HomeMy WebLinkAbout2023 07-22 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
Council Commission Room
J uly 22, 2023
AGE NDA
1.Call to Order - 8:30 a.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.Introductions
3.2024 General Fund Department Budget Request
a.City Council
b.Administration
c.Equity and Human Resources
d.F inance
e.O C P HS /Engagement
f.Recreation
4.2024 Budget Overview - Follow up
5.Future Budget Discussions
a.August 19, 2023
6.Adjournment
2024 Brooklyn Center Department Budget Narrative by Fund
Department Name: Mayor and City Council
Department/Division Mission:
The mission of the Mayor and City Council is to provide visionary leadership to the organization and
direction of the operation of the city through the City Manager.
Department/Division Description:
The City Council is comprised of one Mayor and four Council Members. All are elected at large. Under
the Council-Manager form of government as established by the City Charter, the City Council exercises the
legislative authority of the City. The City Council is responsible for formulating City policy, enacting
legislation, adopting the annual budget, levying local property taxes, and appointing members to advisory
boards and commissions. Members of the City Council also constitute the Board of Appeal and
Equalization, the Economic Development Authority, the Housing and Redevelopment Authority, and the
Canvassing Board for municipal elections.
The City Council budget includes expenses related to dues for organizations, transcription services for
city council meetings, Charter Commission funding, fees for conferences and schools, and costs
associated with their electronic devices and phones.
Staffing Levels
Positions FTEs 2022 2023 2024
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
Page 1 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41110 - MAYOR COUNCIL
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 426 0 426
6103 - WAGES-PART TIME EMPLOYEES 55,070 56,029 54,181 24,415 57,481 6.09%Increase not
approved due to
timing
Included
increase from
2023 and 3%
increase for
2024
6111 - SEVERANCE PAY 0 0
6122 - PERA COORDINATED PLAN 32 0 32
6124 - PERA DEFINED CONTRIBUTION 1,655 1,731 1,022 746 1,791 75.24%
6125 - FICA - SOCIAL SECURITY 1,372 1,371 3,359 617 3,565 6.13%
6126 - FICA - MEDICARE 801 823 785 362 833 6.11%
6131 - CAFETERIA PLAN CONTRIBUTIONS 0 0 0
6151 - WORKER'S COMP INSURANCE 298 284 276 156 308 11.59%
TOTAL PERSONAL SERVICES 59,197 60,695 59,623 26,753 63,978 7.30%
BLANK 1
6201 - OFFICE SUPPLIES 0 11 0 0 200 200
6219 - GENERAL OPERATING SUPPLIES 83 21 0 48 500 500 Recognition
plaques, name
plates
Recognition plaques,
name plates
6243 - MINOR COMPUTER EQUIPMENT 1,498 7,533 1,350 1,157 -100.00%Miscellaneous
minor computer
equipment, 1x
Olympus
Recorder $350
Miscellaneous
minor computer
equipment
TOTAL SUPPLIES 1,581 7,565 1,350 1,204 700 -48.15%700
BLANK 2
6307 - PROFESSIONAL SERVICES 43,957 46,913 48,000 4,668 49,000 2.08%50,000 35K for
Common
Sense, 13K
for
Timesavers,
Interpreters
for CC
Meetings 1K
35K for Common
Sense, 14K for
Timesavers,
Interpreters for CC
Meetings 1K
6308 - CHARTER COMMISSION 0 0 1,500 0 1,500 0.00%1,500 This is the
statutory
amount for
Charter
Commissions
This is the statutory
amount for Charter
Commissions
TOTAL PROFESSIONAL SERVICES 43,957 46,913 49,500 4,668 50,500 2.02%51,500
BLANK 3
Page 2 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6321 - TELEPHONE/PAGERS 449 158 4,940 129 900 -81.78%900 New iPhone &
Otterbox $860
for 4 addition
al Councilmemb
ers, Service
$300 per line
(5 total)
5x T-Mobile
Service
5x T-Mobile Service
6329 - OTHER COMMUNICATION SERVICES 2,521 2,521 2,600 732 2,800 7.69%2,800 iPad Data
Communications
(5) Council
Members
iPad Data Com
munications
(5) Council
Members
iPad Data
Communications (5)
Council Members
6331 - TRAVEL EXPENSE/MILEAGE 0 207 400 0 500 25.00%500 Mileage
reimbursement
for conferences
Mileage
reimbursement for
conferences
6351 - PRINTING 0 75 0 213 500 500 Business Cards;
Name badges
Business Cards;
Name badges
6421 - SOFTWARE LICENSE 0 0 9,400 8,950 9,400 0.00%9,400 NovusAgenda NovusAgenda NovusAgenda
6432 - CONFERENCES AND SCHOOLS 4,435 1,202 2,000 2,367 5,000 150.00%5,000 LMC
Conference,
LMC
Workshops
LMC Conference,
LMC Workshops
6433 - MEETING EXPENSES 8,573 2,430 2,000 844 3,200 60.00%3,200 Council
retreats 4
times, council
orientation,
budget
meetings, 2
touwn hall
meetings
Council retreats 4
times, council
orientation, budget
meetings, 2 touwn
hall meetings
6434 - DUES & SUBSCRIPTIONS 55,684 13,076 52,000 51,478 53,473 2.83%58,425 Metro Cities –
$9,830 (2023),
LMC $26,000,
LMC Mayors
Association -
$30; National
League of
Cities -
$3,613, North
Metro Mayors -
$12,000, Rotary
- $2,000
Metro Cities – $9,830
(2023), LMC $26,000,
LMC Mayors
Association - $30;
National League of
Cities - $3,613,
North Metro Mayors -
$12,000, Rotary -
$2,000 plus inflation
increase
TOTAL OTHER SERVICES & CHARGES 71,662 19,670 73,340 64,712 75,773 3.32%80,725
BLANK 4
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Page 3 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 176,396 134,843 183,813 97,339 190,951 3.88%132,925
2024 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 all employees and the community.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, Office of the
Assistant City Manager/City Clerk, and Information Technology.
The City Manager’s Office is composed of the City Manager. The primary responsibility of the
City Manager is organizational leadership.
The Office of the City Clerk is composed of the Assistant City Manager/City Clerk, Deputy City
Clerk, Communications Manager, and Communications Specialist. The Office of the City Clerk
manages City records, administers elections, issues business licenses, responds to data requests
manages cross-departmental communications, city-wide communications, branding/marketing
efforts, and media relations.
The Division of Information Technology is composed of the IT Director, IT Specialist, and an IT
Technician. This division plans, manages, and supports the City technology infrastructure and
helps lead city operational efficiency.
Key Initiatives focused on the achievement of outcomes, strategic
priorities/value propositions
In 2024, we will continue to implement quality performance practices to improve results and
customer satisfaction. We will strengthen the development of staff at all levels of the
organization and align performance of all staff with the strategic direction and values of the City
via bi-lingual translation and interpretation services, internal graphic design, digitizing of
historical permanent records, administer citywide elections, technological system and
infrastructure upgrades, strategic area transition from city hosted software to cloud-based
software and technological disaster and emergency planning.
Strategic Functions/Division(s):
• Effective Responsive Organization Leadership
o The City Manager with support from the Assistant City Manager/City Clerk is
responsible for the successful implementation of City Council Policy. As the
Chief Administrative Officer, the City Manager prepares the Annual Budget as a
means of implementing the Council Policy. The City Manager provides advices
Staffing Levels
Positions FTES 2022 2023 2024
City Manager 1 1 1
Interim Assistant City Manager 0.5 0 0
Assistant City Manager/City Clerk 0 1 1
City Clerk 0.75 0 0
Deputy City Clerk 1 1 1
Customer Service Representative (moved to EHR)1 0 0
Administrative Assistant 0 0 1
Communications/Engagement Manager 0.75 0 0
Communications Manager 0 1 1
Graphic Designer 1 0 0
Communications Specialist 0 1 1
Communications Social Media Specialist 1 0 0
Information Technology Manager 1 1 1
Information Technology Specialist 1 1 1
Information Technology Technician 1 1 1
Total FTES 10 8 9
and 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.
o The City Managers’ office is responsible for:
effective Intergovernmental Relations,
working with community members,
other public and private agencies,
organizations,
schools, and
other stakeholders on all areas that affect the City.
o The Assistant City Manager/City Clerk is responsible for leading internal
operational excellence through expanded leadership and improved processes.
• Council Support, Records Management, Business Licensing, and Election
Administration
o The Office of the Assistant City Manager/City Clerk is responsible for:
coordinating business licensing,
serves as the City’s Election Official and administers elections ensuring
they are handled in accordance with state, federal, and county regulations,
oversees all activities related to City elections including notices, candidate
filing, petitions, absentee voting, testing of equipment, materials,
certification process, coordinating polling facilities, and supervise the
recruitment and training of election judges,
Official City Records/Data Retention maintaining all official records,
including storage and disposition,
Coordinate City Council correspondence, meetings, and other activities,
Ensure coordination, maintenance, and accuracy of City Council minutes,
resolutions, and other official documents,
Oversee the City Council agenda preparation process,
Post City Council/Commission notices as required by Open Meeting Law,
Coordinate the appointment process for City advisory commission, and
• Communications
o The division of Communication is responsible for:
supporting all departments in communications coordinates city-wide
communication,
in coordination with provide on-going maintenance and posting of city
related information and stories on the City’s website and social media
platforms,
in coordination of media entities relations and media outlet distribution
design, and production of the citywide newsletter delivered to all properties
within the city limits,
communications with CCX regarding television spots on local television, and
video streaming,
foster inclusive communication to the organization and community.
Consistent, Reliable, and Strategic Advancement of Information Technology
o The division of the Information Technology is responsible for:
Overseeing the citywide fiber optics system, which allows the City to unify
its intra-communications, security systems, and utility systems controls,
during all times and days,
Procures, install, 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, and plotters) and conference room visual and audio equipment, as
well as the City’s GIS system,
Systematically plan with all departments on current and future technological
needs, by researching and investigate the future technology needs,
Support and implementation of all technology needs.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of
Performance Measure
Performance Levels
Actual Value Target Value (GOAL)
Foster a culture of
inclusion, equity and anti-
racism practices
throughout the
organization
~ Provide communications in
multiple languages for accessibility
for all audiences.
Create sustainable
approaches throughout
the organization
~ Develop and execute systematic
work approaches for customer
service, policy practices and
implementation strategies,
communication/marketing, and
technology information.
Employees Feel Part of
Organization
~ Employee Engagement Survey
was conducted in 2023 and actions
will be implemented in direct
results of this survey.
~ Continue to all employee events
(i.e. All-Employee Picnic and All-
Employee Holiday, etc.) meeting to
break down silos and establish a
“One Brooklyn Center”
Page 1 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41320 - CITY MANAGER
6498 - INTERFUND EXPENSE ALLOCATION -2,165 0
TOTAL TRANSFERS IN -2,165 0
REVENUES -2,165 0
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 183,745 155,002 159,652 71,539 198,432 24.29%City Manager,
30% of Asst
City Manager
6103 - WAGES-PART TIME EMPLOYEES 2,384 0 2,250 0 2,909 29.29%Brooklynk
Intern
6111 - SEVERANCE PAY 7,770 5,702 0
6112 - CAR ALLOWANCE 1,550 6,000 6,000 3,000 6,000 0.00%
6122 - PERA COORDINATED PLAN 13,781 11,625 12,593 5,365 15,551 23.49%
6125 - FICA - SOCIAL SECURITY 5,565 8,987 9,254 4,183 12,854 38.90%
6126 - FICA - MEDICARE 2,502 2,102 2,435 978 3,006 23.45%
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,893 16,632 17,131 8,568 23,353 36.32%
6151 - WORKER'S COMP INSURANCE 1,809 1,123 1,244 653 1,617 29.98%
TOTAL PERSONAL SERVICES 245,998 207,173 210,559 94,286 263,722 25.25%
BLANK 1
6203 - BOOKS/REFERENCE MATERIALS 0 0 300 0 300 0.00%300
6219 - GENERAL OPERATING SUPPLIES 913 847 300 59 100 -66.67%100 Pens, notepads Pens, notepads
6242 - MINOR EQUIPMENT 0 0 1,200 0 -100.00%office
chair/couch
6243 - MINOR COMPUTER EQUIPMENT 140 330 250 0 -100.00%1,675 Misc minor
computer
equipment
No Device Due HP EB860 $1200, HP
DOCK $125, 2X HP
MONITORS $350
REDWARDS
TOTAL SUPPLIES 1,053 1,177 2,050 59 400 -80.49%2,075
BLANK 2
6307 - PROFESSIONAL SERVICES 17,618 383 12,000 2,500 12,000 0.00%12,000 Directors
Development
Directors
Development
TOTAL PROFESSIONAL SERVICES 17,618 383 12,000 2,500 12,000 0.00%12,000
BLANK 3
6321 - TELEPHONE/PAGERS 351 154 1,600 26 180 -88.75%180 Smart Phones,
Equipment plan,
Airwatch
Licenses(2)
1X TMOBILE
SERVICE
1X TMOBILE SERVICE
6329 - OTHER COMMUNICATION SERVICES 587 0 1,200 0 -100.00%
Page 2 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6331 - TRAVEL EXPENSE/MILEAGE 2,946 537 750 81 250 -66.67%250
6342 - LEGAL NOTICES 184 0 0
6351 - PRINTING 0 40 0 0 200 200 Business cards Business Cards
6421 - SOFTWARE LICENSE 68 0 200 73 80 -60.00%80 Adobe and
Workspace One
1X ADOBE
ACROBAT PRO
6432 - CONFERENCES AND SCHOOLS 909 6,240 3,500 690 3,500 0.00%3,500 ICMA/NFBPA/L
MC
ICMA/NFBPA/L
MC
ICMA/NFBPA/LMC
6433 - MEETING EXPENSES 5,769 782 3,000 0 2,000 -33.33%2,000 Forums (4x)
6434 - DUES & SUBSCRIPTIONS 1,345 935 3,500 364 3,500 0.00%3,500 ICMA/ROTARY/
NMMA/NFBPA
ICMA/ROTARY/
NMMA/NFBPA
ICMA/ROTARY/NMM
A/NFBPA
TOTAL OTHER SERVICES & CHARGES 12,158 8,688 13,750 1,235 9,710 -29.38%9,710
BLANK 4
BLANK 5
BLANK 6
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 276,827 217,421 238,359 98,080 285,832 19.92%23,785
Page 1 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41410 - ELECTIONS
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 55,187 56,628 58,917 7,621 73,299 24.41%
6102 - OVERTIME-FT EMPLOYEES 3,632 5,046 1,500 0 10,000 566.67%3,000 Overtime due
to scheduled
Elections
No scheduled
elections
6103 - WAGES-PART TIME EMPLOYEES 0 45,536 16,000 8,837 75,000 368.75%16,000 3 elections
including
Presidential
No scheduled
elections
6111 - SEVERANCE PAY 1,585 0 0
6122 - PERA COORDINATED PLAN 4,412 4,626 4,419 1,234 5,497 24.39%
6125 - FICA - SOCIAL SECURITY 3,938 4,908 3,653 1,021 4,545 24.42%
6126 - FICA - MEDICARE 921 1,148 854 239 1,063 24.47%
6131 - CAFETERIA PLAN CONTRIBUTIONS 15,840 16,632 17,131 0 17,964 4.86%
6151 - WORKER'S COMP INSURANCE 452 430 436 150 572 31.19%
TOTAL PERSONAL SERVICES 85,967 134,954 102,910 19,102 187,940 82.63%19,000
BLANK 1
Page 2 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6219 - GENERAL OPERATING SUPPLIES 3,795 3,988 3,000 263 10,000 233.33%3,000 Non-election
year (budgeted
for special
city-wide
election)
Includes
supplies for
six polling
locations and
an absentee
precinct, such
as ballot
transfer
cases, seals,
ballot pens,
poster board
for signs,
markers,
rubber bands,
voting booth
bulbs and
starters,
paper tape
rolls,
batteries, and
printer
cartridges,
tapes.
Document
Shredding
services for 2
occassions
Non-election year
(budgeted for special
city-wide election)
6242 - MINOR EQUIPMENT 0 8 500 0 -100.00%
6243 - MINOR COMPUTER EQUIPMENT 1,281 548 0 0 0 1,675 No One Due 1x EB840 $1200, 2x
Monitors $350, 1x
Dock $125
TOTAL SUPPLIES 5,076 4,544 3,500 263 10,000 185.71%4,675
BLANK 2
BLANK 3
Page 3 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6322 - POSTAGE 2,828 1,033 1,500 0 9,000 500.00%1,700 Non-election
year (budgeted
for special
city-wide
election
Includes:
mailing out
verification
cards on new
voter
registrations;
mailing
absentee
ballot
applications;
providing
postage for
absentee
return
envelopes; and
information
mailed to
polling places
and election
judges.
Postage for
voter guides.
Non-election year
(budgeted for special
city-wide election
6331 - TRAVEL EXPENSE/MILEAGE 38 167 200 0 300 50.00%150 Includes
mileage and
parking
expenses
associated with
attendance at
election
meetings held
at off-site
locations.
Includes
mileage and
parking
expenses
associated with
attendance at
election
meetings held
at off-site
locations.
Page 4 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6333 - FREIGHT/DRAYAGE 0 420 400 0 900 125.00%300 Non-election
year (budgeted
for special
city-wide
election)
Includes
courier
services
related to the
delivery of
ballots and
election
supplies from
Hennepin
County
Elections.
Includes the
rental of a
truck to
transport
ballot boxes,
voting booths,
signs, and
optical scan
voting
equipment to
the polling
locations.
Non-election year
(budgeted for special
city-wide election)
6342 - LEGAL NOTICES 0 1,161 400 115 1,400 250.00%400 Non-election
year (budgeted
for special
city-wide
election)
Includes
publication of
legal notices
for candidate
filings, public
accuracy test of
voting
equipment,
sample ballot,
and notice of
election for 3
elections.
Non-election year
(budgeted for special
city-wide election)
6351 - PRINTING 0 8,155 1,000 37 10,000 900.00%1,000 Non-election
year (budgeted
for special
election
3 elections
including
Presidential
Non-election year
(budgeted for special
city-wide election)
6412 - BLDGS/FACILITIES 0 0 200 0 0 -100.00%0 Non-election
year (budgeted
for special
city-wide
election)
3 elections
including
Presidential
Non-election year
(budgeted for special
city-wide election)
Page 5 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6421 - SOFTWARE LICENSE 7,343 7,275 7,275 0 7,500 3.09%7,500 Modus Software Modus
Software
Modus Software
6432 - CONFERENCES AND SCHOOLS 814 1,712 800 631 2,000 150.00%2,000 Includes Clerks
Conference and
IIMC
(International
Institute of
Municipal
Clerks)
Conference that
will be held in
Minneapolis.
Includes
Clerks
Conference
and Clerks
Instutute
Year I
Includes Clerks
Institute Year II and
Clerks Conference
6433 - MEETING EXPENSES 0 1,098 200 0 1,300 550.00%200 Non-election
year (budgeted
for special
city-wide
election)
3 elections
including
Presidential
Non-election year
(budgeted for special
city-wide election)
6434 - DUES & SUBSCRIPTIONS 161 431 500 171 500 0.00%500 This provides
for professional
membership in
Municipal
Clerk’s and
Finance Officers
Association of
Minnesota,
International
Institute of
Municipal
Clerks, Notary
Public
This provides
for
professional
membership in
Municipal
Clerk’s and
Finance
Officers
Association of
Minnesota,
International
Institute of
Municipal
Clerks, Notary
Public
This provides for
professional
membership in
Municipal Clerk’s
and Finance Officers
Association of
Minnesota,
International
Institute of
Municipal Clerks,
Notary Public
TOTAL OTHER SERVICES & CHARGES 11,184 21,452 12,475 955 32,900 163.73%13,750
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Page 6 of 6
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6402 - EQUIPMENT SERVICES 6,970 3,485 5,000 0 5,500 10.00%5,500 Includes the
cost of the
maintenance/
lease
agreement with
Hennepin
County for the
digital scan
voting system
[nine (9)
DS200 Digital
Scan Precinct
Count Units;
twenty (18) 4
GB Jump
Drives; nine
(9) DS200
Plastic Ballot
Boxes; eight
(8) Omni
Ballot Voter
Assist
Terminals,
sixteen (16)
Includes the
cost of the
maintenance/
lease
agreement
with Hennepin
County for
the digital
scan voting
system [nine
(9) DS200
Digital Scan
Precinct
Count Units;
twenty (18) 4
GB Jump
Drives; nine
(9) DS200
Plastic
Ballot Boxes;
eight (8)
Omni Ballot
Voter Assist
Terminals,
sixteen (16)
Includes the cost
of the maintenance/
lease agreement
with Hennepin
County for the
digital scan voting
system [nine (9)
DS200 Digital Scan
Precinct Count
Units; twenty (18)
4 GB Jump Drives;
nine (9) DS200
Plastic Ballot
Boxes; eight (8)
Omni Ballot Voter
Assist Terminals,
sixteen (16)
TOTAL REPAIRS & MAINTENANCE 6,970 3,485 5,000 0 5,500 10.00%5,500
BLANK 7
BLANK 8
BLANK 9
6545 - OTHER EQUIPMENT 0 0 25,000 0 -25,000 -200.00%0 Transfer out,
budget
carryover to
offset increase
in 2024
TOTAL CAPITAL OUTLAY 0 0 25,000 0 -25,000 -200.00%0
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 109,197 164,434 148,885 20,320 211,340 41.95%42,925
3DJHRI
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41430 - CITY CLERK
%/$1.
:$*(6 6$/$5Ζ(6)7(03/2<((6
29(57Ζ0()7(03/2<((6 (OHFWLRQV
6(9(5$1&(3$<
3(5$&225'Ζ1$7('3/$1
)Ζ&$62&Ζ$/6(&85Ζ7<
)Ζ&$0('Ζ&$5(
&$)(7(5Ζ$3/$1&2175Ζ%87Ζ216
:25.(5
6&203Ζ1685$1&(
TOTAL PERSONAL SERVICES 159,408 215,049 226,206 111,330 164,903 -27.10%
%/$1.
*(1(5$/23(5$7Ζ1*6833/Ζ(6 3URYLGHVIRU
VXSSOLHVVXFKDV
QRWDU\VWDPSV
GDQJHURXVGRJ
VLJQVWDJVDQG
DQ\RWKHU
VXSSOLHV
QHFHVVDU\WR
DGPLQLVWHUWKH
&LW\&OHUN
V
RIILFH
3URYLGHVIRU
VXSSOLHVVXFK
DVQRWDU\
VWDPSV
GDQJHURXVGRJ
VLJQVWDJVDQG
DQ\RWKHU
VXSSOLHV
QHFHVVDU\WR
DGPLQLVWHUWKH
&LW\&OHUN
V
RIILFH
3URYLGHVIRU
VXSSOLHVVXFKDV
QRWDU\VWDPSV
GDQJHURXVGRJ
VLJQVWDJVDQGDQ\
RWKHUVXSSOLHV
QHFHVVDU\WR
DGPLQLVWHUWKH&LW\
&OHUN
VRIILFH
0Ζ125&20387(5(48Ζ30(17 ;('6))
;
021Ζ725
$'0Ζ1/)
1R2QH'XH
TOTAL SUPPLIES 364 1,035 700 863 2,025 189.29%1,000
%/$1.
352)(66Ζ21$/6(59Ζ&(6 /DVHUILFKH
$QDO\VLV
5HFRGLI\&LW\
2UGLQDQFHV
. /DVHUILFK
H.
/DVHUILFKH
TOTAL PROFESSIONAL SERVICES 70,008 19,573 27,000 0 35,000 29.63%15,000
%/$1.
3DJHRI
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
7(/(3+21(3$*(56 [1HZ6PDUW
3KRQH
\HDU6HUYLFH
;702%Ζ/(
6(5Ζ9&(;
9(5Ζ=21'$7$
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Ζ3+21(
;702%Ζ/(6(59Ζ&(
;9(5Ζ=21
'$7$
75$9(/(;3(16(0Ζ/($*(ΖQFOXGHV
PLOHDJHDQG
SDUNLQJ
H[SHQVHVWR
DWWHQG&LW\
&OHUNPHHWLQJV
DQGWUDLQLQJ
KHOGRIIVLWH
ΖQFOXGHV
PLOHDJHDQG
SDUNLQJ
H[SHQVHVWR
DWWHQG&LW\
&OHUNPHHWLQJV
DQGWUDLQLQJ
KHOGRIIVLWH
ΖQFOXGHVPLOHDJH
DQGSDUNLQJ
H[SHQVHVWRDWWHQG
&LW\&OHUNPHHWLQJV
DQGWUDLQLQJKHOG
RIIVLWH
/(*$/127Ζ&(6 3URYLGHVIRU
WKHFRVWRI
SXEOLVKLQJ
RUGLQDQFHV
FDOOIRUELGV
SXEOLFKHDULQJ
QRWLFHV
DGYHUWLVLQJIRU
SURSRVDOV
DVVHVVPHQWV
ERQGV
ILQDQFLDO
UHSRUWVQHZ
]RQLQJFRGH
DQGDQ\RWKHU
QRWLFHWKDWLV
UHTXLUHGWREH
SXEOLVKHG
3URYLGHVIRU
WKHFRVWRI
SXEOLVKLQJ
RUGLQDQFHV
FDOOIRUELGV
SXEOLFKHDULQJ
QRWLFHV
DGYHUWLVLQJIRU
SURSRVDOV
DVVHVVPHQWV
ERQGV
ILQDQFLDO
UHSRUWV
UHFRGLILFDWLRQ
DQGDQ\RWKHU
QRWLFHWKDWLV
UHTXLUHGWREH
SXEOLVKHG
3URYLGHVIRUWKHFRVW
RISXEOLVKLQJ
RUGLQDQFHVFDOOIRU
ELGVSXEOLFKHDULQJ
QRWLFHVDGYHUWLVLQJ
IRUSURSRVDOV
DVVHVVPHQWVERQGV
ILQDQFLDOUHSRUWV
DQGDQ\RWKHUQRWLFH
WKDWLVUHTXLUHGWR
EHSXEOLVKHG
35Ζ17Ζ1*/LFHQVHGHFDOV
IRUJDUEDJH
FROOHFWLRQ
YHKLFOHVDQG
WD[LFDEV
/LFHQVHGHFDOV
IRUJDUEDJH
FROOHFWLRQ
YHKLFOHVDQG
EXVLQHVVFDUGV
/LFHQVHGHFDOVIRU
JDUEDJHFROOHFWLRQ
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EXVLQHVVFDUGV
62)7:$5(/Ζ&(16( )2Ζ$;$'2%(
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$&52%$7352
$'2%(
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$'2%($&52%$7
352$'2%(
&&
3DJHRI
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
&21)(5(1&(6$1'6&+22/6 ΖQFOXGHVFRQWL
QXLQJHGXFDWLR
QIRUWKH&LW\
&OHUNZKLFK
LQFOXGHVRQH
DQQXDO0XQLFLS
DO&OHUN
VFRQ
IHUHQFH$GYDQ
FHG&OHUN
V$F
DGHP\ΖΖ0& Ζ
QWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO&OHU
NV &RQIHUHQFH
LQ0LQQHDSROLV
DQGFRPSOHWLQJ
&(5$&HUWLILFD
WLRQ$OVR&O
HUN
V$FDGHP\
ΖIRU/LFHQVH
&OHUN5HFHSWLR
QLVW
ΖQFOXGHV
FRQWLQXLQJ
HGXFDWLRQIRU
WKH&LW\&OHUN
ZKLFKLQFOXGHV
RQHDQQXDO
0XQLFLSDO
&OHUN
V
FRQIHUHQFH
$GYDQFHG
&OHUN
V
$FDGHP\DQG
ΖΖ0&
ΖQWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO
&OHUNV
ΖQFOXGHVFRQWLQXLQJ
HGXFDWLRQIRUWKH
&LW\&OHUNZKLFK
LQFOXGHVRQHDQQXDO
0XQLFLSDO&OHUN
V
FRQIHUHQFH
$GYDQFHG&OHUN
V
$FDGHP\DQGΖΖ0&
ΖQWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO&OHUNV
'8(6 68%6&5Ζ37Ζ216 3URYLGHVIRU
SURIHVVLRQDO
PHPEHUVKLSLQ
0XQLFLSDO&OHUNV
DQG)LQDQFH
2IILFHUV
$VVRFLDWLRQRI
0LQQHVRWD
ΖQWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO
&OHUNV(OHFWLRQ
&HQWHUDQG
1RWDU\3XEOLF
IRU&LW\&OHUN
DQG/LFHQVH
&OHUN
5HFHSWLRQLVW
3URYLGHVIRU
SURIHVVLRQDO
PHPEHUVKLSLQ
0XQLFLSDO
&OHUNVDQG
)LQDQFH
2IILFHUV
$VVRFLDWLRQRI
0LQQHVRWD
ΖQWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO
&OHUNV
(OHFWLRQ
&HQWHUDQG
1RWDU\3XEOLF
IRU&LW\&OHUN
3URYLGHVIRU
SURIHVVLRQDO
PHPEHUVKLSLQ
0XQLFLSDO&OHUNVDQG
)LQDQFH2IILFHUV
$VVRFLDWLRQRI
0LQQHVRWD
ΖQWHUQDWLRQDO
ΖQVWLWXWHRI
0XQLFLSDO&OHUNV
(OHFWLRQ&HQWHUDQG
1RWDU\3XEOLFIRU
&LW\&OHUN
TOTAL OTHER SERVICES & CHARGES 12,822 6,477 28,340 4,447 28,400 0.21%26,550
%/$1.
%/$1.
%/$1.
3DJHRI
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
%/$1.
%/$1.
%/$1.
%/$1.
%/$1.
%/$1.
TOTAL BUSINESS UNIT EXPENSES 242,602 242,134 282,246 116,640 230,328 -18.39%42,550
Page 1 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41750 - COMMUNICATIONS
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 174,637
6122 - PERA COORDINATED PLAN 13,098
6125 - FICA - SOCIAL SECURITY 10,827
6126 - FICA - MEDICARE 2,532
6131 - CAFETERIA PLAN CONTRIBUTIONS 39,521
6151 - WORKER'S COMP INSURANCE 1,363
TOTAL PERSONAL SERVICES 241,978
BLANK 1
6219 - GENERAL OPERATING SUPPLIES 589 600 600 General
Supplies
General Supplies
6242 - MINOR EQUIPMENT 4,000 2,000 Camera - $4K
6243 - MINOR COMPUTER EQUIPMENT 3,030 0 1x HP ZBook
$2400, 2x
Monitors
$350, 1x Dock
280w $280
JCARDOZA
No One Due
TOTAL SUPPLIES 589 7,630 2,600
BLANK 2
6307 - PROFESSIONAL SERVICES 27,225 34,500 19,500 Website Review
$15K,
translation of
documents -
$7,500, Radio
updates - $12K
(KMOJ, LaRaza,
Cuvlubnorrg
Mpls,
Mafaaladayda)
Translation of
documents - $7,500,
Radio updates -
$12K (KMOJ, LaRaza,
Cuvlubnorrg Mpls,
Mafaaladayda)
TOTAL PROFESSIONAL SERVICES 27,225 34,500 19,500
BLANK 3
6321 - TELEPHONE/PAGERS 360 360 2x
Smartphones
$360
2x Smartphones
$360
6322 - POSTAGE 7,992 18,000 21,000 Newsletters 6
issues - ($3K x
6)
Newsletters 6 issues
- ($3.5K x 6)
Page 2 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6331 - TRAVEL EXPENSE/MILEAGE 1,000 1,000 Mileage/lodgin
g to conferenc
es
Mileage/lodging to
conferences
6351 - PRINTING 18,484 43,200 43,200 6-Newsletters-$
42K; Business
Cards - $200;
We're Hiring Ca
rds - $1,000
6-Newsletters-$42K;
Business Cards -
$200; We're Hiring
Cards - $1,000
6421 - SOFTWARE LICENSE 34,570 34,570 3 Adobe Full
Suite $2145,1x
Adobe Pro $75,
3x Airwatch
Licenses $150,
Granicus
Website -
$12,000,
Granicus Cloud
Storage -
$8,900, Bablic
- $4,000,
Flipping Book -
$1,070, Stock
Photo - $400,
Hootsuite-
$3,500, Doodle
- $400, Survey
Monkey - $2,700
2x Adobe CC
$1600,
Granicus
Website -
$12,000,
Granicus Cloud
Storage -
$8,900, Bablic
- $4,000,
Flipping Book
- $1,070,
Stock Photo -
$400,
Hootsuite-
$3,500, Doodle
- $400, Survey
Monkey -
$2,700
2x Adobe CC $1600,
Granicus Website -
$12,000, Granicus
Cloud Storage -
$8,900, Bablic -
$4,000, Flipping
Book - $1,070, Stock
Photo - $400,
Hootsuite- $3,500,
Doodle - $400,
Survey Monkey -
$2,700
6431 - SPECIAL EVENTS 200 200 Night to Unite;
Other events
Night to Unite; Other
events
6432 - CONFERENCES AND SCHOOLS 1,000 1,000 MAGC - $1K MAGC - $1K
6433 - MEETING EXPENSES 83 200 200 Miscellaneous
Expense
Miscellaneous
Expense
6434 - DUES & SUBSCRIPTIONS 1,100 1,100 MN Associati
on of Govern
ment Communi
cations - $2
00, City-Cou
nty Communic
ations & Mar
keting Assoc
iation - $90
0
MN Association of
Government
Communications -
$200, City-County
Communications &
Marketing
Association - $900
TOTAL OTHER SERVICES & CHARGES 26,560 99,630 102,630
BLANK 4
Page 3 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 5
BLANK 6
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 54,374 383,738 124,730
Page 1 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41920 - INFORMATION TECHNOLOGY
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 238,470 265,061 262,013 108,597 -100.00%
6102 - OVERTIME-FT EMPLOYEES 5,006 2,293 5,000 659 4,000 -20.00%4,000 After Hours
Technical
Assistance
After Hours
Technical
Assistance
6103 - WAGES-PART TIME EMPLOYEES 10,423 0 17,311 0 17,000 -1.80%
6111 - SEVERANCE PAY 3,416 3,530 0 1,922
6122 - PERA COORDINATED PLAN 19,042 20,051 21,324 8,194 -100.00%
6125 - FICA - SOCIAL SECURITY 14,938 15,618 17,628 6,256 -100.00%
6126 - FICA - MEDICARE 3,494 3,653 4,124 1,463 -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 43,560 52,668 51,393 21,420 -100.00%
6141 - UNEMPLOYMENT COMPENSATION 13,605 565
6151 - WORKER'S COMP INSURANCE 1,733 1,936 2,104 995 -100.00%
TOTAL PERSONAL SERVICES 340,082 378,415 380,897 150,073 21,000 -94.49%4,000
BLANK 1
6219 - GENERAL OPERATING SUPPLIES 280 44,082 1,500 -41,926 1,500 0.00%1,500 Entrust Soft
Tokens and
Other Supplies
Entrust Soft
Tokens and
Other Supplies
Entrust Soft Tokens
and Other Supplies
6242 - MINOR EQUIPMENT 244 1,200 427 600 -50.00%0 Standing Desk
Equipment
Office
Equipment
6243 - MINOR COMPUTER EQUIPMENT 11,154 4,336 14,000 7,067 14,000 0.00%15,000 3x ZBooks, 3x
Docks, 6x
Monitors IT
Team $9000,
Miscellaneos IT
inventory
2x Network
Switch
Replacement
$10000, UPS
Replacement
TOTAL SUPPLIES 11,434 48,663 16,700 -34,431 16,100 -3.59%16,500
BLANK 2
6307 - PROFESSIONAL SERVICES 32,374 9,038 35,000 8,170 32,000 -8.57%32,000 Fiber Locates,
2.5k CH-Parking
Lot, 2.5k
CH-Parking Lot
Drive, ProTec
Camera Repairs
Fiber Locates,
4x CH Camera
Replacement
and Repair
$10000, Room
Technology
$15000
TOTAL PROFESSIONAL SERVICES 32,374 9,038 35,000 8,170 32,000 -8.57%32,000
BLANK 3
Page 2 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6321 - TELEPHONE/PAGERS 3,960 1,617 3,500 380 2,420 -30.86%720 Smart Phones
(4), 2 new EIP
4x T-Mobile
Service $720,
2x iPhone
$1700
4x T-Mobile Service
$720
6329 - OTHER COMMUNICATION SERVICES 319 152 1,000 0 600 -40.00%600 Datacard
Services
Datacard
Services
6331 - TRAVEL EXPENSE/MILEAGE 496 504 1,200 180 1,200 0.00%
6421 - SOFTWARE LICENSE 2,868 1,951 17,500 0 32,585 86.20%28,985 Miscellaneous
new software
purchases.$9,
450 Envision
Strategic Pla
n Performance
Measurement
License, MS
Office and Ai
rwatch audit,
Lan Sweeper
$500, KnowBe4
, 2x ScanConn
ect $300
M365, MDM
Replacment,
Asset
Managment,
Sharepoint,
OneDrive,
Remote
Management
Update,
$28985, 10x MS
Project $3600
M365, MDM
Replacment, Asset
Managment,
Sharepoint,
OneDrive, Remote
Management
Update, $28985
Page 3 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6422 - SOFTWARE MAINT 72,365 47,869 93,532 55,835 95,135 1.71%Software Maint
enance - AirWa
tch $6345, Las
erfiche $36817
, Microsoft Ex
change $2000,
MS Office $220
00 Palo Alto/F
irePower $5000
, 189x AMP $56
70, Umbrella
$3500, ESRI Ad
v Pro $3000,
Track-IT $6000
, VMWare $1500
, KnowBe4 $170
0,
Software
Maintenance -
LF Full, LF
Participants,
LF Scan
Connect, LF
QF $36000,
WorkspaceOne
$5900, MS
Office
$20205, Cisco
Umbrella
$2800, Cisco
AMP $4400,
ESRI Adv
$3030, ESRI
Adv New
$4100,
KnowBe4
$2300,
vSphere
$4000, Cisco
AP License
$4600, Cisco
Software
Assurance
$6800, Palo
Alto Firewall
$5000
Software
Maintenance - LF
Full, LF
Participants, LF
Scan Connect, LF
QF $36000,
WorkspaceOne
$5900, MS Office
$20205, Cisco
Umbrella $2800,
Cisco AMP $4400,
ESRI Adv $3030,
ESRI Adv New
$4100, KnowBe4
$2300, vSphere
$4000, Cisco AP
License $4600,
Cisco Software
Assurance $6800,
Palo Alto Firewall
$5000
Page 4 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6423 - LOGIS CHARGES 249,287 283,351 305,852 108,047 332,470 8.70%LOGIS JDE Fina
ncial, HR/PR,
Hubble, Tungst
en, GIS, IP Te
lephony, Speci
al Assessments
/eWeb, Interne
t, 24/7 Suppor
t, Managed Ser
vice Back-up,
Exchange, Virt
ual Servers an
d Email Archiv
ing, Network
Wellness and
Services, LOGI
S Billable Sup
port
LOGIS JDE Fina
ncial, HR/PR,
Hubble, Tungst
en, GIS, IP Te
lephony, Speci
al Assessments
/eWeb, Interne
t, 24/7 Suppor
t, Managed Ser
vice Back-up,
Exchange, Virt
ual Servers an
d Email Archiv
ing, Network
Wellness and
Services, LOGI
S Billable Sup
port
6432 - CONFERENCES AND SCHOOLS 2,656 0 6,000 1,977 6,000 0.00%Kao Training
ITIL, Ryan MMS,
Staff MS
Training
TOTAL OTHER SERVICES & CHARGES 331,952 335,444 428,584 166,419 470,410 9.76%30,305
BLANK 4
BLANK 5
BLANK 6
6402 - EQUIPMENT SERVICES 524 0 1,000 0 0 -100.00%Misc Repairs Misc Repairs
6408 - COMMUNICATION/INFO SYSTEMS 7,917 2,643 5,000 540 5,000 0.00%5,000 Comcast Leaf,
10x Zoom
Subscription
Comcast Leaf,
10x Zoom
Subscription
TOTAL REPAIRS & MAINTENANCE 8,442 2,643 6,000 540 5,000 -16.67%5,000
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 724,282 774,203 867,181 290,771 544,510 -37.21%87,805
1
Equity & Human Resources (E-HR)
2024 Brooklyn Center Budget Narrative
Department Vision: To create the best city to work for in Minnesota.
Department/Division Mission: To equip and inspire our employees to create a diverse, engaged
workforce while they deliver excellent programs and services to our residents and visitors.
Department/Division Description: The Office of Equity and Human Resources is composed of
the director, a compensation and benefits manager, a recruitment and engagement manager, an
HR coordinator and a customer service specialist.
The division manages our employee-focused equity strategy and the complete employee life
cycle, including, but not limited to:
1. Hiring and onboarding
2. Engagement and culture
3. Leadership development and management training
4. Learning, development and career pathing
5. Rewards and recognition
6. Compensation and benefits
7. Organizational effectiveness and organization design
8. Labor and employee relations
9. Offboarding and retirement
Key initiatives
There are the primary goals for equity and human resources next year. All of these goals are
change management efforts aimed at helping us realize our vision. Each one is intended to be a
stepping stone to great goals in ensuing years.
1. Stabilize the culture.
2. Improve employee engagement.
Director
Compensation
and Benefits
Manager
HR Coordinator
Recruitment and
Engagement
Manager
Customer
Service
Specialist
2
3. Increase diversity.
4. Continue our two-year E-HR buildout plan.
Equity and human resources will help the City make measurable progress on its strategic
priorities, achieve its mission, and realize its vision both directly and supportively. Programs,
projects and services that directly relate our City’s strategic priorities include:
Enhanced Community Image: We will take an active role in this area by helping
transform our city government’s work environment. In 2024, we will stabilize our culture
and start to pivot it toward being collaborative, inclusive and productive. We will also
work toward creating a more diverse employee base, so we more closely mirror our
community. As this new reality of what it means to work for the City of Brooklyn Center
becomes a reality, it will help shift the perception people have of our City.
Safe, Secure and Stable Community: We will partner with our police department on
training. We will partner with department heads and other employees to create a safer
work environment. We will invest in our employees to remove waste and frustration, as
well as lost time and money, and become a more efficient organization in which people
feel they can do their best work every day.
In a support function, we will equip our employees to help fulfill their responsibilities toward our
strategic priorities with new programs and new and improved services. We also commit to
modeling for our employees key words included in the plan, including, but not limited to the
following. We will:
Practice collaboration and seek input from employees so they have a voice in decision
making.
Clearly understand the needs of our employees to help model what it means to
understand the needs of the community.
Be transparent, responsive, deliberately inclusive and culturally sensitive.
Practice wise stewardship.
Create an efficient and effective E-HR infrastructure.
Be communicative and planful.
We will support the values of our City by doing the following:
Customer intimacy: Deliver training to appropriate employees on customer service with
a diversity lens.
Operational excellence: Revise our internal processes to make them more efficient,
repeatable and effective. Be good stewards of the resources we are entrusted with.
Provide opportunities for other employees to learn how to streamline processes to free up
capacity and increase quality.
3
Specific key, budgeted initiatives include:
$67,000 – Competitive salary analysis project work to ensure competitive salaries,
including $50K in potential increased salaries.
$20,250 – Employee engagement surveys and related work environment initiatives
including, but not limited to such things as, management training, management\employee
1:1s, onboarding, stay interviews, exit interviews, etc. The Wellness program is included
here as well. There are also some funds for augmented professional services to help with
such projects as org design.
$12,300 – Three employees will receive Green Belt Lean Six Sigma certification. They
will use their increased skills to improve processes in their department. This will remove
waste, create efficiencies and improve quality all in service of our residents and visitors.
We will teach from sources like StrengthsFinder and Getting Things Done. This also
includes certifications on coaching, resolving conflict and giving/receiving feedback.
Includes employee recognition (anniversaries, birthdays and performance).
$11,700 – For diversity, equity and inclusion initiatives like:
o Intercultural competency training for employees
o Inspirational, constructive guest speakers
o Celebrating cultural heritage months
o Three people to attend the Multicultural Forum
$10,000 – Anticipated labor relations expenses
$9,000 – Converting paper files that waste time, increase costs and take space to digital
and storing them in Laserfiche. This will help us transition more of our processes to result
in digital, paperless files.
Annual operating goal performance measures
Description of performance measure Target value
1. Stabilize the culture. Stabilizing the culture has a number of features and
facets. Key elements focus on:
Leadership development
Management training
Role clarity for employees
Process improvement across the
organization
Org design and competitive salary analysis
Introduction of new HR programs like new
employee onboarding, two-year personnel
plan, strategic compensation and benefits
program, DEI training, customer service
training, resolving conflict/giving &
receiving feedback training
Measurement of this work will be taken in our
comprehensive employee engagement survey. A
4
deep dive into related questions will tell us how we
are doing and if we are improving.
2. Improve employee engagement. A priority for the organization should be to focus
on employee engagement. This is E-HR’s biggest
priority. We set a baseline in July of 2023.
Our goal is to see that score improve in 2024.
We will also work to see other markers of an
engagement workforce improve as well, like
turnover, innovation, and improved service.
Anecdotally, we want to hear employees talking
about such things as changed leadership and
management behaviors, less chaos and stress, and
people having fun while working together and
serving our community.
In 2024, we will also create and implement a
cultural profile report.
3. Increase diversity of employees to
more closely mirror our community.
As much as possible, we will ensure we have
diverse candidate pools for every open position. We
will learn from each open position to help improve
our recruiting efforts.
We will work with Council, the city manager and
department heads on defining what “mirroring the
community needs.” We will not include quotas, as
that is illegal, unethical and counter what it means
to be equitable.
4. Continue to build out our equity and
human resources department per our
two-year plan.
Per our project plan, we will make progress on
building out the programs, processes, policies and
services of a robust equity and human resources
department. All this work goes to building the
content and infrastructure necessary to equip
employees to do their work and for us to become
the best City to work for in Minnesota.
We will report on progress to our city manager and
department heads semi-annually.
Page 1 of 5
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41810 - HUMAN RESOURCES
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 252,544 291,608 335,794 144,045 -100.00%
6103 - WAGES-PART TIME EMPLOYEES 0 756
6111 - SEVERANCE PAY 5,382 7,885 0
6122 - PERA COORDINATED PLAN 18,940 21,870 25,184 10,860 -100.00%
6125 - FICA - SOCIAL SECURITY 15,610 18,801 20,820 8,881 -100.00%
6126 - FICA - MEDICARE 3,651 4,397 4,870 2,077 -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 47,520 49,896 68,524 24,276 -100.00%
6151 - WORKER'S COMP INSURANCE 1,746 2,084 2,484 1,321 -100.00%
TOTAL PERSONAL SERVICES 345,392 396,540 457,676 192,216 -100.00%
BLANK 1
6219 - GENERAL OPERATING SUPPLIES 3,486 1,234 4,750 11,875 12,000 152.63%Employee
Recognition
Program. Chair
Jill's office.
Wellness progr
am ($5K), Stre
ngthsFinder an
d other books/
resources ($50
0), Employee
recognition ($
500); Cultural
Heritage Month
s ($6K),
6242 - MINOR EQUIPMENT 0 2,500 Office furniture
($2.5K)
6243 - MINOR COMPUTER EQUIPMENT 280 0 1,250 0 0 -100.00%3,350 Miscellaneous
minor computer
equipment, 1x
Canon Scanner
No
Replacement
Due
1x HP EB840 $1200,
2x HP Monitors
$350, 1x HP Dock
$125 HR Tech, 1x HP
EB860 $1200, 2x
Monitors $350, 1x
HP Dock $125
JBERGER
TOTAL SUPPLIES 3,766 1,234 6,000 11,875 14,500 141.67%3,350
BLANK 2
6305 - MEDICAL SERVICES 1,226 2,101 4,200 2,343 4,200 0.00%Leaving flat
because I don't
have a good
sense of
history, trends
or conditions.
Page 2 of 5
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6306 - PERSONNEL/LABOR RELATIONS 26 10,653 0 2,500 5,000 These are
dollars related
to any needed
mediation
costs.
6307 - PROFESSIONAL SERVICES 66,305 97,729 125,000 58,894 68,750 -45.00%Double Dozen/C
itywide Traini
n Includes cos
t of validated
employment tes
ting, monthly
adm. fees for
COBRA, HSA, VE
BA, FSA.; misc
. prof. servic
es. Includes
dollars for tr
aining, and ci
tywide (tier)
pay analysis..
..added neogov
eval program
($18k). $20k
for first 1/2
scanning - goi
ng electronic
forms
Baker Tilly
($17K), DRI
Consulting,
($26K), DEI
programming
($1.5K),
Employee
Engagement
($10K),
Laserfiche
transition
($9K), Potential
consultant
support for
projects
($5.25K)
TOTAL PROFESSIONAL SERVICES 67,557 110,482 129,200 63,737 77,950 -39.67%
BLANK 3
6321 - TELEPHONE/PAGERS 0 0 0 180 180 1x T-Mobile
Service
1x T-Mobile Service
6331 - TRAVEL EXPENSE/MILEAGE 0 203 1,500 0 250 -83.33%Parking and
travel expenses
Parking and
travel expenses
6333 - FREIGHT/DRAYAGE 0 0 50 0 50 0.00%
Page 3 of 5
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6446 - CONTINGENCY ACCOUNT 50,000 50,000 0.00%Should I include
this this year?
We need some
contingency
since we will
not complete
salary analysis
across the org.
It would be
best if I could
create a
system-wide,
two-year,
personnel
projection
forecast.
6449 - OTHER CONTRACTUAL SERVICE 29,030 Apprize ($12K),
Arcpoint
($130), CBIZ
($6K), FS
Solutions
($100),
Healthsource
Solutions
($300), Optum
Bank ($2K),
TASC ($5K),
Thrive Pass
($3K), US
Treasury
($500),
6421 - SOFTWARE LICENSE 18,379 0 22,500 73 22,500 0.00%22,500 NeoGov
Perform &
Insight
NeoGov
Insight. I am
not totally
sure of this
number. If it
can go down, I
will try to do
more for the
City with
other
projects.
Page 4 of 5
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6432 - CONFERENCES AND SCHOOLS 259 1,052 5,000 919 16,500 230.00%Training for HR
Director, HR Spe
cialist and Payr
oll Specialist..
.added 1 trainin
g for each HR st
aff ($1,200)
Development
for two
certifications
in conflict
resolution,
feedback and
coaching
($3.8K), the
Multicultural
Forum ($4.2K
for three
people), two
smaller
trainings
($1K), Invest
in three
employees in
the City to
get trained on
Lean Six Sigma
for process
improvement
($7.5K)
6433 - MEETING EXPENSES 1,110 5,899 1,500 85 5,000 233.33%Moving
previous
Heritage
Center costs
in 6307, 6433
and 6306 into
this line
item. Cutting
it by $500.
($5K)
6434 - DUES & SUBSCRIPTIONS 1,142 1,284 2,000 454 3,000 50.00%Annual
memberships to
various
professional
organizations.
Annual
memberships
to various
professional
organizations
for four
employees.
I'm working
on getting
these
itemized.
TOTAL OTHER SERVICES & CHARGES 20,889 8,439 82,550 1,531 126,510 53.25%22,680
Page 5 of 5
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 4 add line item
for recruitment
marketing
($2,500)
add line item
for recruitment
marketing
($2,500)
BLANK 5
BLANK 6
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 437,604 516,696 675,426 269,359 218,960 -67.58%26,030
2024 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
Support of financial plans for the Opportunity Site
In 2023, we will collaborate with the Economic Development Authority and city departments to advance
the financial plan and development activities for Opportunity Site. This will include financial
assumptions, review of financial incentives, risk assessment and impact on city services of existing
proposals as well as future development proposals.
Customer Intimacy/Operational Excellence
Continue to improve customer relationships and operational efficiency
In 2023, we will work with all City departments to ensure the City’s financial needs and objectives are
met. We will ensure there are opportunities for all staff to engage in conversations for purposes of
understanding and determining the most effective and efficient way to conduct business. The primary
method for implementing this will be to provide training forums for all staff to attend.
Staffing Levels
Positions FTEs 2021 2022 2023
Finance Director
Deputy 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*
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.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2019 2020 2021 Target Value
GFOA’s Certificate of Achievements for Financial Report Awarded Awarded Awarded Awarded
Availability of financial reports to all users after month-end
(including City Council monthly report)
19.75 days
30+ days
25 days
21 days
Date of audit opinion May 20, 2020 May 24, 2021 May 31, 2022 June 1, 2019
City bond credit rating AA AA AA AA or better
Rate of investment return on all cash/investments 2.227% 1.691% 1.022% 1% for 2021
Pay by Text Payments 202 * * 250
Automated utility billing phone payments 2,488 * * 2,650
Utility billing online payments 15,416 * * 17,000
Paperless utility billing accounts 1,756 * * 1,950
Page 1 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41520 - FINANCE
6498 - INTERFUND EXPENSE ALLOCATION -20,522 0
TOTAL TRANSFERS IN -20,522 0
REVENUES -20,522 0
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 385,935 461,015 494,603 218,378 519,350 5.00%Annual COLA,
Increase PT
Utility Billing
Clerk to FT
Utility/Admin
6102 - OVERTIME-FT EMPLOYEES 866 63 500 0 500 0.00%
6103 - WAGES-PART TIME EMPLOYEES 7,224 2,120 19,657 237 0 -100.00%
6111 - SEVERANCE PAY 5,941 3,964 8,333 0
6122 - PERA COORDINATED PLAN 29,552 34,740 38,607 16,396 38,990 0.99%
6125 - FICA - SOCIAL SECURITY 25,258 29,302 31,916 14,329 32,231 0.99%
6126 - FICA - MEDICARE 5,907 6,853 7,463 3,351 7,538 1.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 72,600 72,228 85,655 41,412 107,784 25.84%
6151 - WORKER'S COMP INSURANCE 2,740 3,360 3,809 1,993 4,055 6.46%
TOTAL PERSONAL SERVICES 536,025 613,645 682,210 304,429 710,448 4.14%
BLANK 1
6201 - OFFICE SUPPLIES 1,106 1,010 800 445 800 0.00%
6203 - BOOKS/REFERENCE MATERIALS 0 0 500 0 500 0.00%CPFO materials CPFO Materials
6219 - GENERAL OPERATING SUPPLIES 0 168 0 71 0
6242 - MINOR EQUIPMENT 1,300 857 1,500 713 2,500 66.67%2 chairs,
additional table
Office Remodel
(2), new Office
Chair,
additional table
6243 - MINOR COMPUTER EQUIPMENT 227 195 4,900 2,469 0 -100.00%0 2x Laptops
$2400, 2x Docks
$400, 4x
Monitor 800, 1x
Desktop $900,
2x Monitors
$400
No One Due No One Due
TOTAL SUPPLIES 2,633 2,230 7,700 3,698 3,800 -50.65%0
BLANK 2
6301 - ACCTG, AUDIT & FIN'L SERVICES 35,520 26,139 36,000 50,285 50,000 38.89%Annual Audit,
GASB
Valuations,
Bank Charges
Page 2 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6307 - PROFESSIONAL SERVICES 2,819 7,680 5,000 3,332 5,000 0.00%
TOTAL PROFESSIONAL SERVICES 38,339 33,819 41,000 53,616 55,000 34.15%
BLANK 3
6321 - TELEPHONE/PAGERS 228 477 1,065 26 1,030 -3.29%180 1x Data Service,
1x Cell Phone
1x TMOBILE
SERIVCE, 1X
NEW IPHONE
15
1x TMOBILE SERVICE
6331 - TRAVEL EXPENSE/MILEAGE 42 1,009 500 1,012 1,000 100.00%
6333 - FREIGHT/DRAYAGE 14,940 -6,092 5,000 0 0 -100.00%
6351 - PRINTING 2,667 985 3,000 2,598 4,000 33.33%Checks
6421 - SOFTWARE LICENSE 204 0 460 294 320 -30.43%320 Zoom, Adobe,
Workspace One
4x Adobe
Acrobat Pro
4x Adobe Acrobat
Pro
6432 - CONFERENCES AND SCHOOLS 0 460 10,000 1,611 10,000 0.00%National
conference,
State
conference,
GFOA trainings,
Customer
service
training, CPFO
class
National
Conference,
State
Conference,
GFOA
Trainings,
CPFO class,
Other staff
training
6433 - MEETING EXPENSES 0 70 200 0 500 150.00%Software Impl
ementation,
mock budget
6434 - DUES & SUBSCRIPTIONS 880 857 900 140 900 0.00%MNGFOA,
GFOA
TOTAL OTHER SERVICES & CHARGES 18,962 -2,235 21,125 5,681 17,750 -15.98%500
BLANK 4
BLANK 5
BLANK 6
6406 - MULTI-FUNCTION MTNCE 801 1,160 1,250 666 1,350 8.00%1,350 MFD
Maintenance
Finance
MFD
Maintenance
Finance and
Usage
MFD Maintenance
Finance and Usage
TOTAL REPAIRS & MAINTENANCE 801 1,160 1,250 666 1,350 8.00%1,350
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
Page 3 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 596,759 648,619 753,285 368,091 788,348 4.65%1,850
2024 Brooklyn Center Department Budget Narrative
Department Name: Office of Community Prevention, Health and Safety
Department Mission
To provide leadership, programming, coordination and evaluation of prevention, health and safety
initiatives and best practices across the organization and within the community.
Department Vision
OCPHS strives to ensure that one day the city in partnership with residents, businesses and community
organizations will create through prevention and intervention strategies a healthy and safe ecosystem to
support the well-being of all residents.
Department Description
The Office of Community Prevention, Health and Safety (OCPHS) is comprised of four divisions:
Prevention initiatives include the Health Division and the Safety Division. The Engagement Division and
Performance Analysts Divisions are additions to the OCPHS.
Prevention
o The prevention modeling will provide insight on eliminating the use of single-strategy,
single- system city efforts as well as the underlying variables that correlate with
systemic disparities within policies and practices. The OCPHS will continue to develop
partnerships with community-based prevention programs (i.e., family- school, school-
workplace, community-social services- government) or sponsoring systems
(government, professional organization, citizen, or business/foundation) to build a
comprehensive prevention model.
o Health Division
The health division will provide insight to organization on community health
disparities and equity opportunities by addressing health disparities presented
in the organizations policy and procedures. The OCPHS will continue to
coordinate the city’s approach to community health and wellness through
interventions, health-based policies and short- and long-term strategies. OCPHS
will provide equitable health related initiative recommendations to the city and
build a health-based ecosystem to support the well-being of all residents.
o Safety Division
The safety division will co-create and implement a comprehensive community-
based public safety infrastructure focused on non-law enforcement approaches
to community health and public safety.
o Engagement and Art Division:
Support all departments in cross-departmental engagement and citywide
engagement efforts.
o Performance Analyst Division:
The division will work with all departments to develop understanding of
outcome alignment and evaluations.
Support all departments in cross-departmental operational and outcome
evaluations.
The Office of Community Prevention, Health and Safety will align resources to support safe, equitable
practices and policies for community initiatives
Key Initiatives focused on the achievement of strategic priorities /value propositions
Safe, Secure, Stable Community
In 2025 OCPHS will continue to co-create with community partners an alternative response
pilot. The response team will respond to incidents where a resident is primarily experiencing a
medical, mental health, disability-related, behavioral or social need.
In 2025 OCPHS will continue to co-create with community partners an unarmed Civilian Traffic
Enforcement Division The team will enforce all non-moving traffic violations in the city.
Inclusive Community Engagement
In 2025 the OCPHS will continue efforts to engage and respond to community prevention,
health and safety needs by seeking input from a diverse range of community members,
businesses and community organizations.
Public Trust
In 2025 the OCPHS will continue transparent, inclusive culturally sensitive efforts to build
community trust with community members, businesses and community stakeholders.
Residence Feel a Sense of Community Pride
In 2025 the OCPHS will continue to promote outreach initiatives by building neighborhood
collaborations to address community disparities.
Strategic Functions/Divisions
Prevention (42010)
o OCPHS will provide comprehensive program coordination with the City and community
entities, using multiple strategies that involve training, education, culturally sensitive
and holistic information delivery, community and staff skill development, co-creating
alternatives and policy recommendations.
o Health (42020)
OCPHS will develop a comprehensive, multipronged health-based approach for
the city to use in policy structure, community planning and practices. Structure
ongoing community resource delivery in collaboration with city residents and
business partnerships, through the Health on the Go initiatives and across the
organization through multi-pronged approaches.
o Safety (42030)
OCPHS will build a robust, multi-sector public safety ecosystem that unites the
interrelationship between health and safety. Recommend public policy shift to
treat and fund community-based practitioners as essential rather than
supplemental. Form collaborations to shift away from policy approaches that
harm communities of color and move towards transformative investments in
community-led safety solutions.
Annual Goals and Strategies:
1: Continue to address health related disparities, recommend community policy and programming to
support identified needs.
Action Steps:
a. Community and Organizational Survey
b. Community Partnerships for HOTG
c. Community and Organizational education and evaluation
d. Hire Performance Analyst for the City
2: Increase community led initiatives and policies within city organization
Action Steps:
a. Continue to develop framework for ongoing and consistent community engagements (training,
educational opportunities, dialogues)
3: Community Alternative Response Pilot & Civilian Traffic Enforcement Pilot
Action Steps:
a. Make Council recommendations for the permanent Safety and Violence Prevention Committee
b. City staff, community and public safety partners co-create framework and implement civilian
traffic enforcement and community alternative response pilot
Staffing Levels:
Positions FTE’s
2022 2023 2024
Director 1 1 1
Interim Asst. City Mgr. .25 (*) .25 0
Communication/Engagement
Mgr.
.75 (*) .75 0
Community Engagement
Coordinator
0 0 1
Community Engagement
Specialist
1 1 1
Comm. Engagement
Specialist/Artist in Residency
0 0 .5
Artist in Residency 0 0.5 0
Neighborhood Engagement
Liaisons (2 PT x 0.5))
1 1 (*)
Community Safety & Health
Manager
0 0 1(*)
Performance Analyst 1 1 1
Total Number of Personnel 5 5.5 5.5
Note (*)
In 2022, there was a full-time Interim Assistant City Manager/Communications and
Community Engagement Manager. That position has been dissolved and replaced by two
new positions of Communications Manager and a Community Engagement Coordinator.
In 2022, there was an artist in residency funded mid-year by grant. In 2023, the grant
funding will no longer support this position and the position will be absorb into a single
community engagement/artist in residency position. The new position will be funded by the
general dollars previously used for two (2) neighborhood engagement liaisons.
The Community Health and Safety Manager position would be funded as follows: Yr. 2024 –
100% grant funded, Yr. 2025 – 50% grant/50% general fund, Yr. 2026 – 100% general fund
Annual Operating Goal Performance Measures:
Performance Objectives
Description of
Performance Measure
Performance Levels
Actual Value Target Value (GOAL)
Continue to address health
related disparities,
recommend community
policy and programming to
support identified needs.
Develop a community and
Organizational Survey to access
disparities
Strengthen the Community
Partnerships for HOTG
Develop and execute a Community
and Organizational education and
evaluation
Onboard Hire Performance Analyst
Increase community led
initiatives, policies and
practices, within city
organization
Increase community partnership
trainings, educational opportunities,
and dialogues regarding prevention,
health and safety.
Community Alternative
Response Pilot & Unarmed
Traffic Enforcement Pilot
Initiate early work of the permanent
Safety and Violence Prevention
Committee
City staff, community and public safety
partners co-create framework and
implement unarmed traffic
enforcement and community
alternative response pilot
Page 1 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
41760 - COMMUNITY ENGAGEMENT
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 170,126 CE Coordinator FT,
Community
Engagement
Specialist PT
6122 - PERA COORDINATED PLAN 12,760
6125 - FICA - SOCIAL SECURITY 10,548
6126 - FICA - MEDICARE 2,466
6131 - CAFETERIA PLAN CONTRIBUTIONS 53,892
6151 - WORKER'S COMP INSURANCE 1,327
TOTAL PERSONAL SERVICES 251,119
BLANK 1
6242 - MINOR EQUIPMENT 500 1,000 Remote accessibility
equipment
6243 - MINOR COMPUTER EQUIPMENT 2,000 2,000 Remote tablet (2)
TOTAL SUPPLIES 2,500 3,000
BLANK 2
6307 - PROFESSIONAL SERVICES 2,550 35,000 Interpreter
Services @20
events ($5K),
International
African Media
Summit ($10K),
Multicultural
Media Lab Support
($10K)Culture
Reimaged 10K.
TOTAL = 35,000
TOTAL PROFESSIONAL SERVICES 2,550 35,000
BLANK 3
6321 - TELEPHONE/PAGERS 1,100 2,220 Data Card
Services
6322 - POSTAGE 0 5,000 Special Event
and General CE
6331 - TRAVEL EXPENSE/MILEAGE 500
Page 2 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6349 - OTHER ADVERTISING 0 7,500 13,500 Community en
gagement com
munications
(local month
ly, 1/4 non-
traditional
and PW, FIRE
, REC, & CD)
, $9k and Bi
lingual tran
slation of
30 items $4,
5k. TOTAL =
13,500
6351 - PRINTING 0 5,000 Special Mailers,
CE
6431 - SPECIAL EVENTS 370 40,500 53,700 Annual
Campaigns:
Neighborhood
Meetings
6@$1,200
($7,200), City
Celebration
$15K, Public
Forums
4@$1,500
($6K),
Neighborhood
Block Captain
17@$1,500
($25,500).
TOTAL =
$53,700
6432 - CONFERENCES AND SCHOOLS 2,250 4,000 IAP2 Training
6433 - MEETING EXPENSES 3,000 3,500
6434 - DUES & SUBSCRIPTIONS 400 500 State/Nationa
l Communicati
on Assoc., NF
BPA and ICMA.
TOTAL = $500
TOTAL OTHER SERVICES & CHARGES 370 54,750 87,920
BLANK 4
BLANK 5
BLANK 6
Page 3 of 3
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 370 310,919 125,920
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
42010 - OCPHS - PREVENTION
Director FT, CE
Coordinator FT,
CE Specialist PT,
Performance
Analyst FT, *
Health & Safety
Manager FT
6101 - WAGES & SALARIES-FT EMPLOYEES 75,261 180,642 76,691 -100.00%
6103 - WAGES-PART TIME EMPLOYEES 5,250
6111 - SEVERANCE PAY 929 2,552
6122 - PERA COORDINATED PLAN 5,645 13,548 6,146 -100.00%
6125 - FICA - SOCIAL SECURITY 4,541 11,200 5,198 -100.00%
6126 - FICA - MEDICARE 1,062 2,619 1,216 -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 12,847 34,262 9,654 -100.00%
6151 - WORKER'S COMP INSURANCE 536 1,336 867 -100.00%
TOTAL PERSONAL SERVICES 100,819 243,607 107,573 -100.00%
6201 - OFFICE SUPPLIES 0 2,000 741 -100.00% 11,000 2k ART, 2k
CI,2K Eng/Art,,
5k B/PA
6204 - STATIONARY SUPPLIES 8 0 2,000 1k ART, 1k CE
6219 - GENERAL OPERATING SUPPLIES 682 1,000 0 -100.00% 15,600 12k PSHA,
3.6K CI
6243 - MINOR COMPUTER EQUIPMENT 1,435 4,300 79 4,705 9.42% 9,705 1x Laptop
$1200, 1x
Dock $200, 2x
Monitor $400,
Misc Computer
Equpment
($4,705) 1k
PSHA, 2k
ART, 2k
Eng/Art (5k)
1X ZBOOK
$2400, 1X
DOCK 280W
$280, 2X
MONITORS
$350 TBD, 1X
EB860 $1200,
1X DOCK 125,
2X
MONITORS
$350 AOSTER
1X ZBOOK $2400,
1X DOCK 280W
$280, 2X
MONITORS $350
RGOUTIEREZ, 1X
EB860 $1200, 1X
DOCK 125, 2X
MONITORS $350
LTURK
TOTAL SUPPLIES 2,125 7,300 820 4,705 -35.55% 4,705
6307 - PROFESSIONAL SERVICES 53,947 60,000 127,717 -100.00%
TOTAL PROFESSIONAL SERVICES 53,947 60,000 127,717 -100.00%
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6321 - TELEPHONE/PAGERS 1,390 540 3x T-Mobile
Services
$540, 1x
iPhone
Replacment
$850
3x T-Mobile
Services $540
6446 - CONTINGENCY ACCOUNT 75,000 -100.00% 75,000
6449 - OTHER CONTRACTUAL SERVICE 1,050 650,000 1,161 -100.00% some funded
by remainder
of grant
expenditures
6351 - PRINTING 4,098 4,000 ART
awareness
campaign
6421 - SOFTWARE LICENSE 1,249 2,000 0 1,500 -25.00% 3,700 Nvivo (1.5k)
Eng/Art (2.2k)
NVivo NVivo
6432 - CONFERENCES AND SCHOOLS -1,183 15,000 51 -100.00% 10,500 5k CHE, 2.5k
ART,3k
Engag/Art
6433 - MEETING EXPENSES 1,299 15,000 39,835 -100.00% 12,000 2k PSHA, 5k
CMH, 2k ART,
3k Engag/Art
6434 - DUES & SUBSCRIPTIONS 225 0 2,000 1500 CHE, 500
Engage/Art
TOTAL OTHER SERVICES & CHARGES 2,640 757,000 45,145 2,890 -99.62% 2,040
TOTAL BUSINESS UNIT EXPENSES 159,531 1,067,907 281,256 7,595 -99.29% 6,745
2024 Brooklyn Center Department Budget Narrative by Fund
Department Name: Parks & Recreation
Division Mission and Values:
To foster a safe and healthy community and enrich the quality of life for all.
Values
• Inclusion (All People)
• Equity
• Quality
• Innovative
• Adaptable
The mission of the Parks & Recreation Division is to provide quality, efficient service that results in safe,
clean and healthy environments for people to work and recreate.
Department Description:
The Parks & Recreation Department is comprised of Programming, Sports, Aquatic and Engagement
Divisions with a health and wellness focus. These Divisions provide for the development and
implementation of organized recreational activities, community outreach, operation of the Community
Center and swimming pool.
The Department is also responsible for the operation of the Heritage Center of Brooklyn Center
conference and events facility which operations are identified in its respective Enterprise Fund accounts.
In addition, Centerbrook Golf Course which operations are identified in its respective Special Revenue
fund.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Inclusive Community Engagement
Align City resources to most equitably support Brooklyn Center youth
Host programs in the areas of holistic health, youth engagement, multi-cultural programming and
youth and adult sports
Parks and Recreation Engagement team going out to the parks to build relationships and keep
facilities safe and clean
We will align City resources, including financial, staff, facilities and equipment to most equitably support
Brooklyn Center youth.
Specific actions include:
o Co-lead, with the City of Brooklyn Park, the Brooklynk Internship Program.
o Identify and provide Brooklynk internship opportunities within Brooklyn Center
o Increase equitable access to programs and services
o Increase opportunities for youth to participate in high quality sports programs in Brooklyn
Center
Staffing Levels
Positions FTEs 2022 2023 2024
Recreation Director
Deputy Director
Recreation Engagement Manager
Recreation Program Supervisor
o Recreation Program Manager
o Recreation Youth & Adult Sports Manager
Recreation Admin Coordinator
Recreation Customer Service Rep.
Part-time Staff (73 – PT Staff)
Recreation Program Coordinator
Recreation Engagement Coordinator
Aquatic Coordinator
1
1
1
4
0
0
1
1
14
3
0
0
1
1
1
3
0
0
0
1
16
3
1
1
1
1
1
1
1
1
1
0
18
3
1
1
Total 26 28 30
Strategic Functions/Services Area:
Recreation Programming
o This division provides for the development and implementation of organized recreational
activities for preschoolers, grade school age children, teens, adults, and seniors.
*Adult Programs- Recreation programs and activities for adults including, exercise classes,
pottery, sports and specialty classes. Typically, more than 2,500 adults participate each
year.
*Youth/Teen Programs- Activities include Teen Night, dance, several summer camps,
youth engagement, holiday and specialty. More than 3,000 young people participate in
these activities per year.
*General Recreation- Programs include concerts & movies in the park, special events
(Juneteenth, Halloween Party, Arts in Autumn) tennis, adaptive recreation, ice rinks and
supervision costs associated with the use of elementary schools and Northview Jr. High
School.
*Collaborative Efforts- Parks and Recreation works cooperatively with four area school
districts, community organizations, and neighboring recreation departments.
-Tony Sanneh Foundation - Plan and coordinate activity offerings with a variety of
soccer camps and basketball camps and clinics.
-School Districts-Coordinate building usage/supervision and programming at four
schools, partnership with swimming lessons.
-Park and Recreation Departments- Plan and coordinate activity offerings with a
variety of neighboring communities including Brooklyn Park, Crystal, Maple Grove, New
Hope and Robbinsdale.
-Brooklyn Bridge Alliance for Youth- Joint Powers Agreement with Brooklyn
Center, Brooklyn Park, School Districts #11, #279, #286, Hennepin County, North
Hennepin College, Hennepin Technical College.
Aquatic Services
o This service area is responsible for the operation of the Brooklyn Center Community
Center Aquatic facilities, the swimming pool and waterslide. More than 100,000 people
visit the Community Center annually.
*Offers swim lessons, lap swim, water slide, recreational swim, and aqua exercise.
*Full range of aquatics classes offered for children, youth, teens and adults. Thirty to forty
classes offered each quarter.
*More than 2,000 children and adults participate in swim lessons annually.
*More than 1,500 adults take part in the aqua exercise offerings.
*55 youth from Brooklyn Center Elementary and Brooklyn Center Middle/High School
participated in a free 2 weeks swim lessons.
*Free community swim every Fridays 5-7pm and Saturdays 6-8pm – average 75 people per
night
Youth and Adult Sports
o This service area provides for the development and implementation of organized recreational
sports activities for grade school age children, teens and adults, basketball, volleyball and
softball leagues, tournaments, youth sports, sports camps (soccer/basketball) and various
Health and fitness programs and classes.
Engagement and Outreach
o This division has an engagement team that works out in the parks. Trained to respond and
diffuse incidents in ours parks
o Engagement opportunities
o External partnerships
o This service area provides is responsible for all recreation external partnership and
engagement, Plan and coordinate activity offerings with a variety of neighboring
communities including
-Brooklyn Bridge Alliance for Youth- Joint Powers Agreement with Brooklyn
Center, Brooklyn Park, School Districts #11, #279, #286, Hennepin County, North
Hennepin College, Hennepin Technical College, etc.
Annual Goal and Strategies:
1. Improve the cultural competency within customer service for all department functions.
a. Establish cultural competency training, practice and evaluation measures
b. Assess and modify building design and operations practices through a multi-cultural lens
2. Enhanced marketing efforts (internal/external) for all divisions.
a. Increased and diversify social media presence
b. Develop inclusionary baseline analytics for marketing reach, engagement and participation
3. Increase resident participation.
a. Increase the number of residence utilization of the Community Center (establish baseline data)
b. Increase the number of inclusionary participation (i.e., ethnicity, gender, etc.) and utilization of
the Community Center and Recreation Programming (establish baseline data)
c. Explore Community Center membership fee structure to ensure residents have access to center
amenities
4. Create or increase youth engagement (i.e. Youth on Boards and program volunteering)
participation rate (establish baseline data)
a. Develop youth engagement, heath and empowerment strategy
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations, Memberships
and Event Attendance
7,600 (2021) 15,000 (2022)
**Other performance objectives will be set after data from the latest community survey is obtained
Page 1 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
45100 - PARKS AND RECREATION ADMIN Previously 45010
and 45110
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 328,544 240,362 679,670 106.87%Re-align of
Recreation Ma
nager positio
ns to this Bu
siness Unit.W
ould like to
make the foll
owing wadge
adjustment/pr
omotions: Pat
rick Reese Yo
uth & Adult
Sports Manage
r $ 12,500,
Rachel Kenyon
Rec Admin Ass
t $5,500. the
total cost to
make these ad
justment woul
d be $18,000
and would be
absorb within
current budge
t by making
adjustment in
other areas
of the budget
.
6102 - OVERTIME-FT EMPLOYEES 462 600 600 New
Engagement
coordinator
covering
extended
hours
6103 - WAGES-PART TIME EMPLOYEES 132,342 59,798 140,342 6.04%150,342 To addess the
addition and
increase park
engagement
staff
To addess the
addition and increase
of park engagement
staff
6122 - PERA COORDINATED PLAN 34,567 22,547 61,547 78.05%
6125 - FICA - SOCIAL SECURITY 28,575 18,937 50,877 78.05%
6126 - FICA - MEDICARE 6,683 4,429 11,898 78.03%
6131 - CAFETERIA PLAN CONTRIBUTIONS 51,393 51,408 125,748 144.68%
6151 - WORKER'S COMP INSURANCE 5,845 3,500 9,122 56.07%
TOTAL PERSONAL SERVICES 587,949 401,443 1,079,804 83.66%150,942
Page 2 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 1
6201 - OFFICE SUPPLIES 3,000 1,086 3,500 16.67%3,500 Each year
supplies cost
goes up
6217 - SAFETY SUPPLIES 200 200 0.00%200
6219 - GENERAL OPERATING SUPPLIES 3,000 28,953 6,000 100.00%6,000 Center never
been properly
budget in this
area to meet the
operating needs
6242 - MINOR EQUIPMENT 250 239 -100.00%
6243 - MINOR COMPUTER EQUIPMENT 5,800 1,494 2,875 -50.43%2,650 1x Laptop,
1x Dock, 1x
Monitor
$1700 Quinn,
1x Laptop,
1x Dock, 1x
Monitor
$1700 Shae,
1x Desktop,
1x Monitor
REC-ADMIN
$1100, 1x
Desktop, 2x
Monitors
RKENYON
$1300
1X HP EB840
$1200 Fitness,
1X HP EB840
$1200 , 2x
HP24in
Monitors $350,
HP Dock
DBREWER
1x EB860 $1200,
2x HP24in
Monitors $350, HP
Dock $125
CWISEMAN, HP
EDESK MINI $800,
HP24in Monitor
$175
TOTAL SUPPLIES 12,250 31,772 12,575 2.65%12,350
BLANK 2
6307 - PROFESSIONAL SERVICES 1,500 0 0
TOTAL PROFESSIONAL SERVICES 1,500 0 0
BLANK 3
6321 - TELEPHONE/PAGERS 3,160 390 5,560 75.95%4,710 Smart Phones
(12)+3x Smart
Phone Service
from 45010
12x TMobile
Service $2160,
4x iPhone 15
$3400
12x TMobile Service
$2160, 3x
Replacement iPhone
$2550
6322 - POSTAGE 4,000 4,000 0.00%4,000
6331 - TRAVEL EXPENSE/MILEAGE 1,250 25 2,500 100.00%3,500 Department staf
f increase.Prof
essional and tr
aining opportui
ties
Department staff
increase.Professional
and training
opportuities
6341 - PERSONNEL ADVERTISING 750 450 750 0.00%750
6449 - OTHER CONTRACTUAL SERVICE 4,000 1,543 8,000 100.00%8,000 Doing more
partnership
programming
Page 3 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6351 - PRINTING 19,000 14,928 20,000 5.26%20,000 Increase in
program and
printing cost
6421 - SOFTWARE LICENSE 1,355 2,129 2,200 62.36%2,200 4x AirWatch
$160, 4x Adobe
Acrobat $300+1x
InDesign $350,
3x Acrobat Pro
$225, 8x
AirWatch $320
from 45010
3x Acrobat Pro
$240, 1x
InDesign $360,
2x Adobe CC
$1600
3x Acrobat Pro $240,
1x InDesign $360, 2x
Adobe CC $1600
6422 - SOFTWARE MAINT 73
6423 - LOGIS CHARGES 41,425 15,157 40,975 -1.09%42,614 RecTrac RecTrac RecTrac
6432 - CONFERENCES AND SCHOOLS 228 4,500 620 6,000 33.33%6,000 Deptment staff
increase.Profes
sional and trai
ning opportuiti
es
6434 - DUES & SUBSCRIPTIONS 1,439 1,250 700 2,500 100.00%2,500 increase of
membership
cost, cost also
goes up as
number of staff
increases
6435 - CREDIT CARD FEES 10,000 4,590 10,000 0.00%10,000
TOTAL OTHER SERVICES & CHARGES 1,667 90,690 40,605 102,485 13.01%104,274
BLANK 4
BLANK 5
BLANK 6
6402 - EQUIPMENT SERVICES 500 500 0.00%500
6406 - MULTI-FUNCTION MTNCE 3,500 1,052 3,500 0.00%3,500 Metro Sales
Printing Usage
and
Maintenance
Metro Sales Printing
Usage and
Maintenance
TOTAL REPAIRS & MAINTENANCE 4,000 1,052 4,000 0.00%4,000
BLANK 7
6461 - FUEL CHARGES 300 49 -100.00%
6462 - FIXED CHARGES 4,685 781 -100.00%
6463 - REPAIR & MAINT CHARGES 1,000 175 -100.00%
6465 - REPLACEMENT CHARGES 5,289 882 -100.00%
TOTAL CENTRAL GARAGE CHARGES 11,274 1,886 -100.00%
BLANK 8
BLANK 9
BLANK 10
BLANK 11
Page 4 of 4
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 1,667 706,163 478,258 1,198,864 69.77%271,566
Page 1 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
45120 - RECREATION FACILITIES Previously 45122
and 45124
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 279,839 37,384 127,282 -54.52%
6103 - WAGES-PART TIME EMPLOYEES 276,842 175,677 300,000 8.37%300,000 Addition of
Teen and
Aquatic
programming
6104 - OVERTIME-PART TIME EMPLOYEES 247 0 0
6111 - SEVERANCE PAY 2,990
6122 - PERA COORDINATED PLAN 41,752 9,465 32,046 -23.25%
6125 - FICA - SOCIAL SECURITY 34,514 13,482 26,492 -23.24%
6126 - FICA - MEDICARE 8,072 3,153 6,196 -23.24%
6131 - CAFETERIA PLAN CONTRIBUTIONS 51,393 10,710 35,928 -30.09%
6151 - WORKER'S COMP INSURANCE 10,559 5,951 10,125 -4.11%
TOTAL PERSONAL SERVICES 702,971 259,059 538,069 -23.46%300,000
BLANK 1
6216 - CHEMICALS/CHEMICAL PRODUCTS 15,000 4,567 15,000 0.00%15,000
6219 - GENERAL OPERATING SUPPLIES 17,850 7,631 17,850 0.00%17,850
6239 - OTHER REPAIR & MAINT SUPPLIES 6,000 1,717 6,000 0.00%6,000
6242 - MINOR EQUIPMENT 6,000 1,685 6,000 0.00%6,000
6243 - MINOR COMPUTER EQUIPMENT 1,100 1,500 36.36%1x Desktop 1x
Monitor
Jtrautmann
1X EB840
$1200, 1X
MONITOR
$175, 1X
DOCK $125
RCONNERS
TOTAL SUPPLIES 45,950 15,600 46,350 0.87%44,850
BLANK 2
6307 - PROFESSIONAL SERVICES 796 1,000 1,000 Training needs
TOTAL PROFESSIONAL SERVICES 796 1,000 1,000
BLANK 3
6321 - TELEPHONE/PAGERS 1,080 1,030 -4.63%180 Smart Phones
(3)+Smart
Phones (3) from
45124
1x T-Mobile
Service, 1x New
iPhone $850
1x T-Mobile Service
6441 - LICENSES, TAXES & FEES 1,500 2,426 3,000 100.00%3,000 cost increases
6449 - OTHER CONTRACTUAL SERVICE 10,500 9,806 10,500 0.00%10,500 includes 150K
for study
Page 2 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6421 - SOFTWARE LICENSE 750 73 440 -41.33%440 Adobe Licensing
1x $300 Adobe
Acrobat Pro
$75, 1x
InDesign $350
1X ACROBAT
PRO $80, 1X
InDesign $360
1X ACROBAT PRO
$80, 1X InDesign
$360
6431 - SPECIAL EVENTS 7,000 177 11,500 64.29%11,500 Increase of
special events
6432 - CONFERENCES AND SCHOOLS 1,500 880 2,500 66.67%2,500 Additional opp
ortunities/dev
elopment
6491 - MERCHANDISE FOR RESALE 1,500 904 1,500 0.00%1,500
TOTAL OTHER SERVICES & CHARGES 23,830 14,267 30,470 27.86%29,620
BLANK 4
BLANK 5
6381 - ELECTRIC 32,000 11,783 32,000 0.00%32,000
6382 - GAS 19,500 12,140 19,500 0.00%19,500
6383 - WATER 12,800 3,835 12,800 0.00%12,800
6385 - SEWER 12,000 3,641 12,000 0.00%12,000
TOTAL UTILITY SERVICES 76,300 31,400 76,300 0.00%76,300
BLANK 6
6402 - EQUIPMENT SERVICES 2,750 3,535 6,000 118.18%6,000 cost has
increased
6403 - BLDGS/FACILITIES MAINT SERVICE 21,000 9,507 21,000 0.00%21,000 18K added for
annual pool
shutdown
TOTAL REPAIRS & MAINTENANCE 23,750 13,042 27,000 13.68%27,000
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 872,801 334,163 719,189 -17.60%478,770
Page 1 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
45140 - RECREATION PROGRAMMING PREVIOUSLY 451
11,45112,45113
,45119
5586 - COST OF SALES-MISC 1,842 0 0
TOTAL COST OF SALES 1,842 0 0
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 124,845 3,770 106,283 -14.87%
6103 - WAGES-PART TIME EMPLOYEES 116,900 18,238 116,900 0.00%116,900
6122 - PERA COORDINATED PLAN 18,131 1,038 16,739 -7.68%
6125 - FICA - SOCIAL SECURITY 14,988 1,381 13,836 -7.69%
6126 - FICA - MEDICARE 3,506 323 3,236 -7.70%
6131 - CAFETERIA PLAN CONTRIBUTIONS 34,262 35,928 4.86%
6151 - WORKER'S COMP INSURANCE 3,939 913 3,997 1.47%
TOTAL PERSONAL SERVICES 316,571 25,662 296,919 -6.21%116,900
BLANK 1
6212 - MOTOR FUELS 3,500 4,000 14.29%4,000 Engagement
Team parks
site
supervision
6219 - GENERAL OPERATING SUPPLIES 711 32,350 9,125 36,000 11.28%36,000 The addition
and increase of
sports
teams/teen
programming,
movies in the
park, concerts
series and
Events
TOTAL SUPPLIES 711 35,850 9,125 40,000 11.58%40,000
BLANK 2
6307 - PROFESSIONAL SERVICES 9,000 500 6,000 -33.33%6,000 $3,000 dollars
of this line
item would be
used for salary
agjustments
TOTAL PROFESSIONAL SERVICES 9,000 500 6,000 -33.33%6,000
BLANK 3
6331 - TRAVEL EXPENSE/MILEAGE 250 50 1,000 300.00%1,000 New
programming
in community
parks
Page 2 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
6449 - OTHER CONTRACTUAL SERVICE 104,870 45,209 92,870 -11.44%92,870 $12,000 dollars
of this line
item would be
used for salary
agjustments
6412 - BLDGS/FACILITIES 2,200 6,770 8,000 263.64%8,000 Upgrade of
building tech...
and signage
6433 - MEETING EXPENSES 1,000 2,500 150.00%2,500 addition
community
engagement
meeting
6491 - MERCHANDISE FOR RESALE 1,100 1,100 0.00%1,100
TOTAL OTHER SERVICES & CHARGES 109,420 52,029 105,470 -3.61%105,470
BLANK 4
6364 - DRAM SHOP INSURANCE 1,100 -100.00%
TOTAL INSURANCE 1,100 -100.00%
BLANK 5
6384 - REFUSE DISPOSAL 2,250 2,250 0.00%2,250
TOTAL UTILITY SERVICES 2,250 2,250 0.00%2,250
BLANK 6
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 711 474,191 89,158 450,639 -4.97%270,620
Page 1 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
45218 - HEALTH AND SOCIAL ENVIRONMENT
BLANK
6101 - WAGES & SALARIES-FT EMPLOYEES 80,549 192,292 32,940 78,054 -59.41%
6103 - WAGES-PART TIME EMPLOYEES 0 9,081 10,000 15,771 10,000 0.00%10,000
6104 - OVERTIME-PART TIME EMPLOYEES 578 0 0
6111 - SEVERANCE PAY 389 0
6122 - PERA COORDINATED PLAN 6,657 15,172 3,697 6,604 -56.47%
6125 - FICA - SOCIAL SECURITY 5,631 12,543 3,029 5,459 -56.48%
6126 - FICA - MEDICARE 1,317 2,932 708 1,277 -56.45%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,869 51,393 8,568 17,694 -65.57%
6151 - WORKER'S COMP INSURANCE 2,269 1,681 816 880 -47.65%
TOTAL PERSONAL SERVICES 0 128,762 286,013 66,106 119,968 -58.06%10,000
BLANK 1
6214 - CLOTHING & PERSONAL EQUIPMENT 1,618 0 5,000 5,000 Engagement
Team and
Recreation
staff uniform
6219 - GENERAL OPERATING SUPPLIES 0 18,105 32,750 6,769 22,750 -30.53%22,750 $10,000 dollars
of this line
item would be
used for salary
agjustments
6242 - MINOR EQUIPMENT 185 3,500 0 0 -100.00%0
TOTAL SUPPLIES 0 19,908 36,250 6,769 27,750 -23.45%27,750
BLANK 2
6307 - PROFESSIONAL SERVICES 12,000 8,000 -33.33%8,000 $4,000 dollars
of this line
item would be
used for salary
agjustments
TOTAL PROFESSIONAL SERVICES 12,000 8,000 -33.33%8,000
BLANK 3
6321 - TELEPHONE/PAGERS 121 540 71 550 1.85%550 TinyHouse
Cradlepoint
TinyHouse
Cradlepoint
TinyHouse
Cradlepoint
6331 - TRAVEL EXPENSE/MILEAGE 579 0 0 0
6449 - OTHER CONTRACTUAL SERVICE 0 47,762 37,000 29,241 37,000 0.00%37,000
6351 - PRINTING 105 5,500 0 5,000 -9.09%5,000
6431 - SPECIAL EVENTS 0 288 1,000 0 50,000 4,900.00%50,000 re-creating city
festival
6434 - DUES & SUBSCRIPTIONS 170 0 0 0
TOTAL OTHER SERVICES & CHARGES 0 49,025 44,040 29,313 92,550 110.15%92,550
BLANK 4
BLANK 5
Page 2 of 2
Obj
Acct
2021
Actual
Amount
2022
Actual
Amount
2023
Final
Budget
June YTD
Actual
2024
Requested
Budget
2024
Budget
Increase
2025
Requested
Budget
Comments for
2023 Budget
Comments for
2024 Budget
Comments for
2025 Budget
BLANK 6
BLANK 7
BLANK 8
BLANK 9
BLANK 10
BLANK 11
BLANK 12
TOTAL BUSINESS UNIT EXPENSES 0 197,696 378,303 102,187 248,268 -34.37%138,300
COU N C IL ITEM MEMOR ANDUM
DAT E:7/22/2023
TO :Dr. R eggie Edwards , C ity Manager
T HR O UG H:N/A
F R O M:
S UBJ EC T:Augus t 19, 2023
Background: