HomeMy WebLinkAboutFinal 2022 Budget book
2022 Annual
Budget
CITY OF BROOKLYN CENTER, MINNESOTA
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City of Brooklyn Center
AnnualBudgetfor the fiscal year ending December 31, 2022
Mike Elliott
Mayor
Marquita Butler
April Graves
Kris Lawrence-Anderson
Dan Ryan
City Council Members
Reggie Edwards
City Manager
Meg Beekman Michael Marsh
Community Development Director Acting Public WorksDirector
Tony Gruenig Andrew Splinter
Acting Police Chief Acting Finance Director
Todd Berg
Fire Chief
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City of Brooklyn Center
2022 Budget
Table of Contents
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City of Brooklyn Center
2022 Budget
CityManager’s Budget Message
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In the midst of all of the above the City government of Brooklyn Center has continued to deliver
much needed but sometimes limited services to the community. We have suffered dramatic
revenue declines in lodging tax revenue and we expect that trend to continue well into next year.
The Earle Brown Heritage Center has experienced a dramatic loss of revenue. Staffing and
expenses have been curtailed to accommodate these revenue reductions. BC Liquor has reopened
after being closed to put the necessary safety precautions into effect. While the Liquor operation
is showing signs of recovery Centerbrook Golf Course is experiencing a revenue banner year due
to accommodating weather and the fact that golfing is one of the few relatively safe recreational
outlets available.
While we have had significant revenue losses in 2020 and 2021 primarily due to COVID-19,we
are fortunate that property tax revenue collection is performing better than expected (98%
collection rate). In addition, the City has and expects to receive additional significant Federal
cost reimbursement for COVID-19 related expenses through CARES and American Recovery
Plan Act Funding.
The proposed 2022 budget, in financial terms, sets forth the action plan of the City. The
priorities for staff, infrastructure improvement and service response are reflected in the allocation
of resources in the plan developed in City Council Joint Work Sessions with the Financial
Commission during the months of June through November 2021. The expenditure levels are
focused on maintaining current services and on the achievement of the strategic priorities of
Resident Economic Stability, Targeted Redevelopment, Enhanced Community Image,
Inclusive Community Engagement, Safe Secure Stable Community and Key Transportation
Investments
and key outcomes adopted by the City Council.
Accountability-Policing Activities
We live in a time of social unrest and heightened public concern and tension about the history
and the general role of police and particularly communities of color. Given the history of distrust
and strained relationship that exists between significant segments of the community and the
police, it is critical that the Council can demonstrate to the entire public that police in Brooklyn
Center serve with fairness, dignity and respect for all without equivocation.
Beautification and Cleanliness-Community
We will put into effect programs and approaches designed to reduce litter, improve cleanliness
promote beauty throughout the community with an initial focus in commercial neighborhoods.
Economic Stability-Businesses
We will continue and expand upon existing programs to support the growth and development of
local business, particularly small and immigrant owned business.
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education partners,
businesses and other governments to for economic stability and the elimination of economic
racial disparities within our community.
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Emergency Response Plan-City Government
The current Pandemic Emergency Response Plan has not been reviewed since it was adopted.
Based on the current pandemic implementation it appears there may be a need to update and or
clarify some requirements. To that end the 2022-23 budget will reflect the following goals:
Engagement-Enterprise Wide
We will assure that our diverse and multi-faceted communities are consistently engaged as
appropriate for the development of all City programs and policies. Engagement will be inclusive
and authentic. It will be understood as essential to the development of quality programs and
equitable policy.
Equitable City Spending-Enterprise Wide
Annually the City government spends tens of millions of public dollars in pursuit of community
goals to meet the needs of those we serve. It has been demonstrated that the multiplier effect is
meaningfully positive when those resources are expended locally. It has also been established
that some businesses are at a decided disadvantage when it comes to competing for significant
government contracts. To achieve the multiplier benefit of local spending and eliminate barriers
to disadvantaged businesses desiring to participate in major city funded projects the 2022-23
budget.
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect.
We will provide knowledge and skill development necessary to meet the needs of residents,
customer and employees in an anti-racist, culturally competent manner. We will foster an
inclusive respectful work environment that values and reflects the diverse communities that we
serve.
Innovation-Enterprise Wide
We will respond to challenges in a way that is most effective by learning and using creative and
innovative approaches. We will equip staff with the necessary tools and development along with
the support needed to try new approaches without fear.
Public Health-Community
Without health and wellness individuals and communities are unable to grow or thrive; therefore
health and wellness is the most important condition within a community.
Transparency-Enterprise wide
We believe transparency is essential to building trust and trust of the government is critical in a
democracy where shared responsibility is necessary. Therefore, we will promote and provide
maximum opportunities to share any and all public information for the benefit of the community
and to inform governance.
Leadership Role-City Council
We will assure that the City Council Budget is sufficiently funded to facilitate the Councils
ability to effective fulfill its duties of policy development, ordinance creation, quasi-judicial
administration and City Manager oversight.
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Preservation and Protection-Natural Environment
We have a stewardship responsibility for the natural resources of the community and an
obligation to preserve the environment for productive use by future generations.
Tax Burden Relief
We will remain conscious of the fact that many residents and business of Brooklyn Center
continue to suffer economically resulting from the current pandemic and that currently the
average wealth and income levels of our residents remain low relative to the metropolitan region.
As a result,we will carefully manage the fiscal affairs of the City to keep the cost of government
efficient and cost effective.
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The overall General Fund budget will increase by 8.22and the overall tax levy increase is
6.97%.
The property tax levy increase includes a new debt service levy dedicated for the
repayment of a 2021 bond issue used to finance neighborhood infrastructure reconstruction
improvements. The Median Value Residential Property in the City is $223,000 compared to the
7.7%
prior year value of $207,000, which is an increase in market value of . The Median Value
Residential Property will pay approximately $1,252 in City and Housing and Redevelopment
$24.
Authority property taxes in 2022 compared to $1,276 in 2021, which is a decrease of
The 2022 Budget incorporates the following significant items:
A 2% COLA for employees other than the 3% approved COLA for members of the
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Public Works I.E.O Union.
Issuance of $8.25 million of debt to finance capital improvements including the street,
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water, sanitary sewer and storm sewer portions of the infrastructure improvement project
for Woodbine are improvements. This debt issue provides the needed funding for the
continuation of our street and utilities neighborhood reconstruction program.
Additional Capital Improvement Projects include Capital building maintenance projects
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totaling $1.3 million, Water system improvements of $1.3 million, Park Playground
equipment replacement of $605k.
A new division in the general fund for the Office of Prevention Health and Safety totaling
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$1.32 million which will be partially funded through $725k in private donations
We will also work with regional partners and jurisdictions to develop an Environmental
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Impact Statement (EIS) for the TH 252 conversion to a freeway and MnPASS lanes on
TH 252 and I-94. This project was selected for Corridors of Commerce funding in 2018
($163M) for start of construction in 2023. The project may be delayed to 2025.
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The Proposed 2021 Levies
On December 7, 2020, the City Council will consider the 2021 budget and property tax levies.
There are three funds that require a tax levy; the General Fund, the Debt Service Fund and the
Housing and Redevelopment Authority Fund. The proposed final levy is as follows:
General Fund - Operations Levy $ 19,532,263
Debt Service - Public Improvement Bond 1,791,762
Total Levy $ 21,324,025
Housing and Redevelopment Authority$ 482,206
The General Fund is the primary operating fund for government business of the City. The
proposed General Fund Budget is as follows:
The Proposed 2022 General Fund Budget
Revenues and Other Sources
Property Taxes$19,447,394
Lodging Tax (Gross Receipts)900,000
Licenses and Permits1,397,250
Local Government Aid1,186,376
Other Intergovernmental Revenues1,681,574
General Government Service Charges50,000
Recreation Fees and Charges490,000
Public Safety Service Charges91,100
Fines and Forfeits161,000
Miscellaneous Revenue253,500
Special Assessments50,000
Total General Fund Revenues$25,708,194
Appropriations and Other Uses
General Government$4,099,246
General Government Buildings1,110,132
Prevention Health and Safety1,321,807
Police9,635,030
Fire &Emergency Preparedness1,980,128
Community Development1,795,741
Public Works4,366,372
Recreation2,217,388
Convention and Tourism427,500
Joint Powers 187,000
Risk Management268,788
Central Services and Supplies322,879
Vacancy and Turnover Savings(600,000)
Reimbursement from Other Funds(1,633,817)
Transfer Out-Miscellaneous210,000
Total General Fund Appropriations$25,708,194
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Strategic Focus
For the pastseveral years the City Council has remained focused on the achievement of strategic
priorities and each year the budget has been crafted as a policy implementation tool focused on
the achievement of these strategic priorities.
This 2022 business plan focuses on the Council adopted 2018-2022 StrategicPriorities of:
Resident Economic Stability
Targeted Redevelopment
Enhanced Community Image
Inclusive Community Engagement
Safe, Secure, and Stable Community
Key Transportation Investments
During this year’s budgeting process department heads identified key initiatives and values of
their divisions focused on the achievement of strategic priorities, which are included in their
respective narratives. The definitions of the Strategic Priorities and examples of some of these
key initiatives for 2022 are as follows:
Resident Economic Stability
The economic stability of residents is essential to vibrant neighborhoods and to retail, restaurant,
and business growth. We will lead by supporting collaborative efforts of education, business,
and government sectors to improve income opportunities for residents.
Job Pathways/Workforce Development
Develop partnerships with outside agencies, educational institutions, and
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training centers to connect residents with access to job training, skills, and
higher education that will result in improved employment and wage outcomes.
Work within the City of Brooklyn Center with Human Resources and other
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departments to connect residents with pathways to jobs working for the City.
Support the Brooklynk program by employing and mentoring interns and
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providing staff support to the Project Management Team
Entrepreneur/Small Business Support
The desired outcome is to foster entrepreneurship opportunities for residents and those that
desire to start or grow a business in Brooklyn Center, with an emphasis on underserved
entrepreneurs. To achieve this outcome we will:
Development partnerships with outside agencies and resource centers to connect
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existing local and start-up businesses with resources, training, and financing.
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Identify service gaps for local entrepreneurs, develop solutions, and identify
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resources, with the goal of reducing local government barriers to business
success.
Invest in and create a business incubator/public market as part of an initial
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development on the Opportunity Site to provide affordable commercial space
for local businesses.
Identify a use and implement programming for the shell space adjacent to the
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municipal liquor store in order to serve local entrepreneur and small business
needs.
Explore the feasibility and appropriateness of creating additional affordable
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commercial space for local businesses as EDA-owned properties redevelop.
Implement and expand offerings needed by local businesses and entrepreneurs
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by providing access to capital (funding), access to technical assistance, and
improved communication and city services.
Job Retention and Expansion
The desired outcome is to increase the number of high-quality jobs in the community. To
achieve this outcome we will:
Strengthen the City’s relationships with existing businesses by continuing to
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develop a Business Expansion and Retention Program to identify existing
businesses’ needs.
Identify redevelopment opportunities that advance the creation of livable wage
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and skilled jobs, while emphasizing and encouraging local hiring practices.
Resident Wealth Creation and Financial Literacy
The desired outcome is to increase resident economic stability through wealth creation and
financial literacy. To achieve this outcome we will:
Explore opportunities to promote home ownership for existing and future
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residents, with an emphasis on serving those with barriers to home ownership.
Explore partnerships with outside agencies to provide financial literacy classes
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to residents.
Conduct a Housing Policy Implementation Study and develop a Housing
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Policy Action Plan, which will examine the City’s housing policies and
ordinances with the goal of expanding tenant protections and preserving
existing affordable housing. We will also examine the City’s policies around
the creation of new, legally-binding, affordable housing units.
Partner with outside agencies and nonprofits to increase housing stability
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through connecting residents to housing assistance programs and access to
resources about tenant rights.
Increase food security by partnering with local food shelf providers to identify
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barriers to health food access and investing in sustainable community-wise
food production and distribution
Explore Local Hiring/DBE contractor policy to include as part of Business
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Subsidy Policy for new development
Identify program for certifying local businesses as DBEs
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Create a local procurement/vender list for internal local hiring as well as
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contracting for new development
TargetedRedevelopment
Redeveloping properties to the highest value and best use will accomplish our goals regarding
housing, job creation, and growth of the City’s tax base. We will appropriately prepare sites and
provide the necessary supporting infrastructure investments to guide redevelopment of publicly-
and privately-owned properties.
Opportunity Site Redevelopment
The desired outcome is an inviting, attractive, walkable and vibrant development that
provides for a mix of housing and commercial types that create a dense mixed-use
downtown.
The initiatives for 2022-2023 include:
Completing the Opportunity Site Master Plan
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Complete community engagement process and deliver a community-based term
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sheet of community benefits to be included with private development
Completing an Opportunity Site regulatory framework to implement the Master
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Plan
Completing a housing policy plan to implement the housing goals within the
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Master Plan
Amending TIF District 7 to encompass the entire Opportunity Site area
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Initiating a development within the Opportunity Site area
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Implementing a public market/business incubator within the Opportunity Site
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area
Redevelopment of EDA-owned Properties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
development that forwards the City’s strategic priorities.
The initiatives for 2022-2023 include:
Identifying EDA-owned properties to strategically position for resale
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Market EDA-owned properties to attract development opportunity that
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forwards the City’s strategic priorities.
Respond to the market as needed to respond to interest in EDA-owned
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properties.
Develop tools to reduce barriers for developers and investors to access EDA-
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owned property and repurpose it.
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Former Sear’s Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the
City’s Strategic Priorities.
The initiatives include:
Understand the market opportunities and constraints of the site.
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Work with the property owner to identify a use for the site that aligns with the
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City’s desired outcomes.
Enhanced Community Image
Our ability to attract and retain residents and businesses is influenced by the perception of the
City. We will take specific actions to assure that Brooklyn Center is recognized by residents,
businesses, stakeholders, and visitors as a high quality, attractiveand safe community.
System-wide Development and Operations
In 2022, the department will continue working with all departments and at all levels of the
organization in a systematic manner on key administrative operations including technology
planning, branding, recruitment and hiring, communication, employee evaluations, and
electronic council affairs. Through coordination of communication, training and
development of efforts with frontline staff, supervisors, and department management
messages will be consistently communicated throughout the organization. The hope is that
there is share understanding and unified action on key strategic directives throughout the
entire organization.
Customer Intimacy and Operational Excellence
In 2022, we will continue to implement quality performance practices to improve results and
customer satisfaction. We will strengthen the development of staff at all levels of the
organization and align performance of all staff with the strategic direction and values of the
City via internal graphic design support, bi-lingual translation and interpretation services,
digitizing of records, citywide performance evaluation, technological system and
infrastructure upgrades, strategic area transition from city hosted software to cloud-based
software and technological disaster and emergency planning. All staff will uniformly and
consistently be evaluated on the areas customer service and operational excellence via a
newly implemented electronic employee appraisal system.
Premier Conference Facility and Centerpiece for the City of Brooklyn Center
In 2022, the Heritage Center will celebrate 32 years of operation as one of the region’s
premier conference and events facilities, and as a centerpiece of the Brooklyn Center
community. Through our 2022 marketing efforts, we will continually highlight the Heritage
Center and the City of Brooklyn Center.
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Centerbrook Golf Course
Continued focus on increasing awareness of Centerbrook golf and attempting to
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grow the game locally, with concentration on new and youth golfers.
Develop and implement safety measures pertaining to COVID Pandemic
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Customer Service
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Continued focus on customer service and improving the customer experience.
BC Liquor
Staff Development
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Continue GUEST model training with employees.
Continue progressing towards 100% of staff trained on Product
Information Trainings (PIT’s).
Upkeep of stores
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Add video reader board at Store #1
Purchase land for store #2 and build a store.
Respond to Customer Needs
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We will be upgrading our BC Buck rewards program to include outgoing
communication. We will begin collecting text numbers and e-mails to
send out digital coupons on customer birthdays, special occasions or if
they have not visited ours stores for a while. We will also look into a
delivery option in 2022 or 2023.
Inclusive Community Engagement
To provide effective and appropriate services, we must clearly understand and respond to
community needs. We will consistently seek input from a broad range of stakeholders from the
general public, non-profit, and for-profit sectors. Efforts to engage the community will be
transparent, responsive, deliberately inclusive, and culturally sensitive.
Inclusive Community Engagement
Expand organizational capacity and reach into community in an effort to increase inclusive
community engagement. Over the past three years, the City has continued to build out the
Division of Communication and Community Engagement, which increased social media
outreach strategies, volunteer opportunities, community dialogues, community partnerships
and media outreach endeavors. The City will enhance the use of interpreters and translators
to the diverse populace of the City.
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The City also will enhance internal training and development of staff related to inclusion
and diversity in order to build greater capacity and competency with services to the diverse
populace of the City.
Align City Resources to Most Effectively Support Brooklyn Center Youth
Develop a division hosting programs in the areas of holistic health, youth engagement
and empowerment, beautification and public art and multi-cultural programming
We will align City resources, including financial, staff, facilities and equipment to most
equitably support Brooklyn Center youth.
Specific actions include:
Co-lead, with the City of Brooklyn Park, the Brooklynk Internship Program.
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Identify and provide Brooklyn internship opportunities within Brooklyn Center
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Increase equitable access to programs and services
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Increase Opportunitiesfor Police OfficerstoEngage the Community
Increase the opportunities for officers to engage the community and specifically the youth in
non-enforcement, positive, and informative ways, including but not limited to events such as:
coffee/ice cream with a cop, open gyms, local school educational talks (violence prevention,
drug awareness, and positive decision making). The police staff will continue to partner with
Junior Achievement programming for area elementary schools.
General Community Outreach
Continue the operation of the new water treatment plant. This community asset must
include a component of open and valuable community participation, outreach and education.
Safe, Secure, and Stable Community
For residents and visitors to fully appreciate and enjoy a great quality of life, it is essential that
all neighborhoods are safe, secure, and stable. We are committed to assuring compliance with
neighborhood conditions and building safety standards, providing proactive and responsive
public safety protection, wise stewardship of City resources and policies that promote safety,
security, and a lasting stable environment.
Zoning Code Update
The desired outcome is to have regulations that support the vision of the community and
enhance the ability of property owners to improve and redevelop property in a way that
responds to market demands, is reasonable, and results in attractive, quality property that
enhances the community.
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Code Enforcement, Rental Licensing, and Building Inspections
The desired outcome is to stabilize and improve residential neighborhoods and commercial
properties. To achieve this outcome we will:
Coordinate and inspect residential rental properties in accordance with city
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code requirements;
Monitor, inspect, and register vacant properties;
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Continue Code Enforcement activities with proactive inspections with the
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focus on resolving ongoing and repeat violations;
Provide focused code enforcement efforts to develop relationships with and
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hold accountable commercial property owners and managers for maintaining
their properties in accordance with community standards;
Explore program to incentivize businesses to invest in beautification
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strategies;
Review the Rental Licensing Program for improvements which will better
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serve the goals of the program and enhance tenant protections;
Review and make amendments to Chapter 19 related to the City’s nuisance
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and abatement regulations.
The desired outcome is to ensure all buildings are designed, constructed and maintained in a
safe and sound condition. To achieve this outcome we will:
Work with developers, architects, business owners and property owners to
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ensure building plans indicate compliance with all residential and commercial
construction codes;
Develop a system for delivering welcome and introductory information for
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newly remodeled or constructed businesses that can also be used for business
retention strategies;
The desired outcome is to provide effective communications and public education about
neighborhood and community initiatives. To achieve this outcome we will:
Develop or revise educational materials for department programs and projects;
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Continue to review and improve letters and notices;
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Provide handouts and forms in multiple languages.
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Safety
Increase the safety of the community by offering Home Safety Surveys, Hands Only CPR,
and installation of Smoke and Carbon Monoxide Detectors. Visit all elementary schools
during Fire Prevention Week and educate approximately 1250 school aged children on fire
safety. Continue Fire and Fall safety for older adults. Be the resource for other City
departments in dealing with COVID-19.
Recruitment of 5 additional paid on call firefighters.
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Continue to improve customer relationships and operational efficiency
In 2022, we will collaborate with Public Works and Information Technology on the use of
installed gateways on City water tower’s to obtain fixed water utility meter reads. This will
provide real-time information to utility billing staff and quicker responses to customer
requests and questions.
Officer trainings to include new POST mandated and police reform-initiatedtrainings:
Crisis intervention and mental crisis response, Conflict management and mediation,
Valuing community diversity and cultural differences to include implicit bias, autism
training, and historical implications of racial trauma.
Creation of the Office of Community Prevention, Health and Safety, which will provide
leadership, programming, coordination and evaluation of prevention, health and safety
across the enterprise and in the community. Coordination of efforts within the enterprise
shall focus principally on all public safety related departments.
Develop and fund an embedded Hennepin County social worker into the department to
assist with mental health related calls for service. This includes intensive case
management specific to individuals who have previously requested police services. The
budgeting model in development is a 60/40 split with Hennepin County.
Maintain a team of officers with a sergeant, whose primary focus is dedicated to
constantly monitor criminal activity and address it in a proactive manner. This team’s
primary focus will be the commercial districts, including Shingle Creek Crossing. Hotel
licensing will becoordinated and enforced by this team of officers.
Partner with other police agencies for youth interventions and diversion opportunities.
This may include Cities United, YMCA, or other non-profits that provide youth specific
services. Area of focus should be on runaway and youth impacted by domestic violence.
Review and enhance investigative resources regarding sexual assault investigations and
prosecutions. Insure we are using a best practices model and employing all resources
available both internally and externally to examine these crimes. Utilize best practices
trauma informed interview skills at all levels of investigations.
Continue to insure staff compliance with use of Body Worn Cameras (BWCs) alongside
our existing squad camera systems to create an enhanced environment of transparency
and increased investigative effectiveness. This will be done by audits for compliance of
BWC usage during complaint reviews and use of force incidents. Each year we will
provide a community opportunity to review and discuss the current BWC program.
Improve cost controls through improved analysis and reporting
We will continue to implement a Central Garage Policy as a sound business approach
associated with the cost benefits of vehicles and equipment and its capabilities, funding
purchases through a “pay-as-you-go” methodology, and making decisions on acquisition
and replacement considering the level of usage and demonstrated needs.
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Best practice reviews to identify better methods of efficiency improvement
Wewill continue to improve and implement equipment replacement tracking
methodology. A scoring methodology was developed to assist fleet replacement decision
making. This methodology was incorporated into the Central Garage Policy.
Key Transportation Investments
Proactively maintaining an efficient and effective infrastructure will meet the high level of
community expectations. We will plan for and invest in critical infrastructure improvements that
enhance safety, improve life quality, and support opportunities for redevelopment, while
sustaining the natural environment.
Brooklyn Boulevard Corridor Phase 2 and TH 252
In 2022 we will be completing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake
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Road to 65 Avenue). We will also continue to work with regional partners and
jurisdictions to develop an Environmental Impact Statement (EIS) for the TH 252
conversion to a freeway and MnPASS lanes on TH 252 and I-94. This project was selected
for Corridors of Commerce funding in 2018 ($163M) for start of construction in 2025.
CIP Funding
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In 2022we will implement the 29 year of the street and utility construction program by
providing the needed capital improvements, which increase value to the public infrastructure
and provide a catalyst towards other aesthetical improvements and value throughout
neighborhoods Citywide.
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General Fund Revenue Summary
The 2022General Fund budgeted revenues total $25,698,196, which is an increase of $2,339,306
10.01%
() from 2021. Property tax revenue represents 76percent of the General Fund budget.
The majority of the revenue change is a result of increases in the general tax levy of $1,130,000,
and intergovernmental aid of $1,003,000. These increases were offset by budgeted revenue
reductions in Excess tax increments of $230,500.
General Fund ExpenditureSummary
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The 2022 General Fund budgeted expenditures total $25,708,194, which is an increase of
8.22%
$1,952,667 () from 2021. The 2022 Budget shows 37 percent of the General Fund
expenditures are for Police ($9,635,030). The remainingsignificant amounts include 20 percent
for General Government ($5,209,378), 17 percent for Public Works ($4,366,372) and 9 percent
for Community Activities,Recreation and Services ($2,217,388).
The 2022 General Fund Budget incorporatesthe following significant items:
Personnel. Salariesand benefitsrepresent 70 percent of the General fund expenditure
budget. Personnel includes:
A twopercent increase in employee base wages
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Afive percent increase in the health insurance contribution.
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Budgetedvacancy/turnover savings byof $600,000. This amount reflects a
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budgeted expenditure reduction for open positions throughout the year.
Taxable Market Value
The City’s taxable market value is estimated at $2,617,375,993, which is an increase of
6.0%
$149,149,538 () from last year. For the 7thconsecutive year the taxable market value has
increased.
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Tax Capacity
The City levies a flat dollar for taxes which is spread amongst all taxable properties in proportion
to their percentage of the total tax capacity of the City.Residential represents 52.6% of the City’s
tax capacity.The comparison of this chart to last year shows that residential properties will pay
1.9% moreof the share of total City property taxes in 2022, with commercial properties paying
about 2.4%less.
The total tax capacityof the City is estimated at $36,690,434 compared to $30,738,953 in 2021,
19.4%
which is an increase of $5,951,481 (). The reason for the significantly larger capacity
increase (19.4%) compared to the market value increase (6.0%) is due to the decertification of
Tax Increment Financing District No. 3.
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Property Tax Implications
The medianvalue home last year had an estimated market value of $207,000 and a taxable
market value of $188,390. The price of that median value home went from $207,000 to
$223,000 with a taxable market value of $205,830. Despitethe market value increase,the City
(including HRA) property tax willdecrease byan estimated $24 from $1,276 to $1,252.
Thechart shown above provides information on the median value home and City property taxes
paid since 2014. The red bar and amounts on the left axis represent the median value home. In
2014, that value was $114,200 which was the lowest point following the recession. The grey
shaded area and the amounts on the right axis is the property tax amount paid on that median
value home.
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Breakdown of Property Taxes
*Based on a Residential Property in School District #279
City taxes accountfor 37 percent of property taxes paid by homeowners living in Brooklyn
Center (based on the preliminary 2022 property tax levies). The remainder is comprised of taxes
for the School District of 31 percent and County of 27 percent.
The property tax paid by an individual property owner could be impacted because of several
different reasons including; a change in value of the property, a change in the relative proportion
of the property value to the total property value (shift in distribution of taxable market valueto a
different property type), an increase in property taxes requested for operations of the City
General Fund activities and programs, and changes in the property tax needs of the County or
School District. Brooklyn Center has four different school districts all with different levies and
property tax implications.
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2021Cost of General Fund –Median Value Home
Technology
Improvements,
$6.00
Golf Course,$3.00 Other,$27.00
Community
General
Recreation,$97.00
Government,
$157.00
Public Works,
Prevention Health
$191.00
and Safety,$58.00
Community
Development,
$79.00
Police,$422.00
Fire & Emergency
Preparedness,
$87.00
The chart shown above provides a cost breakdown of the property taxes paid by the median
value home (excludes Debt Service and Housing & Redevelopment Authority property taxes).
This chart provides an approximate tax dollar cost of the services provided by the City, but it
should be noted that it does not take into consideration any costs outside the General Fund or
reduce the cost for non-property tax funded expenses such as permit fees and charges for
services of the various departments. In 2022, the typical homeowner will pay approximately
$422 for police, $191 for public works, $157 for general government, $97 for community
recreation, $79 for community development activities, $58 for Prevention Health and Safety, and
$87for fire and emergency preparedness.
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2022Capital Projects& Equipment Replacement
The Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year
overview of scheduled capital projects to address the City’s goals for maintaining public
infrastructure. The CIP includes a long-term financing plan that allows the City to allocate funds
for these projects based on assigned priorities.TheCity has a total of $14.4 million in
improvements budgeted for 2022, including the Woodbine Improvements. Funding for these
projects come from a variety of different sources. The complete CIP can be found in the Capital
Improvement Program section in the back of this budget book.
The City compiles a rolling equipment replacement schedule for all City vehicles and equipment.
The Central Garage, reported as an internal service fund, administers the funding, replacement
schedule and disposal of equipment in the fleet. In 2022, the City is scheduled to replace
$1,046,500 in vehicles and equipment including street, parks, police, water, and economic
development vehicles. The largest planned purchases include replacement of FD Salvage 1 in
the amount of $400,000. The detailed listing of equipment scheduled for replacement in 2022
and 2023 is included in the Internal Service Fund section of this budget book.
28
Enterprise Funds
Enterprise Funds are those programs provided by the City which generate their own revenues for
operation and capital maintenance. The City operates the following three Enterprise Funds:
Brooklyn Center Liquor
The City operates two municipal retail liquor stores to provide for the controlled sale and
distribution of alcoholic beverages in the community. Profits from the operations are used to
fund projects benefitting the community and avoiding the necessity of larger property tax
levies for such projects. Since 2009, the Liquor Fund has transferred $1,654,781 to the Capital
Improvements Fund for building, park and trail projects throughout the community.
Earle Brown Heritage Center
The Earle Brown Heritage Center (EBHC) is comprised of the Convention Center with
Administrative Services, Catering Services and Commercial Office Rentals. These Divisions
provide for the provision of maintenance, conference services, custodial functions,
development, preparing, equipment servicing, and serving of food and beverage for events at
Earle Brown Heritage Center.
The EBHC has a management agreement with Flik International to provide food and beverage
services for its facilities. The EBHC is also responsible for the maintenance of buildings and
grounds of the commercial office spaces for two tenants.
Public Utility Funds
The Public Utility Funds track revenues and expenditures for fee based public utility services
provided by the City. These funds operate on their own ability to generate revenues and receive
no property tax support. Each year the City Council reviews the operations of these funds and
sets rates based on the needs for operations, capital spending and debt service payments. The
City operates the following five Public Utility Funds:
Water Fund
The City has approximately 121 miles of water main, over 1,300 water valves and 1,000 fire
hydrants providing service to over 7,000 single-family residential connections and
approximately 1,600 apartment/commercial/industrial customers.
The budget includes a rate increase for the Water Utility which consists of base and
consumption charges. The City currently has a quarterly base charge of $16.61per residential
and commercial irrigation meter. In addition to this base charge, the City charges a
consumption charge of $2.91 per 1,000 gallons (up to 30,000 gallons per quarter).The
increase to $19.01
proposed 2022 rates will per residential meter and $3.17 per 1,000 gallons,
increase of $1.57 $0.26
which is an per quarter in base charges and in the consumption
charge per 1,000 gallons.
29
Multi-family, commercial and industrial properties currently pay a quarterly base charge
depending on the size of the meter and a consumption rate of $3.84 per 1,000 gallons. The
amount billed at any particular property depends on the size of the meter connection and the
amount of water consumed. The water charge for the quarterly utility bill for a household
$4.18
using 18,000 gallons of water (considered the typical residential user) for 2022 will be
per quarter.
SanitarySewer Fund
The City provides for the collection and conveyance of wastewater through a systemof mains
and lift stations. Sewage is treated by the Metropolitan Council Environmental Services,
whose contracted services account for approximately 75 percent of the fund’s operating
expenditures.
increase
TheCity currently charges a quarterly base charge of $93.59, which is proposed to
to $98.27
in 2022. Rates are predominantly driven by the replacement cost of sanitary sewer
infrastructure related to the neighborhood reconstruction projects and changes to the rates the
Metropolitan Council charges the City.
Storm Sewer Fund
The City provides for the collection and management of storm water throughout the City in
compliance with State and Federal regulatory requirements. The Storm Drainage Utility
operates and maintains approximately 84 miles of storm sewers and nearly 100 storm water
management ponds or treatment devices.
The City currently charges a residential customer $15.98per quarter, which is proposed to
increase to $17.10
in 2022 (an increase of $1.12 per quarter).
Rate Comparison (Water/Sewer/Storm Sewer)
The City annuallycompares its utility rates to nine other cities that are considered to be
similar to Brooklyn Center. Not all of the comparison cities operate a recycling or a street
light utility, however eight of the comparison cities provide water, sewer and storm sewer
utilities (White Bear Lake does not provide a storm water utility). The rates shown in the
following tableare for the comparison cities are their 2021rates. At the time this chart was
compiled their 2022 rates were unknown. The rateswere used to calculate the typical
residentialquarterlybill.
remains among the lower cost
The results of that comparison show Brooklyn Center
provider
. The City’s 2022 bill for these services of $191.44 compares favorably to average
of $225.33.
30
Street Lighting Fund
The Cityprovides electrical service, maintenance, repair and replacement of lights owned by
the City.The City owns approximately 71 ornamental lights, primarily in the Earle Brown
commercial area, 85 ornamental lights on Brooklyn Boulevard, 40 ornamental lights along
Xerxes Avenue, 72 ornamental lights along Bass Lake Rd and 57th Avenue and leases
approximately 915 lights from Xcel Energy. Another 97 lights owned by the City are located
on traffic signal systems.
no changes
There will be to the current Street Lighting fees. The current fee for residential is
$6.55 per quarter. The current fees are sufficient to cover costs and meet fund balance targets
for the near-term future.
Recycling Fund
The Hennepin Recycling Group (HRG) is a joint powers organization consisting of the cities
of Brooklyn Center, Crystal and New Hope. The HRG is responsible for managing a
comprehensive recycling and waste education system for the residents of these cities.
Residents pay a Recycling Service fee on their utility bill for curbside recycling, biennial
curbside pick-up of large and bulky items, the use of a yard waste and tree branch drop off
site, and proper waste management and special material education and services.
The City currently charges a quarterly base charge of $11.98, which will increase to $12.10
for 2022.
31
Housing and Redevelopment Authority
The proposed Housing and Redevelopment Authority (HRA) levy for 2022 is $482,206, which is
an increase of $29,293 from 2021. State law authorizes the HRA to establish an operating levy
of up to 0.0185% of the taxable market value within the jurisdiction to carry out the purposes of
the Authority. In Brooklyn Center after forming an HRA, the City established an Economic
Development Authority (EDA) that assumed and expanded the HRA responsibilities into the
areas of economic development. The HRA levy is the primary source of funding for EDA
activities.
32
City of Brooklyn Center
2022 Budget
Funds, Departments and Object Codes
33
City of Brooklyn Center
Funds, Departments & Object Codes
Fund TypeFund #Business Unit # and Description
General Fund 10100 41110 Mayor & City Council
41320 City Manager
41410 Elections
41430 City Clerk
41520 Finance
41550 Assessing
41610 Legal
41710 Communications & Engagement
41810 Human Resources
41910 Business & Development
41920 Information Technology
41940 General Government Buildings
42010 Office of Prevention Safety, and Health
42110 Police-Administration
42120 Police-Investigation
42123 Police-Patrol
42151 Police-Support Services
42170 Police-Station & Buildings
42210 Fire
42410 Building Inspections
42411 Code Enforcement
42420 Building & Community Standards
42510 Emergency Preparedness
43110 PW-Administration/Engineering
43220 PW-Street Maintenance
43221 PW-Traffic Control
45201 PW-Park Facilities
45204 PW-Forestry
44110 Joint Powers Payments
45010 CARS-Administration
45110 CARS-Recreation Administration
45111 CARS-Adult Recreation
45112 CARS-Teen Programs
45113 CARS-Youth Programs
45119 CARS-General Recreation
45122 CARS-Community Center
45124 CARS-Pool
45218 Health and Social Environment
45310 Convention & Tourism
46320 Community Development Administration
48140 Risk Management
48150 Supplies & Central Support
48160 Vacancy and Turnover Savings
48170 Reimbursement from Other Funds
48210 Transfers Out
34
Fund Type Fund # Business Unit # and Description
Special Revenue Funds
20200 46321 HRA Fund
20300 46310 EDA Fund
20500 42190 State Forfeitures – Drug
42191 Federal Forfeitures - Drug
42193 DUI Forfeitures
20600 46330 Revolving Loan Fund
27700 46412 TIF District # 2
27800 46413 TIF District # 3
28000 46415 TIF District # 5
28100 46416 TIF District # 6
28600 42185 Police Miscellaneous Grants
42187 Auto Theft Grant
42215 Fire Miscellaneous Grants
42412 CFMH Classes
45015 NW Cable Communications Grant
45020 Recreation Miscellaneous Grants
61300 49721 Centerbrook Golf Course
Debt Service Funds
31600 47526 GO Improvement Bonds 2013B
31700 47527 GO Improvement Bonds 2015A
31800 47528 GO Improvement Bonds 2016A
31900 47529 GO Improvement Bonds 2017A
32000 47530 GO Improvement Bonds 2018A
32100 47531 GO Improvement Bonds 2019A
32200 47532 GO Improvement Bonds 2020A
32300 47533 GO Improvement Bonds 2021A
32200 47532 GO Lease Revenue Bonds 2019B
37200 47618 GO Tax Increment Bonds 2016C
37300 47617 GO Tax Increment Bonds 2016B
37400 47616 GO Tax Increment Bonds 2015B
37500 47610 GO Tax Increment Bonds 2013A
Capital Project Funds
40100 40100 Capital Improvements Fund
40200 40200 Municipal State Aid Construction Fund
40600 40600 Capital Reserve Emergency Fund
40700 40700 Special Assessments Construction Fund
40800 40800 EBHC Capital Projects Fund
40900 40900 Street Reconstruction Fund
41000 41000 Technology Fund
41100 41100 Water Treatment Plant Construction Fund
Public Utility Funds
60100 49141 Water Utility Fund
60200 49251 Sanitary Sewer Utility Fund
65100 49411 Storm Sewer Utility Fund
65200 49571 Streetlight Utility Fund
65300 49311 Recycling Utility Fund
35
Fund Type Fund # Business Unit # and Description
Enterprise Funds
60900 49611 Brooklyn Center Liquor Store # 1
49612 Brooklyn Center Liquor Store # 2
61700 49851 EBHC-Administration
49852 EBHC-Convention Center
49853 EBHC-Catering
49854 EBHC-Office Rental
Internal Service Funds
70100 49951 Central Garage Fund
70300 49961 Post-Employment Retirement Benefit Fund
70400 49971 Employee Compensated Absences
36
4400 Charges for Service
Object Codes
4401 Vacant Bldg. Registration Fee
Revenues
4402 Rental Conversion Fee
4403 Planning Application Fees
4404 Zoning Change/Special Use Permit
4100 Ad Valorem Taxes
4405 Sale of Maps & Documents
4406 Sale of Plans & Specifications
4101 Current Ad Valorem Taxes
4408 Reinspection Fees
4102 Allowance for Uncollectible
4410 Reoccupancy Inspection Fee
4120 Delinquent Ad Valorem Taxes
g Fees
4411 Filin
4150 Tax Increments
4412 Abatement Fees
4154 Penalties & Interest-Delinquent Tax
4413 Final Plat & Vacation Fees
4161 Lodging Taxes
4415 Tree Contractor Registration
4181 Franchise Fees
4416 Zoning Letter
4417 Abatement Service Charge
4200Licenses & Permits
4419 Online Credit Card Surcharge
4201 Liquor Licenses
4421 Police Reports
4202 Beer Licenses
4422 License Investigations
4203 Garbage Hauling Licenses
4423 Animal Control
4204 Cigarette Licenses
4424 Fire Alarm Fees
4205 Rental Dwelling Licenses
4424.1 Fire Inspections
4207 Mechanical Licenses
4425 Burglar Alarm Fees
4209 Service Station Licenses
4426 Towing Charges
4210 Motor Vehicle Dealership Licenses
4427 Polices Services
4212 Amusement Licenses
4428 Private Security Contracts
4213 Miscellaneous Business Licenses
4429 Miscellaneous Police Revenues
4221 Sign Permits
4431 Weed Cutting Charges
4222 Building Permits
4434 Diseased Tree Removal
4223 Mechanical Permits
4451 Nuisance Abatements
4224 Sewer & Water Permits
4471 Adult Recreation Programs
4225 Plumbing Permits
4472 Teen Recreation Programs
4226 ROW Permit Fee
4473 Children Recreation Programs
4227 Electrical Permits
4474 General Recreation Programs
4228 Miscellaneous Permits
4481 Memberships-Family
4482 Memberships-Individual
4300 Intergovernmental Revenues
4483 Silver Sneakers Taxable
4485 General Admissions-Individual
4320 Miscellaneous Federal Grant
4486 General Admissions-Groups
4341 Local Government Aid
4487 Swim Lessons
4343 MSA Street Maintenance
4489 Locker Rental
4344 MSA Street Construction
4492 Special Events
4345 Pension Aid-Fire Relief
4493 Game Room
4346 Pension Aid-Police
4494 Merchandise for Resale
4347 Pension Aid-PERA
4495 Constitution Hall Rental
4352 Police Training Grant
4496 Gift Certificate
4359 Other State Grants
4497 Concessions & Commissions
4362 County Grants/Aid
4373 Other (Schools) Grants/Aid
4374 Police Liaison
37
4789 Non Taxable Merchandise
4500 Fines & Forfeits
4790 Miscellaneous-Centerbrook
4791 Bottled Water Sales
4505 Federal Forfeiture
4506 State Forfeiture
4508 Unclaimed Evidence Earle Brown Heritage Center
Convention Center
4511 Court Fines
4821 Room Rentals-CC
4512 Administrative Fines
4822 Labor Charges-CC
4823 Equipment Rentals-CC
4600 Miscellaneous Revenues
4825 Common Area Maint.-CC
4827 Security Services-CC
4601 Special Assessments
4828 Client Services-CC
4603 Interest Earnings
4829 Miscellaneous-CC
4604 Check Processing Fees
Office Rentals
4605 Unrealized Investment Gain/Loss
4831 Office Rentals-OR
4606 Other Revenue
Catering
4607 Special Assessments Interest
4842 Services Charges-Catering
4609 Uncollectible Write Offs
4844 Food & Beverage Sales-Catering
4612 Donations & Contributions
4845 Liquor/Wine/Beer Sales-Catering
4613 CARS Donations & Contributions
4848 Miscellaneous Sales-Catering
4812 Facility Rentals
Central Garage
4862 Fuel Sales-Internal
4700 & 4800 Utilities & Enterprise
4862.1 Fuel Sales-External
Water Utility
4863 Replacement Charges
4701 Water Sales
4864 Overhead Charges
4702 Fire Lines
4865 Repair/Maintenance Charges
4703 Water Meter Sales
Compensated Absences
4704 Water Meter Rentals
4881 Compensated Absence Chg/Credit
4705 Service restoration Charges
Employee Retirement Benefit
4706 Connection Charges-Water
4891 Implicit Rate Subsidy Contribution
4707 Penalties
4708 Tower Rental Fees
4900 Other Financing Sources
4709 Certification Charges
4911 Sale of Property
Sanitary Sewer Utility
4912 Capital Contributions
4721 Sewer Service
4915 Transfers In
4726 Connection Charges-Sewer
4915.1 Transfers from Liquor Fund
Storm Sewer Utility
4915.2 Transfers from General Fund
4731 Storm Drainage Fees
4915.3 Transfers from HRA Fund
Street Light Utility
4915.5 Transfers from TIF #3 Fund
4741 Street Light Service Charge
4915.8 Transfers from TIF #5 Fund
Recycling Utility
4916 Capital Asset Transfer
4751 Recycling Service Fees
4919 Gain on Capital Asset Disposal
Liquor Stores
4921 Refunds & Reimbursements
4761 Liquor Sales
4922 Project Administration
4762 Wine Sales
4931 Bond Sales
4763 Beer Sales
4932 Premium on Bond Sales
4764 Sales-Non Taxable
4933 Discount on Bond Sales
4765 Sales-Taxable
Centerbrook Golf Course
4771 Golf Lessons
4773 Greens Fees
4778 Passbook
4782 Rentals
4785 League
4786 Beer & Wine Cooler Revenues
4787 Food & Beverage Revenues
4788 Taxable Merchandise
38
EXPENDITURES
Supplies
Cost of Sales
Liquor Stores
6200 Office Supplies
5581 Cost of Sales-Liquor
6201 Office Supplies
5582 Cost of Sales-Wine
6202 Copying Supplies
5583 Cost of Sales-Beer
6203 Books/Reference Materials
5584 Other Cost of Sales-Non Taxable
6204 Stationary Supplies
5585 Other Cost of Sales-Taxable
5586 Cost of Sales-Miscellaneous
6210 Operating Supplies
5587 Inventory Variances
6211 Cleaning Supplies
5589 Delivery Charges
6212 Motor Fuels
Earle Brown Heritage Center
6213 Lubricants & Additives
5591 Cost of Sales-Labor
6214 Clothing & Personal Equipment
5592 Cost of Sales-Food
6215 Shop Materials
5593 Cost of Sales-Supplies
6216 Chemicals/Chemical Products
5594 Cost of Sales-Management Fees
6217 Safety Supplies
6218 Welding Supplies
Wages and Salaries 6219 General Operating Supplies
6219-1 Gen Op Sup-Fire Education
6100 Wages & Salaries
6220 Repair & Maintenance Supplies
6101 Wages & Salaries-FT Employees
6221 Motor Vehicles
6102 Overtime-FT Employees
6222 Tires
6103 Wages-PT Employees
6223 Buildings & Facilities
6104 Overtime-PT Employees
6224 Street Maintenance Materials
6105 Contracted Services Overtime
6225 Park & Landscape Materials
6226 Signs & Striping Materials
6110 Other Payments-Non Insurance
6227 Paint Supplies
6111 Severance Pay
6112 Car Allowance
6230 Repair & Maintenance Supplies-Other
6231 Athletic Field Supplies
6120 Retirement Contributions
6233 Court Supplies
6122 PERA Coordinated Plan
6235 Utility System Supplies
6123 PERA Police & Fire Plan
6237 Laundry Supplies
6124 PERA Defined Contribution Plan
6125 FICA 6239 Other Repair & Mtnce Supplies
6126 Medicare Contributions
6240 Small Tools & Minor Equipment
6127 Fire Relief Contributions
6241 Small Tools
6242 Minor Equipment
6130 Insurance Contributions
6243 Minor Computer Equipment
6131 Cafeteria Plan Contributions
6135 Medical Insurance-Retirees
Other Charges & Services
6140 Unemployment Compensation
6141 Unemployment Compensation 6300 Professional Services
6301 Accounting, Auditing, Financial Svs
6150 Workers Compensation
6302 Architect, Engineer, Planning Svs
6151 Workers Compensation Insurance 6303 Legal Services
6305 Medical Services
6190 Pension Adjustment 6306 Personnel/Labor Relations
6191 Pension Adjustment 6307 Professional Services
6308 Charter Commission
39
6320 Communications
6410 Rentals
6321 Telephone/Pagers 6412 Buildings & Facilities
6322 Postage 6413 Office Equipment
6323 Radio Communications
6415 Other Equipment
6329 Other Communications Services
6417 Uniforms
6330 Transportation
6420 IS Services/License/Maintenance Fees
6331 Travel Expense/Mileage
6421 Software Licenses
6422 Softwa
6333 Freight/Drayage re Maintenance
6339 Other Transportation Expense 6423 LOGIS Charges
6428 Protection Services
6340 Advertising
6341 Personnel Advertising 6430 Miscellaneous
6342 Legal Notices 6431 Special Events
6349 Other Advertising 6432 Conferences & Schools
6433 Meeting Expenses
6350 Printing & Duplicating 6434 Dues & Subscriptions
6351 Printing 6435 Credit Card Fees
6436 Uncollectible Checks/Debts
6360 Insurance 6438 Cash Short/(Over)
6361 General Liability Insurance
6362 Property Insurance 6440 Other Expenses
6363 Motor Vehicle Insurance 6441 Licenses, Taxes & Fees
6364 Dram Shop Insurance 6442 Court Awards/Settlements
6366 Machinery Breakdown Insurance 6443 Prize Awards/Expense Reimburse
6367 Equipment (Inland Marine) 6444 Relocation Expenses
6368 Bond Insurance 6445 Convention Bureau Payment
6369 Other Insurance 6446 Contingency Account
6447 Towing Charges
6380 Utility Services 6448 Prisoner Boarding Charges
6381 Electric 6449 Other Contractual Service
6382 Natural Gas 6451 Meeting Planner Points-EBHC
6383 Water 6452 BC Buck$ Redemption
6384 Refuse Disposal
6460 Central Garage Charges
6385 Sanitary Sewer
6461 Fuel Charges
6386 Storm Sewer
6462 Fixed Charges
6387 Heating Oil
6463 Repair & Maintenance Charges
6388 Hazardous Waste
6465 Replacement Charges
6389 Street Lights
6390 Contract Utility Services
6470 & 80 Transfers & Other Uses
6391 Met Council Environmental Services
6471 Administrative Service Transfer
6472 Engineering Service Transfer
6400 Repair & Maintenance Services
6473 Storm Sewer Transfer
6401 Motor Vehicle Services
6474 Debt Service Transfer
6402 Equipment Services
6476 Capital Project Transfer
6403 Buildings/Facilities Maint Service
6480 General Fund Reimbursement
6404 Street Maintenance Services
6481 EDA Fund Transfer
6405 Park & Landscape Services
6482 Miscellaneous Transfer
6406 Multi-Function Maintenance
6407 Traffic Signals Maintenance
6408 Communication/Info Systems
6409 Other Repair & Maintenance Svs
40
6490 Other Miscellaneous Costs/Expenses
Debt Service
6491 Merchandise for Resale
6494 Depreciation Expense
6600 Debt Service
6496 Loss on Capital Asset Disposal
6601 Bond Principal
6498 Interfund Expense Allocation
6602 Other Debt Principal
6499 Expenses Reimbursed
6603 Refunded Bond Principal
6611 Bond Interest
Capital Outlay
6612 Other Debt Interest
6621 Paying Agent/Other Fees
6500 Capital Outlay
6510 Land
6512 Land Improvements
6520 Buildings & Facilities
6530 Improvements
6540 Equipment & Machinery
6545 Other Equipment
6550 Motor Vehicles
6560 Furniture
6590 Capital Leases
41
City of Brooklyn Center
2022 Budget
Staffing
42
43
44
City of BrooklynCenter
202 Budget
Resolutions
45
46
47
48
49
50
51
52
53
54
City of BrooklynCenter
202 Budget
Budget Summary– All Funds
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
City of Brooklyn Center
2022 Budget
General Fund Summary
81
City of Brooklyn Center
2022Budget
General Fund
The General Fundis the primary operating fund for the governmental operations of the
City. Activities enabled byGeneral Fund planning include police protection and
community support, fire prevention and suppression, parks and recreational programs,
planning and zoning, community development,assessing, street maintenance and repair,
engineering and general administrative functions.
82
83
84
85
86
87
88
89
City of Brooklyn Center
2022 Budget
General Fund Revenues
90
2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
: General Fund Revenues
Department/Division Description:
This set of accounts is considered a non-departmental function and serves the purposes of the entire
General Fund. The various Departments listed in the General Fund track their revenues through this
single area.
Strategic Functions/Division(s):
This set of accounts tracks the annual receipt of funds for:
Property Taxes
Lodging Taxes
Licenses
Permits
Receipts from Other Governments
Charges for Services provided by the various Departments
Collections of fines and forfeits
Interest Income
Transfers of resources from Other Fund
Miscellaneous Revenues
Annual Goal and Strategies:
1.Ensure the financial stability of the City
a.Provide for the tracking and timely reporting of revenues
b.Project revenues for budgetary purposes in a responsible and realistic manner.
91
92
93
City of Brooklyn Center
2022 Budget
General Fund Expenses
General Government
94
2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Mayor and City Council
Department/Division Mission:
The Mission of the Mayor and City Council is to provide visionary leadership to the organization and
oversee the proper operation of the city through the City Manager.
Department/Division Description:
The City Council is comprised of one Mayor and four Council Members. All are elected at large. Under
the Council-Manager form of government as established by the City Charter, the City Council exercises
the legislative authority of the City. The City Council is responsible for formulating City policy, enacting
legislation, adopting the annual budget, levying local property taxes, and appointing members to advisory
boards and commissions. Members of the City Council also constitute the Board of Appeal and
Equalization, the Economic Development Authority, the Housing and Redevelopment Authority, and the
Canvassing Board for municipal elections.
The City Council budget includes expenses related to interpreters for hearing impaired or non-English
speaking persons who attend City Council meetings; the annual joint meeting of the City Council and
advisory commissions; and a consultant to facilitate two City Council work sessions.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Community Engagement:
Staffing Levels
Positions FTEs 2021 2022 2023
111
Mayor
444
City Council Members
Total555
95
96
2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide citywide support and leadership to internal
and external customers.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, The Office of the City Clerk,
Division of Human Resources, Division of Information Technology, and Division of Communication and
Community Engagement and The Office of Inclusion, Equity, and Diversity
The City Manager’s Office is composed of the City Manager and the Deputy City ManagerDirector of
Administration. The primary responsibility of the City Manager is organizational leadership. The Deputy
City Manager is the Director of the Administration Department. However, in 2022 they will function with
two Interim Assistant City Managers.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk, and License Clerk – Receptionist.
The Clerk’s Office manages City records, administers elections, issues business, helps lead customer service,
and responds to public inquiries.
The Division of Human Resources is composed of the HR Manager, HR Specialist, and Payroll Technician.
This division manages human resource activities including labor relations, inclusion and diversity, payroll
and benefits administration, and employee recruitment.
The Division of Information Technology is composed of the IT Manager,IT/GIS Specialist, and an IT
Technician. This division plans, manages, and supports the City'stechnology infrastructure and helps lead
city operational efficiency.
The Office of Inclusion, Equity, and Diversity. This will be the inaugural year of this new office, which was
visualized and initiated in 2021. This division would develop, coordinate and implement inclusion, equity,
and diversity strategies both internally and externally to the organization.
The Division of Communication and Community Engagement is composed of aCommunication
Coordinator, Community Engagement Specialist,Communication Specialist, and Neighborhood Engagement
Liaisons (part-time). This division manages both internal and external communications, branding and
marketing efforts, media relations, resident and community engagement.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Customer Intimacy and Operational Excellence
In 2022,we will continue to implement quality performance practices to improve results and customer
satisfaction. We will strengthen the development of staff at all levels of the organization and align the
97
performance of all staff with the strategic direction and values of the Cityvia internal graphic design support,
bi-lingual translation and interpretation services, digitizing of records, citywide performance evaluation,
technological system,and infrastructure upgrades, strategic area transition from city hosted software to
cloud-based software and technological disaster and emergency planning. All staff will uniformly and
consistently be evaluated on the areas of customer service and operational excellence via a newly
implemented electronic employee appraisal system.
Inclusive Community Engagement
In 2022, will enhance internal training and development of staff related to inclusion and diversity in order to
build greater capacity and competency with services to the diverse populace of the City. The Department of
Administrationwill include the Office of Inclusion, Equity, and Diversity.
System-wide Development and Operations
In 2022, the department will continue working with all departments and at all levels of the organization in a
systematic manner on key administrative operations including technology planning, branding, recruitment
and hiring, communication, employee evaluations, and electronic council affairs. Through coordination of
communication, training, and development of efforts with frontline staff, supervisors, and department
management messages will be consistently communicated throughout the organization. The hope is that
there is shared understanding and unified action on key strategic directives throughout the entire
organization.
Staffing Levels
Positions FTEs 2020 2021 2022
111
City Manager
110*
Deputy City Manager
111
City Clerk
111
Deputy City Clerk
Customer Service Representative
111
HumanResources Director
111
Human Resources Specialist
111
Human Resources/Payroll Technician
111
Equity Officer (former specialist)
111
Information Technology Manager
111
111
Information Technology Specialist
111
Information Technology Technician
111
Communication Manager
112
Community Engagement Specialist
.200
PT Graphic Designer
0.751
Communication Specialist
121
Neighborhood Engagement Liaison
(2021 – 4PT x .5 each and 2022 - 2PT x .5 each)
Total15.216.7516
98
*Position to be unfilled for 2022, City Clerk and Communication Manager will serve as Interim
Assistant City Managers
Strategic Functions/Division(s):
Effective and Responsive Organization Leadership
The City Manager with support from the Deputy City Manager is responsible to the City
o
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer,the City Manager is expectedto enforce the City Charter and all City
ordinances. The City Manager prepares the Annual Budget as a means of implementing
Council Policy. The City Manager provides advice and makes recommendations to the City
Council with respect to Council policy. The City Manager is the sole employee of the City
Council. All employees work under the general direction of the City Manager
The City Managers’ office is responsible for effective Intergovernmental Relations. The City
Managerand his staff work with community members, other public and private agencies,
organizations, schools, and other stakeholders in all areas that affect the City.
The City Managers’ office is responsible for effective public communications primarily under
the direction of theDeputy CityManager. The office handles and coordinates internal and
external City communication activities. The office coordinates the publication of the City
Newsletter, creates newsletters, forms, flyers, handles information released to the media, and
develops other information packets as needed. The office handles the coordination of cable TV
activities in the organization, including the broadcast of Council meetings.
Council Support, Records Management, Licensing, and Elections Administration
The City Clerk is responsible formaintaining official City records, coordinating City Council
o
and City Commission materials and activities, coordinating business licensing, producing and
coordinating City employee newsletter, and supervision of secretarial support staff in the
Administration Department.
The City Clerk serves as the City’s Election Official and administers elections. Ensures
elections are handled in accordance with state, federal, and county regulations. Oversees all
activities related to City elections including notices, candidate filing, absentee voting, testing
voting equipment, materials, and certification of process. Coordinates polling places.
Supervises the recruiting and training of election judges.
The City Clerk is responsible for Official City Records/Data Retention. The City Clerk
maintains official City records, including storage and disposition.
Coordinates Council correspondence, meetings, and other activities. Ensures coordination,
maintenance, and accuracy of Council minutes, resolutions, and other official documents.
Oversees the City Council agenda preparation process. Posts Council/Commission notices as
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required by Open Meeting Law. Coordinates the nomination/appointment process for City
advisory commissions.
Attraction and Retention of an Inclusive Quality Workforce
The Division of Human Resources is responsible for providing customer-focused support to the
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mission of recruiting and retaining an inclusive quality workforce.
The Division of Human Resources is responsible for the development of an effective customer-
focused administration of the employee compensation and benefits program.
The Division of Human Resources is responsible for providing leadership to effective Labor
Relations Management and is a key member of the labor negotiations team along with the City
Manager.
The Division of Human Resources is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Division of Human Resources is responsible forcustomer-focused administration of the
payroll process and other pay-related activities i.e. pay/equity and EEO reporting
Communication and Community Engagement
The Division Communication and Community Engagement supports all departments in cross-
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departmental communication and coordinates citywide communication efforts.
The Division Communication and Community Engagement supports all departments in cross-
departmental communication and coordinates city-wide community engagement efforts.
The Division provides ongoing maintenance and posting of city-related information and
stories on the City’s website and social media platforms. Regular monitoring and updates to
the website are provided by the Division in coordination with all departments.
The Division provides ongoing development of the quarterly newsletter that goes out to all
properties within the City limits. Regular communication is conducted via print, television,
video streaming, and in-person communication.
The Division coordinates events with residents including community dialogues and resident
networking. The Division fosters relationships among residents, business owners, visitors,
and city staff.
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Office of Inclusion, Equity, and Diversity
The Office of Inclusion and Diversity coordinates training, cultural competency building both
o
internal and external to the organization.
The Office of Inclusion and Diversity coordinates implementation of inclusion and equity
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measures in city practices including hiring, contracting, engagement, purchasing,
programming, and service delivery.
Consistent, Reliable, and Strategic Advancement of Information Technology
The Division of IT oversees the city-wide fiber optics system, which is available at all times
o
and days. The fiber optics system allows the City to unify its intra-communications, security
systems, and utility systems controls.
The Division of IT procures, installs, maintains, and replaces all hardware and software
communication technology such as computers, cell phones, office phones, facility security
cameras, body-worn cameras, multifunctional equipment (i.e. copiers, plotters, and fax
machines), and conference room visual and audio equipment. The Division also oversees the
City’s GIS system.
The Division of IT systematically plans with all departments on current and future
technological needs. Technology funding is planned through the Division of IT. Research
and investigations of future technological needs of the City are shared by departments and the
Division of IT; however, implementation, majority of management, and support rest on the
Division of IT.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Levels
Performance Measure
Actual ValueTarget Value
Foster a culture of inclusion,*Much of the efforts were *Provide training and development for
equity, and anti-racism delayed due to the COVID-19 all staff (full-time and part-time) in
practices throughout the Pandemic and civil unrest. anti-racist practices and policymaking
organization. Efforts in response to both
*Implement Equity Score Card to
*COVID-19 and civil unrest review all current policies and
the organization deeply practices to assure City Government
engaged in newfound ways actions do not foster inequitable
with BIPOC community results
members and organizations in
innovative strategies to address
the needs of residents.
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*The Dept. of Adm. has
assisted departments with
external efforts to reach
broader diverse communities
including multi-generational,
multi-ethnic, and disabilities
communities.
2017–38% female applicants Receive resident/gender/physically
(including full and part-time)challenged applicants proportional to
the applicable labor pool
2017–44% people of color Receive applicants proportional to
applicantspeople of color in the applicable labor
pool
2017–40.3% female Hire female/residents/gender
applicants (including full and applicants proportional applicant pool
part-time)
2017–54.5% people of color Hirepeople of color proportional to
applicantsthe applicant pool
Inclusive Community *Much of the efforts were *Develop and execute baseline goal of
Engagement Efforts delayed due to the COVID-19 diverse participation in community
Pandemic and civil unrest. engagement efforts in all departments.
Efforts in response to both
*Establish an ongoing presence in
*COVID-19 and civil unrest media of color.
the organization deeply
engaged in newfound ways *Develop and execute specific
with BIPOC community engagement strategies for specific
members and organizations in diverse communities (i.e. youth,
innovative strategies to address communities of color, seniors, and
the needs of residents. disable).
*Offer regular interpretation and
translation for all feasible engagement
events in all departments.
Foster systematic *Much of the efforts were *Develop and execute systematic
administrative approaches delayed due to the COVID-19 work approaches for customer service,
throughout the organization Pandemic and civil unrest. communication/marketing, technology
Efforts in response to both information, policy presentations,
employee compensation, succession
*COVID-19 staff effectively planning, and job evaluations across
developed and executed all departments.
measures for staff to work
remotely and with the Council
engaging the public remotely.
We anticipatethat the change
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in work will have long-term
positive effects on working
together across the
organization.
Employees Feel Part of 2021 has been very difficult for *90%participation of employee
Organizationstaff. During the initial stages participation in all employee events
of the COVID-19 Pandemic, *90% positive feedback from the
staff felt connected. All staff employee survey
worked together. However,
following the civil unrest staff
reached an all-time low of
feeling part of the organization
due to primarily the strained
relations with the City Council
and loss of staff members.
However, staff engaged and
appreciated participating in the
City Council/Staff listening
session.
Previously in 2020:
*All Employee Meeting – 143
respondents
*All Employee Survey
Respondents – 66 respondents
with an overall rating of 4 out 5
as a good experience
*All Employee Survey – 127
respondents with 93
respondents indicating they
feel engaged or strongly
engaged at work (14 did not
feel engaged).
*Employee Recognition of
*Tenure –23 recognitions
Note – applicant and hiring goals were based on afive-yeargoals timeframe.
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105
106
107
108
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2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Fiscal & Support Services
Department/Division Mission:
To provide accurate and timely information to all users of financial information and to provide
administrative and professional support in financial matters to all departments and divisions of the City.
Department/Division Description:
In the General Fund, the Finance Division of the Department assembles and processes documents which
facilitate the daily financial operations of the City. The Finance Division oversees the administration of
claims and risk management for the property and casualty portion of the City’s insurance program. The
Division manages investments of City funds as well as issuance and repayment of debt obligations of the
City.
The Utility Billing Division acquires and processes data which allow for the billing and collection of
revenues for the City’s five utilities.
The Director oversees the contract with Hennepin County for assessing services and acts as the staff
liaison for the Board of Equalization and Appeals.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Targeted Redevelopment
Development of a financial planfor the Opportunity Site
In 2021, we will collaborate with the Economic Development Authority and city departments to create a
financial plan for Opportunity Site development. This will include financial assumptions, review of
financial incentives, risk assessment and impact on city services of any proposed development.
Customer Intimacy/Operational Excellence
Continue to improve customer relationships and operational efficiency
In 2022, we will collaborate with Public Works and Information Technology on the use of installed
gateways on City water tower’s to obtain fixed water utility meter reads. This will provide real-time
information to utility billing staff and quicker responses to customer requests and questions.
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Staffing Levels
Positions FTEs 2021 2022 2023
111
FinanceDirector
111
Assistance FinanceDirector
111
Accountant
111
Accounting Technician
111
Utility Billing Technician
0.50.50.5
PT Utility Billing Technician
5.5 5.5 5.5
Total
Strategic Functions/Division(s):
Finance Division
The Division provides for the collection, recording and deposit of all funds in bank
o
accounts and reconciles those bank accounts to the General Ledger on a monthly basis.
The Division provides for the expenditure of funds for goods and services used by the City
o
including the proper recording and documentation of such expenditures.
The Division prepares and distributes reports on the financial condition of the City.
o
The Division invests available funds in approved investment types.
o
The Division reports financial information to outside monitoring agencies
o
The Division leads and assists financial planning activities through coordination of the
o
annual budget process and special analysis and reporting projects on specific programs.
Utility Billing Division
The Division collects data for the preparation of utility bills, calculates, prints and mails
o
the bills to customers.
The Division responds to customer inquiries by telephone, mail, e-mail and in person
o
regarding the calculation of bills and the regulations, policies and practices affecting utility
billing.
The Division oversees collection of bill payments and proper recording of those receipts.
o
The Division initiates such collection practices as might be necessary for the collection of
o
all utility accounts receivable.
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Annual Goal and Strategies:
1.Ensure the financial stability of the City.
a.Review and analyze alternatives for funding City infrastructure investments
b.Ensure appropriate financial policies and practices are in place
c.Assure adequate cash flow and investment of idle cash
2.Enhance customer access to utility account information and actions
a.Ensure on-line and phone system ability to accept payments
b.On-line access to customer account history information
c.On-line distribution option for quarterly bills
d.Ensure accurate billing of customer utilities
e.Maximize utilization of online payment methods. Develop additional best in class
performance measures and expand marketing to increase electronic payments.
3.Develop and Implement a local and disadvantaged business procurement program
a.Focus on organization change and commitment across all departments
b.Develop firm definitions, well-developed goals and key performance indicators, and
clear tracking and reporting
c.Identify best practices, tools, and procedures for staff to follow when procuring goods
and services on behalf of the City
d.Performance objectives to be determined as program developed and implemented.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
201820192020Target Value
GFOA’s Certificate of Achievements for Financial ReportAwardedAwardedAwardedAwarded
Availability of financial reports to all users after month-end
(including City Council monthly report)20.5days19.75days*21days
Date of audit opinionMay 15, 2019May 20, 2020May 24, 2021June 1, 2019
City bond credit ratingAAAAAAAA or better
Rate of investment return on all cash/investments1.982%2.227%1.691%1% for 2021
Pay by Text Payments180202*250
Automated utility billing phone payments2,1902,488*2,650
Utility billing online payments14,05215,416*17,000
Paperless utility billing accounts1,5331,756*1,950
*Gathering information
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City of Brooklyn Center
2022 Budget
General Fund Expenses
Public Safety
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2022 Brooklyn Center DepartmentBudget Narrative
Department Name
:
Police
Department Mission:
To protect and serve in a manner that preserves the public trust.
Department Vision:
As law enforcement and community stakeholder, we commit ourselves to helping to provide an
exceptionally safe and secure community for all our residents, businesses, visitors and those who we work
with in the City of Brooklyn Center with great dignity and respect.
Department Description:
Administration Division
Provides the overall leadership and management oversight of the police department.
Ensures that proper funds and resources are allocated as efficiently as possible to aid in the reduction of
crime and life-safety issues.
Investigative Division
Handles approximately 1,000 felony-level cases that need an advanced level of police investigation beyond
field-level information gathering. Our work includes advanced-level evidence recovery and applying those
results to aid in suspect identification, such as DNA and physical property evidence. Moves the investigation
from probable cause to beyond a reasonable doubt.
Works in direct partnership with Hennepin County Attorney’s Office, Hennepin County Child Protection
Services, Hennepin County Adult Protection, and CornerHouse Child Advocacy and Interview Services.
Patrol Division
The primary responder to 911 and emergency calls for service. Each year, the police department handles
nearly 37,000 public safety incidents, which amounts to about 100 calls in a 24-hour period.
The Patrol Division has three part-time units that work together with the patrol officers to ensure that the best
quality of service is delivered for each call: Domestic Abuse Response Team (DART), the Emergency
Operations Unit (EOU), and Hostage Negotiation Team (HNT).
Community Services Division
The Community Service Division has seven primary approaches to building partnerships within the
community and promoting a city-wide collaborative approach to eliminating crime.
Crime Prevention Program
Multicultural Community Liaison and Joint Community Police Partnership (JCPP)
Embedded Social Worker (from Hennepin County)
Commercial Area Street Crimes Unit
Police Cadet Program
Crime Analysis
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Support Services Division
Prepares all police reports in a format that can be used for review and dissemination of crime information.
Reports accurate crime data to the state of Minnesota from the records that are generated by our agency.
Each year, the police department processes nearly 5,000 detailed reports. Fulfills all data requests made by
the public, media, or other public safety partners.
Key initiatives focused on the achievement of strategic priorities/value propositions:
In 2022, we will strive to complete the followinggoals:
Goal 1: Stabilize department staffing levels and address diversity and equity in hiring
Action Steps
Continue lateral officer hiring and residency incentive program
Develop department recruitment committee
Review department application and background process to ensure applicants meet desired qualities
Expedite the hiring process due to surrounding agencies doing the same and lack of qualified
candidates
Goal 2: Increase Staff training in Crisis Intervention Training or CIT -an additional form of De-
escalation
Action Steps
45% have attended some type of Crisis Intervention training, 2 trainings in 2020 were cancelled and
rescheduled to early 2021 due to COVID
Contracting with a Mental Health worker to respond to Critical incidents with our Crisis Negotiation
Team.
Goal 3: Increased Neighborhood Engagement
Action Steps
Develop crime prevention workshops
Engage with local watch captains to address neighborhood issues and promote city resources
Develop and implement neighborhood response plans with assistance from other departments.
Work collaboratively with the City community engagement team to host small “neighborhood area
meetings” with the assistance of City funds
Goal 4: Increased Department Transparency
Action Steps
Expand Benchmark Analytics for electronic tracking of use of force, complaints, pursuit and
community engagement data Target (All modules implemented with 5 years of prior data
incorporated)
Implement a department data dashboard on City website
Reinitiate and possibly expand department social media accounts
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Staffing Levels:
Positions FTEs 2021 2022
11
Chief
33
Division Commanders
11
Support ServicesManager
77
Sergeants
55
Detectives
11
School Resource Officer
11
Juvenile Officer
11
Auto Theft Officer (*grant partially fundeduntil
7/2021)
11
Violent Offenders Task Force Officer
11
Detective Trainee
2828
Patrol Officers
11
Crime Analyst
11
Crime Prevention Specialist
11
Administrative Assistant
11
Records Specialist
77
Records Technicians
Part-time Staff
- Community Service Officers (10 –PT Staff )
- Joint Community Policing Partnership (JCPP)
4.644.64
Cadet Program (1–2Cadets)
Total Number of Personnel65.1464.64
These are authorized numbers not actual.
Total authorized sworn staff is 49.
In 2022 we will freeze 3 positions; those positions will be determined by needs of the
department.
Annual Operating Goal Performance Measures:
Performance Objectives
Performance Levels
Description of Performance Measure*Actual ValueTarget Value
N/ANo less than 10%below
Part One violent crimes compared to Hennepin
the average of Hennepin
County with a ratio of per 100,000 residents
County
Number of positive community activities /events Unknown20 activitis
police staff participated in.
Currently down 12 officersHire 9 additional Officers
Officer retention program
Train majority of staff in Crisis Intervention
Training or CIT training
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122
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2022 Brooklyn CenterDepartmentBudget Narrative
Department Name:
Fire/Emergency Preparedness
Department Mission:
The mission of the Brooklyn Center Fire Department is to protect lives and property from the adverse
effects of fire and other dangerous conditions, whether manmade or acts of nature. This will be
accomplished through public education and a commitment to excellence in training and superior customer
service.
Department Description:
The Brooklyn Center Fire Department is a progressive, full-service, paid-on-call department that provides
fire suppression, emergency medical response, public education programs, and inspections of buildings
within the community. The department has an authorized strength of 40 paid-on-call, part-time
firefighters, who work out of two fire stations, and employ a full-time Fire Chief, who also serves as the
Fire Marshal, and Emergency Management Coordinator, a full-time Deputy Fire Chief,a full-timeFire
Inspector/Public Education Specialist, and an Administrative Coordinator.
Key Initiatives focused on the achievement of strategic priorities/value propositions:
In 2022, we strive to complete the following:
Increase the safety of the community by offering Home Safety Surveys, Hands-Only CPR,
and installation of Smoke and Carbon Monoxide Detectors. Visitall elementary schools
during Fire Prevention Week and educate approximately 1250 school-aged children on fire
safety.Continue Fire and Fall safety for older adults.
Recruit 5+ additional paid-on-call firefighters.
Be the resource for other City departments in dealing with COVID-19.
Staffing Levels
Positions 2019 2020 2021 2022 2023
11111
Fire Chief
11111
Deputy Fire Chief
11111
Fire Inspector/Public Education
Specialist
00001
FT Fire Technician
11111
Administrative Coordinator
21122
Paid On-Call Assistant Fire Chief
55444
Paid On-Call Captain
2222232829
Paid On-Call Firefighter
Total Number of Personnel3332323840
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Strategic Functions/Division(s):
Administration Division
This division is responsible for the management of the department. Functions in this division
include budgeting, implementation, and development of policies and procedures and
ensuring that all records are maintained and updated.
Fire Prevention Division
This division offers a variety of public education opportunities that focus on fire prevention
so people have the knowledge and skills they need to lead safer lives. Additionally, the fire
department conducts building inspections within the community making the community a
safer place.
Operations Division
This division provides fire suppression, emergency medical services, mitigation of
hazardous materials spills and leaks, and other rescue services to the citizens and visitors
who transverse our community.
Training Division
This division is responsible for making sure all firefighters are trained to the appropriate
certification level by offering weekly, monthly,andyearly training opportunities.
Emergency Management
Helps to identify and mitigate risks within the community through individual and
organizational preparedness. Through planning, training, conducting emergency
managementdrills, and coordination of the city’s response to disasters.
AnnualGoals and Strategies:
Emergency Response
Reduce the loss of life and property from fire events.
a.Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time
(NFPA Standard 1720).
b.Confine fire to the room of origin 75% of the time.
c.Recruit and hire 5 additional POC firefighters.
d.Institute an auto aid system response system with our neighboring fire departments.
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Fire Prevention/Education
Fire prevention reduces the loss of life and property from fire and emergency medical events
through education.
a.Conduct commercialand Industrial property inspections throughout the city.
b.Continue implementation of public awareness campaign for all residents by offering
Home Safety Surveys. This campaign would also involve distributing and installing
Smoke and Carbon Monoxide Detectors for those that are unable to on their own. This
program would also involve battery replacements if needed for these devices.
c.Offer Hands-Only CPR training to all residents, businesses, and employees of the City.
d.Conduct fire education training for all elementary schools in the City during Fire
Prevention Week.
e.Offer Fire Safety and Fall training to older adults.
Emergency Management
Prepare the community and city staff to respond to, recover from, and reduce the effects of
natural or manmade disasters.
a.Assure all leadership team members and key city staff is trained to the appropriate
National Incident Management Level (NIMS).
b.Conduct an annual emergency management tabletop exercise.
c.Maintain community communications about the value of being vaccinated from
COVID-19.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
*Actual ValueTarget Value
Achieve a 9 minute response time to a structure fire
50% (13/26 occurrences)
with15 firefighters 90% of the time (NFPA
both
mettime and
Standard 1720).
personnel components of
the standard
81% (21/26 occurrences)
met only the time
component of the standard 90%
58% (15/26 occurrences)
met only the personnel
component of the standard
when factoring the four
occurrences mutual aid
resources were used
73%75%
Confine fire tothe room of origin 75% of the time.
(19/26occurrences)
*2020 data
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City of Brooklyn Center
2022 Budget
General Fund Expenses
Community Activities, Recreation & Services
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2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
: Recreation
Division Missionand Values:
To foster a safe and healthy community and enrich the quality of life for all.
Values
•
Inclusion (All People)
•
Equity
•
Quality
•
Innovative
•
Adaptable
The mission of the Recreation Division is to provide quality, efficient service thatresults insafe, clean
and healthy environments for people to work and recreate.
Division Description:
The Recreation Department is comprised of the Recreation and Community Center Divisions. These
Divisions provide for the development and implementation of organized recreational activities, operation
of the Community Center and swimming pool.
The Department is also responsible for the operation of Centerbrook Golf Course and the Earle Brown
Heritage Center conference and events facility. However, these operations are further identified in their
respective Enterprise Fund accounts.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Inclusive Community Engagement
Align City Resources to Most Equitably Support Brooklyn Center Youth
Develop a division hosting programs in the areas of holistic health, youth engagement and
empowerment, beautification and public art and multi-cultural programming
We will align City resources, including financial, staff, facilities and equipment to most equitably support
Brooklyn Center youth.
Specific actions include:
Co-lead, with the City of Brooklyn Park, the Brooklynk Internship Program.
o
Identify and provide Brooklyn internship opportunities within Brooklyn Center
o
Increase equitable access to programs and services
o
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Staffing Levels
Positions FTEs 2020 2021 2022
111
Recreation Director
111
Recreation Admin Coordinator
111
Recreation Receptionist
Recreation Program Supervisor 444
Part-time Staff(70 – PTStaff)
1312.514
Recreation Coordinator
-12
Total2020.523
Strategic Functions/Division(s):
Recreation Division
This division provides for the development and implementation of organized recreational
o
activities for preschoolers, grade school age children, teens, adults, and seniors.
*Adult Programs- Recreation programs and activities for adults including basketball,
volleyball and softball leagues and tournaments (Dudley Classic), exercise classes, pottery,
dance and specialty classes. Typically, more than 2,500 adults participate each year.
*Youth/Teen Programs- Activities include dance, several summer camps, soccer and
various classes such as after school, holiday and specialty. More than 3,000 young people
participate in these activities per year.
*General Recreation- Programs include concerts & movies in the park, special events
(Earle Brown Days, Halloween Party, Holly Sunday) tennis, adaptive recreation, ice rinks
and supervision costs associated with the use of elementary schools and Northview Jr. High
School.
*Collaborative Efforts- CARS works cooperatively with four area school districts,
community organizations, and neighboring recreation departments.
*School Districts-Coordinate building usage/supervision and programming at four
schools.
*Recreation Departments- Plan and coordinate activity offerings with a variety of
neighboring communities including Brooklyn Park, Crystal, Maple Grove, New Hope and
Robbinsdale.
*Brooklyn Bridge Alliance for Youth- Joint Powers Agreement with Brooklyn Center,
Brooklyn Park, School Districts #11, #279, #286, Hennepin County, North Hennepin
College, Hennepin Technical College.
Community Center/Pool
This division is responsible for the operation of the Brooklyn Center Community Center,
o
including the swimming pool and waterslide. More than 100,000 people visit the
Community Center annually.
*Offers swim lessons, lap swim, water slide, recreational swim, and aqua exercise.
*Full range of aquatics classes offered for children, youth, teens and adults. Thirty to forty
classes offered each quarter.
*More than 2,000 children and adults participate in swim lessons annually.
*More than 1,500 adults take part in the aqua exercise offerings.
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Health and Social Development
This is a newly formed division, which includes health programs, youth engagement and
o
empowerment, beautification and public art program, BC Community Food Collective, and
multi-cultural programming.
Annual Goal and Strategies:
1.Improve the cultural competency within customer service for all department functions.
a.Establish cultural competency training, practice and evaluation measures
b.Assess and modify building design and operations practices through a multi-cultural lens
2.Enhanced marketing efforts (internal/external) for all divisions.
a.Increased and diversify social media presence
Develop inclusionary baseline analytics for marketing reach, engagement and participation
b.
3.Increaseresident participation.
a.Increase the number of residence utilization of the Community Center (establish baseline data)
b.Increase the number of inclusionary participation (i.e., ethnicity, gender, etc.) and utilization of
the Community Center and Recreation Programming (establish baseline data)
4.Createor increase youth engagement (i.e. Park Board and program volunteering) participation rate
(establish baseline data)
a.Develop youth engagement, heath and empowerment strategy
5.Develop a division of Health and Social Development
a.Host and lead in the implementation Beautification and Public Art Program
b.Develop a holistichealth strategy for the department and organization
c.Develop and staff a Multi-Cultural Commission
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
*Actual ValueTarget Value
Number ofProgram Registrationsand 7,877(to be updated)8,000
Memberships
Number of BC Households Utilizing the Parks or 35% (2017)45%(NextCommunity
Participating in Programslocated at the ParksSurvey2021)
Membership and Participants ethnic and gender TBDTBD
makeup reflect their proportional makeup within
the City’s total population
Customer Satisfaction Ratings(good, excellent)98%(2017)99%(NextCommunity
Survey2021)
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Howmany minutes per week do residents 60 MINUTES OR 60 MINUTES OR
engage in physical health activitiesLESS...27% LESS...15%
61 TO 90 MINUTES...24% 61 TO 90
MINUTES...20%
91 TO 12O MINUTES...20% 91 TO 12O
MINUTES...35%
MORE THAN 120 MORE THAN 120
MINUTES...29% MINUTES...30%
How many minutes per week do residents 60 MINUTES OR 60 MINUTES OR
engage in mental activitiesLESS...TBD LESS...TBD
61 TO 90 MINUTES...TBD 61 TO 90
MINUTES...TBD
91 TO 12O 91TO 12O
MINUTES...TBDMINUTES...TBD
MORE THAN 120 MORE THAN 120
MINUTES...TBDMINUTES...TBD
*2017 or 2018 data, unless noted otherwise
Capital Outlay-Non-threshold Items Included in General Fund Requests
$12,000 Annual maintenance shut down supplies (Community Center)
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136
137
138
139
140
141
142
143
City of Brooklyn Center
2022 Budget
General Fund Expenses
Public Works
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2022 Brooklyn Center DepartmentBudget Narrative
Department Name
:
Public Works
Department Mission:
The mission of the Brooklyn Center Public Works Department for the residents, business owners and
visitors of the City is to responsibly provide for the maintenance and operations of 105 miles of City
streets, 520 acres of parks and other natural areas, 62miles of trails and sidewalks, municipal-owned
buildings and grounds, capital projects, as well as storm drains and all aspects of water and sewer
operations in a quality, cost effective manner.
Department Description:
The Public Works Department is comprised of five divisions, including: Administration/Engineering;
Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street
lighting); and Central Garage. The Public Works Department also assists withthe capital asset
management for the City’s public buildings and facilities. The Engineering division provides
administration, planning and oversight for the department. The Street Maintenance division provides for
the maintenance and management of City’s streets, sidewalks, trails, streetscapes, storm drainage, traffic
signing and striping and traffic signals. The Park Facilities Maintenance division provides for the
maintenance and management of City’s park facilities and the citywide forestry program.Narrative
information for Central Garage and Public Utilities are included under their funding sections.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Transportation – Key Investments
Brooklyn Boulevard Corridor Phase 2 and TH 252
th
In 2022we willbe completing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake Road to 65
Avenue). We will also continue to work with regional partners and jurisdictions to develop an
Environmental Impact Statement (EIS)for the TH 252 conversion to a freeway and MnPASS lanes on TH
252 and I-94. This project was selected for Corridors of Commerce funding in 2018 ($163M) for start of
construction in 2025.
CIP Funding
th
In 2022we will implementthe 29 year of the street and utility construction program by providing the
needed capital improvements, which increase value to the public infrastructure and provide a catalyst
towards other aesthetical improvements and value throughout neighborhoods Citywide.
Staffing Levels
Positions FTEs 2021 2022 2023
Director of Public Works (43110)
1
11
City Engineer (43110)
1
11
Assistant City Engineer (43110) 1
11
1
Principal Engineer (43110)
11
1
Supervisor of Streets and Parks (45201)
11
1
Engineering Technician 4 (43110)
11
145
111
Administrative Assistant (43110)
222
Engineering Technician 3 (43110)
111
Administrative Technician (43220)
Maintenance II (4-43220, 2-43221, 7-45201 and
141414
1-45204)
Part Time/Summer Temporary Employees (8-
3.33.63.6
43220, 6-45201, 1-41940)
0.30.30.3
Engineering Aid/Intern (43110)
333
Maintenance Custodian
30.630.930.9
TOTAL
Strategic Functions/Division(s):
Administration/Engineering (43110)
We provide technical and management services for infrastructure improvements;
o
administration of the state aid street system; traffic engineering, mapping, review of
proposed developments and plats; preparation of special assessments rolls; and general
office and fieldwork services such as surveying, inspection and providing public
information.
Street Maintenance (43220)
We provide maintenance of city streets, sidewalks and trails. The activities include
o
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair, streetscape
maintenance, trail system maintenance and snow/ice control.
Traffic Control (43221)
We provide maintenance, replacement, and inventory of signage and pavement markings
o
and the operation and maintenance of traffic signals.
Park Facilities Maintenance (45201)
We provide maintenance and repair of playground equipment, park shelter buildings, picnic
o
shelters, athletic fields, tennis courts, skating/hockey rinks,irrigation systems,
bleachers/benches, restroom and dumpster enclosures, park turf maintenance, park
landscape and flower maintenance, litter pick-up, collection of refuse, administration of the
Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park
lights, and manage rental/service charges for portable restroom facilities.
Forestry (45204)
o
We provide maintenance and reforestation of trees in parks, boulevards, and other public
lands. This fund provides for a Registered Tree Contractor Program, support of the City's
Diseased Tree Program and the services of a Certified Tree Inspector.
Government Buildings (41940)
o
This activity provides for the ongoing cleaning, maintenance and repair of all Government
Buildings including city hall, community center, city garage, and fire stations buildings and
146
grounds. In addition, staff provides some maintenance support for the police building, liquor
stores and Centerbrook Golf Course. These expenses are charged directly to their respective
funds.
Annual Goal and Strategies:
1.Meet or exceed minimum infrastructure maintenance standards.
a.Continue to utilize new PASER pavementmanagement system to ensure infrastructure is
being properly maintained and/or upgraded.
b.Continue streetscape asset management systemto maintain healthy plant life and
appearance.
2.Continue improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a.Utilizedigital record keeping/tracking in the field and improve project record keeping
methods pertaining to the City’s reconstruction projects.
b.Utilize electronic record drawings and GPS to accurately locate infrastructure in the
field.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
*Actual ValueTarget Value
Average PASER pavement condition rating7.6>=8
PASER rating <= 3 (poor to failed) 0.4miles (0.4%)0miles(0%)
PASER rating = 4-5 (fair)18.8miles (17.9%)5 miles(5%+-)
PASER rating = 6-7 (good)40.0miles (38.1%)30miles (30%+-)
PASER rating = 8-10(very good to excellent)45.8miles(49.5%)70miles(65%+-)
Billable Engineering projectstafftime and *%>60%
overtime(Grandview North/Interstate project)
Average period between receiving a pothole 0.5 days < 4 days
complaint and addressing the issue
Streetscape maintenance cost per mile $13,800/mile$15,000 to
$20,000/mile
Average snow plowing response time per event10.1 hours10 hours
*2020data is skewed due to project/contractor shutdowns during start of pandemic
Capital Outlay and Other Initiatives with Significant Budget Impact
2022
Engineering – None
Street Maintenance –None
Traffic Control – None
Park Maintenance –None
Forestry –Grapple ($20,500)
Government Buildings – Zero Turn Mower ($15,000)
147
2023
Engineering – Technician truck ($28,000) (twice removed from previous budgets)
Street Maintenance –None
Traffic Control – None
Park Maintenance –None
Forestry – None
Government Buildings - None
148
149
150
151
152
153
154
City of Brooklyn Center
2022 Budget
General Fund Expenses
Community Development
155
2022Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Community Development
DepartmentMission:
The mission of the Community Development Department is to preserve and enhance the quality of life for
the residents and businesses of Brooklyn Center by guiding development of the City with effective
measures of planning, design review, construction plan approval, code compliance, housing and business
assistance.
Divisions and Strategic Functions:
Division Description:Administration
The Administration Division forwards the City’s value of Customer Intimacy by providing friendly,
quality, accurate, responsive and timely customer service to permit and program applicants, residents,
business owners, contractors, and internal customers. The Division administers; housing assistance and
the administrative penalty program. The Division provides internal administrative support to the Business
and Development Division and the Building and Community Standards Division. The Division provides
the staff liaison to the Housing Commission.
The Administration Division is composed of a Director, a Deputy Director, and two full-time
administrative assistant positions. The Director is responsible for providing overall department leadership,
and serves as Secretary to the EDA. The Director supports the EDA’s efforts for business retention,
expansion and attraction; promoting targeted redevelopment opportunities; promoting workforce
development; and planning & budgeting associated with the use of Tax Increment Financing.
Division Description: Business and Development
The Business and Development Division supports a thriving local economy and resident economic
stability by guidingthe redevelopment activities of the City through ensuring the City’s policies,
programs, and regulatory framework forward the City’s vision and goals while remaining responsive to
market demand. The Division works with stakeholders to ensure compliance with the City’s ordinances,
policies, and Comprehensive Plan. The Division works with governmental and non-governmental
organizations to provide a range of resources and services to businesses and residents in the community.
The Business andDevelopment Division is comprised of a City Planner, an Associate Planner, and an
Economic Development Coordinator. The City Planner is responsible for the processing and review of
planning applications for all development activities in the community from start to finish. This person
serves as the staff liaison to the Planning Commission and maintains the City’s Comprehensive Plan and
Zoning Code. This person assists the Director with forwarding targeted redevelopment opportunities. The
Associate Plannerassists with the administration of the Zoning Code. This person is also responsible for
reviewing permit applications for compliance with the Zoning Code and city approvals and assisting with
the development of programs and policies that forward the City’s strategic priorities. Together with the
City Planner, they are responsible for responding to inquiries from residents, contractors, and developers
related to planning, redevelopment, and zoning.
156
The Business and Workforce Development Specialist forwards the City’s Strategic Priority of Resident
Economic Stability and Targeted Redevelopment by providing program management, research, technical
support, policy development, and coordination with governmental and non-governmental organizations.
Areas of focus include administration of a Business Retention and Expansion program, the marketing of
EDA-owned property, reviewing existing regulations and policies for barriers to accomplishing the City’s
economic development goals, the creation and attraction of high quality jobs to the City, resident wealth
creation and financial literacy, job pathways and training, and growing entrepreneurship opportunities for
residents.
Division Description: Buildings and Community Standards
The Building & Community Standards Division promotes the City’s Strategic Priority of Safe, Secure,
and Stable Community by ensuring clean, safe and attractive neighborhoods where people want to live
and do business. Exceptional customer service is provided related to residential and commercial
development and construction, property maintenance, housing, and community services. It is through the
use of modern technology, professional staff, and collaboration with our customers that we efficiently and
effectively serve the community.
The Division monitors development and construction activities through consultation, plan review,
inspections, and site visits. Compliance with state and local building, fire, property maintenance, rental,
zoning, and other codes is ensured for residential and commercial properties. (Building, plumbing,
mechanical, fire suppression, electrical, water and sewer, sign permit applications, etc.)
The Division looks to forward the City’s values of Customer Intimacy and Operational Excellence by
providing ongoing staff development opportunities that ensure a high degree of knowledge about building
codes and construction practices. This includes cross-training inspectors and offering opportunities for
additional certification through continuing education when appropriate.
The Division also develops and implements community initiatives to address health/life safety hazards,
public nuisances, and various quality of life standards. Neighborhood preservation and good relations
between neighbors and businesses are encouraged through proactive property maintenance sweeps, as
well as responsiveness to complaints. Division staff works with various city departments, advisory
groups, nonprofit agencies, businesses and citizens to help keep the environment clean, safe, attractive
and prosperous. Neighborhood initiatives such as the vacant building program, regular code enforcement
sweeps, “knock and talk”, and the rental housing program are administered, along with other community
improvement strategies.
Public education and community engagement initiatives are developed and implemented to ensure strong
residential and commercial neighborhoods.
The Division is composed of a Housing & Community Standards Supervisor, Building Official, three
Building Inspectors, three full time and one part-time Code Enforcement/Housing Inspectors, Seasonal
Technicians, Contract Electrical Inspections and Contract Construction Specialty Inspections.
157
Key initiatives focused on the achievement of strategic priorities/value propositions
Targeted Redevelopment
Opportunity Site Redevelopment
The desired outcome is an inviting, attractive, walkable and vibrant development that provides for a
mix of housing and commercial types that create a dense mixed-use downtown.
The initiatives for 2022-2023 include:
Completing the Opportunity Site Master Plan
o
Complete community engagement process and deliver a community-based term sheet
o
of community benefits to be included with private development
Completing an Opportunity Site regulatory framework to implement the Master Plan
o
Completing a housing policy plan to implement the housing goals within the Master
o
Plan
Amending TIF District 7 to encompass the entire Opportunity Site area
o
Initiating a development within the Opportunity Site area
o
Implementing a public market/business incubator within the Opportunity Site area
o
Redevelopment of EDA-ownedProperties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
development that forwards the City’s strategic priorities.
The initiatives for 2022-2023 include:
Identifying EDA-owned properties to strategically position for resale
o
Market EDA-owned properties to attract development opportunity that forwards the
o
City’s strategic priorities.
Respond to the market as needed to respond to interest in EDA-owned properties.
o
Develop tools to reduce barriers for developers and investors to access EDA-owned
o
property and repurpose it.
Former Sear’s Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s
Strategic Priorities.
Theinitiatives include:
Understand the market opportunities and constraints of the site.
o
Work with the property owner to identify a use for the site that aligns with the City’s
o
desired outcomes
158
Resident Economic Stability
Job Pathways/Workforce Development
Expand workforce development initiatives and improve pathways for residents between
o
high school, higher education, training and employers
Work within the City of Brooklyn Center with Human Resources and other departments
o
to connect residents with pathways to jobs working for the City.
Support the Brooklynk program by employing and mentoring interns and providing staff
o
support to the Project Management Team
Entrepreneur/Small BusinessSupport
The desired outcome is to foster entrepreneurship opportunities for residents and those that desire to
start or grow a business in Brooklyn Center, with an emphasis on underserved entrepreneurs. Each
initiative towards this goal will contribute to the creation of a small businesses ecosystem that meets
the needs of small and local businesses at multiple points in their lifecycle. To achieve this outcome
we will:
Development partnerships with outside agencies and resource centers to connect existing
o
local and start-up businesses with resources, training, and financing.
Identify service gaps for local entrepreneurs, develop solutions, and identify resources,
o
with the goal of reducing local government barriers to business success.
Invest in and create a business incubator as part of an initial development on the
o
Opportunity Site to provide affordable commercial space for local businesses.
Invest in and create a business resource center to provide technical assistance and support
o
to small businesses and entrepreneurs.
Identify a use and implement programming for the shell space adjacent to the municipal
o
liquor store in order to serve local entrepreneurs and small business needs.
Explore the feasibility and appropriateness of creating additional affordable commercial
o
space for local businesses as EDA-owned properties redevelop.
Implement and expand offerings needed by local businesses and entrepreneurs by
o
providing access to capital (funding), access to technical assistance, and improved
communication and city services.
Job Retention and Expansion
The desired outcome is to increase the number of high quality jobs in the community. To achieve this
outcome we will:
Strengthen the City’s relationships with existing businesses by continuing to develop a
o
Business Expansion and Retention Program to identify existing businesses’ needs.
Identify redevelopment opportunities that advance the creation of livable wage and
o
skilled jobs, while emphasizing and encouraging local hiring practices.
159
Resident Wealth Creation and Financial Literacy
The desired outcome is to increase resident economic stability through wealth creation and financial
literacy. To achieve this outcome we will:
Explore opportunities to promote home ownership for existing and future residents, with
o
an emphasis on serving those with barriers to home ownership.
Explore partnerships with outside agencies to provide financial literacy classes to
o
residents.
Conduct a Housing Policy Implementation Study and develop aHousing Policy Action
o
Plan, which will examine the City’s housing policies and ordinances with the goal of
expanding tenant protections and preserving existing affordable housing. We will also
examine the City’s policies around the creation of new, legally-binding, affordable
housing units.
Partner with outside agencies and nonprofits to increase housing stability through
o
connecting residents to housing assistance programs and access to resources about
tenant rights.
Increase food security by partnering with local food shelf providers to identify barriers
o
to health food access and investing in sustainable community-wise food production and
distribution
Explore Local Hiring/DBE contractor policy to include as part of Business Subsidy
o
Policy for new development
Identify program for certifying local businesses as DBEs
o
Create a local procurement/vender list for internal local hiring as well as contracting for
o
new development
Enhanced Community Image and Safe, Secure, and Stable Community
Zoning Code Update
The desired outcome is to have regulations that support the vision of the community and enhance the
ability of property owners to improve and redevelop property in a way that responds to market
demands, is reasonable, and results in attractive, quality property that enhances the community.
CodeEnforcement, Rental Licensing, and Building Inspections
The desired outcome is to stabilize and improve residential neighborhoods and commercial properties.
To achieve this outcome we will:
Coordinate and inspect residential rental properties in accordance with city code
o
requirements;
Monitor, inspect, and register vacant properties;
o
Continue Code Enforcement activities with proactive inspections with the focus on
o
resolving ongoing and repeat violations;
Provide focused code enforcement efforts to develop relationships with and hold
o
accountable commercial property owners and managers for maintaining their properties
in accordance with community standards;
160
Explore program to incentivize businesses to invest in beautification strategies;
o
Review the Rental Licensing Program for improvements which will better serve the
o
goals of the program and enhance tenant protections;
Review and make amendments to Chapter 19 related to the City’s nuisance and
o
abatement regulations.
The desired outcome is to ensure all buildings are designed, constructed and maintained in a safe and
sound condition. To achieve this outcome we will:
Work with developers, architects, business owners and property owners to ensure
o
building plans indicate compliance with all residential and commercial construction
codes;
Develop asystem for delivering welcome and introductory information for newly
o
remodeled or constructed businesses that can also be used for business retention
strategies;
The desired outcome is to provide effective communications and public education about neighborhood
and community initiatives.To achieve this outcome we will:
Develop or revise educational materials for department programs and projects;
o
Continue to review and improve letters and notices;
o
Provide handouts and forms in multiple languages.
o
Staffing Levels:
Positions FTEs 2021 2022 2023
0.2511
Community Development Director
.7511
Deputy Director
111
City Planner
.511
AssociatePlanner
111
Housing and Community Standards Supervisor
0.2511
Economic Development Coordinator
111
Building Official
333
Building Inspectors
3.53.753.75
Code Enforcement & Housing Inspector
1.51.51.5
Administrative Assistants (2-FT)
0.250.50.5
Administrative Assistants (1-PT)
0.10.10.1
BrookLynk Interns (2-PT)
0.30.30.3
Seasonal Technicians (1-PT)
.30.3.3
Planning and Economic Development Intern
Total
13.716.45*16.45
*2022 Staffing levels propose reallocating staff currently attributed to EDA budget back to
general fund in anticipation of the decertification of TIF 3.
Annual Operating Goal Performance Measures:
161
Performance Objectives
Description of Performance Levels
Performance Measure
Actual ValueTarget Value
Recurring Objectives:
Staff is exceeding customer service
expectations based on customer
Enhanced Customer ServiceObtaining baseline data
service standards and policies
implemented city-wide.
Average Days Code Code enforcement cases are closed
7 days
Enforcement Cases are Openwithin an average of 10 days.
One-Time Objectives:
Phase I of the Opportunity Site under
Opportunity Site – Phase IUnderway
construction
Complete Update the
Complete and adopted Unified
Zoning, Sign and Platting Underway
Development Code
Chapters of the City Code
162
163
164
165
City of Brooklyn Center
2022 Budget
General Fund Expenses
Other
166
2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Non-Departmental Accounts
Department/Division Description:
There are a number of budgeting/accounting divisions that provide benefits to all Departments of the
General Fund under one set of accounts. Expenditures in these Divisions reside under the overall
authority of the City Manager.
Strategic Functions/Division(s):
These Divisions include:
Legal – budgeting and tracking payment of attorney services for civil and criminal
o
matters of the City
Joint Powers Payments – budgeting and tracking of payment of services provided to
o
the community in connection with other government agencies through joint powers
agreements.
Convention and Tourism – budgeting and tracking of the portion of lodging tax
o
proceedspaid to the Minneapolis Northwest CVB.
Civic Events – budgeting and tracking of special events and celebrations designated
o
by the City Council.
Insurance – budgeting and tracking of payments for property, casualty and liability
o
insurance for the City organization.
Central Supplies and Support – budgeting and tracking of payments for bulk supplies
o
and services used by all departments and contingency allotment are included here.
Vacancy/Turnover Savings - Position Vacancy Factor and Turnover Savings.
o
Reimbursements from Other Funds – budgeting and tracking of amounts provided to
o
by the General Fund departments to other funds of the City.
Transfers Out – budgeting and tracking for technology capital transfers.
o
167
168
169
170
171
172
173
174
175
City of Brooklyn Center
2022 Budget
Special Revenue Funds
176
City of Brooklyn Center
2022 Budget
Special RevenueFunds
Special Revenue Funds are categorized by the specific nature of the source of revenues.
Grant funds given for a specific purpose are accounted for as Special Revenue Funds.
Tax levies for special purposes, such as the HRA, are accounted for as Special Revenue
Funds. The 2019 Special Revenue Funds for the City of Brooklyn Center are:
Housing & Redevelopment Authority (HRA) Fund
Economic Development Authority (EDA) Fund
Police Forfeitures
Tax Increment Financing (TIF) District # 2 Fund
Tax Increment Financing (TIF) District # 3 Fund
Tax Increment Financing (TIF) District # 5 Fund
Tax Increment Financing (TIF) District # 6 Fund
Tax Increment Financing (TIF) District # 7 Fund
City Grants Fund
Centerbrook Golf Course
177
2022 Brooklyn Center DepartmentBudget Narrativeby Fund
Department Name
:
Housing & Redevelopment Authority (HRA)
Department/Division Mission:
The HRA utilizes its taxing authority to fund the operations of the Brooklyn Center Economic
Development Authority
Department/Division Description:
The Housing and Redevelopment Authority has the authority to levy taxes in the amount of .0185% of the
taxable market value of the City. This levy is collected and transferred to the Brooklyn Center Economic
Development Authority for utilization.
178
179
2022Brooklyn Center Department Budget Narrative
Department Name
: Economic Development Authority (EDA)
Department Mission:
The mission of the Brooklyn Center Economic Development Authority is to initiate programs
and facilitate redevelopment and/or renovation opportunities which promote public and private
investments into commercial, industrial, and residential redevelopment and renovation activities.
Department Description:
The EDA Funded Activities and Programs are supported by staff from the departmentof
Community Development.
The Director of Community Development is responsible for the administration of the following
EDA programs and activities:
-Business retention, expansion, and attraction & community marketing activities;
-Promoting development opportunities;
-Economic development initiatives and programs which support business growth,
expansion, and capacity building within the City;
-Planning initiatives & budgeting associated with theuse of Tax Increment Financing;
-EDA’s housing initiatives;
-The Minnesota Housing & Finance Agency (MHFA) Rehab Loan Program with reduced
interest rate
-Supporting the EDA’s strategic priorities of Targeted Redevelopment and Resident and
Business Economic Stability
Key initiatives focused on the achievement of strategic priorities/value
propositions
Targeted Redevelopment
Opportunity Site Redevelopment
The desired outcome is an inviting, attractive, walkable and vibrant development that
provides for a mix of housing and commercial types that create a dense mixed-use
downtown.
The initiatives for 2022-2023 include:
Completing the Opportunity Site Master Plan
o
Complete community engagement process and deliver a community-based
o
term sheet of community benefits to be included with private development
180
Completing an Opportunity Site regulatory framework to implement the
o
Master Plan
Completing a housing policy plan to implement the housing goals within the
o
Master Plan
Initiating a Phase I development within the Opportunity Site area
o
Implementing a public market/business incubator within the Opportunity Site
o
area
Redevelopment of EDA-owned Properties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
development that forwards the City’s strategic priorities.
The initiatives for 2022-2023 include:
Identifying EDA-owned properties to strategically position for resale
o
Market EDA-owned properties to attract development opportunity that
o
forwards the City’s strategic priorities.
Respond to the market as needed to respond to interest in EDA-owned
o
properties.
Develop tools to reduce barriers for developers and investors to access EDA-
o
owned property and repurpose it.
Former Sear’s Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the
City’s Strategic Priorities.
Theinitiatives include:
Understand the market opportunities and constraints of the site.
o
Work with the property owner to identify a use for the site that aligns with the
o
City’s desired outcomes
Resident Economic Stability
Job Pathways/Workforce Development
The desired outcome is to collaborate with educational institutions and outside agencies to
provide training and workforce development programming for Brooklyn Center Residents.
To achieve this outcome we will:
Expand workforce development initiatives and improve pathways for residents
o
between high school, higher education, training and employers
Work within the City of Brooklyn Center with Human Resources and other
o
departments to connect residents with pathways to jobs working for the City.
181
Support the Brooklynk program by employing and mentoring interns and
o
providing staff support to the Project Management Team
Develop formal partnerships with outside agencies, educational institutions, and
o
training centers to connect residents with access to job training, skills, and
higher education that will result in improved employment and wage outcomes
Fund training programs to increase access for Brooklyn Center residents
o
Resident Wealth Creation
Promote home ownership and other wealth building programs among historically low wealth
communities. To achieve this outcome we will:
Partner with outside agencies and nonprofits to increase housing stability
o
through connecting residents to housing assistance programs and access to
resources about tenant rights.
Explore opportunities to promote home ownership for existing and future
o
residents, with an emphasis on serving those with barriers to home ownership.
Explore partnerships with outside agencies to provide financial literacy classes
o
to residents.
Conduct a Housing Policy Implementation Study and develop a Housing
o
Policy Action Plan, which will examine the City’s housing policies and
ordinances with the goal of expanding tenant protections and preserving
existing affordable housing. We will also examine the City’s policies around
the creation of new, legally-binding, affordable housing units.
Partner with the City Attorney and outside housing advocacy agencies to adopt
o
tenant protection ordinances.
Food Security
Promote and facilitate food security for residents. To achieve this outcome we will:
Increase food security by partnering with local food shelf providers to identify
o
barriers to health food access and investing in sustainable community-wise
food production and distribution
Support the Recreation Department in implementing a BC Community Food
o
Collective by providing capital funds for construction of a greenhouse.
Support local food markets to increase access of fresh produce to Brooklyn
o
Center residents.
Job Retention and Expansion
The desired outcome is to increase the number of high quality jobs in the community. To
achieve this outcome we will:
Identify redevelopment opportunities that advance the creation of livable wage
o
and skilled jobs, while emphasizing and encouraging local hiring practices.
BusinessEconomic Stability
182
Assess Local Needs
The desired outcome is to complete an assessment of the local business needs and identify
gaps. To achieve this we will:
Engage with local non-profits and business community to assess and evaluate
o
business needs
Identify service gaps for local entrepreneurs, develop solutions, and identify
o
resources, with the goal of reducing local government barriers to business
success.
Resources for Local Businesses
The desired outcome is to implement and expand resources and technical assistance to local
businesses and entrepreneurs, with an emphasis on disadvantaged businesses. To achieve this
we will:
Monitor and evaluate the micro revolving loan program and the revolving loan
o
program to ensure successful outcomes.
Invest in and create a business resource center to provide technical assistance
o
and support to small businesses and entrepreneurs.
Strengthen partnerships with local resource providers and outside agencies and
o
resource centers to connect existing local and start-up businesses with resources,
training, and financing.
Continue to strengthen the City’s relationships with existing businesses by
o
expanding and formalizing a Business Retention and Expansion Program
Identify and implement a program to certify local businesses as disadvantaged
o
businesses
Explore a local hiring/DBE contractor policy for local procurement and to
o
include in the City’s Business Subsidy Policy
Create and implement a plan for a local procurement policy, which includes
o
how the City will achieve the goals of the policy and ensure local contracting
for new development.
Explore a business licensing ordinance to maintain more accurate local business
o
list.
Stability for Local Businesses
The desired outcome is to promote a stable environment for businesses to thrive by providing
affordable bricks and mortar opportunities for local businesses. To achieve this we will:
Invest in and create a business incubator as part of an initial development on the
o
Opportunity Site to provide affordable commercial space for local businesses.
Identify a use and implement programming for the shell space adjacent to the
o
municipal liquor store in order to serve local entrepreneurs and small business
needs.
183
Explore the feasibility and appropriateness of creating additional affordable
o
commercial space for local businesses as EDA-owned properties redevelop.
Implement and expand offerings needed by local businesses and entrepreneurs
o
by providing access to capital (funding), access to technical assistance, and
improved communication and city services.
Staffing Levels
FTEs
Positions 2021 2022 2023
.75.50.50
Community Development Director
.50.50-
Deputy Director
.75.75.75
Economic Development Coordinator
.50--
Administrative Assistants (FT)
.25--
Administrative Assistants (PT)
.50.75-
Associate Planner
Total 3.02.251.25
Note: No staffing changes are proposed for the 2022 budget year; however the
*2022 Staffing levels propose reallocating staff currently attributed to EDA budget back to
general fund in anticipation of the decertification of TIF 3.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
*Actual ValueTarget Value
Develop a local procurement policy/DBE Develop local vendor
hiring as part of public subsidy policy list to support local
hiring strategy
Implement construction of development Undeveloped landAn approved
project on Opportunity Site development for the
Opportunity Site
development area
Identify use for space adjacent to municipal Vacant spaceShell space is built out
liquor store that supports small businesses and programmed
184
Identify and develop a program to support No program currently An approved program
small and micro business capacity building existswith identified funding
in the community
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
City of Brooklyn Center
2022 Budget
Debt ServiceFunds
213
City of Brooklyn Center
2022Budget
Debt ServiceFunds
Debt Service funds are used to account for and report financial resources that are restricted, committed
or assigned to expenditures for principal, interest, and other charges related to long-term debt.
General Obligation Improvement Bonds – Established to accumulate the collections of special
assessments which were levied on the property owners who benefited from improvements that were
constructed with the proceeds of this bond. In addition to special assessment funds, the GO
Improvement Bonds are partially repaid from property tax levy dollars. The City has the following
outstanding bonds of this type:
2013B GO Improvement Bonds 2015A GO Improvement Bonds
2016A GO Improvement Bonds 2017A GO Improvement Bonds
2018A GO Improvement Bonds 2019A GO Improvement Bonds
2020A GO Improvement Bonds 2021A GO Improvement Bonds
General Obligation Tax Increment Bonds –Established to account for the collection of tax-increment
generated revenues, which are annually transferred from Tax Increment funds. The bonds were issued
to finance various redevelopment projects within the City. The City has the following outstanding
bonds of this type:
2013A GO Tax Increment Bonds 2016C GO Tax Increment Bonds
2016B GO Tax Increment Bonds
General Obligation Lease Revenue Bonds –These bonds are repaid from lease payments made by the
Liquor fund to the EDA fund for construction of a City owned Municipal Liquor Store
2019B GO Lease Revenue Bonds
Utility Revenue Bonds – These bonds are repaid from utility user fees directly from their respective
utility funds (not included as debt service funds.) The City has the following outstanding bonds of
this type:
2015 GO Utility Revenue Bonds2015 GO Refunding Bonds
2016 GO Utility Revenue Bonds 2015 PFA Revenue Note
2017 GO Utility Revenues Bonds2018 GO Utility Revenues Bonds
214
215
216
217
218
219
220
221
222
223
224
225
226
227
City of Brooklyn Center
2022 Budget
Capital ProjectFunds
228
City of Brooklyn Center
2022Budget
Capital ProjectFunds
The Capital Projects set of funds is used to record and keep track of costs for major
projects. Often these projects will cross fiscal years and must be kept separate for
assessment accounting or funding purposes. Some of the funds act as repositories for
capital replacement funds for major assets, such as the Earle Brown Heritage Center or
the City’s investment in technology. The Capital Project Funds budgeted for the
upcoming year are as follows:
Capital Improvements Fund
Municipal State Aid Construction Fund
Capital Reserve Emergency
Special Assessments Construction Fund
EBHC Capital Projects Fund
Street Reconstruction Fund
Technology Fund
229
230
231
232
233
234
235
236
City of Brooklyn Center
2022 Budget
Public UtilityFunds
237
City of Brooklyn Center
2022Budget
Public UtilityFunds
The Public Utility Funds track the revenues and expenditures for fee based public utility
services provided by the City. These funds operate on their own ability to generate
revenues and receive no property tax support. Each year the City Council reviews the
operations of these funds and sets rates for each service based on the needs for general
operations, capital spending and debt service payments. The public utilities budgeted in
the upcoming year are as follows:
Water Utility Fund
Sanitary Sewer Fund
Storm Sewer Fund
StreetlightUtility Fund
Recycling Utility Fund
238
239
240
241
242
243
244
245
246
247
248
249
City of Brooklyn Center
2022 Budget
EnterpriseFunds
250
City of Brooklyn Center
2022Budget
Enterprise Funds
Enterprise Funds are those programs provided by the City which generate their own
revenues for operations and capital maintenance. In some cases these funds are expected
to generate enough revenue to support capital projects in other funds, thereby reducing
the need for use of the property tax levy. The City of Brooklyn Center operatesthree
Enterprise Funds:
Brooklyn Center Liquor
Earle Brown Heritage Center
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
City of Brooklyn Center
2022 Budget
Internal ServiceFunds
272
City of Brooklyn Center
2022Budget
Internal ServiceFunds
Internal Service Funds track dollars that come from other sources within the City
operations and fund specific, critical functions of the organization. Revenues and costs
for these services provided to the City organization are tracked separately in order to keep
the costs at a minimum and facilitate funding for legally required benefits or services.
The Internal Service Funds are:
Central Garage Fund
273
274
275
276
277
278
City of Brooklyn Center
2022 Budget
Capital Improvement Program
279
City of Brooklyn Center
2022 CAPITAL IMPROVEMENT PROGRAM
PROFILE
The 2022-36 Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year overview of
scheduled capital projects to address the City’s goals for maintaining public infrastructure. The CIP includes a
long-term financing plan that allows the City to allocate funds for these projects based on assigned priorities.
The fifteen-year horizon of the CIP provides the City with an opportunity to evaluate project priorities
annually and to adjust the timing, scope and cost of projects as new information becomes available. The
information contained in this plan represents an estimate of improvement costs based on present knowledge
and expected conditions. Changes in community priorities, infrastructure condition and inflation rates require
that adjustments be made on a routine basis.
A capital improvement is defined as a major non-recurring expenditure related to the City’s physical facilities
and grounds. The 2022-2036 CIP makes a concerted effort to distinguish between major maintenance projects
contained in the City’s operating budgets and capital improvement projects financed through the City’s capital
funds and proprietary funds. Typical expenditures include the cost to construct roads, utilities, parks, or
municipal structures.
The CIP is predicated on the goals and policies established by the City Council, including the general
development, redevelopment and maintenance policies that are part of the City’s Comprehensive Plan. A
primary objective of the CIP is to identify projects that further these goals and policies in a manner consistent
with funding opportunities and in coordination with other improvement projects.
CIP Project Types
The CIP proposes capital expenditures totaling approximately $187.6 million over the next 15 years for
improvements to the City’s streets, parks, public utilities and municipal buildings. A brief description of the
four functional areas is provided below.
Public Utilities
The City operates four utility systems, all of which have projects included in the CIP - water, sanitary sewer,
storm drainage and street lighting. A vast majority of the public utility improvements are constructed in
conjunction with street reconstruction projects. The remaining portion of public utilities projects include
improvements to water supply wells, water towers, lift stations, force mains and storm water treatment system.
Street Improvements
Street improvements include reconstruction or resurfacing of neighborhood (local), collector and arterial
streets. Proposed improvements include the installation or reconstruction of curb and gutter along public
roadways. As noted earlier, street improvements are often accompanied by replacement of public utilities.
Park Improvements
Park improvements include the construction of trails, shelters, playground equipment, athletic field lighting
and other facilities that enhance general park appearance and increase park usage by providing recreational
facilities that meet community needs.
280
Capital Maintenance Building Improvements
Capital maintenance building improvements include short and long term building and facility improvements
identified in the 18-year Capital Maintenance Building Program approved in 2007.
CIP Funding Sources
Capital expenditures by funding source for the fifteen-year period are shown in Table 1 and Figure 1. Major
funding sources are described below.
Public Utility Funds
Customers are billed for services provided by the City’s water, sanitary sewer, storm sewer and street lighting
public utilities. Fees charged to customers are based on operating requirements and capital needs to ensure that
equipment and facilities are replaced to maintain basic utility services. Annually the City Council evaluates the
needs of each public utility system and establishes rates for each system to meet those needs.
Special Assessments
Properties benefiting from street and storm sewer improvements are assessed a portion of the project costs in
accordance with the City’s Special Assessment Policy. Every year the City Council establishes special
assessment rates for projects occurring the following year. Rates are typically adjusted annually to maintain the
relative proportion of special assessments to other funding sources.
Street Reconstruction Fund
The Street Reconstruction Fund provides for the cost of local street improvements along roadways that are not
designated as Municipal State Aid (MSA) routes. The revenue for this fund is generated from franchise fees
charged for the use of public right-of-way by natural gas and electric utility companies. Debt was issued in
2019 to supplement this fund and is expected to again be issued in 2020 and future years to maintain the
current reconstruction plan.
MSA Fund
State-shared gas taxes provide funding for street improvements and related costs for those roadways identified
as MSA streets. The City has 21 miles of roadway identified as MSA streets and is therefore eligible to receive
funding based on this designation. The annual amount available in 2022 is estimated to be $1,376,000 and
provides for maintenance and construction activities within the City’s MSA street system.
Capital Projects Funds
The City Council adopted a Capital Project Funding Policy in January 2014 (amended July 8, 2019), to provide
reoccurring sources of funding for the City’s Capital Projects Funds. The Policy specifically identifies three
main funding sources including: audited year-end General Fund unassigned fund balance above 52 percent of
the next year’s General Fund operating budget; audited year-end Liquor Fund unrestricted cash balance that
exceeds two months of the next year’s operating budget and one year of budgeted capital equipment needs; and
Local Governmental Aid (LGA) received in the amount of $650,000 or half of the amount received by the City
(whichever is greater). Other funding sources in this category include grants, park district funding, watershed
funding, federal and state funding and county funding as determined on a project by project basis. Typically
the City Council has directed these funds towards municipal facilities such as parks, trails, public buildings and
other general purpose needs.
281
TABLE 1. 2022-2036 Capital Improvement Plan - Summary by Funding Source
Total Funding Average Annual Percent of
Need15-yrFunding NeedTotal Need
$23,882,000$1,592,133
Water Utility13%
$19,917,000$1,327,800
Sanitary Sewer Utility11%
$21,289,000$1,419,267
Storm Drainage Utility11%
$1,351,000$90,067
Street Lighting Utility1%
$15,208,000$1,013,867
Municipal State Aid8%
$35,986,000$2,399,067
Street Reconstruction Fund19%
$54,126,500$3,608,433
Capital Projects Fund29%
$15,820,000$1,054,667
Special Assessment Collections8%
$187,579,500$12,505,301
TOTAL100%
FIGURE 1. 2022-2036 Capital Improvement Plan – Overview of Project and Funding Sources
Capital Improvement Plan by Funding Source
Special
Assessments,
10%
Water Utility,
12%
Sanitary Sewer,
10%
Capital Projects,
34%
Storm Drainage,
10%
Street
MSA, 7%
Reconstruction,
16%
Street
Light, 1%
282
CIP PROJECT AREAS
2022 - 2029
73RD AVE N73!
RD AVE N!!!!!!!!!!!!!
D
LA
WOODBINE LA NWOODBINE LA N
S
O
P
N
WOODBINE LN
N
WOODBINE LN
72ND AVE N
A
AMY LN
72ND AVE N
71ST AVE N
70TH AVE N
7
0TH
AV
E N!!!!!E N
AV
!!H
70T
70TH AVE N
70TH AVE N
70TH AVE N
70TH AVE N
V
EMERSON LN N
NA
70TH AVE N
IRVING LN N
69TH AVE N
69TH AVE N
N
E
N
H
AVE
!
!6
!!8!
T
!
H
68TH AVE N
A
V
E
68TH AVE N
68TH AVE N
N
68TH LA N
67TH
AVE N
67TH AVE N
67TH AVE N
!!! N!
VE
A
H
7T
6
67TH AVE N
67TH AVE N
INTE
RSTAT
E 94
R
HCI
O
W
E
L
N
EN
66TH AVE N
HOWE LA
!
!!!!!!
66TH AVE N
6
6TH A
VE N
66TH AV
E NWINCHESTER LN!
!
!
WINCHESTER LN
!
!!
!
!!!!65T!!
LVDH AVE N
FREEWAY B
!6
5THAVEN
!
65TH AVE N
65TH AVE N
PAUL DR
!
!!!
!
I
L
R
A
M
!!
!!!!64TH
AVE N
64TH AVE N
X
DR
EPOE RD
!
DR
!
!!!!!!!!
!
O
H
OHENRY RDEN
RY
R!
D
ELEANOR LNOHENRY RD N
!
!!!!!!!!!!!
!INT
ER
STA
TE
694
N
63RD AVE NR
3
!!!!
!
J!
O
YC
E
L
N
BOULDER LNNASH RD
!
!!!!
!
62ND AVE N
62ND AV
MUE N62ND
MFORD RD AVE N
62ND AVE N
6
2
ND
A!!
V
E
N
!
61ST AVE N
JANET L
N
61ST AV
E N
61ST AVE N
V
EN
61ST AVE N
DR
ORE
MOD
COM
60TH AVE N
ADMIRAL LN N
60TH
AVE N
/2 AVE N
59 1
59TH AVE N59TH AVE
N
58 1/2 AVE N
D
58TH AVE N
R58TH AVE N
E
K
A
L
S
S
A
B
FRA
N
LNN
BASS LAKE RD
5
7
T
H
A
V
E
N
H AVE N
57TE
W
DR
BURQUEST LN
5
6TH A
56TH AVE NVE N
56TH AVE N
ECKBERG DR
ERICON DR
55TH AVE N
N
VE
A
H
5T
5
V
54THA
54TH
AVE N
53RD PL N
LILAC DR N
BELLVUE LN N
53
RD AVE
N
53
RD AV
E N
53RD AVE N
Full Depth Pavement Replacement Projects
52
ND AVE
N
OA 51st Ave (west of France) - 2023
K ST N
1S
T
AV
E
Knox, James & 54th Ave - 2023
Orchard Lane West - 2025
50TH A
VE N
50TH A
VE N
50TH A
VE N
53rd and Xerxes - 2025
Meadowlark Gardens - 2026
LAKEBRE
49TH AVE
N
Earle Brown Drive - 2027
48TH
AVE
N
Humboldt Ave (69th to 73rd) - 2027
LA
KESID
E AVE
N
Mill and Overlay Projects
67th and James Area - 2026
!!!
68th and Lee Area - 2026
!!!
John Martin Dr - 2026
!!!
St Alphonses Area - 2026
Reconstruction Projects
!!!
Woodbine Area - 2022Humboldt Ave (65th to 69th) - 2027
!!!
50th Ave (France to Drew) - 2023Garden CIty Central - 2028
!!!
Orchard Lane East - 2024Shingle Creek Pkwy and Xerxes Ave - 2028
!!!
Humboldt Ave (CR 57 - 53rd to 57th) - 2024 65th/66th Ave and Camden Ave - 2028
!!!
69th Ave (CSAH 130 - Unity to Brooklyn Blvd) - 202573rd Ave (Humboldt to Camden) - 2028
!!!
TH 252/66th Interchange - 2026Garden City North - 2029
!!!
283
CIP PROJECT AREAS
2022 - 2029
!!!
!!!!!
73RD AVE N73
RD AVE! N!!
D
LA
WOODBINE LA NWOODBINE LA N
S
O
P
N
WOODBINE LN
N
WOODBINE LN
72ND AVE N
A
AMY LN
72ND AVE N
71ST AVE N
70TH AVE N
7
0TH
AV
E NE N
AV
H
70T
70TH AVE N
70TH AVE N
70TH AVE N
70TH AVE N
V
EMERSON LN N
NA
70TH AVE N
IRVING LN N
69TH AVE N
69TH AVE N
N
E
N
H
AVE
6
8
T
H
68TH AVE N
A
V
E
68TH AVE N
68TH AVE N
N
68TH LA N
67TH
AVE N
67TH AVE N
67TH AVE N
N
VE
A
H
7T
6
67TH AVE N
67TH AVE N
INTE
RSTAT
E 94
R
HCI
O
W
E
L
N
EN
66TH AVE N
HOWE LA
66TH AVE N
6
6TH A
VE N
66TH AV
E NWINCHESTER LN
WINCHESTER LN
65T
LVDH AVE N
FREEWAY B
6
5THAVEN
65TH AVE N
65TH AVE N
PAUL DR
I
L
R
A
M
64TH
AVE N
64TH AVE N
X
DR
EPOE RD
DR
O
H
OHENRY RDEN
RY
R
D
ELEANOR LNOHENRY RD N
INT
ER
STA
TE
694
N
63RD AVE NR
3
J
O
YC
E
L
N
BOULDER LNNASH RD
62ND AVE N
62ND AV
MUE N62ND
MFORD RD AVE N
62ND AVE N
6
2
ND
A
V
E
N
61ST AVE N
JANET L
N
!!!!!!!
61ST AV
E N
61ST AVE N
V
EN
61ST AVE N
DR
ORE
MOD
COM
60TH AVE N
!
!!!!!
!!!!
!
ADMIRAL LN N
60TH
AVE N
/2 AVE N
59 1
!!
!!!!
!!!!!!
!
59TH AVE N59TH AVE
N
58 1/2 AVE N
D
58TH AVE N
R58TH AVE N
E
K
A
L
S
S
A
B
FRA
N
LNN
!!
BASS LAKE RD
!
!
!!
5
7
T
H
A
V
E
N
H AVE N
57TE
W
DR
!!
!
BURQUEST LN
!!!!
!!
5
6TH A
56TH AVE NVE N
56TH AVE N
!
!!
ECKBERG DR
!!!!!
!
ERICON DR
!!!!
!!!!!
55TH AVE N
! N
!VE
A
H
5T
5
!
V
54THA
!!
!!!!!
!!!
54TH
AVE N
!
!!
53RD PL N
LILAC DR N
BELLVUE LN N
!
!
!
53!!
RD AVE!
N
!
53!
RD AV
E N
53RD AVE N
52
ND AVE
N
Reconstruction Projects
OA
K ST N
1S
T
AV
E
Freeway Boulevard - 2036
Full Depth Pavement Replacement Projects
!!!
!
!!
!!!
!
50TH A
VE N
50TH A
VE N
50TH A
VE N
Southeast Alleys - 2032
!
!
!
!!!!!!
Riverwood Area - 2036
LAKEBRE
49TH AVE
N
!
!!
Mill and Overlay Projects
!!
!
!
!
Garden City South - 2030
48TH
AVE
N
!!!!
!
!
LA
KESID
E AVE
N
Southwest Area - 2031
!!!
Happy Hollow - 2032
!!!
Northport Area - 2033
!!!
Lions Park South - 2034
!!!
73rd Ave (Penn To Humboldt) - 2034
!!!
Centerbrook Area - 2035
!!!
Shingle Creek Pkwy/Summit/Earle Brown Drive - 2035
!!!
2021
284
285
286
287
288
Table of Contents
Street and Utility Improvements .................................................................................................................... 14
Woodbine Area Improvements - 2022 ....................................................................................................... 14
th
50 Avenue Improvements (France Avenue to Drew Avenue) - 2023 ..................................................... 15
st
51 Avenue Improvements (West of France Avenue) - 2023 ................................................................... 16
th
Knox, James and 54 Avenues Area Improvements - 2023 ...................................................................... 17
Orchard Lane East Improvements - 2024 .................................................................................................. 18
Humboldt Avenue (County Road 57) Reconstruction (53rd Ave to 57th Ave) - 2024 ............................. 19
Orchard Lane West Area Improvements - 2025 ........................................................................................ 20
rd
53 Avenue and Xerxes Avenue Improvements - 2025 ............................................................................ 21
th
69 Avenue (CSAH 130) (Unity Ave to Brooklyn Blvd) - 2025 .............................................................. 22
Meadowlark Gardens Area Improvements - 2026 ..................................................................................... 23
th
67 Avenue and James Avenue Mill and Overlay - 2026 ......................................................................... 24
th
68 Avenue and Lee Avenue Mill and Overlay - 2026 ............................................................................. 25
John Martin Drive Mill and Overlay - 2026 .............................................................................................. 26
St. Alphonsus Area Mill and Overlay - 2026 ............................................................................................ 27
Earle Brown Drive Area Improvements - 2027 ......................................................................................... 28
thth
Humboldt Avenue Mill and Overlay (65 Ave to 69 Ave) - 2027 .......................................................... 29
thrd
Humboldt Avenue Improvements (69 Ave to 73Ave) - 2027 .............................................................. 30
Garden City Central Area Mill and Overlay - 2028 .................................................................................. 31
Shingle Creek Parkway and Xerxes Avenue Mill and Overlay - 2028 ..................................................... 32
thth
65/66 Avenue and Camden Avenue Mill and Overlay - 2028 .............................................................. 33
rd
73 Avenue Mill and Overlay (Humboldt Ave to Camden Ave) - 2028 .................................................. 34
Garden City North Area Mill and Overlay - 2029 ..................................................................................... 35
Garden City South Area Mill and Overlay - 2030 ..................................................................................... 36
Southwest Area Mill and Overlay- 2031 ................................................................................................... 37
Happy Hollow Mill and Overlay - 2032 .................................................................................................... 38
Southeast Alleys Improvements – 2032 .................................................................................................... 39
Northport Area Mill and Overlay- 2033 .................................................................................................... 40
Lions Park South Mill and Overlay - 2034 ................................................................................................ 41
rd
73 Avenue Mill and Overlay (Penn Ave to Humboldt Ave) - 2034 ........................................................ 42
Centerbrook Area Mill and Overlay - 2035 ............................................................................................... 43
Shingle Creek Pkwy/Summit Dr/Earle Brown Dr Mill and Overlay - 2035 ............................................. 44
Freeway Boulevard Area Improvements - 2036 ........................................................................................ 45
Riverwood Area Improvements - 2036 ..................................................................................................... 46
289
Water Main and Sanitary Sewer Improvements ............................................................................................ 47
Freeway and Highway Utility Crossing Replacement - 2022 ................................................................ 47
Lift Station No. 4 Rehabilitation - 2022 ................................................................................................. 47
I94/Dupont Ave Water Main Crossing Replacement - 2022 ................................................................. 47
Water Treatment Plant Redundant Water Main Connection - 2022 ...................................................... 47
Well No. 7 and Water Treatment Plant HSP No. 1 - 2022 ..................................................................... 47
Lift Station No. 5 Rehabilitation - 2023 ................................................................................................. 47
Lift Station No. 9 Rehabilitation - 2023 ................................................................................................. 47
Lift Station No. 9 Force Main Replacement - 2023 ............................................................................... 47
Well Nos. 4 and 9; Water Treatment Plant HSP No. 2 - 2023 ............................................................... 47
Well Nos. 6 and 8; Water Treatment Plant HSP No. 3 - 2024 ............................................................... 48
Well Nos. 2 and 3; Water Treatment Plant HSP No. 4 - 2025 ............................................................... 48
Lift Station No. 3 Rehabilitation - 2026 ................................................................................................. 48
Well No. 5 and Water Treatment Plant HSP (BW) - 2026 .................................................................... 48
Well No. 10 and Water Treatment Plant HSP No. 1 - 2027 ................................................................... 48
Water Meter Full System Replacement- 2028 ....................................................................................... 48
Well No. 7 and Water Treatment Plant HSP No. 2 - 2028 ..................................................................... 48
Lift Station Nos. 7 and 10 Rehabilitation - 2029 ................................................................................... 48
Well Nos. 4 and 9; Water Treatment Plant HSP No. 3 - 2029 ............................................................... 48
th
Sanitary Sewer Lining (Mississippi River Trunk North of I-694 to 70 Avenue/Willow Lane) - 2030 48
Lift No. 2 Forcemain Lining (Under I-94) - 2030 .................................................................................. 48
Well Nos. 6 and 8; Water Treatment Plant HSP No. 4 - 2030 ............................................................... 49
Lift Station No. 1 Generator Replacement – 2031 ................................................................................. 49
Well Nos. 2 and 3; Water Treatment Plant HSP (BW) - 2031 ............................................................... 49
Well No. 5 and Water Treatment Plant HSP No. 1 - 2032 ..................................................................... 49
Well No. 10 and Water Treatment Plant HSP No. 2 - 2033 ................................................................... 49
Well No. 7 and Water Treatment Plant HSP No. 3 - 2034 ..................................................................... 49
Well Nos. 4 and 9; Water Treatment Plant HSP No. 4- 2035 ................................................................ 49
Well Nos. 6 and 8; Water Treatment Plant HSP (BW) - 2036 ............................................................... 49
Street Light and Traffic Signal Improvements .............................................................................................. 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Summit Avenue) - 2023 ..................... 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/John Martin Drive) - 2023 .................. 50
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes) - 2023.................... 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Brookdale Square) - 2025 ................... 50
th
Brooklyn Boulevard (65 Ave to Brooklyn Park Border) Street Light Replacement - 2032 ................ 50
290
th
Traffic Signal System Rehabilitation (65 Avenue/Dupont Avenue) - 2033 ........................................ 50
th
Traffic Signal System Rehabilitation (66 Avenue/Camden Avenue) - 2033 ....................................... 50
Capital Maintenance Building Plan ............................................................................................................... 51
Yearly Capital Maintenance Building Plan Projects .............................................................................. 51
Storm Water Improvements ........................................................................................................................... 51
Storm Water Management Basins .......................................................................................................... 51
Storm Water Pond 12-001- 2022............................................................................................................ 51
Storm Water Pond 12-006 - 2022........................................................................................................... 51
Storm Water Pond 57-003 - 2022........................................................................................................... 51
Storm Water Pond 48-001 - 2023........................................................................................................... 51
Storm Water Pond 17-001 - 2025........................................................................................................... 51
Storm Water Pond 41-001 - 2026........................................................................................................... 52
Storm Water Pond 41-002 - 2026........................................................................................................... 52
Storm Water Pond 53-001 - 2026........................................................................................................... 52
Storm Water Pond 11-001 - 2029........................................................................................................... 52
Storm Water Pond 59-003 - 2029........................................................................................................... 52
Storm Water Pond 60-003 - 2029........................................................................................................... 52
Storm Water Pond 63-001 - 2029........................................................................................................... 52
Storm Water Pond 63-002 - 2029........................................................................................................... 52
Storm Water Pond 64-001 - 2029........................................................................................................... 52
Storm Water Pond 57-004 - 2031........................................................................................................... 53
Storm Water Pond 57-005 - 2031........................................................................................................... 53
Storm Water Pond 70-002 - 2031........................................................................................................... 53
Storm Water Pond 12-002 - 2032........................................................................................................... 53
Storm Water Pond 12-003 - 2032........................................................................................................... 53
Storm Water Pond 12-004 - 2032........................................................................................................... 53
Storm Water Pond 12-005 - 2032........................................................................................................... 53
Storm Water Pond 18-001 - 2032........................................................................................................... 53
Storm Water Pond 46-001 - 2036........................................................................................................... 53
Storm Water Pond 50-001 - 2036........................................................................................................... 53
Storm Water Pond 52-001 - 2036........................................................................................................... 54
Storm Water Pond 60-001 - 2036........................................................................................................... 54
Storm Water Pond 63-006 - 2036........................................................................................................... 54
65th Avenue Trunk Storm Sewer Rehabilitation - 2023 ........................................................................ 54
61st Avenue and Perry Avenue Storm Sewer Improvement - 2023 ...................................................... 54
291
Park and Trail Improvements ......................................................................................................................... 54
Brooklyn Boulevard North City Entrance Sign Rehabilitation - 2022................................................... 54
Park Playground Equipment Replacement – 2021 through 2024 .......................................................... 54
Miscellaneous Park Parking Lot Mill and Overlay - 2022 ..................................................................... 54
West River Road, Arboretum, Freeway, Palmer Lake and Northport Trails Replacements - 2022 ...... 54
Centennial Park Improvements – 2023 .................................................................................................. 55
Evergreen Park Scoreboard Improvements - 2023 ................................................................................. 55
Evergreen, Firehouse & Northport Park Security Improvements - 2023 ............................................... 55
Centennial Park Softball Field Improvements – 2024 ........................................................................... 55
Park Name Sign Replacement - 2025 ..................................................................................................... 55
Basketball Courts Pavement Replacement - 2025.................................................................................. 55
Hockey Rink Rehabilitation/Replacements - 2026 ................................................................................ 55
Irrigation Systems Rehabilitation/Replacements - 2026 ........................................................................ 55
Softball/Baseball Fence Replacement - 2027 ......................................................................................... 55
th
69 Avenue Trail Reconstruction – 2027 ............................................................................................... 56
th
69 Avenue Landscape Rehabilitation - 2027 ....................................................................................... 56
Park Trail and Parking Lot Lighting Improvements - 2028 ................................................................... 56
Park Bleacher Replacement - 2031 ........................................................................................................ 56
Park Bleacher Replacement - 2032 ........................................................................................................ 56
Evergreen Park Football/Soccer Field Improvements - 2033 ................................................................ 56
Miscellaneous Projects and Improvements .................................................................................................... 56
thth
TH 252/66 Avenue Interchange and 70 Avenue Pedestrian Overpass – 2026 ................................... 56
Emergency Responder Radio Replacement (Police/Fire/PW) - 2028 .................................................... 56
Retaining Wall Replacements (Miscellaneous Locations) - 2029 ......................................................... 56
Self-Contained Breathing Apparatus (SCBA) Replacement (Fire) - 2033 ............................................ 56
292
Street and Utility Improvements
Woodbine Area Improvements - 2022
The Woodbine project area extends from
Brooklyn Boulevard to France Avenue and
st
from the north City limits to 71Avenue.
The project area contains a total of 15,525
linear feet of local streets. The
neighborhood consists of approximately
254 residential properties.
Streets
Noble Avenue from Brooklyn Boulevard to
the north City limits is a designated MSA
Route. The Woodbine Neighborhood was
reconstructed in 1995. Noble Avenue is 40-feetwide with concrete curb and gutter. The remaining streets
are generally 30-feet wide with concrete curb and gutter. The project design process will include evaluating
geometric options at the intersection of Noble Avenue and Woodbine Lane to address possible pedestrian
safety issues. The current cost estimate assumes street improvements that consist of approximately 50 percent
curb replacement, 10 percent sidewalk replacement and full depth pavement replacement.
Water main
The existing water main in the Woodbine area consists of 6-inch and 8-inch diameter CIP installed between
1957 and 1959. Records indicate there have been 11 water main breaks in the neighborhood between 1975
and 2013 and six properties have experienced frozen water service in past winters. The current project cost
estimate includes complete water main replacement.
Sanitary Sewer
Approximately 25 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 1995. The remaining sanitarysewer consists of 8-inch diameter VCP
installed in 1958 and 1959. Approximately 57 percent of the sanitary sewer is subjected to frequent problems
with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance
capacity. The current project cost estimate includes replacement of the existing VCP sanitary sewer within
st
the roadway and cured-in-place lining of the sanitary sewer along the June Avenue easement between 71
th
Avenue.
Avenue and 70
Storm Sewer
The storm sewer on Noble Avenue consists of 12-inch and 15-inch diameter RCP that drains to Shingle
Creek. This storm sewer was installed in 1970. The remainder of the project area consists of 15-inch to 33-
inch diameter RCP installed when the neighborhood was reconstructed in 1995. This storm sewer generally
drains to Palmer Lake. The condition of the storm sewer within the neighborhood is rated as good. The current
project cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer
as necessary.
Street Lighting
The current cost estimate includes replacing the 20 wood poles with 20 fiberglass poles with a cut-off type
LED light fixture and underground power.
293
th
50Avenue Improvements (France Avenue to Drew Avenue) - 2023
thth
The 50 Avenue project area extends on 50 Avenue from
France Avenue to Drew Avenue. The total project length is 665-
feet. The neighborhood consists of approximately seven
residential properties (R4), five industrial properties (I2) and one
commercial property (C1).
Streets
th
Avenue was reconstructed in 1988. The
This section of 50
existing street is 36-feet wide with concrete curb and gutter.
After the year 2023 the pavement will have exceeded the
expected service cycle. Proposed street improvements consist of
reconstruction of the bituminous street pavement and replacement of the concrete curb and gutter as
necessary.
Water Main
th
The existing water main in the 50 Avenue project area consists of 8-inch and 10-inch diameter CIP installed
in 1958 and 1966. The corrosion rate within the project area has not been thoroughly documented at this time.
Water records indicate that one main break has occurred within the project area and one property has
experienced a frozen water service in past winters. The current cost estimate includes complete replacement
of the water main.
Sanitary Sewer
th
The sanitary sewer in the 50Avenue project area is owned and maintained by the Metropolitan Council and
consists of 30-inch diameter reinforced RCP installed in 1955. The current project estimate includes the
replacement of sanitary sewer castings and services.
Storm Sewer
th
Avenue project area is collected in the existing storm sewer system and
The storm sewer runoff from the 50
is conveyed to storm drainage ditches along Highway 100. The existing storm sewer in the project area
consists of 15-inch to 24-inch diameter RCP installed in 1988. The current project cost estimate includes
replacing the storm sewer structure castings and isolated portions of lateral storm sewer as necessary.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes no street light replacement.
294
st
51Avenue Improvements (West of France Avenue) - 2023
st
The 51 Avenue project area extends from 185-feet south
of Oak Street on Twin Lake Boulevard to France Avenue.
The total project length is 1,171-feet. The neighborhood
consists of approximately 25 residential properties.
Streets
st
The 51 Avenue project area was originally constructed in
1990. The existing street is 30-feet wide with concrete curb
and gutter. After the year 2023 the pavement will have
exceeded the expected service cycle. Proposed street
improvements consist of reconstruction of the bituminous
street pavement and replacement of the concrete curb and
gutter as necessary.
Water Main
st
The existing water main in the 51Avenue project area consists of 8-inch diameter DIP installed in 1990.
The water main is in good condition based on current maintenance records. The project cost estimate includes
casting replacement.
Sanitary Sewer
st
Avenue project area consists of 8-inch diameter PVC pipe installed in 1990.
The sanitary sewer in the 51
The condition of the sanitary sewer system within the neighborhood is rated as good. The current project
estimate includes the replacement of sanitary sewer castings only.
Storm Sewer
st
The storm sewer runoff from the 51Avenue project area is collected in the existing storm sewer system and
st
conveyed to the storm water pond west of 51 Avenue. The existing storm sewer in the project area consists
of 15-inch to 21-inch diameter RCP installed in 1990. The current project cost estimate includes replacing
the storm sewer structure castings and isolated portions of lateral storm sewer as necessary.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes replacing the three wood poles with three fiberglass poles with a cut-off type
LED light fixture and underground power.
295
th
Knox, James and 54Avenues Area Improvements - 2023
th
Avenues project area includes James
The Knox, James and 54
thrd
Avenue and Knox Avenue between 55Avenue and 53Avenue,
th
and 54Avenue between Logan Avenue and Irving Avenue. The
project area includes a total of 3,487-feet of local streets. The
neighborhood consists of approximately 68 residential and one
multi-family property.
Streets
The existing streets in the project area are 30-feet wide with
concrete curb and gutter constructed in 1994. Proposed street
improvements consist of new street pavement and replacement of
isolated sections of concrete curb and gutter as necessary.
Water Main
The existing water main in the projectarea consists of 6-inch
diameter DIP installed in 1994. The current project estimate includes 50% hydrant and gate valve
replacements and casting replacement.
Sanitary Sewer
The sanitary sewer in the project area consists of 10-inch diameter PVC installed in 1994. The condition of
the sanitary sewer system within the neighborhood is rated as good. The current project cost estimate
includes the replacement of sanitary sewer castings only.
Storm Sewer
th
The majority of the storm sewer runoff in the projectarea drains to the trunk storm sewer line on 55Avenue
and is conveyed to the Mississippi River. The storm sewer consists of 12-inch diameter to 18-inch diameter
RCP installed in 1994. The current project cost estimate includes replacement of storm sewer castings.
Street Lighting
The existing street light system is overhead power, with a combination of wood poles with cobra head light
fixtures and fiberglass poles with rectilinear fixtures. The current cost estimate includes no street light
replacement.
296
Orchard Lane East Improvements - 2024
The Orchard Lane East project area extends from
Perry Avenue to Brooklyn Boulevard and
rd
Interstate 94 to 63 Avenue. The project area
contains a total of 21,560 linear feet of local
streets. The neighborhood consists of
approximately 360 residential properties, two
multi-family properties and one commercial
property.
Streets
The Orchard Lane East area was reconstructed in
1996. The streets are generally 30-feet wide with
concrete curb and gutter. The current cost
estimate assumes street improvements that
consist of approximately 50 percent curb
replacement, 10 percent sidewalk replacement
and full depth pavement replacement.
Water main
Approximately 25 percent of the water main in the Orchard Lane East area was replaced with DIP in 1996
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch, 8-inch
and 12-inch diameter CIP installed between 1955 and 1973. Records indicate there have been 10 water main
breaks in the neighborhood and one property has experienced a frozen water service in past winters. The
current project cost estimate includes replacement of existing CIP water main.
Sanitary Sewer
Approximately 50 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch and 12-inch
diameter VCP installed between 1956 and 1966. Approximately nine percent of the sanitary sewer is subject
to frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the
system conveyance capacity. The current project cost estimate includes replacement of the existing VCP
sanitary sewer.
Storm Sewer
The storm sewer on the north and west streets of the Orchard Lane East area drain to the storm water ponds
at Orchard Park and Cahlander Park. The storm sewer consists of 12-inch to 42-inch diameter pipe. The south
and east streets in the project area drains to Shingle Creek. This storm sewer consists of 12-inch to 60-inch
th
Avenue and Orchard Avenue was installed in 1956. The
diameter pipe. The trunk storm sewer on 65
remainder of the storm sewer was installed when the neighborhood was reconstructed in 1996. The current
project cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer
as necessary.
Street Lighting
The current cost estimate includes replacing the 24 wood poles with 24 fiberglass poles with a cut-off type
LED light fixture and underground power.
297
Humboldt Avenue (County Road 57) Reconstruction (53rd Ave to 57th Ave) - 2024
rdth
The Humboldt Avenue project area extends from 53 Avenue to 57 Avenue.
The total project length is approximately 2,660 linear feet. The neighborhood
consists of approximately 52 residential properties.
Streets
This segment of roadway is a Hennepin County Roadway. Humboldt Avenue
was originally constructed between 1966 and 1969. Existing streets are
generally 36-feet wide with no curb and gutter. The street pavement is
deteriorated due to the age of the pavement and inadequate drainage.
It is
anticipated that the street improvements will consist of the reconstruction of the
street subgrade, installation of curb and gutter to improve drainage, placement of
This project is included
bituminous street pavement and sidewalk replacement.
in the City’s CIP due to a potential cost sharing agreement for the street and
drainage improvements and funding for water main, sanitary sewer and street
lighting improvements as described below.
Water main
The existing water main in the Humboldt Avenue project area consists of 6-
inch diameter CIP installed in 1966. A condition survey must be conducted for
the existing water system in the project area to determine the extent of
corrosion. The water main is in fair condition based on current maintenance
records. The current project cost estimate assumes replacing approximately 75 percent of the water main.
Sanitary Sewer
The existing sanitary sewer consists of 8-inch diameter VCP lateral sewers. These sewers were originally
installed in 1952. Approximately 64 percent of the sanitary sewer is subject to frequent problems with root
intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity.
The current project cost estimate includes replacement of approximately 100 percent of the sanitary sewer.
Storm Sewer
The storm sewer on Humboldt Avenue consists of 18-inch diameter corrugated metal pipe that drains to a
th
trunk line along 55 Avenue. This storm sewer was installed in 1952. The current project cost estimate
includes replacing 100 percent of the storm sewer. The cost estimate assumes that Brooklyn Center may
contribute to a portion of the storm drainage cost for the project.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes replacing the three wood poles with three fiberglass poles with a cut-off type
LED light fixture and underground power.
298
Orchard Lane West Area Improvements - 2025
The Orchard Lane West Area project extends from Unity
st
Avenue to Perry Avenue and Interstate 94 to 61 Avenue. The
project area contains a total of 25,702 linear feet of local streets.
The neighborhood consists of approximately 508 residential
properties, one church property and one school property.
Streets
The Orchard Lane West Area was reconstructed in 1997. The
streets are generally 30-feet wide with concrete curb and gutter.
The current cost estimate assumes street improvements that
consist of approximately 50 percent curb replacement, 20
percent sidewalk replacement, 50 percent driveway apron
replacement and full depth pavement replacement.
Water main
Approximately 99 percent of the water main in the Orchard Lane
West Area was replaced with DIP in 1997 when the
neighborhood was reconstructed. The remaining water main in
the area consists of 6-inch DIP installed in 1987. Records
indicate there have been no water main breaks in the
neighborhood since the area was reconstructed and one property
in the area has experienced a frozen water service in past winters. The current project cost estimate includes
replacement of miscellaneous valves and hydrants as necessary.
Sanitary Sewer
Approximately 55 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 1997. The remaining sanitary sewer consists of 8-inch diameter and 10-
inch diameter VCP installed between 1955 and 1958. Approximately 19 percent of the sanitary sewer is
subject to frequent problems with root intrusion. Root sawing must be performed on an annual basis to
maintain the system conveyance capacity. The current project cost estimate includes replacement of the
existing VCP sanitary sewer.
Storm Sewer
rd
The storm sewer north of 63Avenue in the Orchard Lane West Area drains to the storm water ponds at
Orchard Park and Cahlander Park.This storm sewer consists of 12-inch to 36-inch diameter pipe. The streets
rdrd
south of 63 Avenue drain to the storm water pond at 63Avenue and Perry Avenue. This storm sewer
consists of 12-inch to 36-inch diameter pipe. A 27-inch RCP storm line installed in 1958 remains on
Woodbine Lane and a 15-inch RCP storm line installed in 1965 remains on Scott Avenue. The current project
cost estimate includes replacement of the storm sewer installed in 1958 and 1965 and replacement of storm
laterals as needed for utility replacement.
Street Lighting
The current cost estimate includes replacing the 29 wood poles with 29 fiberglass poles with a cut-off type
LED light fixture and underground power.
299
rd
53 Avenue and Xerxes Avenue Improvements - 2025
rd
53 Avenue extends from Xerxes Avenue to Upton
st
Avenue and Xerxes Avenue extends from 51Avenue to
rd
53 Avenue. The project area contains a total of 2,028
linear feet of local streets. The neighborhood consists of
20 residential properties and one multi-family (R5)
property.
Streets
This project area was most recently reconstructed in
rd
Avenue and
1996 by the City of Minneapolis. 53
Xerxes Avenue is the border between Brooklyn Center
and Minneapolis. Agreement documents indicate that
Brooklyn Center is responsible for maintenance of these
roadways. Existing streets are generally 30-feet wide with concrete curb and gutter. The current cost estimate
assumes street improvements that consist of approximately 30 percent curb replacement, 25 percent driveway
apron replacement and full depth pavement replacement.
Water main
rd
Avenue consists of 6-inch diameter CIP installed in 1973. Records indicate
The existing water main on 53
that there have been no water main breaks in the area. The water main is in good condition based on current
maintenance records. The water main on Xerxes Avenue is owned and maintained by the City of
Minneapolis. The current project cost estimate includes no water main replacement.
Sanitary Sewer
rd
There is no sanitary sewer on 53 Avenue. The existing sanitary sewer on Xerxes Avenue is owned and
maintained by the City of Minneapolis. The current project cost estimate includes no sanitary sewer
replacement.
Storm Sewer
The storm sewer in the project area consists of 10-inch PVC pipe that flows to storm water ponds located
rd
Avenue and east of Upton Avenue. This storm sewer was installed in 1996 when the area was
south of 53
last reconstructed. The current project cost estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the eight wood poles with eight fiberglass poles with a cut-off
type LED light fixture and underground power.
300
th
69 Avenue (CSAH 130) (Unity Ave to Brooklyn Blvd) - 2025
th
The 69 Avenue project extends from
the western City limits to Brooklyn
Boulevard. The total project length is
3,654 linear feet. The neighborhood
consists of 30 single family properties
(R1), one church property (R1), four
multi-family properties (R2 to R4),
and five commercial properties (C2).
The cost estimate assumed only 6
properties will be assessed for the
project because the remaining
properties were assessed with adjacent project.
Streets
This segment of roadway is a Hennepin County Roadway. The existing road is 38 feet wide with bituminous
curb. The street pavement is deteriorated due to age of the pavement and inadequate drainage. The last road
construction date is unknown.
It is anticipated that the street improvements will consist of the reconstruction of
the street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street
This project is included in the City’s CIP due to a potential cost sharing agreement for the street
pavement.
and drainage improvements if the County improves that roadway in the future and funding for the water
main, sanitary sewer, storm sewer and street lighting improvements described below.
Water main
th
Avenue consists of 6-inch, 8-inch and 10-inch diameter CIP installed between
The existing water main on 69
1956 and 1963, and 8-inch, 10-inch and 12-inch DIP installed in 1974, 1977, 1994 and 2000. Records indicate
that there have been five water main breaks in the area, and two properties have experience frozen water
services in past winters. The current project cost estimate includes complete water main replacement.
Sanitary Sewer
th
The existing sanitary sewer on 69 Avenue consists of 12-inch diameter VCP installed in 1956, and 15-inch
and 21-inch diameter RCP installed in 1956. There is no history of root intrusion in the project area. The
current project cost estimate includes complete sanitary sewer replacement.
Storm Sewer
The storm sewer in the project area consists of 12-inch, 15-inch and 18-inch RCP installed by the City in
1994. The storm sewer flows north to the storm water ponds located around Unity Avenue. The current
project cost estimate includes replacing 100 percent of the storm sewer. The cost estimate assumes that
Brooklyn Center may contribute to a portion of the storm drainage cost for the project.
Street Lighting
The current cost estimate includes replacing the one wood pole with one fiberglass pole with a cut-off type
LED light fixture and underground power.
301
Meadowlark Gardens Area Improvements - 2026
The Meadowlark Gardens project area extends on Logan Avenue
rdth
from 53Avenue to 57Avenue, on Knox and James Avenues
thththth
from 55Avenue to 57Avenue and on 55Avenue and 56
Avenue from Morgan Avenue to Irving Avenue. The project area
th
also includes 57Avenue from Humboldt Avenue to the Interstate
94 bridge. The project area contains a total of 10,150 linear feet of
local streets. The neighborhood consists of approximately 129
residential properties, two multi-family properties and two
commercial properties.
Streets
th
Logan Avenue and 57Avenue are designated as MSA Routes. The
Meadowlark Gardens project area was last reconstructed in 1996.
th
57Avenue is 30-feet wide, Logan Avenue is 32-feet wide and the
remaining streets are 30-feet wide. All streets in the project have
concrete curb and gutter. The current cost estimate assumes street
improvements that consist of approximately 35 percent curb
replacement, 25 percent sidewalk replacement, 25 percent driveway
apron replacement and full depth pavement replacement.
Water main
Approximately 80 percent of the water main in the Meadowlark Garden area was replaced with DIP in 1996
when the neighborhood was reconstructed. The remaining water main in the area consists of 10-inch CIP
installed in 1969 and 16-inch steel pipe installed in 1964. Water records indicate one main break has occurred
on the CIP water main. The current project cost estimate includes replacement of the CIP and steel water
mains.
Sanitary Sewer
Approximately 94 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1959. The current project cost estimate includes replacement of the existing VCP sanitary sewer.
Storm Sewer
Approximately 92 percent of the storm sewer in the project area was replaced in 1996 when the neighborhood
th
was reconstructed. The remaining pipe consists of 24-inch to 42-inch pipe on 55 Avenue installed in 1952.
th
The storm sewer on James Avenue and to the west drains to the trunk line on 55Avenue and then to the
th
Mississippi River. This storm sewer consists of 15-inch to 44-inch diameter pipe. The storm sewer on 57
th
Avenue and then to the Mississippi River. This storm sewer consists
Avenue drains to thetrunk line on 59
of 15-inch to 42-inch diameter pipe. The current cost estimate includes replacing the existing pipe installed
in 1952 and replacement of storm laterals as needed for water main and sanitary sewer replacement.
Street Lighting
The current cost estimate includes replacing the 17 wood poles with 17 fiberglass poles with a cut-off type
LED light fixture and underground power.
302
th
67Avenue and James Avenue Mill and Overlay - 2026
th
The project area includes 67Avenue from Shingle Creek
Parkway to the east cul-de-sac and James Avenue from
th
Freeway Boulevard to 67Avenue. The project area contains
a total of 2,063 linear feet of local streets. The project area
consists of 11 industrial properties.
Streets
th
Avenue and James Avenue area was reconstructed in
The 67
1998. The streets are generally 44-feet wide with concrete curb
and gutter. The current cost estimate assumes street
improvements that consist of approximately 30 percent
concrete replacement and a 2-inch mill and overlay.
Water main
The existing water main in the project area consists of 8-inch
diameter CIP installed in 1970. Records indicate that there
have been no water main breaks in the area. The current project
estimate includes 50 percent hydrant and gate valve
replacement and casting replacement.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch PVC installed in 1970. The current project
estimate includes casting replacement only.
Storm Sewer
th
The storm sewer in the project area drains to the trunk line on 65Avenue and then east to the Mississippi
River. This storm sewer consists of 15-inch to 36-inch diameter RCP installed in 1970 and 1974. The current
project estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the two wood poles with two fiberglass poles with a cut-off type
LED light fixture and underground power.
303
th
68Avenue and Lee Avenue Mill and Overlay - 2026
th
The project area includes 68Avenue from Lee Avenue to
thth
Brooklyn Boulevard and Lee Avenue from 68Avenue to 69
Avenue. The project area contains a total of 1,668 linear feet of
local streets. The project area consists of nine commercial
properties.
Streets
th
Avenue and James Avenue area was reconstructed in
The 67
1998. The streets are generally 45-feet wide with concrete curb and
gutter. The current cost estimate assumes street improvements that
consist of approximately 30 percent concrete replacement and a 2-
inch mill and overlay.
Water main
The existing water main in the project area consists of 8-inch diameter CIP installed in 1966 and 1968.
Records indicate that there have been no water main breaks in the area. The current project estimate includes
50 percent hydrant and valve replacement and casting replacement.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch PVC installed in 1970. Approximately 38
percent of the sanitary sewer is subjectto frequent problems with root intrusion. Root sawing must be
performed on an annual basis to maintain the system conveyance capacity. The current project estimate
includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains south to the storm water pond at Orchard Park. This storm sewer
consists of 12-inch to 24-inch diameter RCP installed in 1966 and 1968. The current project estimate includes
casting replacement only.
Street Lighting
The current cost estimate includes replacing the three wood poles with three fiberglass poles with a cut-off
type LED light fixture and underground power.
304
John Martin Drive Mill and Overlay - 2026
The John Martin Drive project area extends from Shingle
Creek Parkway to 450-feet south of Earle Brown Drive. The
project area contains a total of 1,381 linear feet of local streets.
The neighborhood consists of approximately nine commercial
properties.
Streets
John Martin Drive is designated as a MSA Route. The project
area was reconstructed in 1998. The streets are generally 50-
feet wide with concrete curb and gutter. The current cost
estimate assumes street improvements that consist of
approximately 30 percent concrete replacement and a 2-inch
mill and overlay.
Water main
The existing water main in the project area consists of 8-inch diameter CIP installed in 1969. Records indicate
that there have been no water main breaks in the area. The current project estimate includes 50 percent
hydrant and valve replacement and casting replacement.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch diameter VCP installed in 1969. There is no
history of root intrusion in the project area. The current project estimate includes casting replacement only.
Storm Sewer
The storm sewer on John Martin Drive drains to Shingle Creek. This storm sewer consists of 12-inch to 48-
inch diameter RCP installed in 1969. The current project estimate includes casting replacement only.
Street Lighting
The existing street light system is underground power, with aluminum and a decorative light fixture. The
current cost estimate includes replacing fiberglass poles with a cut-off type LED light fixture that are not
located at intersection nodes. The replacement of intersection node lighting will be completed under a
separate project.
305
St. Alphonsus Area Mill and Overlay - 2026
The St. Alphonsus project area extends from Brooklyn
thst
Boulevard to Grimes Avenue and 69Avenue to 71Avenue.
The area contains a total of 4,580 linear feet of local streets. The
project area consists of approximately 63 residential properties,
three commercial properties, one church property and one multi-
family property.
Streets
The St. Alphonsus area was last reconstructed in 1998. Halifax
th
Avenue is 35 to 42-feet wide
Avenue is 30 to 35-feet wide, 70
and the remaining streets are 30-feet wide. All streets in the area
have concrete curb and gutter. The current cost estimate assumes street improvements that consist of
approximately 25 percent sidewalk and driveway apron replacement, 35 percent curb replacement and a 2-
inch mill and overlay.
Water main
The existing water main in the project area consists of 6-inch CIP installed between 1959 and 1961 and 6-
inch DIP installed in 1978. Based on current maintenance records there have been two water main breaks in
this area and four properties have experienced frozen water service in past winters. The current project
estimate includes 50 percent hydrant and valve replacement and casting replacement.
Sanitary Sewer
Approximately 83 percent of the sanitary sewer in the project area was replaced with 8-inch PVC when the
neighborhood was reconstructed in 1998.The remaining pipe consists of 8-inch diameter VCP installed in
1958 and 1959. There is no history of root intrusion in the project area. The current project estimate includes
casting replacement only.
Storm Sewer
The storm sewer in the project area flows east to Palmer Lake. Approximately 25 percent of the storm sewer
in this area was installed in 1998 or later. This storm sewer consists of 15-inch diameter high-density
polyethylene plastic pipe and 18-inch to 42-inch diameter RCP. The remaining storm sewer consists of 15-
inch to 42-inch diameter RCP installed in 1957 and 1984. The current project estimate includes casting
replacement only.
Street Lighting
The current cost estimate includes replacing the seven wood poles with seven fiberglass poles with a cut-off
type LED light fixture and underground power.
306
Earle Brown Drive Area Improvements - 2027
The Earle Brown Drive project extends from
John Martin Drive in the southwest to the
northeast corner of the Earle Brown Heritage
Center. It contains a total of 3,075 linear feet of
local streets. The project area consists of 11
commercial properties.
Streets
Earle Brown Drive is designated as a MSA
Route between John Martin Drive and Summit
Drive. This project area was reconstructed in
1999. The road is generally 50-feet wide with
concrete curb and gutter. The current cost
estimate assumes street improvements that
consist of approximately 30 percent curb
replacement, 30 percent sidewalk replacement,
25 percent driveway apron replacement and full
depth pavement replacement.
Water main
The water main in the project area consists of
8-inch and 12-inch diameter CIP installed in
1971 and 1974. Water records indicate two main breaks have occurred within the area. The current project
cost estimate includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter VCP installed in 1971 and 1974. There is
no history of root intrusion in this area. The current project cost estimate includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains north and west to local storm water ponds. This storm sewer
consists of 12-inch to 30-inch diameter RCP installed in 1971 and 1974. Additional 15-inch diameter high-
density polyethylene plastic pipe was added to the project area when the road was reconstructed in 1999. The
current project estimate includes casting replacement only.
Street Lighting
The existing street light system contains underground power with aluminum poles and decorative light
fixtures. The current cost estimate includes no street light replacement.
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Humboldt Avenue Mill and Overlay (65 Ave to 69Ave) - 2027
th
The Humboldt Avenue project area extends from 69Avenue to
th
65 Avenue. The area contains a total of 2,625 linear feet of local
streets. The project area consists of the City Police Station, High
School property (R1), 26 multi-family properties (R5) and four
commercial properties (C2).
Streets
The Humboldt Avenue area was last reconstructed in 2006.
Humboldt Avenue is 50 to 70-feet wide with concrete curb and
gutter. The current cost estimate assumes street improvements
that consist of 30 percent curb replacement, a 2-inch mill and
overlay and minor sidewalk repairs.
Water main
The existing water main in the project area consists of 6-inch DIP
installed in 2006. Based on current maintenance records there
have been no water main breaks in this area and one property has
experienced a frozen water service in past winters. The current
project estimate includes casting replacements only.
Sanitary Sewer
Approximately 77 percent of the sanitary sewer in the project
area was replaced with 8-inch CIPP liner or 8-inch PVC when the neighborhood was reconstructed in 2006.
The remaining pipe consists of 8-inch diameter VCP installed in 1965. There is no history of root intrusion
in the project area. The current project estimate includes casting replacements only.
Storm Sewer
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Avenue and 65 Avenue and then to the
The storm sewer in the project area flows to trunk lines on 69
Mississippi River. The storm sewer consists of 15-inch and 18-inch diameter HDPE and 21-inch to 27-inch
RCP installed in 2006. The current project estimate includes casting replacements only.
Street Lighting
The current cost estimate includes replacing the one wood pole with one fiberglass pole with a cut-off type
LED light fixture and underground power.
308
thrd
Humboldt Avenue Improvements (69Ave to 73 Ave) - 2027
th
The Humboldt Avenue project area extends from 69 Avenue to the north
City limits. The project area contains a total of 2,618 linear feet of local
streets. The neighborhood consists of approximately 43 residential
properties (R1), three R5 properties and two commercial (C2) properties.
Streets
This segment of roadway is designated as a MSA Route. This section of
Humboldt Avenue was reconstructed in 1995. The existing street is
generally 30-feet wide with concrete curb and gutter. The street pavement
exhibits a moderate rate of deterioration due to higher volumes of traffic.
The current cost estimate assumes street improvements that consist of
approximately 35 percent curb replacement, 10 percent sidewalk
replacement and full depth pavement replacement.
Water main
The existing water main in the Humboldt Avenue project area consists of
8-inch diameter CIP installed in 1965 and 1967. Based on current
maintenance records there is no history of water main breaks in this area.
The current project cost estimate includes replacement of 25 percent of
the water main and replacement of all hydrants and valves.
Sanitary Sewer
When the Humboldt Avenue project area was reconstructed in 1995, 25 percent of the sanitary sewer was
replaced with 10-inch diameter PVC. The remaining sanitary sewer in the area consists of 8-inch diameter
VCP installed between 1965 and 1967. The current project cost estimate includes replacement of the existing
VCP sanitary sewer.
Storm Sewer
The existing storm sewer in the Humboldt Avenue project area consists of 15-inch to 36-inch diameter RCP
that drains to the Mississippi River. The storm sewer was installed between 1955 and 1961 and in 1995.
When the project area was reconstructed in 1995, the existing storm sewer was left in place and additional
storm sewer was added to the existing system. The current project cost estimate includes replacing structure
castings and isolated pipe laterals as necessary within the project area.
Street Lighting
The current cost estimate includes replacing the five wood poles with five fiberglass poles with a cut-off type
LED light fixture and underground power.
309
Garden City Central Area Mill and Overlay - 2028
The south portion of the Garden City Central project area
st
extends from Brooklyn Boulevard to Brooklyn Drive from 61
rd
Avenue to 63 Avenue, and the north portion extends from
rdth
Xerxes Avenue to Brooklyn Drive from 63 Avenue to 66
Avenue. The project area contains a total of 19,230 linear feet of
local streets. The neighborhood consists of approximately 377
residential properties, one church property, three multi-family
properties (R4 and R5) and three commercial properties.
Streets
rd
63 Avenue from Brooklyn Boulevard to Xerxes Avenue is
designated as a MSA Route. The Garden City Central project
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area was last reconstructed in 2000. 63 Avenue ranges from 38 to 48-feet wide and the remaining streets
are 30-feet wide. All streets in the project have concrete curb and gutter. The current cost estimate assumes
street improvements that consist of approximately 30 percent concrete replacement and a 2-inch mill and
overlay.
Water main
Approximately 81 percent of the water main in the Garden City Central area was replaced with DIP in 2000
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch and 16-
inch DIP installed in 1980, 1981, 1983 and 1993. Records indicate there have been two water main breaks in
the neighborhood and four properties in the area have experienced frozen water services in past winters. The
current project estimate includes casting replacement only.
Sanitary Sewer
Approximately 72 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 2000. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1958, 8-inch diameter PVC installed in 1980, 15-inch diameter RCP installed in 1956 and 24-
inch diameter pipe corrugated metal pipe lined with CIPP in 1995. There is no history of root intrusion in the
project area. The current project estimate includes cured-in-place lining of the RCP and VCP sanitary sewer
mains installed in the 1950s and casting replacement.
Storm Sewer
Approximately 83 percent of the storm sewer in the project area was installed in 2000 when the neighborhood
was reconstructed. The remaining pipe consists of 15-inch, 36-inch and 72-inch pipe installed in the
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backyards between 64 Avenue and 65Avenue in 1956. The storm sewer in this neighborhood drains to
Shingle Creek. The current cost estimate includes replacing storm structure castings and isolated portions of
lateral storm sewer as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2000. The current cost estimate includes replacement of two street lights that have
not been replaced and upgrade all to LED luminaires.
310
Shingle Creek Parkway and Xerxes Avenue Mill and Overlay - 2028
The project area includes Shingle
Creek Parkway from Xerxes
Avenue to Freeway Boulevard and
Xerxes Avenue from the I-694
bridge to Shingle Creek Parkway.
The project area contains a total of
5,551 linear feet of local streets. The
project area consists of 45 multi-
family properties (R3), two
commercial properties (C1), and 16
industrial properties (I1).
Streets
All streets within the project area
are designated as Minnesota State Aid Routes. Xerxes Avenue was reconstructed in 2008 and a mill and
overlay project was done on Shingle Creek Parkway in 2005. Xerxes Avenue ranges from 38-feet to 52-feet
wide with concrete curb and gutter. Shingle Creek Parkway is generally 70-feet wide but varies in some
locations. The current cost estimate assumes street improvements that consist of approximately 30 percent
concrete replacement and a 2-inch mill and overlay.
Water main
The existing water main in the project area consists of 10-inch and 12-inch diameter CIP installed between
1969 and 1974. Records indicate that there have been five water main breaks in the area. The current project
estimate includes casting replacement only.
Sanitary Sewer
The existing sanitary sewer on Xerxes Avenue consists of 12-inch diameter RCP installed in 1969. The
existing sanitary sewer on Shingle Creek Parkway consists of 8-inch and 10-inch diameter PVC installed in
1970 and 1972. The current project estimate includes cured-in-place lining of the RCP sanitary sewer mains
and casting replacement.
Storm Sewer
The storm sewer in the west half of the project area drains to Shingle Creek and the east portion drains to the
trunk line on Freeway Blvd and then east to the Mississippi River. The existing storm sewer ranges in size
from 12-inch to 60-inch diameter RCP pipe installed between 1969 and 1984. The current project estimate
includes casting replacement only.
Street Lighting
Xerxes Avenue contains an existing street light system with underground power, fiberglass poles and
standard light fixtures, which were installed in 2008. The existing light system on Shingle Creek Parkway
has underground power, wood poles and single and double cobrahead light fixtures. The current cost estimate
includes replacing 12 wood poles with 12 fiberglass poles with a cut-off type LED light fixture and
underground power.
311
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65/66Avenue and Camden Avenue Mill and Overlay - 2028
The project includes Camden
th
Avenue from 66Avenue to the
th
south cul-de-sac and 65 Avenue
th
and 66 Avenue from Humboldt
Avenue to just east of Camden
Avenue. It contains a total of 4,264
linear feet of local streets. The
project area consists of 13 single
family properties (R1), a City Park
and Fire Station, a High School
property (R1), 24 multi-family
properties (R3 and R5) and one
commercial property (C2).
Streets
ththth
65 Avenue and 66 Avenue is designated as a MSA Route. Camden Avenue and a small portion of 66
Avenue was reconstructed in 1999. In 2018 the south 300 feet and cul-de-sac on Camden Avenue were
reconstructed with the Top Golf development. A mill and overlay project was done on the remaining street
within the project area in 2007. The roads in the project area range from 40-feet wide to 66-feet with concrete
curb and gutter. The current cost estimate assumes street improvements that consist of approximately 30
percent concrete replacement, minor sidewalk repairs and a 2-inch mill and overlay.
Water main
The water main in the project area consists of 6-inch and 8-inch diameter CIP installed in 1960 and 1968.
Water records indicate seven main breaks have occurred within the area. The current project cost estimate
includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch and 10-inch diameter PVC and VCP installed in
1960, 1968 and 1989. Approximately 38 percent of the sanitary sewer is PVC pipe. There is no history of
root intrusion in this area. The current project estimate includes lining of the existing VCP sanitary sewer
and casting replacement in the remaining areas.
Storm Sewer
th
The storm sewer in the project area drains to the trunk line on 65 Avenue and then east to the Mississippi
River. This storm sewer consists of 12-inch to 66-inch diameter RCP installed in 1960, 1968 and 1999. The
current project estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes no street light replacement.
312
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73 Avenue Mill and Overlay (Humboldt Ave to Camden Ave) - 2028
rd
The 73Avenue project extends from Humboldt Avenue to approximately 275-feet east of Camden Avenue.
It contains a total of 2,994 linear feet of local streets. The project area consists of 25 single-family properties
and one church property.
Streets
rdrd
Avenue is designated as a MSA Route. 73 Avenue is also the border between Brooklyn Center and
73
rd
Avenue is maintained by Brooklyn Center and the north portion is
Brooklyn Park. The south portion of 73
maintained by Brooklyn Park. This project area was reconstructed in 2000. The road is generally 33-feet
wide with concrete curb and gutter. The current cost estimate assumes street improvements that consist of
approximately 30 percent concrete replacement and a 2-inch mill and overlay.
Water main
All of the water main in the project area was replaced with DIP in 2000 when the neighborhood was
reconstructed. Water records indicate one property has experienced a frozen service in past winters. The
current project cost estimate includes casting replacement only.
Sanitary Sewer
Approximately four percent of the sanitary sewer in the project area was replaced with PVC in 2000 when
the area was reconstructed. The remaining sanitary sewer in the area consists of 8-inch diameter VCP
installed in 1961 and 1969. There is no history of root intrusion in this area. The current project cost estimate
includes casting replacement only.
Storm Sewer
th
The storm sewer in the project area drains south to a trunk line on 70Avenue and then east to the Mississippi
River. This storm sewer consists of 12-inch to 21-inch diameter RCP installed in 1969 and 2000. The current
project estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes no street light replacement.
313
Garden City North Area Mill and Overlay - 2029
The east portion of the Garden City Central project area extends
from Brooklyn Boulevard to Xerxes Avenue from Interstate 94
rd
to 63Avenue, and the west portion includes Halifax Drive,
Grimes Avenue and France Avenue north of 63rd Avenue. The
project area contains a total of 18,390 linear feet of local streets.
The neighborhood consists of approximately 305 residential
properties, one school property, 10 multi-family properties (R5)
and four commercial properties.
Streets
The Garden City Central project area was last reconstructed in
2001. The streets within the project area consist of 30-foot wide roads with concrete curb and gutter. The
current cost estimate assumes street improvements that consist of approximately 20 percent concrete
replacement and a 2-inch mill and overlay in areas with no proposed utility replacement (81 percent of the
project area). In utility replacement areas, the cost estimate assumes 50 percent curb replacement, 20 percent
sidewalk replacement and full depth pavement replacement.
Water main
Approximately 85 percent of the water main in the Garden City North area was replaced with DIP in 2001
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch and 8-
inch CIP installed in 1956, 1959, 1962 and 1974. Records indicate there have been two water main breaks in
the neighborhood on the older water main and one property in the area has experienced a frozen water service
in past winters. The current project estimate includes replacing old water main in the areas west of Brooklyn
th
Boulevard and at 65 Avenue and Xerxes Avenue. In the remainder of the project area the cost estimate
assumes casting replacement only.
Sanitary Sewer
Approximately 68 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 2001. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1958, 15-inch diameter RCP installed in 1956 and 24-inch corrugated metal pipe lined with CIPP
in 1995. Approximately 10 percent of the sanitary sewer is subject to frequent problems with root intrusion.
Root sawing must be performed on all of the VCP in the area an annual basis to maintain the system
conveyance capacity. The current project estimate includes replacement of the existing VCP and RCP
sanitary sewer from the 1950s and casting replacement in the remaining areas.
Storm Sewer
Approximately 78 percent of the storm sewer in the project area was installed in 2001 when the neighborhood
was reconstructed. The remaining pipe consists of 18-inch, 66-inch and 72-inch pipe installed in rear and
side lot easements in 1956 and 1965. The storm sewer in this neighborhood drains to Shingle Creek. The
th
Avenue rear lot easement, structure
current cost estimate includes replacing the older storm sewer in the 64
casting replacement and isolated portions of lateral storm sewer as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2001. The current cost estimate includes upgrading all lights to LED luminaires.
314
Garden City South Area Mill and Overlay - 2030
The Garden City South project area extends from Brooklyn
st
Boulevard to Upton Avenue from Northway Drive to 61 Avenue,
and includes Xerxes Avenue from Northway Drive to the Interstate
94 bridge. The project area contains a total of 19,418 linear feet of
local streets. The neighborhood consists of approximately 241
residential properties, three church properties, one multi-family
property (R5) and five commercial properties.
Streets
Xerxes Avenue is designated as a MSA Route. The Garden City
South project area was last reconstructed in 2002. The local streets
within the project area consist of 30-foot wide roads with concrete
curb and gutter and Xerxes Avenue is a 70-foot wide road with a
center median. The current cost estimate assumes street
improvements that consist of approximately 30 percent curb
replacement, a 2-inch mill and overlay on local streets, a 3-inch mill
and overlay on Xerxes Avenue and 20 percent sidewalk
replacement on Xerxes Avenue.
Water main
Approximately 34 percent of the water main in the Garden City
South area was replaced with DIP in 2002 when the neighborhood
was reconstructed. The remaining water main in the area consists of
6-inch, 8-inch and 12-inch CIP installed in 1956, 1961, 1964 and 1966. Records indicate there have been two
water main breaks in the neighborhood on the older water main and two properties in the area have
experienced frozen water services in past winters. The current project estimate includes lining the 1950s and
1960s water main in the area and insulating the frozen water services. In the remainder of the project area the
cost estimate assumes casting replacement only.
Sanitary Sewer
Approximately 50 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 2002. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1957, 1958, 1964 and 1965, and sanitary force main consisting of 16-inch CIP installed in 1966.
Root sawing must be performed on 12 percent of the VCP in the area on an annual basis to maintain the
system conveyance capacity. The current project estimate includes lining of the existing VCP sanitary sewer
from the 1950s and 1960s and casting replacement in the remaining areas.
Storm Sewer
Approximately 61 percent of the storm sewer in the project area was installed in 2002 when the neighborhood
was reconstructed. The remaining pipe consists of 15-inch to 27-inch and 72-inch RCP installed in 1956,
1964, 1965 and 1966. The storm sewer in this neighborhood drains to Shingle Creek. The current project
estimate includes lining of the existing RCP storm sewer from the 1950s and 1960s and structure casting
replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2002. The current cost estimate includes replacing the one wood pole with one
st
fiberglass pole with a cut-off type LED light fixture and underground power on Xerxes Avenue north of 61
Avenue.
315
Southwest Area Mill and Overlay- 2031
The Southwest project area extends from France Avenue to Brooklyn
rdth
Blvd from 53 Avenue to 55 Avenue; Twin Lake Avenue to Azelia
Avenue from Lakeside Avenue to the cul-de-sacs north of Lakebreeze
th
Avenue; and includes Azelia Avenue, 50Avenue from France to west
rd
the railroad tracks, and France Avenue from the south cul-de-sac to 53
Avenue. The project area contains a total of 17,208 linear feet of local
streets. The neighborhood consists of approximately 180 single family
residential properties (R1 and R2), 36 multi-family properties (R4 and
R5), 12 Industrial properties, one commercial property and one school.
Streets
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The Brooklyn Boulevard service road, 53Avenue, France Avenue
rdth th
from 53 Avenue to 50Avenue, 50Avenue, and Azelia Avenue from
Lakebreeze Avenue to the railroad tracks are all designated as a MSA Routes. The Southwest project area
was last reconstructed between 2002 and 2005. The local streets within the project area consist of 30-foot
rd
wide roads with concrete curb and gutter. The Brooklyn Blvd Service Road, 53Avenue and France Avenue
are 32-foot wide roads, and Azelia Avenue from Lakebreeze Avenue to the railroad tracks is a 38-foot road.
The current cost estimate assumes street improvements that consist of approximately 40 percent concrete
replacement and a 2-inch mill and overlay.
Water main
Approximately 42 percent of the water main in the Southwest project area was replaced with DIP between
2002 and 2005 when the neighborhood was reconstructed. The remaining water main in the area consists of
6-inch, 8-inch, 10-inch and 12-inch CIP installed in 1956, 1958, 1960, 1961, 1961, 1964, 1968, and 1973.
Records indicate there have been three water main breaks in the neighborhood on the older water main and
three properties in the area have experienced frozen water services in past winters. The current project
estimate includes lining the 1950s, 1960s and 1970s water main in the area and insulating the frozen water
services. In the remainder of the project area the cost estimate assumes casting replacement only.
Sanitary Sewer
Approximately 60 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed between 2002 and 2005. The remaining sanitary sewer consists of 8-inch
diameter VCP installed in 1960 and 1961, 15-inch RCP installed in 1956 and 8-inch PVC installed in 1977
and 1999. Root sawing must be performed on 18 percent of the sanitary sewer on an annual basis to maintain
the system conveyance capacity. The current project estimate includes lining of the existing VCP sanitary
sewer from the 1950s and 1960s and casting replacement in the remaining areas.
Storm Sewer
Approximately 82 percent of the storm sewer in the project area was installed between 2002 and 2005 when
the neighborhood was reconstructed. The remaining pipe consists of 15-inch to 48-inch RCP installed in
1938 and 1957. The storm sewer in northeast portion of the project area flows to the ponds at Centerbrook
Golf Course, and the southwest portion of the project area flow to Upper and Middle Twin Lakes. The
current cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer
as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed between 2002 and 2005. The current cost estimate includes replacing the standard light
fixtures with a cut-off type LED light fixture.
316
Happy Hollow Mill and Overlay - 2032
The Happy Hollow project area extends from Lilac Drive
th
to Brooklyn Boulevard and 49 Avenue to the extension
st
of 51 Avenue; France Avenue to Drew Avenue from
th
47 Avenue to Lakebreeze Avenue; and includes
Lakebreeze Avenue/France Avenue from Azelia Avenue
to the southern City limits. The project area contains a
total of 10,902 linear feet of local streets. The
neighborhood consists of approximately 95 single family
residential properties (R1), four multi-family properties
(R5), 10 industrial properties, and one commercial
property.
Streets
The Happy Hollow project area was last reconstructed between 2002 and 2005. Lakebreeze Avenue and
France Avenue are designated as a MSA Routes. The local streets within the project area consist of 30-foot
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wide roads with concrete curb and gutter. Lilac Drive north of 50Avenue is a 24-foot road, 47Avenue is
th
a 27-foot road, 48 Avenue is a 38-foot road, and the road width on Lakebreeze Avenue and France Avenue
varies with concrete islands separating the driving lanes. The current cost estimate assumes street
improvements that consist of approximately 40 percent concrete replacement and a 2-inch mill and overlay.
Water main
Approximately 84 percent of the water main in the Happy Hollow project area was replaced with DIP
between 2002 and 2003 when the neighborhood was reconstructed. The remaining water main in the area
consists of 6-inch, 8-inch and 10-inch CIP installed in 1958, 1960, 1964 and 1967. Records indicate there
have been no water main breaks in the neighborhood and one property in the area has experienced a frozen
water service in past winters. The current project estimate includes lining the 1950s and 1960s water main in
the area and insulating the frozen water service. In the remainder of the project area the cost estimate assumes
casting replacement only.
Sanitary Sewer
Approximately 75 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed between 2002 and 2003. The remaining sanitary sewer consists of 8-inch
th
and 10-inch diameter VCP and CIP installed in 1960. The sanitary sewer on 50Avenue owned and
maintained by the Metropolitan Council and consists of 30-inch and 33-inch diameter reinforced RCP
installed in 1955. Root sawing must be performed on 34 percent of the VCP in the area on an annual basis
to maintain the system conveyance capacity. The current project estimate includes lining of the existing VCP
and CIP sanitary sewer from 1960 and casting replacement in the remaining areas.
Storm Sewer
Approximately 84 percent of the storm sewer in the project area was installed between 2002 and 2005 when
the neighborhood was reconstructed. The remaining pipe consists of 21-inch installed in 1953. The storm
sewer in the project area flows to Ryan Lake and Middle Twin Lake. The current project estimate includes
lining of the existing RCP storm sewer from the 1950s and structure casting replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2002. The current cost estimate includes replacing the two wood pole with two
fiberglass poles with a cut-off type LED light fixture and replacing the standard light fixtures with a cut-off
type LED light fixture.
317
Southeast Alleys Improvements – 2032
The Southeast Alleyproject area includes all alleys
between Morgan Avenue and Dupont Avenue from
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53 Avenue to 57 Avenue. The project area
contains a total of 7,978 linear feet. The project area
consists of approximately 234 single family
residential properties (R1 and R2) and 2 multi-
family properties (R4).
Streets
Three of the alleys in the project area were 10 feet
wide, constructed with concrete in 1989. The
remaining alleys were constructed with bituminous
pavement in 1999 and 2000 and are also 10 feet
wide. The current cost estimate assumes complete
alley reconstruction with bituminous pavement and
without concrete curb and gutter.
Water main
There is no water main within the Southeast Alley project area.
Sanitary Sewer
There is no sanitary sewer within the Southeast Alley project area.
Storm Sewer
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The storm sewer in the project area drains to the trunk storm line on 55 Avenue and then east to the
Mississippi River. The existing storm sewer in the area consists of 10-inch PVC, 12-inch RCP, PVC and
CMP; and 15-inch PVC installed between 1974 and 1989. The current project estimate includes casting
replacement as necessary.
Street Lighting
The existing street light system contains overhead power with wood poles and non-standard light fixtures.
The current cost estimate assumes replacing four old light fixtures with cut-off type LED light fixtures on
the existing wood pole.
318
Northport Area Mill and Overlay- 2033
rd
The Northport project area extends from County Road 10 to 53
Avenue and from June Avenue to France Avenue. The project area
contains a total of 11,860 linear feet of local streets. The
neighborhood consists of approximately 178 single family residential
properties (R1).
Streets
The Northport project area was last reconstructed in 2004. Halifax
Avenue, Eckberg Drive and France Avenue south of Eckberg Drive
are designated as a MSA Routes. Indiana Avenue contains a 24-foot
wide road and the MSA Route contains 32-foot wide roads. The
remaining local streets within the project area consist of 30-foot wide
roads. All roads within the project area have concrete curb and gutter.
The current cost estimate assumes street improvements that consist of
approximately 30 percent curb replacement and a 2-inch mill and
overlay.
Water main
Approximately 99 percent of the water main in the Northport project
area was replaced with DIP in 2004 when the neighborhood was
reconstructed. The remaining water main in the area consists of 6-inch and 10-inch CIP installed between
1955 and 1967. Records indicate there have been no water main breaks in the neighborhood and no properties
have experienced a frozen water service in past winters. The current project estimate includes assumes casting
replacement.
Sanitary Sewer
All of the sanitary sewer in the project area was replaced with PVC when the neighborhood was reconstructed
in 2004. The current project estimate includes casting replacement.
Storm Sewer
Approximately 96 percent of the storm sewer in the project area was installed in 2004 when the neighborhood
was reconstructed. The remaining pipe consists of 15-inch and 18-inch pipe installed in 1960. The storm
sewer in the project area flows to Upper Twin Lake and a stormwater ponds at Northport Park. The current
project estimate includes casting replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2004. The current cost estimate assumes no street light replacements.
319
Lions Park South Mill and Overlay - 2034
The Lions Park South project area extends
from Russell Avenue to Logan Avenue and
rd
from Ericon Drive to 53 Avenue. The
project area contains a total of 12,741 linear
feet of local streets. The neighborhood
consists of approximately 188 single family
residential properties (R1).
Streets
The Lions Park South project area was last
reconstructed in 2005. Russell Avenue and
th
54 Avenue contain 32-foot wide roads. The
remaining local streets within the project
area consist of 30-foot wide roads. All roads
within the project area have concrete curb
and gutter. The current cost estimate assumes street improvements that consist of approximately 30 percent
curb replacement and a 2-inch mill and overlay.
Water main
All of the 6-inch diameter water main in the Lions Park South project area was replaced with DIP in 2005
when the neighborhood was reconstructed. The remaining water main in the area consists of 16-inch steel
installed in 1965. Records indicate there have been no water main breaks in the neighborhood and no
properties have experienced a frozen water service in past winters. The current project estimate includes
assumes casting replacement only.
Sanitary Sewer
All of the sanitary sewer in the project area was replaced with PVC when the neighborhood was reconstructed
in 2005. The current project estimate includes casting replacement only.
Storm Sewer
All of the storm sewer in the project area was installed in 2005 when the neighborhood was reconstructed.
The existing pipe consists of 12-inch to 36-inch pipe. The storm sewer in the project area flows to a trunk
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line on 55 Avenue and then to the Mississippi River, and to a storm water pond at Lions Park and then to
Shingle Creek. The current project estimate includes casting replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2005. The existing stand-alone poles in the project area are owned and maintained
by the City. The current cost estimate assumes no street light replacements.
320
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73 Avenue Mill and Overlay (Penn Ave to Humboldt Ave) - 2034
rd
The 73 Avenue
project extends from
Penn Avenue to
Humboldt Avenue.
The project area
contains a total of
2,606 linear feet of
local streets. The
neighborhood consists
of approximately 20
single family residential properties (R1).
Streets
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73 Avenue is the border between Brooklyn Center and Brooklyn Park. The 73rd Avenue project area was
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last reconstructed in 2004 by the City of Brooklyn Park. 73 Avenue contains a 32-foot wide road with
concrete curb and gutter. The current cost estimate assumes construction will be performed by Brooklyn
Park and the cost will be shared 50 percent by each city. The estimate assumes street improvements that
consist of approximately 30 percent curb replacement and a 2-inch mill and overlay.
Water main
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Avenue project area was replaced with PVC in 2004
Approximately 65 percent of the water main in the 73
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch CIP
installed in 1967. Records indicate there has been one water main break in the neighborhood and one property
has experienced a frozen water service in past winters. The current project estimate includes assumes lining
the 1967 water main and insulating the frozen water service. In the remainder of the project area the cost
estimate assumes casting replacement that shall be paid fully by Brooklyn Center.
Sanitary Sewer
Approximately 48 percent of the sanitary sewer main in the project area was replaced with PVC when the
neighborhood was reconstructed in 2004. All of the existing sanitary manholes were left in place. The
remaining water main in the area consists of 8-inch diameter VCP installed in 1967. The current project
estimate includes lining the 1967 sanitary sewer and complete casting replacement in the remainder of the
project area. The cost shall be paid fully by Brooklyn Center.
Storm Sewer
All of the storm sewer in the project area was installed in 2004 when the neighborhood was reconstructed.
The existing storm sewer consists of 12-inch to 18-inch diameter RCP that drains west to Palmer Lake and
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Avenue and then to the Mississippi River. The current project estimate
drains east to the trunk line on 70
includes casting replacement as necessary and the cost will be shared by the two cities.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2004. The current cost estimate assumes no street light replacements.
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Centerbrook Area Mill and Overlay - 2035
The Centerbrook project area is bounded by Highway
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100 on the west, Logan Avenue on the east, 57
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Avenue on the north and 55 Avenue on the south.
The project area contains a total of 9,105 linear feet of
local streets. The neighborhood consists of
approximately 132 single family residential properties
(R1) and four commercial properties (C1 and C2).
Streets
The Centerbrook project area was last reconstructed in
2006. The south section of Lilac Drive N contains a
28-foot wide road. The remaining local streets within
the project area consist of 30-foot wide roads. All
roads within the project area have concrete curb and gutter. A 10-foot wide bituminous trail was installed on
the west side of Lilac Drive N in 2006 when the neighborhood was reconstructed. The current cost estimate
assumes street improvements that consist of approximately 30 percent curb replacement, a 2-inch mill and
overlay, and full depth trail replacement.
Water main
Approximately 89 percent of the water main in the Northport project area was replaced with DIP in 2006
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch and 8-
inch CIP installed in 1964 and 1965. Records indicate there have been no water main breaks in the
neighborhood and two properties have experienced a frozen water service in past winters. The current project
estimate includes assumes casting replacement.
Sanitary Sewer
Approximately 96 percent of the sanitary sewer in the project area was replaced with PVC or CIPP liner
when the neighborhood was reconstructed in 2006. The remaining sanitary sewer consists of 8-inch diameter
VCP installed in 1965. The current project estimate includes casting replacement.
Storm Sewer
Approximately 80 percent of the storm sewer was installed when the project area was reconstructed in 2006.
The remaining storm sewer consists of 48-inch RCP installed in 1988 and 15-inch RCP installed in 1996.
The majority of the project area drains to the west to storm water ponds at the Centerbrook Golf Course or
drainage ditches along Highway 100, and then flows to Shingle Creek. The remaining storm sewer flows
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east to at storm water trunk line on 55 Avenue and then to the Mississippi River. The current project
estimate includes casting replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2006. The existing stand-alone poles in the project area are owned and maintained
by the City. The current cost estimate assumes no street light replacements.
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Shingle Creek Pkwy/Summit Dr/Earle Brown Dr Mill and Overlay - 2035
This project area extends on Shingle Creek Pkwy from Bass
Lake Road (County Road 10) to I-694, Earle Brown Drive from
Summit Drive to the Earle Brown Heritage Center, and includes
all of Summit Drive. The project area contains a total of 8,595
linear feet of local streets. The project area consists of
approximately one multi-family property (R7), three planned use
development (PUD), and 18 commercial properties (C1A and
C2).
Streets
This project area was last reconstructed between 2005 and 2006.
Shingle Creek Pkwy and Summit Drive are designated as a MSA
Routes. The local streets within the project area consist of 32-
foot to 50-foot wide roads with concrete curb and gutter. Shingle
Creek Pkwy has concrete and landscaped islands separating the
driving lanes. The current cost estimate assumes street
improvements that consist of approximately 40 percent concrete
replacement, a 3-inch mill and overlay on Shingle Creek Pkwy
and Summit Drive, and a 2-inch mill and overlay on Earle Brown Drive.
Water main
The water main in the area consists of 8-inch, 10-inch, 12-inch and 16-inch CIP and DIP installed in 1961,
1969, 1974, and 1981. Records indicate there have been nine water main breaks in the area and no properties
in the area have experienced a frozen water service in past winters. The current project estimate includes
replacing all valves and hydrants in the project area, replacing 30 percent of the water main on Summit Drive,
and lining the remaining CIP installed in the early 1960s.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch, 10-inch, and 12-inch VCP, PVC, RCP, and ABS
truss pipe. Approximately 34 percent of the sanitary sewer in the project area was replaced with PVC when
the area was reconstructed between 2005 and 2006. One segment of sanitary sewer requires annual jet
cleaning, but root saw maintenance is not required in the project area. The current project estimate includes
lining of the existing VCP, RCP, and ABS truss pipe and casting replacement in the remaining areas.
Storm Sewer
Approximately 6 percent of the storm sewer in the project area was installed between 2005 and 2006 when
the area was reconstructed. The remaining pipe consists of 12-inch to 72-inch RCP installed in 1969, 1971,
and 1981. The storm sewer in the south half of the project area flows west to Shingle Creek. The north half
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Avenue and then east to the Mississippi River. The
of the project area flows north to a trunk line on 65
current project estimate includes replacing storm sewer impacted by water main replacement and casting
replacement.
Street Lighting
The north half of the project area contains a City owned lighting system with underground power, aluminum
poles and decorative light fixtures. This lighting system is schedule to be updated with a separate project in
2023. The current cost estimate assumes no street light replacements.
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Freeway Boulevard Area Improvements - 2036
This project area extends on Freeway Blvd from the Shingle
Creek bridge to Humboldt Avenue, on Shingle Creek Pkwy
from the I-694 bridge to Freeway Blvd, and James Circle
south of Freeway Blvd. The project area contains a total of
4,993 linear feet of local streets. The project area consists of
approximately one multi-family property (R5), 11 commercial
properties (C2), and 7 industrial properties (I1).
Streets
This project area was last reconstructed in 2007. Freeway Blvd
and Shingle Creek Pkwy are designated as MSA Routes. The
local streets within the project area consist of 28-foot to 44-
foot wide roads with concrete curb and gutter. Shingle Creek Pkwy has concrete islands separating the
driving lanes. The current cost estimate assumes full depth pavement replacement, 40 percent curb
replacement, and complete sidewalk replacement.
Water main
The water main in the area consists of 8-inch, 10-inch, 12-inch and 16-inch CIP and DIP installed in 1969,
1974, 2006, and 2009. Records indicate there have been two water main breaks in the area and no properties
in the area have experienced a frozen water service in past winters. The current project estimate includes
replacing all valves and hydrants in the project area, and replacing all of the existing CIP water main.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch and 10-inch VCP and PVC pipe. Approximately 38
percent of the sanitary sewer in the project is PVC installed in 1969 and 1988. Approximately 13 percent of
the sanitary sewer is subject to frequent problems with root intrusion. Root sawing must be performed on an
annual basis to maintain the system conveyance capacity. The current project estimate includes replacing the
existing VCP pipe and casting replacement throughout the project area.
Storm Sewer
The storm pipe within the project area consists of 12-inch to 60-inch RCP installed in 1969, 1974, 1978, and
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Avenue and then east to the Mississippi
1988. The storm sewer in the project area flows to a trunk line on 65
River. The current project estimate includes casting replacement only.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures
for all freestanding poles. The current cost estimate assumes no street light replacements.
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Riverwood Area Improvements - 2036
The Riverwood project area is bounded by Highway 252 on the west, the
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Mississippi River on the east, 73 Avenue on the north, and I-694 on the south.
The project area contains a total of 17,897 linear feet of local streets. The
neighborhood consists of approximately 201 single family residential
properties (R1) and 32 multi-family residential properties (R2, R3, R4, and
R5).
Streets
Riverwood Lane was built in 2002 and the remaining area was reconstructed
in 2007. West River Road and the north block of Dallas road were overlaid
and the remaining streets were completely reconstructed. All local streets
within the project area consist of 30-foot wide roads with concrete curb and
gutter. A 10-foot wide bituminous trail was installed on the west side of West
River Road in 1990. A five-foot concrete sidewalk was installed on the west
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side Willow Lane south of 66 Avenue in 2007. The current cost estimate
assumes street improvements that consist of approximately 40 percent curb
replacement and full depth pavement replacement.
Water main
Approximately 72 percent of the water main in the Riverwood project area was
replaced with DIP in 1990, 2002, and 2007. The remaining water main in the
area consists of 6-inch, 8-inch and 10-inch CIP installed between 1961 and
1971. Records indicate there have been 10 water main breaks in the
neighborhood and one property has experienced a frozen water service in past winters. The current project
estimate includes replacement of the existing CIP water main and replacing valves and hydrants throughout
the project.
Sanitary Sewer
Approximately 54 percent of the sanitary sewer in the project are contains new PVC and DIP pipe installed
in 2002 and 2007. The remaining sanitary sewer consists of 8-inch and 10-inch diameter VCP and 15-inch
RCP pipe installed between 1960 and 1968. The current project estimate includes replacing the existing VCP
and RCP and casting replacement throughout the project area. The existing RCP sanitary pipe on Willow
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Lane south of 70 Avenue is scheduled to be lined with a separate project in 2030.
Storm Sewer
Approximately 62 percent of the storm sewer was installed when the project area was reconstructed in 2002
and 2007. The storm sewer in the project area consists of 12-inch to 78-inch RCP, HDPE, and 4-inch
diameter drain tile installed between 1957 and 2007. The project area drains east to the Mississippi River.
The current project estimate includes storm sewer replacement as needed for sanitary sewer and water main
replacement and casting replacement throughout the project.
Street Lighting
All existing standalone street lights within the project area have fiberglass poles and standard light fixtures,
which were installed in 2007. The existing stand-alone poles in the project area are owned and maintained
by the City. The current cost estimate assumes no street light replacements.
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Water Main and Sanitary Sewer Improvements
Freeway and Highway Utility Crossing Replacement - 2022
This project includes lining approximately 2,600’ of sanitary sewer pipes that were installed between 1955
and 1992 which cross under Interstate 94, Interstate 694, Highway 100, and Highway 252. This project also
includes replacement of approximately 1,500’ of water main which varies in sizes from 6-inch to 10-inch
diameter cast iron pipe (CIP) that were installed between 1961 and 1968 under Highway 252. The water main
replacements would be coordinated with the TH 252/66th Avenue Interchange and 70th Avenue Pedestrian
Overpass project.
Lift Station No. 4 Rehabilitation - 2022
This project includes the rehabilitation of lift station No. 4 with a full evaluation of pumps, control equipment
and appurtenances.
I94/Dupont Ave Water Main Crossing Replacement - 2022
The existing water main which crosses under Interstate 94 near Dupont Avenue consists of 24-inch diameter
welded steel pipe installed in 1963. Water records indicate three main breaks have occurred just north of
Interstate 94 but required either lane closures or ramp closures to repair. The repairs have all been quite
expensive and disruptive. This project includes jacking approximately 700’ of new 24-inch diameter water
main within a casing pipe under Interstate 94 near Dupont Avenue from Lilac Drive to just north of Interstate
94.
Water Treatment Plant Redundant Water Main Connection - 2022
The Water Treatment Plant has been in service since January 2016. This project includes installation of
approximately 1,100’ of new 20-inch diameter water main within the Evergreen Park to provide a redundant
water main connection to the water main distribution system. The redundant connection is desired in the
event the existing connection requires repair which could otherwise result in disruption of water service to
the community.
Well No. 7 and Water Treatment Plant HSP No. 1 - 2022
The rehabilitation of the well was completed in 2016. Well needs complete rehabilitation of motor and pump.
High Service Pump No. 1 started operation in 2015 with the new Water Treatment Plant. The HSP needs
complete rehabilitation of motor and pump.
Lift Station No. 5 Rehabilitation - 2023
This project includes the rehabilitation of lift station No. 5 with a full evaluation of pumps, control equipment
and appurtenances.
Lift Station No. 9 Rehabilitation - 2023
This project includes the rehabilitation of lift station No. 9 with a full evaluation of pumps, control equipment
and appurtenances.
Lift Station No. 9 Force Main Replacement - 2023
The existing force main located south of lift station No. 9 was installed in 1969 and consists of 12-inch DIP,
which was verified in 2010 through an exploratory open excavation. Approximately 1,300-feet is proposed
to be replaced.
Well Nos. 4 and 9; Water Treatment Plant HSP No. 2 - 2023
The rehabilitation of both wells was completed in 2017. Both wells need complete rehabilitation (motors,
pumps, MCC and SCADA upgrades). High Service Pump No. 2 started operation in 2015 with the new Water
Treatment Plant. The HSP needs complete rehabilitation of motor and pump.
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Well Nos. 6 and 8; Water Treatment Plant HSP No. 3 - 2024
The rehabilitation of both wells will be completed in 2018. Both wells need complete rehabilitation (motors,
pumps, MCC and SCADA upgrades). High Service Pump No. 3 started operation in 2015 with the new Water
Treatment Plant. The HSP needs complete rehabilitation of motor and pump.
Well Nos. 2 and 3; Water Treatment Plant HSP No. 4 - 2025
The rehabilitation of both wells will be completed in 2019. The wells need complete rehabilitation of motor
and pump. High Service Pump No. 4 started operation in 2015 with the new Water Treatment Plant. The HSP
needs complete rehabilitation of motor and pump.
Lift Station No. 3 Rehabilitation - 2026
This project includes the rehabilitation of lift station No. 3 with a full evaluation of pumps, control equipment
and appurtenances.
Well No. 5 and Water Treatment Plant HSP (BW) - 2026
The rehabilitation of the well will be completed in 2020. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump (BW) was last completed in 2021. The HSP needs
complete rehabilitation of motor and pump.
Well No. 10 and Water Treatment Plant HSP No. 1 - 2027
The rehabilitation of the well will be completed in 2021. Well needs complete rehabilitation of motor and
pump. The rehabilitation of High Service Pump No. 1 was last completed in 2022. The HSP needs complete
rehabilitation of motor and pump.
Water Meter Full System Replacement- 2028
This project will include the complete replacement of the water meter reading system. This will include new
meter registers, meter body, battery, reading software and reading hardware. The decision will need to be
made to continue with the mobile drive by reading or fully move to the fixed read network.
Well No. 7 and Water Treatment Plant HSP No. 2 - 2028
The rehabilitation of the well will be completed in 2022. Well needs complete rehabilitation of motor and
pump. The rehabilitation of High Service Pump No. 2 was last completed in 2023. The HSP needs complete
rehabilitation of motor and pump.
Lift Station Nos. 7 and 10 Rehabilitation - 2029
This project includes the rehabilitation of lift station No. 7 and No. 10 with a full evaluation of pumps, control
equipment and appurtenances.
Well Nos. 4 and 9; Water Treatment Plant HSP No. 3 - 2029
The rehabilitation of both wells will be completed in 2023. Both wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 3 was last completed in 2024. The HSP needs
complete rehabilitation of motor and pump.
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Sanitary Sewer Lining (Mississippi River Trunk North of I-694 to 70 Avenue/Willow Lane) - 2030
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This project extends from the manhole at 70 Avenue and Willow Lane to the Manhole at the dead end, north
of Interstate 694 on Willow Lane. The existing line is 4,178-feet of 18-inch reinforced concrete pipe (RCP)
and 1,451-feet of 21-inch RCP. This is the main trunk line that carries the sewage out of the NE quadrant of
the City to Lift Station No. 2.
Lift No. 2 Forcemain Lining (Under I-94) - 2030
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The existing 406-foot section of 16-inch DIP forcemain, located under I-94 at 52 Avenue in Minneapolis,
was installed in 1980 with the I-94 project. The projected life span of this section of pipe is 50 years. Lining
this section of pipe will require an extensive bypass as well as an open excavation on the eastside of I-94. In
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2008 a new forcemain was installed from lift station No. 2 to the I-94 crossing on the east side of 52
Avenue.
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Well Nos. 6 and 8; Water Treatment Plant HSP No. 4 - 2030
The rehabilitation of both wells will be completed in 2024. Both wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 4 was last completed in 2025. The HSP needs
complete rehabilitation of motor and pump.
Lift Station No. 1 Generator Replacement – 2031
This project will be a replacement of the generator only. The closed transition generator transfer switch will
have been replaced in a prior year. The existing generator is a 1996 model with a typical lifespan of 35 years.
Well Nos. 2 and 3; Water Treatment Plant HSP (BW) - 2031
The rehabilitation of both wells will be completed in 2025. The wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump (BW) was last completed in 2026. The HSP needs
complete rehabilitation of motor and pump.
Well No. 5 and Water Treatment Plant HSP No. 1 - 2032
The rehabilitation of the well will be completed in 2026. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 1 was last completed in 2027. The HSP needs
complete rehabilitation of motor and pump.
Well No. 10 and Water Treatment Plant HSP No. 2 - 2033
The rehabilitation of the well will be completed in 2027. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 2 was last completed in 2028. The HSP needs
complete rehabilitation of motor and pump.
Well No. 7 and Water Treatment Plant HSP No. 3 - 2034
The rehabilitation of the well will be completed in 2028. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 3 was last completed in 2029. The HSP needs
complete rehabilitation of motor and pump.
Well Nos. 4 and 9; Water Treatment Plant HSP No. 4- 2035
The rehabilitation of both wells will be completed in 2029. Both wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 4 was last completed in 2030. The HSP needs
complete rehabilitation of motor and pump.
Well Nos. 6 and 8; Water Treatment Plant HSP (BW) - 2036
The rehabilitation of both wells will be completed in 2030. Both wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service (BW) was last completed in 2031. The HSP needs complete
rehabilitation of motor and pump.
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Street Light and Traffic Signal Improvements
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Summit Avenue) - 2023
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Traffic Signal System Rehabilitation (Shingle Creek Parkway/John Martin Drive) - 2023
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes) - 2023
The 35 ornamental lights located within the Earle Brown area at the nodes (intersections) along a portion of
Shingle Creek Parkway, Summit Drive, Earle Brown Drive and John Martin Drive were installed in 1986.
The typical life expectance of this lighting system is approximately 30 years. The City has no remaining
replacement poles or luminaires that match the existing system and matching luminaires are no longer
available from suppliers. The existing system is generally rated in fair to poor shape with increasing
maintenance costs. The project includes replacement of the existing decorative lighting system at the
intersections/nodes with a new, advanced system using current technology.
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Brookdale Square) - 2025
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Coordination with the future development of the Opportunity Site must also occur with this improvement
project.
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Brooklyn Boulevard (65 Ave to Brooklyn Park Border) Street Light Replacement - 2032
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The 76 street lights north of 65Avenue to the Brooklyn Park border will have reached their proposed
lifecycle and need to be replaced. Proposed 35’ painted aluminum poles with LED shoebox style fixture. The
light pole bases and wire should not need to be replaced.
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Traffic Signal System Rehabilitation (65Avenue/Dupont Avenue) - 2033
The traffic signal system was installed in 1990 and partially rehabilitated in 2007. According to MnDOT, the
expected useful service life of a traffic signal system is approximately 30 years. The traffic signal system will
be evaluated for needed system improvements. Proposed improvements are anticipated to contain complete
system rehabilitation and replacement including video detection, EVP, countdown pedestrian heads, APS
and flashing yellow left turn arrow upgrade.
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Avenue/Camden Avenue) - 2033
Traffic Signal System Rehabilitation (66
The traffic signal system was installed in 1999. According to MnDOT, the expected useful service life of a
traffic signal system is approximately 30 years. The traffic signal system will be evaluated for needed system
improvements. Proposed improvements are anticipated to contain complete system rehabilitation and
replacement including video detection, EVP, countdown pedestrian heads, APS and flashing yellow left turn
arrow upgrade.
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Capital Maintenance Building Plan
Yearly Capital Maintenance Building Plan Projects
In 2007 the City approved an 18-year Capital Building Maintenance Plan that includes short and long-term
building and facility improvements. The following buildings and facilities are covered under this plan: city
hall, community center, public works facility, public works cold storage building, public works salt/sand
storage building, police station, west fire station, east fire station, Centerbrook Golf Course club house,
Centerbrook Golf Course maintenance building, Centerbrook Golf Course storage garage, sanitary lift station
Nos. 1 and 2, municipal well Nos. 2-10, Evergreen Park building, Garden City Park building, Centennial
Park west building, Centennial Park plaza, Centennial Park gazebo, Kylawn Park building and West Palmer
Park building. In 2016, the 2007 plan was replaced with the new asset management planning program
(Facility Dude). Thereafter, CIP projects have been updated starting in the 2017 budgeting process using
Facility Dude data.
Storm Water Improvements
Storm Water Management Basins
In 2015, the City hired WSB and Associates to conduct a condition assessment of the City-maintained storm sewer
system and storm water management ponds located throughout the City. The assessment process resulted in a list
of improvements to address problems with erosion, sediment accumulation, inlet and outlet blockages and other
miscellaneous maintenance issues. Below are improvement projects that are part of the City’s Storm Drainage
Utility, using the City’s Storm Water Asset Management Plan (SWAMP) program developed by WSB and
Associates that uses an annual sediment loading rate to predict sediment accumulation for project prioritization.
Storm Water Pond 12-001- 2022
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Pond 12-001 is located north of 53Avenue at the end of Upton Avenue adjacent the Centerbrook Golf Course.
The pond receives runoff from approximately 0.5 acres of park land, but is part of a chain of ponds providing
storm water treatment. This pond was constructed in 1997. The proposed work consists of the removal of sediment
and the installation of a skimmer to improve water quality treatment performance of the pond.
Storm Water Pond 12-006 - 2022
Pond 12-006 is located in Lions Park adjacent to the Centerbrook Golf Course. The pond receives runoff from
approximately 42 acres of upstream residential development. This pond was constructed in 2005. The proposed
work consists of the removal of sediment to restore the water quality treatment performance of the pond.
Storm Water Pond 57-003 - 2022
Pond 57-003 is located north of 69th Avenue just north of the City’s Public Works facility. The pond receives
runoff from approximately 3.0 acres of upstream park and trail runoff. This pond was constructed in 1996. The
performance of this pond is limited due to the accumulation of sediment and the abundance of wetland plants and
cattails. The proposed work consists of the removal of sediment and vegetation to restore the water quality
treatment performance of the pond.
Storm Water Pond 48-001 - 2023
Pond 48-001 is located south of Odyssey Academy. The pond receives runoff from approximately 54 acres of
upstream residential development. This pond was constructed in 1997. The proposed work consists of the removal
of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 17-001 - 2025
Pond 17-001 is located north of 65th Avenue. The pond receives runoff from approximately 85 acres of upstream
residential development. The performance of this pond maybe limited due to the accumulation of sediment. The
proposed work consists of the removal of sediment to restore the water quality treatment performance of the pond.
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Storm Water Pond 41-001 - 2026
Pond 41-001 is located east of 7100 Brooklyn Boulevard. The pond receives runoff from approximately 30 acres
of residential and commercial development and has access issues. This pond was constructed in 1995. The
proposed work consists of removal of sediment, bank stabilization to control erosion and the installation of a
skimmer to enhance the water quality treatment performance of the pond.
Storm Water Pond 41-002 - 2026
Pond 41-002 is located north of Woodbine Lane and west of France Avenue. The pond receives runoff from
approximately 36 acres of upstream residential development. This pond was constructed in 1995. The performance
of this pond is limited due to the accumulation of sediment. The proposed work consists of the removal of sediment
to restore the water quality treatment performance of the pond.
Storm Water Pond 53-001 - 2026
Pond 53-001 is located between Beard Avenue and Zenith Avenue adjacent to 69th Avenue. The pond receives
runoff from approximately 35 acres of upstream residential development. This pond was constructed in 1993. The
performance of this pond is limited due to the accumulation of sediment and the abundance of wetland plants and
cattails. The proposed work consists of the removal of sediment and vegetation to restore the water quality
treatment performance of the pond.
Storm Water Pond 11-001 - 2029
Pond 11-001 is located near the parking lot at Centerbrook Golf Course. The pond receives runoff from
approximately 33 acres of upstream residential development. This pond was constructed in 2006. The performance
of this pond maybe limited due to the accumulation of sediment. The proposed work consists of the removal of
sediment to restore the water quality treatment performance of the pond.
Storm Water Pond 59-003 - 2029
Pond 59-003 is located north of the parking lot at Brooklyn Center Community Center. The pond receives runoff
from approximately 1.7 acres of upstream parking lot runoff. This pond was constructed in 2001. The performance
of this pond is limited due to the accumulation of sediment and the abundance of wetland plants and cattails. The
proposed work consists of the removal of sediment and vegetation to restore the water quality treatment
performance of the pond.
Storm Water Pond 60-003 - 2029
Pond 60-003 is located south of the parking lot at City Hall. The pond receives runoff from approximately 2.0
acres of upstream parking lot runoff. This pond was constructed in 2001. The performance of this pond is limited
due to the accumulation of sediment and the abundance of wetland plants and cattails. The proposed work consists
of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 63-001 - 2029
Pond 63-001 is located north of the parking lot at the Community Center. The pond receives runoff from
approximately 4.0 acres of upstream street runoff. The performance of this pond maybe limited due to the
accumulation of sediment. The proposed work consists of the removal of sediment to restore the water quality
treatment performance of the pond.
Storm Water Pond 63-002 - 2029
Pond 63-002 is located adjacent to Shingle Creek Parkway. The pond receives runoff from approximately 3.0
acres of upstream street runoff. The performance of this pond is limited due to the accumulation of sediment. The
proposed work consists of the removal of sediment and vegetation to restore the water quality treatment
performance of the pond.
Storm Water Pond 64-001 - 2029
Pond 64-001 is located adjacent to Shingle Creek Parkway. The pond receives runoff from approximately 0.5
acres of upstream runoff but the pond is mostly part of the larger pond network at the City Hall complex. The
proposed work consists of the removal of sediment to restore the water quality treatment performance of the pond.
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Storm Water Pond 57-004 - 2031
Pond 57-004 is located north of 69th Avenue with the Palmer Lake Park. The pond receives runoff from
approximately 4.0 acres of upstream street runoff. This pond was constructed in 1999. The performance of this
pond is limited due to the accumulation of sediment and the abundance of wetland plants and cattails. The
proposed work consists of the removal of sediment and vegetation to restore the water quality treatment
performance of the pond.
Storm Water Pond 57-005 - 2031
Pond 57-005 is located adjacent to the west of the Public Works facility. The pond receives runoff from
approximately 5.0 acres of upstream runoff from the Public Works yard. This pond was constructed in 1980. The
performance of this pond is limited due to the accumulation of sediment and the abundance of wetland plants and
cattails. The proposed work consists of the removal of sediment and vegetation to restore the water quality
treatment performance of the pond.
Storm Water Pond 70-002 - 2031
Pond 70-002 is located at the intersection of 65th Avenue and Willow Lane. The pond receives runoff from
approximately 3.5 acres of upstream residential runoff. This pond was constructed in 2001. The proposed work
consists of the removal of sediment to restore the water quality treatment performance of the pond
Storm Water Pond 12-002 - 2032
Pond 12-002 is located on the Centerbrook Golf Course. The pond receives runoff from approximately 356.3 acres
of upstream residential, commercial and highway runoff. This pond was constructed in 1998. The proposed work
consists of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 12-003 - 2032
Pond 12-003 is located on the Centerbrook Golf Course. The pond receives runoff from approximately 19.7 acres
of upstream commercial and golf course runoff. This pond was constructed in 1998. The proposed work consists
of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 12-004 - 2032
Pond 12-004 is located on the Centerbrook Golf Course. The pond receives runoff from approximately 19.7 acres
of upstream commercial and golf course runoff. This pond was constructed in 1998. The proposed work consists
of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 12-005 - 2032
Pond 12-005 is located on the Centerbrook Golf Course. The pond receives runoff from approximately 0.80 acres
of upstream golf course runoff. This pond was constructed in 1998. The proposed work consists of the removal
of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 18-001 - 2032
Pond 18-001 is located west of France Avenue at 57th Avenue. The pond receives runoff from approximately
112.8 acres of upstream residential runoff. This pond was constructed in 1980. The proposed work consists of the
removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 46-001 - 2036
Pond 45-001 is located west of Perry Avenue at Winchester Lane at Orchard Lane Park. The pond receives runoff
from approximately 90.8 acres of upstream residential runoff. This pond was constructed in 1996. The proposed
work consists of the removal of sediment and vegetation to restore the water quality treatment performance of the
pond.
Storm Water Pond 50-001 - 2036
Pond 50-001 is located west of Brooklyn Boulevard in Cahlander Park. The pond receives runoff from
approximately 165.1 acres of upstream residential runoff. This pond was constructed in 1995. The proposed work
consists of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
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Storm Water Pond 52-001 - 2036
Pond 52-001 is located west of Lee Avenue at 61st Avenue in the Arboretum. The pond receives runoff from
approximately 18.6 acres of upstream residential runoff. This pond was constructed in 1980. The proposed work
consists of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 60-001 - 2036
Pond 60-001 is located east of Xerxes Avenue and south of Brooklyn Drive. The pond receives runoff from
approximately 85.7 acres of upstream residential runoff. This pond was constructed in 2002. The proposed work
consists of the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 63-006 - 2036
Pond 63-006 is located south of James Circle. The pond receives runoff from approximately 10.5 acres of upstream
residential runoff. This pond was constructed in 1989. The proposed work consists of the removal of sediment
and vegetation to restore the water quality treatment performance of the pond.
65th Avenue Trunk Storm Sewer Rehabilitation - 2023
The trunk line along 65th Avenue between Cahlander Park and Shingle Creek is deteriorating. A pipe joint repair
project was completed in the 1990’s. The storm sewer will need to be evaluated and rehabilitated.
61st Avenue and Perry Avenue Storm Sewer Improvement - 2023
The storm sewer at 61st Avenue and Perry Avenue has joint failures and sink holes which are leaking and causing
sediment transfer. The storm sewer will need to be evaluated and rehabilitated.
Park and Trail Improvements
Brooklyn Boulevard North City Entrance Sign Rehabilitation - 2022
Proposed improvement includes replacing the entrance sign located along Brooklyn Boulevard at the
Brooklyn Park border to match the entrance monument sign at the Minneapolis border that was installed in
2019 with the Brooklyn Boulevard Corridor project.
Park Playground Equipment Replacement – 2021 through 2024
Proposed replacement includes replacing park playground equipment over a three year period. A total of 20
parks located within Brooklyn Center contain 21 separate playground equipment areas, 18 that are maintained
by the City and three that are maintained by the adjacent schools. 2021: Bellvue, Firehouse, Northport and
Orchard Lane Parks. 2022: Centennial West, Happy Hallow, Kylawn, Marlin, Riverdale and West Palmer
Parks. 2023: East Palmer, Grandview, Twin Lake, Wangstad and Willow Lane Parks. 2024: Evergreen,
Freeway and Lions Parks. Depending on the vendor we may be able to purchase the equipment the year
before install for tremendous savings (40 percent). Each project could be a two year project (purchase in year
1, build in year 2, etc. for four years).
Miscellaneous Park Parking Lot Mill and Overlay - 2022
This project includes performing a 1.5” mill and overlay on the parking lots of Orchard Lane Park, Palmer
Lake Park, East Palmer Park and the northwest parking lot of Northport Park. An evaluation of the curb and
gutter will be performed for each parking lot to include miscellaneous curb replacements and pedestrian curb
ramps will also be updated to current standards as needed. Replacement of the trail from the Palmer Lake
parking lot to the Lake will also be included with this project.
West River Road, Arboretum, Freeway, Palmer Lake and Northport Trails Replacements - 2022
Replace the bituminous trail along West River Road from 73rd Avenue to 66th Avenue. A ten-foot wide trail
section is proposed. The status of this project was reevaluated in 2017, pending possible jurisdictional transfer
of the trail from the City to the Three Rivers Park District as part of their regional West Mississippi River
Trail development. Proposed replacement of the trail system within the fenced Arboretum area. Remove
existing bituminous and replace with a new eight-foot wide bituminous trail. Replace the trail system within
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Freeway Park. An eight-foot wide trail section is proposed. This project will need to be coordinated with the
reorganization of the Mound Cemetery and Freeway Park properties in consideration of the leased area from
the cemetery. Resurface the existing trail system extending around Palmer Lake including the parking lots at
the nature area and east Palmer. This trail was last reconstructed in 2005 with an expected maximum service
life of 15 to 20 years due to the soil stability issues within the park area. Replace the trail system within
Northport Park. An eight-foot wide trail section is proposed.
Centennial Park Improvements – 2023
The four existing tennis courts in Centennial Park west were removed in 2018. The Parks and Recreation
Commission recommended replacing the two removed tennis courts with a basketball court as part of their
2015 CIP plan review. This project is currently on hold waiting results of future master planning for
Centennial Park west and could include a dog park.
Evergreen Park Scoreboard Improvements - 2023
Proposed construction includes installing new scoreboards at the two softball fields, one at baseball field and
replacement of the scoreboard at the soccer/football field.
Evergreen, Firehouse & Northport Park Security Improvements - 2023
This project includes providing security improvements within Evergreen, Firehouse & Northport Parks.
Improvements include security cameras connected to the City’s security system and fiber optic network.
Centennial Park Softball Field Improvements – 2024
The Centennial Park softball fields experience settlement due to the underlying organic soils. Over the years,
settlement has occurred approximately one-foot. This is evident in the fact that the light base foundations
within the ball field areas have generally held their original elevations and are higher than the surrounding
ground. Due to the proximity to Shingle Creek and the low-lying areas, this settlement causes increased
flooding and drainage issues. The proposed plan includes raising the ball fields one to two-feet and
replacement of any necessary appurtenances including irrigation systems, draintile, fences,
bituminous/concrete trails and other paved areas. A feasibility and geotechnical study will be performed prior
to evaluate options of the flood plain, frequent flooding and continuous ongoing field settlement. Proposed
construction includes replacement of the two scoreboards at the two softball fields at Centennial Park (east).
Park Name Sign Replacement - 2025
This project includes the replacement of all 30 park name signs in all of the City Parks.
Basketball Courts Pavement Replacement - 2025
Proposed rehabilitation includes resurfacing the existing basketball courts in Lions Park and Riverdale Park.
Hockey Rink Rehabilitation/Replacements - 2026
Proposed rehabilitation includes resurfacing five existing rinks with other miscellaneous rink repairs. An
assessment of the rink appurtenances will need to be completed to determine replacement needs. The rink
located at Northport Park will be further evaluated with the Northport Park improvements and master
planning being conducted in connection with the Northport School rehabilitation.
Irrigation Systems Rehabilitation/Replacements - 2026
The City’s irrigation systems are located as follows: Evergreen Park, Centennial Park, Northport Park,
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Avenue, Public Works Garage Facility, West Fire Station, Shingle Creek Parkway, 53
Grandview Park, 69
Avenue (Bellvue area), Xerxes Avenue, Bass Lake Road and County Road 57. The proposed rehabilitation
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project includes rehabilitation of the Evergreen Park and the 69 Avenue systems, which were installed in
1986 and 1989 respectively.
Softball/Baseball Fence Replacement - 2027
Replace the line and outfield fences at West Palmer Lake Park.
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69 Avenue Trail Reconstruction – 2027
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Replace the trail system along 69 Avenue from Brooklyn Boulevard to West Palmer Lake Drive. A nine-
foot wide trail section is proposed.
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Avenue Landscape Rehabilitation - 2027
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Proposed construction would include irrigation updates and replacing the landscape plantings and sod along
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69 Avenue from Brooklyn Boulevard to West Palmer Lake Drive.
Park Trail and Parking Lot Lighting Improvements - 2028
Replace trail and parking lot lights with LED fixtures, fiberglass poles, and new wire in conduit in the
following parks: Evergreen, Bellvue, Lions, Centennial East and Centennial West. Work would also include
replacing the electrical cabinets in Bellvue and Lions parks.
Park Bleacher Replacement - 2031
Replace six 5-row and seven 3-row bleachers used in various parks.
Park Bleacher Replacement - 2032
Replace four 10-row bleachers used in Centennial Park (softball and soccer).
Evergreen Park Football/Soccer Field Improvements - 2033
Proposed improvements around the soccer/football field include fence replacement, evaluation of the
bleachers for replacement and miscellaneous improvements to the announcers/scorer’s booth. Aesthetic
improvements around the field will include replacement of trees and shrubs that are impacted by the fence
replacement as needed.
Miscellaneous Projects and Improvements
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TH 252/66 Avenue Interchange and 70 Avenue Pedestrian Overpass – 2026
The proposed interchange and overpass project will improve roadway safety, enhance traffic operations,
reduce access points and provide improved bicycle and pedestrian facilities, converting the southerly portion
of TH 252 to a freeway. The City completed the TH 252 Feasibility Study in 2016 to guide converting this
corridor to a freeway. The funding partnership and proportions are to be determined in the future but are
anticipated to include federal funding, City funding and other regional legislative funding.
Emergency Responder Radio Replacement (Police/Fire/PW) - 2028
The emergency responder radios were all replaced in 2017 and new radios were purchased for Public Works
in 2018. This project cost includes the full replacement of emergency responder radios within the Police, Fire
and Public Works Departments.
Retaining Wall Replacements (Miscellaneous Locations) - 2029
Replacement of miscellaneous retaining walls at numerous locations within the City’s right-of-way
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(Brooklyn Boulevard, Dupont Avenue, 57 Avenue and 69Avenue). A full evaluation will be performed
subsequently.
Self-Contained Breathing Apparatus (SCBA) Replacement (Fire) - 2033
The Self-Contained Breathing Apparatus (SCBA) equipment was last replaced in 2018. This project cost
includes the full replacement of SCBA equipment within the Fire Department.
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City of Brooklyn Center
2022 Budget
Supplementary Information
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City of Brooklyn Center
2022Budget
Other Capital Plans
In addition to the Capital Improvement Plan for street and utility infrastructure, several
other functions of the City have developed long term capital replacement plans for major
investments to be made in their areas, long term meaning five years or more. These areas
include:
EarleBrown Heritage Center Capital Plan
Liquor Fund Capital Plan
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Proposed Expenditures to be Estimated and Assigned
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