HomeMy WebLinkAbout1999 Budget t
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t
ANNUAL BUDGET
OF THE
CITY OF BROOKLYN CENTER
FOR THE
FISCAL YEAR BEGINNING JANUARY 1 1999
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t CITY COUNCIL
Myrna. Kragness
Mayor
Debra Hilstrom Kay Lasman
Councilmember Councilmember
t Ed Nelson Robert Peppe
Councilmember Councilmember
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Michael J. McCauley
City Manager
Charlie Hansen
Finance Director
t Tim Johnson
Assistant Finance Director
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TABLE OF CONTENTS
Organizational Chart i
Summary of Full Time Employee Positions ii
City Manager's Budget Message 1
BudgetSummary 14
Budget Tax Levy Resolutions 59
FundCodes .............................71
General Fund Revenues .............................83
BUDGET BY FUNDS
GENERAL FUND
CityCouncil .............................87
Administration .............................91
Human Resources/Purchasing 95
CityClerk .............................99
Elections................. ...........101
Finance............................ .104
Data Processing ............................108
Legal............................ ...112
Patrol............. ...........................115
Investigation......................... ............................121
Support Services ....126
Office of the Chief of Police 131
Private Contract Assignments 134
Fire...... ............................136
Emergency Preparedness ............................141
Inspections. ...........................1
Planning and Zoning ............................149
Assessing. ............................152
Convention and Tourism ............................157
Social Services ............................159
Police Station Maintenance 161
Custodial Services 165
Building Maintenance 169
Government Buildings Ground Maintenance 173
Engineering Services ...........................177
Public Works Administration 181
Streets Maintenance ............................184
TABLE OF CONTENTS
Traffic Control ............................188
Snow and Ice Control ............................192
i Street Lighting ............................195
Park Grounds Maintenance ............................197
Parks Facility Maintenance 201
Maintenance for Recreation Programs 205
Forestry.. ............................207
Ice and Hockey Rinks ............210
Community Activities, Recreation and Services Administration 213
Recreation Administration 216
1 Adult Recreation ............................220
Teen Programs 224
Youth Recreation ............................226
General Recreation ...........................'228
Community Center 230
Pool. ............................233
Risk Management .............237
Central Supplies and Support 239
Civic Events ............................242
Reimbursement from Other Funds 244
Transfers ............................246
t SPECIAL REVENUE FUNDS
City Initiatives Grant Fund 249
HRA Fund ............................252
EDA Redevelopment Programs 255
EDA Bond Proceeds ............................260
EDA CDBG Programs 263
Earle Brown Tax Increment Financing District 265
Tax Increment District No. 3 268
CDBGFund ............................271
Police Drug Forfeiture Fund 274
1 CAPITAL AND BOND
Capital Improvements Fund 277
Capital Reserve Emergency Fund 282
MSA Fund .................................................284
Special Assessment Construction Fund 289
G. O. State Aid Road Bonds, Series 1991B 293
G. O. Tax Increment Bonds, Series 1991A 296
G. O. Tax Increment Bonds, Series 1992A 299
G. O. Improvement Bonds, Series 1994B 302
G. O. Improvement Bonds, Series 1995B 305
G. O. Tax Increment Bonds, Series 1995A 308
G. O. Improvement Street Bonds, Series 1996A 311
TABLE OF CONTENTS
G. O. Improvement Street Bonds, Series 1997A 314
G. O. Police Fire Building Bonds, Series 1997B 317
G. O. Improvement Refunding Bonds, Series 1987A 320
G. O. State Aid Road Refunding Bonds, Series 1998B 323
G. O. Improvement Street Bonds, Series 1998A 326
ENTERPRISE FUNDS
Liquor Stores Overview 329
Humboldt Liquor ..............333
Boulevard Liquor ............................340
Northbrook Liquor......... ............................346
Centerbrook Golf Course 351 j
Earle Brown Heritage Center 359
Convention Center ...............363
Catering Operations 373
OfficeRentals ............................378
Innon the Farm ............................382
Earle's Restaurant 388
Earle Brown Heritage Center Administration 392
UTILITIES
RecyclingFund ............................397
Water Utility Fund 401
Water Facility Maintenance 403
Water Operations 407
Water Construction Projects 412
Sanitary Sewer Fund .415
Sewer Facilities Maintenance 417
Sewer Operations ............................420
Sewer Construction Projects 425
Storm Drainage Fund ...........427
Storm Sewer Operations ............................429
Storm Sewer Construction Projects 432
CENTRAL GARAGE/PENSION
CentralGarage ...........................435
Employee Retirement Fund 443
SUPPLEMENTAL DATA
CAPITAL IMPROVEMENT PROGRAM
CENTERBROOK GOLF COURSE 1999 FINANCIAL PLAN
FINANCIAL MANAGEMENT POLICIES
ADMINISTRATIVE SERVICE COSTS
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CITY OF BROOKLYN CENTER
SUMMARY OF FULL TIME EMPLOYEE POSITIONS
ADOPTED 1999 BUDGET
Authorized Budget
DIVISION 1996 1997 1998 1999
Administration 2.4 2.4 2.4 3.4
Human Resources /Purchasing 2.0 2.0 2.0 2.0
City Clerk 1.0 1.0 1.0 1.0
Elections 1.0 1.0 1.0 1.0
Finance 8.0 7.0 7.0 7.0
Data processing 1.0 1.0 1.0 1.0
Patrol 34.0 34.0 33.0 33.0
Investigation 9.0 9.0 9.0 9.0
Support Services 14.0 14.0 15.0 15.0
Office of the Chief 2.0 2.0 2.0 2.0
Fire 1.0 1.0 1.0 1.0
Inspections 4.0 4.0 4.0 4.0
Planning Zoning 1.0 2.0 2.0 2.0
Assessing 4.0 4.0 4.0 4.0
Police Station Maintenance 1.0
Custodial Services 1.0 1.0 1.0 1.0
Building Maintenance 2.0 2.0 2.0 2.0
Grounds Maintenance 1.0 1.0 1.0 1.0
Engineering Services 6.0 6.0 6.0 7.0
Public Services Administration 3.0 3.0 3.0 3.0
Streets Maintenance 5.0 5.9 5.9 5.9
Traffic Control 2.0 2.0 2.0 2.0
Snow Ice Control 3.0 3.0 3.0 3.0
Parks Grounds Maintenance 2.0 2.0 2.0 2.0
Parks Facilities Maintenance 3.0 3.0 3.0 3.0
Maint for Recreation Programs 1.0 1.0 1.0 1.0
Forestry 2.0 2.0 2.0 2.0
Ice /Hockey Rinks 2.0 2.0 2.0 2.0
CARS Administration 2.0 2.0
Recreation Administration 5.0 5.0 3.0 4.0
Community Center 4.0 4.0 4.0 4.0
Pool 1.0 1.0 1.0 1.0
TOTAL GENERAL FUND 127.4 128.3 128.3 132.3
Economic Development Authority 2.6 2.6 2.6 2.6
Liquor Stores 3.0 3.0 3.0 3.0
Centerbrook Golf Course 1.0 1.0 1.0 1.0
Earle Brown Heritage Center
Administration 3.0 3.0 3.0 3.0
Convention Center 5.8 5.8 8.0 8.0
Inn on the Farm 2.2 2.2 2.0 2.0
TOTAL E.B.H.C. 11.0 11.0 13.0 13.0
Water Utility Fund 4.0 4.0 4.0 5.0
Sanitary Sewer Fund 3.0 3.0 3.0 2.0
Central Garage Fund 6.0 5.1 5.1 5.1
TOTAL FULL TIME EMPLOYEES 158.0 158.0 160.0 164.0
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Office of the City Manager
3 City of Brooklyn Center
A great place to start. A great place to stay.
TO: Mayor and Council Members
FROM: Michael J. McCauley
City Manager
DATE: December 10, 1998
SUBJECT: 1999 Budget
OVERALL BUDGET
On September 14th, the City Council adopted the preliminary 1999 budget and preliminary levy.
The final levy proposed for 1999 is:
HRA $129,467 $138,656 $9,189
EDA $183,113 $194,898 $11,785
Gen. Fund debt) $7,374,544 $7,563,304 $188,760
TOTAL TAX LEVY $7,687,124 $7,896,858 $209,734
The 1999 budget continues several changes in presentation and substance implemented in 1997.
The budget has been developed, consistent with City Council direction, on the premise that bonds
will not be issued in 1999 for street projects or in the future, where such projects represent a
continuing replacement effort, as opposed to buildings or other major capital projects that are not
an annual effort. (If bonds had been issued for the City's share of the 1997 street projects, over
$900,000 in extra costs would be incurred for interest and issuance costs over the life of the
bonds.) The 1999 proposed budget has all City General Fund and Debt Service real estate taxes
in the general fund with a corresponding transfer out for the payment of the City's portion of debt
service. This allows for a clearer picture of the total City real estate tax levy. The real estate
taxes levied by the separate legal entities of the HRA and EDA are set forth in their respective
budgets.
The budget provides for 164 full -time positions in all funds. As discussed later in this
memorandum, this represents an increase in full -time personnel, generally accomplished through
a decrease in part-time and seasonal personnel costs. The budget reflects a 3 increase in wages.
A contract with the LELS Union has not yet been negotiated for 1999.
Administrative service charges are $415,538, allocating personnel costs from the General Fund
to various enterprise funds for management, engineering, and financial services. The breakdown
of those charges is set forth in the narrative for Budget Code 474. The administrative service
charges are at roughly the same level as the 1996 ($394,123), 1997 ($399,141) and 1998
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 City Hall TDD Number (612) 569 -3300
Recreation and Community Center Phone TDD Number (612) 569 -3400 FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer l
($415,538) budgets. $322,000 is budgeted for engineering reimbursement for construction project
work charged against construction projects. This is an increase of $22,000 over the 1998 budget
reflecting project document management. The difference in presentation from the pre -1997 budget
is that these reimbursements and administrative service charges are set forth in a separate division
(474 Reimbursement from other Funds), rather than as a contra charge within the various
departments. The goal of this presentation shift is to more easily understand the personnel costs
in each department and the charging out of services.
This budget absorbs a $57,348 increase in building costs for a partial year of operation of the new
police station. The 2000 budget will have to be increased for a full year and actual experience.
Attached to this memorandum is a listing of increases and decreases by departments.
Budget Format.
The budget summary sheets now refer to "Purchased Services" rather than "Consulting" for the
grouping of the following expenses
Charter Commission
Professional Services
Benefits Administration
Legal Services
Audit Financial Services
Medical Services
Instructors
Casual labor
CARS administration has been separated from Recreation Administration into a separate section
of the budget to reflect its overall supervision of several sections of the budget, including
recreation, buildings grounds, and pool. This treatment is consistent with other parts of the
budget where Public Works Administration and Earle Brow Heritage Center Administration are
set out as separate sections of the budget.
OVF,RVIW,W nF THF; CF,NMM, FIRSM
REVENUE
Revenues are increased in the 1999 proposed budget by $317,350.. This is a 2.41 increase. The
rate of increase is insufficient to keep up with the increased costs of personnel over time..
Personnel costs represent 62.42 of the 1999 General Fund Budget. Personnel costs were 61.71
of the 1998 budget. Real estate taxes account for 56% of the General Fund revenues.
Intergovernmental revenues, primarily from the State of Minnesota, are increasing only 1.06
over 1998. The State increased the costs of pension contributions in 1998, but only funded the
resulting increase at the 1998 levels. Thus the increased pension costs as salaries rise are solely
the burden of the City. Permit fees and miscellaneous taxes, comprised primarily of lodging taxes,
account for the only other significant increase in revenues. These sources provide $139,685 of the
increase or 33.15% of the revenue increase. Salaries and fringe benefits alone constitute $291,350
2
f the 7 35 bu increase. This does not include a greater potential increase in fringe benefit
o $31 0 g g p g
costs that may result from the recent arbitration award to the Teamster's union employees.
Recreation fees are budgeted at lower levels in the 1999 budget reflecting current and recent past
revenue rates.
The 1997 State Legislature instituted changes in the real estate tax system. For taxes payable in
1999, lower class rates will be in effect for commercial, industrial, and apartment properties.
These class rate reductions have the impact of shifting some of the tax costs to single family
residential properties. Thus, while property values rose in 1997 and 1998 for taxes payable in
1998 and 1999, tax capacities for apartments, commercial, and industrial properties dropped.
Residential market value and tax capacity increased. The following charts illustrate this shift:
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Tax Capacities
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111
9
1996
6 81997
1999
p 1999
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_1 Apnro e i Comm ial Imbariai ResWomiai Fami
Market Values
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aml 1997
1999
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App nm l Comaasdal iadW" RcOkMial Fmm
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The 1999 budget continues the direct transfer from the Liquor Fund to the Capital Improvement
Fund of $75,000. This continues the change made by the Council in the 1998 budget to have these
liquor revenues used for the specific purpose of making capital improvements to benefit the
community.
EXPENDITURES
The 1999 General Fund budget reflects an overall increase in expenditures of 2.41 Cost of
operations in the General Fund budget increases at a rate of 2.52 or $307,943 of the overall
$317,350 increase in General Fund Expenditures (however, $42,750 of that sum is for the
Convention Visitors Bureau). The remaining increases are spread as follows:, $7,935 for street
bond debt service and $1,472 for Police Fire bond debt service. This increase compares with
the 1997 budget, which in 1996 budget terms, actually represented a decrease in operating costs.
There was a 2.6% increase in the 1998 operating budget of $315,726 (including an additional
$7,935 for debt service on previously issued bonds for street projects prior to 1997).
Contingency in the 1999 budget is modest. The year 2000 issue is being pursued both internally
and with Logis and private computer consultants. A survey of our systems has been conducted by
a consulting firm and planning will continue. As with most other organizations, we do not have
a final quantification of the cost of addressing year 2000 issues. Providing a contingency fund
provides the council with flexibility in responding to unanticipated requests, needs, and
opportunities. It also provides some coverage for unanticipated impacts such as heavier or more
frequent snow /ice removal that may exceed budgeting based on average expectations. Some
revenues in the General Fund budget are also subject to influences beyond the City's control, such
as building activity (building permit fees), court fines (judicial discretion), and sales of
merchandise.
NEW INITIATIVES
The budget continues $5,000 (Code 471 Object 4400 Other Contractual) to participate in a 4 city
group with the Greater Minneapolis Metropolitan Housing Corporation in a home ownership
resource center for the 4 city group. The resource center received substantial funding from the
McKnight Foundation in order to be started. The center provides assistance in a number of
different ways to home owners to purchase and remodel existing homes. This program
compliments the code enforcement effort by assisting people in accessing the expertise necessary
to bring homes up to code or to make improvements. The Greater Minneapolis Metropolitan
Housing Corporation anticipates receiving additional grant funding that will allow it to expand its
program offering in the home improvement/rehabilitation areas. This will further leverage the
City's investment in this joint undertaking.
CON UUNICATIONS
Newsletters will be mailed to persons in apartments in 1999, following the initiative started in
1998. The traditional delivery mechanisms using non profit groups will continue for houses at
least at the start of 1999, but may shift to mail based on continuing review of costs. This mail
delivery will reach approximately 3600 apartments that had not been receiving the newsletter and
recreation materials prior to 1998.
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PERSONNEL
The budget reflects retention of the full -time position in Administration that was reduced to a part
time position earlier this year as an experiment moving a person from Community Development
to the front desk. Actual experience and the auditor's delineation of limitations on the use of
personnel The auditor has indicated that the use of assessing secretary and water billing clerks
poses audit control problems.), indicates that having shifted permits to the front, we need to staff
the front desk with 2 people to cover absences and provide service. The shift has improved
service. The position is reconfigured as customer service. This has no impact on the budget since
the number of full time persons performing these functions remains at the same level as the 1998
budget.
The fire chief requested additional part -time pay for drills and duty. Drill pay was added in the
1997 budget ($35,000). Chief Boman's original 1999 budget request was for $30,000 in 1999. His
modified request to phase in an additional $10,000 in each of the next 3 years has been
incorporated in a $10,000, rather than a $30,000 increase in the proposed 1999 budget.
Public Works requested an additional engineering technician and the reduction of the use of
seasonal personnel as a partial offset to the cost of an additional technician. The specific
justification is to update project information. Specific goals have been established for the position
to replace seasonal work in the field, complete inventories of as builts, catalogue as builts, update
drawings, eliminate 50 of the backlog that has been identified in inventory, eliminate backlog
of sight triangle complaints, update eight sections, and complete the inventory of city base maps.
The net impact on the budget would be an additional $6,190.
Police Building Maintenance includes a full -time custodian position. Mr. Glasoe has reviewed a
number of options, including a janitorial service, and has recommended this as the most effective
approach for the new police building.
Central Supplies has a reduction from $74,800 in wages and benefits in the 1998 budget to provide
for additional assistance to $44,195 in wages and benefits in the 1999 budget. I have proposed that
an entry level administrative specialist be hired instead of hiring a department head level person
as contained, but not authorized for hiring in the 1998 budget. That position would be in
t administration and be assigned to special projects. For example, the person could relieve Tom
Bublitz of portions of the 53rd project, work on issues at the Heritage Center and other studies and
projects. This would provide more flexibility in directing the assistance where it is needed, rather
than having another department head level position that would not be as versatile and would be
more expensive and harder to recruit.
The proposed budget reflects a change from the August work session by adding a full time position
in recreation at a cost of $32,972 and eliminating $31,070 of part -time wages. Recreation is using
a substantial amount of part time secretarial assistance. It currently has only one full -time
secretarial position. This vulnerability to losing personnel in a very competitive job market would
be ameliorated providing an additional full time person that would also provide opportunities for
better staff development and staffmg in recreation.
Another change from the August draft, is a reorganization of MIS and police. The proposed
5
budget reduces approximately $14,000 in salary costs in police. Two clerical positions in the
police department would be slightly upgraded and have additional computer responsibilities. One
position would be re- filled at a lower assistant level (This would be replacing the Administrative
Analyst position with an administrative assistant.). The currently vacant MIS Coordinator position
would be merged with the analyst duties. The current police administrative analyst's job would
be combined with the MIS Coordinator duties and be re- classified as the MIS/Technology
Coordinator in Administration. The salary range for the MIS Coordinator position would remain
unchanged. By combining duties, we would re- organize several positions and be able to undertake
the MIS and technology duties. $10,000 of the salary cost savings has been programed in the MIS
budget to cover additional technical assistance. The opportunity to reorganize presents many
advantages for the City. These advantages include the opportunity for a skilled City employee to
advance, greater continuity in technology operations, better focus on management of technology,
and a longer employment horizon.
COUNCIL
The annual audit and all commission related expenses are combined in the City Council budget.
The amount of money included for conferences and training allows for facilitated council
work/goal setting sessions and the implementation of the council policy on training. The budget
supports having each council member being able to attend state conferences such as the League
of Minnesota Cities Annual conference and would provide for the Mayor and 2 Council Members
on a rotating basis to attend 1 national conference.
CITY COUNCIL GOALS
The City Council established several goals for 1999. (Note: The order of goals does not reflect a prioritization
of the goals.)
Goal No. 1: Support Brookdale redevelopment by 1) use of tax increment assistance; 2) review
and evaluation of land use applications; 3)prompt construction and plan
reviewlinspection; and 4) monitoring developer performance
Goal No. 2: Continue and improve code enforcement and compliance activities by 1)
coordinated effort of police and community development departments; and 2)
evaluation of additional approaches to improve compliance such as greater penalties
and alternate approaches such as charging property owner for violation removal by
City if fail to comply
Goal No. 3: Increase proactivity towards fighting crime by 1) increased visibility of police in
neighborhoods; 2) continue and expand on high participation rate in neighborhood
watch groups; 3) begin recruitment of park watch groups or extensions of
neighborhood watch to include parks; and 4) two newsletter articles on
neighborhood watch and encouraging active participation
Goal No. 4: Finish fire and police building construction
Goal No. 5: Evaluate housing programs and policies by 1) Council decision on resource
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allocation; 2) survey current practices in other cities on occupancy limits and
coordinate that review with housing commission; 3) continue ARM participation;
4) Council decision on point -of -sale ordinance; 5) review first -time home buyer
programs; and 6) review potential and actual offerings by Greater Metropolitan
Minneapolis Housing Corporation
Goal No. 6: Plan for needed work at Community enter and City Hall b 1) preparation of
Y Y Y P P
overview of options, mandatory Americans With Disabilities Act modifications and
required repairs to walls, roofs, and heating, ventilation, air conditioning; 2)
solicitation of citizen input; 3) development of plans with architect and construction
manager; and 4) development of budget
Goal No. 7: Create neighborhood traffic safety plan including 1) enforcement of speed limits;
and 2) define goals and attainable results by hiring consultant to assist in
development of neighborhood traffic safety planning and coordinating with
neighborhood watch groups
Goal No. 8: Continue and improve long -term financial planning which includes 1) five -year
planning for utilities and capital improvements; 2) expand five -year planning for
other funds; and 3) review and develop contingency planning
Principles to Guide Actions in the Form of Goals:
1. Place priority on Brooklyn Boulevard redevelopment
2. Incorporate elements to make city more visually appealing where and as possible
in projects and developments
Some specific ways the budget supports those goals are as follows:
Goal 2 is supported by continued funding of code enforcement. The liaison position is in the
budget and will continue. Continuity from 1998 into 1999 should enable the program to improve
and be more effective.
Goal 3 is supported by continued funding of police positions and the newsletter publication.
Goal 5 is supported with the administrative assistant position that would provide greater capacity
to undertake projects and research.
Goal 7 is supported by funds in Central Supplies and Services for professional services and the
police department's commitment to increased and systematic traffic enforcement.
Goals 1, 4, 6, and 8 are supported by personnel levels to undertake the projects and provide
support to the City Council in achieving the goals.
ADMINISTRATION
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Administration continues the reconfiguration with separate divisions for human resources and city
clerk. Central Services contains funds for an administrative specialist at a rate greatly reduced
from the potential position carried there in the 1998 budget for a new position. Monies budgeted
for an intern position are not carried over from the 1998 to the 1999 budget.
HUMAN RESOURCES/FINANCE
Continuing the shift that occurred in the 1998, these two divisions will continue performing
additional employee benefit administration done in- house. This initiative results in a continued
reduction in the cost of purchased services from a private vendor of services.
MANAGEMENT INFORMATION SYSTEMS AND LOGIS
The MIS department's capital monies are allocated primarily for system equipment. Individual
computer equipment has generally been allocated within individual departments to more fully state
the true cost of individual departmental operations to include their cost of computer equipment
used exclusively within a department. A substantial amount of work will be devoted to the new I
building projects in the planning and placement of technology resources.
Logis charges in the General Fund are up, even though an entire program has been dropped. The
recreation system is being purchased directly from the vendor. The cost of going through Logis
has been approximately $14,000 per year. We are budgeting a one -time fee of $14,000 to purchase
a license from the vendor and paying $4,000 for annual use and support. The cost of the police
mobile computing devices has increased approximately $10,000 for 1999. Logis is also talking
about a contingency charge of $25,000 for a new financial software above the budgeted amount.
The amount of contingency in the 1999 budget is very tight with potential year 2000 issues making
a claim upon it.
POLICE
The police budget represents the largest single increase in costs, primarily due to personnel. (The
police budget has increased $133,668 in its regular categories and $57,348 for police building
maintenance for a total increase over 1998 of $191,016 or fully 60% of the entire net increase in
the 1999 budget.) The budget reflects a reduced budgeted amount for prisoner incarceration and
processing by Hennepin County based on current experience and the additional space when the
new police building is finished. The Chief will continue to review possible use of Brooklyn Park's
facility. There are increased costs in the police budget for printing for the transition to a new
location. Staffing levels are maintained in the budget.
FIRE
Payment for drills continues the system that was initiated in the 1997 budget. As indicated in the
personnel discussion of this transmittal, the budget increases the amount paid for part -time work
by fire fighters by $10,000 as part of a request from the fire chief to increase these wages by a
total of $30,000 spread over 3 years.
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CENTRAL GARAGE
While not part of the General Fund, Central Garage charges have a profound impact on the
General Fund. When the Central Garage was instituted full replacement of equipment was not
funded, since charges for depreciation had not accumulated for equipment being replaced prior to
full accumulation of depreciation charges necessary for replacement. The goal is to have
replacement fully funded in order to fully implement the central garage concept. As part of the
implementation, several changes were incorporated into the General Fund budget in 1997:
i e h been spread out against the individual
1) interest earned in fund as pieces of p g p
equipment
2) items having a value below $5,000 have been removed from the central garage fund
replacement schedule (items below $5,000 for garage use, as opposed to other
departments, will still be budgeted, but not on a depreciation schedule)
3) police vehicles are sold rather than recycled in the fleet; this reduces the cost of squads
to the police by giving them credit for the sale proceeds and eliminating charges previously
levied against them to refurbish squads for use in the fleet; maintenance costs and fuel
costs for other divisions should decrease; initial results indicate that the projected benefits
are occurring: sale of used squads is at anticipated levels; anticipated reduced operating
costs from this shift will have to be monitored over time as recently purchased new
vehicles used in departments (rather than using old squads) have little or no repair,costs
BUILDINGS
The cost of building maintenance is rising. Equipment, supplies, and utilities account for the
largest part of the increase for existing buildings. Added in 1999 is the new police station for a
partial year at a cost of $57,348.
PARKS
The Capital Improvement Plan provides a five year plan for park improvements. The five year
plan finishes the replacement of playground equipment and inventories the life expectancy of the
major components of the park facilities and improvements. The Park Recreation Commission
has recently completed a series of meetings in areas of the City seeking input on park planning.
The planning contemplates an allocation of resources based on the nature of facilities and the
consolidation of major improvements to have destination parks that would serve the entire city,
along with the neighborhood parks.
RECREATION /CONMUNITY CENTER
The 1999 budget continues the goals of having adult recreation pay for its marginal costs and
contribute to overhead. A major undertaking in 1999 will be soliciting input and designing needed
improvements to the community center and City Hall.
9
CIVIC EVENTS
Civic events are funded at the same level as 1998. Included is money for Earle Brown Days police
overtime, $500 to participate in the Historical Society book project, and an unallocated $2,500 for
civic events. The Earle Brown Days Committee has not requested any specific amount of
contribution for City participation in the Year 2000 celebration they have proposed.
SOCIAL SERVICE
Social Service /Joint Powers is included in the proposed budget at $79,860. The City Council's
allocation of funding is set forth in the narrative sheet for the social service activities. #435,
Social Services)
CAPITAL ITEMS IN THE GENERAL FUND
The fire department is requesting an additional $10,000 for the replacement of the salvage truck
above the accumulated depreciation.
The budget also includes $9,000 for new aerials of the city that were last done in 1989. $14,000
is included for the special assessment against park property for the Bellvue project. $5,500 is
included for special fencing behind hockey goals to protect persons in the area. $20,000 is
included to replace the large copier at City Hall. A one time purchase cost is included in
Recreation for software that is currently provided by Logis. This will result in a substantial net
decrease in 2000 for the recreation software costs.
FIVE YEAR PROJECTIONS
As discussed in August, most departments have projected minor fluctuations in expenditure
requests that would need to be accounted for only in inflationary changes in the budget. Public
Safety continues to make rather substantial projections for major personnel and equipment
additions. Of concern also is the need to adjust our capital transfers for street construction etc. to
provide for real growth. Revenues will need to increase upon the lifting of levy limits to keep up
with current programs, fund future capital projects, and to the extent justified to or desired by the
Council, expand service provision. In the Enterprise Funds, 5 year plans are in place for Water,
Sanitary Sewer, and Storm Sewer. A 5 year capital improvement plan is also in place.
TRANSFERS FOR STREET PROJECTS
The level of transfers to the Special Assessment Construction Fund for, street projects is level at
$394,197. This amount will need to be increased in future budgets to keep the program going. 1
YEAR 2000 AND CONTINGENCY
As indicated, the study currently going forward will help identify remaining year 2000 issues as
10
will the planning in 1999. The contingency fund would be the source of additional year 2000 issue
resolution assistance as needs are identified.
The contingency fund contains $131,064. Preliminarily a portion of that must be reserved for
potential increases in health contribution by the City. This contingency represents less than 1
of the General fund budget.
Ii_ ENTERPRISE AND OT ER FUNDS
EARLE BROWN HERITAGE CENTER
The 1999 budget for operations projects continued operational self sufficiency and some capital
investment. The 1999 budget reflects additional space to be completed with a grant from the State
of Minnesota. Anticipated completion of the new building and associated connectors and
remodeling is late Spring of 1999. The funding for trade shows and directed sales for conferences
is continued.
The Inn on the Farm continues to be a financial drag on the operations. The 1999 budget increases
advertising to test whether an increase in advertising can ameliorate the losses in operating the Inn.
Heritage Center staff still feel that the Inn is an overall asset to the operation of the core
conference and meeting business, which is profitable.
The change in property tax class rates has negatively impacted the cash flow in the tax increment
district that was used to construct the facility. That has complicated the process of evaluation
options for this enterprise.
EARLE BROWN TAX INCREMENT DISTRICT
As indicated, changes in tax capacity rates adopted by the Legislature have negatively impacted
this district. The City's financial advisor is monitoring the situation and will have more specific
projections and proposals when final information is availabl fo Hennepin County.
WATER, SEWER AND STORM SEWER FUNDS
These enterprise funds, pursuant to the 5 year plans, are anticipated to cash flow operations and
capital needs with modest rate increases. The 1999 budget includes the adopted increases in sewer
and storm sewer rates. Modest increases were adopted to maintain the fiscal health of these funds.
GOLF FUND
The golf course budget continues providing sufficient funds for its operations from operating
revenues. The plan adopted by the City Council in 1998 is continued with its scheduled repayment
of the principal on the construction loans. This 20 year plan creates sufficient capital reserves to
1 address equipment replacement issues and pay down the principle on the original construction
loan. Performance of the Golf Course was strong in 1998, but a substantial portion of the Spring
11
was lost due to the construction of the storm water project on the Golf Course. Several l
contingencies were discussed with the City Council to address the lost revenue during
construction, since the construction was unrelated to the Golf Course itself. As the estimates of
year end revenues have continued to be refined as we have gotten closer to the end of the year,
it is anticipated that the full $50,000 principle payment due in 1998 will be paid. This will result
in a positive cash balance, but at a reduced level. Unless there would be an unforeseen event (such i
as a system failure: ie: water line collapse), the Golf Course Fund should be able to function on
those reserves through 1999. A normal year in 1999 should put the fund on good footing.
LIQUOR FUND
The budget reflects continuing operations at the same level and configuration as 1998. Issues i
remain in determining a long range strategy for this fund. Two facilities are leased and plans must
be made regarding the future of those locations and configuration.
ECONOMIC DEVELOPMENT AUTHORITY AND HOUSING REDEVELOPMENT
AUTHORITY
The revenues from the Housing Redevelopment Authority are transferred to the Economic
Development Authority to carry out the redevelopment and housing purposes. The Economic
Development Authority's budget remains essentially unchanged. In 1999, the 53rd Avenue project
will continue. The budget does not reflect the cost of house construction and the offsetting revenue
for house sales. The two items will offset each other and it was not recommended that the budget
reflect increases that will not be ongoing.
SUMMARY
The proposed budget continues a return to a format that states expenditures in a fashion that is
easier to track, places all general fund tax revenues in the General Fund, allocates most full -time
employees as full persons within departments, reduces the number of divisions greatly, uses line-
item detail, and provides more information regarding the planned use of monies than the previous
budget. The budget reflects City Council goals and direction.
In the General Fund, levy limits have negatively impacted planning for the future, as revenues are
uncertain, while costs of current service delivery continues to rise at a rate in excess of revenue
growth. While wages are a major component of the increased costs, those wages reflect delivering
the City services they represent. Pressure on wages is a national phenomenon associated with a
robust economy that, in Minnesota, has basically eliminated unemployment. The area of
information systems personnel is so competitive as to make recruitment and retention of employees
extremely difficult.
I would like to thank the many staff members who participated in the revision of the budget
presentation and process, especially the work of Finance Director Charlie Hansen, Assistant
Finance Director Tim Johnson and City Clerk Sharon Knutson.
12
General Fund 12/11/98
Code 1996 1997 1998 1999 1 IYR Change
1 GENERAL
City council $127,800 $126,089 $123,711 $120,603 2.51% ($3,108)
Administration $243,065 $198,283 $200,219 $191,415 4.40% ($8,804)
Human Resources $109,036 $166,728 $165,069 $166,239 0.71% $1,170
City Clerk $47,508 $48,397 $69,279 $70,855 2.27% $1,576
Elections $47,508 $48,397 $69,088 $57,166 17.26% ($11,922)
Finance $182,678 $384,563 $412,411 $414,774 0.57% $2,363
Data Processing $354,348 $241,451 $222,719 $228,006 2.37% $5,287
Legal $199,700 $201,400 $198,400 $197,900 -0.25% ($500)
i TOTAL: $1,311,643 $1,415,308 $1,460,896 $1,446,958 -0.95% ($13,938)
POLICE
Patrol $2,647,340 $2,653,301 $2,709,132 $2,796,754 3.23% $87,622
Investigation $540,915 $588,580 $579,855 $544,099 -6.17% ($35,756)
Support Services 418 $715,851 $821,989 $840,719 $937,341 11A9% $96,622
Chief 419 $137,127 $157,295 $146,786 $131,966 10.10% ($14,820)
TOTAL: $4, 041, 233 $4,221,165 $4,276,492 $4,410,160 3.13% $133,668
FIRE
Fire 425 $651,896 $603,820 $594,271 $592,737 -0.26% ($1,534)
Emergency Prep. 426 $38,792 $51,871 $47,849 $47,184 139% ($665)
TOTAL: $690,688 $655,691 $642,120 $639,921 -034% ($2,199)
COMMUNITY DEV.
Inspections 430 $317,258 $229,633 $261,724 $268,174 2.46% $6,450
Planning Zoning 431 $116,180 $111,107 $110,712 -0.36% ($395)
Assessing 432 $214,847 $247,358 $261,592 $262,620 039% $1,028
TOTAL: $532,105 $593,171 $634,423 $641,506 1.12% $7,083
Conv. Tourism 433 $228,000 $206,570 $218,500 $261,250 1957% $42,750
Social Sevices $78,547 $80,000 $80,104 $79,860 -030% ($244)
BUILDINGS
Police Station Maint. $57,348 $57,348
Custodial Services 440 $67,124 $49,964 $55,041 $60,329 9.61% $5,288
Bldg. Maint. 441 $267,064 $297,469 $371,502 $398,616 730% $27,114
Govt. Bldg ground 442 $42,952 $65,364 $60,902 -6.83% 8$4,462)
TOTAL: $334,188 $390,385 $491,907 $577,195 1734% $85,288
PUBLIC WORKS
Engineering 443 $134,560 $369,546 $380,104 $429,363 12.96% $49,259
Pub. Works Admin 444 $218,477 $194,025 $195,329 $204,434 4.66% $9,105
Street Maint. 445 $568,094 $919,751 $941,086 $897,028 -4.68% ($44,058)
Traffic control 446 $174,948 $168,747 $174,555 $181,746 4.12% $7,191
Snow Ice 447 $291,938 $183,161 $191,092 $200,403 4.87% $9,311
Street Lighting 448 $147,301 $139,000 $134,000 $134,500 0.37% $500
Parks Maint 449 $426,560 $348,290 $302,388 $311,393 2.98% $9,005
Park Fac. Maint 450 $221,342 $267,630 $275,881 $276,930 038% $1,049
Maint. Rec. Prog 451 $100,695 $53,026 $61,209 $64,195 4.88% .$2,986
Forestry 452 $109,611 $103,866 $106,829 $109,419 2.42% $2,590
Ice Hockey 454 $62,966 $90,777 $93,765 $102,541 936% $8,776
$2,456,492 $2,837,819 $2,856,238 $2,911,952 1.95% $55,714
CARS
CARS Admin $135,786 $135,786
Rec. Admin 460 $400,701 $433,630 $322,080 ($111,550)
Adult Rec 461 $459,426 $273,683 $249,490 $234,223 -6.12% ($15,267)
Teen Programs 462 $24,203 $12,892 $12,966 $18,077 39.42% $5,111
Youth Rec. 463 $165,190 $109,644 $109,942 $108,092 -1.68% ($1,850)
General Rec. 464 $114,859 $56,813 $53,924 $55,088 2.16% $1,164
Community Cen. 465 $427,732 $275,162 $225,580 $244,418 835% $18,838
Pool 466 $342,183 $332,259 $239,673 $249,848 4.25% $10,175
$1,533,593 $1,461,154 $1,325,205 $1,367,612 3.20% $42,407
MISCELLANEOUS
Risk Mgmt. 470 $160,725 $167,000 $157,000 $152,500 2.87% ($4,500)
Central Supplies/ 471 $283,961 $251,200 $375,369 $362,059 -355% ($13,310)
Civic Events 472 $10,851 $1,500 $6,425 $6,459 0.53% $34
Reimbursement Other Funds
474 ($699,141) ($715,538) ($737,487) 3.07% ($21,949)
Transfers (debt) 475 $244,281 $1,378,425 $1,384,971 0.47% $6,546
13
City of Brooklyn Center
All Fund Types
COMBINED STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1999 Budget
Special Debt Capital Enterprise Internal Totals Totals
Revenues General Revenue Service Projects Funds Service 1999 1998
Property taxes $7,309,933 $323,547 $7,633,480 $7,429,776
Tax Increments 2,534,214 2,534,214 2,066,710
Special Assessments 1,000 $490,950 $310,340 $41,000 843,290 731,385
Lodging taxes 550,000 550,000 460,000
Sales and user fees 11,376,720 11,376,720 11,171,579
Licenses and permits 414,270 414,270 364,585
Intergovernmental 3,889,507 259,113 308,310 3,257,816 0 7,714,746 7,173,852
t' Charges for services 862,206 24,000 $1,721,490 2,607,696 2,648,458
r Court fines 186,000 186,000 192,000
Investment earnings 280,000 150,000 90,004 579,079 232,305 300,000 1,631,388 1,581,686
Miscellaneous 12,000 65,400 77,400 101,150
Total Revenues 13,504,916 3,290,874 889,264 4,147,235 11,650,025 2,086,890 35,569,204 33,921,181
Expenditures
Current:
General government 1,446,958 1,446,958 1,460,896
Public safety 5,050,081 5,050,081 4,918,612
Community development 641,506 641,506 634,423
Convention tourism 261,250 261,250 218,500
Social services 79,860 79,860 80,104
Public works 2,624,669 2,624,669 2,508,073
Parks and recreation 2,232,090 2,232,090 2,165,277
Economic development 965,380 965,380 657,861
Nondepartmental 521,018 60,000 581,018 598,794
Enterprise operations 9,602,901 9,602,901 9,171,260
Central garage operations 1,226,747 1,226,747 1,294,511
Capital outlay 113,750 787,301 901,051 910,642
Contruction 10,687,151 2,309,915 12,997,066 18,158,500
Debt service:
Principal retirement 2,085,000 170,000 2,255,000 1,450,000
Interest and fiscal charges 1,384,878 96,736 1,481,614 1,334,288
Total Expenditures 12,857,432 965,380 3,469,878 10,687,151 12,293,302 2,074,048 42,347,191 45,561,741
Excess or Deficiencv( 647,484 2,325,494 (2,580,614) (6,539,916) (643,277) 12,842 (6,777,987) (11,640,560)
Other Financinq Sources or Uses(
Operating transfers in 393,609 2,870,774 469,197 0 3,733,580 4,445,168
Bond Sales 0 0 933,000 0 933,000 950,000
Admin Service Reimbursement 737,487 (3,081) (322,000) (399,564) (12,842) 0
Operating transfers out (1,384,971) (2,273,609) 0 (75,000) (3,733,580) (4,445,168)
Total Other Financinq Sources or Uses( (647,484) (1,883,081) 2,870,774 1,080,197 (474,564) (12,842) 933,000 950,000
Sy r lus or Deficit(- $0 $442,413 $290,160 ($5,459,719) ($1,117,841) $0 ($5,844,987) ($10,690,560)
CITY OF BROOKLYN CENTER MINNESOTA
GENERAL FUND
ANNUAL OPERATING BUDGET
1999 ADOPTED
SUMMARY OF ESTIMATED REVENUE BY SOURCE
1998 1999 1999 Percent
Budgeted Revenue Increase Increase
REVENUE BY SOURCE: Revenue Estimate Decrease Decrease
General Property Taxes 7,374,544 7,563,304 188,760 2.56%
Estimated Uncollectible Taxes 247,971 253,371 -5,400 2.18%
Special Assessments 1,000 1,000 0 0.00%
Lodging Sales Taxes 460,000 550,000 90,000 19.57%
Licenses Permits 364,585 414,270 49,685 13.63%
Intergovernmental Revenue 3,848,814 3,889,507 40,693 1.06%
General Govt. Service Charges 21,900 23,000 1,100 5.02%
Public Safety Service Charges 23,700 23,050 -650 -2.74%
Recreation Fees 836,994 816,156 20,838 2.49%
Fines and Forfeitures 192,000 186,000 -6 3.13%
Miscellaneous Revenue 312,000 292,000 20,000 6.41%
TOTAL REVENUE BY SOURCE 13,187,566 13,504,916 317,350 2.41% t
15
General Fund Revenues
(54.1 Real Estate Taxes
i
(2.1 Interest
(1.4 Court Fines
(0.2 0 /6) Public Safety Charges
(4.1 Misc. Taxes (6.0%) Rec. Comm. Center Fees
(0.1 Misc. Revenue i
(3.1 Licenses Permits (0.2 Charge for Service
i
(28.8 State Aids
I y
I
1
I 16
CITY OF BROOKLYN CENTER, MINNESOTA
GENERAL FUND
ANNUAL OPERATING BUDGET
1999 ADOPTED
SUMMARY OF APPROPRIATIONS AND EXPENDITURES
1998 1999 1999 1999%
Adopted Recommd Increase Increase
Approp- Approp- Decrease Decrease
riations riations From 1998 From 1998
BY FUNCTION AND
ORGANIZATIONAL UNIT
General Government 1,460,896 1,446,958 13,938 0.95%
Public Safety 4,918,612 5,050,081 131,469 2.67%
Community Development 634,423 641,506 7,083 1.12%
Convention Tourism Bureau 218,500 261,250 42,750 19.57%
Social Services 80,104 79,860 -244 0.30%
Public Works 2,508,073 2,624,669 116,596 4.65%
Parks 840,072 864,478 24,406 2.91%
Recreation 1,325,205 1,367,612 42,407 3.20%
Risk Management 157,000 152,500 4,500 2.87%
Contingency 136,130 131,064 -5,066 -3.72%
Central Supplies Support 239,239 230,995 8,244 3.45%
Civic Events 6,425 6,459 34 0.53%
Reimbursements from other funds 715,538 737,487 21,949 3.07%
Transfers to Street Const. Fund 394,197 394,197 0 0.00%
Transfers to Street Debt Service Funds 238,375 243,449 5,074 2.13%
Transfers to Police 8 Fire Debt Fund 745,853 747,325 1,472 0.20%
TOTAL APPROPRIATIONS 13,187,566 13,504,916 317,350 2.41%
i
1
General Fund Expenditures
1999
(35.5 Public Safety
(10.2 General Government
(5.2 Police Fire Bonds
J ORION (1.7 Transfers to Debt Service
(4.5 Community Development (2.8 Transfers to Capital Projects
(2.6 Unallocated Dept.
(1.1 Risk Management
(1.8 Convention Tourism
(18.4 Public Works
(15.7%) Parks Recreation
I (0.6 0 Social Services
18
General Fund
Millions
-2 0 2 4 6
General G....._went
Public safety
Police Fire Bonds
Community Development
Public Works
Social Services
Parks Recreation
Convention Tourism
1997
Risk Management
1998
Unallocated Dept. 1999
Reimbursement from Other Funds
Transfers to Capital Projects
Transfers to Debt Service
i
19
CITY OF BROOKLYN CENTER, MINNESOTA
GENERAL FUND
ANNUAL OPERATING BUDGET
1999 ADOPTED
SUMMARY OF APPROPRIATIONS BY OBJECT CLASSIFICATION
1999 1999%
t 1998 1999 1999% Increase Increase
Adopted Recommd of Decrease Decrease
Object Classification Amount Amount Total From 98 From 98
Personal Services
Salaries Wages 6,576,342 6,773,751 50.16% 197,409 3.00%
Pensions 907,236 937,678 6.94% 30,442 3.36%
Health Life Dental Disability Ins. 532,295 581 4.31% 49,454 9.29%
Workers Compensation Ins. 122.089 136.134 1.01% 14.045 11.50%
Total Personal Services 8,137,962 8,429,312 62.42% 291,350 3.58%
Supplies .530,818 526,938 3.90% -3,880 -0.73%
Purchased Services 450,449 447,812 3.32% -2,637 -0.59%
Communications 225,055 226,402 1.68% 1,347 0.60%
Repair, Rental, Maintenance 391,134 416 3.08% 24,943 6.38%
Other Contractual Services 758,422 785,723 5.82% 27,301 3.60%
Central Garage Rentals 940,704 912,654 6.76% 28,050 -2.98%
Insurance 127,000 126,500 0.94% -500 -0.39%
Utilities 479,450 508,250 3.76% 28,800 6.01%
Merchandise for Resale 37,000 33,000 0.24% -4,000 10.81%
Contingency 136,130 131,064 0.97 5,066 -3.72%
Reimbursements from other funds 715,538 737,487 -6.46% 21,949 3.07%
Transfer to Street Const. Fund 394,197 394,197 2.92% 0 0.00%
Transfer to Street Debt Service Funds 238,375 243,449 1.80"/6 5,074 2.13%
Transfer to Police Fire DebVFund 745,853 747,325 5.53% 1,472 100.00%
Capital Outlay 310.555 313.700 2.32°% 3.145 1.01%
Total Operating Budget 13,187,566 13,504,916 100.00% 317,350 2.41%
1
20
General Fund Expenditures by Type
(59.2 P_.,.. —.I Costs
(2.2 Capital Outlay
(5.2 Police Fire Bonds
(1.7 Debt Service
(3.7 /o
Supplies (2.8 Street Construction
(0.9%) Contingency
(3.1 Se
ices (3.6 Utilities
(1.6 Communications (0.9 Insurance I
(2.9 Repair, rental
(6.4%) Central Garage
(5.5 Other Contractual (0.2 Cost of Sales
21
CITY OF BROOKLYN CENTER
GENERALFUND
STATEMENT OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCE
Adopted Estimated Adopted
1998 1998 1999
Budget Budget
Fund Balance January 1 $6,601,780 $6,601,780 $7,162,711
Revenues
Property taxes $7,126,573 $7,126,000 $7,309,933
Special assessments 1,000 1,000 1,000
Lodging taxes 460,000 618,000 550,000
Licenses and permits 364,585 536,688 414,270
Intergovernmental 3,848,814 3,872,106 3,889,507
Charges for services 882,594 753,360 862,206
Court fines 192,000 186,000 186,000
Investment earnings 300,000 300,000 280,000
Miscellaneous 12,000 89,000 12,000
Total Revenues 13,187,566 13,482,154 13,504,916
Expenditures
General government 1,460,896 1,417,600 1,446,958
Public safety 4,918,612 4,861,000 5,050,081
Community Development 634,423 585,000 641,506
Social services 80,104 80,104 79,860
Public works 2,508,073 2,508,000 2,624,669
Parks 840,072 837,000 864,478
Recreation 1,325,205 1,343,500 1,367,612
Economic development 218,500 300,000 261,250
Risk management 157,000 130,732 152,500
Contingency 136,130 0 131,064
Nondepartmental 239,239 190,000 230,995
Civic events 6,425 5,400 6,459
Reimbursements other funds (715,538) (715,538) (737,487)
Total Expenditures 11,809,141 11,542,798 12,119,945
Excess or Deficiency( 1,378,425 1,939,356 1,384,971
Other Financina Sources or Uses(
Debt Service transfers out (984,228) (984,228) (990,774)
Street const transfers out (394,197) (394,197) (394,197)
Total Other Financina Sources or Uses( (1,378,425) (1,378,425) (1,384,971)
Surplus or Deficit( 0 560,931 0
Fund Balance December 31 $6,601,780 $7,162,711 $7,162,711
22
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GENERAL 001
400 CITY COUNCIL 95,574 110,002 123,711 120,603
401 ADMINISTRATION 255,506 182,464 200,219 191,415
402 HUMAN RESOURCES /PURCH 111,949 153,567 165,069 166,239
403 CITY CLERK 946 64,804 69,279 70,855
404 ELECTIONS 55,679 41,276 69,088 57,166
410 _FINANCE 163,508 390,790 412,411 414,774
411 DATA PROCESSING 306,318 231,701 222 228,006
415 LEGAL 185,273 163,849 198,400 197,900
416 PATROL 2,671,215 2,621,645 2,709,132 2,796,754
417 DETECTIVES 513,826 546,279 579,855 544,099
418 SUPPORT SERVICES 693,698 744,945 840,719 937,341
419 OFFICE OF THE CHIEF 134,447 147,657 146,786 131,966
420 PRIVATE CONTRACTS 2,166 934 0 0
425 FIRE 663,414 604,979 594,271 592,737
426 EMERGENCY PREPAREDNESS 38,274 77,532 47,849 47,184
430 INSPECTIONS 236,071 203,004 261,724 268,174
431 PLANNING ZONING 66,070 142,097 111,107 110,712
432 ASSESSING 199,757 244,342 261,592 262,620
433 CONVENTION TOURISM 201,600 248,779 218,500 261,250
435 SOCIAL SERVICES 78,442 79,800 80,104 79,860
439 POLICE STATION MAINTENANCE 17,955 0 0 57,348
440 CUSTODIAL SERVICES 35,963 34,485 55,041 60,329
441 BUILDING MAINTENANCE 298,687 321,950 371,502 398,616
442 GOVT BLDG GROUND MAINT 17,221 53,021 65,364 60,902
443 ENGINEERING SERVICES 40,017 361,068 380,104 429
444 PUBLIC WORKS ADMIN 167,787 155,504 195,329 204,434
445 STREETS MAINTENANCE 527,419 879,422 941,086 897,028
446 TRAFFIC CONTROL 156,806 156,003 174,555 181,746
447 SNOW ICE CONTROL 331,097 163,324 191,092 200,403
448 STREET LIGHTING 113,664 140,456 134,000 134,500
449 PARKS GROUND MAINT 351,198 306,640 302,388 311,393
450 PARKS FACILITY MAINT 199,218 256,733 275,881 276,930
23
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
451 MAINT RECREATION PROGS 63,688 56,936 61,209 64,195
452 FORESTRY 97,532 141,200 106,829 109
454 ICE HOCKEY RINKS 61,023 74,117 93,765 102,541
459 CARS ADMINISTRATION 0 0 0 135,786
460 RECREATION ADMIN 0 370,021 433,630 322,080
461 ADULT RECREATION 420,972 223,977 249,490 234,.223
462 TEEN PROGRAMS 20,230 17,664 12,966 18,077-
463 YOUTH RECREATION 155,615 101,012 109,942 108,092
464 GENERAL RECREATION 92,427 62,599 53,924 55,088
465 COMMUNITY CENTER 424,358 254,813 225,580 244,418
466 POOL 396,538 333,326 239,673 249,848
470 RISK MANAGEMENT 132,409 110 157,000 152,500
471 CENTRAL SUPPLIES 177,104 192,685 375,369 362,059
472 CIVIC EVENTS 15,714 8,490 6,425 6,459
474 REIMB FROM OTHER FUNDS 0 661,058 715,538 737,487
475 TRANSFERS 0 624,637 1,378,425 1,384,971
GENERAL TOTAL 10,908,340 11,739,732 13,187,566 13,504,916
24
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND HOUSING AND REDEVELOPMENT 011
620 H.R.A. FUND 137,826 139,879 143,887 152,800
HOUSING AND REDEVELOPMENT TOTAL 137,826 139,879 143,887 152,800
1
1
25
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND ECONOMIC DEVELOPMENT AUTH 012
621 EDA FUND 463,705 3,140,389 286,507 515,851
622 EDA BOND PROCEEDS 594,701 4,602 750,000 0
623 EDA CDBG PROGRAMS 47,852 15,335 247,856 240,809
ECONOMIC DEVELOPMENT AUTH TOTAL 1,106,258 3,160,326 1,284,363 756,660
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CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND EARLE BROWN FARM TIF DIST 014
624 E.B.TAX INCREMENT DIST 1,216,452 1,242,270 1,282,000 1,332,000
EARLE BROWN FARM TIF DIST TOTAL 1,216,452 1,242,270 1,282,000 1,332,000
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27
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND TAX INCREMENT DIST #3 015
625 TAX INCREMENT DIST #3 0 314,987 694,801 759,801
TAX INCREMENT DIST #3 TOTAL 0 314,987 694,801 759,801
28
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND EMPLOYEE'S RETIREMENT FD 016
686 EMPLOYEE RETIRE FUND 78,133 183,514 60,000 60,000
EMPLOYEE'S RETIREMENT FD TOTAL 78,133 183,514 60,000 60,000
29
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND CITY INITIATIVES GRANT FUND 020
619 CITY INITIATIVES GRANT FUND 0 53,846 0 0
CITY INITIATIVES GRANT FUND TOTAL 0 53,846 0 0
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30
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND DISEASED TREE REMOVAL FD 017
627 DISEASED TREE FUND 70,495 0 0 0
DISEASED TREE REMOVAL FD TOTAL _70,495 0 0 0
31
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND COMMUNITY DEV BLOCK GRANT 019
628 CDBG FUND 55,698 438,016 247,856 240,809
COMMUNITY DEV BLOCK GRANT TOTAL 55,698 438_016 247,856 240_809
32
1
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND POLICE DRUG FORFEITURE FUND 018
629 POLICE DRUG FORFEITURE FUND 0 2,235 0 0
POLICE DRUG FORFEITURE FUND TOTAL 0 2,235 0 0
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i
33
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET
FUND CAPITAL IMPROVEMENTS FUND 025
630 CAPITAL IMPROVEMENT FD 384,293 652,899 9,325,000 7,419,700
CAPITAL IMPROVEMENTS FUND TOTAL 384,293 652,899 9,325,000 7,419,700
1
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34
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND MUNICIPAL STATE AID CONST 026
631 MSA FUND 2,588,345 934,282 724,350 1,536,616
MUNICIPAL STATE AID CONST TOTAL 2_588,345 934,282 724,350 1_536,616 i
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35
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET
FUND SPECIAL ASSESSMENT CONSTR 027
632 SPECIAL ASSMNTS CONST 2,373,253 1,343,956 2,008,150 2,052,835
SPECIAL ASSESSMENT CONSTR TOTAL 2,373,253 1,343,956 2,008,150 2,052,835
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36
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND M.S.A. BONDS 032
633 MSA BONDS DEBT SERVICE 308,273 308,988 308,878 308,310
M.S.A. BONDS TOTAL 308,273 308,988 308,878 308,310
1
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37
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND TAX INCREMENT BONDS
638 TAX INCREMENT BONDS 85 4,842,665 0 0 0
GO TAX INCREMENT BONDS 85 TOTAL 4,842,665 0 0 0
1
38
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO TAX INCREMENT BONDS 91 039
639 TAX INCREMENT BONDS 91 642,425 621,788 600,975 604,425
GO TAX INCREMENT BONDS 91 TOTAL 642,425 621,788 600,975 604,425
1
39
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO TAX INCREMENT BONDS 92 040
640 TAX INCREMENT BONDS 92 4,399,623 615,510 655,970 706,813
GO TAX INCREMENT BONDS 92 TOTAL 4,399,623 615,510 655,970 706,813
40
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO STREET IMPR BONDS 1994 041
641 STREET BONDS OF 1994 105,358 117,308 113,865 110,405
GO STREET IMPR BONDS 1994 TOTAL 105,358 117,308 113,865 110,405
1
1
1
1
1
1
1
1
1
1
41
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO STREET PR ON 1995 042
642 STREET BONDS OF 1995 26,308 98,906 101,675 103,985
GO STREET IMPR BONDS 1995 TOTAL 26,308 98,906 101,675 103,985
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CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO TAX INCREMENT BONDS 95 043
643 TAX INCREMENT BONDS 95 224,371 299,120 299,695 518,495
GO TAX INCREMENT BONDS 95 TOTAL 224,371 299,120 299,695 518,495
1
1
1
1
1
1
43
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO STREET IMPR BONDS 1996 044
644 STREET BONDS OF 1996 263 51,467 181,577 196,654
GO STREET IMPR BONDS 1996 TOTAL 263 51,467 181,577 196,654
44
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GO STREET IMPR BONDS 1997 045
645 STREET BONDS OF 1997 0 0 31,902 161,245
GO $TREET IMPR BONDS 1997 TOTAL 0 0 31,902 161,245
45
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND BUILDING IMPROVEMENT BONDS 046
646 97 BUILDING IMPROVEMENT BONDS 0 0 241,088 679,978
BUILDING IMPROVEMENT BONDS TOTAL 0 0 241,088 679,978
46
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND REFUNDING BONDS OF 1987 048
648 REFUNDING BONDS OF 87 53,550 41,103 0 0
REFUNDING BONDS OF 1987 TOTAL 53,550 41,103 0 0
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47
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND 1998 ST AID REFUNDING BONDS 049
649 REFUNDING BONDS OF 98 0 0 0 50,004
1998 ST AID REFUNDING BONDS TOTAL 0 0 0 50,004
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48
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURE BUDGET BUDGET
FUND GO STREET IMPR BONDS 1998 050
650 STREET BONDS OF 1998 0 0 0 29,564
GO STREET IMPR BONDS 1998 TOTAL 0 0 0 29,564
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1
1
1
1
1
1
49
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND LIQUOR STORES FUND 051
651 HUMBOLDT LIQUOR 879,713 922,588 851,241 891,743
652 BOULEVARD LIQUOR 860,045 944,505 1,006,495 1,035,095
653 NORTHBROOKL LIQUOR 1,052,191 1,070,809 1,159,989 1,184,819
LIQUOR STORES FUND TOTAL 2,791_948 2_937_902 3,017,725 3_111,657
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50
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND GOLF COURSE FUND 052
654 CENTERBROOK GOLF 314,752 342,698 292,536 285,934
GOLF COURSE FUND TOTAL 314,752 342,698 292,536 285,934
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51
1
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND EARLE BROWN HERITAGE CTR 053
655 CONVENTION CENTER 868,350 767,491 992,017 1,047,613
656 CATERING OPERATIONS 1,119,277 1,105,905 1,255,432 1,446,544
657 OFFICE RENTALS 81,924 61,357 68,410 51,648
658 INN ON THE FARM 353,715 321,803 312,109 300,439
659 EARLES RESTAURANT 68,224 49,278 54,552 0
660 EBHC ADMINISTRATION 0 191,988 218,322 235,408
999 UNDEFINED 332,586 378,615 0 0
EARLE BROWN HERITAGE CTR TOTAL 2,824,076 2_876,438 2,900,842 3,081,652
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1
1
52
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND RECYCLING AND REFUSE FUND 055
665 RECYCLING FUND 219,571 219,460 220,000 212,000
RECYCLING AND REFUSE FUND TOTAL 219,571 219,460 220,000 212,000
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53
1 CITY OF BROOKLYN CENTER
1 EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
1 EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND WATER UTILITY FUND 056
670 WATER FACILITY MAINT 340,067 362,844 391,613 436,738
671 WATER OPERATIONS 646,851 640,013 613,850 740,216
672 WATER CONSTRUCTION 2,489 0 1,800,500 790,700
t WATER UTILITY FUND TOTAL 989,407 1,002,858 2_805,963 1_967_654
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1
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1
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54
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND SANITARY SEWER FUND 057
675 SEWER FACILITIES MAINT 143,428 153,308 140,260 146,816
676 SEWER OPERATIONS 1,884,593 1,915,674 1,986,349 1,962,846
677 SEWER CONSTRUCTION 3,121 0 657,500 1,003,270
SANITARY SEWER FUND TOTAL 2_031,142 2_068,981 2_784,109 3 112,932
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55
i
CITY OF BROOKLYN CENTER
1 EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND STORM SEWER FUND 058
680 STORM SEWER OPERATIONS 328,056 347,554 494,122 493,092
681 STORM SEWER CONSTRUCT 5,788 0 3,943,000 502,945
STORM SEWER FUND TOTAL 333,845 347,554 4,437,122 996,037
1
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1
1
1
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56
CITY OF BROOKLYN CENTER
EXPENDITURES BY DIVISION TOTALS
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
EXPENDITURES EXPENDITURS BUDGET BUDGET
FUND CENTRAL GARAGE INTER SERV 060
685 CENTRAL GARAGE 958,688 1,001,799 2,055,014 2,026,890
CENTRAL GARAGE INTER SERV TOTAL 958,688 1,001,799 2,055,014 2,026,890
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57
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t
Member Kay Lasman introduced the following resolution and moved
its adoption:
HRA RESOLUTION NO. _9$-01
RESOLUTION ESTABLISHING THE FINAL TAX LEVY FOR THE
BROOKLYN CENTER HOUSING AND REDEVELOPMENT AUTHORITY
FOR THE YEAR 1999
WHEREAS, Minnesota statutes currently require certification to the Hennepin
County Auditor of a final tax levy on or before December 27, 1998.
t NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Authority of the City of Brooklyn Center as follows:
Section 1: That there be and hereby is levied a property tax for the Housing and
Redevelopment Authority, for the year 1999, at a rate of 0.0144 of taxable market value of all
taxable property, real and personal, 'situated within the corporate limits of the City of Brooklyn
Center, Minnesota and not exempted by the Constitution of the State of Minnesota or the valid
laws of the State of Minnesota, for the purpose of establishing an H.R.A. Fund and conducting
the operation of a H.R.A. pursuant to the provisions of MSA 469.001 through 469.047.
Section 2: That the consent resolution by the City Council of the City of
Brooklyn Center to this special tax for the operation of the Housing and Redevelopment Authority
be attached to this resolution and made a part of it.
December 14. 1998
Date a Chairs
The motion for the adoption of the foregoing resolution was duly seconded by member
Kathleen Carmody and upon vote being taken thereon, the following voted in favor
thereof.
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Lamm, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
59
Member Kay Tasman introduced the following resolution and moved
its adoption:
HRA RESOLUTION NO. qs -a4
RESOLUTION APPROVING THE FINAL BROOKLYN CENTER HOUSING
AND REDEVELOPMENT AUTHORITY BUDGET FOR THE YEAR 1999
PURSUANT TO MSA CHAPTER 469.033, SUBDIVISION 6 AND MSA
CHAPTER 469.1 SI J BDDaW N 1
WHEREAS, the Brooklyn Center Housing and Redevelopment Authority has
considered the budget and finds that this budget is necessary for the operation of the Brooklyn
Center Housing and Redevelopment Authority during the year 1999.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Authority for the City of Brooklyn Center as follows:
1. that the budget of the Housing and Redevelopment Authority for said City is hereby
approved and shall be:
ESTIMATED REVENUES: t
General Property Taxes $134,496
Intergovernmental Revenue Homestead Credit 18.304
Total Revenue by Source $152,800
APPROPRIATIONS:
Transfer to E.D.A. Fund $152,800
2. that a copy of this resolution be submitted to the City Council of the City of Brooklyn
Center.
Tic -embAr 14 1998
Date a Chad
The motion for the adoption of the foregoing resolution was duly seconded by member
Kathleen Carmody and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
60
t Member Kathleen Carmody introduced the following resolution and moved
its adoption:
EDA RESOLUTION NO. 98 -21
RESOLUTION APPROVING THE FINAL BROOKLYN CENTER ECONOMIC
DEVELOPMENT AUTHORITY BUDGET FOR THE YEAR 1999 PURSUANT
TO MSA CHAPTER 469.107. S UBDIVISI ON 1
WHEREAS, the Brooklyn Center Economic Development Authority has considered
1 the final budget and finds that this budget is necessary for the operation of the Brooklyn Center
Economic Development Authority during the year 1999.
NOW, THEREFORE, BE IT RESOLVED by the Economic Development
Authority for the City of Brooklyn Center as follows:
1. that the final budget of the Economic Development Authority for said City is hereby
approved and shall be:
ESTIMATED REVENUES:
General Property Taxes $189,051
Intergovernmental Revenue CDBG 240,809
I.D.R.B. Fees 24,000
Investment Earnings 150,000
Transfer from H.R.A. Fund 152.800
Total Revenue by Source $756,660
APPROPRIATIONS:
Redevelopment $515,851
CDBG programs 240M
Total Appropriations $756,660
2. that a copy of this resolution be submitted to the City Council of the City of Brooklyn
Center.
1
December 14. 1998
Date President
The motion for the adoption of the foregoing resolution was duly seconded by member
t Kay lasman and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
61
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
EDA RESOLUTION NO. 98-99
RESOLUTION REQUESTING THE CITY OF BROOKLYN CENTER TO LEVY
TAXES FOR THE BENEFIT OF THE BROOKLYN CENTER ECONOMIC
DEVELOPMENT A FOR THE-YEAR 1999
WHEREAS, Minnesota statutes currently require certification to the Hennepin
County Auditor of a final tax levy on or before December 27, 1998.
NOW, THEREFORE, BE IT RESOLVED by the Economic Development
Authority of the City of Brooklyn Center as follows:
That the Economic Development Authority requests the City of
Section 1. P ry
Brooklyn Center to levy a property tax for the benefit of the Economic Development Authority,
for the year 1999 at a rate not to exceed 0.01813% of taxable property, real and personal, situated
within the corporate limits of the City of Brooklyn Center, Minnesota and not exempted by the
Constitution of the State of Minnesota or the valid laws of the State of Minnesota, for the purpose
of maintaining. the E.D.A. Special Operating Fund pursuant to MSA Chapter 469.107, Subdivision
1.
Section 2: The City of Brooklyn Center will include the Economic Development
Authority's tax levy for the year 1999 in the City of Brooklyn Center's certification to the
Hennepin County Auditor of a final tax levy to on or before December 27, 1998. t
TkPrPm}Pr 1 4 1 1 998
Date �ident
The motion for the adoption of the foregoing resolution was duly seconded by member
Kay Lasman and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Lasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
62
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
1 RESOLUTION NO. 98-218
RESOLUTION APPROVING A FINAL TAX CAPACITY LEVY FOR THE
PURPOSE OF DEFRAYING THE COST OF OPERATION, PROVIDING
INFORMATIONAL SERVICE, AND RELOCATION ASSISTANCE
PURSUANT TO THE PROVISIONS OF MSA 469.001 THROUGH 469.047 OF
THE HOUSING AND REDEVELOPMENT AUTHORITY OF THE CITY OF
UOO KLYN CENTE FO THE YEAR 999
WHEREAS, the City Council of the City of Brooklyn Center is the governing body
of the City of Brooklyn Center; and
WHEREAS, the City Council has received a resolution from the Housing and
Redevelopment Authority of the City of Brooklyn Center entitled a "Resolution Establishing the
Final Tax Levy for the Brooklyn Center Housing and Redevelopment Authority for the Year
1999 and
WHEREAS, Minnesota statutes currently require certification of a final tax levy
to the Hennepin County Auditor on or before December 27, 1998; and
WHEREAS, the City Council, pursuant to the provisions of MSA 469.033,
Subdivision 6, must by resolution consent to the final tax levy of the Housing and Redevelopment
Authority of the City of Brooklyn Center.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that a special tax be levied upon all real and personal property within the City
of Brooklyn Center at the rate of 0.0144% of taxable market value of all taxable property, real and
personal, situated within the corporate limits of the City of Brooklyn Center, Minnesota and not
exempted by the Constitution of the State of Minnesota or the valid laws of the State of Minnesota.
BE IT FURTHER RESOLVED that the said property tax levy be used for the
operation of the Brooklyn Center housing and Redevelopment Authority pursuant to the provision
of MSA 469.001 through 469.047.
December 14 1 QQR I� �IM�
Date Mayor
ATTEST: tAW
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Lasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted. 63
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. 1 )9-?L9
RESOLUTION TO AUTHORIZE A FINAL
TAX LEVY FOR 1999
APPROPRIATIONS FOR THE GENERAL FUND, THE DEBT SERVICE
ELMDS_ THE_E.D.A. FUND. AND THE H.R.A. FUND BUDGET
WHEREAS, The City of Brooklyn Center is annually required by Charter and state law
to approve a resolution setting forth an annual tax levy to Hennepin County; and
WHEREAS, Minnesota statutes require certification of a final tax levy to Hennepin County
on or before December 27, 1998.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn
Center as follows:
1. There is hereby levied upon all taxable property lying within the City of Brooklyn Center,
a proposed tax levy of the following sums for the purpose indicated:
GENERAL FUND (without debt) $6,514,597
STREET IMPROVEMENT DEBT SERVICE -94 70,165
STREET IMPROVEMENT DEBT SERVICE -95 70,844
STREET IMPROVEMENT DEBT SERVICE -96 123,006
POLICE FIRE BUILDING DEBT SERVICE 784.692
TOTAL GENERAL FUND $7,563,304
ECONOMIC DEVELOPMENT AUTHORITY 194,898
HOUSING REDEVELOPMENT AUTHORITY 138,656
$7,896,858
2. The City Clerk shall cause a copy of this resolution to be certified to Hennepin County so
that said sum shall be spread upon the tax rolls and will be payable in the year 1999.
Derzemb= 1 4 199
Date Mayo
ATTEST:
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
and the following voted against the same: none
whereupon said resolution was declared duly passed and adopted.
64
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. 98 -229
RESOLUTION TO ADOPT THE 1999 PROPOSED BUDGET FOR THE
GENERAL TNT)
WHEREAS, the City of Brooklyn Center is annually required by Charter and state
law to adopt an annual budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the appropriations for budgeted funds for the calendar year 1999 shall be:
1. APPROPRIATIONS:
GENERAL FUND:
rganizational Unit
General Govermnent $1,446,958
Public Safety 5,050,081
Community Development 641,506
Convention Tourism 261,250
Social Services 79,860
Public Works 2,624,669
Parks 864,478
Recreation 1,367,612
Risk Management 152,500
Contingency 131,064
Central Supplies Support 230,995
Civic Events 6,459
Reimbursements from Other Funds 737,487
Transfers to Capital Projects Funds 394,197
Transfers to Street Debt Service Funds 243,449
Transfers to Police Fire Debt Service Fund 747,325
TOTAL GENERAL FUND $13,504,916
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65
RESOLUTION NO. 98 -220
2. ESTIMATED REVENUES:
GENERAL FUND:
General Property Taxes $7,309,933
Special Assessments 1,000
Sales Taxes on Lodging 550,000
Licenses Permits 414,270
Intergovernmental Revenue 3,889,507 a
General Government Services Charges 23,000
Public Safety Service Charges 23,050
Recreation Fees 816,156
Fines Forfeitures 186,000
Miscellaneous Revenue 292,000
TOTAL GENERAL FUND REVENUE BY SOURCE $13,504,916
Dec mhar 14, 1998
Date iViayor�%
ATTEST:
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay lasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
i
t
66
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. 98 -221
RESOLUTION TO ADOPT THE 1999 PROPOSED BUDGETS FOR THE
SPECIAL. RRVE M FUND
WHEREAS, the City of Brooklyn Center is required by Charter and state law to
adopt an annual budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the budgets for the following funds for the year 1999 shall be:
SPECIAL REVENUE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Housing Redevelopment Auth. $152,800 $152,800
Economic Development Authority $756,660 $756,660
Earle Brown Tax Increment Distr. $1,226,212 $1,332,000
Tax Increment Distr. #3 $1,308,002 $759,801
Community Dev Block Grant $240,809 $240,809
TOTAL $3,684,483 $3,242,070
I December embe 1.4 ,_1 998
Date Mayor
ATTEST: A A
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and RatfA-rt Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
67
1
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. 98 -222
RESOLUTION TO ADOPT THE 1999 PROPOSED BUDGETS FOR THE
CAPITAL PROJEC FTWDS
e City of Broo Center is required b
WHEREAS, th ty yn quued y Charter and state law to
adopt an annual budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the budgets for the following funds for the year 1999 shall be:
CAPITAL PROJECTS ESTIMATED
FUNDS RF.VFNTTFS APP
Capital Reserve Emergency Fund $60,000
Capital Improvements Fund $2,977,159 $7,419,700
M.S.A. Construction Fund $874,736 $1,536,616
Special Assessment Construction $1,637,537 $2,052,835
T $5,549,432 $11 009
TO AL 151
Decem ber 14. 1998
Date Miyor
TTEST:pp��i-
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
i
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
68
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. 98 -223
RESOLUTION TO ADOPT THE 1999 PROPOSED BUDGETS FOR THE
ENTERPRISE FUND
WHEREAS, the City of Brooklyn Center is required by Charter and state law to
adopt an annual budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the budgets for the Enterprise Funds for the year 1999 shall be:
OPERATIONS: ESTIMATED
REVENUES: APPROPRIATIONS:
Liquor Stores $3,152,350 $3,106,657
Centerbrook Golf Course $356,468 $322,934
Earle Brown Heritage Center $3,087,000 $2,988,902
Water Utility $1,350,616 $1,163,954
Sanitary Sewer $2,465,630 $2,109;662
Storm Drainage $1,025,961 $493,092
Recycling $212.000 $212.000
TOTAL $11,650,025 $10,397,201
CONSTRUCTION: APPROPRIATIONS:
1 Liquor Stores $5,000
Centerbrook Golf Course $13,000
Earle Brown Heritage Center $92,750
I Water Utility $803,700
Sanitary Sewer $1,003,270
Storm Drainage $502.945
TOTAL $2,420,665
December 14. 199A Date
ATTEST: !vx'�,'
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
i and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted. 69
Member Kathleen Carmody introduced the following resolution and moved
its adoption:
RESOLUTION NO. _93-994
RESOLUTION TO ADOPT THE 1999 PROPOSED BUDGETS FOR THE
INTERNAL SERVICE FLTNfl
WHEREAS, the City of Brooklyn Center is required by Charter and state law to
adopt an annual budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the budgets for the following funds for the year 1999 shall be:
INTERNAL SERVICE ESTIMATED
FUNDS REVENUES: APPROPRLA-TIONS:
Public Employees Retirement $60,000 $60,000
Central Garage $2,026,890 $2,026,890
TOTAL 2 086
,890 $2,086,890
npC amlwr 14,
1
Date a Mayor
ATTEST:
City Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Robert Peppe and upon vote being taken thereon, the following voted in favor
thereof:
Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Tasman, and Robert Peppe;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
70
1
GENERAL FUND
400 City Council
1 401 Administration
402 Human Resources/Purchasing
403 City Clerk
1 404 Elections
410 Finance
411 Data Processing
415 Legal
416 Patrol
417 Investigation
418 Support Services
419 Office of the Chief of Police
420 Private Contract Assignments
425 Fire
426 Emergency Preparedness
430 Inspections
431 Planning and Zoning
432 Assessing
433 Convention and Tourism
435 Social Services
439 Police Station Maintenance
440 Custodial Services
441 Building Maintenance
442 Government Buildings Ground Maintenance
443 Engineering Services
444 Public Works Administration
445 Streets Maintenance
1 446 Traffic Control
447 Snow and Ice Control
448 Street Lighting
449 Park Grounds Maintenance
450 Parks Facility Maintenance
451 Maintenance for Recreation Programs
452 Forestry
454 Ice and Hockey Rinks
459 Community, Activities, Recreation and Services Administration
460 Recreation Administration
461 Adult Recreation
462 Teen Programs
463 Youth Recreation
464 General Recreation
465 Community Center
466 Pool
470 Risk Management
471 Central Supplies and Support
71
f
472 Civic Events
474 Reimbursement from other Funds
475 Transfers
SPECIAL REVENUE FUNDS t
619 City Initiatives Grant Fund
620 HRA Fund
621 EDA Redevelopment Programs
622 EDA Bond Proceeds
623 EDA CDBG Programs
624 Earle Brown Tax Increment Financing District
625 Tax Increment District No. 3
628 CDBG Fund
629 Police Drug Forfeiture Fund
CAPITAL AND BOND
630 Capital Improvements Fund
630R Capital Reserve Emergency Fund
631 MSA Fund
632 Special Assessment Construction Fund
633 G. O. State Aid Road Bonds, Series 1991B
639 G. O. Tax Increment Bonds, Series 1991A
640 G. O. Tax Increment Bonds, Series 1992A
641 G. O. Improvement Bonds, Series 1994B
642 G. O. Improvement Bonds, Series 1995B
643 G. O. Tax Increment Bonds, Series 1995A
644 G. O. Improvement Street Bonds, Series 1996A
645 G. O. Improvement Street Bonds, Series 1997A
646 G. O. Police and Fire Building Bonds, Series 1997B
648 G. O. Improvement Refunding Bonds, Series 1987A
649 G. O. State Aid Road Refunding Bonds, Series 1998B
650 G. O. Improvement Street Bonds, Series 1998A
ENTERPRISE FUNDS
651 Humboldt Liquor
652 Boulevard Liquor
653 Northbrook Liquor
654 Centerbrook Golf Course
655 Convention Center
656 Catering Operations
657 Office Rentals
658 Inn on the Farm t
660 Earle Brown Heritage Center Administration
72
UTILITIES
665 Recycling Fund
670 Water Facility Maintenance
671 Water Operations
672 Water Construction Projects
675 Sewer Facilities Maintenance
676 Sewer Operations
677 Sewer Construction Projects
680 Storm Sewer Operations
681 Storm Sewer Construction Projects
CENTRAL GARAGE PENSION
685 Central Garage
686 Employee Retirement Fund
1
73
UCJCI: i CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
PERSONAL SERVICES
4100 Salaries/Wages, Reg Employees Self explanatory Self explanatory
4112 Overtime of Regular Employees Self explanatory Self explanatory
4113 Compensatory Pay Police On call pay for court appearances Included in budget for object 4100
4130 Wages of Part-time Employees Self explanatory Self explanatory
4131 Overtime of Part-time Employees Self explanatory Self- explanatory
4132 D'Amico's Employees Catering staff employed by D'Amico Self- explanatory
4133 Vacation Pay Self- explanatory Included in budget for object 4100
4134 Holiday Pay Self- explanatory Included in budget for object 4100 t
4135 Sick Leave Pay Self explanatory Included in budget for object 4100
4140 PERA Defined Contribution City Contribution to PERA Defined Contr PERA available to City Council members
4141 PERA Basic Plan City Contribution to PERA Basic Plan Self- explanatory
4142 PERA Coordinated Plan City Contribution to PERA Coord Plan Self explanatory
4143 PERA Police Fire Plan City Contribution to PERA Police &Fire Self- explanatory
4146 FICA/Medicare Payroll Tax City Share Self explanatory
4149 Fire Pension Contribution City Contribution to Fire Relief Pension Self explanatory
4150 Employee Benefits City Contribution to employee benefit plan Cafeteria benefits plan
4151 Health Insurance Health Premium City Share Replaced by 4150 Employee Benefits
4152 Life Insurance Life Premium City Share Self explanatory
4153 Dental Insurance Dental Premium City Share Replaced by 4150 Employee Benefits
4154 Worker's Comp Insurance WIC Premium City Paid Self- explanatory
4156 Unemployment Compensation Unemployment City Paid Self explanatory
4158 Disability Insurance Disability City Paid Self- explanatory
4196 D'Amico's Employee Benefits Benefits cost of staff employed by D'Amico Self- explanatory
4198 Engineering Fees Reimbursed Allowance for Personnel Costs Charged to Capital Projects
4199 Salaries Reimbursed Costs of Administrative Support Includes salary, benefits, and
Personnel who are allocated out to rental charges
other City departments and funds
SUPPLIES
4210 Office Supplies Miscellaneous supplies used in Pens, paper, ribbons, filing supplies,
normal office operation stationery, etc.
74
CLASSIFICATION OF EXPENDITURE OBJECT CODES
UtiJ tl: r
NUMBER OBJECT DESCRIPTION TOINCLUDE
4212 Printed Forms Forms printed specifically for an Police citation books, assessors
operating department filed cards valuation notices,
time cards, receipts, licenses.
4217 Paper Supplies Paper used for maintenance of buildings Self explanatory
4220 Operating Supplies, General Supplies other than office or repair Film, building codes and regulations,
supplies used in the normal operation arts and craft supplies, pottery, game
of a department that cannot be equipment, ping pong paddles, cues
specifically identified and placed under balls, playground supplies, program
a more definitive object code supplies, directories, photographic
supplies, emergency flares, ammunition,
wall maps, tear-gas, small batteries.
4221 Motor Fuels Gas diesel fuel for mobile Self- explanatory
and other equipment
4222 Lubricants Additives Self- explanatory Self explanatory
4223 Cleaning supplies Any items used for cleaning Rags, brooms, buffing pads, soap,
cleaning compounds, etc.
4224 Clothing Personal Equipment Required uniforms and personal Police Fire Department
equipment uniforms
4225 Shop Supplies Any materials, except small tools, Cleaning solvents, auto wax, nuts and
needed in a department shop to carry bolts, hand cleaners, tire repair
out its function material, antifreeze, windshield solvent
4226 Chemicals Chemical Products Chemicals used in operations Swimming pool chemicals and cleaners
4227 Safety Supplies Items purchased to provide for the O.S.H.A. required supplies, first aid
safety of employees participants supplies
4229 Welding Supplies Self explanatory Self- explanatory
4230 Repairs Maintenance Supplies Items purchased for repair or Air filters, light bulbs, bolts nuts, and
maintenance of department and other other supplies needed to repair any
facilities except buildings and mobile items except building and mobile
equipment equipment
4231 Equipment Parts Parts ri—. ry to maintain and repair Parts for mobile other equipment.
any City owned equipment including Batteries, oil, filters, spark plugs, points,
mobile equipment body parts, etc.
4232 Tires Self- explanatory Self- explanatory
4233 Building Repair Supplies Items purchased for repair of buildings Paint, lock repairs, heating and air
and mechanical equipment which is conditioning maintenance, lumber,
part of the building electrical, plumbing, roof maintenance,
glass replacement
4234 Street Maintenance Materials Materials purchased to be used in the Ice control salt, sand, cement, gravel,
maintenance and repair of City streets sealcoating oil, marking paint, hot mix, etc.
4235 Landscape Materials Supplies Materials purchased to maintain or Fertilizer, seed, sod, trees, shrubs, etc.
install landscaping
4236 Signs Striping Materials Material purchased to Sign blanks, sign faces, sign posts, paint, nuts,
maintain and prepare signs bolts, mist. hardware, center line paint
75
CLASSIFICATION OF EXPENDITURE OBJECT CODES
UDj d, i
NUMBER OBJECT DESCRIPTION TOINCLUDE
4237 Paint Supplies Painting supplies for Central Garage repairs Self explanatory
4240 Small Tools Tools with a value of less than $500 Rakes, shovels, picks, forks, wrenches,
used to accomplish the departments pliers, hammers, small power tools,
tasks screwdrivers, and other hand tools
4241 Laundry items purchased to clean clothing, Laundry soap, cleaner, etc.
towels, etc.
4243 Utility System Supplies Items purchased to repair and maintain Plumbing supplies, valves, fittings,
the City's water sewer system pipe, hose, damps, etc.
4244 Athletic Field Supplies Items purchased to improve or Agricultural lime, marking lime, clay,
maintain athletic fields bases, stakes, plates, and sod
4245 Maintenance Supplies Supplies used by Streets Department Self- explanatory
4246 Trailway Repair Supplies Items purchased to improve or Bituminous, gravel, or other material
maintain trailwways for trailways only
4247 Park Courts Repair Supplies Items purchased to improve or Bituminous, gravel, or other material
maintain tennis and basketball courts for courts only
4250 Dare Supplies Items purchased for the DARE program Self explanatory,
4271 Minor Equipment Equipment or computer software with a Misc. computer software, calculators,
value of less than $1,000 to accomplish and other minor equipment
the departments tasks
PURCHASED SERVICES
4308 Charter Commission Expenses of the Charter Commission Self- explanatory
4310 Professional Services, General Fees for professional services of Designers, architects, inspectors.
outside consultants other than appraisers• plan checks, employment
specifically defined testing, field tests
4311 Benefits Administration Fees for professional services of COBRA benefits administration
outside payroll benefits administrator
4312 Legal Professional Services Legal Counsel City Attorney and other outside legal
assistance, expert witness testimony,
lie detector tests
4313 Audit &Financial Services Fees for annual independent audit and Audit fees, financial consulting fees
other outside financial consultation
4314 Medical Services Fees for outside medical consulting Home nursing, medical exams, blood
services tests, psychological testing
4315 Instructors Fees for outside instructors in or Instructors for Recreation Programs
with a department
4318 Casual labor Fees for persons who are temporary Includes anyone who would covered
employees but are not on the payroll by the City s worker's compensation
system insurance if injured
76
UtiJtl: i CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
COMMUNICATIONS
4321 Postage All postage paid U.S. mail Permit mail, metered mail, and all
outgoing mail
4322 Telephone Services Monthly telephone charges Self explanatory
4323 Radio Communications Rental charge for radio units Rental of mobile radios, UHF radios,
and service maintenance charges portable radios, and the monthly service
maintenance charge
4324 Delivery Service Self explanatory Self- explanatory
4330 Transportation Bus service or other transport Used for Recreation programs such as
contracted from an outside party Community Tripsters, and City Tours
4334 Use of Personal Auto Mileage reimbursements to employees Mileage reimbursed at the We consistent
for use of personal autos and parking with IRS regulations.
fee reimbursements
4340 Advertising, General Advertising or promotion besides Community advertising and auctions
employment or legal notices
4341 Employment Advertising Help wanted ads Help wanted ads
4350 Printing Cost for printing to be distributed Outside printing of flyers, brochures
to the public or pamphlets
4351 Legal Notice Publication Cost of publication of legal notices Legal notices ordinances published
in newspapers or other media
REPAIR. RENTAL MAINTENANCE
4380 Repair Maint Contract Cost of repair performed by outside Any repair not detailed in one of the
contractors accounts below
4381 Auto Equipment Repair Cost of auto and other mobile Outside transmission work, body work,
equipment repaired by a private wheel alignment and balancing, etc.
contractor
4382 Equipment Repair Cost of service agreements and Service agreements, office equipment
repairs by private contractors of City repair, audio visual equipment repair,
equipment other than auto and mobile recreational equipment repair, radar
equipment unit repair, time dock repair, etc.
4383 Buildings Repairs Repairs to city owned buildings Self- explanatory
4384 Street and Alley Repair Cost of private contractor to repair or Self- explanatory
replace City streets
4385 Landscaping Services Cost of private contractor to either Sod, trees, grading, mowing, fertilizing
maintain of install landscaping
4386 Communications Systems Cost of contractual service Maintenance of Public Services, Civil
Maintenance maintenance charge for City owned Defense and Fire Department Radio
radio units and bases systems
4387 Traffic Signal Maintenance Cost of repairs and maintenance of Private contractor to replace lamps
City traffic signals and other maintenance items
77
CLASSIFICATION OF EXPENDITURE OBJECT CODES
c7rs.itl: i
NUMBER OBJECT DESCRIPTION TOINCLUDE
4388 Electrical Repairs Cost of electrical repairs to City Self explanatory
buildings
4389 Maintenance Contracts An agreement with a contractor to provide Self explanatory
all required repairs needed for a specified system
or unit for an agreed upon time period.
4390 Rentals Any rental not described in one of the Self -explanatory
other rental accounts
4392 Building Rentals Cost of renting buildings used by Rental of school rooms for recreation
the City programs, schools and churches for
elections
4393 Equipment Rentals Cost of renting equipment for City use Rental of backhoes, boom trucks,
tree movers, lift trucks, and specialized
hand tools
4396 Software Maintenance Maintenance contracts on computer software Self- explanatory
4397 LOGIS Charges Cost of LOGIS (Local Government Mainframe computer equipment, software, and
information System) data processing support services costs
for all automated functions
4398 Protection Service Cost of departmental fire and burglar Alarm systems maintenance for
alarm services City buildings
OTHER CONTRACTUAL SERVICES
4400 Other Contractual Services Includes other contractual services Self- explanatory
used that cannot be specifically
identified and placed under a more
definitive object code
4406 Special Events Expenses Incurred to Support Community Self- explanatory
Celebrations such as Earle Brown Days
4411 Conferences and Schools Direct costs of attendance at all Travel, conferences, schools,
conferences, seminars, etc. including seminars, reimbursements to
travel for General Fund Departments. employees for approved training
All charges to Unallocated courses, local meeting expenses, and
Departmental Expenses except for all other training. Does not include
Police and Fire Training employee salaries while attending
the same
4412 Meeting Expenses Costs to Host or Attend a Meeting Self- explanatory
4413 Dues and Subscriptions Cost of subscriptions to various League dues, Metro Cities dues,
publications, membership dues in Labor Relations consulting services,
various professional associations professional dues, magazine
and intergovernmental associations subscriptions, etc.
4414 Licenses, Taxes, Fees Vehicle excise tax, permits required for Self- explanatory
the City to carry on an activity,
4415 Awards and Indemnities Court Settlements Self- explanatory
4416 Prize Funds/Expense Reimbursement Dudley Team Prize Funds/Expense Reimb. Self- explanatory
4417 Books and Reference. Materials Self- explanatory Self- explanatory
78
CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
4418 Relocation Benefits Relocation assistance Self explanatory
4419 Vehicle Licenses MN license plates for City owned Self- explanatory
vehicles
4420 Human Rights Commission Expenses of the Human Rights Commission Self explanatory
4421 Janitorial Services Cost of private contractor to Self explanatory
provide janitorial services
4423 San Sewer Disposal Charges Payments to the Metropolitan Council Cost of treatment of sewage
Environmental Services prior to its discharge
4424 Towing Charges Cost of towing and storing private Self- explanatory
vehicles tagged by the Police Dept.
4425 Boarding of Prisoners Cost of boarding prisoners at the Self explanatory
workhouse
4426 Microfilming Costs of microfilming done by others Self explanatory
than City employees under contract
4427 Diseased Tree Removal Cost of private contractor to Usually diseased but includes all trees
Contract remove trees
CENTRAL GARAGE CHARGES
4440 Fuel Charges Cost of fuel used in City s vehicles Self- explanatory
and equipment
4441 Faced Charges Monthly charges for replacement Depreciation, Inflation, Administrative
of City vehicles and equipment Overhead, and LOGIS charges
4442 Repair Maintenance Charges Charges for repairs and maintenance Mechanics labor, parts, outside repairs,
of City vehicles and equipment and overhead charges
4443 Multi -Use Charges Cost per hour charged out to Replacement, fuel, repairs
departments for use of vehicles and maintenance costs
and equipment charged out by the hour
4444 Replacement Charges Capital contributions necessary to cover Self explanatory
funding shortfalls for new equipment purchases
INSURANCE
4461 General Liability Insurance Insurance premium for liability coverage Self explanatory
4462 Property Insurance Insurance premium on City property Self explanatory
4463 Machinery Breakdown Insurance Covers the risk of breakdown of a Pumps, motors, air conditioning, refrigeration
variety of equipment heating, compressors, and telephone equipment
4464 Equipment Floater Insurance Insurance premium on Self- explanatory
detached equipment
4465 Automotive Insurance Liability property coverage for Self explanatory
City vehicles
4466 Bonds Insurance Bond insurance premium on Self explanatory
City employees
79
CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
4467 Moneys Credits Insurance Insurance premium on City cash Self- explanatory
4469 Dram Shop Insurance Insurance premium on liquor Self- explanatory
stores' liability
UTILITIES
4481 Electric Service Cost of electricity for lights and Electric service for buildings, lights, air
electric power conditioning, equipment, boilers
4482 Gas Service Cost of natural gas used for heating Self- explanatory
buildings
4483 Heating Oil Cost of oil used for heating buildings Fuel for City buildings
4484 Water Cost of City water used in City Water for swimming pool, wading pools,
operations drinking, bathrooms, ice rinks
4485 Sanitary Sewer Cost of sewage disposal Swage charges
4486 Hazardous Waste Disposal Cost of disposing of hazardous waste Self- explanatory
4487 Solid Waste Disposal Cost of solid waste disposal Trash removal
4488 Storm Water Drainage Cost of storm water disposal Storm water drain charges
CAPITAL OUTLAY
4510 Land and Interest in Land Purchase of Land Self- explanatory
4511 Improvements to Land Any cast of improving the land Grading, large tree plants, parking
itself, exclusive of buildings or lot improvements, sidewalks
equipment on that land
4512 Right of Way Easements Cost of acquiring right of way property Entire cost to the right of way property
including the land and building
4520 Buildings Cost of acquiring or constructing All buildings, including park shelter
buildings or cost of additions or buildings
major remodelling of said buildings
4530 Other Improvements Major acquisitions or construction Tennis courts, volleyball courts,
not classified as land, land improvements, surfaced playground area, permanent
buildings, or any other specifically bleachers, backstops, chain link
defined capital outlay object code fences, snow fencing
4531 Special Assessments on Land Cost to City for land improvements Water service, sewer service, street
to City owned land through special improvements, curb and gutter,
assessment process sidewalks, etc.
4548 Computer Equipment Data processing equipment Personal computers, printers, software,
used in a City office and communications equipment
4550 Furniture and Fixtures Furniture factures other than those Kitchen appliances, lounge
used in a City office furniture, store shelving
4551 Office Furnishings and Furnishings and equipment Desks, chairs, tables, file cabinets,
Equipment used in an office computers, printers, and any other
office equipment
80
CLASSIFICATION OF EXPENDITURE OBJECT CODES
UbitL;i
NUMBER OBJECT DESCRIPTION TOINCLUDE
4552 Other Equipment Any other equipment not Radios, police, fire, recreation
detailed in another category equipment, vacuums, ladders, etc.
4553 Mobile Equipment Motorized vehicles, their Automobiles, trucks, trailers, tractors,
accessories and other rolling stock and construction equipment
4560 Construction Contracts Outside contractor hired to construct Self explanatory
a building, park, street or public improvement
DEBT SERVICE
4610 Debt Service Principal Self- explanatory Bonds maturing paid in the current year
4611 Interest Self- explanatory Bond interest, line of credit interest
4612 Paying Agent Fees Fees paid to bond registrar to handle Self explanatory
bond payments to bond holders
4613 Special Assessment Processing Fee Fee paid to Hennepin County Cost of p� z .ping special assessments
4614 Continuing Disclosure Fee Self- explanatory Bonds maturing paid in the current year
OTHER DISBURSEMENTS
4702 Administrative Service Transfer Reimbursement to the General Fund of the Primarily charged to enterprise funds
costs of personnel providing services to other funds
4703 Engineering Reimbursement Transfer Reimbursement to the General Fund of the Primarily charged to enterprise funds and
costs of personnel providing construction capital projects funds
project management services to other funds
4704 Storm Sewer Wage Reimbursement Reimbursement to the General Fund of the Charged to the Storm Drainage Utility Fund
costs of personnel maintaining the storm sewers
4727 Special Assessment Const. Transfer Transfer to cover another fund's share of If from the General Fund, takes the place of
a construction project sale of bonds supported by property taxes
4730 Debt Service Fund Transfer Transfer of property taxes collections to Allows the General Fund to show the total
the debt service funds property taxes for the City in one place
4800 Inventory Variances Adjustments to the perpetual inventory Self explanatory
after physical counts
4801 Merchandise Breakage Adjustments to the perpetual inventory Self explanatory
for merchandise breakage
4802 Delivery Charges Cost of outside contractor to deliver Self- explanatory
liquor store merchandise to the stores
4821 Liquor Cost of Sales Liquor merchandise purchased for the Self explanatory
Liquor Stores with intent of resale to
the public
4822 Wine Cost of Sales Wine merchandise purchased for the Self explanatory
Liquor Stores with intent of resale to
the public
4823 Beer Cost of Sales Beer merchandise purchased for the Self-explanatory
Golf Course or Liquor Stores with
the intent of resale to the public
81
CLASSIFICATION OF EXPENDITURE OBJECT CODES
UoJ r-Q i
NUMBER OBJECT DESCRIPTION TOINCLUDE
4824 Mix Non Taxable Cost of Sales Mix merchandise purchased for the Self explanatory
Liquor Stores with intent of resale to
the public
4825 Mix Taxable Cost of Sales Mix merchandise purchased for the Self-explanatory
Liquor Stores with intent of resale to
the public
4826 Miscellaneous Cost of Sales Misc. merchandise purchased for the Self explanatory
Liquor Stores with intent of resale to
the public
4840 Merchandise for Resale Merchandise purchased with Concessions, recreation items such
the intent of resale to the public as shirts, goggles, bags, etc.
4842 Food Cost of Sales Food and beverages purchased for All food items purchased for resale
the Golf Course with the intent of
resale to the public
4843 Banquet Expenses Food and beverage costs for banquets Self- explanatory
at the Golf Course
4920 Depreciation Self- explanatory Self- explanatory
4995 Contingency Reserve established by the City Used only at the direction of the
Council for annual unanticipated needs City Council
82
L CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GENERAL 001
3009 Gross Property Tax Levy 0 0 7,374,544 7,563,304
1 3010 Est Uncollectible Tax Levy 0 0 247,971 253,371
3011 Net Current Ad Valorem Taxes 5,722,795 5,865,755 0 0
3012 Delinquent Ad Valorem Taxes 10,307 54,558 0 0
3013 Penalties Interest on Taxes 17,357 -8,283 0 0
3017 Rents -Tax Revenue 91 100 0 0
Property Taxes TOTAL 5,695,223 5,803,014 7,126,573 7,309,933
1 3021 Lodging Tax 424,419 523,745 460,000 550,000
3081 Special Assessments 671 1,008 1,000 1,000
3083 Penalties on Spec Assessments 0 2 0 0
3084 Interest on Special Assessment 564 121 0 0
Miscellaneous Taxes TOTAL 425_654 524_875 461,000 551,000
3111 Liquor Licenses 115,865 132,258 116,000 132,000
3112 Beer Licenses 4,800 5,910 4,800 6,000
3113 Garbage Hauling Licenses 2,300 2,180 2,825 3,225
3114 Taxi Cab Licenses 800 475 2,025 2,700
3115 Mechanical Licenses 4,010 4,395 4,000 4,500
3116 Pawn Shop Licenses 0 8,000 0 8,000
L 3119 Service Station Licenses 1,925 2,356 2,670 2,995
3120 Motor Vehicle Dealer Licenses 900 1,013 1,400 1,575
3121 Bowling Alley Licenses 808 348 1,400 700
3124 Miscellaneous Business License 2,050 14,074 2,000 2,000
3126 Cigarette Licenses 1,125 2,017 3,250 3,900
3128 Sign Permits 2,790 2,453 2,500 2,500
I 3129 Rental Dwelling Licenses 21,107 7,430 28,215 28,215
3132 Amusement Licenses 7,990 6,550 8,300 8,960
3150 Animal Control Revenue 5,841 8,872 5,700 8
3151 Building Permits 181,706 211,042 130,000 150,000
3152 Mechanical Permits 29,275 51,601 30,000 30,000
i 3153 Sewer Water Permits 1,498 986 1,500 1,000
3154 Plumbing Permits 17,211 23,273 18,000 18,000
83
1
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
Licenses and Permits TOTAL 402,000 485,231 364,585 414,270
3210 Federal Grants 0 68,181 0 0
3212 Federal Grants Civil Defense 6,000 5,000 7,000 5,000
3240 State Grants 27,900 20,079 0 0
3242 State Grant Drug Policy 0 710 0 0
3245 State Grant -911 Phone Service 10,619 12,724 10,750 12,750
3247 State Grant Police Training 13,865 13,675 14,000 13,700 t
3250 Local Government Aid 1,865,664 1,922,164 2,012,749 2,069,744
3251 Municipal St Aid for Streets 90,001 90,001 90,000 90,000
3252 Police Pension Aid 242,013 236,535 245,000 236,535
3253 Pera Aid 0 17,183 34,365 34,365
3254 Fire Insurance Rebate 88,272 84,619 88,272 84,619
3255 Homestead Credit Aid 1,272,972 1,308,130 1,308,130 1,307,465
3256 Local Performance Aid 0 32,093 37,778 34,529
3273 School Crime Levy Revenue 770 807 770 800
Intergovernmental Revenue TOTAL 3,618,075 3,811,899 3,848,814 3,889,507 j
3310 Planning Commission Applicatn 9,200 3,800 5,000 5,000
3311 Zoning Changes Spec Use Prmt 2,425 4,475 3,000 3,000
3317 Metro Section 8 Inspections 7,392 8,592 7,000 8,500
3321 Sale of Maps Documents 1,434 798 1,000 800
3323 Sale of Plans Specs 2,231 3,211 3,000 3,000
3324 Filing Fees 90 0 100 0
3330 Weed Cutting Charges 590 680 900 700
3331 Abatement Fees 1,260 405 800 400
3332 Assessment Searches 435 330 300 300
3333 Assessment Processing Fees 40 0 0 0
3334 Research Charges 142 0 200 0
3335 Final Plat Vacation Fees 825 500 600 500
3338 Diseased Tree Admin Charge 525 0 0 0 t
3339 Tree Contractor Registration 0 875 0 800
Charges for Services TOTAL 26,589 23,666 21,900 23,000
84
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
3341 Fire Alarm Fees 150 1,800 150 150
3342 Burglar Alarm Fees 13,800 14,800 14,000 15,000
3344 Tow Revenue 1,402 771 1,250 1,000
3345 Police Service Revenue 1,848 1,269 1,200 1,000
3346 Police Report Revenue 3,440 4,145 3,500 3,500
3347 License Investigations 2,759 1,835 1,600 1,400
3348 Private Security Contracts 0 948 2,000 1
Public Safety Charges TOTAL 23,399 25,568 23,700 23,050
3361 Adult Recreation Programs 302,294 273,590 315,524 310,156
3362 Teen Recreation Programs 12,484 15,448 13,500 16,000
3363 Childrens Recreation Programs 81,193 77,991 90,595 91,300
3364 General Recreation Programs 3,655 6,077 6,175 10,600
Recreation Fees TOTAL 399_627 373,106 425_794 428_056
3371 Memberships Family 11,093 9,894 11,000 11,000
3372 Memberships- Individual 19,455 18,484 21,000 21,000
3373 Memberships- Family Water Slide 846 1,787 1,000 2,000
3374 Memberships Ind Water Slide 121 1,266 200 1,500
3375 General Admissions Individual 143,846 124,460 160,000 145,000
3376 General Admissions Groups 18,324 11,331 21,000 18,000
3379 Swim Lessons 82,888 81,389 84,000 84,000
3380 Swim Club 0 0 0 8,000
3381 Locker Rental 8,848 6,569 9,000 8,000
3382 Baby Sitting 1,106 1,016 0 1,100
3383 Concessions 61,747 41,675 65,000 47,500
3384 Special Events 13,689 13,576 14,000 14,500
3385 Game Room 6,123 4,780 6,000 6,000
3387 Merchandise for Resale 10,951 7,617 8,000 8
3389 Constitution Hall Rental 10,900 11,403 11,000 12,000
3390 Gift Certificate 30 54 0 0
Community Center Fees TOTAL 389,968 335,300 411,200 388,100
3450 Court Fines 186,761 183,270 192,000 186,000
85
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
Court Fines TOTAL 186,761 183,270 192,000 186,000
3461 Other Revenue 5,952 10,974 12,000 12,000
3462 Refunds Reimbursements 0 86,717 0 0
3467 Sale of Property 0 1,140 0 0
3468 Contributions Donations 300 3,500 0 0
3471 Cash Over and (Short) 506 787 0 0
3472 Check Processing Fee 140 275 0 0
3478 Unclaimed Evidence 579 841 0 0
3479 Forfeited Drug Money 8,444 0 0 0
Miscellaneous Revenues TOTAL 15,920 104,234 12,000 12,000
3800 Interest Earnings 312,831 354,597 300,000 280,000
Investment Earnings TOTAL 312,831 354,597 300,000 280,000
3951 Transfer of Liquor Earnings 100,000 100,000 0 0
Transfers from other Funds TOTAL 100,000 100,000 0 0
GENERAL
TOTAL 11,596,046 12,124,762 13,187,566 13,504,916`
86
Division: Cit Council
Budget Code: 400
Program No: 1011
PROFILE
The City Council is comprised of one Mayor and four Council Members, 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 Equalization, the
i Economic Development Authority, and the Housing and Redevelopment Authority.
Included in the 1999 City Council budget is the cablecasting of City Council meetings; interpreters for
hearing impaired persons who attend City Council meetings; the annual joint meeting of the City Council
and advisory commissions; and a consultant to facilitate two City Council goal setting sessions for 1999.
Also included is the dues and subscriptions for Association of Metropolitan Municipalities, League of
Minnesota Cities, Minnesota Mayors Association, Minnesota Women Elected Officials, National League
of Cities, North Metro Highway 100 Council, North Metro Mayors Association, and U. S. Conference of
Mayors.
DEPARTMENTAL GOALS
Remain in compliance with Minnesota Statutory requirements, laws, regulations, charter and ordinances
in all operations of the City.
I Exercise the legislative authority of the City and determine matters of policy.
Meet regularly on the second and fourth Monday of each month in accordance with charter and law.
Work with the City Manager to set policy.
I Work on goals and plans for the City.
The following goals were adopted October 26, 1998, by City Council Resolution No. 98 -186.
Goal No. 1: Support Brookdale redevelopment by 1) use of tax increment assistance; 2) review and
evaluation of land use applications; 3) prompt construction and plan review /inspection; and 4)
monitoring developer performance.
Goal No. 2: Continue and improve code enforcement and compliance activities by 1) coordinated effort
of police and community development departments; and 2) evaluation of additional approaches to
improve compliance such as greater penalties and alternate approaches such as charging property owner
for violation removal by City if fail to comply.
Goal No. 3: Increase proactivity towards fighting crime by 1) increased visibility of police in
neighborhoods; 2) continue and expand on high participation rate in neighborhood watch groups; 3)
begin recruitment of park watch groups or extensions of neighborhood watch to include parks; and 4)
two newsletter articles on neighborhood watch and encouraging active participation.
Goal No. 4: Finish fire and police building construction.
Goal No. 5: Evaluate housing programs and policies by 1) Council decision on resource allocation; 2)
survey current practices in other cities on occupancy limits and coordinate that review with housing
commission; 3) continue ARM participation; 4) Council decision on point -of -sale ordinance; 5) review
i first -time home buyer programs; and 6) review potential and actual offerings by Greater Metropolitan
Minneapolis Housing Corporation. 87
Goal No. 6: Plan for needed work at Community Center and City Hall by 1) preparation of overview
of options, mandatory Americans With Disabilities Act modifications and required repairs to walls,
roofs, and heating, ventilation, air conditioning; 2) solicitation of citizen input; 3) development of plans
with architect and construction manager; and 4) development of budget.
Goal No. 7: Create neighborhood traffic safety plan including 1) enforcement of speed limits; and 2)
define goals and attainable results by hiring consultant to assist in development of neighborhood traffic
safety planning and coordinating with neighborhood watch groups.
Goal No. 8: Continue and improve long -term financial planning which includes 1) five -year planning
for utilities and capital improvements; 2) expand five -year planning for other funds; and 3) review and
develop contingency planning.
Principles to Guide Actions in the Form of Goals:
1. Place priority on Brooklyn Boulevard redevelopment.
2. Incorporate elements to make city more visually appealing where and as possible in projects and
developments.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4308 Charter Commission $1,500
The statutory amount of $1 is recommended for the 1997 Charter Commission budget
(pursuant to Minnesota State Statute 410.06).
4310 Professional Services $8,500
Includes interpreters for hearing impaired persons who attend City Council meetings ($300),
Northwest Community Television to broadcast City Council and other public meetings
($3,500), joint meeting of City Council and advisory commissions ($1,200), consultant to
facilitate two City Council goal setting sessions for 1999 ($6,000).
4313 Audit and Financial Services $20,160
An annual audit of the City's finances is required under Minnesota State Law and under the
City Charter. The City contracts for the audit and conducts a competitive bidding process
for the audit work every four or five years.
500 I
4411 Conferences and Schools $8
This amount covers training expenses for the Mayor and Council Members who attend
conferences on behalf of the City.
4413 Dues and Subscriptions $40,170
Includes League of Minnesota Cities ($12,418), Association of Metropolitan Municipalities
($6,613), MAMA -LMC Labor Relations Service ($4,185), U.S. Conference of Mayors
($700), Minnesota Mayors Association ($20), North Metro Mayors Association ($9,253, to
General Fund. Total dues are $17,253; $8,000 allocated to EDA), North Metro Highway 100
Council ($3,000), Minnesota Women Elected Officials ($30), National League of Cities
($1,300).
88
4420 Human Rights and Resources Commission $300
The Human Rights and Resources Commission is requesting $300 for conferences and
schools for commissioners.
PERSONNEL LEVELS
Number Position
1 Mayor
4 Council Members elected at -large
i
1
1
I
I
I
1
1
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I
I
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89
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
DIV 400 CITY COUNCIL
4100 Wages Regular Employees 23 0 0 0
4112 Overtime Regular Employee 1,185 4,148 5,000 1
4130 Wages Part -time Employees 28,981 31,995 32,880 33,867
Salaries and Wages TOTAL 30_189 36,143 37_880 35,667
4140 PERA Defined Contribution 385 901 1,028 1,058
4142 PERA Coordinated Plan 309 455 535 508
4146 FICA 2,308 2,743 2,898 2,973
4154 Workers Comp Insurance 117 120 170 117
Fringe Benefits TOTAL 3,120 4,220 4,631 4,656
4210 Office Supplies 105 70 200 200
4220 Operating Supplies 1,680 707 200 600
Supplies TOTAL _1,785 777 400 800
4308 Charter Commission 0 725 1 1,500
4310 Professional Services 6,.078 7,196 10,000 8,500
4313 Audit Financial Service 18,620 18,620 19,600 20,160
Purchased Services TOTAL 24-698 26_541 _31,100 30,160
4321
4321 Postage 0 0 100 50
4334 Use of Personal Auto 20 0 0 0
4350 Printing 0 0 100 100
Communications TOTAL 20 0 200 150
4411 Conferences and Schools 7,097 5,224 10,000 8,500
4413 Dues Subscriptions 28,665 36,798 39,000 40,170
4417 Books /Reference Materials 0 0 200 200
4420 Human Rights Commission 0 300 300 300
Other Contractual Sery TOTAL 35,762 42,321 49,500 49,170
CITY COUNCIL TOTAL 95,574 110,002 123,711 120,603
I
90
Division: Administration
Budget Code: 401
Program No: 1031
PROFILE
The City Manager is the Chief Administrative Officer of the City. It is the City Manager's duty to enforce
the City Charter and all ordinances. The City Manager's office provides general administrative services for
the management of the City to ensure that all Council policies and directives are carried out. Activities
include coordinating recommendations to the City Council on financial, legislative, and management issues
and to provide liaison between the Council, advisory boards and commissions, staff, other levels of
government, the media, and the public.
Management and Intergovernmental Relations. Provide general administrative services required for the
management of City affairs. Works with community members, other public or private agencies,
organizations, schools, etc., on all areas which affect the City. Support staff handle general government
activities including both election and front counter /customer receptionist activities.
Communications Handles and coordinates City communication activities, both externally and internally.
Coordinates publication of the City newsletter. Creates newsletters, forms, flyers, handles information
released to the media, develops other information newsletters and packets as needed. Handles coordination
of cable TV activities in the organization, including broadcast of council meetings.
1 Customer Service. Responsible for front counter, cashier, switchboard, and main receptionist for City Hall.
Handles building permits, licensing, public inquiries for information regarding City services, activities,
events, meetings. Refers customers to appropriate departments if services cannot be handled at front desk.
Performs duties of central cashier for city operations.
DEPARTMENTAL GOALS
Implement Council policies, resolutions, and ordinances as adopted by the City Council.
Prompt and efficient delivery of City services.
Maintain a positive relationship with governmental agencies and surrounding municipalities to enhance
the City's plans and programs.
Continue to work on joint and cooperative ventures.
Accurate and timely communication to residents through City newsletter (six issues per year and special
issue if warranted), cable, and media releases.
Develop proposals for five year planning for City Council consideration.
Preparation of annual budget.
1
1
91
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4310 Professional Services $2,000
Included are notary bond and miscellaneous professional services for administration and
special projects. Cost for consultant to facilitate team building and goal setting session(s)
for Department Heads and Supervisors as it directly relates to goals and objectives set by
City Manager and Council
4321 Postage $10,000
Cost for delivery of City newsletters.
4334 Use of Personal Auto $4,900
Reimbursement for mileage and parking fees incurred by employees when conducting City
business. City Manager automobile allowance included in this account. This amount is for
all employees in the department and is not broken down to division levels.
4350 Printing $12,000
Cost for printing City newsletter.
4413 Dues and Subscriptions $1,800
Memberships for various professional organizations for overall operation and management
of administration. Includes the following: Brooklyn Community Chamber, ICMA, MAMA,
MCMA, League of MN Cities Directory, and Minnesota State Statutes.
PERSONNEL LEVELS I
Number Position
1 City Manager
1 Administrative Technician
1 Customer Service Representative/Permit Technician
working n general administration are the positions of City Clerk,
Other staff involved m supporting and o g o g p ty k,
Assistant City Manager/Human Resources Director, Human Resources Assistant, Community
Development/Administrative Secretary, and Administrative Specialist which have separate division budgets
for operations.
92
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL ADOPTED__
DIV 401 ADMINISTRATION
4100 Wages Regular Employees 167,590 109,196 124,033 127,408
4112 Overtime Regular Employee 247 129 513 613
4130 Wages Part -time Employees 10,987 9,057 10,300 0
4133 Vacation Pay 16,127 5,549 0 0
4134 Holiday Pay 7,215 4,837 0 0
1 4135 Sick Leave Pay 6,033 1,585 0 0
Salaries and Wages TOTAL 208,198 130,354 134,846 128,021
4142 PERA Coordinated Plan 8,290 4,854 6,985 6,631
4146 FICA 13,870 7,975 10,316 9,794
4150 Employee Benefits 0 6,332 10,361 8,924
4151 Health Insurance 13,407 1,806 0 0
I 4152 Life Insurance 142 11 0 0
4153 Dental Insurance 831 104 0 0
4154 Workers Comp Insurance 1,333 908 911 895
4156 Unemployment Compensation 0 1,062 0 0
4158 Disability Insurance 205 0 0 0
Fringe Benefits TOTAL 38,077 23_052 28,573 26_244
4220 Operating Supplies 688 147 11000 1,000
Supplies TOTAL 688 147 1,000 1,000
4310 Professional Services 1,326 0 3,000 2,000
4312 Legal Services 840 0 0 0
4318 Casual Labor 150 0 0 0
Purchased Services TOTAL 2,316 0 3,000 2,000
4321 Postage 5 455 10,000 10,000
4322 Telephone Services 0 450 0 450
4324 Delivery Service 1,800 0 0 0
i 4334 Use of Personal Auto 3,457 3,047 4,300 4,900
4350 Printing 9,074 16,274 12,000 12,000
I 4351 Legal Notice Publication 5,706 0 0 0
93
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 20,043 20,226 26,300 27,350
4411 Conferences and Schools 200 4,325 5,000 5,000
4413 Dues Subscriptions 9,152 1,243 1,500 1,800
4417 Books /Reference Materials 22 356 0 0
Other Contractual Sery TOTAL 9,374 5,924 6,500 6,800
4440 Fuel Charges 15 0 0 0
4441 Fixed Charges 145 0 0 0
Central Garage Rentals TOTAL 160 0 0 0
4548 Computer Equipment 0 2,761 0 0
Capital Outlays TOTAL 0 2 761 0 0
4199 Salaries Reimbursed 23,350 0 0 0
Administrative Service TOTAL _23_350 0 -0
ADMINISTRATION TOTAL 255,506 182,464 200,219 191,415
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94
Division: Human Resources
Budget Code: 402
Program No: 1048
PROFILE
Human Resources establishes and maintains the personnel policies and procedures for the City. The Human
Resources Division addresses all matters relating to personnel including recruitment, compensation and
labor negotiations.
Human Resources. Handles recruitment and selection of staff. Develops policies and procedures dealing
with personnel. Responsible for compliance with MN pay equity, reports and updates to system. Handles
all workers' compensation, managed care program, and OSHA yearly work comp report. Handles
employment and personnel complaints, issues and concerns from staff, Department Heads and City Manager.
Works with Finance on benefits. Handles flexible benefit, compensation, affirmative action, employee
assistance, employee recognition and tuition reimbursement programs. Also handles ADA, FLSA, Hepatitis
B, CDL drug testing, OSHA mandated training as well as other employment matters. Coordinates a wide
variety of training in all areas. Monitors laws and regulations in the area of employment/personnel to ensure
compliance. Works in areas of Data Practices, Diversity, Customer Service and Human Rights. Coordinates
all human resource activities for the City.
Labor Relations. Supervises labor negotiations. Acts as negotiator for City in union issues. Works on
grievance issues, and assists with arbitrations. Responsible for Uniform Baseline Settlement reporting to
BMS.
DEPARTMENTAL GOALS
Coordinate employee recruiting and hiring to ensure proper legal compliance.
Continue efforts to recruit and hire a diversified work force.
Work toward resolution of grievances and employment issues.
Promote new safety and wellness efforts throughout the organization.
Administer and process workers' compensation.
Implement new performance review standards and format
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number EEx lanatiorl Amount
4310 Professional Services $15
These services include pay equity job analysis, employment testing using validated tests, and
the cost of the Employee Assistance Plan.
4311 Benefits Administration $3,200
Flexible benefits plan for pre -tax medical and dependant care.
4314 Medical Services $3,800
Physical exams, mandatory drug/alcohol testing for commercial driver's license holders, and
Hepatitis B vaccine.
4341 Employment Advertising $5,500
Employment advertising costs relate to newspaper and other advertisements for City and
enterprise job openings.
95
4411 Conferences and Schools $3,000
Provides for Assistant City Manager/HR Director attendance at one national conference and
at one in -state conference, and attendance for Human Resources/Purchasing Technician to
training.
PERSONNEL LEVELS
Number Position
1 Assistant City Manager/Human Resources Director
1 Human Resources Assistant
CAPITAL OUTLAY
Item Anticipated Units s Use /need
purchase date
1 Laser Printer March 1999 1 $2,000 Replace Assistant City
Manager/Director of Human
Resources printer
96
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 402 HUMAN RESOURCES /PURCH
4100 Wages Regular Employees 59,489 72,962 100,497 106,176
4112 Overtime Regular Employee 428 540 0 0
4133 Vacation Pay 4,972 6,407 0 0
4134 Holiday Pay 4,582 4,319 0 0
4135 Sick Leave Pay 3,016 2,336 0 0
Salaries and Wages TOTAL 72_487 86,564 100,497 106,176
4142 PERA Coordinated Plan 3,247 3,894 5,206 5,500
4146 FICA 4,937 6,140 7,688 8,122
4150 Employee Benefits 0 6,404 8,264 8,804
4151 Health Insurance 3,352 779 0 0
4152 Life Insurance 35 5 0 0
4153 Dental Insurance 208 64 0 0
4154 Workers Comp Insurance 259 277 312 437
4158 Disability Insurance 469 409 502 0
Fringe Benefits TOTAL 12,507 17,971 21,972 22,863
4212 Printed Forms 878 0 0 0
4220 Operating Supplies 185 3,091 4,000 0
4227 Safety Supplies 36 173 200 700
Supplies TOTAL 1,099 3,264 4,200 700
4310 Professional Services 7,727 18,797 15,000 15,000
4311 Benefits Administration 8,003 10,517 5,000 3,200
4312 Legal Services 0 744 0 0
4314 Medical Services 792 1,263 3,800 3;800
Purchased Services TOTAL 16,522 31,321 23,800 22,000
4322 Telephone Services 0 219 350 350
4324 Delivery Service 0 45 200 100
4334 Use of Personal Auto 50 56 0 180
4341 Employment Advertising 8,493 11,750 5,500 5,500
4350 Printing 503 0 1,500 1,500
4351 Legal Notice Publication 38 316 0 320
97
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 9,084 12,386 7,550 7,950
4411 Conferences and Schools 0 978 3,000 3,000
4413 Dues Subscriptions 250 1,022 1,550 1,550
4417 Books /Reference Materials 0 61 0 0
Other Contractual Sery TOTAL 250 2,061 4,550 4,550
4548 Computer Equipment 0 0 2,500 2,000
Capital Outlays TOTAL 0 0 2,500 2,000
HUMAN RESOURCES /PURCH TOTAL 111,949 153,567 165,069 166,239
1
98
Division: City Clerk
Budget Code: 403
Program No: 1061
PROFILE
The City lerk is responsible for preparation of elections, maintaining official City records, coordinating
tY P P P g t3' g
City Council and City commission materials, coordinating business licensing, and supervision of secretarial
support staff in the Administration Department. The City Clerk has significant public contact related to
elections, ordinances, resolutions, contracts, bonds, insurance, business licenses, as well as other City
matters.
Elections. Supervises elections and voter registration. Ensures elections are handled in accordance with
State, Federal, and County regulations. Oversees all activities related to City elections including notices,
materials, and certification of process. Arranges polling places and sets up voting equipment. Supervises
the recruiting and training of election judges. Oversees the maintenance of voter registration files.
Official City Records/Data Retention. Maintains official City records, file system, and records storage
room. Supervises the City's retention system. Oversees the maintenance of City ordinances, resolutions,
and City Council minutes.
City Council. Coordinates Council activities, correspondence, meetings, etc. Ensures coordination,
maintenance, and accuracy of Council minutes, resolutions, and other official documents. Oversees the City
Council agenda preparation process. Posts Council/Commission notices as required by Open Meeting Law.
DEPARTMENTAL GOALS
Administer and process City business licenses.
Coordinate and deliver City Council information.
Ensure posting and publishing of all official notices.
Coordinate annual Council/Commission meeting.
Advertise for Commission vacancies in a timely manner.
Provide information as needed to new commission members.
Maintain official City records.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number planation Amount
4351 Legal Notice Publication $8,000
This provides for the cost of publishing ordinances, bids, public hearing notices, advertising
for proposals, assessments, bonds financial reports, and any other notice which is required
to be published.
PERSONNEL LEVELS
Number Position
1 City Clerk
99
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 403 CITY CLERK
4100 Wages Regular Employees 0 37,238 47,639 50,293
4133 Vacation Pay 0 3,748 0 0
4134 Holiday Pay 0 1,865 0 0
4135 Sick Leave Pay 0 2,060 0 0
Salaries and Wages TOTAL 0 44,911 47,639 50,293
4142 PERA Coordinated Plan 0 1,964 2,468 2,605
4146 FICA 0 3,362 3,644 3,847
4150 Employee Benefits 0 1,535 3,742 4,402
4151 Health Insurance 882 226 0 0
4152 Life Insurance 9 2 0 0
4153 Dental Insurance 55 5 0 0
4154 Workers Comp Insurance 0 140 148 208
4158 Disability Insurance 0 215 238 0
Fringe Benefits TOTAL 946 7,449 10,240 11,062
4334 Use of Personal Auto 0 51 250 250
4351 Legal Notice Publication 0 11,165 8,000 8
Communications TOTAL 0 11,216 8,250 8,250
4411 Conferences and Schools 0 1,077 500 900
4413 Dues Subscriptions 0 120 150 150
4417 Books /Reference Materials 0 31 0 200
Other Contractual Sery TOTAL 0 1,228 650 1,250
4548 Computer Equipment 0 0 2,500 0
Capital Outlays TOTAL 0 0 2,500 0
CITY CLERK TOTAL 946 64,804 69,279 70,855
100
Division: Elections
Budget Code: 404
Program No: 1091
PROFILE
The City registers all new voters, processes transfers and deletions, and cooperates with Hennepin County
and the Secretary of State to provide an accurate computerized listing of eligible registered voters in the City
of Brooklyn Center. The costs incurred from the registration of new voters and the maintenance of the voter
records is included in the Elections budget.
Section 4.01 of the Brooklyn Center City Charter provides for regular municipal elections to be held in even
numbered years only. The 1999 Elections budget provides for the cost of personnel, training, supplies,
postage, building rentals, maintenance agreements, and printing in the event that a special election is needed.
DEPARTMENTAL GOALS
Administer training to election judges.
Administer municipal elections in accordance with Minnesota Statutes.
Adapt to and integrate new legislation on elections.
Maintain up -to -date voter registration system.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number ExplanatioMr Amount
4130 Salaries, Part -Time Employees $6,000
Includes training and wages for all election judges.
4220 Operating Supplies $900
Includes supplies such as ballot transfer cases, ballot pens, ribbons and paper tapes.
4321 Postage $600
Includes mailing out verification cards on new registrations, mailing absentee ballot
applications, ballots, and return envelopes.
4350 Printing $1
Includes printing of regular and absentee ballots for optical scanner, voter receipts, and
official notices.
4382 Equipment Repair and Maintenance $3,500
Includes the cost of the maintenance agreement for the eleven optical scanners. Also
includes any necessary equipment repair costs not covered under the maintenance agreement.
4392 Building Rentals $300
Includes costs associated with two churches and custodial fees charged by one school used
as polling locations.
4393 Equipment Rentals $300
Includes the rental of a truck to transport ballot boxes, voting booths, signs, optical scan
voting equipment to the polling locations.
101
PERSONNEL LEVELS
Brooklyn Center is divided into eight precincts. State Law requires a minimum of one chairperson and at
least four election judges per precinct to carry out the election process.
102
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 404 ELECTIONS
4100 Wages Regular Employees 20,876 23,316 28,963 34,595
4112 Overtime Regular Employee 1,305 288 0 0
4130 Wages Part -time Employees 20,994 1,941 19,570 6,000
4133 Vacation Pay 0 2,394 0 0
4134 Holiday Pay 0 1,314 0 0
4135 Sick Leave Pay 0 1,282 0 0
Salaries and Wages TOTAL 43,175 30,535 48,533 40,595
4142 PERA Coordinated Plan 994 1,269 1,500 1,792
4146 FICA 1,677 2,213 3,713 3,106
4150 Employee Benefits 0 2,570 3,742 4,402
4151 Health Insurance 1,146 289 0 0
4152 Life Insurance 12 3 0 0
4153 Dental Insurance 69 20 0 0
4154 Workers Comp Insurance 79 90 150 171
4156 Unemployment Compensation 10 0 0 0
Fringe Benefits TOTAL 3,987 6,455 9,105 9,471
4220 Operating Supplies 2,309 19 2,500 900
Supplies TOTAL 2,309 19 2,500 900
4321 Postage 1,533 542 1,700 600
4334 Use of Personal Auto 49 0 100 0
4350 Printing 864 416 2,500 11500
Communications TOTAL 2,446 958 4,300 2,100
4382 Equipment Repair Maint 2,915 3,061 3,500 3,500
4392 Building Rentals 600 249 800 300
4393 Equipment Rentals 211 0 300 300
Repair Rental Maint TOTAL 3,726 3,310 4,600 4,100
4413 Dues Subscriptions 36 0 50 0
Other Contractual Sery TOTAL 36 0 50 -0
ELECTIONS TOTAL 55,679 41,276 69,088 57,166
103
Division: Finance
Budget Code: 410
Program No: 1141
PROFILE
The purpose of the Finance Department is to provide for the fiscal management of all funds of the City;
including budgeting, accounting, financial reporting, investments, bonding, risk management, and utility
billing.
DEPARTMENTAL GOALS
The objective of the department is to provide policy makers and outside authorities with accurate and
timely financial information on the City in the form of the annual budget and the Comprehensive Annual
Financial Report; to process the transactions needed for the day -to -day running of the City in the areas
of accounts payable, accounts receivable, payroll, and utility billing; and to provide cross departmental
support in the areas of risk management and pooled investment of City funds.
Progress continues on an initiative begun in 1997 for the administration of COBRA and Section 125
employee benefits. This is being done by a means of a new consultant who administers COBRA and
provides support to Finance Department staff who internally administer Section 125 employee benefits.
The City is realizing savings of at least $4,000 per year. The consultant cost is reflected in the Human
Resources Division.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4212 Printing $4,700
Provides for the printing of the Annual Financial Report ($2,500) and Annual City Budget
($2,200).
4393 Equipment Rentals $700
Lease of a small copier for use by Finance, Assessing, and Community Development
departments.
4396 Software Maintenance $1,000
support and upgrades for PC based fixed asset accounting software purchased in
Ongoing PP Pte' g P
1997.
4411 Conferences and Schools $4,500
Professional training for all Finance Department staff. Increase from 1997 and earlier years
to provide training in the areas of COBRA and Section 125 benefits administration.
4413 Dues and Subscriptions $1,000
Dues: GFOA dues (Hansen Johnson $175, and Sundberg $115), MN GFOA dues
(Hansen, Johnson and Sundberg -$90). Subscriptions: Wall Street Journal ($175), GASB
Action Report/Pronouncements ($140), GASB Codification Book for 1998 ($48), COBRA
and Section 125 benefits administration ($150), miscellaneous ($107).
104
4548 Computer Equipment $6,500
Desktop computers are being replaced on a rotating, scheduled basis to insure that the
Finance Department has reliable and up to date computers. A large volume output bin is to
be added to the high speed printer to handle large print jobs run by several departments.
PERSONNEL LEVELS
It is not anticipated that any position will be reclassified to a different pay grade, but several persons who
aren't at the top of their existing pay grade will advance within that pay grade. All employees are expected
to receive a cost of living adjustment on January 1st.
Number Position
1 Finance Director
1 Assistant Finance Director
1 Staff Accountant
1 Accounting Technician II
1 Payroll/Personnel Technician
1 Utility Billing Technician I
1 Utility Billing Technician II
CAPITAL OUTLAY
Item Anticipated Units Cost Use /need
P �s
purchase date
Desktop personal computer 1/99 2 $5,500 Replace existing.
Large, volume output bin for printer 4/99 1 $1,000 Attachment for existing printer.
105
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 410 FINANCE
4100 Wages Regular Employees 248,786 258,852 313,374 318,379
4112 Overtime Regular Employee 300 714 1,406 1,387
4133 Vacation Pay 18,160 20,640 0 0
4134 Holiday Pay 14,235 14,282 0 0
4135 Sick Leave Pay 17,694 12,164 0 0
4197 Temporary Services 1,500 0 0 0
Salaries and Wages TOTAL 300,675 306,651 314,780 319,766
4142 PERA Coordinated Plan 13,222 13,675 16,306 16,564
4146 FICA 21,694 22,378 24,081 24,462
4150 Employee Benefits 0 23,091 29,554 31,054
4151 Health Insurance 20,425 3,910 0 0
4152 Life Insurance 151 22 0 0
4153 Dental Insurance 1,656 135 0 0
4154 Workers Comp Insurance 1,070 993 976 1,333
4158 Disability Insurance 607 656 679 700
Fringe Benefits TOTAL 58,825 64,860 71,596 74,113
4210 Office Supplies 245 61 600 0
4212 Printed Forms 588 3,651 3,700 4,700
4220 Operating Supplies 487 152 0 600
4271 Minor Equipment 0 0 800 800
Supplies TOTAL 1_320 3,863 5_100 6_100
4310 Professional Services 415 415 415 425
Purchased Services TOTAL 415 415 415 425
4324 Delivery Service 14 47 25 50
4334 Use of Personal Auto 234 442 300 400
Communications TOTAL 248 490 325 450
4382 Equipment Repair
Maint 85 o o o
4389 Maintenance Contracts 0 0 0 220
4393 Equipment Rentals 0 693 700 700
106
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4396 Software Maintenance 0 995 995 1
Repair Rental Maint TOTAL 85 1,688 1,695 1,920
4411 Conferences and Schools 0 3,734 4,500 4,500
4413 Dues Subscriptions 676 742 1 1
Other Contractual Sery TOTAL 676 4,476 5,500 5,500
4548 Computer Equipment 0 8,346 13,000 6,500
Capital Outlays TOTAL 0 8,346 13,000 6,500
4199 Salaries Reimbursed 198,736 0 0 0
Administrative Service TOTAL 198,736 0 0 0
FINANCE TOTAL 163,508 390,790 412,411 414,774
107
Division: Data Processing
Budget Code: 411
Program No: 1241
PROFILE
The purpose of the Data Processing Department is to support the computer needs of all City funds and
divisions. This includes the technical expertise of the MIS /Technology Coordinator, maintenance, training,
and the operation of the local area network. Mainframe applications, for the most part, are supported by
LOGIS. LOGIS and other mainframe systems which benefit a single fund or division have been charged
to that division. LOGIS and other mainframe systems which benefit the entire City are charged to the Data
Processing budget.
The MIS/Technology Coordinator will coordinate the City of Brooklyn Center's efforts in promoting the
effective and efficient transaction of city business and decision- making by providing access to necessary data
and information.
The only personnel in the Data Processing division is the MIS/Technology Coordinator. Some of the j
MIS/Technology Coordinator's time is spent to support the enterprise funds is reimbursed as reflected in
the reimbursement from other funds division.
The division's capital outlay for 1999 is $20,000. These funds will provide for the replacement of network
P Y
equipment and year 2000 compliant issues relating to hardware and software.
DEPARTMENTAL GOALS
Coordinate long and short-term planning for both hardware and software needs.
Facilitate computer related hardware and software purchases for all departments.
Coordinate related training needs for city employee computer users.
Coordinate support services with LOGIS.
Perform user, hardware, and software support service for the city and employees.
Coordinate telephone system support, training, repair, and purchases.
Assist in identifying year 2000 compliant issues and implement resolution.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4220 Operating Supplies $10,000
LaserJet toner cartridges, miscellaneous equipment such as cables, connectors, surge
protectors, backup tapes, disks, etc., repair parts such as pointing devices, expansion cards,
memory, etc. Half of this object is used for consumables and miscellaneous equipment costs
that occur regularly throughout a year. The remaining half is for emergency repair costs.
This cost is variable year to year and must be liberally planned for in the event of an extreme
number of machine breakdowns. This allows the City to keep equipment running for a
period of time without the cost of full replacement.
4310 Professional Services $10,000
To provide for consultant services. These services are to assist the MIS/Technology
Coordinator in maintaining the integrity of the City computer infrastructure.
108
4322 Telephone Services $10,000
Voice /data lines from city hall to public works garage, LOGIS, Earle Brown Heritage Center,
and for pager and cellular phone service for MIS /Technology Coordinator.
4382 Equipment Repair and Maintenance $10,000
Repairs of PCS, printers and other LAN components. This object is for service costs
incurred for the repair of equipment that is no longer covered under warranty of any kind.
The amount of service calls placed for equipment repair is variable year to year and must be
planned for liberally in the case of an extreme number of breakdowns. Moreover, this allows
for reduced staff time towards repair and coordinated efforts between service vendors and
MIS/Technology Coordinator for quicker recovery.
4411 Conferences and Schools $6,000
Training classes, seminars and conferences. Training is an intrinsic cost of technology. With
the increase of technologies brought to the City and with general staff turnovers, the cost of
training is expensive and must be planned for accordingly. Training insures that technologies
are used properly and efficiently and, therefore, recovers,the investment placed.
PERSONNEL LEVELS
Number Position
1 MIS/Technology Coordinator
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Network Equipment As $20,000 To maintain City's network. To
Year 2000 Compliant Hardware and Determined resolve year 2000 compliant
Software issues relating to hardware and
software.
109
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 411 DATA PROCESSING
4100 Wages Regular Employees 23,980 42,534 55,147 55,411
4133 Vacation Pay 1,206 1,702 0 0
4134 Holiday Pay 1,049 1,670 0 0
4135 Sick Leave Pay 552 301 0 0
Salaries and Wages TOTAL 26,787 46,208 55,147 55,411
4142 PERA Coordinated Plan 1,261 1,994 2,857 2,870
4146 FICA 2,140 3,380 4,219 4,239
4150 Employee Benefits 0 2,310 3,742 4,402
4151 Health Insurance 1,750 0 0 0
4152 Life Insurance 16 0 0 0
4153 Dental Insurance 203 0 0 0
4154 Workers Comp Insurance 296 402 491 461
Fringe Benefits TOTAL 5,667 8,087 11,309 11,972
4210 Office Supplies 0 139 0 0
4220 Operating Supplies 7,023 9,829 10,000 10,000
Supplies TOTAL 7,023 9,969 10,000 10,000
4310 Professional Services 0 0 0 10,000
Purchased Services TOTAL 0 0 0 10,000
4322 Telephone Services 8,358 7,563 8,000 10,000
4334 Use of Personal Auto 62 24 100 0
Communications TOTAL 8,420 7,587 8,100 10,000
4382 Equipment Repair Maint 2,955 6,005 8,000 10,000
4386 Communication Systems 437 0 0 0
4389 Maintenance Contracts 4,798 5,718 2,600 0
4397 Logis Charges 189,223 102,092 90,663 93,973
4398 Protective Services 1,334 0 0 0
Repair Rental Maint TOTAL 198,747 113,814 101,263 103,973
4411 Conferences and Schools 5,070 6,325 11,000 6
4413 Dues Subscriptions 0 0 150 150
110
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4417 Books /Reference Materials 60 114 250 200
Other Contractual Sery TOTAL 5,130 6,439 11,400 6,350
4548 Computer Equipment 0 39,598 25,000 20,000
4551 Office Furniture Equip 62,907 0 500 300
4552 Other Equipment 1,998 0 0 0
Capital Outlays TOTAL 64,905 39,598 25,500 20,300
4199 Salaries Reimbursed 10,360 0 0 0
Administrative Service TOTAL _10,360 0 0
DATA PROCESSING TOTAL 306,318 231,701 222,719 228,006
i
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111
Division: Legal
Budget Code: 415
Program No: 1210
PROFILE
The Legal Division provides legal counsel to the City Council, commissions, and City staff on municipal
questions and also prosecutes criminal offenses. Regular legal services are provided by two firms.
Specialized matters are handled by firms engaged for specific projects.
City Attorney. The City Attorney attends City Council meetings, provides legal opinions, and aids in the
development of ordinances and resolutions. The City contracts with the firm Kennedy Graven.
Prosecuting Attorney. The Prosecuting Attorney prosecutes criminal offenses on behalf of the City. The
City contracts with the firm Carson Clelland.
PERSONNEL LEVELS
None, legal services are contracted.
112
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL ADOPTED__
DIV 415 LEGAL
4312 Legal Services 185,273 163,849 198,400 197,900
Purchased Services TOTAL 185,273 163_849 198_400 197_900
LEGAL TOTAL 185,273 163,849 198,400 197,900
113
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i
i
Division: Patrol
Budget Code: 416
Program No: 1601,1671
PROFILE
The patrol division consists of one captain, five patrol sergeants, twenty -five patrol officers, one community
services sergeant, and a crime prevention officer. Uniformed officers respond to calls for service of both
emergency and non emergency nature. In addition, the patrol division conducts proactive patrol in
residential and commercial areas to deter crime. Officers seek to make a positive difference in the lives of
the residents of Brooklyn Center and the community as a whole.
The central philosophy of the patrol division is the concept of Community Policing. Community Policing
allows the residents and businesses of the community the opportunity to take an active role in the peaceful
resolution of conflicts and the deterrence of crime in their neighborhoods and business areas. Strong ties
are formed between the community and the police department by allowing residents and businesses to
actively participate with the police. This philosophy creates a stronger sense of community for residents,
businesses, and the police.
The complement of officers in the patrol division supports the various programs and components in the
division.
Animal Control
Officers and community service officers (C.S.O.'s) of the police department are responsible for the handling
of complaints concerning animals, both wild and domestic. The City, through a joint powers agreement,
utilizes the Pets Under Police Security (P.U.P.S.) facility in Maple Grove for the boarding and disposal of
i impounded animals. C.S.O.'s and funding for P.U.P.S. is in the support services division (418).
Community Services
Community services coordinates proactive strategies of law enforcement which includes the Crime
Prevention and Drug Abuse Resistance Education (D.A.R.E.) programs. By educating residents and
business owners concerning issues related to crime trends it is felt that they will be better able to deal with
the issues of crime that concern them in their neighborhoods.
Crime Prevention
The Crime Prevention Program in 1990 had 40 Neighborhood Watch Groups within the city of
Brooklyn Center. Today there are more than 140 Neighborhood Watch Groups that work together
to make Brooklyn Center a safer place to live. Crime Free Multi- Housing is a new program
introduced in 1997. The program encourages apartment complex owners within the city to take steps
to make their properties safer for residents. To date, three complexes have received the designation
as Crime Free Multi Housing units.
Drug Abuse Resistance Education (D.A.R.E.)
D.A.R.E. is designed to prevent the use of illegal drugs by children and teenagers. By teaching
j young people in the elementary grades the adverse effects of drug abuse and drug use it is anticipated
that these students will be able to resist the temptation of alcohol and illegal drugs in later years.
1
115
L
Emergencv Operations Unit,
The Emergency Operations Unit (E.O.U.) is a team of officers who have received specialized training in the
proper response to critical incidents. This unit seeks to peacefully resolve critical incidents and to safely
execute high risk search warrants within the city of Brooklyn Center. The unit has been successfully
deployed on many occasions since its inception in the 1980's.
Twin Lake Water Patrol
Twin Lake Water Patrol is a joint powers agreement between Brooklyn Center, Crystal, and Robbinsdale
for winter and summer enforcement on Twin Lake. This arrangement is being reviewed.
DEPARTMENTAL GOALS
Continue promoting Community Policing.
Continue to promote closer ties with the community by establishing permanent patrol areas.
Foster even closer ties to the community by further expansion of both Neighborhood Watch and Crime
Free Multi- Housing programs and promote coordination of these by geographical areas within the city.
Combine Neighborhood Watch Groups to provide a stronger alliance in larger geographic areas.
Concentrate Traffic Law Enforcement in specific areas with a demonstrable use of personnel and
enforcement results.
Provide foot patrol in commercial areas.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4212 Printed Forms $3,600
Department business cards, property inventory forms, traffic citations, vehicle impound
forms, warning citations, and other materials done professionally. Increase associated with
new building address.
4220 Operating Supplies $9,300
Alcosensor and intoxilyzer mouthpieces, ammunition, batteries, chemical munitions, crime
prevention supplies, dictation cassettes, drug/narcotics identification kit, gun cleaning
supplies, holding facility supplies, oxygen refills, photographic processing and supplies, road
flares school patrol program supplies, smoke grenades, state statute reference guides, and
other miscellaneous supplies.
4224 Clothing/Personal Equipment $27;818
Uniform maintenance allowances for officers in the patrol division according to L.E.L.S.
contract. Anticipated personnel turnover for uniform and equipment issue for police officers.
Uniform and equipment replacement for officers in the patrol division. Routine replacement
of bullet resistant vests. Replacement of ear protection. Replacement of micro cassette
recorders for dictation. Simumtion protective equipment for force on force training.
4250 D.A.R.E. Supplies $3,000
Classroom supplies needed to support the D.A.R.E. program and training for D.A.R.E.
officers.
116
I 4271 Minor Equipment $805
Flashlight kit for department's body bunker, rifle case, simunition conversion kit for MP5,
and siren speakers.
4314 Medical Services $3,175
Blood examinations mandatory in some D.W.I. cases and in all fatal or suspected fatal
accidents. Hepatitis B vaccinations /test for "at risk" employees, required by law. Lab
analysis for all arrests for controlled substances. Physical and psychological examinations
for anticipated police officer turnover.
4322 Telephone $6,816
1 Cellular phone services in all patrol division vehicles. Pager service for patrol captain,
sergeants, and Emergency Operations Unit (E.O.U.) members.
4382 Equipment Repair/Maintenance $25,950
Maintenance contracts for Mobile Computing Devices (M.C.D.'s) hardware and photo
imaging. Equipment repair for hydrostatic testing of 02 bottles, radar units, radio
1 installation, and other miscellaneous police equipment. Costs associated with squad car
changeover.
I 4386 Communication Systems Maintenance $6,300
Maintenance contract for portable and mobile radio system.
4397 LOGIS Charges $31,320
Operating costs for Mobile Computing Devices (M.C.D.'s).
4400 Contractual $3,950
Blanket cleaning, contribution towards file server maintenance at Hennepin County for the
photo imaging system, and Twin Lake Water Patrol.
4411 Conferences /Schools $22,000
Training for patrol division personnel.
4425 Boarding of Prisoners $140,000
Costs for the boarding of prisoners including the county jail, the workhouse, and meals
provided to prisoners while in the Brooklyn Center holding facility.
PERSONNEL LEVELS
Number Position
1 Captain
5 Patrol Sergeants
25.57 Patrol Officers
1 Community Services Sergeant 3�
.57 Crime Prevention Officer
.86 D.A.R.E. Officer
1
117
CAPITAL OUTLAY
Item/Object Code Anticipated Units Cost(s) Use /need i
purchase date
Desktop Computer (4548) 2nd qtr. 1999 1 $2,700 Replacement computer in the
patrol division.
Mobile Radios (4553) 1st qtr. 1999 5 $10,000 Replacement of existing
equipment.
Light Bar and Siren System 2nd qtr. 1999 1 $2,500 Replaces one current light bar
(4553) that is five years old.
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t
1
t
1
1
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118
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 416 PATROL
4100 Wages Regular Employees 1,237,214 1,366,320 1,622,623 1,678,359
4112 Overtime Regular Employee 115,876 117,718 58,908 57,982
4113 Compensatory Pay Police 35,766 34,106 0 0
4117 Holiday Premium Overtime 0 23,608 64,683 66,844
4130 Wages Part -time Employees 8,405 195 0 0
I 4133 Vacation Pay 94,778 98,721 0 0
4134 Holiday Pay 68,342 70,521 0 0
4135 Sick Leave Pay 59,126 52,627 0 0
Salaries and Wages TOTAL 1,619,507 1,763,815 1,746,214 1,803,185
4142 PERA Coordinated Plan 172 206 0 0
4143 PERA Police Fire Plan 181,280 199,465 199,069 205,563
4146 FICA 15,025 16,234 14,383 16,308
4147 Medicare Contribution 0 0 719 0
4150 Employee Benefits 0 105,540 140,608 149,788
4151 Health Insurance 111,171 18,104 0 0
4152 Life Insurance 3,712 715 0 0
1 4153 Dental Insurance 7,640 1,122 0
4154 Workers Comp Insurance 45,425 44,060 44,005 47,457
4158 Disability Insurance 297 313 320 330
Fringe Benefits TOTAL 364,722 385,760 399,104 419,446
4212 Printed Forms 0 3,443 2,800 3,600
4220 Operating Supplies 16,824 8,140 9,190 9,300
4224 Clothing Personal Equip 22,601 22,996 27,818 27,818
4227 Safety Supplies 0 1,852 1,850 1,950
4250 DARE Supplies 0 5,900 5,900 3,000
4255 Supplies Drug Forfeiture 2,173 0 0 0
4271 Minor Equipment 857 2,071 460 805
Supplies TOTAL 42,456 44,402 48,018 46,473
4310 Professional Services 3,885 4 0 0
4314 Medical Services 0 3,428 5,700 3,175
119
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Purchased Services TOTAL 3,885 3,433 5,700 3,175
4322 Telephone Services 7,846 2,212 7,930 6,816
4334 Use of Personal Auto 5 0 25 50
Communications TOTAL 7_851 2,212 7,955 6,866
4382 Equipment Repair Maint 23,281 20,166 25,950 25,950
4386 Communication Systems 0 5,965 6,300 6,300
4393 Equipment Rentals 0 0 0 1,600
4397 Logis Charges 0 4,302 21,500 31,320
Repair Rental Maint TOTAL 23,281 30,433 53,750 65,170
4400 Other Contractual Service 12,114 12,100 3,350 3,950
4411 Conferences and Schools 26,810 22,812 22,760 22,000
4412 Meeting Expenses 19 50 50 50
4413 Dues Subscriptions 674 435 950 350
4424 Towing Charges 0 180 1,500 500
4425 Board of Prisoners 157,298 148,568 170,000 140,000 j
Other Contractual Sery TOTAL 196,915 184,145 198,610 166,850
4440 Fuel Charges 37,245 39,387 35,779 41,531
4441 Fixed Charges 128,931 64,880 80,863 100,367
4442 Repair Maint Charges 103,874 93,324 118,639 128,491
4444 Replacement Charges 21,643 0 0 0
Central Garage Rentals TOTAL 291_694 197_591 235_281 270,389
4548 Computer Equipment 0 0 2,500 2,700
4552 Other Equipment 92,998 6,509 8,400 0
4553 Mobile Equipment 7,192 3,343 3,600 12,500
4555 Equipment Drug Forfeiture 20,715 0 0 0
Capital Outlays TOTAL 120,905 9,853 14,500 15,200
PATROL TOTAL 2,671,215 2,621,645 2,709,132 2,796,754
120
Division: Detective
Budget Code: 417
Program No: 1611
PROFILE
The detective division consists of one captain, six detectives, one patrol officer investigator trainee, and one
school liaison officer. Detectives assigned to the division conduct investigations of criminal offenses
through proactive and reactive response. Proactive response includes surveillance of high crime areas,
gathering intelligence information on known or suspected criminals, and participating in purchasing
contraband (such as illegal drugs or stolen property). Reactive investigations are conducted when a criminal
offense is reported and there is physical evidence to gather and process, there are victims, suspects, and
witnesses to be interviewed, and supporting documentation to be researched and evaluated. These actions
prepare the case for presentation in criminal court.
The detective division participates in several programs including:
Anoka Hennenin Narcotics and Violent Crimes Task Force
Selected officers from local and county law enforcement agencies in the northwest metropolitan area,
including Hennepin and Anoka counties, are assigned to the task force. Members of the task force work in
an undercover capacity to investigate crimes relating to the sale and use of illegal drugs. Brooklyn Center
has one detective assigned to the task force.
I School Liaison Program
One officer from the Brooklyn Center Police Department is assigned as a school liaison officer in the
Brooklyn Center High School. The school liaison officer uses resources from law enforcement, social
services, and community programs in an effort to address the needs of juvenile offenders. The school liaison
officer maintains an office at the Brooklyn Center Police Department during the vacation periods of the
school year. They are primarily assigned to investigate runaways, child neglect and abuse, and other juvenile
offenses when not assigned to the Brooklyn Center High School.
DEPARTMENTAL GOALS
Continue to completely investigate reported crimes and seek prosecution through state and federal
courts.
Continue investigating illegal drug use in Brooklyn Center and surrounding communities by participating
and cooperating with the Anoka- Hennepin Narcotics and Violent Crimes Task Force.
Continue resolving conflicts and assisting students, parents, and school personnel through the school
liaison program.
Continue to participate in ad -hoc task forces to combat specific criminal activity. Ad -hoc task forces
are assembled in cooperation with other law enforcement agencies when additional resources are
appropriate to investigate similar or related crimes that are occurring in multiple jurisdictions. Ad -hoc
task forces usually have a duration of less than one month.
Increase the number of surveillance details that are conducted in high crime areas. When crime analysis
shows specific patterns of crime, then surveillance may be an effective law enforcement tool.
Surveillance is only done in those cases where there is a likelihood of crime reoccurring.
Computerize case tracking system to allow all department personnel to check on the progress of specific
cases.
121
Reduce the case load of each detective to a manageable level. Each detective currently has a case load
of between 30 -40 active cases. Felony crimes and cases with suspects in custody have the highest
priority. Cases of least importance such as misdemeanor thefts or vandalism may receive little or no
attention. The continued assignment of an investigative trainee will assist in reducing the case load of
the other detectives.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4224 Clothing/Personal Equipment $6,000
Clothing allowances for officers in the detective division according to L.E.L.S. contract.
Uniform and equipment replacement for officers in the detective division.
4310 Professional Services $1,500
Polygraph tests, expert witness fees, and costs associated with investigations.
4322 Telephone $3
Cellular phone services for all detective division personnel. Pager service for detective
captain, detectives and school liaison officer.
4400 Contractual $10,500
Corner House services who specialize in dealing with child victims of sexual abuse. Anoka
Hennepin Narcotics and Violent Crimes Task Force joint powers agreement with 13 local
communities.
4411 Conferences /Schools $5,500
Training for detective division personnel
PERSONNEL LEVELS
Five detectives and one investigative trainee are assigned to investigate all felony level crimes ranging from
damage to property to homicide. Theft, forgery and fraud account for the greatest number of cases
investigated. The increased sophistication in the area of forgery and fraud has placed greater time demands
on detectives.
One detective is assigned to the Anoka- Hennepin Narcotics and Violent Crimes Task Force. The value of
the task force has been proven time and again through their success in apprehending and convicting major
drug dealers in the north metropolitan area.
One school liaison officer is assigned.to the Brooklyn Center High School to address the unique problems i
that students face in the educational setting. Approximately $45,000 of the annual cost of an officer is
reimbursed by the school district.
Number Position
1 Captain
6 Detectives
1 Patrol Officer Investigative Trainee
1 School Liaison Officer
122
CAPITAL OUTLAY
Item/Object Code Anticipated Units Cost(s) Use /need
purchase date
Desktop Computer (4548) 1st qtr. 1998 1 $2,750 Replacement computer in the
detective division.
Printer, Laser Black and White 1st qtr. 1998 1 $2,000 Would replace the current printer
(4548) that is not capable of handling
complex word processing and
spreadsheet document printing.
123
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 417 DETECTIVES
4100 Wages Regular Employees 313,035 303,899 415,728 389,234
4112 Overtime Regular Employee 25,260 31,133 13,026 13,603
4113 Compensatory Pay Police 7,861 4,632 0 0
4117 Holiday Premium Overtime 0 4,764 14,303 14,937
4133 Vacation Pay 29,095 31,369 0 0
4134 Holiday Pay 19,806 19,691 0 0
4135 Sick Leave Pay 6,451 12,554 0 0
4136 Jury Duty Pay 391 0 0 0
Salaries and Wages TOTAL 401,899 408,041 443,057 417,774
4142 PERA Coordinated Plan 1,140 1,170 1,393 0
4143 PERA Police Fire Plan 44,988 45,625 47,443 47,626
4146 FICA 995 1,140 2,248 254
4150 Employee Benefits 0 29,131 36,002 32,035
4151 Health Insurance 22,366 3,873 0 0
4152 Life Insurance 759 121 0 0
4153 Dental Insurance 1,455 270 0 0
4154 Workers Comp Insurance 10,824 9,811 10,727 10,930
4158 Disability Insurance 282. 313 320 330
Fringe Benefits TOTAL 82,809 91,453 98,133 91,175
4212 Printed Forms 0 105 500 500
4220 Operating Supplies 1,301 1,626 1,300 1,300
4224 Clothing Personal Equip 4,651 6,085 6,000 6,000
4255 Supplies Drug Forfeiture 1,123 0 0 0
Supplies TOTAL 7,075 7,816 7,800 7,800
4310 Professional Services 783 1,051 2,000 1
Purchased Services TOTAL 783 1,051 2,000 1,500
4322 Telephone Services 2,380 2,226 3,565 3,600
4334 Use of Personal Auto 6 0 150 50
Communications TOTAL 2,386 2,226 3_715 3,650
124
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4382 Equipment Re air Maint 400 400 450 450
Repair Rental Maint TOTAL 400 400 450 450
4400 Other Contractual Service 9,541 9,729 10,600 10,500
4411 Conferences and Schools 5,973 5,924 4,600 5,500
4412 Meeting Expenses 26 78 50 100
4413 Dues Subscriptions 800 947 950 900
4424 Towing Charges 0 215 0 0
Other Contractual Sery TOTAL 16,339 16,893 16,200 17,000
4465 Automotive Insurance 0 150 0 0
Insurance TOTAL 0 150 0 0
4548 Computer Equipment 0 11,206 8,500 4,750
4551 Office Furniture Equip 0 7,044 0 0
4555 Equipment Drug Forfeiture 2,135 0 0 0
Capital Outlays TOTAL 2,135 18,249 8,500 4,750
DETECTIVES TOTAL 513,826 546,279 579,855 544,099
125
u
Division. Support Services
Budget Code: 418
Program No: 1641
PROFILE
t
Support services division consists of both sworn and civilian personn el that provide o all p olice
department divisions.
Public safety dispatchers are the critical link between the public and emergency service personnel.
Dispatchers are responsible for dispatching police, fire, and ambulance calls for service through the
automation of the Computer Aided Dispatch (CAD) and Mobile Computing Device (M.C.D.) systems.
Dispatchers are also responsible for booking prisoners and maintaining the holding facility.
Community service officers (C.S.O.'s) are utilized to perform police related duties that do not require a
sworn police officer. These duties include, but are not limited to, responding to complaints concerning
animals, both wild and domestic, monitoring private and commercial property for junk vehicles and other
city ordinance violations. The City, through a joint powers agreement, utilizes the Pets Under Police
Security (P.U.P.S.) facility in Maple Grove for the boarding and disposal of impounded animals.
The neighborhood liaison assists other City departments and works directly with community development
to assist in ordinance enforcement and related activities.
The Cadet Program is designed to assist minorities in gaining law enforcement experience while attending
a two year college law enforcement program.
Dispatchers, C.S.O.'s, neighborhood liaison, and cadets are supervised by the administrative sergeant. The
administrative sergeant is also responsible for the department's training program and is the department's
liaison with the City prosecutor.
The records staff processes and coordinates information generated by all divisions within the department.
Their activities include transcription, dissemination, and storage of police reports along with proper
classification of crimes that is mandated by the State of Minnesota.
The property /evidence function is responsible for the proper receiving, tracking, storage, and return or
disposal of all property. Property is classified as found, recovered, confiscated, or evidence. The property
room supervisor is responsible for coordinating the disposal of city property through an auction service.
The Telephone Assurance Program (T.A.P.) allows senior citizens and persons with disabilities to continue
living on their own while providing assurance that their well -being is monitored on a daily basis. When a
participant fails to call, the citizen aid clerk initiates contact with that person. If contact is still not made,
a police officer will attempt to make contact at their residence to check on their well- being.
The records staff, property room supervisor, and citizen aid clerks are supervised by the staff services
supervisor. The staff services supervisor is also responsible for the administration of liquor licenses,
gambling licenses, pawn shop licenses, handgun permits, and other miscellaneous permits as required by
state and City regulations.
126
DEPARTMENTAL GOALS
Continue to enhance computer software applications for both the communication center and records
areas within the department. The focus will be to provide as much information in an efficient and
effective manner.
Respond appropriately to code violations in cooperation with other City departments.
Continue inventorying, holding, and disposing of property in the most efficient manner allowed by city
ordinance, state statute, and the criminal justice system.
Improve the methods of cataloging and tracking property by the applications of the latest technology.
Continue the efficient disposal of property through the services of an auction house.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Am ount
4212 Printed Forms $3,600
Department letterhead, envelopes, business cards and other material done professionally.
Increase associated with new building address.
4220 Operating Supplies $3,550
Animal control supplies, directories, fax supplies, photo copier supplies, specialized paper
for communication center, property room supplies, Telephone Assurance Program (T.A.P.)
supplies, and other miscellaneous supplies.
4224 Clothing/Personal Equipment $3,250
Uniform maintenance allowance for the administrative sergeant according to L.E.L.S.
contract. Anticipated personnel turnover for uniform and equipment issue for cadet and
community service officers. Uniform and equipment replacement for personnel in the
support services division.
4271 Minor Equipment $1
Replacement of color printer, scanner, transcriber, and typewriter.
4310 Professional Services $500
Provides multiple foreign language interpretation services in the communication center
necessary due to the change in demographics of Brooklyn Center. Interpretation services are
required by law.
4314 Medical Services $1,750
Physical and psychological examinations for anticipated community service officer turnover.
Emergency veterinarian services for injured animals.
4322 Telephone Services $23,447
Telephone services for the communication center and Telephone Assurance Program
(T.A.P.). Pager service for the administrative sergeant.
4382 Equipment Repair/Maintenance $4
t Maintenance contracts for fax machine, photo copier, and radio and telephone logger system.
Equipment repair for transcribers and other miscellaneous support services equipment.
4386 Communication Systems Maintenance $2,200
Maintenance contract for radio base station located in the communication center.
127
4400 Contractual $19,400
Pets Under Police Security (P.U.P.S.) joint powers agreement with several other cities for
an animal containment center.
4411 Conferences /Schools $3,000
Training for support services division personnel.
PERSONNEL LEVELS
Number Position
1 Administrative Services Sergeant
1 Administrative Manager
6 Public Safety Dispatchers
2.20 Community Service Officers (1 full -time, 1.2 FTE)
1 Neighborhood Liaison
.60 Cadet
1 Classification Technician
3 Police Secretary/Receptionist
.50 Data Entry Technician
.90 Records Clerk
2.2 Typists
1 Property Room Supervisor (moved from Budget Code 417 Detective)
1.10 Citizen Aid Clerks
CAPITAL OUTLAY
Item/Object Code Anticipated Units Cost(s) Use /need
purchase date
Desktop Computers (4548) 3nd qtr. 1999 2 $5,500 Replacement computers in the
support services division,
communication center.
Printer, Laser Black and White 1 st qtr. 1999 1 $2,000 Currently there is no network
(4548) printer in the communication
center. Dispatchers are often
staffed alone therefore making it
difficult to retrieve print, jobs sent
to the printer in the records area.
128
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 418 SUPPORT SERVICES
4100 Wages Regular Employees 364,199 338,367 438,725 497,343
4112 Overtime Regular Employee 8,487 9,996 8,648 8,821
4113 Compensatory Pay Police 333 76 0 0
4114 Military Pay 1,457 0 0 0
4117 Holiday Premium Overtime 0 2,683 2,207 2,296
4130 Wages Part -time Employees 97,403 96,767 122,603 126,003
4131 Overtime of Part -time Emp 0 48 0 0
4133 Vacation Pay 24,008 23,548 0 0
4134 Holiday Pay 19,665 18,363 0 0
4135 Sick Leave Pay 12,211 14,374 0 0
4136 Jury Duty Pay 0 322 0 0
Salaries and Wages TOTAL 527,764 504,543 572,183 634,463
4142 PERA Coordinated Plan 20,651 19,172 25,601 29,120
4143 PERA Police Fire Plan 5,957 5,647 6,542 6,807
4146 FICA 35,840 34,323 39,382 43,968
4150 Employee Benefits 0 35,115 54,968 66,030
4151 Health Insurance 35,681 6,156 0 0
4152 Life Insurance 1,195 147 0 0
4153 Dental Insurance 2,465 388 0 0
4154 Workers Comp Insurance 5,035 3,467 4,345 5,832
4156 Unemployment Compensation 26 0 0 0
4158 Disability Insurance 156 191 0 0
Fringe Benefits TOTAL 107,005 104,606 130,838 151,757
4212 Printed Forms 0 2,480 2,200 3,600
4220 Operating Supplies 6,424 2,741 3,550. 3,550
4224 Clothing Personal Equip 2,131 1,441 3,250 3,250
4271 Minor Equipment 92 586 0 1,200
Supplies TOTAL 8,647 7,247 9,000 11,600
4310 Professional Services 603 123 1,500 500
4314 Medical Services 0 1,137 2,150 1,750
129
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Purchased Services TOTAL 603 1,260 3,650 2,250
4322 Telephone Services 16,916 19,463 22,625 23,447
4334 Use of Personal Auto 0 17 25 50
Communications TOTAL 16,916 19,479 22,650 23,497
4382 Equipment Repair Maint 7,011 4,516 5,400 4,850
4386 Communication Systems 0 2,000 2,200 2,200
4397 Logis Charges 0 66,403 67,323 76,524
Repair Rental Maint TOTAL 7,011 72,918 74,923 83,574
4400 Other Contractual Service 18,327 17,363 15,500 19,400
4411 Conferences and Schools 4,706 2,225 3,000 3,000
4412 Meeting Expenses 0 43 25 50
4413 Dues Subscriptions 77 149 100 250
Other Contractual Sery TOTAL 23,110 19,781 18,625 22,700
4548 Computer Equipment 0 4,138 5,000 7,500
4551 Office Furniture Equip 1,720 10,972 3,850 0
4555 Equipment Drug Forfeiture 920 0 0 0
Capital Outlays TOTAL 2,641 15,111 8,850 7,500
SUPPORT SERVICES TOTAL 693,698 744,945 840,719 937,341
130
Division: Office of the Chief of Police
Budget Code: 419
Program No: 1650
PROFILE
The office of the chief consists of the chief of police and the administrative analyst. The office of the chief
coordinates and administers all divisions in the department by implementing strategy in crime prevention
and crime suppression. The chief of police serves as liaison to other City departments, neighboring
communities, and criminal justice agencies.
The administrative analyst is responsible for the administration of the department's budget, computer
systems, and gathering and disseminating statistical data provided to and used to focus on crime.
DEPARTMENTAL GOALS
Provide timely information to City administration and other City departments.
Publicize the department's mission and goals by speaking to community groups.
Participate in coordinating construction and equipment planning for the new police facility.
Continue to advance the department with current technology.
Implement Automated Pawn System (A.P.S.).
Utilize crime pattern analysis thru geographical crime mapping to allocate department resources.
Utilize advisory committees for future planning, employee safety, and employee accident review.
Foster cooperation with other City departments and law enforcement agencies.
PERSONNEL LEVELS
Number Position
1 Chief of Police
1 Administrative Aide
f
11
1
131
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 419 OFFICE OF THE CHIEF
4100 Wages Regular Employees 84,562 92,707 116,313 103,511
4133 Vacation Pay 9,062 8,378 0 0
4134 Holiday Pay 5,220 5,134 0 0
4135 Sick Leave Pay 8,103 3,112 0 0
4136 Jury Duty Pay 0 -30 0 0
Salaries and Wages TOTAL 106,947 109,301 116_313 103_511
4142 PERA Coordinated Plan 1,736 1,828 2,177 1,402
4143 PERA Police Fire Plan 7,774 7,528 8,469 8,716
4146 FICA 2,862 2,683 3,215 2,070
4150 Employee Benefits 0 7,337 8,864 8,924
4151 Health Insurance 7,136 1,311 0 0
4152 Life Insurance 239 25 0 0
4153 Dental Insurance 493 68 0 0
4154 Workers Comp Insurance 2,091 1,847 2,002 2,087
4158 Disability Insurance 336 355 371 382
Fringe Benefits TOTAL 22,667 22,981 25,098 23,581
4212 Printed Forms 0 21 300 300
4220 Operating Supplies 1,851 813 800 800
4224 Clothing Personal Equip 892 972 850 850
Supplies TOTAL 2,743 1,807 1,950 1,950
4310 Professional Services 0 0 100 0
Purchased Services TOTAL 0 0 100 0
4322 Telephone Services 232 963 350 424
4334 Use of Personal Auto 19 38 0 50
Communications TOTAL 250 1,001 350 474
4382 Equipment Repair Maint 110 0 0 0
Repair Rental Maint TOTAL 110 0 0 0
4411 Conferences and Schools 554 1,874 2,100 1,650
4412 Meeting Expenses 106 222 375 300
132
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4413 Dues Subscriptions 1,071 450 500 500
Other Contractual Sery TOTAL 1,730 2,546 2,975 2,450
4548 Computer Equipment 0 10,022 0 0
Capital Outlays TOTAL 0 10_022 0 -0
OFFICE OF THE CHIEF TOTAL 134,447 147,657 146,786 131,966
1
133
Division: Private Contract Assignments
Budget Code: 420
Program No: 1680
PROFILE
No monies are budgeted for private contract assignments. This division is used to account for private police
contracts where the City provides police personnel for a charge to businesses for special events and services.
134
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET 1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 420 PRIVATE CONTRACTS
4112 Overtime Regular Employee 1,899 818 0 0
Salaries and Wages TOTAL 1,899 818 0 0
4143 PERA Police Fire Plan 217 93 0 0
4146 FICA 8 7 0 0
4154 Workers Comp Insurance 42 16 0 0
Fringe Benefits TOTAL 267 116 0 0
PRIVATE CONTRACTS TOTAL 2,166 934 0 0
135
Division: Fire
Budget Code: 425
Program No: 1401
PROFILE
The purpose of the Fire Department is to respond to fires, medical emergencies, and chemical spills/hazards
within the city in a timely and efficient manner to minimize the loss sustained by any citizen or business in
the city. This is accomplished by one full -time fire chief and 40 volunteer firefighters, some of whom also
serve as fire inspectors and training officers while not responding to fires or emergencies. Inspections of
commercial, industrial, and rental units are conducted to ensure that they comply with current fire and life
safety codes. The Fire Department also works with schools and industry to teach fire safety awareness to
children and adults. This is accomplished by using volunteers and the fire chief.
Fire Inspections. Fire inspections are conducted in the commercial industrial properties once every two
years using two part-time day inspectors and one part-time night inspector. The City's apartment complexes
are inspected once a year using two part-time inspectors who work in the evenings and weekends.
Brookdale and Northbrook shopping centers and all service stations are handled by our 3 night inspectors.
Training. Training for firefighters is every Monday night for a period of two hours to keep them current
in all aspects of emergency response and to maintain their state certifications. This is accomplished by
using a part-time training officer and our line officers to help him during the training exercises.
Fire Education. One volunteer firefighter works part-time with school children teaching fire safety, most
of which is done during a fire prevention week. He also works with juvenile fire setters in our community.
Station Duty. It has been the policy of the Brooklyn Center Fire Department to sleep two people at our
station on 63rd and Brooklyn Boulevard since the founding of the Fire Department. In addition, during any
time of inclement/severe weather, six firefighters are moved into each station until the snow or severe
rainstorm ends. This allows us to respond quickly to any type of emergency we might have in the city.
Administration. Responsible for all record keeping such as fire reports, personnel records, fire investigation
(cause and origin of all fires), and to oversee that chemicals used in manufacturing in the city are used
according to fire codes. Oversees and purchases all equipment and supplies that are needed by the Fire
Department, and recruits new firefighters and keeps records to see that both new and regular firefighters are
properly trained and that they maintain their certification. It is also responsible to ensure compliance with
all OSHA and NFPA standards for firefighting. In 1999 a large amount of time will be spent overseeing the
building and remodeling of our fire stations.
DEPARTMENTAL GOALS,
Continue to respond in a timely and efficient manner to all emergency calls.
Promote fire safety in our community and try to reduce fire loss in all property in Brooklyn Center.
Inspect all apartment/rental units and continue our inspections of all industrial and commercial property
in Brooklyn Center.
Continue to train and maintain our state certification for our firefighters.
Continue to recruit additional volunteer firefighters, especially people that are available during the
daytime hours of 6 A.M. to 6 P.M.
Work with other members of our mutual aid group to make sure were not duplicating some specialty
they have, such as a Haz -Mat team, etc.
Continue developing our Fridley training site by building additional props for training.
136
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4100 -4158 Wages\Fringe Benefits $371,541
These funds pay for the full- and part-time wages, duty pay while on duty at the fire stations,
as well as pay while attending drills. Includes increased compensation for duty pay.
4212 -4271 Supplies \clothing \tools $35,300
These funds pay for the operating supplies for the fire department such as foam, oxygen,
gloves, salvage covers first aid supplies repairs to our small equipment, it also cover all turn-
out clothing, uniforms for all 40 of our firefighters. The budget reflects an increased cost of
clothing and operating supplies.
43144315 Medical Services\Instructors $4,300
These funds cover all physical and psychological exams for all new firefighter candidates as
well a physicals for any firefighter that has taken a medical leave prior to returning to duty
on the fire department. It also covers outside speakers or instructors.
4322 -4334 Radio Communications \Telephone $8,430
Phone service for both stations and also the repair on all of our fire department truck radio's,
pagers, handi talkies, and station radios.
4386 Repair\Rental\Maintenance Contract $4,000
These funds cover the maintenance contracts on equipment in the dispatch center such as our
fire department base stations, and main transmitter.
4411 -4417 Conferences\Schools\Dues\Books Reference Material $24,650
These funds cover all schooling for all recruit and regular firefighters as well as all
conference for all fire officers, the continued maintenance of the Fridley Training Site.
44404444 Central Garage\Repairs\Replacement\Fuel $101,516
These funds cover all repairs, replacement parts, and fuel for all moving equipment for the
fire department. The reason for the major increase in this year's budget is the replacement
of the old salvage truck which has become dangerous to operate.
4552 Capital Equipment \Computers Equipment $43,000
These funds cover replacement equipment over $500 for the fire department such as pagers,
computers for each station, Scott bottles, and floor scrubbers.
137
PERSONNEL LEVELS
Number Position
1 Full -Time Fire Chief
1 Part-Time Secretary
40 Volunteer Firefighters
2 Day Fire Inspectors
3 Evening Fire Inspectors
1 Fire Education Officer
1 Training Officer
*All are volunteer firefighters in addition to their duties as inspectors, and training for these assignments are
in addition to being volunteer firefighters. Volunteer firefighters receive monthly compensation for the extra
time these people put in.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Floor Scrubbers 8/99 2 13,000 Proper maintenance of
apparatus floors
Pagers 3/99 15 9,375 Replacement of old equipment
Printers 1/99 2 2,000 For new stations, increase
efficiency
Scott Bottles 3/99 18 12,600 Replacement of old equipment
mandated by OSHA DOT
Confined space air cart 2/99 1 2,700 Increase safety of firefighters
while doing confined space
rescue
Miscellaneous 3,325
CENTRAL GARAGE
Item Anticipated Units Cost(s) Use /need
purchase date
Salvage Truck 1/99 1 195,000 Replacement of old unsafe
Salvage van
Fire Chief Vehicle 1199 1 23,800 Scheduled replacement of 5 yr.
old fire department van
138
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 425 FIRE
4100 Wages Regular Employees 30,886 32,228 32,144 33,164
4130 Wages Part -time Employees 124,794 150,051 171 193,095
4133 Vacation Pay 4,832 5,552 0 0
4134 Holiday Pay 2,626 2,194 0 0
4135 Sick Leave Pay 1,141 1,223 0 0
Salaries and Wages TOTAL 164,279 191_248 _203,744 226,259
4142 PERA Coordinated Plan 540 577 846 872
4143 PERA Police Fire Plan 4,198 4,566 3,664 3,781
4146 FICA 8,883 10,766 12,413 14,036
4149 Fire Pension Contribution 127,564 123,070 108,451 111,705
4150 Employee Benefits 0 2,045 1 4,402
4151 Health Insurance 1,572 374 0 0
4152 Life Insurance 596 656 600 600
4153 Dental Insurance 160 30 0 0
4154 Workers Comp Insurance 11,207 10,053 9 1 749 9,004
4158 Disability Insurance 810 827 711 882
Fringe Benefits TOTAL 155_530 152_964 138,305 145_282
4212 Printed Forms 700 791 800 800
4220 Operating Supplies 13,626 15,081 16 16,500
4224 Clothing Personal Equip 15,875 16,079 16,500 16,900
1 4227 Safety Supplies 595 533 600 600
4240 Small Tools 462 0 0 0
4271 Minor Equipment 0 391 500 500
Supplies TOTAL 31,258 32,875 34,400 35,300
4314 Medical Services 4,259 3,868 4,000 4,000
4315 Instructors 0 60 300 300
1 Purchased Services TOTAL 4,259 3,928 4,300 4,300
4322 Telephone Services 3,135 3,503 3,600 3,600
4323 Radio Communications 3,771 4,567 4,630 4,630
4334 Use of Personal Auto 0 0 200 200
139
CITY OF BROOKLYN CENTER r
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 6,906 8,071 8,430 8,430
4386 Communication Systems 3,359 2,029 4,000 4,000
Repair Rental Maint TOTAL 3,359 2,029 4,000 4,000
4411 Conferences and Schools 16,058 15,674 17,600 17,600
4413 Dues Subscriptions 1,375 2,434 1,750 2,050
4417 Books /Reference Materials 4,638 5,676 5,000 51000
Other Contractual Sery TOTAL 22,070 23,783 24,350 24,650
4440 Fuel Charges 2,900 3,345 2,735 3,064
4441 Fixed Charges 117,660 111,313 99,595 49,828
4442 Repair Maint Charges 23,987 27,236 29,412 38,124
4444 Replacement Charges 102,648 0 0 10,500
Central Garage Rentals TOTAL 247,195 141,894 131,742 101 -516
4548 Computer Equipment 0 4,743 0 0
4552 Other Equipment 28,557 43,444 .45,000 43,000
Capital Outlays TOTAL 28,557 48,187 45,000 43,000
FIRE TOTAL 663,414 604,979 594,271 592,737
r
140
Division: Emergency Preparedness
g Y P
Budget Code: 426
Program No: 1361
PROFILE
The purpose of the Emergency Preparedness Division is to have in place a plan that will allow the City to
continue to operate should there be a large man-made or natural disaster. This plan will allow the City to
quickly request State or Federal assistance more readily after a disaster. The Emergency Preparedness
Division is run by the Fire Chief, who divides his time as needed between the Fire Department and
Emergency Preparedness.
It is the responsibility of the Fire Chief to conduct one exercise to test the City's emergency plan each year.
In 1998 the Emergency Preparedness Manual was distributed to all required City personnel.
DEPARTMENTAL GOALS
To have a tabletop exercise with the City Manager and department heads, if possible.
To have a full scale exercise with the fire and police departments.
PERSONNEL LEVELS
Number Position
.5 Fire Chief
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amounj
4100 -4158 Wages\Fringe Benefits $38,165
These funds cover .5 or half -time salary of the Fire Chief who is also the City's Emergency
Preparedness Director.
4212 -4227 Supplies\Printed forms $1,500
These funds cover the operating supplies and the printed forms used by the Emergency
Preparedness Division.
4322 Telephone Service $1,500
These funds cover all phone service for the Emergency Preparedness Division as well as one
portable phone.
4382 Equipment Repair Maintenance $2,500
These funds pay for the maintenance contract with Doradus, Inc., on the four emergency
sirens. This also funds repair costs for miscellaneous repairs not covered in the maintenance
contract.
4386 Maintenance Contract $554
These monies provide for the Emergency Preparedness share of the maintenance contract for
the communications center. It reflects a $100 increase due to additional maintenance costs.
141
4411- Conferences and Schools $1,500
This item provides for the training seminars and workshops in the Emergency Preparedness
area and also one international conference on emergency management. There is a slight
increase to cover schools and conferences for the Director and Coordinator.
4413 Dues and Subscriptions $465
This item provides for the costs of journals and memberships relating to Emergency
Preparedness.
4417 Books/Reference Materials $500
This fund is used to provide for the printing and artwork for public information pamphlets
and brochures used by Emergency Preparedness. $500 for Tornado Awareness Week for
schools.
4481 Electric Service $500
These funds pay for electrical service for the four emergency sirens.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date per unit
No Capital outlay requested for 1999 2000 4 35,000 Replace 30 year old sirens
But we should replace our warning
sirens in the year 2000, 2 in 2000
and 2 in the year 2001
142
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL BUDGET ADOPTED__
DIV 426 EMERGENCY PREPAREDNESS
4100 Wages Regular Employees 23,641 35,999 32,144 33,164
4112 Overtime Regular Employee 0 2,065 0 0
4130 Wages Part -time Employees 0 480 0 0
Salaries and Wages TOTAL 23_641 38_544 32,144 33_164
4142 PERA Coordinated Plan 0 669 0 0
4143 PERA Police Fire Plan 2,695 2,638 3,664 3,781
4146 FICA 0 1,139 0 0
4150 Employee Benefits 0 0 1,871 0
4151 Health Insurance 674 0 0 0
4152 Life Insurance 6 0 0 0
4153 Dental Insurance 69 0 0 0
4154 Workers Comp Insurance 945 1,186 1,090 1,220
4158 Disability Insurance 0 0 161 0
Fringe Benefits TOTAL 4,388 5,631 6,786 5,001
4212 Printed Forms 0 378 400 400
4220 Operating Supplies 475 691 600 600
4227 Safety Supplies 213 0 500 500
4234 Street Maint Materials 0 10,972 0 0
4243 Utility System Supplies 0 773 0 0
Supplies TOTAL 688 12,814 1,500 1,500
4322 Telephone Services 2,437 2,507 1 1,500
Communications TOTAL 2,437 2,507 1,500 1 1 500
4382 Equipment Repair Maint 1,920 2,599 2,500 2,500
4386 Communication Systems 444 0 554 554
Repair Rental Maint TOTAL 2,364 2,599 3,054 3,054
4400 Other Contractual Service 0 951 0 0
4411 Conferences and Schools 1,406 1,497 1,400 1,500
4413 Dues Subscriptions 195 190 465 465
4417 Books /Reference Materials 126 0 500 500
143
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Other Contractual Sery TOTAL 1,727 2,638 2,365 2,465
4443 Multi -use Hourly Charges 0 6,851 0 0
Central Garage Rentals TOTAL 0 6,851 0 0
'4481 Electric Service 283 283 500 500
Utilities TOTAL 283 283 500 500
4552 Other Equipment 2,745 5,666 0 0
Capital Outlays TOTAL 2,745 5,666 0 0
EMERGENCY PREPAREDNESS TOTAL 38,274 77,532 47,849 47,184
144
Division: Inspections
Budget Code: 430
Program No: 1452
PROFILE
The Inspections Division consists of three full -time inspectors, one support personnel, and a seasonal
temporary. The positions include the Building Official, Building Inspector, Housing Inspector, and
Customer Service Representative/Permit Technician. The three inspectors are responsible for and provide
inspection services for rental licenses, housing maintenance, Section 8, building permits, fire suppression
permits, mechanical permits, plumbing permits, sign permits, water and sewer permits, plan reviews, and
complaint- oriented inspections.
DEPARTMENTAL GOALS
In 1999, the Inspection Department is anticipating a significant increase in building activity within the city.
The additional inspection activity is a result of Brookdale's renovation, 69th and Brooklyn Boulevard, 53rd
Avenue, and T.H. 252/1 -694 area development. If Brookdale's renovation goes forward, the Inspections
Division will be requesting a temporary full -time inspector position to handle the increased work load for
Brookdale paid for from Brookdale permit fees. Since timing and cost are uncertain, the cost of revenues
associated with a potential Brookdale renovation are not included in the budget.
In the first six months of 1998, the Building Official performed 390 plan reviews. In addition, the Building
Official and Building Inspector made 1,630 permit inspections. The Housing Inspector made 277 rental
inspections, 28 housing complaints, 107 code enforcement inspections, and 283 Section 8 inspections. In
1999, the department will continue providing this service to the community.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number planation Amount
4224 Personal Equipment $800
This is anew request for department jackets and coveralls. The jackets help identify the
inspectors to the general public. The coveralls are necessary when entering extremely filthy
environments which occurs on a regular basis.
4411 Conferences and Schools $7,750
As noted in the 1998 budget, by the year 2000 the State of Minnesota will no longer operate
under the current Uniform Building Code but rather the International Code Council.
Inspection divisions will be rated on experience, education, and training. Brooklyn Center
homeowners' insurance rates will be impacted by the Inspection Division's rating. Training
sessions include state seminar ($540); lead paint certification (400); MACHO fall and spring
($500); ICBO cross training ($580); National ICBO and IRC code training and meetings
($4,500).
4413 Dues and Subscriptions $1,000
ICBO dues (3 inspectors $225); NFPA dues ($400); Lake Country dues ($25); North Star
dues ($50); MACHO dues ($100); and MHA dues ($75).
4417 Books and Reference Materials $700
Books and magazines, code book updates.
145
PERSONNEL LEVELS
Number Position
1 Building Official/Inspector
1 Building Inspector
1 Housing Inspector
1 Customer Service Representative/Permit Technician
i
1
1
1
146
1 CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
DIV 430 INSPECTIONS
4100 Wages Regular Employees 138,019 112,134 161,152 167,922
4112 Overtime Regular Employee 183 5,552 0 0
4130 Wages Part -time Employees 7,112 15,355 11,620 11,969
4131 Overtime of Part -time Emp 0 1,496 0 0
4133 Vacation Pay 8,701 8,158 0 0
4134 Holiday Pay 7,693 6,769 0 0
4135 Sick Leave Pay 5,534 5,780 0 0
4136 Jury Duty Pay 589 0 0 0
Salaries and Wages TOTAL 167,832 155,243 172,772 179,891
4142 PERA Coordinated Plan 7,521 6,584 8,950 9,318
4143 PERA Police Fire Plan 23 0 0 0
4146 FICA 12,392 12,163 13,217 13,762
4150 Employee Benefits 0 11,141 16,768 17,608
s
4151 Health Insurance 11,814 2,326 0 0
4152 Life Insurance 74 15 0 0
4153 Dental Insurance 833 200 0 0
4154 Workers Comp Insurance 1,508 1,308 1,370 1,387
4156 Unemployment Compensation 51 33 0 0
Fringe Benefits TOTAL 34_215 33,770 40_305 42,075
4210 Office Supplies 36 112 0 0
4212 Printed Forms 684 771 1,000 1,000
4220 Operating Supplies 360 678 1,000 2,200
4224 Clothing Personal_Equip 0 0 0 800
Supplies TOTAL 1,080 1,561 2,000 4,000
4310 Professional Services 11,232 210 3,000 3,000
Purchased Services TOTAL 11,232 210 3,000 3,000
4322 Telephone Services 1,013 991 1,600 1,500
4324 Delivery Service 18 0 50 0
4330 Transportation 0 96 0 0
4334 Use of Personal Auto 68 50 125 100
147
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 1,099 1,137 1,775 1,600
4397 Logis Charges 0 0 7,765 7,893
Repair Rental Maint TOTAL 0 0 7,765 7,893
4411 Conferences and Schools 115 2,116 3,500 7,750
4413 Dues Subscriptions 1,035 825 775 1,000
4414 Licenses, Taxes, Fees 100 0 0 0
4417 Books /Reference Materials 0 0 2,000 700
Other Contractual Sery TOTAL 1,249 2,941 6,275 9,450
4440 Fuel Charges 560 863 561 669
4441 Fixed Charges 16,311 4,400 5,097 6,978
4442 Repair Maint Charges 2,492 2,880 4,674 2,818
4444 Replacement Charges 0 0 0 2,300
Central Garage Rentals TOTAL 19,363 8,143 10,332 12,765
4548 Computer Equipment 0 0 17,500 7,500
Capital Outlays TOTAL 0 0 17,500 7,500
INSPECTIONS TOTAL 236,071 203,004 261,724 268,174
148
Division: Planning nd Zoning
g
Budget Code: 431
Program No: 1461
PROFILE
The planning division is responsible for the enforcement of the City's zoning ordinance (Chapter 35) and
the sign ordinance (Chapter 34). The division prepares initial reports on all applications to the Planning
Commission, including site and building plans, special use permits, variances, rezoning, appeals, and
preliminary plats. Also, the division administers site performance guarantees and oversees the issuance of
land use permits, sign hanger licenses, sign permits, and the inspection of signs.
DEPARTMENTAL GOALS
Provide timely and thorough review of all planning commission applications and to assist and interpret for
the general public the City's Zoning Ordinance and other related ordinances.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4310 Professional Services $3,500
This item is used to fund special research items that may come before the Planning
Commission in 1999.
4413 Dues and Subscriptions $1,300
American Planning Association (planning and zoning laws subscription) ($1100); Journal
of Planning Associates ($100); miscellaneous ($100).
1 PERSONNEL LEVELS
Number Position
1 Planning and Zoning Specialist
1 Community Development Secretary
149
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
•1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 431 PLANNING ZONING
4100 Wages Regular Employees 37,639 68,036 83,395 85,232
4130 Wages Part -time Employees 1,641 0 0 0
4133 Vacation Pay 5,600 5,907 0 0
4134 Holiday Pay 2,611 3,710 0 0
4135 Sick Leave Pay 1,937 2,549 0 0
Salaries and Wages TOTAL 49,429 80,201 83,395 85,232
4142 PERA Coordinated Plan 2,147 3,646 4,320 4,415
4146 FICA 3,653 6,148 6,380 6,520
4150 Employee Benefits 0 6,141 8,084 8,804-
4151 Health Insurance 5,063 971 0 0
4152 Life Insurance 32 5 0 0
4153 Dental Insurance 357 71 0 0
4154 Workers Comp Insurance 457 1,006 578 591
Fringe Benefits TOTAL 11,708 17,987 19,362 20,330
4210 Office Supplies 0 3 0 0
4220 Operating Supplies 0 354 200. 200
Supplies TOTAL 0 356 200 200
4310 Professional Services 4,351 34,589 3,000 3,500
Purchased Services TOTAL 4,351 34,589 3,000 3,500
4334 Use of Personal Auto 22 24 50 50
Communications TOTAL 22 24 50 50
4397 Logis Charges 0 7 946 0 0
Repair Rental Maint TOTAL 0 7,946 0 0
4400 Other Contractual Service 0 0 1,500 0
4402 Uncollectible Checks 36 0 0 0
4411 Conferences and Schools 0 49 100 100
4413 Dues Subscriptions 524 945 1 1,300
Other Contractual Sery TOTAL 560 993 2,600 1_400
150
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4548 Computer Equipment 0 0 2,500 0
Capital Outlays TOTAL 0 0 2,500 0
PLANNING ZONING TOTAL 66,070 142,097 111,107 110,712
1
151
Division: Assessing
Budget Code: 432
Program No: 1102
PROFILE
The primary function of the Assessing Division is the accurate classification and valuation of all real
property located within Brooklyn Center. Additional duties include: answering questions and concerns
from taxpayers, responding to tax appeals filed in State tax court, meeting statutory requirements for the
reappraisal of one fourth of all parcels within the city each year, maintaining the property data system (PDS)
information, maintaining the special assessments totals in the special assessment module of the LOGIS
system, providing computerized reports and responding to requests of other City departments and members
of the general public.
DEPARTMENTAL GOALS
Continued improvements in overall procedures and methodology through refinements of the newly i
implemented CAMA system, other advancements in computerized appraisal and the integration of GIS
systems.
Improve on the overall comprehensiveness of commercial, industrial, and apartment property
characteristics data through accelerated reappraisal schedules.
Continued development of standardized GIS applications for integration with general assessment duties
and activities.
The timely and effective resolution of all property tax appeals.
Assist and promote the improvement of general levels of communication and sharing of information
between metro assessment jurisdictions.
Residential Appraisal: This activity comprises approximately 40% of the division's budget. Planned
activities in 1999 begin with the inspection and reappraisal of 2,256 residential parcels. Additional duties
include reviewing new residential improvements, any new construction, and any removed or demolished
properties. Due to recent increases in residential property valuations, substantial resources will also be
required to respond to taxpayer inquiries and concerns.
Appeals: This activity requires approximately 20% of the division's resources. Currently outstanding tax
court petitions number approximately 38 and include a total assessed valuation of approximately
$358,926,100. The number of petitions filed has begun to gradually decline; the remaining cases are
becoming somewhat more difficult to resolve. Appeals relating to Kohl's and JC Penny's are likely to
require substantial resources during calendar year 1999. The Brookdale appeals have been resolved,
however this resolution must be approved by the bankruptcy court, should this approval not be forthcoming
then the case will dominate the year's activities..
Non Residential Appraisals: Approximately 20% of this division's overall r esources are devoted to this
activity. This activity in 1999 will include reappraisal of industrial property and all office buildings. All
apartment, industrial, and commercial property will be revalued. Primary focus is on assembly of market
information relating to the sale, management, and leasing of these types of properties. Specific attention
is paid to sectors of the market considered to be most active.
152
Special Assessments: This activity comprises approximately 10% of this division's resources, however, for
four- to six -week periods in the fall and spring it requires the full attention of one employee. Activities
include preparation of reports, maintenance of data base, receipt of payments, and providing the certified
specials to Hennepin County for inclusion in owners future property tax bills. Recent increases in the
number of parcels impacted by new special assessments each year has caused the demands of this function
to expand substantially.
Interdepartmental Activities: Comprises approximately 10% of this division's resources. Activities include
preparation of reports for redevelopment projects, analysis of tax increment projects and districts, and
anticipated future tax base and potential refund information. Time is also devoted to projects relating to
housing, legislative, and other citywide issues.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4271 Minor Equipment $1,000
Minor Equipment is budgeted for the purchase of office equipment, replacement of cameras,
calculators, etc. This is one line item of the "supplies" budget which was $2,850 in 1998 and
requested to be $2,500 in 1999.
4310 Professional Services $2,500
I This is a decrease of an annually budgeted item for professional services. It would be used
for items such as appraisal services, FF E analysis, market studies, demographic analysis,
or other expert witness services for tax court. This line item is not typically expended, but
is budgeted should a particular court case require such services.
4321 Postage $2,900
Increase is due to potential postage rate increases. Primarily used to pay for the cost of
mailing the annual valuation notices to approximately 8,400 parcels. As of 1998 these must
be mailed first class.
4411 Conferences and Schools $3,375
Professional training for all Assessing Division staff. All licensed staff members must have
statutorily mandated continuing education. Increase of $200 from 1998. Also is used to
cover the cost of regular assessment meetings which the assessor and staff are required to
attend.
4413 Dues and Subscriptions $1,433
This item is the same as the 1998 amount of $1,433. It is comprised of IAAO dues; MAAO
dues; Assessor's licenses; appraiser license; and affiliate Board of Realtors membership.
Subscriptions are to Shopping Center Today, Finance and Commerce, Real Estate Journal,
City Business, Appraisal Journal, and Appraisal Foundation Information Service.
4417 Books/Reference Materials $2,070
An increase from the 1998 budget. Individual items include: Marshall Valuation Service
$500, Marshall Swift Cost Service $550, MLS Sold Market Reports $250, Dollars and
Cents $135, Host Report- $350, Assessor's Data Exchange $350. The assessor's data
exchange, a required payment to Hennepin County, is $150.
153
1
4548 Computer Equipment $5,900
P
One standard PC.
One HP laser printer to supplement aging HP4.
Two Arc -View licenses to comply with software licensing requirements.
PERSONNEL LEVELS
Change in job classification of current Assessment Technician (D20) to Appraiser Technician (D25).
Proposal is to convert current employee from current Step F of D20 classification to Step C of classification
D25. This change will compensate the employee for the additional workload, increased responsibility, and
higher skill levels required by recent changes in the duties of this position. Benefit to the department will
be to make the salary range competitive, thereby increasing the likelihood of employee retention.
The continuation of the part-time position of data collector. Position is responsible for annual field
inspections of the residential quartile. Combined with substantial field work by the Assessment Technician
(Appraiser Technician) this enables the full -time Appraiser II to concentrate on reappraisal of commercial
and apartment properties. This will allow for the maximum use of current personnel, experience, and
training for a minimal additional cost. Estimate cost of this position at $5,000.
Number Position
1 City Assessor
1 Appraiser II
1 Appraiser Technician
1 Assessing Secretary
1 Data Collector, Temporary Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
One standard PC March 1999 1 $2,000 Replace existing.
HP LaserJet 4 April 1999 1 $2,000 Supplement current HP which is
beginning to decline in
performance.
Arc -View GIS Software License March 1999 2 $1,900 Comply with software licensing
requirements.
154
I CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 432 ASSESSING
4100 Wages Regular Employees 133,746 145,486 173,155 172,847
4112 Overtime Regular Employee 81 27 0 0
4130 Wages Part -time Employees 88 5,261 5,150 5,000
4133 Vacation Pay 9,818 9,782 0 0
4134 Holiday Pay 7,145 7,595 0 0
4135 Sick Leave Pay 3,801 4,328 0 0
Salaries and Wages TOTAL 154,679 172,480 178,305 177,847
4142 PERA Coordinated Plan 6,907 7,274 9,238 8,953
4146 FICA 10,928 12,238 13,644 13,223
4150 Employee Benefits 0 12,475 16,348 17,728
4151 Health Insurance 13,887 1,640 0 0
4152 Life Insurance 78 10 0 0
4153 Dental Insurance 1,230 180 0 0
4154 Workers Comp Insurance 1,231 1,172 1,237 1,467
4158 Disability Insurance 262 291 320 338
Fringe Benefits TOTAL 34,523 35,281 40,787 41,709
4210 Office Supplies 168 146 200 200
4212 Printed Forms 273 743 650 500
4220 Operating Supplies 1,259 1,336 800 800
4271 Minor Equipment 192 724 1,200 1,000
Supplies TOTAL 1,892 2,948 2,850 2,500
4310 Professional Services 0 72 5,000 2,500
Purchased Services TOTAL 0 72 5,000 2,500
4321 Postage 1,719 1,750 2,800 2,900
4322 Telephone Services 0 0 700 500
4334 Use of Personal Auto 610 1,124 900 500
Communications TOTAL 2,328 2,874 4,400 3,900
4397 Logis Charges 0 14,161 14,203 15,558
Repair Rental Maint TOTAL 0 14,161 14,203 15,558
155
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4411 Conferences and Schools 0 3,114 3,300 3,375
4413 Dues Subscriptions 1,242 1,296 1,433 1,433
4417 Books /Reference Materials 692 1,690 1,435 2,070
Other Contractual Sery TOTAL 1,934 6,100 6,168 6,878
4440 Fuel Charges 92 278 121 138
4441 Fixed Charges 2,395 2,595 4,642 4,573
4442 Repair Maint Charges 1,913 1,474 1,616 1,117
Central Garage Rentals TOTAL 4,400 4,347 6,379 5,828
4548 Computer Equipment 0 6,079 3,500 5,900
Capital Outlays TOTAL 0 6,079 3,500 5,900
ASSESSING TOTAL 199,757 244,342 261,592 262,620
j
156
Division: Convention and Tourism
Budget Code: 433
Program No: 1870
PROFILE
Operators of hotels and motels in Brooklyn Center collect a six percent tax on the rent they charge
for providing lodging. The tax was enacted in two, three percent segments. The City collects the
tax proceeds from the operators and forwards 95% of the first three percent to the North Metro
Convention and Tourism Bureau to be used in accordance with Minnesota Statutes. Section
477A.018, for the purpose of marketing and promoting the City as a tourist or convention center.
The City retains five percent of the first three percent to reimburse itself for the cost of administering
the program. The City also retains the entire second three percent to reduce the need for property
taxes to support City services.
I Revenue estimates for 1999 lodging tax are $550 000. This estimate is based on 1997 lodging tax
g g g g
revenues ($523,745); which was increased by an inflation factor of 5 This estimate assumes no
additional growth from the AmericInn or Extended Stay America.
Based on revenues of $550,000, the Convention and Tourism line item would be $261,250.
157
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 433 CONVENTION TOURISM
4414 Licenses, Taxes, Fees 201,600 248,779 218,500 261,250
Other Contractual Sery TOTAL 201,600 248,779 218,500 261,250
CONVENTION TOURISM TOTAL 201,600 248,779 218,500 261,250
j
1
158
Division: Social Services
Budget Code: 435
Program No: 1821
PROFILE
The City of Brooklyn Center approves funding requests for various human/social service -type contracts,
generally pursuant to joint powers agreements.
Funding Requests
The City Council set funding for 1999 as follows:
Joint Powers Agreements
Five Cities Senior Transportation 12,033
Northwest Hennepin Human Services Council 17,244
Project Peace 38.583
Joint Powers Agreements Subtotal 67.860
Contract Services
Brooklyn Community Band 1,000
Brooklyn Peacemaker Center, Inc 6,500
Heritage Festival ............................500
North Hennepin Mediation Program, Inc 4.000
Contract Services Subtotal 12.000
Total Social Services 79.860
159
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 435 SOCIAL SERVICES
4400 Other Contractual Service 78,442 79,800 80,104 79,860
Other Contractual Sery TOTAL 78,442 79,800 80,104 79,860
SOCIAL SERVICES TOTAL 78,442 79,800 80,104 79,860
l
1
1
i
1
1
1
1
I
1
1
160
Division: Police Station Maintenance
Budget Code: 439
Program No: 2041
PROFILE
This activity provides for the ongoing maintenance and repair of the Humboldt Avenue police station and
related areas. This building has been separated from the other Government Buildings in order to develop
a baseline of expenses for future budgeting purposes.
DEPARTMENTAL GOALS
Provide necessary maintenance of buildings, HVAC systems, fixed equipment, furniture, and
accessories.
Develop and implement preventative maintenance programs where possible.
Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in- services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Apoun
4217 Paper Supplies $2,000
Toilet paper, c -fold towels, cups, etc. for all City buildings.
t 4223 Cleaning Supplies $4,000
Various cleaning solutions, solvents, soaps, fragrances, etc. for the police station. The
amount budgeted for paper supplies and for cleaning supplies were adjusted to reflect
specific expenditures associated with opening a new building.
4226 Chemicals $1
The cost of chemicals used to treat domestic water service at the police station, and sidewalk
salt.
4230 Repair Maintenance Supplies $3,000
The cost of the variety of supplies used in the day to day maintenance of the police station
building, such as light bulbs, hardware, shelving, ceiling tiles, equipment parts for
1 installation by staff.
4233 Buildings Repairs $1
Repairs to the structure of police station building, such as electrical and plumbing repairs,
roof repairs, repairs of automatic doors, etc. These types of expenditures should be minimal
during the first few years of the building's operation.
161
4382 Equipment Repair $5,000
Examples include inspection and repair to the building's humidification unit, boiler and
chiller repairs, replacement of drinking fountain parts, replacement of light fixtures etc.
4400 Other Contractual Service $3,500
Contractual cleaning for entrance rugs and also pest control at City buildings. Also includes
contracts for lawn spraying, fertilizing, etc.
4421 Janitorial Service $500
The cost of contractual rug cleaning, window cleaning, and floor buffing.
4481 Electric Service $4,500
The cost of electrical service for the police station
4482 Gas Service $6,000
The cost of gas service for the police station
PERSONNEL LEVELS
Number Position
1 Maintenance /Custodian
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Commercial vacuum 8/99 1 $600 New vacuum for care of carpeted
areas
Floor Machine 8/99 1 $400 Small floor machine for care of
hard floor areas
Additional equipment and supply
items will be purchased as part of the
building project.
162
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 439 POLICE STATION MAINTENANCE
4100 Wages Regular Employees 14,011 0 0 11,368
4112 Overtime Regular Employee 951 0 0 1,503
Salaries and Wages TOTAL 14,962 0 0 12,871
4142 PERA Coordinated Plan 670 0 0 667
4146 FICA 1,117 0 0 985
4150 Employee Benefits 0 0 0 2,201
4154 Workers Comp Insurance 384 0 0 574
Fringe Benefits TOTAL 2,171 0 0 4,427
4217 Paper Supplies 0 0 0 2,000
4220 Operating Supplies 0 0 0 200
4223 Cleaning Supplies 0 0 0 4,000
4226 Chemical Products 0 0 0 1,000
4230 Repair Maint Supplies 0 0 0. 3,000
4233 Building Repair Supplies 0 0 0 1,000
4240 Small Tools 0 0 0 250
Supplies TOTAL 0 0 -0 11_450
4382 Equipment Repair Maint 0 0 0 5,000
Repair Rental Maint TOTAL 0 0 -0 5,000
4400 Other Contractual Service 822 0 0 3,500
4421 Janitorial Service 0 0 0 500
Other Contractual Sery TOTAL 822 0 0 4,000
4481 Electric Service 0 0 0 4,500
4482 Gas Service 0 0 0 6,000
4483 Heating Oil 0 0 0 2,500
4484 Water Service 0 0 0 1,000
4485 Sanitary Sewer Service 0 0 0 1,500
4486 Hazardous Waste Disposal 0 0 0 100
4487 Solid Waste Disposal 0 0 0 2,000
4488 Storm Water Drainage 0 0 0 1,000
163
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
Utilities TOTAL 0 0 0 18,600
4552 Other Equipment 0 0 0 1,000
Capital Outlays TOTAL 0 0 0 1,000
POLICE STATION MAINTENANCE TOTAL 17,955 0 0 57,348
164
Division: Custodial Services
Budget Code: 440
Program No: 2001
PROFILE
This activity provides for cleaning and other custodial services for the Civic Center and the City Garage.
Specialty services such as large area carpet cleaning are provided by contract with qualified vendors.
The 1999 budget continues the movement of specific line items from Division 465, Community Center, and
Division 466, Pool, to Divisions 440, Custodial Service, and Division 441, Building Maintenance. This was
done for ease and clarity of budgeting and administration. Division 466 continues to budget items which
are very specific to the pool. A charge in the amount of a certain percent of operational overhead, such as
utilities, custodial and maintenance supplies, etc., will be charged to Divisions 465 and 466.
DEPARTMENTAL GOALS
Perform routine cleaning and sanitizing tasks to provide for safe, clean buildings for all staff and citizens.
Involve employees in a continuous service plan review which defines tasks and duties and identifies key
staff to perform these duties.
Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation AmoWtt
4217 Paper Supplies $6,900
Toilet paper, c -fold towels, cups, etc. for all City buildings.
4223 Cleaning Supplies $10,500
Various cleaning solutions, solvents, soaps, fragrances, etc. for all City buildings. The
amount budgeted for paper supplies and for cleaning supplies were adjusted to better reflect
specific expenditures.
4400 Other Contractual Service $4,000
Contractual cleaning for entrance rugs and also pest control at City buildings.
4421 Janitorial Service $3,000
The cost of contractual rug cleaning, window cleaning, and floor buffing.
PERSONNEL LEVELS
Number Position
t 1 Full -time custodian
Additional custodial staff are allocated under Division 465, Community Center, and Division 439, Police
Station Maintenance.
165
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Wide area, commercial vacuum 1/99 1 $2,200 Replaces a worn out, smaller
cleaner vacuum. Wide area unit would
reduce time needed to vacuum
and increase efficiency
Regular vacuums 1/99 2 $1,300 Vacuums are being replaced on a
four year schedule.
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166
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 440 CUSTODIAL SERVICES
4100 Wages Regular Employees 22,692 4,945 23,771 23,885
4112 Overtime Regular Employee 1,462 156 0 0
4133 Vacation Pay 0 86 0 0
4135 Sick Leave Pay 0 226 0 0
Salaries and Wages TOTAL 24,154 5,413 23,771 23,885
4142 PERA Coordinated Plan 1,082 243 1,231 1,237
4146 FICA 1,798 467 1,818 1,827
4150 Employee Benefits 0 2,570 3,742 4,402
4151 Health Insurance 751 214 0 0
4152 Life Insurance 5 2 0 0
4153 Dental Insurance 52 36 0 0
4154 Workers Comp Insurance 673 93 979 1,078
4156 Unemployment Compensation 938 0 0 0
Fringe Benefits TOTAL 5,298 3,625 7,770 8,544
4217 Paper Supplies 0 384 6,500 6,900
4222 Lubricants Additives 0 381 0 0
4223 Cleaning Supplies 779 3,310 10,000 10,500
4226 Chemical Products 0 61 0 0
4233 Building Repair Supplies 332 0 0 0
Supplies TOTAL 1,111 4,136 16,500 17,400
4382 Equipment Repair Maint 820 0 0 0
Repair Rental Maint TOTAL 820 0 0 0
4400 Other Contractual Service 3,343 2,439 3,500 4,000
4421 Janitorial Service 0 15,123 3,500 3,000
Other Contractual Sery TOTAL 3,343 17,562 7,000 7,000
4440 Fuel Charges 0 -38 0 0
Central Garage Rentals TOTAL 0 -38 0 0
4552 Other Equipment 1,236 3,786 0 3,500
167
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Capital Outlays TOTAL 1,236 3,786 0 3,500
CUSTODIAL SERVICES TOTAL 35,963 34,485 55,041 60,329
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168
1 Division: Buildin g Maintenance
Budget Code: 441
Program No: 2031
PROFILE
This activity provides for the ongoing maintenance and repair of city hall, the police department, community
center, city garage, and fire stations. In addition, staff provides some support for the liquor stores and
Centerbrook Golf Course. These expenses are charged directly to their respective enterprise funds.
Staff is responsible for the maintenance and repair of building needs, HVAC systems, fixed equipment,
furnishings and accessories. Also included in this budget are the costs of electricity, gas, water /sewer and
storm drainage for these named buildings. These utility charges have been increased to account for a small
increase in vendor charges and have also been adjusted to account for a change in the way the charges are
accounted
For the 1999 budget, the budget continues the movement of a number of specific line items from Division
465, Community Center, and Division 466, Pool, to Divisions 440, Custodial Service, and Division 441,
Building Maintenance. This was done for ease and clarity of budgeting and administration. Division 466
continues to budget items which are very specific to the pool. A charge in the amount of twenty percent of
operational overhead, such as utilities, custodial and maintenance supplies, etc., will be charged to Divisions
465 and 466.
DEPARTMENTAL GOALS
Provide necessary maintenance of buildings, HVAC systems, fixed equipment, furniture and accessories.
Develop and implement preventative maintenance program where possible.
Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in- services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation A o i
4226 Chemicals $1,800
The cost of chemicals used to treat domestic water service at the Civic Center, and sidewalk
salt.
4230 Repair Maintenance Supplies $13,000
The cost of the variety of supplies used in the day to day maintenance of the various City
buildings, such as light bulbs, hardware, shelving, Ceiling tiles, equipment parts for
installation by staff. As the buildings age, additional repairs are necessary to keep buildings
in reasonable shape, reflected in the $2,000 increase to this line item.
4233 Buildings Repairs $17,500
Repairs to the structure of buildings, such as electrical and plumbing repairs, roof repairs,
repairs of automatic doors such as those at the fire stations, etc.
169
4382 Equipment Repair Maintenance $46,300
Examples include repair to the Civic Center humidification unit, boiler and chiller repairs,
replacement of failed drinking fountains, replacement of light fixtures etc. As the buildings'
mechanical systems age, an increasing number of repairs are required to keep them
operational.
4481 Electric Service $97,640
Increasing electric rates require an increase of 3% for electric service to City buildings.
Twenty percent of the estimated expenditures for electricity have been charged to Division
466, to cover direct operation costs of the Community Center swimming pool.
4482 Gas Service $68,450
Natural gas rates have increased substantially. Also, the additional vehicle storage area at
the Central Garage which is heated by Co -Ray -Vac gas radiant heat has increased natural gas
consumption. These factors require a substantial increase for natural gas used to heat City
buildings. The Civic Center is on interruptible service, which provides a lower gas rate.
Additional efficiencies are being explored.
With the assistance of our utility vendors, we have determined that twenty percent of the
estimated expenditures for natural gas are directly attributable to operation of the Community
Center swimming pool. As a result, 20% of the estimated expenditures will be charged to
Division 466.
PERSONNEL LEVELS
Number Position
1 Maintenance Supervisor
1 Maintenance Custodian
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Tile Parts Rm at City Garage 1/99 $2,100 Current tile floor is breaking
apart, creating a safety issue and
is difficult to clean.
Fencing Cold Storage area 5/99 $2,000 Would provide secure area for
additional storage of parks /streets
equipment and supplies.
Several major building repairs are
included for consideration in the
Capital Improvements Fund budget
170
1 CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 441 BUILDING MAINTENANCE
4100 Wages Regular Employees 66,296 59,320 81,075 83,499
4112 Overtime Regular Employee 3,471 6,707 5,460 5,623
4133 Vacation Pay 3,450 5,982 0 0
4134 Holiday Pay 1,918 3,591 0 0
4135 Sick Leave Pay 1,545 4,649 0 0
Salaries and Wages TOTAL 76,680 80_249 86_535 89,122
4142 PERA Coordinated Plan 3,429 3,662 4,482 4,617
1 4146 FICA 5,566 6,096 6,620 6,818
4150 Employee Benefits 0 6,751 8,084 8,804
4151 Health Insurance 5,024 886 0 0
4152 Life Insurance 31 6 0 0
4153 Dental Insurance 345 101 0 0
4154 Workers Comp Insurance 3,312 3,298 3,490 3,731
Fringe Benefits TOTAL 17,706 20,799 22,676 23,970
4210 Office Supplies 134 0 0 0
4217 Paper Supplies ill 564 0 0
4220 Operating Supplies 45 84 500 300
4223 Cleaning Supplies 3,830 0 0 0
4225 Shop Supplies 3 0 0 0
4226 Chemical Products 182 2,911 1,700 1,800
1 4227 Safety Supplies 472 836 500 700
4230 Repair Maint Supplies 9,814 17,461 12,000 13,000
4233 Building Repair Supplies 6,695 7,146 16,000 17,500
4235 Landscaping Materials 3,350 692 0 0
4240 Small Tools 838 1,913 1,000 1,000
4271 Minor Equipment 0 205 0 0
Supplies TOTAL 25,474 31,812 31,700 34,300
4310 Professional Services 0 65 1,500 200
Purchased Services TOTAL 0 65 1,500 200
4322 Telephone Services 702 784 1,100 1,300
171
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 702 784 1,100 1,300
4382 Equipment Repair Maint 39,220 33,942 45,000 46,300
Repair Rental Maint TOTAL 39,220 33,942 45,000 46,300
4400 Other Contractual Service 1,642 6,518 0 3,000
4411 Conferences and Schools 330 12 500 500
4413 Dues Subscriptions 273 136 300 250
Other Contractual Sery TOTAL 2,244 6,666 800 3,750
4440 Fuel Charges 271 513 217 332
4441 Fixed Charges 1,329 2,834 3,342 2,413
4442 Repair Maint Charges 877 1,786 952 679
Central Garage Rentals TOTAL 2,477 5,133 4,511 3,424
4481 Electric Service 66,794 65,727 88,000 97,640
4482 Gas Service 47,464 44,161 64,000 68,450
4483 Heating Oil 2,702 3,231 2,400 2,500
4484 Water Service 2,098 1,884 3,280 3,535
4485 Sanitary Sewer Service 3,584 3,133 5,600 5,875
4486 Hazardous Waste Disposal ill 196 0 100
4487 Solid Waste Disposal 7,356 8,573 10,000 9,300
4488 Storm Water Drainage 0 4,509 4,400 4,750
Utilities TOTAL 130,110 131,415 177,680 192,150
4520 Buildings 0 2,589 0 0
4550 Furniture Fixtures 1,500 0 0 0
4552 Other Equipment 2,304 8,495 0 4,100
4560 Construction Contracts 270 0 0 0
Capital Outlays TOTAL 4,074 11,084 0 _4,100
BUILDING MAINTENANCE TOTAL 298,687 321,950 371,502 398,616
172
Division: Government Buildings Ground Maintenance
Budget Code: 442
Program No: 2071
PROFILE
This activity provides for the ongoing maintenance and repair of outdoor areas of the Civic Center, East and
West Fire Stations, the liquor stores, and related areas.
DEPARTMENTAL GOALS
Provide necessary grooming and maintenance of government buildings, including mowing, care of
existing landscape, landscape upgrades (where possible), and maintenance of turf irrigation systems.
Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
Promote quality service provision and better communications through increased interaction and
information sharing (regular staff meetings and training in- services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Fxplanatiozx Amount
4235 Landscaping Materials $2,500
The cost of grass seed, fertilizer, sod, irrigation system supplies, etc. used in the maintenance
of government buildings grounds, plus the cost of flowers at the Civic Center.
4310 Professional Services $1,200
The cost of contractual gardening and landscape maintenance at the Civic Center.
4400 Other Contractual $3,300
The cost of contractual aeration, fertilizing, and weed control on government buildings
grounds.
PERSONNEL LEVELS
Number Position
1 Maintenance Custodian
.38 Seasonal Part-Time
1
173
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Backpack blower 4/99 1 $500 Replaces unit that is old and not
dependable.
Chipper /Shredder 4/99 1 $750 Small unit for use on Civic Center
grounds.
Power Pruner 5/99 1 $600 Would provide efficient means of
pruning and grooming trees and
large shrubs on Civic Center
grounds.
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174
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 442 GOVT BLDG GROUND MAINT
4100 Wages Regular Employees 10,362 25,305 34,427 36,346
4112 Overtime Regular Employee 944 5,365 0 0
4130 Wages Part -time Employees 0 6,118 4,326 4,362
4131 Overtime of Part -time Emp 0 680 0 0
4133 Vacation Pay 0 1,397 0 0
4134 Holiday Pay 0 1,403 0 0
4135 Sick Leave Pay 0 1,234 0 0
Salaries and Wages TOTAL 11_306 41,502 38,753 40,708
4142 PERA Coordinated Plan 507 1,511 2,007 2,109
4146 FICA 815 2,964 2,965 3,114
4150 Employee Benefits 0 3,570 4,342 4,402
4151 Health Insurance 0 323 0 0
4152 Life Insurance 0 2 0 0
4153 Dental Insurance 0 30 0 0
4154 Workers Comp Insurance 507 1,416 1,597 1,719
Fringe Benefits TOTAL 1,828 9,817 10,911 11,344
4235 Landscaping Materials 0 -421 2,000 2,500
P g
4240 Small Tools 0 616 0 0
Supplies TOTAL 0 194 2,000 2,500
4310 Professional Services 0 0 1 1,200
Purchased Services TOTAL 0 0 1,000 1,200
4382 Equipment Repair Maint 1,183 1,417 0 0
4385 Landscaping Services 275 0 0 0
Repair Rental Maint TOTAL 1_458 1,417 0 0
4400 Other Contractual Service 2,547 91 2,500 3,300
Other Contractual Sery TOTAL 2,547 91 2_500 3_300
4443 Multi -use Hourly Charges 82 0 0 0
Central Garage Rentals TOTAL 82 0 0
175
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
4552 Other Equipment 0 0 10,200 1
Capital Outlays TOTAL 0 0 10,200 1,850
GOVT BLDG GROUND
MAINT TOTAL 17,221 53,021 65,364 60,902
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176
Division: Engineering Services
g g
Budget Code: 443
Program No: 2302, 2313, 2324, 2343, 2352
t PROFILE
This activity provides engineering support services for street reconstruction and other capital improvements,
administration of the city's state aid street system, traffic engineering, mapping, review of proposed
developments and plats, certification of special assessments, and general office and fieldwork services such
as surveying, inspection and public information.
The cost of engineering services related to improvement projects are reimbursed by the funding source(s)
for the respective projects. In the case of improvement projects receiving funding from the General Fund,
this may result in a transfer from the General Fund to the Capital Improvement project and a transfer back
to the General Fund to cover a percentage of the project's engineering costs. This practice will be reviewed
in the five year planning process.
DEPARTMENTAL GOALS
Collect and process information for proposed street and utility improvements.
Perform design and contract administration for the Southeast Neighborhood project and Earle Brown
Drive State Aid project.
Collect and process information for other city improvement projects.
Conduct special studies as needed.
Review proposed developments and plats.
Inspect city improvement projects.
Through additional Engineering Technician, reduce seasonal employee cost, complete inventory of as-
builts, update drawings, eliminate 50% of backlog inventory, eliminate backlog of sight triangle
complaints, update eight sectors, and complete the inventory of city base maps.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Wages of Part -Time Employees $3,407
Seasonal employees who primarily work on improvement projects occasionally provide
t assistance in routine engineering tasks such as traffic counting, sight distance surveys, and
general office tasks. The budget amount is based on an average wage rate, however, actual
wage rate is determined by a point system evaluating education and experience.
4400 Other Contractual Service $5,000
This new program would scan as- builts and store them on CD ROM for more efficient
retrieval. As- builts are used by Engineering and Public Utilities staff, and are also frequently
provided to private developers and contractors working in the City.
177
PERSONNEL LEVELS
Number Position
1 City Engineer
1 Engineering Technician 4
3 Engineering Technician 3
1 Engineering Secretary
.2 Seasonal Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use/need t
purchase date each
Replacement PC 1/99 1 $2,900 Would replace the City
Engineer's PC. These PCS are
on a 4 year replacement cycle.
Includes 17" monitor and
upgraded video card for graphics-
intensive mapping and other uses.
Aerial photography 4/99 1 $9,000 Would update library of aerial
photos of the city, used almost
daily. Last aerial photography
was taken in 1989.
178
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL__ ACTUAL ADOPTED__
DIV 443 ENGINEERING SERVICES
4100 Wages Regular Employees 120,260 222,820 272,832 310
4112 Overtime Regular Employee 324 307 1,029 454
4130 Wages Part -time Employees 7,222 9,570 9,579 3,407
4131 Overtime of Part -time Emp 256 289 0 0
4133 Vacation Pay 12,909 16,905 0 0
4134 Holiday Pay 7,812 12,138 0 0
4135 Sick Leave Pay 3,924 8,987 0 0
4198 Engineering Fees Reimb 217,411 0 0 0
Salaries and Wages TOTAL 64,704 271,015 283,440 314,315
4141 PERA Basic Plan 1,274 4,293 4,391 4,523
4142 PERA Coordinated Plan 6,114 10,023 12,562 14,098
4146 FICA 10,267 18,034 18,553 20,821
4150 Employee Benefits 0 19,619 25,032 30,934
4151 Health Insurance 19,470 3,350 0 0
4152 Life Insurance 119 20 0 0
4153 Dental Insurance 1,226 203 0 0
4154 Workers Comp Insurance 1,666 2,283 2,347 2,487
4156 Unemployment Compensation 0 906 0 0
4158 Disability Insurance 0 338 345 355
Fringe Benefits TOTAL 40,135 59,068 63,230 73,218
4210 Office Supplies 644 675 1,000 800
4212 Printed Forms 0 0 0 200
4220 Operating Supplies 3,140 2,626 3,500 3,500
4227 Safety Supplies 374 271 400 400
4271 Minor Equipment 147 189 0 0
Supplies TOTAL 4,305 3,761 4,900 4,900
4310 Professional Services 810 4,026 11500 1,000
Purchased Services TOTAL 810 4,026 1,500 1,000
4322 Telephone Services 0 28 0 0
4324 Delivery Service 36 0 0 0
179
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4334 Use of Personal Auto 362 246 250 250
4351 Legal Notice Publication 66 117 0 100
Communications TOTAL 464 391 250 350
4382 Equipment Repair Maint 1,009 0 250 0
4386 Communication Systems 455 456 500 460
Repair Rental Maint TOTAL 1_464 456 750 460
4400 Other Contractual Service 32 0 0 5,000
4410 Tuition Reimbursement 156 0 0 0
4411 Conferences and Schools 1,330 415 1,000 2,000
4413 Dues Subscriptions 1,177 588 750 800
4417 Books /Reference Materials 2 65 250 500
Other Contractual Sery TOTAL 2,697 1,068 2,000 8,300
4440 Fuel Charges 1,591 1,613 1,567 1,325
4441 Fixed Charges 6,396 5,941 8,091 7,124
4442 Repair Maint Charges 4,728 4,897 4,926 6,471
4443 Multi -use Hourly Charges 973 0 0 0
Central Garage Rentals TOTAL 13_688 12,451 14_584 14_920
4530 Other Improvements 0 0 0 9,000
4548 Computer Equipment 0 8,831 7,750 2,900
4551 Office Furniture Equip 967 0 0 0
4552 Other Equipment 0 0 1,700 0
4553 Mobile Equipment 4,267 0 0 0
Capital Outlays TOTAL 5_234 8,831 9_450 11_900
4199 Salaries Reimbursed 44,110 0 0 0
Administrative Service TOTAL _44,110 -0 0
ENGINEERING SERVICES TOTAL 40,017 361,068 380,104 429,363
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180
1 Division: Public Works Administration
Budget Code: 444
Program No: 2301, 2326
PROFILE
This activity provides administrative planning and oversight for the Public Works Department. The Public
Works Department is comprised of five divisions, including engineering, streets, parks, central garage, and
three public utilities.
Individual narratives for each of the divisions can be found with their respective budget figures.
DEPARTMENT GOALS
Ensure completion of divisional goals by the respective division supervisors.
Provide coordination, management and support to other divisions within the Public Works Department.
Identify infrastructure needs and develop funding mechanisms.
Work proactively to support development and redevelopment activities.
Design public improvements so as to act as a catalyst for community and neighborhood improvements.
PERSONNEL LEVELS
Number Position
1 Public Works Director
1 Public Works Specialist
1 Public Works Administrative Aide
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
2 Replacement PCS 1/99 2 $5,800 Replacements for Public Works
Director and Public Works
Specialist. Includes 17" monitor
and upgraded video cards for
graphics- intensive uses such as
mapping.
181
CITY OF BROOKLYN CENTER j
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 444 PUBLIC WORKS ADMIN
4100 Wages Regular Employees 109,354 111,799 158,094 160,408
4130 Wages Part -time Employees 0 308 0 0
4133 Vacation Pay 13,473 6,781 0 0
4134 Holiday Pay 10,996 4,936 0 0
4135 Sick Leave Pay 8,541 3,084 0 0
Salaries and Wages TOTAL 142,365 126,907 158_094 160,408
4141 PERA Basic Plan 24 0 0 0
4142 PERA Coordinated Plan 6,271 5,592 8,189 8,309
4146 FICA 10,154 8,925 12,094 12,271
4150 Employee Benefits 0 6,227 13,386 13,446
4151 Health Insurance 16,898 2,476 0 0
4152 Life Insurance 103 14 0 0
4153 Dental Insurance 1,064 145 0 0
4154 Workers Comp Insurance 1,875 990 1,202 1,180
4158 Disability Insurance 867 604 614 620
Fringe Benefits TOTAL 37,256 24,973 35,485 35,826
4210 Office Supplies 34 546 0 0
4220 Operating Supplies 0 575 0 250
4222 Lubricants Additives 0 8 0 0
4227 Safety Supplies 0 34 0 0
4230 Repair Maint Supplies 0 224 0 0
4271 Minor Equipment 0 164 0 0
Supplies TOTAL 34 1_551 0 250
4310 Professional Services 0 -85 0 0
Purchased Services TOTAL -0 -_85 0 0
4322 Telephone Services 0 43 0 0
4324 Delivery Service 0 72 0 0
4334 Use of Personal Auto 0 96 250 200
Communications TOTAL 0 211 250 _200
182
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CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4382 Equipment Repair Maint 0 153 0 0
Repair Rental Maint TOTAL 0 153 0 0
4411 Conferences and Schools 180 1,017 1,000 1,000
4413 Dues Subscriptions 100 614 500 700
4414 Licenses, Taxes, Fees 0 3 0 0
4417 Books /Reference Materials 100 159 0 250
Other Contractual Sery TOTAL 380 1,794 1,500 1,950
4548 Computer Equipment 0 0 0 5,800
4553 Mobile Equipment 5,320 0 0 0
Capital Outlays TOTAL 5,320 0 0 5_800
4199 Salaries Reimbursed 17,567 0 0 0
Administrative Service TOTAL _17_567 0 0 0
PUBLIC WORKS ADMIN TOTAL 167,787 155,504 195,329 204,434
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183
1
Division: Streets Maintenance
Budget Code: 445
Program No: 2501, 2504, 2523, 2524, 2526, 2601
PROFILE
This division provides for the maintenance of city streets, sidewalks and trails. The activities include
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair and the cost of operating and
maintaining the trail light system.
DEPARTMENTAL GOALS
Sweep all streets at least twice in 1999.
Patch and crack seal streets according to Pavement Management Program standards. All new streets
with curb are crack sealed annually as necessary and sealcoated six to seven years after street has been
improved. Streets in the City's five -year reconstruction program are not sealcoated.
Sealcoat approximately 7 miles of street in 1999.
Patch, sealcoat, and crack seal trails to maintain integrity.
Maintain trail light system.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Wages of Part Time Employees $25,748
Wages of six summer seasonal employees who work primarily in the areas of patching, crack
sealing, and catch basin repair. The budget is based on an average wage rate, however, actual
wage rate is determined by a point system evaluating education and experience.
4220 Operating Supplies $4,000
Includes various supplies such as propane, paper for crack sealing, gloves, office supplies,
etc.
4227 Safety Supplies $2,000
The cost of 11 employees' reimbursement for required personal protective equipment such
as safety boots and reflective jackets. Also includes protective equipment for 7 seasonal and
3 supervisory employees, and general safety equipment such as masks, respirators, safety
gloves, and first aid supplies.
4234 Street Maintenance Materials $64,000
This item represents the bulk of the materials used to maintain City streets, alleys and
sidewalks and the storm sewer system: hot mix, cold mix, road oil, crack sealant, sand, rock,
concrete, catch basin grates, rings, etc.
4246 Trailway Repair Supplies $10,000
This item provides for the rehabilitation of major sections of trailway. In 1999, trailways in
several parks will be slurry sealed.
184
4400 Other Contractual Service $4,000
The cost of monthly or as- needed rental of barricades and specialized signs, placement of
temporary Stop signs, rental of coveralls for organized employees as necessary and
requested.
4560 Construction Contracts $90,000
The City's contractual sealcoat program. Streets are sealcoated on average every seven to
eight years, unless they are scheduled to be reconstructed within that time period. Newly
reconstructed streets are sealcoated six to seven years following construction.
PERSONNEL LEVELS
Number Position
1 Public Works Superintendent
1 Supervisor of Streets and Parks Maintenance
1 Public Services Clerical Technician
4 Maintenance II
Also includes seasonal part-time.
CAPITAL OUTLAY
Item Anticipated Units Cost Use /need
P �s
purchase date
Streets Maintenance major
equipment is included in Central
Garage Division.
l 1 replacement PC 1/99 1 $2,500 Cyclic replacement of PC used by
the Public Works Clerical
Technician
185
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 445 STREETS MAINTENANCE
4100 Wages Regular Employees 136,117 224,814 226,045 233,392
4112 Overtime Regular Employee 4,383 2,502 4,582 4,719
4130 Wages Part -time Employees 18,079 17,652 24,443 25,748
4131 Overtime of Part -time Emp 50 0 0 0
4133 Vacation Pay 27,889 16,684 0 0
4134 Holiday Pay 17,280 10,372 0 0
4135 Sick Leave Pay 14,359 7,235 0 0
Salaries and Wages TOTAL 218,156 279_257 255,070 263_859
4141 PERA Basic Plan 98 0 0 0
4142 PERA Coordinated Plan 8,904 11,664 12,922 13,368
4146 FICA 16,282 20,969 19,083 19,743
4150 Employee Benefits 0 16,922 24,852 26,412
4151 Health Insurance 14,349 2,540 0. 0
4152 Life Insurance 103 19 0 0
4153 Dental Insurance 686 131 0 0
4154 Workers Comp Insurance 8,148 8,187 6,411 7,390
Fringe Benefits TOTAL 48,568 60,432 63,268 66_913
4220 Operating Supplies 2,232 6,391 5,000 4,000
4222 Lubricants Additives 333 0 0 0
4227 Safety Supplies 91 1,124 2,000 2,000
4230 Repair Maint Supplies 291 785 0 0
4231 Equipment Parts 712 0 0 0
4234 Street Maint Materials 58,273 33,425 64,000 64,000
4235 Landscaping Materials -250 122 500 500
4236 Signs Striping Material 1,498 1,498 1,500 1,000
4240 Small Tools 1,601 606 750 750
4245 Maintenance Supplies 91 0 0 0
4246 Trailway Repair Supplies 0 0 10,000 10,000
Supplies TOTAL 64,872 43,951 83,750 82,250
43 g
51 Legal Notice Publication 245 243 0 300
186
CITY OF BROOKLYNCENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 245 243 0 300
4384 Street Alley Repair 50,226 68,010 0 0
4386 Communication Systems 2,357 2,260 2,400 2,400
4393 Equipment Rentals -399 49 500 0
Repair Rental Maint TOTAL 52,184 70,319 2,900 2,400
4400 Other Contractual Service 2,859 3,358 4,000 4,000
4411 Conferences and Schools 0 104 1,500 2,000
4413 Dues Subscriptions 0 50 100 100
4414 Licenses, Taxes, Fees 296 0 400 0
4417 Books /Reference Materials 0 0 100 100
Other Contractual Sery TOTAL 3,155 3,512 6,100 6,200
4440 Fuel Charges 5,107 9,658 21,003 20,504
4441 Fixed Charges 68,373 170,992 283,257 217,452
4442 Repair Maint Charges 29,533 61,459 121,113 115,750
4443 Multi -use Hourly Charges 44,876 151,913 0 0
4444 Replacement Charges 90,442 24,942 0 21,900
Central Garage Rentals TOTAL 238,331 418,964 425_373 375,606
4486 Hazardous Waste Disposal 761 0 0 0
4487 Solid Waste Disposal 206 2,743 7,000 7,000
Utilities TOTAL 967 2,743 7,000 7,000
4548 Computer Equipment 0 0 0 2,500
4552 Other Equipment 939 0 7,625 0
4560 Construction Contracts 0 0 90,000 90,000
Capital Outlays TOTAL 939 0 97,625 92,500
4199 Salaries Reimbursed 100,000 0 0 0
Administrative Service TOTAL _100,000 0 0
STREETS MAINTENANCE TOTAL 527,419 879,422 941,086 897,028
i
1
187
Division: Traffic Control
Budget Code: 446
Program No: 2571, 2573, 2574, 2761
PROFILE
This division provides maintenance, replacement, and inventory of signage and pavement markings and the
operation and maintenance of traffic signals. Totals as follows:
5,811 sign faces
45.6 miles of striping
139 cross walks
956 cross walk squares
209 legends and symbols
1,100+ parking stalls
DEPARTMENT GOALS
Replace all signs that are worn or damaged beyond manufacturers' warranty with high intensity grade
sheeting.
Update Sign Management System records as signs are replaced.
Continue street name sign replacement.
Maintain painted pavement markings.
Maintain preformed pavement markings and use new non -paint technology.
Work with other departments to further implement computerized sign making capabilities.
Replace Sign Management System software.
Fabricate and install decorative "Circle Route" street name signs as recommended by the Brooklyn
Boulevard Task Force.
SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Explanation Amount
4481 Electric Service $32,000
Represents the cost of electric service for traffic signals. Many traffic signal lamps were
replaced in 1998 with more energy efficient LED bulbs, thus increasing useful life and
reducing long -term electric costs. No adjustment has been made for this in the 1999 budget;
but adjustment may be made in 2000 based on 1999 experience.
PERSONNEL LEVELS
Number Position
2 Maintenance II
Also includes one seasonal part-time.
188
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Sign Inventory Software 1/99 1 $4,400 Used to program and record sign
replacements.
Circle Route Street Name Signs 1/99 40 $3,400 Replace street name signs on
Brooklyn Boulevard, CR 10,
Shingle Creek Pkwy, and 69th
with distinctive, decorative signs
1
1
189
i
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 446 TRAFFIC CONTROL
4100 Wages Regular Employees 39,470 48,118 67,401 71,767
4112 Overtime Regular Employee 551 1,920 0 0
4130 Wages Part -time Employees 4,116 3,105 5,152 5,427
4131 Overtime of Part -time Emp 0 6 0 0
4133 Vacation Pay 2,510 6,200 0 0
4134 Holiday Pay 1,619 3,199 0 0
4135 Sick Leave Pay 2,282 2,774 0 0
Salaries and Wages TOTAL 50,549 65,323 72,553 77_194
4142 PERA Coordinated Plan 2,083 2,738 3,758 3,999
4146 FICA 3,861 5,044 5,550 5,905
4150 Employee Benefits 0 7,141 7,484 8,804
4151 Health Insurance 3,587 986 0 0
4152 Life Insurance 26 6' 0 0
4153 Dental Insurance 172 48 0 0
4154 Workers Comp Insurance 1,999 2,199 2 3,044
Fringe Benefits TOTAL 11,727 18,162 19,302 21,752
4210 Office Supplies 45 0 o
4220 Operating Supplies 945 0 0 0
4236 Signs Striping Material 33,181 41,239 39,500 41,000
4240 Small Tools 56 0 0 0
Supplies TOTAL 34,226 41,239 39,500 41,000
4387 Traffic Signals Maint 1,202 321 2,500 2,000
4389 Maintenance Contracts 645 0 0 0
4393 Equipment Rentals 3,000 0 0 0
Repair Rental Maint TOTAL 4_847 321 2,500 2_000
4400 Other Contractual Service 1,201 0 0 0
Other Contractual Sery TOTAL 1,201 0 0 0
4443 Multi -use Hourly Charges 460 0 0 0
Central Garage Rentals TOTAL 460 0 0 0
190
1 CITY OF BROOKLYN CENTER
1 ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
4481 Electric Service 36,288 30,959 37,500 32,000
Utilities TOTAL 36,288 30,959 37,500 32,000
4530 Other Improvements 0 0 0 3,400
4548 Computer Equipment 0 0 0 4,400
4551 Office Furniture Equip 15,580 0 0 0
4552 Other Equipment 1,928 0 3,200 0
1 Capital Outlays TOTAL 17,508 0 3,200 7,800
TRAFFIC CONTROL TOTAL 156,806 156,003 174,555 181,746
1
1
1
1
1
1
191
Division: Snow and Ice Control
Budget Code: 447
Program No: 2534
PROFILE
snow plowing and ice control of streets alleys, sidewalks trails and government
This division provides p g s y, g
building parking lots. The ice control function includes both salting and sanding. Snow removal from
boulevards and medians is also provided by means of blowing and hauling.
DEPARTMENTAL GOALS
Provide for public safety by maintaining an efficient high performance snow and ice control operation.
Continually refine snow plowing plan to best utilize operators and equipment.
Following each snowfall event in excess of 2.5" all arterial and collector streets along with all
intersections are to be cleared by 7:00 a.m.
Following each snowfall event in excess of 2.5" all streets will be plowed to full width within 12 hours.
Continue to use straight salt to limit maintenance problems and reduce environmental dumping concerns.
Continue to meet the standards identified for Local Performance Aid.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4234 Street Maintenance Materials $45,000
The cost of sand and salt used for ice control operations. The cost of salt continues to rise,
and averages $30 /ton. In an average year we purchase 1500 tons of salt.
PERSONNEL LEVELS
Number Position
4 Maintenance II
i
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Snow and ice control equipment is
included in Central Garage Division.
192
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 447 SNOW ICE CONTROL
4100 Wages Regular Employees 66,413 56,298 104,637 107,734
4112 Overtime Regular Employee 23,785 10,219 13,621 14,029
4133 Vacation Pay 5,075 10,723 0 0
4134 Holiday Pay 2,549 4,502 0 0
4135 Sick Leave Pay 224 3,747 0 0
Salaries and Wages TOTAL 98_047 85,488 118,258 121,763
4142 PERA Coordinated Plan 4,393 3,600 6,126 6,307
4146 FICA 7,319 6,395 9,047 9,315
4150 Employee Benefits 0 6,684 11,226 13,206
4151 Health Insurance 4,484 914 0 0
4152 Life Insurance 32 8 0 0
4153 Dental Insurance 214 67 0 0
4154 Workers Comp Insurance 3,376 2,720 3,935 4,612
Fringe Benefits TOTAL 19,818 20_389 _30_334 33,440
4220 Operating Supplies 456 1,320 0 200
4225 Shop Supplies 28 0 0 0
4230 Repair Maint Supplies 343 0 0 0
4231 Equipment Parts 0 52 0 0
4234 Street Maint Materials 52,777 48,661 42,500 45,000
4236 Signs Striping Material 983 0 0 0
Supplies TOTAL 54_586 50_033 42,500 45_200
4400 Other Contractual Service 633 0 0 0
4411 Conferences and Schools 0 120 0 0
4413 Dues Subscriptions 0 100 0 0
Other Contractual Sery TOTAL 633 220 0 0
4440 Fuel Charges 5,107 0 0 0
4441 Fixed Charges 46,796 0 0 0
4442 Repair Maint Charges 29,533 0 0 0
4443 Multi -use Hourly Charges 76,577 0 0 0
193
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Central Garage Rentals TOTAL 158,013 0 0 0
4553 Mobile Equipment 0 7,194 0 0
Capital Outlays TOTAL 0 7,194 0 0
SNOW ICE CONTROL TOTAL 331,097 163,324 191,092 200,403
L
194
Division: Street Lighting
g g
i Budget Code: 448
Program No: 2578
PROFILE
This division provides primarily for electrical and maintenance fees paid to NSP for street lights owned by
NSP. It also provides for electrical service, maintenance, repair, and replacement of lights owned by the
City.
The City owns approximately 75 ornamental lights, primarily in the Earle Brown commercial area, and
leases about 903 lights from NSP.. Another 99 lights owned by the City are located on traffic signal posts
and mast arms.
DEPARTMENTAL GOALS
t The City's street light policy provides for at least one street light per intersection and at curves and
major driveway entrances. Mid -block street lights are installed by petition when the distance
between intersections is greater than 700 feet.
PERSONNEL LEVELS
None listed.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No major equipment purchases
planned.
1 r
195
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 448 STREET LIGHTING
4100 Wages Regular Employees 2,598 0 0 0
4130 Wages Part -time Employees 53 0 0 0
Salaries and Wages TOTAL 2,651 0 0 0
4142 PERA Coordinated Plan 116 0 0 0
4146 FICA 202 0 0 0
4154 Workers Comp Insurance 104 0 0 0
Fringe Benefits TOTAL 422 0 0 0
4220 eratin Supplies 148 0 0 0
OP g pP
Supplies TOTAL 148 0 0 0
4382 Equipment Repair Maint
o 229 1,000 1,000
4387 Traffic Signals Maint 32 1,879 0 0
4388 Electrical Repairs 52 218 1 1,500
Repair Rental Maint TOTAL 84 2,325 2,500 2,500
4400 Other Contractual Service 450 •0 0 0
Other Contractual Sery TOTAL 450 0 0 0
4443 Multi -use Hourly Charges 2,896 0 0 0
Central Garage Rentals TOTAL 2,896 0 0 -0
4481 Electric Service 107,011 138,131 131,500 132,000
Utilities TOTAL 107,011 138_131 131_500 _132_000
STREET LIGHTING TOTAL 113,664 140,456 134,000 134,500
196
Division: Park Grounds Maintenance
Budget Code: 449
Program No: 2801, 2817, 2951
PROFILE
This division provides basic park turf maintenance including mowing, fertilizing, weed control, seeding, and
aerating. It also provides miscellaneous grounds maintenance such as node, streetscape and flower
maintenance, litter picking, trash hauling, and administration of the Adopt- A- Park/Trail /Street program.
DEPARTMENTAL GOALS
Maintain 350 acres of manicured turf areas with efficient mowing and trimming program. Normal
mowing cycle is once every 7 -10 days.
Supplement Hennepin County mowing of Brookdale area, CR 10, and Brooklyn Boulevard to ensure
safety and enhance aesthetics.
Upgrade and re -chip wood chip trails.
Pursue participants for Adopt- A- Park/Trail/Street program and maintain current volunteers.
Continue replacement (six per year) of wood picnic tables with maintenance -free aluminum units and
litter receptacles with recycled plastic lumber units.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explan ation Amount
4130 Wages of Part -time Employees $29,727
Wages of eight summer seasonal employees who mow parks, weed whip, and provide other
grounds maintenance. The budget is based on an average wage rate, however, actual wage
rate is determined by a point system evaluating education and experience.
4220 Operating Supplies $9,000
Includes general operating supplies as well as continuing replacement of 6 picnic tables, 2
trimmer/brush cutters, and 6 litter receptacles per year.
4230 Repair Maintenance Supplies $1,500
Generally, the cost of supplies to repair the various irrigation systems in the parks and the
69th Avenue parkway.
4400 Other Contractual Services $3,000
Includes the cost of the City's ongoing contract with the University of Minnesota for goose
removal from parks. Also includes the cost of rental coveralls as needed as requested in
accordance with labor contracts.
4441 Fixed Charges $55,600
Fixed charges is the amount paid to the Central Garage Fund every year to build up funds
adequate to replace equipment, similar to accumulating depreciation. Each year the cost of
replacing the inventory of equipment is reestimated. If there are significant price changes,
then the fixed charge must increase to fund this change. Several pieces of park equipment
have increased dramatically in price, increasing the fixed charge.
197
4531 Special Assessments on Land $14,000
A portion of the cost of street improvements in 1998 adjacent to Bellvue Park were specially
assessed against the park as part of the Bellvue Neighborhood Project. The $14,000 is a one-
time payment in full of those assessments.
PERSONNEL LEVELS
Number Position
2 Maintenance II
1.60 Seasonal Part-Time
CAPITAL OUTLAY
Anticipated Units Costs
Item p Cost( s) Use /need
purchase date
Rear blade 3/99 1 $4,100 Used to loosen, shape, and grade
soil. Would replace 1971 home
made version.
Tiller 3/99 1 $2,100 Used to prepare soil. Would
replace worn -out unit.
198
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 449 PARKS GROUND MAINT
4100 Wages Regular Employees 58,700 83,124 69,848 71,912
4112 Overtime Regular Employee 145 0 0 0
4130 Wages Part -time Employees 16,676 23,985 28,220 29,727
4131 Overtime of Part -time Emp 0 13 0 0
4133 Vacation Pay 0 4,800 0 0
4134 Holiday Pay 0 2,981 0 0
4135 Sick Leave Pay 0 3,299 0 0
Salaries and Wages TOTAL 75,522 118,202 98,068 101_639
4142 PERA Coordinated Plan 2,636 4,214 5,080 5,265
4146 FICA 5,629 8,842 7,502 7,775
4150 Employee Benefits 0 7,141 8,684 8,804
4151 Health Insurance 8,519 1,441 0 0
4152 Life Insurance 59 9 0 0
4153 Dental Insurance 434 78 0 0
4154 Workers Comp Insurance 1,707 2,524 1,922 2,104
Fringe Benefits TOTAL 18,985 24,249 23,188 23,948
4220 Operating Supplies 5,351 8,264 9,000 9,000
4226 Chemical Products 0 503 2,000 2,000
4227 Safety Supplies 0 1,022 1,250 1,250
4230 Repair Maint Supplies 1,618 1,077 1,500 1,500
4233 Building Repair Supplies 676 0 0 0
4234 Street Maint Materials 99 0 0 0
4235 Landscaping Materials 16,666 18,559 17,000 18,500
4240 Small Tools 0 1,481 0 0
4246 Trailway Repair Supplies 563 0 0 0
Supplies TOTAL 24,973 30,908 30,750 32,250
4310 Professional Services 2,833 0 0 0
Purchased Services TOTAL 2,833 0 0 0
4324 Delivery Service 0 10 0 0
1
199
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 0 10 0 0
4380 Repair Maint Contract 529 0 0 0
4382 Equipment Repair Maint 0 603 0 0
4385 Landscaping Services 0 570 1,000 1,200
4386 Communication Systems 0 378 0 400
4388 Electrical Repairs 4,985 272 0 0
4393 Equipment Rentals 53 0 500 500
Repair Rental Maint TOTAL 5,567 1,823 1,500 2,100
4400 Other Contractual Service 2,000 3,312 3,000 3,000
4413 Dues Subscriptions 0 35 0 0
4414 Licenses, Taxes, Fees 10 10 0 50
Other Contractual Sery TOTAL 2,010 3,357 3,000 3,050
4440 Fuel Charges 7,434 7,797 7,259 8,120
4441 Fixed Charges 122,105 49,646 53,106 55,600
4442 Repair Maint Charges 45,899 33,370 52,137 50,711
4443 Multi -use Hourly Charges 6,931 5,725 0 0
4444 Replacement Charges 37,217 0 0 13,775
Central Garage Rentals TOTAL 219,585 96,538 112,502 128,206
4484 Water Service 1,723 0 0 0
Utilities TOTAL 1,723 0 0 0
4531 Special Assessments 0 17,080 17 14,000
4552 Other Equipment 0 9,062 0 0
4553 Mobile Equipment 0 5,409 16,380 6,200
Capital Outlays TOTAL 0 31,551 33,380 20,200
PARKS GROUND MAINT TOTAL 351,198 306,640 302,388 311,393
200
Division: Parks Facility Maintenance
Budget Code: 450
Program No: 2802, 2846
PROFILE
This division provides maintenance and repair of playground equipment, 15 park shelter buildings, 5 picnic
shelters, irrigation sprinklers, bleachers, benches, and restroom and dumpster enclosures to ensure safe,
clean, and accessible park buildings and equipment. It also includes gas and electric service to shelters and
park lights, collection of refuse, and rental/service charges for portable restroom facilities.
DEPARTMENTAL GOALS
Continue weekly summertime safety and maintenance inspections of playgrounds and shelter buildings
to insure high quality facilities.
Repair /upgrade park signage as necessary.
PERSONNEL LEVELS
Number Position
3 Maintenance II
.7 Seasonal Part-Time
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4220 Operating Supplies $5,000
Includes general operating supplies such as playground repair supplies, chains, swings,
benches, etc.
4230 Repair and Maintenance Supplies $2,000
Primarily the cost of stain and paint needed to clean up graffiti.
4233 Building Repair Supplies $4,000
The cost of various supplies such as lumber, shingles, doors, etc. for basic maintenance of
park shelter buildings. In the long -term park plan, some buildings have been identified for
building replacement. Others which have been identified for long -term removal will be kept
up with minor repairs until that removal occurs.
4388 Electrical Repairs $5,000
Many buildings and trail lights have continuing operational and maintenance problems and
should be on a continuing program of rewiring.
4400 Other Contractual Service $4,000
Costs include, for example, maintenance contracts on warming house furnaces; repairs to
various park facilities that cannot be accomplished by park maintenance staff; sewer service
cleaning, asbestos abatement, etc.
201
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
None requested. I I I I
S
202
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL BUDGET
DIV 450 PARKS FACILITY MAINT
4100 Wages Regular Employees 39,027 47,865 119,634 124,344
4112 Overtime Regular Employee 455 134 0 0
4130 Wages Part -time Employees 6,901 7,906 12,035 12,677
4133 Vacation Pay 17,067 9,674 0 0
4134 Holiday Pay 10,389 5,697 0 0
4135 Sick Leave Pay 10,184 3,521 0 0
4136 Jury Duty Pay 308 0 0 0
Salaries and Wages TOTAL 84_331 74_797 131,669 137_021
4142 PERA Coordinated Plan 3,301 2,837 6,820 7,098
4146 FICA 5,911 5,506 10,073 10,482
4150 Employee Benefits 0 8,711 11,826 13,206
4151 Health Insurance 5,680 1,139 0 0
4152 Life Insurance 39 9 0 0
4153 Dental Insurance 290 92 0 0
4154 Workers Comp Insurance 1,923 1,646 3,293 3,573
Fringe Benefits TOTAL 17,143 19,940 32,012 34,359
4220 Operating Supplies 2,812 8,016 5,000 5,000
4225 Shop Supplies 0 5 0 0
4226 Chemical Products 602 0 0 0
4227 Safety Supplies 5 75 0 0
4230 Repair Maint Supplies 2,399 1,618 2,000 2,000
4233 Building Repair Supplies 2,692 2,547 8,000 4,000
4236 Signs Striping Material 108 0 0 0
4240 Small Tools 685 0 1 750
Supplies TOTAL 9,304 12_261 16_000 11,750
4322 Telephone Services 1,512 2,374 3,000 2,500
Communications TOTAL 1,512 2_374 3,000 2_500
4382 Equipment Repair Maint 0 4,485 0 0
4386 Communication Systems 505 126 500 0
4388 Electrical Repairs 113 5,386 5,000 5
203
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
2998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Repair Rental Maint TOTAL 617 9,997 5,500 5,000
4400 Other Contractual Service 976 2,872 2,500 4,000
4411 Conferences and Schools 0 0 100 1,000
Other Contractual Sery TOTAL 976 2,872 2,600 5_000
4442 Repair Maint Charges 492 0 0 0
4443 Multi -use Hourly Charges 3,932 56,915 0 0
Central Garage Rentals TOTAL 4,424 56,915 0 0
4481 Electric Service 24,734 26,367 25,500 25,500
4482 Gas Service 8,887 7,867 8,750 8,200
4484 Water Service 1,445 3,167 3,200 3,200
4485 Sanitary Sewer Service 2,170 2,329 2,500 2,400
4487 Solid Waste Disposal '24,873 21,009 25,.000 25,000
4488 Storm Water Drainage 16,370 16,838 17,:500 17,000
Utilities TOTAL 78,480 77,578 82,450 81,300
4 530 p Other Improvements r 0 0 2,.650 0
4552 Other Equipment 2,430 0 0 0
Capital Outlays TOTAL 2,430 0 2,650 0
PARKS FACILITY MAINT TOTAL 199,218 256,733 275,881 276,930
1
204
Division: Maintenance for Recreation Programs
Budget Code: 451
Program No: 2903, 2904, 2910, 2914, 2947
PROFILE
This division provides support services for specific recreation programs. These programs include athletic
field maintenance, tennis court maintenance, summer programs, broomball, puppet wagon, Tuesdays in the
Park, and the Community Band.
This division maintains 4 baseball fields, 24 softball fields, 2 football fields, and 16 tennis courts.
DEPARTMENTAL GOALS
Mow 30 softball/baseball/football fields once every 5 -7 days.
Broom and line 30 softball/baseball/football fields five days per week during the summer.
Maintain high level of support for recreation programs.
Survey condition of tennis courts and repair as needed.
Provide transportation of Community Band equipment
Continue program of replacing two wood bleachers per year with maintenance -free aluminum units.
PERSONNEL LEVELS
Number Position
1 Maintenance II
1 CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use/need
purchase date
Aluminum bleachers 3/99 2 $5,500 Seating for various park events.
Replacement for aging wood and
steel units. Lower maintenance
and increased safety.
205
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 451 MAINT RECREATION PROGS
4100 Wages Regular Employees 31,416 34,491 34,475 35,507
4112 Overtime Regular Employee 1,182 223 2,972 3,061
4130 Wages Part -time Employees 3,253 1,584 0 0
4133 Vacation Pay 0 2,588 0 0
4134 Holiday Pay 0 1,491 0 0
4135 Sick Leave Pay 0 1,125 0 0
Salaries and Wages TOTAL 35,851 41,502 37,447 38,568
4142 PERA Coordinated Plan 1,460 1,786 1,940 1,998
4146 FICA 2,639 3,062 2,865 2,950
4150 Employee Benefits 0 2,570 3,742 4,402
4151 Health Insurance 3,550 506 0 0
4152 Life Insurance 24 4 0 0
4153 Dental Insurance 181 50 0 0
4154 Workers Comp Insurance 887 907 715 777
Fringe Benefits TOTAL 8,741 8,886 9,262 10,127
4220 Operating Supplies 2,006 2,425 0 0
4235 Landscaping Materials 320 0 0 0
4244 Athletic Field Supplies 4,461 4,036 4,500 6,000
4247 Park Courts Repair Supply 988 87 5 4,000
Supplies TOTAL 7,774 6,548 9,500 10,000
4443 Multi -use Hourly Charges 4,777 0 0 0
Central Garage Rentals TOTAL 4,777 0 0 0
4530 Other Improvements 6,544 0 0 0
4552 Other Equipment 0 0 5 51500
Capital Outlays TOTAL 6,544 0 5,000 5,500
MAINT RECREATION PROGS TOTAL 63,688 56,936 61,209 64,195
1
206
Division: Forestr
1 Budget Code: 452
Program No: 2308 2514 2515 2863, 2864 2871 2891 2895
PROFILE
This division provides for the maintenance and reforestation of trees in parks, boulevards, and other public
lands. It also provides for the operation of the Diseased Tree Program and programs targeted for residential
properties. Finally, it provides for the administration of the City's noxious weed eradication program and
grass and weed cutting on freeway excess right of way.
DEPARTMENTAL GOALS
Continue with annual park and boulevard reforestation replacement plan for trees damaged by accident
or disease.
Continue reviewal of tree care policy to better care for the urban forest.
Continue to provide up to 30 tree replacement coupons through the Residential Reforestation Program
to assist property owners in replacing trees lost to disease.
Maintain the standards of a Tree City USA community.
Work throughout the community to maintain the Diseased Tree Program.
Provide boulevard and storm damage tree trimming as necessary.
Continue to administer the noxious weed program in a fair manner and to improve the appearance of
excess freeway right of way by providing for periodic mowing.
1 SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4235. Landscaping Materials $4,000
The cost of replacement trees in the parks and City maintained boulevards, plus the cost of
the Residential Reforestation $50 tree coupon program.
4400 Other Contractual Services $3,000
The cost of contractual weed and grass cutting, primarily on excess freeway right of way and
other locations for which the City does not own the specialized equipment needed and which
would not be cost effective to purchase.
PERSONNEL LEVELS
Number Position
1
Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No major equipment purchases
planned.
207
CENTER
CITY OF BROOKLYN
ADOPTED'BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 452 FORESTRY
4100 Wages Regular Employees 46,283 52,202 69,219 71,284
4112 Overtime Regular Employee 785 1,451 0 0
4130 Wages Part -time Employees 4,190 8,992 0 0
4131 Overtime of Part -time Emp 0 72 0 0
4133 Vacation Pay 0 4,345 0 0
4134 Holiday Pay 0 2,956 0 0
4135 Sick Leave Pay 0 3,655 0 0
Salaries and Wages TOTAL 51_259 73_673 69_219 71_284
4142 PERA Coordinated Plan 2,109 2,904 3,586 3,693
4146 FICA 3,834 5,647 5,295 5,453
4150 Employee Benefits 0 6,141 8,084 8,804
4151 Health Insurance 3,444 813 0 0
4152 Life Insurance 23 5 0 0
4153 Dental Insurance 180 34 0 0
4154 Workers Comp Insurance 1,722 2,207 2,395 2,835
Fringe Benefits TOTAL 11,312 17,752 19,360 20,785
4220 Operating Supplies 21 330 250 250
4235 Landscaping Materials 744 2,398 4,000 4,000
4240 Small Tools 263 0 0 0
Supplies TOTAL 1,029 2,727 4,250 4,250
4310 Professional Services 4,483 0 0 0
Purchased Services TOTAL 4,483 0 0 0
4334 Use of Personal Auto 3 0 0 0
4351 Legal Notice Publication 19 24 0 0
Communications TOTAL 21 24 0 0
4380 Repair Maint Contract 0 6,900 0 0
4385 Landscaping Services 422 0 0 0
Repair Rental Maint TOTAL 422 6,900 0 0
4400 Other Contractual Service 1,450 25,644 3,000 3,000
208
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL BUDGET ADOPTED
4411 Conferences and Schools 80 30 0 50
4413 Dues Subscriptions 25 0 0 50
4414 Licenses, Taxes, Fees 0 14 0 0
4427 Tree Removal Contract 10,755 8 11,000 10,000
Other Contractual Sery TOTAL 12,310 33,697 14_000 13_100
4443 Multi -use Hourly Charges 16,698 0 0 0
Central Garage Rentals TOTAL 16,698 0 0 0
4487 Solid Waste Disposal 0 6,427 0 0
Utilities TOTAL 0 6,427 0 0
FORESTRY TOTAL 97,532 141,200 106,829 109,419
1
1
1
209
Division: Ice and Hockey Rinks
Budget Code: 454
Program No: 2901
PROFILE
This division provides for the maintenance of 13 general skating rinks and 6 hockey rinks. It also includes
ice making and maintenance, site preparation and maintenance, and the maintenance of related facilities.
DEPARTMENTAL GOALS
Provide maintenance for 6 hockey rinks and 13 pleasure rinks.
Continue to provide customers with high quality service.
Continue to replace wood catwalks with rubber belting.
PERSONNEL LEVELS
Number Position
2 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Safety fencing. 1/99 5 $5,500 A safety feature installed behind
hockey rink goals to catch errant
pucks.
r
210
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
DIV 454 ICE HOCKEY RINKS
4100 Wages Regular Employees 37,557 43,514 68,950 71,014
4112 Overtime Regular Employee 2,672 1,650 3,096 3,188
4130 Wages Part -time Employees 1,597 650 0 0
4133 Vacation Pay 0 3,775 0 0
4134 Holiday Pay 0 2,956 0 0
4135 Sick Leave Pay 0 2,526 0 0
Salaries and Wages TOTAL 41,826 55,070 72,046 74,202
4142 PERA Coordinated Plan 1,802 2,429 3,732 3,844
4146 FICA 3,088 4,220 5,511 5,677
4150 Employee Benefits 0 6,141 8,084 8,804
4151 Health Insurance 2,840 761 0 0
4152 Life Insurance 20 5 0 0
4153 Dental Insurance 145 31 0 0
4154 Workers Comp Insurance 1,045 1,202 1,392. 1,514
Fringe Benefits TOTAL 8,940 14,789 18,719 19,839
4220 Operating Supplies 409 0 0 0
4230 Repair Maint Supplies 58 490 3,000 3,000
4244 Athletic Field Supplies 2,699 3,429 0 0
Supplies TOTAL 3,166 3,919 3,000 3,000
4380 Repair Maint Contract 1,291 0 0 0
4382 Equipment Repair Maint 0 58 0 0
4388 Electrical Repairs 2,293 280 0 0
Repair Rental Maint TOTAL 3,585 338 0 0
4443 Multi -use Hourly Charges 3,507 0 0 0
Central Garage Rentals TOTAL 3,507 0 0 0
4530 Other Improvements 0 0 0 5
Capital Outlays TOTAL 0 0 0 5,500
ICE HOCKEY RINKS TOTAL 61,023 74,117 93,765 102,541
211
1
1
1
1
Division: CARS Administration
Budget Code: 459
Program No: 5001
PROFILE
Community Activities, Recreation and Services Administration provides administrative support and oversees
operations of the Government Buildings, Recreation and Community Center Divisions as well as operations
of Centerbrook Golf Course.
This unit provides for the provision of maintenance and custodial functions for City -owned buildings,
development and implementation of organized recreational activities, operation of the Community Center
and swimming pool, and management of Centerbrook, the City -owned 9 -hole golf course. The 1999 budget
further separates the administrative overhead out from individual programs when compared to the 1998
budget. Expenditure allocations for office and operating supplies have been split between CARS
Administration, Recreation Administration, and the Community Center Divisions.
DEPARTMENTAL GOALS
Provide coordination, management, and additional support to all department divisions and
operations.
Continue review of departmental structure with analysis of needs and identification of improved
service delivery.
Play integral role in the development of plan to address building needs at City Hall/Community
Center for removal of police functions and improvements to citizen access and service.
Continue in -depth review of Community Center operations with a goal of reducing the net impact
of the operations on the general fund.
Produce quarterly review of Community Activities, Recreation and Services programs and activities.
0 Continue improvements in area of customer service for all department functions.
Through administrative oversight, develop, maintain and evaluate recreational programs and
activities that meet the needs of citizens.
Initiate an ongoing assessment process to determine community needs and resources.
Enhance marketing efforts to attract additional participants.
Implement payment by credit card and/or registration by fax to improve ease of program registration
and participation.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amour
4210 Office Supplies $1,000
Office supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4220 Operating Supplies $3,000
Operating supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4350 Printing $1,000
Cost of printing specialized informational fliers.
213
4389 Maintenance Contracts $1,250
Maintenance and service agreements for office equipment.
4393 Equipment Rentals $5,500
Leased copier to print flyers not only for the CARS Department, but for other City
departments as well. This machine will print over 1,000,000 copies in a year.
PERSONNEL LEVELS
Number Position
1 Recreation Director
1 Secretary (consolidation of part-time to fund full -time position)
1
1
1
214
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description
1996
ADOPTED COUNCIL
Division Code Description ACTUAL CTUAL ACTUAL BUDGET ADOPTED
DIV 459 CARS ADMINISTRATION
4100 Wages Regular Employees 0 0 0 98,113
Salaries and Wages TOTAL 0 0 0 98,113
4142 PERA Coordinated Plan 0 0 0 5,082
4146 FICA 0 0 0 7,505
4150 Employee Benefits 0 0 0 8,924
4154 Workers Comp Insurance 0 0 0 682
4158 Disability Insurance 0 0 0 330
Fringe Benefits TOTAL 0 0 0 22,523
4210 Office Supplies 0 0 0 1,000
4220 Operating Supplies 0 0 0 3,000
Supplies TOTAL 0 0 0 4,000
4310 Professional Services 0 0 0 300
Purchased Services TOTAL 0 0 0 300
4334 Use of Personal Auto 0 0 0 300
4350 Printing 0 0 0 1,000
Communications TOTAL 0 0 0 1,300
4382 Equipment Repair Maint 0 0 0 1,000
4389 Maintenance Contracts 0 0 0 1,250
4393 Equipment Rentals 0 0 0 5
Repair Rental Maint TOTAL 0 0 0 7,750
4411 Conferences and Schools 0 0 0 1,000
4413 Dues Subscriptions 0 0 0 0 800
Other Contractual Sery TOTAL 0 0 0 1,800
CARS ADMINISTRATION TOTAL 0 0 0 135,786
215
Division: Recreation Administration
Budget Code: 460
Program No: 5001
PROFILE
Recreation Administration oversees recreation activities for preschoolers, grade school age children, teens,
adults, and seniors. It provides the opportunity for all ages to participate in recreational activities.
This unit provides for the development and implementation of organized recreational activities. The 1999
budget continues the separation of administrative overhead out from individual programs when compared
to the 1998 budget. Expenditure allocations for operating supplies, postage, advertising, and printing are
now, for the most part, accounted for in this division.
DEPARTMENTAL GOALS
Through administrative oversight, develop, maintain, and evaluate recreational programs and
activities that meet the needs of citizens and oversee divisional goals.
Initiate an on- going assessment process to determine community needs and resources.
To make maximum use of community resources to provide recreational activities for all community
residents.
Enhance marketing efforts (including a customer service component) to attract additional
participants.
Investigate the feasibility of providing for payment by credit card and/or registration by fax to
improve ease of program registration.
SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Explanation Amount
4130 Part -Time $27,673
Provides for part -time secretaries to develop flyers, program materials, register customers
for classes, sell merchandise and concessions, answer phones, and admit pool users.
(Reduced from $56,500 in 1998 budget.)
4220 Operating Supplies $5,000
Operating supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4321 Postage $8
Covers the cost of youth groups delivering brochures, plus postage for requested brochures
sent to customers on the mailing list. As the list of requested brochures remains strong an
additional $1,000 has been requested over the 1998 allocation of $6,000.
4340 Advertising $6,000
Cost of advertising Community Center and recreation programs in local newspapers, cable
television and other media. This allocation has been increased $1,000 for 1999.
4350 Printing $12,000
Cost of printing the course brochure. Allocation has been increased $1,000 for 1999 to
216 provide for brochure improvements and specialized program fliers.
4382 Equipment Repair $10,000
Maintenance and service agreements for office equipment, exercise equipment, and
recreational equipment. The total equipment repair allocations for the Department have been
reduced by over $1,000 for 1999.
L 4397 LOGIS Charges $0
Cost of support and upgrades for our computerized registration and facilities reservations
programs. This charge has been eliminated as the support for the registration software will
be purchased directly from the software vendor.
PERSONNEL LEVELS
Number Position
3 Program Supervisors
1 Secretary
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Computer Stations 1/5/99 2 $5,850 To effectively use our Class
registration and facility booking
software.
Computer software and support 1/1/99 $18,650 Direct one time purchase of
license directly from software
Replacement tables for Constitution 1/1/99 5 $900 vendor.
Hall
Tables are being replaced on a
five year schedule
1
217
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 460 RECREATION ADMIN
4100 Wages Regular Employees 0 175,758 232,590 172,132
4130 Wages Part -time Employees 0 52,767 56,500 27,673
4133 Vacation Pay 0 16,797 0 0
4134 Holiday Pay 0 11,453 0 0
4135 Sick Leave Pay 0 5 0 0
Salaries and Wages TOTAL 0 261,786 289,090 199_805
4142 PERA Coordinated Plan 0 11,480 14,975 10,350
4146 FICA 0 21,523 22,115 15,285
4150 Employee Benefits 0 17,616 19,310 17,608
4151 Health Insurance 0 2,202 0 0
4152 Life Insurance 0 18 0 0
4153 Dental Insurance 0 138 0 0
4154 Workers Comp Insurance 0 4,137 3,604 3,532
4156 Unemployment Compensation 0 173 0 0
4158 Disability Insurance 0 -12 305 0
Fringe Benefits TOTAL 0 57,274 60,309 46,775
4210 Office Supplies 0 3,916 7,000 5,000
4220 Operating Supplies 0 2,931 8 5,000
4227 Safety Supplies 0 575 500 600 i
4230 Repair Maint Supplies 0 828 2,000 2,000
Supplies TOTAL 0 8,251 17,500 12,600
4310 Professional Services 0 90 0 0
Purchased Services TOTAL 0 90 0 0
4321 Postage 0 4,747 7 8,000
4334 Use of Personal Auto 0 280 300 0
4340 Advertising 0 0 5,000 6,000
4341 Employment Advertising 0 1,058 750 1,000
4350 Printing 0 9,441 13,000 12,000
Communications TOTAL 0 15,526 26,050 27,000
1
218
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL ADOPTED
4382 Equipment Repair Maint 0 7,047 13,000 10,000
4383 Buildings Repairs 0 217 0 0
4389 Maintenance Contracts 0 0 1,000 0
4393 Equipment Rentals 0 4,787 5,000 0
4396 Software Maintenance 0 0 0 4,000
4397 Logis Charges 0 10,320 14,781 0
Repair Rental Maint TOTAL 0 22,371 33_781 14_000
4400 Other Contractual Service 0 0 0 500
4402 Uncollectible Checks 0 -40 0 0
4404 Collection Fees 0 40 0 0
4411 Conferences and Schools 0 406 1,000 0
4413 Dues Subscriptions 0 580 700 0
4414 Licenses, Taxes, Fees 0 659 0 0
Other Contractual Sery TOTAL 0 1,645 1,700 500
4440 Fuel Charges 0 93 0 0
4441 Fixed Charges 0 496 0 0
4442 Repair Maint Charges 0 558 0 0
Central Garage Rentals TOTAL 0 1,147 0 0
4548 Computer Equipment 0 0 5,200 20,500
4551 Office Furniture Equip 0 1,932 0 0
4552 Other Equipment 0 0 0 900
Capital Outlays TOTAL 0 1,932 5,200 21,400
RECREATION ADMIN TOTAL 0 370,021 433,630 322,080
t
I
219
Division: Adult Recreation
Budget Code: 461
Program No: 5101 5103 5105 5107 5109 5121 5123 5125 5126 5127 5129
5131, 5135
PROFILE
This unit provides for recreation programs for adults. These programs reflect their full cost, including
administration.
Programs under adult recreation include basketball, broomball, softball leagues and tournaments (Dudley
Classic), volleyball, exercise classes, senior activities, pottery, dance, etc. Eleven thousand adults participate
in these programs.
With the exception of senior programs, all adult programs will charge fees sufficient to cover operating
costs, plus a small share of overhead expenses. Fee increases will continue to be implemented to achieve
this goal. However, it should be noted that many senior activities remain at very low or no cost.
DEPARTMENTAL GOALS
Provide a balance of activities to meet varied interest and skill levels.
Continue to cooperate with school districts to maximize facility usage and supervision.
Maintain 90% of prior year's registrations while increasing revenues.
Continue expenditure reductions that do not compromise the quality of programs.
Continue marketing efforts (including a customer service component) to attract additional participants.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number EEx lanation Amount
4112 Overtime $7,100
Parks maintenance crews provide field preparation and grooming for weekend tournaments.
4130 Part -Time $63,390
Includes Dudley softball tournament workers, field attendants and scorekeepers for league
play, course instructors, senior citizen leader. Total number of part time employees varies
based on class and league registrations.
4220 Operating Supplies $24,915
Includes items such as softballs, basketballs, broomballs, volleyballs, clay and other
materials for pottery classes, various supplies for senior activities and tournament supplies
such as plaques and trophies.
4310 Professional Services $34,205
Includes MRPA registration fees for adult sports and additional insurance for the Dudley
tournament.
220
$72 658
4318 Casual Labor
Includes casual employees who assist with the individual programs. Examples include:
field attendants, score keepers, game officials, and program aides.
4416 Prizes $7,000
Cash prizes for the Dudley tournament.
4487 Solid Waste $1,000
Additional sanitation services for various tournaments.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
221
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 461 ADULT RECREATION
4100 Wages Regular Employees 41,398 12 2,000 0
4112 Overtime Regular Employee 10,910 11,214 7,424 7,100
4130 Wages Part -time Employees 66,516 65,570 63,194 63,390
4131 Overtime of Part -time Emp 0 486 500 500
4194 Recr Admin Wages /Benefit 100,327 0 0 0
Salaries and Wages TOTAL 219_151 77,281 73,118 70,990
4142 PERA Coordinated Plan 2,972 1,190 1,490 1,789
4143 PERA Police Fire Plan 372 377 0 0
4146 FICA 8,806 5,610 5,446 5,585
4154 Workers Comp Insurance 4,747 2,397 754 2,906
Fringe Benefits TOTAL 16,896 9,574 7,690 10,280
4220 Operating Supplies 36,018 27,118 38,025 24,915
4230 Repair Maint Supplies 52 0 0 0
4244 Athletic Field Supplies 0 32 0 0
Supplies TOTAL 36,070 27,150 38,025 24,915
4310 Professional Services 29,904 24,190 27,055 34,205
4318 Casual Labor 76,289 64,649 80,022 72,658
Purchased Services TOTAL 106,193 88_839 107,077 106_863
4321 Postage 533 243 880 950
4330 Transportation 3,088 2,354 6,000 6,850
4340 Advertising 946 1,031 1,500 2,000
4341 Employment Advertising 0 43 0 0
4350 Printing 0 0 200 0
Communications TOTAL 4,567 3,672 8_580 9,800
4382 Equipment Repair Maint 196 0 0 450
4388 Electrical Repairs 1,659 0 0 0
4393 Equipment Rentals 0 414 0 425
Repair Rental Maint TOTAL 1,855 414 0 875
4404 Collection Fees 0 3 0 0
222
CITY OF BROOKLYN CENTER
1 ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
1 Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4416 Prizes /Expense Reimb 18,900 6,650 10,000 7,000
1 4430 Recreation Contr Service 14,088 0 0 0
Other Contractual Sery TOTAL 32,988 6,653 10,000 7,000
1 4443 Multi -use Hourly Charges 573 1,314 0 0
Central Garage Rentals TOTAL 573 1,314 0 0
4469 Liquor Liability Ins 0 0 1,000 1,000
Insurance TOTAL 0 0 1,000 1,000
4487 Solid Waste Disposal 2,679 1,009 2,000 11000
Utilities TOTAL 2,679 1,009 2,000 1,000
4552 Other Equipment 0 4,495 0 0
Capital Outlays TOTAL 0 4,495 0 0
4840 Merchandise for Resale 0 3,577 2,000 1 500
Cost of Sales TOTAL 0 3_577 2,000 1_500
ADULT RECREATION TOTAL 420,972 223,977 249,490 234,223
1
1
1
1
1
1
1
1
223
Division: Teen Programs
Budget Code: 462
Program No: 5201, 5205
PROFILE
This unit provides for recreation programs for teens. These programs are funded through a combination of
user fees and general fund revenues.
Dances have historically been the main activity under teen programs. Close to 2,000 teens attend the six
dances, which are generally held at North View Junior High. Summer conditioning is also a part of the teen
program with 200+ teens participating in 1998.
Staff will evaluate the effectiveness of current programming efforts and suggest any alternatives that might
more fully meet the needs of teens.
DEPARTMENTAL GOALS
Supervise six dances for junior high students.
Increase attendance at dances by 10% (200 students).
Assure a close working relationship between school districts and the City.
Sponsor summer conditioning program with a goal of 100 participants.
Investigate alternative programming for teens.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number E2Q31anation Amount
4112 Overtime $1,200
The cost of security provided by police officers.
4130 Part-Time $10,000
The cost of instructors and monitors for summer conditioning. Actual expenditures for part-
time wages were significantly higher in 1998 as participation in the Summer Conditioning
program increased by 100 As this registration was significantly higher than the past few
years, both revenue and expenditure estimates are based on an "average" registration for that
program.
4310 Professional Services $2,000
The cost of disc jockeys to provide music for the dances.
4318 Casual Labor $2,300
The cost of chaperones, building monitors, coat checks for dances,
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
224
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 462 TEEN PROGRAMS
4100 Wages Regular Employees 715 205 0 0
4112 Overtime Regular Employee 958 1,223 2,200 1,200
4130 Wages Part -time Employees 7,034 8,444 5,120 10,000
4131 Overtime of Part -time Emp 0 165 0 0
4194 Recr Admin Wages /Benefit 5,024 0 0 0
Salaries and Wages TOTAL 13_731 10_038 7,320 11_200
4142 PERA Coordinated Plan 32 9 0 0
4143 PERA Police Fire Plan 109 139 121 0
4146 FICA 598 683 551 857
4154 Workers Comp Insurance 177 172 91 270
Fringe Benefits TOTAL 917 1,004 763 1,127
4220 Operating Supplies 1,346 1,424 500 1,450
Supplies TOTAL 1,346 1,424 500 1,450
4310 Professional Services 1,500 1,900 2,000 2,000
4318 Casual Labor 2,031 3,299 2,383 2,300
Purchased Services TOTAL 3,531 5,199 4,383 4,300
4430 Recreation Contr Service 705 0 0 0
Other Contractual Sery TOTAL 705 0 0 0
TEEN PROGRAMS TOTAL 20,230 17,664 12,966 18,077
225
Division: Youth Recreation
Budget Code: 463
Program No: 5303, 5305, 5307, 5309, 5312, 5314, 5316, 5323
PROFILE
This unit provides for recreation programs for youth. These programs are funded through a combination of
user fees and general fund revenues.
Activities under this division include gymnastics, wrestling, summer programs such as playground
supervision and the puppet wagon, various classes (dance, after school, holiday, specialty) and preschool.
In a typical year, more than 3,800 young people participate in these activities. This division also includes
after school programming coordinated with the four school districts serving Brooklyn Center.
DEPARTMENTAL GOALS
Provide affordable programs that meet the needs of youth.
Increase program participation 5% in 1999.
Work closely with local social service providers to ensure coordinated programs for youth that do not
unnecessarily duplicate efforts.
Continue to review and identify the changing needs of the community (i.e., socio- economic status and
disabilities).
Enhance marketing efforts (including a customer service component) to attract additional participants.
Continue to provide summer playground supervision and programming at area parks.
SPECIFIC EXP ENDITURE CODE DETAW
Object
Number Exnlanation Amount
4130 Part -Time $84,709
Includes instructors and leaders for youth programs, classes and activities, and after school
programs. Part time staff depends on the number of classes offered and, in the case of rink
attendants, weather. Six warming houses are staffed when rinks are open.
4220 Operating Supplies $8,950
Includes items such as materials for craft classes, playground program supplies such as balls,
bats and games.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
226
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 463 YOUTH RECREATION
4100 Wages Regular Employees 14,336 0 0 0
4130 Wages Part -time Employees 70,912 77,946 83,228 84,709
4131 Overtime of Part -time Emp 19 1 0 0
4194 Recr Admin Wages /Benefit 35,815 0 0 0
Salaries and Wages TOTAL 121,142 77,947 83,228 84,709
4142 PERA Coordinated Plan 1,516 1,011 1,147 1,193
4146 FICA 6,526 5,963 6,147 6,557
4154 Workers Comp Insurance 1,524 902 926 1,378
Fringe Benefits TOTAL 9,567 7,876 8,220 9,128
4220 Operating Supplies 10,179 11,588 13,450 8
Supplies TOTAL 10,179 11,588 13,450 8,950
4310 Professional Services 1,285 479 1,494 1,570
4318 Casual Labor 5,781 1,003 600 600
Purchased Services TOTAL 7,067 1,482 2,094 2,170
4330 Transportation 1,782 1,918 2,050 2,935
4334 Use of Personal Auto 779 193 900 200
Communications TOTAL 2,561 2_111 2_950 3,135
4404 Collection Fees 0 9 0 0
4430 Recreation Contr Service 5,029 0 0 0
Other Contractual Sery TOTAL 5,029 9 0 0
4487 Solid Waste Disposal 70 0 0 0
Utilities TOTAL 70 0 0 0
YOUTH RECREATION TOTAL 155,615 101,012 109,942 108,092
227
Division: General Recreation
Budget Code: 464
Program No: 5401 5403 5405 5409 5412 5416 5418 5421 5423
PROFILE
This unit provides for recreational activities not otherwise classified. These programs are funded by a
combination of general fund revenues and user fees.
General Recreation Division programs include, tennis, skiing, adaptive recreation and supervision costs
associated with the use of elementary schools and Northview Jr. High School. These classes and activities
are anticipated to attract more than 900 participants in 1999.
In addition to individual programs, Entertainment in the Park and skating rinks are also accounted for in this
division. Attendance for Entertainment in the Park, including Sunday in Central Park, was approximately
26,000 people, while 10,000+ skaters enjoyed the skating rinks.
DEPARTMENTAL GOALS
Maintain 90% of prior year's registrations while increasing program revenues.
Further identify the needs and interests of the community and develop programs accordingly.
Provide a balance of activities for a variety of age groups, abilities, and interests.
Further investigate corporate sponsorship for Entertainment in the Park activities.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number E2�planation Amount
4130 Part -Time $19
Class instructors, rink attendants, and ski trip leaders. Also, sound technicians for
Entertainment in the Park.
4310 Professional Services $12,202
Primarily our portion of building supervision costs associated with the use of elementary
schools and Northview Jr. High School to provide programming.
4406 Special Events $14,000
Entertainment groups for Entertainment in the Park and Sunday in Central Park fireworks.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
228
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
DIV 464 GENERAL RECREATION
4100 Wages Regular Employees 4,460 0 0 0
4112 Overtime Regular Employee 133 787 0 0
4130 Wages Part -time Employees 21,235 22,897 21,005 19,896
4131 Overtime of Part -time Emp 55 228 200 200
4194 Recr Admin Wages /Benefit 24,997 0 0 0
Salaries and Wages TOTAL 50_879 23_913 21_205 20_096
4142 PERA Coordinated Plan 201 56 0 67
4143 PERA Police Fire Plan 15 0 0 0
4146 FICA 1,970 1,817 1,623 1,539
4154 Workers Comp Insurance 708 468 266 404
Fringe Benefits TOTAL 2,895 2,341 1,889 2,010
4220 Operating Supplies 96 52 •150 200
Supplies TOTAL 96 52 150 200
4310 Professional Services 29,107 31,371 15,000 12,202
4318 Casual Labor 3,811 3,419 80 80
t Purchased Services TOTAL 32_918 34_790 15,080 12_282
4330 Transportation 630 0 800 800
4340 Advertising 298 346 800 800
Communications TOTAL 928 346 1,600 1,600
4400 Other Contractual Service 0 0 0 4,900
4406 Special Events 0 0 14,000 14,000
4430 Recreation Contr Service 3,501 0 0 0
Other Contractual Sery TOTAL 3,501 0 14,000 18,900
4443 Multi -use Hourly Charges 0 258 0 0
Central Garage Rentals TOTAL 0 258 0 0
4469 Liquor Liability Ins 1,210 900 0 0
Insurance TOTAL 1,210 900 0 0
GENERAL RECREATION TOTAL 92,427 62,599 53,924 55,088
229
Division: Community Center
Budget Code: 465
Program No: 5718, 5728, 5729, 5734, 5756
PROFILE
This unit P rovides for all recreation activities at the Community Center, as well as some building
maintenance. For 1999 some maintenance expenses including, paper supplies, cleaning supplies, a large
portion of operating supplies and all utility charges continue to be charged to the Government Buildings
budget.
The Community Center is used by people of all ages in many different ways. Some use the pool, exercise
room and sauna, while others make use of the arts and crafts room including the pottery room. Others use
Constitution Hall for various types of meetings and programs. Some people enjoy using the game room.
Overall attendance at the Community Center for a year is around 250,000, including persons using the
swimming pool and exercise facility, persons taking swimming lessons and other classes, and visitors to
Constitution Hall.
DEPARTMENTAL GOALS
Continue in -depth review of Community Center operations and activities.
Continue to refine schedule of operating hours.
Enhance marketing efforts (including a customer service component) to attract additional participants.
1999 goal will be 5% increase.
Initiate inexpensive changes (i.e. paint, signage) to make the Community Center more appealing.
Assure that the facility is clean and well maintained so as to compliment marketing efforts.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part -Time Employees $65,275
Includes five building supervisors to provide supervision nights and weekends, staffing the
concession stand during the busiest hours of operation (at other times, clerical or building
supervisor staff cover the concession stand), setup staff for Constitution Hall and other
events.
4220 Operating Supplies $7,000
Operating supply allocations have been split between Recreation Administration and
Community Center.
4840 Merchandise for Resale $31,500
Examples are swimsuits, goggles, nose plugs, concessions, and exercise equipment.
PERSONNEL LEVELS
Number Position
.50 Aquatics Coordinator
4.0 Custodian
230
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 465 COMMUNITY CENTER
4100 Wages Regular Employees 66,524 68,518 89,398 93,230
4112 Overtime Regular Employee 10,430 6,779 968 1,458
4114 Military Pay 723 0 0 0
4130 Wages Part -time Employees 76,469 76,163 56,979 65,275
4131 Overtime of Part -time Emp 763 1,275 0 0
4133 Vacation Pay 6,143 3,122 0 0
4134 Holiday Pay 7,374 3,534 0 0
4135 Sick Leave Pay 5,025 5,074 0 0
4194 Recr Admin Wages /Benefit 45,092 0 0 0
Salaries and Wages TOTAL 218,543 164_465 147_345 159,963
4142 PERA Coordinated Plan 5,351 5,671 5,004 7,013
4146 FICA 13,019 12,393 7,395 12,040
4150 Employee Benefits 0 10,903 15,568 17,608
4151 Health Insurance 17,008 2,286 0 0
4152 Life Insurance 126 18 0 0
4153 Dental Insurance 1,702 228 0 0
4154 Workers Comp Insurance 3,905 3,292 3,968 5,057
Fringe Benefits TOTAL 41,111 34 31,935 41,718
4210 Office Supplies 41 0 0 0
4217 Paper Supplies 7,727 887 0 0
4220 Operating Supplies 24,806 11,269 8,425 7,000
4223 Cleaning Supplies 14,014 848 0 0
4226 Chemical Products 1,509 225 0 0
4227 Safety Supplies 153 0 0 0
4230 Repair Maint Supplies 8,472 319 0 0
4233 Building Repair Supplies 8,643 577 0 0
4235 Landscaping Materials 177 0 0 0
Supplies TOTAL 65,542 14,124 8,425 7,000
4310 Professional Services 4,321 3,014 1,450 2,715
4318 Casual Labor 175 155 600 322
231
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Purchased Services TOTAL 4,496 3,169 2,050 3,037
4340 Advertising 11,052 6,021 825 1,200
Communications TOTAL 11,052 6,021 825 1,200
4380 Repair Maint Contract 414 0 0 0
4382 Equipment Repair Maint 19,659 620 0 0
Repair Rental Maint TOTAL 20,074 620 0 _0
4400 Other Contractual Service 1,284 112 0 0
4414 Licenses, Taxes, Fees 1,028 0 0 0
4421 Janitorial Service 187 0 0 0
4430 Recreation Contr Service 6,320 0 0 0
Other Contractual Sery TOTAL 8,819 112 0 0
4443 Multi -use Hourly Charges 482 1,433 0 0
Central Garage Rentals TOTAL 482 1,433 0 0
4484 Water Service 273 0 0 0
4485 Sanitary Sewer.Service 408 0 0 0
4488 Storm Water Drainage 4,373 0 0 0
Utilities TOTAL 5,054 0 0 0
4552 Other Equipment 3,913 0 0 0
Capital Outlays TOTAL 3_913 0 0
4840 Merchandise for Resale 45,272 30,078 35,000 31,500
Cost of Sales TOTAL 45-272 30,078 35_000 31 500
COMMUNITY CENTER TOTAL 424,358 254,813 225,580 244,418
232
Division: Pool
Budget Code: 466
Program No: 5709, 5721, 5723
PROFILE
This unit accounts for swimming lessons and open swim activities.
The pool, exercise room, and sauna are used by in excess of 100,000 people a year. People come to the pool
for swim lessons, lap swim, use of water slide, recreational swim, and aqua exercise. A full range of
swimming lessons are offered, from parent and tot to youth, teen and adult swimming, diving, and
j competitive swimming. Thirty to forty classes are offered each quarter.
For the 1999 budget, the budget allocations for a number of specific line items continues the move of
expenditures from Division 465, Community Center, and Division 466, Pool, to Divisions 440, Custodial
Service, and Division 441, Building Maintenance. This was done for ease and clarity of budgeting and
administration. Division 466 continues to budget items which are very specific to the pool. A charge in the
i amount of twenty percent of operational overhead, such as utilities, custodial and maintenance supplies, etc.,
will continue to be charged to Divisions 465 and 466.
DEPARTMENTAL GOALS
Continue to offer high quality swimming lessons for all ability levels.
Maintain 95% of prior year's registrations while increasing revenues.
To continue marketing efforts that increase attendance in the pool, exercise room, and sauna by 5
Investigate new and/or expanded special events to attract new customers.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part -Time $133,291
The cost of two part-time Assistant Aquatics Coordinators, plus 20 -30 lifeguards and swim
instructors.
4382 Equipment Repair $5,000
Maintenance and service agreements for pool equipment, exercise equipment and
recreational equipment. The total equipment repair allocations for the Division have been
reduced by over $1,000 for 1999.
4481 Electric Service $21,500
Increasing electric rates require an increase of 3% for electric service to City buildings.
Twenty percent of the estimated expenditures for electricity have been charged to Division
466, to cover direct operation costs of the Community Center swimming pool.
4482 Gas Service $16,500
Natural gas rates have increased substantially. The Civic Center is on interruptible service,
which provides a lower gas rate. Additional efficiencies are being explored.
With the assistance of our utility vendors, we have determined that twenty percent of the
estimated expenditures for natural gas are directly attributable to operation of the Community
Center swimming pool.
233
PERSONNEL LEVELS
Number Position
.50 Aquatics Coordinator
1
1
1
234
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 466 POOL
4100 Wages Regular Employees 23,047 23,650 32,036 32,990
4112 Overtime Regular Employee 3,146 0 0 0
4130 Wages Part -time Employees 154,744 135,905 125,628 133,291
4131 Overtime of Part -time Emp "782 1,010 0 500
4133 Vacation Pay 1,341 939 0 0
4134 Holiday Pay 861 0 0 0
4135 Sick Leave Pay 1,208 0 0 0
4194 Recr Admin Wages /Benefit 51,018 0 0 0
Salaries and Wages TOTAL 236,147 161,504 157,664 166,781
4142 PERA Coordinated Plan 2,735 1,361 8,167 4,680
4146 FICA 14,145 12,044 12,061 12,721
4150 Employee Benefits 0 0 3,742 4,402
4154 Workers Comp Insurance 2,400 1,497 1,419 1,314
Fringe Benefits TOTAL 19_279 14,903 25,389 23_117
4217 Paper Supplies 0 6,046 0 0
4220 Operating Supplies 1,192 2,304 1,500 500
4223 Cleaning Supplies 1,795 9,456 0 0
4226 Chemical Products 7,796 7,908 7,000 7,000
4227 Safety Supplies 0 53 0 0
4230 Repair Maint Supplies 4,622 4,302 0 0
4233 Building Repair Supplies 6,610 12,630 2,000 2,000
Supplies TOTAL 22,016 42,699 10,500 9,500
4310 Professional Services 2,105 2,916 1,300 1,750
4318 Casual Labor 187 0 0 0
Purchased Services TOTAL 2_292 2,916 1_300 1_750
4382 Equipment Repair Maint 7,215 5,458 4,000 5,000
4390 Rentals 1,832 0 0 0
Repair Rental Maint TOTAL 9,046 5,458 4,000 5,000
4400 Other Contractual Service 0 1,080 0 0
235
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4414 Licenses, Taxes, Fees 0 395 0 0
4417 Books /Reference Materials 15 0 0 0
4430 Recreation Contr Service 7,177 0 0 0
Other Contractual Sery TOTAL 7,192 1,475 0 0
4481 Electric Service 52,868 49,287 22,000 21,500
4482 Gas Service 38,541 43,236 16,000 16,500
4483 Heating Oil 0 0 600 700
4484 Water Service 2,456 2,746 820 1,000
4485 Sanitary Sewer Service 3,672 3,829 1,400 2,000
4487 Solid Waste Disposal 3,028 2,361 0 2,000
Utilities TOTAL 100 -565 _101,458 40_820 43_700
4552 Other Equipment 0 2,912 0 0
Capital Outlays TOTAL 0 2,912 0 0
POOL TOTAL 396,538 333,326 239,673 249,848
1
236
i
Division: Risk Management
Budget Code: 470
Program No: 1897
PROFILE
The purpose of risk management is to reduce the City's exposure to risk by either identifying the risk and
avoiding the risk activity, transferring the risk to an outsider as part of a contract for services, or transferring
the risk by means of purchasing insurance policies. Identifying and avoiding risks is pursued by an
employee safety committee and periodic inspections by representatives of our insurance company. Transfer
to outside contractors is accomplished by requirements in contract specifications that the contractor carry
insurance that names the City as an additional insured. The largest part of the risk transfer is through the
purchase of insurance policies by the City. Such policies require the City to share the risk by means of a
deductible which has the City pay the first dollars of any claim. Brooklyn Center participates with the
League of Minnesota Cities Insurance Trust for the purchase of most of its policies.
Insurance policies are purchased through an insurance agent who is paid a negotiated flat fee rather than a
percentage of the premiums. This reduces the fee by at least half. An insurance consultant is also retained
on a negotiated flat fee basis who provides the City with expertise and assistance that couldn't otherwise be
maintained on staff.
Action by the 1997 Minnesota State Legislature increased the statutory limit on municipal liability for all
g
claims arising from a single occurrence from $600,000 in 1997 to $750,000 in 1998 1999. The limit will
further increase to $1,000,000 in 2000. This can be expected to cause a slight increase in liability insurance
premiums.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation AmouxLt
4310 Professional Services $17,000
Fees paid to insurance agent and risk management consultant.
4415 Claims Payment $10,000
The City has a standard deductible of $1,000 on all of its insurance coverages. The amount
shown here is to pay that deductible on claims made by other parties against liability
insurance. Deductibles for City losses of property or equipment are paid by the department
1 responsible for the property or equipment.
44614467 Insurance $125,500
These are the premiums paid for liability, property, employee bonds, and money insurance
policies.
237
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 470 RISK MANAGEMENT
4310 Professional Services 15,101 14,776 16,000 17,000
Purchased Services TOTAL 15,101 14,776 16,000 17,000
4415 Claims Payment 13,528 5,592 15,000 10,000
Other Contractual Sery TOTAL 13,528 5,592 15,000 10,000
4461 Gen Liability Insurance 85,505 73,180 100,000 100,000
4462 Property Insurance 11,544 11,274 17,000 17,000
4463 Machinery Breakdown Ins 1,900 2,204 3,000 3,200
4464 Equipment Floater Ins 680 303 1,000 0
4466 Bonds Insurance 2,604 1,768 3,000 3,000
4467 Money Credit Insurance 1,546 1,166 2,000 2,300
Insurance TOTAL 103,779 89,895 126,000 125,500
RISK MANAGEMENT TOTAL 132,409 110,263 157,000 152,500
238
1
Division: Central Supplies and Support
PP PP
Budget Code: 471
Program No: 1890
PROFILE
The purchasing of central office supplies, equipment, general printing, and City -wide postage use is included
in this division. The tuition reimbursement program, along with general training account for use by the City
Manager for general staff development, is included in this fund. The majority of the budget is monitored
through purchasing.
I T
SPECIFIC EXPEND TURF CODE DETAIL
Object
Number Exnlanation Amount
4100 Wages Regular Employees $35
Provides for Administrative Specialist position (decrease from $62,000 in 1998 budget for
potential additional department head).
4210 Office Supplies $24,000
Provides for the purchase of central office supplies for City departments.
4310 Professional Services $15
Studies and planning services for building, radio, telephone, and other needs evaluation and
planning.
4382 Equipment Repair and Maintenance $33,000
Provides for repair services and maintenance on office equipment.
4411 Conferences and Schools $15,000
For general training and tuition reimbursement.
PERSONNEL LEVELS
Number Position
1 Administrative Specialist
CAPITAL OUTLAY
j Item Anticipated Units Cos Use /need
P �s
purchase date
I One high speed copier Jan 1999 one $20,000 Replacement of high speed, high
volume main office copier
239
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 471 CENTRAL SUPPLIES
4100 Wages Regular Employees 0 0 62,000 35,000
Salaries and Wages TOTAL 0 0 62,000 35,000
4142 PERA Coordinated Plan 0 0 3,212 1,813
4146 FICA 0 0 4,743 2,677
4150 Employee Benefits 0 0 4,522 4,402
4154 Workers Comp Insurance 0 0 552 303
4158 Disability Insurance 0 0 310 0
Fringe Benefits TOTAL 0 0 13_339 r 9_195
4210 Office Supplies 27,482 24,282 24,000 24,000
4220 Operating Supplies 3,292 2,161 3,000 3,000
4227 Safety Supplies 840 0 0 0
Supplies TOTAL 31,614 26,443 2-7,000 27,000
4310 Professional Services 5,450 0 .15,000 15,000
4311 Benefits Administration 1,957 0 0 0
Purchased Services TOTAL 7,407 0 15,000 15,000
4321 Postage 33,469 36,002 36,000 36,000
4322 Telephone Services 30,969 30,958 33,500 33,500
4324 Delivery Service 92 67 100 0
4334 Use of Personal Auto 38 0 0 0
4350 Printing 1,322 2,714 5 2,000
Communications TOTAL 65,889 69,742 74,600 71,500
4380 Repair Maint Contract 297 0 0 0
4382 Equipment Repair Maint 24,372 28,102 27,000 33,000
4392 Building Rentals 2,393 0 0 0
Repair Rental Maint TOTAL 27,062 28,102 27,000 33,000
4400 Other Contractual Service 0 0 5,000 5,000
4411 Conferences and Schools 41,741 13,842 15,000 15,000
4413 Dues Subscriptions 2,003 0 300 300
240
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET ADOPTED
Other Contractual Sery TOTAL 43,744 13,842 20,300 20,300
4551 Office Furniture Equip 1,387 3,910 0 20,000
Capital Outlays TOTAL 1,387 3,910 0 20,000
4995 Contingency Account 0 50,645 136,130 131,064
Contingency TOTAL 0 50,645 136,130 131,064
CENTRAL SUPPLIES TOTAL 177,104 192,685 375,369 362,059
1
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241
Division: Civic Events
Budget Code: 472
Program No: 1895
PROFILE
This division allows for City financial participation in civic events such as Earle Brown Days.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number planation Amount
4112 Police Department Overtime $3,000
For Earle Brown Days event
4406 Special Events $3,000
Provides for events such as Earle Brown Heritage Center open house and similar civic
events. $500 is included for participation in Brooklyn Historical Society book project.
PERSONNEL LEVELS
None.
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242
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET ADOPTED__
DIV 472 CIVIC EVENTS
4100 Wages Regular Employees 6,568 0 0 0
4112 Overtime Regular Employee 4,180 2,838 3,000 3,000
4130 Wages Part -time Employees 485 0 0 0
4,194 Recr Admin Wages /Benefit 1,302 0 0 0
Salaries and Wages TOTAL 12,536 2,838 3,000 3,000
4142 PERA Coordinated Plan 358 0 135 0
4143 PERA Police Fire Plan 315 324 0 342
4146 FICA 651 18 230 44
4154 Workers Comp Insurance 239 48 60 73
Fringe Benefits TOTAL 1_563 389 425 459
4310 Professional Services 1,000 3,250 0 0
Purchased Services TOTAL 1_000 3,250 0 0
4321 Postage -367 0 0 0
Communications TOTAL -367 0 0 0
4400 Other Contractual Service 600 0 0 0
4406 Special Events 0 1,961 3,000 3,000
4430 Recreation Contr Service 183 0 0 0
1 Other Contractual Sery TOTAL 783 1,961 3,000 3,000
4443 Multi -use Hourly Charges 199 51 0 0
Central Garage Rentals TOTAL 199 51 0 0
CIVIC EVENTS TOTAL 15,714 8,490 6,425 6,459
243
Division: Reimbursement From Other Funds
Budget Code: 474
PROFILE
Many employees who are listed as General Fund employees actually spend some part of their time
performing tasks which directly benefit some other fund. To compensate for this, these reimbursements are
included in the budget to transfer the cost to the funds benefitting from the work. In past budgets, these
reimbursements were shown in the departments where the employees spend most of their time. Beginning
n 1998, the reimbursements where consolidated in this division in order to show the full cost of the other
General Fund divisions.
Approximately 19 people, including the City Manager, Finance Director, and Engineering staff, have part
of their time charged out under the Administrative Service Transfer. Funds receiving charges include the
EDA, the Liquor Fund, the Golf Course, the Earle Brown Heritage Center, the Water Fund, the Sanitary
Sewer Fund, and the Storm Drainage Fund. Total Administrative Service Transfers will be approximately
$315,487 for 1999.
The Engineering Department staff serve as project engineers on some construction projects and oversee
consulting engineers on other projects. The value of their time and some administrative overhead is charged
directly to the construction projects by means of the Engineering Reimbursement Transfer. The amount of
this transfer fluctuates widely from year to year and is dependant on the amount and type of construction
done in a given year. For 1999, we estimate this transfer will total $300,000.
The Streets Department's personnel perform maintenance and inspection services for the City's storm sewer
system and storm water ponds. The value of their time is charged to the Storm Drainage Utility Fund by
means of a $100,000 reimbursement charge. This charge has been at the $100,000 level for several years
and will remain there for 1999.
E.D.A. &?fa4er`
E.BH.C. Liquor.....:. Goif Win, Sevsr Garage......... 'I£)'IEAL
City Manager I I $27,428 I $27,428
Finance I $54,329 I $26,250 I $5,292 I $108,695 I $12,842 I $207,408
Data Proc. $7,297 $5,108 I I $12,405
Engineering $68,246 $68,246
$61,626 I $26,250 I $5,292 $209,477 $12,842 I $315,487
244
1 CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
1 Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 474 REIMS FROM OTHER FUNDS
4702 Administrative Sery Trans 0 299,141 315,538 315,487
Administrative Service TOTAL 0 299,141 315,538 315,487
4703 Engineer Reimb Transfer 0 261,917 300,000 322,000
4704 Storm Sewer Wage Reimb 0 100,000 100,000 100,000
1 Reimb from other Funds TOTAL 0 _361,917 _400,000 _422,000
REIMB FROM OTHER FUNDS TOTAL 0 661,058 715,538 737,487
1
1
1
1
1
i
1
1
245
1
Division: Transfers
isi
Budget Code: 475
PROFILE
Debt Service Fund Transfers
Street Improvement Bonds
These represent the portion of support for the street improvement bonds sold from 1994 through 1996 which
must come from the property tax. The tax is now being shown as all being collected by the General Fund,
and the portion needed transferred to the bond funds.
The amount to be levied is determined by a formula set in State law. It begins with the principal and interest
to be paid the following year, adds a 5 overlevy, subtracts the scheduled special assessment payments, and
the remainder is the property tax levy. Consequently, the property taxes bear an overlevy not only for
uncollected property taxes, but also uncollected special assessments. Since the General Fund is now
collecting the property taxes, it takes the risk of uncollectibles exceeding 5 or the benefit if uncollectibles
are less than 5
The amounts to be transferred for 1999 are as follows:
Net Gross
Transfer Tax
Improvement Bonds of 1994 64,530 70,165
Improvement Bonds of 1995 65,779 70,844
Improvement Bonds of 1996 $113.140 $123.006
Total Transfer $243,449 $264,015
Police Fire Building Bonds
These bonds were sold on December 1, 1997 to finance the construction of a police station, reconstruction
of a fire station, and remodeling of another fire station. Maturities on these bonds continue for fifteen years,
through 2013. The amount to be levied is determined by a formula set in State law. It begins with the
principal and interest to be paid the following year and adds a 5% overlevy to determine the property tax
levy. Since the General Fund is now collecting the property taxes, it takes the risk of uncollectibles
exceeding 5 or the benefit if uncollectibles are less than 5 Taxes raised for the police and fire building
bonds are accounted for separately by Hennepin County. In the event net tax receipts would exceed the
budgeted net transfer, any excess would also be transferred if there were no prior year's shortfalls in
collections of police and fire building bond transfers to be repaid.
The amounts to be transferred for 1999 are as follows:
Net Gross
Transfer Tax
Police Fire Building Bonds of 1997 747,325 784,692
Special Assessment Construction Fund Transfer
Beginning with the 1997 budget, a transfer from the General Fund has been made to take the place of
property tax support bond sales to fund the portion of street construction not paid by special assessments.
This transfer was $394,197 in 1997 and 1998, and is expected to be $394,197 in 1999. Bonds are continuing
246 to be sold to cover the special assessment portion of the project.
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL_ BUDGET
DIV 475 TRANSFERS
4727 Special Ass Const Trans 0 394,197 394,197 394,197
4730 Debt Sery Fund Transfer 0 230,440 238,375 243,449
4731 Bldg Debt Sery Transfer 0 0 745,853 747,325
Transfer to other Fund TOTAL 0 624_637 _1_378_425 _1_384_971
TRANSFERS TOTAL 0 624,637 1,378,425 1,384,971
GENERAL TOTAL 10,908,340 11,739,732 13,187,566 13,504,916
t
247
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1
1
1
1
1
1
1
1
1
1
1
248
Division: City Initiatives Grant Fund
Budget Code: 619
Program No: 7900 -7999
PROFILE
This fund exists to properly segregate the accounting for grants received from the federal and state
governments. The division establishes separate budgets for each program and provides better accountability
to the oversight agency assigned to the grants. Separation between the operating expenditures of general
fund divisions and the expenditures funded by one -time grants is also achieved. In addition, the
appropriations created in this fund are treated as project length budgets and carry forward to multiple budget
years until the grant appropriation is exhausted.
PERSONNEL LEVELS
Not staffed.
249
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND CITY INITIATIVES GRANT FUND 020
3210 Federal Grants 0 24,404 0 0
3240 State Grants 0 41,198 0 0
3270 Grants from Other Governments 0 9,000 0 0
Intergovernmental Revenue TOTAL 0 _74,602 -0 -__0
3468 Contributions Donations 0 10,669 0 0
Miscellaneous Revenues TOTAL 0 10,669 0 0
3800 Interest Earnings 0 1,759 0 0
Investment Earnings TOTAL 0 1,759 0 0
CITY INITIATIVES GRANT FUND TOTAL 0 87,029 0 0
1
250
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 619 CITY INITIATIVES GRANT FUND
4100 Wages Regular Employees 0 514 0 0
4112 Overtime Regular Employee 0 12,867 0 0
Salaries and Wages TOTAL 0 13,381 0 0
4142 PERA Coordinated Plan 0 23 0 0
4143 PERA Police Fire Plan 0 1,467 0 0
4146 FICA 0 141 0 0
4154 Workers Comp Insurance 0 43 0 0
Fringe Benefits TOTAL 0 1,673 0 -0
4220 Operating Supplies 0 90 0 0
Supplies TOTAL 0 90 0 0
4310 Professional Services 0 25,691 0 0
Purchased Services TOTAL 0 25,691 0 0
4414 Licenses, Taxes, Fees 0 it 0 0
Other Contractual Sery TOTAL 0 11 0 0
4440 Fuel Charges 0 16 0 0
4441 Fixed Charges 0 143 0 0
4442 Repair Maint Charges 0 1,473 0 0
Central Garage Rentals TOTAL 0 1,632 0 0
4548 Computer Equipment 0 3,771 0 0
4552 Other Equipment 0 6,913 0 0
1 4553 Mobile Equipment 0 423 0 0
Capital Outlays TOTAL 0 11,106 0 0
4611 Interest 0 261 0 0
Debt Service TOTAL 0 261 0 0
CITY INITIATIVES GRANT FUND TOTAL 0 53,846 0 0
CITY INITIATIVES GRANT FUND TOTAL 0 53,846 0 0
251
Division: HRA Fund
Budget Code: 620
Program No: 9011
PROFILE
All activities of the HRA are currently undertaken by the Economic Development Authority (EDA). Funds
levied by the HRA are transferred to the EDA for redevelopment activities. Staffing for HRA- related
projects is also provided by the EDA, which consists of the Community Development Director and the
Community Development Specialist.
DEPARTMENTAL GOALS
See EDA.
PERSONNEL LEVELS
Overseen by the Community Development Director. Not staffed.
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252
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND HOUSING AND REDEVELOPMENT 011
3009 Gross Property Tax Levy 0 0 129,467 138,656
3010 Est Uncollectible Tax Levy 0 0 -3,884 -4,160
3011 Net Current Ad Valorem Taxes 120,895 122,694 0 0
3012 Delinquent Ad Valorem Taxes 0 -1,119 0 0
3013 Penalties Interest on Taxes -415 0 0 0
3017 Rents -Tax Revenue 2 0 0 0
Property Taxes TOTAL 120,481 121,575 125,583 134,496
3255 Homestead Credit Aid 17,345 18,304 18,304 18,304
Intergovernmental Revenue TOTAL 17,345 18,304 18,304 18,304
HOUSING AND REDEVELOPMENT TOTAL 137,826 139,879 143,887 152,800
253
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 620 H.R.A. FUND
4712 E.D.A. Fund Transfer 137,826 139,879 143,887 152,800
Transfer to other Fund TOTAL 137,826 139,879 143,887 152,800
H.R.A. FUND TOTAL 137,826 139,879 143,887 152
HOUSING AND REDEVELOPMENT TOTAL 137,826 139,879 143,887 152,800
254
Division: EDA rams Redevelopment Programs
g
Budget Code: 621
Program No: 8800
PROFILE
The purpose of the Economic Development Authority is to preserve and improve the city's neighborhoods
so there continues to be a high level of resident satisfaction with city neighborhoods and housing.
Additionally, the EDA works to undertake such programs and policies that assist in the development of the
city's industrial, commercial and retail businesses to maintain the city's regional position with regard to
these businesses.
DEPARTMENTAL GOALS
In 1999, the Department will be completing its projects on 53rd Avenue, and 69th and Brooklyn Boulevard.
The EDA will also be seeking development at other strategic locations including the property currently
owned by the EDA on Willow Lane, key intersections along Brooklyn Boulevard and the area in and around
the Brookdale Mall. This activity is principally staffed by the Community Development Director and the
Community Development Specialist.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation AmouDtt
4413 Dues and Subscriptions $24,240
North Metro Mayors Association $17,500); NAHRO ($170); EDAM ($170); MALHFA
($200); and Northwest Housing Resource Center ($6,000).
PERSONNEL LEVELS
Number Position
1 Community Development Director
1 Community Development Specialist
1 Community Development/Administrative Secretary
The Community Development/Administrative Secretary is budgeted for 60% in Budget Code 8800, EDA,
and 40% in Budget Code 401, Administration.
255
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND ECONOMIC DEVELOPMENT AUTH 012
3009 Gross Property Tax Levy 0 0 183,113 194,898
3010 Est Uncollectible Tax Levy 0 0 -5,493 -5,847
3011 Net Current Ad Valorem Taxes 173,527 175,921 0 0
3012 Delinquent Ad Valorem Taxes -1,176 -1,641 0 0
3013 Penalties Interest on Taxes -17 0 0 0
Property Taxes TOTAL 172,334 174_279 177,620 189,051
3328 IDR Bond Administration Fee 15,688 17,938 15,000 24,000
Charges for Services TOTAL 15,688 17,938 15,000 24,000
3463 Rent 300 0 0 0
3467 Sale of Property 14,693 0 0 0
Miscellaneous Revenues TOTAL 14,993 0 0 0
3800 Interest Earnings 339,104 236,661 150,000 150,000
Investment Earnings TOTAL 339_104 236_661 1.50_000 150_000
3911 Transfers from HRA Fund 137,826 139,879 143,887 152,800
3919 Transfers from C.D.B.G. Fund 55,698 438,016 247,856 240,809
Transfers from other Funds TOTAL 193,524 577,895 391,743 .393,609
ECONOMIC DEVELOPMENT AUTH TOTAL 735,643 1,006,773 734,363 756,660
256
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 621 EDA FUND
4100 Wages Regular Employees 102,342 114,214 144,835 144,537
4112 Overtime Regular Employee 43 0 0 0
4130 Wages Part -time Employees 0 7 0 0
4133 Vacation Pay 9,554 11,984 0 0
4134 Holiday Pay 6,452 5,776 0 0
4135 Sick Leave Pay 4,743 6,329 0 0
Salaries and Wages TOTAL 123,134 138,311 144,835 144,537
4142 PERA Coordinated Plan 5,541 6,037 7,502 7,487
4146 FICA 9,134 10,241 11,080 11,057
4150 Employee Benefits 0 8,651 10,509 13,326
4151 Health Insurance 7,284 1,353 0 0
4152 Life Insurance 50 10 0 0
4153 Dental Insurance 541 108 0 0
4154 Workers Comp Insurance 1,140 303 1,172 1,129
4158 Disability Insurance 320 339 354 356
Fringe Benefits TOTAL 24,011 27,,041 30,617 33,355
4210 Office Supplies 0 109 1,000 500
4220 Operating Supplies 36 1,238 1,500 1,000
4233 Building Repair Supplies 0 46 0 200
4240 Small Tools 0 69 0 200
Supplies TOTAL 36 1,462 2_500 1,900
4310 Professional Services 47,137 80,578 10,000 10,000
4312 Legal Services 14,183 24,188 15,000 15,000
Purchased Services TOTAL 61,320 104,765 25,000 25,000
4321 Postage 0 0 1,000 1,000
4322 Telephone Services 690 703 780 780
4324 Delivery Service 157 127 100 200
4334 Use of Personal Auto 75 32 100 200
4350 Printing 0 0 250 1,500
4351 Legal Notice Publication 0 64 1 1
257
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 922 926 3,230 4,680
4383 Buildings Repairs 0 600 0 1,000
4397 Logis Charges 334 395 590 597
Repair Rental Maint TOTAL 334 995 590 1,597
4400 Other Contractual Service 8,904 168,777 8 8,000
4411 Conferences and Schools 566 918 2,000 2,400
4412 Meeting Expenses 520 21 500 500
4413 Dues Subscriptions 12,328 16,102 18,200 24,240
4414 Licenses, Taxes, Fees 2,001 25,589 0 0
4417 Books /Reference Materials 219 31 250 500
4418 Relocation Benefits 14,602 525,631 0 0
4427 Tree Removal Contract 0 1 0 1
Other Contractual Sery TOTAL _39,141 738,218 28,950 37,140
4440 Fuel 83 130 123 106
4441 Fixed Charges 1,306 725 866 757
4442 Repair Maint Charges 2,846 45 1,402 1,077
Central Garage Rentals TOTAL 4_235 900 2_391 _1._940
4461 Gen Liability Insurance 4,545 3,859 6,400 6,000
Insurance TOTAL 4,545 3,859 6,400 6,000
4481 Electric Service 1,281 2,744 0 0
4482 Gas Service 1,789 1,593 0 0
4484 Water Service 228 223 0 0
4485 Sanitary Sewer Service 167 212 0 0
4487 Solid Waste Disposal 117 0 0 0
4488 Storm Water Drainage 267 411 0 0
Utilities TOTAL 3,850 5,183 0 0
4510 Capital Outlay Land 196,375 2,115,842 0 0
4520 Buildings 500 -500 0 0
4552 Other Equipment 0 0 0 550
258
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET ADOPTED__
Capital Outlays TOTAL 196,875 2,115,342 0 550
4199 Salaries Reimbursed 5,301 0 0 0
4702 Administrative Sery Trans 0 3,388 3,303 3,081
Administrative Service TOTAL 5_301 3,388 3,303 3,081
4995 Contingency Account 0 0 38,691 256,071
Contingency TOTAL 0 0 38_691 256,071
EDA FUND TOTAL 463,705 3,140,389 286,507 515,851
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259
Division: EDA Bond Proceeds
Budget Code: 622
PROFILE
In 1995 the City of Brooklyn Center issued $5,000,000 in tax increment bonds under Tax Increment District
No. 3. The monies are for future redevelopment projects to be approved by the City Council/EDA-
DEPARTMENTAL GOALS
In 1998, approximately $500,000 of the bond proceeds available to the EDA is proposed for the storm water
retention pond to facilitate the expansion of Brookdale and the redevelopment of surrounding properties.
Another $250,000 may be requested for other redevelopment bond needs.
PERSONNEL LEVELS
Overseen by the Community Development Director.
260
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 622 EDA BOND PROCEEDS
4100 Wages Regular Employees 7,226 0 0 0
4130 Wages Part -time Employees 22 0 0 0
Salaries and Wages TOTAL 7,248 0 0 0
4142 PERA Coordinated Plan 324 0 0 0
4146 FICA 528 0 0 0
4154 Workers Comp Insurance 78 0 0 0
Fringe Benefits TOTAL 929 0 0 0
4220 Operating Supplies 15 0 0 0
4227 Safety Supplies 51 0 0 0
Supplies TOTAL 66 0 0 0
4310 Professional Services 38,786 2,987 0 0
4312 Legal Services 16,856 887 0 0
Purchased Services TOTAL 55,641 3.,874 0 0
4324 Delivery Service 21 28 0 0
4351 Legal Notice Publication 0 701 0 0
Communications TOTAL 21 729 0 0
4400 Other Contractual Service 64,644 0 0 0
4412 Meeting Expenses 30 0 0 0
4414 Licenses, Taxes, Fees 12,527 0 0 0
4418 Relocation Benefits 40,850 0 0 0
Other Contractual Sery TOTAL 118,052 0 0
4443 Multi -use Hourly Charges 196 0 0 0
Central Garage Rentals TOTAL 196 0 0
4481 Electric Service 322 0 0 0
4482 Gas Service 80 0 0 0
4484 Water Service 1 0 0 0
4485 Sanitary Sewer Service 2 0 0 0
4488 Storm Water Drainage 143 0 0 0
261
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Utilities TOTAL 547 0 0 0
4510 Capital Outlay Land 412,000 0 0 0
Capital Outlays TOTAL 412,000 0 0 0
4758 Storm Drainage Trans 0 0 750,000 0
Transfer to other Fund TOTAL 0 0 750,000 0
EDA BOND PROCEEDS TOTAL 594,701 4,602 750,000 0
262
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Division: EDA CDBG Programs
Budget Code: 623
Program No: 8000
PROFILE
ant the ban Hennepin County Community Development Block Grant Program, Brooklyn
As a participant ui Ur ep ty ty p gr
Center receives an annual appropriation of federal CDBG funds. The monies assist in developing and
maintaining a viable urban community by providing a suitable living environment and expanded economic
base. The funds are also used to eliminate slum and blight and to meet other community development needs
having a particular urgency.
DEPARTMENTAL GOALS
There are three principal activities to be undertaken with CDBG funds in 1998. This activity is staffed
primarily by the Community Development Specialist.
H.O.M.E. funds will be used to P rovide minor repair and maintenance on homes of individuals 60 years
of age or older. Brooklyn Center has been in the program for four years and has appropriated $7,000
for the activity. It is estimated that between 15 -20 homes will receive help with painting, trim repair,
door repair, minor carpentry, etc. Home owners participate fmancially based upon a sliding fee scale.
This activity is programmed under Building Repairs (4383).
Rehabilitation Grants/Loans. This program provides funds for rehabilitating single- family and duplex
homes for income eligible homeowners. The funding level has been set at $60,000 for the 1998
program. The EDA's home rehabilitation program will be revised in 1998 and CDBG funds will be used
in conjunction with the Minnesota Housing Finance Agency's (MHFA's) Fix -Up Fund program to write
down the interest rate on Fix -Up Fund loans to eligible households. The actual CDBG budget and
program use may be changed as the City Council continues its policy review of CDBG fund usage.
53rd Avenue Development and Linkage Project. $180,856 is programmed to help finance this
project. These funds will be used to reimburse the EDA for expenditures associated with relocation
expenses.
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263
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 623 EDA CDBG PROGRAMS
4100 Wages Regular Employees 2,071 0 0 0
4112 Overtime Regular Employee 15 0 0 0
Salaries and Wages TOTAL 2,086 0 0 0
4142 PERA Coordinated Plan 93 0 0 0
4146 FICA 152 0 0 0
4151 Health Insurance 465 0 0 0
4152 Life Insurance 3 0 0 0
4153 Dental Insurance 35 0 0 0
4154 Workers Comp Insurance 23 0 0 0
Fringe Benefits TOTAL 771 0 0
4310 Professional Services 0 0 7,200 6,000
4312 Legal Services 34 0 0 0
Purchased Services TOTAL 34 0 7,200 6,000
4383 Buildings Repairs 44,960 15,335 59,800 53,000 1
Repair Rental Maint TOTAL 44,960 15,335 59,800 53,000
4400 Other Contractual Service 0 0 0 79,809
4418 Relocation Benefits 0 0 180,856 102,000
Other Contractual Sery TOTAL 0 0 180,856 181,809
EDA CDBG PROGRAMS TOTAL 47,852 15,335 247,856 240,809
ECONOMIC DEVELOPMENT AUTH TOTAL 1,106,258 3,160,326 1,284,363 756,660
264
Division: Earle Brown Tax Increment Financin g District
Budget Code: 624
Program No: 9014
PROFILE
The purpose of this budget item is to provide for the collection and disbursement of tax increment revenues.
This budget item provides for the debt service requirements and Hennepin County administrative costs
associated with the tax increment district.
PERSONNEL LEVELS
Not staffed.
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265
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND EARLE BROWN FARM TIF DIST 014
3016 Tax Increments 2,180,251 1,515,487 1,183,342 1,226,212
Property Taxes TOTAL 2,180,251 1,515,487 1,183,342 1,226,212
3800 Interest Earnings 0 9,657 0 0
Investment Earnings TOTAL 0 9,657 0 0
EARLE BROWN FARM TIF DIST TOTAL 2,180,251 1,525,144 1,183,342 1,226,212
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266
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
DIV 624 E.B.TAX INCREMENT DIST
4310 Professional Services 0 886 0 0
Purchased Services TOTAL 0 886 0 0
4414 Licenses, Taxes, Fees 1,538 1,384 2,000 2,000
Other Contractual Sery TOTAL 1,538 1,384 2,000 2,000
4611 Interest 34,914 0 0 0
Debt Service TOTAL 34,914 0 0 0
4730 Debt Sery Fund Transfer 1 1,240,000 1,280,000 1,330,000
Transfer to other Fund TOTAL 1,180,000 1,240,000 1,280,000 1,330,000
E.B.TAX INCREMENT DIST TOTAL 1,216,452 1,242,270 1,282,000 1,332,000
EARLE BROWN FARM TIF DIST TOTAL 1,216,452 1,242,270 1,282,000 1,332,000
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267
Division: Tax Increment District No. 3
Budget Code: 625
Program No: 9015
PROFILE
This is the newest of Brooklyn Center's three TIF districts. In 1995, the EDA issued $5,000,000 in TIF
revenue bonds (see EDA Bond Proceeds). The intent of the district is to seek redevelopment within the TIF
boundaries. Also, 15% of the TIF revenue must be used for housing- related projects as defined by the City
Council.
DEPARTMENTAL GOALS
The Community Development Director is principal staffing for all TIF related projects. In 1998, the area
of main concentration will be the redevelopment of Brookdale and the surrounding commercial area.
A secondary effort will be made to encourage new development for purposes of generating cash flow to
finance redevelopment projects as identified by the City Council.
PERSONNEL LEVELS
Overseen by the Community Development Director.
268
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
1 OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND TAX INCREMENT DIST #3 015
3016 Tax Increments 137,600 402,545 883,368 1,308,002
Property Taxes TOTAL 137,600 402,545 883,368 1,308,002
3800 Interest Earnings 1,854 7,321 0 0
Investment Earnings TOTAL 1,854 7,321 0 0
TAX INCREMENT DIST #3 TOTAL 139,453 409,86,6 883,368 1,308,002
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269
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
2999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 625 TAX INCREMENT DIST #3
4310 Professional Services 0 9,968 4,000 20,000
Purchased Services TOTAL 0 9,968 4,000 20,000
4414 Licenses, Taxes, Fees 0 1,319 1,000 0
4431 Property Tax Rebate 0 43,700 119,801 189,801
Other Contractual Sery TOTAL 0 45,019 120,801 189,801
4730 Debt Sere Fund Transfer 0 260,000 570,000 550,000
Transfer to other Fund TOTAL 0 260,000 570,000 550_000
TAX INCREMENT DIST #3 TOTAL 0 314,987 694,801 759,801
TAX INCREMENT DIST #3 TOTAL 0 314_987 694,801 759_801
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270
Division: CDBG Fund
Budget Code: 628
Program No: 9019
PROFILE:
This accounts for Community Development Block Grant funds transferred to the Economic Development
Authority.
271
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES BUDGET BUDGET
FUND COMMUNITY DEV BLOCK GRANT 019
3210 Federal Grants 55,698 438,016 247,856 240,809
Intergovernmental Revenue TOTAL 55,698 438,016 247,856 240,809
COMMUNITY DEV BLOCK GRANT TOTAL 55,698 438,016 247,856 240,809
272
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 628 CDBG FUND
4712 E.D.A. Fund Transfer 55,698 438,016 247,856 240,809
Transfer to other Fund TOTAL 55,698 438,016 247,856 240,809
CDBG FUND TOTAL 55,698 438,016 247,856 240,809
COMMUNITY DEV BLOCK GRANT TOTAL 55,698 438,016 247,856 240,809
273
Division: Police Dru g Forfeiture Fund
Budget Code: 629
Program No: 9018
PROFILE
This division exists to properly segregate the accounting for drug forfeiture money received by the Police
Department. The separate fund allows for moneys collected in one year to be carried over and spent in the
next year if needed.
PERSONNEL LEVELS
Not Staffed.
274
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION
REVENUES BUDGET
FUND POLICE DRUG FORFEITURE FUND 018
3479 Forfeited Drug Money 0 6,127 0 0
Miscellaneous Revenues TOTAL 0 6,127 0 0
3800 Interest Earnings 0 415 0 0
Investment Earnings TOTAL 0 415 0 0
POLICE DRUG FORFEITURE FUND TOTAL 0 6,542 0 0
275
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 629 POLICE DRUG FORFEITURE FUND
4255 Supplies Drug Forfeiture 0 2,235 0 0
Supplies TOTAL 0 2,235 0 0
POLICE DRUG FORFEITURE FUND TOTAL 0 2,235 0 0
POLICE DRUG FORFEITURE FUND TOTAL 0 2,235 0 0
276
Division: Capital Improvements Fund
P P
Budget Code: 630
PROFILE
The Capital Improvements Fund is monies available from General Fund surpluses, plus other sources as
designated by the City Council. It is used to finance government building and park improvements, and to
purchase land for public uses such as parks or other public facilities.
Park Improvements. A multi -year plan has been developed to systematically address large park capital
improvement needs. Improvements contemplated for 1999 include the replacement of the playground at
j Wangsted Park; the replacement of a warming house shelter at Lions Park with a picnic shelter; the
construction of a permanent concession stand/storage building at Central Park; the replacement of park/trail
lights at Northport, Lions, and Willow Lane Parks; ballfield and drainage improvements at Central; and
construction of new swingset containments at Lions, Kylawn, West Palmer, and Grandview Parks. A small
amount has been set aside for as yet undefined improvements at the south end of Bellvue Park, adjacent to
the Bellvue Lane redevelopment area. Certain other minor improvements are included in the amount
allocated to each of the parks.
Building Improvements. In 1999, construction will continue on the new police and west fire stations and
on EBHC building improvements. Improvements to the Civic Center will be designed. If the preliminary
design for those improvements indicates that the Civic Center parking lots will not need to be reconfigured,
then those parking lots will be resurfaced in 1999. Additional technology improvements such as expanded
phone and computer service, will be added between the new police building and city hall.
DEPARTMENTAL GOALS
Continue making park improvements in accordance with the multi -year plan.
Maintain and improve public facilities to provide for adequate function and accessibility to all.
PERSONNEL LEVELS
No personnel are budgeted in this fund.
CAPITAL OUTLAY
1 Item Anticipated Units Cost(s) Use /need
purchase date
Bellvue Park Improvements Summer, 1999 $20,000 Improvements to south end of
park as selected by new property
owners on Bellvue Lane
Central Park Improvements, Phase I Summer, 1999 $90,000 Regrade ballfields, add storm
sewer, construct concession
stand, rehab ponds boardwalk
1
277
d Units Costs Use /need
Item Anticipate U is
purchase date
Miscellaneous Swingsets and Spring, 1999 $11,400 Add swing sets concrete
Containments containments at Grandview,
Kylawn, and West Palmer
Lions Park Improvements Spring, 1999 $30,200 Replace shelter w /picnic shelter,
trail lighting, swings concrete
containment, drinking fountain.
Northport Park Improvements Spring, 1999 $22,800 Replace trail lights, bleachers,
drinking fountain
East Palmer Fence Spring, 1999 $6,500 Replace outfield fence
Wangsted Park Playground Summer, 1999 $26,400 Replace playground, drinking
Replacement fountain
Willow Lane Lighting Improvements Summer, 1999 $18,500 Replace hockey /skating rink
lights
Civic Center Parking Lots Summer, 1999 $200,000 Resurface lots
Continuation of Police Building Spring summer $2,958,720 Continuation j
Construction
Police Department Additional Summer, 1999 $125,000 Additional phone and computer
Technology equipment to interconnect with
City systems
Continuation of West Fire Station Spring summer $1,697,890 Continuation
construction
Continuation of East Fire Station Spring summer $712,290 Continuation
Remodeling
Continuation of EBHC Building Spring summer $1,500,000 Continuation
Construction
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278
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT _CODE DESCRIPTION
REVENUES REVENUES BUDGET BUDGET
FUND CAPITAL IMPROVEMENTS FUND 025
3240 State Grants 0 0 0 2,500,000
Intergovernmental Revenue TOTAL 0 0 0 2,500,000
3800 Interest Earnings 295,684 227,204 316,507 399,380
3801 Interest on Liquor Loan 9,598 6,936 4,993 2,779
3802 Interest on Golf Course Loan 58,075 57,500 0 0
Investment Earnings TOTAL 363,357 291,640 321,500 402,159
3812 Bond Sales 0 7,846,000 0 0
Bond Sales TOTAL 0 7,846,000 0 0
3951 Transfer of Liquor Earnings 0 0 75,000 75,000
Transfers from other Funds TOTAL 0 0 75,000 75,000
CAPITAL IMPROVEMENTS FUND TOTAL 363,357 8,137,640 396,500 2',977,159
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279
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 630 CAPITAL IMPROVEMENT FD
4100 Wages Regular Employees 14,433 3,258 0 0
4112 Overtime Regular Employee 390 37 0 0
4130 Wages Part -time Employees 15 0 0 0
Salaries and Wages TOTAL 14,838 3,295 0 0
4142 PERA Coordinated Plan 664 148 0 0
4146 FICA 1,090 237 0 0
4154 Workers Comp Insurance 172 4 0 0
Fringe Benefits TOTAL 1,927 389 0 0
4220 Operating Supplies 21 37 0 0
4233 Building Repair Supplies 198 0 0 0
4235 Landscaping Materials 0 323 0 0
4236 Signs Striping Material 0 2,536 0 0
Supplies TOTAL 219 2,897 0 0
4310 Professional Services 12,409 210,298 0 0
4312 Legal Services 0 2,426 0 0
Purchased Services TOTAL 12,409 212,724 0 0
4324 Delivery Service 12 0 0 0
4351 Legal Notice Publication 149 685 0 0
Communications TOTAL 161 685 0 0
4380 Repair Maint Contract �84 0 0 0
4381 Auto Equipment Repair 0 115 0 0
4382 Equipment Repair Maint 0 338 0 0
4392 Building Rentals 1,000 0 0 0
Repair Rental Maint TOTAL 1,084 453 -0 -0
4400 Other Contractual Service 0 623 0 0
4414 Licenses, Taxes, Fees 0 601 0 0
Other Contractual Sery TOTAL 0 1,224 0 0
4443 Multi -use Hourly Charges 0 103 0 0
280
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL ACTUAL ADOPTED__
Central Garage Rentals TOTAL 0 103 0 0
4481 Electric Service -18 0 0 0
4482 Gas Service 126 22 0 0
4485 Sanitary Sewer Service 0 11 0 0
Utilities TOTAL 109 33 0 0
4510 Capital Outlay Land 0 89,696 0 0
4520 Buildings 0 25,000 0 0
4530 Other Improvements 23,208 0 0 0
4551 Office Furniture Equip 78,759 0 0 0
4560 Construction Contracts 251,580 142,648 9,325,000 7,419,700
r Capital Outlays TOTAL 353,547 257,344 9,325,000 7,419,700
4727 Special Ass Const Trans 0 173,753 0 0
Transfer to other Fund TOTAL 0 173,753 0 0
CAPITAL IMPROVEMENT FD TOTAL 384,293 652,899 9,325,000 7,419,700
CAPITAL IMPROVEMENTS FUND TOTAL 384,293 652,899 9,325,000 7,419,700
r
281
Division: Capital Reserve Emergency Fund
P g Y
Budget Code: 630R
PROFILE
The Capital Reserve Emergency Fund was established to provide funds to meet emergency needs for capital
expenditures that may arise from time to time. While the City carries property and casualty insurance,
the City may need additional funds beyond insurance proceeds in the event of natural or other disaster
impacting its buildings and their contents, as well as other improvements to real property. Also,
unanticipated failure of buildings or improvements to buildings may require immediate expenditure of
funds for repair or replacement that are not covered by insurance. The funds placed in the Capital
Reserve Emergency Fund are not to be considered a source for planned or recurring capital needs, but
only to deal with emergency needs as described due to damage, loss, or failure of existing buildings and
other improvements to real property.
.1,4E OF FUND
Funds may be expended from the Capital Reserve Emergency Fund for the repair or replacement of
buildings or other improvements to real property and their contents where the repair or replacement is
necessitated by damage to such buildings or other improvements to real property and their contents due
to:
1) natural disaster such as a tornado, storm, flood, earthquake, or fire
2) fire, vandalism, terrorism, explosion, building or component collapse
AUTHORITY TO SPEND
meeting the criteria for the use of funds may be funded through the Ca
Expenditures g Y ital Reserve g P
Emergency Fund upon Resolution of the City Council finding that the criteria for expenditure have been
met and that the use of funds would not otherwise be covered by insurance proceeds, except that the City
Council may authorize the use of Capital Reserve Emergency Funds in anticipation of the receipt of
insurance proceeds providing that such funds used in anticipation of insurance proceeds are repaid to the
Capital Reserve Emergency Fund from such insurance proceeds. t
FUND BASE
The Capital Reserve Emergency Fund was established at $1,000,000 on Jan 1, 1997. Such fund
P g Y �'Y
balance shall increase each year by the interest earned on the fund balance. In the event that the fund
would drop below $1,000,000, the City Manager shall prepare a plan for restoring the balance to
$1,000,000. The fund balance target should reflect an analysis of the City's uninsured exposure to the
losses identified in this policy. Such plan, as well as whether the balance should be made higher of lower,
shall be reviewed by the Financial Commission and City Council. The plan adopted by the City Council
shall be included in the budgetary process, if the fund's balance is not restored by transfer of existing
funds from another fund, such as the Capital Improvement Fund.
282
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND CAPITAL RESERVE EMERGENCY FUND 024
3800 Interest Earnings 0 61,755 60,000 60,000
Investment Earnings TOTAL 0 61,755 60,000 60,000
CAPITAL RESERVE EMERGENCY FUND TOTAL 0 61,755 60,000 60,000
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283
Division: MSA Fund
Budget Code: 631
PROFILE
The Municipal State Aid Fund is comprised of three accounts: Regular State Aid Local State Aid
P P 1� and State
Aid Bonds. The State Aid Bonds account is used to finance State Aid street improvements which are funded
all or in part by proceeds of a State Aid bond issue. There is currently no balance.
The Regular State Aid account is monies allocated to the City from the State from gas tax proceeds. These
funds are held in trust for the City and released upon letting of an approved improvement project on a State
Aid street. The Local State Aid account is City controlled monies which are available for the construction
of sidewalks and trails, and for certain street improvements.
Sidewalks and Trails
Park Trail Improvements. This p roject would have three components. First, a new trail would be
mP P J P
constructed in Bellvue Park, from Bellvue Lane to the trail in the central part of the park. This would link
the redevelopment area to the ballfield, playground, and picnic shelter in the central and northern parts of
the park. Second, the trail in Central Park would be relocated as necessary to accommodate the building and
drainage improvements proposed in Division 630. Finally, the bituminous paving in Lions Park in the area
of the Little League building would be rehabbed.
53rd Avenue Trail, This item would construct the trail and greenway portion of the 53rd Avenue
Development and Linkage Project. The existing sidewalk along 53rd would be removed, and a new
bituminous trail constructed, along with additional landscaping and signing.
Sidewalk Repairs. Sidewalk repairs and replacements are periodically combined into a single improvement j
project. This project would repair all sidewalks as necessary south of I -694. North of I -694 was completed
in 1998.
Repair Retaining Walls. The City owns numerous sidewalk retaining walls, many on 57th Avenue, 63rd
Avenue, and Dupont Avenue. These are deteriorating and require repair or replacement. This routine
project continues the cycle begun in 1998.
Paint 69th Avenue Fence. This fence is beginning to show wear, and the paint is beginning to flake.
Painting the fence will increase its useful life.
Streets
Signal Painting and Restoration. By cooperative agreements with Hennepin County and Mn/DOT, the City
is responsible for certain types of maintenance on signal systems on County and State roads, as well as on
City -owned signal systems. A number of the signal poles are rusted or peeling, and require repainting. This
project would paint the signal poles in 13 locations.
Earle Brown Drive Mill and Overlay. This pavement has reached the end of its useful life, and now
requires significant maintenance. This project would extend from John Martin Drive to the new Heritage
Center parking lot. The segment between John Martin Drive and Summit Drive is State Aid, the segment
north of Summit is not.
284
Dupont Avenue, 55th to 57th. As a part of the proposed Southeast Neighborhood Street and Utility
P P P
Improvements (see Division 632), this segment of Dupont would be reconstructed, with installation of curb
and gutter and utility improvements as necessary.
Brooklyn Boulevard ROWAcquisition. The City is required to pay 50 percent of the cost of right of way
acquisition required for the Hennepin County improvements to Brooklyn Boulevard.
1 DEPARTMENTAL GOALS
Continue to construct bicycle /pedestrian trails and linkages in accordance with the Comprehensive Plan,
either concurrent with street projects, or as stand -alone projects.
Maintain and rehabilitate sidewalks as necessary to keep them safe and functional.
Systematically maintain and rehabilitate as necessary the system of State Aid Streets in accordance with
state requirements.
PERSONNEL LEVELS
No personnel are budgeted in this fund.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Park Trail Improvements Spring, 1999 $60,000 New trail link in Bellvue, rehab
Lions Park Little League area,
relocate trail in Central
53rd Avenue Trail Spring, 1999 $100,000 Construct new trail
50.000 -DNR Grant
$50,000 -Net cost to LSA
Sidewalk Repair Fall, 1999 $50,000 Repair sidewalks south of I -694
Repair Retaining Walls Summer, 1999 $25,000 Repair retaining walls on 57th,
63rd Avenues, Dupont Avenue
Signal Painting and Restoration Summer, 1999 $25,000 Paint signal poles as necessary
Paint 69th Parkway Fence Summer, 1999 $25,000 To preserve wood and improve
appearance
Earle Brown Drive Mill and Overlay Summer, 1999 $260,000 Repair deteriorated pavement
$38,000 Utilities
$189,000 Special assessments
4139.200 -Regular MSA
$(106,200) -Net increase to LSA
Dupont Avenue, 55th to 57th Spring ,1999 $181,450 Reconstruct deteriorated
street, sidewalk improvements
_$131.450 Regular MSA
$50,000 -Net cost to LSA
Brooklyn Boulevard ROW Fall, 1999 $600,000 City's share of cost of ROW
Acquisition
Previous years' projects Fall, 1999 $437,166 Final costs of previous years'
projects
285
CITY OF BROOKLYN CENTER N
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND MUNICIPAL STATE AID CONST 026
3240. State Grants 0 0 0 50,000
3251 Municipal St Aid for Streets 1,970,028 470,605 500,000 707,816 t
Intergovernmental Revenue TOTAL 1,970,028 470,605 500,000 757,816
3800 Interest Earnings 150,867 158,127 145,000 116,920
Investment Earnings TOTAL 150,867 158,127 145,000 116,920
MUNICIPAL STATE AID CONST TOTAL 2,120,895 628,732 645,000 874,736
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286
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
DIV 631 MSA FUND
4100 Wages Regular Employees 25,557 20,709 0 0
4112 Overtime Regular Employee 1,718 2,180 0 0
4130 Wages Part -time Employees 2,206 1,064 0 0
4131 Overtime of Part -time Emp 50 60 0 0
Salaries and Wages TOTAL 29,531 24,013 0 0
4141 PERA Basic Plan 0 154 0 0
4142 PERA Coordinated Plan 1,238 983 0 0
t 4146 FICA 2,192 1,606 0 0
4154 Workers Comp Insurance 588 68 0 0
Fringe Benefits TOTAL 4,018 2,810 0 0
4210 Office Supplies 0 304 0 0
4220 Operating Supplies 293 0 0 0
4235 Landscaping Materials 61 0 0 0
4236 Signs Striping Material 181 0 0 0
4243 Utility System Supplies 1,860 0 0 0
1 Supplies TOTAL 2,395 304 0 0
4310 Professional Services 192,139 168,808 0 0
4312 Legal Services 385 0 0 0
Purchased Services TOTAL 192,524 168,808 0 0
4324 Delivery Service 57 9 0 0
4351 Legal Notice Publication 420 643 0 0
Communications TOTAL 477 652 0 -0
4382 Equipment Repair Maint 470 0 0 0
Repair Rental Maint TOTAL -470 0 0 -0
4400 Other Contractual Service 401,865 2,146 0 0
4407 Legal Fee Capital Project 18,067 0 0 0
4409 Admin Fees Cap Proj 36,134 17,793 0 0
4411 Conferences and Schools 11 8 0 0
4414 Licenses, Taxes, Fees 260 50 0 0
287
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4427 Tree Removal Contract 100 0 0 0
Other Contractual Sery TOTAL 456,438 19,997 0 -0
4443 Multi -use Hourly Charges 2,750 1,004 0 0
Central Garage Rentals TOTAL 2,750 1,004 0 0
4512 Right of Way Costs 16,570 0 0 600,000
4560 Construction Contracts 1,883,172 716,693 724,350 936,616
Capital Outlays TOTAL 1,899,742 716,693 724,350 1,536,616
MSA FUND TOTAL 2,588,345 934,282 724,350 1,536,616
MUNICIPAL STATE AID CONST TOTAL 2,588,345 934,282 724,350 1,536,616
288
Division: Special Assessment Construction Fund
Budget Code: 632
PROFILE
The Special Assessment Construction cunt for the financing of public improvements funded all
pe al ssess ent Co struc n Fund accounts s g rovements p p
or in part by special assessments.
Commercial Streets
Earle Brown Drive, Summit Avenue to the Heritage Center Parking Lot. This street segment, which is
proposed to be milled and overlaid at the same time as the segment between John Martin Drive and Summit
Drive, is discussed in Division 631, MSA Fund.
Neighborhood Streets
Southeast Neighborhood Street, Storm Drainage, and Utility Improvements. This project would
reconstruct Camden, Aldrich, Bryant, Colfax, and Dupont Avenues from 55th to 57th Avenues, and
Emerson, Fremont, Girard, and Irving from 53rd to 57th Avenues. to a neighborhood standard of 30 feet
wide with concrete curb and gutter. This project is part of the continuing improvement of infrastructure in
the southeast neighborhood. The major focus of the project would be on completing storm drainage
improvements, and repairing or replacing as necessary water and sanitary sewer improvements. Root
sawing records, which will be confirmed by sanitary sewer televising, reveals a number of sections of
sanitary sewer which have been infiltrated by roots, and which require replacement.
DEPARTMENTAL GOALS
Reconstruct or rehabilitate streets and utilities to improve pavement conditions, improve drainage, reduce
water quality concerns, and eliminate infiltration into the sanitary sewer.
Enhance the appearance of neighborhoods, and provide an opportunity to address other neighborhood
concerns.
PERSONNEL LEVELS
No personnel are budgeted in this fund.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Southeast Neighborhood Street and Spring, 1999 $2,989,200 Reconstruct streets, install new
Utility Improvements concrete curb and gutter and
driveway aprons, reforest,
replace street lights
943,915 Utilities
181.450 Regular and local state aid
$1,863,835 Net SACF and special
assessments
Earle Brown Drive Mill and Overlay Spring, 1999 $189,000 Assessed portion of Earle Brown
Drive improvements (see Div
631) 289
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND SPECIAL ASSESSMENT CONSTR 027
3081 Special Assessments 515,240 677,409 408,150 310,340
3083 Penalties on Spec Assessments 2,708 545 0 0
3084 Interest on Special Assessment 89,939 87,578 0 0
Miscellaneous Taxes TOTAL 607_887 765,532 408_150 310_340
3337 Diseased Tree Removal Charges 0 4,927 0 0
Charges for Services TOTAL 0 4,927 0 0
3800 Interest Earnings 31,517 60,273 0 0
Investment Earnings TOTAL 31,517 60,273 0 0
3812 Bond Sales 1,422,720 1,065,182 950,000 933,000
Bond Sales TOTAL 1,422,720 1,065,182 950,000 933,000
3901 Transfers from General Fund 0 394,197 394,197 394,197
3925 Transfers from Cap Improv Fund 0 173,753 0 0
3960 Equity Transfer 63,683 0. 0 0
Transfers from other Funds TOTAL 63,683 567,950 394,197 394,197
SPECIAL ASSESSMENT CONSTR TOTAL 2,125,806 2,463,864 1,752,347 1.,637,537
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290
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 632 SPECIAL ASSMNTS CONST
4100 Wages Regular Employees 123,632 116,436 0 0
4112 Overtime Regular Employee 16,365 15,457 0 0
4130 Wages Part -time Employees 18,812 23,265 0 0
4131 Overtime of Part -time Emp 1,112 1,793 0 0
Salaries and Wages TOTAL 159,921 156,950 0 0
4141 PERA Basic Plan 2,295 3,084 D 0
4142 PERA Coordinated Plan 5,519 5,065 0 0
4146 FICA 10,265 9,091 0 0
4154 Workers Comp Insurance 2,056 292 0 0
Fringe Benefits TOTAL 20,134 17_532 0 -0
4210 Office Supplies 273 245 0 0
4220 Operating Supplies 3,556 5,368 0 0
4230 Repair Maint Supplies 2,130 0 0 0
4236 Signs Striping Material 362 0 0 0
4243 Utility System Supplies 1,860 0 0 0
Supplies TOTAL 8_181 5_613 0 -0
4310 Professional Services 314,742 44,662 0 0
Purchased Services TOTAL 314,742 44,662 0 0
4322 Telephone Services 231 355 0 0
4351 Legal Notice Publication 716 500 0 0
Communications TOTAL 947 855 0 0
4380 Repair Maint Contract 0 65 0 0
4382 Equipment Repair Maint 0 60 0 0
4386 Communication Systems 107 0 0 0
4392 Building Rentals 46 0 0 0
Repair Rental Maint TOTAL 153 125 0 -0
4400 Other Contractual Service 96,409 11,340 0 0
4407 Legal Fee Capital Project 45,523 0 0 0
4408 Engineer Fee Capital Proj 50,796 0 0 0
291
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4409 Admin Fees Ca p Pro' 40,250 50,672 0 0
4411 Conferences and Schools 40 0 0 0
4412 Meeting Expenses 14 0 0 0
4414 Licenses, Taxes, Fees 455 221 0 0
4427 Tree Removal Contract 0 14,586 0 0
Other Contractual Sexy TOTAL 233,487 76,819 0 0
4443 Multi -use Hourly Charges 4,218 526 0 0
Central Garage Rentals TOTAL 4,218 526 0 0
4510 Capital Outlay Land 0 800 0 0
4552 Other Equipment 16,204 0 0 0
4560 Construction Contracts 1,474,624 989,984 2,008,150 2,052,835
Capital Outlays TOTAL 1,490,828 990,784 2,008,150 2,052,835
4611 Interest 140,642 50,090 0 0
Debt Service TOTAL 140,642 50,090 0 0
SPECIAL ASSMNTS CONST TOTAL 2,373,253 1,343,956 2,008,150 2,052,835
SPECIAL ASSESSMENT CONSTR TOTAL _2_373,253 1,343_956 2,008,150 2,052,835
292
Division: G. O. State Aid Road Bonds Series 1991B
Budget Code: 633
Program No: 9032
PROFILE
These bonds were issued in 1991 to finance the construction of the 69th Avenue Project from Shingle Creek
Parkway to Brooklyn Boulevard. The original amount of the issue was $3,000,000, and bonds will mature
annually through the year 2006. Interest rates vary from 4.7% to 6.65 depending on the maturity date of
the bond. The source of revenue for the payment of principal and interest is an allocation of future
Municipal State Aid for streets.
293
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND M.S.A. BONDS 032
3251 Municipal St Aid for Streets 308,273 308,988 308,878 308,310
Intergovernmental Revenue TOTAL 308,273 308,988 308,878 308,310
M.S.A. BONDS TOTAL 308,273 308,988 308,878 308,310
1
294
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 633 MSA BONDS DEBT SERVICE
1 4610 Debt Service Principal 160,000 170,000 180,000 190,000
4611 Interest 147,873 138,588 128 117,560
4612 Paying Agent. Fees 400 400 400 750
Debt Service TOTAL 308,273 308,988 308,878 308_310
MSA BONDS DEBT SERVICE TOTAL 308,273 308,988 308,878 308,310
M.S.A. BONDS TOTAL 308,273 308,988 308 308,310
295
Division: O. Tax Increment Bonds Series 1991A
G
Budget Code: 639
Program No: 9039
PROFILE
These bonds were sold in 1991 to finance the construction of the Earle Brown Heritage Center. The original
amount of the issue was $6,050,000, and bonds will mature annually through the year 2004. Interest rates
vary from 4.7% to 6.00 depending on the maturity date of the bond. The source of revenue for the
payment of principal and interest is tax increments on the captured value of taxable property within the tax
increment district. Tax increments are initially collected in the Earle Brown Tax Increment District Fund
and then transferred to this fund and the G.O. Tax Increment Refunding Bonds, Series 1992A, as they are
needed.
Changes in class rates will decrease the tax increment received in the district, even though the values have
increased in the district. Pooling from Tax Increment District #3 may be necessary to meet debt service
needs.
296
1 CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT _CODE DESCRIPTION
REVENUES _REVENUES BUDGET
FUND GO TAX INCREMENT BONDS 91 039
3800 Interest Earnings 8,718 7,885 5,000 5,000
Investment Earnings TOTAL 8,718 7,885 5,000 5,000
3914 Transfers from E.B.F. TIF Dist 620,000 600,000 590,000 580,000
Transfers from other Funds TOTAL 620,000 600,000 590,000 580,000
GO TAX INCREMENT BONDS 91 TOTAL 628,718 607,885 595,0.00 585,000
297
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 639 TAX INCREMENT BONDS 91
4610 Debt Service Principal 375,000 375,000 375,000 400,000
4611 Interest 266,825 246,388 225,575 203,675
4612 Paying Agent Fees 600 400 400 750
Debt Service TOTAL 642,425 621,788 600,975 604,425
TAX INCREMENT BONDS 91 TOTAL 642,425 621,788 600,975 604,425
GO TAX INCREMENT BONDS 91 TOTAL 642,425 621,788 600,975 604,425
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298
Division: G. O. Tax Increment Bonds, Series 1992A
Budget Code: 640
Program No: 9040
PROFILE
These bonds were sold in 1992 to refinance bonds sold in 1985 to finance the construction of the Earle
Brown Heritage Center. The original amount of the issue was $4,270,000, and bonds will mature annually
through the year 2003. Interest rates vary from 4.5% to 5.6 depending on the maturity date of the bond.
The source of revenue for the payment of principal and interest is tax increments on the captured value of
taxable property within the tax increment district. Tax increments are initially collected in the Earle Brown
Tax Increment District Fund and then transferred to this fund and the G. O. Tax Increment Bonds, Series
1991A, as they are needed.
Changes in class rates will decrease the tax increment received in the district, even though the values have
increased in the district. Pooling from Tax Increment District #3 may be necessary to meet debt service
needs.
299
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GO TAX INCREMENT BONDS 92 040
3800 Interest Earnings 108,892 7,676 5,000 5,000
Investment Earnings TOTAL 108,892 7,676 5,000 5,000
3914 Transfers from E.B.F. TIF Dist 560,000 640,000 690,000 750,000
3930 Transfer from Debt Sery Fund 187,973 0 0 0
Transfers from other Funds TOTAL 747,973 640,000 690,000 750,000
GO TAX INCREMENT BONDS 92 TOTAL 856,865 647,676 695,000 755,000
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300
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 640 TAX INCREMENT BONDS 92
4610 Debt Service Principal 0 405,000 465,000 540,000
4611 Interest 219,623 210,510 190,470 166,313
4612 Paying Agent Fees 0 0 500 500
Debt Service TOTAL 219_623 615,510 655,970 706,813
4730 Debt Sery Fund Transfer 4,180,000 0 0 0
Transfer to other Fund TOTAL 4,180,000 0 0 0
TAX INCREMENT BONDS 92 TOTAL 4,399,623 615,510 655,970 706,813
GO TAX INCREMENT BONDS 92 TOTAL 4,399,623 615,510 655,970 706,813
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301
Division. G. O. Improvement Bonds, Series 1994B
Budget Code: 641
Program No: 9041
PROFILE
These bonds were sold in 1994 to finance the first year of the City's neighborhood street improvement
program. The original amount of the issue was $835,000, and the bonds will mature annually through the
year 2005. Interest rates vary from 4.10% to 5.50 depending on the maturity of the bond. The sources
of revenue for the payment of principal and interest are property taxes on all taxable property within the city
and special assessments on property directly benefitting from the improvement. Pursuant to State law, levies
are set at 105% of the debt service requirements.
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302
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION
REVENUES BUDGET BUDGET
FUND GO STREET IMPR BONDS 1994 041
3011 Net Current Ad Valorem Taxes 67,552 0 0 0
3012 Delinquent Ad Valorem Taxes -316 0 0 0
3013 Penalties Interest on Taxes 294 0 0 0
Property Taxes TOTAL 67,529 0 0 0
3081 Special Assessments 21,766 16,405 30,380 30,000
3083 Penalties on Spec Assessments 0 65 0 0
3084 Interest on Special Assessment 11,230 9,348 0 0
Miscellaneous Taxes TOTAL 32_996 25_818 30,380 30_000
3800 Interest Earnings 9,961 8,201 9 7,000
Investment Earnings TOTAL 9,961 8,201 9,000 7,000
3901 Transfers from General Fund 0 62,069 60,880 64,530
Transfers from other Funds TOTAL 0 62,069 60,880 64,530
GO STREET IMPR BONDS 1994 TOTAL 110,486 96,088 100,260 101,530
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303
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999.
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 641 STREET BONDS OF 1994
4610 Debt Service Principal 65,000 80,000 80,000 80,000
4611 Interest 40,058 36,965 33,365 29,605
4612 Paying Agent Fees 300 300 400 750
4613 Sp Assess Process Chrg 0 43 100 50
Debt Service TOTAL 105,358 117,308 113,865 110,405
STREET BONDS OF 1994 TOTAL 105,358 117,308 113,865 110,405
GO STREET IMPR BONDS 1994 TOTAL 105,358 117 113,865 110,405
304
Division: G. O. Improvement Bonds Series 1995B
Budget Code: 642
Program No: 9042
PROFILE
These bonds were sold in 1995 to finance that year of the City's neighborhood street improvement program.
The original amount of the issue was $780,000, and the bonds will mature annually through the year 2006.
Interest rates vary from 4.00% to 4.90 depending on the maturity of the bond. The sources of revenue
for the payment of principal and interest are property taxes on all taxable property within the city and special
assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at
t 105% of the debt service requirements.
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305
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GO STREET IMPR BONDS 1995 042
3011 Net Current Ad Valorem Taxes 68,488 0 0 0
3013 Penalties Interest on Taxes 408 0 0 0
Property Taxes TOTAL 68,896 0 0 0
3081 Special Assessments 18,806 17,427 25,000 25,000
3083 Penalties on Spec Assessments 0 75 0 0
3084 Interest on Special Assessment 16,893 11,205 0 0
Miscellaneous Taxes TOTAL 35,699 28,708 25,000 25,000
3800 Interest Earnings 4,669 4,142 5 3,500
Investment Earnings TOTAL 4,669 4,142 5,000 3,500
3901 Transfers from General Fund 0 63,462 67,260 65,779
Transfers from other Funds TOTAL 0 63,462 67,260 65,779
GO STREET IMPR BONDS 1995 TOTAL 109,264 96,311 97,260 94,279
306
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1 CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
1 Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 642 STREET BONDS OF 1995
4610 Debt Service Principal 0 65,000 70,000 75,000
1 4611 Interest 26,183 33,610 30,875 27,865
4612 Paying Agent Fees 125 125 400 750
4613 Sp Assess Process Chrg 0 171 200 170
4614 Continuing Disclosure Fee 0 0 200 200
Debt Service TOTAL 26,308 98,906 101,675 103,985
STREET BONDS OF 1995 TOTAL 26,308 98,906 101,675 103,985
GO STREET IMPR BONDS 1995 TOTAL 26,308 98,906 101,675 103_985
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1
1
1
1
1
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307
i
Division: G. O. Tag Increment Bonds, Series 1995A
Budget Code: 643
Program No: 9043
PROFILE
These were sold in 1 95 to finance the first redevelopment in Tax Increment District #3. phase of redevelo
T se bonds 9 p p
The original amount of the issue was $4,560,000, and bonds will mature annually through the year 2011.
Interest rates vary from 6.00% to 6.75 depending on the maturity date of the bond. The source of revenue
for the payment of principal and interest is tax increments on the captured value of taxable property within
the tax increment district. Due to the fact that Tax Increment District #3 was created in December 1994, it
is not yet generating sufficient revenues to pay the debt service in 1996, 1997, or 1998. In recognition of
this fact, $460,000 of the bond proceeds were set aside as capitalized interest in the debt service fund to meet
these obligations. It is anticipated that tax increments from the district will fully cover debt service costs
due beginning in 1999.
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308
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CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GO TAX INCREMENT BONDS 95 043
3800 Interest Earnings 24,790 10,959 10,000 7,000
i Investment Earnings TOTAL 24_790 10,959 10_000 7_000
3915 Transfers from TIF Distr #3 0 260,000 570,000 550,000
Transfers from other Funds TOTAL 0 260,000 570,000 550,000
GO TAX INCREMENT BONDS 95 TOTAL 24,790 270,959 580,000 557,000
309
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 643 TAX INCREMENT BONDS 95
4610 Debt Service Principal 0 0 0 225,000
4611 Interest 224,246 298,995 298,995 292,545
4612 Paying Agent Fees 125 125 500 750
4614 Continuing Disclosure Fee 0 0 200 200
Debt Service TOTAL 224,371 299,120 299,695 518,495
TAX INCREMENT BONDS 95 TOTAL 224,371 299,120 299,695 518,495
Go TAX INCREMENT BONDS 95 TOTAL 224,371 299,120 299,695 518,495
310
Division: G. O. Improvement Street Bonds, Series 1996A
Budget Code: 644
Program No: 9044
PROFILE
These bonds were sold in 1996 to finance that year of the City's neighborhood street improvement program.
The original amount of the issue was $1,440,000, and the bonds will mature annually through the year 2007.
Interest rates vary from 4.15% to 5.10 depending on the maturity of the bond. The sources of revenue
for the payment of principal and interest are property taxes on all taxable property within the city and special
assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at
105% of the debt service requirements.
311
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GO STREET IMPR BONDS 1996 044
3081 Special Assessments 0 98,578 87,955 78,210
3083 Penalties on Spec Assessments 0 295 0 0
3084 Interest on Special Assessment 0 49,878 0 0
Miscellaneous Taxes TOTAL 0 148,751 87,955 78_210
3800 Interest Earnings 0 1,339 51000 5
Investment Earnings TOTAL 0 1,339 5,000 5
3812 Bond Sales 7,766 0 0 0
Bond Sales TOTAL 7,766 0 0 0
3901 Transfers from General Fund 0 104,909 110,235 113,140
Transfers from other Funds TOTAL 0 104,909 110,235 113,140
GO STREET IMPR BONDS 1996 TOTAL 7,766 254,999 203,190 196,350
312
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
2999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
DIV 644 STREET BONDS OF 1996
4610 Debt Service Principal 0 0 115,000 135,000
4611 Interest 0 50,972 65,577 60,254
4612 Paying Agent Fees 263 125 400 750
4613 Sp Assess Process Chrg 0 371 400 450
4614 Continuing Disclosure Fee 0 0 200 200
Debt Service TOTAL 263 51,467 181,577 196,654
STREET BONDS OF 1996 TOTAL 263 51,467 181,577 196,654
GO STREET IMPR BONDS 1996 TOTAL 263 51,467 181,577 196,654
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313
1
Division: G. O. Improvement Street Bonds, Series 1997A
Budget Code: 645
Program No: 9045
PROFILE
1997 to finance that year of the City's neighborhood street improvement program.
These bonds were sold m y ty gh p p gr am.
The original amount of the issue was $1,075,000, and the bonds will mature annually through the year 2008.
Interest rates vary from 4.00% to 4.65 depending on the maturity of the bond. The sources of revenue
for the payment of principal and interest are special assessments on property directly benefitting from the
improvement. Pursuant to State law, levies are equal to 105% of the debt service requirements.
314
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND GO STREET IMPR BONDS 1997 045
3081 Special Assessments 0 49,402 177,900 169,000
3084 Interest on Special Assessment 0 490 0 0
Miscellaneous Taxes TOTAL 0 49,893 177,900 169,000
3800 Interest Earnings 0 3,962 1 2,500
Investment Earnings TOTAL 0 3,962 1_000 2_500
3812 Bond Sales 0 9,818 0 0
Bond Sales TOTAL 0 9,818 0 0
GO STREET IMPR BONDS 1997 TOTAL 0 63,672 178,900 171,500
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315
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 645 STREET BONDS OF 1997
4610 Debt Service Principal 0 0 0 115,000
4611 Interest 0 0 31,102 44,353
4612 Paying Agent Fees 0 0 400 750
4613 Sp Assess Process Chrg 0 0 200 942
4614 Continuing Disclosure Fee 0 0 200 200
Debt Service TOTAL 0 0 31,902 161,245
STREET BONDS OF 1997 TOTAL 0 0 31,902 161,245
GO STREET IMPR BONDS 1997 TOTAL 0 0 31,902 161,245
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316
1 Division: G. O. Police Fire Buildin g Bonds Series 1997B
1 Budget Code: 646
Program No: 9046
PROFILE
These bonds were sold in 1997 to finance the construction of a new P olice station the demolition and
1 reconstruction of the Brooklyn Boulevard fire station, and the remodeling of the Dupont fire station. The
original amount of the issue was $7,900,000, and the bonds will mature annually through the year 2013.
Interest rates vary from 4.125% to 4.90 depending on the maturity of the bond. The source of revenue
1 for the payment of principal and interest are property taxes on all taxable property within the city. Pursuant
to State law, levies are set at 105% of the debt service requirements. The first taxes will be levied in 1997,
for collection in 1998. This includes the necessary coverage for August 1998 interest payment and the
1 February 1998 principal and interest payment.
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317
1
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND BUILDING IMPROVEMENT BONDS 046
3800 Interest Earnings 0 28,057 3,000 5,000
Investment Earnings TOTAL 0 28,057 3,000 5,000
3812 Bond Sales 0 54,000 0 0
Bond Sales TOTAL 0 54,000 0 0
3901 Transfers from General Fund 0 0 745,853 747,325
Transfers from other Funds TOTAL 0 0 745,853 747,325
BUILDING IMPROVEMENT BONDS TOTAL 0 82,056 748,853 752,325
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318
CITY OF BROOKLYN CENTER
I ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 646 97 BUILDING IMPROVEMENT BONDS
4610 Debt Service Principal 0 0 0 325,000
4611 Interest 0 0 240,488 354,028
4612 Paying Agent Fees 0 0 400 750
4614 Continuing Disclosure Fee 0 0 200 200
Debt Service TOTAL 0 0 241,088 679,978
97 BUILDING IMPROVEMENT BONDS TOTAL 0 0 241,088 679,978
BUILDING IMPROVEMENT BONDS TOTAL 0 0 241,088 679,978
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319
Division: G. O. Improvement Refunding Bonds Series 1987A
P g
Budget Code: 648
Program No: 9048
PROFILE
These bonds were sold in 1987 to refinance bonds sold in 1982 to finance the construction of street
improvements. The original amount of the issue was $1,200,000, and the bonds will mature annually
through the year 1997. Interest rates vary from 3.90% to 5.50 depending on the maturity of the bond. The
sources of revenue for the payment of principal and interest are special assessments on property directly
benefitting from the improvement and interest earnings on special assessments which were prepaid in earlier
years.
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320
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION
REVENUES BUDGET
FUND REFUNDING BONDS OF 1987 048
3081 Special Assessments 137,459 0 0 0
3083 Penalties on Spec Assessments 1,787 0 0 0
3084 Interest on Special Assessment 22,583 0 0 0
t Miscellaneous Taxes TOTAL 161_829 0 0 0
3800 Interest Earnings 12,899 0 0 0
Investment Earnings TOTAL 12,899 0 0 0
REFUNDING BONDS OF 1987 TOTAL 174,727 0 0 0
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321
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 648 REFUNDING BONDS OF 87
4414 Licenses, Taxes, Fees 0 3 0 0
Other Contractual Sery TOTAL 0 3 0 0
4610 Debt Service Principal 50,000 40,000 0 0
4611 Interest 3,550 1 0 0
Debt Service TOTAL 53,550 41,100 0 0
REFUNDING BONDS OF 87 TOTAL, 53,550 41,103 0 0
REFUNDING BONDS OF 1987 TOTAL 53,550 41,103 0 -0
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322
Division: G. O. State Aid Road Refunding Bonds, Series 1998B
Budget Code: 649
Program No: 9049
PROFILE
These bonds were sold in 1998 to refinance bonds sold in 1991 to finance the construction of the 69th
Avenue Project from Shingle Creek Parkway to Brooklyn Boulevard. The original amount of the issue was
$1,585,000, and bonds will mature annually through the year 2006. Interest rates vary from 3.55% to 4.00
depending on the maturity date of the bond. The source of revenue for the payment of principal and interest
is an allocation of future Municipal State Aid for streets.
323
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND 1998 STATE AID REFUNDING BONDS 049
3800 Interest Earnings 0 0 0 50,004
Investment Earnings TOTAL 0 0 0 50,004
1998 STATE AID REFUNDING BONDS TOTAL 0 0 0 50,004
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324
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
DIV 649 REFUNDING BONDS OF 98
4611 Interest 0 0 0 50,004
Debt Service TOTAL 0 0 0 50,004
REFUNDING BONDS OF 98 TOTAL 0 0 0 50,004
1998 STATE AID REFUNDING BONDS TOTAL 0 0 0 50,004
325
Division: G. O. Improvement Street Bonds Series 1998A
Budget Code: 650
Program No: 9050
PROFILE
These bonds were sold in 1998 to fmance that year of the City's neighborhood street improvement program.
The original amount of the issue was $1,085,000, and the bonds will mature annually through the year 2009.
Interest rates vary from 3.40% to 4.20 depending on the maturity of the bond. The sources of revenue
for the payment of principal and interest are special assessments on property directly benefitting from the
improvement. Pursuant to State law, levies are equal to 105% of the debt service requirements.
326
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION
_REVENUES _REVENUES BUDGET
FUND GO STREET IMPR BONDS 1998 050
3081 Special Assessments 0 0 0 188,740
Miscellaneous Taxes TOTAL 0 0 0 188,740
GO STREET IMPR BONDS 1998 TOTAL 0 0 0 188,740
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327
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 650 STREET BONDS OF 1998
4611 Interest 0 0 0 27,714
4612 Paying Agent Fees 0 0 0 750
4613 Sp Assess Process Chrg 0 0 0 900
4614 Continuing Disclosure Fee 0 0 0 200
Debt Service TOTAL 0 0 0 29,564
STREET BONDS OF 1998 TOTAL 0 0 0 29,564
GO STREET IMPR BONDS 1998 TOTAL 0 0 0 29,564
328
Division: Liquor Stores Overview
Budget Code: 651, 652, 653
PROFILE
Total budgeted sales and total cost of sales are expected to increase less than 2% in 1999 compared
to the 1998 Adopted Budget. Part of the decrease in sales at the Boulevard Liquor Store will be
made up by increased sales at the other two stores. Operating costs increased primarily due to the
building rent and depreciation of leasehold improvements at the new Boulevard Liquor Store.
The liquor stores are expected to continue to produce operating profits in excess of $100,000.
Transfers of $100,000 per year have been made to the General Fund from 1993 through 1997 with
the remaining profits retained in the Liquor Fund. It may be necessary to retain more in the Liquor
Fund to cover the capital costs for stores. The City Council decided during 1997 that a transfer of
$75,000 per year is the minimum that would be acceptable and that the transfer should be directed
to the Capital Improvements Fund instead of the General Fund.
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329
LIQUOR STORES
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Liquor Sales $905,643 $966,552 $995,000 $1,007,000
Wine Sales 295,758 317,450 314,300 329,000
Beer Sales 1,462,802 1,536,179 1,573,000 1,604,000
Other Sales 195,920 195,446 211,100 203,350
Investment Earnings 1,668 6,910 3,000 9,000
Total Revenues $2,861,791 $3,022,537 $3,096,400 $3,152,350
Less: Cost of Sales $2,160,032 $2,295,705 $2,345,962 $2,386,838
Gross Profit $701,759 $726,832 $750,438 $765,512
EXPENDITURES:
Personnel $333,979 $346,725 $380,685 $397,252
Supplies 15,861 11,904 11,700 11,700 t
Other Contractual Services 40,690 42,742 49,131 50,935
Building Rent 35,936 38,133 58,000 74,000
Insurance 13,520 14,348 17,500 11,312
Utilities 24,507 26,558 26,980 28,490
Interest Expense 9,598 6,936 4,993 2,779
Administrative Service Transfer 35,082 30,084 25,435 26,251
Depreciation 22,745 24,768 22,339 42,100
Total Expenditures $531,918 $542,198 $596,763 $644,819
Operating Income $169,841 $184,634 $153,675 $120,693
Capital Outlay 9,017 5,000
General Fund Transfer 100,000 100,000
Capital Improvements Fund Transfer 75,000 75,000
Available Resources $69,841 $75,617 $78,675 $40,693
330
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND LIQUOR STORES FUND 051
3461 Other Revenue 9,313 7,714 9,700 8,600
3472 Check Processing Fee 500 930 600 950
Miscellaneous Revenues TOTAL 9,813 8,644 10,300 9,550
3521 Liquor Sales 905,644 966,551 995,000 1,007,000
3522 Wine Sales 295,757 317,450 314,300 329,000
3523 -Beer Sales 1,462,935 1,536,420 1,573,000 1,604,000
3524 Mix Sales Non Taxable 16,745 16,621 20,000 18,000
3525 Mix Sales Taxable 41,645 40,789 45,000 43,000
3526 Miscellaneous Sales 127,852 129,392 135,800 132,800
3527 Bottle Deposit Revenue -271 -241 1 0 0
Liquor Sales TOTAL 2,850,308 3,006,982 3,083,100 3,133,800
1 3800 Interest Earnings 1,668 6,910 3,000 9
Investment Earnings TOTAL 1,668 6,910 3,000 9,000
LIQUOR STORES FUND TOTAL 2,861,789 3,022,535 3,096,400 3,152,350
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331
LIQUOR STORES
1999 BUDGET
Division: HUMBOLDT STORE
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Liquor Sales $265,990 $283,721 $282,000 $300,000
Wine Sales 80,471 86,965 85,300 92,000
Beer Sales 417,762 434,940 445,000 460,000
Other Sales 46,309 50,477 50,350 54,300
Investment Earnings 556 2,303 1,000 3,000
Total Revenues $811,088 $858,406 $863,650 $909,300
Less: Cost of Sales $607,285 $647,472 $650,340 $683,304
Gross Profit $203,803 $210,934 $213,310 $225,996
EXPENDITURES:
Personnel $106,390 $111,998 $115,486 $121,961
Supplies 5,740 4,664 4,550 4,550
Other Contractual Services 13,921 15,060 17,682 18,872
Insurance 4,082 4,350 5,033 3,389
Utilities 9,565 10,525 9,400 10,640
Interest Expense 9,598 6,936 4,993 2,779
Administrative Service Transfer 11,694 9,084 7,122 7,448
Depreciation 11,439 12,499 11,635 10,800
Total Expenditures $172,429 $175,116 $175,901 $180,439
Operating Income $31,374 $35,818 $37,409 $45,557
Capital Outlay 5,383 3,000
General Fund Transfer 30,000 30,000
Capital Improvements Fund Transfer 25,000 25,000
Available Resources $1,374 $435 $12,409 $17,557
332
Division: Humboldt Liquor
Budget Code: 651
Program No: 7014
PROFILE
Humboldt Liquor is the City's municipal liquor store located at Humboldt Avenue and 69th
Avenue. The City purchased the building in the mid -1980s and.remodeled it into a liquor store.
Construction was financed with a loan from the Capital Improvements Fund. The loan is being
repaid with interest and will be repayment will be complete in September 2000.
DEPARTMENTAL COALS
Sales goal for 1999 is $909,300. These sales estimate are based on a continued increase of 5%
over the 1998 budgeted sales. This is indicated by actual 1998 sales. Another goal is to increase
the advertising budget by $500 which will be used is to inform guests in the city hotels and motels
of the location of the liquor store.
SB?CIFIC EXPENpITME CODE DETAIL
Object
Number Fix lanation Amount
4346 Advertising $1,500
Advertising in the local newspaper, hotel directories, and promotional items.
4380 Repair Maintenance Contract $1,500
Maintenance contract on cash registers and inventory control system.
4405 Check Verification Fees $1,500
Service which allow verification of the credit of customers paying by check.
4469 Liquor Liability Insurance $2,032
$1,000,000 liability insurance policy required for the sale of liquor and based on a
percentage of sales.
4611 Interest $2
Interest paid to the Capital Improvements Fund on a loan taken out in 1985.
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PERSONNEL LEVELS
Number Position
1 Liquor Operations Manager
10 Part-time sales clerks and inventory stockers
The Liquor Operations Manager is also the overall manager of the City's three liquor stores. It
is not anticipated that any positions will be reclassified to a different pay grade, but several
persons who aren't at the top of their existing pay grade will advance within that pay grade and
all pay grades will be increased by 3 as of the first of the year.
333
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Individual equipment included in the
Humboldt Store budget.
VCR for surveillance system 1/99 $1,000 The surveillance system was
purchased in 1995. It consists of
cameras and a VCR to record
activity. The system runs
continuously which causes the
VCR to wear out.
Replace carpeting 5/99 $2,000 The present carpet was installed
in 1985 when the Humboldt Store
was originally remodeled. It is
badly stained and no longer
cleanable. t
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334
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 651 HUMBOLDT LIQUOR
4100 Wages Regular Employees 21,432 23,316 29,751 30,617
4112 Overtime Regular Employee 82 0 0 0
4130 Wages Part -time Employees 63,650 66,252 68,086 72,316
4131 Overtime of Part -time Emp 9 0 0 0
4133 Vacation Pay 4,420 4,584 0 0
4134 Holiday Pay 2,604 2,696 0 0
4135 Sick Leave Pay 1,222 1,153 0 0
Salaries and Wages TOTAL 93,419 98,001 97,837 102,933
4142 PERA Coordinated Plan 3,215 3,722 5,068 5,332
4146 FICA 7,040 7,349 7,484 7,874
4150 Employee Benefits 0 2,045 3,742 4,402
4151 Health Insurance 1,123 281 0 0
4152 Life Insurance 10 3 0 0
4153 Dental Insurance 115 23 0 0
4154 Workers Comp Insurance 1,199 284 1,057 1,114
4158 Disability Insurance 269 291 298 306
Fringe Benefits TOTAL 12,971 13_997 17_649 19_028
4210 Office Supplies 0 37 200 200
4217 Paper Supplies 0 32 500 500
4220 Operating Supplies 3,121 2,348 2,000 2,000
4223 Cleaning Supplies 94 318 0 0
4230 Repair Maint Supplies 257 339 750 750
4231 Equipment Parts 80 559 0 0
4233 Building Repair Supplies 102 699 1,000 1,000
4241 Laundry 122 105 100 100
4271 Minor Equipment 0 226 0 0
Supplies TOTAL 3_776 4,664 4,550 4,550
4310 Professional Services 0 325 250 250
4313 Audit Financial Service 1,064 798 840 864
Purchased Services TOTAL 1,064 1,123 1,090 1,114
335
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4322 Telephone Services 1,705 1,699 1,650 1,830
4340 Advertising 0 0 500 500
4346 Advertising Print 967 1,405 11000 1,500
Communications TOTAL 2,672 3,104 3,150 3,830
4380 Repair Maint Contract 1,872 1,959 1 1,500
4382 Equipment Repair Maint 1,022 1,600 1,500 1,500
4383 Buildings Repairs 0 180 1,000 1,000
4388 Electrical Repairs 0 0 500 500
4393 Equipment Rentals 12 0 0 0
4397 Logis Charges 1,373 1,909 1,811 1,584
4398 Protective Services 463 410 410 410
Repair Rental Maint TOTAL 4,744 6,058 6,721 6,494
4400 Other Contractual Service 222 289 2,000 2,000
4401 Credit Card Fees 676 963 550 1,400
4402 Uncollectible Checks 248 -5 400 400
4403 Cash (Over) and Short 1,341 1,247 500 1,200
4404 Collection Fees 0 3 0 0
4405 Check Verification Fees 1,782 881 2,000 1;500
4410 Tuition Reimbursement 183 0 0 0
4411 Conferences and Schools 39 39 100 100
4413 Dues Subscriptions 205 175 150 175
4414 Licenses, Taxes, Fees 103 148 450 150
4421 Janitorial Service 0 91 0 0
Other Contractual Sery TOTAL 4,799 3_830 6_150 6,925
4440 Fuel Charges 71 73 74 83
A
4441 Fixed Charges 1,016 665 342 261
4442 Repair Maint Charges 140 206 155 165
4443 Multi -use Hourly Charges 90 0 0 0
Central Garage Rentals TOTAL 1,317 945 571 509
4461 Gen Liability Insurance 607 467 638 805
4462 Property Insurance 248 284 390 475
336
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4463 Machinery Breakdown Ins 49 57 78 78
4469 Liquor Liability Ins 3,178 3,542 3,927 2,032
Insurance TOTAL 4,082 4,350 5,033 3,390
4481 Electric Service 7,740 7,927 7,500 8,000
4482 Gas Service 669 507 750 750
4484 Water Service 177 486 250 360
4485 Sanitary Sewer Service 338 893 500 700
4487 Solid Waste Disposal 455 515 250 630
4488 Storm Water Drainage 187 196 150 200
Utilities TOTAL 9,565 10,525 9,400 10,640
4520 Buildings 0 0 0 2,000
.4551 Office Furniture Equip 979 0 0 0
4552 Other Equipment 984 0 0 11000
Capital Outlays TOTAL 1,963 0 0 3,000
4611 Interest 9,598 6,936 4,993 2,779
Debt Service TOTAL 9,598 6,936 4,993 2,779
4701 Transfers to General Fund 100,000 100,000 0 0
4725 Capital Proj Fund Trans 0 0 25,000 25,000
Transfer to other Fund TOTAL 100,000 100,000 25,000 25,000
4199 Salaries Reimbursed 11,694 0 0 0
4702 Administrative Sery Trans 0 9,084 7,122 7,447
Administrative Service TOTAL 11,694 9,084 7,122 7,447
4800 Inventory Variances 1,640 2,989 1,500 1,500
4801 Merchandise Breakage 120 266 250 250
4802 Delivery Charge C. O. S. 2,839 2,907 2,850 2,850
4821 Liquor Cost of Sales 196,275 209,615 208,680 221,700
4822 Wine Cost of Sales 57,121 61,741 60,222 65,320
4823 Beer Cost of Sales 317,850 335,744 343,095 355,120
4824 Non Tax Mix Cost of Sales 3,144 3,323 3,960 4,050
4825 Taxable Mix Cost of Sales 8,219 8,134 9,048 8,820
337
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4826 Misc Cost of Sales 19,403 22,753 20,735 23,694
Cost of Sales TOTAL 606,610 647,472 650,340 683,304
4920 Depreciation Expense 11,439 12,499 11,635 10,800
Depreciation TOTAL 11_439 12,499 11,635 10
HUMBOLDT LIQUOR TOTAL 879,713 922,588 851,241 891,743
338
LIQUOR STORES
1999 BUDGET
Division: BOULEVARD STORE
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Liquor Sales $293,894 $329,087 $346,000 $325,000
Wine Sales 110,183 121,903 117,000 120,000
Beer Sales 447,365 500,504 494,000 495,000
Other Sales 68,080 69,724 73,000 67,400
Investment Earnings 556 2,304 1,000 3,000
Total Revenues $920,078 $1,023,522 $1,031,000 $1,010,400
Less: Cost of Sales $695,775 $778,403 $780,715 $765,713
Gross Profit $224,303 $245,119 $250,285 $244,687
EXPENDITURES:
Personnel $115,571 $119,994 $132,339 $140,918
Supplies 5,560 3,607 3,800 3,800
Other Contractual Services 13,985 14,603 15,952 16,174
Building Rent 20,000 35,000
Insurance 4,519 4,791 5,860 3,750
Utilities 7,530 7,984 9,880 9,550
Administrative Service Transfer 11,694 9,660 8,139 8,890
Depreciation 5,412 5,464 4,810 25,300
Total Expenditures $164,271 $166,103 $200,780 $243,382
Operating Income $60,032 $79,016 $49,505 $1,305
Capital Outlay 2,414 1,000
General Fund Transfer 30,000 30,000
Capital Improvements Fund Transfer 25,000 25,000
Available Resources $30,032 $46,602 $24,505 ($24,695)
339
Division: Boulevard Liquor
Budget Code: 652
Program No: 7024
PROFILE
Boulevard Liquor is the City's municipal liquor store located at Brooklyn Boulevard and 63rd Avenue. This
q tY P q yn
store was previously located in a building shared with the West Fire Station and owned by the City. It has
moved to a rented space across the street with a lease arrangement running through June 21, 2000.
DEPARTMENTAL CAOALS
The sales goal for 1999 is $1,010,400. This store had benefited from the improved traffic flow from the
opening of the Rainbow Foods supermarket in August 1997. Since the move to the new location, sales have
been less than the sales of the old location from comparable months before the opening of Rainbow. This
is due to the move from a favorable retail location to one that is perceived by customers to be troublesome
to get into or out of.
,SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4346 Advertising $2,500
Advertising effort will be continued in 1999 to capitalize on the presence of the Rainbow
Foods Store and attract customers to the new store.
4380 Repair Maintenance Contract $1,500
Maintenance contract on cash registers and inventory control system.
4392 Building Rentals $35,000
The cost of renting a store front including base rent and common area expenses.
4405 Check Verification Fees $2,000
Service which allow verification of the credit of customers paying by check.
4469 Liquor Liability Insurance $2,260
$1,000,000 liability insurance policy required for the sale of liquor and based on a percentage
of sales.
PERSONNEL LEVELS
Number Position
1 Liquor Store Manager
10 Part-time sales clerks and inventory stockers
The number of part-time hours are budgeted to always have two staff in the store. More staff are scheduled
for peak sales times. It is not anticipated that any positions will be reclassified to a different pay grade,
but several persons who aren't at the top of their existing pay grade will advance within that pay grade
and all pay grades will be increased by 3 as of the first of the year.
340
CAPITAL OUTLAY
1
Item Anticipated Units Cost(s) Use /need
purchase date
Individual equipment included in the
Boulevard Store budget.
VCR for surveillance system 1/99 $1,000 The surveillance system was
purchased in 1995. It consists of
cameras and a VCR to record
activity. The system runs
continuously which causes the
VCR to wear out.
t
341
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL_ BUDGET ADOPTED
DIV 652 BOULEVARD LIQUOR
4100 Wages Regular Employees 42,319 45,203 52,017 55,503
4112 Overtime Regular Employee 70 0 0 0
4130 Wages Part -time Employees 52,868 54,727 60,877 64,313
4131 Overtime of Part -time Emp 36 0 0 0
4133 Vacation Pay 2,205 2,522 0 0
4134 Holiday Pay 1,575 1,602 0 0
4135 Sick Leave Pay 664 654 0 0
Salaries and Wages TOTAL 99,738 104,708 112,894 119,816
4142 PERA Coordinated Plan 3,831 4,122 5,848 6,206
4146 FICA 7,597 7,830 8,636 9,166
4150 Employee Benefits 0 2,570 3,742 4,402
4151 Health Insurance 2,807 421 0. 0
4152 Life Insurance 26 4 0. 0
4153 Dental Insurance 287 34 0 0
4154 Workers Comp Insurance 1,285 306 1,219 1,328
Fringe Benefits TOTAL 15,833 15,286 19,445 21,102
4210 Office Supplies 0 76 200' 200
4217 Paper Supplies 0 48 500 500
4220 Operating Supplies 3,174 2,685 2,000 2,000
4230 Repair Maint Supplies 0 0 500 500
4231 Equipment Parts 0 123 0 0
4233 Building Repair Supplies 949 56 500 500
4241 Laundry 23 23 100 100
4271 Minor Equipment 0 595 0 0
Supplies TOTAL 4,146 3,607 3 800 3,800
4310 Professional Services 160 170 0 0
4313 Audit Financial Service 1,064 798 840 864
Purchased Services TOTAL 1,224 968 840 864
4322 Telephone Services 1,462 1,485 1,500 r 1
4340 Advertising 0 42 2,000 500
342
CITY OF BROOKLYN CENTER
1 ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4346 Advertising Print 2,356 2,701 1 2,000 2,500
Communications TOTAL 3,818 4,228 5,500 4,980
4380 Repair Maint Contract 1,344 1,959 1,500 1,500
4382 Equipment Repair Maint 858 362 500 500
4392 Building Rentals 0 0 20,000 35,000
4393 Equipment Rentals 12 0 0 0
4397 Logis Charges 1,373 1,909 1,811 1,890
4398 Protective Services 348 190 210 230
Repair Rental Maint TOTAL _3, 4,420 24,021 39,120
4400 Other Contractual Service 273 291 500 500
4401 Credit Card Fees 822 1,463 1,000 1,850
4402 Uncollectible Checks 521 363 270 250
4403 Cash (Over) and Short 395 -196 250 600
4404 Collection Fees 0 2 0 0
4405 Check.Verification Fees 1,741 1,471 2,000 2,000
4410 Tuition Reimbursement 196 0 0 0
4411 Conferences and Schools 39 118 150 150
4413 Dues Subscriptions 205 175 200 200
4414 Licenses, Taxes, Fees 103 148 450 150
i 4421 Janitorial Service 168 90 200 0
Other Contractual Sery TOTAL 4,464 3,925 5,020 5,700
4440 Fuel Charges 71 73 74 83
4441 Fixed Charges 1,016 665 342 262
4442 Repair Maint Charges 140 323 155 165
4443 Multi -use Hourly Charges 139 0 0 0
Central Garage Rentals TOTAL 1_366 1,062 571 510
4461 Gen Liability Insurance 607 530 724 960
4462 Property Insurance 270 268 370 456
4463 Machinery Breakdown Ins 47 54 74 74
4469 Liquor Liability Ins 3,595 3,938 4,692 21260
1
343
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Insurance TOTAL 4,519 4,791 5,860 3,750
4481 Electric Service 5,361 5,904 5,750 5,500
4482 Gas Service 1,833 1,744 3,800 3,800
4484 Water Service 16 16 20 0
4485 Sanitary Sewer Service 63 63 60 0
4487 Solid Waste Disposal 257 257 250 250
Utilities TOTAL 7,530 7,984 9,880 9,550
4551 Office Furniture Equip 430 0 0 0
4552 Other Equipment 984 0 0 1,000
Capital Outlays TOTAL 1,414 0 0 1,000
4725 7
Capital Pro' Fund Trans 0 0 25,000 25,000
P
Transfer to other Fund TOTAL 0 0 25,000 25,000
4199 Salaries Reimbursed 11,694 0 0 0
4702 Administrative Sery Trans 0 9,660 8,139 .8,890
Administrative Service TOTAL 11,694 9 8,139 8,890
4800 Inventory Variances 231 1,694 750 750
4801 Merchandise Breakage 214 190 300 300
4802 Delivery Charge C. 0. S. 3,244 3,409 3,000 3,000
4821 Liquor Cost of Sales 219,118 246,503 259,500 243,425
4822 Wine Cost of Sales 80,001 88,119 84,474 86,760
4823 Beer Cost of Sales 345,814 390,403 385,320 385,110
4824 Non Tax Mix Cost of Sales 3,759 3,840 4,515 3,679
4825 Taxable Mix Cost of Sales 10,759 10,578 11,360 10,388
4826 Misc Cost of Sales 31,813 33,668 31,496 32,301
Cost of Sales TOTAL 694,953 778_403 _780,715 765_713
4920 Depreciation Expense 5,412 5,464 4,810 25,300
Depreciation TOTAL 5,412 5,464 4,810 25,300
BOULEVARD LIQUOR TOTAL 860,045 944,505 1,006,495 1,035,095
344
LIQUOR STORES
1999 BUDGET
Division: NORTHBROOK STORE
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:.
Liquor Sales $345,759 $353,744 $367,000 $382,000
Wine Sales 105,104 108,582 112,000 117,000
Beer Sales 597,675 600,735 634,000 649,000
Other Sales 81,531 75,245 87,750 81,650
Investment Earnings 556 2,303 1,000 3,000
Total Revenues $1,130,625 $1,140,609 $1,201,750 $1,232,650
Less: Cost of Sales $856,972 $869,830 $914,907 $937,821
t Gross Profit $273,653 $270,779 $286,843 $294,829
EXPENDITURES:
Personnel $112,018 $114,733 $132,860 $134,373
Supplies 4,561 3,633 3,350 3,350
Other Contractual Services 12,784 13,079 15,497 15,889
Building Rent 35,936 38,133 38,000 39,000
Insurance 4,919 5,207 6,607 4,173
Utilities 7,412 8,049 7,700 8,300
1 Administrative Service Transfer 11,694 11,340 10,174 9,913
Depreciation 5,894 6,805 5,894 6,000
Total Expenditures $195,218 $200,979 $220,082 $220,998
Operating Income $78,435 $69,800 $66,761 $73,831
Capital Outlay 1,220 1,000
General Fund Transfer 40,000 40,000
Capital Improvements Fund Transfer 25,000 25,000
Available Resources $38,435 $28,580 $41,761 $47,831
345
Division: Northbrook Liquor
Budget Code: 653
Program No: 7034
PROFILE
Northbrook Liquor is the City's municipal liquor store located in the Northbrook Plaza on 57th Avenue.
The store space is rented in a lease running through March 31, 2000.
DEPARTMENTAL GOALS
der amongst the City's liquor stores and the goal for 1999 is
This store currently is the sales and profit lea am g ty q g
to continue and improve upon that record. Sales for 1999 are expected to be about $1,232,650.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4346 Advertising $1,000 i
Advertising in the local newspaper, hotel directories, and promotional items.
4380 Repair Maintenance Contract $1,500
Maintenance contract on cash registers and inventory control system.
4392 Building Rentals $39,000
The Northbrook Store is leased from the shopping center and is in the fifth year of lease that
has been extended for one additional year to the year 2000.
4405 Check Verification Fees $2,000
Service which allow verification of the credit of customers paying by check.
4469 Liquor Liability Insurance $2,760
$1,000,000 liability insurance policy required for the sale of liquor and based on a percentage
of sales. 1
PERSONNEL LEVELS
Number Position
1 Liquor Store Manager
10 Part-time sales clerks and inventory stockers
The number of part-time hours are budgeted to always have two staff in the store. More staff are scheduled
for peak sales times. It is not anticipated that any positions will be reclassified to a different pay grade,
but several persons who aren't at the top of their existing pay grade will advance within that pay grade
and all pay grades will be increased by 3 as of the first of the year.
346
CAPITAL OUTLAY
1 Item Anticipated Units Cost(s) Use /need
purchase date
Individual equipment included in the
Northbrook Store budget.
VCR for surveillance system 1/99 $1,000 The surveillance system was
purchased in 1995. It consists of
cameras and a VCR to record
activity. The system runs
continuously which causes the
VCR to wear out.
347
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 653 NORTHBROOKL LIQUOR
4100 Wages Regular Employees 42,999 44,720 52,017 55,503
4130 Wages Part -time Employees 48,505 49,732 60,807 58,566
4131 Overtime of Part -time Emp 48 5 0 0
4133 Vacation Pay 1,995 2,091 0 0
4134 Holiday Pay 1,575 1,602 0 0
4135 Sick Leave Pay 550 609 0 0
Salaries and Wages TOTAL 95,671 98,758 112,824 114,069
4142 PERA Coordinated Plan 3,241 4,039 5,844 5,909
4146 FICA 7,038 7,298 8,631 8,726
4150 Employee Benefits 0 3,570 4,342 4,402
4151 Health Insurance 4,761 753 0 0
4152 Life Insurance 26 4 0 0
4153 Dental Insurance 57 4 0 0
4154 Workers Comp Insurance 1,219 291 1,219 1,267
4156 Unemployment Compensation 5 15 0 0
Fringe Benefits TOTAL 16,348 15,975 20,036 20,304
4210 Office Supplies 0 30 200 200
4217 Paper Supplies 0 16 500 500
4220 Operating Supplies 2,923 2,514 2,000 2,000
4223 Cleaning Supplies 94 0 0 0
4230 Repair Maint. Supplies 344 34 500 500
4231 Equipment Parts 0 559 0 0
4233 Building Repair Supplies 11 0 0 0
4241 Laundry 205 178 150 150
4271 Minor Equipment 0 302 0 0
Supplies TOTAL 3,577 3,633 3,350 3,350
4310 Professional Services 0 105 250 250
4313 Audit Financial Service 1,064 798 840 864
Purchased Services TOTAL 1 -064 903 1,090 1_114
4322 Telephone Services 1,555 1,562 1,575 1,575
348
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4346 Advertising Print 969 1,125 1,000 1,000
Communications TOTAL 2,525 2,687 2,575 2,575
4380 Repair Maint Contract 1,344 1,405 1,500 1,500
4382 Equipment Repair Maint 1,015 1,055 1,000 1,000
4388 Electrical Repairs 408 0 250 250
4392 Building Rentals 35,936 38,133 38,000 39,000
4393 Equipment Rentals 12 0 0 0
4397 Logis Charges 1,373 1,909 1,811 2,108
4398 Protective Services 581 598 600 600
Repair Rental Maint TOTAL 40,670 43,100 43,161 44,458
4400 Other Contractual Service 0 200 2,000 2,000
4401 Credit Card Fees 877 1,153 900 900
4402 Uncollectible Checks 477 -56 600 600.
4403 Cash (Over) and Short 108 182 300 300
4404 Collection Fees 0 7 0 0
4405 Check Verification Fees 1,948 1,751 1,600 2,000
4410 Tuition Reimbursement 196 0 0 0
4411 Conferences and Schools 39 .39 100 100
4413 Dues Subscriptions 205 180 150 180
4414 Licenses, Taxes, Fees 103 148 450 150
4421 Janitorial Service 158 91 0 0
Other Contractual Sery TOTAL 4_112 3,695 6,100 6_230
4440 Fuel Charges 71 73 74 84
4441 Fixed Charges 1,016 665 342 262
4442 Repair Maint Charges 140 89 155 166
Central Garage Rentals TOTAL 1,227 827 571 512
4461 Gen Liability Insurance 607 652 890 1,071
4462 Property Insurance 183 150 205 300
4463 Machinery Breakdown Ins 27 30 42 42
4469 Liquor Liability Ins 4,103 4,376 5,470 2,760
349
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Insurance TOTAL 4,919 5,207 6,607 4,173
4481 Electric Service 6,079 6,884 6,000 6,600
4482 Gas Service 878 620 1,200 1,200
4484 Water Service 0 29 0 0
4487 Solid Waste Disposal 455 515 500 500
Utilities TOTAL 7,412 8,049 7,700 8,300
4552 Other Equipment 984 0 0 11000
Capital Outlays TOTAL 984 0 0 1
4725 Capital Proj Fund Trans 0 0 25,000 25,000
Transfer to other Fund TOTAL 0 0 25,000 25,000
4199 Salaries Reimbursed 11,694 0 0 0
4702 Administrative Sery Trans 0 11,340 10,174 9,913
Administrative Service TOTAL 11,694 11,340 10,174 9,913
4800 Inventory Variances 1,292 3,069 1,800 1,800
4801 Merchandise Breakage 75 228 250 250
4802 Delivery Charge C. D. S. 3,631 3,634 3,750 4,000
4821 Liquor Cost of Sales 257,553 264,176 274,149 285,354
4822 Wine Cost of Sales 74,998 77,711 80,192 83,772
4823 Beer Cost of Sales 463,102 468,251 493,252 505,571
4824 Non Tax Mix Cost of Sales 4,061 3,904 4,627 4,269
4825 Taxable Mix Cost of Sales 11,856 11,301 12,427 12,325
4826 Misc Cost of Sales 39,526 37,556 44,460 40,480
Cost of Sales TOTAL 856,095 869,830 914,907 937,821
4920 Depreciation Expense 5,894 6,805 5,894 6,000
Depreciation TOTAL 5,894 6,805 5,894 6,000
NORTHBROOKL LIQUOR TOTAL 1,052,191 1,070,809 1,159,989 1,184,819
LIQUOR STORES FUND TOTAL 2,791,948 2,937,902 3,017,725 3,111,657
350
CENTERBROOK GOLF COURSE
1999 BUDGET
1
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Green Fees $250,514 $268,808 $262,943 $271,418
Rentals 10,375 12,555 10,600 12,500
Leagues 6,920 12,647 14,500 13,200
Beer 10,354 11,755 10,500 11,000
Concessions 15,293 18,066 17,400 17,350
Golf Lessons 8,271 8,692 9,000 8,500
Other Merchandise 23,309 19,324 18,000 18,500
Pop Machine 2,470 1,678 2,000 2,000
Interest Earnings 788 1,729 2,000
Miscellaneous (633) 855 0 0
Total Revenues $327,661 $356,109 $344,943 $356,468
Less: Cost of Sales Beer $3,534 $3,361 $4,000 $3,750
Cost of Sales Concessions 19,185 13,949 16,000 16,000
Cost of Sales Merchandise 11,502 19,941 12,000 13,000
Cost of League Banquets 2,655 2,000 2,000
Total Cost of Sales $34,221 $39,906 $34,000 $34,750
Gross Profit $293,440 $316,203 $310,943 $321,718
EXPENDITURES:
Personnel $122,783 $133,039 $130,977 $134,861
Supplies 20,672 23,573 16,700 18,300
Other Contractual Services 21,210 24,330 20,244 21,041
Central Garage 17,557 25,102 30,202 26,639
Insurance 6,451 5,624 7,550 7,776
Utilities 12,880 11,652 10,800 11,075
Interest Expense 58,075 57,500
Administrative Service Transfer 4,581 4,722 5,128 5,292
Depreciation 16,322 17,250 16,435 13,200
Total Expenditures $280,531 $302,792 $238,036 $238,184
Operating Income $12,909 $13,411 $72,907 $83,534
Capital Outlay $9,117 $20,500 $13,000
Loan Repayment $50,000 $50,000
Available Resources $3,792 $13,411 $2,407 $20,534
351
CITY OF BROOKLYN CENTER t
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES_ BUDGET BUDGET
FUND GOLF COURSE FUND 052
3471 Cash Over and (Short) -768 755 0 0
3472 Check Processing Fee 40 40 0 0
Miscellaneous Revenues TOTAL -728 795 0 0
3541 Weekend Rate 63,088 77,218 71,364 73,242
3542 Adult Rate 89,793 88,196 96,341 95,543
3543 Senior Rate 38,727 35,104 41,316 40,283
3544 Junior Rate 11,806 15,382 11,268 13,944
3545 Second Round 24,584 25,047 13,498 22,536
3548 Mini Range 0 30 0 0
3551 Adult Passbook 7,039 9,832 8,367 7,841
3552 Senior- Junior Passbook 12,739 14,013 17,578 13,897
3554 Weekend Passbook 2,738 3,987 3,211 4,132
3556 Hand Cart Rental 4,407 5,192 4,500 5,000
3557 Club Rental 2,205 2,369 2,300 2,500
3558 Motor Cart Rental 3,763 4.,994 3,800 5,000
3561 Couples League 815 1,173 1,000 0
3562 Mens League 1,856 3,064 3,000 3,000
3563 Womens League 3,086 4,180 4,500 4,500
3564 Womens Second League -463 1,045 2,000 1,500
3565 Senior League 1,164 2,289 2,500 2,500
3566 Junior League 462 897 1,500 1
3571 Beer 9,781 11,395 10,000 11,000
3572 Beer Pitcher 573 360 500 0
3573 Small Pop 2,070 3,032 3,000 3,000
3574 Large Pop 6,411 8,514 7,000 8,500
3575 Coffee 1,136 1,148 1,100 1,200
3576 Lemonade 1,950 811 1,500 0
3581 Cookies 19 850 700 700
3582 Ice Cream 14 44 25 50
3583 Chips 634 582 600 600
3584 Candy 862 807 800 800
352
CITY OF BROOKLYN CENTER
t REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
1 OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
3585 Brats 22 489 500 500
3586 Cigarettes 113 118 175 0
3587 Hot Dogs 2,062 1,671 2,000 2,000
3591 Golf Lessons 6,968 7,288 7,500 7,500
3592 Private Lessons 1,303 1,404 1,500 1,000
3594 Taxable Merchandise 9,563 7,620 8,000 8,000
3595 Non Taxable Merchandise 13,746 11,704 10,000 10,500
3597 Pop Machine 2,470 1,678 2,000 2,000
3599 Miscellaneous 99 60 0 0
Golf Course Revenues TOTAL 327,601 353,585 344,943 354,468
3800 Interest Earnings 788 1,729 0 2,000
Investment Earnings TOTAL 788 1,729 0 2,000
GOLF COURSE FUND TOTAL 327,661 356,109 344,943 356,468
353
Division: Centerbrook Golf Course
Budget Code: 654
Program No: 7052
PROFILE
brook if Course is a nine 9 hole par three 3 course owned b the City of Brooklyn Cen e trb kGo C O ,p O y ty n Center. y
It was built in 1986 -87 with a loan from the Capital Improvements Fund. It opened for business in the
Spring of 1988 and was established as an enterprise fund entity. Enterprise funds were established to
account for the financing of self supporting activities of the City which render services on a user charge basis
to the general public.
Each Y ear between 30,000 and 35,000 rounds of golf will be played at Centerbrook. In addition, about 200
people will take lessons. The 1999 budget assumes 33,500 rounds will be played in 1999.
DEPARTMENTAL GOALS
Continue implementation of financial plan adopted in 1997 by City Council
Continued improvements in tee time scheduling, cash reporting and inventory control
Increase league and lesson offerings to increase the number of persons participating by 10
Continue analysis of merchandise selection, pricing and display for changes that would increase
revenues.
PERSONNEL LEVELS
Number Position
1 Grounds Supervisor
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number planation Amount
4130 Part -Time $79,579
Clubhouse staff, rangers, part-time golf professional, seasonal golf course manager,
and maintenance workers.
4220 Operating Supplies $6,000
The cost of various supplies such as score cards, towels, cleaning materials, etc.
4221 Motor Fuels $1,300
Fuel for mowers and other golf course equipment. The increasing cost of fuel
necessitates an increase in budget
4226 Chemical Products $5,500
Herbicides, insecticides, snow mold treatment and other chemical used to maintain
the fairways and greens.
4235 Landscaping Materials $2,500
Fertilizer, grass seed, sod, etc, plus the cost of flowers in the various planters
throughout the course and at the clubhouse.
354
4390 Rentals $3,000
The cost of leasing golf carts for rental to patrons.
CAPITAL OUTLAY
Item .Anticipated Units Cost(s) Use /need
purchase date
Individual equipment included in
Central Garage budget.
Flag pole 4/99 $1,000 Display of U.S. and State flags
Window Treatments 4/99 $1,000 Replacement for window
treatments that are inoperative
Display Furnishings 4/99 $3,000 For improved display of
merchandise for resale
Garage Improvements 9/99 $8,000 Shelter building at lions Park will
(insulate, sheetrock, gas line, heat) be replaced with a picnic gazebo.
Garage improvements will allow
it to be used during the winter
months.
355
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 654 CENTERBROOK GOLF
4100 Wages Regular Employees 28,079 27,094 32,834 34,658
4130 Wages Part -time Employees 75,967 85,629 77,900 79,579
4131 Overtime of Part -time Emp 0 1,599 0 0
4133 Vacation Pay 1,284 1,458 0 0
4134 Holiday Pay 1,170 1,259 0 0
Salaries and Wages TOTAL 106,500 117,039 110,734 114,237
4142 PERA Coordinated Plan 2,226 2,469 5,736 5,917
4146 FICA 7,968 8,772 8,471 8,739
4150 Employee Benefits 0 3,570 4,342 4,402
4151 Health Insurance 3,840 647 0 0
4152 Life Insurance 20 3 0 0
4153 Dental Insurance 360 60 0 0
4154 Workers Comp Insurance 1,868 479 1,694 1,566
Fringe Benefits TOTAL 16,283 16,000 20,243 20,624
4210 Office Supplies 0 71 300 3 250
4212 Printed Forms 1,257 373 0 ss- 0
(1
4220 Operating Supplies 6,682 9,254 4,000 36 6,000
4221 Motor Fuels 2,260 1,078 1,500 19q 1,300
4226 Chemical Products 806 6,277 5,200 5,500
4230 Repair Maint Supplies 0 548 2,000 Sl1 750
4231 Equipment Parts 4 702 0 250
4233 Building Repair Supplies 748 0 750 1,000
4235 Landscaping Materials 7,119 4,409 2,200 9%V3 2,500
4240 Small Tools 967 0 0 431 0
4241 Laundry 828 862 750 11 750
Supplies TOTAL 20,672 23,573 16,700 18,300
4310 Professional Services 769 487 1 141 750
4313 Audit Financial Service 798 798 840 576
4318 Casual Labor 0 178 0 0
Purchased Services TOTAL 1,567 1,462 1,840 1,326
356
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
4321 Postage 97 0 200 100
4322 Telephone Services 4,088 4,348 4,100 4,100
4340 Advertising 3,428 5,096 3,500 5,000
Communications TOTAL 7,613 9,445 7,800 9,200
4380 Repair Maint Contract 1,564 918 900 1,000
1 4381 Auto Equipment Repair 96 0 0 0
4382 Equipment Repair Maint 2,699 4,713 3,250 3,250
4383 Buildings Repairs 0 0 500 0
4389 Maintenance Contracts 852 0 0 0
4390 Rentals 2,271 590 2,500 3,000
4393 Equipment Rentals 0 3,408 0 0
4397 Logis Charges 1,516 1,865 1,454 1,515
4398 Protective Services 216 206 200 200
Repair Rental Maint TOTAL 9,214 11,700 8,804 8,965
4400 Other Contractual Service 852 47 1,000 250
4402 Uncollectible Checks 141 79 0 0
4411 Conferences and Schools 90 95 200 200
4413 Dues Subscriptions 210 534 200 300
4414 Licenses, Taxes, Fees 179 173 0 0
4415 Claims Payment 460 0 0 0
4421 Janitorial Service 883 795 400 800
Other Contractual Sery TOTAL 2,815 1,723 1_800 1,550
4440 Fuel Charges 10 343 0 192
4441 Fixed Charges 11,545 20,438 22,191 19,183
4442 Repair Maint Charges 6,002 4,322 8,011 7,264
Central Garage Rentals TOTAL 17,557 25,102 30,202 26,639
4461 Gen Liability Insurance 4,931 4,404 6,014 6,460
4462 Property Insurance 264 266 363 240
4463 Machinery Breakdown Ins 46 54 73 76
4469 Liquor Liability Ins 1,210 900 1,100 1
357
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Insurance TOTAL 6,451 5,624 7,550 7,776
4481 Electric Service 4,398 4,675 4,400 4,750
4482 Gas Service 1,509 1,248 1,400 1,400
4484 Water Service 5,346 4,081 3,000 3,000
4485 Sanitary Sewer Service 179 175 200 200
4487 Solid Waste Disposal 888 895 1,200 1,100
4488 Storm Water Drainage 561 578 600 625 t
Utilities TOTAL 12,880 11,652 10,800 11,075
4520 Buildings 0 0 5,000 8,000
4548 Computer Equipment 0 0 15,500 0
4552 Other Equipment 0 0 0 51000
Capital Outlays TOTAL 0 0 20,500 13,000
4611 Interest 58,075 57,500 0 0
Debt Service TOTAL 58,075 57,500 0 0
4199 Salaries Reimbursed x 4,581 0 0 -0
4702 Administrative Sery Trans 0 4,722 5,128 5,292
Administrative Service TOTAL 4,581 4,722 5,128 5,292
4823 Beer Cost of Sales 3,534 3,361 4,000 3,750
4840 Merchandise for Resale 11,502 19,639 12,000 13,000
4841 Merchandise Cost of Sales 0 302 0 0
4842 Food Cost of Sales Guests 19,185 13,949 16,000 16,000
4843 Banquet Expenses 0 2,655 2,000 2,000
Cost of Sales TOTAL 34,221 39,906 34,000 34,750
4920 Depreciation Expense 16,322 17,250 16,435 13,200
Depreciation TOTAL 16,322 .17,250 16,435 13,200
CENTERBROOK GOLF TOTAL 314,752 342,698 292,536 285,934
GOLF COURSE FUND TOTAL 314,752 342,698 292,536 285,934
358
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Convention and Catering $2,233,213 $2,139,380 $2,621,927 $2,801,563
Inn on the Farm 262,308 253,597 268,400 250,600
Earles 58,651 58,332 62,600 (2,500)
Office Rentals 110,505 79,774 89,124 37,337
Total Revenues $2,664,677 $2,531,083 $3,042,051 $3,087,000
Less: Cost of Sales $373,351 $363,272 $408,677 $446,514
Gross Profit $2,291,326 $2,167,811 $2,633,374 $2,640,486
EXPENDITURES:
Personnel $1,185,675 $1,222,596 $1,348,572 $1,494,514
Supplies 159,216 148,935 190,132 180,184
Other Contractual Services 499,871 516,742 534,208 538,366
Insurance 31,072 25,142 35,556 36,428
Utilities 148,684 132,645 153,053 167,351
Interest Expense 35,979 27,148 1,480 25,000
Administrative Service Transfer 42,406 52,797 62,767 58,545
Depreciation 8,548 8,548 38,705 42,000
Total Expenditures $2,111,451 $2,134,553 $2,364,473 $2,542,388
Operating Income $179,875 $33,258 $268,901 $98,098
Capital Outlay $9,260 $98,512 $127,692 $92,750
Available Resources $170,615 ($65,254) $141,209 $5,348
359
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND EARLE BROWN HERITAGE CTR 053
3600 Guest Room Rentals 213,381 210,606 230,000 230,000
3601 Facility Rentals 20,812 23,709 17,500 17,500
3602 Merchandise Sales 1,193 1,079 1,500 1,000
3603 Meal Sales 18,861 12,317 11,800 0
3604 Service Charges 0 1,442 0 0
3605 Equipment Rentals 4,676 3,940 4,100 1,600
3606 Miscellaneous 3,385 505 3,500 500
E.B.H.C. Bed Breakfast Rev. TOTAL 262,308 253,597 268,400 250,600
3620 Room Rentals 501,689 396,860 578,900 536,943
3621 Labor Charges 11,327 7,590 9 9,500
3622 CMP Room Rentals 42,324 49,967 42,500 19,600
3624 CMP Equipment Rentals 13,761 15,749 13,700 7,500
3625 Equipment Rentals 120,384 124,619 115,000 157,700• i
3626 Dance Floor /Staging Rentals 28,061 34,977 28,100 49,500
3627 Event Supplies Charges 1,051 11,899 ..2,000 2,000
3628 Client Requested Services 33,798 21,729 48,300 48,300
3630 Security Services 270 2,000 6,000 6,000
3638 Miscellaneous 1,734 4,834 850 2,520
E.B.H.C. Convention Revenues TOTAL 754_398 672_223 844,850 839,563
3640 Commercial Office Rentals 107,564 79,521 89,124 37,337
3641 Cleaning Services 2,942 210 0 0
3646 Miscellaneous 0 43 0 0
E.B.H.C. Office Rental Revenue TOTAL 110,505 79,774 89_124 37,337
3659 Food Beverage Revenue 1,239,330 1,248,269 1,519,401 1,622,600
3660 Wine Sales 69,295 56,397 75,526 79,200
3661 Liquor Sales 69,892 73,446 79,968 125,500
3662 Beer Sales 49,095 56,472 62,197 75,300
3663 Service Charges 0 21,273 39,985 52,000
3664 Misc. Sales 51,203 9,092 0 5,300
3665 Misc.Sales -Non Taxable 0 2,208 0 2,100
360
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION
REVENUES BUDGET BUDGET
Catering Operations TOTAL 1,478,815 1,467,157 1,777,077 1,962,000
3670 Meal Sales 46,015 44,694 47,500 -2,500
3671 Liquor Sales 12,636 13,285 15,100 0
3673 Miscellaneous Sales 0 353 0 0
Earle's at EBHC TOTAL 58,651 58,332 62,600 -2,500
EARLE BROWN HERITAGE CTR TOTAL 2,664,676 2,531,083 3,042,051 3,087,000
1
361
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Division: CONVENTION CENTER
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Rentals and Charges $754,398 $672,223 $844,850 $839,563
Less: Cost of Sales $2,003 ($166) $340 $1,050
Gross Profit $752,395 $672,389 $844,510 $838,513
EXPENDITURES:
Personnel $488,685 $376,736 $480,324 $513,815
Supplies 55,367 52,147 65,705 70,625
Other Contractual Services 165,256 230,673 205,206 229,586
Insurance 8,917 8,435 15,705 15,636
Utilities 98,126 86,093 95,404 108,001
Interest Expense 17,863 13,574 0 20,000
Administrative Service Transfer 26,504 0 0 0
Depreciation 0 0 32,341 35,200
Total Expenditures $860,718 $767,658 $894,685 $992,863
Net Income ($108,323) ($95,269) ($50,175) ($154,350)
I
Capital Outlay 9,260 93,665 96,992 53,700
Available Resources ($117,583) ($188,934) ($147,167) ($208,050)
362
Division: Convention Center
Budget Code: 655
Program No: 8950
PROFILE
The Convention Center, in conjunction with the Catering Department, provides a full service conference and
event location. After the expansion project, EBHC will rank as the tenth largest meeting and event facility
in the Twin Cities. EBHC's economic impact directly affects Brooklyn Center via hotel, restaurant,
shopping, and convention service related business activity (floral, printing, rental, etc.). EBHC provides a
high level of customer service and maintains a significant amount of repeat business among its corporate
clientele. 1998 has shown an increase in number of events as well as number of guests through the facility.
Social Functions: 109 in 1997 vs. 166 in 1998
Number of Events: 950 in 1997 vs. 1012 in 1998
Revenue Booked through 2000 is up 11% over the same period in 1997
DEPARTMENTAL GOALS
Increase total revenue booked by 16% over 1998 budget;
Modify price points of food and beverage menus;
Evaluate selling daytime conference space to include food and beverage;
Minimum expectations, thereby maximizing revenue potentials of prime dates.
Aggressively sell newly created space capitalizing on bridal business still seeking venues for Fall
1999.
Focus marketing endeavors on large, multi-day events that will minimize labor, maximize food and
beverage revenue potential and increase city lodger's tax receipts.
Seize the one -time opportunity of newly renovated space to market the facility to those users who felt
EBHC was too small for them;
Host marketing events promoting the new space as part of our memberships in Meeting
Professionals International, MN Society of Association Executives, Society of Government Meeting
Planners, Greater Minneapolis Convention Visitors Association, North Metro Convention
Visitors Bureau, Brooklyn Community Chamber of Commerce in order to re- introduce EBHC as
a major player in Twin Cities meeting and event industry.
Continue to promote new websites (www.earlebrown.com www.innonthefarm.com) thereby allowing
the staff to react to requests for information faster and cheaper than mailing printed materials.
Participate in trade show opportunities to inform the public of EBHC's presence and new renovation.
Continue trend of aggressively selling food and beverage events for those events that show the highest
profit margin and minimize those events with the least profit opportunity.
Continue trend of adding twenty new corporate clients per year.
Continue to provide food and beverage service rivaling the premier Twin City event facilities.
Continue participation in industry associations to network for referral business from our industry peers.
363
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4224 Clothing Personal Equipment $1,400
Uniforms for maintenance and crew chiefs; uniform shirts for set -up crew.
4231 Equipment Parts $6,250
Additional $2,000 in funds to purchase replacement parts for staging, tables, and dance floor
(unexpended in 1998 due to budget crunch).
4235 Landscaping Materials $3,400
In addition to the yearly replacement of plants shrubs, new beds will be installed in G
H Barns.
4322 Telephone Services $17
Increase of $2,000 due to reallocation of expenses from commercial office.
4345 Advertising Agency $6,000
Retainer fee for ad agency prior to and during expansion to place news releases, develop
newsletters, and direct mail efforts.
4350 Printing $12,000
Covers printing of stationery, envelopes, meeting planner covers and inserts, wedding
planners the various brochures /mailings to promote the facility.
4390 Rentals $68
New meeting rooms will increase the outside rental needs of the complex (offset by rental
income for same) as well as leases for LCD projector $600 monthly and laptop computer
$150 monthly.
4400 Ot her Contractual Service $16,000
Covers contractual services for lawn care, snow removal, pest control, paging services
Muzak for meeting rooms.
44814488 Utilities $108,001
Utility service increases due to addition of G Barn meeting space, conversion of H Barn
addition of lobby space.
PERSONNEL LEVELS
Number Position
1 Sales Director
3 Sales Manager
1 Maintenance /Operations Supervisor
1 Maintenance Custodian
2 Crew Chief
364 Part-time positions include Set -Up Crew, Custodians, and Maintenance Staff.
CAPITAL OUTLAY A List
Item Anticipated Units Cost(s) Use/Need
Purchase Date
Computer Hardware 1/99 4 10,000 2 Sales, 2 Administrative Year 2000
Software 1/99 1 8,000 compliant. Current reservation
software is not Year 2000 compliant.
New software requires upgrading or
replacing current 486 systems to
pentiums with Windows applications.
Outdoor Signage of 4/99 Various 10,000 Outdoor "You are Here" signage of
Complex and Wall- complex. Outdoor wall mounted
mounted Marquees for marquees for building identification.
Building Identification With clients accessing meetings in
five different building, adequate
signage for attendees is critical and is
a constant client request.
Sound System for H 4/99 25,000 Sound System for H G Barn
G Barn Meeting Rooms meeting rooms.
Two -Way Radio 6/99 700 Two -Way radio to supplement
existing radio.
365
CAPITAL OUTLAY B List Page 1
(Not Budgeted To be Expended as Capital Becomes Available)
Item Anticipated Units Cost(s) Use/Need
Purchase Date
Black -out Shade 1/99 2 11,000 Replacement of "black -out" shades on
Replacement large shades on large windows in both
Carriage Hall (west door windows) and
Captain's (west door windows). Audio
visual productions require covering all
exterior lights sources. The existing
screens are nine -years old, have been
repaired several times and are in need of
replacement.
Repair Rotunda Doors 1999 15,000 Main entrance rotunda doors require
major repairs. Hinges which support
doors currently in need of replacement
and upgrade to fill length spine hinge.
Currently, one door has been out of
order most of 1998.
C Barn 1999 7,000 C Bam carpet on stairs and in upper
Stair -Upper Level floor meeting room. Existing carpet is
Carpet stained and worn, in need of
replacement.
Resurface Parking Lot 1999 18,000 Lot was crack repaired two years ago.
This resurfacing will cover those repairs
and tie the existing lot into the newly
completed lot aesthetically.
Interior Room Signage 4/99 20,000 Interior wall signage, including room
names, bathroom and telephone
identification, no smoking, etc.
Chairs 1999 400 46,000 400 chairs and storage carts for support
Storage Carts of newly developed meeting space in H
G Barns.
Audio /visual 1999 5,300 Variety of audio /visual equipment
Equipment for H G necessary to support G H Bam
Barns Meeting Rooms meeting space. 2 wireless microphones-
$800; 2 overhead projectors- $1,000;
2 podiums- $2,000;1 26" TV -$800;
1 DVD (type of VCR) -$700.
Coat Racks 1999 10 6,700 10 new coat racks to support G H
Barns.
Oval Banquet 1999 83,944 Oval/banquet tables and dance floor.
Tables Equipment necessary to set rooms in G
Dance Floor H Barns.
Security System 1999 1 7,748 Install a security video system in storage
areas and employee entrance and the
dock area. Prevents loss of a/v
equipment and allows tracing of
materials to /from appropriate vendors.
366
CAPITAL OUTLAY B List Page 2
(Not budgeted To be Expended as Capital Becomes Available)
Item Anticipated Units Cost(s) Use/Need
Purchase Date
Outdoor Sound 1999 1 1,209 1 outdoor sound system: 1 mixer -$495;
System 2 speakers -$235; and stands -$85.
Rented to clients, particularly weddings,
to amplify sound during wedding
ceremonies or any other outdoor event
requiring amplification.
Cable Guards 1999 3,000 Cable guards to provide protection of
electrical and a/v cords when running
across doors and aisles in meeting
space. Safety issue for attendees.
Chiller Enclosure 1999 19,000 Finish exterior of Chiller enclosure and
Finish redirect air floor, thereby lowering heat
levels on motors running chillers to
prevent bum -out and replacement.
Decor for H G 1999 10,000 Decor for G H Barns, common areas
Barns and meeting rooms. Pictures, etc.
Tack Room 1999 5,800 Upgrade the sound system currently
Sound System installed in Tack, including replacement
of the speakers, or insulation of those
speakers, and the installation of one
equalizer on the amps.
Tack Room 1999 30,000 Run fresh air to lower level Tack Room,
Fresh Air which is limit to heat controls and
cannot be cooled in winter.
Tack Room 1999 7,400 Add six more incandescent lighting
Incandescent fixtures and ten additional wall scones.
Lighting Room is too dark for evening banquets.
367
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED t
DIV 655 CONVENTION CENTER
4100 Wages Regular Employees 226,341 175,079 270,551 291,607
4112 Overtime Regular Employee 1,454 1,424 0 1,500
4130 Wages Part -time Employees 130,642 112,048 117,161 120,676
4131 Overtime of Part -time Emp 2,401 945 0 0
4133 Vacation Pay 14,837 9,490 0 0
4134 Holiday Pay 12,937 9,701 0 0
4135 Sick Leave Pay 19,474 7,079 0 0
Salaries and Wages TOTAL 408,088 315,767 387,712 413,783
4142 PERA Coordinated Plan 17,009 13,993 20,083 21,434
4143 PERA Police Fire Plan 140 129 0 0
4146 FICA 30,406 23,810 29,660 31,654
4150 Employee Benefits 0 18,621 31,736 35,216
4151 Health Insurance 20,183 1,938 0 0
4152 Life Insurance 149 15 0 0
4153 Dental Insurance 1,641 165 0 0
4154 Workers Comp Insurance 10,827 2,298 11,133 11,728
4158 Disability Insurance 244 0 0 0
Fringe Benefits TOTAL 80,597 60,969 92,612 100,032
4210 Office Supplies 3,797 3,798 4,350 4,000
4220 Operating Supplies 22,855 21,780 22,800 26,000
4221 Motor Fuels 2 10 25 25
4223 Cleaning Supplies 7,678 5,004 10,400 8,500
4224 Clothing Personal Equip 650 406 750 1,400
4225 Shop Supplies 247 537 575 500
4226 Chemical Products 1,777 1,534 1,825 1,825
4227 Safety Supplies 366 173 380 250
4230 Repair Maint Supplies 2,384 3,879 5 5,200
4231 Equipment Parts 3,454 3,340 4 6,250
4233 Building Repair Supplies 10,732 8,456 10 10,700
4235 Landscaping Materials 486 2,116 2 3,400
4236 Signs Striping Material 408 490 825 1,650
368
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4240 Small Tools 529 624 750 800
4241 Laundry 0 0 125 125
Supplies TOTAL 55,367 52,147 65,705 70,625
4310 Professional Services 0 690 800 800
4312 Legal Services 2,297 3,219 750. 3,000
4313 Audit Financial Service 412 0 0 0
4316 Security Services 107 137 0 0
Purchased Services TOTAL 2,815 4,046 1,550 3,800
4321 Postage 3,167 3,422 7,400 5,900
4322 Telephone Services 15,743 13,995 15,500 17,500
4324 Delivery Service 210 288 135 250
4334 Use of Personal Auto 529 1,069 850 1,050
4340 Advertising 16,289 21,581 31,500 31,500
4341 Employment Advertising 107 721 1,000 1,600
4345 Advertising Agency 0 2,886 6,000 6,000
4347 Trade Show Promotions 5,066 4,363 5,650 5,650
4350 Printing 6,370 10,643 14,200 12,000
Communications TOTAL 47,481 58,969 82,235 81,450
4379 Lower Level Improvements 0 5,504 0 0
4380 Repair Maint Contract 9,620 8,393 13,2.80 16,080
4382 Equipment Repair Maint 25,553 23,708 28,700 25,000
4390 Rentals 50,023 42,157 45,800 68,061
4391 Dewatering Services 0 45,564 0 0
4392 Building Rentals 437 0 0 0
4395 Client Request Rent Chrg 3,954 16,372 8,200 8,200
4397 Logis Charges 2,417 2,683 0 0
4398 Protective Services 205 205 205 205
Repair Rental Maint TOTAL 92_210 144_585 96_185 117_546
4400 Other Contractual Service 14,290 12,100 15,416 16,000
4401 Credit Card Fees 4,242 739 0 800
4402 Uncollectible Checks -331 2,507 0 0
369
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
2998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4403 Cash (Over) and Short -92 -56 0 0
4411 Conferences and Schools 1,635 3,291 5,000 5
4412 Meeting Expenses 631 628 1,250 850
4413 Dues Subscriptions 2,307 3,643 3,280 3,850
4417 Books /Reference Materials 68 34 290 290
4427 Tree Removal Contract 0 188 0 0
Other Contractual Sery TOTAL 22,750 23_073 25,236 26,790
4461 Gen Liability Insurance 5,868 5,725 9,745 6,030
4462 Property Insurance 2,593 2,254 4,958 8,387
4463 Machinery Breakdown Ins 457 456 1,002 1,219
Insurance TOTAL 8,917 8_435 15_705 15,636
4481 Electric Service 65,312 61,513 63,000 74,000
4482 Gas Service 25,235 18,402 24,000 26,000
4484 Water Service 1,512 1,280 1,588 1,825
4485 Sanitary Sewer Service 2,503 2,377 2,656 3,016
4487 Solid Waste Disposal 2,457 1,495 3,000 2,000
4488 Storm Water Drainage 1,107 1,026 1,160 1,160
Utilities TOTAL 98,126 86,093 95,404 108,001
4530 Other Improvements 2,435 0 69,000 10,000
4548 Computer Equipment 0 0 15,000 18,000
4552 Other Equipment 3,195 0 12,992 25,700
Capital Outlays TOTAL 5,630 0 96,992 53,700
4611 Interest 17,863 13,574 0 20,000
Debt Service TOTAL 17,863 13,574 0 20,000
4199 Salaries Reimbursed 26,504 0 0 0
Administrative Service TOTAL 26,504 0 0 0
4841 Merchandise Cost of Sales 0 78 0 0
4842 Food Cost of Sales Guests 2,003 -299 340 1,050
4844 Food Cost of Sales Events 0 55 0 0
r
370
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
Cost of Sales TOTAL 2,003 -166 340 1,050
4920 Depreciation Expense 0 0 32,341 35,200
Depreciation TOTAL 0 0 32,341 35,200
CONVENTION CENTER TOTAL 868,350 767,491 992,017 1,047,613
1
1
1
1
1
1
1
1
371
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Division: CATERING OPERATIONS
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Rentals and Charges $1,478,815 $1,467,157 $1,777,077 $1,962,000
Less: Cost of Sales $325,743 $326,426 $369,837 $428,164
Gross Profit $1,153,072 $1,140,731 $1,407,240 $1,533,836
EXPENDITURES:
Personnel 447,931 $468,770 $490,690 $649,911
Supplies 81,490 74,844 93,318 87,204
Other Contractual Services 216,342 191,781 227,045 230,995
Insurance 16,320 11,716 12,650 13,420
Utilities 22,651 23,821 28,457 34,050
Interest Expense 253 0 0 0
Administrative Service Transfer 0 0 0 0
Depreciation 8,548 8,548 2,735 2,800
Total Expenditures $793,535 $779,480 $854,895 $1,018,380
Net Income $359,537 $361,251 $552,345 $515,456
Capital Outlay 0 0 30,700 0
Available Resources $359,537 $361,251 $521,645 $515,456
372
Division: Caterin g Operations
Budget Code: 656
Program No: 8900, 8909
PROFILE
The Catering Division of the Heritage Center sells, prepares, and services all food- and beverage related
activity. A management contract exists with a catering company to oversee this division at the direction of
the Heritage Center General Manager. There is also a joint sales effort between facility and catering sales
personnel.
Caterer creates menus determines food ricin hires staff, provides food and beverage to facility clients,
P g, P g t3'
and maintains an inventory of food and small wares, maintains the kitchen and service areas, and services
all food related functions.
This division is responsible for 1.988 million in gross revenues, up approximately 19.5% from 1998. This
increase is dependent upon additional meeting space in the H Barn G Barn.
DEPARTMENTAL GOALS
Provide the finest quality of food and beverage available to facility clients.
Develop additional revenue through the creation of new menus and increased menu pricing.
Maintain competitive purchase pricing.
Continue to eliminate duplicity of effort between the facility and catering systems.
Continue aggressive marketing by facility and catering sales staff to existing and new corporate /social
clients.
PERSONNEL LEVELS
Contracted through catering company: Catering Sales Director, Catering Sales Managers, Head Chef, Pastry
Chef, Sous Chefs, Cooks, Bar /Operations Manager, Bartenders, Banquet Captains (Waitstaff), Banquet
Servers (Waitstaff), and Dishwashers.
1
i
1
373
1
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 656 CATERING OPERATIONS
4100 Wages Regular Employees 10,521 2,847 0 0
4112 Overtime Regular Employee 68 299 0 0
4130 Wages Part -time Employees 358,535 35,201 0 35,200
4131 Overtime of Part -time Emp 1,293 145 0 0
4132 D'Amico's Employees 0 343,276 405,529 489,039
Salaries and Wages TOTAL 370,418 381,768 _405,529 _524,239
4142 PERA Coordinated Plan 1,376 1,661 0 1,823
4143 PERA Police Fire Plan 8 34 0 0
4146 FICA 2,695 2,909 0 2,693
4151 Health Insurance 1,270 103 0 0
4152 Life Insurance 10 1 0 0
4153 Dental Insurance 145 11 0 0
4154 Workers Comp Insurance 1,294 42.9 0 1,341
4196 D'Amico's Empl Benefits 70,714 81,853 85,161 119,815
Fringe Benefits TOTAL 77,513 87,002 85,161 125,672
4210 Office Supplies 4,361 3,346 3,500 2 1 500
4220 Operating Supplies 54,326 70,444 50,958 51,804
4223 Cleaning Supplies 158 0 9,616 1,000
4226 Chemical Products 0 205 0 0
4230 Repair Maint Supplies 93 275 400 400
4231 Equipment Parts 42 0 0 0
4233 Building Repair Supplies 328 575 800 1,500
4241 Laundry 22,182 0 28,044 30,000
Supplies TOTAL 81,490 74,844 93,318 87,204
4310 Professional Services 0 1,085 0 0
4313 Audit Financial Service 692 75 0 0
4316 Security Services 451 1,940 2,900 2,900
Purchased Services TOTAL 1,143 3,100 2,900 2,900
4321 Postage 127 2,941 2,275 2,275
4322 Telephone Services 5,332 6,063 5,210 6,500
374
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4325 Teleprocessing Services 0 1,500 0" 1,560
4334 Use of Personal Auto 14 0 300 300
4340 Advertising 9,043 2,125 8,200 8,200
4341 Employment Advertising 0 655 0 0
1 4346 Advertising Print 0 92 0 0
4347 Trade Show Promotions 0 5,508 0 0
4350 Printing 820 574 3,205 3,200
Communications TOTAL 15,336 19,457 19,190 22,035
1 4380 Repair Maint Contract 2,357 5,282 8,000 5,000
4382 Equipment Repair Maint 11,515 14,954 9,400 14,000
4390 Rentals 5,115 0 6,400 3,785
4393 Equipment Rentals 0 3,121 0 0
4395 Client Request Rent Chrg 0 1,501 0 0
Repair Rental Maint TOTAL 18,987 24,859 23,800 22,785
4400 Other Contractual Service 168,442 124,860 168,000 170,925
4401 Credit Card Fees 536 4,733 3,205 3,600
4402 Uncollectible Checks 7,243 5,367 2,650 2,650
4403 Cash (Over) and Short -273 2,096 0 0
4411 Conferences and Schools 128 137 300 300
4412 Meeting Expenses 0 0 400 400
4413 Dues Subscriptions 0 850 600 600
4414 Licenses, Taxes, Fees 4,800 6,322 6,000 4,800
Other Contractual Sery TOTAL 180,876 144,365 181,155 183,275
4461 Gen Liability Insurance 10,158 8,976 8,050 8,050
4462 Property Insurance 1,379 1,828 0 3,700
4463 Machinery Breakdown Ins 243 369 0 720
4469 Liquor Liability Ins 4,541 543 4,600 950
Insurance TOTAL 16_320 11_716 12,650 13,420
4480 Utilities 1,023 0 0 0
4481 Electric Service 11,490 10,917 11,000 11,000
4482 Gas Service 3,872 5,324 10,000 15,000
375
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4484 Water Service 257 241 400 400
4485 Sanitary Sewer Service 431 425 472 450
4487 Solid Waste Disposal 5,385 6,728 6,375 7,000
4488 Storm Water Drainage 195 186 210 200
Utilities TOTAL 22,651 23,821 28,457 34_050
4550 Furniture Fixtures 0 0 30,700 0
Capital Outlays TOTAL 0 0 30,700 0
4611 Interest 253 0 0 0
Debt Service TOTAL 253 0 0 0
4821 Liquor Cost of Sales 0 8,859 0 11,787
4822 Wine Cost of Sales 0 15,157 0 18,727
4823 Beer Cost of Sales 0 13,240 0 17,712
4830 D'Amico's Cost of Sales 325,061 0 369,837 379,938
4842 Food Cost of Sales Guests 521 289,171 0 .0
4844 Food Cost of Sales Events 160 0 0 0
Cost of Sales TOTAL 325,743 326,426 369,837 428,164
4920 Depreciation Expense 798 798 797 800
4921 Amortization Expense 7,750 7,750 .1,938 2,000
Depreciation TOTAL 8,548 8,548 2,735 2,800
CATERING OPERATIONS TOTAL 1,119,277 1,105,905 1,255,432 1,446,544
376
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Division: OFFICE RENTALS
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
I REVENUES:
Rentals and Charges $110,505 $79,774 $89,124 $37,337
Total Revenues $110,505 $79,774 $89,124 $37,337
EXPENDITURES:
Personnel $22,227 $12,671 $12,648 $1,167
Supplies 6,264 5,587 7,564 1,600
Other Contractual Services 42,972 34,931 36,510 11,900
Insurance 1,728 1,503 2,852 3,331
Utilities 7,673 6,665 8,836 2,750
Interest Expense 0 0 0 0
Administrative Service Transfer 0 0 0 0
Depreciation 0 0 0 0
Total Expenditures $80,864 $61,357 $68,410 $20,748
Net Income $29,641 $18,417 $20,714 $16,589
Capital Outlay 30,900
Available Resources $29,641 $18,417 $20,714 ($14,311)
377
Division: Office Rentals
Budget Code: 657
Program No: 8930
PROFILE
Approximately seventy percent of the D Barn is currently designed to provide commercial office rental
space and is occupied under a long term lease with Blumental's Architecture. The Heritage Center staff,
under the direction of the General Manager, provides maintenance and custodial services, lawn care, and
snow removal. Leases are negotiated by the General Manager. The remaining ground level square footage
(approximately 1000 square feet) provides storage area for equipment which supports the G Barn meeting
area.
DEPARTMENTAL GOALS
Continue to provide appropriate maintenance at current high standards to tenant.
Respond to tenant concerns, if any, in a timely manner.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnenditure Amount
4235 Landscaping Materials $1,000
Landscaping and trees for D Barn
4520 Buildings $30,900
Tenant improvement of building interior
PERSONNEL LEVELS
General Manager oversees entity. Maintenance and custodial care provided by Heritage Center staff under
the direction of the Maintenance Supervisor.
378
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 657 OFFICE RENTALS
4100 Wages Regular Employees 6,219 4,630 0 0
4112 Overtime Regular Employee 0 38 0 0
4130 Wages Part -time Employees 7,451 6,466 10,815 11000
Salaries and Wages TOTAL 13_671 11_135 10,815 1,000
4142 PERA Coordinated Plan 601 486 560 52
4146 FICA 1,036 831 827 77
4151 Health Insurance 911 84 0 0
4152 Life Insurance 7 1 0 0
4153 Dental Insurance 104 10 0 0
4154 Workers Comp Insurance 596 125 446 38
Fringe Benefits TOTAL 3,255 1,536 1,833 167
4210 Office Supplies 0 0 75 0
4220 Operating Supplies 2,024 2,076 2.,871 200
4223 Cleaning Supplies 1,365 687 1,000 50
4224 Clothing Personal Equip 31 0 150 0
4225 Shop Supplies 13 6 100 0
4226 Chemical Products 0 0 100 0
4227 Safety Supplies 0 0 90 0
4230 Repair Maint Supplies 881 435 968 150
4231 Equipment Parts 0 88 250 0
4233 Building Repair Supplies 1,699 1,626 1,110 200
4235 Landscaping Materials 50 609 500 1,000
1 4236 Signs Striping Material 0 0 150 0
4240 Small Tools 200 60 200 0
1 Supplies TOTAL 6,264 5.587 7.564 1,600
4310 Professional Services 0 2,273 0 0
4312 Legal Services 0 0 300 0
4313 Audit Financial Service 80 0 100 0
Purchased Services TOTAL 80 2,273 400 0
4322 Telephone Services 1,409 2,099 2,100 0
379
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 1,409 2,099 2,100 0
4380 Repair Maint Contract 1,011 629 1,600 200
4382 Equipment Repair Maint 3,856 2,014 2,500 200
4397 Logis Charges 368 434 0 0
4398 Protective Services 206 206 206 0
Repair Rental Maint TOTAL 5,441 3,283 4,306 400
Service 5 831 3
4400 Other Contractual 839 6,204 1,500
4403 Cash (Over) and Short 0 14 0 0
4414 Licenses, Taxes, Fees 30,211 23,423 23,500 10,000
Other Contractual Sery TOTAL 36,042 27,276 29,704 11,500
4461 Gen Liability Insurance
684 551 913 519
4462 Property Insurance 888 792 1,613 2,691
4463 Machinery Breakdown Ins 156 160 326 121
Insurance TOTAL 1,728 1,503 2,852 3,331
4481 Electric Service 4,918 4,320 4,173 0
4482 Gas Service 1,296 971 2,800 1,800
4484 Water Service 285 238 310 200
4485 Sanitary Sewer Service 411 375 500 250
4487 Solid Waste Disposal 763 762 1,053 500
Utilities TOTAL 7,673 6,665 8,836 2,750
4520 Buildings 0 30,9D0
4530 Other Improvements 1,060 0 0 0
Capital Outlays TOTAL 1,060 0 0 30,900
4199 Salaries Reimbursed 5,301 0 0 0
Administrative Service TOTAL 5,301 0 0 0
OFFICE RENTALS TOTAL 81,924 61,357 68,410 51,648
380
EAR LE BROWN HERITAGE CENTER
1999 BUDGET
Division: INN ON THE FARM
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Rentals and Charges $262,308 $253,597 $268,400 $250,600
Less: Cost of Sales $27,250 $18,826 $17,300 $17,300
Gross Profit $235,058 $234,771 $251,100 $233,300
EXPENDITURES:
Personnel $189,003 $203,784 $194,130 $171,918
Supplies 13,689 14,230 21,455 18,355
Other Contractual Services 68,908 51,945 49,895 54,825
Insurance 3,516 3,379 3,864 4,041
Utilities 20,234 16,066 20,356 19,100
Interest Expense 17,863 13,574 1,480 5,000
Administrative Service Transfer 13,252 0 0 0
Depreciation 0 0 3,629 4,000
Total Expenditures $326,465 $302,978 $294,809 $277,239
Net Income ($91,407) ($68,207) ($43,709) ($43,939)
Capital Outlay 0 4,847 0 5,900
Net Income ($91,407) ($73,054) ($43,709) ($49,839)
381
Division: Inn on the Farm
Budget Code: 658
Program No: 8910
PROFILE
The Inn on the Farm is a showcase of the community's commitment to historic preservation. It is a working
Country Inn providing overnight accommodations to social, corporate, and travel clientele doing business
and/or visiting the North Metro area. It provides small meeting accommodations for approximately 175
corporate clients yearly, as well as introducing them to the larger meeting facilities at Earle Brown Heritage
Center.
DEPARTMENTAL GOALS
To complement Heritage Center Events with superior on -site lodging.
To continue to develop and support the corporate client base which provides approximately 55% of the
overnight occupancy.
To continue to provide a high level of service to clients thereby assuring continued repeat business levels
which lead to increased client base.
To continue efficient use of staff through cross training.
To continue introducing new corporate clients to the Inn and the Heritage Center by promotion of small 1
meetings and overnight accommodations.
PERSONNEL LEVELS
Number Position
1 Innkeeper
1 Assistant Innkeeper
Part-time positions include Hostess/Cooks, Housekeepers, and Night Auditors. Maintenance and repair of
the Inn (interior and exterior) are provided by the convention center maintenance staff under the direction
of the Maintenance Supervisor and billed to the Inn budget.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4340 Advertising $7,000
Includes listings in B B Directories, Internet Directories and website, AAA Directory, and
various newspaper B B advertising.
382
4400 Other Contractual Service $5,000
Lawn care, snow removal, pest control and paging services.
4411 Conferences and Schools $780
Midwest B &B Conference and MN B &B Conference.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use/Need
Purchase Date
Carpet in Earle's 1999 40 yds. 2,000 Replacement of carpet in main
House registration desk area of Inn.
Mattresses 2/99 2 sets 1,600 Existing mattresses and box
Box Springs springs are nine years -old, worn
out and need replacement.
Living Room 6/99 6 1,500 Existing chairs in good
Chairs structural condition but need
reupholstering.
1 Overstuffed Chairs 4/99 2 800 Replace existing worn stained
chairs.
1
383
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 658 INN ON THE FARM
4100 Wages Regular Employees 56,014 61,587 65,799 67,113
4112 Overtime Regular Employee 961 1,902 0 0
4130 Wages Part -time Employees 97,381 102,407 95,481 75,345
4131 Overtime of Part -time Emp 1,280 1,177 0 0
4133 Vacation Pay 2,536 2,927 0 0
4134 Holiday Pay 2,324 2,821 0 0
4135 Sick Leave Pay 1,076 3,065 0 0
4197 Temporary Services 0 0 1 0
Salaries and Wages TOTAL 161,572 175,887 163,180 142,458
4142 PERA Coordinated Plan 6,892 7,716 8,354 7,379
4146 FICA 12,314 13,351 12,338 10,898
4150 Employee Benefits 0 5,141 7,484 8,804
4151 Health Insurance 4,151 676 0 0
4152 Life Insurance 40 7 0 0
4153 Dental Insurance 465 62 0 0
4154 Workers Comp Insurance 3,529 943 2,774 2,379
4156 Unemployment Compensation 41 0 0 0
Fringe Benefits TOTAL 27,431 27,897 30,950 29,460
4210 Office Supplies 198 344 350 0
4220 Operating Supplies 7,441 6,523 10,900 9,000
4221 Motor Fuels 1 0 0 0
4223 Cleaning Supplies 677 247 750 500
4224 Clothing Personal Equip 67 80 175 175
4225 Shop Supplies 20 7 75 50
4226 Chemical Products 257 0 175 175
4227 Safety Supplies 305 274 190 190
4228 Guest Supplies 2,253 1,114 2,500 2,500
4230 Repair Maint Supplies 758 1,205 1,800 1,500
4231 Equipment Parts 157 85 175 175
4233 Building Repair Supplies 608 2,565 2,750 2,500
4235 Landscaping Materials 164 617 400 400
384
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
4236 Signs Striping Material 0 48 100 100
4240 Small Tools 119 98 125 100
4241 Laundry 666 1,023 990 990
Supplies TOTAL 13,689 14,230 21,455 18,355
4310 Professional Services 2,732 0 0 0
4313 Audit Financial Service 146 0 0 0
Purchased Services TOTAL 2,878 0 0 0
4321 Postage 1,535 1,173 1,250 1,250
4322 Telephone Services 6,792 6,623 7,000 7,000
4324 Delivery Service 16 0 50 50
4334 Use of Personal Auto 78 99 90 90
4340 Advertising 9,991 3,967 4,000 7,000
4341 Employment Advertising 161 181 250 1,500
4347 Trade Show Promotions 0 0 250 300
4350 Printing 2,265 1,773 2. 2,500
Communications TOTAL 20,837 13,816 15,390 19,690
4380 Repair Maint Contract 2,913 2,334 3,000 3,000
4382 Equipment Repair Maint 2,880 7,329 3,620 6,000
4390 Rentals 601 30 150 0
4397 Logis Charges 1,012 1,066 0 0
4398 Protective Services 205 205 205 205
Repair Rental Maint TOTAL 7,612 10,964 6,975 9,205
4400 Other Contractual Service 4,980 4,867 5,500 5,000
4401 Credit Card Fees 5,417 5,699 5,000 5,000
4402 Uncollectible Checks 143 11 0 0
4403 Cash (Over) and Short 681 90 0 0
4404 Collection Fees 0 25 0 0
4411 Conferences and Schools 591 230 780 780
4412 Meeting Expenses 50 35 100 100
4413 Dues Subscriptions 524 613 650 650
4414 Licenses, Taxes, Fees 25,194 15,595 15,500 14,400
385
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Other Contractual Sery TOTAL 37,581 27,165 27,530 25,930
4461 Gen Liability Insurance 2,356 2,212 2,168 1,651
4462 Property Insurance 986 971 1,411 2,118
4463 Machinery Breakdown Ins 174 196 285 272
Insurance TOTAL 3,516 3,379 3,864 4,041
4481 Electric Service 10,098 7,424 10,100 10,100 t
4482 Gas Service 6,460 5,761 6,500 6,000
4484 Water Service 978 696 1,056 800
4485 Sanitary Sewer Service 1,705 1,222 1,700 1,200
4487 Solid Waste Disposal 995 963 1 1,000
Utilities TOTAL 20,234 16,066 20,356 19,100
4550 Furniture Fixtures 0 0 0 5,900
Capital Outlays TOTAL 0 0 0 5,900
4611 Interest 17,863 13,574 1,480 5,000
Debt Service TOTAL 17,863 13,574 1,480 5,000
4199 Salaries Reimbursed 13,252 0 0 0
Administrative Service TOTAL 13,252 0 0 0
4841 Merchandise Cost of Sales 845 626 800 800
4842 Food Cost of Sales Guests 18,460 18,200 16:,500 16,500
4844 Food Cost of Sales Events 7,945 0 0 0
Cost of Sales TOTAL 27,250 18,826 17,300 17,300
4920 Depreciation Expense 0 0 3,629 r 4,000
Depreciation TOTAL 0 0 3,629 4,000
INN ON THE FARM TOTAL 353,715 321,803 312,109 300,439
386
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Division: EARLE'S RESTAURANT
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Rentals and Charges $58,651 $58,332 $62,600 ($2,500)
Less: Cost of Sales $18,355 $18,186 $21,200 $0
Gross Profit $40,296 $40,146 $41,400 ($2,500)
EXPENDITURES:
Personnel $37,829 $23,572 $22,707 $0
Supplies 2,406 2,127 2,090 0
Other Contractual Services 6,393 5,284 8,070 0
Insurance 591 109 485 0
Utilities 0 0 0 0
Interest Expense 0 0 0 0
Administrative Service Transfer 2,650 0 0 0
Depreciation 0 0 0 0
Total Expenditures $49,869 $31,092 $33,352 $0
Net Income ($9,573) $9,054 $8,048 ($2,500)
Capital Outlay 0 0 0 0
Net Income ($9,573) $9,054 $8,048 ($2,500)
387
Division: Earle's Restaurant
Budget Code: 659 1
Program No: 8970
PROFILE
Closed due to losses and decreased business.
Continued in budget because anticipated redeemed gift certificates. Should have dollars here for
redemption.
388
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 659 EARLES RESTAURANT
4100 Wages Regular Employees 8,649 47 0 0
4112 Overtime Regular Employee 192 0 0 0
4130 Wages Part -time Employees 4,702 1,265 5,026 0
4132 D'Amico's Employees 18,154 18,805 16,950 0
Salaries and Wages TOTAL 31,697 20,118 21,976 0
4142 PERA Coordinated Plan 607 59 260 0
4146 FICA 1,036 100 385 0
4151 Health Insurance 1,027 86 0 0
4152 Life Insurance 10 1 0 0
4153 Dental Insurance 116 8 0 0
4154 Workers Comp Insurance 251 6 86 0
4196 D'Amico's Empl Benefits 3,086 3,194 0 0
Fringe Benefits TOTAL 6,132 3,454 731 0
t 4220 Operating Supplies 2,161 1,530 1,500 0
4223 Cleaning Supplies 246 518 350 0
4224 Clothing Personal Equip 0 80 165 0
4228 Guest Supplies 0 0 75 0
Supplies TOTAL 2,406 2,127 2,090 0
4321 Postage 119 114 350 0
4322 Telephone Services 946 933 1,200 0
4330 Transportation 0 41 0 0
4340 Advertising 3,749 1,908 3,500 0
4341 Employment Advertising 48 0 0 0
4350 Printing 320 722 1,300 0
Communications TOTAL 5_182 3,718 6_350 0
4380 Repair Maint Contract 113 141 145 0
4390 Rentals 1 1,096 1 0
Repair Rental Maint TOTAL 1,211 1,236 1,195 0
4401 Credit Card Fees 0 0 525 0
389
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4414 Licenses, Taxes, Fees 0 330 0 0
Other Contractual Sery TOTAL 0 330 525 0
4461 Gen Liability Insurance 591 109 485 0
Insurance TOTAL 591 109 485 0
4199 Salaries Reimbursed 2,650 0 0 0
Administrative Service TOTAL 2,650 0 0 0
4821 Liquor Cost of Sales 5,282 5,647 4,600 0
4842 Food Cost of Sales Guests 13,073 12,539 16,600 0
Cost of Sales TOTAL 18,355 18,186 21,200 0
EARLES RESTAURANT TOTAL 68,224 49,278 54,552 0
390
EARLE BROWN HERITAGE CENTER
1999 BUDGET
Division: ADMINISTRATION
Council
Actual Actual Adopted Adopted
1996 1997 1998 1999
REVENUES:
Rentals and Charges $0 $0 $0 $0
Total Revenues $0 $0 $0 $0
EXPENDITURES:
Personnel $0 $137,063 $148,073 $157,703
Supplies 0 0 0 2,400
Other Contractual Services 0 2,128 7,482 11,060
Insurance 0 0 0 0
Utilities 0 0 0 3,450
Interest Expense 0 0 0 0
Administrative Service Transfer 0 52,797 62,767 58,545
Total Expenditures $0 $191,988 $218,322 $233,158
Capital Outlay 0 0 0 2,250
Total Outlays $0 ($191,988) ($218,322) ($235,408)
1
391
Division: Administration
Budget Code: 660
Program No: 8999
PROFILE
To provide overall administrative duties for the complex which is Earle Brown Heritage Center, including,
but not limited to, commercial office, Convention Center, catering, and Inn on the Farm.
DEPARTMENTAL GOALS
To oversee and support the work of the various divisions which make up the Earle Brown Heritage
Center.
SPECIFIC EXPENDITURE CODE DETAIL
All added line items are the result of separating the Convention Center Administrative Office expenses from
the Commercial Office total expenses.
PERSONNEL LEVELS
Number Position
1 EBHC Manager
1 Secretary/Receptionist
1
Secretary/Billing Clerk
1 Part-time Clerk/Typist
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use/Need
Purchase Date
Reception Chairs 1/99 3 2,250 Three reception chairs for main
administration office. Existing
chairs are nine years -old, no
longer repairable or cleanable
due to stains and loose or
broken arms/legs.
392
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 660 EBHC ADMINISTRATION
4100 Wages Regular Employees 0 87,206 108,379 11.0,513
4112 Overtime Regular Employee 0 77 0 0
4130 Wages Part -time Employees 0 13,027 12,054 16,616
4133 Vacation Pay 0 5,513 0 0
4134 Holiday Pay 0 4,213 0 0
4135 Sick Leave Pay 0 4,492 0 0
Salaries and Wages TOTAL 0 114,528 120,433 127,129
4142 PERA Coordinated Plan 0 4,868 6,238 6,585
4146 FICA 0 8,697 9,213 9,725
4150 Employee Benefits 0 6,831 11,226 13,206
4151 Health Insurance 0 1,531 0 0
4152 Life Insurance 0 10 0 0
4153 Dental Insurance 0 165 0 0
4154 Workers Comp Insurance 0 174 694 773
4158 Disability insurance 0 257 269 285
Fringe Benefits TOTAL 0 22,535 27,640 30,574
4220 Operating Supplies 0 0 0 300
4223 Cleaning Supplies 0 0 0 250
4224 Clothing Personal Equip 0 0 0 100
4225 Shop Supplies 0 0 0 100
4226 Chemical Products 0 0 0 100
4227 Safety Supplies 0 0 0 50
4230 Repair Maint Supplies 0 0 0 350
4231 Equipment Parts 0 0 0 100
4233 Building Repair Supplies 0 0 0 300
4235 Landscaping.Materials 0 0 0 500
4236 Signs Striping Material 0 0 0 200
4240 Small Tools 0 0 0 50
Supplies TOTAL 0 0 0 2,400
4313 Audit Financial Service 0 2,128 2,240 2,600
393
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Purchased Services TOTAL 0 2,128 2,240 2,600
4380 Repair Maint Contract 0 0 0 300
4382 Equipment Repair Maint 0 0 0 300
4397 Logis Charges 0 0 5,242 5,360
Repair Rental Maint TOTAL 0 0 5,242 5,960
4400 Other Contractual Service 0 0 0 2,500
Other Contractual Sery TOTAL 0 0 0 2,500
4481 Electric Service 0 0 0 2,500
4484 Water Service 0 0 0 200
4485 Sanitary Sewer Service 0 0 0 250
4487 Solid Waste Disposal 0 0 0 500
Utilities TOTAL 0 0 0 3,450
4550 Furniture Fixtures 0 0 0 .2,250
Capital Outlays TOTAL 0 0 0.: 2,250
4702 Administrative Sery Trans 0 52,797 .62,767 58,545
Administrative Service TOTAL 0 52,797 62,767 58,545
EBHC ADMINISTRATION TOTAL 0 191,988 218,322 235,408
394
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code.& Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 999 UNDEFINED
4920 Depreciation Expense 332,586 378,615 0 0
Depreciation TOTAL 332,586 378,615 0 0
UNDEFINED TOTAL 332,586 378,615 0 0
EARLE BROWN HERITAGE CTR TOTAL 2,824,076 2,876,438 2,900,842 3,081,652
1
1
395
1
1
1
1
1
1
1
1
RECYCLING FUND
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Service to Customers $211,468 $210,070 $214,000 $208,000
Investment Earnings 5,102 4,783 6,000 4,000
Total Revenues $216,570 $214,853 $220,000 $212,000
EXPENDITURES:
Personnel $0 $0 $0 $0
Supplies 0 0 700 100
Other Contractual Services 9,996 9,996 10,000 10,000
Recycling Contractor 209,359 209,463 209,000 201,700
Insurance 216 105 300 200
Total Expenditures $219,571 $219,564 $220,000 $212,000
Available Resources ($3,001) ($4,711) $0 $0
t
1
397
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND RECYCLING AND REFUSE FUND 055
3710 Recycling Service Fee 211,468 210,070 214,000 208,000
Recycling Revenues TOTAL 211,468 210,070 214,000 208,000
3800 Interest Earnings 5,102 4,783 6 4,000
Investment Earnings TOTAL 5,102 4,783 6,000 4,000
RECYCLING AND REFUSE FUND TOTAL 216,570 214,854 220,000 212,000
1
1
t
1
398
Division: Recycling Fund
Y g
Budget Code: 665
Program No: 9551
PROFILE
The recycling fund accounts for the operation and administration of the City's state mandated curbside
recycling program. It is primarily comprised of fees paid to the Hennepin Recycling Group (HRG), a four
cities consortium for recycling services.
DEPARTMENTAL GOALS
To provide weekly collection of recyclables.
To continue an effective curbside recycling program while keeping rates as affordable as possible.
To identify program needs and develop funding mechanisms that provide sufficient revenues.
399
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 665 RECYCLING FUND
4220 Operating Supplies 0 0 700 100
Supplies TOTAL 0 0 700 100
4397 Logis Charges 9 9,996 10,000 10,000
Repair Rental Maint TOTAL 9,996 9,996 10,000 10,000
4400 Other Contractual Service 209,359 209,359 209,000 201,700
Other Contractual Sery TOTAL 209,359 209,359 209,000 201,700
4461 Gen Liability Insurance 216 105 300 200
Insurance TOTAL 216 105 300 200
RECYCLING FUND TOTAL 219,571 219,460 220,000 212,000
RECYCLING AND REFUSE FUND TOTAL 219,571 219,460 220,000 212,000
400
WATER UTILITY FUND
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Service to Customers $1,056,548 $1,059,077 $1,120,500 $1,099,500
Meter Sales 24,884 14,400 12,000 12,000
Cost of Sales Water Meters (18,114) (60,944) (12,000)
Penalties 70,804 83,091 50,000 70,000
Special Assessments 3,994 23,114 0 2,000
Tower Rental Fee 12,197 15,225 15,500
Spec Assess Certification Fees 8,603 15,000
Other Revenue 5,073 521 0 0
Investment Earnings 283,215 243,860 198,427 148,616
Total Revenues $1,426,404 $1,383,919 $1,396,152 $1,350,616
I EXPENDITURES:
Personnel $240,580 $235,367 $217,663 $281,471
Supplies 87,392 86,813 95,500 97,700
Other Contractual Services 132,337 131,685 126,250 134,482
Central Garage Rentals 33,736 40,242 20,084 17,415
Insurance 10,511 9,874 13,495 9,000
Utilities 124,005 118,145 139,100 139,100
Administrative Service Transfer 114,050 117,819 123,871 125,686
Depreciation 230,236 233,746 257,000 359,100
Total Expenditures $972,847 $973,691 $992,963 $1,163,954
Operating Income $453,557 $410,228 $403,189 $186,662
Capital Outlay 16,560 29,167 12,500
Construction 1,109,025 1,820,204 1,800,500 803,700
Available Resources ($672,028) ($1,439,143) ($1,409,811) ($617,038)
I 401
I;
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND WATER UTILITY FUND 056
3081 Special Assessments 10,918 20,055 0 16,000
3083 Penalties on Spec Assessments 208 38 0 0
3084 Interest on Special Assessment 3,786 3,020 0 4,000
Miscellaneous Taxes TOTAL _6_924 23,114 0 20_000
3461 Other Revenue 4,473 25 0 0
3472 Check Processing Fee 600 521 0 0
Miscellaneous Revenues TOTAL 5,073 546 0 0
3740 Water Sales 1,060,761 1,052,021 1,112,500 1,092,000
3742 Fire Lines 8,034 7,535 8,000 7,500
3743 Outside Water Sales 1,460 621 0 0
3744 Sales of Water Meters 24,884 14,400 12,000 12,000
3745 Cost of Sales Water Meters 18,114 60,944 0 12,00.0
3746 Curb Stop Repairs -40 969 0 0
3749 Customer Account Refunds -4,699 -6,250 0 0
3750 Service Restoration Fee Water 1,950 725 0 0
3751 Meter Rentals 0 3,401 0 0
3752 Water Connection Charge 0 31 0 0
3754 Water Penalties 70,804 83,091 50,000 52,000
3755 Tower Rental Fee 0 12,197 15,225 15,500 r
3756 Certification Fee 0 8,603 0 15,000
Water Utility Revenue TOTAL 1,145,040 1,116,399 1,197,725 1,182,000
3800 Interest Earnings 283,215 243,860 198,427 148,616
Investment Earnings TOTAL 283,215 243,860 198,427 148,616
WATER UTILITY FUND TOTAL 1,426,404 1,383,919 1,396,152 1,350,616
402
Division: Water Facili t Maintenance
Budget Code: 670
Program No: 7115 7101 -7110 7121 -7123
PROFILE
This activity involves the production of water and the maintenance of the City's nine wells and three towers,
including buildings, chemical feed equipment, and grounds, as well as monitoring the Jordan Aquifer, which
is the City's source of water.
DEPARTMENTAL GOALS
Routine and emergency maintenance of wells, continued monitoring of static /pumping levels and well
depths.
Maintain chemical feed equipment so as to comply with state guidelines for disinfection, fluoridation
and corrosion control.
Preventative maintenance and emergency repairs of electrical controls, telemetry system and building
and grounds.
Routine maintenance and repair of the interiors/exteriors of the City's water towers providing for proper
seasonal level fluctuation to avoid possible structural damage.
Maintain accurate calibration of all towers.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Exnlanation Amount
4220 Operating Supplies $4,000
Various supplies. Includes $850 for an additional Metrotech metal locator.
4226 Chemical Products $66,500
Various chemicals are added to City water for disinfection, fluoridation, reduced corrosivity,
and to hold the naturally- occurring nuisance mineral manganese in solution. Increased by
$1,500 in 1999 for expected price increases.
4230 Repair and Maintenance Supplies $5,000
The cost of repair or replacement of mechanical equipment in the pumphouses. Includes the
cost of replacing two chlorinator booster pumps($2,000).
4400 Contractual Service $5,000
This line item provides for maintenance contracts on well house furnaces, and on the
SCADA system. Since the SCADA system is scheduled to be replaced in late 1998 -early
1999, this line item has been reduced, anticipating fewer service calls.
4414 Licenses, Taxes, and Fees $7,000
The Water Appropriation Permit fee charged by the DNR for the pumping of groundwater
from the Jordan Aquifer.
4481 Electric Service $130,000
The cost of pumping water.
403
PERSONNEL LEVELS
Number Position
2 Maintenance II
.55 Seasonal Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Rehab wellhouse #7 Spring, 1999 $13,000 Replace furnaces, A/C, exterior
doors and frames
1
404
r
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 670 WATER FACILITY MAINT
4100 Wages Regular Employees 28,009 29,734 70,328 77,167
4112 Overtime Regular Employee 6,572 8,034 3,963 5,102
4130 Wages Part -time Employees 743 522 0 0
4133 Vacation Pay 0 1,270 0 0
4134 Holiday Pay 0 2,716 0 0
4135 Sick Leave Pay 0 2,865 0 0
Salaries and Wages TOTAL 35,324 45,140 74,291 82,269
4142 PERA Coordinated Plan 1,549 2,176 3,848 4,262
1
4146 FICA 2,676 3,947 5,683 6,294
4150 Employee Benefits 0 7,141 8,684 8,804
4151 Health Insurance 3,431 960 0 0
4152 Life Insurance 24 5 0. 0
4153 Dental Insurance 124 38 0.. 0
1 4154 Workers Comp Insurance 1,088 497 2,007 2,234
Fringe Benefits TOTAL 8,892 14,764 20,222 21,594
4220 Operating Supplies 41 3,842 3,000 4,000
4226 Chemical Products 66,593 59,064 65,000 66,500
4227 Safety Supplies 142 0 0 0
4230 Repair Maint Supplies 1,217 699 5,000 5,000
4233 Building Repair Supplies 170 1,008 1,000 1,000
4243 Utility System Supplies 4,589 0 0 0
Supplies TOTAL 72,753 64,614 74,000 76,500
4310 Professional Services 0 160 0 0
Purchased Services TOTAL 0 160 0 0
4382 Equipment Repair Maint 2,147 0 3,000 0
4383 Buildings Repairs 0 0 3,000 1,000
4388 Electrical Repairs 0 1,801 0 11500
Repair Rental Maint TOTAL 2,147 1,801 6,000 2,500
4400 Other Contractual Service 3,864 19,050 5,000 5,000
405
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL _ACTUAL BUDGET ADOPTED
4414 Licenses, Taxes, Fees 5,747 6,303 7,000 7,000
4420 Human Rights Commission 0 191 0 0
Other Contractual Sery TOTAL 9,611 25,544 12,000 12,000
4440 Fuel Charges 16 0 0 0
4441 Fixed Charges 517 0 0 0
4442 Repair Maint Charges 48 0 0 0
4443 Multi -use Hourly Charges 7,162 0 0 0
Central Garage Rentals TOTAL 7,743 0 0 0
4481 Electric Service 113,669 110,657 130,000 130,000
4482 Gas Service 5,457 4,487 5,500 5,500
4485 Sanitary Sewer Service 171 131 200 200
4488 Storm Water Drainage 3,273 2,512 3,400 3,400
Utilities TOTAL 122_571 117,788 139_100 139_100
4520 Buildings 0 0 0 13,000
4531 Special Assessments 0 2,475 0 0 i
4560 Construction Contracts 16,560 23,649 0 :0
Capital Outlays TOTAL 16_560 _26,124 _0 13,000
4920 Depreciation Expense 64,466 66,910 66,000 89,775
Depreciation TOTAL 64,466 66,910 66,000 89,775
WATER FACILITY MAINT TOTAL 340,067 362,844 391,613 43
406
Division: Water Operations
Budget Code: 671
Program No: 7130, 7143, 7149
PROFILE
This division provides for the distribution of water to customers. Administration and utility billing are also
included. The division is managed by the Public Services Director, except for the utility billing component
which is managed by the Finance Director, and has been established as an enterprise fund.
The City has 115 miles of water main, 1,411 water valves, and 837 fire hydrants providing service to 8,372
metered residential connections and 549 metered commercial/ industrial customers. Also included in this
division is the maintenance of meters, locating water mains and services, testing of the municipal water
supply throughout the system as required, preventative maintenance, and emergency repairs to the City's
distribution system and its appurtenances.
The utility billing operation prepares and sends out utility bills, receives meter readings and makes estimated
readings, and administers collections and assessment for non payment.
DEPARTMENTAL GOALS
Change, read and repair residential and commercial water meters as necessary.
Provide timely locating services as per Gopher State One Call.
Work together with the Engineering Division in reconstruction areas to inspect new water services,
mains and disconnects, and provide assistance to customers in construction areas who are receiving new
water services.
Provide fire flow information and assist insurance companies in gathering additional information as
needed (i.e., assist in fire flow testing).
1 Maintain weekly bacteria testing and daily fluoride testing and reports as required by the State Health
Department.
Conduct lead and copper testing as required, and proactive contract and in -house testing for iron,
manganese, zinc and calcium/magnesium hardness.
Maintain training sponsored by the Minnesota Department of Health, as well as in house training in right
to know, confined space entry and work zone safety.
Continue routine maintenance and emergency repair of fire hydrants, system valves and water mains,
and seasonal and routine flushing of water mains.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Exnlanation Amount
4230 Repair Maintenance Supplies $11,000
Various supplies used in the maintenance of the distribution system, such as valve box
extensions, gate valves, supplies needed for water main breaks, etc. Includes the replacement
of the existing water testing laboratory ($3,650).
4234 Street Maintenance Materials $2,000
The cost of rock, sand, asphalt, etc. used to repair pavements after repairing water main
breaks.
407
Object
Number Explanation Amount
4321 Postage $21,000
Generally, the water utility's share of the cost of postage to mail utility bills and meter
reading cards. Also includes postage for at least one separate mailing of the new, EPA
required Consumer Confidence Report.
4350 Printing $5,000
The cost of printing Consumer Confidence Reports for all users of City water. 1
4400 Other Contractual Service $12,000
Generally, the cost of obtaining assistance from private contractors to repair water main
breaks, such as to provide dewatering or specialized equipment not owned by the City.
4414 Licenses, Taxes, and Fees $47,000
State of Minnesota Water Testing Fee, a charge per water connection.
PERSONNEL LEVELS
Number Position
1 Supervisor of Public Utilities
1 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Laptop PC 3/99 1 $3,000 Used for field access to as- builts
on CD ROM, also remote
monitoring of SCADA system
1
i
1
1
408
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
2999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 671 WATER OPERATIONS
4100 Wages Regular Employees 105,745 122,221 81,933 123,118
4112 Overtime Regular Employee 13,285 10,818 7,925 8,928
4130 Wages Part -time Employees 10,355 8,784 9,760 10,281
4131 Overtime of Part -time Emp 6 0 0 0
4133 Vacation Pay 13,513 3,339 0 0
1 4134 Holiday Pay 10,993 3,674 0 0
4135 Sick Leave Pay 6,717 177 0 0
Salaries and Wages TOTAL 160,612 149,013 99_618 142_327
4142 PERA Coordinated Plan 6,645 6,479 5,160 7,373
4146 FICA 11,963 11,502 7,621 10,888
4150 Employee Benefits 0 6,141 8,084 13,206
4151 Health Insurance 10,424 1,392 0 0
4152 Life Insurance 72 10 0 0
I 4153 Dental Insurance 371 24 0 0
4154 Workers Comp Insurance 4,525 903 2,667 3,.814
Fringe Benefits TOTAL 34,000 26,450 23,532 35,281
4210 Office Supplies 0 1,075 0 0
4212 Printed Forms 2,819 1,515 2,000 2,000
4220 Operating Supplies 3,277 6,770 4,300 4,500
4226 Chemical Products 105 0 0 0
4227 Safety Supplies 163 1,226 1,000 1,200
4230 Repair Maint Supplies 7,055 9,739 11,000 11,000
4233 Building Repair Supplies 126 0 0 0
4234 Street Maint Materials 922 1,465 2,000 2,000
4240 Small Tools 119 407 500 500
4243 Utility System Supplies 0 3 700 0
Supplies TOTAL 14,587 22,200 21,500 21,200
4310 Professional Services 16,724 0 0 0
4311 Benefits Administration 23 0 0 0
4312 Legal Services 0 541 0 0
409
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4313 Audit Financial Service 1,330 1,330 1,400 1,440
Purchased Services TOTAL 18,077 1,871 1,400 1,440
4321 Postage 18,881 16,867 18,000 21,000
4322 Telephone Services 867 799 900 900
4324 Delivery Service 0 8 0 0
4350 Printing 314 0 0 5,000
Communications TOTAL 20,062 17,674 18,900 26,900
4386 Communication Systems 1,043 1,043 1,400 1
4390 Rentals 732 0 0 0
4397 Logis Charges 21,063 25,021 23,550 24,042
Repair Rental Maint TOTAL 22,838 26,064 24,950 25,142
4400 Other Contractual Service 10,214 9,811 12,000 12,000
4402 Uncollectible Checks 187 -109 0 0
4411 Conferences and Schools 1,443 780 2,600 2,600
4412 Meeting Expenses 255 0 0 0 I
4413 Dues Subscriptions 1,041 1,207 1,200 1,300
4414 Licenses, Taxes, Fees 46,364 46,626 47,000. 47,000
4417 Books /Reference Materials 99 256 2.00 300
Other Contractual Sery TOTAL 59,602 58_571 63_000 63_200
4440 Fuel Charges 41 163 1,706 1,758
4441 Fixed Charges 1,330 968 11,928 9,630
4442 Repair Maint Charges 122 3,621 6,450 6,027
4443 Multi -use Hourly Charges 23,814 35,491 0 0
Central Garage Rentals TOTAL 25,307 40,242 20,084 17,415
4461 Gen Liability Insurance 6,804 6,075 8,300 7,000
4462 Property Insurance 3,152 3,161 4,320 1,000
4463 Machinery Breakdown Ins 555 639 875 1,000
Insurance TOTAL 10,511 9,874 13,495 9,000
4481 Electric Service 1,434 357 0 0
410
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Utilities TOTAL 1,434 357 0 0
4548 Computer Equipment 0 1,023 0 3,000
4552 Other Equipment 0 2,019 12,500 0
Capital Outlays TOTAL 0 3,043 12_500 3,000
4613 Sp Assess Process Chrg 0 0 0 300
Debt Service TOTAL 0 0 -0 -300
4199 Salaries Reimbursed 114,050 0 0 0
r 4702 Administrative Sery Trans 0 117,819 123,871 125,686
Administrative Service TOTAL 114,050 117,819 123,871 125,686
4920 Depreciation Expense 165,770 166,836 191,000 269,325
Depreciation TOTAL 165,770 166,836 191,000 269,325
WATER OPERATIONS TOTAL 646,851 640,013 613,850 740,216
1
1
411
Division: Water Construction Projects
Budget Code: 672
PROFILE
Waters stem improvements made as art of the neighborhood street reconstruction or other improvement
Y P P g P
projects. Proposed water utility capital projects for 1999 are:
Street and Utility Improvements. Substantial water main improvements are generally completed in
association with street improvement projects. In the Southeast neighborhood street improvement project,
watermain would be replaced as necessary. This project is described in Division 632, special assessment
construction fund.
Repair Paint on Tower V. The structure and coatings on Tower #1 (France 69th Avenues) are due for
repairs. The tower was last coated and repaired in 1988. Its coatings are generally in fair condition but
require repair, especially the exterior coating.
Routine Well Maintenance. On a six year rotation, the pump and motor of every well is removed,
inspected, and repaired as necessary. If there is excessive sand buildup in the well cavity, during the period
the pump and shaft are removed the well cavity is bailed.
Wellhouse Rehabilitation. The Public Utilities Supervisor has developed a schedule for systematic
improvement of the 9 well houses. Proposed for construction in 1999 is exterior and interior wellhouse
rehabilitation at well #s 5 and 6. These facilities are located in residential neighborhoods, and are intended
to have the appearance of residential houses. The exteriors and roofs of both wellhouses are in fair to poor
condition, and require substantial maintenance. It is proposed to reconstruct the roofs and clad the buildings
in brick veneer, as well as replace furnaces and A/C units as necessary. The garage doors at #6 also need
replacement.
DEPARTMENTAL GOALS
Perform, in a cost effective manner, water system improvements as a part of neighborhood street
reconstruction of other improvement projects.
Complete the projects included in the 1998 budget, on time and within budget.
Repair, rehabilitate, or reconstruct water facilities as necessary to provide for efficient and effective
operations.
PERSONNEL
No staff are currently assigned to this program.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Southeast Neighborhood Street and Spring, 1999 $367,700 Replacement of water main and services
Utility Project as necessary.
412
Item Anticipated Units Cost(s) Use /need
purchase date
Earle Brown Drive Mill and Overlay Spring, 1999 $13,000 Minor structure modifications
Repair Paint on Tower #1 Fall, 1999 $200,000 Periodic maintenance for structural and
coatings integrity
Routine well maintenance, Well #4 Fall, 1999 $50,000 Well pumps and motors are periodically
Routine well maintenance, Well #9 removed, inspected, and repaired as
necessary to ensure continued safe and
I dependable operation.
Wellhouses #5 and 6 exterior Summer, 1999 $160,000 Exterior and roofing rehabilitation.
rehabilitation
413
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 672 WATER CONSTRUCTION
4100 Wages Regular Employees 1,253 0 0 0
4112 Overtime Regular Employee 283 0 0 0
Salaries and Wages TOTAL 1,537 0 0 0
4142 PERA Coordinated Plan 69 0 0 0
4146 FICA 113 0 0 0
4154 Workers Comp Insurance 33 0 0 0
Fringe Benefits TOTAL 215, 0 0 0
4230 Repair Maint Supplies 52 0 0 0
Supplies TOTAL 52 0 o 0
4443 Multi -use Hourly Charges 686 0 0 0
Central Garage Rentals TOTAL 686 -0
4520 Buildings 0 ;'0 44,500 410,000
4560 Construction Contracts 0 0 1,756,000 380,700
Capital Outlays TOTAL 0 0 1,800,500 790,700
WATER CONSTRUCTION TOTAL 2,489 0 1,800,500 790,700
WATER UTILITY FUND TOTAL 989,407 1,002,858 2,805,963 1,967,654
1
414
SANITARY SEWER FUND
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
1 Service to Customers $2,181,146 $2,206,202 $2,343,460 $2,413,902
Sewer Connection Charge 998 45,482 0 0
Special Assessments 676 389 1,000 1,000
Other Revenue 311 6,056 0 0
Investment Earnings 165,450 107,888 79,759 50,728
Total Revenues $2,348,581 $2,366,017 $2,424,219 $2,465,630
EXPENDITURES:
Personnel $103,952 $110,621 $140,018 $107,007
Supplies 8,515 10,340 18,750 18,500
Other Contractual Services 54,363 52,456 75,090 48,202
Sewer Disposal Charges 1,557,774 1,545,389 1,525,000 1,555,500
Central Garage Rentals 70,996 54,589 70,745 58,208
Insurance 4,738 3,982 5,525 5,854
Utilities 21,075 24,733 22,000 23,000
Interest Expense 0 0 0 0
Administrative Service Transfer 76,041 78,546 82,581 83,791
Depreciation 127,159 187,905 185,000 209,600
Total Expenditures $2,024,613 $2,068,561 $2,124,709 $2,109,662
Operating Income $323,968 $297,456 $299,510 $355,968
Captial Outlay $3,409 $420 $1,900 $0
Construction $1,694,196 $910,879 $657,500 $1,003,270
Available Resources ($1,373,637) ($613,843) ($359,890) ($647,302)
415
L
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND SANITARY SEWER FUND 057
3081 Special Assessments 0 -0 1,000 1,000
3083 Penalties on Spec Assessments 173 2 0 0
3084 Interest on Special Assessment 503 387 0 0
Miscellaneous Taxes TOTAL 676 389 1,000 1_000
3461 Other Revenue 311 6,056 0 0
Miscellaneous Revenues TOTAL 311 6,056 0 0
3760 Sewer Service 2,181,146 2,206,202 2,343,460 2,413,902
3762 Sewer Connection Charge 998 45,482 0 0
Sanitary Sewer Revenue TOTAL 2,182,144 2,251,684 2,343,460 2,413,902
3800 Interest Earnings 165,450 107,888 79,759 50,728
e g
Investment Earnings TOTAL 165_450 107 _79 -759 50_728
SANITARY SEWER FUND TOTAL 2,348,582 2,366,017 2,424,219 2,465,630
416
Division: Sewer Facilities Maintenance
Budget Code: 675
Program No: 7300 7301 -7312
PROFILE
This activity involves the maintenance of the City's ten lift stations, which includes buildings, equipment,
and property.
DEPARTMENTAL GOALS
Continue established preventative and regular maintenance program on electrical controls, buildings,
and grounds.
Monitor inflow and pump. efficiency.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Exnlanation Amount
4226 Chemical Products $4,000
Degreaser used at lift stations. Formerly budgeted in division 676, sewer operations.
4230 Repair Maintenance Supplies $3,000
The cost of check valves, sump pumps, floats, float switch controls, etc. Includes the cost
of purchasing a noncontact temperature measuring gun for diagnosing electrical hot spots
($1,420).
4400 Other Contractual Service $2,500
Generally, specialized contractual services such as pump rewinding.
4481 Electric Service $23,000
The cost of operating lift station pumps.
PERSONNEL LEVELS
Number Position
1 Maintenance II
This position also includes seasonal part-time.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No new equipment required at this
time.
417
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description
ACTUAL ACTUAL BUDGET ADOPTED
DIV 675 SEWER FACILITIES MAINT
4100 Wages Regular Employees 18,799 18,111 37,701 35,507
4112 Overtime Regular Employee 7,236 6,933 3,963 4,081
4130 Wages Part -time Employees 483 955 0 0
4133 Vacation Pay 0 2,751 0 0
4134 Holiday Pay 0 1,630 0 0
4135 Sick Leave Pay 0 3,172 0 0
Salaries and Wages TOTAL 26,519 33,552 41,664 39,588
4142 PERA Coordinated Plan 1,166 1,346 2,158 2,051
4146 FICA 2,007 2,445 3,187 3,029
4150 Employee Benefits 0 2,570 3,742 4,402
4151 Health Insurance 2,385 361 0 0
4152 Life Insurance 17 3 0 0
4153 Dental Insurance 81 5 0 0
4154 Workers Comp Insurance 783 228 1,109 1,066
Fringe Benefits TOTAL 6,439 6,959 10,196 10,548
4210 Office Supplies 343 0 0 0
4220 Operating Supplies 124 351 500 500
4221 Motor Fuels 0 0 0 300
4226 Chemical Products 3,157 4,148 0 4,000
4227 Safety Supplies 0 71 0 0
4230 Repair Maint Supplies 742 100 4,000 3,000
Supplies TOTAL 4,367 4,670 4,500 7,800
4310 Professional Services 0 4,495 0 r r 0'
Purchased Services TOTAL 0 4,495 0 0
4322 Telephone Services 590 590 500 500
4323 Radio Communications 0 5,136 0 0
Communications TOTAL 590 5,726 500 500
4400 Other Contractual Service 6,381 3,998 2,500 2,500
Other Contractual Sery TOTAL 6,381 3,998 2,500 2,500
418
t CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4440 Fuel Charges 157 0 0 0
4441 Fixed Charges 10,241 0 0 0
4442 Repair Maint Charges 825 0 0 0
4443 Multi -use Hourly Charges 15,152 0 0 0
Central Garage Rentals TOTAL 26,374 0 0
4481 Electric Service 21,075 24,733 22,000 23,000
Utilities TOTAL 21,075 24,733 22,000 23,000
4530 Other Improvements 1,092 0 0 0
4552 Other Equipment 2,317 0 0 0
Capital Outlays TOTAL 3,409 0 0
4920 Depreciation Expense 48,275 69,175 58,900 62,880
Depreciation TOTAL 48_275 69,175 58,900 62_880
SEWER FACILITIES MAINT TOTAL 143,428 153,308 140,260 146,816
I
1
419
Division: Sewer Operations
Budget Code: 676
Program No: 7320, 7371, 7375 t
PROFILE
This division provides for the collection and pumping of sanitary sewage through a system of mains and lift
stations. Sewage is treated by the Minnesota Council of Environmental Services, whose fees account for
approximately 75% of this fund's expenditures. Administration and utility billing are also included. This
division is managed by the Public Works Director, except for the utility billing component which is managed
by the Finance Director, and has been established as an enterprise fund.
h approximately 1 5 miles of sanitary sewer ranging in size from 8" to 24" in diameter, and 8 798
The City as app y 0 tary
service connections. Included in this division is the routine and preventative maintenance of the City's
collection system and its appurtenances, monitoring of inflow and infiltration, television inspection of the
interiors of mains, and customer service such as providing sewer locations.
The utility billing operation prepares and sends out utility bills.
DEPARTMENTAL GOALS
Provide timely locating services as per Gopher State One Call.
Work together with the Engineering Division in reconstruction areas to Inspect new installations as well
as repairs on mains and services.
Continue root sawing of approximately 15 miles of main every year.
Maintain routine line cleaning of known trouble spots, as well as regular routine cleaning to remove grit, 1
grease and roots.
Televise all project areas and trouble spots as identified by city staff and establish repairs and/or repair
projects from information obtained.
Monitor inflow and infiltration and take necessary action to reduce or eliminate.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Explanation Amount
4220 Operating Supplies $5,000
Marking paint, marking flags, sewer jet parts, blades, motors, etc.
4226 Chemical Products $0
This item has been moved to division 675, sewer facilities maintenance.
4400 Other Contractual Service $7,500
Routine sewer televising, service sealing, etc. Reduced to $7,500 because, except for
following up on trouble spots, most sewer televising is now performed in conjunction with
an improvement project, and is a cost of the project.
4423 Sanitary Sewer Disposal Charge $1,555
The charge from Metropolitan Council Environmental Services for processing the City's
sewage.
420
PERSONNEL LEVELS
Number Position
1 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No new equipment is necessary
421
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 676 SEWER OPERATIONS
4100 Wages Regular Employees 47,383 38,133 68,950 35,507
4112 Overtime Regular Employee 7,941 7,647 0 8,163
4130 Wages Part -time Employees 1,577 955 849 1,788
4133 Vacation Pay 0 4,587 0 0
4134 Holiday Pay 0 2,956 0 0
4135 Sick Leave Pay 0 2,893 0 0
Salaries and Wages TOTAL 56,901 57,171 69,799 45,458
4142 PERA Coordinated Plan 2,479 2,384 3,616 2,355
4146 FICA 4,285 4,233 5,340 3,478
4150 Employee Benefits 0 5,141 7,484 4,402
4151 Health Insurance 5,602 803 0 0
4152 Life Insurance 38 7 0 0
4153 Dental Insurance 180 27 0 0
4154 Workers Comp Insurance 11508 345 1,919 1,178
Fringe Benefits TOTAL 14,093 12,940 18,359 11,413
4210 Office Supplies 0 348 350 0
4212 Printed Forms 2,410 1,200 2 2,000
4220 Operating Supplies 864 2,561 5,000 5,000
4226 Chemical Products 15 0 4,000 0
4227 Safety Supplies 614 275 1,000 1,200
4230 Repair Maint Supplies 188 957 1 2,000
4240 Small Tools 57 329 500 500
Supplies TOTAL 4,148 5_670 14,250 10,700
4310 Professional Services 11,914 870 25,000 0
4312 Legal Services 0 404 0 0
4313 Audit Financial Service 1,330 1,330 1,400 1,440
Purchased Services TOTAL 13,244 2,604 26,400 _1_440
4321 Postage 6,566 5,155 6,000 6,000
4322 Telephone Services 695 799 1 1,000
422
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Communications TOTAL 7,261 5,954 7,000 7,000
4386 Communication Systems 3,347 3,348 3,400 3,400
4390 Rentals 354 0 0 0
4397 Logis Charges 21,063 24,949 23,550 24,042
Repair Rental Maint TOTAL 24,765 28,297 26,950 27,442
4400 Other Contractual Service 1,376 762 10,000 7,500
4411 Conferences and Schools 700 595 1,120 1,200
4413 Dues Subscriptions 0 23 320 320
4414 Licenses, Taxes, Fees 46 2 300 300
4423 San Sewer Disposal Charge 1,557,774 1,545,389 1,525,000 1,555,500
Other Contractual Sery TOTAL 1,559,896 1,546,770 1,536,740 1,564,820
4440 Fuel Charges 245 382 7,282 6,892
4441 Fixed Charges 16,018 17,487 46,850 37,754
4442 Repair Maint Charges 1,290 1,473 16,613 13,562
4443 Multi -use Hourly Charges 27,069 35,246 0 0
Central Garage Rentals TOTAL 44,622 54,589 70,745 58,208
4461 Gen Liability Insurance 3,801 3,021 4,200 4,854
4462 Property Insurance 796 799 1,100 750
4463 Machinery Breakdown Ins 140 162 225 250
Insurance TOTAL 4,738 3,982 5,525 5,854
4548 Computer Equipment 0 420 0 0
4553 Mobile Equipment 0 0 1 0
Capital Outlays TOTAL 0 420 1,900 0
4199 Salaries Reimbursed 76,041 0 0 0
4702 Administrative Sery Trans 0 78,546 82,581 83,791
Administrative Service TOTAL 76_041 78_546 82_581 83,791
4920 Depreciation Expense 78,765 118,731 126,100 146,720
4922 Loss Fixed Asset Disposal 119 0 0 0
Depreciation TOTAL 78,884 118,731 126,100 146,720
423
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
SEWER OPERATIONS TOTAL 1 1,884,5931 1,915,6741 1,986,3491 1,962,846
t
1
i
1
1
1
1
1
424
Division: Sewer Construction Projects
Budget Code: 677
PROFILE
Sewer system improvements made as part of the neighborhood street reconstruction or other improvement
projects. Proposed sanitary sewer utility capital projects for 1999 are:
Street and Utility Improvements. Substantial sanitary sewer main improvements are generally completed
in association with street improvement projects. In the Southeast Neighborhood street improvement project,
main would be replaced as necessary. This project is described in Division 632, special assessment
construction fund.
t Replace Lift Stations #10 and 11, and Reline Forcemain at #10. Included in 1999 is the replacement of
lift stations #10 and #11, and the relining of 220 feet of forcemain adjacent to lift station #10. These old lift
stations have reached the end of their useful life, and require replacement. The forcemain at #10 is in fair
condition. The lift station replacement project is the most cost effective time to reline the pipe.
Stabilize Mississippi River Interceptor. For a short part of its run north of 1 -694, the Mississippi River
Interceptor lies very close to the river bank. During the high water of 1997, one particular manhole structure
had to be temporarily stabilized with rip rap to prevent further erosion. This project would permanently
armor the river bank to prevent further erosion.
DEPARTMENTAL GOALS
Perform, in a cost effective manner, sewer system improvements as a part of neighborhood street
reconstruction or other improvement projects.
Complete the projects included in the 1998 budget on time and within budget.
Repair, rehabilitate, or reconstruct sanitary sewer facilities as necessary to provide for efficient and
effective operations.
PERSONNEL LEVELS
No staff are currently assigned to this program.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Southeast Neighborhood Street and Spring, 1999 $490,270 Replacement of mains as
Utility Project necessary.
Replace Lifts #10, #11 and Spring, 1999 $300,000 Replacement of mains as
Forcemain necessary.
Stabilize Mississippi River 1/99 $200,000 Stabilize Mississippi Riverbank
Interceptor to prevent further erosion
around manholes
Earle Brown Drive Mill and Overlay Spring, 1999 $13,000 Adjust structures as necessary
425
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 677 SEWER CONSTRUCTION
4100 Wages Regular Employees 2,268 0 0 0
4112 Overtime Regular Employee 23 0 0 0
4130 Wages Part -time Employees 22 0 0 0
Salaries and Wages TOTAL 2,314 0 0 0
4142 PERA Coordinated Plan 103 0 0 0'
4146 FICA 171 0 0 0
4154 Workers Comp Insurance 27 0 0 0
Fringe Benefits TOTAL 301 0 0 0,
4351 Legal Notice Publication 139 0 0 0
Communications TOTAL 139 0 0 0
4400 Other Contractual Service 330 0 0 0
Other Contractual Sery TOTAL 330 0 0 0
4443 Multi -use Hourly Charges 38 0 0 0
Central Garage Rentals TOTAL 38 0 0 0
4520 Buildings 0 0 0 300,000
4560 Construction Contracts 0 0 657,500 703,270
Capital Outlays TOTAL 0 0 657,500 1,003,270`
SEWER CONSTRUCTION TOTAL 3,121 0 657,500 .1,003,270
SANITARY SEWER FUND TOTAL 2,031,142 2,068_981 2_784_109 3,112,932
426
1
STORM DRAINAGE FUND
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Service to Customers $822,980 $856,920 $936,000 $988,000
Intergovernmental Revenue 0 101,920 2,250,000 0
Special Assessments 6,917 25,320 20,000
Other Revenue 0 0 0 0
Investment Earnings 40,446 3,412 0 17,961
Total Revenues $870,343 $987,572 $3,186,000 $1,025,961
EXPENDITURES:
r Personnel $22,133 $6,203 $0 $0
Supplies 858 303 500 0
Other Contractual Services 40,393 62,967 33,400 30,700
Central Garage Rentals 34,316 28,012 33,032 27,735
Insurance 1,481 1,177 2,000 2,200
Interest Expense 86,690 89,257 77,190 68,957
Street Dept Wages Reimbursed 100,000 100,000 100,000 100,000
Depreciation 42,185 59,634 83,000 93,500
Total Expenditures $328,056 $347,553 $329,122 $323,092
Operating Income $542,287 $640,019 $2,856,878 $702,869
Transfer from TIF Dist #3 Fund 750,000 0
Bonded Debt Principal Payment 110,000 155,000 165,000 170,000
Capital Outlay 1,234,535 326,121 3,943,000 502,945
Available Resources ($802,248) $158,898 ($501,122) $29,924
r
427
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND STORM SEWER FUND 058
3081 Special Assessments 0 0 0 20,000
3083 Penalties on Spec Assessments 0 144 0 0
3084 Interest on Special Assessment 6,917 25,176 0 0
Miscellaneous Taxes TOTAL 6,917 25_319 0 20,000
3240 State Grants 0 0 2,000,000 0
3251 Municipal St Aid for Streets 0 101,920 0 0
3270 Grants from Other Governments 0 0 250,000 0
Intergovernmental Revenue TOTAL 0 101_920 2,250,000 0
3780 Storm Drainage Fees 822,980 856,920 936,000 988,000
Storm Sewer Revenue TOTAL 822,980 856,920 936,000 988,000
3800 Interest Earnings. 40,446 3,412 0 17,961
Investment Earnings TOTAL 40,446 3,412 0 17,961
3915 Transfers from TIF Distr #3 0 0 750,000 0
Transfers from other Funds TOTAL 0 0 750,000 0
STORM SEWER FUND TOTAL 870,343 987,572 3,936,000 1,025,961
r
428
Division: Storm Sewer Operations
Budget Code: 680
t Program No: 7501, 7521
PROFILE
This division provides for the collection of stormwater throughout the city. Stormwater is either conveyed
to a regional or neighborhood treatment facility such as a pond and then outletted to a surface water, or it
is conveyed directly to the surface water. The division is managed by the Public Services Director.
The City has 52 miles of storm sewers and eight neighborhood or regional ponds or pond systems. Included
in this division is the inspection and maintenance of all structures and lines, preventative maintenance,
reimbursement for street sweeping services provided by the street maintenance division, and inspection of
private stormwater treatment systems. Also included is the City's participation in two joint powers
t Watershed Commissions, which provide for regional planning, surface water quality monitoring, and
Wetlands Conservation Act compliance.
DEPARTMENTAL GOALS
Televise all lines in next year's construction projects and approximately an additional 2,000 feet of
trouble spots and the next area of scheduled cleaning.
Repair structures (approximately 30 to 40 per year) that are in need of repair or rebuilding now and
scheduled cycle of repair.
Clean 8,000 feet of storm sewer lines of sand, debris and roots.
Clean outfalls, skimmers, and ponds as needed.
Inspect new construction lines and structures.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Exnlanation Amount
4413 Dues Subscriptions $30
Annual dues of the Shingle Creek and West Mississippi Watershed Management
Organizations.
PERSONNEL LEVELS
No personnel are currently assigned to this utility. Work is currently done by street and utility staff and is
reimbursed through an administrative transfer.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No capital outlays requested
429
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 680 STORM SEWER OPERATIONS
4100 Wages Regular Employees 17,579 5,210 0 0
4112 Overtime Regular Employee 487 75 0 0
4130 Wages Part -time Employees 1,142 125 0 0
Salaries and Wages TOTAL 19,208 5,410 0 0
4142 PERA Coordinated Plan 809 237 0 0
4146 FICA 1,443 388 0 0
4154 Workers Comp Insurance 673 168 0 0
Fringe Benefits TOTAL 2_925 793 0 0
4220 Operating Supplies 745 0 500 0
4234 Street Maint Materials 113 303 0 0
Supplies TOTAL 858 303 500 0
4310 Professional Services 40,344 T 8,683 0 0
4312 Legal Services 0 69 0 0
Purchased Services TOTAL 40,344 8,751 0 0
4321 Postage 0 0 500 0
4324 Delivery Service 49 30 1 0 0
4350 Printing 0 0 1 0
Communications TOTAL 49 30 1,500 0
4400 Other Contractual Service 0 20,385 0 0
4411 Conferences and Schools 0 75 200 0
4413 Dues Subscriptions 0 33,688 31,700 30,700
4417 Books /Reference Materials 0 38 0 0
Other Contractual Sery TOTAL 0 54,186 31,900 30,700
4440 Fuel Charges 798 434 1,426 1,119
4441 Fixed Charges 10,762 12,043 19,867 14,089
4442 Repair Maint Charges 14,021 7,525 11,739 12,527
4443 Multi -use Hourly Charges 8,735 636 0 0
4444 Replacement Charges 0 7,373 0 0
430
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Central Garage Rentals TOTAL 34,316 28,012 33,032 27,735
4461 Gen Liability Insurance 1,481 1,177 2,000 2,200
Insurance TOTAL 1,481 1,177 2,000 2,200
4610 Debt Service Principal 0 0 165,000 170,000
4611 Interest 86,390 88,276 75,390 67,557
4612 Paying Agent Fees 300 300 300 750
4613 Sp Assess Process Chrg 0 681 1 650
Debt Service TOTAL 86,690 89,257 242,190 238_957
4199 Salaries Reimbursed 100,000 0 0 0
4702 Administrative Sery Trans 0 100,000 0 0
Administrative Service TOTAL 100,000 100,000 0 0
4704 Storm Sewer Wage Reimb 0 0 100,000 100
Reimb from other Funds TOTAL 0 0 1.00,000 100,000
4920 Depreciation Expense 41,756 59,634 83,000 93,500
4922 Loss Fixed Asset Disposal 429 0 0 0
Depreciation TOTAL 42,185 59,634 83,000 93,500
STORM SEWER OPERATIONS TOTAL 328,056 347,554 494,122 493,092
431
Division: Storm Sewer Construction Projects
Budget Code: 681
PROFILE
Storm sewer system improvements made as part of the neighborhood street reconstruction or other
improvement projects. Proposed storm drainage utility capital projects for 1999 are:
Street and Utility Improvements Substantial storm sewer main improvements are generally completed in
association with street improvement projects. In the Southeast Neighborhood, new storm sewer laterals will
be installed to provide positive drainage to the new storm sewer trunks recently completed on 55th and 57th
Avenues. Additional storm sewer would be replaced as necessary. This project is described in Division 632,
special assessment construction fund.
Miscellaneous structure improvements. Two miscellaneous projects would be constructed: continued
repair of various Mississippi River outfalls, and continued joint sealing on the 65th Avenue trunk storm
sewer.
Palmer Lake Drainage Design. The primary reason for continued trail flooding problems in the Palmer
Lake basin is sedimentation and excessive vegetation in the basin area, with long -term settlement of trail
portions contributing to the problem. Some concepts for channelization and dredging have been identified.
It is proposed to develop more detailed designs and cost estimates for what will be a series of future
improvement projects aimed at restoring storage and moving storm water from the edges of the basin to the
center.
Completion of Shingle Creek Regional Pond. Construction of the improvements in Minneapolis will be
completed over the winter construction season, Winter `98 /Spring `99. According to the Cooperative
Agreement with Minneapolis, Brooklyn Center will reimburse Minneapolis a portion of the cost of
constructing the ponds in Minneapolis, and the linkage from the Brooklyn Center ponds to the Minneapolis
ponds.
DEPARTMENTAL GOALS
Perform, in a cost effective manner, storm sewer system improvements as a part of neighborhood
street reconstruction of other improvement projects.
Complete the projects included in the 1998 budget, on time and within budget.
Repair, rehabilitate, or reconstruct storm drainage facilities as necessary to provide for efficient and
effective operations.
PERSONNEL LEVELS
No staff are currently assigned to this program.
432
t CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Southeast Neighborhood Street and Spring, 1999 $344,845 -Storm sewer laterals
Utility Project 5258.900 -Storm drainage assessments
$85,945 -Net cost to SDU
Miscellaneous Structure 1/99 $50,000 Repair Mississippi River
Improvements outfalls/ /sea165th Avenue
trunk line joints
Palmer Lake Design 1/99 $30,000 Design projects improve
storage in Palmer Lake
Earle Brown Drive Mill Overlay Spring, 1999 $12,000 Adjust structures as necessary
Completion of Shingle Creek Early 1999 $325,000 Connection of two pond
Regional Pond Minneapolis phase systems, plus partial cost of
constructing ponds
1
433
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 681 STORM SEWER CONSTRUCT
4100 Wages Regular Employees 3,245 0 0 0
4112 Overtime Regular Employee 390 0 0 0
Salaries and Wages TOTAL 3,635 0 0 0
4142 PERA Coordinated Plan 163 0 0 0
4146 FICA 268 0 0 0
4154 Workers Comp Insurance 35 0 0 0
Fringe Benefits TOTAL 466 0 0 0
4310 Professional Services 1,687 0 0 0
Purchased Services TOTAL 1,687 0 0 0
4560 Construction Contracts 0 0 3,943,000 502,945
Capital Outlays TOTAL 0 .0 3,943,000 502,945
STORM SEWER CONSTRUCT TOTAL 5,788 0 3,943,000 .502,945
STORM SEWER FUND TOTAL 333,845 347 -554 4,437_122 996,037
1
434
CENTRAL GARAGE
1999 BUDGET
Council
Actual Actual Adopted Adopted
Budget 1996 1997 1998 1999
REVENUES:
Charges for Services $1,406,660 $1,106,021 $1,098,871 $1,076,354
Other Revenue 42,856 76,509 89,150 65,400
Investment Earnings 206,110 220,854 215,000 240,000
1 Transfer from Fund Balance 0 0 651,993 645,136
Total Revenues $1,655,626 $1,403,384 $2,055,014 $2,026,890
EXPENDITURES:
Personnel $220,331 $242,044 $239,281 $248,368
Supplies 239,093 222,057 232,100 231,000
Other Contractual Services 64,112 52,477 71,350 64,985
Insurance 34,691 28,084 35,700 37,600
Utilities 756 2,935 1,500 4,000
Administrative Service Transfer 11,361 11,785 12,453 12,842
1 Depreciation 388,345 442,416 714,580 640,794
Total Expenditures $958,689 $1,001,798 $1,306,964 $1,239,589
Operating Income $696,937 $401,586 $748,050 $787,301
Capital Outlay 885,116 503,431 748,050 787,301
Available Resources ($188,179) ($101,845) $0 $0
1
435
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND CENTRAL GARAGE INTER SERV 060
3461 Other Revenue 9,810 10,135 10,000 10,000
3467 Sale of Property 33,047 66,374 79,150 55,400
Miscellaneous Revenues TOTAL 42,856 76,509 89,150 65,400
3700 Fuel Charges 61,968 65,236 80,000 86,000
3701 Fixed Charges 566,493 466,897 640,721 531,075
3702 Repair Maintenance Charges 269,697 240,984 378,150 385,114
3703 Hourly Rental Charges 256,552 300,589 0 0
3704 Replacement Charges 251,950 32,315 0 74,165
Charges for Services TOTAL 1,406,660 1,106,021 1,098,871 1,076,354
3800 Interest Earnings 206,110 220,854 215,000 240,000
Investment Earnings TOTAL 206,110 220,854 215,000 240,000
3990 Transfer from Fund Balance 0 0 651,993 645,116
Transfers from other Funds TOTAL 0 0 651,993 645,136
CENTRAL GARAGE INTER SERV TOTAL 1,655,626 1,403,384 2,055,014 2,026,890
1
436
Division: Central Garage
g
Budget Code: 685
Program No: 7801, 7811, 7820, 7825, 7826
1 PROFILE
The Central Garage owns and services a wide range of vehicles such as fire trucks, police squad cars, dump
trucks, mowers, loaders, pickups and staff cars. The Central Garage also services minor equipment such
as chain saws, weed whips, trailers, pumps and generators.
The Central Garage strives to provide emergency repairs and scheduled maintenance to keep all City
vehicles and equipment in operation.
In addition, it acts as a supportive central hub for city operations to ensure a practical vehicle replacement
schedule, and provides for sufficient funding for future years' operations and replacement schedule.
The Central Garage's fleet is currently comprised of 85 cars and trucks and 53 pieces of capital equipment.
An additional 18 pieces of equipment are specialized and are not owned by the Central Garage, but are
maintained at least in part by the Central Garage. Finally, the Central Garage maintains about 75 additional
pieces of small equipment such as small mowers, chain saws, weed trimmers, etc.
DEPARTMENTAL GOALS
Perform routine and preventive maintenance for the city's vehicles and capital equipment.
Complete an average of 1500+ maintenance and repair orders annually.
Replacement of City vehicles and equipment as scheduled.
Administration of Central Garage functions including replacement, repair and maintenance.
Continue to provide departments with monthly detailed billings and cost accounting for all operating
costs.
SPECIFIC EXPENDITURE CODE DETAILS
Object
Number Explanation Amount
4221 Motor Fuels $94,000
Fuel prices vary per shipment, but in general the increasing cost of fuel requires a budget
increase. Cost is charged back monthly to the department leasing the vehicle.
4225 Shop Supplies $19,200
The cost of various small parts used routinely, such as nuts bolts, clamps, hoses, wiper
blades, etc. Also includes $1,500 for the annual updates to the engine analyzer Cd library
of manuals.
4231 Equipment Parts $90
Cost of a variety of parts used in equipment repair and preventative maintenance. Actual
cost varies each year based on amount of repair work required, accident damage to repair,
etc. Cost is charged to repair orders which are in turn charged back to the department
leasing the vehicle
437
4381 Auto Equipment Repair $35,000
Cost of equipment repairs provided by outside services, not by Central Garage staff.
Examples include body work, transmission overhauls, brake turning, windshield
replacement, installation of specialized equipment. Cost is charged to repair orders which
are in turn charged back to the department leasing the vehicle
4382 Equipment Repair and Maintenance $5,500
Costs of maintaining shop equipment such as hoists, crane, compressor, and fuel pumps.
Includes $2,500 to repair the overhead crane..
4465 Automotive Insurance $32,500
Cost of insuring the fleet of vehicles and equipment.
PERSONNEL LEVELS
Number Position
3 Mechanics
1 Night Service Person
1 Central Garage Technician
CAPITAL OUTLAY
Units Costs
Item Anticipated Use /need
purchase date
Software 1/99 $3,300 Engine analyzer
Plasma cutter 1/99 1 $2,500
Hydraulic hose maker 1/99 1 $4,300
Computer /monitor 1/99 1 $2,500
438
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division _Code Description
ACTUAL BUDGET
DIV 685 CENTRAL GARAGE
4100 Wages Regular Employees 150,137 161,746 189,191 194,756
4112 Overtime Regular Employee 1,708 1,959 1,379 1,420
4133 Vacation Pay 12,024 11,157 0 0
4134 Holiday Pay 9,166 8,319 0 0
4135 Sick Leave Pay 6,111 6,466 0 0
4136 Jury Duty Pay 441 0 0 0
Salaries and Wages TOTAL 179,588 189,649 190,570 196,176
4140 PERA Defined Contribution 139 0 0 0
4142 PERA Coordinated Plan 7,923 8,527 9,872 10,162
4146 FICA 13,407 14,608 14,579 15,008
4150 Employee Benefits 0 13,852 19,310 22,010
4151 Health Insurance 12,569 2,057 0 0
4152 Life Insurance 106 17 0 0
4153 Dental Insurance 1,257 206 0 0
4154 Workers Comp Insurance 5,341 1,342 4,950 5,012
Fringe Benefits TOTAL 40,743 40,610 48,711 52,192
4210 Office Supplies 30 247 0 0
4220 Operating Supplies -4 361 500 500
4221 Motor Fuels 93,872 93,710 90,000 94,000
4222 Lubricants Additives 5,772 5,767 4,500 5,500
4225 Shop Supplies 20,728 14,972 23,000 19,200
4227 Safety Supplies 940 160 0 1,000
4229 Welding Supplies 2,690 3,075 0 3,500
4230 Repair Maint Supplies 92 172 0 0
4231 Equipment Parts 97,935 86,982 98,000 90,000
4232 Tires 14,603 13,098 14,000 14,000
4234 Street Maint Materials 212 51 0 0
t 4236 Signs Striping Material 0 14 0 0
4237 Paint Supplies 162 1,285 500 1,300
4240 Small Tools 2,060 2,163 1,600 2,000
439
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
Supplies TOTAL 239,093 222,057 232,100 231,000
4313 Audit Financial Service 217 0 225 0
Purchased Services TOTAL 217 0 225 0
4340 Advertising 74 0 0 0
4351 Legal Notice Publication 77 78 0 100
Communications TOTAL 151 78 0 100
4381 Auto Equipment Repair 38,629 35,350 35,000 35,000
4382 Equipment Repair Maint 5,050 3,489 3,000 5
4385 Landscaping Services 0 70 0 0
4390 Rentals 350 0 0 0
4397 Logis Charges 14,174 21,693 26,625 17,335
Repair Rental Maint TOTAL 58,204 60_602 64,625 57,835
4400 Other Contractual Service 3,104 1,250 3,500 4,000
4411 Conferences and Schools 520 945 1,500 1,750
4414 Licenses, Taxes, Fees 1,898 1,220 1,500 1,300
4423 San Sewer Disposal Charge 10 0 0 0
4425 Board of Prisoners 9 169 0 0
Other Contractual Sery TOTAL 5,540 3,584 6,500 7,050
4464 Equipment Floater Ins 3,153 2,727 3,700 5,100
4465 Automotive Insurance 31,538 25,358 32,000 32,500
Insurance TOTAL 34,691 28,085 35,700 37,600
4486 Hazardous Waste Disposal 124 2,005 750 2,000
4487 Solid Waste Disposal 632 930 750 2,000
Utilities TOTAL 756 2_935 1_500 4,000
4548 Computer Equipment 0 0 2,500 2,500
4552 Other Equipment 0 0 36,230 30,775
4553 Mobile Equipment 0 0 709,320 754,026
Capital Outlays TOTAL 0 0 748,050 787,301
4199 Salaries Reimbursed 11,361 0 0 0
440
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
4702 Administrative Sery Trans 0 11,785 12,453 12,842
Administrative Service TOTAL 11,361 11,785 12,453 12,842
4920 Depreciation Expense 388,345 442,416 714,580 640,794
Depreciation TOTAL 388_345 442,416 714,580 640,794
CENTRAL GARAGE TOTAL 958,688 1,001,799 2,055,014 2,026,890
CENTRAL GARAGE INTER SERV TOTAL 958_688 1,001,799 2,055,014 2,026_890
r
441
1999 CENTRAL GARAGE CAPITAL OUTLAY P U LAY REQUESTS
Trade/ Projected Projected
City Total Auction Accum Funds Cost to
Item Cost Proceeds as of 12/31/98 Requesting Dept.
Communitv Development:
Staff car compact size 701 15,400 800 12,300 2,300
Streets:
Truck with hot box deferred 21 45,000 2,500 42,500
Paint striper machine 46 60,900 2,500 58,400
Tandem dump truck w/ accessories 86 120,000 5,000 107,500 7,500
1/2 ton 4x4 pick -up truck 25 20,300 4,500 15,800
Staff car intermediate size 57 18,500 1,500 17,000
Paint striper walk behind 41 6,500 6,500
Trailer mounted arrowboard 76 7,900 7,900
Radio replacements for Ws 15, 57, 66 1,800 1,800
Total 280,900 16,000 243,000 21,900
Parks:
4x4 tractor with loader /bucket 209 43,600 2,600 36,700 4,300
1 ton 4x4 truck 224 32,300 3,000 29,300
Air Conditioning for 580 Mower 250 5,000 5,000
Cab for 72" Mower 259 4,475 4,475
Total 85,375 5,600 66,000 13,775
Fire:
Fire Salvage Truck 1 195,000 184,500 10,500
Fire Van 104 25,028 23,800 1,228
Total 220,028 208,300 11,728
Police:
1 Compact Police Sedan 15,400 1,500 13,900
5 Squad Cars 115,198 30,000 85,198
Total 130,598 31,500 99,098
General Fund Total 732,301 53,900 628,698 49,703
Centerbrook Golf Course Fund:
72" Mower 279 17,800 1,500 16,300
Total 17,800 1,500 16,300
Central Garaae Fund:
Software for Engine Analyzer 3,300 3,300
Plasma Cutter 2,500 2,500
Hydraulic Hose Maker 4,300 4,300
Computer/Monitor 2,500 2,500
Total 12,600 12,600
GRAND TOTAL 762,701 55,400 644,998 62,303
442
Division: Employee Retirement Fund
Budget Code: 686
Program No: 9016
PROFILE
Minnesota Statutes 1990, Section 471.61, requires local governments to allow former employees and their
dependents to continue to participate in the employer sponsored medical and dental group insurance that the
r employee participated in immediately before retirement, provided the former employee is receiving a
Minnesota public pension plan disability benefit or pension annuity. The City Council has determined that
it is in the best interest of the City of Brooklyn Center that the City should pay the employee share of the
single medical insurance premium from the date of retirement to age 65 for meet eligibility requirements
for a PERA full retirement annuity and who have been employed full time by the City of Brooklyn Center
for at least the ten consecutive years prior to retirement.
Substantial) all of the City's full -time employees ma be eligible for these benefits. Current) investment
Y tY Y g Y
earnings are sufficient to provide benefits. In the event that future costs would exceed earnings, other fimds
would be charged for the costs associated with their employees.
PERSONNEL LEVELS
Not Staffed.
r
443
CITY OF BROOKLYN CENTER
REVENUE BUDGET WORKSHEET BY FUND
1999 BUDGET
1996 1997 1998 1999
ACTUAL ACTUAL ADOPTED ADOPTED
OBJECT CODE DESCRIPTION REVENUES REVENUES BUDGET BUDGET
FUND EMPLOYEE'S RETIREMENT FD 016
3800 Interest Earnings 67,305 69,149 60,000 60,000
Investment Earnings TOTAL 67,305 69,149 60,000 60,000
EMPLOYEE'S RETIREMENT FD TOTAL 67,305 69,149 60,000 60,000
r
i
1
1
1
1
1
1
444
CITY OF BROOKLYN CENTER
ADOPTED BUDGET WORKSHEET BY DIVISION
1999 BUDGET
1998 1999
Object Code Description 1996 1997 ADOPTED COUNCIL
Division Code Description ACTUAL ACTUAL BUDGET ADOPTED
DIV 686 EMPLOYEE RETIRE FUND
4151 Health Insurance 78,133 183,514 60,000 60,000
Fringe Benefits TOTAL 78,133 183,514 60,000 60,000
EMPLOYEE RETIRE FUND TOTAL 78,133 183,514 60,000 60,000
EMPLOYEE'S RETIREMENT FD TOTAL 78,133 183,514 60,000 60,000
1
445
1999 Tax Capacity
(42.5%) Commercial
(10.1 Apartment
(1 o.9° /n) Industrial
(36.50.) Residential
1998 Tax Capacity
(aa.l Commercial
(10.8 Apartment
t (10.6• IndusbW
(34.3%) Resider"
Tax Capacity 19971
(11.2%) Apartment
(]0.50a) Industrial (31.2%) Residenial
T ax Capacity
T 1996
(50.20.) commercial
11.4 0 A) Apartment
(9.4 Industrial (29.0%) Residential
t
MEMORANDUM
TO: Michael J. McCauley, City Manager
FROM: Charlie Hansen, Finance Director
DATE: April 24, 1996
SUBJECT: Report on Budget Policies and Requirements
1
In one of our earlier budget discussions, you asked me to prepare a summary of
requirements for preparation of the city budget which exist in the City Charter or the
Financial Management Policies. I have extracted the following budget related passages
from those documents. t
CITY CHARTER OF BROOKLYN CENTER
CHAPTER 6
ADMINISTRATION OF CITY AFFAIRS
Section 6.02. POWERS AND DUTIES OF THE CITY MANAGER.
7. i Manager shall keep the Council full advised as to the
Subdivision The C ty g p y
financial condition and needs of the City, and shall prepare and submit to the Council the
annual budget.
CHAPTER 7
TAXATION AND FINANCES
Section 7.01. COUNCIL TO CONTROL FINANCES. The Council shall have full
authority over the financial affairs of the City, and shall provide for the collection of all
revenues and other assets, the auditing and settlement of accounts, and the safekeeping and
disbursement of public monies, and in the exercise of sound discretion shall make
appropriations for the payment of all liabilities and expenses.
Section 7.02. FISCAL YEAR. The fiscal year of the City shall be the calendar year.
Section 7.05. PREPARATION OF THE ANNUAL BUDGET. The City Manager shall
prepare the estimates for the annual budget. The budget shall be by funds and shall
include all the funds of the City except the funds made up of proceeds of bond issues,
public service enterprise funds, and special assessments funds, and may include any of
such funds at the discretion of the Council. The estimates of expenditures for each fund
budgeted shall be arranged for each department or division of the City. The budget shall
show the income and expenditures classified in accordance with generally accepted
accounting principles. The City Manager shall submit with the estimates such explanatory
statements as the City Manager may deem necessary, and under this charter, the City
Manager shall interpret this section as requiring comparisons of the City's finances with
the two previous budgets of this municipality.
Section 7.06. PASSAGE OF ANNUAL BUDGET. At least thirty (30) days prior to the
adoption of the proposed annual budget and /or property tax levy required by state law, the
City Manager shall submit a preliminary proposed budget and /or property tax levy to the
City Council. Public hearings, notices of public hearings, and other legal publication
requirements shall be in accordance with state law. Complete copies of the City
Manager's proposed budget shall be available for public view at all meetings at which the
Council reviews the proposed budget. The annual budget finally agreed upon shall set
forth in detail the complete financial plan of the City for the ensuing fiscal year for the
funds budgeted. It shall indicate the sums to be raised and from what sources and the sums
to be spent and for what purpose according to Section 7.05. The total sum appropriated
shall be equal to the total estimated revenue and allocated surplus. The Council shall adopt
the budget not later than three (3) calendar days prior to the statutory requirement for
certification of the budget to the County Auditor by a resolution which shall set forth the
total for each budgeted fund and each department with such segregation as to objects and
purposes of expenditures as the Council deems necessary for purposes of budget control.
The Council shall also adopt a resolution levying whatever taxes it considers necessary
within statutory limits for the ensuing year for each fund. The tax levy resolution shall be
certified to the County Auditor in accordance with law. At the beginning of the fiscal
year, the sums fixed in the budget resolution shall be and become appropriated for the
several purposes named in the budget resolution and no other.
Section 7.07. ENFORCEMENT OF THE BUDGET. It shall be the du of the City
tY
Manager to enforce the provisions of the budget as specified in the budget resolution. The
City Manager shall not authorize or approve any expenditure unless an appropriation has
been made in the budget resolution and there is an available unencumbered balance of the
appropriation sufficient to pay the liability to be incurred. No officer or employee of the
City shall place any orders or make any purchases except for the purposes authorized in
the budget. Any obligation incurred by any person in the employ of the City for any
t
purpose not in the approved budget or for any amount in excess of the amount appropriated
in the budget resolution or in excess of the available monies in any fund of the City may
be considered a personal obligation upon the person incurring the expenditure.
Section 7.08. ALTERING OR ADJUSTING THE BUDGE
t T. After the budget shall have
been duly adopted, the Council shall have no power to increase the amounts fixed in the
budget resolution, by the insertion of new items or otherwise, beyond the estimated
revenues, unless the actual receipts exceed the estimates and then not beyond the actual
receipts. This provision shall in no way be construed as limiting the discretion of the
Council to appropriate monies from accumulated surplus in an amount equal to a previous
appropriation if not, in fact, expended or encumbered for that purpose in the previous
fiscal year. The Council may at any time, by resolution approved by a four -fifths (4/5)
majority of its members, reduce the sums appropriated for any purpose by the budget
resolution. The Council may, by a majority vote of its members, transfer unencumbered
appropriation balances from one office, department or agency to another within the same
fund. All appropriations shall lapse at the end of the budget year to the extent that they
shall not have been expended or lawfully encumbered.
Section 7.09. CONTINGENCY APPROPRIATION IN BUDGET. The Council may
include a contingency appropriation as a part of the budget but not to exceed five per cent
(5 of the total appropriation of the general fund made in the budget for that year. A
transfer from the contingency appropriation to any other appropriation shall be made only
by a majority vote of the members of the Council. The funds thus appropriated shall be
used only for the purposes designated by the Council.
Section 7.1.L FUNDS TO BE KEPT. There shall be maintained in the City Treasury a
classification of funds which shall provide for a general fund for the payment of such
expenses of the City as the Council may deem proper, and such other funds as may be
required by statute, ordinance or resolution. The Council shall have full power by
ordinance or resolution to make interfund loans, except from trust and agency funds, as
may be deemed necessary and appropriate from time to time. The Council shall have full
authority by ordinance or resolution to make permanent transfers between all funds which
may be created, provided that such transfers are not inconsistent with the provisions of
relevant covenants, the provisions of this charter or State statute.
CHAPTER 8
PUBLIC IMPROVEMENTS AND SPECIAL ASSESSMENTS
Section 8.01. POWER TO MAKE IMPROVEMENTS AND LEVY ASSESSMENTS.
The City shall have the power to make any and every type of public improvement not
forbidden by the laws of this State and to levy special assessments for all or any part to the
cost of such improvements as are of a local character, pursuant to the laws of the State of
Minnesota.
Section 8.02. ASSESSMENTS FOR SERVICES. The Council may provide by ordinance
that the cost of snow, rubbish or weed removal, and sprinkling or any other service to
streets, sidewalks, or other public property, or the cost of any service to other property,
undertaken by the City may be assessed against the property benefited and collected in like
manner as are special assessments.
CHAPTER 11
PUBLIC OWNERSHIP AND OPERATIONS OF UTILITIES
Section 11.01. Af'OT AND OPERATION OF TTILITIES. The City ma y ?�SITION ty y own
and operate any gas, water, heat, power, light, telephone or other public utility for
supplying its own needs for utility service or for supplying utility service to private
consumers or both. It may construct all facilities reasonably needed for that purpose and
may acquire any existing utility properties so needed; but such acquisition action may only
be taken by an ordinance, approved by a majority of the electors voting thereon, at a
general or special election. The operation of all public utilities owned by the City shall be
under the supervision of the City Manager.
Section 11.02. RATES AND FINANCES. Upon recommendation made by the City
Manager or upon its own motion, the Council may fix rates, fares and prices for municipal
utilities, but such rates, fares and prices shall be just and reasonable. The Council shall
endeavor to make each municipal utility financially self sustaining and shall not use any
municipal utility operation directly or indirectly as a general revenue producing agency for
1 the City. Before any rates, fares or prices for municipal utilities shall be fixed by the
Council, the Council shall hold a public hearing on the matter in accordance with Section
11.06. The Council shall prescribe the time and the manner in which payments for all
such utility services shall be made, and may make such other regulations as may be
necessary, and prescribe penalties for violations of such regulations.
FINANCIAL MANAGEMENT POLICIES
III. FINANCIAL MANAGEMENT POLICIES
A. Capital Improvement Budget Policies
1. The City will make all capital improvements in accordance with an adopted
Capital Improvements Budget.
2. The City will develop a multi -year plan for capital improvements and update
it at least biennially.
3. The City will enact an annual Capital Budget based on the multi -year capital
improvement plan. Future capital expenditures necessitated by changes in
population, changes in real estate development, or changes in economic base
will be calculated and included in Capital Budget projections.
4. The City will coordinate development of the Capital Improvement Budget
with the development of the operating budget. Future operating costs with
new capital improvements will be projected and included in operating budget
forecasts.
6. The City will project its equipment replacement and maintenance needs for
the next several years and will update this projection each year. From this
projection, a maintenance and replacement schedule will be developed and
followed.
B. Revenue Policies
1. The City will attempt to maintain a diversified and stable revenue system to
shelter it from short-run fluctuations in any revenue source and to minimiz
property taxes.
2. The City will estimate its annual revenue by an objective conservative
analytical process.
3. The City will project revenues for the next three years and will update this
projection annually. Each existing and potential revenue source will be
reexamined annually.
6. Each year the City will recalculate the full costs of activities supported by
user fees to identify the impact of inflation and other cost increases.
7. The City staff will recommend revised user fees with review by the City
Council on an annual basis, to adjust for the effects of inflation on the City's
cost of providing services.
8. The City will set fees and user charges for each Enterprise Fund, such as
Water and Sewer, at a level which fully supports the total direct and indirect
t costs of the activity. Indirect costs include the cost of annual depreciation
of capital assets.
9. Whenever user charges and fees are determined to appropriate for City
services, those charges and fees will generally be established at a level which
will recover the full cost of providing the service, including administration
costs.
C. Debt Policies
5. Total debt service for General Obligation debt will not exceed five percent
of total annual locally generated operating revenue in the general, special
revenue, and proprietary funds.
8. The City will not incur debt to support current operations.
D. Reserve Polices
1. The City will maintain an undesignated and unreserved General Fund
balance in an amount determined by applying the Adequate General Fund
Balance Policy Formula as established by the City Council. The formula
shall be reviewed annually by the City Council. The formula shall be
designed to establish a fund balance at a level which is sufficient to avoid
issuing debt to meet current operating needs.
2. If the City Council deems it appropriate to reduce fund balances for the
portion above the formula amount, such reductions shall not exceed 50% of
the excess for one year.
Operating Bud
H. OP g et Policies g
1. In accordance with Chapter 7, Section 7.06 of the City Charter, the total
sum appropriated in the General Fund annual budget shall be equal to the
total estimated General Fund revenue and the allocated General Fund
balance.
2. The City will pay for all current expenditures with current revenues. The
City will avoid budgetary procedures that balance current expenditures at the
expense of meeting future year's revenues, or rolling over short-term debt,
or that rely on accumulated fund balances to meet current obligations.
3. The City will annually appropriate a contingency appropriation in the
General Fund budget, not to exceed five percent of the total budget, to
provide for unanticipated expenditures of a non recurring nature.
4. The City Manager, when submitting the Proposed Budget to the City
Council, shall submit a balanced budget in which appropriations shall not
exceed the total of the estimated General Fund revenue and the fund balance
available after applying the Adequate Fund Balance Formula.
5. Prior to adopting the General Fund Annual Budget, the City Council shall
review the Adequate General Fund Balance Policy Formula.
6. In the event that there is a shortfall of revenues in a current ear budget, the
Y g
City Manager may recommend the use of a portion of the General Fund
balance not to exceed the amount available after deducting amounts reserved
for items not readily convertible to cash or reserved for working capital or
already appropriated to the General Fund current budget as shown on the
most recent Adequate General Fund Balance Policy Formula as established
by the City Council.
7. The budget will provide for adequate maintenance of the capital plant and
equipment, and for their orderly replacement.
8. The budget will provide for adequate funding of all retirement systems.
9. The City will maintain a budgetary control system to assist in adhering to the
budget.
10. The City administration will prepare regular monthly reports comparing
actual revenues and expenditures to the budgeted amount.
11. Each year the City will update expenditure projections for its Enterprise
Funds for the next three years. Projections will include estimated operating
costs of future capital improvements included in the Capital Budget.
12. The Operating Budget will describe the major goals to be achieved, and the
services and programs to be delivered for the level of funding provided.
13. Where ossible the City will integrate performance measurement and
P tY g P
productivity indicators with the budget.
14. Enterprise funds shall be budgeted to have positive net income plus a
sufficient margin to provide for replacement cost of property, plant, and
equipment.
Tax om utation
C p
1999 State Rates 1998 State Rates
Tax Capacity 1st $75,000 1.00% 1 st $75,000 1.00%
$7500 1.70% $75,000 1.85%
Average Market Value $84,000
$75,000 1.00% $750
$9,000 1.70% $153
Tax Capacity $903
City Tax Rate City Levy/Total Tax Capacity of all Property
Taxes Rate X Capacity
Year Rate Capacity_ ACC' v Taxes
1999 36.03% $903 $325.36
1998 35.02% $917, $320.96 j
$4.40
Impact of Increased Value:
Avg^ Value Capacity_ (City Taxes
1998 $80,000 $843 $295.04
1999 $84 $903 $325.36
Difference $4,000 $61 $30.32
Impact of Police Fire Bonds
Taxes based on Market Value rather than tax ca
Rate Tax
Market Valu $84,000 0.07162% $60.16
Total City Tax General Tax Police Fire Bond Tax
Example:
Value $84
General Tax $325.36
Police Fire Bond $60.16
$385.52
General Fund Levies 1996 1999
Millions
0 2 4 6 8
1996
1997
Gen. Fund &debt)
Police Fire Bonds
1998
1999
i
COMPARISON OF TOTAL ASSESSED VALUE AND TAX CAPACITY
FOR NON RESIDENTIAL PROPERTIES
Payable 1997 TO 1999
VALUE
CHANGE CHANGE
TOTAL 1997 TOTAL 1998 CHANGE Payable TOTAL 1999 CHANGE Payable
PROPERTY TAXABLE TAXABLE Payable '97 to '97 to'98 TAXABLE Payable '98 to '98 to '99
TYPE VALUE VALUE '98 (Dollars) (Percent) VALUE '99 (Dollars (Perc
APARTMENT $77,583,600 $80,218,400 $2,634,800 3.40% $96,130,700 $15,912,300 19.84%
COMMERCIAL $232,469,700 $231,244,700 ($1,225,000) -0.53% $250,191,900 $18,947,200 8.19%
INDUSTRIAL $52,062,400 $55,653,800 $3,591,400 6.90% $64,265,800 $8,612,000 15.47
C &I COMBINED $284,532,100 $286,898,500 $2,366,400 0.83% $314,457,700 $27,559,200 9.61%
COMMERCIAL,
INDUSTRIAL
AND
APARTMENT
COMBINED $362,115,700 $367,116,900 $5,001,200 1.38% $410,588,400 $43,471,500 11.84%
TAX CAPACITY
CHANGE CHANGE
CHANGE Payable CHANGE Payable
PROPERTY TOTAL 1997 TOTAL 1998 Payable '97 to '97 to '98 TOTAL 1999 Payable '98 to '98 to'99
TYPE TAX CAPACITY TAX CAPACITY '98 (Dollars) (Percent) TAX CAPACIT 99 (D (Perc
APARTMENT $2,509,152 $2,193,377 ($315,775) 12.58% $2,017,793 ($175,584) -8.01%
COMMERCIAL $10,501,922 $8,929,359 ($1,572,563) 14.97% $8,490,710 ($438,649) -4.91%
INDUSTRIAL $2,345,450 $2,149,374 ($196,076) -8.36% $2,181,557 $32,183 1.50
COMMERCIAL
and INDUSTRIAL
COMBINED $12,847,372 $11,078,733 ($1,768,639) 13.77% $10,672,267 ($406,466) -3.67%
COMMERCIAL,
INDUSTRIAL
AND
APARTMENT
COMBINED $15,356,524 $13,272,110 ($2,084,414) 43.57% $12,690,060 ($582,050) -4.39%
Commercial, Industrial and
apartment Tax Capacity Change
As of August 15, 1998. '97 to '99 47.36%
MV EPTS= USSWPRUWffW7EVM 'rMMTES"WOMD-XLS)0.1s A COMPARE
1997 vs 1998 VALUATION CHANGES FOR
BROOKLYN CENTER RESIDENTIAL PROPERTIES
Payable 1998 TO 1999
PERCENTAGE OF
PERCENTAGE OF NUMBER OF PARCELS RESIDENTIAL
CHANGE PARCELS
-69 TO -21 2 0.03%
-20 TO -11 24 0.33%
o o o
-10 /o TO 6 /0 60 0.82 /o
-5% TO -1 290 3.98%
NO CHANGE 286 3.93%
+1% TO +5% 3,303 45.35%
+6% 0 37.99%
TO 10 /o .2,767
+11 TO +20% 536 7.36%
+21 TO +27% 16 0.22%
TOTAL 7,284 100.00%
Parcels with change of 5% or
less 3,879 53.25%
Parcels with declining values 376 5.16%
Parcels with increasing values 6,622 90.91%
G: VEPTSIASSESSXSPREDSHTWEVEBXTAXRATESW980ARD YIW7 b 98 RES EMV 5"dk8Wn
11/30/98
1998 Truth In Taxation Meeting
MEDIAN SINGLE FAMILY VALUE AND TAX CAPACITY 1997 vs 1998 VS 1999
Median Percentage Percentage
Value Change Tax Capacity Change
Single Family Residential $77,700 $834.00
Payable 1997
Single Family Residential $80,000 2.96% $842.50 1.02%
Payable 1998
Single Family Residential $84,000 5.00% $903.00 7.18%
Payable 1999
G:IDEPTSI ASSESS\. SPREDSHTISTEVEBITAXRATES199BOARD .XLS]value vs capacity
11!24/98
Tax Capacities
12
10
8-
1996
c 1997
1998
1999
4
2
0 1
Apartment Commercial Industrial Residential Farm
Market Values
800
600
1996
0 4
1997
00
1998
®1999
200
0
Apartment Commercial Industrial Residential Farm
Market Value
1996-1999
1100
1080
1060
G 1040
Market Value
1020
1000
980
960
1996 1997 1998 1999
Tax Capacity
1996-1999
23
H
21 I Capacity
20 O
1 19
1996 1997 1998 1999
1999 Tax Capacity
(42.5 C- :al t
(10.1 Apartment
(10.9%) Industrial
(36.SX) Residential
1998 Tax Capacity
(lo.s•�.) Apanment
(10.6' Industrial
(34.s Residattial
Tax Capacity 19971
(47.0%) c....,...: �l
(11.2'/.) Apartment
1
(1 Os Industrial
(31.2Yo) Residential
I Tax Capacity 19961
(50.2 Comataraat
(11.4°x.) Apartment
(9.4 °k) Industrial (29.0 Residential
1
1
1999 -2003 CAPITAL IMPROVEMENTS PROGRAM
TABLE OF CONTENTS Rae
Introduction 1
Public Utilities
Water Utility 11
Sanitary Sewer Utility 14
Storm Drainage Utility 16
Streets, Sidewalks, and Trails
Streets 18
Sidewalks and Trails 21
Parks, Public Facilities, and Capital Equipment
Parks 23
Centerbrook Golf Course 26
Government Buildings 27
Miscellaneous Equipment 28
TABLES
Table 1: Summary By Functional Area 5
Table 2: Summary By Fund 7
Table 3: 1999 Projects 9
j Table 4: Summary By Function and Fund 10
Table 5: Water Utility Projected 5 Year Balance 12
Table 6: Water Utility Facilities Future Maintenance or Replacement Needs 13
Table 7: Sanitary Sewer Utility Fund Projected 5 Year Balance 15
Table 8: Sanitary Sewer Utility Facilities Future Maintenance or Replacement Needs 15
Table 9: Storm Drainage Utility 5 Year Projected Balance 17
Table 10: Neighborhood Street and Utility Improvement Program Progress 19
Table 11: Municipal State Aid Fund 5 Year Projected Balance 20
Table 12: General Fund Contributions to Street Projects 5 Year Projected Balance 20
Table 13: Local State Aid Fund 5 Year Projected Balance 22
Table 14: Parks Facilities Future Maintenance or Replacement Needs 25
Table 15: Golf Course Fund 5 Year Projected Balance 26
Table 16: Capital Improvement Fund 5 Year Projected Balance 29
FIGURES
Figure 1: By Functional Area 6
Figure 2: By Funding Source 8
APPENDIX
Table A: Water Utility Al
Map A: Water Facilities A2
Table B: Sanitary Sewer Utility A 3
Map B: Sewer Facilities A4
Table C: Storm Drainage Utility A5
Map C: Drainage Facilities A6
Table D: Sidewalk and Trail Improvements A7
Map D: Sidewalk Trail Facilities A8
Table E: Park Improvements A9
Map E: Park Facilities All
Table F: Public Buildings Improvements Al2
Map F: Public Buildings A13
Table G: Street Improvements A14
Map G: Street Improvement Projects A19
1999 -2003 CAPITAL IMPROVEMENTS PROGRAM
INTRODUCTION
The Capital Improvement Program (CIP) is a planning document. It is intended to serve as a summary
of the physical improvements proposed to carry out the City's strategic and comprehensive plans. The
CIP presents a schedule of improvements and an evaluation of the community's financial capabilities,
as well as its goals and priorities. In such a way, the community can be assured that it is adequately
prepared to meet the demands on its financial resources in the coming years.
No document or planning process, however, can anticipate all contingencies or opportunities.
Certainly not all of the capital improvements to be undertaken during this time period are known at this
time. Rather, the information contained in these tables represents a best estimate of improvements and
their costs based on present knowledge and expected conditions. The CIP is a flexible planning tool that
provides a means to determine which projects are of highest priority. The City can be responsive to
opportunities because it has available a comprehensive listing of its needs which can be evaluated and
reprioritized if necessary to take into account new or changing situations.
For the purposes of this report, a capital improvement can be defined as any major non recurring
expenditure or any expenditure for physical facilities of government. Typical expenditures are the cost
of land acquisition or interest in land; construction of buildings or other structures; construction of
roads, utilities, or park improvements; and pursuit of community development activities. Most capital
improvements are typically funded from revenue sources other than the general fund. Maintenance of
these improvements is primarily funded by the general fund.
The CIP is directly linked to the goals and policies, land use and community facility sections of the
Comprehensive Plan, since these sections indicate general policies of development, redevelopment, and
the maintenance of the community. Consequently, the primary objective of the CIP is to integrate the
specific goals, policies, and recommendations contained in the City's plan with its capability to pay for
and maintain capital improvements.
Meeting Strategic and Annual Goals
The City's Comprehensive Plan presents the framework for programming, development and
redevelopment within the community. This Comprehensive Plan identifies several general community
goals.
Carve out a unique and desirable niche in the Twin Cities are by capitalizing on physical
attributes such as: location, highway and bus access; sound and diversified housing stock;
vibrant mixed -use center; attractive Brooklyn Boulevard Corridor; and interconnected park and
open space system.
PLQiects con sistent w ith tliLaoal are:
Completion of park upgrades including playground equipment replacement, shelter renovations
and replacement, and addition of amenities and linkages to regional parks.
City participation in a Hennepin County street improvement project providing a major upgrade
to Brooklyn Boulevard, improving safety, increasing capacity, and coordinating with
redevelopment and enhancement projects.
Gain an increased sense of unity and place by: retrofitting the public elements of the
neighborhoods; focusing and linking these neighborhoods toward an intensified, mixed use
retail- office residential -civic core; making major street corridors and other public spaces highly
attractive; and celebrating diversity.
Proiects, consistent with this goal are:
The continuation of a systematic program of neighborhood street and utility
improvement projects designed to upgrade neighborhood infrastructure and improve the
appearance of Brooklyn Center neighborhoods;
1 Landscaping and enhancement projects on Brooklyn Boulevard and the three loops:
commercial, neighborhood, and park, as well as rehabilitation of streetscaping in the
Earle Brown commercial area; and
A focus on the redevelopment of mature commercial sites by assisting in the
construction of infrastructure improvements, such as regional storm water ponds.
Develop a positive public image and strong community esteem.
P Djects consistent wi this goa l, are.
Construction of new public facilities and rehabilitation of existing facilities to provide
attractive and functional places for community gatherings.
Provide cooperative leadership and sound management.
Peas consistent with this goal awe;
Continued maintenance and repair of the City's infrastructure, such as: painting and
repairing well houses and water towers, rehabilitating sanitary sewer lift stations,
repairing storm sewer outfalls; repairing sidewalks and retaining walls; sealcoating
streets and trails; and replacing and expanding lighting at city parks.
These major projects focus on maintaining a high quality of life and neighborhood focus and on
redeveloping the community. The program provides for the continuation of the high level of public
services which Brooklyn Center has come to expect and to enjoy.
Projects in this CIP are also consistent with the City Council's 1999 Goals. These include:
Goal 1: Support Brookdale Redevelopment
PLc iects consistent with the goal are:
Completion of the Shingle Creek Regional Pond project to provide off -site storm water
detention and treatment for the Brookdale Shopping Center and surrounding
commercial area.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 2
Goal 2: Continue and Improve Code Enforcement and Compliance Activities
Proiects consistent with the goal are:
The neighborhood street and utility improvement projects designed to upgrade
neighborhood infrastructure and improve the appearance of Brooklyn Center
neighborhoods generate a side benefit as residents in project areas often take that
project as an opportunity to replace roofs, siding, landscaping, fencing, driveways,
etc., and conduct a general cleanup of the area.
Goal 3: Increase Proactivity Towards Fighting Crime
PrQiects consistent with the goal are:
Replacing park facilities and equipment and adding new recreational opportunities in
the parks should increase their use. Active use of the parks for fun and leisure
activities discourages criminal activity.
Goal 4: Finish Fire and Police Building Construction
rho ects cogsistent with the goal are:
Completion of these projects is reflected in this CIP, with adequate funds identified.
Goal 5: Evaluate Housing Programs and Policies
ri' .Wects consistent with the goal are:
No specific projects are included in this CIP.
Goal 6: Plan for Needed Work at Community Center and City Hall
J_tWects consistent with the goal are:
Projects and funding have been identified for projects improving City Hall and the
Community Center, as well as several projects relating to the Civic Center grounds
such as parking lot rehabilitation and Plaza improvements.
Goal 7: Create Neighborhood Traffic Safety Plan
pr
9jects consistent with the goal are:
The continuation of a systematic program of neighborhood street and utility
improvement projects designed to upgrade neighborhood infrastructure provides an
opportunity to collect information, educate residents, and implement solutions.
Goal 8: Continue and Improve Long -term Financial Planning
erects consistent with the 1 are:
The CIP continues to refine long -term planning. The 1999 -2003 report includes for the
first time a detailed review of the Golf Course Fund.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 3
The Plan
The detailed tables of ro osed improvement projects are organized b functional area for example:
P P P P J g Y
water system improvements, park upgrades, street projects, etc. The CIP begins with a series of
summary tables and graphs showing the overall level of expected need and funding requirements. A
summary of the proposed capital improvements by functional area for the five year period of 1999
through 2003 is shown in Table 1. A summary by funding source is shown in Table 2. Table 3 shows
the projects proposed for consideration in 1999. All costs shown are best estimate of future costs based
on 1998 estimated costs.
It must be understood that the scheduling of various improvements, especially those that are related to
development or redevelopment, can change substantially from year to year. However, the overall level
of improvements shown in this CIP represents the best judgment of what is necessary to maintain
infrastructure in good condition, and to provide those facilities which are necessary to support public
services through the year 2003.
1
1
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 4
TABLE 1 Capital Improvement Program Summary by Functional Area
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n
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n ?v:: }v. v: •.'v :..:n:r.• v.n.... r..2,�r� v.• v: f�
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r v. n n...... ?..}alNY ?t:.:?;; +r: .:di•:ti ?tt.'} �4[tF }1'L'.• t: ::i:: }x ?4.`•:i:S:i :i:::i:$:::t::::
PUBLIC UTILITY IMPROVEMENTS:
Water Utility Capital Projects 283,824 1,210,510 423,000 25,000 25,000 25,000 25,000
Sanitary Sewer Utility Capital Projects 42,360 200,000 500,000 0 0 0 150,000
Storm Drainage Utility Capital Projects 76,022 980,344 1,830,000 50,000 250,000 50,000 50,000
SUBTOTAL $402,2061 $2,390,854 1 $2,753,000 1 $75,0001 $275,0001 $75,0001 $225,000
SIDEWALK/TRAIL IMPROVEMENTS:
Off Street Trails 0 25,000 160,000 0 0 0 0
Sidewalks 24,184 87,425 75,000 0 25,000 0 25,000
SUBTOTAL $24,1841 $112,4251 $235,0001 $01 $25,000 $01 $25,000
PARK IMPROVEMENTS $38,796 $226,000 $238,800 $229,600 $237,000 $278,000 $357,400
PUBLIC BUILDINGS $440,348 $4,565,118 $7,193,900 $2,000,000 $600,000 $0 $0
STREET IMPROVEMENTS:
Signals 0 14,000 25,000 0 0 0 0
State Aid Street Projects 700,826 307,809 1,197,166 1,899,550 852,000 0 0
Neighborhood Street Projects 3,661,449 2,854,085 2,989,200 3,809,700 2,982,240 5,065,050 3,719,880
Commercial Street Projects 0 377,145 100,000 0 0 0 0
Landscaping 0 0 25,000 175,000 0 250,000 0
SUBTOTAL $4,362,275 $3,553,040 $4,336,366 $5,884,250 $3,834,240 $5,315,050 $3,719,880,
GRAND TOTAL $5,267,809 $10,847,437 $14,757,066 $8,188,850 $4,971,240 $5,668,050 $4,327,280
b
City of Brooklyn Center
g9 -200
ram, 19
Ca ital ImproYement pro prey
p By F unct►onal
Water Sanitary $eWer
4% W0 Storm Drainage
7 parks
3 I0
Other Street
Improvemen
44%
Public Buildings
30%
Trails Sidewalks
State Aid Streets '1%
10%
Total 5 Year Prop
oseA Expenditures $49,700,453
TABLE 2 Capital Improvement Program Summary by Fund
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.:{i f. $k4. �::.:arS':v',.., :.v::. /.h.: W�l::. :�.:ti ::.�Qi:.x,:..: is .s..{•�.r :..,.....u.:.T }'r
03 Dec 98
WATER UTILITY $1,384,429 $1,205,992 $803,700 $794,185 $647,945 $706,825 $620,180
SANITARY SEWER UTILITY $709,868 $681,240 $1,003,270 $585,860 $533,480 $681,825 $745,180
STORM DRAINAGE UTILITY $246,417 $347,211 $502,945 $752,185 $622,645- $945,604 $575,280
MSA- REGULAR $385,104 $377,443 $707,816 $289,080 $232,320 $743,460 $0
MSA LOCAL ACCOUNT ($36,533) $74,966 $778,800 $854,250 $23,040 $100,000 $75,000
SPECIAL ASSESSMENTS $1,531,615 $1,296,284 $1,243,340 $1,557,445 $1,025,415 $1,296,634 $1,098,195
CAPITAL IMPROVEMENTS FUND $198,044 $2,545,118 ($449,200) $2,222,600 $829,000 $233,000 $347,400
GENERAL FUND: STREET CONSTR $517,929 $453,596 $809,495 $433,845 $549,395 $665,702 $856,045
GOLF COURSE FUND $0 $11,000 $13,000 $7,000 $8,000 $45,000 $10,000
LIQUOR STORE FUND $0 $0 $0 $0 $0 $0 $0
TIF FUNDS $0 $500,000 $0 $442,400 $250,000 $250,000 $0
GENERAL OBLIGATION BONDS $281,100 $2,250,000 $5,368,900 $0 $0 $0 $0
OTHER GOVERNMENTS /FUNDS $49,836 $1,104,587 $3,975,000 $250,000 $250,000 $0 $0
GRAND TOTAL $5,267,809 $10,847,437 $14,757,066 $8,188,850 $4,971,240 $5,668,050 $4,327,280
J
ter
o Brooklyn Cen �ggg -2ag��
C ►�I' ram,
ro p rog r ams
ImpB funding S o urce
y
r
Special
Dra ►Wag
Storm Assessm ents
Utility 16%
Sew er 7%
Sanitary
Utility GO Bonds
J6%
Water Utility
1 1%
nurse Fund
GOI# C <1
MSA Regular ether Funds
6 °l0 14% State
LpGal I ether funds Includes
VISA Capita nd Grants, ISTEA, etc•
4 ea ts
Gene Fu
r Fund %mproV 0
1
5 Year proposed EXpen
ditures $491
Total
TABLE 3 Capital Improvement Program -1999 Projects
i f. .v 6.$i•. t. {:r• t w :.v.. •nv ?r v: .P: w:i
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xv {•rYF. rn ..6. Y:.�`'� 7•v,:.t:{•:.{.:.. }'t�'r t :.:5.. r.�:.'• %N.{:�.• r
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;,�,y��,({��pp�}; p y�� y 'y t y/. �j,} ,¢y.y,�A >';::�.t�1"l�f»:$y
i�':�.ik�rA \HP F}�,j ••r ::?li�.� IR77F: ��I�AF :}F.'+k }:fi: 4:fi�1r /Arj:C:: 4.v:M�NI:2t:..Fv::,,�,., :i•C$,y��:•.' }.$$RN1��S. _r�iiVY q]LY)7[i:
Water
Wellhouse #5 6 exterior rehal 160,000 $160,000
Wellhouse #7 interior rehab 13,000 $13,000
Routine well maintenance 50,000 $50,000
Paint tower #1 200,000 $200,000
Sanitary Sewer
Replace lift stn #10&11 300,000 $300,000
forcemain $0
Stabilize Miss River Interceptor 200,000 $200,000
Stone Drainage $0
Misc storm structure impr 50,000 $50,000
Shingle Creek Regional Pond 1,750,000 $1,750,000
Palmer Lake drainage design 30,000 $30,000
Sidewalks Trails
Misc park trails 60,000 $60,000
53rd Avenue greenway trail 50,000 50,000 $100,000
Misc sidewalk repairs 50,000 $50,000
Repair retaining walls 25,000 $25,000
Parks
Benvue 20,000 $20,000
Central 90,000 $90,000
Centerbrook 13,000 $13,000
Grandview 3,800 $3,800
Kylawn 3,800 $3,800
Lions 30,200 $30,200
Northport 22,800 $22,800
E Palmer 6,500 $6,500
W Palmer 3,800 $3,600
Wangstad 26,400 $26,400
Willow Lane 18,500 $18,500
Public Buildings
New police station 2,958,720 $2,958,720
Additional public safety tech 125,000 $125,000
Civic Center parking lots 200,000 $200,000
EBHC bldg parking lot 1,500,000 $1,500,000
Remodel E fire station 712,290 $712,290
New W fire station 1,697,890 $1,697,890
Streets
Signal painting restoration 437,186 25,000 437 ,1 66
$2500
Previous years' projects
Eade Brown Drive 189,000 139,200 (106,200) 13,000 13,000 12,000 $260,000
Brooklyn Boulevard ROW 600,000 $600,000
SE neighborhood 809,495 795,440 131,450 50,000 367,700 .490,270 85,945 258,900 $2,989,200
1 Paint 69th parkway fence 25,000 $25,000
GRAND TOTAL $809,495 $3,313,000 $984,440 $5,919,700 $707,816 $778,800 $803,700 $1,003,270 $177,945 $258,900 $14,757,066
TABLE 4 Capital Improvement Program Summary By Function and Fund
;f' .:Y. i i:< F:: 4'<iC..,•:. ,,��.:y�2:,. pp ..f...... ��yy��}}�y
08 ,.I:��� x��. i�: w:.::. �i>:>. :.�,:s�:.
PUBLIC UTILITY 5:
Water Utility 283,824 1,210,510 423,000 25,000 25,000 25,000
Sanitary Sewer Utility 42,360 200,000 500,000 0 0 0
Storm Drainage Utility 26,186 (359,656) 405,000 50,000 250,000 50,000
TIF /Other Govts /Capital Improvements Fund 49,836 1,340,000 1,425,000 0 0 0
SUBTOTAL I $402,206 $2,390,854 I $2,753,000 $75,000 $275.0001 $75,000
5:
TRAILS
Local State Aid 0 25,000 110,000 0 0 0
Trail grant 50,000
SIDEWALKS
Local State Aid 24,184 87,425 75,000 0 25,000 0
SUBTOTALI $24,184 $112,4251 $235.0001 $0 $25,000 $0
PARK 5
Capital Projects Fund 38,796 215,000 225,800 222,600 229,000 233,000
Golf Course Fund 0 11,000 13,000 7,000 8,000 45,000
SUBTOTAL I $38,796 $226.0001 $238.8001 $229,600 $237,0001 $278,000
PUBLIC BUILDTITGS
Capital Improvements Fund 159,248 2,315,118 (675,000) 2,000,000 600,000 0
Water Utility 0 .0 0 0 0 0
Sanitary Sewer Utility 0 0 0 0 0 0
Liquor Fund 0 0 2,500,000 0 0 0
GO Bonds 281,100 2,250,000 5,368,900 0 0 0
SUBTOTALI $440,348 $4,565,118 $7,193,900 I. $2,000,000 $600,000 $0
5
MSA Regular 385,104 377,443 707,816 289,080 232,320 743,460
MSA Local (60,717) (37,459) 593,800 854,250 (1,960) 100,000
Water Utility 1,100,605 275,069 380,700 769,185 622,945 681,825
Sanitary Sewer Utility 667,508 481,240 503,270 585,860 533,480 681,825
Storm Drainage Utility 220,231 706,867 97,945 702,185 372,645 895,604
Special Assessments 1,531,615 1,296,284 1,243,340 1,557,445 1,025,415 1,296,634
Special Assessment Constr Fund 517,929 453,596 809,495 433,845 549,395 665,702
TIF Revenue 0 0 0 442,400 250,000 250,000
Other Governments 0 0 0 250,000 250,000 0
SUBTOTAL I $4,362,275 $3,553,040 $4,336,366 $5,884,250 $3,834 I $5,315,050
0
GRAND TOTAL $5,267,809 $10,847,437 $14,757,066 $8,188,850 $4,971,240 $5,668,050
1. PUBLIC UTILPfIES
.a. Water Utility
The City's water utility provides service to 8,900 connections in Brooklyn Center. The City also has
cooperative agreements with the adjacent cities of Brooklyn. Park and Robbinsdale to provide service to
about 100 border customers in those cities where Brooklyn Center has mains but those cities do not.
About 12 homes in Brooklyn Center receive their water from the City of Minneapolis.
The water utility finances all costs for water supply, distribution, operations and maintenance, and
capital improvements. Revenues are generated through water use charges, connection charges, and
special assessments. Charges are adjusted annually based on a rate study analysis which reviews
operations, maintenance, and construction costs and projected water demand. 1
Substantial cash expenditures have been made from the water utility in the past few years. These
expenditures are primarily cyclical in nature, such as painting and repairs to the three water towers and
replacement of the SCADA system. In 1999, this cycle of larger scale improvements will be
completed, and it will be several years before items such as tower repainting come up again. The only
significant annual expenditures during the "off cycle" years are associated with neighborhood street
projects. In most cases, these represent repairs to the system, rather than substantial replacements.
However, in 1997, the utility replaced over 5 miles of water main in the Orchard West neighborhood,
which historically has had water quality problems and maintenance issues. There are a few other
neighborhoods which are known to have "hot" or corrosive soils where substantial replacements are
likely to be required. The Garden City neighborhood projects are likely to encounter these conditions,
as well as improvements in the "Tangletown" area of the southeast neighborhood.
As a result of these large capital expenditures, the balance in the fund has been reduced considerably.
The target balance in this fund is $1.5 million, and projects and utility rates have been identified which
would sustain that balance.
5 Year Improvements
Short term activities relate primarily to routine maintenance, and improvements associated with
Neighborhood Street and Utility Improvement Program.
1. Continue the routine well inspection and maintenance program to assure the continued
functioning of the existing wells.
2. Repair the interior and exterior coatings and provide for structural repair of the water towers.
Tower #2 was completed in 1997 and Tower #3 in 1998, with Tower #1 scheduled in 1999.
3. Rehabilitate the exterior of the older well houses, especially those located in residential
neighborhoods, and make necessary repairs such as replacement of doors, roofs, etc.
4. Replace existing mains as necessary and make various water distribution system improvements
to assure the system's ability to deliver needed capacities to all portions of the City during peak
demand periods and for fire protection as a part of the Neighborhood Street and Utility
Improvement Program.
City of Brooklyn Center Capital Improvement Program 1999-2003 Page i I
Table 5
WATER UTILITY FUND PROJECTED 5 YEAR BALANCE
sag I
Balance $3,287,865 $2,702,106 $2,444,168 $2,169,192 $2,037,837 $1,851,418
Revenuer
Investment interest $190,696 $148,616 $122,208 $108,460 $101,892
User fees $92,571
1,068,000 1,092,000 1,116,000 1,152,000 1,188,000 1,212,000
Other 110,000 110,000 110,000
�t endiruree 110,000 110,000 •110,000
Capital outlays $1,205,992 803,700 $794,185 $647,945 $706,825
SCADA replacement 270,000 $620,180
wellhouse rehabilitation 17,675 173,000
Routine well maintenance 12,240 50,000 25,000 25,000 25,000
Tower painting /repair 544,820 200,000 25,000
Strcetimprovements 275,069 380,700 769,185 945 622,
681 595,180
NSP Reimbursement
(279,587)
Other (bldg projects) 365,775
Debt service 0
0
Operating costs 0 0 0 0
$748,463 $804,854 $829,000
$853,870 $879,486 $905,870
B�ce $2,702,106 $2,444,168 $2,169,192 $2,037,837 $1,851,418 $1,739,939
1ggi a -term lm rove c
Long -term improvements require detailed evaluation of capacity following the extensive distribution
system improvements constructed in the past several years, and future water quality regulations.
1 In 1998, the periodic Water System Analysis study last conducted in 1989 "The Black
and Veatch study was updated. The study concludes that Brooklyn Center's water
supply system is adequate, and that no new wells or elevated storage need to be
constructed. The emergency water interconnect with Brooklyn park which was
1 constructed in 1997 is capable of supplying all the City's average day demand should
that need arise. An emergency generator capable of starting up a well was purchased
in 1998, and electric control modifications were made to several of the wells at the time
the adjustable speed drives were installed to accommodate the generator. Water
modeling confirms that under most emergency scenarios, as long as the integrity of the
distribution system is not breached, water adequate for serving average water needs and
providing fireflow would be available.
The study also updated the estimated cost of an iron and manganese removal water
treatment plant, should the City desire to construct such a facility. At this time there is
no regulatory reason to do so, and alternative methods such as chemical treatment have
kept complaints about these naturally- occurring minerals to a minimum. Iron and
manganese are not aesthetically pleasing in the water, but no health hazards have been
identified as a result of their presence. It is estimated that a plant to remove iron and
I City of Brooklyn Center Capital Improvement Program 1999 -2003
Page 12
manganese, including an additional 1 MGAL ground storage, would cost between $6.7-
8 million. A suitable site in the City's well field is available, and is reserved for such
a future use, and the water distribution system has been designed to accommodate a
future plant with few adjustments.
2. In 1997 -98, adjustable speed drives were installed on the pumps at several of the City's
primary wells. A revised operations plan to manage energy use and maximize
production was implemented. A final component of the revised operations plan is to
amend the City's periodic well maintenance program to provide major maintenance
based on running time rather than every 6 years. This component is still being
developed, and is expected to be implemented in 2000.
3. The following is a listing of major water utility facilities and future major maintenance
or replacement needs:
Table 6
WATER UTILITY FACILITIES FUTURE MAINTENANCE OR REPLACEMENT NEEDS
>;cII.rr s LoNG>
Well #2 (B Blvd) 1959 2004: routine maintenance Routine maintenance every 6 years
Well #3 (at Tower #2) 1961 2001: routine maintenance Routine maintenance every 6 years
Well #4 (Evergreen W) 1961 1999: routine maintenance Routine maintenance every 6 years
2002: exterior rehab
Well #5 (70th/Camden) 1 1966 2002: routine maintenance Routine maintenance every 6 years
Well #6 (69th/Emerson) 1965 1999: exterior rehab Routine maintenance every 6 years
2000: routine maintenance
Well #7 (Evergreen E) J 1970 1999: exterior rehab Routine maintenance every 6 years
Well #8 (Camden/Woodb) 1977 2000: routine maintenance Routine maintenance every 6 years
1999: exterior rehab
Well #9 (Camden N) 1984 1999: routine maintenance Routine maintenance every 6 years
Well #10 (Camden S) 1990 2003: routine maintenance Routine maintenance every 6 years
Tower #1 (France) 1958 1999: repair coatings Inspect coatings in 2004; rehab in 15 -20
Yes Tower #2 (Dupont) 1960 Inspect coatings in 2004; rehab in 15 -20
Years
Tower #3 (Centerbrook) 1973 Inspect coatings in 2004 rehab in 15 -20
years
SCADA 1998 Periodically upgrade, replace when
technologically obsolete
Note: Starting in 1999, rountine maintenance of wells will be scheduled based on running time rather
than every six years. This long term plan will be amended accordingly.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 13
b. Sanitary Sewer Utility
The City's sanitary sewer utility provides service to 8,770 customers in Brooklyn Center. The City
also has cooperative agreements with Brooklyn Park and Robbinsdale to provide service to about 100
border customers in those cities where Brooklyn Center has mains but they do not.
The sanitary sewer utility finances all costs for operations and maintenance and capital improvements
through sewer use charges, connection charges and special assessments. Charges are adjusted annually
based on a rate study analysis which reviews operation, maintenance, and construction costs, as well as
sewage treatment charges from the Metropolitan Council Environmental Services (formerly
Metropolitan Waste Control Commission), which provides wastewater treatment for the entire Twin
City metro area. MCES charges account for about 3/4 the annual operating expenditure of the utility.
Substantial cash expenditures have been made from the sanitary sewer utility in the past few years.
These expenditures are primarily cyclical or one time in nature. In the past several years the utility
has replaced the two primary lift stations, number 1 in Garden City Park and number 2 on Lyndale
Avenue, and relined or replaced where possible a substantial amount of corrugated metal pipe which
was used for some major interceptors in the late 1950s. In 1999, this cycle of larger scale
improvements will be completed, and it will be several years before items such major replacements
come up again. Generally, the only significant annual expenditures during the "off cycle" years are
associated with neighborhood street projects, for the replacement of mains as necessary.
As a result of these large capital expenditures, the balance in the fund has been reduced considerably.
The target minimum balance in this fund is $1.0 million. While current projections show the fund
periodically falling below that minimum, project costs are reviewed annually, and adjustments may or
may not need to be made in future years based on more current information.
S Year Improvements
Short term activities relate primarily to routine maintenance, and improvements associated with the
Neighborhood Street and Utility Improvement Program.
1. Continue routine sewer televising and lift station inspection and maintenance program.
2. Replace any segments of sewer which have been identified as needing replacement by the
television inspection program, and as necessary with the Neighborhood Street and Utility
Improvement Program. It has been determined that almost one -half of the sanitary sewer pipe
in the City is of the ungasketed, clay tile variety. This type of material is highly susceptible to
root and groundwater infiltration. On average about half the sewer pipe in the Neighborhood
projects has had to be replaced because of extensive root infiltration. Many individual services
have also been replaced for the same reason. The projects identified in this 5 year plan are all
in areas with known instances of root infiltration, so it is expected that replacements will be
substantial.
3. Replace two smaller lift stations which are reaching the end of their useful life, and consider
relining an associated segment of force main in 1999 and another in 2003.
4. Stabilize the river bank around the section of the Mississippi River interceptor that is
immediately adjacent to the river.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 14
Table 7
SANITARY SEWER UTILITY FUND PROJECTED 5 YEAR BALANCE
1
Starting $1,167,966 $922,323 $484,620 $538,655 $685,327 $728,387
Balance
Revenues
Investment interest $67,742 $50,728 $24,231 $26,933 $34,266 $36,419
User fees 2,283,463 2,413,902 2,551,101 2,625,907 2,701,461 2,777,777
Other 1,000 1,000 1,000 1,000 1,000 1,000
Eweadiaw
Capital Outlays $681,240 $1,003,270 $585,860 $533,480 $681,825 $745,180
INTRAC replacement 200,000
Replace lifts #10 11 300,000 150,000
River line 2 00,E
Street improvements 481,240 503,270 585,860 533,480 681,825 595,180
Previous years' projects
Operating costs $391,609 $344,562 357,604 $371,173 $385,291 $399,981
MCF.S charge 1,525,000 1,555,500 1,578,833 1,602,515 1,626,553 1,650,951
Ending $922,3231 $484,620 $538,6551 $685,327 $728,387 $747,471
Balance
Loz -Term roveum=
is relate specifically to replacement of major
Long term improvements sp y or facilities. The following is a list of p J
those facilities and their maintenance or replacement needs.
Table 8
SANITARY SEWER UTILITY FACILITIES
FUTURE MAINTENANCE OR REPLACEMENT NEEDS
1
Lift Station #1 (Garden City) 1 1997 I Monitor, maintain rehab as necessary
Lift Station #2 (Lyndale) 1993 Monitor, maintain rehab as necessary
Lift Station #3 (Palmer Lake) 1982 Maintain rehab as necessary. Review condition in 2012
Lift Station #4 (Queen 55th) 1990 Monitor, maintain rehab as necessary
Lift Station #5 (Indiana 56th) 1990 Monitor, maintain rehab as necessary
1
Lift Station #6 (France LakeB) 1988 Monitor, maintain rehab as necessary
Lift Station #7 (Willow Lane) 1990 Monitor, maintain rehab as necessary
Lift Station #10 (58th AM) 1967 1999: replace Monitor, maintain rehab as necessary
Lift Station #11 (SCP) 1969 1999: replace Monitor, maintain rehab as necessary
Lift Station #12 (Freeway) 1985 Maintain rehab as necessary. Review condition in 2015
INTRAC 1998 Periodically upgrade, replace when technologically obsolete
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 15
C. Storm Drainage Utility
The City's storm drainage system consists of storm sewer piping and a series of storm water detention
ponds. The Local Water Management Plan has established a goal of constructing new and/or replacing
old storm sewers plus adding additional storm water ponds to provide adequate drainage for a five year
storm. The Plan also requires private developments to provide on -site drainage system and storage
necessary to treat storm water and retain all drainage on -site for up to six hours after a five year storm.
Substantial capital improvements have been undertaken in the years since the storm drainage utility
fund was established in 1991. Through revenue bonds the fund financed the acquisition of property
and the construction of Bob Cahlander Park, which includes a 4 acre regional storm water detention
and water quality pond. These revenue bonds will be retired in 2005. The first phase of the Shingle
Creek Regional Pond is complete, with the second phase to be constructed in Winter, 1998 -99. This
project is funded by a $2 million grant from the state DTED, TIF, and the City of Minneapolis. The
neighborhood projects which have been undertaken in the past several years have had very substantial
storm drainage components. As a result, the fund has a very low reserve balance. A less aggressive
level of improvement will be pursued until a minimum balance of $500,000 can be maintained. In
addition, the special assessment component of street improvements will increase so that property
owners are paying a larger share of the cost of installation of new storm sewers.
The storm drainage utility finances all costs for storm drainage system operations and maintenance and
capital improvements. Capital improvement bonds and special assessments supplement the SDU.
Charges are adjusted annually based on a rate study analysis which reviews all costs relating to the
storm drainage system.
5 Year Imp rovements
Short term activities include both major drainage improvements and improvements associated with the
Neighborhood Street and Utility improvement Program.
1. Complete storm drainage improvements as necessary with the Neighborhood Street and Utility
Improvement Program. Major trunk improvements have been made by several previous
projects, including 65th Avenue through the Orchard East and West projects; 57th Avenue
from Humboldt to the east; and 55th Avenue through several projects, including the
Logan/James/Knox and Bellvue projects. Trunk storm sewer work in this 5 year plan is
expected on 63rd Avenue from Brooklyn Boulevard to Brooklyn Drive. Some additional
ponding is being explored in several areas of Garden City Park. This ponding would pretreat
stormwater before it is discharged into Shingle Creek.
2. Study the Palmer Lake basin area, including its ability to store and treat runoff. Determine the
Tong -term implications for water quality and natural habitat. Refine concepts for increasing
stormwater storage in the Palmer Lake basin, and construct the first phase of these
improvements.
3. Coordinate with the city of Minneapolis the completion of the Shingle Creek Regional Pond.
As Brookdale Shopping Center redevelops, its utility and drainage plans will have to be
coordinated with the Regional Pond design.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 16
Table 9
STORM DRAINAGE UTILITY 5 YEAR PROJECTED BALANCE
Starting $151,169 $389,221 $482,645 $406,265 $504,504 $334,203
Balance
Revenues
User fees $936,000 $988,000 $1,040,000 $1,092,000 $1,144,000 $1,196,000
Interest 8,314 17,961 24,132 20,313 25,225 16,710
Other 20,000 20,000 20,000 20,000 20,000 20,000
&xnenditures
Capital outlays $317,211 $502,945 $752,185 $622,645 $945,604 1575,280
Structure improvements 25,344 50,000 50,000 50,000 50,000 50,000
Misc studies 15,000 30,000
Street improvements 706,867 97,945 702,185 372,645 895,604 525,280
Shingle Creek Reg Pond 925,000 1,750,000
Reimburse SCRP (1,325,000) (1,425,000)
Palmer Lake Impr 200,000
Debt service 242,190 238, 957 240,510 $241,350 $241,500 $240,940
Operating costs 196,861 160,635 167,818 170,079 172,422 174,849
O $359,221 $482,645 406,265 $504,504 $334,203 $575,844
balance
I�1 term Im7ovements
The Phase II study which expanded upon the Local Water Management Plan has identified numerous
deficiencies and opportunities for improvement. As more funds become available when the revenue
bonds used to construct Cahlander Park and Pond are retired, a program of water quality improvements
will be developed. Of particular concern are strategies to improve water quality in Upper and Middle
Twin Lakes, and to complete what is expected to be a series of improvements in the Palmer Lake
basin. Potential regional ponding opportunities have also been identified, as well as a series of
structural improvements
2. STREETS, SIDEWALKS, AND TRAILS
Improvements to streets, sidewalks, and trails are funded from a variety of sources. The largest of
these are the Special Assessment Construction Fund, special assessments, the various public utilities,
Municipal State Aid, and the Local State Aid Fund. The sources of funds for the Special Assessment
Construction Fund are: the General Fund; special assessment revenue bonds; special assessments; and
excess funds transferred from bond repayment funds being closed out. The Municipal State Aid Fund
is supported by gas tax revenues which are apportioned to the state, counties, and cities to provide for
the construction, maintenance, and reconstruction of a network of roadways known as the State Aid
System. About 21 miles of City streets are designated MSA streets, and the City receives about
$800,000 annually for these improvements. Finally, the Local State Aid Fund consists primarily of
excess funds available when special assessments on a state aid project and MSA reimbursement exceed
the cost of the project. The LSA Fund is used primarily to finance sidewalk and trail improvements,
and that part of improvements on an MSA project which is not eligible for MSA financing.
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 17
a. Streets
The City is responsible for maintaining just over 100 miles of streets; about 80 miles are classified as
1 neighborhood streets, and just over 21 miles as Municipal State Aid streets. Capital improvements
generally include mill and overlay improvements and total reconstruction.
The Pavement Management Program conducted by Braun Intertec in 1992 has been used to help
identify the City's street reconstruction needs. From the results of this analysis and an ongoing review
of utility needs, a plan to reconstruct or rehabilitate as necessary the City's streets has been developed.
This plan has been designated the Neighborhood Street and Utility Improvement Program.
When this program began in 1994, it was anticipated that reconstructing or rehabilitating the City's
streets could take about 20 years, at a rate of 4-6 miles of streets per year. On further analysis, it is
likely that financial considerations will not allow that pace to be sustained continuously. Accordingly,
it is expected that annually between 4 and 4.5 miles can be reconstructed until 2005. In 2005, 2006,
and 2007, debt on previous street improvement bonds will be retired, and the property tax levy
dedicated to servicing that debt can be redirected to the "pay as you go" projects. Realistically, after
this second five year program is complete, it will likely take about 15 years to complete the remainder
of the City.
The policies guiding the designation of streets to be improved are as follows:
1. Improvements proceed on a neighborhood basis, rather than piecemeal and strictly on
"need." This approach has the benefits of a) minimiz construction cost by confining
improvements to one area rather than multiple sites throughout the city; b) approaching
drainage needs on an area wide basis; and c) allowing for more efficient construction
administration and inspection.
2. Brooklyn Center has historically had two methods of identifying "neighborhoods
planning neighborhoods, and park service districts. These are fairly large areas, which
often do not make a suitable base for assessing infrastructure needs. To retain its
primary emphasis as one of infrastructure rehabilitation, for the purposes of the
Neighborhood Program, storm drainage areas are the basis of identifying
neighborhoods. However, in many cases "natural" neighborhoods do not conform
t precisely to drainage areas, so the boundaries of an improvement area might be
amended slightly to define a broader area. It may also for various reasons be prudent
to construct improvements to only a portion of a neighborhood at one time.
3. Priorities are established as follows:
a) Areas with multiple needs;
b) Improvements which could immediately reduce operating costs;
c) Areas petitioned for by a majority of the property owners;
d) Areas which would complete regional improvements; and
e) Improvements which could benefit from being coincident with redevelopment.
The following table details progress in past years and projected for the coming 5 years on meeting
neighborhood infrastructure improvement needs:
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 18
I
Table 10
Neighborhood Street and Utility Improvement Program Progress
I
CIP Street Reconstruction Miles
I Local NIA► I Total of Total I
19 85 -1993
6.601 3.401 0.901 10
19941 1.98 1.981
19951 3.08 0.84 3.91 I
19961 5.61 2.041 7.65
19971 4.61 0.50 5.11 1
19981 3.49 1 050 3
1994- 1998 18.77 3.87 1 22.651 22% I
19991 3.93 0.431 4.361
20001 3.21 0.68 3.89
20011 3.52 3.52 I
20021 4.31 1.02 5.331
20031 3.91 j 3.91 1
1999 -2003 18.88 3 213 21.021 20 I
�Rernaning 38.45 11.59 1 50.04 48%
IT gZ60 1 103.. 0 I
5 Year TMprover I
1. Complete two State Aid Street projects: mill and overlay Earle Brown Drive from John Martin
Drive north to the new EBHC parking lot; and in cooperation with Brooklyn Park reconstruct
73rd Avenue from Humboldt to Camden.
2. Work cooperatively with Hennepin County to accomplish the widening and enhancement of I
Brooklyn Boulevard from 65th to 71st Avenues.
3. Complete Neighborhood improvements in the Southeast area with two projects, one called I
Southeast, which generally completes work south of 57th and east of Irving, and one called
Tangletown, which is the streets from 53rd to Lilac Drive, west of Logan to Centerbrook Golf I
Course/Lions Park. These projects would complete the streets south of 57th in the Southeast
Neighborhood, except for 57th from TH 100 to Humboldt, and Humboldt from 57th to 53rd.
4. Complete Neighborhood improvements in the Garden City area, that is the residential area
between Brooklyn Boulevard and Shingle Creek, from CR 10 to I-694. This would be
accomplished over three years.
area west of Northport Park, from France to
5. Complete Neighborhood Improvements m the p
Upper Twin Lake, from Eckberg north to Bass Lake Road.
al landscaping and "streetsca projects to enhance the appearance of the in ro'
6. Consider sever p g P g P J
City and promote neighborhood unity and sense of place.
7. Paint all signal for which the City has service responsibility. LEDs installed in 1998 will I
poles ty
dramatically reduced energy operating costs for the signal systems, and will greatly reduce bulb
changing and other maintenance requirements. I
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 19
8. Complete a study of the neighborhood traffic system, and identify opportunities for traffic
calming.
i Table 11
MUNICIPAL STATE AID FUND 5 YEAR PROJECTED BALANCE
...Y. •r nf..
4.. xr..
ttiw<•....
399! 11;::::>::::;>:: >:::::r::::Z$ 110<::>:::>:`>.:::: s: a:::::?. >;:z:Zi; >f::s::�•.�.:....r..
11::' 1.:• I 1
Si $29,416 $97,090 $21,714 ($18,322) $193,613 ($101,860)
Balance
Revenues
Intergoventmental 843, 705 830, 000 630,000 $830,000 $830,000 $830,000
Advance 200,E
jsxpenditure;
Capital Outlays 377, 443 707 ,816 $289,080 $232,320 $743,460 $0
France Avemie 122,553
Previous years' projects 60,067 314,613
John Mardn/Earle Brown Dr 142,327 139,200
73rd, Humboldt to Camden 232,320
Neighborhood streets 175,049 131,450 289,080 0 743,460 0
Transfers $90,000 $90,000 $90,000 $90,000 $90,000 $90,000
Debt service 308,588 307,560 290,956 298,745 292,013 292,761
Ending $97,090 $21,714 ($18 $193,613 ($101,860) $345,379
balance
Table 12
GENERAL FUND CONTRIBUTIONS TO STREET PROJECTS 5 YEAR PROJECTED BALANCE
r
631.
Starting $49, 824 220, 228 $59,733 $274,888 $374,492 $357,790
Balance
Revenues
Special assmnt fund interest $30, 000 $30, 000 $30,000 $30,000 $30,000 $30,000
General fund contribution 594,000 619,000 619,000 619,000 619,000 619,000
F,�.rvendinves
Capital Outlays 453,596 809, 495 433,845 $549,395 $665,702 $856,045
Bellvue 358,250
St. Al's 95,346
Southeast 809,495
Garden City Central 351,230
Hall VGrimes/France 82,615
Garden City North 549,395
Garden City South 501,392
Northport West 164,310
Tangletown 856,045
Ending $220,228 $59,733 $274,888 $374,492 $357,790 $150,745
Balance
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 20
Long -term Imnrovements
1. Continue the rehabilitation and reconstruction of residential streets, under the Neighborhood
Street and Utility Improvement program.
2. Continue improvements under the Municipal State Aid street program. These improvements
may be coordinated with Neighborhood projects, or may be stand alone.
3. Monitor intersections with growing traffic volumes for possible future traffic signal installation.
4. Continue to monitor neighborhood streets for possible traffic calming opportunities.
b. Sidewalks and Trails
A comprehensive sidewalk system which serves all major activity areas and corridors of pedestrian
traffic has been established. Only a few segments of this system remain to be completed. In addition,
the City has developed a plan for development of a comprehensive trail system to provide recreational
trails for pedestrians and transportation trails for bicyclists. Both on- street and off -street trails are
being developed, and integrated into the regional trail system which serves the Twin City metropolitan
area. Where feasible, trail construction is being coordinated with other construction projects to assure
lowest cost development of this system. Funding for sidewalk and trail improvements is provided by
two accounts within the Municipal State Aid Construction fund. Activities included in the CIP for
future consideration include:
5 Year Improv emertj
1. Continued maintenance and repair of existing sidewalks and trails. The City owns and
eP tY
maintains about 35 miles of sidewalks, and about 12 miles of bicycle /pedestrian trails.
2. Construction of the 53rd Avenue Trail, which will link the Bellvue Lane redevelopment area
and the Southeast Neighborhood with the North Mississippi Regional Park.
3. Construction of a new trail in Bellvue Park from Bellvue Lane to the existing trail in the central
portion of the park.
4. Designation of on- street and on-sidewalk trail systems.
5. Repair of sidewalk retaining walls throughout the City.
6. Repair of landscaping nodes in the Earle Brown Farm commercial district. Most of the nodes
have been repaired, either by the John Martin Drive street project, or a separate node repair
project. Some remaining nodes will be repaired as a part of the Earle Brown Drive street
project. The nodes on the west side of Shingle Creek Parkway at John Martin Drive (the
entrance to the Hennepin County Service Center), will not be repaired because Hennepin
County plans to expand the Service Center and reconstruct that driveway into the Center.
City of Brooklyn Center Capital Improvement Program 1999 -2003 page 21
Table 13
LOCAL STATE AID FUND 5 YEAR PROJECTED BALANCE
a:>:: xa:x «a�:X�k�:�>:>:;;• %>':;:•;:;F: �'t %;i i.....::`.. i, 1PR/ i' �a:;.:.:.:.;:.:,•,..,.t.;;Y::r
S tart i n g $2,080,196 $2,125,880 $1,464,000
Balance $682,950 $694,060 $628,760
R evenues
Investment interest $120,650 $116,920 $73,200 $34,150 $31,440
DNR Trail Grant
50,000
F�rpendiru{g,F
Capital Outlays $74,966 $828,800 $854,250 $23,040
$I00,000 $75,000
Sidewalks
87,425 75,000 25,000 25,000
Trails 25,000 160,000
Street improvements (37,459) (6,200) 250,000 (1,960) 100,000
Brooklyn Boulevard 50,000 600,000 604,250
Ending
Balance $2,125,880 $1,464,000 $682,950 $694.060 $628,760 $585,200
Me term_IMprov ern ents
a. Completion of the 53rd Avenue trail link between the Shingle Creek/North Hennepin Trail
Loop trail and Bryant Avenue.
b. Consideration of the Twin Lake Trail system and Shingle Creek trail head improvements.
III. PARKS, PUBLIC FACILITIES, AND CAPITAL EQUIPMENT
Improvements to parks and other public facilities such as the Civic Center, central garage, and fire
stations, are made primarily through the Capital Improvements Fund. Certain types of large -scale
equipment such as telephone systems are also purchased through the Capital Improvements Fund. The
Capital Improvements Fund is funded from a variety of sources, with the largest being the General
Fund and proceeds from General Obligation bond sales. In 1997, the Capital Improvements Fund was
split into two funds: the $1 million Capital Reserve Emergency Fund, and the Capital Improvements
Fund. The Capital Improvements Fund is intended for park, building, and other miscellaneous
improvements, while the Capital Reserve Emergency Fund is a restricted fund intended to provide
emergency financing for nonreimbursable emergency expenses or emergency cash flow. There is no
established minimum balance for the Capital Improvements Fund. Since all the improvements under
the following three sections are financed primarily through the Capital Improvements Fund, the table
projecting its balance in 5 years follows the final section.
r
City of Brooklyn Center Capital Improvement Program 1999 -2003
Page 22
a. Parks
The Brooklyn Center park system is in the process of being systematically renovated. A thorough
review of park facilities has been completed and reviewed with the community through a series of
informational meetings hosted by the Park and Recreation Commission, and a plan for improvements is
under way. This plan anticipates the continued use of the operating budget to make improvements such
as minor equipment (picnic tables, benches, trash receptacles, etc.) replacement; trail repair and
sealcoating; minor shelter building and electrical repairs; landscaping enhancements; minor tennis court
rehab; etc. Major improvements such as playground replacement; shelter replacement; replacement of
field and trail lights; parking lot improvements; etc. would be financed through the Capital
Improvements Fund.
This plan uses the following principles to establish priorities for improvements:
1. Complete the replacement of playground equipment by 1999.
2. If improve ossible im neighborhood parks coincident with neighborhood street and utility
P g
improvements.
3. Provide geographic balance in improving parks, so that over a short period of time all
neighborhoods have access to at least one fully improved park.
4. Complete improvements at one Community Park per year.
5. If possible, when improving a park complete all improvements comprehensively. For
example, complete all playground, shelter, and other large improvements as well as
smaller improvements such as replacing picnic tables, trash receptacles, bleachers, and
drinking fountains, etc., repairing basketball courts, adding landscaping, sealcoating
trails, and replacing signs.
6. Improvements should be made systematically and annually from the Capital
Improvements Fund and General Fund, rather than periodically by bond issue
proceeds. Annual expenditures from the Capital Improvements Fund should generally
not exceed $225,000.
These prioritization principles result in a program of seven to eight years of capital improvements.
This plan does not comprehend adding major new facilities, such as additional lighted ball fields.
Addition of new facilities would increase the length of the program. After about year ten, playgrounds,
tennis courts, etc. which had been improved in the past several years would start to require
rehabilitation or replacement, and the cycle would begin again.
This plan uses the following principles to establish the types of improvements:
1. Five parks have been designated Community Parks. These "destination parks" will
have larger playgrounds; larger, heated shelter buildings; lighted rinks and ballfields;
Iighted ball fields; and other specialized facilities such as tennis courts, or football or
soccer fields. These parks are: Central /Garden City, Grandview, Evergreen, West
Palmer, and Kylawn. r
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 23
2. Neighborhood parks will generally include playgrounds, basketball courts, ball
diamonds, and picnic shelters and picnic areas. Some parks with traditionally strong
hockey and pleasure skating programs will include lighted rinks and smaller warming
houses. Parks which would continue to have warming houses would be: Orchard Lane
and Northport. As specialized facilities in neighborhood parks are to be considered for
major capital improvements, the neighborhood, the Park and Recreation Commission,
and the Council would review the appropriateness of the facility for the neighborhood
and the park before making that investment.
5 Year Improvements
1. Complete the replacement of playground equipment.
2. Continue the systematic improvement of park facilities, with major improvements in the next 5
years to Central, West Palmer, Kylawn, and Grandview.
3. Revise recreation programming as improvements are made.
4. Revisit the several parks which have had playground equipment replaced in the P ast few years
and add swingsets and containments. Because of new safety regulations, some of the existing
playground containments were too small to include both playground equipment and swings..
Long Term Imp_ rovements
1. Continue the systematic improvement of park facilities:
2. Periodically obtain community input regarding new facilities or recreational needs, and adjust
the long -term plan accordingly.
r
1
1
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 24
Table 14
PARK FACILITIES FUTURE MAINTENANCE OR REPLACEMENT NEEDS
PARK 51�EE1I1
+:..LO1�IG TERM
Bellvue 1999: construct path from Bellvue Lane to ballfield, playground, and Monitor, replace as necessary
picnic shelter; create new park entrance on the south with decorative
lighting, landscaping, and fencing; relocate basketball court
Brooklane Monitor, minor improvements through General Fund I Review shelter condition
Cahlander Monitor, minor improvements through General Fund Monitor native plantings I
Centerbrook GC See section below Monitor, replace as necessary
Central 1999: upgrade trails ballfields, add concession and storage bldgs Monitor, replace as necessary
2000: expand playground, repair tennis courts, replace lights
Evergreen Monitor, minor improvements through General Fund Monitor, replace as necessary
Firehouse 1 2000: replace shelter, lighting, bleachers; relocate basketball court Monitor, replace as r-., .,4ry
Freeway 2001: replace lighting, minor improvements through General Fund Review shelter, playground condition
Garden City 2000: review parking needs, enlarge lot if necessary, add swings Monitor, replace as necessary
Grandview 2003: replace shelter, ballfieldthockey lights, repair termis courts, Monitor, replace as necessary
pave hockey rink
Hagel Arboretum Monitor, minor improvements through General Fund
Happy Hollow 2000: replace shelter, lights Monitor, replace as necessary
Kylawn 2002: replace shelter, repair tennis courts, pave hockey rink Monitor, replace as necessary
Lakeside No improvements
Lions 1999: replace shelter, lights, add swings, rehab Little League area Monitor, replace as necessary
pavement
Marlin I Monitor, minor improvements through General Fund Monitor, replace as necessary
North Mississippi Hennepin Parks improvements
Orchard Lane 2001: replace shelter, lights Monitor, replace as necessary
Palmer Lake East 1999: replace outfield fence Monitor, replace as necessary
2000: replace shelter, lights
Palmer Lake West 2001: replace shelter, add storage bldg, repair tennis courts, rehab Monitor, replace as necessary
parking lot, replace lights
Palmer Lake Cooperative trailhead improvements with Hennepin Parks, such as Monitor, replace as necessary
add picnic shelter
Riverdale 1999: add swings Monitor, lace as necessary, essary, review
shelter condition
Twin Lake Reorient park from swimming to fishing Implement recommendations for
improvement
Wangstad 1999: Replace playground Monitor, replace as necessary
Willow Lane 1999: replace lights Monitor, replace as necessary
2002: replace shelter, tot lot
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 25
b. Centerbrook Golf Course
Centerbrook Golf Course is a nine hole, par three course operated as an enterprise fund. It was built
1986 -87 with a $1,100,000 loan and $600,000 grant in
from the Capital Improvements Fund. It opened
for business in Spring, 1988.
In 1997, a revised financial plan for the golf course restructured the fund's debt and created a capital
reserve. Annually, $20,000 is to be contributed toward the reserve to provide for replacement or
reconstruction of course facilities. Maintenance equipment is replaced through the Central Garage
Internal Service Fund, and is not funded from the capital reserve.
In Winter, 1997 -98, the golf course ponds were expanded considerably and other improvements made
as a part of the Shingle Creek Regional Pond project. These ponds now serve as part of series of storm
water detention ponds which treat storm water runoff from the Brookdale commercial area and
neighborhoods to the north and west, as well as TH 100 and Brooklyn Boulevard. The Storm Drainage
Utility budgets for maintenance of these ponds, so they are not a responsibility of the golf course.
5 Year ImWove
1- Upgrade the maintenance garage to make it more usable as a maintenance shop.
2.
Replace furnishings in the clubhouse as necessary.
3. Replace irrigation system controllers and some foot bridges and overlay he
Y parking lot.
Table 15
GOLF COURSE FUND 5 YEAR PROJECTED BALANCE
F.:.: :r.: :x:.:�.•.., +..t yy��pppp:.}:?h` ?:a i ?i ?'i: ::::f.'•ii::i•:: x•
n.....:: :::;yi`:: ii hj tip.
C{ti {r•: y i {T• ati; iv4i!;:;: is ti 4.:..:.x..::,..�.
�h�y 1 i'iitii \i4O:.` r,.;ifWiib....____..
:.F Y'0.•
Starting
$40,922
Balance $65,382 $109,1311 $156,887 $172,826
Fees rentals 239,241 $305,618 $314,787 $324,230
Concessions merchandise $333,957 54
47,185 48,850 50,316 51,825 53,380 54,981
Interest 3,604 2,000 3,269 5,457 7,884
8,641
F�p� nditurer
Capital Outlays $11,000 $13,000 $7,000 $8,000
Clubhouse improvements $45,000 $10,000
4.000 7.000 4,000 5,000
Grounds improvements 3,000 9,000 4,000 40,000 10,000
Other 8,000
Operating costs $214,000 $238,184
$245,330 $252,689 $260,27() $268,078
Cost of sales 37,000 34,750 35,793 36,866
Debt service 37 ,E 39,111
50,000 50,000 50,000 50,000 50,000 55,000
Add back depreciation (12,696) (13,200) (13,500) (13,800) (14,000) (14,400)
Ending $31,648
B $x,382 $109,131 $156,887 $172,826 $222,634
City of Brooklyn Center Capital Improvement Program 1999 -2003
Page 26
Long -term Improvements
1. Continue systematic upgrade of facilities as necessary.
C. Government Buildings
The City owns and operates several major facilities: City Hall. and the Community Center (together, the
Civic Center); the Central Garage; and two fire stations. In addition, the City owns two of the three
municipal liquor store buildings. The City also owns and operates the Earle Brown Heritage Center, a
convention center and Inn complex developed from several buildings formerly housing the historic
Earle Brown estate and horse farm.
The Central Garage was recently remodeled and expanded and underground storage tanks removed and
replaced with a new fuel system. The major facilities improvements in 1998 -99 will be the
construction of a new public safety facility at Humboldt and 67th Avenues, and the demolition of the
west fire station/liquor store and reconstruction of a new west fire station. The east fire station will be
remodeled. A referendum authorizing the sale of $7.9 million of General Obligation bonds to finance
the public safety and fire station work was approved in November, 1997.
Improvements to the City Hall and Community Center are under consideration for potential
construction in 1999 or 2000. These improvements would correct accessibility, mechanical, and space
utilization deficiencies. Several community needs and City Hall space needs are being studied to
determine how best to address those space needs in the context of Civic Center and City Hall spaces as
additional space becomes available with the relocation of the police department to its new building in
1999. Proposed funding for the improvements would come from the Capital Improvement Fund
Most improvements to the Earle Brown Heritage Center are considered elsewhere and are not
comprehended in this study. However, in 1998 -99 several improvements will be constructed through
the Capital Improvements Fund, to be reimbursed from the proceeds of a special $2,500,000 grant in
state funds. These improvements include purchase of land for and construction of an overflow parking
lot; construction of the G barn; and construction of walkways connecting the major convention
buildings and some additional storage space. Proposed major improvements to facilities to be
considered over the next several years include:
5 Year 7mnrovemert,,F
1. Construct a new, larger police station, alleviating severe space shortages and providing
upgraded facilities.
2. Construct a new west fire station and an addition to the east fire station to correct code
violations, increase training, storage, and sleeping quarters space, and increase vehicle storage
space.
3. Remodel City Hall to provide for improved public access and customer service and improved
Council Chambers, to meet ADA accessibility requirements, to correct code violations, and to
upgrade the roof and mechanical systems.
City of Brooklyn Center Capital Improvement Program 1999 -2003
Page 27
4. Remodel the Community Center with the emphasis on improved accessibility and to meet code
requirements.
5. Identify solutions to City Hall and community space needs that may be met through renovation
of vacated police space.
6. Rehabilitate the north and south parking lots at the Civic Center.
7. Complete parking lot and building improvements at the Earle Brown Heritage Center.
Long_ -term I
1. Monitor community facility needs. Between 2005 -2010, begin community discussions
regarding city hall and community center long -term needs.
2. Consider an additional cold storage building at the Central Garage to accommodate additional
storage needs.
d. Miscellaneous Equipment
The City operates a Central Garage Internal Service Fund, which owns all vehicles and major
equipment. The cost of owning (depreciation, license, insurance, overhead) and operating (fuel,
preventative maintenance and repair) vehicles and equipment is charged back to the departments using
the equipment. Replacement of existing equipment is financed from the Fund. The addition of
equipment is funded from a variety of sources: the General Fund, enterprise funds, etc. The City's
policy for the replacement of vehicles and equipment establishes a projected reasonable life cycle for
each item. Life cycles are reviewed annually and updated on the basis of experience or changed
circumstances. New vehicles and equipment are proposed for addition to existing inventories and
replacement schedules when new needs are clearly demonstrated. Vehicle and equipment purchases
are generally considered during the annual budget, and are no longer incorporated into the CIP.
Routine equipment purchases, such as data processing equipment, are considered through the general
fund process and the MIS Strategic Plan, and are no longer incorporated into the CIP. However,
major equipment systems due to be considered for replacement which are beyond the scope of routine
are included here. For example, in 1998, the telephone systems which service the Civic Center,
Central Garage, Heritage Center, Fire Stations, and Liquor stores were replaced.
S Year L Wrovements
1. Replace the City's public safety and public works radio systems.
Long_ -term Improvement
1. Monitor data processing, telecommunications, and other equipment needs
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 28
Table 16
CAPITAL IMPROVEMENTS FUND 5 YEAR PROJECTED BALANCE
Starting $11,063,287 $7,261,401 $3,021,995 $1225,135 $707,395 $759,765
Balance
Revenues
Investment interest $417,090 $399,380 $151,100 $61,260 $35,370 $37,990
Golf course loan payments 50,000 50,000 50,000 50,000 50,000 55,000
Liquor store loan payments 28,830 30,914 24,640
Other governments 2,500,000
Transfer from General/Liquor Fund 200,000 200,000 200,000 200,000 200,000 200,000
Denditures
Capital Outlays $4,497, 806 $7,419,700 $2,222,600 $829,000 $233,000 $347,400
Pool ozonization 32,312
East fire station 250,000 712,290
West fire station 750,000 1,697,890
Police station 1,250,000 3,083,720
Building prof contingency 1,000,000
City Hall/Comm Ctr impr 15,000 200,000 2,000,000
Park improvements 215,000 225,800 222,600 229,000 233,000 347,400
Central Garage impr 75,000
EBHC impr 1,000,000 1,500,000
Equipmentlother 192,806 600,000
Ending $7,261,401 $3,021,995 $1, 225,135 $707,395 $759,765 $705,335
Balance
City of Brooklyn Center Capital Improvement Program 1999 -2003 Page 29
APPEND
I
1
1
1
1
1
1
1
t
TABLE A Capital Improvement Program Detail of Capital Outlays
Water Utility Capital Improvements
;,,'u.,x f E 'U'.v r x F'a YVF..t{.`i m ag in g[
03- Dec -98 ��ti���.. .,'��$$.,.,n
EXPENDITURES:
All water utility
WATER SUPPLY SYSTEM
SCADA Replacement 4,817 270,000
Wellhouse #3,4 rehab 7,675
Design #5, 6 exterior rehab 10,000
Wellhouse #5 6 exterior rehab 160,000
Wellhouse #7 rehab 13,000
Previous years' projects
Routine well maintenance 24,886 12,240 50,000 25,000 25,000 25,000 25,000
WATER TOWERS
Repair Paint on Tower #1 200,000
Repair Paint on Tower #2 209,754 9,820
Replace Paint on Tower #3 520,000
Landscape Tower #1 15,000
MISCELLANEOUS
Replace Fuel Tanks 21,788
Install adjustable speed drives 22,579 218,000
Portable 250 KW generator 53,275
Relocate W Fire main 70,000
Water system study update 24,500
TOTAL EXPENDITURES $283 ,824 $1,210,510 $423,000 $25,000 $25,000 $25,0001 $25,000
FUND SOURCES:
Water Utility 283,824 930,923 423,000 25,000 25,000 25,000 25,000
NSP 279,587
TOTAL $283,824 $1,210,510 $423,000 $25,000 $25,000 $25,0001 $25,000
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TABLE B Capital Improvement Program Detail of Capital Outlays
Sanitary Sewer Utility Capital Improvements
:::i. {v' 4 t};: c:.Y.Gi 4} 4 .::.w.$... 4 4 .4 ::.2:•::i•: p
}4:x4:4 y4:. ::;'3,::;:'
03-Dec-98 ..sh:::::::::..:..4;.�. WEE
EXPENDITURES:
All San Sewer Utility
LIFT STATIONS
INTRAC Replacement 200,000
Previous years' projects 20,572
Replace Lifts 10 11 and Forcemain 300,000 150,000
SEWER REPLACEMENT:
Stabilize Miss River Interceptor 200,000
MISCELLANEOUS
Replace Fuel Tanks 21,788
TOTAL EXPENDITURES $42 ,3601 $200,000 $500,000 $01 $01 $0 $150 ,0001
FUND SOURCES:
Sanitary Sewer Utility 42,360 200,000 500,000 0 0 0 150,000
TOTAL $42,3601 $200,000 $500,0001 $01 $01 $01 $150,0001
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TABLE C Capital Improvement Program Detail of Capital Outlays
Storm Drainage Utility Capital Improvements
08 -Dec-98 E:x�.•saz..��.��`:^;<.;�� �.:�,;�I,�s.. n.: h
Storm drainage utility
EXPENDITURES: except where noted
SYSTEM IMPROVEMENTS
Miscellaneous structure improvments 25,344 50,000 50,000 50,000 50,000 50,000
Previous years' projects 26,186
WATER TREATMENT IMPROVEMENTS
Shingle Creek Regional Pond 49,836 925,000 1,750 TIF, DTED grant, sou, Mpls
Palmer Lake Improvements 200,000
MISCELLANEOUS
Palmer Lake Drainage Study 0 0 30,000
Surface Water Study 30,000 1/2 sou 1/2 Cap Irnpr Fund
TOTAL EXPENDITURES $76,022 $980 ,344 $1,830,000 $50,000 $250,000 $50,0001 $50,000
FUND SOURCES:
Storm Drainage Utility 26,186 (359,656) 405,000 50,000 250,000 50,000 50,000
Capital Improvements Fund 0 15,000
TIF 500,000
Other Governments 49,836 825,000 1,425,000
TOTAL $76,022 $980,344 $1,830,000 $50,000 $250,000 $50,000 $50,000
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TABLE D Capital Improvement Program Detail of Capital Outlays
Sidewalk and Trail Improvements
08- Dec -98
EXPENDITURES: Local State Aid
except where noted
OFF- STREET TRAIL:
Kylawn /Preserve 25,000 50% DNR match
Miscellaneous park trails 60,000
53rd Ave Greenway Trails 100,000 50% DNR match
ON- STREET TRAIL:
Marking and signage General Fund
SIDEWALK:
Miscellaneous repairs" 24,184 54,350 50,000 25,000 25,000
Repair retaining walls 25,000
Repair streetscape nodes 33,075
TOTAL EXPENDITURES $24 ,184 1 $112,425 $235.000 $01 $25,000 $01 $25,000
FUND SOURCES:
State Aid Local 24,184 112,425 185,000 0 25,000 0 25,000
DNR 0 0 50,000 0 0 0 0
TOTAL J $24,1841 $112,4251 $235,0001 $01 $25,0001 $01 $25,000
*In 1998, sidewalk repairs and retaining wall repairs were combined into one project.
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81E11IIIElfl� }Iftll(➢ r
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41MMM41 t L1711171It 1 e_ l i O TTIM Tt[jf� p���t VIII "��iu .;Ul i r i 1 i i s is•' IIIIIUIlJ1 O
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TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
F.:r ::.v \;:•r• }iii; .4F..: ;Y::;$'a •.•S,.r .:t,+ v ri.`,iY Mf::.:::.:::::•:::v
03 -Dec }n
EXPENDITURES: all ok
Bellvue All Cap Impr Fund
Shelter, playground, lights, misc 51,500 20,000
except as noted
Brooklane 10,000
Cahlander
Central
Shelter, balifield, plaza pond 90,000
30,000
Lighting 40,000
Tennis, plaza
Centerbrook Golf Course
Clubhouse impr 3,000 4,000 7,000 4,000 5,000 Golf Course Fund
Grounds impr 9,000 4,000 40,000 10,000 Golf Course Fund
Golf Course Fund
Other 8,000
Evergreen
Shelter, lighting, misc 108,500
Firehouse
Picnic shelter, lighting, misc 39,400
Freeway 19,000
Lighting, etc
Garden City 45,400
Enlarge parking lot, misc
Grandview 312,400
Shelter, ball field lights, misc 3,800
Happy Hollow
Playground equipment 25,000
31,400
Shelter, misc
Kylawn 3,800 132,000
Shelter, tennis courts, misc
Lions
Shelter, lighting, misc 30,200
Marlin
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
�.F..;.. Jn:. mn :;;y:: +.•1,:.::. inff.::'r'::... :iiiiii4:: 'T :)v
03-Dec-98
Northport
Lighting, etc 22,800
Orchard
Shelter, ,misc impr 45,000
E Palmer
Playground equipment 30,000 6,500
Shelter, misc impr 36,400
S Palmer
Picnic shelter, misc impr
W Palmer
Shelter, tennis courts, reconstr parking 3,800 165,000
lot, storage, misc impr
Riverdale
Picnic shelter, lighting, misc 35,000
Twin Lake
Playground, picnic shelter 35,000
Wangstad
Playground equipment 26,400
Willow Lane
Shelter, misc impr 18,500 56,000
Misc curbs 30,684
Hockey lights 8,112
TOTAL EXPENDITURES $38 ,796 $226,000 $238,800 $229,600 $237,000 $278,000 $357,400
FUND'SOURCES:
Capital Impr Fund $38,796 $215,000 $225,800 $222,600 $229,000 $233,000 $347,400
Golf Course 0 11,000 13,000 7,000 8,000 45,000 10,000
TOTAL $38,796 $226,000 $238,800 $229,600 $237,000 $278,000 $357,400
1
West Pal er
Community Y ca
Park EF. Evergreen
Community
MM t Park
ry r i I
EN Lake'`
n FirehoL$e
i I,\
an L_
Central/ Grandview
KylawN wg Garden J Ci ty rr Community
Arboretum Park
Community
Community r Park
Park
94 NON nal
E LSE
M
O p rM
PU
wm
city of PARK FACILITIES
BROOKLYN
CENTER
CAPITAL IMPROVEMENT PROGRAM
Engineering Division, 12/98 1999 -2003
TABLE F Capital Improvement Program Detail of Capital Outlays
Public Building Improvements
,.i :r f i?.ri iT. +F+TI f #>IT'....:
08- Dec -98
Capital Impr Fund
EXPENDITURES: except where noted
CIVIC CENTER
Construct new police station 91,280 1,250,000 2,958,720 GO Bonds
Additional PD technology 125,000
Rehabilitate City Hall /Comm Cent 7,472 15,000 2,000,000
Replace phone systems 192,806
Replace radio system 600,000
Pool ozonozation 3,093 32,312
Rehab parking lots 200,000
CENTRAL GARAGE
Replace fuel tanks 122,532 Cap Impr Fund, Utilities
Garage addition 1,151 75,000 Cap Impr Fund, Utilities
FIRE STATIONS
Remodel East Station 37,710 250,000 712,290 GO Bonds
New West Station 152,110 750,000 1,697,890 GO Bonds
Fridley training facility 25,000
Building project contingency 1,000,000
EBHC
Building parking lot impr 1,000,000 1,500,000 State grant funds
TOTAL EXPENDITURES $440,348 $4,565,118 $7,193,900 $2,000,000 $600,000 $0 $0
FUND SOURCES:
Capital Improvements Fund 159,248 2,315,118 (675,000) 2,000,000 600,000 0 0
Water Utility
Sanitary Sewer Utility
GO Bonds 281,100 2,250,000 5,368,900 0 0 0 0
Other governments 0 0 2,500,000 0 0 0 0
TOTAL $440,348 $4,565,118 $7,193,900 $2,000,000 $600,000 $0 $0
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TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
08-Dec-98
�.3
pp V •v t
{.:xA:,:�:..a:,.:....,. m .+M.• :ivn r'•.:n }}:•iq[N i .:i:••Ff;i' ':ti,::i::.: K
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EXPENDITURES:
SIGNALS
Replace lamps with LCDs 14,000 Local State Aid
Pole painting restoration 25,000 Local Stats Aid
STATE AID STREETS
Previou s years' projects 15,467 60,067 314,613 MSA- Regular
France Avenue. 69th to N City Lim 685,359 98,079 122,553
MSA Regular 369,637 122,553 MSA Regular
MSA -Local (115,643) 28,489 Local State Aid
Water Utility 215,446 51,122 Water Utility
Sanitary Sewer Utility 96,856 18,468 Sanitary Sewer Utility
Storm Drainage Utility (37,287) 0 Storm Drainage Utility
Special Assessments 156,350 Special Assessments
John Martin /Earle Brown Drive 149,664 160,000
MSA Regular 142,327 139,200 MSA Regular
MSA -Local (129,162) (114,200) Local State Aid
Water Utility 3,337 8,000 Water Utility
Sanitary Sewer Utility 4,000 8,000 Sanitary Sewer Utility
Storm Drainage Utility 0 0 Storm Drainage Utility
Special Assessments 129,162 119,000 Special Assessments
Brooklyn Boulevard. 64th to N City Limits 600,000 1,899,550 500,000
ROW Acquisition 600,000 Local State Aid
Road Construction 2,000 599,550 Utilities, SpAssess, MS
Lighting, Landscaping 1,300,000 500,000 TIF, Local SA, ISTEA
73rd. Humboldt to TH 252 352,000
MSA Regular 232,320 MSA Regular
MSA -Local (51,960) Local State Aid
Water Utility 56,320 Water Utility
Sanitary Sewer Utility 56,320 Sanitary Sewer Utility
Storm Drainage Utility Storm Drainage Utility
Special Assessments 59,000
Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
.y3`••;;. is'•it %Y:: ;4, ...,k.. v''rv.4' ':sx: C .'•ir:r,; 4•...:•::; •:C:c: ••.:.x• �•.a. ;..xa
M; :?:7k,wr :`?:y.r.. :.•k• ••r �x4, .`li+t;...•ie. •r yi!i' k�
08-Dec-98 :�f• q}; .x•,..::.:�: .:,,<.,..tx.
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s.. x::,.5....,.'x'`•�'£F....,,,,.. S:, s�Tal f.,: t^: a::? rir•::>::. r��! 2t :!.:::;<Rr;:f:��3.:s....•..Jl:: y,�
COMMERCIAL STREETS
James /67th 180,541 70 Special assmnts,
MSA -Local 22,773 Local State Aid
Water Utility 2,800 Water Utility
Sanitary Sewer Utility 2,000 Sanitary Sewer Utility
Storm Drainage Utility 2,000 Storm Drainage Utility
Special Assessments 150,968 Special Assessments
Lee /68th 196,604 30% LSA
MSA -Local (25,875) Local State Aid
Water Utility 18,229 Water Utility
Sanitary Sewer Utility 3,500 Sanitary Sewer Utility
Storm Drainage Utility 3,850 Storm Drainage Utility
Special Assessments 196,900 Special Assessments
Earle Brown Dr N of Summit, M &O 100,000
MSA -Local 8,000 Local State Aid
Water Utility 5,000 Water Utility
Sanitary Sewer Utility 5,000 Sanitary Sewer Utility
Storm Drainage Utility 12,000 Storm Drainage Utility
Special Assessments 70,000 Special Assessments
NEIGHBORHOOD STREETS
Orchard West
Sp Assess Constr Fund 517,929
MSA -Local 54,926 500
Water Utility 885,159 77,100
Sanitary Sewer Utility 570,652 53,823
Storm Drainage Utility 257,518 30,108
Street Assessments 1,037,402
Storm Drainage Assessments 337,863
Bellvue Neighborhood (as of 11/3
Sp Assess Constr Fund 358,250
MSA- Regular 175,049
MSA -Local 51,816
Water Utility 106,206
Sanitary Sewer Utility 303,667
Storm Drainage Utilty 705,101
Street Assessments 426,732
%=DraiWM sse sments 141,51
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
:.z.:.
2
-r� n•. ::v:. ......h. i::4: ...:.hv ���ii::::v.: •ii i'v^: 'K� xvK.+K:{i ::i ii......:... i:!�?
08-Dec-98 v�$;..h...��.:;:�
St. AI's Neighborhood as of 11/3
Sp Assess Constr Fund 95,346
MSA- Regular
MSA -Local
Water Utility 16,276
Sanitary Sewer Utility 95,783
Storm Drainage Utilty (34,192)
Street Assessments 186,390
Storm Drainage Assessments 64,614
SE Neighborhood
Sp Assess Constr Fund 809,495
MSA Regular 131,450
MSA -Local 50,000
Water Utility 367,700
Sanitary Sewer Utility 490,270
Storm Drainage Utilty 85,945
Street Assessments 795,440
Storm Drainage Assessments 258,900
Garden Citv Central
Sp Assess Constr Fund 351,230
MSA Regular 289,080
MSA -Local 75,000
Water Utility 630,520
Sanitary Sewer Utility 474,180
Storm Drainage Utilty 520,160
Street Assessments 831,195
Storm Drainage Assessments 272,210
Halifax/Grimes /France
Sp Assess Constr Fund 82,615
MSA Regular
MSA -Local
Water Utility 69,565
Sanitary Sewer Utility 58,580
Storm Drainage Utilty 51,325
Street Assessments 78,480
Storm Drainage Assessments 25,560
TABLE G Capital Improvement Program Detail of Capital OUtlayS
Street Improvements
:rF {rr• }•'{'r• :h}: Fii� fT :i ?Slii. i iii }•;ti r• ...:........:..n }'Fi.....�_..: L}.:.
0 8-Dec -98 k `w'�F.: XFAR.
Garden City North 549,395
Sp Assess Constr Fund 0
MSA- Regular 50,000
MSA -Local 566,625
Water Utility 477,160
Sanitary Sewer Utility 372,645
Storm Drainage Utilty 712,790
Street Assessments 253,625
Storm Drainage Assessments
Garden City South 501,392
Sp Assess Constr Fund 469,800
MSA Regular 100,000
MSA -Local 442,325
Water Utility 442,325
Sanitary Sewer Utility 761,284
Storm Drainage Utilty 634,825
Street Assessments 216,170
Storm Drainage Assessments
Northoort West 164,310
Sp Assess Constr Fund 273,660
MSA Regular
MSA -Local 239,500
Water Utility 239,500
Sanitary Sewer Utility 134,320
Storm Drainage Utilty 352,640
Street Assessments 93,000
Storm Drainage Assessments
Tan letown 856,045
Sp Assess Constr Fund
MSA Regular 50,000
MSA -Local 595,180
Water Utility 595,180
Sanitary Sewer Utility 525,280
Storm Drainage Utiity 842,300
Street Assessments 255,895 r
Storm Drainage Assessments
r
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
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08-Dec-98
ENHANCEMENTS
Paint 69th Avenue parkway fence 25,000 Local State Aid
Southeast Neighborhood Loop 75,000 Local State Aid
Xerxes Avenue Streetscape 100,000 Local State Aid
BCIP Streetscape 250,000 TIF
TOTAL EXPENDITURES $4,362,275 $3,555,040 $4,336,366 $5,884,250 I $3,834,240 $5,315,050 $3,719,880
FUND SOURCES:
MSA Regular 385,104 377,443 707,816 289,080 232,320 743,460 0
MSA Local (60,717) (37,459) 593,800 854,250 (1,960) 100,000 50,000
Water Utility 1,100,605 275,069 380,700 769,185 622,945 681,825 595,180
Sanitary Sewer Utility 667,508 481,240 503,270 585,860 533,480 681,825 595,180
Storm Drainage Utility 220,231 706,867 97,945 702,185 372,645 895,604 525,280
Special Assessments: Streets 1,193,752 1,090,152 984,440 1,259,675 771,790 987,465 842,300
Special Assessments: Storm Dr 337,863 206,132 258,900 297,770 253,625 309,170 255,895
Sp Assess Constr Fund 517,929 453,596 809,495 433,845 549,395 665,702 856,045
TIF 0 0 0 442,400 250,000 250,000 0
Other Governments 250,000 250,000
TOTAL $4 ,362,275 $3,553,040 $4,336,366 $5,884,250 $3,834,240 $5,315,050 $3,719,880
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Centerbrook Golf
1
Course
1999 Financial Plan
1
1
1
1
1
1
1
1
i
1 Prepared for
Brooklyn Center City Council
1 by
Community Activities, Recreation and Services Department
1 October 16, 1998
E1VT'ER�S,i�00.K
Centerbrook Golf Course is a nine hole, par three course owned by the City of Brooklyn Center.
It was built in 1986 -87 with a $1,100,000 loan and $600,000 grant from the Capital
Improvements Fund. It opened for business in the Spring of 1988.
The golf course was considered for construction after a feasibility study, prepared in 1980 by
Brauer and Associates, concluded that the course could recoup its construction cost after 20 years
of operation. A staff report prepared just prior to the final decision to construct the facility came
to a similar conclusion, although an interim study had determined that actual construction costs
were expected to be considerably greater than estimated in the Brauer study. The $1.1 million
construction loan was estimated to be the limit the course could debt service over 20 years, and
the balance of the construction costs were financed by a grant from the Capital Improvements
Fund.
In the ten years of the course's operation, the financial picture has changed. Most notably, the
construction of both public and private golf courses has continued at a rapid pace, changing the
market considerably. Both the Brauer study, and the staff report updating that study believed that
about 40,000 rounds played annually was an achievable goal. The study indicated this standard
would be reached after about ten years of operation. As the following table indicates, actual
rounds played varies, but has stabilized at between 34,000- 36,000 rounds annually. Substantial
future growth remains unlikely.
This market limitation obviously limits the amount of revenues available, leaving rate increases
as one of the few sources of additional revenue. Currently, fees are in the top 25 percent of fees
charged at similar facilities.
Of articular concern since the construction of Centerbrook was the lack of a capital reserve.
P P
The Brauer study had identified the need for an annual contribution to a capital reserve.
However, no reserve was created, under the expectation that future needs would be financed from
the Capital Improvements Fund until the Golf Course Fund was generating a consistent profit.
In addition to the lack of a capital reserve, much of the maintenance equipment originally I
purchased for golf course maintenance was used, resulting in a shorter useful life than would be
expected. As a result, for years in which there was an operating loss, or when an unexpected
capital expenditure or equipment replacement occurred, the Golf Course Fund had no operating
reserve from which to draw, and thus borrowed from the Capital Improvements Fund. The lack
of an equipment reserve was mitigated in 1994 by the establishment of the Central Garage
Internal Service Fund, which creates an equipment replacement reserve via the central garage
charges included in the operating expenditures.
As Table 1 shows, these factors resulted in very little progress being made to retire the principal,
although in most cases the full interest payment was made.
Table 1
1986 Estimate of Annual Rounds and Principal Paid
Compared to Actual
t Rounds Principal Payment
Fear ExpectedeluQZ Expected
1988 25,000,288 $0 $0
1389 27,000 21,42.2- $11,000 $0
1390 29,0002,2321 $37,000
191 30,000 3,172 $48,000 $3I1,1Q1
1992 33 000 .3 b41 $63000 $4?R,Of14
1993 34,000 3,#191 $70,000 $4
1334 35,000 33,278 $74,0007#1,00
1995 36,000 32,257 $83,000$11,50!0
1996 36,500 3,429 $89,000 11,50£1
1997 39,000 3,448 $94,000
Trot is 324,500 3 4,258 $569,000 $1..
While future revenue growth is limited, and the future capital needs require address, on a more
positive side, operating expenditures are relatively lean. Over the past few years, golf course
operations have been scrutinized to identify operating savings or efficiencies. Some additional
savings and efficiencies may still be gained. However, it is expected that these would total no
more than $5- 10,000 annually.
The plan
In 1996 and 1997, the golf course generated sufficient revenues to cover expenses and interest
payments, with a small amount of "profit." At the end of 1997, the Golf Course Fund had a
balance of about $13,410 which could be applied to payment of the loan principal.
Analysis of expected future operating costs and revenues indicated that, as structured in 1997, in
an average year with no capital improvements required, the golf course should be able to make
interest payments. In a good year, profit that is generated could be used to build a reserve from
which to draw in years when weather is poor or to payment of loan principal. However, this does
not address the issue of a capital reserve, nor is it particularly sound management. A plan should
be established that, at worst -case, the debt service should still be made, with average and good
years' profits contributing to a reserve fund.
Efficiencies in management, some additional savings, and identification of new markets can help
manage the variability that weather produces, and reduce the possibility of operating losses.
However, the capital reserve can only be created out of the net income which is now servicing
the debt. After careful review, staff concluded that the only reliable means of creating a capital
reserve was debt restructuring.
A plan was completed as a part of the 1998 budget process that establishes a capital reserve by
making the construction loan interest free. The capital expenditure plan shown in table 2
indicates an annual contribution of $20,000 which is sufficient to finance expenditures
anticipated in the next several years. This plan also allows for principal payments of between
$50,000- 65,000 annually to service the debt.
One item that was not identified in the original plan was the impact of the Shingle Creek
Regional Pond Project on golf course revenues. This project was begun in late 1997 and
completed in the Spring of 1998. Turf replacement necessitated by the project delayed the start
of the golfing season until May 26. As a result, total revenues for Centerbrook were less than
originally anticipated. As a result, the original amortization schedule has been adjusted. Table 3
shows the adjusted schedule which maintains the griginal goal of having the interest -free
construction loan paid off in 20 years.
Accordingly, the following financial management principles have been implemented:
1. Fees will be established annually so that they remain in the top quartile of peer courses.
The fee's schedule will be reviewed and adjusted annually so the fee structure is similar
to and competitive with peer courses.
2. The construction loan debt is structured to include annual principal payments that do not
exceed $65,000.
3. A capital expenditure reserve is established, budgeting an annual contribution of $20,000.
These principles address the City Councils 1998 goal of providing for operating and future
capital funding needs at the golf course. The attached budget details the anticipated revenues and
expenditures for 1999.
BROOKLYN CENTER MUNICIPAL GOLF COURSE
PROJECTIONS AS OF DECEMBER 31, 1997
INTEREST FREE LOAN AMORTIZATION SCHEDULE
Beginning Ending
Principal Annual Principal
Year Balance Payment Balance
1998 1 1,150,000 50,000 1,100,000
1999 2 1,100,000 50,000 1,050,000
2000 3 1,050,000 50,000 1,000,000
2001 4 1,000,000 50,000 950,000
2002 5 950,000 50,000 900,000
2003 6 900,000 55,000 845,000
2004 7 845,000 .55,000 790,000
2005 8 790,000 55,000 735,000
2006 9 735,000 55,000 680,000
2007 10 680,000 55,000 625,000
2008 11 625,000 60,000 565,000
2009 12 565,000 60,000 505,000
2010 13 505,000 60,000 445,000
2011 14 445,000 60,000 385,000
2012 15 385,000 60,000 325,000
2013 16 325,000 65,000 260,000
2014 17 260,000 65,000 195,000
2015 18 195,000 65,000 130,000
2016 19 130,000 65,000 65,000
2017 20 65,000 65,000 0
1,150,000
nextbdgt \golfloan 1/22/99 10:50 AM
Centerbrook Golf Course
Capital Expenditure Plan
ete de ee ee ee ee
TT
1 I I I I I
Clubhouse I I 1 l I 1 I
Refrigerator I 1 1 $2,0001 1 1 I
Carpet I I $7,0001 I
Hot Water Heater
Tables Chairs I I I $2,000 1 1 I I
Ice Cube Maker I I I I 1 I I
Roof I I I I I I $30,000
Window Treatments 1 $1,000
PC $3,0001 I I I
Air Conditioner 1
Furnace I I I $5,0001 I
Management Software /Hardware $5,0001
Pro shop furnishings 1 $3,000 I I I I I
New I I I I I I I I
Shed or Add-on to Clubhouse $3,000 1
I I I 1 I
Grounds I I I I I
Pond Erosion I I I 1 I I
Irrigation I I I I $40,000 1 I I I
Paths I I I I I I
Wood Bridges I 1 1 $4,0001 I I
Garage Imprv. Install Gas Line I $8,000 I I 1 1 I
Parking Lot Overlay I I I I I $10,000 1 I
Flagpole I $1,0001 I I 1 I
Signs I I I I I I
Fence from 4th Green to Garage I I I I I I $8,000 I
$11,0001 $13,0001 $7,0001 $8,0001 $45,0001 $10,0001 $8,0001 $30,000
Annual Capital Allocation $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000
1997 Income Available for Reserve $10,000
Capital Reserve $19,000 $26,000 $39,000 $51,000 $26,000 $36,000 $48,000 $38,000
1/22/99
e:\eng\govtbldg\glfoourse
City of
BROOKLYN CENTER, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
ADOPTED JUNE 8 1992
I. PURPOSE
The City of Brooklyn Center has a responsibility to its citizens to carefully account for
public funds, to manage municipal finances wisely, and to plan the adequate funding of
services desired by the public, including the provision and maintenance of public facilities.
The City also has the responsibility to its citizens to provide both short-term and long -term
future financial stability. The City must ensure that it is capable of adequately funding and
providing local government services needed by the community.
Further, the financial policies set forth herein, provide the basic framework for the overall
fiscal management of the City. Operating independently of changing circumstances and
conditions, these policies assist the decision making process of the City Council and
Administration.
Most of the policies represent long standing principles, traditions and practices which have
guided the City in the past and have helped maintain financial stability over the past years.
These financial policies will be reviewed periodically to ascertain if modifications are
necessary.
II. OBJECTIVES
In order to achieve this purpose, this plan has the following objectives for the City's fiscal
performance:
1. To protect the City Council's policy- making ability by ensuring that important policy
decisions are not controlled by financial problems or emergencies and to prevent
financial difficulties.
2. To provide sound principles to guide the important decisions of the City Council and
of management which have significant fiscal impact and to enhance the City
Council's policy- making ability by providing accurate information on program costs.
3. To set forth operational principles which minimize the cost of local government, to
the extent consistent with services desired by the public and which minimize financial
risk.
4. To employ revenue policies which prevent undue or unbalanced reliance on certain
revenues, especially property taxes; which distribute the costs of municipal services
fairly; and which provide adequate funds to operate desired program and assist
1
June 8, 1992
-1..
sound management of the city government by providing accurate and timely
information on financial conditions.
5. To provide essential public facilities and prevent deterioration of the City's public
facilities and its capital plant.
6. To protect and enhance the City's credit rating and prevent default on any municipal
debts.
7. To ensure the legal use and protection of all City funds through a quality system of
financial and internal controls.
8. The City Will maintain a Risk Management Program that will minimize the impact
of legal liabilities, natural disasters or other emergencies.
III. FINANCIAL MANAGEMENT POLICIES,
p
1. The City will make all capital improvements in accordance with an adopted Capital
Improvement Budget.
2. The City will develop a multi -year plan for capital improvements and update it at
least biennially.
3. The City will enact an annual Capital Budget based on the multi -year capital
improvement plan. Future capital expenditures necessitated by changes in
population, changes in real estate development, or changes in economic base will
be calculated and included in Capital Budget projections.
4. The City will coordinate development of the Capital Improvement Budget with the
development of the operating budget. Future operating costs associated with new
capital improvements will be projected and included in operating budget forecasts.
5. The City will use intergovernmental assistance to finance only those capital
improvements which are consistent with the adopted capital improvement plan and
City priorities, and for which operating and maintenance costs have been included
in operating budget forecasts.
6. The City will project its equipment replacement and maintenance needs for the
next several years and will update this projection each year. From this projection,
a maintenance and replacement schedule will be developed and followed.
7. The City s y
i staff will identify the estimated costs and potential funding sources for
each capital project proposal before it is submitted to the City Council for
approval. t
June 8, 1992
-2
8. The City will determine the least costly financing method over the length of all
new projects.
B.' Revenue Palrctes.....
1. The City will attempt to maintain a diversified and stable revenue system to shelter
it from short-run fluctuations in any one revenue source and to minimize property
taxes.
2. The City will estimate its annual revenue by an objective conservative analytical
process.
3. The City will project revenues for the next three years and will update this
projection annually. Each existing and potential revenue source will be reexamined
annually.
4. The City will maintain sound appraisal procedures to keep property values correct.
Property will be assessed at the legally mandated market value for each type of
property. Reassessments will be made of all property at least every four years.
5. The City will follow an aggressive policy of collecting property tax revenues. The
annual level of uncollected property taxes should generally not exceed two percent.
6. Each year the City will recalculate the full costs of activities supported by user fees
to identify the impact of inflation and other cost increases.
7. The City staff will recommend revised user fees with review by the City Council
on an annual basis, to adjust for the effects of inflation on the City's cost of
providing services.
8. The City ill set fees and user charges for each Enterprise Fund such y g rp as Water
and Sewer, at a level which fully supports the total direct and indirect costs of the
activity. Indirect costs include the cost of annual depreciation of capital assets.
9. Whenever user charges and fees are determined to be appropriate for City
services, those charges and fees will generally be established at a level which will
recover the full cost of providing the service, including administrative costs.
CBhl FQIICI
1. The City ill confine long-term borrowing to capital improvements or projects which
Y g g P P P J
cannot be financed from current revenues.
2. When the City finances capital projects by issuing bonds, it will pay back the bonds
within a period not to exceed the expected useful life of the project.
1
June 8,1992
-3-
3. On all projects, at least 50% of the principal shall be retired within ten years.
4. The City will attempt to keep the average maturity f General Obligation Bonds at
Y g
or below 20 years.
5. Total debt service for General Obligation debt will n
g of exceed five percent of total
annual locally generated operating revenue in the general, special revenue, and
proprietary funds.
6. Total General Obligation debt will not exceed two percent of the market valuation
of taxable property.
7. Where possible, the City will use special assessment, revenue or other ''self-supporting
bonds instead of General Obligation Bonds.
8. The City will not incur debt to support current operations.
9. The City will maintain good communications with bond rating agencies regarding its
financial condition. The City will follow a policy of full disclosure in every financial
report and bond prospectus.
10. Direct net -debt (gross debt less debt fully supported by revenues) per capita shall
not exceed $600 per capita.
11. The City will require Minimum Assessment (Taxable Valuation) Agreements on all
projects in which the City is providing development assistance through tax increment
financing or committing its bonding authority. This will ensure minimal cash'flow
(increment) to repay obligations, provide another level of review before commitment
(by the City Assessor), and to the minimal value agreed upon, eliminate tax appeals
during the agreement period.
1. The City will maintain an undesignated and unreserved General Fund balance in an
amount determined by applying the Adequate General Fund Balance Policy Formula
as established by the City Council. The formula shall be reviewed annually by the
City Council. The formula shall be designed to establish a fund balance at a level
which is sufficient to avoid issuing debt to meet current operating needs.
2. If the City Council deems it appropriate to reduce fund balances for the portion
above the formula amount, such reductions shall not exceed 50% of the excess for
one year.
June 8, 1992
4
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Envesfinenr Policies
1. The City will make cash flow analysis of all funds on a regular basis. Disbursement,
collection and deposit of all funds will be scheduled to ensure maximum cash
availability.
2. When permitted by law, the City will pool cash from several different funds for
investment purposes.
3. The City will invest at least 98 percent of its idle cash on a continuous basis.
4. The City will analyze market conditions and investment securities to determine what
yield can be obtained, and attempt to secure the best possible return on all cash
investments.
5. The City's accounting system will provide regular information concerning cash
position and investment performance.
6. The City will maintain a formal written investment policy which will contain legal
and administrative guidelines necessary to ensure that the City's available funds will
be invested to the maximum extent possible, at the highest rates obtainable at the
time of the investment, consistent with minimizing credit and market risk and which
provides proper safeguards for the keeping of the City's investments
1. The City will establish and maintain a high standard of accounting practices.
2. The accounting system will maintain records on a basis consistent with accepted
standards for local government accounting using a modified accrual basis of
accounting for all governmental funds and an accrual basis of accounting for
1 Enterprise and Internal Service Funds. Accounting policies will reflect the principle
of charging current taxpayers and/or users for the full cost of providing current
services.
3. Regular month/ and annual financial reports will resent a summary of financial
g Y P P Y
activity by major types of funds.
4. Where possible, the reporting system will provide monthly information on the total
cost of specified services by type of expenditure and, if necessary, by fund.
5. An independent public accounting firm will perform an annual audit and will
publicly issue an opinion concerning the City's finances.
June 8, 992
-5-
G Rtslr Management Pltctes
1. The City Will maintain a Risk Management Program that will minimize the impact
of legal liabilities, natural disasters or other emergencies through the following
activities:
a. Loss Prevention. Prevent negative occurrences.
b. Loss Control. Reduce or mitigate expenses of a negative occurrence.
C. Loss Financing. Provide a means to finance losses.
d. Loss Information Management. Collect and analyze relevant data to make
prudent loss prevention, loss control and loss financing decisions.
2. The City's Risk Management Program will:
a. Analyze all of the City's risks.
b. Avoid risks whenever possible.
C. Reduce risks whenever possible.
d. Transfer risks to other entities when possible.
e. Of those risks that must be retained, it shall be the City's policy to fund risks
which the City can afford and transfer all other risks to insurers.
3. The City will maintain an active Safety Committee comprised- of City employees.
4. The City will periodically conduct educational safety and risk avoidance programs,
through its Safety Committee and with the participation of its insurers, within its
various departments.
5. The Safety Committee will report to the City Manager, at least annually, on the
results and costs of the City's Risk Management Program for the preceding year.
The City Manager shall report annually to the City Council.
-X.- errtt xtg Bt s l�G
1. In accordance with Chapter 7, Section 7.06 of the City Charter, the total sum
appropriated in the General Fund annual budget shall be equal to the total
estimated General Fund revenue and the allocated General Fund balance.
2. The City will pay for all current expenditures with current revenues. The City will
avoid budgetary procedures that balance current expenditures at the expense of
meeting future year's revenues, or rolling over short -term debt, or that rely on j
accumulated fund balances to meet current obligations.
3. The City will annually appropriate a contingency appropriation in the General Fund
budget, not to exceed five percent of the total budget, to provide for unanticipated
expenditure of a non recurring nature.
4. The City Manager, when submitting the Proposed Budget to the City Council, shall
submit a balanced budget in which appropriations shall not exceed the total of the
June 8, 1992
-6-
estimated General Fund revenue and the fund balance available after applying the
Adequate General Fund Balance Formula.
5. Prior to adopting the General Fund Annual Budget, the City Council shall review
the Adequate General Fund Balance Policy Formula.
6. In the event that there is a shortfall of revenues in a current year budget, the City
Manager may recommend the use of a portion of the General Fund balance not to
exceed the amount available after deducting amounts reserved for items not readily
convertible to cash or reserved for working capital or already appropriated to the
General Fund current budget as shown on the most recent Adequate General Fund
Balance Policy Formula as established by the City Council.
t 7. The budget will provide for adequate maintenance of the capital plant and
equipment, and for their orderly replacement.
8. The budget will provide for adequate funding of all retirement systems.
9. The City will maintain a budgetary control system to assist in adhering to the budget.
10. The City administration will prepare regular monthly reports comparing actual
revenues and expenditures to the budgeted amount.
11. Each year the City will update expenditure projections for its Enterprise Funds for
the next three years. Projections will include estimated operating costs of future
capital improvements included in the Capital Budget.
12. The Operating Budget will describe the major goals to be achieved, and the services
and programs to be delivered for the level of funding provided.
13. Where possible, the City will integrate performance measurement and productivity
indicators with the budget.
14. Enterprise funds shall be budgeted to have positive net income plus a sufficient
margin to provide for replacement cost of property, plant, and equipment.
The City will maintain, and periodically review, a formal written ethics policy for all
City employees and elected officials.
J bale of uclua�
1 The City's independent auditors shall be re uired in the course of their audit in the
Y P q
form of their management letter, to report any conditions that appear to be violations
of our financial management policy.
June 8, 1992
-7
City of
BROOKLYN CENTER, MINNESOTA
FUND BALANCE POLICY
I. PURPOSE
On December 22, 1980, the City Council adopted an "Adequate General Fund Balance Policy
Formula" as set forth in M &C No. 80 -31. Since State Statutes, the City Charter, or City
Ordinances do not regulate the size of a City's General Fund Balance, the purpose of the policy
formula is to determine what a reasonable amount should be held by the City's General Fund
in reserve and provide a way of measuring that amount on an annual basis.
The fund balance is a product of one of two sources; (1) the excess of (or deficiencies of)
revenues over expenditures of the Fund, accumulated over the years since the inception of the
fund; and (2) permanent transfer of monies from another Fund.
Certain asset items contained within the fund balance are items which cannot be readily
converted to cash and, therefore, must remain in the fund balance. Among these items are taxes
receivable, accounts receivable, and inventories of supplies. In addition, monies within the fund
balance are needed for, and should be reserved for, other purposes. Among these, is a need for
"working capital." Working capital, simply stated, is funds needed for expenditures which must
be made prior to receipt of revenues in forthcoming periods of time. The City has a fairly
consistent level of expenditures, particularly payroll (which consists of about 60% of total
expenditures), and a rather sporadic pattern of revenue receipts. This combination causes a cash
flow problem. The working capital is the bridge over these gaps between expenditures and the
receipt of revenue. The primary sources of revenue for the General Fund are local real estate
taxes and intergovernmental revenue. Revenue from these sources are usually received on a
semi annual basis. Major tax settlements are made in July and December, while major
expenditures occur in the early part of the budget year. The City must wait approximately six
months into the budget year for a large amount of its revenues. If monies are not available
during these periods, the City must resort to tax- anticipation borrowing. Tax anticipation
borrowing is both costly and would be reflected in the City's bond rating. The absence of such
borrowing is a positive factor in bond rating. Therefore, a sufficient amount of working capital
is needed to carry the City through these periods. The current formula sets the working capital
at a-maximum of 25% of the total General Fund Budget. This provides funds for three months
of expenditures. Money should also be reserved to provide a "cushion" for the replacement of
possible revenue short falls in the budget. The cutback of local government aid due to a
projected state surplus deficit is a good example of a need for some sort of cushion. An
economic downturn can also cause a reduction in building and other permit fees, recreation
revenue, other intergovernmental revenue, charges for services, and of course, cause property
tax delinquencies. The formula currently reserves an amount equal to 5 of the taxes levied
for General Fund purposes to hedge against loss of revenue from tax delinquencies and an
amount equal to 10% of all other estimated budget revenues to hedge against over- estimation and
economic downturn. Funds should also be reserved for unanticipated needs which may develop
1 June 8. 1992
1
during the budget year. However, the City Charter does provide for a contingency appropriation
within the budget itself, and we do annually appropriate funds for that purpose.
Any amount in the General Fund Balance in excess of the amount determined to be adequate by
the formula may be used to fund the next year's budget or be transferred to another fund, such
as the Capital Project Fund. Funds transferred to the Capital Projects Fund can be used for
major capital outlay, including construction or acquisition of major permanent facilities having
a relatively long life or to reduce the debt incurred for capital outlays.
Since the adoption of the formula in 1980, the collection of both property taxes and local
government aid have been pushed back even further, and nothing is received from those sources
until after July 1st of each year. We have done an analysis of when actual revenues were
received and actual expenditures during budget years 1988 and 1989. Both years show an
accumulated cash shortage of approximately 37% prior to July 1. Because revenue collections
will be delayed even further in 1990 and future years, we recommend that the formula be
changed to increase the amount to be reserved for working capital from 25 of the total General
Fund current year budget to 40
II. POLICY
The Policy is the "Adequate General Fund Balance Policy Formula" attached as Exhibit I.
1
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2 June 8, 1992
CITY OF BROOKLYN CENTER
ADEQUATE GENERAL FUND BALANCE POLICY FORMULA
AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980
(LAST AMENDED BY RESOLUTION 99 -21 ON JANUARY 25, 1999)
Latest Audited Total Fund Balance at December 31, 1997 $6,721,780
Unrealized Gains or Losses subtract gains or add back losses (120,000)
Adjusted Total Fund Balance at December 31, 1997 $6,601,780.
Minimum Required Fund Balance Elements:
1. Items Not Readily Convertible to Cash:
a. Accounts Receivable 51,154
b. Advances to Other Funds 105,074
$156,228
ne
2. Amount Appropriated to the General Fund Curr ent
Year Budget: 1998 $2,712
3. Amounts to be Reserved for Working Capital and Variances from
Revenue Estimates:
(45% of Total General Fund Current Year Budget, less debt service)
45% of. $12,145,336 $5,465,401
Minimum Required Fund Balance $5,624,341
Amount in Excess of Minimum Required Fund Balance $977,439
Amount Available per Formula for Other Use in Current Year $488,719
ADQFDBAL.XLS 1997 (2) 1/26/99 2:08 PM
CITY OF BROOKLYN CENTER
DISTRIBUTION OF ADMINISTRATIVE SERVICE COSTS
FOR THE YEAR 1999
E.D.A. WATER CENTRAL
E.B.H.C. LIQUOR GOLF SAN SEWER GARAGE TOTAL
CITY MANAGER 27,428 27,428
FINANCE 54,329 26,250 5,292 108,695 12,842 207,408
r DATA PROC 7,297 5,108 12,405
ENGINEERING 68,246 68,246
61,626 26,250 5,292 209,477 12,842 315,487
FOR THE YEAR 1998
E.D.A. WATER CENTRAL
E.B.H.C. LIQUOR GOLF SAN SEWER GARAGE TOTAL
CITY MANAGER 24,287 24,287
FINANCE 59,025 25,435 5,128 109,836 12,453 211,877
DATA PROC 7,045 4,932 11,977
ENGINEERING 67,397 67,397
66,070 25,435 5,128 206,452 12,453 315,538
FOR THE YEAR 1997
E.D.A. WATER CENTRAL
E.B.H.C. LIQUOR GOLF SAN SEWER GARAGE TOTAL
CITY MANAGER 23,462 23,462
FINANCE 49,880 30,084 4,722 103,935 11,785 200,406
DATA PROC 6,305 4,413 10,718
ENGINEERING 64,555 64,555
56,185 30,084 4,722 196,365 11,785 299,141
ECONOMIC DEVELOPMENT AUTHORITY
CITY OF BROOKLYN CENTER
ANNUAL OPERATING BUDGET
DETAIL OF ADMINISTRATIVE SERVICES -w
1999 1999
ESTIMATED ESTIMATED 1999
REIMS. SALARY FRINGE REIMBURSED
POSITION PERCENT OR WAGE BENEFITS COMP.
Staff Accountant 0.70 48,970.00 10,888.00 41,900.60
Payroll /Personnel Technician 0.10 37,253.00 9,340.00 4,659.30
Accounting Technician II 0.10 32,926.00 8,768.00 4,169.40
MIS Coordinator 0.10 56,811.00 12,162.00 6,897.30
Total Personnel. Costs 1.00 175,960.00 41,158.00 57,626.60
Office equipment space rental 1.00 4,000.00 4,000.00
TOTAL ADMINISTRATIVE SERVICES 221- 118.00 61-626.60
Admin Services Distribution
EDA Administration Program 8800 0.05 3,081.33
E.B.H.C. Administration Program 8999 0.95 58,545.27
61,626.60
CITY OF BROOKLYN CENTER
ANNUAL OPERATING BUDGET
CENTRAL GARAGE FUND
DETAIL OF ADMINISTRATIVE SERVICES
1999 1999
ESTIMATED ESTIMATED 1999
REIMB. SALARY FRINGE REIMBUSED
POSITION PERCENT OR WAGE BENEFITS COMP
Assistant Finance Director 10.00% 64,379.00 13,366.00 7,774.50
Payroll /Personnel Technician 2.00% 37,253.00 9,340.00 931.86
Accounting Technician II 8.00% 32,927.00 8,768.00 3,335.60
Total Personnel Costs 20.00% 134,559.00 31,474.00 12,041.96
Office P
equipment s ace rental 20.00% 4,000.00 800.00
TOTAL ADMINISTRATIVE SERVICES 170,033.00 12,841.96
r
CITY OF BROOKLYN CENTER
ANNUAL OPERATING BUDGET
GOLF COURSE FUND
DETAIL OF ADMINISTRATIVE SERVICES
1999 1999
ESTIMATED ESTIMATED 1999
REIMB. SALARY FRINGE REIMBUSED
POSITION PERCENT OR WAGE BENEFITS COMP
1
Assistant Finance Director 3.00% 64,379.00 13,366.00 2,332.35
Payroll /Personnel Technician 2.00% 37,253.00 9,340.00 931.86
Accounting Tech II 4.00% 32,927.00 8,768.00 1,667.80
Total Personnel Costs 9.00% 134,559.00 31,474.00 4,932.01
Office equipment space rental 9.00% 4,000.00 360.00
TOTAL ADMINISTRATIVE SERVICES 170,033.00 5,292.01
CITY OF BROOKLYN CENTER
ANNUAL OPERATING BUDGET
LIQUOR FUND
DETAIL OF ADMINISTRATIVE SERVICES
1999 1999
ESTIMATED ESTIMATED 1999
REIMB. SALARY FRINGE REIMBUSED
POSITION PERCENT OR WAGE BENEFITS COMP
Director of Finance 6% 75,543.00 14,896.00 5,426.34
Staff Accountant 10% 48,970.00 10,888.00 5,985.80
Payroll /Personnel Technician 10% 37,253.00 9,340.00 4,659.30
Accounting Technician II 20% 32,926.00 8,768.00 8,338.80
Total Personnel Costs 46% 194,692.00 43,892.00 24,410.24
Office equipment space rent 46% 4,000.00 1,840.00
TOTAL ADMINISTRATIVE SERVICES 242,584.00 26,250.24
ALLOCATION
Humboldt 28.37% 7014/4702 7,447.19
Boulevard 33.87% 7024/4702 8,890.96
Northbrook 37.76% 7034/4702 9,912.09
100.00% 26,250.24
CITY OF BROOKLYN CENTER
ANNUAL OPERATING BUDGET
PUBLIC UTILITIES
DETAIL OF ADMINISTRATIVE SERVICES I
1999 1999
ESTIMATED ESTIMATED 1999
REIMB. SALARY FRINGE REIMBUSED
POSITION PERCENT OR WAGE BENEFITS COMP.
City Manager 8% 89,739.00 16,726.00 8,517.20
Asst City Manager 5% 61,280.00 12,497.00 3,688.85
Dep City Clerk/Purchasing 5% 42,232.00 9,981.00 2,610.65
Secrectary/Receptionist 25% 34,595.00 8,972.00 10,891.75
M.I.S. Coordinator 7% 56,811.00 12,162.00 4,828.11
Director of Public Works 20% 76,195.00 15,300.00 18,299.00
City Engineer 20% 71,065.00 14,577.00 17,128.40
Public Works Coordinator 10% 47,794.00 11,296.00 5,909.00
Engineering Technician 4 5% 53,955.00 11,774.00 3,286.45
Engineering Technician 3 5%. 42,150.00 9,283.00 2,571.65
Engineering Technician 3 5% 42,150.00 10,168.00 2,615.90
Engineering Technician 3 5% 42,150.00 10,168.00 2,615.90
Eng Admin Aide 10% 36,346.00 9,220.00 4,556.60
P. W. Superindendent 10% 64,248.00 12,384.00 7,663.20
Director of Finance 10% 75,543.00 14,896.00 9,043.90
Assistant Finance Director 10% 64,379.00 13,366.00 7,774.50
Utilities Technician II 100% 32,926.00 8,768.00 41,694.00
Utilities Technician 1 100% 26,380.00 7,903.00 34,283.00
Payroll /Personnel Technician 5% 37,253.00 9,340.00 2,329.65
Accounting Technician II 10% 32,926.00 8,768.00 4,169.40
Total Personnel Costs 375% 1,030,117.00 227,549.00 194,477.11
Office equipment space rental 375% 4,000.00 15,000.00
TOTAL ADMINISTRATIVE SERVICES 1,261,666.00 209,477.11
Admin Services Distribution
Water Operations Program 7130 0.6 125,686.27 1
Sewer Operations Program 7320 0.4 83,790.84