HomeMy WebLinkAbout1992 04-23 FTFAMEETING NOTICE
FINANCIAL TASK FORCE
THURSDAY, APRIL 23, 1992
7 P.M.
CITY COUNCIL CHAMBERS - CITY HALL
1. Financial Policies Discussion
2. Response to Service Prioritization Suggestions
• ENCLOSURES: Memorandum from Sy Knapp
High Technology Award from Hewlett-Packard Corp.
SPECIAL NOTE: Please bring the draft of the Financial Policies which was included in the
April 9, 1992, agenda packet to the meeting.
0
i
CITY
OF
ROOK LY N
CENTER
FAX: 569-3494
EMERGENCY - POLICE - FIRE
911
•
MEMORANDUM
March 9, 1992
TO: G. G. Splinter
FROM: Sy Knapp
)K-
SUBJ: Service Prioritization Suggestions Forwarded By
Financial Task Force
I have reviewed the several suggestions made by a resident and forwarded by a member of the
Financial Task Force, and have also asked my supervisors and staff for their comments. The
comments are summarized below.
SNOW REMOVAL
Use wings to reduce plowing passes per residential street from two/side to one/side
All agree that if the snowfall is not too heavy, this would save plowing time. However, the
down side is that capital outlay costs for properly equipped trucks would more than double.
We now spend about $40,000 per truck with accessories. Other cities which use wings advise
that the trucks must be heavier duty than our existing trucks. They estimate that a heavy duty
truck so equipped would cost $70-90,000.
Delay clearing of park parking lots to normal hours rather than overtime
Supervisors indicate that park parking lots are cleared the same time as the rinks are cleared,
and that overtime is rarely used.
Review priority of sidewalk plowing routes. Do non priority routes during normal hours
•
It is true that some sidewalks probably don't need to be done right away. But, most of our
sidewalks are considered high priority by the public. They are located on routes to school,
near bus routes, in commercial areas, and near parks.
r!!!~NCURN
6301 SHINGLE CREEK PARKWAY
BROOKLYN CENTER, MINNESOTA 55430
TELEPHONE: 569-3300
• Page 2
Waiting to plow some sidewalks would have several disadvantages. Sidewalks that are
walked on anyway become compacted, and the hardened snow and ice becomes more difficult
to remove. Public safety could be affected as pedestrians walk in the streets to avoid an
unplowed sidewalk; many sidewalks are located on busy streets. Finally, total time spent on
sidewalk plowing would actually increase, as travel time to and from sidewalks is factored in.
Has sanding of streets (low volume residential) effectively reduced the number of accidents -
Also involves additional street sweeping in the spring
We have not investigated the number of accidents on low volume residential streets. It is
very difficult to assign accurate causes to many accidents. For most "fenderbender" type
accidents, no police report is filed, and all that is recorded is the location of the accident, its
type, and some other basic data. Therefore, it is impossible to say one way or another if
sanding or lack of has made a difference in the number of accidents.
Eliminating or reducing the sanding on low-volume streets would save time and materials.
The street supervisor estimates it costs $400 per storm to sand residential streets. However,
reducing or eliminating sanding would reduce the drivability of the streets, and may cause
rutting, roughness, and poor drainage. Many intersections of residential streets are
uncontrolled, and reduced sanding would make those intersections more dangerous.
Clear or plow per policy - sometimes streets are plowed when less than 2" of snow has fallen
The policy is adhered to regarding plowing, but sometimes it is necessary to scape two inches
or less because wet snow will compact and turn to ice. If streets are not scraped under these
conditions, the end result is more use of sand and salt, leading to more sweeping and jetting
of sand from catch basins. Staff are evaluating the possibility of increasing the 2" limit to 3-
4", when the type of snow, weather, time, and other factors would make this feasible.
STREET MAINTENANCE
Sealcoat - CIP indicates an 8 year cycle - on low volume residential streets - may be too often
- I've seen some streets go IS to 20 years without needing a new Sealcoat
All agree that sealcoating done at the proper time is essential in preserving pavement life. In
1992 Brooklyn Center will be implementing a computerized Pavement Management Program
(PMP), which will systematically evaluate the quality of pavement, and predict repair and
Sealcoat need. Currently, streets are sealcoated cyclically, without "fine tuning" to reflect
individual need. Obviously, some streets may not need sealcoating when their number comes
up, while others have already deteriorated. The PMP will "fine tune" our pavement repair
and sealcoating programs so that to the extent possible, only segments which are in need are
repaired. and sealcoated, while others which can wait are not.
Even under this program, it may still be determined to be most cost effective to group streets
in one area of the City for sealcoating at the same time. However, the decision may be to go
with several smaller areas of the City each year, rather than one large area.
•
Page 3
PARK MAINTENANCE
Evaluate areas where grass could be left natural
We believe that done correctly, this idea could work. However, we do have to be careful in
selecting potential sites, and in establishing the right kind of turf and plantings. There may
also be some labor involved in weed control and litter pickup. We will continue to evaluate
this suggestion in more detail during the coming months.
Reduce fertilizer - mow less
If parks were fertilized once a year rather than twice, we could save about $1,000. Reducing
fertilizer in parks has been forwarded to the City Manager, Financial Task Force, and City
Council for their consideration. A reduction of fertilizer may not result in a proportionate
reduction in mowing. Mowing needs are related to the amount and timing of rainfall received
as well as to the amount of fertilizer.
STREET RECONSTRUCTION
Public Works Director is proposing a total reconstruction program. Curb and gutter looks
nice - but is not as important as some engineers contend
is The proposal for an ongoing program of Neighborhood Street Replacement, which would
include the installation of curb and gutter, is based on a number of interrelated concerns.
O First, many residential streets are 35-40 years old and are approaching the end of their
useful life. A number of streets are even older, or are in poor condition. These
streets will require reconstruction.
O Second, we are currently developing our statutorily-required Local Water
Management Plan. We expect that among the findings will be a need to improve our
storm drainage system. Improvement will include installing or upgrading storm
sewers where there are now none or where they are under capacity. Improvement
will also include upgrading street drainage. Because Brooklyn Center is so flat, it
may be necessary to install curb and gutter for no other reason than to get proper
drainage.
o Third, we do have a considerable maintenance problem resulting from a lack of curb
and gutter. Street edges crumble and break from snowplow and weather damage and
require repair. Boulevards are damaged from vehicles parking and driving on them,
and from snowplows. Curb and gutter would eliminate this maintenance, which can
be costly.
O Finally, we believe that the fact that curb and gutter looks nice should be considered
in the decision to install it. The Maxfield housing study conducted in 1990 indicated
that the streets in Brooklyn Center without curb and gutter had an "unkempt
appearance," which detracted from the marketability of homes located on them.
. Page 4
As a developed, first ring suburb, we are all concerned that housing in Brooklyn Center is
attractive and that our neighborhoods remain stable. The Neighborhood Street Replacement
program would not only install curb and gutter where appropriate, it wold also upgrade public
utilities where necessary and sidewalks where appropriate, and potentially add ornamental
lighting, landscaping, and other amenities which would increase the attractiveness of our
neighborhoods. We were very pleased that our 1990 alley paving projects in the southeast
neighborhood spurred residents to fix fences, paint garages, plant gardens, and otherwise
spruce up their alley and back yard areas.
We believe that all these needs: pavement replacement, drainage upgrades, reduction in
maintenance, and neighborhood improvement, would best be addressed with a Neighborhood
Street Replacement program which would address all needs systematically and
comprehensively, and which would include installation of curb and gutter. However, staff
fully intends to provide opportunities for citizen participation in developing a street
improvement program - through the Earle Brown Neighborhood Advisory Committee,
through the Financial Task Force, and through a series of neighborhood meetings.
An overlay is a reasonably priced maintenance technique which extends pavement life at least
10 years - perhaps more
Agreed, so long as the base/sub-base of the street are adequate. If these elements are not
adequate, it may be more cost effective to totally reconstruct the street. These are options
and factors which will be included in the development of the Pavement Management Program.
0 0
•
•
Analysis of Service Costs
252 Unit Apartment Project
Tax Capacity for pay1991
City Property Tax Paid (18.66% of Tax Capacity)
Total HACA collected $1,082,408
Additional Tax to replace HACA (4.45% of Tax Cap.)
Total LGA collected $1,679,415
Additional Tax to replace LGA (6.91% of Tax Cap.)
Total--Tax on 252 unit Apartment
Shopping Center-- 180,354 square feet
Tax Capacity for pay1991
City Property Tax Paid (18.66% of Tax Capacity)
Total HACA collected $1,082,408
Additional Tax to replace HACA (4.45% of Tax Cap.)
Total LGA collected $1,679,415
Additional Tax to replace LGA (6.91 % of Tax Cap.)
Total--Tax on 180,354 sf Shopping Center
Office Building-- 111,907 square feet
Tax Capacity for pay1991
City Property Tax Paid (18.66% of Tax Capacity)
Total HACA collected $1,082,408
Additional Tax to replace HACA (4.45% of Tax Cap.)
Total LGA collected $1,679,415
Additional Tax to replace LGA (6.91 % of Tax Cap.)
Total--Tax on 111,907 sf Office Building
pz4FJ'
fl6 / 9z
$5,857,900
$210,884 Per Unit Monthly Cost Monthly/Unit
$39,350.95 $156.15 $3,279.25 $13.01
$9,384.34
$14.572.08
$63,307.38 $251.22 $5,275.61 $20.93
$12,322,400
$608,209 Per SF Monthly Cost Monthly/Unit
$113,491.80 $0.63 $9,457.65 $0.05
$27,065.30
$42.027.24
$182,584.34 $1.01 $15,215.36 $0.08
$9,472,900
$468,909 Per SF Monthly Cost Monthly/Unit
$87,498.42 $0.78 $7,291.53 $0.07
$20,866.45
$32.401.61
$140,766.48 $1.26 $11,730.54 $0.10
0
. (CCCTII) 1991 CITY TAXES PAID
ON THE AVERAGE $74,000 ASSESSED VALUE HOME
IN BROOKLYN CENTER
Paid Directly by the Homeowner When Paying the Property Tax.... $ 149.28
Paid by Shared State Income and Sales Taxes:
Agricultural Credit Adjustment (HACA) 35.60
Local Government Aid (LGA) 55.26
Total Taxes Paid (Direct and Shared) $ 240.14
TOTAL TAXES PAID PER MONTH $
20.00
CITY SERVICES PROVIDED
FOR $20.00 PER MONTH
PUBLIC SAFETY
$
7.49
_
Police Protection Fire Protection Animal Control
Emergency Preparedness - Planning and Inspection
PUBLIC WORKS......
4.50
Street and Sidewalk Snow Removal - Street Sealcoating
Street Sweeping - Engineering Services - Street Lights
Traffic Signals
RECREATION..
Parks Maintenance - Children'sRecreation Programs
3.08
Teen's Recreation Programs - Adult Recreation Programs
General Recreation Programs - Community Center
HEALTH AND SOCIAL SERVICES.. .
0.23
Inspection Services and Environmental Health Programs
GENERAL GOVERNMENT....................................... . .
3.20
Elections - Administration - Assessing - Finance - Legal
Data Processing - Commissions - Building Maintenance
PAYMENT ON DEBT..... . .
Annual Payment for Principal and Interest for Past Years
1.50
Borrowing for Park Improvements and Equipment
. TOTAL _COST _FOR_SERVICES _PER MONTH FROM TAXES $20_00
• (CCCTI2) 1991 CITY TAXES PAID
ON THE AVERAGE $74,000 ASSESSED VALUE HOME
IN BROOKLYN CENTER
(WORK SHEET)
TOTAL 1991 PAYABLE TAXES LEVIED IN 1990
TOTAL HACA COLLECTED IN 1991
TOTAL LGA COLLECTED IN 1991
TOTAL 1991 GENERAL FUND AND DEBT RETIREMENT EXPENDITURES
OTHER REVENUE (EXPENDITURES LESS TAXES)
CITY PROPERTY TAX PAID IN 1991 ON THE AVERAGE ($74,000)
HOME IN BROOKLYN CENTER BY THE TAXPAYER
TOTAL TAXES PAID THROUGH PROPERTY, SALES, AND INCOME TAXES
($149.28 DIVIDED BY 41.22%)
PROPERTY TAX PAID BY TAXPAYER
PROPERTY TAX SUBSIDISED BY HACA ($362.15 TIMES 9.83%)
PROPERTY TAX SUBSIDISED BY LGA ($362.15 TIMES 15.26%)
COST OF SERVICES
Percent % of $20
$ 4,536,726
41.22%
1,082,408
9.83%
1,679,415
15.26%
$ 7,298,549 66.32%
11,005,802 100.00%
$ 3,707,253 33.680%,
$ 149.23
$ 362.15
$ 149.28
35.60
55.26
$ 240.14
PUBLIC SAFETY
37.45%
7.49
PUBLIC WORKS
22.52%
4.50
RECREATION
15.39%
3.08
HEALTH AND SOCIAL SERVICES
1.16%
0.23
GENERAL
15.98%
3.20
DEBT RETIREMENT
7.50%
1.50
TOTAL
100.00%
20.00
0CTI3) CITY SERVICES PROVIDED FOR
$20.00 PER MONTH (NET
COST OF
SERVICES WORK
SHEET)
-
1991 % of
To 1991
% of
1991
1991 % of
Approp- Approp-
Allocate Adjusted
Adj
Estimated
Net Net
riations riations
Unallocated Appropr
Appropr
Revenue
Cost Cost
GENERAL GOVERNMENT
Council
76,276
0.74%
4,432
80,708
0.69%
80,708
0.90%
Charter Commission
1,500
0.01%
87
1,587
0.01%
1,587
0.02%
City Manager's Off
404,243
3.94%
23,486
427,729
3.66%
427,729
4.79%
Elections
27,965
0.27%
1,625
29,590
0.25%
29,590
0.33%
Assessing
198,007
1.93%
11,504
209,511
1.79%
209,511
2.35%
Finance
387,897
3.78%
22,536
410,433
3.51%
410,433
4.60%
Independent Audit
15,000
0.15%
871
15,871
0.14%
15,871
0.18%
Legal Counsel
192,600
1.88%
11,190
203,790
1.74%
203,790
2.28%
Government Bldgs
493,046
4.81%
28,645
521,691
4.46%
521,691
5.84%
Data Processing
227,136
2.22%
13,196
240,332
2.05%
240,332
2.69%
Total
2,023,670
19.75%
117,573
2,141,243
18.31%
714,400
1,426,843
15.98%
PUBLIC SAFETY
Police Protection
2,953,336
28.82%
171,585
3,124,921
26.72%
632,700
2,492,221
27.91%
Fire Protection
652,646
6.37%
37,918
690,564
5.90%
85,000
605,564
6.78%
finning & Inspect
304,809
2.97%
17,709
322,518
2.76%
167,800
154,718
1.73%
rgency Prepared
73,560
0.72%
4,274
77,834
0.67%
5,000
72,834
0.82%
Animal Control
23,501
0.23%
1,365
24,866
0.21%
5,600
19,266
0.22%
Total
4,007,852
-
-
39.11%
232,852
4,240,704
36.26%
896,100
3,344,604
37.45%
PUBLIC WORKS
-
Engineering
457,990
4.47%
26,609
484,599
4.14%
104,500
380,099
4.26%
Street Maintenance
1,034,330
10.09%
60,093
1,094,423
9.36%
109,600
984,823
11.031
Vehicle Maint
430,187
4.20%
24,993
455,180
3.89%
455,180
5.10%
Traffic Signs/Sig
37,000
0.36%
2,150
39,150
0.33%
39,150
0.44%
Street Lighting
143,000
1.40%
8,308
151,308
1.29%
151,308
1.69%
Weed Control
3,000
0.03%
174
3,174
0.03%
2,500
674
0.01%
Total
2,105,507
20.54%
122,328
2,227,835
19.05%
216,600
2,011,235
22.52%
HEALTH AND SOCIAL
-
SERVICES
-
Health
91,900
0.90%
5,339
97,239
0.83%
22,000
75,239
0.84%
Social Services
26,532
0.26%
1,541
28,073
0.24%
-
28,073
0.31%
Total
118,432
1.16%
6,881
125,313
-
1.07%
22,000
103,313
1.16%
RECREATION
Admin, Prks & Rec
309,878
3.02%
18,004
327,882
2.80%
327,882
3.67%
ult Programs
304,015
2.97%
17,663
321,678
2.75%
314,152
7,526
0.08%
en Programs
13,975
0.14%
812
14,787
0.13%
9,400
5,387
0.06%
Children's Program
76,386
0.75%
4,438
80,824
0.69%
57,448
23,376
0.26%
General Programs
87,253
0.85%
5,069
92,322
0.79%
28,425
63,897
0.72%
Community Center
456,872
4.46%
26,544
483,416
4.13%
325,120
158,296
1.77%
Parks Maintenance
744,674
7.27%
43,265
787,939
6.74%
787,939
8.82%
Total
1,993,053
19.45%
115,794
2,108,847
18.03%
734,545
1,374,302
15.39%
-
SUB TOTAL
10,248,514
100.00%
595,427
10,843,941
92.71%
2,583,645
-
8,260,296
-
92.50%
ECONOMIC DEVELOP
183,000
0.00%
0
183,000
1.56%
183,000
0
0.00%
'ALLOCATED
595,427
0.00%
(595,427)
0
0.00%
0
0
0.00%
EBT RETIREMENT
669,363
0.00%
-
0
669,363
.5.72%
-
0
669,363
7.50%
TOTAL
11,696,304
100.00%
0
11,696,304
100.00%
2,766,645
8,929,659
100.00%
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