HomeMy WebLinkAbout2021 08-16 FCAC IT Y
C O UNC I L/F INANC I AL
C O M M IS S IO N M E E T I NG
V I RT UA L meeting being
conducted by electronic
means in accordance with
Minnesota S tatutes, section
13D.021 P ublic portion
available for connection via
telephone Dial: 1-312-626-
6799 Meeting I D:
86312351104# P asscode:
08162021#
A ugust 16, 2021
AGE NDA
1.Call to Order - 6:30 p.m.
The City Council requests that attendees turn off cell phones and pagers during the meeting. A
copy of the full City C ounc il packet is available to the public . The packet ring binder is loc ated at
the entrance of the council chambers.
2.Roll Call
3.2022 General Fund Department Budget Requests
a.Public Works
b.F iscal & Support S ervices
c.Administration
d.Community Development
4.2022 Budget Overview - Follow-up
5.Future Budget Discussions
a.September 1, 2021 - General Fund Budget Request Continued
Recreation
P olice
Fire & Emergency Management
b.September 13, 2021 - Recommended Preliminary L evy & Budget
c.September 27, 2021 - Adoption of P reliminary Levy
6.Adjournment
7.
2022 Brooklyn Center Department Budget Narrative
Department Name: Public Works
Department Mission:
The mission of the Brooklyn Center Public Works Department for the residents, business owners and
visitors of the City is to responsibly provide for the maintenance and operations of 105 miles of City
streets, 520 acres of parks and other natural areas, 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.
Department Description:
The Public Works Department is comprised of five divisions, including: Administration/Engineering;
Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street
lighting); and Central Garage. The Public Works Department also assists with the capital asset
management for the City’s public buildings and facilities. The Engineering division provides
administration, planning and oversight for the department. The Street Maintenance division provides for
the maintenance and management of City’s streets, sidewalks, trails, streetscapes, storm drainage, traffic
signing and striping and traffic signals. The Park Facilities Maintenance division provides for the
maintenance and management of City’s park facilities and the citywide forestry program. Narrative
information for Central Garage and Public Utilities are included under their funding sections.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Transportation – Key Investments
• Brooklyn Boulevard Corridor Phase 2 and TH 252
In 2022 we will be completing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake Road to 65th
Avenue). We will also continue to work with regional partners and jurisdictions to develop an
Environmental Impact Statement (EIS) for the TH 252 conversion to a freeway and MnPASS lanes on TH
252 and I-94. This project was selected for Corridors of Commerce funding in 2018 ($163M) for start of
construction in 2025.
• CIP Funding
In 2022 we will implement the 29th year of the street and utility construction program by providing the
needed capital improvements, which increase value to the public infrastructure and provide a catalyst
towards other aesthetical improvements and value throughout neighborhoods Citywide.
Staffing Levels Positions FTEs 2021 2022 2023
• Director of Public Works (43110)
• City Engineer (43110)
• Assistant City Engineer (43110)
• Principal Engineer (43110)
• Supervisor of Streets and Parks (45201)
• Engineering Technician 4 (43110)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
• Administrative Assistant (43110)
• Engineering Technician 3 (43110)
• Administrative Technician (43220)
• Maintenance II (4-43220, 2-43221, 7-45201 and
1-45204)
• Part Time/Summer Temporary Employees (8-
43220, 6-45201, 1-41940)
• Engineering Aid/Intern (43110)
• Maintenance Custodian
TOTAL
1
2
1
14
3.3
0.3
3
30.6
1
2
1
14
3.6
0.3
3
30.9
1
2
1
14
3.6
0.3
3
30.9
Strategic Functions/Division(s):
• Administration/Engineering (43110)
o We provide technical and management services for infrastructure improvements;
administration of the state aid street system; traffic engineering, mapping, review of
proposed developments and plats; preparation of special assessments rolls; and general
office and fieldwork services such as surveying, inspection and providing public
information.
• Street Maintenance (43220)
o We provide maintenance of city streets, sidewalks and trails. The activities include
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair, streetscape
maintenance, trail system maintenance and snow/ice control.
• Traffic Control (43221)
o We provide maintenance, replacement, and inventory of signage and pavement markings
and the operation and maintenance of traffic signals.
• Park Facilities Maintenance (45201)
o We provide maintenance and repair of playground equipment, park shelter buildings, picnic
shelters, athletic fields, tennis courts, skating/hockey rinks, irrigation systems,
bleachers/benches, restroom and dumpster enclosures, park turf maintenance, park
landscape and flower maintenance, litter pick-up, collection of refuse, administration of the
Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park
lights, and manage rental/service charges for portable restroom facilities.
• Forestry (45204) o We provide maintenance and reforestation of trees in parks, boulevards, and other public
lands. This fund provides for a Registered Tree Contractor Program, support of the City's
Diseased Tree Program and the services of a Certified Tree Inspector.
• Government Buildings (41940) o This activity provides for the ongoing cleaning, maintenance and repair of all Government
Buildings including city hall, community center, city garage, and fire stations buildings and
grounds. In addition, staff provides some maintenance support for the police building, liquor
stores and Centerbrook Golf Course. These expenses are charged directly to their respective
funds.
Annual Goal and Strategies:
1. Meet or exceed minimum infrastructure maintenance standards.
a. Continue to utilize new PASER pavement management system to ensure infrastructure is
being properly maintained and/or upgraded.
b. Continue streetscape asset management system to maintain healthy plant life and
appearance.
2. Continue improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Utilize digital record keeping/tracking in the field and improve project record keeping
methods pertaining to the City’s reconstruction projects.
b. Utilize electronic record drawings and GPS to accurately locate infrastructure in the
field.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Average PASER pavement condition rating
PASER rating <= 3 (poor to failed)
PASER rating = 4-5 (fair)
PASER rating = 6-7 (good)
PASER rating = 8-10 (very good to excellent)
7.6
0.4 miles (0.4%)
18.8 miles (17.9%)
40.0 miles (38.1%)
45.8 miles (49.5%)
>= 8
0 miles (0%)
5 miles (5%+-)
30 miles (30%+-)
70 miles (65%+-)
Billable Engineering project staff time and
overtime (Grandview North/Interstate project)
XX% >60%
Average period between receiving a pothole
complaint and addressing the issue
0.5 days
< 4 days
Streetscape maintenance cost per mile $13,800/mile $15,000 to
$20,000/mile
Average snow plowing response time per event 10.1 hours 10 hours
*2020 data is skewed due to project/contractor shutdowns during start of pandemic
Capital Outlay and Other Initiatives with Significant Budget Impact
2022
• Engineering – None
• Street Maintenance – None
• Traffic Control – None
• Park Maintenance – None
• Forestry – Grapple ($20,500)
• Government Buildings – Zero Turn Mower ($15,000)
2023
• Engineering – Technician truck ($28,000) (twice removed from previous budgets)
• Street Maintenance – None
• Traffic Control – None
• Park Maintenance – None
• Forestry – None
• Government Buildings - None
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - ENGINEERING 976,784$ 1,087,684$ 687,370$ 1,112,931$ 1,132,485$ 1.76%
43220 - STREET MAINTENANCE 1,553,527 1,296,477 788,453 1,428,139 1,511,337 5.83%
43221 - TRAFFIC CONTROL 213,404 192,874 112,107 223,947 257,144 14.82%
45201 - PARK FACILITIES 1,094,634 1,081,815 710,649 1,311,898 1,349,506 2.87%
45204 - FORESTRY 102,844 108,862 60,286 140,724 185,500 31.82%
41940 - GENERAL GOVT BLDGS AND PLANT 951,829 1,152,087 568,710 942,289 998,209 5.93%
TOTAL PUBLIC WORKS 4,893,022 4,919,799 2,927,575 5,159,928 5,434,181 5.32%
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 2,732,426$ 2,869,671$ 1,853,209$ 2,948,305$ 3,069,841$ 4.12%
SUPPLIES 337,069 237,989 124,351 290,415 414,365 42.68%
SERVICES & OTHER CHARGES 1,080,826 1,102,980 555,653 1,065,460 1,086,580 1.98%
CENTRAL GARAGE CHARGES 732,080 709,159 394,362 848,748 842,895 -0.69%
CAPITAL OUTLAY 10,621 - - 7,000 20,500 192.86%
NET TRANSFERS 0.00%
TOTAL 4,893,022 4,919,799 2,927,575 5,159,928 5,434,181 5.32%
Public Works Department - Expenditures by Object Code
Public Works Department - Expenditures by Business Unit
Public Works Department
City Council Meeting, August 16, 2021
Michael Marsh, Acting Public Works Director
Responsibly provide for the maintenance and operations of the City’s
infrastructure and facilities in a quality, cost effective manner including:
•105 miles of city streets and 5,100 traffic signs
•520 acres of parks and natural areas
•62 miles of trails and sidewalks
•Municipal‐owned buildings and grounds
•88 miles of storm drains and 40 treatment facilities
•Water and sewer operations
Public Works Department
Functional Divisions
•Administration/Engineering
•Street Maintenance (includes storm sewer, traffic control, and street lighting)
•Park Maintenance and Forestry
•Public Utilities (water and sanitary sewer)
•Central Garage
2
Public Works Department
Staffing Levels
Positions 2020 2021 2022
3
Note: These are General Levy funded staffing levels only. Other public works staff include Public Utilities
Division staff and Central Garage staff.
Director of Public Works (43110)
City Engineer (43110)
Assistant City Engineer (43110)
Principal Engineer (43110)
Supervisor of Streets and Parks (45201)
Engineering Technician 4 (43110)
Administrative Assistant (43110)
Engineering Technician 3 (43110)
Administrative Technician (43220)
Maintenance II (4‐43220, 2‐43221, 7‐45201 and 1‐45204)
Part Time Temporary Employees (8‐43220, 6‐45201, 1‐41940)
Engineering Aid/Intern (43110)
Maintenance Custodian
TOTAL
1
1
1
1
1
1
1
2
1
14
3.3
0.3
3
30.6
1
1
1
1
1
1
1
2
1
14
3.6
0.3
3
30.9
1
1
1
1
1
1
1
2
1
14
3.6
0.3
3
30.9
Strategic Functions
Administration/Engineering
•Public Works administration and
budgeting
•Infrastructure improvement,
planning and projects
•State Aid street system
•Traffic Engineering
•Mapping/GIS
•Site plan and subdivision plat
reviews
•Water Resources
4
Strategic Functions
Street Maintenance & Traffic Control
•Street, sidewalk and trail
maintenance, repair and patching
•Street sweeping
•Snow and ice control operations
•Boulevard tree trimming
•Streetscape maintenance
•Traffic control maintenance –signs,
pavement markings, traffic signals
5
Strategic Functions
Park Facilities Maintenance & Forestry
•Maintain 350 acres of mowed turf, 7 park
buildings, 12 picnic shelters, and 20
playgrounds, parkways, greenways, athletic
field maintenance –18 softball, 5 baseball,
4 football/soccer, 12 tennis courts, 17
irrigation systems
•Winter operations –12 ice rinks, snow
plowing, equipment and park maintenance,
tree trimming within park areas
•Reforestation, registered tree contracting
program, diseased tree inspection
6
Key Initiatives
Transportation –Key Investments
•Brooklyn Boulevard Phase 2 and TH 252
In 2020 we began developing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake Road to 65th
Avenue) for construction in 2021 and 2022. 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).
The EIS process will delay construction until 2024.
•CIP Funding
In 2022 we will implement the 29th 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.
7
Key Initiatives
8
•2022 Capital Improvement Projects
•Brooklyn Boulevard Corridor Project Phase 2 Completion
•TH 252 Corridor Environmental Impact Statement
•Lift Station 4 Rehabilitation
•Water Infrastructure Resiliency Projects
•Streets –Full Depth Pavement Rehabilitation
•Streetscape Sustainability
•Continued Park Playground Replacement
•Shingle Creek Streambank Stabilization
•Public Works Re‐roof (carryover)
9
Performance Objectives
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Average PASER pavement condition rating
PASER rating <= 3 (poor to failed)
PASER rating = 4‐5 (fair)
PASER rating = 6‐7 (good)
PASER rating = 8‐10 (very good to excellent)
7.6
0.4 miles (0.4%)
18.8 miles (17.9%)
40.0 miles (38.1%)
45.8 miles (49.5%)
>= 8
0 miles (0%)
5 miles (5%+‐)
30 miles (30%+‐)
70 miles (65%+‐)
Billable Engineering project staff time and overtime (Grandview
North/Interstate project)
XX%>60%
Average period between receiving a pothole complaint and addressing the
issue
0.5 days < 4 days
Streetscape maintenance cost per mile $13,800/mile $15,000 to $20,000/mile
Average snow plowing response time per event 10.1 hours1 10 hours
1. December 23/24 snow event of 10” took 23 hours to plow (twice).
10
Budget Highlights
•2020 Public Works General Levy budget proposed 5.2%
increase on $4.2 million budget
•Budget notables:
•Forestry – Grapple Attachment ($20,500)
•Government Buildings –Zero Turn Mower ($15,000)
•Engineering –Truck ($28,000)1
1. This item has twice been removed from previous budgets
2022 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fiscal & Support Services
Department/Division Mission:
To provide accurate and timely information to all users of financial information and to provide
administrative and professional support in financial matters to all departments and divisions of the City.
Department/Division Description:
In the General Fund, the Finance Division of the Department assembles and processes documents which
facilitate the daily financial operations of the City. The Finance Division oversees the administration of
claims and risk management for the property and casualty portion of the City’s insurance program. The
Division manages investments of City funds as well as issuance and repayment of debt obligations of the
City.
The Utility Billing Division acquires and processes data which allow for the billing and collection of
revenues for the City’s five utilities.
The Director oversees the contract with Hennepin County for assessing services and acts as the staff
liaison for the Board of Equalization and Appeals.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Targeted Redevelopment
• Development of a financial plan for the Opportunity Site
In 2021, we will collaborate with the Economic Development Authority and city departments to create a
financial plan for Opportunity Site development. This will include financial assumptions, review of
financial incentives, risk assessment and impact on city services of any proposed development.
Customer Intimacy/Operational Excellence
• Continue to improve customer relationships and operational efficiency
In 2022, we will collaborate with Public Works and Information Technology on the use of installed
gateways on City water tower’s to obtain fixed water utility meter reads. This will provide real-time
information to utility billing staff and quicker responses to customer requests and questions.
Staffing Levels
Positions FTEs 2020 2021 2022
• Finance Director
• Assistance Finance Director
• Accountant
• Accounting Technician
• Utility Billing Technician
• PT Utility Billing Technician
1
1
1
1
1
0.5*
1
1
1
1
1
0.5 *
1
1
1
1
1
0.5*
*Position vacant since early 2020
Strategic Functions/Division(s):
• Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank
accounts and reconciles those bank accounts to the General Ledger on a monthly basis.
o The Division provides for the expenditure of funds for goods and services used by the City
including the proper recording and documentation of such expenditures.
o The Division prepares and distributes reports on the financial condition of the City.
o The Division invests available funds in approved investment types.
o The Division reports financial information to outside monitoring agencies
o The Division leads and assists financial planning activities through coordination of the
annual budget process and special analysis and reporting projects on specific programs.
• Utility Billing Division
o The Division collects data for the preparation of utility bills, calculates, prints and mails
the bills to customers.
o The Division responds to customer inquiries by telephone, mail, e-mail and in person
regarding the calculation of bills and the regulations, policies and practices affecting utility
billing.
o The Division oversees collection of bill payments and proper recording of those receipts.
o The Division initiates such collection practices as might be necessary for the collection of
all utility accounts receivable.
Total 5.5 5.5 5.5
Annual Goal and Strategies:
1. Ensure the financial stability of the City.
a. Review and analyze alternatives for funding City infrastructure investments
b. Ensure appropriate financial policies and practices are in place
c. Assure adequate cash flow and investment of idle cash
2. Enhance customer access to utility account information and actions
a. Ensure on-line and phone system ability to accept payments
b. On-line access to customer account history information
c. On-line distribution option for quarterly bills
d. Ensure accurate billing of customer utilities
e. Maximize utilization of online payment methods. Develop additional best in class
performance measures and expand marketing to increase electronic payments.
3. Develop and Implement a local and disadvantaged business procurement program
a. Focus on organization change and commitment across all departments
b. Develop firm definitions, well-developed goals and key performance indicators, and
clear tracking and reporting
c. Identify best practices, tools, and procedures for staff to follow when procuring goods
and services on behalf of the City
d. Performance objectives to be determined as program developed and implemented.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2018 2019 2020 Target Value
GFOA’s Certificate of Achievements for Financial Report Awarded Awarded Awarded Awarded
Availability of financial reports to all users after month-end
(including City Council monthly report)
20.5 days
19.75 days
*
21 days
Date of audit opinion May 15, 2019 May 20, 2020 May 24, 2021 June 1, 2019
City bond credit rating AA AA AA AA or better
Rate of investment return on all cash/investments 1.982% 2.227% 1.691% 1% for 2021
Pay by Text Payments 180 202 * 250
Automated utility billing phone payments 2,190 2,488 * 2,650
Utility billing online payments 14,052 15,416 * 17,000
Paperless utility billing accounts 1,533 1,756 * 1,950
*Gathering information
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
41520 - FINANCE 607,401$ 590,402$ 390,950$ 667,696$ 681,262$ 2.03%
41550 - ASSESSING 222,829 239,969 2,320 255,500 260,500 1.96%
44110 - JOINT POWERS PAYMENTS 181,159 171,344 107,744 187,000 187,000 0.00%
45310 - CONVENTION AND TOURISM 514,813 266,086 110,811 237,500 332,500 40.00%
48140 - INSURANCE 246,320 254,618 119,427 272,286 278,788 2.39%
48150 - CENTRAL SUPPLIES AND SUPPORT 274,198 292,782 485,043 735,504 403,800 -45.10%
48160 - VACANCY AND TURNOVER SAVINGS - - - (400,000) (450,000) 12.50%
48170 - REIMBURSEMENT FROM OTHER FUNDS (1,113,479) (1,201,027) (934,471) (1,518,097) (1,633,817) 7.62%
48210 - TRANSFER OUT 210,000 410,374 - 220,000 210,000 -4.55%
TOTAL FISCAL AND SUPPORT SERVICES 1,143,241 1,024,548 281,824 657,389 270,033 -58.92%
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 551,292$ 533,863$ 342,575$ 255,081$ 160,677$ -37.01%
SUPPLIES 15,868 11,330 5,635 21,600 18,700 -13.43%
SERVICES & OTHER CHARGES 1,479,560 1,270,008 866,038 1,674,651 1,502,873 -10.26%
CENTRAL GARAGE CHARGES - - 2,047 4,154 11,600 179.25%
NET TRANSFERS (903,479) (790,653) (934,471) (1,298,097) (1,423,817) 9.68%
TOTAL 1,143,241 1,024,548 281,824 657,389 270,033 -58.92%
Fiscal and Support Services Department - Expenditures by Object Code
Fiscal and Support Services Department - Expenditures by Business Unit
Finance Department
2022 – 2023 Budget Overview
October 8, 2018
Review
City Council/Financial Commission Joint Work Session, August 16, 2021
Andy Splinter, Interim Finance Director
Finance Division
Mission: To provide accurate and timely information to administrative and
professional support in financial matters to all department and divisions of the City
2
•Accounting
•Maintain general ledger and journal entries
•Accounts Payable
•Accounts Receivable
•Assessing
•Contracted with Hennepin County
•Banking & Investments
•Monthly bank reconciliations
•Investments in accordance with City investment
policy
•Budget & Financial Planning
•Coordination of annual budget process
•Debt Management
•Debt issuances
•Debt disclosure, outstanding debt reporting
•Financial Reporting
•Annual audit and financial report
•Monthly financial reports
•Tax increment financing districts
•Utility Billing
•Collection & preparation of utility bills
•Safety/Risk Management
•Insurance renewals
•Claims processing
Staffing Levels
Positions 2021 2022 2023
Finance Director 1 1 1
Assistant Finance Director 1 1 1
Accountant 1 1 1
Accounting Technician 1 1 1
Utility Billing Technician 1 1 1
PT Utility Billing Technician 0.5 0.5 0.5
Total 5.5 5.5 5.5
3
2022 Budget Request
Finance 2021 2022 Difference %
Personal Services $600,081 $610,677 $10,596 1.77%
Supplies 7,450 5,700 (1,750)‐23.49%
Other Services & Charges 60,165 64,885 4,720 7.85%
Total $667,696 $681,262 $13,566 2.03%
4
Assessing 2021 2022 Difference %
Professional Services 255,000 260,500 5,000 1.96%
2020 Performance Objectives
5
Description of Performance Measure 2018 2019 2020 Target Value
GFOA’s Certificate of Achievement for financial reporting Awarded Awarded Awarded Awarded
Availability of monthly financial data to all users
(including monthly financial report)
20.5 days 19.75 days 30+ days 21 days
Date of audit opinion May 15, 2019 May 20, 2020 May 24, 2021 June 1
City bond credit rating AA AA AA AA or better
Rate of investment return on all cash/investments 1.982% 2.227% 1.691% 1 % for 2021
2022 Non-Departmental Budget
Description 2021 2022 Difference %
Legal $435,000 $440,000 $5,000 1.15%
Convention & Tourism 237,500 332,500 95,000 40.00%
Insurance 272,286 278,788 6,502 2.39%
Central Supplies and Support 735,504 403,800 (331,704)‐45.10%
Vacancy/Turnover Savings (400,000) (450,000) (50,000)‐12.50%
Contingency (incl. in Central Supplies) 80,000 100,000 20,000 25.00%
Reimbursements from other funds (1,518,097) 1,633,817 (115,720)‐7.62 %
Transfers Out 220,000 210,000 (10,000)‐4.55%
6
2022 Non-Departmental Budget
Description 2021 2022 Difference %
Joint Powers Payments $187,000 $187,000 $‐‐%
7
•$57,500 Brooklyn Bridge Alliance
•$50,000 BrookLynk Youth Internship Program
•$7,000 Community Mediation and Restorative Services (Mediation Services)
•$65,000 CornerStone (Domestic violence follow‐up resources)
•$7,500 Northern Star Diversion (Juvenile diversion program)
2022 Revenues – General Fund
8
2022 Revenues – General Fund
9
2022 Revenues – General Fund
10
2022 Brooklyn Center Department Budget Narrative by Fund
Department Name: Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide citywide support and leadership to internal
and external customers.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, The Office of the City Clerk,
Division of Human Resources, Division of Information Technology, and Division of Communication and
Community Engagement and The Office of Inclusion, Equity, and Diversity
The City Manager’s Office is composed of the City Manager and the Deputy City Manager Director of
Administration. The primary responsibility of the City Manager is organizational leadership. The Deputy
City Manager is the Director of the Administration Department. However, in 2022 they will function with
two Interim Assistant City Managers.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk, and License Clerk – Receptionist.
The Clerk’s Office manages City records, administers elections, issues business, helps lead customer service,
and responds to public inquiries.
The Division of Human Resources is composed of the HR Manager, HR Specialist, and Payroll Technician.
This division manages human resource activities including labor relations, inclusion and diversity, payroll
and benefits administration, and employee recruitment.
The Division of Information Technology is composed of the IT Manager, IT/GIS Specialist, and an IT
Technician. This division plans, manages, and supports the City's technology infrastructure and helps lead
city operational efficiency.
The Office of Inclusion, Equity, and Diversity. This will be the inaugural year of this new office, which was
visualized and initiated in 2021. This division would develop, coordinate and implement inclusion, equity,
and diversity strategies both internally and externally to the organization.
The Division of Communication and Community Engagement is composed of a Communication
Coordinator, Community Engagement Specialist, Communication Specialist, and Neighborhood Engagement
Liaisons (part-time). This division manages both internal and external communications, branding and
marketing efforts, media relations, resident and community engagement.
Key Initiatives focused on the achievement of strategic priorities/value propositions
• Customer Intimacy and Operational Excellence
In 2022, we will continue to implement quality performance practices to improve results and customer
satisfaction. We will strengthen the development of staff at all levels of the organization and align the
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 of customer service and operational excellence via a newly
implemented electronic employee appraisal system.
• Inclusive Community Engagement
In 2022, will enhance internal training and development of staff related to inclusion and diversity in order to
build greater capacity and competency with services to the diverse populace of the City. The Department of
Administration will include the Office of Inclusion, Equity, and Diversity.
• System-wide Development and Operations
In 2022, the department will continue working with all departments and at all levels of the organization in a
systematic manner on key administrative operations including technology planning, branding, recruitment
and hiring, communication, employee evaluations, and electronic council affairs. Through coordination of
communication, training, and development of efforts with frontline staff, supervisors, and department
management messages will be consistently communicated throughout the organization. The hope is that
there is shared understanding and unified action on key strategic directives throughout the entire
organization.
Staffing Levels Positions FTEs 2020 2021 2022
• City Manager
• Deputy City Manager
• City Clerk
• Deputy City Clerk
• Customer Service Representative
• Human Resources Director
• Human Resources Specialist
• Human Resources/Payroll Technician
• Equity Officer (former specialist)
• Information Technology Manager
• Information Technology Specialist
• Information Technology Technician
• Communication Manager
• Community Engagement Specialist
• PT Graphic Designer
• Communication Specialist
• Neighborhood Engagement Liaison
(2021 – 4PT x .5 each and 2022 - 2PT x .5 each)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
.2
0
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
.75
2
1
0*
1
1
1
1
1
1
1
1
1
1
1
2
0
1
1
Total 15.2 16.75 16
*Position to be unfilled for 2022, City Clerk and Communication Manager will serve as Interim
Assistant City Managers
Strategic Functions/Division(s):
• Effective and Responsive Organization Leadership
o The City Manager with support from the Deputy City Manager is responsible to the City
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer, the City Manager is expected to enforce the City Charter and all City
ordinances. The City Manager prepares the Annual Budget as a means of implementing
Council Policy. The City Manager provides advice and makes recommendations to the City
Council with respect to Council policy. The City Manager is the sole employee of the City
Council. All employees work under the general direction of the City Manager
The City Managers’ office is responsible for effective Intergovernmental Relations. The City
Manager and his staff work with community members, other public and private agencies,
organizations, schools, and other stakeholders in all areas that affect the City.
The City Managers’ office is responsible for effective public communications primarily under
the direction of the Deputy City Manager. The office handles and coordinates internal and
external City communication activities. The office coordinates the publication of the City
Newsletter, creates newsletters, forms, flyers, handles information released to the media, and
develops other information packets as needed. The office handles the coordination of cable TV
activities in the organization, including the broadcast of Council meetings.
• Council Support, Records Management, Licensing, and Elections Administration
o The City Clerk is responsible for maintaining official City records, coordinating City Council
and City Commission materials and activities, coordinating business licensing, producing and
coordinating City employee newsletter, and supervision of secretarial support staff in the
Administration Department.
The City Clerk serves as the City’s Election Official and administers elections. Ensures
elections are handled in accordance with state, federal, and county regulations. Oversees all
activities related to City elections including notices, candidate filing, absentee voting, testing
voting equipment, materials, and certification of process. Coordinates polling places.
Supervises the recruiting and training of election judges.
The City Clerk is responsible for Official City Records/Data Retention. The City Clerk
maintains official City records, including storage and disposition.
Coordinates Council correspondence, meetings, and other activities. Ensures coordination,
maintenance, and accuracy of Council minutes, resolutions, and other official documents.
Oversees the City Council agenda preparation process. Posts Council/Commission notices as
required by Open Meeting Law. Coordinates the nomination/appointment process for City
advisory commissions.
• Attraction and Retention of an Inclusive Quality Workforce
o The Division of Human Resources is responsible for providing customer-focused support to the
mission of recruiting and retaining an inclusive quality workforce.
The Division of Human Resources is responsible for the development of an effective customer-
focused administration of the employee compensation and benefits program.
The Division of Human Resources is responsible for providing leadership to effective Labor
Relations Management and is a key member of the labor negotiations team along with the City
Manager.
The Division of Human Resources is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Division of Human Resources is responsible for customer-focused administration of the
payroll process and other pay-related activities i.e. pay/equity and EEO reporting
• Communication and Community Engagement
o The Division Communication and Community Engagement supports all departments in cross-
departmental communication and coordinates citywide communication efforts.
The Division Communication and Community Engagement supports all departments in cross-
departmental communication and coordinates city-wide community engagement efforts.
The Division provides ongoing maintenance and posting of city-related information and
stories on the City’s website and social media platforms. Regular monitoring and updates to
the website are provided by the Division in coordination with all departments.
The Division provides ongoing development of the quarterly newsletter that goes out to all
properties within the City limits. Regular communication is conducted via print, television,
video streaming, and in-person communication.
The Division coordinates events with residents including community dialogues and resident
networking. The Division fosters relationships among residents, business owners, visitors,
and city staff.
• Office of Inclusion, Equity, and Diversity
o The Office of Inclusion and Diversity coordinates training, cultural competency building both
internal and external to the organization.
o The Office of Inclusion and Diversity coordinates implementation of inclusion and equity
measures in city practices including hiring, contracting, engagement, purchasing,
programming, and service delivery.
• Consistent, Reliable, and Strategic Advancement of Information Technology
o The Division of IT oversees the city-wide fiber optics system, which is available at all times
and days. The fiber optics system allows the City to unify its intra-communications, security
systems, and utility systems controls.
The Division of IT procures, installs, maintains, and replaces all hardware and software
communication technology such as computers, cell phones, office phones, facility security
cameras, body-worn cameras, multifunctional equipment (i.e. copiers, plotters, and fax
machines), and conference room visual and audio equipment. The Division also oversees the
City’s GIS system.
The Division of IT systematically plans with all departments on current and future
technological needs. Technology funding is planned through the Division of IT. Research
and investigations of future technological needs of the City are shared by departments and the
Division of IT; however, implementation, majority of management, and support rest on the
Division of IT.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of
Performance Measure
Performance Levels
Actual Value Target Value
Foster a culture of inclusion,
equity, and anti-racism
practices throughout the
organization
*Much of the efforts were
delayed due to the COVID-19
Pandemic and civil unrest.
Efforts in response to both
*COVID-19 and civil unrest
the organization deeply
engaged in newfound ways
with BIPOC community
members and organizations in
innovative strategies to address
the needs of residents.
*Provide training and development for
all staff (full-time and part-time) in
anti-racist practices and policymaking
*Implement Equity Score Card to
review all current policies and
practices to assure City Government
actions do not foster inequitable
results
*The Dept. of Adm. has
assisted departments with
external efforts to reach
broader diverse communities
including multi-generational,
multi-ethnic, and disabilities
communities.
2017 – 38% female applicants
(including full and part-time)
Receive resident/gender/physically
challenged applicants proportional to
the applicable labor pool
2017 – 44% people of color
applicants
Receive applicants proportional to
people of color in the applicable labor
pool
2017 – 40.3% female
applicants (including full and
part-time)
Hire female/residents/gender
applicants proportional applicant pool
2017 – 54.5% people of color
applicants
Hire people of color proportional to
the applicant pool
Inclusive Community
Engagement Efforts
*Much of the efforts were
delayed due to the COVID-19
Pandemic and civil unrest.
Efforts in response to both
*COVID-19 and civil unrest
the organization deeply
engaged in newfound ways
with BIPOC community
members and organizations in
innovative strategies to address
the needs of residents.
*Develop and execute baseline goal of
diverse participation in community
engagement efforts in all departments.
*Establish an ongoing presence in
media of color.
*Develop and execute specific
engagement strategies for specific
diverse communities (i.e. youth,
communities of color, seniors, and
disable).
*Offer regular interpretation and
translation for all feasible engagement
events in all departments.
Foster systematic
administrative approaches
throughout the organization
*Much of the efforts were
delayed due to the COVID-19
Pandemic and civil unrest.
Efforts in response to both
*COVID-19 staff effectively
developed and executed
measures for staff to work
remotely and with the Council
engaging the public remotely.
We anticipate that the change
*Develop and execute systematic
work approaches for customer service,
communication/marketing, technology
information, policy presentations,
employee compensation, succession
planning, and job evaluations across
all departments.
in work will have long-term
positive effects on working
together across the
organization.
Employees Feel Part of
Organization
2021 has been very difficult for
staff. During the initial stages
of the COVID-19 Pandemic,
staff felt connected. All staff
worked together. However,
following the civil unrest staff
reached an all-time low of
feeling part of the organization
due to primarily the strained
relations with the City Council
and loss of staff members.
However, staff engaged and
appreciated participating in the
City Council/Staff listening
session.
Previously in 2020:
*All Employee Meeting – 143
respondents
*All Employee Survey
Respondents – 66 respondents
with an overall rating of 4 out 5
as a good experience
*All Employee Survey – 127
respondents with 93
respondents indicating they
feel engaged or strongly
engaged at work (14 did not
feel engaged).
*Employee Recognition of
*Tenure – 23 recognitions
*90% participation of employee
participation in all employee events
*90% positive feedback from the
employee survey
Note – applicant and hiring goals were based on a five-year goals timeframe.
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL 144,560$ 137,755$ 102,370$ 162,790$ 174,894$ 7.44%
41320 - CITY MANAGER 363,915 371,332 370,014 384,746 236,178 -38.61%
41410 - ELECTIONS 80,871 181,607 61,079 108,560 190,967 75.91%
41430 - CITY CLERK 174,076 220,574 145,376 206,338 248,919 20.64%
41610 - LEGAL 431,849 416,521 270,262 435,000 440,000 1.15%
41710 - COMMUNICATIONS & ENGAGEMENT 234,390 275,155 282,397 381,859 611,675 60.18%
41810 - HUMAN RESOURCES 404,758 407,063 261,973 519,382 605,150 16.51%
41920 - INFORMATION TECHNOLOGY 586,954 636,008 353,557 697,078 728,382 4.49%
TOTAL ADMINISTRATION 2,421,373 2,646,015 1,847,028 2,895,753 3,236,165 11.76%
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 1,382,566$ 1,571,144$ 1,046,690$ 1,748,752$ 1,843,715$ 5.43%
SUPPLIES 30,317 38,932 9,568 24,900 42,650 71.29%
SERVICES & OTHER CHARGES 1,008,490 1,035,187 790,770 1,122,101 1,349,300 20.25%
CAPITAL OUTLAY - 752 - - 500 100.00%
TOTAL 2,421,373 2,646,015 1,847,028 2,895,753 3,236,165 11.76%
Administration Department - Expenditures by Object Code
Administration Department - Expenditures by Business Unit
2022 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Development
Department Mission:
The mission of the Community Development Department is to preserve and enhance the quality of life for
the residents and businesses of Brooklyn Center by guiding development of the City with effective
measures of planning, design review, construction plan approval, code compliance, housing and business
assistance.
Divisions and Strategic Functions:
Division Description: Administration
The Administration Division forwards the City’s value of Customer Intimacy by providing friendly,
quality, accurate, responsive and timely customer service to permit and program applicants, residents,
business owners, contractors, and internal customers. The Division administers; housing assistance and
the administrative penalty program. The Division provides internal administrative support to the Business
and Development Division and the Building and Community Standards Division. The Division provides
the staff liaison to the Housing Commission.
The Administration Division is composed of a Director, a Deputy Director, and two full-time
administrative assistant positions. The Director is responsible for providing overall department leadership,
and serves as Secretary to the EDA. The Director supports the EDA’s efforts for business retention,
expansion and attraction; promoting targeted redevelopment opportunities; promoting workforce
development; and planning & budgeting associated with the use of Tax Increment Financing.
Division Description: Business and Development
The Business and Development Division supports a thriving local economy and resident economic
stability by guiding the redevelopment activities of the City through ensuring the City’s policies,
programs, and regulatory framework forward the City’s vision and goals while remaining responsive to
market demand. The Division works with stakeholders to ensure compliance with the City’s ordinances,
policies, and Comprehensive Plan. The Division works with governmental and non-governmental
organizations to provide a range of resources and services to businesses and residents in the community.
The Business and Development Division is comprised of a City Planner, an Associate Planner, and an
Economic Development Coordinator. The City Planner is responsible for the processing and review of
planning applications for all development activities in the community from start to finish. This person
serves as the staff liaison to the Planning Commission and maintains the City’s Comprehensive Plan and
Zoning Code. This person assists the Director with forwarding targeted redevelopment opportunities. The
Associate Planner assists with the administration of the Zoning Code. This person is also responsible for
reviewing permit applications for compliance with the Zoning Code and city approvals and assisting with
the development of programs and policies that forward the City’s strategic priorities. Together with the
City Planner, they are responsible for responding to inquiries from residents, contractors, and developers
related to planning, redevelopment, and zoning.
The Business and Workforce Development Specialist forwards the City’s Strategic Priority of Resident
Economic Stability and Targeted Redevelopment by providing program management, research, technical
support, policy development, and coordination with governmental and non-governmental organizations.
Areas of focus include administration of a Business Retention and Expansion program, the marketing of
EDA-owned property, reviewing existing regulations and policies for barriers to accomplishing the City’s
economic development goals, the creation and attraction of high quality jobs to the City, resident wealth
creation and financial literacy, job pathways and training, and growing entrepreneurship opportunities for
residents.
Division Description: Buildings and Community Standards
The Building & Community Standards Division promotes the City’s Strategic Priority of Safe, Secure,
and Stable Community by ensuring clean, safe and attractive neighborhoods where people want to live
and do business. Exceptional customer service is provided related to residential and commercial
development and construction, property maintenance, housing, and community services. It is through the
use of modern technology, professional staff, and collaboration with our customers that we efficiently and
effectively serve the community.
The Division monitors development and construction activities through consultation, plan review,
inspections, and site visits. Compliance with state and local building, fire, property maintenance, rental,
zoning, and other codes is ensured for residential and commercial properties. (Building, plumbing,
mechanical, fire suppression, electrical, water and sewer, sign permit applications, etc.)
The Division looks to forward the City’s values of Customer Intimacy and Operational Excellence by
providing ongoing staff development opportunities that ensure a high degree of knowledge about building
codes and construction practices. This includes cross-training inspectors and offering opportunities for
additional certification through continuing education when appropriate.
The Division also develops and implements community initiatives to address health/life safety hazards,
public nuisances, and various quality of life standards. Neighborhood preservation and good relations
between neighbors and businesses are encouraged through proactive property maintenance sweeps, as
well as responsiveness to complaints. Division staff works with various city departments, advisory
groups, nonprofit agencies, businesses and citizens to help keep the environment clean, safe, attractive
and prosperous. Neighborhood initiatives such as the vacant building program, regular code enforcement
sweeps, “knock and talk”, and the rental housing program are administered, along with other community
improvement strategies.
Public education and community engagement initiatives are developed and implemented to ensure strong
residential and commercial neighborhoods.
The Division is composed of a Housing & Community Standards Supervisor, Building Official, three
Building Inspectors, three full time and one part-time Code Enforcement/Housing Inspectors, Seasonal
Technicians, Contract Electrical Inspections and Contract Construction Specialty Inspections.
Key initiatives focused on the achievement of strategic priorities/value propositions
Targeted Redevelopment
Opportunity Site Redevelopment
The desired outcome is an inviting, attractive, walkable and vibrant development that provides for a
mix of housing and commercial types that create a dense mixed-use downtown.
The initiatives for 2022-2023 include:
o Completing the Opportunity Site Master Plan
o Complete community engagement process and deliver a community-based term sheet
of community benefits to be included with private development
o Completing an Opportunity Site regulatory framework to implement the Master Plan
o Completing a housing policy plan to implement the housing goals within the Master
Plan
o Amending TIF District 7 to encompass the entire Opportunity Site area
o Initiating a development within the Opportunity Site area
o Implementing a public market/business incubator within the Opportunity Site area
Redevelopment of EDA-owned Properties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
development that forwards the City’s strategic priorities.
The initiatives for 2022-2023 include:
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.
Former Sear’s Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s
Strategic Priorities.
The initiatives include:
o Understand the market opportunities and constraints of the site.
o Work with the property owner to identify a use for the site that aligns with the City’s
desired outcomes
Resident Economic Stability
Job Pathways/Workforce Development
o Expand workforce development initiatives and improve pathways for residents between
high school, higher education, training and employers
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
Entrepreneur/Small Business Support
The desired outcome is to foster entrepreneurship opportunities for residents and those that desire to
start or grow a business in Brooklyn Center, with an emphasis on underserved entrepreneurs. Each
initiative towards this goal will contribute to the creation of a small businesses ecosystem that meets
the needs of small and local businesses at multiple points in their lifecycle. To achieve this outcome
we will:
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 as part of an initial development on the
Opportunity Site to provide affordable commercial space for local businesses.
o Invest in and create a business resource center to provide technical assistance and support
to small businesses and entrepreneurs.
o Identify a use and implement programming for the shell space adjacent to the municipal
liquor store in order to serve local entrepreneurs 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.
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.
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
Enhanced Community Image and Safe, Secure, and Stable Community
Zoning Code Update
The desired outcome is to have regulations that support the vision of the community and enhance the
ability of property owners to improve and redevelop property in a way that responds to market
demands, is reasonable, and results in attractive, quality property that enhances the community.
Code Enforcement, Rental Licensing, and Building Inspections
The desired outcome is to stabilize and improve residential neighborhoods and commercial properties.
To achieve this outcome we will:
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.
Click here to enter text.
Staffing Levels:
Positions FTEs 2021 2022 2023
• Community Development Director 0.25 1 1
• Deputy Director .50 1 1
• City Planner 1 1 1
• Associate Planner .25 1 1
• Housing and Community Standards Supervisor 1 1 1
• Economic Development Coordinator 0.25 1 1
• Building Official 1 1 1
• Building Inspectors 3 3 3
• Code Enforcement & Housing Inspector 3.5 4 3.75
• Administrative Assistants (2-FT) 1.5 2 1.5
• Administrative Assistants (1-PT) 0.3 0.5 0.5
• BrookLynk Interns (2-PT) 0.1 0.1 0.1
• Seasonal Technicians (1-PT) 0.3 0.3 0.3
• Planning and Economic Development Intern .3 0.3 .3
Total 13.3 17.2* 16.45
*2022 Staffing levels propose reallocating staff currently attributed to EDA budget back to
general fund in anticipation of the decertification of TIF 3.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of
Performance Measure
Performance Levels
Actual Value Target Value
Recurring Objectives:
Enhanced Customer Service Obtaining baseline data
Staff is exceeding customer service
expectations based on customer
service standards and policies
implemented city-wide.
Average Days Code
Enforcement Cases are Open 7 days Code enforcement cases are closed
within an average of 10 days.
One-Time Objectives:
Opportunity Site – Phase I Underway Phase I of the Opportunity Site under
construction
Complete Update the
Zoning, Sign and Platting
Chapters of the City Code
Underway Complete and adopted Unified
Development Code
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING 222,011$ 283,879$ 207,730$ 280,547$ 233,122$ -16.90%
42420 - BUILDING AND COMMUNITY STANDARDS 1,193,579 1,205,287 661,230 1,203,344 1,242,618 3.26%
46320 - COMMUNITY DEVELOPMENT ADMIN 207,467 366,653 164,423 267,409 255,213 -4.56%
TOTAL COMMUNITY DEVELOPMENT 1,623,057 1,855,819 1,033,383 1,751,300 1,730,953 -1.16%
2021
2019 2020 August 2021 2022
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 1,315,581$ 1,325,798$ 873,883$ 1,501,529$ 1,491,618$ -0.66%
SUPPLIES 34,863 31,289 5,024 16,500 8,700 -47.27%
SERVICES & OTHER CHARGES 245,169 316,395 138,823 198,490 200,797 1.16%
CENTRAL GARAGE CHARGES 27,444 22,947 15,585 34,781 29,838 -14.21%
CAPITAL OUTLAY - 92,948 - - - 0.00%
TOTAL 1,623,057 1,789,377 1,033,315 1,751,300 1,730,953 -1.16%
Community Development - Expenditures by Business Unit
Community Development Department - Expenditures by Object Code
City of Brooklyn Center
2022 Budget - General Fund - Revenue Summary
2021
2020 August 2021 2022
Actual YTD Budget Budget Change
10100 GENERAL FUND
PROPERTY TAXES 18,066,564$ 9,273,997$ 18,317,857$ 18,317,857$ 0.00%
TAX INCREMENTS 172,347 71,317 230,500 - -100.00%
LODGING TAXES 561,602 304,027 500,000 700,000 40.00%
TOTAL TAXES 18,800,513 9,649,341 19,048,357 19,017,857 -0.16%
LICENSES 263,440 111,616 293,843 276,040 -6.06%
PERMITS 728,532 238,116 722,250 579,750 -19.73%
TOTAL LICENSES & PERMITS 991,972 349,732 1,016,093 855,790 -15.78%
FEDERAL 1,569,647 - - - 0.00%
STATE 1,752,522 1,167,405 1,850,590 1,864,376 0.74%
COUNTY 3,056 - - - 0.00%
LOCAL 45,895 - 4,000 - -100.00%
TOTAL INTERGOVERNMENTAL 3,371,120 1,167,405 1,854,590 1,864,376 0.53%
GENERAL GOVERNMENT 86,279 34,062 76,500 48,000 -37.25%
PUBLIC SAFETY 79,128 27,449 153,250 89,700 -41.47%
COMMUNITY DEVELOPMENT 12,219 343 3,000 - -100.00%
PARKS & RECREATION 43,768 57,355 241,000 214,000 -11.20%
COMMUNITY CENTER 72,104 87,536 352,000 276,000 -21.59%
TOTAL CHARGES FOR SERVICES 293,498 206,745 825,750 627,700 -23.98%
SPECIAL ASSESSMENTS 63,154 22,495 100,000 50,000 -50.00%
FINES & FORFEITURES 155,462 92,421 216,000 161,000 -25.46%
INVESTMENT EARNINGS 266,187 59,814 79,900 81,500 2.00%
MISCELLANEOUS 156,714 145,674 163,200 167,000 2.33%
OTHER FINANCING SOURCES - - - - 0.00%
TRANSFERS IN - - 55,000 - -100.00%
10100 GENERAL FUND REVENUES 24,098,620$ 11,693,627$ 23,358,890$ 22,825,223$ -2.28%
Object Code / Description
Community Development
Department
Joint Budget Work Session –August 16, 2021
Meg Beekman, Community Development Director
Community Development Mission
2
The mission of the Community Development Department is to
preserve and enhance the quality of life for the residents and
businesses of Brooklyn Center by guiding development of the City with
effective measures of planning,design review,construction plan
approval,code compliance,housing and business assistance.
Organizational Structure
3
Building
Official
(Dan G)
Housing and Community
Standards Supervisor
(Xiong)
Deputy Director of
Community Development
(Jesse)
PT Admin
Assistant
(Open)
Admin
Assistant
(Lisa B.)
Admin
Assistant
(Sheila)
Building Inspector
(Terry)
Code
Enforcement
Tech. (2 Seasonal
Interns)
Code
Enforcement and
Housing Inspector
(Farraban)
Code
Enforcement and
Housing Inspector
(Kevin)
Building Inspector
(Chris)
Code
Enforcement and
Housing Inspector
(Kristin)
Community Development
Director
(Meg)
City Planner/Zoning
Administrator
(Ginny)
Business and Workforce
Development Specialist
(Brett)
Building Inspector
(Damien)
Brooklynk
Interns
Associate Planner
(Olivia)
Code
Enforcement and
Housing Inspector
(Open)
•Building Construction
Regulatory Program
•Rental Licensing Program
•Property Maintenance and
Code Enforcement
•Vacant Building Program
•HRA/Housing Programs
4
•Planning and Zoning Services
•Long Range Strategic Planning
•EDA/Economic Development
Programs
•Business Retention and
Expansion Program
•Workforce Development
Overview of Services
Building and Community Standards Business and Development
5
Under Construction/Coming Soon
•C-Alan Homes –Triplex development
•Raptor Carwash
•Masjid Al-Ansar Mosque
•Dean’s Home Service (tenant build-out
6701 Parkway Circle)
$51,457,015
$71,232,941
$59,017,940
$77,347,546
$79,076,831
$56,445,490
$13,983,429
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
2015 2016 2017 2018 2019 2020 2021 ytd
7/9
Building Permit Project Valuation
Construction Activity
Construction Activity
6
Now Open
•Falafel King
•Sonder Place/Sonder Point (270 affordable units)
•Fairfield Inn & Suites
•Fresenius Medical Care (tenant build out)
•Captain Crab (Shingle Creek Crossing
•Eastbrook Estates (30 single family units)
Under Review
•The Crest (Remodel and 43 new
affordable units)
•Fraser Center
•BP Remodel (6044 Brooklyn
Boulevard)
3,058 2,822 2,740 2,094 2,877 3,151 3,055 3,208 4,155 3,065 2,847 2,724 3,153 3,179 3,623 2,883
1,362
4,781 6,909
4,111 3,786
7,606
5,757 5,725 6,029
8,728
5,847 5,541 5,472 5,073 5,501 6,528
6,415
2,076
01,0002,0003,0004,0005,0006,0007,0008,0009,00010,000
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
y
t
d
7
/
9
Permits and Inspection Per Year
No. of Permits No. Permit Inspections
7
Performance-based Rental Licensing Program
•Process, track, and perform rental inspections
•Quarterly newsletter to Rental Property owners
•City-wide resource packet to all renters
•Investigate and resolve property complaints
•Investigate unlicensed rental properties
•Work with Administration Department to obtain
compliance
•CPTED Inspections moved from PD to Community
Development
•Negotiate mitigation plans for Type III and Type IV
licenses
Overview of Services
In Response to Pandemic
•Assisted landlords and tenants
with accessing rental
assistance
•Temporary hold on inspections
•Provided three-month
extension on renewing
licenses
•Temporarily reduced
inspections to 25% of units
Rental Program
8
Rental-Type II-
2 Year, 239,
34%
Rental-Type I-
3 Year, 378,
54%
Rental-Type IV-
6 Months, 16,
2%
Rental-Type III-
1 Year, 69, 10%
Active Rental Licenses by Type as of 8/13/2021•11,903 total housing units/4,570 rental
units (38%) -Estimate
•8,300 SF Homes/598 SF Rentals (7.2%)
•702 rental licenses
•54% -Three-year licenses
•34% -Two-year licenses
•10% -One-year licenses
•2% -Six-month provisional licenses
Brooklyn Center Housing Data –Excluding Expired
9
•Complaint-based Program
•Proactive Code Enforcement Program
•Neighborhood Sweeps
•Long grass
•Corridor Sweeps
•Commercial Property
•Code Enforcement Engagement Program
•Administer citations and abatements
In Response to Pandemic
•1,595 Violations addressed
•4,657 Code enforcement actions
•Numerous hoarding/unsafe living
conditions dealt with
•Increase in illegal dumping
•Lighter approach to enforcement
of temporary signage
•Modified knock and talk program
•Fewer citations and abatements
Property Maintenance and Code Enforcement
Overview of Services
10
Vacant Building Program
•Status:
•46 active vacant properties (8/16/2021)
•37 vacant building
registrations/renewals in 2020
•24 Re-occupancy certificates issued in
2020 to date
•Sears, Earle Brown Bowl, and Target
437
312
399
298
242
184
101 98
73 60 56 370
50
100
150
200
250
300
350
400
450
500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Vacant Building Registrations
Overview of Services
11
2020 Planning Activities
•9 Planning Case Applications
•6 –Site and Building Plans
•1 –Special Use Permits
•4 –PUDs (Planned Unit
Development) and Amendments
•4 –Subdivisions (Platting and
Divisions/Combinations)
•2 –Concept Plan Reviews
2021 Planning Highlights
•3 Planning Case Applications to date
•Opportunity Site Master Plan
Infrastructure Framework
•Zoning Code update
•Wangstad Commons
•Brooklyn Boulevard Land Use Study
•Housing Study
•Tenant Protection Ordinance
•2 –Concept Plan Reviews
•694 Business Center (Former Earle Brown
Bowl)
•Former Sears Site
Planning
12
Refocus Priorities –Pandemic Response
•Small business resources and technical
assistance (Business Economic Stability)
•Resident support and resources (Resident
Economic Stability)
Economic Development
13
CARES Act Funds/CDBG
•Forgivable Loan Program
•Non-profit community resource grants
•Technical Assistance
•Outreach and education
•Food access
•Rental Assistance
•Down payment assistance program
Business Economic Stability
14
2021 Programs and Initiatives
•Assess local business needs
•Business Resource webpage
•Implement and expand resources and
technical assistance
•Revolving Loan Fund
•Micro-loan fund
•Business Innovation Hub
•Elevate Business –Hennepin County
•Business resources website
•Ombudsman services
•Improve access and communication –e-
newsletter, business licensing
Business Economic Stability
15
2021 Programs and Initiatives
•SAC Credit program
•Provide affordable bricks and mortar
space
•Entrepreneurial Market Plaza
•Affordable commercial set asides in
new development
•Develop and build capacity of local
and BIPOC-owned businesses
•DBE Certification program
•Local hiring/procurement policy
•Develop BR&E Program
Business Economic Stability
16
Other Ongoing CD Department Projects
•Implement new permit software –Online submission and review
(Completed)
•Department Website (Completed)
•Tenant protection ordinance (In progress)
•Commercial clean-up and beautification (In progress)
•Food truck provisions (In progress)
•Use of ARPA funds (In progress)
Overview of 2021
17
Positions 2021 2022 2023
•Community Development Director 0.25 1 1
•Deputy Director 0.50 1 1
•City Planner 1 1 1
•Associate Planner/Zoning Administrator 0.25 1 1
•Housing and Community Standards Supervisor 1 1 1
•Business and Workforce Development Specialist 0.25 1 1
•Building Official 1 1 1
•Building Inspectors 3 3 3
•Code Enforcement & Housing Inspector 4 4 4
•Administrative Assistants (2-FT)1.50 2 2
•Administrative Assistants (1-PT)0.33 0.50 0.50
•BrookLynk Interns (2-PT)0.10 0.10 0.10
•Seasonal Technicians (2-PT)0.33 0.33 0.33
•Contract Electrical Inspections ---
•Contract Construction Specialty Inspections ---
•Planning and Economic Development Intern .33 .33 .33
Total 13.84 17.26 17.26
•As the department has grown the EDA
has absorbed a greater proportion of
wages versus the general fund
•TIF 3 has historically funded economic
development initiatives that
otherwise would have been funded by
EDA
•TIF 3 is decertifying –ongoing
initiatives now need to be funded by
the EDA
•Request: Move wages out of EDA to
GF to make room for development
initiatives that would have been
funded by TIF 3
2022 Staffing Request
18
2022 Budget Request
19
Building and Community Standards
•Develop or revise educational materials for department
programs and projects
•Provide handouts and forms in multiple languages
•Review Rental Program to improve tenant protections
•Improved communications with renters
•Annual mailing
•Renter resource booklet
•Continue proactive code enforcement activities with a focus
on resolving ongoing and repeat violations
•Tenant Protection Ordinance
2022 Initiatives
20
Planning and Zoning
•Unified Development Ordinance Implementation
•Sign Ordinance
•Platting Ordinance
•Shoreland Protections/MRCCA
•Create new Zoning Districts
•Brooklyn Boulevard Land Use Study Adoption
•Housing Policy Plan
•Opportunity Site –Initial Phase Development
•Targeted Redevelopment: Former Sears, Former Target, Opportunity Site
Implementation
2022 Initiatives
21
Economic Development
•ARPA Programs –Focus on wealth building
•Local procurement program –tied to City spending and Business Subsidy
Policy
•Commercial clean-up and beautification
•Entrepreneurial Market (Opportunity Site –Phase I)
•Business Resource Center
•Workforce development program and strategies
•Business outreach and communication efforts
•Entrepreneurial/small business resources and support
2022 Initiatives