HomeMy WebLinkAbout1996 Budget i
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1996 ANNUAL BUDGET
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THE CITY OF BROOKLYN CENTER
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MINNESOTA
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1 CITY OF BROOKLYN CENTER
6301 SHINGLE CREEK PARKWAY
BROOKLYN CENTER, MINNESOTA 55430
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THE CITY OF BROOKLYN CENTER
MINNESOTA
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LISTING OF CITY OFFICIALS AT JANUARY 1. 1996
ELECTED OFFICIALS TERM ENDING
MAYOR MYRNA KRAGNESS FOUR YEARS 12 -31 -98
COUNCILMEMBER KRISTEN MANN FOUR YEARS 12 -31 -96
i COUNCILMEMBER KATHLEEN CARMODY FOUR YEARS 12 -31 -98
i COUNCILMEMBER DEBRA HILSTROM FOUR YEARS 12 -31 -98
APPOINTED OFFICIALS OFFICE
MICHAEL J. McCAULEY CITY MANAGER
SHARON KNUTSON CITY CLERK
i CHARLES HANSEN CITY TREASURER
KENNEDY GRAVEN CITY ATTORNEY
CARSON CLELLAND CITY PROSECUTOR
DEPARTMENT HEADS DEPARTMENT
1 CHARLES HANSEN FINANCE
DIANE SPECTOR PUBLIC SERVICES
SCOTT KLINE POLICE
RON BOMAN FIRE
BRAD HOFFMAN COMMUNITY DEVELOPMENT
City of Brooklyn Center Organization
1995
ELECTORATE
City Council Advisory
Commissions
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Administration
Purchasing
City Attorney........................... City Manager Human coons es
Elections
Licenses
City Clerk
FIRE DEPARTMENT POLICE DEPARTMENT FINANCIAL SERVICES COMMUNITY
PUBLIC SERVICES DEVELOPMENT
-Fire Prevention Patrol Accounting
-En Supression -Fire -Audit Assessing
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Street Mnlce rgency Pre paredness -Crime Prevention Utility Billing Inspections
Sanitary Sewer mergency Pre Community Programs
Central Garage Support Services -Risk Management Zoning A
-Gov't Bld s Dispatch Management Information Services -EBHC
g Liquor Stores
-Storm Sewer Planning
-Water Dept
-Park Mnlce
Recreation Programs
Community Center
Golf Course
THE CITY OF BROOKLYN CENTER
ADOPTED 1996 BUDGET
FOR ALL BUDGETED FUNDS
TABLE OF CONTENTS
Page No.
Listing of Officials as of January 1, 1996
City of Brooklyn Center Organization
PART I BUDGET MESSAGE 1 -2
Finance Director's Budget Memo 3
PART II COMBINED BUDGET SUMMARY
How to Figure the City Property Tax on a Home 4
Combined Statement of Revenues Expenditures 5
Combined Statement of Property Tax Levies 6
Resolutions to Authorize a Final Tax Levy 7-8
Resolutions to Adopt the 1996 Proposed Budgets 9-14
Summary of Estimated Revenue by Source and Fund 15
Estimated Sources of Financing (Pie Chart) 16
Resume of Appropriations and Expenditures 17
Appropriations By Function (Pie Chart) 18
Summary of Appropriations By Object Classification 19
Appropriations By Object Classification (Pie Chart) 20
PART III GENERAL FUND ESTIMATED REVENUES APPROPRIATIONS SUMMARIE
Resume of Revenue and Estimated Revenue 21 -23
Summary of Appropriations and Expenditures 24-25
PART IV GENERAL FUND DEPARTMENTAL APPROPRIATIONS &EXPENDITURES
Departmental Appropriations:
111 City Council 26-27
112 Commissions 28-30
113 City Managers Office 31 -38
114 Elections and Voter's Registration 39-41
115 Assessing 42-46
TABLE OF CONTENTS
Page No.
116 Finance 47-54
117 Independent Audit 55-56
118 Legal Counsel 57-59
119 Government Buildings 60-63
120 Data Processing 64-67
131 Police 68-76
132 Fire 77-82
133 Community Development 83-86
134 Emergency Preparedness 87-88
141 Engineering 89-95
142 Street Maintenance 96-103
152 Social Services 104-108
160 Recreation Administration 109-110
161 Adult Recreation Programs 111 114
162 Teen Recreation Programs 115-117
163 Children's Recreation Programs 118-122
164 General Recreation Programs 123-129
167 Community Center Recreation Programs 130-138
169 Parks Maintenance 139-146
170 Convention and Tourism Bureau 147
180 Unallocated Departmental Expenses 148-152
PART V SPECIAL REVENUE FUNDS
Combining Statement of Revenues and Expenditures 153
Earle Brown Tax Increment District Fund 154
Diseased Tree Removal Fund 155
Community Development Block Grant Fund 156
PART VI DEBT SERVICE FUNDS
Combining Statement of Revenues and Expenditures 157
G. O. State Aid Road Bonds, Series 1991 B 158
G. O. Tax Increment Bonds, Series 1985A 159
G. O. Tax Increment Bonds, Series 1991A 160
G. O. Tax Increment Refunding Bonds, Series 1992A 161
G. O. Tax Increment Bonds, Series 1995A 162
G. O. Improvement Refunding Bonds, Series 1987A 163
G. O. Improvement Bonds, Series 19948 164
G. O. Improvement Bonds, Series 1995 165
TABLE OF CONTENTS
Page No.
PART VII CAPITAL PROJECTS FUNDS
Combining Statement of Revenues and Expenditures 166
Housing and Redevelopment Authority 167
Economic Development Authority 168-173
PART VIII ENTERPRISE FUNDS
Combining Statement of Revenues and Expenses 174
Liquor Stores Fund 175-178
Centerbrook Golf Course Fund 179-181
Earle Brown Heritage Center Fund 182-189
Recycling Fund 190
Water Utility Fund 191-198
Sanitary Sewer Fund 199-205
Storm Drainage Fund 206-208
PART IX INTERNAL SERVICE FUNDS
Combining Statement of Revenues and Expenses 2 0 9
Public Employees Retirement Fund 210
Central Garage Fund 211 214
PART X CAPITAL IMPROVEMENT PROGRAM
APPENDIX I
SUPPLEMENTAL DATA
Budget Procedures Required by the City Charter 215-217
Classification and Description of Object Codes 218-225
PART I
SAGE
BUDGET M
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City of Brooklyn Center
A great place to start. A great place to stay.
TO: Mayor and City Council
RE: Preliminary Budget
The preliminary financial plan proposed for 1996 contemplates few changes in the program
of services to be provided. The budget is based on modest changes in revenues and increase
in expenditures.
The Council meets with the Financial Commission on Monday, August 21, 1995. Work
sessions will be the first week in November. Supplementary information and supporting
data will be provided for those sessions as necessary or required.
EXPENDITURES
The major factors affecting expenditure requirements are:
1. Personal Services.
Wage and benefits costs for present employees will increase approximately
3% (estimated $208,000). An average of these calculations are based on
actual or pending union wage settlements.
2. Capital Outlays.
The costs of equipment replacement exceed the monies available in the
central garage revolving fund by $208,406 because prices are higher now.
$68,000 of that amount is for replacement of a fire truck. Expenditures for
additional equipment will total $45,830.
3. Debt Service.
The principal and interest payments due in 1996 are greater as the result of
additional bonded debt.
4. Personnel.
An additional full -time park and street maintenance worker is proposed
(estimated cost $32,000).
5. Business Retention.
New projects include $25,000 for Phase III of CRP in joint powers agreement
with five neighboring cities and $42,000 contracting with CRP for a
management support program for economic development activities in
Brooklyn Center. These proposals emphasize the need to focus on
development and maintenance of the industrial and commercial economy of
our community.
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
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REVENUES
Consideration and approval of the preliminary budget is the basis for setting a preliminary
1996 property tax levy and total budget by September 11 as required by state law. The levy
cannot be raised subsequently but can be decreased before December 28 after further
deliberations.
Revenues forecast for 1996 indicate only modest increases. Intergovernmental aid
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(essentially from the state) is anticipated to increase 1.74 At present it is anticipated that
federal grants for the CDBG program will be decreased. The total net property tax levy is
expected to increase revenues by 3.91
The preliminary budget would require a property tax levy of $6,554,796, an increase of
3.91% over 1995. The additional amount for bonded debt ($76,919) is a significant factor
in that increase. The effect on a typical residence ($73,000) would increase from $226.64
to $237.99 or 5.01 To achieve a no- increase in the tax levy would require a $247,471
decrease in expenditures or alternative revenues from other sources.
Respectfully submitted,
Cam Andre
Interim City Manager
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Date: February 7, 1996
To: Mayor and City Council
From: Charlie Hansen, Finance Director
Subject: CHANGES TO ARRIVE AT THE ADOPTED 1996 BUDGET
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The City Manager's budget message immediately preceding this page is the one he prepared for
submission with the Proposed 1996 Budget. The City Council adopted a budget with several
changes which I have incorporated into the Budget.
g rp Adopted 1996 et. B g
The City Manager's Proposed 1996 Budget included a property tax levy of $6,752,913, an increase
of $251,716 over the 1995 levy. The City Council decided to adopt a preliminary tax levy of
$6,501,197, the same as the 1995 levy. Sale of bonds in October at a lower interest rate than
t anticipated allowed a further reduction to a final levy to $6,495,206, a $5,991 reduction from the
previous year. The City Council also decided to increase entrance fees at the Community Center by
$.25 per person which will generate an additional $20,000 of revenue for the year.
The City Council made a number of expenditure reductions to balance the budget for the reduction
in property taxes. The appropriations of $50,636 for Project Peace and $30,900 for I.NN.I.T.E. were
moved from the Police Department to the Social Services Department and then the total budget for
Social Services was reduced by $50,000. Other budget cuts included the following:
Commissions $4,000
Data Processing $50,000
Street Department $3,800
Police Department $2,125
Community Development Department $21,300
Government Buildings Department $13,500
Contingency Account $75,539
On December 18, 1995, the City Council adopted Resolutions 95 -279 which set wages and benefits
for city employees. The Proposed 1996 Budget for the General Fund contained a salary and wage
increase of 3 The negotiations with employee groups resulted in settlements which differ from
the budgeted increase. However these differences are insignificant in the context of the overall
budget and the Adopted 1996 Budget retains the same 3% increase as the proposed budget.
As part of the adoption of the preliminary tax le in September, the City Council voted to eliminate
P p levy p tY
a road surface machine costing $3,800. Resolution 95 -278 adopted budgets for the Internal Service
Funds, including $1,889,478 for the Central Garage. In preparing this resolution, I forgot to reduce
the total by $3,800 for a road surface machine. Since it was the clear intention of the City Council
to eliminate this, I have reduced the amounts shown in the Adopted 1996 Budget by $3,800 in the
Central Garage.
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PART II
COMBINED
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BUDGET SU
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ALL FUNDS
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1 E THE CITY PROPERTY TAX
HOW TO FIGUR
ON A TYPICAL BROOKLYN CENTER HOME
IN THE BROOKLYN CENTER SCHOOL DISTRICT,
1996 ADOPTED,
I. The Market Value of a typical home is $74,000.
IL The Tax Capacity is $760, figured as follows:
a. The first $72,000 of the Market Value is homestead and
assessed at 1.0% of value. ($72,000 times 1.0% equals) $720.00
b. Any Market Value over $72,000 is assessed at 2.0% of value.
($74,000 minus $72,000 $2,000 times 2.0% equals) $40.00
c. TOTAL TAX CAPACITY
$760.00
III. Multiply the Tax Capacity times the Tax Capacity Rate, $760
times 30.344% Tax Capacity Rate equals the proposed
CITY PROPERTY TAX on a $74,000 Market Valued Brooklyn
Center home in the Brooklyn Center School District. $230.61
IV. The tax may be further reduced under provisions of the "Income Adjusted
Homestead Credit" enacted by the 1975 Legislature which entitles
homeowners to tax rebates if their property taxes exceed a certain
percentage of their income.
V. The CITY PROPERTY TAX on a typical home in 1995 was $230.07 or
$0.54 less than levied for 1996. The increase is due entirely from the
increase in the average home value from $73,000 in 1995 to $74,000
in 1996.
2/6/96
adopted/city=6
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City of Brooklyn Center
All Fund Types
COMBINED STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1996 Budget
Special Debt Capital Enterprise Internal Totals Totals
Revenues General Revenue Service Projects Funds Service 1996 1995
Property taxes $5,873,958 $132,072 $291,539 $6,297,569 $6,308,325
Tax Increments $1,335,000 223,376 1,558,376 1,350,000
Special Assessments 2,000 17,000 169,709 $20,000 208,709 218,324
Lodging taxes 480,000 480,000 395,000
Sales and user fees 7,552,431 7,552,431 7,428,208
Licenses and permits 348,850 348,850 296,400
Intergovernmental 3,540,018 270,083 308,273 17,345 4,135,719 4,094,472
Charges for services 886,068 12,000 $1,748,996 2,647,064 2,305,717
Court fines 144,000 144,000 112,000
Investment earnings 250,000 1,000 136,000 105,000 427,034 160,000 1,079,034 1,025,243
Miscellaneous 8,000 36,682 44,682 37,500
Total Revenues 11,532,894 1,635,083 969,430 413,884 7,999,465 1,945,678 24,496,434 23,571,189
Expenditures
Current:
L General government 1,825,246 1,825,246 1,882,240
Public safety 5,049,179 5,049,179 4,882,085
Public works 1,545,021 1,545,021 1,560,386
Social services 78,547 78,547 40,860
Parks and recreation 2,450,915 30,000 2,480,915 2,363,701
Economic development 228,000 1,200 683,967 913,167 837,890
Nondepartmental 455,986 45,000 500,986 616,026
Enterprise operations 6,391,996 6,391,996 6,331,744
Central garage operations 1,174,361 1,174,361 1,081,595
Capital outlay 711,317 711,317 393,390
Debt service:
Principal retirement 5,125,000 5,125,000 825,000
Interest and fiscal charges 90,000 1,111,109 295,509 1,496,618 1,356,655
Total Expenditures 11,632,894 121,200 6,236,109 683,967 6,687,505 1,930,678 27,292,353 22,171,572
Excess or Deficiencv( (100,000) 1,513,883 (5,266,679) (270,083) 1,311,960 15,000 (2,795,919) 1,399,617
Other Financina Sources or Uses( -1
Operating transfers in 100,000 5,533,634 407,064 6,040,698 1,775,308
Operating transfers out (1,450,083) (4,353,634) (136,981) (100,000) (6,040,698) (1,775,308)
Total Other Financina Sources or Uses( 100,000 (1,450,083) 1,180,000 270,083 (100,000) 0 0 0
Surplus or Deficit( $0 $63,800 ($4,086,679) $0 $1,211,960 $15,000 ($2,795,919) $1,399,617
r r
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of
Bro oklyn cent Tax
C-Ity prop TY TAX L \JjES
funds MENT OF PROP
B N Ep STATE ted �9g6 Budg
COM Adop
Economi T
Housing De v elo pment 1996
Sp ecial ment
R A
Special $6,495,--
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Assessment Authority $177,220
A s se ssment Bonds of 95 �123,g36
Bond of 94 $69,g88
G $6 9 p35 3 010
$6,055,627 3010 5,3A7
1 g7 X37
R n s e,Taxk evY 5 3,700
Prof 5% $6,29
Gros 452 $17 3, 03
30 3,
0(0 $119,63E
t-ess'. Uncollectable 18 1,669 $66
Estimate
Uncollectable $65,58
rn Estimate 873,
Ne t Property Tax Le
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c�,nytax
Member Kristen Mann introduced the following resolution and
moved its adoption:
RESOLUTION NO. 95 273
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 LISA 469.001 THROUGH 469.047 OF
THE HOUSING AND REDEVELOPMENT AUTHORITY OF THE CITY OF
BROOKLYN CENTER FOR THE YEAR 1996
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; and
WHEREAS, Minnesota statutes currently require certification of a final tax levy
to the Hennepin County Auditor on or before December 28, 1995; 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 LISA 469.001 through 469.047.
December 18, 1995
Date U Mayor
ATTEST: �D1
eputy Clerk
The motion for the adoption g of the foregoing resolution was duly seconded b member
P g Y Y
Debra Hilstrom and upon vote being taken thereon, the following voted in
favor thereof: Myrna Kragness, Kristen Mann, and Debra Hilstrom;
and the following voted against the same: Kathleen Carmody;
whereupon said resolution was declared duly passed and adopted.
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Member Kris Mann introduced the following resolution and
moved its adoption: y
RESOLUTION NO. 95 -274
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RESOLUTION TO AUTHORIZE A FINAL TAX LEVY FOR 1996
APPROPRIATIONS FOR THE GENERAL FUND, THE STREET
IMPROVEMENT DEBT SERVICE FUNDS, THE E.D.A. FUND, AND THE
H.R.A. FUND BUDGETS
WHEREAS, The City Y of Broo 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 28, 1995.
NOW H FORE BE IT RESOLVED b the City Council of the City of
T ERE Y
Brooklyn Center as follows:
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1. There is hereby levied upon all taxable property lying within the C ity of Broo
Center, a proposed tax levy of the following sums for the purpose indicated:
GENERAL FUND $6,055,627
STREET IMPROVEMENT DEBT SERVICE -94 69,035
STREET IMPROVEMENT DEBT SERVICE -95 69,988
ECONOMIC DEVELOPMENT AUTHORITY 177,220
HOUSING REDEVELOPMENT AUTHORITY 123,336
$6,495,206
2. The Ci ty PY Clerk shall cause a co 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 1996.
Deceirber 18, 1995
Date Q Mayor
ATTEST:
J Deputy Clerk
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 Kracgne::. Kristen Malin, Debra Hilstrom, and Kathleen Carmc&y
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
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Member Kristen Mann introduced the following resolution and
moved its adoption:
RESOLUTION NO. 95 -275
RESOLUTION TO ADOPT THE 1996 PROPOSED BUDGETS FOR THE
GENERAL FUND, THE STREET IMPROVEMENT DEBT SERVICE FUNDS,
THE E.D.A. FUND, THE H.R.A. FUND
WHEREAS, the City of Brooklyn Center is annually required by Charter and state t
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 the following budgeted funds for the calendar year
1996 shall be
1. ESTIMATED REVENUES:
General Property Taxes
$6,297,569
Special Assessments 117,627
Sales Taxes on Lodging 480,000
Business Licenses Permits 173,850
Non- Business Licenses Permits 175,000
Intergovernmental Revenue 3,827,446
General Government Services Charges 30,650
Public Safety Service Charges 19,980
Recreation Fees 8'5,438
Fines Forfeitures 144,000
Miscellaneous Revenue 369,000
Transfers from Other Funds 100,000
TOTAL REVENUE BY SOURCE $12,570,560
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RESOLUTION NO. 95 -275
2. APPROPRIATIONS:
GENERAL FiJND Preliminary
Unit No. Organizational Unit Amount
ill City Council $107,400
112
Commissions 1,500
113 City Manager's Office 364,177
114 Elections 47,508
115 Assessing 214,847
116 Finance 182,678
117 Audit 18,900
118 Legal Counsel 199,700
119 Government Buildings 334,188
120 Data Processing 354,348
131 Police Protection 4,041,233
132 Fire Protection 651,896
133 Community Development 317,258
134 Emergency Preparedness 38,792
141 Engineering 362,740
142 Streets Maintenance 1,182,281
152 Social Services 78,547
161 Adult Programs 459,426
162 Teen Programs 24,20'
Children's Programs 165,190
164 General Programs 120,710
167 Community Center 769,915
169 Parks Maintenance 911,471
170 Convention Tourism 228,000
180 Unallocated Department 455,986
TOTAL GENERAL FUND $11,632,894
STREET IMPROVEMENT BONDS OF 94 DEBT SERVICE FUND $105,458
STREET IMPROVEMENT BONDS OF 95 DEBT SERVICE FUND $26,600
E.D.A. SPECIAL OPERATING FUNS $683,967
TOTAL APPROPRIATIONS FOR BUDGETED FUNDS $12,448,919
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RESOLUTION NO. 95 -275
December 18, 1995
Date U Mayor
ATTEST: t�I �,c, f06�C
Deputy Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Debra Hilstrom and upon vote being taken thereon, the following voted in
favor thereof: Myrna Kragness, Kristen Mann, and Debra Hilstrom;
and the following voted against the same: Kathleen Carmody
whereupon said resolution was declared duly passed and adopted.
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Member Kristen Mann introduced the following resolution and
moved its adoption:
t RESOLUTION NO. 95 -276
RESOLUTION TO ADOPT THE 1996 PROPOSED BUDGETS FOR THE
SPECIAL REVENUE FUNDS
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 1996 shall be:
SPECIAL REVENUE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Diseased Tree Removal $30,000 $30,000
E Brown Tax Increment Distr. $1,335,000 $1,271,200
Community Dev Block Grant $270,083 $270,083
TOTAL $1,635,083 $1,571,283
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December 18, 1995
Date Mayor
ATTEST:
Deputy Clerk
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, Kristen Mann, Debra Hilstrom, and Kathleen Carmody;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
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Member Kristen Mann introduced the following resolution and
moved its adoption:
RESOLUTION NO. 95 -277
RESOLUTION TO ADOPT THE 1996 PROPOSED BUDGETS FOR THE
ENTERPRISE FUNDS
WHEREAS, the City of Brooklyn Center is required by Charter and state law to 1
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 1996 shall be:
ENTERPRISE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Liquor Stores $2,795,850 $2,753,551
Centerbrook Golf Course $325,600 $317,840
Earle Brown Heritage Center $2,560,634 $2,549,931
Water Utility $1,373,000 $1,073,841
Sanitary Sewer $2,388,415 $1,983,143
Storm Drainage $860,000 $413,233
Recycling $220,000 $220,000
TOTAL $10,523,499 59,311,539
December 18, 1995
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Date Mayor
ATTEST:
V Deputy Clerk
The motion for the adoption of the foregoing resol ution was duly seconded by member
Kathleen Carmody and upon vote being taken thereon, the following voted in
favor thereof: Myrna Kragness, Kristen Mann, and Kathleen Carmody,
and the following voted against the same: Debra Hilstrom,
whereupon said resolution was declared duly passed and adopted.
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Member Debra Hilstrom introduced the following resolution and
moved its adoption:
t RESOLUTION NO. 95 -278
RESOLUTION TO ADOPT THE 1996 PROPOSED BUDGETS FOR THE
INTERNAL SERVICE FUNDS
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 1996 shall be:
INTERNAL SERVICE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Public Employees Retirement $60,000 $45,000
Central Garage $1,889,478 $1,889,478
TOTAL $1,949,478 $1,934,478
December 18, 1995
Date Mayor
ATTEST:
Deputy Clerk
w u seconded b member
The motion for the adoption of the foregoing resolution as duly s o y
Kathleen Carmody and upon vote being taken thereon, the following voted in
favor thereof: Myrna Kragness, Kristen Mann, Debra Hilstrom, and Kathleen Carmody;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
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CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
FOR FUNDS WHICH LEVY PROPERTY TAXES
INCLUDING THE GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVELOPMENT AUTHORITY (EDA) FUND AND
HOUSING REDEVELOPMENT IHRAI FUND
1996 ADOPTED
SUMMARY OF ESTIMATED REVENUE BY SOURCE AND FUND
1995 1996 1996 Percent
Budgeted Revenue Increase Increase
REVENUE BY SOURCE: Revenue Estimate Decrease Decrease
I. GENERAL PROPERTY TAXES 6,304,719 6,297,569 -7,150 -0.11%
II. SPECIAL ASSESSMENTS 101,709 101,709
III. LODGING SALES TAX 395,000 480,000 85,000 21.52%
IV. BUSINESS LICENSES PERMITS 155,600 173,850 18,250 11.73%
V. NON -BUS. LICENSES PERMITS 140,800 175,000 34,200 24.29%
VI. INTERGOVERNMENTAL REVENUE 3,787,747 3,827,446 39,699 1.05%
VII. GENERAL GOVT. SERVICE CHARGES 32,500 30,650 -1,850 -5.69%
VIII. PUBLIC SAFETY SERVICE CHARGES 18,100 19,980 1,880 10.39%
IX. RECREATION FEES 843,132 835,438 -7,694 -0.91%
X. FINES AND FORFEITURES 112,000 144,000 32,000 28.57%
XI. MISCELLANEOUS REVENUE 286,000 369,000 83,000 29.02%
XII. TRANSFERS FROM OTHER FUNDS 100,000 100,000 0 0.00%
TOTAL REVENUE BY SOURCE 12,175,598 12,554,642 379,044 3.11%
1995 1996 1996 Percent
Budgeted Revenue Increase Increase
REVENUE BY FUND: Revenue Estimate Decrease Decrease
I. GENERAL FUND 11,457,923 11,628,994 171,071 1.49%
II. DEPT REDEMPTION FUNDS 68,510 253,699 185,189 270.31%
III. EDA SPECIAL OPERATING FUND 512,191 546,986 34,795 6.79%
IV. HRA SPECIAL OPERATING FUND 136,974 136,981 7 0.01
TOTAL REVENUE BY FUND 12,175,598 12,566,660 391,062 3.21%
forward \COMBREVI.XLS J1 /96
15
G
ESTIMATED SOURCES OF FINANCIN
1996 ADOPTED CITY BUDGET
MISCELLANEOUS 3.7%
LICENSE PERMITS 2.8 0 o
COURT FINES 1.1
LODGING TAX 3.8
SERVICE CHARGES PROPERTY TAX
7.1% 50.2
INTERGOVERNMENT
30.5%
SPECIAL ASSESSMENTS 0.8%
2/1196
16
CITY OF BROOKLYN CENTER MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
FOR FUNDS WHICH LEVY PROPERTY TAXES
INCLUDING THE GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVELOPMENT AUTHORITY (EDA) FUND AND
HOUSING AND REDEVELOPMENT AUTHORITY (HRA) FUND
1996 SUMMARY OF ADOPTED APPROPRIATIONS AND EXPENDITURES,
1994 1995 1996 1996 1996%
Actual Adopted Adopted Increase Increase
Expend- Approp- Approp- Decrease Decrease
itures riations riations From 1995 From 1995
1_ GENERAL FUND BY FUNCTION AND ORGANIZATIONAL UNIT
A. General Government 1,692,275 1,882,240 1,825,246 56,994 -3.03%
B. Public Safety 4,409,493 4,882,085 5,049,179 167,094 3.42%
C. Public Works 1,230,581 1,560,386 1,545,021 15,365 -0.98%
D. Health Social Services 41,495 40,860 78,547 37,687 92.23%
E. Recreation 2,055,496 2,333,701 2,450,915 117,214 5.02%
F. Economic Development 199,982 187,625 228,000 40,375 21.52%
G. Unallocated Expenses 312,736 571,026 455,986 115,040 20.15%
Total General Fund 9,942,058 11,457,923 11,632,894 174,971 1.53%
D
II. DEBT SERVICE FUNDS BY FUND
A. 1994 Street Improvement Bond
Redemption Fund 300 72,116 105,458 33,342 46.23%
B. 1995 Street Improvement Bond
Redemption Fund 0 0 26,600 26,600 100.00%
Total Debt Redemption 300 72,116 132,058 59,942 83.12%
III. E.D.A. H.R.A. FUNDS
Economic Development 1,101,965 649,165 683,967 34,802 5.36%
Total E.D.A. 1,101,965 649,165 683,967 34,802 5.36%
TOTAL APPROPRIATIONS
AND EXPENDITURES 11,044,323 12,179,204 12,448,919 269,715 2.21%
fon uftombexpl 2/1/96
17
APPROPRIATIONS BY FUNCTION
1996 ADOPTED CITY BUDGET
SOCIAL SERVICES 0.6% EDA /HRA 7.3%
UNALLOCATED 3.6%
PUBLIC SAFETY
40.6%
Ah
PUBLIC
WORKS
12.4
3
1�
3
g
GENERAL
GOVERNMENT
14.7%
DEBT SERVICE
1.1 /o
RECREATION 19.7%
18
CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
FOR FUNDS WHICH LEVY PROPERTY TAXES
INCLUDING THE GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVFI_f1PMENT AUTHORITY FUND HOUSING REDEVEL..OPMENT FUND
1996 SUMMARY OF ADOPTED APPROPRIATIONS BY OBJECT CLASSIFICATION.
1996 1996%
1995 1996 1996% Increase Increase
Adopted Adopted of Decrease Decrease
Object Classific
anon m nt Amount Total r
A ou From 95 From 95
Personal Services
Salaries Wages 5,892,064 6,143,060 49.35% 250,996 4.26%
Pensions 806,549 837,071 6.72% 30,522 3.78%
Health Life Disab Dental Ins. 500,402 460,290 3.70% 40,112 8.02%
Workers Compensation Ins. 171,606 190,546 1.53% 18,940 11.04%
Personal Services Reimbursed 541.485 594.123 4.77% 52.638 9.72%
Total Personal Services 6,829,136 7,036,844 56.53% 207,708 3.04%
Supplies 526,359 538,398 4.32% 12,039 2.29%
Professional Services 593,061 524,945 4.22% 68,116 11.49%
Communications 208,702 210,518 1.69% 1,816 0.87%
Repair, Rental, Maintenance 478,635 458,139 3.68% 20,496 4.28%
Other Contractual Services 743,547 718,804 5.77% 24,743 3.33%
Central Garage Rentals 862,283 1,151,371 9.25% 289,088 33.53%
Insurance 145,000 139,000 1.12% -6,000 4.14%
Utilities
0 0
465 880 3.74 2.37 /o
455 110 /0 10 770
Merchandise for Resale 45,500 51,200 0.41% 5,700 12.53%
Contingency 219.790 124.461 1.00% 95.329 43.37%
Total Operating Budget 11,107,123 11,419,560 91.73% 312,437 2.81%
Capital Outlay 350,800 213,334 1.71% 137,466 39.19%
Debt Redemption 72,116 132,058 1.06% 59,942 83.12%
Economic Development Authority 512,191 546,986 4.39% 34,795 6.79%
Housing Redevelopment Auth. 136.974 136.981 1.10% 7 0.01%
Total Appropriations 12,179,204 12,448,919 100.00% 269,715 2.21% 1
fomarftbjdass 2/1/96
19
APPROPRIATIONS BY OBJECT CLASSIFICATION
1996 ADOPTED CITY BUDGET
UTILITIES 3.7%
INSURANCE 1.1% CONTINGENCY 1.0%
CENTRAL GARAGE 9.3% CAPITAL OUTLAY 1.7
OTHER CONTRACTUAL EDA HRA 5.5
5.8%
REPAIR, RENTAL 3.7%
COMMUNICATIONS 1.7%
PROFESSIONAL
SERVICES 4.2% 5
SUPPLIES 4.7%
DEBT SERVICE 1.1%
PERSONAL SERVICES 56.5%
20
PART III
1
1 GENERAL FUND
ESTIMATED REVENUES
AND
APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
1
CITY OF BROOKLYN CENTER, MINNESOTA
ANNUAL OPERATING BUDGET
L GENERALFUND
1996 ADOPTED
RESUME OF REVENUE AND ESTIMATED REVENUE
1996 1996%
1993 1994 1995 1996 Increase Increase
Actual Actual Adopted Adopted Decrease Decrease
Revenue Revenue Revenue Revenue From 95 From 95
I. GENERAL PROPERTY TAXES
Ad Valorem Levy 4,636,996 5,286,414 6,166,149 6,055,627 110,522 -1.79%
Estimated Uncollectable 184,984 181,669 3,316 -1.79%
Penalties and Interest -7,459 -5,793 0 0 0
Special Assessments 1,027 2,082 0 2,000 2,000
Total 4,630,564 5,282,703 5,981,165 5,875,958 105,207 -1.76%
IL LODGING TAXES 376,146 421,069 395,000 480,000 85,000 21.52%
111. BUSINESS LICENSES AND PERMITS
Liquor Licenses 98,617 117,014 107,300 128,700 21,400 19.94%
Beer Licenses 5,460 3,925 5,400 5,800 400 7.41%
Garbage Licenses 2,005 2,145 2,000 2,000 0 0.00%
Taxicab Licenses 540 0 500 400 -100 20.00%
Mechanical Licenses 3,435 3,834 4,000 4,000 0 0.00%
Service Station Lics. 2,326 1,805 1,700 1,700 0 0.00%
Motor Vehicle Dealers 950 600 1,000 950 -50 -5.00%
Bowling Alley Licenses 708 1,153 700 700 0 0.00%
Miscl. Business Lics. 1,795 1,421 1,600 1,100 -500 31.25%
Cigarette Licenses 1,055 1,123 1,300 1,100 -200 15.38%
Sign Permits 3,132 2,372 2,000 2,400 400 20.00%
Rental Dwell. Licenses 11,089 16,350 20,000 17,000 -3,000 15.00%
Amusement Licenses 5,098 7,952 8,100 8,000 -100 -1.23%
Total 136,210 159,694 155,600 173,850 18,250 11.73%
IV. NON BUSI N ESS LICENSE
S AND PERMITS
Dog Lics. Pound Fees 4,746 4,765 4,800 4,800 0 0.00%
Building Permits 111,262 109,057 100,000 128,000 28,000 28.00%
Mechanical Permits 31,905 28,990 25,000 28,000 3,000 12.00%
Sewage Water Permits 620 1,046 1,000 1,000 0 0.00%
Plumbing Permits 15,701 14,202 10,000 13,200 3,200 32.00%
Electrical Permits 35 -134 0 0 0
Total 164,269 157,926 140,800 175,000 34,200 24.29%
forward\GENFDREVALS 1/30/96
21
1996 1996%
1995 1996 Increase Increase
1993 1994 Adopted Proposed Decrease Decrease
Actual Actual Revenue Revenue From 95 From 95
V. INTERGOVERNMENTAL REVENUE e
Fed. Civil Def. Reimb. 14,495 8,549 6,000 7,500 1,500 25.00%
State Energy Cons.Grnt. 0 1,000 0 0 0
State Police Drug Asst 11,348 0 0 0 0
State Grant E911 Service 0 0 0 9,600 9,600
State Police Training 11,415 11,822 10,000 11,500 1,500 15.00%
State Local Govt. Aid 1,697,803 1,757,227 1,799,076 1,865,664 66,588 3.70%
State Aid Street Maint 75,000 90,000 90,000 90,000 0 0.00%
State Pol. Pension Aid 205,637 215,838 210,440 216,000 5,560 2.64%
State Fire Pension Aid 64,039 66,803 64,000 66,800 2,800 4.38%
State Homestead Credit 1,162,475 1,286,780 1,300,110 1,272,254 27,856 2.14%
Grants from Other Govts 0 4,486 0
School Crime Levy 0 742 700 700
Total 3,242,212 3,443,247 3,479,626 3,540,018 60,392 1.74%
VI. GENERAL GOVERNMENT CHARGES
Plan. Comm. Appls. 7,300 7,600 5,000 7,000 2,000 40.00%
Zoning Sp. Use Prmts. 2,885 2,250 2,100 2,200 100 4.76%
Metro Sec. 8 Inspcts. 13,344 12,936 13,500 13,000 -500 3.70
Sale of Maps &Document 738 1,110 1,000 1,000 0 0.00%
Sale of Plans Specs 1,250 4,195 3,000 3,000 0 100.00%
Filing Fees 0 70 0 50 50
IDR Bond Admin Fee 4,000 5,000 0 0 0
Weed Cutting, Charges 1,432 747 1,500 1,500 0 0.00%
Abatement Fees 1,215 1,260 1,200 1,200 0 0.00%
Assessment Searches 451 378 0 200 200
Research Charges 808 480 500 500 0 0.00
Final Plat Fee 750 1,102 500 500 0 0.00%
Tree Disposal Fee 0 0 750 0 -750 100.00%
Shade Tree Admin. 2,000 2,000 2,000 500 -1,500 75.00
Tree Registrations 500 450 500 0 -500 100.00%
Blvd Tree Plant Fee 1,295 0 950 0 -950
Total 37,968 39,578 32,500 30,650 1,850 5.69%
VII. PUBLIC SAFETY CHARGES
Fire Alarm Fees 150 2,250 600 1,200 600 100.00%
Burglar Alarm Fees 6,300 18,250 7,200 9,000 1,800 25.00%
Towing Charges 803 667 1,000 800 -200 20.00%
Police Service Revenue 0 0 0 500 500
Accident Reports 4,422 5,061 4,500 4,800 300 6.67%
License Investigations 1,910 504 1,800 500 -1,300 72.22%
Private Security 3,276 3,744 3,000 3,180 1 180 6,00%
Total 16,861 30,476 18,100 19,980 1,880 10.39%
forward \GENFDREV.XLS 1/30/96
22
1996 1996%
1995 1996 Increase Increase
1993 1994 Adopted Proposed Decrease Decrease
Actual Actual Revenue Revenue From 95 From 95
VIII. RECREATION FEES_
Adult Programs 318,459 294,965 326,244 330,050 3,806 1.17%
Teen Programs 15,125 14,300 13,900 14,150 250 1.80%
Children' Programs 68,963 73,670 72,612 75,938 3,326 4.58%
General Programs 17,696 16,628 26,176 8,500 17,676 67.53%
Comm. Center Programs 363,813 356,342 404,200 406,800 2,600 0.64%
Total 784,056 755,905 843,132 835,438 -7,694 -0.91%
IX FINES o
FpRFEIT 140,104 113,572 112,000 144,000 32,000 28.57/0
X. MISCELLANEOUS REVENUE
Interest 249,688 218,671 186,000 250,000 64,000 34.41%
Other Revenue 6,191 9,106 8,000 8,000 0 0.00%
Refunds Reimburs. 397 0 6,000 0 -6,000 100.00%
Sale of Property 13 74 0 0 0
Contributions 860 1,120 0 0 0
Cash Over or (Short) 777 24 0 0 0
Check Process Fees 80 95 0 0 0
Unclaimed Evidence 216 1,383 0 0 0
Forfeited Drug Money 20,990 11,099 0 0 0
Sale of Cert. Of Indeb. 120,000 0 0 0 0
e
Total 399,212 241,572 200,000 258,000 58,000 29.00%
XI. TRANSFERS FROM OTHER CITY FUNDS
Liquor Stores- Earnings 100,000 100,000 100,000 100,000 0 0.00%
Total 100,000 100,000 100,000 100,000 0 0.00%
TOTAL GENERAL FUND 10,027,602 10,745,742 11,457,923 11,632,894 174,971 1.53%
e forward \GENFDREV.XLS 1/30/96
23
CITY OF BROOKLYN CENTER, MINNESOTA
ANNUAL OPERATING BUDGET
GENERALFUND
1996 ADOPTED BUDGET
SUMMARY OF APPROPRIATIONS AND EXPENDITURES
1 4 1995
1993 99 1996 1996 1996 /o
Actual Actual Adopted Adopted Increase Increase
Expend- Expend- Approp- Approp- Decrease Decrease
itures itures riations riations From 1995 From 1995
A. GENERAL GOVERNMENT
Council 76,773 70,888 124,290 107,400 16,890 13.59%
Commissions 915 2,768 9,500 1,500 -8,000 84.21%
City Mgr's Office 271,213 335,062 356,408 364,177 7,769 2.18%
Elections 22,966 47,316 37,336 47,508 10,172 27.24%
Assessing 190,195 198,391 209,352 214,847 5,495 2.62%
Finance 146,324 154,882 173,453 182,678 9,225 5.32%
Independent Audit 17,500 17,850 18,400 18,900 500 2.72%
Legal Counsel 185,216 174,709 204,700 199,700 -5,000 -2.44%
Government Buildings 329,576 356,392 342,939 334,188 -8,751 -2.55%
Data Processing 319,995 334,017 405,862 354,348 51,514 12.69%
Total General Govt 1,560,673 1,692,275 1,882,240 1,825,246 56,994 3.03%
B. PUBLIC SAFETY
Police Protection 3,206,396 3,606,960 4,001,714 4,041,233 39,519 0.99%
Fire Protection 365,876 492,289 514,195 651,896 137,701 26.78%
Community Development 264,526 269,739 329,015 317,258 11,757 -3.57%
Emerg. Preparedness 33,771 40,505 37,161 38,792 1,631 4.39%
Total Public Safetv 3,870,569 4,409,493 4,882,085 5,049,179 167,094 3.42%
C. PUBLIC WORKS
Engineering 329,382 149,801 372,192 362,740 -9,452 -2.54%
Street Maintenance 999,032 1,080,780 1,188,194 1,182,281 -5,913 -0.50%
Vehicle Maintenance 427,773 -0 -0 0 0
Total Public Works 1,756,187 1,230,581 1,560,386 1,545,021 15,365 -0.98%
fomud\gensumry 2/5/96
24
1993 1994 1995 1996 1996 1996%
Actual Actual Adopted Adopted Increase Increase
Expend- Expend- Approp- Approp- Decrease Decrease
itures itures riations riations From 1995 From 1995
D. HEALTH AND SO_ CIAL. SFRVICES
Social Services 41,325 41,495 40,860 78,547 37,687 92.23%
Total Health Soc. Sv 41,325 41,495 40,860 78,547 37,687 92.23%
E. RECREATION
Administration 307,034 228,154 91,711 0 91,711 100.00%
Adult Programs 306,942 322,823 401,495 459,426 57,931 14.43%
Teen Programs 14,210 15,538 21,588 24,203 2,615 12.11%
Children's Programs 85,247 98,900 142,523 165,190 22,667 15.90%
General Programs 79,871 85,847 120,622 120,710 88 0.07%
Community Center 644,763 649,614 716,614 769,915 53,301 7.44
Parks Maintenance 561,199 654,620 839,148 911,471 72,323 8.62%
Total Recreation 1,999,266 2,055,496 2,333,701 2,450,915 117,214 5.02%
F. ECONOMIC DEVELOPMENT
Convention Tourism 178,702 199,982 187,625 228,000 40,375 21.52%
Total Economic Dev. 178,702 199,982 187,625 228,000 40,375 21.52%
G. UNALLOCATED EXPENSES
Un. Dept. Expenses 300,803 312,736 351,236 331,525 19,711 -5.61%
Contingency 0 0 219,790 124,461 95,329 43.37%
Total Unall. Expenses 300,803 312,736 571,026 455,986 115,040 20.15%
TOTAL GENERAL FUND 9,707,525 9,942,058 11,457,923 11,632,894 174,971 1.53%
forwuftensumry
25 vs19e
PART IV
GENERAL FUND
DEPARTMENTAL
APPROPRIATIONS
AND
EXPENDITURES
1
1
1
1
1
1
City Council
1996 Budget
POLICIES: Remain in compliance with Minnesota Statutory requirements, laws,
regulations, charter and ordinances in all operations of the City.
Exercise the legislative authority of the City and determine matters of policy.
1
Under the Council- Manager Plan of government as established by the City Charter, the Council exercises the legislative
authority of the City and determines matters of policy. The Council is composed of a Mayor and four Council
Members, elected at- large.
ACTIVITIES: Percent of Budggt STAFFING:
Legislative 100% 1.00 Mayor
100% 4.00 Council Members
5.00 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $76,773 $70,888 $124,290 $107,400 $107,400
Charges for services 0 0 0 0 0
Total $76,773 $70,888 $124,290 $107,400 $107,400
EXPENDITURES:
Personnel $30,944 $31,709 $32,540 $33,653 $33,653
Supplies 21 1,201 1,100 1,100 1,100
Professional Services 10,796 8,849 41,550 20,300 20,300
Contractual Services 35,012 29,129 49,100 52,347 52,347
Total $76,773 $70,888 $124,290 $107,400 $107,400
Staffing (FTE) 5 5 5 5 5
COMMENTS: Professional Services includes a new item in 1996 for a facilitator at a City Council goal setting
session. It also includes the cost of the secretarial service which takes minutes at City Council
meetings and the cost of televising meetings. An appropriation of $25,000 for the Image
Campaign in 1995 was not repeated in the 1996 budget.
26
DEPARTMENT: City Council (I 11) ACTIVITY: Legislative
Activity Description
The Council sets policy for the City. The Council meets regularly the first and third Monday of each
month. Works with City Manager to set policy, works on goals and plans for the City.
Percent of Total De P t Budget 100%
9
1996 Objectives
1) Meets in accordance with charter and law.
2) Sets goals and priorities on projects.
3) Works with City Manager and Department Heads on Team Building and goal
setting in the organization.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $107,400 Mayor 1.0
Total $107,400 Council Member 1.0
Council Member 1.0
Expenditures Council Member 1.0
Personnel $33,653 Council Member 1.0
Supplies 1,100 Total 5.0
Professional Services 20,300
Contractual Services 52,347
Total $107,400
i
Comments: This covers the cost of employee awards (presented on certain anniversary dates of
employment with the City); recognition plaques presented to advisory commissioners who
resign from their positions or their terms expire; the cablecasting of City Council meetings;
interpreters for hearing impaired persons who attend City Council meetings; the secretarial
service which produces the City Council minutes; and the annual joint meeting of the City
Council and advisory commissions. In 1995, the Council appropriated $25,000 for the
Image Campaign, which was not repeated in the 1996 Budget.
27
1
Commissions
1996 Budget
POLICIES: Serve in an advisory capacity to the City Council.
Remain in compliance with Minnesota Statutory requirements.
1
1 Commissions serve as appointed advisory bodies to the City Council. The only exception is the Charter Commission
which is appointed by the district court judge.
1
ACTIVITIES: Percent of Budget
Charter Commission 100%
Human Rights Resources Commission 0%
1 100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property taximisc. revenue $915 $2,768 $9,500 $5,500 $1,500
Charges for services 0 0 0 0 0
Total $915 $2,768 $9,500 $5,500 $1,500
EXPENDITURES:
Supplies $79 $79 $200 $200 $200
Professional Services 836 2,689 9,300 5,300 1,300
Total $915 $2,768 $9,500 $5,500 $1,500
COMMENTS: The statutory amount of $1,500 is recommended for the Charter Commission. The Human Rights
1 and Resources Commission requested $4,000 for professional services to address diversity issues
and training, but this wasn't approved by the City Council.
1 28
DEPARTMENT: Commissions (112) ACTIVITY: Charter Commission
Activity Description
The Charter Commission is charged with the responsibility of periodically reviewing the City Charter and
recommending changes as it may deem necessary. The 1,500 requested for 1996 is the amount
required by Minnesota State Statute 410.06.
i
Percent of Total Dept. Budget 100%
1996 Objectives
Adopted 1996 Budget
Revenues
Property Tax/Misc $1,500
Total $1,500
Expenditures
Supplies $200
Professional Services 1,300
Total $1,500
Comments: Charter Commission meets as needed on matters of City Charter.
29
DEPARTMENT: Commissions (112) ACTIVITY: Human Rights and
Resources Commission
Activity Description
The Human Rights Resources Commission is one of the commissions set up to advise the City Council.
1
Percent of Total Dept. Budget d%
1996 Objectives
1) Carry out activities in the HRRC workplan.
Adopted 1996 Budget
Revenues
Property Tax /Misc $0
Total $0
Expenditures
Professional Services $0
Total $0
Comments: The HRRC meets regularly and has developed a work plan. The commission is active
now in carrying out the workplan which includes participating in the Heritage Festival
and Earle Brown Days as well as developiment of a bias responce plan. HRCC also
handles prioritization of requests for contractual services for social services and makes
recommendations to the City Council.
30
I
C ity Man Office
,1 g
1996 Budget
POLICIES:
Remain in compliance with Minnesota Statutory requirements
and accepted professional standards.
Provide information to other departments, agencies, and the
public in an efficient and responsible manner.
Provide overall management of City operations.
The City Manager's Office provides the general administrative services required for the management of City affairs.
Activities include, but are not limited to, preparation of agendas, minutes, and other types of information desired by the
City Council, Commissions support activities, communication, licensing, central purchasing, human resources
administration, processing of inquiries and complaints received from the public, and overall management of City
operations. The City Manager's Office works with all departments and divisions within the organization to ensure
completion of goals, objectives, projects, and plans are carried through.
ACTIVITIES: Percent of Budget STAFFING:
City Council Support 14% 1.0 City Manager
Advisory Commission Support 6% 1.0 Asst. City Mgr /Pers. Coord.
Management/Intergovemmental 11% 0.7 Adm. Asst./Deputy City Clerk
Human Resources 28% 1.0 H.R. /Deputy City Clerk
Communications 24% 0.7 Admin. /Elections Secretary
Support Services 12% 1.0 Receptionist
Licensing /Insurance /Purchasing 5% 0.4 Secretary
100% 0.7 P.T. Communications Coord.
6.5 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $255,998 $317,753 $341,008 $347,227 $347,227
Licenses Permits 15,215 17,309 15,400 16,950 16,950
Total $271,213 $335,062 $356,408 $364,177 $364,177
EXPENDITURES:
Personnel $270,717 $289,194 $327,349 $326,980 $326,980
Admin. Services Transfer (22,236) (22,719) (27,725) (23,350) (23,350)
Supplies 311 769 1,100 1,000 1,000
Professional Services 8,068 48,157 14,550 19,550 19,550
Contractual Services 12,015 18,353 27,470 38,570 38,570
Vehicle Services 0 1,308 4,464 1,427 1,427
Capital Outlay 2,338 0 9,200 0 0
Total $271,213 $335,062 $356,408 $364,177 $364,177
Staffing (FTE) 6.4 6.4 6.5 6.5 6.5
COMMENTS: 30% of the Administrative Assistant /Deputy City Clerk and Administration /Elections Secretary is
charged to Elections Budget (Unit #114). 60% of the Secretary is charged to Economic
Development Authority Special Operating Fund.
31
DEPARTMENT: City Manager (113) Activity: City Council Support
Activity Description
Prepare agenda and minutes and other types of information desired by the City Council. Coordinates and
schedules council activities. Ensures meetings, agendas, and public notices are handled in accordance with
laws, charter and ordinance regulations.
Percent of Total Dept. Budget 14
1996 Objectives
1) Provide materials to the City Council relevant to City functions and operations.
2) Coordinate and deliver Council Information.
3) Handle posting of notices.
4) Coordinate Annual Council /Commission meeting in February.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $51,131 City Manager 0.30
Total $51,131 Asst. City. Mgr./ Pers. Coord. 0.05
Adm. Asst./Deputy City Clerk 0.30
Expenditures Admin /Elections Secretary 0.15
Personnel $51,131 Secretary 0.02
Total $51,131 P.T. Communications Coord. 0.05
Total 0.87
Comments: Staff will continue to work with the City Council to provide timely and accurate
information and agendas.
L
32
1
DEPARTMENT: City Manager 113 Activity: Adv Commis
9 1 ty ry ion s
Support
Activity Description
Prepare agenda and minutes and other types of information as desired by the advisory commissions.
Coordinate and schedule meetings and assist commissions in meeting activities as needed.
Percent of Total Dept. Budget 6%
1996 Objectives
1) Provide information as needed to new commission members.
2) Advertise for vacancies in a timely manner.
3) Coordinate and deliver agendas and material in a timely manner.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $19,852 City Manager 0.10
Total $19,852 Asst. City Mgr./ Pers. Coord. 0.05
Adm. Asst. /Deputy City Clerk 0.05
Expenditures Secretary 0.10
Personnel $19,852 P.T. Communications Coord. 0.05
Total $19,852 Total 0.35
Comments: The City Manager's Office provides staff support to the Human Rights and Resources
Commission. Staff support is given to all commissions by the City Manager. Our office
coordinates resignations, recruitment publications and reappointments to all City
Commissions.
r
33
DEPARTMENT: City Manager (113) Activity: Management
Intergovernmental Relations
Activity Description
Provide general administrative services required for the management of City affairs. This activity provides
for time to work with community members, other public or private agencies, organizations, schools, etc. on
all areas which affect the City. Our Council and Citizens of the community ask for more joint involvement
with outside agencies and organizations in overall operations.
Percent of Total Dept. Budget 11%
1996 Objectives
1) To maintain a positive relationship with all governmental agencies and surrounding municipalities
that may enhance the City's plans and programs.
2) To continue to work on cooperative and joint ventures.
3) Continue to promote Brooklyn Center through work with various organizations.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $41,264 City Manager 0.35
Total $41,264 Asst. City Mgr./ Pers. Coord. 0.10
Adm. Asst. /Deputy City Clerk 0.05
Expenditures Total 0.50
Personnel $43,689
Admin. Services Transfer (11,675)
Contractual Services 9,250
Total $41,264
Comments: This activity includes memberships in various professional organizations and also
subscriptions to professional journals and publications, including the following: ICMA,
MAMA, MCMA, Brooklyn Center Chamber of Commerce, Citizens League, IIMC, MCFOA,
MPELRA, IPMA, MAUMA, NIGP, Munici -Pals, Minnesota Cooperative Purchasing Venture,
Brooklyn Center Sun -Post, Star Tribune, State of Minnesota Register, Minnesota Safety
Council, Minnesota Media Directory, the U.S. West Search Disc electronic directory and
the North Metro Highway 100 Council
It also includes books, pamphlets, and video tapes which provide information on various
topics, including management, personnel, legal, and financial issues.
34
DEPARTMENT: City Manager (113) Activity: Human Resources
Activity Description
Coordinate human resource activities for the City. This includes recruitment and selection of staff, labor
negotiations, grievance resolution, arbitration assistance, policies, training and employee relations. Works
with Finance Department on payroll, compensation schedules, and benefits. Resistible for pay equity
compliance, uniform baseline settlement forms, as well as education reimbursement, and flex account.
Handles affirmative action plans, ADA, pay equity and various employee programs such as employee
assistance and education reimbursement. Reviews, revises, and implements new policies as approved.
Coordinates a wide variety of training in all areas including safety. Monitors laws and regulations in the
area of employment /personnel to ensure compliance.
Percent of Total Dept. Budget 28%
1996 Objectives
1) Coordinate employee recruiting and hiring process to ensure proper legal compliance.
2) Maintain compliance with Minnesota Pay Equity Act and Data Practices Act.
3) Assist employees in resolving personnel concerns, questions, grievances and arbitrations.
4) Update personnel policies and personnel ordinance.
5) Implement Human Resources System.
6) Update job descriptions.
7) Implement CDL federal drug testing.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $102,736 City Manager 0.05
Total $102,736 Asst. City Mgr./ Pers. Coord. 0.75
Adm. Asst. /Deputy City Clerk 0.00
Expenditures H.R. /Deputy City Clerk 0.50
Personnel $78,186 Admin /Elections Secretary 0.00
Professional Services 19,550 Secretary 0.02
Contractual Services 5,000 Total 1.32
Total $102,736
Comments: The increase in medical services to provide for psychological and physical examinations
and reimburse employees who purchase special eyewear for use at their video display
terminals (VDTs), as well as for implementation and testing for mandated random drug
testing for staff with CDLs. The area of Human Resources continues to grow with the
continual updating and changing of employment laws and regulations.
35
e
DEPARTMENT: City Manager 113
ty g Activity: Communications
Activity Description
Coordinate the City's communication activities, both externally and internally. Provide information to the
residents and workforce of the City and contribute to the development of an increased sense of identity of
the City through marketing efforts. Respond to citizen inquiries. Coordinates publication of the City
newsletter with all departments. Create newsletter, forms, flyers, and various publications in house on Desk
Top Publishing. Coordinates Cable TV activities in the organization including broadcast of council meetings.
Percent of Total Dept. Budget 24%
1996 Objectives 1
1) Coordinate communication with citizens.
2) Coordinate marketing of the City. e
3) Works with departments on customer service program.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax /Misc $88,206 City Manager 0.20
Total $88,206 Asst. City Mgr./ Pers. Coord. 0.05
Adm. Asst. /Deputy City Clerk 0.10
Expenditures H.R./Deputy City Clerk 0.00
Personnel $72,036 Admin /Elections Secretary 0.15
Supplies 1,000 Receptionist 0.60
Contractual Services 15,170 Secretary 0.04
Capital Outlay 0 P.T. Communications Coord. 0.60
Total $88,206 Total 1.74
Comments: Since the image campaign was kicked off in 1995, no additional funding has been included in
the 1996 budget for the "Discover the Center" program.
36
DEPARTMENT: City Manager (113) Activity: Support Services
Activity Description
Provide clerical support for the city manager's office including typing correspondence, reports, memoranda,
legal documents, and other material. Operate copy machines and other office equipment. Handles day to day
activities in administration including general and overall front counter receptionist handling incoming calls and
questions from our customers.
Percent of Total Dept. Budget 12%
1996 Objectives
1) Perform typing and clerical duties for the city manager's office.
2) Skillfully operate copy machines and other office equipment.
3) Proofread materials for correct spelling, grammar, and content.
4) Work together as team to accomplish departmental goals and objectives.
5) Provide information to customers in a timely manner.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax /Misc $24,712 Adm. Asst. /Deputy City Clerk 0.10
Licenses &Permits 17,900 H.R. /Deputy City Clerk 0.20
Total $42,612 Admin /Elections Secretary 0.40
Receptionist 0.40
Expenditures Secretary 0.16
Personnel $43,710 Total 1.26
Admin. Services Transfer (11,675)
Contractual Services 9,150
Vehicle Services 1,427
Total $42,612
Comments: The central garage rental rates are included in this activity.
37
DEPARTMENT: City an
ty ager (113) Activity: Licensing /Insurance
Purchasing
Activity Description
This activity includes the administration of City business licenses, Workers' Compensation procedures and
claims, and central purchasing. Coordination of activities to ensure they are carried out in accordance with
procedures, laws, and ordinance. Handling of daily worker's compensation reports, claims, etc., working
both with staff and the insurance company.
Percent of Total Dept. Budget 5%
1996 Objectives
1) Remain in compliance with Minnesota Statutory requirements. r
2) Administer and process City licensing.
3) Administer and process Workers' Compensation in a timely fashion.
4) Coordinate purchasing activities for the City, working with all departments.
5) Update purchasing policy.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $18,376 Adm. Asst. /Deputy City Clerk 0.10
Total $18,376 H.R. /Deputy City Clerk 0.30
Secretary 0.06
Expenditures Total 0.46
Personnel $18,376
Total $18,376
Comments: Purchasing is centralized to ensure accurate monitoring of this operation. Workers t
Compensation activities are also monitored closely and handled in compliance with state
laws. In the area of worker's compensation, we implemented a managed care program
in 1995 to assist in claim management. Managed care is provided in cooperation with
L.M.C.I.T. and is expected to result in lower worker's compensation insurance rates.
38
Elections Department
1996 Budget
POLICIES: Maintain up -to -date voter registration system.
9 Y
Administer municipal elections in accordance with Minnesota Statutes.
The City registers all new voters, rocesses transfers and
p deletions, and cooperates with Hennepin County to provide an
accurate computerized listing of eligible registered voters in the City of Brooklyn Center. As of August 4, 1995, there
were 16,388 voters in the City. Thirty percent of the administrative assistant /deputy city clerk's and
administration /elections secretary's salaries and fringe benefits have n I
Y g e bee allocated to the elections budget.
ACTIVITIES: Percent of Bu dget STAFFING:
Voter Registration 25% 0.30 Deputy City Clerk
Elections 75% 0.30 Admin /Elections Secretary
100% 0.55 Election Judges
1.15 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $22,966 $47,246 $37,336 $47,458 $47,458
Charges for services 0 70 0 50 50
Total $22,966 $47,316 $37,336 $47,508 $47,508
EXPENDITURES:
Personnel $19,297 $39,963 $28,986 $38,898 $38,898
Supplies 0 1,668 900 1,335 1,335
Contractual Services 3,669 5,685 7,450 7,275 7,275
Total $22,966 $47,316 $37,336 $47,508 $47,508
Staffing (FTE) 1.15 1.15 1.15 1.15 1.15
COMMENTS: The 1996 Elections and Voter Registration budget provides for the cost of personnel, training,
supplies, postage, building rentals, maintenance agreements, and printing required to conduct one
primary and one general election. It also provides for costs incurred from the registration of new
voters and the maintenance of voter records.
39
DEPARTMENT: Election
s (114) ACTIVITY: Voter Registration
Activity Description
tY tion P
The City registers all new voters, processes transfers and deletions, and cooperates with Hennepin County
to provide an accurate computerized listing of eligible registered voters in the City of Brooklyn Center.
Percent of Total Dept. Budget 25
1996 Objectives
1) Continuous maintenance of voter registration system.
2) Adapt to and integrate new legislation on voter registration.
Adopted 1996 Budget 1
Revenues Staff Allocation
Property Tax/Misc $11,759 Admin. Asst. /Deputy City Clerk 0.05
Total $11,759 Admin. /Elections Secretary 0.25
Total 0.30
Expenditures
Personnel $10,659
Supplies 0
Contractual Services 1,100
Total $11,759
Comments: Voter registration is an ongoing activity. Registrations are taken in election and
non- election years.
40
DEPARTMENT: Elections (114) ACTIVITY:
Elections
1
Activity Description
Section 4.01 of the Brooklyn Center City Charter provides for regular municipal elections to be held in even
numbered years only. The 1996 Elections activity provides for the cost of personnel, training, supplies,
postage, building rentals maintenance agreements, and printing required to conduct one primary and one
general election.
Percent of Total Dept. Budget 75%
1996 Objectives
1) Comply with Minnesota Statutes requirements.
2) Administer training to election judges.
3) Adapt to and integrate new legislation on elections.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $35,699 Admin. Asst. /Deputy City Clerk 0.25
Charges for services 50 Admin. /Elections Secretary 0.05
Total $35,749 Election Judges 0.55
Total 0.85
Expenditures
Personnel $28,239
Supplies 1,335
Contractual Services 6,175
Total $35,749
Comments:
41
Assessing Division
1996 Budget
POLICIES: Remain in compliance with Minnesota Statutory requirements
and accepted professional standards.
Provide information to other departments, agencies, and the
public in an efficient and responsible manner.
Manage appeals effectively to minimize fiscal impact.
The Assessing Division is a General Government function organized in the Community Development department. The
division is managed by the City Assessor and is Unit #115 of the City Budget. The purpose of this division is the
valuation and classification of all property as of the assessment date. Beyond the initial assessment, the division
responds to appeals at various levels. Assistance is given to other City departments on valuation, tax, and related
issues. Assessing also manages the data located in the Property Data System and assists users of the information.
ACTIVITIES: PercentQf Budqet STAFFING:
Residential Appraisal 39% 1.00 City Assessor
Non Residential Appraisal 24% 1.00 Appraiser II
Appeals 31% 1.00 Assessment Technician
Special Assessments 6% 1.00 Assessing Secretary
100% 4.00 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $187,721 $196,273 $207,652 $212,947 $212,947
Charges for services 2,474 2,118 1,700 1,900 1,900
Total $190,195 $198,391 $209,352 $214,847 $214,847
EXPENDITURES:
Personnel $184,726 $185,816 $197,677 $201,035 $201,035
Supplies 2,552 985 3,000 3,000 3,000
Contractual Services 2,917 5,748 5,750 6,370 6,370
Vehicle Services 0 4,688 2,925 4,442 4,442
Capital Outlay 0 1,154 0 0 0
Total $190,195 $198,391 $209,352 $214,847 $214,847
Staffing (FTE) 4.25 4 4 4 4
COMMENTS: A new Assessor has been hired at a wage rate lower than the previous one. Other personnel
are receiving in -range step progression within the salary schedule.
42
DIVISION: Assessing (115) ACTIVITY: Residential Appraisal
Activity Description
tY P
Minnesota Statutes, 273.08,. require: "The assessor shall actually view, and determine the value of each
tract or lot of real property listed for taxation, including the value of all improvements and structures
thereon, at maximum intervals of four years and shall enter the value opposite each description This
activity satisfies this requirement as one quarter of the residential properties are viewed and physical
characteristics verified or ram updated. This program 9 ro also includes administering the homestead laws and other
classification issues.
I
Percent of Total Dept. Budget 39%
1996 Objectives
1) Inspect approximately 2400 properties.
2) Maintain Coefficient of Dispersion.at less than 6.5
3) Continue to improve efficiency of data collection process.
4) Adapt to and integrate new legislation on classification and valuation.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $83,517 Assessor 0.04
Total $83,517 Appraiser II 0.60
Assessment Technician 0.65
Expenditures Assessing Secretary 0.35
Personnel $75,743 Total 1.64
Supplies 1,800
Contractual Services 3,310
Vehicle Services 2,664
Total $83,517
Comments: This activity is the largest in the Assessing budget and impacts the greatest number of
property owners. As the appeal load has increased and resources tightened, we have
reduced the time and dollars spent on this program. In 1996, this activity will be largely
unchanged and continue to represent 39% of our time and budget. We continue to fine
tune our data collection procedures in an attempt to maintain quality without increasing
costs. The software for the pen -based portable computers is close to completion.
Development was slowed due to the closing of the vendor firm.
43
DIVISION: Assessing (I IS) ACTIVITY: Non Residential Appraisal
1 Activity Description
Minnesota Statutes, 273.08, require: "The assessor shall actually view, and determine the value of each
tract or lot of real property listed for taxation, including the value of all improvements and structures
thereon, at maximum intervals of four years and shall enter the value opposite each description Unlike
residential inspections, the main characteristics of non residential properties are their economics, not
simply physical characteristics. Therefore, to fully analyze an income producing property, one must review
the operating results of the property and the market in which it operates. As owners are reluctant to
provide this data, we usually do not have the necessary information until an appeal is filed. Therefore,
while the exteriors are verified in accordance with statute, a complete review is not possible at this point.
Market data obtained from similar properties, other jurisdictions, and published sources are relied upon for
a basis of value conclusions.
Percent of Total Dept. Budget 24%
p 9
1996 Objectives
1) Complete market overview by January 31, 1996.
2) Report all values to Hennepin County by January 31, 1996.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $50,814 Assessor 0.35
Total $50,814 Appraiser II 0.25
Assessment Technician 0.15
Expenditures Assessing Secretary 0.10
Personnel $47,568 Total 0.85
Supplies 500
Contractual Services 1,635
Vehicle Services 1,111
Total $50,814
Comments: For 1996, this activity is increasing slightly to 24% of the Assessing division budget.
Assessing continues to focus on the appeals currently pending, but is attempting to shift
additional resources into the Non Residential area in hopes of reducing future appeals.
44
DIVISION: Assessing (115) ACTIVITY: Appeals t
Activity Description
After completing the assessment each year, the Assessor defends that assessment at several levels.
Informal appeals are made directly by the property owners following receipt of their value and classification
notice, appeals are made to the Board of Equalization, applications for abatements are filed, or petitions are
filed in Minnesota Tax Court. Over the past several years, there has been a dramatic increase in the
number and complexity of appeals, as well as more dollars at risk. We have reacted to this trend by
reallocating staff resources from other activities. In 1995 this will continue as appeals increase from 30%
to 31 of the Assessing budget.
Percent of Total Dept. Budget 31%
1996 Objectives
1 Contact etitioner upon receipt of setting to request data.
P P P 9 q
2) Complete analysis and report 30 days following receipt of data.
P Y 9 P
3) Review findings with Hennepin County Assessor's and Attorney's offices.
4) Attempt apprasial -based resolution or proceed to trial.
5 Inform toxin jurisdictions of anticipated impact to mitigate impact.
91 P P 9 P
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax /Misc $64,968 Assessor 0.60
Charges for services 1,200 Appraiser 11 0.15
Total $66,168 Assessment Technician 0.15
Assessing Secretary 0.25
Expenditures Total 1.15
Personnel $64,243
Supplies 500
Contractual Services 1,425
Total $66,168
Comments: Minnesota continues to have the highest property tax rates on commercial, industrial,
and apartment properties in the nation. When coupled with the overbuilding of the
1980's and the Tax Reform Act of 1986, the result has been declining values and
increasing appeals. We are cautiously optimistic that the worst is behind us and that
values are now stabilizing. Further, the resolution of each case increases the knowledge
of the parties involved, and will hopefully reduce future problems.
45
DIVISION: Assessing (115) ACTIVITY: Special Assessments
Activity Description
Special Assessments are maintained on the Special Assessments module of the Property Data
System(PDS). This is a computerized application through LOGIS. Special Assessments occur from
improvement projects or unpaid items such as weed destruction or utility bills. Specific dollar amounts
are reported to Assessing by Finance, Public Services, or other departments and the data is entered.
Reports of pending, certified, and other assessments are available for public inspection. Reports are
made to Hennepin County as levies are certified. Search reports are provided to various users for a fee.
1
Percent of Total Dept. Budget 6%
1996 Objectives
1) Implement Public Inquiry on terminal to eliminate report updates.
2) Reduce administrative costs and time.
3) Utilize Local Area Network(LAN) to improve coordination between departments.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $13,648 Assessor 0.01
Charges for services 700 Assessment Technician 0.05
Total $14,348 Assessing Secretary 0.30
Total 0.36
Expenditures
Personnel $13,481
Supplies 200
Vehicle Services 667
Total $14,348
Comments: Assessment are levied against benefitting properties for improvements and against
delinquent properties for City services. Errors expose the City to further costs.
Therefore, every effort is made to prevent errors and coordinate this activity between
departments. As the demand for City supplied search reports has declined, staff time
has been allocated to assist in appeals and non residential assessment. Through
effective use of computer resources, fewer staff hours have been needed to
accomplish the same tasks.
46
Finance Department
1996 Budget
POLICIES: The Department will establish and maintain a high standard
of accounting practices and procedures.
The accounting system will maintain records on a basis consistent
with accepted standards of local government accounting.
Regular monthly and annual financial reports will be provided to
Council, staff, and other parties for decision making purposes.
The purpose of this department is to provide the proper handling of all fiscal matters within the City including fiscal
projections, investments, bonding, and fiscal recording and reporting. This includes the fiscal management of all funds
of the City, budgeting controls, preparation of the Annual Budget and Comprehensive Annual Financial Report, and the
provision of adequate insurance coverages.
ACTIVITIES: Percent of Budoet STAFFING:
General Accounting 50% 1.00 Finance Director
Enterprise Fund Accounting 0% 1.00 Asst. Finance Director
Payroll 22% 1.00 Staff Accountant
Utility Billing 0% 1.00 Payroll /Personnel Technician
Budget 21% 1.00 Accounting Technician
Investments /Risk Mgmt. 3% 1.00 Utilities Technician
Commission Support 4% 0.85 Data Entry Technician
100% 1.00 Finance Secretary
7.85 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $146,324 $154,882 $173,453 $182,678 $182,678
Charges for Services 0 0 0 0 0
Total $146,324 $154,882 $173,453 $182,678 $182,678
EXPENDITURES:
Personnel $337,086 $350,260 $366,327 $376,574 $376,574
Admin. Services Transfer 195,757 199048 (198,736) (198,736)
Transfer 195,757)
(197,394
Supplies 2,713 2,088 2,700 3,000 3,000
Professional Services 615 415 415 415 415
Contractual Services 1,015 1,167 1,405 1,425 1,425
Capital Outlay 652 0 0 0 0
Total $146,324 $154,882 $173,453 $182,678 $182,678
Staffing (FTE) 8 8 7.85 7.85 7.85
COMMENTS: Beginning in 1995, 15% of the Data Entry Operator's time is being recorded in the Data
Processing Department for work performed to assist the M.I.S. Coordinator.
47
DEPARTMENT: Finance (116) ACTIVITY: General Accounting
Activity Description
This activity maintains and provides accurate and timely financial information for the City's funds except for
the enterprise funds. In addition to the General Fund, which is the primary operating fund of the City, this
activity accounts for the Special Revenue funds, Capital Projects funds, Debt Service funds, and Internal
Service funds. This activity includes the fiscal management for each of these funds, budgetary control, and
preparation of the Comprehensive Annual Financial Report. Functions include general ledger control,
accounts payable, accounts receivable, purchase orders, fixed assets, debt service, and internal audit.
Percent of Total Dept. Budget 50%
1996 Objectives
1) Continue to issue timely and accurate financial reports for decision- making purposes.
2) Implement a new fixed asset management system.
3) Continue to improve the capital projects reporting process.
4) Assist with the implementation of a new vehicle management system.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $90,601 Finance Director 0.10
0 Asst. Finance Director 0.50
Total $90,601 Staff Accountant 0.15
Accounting Technician 0.60
Expenditures Data Entry Operator 0.45
Personnel $86,236 Total 1.80
Supplies 3,000
Professional Services 415
Contractual Services 950
Total $90,601
Comments: In 1996, the Department will continue to improve its software applications with the
implementation of a new fixed asset management system and vehicle management
system. An improved and more flexible vehicle management system will automate the
information process regarding the Central Garage Internal Service fund.
1
48
DEPARTMENT: Finance (116) ACTIVITY: Enterprise Funds Acctg
Activity Description
This activity maintains and provides accurate and timely financial information for the City's Enterprise funds.
Enterprise operations include the three municipal liquor stores, Centerbrook golf course, Earle Brown Heritage
Center, and Water, Sewer, Storm Drainage, and Recycling Utilities. Functions within this activity include
general ledger management, accounts payable, accounts receivable, fixed assets and debt service
management. The Finance Department monitors internal controls, reviews daily cash deposits, and prepares
monthly financial reports for the enterprise operations. Services which are performed in the Enterprise
operations are reimbursed by an administrative services transfer to the General Fund.
Percent of Total Dept. Budget 0%
1 1996 Objectives
1) Continue to issue timely and accurate financial reports for decision making purposes.
2) Implement and integrate features of the new utility billing system updated in 1995.
3) Utilize wordprocessing and spreadsheet software to reduce administrative costs and time.
4) Continue to integrate features of liquor inventory control system updated in the fall of 1994.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $0 Finance Director 0.15
Asst. Finance Director 0.25
1 Total $0 Staff Accountant 0.80
Accounting Technician 0.35
Expenditures Data Entry Operator 0.40
Personnel $89,419 Total 1.95
Admin. Services Transfer (89,419)
Supplies 0
Total $0
Comments: No additional staff has been requested despite the continued growth and increased activity
of the Enterprise funds. The Earle Brown Heritage Center's growth in terms of events and
activities such as opening of a restaurant at the Inn have placed increased demands on the
Department. Due to the implementation of a new liquor inventory control software
package, data entry and accounts payable time have been reduced. 15% of the data entry
operator's time has now been allocated to support the increasing administrative demands in
the data processing department.
49
DEPARTMENT: Finance (116) ACTIVITY. Payroll
Activity Description
This activity provides accurate and timely payroll processing for all City departments and funds. Functions
within this activity include bi- weekly payroll processing for approximately 145 full -time and 165 part-time
employees, preparation of necessary payroll reports and tax returns, year -end W -2 processing, insurance
benefit and flex plan coordination, and life insurance certificate processing. Services which are performed for
the City's Enterprise funds are reimbursed by an administrative services transfer to the General Fund.
Percent of Total Dept. Budget 22%
1996 Objectives
1) Continue to issue timely and accurate payroll reports to the required government agencies.
2) Completely automate the life insurance certificate processing.
3) Utilize wordprocessing and spreadsheet software to reduce staff preparation time.
4) Investigate new procedures and methods regarding time sheet entry and processing to reduce
staff preparation time.
5) Work in cooperation with the City Manager's Office to implement a Human Resources System.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc 39 306 Finance Director 0.05
p
Asst. Finance Director 0.10
Total $39,306 Staff Accountant 0.05
Payroll Technician 1.00
Expenditures Total 1.20
Personnel $54,668
m"
Ad m. Services Transfer (15,362)
Supplies 0
Total $39,306
Comments: Employee benefits coordination will continue to demand Finance Department staff time
with regards to employee retirements and terminations. The laws concerning COBRA
and Chapter 488 have become complex and time consuming for staff and employees
leaving the City. The Finance Department assists and informs these employees regarding
their options and benefits available.
50
DEPARTMENT: Finance (116) ACTIVITY: Utility Billing
Activity Description
This activity provides water, sewer,
Y p ,storm drainage, and recycling billing functions for the public utilities
department. Functions within this activity include utility billing processing, timely response to customer
inquiries and utility service requests, and the compilation of the annual report for the public utilities regarding
water billing and consumption. Services which are performed in the utility billing operations are reimbursed
by an administrative services transfer to the General Fund from the various Public Utilities funds.
Percent of Total Dept. Budget 0%
1996 Objectives
1) Continue to process timely and accurate utility bills for City residents and businesses.
2) Implement and integrate features of the new utility billing system updated in the fall of 1994.
3) Utilize wordprocessing and spreadsheet software to reduce staff preparation time.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $0 Finance Director 0.10
Asst. Finance Director 0.05
Total $0 Accounting Technician 0.05
Utilities Technician 1.00
Expenditures Finance Secretary 1.00
Personnel $83,955 Total 2.20
Admin. Services Transfer (83,955)
Supplies 0
Total $0
Comments: During the fall of 1994, the Department began to implement the new LOGIS utility billing
system. Production of bills on the new system began in the third quarter of 1995. The
new software will produce bills that look similar to a NSP or Minnegasco bill and will have
far more flexibility to handle variations from the routine billing situations.
51
DEPARTMENT: Finance (116) ACTIVITY: Budget
Activity Description
This activity provides for the preparation of the Annual Budget for the City's General Fund, Special Revenue
funds, and Enterprise funds. Activities include revenue and operating cost projections, assistance in the
planning and preparation of the City's Capital Improvement Budget, and the development of sound budgetary
practices and policies. The Department helps to provide sound principles to guide the important decisions of
the City Council and of management which have a significant fiscal impact and to enhance the City Council's
policy- making ability by providing accurate information on activity costs.
Percent of Total Dept. Budget 21%
1996 Objectives
1) 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) Improve the activity budget for the General Fund.
3) improve the activity budgets for the City's Enterprise funds.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $39,172 Finance Director 0.45
Asst. Finance Director 0.15
Total $39,172 Total 0.60
Expenditures
Personnel $46,172
Admin. Services Transfer (7,000)
Supplies 0
Total $39,172
Comments: New initiatives for 1995 include the delivery of the activity budget to the City Council
earlier than ever before and in greater detail than ever before.
52
DEPARTMENT: Finance 1
16) ACTIVITY: Investments /Risk Mgmt.
Activity Description
The City's cash is pooled together in an Investment Trust Fund for efficient investing. Four objectives are
followed while investing City funds in the following order of priority:
1. Safety, preservation of capital.
2. Maintaining overall liquidity, adequate cash on hand to meet City obligations.
3. Achieving an attractive rate of return on investments.
4. Achieving a predictable rate of return to facilitate budgeting revenues.
The goal of Risk Management is to identify and avoid risk when possible, or to transfer risk through insurance
or contractual agreements, or retain risk through deductible or self insurance when appropriate.
Percent of Total Dept. Budget 3%
1996 Objectives
Investments:
1) Invest City funds according to the above listed priorities.
2) Minimize univested idle cash at all times.
Risk Management:
1) Continue meetings of employee safety committee to enhance awareness of safety issues.
2) Conduct training sessions for employees in specific safety areas.
3) Analyze insurance policies for alternate providers and deductable levels.
4) Analyze new equipment purchases for increased safety.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $5,537 Finance Director 0.10
Total $5,537 Total 0.10
Expenditures
Personnel $8,062
Admin. Services Transfer (3,000)
Contractual Services 475
Total $5,537
Comments:
1
53
DEPARTMENT: Finance (116) ACTIVITY: AC Commission Support
Activity Description
ty p
Prepare agendas, meeting material, and minutes as desired by the Financial Commission. Coordinate and
schedule meetings and assist the Financial Commission in meeting activities as needed.
Percent of Total Dept. Budget 4%
1996 Objectives
1) Analyze and provide advise on issues assigned by the City Council.
2) Review City budget and City Council compensation as established in policies adopted
by the City Council.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $8,062 Finance Director 0.10
Total 0.10
Total $8,062
Expenditures
Personnel $8,062
Total $8,062
Comment
The Finance Department provides staff support to the Financial Commission.
54
Independent Audit
1996 Budget
POLICIES: An independent public accounting firm will perform an annual
audit and publicly issue an opinion concerning the City's finances.
The City's independent auditors shall be required, in the course
of their audit, in the form of their management letter, to report
any conditions that appear to be violations our financial
management policy.
The Audit budget reflects the cost of the annual independent audit of the preceding year. The 1996 appropriation
anticipates the same level of service as 1995 with a moderate increase in cost. The General Fund appropriation equals
70% of the total cost. The balance is paid by the Liquor, Golf Course, Water, Sanitary Sewer, and Earle Brown Heritage
Center Funds..
ACTIVITIES: Percent of Bu dget
Audit 100%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $17,500 $17,850 $18,400 $18,900 $18,900
Charges for services 0 0 0 0 0
Total $17,500 $17,850 $18,400 $18,900 $18,900
EXPENDITURES:
Professional Services $17,500 $17,850 $18,400 $18,900 $18,900
Total $17,500 $17,850 $18,400 $18,900 $18,900
Staffing (FTE) 0 0 0 0 0
COMMENTS: Deloitte Touche has performed the last eight audits. Prior to that, the firm Moen and Penttala
LTD. Seifert, Betts Co had been the City's auditors for at least twenty years. A Request for
Proposals was done in 1994 and Deloitte Touche was selected to continue as the City's
auditors.
t
55
DEPARTMENT: Audit (117) ACTIVITY: Audit
Activity Description
This activity provides for the audit of all City funds by an external auditing firm using practices and
procedures in accordance with generally accepted auditing standards and assistance in the preparation of
the Comprehensive Annual Financial Report.
Percent of Total Dept. Budget 100%
1996 Objectives
1) Provide pre -audit documentation and worksheets for timely issuance of annual financial
report.
Adopted 1996 Budget
Revenues
Property Tax/Misc $18,900
Total $18,900
Expenditures
Professional Services 18,900
Total $18,900
r
Comments: The City Council directed that a Request for Proposals for audit services be conducted in
the fall of 1994 to select independant certified public accountants to audit the 1994
Comprehensive Annual Financial Report. Deloitte Touche was selected to continue to
be the City's auditors.
56
Legal
1996 Budget
POLICIES: Represent the City as legal counsel in both civil and criminal matters.
Assist in and handle litigation, answer questions for staff members
or on the City's behalf.
Advises staff, Council, and Commissions on matters of legal concern.
The City Attorney acts as legal counsel to the City Council and to the administrative staff and represents the City in
court actions, both civil and criminal. The City retains legal firms on a fee basis to perform the functions of the City
Attorney. Legal services are contracted to ensure civil and criminal cases are handled properly for Brooklyn Center. The
City relies on legal services for assistance in all claims, cases, questions or activities which need direct attention or to
provide accurate information.
ACTIVITIES: Percent of Budq_d
Civil 42%
Criminal 58%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $181,216 $170,709 $204,700 $199,700 $199,700
Charges for services 4,000 4,000 0 0 0
Total $185,216 $174,709 $204,700 $199,700 $199,700
EXPENDITURES:
Professional Services $185,216 $174,709 $204,700 $199,700 $199,700
Total $185,216 $174,709 $204,700 $199,700 $199,700
Staffing (FTE) 0 0 0 0 0
COMMENTS: Kennedy Graven is the City Attorney for civil cases. Carson Clelland is the City Attorney
for criminal cases.
57
DEPARTMENT: Legal (118) ACTIVITY: Civil
Activity Description
The City Attorney acts as legal counsel to the City Council and to the administrative staff and represents
the City in civil court actions. The City retains legal firms on a fee basis to perform the functions of the
City Attorney.
Percent of Total Dept. Budget 42%
1996 Objectives
1) Handle /resolve current legal issues involving Brooklyn Center.
2) Continue to update staff and Council on legal issues and current changes.
3) Work with members of Council to inform them of issues.
4) Assist in training and updating on data practices manual and policies.
Adopted 1996 Budget
Revenues
Property Tax/Misc $84,700
Total $84,700
Expenditures
Professional Services 84,700
Total $84,700
Comments: In the past, the Council has reviewed the contracts and costs of legal services provided to
the City in civil matters. Kennedy and Graven has worked with the City as the Attorney in
civil matters for a number of Y ears.
58
DEPARTMENT: Legal (118) ACTIVITY: Criminal
Activity Description
The City Attorney is responsible for criminal prosecutions on behalf of the City Council. The City retains
legal firms on a fee basis to perform the functions of the City Attorney, focusing mainly on criminal or
prosecution activities.
Percent of Total Dept. Budget 58%
1996 Objectives
1) Handle /resolve current legal issues involving Brooklyn Center.
2) Continue to update staff and Council on legal issues and current changes.
3) Continue to work closely and directly with the Police Department to handle
prosecution matters.
Adopted 1996 Budget
Revenues
Property Tax/Misc $115,000
Total $115,000
Expenditures
Professional Services 115,000
Total $115,000
Comments: In the past, the Council has reviewed the contracts and costs of legal services provided to
the City in criminal matters. Carson and Clelland has worked with the City as the
Attorney in criminal matters for an number of years.
1 59
Government Buildings Department
1996 Budget
POLICIES:
Assure that public facilities are clean, safe, and functional.
Assure that public facilities are adequate to serve P ublic use
needs and for the conduct of City business.
The Government Buildings Department is a Public Works function, but is shown in the budget summaries grouped under
"General Government The department is managed by the Director of Public Services and is Unit #119 of the City
Budget. This unit provides for the upkeep and maintenance of all City buildings.
ACTIVITIES: Percent of Budge STAFFING:
Custodial Services 19% 0.90 Maintenance Supervisor
Building Maintenance 81% 0.80 Maintenance Custodian
100% 1.50 Custodians
0.40 Part-time Custodians
0.08 Director of Public Services
0.06 Public Services Coordinator
0.25 Maintenance II
3.99 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $329,576 $356,392 $342,939 $347,688 $334,188
Charges for services 0 0 0 0 0
Total $329,576 $356,392 $342,939 $347,688 $334,188
EXPENDITURES:
Personnel $114,386 $138,189 $138,055 $151,835 $151,835
Supplies 27,089 20,465 25,250 22,250 22,250
Professional Services 3,542 2,273 3,000 1,500 1,500
Contractual Services 68,895 79,340 62,300 49,500 49,500
Utilities 98,921 95,867 96,500 97,900 97,900
Vehicle Services 0 4,594 3,734 4,303 4,303
Capital Outlay 16,743 15,664 14,100 20,400 6,900
Total $329,576 $356,392 $342,939 $347,688 $334,188
Staffing (FTE) 3.5 3.5 3.5 4 4
COMMENTS: The increase in staffing level and funds budgeted for personnel shown above is a result of shifts in
allocation for full -time, part -time and contractual services approved mid -year in 1995. Full -time
positions have been added and part-time, overtime and contractual services significantly decreased.
60
DEPARTMENT: Govt. Blgds. (119) ACTIVITY: Custodial Services
i
Activity Description
This activity provides for cleaning and other custodial services for City Hall, the City Garage, and the
Humboldt Square police substation.
Percent of Total Dept. Budget 19%
i
1996 Objectives
1) Continue to provide a high level of quality service.
Adopted 1996 Budget
P 9
Revenues
Property Tax/Misc $67,124
Total $67,124
Expenditures Staff Allocation
P r
e sonnet 58 359 Maintenance to ce 0.30 Supervisor p
Supplies 1,000 Maintenance Custodian 0.10
Contractual Services 6,500 Custodians 1.50
Vehicle Services
315 Public Services Coordinator
0.02
Capital Outlay $950 FTEs, this activity 1.92
Total $67,124
Comments: Custodial service is provided for the Police Department, the Humboldt Square substation,
upper City Hall, and the Central Garage. Specialty services such as heavy -duty carpet
cleaning nd floor buffing are provided b contract with a cleaning g g p y mg service.
61
DEPARTMENT: Govt. BI gds. 119 ACTIVITY: Building 9 g Maintenance
Activity Description
This activity provides for the maintenance, both in -house and contractual, of City Hall, the Central Garage,
the Fire Stations, and to some extent the Liquor Stores and Golf Course. This includes maintenance of
HVAC, fixed equipment, furniture, etc. Also includes the cost of electricity, gas, water, sewer, storm
drainage, etc., for the City Hall, the Central Garage, and Fire Stations.
Percent of Total Dept. Budget 81%
1996 Objectives
1 Evaluate &possibly implement computerized facility and preventative maintenance program.
2) Continue to evaluate space needs for all facilities.
3) Assure to the fullest extent possible that City facilities are accessable.
Adopted 1996 Budget
Revenues
Property Tax/Misc $267,064
Total $267,064
Expenditures Staff Allocation
Personnel $93,476 Maintenance Supervisor 0.60
Supplies 21,250 Maintenance Custodian 0.70
Professional Services 1,500 Part -time Custodian 0.40
Contractual Services 43,000 Director of Public Services 0.08
Utilities 97,900 Public Services Corrdinator 0.04
I
Vehicle Services 3,988 Maintenance II 0.25
Capital Outlay $5,950 FTEs, this activity 2.07
Total $267,064
Comments: The department requested to upgrade an existing 3/4 FTE part -time maintenance custodian to
full -time.
i
1
62
Government Buildings Department
1996 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Police Dispatch Upgrade 1 5,325 $5,325 5,325
2. Chairs for Council Chambers 90 150 13,500 0
3. Flower Planter 1 625 625 625
4. Commercial wet/dry vacuum 1 950 950 950
Total Capital Outlay $20,400 $6,900
63
Data Processing Department
t 1996 Budget
POLICIES: Promote the effective and efficient transaction of City business
and decision making by providing city staff, Council, residents
and other interested parties access to necessary data and
information.
Included in the 1996 Data Processing budget request are the projected costs for administration, capital, and the
operating charges for the LOGIS (Local Government Information System) central data processing system.
ACTIVITIES: Percent of Budaet STAFFING:
Data Processing Support 97% 1.00 M.I.S. Coordinator
General Support 3% 0.15 Data Entry Technician
100% 1.15 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property taximisc. revenue $319,995 $334,017 $405,862 $404,348 $354,348
Charges for services 0 0 0 0 0
Total $319,995 $334,017 $405,862 $404,348 $354,348
EXPENDITURES:
Personnel $51,047 $57,288 $66,379 $61,436 $61,436
Admin. Services Transfer (8,512) (10,608) (13,814) (10,360) (10,360)
Supplies 10,039 7,310 9,746 9,500 9,500
Professional Services 3,750 0 0 0 0
Contractual Services 197,821 193,399 242,124 226,217 226,217
Capital Outlay 65,850 86,628 101,427 117,555 67,555
Total $319,995 $334,017 $405,862 $404,348 $354,348
Staffing (FTE) 1 1 1.15 1.15 1.15
COMMENTS: Beginning in 1995, 15% of the Data Entry Operator's time wasi be recorded in the Data
Processing Department for work performed to assist the M.I.S. Coordinator in his duties.
1
64
i
1
.DEPARTMENT: Data Processing (120) ACTIVITY: Data Processing Support
r
Activity Description r
This activity provides funds for all of the data processing needs of each of the City's General Fund operating
divisions. Personal services which are performed for the Liquor Stores, public utilities, and E.D.A. are reimbursed
by those funds to the General Fund. LOGIS costs are charged directly to the benefited fund. A major initiative
in the 1994 budget was the inclusion of $10,000 to train City employees in the use of personal computers. This
effort will need to continue for several years in order to make our employees fully productive on their PCs.
Percent of Total Dept. Budget 97% r
1996 Objectives
1) Maintain the Cities local area networks.
2) Install and implement the new fleet management system and parks recreation system.
3) Upgrade the wide are network (WAN) communication to frame relay.
4) Continue computer training of City staff.
r
Adopted 1996 Budget
Revenues
Property Tax/Misc $343,074
Total $343,074
Expenditures Staff Allocation
Personnel $50,162 M.I.S. Coordinator 0.90
Admin. Services Transfer (10,360) Data Entry Operator 0.15
Supplies 9,500 Total 1.05
Contractual Services 226,217 r
Capital Outlay 67,555
Total $343,074
Comments: Included in the total requested capital appropriations are items to maintain and upgrade the Local
Area Network (LAN) and new systems for recreation registrations, CD -ROM applications, and
additional portable computers. The LAN equipment includes replacement and additional personal
computers, replacement printers, color printers for the first time, money to upgrade existing PCs,
and additional software licenses.
r
r
r
65
DEPARTMENT. Data Processing (120) ACTIVITY: General Support
Activity Description
This activity provides funds for the M.I.S. Coordinator's efforts in the areas of risk management, records
management, and telephone support. Risk management activities include assisting the Finance Director in the
preparation of specifications for insurance policies. Records management will become more active in the
future as the City moves from paper record storage to some type of electronic media. Telephone support
involves administering and trouble shooting telephone equipment.
Percent of Total Dept. Budget 3%
1996 Objectives
1) Maintain the City offices telephone system.
2) Do RFP to select new telephone system to be installed in 1996 or 1997.
3) Assist deputy city clerk with records management.
4) Continue assisting staff on ergonomic issues.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $11,274 M.I.S. Coordinator 0.10
Total $11,274 Total 0.10
Expenditures
Personnel $11,274
Total $11,274
Comments: The only costs incurred for this activity is for the personnel services provided by the MIS
coordinator. The costs associated with the phone system are included in the unallocated fund
budget, division 180.
66
Data Processing Department
1996 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Personal Computers 18 2,400 $39,000 43,200
2. Enhanced Computers- Engineering 2 3,200 6,400 6,400
3. Portable Computers Police 6 3,400 20,400
4. Portable Computer -MIS 1 4,600 4,600 4,000
5. Dot matrix printer Police 1 1,000 1,000
6. Laserjet printer Police 1 2,800 2,800
7. Laser Printer Recreation 1 1,450 1,450
8. Laser Printers Engineering 1 1,450 1,450
9. Laser Printers- Administration 2 1,450 2,900
10. Color Laser Printer 1 @7,385 7,385
11. HP Design Jet 250C 1 3,615 3,615
12. Fixed Asset Software- Finance 1 12,000 12,000
13. Pagemaker license Police 1 525 525
14. League Scheduling Software 1 2,500 2,500 2,500
15. PC Dictation Software 2 1,000 2,000
16. Networked CD -ROM drives 2 500 3,700 1,000
17. Networked Fax Server 1 1,500 1,500
18. Computer Memory Modules 5,000 5,000
19. Replacement Computer Equip. 1 2,900 2,900 2,900
20. 10 Excel Licenses 10 259 2,590
21. 10 Word Processing Licenses 10 263 2,630
22. Misc. Software 3,000 2,555
Total Capital Outlay $129,345 $67,555
67
POLICE DEPARTMENT
1996 Budget
POLICES: The primary function of the police department is to enforce federal, state, and municipal laws within the
City of Brooklyn Center. In addition to enforcing laws, the Brooklyn Center Police Department provides
many programs and services to the community. These programs include; Community Oriented Policing
Y p 9 y t c g
(C.O.P.), Crime Prevention, Domestic Intervention, Drug Abuse Resistance Education (D.A.R.E.),
Explorer Post 888, Humboldt Square Police Substation, Telephone Assurance Program (T.A.P.), Twin
Lake Water Patrol, and Youth Outreach.
The police department is a public safety function and is managed by the chief of police. The purpose
of the police department is to make Brooklyn Center a safe city for the citizen and business community.
ACTIVITIES: Percent of Budq_et STAFFING:
Patrol 58% 1.00 Chief of Police
Investigation 13% 2.00 Captains
Community Services 4% 7.00 Sergeants
Support Services 17% 34.00 Police Officers
Office of the Chief 3% 1.00 Administrative Analyst
Animal Control 1% 1.00 Staff Services Supervisor
Holding Facility 4% 6.00 Public Safety Dispatchers
Special Details /Overtime 0% 3.20 Code Enforcement Officers
100% 0.60 Cadets
1.00 Property Room Technician
1.00 Classification /Data Entry Technicia
1.00 Investigative Secretary
1.00 Police Secretary
1.00 Receptionist
0.50 Data Entry Technician
0.90 Records Technician
2.20 Typists
1.10 Citizen Aide Clerks
65.50 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property Tax $2,691,152 $3,098,574 $3,539,714 $3,585,014 $3,501,353
Licenses Permits 108,823 125,704 117,500 139,300 139,300
Intergovernmental Revenue 228,400 228,402 215,000 237,800 237,800
Charges for Services 16,711 28,226 17,500 18,780 18,780
Fines Forfeitures 140,104 113,572 112,000 144,000 144,000
Forfeited Drug Money 21,206 12,482
Total $3,206,396 $3,606,960 $4,001,714 $4,124,894 $4,041,233
EXPENDITURES:
Personnel $2,821,645 $2,909,029 $3,244,682 $3,349,619 $3,349,619
Supplies 46,278 78,235 62,449 66,743 66,743
Professional Services 10,507 13,604 13,175 12,465 12,465
Contractual Service 259,506 286,185 378,880 377,227 295,691
Vehicle Services 0 261,138 274,192 290,955 290,955
Capital Outlay 68,460 58,769 28,336 27,885 25,760
Total $3,206,396 $3,606,960 $4,001,714 $4,124,894 $4,041,233
Staffing (FTE) 61.2 63.2 65.5 65.5 65.5
COMMENTS:
68
Department: Police (131) Activity: Patrol
Activity Description
The patrol activity is the primary uniform police service that responds 24 hours a day to citizen calls for service,
both emergency and non emergency. This activity is responsible for enforcement, preventive patrol, traffic
control, initial investigation and follow -up, and other services that relate to safety of residents, businesses, and
visitors within the city limits. The patrol activity has two programs; 1) The Canine Program offers a trained
police officer and canine to track drugs and suspects after the commission of crimes and search open areas and
buildings for evidence or suspects resulting in improved officer safety and efficiency. 2) The Emergency
Operations Unit (E.O.U.) handles high risk warrants and calls of a critical nature which may require training and
skills not normally held by the average officer.
Percent of Total Budget 58%
1996 Objectives
1) Continue to provide trained professional uniformed officers to respond quickly to calls for service.
2) Increase traffic law enforcement efforts and accident prevention measures.
3) Enhance efficiency in patrol by accessing available electronic resources (Computer Aided Dispatch
(CAD) /Records Management System (RMS), Mobile Computing Devices (MCD's), Search Disc,
VinAssist, MN State Statutes, and other related applications).
4) Meet state and federal mandates by providing required course instruction. Provide professional
development through specialized and in- service training.
5) Continue to provide supplies, clothing /personal equipment, and mobile equipment that is necessary to
perform patrol related activities.
6) Continue to have the E.O.U. provide peaceful resolution to high risk warrants and critical incidents, and
to ensure the safety of the citizens and officers involved.
7) Continue the Canine Program by providing a trained police officer and canine in the effort to apprehend
criminal suspect(s).
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $1,954,825 1.00 Captain
Intergovernmental Revenue 227,500 5.00 Sergeants
Charges for Services 12,680 26.14 Police Officers
Fines Forfeitures 144,000 32.14 Full -time Equivalents
Total $2,339,005
EXPENDITURES:
Personnel $1,910,944
Supplies 42,081
Professional Services 8,760
Contractual Services 75,655
Vehicle Services 290,955
Capital Outlay 10,610
Total $2,339,005
Comments:
69
.Department: Police (131) Activity: Investigation
Activity Description
The investigation activity provides investigation of reported offenses, on -scene investigation, preparation of
cases for criminal courts, and the handling and gathering of intelligence information as it relates to specific
areas of criminal activity. The property /evidence division is responsible for the proper receipt, cataloging,
storage, and disbursement of all property which comes into the possession of the Brooklyn Center Police
Department as found, recovered, confiscated or evidence. The investigation activity has two program; 1)
The Hennepin -Anoka Drug Task Force is comprised of officers from local law enforcement agencies who
work together to combat the crime of drugs. Brooklyn Center has one investigator assigned to the task
force. 2) The School Liaison Program assists in a cooperative community approach among students,
parents, school personnel, and police to meet the community needs.
Percent of Total Budget 13%
1996 Objectives
1) Continue determining if a crime has been committed as reported, and, if so, identify the perpetrator
and seek successful prosecution through State Courts.
2) Continue intaking, cataloging, storing and returning or disposing of property in the most expedient
manner consistent with the needs of the criminal justice system.
3) Continue suppressing illegal drug use in Brooklyn Center and surrounding cities through the
commitment to the Hennepin Anoka Drug Task Force by investigating,'apprehending violators, and
seizing illegal drugs.
4) Continue working with students, parents, school personnel through the School Liaison Program.
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $405,215 1,00 Captain
Licenses Permits 134,500 6.00 Police Officers, Investigative
Intergovernmental Revenue 700 1.00 School Liaison Officer
Charges for Services 500 1.00 Property Room Technician
Total $540,915 9.00 Full -time Equivalents
EXPENDITURES:
Personnel $511,447
Supplies 8,013
Professional Services 1,700
Contractual Services 19,755
Capital Outlay 0
Total $540,915
Comments:
70
Department: Police (131) Activity: Community Services
Activity Description
The community services activity provides innovative, proactive, non traditional programs that enhance the
quality of life of each resident and business in the community of Brooklyn Center. These programs are
designed to build community partnerships in an effort to deter crime. The community services activity has
nine programs; 1) Community Oriented Policing is designed to assist citizens in solving problems in their
neighborhoods with citizens and officers working together to address social and crime concerns in their
neighborhoods. 2) Crime Prevention Program is designed to provide educational and safety services to
residents and merchants to minimize their chances of becoming victims of crime. 3) Drug Abuse Resistance
Education (D.A.R.E.) is designed to prevent drug abuse in children and youth. Teaching children the skills to
say "no" to alcohol and drugs is the focus of the program. 4) Explorer Post 888 is designed expose teenage
youth to various aspects of the police and fire services through hands -on experience. 5) Humboldt Square
Police Substation provides an environment where citizens can readily bring concerns affecting their families or
neighborhoods. Citizen volunteers work with police officers in staffing the substation. 6) Telephone
Assurance Program (T.A.P.) allows senior citizens and persons with disabilities to maintain an independent
lifestyle by providing assurance that their well -being is monitored on a daily basis. 7) Twin Lake Water Patrol
is a joint powers agreement between Brooklyn Center, Crystal, and Robbinsdale for Twin Lake patrol.
Percent of Total Budget 4%
1996 Objectives
1) Continue responding to on -going neighborhood problems over time until the problem is reduced or
eliminated.
2) Continue promoting personal safety and education in the protection of property.
3 Continue to provide D.A.R.E. education to all elementary school students in Brooklyn Center. e
4 Continue to provide daily contact with senior citizens and persons with disabilities to ensure their well-
being through the T.A.P. Program and increase membership.
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $141,610 1.00 Community Services Sergeant
Total $141,610 0.86 Police Officers, D.A.R.E.
1.10 Citizen Aide Clerks
EXPENDITURES: 2.96 Full -time Equivalents
Personnel $128,285
Supplies 8,519
Contractual Services 4,806
Capital Outlay 0
Total $141,610
71
I
Department: Police (131) Activity: Support Services
Activity Description
The support services activity consists of support personnel primarily for the patrol and investigation activities.
The Dispatch Communications Center handles 911 service and non emergency phone calls into the police
department and dispatches police, fire, or ambulance units to calls for service through the use of a Computer
Aided Dispatch (CAD) computer system. Code Enforcement officers are responsible for animal control,
booking prisoners, assisting police and fire personnel, monitoring private and commercial property for junk
cars, and other city ordinance violations. The records function supports through the processing of casework
and administrative documentation.
Percent of Total Budget 17%
1996 Objectives
1) Continue to provide trained professional dispatchers.
2) Continue to provide code enforcement services in order to relieve sworn police personnel of non
criminal, non patrol activities.
3) Continue to provide efficient records support.
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $666,602 1.00 Sergeant
Intergovernmental Revenue 9,600 1.00 Staff Services Supervisor
Charges for Services 5,600 6.00 Public Safety Dispatchers
Total $681,802 2.50 Code Enforcement Officer
0.50 Cadets
EXPENDITURES: 1.00 Classification /Data Entry Tech.
Personnel $648,252 1.00 Investigative Secretary
Supplies 5,165 1.00 Police Secretary
Professional Services 1,705 1.00 Receptionist
Contractual Services 24,530 0.50 Data Entry Technician
Capital Outlay 2,150 0.90 Records Technician
Total $681,802 2.20 Typists
18.60 Full -time Equivalents
Comments:
72
Department: Police (131) Activity: Office of the Chief
Activity Description
The office of the chief activity oversees the entire police department operations which includes
researching and developing ways to more effectively and efficiently operate the department. Other
areas of responsibility include budget preparation and execution, managing and implementing computer
systems, crime analysis, and other.
Percent of Total Budget 3%
1996 Objectives
1) Improve the efficiency of police operations.
2) Fully Implement ArcView for crime and activity mapping.
3) Fully Implement Mobile Computing Devices (MCD's) and maintain management of the system.
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $137,127 1.00 Chief of Police
Total $137,127 1.00 Administrative Analyst
2.00 Full -time Equivalents
EXPENDITURES:
Personnel $131,617
Supplies 1,290 e
Contractual Services 4,220
Total $137,127
Comments:
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Department: Police 131
P Activity: Animal Control
Activity Description
The animal control activity provides enforcement of the animal ordinances of Brooklyn Center. The
enforcement includes patrol, pick -up of stray animals, and transportation to P.U.P.S. for kenneling,
impounding, and disposal of animals.
Percent of Total Budget 1%
1996 Objectives
1) Continue to provide code enforcement officer services to respond to animal calls for service.
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $29,249 0.10 Cadets
Licenses Permits 4,800 0.70 Code Enforcement Officers
Total $34,049 0.80 Full -time Equivalents
EXPENDITURES:
Personnel $19,074
Supplies 175
Contractual Services 14,800
Total $34,049
Comments:
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Department: Police (131) Activity: Holding Facility
Activity Description
The holding facility activity provides temporary housing of prisoners.
Percent of Total Budget 4%
1996 Objectives
1) Continue to provide trained personnel to secure prisoners held in the holding facility. i
Adopted 1996 Budget
REVENUES: STAFFING:
Property Tax $166,725 0.00 Full -time Equivalents
Total $166,725
EXPENDITURES:
Supplies $1,500
Contractual Services 152,225
Capital Outlay 13,000
Total $166,725
Comments: In the 1996 budget a black and white and color printer is requested for the
photo- imaging system. This printer would provide full -sheet color printing for
photo- lineups through the photo imaging system. There are six photos per
lineup. Our current color printer provides 4X5 color printing. It is our need and
the County Attorney's to have all photos on one sheet for photo lineups. A full
color sheet is the necessary type and size in providing the physical details when
a victim /witness is identifying a suspect.
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Police Department
1996 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Typewriter 1 @650 $650 650
2. Transcribers 2 750 1,500 1,500
3. Color Laser Printer 1@13,000 13,000 13,000
4. Body Bunker Light 1 1,460 1,460 1,460
5. Display Pager with Voice 1 2,125 2,125 0
6. Resuscitators 2 425 850 850
7. Television with VCR 1 600 600 600
8. Light Bar /Sirens 2 2,500 5,000 5,000
9. Radar Unit 1 2,700 2,700 2,700
Total Capital Outlay $27,885 $25,760
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Fire Department
1996 Budget
POLICIES: Respond in a timely and efficient manner to all emergency calls.
To conduct fire inspections in commercial, industrial and rental units to comply
with current city fire and life safety codes.
To work with school children and adults to educate them in fire safety.
Work with owners of commercial, industrial and rental properties to maintain
and reduce fire and life safety hazards in all property in Brooklyn Center.
The purpose of this department is to respond to fires and medical emergencies in the city. We
also inspect all commercial, industrial and rental units to see that they comply with current fire
and life safety codes. We also work with schools and industry to teach fire safety awareness to
children and adults. Most of this is done using members of the volunteer Fire Department.
ACTIVITIES: Percent of Budoet STAFFING:
Fire Prevention /Inspection 7% 0.65 Fire Chief
Station Duty 26% 0.45 Administrative Secretary
Fire Suppression/Training 56%
Fire Administration 11% 1.10 Full -time Equivalents
100% 40.0 Volunteer Firefighters
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES
Property tax/misc. revenue $301,687 $423,236 $449,595 $583,896 $583,896
Intergovernmental revenue 64,039 66,803 64,000 66,800 66,800
Charges for services 150 2,250 600 1,200 1,200
Total $365,876 $492,289 $514,195 $651,896 $651,896
EXPENDITURES
Personnel $272,771 $264,361 $317,103 $323,488 $323,488
Supplies 24,565 29,079 30,856 33,178 33,178
Professional Services 564 3,012 3,800 3,800 3,800
Contractual Services 31,529 35,876 31,750 34,280 34,280
Vehicle Services 0 120,074 105,361 207,417 207,417
Capital Outlay 36,447 39,887 25,325 49,733 49,733
Total $365,876 $492,289 $514,195 $651,896 $651,896
Staffing (FTE) 1.1 1.1 1.1 1.1 1.1
Volunteers 40 40 40 40 40
COMMENTS: I have requested the replacement of a 20 year old rescue truck /mini pumper; a
much needed full time fire inspector this is very critical due to the age of our
commercial, industrial and rental property to keep our property current with the fire
code. I have also requested an additional person for the duty crew for additional
safety and increased efficiency. The full time fire inspector and the third person on
the duty crew were not recommended by the City Manager due to budget
constraints.
The Fire Chief is also responsible for Emergency Preparedness.
77
DEPARTMENT: Fire (132) ACTIVITY: Fire Prevention /Inspection
Activity Description
We will continue to work with schools to educate the children in fire safety. This includes ways to
escape from their home or apartment should they have a fire, our stop- drop -and -roll program
should their clothing catch fire and how to make their home fire safe. Most of this is done during
fire prevention week. We will also continue to work with civic groups, commercial /industrial and
rental properties to teach fire extinguisher usage, fire safety in the business and home as well as
how to maintain smoke detectors.
With the addition of a full time Fire Marshal /Inspector and continuing to use the Fire Chief and four
part time Inspectors, we should be able to inspect 85% to 90% of our commercial /industrial and
rental properties in Brooklyn Center next year.
Percent of Total Dept. Budget 7%
1996 Objectives
1) Conduct fire inspections in 85% to 90% of all commercial /industrial and rental property
in our city with the addition of one full time Fire Marshal /Inspector.
2) Work with school children to understand fire and its dangers
3) Work with seniors in fire safety
4) Promote fire safety in Brooklyn Center
5) Work with and educate juvenile fire setters
Adopted 1996 Budget Staff Allocation
Revenues
Property tax/misc. $42,343 Part time Inspectors 0.5
Charges for services 600
Total $42,943
Expenditures
Personnel $24,678
Supplies 4,053
Professional Services 0
Contractual Services 7,258
Vehicle Services 6,954
$42,943
Comments:
During the past 5 years we have seen an increase in apartment fires caused by adults
leaving lighters and matches in the reach of small children. We are trying to teach both
the children and the adults about the dangers of this behavior using our Fire Education
Officer. We are also working with our businesses to create a fire safe workplace. The
commercial /industrial and rental ro ert continues to age and compliance with the fire
P p Y 9 p
code becomes very critical. We have five Fire Inspectors, two that inspect during the
day and three that inspect at night; these people receive a monthly salary. With our part
time Fire Inspectors we are trying to inspect every rental unit, commercial and industrial
property every 18 months. I am requesting a full time Inspector for 1996 due to the
aging of all of our properties in the City
78
DEPARTMENT: Fire (132) ACTIVITY: Station Duty
Activity Description
It has been the policy of the Brooklyn Center Fire Department to sleep two people at
Station 1 on 63rd and Brooklyn Boulevard. They are there from 8 PM to 6 AM Monday
through Friday and on Saturday and Sunday we have two people on duty 24 hours a
day, broken down into three shifts each day. This allows us to have quick response to
any fire or medical that should occur during these hours. The firefighters are
compensated while taking these duties; it is the only pay they receive.
Percent of Total Dept. Budget 26%
1996 Objectives
1) Respond in 6 minutes or less to all fire and emergency calls
2) Have third person for our nightly duty crew
3) Give blood pressure checks to all persons who request them at our fire station at 63rd
and Brooklyn Boulevard
Adopted 1996 Budget Staff Allocation
Revenues
Property tax /misc. $170,439 Volunteer Firefighters
Total $170,439
Expenditures
Personnel $107,898
Supplies 7,170
Professional Services 874
Contractual Services 6,505
Vehicle Services 31,992
Capital outlays 16,000
$170,439
Comments:
We are requesting a third person for our nightly duty shifts that run from 8
PM to 6 AM Monday through Thursday and 8 PM to 8 AM Friday through
Sunday. This will allow us more rescue capabilities when we arrive at a fire
scene and also increase fire safety. This would be for a one year trial period
to see if it works for our volunteer firefighters as well as the City.
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DEPARTMENT: Fire (132) ACTIVITY: Fire Suppression/Training
Activity Description
Our fire department suppression and training activities are under the direction of the Assistant
Chief, with the aid of two District Chiefs each responsible for one station, and two Training
Officers who are responsible for putting together three Monday drills each month. Our drills keep
us current in the latest fire suppression and medical techniques. We currently have a
Dive /Rescue Team, High Level Rescue Team and a Confined Space Entry Team. Members of
these teams train in addition to our Monday night drills. All members of our departments have to
be trained in fire suppression and medical emergencies. We also try to inspect all of our
properties every 18 months using part -time Fire Inspectors and the Fire Chief.
Percent of Total Dept. Budget 56%
1996 Objectives
11 Respond in 6 minutes or less to all fire and emergency calls
2) Recruit additional firefighters, giving priority to day responders
3) Provide all training needed to keep all members current in the required training
4) Work toward getting approval to ask the citizens for a bond issue to remodel our
antiquated fire stations which are 22 and 30 years old
5) Hire a full time Fire Inspector
Adopted 1996 Budget Staff Allocation
Revenues
Property tax /misc. $298,922 Chief 0.2
Intergovernmental revenue 64,000 Volunteer Firefighters 40.0
Total $362,922 FTE`s 40.2
Expenditures
Personnel $145,631
Supplies 15,730
Professional Services 2,801
Contractual Services 13,192
Vehicle Services 160,125
Capital Outlays 25,443
$362,922
Comments:
The Brooklyn Center Fire Department is the only fire department in our area or mutual
aid group that does not receive pay for fire calls and training drills. The Assistant
Chief and the two Training Officers receive a monthly salary. Included in the Vehicle
Services is $68,320 to fund the inflation on a 20 year old rescue truck /mini pumper to
be purchased by the Central Garage for the Fire Department. Total cost of this
equipment is projected to be $125,000. The current truck is in deteriorating condition,
doesn't carry all needed equipment, and lacks a four man cab needed for the safety of
firefighters.
80
DEPARTMENT: Fire (132) ACTIVITY: Fire Administration
Activity Description
The Fire Administration is responsible for all record keeping for the Fire Department. This
includes all fire reports, personnel records, fire investigation (cause and origin of all fires in
Brooklyn Center). It is the Administration that is responsible for purchasing all equipment,
both mobile and stationary, and to see that the needed supplies and equipment is available
for firefighting and emergency rescue. It is Administration that is responsible to recruit new
volunteer firefighters as the need arises and to see that the recruited firefighters as well as
current firefighters are properly trained and that they maintain their firefighting certification.
The Fire Administration is also responsible for heading up the Fire Inspection Division which is
made up of part time Inspectors and is responsible for making inspections in commercial and
Percent of Total Dept. Budget 11%
Adopted 1996 Budget Staff Allocation
Revenues
Property tax /misc. $75,592 Chief 0.45
Total $75,592 Secretary 0.40
Total 0.85
Expenditures
Personnel $45,281
Supplies 6,225
Professional Services 125
Contractual Services 7,325
Vehicle Services 8,346
Capital Outlay 8,290
$75,592
1 Comments:
The Fire Administration is becoming more demanding and time consuming every
year as more requirements and mandates are being required of fire departments and
firefighters to comply with OSHA and other state and federal requirements. Also,
our apartment rental units, as well as commercial and industrial properties are
requiring more time to inspect as they are aging and more time is spent working
with property owners to get them to comply with orders written by our Inspectors.
Part of the Fire Chief's job is allocated to Emergency Preparedness.
81
Fire Department
1996 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
I. Fire Helmets 40 400 $16,000 $16,000
2. Pagers 10 450 4,500 4,500
3. Hurst rescue tool 1 22,000 22,000 22,000
4. Air Rescue Knife 1 1,968 1,968 1,968
5. Pumper test kit 1 1,475 1,475 1,475
6. CPR Manikans 2 1,895 3,790 3,790
7. Smoke generator 1 1,750 1,750 0
8. Dewatering pump 1 1,975 1,975 0
9. Deluge Gun 1 4,800 4,800 0
Total Capital Outlay $58,258 $49,733
82
Community Development Department
1 1996 Budget
POLICIES: Provide public services including:
Community planning
Building plan review and inspection
Building code and ordinance enforcement
Provide department information to the public, other
departments and other agencies
Provide coordination and actively pursue redevelopment of
Brooklyn Center
Represent the City of Brooklyn Center in all matters relating
to the administration of the activities of the department
Community Development is responsible for the overall administration and coordination of the City's Assessing activities,
Planning and Zoning, Building Inspections, Building Code and Housing Maintenance code enforcement, the Economic
Development Authority, the Housing and Redevelopment Authority and the Earle Brown Heritage Center. The
department assumes the lead in facilitating the redevelopment of private property within the City.
ACTIVITIES: Percent of Bu dget STAFFING:
Inspections 55% 1.00 Planning Specialist
Planning Zoning 30% 1.00 Building Official
Code Enforcement 15% 0.95 Building Inspector
100% 1.00 Housing Inspector
Planning Zoning 0.95 Receptionist/Sedy.
0.57 Part-time Secretary
5.47 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax $63,818 $70,236 $145,915 $143,258 $121,958
Licenses Permits 177,179 173,345 162,000 173,100 173,100
Intergovernmental Revenue 0 1,000 0 0 0
Charges for Services 23,529 25,158 21,100 22,200 22,200
Total $264,526 $269,739 $329,015 $338,558 $317,258
EXPENDITURES:
Personnel $257,807 $251,014 $264,783 $267,693 $267,693
Supplies 587 3,382 1,950 3,600 3,600
Professional Services 4,385 3,022 50,000 22,000 22,000
Contractual Services 1,747 2,297 4,245 4,505 4,505
Vehicle Services 0 10,024 6,837 40,760 19,460
Capital Outlay 0 0 1,200 0 0
Total $264,526 $269,739 $329,015 $338,558 $317,258
Staffing (FTE) 5.6 5.6 5.6 5.5 5.5
COMMENTS: Does not include Assessing, HRA, EDA or the Earle Brown Heritage Center. A small portion of
some staff member's time is charged to the E.D.A.
83
DEPARTMENT: Community Development (133) ACTIVITY: Inspections
Activity Description
The principal responsibility of the inspections division is to assure the public that all buildings located within the
City are safe for occupancy. Inspections reviews and approves all building permit applications to assure
compliance with appropriate building codes, ordinances and regulations. Inspections performs all Section 8
rental inspections, rental licensing and compliance inspections, permit inspections and miscellaneous complaint
inspections. In 1994, the division performed 7,051 inspections.
Percent of Total Dept. Budget 55%
1996 Objectives
1) Continue to enforce state building codes as appropriate.
2) Maintain the professionalism of the inspections staff through continued education and
review of new building codes.
3) Provide prompt, efficient service to the general public.
4) Assist in the redevelopment of Brooklyn Center properties by providing technical assistance
and advice.
Adopted 1996 Budget
Revenues Staff Allocation
Property tax/Misc ($9,551) Building Official 0.90
Licenses Permits 170,700 Building Inspector 0.85
Charges for Services 13,000 Housing Inspector 0.60
Total $174,149 Receptionist/Secretary 0.45
Part-time Secretary 0.27
Total 3.07
Expenditures
Personnel $146,019
Supplies 1,450
Professional Services 5,000
Contractual Services 2,220
Vehicle Services 19,460
Capital Outlay 0
Total $174,149
Comments:
84
DEPARTMENT: Community Development (133) ACTIVITY: Planning Zoning
Activity Description
Brooklyn Center's Zoning Ordinance (Chapter 35) and Sign Ordinance (Chapter 34) are intended to make Brooklyn
Center a safe and pleasant environment for residential, commercial, industrial, and public uses of land and
property. The planning division is responsible for the enforcement of Chapters 34 and 35. All developments are
reviewed by the division prior to the Planning Commission's review and comment to assure compliance. Planning
also plays a central role in the redevelopment of Brooklyn Center. Planning also assures the community that the
City's Comprehensive Plan is current and in compliance with all state and federal mandate requirements.
Percent of Total Dept. Budget 30%
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1996 Objectives
1) Implement update changes to the City's Comprehensive Plan.
2) Coordinate redevelopment activities in the area of 69th and Brooklyn Boulevard.
3) Continue to provide an efficient, professional service to the public.
Adopted 1996 Budget
p 9
Revenues Staff Allocation
Property tax/Misc $84,046 Planning Specialist 0.90
Licenses Permits 2,400 Receptionist/Secretary 0.40
Charges for Services 9,200 Part-time Secretary 0.20
Total $95,646 1.50
Expenditures
Personnel $80,271
Supplies 850
Professional Services 13,000
Contractual Services 1,525
Total $95,646
Comments:
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1
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DEPARTMENT: Community Development (133) ACTIVITY: Code Enforcement
Activity Description
It is the intent of code enforcement to protect the character and stability of all buildings and property in the
City. Code enforcement is intended to correct and /or prevent conditions that could adversely affect the
safety and general welfare of the community. Community Development code enforcement is limited to
those activities regulated by City ordinance Chapter 12 (House Maintenance Code) and to a lesser extent
Chapters 7 and 19. While Community Development initiates code enforcement activity through routine
inspections by the inspection division, most department code enforcement activity is initiated by the code
enforcement officers with Community Development doing follow -up where appropriate to assure compliance.
Percent of Total Dept. Budget 15%
p 9
1996 Objectives
1) Protect the safety and general welfare of apartment residents through vigorous code
enforcement.
2) Develop better coordination between Community Development and code enforcement
(Police Department) on follow -up activities.
3) Aggressively enforce City ordinances with properties that consistently ignore such ordinances
or are determined to be blighted properties.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc 47,463 Planning Specialist 0.10
Total $47,463 Building Official 0.10
Building Inspector 0.10
Expenditures Housing Inspector 0.40
Personnel $41,403 Receptionist/Secretary 0.10
Supplies 1,300 Part -time Secretary 0.10
Professional Services 4,000 Total 0.90
Contractual Services 760
Capital Outlay 0
Total $47,463
Comments:
86
Emergency Preparedness
1996 Budget
POLICIES To have a document ready that will allow the City to be able to respond to
emergency requirements in the event of a man -made or natural disaster.
To conduct Federal and State functional exercises to test our emergency plan.
To work with other City, State and Federal agencies in the event of a disaster.
The purpose of this department is to have in place a plan that will allow the City to continue to
operate should we have a large man -made or natural disaster. We work with the County and State
Divisions of Emergency Preparedness to keep this plan current and up to date.
ACTIVITIES: Percent of Budo_ et STAFFING
Emergency Preparedness 100% 0.35 Emergency Preparedness Coord.
0.05 Secretary
0.40 Full -time Equivalents
1996 Objectives
1) Update our current plan.
2) Distribute the updated plan to all members of the Council and all department heads.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES
Property tax/misc. revenue $19,276 $31,956 $31,161 $31,292 $31,292
Intergovernmental revenue 14,495 8,549 6,000 7,500 7,500
Total $33,771 $40,505 $37,161 $38,792 $38,792
EXPENDITURES
Personnel $30,419 $31,769 $25,492 $27,093 $27,093
Supplies 472 765 1,400 1,500 1,500
Contractual Services 2,650 7,709 9,909 6,819 6,819
Utilities 230 262 360 480 480
Capital Outlay 0 0 0 2,900 2,900
Total $33,771 $40,505 $37,161 $38,792 $38,792
Staffing (FTE) 0.5 0.5 0.4 0.4 0.4
COMMENTS:
The Emergency Preparedness Division is run by the Fire Chief and his time is divided
between the two departments as needed to complete both jobs and keep up to date
with all emergency plans and mandates by the State and Federal agencies. The 1996
budget includes an encoder /decoder to enable our dispatch center to receive
broadcasts from the Emergency Broadcast System.
87
Emergency Preparedness
1996 Budget
Detail of CapLital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. E911 Encoder /decoder 1 2,900 $2,900 $2,900
2. Weather Direction Unit 1 3,600 $3,600 $0
Total Capital Outlay $6,500 $2,900
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1
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1
1
1
1
1
1
1
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1
Engineering Department
1
1996 Budget
POLICIES: Design public improvements so as to act as a catalyst for
community and neighborhood improvements
Work proactively to support development and redevelopment
opportunities
Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
Provide support to other divisions within the Public Services
Department
The Engineering Division of the Public Works Department is responsible for all engineering related to the
design, construction, maintenance, and operation of the physical facilities of the City. It is managed by
the Director of Public Services and is Unit #141 of the City Budget. in addition, it is responsible for the
administration of weed cutting, diseased tree control, and the certification of special assessments.
ACTIVITIES: Percent of Eludoet STAFFING:
Engineering Services 28% 0.62 Director of Public Services
General Services 63% 0.86 City Engineer
Enterprise Funds Services 0% 0.72 Public Services Coordinator
Improvement Projects 6% 4.00 Engineering Technicians
Weed. Control 3% 1.83 Eng Secretary/Admin Aide
100% 0.81 Part-Time Eng Tech
0.45 Superintendant
0.11 Street Park Supervisor
1.77 Maintenance 1 /II
0.20 M.I.S. Technician
0.25 Public Works Clerk
11.62 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $324,923 $143,757 $366,692 $355,740 $355,740
Charges for services 4,459 6,044 5,500 7,000 7,000
Total $329,382 $149,801 $372,192 $362,740 $362,740
EXPENDITURES:
Personnel $459,528 $315,314 $537,826 $578,249 $578,249
Admin. Services Transfer (140,071) (195,949) (202,552) (261,677) (261,677)
Supplies 4,219 7,513 8,420 7,930 7,930
Professional Services 2,242 7,359 5,500 5,200 5,200
Contractual Services 3,464 2,838 5,675 3,285 3,285
Vehicle Services 0 12,630 9,810 13,753 13,753
Capital Outlay 0 96 7,513 16,000 16,000
Total $329,382 $149,801 $372,192 $362,740 $362,740
Staffing (FTE) 10 10 11.43 11.62 11.62
COMMENTS: The increase in staffing level and funds budgeted for personnel shown above is the result of
shifts in reporting time spent on various activities; it is not an increase in staff. The shift is
primarily in the way training, safety, and clerical for the street and park divisions are reported.
8 9
I�
DEPARTMENT: Engineering (141) ACTIVITY: Engineering Services
Activity Description
This activity includes various services such as: administration of the City's State Aid Street system;
traffic engineering; mapping; review of proposed developments and plats; special assessment
certification; and general office and field services such as surveying, inspection, and public
information.
Percent of Total Dept. Budget 28%
1996 Objectives
1) Conduct biennial Municipal State Aid traffic counts.
2) Collect survey information for proposed street improvements.
3) Conduct special studies as needed.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax /Misc $102,397 Director of Public Services 0.08
Charges for Services 500 City Engineer 0.08
Total $102,897 Public Services Coordinator 0.05
Engineering Technicians 1.60
Expenditures Eng Secretary/Admin Aide 0.09
Personnel $101,197 Total 1.90
Supplies 1,300
Professional Services 0
Contractual a Services 400
Capital Outlay 0
Total $102,897
Comments: The City's existing GIS has been converted from Ultimap to Arclnfo /ArcView. An
AutoCAD capability (automated drafting) has been implemented for the first time. The
capital outlay request is for Total Station Survey equipment and a new plotter.
90
1
DEPARTMENT: Engineering (141) ACTIVITY: G eneral Services
1 Activity Description
Includes miscellaneous services not accounted for elsewhere in the Government Buildings,
Engineering, Street Maintenance, or Park Maintenance budgets: general clerical services; general
administration such as budget and accounting; data processing; personnel and labor union matters;
correspondence; public information; safety programs; training; official meetings; special projects; and
educational and professional activities.
Percent of Total Dept. Budget 63%
p 9
1996 Objectives
1) Provide required and other training to assure that employees and supervisors are
knowledgeable of effective and safe practices in their fields.
2) Participate in professional organizations to share ideas and be current in new
policies and practices.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $227,471 Director of Public Services 0.20
Total $227,471 City Engineer 0.37
Public Services Coordinator 0.39
Expenditures Engineering Technicians 0.20
Personnel $227,159 Eng Secretary/Admin Aide 1.30
Admin. Services Transfer (17,567) Superintendant 0.15
Supplies 4,200 Street Park Supervisor 0.06
Professional Services 1,800 Maintenance 1/11 1.67
Contractual Services 2,885 M.I.S. Technician 0.20
Vehicle Services 8,994 Public Works Clerk 0.25
Total $227,471 Total 4.79
Comments: This activity is better described as "Public Services General Services" rather
than Engineering General Services. It includes a variety of miscellanous
activities across all divisions of the Public Services budget.
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91
DEPARTMENT: Engineering (141) ACTIVITY: Enterprise Funds
Activity Description
Includes general services provided to the water and sanitary sewer utilities, such as rate studies,
special reports and projects, and maintenance policies and procedures review.
i
Percent of Total Dept. Budget 0%
1996 Objectives
1) Annual rate review.
2) Analyze operations needs related to new utility billing system.
3) Continue to collect data and utilize the Hansen utility infrastructure database.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $0 Director of Public Services 0.08
Total $0 City Engineer 0.16
Public Services Coordinator 0.08
Expenditures Engineering Technicians 0.20
Personnel $44,110 Eng Secretary/Admin Aide
Admin. Services Transfer (44,110) Superintendant 0.15
Total $0 Total 0.67
Comments:
92
DEPARTMENT: Engineering (141) ACTIVITY: Improvement Projects
Activity Description
This activity accounts for engineering services provided for specific improvement projects, including
design, drafting, bidding, contract administration, surveying, and inspection. Also includes some
services for projects in general but not related to specific projects such as standard specifications,
review of standard documents, and materials kept on hand such as drafting paper stock and
surveying supplies.
Percent of Total Dept. Budget 6%
1996 Objectives
1) Rehabilitate or reconstruct approximately six miles of streets.
2) Complete two major sanitary sewer projects: sewer relining, and replacing Lift Station #1
3) Complete Gateway Park Ride /pond /park.
4) Acquire property and prepare for Brooklyn Boulevard reconstruction /enhancement.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $19,669 Director of Public Services 0.26
Charges for Services 3,000 City Engineer 0.25
Total $22,669 Public Services Coordinator 0.20
Engineering Technicians 2.00
Expenditures Eng Secretary/ Admin Aide 0.38
Personnel $199,480 Part-Time Eng Tech 0.81
Admin. Services Transfer (200,000) Superintendant 0.15
Supplies 2,430 Street &Park Supervisor 0.05
Vehicle Services 4,759 Total 4.10
Capital Outlay 16,000
Total $22,669
Comments:
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93
DEPARTMENT: Engineering (141) ACTIVITY: Weed Control
Activity Description
for the operation of the private property
Provides p p P P Y weed control program.
Percent of Total Dept. Budget 3%
1996 Objectives
1 Evaluate charges to property owners for possible increases to discourage
9
public nuisances.
2) Evaluate areas currently being maintained by City forces and those
maintained contractually.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $6,203 Eng Secretary/Admin Aide 0.06
Special Assessments 2,000 Maintenance 1/11 0.10
Charges for Services 1,500 Total 0.16
Total $9,703
Expenditures
Personnel $6,303
Professional Services 3,400
Total $9,703
Comments: This activity provides for the following two services:
1) Administration of the noxious weed control ordinance, which includes field
inspection, property owner notification, and coordination with the City's
contractual weed cutter for those properties not in compliance.
2) Contractual cost of mowing and weed cutting for City-owned property not
maintained by the City. This usually happens because the cutting is best done
with equipment which the City does not own, or becuase City personnel are
not available to do the work.
i
1
1
94
Engineering Department
1996 Budget
Detail of Capbtal Outlay.
Total Council
Description Unit/Cost Requested Adopted
1. Total Station Survey Equip. 1 16,000 $16,000 $16,000
2. Design Jet 250C Plotter 1 3,615 3,615
3. LaserJet 4P Printer 1 1,000 1,000
Total Capital Outlay $20,615 $16,000
95
1
Street Maintenance Department
1996 Budget
POLICIES: Maintain streets according to the standards assumed in the
Pavement Management Program (PMP)
Implement the recommendations of the Local Storm Water
Management Plan
Install signage according to the Uniform Manual on Traffic
Control Devices
The Street Maintenance Department is a Public Works function. It is managed b the Director of Public
9 Y
Services and is Unit #142 of the City budget. The Street Maintenance Department is responsible for all
City street maintenance, snow ice control, traffic signals signs, street lighting, storm drainage, and
sealcoating.
ACTIVITIES: Percent of Bud
qet STAFFING:
Street Maintenance 41% 0.21 Superintendent
Traffic Control 15% 0.53 Street Park Supervisor
Street Lighting 12% 1.29 Crew Leaders
Snow Ice Control 24% 6.49 Maintenance 1 /II
Storm Drainage 4% 1.34 Seasonal Part -time
Sidewalks Trails 4% 0.16 Director of Public Services
100% 0.12 City Engineer
0.06 Public Services Coordinator
10.20 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $924,032 $1,005,780 $1,098,194 $1,096,081 $1,092,281
Transfers from other funds 75,000 75,000 90,000 90,000 90,000
Total $999,032 $1,080,780 $1,188,194 $1,186,081 $1,182,281
EXPENDITURES:
Personnel $547,689 $456,225 $428,229 $447,138 $447,138
Admin. Services Transfer (100,000) (100,000) (100,000) (100,000) (100,000)
Supplies 164,977 142,989 156,000 158,700 158,700
Contractual Services 151,113 128,363 131,475 112,475 112,475
Utilities 183,929 172,040 186,600 186,600 186,600
Vehicle Services 0 281,163 279,512 358,168 354,368
Capital Outlay 51,324 0 106,378 23,000 23,000
Total $999,032 $1,080,780 $1,188,194 $1,186,081 $1,182,281
Staffing (FTE) 14 14 10.11 10.20 10.20
COMMENTS: Capital outlays shown above are funded from the General Fund. Most vehicles and
related equipment are purchased through the Central Garage Fund. The reduction in
staff and personnel costs shown is a result of shifting reporting of certain activities
to other departments, not due to a reduction in staff.
96
DEPARTMENT:
Streets (142) ACTIVITY: Street Maintenance
Activity Description
This activity provides for the maintenance of City streets, including patching, seal coating, street
sweeping, and crack sealing.
Percent of Total Dept. Budget 41%
1996 Objectives
1) Sealcoat and provide other maintenance according to Pavement Management Program
standards.
2) Accelerate the amount of crack sealing.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $388,932 Superintendent 0.02
Transfers from other fund 90,000 Supervisor 0.17
Total $478,932 Crew Leaders 0.30
Maintenance 1 /11 2.77
Expenditures Seasonal Part-time 0.90
Personnel $168,124 Public Services Director 0.08
Admin. Services Transfer (50,000) City Engineer 0.07
Supplies 55,000 Administrative Assistant 0.03
Contractual Services 104,650 Total 4.34
Vehicle Services 190,058
Utilities 1 10,000
Capital Outlay 1,100
Total $478,932
Comments: This budget includes a reduction is funds budgeted for street patching and
sealcoating. Beginning this year, streets will be sealcoated according to PMP
recommendation, rather than the standard seven -year cycle.
The Central Garage Fund budget includes capital outlay requests related to this
activity for:
o Scheduled replacement of two dump trucks.
o Scheduled replacement of a one ton pickup and a 114 ton pickup.
o A crack routing machine to better prepare streets for crack sealing.
97
DEPARTMENT: Streets (142) ACTIVITY: Traffic Control
Activity Description
This activity provides for signs, pavement markings, and traffic signals operations and maintenance.
i Percent of Total Dept. Budget 15%
1996 Objectives
1) Review preformed pavement marking performance.
2) Continue program of replacing Stop signs with high reflectivity signs.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $176,948 Superintendent 0.02
Total $176,948 Supervisor 0.05
Crew Leaders 0.49
Expenditures Maintenance 1/11 1.02
Personnel $73,948 Seasonal Part-time 0.22
Supplies 40,000 Total 1.80
Contractual Services 2,500
Vehicle Services 2,000
Utilities 36,600
Capital Outlay 21,900
Total $176,948
Comments: This budget includes capital outlay requests for:
o An enhanced PC and specialized hardware and software used to produce our
own signs.
o A specialized tool for better preparing street surfaces for application of
preformed pavement markings.
o Replacement of flat file storage for sign blanks and stencils in the sign shop.
98
DEPARTMENT: Streets (142) ACTIVITY: Street Lighting
Activity Description
tY p
Provides primarily for electrical and maintenance fees paid to NSP for street lights owned by NSP.
Also provides for electrical service, maintenance, repair, and replacement of lights owned by the
City.
i
Percent of Total Dept. Budget 12%
1996 Objectives
1) Continue to replace through the Neighborhood Street Improvement Program
regular leased street lights with lower cost City -owned ornamental lights.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $145,301 Superintendent 0.02
Total $145,301 Supervisor 0.02
Total 0.04
Expenditures
Personnel $2,801
Contractual Services 1,500
Vehicle Services 1,000
Utilities 140,000
Total $145,301
Comments: The City owns aproximately 75 ornamental lights, primarily in the Earle Brown
commercial area, and leases about 981 lights from NSP. Another 32 ornamental
lights are owned by the City in the areas where neighborhood streets were
recently reconstructed_
99
DEPARTMENT: Streets (142) ACTIVITY: Snow Ice Control
Activity Description
tion p
Includes snow plowing of streets and alleys, sidewalks, trails, and government building parking lots.
Ice control including salting and sanding. Snow removal from boulevards and medians, and snow
hauling.
Percent of Total Dept. Budget 24%
1996 Objectives
1) Continue providing a high level of service.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $291,938 Superintendent 0.13
Total $291,938 Supervisor 0.15
Crew Leaders 0.24
Expenditures Maintenance 1 /II 1.24
Personnel $104,303 Total 1.76
Supplies 40,000
Contractual Services 825
Vehicle Services 146,810
Capital Outlay 0
Total $291,938
Comments: The Central Garage Fund budget includes the capital outlay request for:
o Scheduled replacement of a sidewalk snowplow.
100
DEPARTMENT: Streets (142) ACTIVITY:
Storm Drainage
Activity Description
tY tion P
This activity includes planning and management of storm drainage and water quality systems for
both the two watersheds (Shingle Creek and West Mississippi) and the City. Also includes the
maintenance of storm drainage structures in the City, including storm sewer and catch basin repair,
and maintenance of ponds and ditches.
Percent of Total Dept. Budget 4%
1996 Objectives
1) Conduct Phase II storm water planning on a project basis, as needed.
2) Develop comprehensive maintenance plan for storm water management.
Adopted 1996 Budget
P 9
Revenues Staff Allocation
Property Tax/Misc $44,321 Superintendent
Total $44,321 Supervisor 0.10
Crew Leaders 0.22
Expenditures Maintenance 1 /II 0.88
Personnel $68,821 Seasonal Part-time 0.13
Admin. Services Transfer (50,000) Public Services Director 0.08
Supplies 11,000 City Engineer 0.05
Vehicle Services 14,500 Administrative Assistant 0.03
Total $44,321 Total 1.49
Comments: Activies will turn to implementing the recommendations of the Local Storm Water
Management Plan, including more aggressive maintenance and repair of the
storm drainage system; construction of new storm sewers through the
Neighborhod Street Improvement Program; and implementation of several
proposed ordinance changes regarding water quality and water management.
101
DEPARTMENT: Streets (142) ACTIVITY: Sidewalks Trails
Activity Description
Maintenance and repair of sidewalks and trails, including patching, sealcoating, and minor sidewalk
replacement. Also includes the cost of operating and maintaining trail lights.
Percent of Total Dept. Budget 4%
1996 Objectives
1) Update the comprehensive sidewalk and trail plan.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $44,841 Superintendent 0.02
Total $44,841 Supervisor 0.04
Crew Leaders 0.04
Expenditures Maintenance 1 /11 0.58
Personnel $29,141 Seasonal Part-time 0.09
Supplies 12,700 Total 0.78
Utilities 3,000
Total $44,841
Comments: Focus will be on marking on- street trails, and constructing missing links in the
comprehensive trail plan.
102
STREET MAINTENANCE DEPARTMENT
1996 Budget
Detail of Capbtal Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Flat File 1 2,200 $2,200 $2,200
2. Enhanced PC 1 4,200 4,200 4,200
3. Sign Cutting Machine 1 15,500 15,500 15,500
4. Chain Saws 2 550 1,100 1,100
Total Capital Outlay $23,000 $23,000
103
Social Services
1996 Budget
POLICIES: Provide funding for contracting social service programs
which benefits citizens of our community.
Over the years, the City of Brooklyn Center has approved funding requests for various human /social service type of
contracts. Included in social services is Northwest Hennepin Human Services Council, Mediation Services, the Senior
Transportation Program, and Project Peace. The City receives many requests for this type of funding. The Brooklyn
Center Human Rights and Resources Commission assists and advises Council by evaluation and prioritizing funding
requests.
ACTIVITIES: Percent of Budd
Northwest Human Services 20%
Mediation Services 6%
Senior Transportation 13%
Project Peace 61%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax /misc. revenue $41,325 $41,495 $40,860 $47,011 $78,547
Charges for services 0 0 0 0 0
Total $41,325 $41,495 $40,860 $47,011 $78,547
EXPENDITURES:
Contractual Services $41,325 $41,495 $40,860 $47,011 $78,547
Total $41,325 $41,495 $40,860 $47,011 $78,547
COMMENTS: Funding by the City is typically for only a certain percentage of the total cost of the
organization's operation. Due to budget restraints, the City receives more requests than funds;
therefore, priorities are set and only a number of agencies receive funds. The City Council
directed that appropriations of $50,636 for Project Peace and $30,900 for I.N.V.I.T.E. be
moved from the Police Department budget to the Social Services budget. This raised the Social
Services requests to $128,547. The City Council cut to total appropriation to $78,547,
distributed as shown in this budget.
104
DEPARTMENT: Social Services (152) ACTIVITY. NW Human Services
Activity Description
Northwest Hennepin Human Services Council has been the human services planning, research, and
coordinating agency serving the fifteen municipalities of northwest Hennepin County since 1972. Combining
resources for planning human services has proven to be a cost effective approach and a good example of
collaboration among the municipalities. The mission of NWHHSC is to plan for and coordinate human
services within the communities of Northwest Hennepin County.
r
Percent of Total Dept. Budget 20%
1996 Objectives
1) Continuation of human services planning and coordination for our City.
2) Continue work with cultural diversity training, CO -OP Northwest, Point Northwest,
CHDO and Family Services projects.
Adopted 1996 Budget
Revenues
Property Tax/Misc $15,413
Total $15,413
Expenditures
Contractual Services $15,413
Total $15,413
Comments: Included in the 1996 request is $5,426 for CO -OP Northwest, a five cities initiative of t
which Brooklyn Center is a member. Members of NWHHSC include: Brooklyn Center,
Brooklyn Park, Champlin, Corcoran, Crystal, Dayton, Golden Valley, Hanover, Hassan,
Maple Grove, New Hope, Osseo, Plymouth, Robbinsdale, and the City of Rogers.
105
DEPARTMENT: Social Services 152) ACTIVITY: Mediation Services
Activity Description
North Hennepin Mediation Project was established in 1983. The City benefits from North Hennepin
Mediation Project when conflict is resolved through mediation services because the parties involved are no
longer contacting police or City officials to solve a problem.
Percent of Total Dept. Budget 6%
1996 Objectives
1) Provide a means to manage and resolve conflict.
2) Enhance and supplement the area legal system.
3) Educate the general public about mediation as a community resource.
4) Promote mediation as an acceptable approach to problem solving.
Adopted 1996 Budget
Revenues
Property Tax/Misc $5,000
Total $5,000
1 Expenditures
Contractual Services $5,000
Total $5,000
Comments: Our staff benefits from mediation. We have the option of making a recommendation
to individuals or agencies involved in a conflict with business, neighbors, etc. to use
the service for resolution of conflicts.
106
DEPARTMENT: Social Services (152) ACTIVITY: Senior Transportation
Activity Description
The Five Cities Senior Transportation Project was developed in November 1985 as an attempt to assist the
older adult population of Brooklyn Center, Crystal, New Hope, Golden Valley, and Robbinsdale in overcoming
transportation barriers to services and activities. The five Cities transportation program provides
transportation from apartments and individuals' homes to City sponsored activities, social service programs,
senior dining, grocery stores, shopping centers, and other special events.
Percent of Total Dept. Budget 13%
1996 Objectives
1 Provide 13,300 one -way trips.
2) Serve 950 unduplicated riders.
Adopted 1996 Budget
Revenues
Property Tax/Misc $10,181
Total $10,181
Expenditures
Contractual Services $10,181
Total $10,181
Comments: The service operates on a variable fixed route. Mini coaches (accessible or
nonaccessible) are used depending on need. The service contracts with National School
Bus Company.
107
DEPARTMENT:
Social Services (152) ACTIVITY: Project Peace
Activity Description
This is a contractual program designed to provide domestic intervention services. The intervention
program is dedicated to servicing the needs of abused persons in domestic situations and meeting the
requirements of state law.
Percent of Total Dept. Budget 61%
1996 Objectives
1) To address the root problems facing each individual rather than just the behavioral
symptoms.
2) To provide 24 hour crisis assistance, education, and legal services to battered citizens,
by contracting through Project Peace.
Adopted 1996 Budget
Revenues
Property Tax/Misc $47,953
Total $47,953
Expenditures
Contractual Services $47,953
Total $47,953
Comments: Many police department cases involving juveniles are referred to the Peacemaker Center
for evaluation. Clients range in age from 6 to 17 plus years.
108
Recreation Administration Department
1 1996 Budget
POLICIES: Continue to provide top notch recreational programs to
the entire community from the young to the old.
t The Recreation Administration Department is a Public Services function. The department is managed by the Director of
Public Services and is Unit #160 of the City Budget. This unit provides for the development and implementation of
organized recreational activities.
ACTIVITIES: Percent of Budnet STAFFING:
Administration 100% 0.22 Recreation Director
100% 0.35 Program Supervisors
1.00 Recreation Secretary
3.00 P.T. Recreation Secretary
4.57 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $307,034 $228,154 $91,711 $0 $0
Charges for services 0 0 0 0 0
Total $307,034 $228,154 $91,711 $0 $0
EXPENDITURES:
Personnel $274,465 $186,152 $28,820 $0 $0
Supplies 7,872 8,083 13,300 0 0
Professional Services 213 353 3,000 0 0
Contractual Services 24,484 31,076 29,100 0 0
Vehicle Services 0 2,490 7,491 0 0
Capital Outlay 0 0 10,000 0 0
Total $307,034 $228,154 $91,711 $0 $0
Staffing (FTE) 6.0 6.0 0.5 4.5 4.5
COMMENTS: The cost of administration of recreation programs has historically been recorded in this budget.
These costs are now being allocated out to the various recreation programs.
109
1
DEPARTMENT: Recr. Admin (160) ACTIVITY: Administration
1
Activity Description
Descri
tY P
This activity provides for a support group for all recreational activities including doing registration for
classes, handling permits for parks and ball fields, and providing information about recreation activities.
Percent of Total Dept. Budget 100%
1996 Objectives
1) Automate class registration.
2) Automate facility permits.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $0 Director of Public Services
Total $0 Recreation Director 0.10
Program Supervisors 0.40
Expenditures Recreation Secretary
Personnel $0 Total 0.50
Supplies 0
Professional Services 0
Contractual Services 0
Vehicle Services 0
Capital Outlay 0
Total $0
Comments:
110
Adult Recreation Department
1996 Budget
POLICIES: Provide a balance f
o activities to meet varied interest
and skill levels.
Continue to cooperate with school districts to maximize
facility usage and supervision.
The Adult Recreation Department is a Public Services function. The department is managed by the Director of
Public Services and is Unit #161 of the City Budget. This unit provides for recreation programs for adults. These
programs reflect their full cost, including administration.
ACTIVITIES: Percent of Budoet STAFFING:
Sports 83% 0.12 Recreation Director
Seniors 15% 1.34 Program Supervisors
Arts Crafts 2% 3.63 PT Program Employees
100% 0.54 Maintenance 11
0.06 Police Officers
5.69 Full- time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue ($11,517) $27,858 $75,251 $129,376 $129,376
Charges for services 318,459 294,965 326,244 330,050 330,050
Total $306,942 $322,823 $401,495 $459,426 $459,426
EXPENDITURES:
Personnel $104,391 $140,004 $208,872 $251,172 $251,172
Supplies 51,630 40,802 39,011 40,933 40,933
Professional Services 145,931 128,662 147,092 131,851 131,851
Contractual Services 4,694 6,601 6,520 28,872 28,872
Vehicle Services 2,423 2,098 2,098
Utilities 4,331 4,500 4,500
Capital Outlay 296 0 0 0 0
Total $306,942 $322,823 $401,495 $459,426 $459,426
Staffing (FTE) 7.24 5.69 5.69
COMMENTS:
111
DEPARTMENT: Adult Recr. (161) ACTIVITY: Sports
Activity Description
This activity includes softball, basketball, volleyball, broomball, and adult fitness programs such as
aerobics, toning, and aqua exercise.
Percent of Total Dept. Budget 83%
1996 Objectives
1 Assign quality officials at all contests.
4 tY
2) Continue to provide a high level of public relations.
3) Enhance participants awareness and knowledge of the value and benefit of a fitness
lifestyle.
4) Provide training to assure instructors are knowledgeable with current trends and safety
standards.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $81,224 Recreation Director 0.12
Charges for Services $298,158 Program Supervisors 0.86
Total $379,382 PT Program Employees 3.53
Maintenance II 0.54
Expenditures Police Officers 0.06
Personnel $206,567 Total 5.11
Supplies 33,033
Professional Services 114,622
Contractual Services 18,562
Vehicle Services 2,098
Utilities 4,500
ill Total $379,382
it
Comments:
I
112
DEPARTMENT: Adult Recr. (161) ACTIVITY: Seniors
Activity Description
tion p
This activity includes a monthly newsletter, clubs, fitness classes, defensive driving classes, health
screening, and transportation for City- sponsored clubs, grocery and mall shopping, and special events.
Percent of Total Dept. Budget 15%
1996 Objectives
1) To offer programs which help fulfill many of the social, physical, emotional, and
intellectual needs.
2) To continue offering intergenerational programs.
3) To continue to utilize volunteers in order to increase programs at little or no cost to
the City.
4) To continue to offer programs which encourage involvement in and with the community.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $43,496 Recreation Director 0.00
Charges for Services 26,500 Program Supervisors 0.48
Total $69,996 PT Program Employees 0.10
Total 0.58
Expenditures
Personnel $39,321
Supplies 6,800
Professional Services 14,000
Contractual Services 9,875
Total $69,996
Comments: This is not a self- supporting program. These programs are funded by a combination of
City taxes and user fees. Community Tripsters is designed to be self- supporting.
113
DEPARTMENT: Adult Recr. (161) ACTIVITY: Arts Crafts
Activity Description
This activity provides for classes in pottery and adult specialty classes, eg. quilting, bridge, and painting.
Percent of Total Dept. Budget 2%
1996 Objectives
1 Provide opportunities to learn a new skill, develop a hobby, and meet others.
2) Cooperate with other agencies to avoid duplication.
3) Review current trends and offer classes accordingly.
4) Provide quality instruction.
Adopted 1996 Budget
Revenues
Property Tax/Misc $4,656
Charges for Services 5,392
Total $10,048
Expenditures
Personnel $5,284
Supplies 1,100
Professional Services 3,229
Contractual Services 435
Total $10,048
Comments:
114
Teen Recreation Department
1996 Budget
POLICIES: Provide dances for junior high students.
Assure a close working relationship between school
districts and the City.
The Teen Recreation Department is a Public Services function. The department is Y
managed b the Director of
9
Public Services and is Unit #162 of the City Budget. This unit provides for recreation progtrams for teens. These
programs are funded through user fees and City taxes.
ACTIVITIES: Percent of Budget STAFFING:
Teen Dances 63% 0.03 Recreation Director
Summer Conditioning 37% 0.04 Program Supervisors
100% 0.21 PT Program Employees
0.04 Police Officers
0.32 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue ($914) $1,238 $7,688 $10,053 $10,053
Charges for services 15,124 14,300 13,900 14,150 14,150
1 Total $14,210 $15,538 $21,588 $24,203 $24,203
EXPENDITURES:
i Personnel $7,734 $8,497 $15,816 $17,299 $17,299
Supplies 765 1,301 572 600 600
Professional Services 5,711 5,740 5,200 5,266 5,266
Contractual Services 1,038 1,038
i
Total $14,210 $15,538 $21,588 $24,203 $24,203
Staffing (FTE) 0.43 0.32 0.32
COMMENTS:
115
DEPARTMENT: Teen Recr. (162) ACTIVITY: Teen Dances
Activity Description
This activity provides for junior high students' participation in social interaction after school hours.
Percent of Total Dept. Budget 63%
1996 Objectives
1) Continue provide a safe environment at all dances.
u e t o
2) Provide a 25 to 1 student to chaperone ratio at all dances.
3) Provide quality entertainment at all dances.
4) Establish cohesiveness between school administration and City.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $5,851 Recreation Director 0.01
Charges for Services 9,400 Program Supervisors 0.02
Total $15,251 PT Program Employees 0.04
Police Officers 0.04
Expenditures Total 0.11
Personnel $9,184
Supplies 150
Professional Services 5,266
Contractual Services 651
Total $15,251
Comments:
116
DEPARTMENT: Teen Recr. (162) ACTIVITY: Summer Conditioning
Activity Description
This activity provides junior and senior high students the opportunity to expand their knowledge and
participation in aerobic and anaerobic activities.
Percent of Total Dept. Budget 37%
1996 Objectives
1 Provide quality instructors.
q Y
2) Offer programs to all students, not just students in athletics.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $4,202 Recreation Director 0.02
Charges for Services 4,750 Program Supervisors 0.02
Total $8,952 PT Program Employees 0.17
Total 0.21
Expenditures
Personnel $8,115
Supplies 450
Contractual Services 387
Total $8,952
Comments:
117
Children's Recreation Department
1996 Budget
POLICIES: Provide affordable programs with quality leaders and
instructors.
Strive to create a safe, positive and friendly atmosphere.
Continue to review and identify the changing needs of the
community, eg. socio- economic status and disabilities.
The Children's Recreation Department is a Public Services function. The department is managed by the Director of
Public Services and is Unit #163 of the City Budget. This unit provides for recreation progtrams for children. These
programs are funded through user fees and City taxes.
ACTIVITIES: Percent of Budget STAFFING:
Sports 8% 0.01 Recreation Director
Summer Programs 41% 0.68 Program Supervisors
Classes 34% 3.31 PT Program Employees
Preschool 17% 4.00 Full -time Equivalents
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property taximisc. revenue $16,284 $24,630 $70,953 $89,252 $89,252
Charges for services 68,963 74,270 71,570 75,938 75,938
Total $85,247 $98,900 $142,523 $165,190 $165,190
EXPENDITURES:
Personnel $62,093 $73,368 $117,223 $130,061 $130,061
Supplies 10,961 11,646 12,150 13,081 13,081
Professional Services 10,742 12,451 11,300 12,968 12,968
Contractual Services 1,451 1,435 1,850 9,080 9,080
Vehicle Services 0 0 0 0 0
Total $85,247 $98,900 $142,523 $165,190 $165,190
Staffing (FTE) 1 1 4.62 4.00 4.00
COMMENTS:
118
DEPARTMENT: Children's Recr. (163) ACTIVITY: Sports
Activity Description
This activity provides for youth involvement in athletic programs which includes basketball and wrestling.
Percent of Total Dept. Budget 8
1996 Objectives
1)
Insure a safe learning environment for activities.
2) Provide high quality instructors.
3) Expand children's knowledge and increase skill levels of all participants.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $5,114 Program Supervisors 0.04
Charges for Services $8,271 PT Program Employees 0.24
Total $13,385 Total 0.28
Expenditures
Personnel $11,856
Supplies 250
Professional Services 700
Contractual Services 579
Total $13,385
Comments:
119
i
i DEPARTMENT: Children's Recr. 163 ACTIVITY:
Summer Programs
i
Activity Description
tion p
This activity includes children's specialty classes' day camp, drop -in centers, and preschool instructional
softball, soccer, and sports programs, puppet playhouse, and kids' carnival.
1
Percent of Total Dept. Budget 41%
1
1996 Objectives
i 1) Provide a variety of positive recreational opportunities that are different than those
offered during the school year.
2) Provide quality leaders and experienced instructors.
i 3) Continue to offer some programs free of charge.
i Adopted 1996 Budget
Revenues Staff Allocation
i Property Tax /Misc $50,481 Recreation Director 0.01
Charges for Services 17,252 Program Supervisors 0.24
Total $67,733 PT Program Employees 1.97
Total 2.22
i Expenditures
Personnel $58,001
Supplies 4,500
i Professional Services 1,350
Contractual Services 3,882
Total $67,733
Comments:
1
i
1
i
i
120
DEPARTMENT: Children's Recr. (163) ACTIVITY: Classes
Activity Description
This activity provides recreation programs in dance, gymnastics, holiday, afterschool, and specialty classes
for preschool and elementary age children.
Percent of Total Dept. Budget 34%
1996 Objectives
1 Enable students to explore fields outside regular school curriculum.
2) Acquaint students with a new skill or enjoy a new activity.
3) Provide positive recreation experiences for children.
4) Provide a variety of classes and programs.
ed 1996 Bud
Adopt et g
Revenues Staff Allocation
Property Tax/Misc $27,962 Program Supervisors 0.38
Charges for Services 28,930 PT Program Employees 0.25
Total $56,892 Total 0.63
Expenditures
Personnel $36,930
Supplies 7,081
Professional Services 10,118
Contractual Services 2,763
Total $56,892
Comments:
121
DEPARTMENT: Children's Recr. (163) ACTIVITY: Preschool
Activity Description
This activity provides for a school year program for preschool children ages 3 1/2 6 years of age who are
not in kindergarten.
Percent of Total Dept. Budget 17%
1996 Objectives
1) To continue to offer programs which will attract young families to Brooklyn Center,
2) To continue to provide a quality and affordable program in a fun learning environment.
3) To continue to offer this age group a program which will expose their families to the
community center facility and other programs offered.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $5,695 Program Supervisors 0.02
Charges for Services 21,485 PT Program Employees 0.85
Total $27,180 Total 0.87
Expenditures
Personnel $23,274
Supplies 1,250
Professional Services 800
Contractual Services 1,856
Total $27,180
Comments:
122
General Recreation Department
1996 Budget
POLICIES:
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.
Continue to review and evaluate ADA standards and
implement as funding permits.
The General Recreation Department is a Public Services function. The department is managed by the Director of
Public Services and is Unit #164 of the City Budget. This unit provides for recreational activities not otherwise
classified. These programs are funded by a combination of City taxes and user fees.
ACTIVITIES: Percent of Budget STAFFING:
Classes 4% 0.07 Recreation Director
Northview Programs 31% 0.35 Program Supervisors
Entertainment in the Park 35% 2.26 PT Program Employees
Skiing 3 2.68 FTE
Skating Rinks 22
Adaptive Recreation 5%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $62,175 $69,219 $94,446 $112,210 $112,210
Charges for services 17,696 16,628 26,176 8,500 8,500
Total $79,871 $85,847 $120,622 $120,710 $120,710
EXPENDITURES:
Personnel $35,416 $44,836 $75,553 $70,316 $70,316
Supplies 6,371 308 790 590 590
Professional Services 37,093 39,718 42,479 41,180 41,180
Contractual Services 991 985 800 7,624 7,624
Vehicle Services
Utilities 1,000 1,000 1,000
Total $79,871 $85,847 $120,622 $120,710 $120,710
Staffing (FTE) 0.7 0.7 3.17 2.68 2.68
COMMENTS:
123
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Classes
Activity Description
This activity includes dog obedience, self- defense, karate, tennis, and miscellaneous dance classes for a
variety of ages.
Percent of Total Dept. Budget 4%
1996 Objectives
1) Provide opportunities for children and adults to learn a new skill.
2) Provide knowledgeable and experienced instructors.
3) Provide a variety of classes to meet the needs and interests of the community.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $2,179 Program Supervisors 0.01
Charges for Services 2,300 PT Program Employees 0.02
Total $4,479 Total 0.03
Expenditures
Personnel $2,272
Supplies 190
Professional Services 824
Contractual Services 193
Utilities 1,000
Total $4,479
Comments:
I
124
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Northview Programs
Activity Description
This activity provides for increased usage of school facilities by the department, promotes coordination and
cooperation between the four school districts and the parks recreation department.
Percent of Total Dept. Budget 31%
1
1996 Objectives
1) Provide quality supervision of City sponsored programs offered at the schools.
2) Coordinate, program, and supervise community school activities.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $35,367 Program Supervisors 0.08
Charges for Services 2,500 PT Program Employees 1.30
1 Total $37,867 FTEs, this activity 1.38
Expenditures
Personnel $22,734
Professional Services 13,493
Contractual Services 1,640
Total $37,867
125
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Entertainment in the Park
Activity Description
This activity includes a weekly concert series during the summer, entertainment at Sunday in Central Park L
(an Earle Brown Days activity), and fireworks.
Percent of Total Dept. Budget 35%
1996 Objectives
1) Provide quality entertainment free of charge.
2) Promote and stimulate interest and appreciation of the performing arts for all ages.
3) Provide a variety of entertainment.
Adopted 4996 Budget
Revenues Staff Allocation
Property Tax/Misc $40,245 Recreation Director 0.04
Charges for Services 2,000 Program Supervisors 0.15
Total $42,245 PT Program Employees 0.04
Total 0.23
Expenditures
Personnel $17,167
Supplies 200
Professional Services 21,250
Contractual Services 3,628
Total $42,245
126
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Skiing
Activity Description
This activity provides junior high students the opportunity to learn and enjoy downhill skiing.
Percent of Total Dept. Budget 3%
1996 Objectives
1) Offer an adequate number of trips to meet students interest level.
2) Provide qualified and experienced ski chaperones.
3) Insure a safe environment in transit to, from, and at ski areas.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $1,600 Program Supervisors 0.02
Charges for Services 1,700
Total $3,300 Total 0.02
Expenditures
Personnel $1,607
Supplies 200
Professional Services 750
Contractual Services 743
Total $3,300
Comments:
127
DEPARTMENT: Gen. Recr.
(164) ACTIVITY: Skating Rinks
Activity Description
This activity provides all citizens the opportunity to enjoy skating at City parks.
Percent of Total Dept. Budget 22%
1996 Objectives
1) Maintain skating rinks on a daily basis.
2) Provide a clean shelter building for warmth and change.
3) Provide a rink attendant at each chosen shelter building.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax /Misc $26,645 Recreation Director 0.03
Total $26,645 Program Supervisors 0.08
PT Program Employees 0.90
Expenditures Total 1.01
Personnel $25,492
Contractual Services 1,153
Total $26,645
Comments:
128
DEPARTMENT:
Gen. Recr. (164) ACTIVITY: Adaptive Recreation
Activity Description
escription
This activity provides for children, teens, and adults with developmental disabilities and their families.
Examples of programs are: parent -child dance, bowling leagues, Friday night social, basketball, volleyball
and softball leagues, and community outings.
Percent of Total Dept. Budget 5%
1996 Objectives
1) Continue in a cooperative effort by sharing costs with the cities of Brooklyn Center,
Brooklyn Park, Crystal, Golden Valley, Maple Grove, New Hope, Plymouth,
Robbinsdale, and West Hennepin Community Center in providing programs.
2) To increase the public awareness of the integration specialist.
3) Provide in- service training for specific staff in working with individuals who are being
mainstreamed into the programs they are teaching.
4) Continue to review programs and offer different classes /activities to meet the changing
interests of the individuals we are serving.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $6,174 Program Supervisors 0.01
Total $6,174 Total 0.01
Expenditures
Personnel $1,044
Professional Services $4,863
Contractual Services 267
Total $6,174
Comments:
129
Community Center Department
1
1996 Budget
POLICIES: Continue to provide an excellent facility in which people
can recreate in programs from swimming to arts and
crafts and everything in between.
The Community Center Department is a Public Services function. The department is managed by the Director of
Public Services and is Unit #167 of the City Budget. This unit provides for all recreation activities. at the
Community Center, as well as building maintenance.
ACTIVITIES: Percent of Budoet STAFFING:
Memberships pol
General Admissions 0% 0.43 Recreation Director
Concessions Game Room 13% 1.27 Program Supervisors
Merchandise Sales 1 14.94 PT Program Employees
Pool Activities 39% 1.00 Maintenance Custodian
Non -pool Activities 5% 3.50 Custodian
Community Center Maintenance 42% 0.42 Part -time Custodian
100% 21.56 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $280,950 $293,272 $312,414 $383,115 $363,115
Charges for services 363,813 356,342 404,200 386,800 406,800
Total $644,763 $649,614 $716,614 $769,915 $769,915
EXPENDITURES:
Personnel $405,018 $423,920 $498,114 $513,668 $513,668
Supplies 111,063 118,524 111,500 118,008 118,008
Professional Services 4,676 5,472 4,000 9,200 9,200
Contractual Services 25,890 15,585 11,500 35,439 35,439
Utilities 89,765 83,713 86,500 88,600 88,600
Capital Outlay 8,351 2,400 5,000 5,000 5,000
Total $644,763 $649,614 $716,614 $769,915 $769,915
Staffing (FTE) 5.1 5.1 21.88 21.56 21.56
130
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Memberships
Activity Description
This activity provides for selling memberships and keeping accurate records of memberships.
Percent of Total Dept. Budget 0%
i
1996 Objectives
1) Increase membership. i
Adopted 1996 Budget
Revenues
Property Tax/Misc ($34,300)
Charges for Services $34,300
Total $0
Expenditures
Personnel $0
Total $0
i
1
131
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: General Admissions
Activity Description
This activity provides for the collecting of fees for people who want to use the pool, suana, and exercise
room on a daily basis.
Percent of Total Dept. Budget 0%
1996 Objectives
1) Increase general admission.
Adopted 1996 Budget
Revenues
Property Tax/Misc ($186,000)
Charges for Services 186,000
Total $0
Expenditures
Personnel $0
Total $0
132
i
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Concessions
Game Room
Activity Description
This activity provides a service for those customers who would like some refreshments.
Percent of Total Dept. Budget 13%
1996 Objectives
1) Increase revenues in the concession stand to help fund other programs. r
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $25,637 Recreation Director 0.15
Charges for Services $77,500 PT Program Employees 2.39
Total $103,137 Total 2.54
Expenditures
Personnel $52,972
Supplies 45,500
Contractual Services 4,665
Total $103,137
133
1 DEPARTMENT:
Comm. Ctr. (167) ACTIVITY: Merchandise Sales
i
Activity Description
1 This activity provides a service by providing customers a chance to buy swim suits, goggles, etc.
1
Percent of Total Dept. Budget 1%
1
1996 Objectives
1 1>
1 Adopted 1996 Budget
Revenues
1 Property Tax/Misc ($2,300)
Charges for Services 8,000
Total $5,700
1 Expenditures
Personnel $0
Supplies 5,700
1 Total $5,700
1
1
1
1
1
i
1
1 134
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Pool Activities
Activity Description
This activity provides for swim lessons, lap swim, use of the water slide, recreational swim, and aqua
exercise classes.
Percent of Total Dept. Budget 39%
1996 Objectives
le in these activities.
To increase the number of people
1) P P
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $217,737 Recreation Director 0.16
Charges for Services 81,200 Program Supervisors 1.00
Total $298,937 PT Program Employees 12.19
Total 13.35
Expenditures
Personnel $274,973
Supplies 2,400
Professional Services 2,500
Contractual Services 19,064
Total $298,937
135
DEPARTMENT: Comm. Ctr. 167) ACTIVITY: Non -Pool Activities
Activity Description
This activity provides for arts and crafts classes, use of Constitutional Hall, and special events in the
Community Center.
Percent of Total Dept. Budget 5%
1996 Objectives
Adopted 1996 Budget
.Revenues Staff Allocation
Property Tax/Misc $18,780 Recreation Director 0.03
Charges for Services 19,800 Program Supervisors 0.22
Total $38,580 PT Program Employees 0.36
Total 0.61
Expenditures
Personnel $23,511
Supplies 6,500
Professional Services 6,000
Contractual Services 2,569
Total $38,580
I
136
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Comm. Ctr. Maintenance
Activity Description
This activity provides for the maintenance of the Community Center.
Percent of Total Dept. Budget 42%
1996 Objectives
1) Keep the Community Center clean and in good shape.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $323,561 Recreation Director 0.09
Total $323,561 Program Supervisors 0.05
Maintenance Custodian 1.00
Expenditures Custodian 3.50
Personnel $162,212 Part -time Custodian 0.42
Supplies 57,908 Total 5.06
Contractual Services 9,841
Utilities 88,600
Capital Outlay 5,000
Total $323,561
137
Community Center
1996 Budget
Detail of Capital Outlay
i Total Council
Description Unit/Cost Requested Adopted
1. Replacement Equipment $5,000 $5,000
Total Capital Outlay $5,000 $5,000
138
Parks Maintenance Department
1996 Budget
POLICIES: Continue to provide a high level of service in maintaining park
grounds
Facilitate timely repair and replacement of playground equipment,
shelter buildings, and other facilities
Promote special programs such as Adopt -A -Park, Residential
Reforestation, Tree City USA
The Parks Maintenance Department is a Public Works function. It is managed by the Director of Public
Services and is unit #169 of the City Budget. Parks Maintenance provides for maintaining the City's
1 parks as well as improvements to and equipment for those parks. The cost of removing diseased trees
from boulevards and parks is included in this department.
STAFFING:
0.14 Superintendant
0.26 Street Park Supervisor
ACTIVITIES: Percent of Budget 1.56 Crew Leaders
Grounds Maintenance 41% 6.68 Maintenance 1 /11
Park Facilities Maintenance 24% 2.94 Seasonal Part -time
Ice /Hockey Rinks 7% 0.14 Director of Public Services
Recreation Support 13% 0.02 City Engineer
Forestry 11% 0.16 Public Services Coordinator
Equipment Maintenance 4% 0.17 Eng Secretary/Admin Aide
100% 0.10 Maintenance Supervisor
0.20 Maintenance Custodians
12.37 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property tax/misc. revenue $557,404 $652,170 $835,448 $908,971 $908,971
Charges for services 3,795 2,450 3,700 2,500 2,500
Total $561,199 $654,620 $839,148 $911,471 $911,411
EXPENDITURES:
Personnel $290,312 $300,386 $450,795 $464,760 $464,760
Supplies 73,804 58,092 62,700 62,850 62,850
Professional Services 585 1,670 1,800 1,800 1,800
Contractual Services 29,434 27,153 32,500 32,500 32,500
Vehicle Services 185,258 167,957 249,275 249,275
Utilities 83,188 77,622 84,150 86,800 86,800
Capital Outlay 83,876 4,439 39,246 13,486 13,486
Total $561,199 $654,620 $839,148 $911,411 $911,471
Staffing (FTE) 9.9 9.9 11.9 12.4 12.4
COMMENTS: Capital outlays shown above are funded from the General Fund. Most vehicles
and related equipment are purchased through the Central Garage Fund. Other
capital outlays for parks and facilities are funded by the Capital Projects Fund.
139
1
DEPARTMENT: Parks (169) C
A TIVITY: Grounds Maintenance
Activity Description
Includes mowing and weed control for all City properties: government buildings, parks, trails,
etc. Also includes miscellaneous grounds maintenance such as flower, nodes, and streetscape
maintenance, litter picking, trash hauling, and Adopt -A- Park /Trail /Street program administration.
Percent of Total Dept. Budget 41%
1996 Objectives
1) Enhance Adopt -A -Park relationships, especially parks adopted by schools.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $376,483 Superintendant 0.02
Total $376,483 Street Park Supervisor 0.03
Crew Leaders 0.27
Expenditures Maintenance 1 /11 1.66
Personnel $126,652 Seasonal Part-time 1.79
Supplies 29,150 Maintenance Supervisor 0.10
Professional Services 1,800 Maintenance Custodians 0.20
Contractual Services 8,000 Total 4.07
Vehicle Services 208,231
Utilities 2,650
Capital Outlay
Total $376,483
Comments: The Central Garage Fund budget includes capital outlay requests related to this
activity:
o Scheduled replacement of a parkmaster mower and a 72" mower.
o Scheduled replacement of a tractor.
o Acquisition of a fertilizer spreader.
140
1
1 DEPARTMENT: Parks (169) ACTIVITY: Park Facilities Maint
1 Activity Description
Includes maintenance and repair of playground equipment, park shelters, and other
miscellaneous equipment and facilities such as irrigation sprinklers, picnic tables and benches,
bleachers, and restroom and dumpster enclosures. Also includes electricity and gas service to
shelters and park lights, refuse collection in parks, and rental /service charges for portable
restrooms.
Percent of Total Dept. Budget 24%
1996 Objectives
1) Maintain a high level of service.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $221,792 Superintendant 0.02
Total $221,792 Street Park Supervisor 0.04
Crew Leaders 0.49
Expenditures Maintenance l /Il 1.47
Personnel $103,192 Seasonal Part -time 0.44
Supplies 17,200 Director of Public Services 0.08
Contractual Services 9,500 City Engineer 0.01
Vehicle Services 3,200 Public Services Coordinator 0.05
Utilities 84,150 Total 2.60
Capital Outlay 4,550
Total $221,792
Comments: As playground equipment, shelters, fences, bleachers, etc. age, they require
increasing levels of maintenance.
Capital outlay requests include:
o Acquisition of additional accessible picnic tables.
o Replacement of a one ton pickup truck.
I
141
DEPARTMENT: Parks (169) ACTIVITY: Ice /Hockey Rinks
Activity Description
This activity includes maintenance of ice and hockey rinks, including ice making and
maintenance and facility maintenance.
Percent of Total Dept. Budget 7%
1996 Objectives
1) Continue a high level of service.
Adopted 1996 Budget
P 9
Revenues Staff Allocation
Property Tax/Misc $62,966 Superintendant 0.02
Total $62,966 Street Park Supervisor 0.02
Crew Leaders 0.29
Expenditures Maintenance 1 /11 0.91
Personnel $54,466 Seasonal Part-time 0.09
Supplies 3,500 Total 1.33
Vehicle Services 5,000
Total $62,966
Comments:
No changes are anticipated for this activity.
1
142
DEPARTMENT: Parks 169
ACTIVITY: Recreation Support
Activity Description
Includes services provided for specific recreation programs, such as: athletic field
maintenance; Tuesdays in the Park; Earle Brown Days; summer programs; tennis court
maintenance; puppet wagon; broomball; etc.
Percent of Total Dept. Budget 13%
1 1996 Objectives
1) Continue a high level of service.
1
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $115,195 Superintendant 0.08
Total $115,195 Street Park Supervisor 0.07
Crew Leaders 0.34
Expenditures Maintenance 1 /11 1.08
Personnel $83,259 Seasonal Part -time 0.32
Supplies 8,500 Director of Public Services 0.06
Vehicle Services 14,500 City Engineer 0.01
Capital Outlay 8,936 Public Services Coordinator 0.05
Total $115,195 Total 2.01
Comments: This his budget includes requests for the following capital outlay items:
o Replacement of the Evergreen Park softball fence.
o Replacement of several hockey rink goals.
I I
143
DEPARTMENT: Parks (169) ACTIVITY: Forest
ry
Activity Description
t
ty p
Provides for maintenance of park and boulevard trees, and for reforestation on public lands and
programs targeted for residential properties. Also provides for the operation of the Diseased
Tree Program.
Percent of Total De p t Budget 11%
9
1996 Objectives
1) Meet the standards of the Tree City USA Growth Award.
2) Review park and boulevard tree care policies.
3) Work together with schools to provide educational opportunities.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $98,208 Superintendant
Charges for Services 3,700 Street Park Supervisor 0.03
Total $101,908 Crew Leaders 0.13
Maintenance 1 /11 1.03
Expenditures Seasonal Part-time 0.21
Personnel $64,064 Public Services Coordinator 0.04
Supplies 4,500 Engineering Secretaries 0.17
Contractual Services 15,000 Total 1.61
Vehicle Services 18,344
Total $101,908
Comments:
144
DEPARTMENT: Parks (169) ACTIVITY: Equipment Maintenance
Activity Description
Provides for services related to operations of the equipment shop and the Central Garage
Internal Service Fund, and certain types of equipment maintenance, such as mower
maintenance and sharpening, performed by staff members not budgeted in the Internal
Service Fund. Actual Central garage operations are budgeted through the Internal Service
Fund.
Percent e t of Total Dept. Budget 4/0
1996 Objectives
1) Implement more preventative maintenance activities.
Adopted 1996 Budget
Revenues Staff Allocation
Property Tax/Misc $33,127 Street Park Supervisor 0.07
Total $33,127 Crew Leaders 0.04
Maintenance 1 /II 0.53
Expenditures Seasonal Part -time 0.09
Personnel $33,127 Public Services Coordinator 0.02
Total $33,127 Total 0.75
Comments: This activity is a combination of maintenance performed on behalf of the Central
Garage, such as park crews maintaining their own mowers. It also includes
provision for administrative services for the Central Garage not budgeted with that
fund.
145
Parks Maintenance Department
1996 Budget
Detail of Capital Outlay
Total Council t
Description Unit/Cost Requested Adopted
1. Softball Field Fence 1 5,336 $5,336 $5,336
2. Hockey Rink Goals 6 600 3,600 3,600
3. Weed whips 3 400 1,200 1,200
4. Accessable Picnic
Tables 8 312 2,500 2,500
5. Drill Press 1 850 850 850
Total Capital Outlay $13,486 $13,486
146
Convention Tourism Bureau
1996 Budget
POLICIES: Collect and disburse lodging tax proceeds in an efficient
and responsible manner.
Estimate lodging tax revenue by an objective conservative
analytical process.
1 Operators of hotels and motel in Brooklyn Center collect a six percent tax on the rent they charge for providing lodging.
The City collects the tax proceeds from the operators and forwards ninety five percent of the first three percent to the
North Metro Convention and Tourism Bureau to be used in accordance with Minnesota Statutes 477A.018 for the
purpose of marketing and promoting the City as a tourist or convention center. The City also retains the 5% of the first
3% to reimburse itself for the cost of administering the program. The City also retains the entire second 3% to reduce
the need for property taxes to support City services.
ACTIVITIES: Percent of Budoet
Convention Tourism Bureau 100%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Lodging Tax $376,146 $421,069 $360,000 $480,000 $480,000
Total $376,146 $421,069 $360,000 $480,000 $480,000
EXPENDITURES:
North Metro Convention
and Tourism Bureau $178,702 $199,982 $187,625 $228,000 $228,000
Total $178,702 $199,982 $187,625 $228,000 $228,000
Staffing (FTE) 0 0 0 0 0
COMMENTS: It is estimated that $480,000 in lodging taxes will be collected in 1996. Approximately
$252,000 will be retained by the City and and $228,000 will be forwarded to the North Metro
Convention and Tourism Bureau.
1
147
UNALLOCATED DEPARTMENT
1 1996 Budget
POLICIES: Expenditures will be allocated to operating departments when
it can be done reasonably and accurately.
By City Charter, a contingency appropriation not to exceed 5%
of the total budget may ay be appropriated.
The unallocated budget provides funding for services programs that typically effect all operations within the
City. This budget handles the administrative cost of benefits including insurance health, life dental, COBRA
administration, flexible spending accounts. Office supplies, copy machine costs, office equipment repairs,
telephone costs, and city wide property and liability insurance costs are included in this budget.
ACTIVITIES: Percent of Budge d
Staff Support 38%
Insurance 35%
Contingency 27%
100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property Tax/Misc. Revenue $300,803 $312,736 $571,026 $531,525 $455,986
Total $300,803 $312,736 $571,026 $531,525 $455,986
EXPENDITURES:
Personnel $0 $1,223 $0 $0 $0
Supplies 26,441 25,681 26,765 27,000 27,000
Professional Services 8,507 8,301 13,800 14,300 14,300
Contractual Services 132,153 125,795 162,596 149,225 149,225
Insurance 124,626 120,926 145,000 138,000 138,000
Capital Outlay 9,076 30,810 3,075 3,000 3,000
Contingency 219,790 200,000 124,461
Total $300,803 $312,736 $571,026 $531,525 $455,986
Staffing (FTE) 0 0 0 0 0
COMMENTS:
148
DEPARTMENT: Unallocated (180) ACTIVITY: Staff Services
Activity Description
This activity includes various supply and support services such as: office supplies, printing, telephone charges,
postage, and training. These items are needed to facilitate the operation of the City and maximize the productivity
of employees.
Percent of Total Dept. Budget 38%
1996 Objectives
1) Purchase supplies and services in the most efficient manner.
Adopted 1996 Budget
Revenues
Property Tax /Misc $172,525
Total $172,525
Expenditures
Personnel $0
Supplies 27,000
Professional Services 8,300
Contractual Services 134,225
Capital Outlay 3,000
Total $172,525
Comments: The capital outlay is for replacement of any piece of office equipment which may break down
unexpectedly and be uneconomical to repair.
149
DEPARTMENT: Unallocated (180) ACTIVITY:
Insurance
Activity Description
The purpose of insurance is to transfer the risk of operations to an outside party through the purchase of an
insurance policy. 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 continues to participate with the League of Minnesota Cities
Insurance Trust (LMCIT).
Percent of Total Dept. Budget 35%
1996 Objectives
1) Compare rates amongst various companies to obtain favorable rates.
2) Evaluate the use of larger deductibles to reduce insurance rates.
Adopted 1996 Budget
Revenues
Property Tax /Misc $159,000
Total $159,000
Expenditures
Professional Services $6,000
Contractual Services $15,000
Insurance Premiums 138,000
Total $159,000
Comments: 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.
150
DEPARTMENT:
T. Unallocated 180 ACTIVITY: TY. Contingenc
Y
Activity Description
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.
Percent of Total Dept. Budget 27%
1996 Objectives
1) Review contingency requests and make recommendations prior to allocation.
Adopted 1996 Budget
Revenues
Property Tax/Misc $124,461
Total $124,461
Expenditures
Contingency tmgency account $124,461
Total $124,461
Comments: The maximum allowable 5% contingency would be $592,668. It was
recommended that the contingency account be set at $200,000. Action by
the City Council set it at $124,461.
151
Unallocated Department
1996 Budget
Detail of Capital Outlay
Y
Total Council
Description Unit/Cost Requested Adopted
1. Equipment Replacement $3,000 $3,000
Total Capital Outlay $3,000 $3,000
152
PART V
S-PECIA,L
i FCr1D 5
1
1
E srflmA:TES
APPROPRIATIONS
SUMN
1
1
1
1
1
1
City of Brooklyn Center
Special Revenue Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1996 Budget
Earle Brown Community
Farm Tax Diseased Development
Increment Tree Block 1996 1995
District Removal Grant Adopted Adopted
Revenues
Property taxes $1,335,000 $1,335,000 $1,350,000
Special assessments $17,000 17,000 17,000
Total Pronertv Taxes 1,335,000 17,000 1,352,000 1,367,000
Intergovernmental:
Federal grants $270,083 270,083 253,334
Total Intergovernmental 270,083 270,083 253,334
Charges for services:
Fees 12,000 12,000 12,000
Total Charaes for Services 12,000 12,000 12,000
Miscellaneous:
Investment earnings 1,000 1,000 1,000
Total Miscellaneous 1,000 1,000 1,000
Total Revenues 1,335 000 30,000 270,083 1,635,083 1 633 334
Expenditures
Services and other charges 1,200 30,000 31,200 31,100
Interest 90,000 90,000 98,000
To,at l Expenditures 91,200 30,000 121,200 129,100
Excess of Revenues Over Expenditures 1,243,800 0 270,083 1,513,883 1,504,234
Other Financina Sources or Uses -1
Operating transfers out (1,180,000) (270,083) (1,450,083) (1,538,334)
r
Surplus or Deficit( $63,800 $0 $0 $63,800 ($34,100)
153
EARLE BROWN TAX INCREMENT DISTRICT FUND
1996 Budget
1
POLICIES: +`Collect and distribute tax revenues In an efficient and
responsible manner.
Estimate property tax revenue by an objective conservative
analytical process.
The purpose of this budget is to provide for the collection and disbursement of tax increment revenues. This budget
provides for the debt service requirements, Earle Brown Heritage Center capital projects and operating subsidies, and
Hennepin County administrative costs associated with the tax increment district.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Tax Increments $1,508,964 $1,234,763 $1,350,000 $1,335,000 $1,335,000
E.B. Commons Bankruptcy Settlement 280,000
Total $1,508,964 $1,514,763 $1,350,000 $1,335,000 $1,335,000
EXPENDITURES:
Debt Service Requirements $1,200,000 $1,250,000 $1,285,000 $1,180,000 $1,180,000
Internal Borrowing interest 97,653 81,656 98,000 90,000 90,000
County Administrative Expense 1,042 1,100 1,200 1,200
E.B. Commons Bankruptcy 72,270
Earle Brown Heritage Center:
Operating Subsidy 84,810 124,842
Total $1,383,505 $1,528,768 $1,384,100 $1,271,200 $1,271,200
Comments: The 1996 budget includes a transfer of $1,180,000 to the tax increment debt service funds for
the required bond payments in 1996. The internal borrowing interest represents an interest
payment to other City funds for monies loaned to the T.I.F. District for the project costs that
exceeded the bond proceeds.
154
DISEASED TREE REMOVAL FUND
1996 Budget
POLICIES: Enforce state statutes and City ordinances regarding the timely
removal of diseased trees.
Continue the policy where the City contributes one- half of the
cost to remove diseased trees from boulevards.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Special Assessments $17,461 $14,888 $17,000 $17,000 $17,000
Tree Removal Charges 11,483 20,413 12,000 12,000 12,000
Investment Earnings 1,838 2,233 1,000 1,000 1,000
Total $30,782 $37,534 $30,000 $30,000 $30,000
EXPENDITURES:
Personal Services $2,000 $2,000 $2,000 $2,000 $2,000
Contractual Services 21,398 15,978 28,000 28,000 28,000
Total $23,398 $17,978 $30,000 $30,000 $30,000
Comments: The he Cit
y s share of the cost of boulevard tree removal, and the full cost of park tree
removal, is budgeted through the Forestry activity of the Park Maintenance Division
budget.
155
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
1996 Budget
1
POLICIES: To meet the overall objectives of the Federal Community Development Block
Grant Program, as established in the Housing and Community Development
Act of 1974. The specific objectives are as follows:
Develop and maintain viable urban communities by providing decent
housing, a suitable living environment and expanded economic
opportunities, principally for low and moderate income persons.
Aid in the prevention or elimination of slums and blight.
Meet other community develpment needs having a particular urgency
affecting public health and safety.
The Community Development Block Grant (CDBG) Program is funded by the U.S. Department of Housing and Urban
Development (HUD) and is administered by Hennepin County. All revenues received by the C.D.B.G. Fund are transfered
to the E.D.A. Special Operating Fund.'
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
C.D.B.G. Revenue $240,781 $184,836 $253,334 $270,083 $270,083
Total $240,781 $184,836 $253,334 $270,083 $270,083
EXPENDITURES:
Transfer to E.D.A. Fund $240,781 $240,781 $253,334 $270,083 $270,083
Total $240,781 $240,781 $253,334 $270,083 $270,083
156
PART VI
1
1 DEBT SERVICE
FUNDS
1
ESTIMATED REVENUES
AND
1 APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
City of Brooklyn Center
Debt Service Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
1996 Budget
State Tax Tax Tax Tax G. 0. G. 0.
Aid Increment Increment Increment Increment Refunding Improvement Improvement
Street Bonds Bonds Bonds Bonds Bonds Bonds Bonds Totals
Bonds of 1985 of 1991 of 1992 of 1995 of 1987 of 1994 of 1995 1996 1995
Revenues
Property taxes $65,583 $66,489 $132,072 $72,116
Tax increments $223,376 223,376
Special assessments $70,000 55,627 44,082 169,709 181,324
Intergovenmental revenue $308,273 308,273 306,725
Investment earnings $1,000 $5,000 $115,000 5,000 4,000 6,000 136,000 240,000
Total Revenues 308,273 1,000 5,000 115,000 228,376 74,000 127,210 110,571 969,430 800,165
Expenditures
Principal $160,000 4,475,000 375,000 50,000 65,000 5,125,000 825,000
Interest 147,873 178,305 266,825 219,623 224,250 3,550 40,058 26,200 1,106,684 1,075,977
to
Fiscal agent fees 400 1,400 425 500 500 400 400 400 4,425 2,106
J
Total Expenditures 308,273 4,654,705 642,250 220,123 224,750 53,950 105,458 26,600 6,236,109 1,903,083
Excess or Deficiencv f of Revenues
Over Exnenditures 0 (4,653,705) (637,250) (105,123) 3,626 20,050 21,752 83,971 (5,266,679) (1,102,918)
Other Financino Sources or Uses
Operating transfers in 4,180,000 620,000 733,634 5,533,634 1,285,000
Operating transfers out (173,634) (4,180,000) (4,353,634) 0
Total Other Financina Sources /Uses 0 4,006,366 620,000 (3,446,366) 0 0 0 0 1,180,000 1,285,000
Surplus or Deficit $0 ($647,339) ($17,250) ($3,551,489) $3,626 $20,050 $21,752 $83,971 ($4,086,679) $182,082
G. O. STATE AID ROAD BONDS, SERIES 1991B
1996 Budget 1
POLICIES: To make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. 0. State Aid Road Bonds, Series 1991 B Debt Service Fund accounts for bonds which were sold in
1991 to finance the construction of street improvements. The original amount of the issue was
$3,000,000 and bonds will mature annually through the year 2006. Interest rates vary from 4.70 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 state aid for
streets.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Intergovernmental Revenue
State Aid for Streets $306,580 $309,471 $306,725 $308,273 $308,273
Total $306,580 $309,471 $306,725 $308,273 $308,273
EXPENDITURES:
Principal $135,000 $145,000 $150,000 $160,000 $160,000
Interest 171,380 164,071 156,325 147,873 147,873
Fiscal agent fees 200 400 400 400 400
Total $306,580 $309,471 $306,725 $308,273 $308,273
Comments: No cash is accumulated in this fund because state aid payments are available at the
time needed to make debt service payments. Payments in 1996 will total $308,273.
158
G. O. TAX INCREMENT BONDS, SERIES 1985A
1996 Budget
POLICIES: To make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. 0. Tax Increment Bonds, Series 1985A Debt Service Fund accounts for bonds which were sold in
1985 to finance the construction of the Earle Brown Heritage Center. The original amount of the issue
was $5,250,000 and bonds were scheduled to mature annually through the year 2003. Interest rates
vary from 6.30% to 8.10.% depending on the maturity date of the bond. Remaining bonds will be called
for early payment in 1996 because they were advance refunded with bonds bearing lower interest rates
in 1992.
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. The tax increments are intially collected in the
Earle Brown Tax Increment District Fund and then are transfered to this fund and the G. 0. Tax Increment
Bonds, Series 1991 A Debt Service Fund as they are needed.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Investment Earnings $8,471 $8,259 $5,000 $1,000 $1,000
Transfers In 560,000 600,000 640,000 4,180,000 4,180,000
Total $568,471 $608,259 $645,000 $4,181,000 $4,181,000
EXPENDITURES:
Principal $140,000 $185,000 $240,000 $4,475,000 $4,475,000
Interest 392,095 380,698 365,370 178,305 178,305
Fiscal agent fees 483 536 535 1,400 1,400
Transfer to 92 Bonds 173,634 173,634
Total $532,578 $566,234 $605,905 $4,828,339 $4,828,339
Comments: Funds must be accumulated by the end of each year to pay the next year's principal
and interest because the payments will become due before most of that year's
revenues are collected. These bonds will be called for early redemption in 1996 using
proceeds of the Tax Increment Refunding Bonds of 1992. Payments in 1996 will total
$4,653,855. The estimated remaining balance will be transfered to the Tax Increment
Refunding Bonds of 1992 Debt Service Fund.
159
G. O. TAX INCREMENT BONDS, SERIES 1991A
1996 Budget
POLICIES: To make debt service p a Y ments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. O. Tax Increment Bonds, Series 1991A Debt Service Fund accounts for bonds which 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 were scheduled to mature annually through the year 2004. Interest rates
vary from 4.70% 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. The tax increments are initially collected in the
Earle Brown Tax Increment District Fund and then are transfered to this fund and the G. O. Tax Increment
Bonds, Series 1985A Debt Service Fund as they are needed.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Investment Earnings $7,391 $6,335 $5,000 $5,000 $5,000
Transfers In 640,000 650,000 645,000 620,000 620,000
Total $647,391 $656,335 $650,000 $625,000 $625,000
EXPENDITURES:
Principal $350,000 $350,000 $350,000 $375,000 $375,000
Interest 321,750 304,250 286,138 266,825 266,825
Fiscal agent fees 400 400 402 425 425
Total $672,150 $654,650 $636,540 $642,250 $642,250
Comments: t Funds must be accumulated by the end of each year to pay the next year's principal
and interest because the payments will become due before most of that year's
revenues are collected. Payments in 1996 will total $642,250.
160
G. O. TAX INCREMENT REFUNDING BONDS, SERIES 1992A
1996 Budget
1
POLICIES: To make debt service p a Y ments on time.
To r
p ovide continuing financial disclosure to buyers of city bonds.
The G. O. Tax Increment Bonds, Series 1992A Debt Service Fund accounts for bonds which 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 were scheduled to mature annually through
the year 2003. Interest rates vary from 4.50% to 5.60.% depending on the maturity date of the bond.
The 1985 bonds will be called for early payment in 1996.
The source of revenue for the payment of principal and interest is tax increments on the captured value
1 of taxable property within the tax increment district.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Investment Earnings $217,959 $217,891 $220,000 $115,000 $115,000
Transfers In 733,634 733,634
Total $217,959 $217,891 $220,000 $848,634 $848,634
EXPENDITURES:
Principal
Interest $219,623 $219,623 $219,623 $219,623 $219,623
Fiscal agent fees 500 500
Transfer to 85 Bonds 4,180,000 4,180,000
Total $219,623 $219,623 $219,623 $4,400,123 $4,400,123
Comments: Funds must be accumulated by the end of each year to pay the next year's principal
and interest because the payments will become due before most of that year's
revenues are collected. Payments in 1996 will total $219,623. Principal payments
will begin in 1997, raising that year's total payments to $616,000.
161
G. O. TAX INCREMENT BONDS, SERIES 1995A
1996 Budget
POLICIES: To make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. O. Tax Increment Bonds, Series 1995 Debt Service Fund accounts for bonds which were sold in
1995 to finance the first year of redevelopment activity in Tax Increment District No. 3. The original
amount of the issue was $4,560,000 and bonds are scheduled to mature annually through the year
2011. Interest rates vary from 6.00% to 6.75 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.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Tax increments $223,376 $223,376
Investment Earnings 5,000 5,000
Total $0 $0 $0 $228,376 $228,376
EXPENDITURES:
Principal
Interest $224,250 $224,250
Fiscal agent fees 500 500
Total $0 $0 $0 $224,750 $224,750
Comments: Funds must be accumulated by the end of each year to pay the next year's principal
and interest because the payments will become due before most of that year's
revenues are collected. Payments in 1996 will total about $225,000. Due to the fact
that Tax Increment District No. 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 and payable
beginning in 1999.
162
G. O. IMPROVEMENT REFUNDING BONDS, SERIES 1987A
1996 Budget
1�
POLICIES: To
make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. 0. Improvement Refunding Bonds, Series 1987A Debt Service Fund accounts for bonds which were
sold in 1987 to refinance bonds sold in 1982 The original amount of the issue was $1,200,000 and bonds
will mature annually through the year 1997. Interest rates vary from 3.90% to 5.50% depending on the
maturity date of the bond.
The sources of revenue for the payment of principal and interest are special assessments on property directly
benefiting from the improvement and investment earnings on special assessments which were prepaid in
earlier years.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Special Assessments $233,087 $141,103 $120,000 $70,000 $70,000
Investment Earnings 81,873 83,964 4,000 4,000 4,000
Total $314,960 $225,067 $124,000 $74,000 $74,000
EXPENDITURES:
Principal $110,000 $100,000 $85,000 $50,000 $50,000
Interest 17,158 11,913 7,131 3,550 3,550
Fiscal agent fees 369 400 400
Transfers to Other Funds 1,125,437 450,000
Total $1,252,595 $561,913 $92,500 $53,950 $53,950
Comments: Funds must be accumulated by the end of each year to pay the next year's principal and
interest because the payments will become due before most of that year's revenues are
collected. Payments in 1996 will total about $54,000.
r
163
G. O. IMPROVEMENT BONDS, SERIES 1994B
1996 Budget
POLICIES: To make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. O. Improvement Bonds, Series 1994B Debt Service Fund accounts for bonds which 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 bonds will mature annually through the year 2005. Interest rates vary from
4.10% to 5.5.% depending on the maturity date of the bond.
The sources of revenue for the payment of principal and interest are 60% property taxes on all taxable
property within the city and 40% special assessments on property directly benefiting from the improvement.
Pursuant to State Law, levies are set at 105% of debt service requirements.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property Taxes $72,116 $65,583 $65,583
Special Assessments $131,829 61,324 55,627 55,627
Proceeds from Sale of Bonds 3,533
Investment Earnings 1,191 6,000 6,000
Total $0 $136,553 $133,440 $127,210 $127,210
EXPENDITURES:
Principal $65,000 $65,000
Interest 41,790 40,058 40,058
Fiscal agent fees 300 400 400
Total $0 $300 $41,790 $105,458 $105,458
Comments: Funds must be accumulated by the end of each year to pay the next year's principal and
interest because the payments will become due before most of that year's revenues are
collected. Payments in 1996 will total $105,458.
164
G. O. IMPROVEMENT BONDS, SERIES 1995B
1996 Budget
1
POLICIES: To make debt service payments on time.
To provide continuing financial disclosure to buyers of city bonds.
The G. 0. Improvement Bonds, Series 1995 Debt Service Fund accounts for 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 bonds will mature annually through the year 2006. Interest rates vary from 4.00% to
4.90.% depending on the maturity date of the bond.
The sources of revenue for the payment of principal and interest are 60% property taxes on all taxable
property within the city and 40% special assessments on property directly benefiting from the improvement.
Pursuant to State Law, levies are set at 105% of debt service requirements.
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property Taxes $66,489 $66,489
Special Assessments 44,082 44,082
Total $0 $0 $0 $110,571 $110,571
EXPENDITURES:
Principal
Interest 26,200 26,200
Fiscal agent fees 400 400
Total $0 $0 $0 $26,600 $26,600
Comments: Funds must be accumulated by the end of each year to pay the next year's principal and
interest because the payments will become due before most of that year's revenues are
collected. Payments in 1996 will total $26,600.
165
PART VII
1
1 CAPITAL PROJECTS
FUNDS
1
ESTIMATED REVENUES
AND
1 APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
City of Brooklyn Center
Capital Projects Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
ITURES
Adopted 1996 Budget
Housing Economic
and Development
Redevelop Authority Totals
Fund Fund 1996 1995
Revenues
Property taxes $119,636 $171,903 $291,539 $255,044
Intergovernmental 17,345 17,345 54,787
Investment earnings 105,000 105,000 62,500
Other 0 23,500
Total Revenues 136,981 276,903 413,884 395,831
Expenditures
Personal services 164,420 164,420 158,721
Supplies 1,100 1,100 2,300
Professional services 912,236 112,236 78,590
Contractual services 173,211 173,211 278,227
Capital outlays 233,000 233,000 131,327
Total Expenditures 683,967 683,967 649,165
Excess or Deficie -a of Revenues
Over Expenditures 136,981 (407,064) (270,083) (253,334)
Other Financing Sources or Uses(-)
Operating transfers in 407,064 407,064 390,308
Operating transfers out (136,981) (136,981) (136,974)
Total Other Financing Sources or Uses( (136,981) 407,064 270,083 253,334
Surnlus or Deficit 0 0 p 0
166
HOUSING AND REDEVELOPMENT AUTHORITY
1996 Budget
1
POLICIES:
IES. Collect and distribute tax revenues in an efficient and
responsible manner.
Estimate properly tax revenue by an objective conservative
analytical process.
The purpose of this budget is to provide a source of funding for the Economic Development Authority Special
Operating fund's activities. All revenues collected by the H.R.A. are transfered to the E.D.A. Special Operating Fund
when collected,
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property taxes $121,682 $115,103 $122,340 $123,336 $123,336
Less: 3 Uncollectable ($3,670) ($3,700) ($3,700)
Net Property Taxes $121,682 $115,103 $118,670 $119,636 $119,636
Homestead Credit Revenue 15,304 17,835 18,304 17,345 17,345
Total $137,986 $132,938 $136,974 $136,981 $136,981
EXPENDITURES:
Transfer to E.Q.A. Fund $137,986 $132,938 $136,974 $136,981 $136,981
Total $137,986 $132,938 $136,974 $136,981 $136,981
COMMENTS: Based on 1994 tax collections, we estimate that 3% of the current year tax levy will be
delinquent. Therefore, the provision for uncollected property taxes increased from 2% to
3% for 1995 and stayed at 3% for 1996:
167
I
ECONOMIC DEVELOPMENT AUTHORITY
SPECIAL OPERATING FUND
1996 Budget
POLICIES: To reserve the vitality of the City's neighborhoods and maintain a high level of
P tY tY
resident satisfaction with the City's housing and related services and to maximize the
quality of the City's existing housing stock through programs of selected redevelopment
and rehabilitation.
To encourage the continual updating and redevelopment of the City's commercial
areas to keep them attractive and competitive and encourage the location of new
businesses.
To encourage the preservation and expansion of the City's industrial base.
PURPOSE: The purpose of the Economic Development Authority is to preserve and improve the
City's neighborhoods so that there continues to be a high level of resident satisfaction
with City neighborhoods and housing. Additionally, the EDA will work to undertake such
programs and policies that will 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.
ACTIVITIES: Percent of Budoe; STAFFING:
Administration 22°x6 1.00 Community Develop. Director
Redevelopment 58% 1.00 Community Develop. Specialist
Rehab of Private Property 15% 0.60 E.D.A. Secretary
Special Studies/Projects 5% 0.05 Building Inspector
100% 0.05 Community Develop. Recept
0.05 Community Develop. Secretary
2.75 Full -time Equivalents
Actual Actual Adopted Manager Council
Ado Pt
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Property Taxes E.D.A. Levy $140,751 $123,443 $140,592 $177,220 $177,220
Less: 3% Uncollectible 0 0 (4,218) ($,317) (5,317)
Net Property Taxes $140,751 $123,443 $136,374 $171;903 $171,903
Homestead Credit 34,792 30,306 36,483
Transfer from H.R.A. Fund 137,986 132,938 136,974 136,981 136,981
Investment Earnings 86,965 96,226 62,500 105,000 105,000
C.D.B.G. Revenue 240,781 184,836 253,334 270,083 270,083
Apartment Rent 26,785 21,658 23,500
State Grant 275,000
Transfer Capital Improve Fund 470,000
Other 5,129
Total $668,060 $1,339,536 $649,165 $683,967 $683,967
EXPENDITURES:
Personnel $152,008 $152,008, $158,721 $164,420 $164,420
Supplies 829 829 2,300 1,100 1,100
Legal Professional 119,485 119,485 78,590 112,236 112,236
Repairs Maintenance 74,552 74,552 143,017 92,382 92,382
Contractual Services 67,003 67,003 54,450 56,240 56,240
Vehicle Services 3,405 2,242 2,242
Taxes 59,977 59,977 28,700 4,900 4,900
Capital Outlay 606,531 606,531 131,327 233,000 233,000
Relocation Assistance 6,500 6,500 24,000
Other 15,080 15,080 24,655 17,447 17,447
Total $1,101,965 $1,101,965 $649,165 $683,967 $683,967
Staffing (FTE) 2.6 2.7 2.7 2.8 2.8
168
DEPARTMENT. E.D.A. ACTIVITY: Administration
Activity Description
General management of housing and economic development activities including the following:
9 P a t g e
1. General housing economic development information for i
9 anon resource o City Council public inquiries,
P and other
Y P
governmental agencies.
2. Staffing for special projects including Minnesota City Participation Program (MCPP) first -time home buyer
program, Realtors Day, and Five City Remodeling Fair.
3. Staff time allocated to advisory commissions and task forces, Chamber committees and professional
organizations.
4. Preparation of grants for special funding from state and federal agencies and preparation of special legislation
for Minnesota State Legislature.
5. Research housing and mortgage programs relative to the City's housing needs.'
Percent of Total Budget: 22%
1996 Objectives
1) Continue Minnesota City Participation Program with a goal of 20 -25 first -time home
buyer mortgages.
2) Work with City advisory commissions and task forces on various projects.
3) Work with homeowners and potential homeowners to provide access to loans to purchase
properties and loans to rehabilitate properties.
4) Continue economic development activity, including business expansion and retention activities.
Adopted 1996 Budget
Revenues
Property Tax; E.D.A. Levy $84,624
Property Tax H.R.A. Levy 67,384
Total $152,008
Expenditures Staff Allocation
Personnel $54,604 Community Develop. Director 0.30
Supplies 600 Community Develop. Specialist 0.35
Legal &Professional 58,000 E.D.A. Secretary 0.19
Communications 3,020 Total 0.84
Contractual ctuaC
Services 1
9 640
Vehicle
Services
2,242
Insurance 6,000
Contigency 7,902
Total $152,008
Comments:
t This program provides. a variety of housing and economic development activities generally not
linked to specific projects. This is the E.D.A. program that provides the greatest amount of
public contact in a variety of capacities, including information resource and referral, special
mortgage or housing rehabilitation programs and City housing policy information.
For 1996, a management support program is included in administration. This program will
address services intended to assist the EDA's economic development activities including
development
t and management of a small business loan program, follow-up P
9 P 9 P on business
concerns gathered from the Community Partners Program, promotion of Brooklyn Center with
the commercial development community, and other specific projects as assigned which address
business growth and retention in the City of Brooklyn Center.
.169
1
DEPARTMENT:. E.D.A. ACTIVITY: Redevelopment
Activity Description
The EDA's scattered site redevelopment program focuses on acquisition and demolition of blighted single-
family and multi- family properties in the City. The goals of the program are removal of blighting influences
on City neighborhoods and redevelopment of the properties. The non personnel portion of this activity
reflects costs related directly to the EDA's scattered site redevelopment program.
In addition to the scattered site acquisition program, which is funded exclusively by the EDA /HRA levies,
the personnel costs reflect anticipated staff time to be committed to future redevelopment projects funded
with revenue sources outside the EDA /HRA levies, with financing tools such as tax increment financing.
Separate project budgets will be developed for these activities as they proceed. These projects include
the Willow Lane area and 69th and Brooklyn Boulevard area.
Percent of Total Budget: 58 °k
1996 Objectives
1) Voluntary acquisition of blighted single- family properties.
2) Redevelopment of 3 -6 single family lots with new single family construction.
3) Continue to reimburse Economic Development Authority special operating fund for
acquisition and demolition of Humboldt Avenue apartments (6715, 6717, 6719 and 6721
Humboldt Avenue North) from multi -year Community Development Block Grant (CDBG)
scattered site project.
4) Develop Willow Lane and the 69th Avenue and Brooklyn Boulevard redevelopment projects.
5) Continue to work with multi family property owners and potential buyers of these properties to
facilitate rehabilitation of these properties.
Adopted 1996 Budget
Revenues
Property Tax E.D.A. Levy $73,201
Property Tax H.R.A. Levy 58,369
Investment Earnings 105,000
C.D.B.G. Revenue 160,306
Total $396,876
Expenditures Staff Allocation
Personnel $101,421 Com. Dev. Director 0.70
Supplies 500 Com. Dev. Specialist 0.60
Legal Professional 19,930 EDA Secretary 0.40
Communications 525 Total 1.70
Contractual Services 36,600
Taxes 4,900
Capital Outlay 233,000
Total $396,876
Comments: The majority of staff time for the Community Development Director, Community
Development Specialist and EDA Secretary will be spent on this activity in 1996.
The Community Development Specialist and Community Development Secretary will be
the staff primarily responsible for the scattered site redevelopment program. Staff tasks
for the scattered site program include:
Property acquisition.
Management of asbestos abatement projects, when needed.
Management of demolition.
Redevelopment of lots.
170
DEPARTMENT: E.D.A. ACTIVITY: Rehab e ab of Private Property
Activity Description
This activity is the EDA's housing rehabilitation deferred loan program which provides up to $15,000 in
deferred loans to income- qualified applicants for rehabilitation of single- family and duplex properties in the City.
The deferred loan program is funded exclusively with Community Development Block Grant (CDBG) funds.`
Percent of Total Budget: 15
1996 Objectives
1 The 1
996
deferred loan program plans to provide rehabilitation for 6 8 single-family
p
g p p homes
in the City.
Adopted 1996 Budget
Revenues
C.D.B.G. Revenues $100,777
Total $100,777
Expenditures Staff Allocation
Personnel $8,395 Coma Dev. Specialist 0.05
Repairs Maintenance 92,382 EDA Secretary 0.01
Total $100,777 Building Inspector 0.05
Comm. Development Reception. 0.05
Comm. Development Secretary 0.05
Total 0.21
Comments: This program has been in place since the mid- 1970's and provides comprehensive
rehabilitation to eligible properties of income- eligible applicants whose incomes are at 60% or
below the median household income established by the Department of Housing and Urban
Development (HUD). Applicants incomes are verified for eligibility by the Hennepin County of
Planning and Development staff on a fee basis. City Community Development staff provide
the remainder of staff support to the program, including initial inspections, development of
PP P 9 9 P P
project specifications, preconstruction and final inspections.
DEPARTMENT: E.D.A. ACTIVITY: Special Studies /Projects
P 1
Activity Description
This program activity provides for special projects undertaken by the EDA which are outside the standard
development /redevelopment activities of the EDA. The 1996 projects included in this project are:
1) Household Outside Maintena for tb_Q Elderly (HOB. This is a program that provides minor home
repair for persons 60 years of age and over or who are permanently disabled.
2) Business retention study This program is a joint city project which proposes to promote business
expansion /retention and provide job opportunities. The 1996 budget would fund the third phase of this
project. The project would be funded with the EDA /HRA levy.
Percent of Total Budget: 5
1996 Objectives
1) The HOME program proposes to complete between 30-40 projects this year.
2) The business retention study proposes to complete the initial phase of the study with this
funding.
Adopted 1996 Budget
Revenues
Property Tax E.D.A. Levy $14,078
Property Tax H.R.A. Levy 11,228
C.D.B.G. Revenues 9,000
Total $34,306
Expenditures
Professional Services 34,306
Total $34,306
i
Comments: The special studies are those activities that are accomplished through contractual
agreements with outside organizations. The business retention study is being
undertaken by Community Resource Partnership on a multi -city basis, 'while the
HOME program is operated by Senior Community Services, a nonprofit corporation
which provides minor home repair services to persons 60 years of age or older or
permanently disabled persons.
172
j
1-
ECONOMIC DEVELOPMENT AUTHORITY
1996 Budget 1'
1
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Land /Building Acquisitions $233,000 $233,000 1
Total Capital Outlay $233,000 $233,000
1
1
1
i
1
i
i
1
1
1
1
173
1
1
1
1
PART VIII
1
1 ENTERPRISE FUNDS
1
1
ESTIMATED REVENUES
AND
1 APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
City of Brooklyn Center
Enterprise Funds
COMBINING STATEMENT OF REVENUES AND EXPENSES
1996 Budget
E. Brown
Municipal Golf Heritage Recycling Water Sanitary Storm
Liquor Course Center Refuse utility Sewer Drainage Totals
Fund Fund Fund Fund Fund Fund Fund 1996 1995
Oneratina Revenues
Sales and user fees $2,792,850 $325,600 $2,560,634 $213,966 $1,113,000 $2,238,415 $832,000 $10,076,465 $9,872,320
(Cost of sales) (2,121,950) (29,300) (372,784) (2,524,034) (2,444,112)
Investment earnings 3,000 6,034 240,000 150,000 28,000 427,034 400,743
Special assessments 20,000 20,000 20,000
Net Oneratina Revenues 673,900 296,300 2,187,850 220,000 1,373,000 2,388,415 860,000 7,999,465 7,848,951
Qperatin Ex penses 520,979 231,040 2,148,575 220,000 1,073,841 1,983,143 214,418 6,391,996 6,331,744
.n
Operal'•nn Income (Loss) 152,921 65,260 39,275 0 299,159 405,272 645,582 1,607,469 1,517,207
Nononeratina Revenues or (Expenses)
Interest and fiscal agent fees (10,622) (57,500) (28,572) (198,815) (295,509) (180,572)
Nononeratina Totals (10,622) (57,500) (28,572) (198,815) (295,509) (180,572)
Income Before Oneratina Transfers 142,299 7,760 10,703 0 299,159 405,272 446,767 1,311,960 1,336,635
Operating Transfers Out (100,000) (100,000) (100,000)
Net Income (Loss) $42,299 $7,760 $10,703 $0 $299,159 $405,272 $446,767 $1,211,960 $1,236,635
I
hquodcombprop
LIQUOR STORES
1996 Budget
POLICIES: Assure and enforce state and local liquor laws to insure that alcoholic products
are not sold to minors and those who are obviously intoxicated.
Identify the tastes and interests of the community and develop product lines
accordingly.
Provide a balance of products and services for a variety of age groups.
Continue to review the trends of new and changing product lines.
It is our ultimate goal to maintain a safe community by dispensing alcoholic products to our citizens in a lawful
manner and still maintain a reasonable profit.
ACTIVITIES: Percent of Sales Budggt STAFFING:
Humboldt Liquor Store 30% 1.00 Liquor Stores' Manager
Boulevard Liquor Store 33% 2.00 Liquor Store Supervisors
Northbrook Liquor Store 37% 0.85 Office Assistant
100% 11.40 Cashier /Clerk
15.25 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Liquor Sales $860,914 $867,557 $875,000 $892,100 $892,100
Wine Sales 265,333 265,032 267,000 274,200 274,200
Beer Sales 1,318,596 1,397,958 1,400,000 1,456,700 1,456,700
Other Sales 171,030 169,192 170,000 169,850 169,850
Investment Earnings 3,125 4,036 3,300 3,000 3,000
Total Revenues $2,618,998 $2,703,775 $2,715,300 $2,795,850 $2,795,850
Less: Cost of Sales $1,975,491 $2,023,603 $2,047,561 $2,121,950 $2,121,950
ill Gross Profit $643,507 $680,172 $667,739 $673,900 $673,900
EXPENDITURES:
Personnel $356,468 $369,660 $362,256 $363,951 $363,951
Supplies 6,481 8,551 8,500 10,200 10,200
Other Contractual Services 51,705 61,755 35,330 40,218 40,218
Building Rent 38,897 35,410 35,950 37,000 37,000
Insurance 31,534 13,318 13,220 13,850 13,850
Utilities 23,119 22,234 23,810 23,460 23,460
Depreciation 29,043 15,717 25,895 24,800 24,800
Interest Expense 16,193 14,491 12,640 10,622 10,622
Capital Outlay 12,000 0 0
Contingency 0 0 9,050 7,500 7,500
Total Expenditures $553,440 $541,136 $538,651 $531,601 $531,601
Operating Income $90,067 $139,036 $129,088 $142,299 $142,299
Central Garage Transfer $14,549
General Fund Transfer $100,000 100,000 $100,000 $100,000 $100,000
Net Income ($9,933) $24,487 $29,088 $42,299 $42,299
Staffing (FTE) 15.1 15.1 15.3 15.3 15.3
COMMENTS: The Liquor Stores experienced significant cash outflows in 1994 due to the purchase of a new
cash register /inventory control system. Profits in 1994 and 1995 are needed to get the fund back
to the cash position it held at the end of 1993.
175
FUND: LIQUOR FUND Activity: HUMBOLDT STORE
Activity Description
This activity accounts for the Humboldt Municipal Liquor Store located at 1500 69th Avenue
North.
Percent of Total Sales Budget 30% f
1996 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of p art -time staff.
4 Improve rove ffi i
e c enc due to then vv i
1 p e liquor inventory controls stem &cash registers.
re
Y q rY Y 9
Adopted 1996 Budget
REVENUES:
Liquor Sales $261,800
Wine Sales 77,000
Beer Sales
443,000
Other Sales 47,000
Investment Earnings 1,000
Total Revenues $829,800
Less: Cost of Sales $630,830
Gross Profit $198,970
EXPENDITURES: STAFFING:
Personnel $118,122 0.50 Liquor Stores' Manager
Supplies 3,550 0.85 Office Assistant
Other Contractual Services 13,479 3.80 Cashier /Clerk
Insurance 4,200
Utilities 8,980 5.15 Full -time Equivalents
Depreciation 12,000
Interest Expense 10,622
Capital Outlay 0
Contigency 2,500
Total Expenditures $173,453
Operating Income $25,517
176
Activity: FUND: LIQUOR FUND BOULEVARD STORE
Activity Description
This activity accounts for the Boulevard Municipal Liquor Store located at 6250 Brooklyn
Boulevard.
Percent of Total Sales Budget 33%
1996 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part -time staff.
4) Improve efficiency due to the new liquor inventory control system cash registers.
Adopted 1996 Budget
REVENUES:
Liquor Sales $315,000
Wine Sales 101,000
Beer Sales 455,500
Other Sales 52,225
Investment Earnings 1,000
Total Revenues $924,725
Less: Cost of Sales $700,745
Gross Profit $223,980
EXPENDITURES: STAFFING:
Personnel $123,822 0.25 Liquor Stores' Manager
Supplies 3,550 1.00 Liquor Store Supervisors
Other Contractual Services 14,212 3.80 Cashier /Clerk
Insurance 4,965
Utilities 6,930 5.05 Full -time Equivalents
Depreciation 6,400
Capital Outlay 0
Contingency 2,500
Total Expenditures $162,379
Operating Income $61,601
177
FUND: LIQUOR FUND Activity: NORTHBROOK STORE
Activity Description
This activity accounts for the Northbrook Municipal Liquor Store located at 1966 57th Avenue
North.
Percent of Total Sales Budget 37%
1996 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part -time staff.
4) Improve efficiency due to the new liquor inventory control system cash registers.
Adopted 1996 Budget
REVENUES:
Liquor Sales $315,300
Wine Sales 96,200
Beer Sales 558,200
Other Sales 70,625
Investment Earnings 1,000
Total Revenues $1,041,325
Less: Cost of Sales $790,375
Gross Profit $250,950
EXPENDITURES: STAFFING:
Personnel $122,007 0.25 Liquor Stores' Manager
Supplies 3,100 1.00 Liquor Store Supervisors
Other Contractual Services 12,527 3.80 Cashier /Clerk r
Building Rent 37,000
Insurance 4,685 5.05 Full -time Equivalents
Utilities 7,550
Depreciation 6,400
Capital Outlay 0
Contigency 2,500
Total Expenditures $195,769
Operating Income $55,181
178
CENTERBROOK GOLF COURSE
1996 Budget
1 POLICIES: Continue to provide an outstanding par three golf course which
can be enjoyed to the utmost by the golfers of this area.
ACTIVITIES:
Percent of Budaet STAFFING:
Golf Operations 68% 1.00 Grounds Supervisor
Grounds Maintenance 32% 2.00 Club House
0.75 Course Rangers
100% 1.50 Course Maintenance
t 0.25 Golf Lessons
5.50 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Green Fees $213,469 $232,862 $243,200 $254,700 $254,700
Merchandise Sales 19,918 18,909 18,000 20,000 20,000
Concessions 17,348 18,237 18,000 21,000 21,000
Other Sales 29,298 32,042 29,500 29,900 29,900
Investment Earnings 2,332
Total Revenues $282,365 $302,050 $308,700 $325,600 $325,600
Less: Cost of Sales $29,352 $34,550 $28,500 $29,300 $29,300
Gross Profit $253,013 $267,500 $280,200 $296,300 $296,300
DIT
EXPEN RES: U
Personnel $121,636 $117,881 $111,567 $129,681 $129,681
Admin. Services Transfer 7,000 6,800 6,200 4,581 4,581
Supplies 16,061 20,713 17,800 16,000 16,000
Other Contractual Services 17,801 35,009 17,940 22;407 22,407
Insurance 3,767 7,987 8,150 8,305 8,305
Utilities 8,943 11,079 9,500 10,000 10,000
Vehicle Services 0 22,704 19,800 23,166 23,166
Depreciation 23,236 13,659 15,725 16,900 16,900
Interest Expense 54,000 56,065 54,000 57,500 57
Total Expenditures $252,444 $291,897 $260,682 $288,540 $288,540
Net Income $569 ($24,397) $19,518 $7,760 $7,760
Staffing (FTE) 5.8 5.8 5.5 5.5 5.5
COMMENTS: The Golf Course experienced significant cash outflows in 1994 due to the reconstruction of the
pedestrian bridge and the need to transfer cash to the Central Garage Fund for past depreciation
on equipment. Any excess cash is used to pay down the loan from the Capital improvements
Fund,
179
DEPARTMENT: Golf Course ACTIVITY: Golf Operations
Activity Description
This activity provides for the people wishing to play golf at Centerbrook such as purchasing
green fees, buying golf equipment, and helping them to understand the rules and regulations
of the course.
Percent of Total Dept. Budget 66%
1996 Objectives
1) Conduct a marketing study to increase the number of golfers and improve service.
2) Increase the number of people taking lessions.
3) Make sure that the golfers are able to play at a good pace.
Adopted 1996 Budget
Revenues Part -time Employees
Green Fees $150,184 Staff Allocation
Merchandise Sales 20,000 Club House 2.00
Concessions 21,000 Course Rangers 0.75 j
Other Sales 29,900 Golf Lessons 0.25
Total Revenues $221,084 Full -time Equivalents 3.00
Less: Cost of Sales $29,300
Gross Profit $191,784
Expenditures
Personnel $65,031
Admin. Services Transfer 4,581
Supplies 2,700 1
Contractual Services 19,007
Insurance 8,305
Utilities 10,000
Depreciation 16,900
Interest Expense 57,500
Total $184,024
180
DEPARTMENT: Golf Course ACTIVITY: Grounds Maintenance
Activity Description
This activity provides for the maintenance of the golf course.
Percent of Total Dept. Budget 34%
1996 Objectives
1) To improve the appearance of the course by adding more flowers and trees.
Adopted 1996 Budget
Revenues Staff Allocation
Green Fees $104,516 Grounds Supervisor 1.00
Course Maintenance 1.50
Total $104,516 Full -time Equivalents 2.50
Expenditures
Personnel 64,650
Supplies 13,300
Contractual Services 3,400
Vehicle Services 23,166
Total $104,516
i 181
EARL
E BROWN HERITAGE CENTER
1996 Budget
POLICIES: To provide meeting facilities which will attract multiple day events
thereby providing revenue to area hotel, restaurant, and retail facilities.
To provide the highest level of product and service in the meeting
industry.
To develop new corporate, social, and trade show clients while
retaining current users.
To preserve the historic redevelopment of Brooklyn Farm by
maintaining the physical plant and grounds.
Missio State
R ment: Earle Brown Heritage Center is STAFFING'
dedicated to providing unique facilities for meetings, 1.00 Manager
conferences and special events with style, courtesy and 1.00 Maintenance Supervisor
superior service. 1.00 Sales Director
3.00 Sales Managers
1.00 Maintenance Custodian
1_00 Secretary
ACTIVITIES: Percent of Sales Rudggt 1.00 Receptionist
Convention Center 81% 1.00 Innkeeper
Inn on the Farm 11% 1.00 Asst. Innkeeper
Earles Restaurant 3% 8.00 Set -up Crew
Office Rentals 5% 1.45 Custodian
100% 1.40 Maintenance Worker
0.72 Office Assistant
1.60 Night Auditor
2.60 Hostess /Cook
2.00 Housekeeping /Laundry
28.77 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Room Rentals $605,776 $675,714 $795,000 $791,100 $791,100
Food Liquor Sales 908,371 1,260,222 1,399,227 1,398,930 1,398,930
Equipment Rents 73,014 84,073 101,310 112,110 112,110
Office Rents 112,823 111,498 103,803 124,851 124,851
Other 112,111 116,603 137,899 133,643 133,643
Total Revenues $1,812,095 $2,248,110, $2,537,239 $2,560,634 $2,560,634
EXPENDITURES:
Personnel $587,078 $651,432 $727,496 $772,622 $772,622
Contract Personnel 291,289 449,537 456,863 477,695 477,695
Management Fees 75,271 126,823 122,500 112,510 112,510
Administrative Services 38,160 42,192 51,916 47,707 47,707
food Liquor Costs 236,303 354,493 368,051 372,784 372,784
Supplies 127,029 150,742 146,588 149,265 149,265
Utilities 128,653 141,510 137,575 145,908 145,908
Other 334,487 364,178 336,245 347,122 347,122
Property Taxes 65,679 64,548 67,196 58,500 58,500
Capital Outlay 30,824 51,838 82,656 21,097 21,097
Contigency 17,321 16,149 16,149
Interest Expense 12,956 22,701 22,832 28,572 28,572
Total Expenditures $1,927,729 $2,419,994 $2,537,239 $2,549,931 $2,549,931
Net Income (Loss) ($115,634) ($171,884) $0 $10,703 $10,703
Staffing (FTE) 23.8 24.4 24.3 28.8 28.8
182
FUND: EARLE BROWN HERITAGE CENTER Activity: CONVENTION CENTER
Activity Description
The Convention Center provides a unique conference, social, and trade show environment where guest service and client
satisfaction build a solid base of repeat customers. Catering provides food and beverage services to the facility as a whole
while maintaining the highest service standards, exceptional food product, and consistent level of profitability.
Percent of Total Sales Budget 81%
1996 Objectives
Convention Center
1) Continue to develop new clients through direct mail campaigns and on -site facility exposure.
2) Continue prior trends of yearly business increases by booking an additional 24% over 1994.
3) Continue ongoing maintenance painting required to present the facility in the best possible light.
Caterinq
1) Continue to provide the finest quality of food and beverage to Heritage Center clients.
2) Develop additional revenue by increasing some food prices and by creating new menus to satisfy repeat clients.
3) Aggressively market and sell catering services to reflect a sales increase consistent with
the increased room rental budget.
1993 1994 1995 Council
Actual Actual Adopted Adopted
REVENUES:
Room Rentals $408,456 $452,558 $585,000 $556,000
Food &Liquor Sales 900,703 1,188,863 1,260,875 1,282,050
Equipment Rentals 73,014 84,073 101,310 112,110
Other 100,254 106,332 111,102 119,530
Total Revenues $1,482,427 $1,831,826 $2,058,287 $2,069,690
EXPENDITURES:
Personnel $384,872 $417,744 $503,764 $529,126
Contract Personnel 291,289 429,296 431,630 457,142 STAFFING:
Management Fees 75,271 118,423 110,500 112,510 0.80 Manager
Administrative Service 21,200 26,370 28,842 26,504 0.73 Maint. Supervisor
Food Liquor Costs 218,127 292,454 305,885 311,818 1.00 Sales Director
Supplies 102,850 119,212 116,307 118,192 3.00 Sales Manager
Promotion /Advertising 69,984 60,486 57,053 56,555 0.73 Maint. Custodian
Repairs &Rentals 54,295 70,127 59,662 71,000 1.00 Secretary
Utilities 104,909 115,273 111,660 118,651 0.94 Receptionist
Other 124,747 133,950 130,409 135,695 8.00 Set -up Crew
Capital Outlay 29,530 35,598 70,808 16,377 1.05 Custodian
Contingency 0 0 13,528 13,425 1.05 Maint. Worker
Interest Expense 6,478 12,649 12,157 15,027 0.72 Office Assistant
Total Expenditures $1,483,552 $1,831,582 $1,952,205 $1,982,022 19.02 FTE's
Net Income /(Loss) ($1,125) $244 $106,082 $87,668
r
183
1
CONVENTION CENTER
1996 Budget
Detail of Capital Outlay
Total Council_
Description Unit/Cost Requested Adopted
1. Parking lot resurfacing $3,180 $3,180
2. Loft furniture lighting 1,900 1,900
3. Laser printer 1 2,017 2,017 2,017
4. 45" vacuum cleaner 1 6,000 6,000 6,000
S. Overhead projector /cart 1 1,220 1,220 1,220
6. VCR 1 500 500 500
7. Flipchart carrying case 4 390 1,560 1,560
Total Capital Outlay $16,377 $16,377
Comments:
I
184
FUND: EARLE BROWN HERITAGE CENTER Activity: INN ON THE FARM
Activity Description
The activity of the Innis a two -fold process:
1. A historic preservation which serves as a showcase for much of the community's past; and
2. Serving as a working Country Inn serving social, corporate, and travel clientele who are visiting and /or doing business
in the North Metro Area.
Percent of Total Sales Budget 11%
1996 Objectives
1) To continue development of corporate clients who are the base of our repeat business.
2) To maintain the strong occupancy levels experienced during 1994.
3) To develop direct mail or other promotions to increase winter occupancy.
1993 1994 1995 Council
Actual Actual Adopted Adopted
REVENUES:
Room Rentals $183,360 $209,266 $210,000 $220,000
Meal Sales 7,668 31,539 25,200 25,200
Facility Rentals 13,960 13,890 13,100 15,100
Other 6,635 5,443 8,533 10,533
Total Revenues $211,623 $260,138 $256,833 $270,833
EXPENDITURES: STAFFING:
Personnel $179,672 $188,947 $176,285 $183,928 0.10 Manager
Administrative Services 12,720 10,548 14,421 13,252 0.10 Maint. Supervisor
Supplies 18,299 21,571 21,915 21,957 0.10 Maint. Custodian
Food Costs 18,176 43,550 30,550 35,350 0.80 Innkeeper
Other Services 25,336 28,944 24,674 24,312 0.80 Asst. Innkeeper
Advertising 25,851 18,819 15,126 12,131 0.06 Receptionist
Repairs Rentals 15,511 8,177 8,531 8,698 1.60 Night Auditor
Insurance 1,381 4,557 3,884 4,417 2.60 Hostess /Cook
Utilities 17,023 18,555 18,572 18,627 2.00 Housekeeper
Property Taxes 29,133 28,912 29,816 28,080 8.16 FTE's
Capital Outlay 740 1,550 8,726 3,660
Contingency 0 0 2,824 2,124
Interest Expense 6,478 10,052 10,675 13,545
Total Expenditures $350,320 $384,182 $365,999 $370,081
Net Income /(Loss) ($138,697) ($124,044) ($109,166) ($99,248)
185
INN ON THE FARM
1996 Budget
Detail of Ca0aI Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Parking lot resurfacing $1,060 $1,060
2. Computer 1 @2,600 2,600 2,600
Total Capital Outlay $3,660 $3,660
186
FUND: EARLE BROWN HERITAGE CENTER Activity: EARLES
Activity Description
Earles serves a complement to the Inn and the Heritage Center as a whole- by offering the complete
package of overnight accommodations and a dining opportunity. Earles features Midwest cuisine of
the past and present which is in keeping with the spirit of a historic preservation.
Percent of Total Sales Budget 3%
1996 Objectives
1) Develop a minimum occupancy average of 32 covers.
2) Maintain exceptional food quality while promoting regional gourmet cuisine.
3) Provide unparalleled service to guests.
4) Increase exposure to the Inn through Earle's guests.
1994 1995 Council
Actual Adopted Adopted
REVENUES:
Meal Sales $31,646 $96,512 $78,200
Liquor Sales 8,174 16,640 13,480
Total Revenues $39,820 $113,152 $91,680
EXPENDITURES: STAFFING:
Personnel $14,516 $18,517 $26,597 0.05 Manager
Contract Personnel 20,241 25,233 20,553 0.02 Maintenance Supervisor
Management Fees 8,400 12,000 0 0.02 Maintenance Custodian
Administrative Services 0 2,885 2,650 0.20 Innkeeper
Supplies 2,779 985 1,195 0.20 Asst. Innkeeper
Food Liquor Costs 18,489 31,616 25,616 0.49 FTE's
Other Services 2,648 3,228 528
Advertising 17,911 12,075 12,700
Repairs Rentals 1,307 1,028 1,028
Opening Costs 14,690 0 0
Contingency 0 86 0
Total Expenditures $100,981 $107,653 $90,867
Net Incomel(Loss) ($61,161) $5,499 $813
Comments: Food revenues are based on 32 reservations (covers) per night, two nights a week (104
nights for the year), at a per person cost of $28.50. Liquor revenues are based on the
same reservation basis at a $5.00 per person cost. Occupancy is figured at 40
Earle's is still in its first year start up mode. The critic's reviews of food and concept
have been very complimentary. Guests continue to express delight at the concept and
content. Saturday reservations are running about 25 covers, with Friday at lower levels.
As with the Inn and Convention Center, growth will come with exposure.
187
FUND: EARLE BROWN HERITAGE CENTER Activity: OFFICE RENTALS
Activity Description
The H and D Barns provide commercial office rental space for a variety of tenants under leases to the Heritage
Center for specified terms.
Percent of Total Sales Budget 6%
1996 Objectives
1) To maintain 100% occupancy of the commercial office space.
2) To continue to provide appropriate maintenance to maintain current high standards.
3) To respond to tenant concerns, if any, in a timely manner.
1993 1994 1995 Council
Actual Actual Ado Ado to
REVENUES:
Office Rents $112,823 $111,498 $103,803 $124,851
Cleaning Services 4,288 4,618 4,620 780
Other 934 210 544 2,800
Total Revenues $118,045 $116,326 $108,967 $128,431
EXPENDITURES: STAFFING:
Personnel $22,534 $30,225 $28,930 $32,971 0.05 Manager
Administrative Services 4,240 5,274 5,768 5,301 0.15 Maint. Supervisor
Supplies 5,880 7,180 7,381 7,921 0.15 Maint. Custodian
Other Services 7,322 10,182 14,634 14,638 0.40 Custodian
Repairs Rentals 8,650 4,629 3,525 3,755 0.35 Maint. Worker
Insurance 1,410 2,441 2,416 1,665 1.10 FTE's
Utilities 6,721 7,682 7,343 8,630
Property Taxes 36,546 35,636 37,380 30,420
Capital Outlay 554 0 3,122 1,060
Contingency 0 0 883 600
Total Expenditures $93,857 $103,249 $111,382 $106,961
Net Income /(Loss) $24,188 $13,077 ($2,415) $21,470
Comments: Revenues reflect:
1. Loss of Farm Journal in "H" Barn.
2. Move of North Metro CVB from Stable to "H" Barn.
3. Use of former CVB space for Heritage Center Catering staff.
188
OFFICE RENTALS
1996 Budget
i
Detail of Capital Outlay
Total Council
Description UnitlCost Requested Adopted
I. Parking lot resurfacing $1,060 $1,060
Total Capital Outlay $1,060 $1,060
189
I
RECYCLING FUND
r 1996 Budget
POLICIES: To continue an effective program of curbside recycling, while
keeping costs as affordable as possible
Identify program needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
The recycling fund accounts for the operations and administration of the cities, state mandated, curbside recycling
program. it is primarily comprised of fees paid to the Hennepin Recycling Group (HRG) for recycling services and,
the charges to households to cover those costs. Fees are collected on a per household /per month basis. The fund
is managed by the Director of Public Services and is established as an enterprise fund. Enterprise funds are self
supporting activities of the city which render services on a user charge basis to the general public.
ACTIVITIES: Percent of Budoet STAFFING:
Curbside Recycling 100% 0.00
100% 0.00 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Service to Customers $106,196 $134,185 $213,366 $213,366 $2,366
$6
Investment Earnings $4,388 $5,167 $3,900 $6,034 $6,034
Container Sales 567 554 600 600 600
Total Revenues $111,151 $139,906 $217,866 $220,000 $220,000
EXPENDITURES:
Supplies 567 554 600 600 600
Other Contractual Services 98,604 111,447 208,404 209,000 209,000
Logis Charges 4,923 6,000 6,000 10,000 10,000
Insurance 871 400 400
Total Expenditures $104,094 $118,872 $215,004 $220,000 $220,000
Operating Income $7,057 $21,034 $2,862 $0
r
Net Income $7,057 $21,034 $2,862 $0 $0
Staffing (FTE) 0.0 0.0 0.0 0.0 OA
COMMENTS: The rates and expenses for recycling were increased substantially for 1995 due to the reduction in
reimbursements from Hennepin County. Collection costs increased by $1.00 per household per
month, but the rate increase was held to $.90 per month. This was accomplished by the addition
of the City of Brooklyn Park to the HRG, thereby allowing more efficient administration.
190
WATER UTILITY FUND
1 1996 Budget
POLICIES: Maintain a comprehensive system for water pumping, storage and
distribution
Identify nfrastructure needs and develop evelop funding mechanisms which
are fiscally responsible while providing adequate revenue
This fund accounts for the provision of water to customers. Administration, wells, storage, and distribution are
included. The fund is managed by the Public Services Director and has been established as an enterprise fund.
Enterprise funds are self supporting activities of the city which render services on a user charge basis to the general
public
ACTIVITIES: Percent of Budget STAFFING:
Well Maintenance Repair 20% 0.48 Public Utilities Supervisor
Tower Maintenance Repair 2% 4.43 Maintenance II
General Maintenance Repair 21% 0.58 Part Time
Work for Customers /Contractors 23% 5.49 Full -Time Equivalents
Water Quality /Safety 17
Administration Billing 17%
r 100%
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Service to Customers $772,401 $962,369 $1,032,000 $1,032,000 $1,032,000
Meter Sales 30,346 33,140 19,000 30,000 30,000
Penalties 45,387 58,180 30,000 50,000 50,000
Investment Earnings 280,860 266,561 219,531 240,000 240,000
Special Assessments 30,101 16,177 20,000 20,000 20,000
Other Revenue 820 1,431 1,000 1,000 1,000
Total Revenues $1,159,915 $1,337,858 $1,321,531 $1,373,000 $1,373,000
EXPENDITURES:
Personnel $228,702 $230,609 $215,193 $231,398 $231,398
Admin. Services Transfer 88,581 89,375 115,652 115,652 115,652
Supplies 68,699 79,614 92,700 95,165 95,165
Other Contractual Services 127,291 136,830 199,099 144,769 144,769
Vehicle Services 16,925 40,646 43,218 51,208 51,208
Utilities 128,901 148,962 142,113 162,649 162,649
Depreciation 267,279 236,850 260,000 248,000 248,000
Capital Outlay 0 0 31,000 25,000 25,000
Total Expenditures $926,378 $962,886 $1,098,975 $1,073,841 $1,073,841
Net Income $233,537 $374,972 $222,556 $299,159 $299,159
Staffing (FTE) 5.5 5.5 5.5 5.5 5.5
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the utility rate study for a more complete picture of the
utility's financial condition. Substantial profits are needed to provide the cash flow for construction
projects.
191
DEPARTMENT: W
ater {156) ACTIVITY: Well Maintenance
And Repair
Activity Description
This activity includes: 1) Maintenance of the city's nine wells, which includes buildings,
equipment and property. 2) Monitoring the Jordan Aquifer, which is the city's source of water.
Percent of Total Dept. Budget 20%
1996 Objectives
1) Continue six year maintenance cycle for wells. Pull, inspect and make necessary repairs.
2) Monitor static/pumping levels and well depths as required by the MN Dept. of Health.
3) Maintain chemical feed equipment. Repair, replace and continue preventative maintenance.
4) Make necessary emergency repairs in a timely fashion.
5) Preventative maintenance on electrical controls and SCADA telemetry system.
6) Building and grounds repair and maintenance.
Adopted 1996 Budget
Revenues
Property Tax /Mist $0
Service Charges 219,466
Total $219,466
Expenditures Staff Allocation FTE s
Personnel $36,009 Public Utilities Supervisor 0.04
Supplies 19,330 Maintenance II 0.99
Utility Charges 40,289 Part-time 0.03
Contractual Services 22,740 FTEs, this activity 1.06
Vehicle Services 9,138
Capital Outlay 25,000
Depreciation 66,960
Total $219,466
Comment
192
DEPARTMENT: Water 156
ACTIVITY: Tower Maintenance
And Repair
Activity Description tY P
This activity includes: Maintenance of the city's three elevated storage tanks, which have a combined total
of three million gallons.
Percent of Total Dept. Budget 2%
1996 Objectives
1) Routine inspections, interior and exterior, to maintain integrity.
2) Maintain tower coatings to insure structural integrity, complying with
all state and federal rules and regulations pertaining to application.
3) Maintain proper fluctuation during winter months to avoid possible damage to structures.
4) Maintain accurate calibration of all tower levels.
5) Landscape tower #1.
6) Paint tower #2.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 22,222
Total $22,222
Expenditures Staff Allocation FTE's
Personnel $3,525 Public Utilities Supervisor 0.01
Supplies 95 Maintenance II 0.01
Utility Charges 14,922 Part -time
Contractual Services 1,200 FTEs, this activity 0.02
Depreciation 2,480
Total $22,222
Comment
193
DEPARTMENT: Water (156) ACTIVITY: General Maintenance
And Repair
Activity Description
This activit y includes Maintenance and emergency repair of the water distribution system and its
appurtenances. The city has 115 miles of water main, 1,411 water valves and 837 fire hydrants.
Percent of Total Dept. Budget 21%
1996 Objectives
maintenance and emergency re
1) Routine g Y air of fire hydrants. P
2) Routine maintenance and emergency repair of gate valves.
3) Repair of water main breaks.
4) Seasonal and routine flushing of water mains
5) Update SCADA hardware and software.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 228,718
Total $228,718
Expenditures Staff Allocation FTE's
0.06
Supervisor
Public Utilities
61 -043
Personnel
Supplies 15,250 Maintenance 11 0.94
Utility Charges 44,766 Part-time 0.20
Contractual Services 11,070 FTEs, this activity 1.20
Vehicle Services 22,189
Depreciation 74,400
Total $228,718
Comment
194
i
DEPARTMENT: Water (156) ACTIVITY: Work For Customers
And Contractors
Activity Description
This activity includes Maintenance of meters, locating water mains and services and providing services for
customers and contractors. The city has 8,336 metered residential connections and 375 metered
commercial /industrial connections.
S
r
Percent of Total Dept. Budget 23%
1996 Objectives
1) Change, read and repair residential and commercial water meters.
2) Provide locating services as per Gopher State One Calla
3) Inspect new water services and mains and disconnects.
4) Provide field accounting such as red tags and shut offs.
5) Provide public information related to ordinances, rules and specifications.
6) Provide fire flow information and assist insurance companies in gathering
j� additional information as needed. i.e. assist with fire flow testing.
Adopted 1996 Budget
Revenues
Property Tax /Misc $0
Service Charges 242,976
Total $242,976
Expenditures Staff Allocation FTE's
Personnel $58,702 Public Utilities Supervisor 0.02
Supplies 3,100 Maintenance II 1.14
Utility Charges 47,750 Part-time 0.11
Contractual Services 40,064 FTEs, this activity 1.27
Vehicle Services 14,000
Depreciation 79,360
Total $242,976
Comment
195
DEPARTMENT: Water (156) ACTIVITY: Water Quality
And Safety
Activity Description
This activity includes; 1) Testing of the municipal water supply as required, plus additional proactive
testing. 2) Training in chemical handling and safety, machine and work zone safety and other training
deemed necessary.
Percent of Total Dept. Budget 17%
1996 Objectives
1) Eight bacteria samples taken weekly, as required by the state health dept.
2) Daily flouride samples collected and tested in house. Monthly report to the state.
3) Lead /copper and other samples collected as required by the state health dept.
4) Proactive samples collected and tested in house and by contracted labs.
5) Training sponsored by the MN Dept. of Health
6) Yearly training by the city in right to know, confined space entry and work zone safety
and other training as deemed necessary.
Adopted 1996 Budget
Revenues
Property Tax /Mist $0
Service Charges 183,129
Total $183,129
Expenditures Staff Allocation FTE's
Personnel $32,576 Public Utilities Supervisor 0.02
Supplies 56,150 Maintenance II 0.37
Other Contractual 50,600 Part-time 0.01
Utility Charges 14,922 FTEs, this activity 0.40
Depreciation 24,800
Vehicle Services 4,081
Total $183,129
Comment Capital outlay items include; a truck and truck mounted drill rig and a cut off saw.
196
DEPARTMENT: RT
.MEN
T:
.Water 156
ACTIVITY. Administration
Billing,
Activity Description
This activity includes Administration of water department functions, practices, rules and procedures.
Percent of Total Dept Budget 17%
1996 Objectives
1) Complete the public facilities plan as required by the metropolitan council.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the municipal water supply system.
4) Monitor operational budget and authorize expenditures in compliance with policies
and procedures.
5) Supervise programs to monitor water consumption and enforce policies related to
delinquent accounts, as well as work by others which may impact the public utilities
system.
6) Review and evaluate the performance of utility personnel` and provide training, positive
reinforcement and constructive directives.
7) Enforce safety and environmental rules and regulations.
8) Keep divisional personnel currently informed of City polices /procedures and
accountable for their job responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 177,330
Total $177,330
Expenditures Staff Allocation FTE's
Personnel $39,543 Public Utilities Supervisor 0.33
Supplies 1,240 Maintenance II 0.13
Admin Services 115,652 Part -time 0.00
Contractual Services 19,095 FTEs, this activity 0.46
Vehicle Services 1,800
Total $177,330
Comment
197
WATER UTILITY FUND
1996 Budget
Detail of ital Outlay
y
Total Council
Description Unit/Cost Requested Adopted
1. Well House roof replacements 5 5,000 $25,000 $25,000
Total Capital Outlay $25,000 $25,000
,1
1
1
1
198
SANITARY SEWER FUND
1996 Budget
POLICIES: Maintain a comprehensive system for
p y collection and pumping of
sanitary sewage
+Identify infrastructure needs and develop funding mechanisms
l which are fiscally responsible while providing adequate revenue
This fund accounts for the collection and pumping of sanitary sewage through a system of sewer lines and
lift stations. Sewage is treated by the Metropoiltan Council Wastewater Services, whose fees account for
approximately 75% of this fund's expenditures. The fund is managed by the Public Services Director and
has been established as an enterprise fund. Enterprise funds are self supporting activities of the city which
render services on a user charge basis to the general public.
ACTIVITIES: Percent of_Budckgt STAFFING:
Lift Station Maintenance 7% 0.42 Public Utilities Supervisor
General Maintenance 10% 2.20 Maintenance li
Work for Customers 4% 0.20 Part Time
Administration Billing 7% 2.82 Full -Time Equivalents
M.C.W.S. Charges 72%
100%
Actual Actual Adopted Manager Council
Budget 1992 1994 1995 Recommend Adopted'
REVENUES:
Service to Customers $2,114,429 $2,126,822 $2,237,415 $2,237,415 $2,237,415
Investment Earnings 201,091 202,997 152,647 150,000 150,000
Other Revenue 921 11,961 1,000 1,000 1,000
Total Revenues $2,316,441 $2,341,780 $2,391,062 $2,388,415 $2,388,415
EXPENDITURES:
Personnel $93,861 $96,248 $123,696 $117,488 $117,488
Admin. Services Transfer 88,569 89,375 77,102 77,102 77,102
Supplies 13,999 18,330 15,434 19,470 19,470
Other Contractual Services 58,315 50,869 82,952 63,859 63,859
M.C.W.S. Charges 1,364,719 1,395,261 1,394,964 1,431,659 1,431,659
Vehicle Services 16,925 27,508 68,237 74,353 74,353'
Utilities 17,762 19,891 19,583 20,562 20,562
Depreciation 126,055 110,855 152,000 175,000 175,000
Capital Outlay 16,520 3,650 3,650
Total Expenditures $1,780,205 $1,808,337 $1,950,488 $1,983,143 $1,983,143
Net Income $536,236 $533,443 $440,574 $405,272 $405,272
Staffing (FTE) 2.8 2.8 2.8 -2.8 2.8
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with
street or utility improvement projects. Please see the attached utility rate study for a more
complete picture of the utility's financial condition. Substantial profits are needed to provide
the cash flow for construction projects.
199
DEPARTMENT: San. Sewer (157) ACTIVITY: Lift Station Maintenance
Activity Description
This activity includes Maintenance of the city's ten lift stations, which includes buildings, equipment and
property.
Percent of Total Dept. Budget 7%
1996 Objectives i
1) Continue established preventative maintenance program.
2) Monitor inflow and pump efficiency.
3) Preventative maintenance on electrical controls and Intrac alarm system.
4) Building and grounds repair and maintenance.
5) Replacement of #1 lift and force main.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 142,542
Total $142,542
Expenditures Staff Allocation FT E's
Personnel $32,484 Public Utilities Supervisor 0.01
Supplies 7,650 Maintenance 11 0.60
Utility Charges 8,019 Part-time 0.06
Contractual Services 3,480 FTEs, this activity 0.67
Vehicle Services 24,409
Depreciation 66,500
Total $142,542
Comment
200
DEPARTMENT: San. Sewer (157) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes Maintenance and emergency repair of the city's sanitary sewer collection system
and its appurtenances. The city has approximately 105 miles of sanitary sewer ranging from 8" to 24" in
diameter and 8,798 service connections.
Percent of Total Dept. Budget 10%
1996 Objectives
1) Continue root sawing of approximately 20 miles of main and identify trouble spots on a yearly basis.
2) Step up routine line cleaning to remove grit, grease, and roots.
3) Televise all project areas and trouble spots as identified by city staff.
4) Establish repairs and or repair projects from information obtained in 1995.
5) Monitor inflow and infiltration. Take necessary action to eliminate or reduce:
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 203,459
Total $203,459
Expenditures Staff Allocation FTE's
Personnel $43,486 Public Utilities Supervisor 0.01
Supplies 6,780 Maintenance 11 0.67
Utility Charges 9,870 Part-time 0.14
Contractual Services 17,000 FTEs, this activity 0.82
Vehicle Services 42,173
Capital Outlay 3,650
Depreciation 80,500
Total $203,459
i
1
201
DEPARTMENT. San. Sewer (157) ACTIVITY: Work for Customers
and Contractors
Activity Description
This activity includes Locating sanitary sewer mains and services and providing services for customers
and contractors. The city has 8,798 residential /commercial service connections.
Percent of Total Dept. Budget 4 I°
1996 Objectives
1) Provide locating services as per Gopher State One Call.
2) Inspect new installations as well as repairs on mains and services.
3) Provide public information related to ordinances, rules and specifications.
4) Continue to work with MCWS on a proactive basis.
Adopted 1996 Budget
et
Revenues
Property Tax/Misc $0
Service Charges 76,706
I CI
Total
$76,706
Expenditures Staff Allocation FTE's
Personnel $6,688 Public Utilities Supervisor 0.01
Supplies 4,010 Maintenance 11 0.21
Utility Charges 2,673 Part- time- 0.00
Contractual Services 30,564 FTEs, this activity 0.22
Vehicle Services 4,771
Depreciation 28,000
Capital Outlay 0
Total $76,706
202
DEPARTMENT: San. Sewer 157 ACTIVITY: Administration
Billing
Activity Description
This activity includes Administration of sanitary sewer department functions, practices, rules and
procedures.
Percent of Total Dept. Budget 7
�o
1996 Objectives
1) Maintain records and prepare regular and special reports as required
2) Supervise operation and maintenance of the sanitary sewer collection system
and the city's ten lift stations.
3) Monitor operational budget and authorize expenditures in compliance with polices
and procedures.
4) Supervise and monitor preventative maintenance programs, as well as, work by others
which may impact the sanitary sewer system.
5) Review and evaluate the performance of utility maintenance personnel and provide
training, positive reinforcement and constructive directives.
6) Enforce safety and environmental rules and regulations.
7) Keep divisional personnel currently informed of City polices /procedures and
accountability of their job responsibilities.
8) Evaluate and coordinate the appropriate response to emergency situations.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 128,777
Total $128,777
Expenditures Staff Allocation FTE's
Personnel $34,830 Public Utilities Supervisor 0.32
Admin. Services 77,102 Maintenance 11 0.11
Supplies 1,030 Part -time 0.00
Contractual Services 12,815 FTEs, this activity 0.43
Vehicle Services 3,000
Total $128,777
203
DEPARTMENT: San. Sewer (157) ACTIVITY:
M.C.
M.C.W.S. Charges
Activity Description
This activity includes Charges for sewage treated by the Metropoiltan Council Wastewater Services.
r
Percent of Total Dept. Budget 72 °l0
1996 Objectives
1) Develop financial plan to ensure sufficient funds to cover charges:
2) Maintain records and prepare regular and special reports as required.
Adopted 1996 Budget
Revenues
Property Tax/Misc $0
Service Charges 1,431,659
Total $1,431,659
Expenditures Staff Allocation FTE's
Personnel $0 Public Utilities Supervisor 0.00
MCWS Charges $1 431 659 Maintenance II 0.00
g
Total $1,431,659 Part -time 0.00
FTEs, this activity 0.00
204
SANITARY SEWER FUND
1996 Budget
Detail of Caaltal Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Milltronics control system for
y 1 3,650 $3.,650 $3,650
Lift Station #2
Total Capital Outlay $3,650 $3,660
r
i
1
1
1
1
1
1
1
1
205
STORM DRAINAGE FUND
1996 Budget
POLICIES: To develop a proactive system for storm water drainag y g keeping
utility costs as affordable as possible
Identify infrastructure needs and develop funding mechanisms which
are fiscally responsible and provide adequate revenue
The storm drainage fund accounts for the operations and improvements of the storm drainage system. It
incorporates not only the storm sewer system, but also water structures such as holding ponds and facilities to
improve water quality. Fees are based on the amount of water running off a property and vary with both size and
absorption characteristics of the parcel. The fund is managed by the Director of Public Services and is established
as an enterprise fund. Enterprise funds are self supporting activities of the city which render services on a user
charge basis to the general public:
ACTIVITIES: Percent of Budaet STAFFING:
Maintenance o
9 /0 0.00
Watershed Districts 91% 0.00
100% 0.00 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Service to Customers $639,837 $685,011 $780,000 $832,000 $832,000
Investment Earnings 28,138 39,930 21,365 28,000 28,000
Total Revenues- $667,975 $724,941 $801,365 $860,000 $860,000
EXPENDITURES:
Admin. Services Transfer $100,000 $100,000 $100,000 $100,000 $100,000
Supplies 0 0 0 3,000 3,000
Other Contractual Services 60,044 95,046 49,500 60,120 60,120
Vehicle Maint. Reimburse 0 16,379 9,728 19,298 19,298
Debt Service 0 30,208 0 198,815 198,815
Depreciation 6,685 888 29,000 32,000 32,000
Total Expenditures $466,729 $242,521 $188,228 $413,233 $413,233
Net Income $501,246 $482,420 $613,137 $446,767 $446,767
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The above schedule does not include ro osed substantial capital outlays associated with
P P P Y
street or utility improvement projects. Please see the attached utility rate study for a more
complete picture of the utility's financial condition. Substantial profits are needed to provide
the cash flow for construction projects.
206
DEPARTMENT: Storm Sewer (158) ACTIVITY: Maintenance
i
Activity Description
This activity includes the initiation of a cleaning program beyond emergency needs, schedule and
repair failing storm sewer structures (30 to 40 per year), prioritize and schedule future maintenance
including relining and replacement
Percent of Total Dept. Budget 9
1996 Objectives
1) Clean 8000 feet of storm sewer
2) Televise all storm sewer line in project areas, plus 2000 additional feet as needed
3) Rebuild 30 storm sewer structures (manholes or catch basins)
4) Additional repair of structures and lines as necessary
Adopted 1996 Budget S
I
Revenues
Service Charges $38,698
Total $38,698
Expenditures Staff Allocation FTE's
Supplies $3,000 Public Utilities Supervisor 0.00
Contractual Services 2,000 Maintenance ll 0.00
Vehicle Services 19,298 Part-time 0.00
Depreciation 14,400 FTEs, this activity 0.00
Total $38,698
207
DEPARTMENT: Storm Sewer (158) ACTIVITY: Watershed Districts
Activity Description
Acti ty tion p
This activity includes the development of short and long range work plans, define necessary equipment
and manpower needs, list needed permits, pollution issues, government conformance, develop financing
plans for capital improvements
Percent of Total Dept. Budget 91
1996 Objectives
1) Initiate preventive maintenance program
2) Establish revenue schedule for capital improvements
3) Assure compliance with current regulations
4) Implement 1996 work plan
Adopted 1996 Budget
Revenues
Service Charges 374,535
Total $374,535
r
Expenditures Staff Allocation ETE's
Admin Services $100,000 Public Utilities Supervisor 0.00
Contractual Services 58,120 Maintenance 11 0.00
Debt Service 198,815 Part -time 0.00
Depreciation 17,600 FTEs, this activity 0.00
Total $374,535
Comment
208
PART IX
1
1
1 INTERNAL SERVICE
1
FUNDS
1
ESTIMATED REVENUES
1 AND
APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
r
r
City of Brooklyn Center
Internal Service Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1996 Budget
r
Public
r Employees Central
Retirement Garage Totals
Fund Fund 1996 1995
r Revenues
Billings to Departments $1,341,444 $1,341,444 $1,145,746
Replacement Fund Balance 407,552 407,552 235,739
Investment earnings $60,000 100,000 160,000 135,000
Other 36,682 36,682 18,500
Total Revenues 60,000 1,885,678 1,945,678 1,534,985
1
Expenditures
Personal services 45,000 238,851 283,851 259,091
Supplies 231,500 231,500 232,450
Contractual services 91,550 91,550 74,201
Depreciation 612,460 612,460 560,853
Capital outlays 711,317 711,317 393,390
r Total ExWenditures 45,000 1,885,678 1,930,678 1,519,985
Surolus or Deficit $15,000 $0 $15,000 $15,000
1
1
1
1
r
r
r
r
209
Public Employees Retirement Fund
1996 Budget
POLICIES: To make available to qualified retiring employees, the option
of participating in city health insurance programs until age 65,
with the city paying the single coverage premium.
To provide severance benefits for laid -off employees.
Actual Actual Estimated Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Investment Earnings $61,886 $61,014 $60,000 $60,000 $60,000
Total $61886 $61,014 $60,000 $60,000 $60,000
EXPENDITURES:
Personal Services $47,788
Insurance Benefits $39,450 32,810 $45,000 $45,000 45,000
Professional Services 2,000
Total $41,450 $80,598 $45,000 $45,000 $45,000
Comments: These benefits are authorized under Minnesota Statutes 179A.20 Sub 2a, and
471.61 and are approved annually by the City Council as part of the Pay Plan.
210
CENTRAL GARAGE
1996 Budget
POLICIES: All City vehicles and equipment except specialized equipment is owned
by the Central Garage. Departments using vehicles and equipment are
charged their share of the costs of ownership, fuel, and maintenance.
The Central Garage funds the purchase of vehicles and equipment
replacing existing vehicles and equipment. Vehicles and equipment
which expand the fleet are charged to the requesting department.
The Central Garage is a Public Works function and is managed by the Director of Public Services. The
Central Garage owns and maintains most of the City's fleet of vehicles and equipment.
ACTIVITIES: Percent of Budoet STAFFING:
Garage Operations 30% 0.20 Public Works Superintendent
Capital Outlay 70% 3.00 Mechanics
100% 1.00 Night Service Person
0.50 MIS Technician
0.50 Public Works Clerk
5.20 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1993 1994 1995 Recommend Adopted
REVENUES:
Fuel Charges $0 $68,526 $53,300 $55,552 $55,552
Replacement Charges 487,254 534,476 706,133 697,150
Repair Maint. Charges 225,648 276,000 336,200 336,200
Multi -Use Charges 224,486 281,970 252,542 252,542
Auction Proceeds 24,498 18,500 36,682 36,682
Investment Earnings 100,258 75,000 100,000 100,000
Replacement Fund Balance 357,000 235,739 402,369 407,552
Other 499
Total $0 $1,488,169 $1,474,985 $1,889,478 $1,885,678
EXPENDITURES:
Personnel $179,290 $196,686 $214,091 $238,851 $238,851
Supplies 36,302 28,794 40,800 32,000 32,000
Fuel 81,556 43,477 83,000 80,000 80,000
EquipmentlVehicle Parts 104,317 108,085 108,650 119,500 119,500
Equipment/Vehicle Repairs 27,976 45,306 32,000 32,000 32,000
Insurance 26,800 26,037 25,000 31,000 31,000
Other 2,464 11,899 17,201 28,550 28,550
Depreciation /Inflation 0 418,671 560,853 612,460 612,460
Utility Funds Reimbursement (33,850) 0 0 0 0
Capital Outlay 2,918 583,913 393,390 715,117 711,317
Total $427,773 $1,462,868 $1,474,985 $1,889,478 $1,885,678
Staffing (FTE) 4.2 4.2 5.2 5.2 5.2
COMMENTS: No staffing changes are anticipated in this budget. Capital outlay requests include both
operational equipment and replacement vehicles.
211
FUND: CENTRAL GARAGE Activity: Garage Operations
Activity Description
This activity accounts for the actual operations and maintenance of the fleet, as well as the
administration of Central Garage functions.
Percent of Total Budget 30%
1996 Objectives
1) Fully implement Preventative Maintenance programs throughout the fleet.
Adopted 1996 Budget
REVENUES: STAFFING:
Fuel Charges $55,552 0.20 Public Works Superintendent
Replacement Overhead 80,481 3.00 Mechanics
Repair Maint. Charges 336,200 1.00 Night Service Person
Multi -Use Charges 111,498 0.50 MIS Technician
0.50 Public Works Clerk
Total $583,731 5.20 Full -time Equivalents
EXPENDITURES:
Personnel $238,851
Supplies 32,000
Fuel 80,000
Equipment/Vehicle Parts 119,500
Equipment/Vehicle Repairs 32,000
Insurance 31,000
Other 28,550
Capital Outlay 21,830
Total $583,731
Comments: This budget assumes some inflation increases in the cost of fuel and parts,
and no change in the labor rate charged out to the departments. Requested
capital outlay includes replacement of the shop air compressor; tire balancer;
and oil distribution room equipment.
212
FUND: CENTRAL GARAGE Activity: Capital Outlay
Activity Description
This activity accounts for the replacement of vehicles and major equipment.
Percent of Total Budget 70%
1996 Objectives
1) Replace vehicles and equipment as necessary.
2) Review and update replacement schedules.
3) Evaluate staff car options.
et 1996 Bud
Adopted g
REVENUES:
Replacement Charges $616,669
Multi -Use Charges 141,044
Auction Proceeds 36,682
Replacement Fund Balance 407,552
Investment Earnings 100,000
Total $1,301,947
EXPENDITURES:
Equip/Vehicle Depreciation $480,074
3% Inflation Reserve 132,206
Capital Outlay 689,487
Total $1,301,947
Comments: Equipment requested to be replaced in 1996 is detailed on the following page.
213
CENTRAL GARAGE
1996 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Air Compressor 1 14,900 $14,900 $14,900
2. Tire Balancer 1 3,900 3,900 3,900
3. Oil Dist. Room Equip 2,480 2,480
4. Transfer Pump 550 550
5. Flatbed Truck 1 77,000 77,000 77,000
6. Crew Cab Truck 1 31,320 31,320 31,320
7. Trackless Plow 1 46,847 46,847 46,847
8. Road Surface Machine 1 3,800 3,800 0
9. Dump Truck 1 82,640 82,640 82,640
10. Pickup Truck 1 15,640 15,640 15,640
11. Air Compressor 1 11,500 11,500 11,500
12. Crack Routing Machine 1 7,600 7,600 7,600
13. Loader Forks 1 900 900 900
14. Pickup Truck 1 15,000 15,000 15,000
15. Parkmaster Mower 1 65,000 65,000 65,000
16. Tractor 1 28,000 28,000 28,000
17. Truck with Dump Box 1 28,640 28,640 28,640
18. Airless Paint Sprayer 1 2,800 2,800 2,800
19. Power Lift Tailgate 1 1,800 1,800 1,800
20. Fertilizer Spreader 1 3,500 3,500 3,500
21. Mower 1 16,000 16,000 16,000
22. Fire Mini Pumper 1 125,000 125,000 125,000
23. Compact Staff Car 2 10,650 21,300 21,300
24. Squad Car 6 18,167 109,000 109,000
Total Capital Outlay $715,117 $711,317
214
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TABLE OF CONTENTS
Page
INTRODUCTION 1 -2
CAPITAL IMPROVEMENTS PROGRAM
A. Infrastructure
Water Utility 10
Sanitary Sewer Utility 10
Storm Drainage Utility 11
Sidewalks and Trails 11
Parks and Recreation 12
Streets 13
B. Facilities and Equipment
Government Buildings 13
Data Processing 14
Vehicles and Equipment 14
C. Community Development
Economic Development 15
Housing
TABLES
Table 1: Summary By Functional Area 3
Table 2: Summary By Fund 5
Table 3: Cash Balance Analysis 7 -8
Table 4: Summary By Function and Fund 9
FIGURES
Figure 1: CIP, 1995 -2004, By Functional Area 4
Figure 2: CIP, 1995 -2004, By Funding Source 6
APPENDIX A
Capital Improvements Fund Expenditure Policy
DETAILED SCHEDULES OF IMPROVEMENTS
Table A: Water Utility Capital Improvements
Table B: Sanitary Sewer Capital Improvements
Table C: Storm Sewer Utility Capital Improvements
Table D: Sidewalk and Trail Improvements
Table E: Park Improvements
Table F: Public Building Improvements
Table G: Street Improvements
Table H: Equipment
Table I: Central Garage Vehicles and Equipment
Table J: Community Development
1996 -2005 CAPITAL IMPROVEMENTS PROGRAM
INTRODUCTION
The Capital Improvement Program (CIP) is a planning document. It is intended to serve as a summary i
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 acquisition of vehicles and data processing and other
equipment. 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 CIF 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.
Meetin g Strategic is Goals
The City's Comprehensive Plan, which will be updated during 1996, presents the framework for
programming, development and redevelopment within the community. Two special studies have been
conducted to discuss issues and trends, and serve as strategic guideposts. These studies are the Year
2000 Committee Renort_ conducted in 1984 -85, and the Discover the Center rally nights, which were
conducted in Fall, 1995.
The Year 2000 report was prepared by an ad hoc task force of citizens and citizen commission
members. The Discover the Center rally nights were attended by a changing group of citizens and
business people. Both these studies came to similar conclusions. The strategic goals which should
serve as a focus both for programming and for capital improvements are these:
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 1
Maintaining a high quality of life and buildin g neighborhood hborhood connections
Investing in redevelopment and growth within the constraints of local economic conditions
Being responsive to changing demographics and bridging differences
Promoting an informed and involved public
Reducing and preventing crime
Monitoring the physical environment and addressing public health and safety issues
Maintaining a continuous review of the appropriateness of city services and their funding
CAPITAL IMPROVEMENTS PROGRAM 1996 -2005
As detailed in the CIP, the major projects contemplated over the course of the next ten years include:
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;
Investment of considerable funding into scattered site housing replacements, both single family
and multiple family, and expansion of housing rehabilitation loans, to maintain and improve the
City's stock of affordable housing;
A focus on the redevelopment of mature commercial sites, including the acquisition and
clearance of properties to combine into new sites for development; and
The upgrade of community public safety facilities, including possible expansion of the police
station and the two fire halls.
These major projects focus on maintaining a high quality of life and neighborhood focus and on
redeveloping the community. In addition, other projects such as park upgrades, vehicle and equipment
replacements, arterial and collector street rehabilitations, and utility system maintenance and repairs
provide for the continuation of the high level of public services which Brooklyn Center has come to
expect and to enjoy.
t The detailed tables of proposed improvement projects are organized by functional area in other
words, 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 ten year period of 1996
through 2005 is shown in Table 1. A summary by funding source is shown in Table 2. Table 3 shows
the effect the proposed capital outlays would have on some of the various sources of funding available
to pay for them. All costs shown are based on 1995 estimated costs, with no adjustment for inflation.
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 2005.
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 2
P P S S
TABLE 1- Capital Improvement Program -Summary by Functional Area
"Where The Funds Would aaSpent"
31-Jan-9
PUBLIC UTILITY IMPROVEMENTS:
Water Utility Capital Projects 165.780 1.050.000 805.000 1.15*.000 485.000 385.000 5.32e.000
Sanitary Sewer Utility Capital Projects 882.300 1.500.000 725.000 300.000 485.000 250,000 1.250.000
Storm Drainage Utility Capital Projects 1.775.000 3.750.000 510.000 250.000 350.000 375.000 1.875.000
SUBTOTAL *2.823.080 $6.300.000 $2.140.000 $1.705.000 $1.330.000 $ono.uoo| %8.450.000
smsvwALK/TnxL|mpwovsmswTS:
Off-Street Trails O O 125.000 o o o O
On-Street nai|o o 5,000 10.000 10.000 10.000 10.000 50,000
Sidewalks 75,000 e5,000 85,000 25.000 25,000 25,000 125
SUBTOTAL $rs.000| $30,000 $220.000 $35,000 1 $Vs.onO/ $35.000 $17*.000
PARKIMPnOVsmswTS $72,700 $314,200 $3,229.900 $4�00,000 $0 $0 $0
COMMUNITY DEVELOPMENT $2,950.000 $950,000 $6.200.000 $200.000 $e00.000 $250,000 p1.250.000
PUBLIC BUILDINGS $50,000 $*00,000 $1e.355.000 $m $o $o $750,000
STREET IMPROVEMENTS:
Gaa|ooudno 120.000 100 100 100.000 100.000 100.000 *oo.000
Signals o o 275,000 o u o o
State Aid Street Projects 593,480 3.819.000 200.000 1.034.000 378.000 1.002.000 o/o.00n
Other Street Projects 988,500 2.450.000 1.910.205 550.000 50,000 50.000 280,000
Landscaping o u 170.000 o o o o
SUBTOTAL $1.701.*80 $6,369,000 $2.655.205 $1.68*.000 *528.000 $1.152.000 i $1.050.000
CAPITAL EQUIPMENT:
Data Processing 118,030 67.555 455.000 100/000 90 140,000 550.000
Other Equipment 390,000 475,000 1.010,000 250000 V U n
City Vehicles 367 675.*40 980,600 447.000 278,200 360,000 1.166
SUBTOTAL $875.730 $1,217.995 $2.*45.600 $ror.ouo| $368.200 $500.000 $1.716.800
GRAND TOTAL $8.648.490 $15 $29 $8 $2.461 $2.867.000 $13.391
r r r r"
sr r r on
f B r 005
City o rooklyn center
ent program 1996 2
Capital improvem
By f Ar
Water
ents 13% Sanitary Sealer
Ot h e r Street Improvements
9 °I°
State Aid Streets Storm Drainage
9 10
I
1
Y 'traits Sidewalk
1
Communi
Developme
13
public Buildings
18%
Capitat Equipment rovements
10% park Imp
11 !o
Total Proposed $72,267,900
TABLE 2 Capital Improvement Program Summary by Fund
"Where the Funds Would Come From"
sI1...,...,..
t:;.;:;. 99 199
31- Jan -96 1
WATER UTILITY $220,780 $1,456,000 $1,538,125 $1,480,000 $495,000 $400,000 $5,342,000
SANITARY SEWER UTILITY $1,005,170 $1,523,000 $832,125 $335,000 $546,000 $255,000 $1,284,000
STORM DRAINAGE UTILITY $1,655,170 $1,105,000 $697,150 $270,000 $350,000 $375,000 $1,875,000
MSA- REGULAR ACCOUNT #1496 $362,340 $2,539,000 $349,025 $676,000 $269,000 $596,000 $172,000
MSA -LOCAL ACCOUNT #2900/11 $207,900 $834,000 $1,011,030 $111,000 $46,000 $231,000 $368,000
SPECIAL ASSESSMENTS $538,000 $4,122,000 $552,500 $342,000 $77,000 $150,000 $84,000
CAPITAL IMPROVEMENTS FUND $512,700 $510,000 $1,697,500 $0 $0 $0 $0
GOLF COURSE FUND $26,100 $15,640 $160,100 $200,000 $0
LIQUOR STORE FUND $0 $0 $0 $0 $0
CENTRAL GARAGE FUND $286,600 $534,800 $696,600 $447,000 $278,200 $360,000 $1,166,800
EDA LEVY $21,900 $0 $50,000 $0 $0 $0 .$0
TIF FUNDS $2,800,000 $1,300,000 $6,393,750 $150,000 $0 $0 $750,000
CDBG FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $125,000 $625,000
HERITAGE CENTER REVENUE $0 $0 $0 $0 $0 $0 $0
OTHER FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $125,000 $625,000
GENERAL OBLIGATION BONDS $645,700 $1,225,000 $14,416,800 $4,000,000 $0
GENERAL FUND $216,130 $176,755 $351,000 $210,000 $200,000 $250,000 $1,100,000
OTHER GOVERNMENTS $0 $190,000 $300,000 $200,000 $0
GRAND TOTAL $8,648,490 $15,681,195 $29,245,705 $8,621,000 $2,461,200 $2,867,000 $13,391,800
r r
City of Brooklyn Center
Capital Improvement program, 1996-
p
By Funding Source
General Fund Water Utility
3% 15%
Other Funds
Sanitary Sewer Utility
7%
Storm Drainage Utility
Other Enterprise Funds 6%
5%
Capital Improvements Fund
MSA Regular
3%
6%
Special Assessments MSA Local
7% 4%
GO Bonds
28%
Total proposed $72,267,900
TABLE 3 Capital Improvement Program Cash Balance Analysis
9 Y
"Can We Afford To Make These Capital Outlays"
31- Jan -96 ........99.... ,,1...........
Balance Jan 1 $4,755,150 $5,098,395 $4,183,555 $3,190,675 $2,252,225
Revenues
Investment Interest 270,000 240,000 220,000 200,000 160,000
User Fees 1,032,000 1,032,000 1,080,000 1,128,000 1,128,000
Bond Proceeds
Other 70,000 70,000 70,000 70,000 35,000
Expenditures
Capital Outlays 220,780 1,456,000 1,538,125 1,480,000 495,000
Debt Service
Operating Costs
p g 807,975 800,840 824,755 856,450 882,140
Balance Dec 31 $5,098,395 $4,183,555 $3,190,675 $2,252,225 $2,198,085
Balance Jan 1 $3,419,200 $3,163,975 $2,257,450 $2,028,840 $2,359,545
Revenues
Investment Interest 215,410 183,500 150,000 150,000 150,000
User Fees 2,237,415 2,237,415 2,326,185 2,463,160 2,537,050
Other 1,000 1,000 1,000 1,000 1,000
Expenditures
Capital Outlays 1,005,170 1,523,000 832,125 335,000 546,000
Operating Costs 362,580 373,780 384,745 399,975 411,970
Debt Service
MCWS Charge 1,341,300 1,431,660 1,488,925 1,548,480 1,594,930
Balance Dec 31 $3,163,975 $2,257,450 $2,028,840 $2,359,545 $2,494,695
TOR
Balance Jan 1 $2,019,250 $885,130 $264,415 $37,670 $257,150
Revenues
Investment Interest 22,675 28,000 15,000 12,000 12,000
User Fees 780,000 832,000 858,000 884,000 884,000
Other
Expenditures
Capital Outlays 1,655,170 1,105,000 697,150 270,000 350,000
Operating Costs 141,500 116,780 111,000 113,000 115,000
Debt Service 90,625 198,815 241,595 243,520 244,000
Management Costs 49,500 60,120 50,000 50,000 50,000
Balance Dec 31 $885,130 $264,415 $37,670 $257,150 $394,150
TABLE 3 Capital Improvement Program Cash Balance Analysis
"Can We Afford To Make These Capital Outlays"
31 Jan 96 I f9...... L...; ....1......... 9
Balance Jan 1 $1,472,775 $1,564,110 ($522,763). ($420,376) ($644,854)
Revenues
Intergovernmental 850,000 850,000 850,000 850,000 850,000
Expenditures
Capital Outlays* 362,340 2,539,000 349,025 676,000 269,000
Transfers to Other Funds 90,000 90,000 90,000 90,000 75,000
Debt Service 306,325 307,873 308,588 308,478 307,560
Balance Dec 31* $1,564,110 ($522,763) ($420,376) ($644,854) ($446,414)
Balance Jan 1 $2,629,000 $2,552,550 $1,846,178 $927,456 $862,829
Revenues
Investment Interest 131,450 127,628 92,309 46,373 43,141
Other
Expenditures
Capital Outlays 207,900 834,000 1,011,030 111,000 46,000
Other
Balance Dec 31 $2,552,550 $1,846,178 $927,456 $862,829 $859,971
i E'. FUG $5,051,300 $4,858,600 $4,648,600 $3,231,100 $3,481,100
Revenues
Investment Interest 320,000 300,000 280,000 250,000 260,000
Bond Proceeds 0 0 0 0
Expenditures
Capital Outlays 512,700 510,000 1,697,500 0 0
Debt Service
Balance Dec 31 $4,858,600 $4,648,600 $3,231,100 $3,481,100 $3,741,100
Some part of the 69th Avenue bridge project is eligible for federal funding. That amount is not known at this time,
the total cost is shown as being funded by the regular state aid`fund. It is not anticipated that the fund will actually
outspend its balance. In addition, final project costs have not yet been determined for some 1994/1995 projects.
TABLE 4 Capital Improvement Program Summary By Function and Fund
31- Jan -96 .2 t 3t 3. 20',
PUBLIC UTILITY IMPROVEMENT; i
Water Utility 165,780 1,050,000 905,000 1,155,000 485,000 305,000 5,325,000
Sanitary Sewer Utility 982,300 1,500,000 725,000 300,000 495,000 250,000 1,250,000
Storm Drainage Utility 1,775,000 650,000 510,000 250,000 350,000 375,000 1,875,000
Special Assessments /Other 3,100,000
SUBTOTAL 2,923,080 1 $6,300,000 1 $2,140,00 I $1,705,000 1 $1,330, $930,000 1 $8,450,000 I
SIDEWALK/T I MPROVFMFNTS•,
TRAILS
State Aid Local Accounts #2911 /#2900 0 5,000 135,000 10,000 10,000 10,000 50,000
SIDEWALKS
State Aid Local Accounts #2911/#2900 75,000 25,000 85,000 25,000 25,000 25,000 125,000
SUBTOTAL I $75,0001 $30,0 1 220,000 1 $35,000 1 $35,000 1 $35,000 $175,
PARKIMPROVEMENTS
Capital Projects Fund 72,700 310,000 150,000 0 0 0 0
General Fund 0 4,200 101,000 0 0 0 0
Golf Course Fund 0 0 132,100 200,000 0 0 0
Storm Drainage Utility 0 0 0 0 0 0 0
GO Bonds 0 0 2,846,800 4,000,000 0 0 0
SUBTOTAL 72,700 1 $314,200 $3,229,900 I $4,200,000 1 $0 I $0 1 $0 I
PUBLIC BUILDINGS
General Fund 0 0 0 0 0 0 0
0
Capital Improvements Fund 50,000 0 792,500 0 0 0
Water Utility 0 0 81,250 0 0 0 0
Sanitary Sewer Utility 0 0 81,250 0 0 0 0
TIF 0 500,000 0 0 0 0 750,000
GO Bonds 0 0 11,400,000 0 0 0 0
SUBTOTAL $50,00 $500,000 I $12,355,000 $0 1 0 $0 I $750,000
STREET IMPROVFMFNTS
MSA Regular #1496 362,340 2,539,000 349,025 676,000 269,000 596,000 172,000
MSA Local #2911 /#2900 132,900 809,000 801,030 86,000 21,000 206,000 243,000,
Water Utility 0 131,000 41,875 75,000 10,000 95,000 17,000
Sanitary Sewer Utility 22,870 23,000 15,875 35,000 51,000 5,000 34,000
Storm Drainage Utility 40,170 455,000 101,150 20,000 0 0 0
Special Assessments 378,000 1,022,000 552,500 342,000 77,000 150,000 84,000
GO Bonds 645,700 1,100,000 0 0 0 0 0
General Fund 120,000 100,000 100,000 100,000 100,000 100,000 500,000
TIF Revenue 0 0 393,750 150,000 0 0 0
Other Governments 0 190,000 300,000 200,000 0 0 0
SUBTOTAL $1,701,980 $6,369,000 $2,655,205 1 $1,684,000 1 $528,000 $1,152,000 $1,050,000
COMMUNITY DEVFL OPMFNT
CDBG 75,000 75,000 100,000 100,000 100,000 125,000 625,000
EDA Levy 0 0 0 0 0 0 0
TIF Revenue 2,800 800,000 6,000,000 0 0 0 0
Other Funds 75,000 75,000 100,000 100,000 100,000 125,000 625,000
SUBTOTALI $2,950 $950,0001 $6,200,0001 $200,0001 $200,0001 $250,0001 $1,250,000
CAPITAL EOUIPMEqf
DATA PROCESSING
General Fund 96,130 67,555 200,000 100,000 90,000 140,000 550,000
Other Funds 21,900 0 255,000 0 0 0 0
OTHER EQUIPMENT
General Fund 0 0 10,000 0 0 0 0
Heritage Center Revenue 0 0 0 0 0 0 0
Capital Improvements Fund 390,000 200,000 750,000 0 0 0 0
Water Utility 275,000 250,000 250,000
CENTRAL GARAGE VEHICLES EQUIPMENT
Central Garage Fund 286,600 534,800 696,600 447,000 278,200 360,000 1,166,800
Golf Course Fund 26,100 15,640 28,000 0 0 0 0
GO Bonds 0 125,000 170,000 0 0 0 0
Water Utility 55,000 0 0 0 0 0 0
Sanitary Sewer Utility 0 0 0 0 0 0 0
Stone Drainage Utility 0 0 86,000 0 0 0 0
SUB $875,730 1,217,995 $2,445,600 $797,000 $368,200 $500,000 $1,716,800
GRAND TOTAL $8,648,490 $15,681,195 $29,245,705 $8,621,000 $2,461,200 $2,867,000 $13,391,800
i
i A. INFRASTRUCTURE
i A high level of maintenance is provided for existing infrastructure and for the rehabilitation or
reconstruction of facilities as needed to improve their functionality, safety, or serviceability. A twenty
year Neighborhood Street and Utility Improvement Program to systematically address neighborhood
i street and utility needs was begun in 1993. By way of this program, one or more neighborhood
projects per year comprising two to four miles of streets each are improved with rehabilitated or
reconstructed streets and public utilities.
i While most of the City of Brooklyn Center is fully developed, some new development areas and
redevelopment areas require the installation of public improvements. The City requires developers to
finance and install all public improvements necessary to service their developments. Any oversizing of
facilities to provide capacity to service an area greater than the project area is financed by the City
through such sources as the Municipal State Aid Street funds, water and sewer utility funds, storm
drainage utility funds and tax increment financing (TIF) funds.
i
i 1. Water Utilitv
All costs for water supply, distribution, O &M, and improvements are financed through water use
charges, connection charges, and lateral assessments. Charges are adjusted annually based on a rate
study analysis which reviews operation, maintenance, and construction costs and projected water
demand. Proposed activities relating to the public water supply /distribution system include:
i a. A routine well inspection and maintenance program to assure the continued functioning of the
existing wells.
i b. Painting the water towers.
C. Long -term consideration of construction of two new supply facilities (one storage reservoir and
i one additional well) to assure the system's ability to provide needed capacity during peak
demand periods and for fire protection.
i d. Consideration of construction of a tie -in with Brooklyn Park's water system, to help meet
demand during emergencies.
i e. Installation of 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, and replacement of existing mains as necessary with the Neighborhood Street and
i Utility Improvement Program
2. Sanitary Sewer Utility
1
All costs for sanitary sewer system O &M and improvements are financed through sewer use charges,
connection charges and lateral assessments. Charges are adjusted annually based on a rate study
i analysis which reviews operation, maintenance, and construction costs, as well as sewage treatment
P g
i City of Brooklyn Center Capital Improvement Program 1996 -2005 Page I0
i
i
charges from the Metropolitan Council Environmental Services (formerly Metropolitan Waste Control
Commission), which provides wastewater treatment for the entire Twin City metro area. Proposed
activities relating to the sanitary sewer collection system include:
a. A routine sewer and lift station inspection and maintenance program.
b. Replacement of the existing lift station monitoring system, to improve its reliability. i
C. Replacement of 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.
d. Replacement of one major lift station and associated force main, to insure its reliability.
3. Storm Drainage Utility
Phase I of the Local Water Management Plan has been completed and approved. This plan, which is a
comprehensive evaluation of the City's storm drainage system, outlines deficiencies in the existing
system, and will be used to develop plans for specific capital improvements. High priority areas of
deficiency are being evaluated on a faster track, and the CIP includes projects to address those high
priority concerns. All costs for storm drainage system O &M and improvements are financed through
the storm drainage utility (SDU) user fee system which was adopted in 1991, capital improvement
bonds, and special assessments. Charges are adjusted annually based on a rate study analysis which
J Y Y
reviews all costs relating o the storm drainage system. Proposed activities relating to the storm
g g Y P g
drainage system include:
g Y
a. Construction of a storm drainage /treatment pond to serve the Brooklyn Boulevard /69th Avenue
redevelopment area, and a joint project with the City of Minneapolis to construct a drainage
pond to serve the Shingle Creek commercial area and some residential areas.
b. Storm drainage improvements are proposed to be completed as necessary with the
Neighborhood Street and Utility Improvement Program.
4. Sidewalk /Traillmnrovements
The City has established and constructed a comprehensive sidewalk system which serves all major
activity areas and corridors of pedestrian traffic. 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.
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 11
Activities included in the CIP for future consideration include:
a. Construction of several trail segments, with emphasis given to segments which connect major
trail systems.
b. Some high priority sidewalk segments.
C. Consideration of the Twin Lake Trail system and trail head improvements is shown under
Parks and Recreation.
5. Parks and Recreation
Park and Recreation facilities were comprehensively reviewed in 1993, while recreation programming
will be reviewed in 1996. A program of playground equipment replacement has been initiated, but
additional needs such as rehabilitation or replacement of shelters, ballfield lights, etc. have not yet been
programmed. Some items are proposed for funding from the Capital Improvements Fund. Other
major capital improvements are proposed to be funded with general obligation bonds authorized by
referendum approval. While continuing the current level of operation and maintenance of the park and
recreation system /program, the CIP anticipates the following projects:
a. Completion of the replacement of playground equipment in neighborhood parks by 1997.
b. Acquisition of new park land.
C. Development of the Twin Lake /Preserve /Kylawn nature area and Twin Lakes Trail system, in
cooperation with the cities of Crystal and Robbinsdale.
d. Comprehensive review of shelter building needs, and repair or replacement of most shelter
buildings over the next five years.
e. A major study of the Shingle Creek corridor, from the south City limits, through the golf
course, Central Park, and Palmer Lake to the north City limits. The study would encompass
recreational opportunities, water quality issues, and condition of existing facilities.
f. Consideration of major new facilities, such as a hockey arena or a golf dome. These items
would only be considered by referendum.
6. Street Improvement and Maintenance Programs
The City is responsible for maintaining just over 100 miles of streets; about 80 miles are classified as
neighborhood streets, and just over 21 miles as Municipal State Aid streets. Improvements are
generally financed through a combination of sources, such as Municipal State Aid, GO bonds, and
special assessments. The City's programs relating to streets under its jurisdiction include the following:
City f Brooklyn Center
ry y Capital Improvement Program 1996 -2005 Page 12
a. An annual sealcoatin gP g ram. ro This sealcoatin is done in accordance with the
8
recommendations of the Pavement Management Program, which is on average once every
seven to ten years.
b. The Municipal State Aid street program, to which the State of Minnesota provides annual
funding (about $850,000 annually) to maintain and improve the 21.3 miles of collector streets
which are designated as MSA streets.
C. Review and possible construction of traffic signal systems at intersections with growing traffic
volumes.
d. Several landscaping and "streetscaping" projects to enhance the appearance of the City.
e. Rehabilitation and reconstruction of residential streets, under the Neighborhood Street and
Utility Improvement program. Neighborhoods are prioritized based on data from the Pavement
Management Program, Local Storm Water Management Plan, or water or sanitary sewer utility
maintenance records.
f. An Assessment Stabilization Program financed by Local State Aid funds provides grants to low
income property owners to assist in paying special assessments.
B. FACILITIES AND EQUIPMENT
1. 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 remodelled and expanded. Similar improvements to the City Hall and
Community Center and to the two fire stations are under consideration. Proposed funding for the
improvements would come from several sources. The Capital Improvement Fund would finance some
of the proposed projects. Other improvements would be considered for funding from General
Obligation bonds. It is expected that a referendum considering authorization of the sale of bonds would
be placed on the ballot in 1996. Proposed major improvements to be considered over the next several
years include:
a. An addition to the City Hall building, with the emphasis on providing additional space for the
Police Department, alleviating severe space needs, improving the Council Chambers, meeting
ADA accessibility requirements, correcting code violations, and upgrading mechanical systems.
b. An addition to the Community Center with the emphasis on improved accessibility.
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 13
S S
C. Replacement of the City's vehicle fuels stem and construction of an additional storage building Y g
at the Central Garage.
d. Construction of additions to both of the City's fire stations to provide improved training
facilities and increased vehicle storage space.
e. Several improvements to the Heritage Center are being studied. These include acquisition of
additional land to serve as overflow parking; the eventual construction of the G barn; and
various modifications to the Heritage Center itself to improve its profitability.
f. The liquor store operations are also under study. Buildings may be upgraded or eliminated,
and additional buildings may be considered.
2. Data Processing
The City currently obtains its data processing services from two sources: major data rocessin
A g
systems (financial, utility billing, payroll) through LOGIS, a consortium of 19 suburban cities and the
Metropolitan Council; and through desk top PC applications served by a Local Area Network (LAN)
and the LOGIS Wide Area Network (WAN). This area has experienced rapid growth, and a substantial
investment in DP equipment has been made.
Additions of new hardware and software and replacement of hardware are evaluated through the annual
budget process. Acquisition is funded primarily through the general fund budget, although the various
enterprise funds are charged the cost of requisite equipment. Proposed major improvements include:
P
a. Periodic upgrades of the LAN to provide for increased opportunities for data, application, and
hardware sharing and productivity enhancements.
b. Acquisition, replacement, or upgrade of major applications.
C. In the long term, installation of a mini-computer, client -server system, or some other
P X
technology in the Civic Center to convert Brooklyn Center to a LOGIS distributed site
d. Continued replacement of hardware and software as necessary.
e. Replacement of the City's telephone systems at the Civic Center, Heritage Center, and Garage.
f. Replacement of the City's public safety and public works radio systems.
3. Vehicles and Eauinment
The City's policy for the replacement of vehicles and equipment establishes a projected reasonable life
cycle for each item. Annually, the life cycles are reviewed and updated on the basis of experience or
changed circumstances. Also, new vehicles and equipment are proposed for addition to existing
inventories and replacement schedules when new needs are clearly demonstrated.
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 14
P P 8 g
The City operates a Central Garage Internal
y p g Service Fund, which owns all vehicles and mayor
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 funded from the Fund. The addition of
equipment is funded from a variety of sources: the General Fund, enterprise funds, etc.
C. COMMUNITY DEVELOPMENT
Community Development improvements fall into two categories: economic development activities and
housing programs. Community Development activities are funded from a combination of TIF revenue,
Community Development Block Grant (CDBG) funds, the EDA levy, and Heritage Center revenue. A
category of "Other funds" is shown on Table J to indicate that funding has not been identified for some
proposed activities.
1. Economic Development
The major economic development activities are commercial development and residential
redevelopment. Activities include:
a. Redevelopment of Brooklyn Boulevard. The first phase took a basic approach to identifying
options for redevelopment. The second phase identified specific themes, improvements,
planning considerations, etc., to be used in guiding redevelopment. The City has received a
$500,000 federal grant to help finance enhancements to Brooklyn Boulevard, such as
undergrounding overhead utility lines; adding ornamental pedestrian lighting; and adding
landscaping and other beautification. These enhancements will be constructed with Hennepin
County's 1997 project to improve Brooklyn Boulevard between 65th and 71st Avenues. r
b. The City continues to work together with the Brookdale Shopping center to provide support for
redevelopment of Brookdale and the entire Shingle Creek commercial area.
C. Blighted and mature properties, both commercial and residential, have been identified for
acquisition, clearance, and sale for redevelopment. I
2. Housing
Current housing programs include the scattered site housing program, which focuses on acquiring
gP g gP g q g
blighted single family homes for clearance and sale of the lot for replacement housing; some multiple
family acquisitions; and home rehab grant /loans. These programs are funded primarily by Community
Development Block Grants (CDBG).
a. It is anticipated that the program of purchasing dilapidated single family houses and apartment
buildings will continue and possibly be expanded as funds are available.
b. Expansion of the home rehab grant /loan program is being considered, again contingent on
identification of funding.
City of Brooklyn Center Capital Improvement Program 1996 -2005 Page 15
P P 8 S
1
CITY OF BROOKLYN CENTER
CAPITAL IMPROVEMENTS FUND EXPENDITURE POLICY
POLICY OBJECTIVE:
The City of Brooklyn Center makes unrestricted capital expenditures through one of two funds.
Generally, small capital expenditures are funded through the general fund and planned for as part
of the annual budgeted process for the general fund. Large unrestricted capital expenditures are
funded through the capital improvements fund based on resolution 68 -246, which was approved
in 1968. Capital expenditures are also made through other funds such as the M.S.A. construction
fund, the special assessment construction fund, the water fund, the sanitary sewer fund, and the
storm drainage fund. These funds each have restrictions in place to guide their expenditures.
The objective of this policy is to clarify funding for all unrestricted capital expenditures by
specifically defining which capital expenditures are eligible for funding through the capital
improvements fund. Unrestricted capital expenditures not meeting the criteria for the capital
improvements fund must be made from the general fund operating budget.
Specifically excluded from this policy are capital expenditures that are to be reimbursed b
P Y P Y P P Y
insurance proceeds. These may be accounted for through the capital improvements fund at the
discretion of the Director of Finance.
SOURCE OF FUNDS:
The sources are ad- valorem taxes, issuance of bonds, state and federal grants, transfers of
unrestricted balances from other funds and investment earnings.
USE OF FUNDS:
The following defines general expenditure criteria for the utilization of the capital improvements
fund balance.
A. Major: An capital e Capital expenditures o
y p expenditure that exceeds $25,000 C p p s f less than
$25,000 are to be made through the general fund operating budget.
B.) Permanent: An capital expenditure that has an estimated useful life of 10 ears or
Y P P Y
longer.
C.) Facility: Buildings, improvements to real estate, the acquisition of land for city purposes.
This definition excludes the acquisition of land for development or resale and excludes
vehicles.
Additionally, the capital improvements fund may be used to provide loans to other funds
Y P P Y P
maintained by the City. However, loans from the capital improvement fund may only be made
to proprietary funds which have the ability to generate revenue and repay the loan within 10 years
at prevailing interest rates.
AUTHORITY TO SPEND:
Expenditures meeting the above criteria may be funded through the capital improvements fund
based on the following authority limits:
A.) Expenditures from $0 to $25,000: Not eligible for funding from the capital
improvements fund. Funding is required through the general fund operating
budget.
B. Expenditures from 25 001 to 200 000: The City Council may, through simple
P tY
majority, approve these expenditures.
C. Expenditures over 200 000: Following a public hearing, City Council may,
P g P g
through a 4 /5th's majority, approve expenditures in this category.
SPENDING LIMITATION /FUND BALANCE REOUIREME N T:
The objective as described above and previously defined in Resolution 68 -246 requires the capital
improvements fund to be a permanent source of funding for planned major expenditures. As such,
the following criteria is established to comply with that intent:
A.) Planned Expenditures: If the proposed capital expenditure is in excess of
$200,000 it must have been included in the five year capital improvements plan for
at least two years.
Additionally, the five year capital improvements plan must be approved by the City
Council at a public hearing on an annual basis.
B.) Fund Balance Requirements: A minimum fund balance shall be maintained with
a beginning balance of $3,000,000 as of January 1, 1993 and increased by the
Consumer Price Index each year thereafter.
POLICY AMENDMENT:
Amendments to this policy require a 4 /5th's majority by City Council vote.
I
I'
r r r r r M i■r r r r r r r r r r r r ri
TABLE A Capital Improvement Program Detail of Capital Outlays
Water Utility Capital Improvements
31 9 -Jan-96
9�:::.::::::::::.::.:;:.;' 17.;:.;:.;;;:.;` ILJk::>::>::>::: >:::t£1::: Q4# '1...............i1.`aU........
L
EXPENDITURES:
WATER DISTRIBUTION SYSTEM
69th Avenue, Shingle Creek Pkwy to Dupont 490,000 All water utility
Neighborhood Street Improvements 65,780 500,000 500,000 250,000 250,000 250,000 750,000
WATER SUPPLY SYSTEM
2 MG Reservoir Pumping Station 3,300,000
Construct Well #11 1,000,000
MISCELLANEOUS PROJECTS
New Electric Controls at Wells 5, 6, 7 30,000
Emergency tie -in to Brooklyn Park 225,000
WATER TOWERS
Repair Paint on Tower #1 180,000
Repair Paint on Tower #2 225,000
Replace Paint on Tower #3 625,000
Landscape Tower #1 10,000
MISCELLANEOUS
Routine Well Maintenance 50,000 50,000 55,000 55,000 55,000 55,000 275,000
SCADA Hardware Software Update 20,000
SCADA Replacement 125,000
TOTAL EXPENDITURES $165,780 I $1,050,000 $905,000 $1,155,000 $485,000 $305,000 $5,325,000
FUND SOURCES:
Water Utility 165,780 1,050,000 905,000 1,155,000 485,000 305,000 5,325,000
TOTAL $165,780) $1,050,000 $905,000 $1,155,000 $485,000 $305,000 $5,325,000
i
I
I
TABLE B Capital Improvement Program Detail of Capital Outlays
Sanitary Sewer Utility Capital Improvements
1- Jan -96 0.
EXPENDITURES:
All San Sewer Utility
LIFT STATIONS
Replace Lift #1 and Forcemain 50,000 1,000,000
Replace Lifts 10 11 100,000 120,000
SEWER REPLACEMENT:
Trunk line, 69th Avenue to Lift Station #1 800,000
Neighborhood Street Improvements 132,300 500,000 500,000 300,000 250,000 250,000 1,250,000
MISCELLANEOUS
INTRAC Replacement 125,000 125,000
TOTAL EXPENDITURES $982,300 f $1,500,000 1 $725,000 1 $300,000 1 $495,000 1 $250,000 1 $1,250,000 1
FUND SOURCES:
Sanitary Sewer Utility 982,300 1,500,000 725,000 300,000 495,000 250,000 1,250,000
TOTAL $982,3001 $1,500,0001 $725,0001 $300,0001 $495,0001 $250,0001 $1,250,0001
TABLE C Capital Improvement Program Detail of Capital Outlays
Storm Drainage Utility Capital Improvements
31-Jan-96 .:::..::.'1. 7.::::::::::::::::::.'#. 8...::::::::. 9�.:::..:::.::::: U[:::::.:::. 2t' ll::. f.::: ..::::::::F>lI.Q:.€3€IE.:::::::
L.., 1...... I.. I..., L
EXPENDITURES:
Water Quality Improvements 0 50,000 50,000 100,000 50,000 100,000 500,000 All storm drainage utility
69th Avenue, Beard to Shingle Creek Pkwy
Neighborhood Street Improvements 530,000 600,000 210,000 150,000 300,000 275,000 1,375,000
1694 /Brooklyn Boulevard Pond' /65th Ave 1,245,000
Shingle Creek Regional Pond 3,100,000 1/4 SDU, 3/4 assessments
Brooklyn Boulevard Redevelopment Pond 250,000
I
TOTAL EXPENDITURES $1,775,000 1 $3,750,000 1 $510,000 1 $250,000 1 $350,000 1 $375,000 1 $1,875,000 1
FUND SOURCES:
Storm Drainage Utility 1,615,000 650,000 510,000 250,000 350,000 375,000 1,875,000
Special Assessments /Other 160,000 3,100,000 0
I
TOTAL $1,775,000 $3,750,000 $510,000 $250,000 1 $350,000 1 $375,000 1 $1,875,000
"The park improvements associated with this project, also to be funded by the SDU, are shown in Table E, Park Improvements
I
TABLE D Capital Improvement Program Detail of Capital Outlays
Sidewalk and Trail Improvements
31 -Jan-96 ...............`1 8�, 'a.Qf z '1:: ..:::::1.:::::::: 1 )�I....is
L.... _L
EXPENDITURES:
OFF- STREET TRAIL:
NSP Easement Trail, Knox to Dupont 50,000 Local State Aid
Willow Lane, 1694 to West River Road 25,000 Local State Aid
69th Avenue, Shingle Creek Parkway Dupont 50,000 Local State Aid
ON- STREET TRAIL
Marking and Signage 5,000 10,000 10,000 10,000 10,000 50,000 General Fund
SIDEWALK:
Miscellaneous Repairs 75,000 25,000 25,000 25,000 25,000 25,000 125,000 Local State Aid
Northway Drive 25,000 Local State Aid
55th Avenue, Lions Park to Logan 35,000 Local State Aid
TOTAL EXPENDITURES $75,000 1 $30,000 1 $220,000 1 $35,000 $35,000 $35,000 1 $175,000 1
FUND SOURCES:
State Aid Local Accounts #2911/ #2900 75,000 25,000 210,000 25,000 25,000 25,000 125,000
General Fund 5,000 10,000 10,000 10,000 10,000 50,000
TOTAL $75,000 1 $30,000 1 $220,000 1 $35,000 $35,000 $35,000 1 $175,000 1
NOTE: The sidewalk and trail plan is currently undergoing comprehensive review.
r �I ■III r IIIIIIIIIIN IIIIIIIIN M r M
r i M r M M M M M M Detail of Capital M_— M
TABLE E Capital Improvement Program p
Park Improvements
is :!i..; '..':.:::i 105 31- Jan -96 I �3:... 'I9:: '1 99 2........
EXPENDITURES:
Shingle Cr Corridor Rec Facility Study EPW 50,000 Capital Impr Fund
ADA: Trails curb cuts 72,700 Capital Impr Fund
Park at Park and Ride See Table C Storm Drainage Utility
Repair ped bridges in parks /golf course 100,000 Capital Impr Fund /Golf Crs
Replace bleachers 56,000 General Fund
Twin Lake Trail 450,000 GO Park Bonds,ISTEA
Twin Lake trailhead acq improvements 300,000 GO Park Bonds
Acquisition &development of Joslyn site
200,000 GO Park Bonds
Hockey arena 4,000,000 GO Park Bonds
Golf dome 200,000 Golf Course Fund
INDIVIDUAL PARK IMPROVEMENTS
Bellvue GO Park Bonds
Shelter 120,000
P 35,000 GO Park Bonds
Playground equipment
Brooklane
12,800 GO Park Bonds
Shelter
Cap Impr Fund
Playground equip (w /Garden City School)
20,000
Central
20,000 GO Park Bonds
Fix ball diamonds
Retaining wall improvements 35,000
Centerbrook Golf Course
R 12,100 Golf Course Fund
Rehab shelter building
Build picnic shelter 120,000 Golf Course Fund
Golf Course Fund
Expand clubhouse
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
::.a:,<::;'t.. t:::> >«s:»
31-Jan-96 1�. �9 ..::.:.:...:...9r.:.:.......
Evergreen
Shelter 120,000 GO Park Bonds
Ball field lights 25,000 GO Park Bonds
Move hockey rink 40,000 GO Park Bonds
Storage buildings 10,000 General Fund
Satellite enclosures 5,000 General Fund
Firehouse
Shelter 120,000 GO Park Bonds
Playground equipment GO Park Bonds
Trail lights 7,000 GO Park Bonds
Freeway
Trail lights 7,000 GO Park Bonds
Garden City
Shelter 4,200 General Fund
Playground equipment 35,000 Cap Impr Fund
Enlarge parking lot 30,000 GO Park Bonds
Grandview
Shelter 45,000 GO Park Bonds
Playground equipment 50,000 Cap Impr Fund
Move rink 12,000 GO Park Bonds
Ball field lights 100,000 GO Park Bonds
Trail lights 14,000 GO Park Bonds
Happy Hollow
Picnic Shelter 60,000 GO Park Bonds
Playground equipment 35,000 GO Park Bonds
Trail lights 7,000 GO Park Bonds
Kylawn
Shelter 120,000 GO Park Bonds
Playground equipment 35,000 GO Park Bonds
Hockey lights 50,000 GO Park Bonds
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
::::::'199 fU E
31-Jan-96 9 _99 Q £i ::::::::::::.F:Uh±1C �C
Lions
Marlin
Playground equipment 25,000 Cap Impr Fund
Northport
Shelter 100,000 GO Park Bonds
Trail lights 7,000 GO Park Bonds
Rehab tennis courts 45,000 Cap Impr Fund
Storage buildings 10,000 General Fund
Orchard
Shelter 100,000 GO Park Bonds
Trail lights 7,000 GO Park Bonds
E Palmer
Shelter 100,000 GO Park Bonds
Playground equipment 35,000 GO Park Bonds
Trail lights 7,000 GO Park Bonds
W Palmer
Shelter 80,000 GO Park Bonds
Playground equipment 40,000 Cap Impr Fund
Storage buildings 20,000 General Fund
Trail lights 7,000 GO Park Bonds
Nature Area
Build picnic shelter 80,000 GO Park Bonds
Repl nature trail chips w /crushed limestone 25,500 GO Park Bonds
Riverdale
Picnic shelter 60,000 GO Park Bonds
Playground equipment 35,000 GO Park Bonds
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
..R :E:
>:99 I[: 99�>::>::::>::::>::::>::::::>::::> 11: 99�;:>::>:: >��QQ::<:: >:::<:�U�1...2{l .............Ft1t.l�: 0.
31-Jan-96 'I'.3
Twin Beach
Playground equipment 35,000 GO Park Bonds
Fishing pier, including parking lot 64,000 GO Park Bonds /DNR?
Extend trail 7,500 GO Park Bonds
Wangstad
Playground equipment 35,000 GO Park Bonds
Willow Lane
Shelter 100,000 GO Park Bonds
Playground equipment Capital Impr Fund
Ball field lighting 50,000 GO Park Bonds
Trail lights 7,000 GO Park Bonds
TOTAL EXPENDITURES $72,700 $314,200 $3,229,900 l $4,200,000 $0 $0 $0
FUND SOURCES:
Capital Impr Fund $72,700 $310,000 $150,000 $0 $0
General Fund 0 4,200 101,000 0 0 0 0
Golf Course 0 0 132,100 200,000
GO Bonds 0 2,846,800 4,000,000 0 0 0
Storm Drainage Utility See Table C 0 0 0
TOTAL $72,700 $314,200 $3,229,9001 $4,200,000 $0 $0 $0
r am-
so 11111111w
p it of C y Y
vemeot Pr e nts
SCapita Pub l IrnPr° iic Building ImprO�em
19g
Capital Impr F und
EXPENp1�URES. 1
G° Bonds
cNIC CE NTER
GO Bonds
REMO pELLING 50, 000
SHO RT TERM INT
Minot city
Hall remodelling 6 OQQ,000 Bonds, Cap Impr Fund"
Go
LONG TERM NEEQS
Safety addition and 1
Construct public Ha ll space
C General Fun
remodel existing I
APPROACH:
OPTIONAL A o delling
piecemeal Rem
I Replace
Upgrade lighting
bets
1 Additional storage Cham 1 1
Rerrodel Council ent
Expan police dePa�m e tanKs GO Bonds
d stora9 1_
Replace underg
Replace J
Rep roof p bonds
ApA Compliance 1
Q,00
C° TY CENT ER s Stu
1: Space Nee dy
N
OPTION enter 2 50o,Q
p6tivity Fitness C
tive APpro ents
OPTION 2: Alterna lit imp
pccessibilib� and functiona y
r�
TABLE F Capital Improvement Program Detail of Capital Outlays
Public Building Improvements Ad
31 Jan 96 >8� 7 :..::::.BE,.::::::....... MIS
U�
COMMUNITY CENTER OTHER NEEDS:
Replace carpet throughout 90,000 General Fund
Pool ozonation system 40,000 General Fund
Renovate wading pool 50,000 General Fund
CENTRAL GARAGE
Site improvements 325,000 Capital Impr, Utilities
Additional Storage 450,000 Capital Impr, Utilities
FIRE STATIONS
Remodel East Station 1,600,000 GO Bonds
Remodel West Station 1,300,000 GO Bonds
HERITAGE CENTER
Acquire land /build parking lot 500,000 TIF
Construct G barn 750,000 TIF
LIQUOR STORES
Remodel existing /add new facility Liquor Fund
TOTAL EXPENDITURES $50,000 $500,000 $12 ,355,000 $0 $0 $0 $750,000
FUND SOURCES:
General Fund 0
Capital Improvements Fund 50,000 792,500 0 0 0
Water Utility 81,250 0 0 0
Sanitary Sewer Utility 81,250 0 0 0
TIF 500,000 750,000
GO Bonds 11,400,000 0
TOTAL $50,000 $500,000 $12,355,000 $0 $0 $0 $750,000
Project also includes acquisition of workstation furniture and high density storage, which is shown in Table H: Equipment.
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
01-Feb-96 ...................'19 ..................III U. f i............ {...0. 05 IC3.SO
EXPENDITURES:
SEALCOATING 120,000 100,000 100,000 100,000 100,000 100,000 500,000 General Fund
SIGNALS
Brooklyn Blvd 51 st Avenue 150,000 0 Local State Aid
Summit Earle Brown W (Target Entrance) 125,000 0 Special Assessments
Local State Aid
STATE AID STREET PROJECTS
57th Avenue. Humboldt to Lvndale 1,130,000
MSA- Regular #1496 404,000 MSA Regular #1496
MSA -Local #291142900 76,000 MSA -Local #2911/ #2900
Water Utility 50,000 Water Utility
Sanitary Sewer Utility 10,000 Sanitary Sewer Utility
Storm Drainage Utility 400,000 Storm Drainage Utility
Hennepin County 190,000 Hennepin County
Humboldt Avenue. 69th to N Citv Limits 552,180
MSA Regular #1496 335,540 MSA- Regular #1496
MSA -Local #2911/ #2900 102,900 MSA -Local #2911/ #2900
Water Utility 0 Water Utility
Sanitary Sewer Utility 22,870 Sanitary Sewer Utility
Storm Drainage Utility 40,170 Storm Drainage Utility
Special Assessments 50,700 Special Assessments
I
73rd Avenue. TH252 to Humboldt 200,000 50% Brooklyn Park
MSA Regular #1496 175,000 MSA- Regular #1496
MSA -Local #2911 1#2900 (51,000) MSA- Local #2911/ #2900
Water Utility 31,000 Water Utility
Sanitary Sewer Utility 5,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 40,000 Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
01-Feb-96 9::>:: 8::<::: >:9 t........
8�3 l# QA
Noble Avenue. Brooklvn Blvd to N Citv Lir 41,300
MSA- Regular #1496 26,800 MSA- Regular #1496
MSA -Local #2911/ #2900 0 MSA -Local #2911/ #2900
Water Utility 0 Water Utility
Sanitary Sewer Utility 0 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 14,500 Special Assessments
Brooklvn Boulevard. 64th to N Citv Limits
ROW Acquisition 600,000 50% #1496, 50% #2911/ #2f
Road Construction 435,205 Various I
Lighting, Landscaping, Other 1,425,000 500,000 TIF, Sp Assess, #29111 #29`
67th Avenue. Humboldt to Dupont 189,000
MSA Regular #1496 148,000 MSA Regular #1496
MSA -Local #2911/ #2900 (41,000) MSA -Local #2911/ #2900
Water Utility 14,000 Water Utility
Sanitary Sewer Utility 7,000 Sanitary Sewer Utility
Storm Drainage Utility 10,000 Storm Drainage Utility
Special Assessments 51,000 Special Assessments
Loaan Avenue N. 53rd to 57th 539,000
MSA Regular #1496 270,000 MSA- Regular #1496
MSA -Local #2911/ #2900 40,000 MSA- Local #2911/ #2900
Water Utility 81,000 Water Utility
Sanitary Sewer. Utility 13,000 Sanitary Sewer Utility
Storm Drainage Utility 55,000 Storm Drainage Utility
Special Assessments 80,000 Special Assessments
51 st Avenue. Brooklvn Blvd to Xerxes 81,000
MSA- Regular #1496 48,000 MSA- Regular #1496
MSA -Local #2911/ #2900 8,000 MSA -Local #2911/ #2900
Water Utility 5,000 Water Utility
Sanitary Sewer Utility 1,000 Sanitary Sewer Utility
Storm Drainage Utility 10,000 Storm Drainage Utility
Special Assessments 9,000 Special Assessments
M M M r M M M M M M M M M M M it M M M
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
01- Feb -96
53rd Avenue. France to 55th Avenue 415,000
MSA- Regular #1496 247,000 MSA- Regular #1496
MSA -Local #2911/ #2900 51,000 MSA -Local #2911/ #2900
Water Utility 25,000 Water Utility
Sanitary Sewer Utility 25,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 67,000 Special Assessments
69th Ave. Shinale Cr Pkwv to Dunont B idoe 2,150,000
MSA Regular #1496 1,865,000 MSA- Regular #1496
MSA -Local #2911/ #2900 43,000 MSA -Local #2911/ #2900
Water Utility (See Table A) 0 Water Utility
Sanitary Sewer Utility 0 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 242,000 Special Assessments
France Avenue. 69th to N Citv Limits 349,000
MSA Regular #1496 233,000 MSA Regular #1496
MSA -Local #2911/ #2900 18,000 MSA -Local #2911/ #2900
Water Utility 31,000 Water Utility
Sanitary Sewer Utility 2,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 65,000 Special Assessments
63rd Avenue. W Citv Limits to Brooklvn Blvd 1,002,000
MSA Regular #1496 596,000 MSA Regular #1496
MSA -Local #2911/ #2900 156,000 MSA -Local #2911/ #2900
Water Utility 95,000 Water Utility
Sanitary Sewer Utility 5,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 150,000 Special Assessments
63rd Avenue. Brooklvn Boulevard to Xerxes 270,000
MSA Regular #1496 172,000 MSA Regular #1496
MSA -Local #2911/ #2900 (37,000) MSA -Local #2911/ #2900
Water Utility 17,000 Water Utility
Sanitary Sewer Utility 34,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 84,000 Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
»...tkt .:......t:C3::<`
01-Feb-96 $,3
June Avenue. CSAH 10 to 63rd 378,000
MSA- Regular #1496 269,000 MSA- Regular #1496
MSA -Local #291142900 (29,000) MSA -Local #2911/ #2900
Water Utility 10,000 Water Utility
Sanitary Sewer Utility 51,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 77,000 Special Assessments
NEIGHBORHOOD STREET PROJECTS
Woodbine
GO Bonds 645,700
Special Assessments 312,800
Orchard East
GO Bonds 1,100,000
Special Assessments 700,000
SE: James /Knox 55th -57th; Xerxes /53rd Combination of GO
GO Bonds Not yet known bonds and special
Special Assessments Not yet known assessments
Orchard West; Redevelopment area
GO Bonds
Special Assessments
South Garden City High school area
GO Bonds
Special Assessments
Wangstad area; south Northwest area
GO Bonds
Special Assessments
ASSESSMENT STABILIZATION PROGRAM 30,000 50,000 50,000 50,000 50,000 50,000 280,000 Local State Aid
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
01-Feb-96 ><><?I'I€ >I
LANDSCAPING
Co Rd 10 Streetscape 100,000 1/2 MSA -2900, 1/2 Sp Asse
Xerxes Avenue Streetscape 70,000 MSA -Local #2900
TOTAL EXPENDITURES $1,701,980 $6,369,000 $2,655,205 $1,684,000 $528,000 $1,152,000 I $1,050,000
FUND SOURCES:
MSA Regular #1496 362,340 2,539,000 349,025 676,000 269,000 596,000 172,000
MSA- Local #2911/ #2900 132,900 809,000 801,030 86,000 21,000 206,000 243,000
Water Utility 0 131,000 41,875 75,000 10,000 95,000 17,000
Sanitary Sewer Utility 22,870 23,000 15,875 35,000 51,000 5,000 34,000
Storm Drainage Utility 40,170 455,000 101,150 20,000 0 0 0
Special Assessments 378,000 1,022,000 552,500 342,000 77,000 150,000 84,000
Bonds 645,700 1,100,000 0 0 0 0 0
General Fund 120,000 100,000 100,000 100,000 100,000 100,000 500,000
TIF Funding 393,750 150,000
Other Governments 0 190,000 300,000 200,000 0 0 0
TOTAL $1,701,9801 $6,369,000 $2,655,205 $1,684,000 $528,000 $1,152,0001 $1,050,000 1
I
TABLE H Capital Improvement Program Detail of Capital Outlays
Equipment
31 Jan 96 't�����.`��.��� _'t�.�.��#�` '��9�
EXPENDITURES:
DATA PROCESSING
Network Upgrades 32,000 1,000 20,000 10,000 30,000 General fund; Heritage Cent(
Optical Disk Management 0 125,000 General fund
Software applications 28,150 5,500 10,000 10,000 10,000 10,000 50,000 General fund
Hardware 57,880 61,055 80,000 80,000 80,000 100,000 500,000 General fund
Replace cable 50,000 General fund; Heritage Cent
Radio networking 40,000 1/2 GF; 25% each utility I
LOGIS Distributed site 130 ,000 70% GF; 10% utility,5 %liq,5 %HC
OTHER EQUIPMENT
Acquire ergonomic workstations storagt 390,000 Capital Improvements Fund
Replace phone system 200,000 Capital Improvements Fund
Replace pub safety /pub works radio system 750,000 Capital Improvements Fund
Remote regular water meters 275,000 250,000 250,000 Water Utility
Replace chairs 10,000 General fund
TOTAL EXPENDITURES $508 ,030 $542,555 $1,465,000 $350,000 $90,000 $440,000 $550,000
FUND SOURCES:
General Fund 96,130 67,555 140,000 100,000 90,000 140,000 550,000
Heritage Center Fund 21,900 0 50,000 $0 $0 $0
Liquor Store Fund 0 $0 $0 $0
Capital Improvements Fund 390,000 200,000 755,000 $0 $0 $0
Water Utility 275,000 510,000 250,000 $0 $0 $0
Sanitary Sewer Utility 0 10,000 $0 $0 $0
TOTAL $508,030 $542,555 $1,465,000 $350,000 $90,000 $140,000 $550,000
r r r r ■ir r rr r r r r rr r r r r r r
TABLE I Capital Improvement Program Detail of Capital Outlays
Central Garage Vehicles Equipment
31- Jan -96 >:..9 .....$9>'�.$#�' .....Q 2 I>1[.t.R.
EXPENDITURES:
STREETS
Ford 800 Flat Bed /Sander 77,000 All Central Garage Fund
Chipper 23,000 except where noted
Bobcat loader with planer 34,300
Engineering survey van 16,000
Sign shop truck 30,800
Pickups: Light Duty 15,000 14,000 28,000 18,000 0
Pickups: Heavy Duty 31,320 24,000
Grader 159,000
3/4 Ton Van 26,600
Ford 800 Dump 82,640 170,000 80,000 82,000 82,000
Trackless Sidewalk Plow 47,000 47,000 47,000
Air Compressor 14,900
Crack sealing kettle /router 35,000
Vacuum Sweeper 86,000 Storm Drainage Utility
Ford Tandem Dump 90,000
Paint Striper 40,000
Loader 126,000 160,000
Ford 700 Dump 36,000
Dozer 35,000
Oil distributer truck 89,000
PARKS
Pickups 15,000 15,000
Ford 350 Dump 28,640 27,000 27,000
Tractors 28,000 28,000
Mowers 65,000 45,000 32,000
Concession trailer 20,800
TABLE I Capital Improvement Program Detail of Capital Outlays
Central Garage Vehicles Equipment
31-Jan-96 ......�$t.... ....F€tVlt tU
PUBLIC UTILITIES
Emergency Utility Van 30,000 Water Utility
Sewer Jet 95,000
Drill Rig 25,000 Water Utility
Pickups 48,000 34,000
Ford 350 Dump /Utility Box 37,000
Sewer Rodder 21,000
GOLF COURSE
3/4 Ton Pickup 15,640 Golf Course Fund
Mowers 26,100 28,000 Golf Course Fund
FIRE DEPARTMENT
Salvage Van rescue van 170,000 GO Bonds
Pumpers 125,000 GO Bonds
Ladder
Trucks /autos /vans 21,000 29,200
Boat 10,000 General Fund
POLICE
Squads 77,500 109,000 110,000 115,000 125,000 130,000 695,000
Staff cars 21,300
TOTAL EXPENDITURES $367,700 $675,440 $980,600 $447,000 $278,200 $360,000 $1,166,800
FUND SOURCES:
Central Garage Fund 286,600 534,800 696,600 447,000 278,200 360,000 1,166,800
Water Utility 55,000 0 0 0 0 0 0
Storm Drainage Utility 0 0 86,000 0 0 0 0
Sanitary Sewer Utility 0 0 0 0 0 0 0
Golf Course Fund 26,100 15,640 28,000 0 0 0 0
GO Bonds 0 125,000 170,000 0 0 0 0
TOTAL $367,700 $675,440 $980,600 $447,000 $278,200 $360,000 $1,166,800
TABLE J Capital Improvement Program Detail of Capital Outlays
Community Development
31-Jan-96 _99 ..':.........I............2...I 1tIO>iRl✓
EXPENDITURES:
ECONOMIC DEVELOPMENT
Acquire property for redevelopment
Brooklyn Blvd Redevelopment 800,000 800,000 TIF?
HOUSING
Acquire single family houses 150,000 150,000 200,000 200,000 200,000 250,000 1,250,000 1/2 CDBG, 1/2 Other
Acquire apartments 2,000,000 6,000,000 TIF
Housing rehab loans /grants
TOTAL EXPENDITURES $2,950,000 $950,000 $6,200,000 $200,000 $200,000 1 $250,000 1 $1,250,000 1
FUND SOURCES:
TIF revenue 2,800,000 800,000 6,000,000 0 0
CDBG 75,000 75,000 100,000 100,000 100,000 125,000 625,000
EDA levy 0 0 0 0 0 0 0
Heritage Center Revenue 0 0 0 0 0 0 0
Other Funds 75,000 75,000 100,000 100,000 100,000 125,000 625,000
TOTAL $2,950,000 $950,000 $6,200,000 $200,000 $200,0001 $250,0001 $1,250,0001
APPENDIX 1
SUPp DA E A TAL
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1
CITY OF BROOKLYN CENTER
BUDGET PROCEDURES REQUIRED BY THE CITY CHARTER
OR BY OTHER LEGAL AUTHORITY
CHARTER REOUIREMENTS:
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.
215
Section 7.07. ENFORCEMENT OF THE BUDGET. It shall be the duty of the City 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 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 BUDGET. 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 apart of the budget but not to exceed five percent (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.
STATE REOUIREMENTS:
I. PROPOSED BUDGET TO BE L: Not later than
ADOPTED BY COUNCIL: September
15 for certification to the County. The Council must also select a date for the initial
budget hearing and a date for a continuation hearing (if needed).
2. PROPOSED BUDGET AND PROPOSED TAX LEVY TO BE CERTIFIED TO
COUNTY: Not later then September 15, the City must certify a proposed budget and
proposed tax levy to the county. It must also inform the County of budget hearing and
continuation hearing dates. The continuation hearing must be at least five business
days, but not less than fourteen business days from the initial hearing.
216
STATE REOUIREMENTS: (continued)
1 3. COUNTY MUST MAIL INDIVIDUAL PROPERTY TAX NOTICES TO EACH
PROPERTY OWNER: By November 10, the county must mail individual property tax
notices to each property owner informing the property owner of the anticipated tax
increase.
4. ADVERTISE PUBLIC HEARING(S) ON THE BUDGET: Not less than two business
days nor more than six business days before the initial hearing.
5. PUBLIC HEARING(S) ON THE BUDGET TO BE HELD: The City must conduct
public hearing(s) on the budget between November 29 and December 20. The final
budget must be adopted during the public hearing.
6. FINAL BUDGET TO BE ADOPTED BY CITY COUNCIL: Not later than December
21.
7. FINAL BUDGET AND FINAL TAX LEVY TO BE CERTIFIED TO COUNTY: No
later then December 28, the City must certify a final budget and final tax levy to the
county and the Minnesota Department of Revenue.
217
CLASSIFICATION OF EXPENDITURE OBJECT CODES
OBJECT
NUMBER OBJECT DESCRIPTION TOINCLUDE
PERSONAL SERVICES
4100 Salaries/Wages, Reg Employees Self- explanatory Self- explanatory
I I I 4112 Overtime of Regular Employees Self- explanatory Self- explanatory
4130 Salaries/Wages, Temp Employees Self explanatory Self- explanatory
4131 Overtime of Temp Employees Self- explanatory Self- explanatory
4142 PERA Retirement Fund City Share Self- explanatory
4146 FICA/Medicare Payroll Tax City Share Self- explanatory
4151 Health Insurance Health Premium City Share Self- explanatory
4152 Life Insurance Life Premium City Share Self- explanatory
4153 Dental Insurance Dental Premium City Share Self- explanatory
4154 Worker's Comp Insurance W/C Premium City Paid Self explanatory
4156 Unemployment Compensation Unemployment City Paid Self- explanatory
4158 Disability Insurance Disability City Paid Self- explanatory
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.
4212 Printed Forms Forms printed specifically for an Police citation books, assessor's
operating department filed cards, reciepts, licenses.
assessor's valuation notices, time
cards, etc.
4217 Paper Supplies Paper used for maintenance Self- explanatory
of City buildings
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, cuse
specifically identified and placed under balls, playground supplies, program
a more definative object code supplies, directories, photographic
supplies, emergency flares,
ammunition, wall maps, tear -gas, small
batteries
4221 Motor Fuels Gas diesel fuel for moblie 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
218
OBJECT CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
4225 Shop Materials 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, anti freeze, windshield solvent
4226 Chemicals Chemical Products Chemicals used in Swimming pool chemicals
departmental operations special cleaning, compounds
4227 Safety Supplies Items purchased to provide for the O.S.H.A. required supplies, first aid
safety of employees participants supplies
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 necessary 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 Repairs
g p s 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, manhole 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,
maintain and prepare signs paint, nuts, bolts, misc. hardware,
center line paint
4240 Small Tools Tools with a value of less than $500 Rakes, shovels, picks, forks, wrenches,
used to accomplish the department's 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, clamps, etc.
4244 Athletic Field Supplies Items purchased to improve or Agricultural lime, marking lime, clay,
maintain athletic fields bases, stakes, plates, and sod
4246 Trailway Repair Supplies Items purchased to improve or Bituminous, gravel, or other material
maintain trailways 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 $500 to accomplish and other minor equipment
the department's tasks
21
y
OBJECT CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
PROFESSIONAL, SERVICES
4310 Professional Services, General Fees for professional services of Designers, architects, inspectors.
outside consultants other than appraisors, 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 indedendent 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 b the City's workers compensation
P e s co ensaton
Y Y Y P
system insurance if injured
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 Self- explanatory
for use of personal autos and parking
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
i n 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
220
CLASSIFICATION OF EXPENDITURE OBJECT CODES
OBJECT
NUMBER OBJECT DESCRIPTION TOINCLUDE
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 clock repair, etc.
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
4388 Electrical Repairs Cost of electrical repairs to City Self- explanatory
buildings
4389 Maintenance Contracts Cost of an agreement with a contractor Self- explanatory
to provide 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 Machinery Rentals Cost of renting machinery for City use Rental of backhoes, boom trucks,
tree movers, lift trucks, and specialized
hand tools
4397 Data Processing Cost of LOGIS (Local Government Terminals, line charges, data
Information System) data processing processing services
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
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. Dose not include
Police and Fire Training employee salaries while attending
the same
221
OBJECT CLASSIFICATION OF EXPENDITURE OBJECT CODES
NUMBER OBJECT DESCRIPTION TOINCLUDE
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 Pamphlets Self- explanatory Self- explanatory
4418 Relocation Benefits Relocation assistance Self- explanatory
4419 Vehicle Licenses MN license plates for City owned Self- explanatory
vehicles
4421 Janitorial Services Cost of private contractor to Self- explanatory
provide janitorial services
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
4428 Domestic Assault Cost of private contractor to provide Self- explanatory
domestic intervention services
CENTRAL. GARAGE CHARC;FS
4440 Fuel Charges Cost of fuel used in City's vehicles Self- explanatory
and equipment
4441 Fixed 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 Boiler Machinery Insurance Insurance premium on boiler Self- explanatory
and machinery risk
222
CLASSIFICATION OF EXPENDITURE OBJECT CODES
OBJECT
NUMBER OBJECT DESCRIPTI TOINCLUDE
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
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 lights, air
electric power conditioning, air handling 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 Sewage 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 cost 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 surfaced playground area, permanent
improvments, buildings, or any other bleachers, backstops, chain link
specifically defined capital outlay fences, snow fencing
object code
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.
223
CLASSIFICATION OF EXPENDITURE OBJECT CODES
OBJECT
NUMBER OBJECT DESCRIPTION TOINCLUDE
4550 Furniture and Fixtures Furniture fixtures 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
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
OTHER DISBURSEMENTS
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
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
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
224
1
CLASSIFICATION OF EXPENDITURE OBJECT CODES
OBJECT
NUMBER OBJECT DESCRIPTION TOINCLUDE
4843 Banquet Expenses Food and beverage costs for banquets Self- explanatory 1
at the Golf Course
4920 Depreciation Self explanatory Self- explanatory 1
4995 Contingency Reserve established by the City Used only at the direction of the
Council for annual unanticipated needs City Council
i
i
1
1
1
1
1
1
1
1
1
1
1
225
1