Finance & Administrative Services
City of Ell< River
2004 Annual Report
FINANCE & AOMINISTRA TIVE SERVICES
YEAR IN REVIEW
In November of 2004, the City Council approved a new organizational structure for the
city. Prior to the reorganization, the finance director lead the Finance, Human
Resources, and Information Technology departments. The reorganization moved the
City Clerk and Liquor Operations departments from the city administrator and added
them to the departments lead by the finance director. The finance director's title was
changed to finance and administrative services director.
As a result of this reorganization, there are now five very diverse divisions included in
this report of the Finance and Administrative Services Department. Four of the five,
administration, finance, information technology, and human resources are somewhat
similar in that they provide services to all city departments although the services each
provides is different. Each of these. is essential to the operations of the city. Without
these services, none of the other departments would be able to function. The fifth
division, liquor operations, is a distinct and unique division that operates a retail liquor
enterprise.
It is difficult to meld such diverse operations into one report without giving each
division leader the opportunity to report individually on his or her division. Therefore,
instead of trying to report on all divisions together, each division's goals, highlights, and
statistics are reported separately.
ADMINISTRATION
The city clerk's division takes the lead in ensuring that the City Council is informed
regarding significant public and departmental issues. The core duties of the city clerk's
division are to act as secretariat to the elected body and Housing and Redevelopment
Authority, preparation of agendas, minutes and official documents, maintain and
preserve bylaws, ordinances, resolutions or other legal instruments of the elected body,
maintain custody of the municipal seal and the execution of official documents, manage
paper and electronic records and archives, provide data practices information, process
all licenses issued by the city, administer oaths of office, document certification and the
administration of elections. This office also provides staff support for commission
recruitment, training, updating and distribution of the handbook and directories, and
plans the annual Volunteer Recognition Dinner.
Clerical support is provided to city departments in the form of word processing,
transcription, copying, conducting computer training, filing, ordering and maintaining
office supplies, processing city logo clothing orders, handling of mail, scheduling
meetings, answering phones, and assisting citizens. This office also provides clerical
City of Ell< River
2004 Annual Report
support to the fire chief for all safety program functions. This division is very proud of
providing courteous and efficient service to our customers.
The city clerk's division also acts as the Public Relations/Communications division. This
division ensures communication to enhance our public image by recognizing and
promoting the positive aspects of Elk River. This is accomplished through the following
internal, external, and inter-departmental relations: ERtV 12, our cable TV channel,
which has live broadcasts of city meetings and provides city programs; Community
Residents' Guide serves as a guide to community and government services; Inside
Citywide our internal newsletter; The Current, delivered six times per year to all residents
and businesses in the city; and our website allowing web users access to meeting
schedules, city minutes, agendas, the City Code, and city events.
Some Accomplishments
· Elections-Assisted ISO #728 with March Election for bond referendum through
use of our optical tabulators, training of judges, conducting public accuracy test,
preparation of test deck, and trouble shooting on Election Day. Conducted the
September 14 primary election and November 2 general election for Elk River.
Enhanced the election process by having a split shift system for election judges
and establishing an Absentee Ballot Board that processed 780 absentee ballots.
· Document Imaging and Electronic Records-Continued to scan records of
Council packets, Council minutes, Council agendas, resolutions, and ordinances
into our imaging system. Increased use of electronic records through distribution
to staff of the city directory, the Inside Citywide, budget, annual reports, and
Council packets reducing the amount of paper records copied and distributed.
· Boards & Commissions-Completed a Boards and Commissions Policy and
Handbook adopted by the City Council in August.
FINANCE
The Finance Department is responsible for the accurate and timely accounting of all of
the city's financial matters. This includes cash management, debt management,
accounting, financial reporting, internal audit procedures, budgeting, reporting as
required by the state, management of tax increment financing and tax rebate districts,
capital improvement planning, and all other financial activities of the city.
2004 Financial Data
Please refer to the City of Elk River's Comprehensive Annual Financial Report (CAFR)
for the Year Ended December 31, 2004, for financial and statistical information on the
city. The CAFR will be available in May. This Annual Report is a review of activities and
goals; it is not intended to provide detailed financial or statistical data on the city. The
CAFR presents a complete and accurate accounting of the city's financial status as of the
end of the year. It also includes statistical information, a transmittal letter from the
finance and administrative services director and management's discussion and analysis
letter.
City of Elk River
2004 Annual Report
Certipcate of Achievement for Excellence in Financial Reporting
The city was awarded a Certificate of Achievement for Excellence in Financial Reporting
for its Comprehensive Annual Financial Report (CAFR) for the year ended December
3 I, 2003. This is the fifteenth consecutive year the city has received this award. The
2004 CAFR will also be submitted to the Government Finance Officer's Association of
the United States and Canada for review.
The 2003 CAFR was the first report completed under GASB Statement 34. Receiving
the Certificate of Achievement for the 2003 report was very rewarding as the report
was almost completely different from the past. Preparation for completing the report
under the new Statement started years earlier with planning and information gathering.
The assistant finance director worked with the engineer to value all of the city's
infrastructure which was a large part of the change in reporting. In addition, the report
itself changed significantly to report data by business and non-business activities. Much
of the detail that was in previous CAFR's is no longer available as the information is
reported to give the reader a broader city-wide perspective.
Financial Management Plan
Several of the eight action items listed in the Financial Management Plan are ongoing
items that are addressed annually such as the adoption of a five year Capital
Improvement Plan (CIP), preparation of updated projections of property tax rates and
other financial data. Others are one-time items that have been completed such as
meeting compliance with Governmental Accounting Standards Board (GASB) Statement
34. The one outstanding issue is the establishment of a storm sewer improvement
district to finance activities under the surface water management plan. No action is
currently planned on this action item as it will be addressed in the future as necessary to
finance storm water projects.
The Financial Management Plan will be updated in 2005. The plan may include several
new policies to address debt levels and other financial issues. In addition, staff has been
reviewing the impact of ongoing project such as the pavement rehabilitation program on
the city's tax rate. This information will be presented to the Council in April or May.
HUMAN RESOURCES
The Human Resources division previously was part of the Finance Department and did
not have any employees dedicated entirely to human resource issues. The finance
director served as director and the payroll clerk assisted with day-to-day human
resource activities. Human resource needs continued to grow as the city grew and
added new employees. It was apparent that the needed human resource functions
could not be accomplished without additional staff. In addition, the finance director and
payroll clerk had generated a list of goals, projects, and plans they wanted to complete
but were not able to because there was no staff time available to work on these
projects.
As part of the city reorganization, the payroll clerk was promoted to human resources
representative to work exclusively on human resource issues. The accounting clerk was
City of Ell< River
2004 Annual Report
transferred to payroll clerk. The finance and administrative services director will
continue to be involved in leading this division and providing support to the human
resources representative.
Standard Operating Procedures for Hiring
In 2004, human resource staff developed a Standard Operating Procedures for Hiring to
be used by all department heads. The intent was to ensure that all department heads
were following all legal requirements in hiring and that there was consistency among
departments. It was also implemented to try to reduce the time burden on department
heads by taking on most of the hiring duties. Not all department heads were versed in
the hiring requirements or the subtleties of interviewing as that is a function best
handled by a human resource department. This transfer and centralization of hiring has
worked very well; staff is now confident that all legal issues are addressed in hiring (as
they were previously, but now are well documented) and department heads have
appreciated all of the assistance they have received.
Creation of Human Resource Representative Position
The biggest highlight ofthe year was the long awaited creation of the human resource
representative position. This position is responsible for all day-to-day human resource
activities, employee training, hiring, and employee communications. These duties will
likely expand as the division becomes more established.
INFORMATION TECHNOLOGY
The Information Technology division is responsible for providing complete computer
network services to all city operations. This division is also responsible for all
telecommunication, cable infrastructure, and security system functions.
Some of the projects completed by the IT division during 2004 are as follows:
Implemented Anti-Spam technology
· Spam is: Unsolicited "junk" e-mail sent to large numbers of people to promote
products or services.
· Over 60% of Internet email is Spam.
· We implemented a solution that blocks known Spam from reaching employee's
email inbox.
Upgrade to Document Imaging Solution
· We moved Laserfiche, our document imaging solution, to current server
hardware and upgraded the software release from vS.O to current v7.0.
· We made our scanned-in documents available over the Internet.
Replaced our Mobile Computing Infrastructure
· AT&T discontinued their CDPD technology, which is what we used to enable
police squad to station communication.
· We implemented Sprint's wireless technology for mobile computing.
City of Ell< River
2004 Annual Report
Implemented Mobile Computing for the Building and Environmental Department. This
enables inspectors to enter inspection information while in the field.
LIOUOR
The Liquor Operations division is responsible for running the city's off-sale retail liquor
store. Currently there is only one store, Northbound, but a second store, Westbound,
will to be opened in late fall of 2005.
City of Elk River
2004 Annual Report
ST A TISTICS
ADMINISTRATION
Liquor Licenses Council Meeting Hours
2000 2001 2002 2003 2004 Year Total Hours
3.2% Malt On Sale 7 6 5 5 5 2004 124
3.2% Malt Off Sale 7 8 7 8 8 2003 91
Temporary 3.2.% Beer 3 4 4 2 2 2002 116
Club I 1 I 1 I 2001 88
On Sale Liquor 9 10 9 9 9 2000 105
On Sale Sunday 10 II 10 10 10 1999 112
Wine 2 I I I 1 1998 102
Set up I I I I I
Strong Beer I I I I I
Number of wcen ses
60
50
40
30
20
10
o
1999
2000
2001
2002
2003
2004
-Massage Establishments
-Tobacco
-Parking Stickers
-Kennel
-Massage Therapists
-Mechanical Amusement
Number of Licenses
500
450
400
350
300
250
200
150
100
50
o
1999
2000
2001
2002
2003
2004
I-cae -Dog -Burn Permits I
City of Ell< River
2004 Annual Report
November 2, 2004 General flection Statistics
PIA PIB P2A P2B P3A P3B P4A P4B Total
Individuals registered to vote before election day 1369 1275 946 1681 1089 1582 1075 1518 10,535
Number of New Registrants on Election Day 266 237 192 256 274 347 203 700 2,475
TOTAL REGISTERED VOTERS 1635 1512 1138 1937 1363 1929 1278 2218 13,010
Number of Accepted Absentee Ballots 85 103 76 125 60 124 70 137 780
Total Number of Persons Voting in the Precinct 1353 1215 996 1661 1116 1524 1087 1827 10,779
Percentage of Voters to Total Registered Voters 83% 80% 88% 86% 82% 79% 85% 82% 83%
Councilmember
Ward 2
P2A
P2B
Total
Councilmember
Ward 3
P3A
P3B
Total
Jerry Gumphrey 411 696 1107
Louise Kuester 371 678 1049
Under Votes 209 282 491
Over Votes 0 1 I
Write In Votes 5 4 9
TOTAL 996 1661 2657
Dan T veite 482 537 1019
Larry Farber 449 698 1147
Under Votes 181 281 462
Over Votes 0 I I
Write In Votes 4 7 II
TOTAL 1116 1524 2640
FINANCE
City of Elk River
2004 Annual Report
Tax Levy Comparison
2003 - 2005
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
Debt Public Safety Economic Infrastructure General Total Levy
Development Improvements Government
2005 Tax Levy by Use
General
Government
79.6%
Pubic Safety
Building
8.4%
City of Elk River
2004 Annual Report
2005 General Fund Revenues
by Source
Taxes
65.2%
Charges for Service
7.5%
Fines
1.7%
Ucenses & Permits
9.4% Other Revenue Intgvtl Revenue
0.6% 10.4%
Transfers
5.3%
2005 General Fund Expenditures
by Category
General
Government
24.6%
Transfers Out
1.6%
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City of Elk River
2004 Annual Report
LIQUOR
TRANSFERS
Year
2002
2003
2004
General Fund 120,000 145,000 195,000
City Hall Debt Service 38,300 38,300 38,300
Ice Arena 232,268
Total 158,300 183,300 465,568
COMPARISON
2002
2003
(Unaudited)
2004
Net Profit
4,072,018 4,152,235 4,341,148
2,997,847 3.040,286 3,160,094
1,074,171 26.4% 1,111,949 26.8% 1,181,054 27.2%
599,892 14.7% 580,802 14% 600,062 13.8%
474,279 11.6% 531,147 12.8% 580,992 13.4%
60,000 28,273 35,529
534,279 13.1% 559,420 13.5% 616,521 14.2%
( 158,300) ( 183,300) (465,568)
375,979 9.2% 376,120 9% 150,953 3.5%
Sales
Cost of Sales
Gross Profit
Operating Expenses
Other Income
Total Net Profit
Transfer
Net Income
(after transfers)
Percent of Sales 2002 2003 2004
Liquor I, 195,260 29% 1,273,487 31% 1,337,342 31%
Beer 2,039,362 50% 2,025,294 49% 2,081,648 48%
Wine 627,952 15% 654,515 16% 734,185 17%
Misc. 209,088 5% 198,619 5% 187,972 4%
Labor Cost as a % of Sales 8.2% 8.4% 8.5%
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City of Ell< River
2004 Annual Report
STAFF DIRECTORY
NAME
Deportment Director
Lori Johnson
Administration
Joan Schmidt
Tina Allard
Jessica Miller
Carol Hanson
Donna Malecha
Kristin Thomas
Finance
Lori Johnson
Lori Ziemer
Joan Frick
Denise Cully
Lori Stich
Human Resources
Lauren Wipper
Information Technology
Robert Pearson
Tristan Nicka
Liquor
Dave Potvin
Mike Donais
Steve Tillman
Kris Hanson
Shonna Ochu
Joann Warren
Vickie Berg
Erik Green
Norm Esch
Dina Nelson
Amanda Hoff
TITLE
Finance and Administrative Services Director
City Clerk
Executive Secretary
Secretary
Secretary/Reception ist
Secretary/Reception ist
Cable TV Programmer/Producer
Director of Finance & Administrative Services
Assistant Finance Director
Senior Accounting Clerk
Payroll Clerk
Accountant
Human Resources Representative
IT Coordinator
IT Support Specialist
Manager
Assistant Manager
Clerk III
Clerk II
Clerk II
START DATE
September 26, 1985
September 15, 2003
February 3, 1998
February 27, 200 I
September 26, 2002
November 10, 2003
March I, 2000
September 26, 1985
February 27, 1995
January 14, 1985
June 3, 2002
February 7, 2005
May 13, 1996
April 9, 2002
January 3, 2005
June 19, 1999
May 5, 1975
May 18, 1984
August 4, 1986
May 26, 1999
May 10, 1990
August I 0, 1996
May 25, 1999
August 25, 2005
October 22, 2002
October 22, 2002
City of Ell< River
2004 Annual Report
2005 GOALS & PROJECTS
ADMINISTRATION
· Conduct LIVE cablecasts of two City Council, one Planning Commission, one
Housing and Redevelopment Authority, one Parks and Recreation Commission,
one Economic Development Authority and two School Board meetings with
rebroadcast of these meetings.
· Programs such as the Fire Chiefs Corner, Klinzing Thoughts, and The McPherson
Report will be back on ERtV 12.
· Continue to scan documents into the imaging system getting more departments
involved.
· Cross training of staff in scanning of documents.
· Continue to provide courteous and efficient service to customers including but
not limited to residents, City Hall visitors, and staff.
· Continue to expand city website and rework the site trying to make it more
maneuverable.
· Organize boxes of paper records stored in the lower level.
· Put into place a Council Orientation.
FINANCE
· Computerize all special assessment records and begin preparing assessment
schedules in house.
· Implement new internal controls now that additional staff has been added
allowing for further segregation of duties.
· Continue to evaluate electronic timekeeping systems and prepare for
implementation
· Continue to improve processes for budget and CIP preparation, presentation,
and adoption
· Continue to present financial management related policies to the Council that
will assist with both the long range financial planning and improving the city's
bond rating.
HUMAN RESOURCES
· Continue to provide excellent service to the city's employees while expanding
communication, training, and service to them.
· Research and select a Post Retirement Health Care company as provided by the
Patrol Union Contract.
· Finalize the update to the Personnel Policy Manual.
· Continue to develop and implement policies and procedures to accomplish the
goals and objectives of the City Council and the division.
INFORMATION TECHNOLOGY
Create a disaster recovery plan for network and server resources.
· Implement technology that creates backup image files of critical servers.
City of Ell< River
2004 Annual Report
· Implement technology that replicates production data to storage in another
building and then copies that data off to tape.
Implement an "IT Help Desk."
· Create a phone number hunt-group that rings both IT employees when users
need help.
· Buy or develop software to use for logging user requests.
Upgrade server infrastructure.
· Replace outdated server hardware with state-of-the-art server hardware.
· Replace outdated server software with state-of-the-art server software.
Compare the city's processes/tools for dealing with security threats (hackers, viruses,
spyware and adware) to the best practices available.
· Recommend and implement changes that enhance security.
LIOUOR
· Continue to operate professionally and responsibly.
· Continue employee training in a variety of topics but most importantly the area
of server training.
· Continue to find new areas for sales growth and profitability.
· Continue to make public aware of liquor operation's value to Elk River.
· Plan, build, and open Westbound Liquor.