HomeMy WebLinkAbout1995 Budget 1
1995 ANNUAL BUDGE T
1
1
AS ADOPTED FOR
1
THE CITY OF BROOKLYN CENTER
1
1
MINNESOTA
1
1 CITY OF BROOKLYN CENTER
6301 SHINGLE CREEK PARKWAY
1 BROOKLYN CENTER, MINNESOTA 55430
1
i
1
1
1
1
THE CITY OF BROOKLYN CENTER
MINNESOTA
LISTING OF CITY OFFICIALS AT JANUARY 1. 1995,
ELECTED OFFICIALS TERM ENDING
MAYOR MYRNA KRAGNESS FOUR YEARS 12 -31 -98
1 COUNCILMEMBER BARB KALLIGHER FOUR YEARS 12 -31 -96
COUNCILMEMBER KRISTEN MANN FOUR YEARS 12 -31 -96
COUNCILMEMBER KATHLEEN CARMODY FOUR YEARS 12 -31 -98
COUNCILMEM 3ER DEBRA HILSTROM FOUR YEARS 12 -31 -98
APPOINTED OFFICIALS OFFICE
GERALD SPLINTER CITY MANAGER
GERALD SPLINTER CITY CLERK
CHARLES HANSEN CITY TREASURER
HOLMES GRAVEN CITY ATTORNEY
DEPARTMENT HEADS DEPARTMENT
CHARLES HANSEN FINANCE
DIANE SPECTOR PUBLIC SERVICES
SCOTT KLINE POLICE
RON BOMAN FIRE
BRAD HOFFMAN COMMUNITY DEVELOPMENT
PLAN
ATION CHART COUNCIL Ota
ORGANIZATION Brooklyn Center,
Minnesota
City of
CHARTER
COMMISSION
ADVISORY ELE CTORATE appointed by district court
Various Ad Hoc Committee
CITY ATTORNEY
ADVISORY
Housing Commission
CITY ADVISORY
COUNCIL Financial Commission
ADVISORY
Human Rights Resources Commission
PERSONNEL COORDINATOR
ADVISORY CITY I
Parks &Recreation Commission MANAGER CITY CLERK
ADVISORY I
planning Commission t
i DIRECTOR
1 CHIEF CHIEF Public
I
DIRECTOR Services
Volunteer pollee
DIRECTOR Finance Department Department
Department Fire
Community a r ty Department r
Develpment Treasurer
r
ImanageTent Emergency
Liquor i Preparednes
stores systems
i Recreation Golf
1 Course
Public programs
Government Engineering Street utilities Community
Ear
M le Brown` Park Buildings Division Division Division Center \Centerbrooki
Inspections Maintenance
Heritage Division J
Assessing planning oning Center Division 1 11
on as
THE CITY OF BROOKLYN CENTER
ADOPTED 1995 BUDGET
1 FOR ALL BUDGETED FUNDS
TABLE OF CONTENTS
Page No.
PART I BUDGET MESSAGE 1 2
Full -time employee charts 3-4
Finance Director's Budget Letter 5-6
PART 11 COMBINED BUDGET SUMMARY
Combined Statement of Revenues Expenditures All Fund T 7
FUNDS LEVYING PROPERTY TAXES
Summary of Estimated Revenue by Source and Fund 8
Estimated Sources of Financing (Pie Chart) 9
Resume of Revenue and Estimated Revenue 10
Appropriations By Function (Pie Chart) 11
Resume of Appropriations and Expenditures 12
Appropriations By Object Classification (Pie Chart) 13
Summary of Appropriations By Object Classification 14
PART III GENERAL FUND ESTIMATED REVENUE AND APPROPRIATIONS SUM
Resume of Revenue and Estimated Revenue 15-17
Resume of Appropriations and Expenditures 18-19
PART IV GENERAL FUND DEPARTMENTAL APPROPRIATIONS AND EXPENDIT
Departmental Appropriations:
111 Council 20-21
112 Commissions 22-24
113 City Manager's Office 25-33
114 Elections and Voter's Registration 34-36
115 Assessing and Voter's Registration 37-41
116 Finance 42-49
117 Independent Audit 50-51
118 Legal Counsel 52-54
TABLE OF CONTENTS
Page No.
119 Government Buildings 55-58
120 Data Processing 59-62
131 Police Protection 63-72
132 Fire Protection 73-78
133 Community Development 79-83
134 Emergency Preparedness 84-85
141 Engineering 86-92
142 Street Maintenance 93-100
152 Social Services 101-105
160 Recreation Administration 106-108
161 Adult Recreation Programs 109-112
162 Teen Recreation Programs 113-115
163 Children's Recreation Programs 116-120
164 General Recreation Programs 121-127
167 Community Center Recreation Programs 128-136
169 Parks Maintenance 137-144
170 Convention and Tourism Bureau 145
180 Unallocated Departmental Expenses 146-150
PART V SPECIAL REVENUE FUNDS
Combining Statement of Revenues and Expenditures 151
Earle Brown Tax Increment District Fund 152
Diseased Tree Removal Fund 153
Community Development Block Grant Fund 154
PART VI DEBT SERVICE FUNDS
Combining Statement of Revenues and Expenditures 155
G. O. State Aid Road Bonds, Series 1991 B 156
G. O. Tax Increment Bonds, Series 1985A 157
G. O. Tax Increment Bonds, Series 1991A 158
G. O. Tax Increment Refunding Bonds, Series 1992A 159
G. O. Improvement Refunding Bonds, Series 1987A 160
G. O. Improvement Bonds, Series 1994B 161
PART VII CAPITAL PROJECTS FUNDS
Combining Statement of Revenues and Expenditures 162
Housing and Redevelopment Authority 163
Economic Development Authority 164-170
TABLE OF CONTENTS
Page No.
PART VIII ENTERPRISE FUNDS
Combining Statement of Revenues and Expenses 171
Liquor Stores Fund 172-176
Centerbrook Golf Course Fund 177-179
Earle Brown Heritage Center Fund 180-190
Recycling Fund 191
Water Utility Fund 192-199
Sanitary Sewer Fund 200-206
Storm Drainage Fund 207-209
PART IX INTERNAL SERVICE FUNDS
Central Garage Fund 210-213
APPENDIX 1
SUPPLEMENTAL DATA
Resolution to Authorize a Final Tax Levy 214
Resolution to Adopt the 1995 Proposed Budget 215-217
Resolution to Adopt the Central Garage Budget 218-219
Resolution to Adopt the Special Revenue Enterprise Budgets' 220 221
Distribution of the Property Tax Dollar (pie chart) 222
How to Figure the City Property Tax on a Home 223
Summary of 1995 Proposed Property Tax Levy by Fund 224
Tax Rate Projections 225
Definitions of Budgetary Terms 226
Budget Procedures Required by the City Charter 227-229
Classification and Description of Object Codes 230 239
APPENDIX II
PERSONNEL
1 Employee Position and Classification Plan 1-22
APPENDIX III
CAPITAL IMPROVEMENT PROGRAM
��1
A
�4
City of Brooklyn Center
A great place to start. A great place to stay.
September, 28 1994,
FROM THE OFFICE OF THE CITY _MANAGER
Subject: CITY MANAGER'S PROPOSED 1995 BUDGET
To the Honorable Mayor and City Council:
On August ,12, 1994, l submitted to the City Council the 1995 preliminary levy and budget. This
recommendation called for aproperty tax levy of $6,418,684 and a total General Fund, Debt Service, HRA, and
EDA budget of $12,059,210: The City Council, after considering the 1995 preliminary budget and levy, certified
to Hennepin County the 1995 preliminary levy of $6,521,777 and a total- budget of $12,159,210. If the
preliminary, levy is adopted as a final levy by the City Council, it would increase the taxes on 'a typical home in
Brooklyn Center (three bedroom rambler with two -car detached garage $73,000 value) by approximately $23:21
per year, or $1.93 per month.
There are a number of significant factors which contribute to the complexity of the 1995 budget and they are as
follows:
1. The 1995 proposed: budget calls for a 4.92% increase ($536,538) in General Fund spending. In 1995
there will be an increase of $25,280 in non- property tax revenues. This contrasts to 1994 in which we
experienced a decrease. However, this still means $511,258 of the General Fund's $536,538 budget
increase must be raised from the property tax.
2. The EDA tax levy returns to the maximum allowed by State law compared to a levy that was $10,000
Tess than the maximum in 1994.
3. The HRA tax levy is projected to decrease slightly as it is directly related to the taxable market value of
the City which has declined in the last year.
4. The 1995 proposed budget includes a $72,116, property tax levy for debt service on street improvement
bonds compared to zero bond payments in 1994.
5. The City Manager recommended one police officer be added as a school liaison officer. School District
No. 286 will reimburse the City for 75% of the base pay; the City would assume the remaining costs.
A second officer and a code enforcement officer are included in the 1995 ro osed budget at the City
P A g y
Council's request.
6. One part-time secretary in the City Manager's /EDA departments is converted to full -time.
7. The Police Department will get mobile data terminals in all squad cars at an annual cost of $45,000_ An
additional squad car, at the City Council's request is included in the 1995 proposed budget.
8. The City's comprehensive plan will be updated through a $40,000 appropriation in; the Community
Development Department:
6301 Shingle Creek Pkwy, n Center MN 55430 -2199 City Hall TDD Number (612) 569 -3300
g y, y y
Recreation and Community Center Phone TDD Number (612) 569 -3400 FAX (612) 569 -3494
An Affirmative Action/ Equal Opportunities Employer
9. Capital outlay costs have increased primarily because�the General Fund is paying $34,300 to the central
garage, fund for one item of additional equipment and $80,895 to rover the difference between
accumulated ;depreciation and replacement cost on other equipment purchases.
10. In the 1994 budget, the City instituted a 2% estimated uncollectible allowance for property taxes. Based
on continued shortfalls in collections and the recommendations of the City's auditors, Deloitte Touche,
that allowance is raised to 3 in the 1995 budget. This factor increases the 1995 budget taxes by
11. An additional transfer of $450;000 from the special assessment debt service fund and $200,000 from the
General Fund will be made during 1994 to the central garage fund to help cover inflation in the
replacement cost of vehicles and equipment; between the time of their original purchase and their eventual
replacement.'_
For the first time, the 1995 budget `is being submitted to the City Council in a different format. Traditionally,
our budget is submitted to the City Council in :a department line item format. In 1995, upon recommendation
of our auditors, our Financial Commission, and the City Council, a new format which distributes the costs and
appropriations by activity has been implemented. On the department` summary pages, revenues and expenditures
for the current year, the two previous years, plus the department request and City Manager's recommendation
are indicated. The following activity breakdown pages indicate the 1995 costs for various activities within the
department. In future years, the activity pages of budget will have the previous year's history, but it is not
possible to break downthe appropriations by activity for 1994. t
The thane from the previous budget model to the new one was a significant a challen for, our department's.
g P g challenge
I would like to thank all departments for their patience and diligence in making this change. I believe the new
or ac they provide. It .should allow for the City Council to to judge expenditures based on the service
activi bud et will resent the City Council with the opportunity
y ore accurately judge the cost an ,value of
services and activities of the City of Brooklyn Center.
I would especially like to thank Fin anee Director Charlie :Hansen and his de p artment for their efforts in
developing the_ 1995 proposed budget. I look forward to working, with the Financial, Commission and City
Council in finalizing and adopting the 1995 budget. The City Council has scheduled budget work sessions for
Mondays, October, 17 and November 21. Our Truth in Taxation public hearings for the 1995 budget are
scheduled for Wednesday, December 7 and, if needed, Wednesday, 'Dec' ber 1.4, 1994.
Respectfully submitted,
Gerald G. Splinter
City Manager
2
forward/polpers POLICE DEPARTMENT
FULL -TIME PERSONNEL
BUDGET YEARS 1985 1995
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995
Chief 1 1 1 1 1 1 1 1 1 1 1
Captains
Investigations 1 1 1 1 1 1 1 1 1 1 1
Patrol 1 1 1 1 1 1 1 1 1 1 1
Support Services 1 1 1 1
Total Captains 2 2 2 2 3 3 3 3 2 2 2
Sergeants
Patrol 5 5 5 5 5 5 5 5 5 5 5
1 1 1
Administrative
1 1 1
Community Services
Total Sergeants 5 5 5 5 5 5 5 5 7 7 7.
Investigators 5
Investigators 5 5 5 5 5 5 5 5 5 5
Investigative Intern 1 1 1 1 1 1 1 1
Joint Task Drug Force 1 1 1 1 1 1
Total investigators 6 6 6 6 6 7 7 7 6 6 6,
W Patrol Officers
Patrol 14 15 17 17 19 2 22 2 2 22 23
1 1 1 1 1 1
DARE
2 2 2 2
COP
Crime Prevention 1 1 1 1 1 1 1 1 1 1 1
1
School Liasion
Total Patrol Officers 15 16 18 18 20 22 24 24 24 26 28
Total Sworn Officers 29 30 32 32 35 38 40 40 40 42 44
Administrative Analyst 1 1 1 1 1 1 1 1 1 1 1
Staff Services Supervisor 1 1 1 1 1 1 1 1 1 1 1
Administrative Aid 1 1 1
1 1
Social Service Coordinator
6 6 6 6 6 6 6
Public Safety Dispatcher 6 6 6 6
Code Enforcement Officer 2 2 2 2 2 2 1 1 1 1 2
Property Room Supervisor 1 1 1 1 1
Police Secretary 1 1 1 2 2 2 2 2 2 2
Police Receptionist 1 1 1 1 1 1 1
Police Class. Operator 1 1 1 1 1 1 1 1
Total Civilian Employees 12 12 12 14 14 14 15 15 14 14 15
Total Full -time Employees 41 42 44 46 49 52 55 55 54 56 59
9/28/94
formrd\pers8595
CITY OF BROOKLYN CENTER r
COMPARISON OF NON PUBLIC SAFETY FULL TIME EMPLOYEE
BUDGET YEARS 1985 TO 1995
Net
Department 1985 1995 Chanae
City Manager (2) 7.0 6.5 -0.5
Assessing 4.0 4.0 0.0
Finance 8.0 8.0 0.0
Govt Buildings (1) 6.0 2.0 -4.0
Mgmt Info Systems 1.0 1.0'
Community Development 5.0 5.0 0.0
Engineering 9.0 9.0 0.0
Streets 13.0 13.0 0.0
Vehicle Maint 4.0 4.0 0.0
Recreation 6.0 6.0 0.0
Community Center (1) 2.0 2.0
Parks Maint 9.0 7.0 -2.0
Econ Dev Auth (2) 2.5 2.5
TOTAL 71.0 70.0 -1.0
Positions added durina 10 vear period.
Description Department Number
M.I.S. Coordinator M.I.S. 1
Secretary City Manager /E.D.A. 1
Secretary Comm Dev 1
Housing Inspector Comm Dev 1
E.D.A. Housing Coord E.D.A. 1
TOTAL ADDED 5
Positions eliminated during 10 year period.
Description Department Number
Custodians Govt Bldg 2
Secretary Comm Dev 1
Planner Comm Dev 1
Street/Park Supervisor Parks 1 t
Maintenance II Parks 1
TOTAL ELIMINATED 6
(1) Two positions were transfered from Govt Bldgs to Comm Ctr:
(2) One secretary position is shared by City Manager and E.D.A.
4
City of Brooklyn Center
A great place to start. A great place to stay.
Date: April 17, 1995
To: Mayor and City Council
From: Charlie Hansen, Finance Director
Subject: CHANGES TO ARRIVE AT THE ADOPTED 1995 BUDGET
The City Manager's budget message immediately preceding this page is the one he prepared
for submission with the Proposed ,1995 Budget. The City Council adopted ,a budget with
several changes which. I have incorporated into the Adopted 1995 Budget.
The City ouncil made the following, owing; changes to the General Fund appropriations. Professional
Services ,in the City Council department were increased by $25,000 for the Image Campaign.
Dues and Subscriptions in;the City Manager's department were increased by $3,000 for the
Highway' 100 Council. Capital Outlay, supplies and services in the Police Department were
decreased by $20,060 by the elimination of a requested addition, of one car to the marked patrol
cars. These resulted in a net increase of $7,940 in the authorized appropriations of the General
Fund.
The City Council made the following changes to the General Fund estimated revenues.
Property taxes were reduced by $19,507. Business licenses were increased by $2,500. State
aid for police pensions was increased by $5,440. State aid for "homestead credit was increased
by $19,507. These, resulted in a net increase of $7,940 in the estimated revenues of the
General Fund:
On December 19, 1994, the City-Council ado ted Resolutions 94 -276 which set wages and
P g
benefits for members of"Local No. 49 bargaining unit and Resolution 94 -277 which set wages:
and benefits for non unionized city employees. Both of these groups received a 3% increase
in wages. The police union hasn't reached a 1995 settlement with the city as of this date. The
Proposed 1995 Budget for the, General Fund contained salary and wage increase of 2 This
Adopted "1995 Budget contains a 3% increase in all General Fund departments, including the
Police Department. The adopted budgets of most departments are higher than the in
recommended budget, because of the wage increase. Incorporating the wage increases into
individual departments required taking an additional $59,450 from the contingency account.
As a result, the contingency account ended up with a balance of $219,790.
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 /Equal50pportunities Employer
e
The Adopted 1995 Budget: contains several features which are different from any budget
adopted by the City of Brooklyn Center in previous years. First, it is an activity based budget.
The operations of each department are broken down into distinct activities focused on services,
provided. This should, make it easier to costs to the services being provided. To make
the costs more accurate, personnel` costs have been allocated down to the activity level far more
extensively than ever before. Both,full -time and part-time employee hours worked have been
allocated to activities and expresses as full -time equivalent units. Where possible, non property,
tax revenues have been allocated to the activities. This makes it possible not only to know the
cost of an activity; but the cost to the property tax payor of the activity. Finally, we have
expanded the Adopted 1995 Budget to include all city funds. In past years, only those funds
that levied property taxes had budgets officially adopted.
6
PART II
1
C O_VIBINED
1
BUDGET SU.M.,MARY
1
GENERAL FUND
DEBT RETIREMENT
ECONOMIC DEVELOPMENT
AUTHORITY
1 HOUSING &REDEVELOPMENT
1 AUTHORITY
1
1
rr r� r r ar r� �r rr �r r r r� rr r� �r �r �■r r
City of Brooklyn Center
All Fund Types
COMBINED STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1995 Budget
Special Debt Capital Enterprise Internal Totals
Revenues General Revenue Service Projects Funds Service 1995
Taxes and special assessments $5,981,165 $1,367,000 $253,440 $255,044 $20,000 $7,876,649
Lodging taxes 395,000 395,000
Sales and user fees 7,428,208 7,428,208
Licenses and permits 296,400 296,400
Intergovernmental 3,479,626 253,334 306,725 54,787 4,094,472
Charges for services 893,732 12,000 $1,399,985 2,305,717
Court fines 112,000 112,000
Investment earnings 186,000 1,000 240,000 62,500 400,743 75,000 965,243
Miscellaneous 14,000 23,500 37,500
Total Reve 11,357,923 1,633,334 800,165 395,831 7,848,951 1,474,985 23,511,189
Exoen ditures
Current:
General government 1,882,240 1,882,240
Public safety 4,882,085 4,882,085
Public works 1,560,386 1,560,386
Community health services 40,860 40,860
Parks and recreation 2,333,701 30,000 2,363,701
Economic development 187,625 1,100 649,165 837,890
Nondepartmental 571,026 571,026
Enterprise operations 6,331,744 6,331,744
Central garage operations 1,081,595 1,081,595
Capital outlay 393,390 393,390
Debt service:
Principal retirement 825,000 825,000
Interest and fiscal charges 98,000 1,078,083 180,572 1,356,655
Tota xnenditures 11,457,923 129,100 1,903,083 649,165 6,512,316 1,474,985 22,126,572
Excess or Deficiencv.(_) of Revenues Over Exnenditures (100,000) 1,504,234 (1,102,918) (253,334) 1,336,635 0 1,384,617
Other Financing Sources or Uses(
Operating transfers in 100,000 1,285,000 390,308 1,775,308
Operating transfers out (1,538,334) (136,974) (100,000) (1,775,308)
Total Other Financirla Sources or Uses( 100,000 (1,538,334) 1,285,000 253,334 (100,000) 0 0
Sirrolus or Def icit(-) $0 ($34,100) $182,082 $0 $1,236,635 $0 $1,384,617
CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
INCLUDING THE
GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVELOPMENT AUTHORITY (EDA) FUND AND
HOUSING -REDEVELOPMENT (HRA) FUND
1995 ADOPTED
SUMMARY OF ESTIMATED REVENUE BY SOURCE AND FUND
1994 1995 1995 Percent
Budgeted Revenue Increase Increase
REVENUE BY SOURCE: Revenue Estimate Decrease Decrease
1. GENERAL PROPERTY TAXES 5,740,195 6,308,325 568,130 9.90%
IL LODGING SALES TAX 360,000 395,000 35,000 9.72%
III. BUSINESS LICENSES PERMITS 159,600 155,600 -4,000 2.51%
IV. NON -BUS. LICENSES PERMITS 129,700 140,800 11,100 8.56%
V. INTERGOVERNMENTAL REVENUE 3,699,763 3,787,747 87,984 2.38%
VI. GENERAL GOVT. SERVICE CHAR 35,100 32,500 -2,600 7.41%
VII. PUBLIC SAFETY SERVICE CHARG 22,100 18,100 -4,000 18.10%
VIII. RECREATION FEES 879,713 843,132 36,581 4.16%
IX. FINES AND FORFEITURES 144,000 112,000 32,000 22.22%
X. MISCELLANEOUS REVENUE 299,000 286,000 13,000 4.35%
XI. TRANSFERS FROM OTHER FUND 100,000 100,000 0 0.00
TOTAL REVENUE BY SOURCE 11 569171 12179 204 610,033 5.27%
1994 1995 1995 Percent
Budgeted Revenue Increase Increase
REV
i ENUE BY FUND: Revenue Estimate Decrease Decrease
1. GENERAL FUND 10,913,445 11,457,923 544,478 4.99%
II. DEPT REDEMPTION FUNDS 0 72,116 72,116
III. EDA SPECIAL OPERATING FUND 516,366 512,191 4,175 0.81%
IV. HRA SPECIAL OPERATING FUND 139,360 136,974 -2,386 1.71%
TOTAL REVENUE BY FUND 11,569,171 12179 204 610,033 5.27%
8
ESTIMATED SOURCES OF FINANCING
1995 ADOPTED CITY BUDGET
1
MISCELLANEOUS
LICENSE &PERMITS 2.4% 3.2%
COURT FINES 0.9%
LODGING TAX 3.2%
SERVICE CHARGES PROPERTY
7.3% TAX 51.9
INTERGOVERNMEN
31.1%
4/15/95
9
forward \combrev2 CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
INCLUDING THE GENERAL FUND
DEBT RETIREMENT FUN S ECONOMIC DEVELOPMENT AUTHORITY (RDA) SPECIAL OPERATING FUND
2995 ADOPTED RESUME OF REVENUE AND ESTIMATED REVENUE
1995 1995
1992 1993 1994 1995 Increase Increase
Actual Actual Budgeted Adopted Decrease Decrease
Revenue Revenue Revenue Revenue From 1994 From 1994
I. GENERAL PROPERTY T_AK
General Fund Levy 3,896,362 4,629,537 5,489,414 5,981,165 491,751 8.96%
Debt Retirement Levy 632,150 220,998 72,116 72,116
EDA Special Levy 0 140,750 129,256 136,374 7,118 5.51%
HRA Special Levy 128,362 121,682 121,525 118,670 -2,855 -2.35%
Total Property Taxes 4,656,874 5,112,967 5,740,195 6,308,325 568,130 9.90%
II. LODGING TAXES 394,960 376,146 360,000 395,000 35,000 9.72
III. BUS LICENSES PERMIT 168,494 136,210 159,600 155,600 -4,000 -2.51%
IV. NONBUS LIC PERMITS 163,691 164,269 129,700 140,800 11,100 8.56%
V. INTERGOYERNMENTAL REV
General Fund 3,208,495 3,242,212 3,409,818 3,479,626 69,808 2.05%
EDA Special Levy 34,792 36,483 36,483 0 0.00%
HRA Special Levy 14,497 16,304 17,835 18,304 469 2.63%
Debt Retirement Fund 157,200 58,410 0 0 0
Comm Dev Block Grant 251,747 240,781 235,627 253,334 17,707 7.51%
Total Intergovmt. Rev 3,631,939 3,592,499 3,699,763 3,787,747 87,984 2.38
VI. GEN. GOVT. CHARGES 34,934 37,968 35,100 32,500 2,600 7.41°%
VII. PUBLI SA FETY CHARGES 25,669 16,861 22,100 18,100 -4,000 18.10%
VIII RECREATION FEES 734,273 784,056 879,713 843,132 36,581 4.16%
IX. F IN FORFEIZMES 148,701 140,104 144,000 112,000 32,000 22.22%
X. MISCF.LLANF.OTT RFC
Sale of Certificates 480,000 120,000 0 0 0
Other Revenue
General 301,771 279,212 184,000 200,000 16,000 8.70%
EDA 142,485 113,750 115,000 86,000 29,000 25.22%
Debt Retirement 23,339 16,628 0 0 0
Total Miscl. Revenue -947,595 529,590 299,000 286,000 13,000 -4.35%
XI. TRANSFER -OTTMR FTTNaa
To General 65,000 100,000 100,000 100,000 0 0.00.%
Total Transfers -Other 65,000 100,000 100,000 100,000 0 0.00%
TOTAL REVENUE TRANSFERS 10,972,130 10,990,670 11,569,171 12,179,204 610,033 5.27
TOTAL GENERAL FUND 9,622,350 10,026,575 10,913,445 11,457,923 544,478 4.99°%
TOTAL DEBT RETIREMENT FUND 812,689 296,036 0 72,116 72,116
TOTAL EDA SP. OPER. FUND 394,232 530,073 516,366 512,191 -4,175 -0.81%
TOTAL HRA SP. OPER. FUND 142,859 137,986 139,360 136,974 -2,386 1.71%
TOTAL BY FUND 10,972,130 10,990,670 11,569,171 12,179,204 610,033 5.27%
4/15/95
10
APPROPRIATION BY FUNCTION
1995 ADOPTED CITY BUDGET
SOCIAL SERVICES EDA /HRA 6.9%
0.3%
UNALLOCATED 4.7%
PUBLIC
SAFETY
40.1%
PUBLIC
WORKS
12.8%
iS
r
a
GENERAL
GOVERNMENT
15.4%
t
DEBT SERVICE 0.6%
RECREATION 19.2%
11
CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET
INCLUDING THE
GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVELOPMENT AUTHORITY FUND
HOUSING AND REDEVELOPMENT FUNQ
1995 ADOPTFD APPROPRIATIONS AND EXPENDITURES
1993 1994 1995 1995 1995%
Actual Adopted Adopted Increase Increase
Expend- Approp- Approp- Decrease Decrease
itures riations riations From 1994 From 1994-
I GENERA�FUND BY FUNCTION AND O �z ANI7ATIONAL UNIT
A. General Government 1,560,674 1,741,423 1,882,240 140,817 8.09
B. Public Safety 3,870,563 4,703,657 4,882,085 178,428 3.79%
C. Public Works 1,756,187 1,624,036 1,560,386 63,650 3.92%
D. Health Social Services 41,325 41,572 40,860 -712 1.71%
E. Recreation 1,999,270 2,152, 382 2,333,701 181,319 8.42%
F. Economic Development 178,703 171,000 187,625 16,625 9.72
G. Unallocated Expenses 300,803 479,375 571,026 91,651 19.12%
Total General Fund 9,707,525 10,913,445 11,457,923 544,478 4.99%
L,. DEBT SERVICE FUNDS BY FUND
A. 1991 Cert. of Indebtedness
Redemption Fund 73,000 0 0 0
B. 1992 Cert. of Indebtedness
Redemption Fund 185,200 0 0 0
C. 1993 Cert. of Indebtedness
Redemption Fund 49,600 0 0 0
D. 1994 Street Improvement Bond
Redemption Fund 0 0 72,116 72,116
Total Debt Redemption 307,800 0 72,116 72,116
III. E.D_A. H.R.A. FUNDS
Economic Development 1,101,965 655,726 _649_165 -6,561 1.00
Total E. D.A. 1,101, 965 655,726 649,165 -6,561 1.00 %0
TOTAL APPROPRIATIONS
AND EXPENDITURES 11,117,290 11,569,171 12,179,204 610,033 5.27
12
APPROPRIATIONS BY OBJECT CLASSIFICATION
1995 ADOPTED CTIY BUDGET
UTI ITIES
INSURANCE 1.2% CONTINGENCY
4 8 1§APITAL OUTLAY
I
CENTRAL GARAGE 7.1 2.9 °h
EDA HRA
OTHER CONTRACTUAL 5.3 l0
o
6.1 /o
REPAIR, RENTAL 3.9%
COMMUNICATIONS 1.7%
PROFESSIONAL
SERVICES 4.9%
SUPPLIES 4.7%
DEBT SERVICE 0.6 °l0
PERSONAL SERVICES 56.1%
i
1
i
1
13
1
forwardlob da
ss
CITY OF BROOKLYN CENTER, MINNESOTA
COMBINED ANNUAL OPERATING BUDGET FOR ALL BUDGETED CITY FUNDS
INCLUDING THE
GENERAL FUND DEBT RETIREMENT FUNDS
ECONOMIC DEVELOPMENT AUTHORITY FUND HOUSING AND REDEVELOPMENT FUND
1995 SUMMARY OF ADOPTFn APPROPRIATIONS BY OBJECT CLASSIFICATION
1995 1995
1994 1995 1995% Increase Increase
Adopted Adopted of Decrease Decrease
Qj�iect Classification Amours Amoun Total From 94 From 94
Personal Services
Salaries Wages 5,720,554 5,892,064 48.38% 171,510 3.00%
Pensions 771,622 806,549 6.62% 34,927 4.53%
Health Life Disab Dental Ins. 462,488 500,402 4.11% 37,914 8.20%
Workers Compensation Ins. 155,592 171,606 1.41 16,014 10.29%
Personal Services Reimbursed 539.289 541.485 4.45% 2.196 0.41%
Total Personal Services 6,570,967 6,829,136 56.07 258,169 3.93
Supplies 553,261 526,359 4.32% 26,902 4.86%
Professional Services 558,967 593,061 4.87% 34,094 6.10%
Communications 197,535 208,702 1.71% 11,167 5.65
Repair, Rental, Maintenance 498,894 478,635 3,93% 20,259 4.06%
Other Contractual Services 633,673 743,547 6.11% 109,874 17.34%
Central Garage Rentals 888,069 862,283 7.08% 25,786 2.90%
Insurance 115,900 145,000 1.19 29,100 25.11
Utilities 451,128 455,110 3.74% 3,982 0.88%
Merchandise for Resale 44,000 45,500 0.37% 1,500 3.41%
Contingency 180.62Q 219.790 1.80% 39.170 21.69%
Total Operating Budget 10,693,014 11,107,123 91.20% 414,109 3.87%
Ca o 0
Capital Outlay 220,431 350,800 2.88 /0 130,369 59.14 /o
Debt Redemption 0 72,116 0.59% 72,116
Economic Development Authority 516,366 512,191 4.21% -4,175 -0.81%
Housing Redevelopment Auth. 139.360 136.974 1.12% -2.386 -1-71
Total Appropriations 11,569,171 12,179,204 100.00 610,033 5.27%
14
PART III
1
1
GENERAL FUND
1
ESTIMATED REVENUES
AND
1 APPROPRIATIONS
1 SUMMARIES
1
1
1
1
1
1
1
CITY OF BROOKLYN CENTER, MINNESOTA
ANNUAL OPERATING BUDGET
GENERA FUND,
1995 ADOPTED
RESUME OF REVENUE AND EnIMATED REVENUE
1995 1995%
1992 1993 1994 1995 Increase Increase
Actual Actual Budgeted Adopted Decrease Decrease
Revenue Reveydg Revenue RevenM From 94 From 94
1. GENERAL PROPERTY TAXES
Ad Valorem Levy 3,893,785 4,636,996 5,601,443 6,166,149 564,706 10.08%
Estimated Uncollectable 112,029 184,984 72,956 65.12%
Penalties and Interest 1,039 -7,459 0 0 0
Special Assessments 1,539 1,027 0 »__._..O O
Total 3,896,363 4,630,564 5,489,414 5,981,165 491,751 8.96%
IL j,QDGiNG TAXES 394,960 376,146 360,000 395,000 35,000 9.72%
III. BUSINESS i..: EN
SES AND PERMITS
Liquor Licenses 104,569 98,617 107,300 107,300 0 0.00%
Beer Licenses 5,467 5,460 5,400 5,400 0 0.00 0 l0
Garbage Licenses 2,156 2,005 2,100 2,000 -100 4.76
Taxicab Licenses 400 540 400 500 100 25.00%
Mechanical Licenses 3,482 3,435 3,400 4,000 600 17.65%
Food Hand Licenses 18,321 0 0 0 0
Service Station Lics. 1,365 2,326 1,700 1,700 0 0.00%
Motor Vehicle Dealers 900 950 1,000 1,000 0 0.00%
Bowling Alley Licenses 700 708 700 700 0 0.00%
Miscl. Business Lics. 1,796 1,795 1,000 1,600 600 60.00%
Cigarette Licenses 1,115 1,055 1,000 1,300 300 30.00%
Swimming Pool License 2,415 -45 0 0 0
Sign Permits 2,003 3,177 2,000 2,000 0 0.00%
Rental Dwell. Licenses 18,084 11,089 28,000 20,000 -8,000 28.57%
Lodging Est. Licenses 138 0 0 0 0
Amusement Licenses 5,583 5,098 5,600 8,100 2,500 44.64%
Total 168,494 136,210 159,600 155,600 -4,000 2.51%
IV. NONBUSINESS LICENSES A_Nl7 PE RMITS
Dog Lics. Pound Fees 5,724 4,746 5,700 4,800 -900 15.79%
Building Permits 114,482 111,262 95,000 100,000 5,000 5.26%
Mechanical Permits 27,861 31,905 20,000 25,000 5,000 25.00%
Sewage Water Permit 3,041 620 1,000 1,000 0 0.00%
Plumbing Permits 12,549 15,701 8,000 10,000 2,000 25.00%
Electrical Permits 34 35 0 0 0
Total 163,691 164,269 129,700 140,800 11.100 8.56%
15
1995 1995 1
1994 1995 Increase Increase
1992 1993 Budgeted Adopted Decrease Decrease
Actual Actual Revenue Revenue From 94 From 94
V. INTERGOVERNMFNTAL BEVEN_UE
Fed. Civil Def. Reimb. 7,560 14,495 6,000 6,000 0 0.00
State Energy Cons.Grnt. 4,940 0 0 0 0
State Police Drug Asst 18,673 11,348 0 0 0
State Police Training 6,922 11,415 10,000 10,000 0 0.00%
State Local Govt. Aid 1,787,378 1,697,803 1,757,227 1,799,076 41,849 2.38
State Aid Street Maint 75,000 75,000 90,000 90,000 0 0.00%
State Pol. Pension Aid 198,632 205,637 195,988 210,440 14,452 7.37%
State Fire Pension Aid 69,110 64,039 70,000 64,000 -6,000 8.57%
State Homestead Credit 1,033,058 1,162,475 1,280,603 1,300,110 19,507 1.52
Grants from Other Govt 7,222 0 0
Total 3,208,495 3,242,212 3,409,818 3,479,626 69,808 2.05%
VI. GENERAI Q GOVERNMENT CHARGES
Plan. Comm. Appis. 2,000 7,300 5,600 5,000 -600 10.71%
Zoning Sp. Use Prmts 1,475 2,885 1,500 2,100 600 40.00%
Reinspection Fee (HM) 0 0 1,500 0 -1,500 100.00%
Metro Sec. 8 inspcts. 15,864 13,344 14,000 13,500 -500 3.57%
Sale of Maps &Documen 835 738 1,000 1,000 0 0.00%
Sale of Plans Specs 2,812 1,250 3,000 3,000 0 100.00%
Filing Fees 50 0 50 0 -50 100.00%
Legal Fees Reimburs 2,259 0 1,000 0 -1 100.00
IDR Bond Admin Fee 0 4,000 0 0 0
Weed Cutting Charges 1,771 1,432 2,000 1,500 -500 25.00%
Abatement Fees 1,890 1,215 1,200 1,200 0 0.00%
Assessment Searches 3,720 451 0 0 0
Research Charges 258 808 500 500 0 0.00%
Final Plat Fee 0 750 500 500 0 0.00%
Tree Disposal Fee 0 0 750 750 0 0.00%
Shade Tree Admin. 2,000 2 2,000 2,000 0 0.00%
Tree Registrations 0 500 500 500 0 0.00%
Blvd Tree Plant Fee 0 1,295 0 950 950
Total 34,934 37,968 35,100 32,500 -2,600 7.41
VII. PUBLIC SAFETY CHARGES
Fire Alarm Fees 3,300 150 3,600 600 3,000 83.33%
Burglar Alarm Fees 8,600 6,300 10,000 7,200 -2,800 28.00%
Towing Charges 1,032 803 1,000 1,000 0 0.00%
Accident Reports 4,580 4,422 4,500 4,500 0 0.00%
License Investigations 2,795 1,910 1,000 1,800 800 80.00%
Private Security 5,362 3,276 2,000 3,000 1,000 50.00%
Total 25,669 16,861 22,100 18,100 -4,000 18.10%
16
1995 1995%
1994 1995 Increase Increase
1992 1993 Budgeted Adopted Decrease Decrease
Actual Actual Revenue Revenug From 94 From 94
Vlll. RECREATION FEES
Adult Programs 326,793 318,459 346,005 326,244 19,761 5.71%
Teen Programs 13,360 15,125 13,580 13,900 320 2.36 %a
Children' Programs 64,807 68,963 68,132 72,612 4,480 6.58%
General Programs 30,927 17,696 31,496 26,176 -5,320 16.89%
Comm. Center Program 298,386 363,813 420,500 404,200 16,300 3.88%
Total 734,273 784,056 879,713 843,132 36,581 4.16°
IX. FINES FORFEITS 148,701 140,104 144,000 112,000 32,000 22.22
X. MISCELLANEOUS REVERE
Interest 262,347 249,688 170,000 186,000 16,000 9.41%
Other Revenue 10,166 6,191 8,000 8,000 0 0.00%
Refunds Reimburs. 676 397 6,000 6,000 0 0.00%
Sale of Property 4,449 13 0 0 0
Contributions 2,500 860 0 0 0
Cash Over or (Short) 243 777 0 0 0
Check Process Fees 80 80 0 0 0
Unclaimed Evidence 13 216 0 0 0
Forfeited Drug Money 21,297 20,990 0 0 0
Sale of Cert. Of Indeb. 480,000 120,000 0 0 0
Total 781,771 399,212 184,000 200,000 16,000 8.70
XI. MNSFEWFROM OTHER CITY FUNQ.5
Liquor Stores Earnings 65,000 100,000 100,000 100,000 0 0.00
Total 65,000 100,000 100,000 100,000 0 0.00%
1 TOTAL GENERAL FUND 9,622,351 10,027,602 10,913,445 11,457,923 544,478 4.99%
17
gensumry
CITY OF BROOKLYN CENTER, MINNESOTA
ANNUAL OPERATING BUDGET
GENERAL FUND
1995 ADOPTED BUDGET
SUMMARY OF APPROPRIATIONS AND EXPENDITURES
1992 1993 1994 1995 1995 1995
Actual Actual Adopted Adopted Increase Increase
Unit Expend- Expend- Approp- Approp- Decrease Decrease
Num. itures itures dons riations From 1994 From 1994
A. GENERAL GOVERNMENT
Council 111 78,476 76,772 85,688 124,290 38,602 45.05
Commissions 112 3,113 916 9,500 9,500 0 0.00%
City Mgr's Office 113 313,417 271,213 320,365 356,408 36,043 11.26%
Elections 114 44,181 22,966 49,136 37,336 11,800 24.01%
Assessing 115 183,765 190,195 208,382 209,352 970 0.47
Finance 116 149,624 146,324 158,263 173,453 15,190 9.60%
Independent Audit 117 16,450 17,500 18,000 18,400 400 2.22% r
Legal Counsel 118 202,220 185,216 204,196 204,700 504 0.26%
Government Buildings 119 465,670 329,577 336,751 342,939 6,188 1.84%
Data Processing 120 340,979 319,995 351,142 405,862 54,720 15.58%
Total General Govt 1,797,895 1,560,674 1,741,423 1,882,240 140,817 8.09%
B. PUBLIC SAFETY
Police Protection 131 3,183,079 3,206,393 3,838,692 4,001,714 163,022 4.25%
Fire Protection 132 417,963 365,876 508,263 514,195 5,932 1.17%
Community Devel. 133 308,628 264,523 310,559 329,015 18,456 5.94%
Emerg Preparedness 134 29,250 33,771 46,143 37,161 -8,982 19.47%
Total Public Safety 3,938,920 3,870,563 4,703,657 4,882,085 178,428 3.79%
C. PUBLIC WORKS
Engineering 141 222,245 334,000 310,920 372,192 61,272 19.71%
Street Maintenance 142 905,646 994,414 1,313,116 1,188,194 124,922 9.51%
Vehicle Maintenance 143 466,299 427,773 0 0 0
Total Public Works 1,594,190 1,756,187 1,624,036 1,560,386 63,650 3.92%
4115195
18
1
1992 1993 1994 1995 1995 1995%
Actual Actual Adopted Adopted Increase Increase
Unit Expend- Expend- Approp- Approp- Decrease Decrease
Num. itureA itures riations Nations From 1994 From 1994
D. HEALTH AND SOCIAL SERVICES
Health 151 84,069 0 0 0 0
Social Services 152 30,510 41,325 41,572 40,860 -712 1.71%
Total Health& Soc. Svcs. 114,579 41,325 41,572 40,860 -712 -1.71%
E. RECREATION
Administration 160 311,713 307,035 346,805 91,711 255,094 73.56%
Adult Programs 161 275,694 306,939 296,392 401,495 105,103 35.46%
Teen Programs 162 12,878 14,210 13,772 21,588 7,816 56.75
Children's Programs 163 82,832 85,249 88,154 142,523 54,369 61.68%
General Programs 164 89,299 79,869 91,601 120,622 29,021 31.68%
Community Center 167 507,159 644,769 637,430 716,614 79,184 12.42%
Parks Maintenance 169 504,236 561,199 678,228 839,148 _160,920 23.73%
Total Recreation 1,783,811 1,999,270 2,152,382 2,333,701 181,319 8.42%
F. ECONOMIC DEVELOPMENT
Convention Tourism 170 187,606 178,703 171,000 187,625 16,625 9.72%
Total Economic Dev. 187,606 178,703 171,000 187,625 16,625 9.72%
G. UNALLOCATED EXPENSE
Un. Dept. Expenses 180 273,153 300,597 301,250 351,236 49,986 16.59%
Personal Services 181 120 206 0 0 0
Contingency 182 0 0 178,125 219,790 41,665 23.39%
300 803 y 479 375 571,026 N 91,651 19.12
Total Unall. Exn_ enses 273,273
TOTAL GENERAL FUND 9,690,274 9,707,525 10,913,445 11,457,923 544,478 4.99
The detail of the General Fund operations is contained in the Departmental
Appropriations Section which follows this section.
4/15/95
19
PART TV
GENERA F LND
DEPARTM
T I ONS
D
1 �pEN1�IT
1
1
1
1
1
1
1
City Council
1995 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.
Under h
e the 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 consists of the Mayor and four Council Members,
elected at- large, all serving on a part -time basis.
ACTIVITIES: Percent of Budget STAFFING:
Legislative 100% 1.00 Mayor
100% 4.00 Council Members
5.00 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $78,476 $76,773 $85,688 $99,550 $124,290
Charges for services 0 0 0 0 0
Total $78,476 $76,773 $85,688 $99,550 $124,290
EXPENDITURES`.
Personnel $30,316 $30,944 $31,688 $32,800 $32,540
Supplies 767 21 1,100 1,100 1,100
Professional Services 13,469 10,796 13,300 16,550 41,550
Contractual Services 33,924 35,012 39,600 49,100 49,100
Total $78,476 $85,688 $99,550 $124,290
Staffing (FTE) 5 5 5 5 5
COMMENTS: Repair Maintenance Services increase is due to the request by the Council to continue and
expand the joint meeting of the advisory commissions and Council. It also reflects an increase in
the cost of the secretarial service which takes minutes at City Council meetings (due to inflation
and the increase in number of meetings). An appropriation of $25,000 for the Image Campaign
was added to Professional Services in the Council Adopted Budget.
20
DEPARTMENT: City Council (I 11) ACTIVITY: Legislative
Activity Description t
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 Dept. Budget 100%
1995 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 1995 Budget
Revenues Staff Allocation
Properly Tax/Misc $124,290 Mayor 1.0
Total $124,290 Council Member 1.0
Council Member 1.0
Expenditures Council Member 1.0
Personnel $32,540 Council Member 1.0
Supplies 1,100 Total 5.0
Professional Services 41,550
Contractual Services 49,100
Total $124,290
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. An appropriation of $25,000 for the Image Campaign
was added to Professional Services in the Council Adopted Budget.
21
Commissions
1995 Budget
POLICIES: Serve in an advisory capacity to the City Council.
Remain in compliance with Minnesota Statutory requirements.
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.
ACTIVITIES: Percent of Budget
Charter Commission 16%
Human Rights Resources Commission 84%
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisa. revenue $3,113 $915 $9,500 $9,500 $9,500
Charges for services 0 0 0 0 0
Total $3,113 _$915 $9,500 $9,500 $9,500
EXPENDITURES:
Supplies $143 $79 $200 $200 $200
Professional Services 2,970 836 9,300 9,300 9,300
Total $3,113 $915 $9,500 $9,500 $9,500
COMMENTS: The statutory amount of $1,500 is recommended for the Charter Commission. The Human Rights
and Resources Commission is requesting $8,000 for professional services to address diversity
issues and training.
22
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 1995 is the amount required
by Minnesota State Statute 410.06.
Percent of Total Dept. Budget 16
1995 Objectives
Adopted 1995 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.
23
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
The 58,000 requested for 1995 is to be used for diversity issues and training.
Percent of Total Dept. Budget 84%
1995 Objectives
1) Develop a work plan for Human Rights and Resources Commission.
2) Develop promotional literature about the Commission.
Adopted 1995 Budget
Revenues
Property Tax/Misc $8,000
Total $8,000
Expenditures
Professional Services $8,000
Total $8,000
Comments: The HRRC meets regularly and is active on developing a work plan. HRCC also handles
prioritization of requests for contractual services for social services. HRCC coordinates
the all commission meeting in February.
24
City Managers Office
1995 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.
I
The City Manager's 0
y g ffice rovides the general administrative services required for the management p g q Bement 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 Budaet STAFFING:
City Council Support 15% 1.0 City Manager
Advisory Commission Support 7% 1.0 Asst. City Mgr /Pecs. Coord.
Management/Intergovernmental 11% 0.7 Adm. Asst. /Deputy City Clerk
Human Resources 22% 1.0 Adm. Sec. /Deputy City Clerk
Communications /Customer Serv. 30% 0.7 Admin. /Elections Secretary
Support Services 10% 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 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $298,429 $255,998 $305,865 $333,231 $341,008
Licenses Permits 14,988 15,215 14,500 15,400 15,400
Total $313,417 $271,213 $320,365 $348,631 $356,408
EXPENDITURES:
Personnel $332,321 $270,717 $306,240 $322,572 $327,349
Admin. Services Transfer (77,266) (22,236) (22,719) (27,725) (27,725)
Supplies 412 311 600 1,100 1,100
Professional Services 47,519 8,068 13,300 14,550 14,550
Contractual Services 10,431 12,015 17,950 24,470 27,470
Vehicle Services 0 0 4,994 4,464 4,464
Capital Outlay 0 2,338 0 9,200 9,200
Total $313,417 $271,213 $320,365 $348,631 $356,408
Staffing (FTE) 6.4 6.4 6.4 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. Capital outlay requests include an electronic
postage machine and plain paper fax machine. Dues of $3,000 for the North Metro Highway
100 Council were added to this budget.
25
e
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 15%
1995 Objectives
1 Provide materials to the City Council relevant to City functions and operations.
2) Provide City policy and information to new council members.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $51,622 City Manager 0.30
Total $51,622 Asst. City Mgr./ Pers. Coord. 0.10
Adm. Asst. /Deputy City Clerk 0.15
Expenditures Admin /Elections Secretary 0.15
Personnel $51,622 Secretary 0.05
Total $51,622 P.T. Communications Coord. 0.05
Total 0.80
Comments: We will have three new members on our Council in 1995. Staff plans to work with new
members, ensuring they are brought up to speed on City policies, plans, regulations etc.
26
DEPARTMENT: City Manager (113) Activity: Advisory Commission
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.
1
Percent of Total Dept. Budget 7%
1995 Objectives
1) Annual commission meeting in February.
2) Provide information as needed to new commission members.
3) Advertise for vacancies in a timely manner.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $25,386 City Manager 0.10
Total $25, Asst. City Mgr./ Pers. Coord. 0.10
Adm. Asst. /Deputy City Clerk 0.03
Expenditures Adm. Sec. /Deputy City Clerk 0.10
Personnel $25,386 Secretary 0.05
Total $25,386 P.T. Communications Coord. 0.05
Total 0.43
Comments: The City Manager's ffi
y 0 ce 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, recruitments and reappointments to all City Commissions.
r
27
DEPARTMENT: City Manager 113) Activity: Management
9
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 °la
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $38,676 City Manager 0.35
Total $38,676 Asst. City Mgr./ Pers. Coord. 0.05
Adm. Asst. /Deputy City Clerk 0.04
Expenditures Total 0.44
Personnel $43,426
Admin. Services Transfer (14,000)
Contractual Services 9,250
Total $38,676
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, Kiplinger Report, State of Minnesota Register,
Minnesota Safety Council, Management Information Service, Managers Legal Bulletin,
Communications Briefings, Minnesota Media Directory, and The Wall Street Journal.
There is a significant increase due to the renewal of the subscription to the U.S. West
Search Disc electronic directory and $3,000 for 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.
28
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. Handles affirmative action plans, ADA,
pay equity and various employee programs such as employee assistance and education reimbursement.
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 2r/.
1995 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 LOGIS Human Resources System.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $79,610 City Manager 0.05
Total $79,610 Asst. City Mgr./ Pers. Coord. 0.65
Adm. Asst. /Deputy City Clerk 0.03
Expenditures Adm. Sec. /Deputy City Clerk 0.20
Personnel $61,560 Admin /Elections Secretary 0.05
Professional Services 14,550 Secretary 0.02
Contractual Services 3,500 Total 1.00
Total $79,610
Comments: There is an increase for arbitration services for 1995 to cover anticipated actual costs. Also
included is medical services to provide for psychological and physical examinations and
reimburse employees who purchase special eyewear for use at their video display terminals
(VDTs). The area of Human Resources continues to grow with the continual updating and
changing of employment laws and regulations.
r 29
DEPARTMENT: City Manager (113) Activity: Communications and
Customer Service
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
'll Desk Top Publishing. Coordinates Cable TV activities in the organization including broadcast of council
meetings.
Percent of Total Dept. Budget 30%
1995 Objectives
1) Coordinate communication with citizens.
2) Coordinate marketing of the City.
3) Work with the Chamber, Council and staff on image campaign.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $107,250 City Manager 0.20
Total $107,250 Asst. City Mgr./ Pers. Coord. 0.10
Adm. Asst. /Deputy City Clerk 0.20
Expenditures
Adm.. Sec./Deputy City Clerk 0.05
Personnel $82,230 Admin /Elections Secretary 0.15
Supplies 1,100 Receptionist p 0.60
Contractual Services 14,720 Secretary 0.12
Capital Outlay 9,200 R.T. Communications Coord. 0.60
Total $107,250 Total 2.02
I
Comments: Included in Contractual Services is a request to hire a consultant to develop and help
implement an image campaign for the City. At present, we are working with the Chamber
on the image campaign activity. Capital outlay requests include an electronic postage
machine and a plain paper fax machine.
I
i
30
r
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.
Percent of Total Dept. Budget 10%
1995 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.
Adopted 1995 Budget
Revenues Staff Allocation.
Property Tax/Misc $18,024 Adm. Asst. /Deputy City Clerk 0.10
Licenses Permits 17,900 Adm. Sec. /Deputy City Clerk -0.35
Total $35,924 Admin /Elections Secretary 0.35
Receptionist 0.40
Expenditures Secretary 0.16
Personnel $45,185 Total 1.36
Admin. Services Transfer (13,725)
Vehicle Services 4,464
Total $35,924
Comments: The central garage rental rates are included in this activity. The secretary position has
been increased from part -time to full -time in 1995. This secretary works for two
departments, Community Development and Administration.
r
31
DEPARTMENT: City Manager (113) Activity: Licensing /Insurance
Purchasing
Activity Description t
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%
1995 Objectives
1) Remain in compliance with Minnesota Statutory requirements.
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.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $17,940 Adm. Asst. /Deputy City Clerk 0.15
Total $17,940 Adm. Sec./Deputy City Clerk 0.30
Total 0.45
Expenditures
Personnel $17,940
Total $17,940
Comments: Purchasing s centralized to ensure accurate 9 u ate of this operation. Workers
Compensation activities are also monitored closely and handled in compliance with state
laws.
r
r
32
City Manager's Office
1995 Budget
Detail of Capital Outlay
y
Total Council
Description Unit/Cost Requested Adopted
1. Fax Machine 1 3,900 $3,900 $3,900
2. Mailing Machine 1 5,300 5,300 5,300
Total Capital Outlay $9,200 $9,200
33
Elections Department
1995 Budget
POLICIES: Maintain up-to-date voter registration system.
Administer municipal elections in accordance with Minnesota Statutes.
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. As of June 10, 1994,
there were 16,767 voters in the City. Thirty percent of the administrative assistant /deputy city clerk's and
administration /elections secretary's salaries and fringe benefits have been allocated to the elections budget.
ACTIVITIES: Percent of Budget STAFFING:
Voter Registration 32% 0.30 Deputy City Clerk
Elections 68% 0.30 Admin/Elections Secretary
100% 0.55 Election Judges
1.15 Fu14 -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $44,131 $22,966 $49,086 $37,162 $37,336
50 0
0
Total
Ch for services $44,18 $49,136 $37,162 $3 $22,966
EXPENDITURES:
Personnel $36,304 $19,297 $40,811 $28,812 $28,986
Supplies 1,560 0 1,600 900 900
Contractual Services 6,317 3,669 6,725 7,450 7,450
Total $44,181 _$22,966 $49,136 $37,162 $37,336
Staffing (FTE) 1.15 0.6 1.15 1.15 1,15
COMMENTS: No general election is scheduled for 1995. Funds are needed in this budget for voter
registration, which is done continuously, and for a possible special election.
34
DEPARTMENT: Elections (114) ACTIVITY: Voter Registration
Activity Description
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.
r
Percent of Total Dept. Budget 32%
1995 Objectives
1) Continuous maintenance of voter registration system. t
2) Adapt to and integrate new legislation on voter registration.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $11,935 Admin. Asst. /Deputy City Clerk 0.05
Total $11,935 Admin. /Elections Secretary 0.25
Total 0.30
Expenditures
Personnel $10,660
Supplies 100
Contractual Services 1,175
Total $11,935
Comments: Voter registration is an ongoing activity. Registrations are taken in election and non-
election years.
35
DEPARTMENT: Elections (114) ACTIVITY: Elections
Activity Description
Section 4.01 of the Brooklyn Center City Charter provides for regular municipal elections to be held in even
numbered years only. This year it is proposed to hold a special bond election.
Percent of Total Dept. Budget 68%
r 1995 Objectives
1) Comply with Minnesota Statutes requirements.
2) Administer training to election judges.
3) Adapt to and integrate new legislation on elections.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $25,351 Admin. Asst. /Deputy City Clerk 0.25
Charges for services 50 Admin. /Elections Secretary 0.05
Total $25,401 Election Judges 0.55
Total 0.85
Expenditures
Personnel $18,326
Supplies 800
Contractual Services 6,275
Total $25,401
Comments: This activity includes the estimated cost of a special election to be $8,775.
36
Assessing Division
1995 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: Percent of Budget STAFFING:
Residential Appraisal 46% 1.00 City Assessor
Non Residential Appraisal 16% 1.00 Appraiser II
1 Appeals 32% 1.00 Assessment Technician
Special Assessments 6% 1.00 Assessing Secretary
100% 4.00 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $177,896 $187,721 $206,682 $205,028 $207,652
Charges for services 5,868 2,474 1,700 1,700 1,700
Total $183,764 $19 0,195 $208,382 $206,728 $209,
EXPENDITURES:
Personnel $174,039 $184,726 $191,144 $195,053 $197,677
Supplies 3,496 2,552 3,600 3,000 3,000
Contractual Services 4,488 2,917 10,485 5,750 5,750
Vehicle Services 0 0 3,153 2,925 2,925
Capital Outlay 1,741 0 0 0 0
Total $183,764 $190,1 $208,382 $206,728 $209,352
Staffing (FTE) 4.25 4.25 4 4 4
COMMENTS: Personnel increase is due to in -range step progression within the salary schedule.
Services decreased due to removal of funds for outside aprraisal /litigation services.
37
DIVISION: Assessing (115) ACTIVITY: Residential Appraisal
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 This
activity satisfies this requirement as one quarter of the residential properties are viewed and physical
characteristics verified or updated. This program also includes administering the homestead laws and other
classification issues.
Percent of Total Dept. Budget
1995 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 1995 Budget
Revenues. Staff Allocation
Property TaxtMisc
95 975 Assessor P ►tY ssess r 0.04
Total $95,975 Appraiser II 0.80
Assessment Technician 0.75
Expenditures Assessing Secretary 0.35
Personnel $87,920 Total 1.94
Supplies 2,100
Contractual Services 3,030
Vehicle Services 2,925
Total $95,975
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 1995, this activity will be largely
unchanged and continue to represent 48% or nearly half 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 still in
development due to the closing of the vendor firm. We hope to salvage the effort and
proceed with that technology.
38
DIVISION: Assessing (115) ACTIVITY: Non Residential Appraisal
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 16%
1995 Objectives
1) Complete market overview by January 13, 1995.
2) Report all values to Hennepin County by January 27, 1995.
3) Update physical data on apartment buildings in mid 1995.
Adopted 1995 Budget
Revenues Staff Allocation
Property TaxlMisc $34,147 Assessor 0.35
Total $34,147 Appraiser II 0.05
Assessment Technician 0.05
Expenditures Assessing Secretary 0.10
Personnel $32,417 Total 0.55
Supplies 300
Contractual Services 1,430
Total $34,147
Comments: For 1995, this activity is increasing slightly from 14% to 15% 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. The pay1994 appeal load is down from pay1993, but several other factors also
influence that fact. While owners continue to resist our information gathering efforts, we
continue to inform them of our need and seek their assistance. In 1994 our focus was
industrial properties, in 1995 we will focus on apartments.
39
DIVISION: Assessing (115) ACTIVITY: Appeals
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 32%
i
1995 Objectives
1) Contact petitioner upon receipt of setting to request data.
2) Complete analysis and report 30 days following receipt of data.
3) Review findings with Hennepin County Assessor's and Attorney's offices.
4) Attempt apprasial -based resolution or proceed to trial
5) Inform taxing jurisdictions of anticipated impact to mitigate impact
Adopted 1995 Budget
Revenues Staff Allocation
Property TaxlMisc $64,855 Assessor 0.60
Charges for services 1,200 Appraiser it 0.15
Total $66,055 Assessment Technician 0.15
Assessing Secretary 0.25
Expenditures Total 1.15
Personnel $64,315
Supplies 450
Contractual Services 1,290
Total $66,055
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 1988, 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. The
budget amount for Services has been reduced as the liklihood of the City having to
directly pay for consultants is now diminished.
40
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
1 Hennepin County as levies are certified. Search reports are provided to various users for a fee.
t
Percent of Total Dept. Budget 6%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $12,675 Assessor 0.01
Charges for services 500 Assessment Technician 0.05
Total $13,175 Assessing Secretary 0.30
Total 0.36
Expenditures
Personnel $13,025
Supplies 150
Total $13,175
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.
t
1
1
41
Finance Department
1995 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.
r
ACTIVITIES: Percent of Budget STAFFING:
General Accounting 47% 1.00 Finance Director
Enterprise Fund Accounting 2% 1.00 Asst. Finance Director
Payroll 15% 1.00 Staff Accountant
Utility Billing 2% 1.00 Payroll/PenronnelTechnician
Budget 28% 1.00 Accounting Technician
Investments/Risk Mgmt. 2% 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 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $149,624 $146,324 $158,263 $168,007 $173,453
Charges for Services 0 0 0 0 0
Total $149,62 1 4 6,32 4 $158,263 $168,007 $173,453
1 EXPENDITURES:
Personnel $355,858 $337,086 $353,236 $360,881 $366,327
Admin. Services Transfer (211,333) (195,757) (199,048) (197,394) (197,394)
Supplies 1,633 2,713 2,450 2,700 2,700
Professional Services 375 615 425 415 415
Contractual Services 991 1,015 1,200 1,405 1,405
1 Capital Outlay 2,100 652 0 0 0
Total $149,62 $14 6,324 $158,263 $168,007 $1 73,453
Staffing (FTE) 8 8 8 8 7.85
COMMENTS: In 1995, 15% of the Data Entry Operator's time will be recorded in the Data Processing
Department for work performed to assist the M.I.S. Coordinator.
42
DEPARTMENT: Finance (116) ACTIVITY: General Accounting
Activity Description 1
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 47%
1995 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) Prepare the 1995 CAFR utilizing Excel 5.0.
5) Assist with the implementation of a new vehicle management system.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $81,740 Finance Director 0.10
0 Asst. Finance Director 0.40
Total $81,740 Staff Accountant 0.15
Accounting Technician 0.60
Expenditures Data Entry Operator 0.45
Personnel $78,195 Total 1.70
Supplies 2,200
Professional Services 415
Contractual Services 930
Total $81,740
Comments: In 1995, 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.
r
43
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 P 9 296
1995 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 the fall of 1994.
3) Utilize wordprocessing and spreadsheet software to reduce administrative costs and time.
4) Implement and integrate features of liquor inventory control system updated in the fail of 1994.
q ry Y P
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $3,330 Finance Director 0.15
Asst. Finance Director 0.25
Total $3,330 Staff Accountant 0.80
Accounting Technician 0.35
Expenditures Data Entry Operator 0.40
Personnel $94,559 Total 1.95
Admin. Services Transfer (91,429)
Supplies 200
Total $3,330
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.
44
DEPARTMENT: Finance 116 ACTIVITY: Payroll
DE
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 15%
r
1995 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 the LOGIS Human Resources
System.
Adopted 1995 Budget
Revenues Staff Allocation
26 0.05
Properly Tax/Misc 492 Finance Director
Asst. Finance Director 0.10
Total $26,492 Staff Accountant 0.05
Payroll Technician 1.00
Expenditures Total 1.20
Personnel $52,709
Admin. Services Transfer (26,317)
Supplies 100
Total $26,492
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.
45
i
DEPARTMENT: Finance (116) ACTIVITY: Utility Billing
Activity Description
This activity provides water, sewer, 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 2%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $3,089 Finance Director 0.05
Asst. Finance Director 0.05
Total $3,089 Accounting Technician 0.05
Utilities Technician 1.00
Expenditures Finance Secretary 1.00
Personnel $77,637 Total 2.15
Admin. Services Transfer (74,648)
Supplies 100
Total $3,089
Comments: During the fall of 1994, the Department began to implement the new L OGIS utility billing
system. Production of bills on the new system will be in the second 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.
46
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- e
making ability by providing accurate information on activity costs.
r
Percent of Total Dept. Budget 28%
1995 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) Implement an activity budget for the General Fund.
3) Develop and implement activity budgets for the City's Enterprise funds.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $47,795 Finance Director 0.45
Asst. Finance Director 0.20
Total $47,795 Total 0.65
Expenditures e
Personnel $47,695
Supplies 100
Total $47,795
Comments: New initiatives for 1995 include the conversion to an activity budget for all departments
and the development of budgets for all enterprise funds.
47
DEPARTMENT: Finance (116) ACTIVITY: Investments /Risk Mgmt.
Activity Description
The City's cash is pooled together in an Investment Trust Fund for efficient investing. Three 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 2%
1995 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.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/MISC $3,241 Finance Director 0.10
Total $3,241 Total 0.10
Expenditures
Personnel $7,766
Admin. Services Transfer (5,000)
Contractual Services 475
Total $3,241
Comments: A new computer software program is being purchased in the fall of 1994 to improve the
management of the City's investments.
48
DEPARTMENT: Finance (116) ACTIVITY: Commission Support
Activity Description
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%
1995 Objectives
1) Annalize 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 1995 Budget
Revenues staff Allocation
Property Tax/Misc $7,766 Finance Director 0.10
Total 0.10
Total $7,766
Expenditures
Personnel $7,766
Total $7,766
Comment
The Finance Department provides staff support to the Financial Commission.
r
49
Independent Audit
1995 Budget
POLICIES: An independent public accounting firm will perform an annual
L 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 1995 appropriation
anticipates the same level of service as 1994 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. At the direction of the City Council, the staff will do a request for proposals to select an
C.P.A. firm who will then do the City audit for several years.
ACTMTIES: Percent of Budqet
Audit 100%
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $16,450 $17,500 $18,000 $18,400 $18,400
Charges for services 0 0 0 0 0
Total $16,45 $1 7,500 $18,000 $18,400 $18,400
EXPENDITURES:
Professional Services $16,450 $17,500 $18,000 $18,400 $18,400
Total $16,450 $17,500 $18,000 $18,400 $18,400
Staffing (FTE) 0 0 0 0 0
COMMENTS: Deloitte Touche has performed the last seven audits. Prior to that, the firm Moen and
Penttala LTD. Seifert, Betts Co had been the City's auditors for at least twenty years.
50
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%
i
1995 Objectives
1) Provide pre -audit documentation and worksheets for timely issuance of annual financial
report.
Adopted 1995 Budget
Revenues
Property Tax/Misc
18
p rtY 400
Total $18,400
Expenditures
Professional Services 18,400
Total $18,400
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.
51
Legal
1995 Budget
POLICIES: Represent the City as legal counsel in both civil and criminal matters.
Assist in and handle answer litigation, questions for staff members
9
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 ouncil and to the administrative staff and represents the City tY p 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 Bud 4 et
Civil 41%
Criminal 59%
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $199,961 $181,216 $203,196 $204,700 $204,700
Charges for services 2,259 4,000 1,000 0 0
Total $202,220 $18 5,216 $204,196 $204,700 $204,700
EXPENDITURES:
Professional Services $202,220 $185,216 $204,196 $204,700 $204,700
Total $202,220 $185,216 $204,196 $204,700 $204,700
Staffing (FTE) 0 0 0 0 0
COMMENTS: Holmes Graven is the City Attorney for civil cases. Carson Clelland is the City Attorney
for criminal cases.
52
l 118 ACTIVITY: Civil
DEPARTMENT: Legal
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 41%
1995 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 new members of Council to inform them of issues and provide a basic
understanding of procedures the City is to follow.
4) Assist in training and updating on data practices manual and policies.
Adopted 1995 Budget
Revenues e
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. Holmes and Graven has worked with the City as the Attorney in civil
matters for a number of years.
53
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 59%
1995 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.
9 Bud
Adopted 1995 et g
Revenues
Property Tax/Misc $120,000
Total $120,000
Expenditures
Professional Services 120,000
Total $120,000
Comments: In the past, the Council has reviewed the contracts and costs of legal services provided by
the City in civil matters,. Carson and Cleiland has worked with the City as the Attorney in
criminal matters for an, number of years.
54
Government Buildings Department
1995 Budget
POLICIES: Assure that public facilities are clean, safe, and functional
Assure that public facilities are adequate to serve public use
II needs and for the conduct of City business.
The Government Buildings Department is a Public Works function. 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 Budaet STAFFING:
Custodial Services 13% 0.9 Maintenance Supervisor
Building Maintenance 87% 1.1 Maintenance Custodian
100% 1.2 Part -time Custodians
0.1 Director of Public Services
0.1 Public Services Coordinator
0.2 Maintenance li
3.6 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $465,672 $329,576 $336,751 $341,125 $342,939
Charges for services 0 0 0 0 0
Total $4 65,672 $32 9,576 $336,751 $341, $342,939
EXPENDITURES:
Personnel $246,778 $114,386 $126,752 $136,241 $138,055
Supplies 29,617 27,089 27,500 25,250 25,250
Professional Services 2,870 3,542 5,000 3,000 3,000
Contractual Services 67,385 68,895 63,650 62,300 62,300
Utilities 89,854 98,921 97,200 96,500 96,500
Vehicle Services 0 0 79 3,734 3,734
Capital Outlay 29,168 16,743 16,570 14,100 14,100
Total $465, $329,576 $336,751 $341,125 $342,939
I II Staffing (FTE) 6 3.5 3.5 3.5 3.5
COMMENTS: Two and a half full time equivalents were transferred to the Community Center as part of the
1993 budget. Capital outlays shown above are funded from the General Fund. Other capital
outlays are funded from the Capital Projects Fund.
55
DEPARTMENT: Govt. Blgds. (119) ACTIVITY: Custodial Services 1
Activity Description
This activity provides for cleaning and other custodial services for City Hall, the City Garage, and the Humboldt
Square police substation. 1
Percent of Total Dept. Budget 13%
1995 Objectives
1) Continue to provide a high level of quality service.
Adopted 1995 Budget
Revenues 1
Property Tax/Misc $45,198
Total $45,198
Expenditures Staff Allocation
Personnel $18,523 Maintenance Supervisor 0.30
Supplies 6,500 Maintenance Custodian 0.15
Contractual Services 18,900 Public Services Coordinator 0.02
Capital Outlay $1,275 FTEs, this activity 0.47
Total $45,198
Comments: Custodial service is provided for the Police Department, the Humboldt Square substation.
Specialty services such as heavy -duty carpet cleaning and floor buffing are provided by
contract with a cleaning service. Upper City Hall and the Central Garage are cleaned by
part -time employees. Two full -time custodians and two part-time custodians who are
responsible for cleaning the Community Center were transferred in 1993 from this budget
to Activity 827, Community Center Maintenance, in the Community Center budget.
i
1
1
1
1
56
DEPARTMENT: Govt. Blgds. (119) ACTIVITY: Building 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 Nall, the Central Garage, and Fire Stations.
Percent of Total Dept. Budget 87%
1995 Objectives
1) Evaluate possibly implement computerized facility and preventative maintenance program.
2) Continue to evaluate space needs for all facilities.
3) Assure that to the fullest extent possible that City facilities are accessabie.
Adopted 1995 Budget
Revenues
Property Tax/Misc '$297,741
Total $297,741
Expenditures Staff Allocation
Personnel $119,532 Maintenance Supervisor 0.60
Supplies 18,750 Maintenance Custodian 0.95
Professional Services 3,000 Part -time Custodian 1.20
Contractual Services 43,400 Director of Public Services 0.08
Utilities 96,500 Public Services Corrdinator 0.04
Vehicle Services 3,734 Maintenance 11 0.21
Capital Outlay $12,825 FTEs, this activity 3.08
Total $297,741
Comments: The department requested to upgrade an existing 314 FTE part -time maintenance
custodian to full -time. The request was denied by the City Manager due to budget
constraints. An interim City Hall remodeling project is underway, funded by the Capital
Improvements fund. The project consists primarily of purchasing ergonomically correct
furniture with minimal removal and construction of walls.
r
57
Government Buildings Department
1995 Budget
Detail f
i o Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Police Dispatch Upgrade 1 5,325 $5,325 $0
2. Central Garage Special Assess 1 18,394 18,394 0
3. Tables 8 varies 1,535 1,535
4. Chairs 40 105 4,200 4,200
5. Earth Feeder 1 4,400 4,400 4,400
6. Pool Filter Pump 1 2,690 2,690 2,690
7. Flower Planter 1 @625 625 0
8. Buffer Scrubber 1 1,275 1,275 1,275
Total Capital Outlay $38,444 $14,100
58
Data Processing Department
1995 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 1995 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 Budqet 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 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $340,979 $319,993 $351,142 $405,316 $405,316
Charges for services 0 0 0 0 0
Total $340,979 $319,993 $351,142 $405,316 $405,316
EXPENDITURES:
Personnel $48,440 $51,047 $59,445 $65,833 $66,379
Admin. Services Transfer 0 (8,512) (10,608) (13,814) (13,814)
Suppler 5,353 10,039 9,100 9,746 9,746
Professional Services 0 3,750 0 0 0
Contractual Services 164,399 197,819 206,659 242,124 242,124
Capital Outlay 122,787 65,850 86,546 101,427 101,427
Total $340,979 $319,993 $351,142 $405,316 $405,862
Staffing (FTE) 1 1 1 1.15 1.15
COMMENTS: In 1995, 15% of the Data Entry Operator's time will be recorded in the Data Processing
Department for work performed to assist the M.I.S. Coordinator in his duties.
59
DEPARTMENT: Data Processing (120) ACTIVITY: Data Processing Support
Activity Description
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%
1995 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.
Adopted 1995 Budget
Revenues
Property TaxtMisc $393,600
Total $393,600
Expenditures Staff Allocation
Personnel $54,117 M.I.S. Coordinator 0.90
Admin. Services Transfer 13 814 Data Ent Operator
0.15
Entry P
Supplies 9,746 Total 1.05
Contractual Services 242,124
Capital Outlay 101,427
Total $393,600
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, replacement backup tape drive, communications elements, and
additional software licenses.
60
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%
t 1995 Objectives
1) Maintain the City offices telephone system.
2) Do RFP to select new telephone system to be installed in 1996.
3) Assist deputy city clerk with records management.
4) Continue assisting staff on ergonomic issues.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $12,262 M.I.S. Coordinator 0.10
Total $12,262 Total 0.10
Expenditures
Personnel $12,262
Total $12,262
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.
61
Data Processing Department
1995 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Personal Computers 11 2,600 $28,600 28,600
2. Portable Computers Police 6 3,700 22,200 0
3. Portable Computers 2 3,500 7,000 3,500
4. PC Workstations Public Services 2 @3,850 7,700 7,700
5. Enhanced Computer -MIS Coord. 1 3,000 3,000 3,000
6. Enhanced Computers Police 2 3,500 7,000 7,000
7. Laser Printer -Sign Shop 1 1,000 1,000 0
8. Laser Printers Police 2 2,250 4,500 2,000
9. HP Paint Jet 1 3,800 3,800 0
10. HP Design Jet 650C 1 9,000 9,000 0
11. LaserJet Printer- Finance 1 2,250 2,250 2,000
12. Image Text Scanner 1 1,300 1,300 1,300
13. Aldus Pa e
u g maker Licenses 3 515 1,545 1,545
14.
PC Dictation Software 1 1,000 1,000 1,000
15. Facility Reserv. Software 1 10,000 10,000 10,000
16. M to
N State Statutes Police 1 3,000 3,000 3,000
17. MN Case Law- Police 1 3,700 3,700
18. MN State Statutes -City 1 800 800 800
19. Backup Tape Drive 1 5,200 5,200 5,200
20. 20 E- mail /Schedule+ License 20 98 1,960 0
21. Dian In /Out Access Server 1 6,500 6,500 0
22. Cisco Router /Frame Relay 1 4,900 4,900 4,900
23. Upgrade File Server Memory 2 1,200 2,400 0
24 Disk Array Controller Card 1 2,663 2,663 0
25. Computer Memory Modules 4,080 4,080
26. Replacement Computer Equip. 1 4,000 4,000 4,000
27. 10 Excel Licenses 10 259 2,590 1,295
28. 10 Word Processing Licenses 10 263 2,630 2,630
29. Upgrade WordPerfect 21 137 2,877 2,877
30. Misc. Software 5,000 5,000
Total Capital Outlay $162,195 $101,427
62
POLICE DEPARTMENT
1995 Budget
1
POLICIES: 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
(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 Budqet STAFFING:
Patrol 56% 1.00 Chief of Police
Investigation 12% 2.00 Captains
Community Services 6% 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 3% 6.00 Public Safety Dispatchers
Special Details/Overtime 2% 3.20 Code Enforcement Officers
100% 0.60 Cadets
1.00 Property Room Technician
1.00 Classification/Data EntryTechnician
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 1992 1993 1994 Recommend Adopted
REVENUES:
Property Tax $2,650,705 $2,691,152 $3,315,975 $3,540,974 $3,539,714
Licenses Permits 115,760 108,823 118,400 117,500 117,500
Intergovernmental Revenue 224,227 228,400 205,988 215,000 215,000
Charges for Services 22,369 16,711 18,500 17,500 17,500
Fines Forfeitures 148,701 140,104 144,000 112,000 112,000
Forfeited Drug Money 21,310 21,206
Total $3,183,072 $3,206,396 $3,802,863 $4,002,974 $4,001,714
EXPENDITURES:
Personnel $2,791,048 $2,821,645 $3,086,624 $3,225,882 $3,244,682
Supplies 40,958 46,278 62,707 63,159 62,449
Professional Services 13,767 10,507 19,535 13,175 13,175
Contractual Service 229,201 259,506 314,992 380,480 378,880
Vehicle Services 0 0 259,370 274,192 274,192
Capital Outlay 108,098 68,460 59,635 46,086 28,336
Total $3,183,072 $3,206,396 $3,802,863 $4,002,974 $4,001,714
Staffing (FTE) 61.2 61.2 63.2 65.5 65.5
COMMENTS: The 1995 budget includes the hiring of one (1) police officer assigned to investigation as school
liaison officer (752) one (1) police officer assigned to patrol (751) one (1) full -time code
enforcement officer to support services (754) and Mobile Digital Terminals (MOT's) (751) for all
marked squads.
63
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 56%
1995 Objectives
1) Continue to provide trained professional uniformed officers to respond quickly to calls for service.
2) Implement Mobile Digital Terminals (MDT's) in all marked police squads.
3) Increase traffic law enforcement efforts and accident prevention measures.
4) Enhance efficiency in patrol by accessing available electronic resources (Computer Aided Dispatch
(CAD) /Records Management System (RMS), Search Disc, VinAssist, MN State Statutes, and other
related applications).
5) Meet state and federal mandates by providing required course instruction. Provide professional
development through specialized and in- service training.
6) Continue to provide supplies, clothing /personal equipment, and mobile equipment that is necessary to
perform patrol related activities.
7) 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.
8) Continue the Canine Program by providing a trained police officer and canine in the effort to apprehend
criminal suspect(s).
Adapted 1995 Budget
REVENUES: STAFFING:
Property Tax $1,979,512 1.00 Captain
Intergovernmental Revenue 215,000 5.00 Sergeants
Charges for Services 10,200 25.25 Police Officers
Fines Forfeitures 112,000 31.25 Full-time Equivalents
Total $2,204,712
EXPENDITURES:
Personnel $1,766,169
Supplies 40,307
Professional Services 4,410
Contractual Services 95,558
Vehicle Services 274,192
Capital Outlay 24,076
Total $2,204,712
Comments: The 1995 budget includes the hiring of one (1) police officer to respond to calls for service
during peak call times while also serving as a resource for proactive details. One additional
squad car is also needed for use by officers assigned to power shifts and special details. The
recommended Mobile Digital Terminals (MDT's) would be operational in all marked squad cars
to enhance communication, efficiency, and further enhance officer safety. The MDT's would
be capable of communicating from car to car and car to dispatch, executing driver's license
checks (magnetic stripe card reading capability for the new State licenses) and registration
checks, CAD /RMS interface to on -line CAD and local databases, and will have the potential to
add more capabilities to the system such as Automatic Vehicle Location (AVL).
64
Department: Police (131) Activity: Investigation
I 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 is requested in 1995. One full -time officer will assist in establishing a
cooperative community approach among students, parents, school personnel, and police to meet the
community needs.
Percent rc nt of Total Budget 12%
1995 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) Fully implement the use of the Hennepin County connect Photo Imaging System by providing the
booking database for investigators to search in.
5) Establish and implement a School Liaison Program.
Adopted 1995 Budget
REVENUES: STAFFING:
Property Tax $356,481 1.00 Captain
Licenses Permits 112,700 6.00 Police Officers, Investigative
Charges for Services 1,800 1.00 School Liaison Officer
Total $470,981 1.00 Property Room Technician
9.00 Full -time Equivalents
1 EXPENDITURES:
Personnel $443,059
Supplies 6,748
Professional Services 4,388
Contractual Services 16,786
Total $470,981
Comments: The 1995 budget includes the hiring of one (1) police officer assigned as school liaison
officer. This assigned officer will be responsible for the handling of all law enforcement
requests for services in Brooklyn Center High School as well as serving as a resource for
students, parents, teachers, and counselors.
65
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) Domestic intervention is
provided through contractual services with Project P.E.A.C.E. The intervention program is dedicated to
servicing the needs of abused persons in domestic situations and meeting the requirement of state law. 4)
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. 5) Explorer Post 888 is
designed expose teenage youth to various aspects of the police and fire services through hands -on experience.
6) 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.
7) 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. 8) Twin Lake
Water Patrol is a joint powers agreement between Brooklyn Center, Crystal, and Robbinsdale for Twin Lake
patrol. 9) Youth Outreach Program is an at risk youth diversion program contracted through LN.V.I.T.E., Inc.
to provide an alternative for youth in the northeast area of the city.
Percent of Total Budget 6%
1995 Objectives
1 Continue responding to on -going neighborhood problems over time until the problem is reduced or t
eliminated.
2 Continue promoting personal safety and education in the protection of property.
3) Continue providing 24 hour crisis assistance, educational, and legal services to battered citizens, by
contracting through Project P.E.A.C.E.
4 Continue to provide D.A.R.E. education to all elementary school students in Brooklyn Center.
5 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 1995 Budget
REVENUES: STAFFING:
Property Tax $252,521 1.00 Community Services Sergeant
Total $252,521 1.00 Police Officer, Crime Prevention
0.75 Police Officers, D.A.R.E.
EXPENDITURES: 1.10 Citizen Aide Clerks
Personnel $159,596 3.85 Full -time Equivalents
Supplies 9,187
Contractual Services 82,478
Capital Outlay 1,260 t
Total $252,521
Comments:
66
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%
1995 Objectives
1) Continue to provide code enforcement services in order to relieve sworn police personnel of non-
criminal, non patrol activities.
2) Provide additional code enforcement services.
3) Upgrade 911 switch in Communications Center. The upgraded switch will allow the downloading of
information from the 911 screen to the Computer Aided Dispatch (CAD) screen, eliminating entry.
4) Install two new computers with large monitors in communication center. The new equipment will
enable more efficient processing. (Data Processing Budget)
Adopted 1995 Budget
REVENUES: STAFFING:
Property Tax $675,943 1.00 Sergeant
Charges for Services 5,500 1.00 Staff Services Supervisor
Total $681,443 6.00 Public Safety Dispatchers
2.50 Code Enforcement Officer
EXPENDITURES: 0.50 Cadets
Personnel $639,766 1.00 Classification /Data Entry Tech.
Supplies 3,720 1.00 Investigative Secretary
Professional Services 3,309 1.00 Police Secretary
Contractual Services 31,648 1.00 Receptionist
Capital Outlay 3,000 0.50 Data Entry Technician
Total $681,443 0.90 Records Technician
2.20 Typists
18.60 Full -time Equivalents
Comments: The 1995 budget includes the hiring of one full -time code enforcement officer to increase
support to community development by providing a more aggressive approach to handling city
ordinance violations. Upgrading the 911 switch will reduce the current monthly lease charge.
67
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%
1995 Objectives
1) Improve the efficiency of police operations.
2) Fully Implement ArcView for crime and activity mapping.
3) Fully Implement Mobile Digital Terminals (MDT's) and maintain management of the system.
4) Fully Implement Hennepin County connect Photo Imaging System and maintain management of the
system.
Adopted 1995 Budget
REVENUES: STAFFING:
Property Tax $133,857 1.00 Chief of Police
Total $133,857 1.00 Administrative Analyst
2.00 Full -time Equivalents
EXPENDITURES:
Personnel $129,567
Supplies 1,262
Contractual Services 3,028
Total $133,857
Comments:
68
Department: Police (131) 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%
1995 Objectives
1) Continue to provide code enforcement officer services to respond to animal calls for service.
Adopted 1995 Budget
REVENUES: STAFFING:
Property Tax $28,625 0.10 Cadets
Licenses Permits 4,800 0.70 Code Enforcement Officers
Total $33,425 0.80 Full -time Equivalents
EXPENDITURES:
Personnel $18,525
Supplies 100
Contractual Services 14,800
Total $33,425
Comments:
69
Department: Police (131) Activity: Holding Facility
Activity Description
The holding facility activity provides temporary housing of prisoners."
Percent of Total Budget 3%
1995 Objectives
1) Continue to provide trained personnel to secure prisoners held in the holding facility.
2) Fully implement Hennepin County connect Photo Imaging System.
Adopted 1995 Budget
REVENUES: STAFFING:
Property Tax $136,775 0.00 Full -time Equivalents
Total $136,775
EXPENDITURES:
Supplies $1,125
Contractual Services 135,650
Total $136,775
Comments:
70
Department: Police (131) Activity: Special Details /Overtime
Activity Description
The special details /overtime activity provides funding for anticipated overtime as a result of major crime
incidents, court appearances, court standby, holiday premium overtime, investigation 1/2 time compensation,
liquor license investigations, or other overtime assigned. Assignment of special details such as Brookdale
contract work, civic events, injury on duty tracking, labor contract issues, private contract assignment, union
steward issues, or other special details assigned are also included in this activity. Although Brooklyn Center
pays the officers for the special details, some are reimbursed to the city by private businesses, such as
Brookdale Shopping Center.
Percent of Total Budget 2%
1995 Objectives
1) Continue to provide police services at major events such as civic events and critical incidents.
2 Continue to provide special details for the business community.
3) Continue to authorize personnel to perform details in the best interest of the department.
Adopted 1995 Budget
P 9
REVENUES: STAFFING:
Property Tax $88,000 0.00 Full -time Equivalents
Total $88,000
EXPENDITURES:
Personnel $88,000
Total $88,000
Comments:
71
Police Department
1995 Budget 1
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Paper Shredder 1 3,000 $3,000 3,000
2. MP5A3 Assault Rifle 2 1,263 2,526 0
3. Portable Radios 3 800 2,400 1,600
4. Light Bar /Sirens 3 2,550 7,650 5,100
S. Mobile Police Radios 2 2,300 4,600 4,600
6. Radar Unit -HR 12 1 2,150 2,150 2,150
7. Remote Window Opener 1 500 500 0
8. Snowmobile 1 1,260 1,260 1,260
9. Squad Car 1 15,500 15,500 0
10. Squad Car Inflation 5 2,125 18,926 10,626
Total Capital Outlay $58,512 $28,336
72
Fire Department
1995 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
P 9 tY
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% 0.40 Administrative Secretary
Fire Suppression/Training 56%
Fire Administration 11% 1.05 Full -time Equivalents
100% 40.0 Volunteer Firefighters
Actual Actual Adopted Manager Council
P 9
Budget 1992 1993 1994 Recommend Adopted
REVENUES
Property tax/misc. revenue $345,554 $301,687 $434,663 $447,642 $449,595
Intergovernmental revenue 69,110 64,039 70,000 64,000 64,000
Charges for services 3,300 150 3,600 600 600
Total $417,964 $365,876 $508,263 $512,242 $514,195
EXPENDITURES
Personnel $286,026 $272,771 $299,653 $315,150 $317,103
Supplies 22,565 24,565 28,382 30,856 30,856
Professional Services 1,905 564 3,800 3,800 3,800
Contractual Services 44,859 31,529 33,080 31,750 31,750
Vehicle Services 0 0 99,668 105,361 105,361
Capital Outlay 62,609 36,447 43,680 25,325 25,325
Total $417,964 $365,876 $508,263 $512,242 $514,195
Staffing (FTE) 1.5 1.1 1.1 1.1 1.1
Volunteers 40 40 40 40 40
COMMENTS: I have requested an increase in duty pay, the first request in three years; 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.
NOTE: The Fire Chief is also responsible for Emergency Preparedness.
73
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,
commercialrndustrial 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%
1995 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 1995 Budget Staff Allocation
Revenues
Property tax /misc. $37,235 Part time Inspectors 0.5
Charges for services 600 Volunteer Firefighters 40.0
Total $37,835 t
Expenditures
Personnel $19,812
Supplies 3,570
Professional Services 455
Contractual Services 8,730
Vehicle Services 5,268
$37,835
Comment
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 t
trying to teach both the children and the adults about the dangers of this
behavior using ur Fire Education i
g Officer. We are also working with our
businesses to create a fire safe workplace. The addition of a full time
inspector is very critical as the commercial /industrial and rental property
continues to age and compliance with the fire code becomes very critical
74
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%
1995 Objectives
1) Respond in 6 minutes or Jess 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 1995 Budget Staff Allocation
Revenues
Property tax /misc. $132,656 Volunteer Firefighters
Total $132,656
Expenditures
Personnel $109,235
Supplies 9,486
Professional Services 805
Contractual Services 6,030
Capital outlays 7,100
$132,656
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.
75
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%
1995 Objectives
1) 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 1995 Budget Staff Allocation
Revenues
Property tax /misc. 8221,366 Chief 0.2
Intergovernmental revenue 64,000 40 Volunteers
Total $285,366 FTE's 0.2
Expenditures
Personnel $146,595
Supplies 10,881
Professional Services 1,820
Contractual Services 13,020
Vehicle Services 94,825
Capital Outlays 18,225
$285,366
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. We do have five
Fire Inspectors, two that inspect during the day and three that inspect at night; these
people receive a monthly salary as does the Assistant Chief and the two Training
Officers. 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 1995 due to the aging of all of our properties in the City.
76
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.
1 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 1995 Budget Staff Allocation
Revenues
Property tax /misc. $58,338 Chief 0.45
Total $58,338 Secretary 0.40
Total 0.85
Expenditures
Personnel $41,461
Supplies 6,919
Professional Services 720
Contractual Services 3,970
Vehicle Services 5,268
$58,338
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.
77
Fire Department
1995 Budget
Detail of Capital Outlay
y
Total Council
Description Unit/Cost Requested Adopted
1. Folding Chairs 100 32 $3,200 $3,200
2. Aluminum Tables 12 250 3,000 3,000
3. Fax Machine 1 900 900 900
4. Dive Suit 1 1,675 1,675 1,675
5. Dive Communication 1 2,800 2,800 2,800
6. Door Opening Tool 1 2,175 2,175 2,175
7. Resuciators 2 850 1,700 1,700
8. Air Rescue Knife 1 1,768 1,768 0
9. CPR Manikans 2 1,695 3,390 0 1
10. Deluge Gun 1 4,500 4,500 0
11. Zodiac Boat/motor 1 9,875 9,875 9,875
Total Capital Outlay $34,983 $25,325
78
Community Development Department
1995 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
1 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 Budoet STAFFING:
Inspections 53% 1.0 Planning Specialist
Planning Zoning 37% 1.0 Building Official
Code Enforcement 10% 1.0 Building Inspector
100% 1.0 Housing Inspector
Planning Zoning 1.0 Receptionist/Secy.
0.6 Part -time Secretary
5.6 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax $100,404 $63,818 $130,559 $141,623 $145,915
Licenses Permits 183,950 177,179 157,400 162,000 162,000
Intergovernmental Revenue 4,940 0 0 0 0
Charges for Services 19,339 23,529 22,600 21,100 21,100
Total $308,633 $264,526 $310,559 $324,723 $329,015
EXPENDITURES:
Personnel $305,339 $257,807 $260,508 $260,491 $264,783
Supplies 1,157 587 1,550 1,950 1,950
Professional Services 490 4,385 17,000 50,000 50,000
Contractual Services 1,647 1,747 3,425 4,245 4,245
Vehicle Services 0 0 27,226 6,837 6,837
Capital Outlay 0 0 850 1,200 1,200
Total $308,633 $264,526 $310,559 $324,723 $329,015
Staffing (FTE) 7 5.6 5.6 5.6 5.6
COMMENTS: Does not include Assessing, HRA, EDA or the Earle Brown Heritage Center.
79
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 1993, the division performed 5,285 inspections.
Percent of Total Dept. Budget 53%
1995 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 1995 Budget r
Revenues Staff Allocation
Property tax/Misc $993 Building Official 0.9
Licenses Permits 160,000 Inspector 0.9 t
Charges for Services 13,500 Housing Inspector 0.9
Total $174,493 Receptionist/Secretary 0.5
Part-time Secretary 0.3
Total 3.5
Expenditures
Personnel $157,994
Supplies 850
Professional Services 5,000
Contractual Services 2,732
Vehicle Services 6,837
Capital Outlay 1,080
Total $174,493
Comments:
1
80
1
t 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 37%
P 9
1995 Objectives
1) Update City's Comprehensive Plan.
2) Review Chapter 34 (Sign Ordinance) with Planning Commission.
3) Coordinate redevelopment activities in the area of 69th and Brooklyn Boulevard.
4) Continue to provide an efficient, professional service to the public.
Adopted 1995 Budget
Revenues Staff Allocation
Property taxtMisc $112,870 Planning Specialist 0.9
Licenses& Permits 2,000 Receptionist/Secretary 0.4
Charges for Services 7,600 Part-time Secretary 0.2
Total $122,470 1.5
Expenditures
Personnel $79,215
Supplies 850
Professional Services 41,000
Contractual Services 1,405
Total $122,470
Comments:
81
133 ACTIVITY: Code Enforcement
DEPARTMENT:. Community Development
Activ' Description
rtY P
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 10%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc 32,052 Planning Specialist 0.1
Total $32,052 Building Official 0.1
Inspector 0.1
Expenditures Housing Inspector 0.1
Personnel $27,574 Receptionist/Secretary 0.1
Supplies 250 Part-time Secretary 0.1
Professional Services 4,000 Total 0.6
Contractual Services 108
Capital Outlay 120
Total $32,052
Comments:
82
Community Development Department
1 1995 Budget
Detail of Capital Outlay
1
Total Council
Description Unit/Cost Requested Adopted
1. Cellular Phones 3 400 $1,200 $1,200
Total Capital Outlay $1,200 $1,200
83
Emergency Preparedness
1995 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 Budqet STAFFING
Emergency Preparedness 100% 0.35 Emergency Preparedness Coord.
0.05 Secretary
0.40 Full -time Equivalents
1995 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 1992 1993 1994 Recommend Adopted
REVENUES
Property tax/misc. revenue $21,691 $19,276 $40,143 $31,535 $31,161
Intergovernmental revenue 7,560 14,495 6,000 6,000 6,000
Total $29,251 $33,771 $46,143 $37,535 $37,161
EXPENDITURES
Personnel $23,643 $30,419 $35,083 $25,866 $25,492
Supplies 2,135 472 1,400 1,400 1,400
Contractual Services 3,168 2,650 9,328 9,909 9,909
Utilities 305 230 332 360 360
Capital Outlay 0 0 0 0 0
Total $29,251 $33,771 $46,143 $37,535 $37,161
Staffing (FTE) 0.5 0.5 0.5 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 1995
budget holds the line with the 1994 budget.
84
e
Emergency Preparedness
1995 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Weather Direction Unit 1 3,200 $3,200 $0
Total Capital Outlay $3,200 $0
e
t
t
85
Engineering Department
1995 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 spreading of special assessments.
ACTIVITIES: Percent of Bud et
a STAFFING:
Engineering Services 28% 0.62 Director of Public Services
Clerical General Services 55% 0.86 City Engineer
Enterprise Funds Services 2% 0.72 Public Services Coordinator
Improvement Projects 13% 4.00 Engineering Technicians
Weed Control 2% 1.97 Eng Secretary/Admin Aide
100% 0.81 Part-Time Eng Tech
0.20 Superintendant
0.55 Street Park Supervisor
1.71 Maintenance IA1
11.43 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adpoted
REVENUES:
Propertytax/misc. revenue $216,123 $329,541 $305,420 $359,762 $367,192
Charges for services 6,122 4,459 5,500 5,000 5,000
Total $222,245 $334,000 $310,920 $364,762 $372,192
EXPENDITURES:
Personnel $423,427 $459,528 $492,476 $530,396 $537,826
Admin. Services Transfer (214,246) (140,071) (206,914) (202,552) (202,552)
Supplies 2,929 4,219 4,400 8,420 8,420
Professional Services 5,881 6,466 8,300 5,500 5,500
Contractual Services 3,177 3,858 2,925 5,675 5,675
Vehicle Services 0 0 9,733 9,810 9,810
Capital Outlay 1,077 0 0 7,513 7,513
Total $222,245 $334,000 $310,920 $364,762 $372,192
Staffing (FTE) 10 10 10 11.43 11.43
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.
86
e
DEPARTMENT: Engineering (141) ACTIVITY: Engineering Services e
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.
1
Percent of Total Dept. Budget 28%
1995 Objectives
1) Conduct biennial Municipal State Aid traffic counts.
e
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $102,165 Director of Public Services 0.08 e
Charges for Services 500 City Engineer 0.08
Total $102,665 Public Services Coordinator 0.05
Engineering Technicians 1.60
Expenditures Eng Secretary/Admin Aide 0.09
Personnel $97,429 Total 1.90
Supplies 1,000
Professional Services 100
Contractual Services 400
Capital Outlay 3,736
Total $102,665
1
Comments: The City's existing GIS has been converted from Ultimap to Arcinfo /ArcView. An
AutoCAD capability (automated drafting) is being implemented for the first time.
The capital outlay request is for two replacement electronic traffic counters.
e
1
1
1
87
1
DEPARTMENT: Engineering (141) ACTIVITY: General Services
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 55%
1995 Objectives
1) Provide required and other training to assure that employees and supervisors are
knowledgable 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 dop d 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $202,369 Director of Public Services 0.20
Total $202,369 City Engineer 0.37
Public Services Coordinator 0.39
Expenditures Engineering Technicians 0.20
Personnel $207,555 Eng Secretary/ Admin Aide 1.34
Admin. Services Transfer (22,356) Superintendant 0.10
Supplies 4,990 Street Park Supervisor 0.50
Professional Services 2,000 Maintenance l /II 1.63
Contractual Services 5,275 Total 4.73
Vehicle Services 4,905
Total $202,369
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.
t
88
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.
Percent of Total Dept. Budget 2%
1995 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 1995 Budget
i
Revenues Staff Allocation
Property Tax/Misc $8,827 Director of Public Services 0.08
Total $8,827 City Engineer 0.16
Public Services Coordinator 0.08
Expenditures Engineering Technicians 0.20
Personnel $39,023 Eng Secretary/Admin Aide 0.10
Admin. Services Transfer (30,196) Total 0.62
Total $8,827
Comments:
89
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 13%
1995 Objectives
1) Rehabilitate or reconstruct approximately four miles of streets.
2) Begin two major sanitary sewer projects: sewer relining, and replacing Lift Station #1
3) Construct Gateway Park Ride /pond/park.
4) Acquire property and prepare for Brooklyn Boulevard reconstruction/enhancement.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $46,846 Director of Public Services 0.26
Charges for Services 3,000 City Engineer 0.25
Total $49,846 Public Services Coordinator 0.20
Engineering Technicians 2.00
Expenditures Eng Secretary/Admin Aide 0.38
Personnel $188,734 Part-Time Eng Tech 0.81
Admin. Services Transfer (150,000) Superintendant 0.10
Supplies 2,430 Street Park Supervisor 0.05
Vehicle Services 4,905 Total 4.05
Capital Outlay 3,777
Total $49,846
Comments: Requested capital outlay includes scheduled replacement of the survey van.
90
DEPARTMENT: Engineering (141) ACTIVITY: Weed Control
Activity Description
Provides for the operation of the private property weed control program.
Percent of Total Dept. Budget 2
1995 Objectives
1) Evaluate charges to property owners for possible increases to discourage
public nuisances.
2) Evaluate areas currently being maintained by City forces and those
maintained contractually.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $6,985 Eng Secretary/Admin Aide 0.06
Special Assessments 0 Maintenance 1 /II 0.07
Charges for Services 1,500 Total 0.13
Total $8,485 1
Expenditures
Personnel $5,085
Professional Services 3,400
Total $8,485
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.
91
Engineering Department
1995 Budget
Detail of Capital Outlay
y
Total Council
Description Unit/Cost Requested Adopted
1. Traffic Counters 2 1,868 $3,736 $3,736
2. Survey Van 4,900 3,777
Total Capital Outlay $8,636 $7,513
92
Street Maintenance Department
1995 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
t The Street Maintenance Department is a Public Works function. It is managed by the Director of Public
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 Bus" STAFFING:
Street Maintenance 45% 0.35 Superintendent
Traffic Control 14% 0.50 Street Park Supervisor
Street Lighting 12% 1.42 Crew Leaders
Snow Ice Control 22% 6.16 Maintenance 1 /11
Storm Drainage 3% 1.34 Seasonal Part -time
Sidewalks Trails 4% 0.16 Director of Public Services
100% 0.12 City Engineer
0.06 Public Services Coordinator
10.11 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $830,644 $919,409 $1,223,116 $1,090,285 $1,098,194
Transfers from other funds 75,000 75,000 90,000 90,000 90,000
Total $905,644 $994,409 $1,313,116 $1,180,285 $1,188,194
EXPENDITURES:
Personnel $535,357 $547,689 $558,120 $420,320 $428,229
Admin. Services Transfer (100,000) (100,000) (100,000) (100,000) (100,000)
Supplies 125,684 164,977 165,300 156,000 156,000
Contractual Services 282,747 330,419 344,000 318,075 318,075
Vehicle Services 0 0 345,696 279,512 279,512
Capital Outlay 61,856 51,324 0 106,378 106,378
Total $905,644 $994,409 $1,313,116 $1,180,285 $1,188,194
Staffing (FTE) 14 14 14 10.11 10.11
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.
93
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 45 °k
1995 Objectives
1) Sealcoat and provide other maintenance according to Pavement Management Program
standards.
2) Accelerate the amount of crack sealing.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $439,032 Superintendent 0.10
Transfers from other fund 90,000 Supervisor 0.15
Total $529,032 Crew Leaders 0.45
Maintenance 1 /11 2.66
Expenditures Seasonal Part-time 0.90
Personnel $172,308 Public Services Director 0.08
Admin. Services Transfer (50,000) City Engineer 0.07
Supplies 55,000 Administrative Assistant 0.03
Contractual Services 134,650 Total 4.44
Vehicle Services 139,756
Capital Outlay 77,318
Total $529,032
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.
This budget includes capital outlay requests for:
o Scheduled replacement of a dump truck.
o Acquisition of a bobcat with planer to provide fora more aggressive crack
sealing program.
o Replacement of some roll -up tarp truck load covers.
e
94
DEPARTMENT: Streets (142) ACTIVITY: Traffic Control
Activity Description
This activity provides for signs, pavement markings, and traffic signals operations and maintenance.
Percent of Total Dept. Budget 14%
1995 Objectives
1) Review preformed pavement marking performance.
2) Continue program of replacing Stop signs with high reflectivity signs.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $169,103 Superintendent 0.05
Total $169,103 Supervisor 0.05
Crew Leaders 0.46
Expenditures Maintenance IJII 0.98
Personnel $69,943 Seasonal Part-time 0.22
Supplies 40,000 T_ otal 1.76
Contractual Services 39,100
Capital Outlay 20,060
Total $169,103
Comments: This budget includes capital outlay requests for
o Scheduled replacement of the sign shop truck.
o Replacement of shelves, a workbench, and flat file storage for sign blanks
and stencils in the sign shop.
95
DEPARTMENT: Streets (142) ACTIVITY: Street Lighting
Activity Description 1
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.
Percent of Total Dept. Budget 12%
1995 Objectives
1) Continue to replace through the Neighborhood Street Improvement Program
regular leased street lights with lower cost City -owned ornamental lights.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $141,500 Total 0.00
Total $141,500
Expenditures
Contractual Services $141,500
Total $141,500
Comments: The City owns aproximately 75 ornamental lights, primarily in the Earle Brown
commercial area, and leases about 1020 lights from NSP.
96
I l i DEPARTMENT: Streets (142) ACTIVITY: Snow Ice Control
Activity Description
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 22%
1995 Objectives
1) Continue providing a high level of service.
Adopted 1995 Budget
P 9
Revenues Staff Allocation
Property Tax/Misc $271,192 Superintendent 0.10
Total $271,192 Supervisor 0.15
Crew Leaders 0.15
Expenditures Maintenance 1 /11 1.12
Personnel $81,611 Total 1.52
Supplies 40,000
Contractual Services 825
Vehicle Services 139,756
Capital Outlay 9,000
Total $271,192
Comments: This budget includes capital outlay requests for:
Acquisition of a new sander and lows for a tandem dump truck replaced in 1994.
cq P h P P
e
97
DEPARTMENT: Streets (142) ACTIVITY: Storm Drainage
Activity Description
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 3 °!0
1995 Objectives
1) Conduct Phase II storm water planning on a project basis, as needed.
2) Develop comprehensive maintenance plan for storm water management.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $29,617 Superintendent 0.05
Total $29,617 Supervisor 0.10
Crew Leaders 0.30
Expenditures Maintenance 1 /11 0.84
Personnel $70,617 Seasonal Part -time 0.13
Admin. Services Transfer (50,000) Public Services Director 0.08
Supplies 9,000 City Engineer 0.05
Total $29,617 Administrative Assistant 0.03
Total 1.58
Comments: Activies will turn to implementing the recommendations of the Local Storm
Water Managemetn Plan, including more aggressive maintenance and repair of
the stoma drainage system; construction of new storm sewers through the
Neighbor Street Improvement Program; and implementation of several
proposed ordinance changes regarding water quality and water management.
98
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%
1995 Objectives
1) Update the comprehensive sidewalk and trail plan.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $47,750 Superintendent 0.05
Total $47,750 Supervisor 0.05
Crew Leaders 0.06
Expenditures Maintenance 1 /11 0.56
Personnel $33,750 Seasonal Part-time 0.09
Supplies 12,000 Total 0.81
Contractual Services 2,000
Total $47,750
Comments: Focus will be on marking on- street trails, and constructing missing links in the
comprehensive trail plan.
99
Street Maintenance Department
1995 Budget
Detail of Capital Outlay
1
p Y
Total Council
Description Unit/Cost Requested Adopted
1. Flat File 1 1,900 $1,900 $0
2. Computer Workstation 1 500 500 0
3. Work Bench 1 850 850 850
4. Metal Shelving Rack 1 550 550 550
5. Sign Shop Truck 23,000 18,660
6. Roll Up Tarps 3 1,710 5,130 5,130
7. Bobcat 1 34,300 34,300 34,300
8. Dump W /Plows, Sander 42,190 0
9. Dump W /Box, Plows, Sander 46,400 37,888
10. Sander, Plows for Tandem 9,000 9,000
Total Capital Outlay $163,820 $106,378
e
0
i
100
1
Social Services
1995 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 Peacemaker Center. 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 Budget
Northwest Human Services 36%
Mediation Services 12%
Senior Transportation 27%
Brooklyn Peacemaker 25%
1 00%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $30,510 $41,325 $41,572 $40,860 $40,860
Charges for services 0 0 0 0 0
Total $30, $41,32 $41,572 $40,860 $40,860
EXPENDITURES:
Contractual Services $30,510 $41,325 $41,572 $40,860 $40,860
Total $30,51 $41,325 $41,572 $40,860 $40,860
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.
e
101
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.
Percent of Total Dept. Budget 36%
1995 Objectives
1) Continuation of human services planning and coordination for our City.
2) Continue work with cultural diversity training, CO -OP Northwest, point Northwest
and surplus commodities distribution.
Adopted 1995 Budget
Revenues
Property Tax/Misc $14,850
Total $14,850
Expenditures
Contractual Services $14,850
Total $14,850
Comments: Included in the 1995 request is $5,426 for CO -OP Northwest, a five cities initiative of
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.
102
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 12%
1995 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.
1 Adopted 1995 Budget
Revenues
Property Tax/Misc $5,000
Total $5,000
Expenditures
Contractual Services $5,000
Total $5,000
Comments: Our staff benefits from mediation. We have the option of making a recommendation
p 9
to individuals or agencies involved in a conflict with business, neighbors, etc. to use
the service for resolution of conflicts.
103
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 27%
1995 Objectives
1) Provide 13,300 one -way trips.
2) Serve 950 unduplicated riders.
Adopted 1995 Budget t
Revenues
Property Tax/Misc $11,010
Total $11,010
Expenditures
Contractual Services $11,010
Total $11,010
Comments: The service operates on a variable fixed route. Mini coaches (accessible or nonaccessible
p
are used depending on need. The service contracts with National School Bus Company.
104
DEPARTMENT: Social Services (152) ACTIVITY: Brooklyn Peacemaker
Activity Description
This is a contractual juvenile program designed to work with first time offenders. The Peacemaker Center is
designed to address problems in the community in a way that will provide structure, but will also provide
adequate flexibility to respond to the needs of individuals, to increase community awareness of services and
resources available to them, and to structure programs that are designed to solve problems and heal
relationships.
Percent of Total Dept. Budget 25 °I°
1995 Objectives
1) To address the root problems facing each individual rather than just the behavorial
symptoms.
2) To address problems in our community in a way that serves the individual as well as
the community.
3) To increase community awareness of services and resources available to them.
4) To communicate as individuals and a community 'we care you're worth a second
chance.
Adopted 1995 Budget
Revenues
Property Tax/Misc $10,000
Total $10,000
Expenditures
Contractual Services $10,000
Total $10,000
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.
II I
105
Recreation ec eatlon Adminlstration Department
1995 Budget
POLICIES: Continue to provide top notch recreational programs to
the entire community from the young to the old.
1 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.
1
ACTIVITIES: Percent of Budqet STAFFING:
1 Administration 100% Director of Public Services
1 00% 0.1 Recreation Director
0.4 Program Supervisors
Recreation Secretary
1 0.5 Full -time Equivalents
1 Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property taximisc. revenue $311,714 $307,034 $346,805 $231,927 $91,711
1 Charges for services 0 0 0 0 0
Total $311,71 $307 ,034 $346,805 $231,927 $91,711
1 EXPENDITURES:
Personnel $276,801 $274,465 $297,325 $169,036 $28,820
Supplies 11,741 7,872 13,000 13,300 13,300
Professional Services 1,322 213 3,000 3,000 3,000
1 Contractual Services 21,850 24,484 30,500 29,100 29,100
Vehicle Services 0 0 2,980 7,491 7,491
Capital Outlay 0 0 0 10,000 10,000
1 Total $3 11,714 $307 ,034 $346,805 $231,927 $91,711
Staffing (FTE) 6.0 6.0 6.0 0.5 0.5
1 COMMENTS: The capital outlay request is for a new copy machine for the Park and Recreation Department.
This would be funded from the General Fund.
1
i
1
1
1
106
1
DEPARTMENT: Recr. Admin (160) ACTIVITY: Administration 1
Activity Description 1
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.
1-
Percent of Total Dept. Budget 100
1
1995 Objectives
1 Automate class registration. 1
2) Automate facility permits.
1
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $91,711 Director of Public Services
Total $91,711 Recreation Director 0.10
Program Supervisors 0.40
Expenditures Recreation Secretary 1
Personnel $28,820 Total 0.50
Supplies 13,300
Professional Services 3,000
Contractual Services 29,100
Vehicle Services 7,491
Capital Outlay 10,000 1
Total $91,711
Comments:
i
1
1
l
1
107
Recreation Administration Department
1995 Budget
Detail of Capital Outlay
1
Total Council
Description Unit/Cost Requested Adopted
1. Copy Machine 1@ 10,000 $10,000 $10,000
Total Capital Outlay $10,000 $10,000
108
1
Adult Recreation Department
1995 Budget
POLICIES: Provide a balance of activities to meet varied interest
and skill levels.
Design programs to be self supporting.
Continue to cooperate
p rnnth school districts to maximize
facility usage and supervision.
The Adult Recreation Department t is a Public Services function. The department i r
P s 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 are designed to be entirely self- supporting through user fees.
ACTIVITIES: Percent of RudqMt STAFFING:
Sports 84% 0.16 Recreation Director
Seniors 14 1.22 Program Supervisors
Arts Crafts 2% 0.39 Recreation Secretary
100% 1.20 Part-time Clerical
3.67 PT Program Employees
0.54 Maintenance II
0.06 Police Officers
7.24 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue ($39,427) ($11,517) ($49,613) $13,265 $75,251
Charges for services 326,793 318,459 346,005 326,244 326,244
Total $287,366 $306,942 $296,392 $339,509 $401,495
EXPENDITURES:
Personnel $83,665 $104,391 $67,350 $146,886 $208,872
Supplies 45,490 51,630 49,770 39,011 39,011
Professional Services 148,948 145,931 171,222 147,092 147,092
Contractual Services 9,045 4,694 8,050 6,520 6,520
Capital Outlay 218 296 0 0 0
Total $287,366 $306,942 $296,392 $339,509 $401,495
Staffing (FTE) 7.24 7.24
COMMENTS:
109
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 84%
1995 Objectives
1) Assign quality officials at all contests.
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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $40,508 Recreation Director 0.15
Charges for Services $294,837 Program Supervisors 0.88
Total $335,345 Recreation Secretary 0.29
Part -time Clerical 0.87
Expenditures PT Program Employees 3.53
Personnel $174,676 Maintenance 11 0.54
Supplies 31,161 Police Officers 0.06
Professional Services 129,508 Total 6.32
Total $335,345
Comments:
110
DEPARTMENT: Adult Recr. (161) ACTIVITY: Seniors
Activity Description
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 14%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $29,911 Recreation Director 0.01
Charges for Services 26,379 Program Supervisors 0.33
Total $56,290 Recreation Secretary 0.06
Part -time Clerical 0.18
Expenditures PT Program Employees 0.14
Personnel $28,520 Total 0.72
Supplies 6,800
Contractual Services 20,970
Total $56,290
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.
111
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
�o
1995 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. f
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $4,832 Director of Public Services
Charges for Services 5,028 Recreation Director
Total $9,860 Program Supervisors 0.01
Recreation Secretary 0.04
Expenditures Part-time Clerical 0.15
Personnel $5,676 Total 0.20
Supplies 1,050
Professional Services 3,134
Total $9,860
Comments:
112
Teen Recreation Department
1995 Budget
1 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 managed by the Director of
Public Services and is Unit #162 of the City Budget. This unit provides for recreation progtrams for teens. These
programs are designed to be entirely self- supporting through user fees.
ACTIVITIES: Percent of Budget STAFFING:
Teen Dances 60% 0.03 Recreation Director
Summer Conditioning 40% 0.04 Program Supervisors
100% 0.05 Recreation Secretary
0.06 Part-time Clerical
0.21 PT Program Employees
0.04 Police Officers
0.43 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue ($482) ($914) $192 $1,583 $7,688
Charges for services 13,360 15,124 13,580 13,900 13,900
Total $12,878 $14,210 $13,772 $15,483 $21,588
EXPENDITURES:
Personnel $5,524 $7,734 $7,579 $9,711 $15,816
1 Supplies 491 765 443 572 572
Professional Services 6,863 5,711 5,750 5,200 5,200
Total $12,878 $14,210 $13,772 $15,483 $21,588
Staffing (FTE) 0.43 0.43
COMMENTS:
113
DEPARTMENT: Teen Recr. (162)
ACTIVITY: Teen Dances
Activity Description
ty p
This activity provides for junior high students' participation in social interaction after school hours.
Percent of Total Dept. Budget 60
1995 Objectives
1) Continue to provide a safe environment at all dances.
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. 1
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $3,591 Recreation Director 0.01
Charges for Services 9,400 Program Supervisors 0.02
Total $12,991 Recreation Secretary 0.03
Part-time Clerical 0.03
Expenditures PT Program Employees 0.04
Personnel $7,641 Police Officers 0.04
Supplies 150 Total 0.17
Professional Services 5,200
Total $12,991
Comments:
i
1
i
1
1
1
114
DEPARTMENT: Teen Recr. 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 40%
1995 Objectives
1) Provide quality instructors.
q tY
2) Offer programs to all students, not just students in athletics.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $4,097 Recreation Director 0.02
Charges for Services 4,500 Program Supervisors 0.02
Total $8,597 Recreation Secretary 0.02
Part-time Clerical 0.03
Expenditures PT Program Employees 0.17
Personnel $8,175 Total 0.26
Supplies 422
Total $8,597
Comments:
115
Children's Recreation Department
1995 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: Percen of Budaet STAFFING:
Sports 8% 0.01 Recreation Director
Summer Programs 39% 0.68 Program Supervisors
Classes 35% 0.17 Recreation Secretary
Preschool 18% 0.45 Part -time Clerical
100% 3.31 PT Program Employees
4.62 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $18,027 $16,284 $20,022 $46,426 $70,953
Charges for services 64,807 68,963 68,132 71,570 71,570
Total $82,834 $85,247 $88,154 $117,996 $142,523
EXPENDITURES:
Personnel $62,502 $62,093 $63,464 $92,696 $117,223
Supplies 10,562 10,961 11,646 12,150 12,150
Professional Services 9,770 10,742 10,204 11,300 11,300
Contractual Services 0 1,451 2,200 1,850 1,850
Vehicle Services 0 0 640 0 0
Total $82,834 $85,247 $88,154 $117,996 $142,523
Staffing (FTE) 1 1 1 4.62 4.62
COMMENTS:
116
DEPARTMENT: Children's Recr. (163) ACTIVITY: Sports
Activity Description
ty P
This activity provides for youth involvement in athletic programs which includes basketball and wrestling.
e
Percent of Total Dept. Budget 8%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $4,083 Recreation Director
Charges for Services $8,003 Program Supervisors 0.04
Total $12,086 Recreation Secretary 0.04
Part-time Clerical 0.06
Expenditures PT Program Employees 0.24
Personnel $11,936 Total 0.38
Supplies 50
Professional Services 100
Total $12,086
Comments:
117
DEPARTMENT: Children's Recr. (163) ACTIVITY: Summer Programs
Activity Description
This activity includes children's specialty classes' day camp, drop -in centers, and preschool instructional
1 softball, soccer, and sports programs, puppet playhouse, and kids' carnival.
Percent of Total Dept. Budget 39%
1995 Objectives
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.
3) Continue to offer some programs free of charge.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $39,168 Recreation Director 0.01
Charges for Services 16,750 Program Supervisors 0.24
Total $55,918 Recreation Secretary 0.02
Part-time Clerical 0.18
Expenditures PT Program Employees 1.97
Personnel $49,418 Total 2.42
Supplies 4,300
Professional Services 1,300
Contractual Services 900
Total $55,918
Comments:
1 118
ACTIVITY: Classes
DEPARTMENT: Children's Recr. (163)
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 35%
1995 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.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $23,749 Recreation Director
Charges for Services 25,680 Program Supervisors 0.38
Total $49,429 Recreation Secretary 0.09
Part -time Clerical 0.12
Expenditures PT Program Employees 0.25
Personnel $33,429 Total 0.84
Supplies 6,600
Professional Services 9,100
Contractual Services 300
Total $49,429
Comments:
119
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 18%
p 9
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $3,953 Recreation Director
Charges for Services 21,137 Program Supervisors 0.02
Total $25,090 Recreation Secretary 0.02
Part -Ime Clerical 0.09
Expenditures PT Program Employees 0.85
Personnel $22,440 Total 0.98
Supplies 1,200
Professional Services 800
Contractual Services 650
Total $25,090
1
Comments:
120
General Recreation Department
1995 Budget
POLICIES: Identify the needs and interests of the community and develop
programs accordingly.
t 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 Budd STAFFING:
Classes 10% 0.08 Recreation Director
Northview Programs 35% 0.34 Program Supervisors
Entertainment in the Park 30% 0.18 Recreation Secretary
Skiing 4% 0.30 Part -time Clerical
Skating Rinks 17% 2.27 PT Program Employees
Adaptive Recreation 4% 3.17 FTE
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $58,374 $62,175 $60,105 $68,890 $94,446
Charges for services 30,927 17,696 31,496 26,176 26,176
Total $89,301 $79,871 $91,601 $95,066 $120,622
EXPENDITURES:
Personnel $46,581 $35,416 $46,731 $49,997 $75,553
Supplies 8,901 6,371 1,571 790 790
Professional Services 33,819 37,093 38,781 42,479 42,479
Contractual Services 991 1,100 800 800
Vehicle Services 1,672
Utilities 1,746 1,000 1,000
Total $89,301 $79,871 $91,601 $95,066 $120,622
Staffing (FTE) 0.7 0.7 0.7 3.17 3.17
COMMENTS:
121
DEPARTMENT: Gen. Recr. (164) ACTIVITY:
Classes
Activity Description
ty p
This activity includes dog obedience, self- defense, karate, tennis, and miscellaneous dance classes for a
variety of ages.
Percent of Total Dept. Budget 10%
1995 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. e
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $6,905 Recreation Director 0.01
Charges for Services 5,376 Program Supervisors 0.03
Total $12,281 Recreation Secretary 0.06`
Part-time Clerical 0.09
Expenditures PT Program Employees 0.03
Personnel $10,291 Total 0
Supplies 190
Professional Services 800
Utilities 1,000
Total $12,281
Comments:
122
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 35%
1995 Objectives
1) Provide quality supervision at schools to insure a safe environment for participants.
2) Coordinate, program, and supervise community school activities.
3)
4)
Adopted 1995 Budget
Revenues
Property Tax/Misc $25,666
Charges for Services 16,000
Total $41,666
Expenditures Staff Allocation
Personnel $26,966 Recreation Director 0.01
Supplies Program Supervisors 0.08
Professional Services 14,700 Recreation Secretary 0.03
Contractual Services Part -time Clerical 0.06
Vehicle Services PT Program Employees 1.30
Total $41,666 FTEs, this activity 1.48
Comment
1
123
DEPAR T ACTIVITY: Entertainment in the Park
DEPARTMENT: Gen. Recr. 164
Activity Description
This activity includes a weekly concert series during the summer, entertainment at Sunday in Central Park
(an Earle Brown Days activity), and fireworks.
Percent of Total Dept. Budget 30%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $33,824 Recreation Director 0.03
Charges for Services 2,300 Program Supervisors 0.15
Total $36,124 Recreation Secretary 0.03
Part -time Clerical 0.03
Expenditures PT Program Employees 0.04
Personnel $13,674 Total 0.28
Supplies 200
Contractual Services 22,250
Total $36,124
Comments:
r
124
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Skiing
Activity Description
This activity provides junior high students the opportunity to learn and enjoy downhill skiing.
i
Percent of Total Dept. Budget 4%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $1,802 Director of Public Services
Charges for Services 2,500 Recreation Director
Total $4,302 Program Supervisors 0.02
Recreation Secretary 0.03
Expenditures Part -time Clerical 0.03
Personnel $2,962 Total 0.08
Supplies 400
Contractual Services 940
Total $4,302
Comments:
125
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Skatin g Rinks
Activity Description
This activity provides all citizens the opportunity to enjoy skating at City parks.
Percent of Total Dept. Budget 17%
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $20,812 Recreation Director 0.03
Total $20,812 Program Supervisors 0.05
Recreation Secretary 0.02
Expenditures Part-time Clerical 0.09
Personnel $20,812 PT Program Employees 0.90
Total $20,812 Total 1.09
Comments:
126
1
DEPARTMENT: Gen. Recr. (164) ACTIVITY: Adaptive Recreation
Activity Description
This activity provides for children, teens, and adults with developmental disabilities and their families.
1 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 4%
r
1995 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 classestactivities to meet the changing
interests of the individuals we are serving.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $5,437 Director of Public Services
Total $5,437 Recreation Director
Program Supervisors 0.01
Expenditures Recreation Secretary 0.01
Personnel $848 Total 0.02
Contractual Services 4,589
Total $5,437
r
Convnents:
127
Community Center Department
1995 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.
STAFFING:
ACTIVITIES: Percent of BudcMt 0.62 Recreation Director
Memberships 1% 1.32 Program Supervisors
General Admissions 2% 0.21 Recreation Secretary
Concessions 12% 0.99 Part-time Clerical
Merchandise Sales 2% 14.94 PT Program Employees
Pool Activities 35% 0.50 Maintenance Custodian
Non -pool Activities 3% 2.00 Custodian
Community Center Maintenance 45% 1.30 Part-time Custodian
100% 21.88 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
E ENUES:
Property tax/misc. revenue $208,655 $280,950 $216,930 $294,454 $312,414
Charges for services 298,505 363,813 420,500 404,200 404,200
Total $507,160 $644,763 $637,430 $698,654 $716,614
EXPENDITURES:
Personnel $282,983 $405,018 $421,058 $480,154 $498,114
Supplies 111,023 111,063 111,292 111,500 111,500
1 Professional Services 9,850 16,424 4,500 4,000 4,000
Contractual Services 93,007 103,907 96,580 98,000 98,000
Capital Outlay 10,297 8,351 4,000 5,000 5,000
Total $507,160 $644,763 $637,430 $698,654 $716,614
Staffing (FTE) 3 5.1 5.1 21.88 21.88
COMMENTS:
128
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Memberships
Activity Description
A tY P
This activity provides for selling memberships and keeping accurate records of memberships.
Percent of Total Dept. Budget 1
1995 Objectives
1) Increase membership.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc ($29,413) Director of Public Services
Charges for Services $34,500 Recreation Director 0.01
Total $5,087 Recreation Secretary 0.02
Part -time Clerical 0.15
Expenditures Total 0.18
Personnel $5,087
Total $5,087
Comments:
r
129
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Genera{ 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 2%
1995 Objectives
1) Increase general admission.
Revenues Adopted 1995 Budget
Staff Allocation
Property TaxtMisc ($174,760) Director of Public Services
Charges for Services 185,000 Recreation Director 0.01
Total $10,240 Recreation Secretary 0.02
Part -time Clerical 0.36
Expenditures FTEs, this activity 0.39
i Personnel $10,240
Total $10,240
Comments:
130
DEPARTMENT:.. Comm. Ctr. (167)
ACTIVITY: Concessions
Activity Description
ty p
This activity provides a service for those customers who would like some refreshments.
Percent of Total Dept. Budget 12%
1995 Objectives
1) Increase revenues in the concession stand to help fund other programs.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $12,576 Recreation Director 0.18
Charges for Services $74,000 Recreation Secretary 0.02
Total $86,576 Part-time Clerical 0.15
PT Program Employees 2.39
Expenditures Total 2.74
Personnel $46,576
Supplies 40,000
Total $86,576
Comments:
r
i
131
1
DEPARTMENT: Comm. Ctr. (167) ACTIVITY: Merchandise Sales
Activity Description
This activity provides a service by providing customers a chance to buy swim suits, goggles, etc.
Percent of Total Dept. Budget 2%
1995 Objectives
1)
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $5,665 Director of Public Services
Charges for Services 7,500 Recreation Director 0.05
Total $13,165 Recreation Secretary 0.01
Part -time Clerical 0.15
Expenditures Total 0.21
Personnel $7,665
Supplies 5,500
Total $13,165
Comments:
132
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.
e
Percent of Total Dept. Budget 36%
1995 Objectives
le in these activities.
To increase the number of people 1) P P
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $168,100 Recreation Director 0.19
Charges for Services 83,700 Program Supervisors 1.04
Total $251,800 Recreation Secretary 0.07
Part-time Clerical 0.09
Expenditures PT Program Employees 12.19
Personnel $241,000 Total 13.58
Supplies 2,400
Professional Services 2,400
Contractual Services 6,000
Total $251,800 e
Comments:
I
133
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 3%
1995 Objectives
1)
Revenues Adopted 1995 Budget
Staff Allocation
Property Tax/Misc $5,755 Recreation Director 0.02
Charges for Services 19,500 Program Supervisors 0.14
Total $25,255 Recreation Secretary 0.04
Part-time Clerical 0.09
Expenditures PT Program Employees 0.36
Personnel $16,655 Total 0.65
Supplies 6,500
Professional Services 1,600
Contractual Services 500
Total $25,255
Comments:
134
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 45%
1996 Objectives
1) Keep the Community Center clean and in good shape.
Adopted 1995 Budget
Revenues Staff Allocation e
Property Tax/Misc $324,491
Total $324,491 Director of Public Services
Recreation Director 0.16
Expenditures Program Supervisors 0.14
Personnel $170,891 Recreation Secretary 0.03
Supplies 57,100 Maintenance Custodian 0.50
Contractual Services 91,500 Custodian 2.00
Capital Outlay $5,000 Part -time Custodian 1.30
Total $324,491 Total 4.13
Comments:
e
t
t
135
Community Center
1995 Budget
Detail of CWAal Out —lay
Total Council
Description Unit/Cost Requested Adopted
1. Replacement Equipment $5,000 $5,000
Total Capital Outlay $5,000 $5,000
136
Parks Maintenance Department
1995 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
parks as well as improvements to and equipment for those parks. One Maintenance II position was
upgraded to a Crew Leader in the 1994 budget. The cost of removing diseased trees from boulevards
and parks is included in this department. STAFFING:
0.35 Superintendant
0.40 Street Park Supervisor
ACTIVITIES: Percent of Budget 1.44 Crew Leaders
Grounds Maintenance 41% 7.11 Maintenance 1 /11
Park Facilities Maintenance 28% 2.94 Seasonal Part-time
Ice /Hockey Rinks 7% 0.14 Director of Public Services
Recreation Support 10% 0.02 City Engineer
Forestry 11% 0.16 Public Services Coordinator
Equipment Maintenance 3% 0.13 Eng Secretary/Admin Aide
100% 0.10 Maintenance Supervisor
0.40 Maintenance Custodians
13.19 Full -Time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property tax/misc. revenue $502,236 $557,404 $674,978 $827,047 $835,448
Charges for services 2,000 3,795 3,250 3,700 3,700
Total AMTM6 $x,199 $T/d,11$ =,7rt s839,1W
EXPENDITURES:
Personnel $322,679 $290,312 $349,669 $442,394 $450,795
Supplies 56,332 73,804 73,650 62,700 62,700
Professional Services 1,596 585 1,800 1,800
Contractual Services 23,342 29,434 37,550 32,500 32,500
Vehicle Services 129,359 167,957 167,957
Utilities 70,645 83,188 81,850 84,150 84,150
Capital Outlay 29,642 83,876 6,150 39,246 39,246
Total $0d,2'36 =,199 fm,226 u"M $$39,1W
Staffing (FTE) 9.9 9.9 9.9 13.2 13.2
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.
137
DEPARTMENT: Parks (169) ACTIVITY: 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.
I
Percent of Total Dept. Budget 41
1995 Objectives
1) Enhance Adopt -A -Park relationships, especially parks adopted by schools.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $342,659 Superintendant 0.05
Total $342,659 Street Park Supervisor 0.05
Crew Leaders 0.30
Expenditures Maintenance 1 /11 1.84
Personnel $135,302 Seasonal Part-time 2.38
Supplies 29,000 Maintenance Supervisor 0.10
Professional Services 1,800 Maintenance Custodians 0.40
Contractual Services 8,000 Total 5.11
Vehicle Services 167,957
Capital Outlay 600
Total $342,659
Comments:
138
DEPARTMENT: Parks (169) ACTIVITY: Park Facilities Maint
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 28%
1995 Objectives
Complete meeting ADA standards for accessibility in the four comer' parks.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $238,122 Superintendant 0.05
Total $238,122 Street Park Supervisor 0.05
Crew Leaders 0.60
Expenditures Maintenance 1111 1.70
Personnel $104,620 Seasonal Part -time 0.30
Supplies 17,200 Director of Public Services 0,08
Contractual Services 9,500 City Engineer 0.01
Utilities 84,150 Public Services Coordinator 0.05
Capital Outlay 22,652 Total 2.84
Total $238,122
Comments: As playground equipment, shelters, fences, bleachers, etc. age, they require
increasing levels of maintenance.
Capital outlay requests include:
o Acqusition of accessible picnic tables
o A special assessment on Willow Lane Park for street improvements on Perry
Avenue
L
139
i
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%
1995 Objectives
1) Continue a high level of service.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $55,916 Superintendant 0.05
Total $55,916 Street Park Supervisor 0.05
Crew Leaders 0.30
Expenditures Maintenance 1/11 1.00
Personnel $55,916 Total 1.39
Total $55,916
Comments: No changes are anticipated for this activity.
140
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 10%
r
1995 Objectives
1) Continue a high level of service.
Adopted 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $84,839 Superintendant 0.05
Total $84,839 Street Park Supervisor 0.05
Crew Leaders 0.15
Expenditures Maintenance 1/11 1.13
Personnel $66,789 Seasonal Part-time 0.17
Supplies 12,000 Director of Public Services 0.06
Capital Outlay 6,050 City Engineer 0.01
Total $84,839 Public Services Coordinator 0.02
Total 1.64
Comments: This budget includes requests for the following capital outlay items:
o Replacement of several backstops
o Replacement of the Evergreen Park tennis court fence
141
DEPARTMENT: Parks (169) ACTIVITY: Forestry
Activity Description
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.
i
Percent of Total Dept. Budget
1995 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 1995 Budget
Revenues Staff Allocation
Property Tax/Misc $85,383 Superintendant 0.05
Charges for Services 3,700 Street Park Supervisor 0.05
Total $89,083 Crew Leaders 0.09
Maintenance 1 /11 0.98
Expenditures Seasonal Part-time 0.09
Personnel $59,639 Public Services Coordinator 0.04
Supplies 4,500 Engineering Secretaries 0.13
Contractual Services 15,000 Total 1.43
Capital Outlay 9,944
Total $89,083
Comments: Capital outlay requested includes replacement of the aging brush chipper.
142
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 of Total Dept. Budget 3 10
1995 Objectives
1 ore Implement preventative maintenance activities.
P
Adopted 1995 Budget
Revenues
Property Tax/Misc $28,529
Total $28,529 Staff Allocation
Superintendant 0.10
Expenditures Street Park Supervisor 0.15
Personnel $28,529 Maintenance 1/11 0.47
Total $28,529 Public Services Coordinator 0.05
Total 0.77
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.
143
Parks Maintenance Department
1995 Budget 1
Detail of Capital Outlay
p Y
Total Council
Description Unit/Cost Requested Adopted
1. Tennis Court Fence 1 2,450 $2,450 $2,450
2. Baseball Field Backstops 6 600 3,600 3,600
3. Picnic Tables 10 varies 2,400 2,400
4. Walk Mower 1 600 600 600
5. Willow Lane Park
Special Assessments 20,252 20,252
6. Brush Chipper 14,200 9,944
Total Capital Outlay $43,502 $39,246
144
Convention Tourism Bureau
1995 Budget
POLICIES: Collect and disburse lodging tax proceeds in an efficient
and responsible manner.
Estimate lodging tax revenue by an objective conservative
analytical process.
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 Budget
Convention Tourism Bureau 100 °k
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Lodging Tax $394,960 $376,146 $360,000 $375,000 $395,000
Total $394,960 $37 6,146 $360,000 $375,000 $395,000
EXPENDITURES:
North Metro Convention
and Tourism Bureau $187,606 $178,702 $171,000 $178,125 $187,625
Total $187,606 $1 78,702 $171,000 $178,125 $187,625
Staffing (FTE) 0 0 0 0 p
t COMMENTS: It is estimated that $395,000 in lodging taxes will be collected in 1995. Approximately
9 9 Pp y
$207,375 will be retained by the City and and 187,625 will be forwarded to the North
Metro Convention and Tourism Bureau.
145
UNALLOCATED DEPARTMENT
1995 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 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.
ACTIVI'T'IES: Percent of Budqet
Staff Support 34%
Insurance 27%
Contingency 39 °i6
100%
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property Tax/Misc. Revenue $273,273 $300,803 $479,375 $630,476 $571,026
Total $273,273 $300,803 $479,375 $630,476 $571,026
EXPENDITURES:
Personnel $0 $0 $0 $109,240 $0
Supplies 19,595 26,441 25,500 26,765 26,765
Professional Services 7,343 8,507 8,300 13,800 13,800
Contractual Services 133,435 132,153 148,550 162,596 162,596
Insurance 92,866 124,626 115,900 145,000 145,000
Capital Outlay 20,034 9,076 3,000 3,075 3,075
Contingency 178,125 170,000 219,790
Total $273,273 $30 0,803 $479,375 $630,476 $571,026
Staffing (FTE) 0 0 0 0 0
COMMENTS: Cost increases in this budget are primarily in the areas of insurance, printing, and employee
training.
146
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 smooth operation of the City and maximize the 1
productivity of employees.
Percent of Total Dept. Budget 34°10
1995 Objectives
1) Purchase supplies and services in the most efficient manner.
Adopted
pt d 1995 Budget
Revenues
Property Tax/Misc $195,736
Total $19 5,736
Expenditures
Personnel $0
Supplies 26,765
Professional Services 8,300
Contractual Services 157,596
Capital Outlay 3,075
Total $195,736
Comments: The capital outlay is for replacement of any piece of office equipment which may break down
unexpectedly and be uneconomical to repair.
e
147
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 deductable 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 27%
1995 Objectives
1) Compare rates amoungst various companies to obtain favorable rates.
2) Evaluate the use of larger deductables to reduce insurance rates.
Adopted 1995 Budget
Revenues
Property Tax/Misc $155,500
Total $155,500
Expenditures
Professional Services $5,500
Contractual Services $5,000
Insurance Premiums 145,000
Total $155,500
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.
148
DEPARTMENT: Unallocated (180) ACTIVITY: Contingency
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 39%
1995 Objectives
1) Review contingency requests and make recommendations prior to allocation.
Adopted 1995 Budget
Revenues
Property Tax/Misc $219,790
Total $219,
Expenditures
Contingency account $219,790
Total $219,790
Comments: The maximum allowable 5% contingency would be $572,896. It is recommended that the
contingency account be set at $219,790.
149
Unallocated Department
1995 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Equipment Replacement $3,000 $3,075
Total Capital Outlay $3,000 $3,075
150
PART V
1
1
SPECIAL REVENUE
1 FUNDS
1
1 ESTIMATED REVENUES
AND
APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
City of Brooklyn Center
Special Revenue Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
1 Adopted 1995 Budget
Earle Brown Community
Farm Tax Diseased Development
Increment Tree Block 1995 1994
District Removal Grant Adopted Adopted
Revenues
Property taxes $1,350,000 $1,350,000 $1,350,000
Special assessments $17,000 17,000 17,000
Total Progg y Taxes 1,350,000 17,000 1,367,000 1,367,000
Intergovernmental:
Federal grants $253,334 253,334 235,627
Total {nteraa vemmental 253,334 253,334 235,627
Charges for services:
Fees 12,000 12,000 12,000
Total Charges 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 1,350,000 30,000 253,334 1,633,334 1,615,627
FXpendit
Services and other charges 1,100 30,000 31,100 31,100
Interest 98,000 98,000 104,000
Total Ex 99,100 30,000 129,100 135,100
Excess of Revenues Over Expenditures 1,250,900 0 253,334 1,504,234 1,480,527
Other Financino Sources or Uses (4
Operating transfers out (1,285,000) (253,334) (1,538,334) (1,485,627)
Surplus or Deficit( (34,100) 0 0 (34,100) (5,100)
151
EARLE BROWN TAX INCREMENT DISTRICT FUND
1995 Budget
POLICIES: Collect and distribute tax revenues in an efficient and
responsible manner.
Estimate property tax revenue by an objective conservative
analytical process. 5
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 1992 1993 1994 Recommend Adopted
REVENUES:
Tax Increments $1,379,425 $1,508,964 $1,350,000 $1,350,000 $1,350,000
Land Sales 336,327
Total $1,715,752 $1,508,964 $1,350,000 $1,350,000 $1,350,000
EXPENDITURES;
Debt Service Requirements $928,351 $1,200,000 $1,250,000 $1,285,000 $1,285,000
Internal Borrowing Interest 119,511 97,653 104,000 98,000 98,000
County Administrative Expense 1,041 1,042 1,100 1,100 1,100
Land Development Expenses 18,840
E.B. Commons Bankruptcy
Earle Brown Heritage Center:
Capital Projects 143,392
Operating Subsidy 334,727 84,810 153,179
Total $1,545,862 $1,383,505 $1,508,279 $1,384,100 $1,384,100
Comments: The 1995 budget includes a transfer of 1,285,000 to the tax increment debt service funds for
the required bond payments in 1995. 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.
152
I DISEASED TREE REMOVAL FUND
1995 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 Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Special Assessments $17,650 $17,461 $17,000 $17,000 $17,000
Tree Removal Charges 18,770 11,483 12,000 12,000 12,000
Investment Earnings 1,205 1,838 1,000 1,000 1,000
Total $37,625 $30,782 $30,000 $30,000 $30,000
EXPENDITURES:
Personal Services $1,600 $2,000 $2,000 $2,000 $2,000
Contractual Services 27,522 21,398 28,000 28,000 28,000
Total $29,122 $23,398 $30,000 $30,000 $30,000
Comments: The City'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.
153
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
1995 Budget
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 1992 1993 1994 Recommend Adopted
REVENUES:
C.D.B.G. Revenue $251,747 $240,781 $235,627 $230,000 $253,334
Total $251,747 $240,781 $235,627 $230,000 $253,334
EXPENDITURES;
Transfer to E.D.A. fund $251,747 $240,781 $235,627 $230,000 $253,334
Total $251,747 $240,781 $235,627 $230,000 $253,334
154
r
PART VI
1
1
DEBT SERVICE
FUNDS
1
1 ESTIMATED REVENUES
AND
APPROPRIATIONS
SUMMARIES
1
1
1
1
1
1
City of Brooklyn Center
Debt Service Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
1995 Budget
State Tax Tax Tax G. 0.
Aid Increment Increment Increment Refunding Improvement
Street Bonds Bonds Bonds Bonds Bonds Totals
Bonds of 1985 of 1991 of 1992 of 1987 of 1994 1995 1994
Revenues
Property taxes $72,116 $72,116 $0
Special assessments $120,000 61,324 181,324 328,696
Intergovenmental revenue $306,725 306,725 309,471
Investment earnings $5,000 $5,000 $220,000 4,000 6,000 240,000 261,876
Total Revenues 306,725 5,000 5,000 220,000 124,000 139,440 800,165 900,043
Expendit
Principal $150,000 240,000 350,000 85,000 825,000 780,000
Interest 156,325 365,370 286,138 219,623 7,131 41,390 1,075,977 1,080,555
Fiscal agent fees 400 535 402 369 400 2,106 1,636
Ln
Ln
Total ExWnditures 306,725 605,905 636,540 219,623 92,500 41,790 1,903,083 1,862,191
Excess or Deficiency of Revenues
Over Ex enditures 0 (600,905) (631,540) 377 31,500 97,650 (1,102,918) (962,148)
Other Fir
ancina Sources or Uses Q
Proceeds from sale of refunding bonds 0 3,533
Operating transfers in 640,000 645,000 1,285,000 1,250,000
Operating transfers out 0 (450,000)
Total Other Financing Sources or Uses 0 640,000 645,000 0 0 1,285,000 803,533
SMrnlus or Defer 0 39,095 13,460 377 31,500 97,650 182,082 (158,615)
I
G. O. STATE AID ROAD
BONDS, .SERIES 1991 B
1995 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 1992 1993 1994 Recommend Adopted
REVENUES:
Intergovernmental Revenue
State Aid for Streets $307,654 $306,580 $309,471 $306,725 $306,725
Total $307,654 $306,580 $309,471 $306,725 $306,725
EXPENDITURES:
Principal $115,000 $135,000 $145,000 $150,000 $1 50,000
Interest 192,254 171,380 164,071 156,325 156,325
Fiscal agent fees 400 200 400 400 400
Total $307,654 $306,580 $309,471 $306,725 $306,725
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 $308,272.
156 t
r G. O. TAX INCREMENT BONDS, SERIES 1985A
1995 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 1991A
Debt Service Fund as they are needed.
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Investment Earnings $25,984 $8,471 $5,000 $5,000 $5,000
Transfers In 308,103 560,000 600,000 640,000 640,000
Total $334,087 $568,471 $605,000 $645,000 $645,000
EXPENDITURES:
Principal $100,000 $140,000 $185,000 $240,000 $240,000
Interest 400,300 392,095 380,698 365,370 365,370
Fiscal agent fees 784 483 536 535 535
Total $501,084 $532,578 $566,234 $605,905 $605,905
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 $640,548.
r
157
G. O. TAX INCREMENT BONDS SERIES 1991A
1995 Budget
1
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 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. 0.. Tax Increment Bonds, Series 1985A
Debt Service Fund as they are needed.
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Investment Earnings $10,641 $7,391 $5,000 $5,000 $5,000
Transfers In 620,000 640,000 650,000 645,000 645,000 1
Total $630,641 $647,391 $655,000 $650,000 $650,000
EXPENDITURES:
Principal $250,000 $350,000 $350,000 $350,000 $350,000
Interest 336,200 321,750 304,250 286,138 286,138
Fiscal agent fees 400 400 400 402 402
Total $586,600 $672,150 $654,650 $636,540 $636,540
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 $641,825.
158
G. O. TAX'INCREMENT REFUNDING BONDS, SERIES 1992A
1995 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 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 of taxable
property within the tax increment district.
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Investment Earnings $109,242 $217,959 $220,000 $220,000 $220,000
Transfers In 250
Proceeds from Sale of Bonds 4,270,000
Total $4,379,492 $217,959 $220,000 $220,000 $220,000
EXPENDITURES:
Interest $114,161 $219,622 $219,622 $219,623 $219,623
Bond Issuance Costs 79,217
Total $193,378 $219,622 $219,622 $219,623 $219,623
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 $219,622.
159
G. O. IMPROVEMENT REFUNDING BONDS SERIES 1987A
1995 Budget
1
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 1992 1993 1994 Recommend Adopted
REVENUES:
Special Assessments $266,077 $233,087 $196,867 $120,000 $120,000
Investment Earnings 75,646 81,873 28,200 4,000 4,000
Total $341,723 $314,960 $225,067 $124,000 $124,000
EXPENDITURES:
Principal $145,000 $110,000 $100,000 $85,000 $85,000
Interest 23,260 17,158 11,912 7,131 7,131
Fiscal agent fees 369 369
Transfers to Other funds 1,125,437 450,000
Total $168,260 $1,252,595 $561,912 $92,500 $92,500
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.
160 1
G. O. IMPROVEMENT
BONDS, SERIES 1994B
1995 Budget
1
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 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 1992 1993 1994 Recommend Adopted
REVENUES:
Property Taxes $72,116 $72,116
Special Assessments 61,324 61,324
Total $0 $0 $0 $133,440 $133,440
EXPENDITURES:
Interest $41,790 $41,790
Total $0 $0 $0 $41,790 $41,790
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 $105,057.
161
PART VII
i
CAPITAL PROJECTS
FUNDS
REVENUES
ESTIMATE AND
Appp O pplATION5
1 SUMMARI
1
1
1
1
1
1
City of Brooklyn Center
Capital Projects Funds
COMBINING STATEMENT OF REVENUES AND EXPENDITURES
Adopted 1995 Budget
Housing Economic
and Development
Redevelop Authority Totals
Fund Fund 1995 1994
Revenues
Property taxes $118,670 $136,374 $255,044 $250,781
Intergovernmental 18,304 36,483 54,787 116,929
Investment earnings 62,500 62,500 100,000
Other 23,500 23,500 15,000
Total Revenues 136,974 258,857 395,831 482,710
Expendi
Personal services 158,721 158,721 152,026
Supplies 2,300 2,300 1,600
Professional services 78,590 78,590 121,492
Contractual services 278,227 278,227 541,354
Capital outlays 131,327 131,327 371,865
Total Exioenditures 649,165 649,165 1,188,337
Excess or Deficien -i of Revenues
Over penditur 136,974 (390,308) (253,334) (705,627)
Other FinaLncina Sources_ or Uses(, -j
Operating transfers in 390,308 390,308 844,987
Operating transfers out (136,974) (136,974) (139,360)
Total Other Finance Sources or Uses(- (136,974) 390,308 253,334 705,627
�ti rplus or Deficit 0 0 0 0
162
HOUSING AND REDEVELOPMENT AUTHORITY
1995 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 ur ose of thin budget is to provide our r
p P g p 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 1992 1993 1994 Recommend Adopted
REVENUES:
Property taxes $128,362 $121,682 $124,005 $122,340 $122,340
Less: 3% Uncollectable ($2,480) ($3,670) ($3,670)
Net Property Taxes $128,362 $121,682 $121 $118,670 $118,670
Homestead_ Credit Revenue 14,497 16,304 17,835 18,304 18,304
Total $142,859 $137,986 $139,360 $136,974 $136,974
EXPENDITURES:
Transfer to E.D.A. Fund $142,859 $137,986 $139,360 $136,974 $136,974
Total $142,859 $137,986 $139,360 $136,974 $136,974 1
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.
163 1
ECONOMIC DEVELOPMENT AUTHORITY
SPECIAL OPERATING FUND
1995 Budget
POLICIES: To preserve the vitality of the City's neighborhoods and maintain a high level of
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 Budget STAFFING:
Administration 16% 1.00 Community Develop. Director
Redevelopment 42% 1.00 Community Develp. Specialist
Rehab of Private Property 23% 0.60 E.D.A. Secretary
Special Studies/Projects 8% 0.05 Building Inspector
Apartment Operations 11% 0.05 Community Develop. Recept.
100% 2.70 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Property Taxes E.D.A. Levy $0 $140,751 $131,894 $140,592 $140,592
Less: 3% Uncollectible 0 0 (2,638) (4,218) (4,218)
Net Property Taxes $0 $140,751 $129,256 $136,374 $136,374
Homestead Credit 0 34,792 36,483 36,483 36,483
Transfer from H.RA Fund 142,859 137,986 139,360 136,974 136,974
Investment Earnings 125,917 86,965 100,000 62,500 62,500
C.D.B.G.Revenue 251,747 240,781 235,627 253,334 253,334
Apartment Rent 5,010 26,785 15,000 23,500 23,500
Other 11,558 0 0 0 0
i Total $537,091 $668,060 $655,726 $649,165 $649,165
EXPENDITURES:
Personnel $100,211 $152,008 $152,026 $152,542 $158,721
Supplies 754 829 1,600 2,300 2,300
Legal& Professional 71,669 119,485 70,500 77,850 78,590
Repairs Maintenance 112,086 74,552 141,800 143,017 143,017
Contractual Services 22,557 67,003 29,610 53,940 54,450
Vehicle Services 0 0 2,000 3,405 3,405
Taxes 2,363 59,977 16,150 28,700 28,700
Capital Outlay 166,167 606,531 208,765 131,327 131,327
Relocation Assistance 0 6,500 0 24,000 24,000
Other 2,821 15,080 33,275 32,084 24,655
Total $478,628 $1,1 01,965 $655,726 $649,165 $649,165
Staffing (FTE) 1.6 2.6 2.6 2.7 2.7
164
DEPARTMENT: E.D.A. ACTIVITY: Administration
Activity Description
General management of housing and economic development activities including the following:
1. General housing and economic development information resource for City Council, 'public inquiries, and other
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
r
organizations.
4. Preparation of grants for special funding from state and federal agencies and preparation of special legislation
for Minnesota State Legislature.
Percent of Total Budget: 1696
1995 Objectives
1) Continue Minnesota City Participation Program with a goal of 30 -35 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
and loans to rehabilitate properties.
properties
P P
4) Continue economic development activity, including business expansion activities.
Adopted 1995 Budget
Revenues
Property Tax E.D.A. Levy $57,598
Property Tax H.R.A. Levy 45,641
Total $103,239
Expenditures Staff Allocation
Personnel $49,603 Community Develop. Director 0.30
Supplies 600 Community Develop. Specialist 0.35
Legal Professional 12,000 E.D.A. Secretary 0.19
Communications 3,900 Total 0.84
Contractual Services 18,950
Vehicle Services 3,405
Insurance 6,000
Capital Outlay 800
Contigency 7,981
Total $103,239
Comments: This program provides a variety of housing and economic development activities generally not i
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.'
165
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,
essential function bonds and state grants. 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: 42%
1995 Objectives
1) Voluntary acquisition of 3 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 mufti-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 1995 Budget
Revenues
Property Tax E.DA Levy $65,012
Property Tax KRA Levy 51,516
Investment Eamings 62,500
C.D.B.G. Revenue 93,473
Total $272,501
Expenditures Staff` Allocation
Personnel $99,474 Com. Dev. Director 0.70
Supplies 500 Com. Dev. Specialist 0.60
Legal Professional 13,000 EDA Secretary 0.40
Communications 500 Total 1.70
Contractual Services 24,800
Taxes 3,700
Capital Outlay 130,527
Total $272,501
Comments: The majority of staff time for the Community Development Director, Community
Development Specialist and EDA Secretary will be spent on this activity in 1995.
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.
166
DEPARTMENT: E.D.A. ACTIVITY: Rehab 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: 23 1 k
1995 Objectives
1) The 1995 deferred loan program plans to provide rehabilitation for 10-12 single- family homes
in the City.
Adopted 1995 Budget
Revenues
C.D.B.G. Revenues $150,861
Total $150,861
Expenditures Staff Allocation
Personnel $9,644 Com. Dev. Specialist 0.05
Contractual Services 141,217 EDA Secretary 0.01
Total $150,861 Building Inspector 0.05
Community Development Recept. 0.05
Total 0.16
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
project specifications, preconstruction and final inspections.
167
1 DEPARTMENT: E.D.A. ACTIVITY: Special Studies /Projects
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 1995 projects included in this project are:
1) Household Outside Maintenance for the ElderlK iHOMEJ. 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 studK. This program is a joint city project which proposes to promote business
expansion /retention and provide job opportunities.
Percent of Total Budget: 8%
1995 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 1995 Budget
P 9
Revenues
Property Tax E.D.A. Levy $22,316
Property Tax H.R.A. Levy 17,684
C.D.B.G. Revenues 9,000
Total $49,000
Expenditures
Professional Services 49,000
Total $49,000
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.
168
DEPARTMENT: E.D.A. ACTIVITY: Apartment Operations
Activity Description
Apartment operations reflect the cost of maintaining the EDA rental properties. The funds budgeted for this activity
reflect the utility, maintenance and tax costs. Funds are allocated for relocation of the remaining tenants at the
fourplex located at 6637 Humboldt Avenue North.
Percent of Total Budget: 11% e
1995 Objectives
1) Provide relocation assistance to tenants at 6637 Humboldt Avenue North to completely vacate
the building by April 1995.
2) Develop recommendations for the reuse of the building located on Humboldt Avenue North.
3) To respond to tenant concerns, if any, in a timely manner.
Adopted 1995 Budget
Revenues
Apartment Rent $23,500
Property Tax E.D.A. Levy 27,931
Property Tax H.R.A. Levy 22,133
Total $73,564
Expenditures
Supplies $1,200
Professional Services 4,140
Legal Services 450
Contractual Services 12,500
Taxes 25,000 e
Property Insurance 150
Relocation Assistance 24,000
Utilities 6,124
Total $73,564
Comments: Presently, only two units of the fourplex at 6637 Humboldt Avenue North are occupied.
The vacancies are by intent, and ultimately the EDA desires to vacate all the units.
Since only two units in the building are occupied, the rents do not provide enough cash
flow for the building costs.
The current residents are likely to remain for the foreseeable future and will be allowed
to do so unless their actions warrant eviction or the EDA provides them with relocation
assistance. The alternatives are to either continue for some indefinite time with a
negative cash flow or to provide relocation assistance to the two remaining tenants.
Staff is recommending the option of providing relocation assistance and vacating the
building completely.
169
ECONOMIC DEVELOPMENT AUTHORITY
1995 Budget
Detail of Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Land/Building Acquisitions $130,527 $130,527
2. Cellular Phones 2 400 800 800
Total Capital Outlay $131,327 $131,327
r
170
PART III
Er1TERPR'ISE FUNDS
REV ENUES
ESTIMATED AN
g �TlONs
1 AY SUM�
1
1
1
1
1
1
1
City of Brooklyn Center
Enterprise Funds
COMBINING STATEMENT OF REVENUES AND EXPENSES
1995 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 1995
Operating Revenues
Sales and user fees $2,712,000 $308,700 $2,537,239 $213,966 $1,082,000 $2,238,415 $780,000 $9,872,320
(Cost of sales) (2,047,561) (28,500) (368,051) (2,444,112)
Investment earnings 3,300 3,900 219,531 152,647 21,365 400,743
Special assessments 20,000 20,000
Net On eratjoZJ2evenues 667,739 280,200 2,169,188 217,866 1,321,531 2,391,062 801,365 7,848,951
J
Operating Expenses 526,011 206,682 2,146,356 215,004 1,098,975 1,950,488 188,228 6,331,744
1-
Qperatina Income (Lossl 141,728 73,518 22,832 2,862 222,556 440,574 613,137 1,517,207
Nono gerating Revenges or (ftpensesl
Interest and fiscal agent fees (12,640) (54,000) (22,832) (91,100) (180,572)
Nononeratina Totem (12,640) (54,000) (22,832
(91,100) (180,572)
income Before Oneratina Transfers 129,088 19,518 0 2,862 222,556 440,574 522,037 1,336,635
Operating Transfers Out (100,000) (100,000)
Net incomp (Loss): $29,088 $19,518 $0 $2,862 $222,556 $440,574 $522,037 $1,236,635
LIQUOR STORES
1995 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
r products 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 Bye STAFFING:
Humboldt Liquor Store 29% 1.00 Liquor Stones' Manager
Boulevard Liquor Store 34% 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 Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Liquor Sales $835,493 $860,914 $862,798 $875,000 $875,000
Wine Sales 286,302 265,333 266,891 267,000 267,000
Beer Sales 1,373,225 1,318,596 1,372,455 1,400,000 1,400,000
Other Sales 170,731 171,030 165,375 170,000 170,000
Investment Earnings 1,203 3,125 3,300 3,300 3,300
Total Revenues $2,666,954 $2,618,998 $2,670,819 $2,715,300 $2,715,300
Less: Cost of Sales $2,011,069 $1,975,491 $2,016,468 $2,047,561 $2,047,561
Gross Profit $655,885 $643,507 $654,351 $667,739 $667,739
EXPENDITURES:
Personnel $343,674 $356,468 $371,937 $362,256 $363,718
Supplies 8,357 6,481 5,098 8,500 8,500
Other Contractual Services 51,499 51,705 54,813 35,330 35,330
Building Rent 36,031 38,897 35,128 35,950 35,950
Insurance 30,550 31,534 12,266 13,220 13,220
Utilities 20,367 23,119 23,655 23,810 23,810
Depreciation 28,765 29,043 10,215 25,895 25,895
Interest Expense 17,757 16,193 14,547 12,640 12,640
Capital Outlay 4,253 6,069 2,000 12,000 12,000
Contingency 0 0 0 9,050 7,588
Total Expenditures $541, 253 559,509 $529,659 $538,651 $538,651
Operating Income $114,632 $83,998 $124,692 $129,088 $129,088
General Fund Transfer $65,000 $100,000 $100,000 $100,000 $100,000
Net Income $49,632 ($16,002) $24,692 $29,088 $29,088
Staffing (FTE) 15.8 15.1 15.3 15.3 18.3
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 and of 1993.
172
FUND: LIQUOR FUND Activity: HUMBOLDT STORE
Activity Description i
This activity accounts for the Humboldt Municipal Liquor Store located at 1600 69th Avenue North.
Percent of Total Sales Budget 29%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of pat-time staff.
4) improve efficiency due to the new liquor inventory control system cash registers.
Adopted 1995 Budget
REVENUES:
Liquor Sales $252,875
Wine Sales 77,163
Beer Sales 404,600 e
Other Sales 49,262
Investment Earnings 1,100
Total Revenues $785,000
Less: Cost of Sales $591,845 t
Gross Profit $193,155
EXPENDITURES. STAFFING:
Personnel $115,793 0.50 Liquor Stones' Manager
Supplies 3,000 0.85 Office Assistant
Other Contractual Services 11,800 3.80 Cashier /Clerk
Insurance 4,230
Utilities 9,280 5.15 Full -time Equivalents'
Depreciation 11,105
Interest Expense 12,640
Capital Outlay 4,000
Contigency 2,516
Total Expenditures $174,364
Operating Income $18,791
Comments: This budget includes a capital outlay request for the purchase and installation
of surveillance equipment.
173
FUND: LIQUOR FUND Activity: BOULEVARD STORE
Activity Description
This activity accounts for the Boulevard Municipal Liquor Store located at 6250 Brooklyn Boulevard.
Percent of Total Sales Budget 34%
1995 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 1995 Budget
REVENUES:
Liquor Sales $301,000
Wine Sales 91,848
Beer Sales 482,872
Other Sales 58,480
Investment Earnings 1,100
Total Revenues $935,300
Less: Cost of Sales $705,321
Gross Profit $229,979
EXPENDITURES: STAFFING:
Personnel $121,843 0.25 Liquor Stones' Manager
Supplies 3,000 1.00 Liquor Store Supervisors
Other Contractual Services 12,600 3.80 Cashier /Clerk
Insurance 4,540
Utilities 6,880 5.05 Full -time Equivalents
Depreciation 6,185
Capital Outlay 4,000
Contingency 2,501
Total Expenditures $161,549
Operating Income $68,430
Comments: This budget includes g u es a capital outlay request for the purchase and installation
of surveillance equipment.
174
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 Saks Budget 37%
1995 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 1995 Budget
REVENUES: f
Liquor Sales $321,125
Wine Saks 97,989
Beer Sales 512,528
Other Sales 62,258
Investment Earnings 1,100
Total Revenues $995,000
Less: Cost of Sales $750,395
Gross Profit $244,605
EXPENDITURES: STAFFING:
Personnel $126,082 0.25 Liquor Stores' Manager
Supplies 2,500 1.00 Liquor Store Supervisors
Other Contractual Services 10,930 3.80 Cashier /Clerk
Building Rent 35,950
Insurance 4,450 5.05 Full -time Equivalents
Utilities 7,650
Depreciation 8,605
Capital Outlay 4,000
Contigency 2,571
Total Expenditures $202,738
Operating Income $41,867
Comments: This budget includes a capital outlay request for the purchase and installation
of surveillance equipment.
175
LIQUOR STORES
1995 Budget
Detail of Ca
Outlay
Total Council
Description Store Cost Requested Adopted
1. Surveillance Equipment 3 (,c�' 4000 $12,000 12,000
Total Capital Outlay Y $12,000 $12,000
176
CENTERBROOK GOLF COURSE
1995 BOdget
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
0.25 Golf Lessons
5.50 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Green Fees $216,491 $213,469 $241,400 $243,200 $243,200
Merchandise Sales 20,545 19,918 21,000 18,000 18,000
Concessions 18,599 17,348 18,000 18,000 18,000
Other Sales 29,288 29,298 29,600 29,500 29,500
Investment Earnings 3,633 2,332 0
Total Revenues $288,556 $282,365 $310,000 $308,700 $308,700
Less: Cost of Sales $28,102 $29,352 $30,000 $28,500 $28,500
Gross Profit $260,454 $253,013 $280,000 $280,200 $280,200
EXPENDITURES:
Personnel $119,645 $121,636 $125,800 $111,567 $111,567
Admin. Services Transfer 6,500 7,000 6,800 6,200 6,200
Supplies 13,883 16,061 16,900 17,800 17,800
Other Contractual Services 10,219 17,801 18,545 17,940 17,940
Insurance 3,769 3,767 8,000 8,150 8,150
Utilities 9,770 8,943 10,375 9,500 9,500
Vehicle/Equipment Charges 0 0 22,000 19,800 19,800
Depreciation 25,435 23,236 13,365 15,725 15,725
Interest Expense 56,000 54,000 54,000 54,000 54,000
Total Expenditures $245,221 $252,444 $275,785 $260,682 $260,682
Net Income $15,233 $569 $4,215 $19,518 $19,518
Staffing (FTE) 5.6 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. Profits in 1995 are needed to get the fund back to the cash position it held at the end
of 1993. Any excess cash is used to pay down the loan from the Capital Improvements Fund.
177
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 88%
1995 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.
Part -time Employees
Adopted 1895 Budget
Revenues Staff Allocation
Green Fees $184,420 Club House 2
Merchandise Sales 18,000 Course Rangers 0.75
Concessions 18,000 Golf Lessons 0.25
Other Sales 29,500 Total 3.00
Total Revenues $249,920
Less: Cost of Sales $28,500
Gross Profit $221,420
Expenditures
Personnel $50,471
Admin. Services Transfer 6,200
Supplies 7,100
Contractual Services 15,340
Insurance 8,150
Utilities 9,500
Depreciation 15,725
Interest Expense 54,000
Total $166,486
Comments:'
178
DEPARTMENT: Golf Course ACTIVITY: Grounds Maintenance
Activity Description
This activity provides for the maintenance of the golf course.
Percent of Total Dept Budget 32%
1995 Objectives
1) To improve the appearance of the course by adding more flowers and trees.
Part -time Employees
Adopted 1995 Budget
Revenues Staff Allocation
Green Fees $94,196 Grounds Supervisor 1.00
Course Maintenance 1.50
Total $94,196 Total 2.50
Expenditures
Personnel 61,096
Supplies 10,700
Contractual Services 2,600
VehicWEquipment Cha 19,800
Total $94,196
Comments:
179
EARLE BROWN HERITAGE CENTER
1995 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.
Mission Statement: Earle Brown Heritage Center is dedicated to providing unique facilities for meetings,
conferences and special events with style, courtesy and superior service.
ACTIVITIES: Percent of 3aj2L§jSM STAFFING:
Convention Corder 81% 1.00 Manager
Inn on the Farm 10% 1.00 Maintenance Supervisor
Earle* Restaurant 5% 1.00 Sales Director
Office Rentals 4% 3.00 Sales Managers
100% 1.00 Maintenance Custodian
1.00 Secretary
1 Receptionist
ecept ionist
1.00 Innkeeper
1.00 Asst. Innkeeper
8.00 Set -up Crew
1.45 Custodian
1.40 Maintenance Worker
0.72 Office Assistant
1.60 Night Auditor
2.60 Hostess(Cook
2.00 Housokesping/Laundry
28.77 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1882 1983 1984 Recommend Adopted
REVENUES:
Room Rentals $484.003 $605,776 $654,400 $795,000 $795,000
Food Liquor Sales 73,689 908,371 919,800 1,399,227 1,399,227
Equipment Rents 48,291 73,014 63,000 101,310 101,310
Office Rents 108,842 112,823 116,363 103,803 103,803
Other 80,332 112,111 125,735 137,899 137,899
Total Revenues $795,157 $1,812,095 $1,879,298 $2,537,239 $2,537,239
EXPENDITURES:
Personnel $550,601 $587,078 $617,425 $727,496 $727,496
Contract Personnel 0 291,289 309,764 456,863 456,863
Management Fees 0 75,271 94,150 122,500 122,500
Food 3 Liquor Costs 19,975 236,303 249,461 368,051 368,051
Supplies 60,577 127,029 160,858 146,588 146,588
Utilities 120,713 128,653 128,690 137,575 137,575
Other 252,096 331,158 308,653 336,245 336,245
Capital Outlay 38,862 30,824 22,537 82,656 $2,656
Contigancy 0 18,947 17,321 17,321
Total Expenditures $1,042,824 $1,807,605 $1,910,485 $2.395,295 $2,395,295
Operating Income ($247,667) $4,490 ($31,187) $141,944 $141,944
Administrative Services (54240) (38,160) (42,192) (51,916) (51,916)
Property Taxes (62,541) (65,679) (71,800) (67,196) (67,196)
Interest Paid to the City (9,141) (14,298) (8 (22,832) (22,832)
Net Income (Loss) ($373,589) (;113,647) ($153,179) $0 $0
Staffing (FTE) 23.8 24.4 24.3 28.8 28.8
COMMENTS: See following page for budget comments.
180
EBHC
1995 BUDGET
ADDITIONAL COMMENTS
The 1995 budget is aggressive. The Heritage Center has the growth potential to
sustain this budget. The very high level of service provided to the clients does require
9 p q
a commitment to staffing increases to meet the demand. However, current staff is
stretched and will not be able to support the additional sales volume development
without the additions requested.
The addition of Earle's to the Inn while still in its first ear start-up mode is providing
Y p p 9
the additional exposure we had hoped to see. Reservations are increasing and the
guest response to the concept has been overwhelming. 1
Area hotels, restaurants and shopping are benefiting from the Centers' presence in the
community. The trickle down effect in 1994 should be close to half a million dollars.
The facility also has provided visibility and recognition to Brooklyn Center in terms of
uniqueness, product value, and service levels. These intangible assets are of great
value.
r
e
181
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%
1995 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
Catednq
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 Council
Actual Estimated Adopted
REVENUES.
Room Rentals $408,456 $460,000 $585,000
1 Food Liquor Sales 900,703 1,202,982 1,260,875 STAFFING:
Equipment Rentals 73,014 86,600 101,310 0.80 Manager
Other 100,254 100,498 111,102 0.73 Maint Supervisor
Total Revenues $1,482,427 $1,850,080 $2,058,287 1.00 Sales Director
3.00 Sales Manager
EXPENDITURES: 0.73 Maint Custodian
Personnel $384,872 $395,179 $503,764 1.00 Secretary
Contract Personnel 291,289 381,976 431,630 0.94 Receptionist
Management Fees 75,271 105,172 110,500 8.00 Set-up Crew
Food Liquor Costs 218,127 274,020 305,885 1.05 Custodian
Supplies 102,850 111,667 116,307 1.05 Maint. Worker
Promodon/Advertising 69,984 54,825 57,053 0.72 Office Assistant
Repairs Rentals 54,295 53,318 59,662 19.02 FTE's
Utilities 104,909 108,591 111,660
Other 121,423 123,620 130,409
Capital Outlay 29,530 34,374 70,808
Contingency 0 0 13,528
Total Expenditures $1,452,550 $1,642,742 $1,911,206
Operating Income (Loss) $29,877 $207,338 $147,081
Administrative Services (21,200) (26,370) (28,842)
Interest Paid to the City (7,820) (11,654) (12,157)
Net income/(Loss) $857 $169,314 $106,082
Comments: See following pages for budget comments
182
CONVENTION CENTER
1995 BUDGET
ADDITIONAL COMMENTS
Revenues reflect the effect of a 24 increase in room rentals. This is a very
aggressive goal which requires the addition of one sales position and a half -time
clerical position. The Heritage Center has developed a solid customer- oriented service e
reputation. Maintaining this reputation creates high staffing demands.
Capitol Outlay: Carpet in the Stable is worn, stained, has some burns and needs
replacing. We rent chairs too often due to higher occupancy and need to purchase
200 (minimum order for price break). Computers are six years old, technologicaly
outdated, and need upgrading to allow quicker response to clients and increased help
to staff.
Sales revenues have continued to grow at a pace of 12 -15% year to year for the last
three years.
Catering revenues reflect increased volume due to the anticipated higher level of
business in 1995 and due to a small (approximately 3 price increase over 1994
prices.
The following ollo mg chart will clearly show the growth of activity in terms of number of
events held by yeas:
1990 (April to December) 135 events
1991 (Full year) 237 events +75.5%
1992 (Full year) 401 events +69%
1993 (Full year) *467 events 16.4%
1994 (10 Month actual,2 month est.) *497 events +6.2%
*Increased booking of multiple day events.
183
e
CONVENTION CENTER
1995 Budget
Detail of Capital Outlay
Y,
Total Council
Description UnitlCost Requested Adopted
1. Remodel Loft Area $6,000 $6,000
2. Carpet Captains /Estate 13,557 13,557
3. Action Stacker Chairs 200 121 24,192 24,192
4. Sound System C Barn 1,820 1,820
5. Hand -Held Microphone 1 1086 1,086 1,086
6. Buhl Overhead Cart 1 902 902 902
7. 10 x 10 First fold Screen 1 602 602 602
8. Television Cart 1 771 771 771
9. Network Computer 1 4500 4,500 4,500
10. Personal Computers 6 2260 13,560 13,560
11. Mail Server Pack 1 455 455 455
12. Microsoft Office Upgrade 3 282 846 846
13. Microsoft Office 3 479 1,437 1,437
14. Computer Training 1,080 1,080
Total Capital Outlay Y $70,808 $70,808
Comments.
The noted capital outlay items are supported by rental charges to clients.
Expected payback period for the microphone, overhead cart, and
screen is less than one year.
184
FUND: EARLE BROWN HERITAGE CENTER Activity: INN ON THE FARM
Activity Description
The activity of the Inn is 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 10%
1995 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 Council
Actual Estimated Ado
REVENUES:
Room Rentals $183,360 $203,244 $210,000
Meal Sales 7,668 19,975 25,200 STAFFING:
Facility Rentals 13,960 13,400 13,100 0.10 Manager
Other 6,635 15,527 8,533 010 Maint. Supervisor
Total Revenues $211,623 $252,146 $256,833 0.10 Maint. Custodian
0.80 Innkeeper e
EXPENDITURES: 0.80 Asst. Innkeeper
Personnel $179,672 $186,068 $176,285 0.06 Receptionist
Supplies 18,299 19,182 21,915 1.60 Night Auditor
Food Costs 18,176 37,931 30,550 2.60 Hostess/Cook
Other Services 25,331 28,825 24,674 2.00 Housekeeper
Advertising 25,851 17,606 15,126
Repairs 8 Rentals 15,511 12,784 8,531 8.16 FTE's
Insurance 1,381 3,719 3,884
Utilities 17,023 18,528 18,572
Capital Outlay 740 1,207 8,726
Contingency 0 0 2,824
Total Expenditures $301,984 $325,850 $311,087
Operating Income (Loss) ($90,361) ($73,704) ($54,254)
Administrative Services ($12,720) ($10,548) ($14,421)
Property Taxes (29,133) (28,626) (29,816)
Interest Paid to the City (6,478) (9,057) (10,675)
Net Income/(Loss) ($138,692) ($121,935) ($109,166)
Comments: See following pages for budget comments.
185 e
INN ON THE FARM
1995 BUDGET
ADDITIONAL COMMENTS
Revenue from overnight accommodations reflects an occupancy rate of 68% at an
A.D.R. (average daily rate) of $85.00. Room prices have been raised up to $20.00
per room per night to create a unified single price structure (except for suite).
Corporate rate continues at $72.00 weekdays, $90.00 weekends.
Occupancy levels have grown from 16% in 1991 to approximately 65% for 1994,
and has averaged over 75% since June.
Seminar and retreat business has strongly developed in the last two years from 67 to
170 (est.),. an increase of 253
The high occupancy levels, increased corporate seminar business, and addition of a
restaurant require that the Innkeeper have an assistant trained in the management of
q p 9
the Inn. Hours projected for this position are deleted from part -time hours. The
additional cost of the position is the benefits package which will aid in keeping that
trained staff person.
Capitol outlay requires purchase of 22 chairs for the Sunroom. Original chairs
purchased are worn out, unraveling and need to be replaced. New chairs speced are
similar in appearance but are far more durable and comfortable for day long seminar
use.
186
INN ON THE FARM
1995 Budget
Detail of Capital Outlay
1
Total Council
Description Unit/Cost Requested Adopted
1. Commercial Washer
and Commercial Dryer 2 @700 $1,400 $1,400
2. Chairs for Sunroom 22 333 7,326 7,326
Total Capital Outlay $8,726 $8,726 1
187
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 5 °k
1995 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 Council
Estimated Adopted
REVENUES:
Meal Sales $26,039 $96,512
Liquor Sales 6,000 16,640
Total Revenues $32,039 $113,152
EXPENDITURES: STAFFING:
Personnel $5,970 $18,517 0.05 Manager
Contract Personnel 14,545 25,233 0.02 Maintenance Supervisor
Management Fees 4,200 12,000 0.02 Maintenance Custodian
Supplies 768 985 0.20 Innkeeper
Food Liquor Costs 11,025 31,616 0.20 Asst. Innkeeper
Other Services 1,396 3,228
Advertising 9,444 12,075 0.49 FTE's
Repairs Rentals 0 1,028
Opening Costs 44,789 0
Contingency 0 86
Total Expenditures $92,137 $104,768
Operating Income (Loss) ($60,098) $8,384
Administrative Services $0 ($2,885)
Net Incomel(Loss) ($60,098) $5,499
Comments: .food revenues are based on 32 reservations (covers) per night, two nights a week (i 04 nights for
P 9 9 g
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.
1 188
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 4%
1995 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 Council
Actual Estimated Adopted
REVENUES:
Office Rents $112,823 $111,498 $103,803
Cleaning Services 4,288 4,529 4,620
Other 934 300 544
Total Revenues $118,045 $116,327 $108,967
EXPENDITURES: STAFFING:
Personnel $22,534 $32,787 $28,930 0.05 Manager
Supplies 5,880 5,374 7,381 0.15 Maint. Supervisor
Other Services 7,322 7,782 14,634 0.15 Maint Custodian
Repairs Rentals 8,650 7,133 3,525 0.40 Custodian
Insurance 1,410 2,129 2,416 0.35 Maint Worker
Utilities 6,721 7,256 7,343
Capital Outlay 554 0 3,122 1.10 FTE's
Contingency 0 0 883
Total Expenditures $53,071 $62,461 $68,234
Operating Income (Loss) $64,974 $53,866 $40,733
Administrative Services (4,240) (5,274) (5,768)
Property Taxes (36,546) (35,873) (37,380)
Net Inoome /(Loss) $24,188 $12,719 ($2,415)
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.
189
OFFICE RENTALS
1995 Budget
Detail f C I
o Capital Outlay
Total Council
Description Unit/Cost Requested Adopted
1. Paint Sprayer 1 2024 $1,622 $1,622
2. Remove Office Walls 1,500 1,500
Total Capital Outlay $3,122 $3,122
190
RECYCLING FUND
1995 Budget
POLICIES: To continue an effective program of curbside recycling, while
keeping costs as affordable as possible
Identify program needs and develop MJ fundi mechanisms
which are fiscally responsible and provide adequate revenue
The recycling fund accounts for the operations
Y 9 and administration of the cities, state mandated, curbside recycling
program. It is primarily comprised of fees paid to the Hennepin Recycling Group (HAG) for recycling services and,
the charges to households to cover those costs. Fees ere 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 Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Service to Customers $103,862 $106,196 $108,000 $213,366 $213,366
Investment Earnings $4,792 $4,388 $4,100 $3,900 $3,900
Container Sales 399 567 600 600 600
Total Revenues $109,053 $111,151 $112,700 $217,866 $217,866
EXPENDITURES:
Supplies 399 567 600 600 600
Other Contractual Services 98,604 98,604 103,500 208,404 208,404
Logis Charges 4,930 4,923 6,000 6,000 6,000
Total Expenditures $103,933 $104,094 $110,100 $215,004 $215,004
Operating Income $5,120 $7,057 $2,600 $2,862 $2,862
Net Income $5,120 $7,057 $2,600 $2,862 $2,862
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The rates and expenses for recycling are 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.
i
191
WATER UTILITY FUND
1995 Budget
POLICIES: Maintain a comprehensive system for water pumping, storage and
distribution
Identify infrastructure needs and develop 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 18% 0.48 Public Utilities Supervisor
Tower Maintenance Repair 1% 4.43 Maintenance II
General Maintenance Repair 37% 0.58 Part Time
Work for Customers/Contractors 21% 5.49 Full Tiime Equivalents
Water Quality/Safety 11%
Administration Billing 12%
100%
r Actual Actual Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Service to Customers $843,697 $772,401 $943,000 $1,032,000 $1,032,000
Meter Sales 18,401 30,346 20,000 19,000 19,000
Penalties 34,759 45,387 30,000 30,000 30,000
Investment Earnings 286,501 280,860 237,644 219,531 219,531
Special Assessments 28,283 30,101 19,000 20,000 20,000
Other Revenue 1,767 820 1,000 1,000 1,000
Total Revenues $1;213,408 $1,159,915 $1,250,644 $1,321,531 $1,321,531
EXPENDITURES:
Personnel $244,213 $228,702 $221,967 $215,193 $215,193
Supplies 105,388 68,699 90,312 92,700 92,700
Other Contractual Services 173,799 127,291 148,542 199,099 199,099
Utilities 134,905 128,901 135,346 142,113 142,113
Depreciation 233,447 267,279 246,500 260,000 260,000
Interest and Fiscal Fees 1,940 0 0 0 0
Capital Outlay 0 0 0 31,000" 31,00
Total Expenditures $893,692 $820,872 $842,667 $940,105 $940,105
Operating Income $319,716 $339,043 $407,977 $381,426 $381,426
Vehicle Maint. Reimbursement $0 $16,925 $39,414 $43,218 $43,218
Admin. Services Transfer 104,10 88,581 102,635 115,652 115,652
Total Transfers $104,100 $105,506 $142,049 $158,870 $158,870
Net Income $215,616 $233,537 $265,928 $222,556 $222,556
Staffing (FTE) 5.5 5.5 5.5 5.5 5.5
COMMENTS: 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.
i
192
DEPARTMENT: Water (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 18% P 9
1995 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.
7) New electric controls at wells 5, 6 and 7.
Adopted 1995 Budget
r
Revenues
Property Tax/Misc $16,800
Service Charges 180,116
Total $196,916
Expenditures Staff Allocation FTE s
Personnel $51,647 Public Utilities Supervisor 0.04
Supplies $25,029 Maintenance 11 0.99
Utility Charges $38,371 Part-time 0.03
Contractual Services $0 FTEs, this activity 1.06
Vehicle Services $11,669 e
Depreciation $70,200
Total $196,916
Comment
193
DEPARTMENT: Water (156) ACTIVITY: Tower Maintenance
And Repair
Activity Description
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 1%
1995 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 1995 Budget
Revenues
Property Tax/Misc $700
Service Charges 6,832
Total $7,532
Expenditures Staff Allocation FTE's
Personnel $2,152 Public Utilities Supervisor 0.01
Supplies $927 Maintenance II 0.01
Utility Charges $1,421 Part -time
Contractual Services $0 FTEs, this activity 0.02
Vehicle Services $432
Depreciation $2,600
Total $7,532
Comment
194
DEPA RTMENT: Water 156 ACTIVITY: General Maintenance
And Repair
Activity
ty
This activity 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 37%
Objectives
Obj
1995
1) Routine maintenance and emergency repair of fire hydrants.
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 1995 Budget
Revenues
Property Tax/Misc $18,900
Service Charges 384,610
Total $403,510
Expenditures Staff Allocation FTE's
Personnel $58,102 Public Utilities Supervisor 0.06
Supplies $27,810 Maintenance II 0.94
Utility Charges $42,634 Part -time 0.20
Contractual Services $152,999 FTEs, this activity 1.20
Vehicle Services $12,965
Depreciation $78,000
Capital Outlay $31,000
Total $403,510
Comment
195
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.
Percent of Total Dept. Budget 21%
1995 Objectives
1) Change, read and repair residential and commercial water meters.
2) Provide locating services as per Gopher State One Call.
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
additional information as needed. i.e. assist with fire flow testing.
Adopted 1995 Budget
Revenues
Property Tax/Misc $20,300
Service Charges 214,276
Total $234
Expenditures Staff Allocation FTE's
r
Personnel
u Supervisor $62,406 P bhc Utilities Sup 0.02
Supplies $29,664 Maintenance 11 1.14
Utility Charges $45,476 Part-time 0.11
Contractual Services $0 FTEs, this activity 1.27
Vehicle Services $13,830
Depreciation $83,200
Total $23 4,576
t Comment
196
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 e
testing. 2) Training in chemical handling and safety, machine and work zone safety and other training
deemed necessary.
Percent of Total Dept. Budget 11 °k
1995 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 1995 Budget
Revenues
Property Tax/Misc $6,300
Service Charges 112,970
Total $119,270
Expenditures Staff Allocation FTE s
r
Personnel $19,367 Public Utilities Supervisor 0.02
Supplies $9,270 Maintenance 11 0.37
Other Contractual $46,100 Part -time 0.01
Utility Charges $14,211 FTEs, this activity 0.40
Depreciation $26,000
Vehicle Services $4,322
Total $119,270
Comment Capital outlay items include; a truck and truck mounted drill rig and a cut off saw.
197
r
DEPARTMENT: Water (156) ACTIVITY: Administration
Billing
Activity Description
This activity includes Administration of water department functions, practices, rules and procedures.
Percent of Total Dept. Budget 12%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council.
Plan is due by January 1, 1996.
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 policestprocedures and
accountable for their job responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Adopted 1995 Budget
Revenues
Property Tax/Misc $7,000
Service Charges 130,171
Total $137,171
Expenditures Staff Allocation FTE's
Personnel $21,519 Public Utilities Supervisor 0.33
Supplies $0 Maintenance 11 0.13
Admin Services $115,652 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.46
Capital Outlay $0
Total $13 7,171
Comment
i
198
WATER UTILITY FUND
1995 Budget
Detail of Capital Outlay
Total Council
1
Description UnitlCost Requested Adopted
1. Truck Mounted Drill Rig 1 @13,000 $13,000 $13,000
2. Truck replacement for existing 1 17,000 17,000 17,000
truck, to be fitted with drill rig
3. Cut Off Saw 1@1,000 1,000 1,000
Total Capital Outlay $31,000 $31,000
Ill
199
SANITARY SEWER FUND
1995 Budget
POLICIES: Maintain a comprehensive system for collection and pumping of
sanitary sewage
Identify infrastructure needs and develop funding mechanisms
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 72% 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 Budget STAFFING:
Lift Station Maintenance 7% 0.42 Public Utilities Supervisor
General Maintenance 14% 2.20 Maintenance 11
Work for Customers 2% 0.20 Part Time
Administration Billing 5% 282 Full -Time Equivalents
M.C.W.S. Charges 72%
100%
Actual Actual Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Service to Customers $1,920,796 $2,114,429 $2,229,978 $2,237,415 $2,237,415
Investment Earnings 221,547 201,091 166,124 152,647 152,647
Other Revenue 560 921 1,000 1,000 1,000
Total Revenues $2,142,903 $2,316,441 $2,397,102 $2,391,062 $2,391,062
EXPENDITURES:
Personnel $95,890 $93,861 $112,680 $123,696 $123,696
Supplies 12,995 13,999 14,699 15,434 15,434
Other Contractual Services 71,898 58,315 79,002 82,952 82,952
M.C.W.S. Charges 1,411,582 1,364,719 1,341,382 1,394,964 1,394,964
Utilities 16,889 17,762 18,650 19,583 19,583
Depreciation 194,879 126,055 132,000 152,000 152,000
Capital Outlay 16,520 16,520
Total Expenditures $1,804,133 $1,674,711 $1,698,413 $1,805,149 $1,805,149
Operating Income $338,770 $641,730 $698,689 $585,913 $585,913
Vehicle Maint. Reimbursement $0 $16,925 $18,650 $68,237 $68,237
Admin. Services Transfer 104,100 88,569 82,450 77,102 77,102
Total Transfers $104,100 $105,494 $101,100 $145,339 $145,339
Net Income $234,670 $536,236 $597,589 $440,574 $440,574
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.
200
S
DEPARTMENT: San. Sewer 157 ACTIVITY: Lift Station Maintenance
Activity Description
tY P
This activity includes Maintenance of the city's ten lift stations, which includes buildings, equipment and
property.
Percent of Total Dept. Budget 7
1995 Objectives
1 Continue established P reventative 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. Seal #2 lift, entire building.
5) Begin engineering/design phase for replacement of #1 lift and force main.
Adopted 1995 Budget
Revenues
Property Tax/Misc $320
Service Charges 137,575
Total $137,895
Expenditures Staff Allocation FTE's
Personnel $38,346 Public Utilities Supervisor 0.01
Supplies $6,020 Maintenance 11 0.60
Utility Charges $7,637 Part -time 0.06
Contractual Services $0 FTEs, this activity 0.67
Vehicle Services $26,612
Depreciation $59,280
Total $137,895
Comment
201
DEPARTMENT: San. Sewer (157) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes Maintenance and emergency repair of the city's sanitary sewer collections stem n
9 Y p Y Y Y 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 14 8 /6
1995 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) Reline 24" cmp from 69th avenue to #1 lift.
6) Monitor inflow and infiltration. Take necessary action to eliminate or reduce.
Adopted 1995 Budget
Revenues
Property Tax/Misc $380
Service Charges 268,618
Total $268,998
Expenditures Staff Allocation FTE's
Personnel $47,004 Public Utilities Supervisor 0.01
Supplies $7,408 Maintenance 11 0.67
Utility Charges $9,400 Part -time 0.14
Contractual Services $82,952 FTEs, this activity 0.82
Vehicle Services $32,754
Capital Outlay $16,520
Depreciation $72,960
Total $268,998
Comment
202
DEPARTMENT: San. Sewer (1 57 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 2 %u
1995 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 1995 Budget
Revenues
Properly Tax/Misc $110
Service Charges 46,680
Total $46,790
Expenditures Staff Allocation FPE's
Personnel $13,607 Public Utilities Supervisor 0.01
Supplies 2,006 Maintenance II 0.21
Utility Charges 2,546 Part-time 0.00
Vehicle Services 8,871 FTEs, this activity 0.22
Depreciation 19,760
Capital Outlay 0
Total $46,790
Comment
r
203
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 5%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council
Plan is due by January 1, 1996.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the sanitary sewer collection system
and the city's ten lift stations.
4) Monitor operational budget and authorize expenditures in compliance with polices
and procedures.
5) Supervise and monitor preventative maintenance programs, as well as, work by others
which may impact the sanitary sewer system.
6) Review and evaluate the performance of utility maintenance 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 policestprocedures and
accountability of their job responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Adopted 1995 Budget
Revenues
Property Tax/Misc $200
Service Charges 101,641
Total $101,841
Expenditures Staff Allocation FTE's
Personnel $24,739 Public Utilities Supervisor 0.32
Admin. Services $77,102 Maintenance II 0.11
Repair Maint Services $0 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.43
Total $101,841
1 Comment
204
DEPARTMENT: San. Sewer 157 ACTIVITY: M.C.W.S. Charges
Activity Description
This activity includes Charges for sewage treated by the Metropoiitan Council Wastewater Services.
Percent of Total Dept. Budget 72°/9
1995 Objectives
1) Develop financial plan to ensure sufficient funds to cover charges.
2) Maintain records and prepare regular and special reports as required.
Adopted 1995 Budget
Revenues
Property TaxlMisc $0
Service Charges 1,394,964
Total $1,394,964
Expenditures Staff Allocation FTE's
Personnel $0 Public Utilities Supervisor 0.00
MCWS Charges $1,394,964 Maintenance I{ 0.00
Total $1,394,964 Part-time 0.00
FTEs, this activity 0.00
Comment
205
SANITARY SEWER FUND
1995 Budget
Detail of Capital Outlay
1
Total Council
Description Unit/Cost Requested Adopted
1. Air Compressor w /accessories 1 @13,600 $13,600 $13,600
additional equipment for Vactor
2. Air Knife/ for excavating soil 1 2,300 2,300 2,300
3. Two-Way and held Radio
Y 1@ 620 620 620
Total Capital Outlay $16,520 $16,520
206
STORM DRAINA GE FUND
1995 Budget
1
POLICIES: To develop a proactive system for storm water drainage, while 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 very 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 Budqet STAFFING:
Maintenance 67% 0.00
Watershed Districts 33% 0.00
100% 0.00 Full -time Equivalents
Actual Actual Estimated Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Service to Customers $494,456 $639,837 $702,000 $780,000 $780,000
Investment Earnings 14,030 28,138 16,035 21,365 21,365
Total Revenues $508,486 $667,975 $718,035 $801,365 $801,365
EXPENDITURES:
Supplies 3,481 0 0 0 0
Other Contractual Services 103,946 60,044 47,000 49,500 49,500
Vehicle Maint. Reimburse 7,000 9,728 9
Depreciation 0 6,685 7,000 29,000 29'000
Total Expenditures $107,427 $66,729 $61,000 $88,228 $88,228
Operating Income $401,059 $601,246 $657,035 $713,137 $713,137
Admin. Services Transfer 100,000 100,000 100,000 100,000 100,000
Net Income $301,059 $501,246 $557,035 $613,137 $613,137
Staffing (FTE) 0.0 0.0 0.0 OA 0.0
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.
207
DEPARTMENT: Storm Sewer (158) ACTIVITY: Maintenance
Activity Description
tY P
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 67%
e
1995 Objectives
1) Clean 8000 feet of storm sewer line
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 1995 Budget
Revenues
Service Charges 125,678
Total $125,678
Expenditures Staff Allocation FTE's 1
Admin Services $100,000 Pubic Utilities Supervisor 0.00
Vehicle Services $9,728 Maintenance 11 0.00
Depreciation $15,950 Part-time 0.00 e
Total $125,678 FTEs, this activity 0.00
Comment
208
DEPARTMENT: Storm Sewer (158) ACTIVITY: Watershed Districts
Activity Description
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 33%
1995 Objectives
1) Initiate preventive maintenance program
2) Establish revenue schedule for capital improvements
3) Assure compliance with current regulations
4) Develop 1996 work plan
Adopted 1995 Budget
Revenues
Service Charges 62,550
Total $62,550
Expenditures Staff Allocation FTE's
Contractual Services $49,500 Public Utilides Supervisor 0.00
Vehicle Services $0 Maintenance II 0.00
Depreciation $13,050 Part -time 0.00
Total $62,550 FTEs, this activity 0.00
Comment
209
PART EK
1
1
INTERNAL SERVICE
1 FUNDS
1
1 ESTIMATED REVENUES
AND
APPROPRIATIONS
SUMMARIES
1
1
f
1
1
1
1
CENTRAL GARAGE
Adopted 1995 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 g ub is 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.
1 ACTIVITIES: Percen of Budget STAFFING:
Garage Operations 36% 0.20 Public Works Superintendent
Capital Outlay 64% 3.00 Mechanics
100% 1.00 Night Service Person
0.50 IMS Technician
0.50 Public Works Clerk
5.20 Full -time Equivalents
Actual Actual Adopted Manager Council
Budget 1992 1993 1994 Recommend Adopted
REVENUES:
Fuel Charges $0 $0 $79,000 $53,300 $53,300
Replacement Charges 543,440 407,515 407,515
Repair Maint Charges 430,738 276,000 276,000
1 Multi -Use Charges 281,970 281,970
General Fund Transfer 115,195 115,195
Golf Fund Transfer 11,766 11,766
Auction Proceeds 18,500 18,500
Investment Earnings 75,000 75,000
Replacement Fund Balance 235,739 235,739
Total $0 $0 $1,053,178 $1,474,985 $1,474,985
EXPENDITURES:
Personnel $169,054 $179,290 $210,633 $214,091 $214,091
Supplies 39,519 36,302 34,000 40,800 40,800
Fuel 81,976 81,556 79,000 83,000 83,000
EquipmentlVehicle Parts 95,371 104,317 98,000 108,650 108,650
Equipment(Vehicle Repairs 47,538 27,976 42,000 32,000 32,000
Insurance 30,453 26,800 30,000 25,000 25,000
Other 2,388 2,464 12,200 17,201 17,201
Depreciationiinflation 0 0 543,440 560,853 560,853
Utility Funds Reimbursement 0 (33,850) 0 0 0
Capital Outlay 0 2,918 627,600 393,390 393,390
Total 466 299 427 77 1 7 1
3 ,676,8 3 ,474,985 $1,474,985
1 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.
210
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 36%
1995 Objectives
1) Fully implement Preventative Maintenance programs throughout the fleet.
2) Replace the old Vehicle Maintenance System with a more capable computer program.
Adopted 1995 Budget
REVENUES: STAFFING:
Fuel Charges $53,300 0.20 Public Works Superintendent
Replacement Overhead 58,216 3.00 Mechanics
Repair Maint. Charges 276,000 1.00 Night Service Person
Multi -Use Charges 145,416 0.50 IMS Technician
0.50 Public Works Clerk
Total $532,932 5.20 Full -time Equivalents
EXPENDITURES:
Personnel $214,091
Supplies 40,800
Fuel 83,000
Equipment(Vehicle Parts 108,650
Equipment[Vehicle Repairs 32,000
Insurance 25,000
Other 17,201
Capital Outlay 12,190
Total $532,932
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 $10,000 to replace the Vehicle Maintenance System (VMS)
computer program; fax machine; and an accessory for the shop's wire feed
welder.
211
FUND: CENTRAL GARAGE Activity: Capital Outlay
Activity Description
This activity accounts for the replacement of vehicles and major equipment.
Percent of Total Budget 6
1995 Objectives
1) Replace vehicles and equipment as necessary.
2) Review and update replacement shcedules.
3) Evaluate staff car options.
Adopted 1995 Budget
REVENUES:
Replacement Charges $349,299
Multi -Use Charges 136,554
Auction Proceeds 18,500
General Fund Transfer 115,195
Golf Fund Transfer 11,766
Replacement Fund Balance 235,739
Investment Earnings 75,000
Total $942,053
EXPENDITURES:
EquipNehicle Depreciation $440,789
3% inflation Reserve 120,064
Capital Outlay 381,200
Total $942,053
Comments: Equipment requested to be replaced in 1995 includes:
A dump truck with associated plows, sanders, and box.
The sign shop truck; survey van; brush chipper; golf course fairway mower; and
sewer jet.
Five squad cars.
A new item requested for 1995, which would be charged to the requesting department
(Street Maintenance), is a bobcat.
212
CENTRAL GARAGE
d 1 95 Budget
et 9 g
Detail of Caul Ouft
1.
Total Council
Description Unit/Cost Requested Adopted
1. Fax Machine 1 1,100 $1,100 $1,100
2. Welder Adapter 1 1,090 1,090 1,090
3. VMS Software 10,000 10,000
4. Dump Truck 1 78,500 78,500 78,500
S. Sign Shop Truck 1 30,800 30,800 30,800
6. Brush Chipper 1 23,000 23,000 23,000
7. Survey Van 1 16,000 16,000 16,000
8. Squad Car 5 15,500 77,500 77,500
9. Fairway Mower 1 26,100 26,100 26,100
10. Sewer Jet 1 95,000 95,000 95,000 1
11. Bobcat 1 34,300 34,300 34,300
Total Capital Outlay $393,390 $393,390
p Y
1
1
1
1
1
1
1
1
213
�,PPEN I
SIJ P EN AL
1
1
1
1
1
1
1
1
1
1
rropo-&-stdVl Member Dave Rosene introduced the following resolution and
moved its adoption:
RESOLUTION NO. 94 -270
RESOLUTION TO AUTHORIZE A FINAL TAX LEVY FOR 1995
APPROPRIATIONS FOR THE GENERAL FUND, THE STREET
IMPROVEMENT DEBT SERVICE FUND, THE E.D.A. FUND, AND THE
H.R.A. FUND BUDGETS
WHEREAS, The City of Brooklyn Center is annually required by Charter and
state law to approve a resolution setting forth an annual tax levy to Hennepin County; and
WHEREAS, Minnesota statutes require certification of a final tax levy to
Hennepin County on or before December 28, 1994.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center as follows:
1. There is hereby levied upon all taxable property lying within the City of Brooklyn
Center, a proposed tax levy of the following sums for the purpose indicated:
GENERAL FUND $6,166,149
STREET IMPROVEMENT DEBT SERVICE 72,116
ECONOMIC DEVELOPMENT AUTHORITY 140,592
HOUSING REDEVELOPMENT AUTHORITY 122,340
$6,501,197
2. The City Clerk shall cause a copy of this resolution to be certified to Hennepin
County so that said sum shall be spread upon the tax rolls and will be payable in the year 1995.
December 19, 1994
Date
Todd Paulson, Mayor
"AAZV ATTEST: �'-YVW
Deputy Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Kristen Mann and upon vote being taken thereon, the following voted in
favor thereof.
Todd Paulson, Celia Scott, Dave Rosene, Barb Kalligher, and Kristen Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
214
Member Celia Scott introduced the following resolution and
moved its adoption:
RESOLUTION NO. 94 -272
RESOLUTION TO ADOPT THE 1995 PROPOSED BUDGET FOR THE
GENERAL FUND, THE STREET IMPROVEMENT DEBT SERVICE FUND,
THE E.D.A. FUND, THE H.R.A. FUND AND THE 1995 CAPITAL
IMPROVEMENTS PROGRAM
WHEREAS, the City of Brooklyn Center is annually required by Charter and state
law to adopt an annual budget, and
WHEREAS, the City of Brooklyn Center is annually required by the Capital
Improvements Fund Expenditure Policy to approve a five year capital improvements plan.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the appropriations for budgeted funds for the calendar year 1995 shall be:
1. ESTIMATED REVENUES:
General Property Taxes $6,308,325
Sales Taxes on Lodging 395,000
Business Licenses Permits 155,600
Non-Business Licenses Permits 140,800
Intergovernmental Revenue 3,787,747
General Government Services Charges 32,500
Public Safety Service Charges 18,100
Recreation Fees 843,132
Fines Forfeitures 112,000
Miscellaneous Revenue 286,000
Transfers from Other Funds 100,000
TOTAL REVENUE BY SOURCE $12,179,204
215
RESOLUTION NO. 94 -272
2. APPROPRIATIONS
GENERAL FUND: Preliminary
Unit No. Oreanizational Unit Amount
111 City Council $124,550
112 Commissions 9,500
113 City Manager's Office 351,631
114 Elections 37,162
115 Assessing 206,728
116 Finance 168,007
117 Audit 18,400
118 Legal Counsel 204,700
119 Government Buildings 341,125
120 Data Processing 405,316
131 Police Protection 3,982,914
132 Fire Protection 512,242
133 Community Development 324
134 Emergency Preparedness 37,535
141 Engineering 364,762
142 Streets Maintenance 1,180,285
152 Social Services 40,860
160 Recreation Administration 231,927
161 Adult Programs 339,509
162 Teen Programs 15,483
163 Children's Programs 117,996
164 General Programs 95,066
167 Community Center 698,654
169 Parks Maintenance 830,747
170 Convention Tourism 187,625
180 Unallocated Department 630,476
TOTAL GENERAL FUND $11,457,923
STREET IMPROVEMENT DEBT SERVICE FUND $72,116
E.D.A. SPECIAL OPERATING FUND
$649, 1 65
TOTAL APPROPRIATIONS FOR BUDGETED FUNDS $12,179,204
216
RESOLUTION NO. 94 -272
3. CAPITAL IMPROVEMENTS PLAN:
that the 1995 Five Year Capital Improvements Plan is approved as presented.
December 19, 1994
Date Todd Paulson, Mayor
ATTEST:
Deputy Clerk
The motion for the adoption of the foregoing resolution was duly seconded b
Th p g g Y Y member
Barb Kalligher and upon vote being taken thereon, the following voted in
favor thereof:
Todd Paulson, Celia Scott, Dave Rosene, Barb Kalligher, and Kristen Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
217
Member Kristen Mann introduced the following resolution and
1 moved its adoption:
RESOLUTION NO. 94 -268
1
RESOLUTION TO ADOPT THE 1995 PROPOSED BUDGET FOR THE
CENTRAL GARAGE INTERNAL SERVICE FUND
1
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
1 Brooklyn Center as follows:
1. The Central Garage revenues will consist of the following estimated amounts during
1 1995:
Fees charged to other City departments $1,381,485
1 Investment earnings 75,000
Auction proceeds 18,500
Total Revenues $1,474,985
2. The appropriations for the Central Garage fund for the year 1995 shall be:
1
Personal services $214,091
Supplies 232,450
1 Repair maintenance services 32,000
Contractual services 17,201
Insurance 25,000
Depreciation 560,853
Capital outlay 393,390
1 Total Appropriations $1,474,985
1
December 19, 1994
Date Todd Paulson, Mayor
ATTEST: Xb
Deputy Clerk
1
1 218
RESOLUTION NO. 94 -268
The motion for the adoption of the foregoing resolution was duly seconded by member
Celia Scott and upon vote being taken thereon, the following voted in
favor thereof:
Todd Paulson, Celia Scott, Dave Rosene, Barb Kalligher; and Ixisten Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
219
1
Member Celia Scott introduced the following resolution and moved its
adoption:
RESOLUTION NO. 94_2
1
RESOLUTION TO ADOPT THE 1995 PROPOSED BUDGETS FOR THE
SPECIAL REVENUE FUNDS AND THE ENTERPRISE FUNDS
1
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 1995 shall be:
1. SPECIAL REVENUE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Diseased Tree Removal $30,000 $30,000
E Brown Tax Increment Distr. $1,350,000 $1,384,100
Community Dev Block Grant $253,334 $253,334
TOTAL $1,633,334 $1,667,434
1
2. ENTERPRISE ESTIMATED
FUNDS REVENUES: APPROPRIATIONS:
Liquor Stores $2,715,300 $2
Centerbrook Golf Course $308,700 $289,182
Earle Brown Heritage Center $2,537 $2,537,239
Water Utility $1,321,531 $1,098,975
Sanitary Sewer $2,391,062 $1,950,488
Storm Drainage $801,365 $434,165
Recycling $217 $215,004
r TOTAL $10,293,063 $9,211,265
��i 110011
December 19, 1994
Date Todd Paulson, Mayor
ATTEST: LO
Deputy Clerk
r
r
220
e
RESOLUTION NO. 94 -269
The motion for the adoption of the foregoing resolution was duly seconded by member
Barb Kall igher and upon vote being taken thereon, the following voted in
favor thereof:
Todd Paulson, Celia Scott, Dave Rosene, Barb Kalligher, and Kristen Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
e
r
t
t
221
1
i DISTRIBUTION OF TAX DOLLAR COLLECTED
i FROM BROOKLYN CENTER SCH. DIST. #286 RESIDENTS IN 1995
i
MISCELLANEOUS 4.2% EDA /HRA 1.0%
i
i CITY OF
BROOKLYN HENNEPIN
CENTER` COUNTY
19.5% 24.7%
1
1
1
i
1
1
BROOKLYN CENTER SCHOOL DISTRICT 50.6%
i
1
i
222
HOW TO FIGURE THE CITY PROPERTY TAX
ON A TYPICAL BROOKLYN CENTER HOME
IN THE BROOKLYN CENTER SCHOOL DISTRICT
i
1995 ADOPTED i
1. The Market Value of a typical home is $73,000. i
II. The Tax Capacity is $740, 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.
($73,000 minus $72,000 $1,000 times 2.0 equals) $20.00
c. TOTAL TAX CAPACITY $740.00
111. Multiply the Tax Capacity times the Tax Capacity Rate.
$740 times 31.091 Tax Capacity Rate equals the proposed
CITY PROPERTY TAX on a $73,000 Market Valued Brooklyn
Center home in the Brooklyn Center School District. $230.07
i
IV. The tax may be further reduced under provisions of the "income Adjusted
Homestead Credit enacted by the 1975 Legislature which entitles i
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 1994 was $204.25 or
$25.82 less than levied for 1995.
1
223
1
CITY OF BROOKLYN CENTER, MINNESOTA
ANNUAL OPERATING BUDGET
SUMMARY OF 1995 TAX LEVY AS CERTIFIED BY FUND
1995 1995%
1994 1995 Increase Increase
Budgeted Certified Decrease Decrease
LM Levu_ From 1994 From 1994
I_ GENERAL PROPERTY TARE$
General Fund
Gross Levy $5,601,443 $6,166,149 $564,707 10.08%
r Est Uncollectable 112,029 184,984 72,956 65.12%
Net Levy 5,489,414 5,981,165 491,751 8.96%
Special Assessment Bonds of 1994
Gross Levy 0 72,116 72,116
Net Levy 72,116 72,116
E.D.A
i Gross Levy 131,894 140,592 8,698 6.59%
Est Uncollectable 2,638 4,218 1,580 59.89%
Net Levy 129,256 136,374 7,118 5.51%
H.R.A.
Gross Levy 124,005 122,340 (1,665) 1.34 %0
Est Uncollectable 2,480 3,670 1,190 47.99%
Net Levy 121,525 118,670 (2,855) 2.35%
Total Gross Levy 5,857,342 6,501,197 643,856 10.99%
Total Net Levy $5,740,195 $6,308,325 $568,130 9.90
11. INTERGOVERNMENTAL REVENUE
Homestead Credit
General fund $1,280,603 $1,300,110 $19,507 1.52%
E.D.A. Fund 36,483 36,483
O 0.00%
H.R.A. Fund 17,835 18,304 469 2.63%
Total $1,334,921 $1,354,897 $19,976 1.50%
TOTAL TAX BASED REVENUES $7,192,263 $7,856,094 $663,832 9.23%
224
Tax Rate Projections Final Pay 95 Estimates
City of Brooklyn Center
AS LEVIED ACTUAL
1994pay1995 1993pay1994
Tax Capacity --Real Property $22,775,239 $23,731,361
Tax Capacity -Pecs. Property $622,500 $549,751
Fiscal Disparity Contribution ($4,215,440) ($5,276,796)
T.I.F. Increment ($1,165,933) ($1,184,328)
Adjusted Tax Capacity
P tY
"Tax Base" $18.016.366 $17.819.988
Percent Change 1.10 Io
Proposed Levy $7,856,094 $7,192,263
Percent Change 9.23 l0
less HACA ($1,354,897) ($1,334,921)
less F.D. Distribution ($899,729) ($938,703)
Adjusted Levy $5.601.468 $4.918.639
Percent Change 13.88%
Tax Rate Calculation
Adjusted Levy $5,601,468 $4,918,639
divided by
Adjusted Tax Capacity $18,016,366 $17,819,988
equals
Tax Capacity Rate 31.091% 27.602%
Percent Change 12.64%
Projected Tax Impact
Typical Value Home $73,000 $73,000
Tax Capacity $740 $740
Tax Capacity Rate 31.091% 27.602%
Tax- -City Portion $230.07 $204.25
Dollar Change $25.82
Percent Change 12.64% r
225
DEFINITIONS OF BUDGETARY TERMS USED IN THE ANNUAL BUDGET
BUDGET is a plan of financial operation which includes an estimate of proposed_
r expenditures for a given period and the proposed means of financing them.
APPROPRIATION is an authorization granted by the City Council to make expenditures
and to incur obligations for specific purposes.
CLASSIFICATION is a grouping of accounts. For example, accounts may be classified
as expenditures or revenues. They may also be classified by fund, by function, by activity,
and by major and minor objects. The "Classification of Accounts" refers to all account
titles and identification code numbers in the accounting system used by the City.
CLASSIFICATION BY OBJECT is a classification according to the article purchased or
the service obtained. For the sake of clarity, objects will be called major objects and
minor objects. Major objects are such current expenses as Personal Services and
Contractual Services. Minor objects are the breakdown of the major objects, such as
advertising, postage, travel expenses, etc.
EXPENDITURES are the actual disbursements from an appropriation.
REVENUE is the increase se in ownership equity during a designated period of time, i.e.,
the receipt of money with no obligation to pay it back. Nonrevenue receipts include the
proceeds of bond sales, monies from the sale of goods or assets.
ACTIVITY refers to a specific line of work carried on to provide a service to the public
or to accomplish an internal function essential to the City. An activity breakdown is
important for administration purposes because it tells what is being done and how much
it costs. Activities are identified as belonging to a specific department, but may have used
personnel or resources normally asigned to another department. All costs of the activity
are recorded in the activity.
FUND. A fund is the segregation of certain resources or monies for the identification of
certain types of transactions devoted to a special purpose. This purpose must be legally
defined and a separate set of accounts must be maintained for each fund.
FUND BALANCE is the excess of assets of a fund over its liabilities. Unappropriated
fund balance is that portion of the fund balance which is not segregated or earmarked
for specific purposes.
226
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 Ci ty Manager er 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 1
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,
227
r
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.
r 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
r
previous s appropriation if not, in fact, expended or encumbered for that rP u ose in the
P
previous fiscal year. The Council may at any time, by resolution approved by a
four
fifths 41S majority of its members, bets reduce the sums appropriated for an u
J t3' Y purpose
b the budget resolution. The Council Y g ncil may, by a majority vote of its members, transfer
unencumbered appropriation balances from one office, department or agency to another
r within the same fund. All appropriations shall lapse at the end of the budget year to the
extent that they shall not have been expended or lawfully encumbered.
Section 7.09. CONTINGENCY APPROPRIATION IN BUDGET. The Council may
include a contingency appropriation as a part of the budget but not to exceed five 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:
r 1. PROPOSED BUDGET TO BE ADOPTED BY COUNCIL: Not later than
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
rive business days, but not less than fourteen business days from the initial hearing.
r
r 228
STATE REOUIREMENTS: (continued)
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 Iess 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.
e
i
i
229
CITY OF BROOKLYN CENTER, MINNESOTA
CLASSIFICATION OF OBJECT CODES
USED BY CITY GENERAL FUND DEPARTMENTS
FOR APPROPRIATIONS AND EXPENDITURES
N� OBJECT
NO, OBJECT DESCRIPTION TO INCLUDE
g�B
SOmAL SERVICES
4100 Salaries/Wages, Beg Employees Self-explanatory Self-explanatory
0� 4112 ���z���e o� Begola� ��ployeeo �elf-e��laua�or� melf-e��laoa�o��
4130 Salaries/Wages, Temp Employees Self-explanatory Self-explanatory
4131 Overtime of Temp Employees Self-explanatory Self-explanatory
4151 Hospitalization Insurance Health Premium City Share Self-explanatory
4152 Lite Insurance Life Premium City Share Self-explanatory
4153 Dental Insurance Dental Premium City Share Self-explanatory
4154 Worker's Comp Insurance Vv/C Pzemiom- City Paid Self-explanatory
4156 Unemployment Compensation Unemployment City Paid Self-explanatory
SUPPLIES
4210 Office Supplies Miscellaneous supplies Pens, gaper, ribbons,
used in normal office filing supplies,
operation stationery, etc.
4212 Printed Forms Forms printed specifically Police citation books,
for an operating department assessor's field cards,
receipts, 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 Film, building codes and
or repair supplies used in regulations, arts and
the normal operation of a crafts supplies, pottery,
department that cannot be game equipment, ping poug
specifically identified paddles, ones, balls,
and placed under a more playground supplies,
definitive object code program supplies,
directories, photographic
supplies, emergency
flares, ammunition,
wall maps, tear-gas,
small batteries
230
OBJECT
NO. OBJECT DESCRIPTION TO INCLUDE
SUPPLIES (Continued) 0�
4231 Motor Fuels Gas diesel fuel for Self-explanatory
mobile a other equipment
4222 Lubricants a Additives Self-explanatory To be used by Vehicle
Maintenance Division only
4223 Cleaning supplies Any items used for cleaning Rags, brooms, buffing
pads, soap, cleaning
compounds, etc.
4234 Clothing Personal Equipment Required uniforms Police Fire DepartmeotN�
personal equipment uniforms
4225 Shop Materials Any materials, except To be used by Vehicle
small tools, needed in a Maintenance Division oul��
department shop to carry Cleaning solvents, auto
out its function wax, nuts bolts, hand
cleaners, tire material
repairs, anti-freeze,
windshield solvent
4226 Chemicals Chemical Products Chemicals used in Swimming pool chemicals
departmental operations (charge to Community I
Center), special cleaning
compounds
4227 safety Supplies Items purchased to provide O,G.H.A' required sop 'li��
for the safety of first aid supplies
employees a participants
4230 Repairs a Maintenance Supplies Items purchased for repair Air filters, light bulbs,
or maintenance of depart- bolts nuts, and other
meot or other facilities supplies needed to repai
except buildings mobile any items except bnlldiuj
equipment and mobile equipment
4231 Equipment Parts Parts necessary to maintain Parts for mobile other
repair any City owned eqnipmeot. Batteries, oil
equipment including mobile filters, plugs, points,
equipment body parts, etc.
-_-______-_____-_-____--__~--___---__--____-_------__-_-___-_---____-_---____-_---__----I
4232 Tires Self-explanatory Self-explanatory
4233 Building Repairs Items purchased for repair Paint, look repairs,
of buildings and mechanical heating air couditionij
equipment which is part of maintenance, lumber,
building electrical, plumbing,
roof maintenance, glass I reglacemeot, eto.
231
OBJECT
NO. ooJDoT DESCRIPTION TO INCLUDE
N�
SUPPLIES, REPAIRS, AND MAINTENANCE (Continued)
4234 Street Maintenance Materials Materials purchased to be To be used by Street
used in the maintenance and Construction Maintenance
N�
repair of City streets Division only. Ice 000tro
salt, salt sand, cement,
sand, gravel, buckshot,
sealouatiog oil, manhole
marking paint, hot mlx,eto
4235 Landscape Materials a Supplies Fertilizer, seed, sod, To be used by Park
N�
small trees, a obroho Department only
4236 Signs Striping materials Material purchased to To be used only by Street
maintain and prepare signs Division. Sign blanks,
sign faces, sign posts,
paint, nuts, bolts, miao,
hardware, center line pain
4240 Small Tools Tool� with a value of less Rakes, shovels, picks,
than $50 used to accomplish forks, wrenches, pliers,
department's tasks hammers, small power tools
screwdrivers, and other
hand tools
4244 Athletic Field Supplies Items purchased to improve To he used by Park Depart-
or maintain athletic fields ment only. Agricultural
lima, marking lime, clay,
bases, stakes, plates so
N� 4246 Tzailvvmy Repair Su�glieo It�mm porcbaoed �p imprmve �o be no�d b� �az� Depazt~
or maintain tzailways meut only. Bituminous,
grave l, oz other material
for trailvvayo only.
4247 Park Courts Bmgaiz Supplies Items purchased to improve To be used by Park Depart-
or maintain tennis a meot only. Bituminous,
basketball courts gravel, or other material
4250 Dare Supplies Items purchased for the To be used by Police
Dare program only Department only.
4251 Jail Disposable supplies Items purchased for the To be used by Police
jail program only Department only.
4252 Jail Non-disposable supplies Items purchased for the To be used by Police
jail program only Department only.
N� 4254 Prisoner Meals Meals purchased for the To be used by Police
jail program only Department only,
332
OBJECT
NO. OBJECT DESCRIPTION To INCLUDE
PROFESSIONAL SERVICES
4310 Professional gervioes,Geueral Fees for professional Designers, architects,
services of outside electrical inepeo�or N�
consultants other than (Planning a Inspection),�
specifically defined appraisers (Assessing),
Sanitarian, plan checks,
testing for employment,
field testa
4311 Benefits Administration Fees for professional COBRA benefits N�
services of outside payroll administration
benefits administrator
4312 Legal a Professional Services Legal Counsel City Attorney and other Q�
outside legal assistance,�
expert witness testimony
lie detector tests
4313 Audit a Financial services Fees for annual iodedeudeut Audit fees, financial
audit and other outside consulting fees
financial consultation 0�
4314 Medical Services Fees for outside medical Home nursing, medical
consulting services exams, blood tests,
psychological testing N�
4315 Instructors Fees for outside Instructors for Adult,
instructors in or with Teen, Children's and
a department General Recreation Pzogri
4318 Casual labor Fees for persons who are Includes anyone who wool
temporary employees but be covered by the City'o��
aren't on the payroll worker's compensation
system insurance if injured
COMMUNICATIONS
4321 Postage All postage paid U.S. Permit mail, metered mail
mail and all outgoing mail,
double post cards
4322 Telephone Services Monthly telephone charges Self-explanatory
4323 Radio Communications Rental charge for UHF Rental of mobile radios,
mobile radio units and UFB radios portables for
service maintenance charge Police Dept. and service
for City owned 150 and 450 maintenance mouth13
units and bases per unit for City owned
V8F UHF units and bases
233
OBJECT
NO. OBJECT DESCRIPTION TO INCLUDE
COMMUNICATIONS (Continued)
4324 Delivery Service Self- explanatory Self- explanatory
4325 Teleprocessing Services Rental of Police CRT Police CRT units
equipment
4330 Transportation Bus service or other Used for Recreation
transport contracted programs such as
from an outside Community
ipsters_
4334 Mileage reimbursements to Self- explanatory
employees for use of
personal autos and parking
fee reimbursements
4340 Advertising, General Advertising or promotion Community advertising and
besides employment or auctions
legal notices
4341 Employment Advertising Help wanted ads Help wanted ads
4350 Printing Cost for printing to be Outside printing of flyers
distributed to the public brochures or pamphlets
4351 Legal Notice Publication Cost of publication of Legal notices ordinances
legal notices published in newspapers or
other media
i
234
OBJECT
NO. OBJECT DESCRIPTION To INCLUDE
REPAIR, RENTAL MAINTENANCE
4380 Repair a Malut Contract Coot of repair performed Any repair not detailed ioi
by outside contractors one of the accounts below
4381 Auto Equipment Repair Coat of auto and other outside transmission
mobile equipment repaired work, body work, wheel
by a private contractor alignment m balancing,
outside the Vehicle Maiut- etc'
eoaooe Division Shop
4382 Equipment Repair Cost of service agreements Service agreements, office
and repairs by private con- equipment repair, audio
tractors of City equipment visual equipment ropair, N�
other than auto and mobile recreational equipment
equipment repair, radar unit repair,
time clock repair, Police 0�
audio monitoring device
maintenance
4385 Laudecpiog Services Cost of private contractor May include sod, trees, N�
to either maintain or grading, mowing
install landscaping fertilizing
4388 Communications Systems omot of contractual service 'Maintenance of Public
0�
N�
Maintenance maintenance charge for City Works, Civil Defense
owned 150 (VHF) a 450 (UHF) Fire Department radio
units and bases system
4388 Electrical Repairs Cost of electrical repairs
to City buildings
4389 Maintenance Contracts Cost of an agreement with a contractor to pronide all
required repairs needed for a sgacifed system or unit
for an agreed upon time period
4390 Rentals Any rental not described in
one of the accounts below
4392 Building Rentals Coot of renting buildings Rental of school zooms
used by the City for recreation, schools
churches for elections
4393 Machinery Rentals Cost of renting machinery Rental of baokboea,
for City use trenches, boom trucks,
tree movers, Civil Defense
Department staff car owued��
by City, lift trook6, and
specialized hand tools
%35
NO. OBJECT DESCRIPTION TO INCLUDE
m� fEQ\gIR, RENTAL MAINTENANCE (Continued)
4397 Data Processing Cost of LCGI3 (Local Gov- Terminals, line charges,
N� ezumeot Information System) services
data processing for all
automated functions
4398 Protection Service Cost of departmental fire Alarm systems maintenance
and burglar alarm services for municipal service
provided by the City building, east fire
N�
station, and Civic Center
OTHER CONTRACTUAL SERVICES
4400 Other Contractual Services Includes other contractual Self-explanatory
services used that cannot
be specifically identified
and placed under a more
definitive object code
4411 Conferences and Schools Direct costs of attendance Travel, conferences,
at all conferences, semi- schools, seminars, reim-
oazs, etc. including travel borsemeuts to employees
for all General Fund for approved training
N�
departments. All charged courses., local meeting
to Unallocated Departmental expense, all other train-
Expenses except for Police 1ng, Does not include
and Fire traioiog, employees salaries while
attending same
4413 Dues and Subscriptions coat of subscriptions to League dues, Metro Cities
various publications, mem- dues, Labor Relations
0� barwbiD dues in various consulting services, pro-
professional associations feaoioual does, magazine
and intergovernmental subscriptions, law library
associations
4414 Licenses, Taxes, Fees Vehicle excise tax, permits required for the City to
carry on an activity, or licenses required for city
0� employees to qualify the to perform their duties
4417 Books and Pamphlets Self-explanatory Self-explanatory
N� 4419 Vehicle �i��ua�s �iooaoo�a license �la�es �eI�-���laoatpr�
for City owned vehicles
4421 Janitorial Services Coot of private contractor Self-explanatory
to provide janitorial services
236
OBJECT
NO. OBJECT DESCRIPTION TO INCLUDE
OTHER CONTRACTUAL SERVICES (Continued)
4424 Towing Charges Cost of towing and storing Self explanatory
private vehicles tagged by
the Police Department
4425 Boarding of Prisoners Cost of boardin g prisoners Self-explanatory
I
at the workhouse
4426 Microfilming Costs of microfilming done Self- explanatory
by others than City
employees under contract
4427 Diseased Tree Removal Cost of private contractor Usually diseased but
Contract to remove trees includes all trees
CENTRAL GARAGE CHARGES
4440 Fuel Charges Cost of fuel used in City's Self- explanatory
vehicles and equipment
4441 Fixed Charges Monthly charges for Depreciation, Inflation,
replacement of City Administrative Overhead,
vehicles and equipment
and LOGIS Charges
4442 Repair Maintenance Charges for repairs and Mechanics labor, parts,
Charges maintenance of City outside repairs, and
vehicles and equipment overhead charges
4443 Multi Use Charges Cost per hour charged out Replacement, fuel, repairs
to departments for use and maintenance costs
of vehicles and equipment charged out by the hour
INSURANCE
4461 General Liability nsurance Insurance
y premium for Self- explanatory..
liability coverage
4462 Property Insurance Insurance premium on Cit y Self-explanatory
property
4463 Boiler Machinery Insurance Insurance premium on boiler Self explanatory
and machinery risk
4464 Equipment Floater Insurance Insurance premium on Self explanatory
detached equipment
237
OBJECT
NO. OBJECT DESCRIPTION TO INCLUDE
INSURANCE (Continued)
4465 Automotive Insurance Liability property Self- explanatory
coverage for City vehicles
4466 Bonds Insurance Bond insurance premium on Self explanatory
City employees
4467 Moneys Credits Insurance Insurance premium on City Self explanatory
cash
4468 Umbrella Liability Insurance Insurance premium on Self explanatory
catastrophe coverage
4469 Dram Shop Insurance- Insurance premium on liquor Self- explanatory
stores' liability
UTILITIES
4481 Electric Service Cost of electricity for Electric service for
lights and electric power lights, air conditioning,
air handling equipment,
boilers
4482 Gas Service Cost of natural gas used Self- explanatory
for heating buildings
4483 Heating Oil Cost of oil used for heat- Standby fuel for 6301
ing buildings 6250 buildings
4484 Water Cost of City water used in Water for swimming pool,
City operations wading pools, drinking,
lavatories, ice rinks
4485 Sanitary Sewer Cost of sewage disposal Sewage charges
4487 Solid Waste Disposal Cost of solid waste disposal Trash removal
4488 Storm Water Drainage Cost of strm wtr 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 Grading, large tree plants,
land itself, exclusive of parking lot improvements,
buildings or equipment on sidewalks
that land
238
OBJECT
NO. OBJECT DESCRIPTION TO INCLUDE
CAPITAL OUTLAY (Continued)
4520 Buildings Cost of acquiring or con- All buildings, including
structing buildings or park shelter buildings
cost of additions or major
remodeling of said
buildings
4530 Other Improvements Major acquisitions or con Tennis courts, volleyball
struction not classified as courts, surfaced play-
land, land improvements, ground area, permanent
building, or other capital bleachers, backstops,
outlay specifically defined chain link fences, snow
fencing
4531 Special Assessments on Land Cost to City for land Water service, sewer
improvements to City owned service, street improve-
land through the special ments, curb gutter,
assessment process sidewalks, etc.
4550 Furniture and Fixtures Furniture fixtures other Kitchen appliances,
than those used in a City furniture, store shelving,
office B B furniture
4551 Office Furnishings and furnishings and equipment Desks, chairs, tables,
Equipment used in an office cabinets, computers, and t
any other office machine
4552 Other Equipment Any other equipment not
Radios, police, fire,
detailed in another category recreation equipment,
vacuums, ladders, survey
equipment
4553 Mobile Equipment Motorized vehicles, their Automobiles, trucks
accessories and other trailers, tractors,
rolling stock construction equipment
4560 Construction Contracts Outside contractor hired to Self explanatory
construct a building, park,
street or public improvement
OTHER DISBURSEMENTS
4840 Merchandise for Resale Merchandise purchased with Concessions, recreation
the intent of resale to equipment such as "T"
the public
shirts__goggles,_ bags,
etc
4995 Contingency Reserve established by the Used only at the direct-
City Council for annual ion of the City Council
unanticipated needs
239
APPE\TDIX II
1995 Pay Plan
Full -Time Employees
Adopted December 19, 1994,
and December 20, 1994
1�
Member Celia Scott introduced the following resolution and
moved its adoption:
RESOLUTION NO. 94 -276
RESOLUTION SE=G WAGES AND SALARIES FOR THE CALENDAR
YEARS 1995 -1996 COLLECTIVE BARGAINING AGREEMENT FOR LOCAL
NO. 49
WHEREAS, Section 2.07 of the City Charter for the City of Brooklyn Center
states that the City Council is to fix the salary or wages of all officers and employees of the
City; and
WHEREAS the 1984 Minnesota Pa Equity Act requires eve political
Y FA tY every Po
subdivision to establish "equitable compensation relationships" between its employees; and
WHEREAS, the City Council has reviewed the 1995 Employee Position and
Classification Plan; and
WHEREAS, the 1995 Employee Position and Classification Plan establishes that
pay increases will be awarded on a pay- for performance basis; and
WHEREAS, the structure of the 1995 Employer Position and Classification Plan
provides for pay increases awarded for improvements in job performances; and
WHEREAS, an individual employee's movement through their respective pay
schedule reflects a progression in corresponding levels or improved job performance.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Brooklyn Center hereby sets wages and salaries for the calendar year 1995 by adoption of the
attached Position and Classification Plan for the calendar year 1995 which sets ranges and
maximums which the City Manager shall be authorized to pay in classified positions; and
1
BE IT FURTHER RESOLVED that the City manager may move an individual
employee to pay grades in the attached Position and Classification Plan but is limited to
authorizing increases to due to Pay Equity Act compliance by the Annual Budget constraints
adopted by the City Council; and
BE IT FURTHER RESOLVED that the 1995 Ci ty Employee. Em to er Position and
Classification Plan is approved and adopted because it is generally an equitable pay plan for City
employees; however, parts of the Plan were approved and adopted solely for the purpose of
compliance with the mandate of Minnesota Statutes, Sections 471.999; that adoption of said Plan
shall create no vested rights, terms or conditions of employment or entitlement to any given level
of compensation for any employer or group of employees; that said Plan shall be subject to
continuing review and reconsideration and may be amended from time -to -time by the City
Council; and
RESOLUTION NO. 94 -276
BE IT FURTHER RESOLVED that the City Manager be authorized to employ
such part-time and temporary full- and part-time employees as may be necessary, and to
establish competitive rates of pay for such help consistent with the 1995 budget appropriations;
and
BE IT FURTHER RESOLVED that the City Manager be authorized to make
interim appointments to fill vacant positions whenever a position is vacant because the regular
employee is on leave of absence, vacation leave, sick leave, or is absent for any other reason,
and to establish rates of pay for such appointments consistent with the 1995 budget
appropriations; and
BE IT FURTHER RESOLVED that authorized wage adjustments, not to exceed
the maximums contained herein, shall become effective January 1, 1995.
December 19, 2994 Z
Date Todd Paulson, Mayor
ATTEST: JJ I- W UA Kraldirvu
Deputy Clerk
The motion for the adoption of the foregoing resolution was duly seconded by member
Dave Rosene and upon vote being taken thereon, the following voted in t
favor thereof. Todd Paulson, Celia Scott, Dave Rosene, and Kristen Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
i
1
1
Member Dave Rosene introduced the following resolution and
moved its adoption:
RESOLUTION NO. 94 -277
RESOLUTION SETTING WAGES AND SALARIES FOR THE CALENDAR
YEAR 1995 EXCLUDING CITY MANAGER
WHEREAS, Section 2.07 of the City Charter for the City of Brooklyn Center
states that the City Council is to fix the salary or wages of all officers and employees of the
City; and
WHEREAS, the 1984 Minnesota Pay Equity Act requires every political
subdivision to establish "equitable compensation relationships" between its employees; and
WHEREAS, the City Council has reviewed the 1995 Employee Position and
Classification Plan; and
WHEREAS the 1995 Employee P itio and I estab
os n C C Plan that
pay increases will be awarded on a pay- for performance basis; and
WHEREAS the structure of the 1995 Ein to ee Position and Classification Plan
P Y
provides for pay increases awarded for improvements in job performances; and
WHEREAS,
REAS an individual employee's movement through their respective pay
schedule reflects a progression in corresponding levels or improved job performance.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Brooklyn Center hereby sets wages and salaries for the calendar year 1995 by adoption of the
attached Position and Classification Plan for the calendar year 1995 which sets ranges and
maximums which the City Manager shall be authorized to pay in classified positions; and
BE IT FURTHER RESOLVED that the City move an individual
manager may
employee to pay grades in the attached Position and Classification Plan but is limited to
1 authorizing increases to due to Pay Equity Act compliance by the Annual Budget constraints
adopted by the City Council; and
BE IT FURTHER RESOLVED that the 1995 City Employee Position and
Classification Plan is approved and adopted because it is generally an equitable pay plan for City
employees; however, parts of the Plan were approved and adopted solely for the purpose of
compliance with the mandate of Minnesota Statutes, Sections 471.999; that adoption of said Plan
shall create no vested rights, terms or conditions of employment or entitlement to any given level
of compensation for any employee or group of employees; that said Plan shall be subject to
continuing review and reconsideration and may be amended from time -to -time by the City
Council; and
RESOLUTION NO. 94 -277
BE IT FURTHER RESOLVED that the City Manager be authorized to employ
such part -time and temporary full- and part-time employees as may be necessary, and to
establish competitive rates of pay for such help consistent with the 1995 budget appropriations;
and I
BE IT FURTHER RESOLVED that the City Manager be authorized to make
interim appointments to fill vacant positions whenever a position is vacant because the regular
employee is on leave of absence, vacation leave, sick leave, or is absent for any other reason,
and to establish rates of pay for such appointments consistent with the 1995 budget
appropriations; and
BE IT FURTHER RESOLVED that authorized wage adjustments, not to exceed
the maximums contained herein, shall become effective January 1, 1995. i
e
December 19, 1994
Date Todd Paulson, Mayor
ATTEST:
Deputy Clerk
The motion for the adoption of the foregoing resolution was duty seconded by member
Celia Scott and upon vote being taken thereon, the following voted in
favor thereof. Todd Paulson, Celia Scott, Dave Posene, and Kristen Mann;
and the following voted against the same: none,
whereupon said resolution was declared duly passed and adopted.
r
City of f Brooklyn Center
1
1
1995 Employee Position and
1 Classification Plan
1 Table of Contents
1
Contents Schedule Paee
Positions Authorized A 1
Department Head /City Manager Pay Plan B 4
FLSA Exempt Pay Plan C 5
FLSA Nonexempt Pay Plan D 7
LELS No. 82 (Police Officers) Pay Plan E 9
Local Number 49 (Maintenance) Pay Plan F 10
Employee Insurance Benefits G 11
City Manager Compensation Agreement H 12
Personnel Expense Reimbursement Policy I 17
Employee Training Policy J 19
Retirement -Paid Health Insurance Program K 20
Severance Benefits for Laid -Off Employees Program L 22
1995 Employee Position and Classification Plan Schedule A
Regular Full-Time and Salaried Part-Time Positions Authorized
XX Exempt
Orgamzahonal Uruk Positaons From Salary
PositionAuthorized Organized Overtime. Schedule
CITY INIANAGER'S OFFICE
City b Manager 1 No Yes -Exec B
Assistant i Manager/Personnel 1 dm C
C ty Coord No Yes A
Administrative Assistant/Deputy City Clerk 1 No Yes -Adm C
Administrative Secretary/Deputy City Clerk 1 No No D
Admin/Comm Development Secretary 1 No No D
Administration/Elections
on/E ections Secre 1 No No D
Secretary
Switchboard erator/Rece tionist 1 No No D
Op p
COMMUNITY DEVELOPMENT DEPARTMENT
Director of Community Development 1 No Yes -Exec B
Planning and Zoning Specialist 1 No Yes -Prof C t
Community Development Specialist 1 No Yes -Adm C
InspectorBuilding Official 1 No Yes -Adm C
Inspector 1 No No D
Housing Inspector 1 No No D
Community Development Recept/Sec 1 No No D
Assessing Division
Assessor l No Yes -Exec C
Appraiser II 1 No No D
Assessment Technician 1 No No D
Assessing Secretary 1 No No D
Earle Brown Heritage Center
EBHC Manager 1 No Yes -Exec C
EBHC Maintenance Supervisor 1 No Yes -Exec C
EBHC Sales Director 1 No Yes -Exec C
EBHC Salesperson 3 No Yes -Adm C
EBHC Innkeeper 1 No Yes -Exec C
EBHC Maintenance Custodian 1 No No D
EBHC Secretary 2 No No D
EBHC Assistant Innkeeper 1 No No D
FINANCIAL SERVICES DEPARTMENT
Director of Finance 1 No Yes -Exec B
Assistant Director of Finance 1 No Yes -Adm C
Staff Accountant 1 No Yes -Prof C
Payroll/Personnel Technician 1 No No D
Utilities Technician 1 No No D
Accounting Technician 1 No No D
Finance Secretary 1 No No D
Data Entry Operator 1 No No D
-1-
1995 Positions Authorized Schedule A
Organizational Unit Positions From t Salary
Pos�hon Authorized Organized Overtime:: Schedule;
FINANCIAL SERVICES DEPARTMENT (Continued)
Data Processing Division
Management Information Systems Coord 1 No Yes -Prof C
vi
Liquor Stores Division
Liquor Stores' Manager 1 No Yes -Exec C
Retail Supervisor 2 No Yes -Exec C
FIRE DEPARTMENT
Fire Chief/Emergency Management 1 No Yes -Exec B
Coordinator
POLICE DEPARTMENT
Chief of Police 1 No Yes -Exec B
Police Captain 2 No Yes -Adm C
Police Sergeant 7 L #82 No E
Police Officer 34 L #82 No E
Administrative Analyst 1 No Yes -Adm C
Staff Services Supervisor 1 No Yes -Adm C
Code Enforcement Officer 2 No No D
Property Room Supervisor 1 No No D
Public Safety Dispatcher 6 No No D
Police Secretary 2 No No D
Police Classification Operator 1 No No D
Police Receptionist 1 No No D
PUBLIC SERVICES DEPARTMENT
Director of Public Services 1 No Yes -Exec B
City Engineer 1 No Yes -Prof C
Public Services Coordinator 1 No Yes -Adm C
Engineering Technician IV 1 No No D
Engineering Technician Ili 3 No No D
Public Services Administrative Aide 1 No No D
Engineering Secretary 1 No No D
Government Buildings Division
Maintenance Supervisor 1 No Yes -Exec C
Maintenance Custodian 1 No No D
Lead Custodian 1 No No D
Custodian 1 No No D
-2-
1995 Positions Authorized Schedule A
Exempt.
Organizational Unit. Positions
Fr S Saiarp
Position Authorized Organized Overtime Schedule'
PUBLIC SERVICES DEPARTMENT (Continued)
Recreation Division
Director of Recreation 1 No Yes -Exec C
Program Supervisor 3 No Yes -Adm C
Aquatics Supervisor 1 No Yes -Adm C
Golf Course Grounds Supervisor I No Yes -Adm C
Recreation Secretary 1 No No D
Streets and Parks Division
Public Works Superintendent 1 No Yes -Exec C
Supervisor of Streets and Parks Maintenance 1 No No D
Maintenance II 17 L #49 No G
Central Garage Division
Mechanic 3 L #49 No G
Night Service Person 1 L #49 No G
Public Services MIS Technician 1 No No D
Public Services Clerical Technician 1 No No D
Public Utilities Division
Supervisor of Public Utilities i No No D
Maintenance H 6 L #49 No G
'Total Reauiar Fu Tune Positions Authorized: ;153
a
r
-3-
Schedule B
City of Brooklyn Center
Department Bead and City Manager
1995 Employee Position and Classification Plan
(FLSA Exempt Positions)
Position Title Minimum Annual Maximum Annual
City Manager I $73,499 $90,771
Director of Public Services I 60,227 74,380
Director of Finance/City Treasurer 56,0001 69,160
Chief of Police 54,5481 67,366
Director of Community Development 51,1501 63,1701
Fire Chief I 47,5451 58,7181
Ranges: The lower end of the range should normally include relatively inexperienced
employees, as well as those whose performance remains below fully satisfactory levels. The top
of the range should include the normally experienced, fully satisfactory employees and represent
the established "going rates
Salary- Setting Authority: The City Manager is authorized to set salaries within the established
ranges. Upon the recommendation of the City Manager, the City Council may approve
individual salary adjustments above the maximum for those employees who have demonstrated
superior performance over a significant period on the job or at comparable levels of
responsibility or for employees whose salaries were approved above the maximum of the range
when hired.
-4-
City of Brooklyn Center SCIlEnULE C
FLSA Exempt Employees
1995 Employee Position and Classification Plan
Positions Bxelnt►t front Overtime r.
..Y.. .n...::..f
r... ,...:.Nsf. ...,,.:Fr.:$• ...r......
rr. .rrlr.. .r... .r.... r.. r:... r
M.
.n.:.... r....... .s...:... r }r.... .f r. Y:. r $,ttf
...........r, .....r... .....:....r.. ..r........ 1
r 1*:A.
vv,vl ......::.v r,..n.. r..... r 4.. Yr. n.,f,.S{.. y [�Mf■t��.{
....•.L Y...::.r•... r i .F. .f :}r n4..,.. �.�n:'n`F.r .I ti•M' !.,'.::�::"+,.:::2:
r Y. M M'.
Gab yCity Engineer
4,316 54,532 54,759 54,878 000 11 .$5,125 $5,253
Recreation 4,211 54,422 54,643 54,759 54,878 I1 $5000 $5,125
C34 IDirector of R
54,108 $4,314 $4,529 $4,643 $4,75911 $4,878 $5,000
C33 �ity Assessor
$4,008 $4 ?09 $4,419 $4,529 54.643 54,759 54,878
C32 Police Captain
Assistant City Manager /Personnel Coordinator
_C31 $3,410 $4,106 $4,311 $4,419 $4,529 $4,643 $4,759
Public Works Superintendent
Assistant Director of Finance $4,419 $4,529
(L 3 $4,103 $4,?06
iquor Stores Manager f $3,722 I $3,908 $4,103 $4,206 $4, 311
C26 M Stores
l Ma n age r Systems Coordinator $3,456 $3,629 $3,810 $3,906 $4,00
Earle Brown Ieritage. Confer Manager
C2S Planning and Zoning Specialist $3,372 $3,541 $3,718 $3,810 $3,90611 $4,003 I $4,103
t
$3,209 0 $3,370 $3,53811 $3,627 $3,719 $3,810' $3,906
r3 Public Works Coordinator
$3,131 $3,288 $3,452 $3,538 $3,627 53,718 53,411
u, C'22 Inspector/Building Official
t Staff Accountant
C21 Community Development Specialist $3,055 1` $3,208 1 $3,3691 $3,45211 $3,53911 $3,62711 $3,718
C20 Program Supervisor, Recreation $2,980 $3,129 $3,286 $3,368 $3,452 53,538 $3,627
Earle Brown Heritage Center Maintenance Supervisor
C19 Administrative Analyst, Police $2,908 $3,053 1! 3,206 $3,286 $3,368 $3 .369 $3,538
C18 EBIiC Sales Director $2,837 52,979 53,127 $3,206 $3,286 3,368 $3,453
EBIIC Innkeeper
$2,700 $2,835') $3,977" $3,051 $3,12711 $3,2061 $3,286
C16 1Maintenatnce Supervisor
C12 Staff 5.:rvices Supervisor, Police $2,446 52,568 $2,697 $2,764 52,833 52,90.3 52,977
Administrative Assistant/Deputy City Clark
R Brown Heritage Center Salesperson
52,216 52
52,327 52,443 $2,504 ,567 $2,631
CS S Liquor Retail 52,69?
Golf Course Grounds Supervisor
Aquatics Supervisor
NORMAL PROGRESSION: Minimum is starting rate. After CITY MANAGER'S DISCRETION: The City Manager is authorized to sat salaries below the minimum rate
when rformance or qualifications are loss than required for the position. The City Manager is authorized to
successful completion of probationary period, add five percent per
to staring rate. After 18 months of employment, an set salaries above ilia minimum starting rate when qualifications exceed those required for the starting rate.
additional rive lx:rcent of pay is added. Additional advances up MERIT STEPS: Merit steps of up to ten percent above the maximum rate shall only be awarded with express
to the maximum shall be at the discretion of t+e City Manager. approval of Ilia City Council as recommended by the City Manager.
�r r� r �r r r r rr �■r r r r■� ■r rr
City of Brooklyn Center SCHEDULE C
FLSA Exempt Employees
1995 Employee Position and Classification Plan
Positions ExemTA from Overtime
;..:..........•rr.... r......,.. r......,..:......r... ........J ?4:. Ta. rx
f}:?.} y;. y }:�:i:$: +.::::•iiS:Sr ""r: ::4:<?•YA:• }:r?:?.} n .v.Y.• u .r.....y..v. ...•Y, r.•i:: 4
r.............v.....v.r ?.....n •.:•::f.:Y:;: {•�r,'::L r'. is >':ri::$:•::::::v'•:, w
n., r........,....• ..:....n...., n....... Y.. v .r. 3
.....n,., Y.. k:. .n.. r..r J r.. h v. •.44 r, ;..A. Fd
r 4.
+x n.. r..:.•.,v+::: n. A r /•:.•r. }'J? ?�IMf: 14Y.��T}'.ii
}:.1?rt�: Cw,?I�e;::::;:, 'Y >:.:;ti �:�!o�i�ion::t' :.gip A
C35 City Engineer $24.903 $26.148 $27.455 $28.142 $28.94511 $29.566 n $30.305
C34 Director of Recreation $24.295 $25.510 $26.786 $27.455 $28.142 $28.845 $29.566
C33 City Assessor $23.703 524.8 0 $26.132 $26.786 $27.455 $28.142 $28.845
C32 Ponce Captain $23.125 $24.281 $25.495 $26.132 $26.786 $27.455 $28.142
Assistant City ManagerlPersonnet Coordinator
C31 Public Works Superintendent $22.561 $23.689 $24.873 $25.495 $26.132 $26.786 $27.455
Assistant Director of Finance $24,266 $24.873 11 $25.495 I $26.132
ry
C Liquor Stores Manager $21.473 11 $22.547 n $23.674
C26 Management Information Systems Coordinator $19.940 $20.937 $21.984 $22.534 $23.097 $23.674 $24.266
Earle Brown heritage Center Manager
C25 Planning and Zoning Specialist $19.454 $20.427 $21.448 $21.984 $22.534 $23.097 $23.674
t C23 Public Works Coordinator $18.516l $19.442 $20.414 $20.925 $21.448 $21.984 $22.534
luspector /Building Official $18.065 $18.968 $19.917 $20.414 520.925 $21.448 $21.984
t Staff Accountant y
C21 Community Development Specialist $17.624l $19.505l $19.431 $19.917 $20.925 $21.448
C20 Program Supervisor, Recreation $17.194 $19.054 $18.957 $19.431 $19.917 $20.414 $20.925
EBIIC Maintenance Supervisor
C19 i Administrative Analyst, Police $16.775 $17.614 $18.494 $18.957 $19.431 11 $19.917 $20.414
C18 EB11C Sales Director $16.366 $17.184 $18.043 $18.494 $18.957 $19.431 $19.917
EB1tC Innkeeper
Ct6 (Maintenance Supervisor $15.57711 $16.356 $17.17411 $17.60311 $18.04311 $18.494 S18.957
C12 Staff Services Supervisor, Police $14.112 $14.818 $15.559 $15.948 $16.346 $16.755 $17.174
Administrative Assistant/Deputy City Clerk
Earle Brown heritage Center Salesperson
C8 Supervisor, Liquor Retail $12.785 $13.424 $14.095 $14.448 $14.809 $15.179 $15.559
Golf Course Grounds Supervisor
Aquatics Supervisor t
NORMAL PROGRESSION: Minimum is starting rate. After CITY MANAGER'S DISCRETION: The City Manager is authorized to set salaries below the minimum rate
successful completion of probationary period, add five percent when performance or qualifications are, less than required for the position. The City Manager is authorized to
to starting rate. After 18 months of employment, an set salaries above the minimum starting rate when qualifications exceed those required for the starting rate.
additional five percent of pay is allot. Additional advances up MERIT STEPS: Merit steps of up to ten percent above the maximum rate shalt only be awarded with express
to ilia maximum shall W at the discretion of the City Manager, approval of ilia City Council as recommended by the City Manager.
City of Brooklyn Center SCHEDULE D
FLSA Nonexempt Employees
1995 Employee Position and Classification Plan
Positions Not Exempt fro n Overtime
x.•r:: v.:::::: }.:v:.�:: f St:N..Y C n r: r .f+ w i f ,+y::
f f f fi i t P.Y r
T. ..v n...u... ......v.. r... X.......; J.. v. r,{ .v. Y. h' :f
7.r
t y;Yy�
h::. r }v,..v; .•r. >/'..f f .'Y. y y r F.. yam. /'l: r'f.•3 :$v• f 3
r.. r....... Y .i?•;. >...fi;r•, +t >r•. .::r r. ..X r t..il�.8., .r:5: .fin r. ►f AJ4i!1L:` jy�� fi•.uf�. �•1 ;•::$;ir'... 3}h 1} f
.....0 ....nfi n: u? .r. r:..0 r..} .n.... v .ui. f .•Y :..r... v r�., f i :T f f•�%i:ti t
2...:.. r........r ...............r .r.: r .:..v..:... ...3... f 0 ?•Rr{r...
fi..v.... v. .v f r.:? hr. „f
n... ....f r..... r r n, u:.4:�. •3Y..
..v :.....i v .n rY... ...ih.�.2 .dpi ylyy,, ri v .q r. r
v..n.. Yu 4y$ ,r •.};r.F.:::. .:::::..v::: }:n; ii:$;:
r}. u.. v F.....n.....vrY. ...7• r... r. •v: v ,u i. ��7�� }�.f.. 'i{.. }.4
n?u f.v. r.r f In :5: 1. a �n vti.
'2 f
r. a d}•.
nu I r. :r qq }µKS }:•:.v:::
..r .r. .a.. r. v. Y'.:v: %A:• 2 %;;'t::`$$$y:u:
i;;::1t'"iry:t',rructee ._.E }�rr..<.<;2:,::f<r.;:. •:�''t,�itiart��iX�� ?:4:r..:. ?,i..:..{,�i,...f.` !•:.r.:.,lf..�,.14.. f. }:x.ry.� x� ..�1�,<..h_....�.m.r. :.r:fi,,
D37 Engineering Technician IV $18.866 $19.810 $20.800 $21.320 $21.853 $22.399 $22.959
Supervisor of Streets and Parka
D34 Appraiser If $17.519 $18.395 $19.315 $19.7981 $20.293 $20.800 511.320
D33 Supervisor of Public Utilities $17.092 $17.947 $18.844 $19.3151 $19.798 $20.293 $20.800
D31 inspector, Community Development $16.268 $17.082 $17.936 $18.384 $18.844 $19.315 $19.798
D27 Engineering Technician 111 $14.738 $15,475 $16.249 $16.655 $17.072 $17.498 $17.936
public Servicca MIS Technician
D25 UowaingInspector $14.028 $14.730 $15.466 $15.853f $16.249 $16.655 $17.072
D24 Maintenance Custodian $13.686 $14.370 $15.089 $15.4661 $15.853 $16.249 $16.655
D21 Administration SecrelarytDepuly City Clerk $12.709 $13.344 $14.011 $14.362 $14.721 $15.089 $15.466
1
Public Services Administrative Aide
v
D20 Lzad Custodian $12.399 $13.019 $13.670 $14.011 $14.362 $14.721 $15.089
1
Payroll/Personnel Technician
Public Safety Dispatcher
Facie Brown heritage Center Maintenance Custodian
Assessment Technician
D17 (11 ifi ties 'faauucian $11.514 $12.089 $12.694 $13.011 $13.336 $13.670 $14.011
Accounting T"linician
D14 Code Enforcement Officer $10.691 $11326 $11.787 $12.082 $12.384 $12.694 $13.011
Property Room Supervisor
Police Classification Operator
Engineering Secretary
Assessing Secretary
D13 Finance Secretary $10.431 $10.952 $11.500 $11.787 $12.083 $12.384 $12.694
Police Secretary
Data Entry Operator
Recreation Secretary
Earle Brown Heritage Center Secretary
Comm Development Receptionist /Secretary
Adm /Comm Development Secretary
Administration /Elections Secretary
Public Services Clerical Technician
r� rr rr r r irr r rr r, �r r �r r rr, r� i■r r
City of Brooklyn Center SCHEDULE D
FLSA Nonexempt Employees
1995 Employee Position and Classification Plan
Positions Not Exempt from Overtime
t S ::•::•:Y',:e•: s ,.,JS ,.•r:, .vat• Jars..• >r
r.... '•..,...,....r. .r t .irv.. r..: rr. F:v }}i• ...a
r.r ...r.r.rr.... .r: r. r:r. r. rr....F. Fr.rrrrr. J r
n....... r.. ....r 'i r e ..5.. i .Fi
y r• y�,
v:::::, v; r.....:..... n:: :..::rrvFv r::: :ar:•sS•:.aJ�R: F v�.... r...
�:��Mx;(��rlyda Y w i, }�'<�Itit�rt.�.�'tlto :r,. ,,,..A,<. ,..�.i:. F :.,.::r..:.:. i JG
D8 Switchboard Operator Receplionist $9.219 $9.680 $10.164 $10.418 $10.679 $10.946 $11.219
Police Receptionist
EDIIC Assistant Innkeeper
D6 Cuslodiju $8. 775 1 $9.214 $9.674 r $9 $10.1 $10.418 $1
NORMAL. PROGRESSION: Minimum is starting ratio. After successful completion of probationary period,
add live percent to starting rate. After IS months of employment, an additional rive percent of pity is added.
Additional advances up to the maximum shall be at the discretion of the City Manager.
CITY MANAGER'S DISCRETION: The City Manager is authorized to set salaries below the minimum rate
whoa performance or qualificstions are less than required for the position. The City Manager is authorized to
1 act salaries alwve llw minimum starling rate when qualification@ exceed those required for the starting rate.
1 MERIT STEPS: Merit steps of up to ten Percent #love lite maximum rate shall only be awarded with express
approval of llw City Council as recommended by the City Manager.
Schedule E
Page Left Blank Intentionally
No settlement for LELS No. 82
Police Officers and Sergeants
As Of
December 15, 1994
Negotiations in Process
1
-9-
Schedule F
Local Number 49 (Maintenance) Positions
Hourly Base Wage Rate Schedule
NOTE: The following wage schedule will be in effect January 1 of each respective year:
P Y
Hourly ,Base Hourly Base`:
Pasrtioa Ste Wage Rate Wage Xtate
Maintenance III i $15.711 $16.18
Maintenance 11 1 15.111 15.56
Maintenance I IStep 3 14.061 14.48
Maintenance I II Step 2 13.021 13.41
Maintenance I 1 Step 1 11.97 12.33
I 1 1
Maintenance I I Beginning 10.911 11.241
Mechanic
15.751
1 16.221
Night Service Person 1 i 14.861 15.31
Welding
C 15.44 15.90
I I
Crew Leader 15.88 16.36
(Assigned by supervisor)
Working Out Of Classification Pay
Employees required by the employer to operate certain items of heavy equipment will be paid
the Maintenance III rate of pay for those hours assigned to the unit. Employees hired after
February 7, 1984, in the Maintenance I classification who are required by the employer to
operate certain items of light equipment will be paid the Maintenance II rate of pay for those
hours assigned to the unit.
Standby Pay
Public utility employees who are designated by their supervisor to serve in a "standby status
on behalf of the City on a weekend will receive as compensation for such service five hours of
overtime pay for the period beginning the end of the work day Y on Friday and ending the start
of the work day on Monday when serving in such status.
Public utility wh g
ty o are desi by their supervisors to serve in a "standby" status
on behalf of the i g
C t on a week ni ht (Monday Wednesday, or Thur
Y a (M y, y, that is not
Y
a holiday will receive as compensation for such service one hour of overtime for each week
night served in such status.
Public utility employees who are designated by their supervisors to serve in a "standby" status
on behalf of the City on a holiday will receive as compensation for such service two (2) hours
of overtime pay for each holiday served in such status. Such standby pay shall be in addition
to other compensation which the employee is entitled to under this agreement.
-10-
Schedule G
1995 Employee Insurance Benefits
International Union of Operating Engineers, Local No. 49, AFL -CIO
1995 The City will contribute, effective with insurance premiums due January 1, 1995,
payment of an amount not to exceed $335 per month per employee toward the cost of
coverage under the Brooklyn Center group hospital /medical insurance plans and group r
dental insurance as fringe benefit compensation for full -time employees and eligible
dependents. Dental insurance not to exceed $30 per month. In addition, the City will
provide a $10,000 group term life insurance policy.
1996 The City will contribute, effective with insurance premiums due January 1, 1996,
payment of an amount not to exceed $350 per month per employee toward the cost of
coverage under the Brooklyn Center group hospital/medical insurance plans and group
dental insurance as fringe benefit compensation for full-time employees and eligible
dependents. Dental insurance not to exceed $30 per month. In addition, the City will
provide a $10,000 group term life insurance policy.
Nonorganized City Employees t
The City will contribute, effective with insurance premiums due January 1, 1995, payment of
an amount not to exceed $335 per month per employee toward the cost of coverage under the
Brooklyn Center group hospital /medical insurance plans and group dental insurance as fringe
benefit compensation for full-time employees and eligible dependents. Dental insurance not to
exceed $30 per month. In addition, the City will provide a $10,000 group term life insurance
policy.
City lblanager
As provided in the City Manager's personal service contract.
Law Enforcement Labor Services, LEIS No. 82
No settlement as of December 15, 1994 Negotiations in process
-11-
Schedule H
1995 City Manager's Compensation Agreement
THIS AGREEMENT, made and entered into as of this 20th day of December 1994 by
and between the City of Brooklyn Center, State of Minnesota, a municipal corporation
(Employer), and Gerald G. Splinter (Employee).
WITNESSETH:
WHEREAS, Employer desires to employ the service of Employee as City Manager of
the City of Brooklyn Center; and
WHEREAS, it is the desire of the City Council (Council) to provide certain benefits,
to establish certain conditions of employment, and to set working conditions of the Employee;
and
WHEREAS, it is the desire of the Council to: (1) secure and retain the services of
Employee; (2) make possible full work productivity to assuring Employee's morale and peace
of mind with respect to future security; and (3) act as a deterrent against malfeasance or
dishonesty for personal gain on the part of Employee.
NOW, THEREFORE, in consideration of the mutual covenants contained in this
agreement, Employer and Employee agree as follows:
Section 1. Duties.
Employer agrees to employ Employee as City Manager to perform the functions and
duties specified in the Charter of the City and the City Code and to perform other legally
permissible and proper duties and functions as the Council may from time -to-time assign to
Employee.
Section 2. Term.
A. Nothing in this agreement prevents, limits, or otherwise interferes with the right of
the Council to terminate the services of Employee at any time, subject only to the
provisions set forth in Section 3 of this Agreement.
B. Nothing in this agreement prevents, limits, or otherwise interferes with the right of
the Employee to resign at any time, subject only to the provisions of Section 3 of
this Agreement.
C. r Employee a
gees to remain in the exclusive employ of Employer and neither to
accept other employment nor to become employed by any other employer during
the term of his employment.
The term "employed is not to be construed to include occasional teaching, writing,
consulting, or military reserve service performed on Employee's time off.
-12-
1995 City Manager's Compensation Agreement Schedule H
Section 3. Termination and Severance Pay.
Y
A. In the event of dismissal by the Council, the Employee shall be notified at least 30
days in advance of the effective date of dismissal and shall be furnished a written
statement of the reasons therefor, and further, shall be granted a hearing thereon,
if requested.
B. In the event of voluntary resignation or death, the Employee shall receive severance
pay based on 100 percent of his unused vacation leave and one -third of his unused
sick leave.
C. In the event of involuntary resignation or dismissal, severance pay based on 100
percent of his unused vacation leave and one -third of his unused sick leave plus six
months pay (to include health, dental, and life insurance premiums) shall be paid
to the Employee. However, in the event that the Employee is terminated because
of his conviction of any illegal act involving personal gain to him, the Employer
shall have no obligation to pay the six- months severance sum designated in this
paragraph.
D. The Employee will give Employer 30 -days notice in advance of resignation, unless e
the parties agree to waive this notice.
Section 4. Salary.
Employee's salary for 1995 shall be $85,200 per annum and adjustment to the
Employee's salary shall be reviewed annually in conjunction with the establishment of salaries
for City employees.
Section 5. Hours of Work.
It is recognized that Employee must devote substantial time outside normal office hours
to business of the Employer; therefore, Employer recognizes that Employee will take time off
during normal office hours consistent with Federal Fair Labor Standards Act regulations.
Section 6. Automobile.
Employee shall receive $250 per month if the Employer does not provide a car for the
Employee's 24 -hour business use.
Section 7. Vacation and Sick Leave.
Employee shall be granted sick leave and holiday benefits granted to other employees and
will earn four weeks vacation per year.
-13-
1995 City Manager's Compensation Agreement Schedule H
Section 8. Disability, Health, and Life Insurance.
The full premium cost for individual and family coverage under the Brooklyn Center
group health and dental plan and /or insurance plan and the full premium cost for two times
Employee's annual salary of term life insurance under the Brooklyn Center group life insurance
plan shall be paid by the Employer on the Employee's behalf. It may be necessary, in order to
maintain IRS nontax status of all employee insurance benefits, to modify this section of the
Employee's compensation package. If the Director of Finance recommends modification in the
payment of the Employee's insurance benefits as the simplest and most effective method for
assuring "qualification of Brooklyn Center's employee group insurance plans under IRS
regulations, then the Employee's salary is to be adjusted an equivalent amount to compensate
for any reduction in insurance benefits.
Section 9. Retirement.
Minnesota State Law provides city managers with a choice of pension plans: PERA or
a deferred compensation fund. Employer will contribute to the qualified fund of the Employee's
choice a dollar amount equivalent to the required PERA contribution.
Section 10. Dues and Subscriptions.
Employer agrees to budget and to pay for professional dues and subscriptions of
Employee necessary for his continuation and full participation in national, regional, state, and
local associations and organizations necessary and desirable for his continued professional
participation, growth, and advancement and for the good of the Employer.
Section 11. Professional Development.
Employer will, at a minimum, provide the cost for the Employee to attend the state
and/or national ICMA conferences or job- related courses, seminars, or training of equivalent
cost.
Section 12. General Expenses.
Employer recognizes that certain expenses of a nonpersonal and generally job affiliated
nature will be incurred by Employee and agrees to reimburse or to pay those general expenses.
Section 13. Indemnification.
Employer will defend, save harmless, and indemnify Employee against any tort,
professional liability claim or demand, or other legal action, whether groundless or otherwise,
arising out of an alleged act or omission occurring in the performance of Employee's duties as
City Manager. Employer will compromise and settle any claim or suit and pay the amount of
any settlement or judgment rendered thereon. Nothing herein shall be deemed a waiver on the
limitations of the liability set forth in Minnesota Statutes Chapter 466.
-14-
1995 City Manager's Compensation Agreement Schedule H
Section 14. Bonding.
Employer will bear the full cost of any fidelity or other bonds required of the Employee
under any law or ordinance.
Section 15. Other Terms and Conditions of Employment.
The Council, in consultation with the Employee, may fix such other terms and conditions
of employment as it may determine from time -to -time relating to the performance of Employee,
provided those terms and conditions are not inconsistent with or in conflict with the provisions
of this Agreement, the City Charter, the City Code, or any other law.
Section 16. No Reduction of Benefits.
Employer will not at any time during the time of this Agreement reduce the salary,
compensation, or other financial benefits of Employee, except to the degree of such reduction
across -the -board for all employees of the Employer or as otherwise agreed by Employer and
Employee.
Section 17. Notices.
Notices pursuant to this agreement are given by deposit in the custody of the United
States mail, postage paid, address as follows:
A. Employer: City of Brooklyn Center, Minnesota
Mayor
6301 Shingle Creek Parkway
Brooklyn Center, MN 55430- 2199
B. Employee: Gerald G. Splinter
City Manager
6301 Shingle Creek Parkway
Brooklyn Center, MN 55430 -2199
Alternatively, notices required pursuant to this Agreement may be personally served in
the same manner as is applicable to process in a civil action. Notice shall be deemed given as
of the date of personal service or as of the date of deposit of such written notice in the United
States mail.
Section 18. General Provisions.
A. This Agreement constitutes the entire agreement between the parties.
B. This Agreement shall be binding upon and inure to the benefit of the heirs at law
and executors of Employee.
C. This Agreement is effective on January 1, 1995.
-15
1995 City Manager's Compensation Agreement Schedule H
D. This Agreement may be amended at any time by mutual consent of Employer and
Employee.
IN WITNESS WHEREOF the City f Brooklyn Center b its City Council has caused
tY Y Y Y
this Agreement to be executed and delivered in its behalf by its Mayor and duly attested by its
Deputy City Clerk, and the Employee has executed this Agreement as of the day and year first
above written.
THE CITY OF BROOKLYN CENTER, MINNESOTA
EMPLOYER
B
Todd Paulson, Mayor
Attest:
1
Sharon Knutson, Deputy City Clerk
EMPLOYEE
'Gefald G. Splinter
-16-
Schedule I
1995 Personnel Expense Reimbursement Policy
It is necessary that there be a uniform policy of reimbursement for travel, lodging, meals, and
mileage expenses incurred by City employees and officials while performing their duties as
representatives of the City of Brooklyn Center.
It is also necessary that existing reimbursement policies be reviewed annually and be adjusted
when necessary to reflect the current costs of travel, lodging, meals, and the use of personal
automobiles for business use.
Therefore, all existing reimbursement policies are hereby amended to be as follows for costs
incurred on January 1, 1995, and thereafter:
A. Reimbursements of travel expenses are intended to refund actual costs incurred by City
employees and officials while traveling as authorized representatives of the City of
Brooklyn Center.
B. In order to uali for travel reimbursement trips to a destination exceeding q fy P g 100 miles
from Brooklyn Center must have the prior approval of the City Manager.
C. Requests for travel advances intended to defray costs incurred while on a trip and prior
to submission of an expense report shall be submitted to the City Manager for approval
at least seven days in advance of the trip.
D. Travel advances shall be limited to 90 percent of the estimated expenses for lodging,
meals, and other related travel expenses. Costs of transportation and registration shall be
advanced in full.
E. A properly verified, itemized expense claim shall be submitted to the Ci ty Manager for
approval within ten days following the date of return from an authorized trip. Expense
claims shall be accompanied by receipts for:
1. Transportation costs to and from the destination via coach, tourist, or economy class
transportation.
2. Lodging costs not to exceed a reasonable single occupancy rate as determined by the
City Manager.
3. Conference or meeting registration fees.
4. Any unusual items for which advance approval has been obtained from the City
Manager.
F. The mode of transportation must be approved by the City Manager prior to any authorized
trip. Personal automobile use for authorized trips will be reimbursed at a rate consistent
with IRS regulations, or an amount equal to air travel tourist class, whichever is lesser.
-17-
1995 Personnel F- xpense Reimbursement Policy Schedule I
G. Reimbursement for meals while on authorized travel will be for actual expenditures with
a maximum of $31 per day allowable, plus a maximum of 15 percent gratuities. When
traveling for less than a full day, the following per meal maximums will be allowed:
Breakfast 7.00
Lunch 9.00
Dinner 15.00
H. Employees and officials of the City shall be reimbursed for luncheon and dinner costs as
authorized by the City Manager in accordance with the following provisions:
1. The full cost shall be reimbursed for meals which are a scheduled activity of a
conference or meeting and the cost of such meals is not included in the registration
fee.
2. The entire cost of related meals shall be reimbursed to those employees or officials
designated to represent the City at meetings or other City business functions that the
Council or City Manager deems necessary.
I. Employees or officials of the City who, in the conduct of official City business, are
authorized or required to use their personal automobiles for transportation shall be
reimbursed at the rate consistent with IRS regulations for mileage incurred in the conduct
of such business. An itemized mileage expense claim must be submitted to the City
Manager for approval.
J. Certain employees of the City are required to drive a City vehicle to their home and keep
it there while off duty. They must do so to be able to respond to emergency situations.
These emergency situations include fire and police protection, civil defense, and restoring
City services such as water, sewer, and streets. It may also be necessary to keep a City
vehicle at home for security purposes or other City business purposes. These vehicles
must be used for City business use only and cannot be used for the personal use of any
employee. The employees who are authorized to keep a City vehicle at their home on a
regular basis while off duty are as follows:
1. Director of Emergency Management
2. Chief of Police
3. Fire Chief
4. Supervisor of Street and Parks Maintenance
5. Supervisor of Public Utilities
b. Liquor Stores' Manager
-18-
Schedule J
1995 Employee Training Policy
In 1964, the City Council established a policy pertaining to employee training. The purpose of
the policy is to promote and encourage employees of the City of Brooklyn Center to pursue
further education and training to increase awareness and proficiency in their positions.
In support of this policy, is hereby amended to be as follows for costs incurred on
Po Y� Y
January 1, 1995, and thereafter:
Voluntary Parti Trainin
r
The City of Brooklyn Center will reimburse to City employees attending job related courses who
have been employed by the City of Brooklyn Center, on a full -time basis of a period of at least
18 months, 60 percent of the cost incurred by the employee for the payment of tuition, fees, and
purchases of textbooks required aired for such courses provided war
P eQ r P
o d d the listed belo a met.
Employees who have been employed by the City of Brooklyn Center on a full -time basis with
at least five complete years of employment will receive 75 percent of the cost incurred for
tuition, fees, and textbooks, provided the following conditions have been met:
A. The course has been approved by the City Manager prior to registration for, or
participation in, the course.
B. The employee attains a grade of "C" or better in the course; or in those cases where
a
rades are not assigned the employee a p oyee must show proof of .satisfactory comp letion of the
course.
C. The employee has submitted, on forms to be provided by the City Manager's office, a
written critique of the course, stated the value of the training to his or her position, and
made such suggestions as may be pertinent for the conduct of future training sessions.
at course sessions has been satisfact
I
D. The attendance of the employee
rY
E. Individuals who are receiving compensation or reimbursement for education costs from
the federal or state government shall not be eligible for additional reimbursement from the
City.
Required Participant Training
In those instances where the City Manager deems it necessary or advisable that an employee
attend training sessions, the City shall pay all costs for fees, tuition, and textbooks. The
employee shall attend such courses or training sessions on his or her regular work time, or if
such courses are only after regular work hours, compensatory time shall be granted to the
employee. Upon completion of the training, the employee shall submit a critique of the course
as required in paragraph C above.
-19
Schedule K
1995 Retirement -Paid Health Insurance Program
Minnesota Statutes 1990, Section 471.6 1, requires local governments to allow a former employee
and the employee's dependents to continue to participate indefinitely in the employer sponsored
hospital, medical, and dental insurance group that the employee participated in immediately
before retirement, provided the former employee is receiving a disability benefit or an annuity
from a Minnesota public pension plan other than a volunteer firefighter plan, or has met age and
service requirements necessary to receive an annuity from such a plan. However, the statutes
do not mandate that the City contribute towards the payment of the premium for such insurance.
The City Council has determined it is in the best interest of the City of Brooklyn Center that
retiring employees have available to the, at their option, a quality health insurance program and
that the City should participate in the cost of that health insurance program, for long -time
employees until the retiree reaches age 65 or becomes eligible for Medicare coverage.
On August 13, 1990, the City Council adopted Resolution Number 90-166 establishing the City's
Retirement Health Insurance Program with the intent to provide retirement health insurance
coverage for employees retiring after that date and on or before December 15, 1995. However,
Minnesota Statutes 179A.20, Subdivision 2a, limits the period of time which a City may obligate
itself to pay benefits provided by Resolution Number 90 -166. The City Council has determined
the period shall be one year. The Council has also determined it is in the best interest of the
City to continue such benefits as are provided by Resolution Number 90 -166 and to include the
program with the City's Employee Position and Classification Plan.
Therefore, the City Council has determined to continue the Retirement Health Insurance
Program with the following provisions:
A. Qualified employees shall have the option of retaining membership in the City of Brooklyn
Center's employee health insurance plan for which the City will pay the single person
premium until such time as the retiree is eligible for Medicare coverage or at age 65;
whichever is sooner. If the retiree desires to continue the family coverage and if such
coverage is available under the City's policies, the additional cost for family coverage
shall be paid monthly by the retiree to the City of Brooklyn Center. In lieu of City
payment of the single- person premium, the qualified employee may elect to receive a
lump -sum payment of an amount calculated by multiplying the number of months between
the date on which the employee retires and the employee's 65th birthday times the
monthly average single person premium which the City is paying for employees at the
time of the employee's retirement.
B. To qualify under this program, an employee, on the day of his/her retirement, must meet
eligibility requirements for a full- retirement annuity under PERA or PERA Police without
reduction of benefits because of age, disability, or any other reason for reduction. In
addition, to be eligible for this program, an employee must have been employed full time
by the City of Brooklyn Center for the last ten consecutive years prior to the effective
date of his/her retirement. Employees participate in this program on a voluntary basis.
-20-
1995 Retirement Health Insurance Program Schedule K
C. Eligible employees, as described in provision "B" above, who become disqualified from
participation under the policies of the City's health insurance carriers because of a move
out of the service area of such carriers, may elect to continue participation in this program
as follows: The employee may recommend to the City an insurance carrier providing
health insurance in the area to which the employee has moved. Upon approval of the
carrier by the City, qualification for coverage by the employee and submission of any
additional information reasonably required by the City, the City will make monthly
payments to the carrier on behalf of the employee for premiums for such policy up to the
amount paid by the City for the lowest single- person premium of the City's employee
health insurance plans at the time of payment. Any additional amount required shall be
paid by the eligible employee. Eligible employees electing this option must prove
residence in a noncovered geographic area and must submit a written notice of election
to the City Manager on a form provided by the City. Once an eligible employee has been
removed from coverage under the City's group health insurance plans pursuant to such
an election, the employee may not thereafter re -enter the group and will not be covered
under the City's group policies.
D. The City Manager is authorized to administer the Retirement Health Insurance program
and to fund this program from the City of Brooklyn Center's Employees' Retirement Fund
until such funds are depleted, at which time the program will be funded from the General
Fund.
E. The obligations imposed on the City by the program are subject to the limitations of law,
including Minnesota Statutes 179.20, Subdivision 2a, pursuant to which such obligations
will expire unless re- enacted from time -to -time by the City Council,
F. In accordance with rovision "E" above the rog
provisions of this ram shall apply only
P P program Y Y
to employees retiring on or before December 31, 199
G. In the event the City iscontinues providing group health insurance coverage for active
ty P gg P 0
employees or in the event the City discontinues this program any time after the date
specified in provision "F" above, all benefits provided for in this policy, including
benefits to retirees under the program, will also be discontinued.
H. In the event the City decides to discontinue the Retirement -Paid Health Insurance Program
for active employees at the next expiration date, consideration will be given to continue
the program for employees who had previously retired under the provisions of the
program.
-21-
Schedule L
1995 Severance Benefits For Laid -Off Employees Program
1 Due to severe budget constraints, the City Council has found it necessary in some budget years
to reduce the number of City employees through layoffs. To recognize the hardship of such
layoffs, the City Council has determined it is in the best interest of the City of Brooklyn Center
to offer some severance benefits to certain employees.
Therefore, the City Council has determined to offer the Severance Benefits for Laid -Off
Employees Program with the following provisions:
A. Employees qualified for severance benefits are those who are employed in a full-time
capacity as a benefits- earning employee with the City of Brooklyn Center at the time of
layoff and will not be re- employed by the City in another full -time position. Employees
participate in this program on a voluntary basis.
B. At the City's expense, qualified employees may, at their choosing, participate in an
outplacement service at a cost not to exceed $2,000 or within six months of layoff,
whichever is reached first. Outplacement services consist of a career assessment, resume'
development, cover letter writing assistance, interviewing skills, networking, and
developing job resources, all of which are provided by a professionally qualified
outplacement service.
C. The qualified employees will be allowed to continue health and life insurance coverage
held at the time of layoff pursuant to COBRA law. The City will pay the portion of the
premium costs for which other City employees are eligible for a period of three months
after the lay -off date or earlier if other coverage is provided by another employer.
D. In addition to any other severance pay to which the qualified employee is entitled,
severance pay equal to two weeks salary shall be paid to qualified employees who have
been employed by the City less that ten years; and severance pay equal to four weeks
salary shall be paid to qualified employees who have been employed full -time by the City
for ten or more years.
E. The City Manager is authorized to administer the Severance Benefits for Laid -Off
Employees Program and to fund this program from the City of Brooklyn Center's
Employees' Retirement Fund until such funds are depleted, at which time the program
will be funded from the General Fund.
F. In the event the City discontinues providing group health insurance coverage for active
employees or in the event the City discontinues this program, all benefits provided for in
provision "C" above paid for by the City will also be discontinued.
-22-
ppPEND� III
CAPIT
IM pgpVEME NT
1 Ak M
1
1
1
1
1
1
1
1
1
i
1 44i
L
I
r
r�
r
r
r
r
v
1
C of Brooklyn Center
1
December, 1994
r
r
r
r
TABLE OF CONTENTS
Pase
INTRODUCTION ............................1 -2
CAPITAL IMPROVEMENTS PROGRAM
A. Public Works
Street Improvements 10
Sidewalk/ Trail Improvements 11
Water Utility 12
Sanitary Sewer Utility 13
Storm Drainage Utility 14
B. Parks and Recreation 15
C. Facilities and Equipment
Government Buildings 16
Data Processing 17
Vehicles and Equipment 18
D. Community Development 19
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 2CIP, 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
1995 -2004 CAPITAL IMPROVEMENTS PROGRAM
INTRODUCTION
The City of Brooklyn Center believes that it is a necessity to periodically review and update its
Capital Improvements Program (CIP). By such a review, the Council and staff are better prepared to
evaluate needs, meet the financial restrictions facing governmental bodies, and adjust to changing
conditions.
No city can afford to accomplish every proposed project. Therefore, a methodology must be devised
to determine which projects are of highest priority. The CIP presents a schedule of public
improvements for the community over a ten year period. This program takes into consideration the
community's financial capabilities as well as its goals and priorities. Consideration of this report in
concert with the annual budget review provides a better understanding of the demands on the City's
financial resources in the coming years.
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 icall funded from revenue sources other than the general fund.
tYP Y g
Maintenance of these improvements is primarily funded by the general fund. The CIP is directly
linked to the goals and policies, land use and community facility sections of the Comprehensive Plan,
since these sections indicate general policies of development, redevelopment, and the maintenance of
the community. Consequently, the primary objective of the CIP is to integrate the specific goals,
policies, and recommendations contained in the City's plan with its capability to pay for and maintain 1
capital improvements.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 1
CAPITAL IMPROVEMENTS PROGRAM 1995 -2004
A summary of the proposed capital improvements by functional area for the ten year period of 1995
through 2004 is shown in Table 1. A summary by funding source is shown in Table 2. These tables
are summaries of the detail expenditures shown in Exhibit A. All costs shown are based on 1994 -95
estimated costs, with no adjustment for inflation.
Table 3 shows the effect the proposed capital outlays would have on some of the various sources
available to fund them.
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 based on
present knowledge and expected conditions.
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 City's judgment of what is necessary to
maintain its infrastructure in good condition, and to provide those facilities which are necessary to
support the public services (public safety, park and recreation, senior programs, etc.) through the year
2004.
The Capital Improvements Fund Expenditure Policy (see Appendix details requirements which
must be met for projects proposed to be financed through the Capital improvements Fund. The
Capital Improvements Fund is the primary "unrestricted" fund for capital improvements available to
the City Council. Other funds are limited to specific types of improvements, such as water system
improvements, road construction, or vehicle replacements. Projects financed via this fund typically
include park improvements, and repair, remodelling, or construction of community facilities, such as
the Community Center, City Hall, the two Fire Stations, and the Central Garage.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 2
TABLE 1 Capital Improvement Program Summary by Functional Area
"Where The Funds Would Be Spent"
:.,•r::
r r ..•.•::.•:.,v: x::.v:. x:G...... v. .:.:v: ........w::: ;r•; rw: r r....:::.
16-Dec-94 ,19: 5i.......:...:...:....... .......r<
PUBLIC UTILITY IMPROVEMENTS:
Water Utility Capital Projects 445,000 673,000 405,000 200,000 521,000 5,450,000
Sanitary Sewer Utility Capital Projects 1,629,000 1,129,000 329,000 330,000 525,000 1,400,000
Storm Drainage Utility Capital Projects 2,980,000 200,000 500,000 525,000 650,000 3,250,000
SUBTOTAL $5,054,000 $2,002,000 I $1,234,000 $1,055,000 I $1,696,000 $10,100,000
SIDEWALK/TRAIL IMPROVEMENTS:
Off- Street Trails 125,000 50,000 0 0 0 0
On- Street Trails 20,000 10,000 10,000 10,000 10,000 41,000
Sidewalks 127,000 60,000 25,000 25,000 25,000 125,000
SUBTOTAL $272,0001 $120,0001 $35,0001 $35,000 $35,000 166,000
PARK IMPROVEMENTS $2,385,100 $5,264,700 $270,000. $0 $0 $0
COMMUNITY DEVELOPMENT $2,950,000 $950,000 $6,200,000 $200,000 $200,000 $1,250,000
PUBLIC BUILDINGS $1,888,700 $9,275,000 $0 $0 $0 $750,000
STREET IMPROVEMENTS:
Sealcoating 120,000 120,000 120,000 120,000 120,000 600,000
Signals 150,000 275,000 0 0 0 0
State Aid Street Projects 2,073,000 2,921,000 415,000 0 727,000 1,272,000
Other Street Projects 1,648,500 3,040,205 1,701,500 1,912,500 1,818,100 450,000
Landscaping 170,000 0 0 0 0 0
SUBTOTAL $4,161,500 $6,356,205 $2,236,500 $2,032,500 2,665,10 0 $2,322,000
CAPITAL EQUIPMENT:
Data Processing 123,330 290,000 200,000 110,000 35,000 175,000
Other Equipment 624,200 275,000 750,000 250,000 0 0
City Vehicles 446,200 998,600 511,000 412,000 233,200 1,101,800
SUBTOTAL $1,193,730 $1,563,600 $1,461,000 $772,0001 $268,2001 $1,276,800
GRAND TOTAL $17,905,030 $25,531,505 $11,436,500 $4,094,500 $4,864,300 $15,864,800
City of Brooklyn Center
Capital Improvement Program, 1995 -2004
By Functional Area
Water
Other Street Improvements 10%
15% Sanitary Sewer
7%
State Aid Streets Storm Drainage
9% 10%
Trails Sidewalks
1%
Community Development Public Buildings
15 15%
Capital Equipment Park Improvements
8 10%
Total Proposed $79,696,695
TABLE 2 Capital Improvement Program Summary by Fund
"Where the Funds Would Come From"
::•r::;: .:iw;: v:v:•Y n...k... w::;: v: n' vii:. {w:
16-Dec-94
4
WATER UTILITY $609,500 $1,153,125 $690,000 $450,000 $562,000 $5,562,000
SANITARY SEWER UTILITY $1,651,500 $1,260,126 $364,000 $330,000 $578,000 $1,439,000
STORM DRAINAGE UTILITY $1,930,000 $501,149 $586,000 $525,000 $650,000 $3,250,000
MSA- REGULAR ACCOUNT #1496 $1,160,000 $2,308,025 $247,000 $0 $502,000 $768,000
MSA LOCAL ACCOUNT #2900/11 $1,064,000 $820,970 $176,000 $125,000 $114,000 $735,000
SPECIAL ASSESSMENTS $2,008,800_ $1,469,000 $729,000 $750,250 $946,500 $234,000
CAPITAL IMPROVEMENTS FUND $942,700 $612,500 $500,000 $0 $0 $0
GOLF COURSE FUND $158,200 $90,000 $200,000 $0 $0 $0
LIQUOR STORE FUND $0 $6,500 $0 $0 $0 $0
CENTRAL GARAGE FUND $365,100 $633,600 $425,000 $412,000 $233,200 $1,101,800
EDA LEVY $21,900 $6,500 $50,000 $0 $0 $0
TIF FUNDS $3,300,000 $1,057,810 $6,150,000 $0 $0 $0
CDBG FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $625,000
HERITAGE CENTER REVENUE $37,800 $0 $0 $0 $0 $0
OTHER FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $1,375,000
GENERAL OBLIGATION BONDS $3,530,000 $14,791,200 $669,500 $1,072,250 $923,600 $0
GENERAL FUND $522,530 $371,000 $250,000 $230,000 $155,000 $775,000
OTHER GOVERNMENTS $453,000 $300,000 $200,000 $0 $0 $0
GRAND TOTAL $17,905,030 $25 $11,436,500 $4,094,500 $4,864,300 $15,864,800
on
r
City f Brooklyn Center M
y 1995 2004
Capital improvement Program
By Funding Source
I
General Fund Water Utility
3% 11 °fo Sanitary Sewer Utility
7%
Other Funds
1$%
Storm Drainage Utility
9%
Other Enterprise
Funds I
5%
MSA Regular
Capital Improvements Fund 6%
3 °10 (VISA Local
Special Assessments 4%
GO Bonds
26 fo
Total Proposed $79,696,635
TABLE 3 Capital Improvement Program Cash Balance Analysis
"Can We Afford To Make These Capital Outlays"
16-Dec-94
Balance Jan 1 $4,218,318 $4,113,759 $3,478,854 $3,290,613 $3,337,570
Revenues
Investment Interest 210,916 205,688 173,943 164,531 166,879
User Fees 1,032,000 1,080,000 1,128,000 1,164,000 1,198,920
Bond Proceeds
Other 70,000 70,000 70,000 70,000 35,000
Expenditures
Capital Outlays 609,500 1,153,125 690,000 450,000 562,000
Debt Service
Operating Costs 807,975 837,468 870,184 901,573 928,620
Balance Dec 31 $4,113,759 $3,478,854 $3,290,613 $3,337,570 $3,247,749
....r....:.... n...s
11P
Balance Jan 1 $2,523,466 $3,454,586 $2,592,278 $2,652,463 $2,711,4061
Revenues
Investment Interest 126,173 172,729 129,614 132,623 135,570
User Fees 2,237,415 2,340,540 2,479,453 2,539,945 2,616,140
Other 2,001,000 1,000 1,000 1,000 1,000
Expenditures
Capital Outlays 1,651,500 1,26!7,126 364,000 330,000 578,000
Operating Costs 387,004 405,689 426,087 446,981 460,390
Debt Service 260,000 251,000 268,500 260,000
MCWS Charge 1,394,964 1,450,763 1,508,794 1,569,145 1,616,220
Balance Dec 31 $3,454,586 $2,592,278 $2,652,463 $2,711,406 $2,549,506
Balance Jan 1 $1,681,295 $215,127 $149,549 $23,432 ($24,917
Revenues
Investment Interest 84,065 10,756 7,477 1,172 (1,246
User Fees 780,000 832,000 858,000 884,000 884,000
Other
Expenditures
Capital Outlays 1,930,000 501,149 586,000 525,000 650,000
Operating Costs 111,728 113,000 114,000 115,000 115,000
Debt Service 241,005 244,185 241,595 243,520 244,000
Management Costs 47,500 50,000 50,000 50,000 50,000
Balance Dec 31 $215,127 $149,549 $23,432 ($24,917) ($201,163
TABLE 3 Capital Improvement Program Cash Balance Analysis
"Can We Afford To Make These Capital Outlays"
16- Dec -94
AL
Balance Jan 1 $1,551,107 $844,782 ($1,011,116) ($806,704) ($355,182)
Revenues
Intergovernmental 850,000 850,000 850,000 850,000 1,023,000
Expenditures
Capital Outlays* 1,160,000 2,308,025 247,000 0 502,000
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* $844,782 ($1,011,116) ($806,704) ($355,182) ($216,742)
h•:. 2•. v+ h.?..:.?...:.:.•. i:. ?v..?•.... .iii }i::
Balance Jan 1 $2,719,105 $1,791,060 $1,059,643 $936,625 $858,456
Revenues
Investment Interest 135,955 89,553 52,982 46,831 42,923
Other
Expenditures
Capital Outlays 1,064,000 820,970 176,000 125,000 114,000
Other
Balance Dec 31 $1,791,060 $1,059,643 $936,625 $858,456 $787,379
Balance Jan 1 $4,127,785 $3,391,474 $2,948,548 $2,595,975 $2,725,774
Revenues
Investment Interest 206,389 169,574 147,427 129,799 136,289
Bond Proceeds 0 0 0 0 804,000
Expenditures
Capital Outlays 942,700 612,500 500,000 0 0
Debt Service
Balance Dec 31 $3,391,474 $2,948,548 $2,595,975 $2,725,774 $3,666,063
f Some part of the 69th Avenue bridge project is eligible for federal funding. That amount is not known at
this time, so 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.
TABLE 4 Capital Improvement Program Summary By Function and Fund
16-Dec-94 t ;:......±39 ,.1........ f........ 1 ......,,.1 987,...,:... l ..59913; ......1,,...,...3195
PUBLIC UTILITY IMPROVEMENTS:,
Water Utility 445,000 673,000 405,000 200,000 521,000 5,450,
Sanitary Sewer Utility 1,629,000 1,129,000 329,000 330,000 525,000 1,400,000
Storm Drainage Utility 2,980,000 200,000 500,000 525,000 650,000 3.250,
SUBTOTAL I $5,054,000 2,002,000 $1,234,0001 $1,055,0001 $1.696,0001 $10100,
jlnFWA�N/TRAIL IMPROVEMENTS,
TRAILS
State Aid Local Accounts #29111#2900 95,000 60,000 10,000 10,000 10,000 41,01
Other Governments 50,000 0 0 0 0
SIDEWALKS
State Aid Local Accounts #2911/#2900 127,000 60,000 25,000 25,000 25.000 125,000
SUBTOTAL I $272.0001 $120,0001 $3 5.0001 $35,0001 $35,0001 $166,0
PARKIMPROV
Capital Projects Fund 302,700 0 0 0 0 0
General fund 121,000 0 0 0 0
Golf Course Fund 132,100 0 200,000 0 0
Storm Drainage Utility 100,000 0 0 0 0
GO Bonds 1,729,300 5,264,700 70,000 0 0 0
SUBTOTAL I $2,385 1 $5,264,700 I $270,000 I $01 S0 1
P�BLiC BUILDINGS
General Fund 170,100 0 0 0 0
Capital Improvements Fund 50,000 612,500 0 0 0 0
Water Utility 0 81,250 0 0 0
Sanitary Sewer Utility 0 81,250 0 0 0
Heritage Center /Other Revenue 13,600 0 0 0 0 750
GO Bonds 1,155.000 8,500,000 0 0 0 0
SUBTOTAL $1,388,700 I $9,275,000 1 $0 1 Sol $0 $750.T
aIR
MSA Regular #1496 1,160,000 2.308,025 247,000 0 502,000 768,
MSA Local #2911/#2900 842,000 700,970 141,000 90,000 79,000 569,000
Water Utility 109,500 110,875 25,000 0 41,000 112,
Sanitary Sewer Utility 22,500 36,876 25,000 0 53,000 39,
$ta+m Drainage Utility 350,000 301.149 0 0 0 0
Special Assessments 508,800 1,469,000 729,000 750,250 946,500 234,000
GO Bonds 645,700 751,500 599,500 1,072,250 923,600
General Fund 120,000 120,000 120,000 120,000 120,000 600,
11F Revenue 0 257,810 150,000 0 0 0
Other Governments 403.000 300,000 200,000 0 0
SUBTOTAL $4,161,500 I $6,356,205 $2,2 36,500 I_ $2,032,500 $2,665,10 I_ $2,322,00
COMMUNITY DFMOPMENT
CDBG 75.000 75,000 100,000 100,000 100,000 625,008
EDA Levy 0 0 0 0 0
TIF Revenue 3,300,000 800.000 6,000,000 0 6
Other Funds 75,000 75,000 100.000 100,000 100,000 625,00
SUBTOTAL $3,450, $950,000 $6,200,000 1 $200,000 $200,000 $1,250,000
Q6ElJAL E0 U1PM N
DATA PROCESSING
General Fund 101,430 251,000 130,000 110,000 35,000 175,
Other Funds 21,900 39,000 70,000 0 0 0
OTHER EQUIPMENT
General Fund 10,000 0 0 0 0
Heritage Center Revenue 24,200 0 0 0 0
Capital Improvements Fund 590,000 0 500,000 0 0 0
Water Utility 275,000 250,000 250,000
CENTRAL GARAGE VEHICLES EQUIPMENT
Central Garage fund 365,100 633,600 425,000 412,000 233,200 1,101,80
Golf Course Fund 26,100 90,000 0 0 0 0
GO Bonds 0 275.000 0 0 0
Water Utility 55.000 0 0 0 0
Sanitary Sewer Utility 0 0 0 0 0 0
Storrs Drainage Utility 0 0 86,000 0 0
SUBTOTAL $1.193,730 $1,563.6001 $1,461.0001 $772,000 $268.2001 $1.276.801
GRAND TOTAL $17,905,030 $25,531,505 $11,436,500 $4,094,500 $4,864,300 $15,864,800
A. PUBLIC WORKS
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.
The City's program also provides for a high level of maintenance of the existing infrastructure and
for the rehabilitation or reconstruction of facilities as needed to improve their functionality, safety, or
serviceability.
1. Street Improvement and Maintenance Proarams
The City's programs relating to streets under its jurisdiction include the following:
An annual high -level maintenance program which includes the sealcoating of City
streets. This sealcoating is done in accordance with the recommendations of the
Pavement Management Program.
The Municipal State Aid Street program, to which the State of Minnesota provides
annual funding (about $800,000 annually) to maintain and improve the 21.3 miles of
collector streets which are designated as MSA streets.
Review and possible construction of traffic signal systems at intersections with
growing traffic volumes.
Several landscaping and "streetscaping" projects to enhance the appearance of the
City.
Rehabilitation and reconstruction of non -MSA streets upon receipt of petitions for
such improvements, or upon identification by the City Engineer-using the Pavement
management Program, Local Storm Water Management Plan, or water or sanitary
sewer utility maintenance records that the roadway is a candidate for improvement A
five year plan of neighborhood street improvements has been developed using these
criteria. These improvements are financed through a combination of public utility
funds, Municipal State Aid, special assessments, and general obligation bond
proceeds.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 10
2. Sidewalk/TrailImnrovements
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:
(a) MSA Local Account #2900
i
The source of funds for this account consists only of investment interest earnings
which have not been appropriated to construction projects or other costs.
(b) MSA Local Account #2911
The source of funds for this account consists of surpluses from projects which have
had more than 100% of the project cost recovered due to duplicate charges to the
regular MSA fund (Account #1495) and special assessments.
Activities included in the CIP for future consideration include:
Construction of several trail segments, with emphasis given to segments which t
connect major trail systems.
Some high priority sidewalk segments.
Consideration of the Twin Lake Trail system and trail head improvements is shown
under Parks and Recreation.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 11
1
3. Water Utilitv
Proposed activities relating o the public water supply/distribution s stem include the
g P Y
following:
A routine well inspection and maintenance program to assure the continued
functioning of the existing wells.
Painting of the water towers.
Installation of various O&M features to improve the operability of the system.
Installation of new water mains as needed to serve new developments or
redevelopment areas.
Consideration of construction of two new supply facilities (one storage reservoir and
one additional well) to assure the system's ability to provide needed capacity during
peak demand periods and for fire protection.
Consideration of construction of a tie -in with Brooklyn Park's water system, to help
meet demand during emergencies (e.g., a major fire, a disaster, the breakdown of one
or more wells).
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.
All costs for water supply, distribution system, O&M, and improvements are financed
through water use charges, connection charges, and lateral assessments. Water use charges
and connection charges are adjusted annually based on a comprehensive rate study analysis
which reviews operation, maintenance, depreciation and construction costs as related to
projected water consumption demand.
City of Brooklyn Center Capital Improvement Program 1495 -2004 Page 12
4. Sanitary Sewer Utility
Proposed activities relating to the sanitary sewer collections stem include the following:
Y g
A routine sewer and lift station inspection and maintenance program.
Replacement of the existing lift station monitoring system, to improve its reliability.
Installation of new sewers as needed to serve new developments or redevelopment
areas.
Replacement of several segments of sewer which have been identified as needing
replacement by the television inspection program.
Replacement of one major lift station and associated force main, to insure its
reliability.
Relining a trunk line sewer main originally constructed from corrugated metal pipe
(CMP)•
All costs for sanitary sewer system O&M and improvements are financed through sewer use
charges, capital improvement bonds, connection charges and lateral assessments. Sewer use
charges and connection charges are adjusted annually based on a comprehensive rate study
analysis which reviews operation, maintenance, depreciation and construction costs, as well as
sewage treatment charges from the Metropolitan Council Wastewater Services (formerly t
Metropolitan Waste Control Commission), which provides wastewater treatment for the entire
Twin City metro area.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 13
5. Storm Drainage Utility
Phase I of the Local Water Management Plan has been completed and approved. This g P PP s Pl an
which is a comprehensive engineering 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. Proposed activities relating
to the storm drainage system include the following:
Operational activities include storm drainage system maintenance and a street
sweeping program
Management activities include participation in two Watershed Management
Commissions. These activities also include the development of a public education
program relating to surface water management
Major improvements to be considered in the period 1994 -95 include construction of a
storm drainage pond and park in the southwest quadrant of the I -94 and Brooklyn
Boulevard interchange, and a joint project -with the City of Minneapolis to construct a
drainage pond to serve the Brookdale commercial area and some residential areas.
Storm drainage improvements are proposed to be completed in conjunction with most
of the proposed neighborhood street improvement projects.
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. SDU use charges will be adjusted annually based on a
comprehensive rate study analysis which reviews all costs relating to the storm drainage
system.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 14
B. PARKS AND RECREATION
Park and Recreation facilities were comprehensively reviewed in 1993. it has been concluded that the
substantial needs for park facility rehabilitation and replacement would best be met through a general
obligation bond issue. It is anticipated that such a referendum would be placed on the ballot in 1995.
While continuing the current level of operation and maintenance of the park and recreation
system/program, the Capital Improvement Program anticipates the following expenditures:
Replacement of playground equipment in most of the City's neighborhood parks over the next
three years.
Acquisition of new park land.
Development of the Twin Lake/Preserve/Kylawn nature area and Twin Lakes Trail system, in
cooperation with the cities of Crystal and Robbinsdale.
Comprehensive review of shelter building needs, and repair or replacement of most shelter
buildings over the next five years.
Construction of a new park/open space area (currently referred to as "Gateway Park in the
southwest quadrant of the I -94 /Brooklyn Boulevard interchange. This park is in conjunction
with the storm drainage pond to be constructed in 1995.
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.
Consideration of major new facilities, including a hockey arena or a g olf dome. These items
would only be considered by referendum.
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.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 15
C. FACILITIES AND EQUIPMENT
1. Government Buildings
Proposed major improvements to be considered over the next several years include:
0 Major remodelling of the Central Garage to meet life safety, EEO, ADA,
building and fire code, and space needs is currently underway.
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.
An addition to the Community Center with the emphasis on providing space
for senior activities.
Construction of an additional storage building at the Central Garage to provide
increased protection for the City's fleet of vehicles.
Construction of additions to both of the City's fire stations to provide
improved training facilities and'increased vehicle storage space.
Proposed funding for the improvements would come from several sources. The Capital
Improvements Fund would finance some of the proposed projects; the water and sewer utilities would
contribute to the cost of the Garage remodelling. 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 1995.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 16
2. Data Processing
The City currently obtains its data processing services from two sources: major data
tY Y P g J
processing systems (financial, utility billing, payroll) through LOGIS, a consortium of 19
suburban cities and the Metropolitan Council; and through desk top PC applications. This
area has experienced rapid growth in the late 1980's, and a substantial investment in DP
equipment has been made.
The City has completed a management information systems (MIS) strategic plan. It is
intended that this plan provide a basis on which proposed expenditures for data processing
equipment can be evaluated. An important component of the plan is an information system
relationship analysis, which provides a method for detecting duplications of data, equipment,
and effort.
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:
Installation of Mobile Digital Terminals (MDT's) in Police vehicles has been
approved for 1995; installation in other vehicles such as those used by building and
fire inspectors would be considered in future years.
Replacement of existing cash registers in the Liquor Stores, Parks Recreation,
Administration, and the Earle Brown Heritage Center
Acquisition, replacement, or upgrade of major applications.
In the long term, installation of a mini- computer in the Civic Center to convert
Brooklyn Center to a LOGIS distributed site
Continued replacement of hardware and software as necessary.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 17
3. Vehicles and Eauir)ment
The City 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.
Additions of new vehicles and equipment are requested through the annual budget process. In
1994 the City implemented a Central Garage Internal Service Fund, which now owns virtually
all vehicles and major equipment. The cost of owning (depreciation, license, insurance,
overhead) and operating (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
considered for funding from a variety of sources: the General Fund, enterprise funds, etc.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 18
i
D. CON WUNITY DEVELOPMENT
Community Development improvements fall into two categories: community development and
Heritage Center operations.
1. Communitv Development
The major community development activities are commercial development and redevelopment
and residential redevelopment.
Redevelopment of Brooklyn Boulevard is currently in its second phase of study and
design. The first phase took a basic approach to identifying options for
redevelopment. The second phase will identify specific themes, improvements,
planning considerations, etc., to be used in guiding redevelopment.
The City has received a $500,000 grant from federal ISTEA (Intermodal Surface
Transportation Efficiency Act) funds to finance enhancements to Brooklyn Boulevard,
such as undergrounding overhead utility lines; adding ornamental pedestrian lighting;
and adding landscaping, street furniture, and other beautification. These
enhancements will be constructed concurrent with Hennepin County's 1997 project to
improve Brooklyn Boulevard between 65th and 71st Avenues.
Community Development continues to work together with the Brookdale Shopping
center to provide support for redevelopment. Community Development and
Engineering are working together with Brookdale to develop options for meeting
storm drainage and water quality requirements which will be in effect if Brookdale
undertakes any major remodelling and expansion (see Table C, Storm Drainage)
0 It is an ticipated that the program of purchasing dilapidated single family houses and
apartment buildings will continue as funds are available
2. Heritage Center Operations
Included for consideration is acquisition of additional land near the Heritage Center to
cq g
serve as overflow parking, and the eventual construction of the G barn
Replacement or acquisition of major equipment is included for consideration
J P
Community Deve activities are funded from a c v
ty p 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.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 19
1 APPENDIX A
CITY OF BROOKLYN CENTER
CAPITAL E"PROVEMENTS FUND EXPENDITURE POLICY
POLICY ORTECTIVE:
The City f Brooklyn Center makes unrestricted capital expenditures through one of two funds.
tY Yn P P
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.
r
The objective of this policy is to clarify funding for all unrestricted capital expenditures by
g g through capital
s
specifically defining which capital expenditures are eli able for fundin throu h
P Y ..7 P Pe 5 0 a
improvements fund. Unrestricted capital expenditures not meeting the criteria for -the capital
P P Pe 5 P
improvements fund must be made from the general fund operating budget.
Specifically excluded from this policy are capital expenditures that are to be reimbursed by
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: Any capital expenditure that exceeds $25,000. Capital expenditures of less than
525,000 are to be made through the general fund operating budget.
B.) Permanent: Any capital expenditure that has an estimated useful life of 10 years or
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.
i
Additionally, the capital improvements fund may be used to provide loans to other funds
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
P g Y
based on the following authority limits:
A. Expenditures from $0 to $25 000: Not eligible for funding from the capital
�-xP g
improvements fund. Funding is required through the general fund operating
budget.
B.) Expenditures from $2,001 to $200,000: The City Council may, through
simple majority, approve these expenditures.
C.) Expenditures over $200,000: Following a public hearing, City Council may,
through a 4 /5th's majority, approve expenditures in this category.
SPENDPL tG LIli IITATION /FUND BALANCE REOUIRENMENT:
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
III for at least two years.
I,
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 beginnin balance of $3,000,000 as of January 1, 1993 and increased by the I
Consumer Price Index each year thereafter.
POLICY AUMNI DMENT:
Amendments to this policy require a 4 /5th's majority by City Council vote.
ROLE OF THE FINANCE CONK MISSION:
If a review of an expenditure is requested by the City Council from the Finance Commission,
the Finance Commission will respond on the basis of the following questions:
A) Does the expenditure comply with the Capital Improvements Fund Expenditure
Policy?
B. Is the expenditure appropriate considering the financial condition of the City?
P
1
i
1
1
1
1
1
1
1
1
1
1
1
1
1
TABLE A Capital Improvement Program Detail of Capital Outlays
Water Utility Capital Improvements
t r
01-Dec-94 ...<r.
EXPENDITURES:
WATER DISTRIBUTION SYSTEM
69th Avenue, Shingle Creek Pkwy to Dupont 300,000 $0 All water utility
Neighborhood Street Improvements 100,000 140,000 100,000 120,000 150,000 $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 90,000 $0
1694 Dupont (South) 24" steel main $0
Emergency tie -in to Brooklyn Park 225,000 $0
WATER TOWERS
Paint Tower #1 166,000 $0
Paint Tower #2 150,000 $0
Paint Tower #3 158,000 $0
Landscape Tower #1 10,000 $0
MISCELLANEOUS
Routine Well Maintenance 50,000 50,000 55,000 55,000 55,000 $275,000
Cathodic Protection 25,000 25,000 25,000 25,000 25,000 $125,000
SCADA Hardware Software Update 20,000 $0
SCADA Replacement 125,000 $0
TOTAL EXPENDITURES $445,000 $673,000 $405,000 $200,000 $521,000 $5,450,000
FUND SOURCES:
Water Utility 445,000 673,000 405,000 200,000 521,000 $5,450,000
TOTAL $445,000 $673,000 $405,000 $200,000 $521,000 $5,450,000
IIIIIIIIIN
A A
TABLE B Cap ital imp rovement Program Detail of Capital Outlays
Sanitary Sewer Utility Capita{ improvements
eau
01- Dec -9
All San Sewer Utility
EXPENDITURES:
$0
LIFT STATIONS 400,000 800,000 $0
Replace Lift #1 and Forcemain 100,000 120,000
Replace Lifts 10 11 $0
SEWER REPLACEMENT. 1,000,000
200,000 300,000 200,000 300,000 250,000 $1,250,000
Trunk fine, 69th Avenue to Lift Station #1
Neighborhood Street Improvements $50,000
9
MISCELLANEOUS 9,000 10,000 10,Q00
9,000 ,000 20,000 $100,000
Annual Televising Program 20,000 20,000 20,000 $0
III Remediation Program
20,000 125,000
INTRAC Replacement $525.000 1 $1,400,000
.TOTAL EXPENDITUR $1,629,000 $1,129,000 $329,000 $330,000
FUND SOURCES 1,62x, 000 1,129,000 329,000 330,000 525,000 $1,400,000
Sanitary Sewer Utility
1629,000 $1,129,000 $329,000 $330,000 $525,000 $1,400,000
TOTAL
TABLE C Capital Improvement.Program Detail of Capital Outlays
Storm Drainage Utility Capital Improvements
}Y }Y y n }Y }Y ry .;v }i'i:• v }:4i: n }:L•'r'tii::
...x•..•�. v Y.:.d. Y }:i::pti41 i:2} }:i y: is ^»:.L:
02-Dec-94 :•.F
EXPENDITURES:
Water Quality improvements 50,000 50,000 50,000 50,000 100,000 $500,000 All storm drainage utility
Regional Ponds /Other Improvements 250,000 275,000 275,000 $1,375,000 except as noted
69th Avenue, Beard to Shingle Creek Pkwy $0
Neighborhood Street Improvements 200,000 150,000 200,000 200,000 275,000 $1,375,000
Brooklyn Gateway Pond' 730,000 $0
Shingle Creek Regional Pond 2,000,000 $0 1/4 SDU, 3/4 assessments
TOTAL EXPENDITURES $2 ,980,000 $200,0001 $500,000 $525,000 $650,000 $3,250,000
FUND SOURCES:
Storm Drainage Utility 1,480,000 200,000 500,000 525,000 650,000 $3,250,000
Special Assessments 1,500,000
TOTAL $2,980,000 $200,000 $500,000 $525,000 $650,000 $3,250,000
'The Gateway Park improvements, also to be funded by the SDU, are shown in Table E, Park Improvements
sq ?AB N LT D N -Iapital Improvement Program Detait of Capital Outlays
Sidewalk and Trail Improvements
EXPENDITURES:
OFF- STREET TRAIL:
$0 Local State Aid
Hennepin Parks' Riverridge Trail 50,000 $0 Hennepin County
NSP Easement Trail, Knox to Dupont 50,000 $0 Local State Aid
Willow Lane, 1694 to West River Road 25,000 $0 Local State Aid
69th Avenue, Shingle Creek Parkway- Dupont 50,000 $0 Local State Aid
ON- STREET TRAIL:
Marking and Signage 20,000 10,000 10,000 10,000 10,000 $41,000 Local State Aid
SIDEWALK:
Miscellaneous Repairs 75,000 25,000 25,000 25,000 25,000 $125,000 Local State Aid
Northway Drive 25,000 $0 Local State Aid
71st/72nd Avenues, Noble to Halifax 27,000 $0 Local State Aid
55th Avenue, Lions Park to Logan 35,000 $0 Local State Aid
TOTAL EXPENDITURES $272,000 $120,000 $35,000 $35,000 $35,000 $166,000
FUND SOURCES:
State Aid- Local Accounts #2911/ #2900 222,000 120,000 35,000 35,000 35,000 $166,000
General Fund
Other Governments 50,000
TOTAL $272,000 $120,000 $35,000 $35,000 $35,000 $166,000
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
01- Dec -94 y .h....,. h'Y:.... ''f t. x'I� Y.s Y N..,.' 000WOM F 1 P).". tR
EXPENDITURES:
Shingle Cr Corridor Rec Facility Study EA 50,000 $0 Capital Impr Fund
ADA: Trails curb cuts 72,700 $0 Capital Impr Fund
Brooklyn Gateway Park 100,000 $0 Storm Drainage Utility
Repair ped bridges in parks /golf course 100,000 $0 Capital Impr Fund /Golf Crs
Replace Bleachers 56,000 $0 General Fund
Twin Lake Trail 450,000
$0 GO Park Bonds,iSTEA
Twin Lake tralhead aeq improvements 300,000 $0 GO Park Bonds
Acquisition development of Joslyn site 200,000 $0 GO Park Bonds
Hockey arena 4,000,000 $0 GO Park Bonds
Golf dome 200
$0 Golf Course Fund
INDIVIDUAL PARK IMPROVEMENTS
Belivue
Shelter 120,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Brooklane
Shelter 12,800 $0 GO Park Bonds
Central
Playground equipment $0 GO Park Bonds
Fix ball diamonds 20,000 $0 GO Park Bonds
Centerbrook Golf Course
Park shelter building 12,100 $0 Golf Course Fund
Build picnic shelter 120,000 $0 Golf Course Fund
Expand clubhouse $0 Golf Course Fund
ll fAffll E ital lm� entTa r Mete? of C tal Outl P P 9 P� Y
Park Improvements
01- Dec -94 �9.�!.::.. r. ����x� >F. �.�Q�� tI�
Evergreen
Shelter 120,000 $0 GO Park Bonds
Build handcapped- access restroom 5,000 $0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Move hockey rink 40,000 $0 GO Park Bonds
Storage buildings 10,000 $0 General Fund
Satellite enclosures 5,000 $0 General Fund
Firehouse
Shelter 120,000 $0 GO Park Bonds
Playground equipment $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Freeway
Trail lights 7,000 $0 GO Park Bonds
Garden City
Shelter 4,200 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Enlarge parking lot 30,000 $0 GO Park Bonds
Grandview
Shelter 45,000 $0 GO Park Bonds
Playground equipment 40,000 $0 GO Park Bonds
Move rink 12,000 $0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Trail lights 14,000 $0 GO Park Bonds
Happy Hollow
Shelter 60,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Kylawn
Shelter 120,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Hockey lights 50,000 $0 GO Park Bonds
TABLE E Capital Improvement Program Detail of Capital Outlays
Park Improvements
41- Dec -94 .....`f r$`.. sk.' I�► x: .,''a'.tiF�%`.��h.....`��...;3Qf 1�1. :�f�?U>...
Lions
Build handicapped- access restrooms 5,000 $0 GO Park Bonds
Playground equipment $0 Capital Impr Fund
Marlin
Playground equipment 35,000 $0 GO Park Bonds
Northport
Shelter 100,000 $0 GO Park Bonds
Build handicapped- access restroom 5,000 $0 GO Park Bonds
7,000 $0 GO Park Bonds
Trail lights $0 General Fund
Storage buildings 10,000
Orchard
Shelter 100,000 $0 GO Park Bonds
Playground equipment $0 Capital Impr Fund
Trail lights 7,000 $0 GO Park Bonds
E Palmer
Shelter 100,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Fix ball diamond $0 GO Park Bonds
Trail lights
7,000 $0 GO Park Bonds
W Palmer
Shelter 80,000 $0 GO Park Bonds
Playground equipment 40,000 $0 Capital Impr Fund
Storage buildings 20,000 $0 General Fund
Trait lights
7,000 $0 GO Park Bonds
Nature Area
Build picnic shelter 80,000 $0 GO Park Bonds
Repl nature trail chips w /crushed limestone 25,500 $0 GO Park Bonds
Riverdale
Shelter 60,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
r
MM IAM ET�apltal Improvement Program Detail of Capital Outlays
Park Improvements
01- Dec 94.....
Twin Beach
Shelter 7,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Fishing pier, including parking lot 64,000 $0 GO Park Bonds /DNR?
Extend trail 7,500 $0 GO Park Bonds
Wangstad
Playground equipment 35,000 $0 GO Park Bonds
Willow Lane
Shelter 106,000
$0 GO Park Bonds
Playground equipment $0 Capital Impr Fund
Ball field lighting 50,000 $0 GO Park Bonds
Remodel tennis court/expand parking $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
TOTAL EXPENDITURES $2 ,385,100 $5,264,700 $270,000 $0 $0 $0
FUND SOURCES:
Capital Impr Fund 302,700 0 0 0 $0
i
General Fund 121,000 0 0 0 0 $0
Golf Course 132,100 0 200,000 0 $0
GO Bonds 1,729,300 5,264,700 70,000 0 0 $0
Storm Drainage Utility 100,000 0 0 0 $0
TOTAL $2,385,100 $5,264,700 $270,000 $0 $0 $0
w Detail of capital putlay
mant PCOgr o emends
pub
T�gLE capital i r
lic Building Imp :uNQ goURCE
20 0-2004
99 L_19 ".A998
E
l XPENDITUpes. $0 Capital impr Fund
CIVIC CENTE
REMODELLIN 50,000 $0 GO Bonds
SNORE
TERM, INTERIM R $0 GO B
M i no r City Na,, remodelling'
6,000,0
L ONG TERM NEEDS
addition and
$0 some combination tmpr Fund,
Construct Public SaCi y Hatt space $0 G O Bonds, p
remodel existing General Fund
OPTIONAL $0
L A PPROA CH; $0
odeiling
Piecemeal Rem Development office $0
Remo Communi $0
UAC system
Replace H hers $0
Remodel Council Chain $0
Expand police into fife storage roo m
$0
e artment rec I
R Financ D p M a in) reception $0
Remodel Administr $0
ation
A dd 2 conferenc C Dins $0
ineering offices
Remodel Eng $0
e phonei,A,S area in basement
Gag
Construct M Center
IS storage tanks
Replace u ndergroun d
Replac roof
ApA Compliance awe so
TABLE F Capital Improvement Program Detail of Capital Outlays
Public Building Improvements
�y K 5... Q
fiF��'MFTI:::: ...v.:• .z... �.71F��:.... �.N•�:• .;q iyyy.Jyy
rh r. r.. .......�•�IYRM {Yr:. }v h•• R
FUND SOURCES:
General Fund 170,100 0 0 0 0 $0
Capital Improvements Fund 50,000 612,500 0 0 0 $0
Water Utility 81,250 0 0 0 $0
Sanitary Sewer Utility 81,250 0 0 0 $0
EDA levy $0
GO Bonds 1,155,000 8,500,000 0 0 0 $0
TOTAL $1,375,100 $9,275,000 $0 $0 $0 $0
Project also includes acquisition of workstation furniture and high density storage, which is shown in Table H: Equipment.
I
TABLE F Capital Improvement Program Detail of Capital Outlays
Public Building Improvements
ec 9
02 D 4
l •.w:.v. .v: rv...S F..•wi:• .fi.:. x:::i
L _1NQ
COMMUNITY CENTER
OPTION 1: Space Needs Study
Activity Fitness Center 10,000,000 GO Bonds
OPTION 2: Alternative Approach
Activity Center 2,500,000 $0 GO Bonds
OTHER NEEDS:
Replace carpet throughout 86,300 $0 General Fund
Pool ozonation system 37,800 $0 General Fund
Renovate wading pool 46,000 $0 General Fund
ADA Compliance $0 Capital Impr Fund
CENTRAL GARAGE IMPROVEMENTS
Building improvements $0 Capital Impr, Utilities
Site improvements 325,000 $0 Capital Impr, Utilities
Additional Storage 450,000 $0 Capital Impr, Utilities
FIRE STATIONS
Remodel East Station 700,000 $0 GO Bonds
Remodel West Station 375,000 $0 GO Bonds
Replace East Station roof 70,000 $0 GO Bonds
E W station dumpster enclosures 10,000 $0 GO Bonds
TOTAL EXPENDITURES $1,375,100 $9,275,000 $0 $0 $0 $0
ABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
01-Dec-94
EXPENDITURES:
SEALCOATING 120,000 120,000 120,000 120,000 120,000 $600,000 General Fund
SIGNALS
Brooklyn Blvd TH100 NB Ramp /Lilac Dr 150,000 $0 Local State Aid
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
__Mh Avenue. Lo to Lyndale 1,130,000 $0
MSA- Regular #1496 404,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 126,000 $0 MSA -Local #2911/ #2900
Water Utility 50,000 $0 Water Utility
Sanitary Sewer Utility 10,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 350,000 $0 Storm Drainage Utility
Hennepin County 190,000 $0 Hennepin County
Humboldt Avenue. 69th to N Cit Limits 426,000
MSA Regular #1496 270,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
vw:.:�::: •:r v.:L ^.ir,;'
:}:••.8 i:• {;r {r:v.: is }i :i i:4:• }:p ...ii.'ii
r•:4ti::r
16-Dec-94
I: �1:. 9�: 9::::.}'.<:..... �q.:: ><.�:t�UNI�.;OU:RGE.::
EXPENDITURES:
SEALCOATING 120,000 120,000 120,000 120,000 120,000 $600,000 General Fund
SIGNALS
Brooklyn Blvd TH100 NB Ramp /Lilac Dr 150,000 $0 Local State Aid
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. Logan to Lvndale 1,130,000 $0
MSA- Regular #1496 404,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 126,000 $0 MSA -Local #2911/ #2900
Water Utility 50,000 $0 Water Utility
Sanitary Sewer Utility 10,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 350,000 $0 Storm Drainage Utility
Hennepin County 190,000 $0 Hennepin County
Humboldt Avenue. 69th to N City Limits 426,000
MSA- Regular #1496 270,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
M i i i i i i i i i i
�AB� G i Capital i Improvement i i Program Detail of Capital Outlays
Street Improvements
f.
.M•i1.•r... ESL >.i'Y: }p•�•$:G:/yy /y( Y '/J�/�J,y�f y�i •fi :i
r... .�rM:TI.•�:: is r :v.:r.•.vr.:v:�:. ..X• i IfwA4':TI� :•:�M�• �k
73rd Avenue. TH252 to Humboldt 426,000 50% Brooklyn Park
MSA- Regular #1496 270,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
Noble Avenue. Brooklvn Blvd to N Citv Lin 91,000
MSA- Regular #1496 51,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 (4,000) $0 MSA -Local #2911/ #2900
Water Utility 13,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 26,000 $0 Special Assessments
Brook[ Boulevard. 641h to N Citv Limits
ROW Acquisition 600,000 $0 50% #1496, 50% #2911/ #29
Road Construction 435,205
$0 Various
Lighting, Landscaping, Other 1,300,000 500,000 $0 TIF, Sp Assess, #2911/ #290
67th Avenue. Humboldt to Du�ji 189,000 $0
MSA- Regular #1496 148,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 (41,000) $0 MSA -Local #2911/ #2900
Water Utility 14,000 $0 Water Utility
Sanitary Sewer Utility 7,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 10,000 $0 Storm Drainage Utility
Special Assessments 51,000 $0 Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
•:YBibiv: n {;.i:{:: •n: h: :.mot
16- Dec -94 v<v ;::.nz::•..
Loaan Avenue N. 53rd to 57th 539,000 $0
MSA- Regular #1496 270,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 81,000 $0 Water Utility
Sanitary Sewer Utility 13,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 55,000 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
51st Avenue. Brooklvn Blvd to Xerxes 81,000 $0
MSA Regular #1496 48,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 8,000 $0 MSA -Local #2911/ #2900
Water Utility 5,000 $0 Water Utility
Sanitary Sewer Utility 1,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 10,000 $0 Storm Drainage Utility
Special Assessments 9,000 $0 Special Assessments
53rd Avenue. France to 55th Avenue 415,000 $0
MSA- Regular #1496 247,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 51,000 $0 MSA -Local #2911/ #2900
Water Utility 25,000 $0 Water Utility
Sanitary Sewer Utility 25,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 67,000 $0 Special Assessments
69th Avenue. Oliver to Dupont 847,000 $0
MSA Regular #1496 608,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 63,000 $0 MSA -Local #2911/ #2900
Water Utility (see Table A) 0 $0 Water Utility
Sanitary Sewer Utility 3,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 25,000 $0 Storm Drainage Utility
Special Assessments 148,000 $0 Special Assessments
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
16-Dec-94
69th Ave. Shinole Cr Pkwv to Oliver Brlc gg 1,265,000 $0
MSA- Regular #1496 1,060,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 (2,000) $0 MSA -Local #2911/ #2900
Water Utility (See Table A) 0 $0 Water Utility
Sanitary Sewer Utility 2,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 100,000 $0 Storm Drainage Utility
Special Assessments 105,000 $0 Special Assessments
France Avenue. 69th to N Citv Limits 349,000 $0
MSA Regular #1496 233,000 $0 MSA- Regular #1496
MSA -Local #2911/ #2900 18,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 2,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 65,000 $0 Special Assessments
63rd Avenue. W CitNLLtmits 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
16-Dec-94
r is
.......................:...�..t f:} f. 1:....:.: 7`..:...:.<..:. 1. 0 �U
June Avenue. CSAH 10 to 63rd 378,000 $0
MSA- Regular #1496 269,000 $0 MSA Regular #1496
MSA -Local #2911/ #2900 (29,000) $0 MSA -Local #2911/ #2900
Water Utility 10,000 $0 Water Utility
Sanitary Sewer Utility 51,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 77,000 $0 Special Assessments
NEIGHBORHOOD STREET PROJECTS
Northwest/James /Knox Combination of GO
GO Bonds bonds and special
Special Assessments assessments
Woodbine
GO Bonds 645,700
Special Assessments 312,800
SE:Irving /James /Knox; Happy Hollow
GO Bonds 751,500
Special Assessments 463,500
Garden City East
GO Bonds 599,500
Special Assessments 512,000
NW:S of 69th; SE:Fremont/Girard
GO Bonds 1,072,250
Special Assessments 750,250
Wangstad
GO Bonds 923,600
Special Assessments 804,500
ASSESSMENT STABILIZATION PROGRAI 90,000 90,000 90,000 90,000 90,000 450,000 Local State Aid
TABLE G Capital Improvement Program Detail of Capital Outlays
Street Improvements
16-Dec-94 i
r;}:•: }...s....._..... ......�.i7......:.F. r....,. ��TJ: 57.:•':. ":::;,.:��n:� ..:;::••M
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 $4,161,500 $6,356,205 $2,236,500 $2,032,500 $2,665,100 $2,322,000
FUND SOURCES:
MSA Regular #1496 1,160,000 2,308,025 247,000 0 502,000 768,000
MSA Local #2911/ #2900 842,000 700,970 141,000 90,000 79,000 569,000
Water Utility 109,500 110,875 25,000 0 41,000 112,000
Sanitary Sewer Utility 22,500 36,876 25,000 0 53,000 39,000
Storm Drainage Utility 350,000 301,149 0 0 0 0
Special Assessments 508,800 1,469,000 729,000 750,250 946,500 234,000
Bonds 645,700 751,500 599,500 1,072,250 923,600 0
General Fund 120,000 120,000 120,000 120,000 120,000 600,000
TIF Funding 257,810 150,000 0
Other Governments 403,000 300,000 200,000 0 .0 0
TOTAL $4,161,500 $6,356,205 $2,236,500 $2,032,500 $2,665,100 $2,322,000
TABLE H Capital Improvement Program Detail of Capital Outlays
Equipment
0 2-Dec-94
.#t�..v..n.. .....M:fX�i:iti���'.iY. ;i: v Y. :i:.. W 11 l...
EXPENDITURES:
DATA PROCESSING
Network Upgrades 32,000 10,000 10,000 10,000 General fund; Heritage CentE
Optical Disk Management 100,000 50,000 General fund
Software applications 28,150 15,000 15,000 15,000 General fund
PCs workstations 57,880 30,000 30,000 30,000 30,000 $150,000 General fund
Printers 5,300 5,000 5,000 5,000 5,000 $25,000 General fund
Mapping /imaging General fund
Central Dictation 50,000 General fund
Replace cable 50,000 General fund; Heritage CentE
Radio networking 40,000 1/2 GF; 25% each utility I
LOGIS Distributed site 130, 000 70% GF; 10% Q ut11ity,5 %1iq,5 %HC
OTHER EQUIPMENT
Acquire ergonomic workstations storage 390,000 Capital Improvements Fund
Replace phone system I 200,000 Capital Improvements Fund
Replace pub safety /pub works radio system 500,000 Capital Improvements Fund
Remote reading water meters 275,000 250,000 250,000 Water Utility
Replace chairs 10,000 General fund
i
TOTAL EXPENDITURES I $723,330 $565,000 $950,000 $360,000 $35,000 $175,000
FUND SOURCES:
General Fund 111,430 251,000 130,000 110,000 35,000 175,000
Heritage Center Fund 21,900 6,500 50,000 $0 $0
Liquor Store Fund 6,500 $0 $0
Capital Improvements Fund 590,000 500,000 $0 $0
Water Utility 288,000 260,000 250,000 $0 $0
Sanitary Sewer Utility 13,000 10,000 $0 $0
TOTAL I $723,330 $565,000 $950,000 $360,000 $35,000 $175,000
TABLE I Capital Improvement Program Detail of Capital Outlays
Central Garage Vehicles Equipment
02- Dec 94 {r «F111..[....»
EXPENDITURES:
STREETS
Ford 800 Flat Bed /Sander 78,500 $0 All Central Garage Fund
Chipper 23,000 $0 except where noted
Bobcat loader with planer 34,300 $0
Engineering survey van 16,000 $0
Sign shop truck 30,800
Pickups: Light Duty 14,000 14,000 28,000 $18,000
Pickups: Heavy Duty 24,000 $24,000
Grader 159,000 $0
3/4 Ton Van 26,600 $0
Ford 800 Dump 82,000 170,000 80,000 $164,000
Trackless Sidewalk Plow 47,000 47,000 $47,000
Air Compressor 11,000 $0
Crack sealing kettle /router 35,000 $0
Vacuum Sweeper 86,000 $0 Storm Drainage Utility
Ford Tandem Dump 90,000 $0
Paint Striper 40,000 $0
Loader 126,000 $160,000
Ford 700 Dump $36,000
Dozer $35,000
Oil distributer truck $89,000
PARKS
Pickups 14,000 15,000 $0
Ford 350 Dump 27,000 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
>S
02- Dec -94 >::::r
PUBLIC UTILITIES
Emergency Utility van 30,000 $0 Water Utility
Sewer Jet 95,000 $0
Drill Rig 25,000 $0 Water Utility
48,000 34,000 $0
Pickups
Ford 350 Dump /Utility Box 37,000
Sewer Rodder $21,000
GOLF COURSE
3/4 Ton Pickup 15,500 $0 Golf Course Fund
Mowers 26,100 74,500 $0 Golf Course Fund
FIRE DEPARTMENT
Salvage van &rescue van 170,000 $0 GO Bonds
Pumpers 105,000 $0 GO Bonds
$0
Ladder
Trucks /autos /vans 21,000 29,200 $0
Boat 10,000 $0 General Fund
POLICE
Autos 77,500 80,000 80,000 80,000 80,000 $400,000
Boat $0
TOTAL EXPENDITURES $446,200 $998,600 $511,000 $412,000 $233,200 $1,101,800
TABLE I Capital Improvement Program Detail of Capital Outlays
Central Garage Vehicles Equipment
02 Dec 94
�:JF.� rl. 4 yy i jj fnr.. F .i. r.. -f
:.:r::.::::�.........
FUND SOURCES:
Central Garage Fund 365,100 633,600 425,000 412,000 233,200 $1,101,800
Water Utility 55,000 0 0 0 0 $0
Storm Drainage Utility 0 0 86,000 0 0 $0
Sanitary Sewer Utility 0 0 0 0 0 $0
Golf Course Fund 26,100 90,000 0 0 0 $0
GO Bonds 0 275,000 0 0 0
TOTAL $446,200E
446,200 $998,6001 $511,0001 $412,0001 $233,2001 $1,101,8001
TABLE J Capital Improvement Program Detail of Capital Outlays
Community Development
16-Dec-94 1 ...CJ.I�fR
EXPENDITURES:
COMMUNITY DEVELOPMENT
Brooklyn Blvd Redevelopment 800,000 800,000 7 TIF?
Acquire single family houses 150,000 150,000 200,000 200,000 200,000 $1,250,000 1/2 CDBG, 1/2 Other
Acquire apartments 2,000,000 6,000,000 $0 TIF
HERITAGE CENTER
Acquire land /build parking lot 500,000 $0 TIF
Construct G barn $750,000 Other revenue
Replace carpet 13,600 $0 Heritage Center Revenue
HERITAGE CENTER EQUIPMENT
Additional Conv Center equipment 24,200 $0 Heritage Center Revenue
TOTAL EXPENDITURES $3,487,800 $950,000 $6,200,000 $200,000 $200,000 $2,000,000
FUND SOURCES:
TIF revenue 3,300,000 800,000 6,000,000 0 0 $0
CDBG 75,000 75,000 100,000 100,000 100,000 $625,000
EDA levy 0 0 0 0 0 $0
Heritage Center Revenue 37,800 0 0 0 0
Other Funds 75,000 75,000 100,000 100,000 100,000 $1,375,000
TOTAL $3,487,800 $950,000 $6,200,000 $200,000 $200,0001 $2,000,000