HomeMy WebLinkAbout2020 09-02 CCP WorksessionCouncil Worksession
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S eptember 2, 2020
AGE NDA
The City C ounc il requests that attendees turn off cell phones and pagers during the meeting. A copy
of the full C ity Council pac ket is available to the public. The packet ring binder is located at the
entrance of the council chambers.
1.Call to Order - 6:30 p.m.
2.Roll Call
3.P resentation of the Preliminary General Fund Budget and Preliminary L evy
a.2021 P reliminary General Fund Budget and P reliminary L evy
4.S chedule date to Consider Adoption of P reliminary Budget and Preliminary
Levy
5.S chedule M eetings to Review General Fund Budgets
6.Adjournment
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To: Mayor Elliott and Councilmembers Butler, Graves, Lawrence-Anderson, and Ryan
From: Cornelius L. Boganey, City Manager
Date: August 29, 2020
RE: 2021 Preliminary General Fund Budget and Preliminary Levy
It is my pleasure to transmit the 2021 preliminary general fund budget and preliminary
general fund levy 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, Assistant Director Andrew Splinter and Finance
Director Mark Ebensteiner 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 year 2020 has been unlike any other year in recent or long-term history. As this budget is
being prepared we are in the midst of a global pandemic which required the declaration of a State
and Local Emergency in March. Public buildings have been shuttered, programs have been
eliminated, delayed or modified to advance public safety. Meetings are being held remotely and
a vaccine is likely to be many months away. Some economists forecast that an economic
recovery may be two to three years away. Many businesses have closed and will not recover. The
majority of office employees continue to work from home. After 25 weeks of the pandemic 819
Brooklyn Center residents have been infected with the COVID-19 virus and 16 residents have
died as a result. Several City employees have been infected and recovered from the virus. To add
insult to injury the public murder of Mr. George Floyd at the hands of Minneapolis Police has
sparked riots, social unrest, protests and a world-wide call for Police and Criminal Justice
reform. There is loud cry for racial justice because of the legacy of racist policies 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. We have suffered dramatic
revenue declines in lodging tax revenue and we expect that trend to continue well into next year.
The Earle Brown Heritage Center has experienced a dramatic loss of revenue. Staffing and
expenses have been curtailed to accommodate these revenue reductions. BC Liquor has reopened
after being closed to put the necessary safety precautions into effect. While the Liquor operation
is showing signs of recovery Centerbrook Golf Course is experiencing a revenue banner year due
to accommodating weather and the fact that golfing is one of the few relatively safe recreational
outlets available.
While we have had significant revenue losses we are fortunate that property tax revenue
collection is performing better than expected (98% collection rate). In addition the City expects
to receive significant Federal cost reimbursement for COVID-19 related expenses. ($900,000
estimate) In addition staff has made current year budget reductions which will generate
additional saving. ($500,000)
The net result of these factors is that we anticipate a significant increase in fund balance at year
end. (Estimate $1.25 million). If used judiciously this improvement in fund balance should help
the City weather some of the anticipated slow growth in lodging tax revenue over the next few
years.
At the joint meeting held with the Financial Commission on August 3, 2020 you provided the
City Manager with extensive and valuable feedback regarding how I should approach the 2021-
2022 budget years and where our policy priorities should be. Based on your feedback I have
developed preliminary budget(s) for your consideration. I have developed a base budget and an
enhanced budget which provides you with several options in terms of final budgeted revenues
and expenditures and final budget levy. I want reinforce that the preliminary levy when approved
in September, represents the maximum property tax levy that may be adopted in December. The
Council may adopt a lower levy at that time if you decide to do so.
I have attached a memo described as 2021 Budget Priorities. This memo represent my attempt to
capsulate the feedback received on August 3rd 2020. Based on your feedback I have described
and categorized your policy preferences alphabetically. They are framed in terms of the action
we will take and who will be the primary customer. Following each action statement is a list
goals with measurable outcomes. The goals will identify actions we plan to take with the funds
and resources available within the Base Budget. The goals also describe actions we will take but
will require additional or reprioritized resources if they are to be achieved. Following are the
budget priorities as I have interpreted them.
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. To that end the
2021-22 budget will reflect the following goals:
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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.
To that end the 2021-22 budget will reflect the following goals:
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. To that end the 2021-22
budget will reflect the following goals:
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education partners,
businesses and other governments to provide for economic stability and the elimination of
economic racial disparities within our community. To that end the 2021-22 budget will reflect
the following goals:
Emergency Response Plan-City Government
The current Pandemic Emergency Response Plan has not been reviewed since it was adopted.
Based on the current pandemic implementation it appears there may be a need to update and or
clarify some requirements. To that end the 2021-22 budget will reflect the following goals:
Engagement-Enterprise Wide
We will assure that our diverse and multi-faceted communities are consistently engaged as
appropriate for the development of all City programs and policies. Engagement will be inclusive
and authentic. It will be understood as essential to the development of quality programs and
equitable policy. To that end the 2021-22 budget will reflect the following goals:
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 2021-22
budget will reflect the following goals:
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. To that end the 2021-22 budget will reflect the following goals:
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
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the support needed to try new approaches without fear. To that end the 2021-22 budget will
reflect the following goals:
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. To that end the 2021-
22 budget will reflect the following goals:
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. To that end the 2021-22 budget will reflect the following goals:
Leadership Role-City Council
We will assure that the City Council Budget is sufficiently funded to facilitate the Councils
ability to effective fulfill its duties of policy development, ordinance creation, quasi-judicial
administration and City Manager oversight. To that end the 2021-22 budget will reflect funding
for the following goals:
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. To that end the
2021-22 budget will reflect the following goals:
Tax Burden Relief
We will remain conscious of the fact that many residents and business of Brooklyn Center
continue to suffer economically resulting from the current pandemic and that currently the
average wealth and income levels of our residents remain low relative to the metropolitan
region. As a result we will carefully manage the fiscal affairs of the City to keep the cost of
government efficient and cost effective. To that end the 2021-22 budget will reflect the following
goals:
The Base Budget
The overall General Fund base budget proposes a decrease of -1.94% and the overall net general tax
levy change is 0%. The Median Taxable Market Value Residential Property in the City is
$188,390 compared to the prior year value of $ 178,580, which is an increase in taxable market
value of 5.49%. The Median Value Residential Property will pay approximately $1,214 in 2021
compared to $ 1,189 in 2020 an increase of $25.
The 2021 Budget incorporates the following significant items:
•$374,680 use of fund balance to provide a temporary lodging tax bridge in 2021 and
2022.
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A livable wage implementation for City employees directed towards the lowest earners to
bring them closer to the MN Department of Employment and Economic Development’s
identified Hennepin County cost of living wage of $16.16 per hour.
A 2.75% COLA for employees other than the 3% previously approved COLA for
members of the Public Works I.E.O Union.
Strategic Focus
The base budget remains focused on the continued pursuit of Strategic Priorities established in
2018.
Resident Economic Stability
Targeted Redevelopment
Enhanced Community Image
Inclusive Community Engagement
Safe, Secure, and Stable Community
Key Transportation Investments
Additional emphasis will be placed in the priority areas identified and listed above as they will
be further described and defined before final budget adoption in December.
We are asking the Council and Commission to schedule 2 or 3 additional meetings over next
several weeks if you wish to review departmental budgets in more detail before preliminary
approval. During these meetings we will describe in greater detail how the strategic goals will be
pursued and how we plan to meet the emphasis area goals described above.
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Council Budget Priorities Currently underway and planned for the 2021 Fiscal Years
Accountability-Policing Activities
We live in time of social unrest and heightened public concern and tension about the history
and the general role of police and local communities. 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 is able to demonstrate to the entire public that police in Brooklyn
Center serve with fairness, dignity and respect for all without equivocation. To that end the
2021-22 budget will reflect the following goals:
• Expand Community Engagement
• Improve MAC effectiveness and value
• Regular reporting of critical information and data to the City Council and to the
Community at large, not less than semi-annually.
• Consider establishment of a Civilian Review Board by December 31, 2020
• Continually update and expand on the implementation of Policing policies and practices
consistent with 21st Century Policing Standards
• Update Policing policies consistent with State of Minnesota police reform laws
Update Policing policies consistent with State Attorney General Report to preventing excessive
use of force as approved by the City Council by December 31, 2020.
Beautification and Cleanliness-Community
We will put into effect new programs and approaches designed to reduce litter, improve
cleanliness promote beauty throughout the community with an initial focus in commercial
neighborhoods. To that end the 2021-22 budget will reflect the following goals:
• Develop and Implement new programs and policies that measure and reduce litter by
50% within 24 months
o Allocate Code Enforcement Inspector to focus exclusively on commercial –
(Code Enforcement Inspector, transition supervised by Building and Community
Standards Supervisor – Will require the vacant Building Inspector position to be
filled with a person who can provide backfill support for residential code
enforcement)
o Explore program to incentivize businesses to invest in beautification strategies
(Associate Planner – Include in EDA budget - $50,000)
• Develop and Implement new programs with performance measures to beautify Brooklyn
Center
o Public Campaign
o Organize Volunteers
• Potential program strategies include:
o Public Art to help create a sense of pride in the area
o Partnering with businesses to develop hired personnel and equipment to service
the business areas, as well as, serving as business area ambassadors
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o Neighborhood clean-up programs
o Landscaping education and awards program
o Enforcement of ordinances
• Develop sustainable funding program to support ongoing Cleanliness and Beautification
Efforts. (Estimated Total Costs $50-$75,000- General Fund Addition $25,000)
Economic Stability-Businesses
We will continue and expand upon existing programs to support the growth and development
local business, particularly small and immigrant owned business. To that end the 2021-22
budget will reflect the following goals:
• Complete assessment of local business needs
o Engage with local non-profits and business community to implement business
need survey (Include in EDA budget - $25,000 - Econ. Dev. Coordinator)
o Identify service gaps for local entrepreneurs, develop solutions, and identify
resources, with the goal of reducing local government barriers to business
success. (Econ. Dev. Coordinator)
• Implement and expand offerings needed by local business and entrepreneurs
o Funding
Fund revolving loan program (Include in EDA Budget - $100,000)
Explore contract to provide small business loan program (Include in EDA
Budget - $50,000)
o Technical Assistance
Explore expanding technical assistance access through public market
and/or space adjacent to liquor store (Include in EDA budget - $50,000 -
Econ. Dev. Coordinator)
Strengthen partnerships with local resource providers and outside agencies
and resource centers to connect existing local and start-up businesses with
resources, training, and financing. (Econ. Dev. Coordinator)
o Ombudsman services
Create new business resource website (Include in EDA Budget –
Coordinate with Communications Department on Website update and
Econ. Dev. Coordinator)
• Promote a stable environment
o Provide bricks and mortar opportunities for local businesses
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. (CD Director)
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. (Econ. Dev. Coordinator)
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Explore the feasibility and appropriateness of creating additional
affordable commercial space for local businesses as EDA-owned
properties redevelop. (CD Director)
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and
other governments to provide for economic stability and the elimination of economic racial
disparities within our community. To that end the 2021-22 budget will reflect the following
goals:
• Formalize and expand local hiring goals and implementation plan
o Support Administration Department to connect residents with pathways to jobs
working for the City (Econ. Dev. Coordinator and CD Director)
• Formalize and implement local purchasing goals
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (Include in EDA Budget - $5,000 for
consulting services - Econ. Dev. Coordinator)
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
o Work with Finance Department to implement a local procurement policy (Econ.
Dev. Coordinator)
o Create a local procurement/vender list for internal local hiring as well as
contracting for new development (Econ. Dev. Coordinator)
Website Add-on to allow businesses to self-enter (include in EDA Budget
- $5,000 for website plug-in)
Explore business licensing requirement to maintain more accurate local
business list (Include in EDA budget – $5,000 for legal and IMS fees –
Associate Planner) Addition General Fund
• Develop Disadvantaged Business Enterprise Program
o Identify and implement program for certifying local businesses as DBEs (Include
in EDA Budget - $10,000 – Econ. Dev. Coordinator)
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (Include in EDA Budget - $5,000 for
consulting services - Econ. Dev. Coordinator)
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
o Promote home ownership and other wealth building programs among historically
low wealth communities
o CDBG funds to support down payment assistance program (Deputy CD Director)
Market program widely amongst rental community
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Review eligibility and program parameters to decrease barriers of entry
o Explore financial literacy partnership to provide classes for residents (Associate
Planner)
• Promote housing stability for all communities
o Rental Assistance (CD Director)
Partner with Hennepin County and CEAP to market emergency rental
assistance to landlords and tenants
o Mortgage Assistance (CD Director)
Collaborate with County and MN Homeownership Network to provide
emergency mortgage assistance.
o Conduct a Housing Policy Implementation Study and develop a Housing
Policy Action Plan (EDA Budget - $100,000 – CD Director), which will
examine the City’s housing policies and ordinances with the goal of:
Expanding tenant protections
Preserving existing affordable housing
Complete examination of the City’s policies around the creation of
new, legally-binding, affordable housing units
o Work with City Attorney to develop a collection of policies/ordinances under the
umbrella of tenant protections (Deputy CD Director)
o Adopt NOAH Preservation Program (Include in TIF 3 Housing fund - $150,000 –
Deputy CD Director)
• Promote and facilitate food security for residents
o Support Community and Recreation Services with implementing BC Community
Food Collaborative by providing capital funds for construction greenhouse
(Include in EDA budget - $110,000 – CD Director)
o Partner with local food shelf providers to identify barriers to health food access
and investing in sustainable community-wide food production and distribution
(CD Director)
• Collaborate with educational institutions to provide skills development for Brooklyn
Center residents (Econ. Dev. Coordinator)
o Assess current landscape on what resources are available for residents in regards
to job training and pathways to high income jobs (Associate Planner)
o Identify organizations to partner with to provide access and resources to residents
(Associate Planner)
o Develop formal 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 (Econ.
Dev. Coordinator)
• Promote Private Job Creation and Local Hiring
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (Include in EDA Budget - $5,000 for
consulting services - Econ. Dev. Coordinator)
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
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o Identify redevelopment opportunities that advance the creation of livable wage
and skilled jobs, while emphasizing and encouraging local hiring practices. (CD
Director)
o Strengthen the City’s relationships with existing businesses by continuing to
develop a Business Retention and Expansion Program to identify existing
businesses’ needs. (Econ. Dev. Coordinator)
• Neighborhood engagement liaisons are intended to engage residents in their
neighborhoods, and create opportunity for underemployed and unemployed residents to
increase their earning potential
o
• Adopt Equitable Development Scorecard by 12/31/20 (CD Director)
o Planned to be incorporated as part of Opportunity Site Master Plan
• Implement Equitable Development Scorecard process (City Planner)
• The BC Community Grants Program is designed to invest in economically in residents to
utilize skills and capacity to the benefit of other residents. ($30,000 CARES ACT
funding /Ongoing $30,000 annually)
Emergency Response Plan-City Government
The current Pandemic Emergency Response Plan has not been reviewed since it was adopted.
Based on the current implementation it appears there may be a need to update and or clarify
some requirements. . To that end the 2021-22 budget will reflect the following goals:
o Review and update plan as appropriate by June 30, 2020.
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. To that end the 2021-22 budget will reflect the following
goals:
• Develop and implement consistent enterprise wide policy and practice plan for
community engagement to include accountability and reporting measures.
• Provide necessary tools and equipment to expand and improve engagement efforts
• Expanded staffing to effectively implements engagement
• Increase family oriented events such as “drive-in-movies”, rec-on-the-go and family
recreational programming. Expansion of these activities requires additional
rental/equipment Estimated Cost $15,000 General Fund Addition.
• Development of “Health-on-the-go” modeled off “rec-on-the-go” as a means of engaging
residents where they are and in their neighborhoods. This strategy is intended to reduce
barriers to participation (i.e., cultural government intimidation or relations, transportation,
sense of safety in neighborhood for youth, and time efficiency for residents working
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multiple jobs). Estimated Cost ($100,000 CARES fund) ongoing cost estimate $25,000.
General Fund Addition.
Equitable City Spending-Enterprise wide
Annually the City government spends tens of millions of public dollars in pursuit of
community goals and 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 particular business 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 participating in major city funded
projects the 2021-22 budget will reflect the following goals:
• Develop and Implement a local and disadvantaged business procurement program with a
focus on organizational change. To be effective the program/policy must include firm
definitions, well-developed goals and key performance indicators, clear tracking and
reporting, in addition to commitment across all departments by December 31, 2021
• Work closely with a consultant to develop a comprehensive local and disadvantaged
business procurement program. Identify best practices, tools, and procedures for staff to
follow when procuring goods and services on behalf of the City.
• Estimated Cost: $15,000 General Fund Addition to hire a consultant to review current
processes, develop best practices, key performance indicators, and implement the
program.
• Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and
respect. We will provide knowledge and skills development necessary to meet the needs of
residents, customer and employee needs 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. To that end the 2021-22 budget will reflect the following goals:
• Employ an Equity Officer who will provide leadership for the efforts described in this
mission
• Establish goals and track progress annually
o Review and assess achievement of equity and inclusion goals-report annually
o Modify practices as needed to achieve equity and inclusion goals
• Provide cultural competency staff development enterprise-wide
• Adopt Racial Equity Score Card by 12/31/20
• Implement racial equity score card process
• Develop, implement and continue pathway programs focused on creating entry level
opportunities for underrepresented communities
o BrooklynLynk - Interns
o Brooklyn Bridge Alliance for Youth
o Police Cadet
o CSO
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o Police and Fire Explorer Program
To reactivate the fire explorer program $5,000 would be needed to pay the
registration fee and wages of staff. General Fund Addition
o Public Works Pathways –
The current seasonal staffing model is functioning much like a Pathways
program. Of the 29 full time staff at the Maintenance Facility, 13 were
previously seasonal employees, 14 grew up in Brooklyn Center, 11
currently live in Brooklyn Center, 5 recently moved from Brooklyn
Center, 2 are Brooklyn Park residents and 1 is a New Hope resident.
In addition to the seasonal pathway we will develop pathways that assure
permanent full time positions opportunities exist that reflect residency,
cultural and ethnic diversity by December 31, 2021
• Anti-racism policies and practices
o Review all policies to identify racially based inequitable results by March 2021
o Develop responses to eliminate racially based inequities July 31, 2021
o Resolve the policy questions related to the association of the Earl Brown name
with public facilities, events and properties by December 31, 2020
• PT Employee benefit accruals
o $16 dollar livable wage minimum – To reach the State Livable Wage Standard for
all part and full-time employees in 2021 the exception of probationary fire
fighters, the additional General Fund cost is estimated at $100,000. This amount
has been provided in the base budget.
• Establish $16 dollar livable wage minimum January 1, 2021
• Entry fees to recreational programs significantly reduced to maximize accessibility by all
residents.
• Expanded hours of operation at the Community Center implemented in order to increase
resident accessibility particularly on before work and on the weekends. Estimated Cost:
$20,748 General Fund
• Youth in Government provides an opportunity for BrookLynk Interns and other youth to
engage in policy discussions and exposure to elected office.
• Explore providing opportunities to engage youth in City policy making serving as a
member of City Advisory Boards (Coordinated by BBA estimated cost $10,000 General
Fund Addition) by March 31, 2021.
Innovation-Enterprise Wide
We will respond to challenges in a way that is most effective by learning and using creative
and innovative approaches. To will equip staff with the necessary tools and development along
with the support needed to try new approaches without fear. To that end the 2021-22 budget
will reflect the following goals:
• Encourage risk taking
• Provided training and opportunities to practice innovation
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• Expanded Virtual Offerings
• Promote Private Job Creation and Local Hiring
• Piloting and evaluating innovation projects (BBA Youth Evaluation Contract $10,000
CARES funded)
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. To that
end the 2021-22 budget will reflect the following goals:
• Develop a Public Health Model through which we assess the impact of government
policy and practices through a Public Health Lens (to include strategy of health,
youth development, beautification and community multi-cultural development with
1 full and 2 part time employee with program fund at $175,000. ($125,000 G.F
addition) Some cost identified with other priorities)
• Finalized and Implement Youth Violence Crime Prevention Strategy based on Cities
United Model
o This would provide new programming and would require a PT coordinator to lead
the program. An additional cost of $30,000 would be required for that position.
Other costs could be met by the current budget.
• Complete a Brooklyn Center Public Health Assessment that will all the City to prioritize
future public health goals and efforts
• Provide introductory Public Health training enterprise wide to familiarize staff with the
concepts and practices associated with viewing public policies and practices through a
Public Health Lens
• Implementation of tobacco use reduction strategies
• Develop and Implement Mobile Public Health Pilot (Health-on-the-Go) $ 25,000
General Fund
• Community Wellness and Prevention Measures Enterprise Wide
• Collaborate with Hennepin County Public Health improve outcomes for BC residents
• Designate a local Public Health Official
• Development and Implement BC Community Food Collective which will create
production and distribution health food to residents ( Current $115 EDA/ $25,000
ongoing)
• City lead staff join local health collaborative lead by BCCS health clinic
• Activate use of the City mental-health hotline and access to multi-cultural health
association crisis agreement (Estimated cost $20,000 General Fund)
• Imbed social worker in Police Department to inform decisions and responses to crisis and
chronic conditions in the community.
o This position has been proposed within the current base police budget and
$60,000 was the City’s portion of a 60/40 split with Hennepin County.
• Community Wellness and Prevention Measures Enterprise Wide
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o We currently offer many community health option through our FD Public
education programs. Although they have been cut back significantly during
COVID. Unless asked to expand there should be no new budget dollars needed.
• Collaborate with Hennepin County Public Health improve outcomes for BC residents
o Consider designating a local Public Health Official
Leadership Role-City Council
We will assure that the City Council Budget is sufficiently funded to assure that the Council is
able to effective fulfill its duties of policy development, management oversight to include:
• Strategic Planning
• Education and Training
• External Policy Analysis
• Team Building
Additional General Fund $20,000.
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 required. 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. To that end the 2021-22 budget will reflect the
following goals:
• Identify opportunities to maximize the sharing of meaningful information as expressed by
the community and the Council.
• Expand public reporting throughout the enterprise to include;
o Police Activities
Use of Force
Discretionary Stops
Citizen Complaints
Others
o City Spending
o Budget Results
Consider implementation of software such as ClearGov Insights.
Designed to make local government decision-making and activity
crystal-clear to residents. Whether it’s financials, capital projects, or
the performance of our individual departments
The program will make data easy for every resident to understand. It
is easy to use and has many useful tools which assist in presenting
information in multiple ways.
Amount of Funding Change: $10,000 first year, $8,000 Annual
Subscription General Fund
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Preservation and Protection-Natural Environment
We have a stewardship responsibility for the natural resources of the community and an
obligation to preserve the environment for productive use by future generations. . To that end
the 2021-22 budget will reflect the following goals:
• Achieve LMC Green Step Level Five Status within three years $10,000, 2021
estimated cost.
Tax Burden Relief
We will remain conscious of the fact that many residents and business of Brooklyn Center
continue to suffer economically resulting from the current pandemic and that historically,
average wealth and income levels of our residents remain low relative to the metropolitan
region. As result will carefully manage the fiscal affairs of the City to keep the cost of
government efficient and cost effective. To that end the 2021-22 budget will reflect the
following goals:
• Minimize Increase in tax and fee burden
o Continue to identify additional revenue opportunities and possible expenditure
reductions with an emphasis on high quality service which meets resident and
business needs.
• Modify special assessment methods to improve affordability
• Review fees charged as they relate to the cost of services through an equity lens
o Continue to evaluate charges for services to ensure they only cover the cost of the
service provided.
• Provide economic support to assure equitable access to discretionary services
• Review all charges for government services to mitigate inequitable results
9/1/2020
1
2021 Budget Overview
October 8, 2018
Review
City Council/Financial Commission Joint Work Session
Curt Boganey, City Manager
City of Brooklyn Center
Mission: To ensure an attractive, clean, safe and inclusive community that
enhances the quality of life for all people and preserves the public trust
2
•Values
•Customer Intimacy
•Commitment to serving each customer with dignity and respect
•Seek to understand customer needs
•Deliver service that will be understood and appreciated
•Operational Excellence
•Commitment to Quality
•Cost Effectiveness and Efficient
•Good Stewardship of limited resources
•Strategic Priorities
•Enhanced Community Image
•Resident Economic Stability
•Inclusive Community Engagement
•Targeted Redevelopment
•Safe and Secure Stable Community
•Key Transportation Investments
9/1/2020
2
Administration Division
Mission: To provide citywide support and leadership to internal and external
customers.
3
•Key Initiatives
•Customer Intimacy/Operational Excellence
•Quality performance practices to improve customer satisfaction
•Internal Graphic design support
•Translation, digitizing records
•Inclusive Community Engagement
•Communications and Engagement Division mission
•Social and traditional media outreach
•Volunteer Opportunities
•Community Dialogs and Partnerships
•System‐Wide Development and Operations
•Tech planning, branding, recruitment/hiring,
communication, evaluation, electronic council affairs
•Annual Goals and Strategies
•Foster a culture of inclusion throughout the
organization
•Inclusive Community Engagement Efforts
•Foster systematic administrative approaches
throughout the organization
•Employees Feel Part of Organization
Administration Division
4
9/1/2020
3
Fiscal and Support Services Division
Mission: To provide accurate and timely information to administrative and
professional support in financial matters to all department and divisions of the City
5
•Key Initiatives
•Targeted Redevelopment – Opportunity Site financial
plan
•Customer Intimacy/Operational Excellence –
Improving customer relationships and operational
efficiency
•Remote Read Gateways
•Annual Goals and Strategies
•Ensure Financial Stability
•Infrastructure and Capital Replacement funding alternatives
•Ensuring appropriate fiscal policies are in place
•Assure adequate cash flow and investment of idle cash
•Enhance Customer Access to Utility Billing Info
•Online and Telephone access to payment
•Online access to customer history
•Online distribution of bills
•Ensure accurate customer billing
Fiscal and Support Services Division
6
9/1/2020
4
Police Department
Mission: To protect and serve in a manner that preserves the public trust.
7
•Key Initiatives
•Safe, Secure, Stable Community
•Training to include Crisis intervention and mental crisis response, conflict management and mediation.
•Develop embedded Hennepin County social worker 60/40 split
•Maintain team of officers whose primary focus is monitoring criminal activity in commercial districts
including Shingle Creek Crossing
•Increase opportunities for community engagement specifically youth in non enforcement positive, and
informative ways
•Partner with agencies for intervention and diversion
•Review and enhance investigative resources regarding sexual assault and investigations and prosecution
•Continue Compliance with Body Worn Camera initiative
Police Department
Mission: To protect and serve in a manner that preserves the public trust.
8
•Annual Goals and Strategies
•Community Engagement and Outreach
•Non‐enforcement activities
•Classroom presentations describing police work
•Engage MAC and explore other venues including survey
tools
•Officer Training, Wellness, and Accountability
•Ensure internal and POST mandates are met
•Increase availability of mental health resources – therapist
check‐ins
•Review and update complaint process
•Complete annual council report regarding complaints
•Reduce Crime and Perception of Crime at
Commercial Properties
•Dedicated patrol team
•Engage business owners
•Partnership with Metro Transit
•Utilize hotel performance based ordinance
•Educate citizens on other police communication avenues
aside from 911
9/1/2020
5
Police Department
9
Fire Department
Mission: 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.
10
•Key Initiatives
•Safe, Secure, Stable Community
•Home Safety Surveys
•Hands‐Only CPR
•Smoke and Carbon Monoxide Detectors
•Elementary School Visits
•Adult Fire and Fall Safety
•Provide resources to other City departments in
response to COVID‐19
•Annual Goals and Strategies
•Recruit 5 plus additional paid‐on‐call firefighters.
•Reduce loss of life and property from fire events‐
9minute response time with 15 firefighters 90% of
calls, confine fire to room of origin 75% of time
•Conduct Commercial and Industrial property
Inspections
•Implement public awareness campaign for Home
Safety Surveys.
•Prepare community and staff to respond to, recover
from, and reduce effects of natural or manmade
disasters.
•National Incident Management Level training and
emergency management tabletop exercise
9/1/2020
6
Fire Department
11
Community Development Division
•Mission: 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.
12
•Key Initiatives
•Targeted Redevelopment
•Opportunity Site Redevelopment
•Redevelopment of EDA‐owned properties
•Brooklyn Boulevard Corridor
•Former Sears Site
•Resident Economic Stability
•Job Pathways
•Entrepreneur Support
•Job Retention and Expansion
•Resident Wealth Creation and Financial
Literacy
•Enhanced Community Image and Safe,
Secure, and Stable Community
•Zoning Code Update
•Code Enforcement, Rental Licensing, and
Building Inspections
•Annual Operating Goals
•Enhanced Customer Service
•Timely resolution of Code Enforcement Cases
•Building and Site Plan Review Efficiency
•Opportunity Site, Phase 1
•Establish business development/incentive program
•Brooklyn Boulevard Corridor
9/1/2020
7
Community Development Division
13
Public Works Division
•Mission: To responsibly provide for the maintenance and operations of 105 miles of City streets, 520
acres of parks and other natural areas, 62 miles of trails and sidewalks, municipal‐owned buildings
and grounds, capital projects, as well as storm drains and all aspects of water and sewer operations in
a quality, cost effective manner.
14
•Key Initiatives
•Transportation –Key Investments
•Brooklyn Boulevard Corridor Phase 2 and TH
252, currently slated for 2025.
•28th year of the Street and Utility
Construction Program
•Annual Operating Goals
•Meet or exceed minimum infrastructure
maintenance standards including new PASER
pavement management system and streetscape
asset management system.
•Continue improved, streamlined management
strategies and techniques by use of refined
methods and technologies, utilize digital record
keeping/tracking in the field and improve project
record keeping methods pertaining to the City’s
reconstruction projects.
9/1/2020
8
Public Works Division
15
CARS Division
•Mission: To foster a safe and healthy community and enrich the quality of life for all.
To provide quality, efficient service that results in safe, clean and healthy
environments for people to work and recreate.
16
•Key Initiatives
•Inclusive Community Engagement
•Align City resources to most equitable
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.
•Brooklynk Internship program
•Equitable access to programs and services
•Annual Operating Goals
•Improve cultural competency within customer
service for all department functions
•Enhanced marketing efforts for all divisions
•Increase resident participation
•Create or increase youth engagement
participation rate
•Develop a division of Health and Social
Development
9/1/2020
9
CARS Division
17
Summary by Division-Total General Fund
18
9/1/2020
10
Summary by Expenditure Type-Total General
Fund
19
General Fund Revenues
20
(1) Offsetting reduction in related expenditures for remittance to Northwest Tourism
(2) Transfer in to support the livable wage implementation
(3) One time use of fund balance to bridge gap of lodging revenues
9/1/2020
11
Property Tax Impact – Preliminary Estimates
21
9/2/2020
1
Council-Budget Priorities
2021
Cornelius Boganey‐September 1, 2020 1
Accountability-Policing Activities
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.
•Expand Community Engagement.
•Improve MAC effectiveness and value.
•Regular reporting of critical information.
•Consider establishment of a Civilian Review Board by December 31, 2020
•Continually update Policing policies and practices.
•Update Policing policies State of Minnesota reform laws
•Update Policing policies consistent State Attorney General Report by December
31, 2020.
2
9/2/2020
2
Beautification and Cleanliness-Community
We will put into effect new programs and approaches designed to reduce litter,
improve cleanliness promote beauty throughout the community.
•Develop and Implement new programs and policies that measure and reduce litter by 50% within 24 months
•Allocate Code Enforcement Inspector to focus exclusively on commercial
•Explore program to incentivize businesses to invest in beautification strategies (Associate Planner –
Include in EDA budget ‐$50,000)
•Develop and Implement new programs with performance measures to beautify Brooklyn Center
•Potential program strategies include:
•Public Art
•Partnering with businesses
•Neighborhood clean‐up programs
•Landscaping education and awards program
•Enforcement of ordinances
•Develop sustainable funding program to support ongoing Cleanliness and Beautification Efforts. (Estimated
Total Costs $50‐$75,000‐General Fund Addition $25,000)
3
Economic Stability-Businesses
We will continue and expand upon existing programs to support the growth and
development local business, particularly small and immigrant owned business.
•Complete assessment of local business needs
•Engage with local non‐profits and business community to implement business need survey
(Include in EDA budget ‐$25,000 ‐Econ. Dev. Coordinator)
•Identify service gaps develop solutions, and identify resources.
•Implement and expand offerings needed by local business and entrepreneurs
•Funding
•Fund revolving loan program (Include in EDA Budget ‐$100,000)
•Explore contract to provide small business loan program (Include in EDA Budget ‐
$50,000)
•Technical Assistance
•Explore expanding technical assistance access through public market and/or space
adjacent to liquor store (Include in EDA budget ‐$50,000 ‐Econ. Dev. Coordinator)
•Strengthen partnerships with local resource providers and outside agencies and
resource centers.
•Ombudsman services
4
9/2/2020
3
Economic Stability-Businesses
We will continue and expand upon existing programs to support the growth and
development local business, particularly small and immigrant owned business.
•Create new business resource website
•Promote a stable environment
•Provide bricks and mortar opportunities for local businesses
•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.
•Identify a use adjacent to the municipal liquor store in order to serve local
entrepreneur and small business needs.
•Explore the feasibility and appropriateness of creating additional affordable
commercial space for local businesses.
5
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community.
•Formalize and expand local hiring goals and implementation plan
•Formalize and implement local purchasing goals
•Explore Local Hiring/DBE contractor policy to include as part of Business Subsidy Policy for
new development (Include in EDA Budget ‐$5,000 for consulting services
•Work with Finance Department to implement a local procurement policy
•Create a local procurement/vender list for internal local hiring as well as contracting for new
development (Econ. Dev. Coordinator)
•Website Add‐on to allow businesses to self‐enter (include in EDA Budget ‐$5,000 for
website plug‐in)
•Explore business licensing requirement to maintain more accurate local business list
(Include in EDA budget –$5,000 for legal and IMS fees – Associate Planner)
6
9/2/2020
4
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community.
•Develop Disadvantaged Business Enterprise Program
•Identify and implement program for certifying local businesses as DBEs (Include in EDA Budget ‐
$10,000
•Promote home ownership and other wealth building programs among historically low wealth
communities
•CDBG funds to support down payment assistance program
•Market program widely amongst rental community
•Review eligibility and program parameters to decrease barriers of entry
•Explore financial literacy partnership to provide classes for residents
7
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community. To that end the 2021-22 budget will reflect the following goals:
•Promote housing stability for all communities
•Rental Assistance
•Mortgage Assistance
•Conduct a Housing Policy Implementation Study and develop a
Housing Policy Action Plan (EDA Budget ‐$100,000 –CD Director),
which will examine the City’s housing policies and ordinances with
the goal of:
•Work with City Attorney to develop a collection of
policies/ordinances under the umbrella of tenant protections
•Adopt NOAH Preservation Program (Include in TIF 3 Housing fund ‐
$150,000 – Deputy CD Director)
8
9/2/2020
5
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community.
•Promote and facilitate food security for residents
•Support Community and Recreation Services with implementing BC
Community Food Collaborative by providing capital funds for
construction greenhouse (Include in EDA budget ‐$110,000 –CD
Director)
•Partner with local food shelf providers.
•Collaborate with educational institutions to provide skills development
for Brooklyn Center residents (Econ. Dev. Coordinator)
9
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community.
•Promote Private Job Creation and Local Hiring
•Identify redevelopment opportunities that advance the creation of livable wage
and skilled jobs, while emphasizing and encouraging local hiring practices.
•Strengthen the City’s relationships with existing businesses by continuing to
develop a Business Retention and Expansion Program to identify existing
businesses’ needs.
10
9/2/2020
6
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities within
our community.
•Neighborhood engagement liaisons are intended to engage residents in their
neighborhoods, and create opportunity for underemployed and unemployed residents
to increase their earning potential
•Adopt Equitable Development Scorecard by 12/31/20
•Planned to be incorporated as part of Opportunity Site Master Plan
•Implement Equitable Development Scorecard process
•The BC Community Grants Program is designed to invest in economically in residents to
utilize skills and capacity to the benefit of other residents. ($30,000 CARES ACT funding
/Ongoing $30,000 annually General Fund)
11
Emergency Response Plan-City Government
The current Pandemic Emergency Response Plan has not been reviewed since it was
adopted. Based on the current implementation it appears there may be a need to update
and or clarify some requirements.
•Review and update plan as appropriate by June 30, 2021.
12
9/2/2020
7
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. To that end
the 2021-22 budget will reflect the following goals:
•Develop and implement consistent enterprise wide policy and practice plan for community engagement to
include accountability and reporting measures.
•Provide necessary tools and equipment to expand and improve engagement efforts
•Expanded staffing to effectively implements engagement
•Increase family oriented events such as “drive ‐in‐movies”, rec‐on‐the‐go and family recreational
programming. Expansion of these activities requires additional rental/equipment Estimated Cost $15,000
General Fund Addition.
•Development of “Health‐on‐the‐go” modeled off “rec‐on‐the‐go” as a means of engaging residents where
they are and in their neighborhoods. This strategy is intended to reduce barriers to participation (i.e., cultural
government intimidation or relations, transportation, sense of safety in neighborhood for youth, and time
efficiency for residents working multiple jobs). Estimated Cost ($100,000 CARES fund) ongoing cost estimate
$25,000. General Fund Addition.
13
Equitable City Spending-Enterprise wide
Annually the City government spends tens of millions of public dollars in pursuit of community goals and 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 particular business 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 2021-22 budget will reflect the following goals:
•Develop and Implement a local and disadvantaged business procurement program with
a focus on organizational change. To be effective the program/policy must include firm
definitions, well‐developed goals and key performance indicators, clear tracking and
reporting, in addition to commitment across all departments by December 31, 2021
•Work closely with a consultant to develop a comprehensive local and disadvantaged
business procurement program. Identify best practices, tools, and procedures for staff
to follow when procuring goods and services on behalf of the City.
•Estimated Cost: $15,000 General Fund Addition to hire a consultant to review current
processes, develop best practices, key performance indicators, and implement the
program.
14
9/2/2020
8
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect. We will provide
knowledge and skills development necessary to meet the needs of residents, customer and employee needs 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. To that end the 2021-22 budget will reflect the following goals:
•Employ an Equity Officer who will provide leadership for the
efforts described in this mission
•Establish goals and track progress annually
•Review and assess achievement of equity and inclusion goals‐report
annually
•Modify practices as needed to achieve equity and inclusion goals
•Provide cultural competency staff development enterprise‐
wide
•Adopt Racial Equity Score Card by 03/31/21
•Implement racial equity score card process
15
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect. We will provide
knowledge and skills development necessary to meet the needs of residents, customer and employee needs 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.
•Develop, implement and continue pathway programs focused on creating entry level opportunities for
underrepresented communities
•Police and Fire Explorer Program
•To reactivate the fire explorer program $5,000 would be needed to pay the registration fee and
wages of staff.General Fund Addition
•Public Works Pathways –
•The current seasonal staffing model is functioning much like a Pathways program. Of the 29 full
time staff at the Maintenance Facility, 13 were previously seasonal employees, 14 grew up in
Brooklyn Center, 11 currently live in Brooklyn Center, 5 recently moved from Brooklyn Center, 2 are
Brooklyn Park residents and 1 is a New Hope resident.
•In addition to the seasonal pathway we will develop pathways that assure permanent full time
positions opportunities exist that reflect residency, cultural and ethnic diversity by December 31,
2021 General Fund $20,000.
16
9/2/2020
9
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect. We will provide
knowledge and skills development necessary to meet the needs of residents, customer and employee needs 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. To that end the 2021-22 budget will reflect the following goals:
•Anti‐racism policies and practices
•Review all policies to identify racially based inequitable results by March 2021
•Develop responses to eliminate racially based inequities July 31, 2021
•Resolve the policy questions related to the association of the Earl Brown name with public
facilities, events and properties by December 31, 2020
•PT Employee Improvements
•$16 dollar livable wage minimum –To reach the State Livable Wage Standard for all part and
full‐time employees in 2021 the exception of probationary fire fighters, the additional
General Fund cost is estimated at $55,000. This amount has been provided in the base
budget.
•Part Time Benefits $20,000
•Establish $16 dollar livable wage minimum January 1, 2021
•Entry fees to recreational programs significantly reduced to maximize accessibility by all
residents.
17
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect. We will provide
knowledge and skills development necessary to meet the needs of residents, customer and employee needs 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. To that end the 2021-22 budget will reflect the following goals:
•Expanded hours of operation at the Community Center implemented in
order to increase resident accessibility particularly on before work and
on the weekends. Estimated Cost:$20,748 General Fund
•Youth in Government provides an opportunity for BrookLynk Interns and
other youth to engage in policy discussions and exposure to elected
office.
•Explore providing opportunities to engage youth in City policy making
serving as a member of City Advisory Boards (Coordinated by BBA
estimated cost $10,000 General Fund Addition) by March 31, 2021.
18
9/2/2020
10
Innovation-Enterprise Wide
We will respond to challenges in a way that is most effective by learning and using creative
and innovative approaches. To will equip staff with the necessary tools and development
along with the support needed to try new approaches without fear. To that end the 2021-22
budget will reflect the following goals:
•Encourage risk taking by recognizing and rewarding innovative
risks
•Provided training and opportunities to practice innovation
•Expanded Virtual Offerings
•Promote Private Job Creation and Local Hiring
•Piloting and evaluating innovation projects (BBA Youth
Evaluation Contract $10,000 CARES funded)
19
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. To that
end the 2021-22 budget will reflect the following goals:
•Develop a Public Health Model through which we assess the impact of government policy and
practices through a Public Health Lens (to include strategy of health, youth development,
beautification and community multi‐cultural development with 1 full and 2 part time employee
with program fund at $175,000. ($125,000 G.F addition) Some cost identified with other priorities)
•Finalized and Implement Youth Violence Crime Prevention Strategy based on Cities United Model
•This would provide new programming and would require a PT coordinator to lead the
program. An additional cost of $30,000 would be required for that position. Other costs could
be met by the current budget.
•Complete a Brooklyn Center Public Health Assessment that will allow the City to prioritize future
public health goals and efforts
•Provide introductory Public Health training enterprise wide to familiarize staff with the concepts
and practices associated with viewing public policies and practices through a Public Health Lens
•Implementation of tobacco use reduction strategies
20
9/2/2020
11
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. To that
end the 2021-22 budget will reflect the following goals:
•Develop and Implement Mobile Public Health Pilot (Health‐on‐the‐Go) $ 25,000 General Fund
•Community Wellness and Prevention Measures Enterprise Wide
•Collaborate with Hennepin County Public Health improve outcomes for BC residents
•Designate a local Public Health Official
•Development and Implement BC Community Food Collective which will create production and
distribution health food to residents (Current $115 EDA/ $25,000 ongoing)
•City lead staff join local health collaborative lead by BCCS health clinic
•Activate use of the City mental‐health hotline and access to multi‐cultural health association crisis
agreement (Estimated cost $20,000 General Fund)
21
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. To that
end the 2021-22 budget will reflect the following goals:
•Imbed social worker in Police Department to inform decisions and responses to crisis and chronic
conditions in the community.
•This position has been proposed within the current base police budget and $60,000 was the
City’s portion of a 60/40 split with Hennepin County.
•Community Wellness and Prevention Measures Enterprise Wide
•We currently offer many community health option through our FD Public education programs.
Although they have been cut back significantly during COVID. Unless asked to expand there
should be no new budget dollars needed.
•Collaborate with Hennepin County Public Health improve outcomes for BC residents
•Consider designating a local Public Health Official
22
9/2/2020
12
Leadership Role-City Council
We will assure that the City Council Budget is sufficiently funded to
assure that the Council is able to effective fulfill its duties of policy
development, management oversight to include:
•Strategic Planning
•Education and Training
•External Policy Analysis
•Team Building
Additional General Fund $20,000.
23
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 required. 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. To that end the 2021-22 budget will reflect the
following goals:
•Identify opportunities to maximize the sharing of meaningful information as expressed by the
community and the Council.
•Expand public reporting throughout the enterprise to include;
•Police Activities
•Use of Force
•Discretionary Stops
•Citizen Complaints
•Others
•City Spending
•Budget Results
24
9/2/2020
13
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 required. 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. To that end the 2021-22 budget will reflect the
following goals:
•Consider implementation of software such as ClearGov Insights.
•Designed to make local government decision‐making and activity crystal‐clear
to residents. Whether it’s financials, capital projects, or the performance of
our individual departments
•The program will make data easy for every resident to understand. It is easy to
use and has many useful tools which assist in presenting information in
multiple ways.
•Amount of Funding Change: $10,000 first year, $8,000 Annual Subscription
General Fund
25
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. . To that end the 2021-22
budget will reflect the following goals:
•Achieve LMC Green Step Level Five Status within three years
$10,000, 2021 estimated cost.
26
9/2/2020
14
Additional funding to advance priorities
•EDA
•Cleanliness and Beautification
•Business Incentive Strategies ‐$50,000
•Economic Stability‐Business
•Business Survey‐$25,000
•Revolving Loan $100,000
•Small business loan $50,000
•Technical Assistance $ 50,000
27
Additional funding to advance priorities
•EDA
•Economic Stability‐Residents
•DBE Business Subsidy Policy $5,000
•Local hiring/DBE procurement policy $5,000
•Website Add Procurement system $5,000
•Business Licensing‐$5,000
•DBE Certification $10,000
•Housing Policy Implementation $100,000
•NOAH Preservation Program $150,000
•BC Food Collaborative $ 25,000 ‐ongoing
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9/2/2020
15
Additional funding to advance priorities
•General Fund Levy
•Engagement
•Family Events ‐$15,000
•Equitable Spending
•DBE and Local Spending Implementation $15,000
•Economic Stability‐Residents
•Community Grants $30,000
•Equitable Operations
•Reestablish Fire Explorer $5,000
•Public Works Pathways $20,000
•Part Time Benefits $20,000
•Expanded Hours CAC $21,000
•Youth Policy Advisory Pilot $10,000
29
Additional funding to advance priorities
•General Fund Levy
•Public Health
•Health on the Go $100,000 CARES/ $25,000 ongoing
•Expanded CARS Mission and Role $125,000
•Cities United Coordination $30,000
•Mental Health Support $ 20,000
•Leadership Role
•Council support $20,000.
•Transparency
•Web Software ‐$ 10,000
•Preservation and Environment Protection
•LMC Green Step Program $10,000
30
9/2/2020
16
Council Priority Supplemental Budgets
•EDA Funding $ 580,000
•General Fund $ 367,000
•Levy Impact Median Valued Home
•O% general levy increase $ 25 annual increase
•2.03% general levy increase $ 56 annual increase
31
Tax Burden Relief
We will remain conscious of the fact that many residents and business of Brooklyn Center continue to
suffer economically resulting from the current pandemic and that historically, average wealth and
income levels of our residents remain low relative to the metropolitan region. As result will carefully
manage the fiscal affairs of the City to keep the cost of government efficient and cost effective. To that
end the 2021-22 budget will reflect the following goals:
•Minimize Increase in tax and fee burden
•Continue to identify additional revenue opportunities and possible expenditure
reductions with an emphasis on high quality service which meets resident and
business needs.
•Modify special assessment methods to improve affordability
•Review fees charged as they relate to the cost of services through an equity lens
•Continue to evaluate charges for services to ensure they only cover the cost of the
service provided.
•Provide economic support to assure equitable access to discretionary services
•Review all charges for government services to mitigate inequitable results
32
9/2/2020
17
Summary
•Preliminary Adoption – September 28, 2020
•General Fund Department Budget Review
•Monday September 8, 2020
•Tuesday September 9, 2020
•Thursday September 11, 2020
•Tuesday September 15, 2020
•Thursday September 17, 2020
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