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Home My WebLink About12-05-22 CCP Special ! !"#$ % &'() *+ !% ,!-. /( ,(" ! "( ! " #!$ $ ,*'0 %),*'! *# ,* 12'0),%* $, (!%*" %'0"%#/ ! % & ! %' % ()*! % + &!%, ! %$ &$ )# 3 4 ! "#$" % &' "(! ) *+,,+- +#&. /)0 1&23 " ,/ #, , , / 1 2 / 1/2/2023 1 2023 Annual Budget Presentation October 8, 2018 Review CityCouncilDecember5,2022 Dr.ReggieEdwards,CityManagerandAngelaHolm,FinanceDirector Presentation Purpose •Presentthe2023Budget •Provideinsightintothefactorsthatguidedthe developmentofthe2023Budget •Providebudgethighlights •Providefiscalanalysisbudgethighlightsandimpacts 2 1/2/2023 2 City Evolving Acknowledgement •Commend •TheChurn •Progress 3 4 1/2/2023 3 2023 Budget Context & Environment •COVIDͲ19,DeathofDaunteWright,andCivil Unrest •EconomicCondition(Income/TaxDiversity) •Honor&AcknowledgeDiverseLifeExperience 5 2023 Budget Context & Environment 6 1/2/2023 4 Tax Capacity Estimates 7 2023 Budget Context & Environment •OrganizationalStability •BalancetoBeBetter oGrowth/Gentrification oNow/7Generations •CouncilBudgetOutcomesandStrategicPriorities •CommunityͲCenteredͲCity oCapacityBuilding oCoͲCreating oBestSelf 8 1/2/2023 5 2023 Budget Guiding Factors •Theproposedbudgetwas developedrecognizing unprecedentedeventsandchallengesfaced by residentsandstaff. •Theproposedbudgetwas developedwithan intentbalancetheneedsfor economicgrowth, healthandwellͲbeingofpeople,longerͲtermfiscal stability,pursuitofCityCouncildirectionand providingCityservicesatanaffordablecostfor residents. 9 2023 Budget Fiscal Direction October 8, 2018 Review 1/2/2023 6 11 CityCouncil Residents OfficeofEquity& HumanResources City Manager OfficeofCommunity Prevention,Health& Safety Community Development Department Financial Services Department Administration Department Fire Department Police Department Recreation Department PublicWorks Department BrooklynCenter OrganizationChart CommissionsandCommittees HousingCommission PlanningCommission FinanceCommission Parks&RecreationCommission Prevention&PublicSafetyCommittee SisterCitiesCommission Brooklyn Center Vision and Mission VisionStatementͲ We envisionBrooklynCenterasathriving, diversecommunitywithafullrange ofhousing,business,cultural andrecreationalofferings.Itisasafeandinclusiveplacethat peopleofallageslovetocallhome,andvisitorsenjoyduetoits convenientlocationandcommitmenttoahealthyenvironment. MissionStatementͲ ThemissionoftheCityofBrooklynCenteris toensureanattractive,clean,safe,andinclusivecommunitythat enhancesthequalityoflifefor allpeopleandpreservesthepublic trust. 12 1/2/2023 7 Brooklyn Center Values CustomerIntimacy–Ourprimaryvaluepropositionisa commitmenttoservingeachcustomerwithdignityandrespect. Thisrequiresthatweseektounderstandtheneedsofeach customeranddeliverqualityservicethatwillbeunderstoodand appreciated. OperationalExcellence–Inadditionwewillcommitourselvesto deliveringqualityservicesinacosteffectiveandefficientmanner. We willbegoodstewardsofthelimitedresourcesmadeavailable tousbythecitizensweserve. 13 Brooklyn Center Outcomes & Strategic Priorities CityOutcomes •ExistenceofaHealthyandSafeResidence •ExistenceofaHealthyandSafeYouth andTheir Environmentfor7Generationstocome •ExistenceofEquitableandDiverseBusinesses •ExistenceofEquitableStableandDiverseTax Base •ExistenceofaPublicTrust •ExistenceofPeopleFeelingWelcomed •ExistenceofResidentsFeelingaSenseofCommunityPride •ExistenceofEquitablyDiverseHousingwithout GentrificationorDisplacement •ExistenceofanIncreasedHouseholdMedianIncome withoutHarm •ExistenceofaCleanandSafeHumanEnvironment CityStrategicPriorities •EnhancedCommunityImage •ResidentEconomicStability •InclusiveCommunityEngagement •Targeted Redevelopment •Safe,Secure,StableCommunity •KeyTransportationInvestments 14 1/2/2023 8 2023 Budget Highlights - Funded •MarketCompetitiveness(PhaseFunding)Ͳ $50,000 •3%SalaryAdjustments/LivableWage Ͳ $409,447 •NaturalGasInflationͲ $49,900 •CentralGarageReplacementChargesͲ $389,254 •GeneralInflation 15 2023 Budget Highlights - Funded •Outcomebasebudgetandorganizationalfocus– PerformancemeasurementanalystͲ $100,000 •Frozen3PoliceStaff(PhaseFunding)– $300,000 oUnfreeze1PoliceStaff •SustainPublicSafetyAlternatives(PhaseFunding)Ͳ $75,000 •Youth ViolencePreventionandResponseStrategy (PhaseFunding)– $150,000 16 1/2/2023 9 2023 Budget Highlight – Not Funded •NewParkLiaisons4PTEͲ $91,000 •ElectionOffͲYear FundingStabilizationͲ $50,000 17 Total RequestedLevyIncrease CouncilApprovedLevyIncrease 17.1% 6.9% 2023 Budget Highlights – (New FTEs w/Existing Funding) •ParkMaintenance •RecreationEngagement •FireInspector 18 1/2/2023 10 2023 Budget Fiscal Outlook & Levy Proposal October 8, 2018 Review Budget Policies Purpose:Providesbasicframeworkandassistsinthedecisionmaking process •BalancedBudget •Currentrevenueshouldpayfor currentexpenses •Contingencyofuptofivepercentofbudget •Provideadequatefundingforcapitalreplacement&maintenance •Budgetshoulddescribegoals,servicesandprograms •Targeted unassignedGeneralFundbalanceof50– 52%ofthenext year’sGeneralFundbudget 20 1/2/2023 11 Revenue Policies Purpose:DirecthowtheCitymaintainstheabilitytopayforservicesit providesitscustomers •Maintaindiversifiedandstablerevenuesystem •Annualrevenueestimatescompletedthroughanobjectiveconservative analyticalprocess •Userfeesshouldbereviewedandrevisedonanannualbasis •FeesanduserchargesforEnterpriseFundsshouldfullysupporttotaldirect andindirectcosts •Userfeesfor Cityserviceswillgenerallybeestablishedatalevelwhichwill recoverthefullcostofprovidingtheservice 21 Revenue Summary 22 1/2/2023 12 2023 Budget Highlights •OverallRevenueIncreaseof7.6 •Investments–Increaseof30.8% •GeneralRevenue–Increaseof59.0% •PublicSafetyRevenue–Decreaseof90.12% 23 Expenditure Summary 24 1/2/2023 13 Property Tax Levy Description 2022Adopted 2023Proposed $Change %Change GeneralLevy $19,532,263 $20,984,843 $1,452,580 7.44% DebtServiceLevy 1,791,762 1,810,539 18,777 1.05% Total CityLevy $21,324,025 $22,795,382 $1,471,3576.90% HRALevy $482,206 $508,633 $26,427 5.48% 25 Note:Apropertytaxlevyincrease/decreaseof1%is approximately$200,000inrevenue. Comparable City Levy Rates - 2023 4.51% 6.50%6.60%6.90%6.93% 6.93%7.00% 9.50% 11.31% 12.80% 23.21% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% NewHope Maplewood Richfield Brooklyn CenterͲ2023 Shoreview Brooklyn CenterͲ2022 Roseville Crystal GoldenValley Fridley WhiteBear Lake PreliminaryLevy–Payable2023 26 FridleyandWhiteBearLakelevyincreasesincludeincreaseddebtleviesfornewcapitalprojects FinalLevyamountsnotavailableatthistime– preliminaryleviescannotbeincreasedbutcouldbelowered 1/2/2023 14 General Fund Revenues by Source 2023Revenue 2022Revenue 27 General Fund Expenses by Function 2023ProposedExpenditures 2022ApprovedExpenditures 28 1/2/2023 15 Taxable Market Value (preliminary estimates) 29 Tax Capacity Estimates 30 1/2/2023 16 Median Value Home 31 City Property Tax Rates 32 1/2/2023 17 Projected Property Tax Impacts 33 Incremental1% 2022 2023 Impact of6.9%Levy LevyImpact Taxable Taxable 2022 2022 2023 2023 2023 2023 Market Market $ % Tax City Tax City $ % Tax City $ Classification* Value Value Change Change Rate Taxes Rate Taxes Change Change Rate Taxes Change SingleFamilyResidential 205,830$245,070$39,240$19.06% 57.1101,175$54.0581,325$149$12.70% 54.5281,336$12$ Multi FamilyResidential 2,200,000$2,554,562$354,562$16.12% 57.11015,705$54.05817,262$1,557$9.91% 54.52817,412$150$ Commercial 1,700,000$1,780,437$80,437$4.73% 57.11018,989$54.05818,844$(145)$ Ͳ0.76% 54.52819,008$164$ Industrial 1,900,000$2,268,047$368,047$19.37% 57.11021,273$54.05824,116$2,842$13.36% 54.52824,325$210$ PropertyTaxChanges(Basedon6.9%GeneralLevyIncrease&Market ValueChanges) Cost of Government – Median Value Property 34 1/2/2023 18 Property Tax Components – Median Value Property 35 Action Requested MotiontoOpenPublicHearing MotiontoAdopt2023BudgetandApproveResolution 36 1/2/2023 19 RecommendedAction 1. MotiontoOpenthepublichearingsconcurrently 2. MotiontoClosethepublichearings. 3. MotiontoAdoptResolutionCertifyingSpecialAssessmentsforDiseased Tree RemovalCoststotheHennepinCountyPropertyTax Rolls 4. MotiontoAdoptResolutionCertifyingSpecialAssessmentsforWeed RemovalCoststotheHennepinCountyPropertyTax Rolls 5. MotiontoadoptResolutionCertifyingSpecialAssessmentsfor AdministrativeCitationstotheHennepinCountyPropertyTax Rolls 6. MotiontoAdoptResolutionCertifyingSpecialAssessmentsforNuisance AbatementCoststotheHennepinCountyPropertyTax Rolls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o: Mayor Elliott and Councilmembers Butler, Graves, Lawrence-Anderson, and Ryan From: Reggie Edwards, City Manager Date: December 5, 2022 RE: 2023 Final Budget Adoption It is my pleasure to transmit the proposed 2023 budget for the 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 to the Fiscal Services Department and Finance Director Angela Holm for 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 March of 2020. Economists forecasts continue to indicate a lag in the economic recovery. Many businesses have closed permanently, while some are slowly working to recover. The City continues to feel and experience the ongoing societal reverberations stemming from the deaths of Mr. George Floyd and Mr. Daunte Wright at the hands of police and the ensuing 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. In the midst of all of the above the City government of Brooklyn Center has continued to deliver much needed but sometimes limited services to the community. We are beginning to see signs of recovery in several areas hit hardest by the global pandemic and civil unrest. Specifically, the City’s enterprise operations - The Heritage Center, municipal liquor stores and Centerbrook Golf Course - are seeing increased public confidence in social gatherings. While we have had significant revenue losses in 2020 and 2021 primarily due to COVID-19, we are fortunate that property tax revenue collection is performing 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 proposed 2023 budget, in financial terms, sets forth the action plan of the City. The priorities for staff, infrastructure improvement and service response are reflected in the allocation of resources in the plan developed in City Council Joint Work Sessions with the Financial Commission during the months of June through November 2022. The expenditure levels are focused on maintaining current services and on the achievement of the strategic priorities of Resident Economic Stability, Targeted Redevelopment, Enhanced Community Image, Inclusive Community Engagement, Safe Secure Stable Community and Key Transportation Investments and key outcomes adopted by the City Council. Accountability-Policing Activities We live in a time of social unrest and heightened public concern and tension about the history and the general role of police and particularly communities of color. Given the history of distrust and strained relationship that exists between significant segments of the community and the police, it is critical that the Council can demonstrate to the entire public that police in Brooklyn Center serve with fairness, dignity and respect for all without equivocation. Beautification and Cleanliness-Community We will put into effect programs and approaches designed to reduce litter, improve cleanliness promote beauty throughout the community with an initial focus in commercial neighborhoods. Economic Stability-Businesses We will continue and expand upon existing programs to support the growth and development of local business, particularly small and immigrant owned business. Economic Stability-Residents We will continue to promote and support collaborative efforts with education partners, businesses and other governments 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. 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 budget will 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, health and wellness is the most important condition within a community. Transparency-Enterprise wide We believe transparency is essential to building trust and trust of the government is critical in a democracy where shared responsibility is necessary. Therefore, we will promote and provide maximum opportunities to share any and all public information for the benefit of the community and to inform governance. Leadership Role-City Council We will assure that the City Council Budget is sufficiently funded to facilitate the Council’s ability to effectively fulfill its duties of policy development, ordinance creation, quasi-judicial administration and City Manager oversight. Preservation and Protection-Natural Environment We have a stewardship responsibility for the natural resources of the community and an obligation to preserve the environment for productive use by future generations. Tax Burden Relief We will remain conscious of the fact that many residents and business owners in Brooklyn Center continue to suffer 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 7.66% and 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 2022 bond issue used to finance neighborhood infrastructure reconstruction improvements. The Median Value Residential Property in the City is $259,000 compared to the prior year value of $223,000, which is an increase in market value of 16.14%. The Median Value Residential Property will pay approximately $1,321 in City and Housing and Redevelopment Authority property taxes in 2023 compared to $1,175 in 2022, which is an increase of $146. The 2023 Budget incorporates the following significant items: o A 3% COLA for employees other than those represented by the City’s respective labor unions. o Additional Capital Improvement Projects include street reconstruction of $860,000, water system improvements of $1.481 million, and park playground equipment review and replacement of $755,000. o We will also work with regional partners and jurisdictions to develop an Environmental Impact Statement (EIS) for the TH 252 conversion to a freeway and MnPASS lanes on TH 252 and I-94. This project was selected for Corridors of Commerce funding in 2018 ($163M) for start of construction in 2025. The Proposed 2023 Levies On December 5, 2022, the City Council will consider the 2023 budget and property tax levies. There are three funds that require a tax levy; the General Fund, the Debt Service Fund and the Housing and Redevelopment Authority Fund. The proposed final levy is as follows: General Fund - Operations Levy $ 20,984,843 Debt Service - Public Improvement Bond 1,810,539 Total Levy $ 22,795,382 Housing and Redevelopment Authority $ 508,633 The General Fund is the primary operating fund for government business of the City. The proposed General Fund Budget is as follows: The Proposed 2023 General Fund Budget Revenues and Other Sources Property Taxes $20,886,995 Lodging Tax (Gross Receipts) 1,100,000 Licenses and Permits 2,168,475 Local Government Aid 1,943,185 Other Intergovernmental Revenues 48,300 General Government Service Charges 79,500 Recreation Fees and Charges 437,000 Public Safety Service Charges 9,000 Fines and Forfeits 161,000 Miscellaneous Revenue 804,842 Special Assessments 40,000 Total General Fund Revenues $27,678,297 Appropriations and Other Uses General Government $4,471,976 General Government Buildings 1,221,148 Prevention Health and Safety 1,067,907 Police 10,780,891 Fire & Emergency Preparedness 2,130,639 Community Development 1,952,562 Public Works 4,801,432 Recreation 2,431,458 Convention and Tourism 475,000 Joint Powers 187,000 Risk Management 283,916 Central Services and Supplies 327,000 Vacancy and Turnover Savings (600,000) Reimbursement from Other Funds (2,032,632) Transfer Out-Miscellaneous 180,000 Total General Fund Appropriations $ 27,678,297 Strategic Focus For the past several years the City Council has remained focused on the achievement of strategic priorities and each year the budget has been crafted as a policy implementation tool focused on the achievement of these strategic priorities. This 2023 business plan focuses on the Council adopted 2018-2022 Strategic Priorities of: x Resident Economic Stability x Targeted Redevelopment x Enhanced Community Image x Inclusive Community Engagement x Safe, Secure, and Stable Community x Key Transportation Investments During this year’s budgeting process department heads identified key initiatives and values of their divisions focused on the achievement of strategic priorities, which are included in their respective narratives. The definitions of the Strategic Priorities and examples of some of these key initiatives for 2023 are as follows: Resident Economic Stability The economic stability of residents is essential to vibrant neighborhoods and to retail, restaurant, and business growth. We will lead by supporting collaborative efforts of education, business, and government sectors to improve income opportunities for residents. x Job Pathways/Workforce Development o Develop partnerships with outside agencies, educational institutions, and training centers to connect residents with access to job training, skills, and higher education that will result in improved employment and wage outcomes. o Work within the City of Brooklyn Center with Human Resources and other departments to connect residents with pathways to jobs working for the City. o Support the Brooklynk program by employing and mentoring interns and providing staff support to the Project Management Team x Entrepreneur/Small Business Support The desired outcome is to foster entrepreneurship opportunities for residents and those that desire to start or grow a business in Brooklyn Center, with an emphasis on underserved entrepreneurs. To achieve this outcome we will: o Development partnerships with outside agencies and resource centers to connect existing local and start-up businesses with resources, training, and financing. o Identify service gaps for local entrepreneurs, develop solutions, and identify resources, with the goal of reducing local government barriers to business success. o Invest in and create a business incubator/public market as part of an initial development on the Opportunity Site to provide affordable commercial space for local businesses. o Identify a use and implement programming for the shell space adjacent to the municipal liquor store in order to serve local entrepreneur and small business needs. o Explore the feasibility and appropriateness of creating additional affordable commercial space for local businesses as EDA-owned properties redevelop. o 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. x 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: o Strengthen the City’s relationships with existing businesses by continuing to develop a Business Expansion and Retention Program to identify existing businesses’ needs. o Identify redevelopment opportunities that advance the creation of livable wage and skilled jobs, while emphasizing and encouraging local hiring practices. x 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: o Explore opportunities to promote home ownership for existing and future residents, with an emphasis on serving those with barriers to home ownership. o Explore partnerships with outside agencies to provide financial literacy classes to residents. o Conduct a Housing Policy Implementation Study and develop a Housing Policy Action Plan, which will examine the City’s housing policies and ordinances with the goal of expanding tenant protections and preserving existing affordable housing. We will also examine the City’s policies around the creation of new, legally-binding, affordable housing units. o Partner with outside agencies and nonprofits to increase housing stability through connecting residents to housing assistance programs and access to resources about tenant rights. o Increase food security by partnering with local food shelf providers to identify barriers to health food access and investing in sustainable community-wise food production and distribution o Explore Local Hiring/DBE contractor policy to include as part of Business Subsidy Policy for new development o Identify program for certifying local businesses as DBEs o Create a local procurement/vender list for internal local hiring as well as contracting for new development Targeted Redevelopment Redeveloping properties to the highest value and best use will accomplish our goals regarding housing, job creation, and growth of the City’s tax base. We will appropriately prepare sites and provide the necessary supporting infrastructure investments to guide redevelopment of publicly- and privately-owned properties. x 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 2023-2024 include: o Completing the Opportunity Site Master Plan o Implementing a citizen advisory commission to review and provide ongoing engagement on development within the Opportunity Site o 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 x 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 2023-2024 include: o Identifying EDA-owned properties to strategically position for resale o Market EDA-owned properties to attract development opportunity that forwards the City’s strategic priorities. o 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 and repurpose it. o Develop an RFP for scattered site EDA-owned parcels. Enhanced Community Image Our ability to attract and retain residents and businesses is influenced by the perception of the City. We will take specific actions to assure that Brooklyn Center is recognized by residents, businesses, stakeholders, and visitors as a high quality, attractive and safe community. x 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. The hope is that there is share understanding and unified action on key strategic directives throughout the entire organization. x 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 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. x 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. x Centerbrook Golf Course o Continued focus on increasing awareness of Centerbrook golf and attempting to grow the game locally, with concentration on new and youth golfers. Continue focus on customer service and improving the customer experience for golfers of all ages and abilities.. x BC Liquor o Staff Development Continue GUEST model training with employees. Continue progressing towards 100% of staff trained on Product Information Trainings (PIT’s). o Upkeep of stores Purchase land for store #2 and build a store. o Respond to Customer Needs 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 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. x 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. x Align City Resources to Most Effectively Support Brooklyn Center Youth Develop a division hosting programs in the areas of holistic health, youth engagement and empowerment, beautification and public art and multi-cultural programming We will align City resources, including financial, staff, facilities and equipment to most equitably support Brooklyn Center youth. Specific actions include: o Co-lead, with the City of Brooklyn Park, the Brooklynk Internship Program. o Identify and provide Brooklyn internship opportunities within Brooklyn Center o Increase equitable access to programs and services x Increase Opportunities for Police Officers to Engage 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). x 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. x 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. x 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: o Coordinate and inspect residential rental properties in accordance with city code requirements; o Monitor, inspect, and register vacant properties; o Continue Code Enforcement activities with proactive inspections with the focus on resolving ongoing and repeat violations; o Provide focused code enforcement efforts to develop relationships with and hold accountable commercial property owners and managers for maintaining their properties in accordance with community standards; o Explore program to incentivize businesses to invest in beautification strategies; o Review the Rental Licensing Program for improvements which will better serve the goals of the program and enhance tenant protections; o Review and make amendments to Chapter 19 related to the City’s 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: o Work with developers, architects, business owners and property owners to ensure building plans indicate compliance with all residential and commercial construction codes; o Develop a system for delivering welcome and introductory information for 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: o 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. x Safety o 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 1,250 school aged children on fire safety. Continue Fire and Fall safety for older adults. The Fire Chief continues to be the resource for other City departments in dealing with COVID-19. o Officer trainings to include new POST mandated and police reform-initiated trainings: Crisis intervention and mental crisis response, Conflict management and mediation, Valuing community diversity and cultural differences to include implicit bias, autism training, and historical implications of racial trauma. o First year of successful operations of the newly created Office of Community Prevention, Health and Safety, which will provide leadership, programming, coordination and evaluation of prevention, health and safety across the enterprise and in the community. Coordination of efforts within the enterprise shall focus principally on all public safety related departments. o Develop and fund an embedded Hennepin County social worker into the department to assist with mental health related calls for service. This includes intensive case management specific to individuals who have previously requested police services. The budgeting model in development is a 60/40 split with Hennepin County. o Maintain a team of officers with a sergeant, whose primary focus is dedicated to constantly monitor criminal activity and address it in a proactive manner. This team’s primary focus will be the commercial districts, including Shingle Creek Crossing. Hotel licensing will be coordinated and enforced by this team of officers. o Partner with other police agencies for youth interventions and diversion opportunities. This may include Cities United, YMCA, or other non-profits that provide youth specific services. Area of focus should be on runaway and youth impacted by domestic violence. o Review and enhance investigative resources regarding sexual assault investigations and prosecutions. Insure we are using a best practices model and employing all resources available both internally and externally to examine these crimes. Utilize best practices trauma informed interview skills at all levels of investigations. o Continue to insure staff compliance with use of Body Worn Cameras (BWCs) alongside our existing squad camera systems to create an enhanced environment of transparency and increased investigative effectiveness. This will be done by audits for compliance of BWC usage during complaint reviews and use of force incidents. Each year we will provide a community opportunity to review and discuss the current BWC program. o Improve cost controls through improved analysis and reporting o We will continue to implement a Central Garage Policy as a sound business approach associated with the cost benefits of vehicles and equipment and its capabilities, funding purchases through a “pay-as-you-go” methodology, and making decisions on acquisition and replacement considering the level of usage and demonstrated needs. o Best practice reviews to identify better methods of efficiency improvement o We will continue to improve and implement equipment replacement tracking methodology. A scoring methodology was developed to assist fleet replacement decision making. This methodology was incorporated into the Central Garage Policy. Key Transportation Investments Proactively maintaining an efficient and effective infrastructure will meet the high level of community expectations. We will plan for and invest in critical infrastructure improvements that enhance safety, improve life quality, and support opportunities for redevelopment, while sustaining the natural environment. x 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. x CIP Funding - Key Transportation Investments In 2023 we will implement the 30th year of the street and utility construction program by providing the needed capital improvements, which increase value to the public infrastructure and provide a catalyst towards other aesthetical improvements and value throughout neighborhoods Citywide. General Fund Revenue Summary The 2023 General Fund budgeted revenues total $27,678,297, which is an increase of $1,970,103 (7.66%) from 2022. Property tax revenue represents 75 percent 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 Site of $771,225. These increases were offset by budgeted revenue reductions in intergovernmental revenue and charges for services. General Fund Expenditure Summary Property taxes 75% Other taxes 4% Licenses & permits 8% Intergovernmental 9% Charges for services 2% Fines & forfeitures 1%Other revenue 1% 2023 Revenue Budget General government 13% Prevention, Safety and Health 4% Police 39% Fire 8% Community development 7% Public works 17% Recreation 9% Non-departmental 3% 2023 Expenditure Budget The 2023 General Fund budgeted expenditures total $27,678,297, which is an increase of $1,970,103 (7.66%) from 2022. The 2023 Budget shows 39 percent of the General Fund expenditures are for Police ($10,780,891). The remaining significant amounts include 13 percent for General Government ($3,660,492), 17 percent for Public Works ($4,801,432) and 9 percent for Parks and Recreation ($2,431,458). The 2023 General Fund Budget incorporates the following significant items: x Personnel. Salaries and benefits represent 69 percent of the General fund expenditure budget. Personnel includes: o A three percent increase in employee base wages o A five percent increase in the health insurance contribution. o Budgeted vacancy/turnover savings by of $600,000. This amount reflects a budgeted expenditure reduction for open positions throughout the year. Taxable Market Value Taxable Market Value Payable Estimated 2022 2023 Change Commercial $ 362,542,100 $ 379,696,000 4.7% Farm Industrial 187,365,900 223,660,400 19.4% Residential 1,671,790,823 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% The City’s taxable market value is estimated at $3,059,933,190, which is an increase of $442,557,197 (16.9%) from last year. For the 8th consecutive year the taxable market value has increased. Tax Capacity The City levies a flat dollar for taxes which is spread amongst all taxable properties in proportion to their percentage of the total tax capacity of the City. Residential represents 54.5% of the City’s tax capacity. The comparison of this chart to last year shows that residential properties will pay 2.1% more of the share of total City property taxes in 2023, with commercial properties paying about 2.1% less. The total tax capacity of the City is estimated at $41,434,859 compared to $36,690,434 in 2022, which is an increase of $4,744,425 (12.9%). The taxable market value and the tax capacity are beginning to align more than in 2022. This is due to leveling off of the tax base after a large TIF reduction in 2022. Property Tax Implications The median value home last year had an estimated market value of $223,000 and a taxable market value of $205,830. The price of that median value home went from $223,000 to $259,000 with a taxable market value of $245,070. The City (including HRA) property tax will increase by an estimated $146 from $1,175 to $1,321. The chart shown above provides information on the median value home and City property taxes paid since 2015. The red bar and amounts on the left axis represent the median value home. In 2015, that value was $131,400 which 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 *Based on a Residential Property in School District #279 City taxes account for 39 percent of property taxes paid by homeowners living in Brooklyn Center (based on the preliminary 2023 property tax levies). The remainder is comprised of taxes for the School District of 31 percent and Hennepin County of 25 percent. The property tax paid by an individual property owner could be impacted because of several different reasons including; a change in value of the property, a change in the relative proportion of the property value to the total property value (shift in distribution of taxable market value to 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. 2023 Cost of General Fund –Median Value Home The chart shown above provides a cost breakdown of the property taxes paid by the median value home (excludes Debt Service and Housing & Redevelopment Authority property taxes). This chart provides an approximate tax dollar cost of the services provided by the City, but it should be noted that it does not take into consideration any costs outside the General Fund or reduce the cost for non-property tax funded expenses such as permit fees and charges for services of the various departments. In 2023, the typical homeowner will pay approximately $502 for police, $224 for public works, $171 for general government, $113 for community recreation, $91 for community development activities, $50 for Prevention Health and Safety, and $99 for fire and emergency preparedness. 2023 Capital Projects & Equipment Replacement The Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year overview of scheduled capital projects to address the City’s goals for maintaining public infrastructure. The CIP includes a long-term financing plan that allows the City to allocate funds for these projects based on assigned priorities. The City has a total of $8.3 million 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. The City compiles a rolling equipment replacement schedule for all City vehicles and equipment. The Central Garage, reported as an internal service fund, administers the funding, replacement schedule and disposal of equipment in the fleet. In 2023, the City is scheduled to replace $1,444,500 in vehicles and equipment including street, parks, police, water, and economic development vehicles. The largest planned purchases include replacement of a shared Police/Fire emergency response vehicle in 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, the Liquor Fund has transferred $1,654,781 to the Capital Improvements Fund for building, park and trail projects throughout the community. Heritage Center of Brooklyn Center The Heritage Center of 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 the Heritage Center. The Heritage Center has a management agreement with Flik International to provide food and beverage services for its facilities. The Heritage Center is also responsible for the maintenance of buildings and grounds of the commercial office spaces for two tenants. Public Utility Funds The Public Utility Funds track revenues and expenditures for fee based public utility services provided by the City. These funds operate on their own ability to generate revenues and receive no property tax support. Each year the City Council reviews the operations of these funds and sets rates based on the needs for operations, capital spending and debt service payments. The City operates the following five Public Utility Funds: Water Fund The City has approximately 121 miles of water main, over 1,300 water valves and 1,000 fire hydrants providing service to over 7,000 single-family residential connections and approximately 1,600 apartment/commercial/industrial customers. The budget includes a rate increase for the Water Utility which consists of base and consumption charges. The City currently has a quarterly base charge of $19.01 per residential and commercial irrigation meter. In addition to this base charge, the City charges a consumption charge of $3.17 per 1,000 gallons (up to 30,000 gallons per quarter). The proposed 2023 rates will increase to $20.53 per residential meter and $3.42 per 1,000 gallons, which is an increase of $1.52 per quarter in base charges and $0.25 in 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 meter and a consumption rate of $3.84 per 1,000 gallons. The amount billed at any particular property depends on the size of the meter connection and the amount of water consumed. The water charge for the quarterly utility bill for a household using 18,000 gallons of water (considered the typical residential user) for 2023 will be $82.09 per quarter. Sanitary Sewer Fund The City provides for the collection and conveyance of wastewater through a system of mains and lift stations. Sewage is treated by the Metropolitan Council Environmental Services, whose contracted services account for approximately 75 percent of the fund’s operating expenditures. The City currently charges a quarterly base charge of $98.27, which is proposed to increase to $103.19 in 2023. Rates are predominantly driven by the replacement cost of sanitary sewer infrastructure related to the neighborhood reconstruction projects and changes to the rates the Metropolitan Council charges the City. Storm Sewer Fund The City provides for the collection and management of storm water throughout the City in compliance with State and Federal regulatory requirements. The Storm Drainage Utility operates and maintains approximately 84 miles of storm sewers and nearly 100 storm water management ponds or treatment devices. The City currently charges a residential customer $17.10 per quarter, which is proposed to increase to $18.30 in 2023 (an increase of $1.20 per quarter). Rate Comparison (Water/Sewer/Storm Sewer) The City annually compares 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 all comparison cities provide water, sewer and storm sewer utilities. The rates shown in the following table are for the comparison cities are their 2022 rates. At the time this chart was compiled their 2023 rates were unknown. The rates were used to calculate the typical residential quarterly bill. The results of that comparison show Brooklyn Center remains among the lower cost provider. The City’s 2022 bill for these services of $191.44 compares favorably to average of $225.33. Street Lighting Fund The City provides 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-term future this 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. 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 2023 is $508,633, which is an increase of $26,427 from 2022. State law authorizes the HRA to establish an operating levy of up to 0.0185% of the taxable market value within the jurisdiction to carry out the purposes of the Authority. In Brooklyn Center after forming an HRA, the City established an Economic Development Authority (EDA) that assumed and expanded the HRA responsibilities into the areas of economic development. The HRA levy is the primary source of funding for EDA activities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ember introduced the following resolution and moved its adoption: RESOLUTION NO. ______________ RESOLUTION APPROVING THE 2023-2037 CAPITAL IMPROVEMENT PLAN AND ADOPTING THE 2023 CAPITAL PROGRAM WHEREAS, the City Council of the City of Brooklyn Center determined it is fiscally responsible and necessary to develop an infrastructure plan that coordinates the long-range municipal needs; and WHEREAS, the City Council reviewed and discussed the proposed 2023-2037 Capital Improvement Plan together with the Financial Commission on July 18, 2022; and WHEREAS, the City Council of the City of Brooklyn Center annually adopts a Capital Improvements Program following review and discussion by the City Council; and WHEREAS, attached hereto and incorporated herein by reference as Exhibit A is the documentation for the above referenced 2023-2037 Capital Improvement Plan: and WHERAS, the City Council of the City of Brooklyn Center authorizes the 2023 Program be included in the 2023 Annual City Budget. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the 2023-2037 Capital Improvement Plan as set forth in Exhibit A to this Resolution be and hereby is adopted. December 5, 2022 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. City of Brooklyn Center ! " # !$ % & "! #% & ! ' ! " ! # ! #( # " % % & % )" * & ! ( + #% % & #* !$ ! & ) %" # # !$ % # !$ ! & ! * ( ( )( & % %! ! ( ( !$ & !%# ! # " " #& * * ! ,-&. * -/ ! !$( )( % % &% % "& ! !!( " # " ( !"( & #! % ! # " #& % # " !" (" "( ( " !& 0 % ( & % % " !& ( %! % & ) ( ( !+ ( ) ) %! !& % % ! -.! 1 2 & !" * %! ! 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T A V E N OLIV E R A V E N 55T H AV E N TO L E D O A V E N HALI F AX A V E N EMER SO N A V E N WOODBINE LN BR Y A N T A V E N 67TH AV E N RE G E N T A V E N FR A NCE AV E N 72ND A V E NJU N E A V E N CA M DE N A VE N DRE W A V E N 72ND AVE N 56TH AVE N 58TH AVE N 67TH AVE N XER X E S AVE N QU A I L A V E N ALLEY 67TH AVE N 71ST AVE N SCOTT A V E N 66TH AVE N LIL A C DR N HALIFAX AVE N EWIN G A V E N ALLEY 57TH AVE N TO L E D O A V E N ALL E Y ALLEY NE W T ON A VE N EW I N G AV E N GIRA R D A V E N BRYANTAV E N CA M D E N AVE N KYLE AVE N QU A I L A V E N BEA R D A VE N KN O X A V E N AL LE Y FRAN C E A VE N LEE AV E N ALLEY 62ND AVE N G R IM E S A V E N COLF A X AVE N DR E W AV E N 61ST AVE N CIP PROJECT AREAS 2023 - 2030 Reconstruction Projects 50th Ave (France to Drew) - 2023 Orchard Lane East - 2024 Humboldt Ave (CR 57 - 53rd to 57th) - 2025 69th Ave (CSAH 130 - Unity to Brooklyn Blvd) - 2025 TH 252/66th Interchange - 2026 Mill and Overlay Projects !!!67th and James Area - 2026 !!!68th and Lee Area - 2026 !!!John Martin Dr - 2026 !!!St Alphonses Area - 2026 !!!Humboldt Ave (65th to 69th) - 2027 !!!Garden CIty Central - 2028 !!!Shingle Creek Pkwy and Xerxes Ave - 2028 !!!65th/66th Ave and Camden Ave - 2028 !!!73rd Ave (Humboldt to Camden) - 2028 !!!Garden City North - 2029 !!!Garden City South - 2030 Full Depth Pavement Replacement Projects 51st Ave (West of France) - 2023 Knox, James & 54th Ave - 2023 Orchard Lane West - 2025 53rd and Xerxes - 2025 Meadowlark Gardens - 2026 Earle Brown Drive - 2027 Humboldt Ave (69th to 73rd) - 2027 September 2022 !! ! ! ! ! ! !!! ! ! !! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! !!!! ! ! ! ! ! ! !! !!!!! !! ! !!!! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! !!!!! ! ! ! !!! ! ! ! ! !! ! ! ! ! ! ! ! ! !!! ! !! ! ! ! !!!! ! ! ! ! ! !!! ! ! ! ! ! ! !!! ! ! ! ! ! ! !! !! ! !! ! ! ! ! ! ! ! ! ! !!!! ! !!! !! ! !!! ! ! ! ! ! ! !! ! ! ! !!!! !!!! ! !!! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! !! !! ! ! ! ! ! ! ! ! !!! ! ! ! !! ! ! !!!! 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52ND AVE N NASH RD 58TH AVE N JANET LN JOYCE LN SUMMIT DR N COLF A X AV E N 72NDAVEN NORTHW AY DR 66TH AVE N AMY LN PALM ER LAKEDRW ALDRIC H A VE N LE E A V E N 4 T H S T N HALIFAX PL JO H N M A R T I N D R FREMONT A VE N 67TH AVE N 53RD PL N 62ND AVE N 48TH AVE N WOODBINELN 70TH AVE N 5T H S T N YO R K A V E N LAKEBREEZE AVE N HALIFAXAVE N WINCHESTER LN EW I N G A V E N B R O O K V I E W DR QUARLESRD OHENRY RD VIOLET A V E N THURBER RD J U D Y LN E A R L E B R O W N DR ZEN ITH A V E N SC O T T A V E N RIVERDALE RD JAME S A V E N 47TH AVE N OAK ST N DREW AVE N PEARSON DR ELEANOR LN AB BOTT AV E N 50TH AVE N 68TH AVE N NO B L E AV E N MORG AN A V E N 6 3R D L N N 51 S T AVE N POE RD S A I L O R L N QUE E N A V E N H A L I F A X DR QU A I L A V E N IRVING LN N S H I N G L E C R E E K C R O S S I NG O R C H A R D A V E N TO L E D O A V E N RU SSE LL AV E N BELLVUE LN N FRANCEPL PA UL DR W IN G A R D P L VINCE N T A V E N 56TH AVE N M A R L I N D R SH ORES DR RE G E N T A V E N INDI ANA A VE N 57TH AVE N BOULDER LN 68TH LN N WASH BURN AVE N EME R SON AVE N NO B L E L N 54TH AV E N ECKBERG DR PE N N A VEN BURQUEST LN 72N D CIR N URBAN A V E N CH OW E N A V E N LAKESIDE AVE N N O R T H PORTDR TW IN L AKE A V E N LAWREN C E R D OHENRY RD N B R O O K L Y N B L V D L N 7 1 ST A V E N P A R K W AY C IR COMM ODORE DR FR EM ONT P L N M A J OR A V E N 67TH LA N OR C H A R D L N 71ST CIR N AL D RI C H DR N P O N D S D R N GREATVIEW AVE KATH E R I N E DR WIN G A R D LN 70T H CIR N ADMIR A L P L Q U AIL CIR W UP T O N A VE N 68TH LA N 69T H LA N 58 1/2 AVE N IRVI NG P L 58TH P L N PERRY CT E EMERSON LN N DUSHARME DR VE R A C R U Z A V E N JU N E A V E N SC O T T A V E N 70TH AVE N 70TH AVE N EWI N G A VE N 66 TH AV E N LIL AC DR N CAM DE N AVE N KN OX A V E N 53RD AVE N 70TH AVE N 66TH AVE N JA M ES AVE N BRY AN T AVE N AL LE Y HU MB O LDT A V E N 54TH AVE N 5 6 T H A VE N 50TH AVE N J U N E AV E N N O R T H P O R T D R XE R X E S A V E N W I L L O W L N 68TH AVE N AL LEY FRANC E AV E N 66TH AVE N IR VING AVE N 55T H AV E N BRY A N T A V E N 64TH AVE N TO L E D O A V E N CO L F A X AV E N 62ND AVE N LE E A VE N 57TH AVE N 60TH AVE N 70TH AVE N ZENITH A V E N PENN A VE N NO R TH P O R T DR PE R R Y A V E N EM ER SO N A V E N REGENT AVE N LOGAN AVE N DR E W AV E N WI L L O W L N 71ST AVE N NOBLE AVE N 64TH AVE N XER X E S A VE N 61ST AVE N COL F A X A V E N TO L E D O A V E N HIGH W AY 100 LIL AC D R N 67TH AVE N FR E MONT A V E N ORCHAR D A V E N WOODBINE LN OHENRY RD 69THAVE N MORG AN AV E N FRA N CE AVE N 68TH AVE N LILAC DR N 70TH AVE N 73RD AVE N 70TH AVE N 62ND AVE N HIGH W A Y 1 00 COL FAX AVE N WINCHESTER LN 55T H AVE N INTERSTATE 694 CA MDEN AV E N HUMB OL DT A V E N SCOTT A V E N UR BAN AVE N LE E AV E N EW I NG AVE N 67TH AVE N LYN DA L E AV E N 62ND AVE N CAM DE N A V E N MORG AN AV E N 59TH AVE N WOODBINE LN DUP O N T AVE N HU M BOLD T A VE N MA J OR A VE N LIL A C D R N 71ST AVE N KYL E A V E N CHOW EN A VE N LIL A C D R N IR VING A VE N 65TH AVE N 61ST AVE N 67TH AVE N INTERST A TE 94 QU A I L A V E N CA M D E N AVE N 53RD AVE N NOBL E A V E N BR O O KL YN B L V D HA L I F AX A V E N ALD R ICH A V E N B A S S LAKE RD EWIN G A V E N GIRA R D A VE N HI G H W A Y 2 5 2 LEE AV E N AL LEY RE G E N T A V E N HIG H W A Y 1 0 0 NO B L E AVE N OLIV E R A V E N BE A RD A V E N 70TH AVE N 56TH AVE N OR C H A RD A VE N 65TH AVE N GIR A R D A VE N WOODBINE LN B R Y A N T A V E N 67TH AVE N KYLEAVE N FR A NCE AV E N 72ND AVE N AL LE Y CA M DE N A VE N DRE W A V E N SHIN GL E CR E EK P KWY BE AR D A V E N 56TH AVE N 58TH AVE N 67TH AVE N XER X E S AVE N AL DRI C H A V E N ALLEY 67TH AV E N 71ST AVE N EME R SO N A VE N JAM ES A V E N 66TH AVE N ZENIT H AV E N RE G E N T A V E N LILAC DR N HALI F AX A V E N EW IN G A V E N QU A I L A V E N LILAC D R N ALLEY EM ER SO N AV E N ALL E Y ALLEY NE W T ON A VE N EWING AVE N GIRA R D A V E N BRYANTAV E N PE R R Y A V E N 72ND AVE N DR E W A V E N A D MIRAL LN BEA R D A VE N KN OX A V E N AL LEY F R A N C E A V E N FR EM ON T A VE N 68TH AVE N ALLEY AL L E Y GR I ME S A VE N COLF A X AVE N 61ST AVE N 50TH AVE N CIP PROJECT AREAS 2031 - 2037 September 2022 Reconstruction Projects Freeway Boulevard - 2036 Full Depth Pavement Replacement Projects Southeast Alleys - 2032 Riverwood Area - 2036 Xerxes and Northway Drive - 2037 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 * - " # % " 2 1 2 3 1 2 4 2 3 2 3 * % * 5 - " . 2 6 2 3 6 4 2 4 2 3 1 2 3 1 2 " , " * 2 1 2 1 2 2 2 3 1 : ' ! / ; $ 21 . - % $ ' : < ( + * 21 3 / + 5 * 23 1 @ / * 23 4 6 + * 21 . / $ 2 + 24 1 1 2 3 ! + 2 6 1 0 $ * * + 2 3 1 2 4 ! * * + 24 + / . / & ! 24 = , 23 4 . / ! @ ? . . / $ 23 1 & ? 8 * 9 . : 23 1 < 2 5 0 + 2 ' ! < ; $ 23 3 2 6 2 6 4 2 6 2 3 6 1 2 3 4 1 2 2 6 * 2 3 2 1 2 6 1 2 3 6 6 2 2 3 1 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RESOLUTION APPROVING FINAL TAX CAPACITY LEVIES FOR THE GENERAL FUND AND DEBT SERVICE FUNDS AND A MARKET VALUE TAX LEVY FOR THE HOUSING AND REDEVELOPMENT AUTHORITY FOR PROPERTY TAXES PAYABLE IN 2023 WHEREAS, the City Council of the City of Brooklyn Center is the governing body of the City of Brooklyn Center; and WHEREAS, Minnesota Statutes require that the final property tax levy be provided to the Hennepin County Auditor no later than December 30, 2022. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that a tax is hereby levied on all taxable real and personal property within the City of Brooklyn Center for the purpose and sums as follows: General Fund – Tax Capacity Based General Operations Levy $20,984,843 Debt Service – Tax Capacity Based Public Improvement Bond Levy $1,810,539 Total City Levy $22,795,382 Housing and Redevelopment Authority – Market Value Based HRA Tax Levy $508,633 December 5, 2022 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted.