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HomeMy WebLinkAbout2023 08.19 CCM JT CC AND FC8/19/23 Page 1 MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL/FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND STATE OF MINNESOTA JOINT WORK SESSION AUGUST 19, 2023 COUNCIL COMMISSION ROOM 1. CALL TO ORDER The Brooklyn Center City Council/Financial Commission Joint Work Session was called to order by Mayor Pro Tem Butler at 8:44 a.m. 2. ROLL CALL Mayor Pro Tem Marquita Butler and Councilmembers Dan Jerzak and Kris Lawrence-Anderson were present. Councilmember Taneshia Kragness was present online. Mayor April Graves was absent and excused. Also present were Financial Commissioner Laurie Moore and Leonard Brown. Also present were City Manager Reggie Edwards, Assistant City Manager/ City Clerk Barb Suciu, Director of Finance and Fiscal Services Angela Holm, Director of Community Development Jesse Anderson, Director of Public Works Elizabeth Heyman, Todd Berg, Fire Chief, and Kellace McDaniel, Police Chief. Mayor Pro Tem Butler asked if the Councilmembers and Commissioners were open to public comment from guests. Councilmember Lawrence-Anderson stated the agenda was very full, and completing it in the allotted time would be difficult. Councilmember Jerzak and Councilmember Kragness noted their agreement with Councilmember Lawrence Anderson. 3. 2024 GENERAL FUND DEPARTMENT BUDGET REQUEST City Manager Reggie Edwards introduced the item and invited Director of Finance and Fiscal Services Angela Holm to continue the presentation. Ms. Holm pointed out that next year's budget meetings would not be held on the weekends. She summarized the agenda for the meeting and explained the budget consists of non-negotiables, required items, and nice-to-have items. 4. FUTURE BUDGET DISCUSSION 8/19/23 Page 2 4a. COMMUNITY DEVELOPMENT Director of Finance and Fiscal Services Angela Holm introduced the item and invited the Director of Community Development to continue the presentation. Mr. Anderson explained 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 the development of the City with effective measures of planning, design review, construction plan approval, code compliance, housing and business assistance. Mr. Anderson noted the Administration Division provides 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, rental licensing, mechanical licensing, sign hanger license, permit application, and the administrative penalty program. Mr. Anderson stated the Business and Development Division supports a thriving local economy and resident economic stability by guiding the redevelopment activities of the City by 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 various resources and services to businesses and residents in the community. Mr. Anderson added 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 for 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. Mr. Anderson showed the organizational chart for the Community Development Department. He pointed out the Deputy Director position is unfilled, and that position would be replaced by an Economic Development Authority (EDA) and Housing Manager for the 2024 budget. Otherwise, the Staffing levels would remain the same. He showed a table of staffing levels for the Department, divided by the General Fund and the EDA budgets. In 2025, there is an anticipated need for an additional Code Enforcement and Housing Inspector due to local building development plans. Mr. Anderson noted key initiatives focused on achieving strategic priorities/value propositions include targeted redevelopment, resident economic stability, an enhanced community image and a safe, secure, and stable community. The desired outcome of the Opportunity Site redevelopment 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 2024 include completing the Opportunity Site Master Plan, completing a housing policy plan to implement the housing goals within the Master Plan, continuing development within the Opportunity Site area, and advancing redevelopment opportunities within the Opportunity Site area. 8/19/23 Page 3 Mr. Anderson explained that the desired outcome for the redevelopment of EDA-owned properties is to identify property to acquire and dispose of to facilitate development that forwards the City's strategic priorities. The initiatives for 2024 include identifying EDA-owned properties to position for resale strategically, marketing EDA-owned properties to attract development opportunity that forwards the City's strategic priorities, developing tools to reduce barriers for developers and investors to access EDA-owned property and repurpose it, and developing an RFP for scattered site EDA-owned parcels. Commissioner Moore asked how many proposed residential lots are in the City. Mr. Anderson pointed out some are unusable, but there hasn't been an analysis recently to determine an exact number. Planners will begin to review parcels to determine if they are buildable. Dr. Edwards suggested listeners write down any questions for Staff to answer in the future. Mr. Anderson stated job pathways and workforce development efforts aim to expand workforce development initiatives and improve pathways for residents between the high school, higher education, training and employers and support the BrookLynk program by employing and mentoring interns and providing staff support to the Project Management Team. Mayor Pro Tem Butler pointed out the City contributes additional funds to the efforts mentioned above and the allotted American Rescue Plan Act (ARPA) funds. She asked if Brooklyn Center contributes more money to the efforts because Brooklyn Park administers the program. Dr. Edwards stated Brooklyn Park pays more than Brooklyn Center. Mr. Anderson stated the desired outcome of supporting small businesses and entrepreneurs is to foster entrepreneurship opportunities for residents and those who want to start or grow a business in Brooklyn Center, emphasizing underserved entrepreneurs. Each initiative towards this goal will contribute to the creation of a small business ecosystem that meets the needs of small and local businesses at multiple points in their lifecycle. To achieve this outcome, there are plans to invest in and create a business incubator as part of an initial development on the Opportunity Site to provide affordable commercial space for local businesses, invest in and create a business resource center to provide technical assistance and support to small businesses and entrepreneurs, explore the feasibility and appropriateness of creating additional affordable commercial space for local businesses as EDA-owned properties redevelop, and implement and expand offerings needed by local businesses and entrepreneurs by providing access to capital, access to technical assistance, and improved communication and City services. Mr. Anderson noted that the desired outcome of supporting housing stability is to increase resident economic stability by creating and preserving accessible, affordable housing options. To achieve this outcome, Staff will explore opportunities to promote homeownership for existing and future residents, with an emphasis on serving those with barriers to home ownership, explore a Naturally- Occurring Affordable Housing (NOAH) Preservation program, identify funding options for Housing Initiatives, and partner with outside agencies and nonprofits to increase housing stability through connecting residents to housing assistance programs and access to resources about tenant rights. 8/19/23 Page 4 Mr. Anderson stated the desired outcome of Code Enforcement, Rental Licensing, and Building Inspections is to stabilize and improve residential neighborhoods and commercial properties. Staff plans to coordinate and inspect residential rental properties following city code Requirements, monitor, inspect, and register vacant properties; continue Code Enforcement activities with proactive inspections with the focus on resolving ongoing and repeat violations; provide focused code enforcement efforts to develop relationships with and hold accountable commercial property owners and managers for maintaining their properties following community standards, explore programs to incentivize businesses to invest in beautification strategies, review the Rental Licensing Program for improvements that will better serve the goals of the program and enhance tenant protections, and review and make amendments to Chapter 19 related to the City's nuisance and abatement regulations. Dr. Edwards pointed out that the budget request format considers the City's desired outcomes and strategic priorities. Mr. Anderson added another desired outcome is to ensure all buildings are designed, constructed and maintained in a safe and sound condition. To achieve this outcome, Staff will work with developers, architects, business owners and property owners to ensure building plans indicate compliance with all residential and commercial construction codes and develop a system for delivering welcome and introductory information for newly remodeled or constructed businesses that can also be used for business retention strategies. Mayor Pro Tem Butler asked if holding business owners accountable falls under code enforcement, rental licensing, and building inspections. Mr. Anderson stated the responsibility of holding business owners accountable is for code enforcement Staff. Mayor Pro Tem Butler asked if there is a reporting process for community members to report issues with local businesses. Mr. Anderson stated anyone can report code violations online. Also, the Economic Development Coordinator works to provide resources to business owners to fix any violations. Commissioner Moore noted her concern about vacant properties and the upkeep of residential priorities in the City. She suggested the Council prioritize an attractive and well-maintained Brooklyn Center. It is not "safe and sound" if a neighboring home is poorly maintained and attracts vermin to the neighborhood. It is embarrassing. Councilmember Jerzak asked if there is a designated inspector for commercial properties. There are several vacant commercial properties on top of planned new development. The community survey has shown a need for more Staff within the Community Development Department. He noted his concern about rearranging the Deputy Director's role and responsibilities. Mr. Anderson stated there is not a dedicated inspector for commercial properties. It would be a stretch for Staff to accommodate commercial inspections with the current Staffing level and a likely influx of commercial properties. He added a lot of the duties of the Deputy Director position would remain with the Community Development Director. The previous Director focused more on EDA, which would be shifted to the Economic Development and Housing Manager role. 8/19/23 Page 5 Councilmember Jerzak pointed out that rebuilding the code took a lot of time, but a significant amount of money has been put into development efforts. He asked if the City will continue to need external services such as Ehlers to support its responsibilities. Mr. Anderson explained Ehlers does a lot of tax increment financing (TIF) work that is funded directly through TIF. Ehler has also been used for EDA management in light of the previous Director's departure, which the EDA has funded. The goal is to taper their services as the new Manager role is filled. Councilmember Jerzak asked if there is still a plan for remodeling the office area to accommodate additional Staff. Mr. Anderson stated the new Manager would take over his old office. The IT Director is only in the office space temporarily. As for the remodel, it is part of the capital building maintenance plan that will prioritize future projects. There would be space issues in 2025 if another position were added. Councilmember Lawrence-Anderson pointed out the 2023 budget included $5,000 for professional services. However, the June year-to-date amount was over $360,000. Ms. Holm stated that the $360,000 comprises two miscoded invoices and is in ARPA funds. Staff will fix it for the future. Mr. Anderson showed a table with the summary budget reflecting the year-to-date spending. Councilmember Lawrence-Anderson added she would like to do a deep dive into ARPA funds at some point. Councilmember Jerzak stated he would like to discuss continuing programs that are ending, such as those related to workforce development. Dr. Edwards stated a presentation is planned for the Council. ARPA funds are intended to be a one-time use for programming. There is potential State funding to sustain the work. Mr. Anderson added workforce development efforts can be budgeted for in 2025. Councilmember Lawrence-Anderson noted she is always concerned about the sustainability and stability of the organization. Councilmember Jerzak pointed out residents do want an increase in taxes. The Community Development budget does not show an increase in services offered. Mr. Anderson stated the option was considered in forming the budget. There is an overall decrease in the proposed budget, primarily due to rearranging funding with the EDA. There is also a position open that will likely be filled with a less-experienced person, which is less expensive for the City. Councilmember Lawrence-Anderson asked how the reduced budget impacts the future viability of the Deputy Director role. Mr. Anderson stated the position is still funded in the budget despite being unfilled. Councilmember Lawrence-Anderson noted she dislikes putting all of their eggs in one basket. Dr. Edwards pointed out. Staff does take into consideration the succession of roles. 8/19/23 Page 6 Councilmember Lawrence-Anderson stated it is vital to the budget to have a Staff member who can build up development in the City and the necessary community relationships. Dr. Edwards agreed that this is important, and Staff is working to build up those skills within current roles. Councilmember Jerzak asked when the TIF and EDA budgets would be presented. Ms. Holm stated the EDA budget will be presented in the future as it is not under the General Fund. The same is true for TIF financials and other revenue. Councilmember Jerzak asked what the plan was to handle the increase in commercial development. Mr. Anderson pointed out a drastic increase in commercial development would require temporary assistance in commercial inspections. Mayor Pro Tem Butler asked what the process is for determining the use of unspent budget items, such as the role of the Deputy Director. Dr. Edwards stated the budget does anticipate some vacancy for the role. Any remaining funds are redistributed within the Department to cover funding holes or stabilize under-performing revenue funds. Councilmember Lawrence-Anderson stated according to the Charter, any rearrangement of budgeted funds is under the purview of the Council. Dr. Edwards stated Staff could not operate if that were the case, as operational changes are not presented to the Council. Councilmember Lawrence-Anderson asked for Dr. Edwards to review the Charter. Councilmember Jerzak stated it was not the time to discuss the Charter. However, the Council needs to be informed of organizational changes. The current process is concerning. Mr. Anderson concluded the budget is a work in progress, and Staff looks forward to feedback from the Council and Commission. Councilmember Jerzak asked if Mr. Anderson believes the Staffing is adequate to ensure compliance throughout the City. Mr. Anderson stated the Staffing issues will likely be resolved by filling the Manager position. 4b. PUBLIC WORKS Director of Public Works Elizabeth Heyman continued the presentation. The mission of the Brooklyn Center Public Works Department is to responsibly provide for the maintenance and operations of City streets, parks, and municipal-owned buildings and grounds, as well as all aspects of water, sewer, and stormwater operations in a quality and cost-effective manner. The Public Works Department is comprised of six divisions. Ms. Heyman showed the organizational chart for the Department. She then showed a table of full- time employees funded by the general levy. The Staffing levels would remain the same from 2023 to 2024, with the full-time Staff number at 34. 8/19/23 Page 7 Mayor Pro Tem Butler asked if the lower-paid employees have been assessed to see if a raise is needed in line with inflation. Ms. Heyman stated the City has worked with the union. Dr. Edwards added the Equity and Human Resources Department is also working to review the fairness of wages across the City. Ms. Heyman explained the Administration/Engineering Division provides 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. Ms. Heyman stated the Street Maintenance and Traffic Control Division provides maintenance of streets, sidewalks, and trails. The activities include patching, seal coating, crack sealing, sweeping, minor sidewalk repair, streetscape maintenance, trail system maintenance and snow/ice control. The Division also provides maintenance, replacement, and inventory of signage and pavement markings and the operation and maintenance of traffic signals. Ms. Heyman noted the Park Facilities Maintenance and Forestry Division provides 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, administers the Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park lights, and manages rental/service charges for portable restroom facilities. As for the Forestry portion, Staff provides 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. Ms. Heyman added the Government Buildings Division provides for the ongoing cleaning, maintenance and repair of all Government Buildings, including city hall, community center, city garage, and fire station buildings and grounds. In addition, the Staff provides some maintenance support for the police building, liquor stores, and Centerbrook Golf Course. These expenses are charged directly to their respective funds. Ms. Heyman pointed out there has been an increase in material needs and costs. For example, winter is warmer and snowier, with more temperature variations. There is a need for more salt for snow events, so there is a request in the budget for an additional 200 tons of salt. She showed a chart with the increased need for salt and the price per ton over the recent years. Ms. Heyman added there is also a need for critical replacements within the Central Garage for sustainable operations. The budget requests a three percent increase in the Central Garage funding. Ms. Heyman stated the budget proposal includes new initiatives. The purpose of the $130,500 proposal is to build out a City-wide beautification and litter prevention program. A City Community Engagement Specialist would build a network of volunteers to host and participate in 8/19/23 Page 8 clean-up events throughout the year. This Staff member will also explore other programming, educational tools, and marketing campaigns to aid in litter prevention. The role would also build out the City's Public Art program. As for a financial impact, the request is for a $87,000 increase in general levy funds and a $43,500 increase in Stormwater Utility funds. Ms. Heyman pointed out that the proposal is an alternative to creating a sanitary department, costing $750,000. Ms. Heyman added there is a proposal for seasonal worker talent attraction. The purpose of the $70,077 proposal is to attract a larger pool of candidates to Public Works' seasonal worker program, so the Department can continue to deliver key spring and summer services such as litter clean up, garbage collection, mowing, pothole filling, and weed prevention at their usual frequencies. Ms. Heyman explained that, like many other entities, both locally and nationally, Public Works has had difficulty finding people to fill seasonal positions. The Department typically hires 15-18 seasonal workers every spring; however, in early June of 2023, the Department had only hired 10 Staff. This proposal increases the starting hourly wage for seasonal workers from $16.97 to $20.00 and increases each subsequent salary step by a similar amount. Regarding financial impact, there would be a $28,585 increase in operating funds and a $41,492 increase in Utility funds. Ms. Heyman noted another operational innovation is considering the purchase of an asphalt recycler. This $100,000 proposal aims to provide residents with more efficient street operations and maintenance while minimizing the City's exposure to rising asphalt costs. An asphalt recycler heats old chunks of pavement and recycles them into a product that can be used to fill potholes and do other street repairs. Ms. Heyman explained that producing a portion of asphalt in-house would make Public Works more resilient in the face of climate change and allow Staff to fill potholes earlier in the spring with a more durable product. Climate change has made Minnesota winters warmer and snowier, with more temperature variations. Increased temperature variation in the winter means more potholes in the spring, as pavement wears faster if it continually expands and contracts with shifting temperatures, and more potholes mean higher asphalt needs. An asphalt recycler would decrease the amount of asphalt the City would buy while minimizing exposure to rising asphalt costs. The cost of asphalt increased from $75.00 per ton to $91.50 per ton in one year. Ms. Heyman pointed out an asphalt recycler would give Public Works access to a more durable pothole-filling product earlier in the spring season. Public Works must wait until the Saint Paul asphalt plant opens in the spring to buy 'hot mix' – a durable asphalt product used for pothole filling. Before the plant opens, Public Works only has access to 'cold mix,' an asphalt product that can pop out of a pothole hours after application if pressure is misapplied. Most cities in the region buy the hot mix from the Saint Paul plant. With the higher demand for asphalt due to temperature variations, accessing hot mix in the spring has taken longer. An asphalt recycler would allow Public Works to start filling potholes when the street ice clears. Councilmember Jerzak asked if an asphalt recycler would have a return on investment and if other cities are using a similar implement. Also, he asked if the City has the Staff and the expertise to run the equipment or even the space to store the machine. 8/19/23 Page 9 Ms. Heyman stated there was a rough estimate of the investment return of the asphalt recycler where the City would break even in five to 12 years. It depends on the amount of potholes and other street maintenance efforts. Councilmember Jerzak pointed out that the change in technology and the life span of the equipment is an unknown variable. Ms. Heyman added the machine would be innovative in Minnesota, but cities in Michigan have purchased the equipment. The machine can be operated in-house with existing Staff. Commissioner Brown asked about the type of minerals that would be used. Ms. Heyman stated it is just a piece of equipment and doesn't add anything to the streets beyond what it recycles. Commissioner Brown asked what would happen to change the proposal from a nice-to-have to a need-to-have request. Ms. Heyman stated it is hard to determine the future price of asphalt due to high variability. However, there is a statewide need for more asphalt due to more and more potholes. Councilmember Jerzak stated equipment has gotten much more significant over time. There needs to be consideration of long-term planning in terms of technological innovations and physical space for storage. He suggested working with Metro Transit to use some of their storage facility. Ms. Heyman stated Metro Transit is unwilling to give up storage space, even temporarily. She previously recommended a capital planning study, and Staff is developing the presentation. The Central Garage would be included in the assessment. Councilmember Jerzak stated the Community Engagement Specialist is funded under the Office of Community Prevention, Health and Safety. Also, public art was funded in the previous year with a grant for a resident artist. Several coordinated efforts are already in place to promote beautification, and the programming would fit better in another Department. Ms. Heyman noted her agreement. Beautification is a focus of the Public Works Department. Ideally, there would be a new Division for sanitation, which is impossible in the budget. Ultimately, Public Works wants to support the role, even though it might not be within the same Department. There is a need for collaboration across Departments to make individual programming more successful. Commissioner Moore pointed out an Arts Commission in the City without any members. Also, several community organizations have adopted parks, and the Parks and Recreation Commission is also committed to beautification. Beautification does not need to be handled by Public Works. Commissioner Moore stated the $130,500 for the role is a lot of money. It is more than some Directors are paid. It would fit better in the Office of Community Prevention, Health and Safety. The community survey showed a preference for supporting public safety above all else. 8/19/23 Page 10 Commissioner Moore added there are proposals for community engagement across several Departments. The Directors must collaborate for community engagement rather than the Public Works Department taking on litter. Councilmember Jerzak stated the Department has been struggling with graffiti. He suggested surveillance efforts to mediate the property destruction. Dr. Edwards stated that the Staff has met regarding park safety and is developing a plan. The cameras would likely be included in the Public Safety Department budget. Ms. Heyman added the cameras also require funding for monitoring and anticipated software costs over the long run. Ms. Heyman stated the $130,500 includes a full-time position with a $60,000 salary and benefits. The proposal also includes funding for resources to do the work, such as a marketing campaign and clean-up materials. She agreed the initiative would be a joint proposal between Ms. Turk, Mr. Wiseman, and herself. Councilmember Lawrence-Anderson asked for more information on the striping materials budget line and the need to paint the crosswalks twice a year. Ms. Heyman stated the City is responsible for maintaining crosswalks, even on County roads. Due to the high traffic on some roads, there is a need to increase the painting frequency. Councilmember Lawrence-Anderson noted a previous mention of making the crosswalks more artistic. Dr. Edwards stated there was discussion about using curbs or public parks to promote beautification during strategic planning. However, it didn't specifically include crosswalks. Councilmember Lawrence-Anderson suggested street sweeping after the helicopter leaves fall from the trees. Ms. Heyman stated the street sweeper is behind as it is. There would need to be additional funding to add another sweep. The street sweeper is sent out almost daily, and additional Staff or machinery would be needed to increase services. Commissioner Moore asked if the line item for minor equipment undersupplies referring to diverting $15,000 is for Mr. Wiseman's proposed position. Ms. Heyman stated there are multiple shifts between the park's and facilities budgets to consider landscaping. Commissioner Moore noted there is another moving of funds under repairs and maintenance. Ms. Heyman stated the funds were moved because the budgets were consolidated. Commissioner Moore asked what the financial impact of the seasonal worker talent attraction proposal would be in 2025, such as benefits or cost of living increases. Ms. Heyman stated there aren't any benefits because it is a seasonal position or because the cost of living increases. There is a pay scale with seasonal steps for returning workers. Commissioner Brown asked what initiatives are in place to address litter. Ms. Heyman stated there are several efforts in place to counteract litter. However, there isn't a position specifically focused on litter. 8/19/23 Page 11 Mayor Pro Tem Butler asked if any playgrounds are slated for improvements in 2024. Ms. Heyman stated a few playgrounds still need upgrades, but the details are in the Capital Improvement Plan (CIP). Mayor Pro Tem Butler noted she had a family member visit, and the visitor thought the Brooklyn Boulevard improvements were attractive. Businesses need to be held accountable to care for their properties. Ms. Heyman agreed that the Staff wants to collaborate with local businesses to promote a more attractive community. Mayor Pro Tem Butler called for a short break. 4c. FIRE DEPARTMENT & EMERGENCY PREPAREDNESS City Manager Reggie Edwards introduced the item and invited Fire Chief Todd Berg to continue the Staff presentation. Chief Berg explained the mission of the Brooklyn Center Fire Department is to protect lives and property from the adverse effects of fire and other dangerous conditions, whether manmade or acts of nature. This will be accomplished through public education and a commitment to excellence in training and superior customer service. The vision is a Department that promotes an environment of tolerance and trust and is responsive to the community's needs and concerns, a Department dedicated to continuous improvement in every detail of the services we provide, and a Department recognized by the community and our peers as a model of excellence in providing fire protection, EMS and related services. Chief Berg stated The Brooklyn Center Fire Department is a progressive, full-service, paid-on-call department that provides fire suppression, emergency medical response, public education programs, and inspections of buildings within the community. The Department has an authorized strength of 40 paid-on-call, though currently at 20, part-time firefighters who work out of two fire stations, and employ a full-time Fire Chief, who also serves as the Fire Marshal, and Emergency Management Coordinator, a full-time Deputy Fire Marshal, a full-time Fire Inspector/Public Education Specialist, a full-time Fire Inspector/Community Liaison Specialist, and an Administrative Coordinator. Chief Berg noted the full-time Fire Inspector/Community Liaison Specialist is the newest position in the Department. He showed the organizational chart for the Fire Department and a chart showing Staffing numbers. He pointed out that next year's budget discussions will include requesting a full- time overnight duty crew for two full-time positions. Councilmember Lawrence-Anderson asked if the budget request is for 20 or 40 positions the Department is authorized for. The pay for firefighters is entirely too low. The seasonal workers are paid more than the firefighters. Chief Berg explained that paid on-call firefighters have next to no experience. The Department pulls applications twice per year, and the recruits get paid to go to school that the Department pays 8/19/23 Page 12 for. There would be substantial financial implications if the wages were to be raised, as all firefighters would need a raise. Some funding available to the Department may be utilized to reorganize the pay structure. Chief Berg explained to achieve a safe, secure, stable community, the Department plans to provide a 24-hour duty crew in 2024 to ease the burden of callbacks for paid-on-call Staff, continue to increase the safety of the community by offering Home Safety Surveys, Hands- Only CPR and installation of Smoke and Carbon Monoxide Detectors, visit all elementary schools during Fire Prevention Week and educate approximately 1200 school-aged children on fire safety, continue Fire and Fall safety for older adults, continue to engage with the community in various ways through positive interaction and education opportunities, inspect every building in the City at least once every three years, and recruit five or more additional paid-on-call firefighters. Referring to the proposed duty crew, there is a plan to apply for a grant to pay for additional salaries and new gear for up to three years. Dr. Edwards pointed out that Staff will present the potential funds for the Council. The funds are not part of the current budget request. Chief Berg added to promote inclusive community engagement in Brooklyn Center, the Department plans to visit all elementary schools during Fire Prevention Week and educate approximately 1200 school-aged children on fire safety, continue Fire and Fall safety for older adults and continue to engage with the community in various ways through positive interaction and education opportunities. Overall, the Department will continue to operate with the City's values of Operational Excellence and Customer Intimacy while executing the priorities. Chief Berg stated the budget highlights include implementing a 24-hour duty crew, celebrating the 75th anniversary of the Brooklyn Center Fire Department, and replacing gear and helmets for firefighters. He showed a table with a summary of the proposed expenses. There is a 12 percent increase overall, which would mean an increase of about $300,000 to the budget. Chief Berg noted the Fire Department is still collecting data and considering the impacts of COVID-19. An emergency preparedness plan reflection is underway, which is mandated every five years. Chief Berg pointed out there are some issues with Staff overturn lately. Mayor Pro Tem Butler asked if the change in weather has been discussed and considered by the Department. Chief Berg confirmed emergency management meetings with other Fire and Police Chiefs include discussion about the changes in weather and weather events. The discussions have impacted the City's hazardous mitigation plans. Councilmember Jerzak asked why the Department hasn't brought a proposal to the Council regarding protecting the assets within the Fire Department. There needs to be a plan sooner rather than later regarding paid-on-all Staff. Public safety is the primary concern shown by the community survey. Commissioner Moore noted she had a similar concern as Councilmember Jerzak. 8/19/23 Page 13 Commissioner Moore asked if the Chief, in his role as Fire Marshal, has assessed the burned-up Target building to determine if it can be utilized or needs to be torn down. Chief Berg confirmed the building had been toured multiple times. Staff is on the path to demolition, but there are some hoops to jump through. Ultimately, the project would primarily fall under Mr. Anderson's purview. Chief Berg stated the guidance from current grant funding regards one-time purchases rather than ongoing costs. An essential item for the Department is fire training completed in EDA-owned properties. It is also difficult for the Department to keep up with affording innovative technology. Councilmember Jerzak asked if Chief Berg believes the Department has the necessary resources to do its job. Chief Berg stated the hiring process takes longer than he would like. Thankfully, the paid-on-call firefighters are willing to do much for the Department. Councilmember Lawrence-Anderson stated the firefighters may be burned out under the current structure. She suggested the Chief create a five-year plan to present to the Council regarding building resources and Staff within the Department. Dr. Edwards stated Staff has been discussing ways to increase funding to the Department sustainably. The Department is not in an unhealthy place, but the additional five or more firefighters would help the Department be more stable and sustainable. 4d. POLICE DEPARTMENT City Manager Reggie Edwards introduced the item and invited Police Chief Kellace McDaniel to continue the presentation. Chief McDaniel explained the mission of the Police Department is to protect and serve in a manner that preserves the public trust. As law enforcement and community stakeholder, the Department's vision is commitment to helping to provide an exceptionally safe and secure community for all residents, businesses, visitors and those who work within the City of Brooklyn Center with great dignity and respect. Chief McDaniel noted there are five divisions within the Police Department. The Administration Division provides the overall leadership and management oversight of the Department. It ensures that proper funds and resources are allocated as efficiently as possible to reduce crime and life- safety issues. Chief McDaniel stated the Investigative Division handles approximately 1,000 felony-level cases that need an advanced level of police investigation beyond field-level information gathering. The work includes advanced-level evidence recovery and applying those results to aid in suspect identification, such as DNA and physical property evidence. It moves the investigation from probable cause to beyond a reasonable doubt. The Division directly partners with Hennepin County Attorney's Office, Hennepin County Child Protection Services, Hennepin County Adult Protection, and Corner House Child Advocacy and Interview Services. 8/19/23 Page 14 Chief McDaniel stated the Patrol Division is the primary responder to 911 and emergency calls for service. Each year, the police department handles nearly 37,000 public safety incidents, about 100 calls in 24 hours. The Patrol Division has three part-time units that work together with the patrol officers to ensure that the best quality of service is delivered for each call: Domestic Abuse Response Team (DART), the Emergency Operations Unit (EOU), and Hostage Negotiation Team (HNT). Chief McDaniel pointed out the Community Services Division has seven primary approaches to building partnerships within the community and promoting a City-wide collaborative approach to eliminating crime. The approaches include the Crime Prevention Program, Multicultural Community Liaison and Joint Community Police Partnership (JCPP), Hennepin County Embedded Social Worker, Juvenile Unit, Commercial Area Street Crimes Unit, Police Cadet Program, and Crime Analysis. Chief McDaniel added the Support Service Division prepares all police reports in a format that can be used for review and dissemination of crime information and reports accurate crime data to the state of Minnesota from the records that our agency generates. Each year, the Police Department processes nearly 5,000 detailed reports, and the Division fulfills all data requests made by the public, media, or other public safety partners. Chief McDaniel showed the organizational chart for the Department. He noted he wants to update the chart to reflect all divisions. There are several unfilled positions. As of August 19, 2023, the Department has 37 active sworn officers and 34 total available sworn officers. Two officers are on medical leave, while one is in field training. The 34 available officers include the Chief of Police, three commanders, five sergeants, five detectives, and 20 patrol officers. In his year with the Department, he has sworn in 11 officers. Chief McDaniel showed a table with the Staffing levels. In 2023, the Department was authorized for 65.64 personnel. The 2023 proposal is for 68.54 personnel. The total authorized sworn Staff is 48 without the grant-funded Auto Theft Officer. In 2022, three positions were frozen. In 2023, two positions were unfrozen. In 2024, the third position is proposed to be unfrozen. There is a hope to reallocate the positions of School Resource Officer, Auto Theft Officer, and Detective Trainee to Patrol. There is also a request to add two sworn officers and one civilian Staff to help with evidence and property. Councilmember Jerzak asked how the three new positions relate to the Labor Study. Chief McDaniel explained the proposal is only the first phase of implementing more recommendations from the Labor Study. Councilmember Jerzak pointed out that the Labor Study showed the need for additional civilian Staff. Chief McDaniel stated an evidence and property civilian role is open. There is an opportunity to cross-train. Councilmember Jerzak asked if there is money in the budget to offer incentives for retention or lateral hires. Chief McDaniel pointed out that several officers are working overtime and going above and beyond for the Police Department. The Department has created a recruitment team 8/19/23 Page 15 which has generated several referrals. The lateral transfer requirements remain the same, and the Department has obtained a few lateral transfers. Councilmember Jerzak asked for the Chief's thoughts on the alternative response program. Chief McDaniel stated for the alternative response team to work, there needs to be buy-in from both the community and law enforcement. The Department supports the alternative response option. In an ideal world, Chief McDaniel would oversee the program to ensure the most efficient communication between sworn officers and alternative responders. Councilmember Lawrence-Anderson pointed out that $324,500 was budgeted for overtime in 2023. The year-to-date number is just under $300,000. There could be almost double spent on overtime than was budget. Chief McDaniel confirmed the Department is short-staffed, hence the proposal for more officers. Councilmember Lawrence-Anderson asked what the Department needs to help them recruit personnel. For example, Brooklyn Center Community Service Officers make less than Brooklyn Park Community Service Officers, and Brooklyn Park offers benefits to Community Service Officers. Therefore, the Department loses Staff to Brooklyn Park. Chief McDaniel stated he would speak with the recruitment team regarding Community Service Officers. On the whole, Brooklyn Center offers similar pay and benefits as other Community Service Officer programs. Brooklyn Center continues to be an excellent place to work, which is an intangible benefit. Dr. Edwards stated the City doesn't have the resources to match what Brooklyn Park offers. The Staff has worked hard to promote retention and recruitment. Part of that effort shows up in the overtime pay offerings. Councilmember Lawrence-Anderson noted it was unclear in the budget where incentives for officers would fall. Chief McDaniel stated more information on incentives is included in his presentation on Departmental highlights. Councilmember Jerzak asked if the Department has the necessary resources to become fully staffed. There is a big difference between fully funded and fully staffed. There needs to be rewards for people who step up to fill open shifts. Chief McDaniel agreed he would like to be fully staffed and able to offer additional incentives to Staff. Mayor Pro Tem Butler requested that Chief McDaniel complete his presentation as they were already overtime. Chief McDaniel explained the first goal for the Department in 2024 is to stabilize department staffing levels and address diversity and equity in hiring. The action steps are to continue to offer a lateral incentive but to include making it competitive with other agencies, continue to keep the job application city and Post Board sites open longer to attract suitable solid applicants, expedite the hiring process due to surrounding agencies competing with a faster process to attract applicants, 8/19/23 Page 16 go out to High Schools and Colleges to educate and attract individuals that still want a career in Law Enforcement, and establish a team that is dedicated to creating new ways for recruitment. Chief McDaniel noted another goal is to increase Staff training, especially in Crisis Intervention Training (CIT), an additional form of de-escalation. They plan to incorporate Diversity Training into the annual in-service curriculum, increase staff knowledge and training related to crisis intervention, educate the community with Public Service Announcements (PSAs) at community events and or speaking engagements, and ensure that Staff is up-to-date on modern technology as there are frequent changes which would include, computers in squads, report writing, radio protocols, internal/external communication. Chief McDaniel stated the next goal for 2024 is to increase neighborhood engagement. The Department plans to engage with local watch captains to address neighborhood issues and promote City resources, continue to host small neighborhood area meetings with the assistance of City funds, continue to partner with other departments to continue to come up with response plans in emergencies and to create a Community Engagement Team to help build a trusting relationship between the community and the Police Department. Chief McDaniel added the last goal is to increase transparency in the Brooklyn Center Police Department. The Department plans to implement a department data dashboard on the City website, continue to reinitiate and expand department social media accounts and utilize other social media outlets to promptly address incidents to the public and City Council. Chief McDaniel pointed out several budget highlights, such as new technology for investigations to stay up-to-date, camera trailers, additional policing equipment, drone technology, starting up a K-9 program, and increased police personnel and recruitment. Chief McDaniel showed a slide with a summary of expenses for the proposed Police Department budget. The proposed budget increase is 9.36 percent, most dedicated to personnel. Mayor Pro Tem Butler noted the City is authorized for 28 officers currently, but there is a request for additional personnel and another detective. There are currently 20 officer positions filled. The current ask would require 12 additional officers, but it seems unlikely to recruit and train 12 officers in one year. Therefore, it seems fiscally irresponsible. Nonetheless, she would like to add a detective to help with investigations. Chief McDaniel stated the Department needs the three additional officers that are requested. Also, he is not asking to add all 12 officers simultaneously. There is a plan to add a few officers each year over the next couple of years, which is more feasible for the budget. Councilmember Jerzak suggested putting community outreach personnel in each sector. There could be an opportunity for mentorship by senior officers. Also, the one-time purchase of additional equipment will support law enforcement responsibilities without spending much money over time. 8/19/23 Page 17 Chief McDaniel stated the neighborhood captains provide a lot of support throughout the sectors, but he agreed it would be ideal to have dedicated officers for each sector. He added that equipment, such as the camera trailers, significantly impacts the community at a relatively low cost. There is a request for two cameras, although the City would benefit from more. Councilmember Kragness asked if there is a recommendation from Chief McDaniel regarding the grant for public safety dollars. Chief McDaniel stated some of it would be used to start up K-9, and most of it would be used to promote retention within the Police Department. Some of it would also go to upgrade the evidence room and support the camera trailers' cost. Councilmember Lawrence-Anderson asked if cameras in the park would fall under the Parks and Recreation Department or a public safety entity. Chief McDaniel stated the City has a contract with a camera business. The cameras are placed strategically in cooperation with the Investigations Division. He agreed additional cameras would be beneficial for the City. Commissioner Moore stated Crystal has had an excellent program for Community Service Officers, including benefits, and they are smaller than Brooklyn Center. Chief McDaniel agreed Crystal has a vital Community Service Officer (CSO) program, and he has met with their Police Chief regarding CSOs. Commissioner Moore explained her experience with serving on the Crystal City Council showed the importance of a strong CSO feeder program. Commissioner Moore asked if there are currently 10 CSOs. Chief McDaniel stated the number is skewed because there are varying hours for CSOs and some are returning to school. Commissioner Moore added a significant increase in stray animals in the community. That is yet another reason to add more Community Service Officers. Councilmember Jerzak said he didn't hear anything about the increase in LGA money. Dr. Edwards explained there is an increase in LGA, and half of that money will go into the general fund and half into the Capital Improvement Fund. 5. NEXT MEETING AUGUST 30, 2023 – 6 p.m. Mayor Pro Tem Butler stated the next budget meeting is August 30, 2023. 6. ADJOURNMENT Mayor Pro Tem Butler adjourned the meeting at 12:27 p.m.