants and members of the City Council.
The application shall not be considered complete until a review by the City regarding applicable
City Code requirements, including, but not limited to: building plans and platting issues; street and
traffic issues; zoning compliance; and public utility and drainage issues. The review shall consider
both existing and improved conditions of the proposed project. A failure to address these findings
and requirements, or failure to demonstrate a capability to reasonably remediate the same in a
timeline determined by the City, may result in the denial of the application.
If an allocation of bonding authority is required under Minnesota Statutes, Chapter 474A, as
amended, the applicant shall be required to pay any required application fee(s) and provide any
required application deposit as specified in Chapter 474A, without regard to whether the
application fee or application deposit will be refunded. If the City shall serve as a pass–through for
any such deposit refunds, it shall process the same in ten business days of receipt.
Administrative
The City Council reserves the right to deny any application for financing for any reason, and at any
stage of the proceedings, prior to adopting the final resolution authorizing issuance of the private
activity or conduit financing. The City Council may waive any provision of this Conduit Bonds Policy
if the City Council determines that such waiver is in the best interests of the City.
The City is to be reimbursed, and held harmless, for and from any “out–of–pocket” costs related to
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the actual or proposed issuance of bonds contemplated by this Manual. In addition, a non–
refundable processing fee as determined by the City’s Comprehensive Fee Schedule must be
submitted with the application. Upon closing, an Administrative Fee is due and payable to the City
based on the following schedule:
1/8 of 1% annually of the outstanding principal for the life of the bond issue; or
Up to 1% of the par amount of the bond.
Any costs incurred by the City will be recovered at the time of settlement or through scheduled
payments collected by the Fiscal Agent. Requesting organizations must pay for any City expenses
for Bond Counsel, Financial Advisor and any similar costs related to any financing, which shall be
in addition to the Administrative Fee. The Administrative Fee is to be paid from proceeds of the
Bonds or other sources on the date of issuance of the bonds or may be paid to the fiscal agent
with each debt service payment. The applicant will be responsible for all costs associated with post–
issuance compliance monitoring per this Manual, including the costs of the City in responding to
any Internal Revenue Service (IRS) or other legal inquiries regarding the tax–exempt status of the
bonds.
The applicant shall covenant in the applicable bond documents to comply with all applicable
requirements of the Internal Revenue Code of 1986, as amended (Code), and the applicable
Treasury Regulations, including, but not limited to:
The arbitrage and rebate requirements of Section 148 of the Code; and
The qualified bonds provisions of Sections 141(e), 142, 143, 144, and 145 of the Code.
The applicant shall be the party responsible for monitoring the private activity or conduit bonds
for compliance with such requirements and to remediate non–qualified bonds in accordance with
the requirements of the Code and applicable Treasury Regulations. The applicant shall be the party
responsible for monitoring compliance with the requirements of Section 148 of the Code, and all
other requirements outlined in the Post–Issuance Compliance Policy and Procedures of this
Manual.
The first $10,000,000 in bonding authority annually, the maximum allowed for designation as “bank
qualified,” will be reserved for City purposes. To preserve its bank qualification authority, the City
will only consider issuing these types conduit obligations when its needs have been fully
understood. Should the City exceed the bank qualified limit, the borrower in question must pay the
City the net present value between the bank qualified and non–bank qualified rates. The City’s
Financial Advisor shall provide this calculation, if needed.
All applications, supporting materials and documents shall remain the property of the City; and all
such materials may be subject to disclosure and/or public review under applicable provisions of
State law. Additionally, the applicant shall assist the City with any Minnesota Government Data
Practices Act request(s), including paying for any applicable compliance costs determined by the
City.
The Finance Department shall report any and all private activity or conduit debt issues in the Annual
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Comprehensive Financial Report in accordance with GAAP and shall report any material events with
regard to all debt issued by the City, and still outstanding, to the City Council.
Post–Issuance Debt Compliance Policy
The City Council has chosen, by policy, to take steps to help ensure that all obligations will follow
all applicable federal regulations. This Post–Issuance Debt Compliance Policy may be amended, as
necessary.
The IRS is responsible for enforcing compliance with the Internal Revenue Code (Code) and
regulations promulgated thereunder (Treasury Regulations) governing certain obligations (e.g.,
tax-exempt obligations, Build America Bonds, Recovery Zone Development Bonds and various Tax
Credit Bonds). The IRS encourages issuers and beneficiaries of these obligations to adopt and
implement a post–issuance debt compliance policy and procedures to safeguard against post–
issuance violations.
Post–Issuance Debt Compliance
The City desires to monitor these obligations to ensure compliance with the Code and Treasury
Regulations. To help ensure compliance, the City has developed the following Post–Issuance Debt
Compliance Policy. The Post–Issuance Debt Compliance Policy shall apply to the obligations
mentioned above, including bonds, notes, loans, lease purchase contracts, lines of credit,
commercial paper or any other form of debt that is subject to compliance. The Finance Director is
designated as the City’s agent who is responsible for post–issuance compliance of these
obligations.
The Finance Director shall assemble all relevant documentation, records and activities required to
ensure post–issuance debt compliance as further detailed in corresponding procedures. At a
minimum, the Post–Issuance Debt Compliance Procedures for each qualifying obligation will
address the following:
General post–issuance compliance;
Proper and timely use of obligation proceeds and obligation-financed property;
Arbitrage yield restriction and rebate;
Timely filings and other general requirements;
Additional undertakings or activities that support the items listed above;
Continuing Disclosure Obligations;
Maintenance of proper records related to the obligations and the investment of proceeds
of obligations; and
Other requirements that become necessary in the future.
The Finance Director shall apply the Post–Issuance Debt Compliance Procedures to each
qualifying obligation and maintain a record of the results. Further, the Finance Director will ensure
that the Post–Issuance Debt Compliance Policy and Procedures are updated on a regular and as
needed basis.
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The Finance Director, or any other individuals responsible for assisting the Finance Director in
maintaining records needed to ensure post–issuance debt compliance, are authorized to expend
funds as needed to attend training or secure use of other educational resources for ensuring
compliance such as consulting, publications, and compliance assistance.
Most of the provisions of this Post–Issuance Debt Compliance Policy are not applicable to taxable
governmental obligations unless there is a reasonable possibility that the City may refund their
taxable governmental obligation, in whole or in part, with the proceeds of a tax–exempt
governmental obligation. If this refunding possibility exists, then the Finance Director shall treat
the taxable governmental obligation as if such issue were an issue of tax–exempt governmental
obligations and comply with the requirements of this Post–Issuance Debt Compliance Policy.
Private Activity or Conduit Bonds
The City may issue tax–exempt obligations that are qualified “private activity” bonds because
either (1) the bonds finance a facility that is owned by the City but used by one or more qualified
501(c)(3) organizations, or (2) the bonds are so-called “conduit bonds”, where the proceeds are
loaned to a qualified 501(c)(3) organization or another private entity that finances activities eligible
for tax-exempt financing under federal law, such as certain manufacturing projects and certain
affordable housing projects. Prior to the issuance of either of these types of bonds, the Finance
Director shall take steps necessary to ensure that such obligations will remain in compliance with
the requirements of this Post–Issuance Debt Compliance Policy.
In a case where compliance activities are reasonably within the control of a private party (i.e., a
501(c)(3) organization or conduit borrower), the Finance Director may determine that all or some
portion of compliance responsibilities described in this Post–Issuance Debt Compliance Policy
shall be assigned to the relevant party. In the case of conduit bonds, the conduit borrower will
be assigned all compliance responsibilities other than those required to be undertaken by the City
under federal law. In a case where the Finance Director is concerned about the compliance ability
of a private party, the Finance Director may require that a trustee or other independent third party
be retained to assist with record keeping for the obligation and/or that the trustee or such third
party be responsible for all or some portion of the compliance responsibilities.
The Finance Director is additionally authorized to seek the advice, as necessary, of bond counsel
and/or its financial advisor to ensure the City follows this Post–Issuance Debt Compliance Policy.
For additional information regarding other private activity bonds, please see the Private Activity
or Conduits Bonds Policy section of this Manual.
Post–Issuance Debt Compliance Procedures
The Post–Issuance Debt Compliance Policy applies to qualifying debt obligations issued by the
City. As directed by the adoption of the Post–Issuance Debt Compliance Policy, the Finance
Director of the City will perform the following Post–Issuance Debt Compliance Procedures for all
of the City’s outstanding debt.
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General Post-Issuance Compliance
These procedures provide written regulations when more than one party is responsible for
ensuring compliance. These procedures also ensure training and/or educational resources for
post–issuance compliance have been approved and obtained.
The Finance Director understands that there are options for voluntarily correcting failures to
comply with post–issuance compliance requirements, such as remedial actions under Section
1.141-12 of the Treasury Regulations and the ability to enter into a closing agreement under the
Tax–Exempt Bonds Voluntary Closing Agreement Program described in Notice 2008-31 (VCAP
Program).
General Recordkeeping
The responsible parties shall retain records and documents for the obligation and all obligations
issued to refund the obligation for a period of at least seven years following the final payment of
the obligation (or if such obligation is refunded, the final payment of the refunding bond) unless
otherwise directed by the City’s bond counsel.
The responsible parties shall also retain both paper and electronic versions of records and
documents for the obligation. General records and documentation to be assembled and retained:
Description of the purpose of the obligation (referred to as the project) and the State
statute authorizing the project;
Record of tax–exempt status or revocation of tax–exempt status, if applicable;
Any correspondence between the City and the IRS;
Audited financial statements;
Bond transcripts, official statements, and other offering documents of the obligation;
Minutes and resolutions authorizing the issuance of the obligation;
Certifications of the issue price of the obligation;
Any formal elections for the obligation (i.e., election to employ an accounting
methodology other than the specific tracing method);
Appraisals, demand surveys, or feasibility studies for property financed by the obligation;
Documents related to governmental grants, associated with construction, renovation or
purchase of property financed with the obligation; and
Reports of any prior IRS examinations of the City or the City’s obligation.
Arbitrage Yield Restriction and Rebate Recordkeeping
The following investment and arbitrage documentation shall be assembled and retained.
An accounting of all deposits, expenditures, interest income and asset balances associated
with each fund established in connection with the obligation. This includes an accounting
of all monies deposited into the Debt Service Account to make debt service payments on
the obligation, regardless of the source derived.
Statements prepared by Trustee or Investment Provider.
Documentation of at least quarterly allocations of investments and investment earnings to
each obligation (i.e., un–commingling analysis).
Documentation for investments made with obligation proceeds, such as:
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o Investment contracts (i.e., guaranteed investment contracts);
o Credit enhancement transactions (i.e. bond insurance contracts);
o Financial derivatives (i.e., swaps, caps);
o Bidding of financial products (i.e., investments acquired with obligation proceeds
are purchased at fair market value); and
Three bids for open market securities needed in advance refunding
escrows).
Computations of the arbitrage yield.
Computations of yield restriction and rebate amounts including but not limited to:
o Compliance in meeting the “Temporary Period from Yield Restriction Exception”
and limiting the investment of funds after the temporary period expires;
o Compliance in meeting the “Rebate Exception;”
Qualifying for the “Small Issuer Exception;”
Qualifying for a “Spending Exception;”
6–Month Spending Exception;
18–Month Spending Exception;
24–Month Spending Exception;
Qualifying for the “Bona Fide Debt Service Fund Exception;” and
Quantifying arbitrage on all funds established in connection with the
obligation in lieu of satisfying arbitrage exceptions, including Reserve
Funds and Debt Service Funds.
Computations of yield restriction and rebate payments.
Timely Tax Form 8038–T filing, if applicable.
o Remit any arbitrage liability associated with the obligation to the IRS at each five
year anniversary date of the obligation, and the date in which the obligation is no
longer outstanding (redemption or maturity date), whichever comes sooner, within
60 days of said date.
Timely Tax Form 8038–R filing, if applicable.
Procedures or guidelines for monitoring instances where compliance with applicable yield
restriction requirements depends on subsequent reinvestment of obligation proceeds in
lower yielding investments (e.g., reinvestment in zero coupon SLGS).
Expenditure and Asset Documentation to be Assembled and Retained
Documentation of allocations of obligation proceeds to expenditures (i.e., allocation of proceeds
to expenditures for the construction, renovation or purchase of facilities owned and used in the
performance of exempt purposes).
Such allocation will be done not later than the earlier of:
o 18 months after the later of the date the expenditure is paid, or the date the project,
if any, that is financed by the tax–exempt bond issue is placed in service; or
o 60 days after the earlier of the fifth anniversary of the issue date of the tax–exempt
bond issue, or the date 60 days after the retirement of the tax–exempt bond issue.
Documentation of allocations of obligation proceeds to issuance costs.
Copies of requisitions, draw schedules, draw requests, invoices, bills, and cancelled checks
related to obligation proceed expenditures during the construction period.
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Copies of all contracts entered into for the construction, renovation or purchase of facilities
financed with obligation proceeds.
Records of expenditure reimbursements incurred prior to issuing bonds for facilities
financed with obligation proceeds (i.e., Declaration of Official Intent/Reimbursement
Resolutions including all modifications).
List of all facilities and equipment financed with obligation proceeds.
Depreciation schedules for depreciable property financed with obligation proceeds.
Documentation that tracks the purchase and sale of assets financed with obligation
proceeds.
Documentation of timely payment of principal and interest payments on the obligation.
Tracking of all issue proceeds and the transfer of proceeds into the debt service fund as
appropriate.
Documentation that excess earnings from a Reserve Fund is transferred to the Debt Service
Fund on an annual basis. Excess earnings are balances in a Reserve Fund that exceed the
Reserve Fund requirement.
Miscellaneous Documentation to be Assembled and Retained
Ensure that the project, while the obligation is outstanding, will avoid IRS private activity concerns.
The Finance Director shall monitor the use of all obligation–financed facilities in order to:
determine whether private business uses of obligation–financed facilities have exceeded
the de minimus limits set forth in Section 141(b) of the Code as a result of sale of the
facilities (including sale of capacity rights, leases and subleases of facilities, including
easements or use arrangements for areas outside the four walls, (e.g., hosting of cell phone
towers), leasehold improvement contracts, licenses, management contracts in which the
City authorizes a third party to operate a facility, (e.g., cafeteria), research contracts,
preference arrangements (in which the City permits a third party preference, such as
parking in a public parking lot), joint ventures, limited liability companies or partnership
arrangements, output contracts or other contracts for use of utility facilities (including
contracts with large utility users), development agreements which provide for guaranteed
payments or property values from a developer, grants or loans made to private entities
(including special assessment agreements), naming rights agreements, or other
arrangements that provide special legal entitlements to nongovernmental persons; and
determine whether private security or payments that exceed the de minimus limits set
forth in Section 141(b) of the Code have been provided by nongovernmental persons with
respect to such obligation-financed facilities.
The Finance Director shall provide training and educational resources to any City staff that
have the primary responsibility for the operation, maintenance, or inspection of
obligation–financed facilities with regard to the limitations on the private business use of
obligation–financed facilities and as to the limitations on the private security or payments
with respect to obligation–financed facilities.
The Finance Director shall undertake the following with respect to the obligations:
o An annual review of the books and records maintained by the City with respect to
such obligations; and
o An annual physical inspection of the facilities financed with the proceeds of such
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obligations, conducted by the Finance Director with the assistance of any City staff
who have the primary responsibility for the operation, maintenance, or inspection
of such obligation–financed facilities.
Changes in the project that impact the terms or commitments of the obligation are
properly documented and necessary certificates or opinions are on file.
Additional Undertakings and Activities that Support Above Sections
The Finance Director will notify the City’s Bond Counsel, Financial Advisor and arbitrage provider
of any survey or inquiry by the IRS immediately upon receipt (usually responses to IRS inquiries are
due within 21 days of receipt). Such IRS responses require the review of the above–mentioned data
and must be in writing. As much time as possible is helpful in preparing the response).
The Finance Director will consult with the City’s Bond Counsel, Financial Advisor and arbitrage
provider before engaging in post–issuance credit enhancement transactions (i.e., bond insurance,
letter of credit, or hedging transactions).
The Finance Director will monitor all “qualified tax–exempt debt obligations” within the first
calendar year to determine if the limit is exceeded, and if exceeded, will address accordingly. For
tax–exempt debt obligations issued during years 2009 and 2010, the limit is $30,000,000. (The limit
was $10,000,000 prior to 2009. In 2011 and thereafter, it will remain at $10,000,000 unless changed
by the Federal government). During this period, the limit also applies to pooled financings of the
governing body and provides a separate $30,000,000 for each 501 (c)(3) conduit borrower(s).
Comply with Continuing Disclosure Requirements
If applicable, the timely filing of annual information agreed to in the Continuing Disclosure
Certificate; or give notice of any Material Event, as required within the SEC Rule 15c2-12, as
amended. Identify any post–issuance change to terms of bonds which could be a “reissuance”
under applicable Treasury regulations.
The Finance Director will consult with the City’s Bond Counsel prior to any sale, transfer, change
in use or change in users of obligation-financed property, which may require “remedial action”
under applicable Treasury Regulations or resolution pursuant to the VCAP Program. A remedial
action has the effect of curing a deliberate action taken by the City that results in satisfaction of
the private business test or private loan test. Remedial actions under Section 1.141-12(d)(e) and
(f) include the redemption of non–qualified bonds and alternative uses of proceeds or the facility
(i.e. use for a qualified purpose instead).
The Finance Director will ensure that the appropriate tax form for federal subsidy payments is
prepared and filed in a timely fashion for applicable obligations (i.e. Build America Bonds).
Compliance with Future Requirements
The responsible parties shall take measures to comply with any future requirements issued beyond
the date of these Post–Issuance Debt Compliance Procedures, which are essential to ensuring
compliance with the applicable state and federal regulations.
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Procurement
To ensure that all City expenditures are lawful, the City shall:
Maintain strict compliance with applicable Federal regulations, State laws, and City
ordinances and Charter provisions; and
Establish procedures to protect the City from undue liability or other concerns.
Additionally, this section of this Manual outlines the proper procedures for procurement and
supersedes all previous policies and practices concerning the purchase of goods and/or services
by the City.
Purchasing Policy
This section of the Manual shall meet the following objectives:
To ensure that tax and rate payer supported expenditures provide for cost–effective and
efficient acquisition of goods and services;
To establish uniform procurement processes for all staff and all departments;
To ensure City expenditures are appropriately classified in the City’s financial records; and
To follow Minnesota Statute § 471.345 as it relates to the purchase of supplies, materials,
equipment, or the rental thereof, or the construction, alteration, repair, or maintenance of
real or personal property.
Responsibility
Pursuant to Section 6.05 of the Charter, the City Manager shall be the Chief Purchasing Agent of
the City. In that capacity, the City Manager may establish such policies and procedures to make
purchases on behalf of the City and its component units. The administration, review and supervision
of such purchasing shall be delegated to the Finance Director generally and the respective
Department Director specifically, unless authorized elsewhere in this Manual.
The City has a decentralized purchasing system whereby individual departments are responsible
for making their own purchases. Exceptions including the following types of purchases.
Technology (e.g., hardware, software) must be approved by the Information Technology
Division Manager;
Vehicles and major equipment must be approved by the Fleet Services Manager; and
Building maintenance and improvements must be approved by the Facilities Manager.
The City will purchase supplies, equipment, and services best suited to the specific needs of the
City in as economical a means as possible, including:
The City will purchase EnergyStar certified equipment and appliances if possible;
The City will purchase paper containing at least 30% post–consumer recycled content, if
possible; and
The City will purchase recyclable or compostable consumable goods when feasible.
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The City will promote fair competition among bidders and will comply with all statues and
regulations of the City, State, and Federal government that may pertain to the purchase of supplies,
equipment, and services by a municipal entity.
Purchase Orders
Purchase orders may be used for any purchase. In instances where purchase orders are used, the
following procedures are set forth:
The vendor name, mailing address and contact information is required;
A sufficient description and exact quantities of the respective purchase;
A calculation of total cost, including applicable tax, shipping and handling charges;
In the instance where exact costs are unknown, an estimate is acceptable;
In the instance where quotes are required, they must be attached;
The source of funding and applicable expenditure code for the respective purchase; and
The purchase order shall be completed and signed prior to the respective purchase.
All purchases requiring a purchase order must be procured in writing. All contracts and similar
agreements are subject to review by the City Attorney, City Manager and/or Finance Director.
Uniform Municipal Contracting Law
The City will follow procedures as set forth in Minnesota Statute § 471.345. Purchases should not
be separated into smaller components in order to eliminate an authorization threshold
requirement. Labor and materials may be separated to properly calculate sales and use tax.
For the purchase of supplies, materials or equipment estimated to exceed $25,000, the City must
consider the availability, price, and quality of the supplies, materials, or equipment available
through the State of Minnesota’s cooperative purchasing venture (CPV), or another approved CPV,
before purchasing through another source. The Finance Department will maintain a list of
approved CPVs.
Purchases up to $25,000.If the amount of the purchase isnot estimated to exceed $25,000, the
purchase may be made by either obtaining bids, quotes, through a CPV with another government
entity or consortium or simply buying the item on the open market. If the City chooses to obtain
quotes, it must, as far as practicable, obtain at least two quotes and keep them on file for at least
one year after their receipt. If the City decides to solicit sealed bids, requirements of the bidding
process must be followed and cannot change the process midway through.
Purchases over $25,000 and up to $174,999. If the amount of the purchase is estimated to exceed
$25,000 but not to exceed $174,999, the purchase may be made either through a CPV with another
government entity or consortium or upon sealed bids, by obtaining two or more quotations for
the purchase when possible, and without advertising for bids. Products or services quoted shall be
the same or similar and of comparable quality from each vendor. The City must consider the
availability, price and quantity of supplies, materials or equipment available through the state’s CPV
before purchasing from another source. All quotations obtained shall be kept on file for a period
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of at least one year after their receipt.
Purchases $175,000 and Above. If the amount of the purchase is estimated to exceed $175,000,
sealed bids shall be solicited by public notice in the manner and subject to the requirements of the
law governing purchases by the City. The City must consider the availability, price and quality of
supplies, materials or equipment available through the state’s cooperative purchasing venture
before purchasing from another source. If an approved CPV is in place, bids are not needed. All
bids obtained shall be kept on file for a period of at least one year after their receipt.
State law defines what types of agreements amount to a “contract” for purposes of applicability of
the uniform municipal contracting law and provides cities the option to use the “best value
alternative” or “construction manager at risk alternative” for certain types of contracts, including
those for construction, alteration, repair, or maintenance work.
The various requirements of the competitive bidding process are beyond the scope of this Manual,
and departments meeting this threshold should consult the Finance Department before beginning
the purchasing process.
Professional Services.Contracting for professional services, such as those provided by engineers,
lawyers, architects, accountants, and other services requiring technical, scientific, or other
professional training, when competitive bidding is not required, shall be the primary responsibility
of the Department, with purchasing oversight by the Finance Director and in compliance with this
Manual.
Federal Grant ProgramsPurchasing Guidelines
For purchases under Federal grant programs, two written quotes are needed for purchases greater
than $10,000. Multiple price or rate quotations must be obtained from an adequate number of
qualified sources (i.e., two or more) for purchases greater than this micro–purchase threshold (2
CFR 200.320(b)). Purchasers should familiarize themselves with requirements of purchases made
under grant programs prior to any expenditures (e.g., Davis–Bacon Act, Buy American Provisions)
and contact the Finance Department with any questions
For all contracts for goods or services above the small purchase threshold, the City should
document its review of the excluded parties list (see https://www.sam.gov) to ensure that certain
parties, suspended and/or debarred or otherwise excluded or ineligible contractors are not
contracted with when using federal or state funds.(2 CFR 200.213). Contractors that apply or bid
for an award exceeding $100,000 must file the certification required by the Byrd Anti–Lobbying
Amendment (31 U.S.C. 1352).
All purchases for construction projects using federal dollars in excess of $2,000 are required to
follow the Davis–Bacon Act and related federal regulations concerning labor standards applicable
to federally financed contractors.
The process should ensure fair and open competition and include affirmative steps to assure that
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minority businesses, women’s enterprises and other disadvantaged businesses are solicited and
used whenever possible (CFR 200.321).
Exceptions
The City may contract for the purchase of supplies, materialsor equipment without regard to the
competitive bidding requirements of this Purchasing Policy if the purchase is through the State of
Minnesota’s CPV, a national municipal association’s purchasing alliance or cooperative created by
a joint powers agreement that purchases items from more than one source on the basis of
competitive bids or competitive quotations. The Finance Director shall approve and maintain a list
of authorized CPVs.
Other exceptions may include: professional services, insurance contracts, purchases from other
government agencies, real estate, sole source vendors and others as defined by Minnesota Statute
§ 471.345.
Best Value Alternative. Minnesota Statute § 412.311 allows the City to use a “Best Value”
alternative instead of awarding the bid to the lowest responsible bidder. The various requirements
of the Best Value Alternative process are beyond the scope of this Manual, and departments
interested in this approach should consult the Finance Department before beginning the
purchasing process. Staff interested in this purchasing alternative must receive appropriate
training, as determined by the Finance Director.
Authorization and Compliance
Per Section 6.05 of the Charter, “All purchases on behalf of the City shall be made and all contracts
shall be let by the City Manager, or the City Manager’s designee(s), provided the City Council has
appropriated sums necessary for the contract or purchase, and the amount of the purchase or
contract does not exceed that required for competitive bids as established by state statute. Except
for those purchase or contracts subject to the authority of the City Manager as set forth herein, all
bonds, contracts, conveyances, real estate purchases and sale agreements, and similar instruments
shall be approved by the City Council and signed by the Mayor and City Manager, or the City
Manager’s designee(s), and shall be executed in the name of the City.”
The City Manager, or their designee, may authorize routine expenditures that are already
specifically adopted and identified by the annual budget (e.g., large equipment replacement),
assuming those expenditures do not exceed the authorized amount appropriated by the budget.
The following table outlines the various thresholds and the authority level required for all purchases
regardless of the type (e.g., capital improvement, professional service).
Initial Approval
Purchase Amount Budgeted UnbudgetedFinal Approval
Up to $9,999 Division Manager Department Director Department Director
$10,000 to $24,999 Division Manager Finance Director Department Director
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$25,000 to $174,999Department Director Finance Director City Manager
$175,000 or greater Department Director City Manager City Council
Any purchase or project using sealed bids shall be presented to the City Council for review and
approval if it exceeds $175,000; no project activities may commence until after such approval. Upon
approval, the respective Department Director may authorized applicable expenditures related to
the approved bid or contract without regard for the thresholds listed in the above table, assuming
such approval would not exceed the value of the bid or contract, or exceed the budget authorized
by the City Council. In both of those situations, the thresholds outlined in this Manual shall apply.
In the event of a change order that increases the total cost of the purchase, the thresholds listed
immediately above shall also apply, assuming the amount may be accommodated through existing
budget authority or by a budget revision outlined in the CIP Policy of this Manual. The City Council
must also approve any negative changes order exceeding $175,000.
Any procurement transaction made on behalf of the City that is not in compliance with the
established policies and procedures shall be deemed unauthorized. Employee reimbursement may
be required for any purchases not in compliance with this policy, pursuant to Section 7.06 of the
Charter.
Payment Procedures
In accordance with Minnesota Statute § 471.425, the City has 35 days from receipt of the invoice
to process payment. If an invoice is incorrect in any way, the City must notify the vendor within 10
days of the date of receipt. Department Directors should notify the Finance Department promptly
of any invoices in dispute and the dispute should be documented on the invoice or with a
memorandum accompanying the invoice.
The respective Department Director shall assign specific staff to provide the appropriate account
codes to ensure the accurate recording of expenditures in the City’s financial systems. As outlined
above, the applicable Division Manager shall approve any purchases less than $25,000, while the
applicable Department Director shall approve any purchases greater than or equal to $25,000. The
respective party will be responsible for both the accurate recording and lawful nature of the
purchase in question.
Certain routine transactions as defined by the Finance Director are excluded from Department
Director and/or City Manager review and approval. Such transactions may include but are not
limited to: salaries and wages; health insurance and similar benefit premiums; property and
casualty insurance premiums; utility payments; and applicable taxes.
All payments shall be summarized within a Claims List as required by the City Charter and
Minnesota Statute § 412.271, which will be presented to the City Council at their regularly
scheduled meetings. Once the Claims List has been approved by the City Council, the Finance
Department will release payment(s) to the vendor.
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In some instances, payments may need to be released prior to City Council approval. Such
payments will be authorized at the discretion of the Finance Director and will be presented to the
City Council within the Claims List at the next scheduled regular City Council meeting. The Finance
Director may issue checks or other forms of payment for the following types of claims without prior
City Council approval:
Salaries of regular employees;
Overtime of regular employees, if approved by the respective Department Director;
Salaries of temporary employees, if approved by the respective Department Director;
Health insurance and similar benefits authorized by the City Council;
Utility bills or invoices for regular City operations;
Construction permits and escrows;
Early payment discounts and to avoid fees and penalties;
Property and casualty insurance payments;
Payments to the City (i.e., one fund to another fund);
Petty cash items up to $20;
Flat rate monthly auto allowances;
Postage, postage due or cash–on–delivery items;
Advances to employees for the cost of attending out–of–state conferences, not to exceed
$500;
Registration and other expenses for local conferences;
Reimbursement to an employee for clothing allowance;
Claims approved by the City Council as a separate agenda item (e.g., bids, contracts,
estimates);
Fixed charges that have been previously incurred (e.g., rent payments, payments on bonds,
contracts for deeds);
Investments and investment related expenditures and transfers;
Payroll taxes and other liabilities withheld from employees’ wages, and the corresponding
City paid benefits;
Contracted inspectors that maintain an agreement with the City;
Softball, basketball, and other sporting officials contracted for park and recreation activities;
Refunds of deposits and escrows being held by the City; and
Other reasonable transactions to affect the proper function of the City.
Conflicts of Interest
Employees are required to provide notice to the Finance Director of any conflicts of interest prior
to entering into transactions on behalf of the City. No employee, officer, or agent may participate
in the selection, award, or administration of a contract supported by a Federal award if they have
a real or apparent conflict of interest. Such a conflict of interest would arise when the employee,
officer, or agent, any member of his or her immediately family, their partner, or an organization
that employs or is about to employ any of the parties indicated herein, has financial or other
interest in or a tangible personal benefit from a firm considered for a contract (Minnesota Statute
§ 471.87 – § 471.88).
No purchase orders, contracts or service agreements shall be given to an employee of the City
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or to a partnership or corporation of which an employee is a major stockholder or principal.
No employee shall enter into the relationship with a vendor where the employee’s actions are,
or could reasonably be views as, not in the best interest of the City. If any employee becomes
involved in a possible conflict of interest, the employee shall disclose the nature of the possible
conflict to his or her supervisor and to the Finance Director. The Finance Director will promptly
notify the individual in writing of an approval or disapproval of the activity. If disapproved, the
employee shall remove themselves from the conflict situation.
Acceptance of Gifts and Gratuities
No member of the City Council, official or employee may accept any gift or gratuity in any size
under circumstances in which it could be reasonably thought to influence the performance of their
official duties or appears to be a reward for any official action of their part. Employees responsible
for making purchasing decisions for the City may not accept, directly or indirectly, any gifts, favors,
privileges, or employment from current or prospective City vendors.
Emergency Procurement
Under the Emergency Management Act (Minnesota Statute § 12.37, Act), the City has the authority
to make purchases or enter into contracts during emergencies without following many of the
normally required procedures. The Emergency Management Act defines an “emergency” as an
unforeseen combination of circumstances that calls for immediate action to prevent a “disaster”
from developing or occurring.
The Act defines a “disaster” as a situation that creates an actual or imminent serious threat to the
health and safety of persons, or a situation that has resulted or is likely to result in catastrophic loss
to property or the environment, and for which traditional sources of relief and assistance within
the affected area are unable to repair or prevent injury or loss.
In the event of an emergency or disaster, the City Council has granted authority to the City
Manager, or their designee, to make emergency purchases. At the next regular scheduled City
Council meeting, the City Council will approve the respective purchase(s) via a resolution declaring
the emergency and describing the reasons necessitating the immediate action for protection of
the health, safety or welfare of its citizens. All such expenditures shall be consistent with by Section
7.08 of the Charter
If practicable, the Department Director and/or City Manager should consult the City Attorney and
Finance Director prior to any expenditures under the Emergency Management Act, if possible.
Sole Source Procurement
Sole source purchases may be made if they comply with at least one of the following:
Items or services under patent or copyright held by a single vendor and item or service
possesses or has capabilities critical to use;
Item or service possesses a unique function or capability critical in the use of the item or
service and not available from any other sources;
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The purchase is for equipment associated with use of existing equipment where
compatibility is essential for integrity of results;
The purchase is for replacement parts needed for repair of existing equipment where
compatibility with equipment from the original manufacturer is paramount;
The purchase is for accessories sought for enhancement of existing equipment where
compatibility with equipment from the original manufacturer is paramount;
The purchase is for technical services associated with the assembly, development,
installation, or servicing of equipment of a highly technical or specialized nature;
Additional item, service, or work required, but not known to have been needed when the
original order was placed with vendor and it is not feasible or practicable to contract
separately for the additional need; and/or
The purchase is exclusively compatible with an existing piece or brand of equipment and is
only available from one vendor.
Sole source purchases must still follow the purchase process required based on the amount being
purchased. For example, if the purchase is expected to exceed $175,000, a competitive bidding
process must be followed even if the expectation is that only one bid will be received.
Bid Protest
The City recognizes the need to review and resolve complaints about its purchasing practices and
procedures and has adopted this procedure to provide for any complaints. Any actual or
prospective vendor or contractor who is reasonably aggrieved in connection with the solicitation
or award of the contract may protest to the Finance Director per the following procedure:
Each protest must be in writing and delivered by a certified letter to the Finance Director
within five business days of the City’s notice of award and must include:
o A notice of protest;
o A statement of facts and the reasons for the protest;
o All supporting documentation;
o Address all correspondence to: Bid Protest, Finance Director, City of Fridley 7071
University Avenue Northeast, Fridley, MN 55432.
As soon as a bid protest is received, all award activity will be suspended. The applicable
Department Director(s) will gather all relevant information about the solicitation,
evaluation, and award of the bid and provide it to the Finance Director within five business
days of being notified of the Bid Protest by the Finance Director.
The Finance Director, and any applicable staff, will review the information relevant to the
solicitation and will decide on the merits of the protest, in a prompt manner but not longer
than ten business days after the bid protest was received. The decision will be mailed to the
protestor at the address set forth in the bid protest. A copy of the decision will be posted
on the City website. All documentation concerning the bid protest and the decision will be
retained by the department subject to the protest.
An appeal of the Finance Director’s decision may be in writing and delivered by a certified
letter by the protestor to the City Manager within five business days of the release of the
decision and must include:
o A notice of an appeal;
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o A statement of the nature and the reasons for the appeal, including claimed errors;
o All supporting documents; and
o A deposit to cover the City’s cost for determining a bid protest will be made in the
form of a certified check payable to the City Treasurer, in an amount determined by
the Finance Director.
The City Manager will deliver the protest and all relevant information about the solicitation,
evaluation, and award of the bid to the City Attorney or designee.
A Hearing Date will be set by the City Attorney or designee for the appeal to commence,
which date should not be later than twenty business days from the notice of appeal. The
complainant will be presented with an opportunity to present their case to the City Attorney
or designee.
Upon the conclusion of the appeal, the City Attorney or designee will issue a decision within
twenty business days of the conclusion of the appeal. Staff will track all costs (e.g., wages,
expenses) spent in the appeals process. The total cost will be subtracted from the deposit.
Any remaining balance will be returned to the vendor. If the appeal is upheld, the total
deposit will be returned.
The Finance Director, in their sole discretion, may reject any unreasonable bid protest to prevent
the unnecessary delay in the contract award process or to avoid additional cost to the City.
Sales and Use Tax
As a local government, the City remains generally exempt from sales and use tax. As such, staff
should refrain from paying sales and use tax on official City transactions. The Finance Director, or
their designee, may approve payment of sales and use tax on a case–by–case basis (e.g., staff
reimbursement for an emergency expenditure).
Procurement Card Use Policy
Pursuant to Minnesota Statute § 471.382, the City may provide Procurement Cards (P–Cards) to
employees that demonstrate a business rationale, such as frequent travel or routine purchasing.
The City shall not issue a P–Card for merely for the personal convenience of an employee.
Authorization
Consistent with the delegated authority of the City Manager as the Chief Purchasing Agent, the
City may only provide P–Cards upon the request of the respective Department Director. All P–Cards
requests must be approved by the Finance Director prior to issuance. Only full–time or part–time
regular employees shall be issued P–Cards. All P–Cards shall maintain the following limits, unless
otherwise authorized by the Finance Director of their designee:
Transactions
Staff Level/PositionPer Total (Monthly) Approval
Non–Management$500 $3,000 Division Manager
Division Manager$1,000 $5,000 Department Director
Department Director $2,000 $10,000 City Manager
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City Manager $5,000 $25,000 Finance Director
Accounts Payable$10,000 $50,000 Finance Director
User Guidelines and Rules
Each card holder will be responsible for ensuring that purchases made with their card comply with
Minnesota Statutes, other sections of this Manual and this Procurement Card Use Policy.
All employees authorized to use a P–Card shall review and sign an acknowledgement of the P–
Card Use Policy and a P–Card User Agreement as provided by the financial institution issuing the
P–Card, which shall be retained by the Finance Department. The P–Card User Agreement must also
be signed by the applicable Department Director. The terms of the P–Card User Agreement are
considered a part of this Manual.
P–Card shall be issued in the individual employee’s name. The City shall not issue any generic or
department–wide P–Cards, nor may any individual possess more than one P–Card account, unless
otherwise authorized by the Finance Director. If the City issues a generic P–Card, it must be
assigned and held by a supervisor or manager. Additionally, the P–Card must be accompanied by
a log, which includes the staff using the card, the vendor name and a description of the purchase
included its estimated cost. The generic P–Card must be returned to the supervisor or manager
before being used for another transaction.
Employees that do not possess a P–Card shall not retain either physical possession of the P–Card
or electronic possession of the corresponding account information. All P–Card use must be
approved by the authorized P–Card holder prior to any transaction. Personal use of the City issued
P–Card is prohibited.
It is the P–Card holder’s responsibility to safeguard the P–Card (and corresponding account
information) and protect it from theft and unauthorized use, including, but not limited to:
Immediately reporting lost cards or unauthorized use to the P–Card company as well as to
the Finance Department;
Promptly returning expired P–Cards to the Finance Department for destruction;
Keeping the P–Card in a secure location;
Submitting the appropriate and requested documentation to support purchases and other
activity in a timely fashion;
Taking appropriate precautions when using the P–Card to make purchases; and
Returning P–Card to the Finance Director upon termination.
The Finance Director, in their sole determination, may revoke the P–Card for any reason. Improper
use of the City’s P–Card may result in disciplinary action, and cardholders may be held personally
responsible for unauthorized purchases, consistent with this Manual and the Charter.
Documentation
The billing statement from the P–Card issuer does not contain sufficient information to document
a purchase made. Appropriate documentation is required for all purchases to verify compliance
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with this and other City policies.
A copy of the invoice or receipt for payment must be included to verify the amount charged on
the P–Card. Receipts from vendors that only list the total charged are not considered sufficient
documentation. The receipt must identify all products or services purchased, shipping charges, and
sales tax. A printed confirmation of an internet purchase may be sufficient to comply with this
requirement. If an invoice is not immediately available, the invoice must be forwarded to the
Finance Department as soon as possible. In lieu of an invoice or receipt as described above, the
purchasers may sign an affidavit attesting to the purchase.
The City will not be responsible for any financing or interest charges accruing as a result of untimely
submission of P–Card receipts and transactions. In any instance where a product or service
purchased with a City issued P–Card is returned or canceled the transaction must be refunded to
the P–Card account.
Review and Payment
The P–Card holder should sign and approve the overall monthly statement that shall constitute
their approval of each individual charge or activity. The applicable supervisor shall review all aspects
of the invoice and verifying the validity of the expenditure. The P–Card holder and applicable
supervisor shall also be responsible for providing the account coding and description of purchase
so that expenditures are appropriately classified in the City’s financial records. The applicable
supervisor will authorize the expenditure for payment by including a date and signature or
electronic approval.
All P–Card statements will be reviewed by the Finance Department for compliance with this Manual
and to ensure accurate accounting. Additional documentation may be requested from a P–Card
user to ensure such compliance.
When granted, it is the P–Card user’s responsibility to submit documentation to the P–Card holder.
Ultimately, it is the P–Card holder’s responsibility to obtain documentation for all activity. When
charges relate to more than one person, the purpose of charges and names of attendees should
be noted on the statement.
The City will not use the P–Card account for carrying any debt. The City shall make payment for the
entire outstanding balance of the P–Cards and all P–Card purchases shall be made through the
City’s normal vendor payment process.
No employee of the City shall use the P–Card for cash advances or withdrawals. Under no
circumstances may P–Cards be used by non–City employees.
Individual Vendor Procurement or Credit Cards
The City has established charge accounts with a handful of vendors to expedite the purchasing
process with those respective vendors. These accounts may or may not have physical cards
accompanying them. All sections of this Procurement Card Use Policy are also attributable to the
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respective vendor charge accounts.
Travel, Trainingand ReimbursementPolicy
It is the purpose of this Travel and Training Policy to establish adequate internal controls to satisfy
IRS regulations, GSA guidelines, State laws, and to provide a guide to prescribe circumstances for
travel and training transactions, including reimbursements. This section of the Manual shall apply
to all employees.
Guidelines
Generally, the City should apply the following expectations and guidelines when considering travel
and training opportunities:
Whether the employee will be receiving training on issues or topics relevant to the City,
their specific job responsibilities, or reasonable promotional opportunity;
Whether the employee will be meeting or networking with elected officials and/or
government employees, both from Minnesota and other states, to exchange ideas on
topics relevant to the City;
Whether the employee will be viewing a facility or function that is similar in nature to one
that is currently operating at, or under consideration, by the City where the purpose for
the trip is to study the facility or function to return ideas for the consideration by the City;
Whether the employee has been specifically assigned by the City Council and/or City
Manager to visit another government agency for the purpose of establishing a goodwill
relationship, such as a “sister–city” relationship;
o “Sister–city” expenditures are not supported by any statutory authority and the City
shall only support such expenditure through donations or gifts by a third–party;
Whether the employee has been specifically assigned by the City Council and/or City
Manager to testify on behalf of the City at the United States Congress or to otherwise meet
with federal officials on behalf of the City; and
Whether the City has sufficient budget authority available to pay for the cost of the trip.
The City shall also consider the following guidelines upon review of any request for travel or
training expenditures:
Efforts should be made to limit the number of employees from a single department that
will attend a conference, institute, or training program to avoid excess expenditures;
Travel and training funds should be utilized in an efficient manner in order to benefit the
greatest number of employees possible;
A demonstration of making essential contacts and/or obtaining significant information that
is important to the improved operations and functions of City, and the respective
department is essential prior to travel authorization;
Out–of–state travel must be unquestionably professional in content and should be
requested only when a comparable conference cannot be found locally in the same
calendar year; and
Employees are expected to utilize the same car when incurring official expenses that a
prudent person would utilize if traveling on personal business.
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Authorization
Given the limited resources of the City to support travel and training expenditures, all suchcosts
should be included in an appropriate budget area prior to the travel or training and authorized
based on the below table. Additionally, no individual employee shall incur more than $5,000
annually of travel and training related expenditures, unless authorized by the City Manager.
AmountReviewApproval
Up to $1,999 Division Manager Department Director
$2,000 or more Department Director City Manager
All travel and training arrangements shall be approved by the party listed above at least 10 business
days prior to any such commitments and/or expenditures, whenever possible. The City Manager
and the respective Department Director shall approve all travel and training activities. The City
Manager shall review and approve all travel and training arrangements for all out–of–state travel.
Department Directors may be authorized work time for non–exempt employees for travel out–of–
area the day prior to, the day of, and the day following the convention or meeting date(s).
Travel Arrangements and Requirements
Employees shall travel using the most cost–effective and reasonable transportation alternatives.
The section below outlines the expectations for the most common forms of transportation. All
major travel and training expenditures must be made through a City–issued P–Card, unless
otherwise authorized by the Finance Director.
Commercial. Employees may travel in–state and out–of–area by commercial transportation when
authorized.
Air transportation shall be by coach class utilizing the advance reservation rates, when
possible;
Railroad accommodations shall be standard and shall include lower berth or roomette in
case of overnight travel; and
Bus transportation shall be reimbursed for the fare to and from the closest destination (i.e.,
bus stop) on the most direct route.
City or Personal Vehicle.When traveling in a City vehicle, employees should use a City assigned
P–Card for fuel expenses. Due to potential liability considerations, transportation of persons not
on official City business is prohibited in City Vehicles.
When personal automobiles are used as a mode of transportation for travel, reimbursement will
be reimbursed at the current IRS/GSA mileage reimbursement rate. Payment of mileage will be
based on the most direct route from their primary work location (e.g., City Hall, Public Works) to
the point of destination. The City is not responsible for damage to personal vehicles while on official
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business, as personal vehicles are not covered by the City’s insurance policies.
Rental Vehicle. Prior approval by the Department Director is required if it is necessary to rent a
vehicle at the travel destination. Pre–payment of a vehicle rental can be made using a P–Card. No
personal use of a rental vehicle shall be allowed.
Lodging.Hotel or motel accommodations should be appropriate to the purpose of the trip.
Lodging should be chosen based on reasonableness of cost and proximity to the conference,
meeting, or training site. Unless previously approved by the City Manager, overnight stays within
70 miles of the City will not be reimbursed. The City Manager, or their designee, shall approve the
use of any short–term rental options (e.g., “Airbnb,” “VRBO”).
Each employee shall be allowed an individual single room. Detailed lodging receipts must be
submitted for reimbursement as well as documentation for charges on a P–Card. The receipts must
include the nightly room rate and any incidental expenditures. Only incidental costs related to the
room charges will be reimbursed. Expenditures that are not deemed reasonable and necessary will
not be reimbursed (e.g., hotel room movies, health club fees, dry cleaning cost, personal item costs,
use of the “mini–bar”).
Business telephone calls and reasonable personal calls incurred during overnight stays are
reimbursable. When assigned, a City mobile device should be used for telephone calls.
The individual department will make all arrangements for lodging. The P–Card is the preferred
method of payment. Distance from employee lodgings will be considered in order to minimize
transportation costs. Employees will retain payment receipts to submit to the Finance Department
for reimbursement, if applicable.
International Travel. For domestic travel purposes, the IRS definition of the United States includes
the 50 states and the District of Columbia. The purpose of travel outside the United States for City
business must be unquestionably professional in content and should only be considered if a similar
meeting, conference, or training of similar quality cannot be found within the continental limits of
the United States. International travel expenses for business related purposes are deductible, as
outlined in the IRS Code Publication 463 (Travel Outside the United States) but may be limited if
the travel involves non–business activities. Any travel outside the United States must be approved
by the City Manager.
Meal and Incidental Expenditures
The City in principle does not pay for meals and/or refreshments for elected officials, employees,
the general public and/or vendors, and will use the utmost care as related to the expenditure of
public funds. Funds will not be expended for any purpose which is specifically forbidden by Federal
regulation, State law, City ordinances or polices. Expenditures made under this section shall be
approved, authorized and documented according to established procedures.
For same–day travel, training or business meetings, meals will be reimbursed for the actual amount
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spent and will require an itemized receipt. The use of a P–Card is encouraged, when possible. For
meals involving multiple individuals, the documentation provided for reimbursement or P–Card
documentation shall list all persons attending and participating in the meal(s). Additionally, the City
shall not reimburse any personal expenditures, such as meals, from any petty cash funds as required
by Minnesota Statute § 412.271.
The City will not reimburse or support the cost of any meals already provided as part of a
conference, meeting and/or training, unless the employee maintains a bona–fide dietary
restriction(s). The City may request documentation of any such restriction(s).
Expenditures associated with alcoholic beverages shall not be purchased with a P–Card or
reimbursed by the City, nor shall that City pay or reimburse for any activities associated with a
political party or similar political activities. For additional guidance and restrictions on meal and
related expenditures, please refer to the Public Purpose Expenditure Policy section of this Manual.
Per Diem. The per diem allowance is a daily payment for meals and related incidental expenses
when overnight travel accommodations are necessary, in accordance with published federal per
diem rates instead of receipt–based reimbursement. An employee may claim an amount not to
exceed the allowable per diem rate in accordance with the Standard Federal Per Diem Rate
Schedule (Schedule) in effect at the time of travel. A City assigned P–Card may not be used to pay
for meal and incidental expenditures when per diem is claimed. The per diem allowance is separate
from lodging, transportation and other miscellaneous expenses. The per diem allowance covers all
charges, including taxes and service charges where applicable for:
Meals. Expenditures for breakfast, lunch, dinner and snacks as well as corresponding tips
and taxes. For a City reimbursed meal, a tip shall not exceed 15%, and shall not be
permissible if gratuity is already included in the bill.
o In the event an approved training or conference event is more than one day in
duration, the maximum reimbursement will not exceed the daily per diem rates set
annually by the Schedule for meals and incidentals for the area.
Per IRS regulation, the first and last calendar day of travel is calculated at
75% (e.g., if the daily Per Diem is $50, then the days of travel are $37.50).
o When an event encompasses a full or partial day, employees may spend the daily
allowance among the applicable meals, at their discretion, unless meals are included
as part of the event registration. In that case, the funds allotted for that meal cannot
be used or reimbursed.
o For partial days, the meal allowance will not exceed the amounts set annually by the
Schedule for meals and incidentals separately for breakfast, lunch, or dinner.
Breakfast reimbursements may be claimed if the employee leaves their
temporary or permanent work location before 6:00 a.m. or is away from
home overnight.
Lunch reimbursements may be claimed if the employee is in traveling
more than a total of 70 miles away from their temporary or permanent
work location.
Dinner reimbursements may be claimed only if the employee is away from
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their temporary or permanent work location until after 7:00 p.m. or is away
from home overnight.
o Employees may occasionally be in the position of having to provide a meal for other
persons who have official business with the City. In addition, receipts for these meals
must include the name of each person attending the meal along with a description
of the public purpose/benefit of the meeting.
Incidental Expenditures. Fees for taxis or similar services, parking, as well as reasonable
tips for porters, baggage carriers, bellhops and hotel maid service, associated with travel
while on official City business will be reimbursed at actual cost. Receipts, if possible, shall
be submitted for reimbursement.
Advances and Reimbursements
The City will pay or reimburse for all travel and training costs that are both reasonable and
necessary. In accordance with Minnesota Statutes and when a situation warrants it, a cash advance
may be issued prior to departure with the approval of the Finance Director. Such requests will be
considered an exception to normal procedures.
Only claims for accommodations, goods and services actually incurred by the employee with
corresponding documentation, such as itemized receipts or invoices shall be reimbursed. If an
employee opts to receive the per diem reimbursement for their travel related meal and incidental
expenditures, receipts and other documentation shall not be required. Payment of the
reimbursement shall only be authorized upon approval of the Travel Expenditure Report, which
must be submitted after each travel or training event.
If an employee travels with their significant other and/or immediate family members on an official
City business trip, the expenditures attributable to them (e.g., travel, meals, lodging) shall not be
an authorized expenditure of the City nor shall they be subject to reimbursement. The City shall
pay or reimburse all travel and training expenditures at cost necessary to accommodate the
employee only.
Travel must be by the most direct or normally traveled route unless approved in advance by the
respective Department Director. Reimbursement will be limited to the cost of travel by direct route
or on an uninterrupted basis, as determined by the Finance Department. The elected official or
employee will be responsible for any additional cost exceeding the public purpose related
expenditures.
Travel plans involving expenses that do not require overnight travel accommodations will be
reimbursed based on actual cost substantiated by appropriate receipts. The employee is entitled
to reimbursement of meal expenses after submitting actual receipts. No reimbursement is
authorized if meals are provided during the meeting or event. When available, the assigned City
P–Card should be used for these types of activities. This includes training or meeting within 60
miles from the City.
It shall be the responsibility of the elected official or employee to:
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Maintain accurate travel, training, and reimbursement records;
Make a conscious effort to minimize expenses while maintaining a reasonable level of
comfort and convenience; and
Request reimbursement in an accurate and timely manner, typically 20 business days or
less.
Employees who have announced their intention to resign or retire, are involuntarily terminated, or
in some disciplinary related status, will not be eligible for travel or training under this Travel,
Training and Reimbursement Policy. The purposeful falsification of travel documents and
expenditure reporting may result in disciplinary action, up to and including involuntary termination.
Personal Rebates and Rewards
Employees and elected officials shall not use their personal or private funds for travel and/or
training related costs in an effort to accrue private benefit through rewards program and other
incentives offered by their personal credit card(s). Additionally, the City shall not reimburse an
employee for any expenditure originally made using rewards programs offered by their personal
credit card (e.g., coupons, discounts, points, “frequent flyer miles”)
Elected Officials
Similar to employees, this Travel, Training and Reimbursement Policy recognizes the need and
value of elected officials to travel both in–state and out–of–state for official duties, such as
conferences, events, trainings, and other assignments. Generally, elected officials shall be subject
to the same rules and regulations applied to employees. However, elected officials shall also be
subject to the following considerations, which are consistent with Minnesota Statute § 471.661.
Elected Official Guidelines. The conference, event, training, workshop or other assignment shall
be approved in advance by the City Manager, and mentioned at an open, regularly scheduled
meeting at least 10 business days before the occasion, and must include an estimate of the cost of
the travel and training.
Within 30 days of their return from the travel and training, the elected official(s) shall make an oral
report at an open, regular meeting of City Council regarding their activities. The elected official(s)
shall also provide any information or materials obtained during the conference, event, training or
workshop to the City Manager for distribution to employees or the City Council upon request.
The City shall make payments in advance for airfare, lodging and registration as approved by the
City Manager. All other payments shall be made as reimbursements or per diem payments per the
Schedule to the elected officials.
Elected officials who have announced their intention to resign, not to seek re–election, or who have
been defeated in an election will not be eligible for travel or training under this Travel, Training and
Reimbursement Policy. Unless duly noticed and authorized by the City Manager, a quorum of the
City Council shall not travel or train together.
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The City Manager may make exceptions to the Travel, Training and Reimbursement Policy
depending upon circumstances unique to the trip and/or elected officials and employee.
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Donations
Surplus Property Policy
The City is committed to managing surplus property, such as used furniture and equipment, in a
manner that is fiscally responsible, allows for options to reduce harmful environmental impacts,
and promotes the City’s philosophy of reduce–reuse–recycle. This Surplus Property Policy
establishes a procedure for the sale or disposal of surplus equipment. It also facilitates the removal
of surplus property, promotes alternative uses, and reduces the City’s storage burden
Any item disposed of in a manner designed to generate additional revenue (e.g., auction, trade–in)
to support the cost of its replacement shall not be considered surplus equipment or property within
the meaning of this section of the Manual.
This Surplus Property Policy is also in accordance with Minnesota Statutes Sections 15.054, 412.211,
471.345, and 471.3459 and the Charter. It applies to all City departments that generate Surplus
Equipment and governs the actions of all elected official and employees.
Definitions
For the purposes of this section the Manual, the following terms and phrases shall be defined as
follows:
City, means the City of Fridley, Minnesota;
City Council, means the governing body of the City;
Disclaimer of Warranties Form, means the form which must be signed by persons or entities
acquiring the City’s Surplus Equipment or Surplus Property for uses other than disposal or
recycling;
Donation, means to contribute, donate, or give Surplus Equipment at no cost to a Nonprofit
Organization that serves a public purpose and benefits its community as a whole;
Eligible Organization, means a Nonprofit Organization serving one or more of the following
functions: cultural, historical, educational, safety, social services, environmental or
economic;
Fair Market Value, means the price at which property would change hands between a willing
buyer and a willing seller, neither being under any compulsion to buy or to sell and both
having reasonable knowledge of all relevant facts;
New Owner, means the person or entity acquiring the City’s Surplus Equipment or Surplus
Property, as the case may be;
Nonprofit Organization means an organization formed under Section 501(c)(3) of the IRS
Code;
Surplus Equipment, means: equipment used by the City’s public works department, and
cellular phones and emergency medical and firefighting equipment that is no longer
needed by the City because it does not meet industry standards for emergency medical
services, police, or fire departments or has minimal or no resale value as defined in Minn.
Stat. § 471.3459 and is eligible for Donation;
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Surplus Property, means equipment and personal property used by the City that is no
longer needed by the City and has minimal or no Fair Market Value; and
Surplus Equipment Form, means the form that must be filled out by a Nonprofit
Organization requesting a Donation of Surplus Equipment.
Procedure
The City shall identify and dispose of all Surplus Equipment and Surplus Property in conformance
with the following guidelines.
Identify Surplus Equipment. Department Directors are responsible for monitoring their
equipment and shall identify and report all Surplus Equipment and Surplus Property to the
City Manager on an annual basis at a minimum.
Determine the Fair Market Value of Surplus Equipment and Surplus Property. The City
Manager shall work with City staff to determine the Fair Market Value of the Surplus
Equipment and Surplus Property.
Identify Surplus Equipment and Surplus Property Disposition Method. The City Manager
shall work with City staff to determine if Surplus Equipment and Surplus Property should
be transferred, sold, donated, disposed of, recycled, or made available free of charge.
Transfer. Prior to any disposition, all Surplus Equipment and Surplus Property must first be
considered for transfer in the following manners:
o Trade in the property toward the purchase of new property;
o Transfer the property between departments for the benefit of the City; and
o Transfer to another government entity through a state approved vendor or directly.
Sale. If the Fair Market Value of the Surplus Equipment or Surplus Property is deemed
greater than the cost to dispose of it or recycle it, the City may use applicable sources to
allow for bidding and sale going to the highest bidder (e.g. public auction, eBay,
propertyroom.com). If applicable, the City will determine the appropriate length of time an
item may remain available for bidding based on the need to remove the equipment and
personal property from the premises.
Disposal. If the Fair Market Value of the Surplus Equipment or Surplus Property is deemed
less than the cost to dispose of it or recycle it, the City may solicit offers to acquire at no
cost to the entity wanting to take possession. The City shall post the Surplus Equipment or
Surplus Property as available on the City’s website. The City may also use other reasonable
means to notify the general public about the availability of this Surplus Equipment or
Surplus Property.
Donation. The City may, but is not obligated to, donate Surplus Equipment. Only Surplus
Equipment may be donated. Applicable Department Directors are responsible for
coordinating the Donation of the Surplus Equipment in accordance with the terms of this
Policy. Surplus Equipment that is not donated may be sold, recycled, or discarded in the
discretion of the City Manager but consistent with this Surplus Donation Policy.
City Council Declaration. The City Manager will forward a list of all Surplus Equipment
regardless of Fair Market Value and Surplus Property with an estimated Fair Market Value
of $25,000 or more to the City Council, which shall approve or deny the designation of the
specific equipment as surplus and eligible for Donation or disposal pursuant to and in
accordance with this Surplus Donation Policy.
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Advertisement of Surplus Equipment for Donation. Surplus Equipment shall be posted as
available the City’s website. The City may also use other reasonable means to notify Eligible
Organizations about the availability of Surplus Equipment. The City shall wait at least 30
days after advertising Surplus Equipment before approving any Donation.
Surplus Equipment Form. Eligible Organizations interested in Surplus Equipment shall fill
out a Surplus Equipment Form and submit the form to the City Manager.
Prioritization of Donations. If more than one Eligible Organizations requests a Donation for
the same Surplus Equipment, the City shall consider factors it deems relevant including how
the Surplus Equipment will be used, the benefit to the Eligible Organization, the impact on
the City, how the Donation will accomplish goals of the City Council, and any previous
Donation to the Eligible Organization.
Conflict of Interest. All City employees and officials are prohibited from taking possession
of any Surplus Equipment or Surplus Property for personal use or on behalf of an Eligible
Organization.
As Is. The exchange of Surplus Equipment and Surplus Property is made “as is” with no
warranty, guarantee, or representation of any kind, express or implied, as to the condition,
utility, or usability of the Surplus Equipment and Surplus Property offered. The Surplus
Equipment and Surplus Property may be defective and cannot be relied up for safety
purposes. The New Owner shall sign the Disclaimer of Warranties Form prior to acquiring
Surplus Equipment and Surplus Property.
Title. The City Manager shall cause any title or other ownership documents to be transferred
to the New Owner at the time of transfer. Any fees required for the transfer the Surplus
Equipment and Surplus Property are the responsibility of the New Owner.
Transportation. The New Owner must provide a detailed plan for transporting the Surplus
Equipment and Surplus Property from the City. The New Owner must pay all expenses
associated with the removal and transportation of the Surplus Equipment and Surplus
Property.
The City Manager may delegate specific responsibilities for implementing this Surplus Donation
Policy. The City Clerk shall document the disposition of all Surplus Equipment and Surplus Property
and shall keep such records in accordance with the City’s Records Retention Schedule.
Municipal Liquor Store Donation Policy
The City, through Fridley Liquor, at the direction of the Finance Director or their designee, may
support non–profit organizations whose primary objective is to promote the general health and
well–being of the Fridley community consistent with public purpose expenditures authorized by
State law, Charter and all application City rules or regulations.
Consistent with OSA Statement of Position No. 2007–1017 as amended, non–profit organizations
formed under Section 501(c)(3) of the IRS Code, which also provide goods and/or services typically
associated with a public purpose shall be eligible for a donation, including, but not limited to:
Artistic organizations;
Historical causes;
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Animal shelters (or organizations for the prevention of cruelty);
Food shelves;
Senior and youth centers;
Public recreation programs; and/or
Community celebrations.
Support for such an organization, upon approval, shall take one or more of the following forms,
which cannot be used by the organization itself or those coordinating the event:
Through gift cards, issued in up to $50 increments, to be used as an auction item or door
prize;
Through donation of merchandise that is commonly known as a “dealer loader” to be used
for either a silent or live auction;
Through assistance with a fundraising event that promotes the organization in general or
for a specific fundraising need, as described below; and/or
Through the purchase of products typically offered for sale at the cost available to Fridley
Liquor.
Regardless of the type of support, the total cost of the donation to an individual organization may
not exceed $1,000 in retail value in any calendar year. Additionally, the organization(s) receiving
the donation shall include Fridley Liquor, and its corresponding logo(s), in all forms of advertising
and promotion of the event or occasion.
The City reserves the right to deny any request for a donation for any reason and in their sole
discretion. If the Finance Director determines that any such request to be unlawful or in violation
of this Manual or other City policies, the request shall be denied.
Fridley Liquor Event Participation
Fridley Liquor may participate in a fundraising activity or event for an eligible organization one or
more of the following forms:
Assist the eligible organization with assembling a group of vendors to provide and pour
samples of their products at a fundraising event;
Coordinate with aforementioned vendors before and during the event to assure that the
rules of the eligible organization, the City and applicable laws are followed; and assist with
the logistics of hosting such an event;
Provide support in age verification (i.e., carding) of attendees of the event;
Provide advertising for the event through normal channels and frequencies, which may
include: social media posts, in–store signage and e–mail “blasts” to Fridley Liquors e–mail
list;
o The e–mail addresses or any other information maintained by Fridley Liquor shall
remain the property of the City, and not distributed, communicated or disseminated
to a third–party or another operating unit of the City for any reason whatsoever,
consistent with the Minnesota Government Data Practices Act;
Fridley Liquor will, upon agreement between the eligible organization and Fridley Liquor,
sell or distribute tickets or other information in–store for the activity or event;
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Fridley Liquor will, upon agreement between the eligible organization and Fridley Liquor,
assemble a tasting guide for the event, which will detail the item(s) involved, suggested
retail price(s) and a place for tasting notes or other information;
o Additional information or items may be added to the tasting guide at the discretion
of both parties, which may include: other supporters of the event, description of
the eligible organizations and the description or purpose of the event; and
It will be the sole responsibility of the eligible organization to have the tasting guides and
any other information, such as in–store signage, printed and available for distribution.
Support for any eligible organization, activity and/or event will be determined on a case–by–case
basis, and upon an agreement between the eligible organization and the City acting on behalf of
Fridley Liquor. The number of fundraising activities and/or events that Fridley Liquor will participate
in may not exceed six events or a cost of $5,000 annually, unless otherwise approved by the Finance
Director.
Solicitations at Fridley Liquor
Solicitations by eligible organization for any purpose shall be limited to in–store signage, and shall
not include any in–person activities on behalf of the eligible organization, activity or event, except
for through the regular business of Fridley Liquor staff (i.e., mentioning the event to a patron during
check–out).
Fridley Liquor may also allow organization to fundraise through a point–of–sale
transaction/donation, whereby the customer may be asked to “add a dollar” or some other amount
to their purchase for an eligible cause and/or organization. Such request may only be made by
Fridley Liquor staff. Fridley Liquor may offer this service in its sole discretion.
Gather Space Usage
The Gather Space at Fridley Liquor 264 57th Avenue NE shall only be used for Fridley Liquor
sponsored events. No individual, group and/or organization shall have access to use the Gather
Space for any purposes.
Events will be held in accordance with Minnesota Statute § 340A.412 and other sections relevant
to municipal liquor operations. No food may be brought in, sold or consumed during Gathering
Space events.
Indemnification
Any party making use of a donation under this Municipal Liquor Store Donation Policy will agree
to defend, indemnify, and hold harmless the City, its officers, officials, employees and volunteers
from and against any and all claims, suits, actions or liabilities for injury or death of any person, or
for loss or damage to property, which arises out of the use of a donation, or from the conduct of
the party's business, or from any activity, work or thing done, permitted, or suffered by a party
using a donation, except only such injury or damage as shall have been occasioned by the sole
negligence of the City.
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Revenue and Collection
Revenue Policy
The Citywillendeavorto maintain a diversified andstable revenue system toshelter itfromannual
fluctuations in any one revenue source.
In order to maintain a stable and predictable tax base, the City shall support a mix of commercial,
industrial, and residential development. Consistent with this approach, the City will also review
properties within its jurisdiction at least every five years, pursuant to Minnesota Statute § 273.08.
The City shall establish all user charges and fees, pursuant to Section 7.02 of the Charter, for all
applicable funds and activities. It shall recoup estimated or actual costs at the full amount for
providing the goods or services. In order to determine the appropriate user charge or fee, the City
shall consider various sources:
Internal cost review and study;
Market rates and structures; and
Statutory requirements or case law established by the Minnesota Judicial Branch.
Consistent with Section 7.02.03 of the Charter, the City will establish all user charges and fees for
General Fund program activities at a level related to the full cost of providing the services, or as
adjusted for particular program goals. The City will review the full cost of activities supported by
user fees to identify the impact of inflation and other cost increases and will review these fees
along with the resulting net property tax costs with the City Council at budget time. The Finance
Director shall determine what defines and constitutes full cost.
The City shall annually review and adopt via ordinance or resolution a Comprehensive Fee
Schedule, consistent with Section 7.02 of the Charter, which shall be effective January 1 of each
year. It shall provide for all of the various user charges and fees authorized by the City Council. If a
user fee or charge has not been established by the Comprehensive Fee Schedule, the Finance
Director shall determine the actual cost for providing the good or service, and assign the charge(s)
and/or fee(s) accordingly, assuming doing so would not violate the aforementioned section of the
Charter.
Enterprise Funds
For the Enterprise Funds, the City shall set user charges and fees at a level that fully supports the
total direct and indirect costs of the activity, including depreciation of capital assets and debt
service, to ensure positive and stable cash flows, and provide for adequate working capital. Any
capital costs and/or debt service for any particular activity shall be supported by the applicable
Enterprise Fund. The City shall conduct external reviews of the user charges and fees associated
with the public utilities at least every five years.
Consistent with Section 7.10 of the Charter, any interfund loans and/or transfers from the Enterprise
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Funds to another City–controlled fund must be authorized by the City Council. Such interfund
loans and transfers shall only be authorized on an exceptional basis and to fund unusual or
extraordinary expenditures. The City may not authorize such transfers or interfund loans in
consecutive years from the same Enterprise Fund.
The Municipal Liquor Stores, and the associated Enterprise Fund, shall be regarded as
entrepreneurial in nature. The intent of these activities shall be to maximize revenues to the extent
the market allows, which permits it to support other areas of the City financially, such as capital
equipment purchases and park improvements.
Intergovernmental Revenues
Intergovernmental revenues, such as Local Government Aid and Municipal State Aid, are beyond
the direct control of the City and shall be relied upon conservatively to support ongoing operations
and activities. Since these revenues occur on a consistent and regular basis, they shall be accounted
for in the annual budget process. However, given the lack of control, intergovernmental revenues
shall not support more than 10% of General Fund budget. Any intergovernmental revenues in
excess of this amount shall be directed to the CIP or other one–time expenditures.
The City will strive to eliminate the use of Local Government Aid as a source of funding for the
annual, operating budget.
Grant Revenue or Funding
From time to time, the City or its component units may receive grants or similar awards to support
the cost of certain activities, projects and/or programs. Consistent with Section 6.05 of the
Charter, the City Manager may administratively accept such financial awards or grants assuming
they do not require a budget amendment as outlines in other sections of this Manual, specifically
the Operating Budget and Capital Investment Program policies.
Public Utilities Revenue and Remittance Policy
Generally, in order to ensure payment of user charges and fees, the City utilizes special assessments
for applicable, unpaid portions of a public utility billor invoice. The procedures and additional costs
associated with these and other situations are outlined in Chapter 402 of the Fridley City Code (City
Code) and are not addressed in greater detail in this section of the Manual.
In order to ensure the timely and accurate payment of user charges and fees associated with the
public utilities owned and operated by the City, the City shall utilize the following protocols and
procedures.
Discontinue of Services
Per Section 402.18 of the Code, the City reserves its right to discontinue public utility services
without notice for necessary repairs, additional connections or reconnections and non–payment of
user charges and/or fees. However, the City will generally refrain from discontinuance in the event
of non–payment and assess all applicable user charges, fees and penalties as authorized by Chapter
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402 of the Code.
However, the City may discontinue services for its public utilities in following circumstances:
Vacant properties;
Properties already disconnected from electric and/or gas utilities;
Properties where the owners failed to respond to multiple maintenance requests;
Properties presenting the potential of a backflow condition that may contaminate the
public water system; and
Properties presenting an emergency (e.g., significant damage) where the disconnection
will preserve the safety and well–being of the property and/or public.
Prior to the disconnection of any public utility services, the City shall provide a notice by first–
class mail to the property owner of record at least 20 days prior to any action, unless an emergency
prevents such a notice. The notice shall include an opportunity to discuss the pending action, and
possible steps to prevent disconnection, if appropriate. The Finance Director, or their designee,
shall act on behalf of the City, and shall have the authority necessary to correct or otherwise
resolve any payment concerns or issues, such as a repayment plan or other alternative.
User Charges and Fees
For the purposes of adjusting or modifying, including a dispute by a system user, the City shall
adhere to the following standards and practices. The Finance Director, or their designee, shall
administer and interpret this section.
Adjustment. If an adjustment may be required as the result of an error made by the City, a credit
will be applied to the account in question. The City shall not issue refund payments directly, unless
authorized by the Finance Director, or their designee. The City shall review up to three years of
account activity to determine any adjustments.
In the event of an “under charged” account, the City may seek to recover its costs for up to the
previous three years. When possible, the City will determine the recovery amount based on the
user charges and fees in effect during the billing period(s) in question. The City will allow the
account to repay the recovery amount in no more than three years, pursuant to a written
repayment agreement. Per Minnesota Statute § 216B.098, a public gas and electric utility may not
charge interest during a repayment period, and the City shall apply that standard to all of its public
utilities.
In the event of an “over charged” account, the City will determine the need for an adjustment based
on the last actual water meter reading for up to the previous three years. In the event of an
adjustment, the City will return the over charged amount with interest using an interest rate
determined by the Finance Director at the time of repayment. If the City or system user cannot
demonstrate with certainty that a meter has not “rolled over,” stopped, been tampered or any other
similar situation, the City will not adjust the billing amount.
In the event the City authorizes a refund, it shall not be applied to the account until at least seven
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banking days after the applicable deposit of the payment or activity in question, unless otherwise
authorized by the Finance Director.
No employee may unilaterally adjust or “write–off” their individual account(s) or the account(s) of
their friends and/or family members. The employee shall report to the Finance Director any
concerns or issues regarding their account(s) or the account(s) of their friends and/or family
members – the Finance Director shall report the same situation to the City Manager. Any unilateral
action by any employee concerning themselves or their friends and/or family members may result
in disciplinary action, up to and including involuntary termination.
Leaks and Winter Use. It shall be the responsibility of the property owner to inform the City of a
water leak or similar event. If such an event occurs during the Winter Quarter, the property owner
must provide the City will information about the event, including a written proof of repair. The City
will then adjust the sanitary sewer charges for the Winter Quarter and fees for up to the next three
quarters and shall not adjust the original bill as sanitary sewer usage has occurred.
Contested Bill or Invoice. If a customer wishes to formally contest their bill, invoice or the
response of the City, they must submit their request in writing, including: a description of the
situation; their specific request; and their rationale for it. The Finance Director, or their designee,
shall review the request and provide a written response with 10 business days.
The determination of the Finance Director, or their designee, may be reviewed upon written appeal
to the City Manager. Any such appeal must be received within five business days and include a
rationale for the appeal. The City Manager shall review the appeal and provide a written
determination within 10 business days. As the official representative of the City’s utilities, the
decision of the City Manager shall be final.
Any unpaid portions of a contested public utility bill or invoice may be assessed to the property
in question consistent with Minnesota Statute § 444.075. The City shall provide any party or
property subject to such an assessment with at least 20 days of notice prior to the certification of
the outstanding charges and fees to the County Auditor.
Penalties. The City shall only remove one penalty or similar charge per account holder, unless
otherwise authorized by the Finance Director, or their designee.
Finalized Accounts.In the event of a discontinuation of service, any account balances will be
reduced to zero (i.e., $0). The City will make a reasonable attempt to collect any outstanding
balances, including through special assessments, before writing–off an account balance. Any
credits or credit balances shall be processed quarterly. Any exception must be authorized by the
Finance Director, or their designee.
Title Inquiries. Any requests of a title company or similar organization with respect to the
outstanding public utility charges and fees shall be responded to in order of closing date. These
requests will be completed only once and as reasonably close to the closing date as possible. They
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City may charge the requesting party for this information based on a fee established by the City.
Meter Installation.Pursuant to City Code § 402.15.2.B, the City may provide a reasonable
repayment schedule for the costs associated with the replacement of a meter with a diameter of 1
½” or larger. The Finance Director, or their designee, shall determine the structure and interest rate
for such repayment schedules. However, no repayment schedule shall exceed one year.
In the event the customer fails to make timely payments consistent with an authorized repayment
schedule, the entire amount, including any unpaid principal and accrued interest, shall become
immediately payable and subject to the other sections of this Public Utilities Revenue and
Remittance Policy, including the assessment of any unpaid charges and fees at the discretion of
the City Council.
Other. Generally, the City will consider special assessments as a means for remittance on at least
an annual basis.
Special Assessment Deferment Policy
Pursuant to Minnesota Statutes § 435.193, a home rule or charter city may, at its discretion, defer
the payment of an assessment for any homestead property. Generally, the City Council has found
and determined that deferral of special assessment for certain senior citizens, persons with
disabilities and members of the military to be in the public interest. In each situation, the
requesting party must demonstrate that payment of the special assessment would constitute a
hardship.
Deferment Requirements
Based on these guidelines, the City shall consider the following factors to determine if a deferral of
a special assessment shall be granted:
The property for which deferment is requested must be classified and taxed as homestead
property by the City Assessor as of the date the application for deferment is made;
The applicant must be the fee simple owner of the property or must be a contract vendee
for fee simple ownership;
The applicant must be 65 years of age or older or retired by virtue of a permanent and total
disability;
o In the case of a married couple, one of the spouses must meet this requirement;
The first year's installment of the proposed special assessment must, either alone or in the
aggregate with installments of other special assessments due against the property and
payable in the first year of the proposed assessment, total more than two percent of the
applicant's total household income as defined by Minnesota Statutes, Chapter 290A.
The applicant for deferment must file a completed application and affidavit with the City Assessor
on or before November 15th of the year preceding the year for which deferral status is requested
in order to implement the deferral program for said year.
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The City Assessor shall include in any and all mailed notices of public hearings with respect to
special assessments, a statement explaining the deferment process. The City Assessor shall also
transmit all deferments granted pursuant to this section to Anoka County for proper recording, so
as to give notice of such deferment to all future owners and encumbrancers of the property for
which a deferment has been granted. The owner will make application for deferred payments on
forms prescribed by the Anoka County Auditor and the City.
Interest Rate. Any special assessment deferred pursuant to this Special Assessment Deferment
Policy shall bear interest at the interest rate applicable at the time the assessment was originally
levied.
Termination
Assuming approval, the deferment shall be terminated upon any of the following circumstances or
occasions:
The subject property is sold, transferred, subdivided, or in any way conveyed to another by
the fee owner qualified for deferral status;
The death of the fee owner qualified for deferral status unless a surviving joint tenant,
tenant in common, or contract vendee is eligible for the deferral benefit provided
hereunder;
The property loses its homestead status, as determined by the City Assessor, for any reason;
and/or
The City Council determines that there would be no hardship to require an immediate or
partial payment of the deferred special assessment.
Other Considerations
The City Council shall not be prohibited from determining that a hardship exists, and that a
deferment should be granted on the above terms and conditions, even if the eligibility
requirements are not met by an applicant, provided that the City Council finds that:
There are exceptional and unusual circumstances not covered by the foregoing standards
and guidelines;
If granted, the deferment will have been made in a non–discriminatory manner, and
The granting of the deferment will not give the applicant an unreasonable preference over
other applicants.
Only special assessments for permanent improvements, which are not requested by the property
owners, are eligible for deferment. Current and/or delinquent service charges are not eligible.
Service charges include, but are not limited to: water, sanitary sewer, and recycling fees; tree
removal costs; weed removal cost; storm drainage charges; street maintenance costs;
administrative citations; and nuisance abatement fines and costs.
The failure of the City to give notice pursuant to this Special Assessment Deferment Policy or the
granting or denial of any deferment shall not invalidate special assessment otherwise made and
levied by the City of pursuant to applicable statutory requirements. Upon approval, the City
Assessor shall notify the property owner(s) at least annually of the status of their deferment,
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including outstanding principal and any accrued interest.
The Finance Director or their designee shall administer and interpret this Special Assessment
Deferment Policy and the guidelines set forth herein.
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Adoptionand Implementation
Interpretation Policy
The City Manager or their designee, may waive any sections of this Manual, if doing so would not
violate any applicable sections of City ordinances, Charter, State and/or Federal laws, or resolutions
adopted by the City Council. Wavier of any particular policy or section does not constitute a wavier
for the entire Manual and the City Manager, or their designee, may end such waivers in their sole
discretion.
Apart for this Manual, certain activities and programs are also regulated by the Employee
Handbook (Handbook) for non–unionized employees and Collective Bargaining Agreements
(CBAs) for unionized employees. In any event when this Manual conflicts with either document, the
respective CBA or Handbooks shall control, unless such deference would violate applicable sections
of the City resolutions, ordinances, Charter, State and/or Federal laws.
In the event that any portion of this Manual shall conflict, or be interpreted to conflict, with the
Charter, the Charter shall control.
Discipline
Violation of this Manual or its corresponding regulations, incorporated herein by reference, by an
employee, may result in disciplinary action, consistent with the procedures outlined in the
Handbook, up to and including involuntary termination.
Adoption
This Manual shall be adopted by resolution of the City Council and any applicable component
units. It shall also be reviewed by staff on an ongoing basis and any administrative modifications
shall be approved by the City Manager, including: changes related to applicable laws and
regulations; subsequent actions of the City Council; clerical errors; and revisions to clarify but not
change the intent of this Manual. The City Manager shall notify the City Council or the governing
body of a component unit, in writing, of any administrative changes or modifications at least 10
days prior to any such revisions to this Manual. All other modifications shall be approved by the
City Council or the governing body of a component unit.
Adoption
Approved and adopted by the City Council on January 8, 2024, effective January 1, 2024.
Administrative Revisions
None at this time.
City Council Amendments
None at this time.
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AGENDA REPORT
Meeting Date:December8, 2025 Meeting Type:City Council
Submitted By:James Kosluchar, Public Works Director
Brandon Brodhag, Assistant City Engineer
Title
Public Hearing on Improvements for Street Rehabilitation Project No. ST2026-02 & Resolution No.
2025-161, Ordering Final Plans, Specifications and Calling for Bids for Street Rehabilitation Project No.
ST2026-02
Background
Following discussion and direction from the Fridley City Council (Council), the City of Fridley(City)Public
Works Department has prepared a feasibility report regarding the proposed roadway and utility
improvements (Improvements) included as part of the Street Rehabilitation Project No. ST2026-02
(Project). On November 10, 2025, the report was presented to Council and a Public Hearing on
Improvements was set for December 8, 2025 by Resolution No. 2025-139. The Hearing on Improvements
was advertised in accordance with statutory requirements and officially published in the Star Tribune on
November 27, 2025 and December 4, 2025. Additionally, adjacent property owners subject to special
assessment were mailed notice of the public hearing on November 25, 2025. The mailing to each
property owner included a preliminary assessment estimate and project update.
The Project is approximately 1.27miles in length and includes pavement improvements across three
rd
distinct project locations: Viron Road/Trunk Highway 65 East Service Drive(Ward 2), 63Avenue(Ward
rdnd
2), Skywood Lane, 53Avenue, Lincoln Street and 52Avenue (Ward 1). The streets throughout the
project were originally constructed from the late1950s to the late 1970s.Since their initial construction,
they have received periodic rehabilitation and preventative maintenance, including seal coating. In total,
92properties are located along the project areas. These properties are subject to special assessment in
On October 8, 2025, an Open House was held for the proposed improvements included in the Street
Rehabilitation Project No. ST2026-02. There, staff provided an overview of the project including
information regarding construction impacts, anticipated schedule, special assessments and payment
schedule. Following the presentation, the meeting was opened to attendees for questions and
comments. The information presented was also posted on
to attend were encouraged to review the material presented and provide feedback.
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Proposed street rehabilitation with the project will include asphalt reclaiming,milling, and bituminous
rd
asphalt paving. Viron Road/Trunk Highway 65 East Service Drive and 63 Avenue will be replaced by
new bituminous pavement overtop an aggregate base fortified by in-place pavement reclamation.
rdnd
Skywood Lane, 53 Avenue, Lincoln Street and 52 Avenue will receive a 1-½ inch mill and overlay of
the existing pavement section.
In preparation for the project, the Public Works Utilities Division evaluated the existing water, sanitary
and storm sewer structures and surface facilities across the project area. Staff did not identify any severe
defects with the existing systems. There are currently no proposed utility improvements in any of the
project areas. Minor improvements to system surface features, include salvage/reinstall or replacement
of manhole castings, will be completed as
Costs for the project will be paid using a combination of funding sources including the Street
the and special
assessments to benefitting properties.
Staff requests consideration including input and information received at the Hearing on Improvements.
Following this public hearing, the Council will be asked to address Resolution No. 2025-161 to consider
ordering final plans, specifications and calling for bids for the project. If the Council chooses to move
forward with this project by approving the attached resolution, staff will finalize the design in January
2025, and construction would be completed between May and September 2025.
Financial Impact
operating budget, Municipal State Aid Street funding, and special assessments in accordance with City
policy.
Recommendation
Staff recommends the City Council conduct the Public Hearing.
Staff recommends the approval of Resolution No. 2025-161, Ordering Final Plans, Specifications and
Calling for Bids for the Street Rehabilitation Project No. ST2026-02.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places Community Identity & Relationship Building
Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship
Organizational Excellence
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Attachments and Other Resources
!Resolution No. 2025-161
!Map of Street Rehabilitation Project No. ST2026-02 Project Area
!Public Hearing Advertisement in Star Tribune
!Mailed Public Hearing Notice (sample)
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-161
Ordering Final Plans, Specifications and Calling for Bids for the Street Rehabilitation
Project No. ST2026-02
Whereas, the City of Fridley (City) has prepared a Capital Investment Program to systematically and
regularly reconstruct and rehabilitate streets and utilities within the City to maintain infrastructure
quality and performance; and
Whereas, the construction of certain roadway improvements (Improvements) are included within
the Street Rehabilitation Project No. ST2026-02 (Project) deemed to be in the interest of the City and
property owners affected thereby; and
Whereas,
prepared a feasibility report and estimates of costs thereof for the Improvements; and
Whereas, Resolution No. 2025-139 adopted November 10, 2025, received the feasibility report and
set a public hearing regarding the estimated costs, funding and construction of the Improvements
for the date of December 8, 2025; and
Whereas, it is the intent of the City to fund a portion of the project costs through special assessments
to benefitting property owners in accordance with its Roadway Major Maintenance Financing Policy;
and
Whereas, pursuant to Minnesota Statute, proper notification of said public hearing was given; and
Whereas, at said Hearing on Improvements, the City Council heard all those parties that desired
to address the Council regarding said Improvements in whole or in part.
Now, therefore it be resolved, that the City Council of the City of Fridley hereby finds and orders:
1.!Such Improvements are necessary, cost-effective and feasible as detailed in the feasibility
report.
2.!The Improvements proposed in the feasibility report are hereby ordered to be effected
and completed as soon as reasonably possible, to-wit:
Street improvements, including pavement reclamation, mill & overlay, and bituminous asphalt
paving, including the street segments as follows:
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Viron Rd/T.H. 65 E Service Dr from Fireside Drive to Osborne Road (CSAH 8)
rd
63 Avenue from Trunk Highway 65 East Service Drive to East Moore Lake Drive
Skywood Lane from Fillmore Street to
53rd Avenue from Fillmore Street to Matterhorn Drive
rd
Lincoln Street from Buchanan Street to 53 Avenue
nd
52
3.!The Improvements be incorporated in the Street Rehabilitation Project No. ST2026-02.
4.!That the work effecting the Improvements under said Project may be performed under
one or more contracts as may be deemed advisable upon receipt of bids.
5.!That the Director of Public Works, James P. Kosluchar, P.E. is hereby designated as the
engineer for the Improvements and shall oversee the preparation of plans, specifications
and estimates of cost thereof for making of the Improvements.
6.!That final plans, specifications and estimates are prepared by the Public Works Engineering
Division and provided to the City Council as they are completed.
7.!That the Engineering Division call for bids in order that Project award(s) and construction
can be considered.
Passed and adopted by the City Council of the City of Fridley this 8th day of December,
2025.
_______________________________________
Dave Ostwald Mayor
Attest:
Melissa Moore City Clerk
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City of Fridley
Notice of Hearing on
Street Rehabilitation Project
Project No. ST 2026-02
Whereas, the City Council of the City of Fridley, Anoka County, Minnesota has deemed it expedient to
receive evidence pertaining to the improvements hereinafter described.
Now, therefore, notice is hereby given that on the 8th day of December 2025, at 7:00 p.m. the City Council
will meet at the Fridley Civic Campus Council Chambers, 7071 University Avenue, N.E., Fridley, MN and
will at said time and place hear all parties interested in said improvements in whole or in part.
The general nature of the improvements is the construction (in the lands and streets noted below) of the
following improvements, to-wit:
Street improvements, concrete curb & gutter, drainage, and utility repairs including the street segments
as follows:
VIRON RD/T.H. 65 E SERVICE DRfromFIRESIDE DRIVE to OSBORNE ROAD
RD
63 AVENUEfromT.H. 65 to EAST MOORE LAKE DRIVE
SKYWOOD LANEfromFILLMORE STREET to 150’ WEST OF MATTERHORN DRIVE
RD
53 AVENUEfromFILLMORE STREET to 150’ WEST OF MATTERHORN DRIVE
RD
LINCOLN STREETfromBUCHANAN STREET TO 53 AVENUE
ND
52 AVENUEfrom TAYLOR STREET to 550’ EAST OF TAYLOR STREET
All of said land and parcels abutting the list of street segments above are to be assessed proportionately
according to the benefits received by such improvement.
The City Engineer has estimated the project cost to be $427,000. A tabulation of costs is available at the
’s Engineering Office. A reasonable estimate of the impact of the assessment for each property will
be available at the hearing. The City Engineer will be present to describe the physical and financial impact
of the proposed project as described in the project feasibility report and proposed plans and
specifications.
Upon request, accommodation will be provided to allow individuals with disabilities to participate in
any City of Fridley services, programs or activities. Hearing impaired persons who need an interpreter or
other persons who require auxiliary aids should contact CityClerk@FridleyMN.gov or (763) 571-3450.
Published:Star Tribune
November 27, 2025
December 4, 2025
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Fridley Civic Campus
7071 University Ave N.E. Fridley, MN 55432
763-571-3450 |FAX: 763-571-1287 |FridleyMN.gov
November25, 2025 PW25-047
Subject:Notice of Public Hearing for Street Rehabilitation Project No. ST2026-02
Dear Property Owner:
The Fridley City Council will conduct a public hearing to consider authorizing construction of the
Street Rehabilitation Project No. ST 2026-02. A presentation will be given before Council that will
provide information on estimated costs, funding, special assessments, and construction.
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When: Monday, December 8, 2025; 7:00 p.m.
Where: Fridley Civic Campus, Council Chambers
7071 University Avenue NE, Fridley, MN
You are subject to a special assessment and your preliminary estimated assessment is $1,800.00.
This is in accordance with the City of Fridley special assessment policy and is based on best
available information of estimated project costs and assumes similar application of special
assessments as in previous projects to the property identified below. Assessment payment
options will be presented at the hearing.
PROPERTY IDENTIFICATION NUMBER:
SUBJECT PROPERTY ADDRESS:
We look forward to seeing you at the public hearing. If you have questions, please call the
Engineering Division at (763) 572-3554.
Sincerely,
James P. Kosluchar, P.E.
Director of Public Works
Enclosure: Publication and Project Area Map (Back of Page)
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City of Fridley
Notice of Hearing on
Street Rehabilitation Project No. ST 2026-02
Whereas, the City Council of the City of Fridley, Anoka County, Minnesota has deemed it expedient to
receive evidence pertaining to the improvements hereinafter described.
Now, therefore, notice is hereby given that on the 8th day of December 2025, at 7:00 p.m. the City Council
will meet at the Fridley Civic Campus Council Chambers, 7071 University Avenue, N.E., Fridley, MN and will
at said time and place hear all parties interested in said improvements in whole or in part.
The general nature of the improvements is the construction (in the lands and streets noted below) of the
following improvements, to-wit:
Street improvements, concrete curb & gutter, drainage, and utility repairs including the street segments as
follows:
VIRON RD/T.H. 65 E SERVICE DR from FIRESIDE DRIVE to OSBORNE ROAD
RD
63 AVENUE from T.H. 65 to EAST MOORE LAKE DRIVE
SKYWOOD LANE from FILLMORE STREET to 150’ WEST OF MATTERHORN DRIVE
RD
53 AVENUE from FILLMORE STREET to 150’ WEST OF MATTERHORN DRIVE
RD
LINCOLN STREET from BUCHANAN STREET TO 53 AVENUE
ND
52 AVENUE from TAYLOR STREET to 550’ EAST OF TAYLOR STREET
All of said land and parcels abutting the list of street segments above are to be assessed proportionately
according to the benefits received by such
improvement.
The City Engineer has estimated the project
cost to be $427,000. A tabulation of costs is
available at the City’s Engineering Office. A
reasonable estimate of the impact of the
assessment for each property will be
available at the hearing. The City Engineer
will be present to describe the physical and
financial impact of the proposed project as
described in the project feasibility report and
proposed plans and specifications.
Upon request, accommodation will be
provided to allow individuals with disabilities
to participate in any City of Fridley services,
programs or activities. Hearing impaired
persons who need an interpreter or other
persons who require auxiliary aids should
contact CityClerk@FridleyMN.gov or (763)
571-3450.
Published: Star Tribune
November 27, 2025
December 4, 2025
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AGENDA REPORT
Meeting Date:December 8,2025 Meeting Type:City Council
Submitted By:JamesKosluchar, Public Works Director
Brandon Brodhag, Assistant City Engineer
Carl Lind, CivilEngineer
Title
Resolution No. 2025-162,Awarding Sanitary Sewer Collection System Lining Project No. 26-450
Background
On Thursday, December 4at 8a.m., bids were publicly opened via the virtual bidding platform QuestCDN
and Microsoft Teams for the Sanitary Sewer Collection System Lining Project No. 26-450 (Project). A total
of five bids were received.
The Sanitary Sewer Collection System Lining Project is identified within the Cityof FridleyCapital
Investment Program(CIP)and includes the trenchless rehabilitation of approximately 19,300lineal feet
(3.65miles) of existing sanitary sewer mains within the Melody Manor neighborhood (Ward 1).The
Project improvements are a proactive and cost-effective approach to address inflow/infiltration (I/I)
existing sanitary sewer system.
As noted, five bids were received (Exhibit A). The low bid was received from Visu-Sewer, Inc. of Pewaukee,
Wisconsin in the amou
The two lowest bids were competitive and within $4,740.25 of one another. Of the remaining three bids,
the high bid received was $1,233,397. Oneunresponsive bid wasreceivedfrom Vortex Services MN, LLC
in the amount $845,096, which was rejected as the bidder did not meet prequalification requirements
identified in the biddocuments.
The City has previously worked with Visu-Sewer, most recently as the prime contractor for
Sanitary Sewer Collection System Lining Project No. 23-450, completedin 2024.Staff believe they are a
knowledgeable and reputable contractor and will deliver the project with the requisite quality specified
in the bid documents.
The attachedresolution requests the bid amount of $667,283.75with a 5% contingency for a total
amount of $700,647.94. The contingency would be available for any unforeseen minor exclusions in the
plans, or additional improvements that may be identified by staff during construction of the Project. If
the Council approves the attached resolution, staff will notify the contractor of the award and issue a
notice to proceed to the contractor upon receipt of acceptable submittals.
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Financial Impact
The Project is identified and budgeted in the Capital Investment Program, with $1,250,000
allocated for construction in 2026 with the proposed 2026-2030 CIP. The low bid for the Project is
approximately 161,050.
Recommendation
Staff recommends the approval of Resolution No. 2025-162, Awarding Sanitary Sewer Collection
System Lining Project No. 26-450.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods & Places Community Identity & Relationship Building
Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
!Resolution No. 2025-162
!Exhibit A Bid Tabulation
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-162
Awarding Sanitary Sewer Collection System Lining Project No. 26-450
Whereas, the (City)
infrastructure systems that provide service to all in the community, and the Public Works
Department has set a goal for maintenance and rehabilitation of this system; and
Whereas, the Sanitary Sewer Collection System Lining Project No. 26-450 (Project) is identified in
the Capital Investment Program and includes trenchless rehabilitation of select segments of
the existing sanitary sewer system within the Melody Manor neighborhood; and
Whereas, on December 4, 2025 electronic bids were received and read aloud, a bid tabulation
was prepared and a lowest responsive bidder identified.
Now, therefore be it resolved, that the City Council of the City of Fridley hereby receives bids
per the attached bid tabulation and awards the Sanitary Sewer Collection System Lining Project
No. 26-450 to the lowest responsive bidder, Visu-Sewer, Inc. in the amount of $700,647.94, which
includes a 5% contingency.
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Passed and adopted by the City Council of the City of Fridley this 8 day of December, 2025.
_______________________________________
Dave Ostwald Mayor
Attest:
Melissa Moore City Clerk
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AGENDA REPORT
Meeting Date:December 8, 2025 Meeting Type:City Council
Submitted By:Beth Kondrick, Deputy City Clerk
Melissa Moore, Assistant City Manager
Title
Resolution No. 2025-163, Approving Youth Commissioner Appointment
Background
Pursuant to the Commissions chapter of the City Code the Fridley City Council (Council) appoints
members to most of the Cityof Fridley(City)advisory commissions.This year, the City designed a Youth
Commissioners program to provide youth an opportunity to take an active role in City Government and
earn volunteer hours. Participants must be aged 15 and older, enrolled in high school and be residents
of Fridley.
Atyouth applicants and make an appointment.
Resolution No. 2025-163
the appropriate name and follow through on variousadministrative procedures for appointment.This
appointment will conclude in May at the end of the current school year.
Financial Impact
None
Recommendation
Staff recommend the approval of Resolution No. 2025-163,ApprovingYouth Commissioner
Appointment.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods &Places X Community Identity &Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
OrganizationalExcellence
Attachments and Other Resources
Resolution No. 2025-163
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Resolution No. 2025-163
Approving Youth Commissioner Appointment
Whereas, pursuant to Chapter 105 (Commissions) of the Fridley City Code (Code) the City Council
(Council)
authorized by the City Charter, Code, resolution or agreement; and
Whereas, in 2025 the City designed a Youth Commissioners program for youth aged 15 and older,
enrolled in high school and are residents of Fridley to take an active role in government while
earning volunteer hours; and
Whereas, the Council met with interested youth applicants on December 8, 2025; and
Whereas, \[Name\] was one who expressed an interest in being appointed to a City Commission.
Now, therefore be it resolved, that the City Council of the City of Fridley hereby appoints \[Name\]
to the Fridley \[Commission\] for a term expiring on May 31, 2026.
Passed and adopted by the City Council of the City of Fridley this 8th day of December,
2025.
_______________________________________
Dave Ostwald Mayor
Attest:
_________________________________
Melissa Moore City Clerk
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