HomeMy WebLinkAbout2023 Budget Book
Annual
Budget
CITYOFBROOKLYNCENTER,MINNESOTA
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City of Brooklyn Center
AnnualBudgetfor the fiscal year ending December 31, 2023
Mike Elliott
Mayor
Marquita Butler
April Graves
Kris Lawrence-Anderson
Dan Ryan
City Council Members
Reggie Edwards
City Manager
Jesse Anderson Elizabeth Heyman
Acting Community Development Director Public Works Director
Kellace McDaniel Angela Holm
Police ChiefFinance Director
Todd Berg
Fire Chief
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City of Brooklyn Center
2023 Budget
Table of Contents
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City of Brooklyn Center
2023 Budget
CityManager’s Budget Message
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To:
Mayor Elliottand Councilmembers Butler, Graves,Lawrence-Anderson,and Ryan
From:
Reggie Edwards, City Manager
Date:
December 5,2022
RE:
2023Final BudgetAdoption
2023budget
It is my pleasure to transmit the proposed forthe City of Brooklyn Center. While
the City Manager is tasked with the responsibility of preparing a budget, it cannot be
accomplished without the clear policy direction provided by the City Council with input from the
Financial Commission. It would be impossible to produce this preliminary budget without the
cooperation and collaboration of the Leadership Team: Department Heads, Division Heads and
other Staff Members. Special recognition should be given tothe Fiscal Services Department and
FinanceDirector Angela Holmfor their particular role in planning and coordinating the budget
development process. It is our hope and expectations that this budget will succeed in its purpose
to wisely manage our resources and implement the policy direction of the City Council for the
benefit of the residents, businesses and visitors to Brooklyn Center.
Budget Overview
The rippling effect of the last two years continue to be unlike any other in recent or long-term
history. As this budget is being prepared we are continuing to be in the midst of a global
pandemic which required the declaration of a State and Local Emergency in Marchof 2020.
Economists forecastscontinue to indicate a lag in theeconomic recovery.Many businesses have
closedpermanently, while some are slowly working to recover. The City continues to feel and
experience the ongoing societal reverberations stemming from the deathsofMr. George Floyd
and Mr. Daunte Wright at the hands of police and theensuing of civil unrest. There continues to
be a call world-wide for Police and Criminal Justice reform. There continues to be a loud cry for
racial justice because of the legacy of systemic racist patterns of behavior, structures, policies
and mindsets frequently directed at black and brown people in particular.
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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. Weare beginning to see signs of
recovery in several areas hit hardest by the global pandemic and civil unrest. Specifically, the
-The Heritage Center, municipal liquor stores and Centerbrook Golf
Course -are seeing increased public confidence in social gatherings.
While we have had significant revenue lossesin 2020and 2021primarily due to COVID-19, we
are fortunate that property tax revenue collection is performing solidly at 98% collection rate.
The City received significant Federal cost reimbursement for COVID-19 related expenses
through the Coronavirus Aid, Relief, and Economic Security Act (CARES)and American
Recovery Plan Act (ARPA) funding.The City continues to utilize ARPA funding to support a
wide variety of City recovery and response initiatives.
The proposed2023budget, 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 plandeveloped in City Council Joint Work Sessions with the Financial
Commission during themonths of June through November 2022.The expenditure levels are
focused on maintaining current services and on the achievement of thestrategic 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 for economic stability and the elimination of economic racial
disparities within our community.
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.
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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 2023-24
budgetwill provide resources to encourage local participation.
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,
healthand 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 effectivelyfulfill its duties of policy development, ordinance creation, quasi-judicial
administration and City Manager oversight.
Preservation and Protection-Natural Environment
We have a stewardship responsibility forthe natural resources of the community and an
obligation to preserve the environment for productive use by future generations.
Tax Burden Relief
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We will remain conscious of the fact that many residents and businessowners inBrooklyn
Center continue tosuffer economically resulting from the current economic conditions. 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.
%
The overall General Fund budget will increase by 7.66and the overall tax levy increase is
6.90%.
The property tax levy increase includes a new debt service levy dedicated for the
repayment of a 2022bond issue used to finance neighborhood infrastructure reconstruction
improvements. The Median Value Residential Property in the City is $259,000 compared to the
16.14%
prior year value of $223,000, which is an increase in market value of . The Median
Value Residential Property will pay approximately $1,321in City and Housing and
Redevelopment Authority property taxes in 2023compared to $1,175in 2022, which is an
$146.
increaseof
The 2023Budget incorporates the following significant items:
A3% COLA foremployees other than th
o
unions.
Additional Capital Improvement Projects include street reconstruction of $860,000, water
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system improvements of $1.481million, and park playground equipment review and
replacement of $755,000.
We will alsowork 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 2025.
The Proposed2023Levies
On December 5, 2022, the City Council will considerthe 2023budget and propertytax 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$20,984,843
Debt Service -Public Improvement Bond 1,810,539
Total Levy$22,795,382
Housing andRedevelopment Authority$508,633
The General Fund is the primary operating fund for government business of the City. The
proposedGeneral Fund Budget is as follows:
The Proposed2023General Fund Budget
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Revenues and Other Sources
Property Taxes$20,886,995
Lodging Tax (Gross Receipts)1,100,000
Licenses and Permits2,168,475
Local Government Aid1,943,185
Other Intergovernmental Revenues48,300
General Government Service 79,500
Charges
Recreation Fees and Charges437,000
Public Safety Service Charges9,000
Fines and Forfeits161,000
Miscellaneous Revenue804,842
Special Assessments40,000
Total General Fund Revenues$27,678,297
Appropriations and Other Uses
General Government$4,471,976
General Government Buildings1,221,148
Prevention Health and Safety1,067,907
Police10,780,891
Fire & Emergency Preparedness2,130,639
Community Development1,952,562
Public Works4,801,432
Recreation2,431,458
Convention and Tourism475,000
Joint Powers 187,000
Risk Management283,916
Central Services and Supplies327,000
Vacancy and Turnover Savings(600,000)
Reimbursement from Other Funds(2,032,632)
Transfer Out-Miscellaneous180,000
Total General Fund Appropriations$27,678,297
Strategic Focus
For the pastseveral years the City Council has remained focused on the achievement of strategic
priorities and each year the budgethas been crafted as a policy implementation tool focused on
the achievement of these strategic priorities.
This2023business plan focuses ontheCouncil adopted 2018-2022StrategicPriorities of:
Resident Economic Stability
Targeted Redevelopment
Enhanced Community Image
Inclusive Community Engagement
Safe, Secure, and Stable Community
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Key TransportationInvestments
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 2023are 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 outcomewe 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.
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
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The desired outcome is to increase the number of high-qualityjobs in the community. To
achieve this outcome we will:
o
to develop a Business Expansion and Retention Program to identify
existing
Identify redevelopment opportunities that advance the creation of livable
o
wage 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
o
residents, with an emphasis on serving those with barriers to home
ownership.
Explore partnerships with outside agencies to provide financial literacy
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classes to residents.
Conduct a Housing Policy Implementation Study and develop a Housing
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ordinances with the goal of expanding tenant protections and preserving
around the creation of new, legally-binding, affordable housing units.
Partner with outside agencies and nonprofits to increasehousing 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
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identify 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
e will appropriately prepare sites and
provide the necessary supporting infrastructure investments to guide redevelopment of publicly-
and privately-owned properties.
Opportunity Site Redevelopment
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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 2023-2024include:
Completing the Opportunity Site Master Plan
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Implementing a citizen advisory commission to review and provide ongoing
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engagement on development within the Opportunity Site
Completing a housing policy plan to implement the housing goals within the
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Master Plan
Continuing 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
Advancing redevelopment opportunities within the Opportunity Site area
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Redevelopment of EDA-owned Properties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
dev
The initiatives for 2023-2024include:
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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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
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EDA-owned property and repurpose it.
Develop an RFP for scattered site EDA-owned parcels.
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Enhanced Community Image
Our ability to attract and retainresidents 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 2023, the department work with all departments and at all levels of the organization
develop understanding of outcome alignment with program activities, budgets and
evaluations. The onboarding of a performance analyst, Envisio software performance
measurement system, and community engagement will be strategies to achieving
citywide outcome and strategic priorities. Through coordination of communication,
training and development of efforts with frontline staff, supervisors, and department
management messages will be consistently communicated throughout the organization.
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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 2023, 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 performanceevaluation, 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 2023, the Heritage Center will celebrate 33years of operation a
premier conference and events facilities, and as a centerpiece of the Brooklyn Center
community. Through our 2023marketing efforts, we will continually highlight the
Heritage Center and the City of Brooklyn Center.
Centerbrook Golf Course
Continued focus on increasing awareness of Centerbrook golf and attempting to
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grow the game locally, with concentration onnew and youth golfers.Continue focus
on customer service and improving the customer experiencefor golfers of all ages
and abilities..
BC Liquor
Staff Development
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Continue GUEST model training with employees.
Continue progressing towards 100% of staff trained on Product
Upkeep of stores
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Purchase land for store #2 and build a store.
Respondto 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.
Inclusive Community Engagement
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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
In 2023, we 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.
Specificactions include:
Co-lead, with the City of Brooklyn Park, the Brooklynk Internship Program.
o
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 PoliceOfficers toEngage 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).
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
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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, andresults in attractive, quality property that
enhances the community.
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
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and 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;
s
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nuisance 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
o
projects;
Continue to review and improve letters and notices;
o
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
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CPR, and installation of Smoke and Carbon Monoxide Detectors. Visit all
elementary schools during Fire Prevention Week and educate approximately 1,250
school aged children on fire safety. Continue Fire and Fall safety for older adults.
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The Fire Chief continues to be the resource for other City departments in dealing with
COVID-19.
Officer trainings to include new POST mandated and police reform-initiated
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trainings: Crisis intervention and mental crisis response, Conflict management and
mediation, Valuing community diversity and cultural differences toinclude implicit
bias, autism training, and historical implications of racial trauma.
First year of successful operations of the newly created Office of Community
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Prevention, Health and Safety, which will provide leadership, programming,
coordination andevaluation 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.
o
o
Partner with other police agencies for youth interventions and diversion opportunities.
o
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
o
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
o
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
o
We will continue to implement a Central Garage Policy as a sound business
o
approach associated with the cost benefits of vehicles and equipment and its
-as-you-
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
o
We will continue to improve and implement equipment replacement tracking
o
methodology. A scoring methodology was developed to assist fleet replacement
decision making. This methodology was incorporated into the Central Garage
Policy.
Key TransportationInvestments
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.
Highway 252/I-94
We will continue to work with regional partners and jurisdictions to develop an
Environmental Impact Statement (EIS) for the TH 252/94 project. This project was
selected for Corridors of Commerce funding in 2018 ($163M) for start of construction in
2025.
CIP Funding -Key Transportation Investments
th
In 2023 we will implement the 30year 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 2023General Fundbudgeted revenues total $27,678,297, which is an increase of $1,970,103
7.66%
()from 2022. Property tax revenue represents 75percent of the General Fund budget.
The majority of the revenue change is a result of increases in the general tax levy of $1,439,601,
and permit revenue from the Opportunity Siteof $771,225. These increases were offset by
budgeted revenue reductions inintergovernmental revenue and charges for services.
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The 2023General Fund budgeted expenditures total $27,678,297,which is anincrease of
7.66%
$1,970,103() from 2022.The 2023Budget shows 39percentof theGeneral Fund
expenditures are for Police ($10,780,891). The remaining significant amounts include 13
percent for General Government ($3,660,492), 17percent for Public Works ($4,801,432)and 9
percent for Parks and Recreation($2,431,458).
The 2023General Fund Budget incorporatesthe following significant items:
Personnel. Salariesand benefitsrepresent 69percent of the General fund expenditure
budget.Personnel includes:
Athreepercent increase in employee base wages
o
Afivepercent increase in the health insurance contribution.
o
Budgetedvacancy/turnover savings byof $600,000. This amount reflects a
o
budgeted expenditure reduction foropen positions throughout the year.
Taxable Market Value
Taxable Market Value
PayableEstimated
20222023Change
Commercial$ 362,542,100 $ 379,696,000 4.7%
Farm
Industrial 187,365,900 223,660,400 19.4%
Residential1,671,790,823 1,999,615,520 19.6%
Apartment 380,923,270 442,314,670 16.1%
Other 456,000 479,000 5.0%
Personal property 14,297,900 14,167,600
Totals$ 2,617,375,993 $ 3,059,933,190 16.9%
ket value is estimated at $3,059,933,190, which is an increase of
16.9%
$442,557,197()from last year. For the 8thconsecutive year the taxable market value has
increased.
Tax Capacity
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The City levies a flat dollar for taxes which is spread amongstall taxable properties in proportion
to their percentage of the total tax capacity of the City.Residential represents 54.5
tax capacity.The comparison of this chart to last year shows that residential properties will pay
2.1%moreof the share of total City property taxes in 2023, with commercial properties paying
about 2.1%less.
The total tax capacityofthe City is estimated at $41,434,859compared to $36,690,434in 2022,
12.9%
which is an increase of$4,744,425(). The taxable market value and the tax capacity are
beginning toalign more than in 2022. This is due to leveling off of the tax base after a large TIF
reductionin2022.
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Property Tax Implications
The medianvalue home last year had an estimated market value of $223,000and a taxable
market value of $205,830. The price of that median value home went from $223,000to
$259,000 with a taxable market value of $245,070.The City (including HRA) property tax will
increasebyan estimated $146from $1,175to $1,321.
Thechartshown aboveprovides information on the median value homeand City property taxes
paidsince 2015. The red bar and amounts on the left axisrepresentthe median value home. In
2015, that value was $131,400which was the beginning of steady increases since that time. The
grey shaded area and the amounts on the right axis is the property tax amount paid on that
median value home.
Breakdown of Property Taxes
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*Based on a Residential Property in School District #279
City taxes accountfor 39percent of property taxes paid by homeowners living in Brooklyn
Center (based on the preliminary 2023property tax levies). The remainder is comprised of taxes
for the School District of 31percent and Hennepin County of 25percent.
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, achange in therelative proportion
ofthe 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.
25
2023Cost of General Fund Median Value Home
The chartshown aboveprovides a costbreakdown 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 intoconsideration 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 2023, the typical homeowner willpay approximately
$502for police, $224for public works, $171for general government,$113for community
recreation,$91for community development activities,$50for Prevention Health and Safety, and
$99for fire and emergency preparedness.
2023Capital Projects& Equipment Replacement
The Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year
infrastructure. The CIP includes a long-term financing plan that allows the City to allocate funds
for these projects based on assigned priorities.The City has a total of $8.3million in
improvements budgeted for 2023,including street improvements, left station rehabilitations, park
improvements and water and storm sewer infrastructure improvements.Funding for these
projects come from a variety of different sources.
26
The City compiles a rolling equipment replacement schedulefor 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 2023, the City is scheduled to replace
$1,444,500in vehicles and equipment includingstreet, parks,police, water, and economic
developmentvehicles. The largest planned purchases include replacement ofa shared
Police/Fire emergency response vehiclein the amount of$515,000.
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, theLiquor Fund has transferred $1,654,781to the Capital
Improvements Fund for building, park and trail projects throughout the community.
Heritage Centerof Brooklyn Center
The Heritage Centerof Brooklyn Center (often referred to as simply the Heritage Center) 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 theHeritage Center.
The Heritage Center has a management agreement with Flik International to provide food and
beverage services for its facilities. The Heritage Center isalso 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.
27
The budget includesa rate increase for the Water Utility which consists of base and
consumption charges. The City currently has a quarterly base charge of $19.01per residential
and commercial irrigation meter. In addition to this base charge, the Citycharges a
consumption charge of $3.17per 1,000 gallons (up to 30,000 gallonsper quarter).The
increase to $20.53
proposed 2023rates will per residential meter and $3.42per 1,000 gallons,
increase of $1.52$0.25
which is an per quarter in base charges andin the consumption
charge per 1,000 gallons.Proposed rate increases will be brought before Council in January
2023 for public hearing and discussion.
Multi-family, commercial and industrial properties currently pay a quarterly base charge
depending on the size of the meterand a consumption rate of $3.84per 1,000 gallons. The
amount billed at any particular propertydepends on the size of the meter connection and the
amount of water consumed.
The water charge forthe quarterly utility bill for ahousehold using 18,000 gallons of water
$82.09
(considered thetypical residential user) for 2023will be per quarter.
SanitarySewer Fund
The City provides for the collection and conveyanceof 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 funds operating
expenditures.
increase
TheCity currently charges a quarterly base charge of $98.27, which is proposed to
to $103.19
in 2023. Rates arepredominantly drivenby 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 100storm water
management ponds or treatment devices.
The City currently charges a residential customer $17.10per quarter, which is proposed to
increase to $18.30
in 2023(an increase of $1.20per 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 allcomparison cities provide water, sewer and storm sewer utilities.
The rates shown in the following tableare for the comparison cities are their 2022rates. At
the time this chart was compiled their 2023rates were unknown. The rateswere used to
calculate the typical residentialquarterlybill.
28
remainsamong the lower cost
The results of thatcomparison show Brooklyn Center
provider
.2bill for these services of $191.44compares favorably to average
of $225.33.
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.
The current fee for residential street lights is $6.55 per quarter. In order to cover operational
costs and meet fund balance targets for the near-termfuturethis rate will increase to $6.88 per
quarter in 2023.
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.
29
The City currently charges a quarterly base charge of $12.10, which will increase to $12.34
for 2023.
Housing and Redevelopment Authority
The proposed Housing and Redevelopment Authority (HRA) levy for 2023is $508,633, which is
anincrease of $26,427from 2022.Statelaw authorizes the HRA to establish an operating levy
of up to 0.0185% of the taxable market value within the jurisdiction tocarry 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.
30
City of Brooklyn Center
2023 Budget
Funds, Departments and Object Codes
31
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
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
45100Parks and Recreation Admin
45110 CARS-Recreation Administration
45111 CARS-Adult Recreation
45112 CARS-Teen Programs
45113 CARS-Youth Programs
45119 CARS-General Recreation
45120 Recreation Facilities
45122 CARS-Community Center
45124 CARS-Pool
45140 Recreation Programming
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
32
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
28200 46417 TIF District # 7
28300 46418 TIF District # 8
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
33
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
34
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
ing Fees
4411 Fil
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
35
4500 Fines & Forfeits 4789 Non Taxable Merchandise
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
36
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
37
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 So
6333 Freight/Drayage ftware 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
38
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
39
City of Brooklyn Center
2023 Budget
Staffing
40
41
42
City of Brooklyn Center
2023 Budget
Resolutions
43
44
45
46
47
48
49
50
Commissioner Elliott introduced the following resolution and moved its adoption:
HRA RESOLUTION NO. 2022-03
RESOLUTION APPROVING THE FINAL BUDGET FOR THE
HOUSING AND REDEVELOPMENT AUTHORITY OF BROOKLYN
CENTER, MINNESOTA PURSUANT TO MINNESOTA STATUTES
CHAPTER 469
WHEREAS, the Housing and Redevelopment Authority of Brooklyn
Center, Minnesota has considered the final budget for Fiscal Year 2023.
NOW, THEREFORE, BE IT RESOLVED by the Housing and
Redevelopment Authority of Brooklyn Center, Minnesota that revenues and appropriations
for the Housing and Redevelopment Authority are hereby adopted as follows:
Housing and Redevelopment Authority
Revenues
Property Taxes$ 508,633
Total Housing and Redevelopment Authority $ 508,633
Appropriations
Transfer to EDA Fund$ 508,633
Total Housing and Redevelopment Authority $508,633
December 5, 2022
Date Chair
The motion for the adoption of the foregoing resolution was duly seconded by member
Ryan
and upon vote being taken thereon, the following voted in favor thereof:
Butler, Elliott, Graves, Lawrence-Anderson, and Ryan
and the following voted against the same: None.
whereupon said resolution was declared duly passed and adopted.
51
Commissioner Elliott introduced the following resolution and moved its adoption:
HRA RESOLUTION NO. 2022-02
RESOLUTION ESTABLISHING A PROPERTY TAX LEVY FOR THE
PURPOSE OF DEFRAYING THE COST OF OPERATION, PROVIDING
INFORMATIONAL SERVICES AND RELOCATION ASSISTANCE
PURSUANT TO THE PROVISIONS OF MINNESOTA STATUTES CHAPTER
469.033 FOR THE HOUSING AND REDEVELOPMENT AUTHORITY OF
BROOKLYN CENTER, MINNESOTA, FOR FISCAL YEAR 2023
WHEREAS, Minnesota Statutes require that the final property tax levy be
provided to the Hennepin County Auditorno later than December 30, 2022 for taxes payable in
calendar year 2023; and
WHEREAS, the Housing and Redevelopment Authority of Brooklyn Center,
Minnesota pursuant to the provisions of Minnesota Statutes 469.033, Subdivision 6, must certify
a final property tax levy resolution to the City Council of the City of Brooklyn Center.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Authority of Brooklyn Center, Minnesota that a special tax is hereby levied on all taxable real
and personal property within the City of Brooklyn Center at the rate of 0.0185% of the total
market value of real and personal property situated within the corporate limits of the City of
Brooklyn Center that is not exempted by law.
BE IT FURTHER RESOLVED that the property tax levied under this resolution
be used for the operations and activities of the Housing and Redevelopment Authority of
Brooklyn Center, Minnesota pursuant to Minnesota Statutes Chapter 469.001 to 469.047.
December 5, 2022
DateChair
The motion for the adoption of the foregoing resolution was duly seconded by member
Ryan
and upon vote being taken thereon, the following voted in favor thereof:
Butler, Elliott, Graves, Lawrence-Anderson, and Ryan
and the following voted against the same: None.
whereupon said resolution was declared duly passed and adopted.
52
City of Brooklyn Center
2023 Budget
Budget Summary – All Funds
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
City of Brooklyn Center
2023 Budget
General Fund Summary
79
City of Brooklyn Center
2023 Budget
General Fund
The General Fund is the primary operating fund for the governmental operations of the
City. Activities enabled by General 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.
80
81
82
83
84
85
City of Brooklyn Center
2023 Budget - General Fund - Expenditure Summary by Object Code
2022
20192021September20222023
Object Code / Description
ActualActualYTDBudgetBudgetChange
10100
GENERAL FUND
5586COST OF SALES-MISC-$ 243$ -$ 600$ -$ -100.00%
TOTAL COST OF SALES - 2 43 - 6 00 - -100.00%
6101WAGES & SALARIES-FT EMPLOYEES10,155,683 9,834,583 7,140,053 10,393,743 11,456,483 10.22%
6102OVERTIME-FT EMPLOYEES392,498 658,765 326,226 442,000 449,500 1.70%
6103WAGES-PART TIME EMPLOYEES873,491 1,244,134 994,938 1,476,568 1,383,652 -6.29%
6104OVERTIME-PART TIME EMPLOYEES912 2,363 1,244 500 5000.00%
6105CONTRACTED SVCS OT 61,569 23,438 2,147 35,000 35,0000.00%
6110OTHER PAYMENTS - NON INSURANCE - 93,000 91,400 - 0.00%-
6111SEVERANCE PAY 203,832 328,123 96,375 - 0.00%-
6112CAR ALLOWANCE 6,100 1,550 6,000 6,000 6,0000.00%
6113HEALTH/WELLNESS REIMB - - 2,179 - 0.00%-
6122PERA COORDINATED PLAN 446,987 469,595 364,149 560,761 613,5869.42%
6123PERA POLICE & FIRE PLAN 882,308 828,563 528,327 889,591 944,8906.22%
6124PERA DEFINED CONTRIBUTION 1,623 1,655 1,266 1,022 1,0220.00%
6125FICA - SOCIAL SECURITY 396,093 434,013 343,203 484,983 530,5189.39%
6126FICA - MEDICARE 166,973 171,687 125,888 186,857 201,7507.97%
6127FIRE RELIEF ASSOCIATION 178,079 187,797 - 180,000 190,0005.56%
6131CAFETERIA PLAN CONTRIBUTIONS 1,873,538 1,882,815 1,365,830 2,224,800 2,394,0587.61%
6141UNEMPLOYMENT COMPENSATION1,355-71,766- 0.00%-
6151WORKER'S COMP INSURANCE 525,861 524,252 514,116 631,468 833,01931.92%
TOTAL PERSONAL SERVICES 1 6,166,902 1 6,686,333 1 1,975,107 1 7,513,293 1 9,039,9788.72%
6201OFFICE SUPPLIES 19,452 19,378 14,082 28,050 37,50033.69%
6203BOOKS/REFERENCE MATERIALS 4,775 3,862 1,190 4,700 4,8002.13%
6204STATIONARY SUPPLIES - - 8 100 1000.00%
6211CLEANING SUPPLIES 22,493 20,849 16,101 31,500 31,5000.00%
6212MOTOR FUELS - - - 3,500 3,5000.00%
6214CLOTHING & PERSONAL EQUIPMENT 93,973 149,894 81,074 121,550 172,45041.88%
6216CHEMICALS/CHEMICAL PRODUCTS 14,988 8,932 17,207 23,500 23,5000.00%
6217SAFETY SUPPLIES 19,845 16,174 16,624 19,725 34,72576.05%
6219GENERAL OPERATING SUPPLIES 169,907 246,531 163,486 210,840 205,240-2.66%
6223BUILDINGS & FACILITIES 3,663 2,963 9,999 18,000 18,0000.00%
6224STREET MAINT MATERIALS 82,885 81,399 51,522 118,200 118,2000.00%
6225PARK & LANDSCAPE MATERIALS 13,849 15,828 24,699 34,750 35,2501.44%
6226SIGNS & STRIPING MATERIALS 10,653 28,911 17,327 32,000 32,0000.00%
6227PAINT SUPPLIES 1,139 293 169 1,100 1,1000.00%
6231ATHLETIC FIELD SUPPLIES 1,131 5,908 3,460 5,300 5,3000.00%
6233COURT SUPPLIES 919 16,200 1,304 16,500 21,50030.30%
6239OTHER REPAIR & MAINT SUPPLIES 85,771 57,042 35,996 55,900 65,90017.89%
6241SMALL TOOLS 3,326 3,669 1,932 3,100 3,1000.00%
6242MINOR EQUIPMENT 47,761 57,748 44,013 70,200 89,85027.99%
6243MINOR COMPUTER EQUIPMENT 57,354 75,875 27,156 46,800 110,000135.04%
TOTAL SUPPLIES 6 53,884 8 11,456 5 27,349 8 45,315 1 ,013,51519.90%
6301ACCTG, AUDIT & FIN'L SERVICES 38,859 45,147 33,221 46,000 46,0000.00%
6302ARCH, ENG & PLANNING 3,467 5,476 32,830 14,500 14,5000.00%
6303LEGAL SERVICES 416,521 477,860 301,248 441,000 470,5006.69%
6305MEDICAL SERVICES 12,084 31,105 23,926 38,700 41,4006.98%
6306PERSONNEL/LABOR RELATIONS - 26 19,868 2,500 2,5000.00%
6307PROFESSIONAL SERVICES 811,099 1,234,044 731,436 911,850 1,003,20010.02%
6308CHARTER COMMISSION - - - 1,500 1,5000.00%
6321TELEPHONE/PAGERS 70,769 54,557 25,351 82,765 70,520-14.79%
6322POSTAGE 29,329 39,633 49,942 49,000 44,500-9.18%
6323RADIO COMMUNICATIONS 38,429 39,792 28,009 40,500 41,0001.23%
6329OTHER COMMUNICATION SERVICES 62,634 51,140 33,295 44,330 58,17031.22%
6331TRAVEL EXPENSE/MILEAGE 1,265 4,949 3,449 6,700 9,60043.28%
6333FREIGHT/DRAYAGE 15,015 15,393 8,730 6,230 5,830-6.42%
6341PERSONNEL ADVERTISING 250 155 200 3,560 2,860-19.66%
6342LEGAL NOTICES 8,065 11,439 4,501 9,450 11,85025.40%
6349OTHER ADVERTISING 2,361 505 7,095 24,500 20,500-16.33%
6351PRINTING 41,054 61,659 68,079 67,050 63,470-5.34%
6361GENERAL LIABILITY INSURANCE 101,152 103,290 62,845 108,435 113,8605.00%
6362PROPERTY INSURANCE 128,918 124,961 78,686 131,209 137,7705.00%
6364DRAM SHOP INSURANCE 944 - - 1,100 1,1000.00%
6366MACHINERY BREAKDOWN INSURANCE 9,569 8,422 6,748 8,844 9,2865.00%
6368BONDS INSURANCE 2,189 2,163 4,243 2,300 6,000160.87%
86
2022
20192021September20222023
Object Code / Description
ActualActualYTDBudgetBudgetChange
6369OTHER INSURANCE 1,124 1,124 1,129 1,200 1,2000.00%
6381ELECTRIC250,960298,376254,109295,500314,3006.36%
6382GAS 120,061 120,658 148,711 131,500 181,40037.95%
6383WATER 90,470 136,636 21,242 68,200 125,80084.46%
6384REFUSE DISPOSAL 29,667 34,721 25,413 35,250 38,2508.51%
6385SEWER 13,386 20,129 8,973 14,800 21,30043.92%
6386STORM SEWER 54,776 69,217 36,236 70,400 71,0000.85%
6387HEATING OIL - 3,887 - 5,000 5,0000.00%
6388HAZARDOUS WASTE DISPOSAL 1,569 1,169 584 2,500 1,400-44.00%
6389STREET LIGHTS 18,120 22,541 12,433 23,300 24,6005.58%
6402EQUIPMENT SERVICES 49,731 23,309 15,066 77,570 173,070123.11%
6403BLDGS/FACILITIES MAINT SERVICE 425,430 195,855 132,530 219,500 237,5008.20%
6404STREET MAINT SERVICES - 36,850 23,010 50,000 50,0000.00%
6405PARK & LANDSCAPE SERVICES 121,540 260,089 151,892 127,000 160,50026.38%
6406MULTI-FUNCTION MTNCE 24,048 23,880 19,739 39,750 28,850-27.42%
6407TRAFFIC SIGNALS MAINT 898 1,263 9,032 4,950 16,000223.23%
6408COMMUNICATION/INFO SYSTEMS 3,214 7,917 2,333 5,000 5,0000.00%
6409OTHER REPAIR & MAINT SVCS 9,317 6,348 2,311 7,000 57,000714.29%
6412BLDGS/FACILITIES 16,267 13,735 13,720 11,800 12,4005.08%
6415OTHER EQUIPMENT 641 - - 1,950 1,9500.00%
6417UNIFORMS 9,263 9,824 5,526 10,020 10,1791.59%
6421SOFTWARE LICENSE 92,496 120,145 75,618 145,177 138,723-4.45%
6422SOFTWARE MAINT 64,325 120,741 55,062 151,150 192,68227.48%
6423LOGIS CHARGES 464,186 499,304 365,005 486,840 559,05014.83%
6431SPECIAL EVENTS 14,390 15,441 26,844 65,500 58,500-10.69%
6432CONFERENCES AND SCHOOLS 105,234 163,741 131,038 184,690 214,79016.30%
6433MEETING EXPENSES 7,663 18,595 19,692 19,335 32,03565.68%
6434DUES & SUBSCRIPTIONS 73,206 83,029 72,335 79,905 83,6554.69%
6435CREDIT CARD FEES 53,998 67,551 24,002 28,000 28,0000.00%
6441LICENSES, TAXES & FEES 4,927 26,389 1,861 17,750 17,7500.00%
6442COURT AWARDS/SETTLEMENTS 6,053 2,500 8,284 10,000 10,0000.00%
6443PRIZE AWARDS/EXPENSE REIMB 702 107 682 1,500 1,5000.00%
6445CONVENTION BUREAU PAYMENT 266,086 349,617 236,606 427,500 475,00011.11%
6446CONTINGENCY ACCOUNT 85,219 - 1,921 86,079 225,000161.39%
6447TOWING CHARGES 1,871 1,380 4,009 750 2,000166.67%
6448PRISONER BOARDING CHARGES 66,574 47,056 22,929 60,000 60,0000.00%
6449OTHER CONTRACTUAL SERVICE 493,275 1,250,068 545,086 1,747,027 1,177,595-32.59%
6471ADMINISTRATIVE SERVICE TRANSFER (658,154) (1,028,097) (775,363) (1,033,817) (1,432,632)38.58%
6472ENGINEERING SERVICE TRANSFER (542,873) (551,614) (312,638) (600,000) (600,000)0.00%
6491MERCHANDISE FOR RESALE 15 1,131 581 2,000 2,60030.00%
TOTAL SERVICES & OTHER CHARGES 3 ,633,648 4 ,786,328 2 ,911,245 5 ,123,599 4 ,958,863-3.22%
6461FUEL CHARGES 156,983 143,327 151,380 212,600 223,4005.08%
6462FIXED CHARGES 114,918 249,135 165,842 221,450 290,14031.02%
6463REPAIR & MAINT CHARGES 277,127 376,851 209,591 374,400 303,400-18.96%
6465REPLACEMENT CHARGES 896,444 801,368 820,123 1,081,437 1,552,00143.51%
TOTAL CENTRAL GARAGE CHARGES 1 ,445,472 1 ,570,681 1 ,346,936 1 ,889,887 2 ,368,94125.35%
6510LAND - - 2,381 - 0.00%-
6520BUILDINGS & FACILITIES - - 82,622 - 0.00%-
6540EQUIPMENT & MACHINERY 13,290 10,000 130,297 125,000 32,000-74.40%
6545OTHER EQUIPMENT 93,700 1,752 157,420 500 25,0004900.00%
6550MOTOR VEHICLES - - - - 60,000100.00%
TOTAL CAPITAL OUTLAY 1 06,990 1 1,752 3 72,720 1 25,500 1 17,000-6.77%
6473STORM SEWER TRANSFER - - - - 0.00%-
6480GENERAL FUND REIMBURSEMENT - - - - 0.00%-
6482MISC TRANSFER OUT 410,374 215,000 210,000 210,000 180,000-14.29%
TOTAL TRANSFERS OUT 4 10,374 2 15,000 2 10,000 2 10,000 1 80,000-14.29%
10100GENERALFUNDEXPENDITURES
$ 2 2,417,270$ 2 4,081,793$ 1 7,343,357$ 2 5,708,194$ 2 7,678,2977.66%
87
City of Brooklyn Center
2023 Budget
General Fund Revenues
88
2023 Brooklyn Center Department Budget 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.
89
90
91
City of Brooklyn Center
2023 Budget
General Fund Expenses
General Government
92
2023 Brooklyn Center Department Budget 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 2022 2023 2024
1 1 1
Mayor
4 4 4
City Council Members
Total 5 5 5
93
94
2023 Brooklyn Center Department Budget 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, Office of the City Clerk,
Office of Equity and Human Resources, Division of Information Technology, and Division of
Communication and Community Engagement.
The City Manager’s Office is composed of the City Manager and two Interim Assistant City Managers.
The primary responsibility of the City Manager is organizational leadership. The Interim Assistant City
Managers assist the City Manager and lead in citywide projects.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service
Specialist. The Clerk’s Office manages City records, administers elections, issues business, helps lead
customer service, and responds to public inquiries.
The Office of Equity and Human Resources is composed of the Director, two HR Specialist and Payroll
Technician. This division manages human resource activities including labor relations, equity and
inclusion, employee training and development, payroll and benefits administration and employee
recruitment.
The Division of Information Technology is composed of the IT Director, IT/GIS Specialist and an IT
Technician. This division plans, manages and supports the City technology infrastructure and helps lead
city operational efficiency.
The Division of Communication and Community Engagement is composed of Communication
Coordinator and Community Engagement Specialist, Communication Graphics Specialist, Community
Engagement Specialist (part-time) 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 outcomes, strategic priorities/value
propositions
Customer Intimacy and Operational Excellence
In 2023, 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
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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.
Inclusive Community Engagement
In 2023, we 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.
System-wide Development, Implementation and Evaluation of Outcomes
In 2023, the department work with all departments and at all levels of the organization develop
understanding of outcome alignment with program activities, budgets and evaluations. The onboarding of
a performance analyst, Envisio software performance measurement system, and community engagement
will be strategies to achieving citywide outcome and strategic priorities. 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.
Staffing Levels
Positions FTEs 2021 2022 2023
1 1 1
City Manager
1 0 0
Deputy City Manager
.25*
0 .25*
Interim Assistant City Manager
1
City Clerk1 1
1
Deputy City Clerk
1 1
1
Customer Service Representative
1 1
1
Equity & Human Resources Director
1 1
Human Resources Specialist 1
1 1
Human Resources/Payroll Technician
1
1 1
Equity Officer (former specialist)/Payroll Spec.
1 1 1
1 1 1
Information Technology Manager
1 1 1
Information Technology Specialist
1 1 1
Information Technology Technician
1 1 1
Communication Manager
1 1 1
Community Engagement Specialist
0 .75 0
Graphic Designer
.5 1 1
Communication Social Media Specialist
1 1
Neighborhood Engagement Liaison
1 1 1
(2021 – 4PT x .5 each and 2022 - 2PT x .5 each)
Total 15.516.75 16
96
Note: (*) Indicate roles absorbed into an existing position.
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 expected to 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 advices 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 Manager and his staff work with community members, other public and private
agencies, organizations, schools and other stakeholders on all areas that affect the City.
The City Managers’ office is responsible for effective public communications primarily
under the direction of the Deputy City Manager. The office handles and coordinates internal
and external City communication activities. The office coordinates 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 coordination of cable TV
activities in the organization, including broadcast of Council meetings.
Council Support, Records Management, Licensing and Elections Administration
The City Clerk is responsible for maintaining 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
required by Open Meeting Law. Coordinates the nomination/appointment process for City
advisory commissions.
97
Attraction and Retention of an Inclusive Quality Workforce
The Office of Equity and Human Resources is responsible for providing customer focused
o
support to the mission of recruiting and retaining an inclusive quality workforce.
The Office of Equity and Human Resources is responsible for the development of and
effective customer focused administration of the employee compensation and benefit
program.
The Office of Equity and 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 Office of Equity and Human Resources is responsible for Personnel Policy development
and Personnel Policy training and enforcement.
The Office of Equity and Human Resources is responsible for customer focused
administration of the payroll process and other pay related activities i.e. pay/equity and EEO
reporting
The Office of Equity and Human Resources coordinates training, cultural competency
building both internal and external to the organization.
The Office of Equity and Human Resources coordinates implementation of inclusion and
equity measures in city practices including hiring, contracting, engagement, purchasing,
programming, and service delivery.
Communication and Community Engagement
The Division Communication and Community Engagement support all departments in
o
cross-departmental communication and coordinates citywide communication efforts.
The Division Communication and Community Engagement support 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,
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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.
Office of Inclusion, Equity, and Diversity
Consistent, Reliable, and Strategic Advancement of Information Technology
The Division of IT oversees the city-wide fiber optics system, which is available at all
o
times 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 is 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 policy making
organization Efforts in response to both *Implement Equity Score Card to
review all current policies and
*COVID-19 and civil unrest practices to assure City Government
the organization deeply actions do not foster inequitable
engaged in newfound ways results
with BIPOC community
members and organizations in
Receive resident/gender/physically
innovative strategies to address
challenged applicants proportional to
the needs of residents.
the applicable labor pool
99
*The Dept. of Adm. have Receive applicants proportional to
assisted departments with people of color in the applicable labor
external efforts to reach pool
broader diverse communities
Hire female/residents/gender
including multi-generational,
applicants proportional applicant pool
multi-ethnic and disabilities
communities.
Hire people of color proportional to
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
media of color.
*COVID-19 and civil unrest *Develop and execute specific
the organization deeply engagement strategies for specific
engaged in newfound ways diverse communities (i.e. youth,
with BIPOC community communities of color, seniors, and
members and organizations in disable).
innovative strategies to address *Offer regular interpretation and
the needs of residents. 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
in work will have long-term
positive effects on working in
together across the
organization.
Employees Feel Part of 2021-2022 were very difficult *90% participation of employee
Organization for staff. During the initial participation in all employee events
stages of the COVID-19 *90% positive feedback from
Pandemic and civil-unrest, employee survey
staff felt connected. All staff
worked together. However,
following the civil unrest staff
reached an all-time low of
feeling part of the organization
due to primarily the strained
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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 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 five-year goals timeframe.
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103
104
105
106
107
108
2023 Brooklyn Center Department Budget 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
Support of financial plans for the Opportunity Site
In 2023, we will collaborate with the Economic Development Authority and city departments to advance
the financial plan and development activities for Opportunity Site. This will include financial
assumptions, review of financial incentives, risk assessment and impact on city services of existing
proposals as well as future development proposals.
Customer Intimacy/Operational Excellence
Continue to improve customer relationships and operational efficiency
In 2023, we will work with all City departments to ensure the City’s financial needs and objectives are
met. We will ensure there are opportunities for all staff to engage in conversations for purposes of
understanding and determining the most effective and efficient way to conduct business. The primary
method for implementing this will be to provide training forums for all staff to attend.
109
Staffing Levels
Positions FTEs 2021 2022 2023
1 11
FinanceDirector
1 1 1
Deputy Finance Director
1 1 1
Accountant
1 1 1
Accounting Technician
1 1 1
Utility Billing Technician
0.5* 0.5 * 0.5*
PT Utility Billing Technician
Total 5.5 5.5 5.5
*Position vacant since early 2020
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.
110
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.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance MeasurePerformance Levels
201920202021 Target Value
GFOA’s Certificate of Achievements for Financial Report Awarded Awarded Awarded Awarded
Availability of financial reports to all users after month-end
(including City Council monthly report) 19.75 days30+ days 25 days 21 days
Date of audit opinionMay 20, 2020May 24, 2021May 31, 2022 June 1, 2019
City bond credit ratingAA AA AA AA or better
Rate of investment return on all cash/investments 2.227% 1.691% 1.022% 1% for 2021
Pay by Text Payments 202* * 250
Automated utility billing phone payments 2,488* * 2,650
Utility billing online payments 15,416 * * 17,000
Paperless utility billing accounts1,756* *
1,950
* Gathering information
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112
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City of Brooklyn Center
2023 Budget
General Fund Expenses
Public Safety
114
2022 Brooklyn Center Department Budget 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 following goals:
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
3 3
Division Commanders
1 1
Support ServicesManager
7 7
Sergeants
5 5
Detectives
1 1
School Resource Officer
11
Juvenile Officer
1 1
Auto Theft Officer (*grant partially fundeduntil
7/2021)
1 1
Violent Offenders Task Force Officer
1 1
Detective Trainee
28 28
Patrol Officers
1 1
Crime Analyst
1 1
Crime Prevention Specialist
1 1
Administrative Assistant
1 1
Records Specialist
7 7
Records Technicians
Part-time Staff
- Community Service Officers (10 – PT Staff )
- Joint Community Policing Partnership (JCPP)
4.64 4.64
Cadet Program (1– 2Cadets)
Total Number of Personnel 65.14 64.64
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
Part One violent crimes compared to Hennepin N/A No less than 10% below
the average of Hennepin
County with a ratio of per 100,000 residents
County
Number of positive community activities /events Unknown 20 activitis
police staff participated in.
Officer retention program Currently down 12 officersHire 9 additional Officers
Train majority of staff in Crisis Intervention
Training or CIT training
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118
119
120
121
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2023 Brooklyn CenterDepartment Budget 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 Marshal, a full-time Fire
Inspector/Public Education Specialist, and an Administrative Coordinator.
Key Initiatives focused on the achievement of strategic priorities/value propositions:
In 2023, 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. 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.
Retain a compassion dog for internal and external use.
Recruit 5+ additional paid-on-call firefighters.
Be the resource for other City departments in dealing with COVID-19.
Hire a full-time Fire inspector/Community Liaison to help increase the rotation of fire
inspections and focus more on the community engagement of the fire department.
Staffing Levels
Positions 2020 2021 2022 2023 2024
111 1 1
Fire Chief
11.5 0 0
Deputy Fire Chief
.5 1 1
Deputy Fire Marshal
111 1 1
Fire Inspector/Public Education
Specialist
000 1 1
FT Fire Inspector/ Community Liaison
111 1 1
Administrative Coordinator
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112 2 2
Paid On-Call Assistant Fire Chief
544 4 4
Paid On-Call Captain
22 23 232732
Paid On-Call Firefighter
Total Number of Personnel 32 32 333843
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, and yearly training opportunities.
Emergency Management
Helps to identify and mitigate risks within the community through individual and
organizational preparedness. Through planning, training, conducting emergency
management drills, and coordination of the city’s response to disasters.
Annual Goals 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. (NFPA standard)
c. Recruit and hire 5 additional POC firefighters.
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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 commercial and Industrial property inspections throughout the city. Currently
5 year rotation move to a 3 year rotation and ability to handle increased building in
Brooklyn Center.
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 after review with leaders
of the Emergency Operation Plan.
c. Maintain community communications about the value of being vaccinated from
COVID-19.
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Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Achieve a 9 minute response time to a structure fire 40% (10/25 occurrences)
with 15 firefighters 90% of the time (NFPA met both time and
Standard 1720).
personnel components of
the standard
72% (18/25 occurrences)
met only the time
component of the standard
90%
60% (15/25 occurrences)
met only the personnel
component of the
standard. One (1) of these
15 occurrences was met
because mutual aid
resources were counted.
52% 75%
Confine fire to the room of origin 75% of the time.
(13/25 occurrences)
*2021 data
25 “structure fires” were counted in Brooklyn Center during 2021. A structure fire could cause significant
damage or it could cause minor damage (i.e. flame damage to a cabinet from a cooking fire or flame
damage to a wall from an electrical outlet). A call for a reported “fire out” is also considered a structure
fire if it applies to a building. These stats are using the NFIRS code 111 – Structure Fire. Of the 25
structure fires 10 of them we asked for outside assistance through auto or mutual aid.
Of the 15 structure fires that we met the standard for personnel – only was 1 of those 15 was because we
also counted mutual aid resources. In other words, of the remaining 10 calls that did not meet the
standard for personnel, we had the option to call for outside resources but we did not because it was not
needed. Because auto-aid agreements have since been put in place, the standard for personnel resources
will be met at a higher frequency.
One of the 25 structure fires was considered a duty crew call and handled by 3 personnel.
Time Standard – met 18/25 occurrences. We were over the 9 minute response time a total of 7 times.
One of those times was due to civil unrest (4/12) but the 6 other times occurred when we there was no
duty crew on shift. Need a minimum amount of people to pull a truck.
The fire department has little control over the “confined to room of origin” standard since much of this is
dependent on how far the fire burned before it was called in to the fire department.
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127
128
City of Brooklyn Center
2023 Budget
General Fund Expenses
Recreation
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
City of Brooklyn Center
2023 Budget
General Fund Expenses
Public Works
146
147
148
149
150
151
152
153
154
155
156
City of Brooklyn Center
2023 Budget
General Fund Expenses
Community Development
157
2023 Brooklyn Center Department Budget Narrative by Fund
Department Name:
Community Development
Department Mission:
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
guiding the 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 and Development 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 Planner assists 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.
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
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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.
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 2023 include:
Completing the Opportunity Site Master Plan
o
159
Implementing a citizen advisory commission to review and provide ongoing engagement on
o
development within the Opportunity Site
Completing a housing policy plan to implement the housing goals within the Master Plan
o
Continuing development within the Opportunity Site area
o
Implementing a public market/business incubator within the Opportunity Site area
o
Advancing redevelopment opportunities within the Opportunity Site area
o
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 2023 include:
Identifying EDA-owned properties to strategically position for resale
o
Market EDA-owned properties to attract development opportunity that forwards the City’s
o
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 property
o
and repurpose it.
Develop an RFP for scattered site EDA-owned parcels
o
Resident Economic Stability
Job Pathways/Workforce Development
Expand workforce development initiatives and improve pathways for residents between high
o
school, higher education, training and employers
Work within the City of Brooklyn Center with Human Resources and other departments to
o
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
Explore partnerships with outside agencies to provide financial literacy classes to residents.
o
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. 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 local
o
and start-up businesses with resources, training, and financing.
Identify service gaps for local entrepreneurs, develop solutions, and identify resources, with the
o
goal of reducing local government barriers to business success.
Invest in and create a business incubator as part of an initial development on the Opportunity
o
Site to provide affordable commercial space for local businesses.
Invest in and create a business resource center to provide technical assistance and support to
o
small businesses and entrepreneurs.
160
Explore the feasibility and appropriateness of creating additional affordable commercial space
o
for local businesses as EDA-owned properties redevelop.
Implement and expand offerings needed by local businesses and entrepreneurs by providing
o
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 Business
o
Expansion and Retention Program to identify existing businesses’ needs.
Identify redevelopment opportunities that advance the creation of livable wage and skilled
o
jobs, while emphasizing and encouraging local hiring practices.
Housing Stability
The desired outcome is to increase resident economic stability through the creation and preservation of
accessible affordable housing options. To achieve this outcome we will:
Explore opportunities to promote home ownership for existing and future residents, with an
o
emphasis on serving those with barriers to home ownership.
Create a Housing Coordinator position to design and implement housing policies and programs
o
Implement a NOAH Preservation program
o
Create a Housing Trust Fund
o
Identify funding options for the Housing Trust Fund
o
Explore ordinance amendments to expand tenant’s rights
o
Partner with outside agencies and nonprofits to increase housing stability through connecting
o
residents to housing assistance programs and access to resources about tenant rights.
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.
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 code
o
requirements;
Monitor, inspect, and register vacant properties;
o
Continue Code Enforcement activities with proactive inspections with the focus on resolving
o
ongoing and repeat violations;
Provide focused code enforcement efforts to develop relationships with and hold accountable
o
commercial property owners and managers for maintaining their properties in accordance
with community standards;
Explore program to incentivize businesses to invest in beautification strategies;
o
161
Review the Rental Licensing Program for improvements which will better serve the goals of
o
the program and enhance tenant protections;
Review and make amendments to Chapter 19 related to the City’s nuisance and abatement
o
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 building
o
plans indicate compliance with all residential and commercial construction codes;
Develop a system for delivering welcome and introductory information for newly remodeled
o
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 2022 2023 2024
.5 .5 .5
Community Development Director
.5 .5 1
Deputy Director
1 11
City Planner
- .5 .75
Housing Coordinator
.5 11
Associate Planner
.25 .25.25
Housing and Community Standards Supervisor
.25 .25.25
Economic Development Coordinator
1 11
Building Official
333
Building Inspectors
4 44
Code Enforcement & Housing Inspector
2 22
Administrative Assistants (2-FT)
0.1 0.10.1
BrookLynk Interns (2-PT)
0.3 0.30.3
Seasonal Technicians (1-PT)
Total 13.4 14.4*15.15
*2023 Staffing levels propose adding a housing coordinator position to be funded 50/50 between
EDA and general fund.
162
Annual Operating Goal Performance Measures:
Performance Outcomes
Description of OutcomeIdentified Actions or Initiatives
Development partnerships with outside agencies and resource centers
to connect existing local and start-up businesses with resources,
training, and financing.
Identify service gaps for local entrepreneurs, develop solutions, and
identify resources, 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 Opportunity Site to provide affordable commercial
space for local businesses.
Existence of Equitable and
Invest in and create a business resource center to provide technical
Diverse Businesses
assistance and support to small businesses and entrepreneurs.
Explore the feasibility and appropriateness of creating additional
affordable commercial space for local businesses as EDA-owned
properties redevelop.
Implement and expand offerings needed by local businesses and
entrepreneurs by providing access to capital (funding), access to
technical assistance, and improved communication and city services.
Develop a system for delivering welcome and introductory information
for newly remodeled or constructed businesses that can also be used
for business retention strategies
Completing the Opportunity Site Master Plan
Implementing a citizen advisory commission to review and provide
ongoing engagement on development within the Opportunity Site
Completing a housing policy plan to implement the housing goals
within the Master Plan
Continuing development within the Opportunity Site area
Implementing a public market/business incubator within the
Opportunity Site area
Advancing redevelopment opportunities within the Opportunity Site
Existence of Equitable Stable
area
and Diverse Tax Base
Identifying EDA-owned properties to strategically position for resale
Market EDA-owned properties to attract development opportunity that
forwards the City’s strategic priorities.
Respond to the market as needed to respond to interest in EDA-owned
properties.
Develop tools to reduce barriers for developers and investors to access
EDA-owned property and repurpose it.
Develop an RFP for scattered site EDA-owned parcels
Work with developers, architects, business owners and property
owners to ensure building plans indicate compliance with all residential
and commercial construction codes
163
Explore opportunities to promote home ownership for existing and
future residents, with an emphasis on serving those with barriers to
home ownership.
Create a Housing Coordinator position to design and implement
Existence of Equitably
housing policies and programs
Diverse Housing without
Implement a NOAH Preservation program
Gentrification or
Create a Housing Trust Fund
Identify funding options for the Housing Trust Fund
Displacement
Explore ordinance amendments to expand tenant’s rights
Partner with outside agencies and nonprofits to increase housing
stability through connecting residents to housing assistance programs
and access to resources about tenant rights.
Expand workforce development initiatives and improve pathways for
residents between high school, higher education, training and
employers
Work within the City of Brooklyn Center with Human Resources and
other departments to connect residents with pathways to jobs working
Existence of an Increased
for the City.
Household Medial Income
Support the Brooklynk program by employing and mentoring interns
and providing staff support to the Project Management Team
without Harm
Explore partnerships with outside agencies to provide financial literacy
classes to residents.
Identify redevelopment opportunities that advance the creation of
livable wage and skilled jobs, while emphasizing and encouraging local
hiring practices.
Coordinate and inspect residential rental properties in accordance with
city code requirements;
Monitor, inspect, and register vacant properties;
Continue Code Enforcement activities with proactive inspections with
the focus on resolving ongoing and repeat violations;
Provide focused code enforcement efforts to develop relationships
with and hold accountable commercial property owners and managers
Existence of a Clean and
for maintaining their properties in accordance with community
Safe Human Environment
standards;
Explore program to incentivize businesses to invest in beautification
strategies;
Review the Rental Licensing Program for improvements which will
better serve the goals of the program and enhance tenant protections;
Review and make amendments to Chapter 19 related to the City’s
nuisance and abatement regulations.
Develop a system for delivering welcome and introductory information
for newly remodeled or constructed businesses that can also be used
for business retention strategies
Existence of a Public Trust
Strengthen the City’s relationships with existing businesses by
continuing to develop a Business Expansion and Retention Program to
identify existing businesses’ needs.
164
Develop or revise educational materials for department programs and
projects;
Continue to review and improve letters and notices;
Provide handouts and forms in multiple languages.
Adopt a new and updated Zoning Code
165
166
167
168
City of Brooklyn Center
2023 Budget
General Fund Expenses
Other
169
2023 Brooklyn Center Department Budget 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
proceeds paid 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
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171
172
173
174
175
176
177
178
City of Brooklyn Center
2023 Budget
Special Revenue Funds
179
City of Brooklyn Center
2023 Budget
Special Revenue Funds
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 Special Revenue Funds for the City of Brooklyn Center in the upcoming year
are as follows:
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
Tax Increment Financing (TIF) District # 8 Fund
City Grants Fund
Centerbrook Golf Course
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2023 Brooklyn Center Department Budget 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.
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2023 Brooklyn 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 department of 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 the use 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 2023 include:
Completing the Opportunity Site Master Plan
o
Implementing a citizen advisory commission to review and provide ongoing
o
engagement on development within the Opportunity Site
Completing a housing policy plan to implement the housing goals within the Master
o
Plan
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Continuing development within the Opportunity Site area
o
Implementing a public market/business incubator within the Opportunity Site area
o
Advancing redevelopment opportunities within the Opportunity Site area
o
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 2023 include:
Identifying EDA-owned properties to strategically position for resale
o
Market EDA-owned properties to attract development opportunity that forwards
o
the 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.
Develop an RFP for scattered site EDA-owned parcels
o
Resident Economic Stability
Job Pathways/Workforce Development
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.
Support the Brooklynk program by employing and mentoring interns and providing
o
staff support to the Project Management Team
Explore partnerships with outside agencies to provide financial literacy classes to
o
residents.
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.
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
o
existing local and start-up businesses with resources, training, and financing.
Identify service gaps for local entrepreneurs, develop solutions, and identify
o
resources, 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
o
support to small businesses and entrepreneurs.
Explore the feasibility and appropriateness of creating additional affordable
o
commercial space for local businesses as EDA-owned properties redevelop.
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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
o
a 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.
Housing Stability
The desired outcome is to increase resident economic stability through the creation and
preservation of accessible affordable housing options. To achieve this outcome we will:
Explore opportunities to promote home ownership for existing and future residents,
o
with an emphasis on serving those with barriers to home ownership.
Create a Housing Coordinator position to design and implement housing policies and
o
programs
Implement a NOAH Preservation program
o
Create a Housing Trust Fund
o
Identify funding options for the Housing Trust Fund
o
Explore ordinance amendments to expand tenant’s rights
o
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.
Staffing Levels
FTEs
Positions 2022 2023 2024
.50 .50 .50
Community Development Director
.50 .50 -
Deputy Director
.75.75.75
Economic Development Coordinator
3.75 2.25 1.25
Total
Note: No staffing changes are proposed for the 2022-budget year; however, the budget
proposes reallocating staff currently attributed to EDA budget back to general fund
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Annual Operating Goal Performance Measures:
Performance Outcomes
Description of Outcome Identified Actions or Initiatives
Development partnerships with outside agencies and resource
centers to connect existing local and start-up businesses with
resources, training, and financing.
Identify service gaps for local entrepreneurs, develop solutions,
and identify resources, 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 Opportunity Site to provide affordable
commercial space for local businesses.
Invest in and create a business resource center to provide
Existence of Equitable and
technical assistance and support to small businesses and
Diverse Businesses
entrepreneurs.
Explore the feasibility and appropriateness of creating additional
affordable commercial space for local businesses as EDA-owned
properties redevelop.
Implement and expand offerings needed by local businesses and
entrepreneurs by providing access to capital (funding), access to
technical assistance, and improved communication and city
services.
Develop a system for delivering welcome and introductory
information for newly remodeled or constructed businesses that
can also be used for business retention strategies
Completing the Opportunity Site Master Plan
Implementing a citizen advisory commission to review and
provide ongoing engagement on development within the
Opportunity Site
Completing a housing policy plan to implement the housing goals
within the Master Plan
Continuing development within the Opportunity Site area
Existence of Equitable
Implementing a public market/business incubator within the
Stable and Diverse Tax Opportunity Site area
Advancing redevelopment opportunities within the Opportunity
Base
Site area
Identifying EDA-owned properties to strategically position for
resale
Market EDA-owned properties to attract development
opportunity that forwards the City’s strategic priorities.
Respond to the market as needed to respond to interest in EDA-
owned properties.
Develop tools to reduce barriers for developers and investors to
186
access EDA-owned property and repurpose it.
Develop an RFP for scattered site EDA-owned parcels
Work with developers, architects, business owners and property
owners to ensure building plans indicate compliance with all
residential and commercial construction codes
Explore opportunities to promote home ownership for existing
and future residents, with an emphasis on serving those with
barriers to home ownership.
Create a Housing Coordinator position to design and implement
Existence of Equitably
housing policies and programs
Diverse Housing without
Implement a NOAH Preservation program
Gentrification or
Create a Housing Trust Fund
Identify funding options for the Housing Trust Fund
Displacement
Explore ordinance amendments to expand tenant’s rights
Partner with outside agencies and nonprofits to increase housing
stability through connecting residents to housing assistance
programs and access to resources about tenant rights.
Expand workforce development initiatives and improve pathways
for residents between high school, higher education, training and
employers
Work within the City of Brooklyn Center with Human Resources
and other departments to connect residents with pathways to
jobs working for the City.
Existence of an Increased
Support the Brooklynk program by employing and mentoring
Household Medial Income
interns and providing staff support to the Project Management
without Harm
Team
Explore partnerships with outside agencies to provide financial
literacy classes to residents.
Identify redevelopment opportunities that advance the creation
of livable wage and skilled jobs, while emphasizing and
encouraging local hiring practices.
Existence of a Clean and
Explore program to incentivize businesses to invest in
Safe Human Environment
beautification strategies;
Develop a system for delivering welcome and introductory
information for newly remodeled or constructed businesses that
can also be used for business retention strategies
Existence of a Public Trust
Strengthen the City’s relationships with existing businesses by
continuing to develop a Business Expansion and Retention
Program to identify existing businesses’ needs.
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188
189
190
191
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 27700
DEPT/DIVISION/ACTIVITY: TIF District #2 – 46412
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #2, the Earle Brown TIF
District. This TIF District was the primary financing tool for the redevelopment of the Earle Brown
Terrace and Earle Brown Commons senior residential projects.
BACKGROUND OF THE DISTRICT
This District was established in 1985 as a Redevelopment District to remedy conditions of
economic obsolescence, physical blight, underutilization of land, extensive soil corrections
which the private sector has not been willing or able to accomplish and correction of numerous
traffic hazards and pedestrian conflicts. The District consisted of 11 parcels, comprising 61.59
acres.
In 1994, the District’s Project area was enlarged to include the geographic boundaries of the City
and additional objectives were added to promote private enterprise investments into the
redevelopment of the community consistent with the needs of the City.
In 2001, a Legislative Amendment extended the length of the District to 12/31/11.
In 2008, the 6.15 acre Embassy Suites site was removed from the District.
In 2010, the Minnesota Jobs Bill authorized the use of available Tax Increment from any District
for projects that:
* create or retain jobs in the State of Minnesota, including construction jobs
* construction commences before July 1, 2011 (amended to July 1, 2012
* City Council approves a written spending plan after a duly noticed public hearing.
The City Council & EDA approved a TIF 2 Spending Plan (public hearing on 4-11-11) which
included the following:
* Shingle Creek Crossing Redevelopment of Brookdale Mall Properties $2.4M
* Embassy Suites Link to Heritage Center (D-Barn lease portion) $340,000
* Howe Site Environmental Investigation Loan to MBC II, LLC (repaid)
On August 8, 2011, the City Council and the EDA conducted public hearings and formally
amended the Tax Increment Finance Plan and Budget to include the tax increment revenue to be
received in 2011 and the future repayment of the inter-fund loan to Tax Increment District No. 5,
Shingle Creek Crossing Project. The amended budget adjusted the funding for the following
activities:
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Amended Budget Change
Land/Building Acquisition $2,563,179 (+ $303,179)
Site Improvements/prep costs: 130,000 (+ 30,000)
Utilities 740,612 (+ 540,612)
Other Public Improvements 17,093,810 (+ 4,408,810)
Administrative 1,363,401 (+ 635,101)
Transfer Out Job Bill Spending 3,010,000 (+ 3,010,000)
The last year of tax increment collections for this District is for the tax year 2011.
Hennepin County added the tax capacity captured by Tax Increment District 2 to the tax base to
the respective tax authorities for the 2012 tax year.
On November 14, 2016, the City Council adopted Resolution No. 2016-194, approving the sales
of $1,725,000 Taxable General Obligation Tax Increment Refunding Bonds, Series 20116 C,
(TIF 5 Bonds) which enabled paying off $1,700,000 of the $2,400,000 inter-fund loan to Tax
Increment District No. 5 (Shingle Creek Crossing).
DEPARTMENTAL GOALS
To provide the EDA with options for the implementation of the 2011 budget amendment
which maximize redevelopment opportunities and benefits to the City of Brooklyn Center.
Monitor the status of the Shingle Creek Crossing Development and options for the inter-
fund loan repayment.
Support the development of the Opportunity Site Master Plan.
Opportunities for pooling activities/Out-of-District Expenditures:
Potential Inter-Fund Loans as a finance option for TIF 5 (Shingle Creek Crossing) and
TIF 7 (Opportunity Site)
Strategic land acquisition related to targeted redevelopment opportunities
Other TIF eligible expenses that directly benefit redevelopment activities
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 27800
DEPT/DIVISION/ACTIVITY:TIF District #3 – 46413
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #3. Major areas
of focus within the District include:
Brooklyn Boulevard north of 694
th
66 and 252
Along Brooklyn Boulevard and Bass Lake Road, surrounding Shingle Creek
Crossing
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Ave. N and Logan Ave. N
Commercial properties at 57
Properties north of 694, along Freeway Boulevard, between Humboldt Ave. N and
Shingle Creek Parkway
The TIF District #3 fund will be transferring funds in 2022 for the final payment ofthe
2013A TI Revenue Bonds.
BACKGROUND OF THE DISTRICT
Tax Increment District No. 3 was established as a 25 year Redevelopment District to
provide assistance to various commercial redevelopment and housing development
projects within the District. The District was comprised of 221 parcels of land within the
following 3 sites:
th
-
the Brooklyn Boulevard /69Area,
-
the Brookdale Area, and
-
the Willow/252 Area.
Special state legislation associated with the creation of this Tax Increment District
included provisions which required that 15% of the revenues generated from tax
increment in any year are deposited in the housing development account of the authority
and expended according to the tax increment financing plan.
Additionally, the legislation extended the initial 5 year rule to 10 years and Special
Legislation provided an additional 3 years. The extended 5 Year Rule, deadline for in-
district expenditures was May 15, 2008.
This Redevelopment District is presentlylimited to the use of tax increment funds for
debt service with the following exceptions:
-
25% Pooling activities, which include administrative costs.
-
Affordable Housing activities which are not subject to the 5 Year Rule.
The district was decertified on December 31, 2021.
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On November 12, 2013 the EDA adopted Resolution No. 2013-15 which modified the
Tax Increment Financing Plan and approved the following amended budget:
Estimated Public Costs
Land Acquisitions $25,000,000
Public Improvements 4,500,000
Site Improvements 2,100,000
Administrative Expenses 4,400,000
Contingency -
Housing Development Account
Land Acquisitions $ 6,000,000
Affordable Housing Expenses 4,175,000
Interest Expense on Debt Issuance 250,000
Total Housing Development Account $10,425,000
Pooling
Land Acquisitions $ 6,775,000
Public Improvements 4,000,000
Interest Expense on Debt Issuance 1,050,000
Total Pooling $11,825,000
Interest Expense (including Capitalized) $11,250,000
Total $69,500,000
TIF #3 received its final distribution of tax increment during 2021.
The 6 Year TIF Rule regulates the use of TIF for Out-of-District expenditures, including
Administrative costs and eligible activities to 25% for redevelopment districts.
DEPARTMENT GOALS
Develop options on the use of Out-of-District funds for Tax Increment investment
opportunities, whichleverage private investments, maximize benefits to the community,
and assure that sufficient funds are available for debt service.
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& Logan site, Opportunity Site,
Develop plans that will promote redevelopment of the 57
Humboldt Square area, and former Sears’ssite.
Develop a land use plan and Brooklyn Boulevard Corridor Overlay District, which enables
the development of a cohesive mixed-use corridor with commercial uses that serve the
community, provides a variety of housing types, and responds to the access and mobility
needs of Brooklyn Boulevard.
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Opportunities for pooling activities/Out-of-District Expenditures:
TIF 7 Inter-fund Loan to assist in financing land acquisition and infrastructure
improvements associated with the Opportunity Site (initial street, utility,
streetscaping, and stormwater)
Strategic land acquisition related to targeted redevelopment opportunities
Other TIF eligible expenses that directly benefit redevelopment activities
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 28800
DEPT/DIVISION/ACTIVITY: TIF District #5 – 46415
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #5, a Renewal and
Renovation Tax Increment District that was established in 2011 as part of the redevelopment of
the Brookdale Mall properties into the Shingle Creek Crossing PUD.
BACKGROUND OF THE DISTRICT
The development is anchored by a 181,943 sf. Walmart featuring grocery, pharmacy, retail, and
garden center, and includes the following retail/service commercial buildings and/or pad sites:
a 38,000 sf. L.A. Fitness;
a 108,208 sf. pad site former Food Court Building which includes junior box retailers
(TJ Maxx and Michael’s);
twelveretail pad sites comprising 109,034 sf.;
five free standing restaurants pads totaling 23,288 sf.;
a 4,869 sf. Applebees restaurant and a two story 75,000 sf. retail building formerly
occupied by Kohls are part of the PUD, but not included in the TIF District.
The Shingle Creek PUD plans for a total of 540,342 sf. of commercial/service space within this
65 acre development.
The tax increment assistance for this commercial redevelopment was financed through the
following:
- The Tax Increment District 2 Spending Plan, authorized by the 2010 Minnesota Jobs
Bill, provided a $2.4 M inter-fund loan to be repaid by future TIF 5 increment.
- A Pay-As-You-Go promissory note for $2.3 M.
The District’s Finance Plan also identified the potential of Tax Increment Revenue that could
additionally fund $2.3 M of eligible in-district improvements and approximately $1 M for
outside of the district capital improvements and/or property acquisitions.
The first increment for this District was received in 2014.
The first 3 years of tax increment were identified to be distributed as follows:
- 90% to be applied towards the repayment of the $2.3M Promissory Note (6% annual
interest rate);
- 10% to reimburse Administrative Costs.
Beginning with the fourth year:
- 60% of increment to be used to pay off the Promissory Note.
- 10% to reimburse Administrative Costs
- 30% of the increment available for the repayment of the inter-fund loan and
additional EDA approved projects inside and outside of the District.
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- The additional projects previously considered by the EDA included additional
enhancements to the day-lighted portion of Shingle Creek and enhancements to the
internal streetscape improvements.
- The out of district expenditures the EDA may consider include capital improvements
and property acquisitions, such as the Brooklyn Boulevard Corridor, Humboldt
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Avenue Corridor, or 57 Avenue Corridor, or redevelopment activities within the
Opportunity Site.
The District is scheduled to be decertified by December 31, 2029.
At such time as the PAYG Note, Inter Fund Loan are satisfied and there are no outstanding
liabilities or budget activities that the EDA choses to pursue, the remaining fund balance and any
subsequent tax increment revenue received would be considered excess TIF revenue and would
be returned to Hennepin County.
Hennepin County would then redistribute these tax dollars to the taxing authorities.
5 YEAR & 6 YEAR RULES
In 2016, the 5 Year Rule of the Tax Increment Laws came into effect which restricts the use of
Tax Increment Revenue to existing in-district debt obligations with 20% available out-of-district
expenditures (which includes Administrative Fees, in-district and out-of-district expenses).
The Shingle Creek Crossing Project has 4 retail pad sites (53,100 sf.) and 4 restaurant pad sites
(20,800 sf.) to complete the approved PUD plans.
In 2017, the 6Year Rule further restricts the annual use of tax increment for Out-of-District
expenditures to 20%.
TIF #5 based on Hennepin County for the assessment year 2022 is projected to generate a total
of $453,841 in 2023.
Opportunities for EDA consideration:
Professional services to assist with repositioning vacant property within the approved
PUD to allow for successful redevelopment
Contractual services to allow for infrastructure improvements to facilitate
redevelopment and build-out of the Shingle Creek Crossing Development
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 28100
DEPT/DIVISION/ACTIVITY: TIF District #6 - 46416
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #6, (Sanctuary at
Brooklyn Center and adjacent parcels) an affordable assisted care senior apartment development
and the future redevelopment of the 4 adjacent lots, comprising approximately 6.27 acres.
BACKGROUND OF THE DISTRICT
On October 26, 2015, the City Council conducted a public hearing on establishing a 25 year
Affordable Housing Tax Increment District for a proposed senior project which would enable the
use of tax increment generated from this development to fund a $1,500,000 PAYG Note and an
additional $300,000 for future land acquisition of two adjacent properties.
The City Council adopted a Resolution No. 2015-63, Approving a Modification to the
Redevelopment Plan for Housing Development Redevelopment Project No. 1 and Establishing a
Tax Increment Financing Plan for TIF District No. 6 (Affordable Senior Housing).
The certification of this District was delayed pending completion of the TIF and PUD
development agreements; EDA’s purchase agreement/land conveyance process;the developer’s
finance plan to obtain tax exempt and tax credit financing.
These conditions have been met andTax Increment District No. 6 was certified in 2018.
The first year of Tax Increment has been delayed until 2019.
The district is scheduled to be decertified in 2043.
The TIF 6 Finance Plan includes the following budget:
$2,816,236 Public Utilities, Site Improvements, Preparation Costs and Other eligible
improvements;
$2,883,872 Pay-As-You-Go (PAYG) Note
$ 146,157 Administrative Costs
DEPARTMENTAL GOALS
Develop funding strategies and options for the EDA’s consideration, which promote and
enhance affordable housing opportunities.
Develop the adjacent four parcels with multi-family housing that promote and enhance
the goals of the Brooklyn Boulevard corridor.
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 28200
DEPT/DIVISION/ACTIVITY: TIF District #7 - 46417
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #7, (Opportunity Site
including HOM Furniture).
BACKGROUND OF THE DISTRICT
On March 28, 2016, the City Council conducted a public hearing on establishing a 25 year
Redevelopment District.
The City Council adopted a Resolution No. 2016-46, Approving a Modification to the
Redevelopment Plan for Housing Development Redevelopment Project No. 1 and Establishing a
Tax Increment Financing Plan for TIF District No. 7 (Opportunity Site, including HOM
Furniture).
The certification of this District was delayed pending selection of a developer and establishment
of a master plan for the site and establishment of an approved PUD and TIF Agreement for the
redevelopment of the HOM Furniture site. .
These conditions have been met andTax Increment District No. 7 was certified in 2018.
The first year of Tax Increment was delayed until 2019, subject to the completion of the HOM
Furniture development.
The district is scheduled to be decertified in 2043.
The TIF 7 Finance Plan includes the following budget:
$21,401,928 Land/Building acquisition, Public Utilities, Site Improvements,
Preparation Costs and Other eligible improvements;
$27,771,521 Interest Expenses
$ 5,563,715 Administrative Costs
DEPARTMENTAL GOALS
Develop funding strategies and options for the EDA’s consideration which promote and
enhance the redevelopment of the Opportunity Site
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2023 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 28300
DEPT/DIVISION/ACTIVITY: TIF District #8 - 46418
PROFILE
This fund accounts for all TIF revenues and expenditures for TIF District #8, (Real Estate
Equities).
BACKGROUND OF THE DISTRICT
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On July 8 2019, the City Council conducted a public hearing on establishing a 25 year Housing
District.
The City Council adopted a Resolution No. 2019-97, Approving a Modification to the
Redevelopment Plan for Housing Development Redevelopment Project No. 1 and Establishing a
Tax Increment Financing Plan for TIF District No. 8 (Real Estate Equities).
The first year of Tax Increment was delayed until 2022, subject to the completion of the project.
The district is scheduled to be decertified in 2047.
The TIF 8 Finance Plan includes the following budget:
$10,529,724 Land/Building acquisition, Public Utilities, Site Improvements,
Preparation Costs and Other eligible improvements;
$6,978,073 Interest Expenses
$1,750,780 Administrative Costs
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2022 Brooklyn Center Department Budget Narrativeby Fund
Department Name:
City Initiative GrantsFund
Department/Division Mission:
To track expenditures of miscellaneous grant funding sources with restricted use.
Department/Division Description:
Revenues and expenditures from grants received from outside entities are accounted for in the fund. The
Police Department receives several federal, state and other local grants, which are accounted for here.
Other activities include grant funding for local recreation programs and cable television. Local recreation
programs include Safety Camp, Luther Soccer League, Earle Brown Days, Community Center Special
Events, which includes Holly Sunday and Big Chill.
Police Grant Programs
The Police Explorer Program:
Law Enforcement Exploring is a hands-on program open to young men and women who have
completed the 6th grade through 20 years old, interested in a career in law enforcement or a related
field in the criminal justice system.
The program offers young adults a personal awareness of the criminal justice system through
training, practical experiences, competition and other activities. Additionally, the program promotes
personal growth through character development, respect for the rule of law, physical fitness, good
citizenship and patriotism.
Joint Community Police Partnership (JCPP):
The Joint Community Police Partnership (JCPP) is a Hennepin County program that works
collaboratively to enhance relationships between police and the community, specifically with
immigrants, people of color, indigenous people, and faith communities. Each city tailors
programming to their specific community
Towards Zero Deaths (TZD)
The Toward Zero Deaths approach is based on the belief that even one traffic-related death on our
roads is unacceptable. This “zero deaths” idea was first adopted in Sweden in 1997 as "Vision Zero"
and since then has evolved to several state DOTs, including Minnesota, that have identified zero
deaths as a core objective in their Strategic Highway Safety Plans.
TZD uses a data-driven, interdisciplinary approach that targets areas for improvement and employs
proven countermeasures, integrating application of education, enforcement, engineering, and
209
emergency medical and trauma services (the “4Es”). A combination of strategies from different focus
areas is often most effective for solving a particular problem.
Bulletproof Vest (BPV)
The Department of Public Safety (DPS) Vest Reimbursement Program definessoft-body armor
eligible for reimbursement as:
A. One front and one back ballistic panel
B. One soft trauma plate
C. Two concealable or authorized carriers
D. One hard trauma plate
Per Minnesota Statute 299A.38, the State will reimburse up to one-half of the purchase cost of the
above items. Other charges will be the responsibility of the officer or agency (e.g., tactical ballistic
items, unauthorized carriers, alterations, freight, sales tax, etc.). Each additional item should be listed
and priced separately on the vendor invoice.
Justice Assistance Grant (JAG)
The JAG program is the leading source of federal justice funding to state and local jurisdictions. The
JAG Program provides states, tribes, and local governments with critical funding necessary to support
a range of program areas including law enforcement, prosecution, indigent defense, courts, crime
prevention and education, corrections and community corrections, drug treatment and enforcement,
planning, evaluation, technology improvement, and crime victim and witness initiatives and mental
health programs and related law enforcement and corrections programs, including behavioral
programs and crisis intervention teams
Violent Offender’s Task Force (VOTF)
VOTF was created in February 2007 to help address the problem of violent crime/offenders in
Hennepin County. The task force is comprised of county deputies and suburban police officers
working collaboratively.
Auto Theft Prevention Grant
Minnesota Statute 65B.84 the Automobile Theft Prevention Program requires the Commerce
Department to audit and evaluate the effectiveness of those programs awarded funds. In addition the
Commerce Department is required to an assessment of the scope of the problem of automobile theft,
including areas of the state where the problem is greatest, analyze various methods of combating the
problem of automobile theft, plan for providing financial support to combat automobile theft and plan
for eliminating car hijacking. The data your organization provides in these quarterly reports will help
to serve those objectives.
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211
212
2023 Brooklyn Center Department Budget Narrative by Fund
Department Name:
Centerbrook Golf Course
Department/Division Mission:
To be a premier value Minnesota golf course, offering a challenging, well-conditioned course and
exceptional customer service.
Department/Division Description:
Centerbrook Golf Course is a nine (9) hole, par three (3) golf course, owned by the City of Brooklyn
Center. It was built in 1986-87, opened for business in the spring of 1988 and was established as an
enterprise fund entity. In 2019, the City Council moved the golf course operation from an Enterprise
Fund to a Special Revenue Fund activity.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Customer Intimacy
Continued focus on increasing awareness of Centerbrook golf and attempting to grow the game
locally, with concentration on
- Youth - Women
- New golfers
Develop and implement safety measures pertaining to COVID Pandemic
Customer Service
Continued focus on customer service and improving the customer experience.
Staffing Levels
Positions FTEs 2021 2022 2023
1 1 1
Golf CourseSuperintendent
1.75 1.75 1.75
Part-time Staff (10 - Seasonal)
2.75 2.75 2.75
Total
Strategic Functions/Division(s):
Turf Grass Technician
To provide the highest quality playing conditions possible within the established budget
o
limitations. Centerbrook Golf Course will strive to be an example of environmental
sensitivity and aesthetic beauty for the community.
Customer Service Representative
To provide an exceptional golfing experience for every patron. Our inside services staff
o
will feature knowledgeable, customer focused staff that will provide exemplary customer
service.
213
Annual Goal and Strategies:
1.To maintain optimal course conditions within established budget parameters.
- Limited use of plant health products
- Water conservationmeasures
- Equipment enhancements
2. Continuous improvements and total customer satisfaction in all areas of operation.
- Customer Service language included in position descriptions
- Customer service in-service for all staff
- Customer service considered as part of annual performance evaluations
- Increase participation diverse youth in Brooklyn Center (Grow-the-Game Initiative)
Annual Operating Goal Performance Measures:
Performance Measures
Description of Performance Measure Performance Levels
Actual Value Actual Value Target Value
2021 2022 2023
Number of Rounds Per Playable Days 118120 TBD
Revenues Per Playable Day$2,381 $2,363 TBD
Operating Expenditures Per Round $24.64 $23.85 TBD
Operating Revenues Per Round$25.40 $25.29 TBD
Course Utilization Rate 52% 53% TBD
*Data through October 31, 2022
Playable Day- A playable day is defined as, any day that the Real Feel temperature is above 45 and less
than 90. Wind less than 20 mph. Not raining and not flooded or closed for other course maintenance
(Aeration).
Capital Outlay and Other Initiatives with Significant Budget Impact
$15,000 Irrigation Computer
$35,000 Solar Power
214
215
216
City of Brooklyn Center
2023 Budget
Debt Service Funds
217
City of Brooklyn Center
2023 Budget
Debt Service Funds
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:
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 2022A 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:
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 Bonds 2015 GO Refunding Bonds
2016 GO Utility Revenue Bonds 2015 PFA Revenue Note
2017 GO Utility Revenues Bonds 2018 GO Utility Revenues Bonds
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
City of Brooklyn Center
2023 Budget
Capital Project Funds
233
City of Brooklyn Center
2023 Budget
Capital Project Funds
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
234
235
236
237
238
239
240
241
City of Brooklyn Center
2023 Budget
Public UtilityFunds
242
City of Brooklyn Center
2023 Budget
Public Utility Funds
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
Streetlight Utility Fund
Recycling Utility Fund
243
244
245
246
247
248
249
250
251
252
253
254
City of Brooklyn Center
2023 Budget
Enterprise Funds
255
City of Brooklyn Center
2023 Budget
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 operates two
Enterprise Funds:
Brooklyn Center Liquor
Earle Brown Heritage Center
256
257
258
259
260
261
262
263
264
265
2023 Brooklyn Center Department Budget Narrativeby Fund
Department Name: Community Activities, Recreation & Services
The Heritage Center
Department/Division Mission:
To deliver a high quality customer experience by providing exceptional customer service and
extraordinary food service in an uncommon setting.
Department/Division Description:
The Heritage Center is comprised of four divisions; Convention Center, Administrative Services, Catering
Services and Commercial Office Rentals. These Divisions provide for the provision of maintenance,
conference services, custodial functions, equipment servicing, development of menus, preparing and
serving of food and beverage for events at the Heritage Center. Maintenance is also provided to the
buildings and grounds for the commercial office spaces/buildings located at the Heritage Center for 2
tenants.
A management agreement with Flik International for the food and beverage is currently in place through
the year 2026.
Key Initiatives focused on the achievement of strategic priorities/value propositions:
Customer Intimacy
Deliver a High Quality of Service
We will strive to maintain our current level of 90% repeat corporate clients, by reviewing
feedback from event evaluations.
Community Image
Premier Conference Facility and Centerpiece for the City of Brooklyn Center
In 2023, the Heritage Center will celebrate 33 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 2023 marketing efforts, we will continually highlight the Heritage Center and the
City of Brooklyn Center.
266
Key Infrastructure Investments
Increase Capital Fund Transfer
In 2023, we are setting our revenue goals to reach 4 million. If this goal is met we project the
ability to transfer funds into our Capital Improvements Fund, approximately $150,000 to
$200,000.
Staffing Levels
Positions FTEs 2022 2023 2023
1 11
EBHC Manager
1 1 1
Secretary/Receptionist
1 1 1
Secretary/Billing Clerk
1 1 1
Operations Director
1 1 1
Sales Director
4 3 3
Sales Managers
2 2 2
Catering Sales Managers
3 2 2
Maintenance Custodian
2 2 2
Crew Chiefs
9 9 9
Part-time Staff
25 23 23
Total
Strategic Functions/Division(s):
Administration Division
This division provides administrative duties for all divisions.
o
Provide a high level of customer service to guests and vendors.
Convention Center Division
This division is responsible for the daily operations for all events.
o
To promote and sell all rooms, manage food, beverage, audio visual equipment and special
requests made by clients.
Catering Division
This division is responsible for facility owned equipment, product, and building
o
maintenance related to catering. Flik food and beverage contract expenses are found in this
area.
Office Rental
This division responds to any tenant concerns and maintains buildings.
o
267
Annual Goal and Strategies:
1. Promote and sell the facility in accordance to the 2023 Marketing Plan:
a.Participate in three industry associations to network for business.
b. Add a minimum of 20 new corporate clients.
c. Work with Embassy Suites, Fairfield Inn by Marriott, and other area hotels on bookings of
events.
2. Deliver a high quality customer experience:
a. Build interpersonal relationships with clients to generate higher customer satisfaction,
commitment and loyalty.
b. Client requests and changes will be responded to quickly.
c. Showcase food & beverage services each day based upon client requests and current
market trends.
3. Be responsible to our environment by reducing our resource use and food waste:
a. Reduce electrical consumption by upgrading light fixtures.
b. Be part of the Waste Not program on food waste reduction.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual ValueTarget Value
Increase Revenue 1,740,635 4,000,100
Control Expenses (Percentage of Cost to 89.98%/102%41.90%/67.00%
Revenue)
Customer Satisfaction Rating98%100%
New Corporate Clients 13 20
Increase Misc. Catering Sales $7,178 $12,000
*2021 data
268
269
270
271
272
273
274
275
276
City of Brooklyn Center
2023 Budget
Internal Service Funds
277
City of Brooklyn Center
2023 Budget
Internal Service Funds
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
278
279
280
City of Brooklyn Center
2023 Budget
Capital Improvement Program
281
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CIP PROJECT AREAS
2023 - 2030
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HOWE LNE
N
66TH AVE N
!
!
!!!!!!
N
E
V
A
H
66TH AVE N66TH AVE NT
6
6
WINCHESTER LN
!
!
WINCHESTER LN
!
!!
!!!!!!
!!!FREEWAY BLVD65TH AVE N
65TH AVE N
65TH AVE N
PAUL DR
!!
!!!
!
I
L
R
A
M
64TH AVE N
!!
!!!
!64TH AVE N
64TH AVE N
!
R
XD
!
POE RD
DR
!
!!!!!!!!!
OH
E
OHENRY RDNR
Y
RD
OHENRY RD N
ELEANOR LN
!N
!!!!
!!!!!!!LINT
ERS
TAT
E 6
94
N
63RD AVE N
3
!!
!!!
JO!
Y
C
E
LN
NASH RD
BOULDER LN
D
!!!
!!!
62ND AVE N
62ND AV
E N
62ND AVE N62ND AVE N
62
N
D
A!!
VE!
N
!
61ST AVE N
!
S
U
MM
IT
D
R
N
JANET LN
!
61ST AVE N!!!!!!!
61
ST AVE N
61ST AVE N
R
RE D
ODO
OMMDR
C
60TH AVE N
!
!!!!!!!!
!!
!
60TH AVE N
!
!!!!!!
!!!!!
!
59TH AVE N
59TH AVE N
58 1/2 AVE N
KERD
LA
58TH AVE N
58TH AVE N
FRA
A
LLN
BASS LAKE RD
I
NG
5
RE7
T
H
A
V
E
N
AVE N
57TH
W
DR
ST LN
BURQUE
56TH AVE 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
53RD
AVE N
53RD AVE N
53RD AVE N
52ND
AVE N
Reconstruction Projects
OAK ST
N
1
T
AVE
51ST AVE N
50th Ave (France to Drew) - 2023
Orchard Lane East - 2024
50TH A
VE N
50T
H AVE N
50T
H AVE N
Humboldt Ave (CR 57 - 53rd to 57th) - 2025
69th Ave (CSAH 130 - Unity to Brooklyn Blvd) - 2025
49TH AVE N
LAK
EBREEZE
AVE N
TH 252/66th Interchange - 2026
48T
H AVE
N
Mill and Overlay Projects
LAKE
SIDE
AVE N
67th and James Area - 2026
!!!
68th and Lee Area - 2026
!!!
John Martin Dr - 2026
!!!
Full Depth Pavement Replacement Projects
St Alphonses Area - 2026
!!!
51st Ave (West of France) - 2023Humboldt Ave (65th to 69th) - 2027
!!!
Knox, James & 54th Ave - 2023Garden CIty Central - 2028
!!!
Orchard Lane West - 2025Shingle Creek Pkwy and Xerxes Ave - 2028
!!!
53rd and Xerxes - 202565th/66th Ave and Camden Ave - 2028
!!!
Meadowlark Gardens - 202673rd Ave (Humboldt to Camden) - 2028
!!!
Earle Brown Drive - 2027Garden City North - 2029
!!!
Humboldt Ave (69th to 73rd) - 2027Garden City South - 2030
!!!
285
September 2022
CIP PROJECT AREAS
2031 - 2037
!
!!!!!
N!!!
73RD AVE 73RD AVE!!
N
D
LN
O
P
N
WOODBINE LN
WOODBINE LN
N
W
OODBINE LN
72ND AVE N
AMY LN
72ND AVE N
71ST AVE
N
71ST AVE N
70TH AVE N
N
E
AV
TH
70
70TH AVE N
70TH AVE N
70TH AVE N
70
TH AVE
N
70TH AVE N
70TH AVE N
V
EMERSON LN N
NA
IRVI
NG LN N
AVE N
69TH
N
E
68TH LN N
N
HAVE
6
8
T
H
A
V
E
N
68TH AVE N
8TH AVE N
6
68TH LA N
67TH A
VE N
67TH AVE N
67TH AVE N
N
E
V
A
TH
7
6
67TH AVE N
6
7TH
AVE
N
R
I
C
HOWE LNEN
66TH AVE N
66TH AVE N
N
E
V
A
H
66TH AVE N
T
6
6
WINCHESTER LN
WINCHESTER LN
AY BLVD
FREEW65TH AVE N
65TH AVE N
VE N
65TH A
PAUL DR
I
L
R
A
M
64TH AVE N
64TH AVE N
64TH AVE N
R
XD
POE RD
DR
OH
EN
OHENRY RDR
Y R
D
OHENRY RD N
ELEANOR LN
INT
ER
STA
TE
694
N
L
N
63RD AVE N
3
!
!
J
O
Y
CE
L
N
BOULDER LNNASH RD
D
62ND AVE N
62ND AVE
N
62ND AVE N
62
N
D
AV
E
N
61ST AVE N
!
!
!
S
UM
M
IT
D
R
N
JANET LN
61ST AVE N
61ST AVE
N
61ST AVE
N
DR
ORE
MODR
COMD
60TH AVE N
60TH AVE N
59TH AVE N
59TH AVE N
58 1/2 AVE N
LAKERD
58TH AVE N
58TH AVE N
A
FR
LLN
!
!
BASS LAKE RD
!
I
NG
!
!!!
!
5
RE7
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H
A
V
E
N
H AVE N
57T
W
!!DR
!
!
!!
URQUEST LN
B
!!!!
!!
56
TH AV
E N
56TH AVE N
!
!
ECKB!!ERG DR
!
!!!!
ERICO
N DR
!!
!!
!!!!!
55TH AVE N
N
N
!E E
VV
! A A
THH
5T
55
5
!
!
!V
54THA
!
!!!
!!!
!!!
!
54TH AVE N
!
!
!
!!!!
BELLVUE LN N
53
RD PL N
LILAC DR N
!
!!
!
!
53RD!
AVE N!
53RD AVE N
!
!
53RD AVE N
!
!!
!
!
!
52ND A
VE N
Reconstruction Projects
!
!!
!
O
AK ST N
1
T
A
VE!
Freeway Boulevard - 2036
!!
!!
Full Depth Pavement Replacement Projects
!
!
!!!
!!
50TH A
VE N
50
TH AVE
N
50TH A
VE N
Southeast Alleys - 2032
!
!
!!
!!!!
49
TH AVE N
Riverwood Area - 2036
!!!
!!
!
!
LAKEB
REEZE A
VE N
Xerxes and Northway Drive - 2037
!
!
!
48TH
AVE N
!
!!
!
!
!
LAKE!
SIDE A
VE N
Mill and Overlay Projects
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
!!!
Twin Lake North Area - 2037
!!!
286
September 2022
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