HomeMy WebLinkAbout2009 10-19 CCP Joint Work Session with Financial Commission AGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
October 19, 2009
6:30 P.M.
Council Chambers
City Hall
1. Call to Order
2. Review of the following Enterprise Funds
a. Water Fund
b. Sanitary Sewer Fund
c. Storm Sewer Fund
d. Street Light Fund
e. Recycling Fund
f. Liquor Operations Fund
g. Centerbrook Golf Course Fund
h. Earle Brown Heritage Center Fund
i. EBHC Capital Fund
3. Adjourn
2010 Budget
Enterprise Funds
Table of Contents
Water Fund 1 -8
Sanitary Sewer Fund 9 -14
Storm Sewer Fund 15-20
Street Light Fund 21-24
Recycling Fund 25-28
Liquor Operations Fund 29-32
Centerbrook Golf Course Fund 33-36
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Earle Brown Heritage Center Fund 37-48
EBHC Capital Fund 49-50
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City of Brook&n Center
2010 Budget
FUND: Water Utility Fund 60100
DEPT /ACTIVITY /PROJECT: Operations 49141
PROFILE
The Water Utility Division provides for the distribution of potable water to customers.
This division includes the operations, administration and utility billing for the utility.
The division is managed by the Public Works Director, except for the utility billing
component which is managed by the Fiscal Services Department.
The City has approximately 115 miles of water main, 1,377 water valves, and 975 fire
hydrants providing service to 7,314 metered single family residential connections and
1,635 metered apartments /townhouses /commercial /industrial customers. Water is
supplied from nine municipal wells. Also included in this division is the maintenance of
meters, locating water mains and services, testing of the municipal water supply
throughout the system as required, preventative maintenance, and emergency repairs to
the City's distribution system and its appurtenances.
The utility billing operation prepares and sends out utility bills, receives meter readings
and makes estimated readings, and administers collections and assessment for non-
payment.
Substantial water main improvements are generally completed in association with the
neighborhood street reconstruction program or other improvement projects. 2010
projects consist of reconstruction of some mains in the Twin Lake
North/Lakeside/Vincent neighborhoods and along Dupont Avenue, and building
maintenance projects at Municipal Wells Nos. 4, 5, 6, 7, 8, and 10.
DEPARTMENTAL GOALS
Provide routine and 24 -hour emergency on -call maintenance service for the public
water supply system.
Change, read and repair residential and commercial water meters as necessary.
Provide timely locating services as per Gopher State One Call.
Work together with the Engineering Division in reconstruction areas to inspect
new water services, mains and disconnects, and provide assistance to customers in
construction areas who are receiving new water services.
Provide fire flow information and assist insurance companies in gathering
additional information as needed (i.e., assist in fire flow testing).
Maintain weekly bacteria testing and daily fluoride testing and reports as required
by the State Health Department.
Conduct lead and copper testing as required, and in -house testing for iron,
manganese, zinc and calcium/magnesium hardness.
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Maintain training sponsored by the Minnesota Department of Health, as well as in
house training in right to know, confined space entry and work zone safety.
Continue routine maintenance and emergency repair of fire hydrants, system
valves and water mains, and seasonal and routine flushing of water mains.
Prepare and disseminate to all customers EPA required Consumer Confidence
Reports.
Routine and emergency maintenance of wells, continued monitoring of
static /pumping levels and well depths.
Maintain chemical feed equipment so as to comply with state guidelines for
disinfection, fluoridation and corrosion control.
Preventative maintenance and emergency repairs of electrical controls, telemetry
system and building and grounds.
i interiors/exteriors of the City's Routine maintenance and repair of the n water
towers providing for proper seasonal level fluctuation to avoid possible structural
damage.
r waters art of stem improvements as a
Perform, m acost- effective manner, y p p
neighborhood street reconstruction or other improvement projects.
Repair, rehabilitate, or reconstruct water facilities as necessary to provide for
efficient and effective operations.
EXPENDITURE DETAILS
6204 Stationary Supplies
Water Utility portion of the cost for billing envelopes. Cost distribution: 1/3 Water, 1/3
Sewer, 1/9 Storm Drainage, 1/9 Street Light and 1/9 Recycling Utility.
6216 Chemical Products
Chemicals for the water distribution system to provide for disinfection, fluoridation,
reduced corrosivity, and to hold the naturally- occurring nuisance mineral manganese in
solution.
6219 Operating Supplies
Materials and supplies, such as chemical feed equipment, pumps, motors and scales to
maintain operation of the water system.
6227 Paint Supplies
Paint supplies for Gopher State One Call utility locates and painting of hydrants.
6235 Utility System Supplies
Routine replacement of water meters. Meters are systematically replaced, during
maintenance calls and in the street and utility improvement project areas.
6239 Repair &Maintenance Supplies
Various supplies used in the maintenance of the distribution system, such as valve box
extensions, gate valves, sensors, supplies needed for repairing water main breaks, and
repair or replacement of mechanical equipment in the pump houses.
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6242 Minor Equipment
Replacement of equipment used for Water system operations.
Two Chlorine Chemical Scales $1,590
Backhoe Bucket $2,000
Diffuser Assembly (Hyd Flushing) $1,450
Trench Box $3,500
Traffic Control Signs $1,600
Locator 950
6302 Architect, Engineering and Planning
Design assistance with SCADA system components, leak detection, Water tower
structural analysis for tower antennae, technical assistance with the water system model.
6321 Telephone/Pagers
The cost for two on -call utility pagers, three on -call utility cellular telephones and the
telephone connection serving the city's SCADA system.
6322 Postage
Includes the water utility's share of the cost of postage to mail utility bills and meter
reading cards. The EPA required Consumer Confidence Report is now distributed in the
1 City newsletter reducing the postage necessary as the postage costs are now shared for
the issue containing the EPA required report.
6351 Printing
The cost of printing water meter reading cards for all users of City water.
6381 Utility Service- Electric
The electrical power cost of pumping water. Actual amount will depend on water
demand, which is influenced by annual rainfall amounts.
6402 Repair and Maintenance Services
Routine rehabilitation of well pump controls, chlorine and fluoride feed systems for water
system and removal.
6403 Building Facilities Maintenance Services
Routine building and HVAC maintenance and repairs for municipal well buildings. Cost
previously included in CARS budget. Also includes cost for cleaning exterior of elevated
storage tanks.
6441 Licenses, Taxes, and Fees
The cost for the State of Minnesota Water Testing Fee (a charge per water connection
totaling approx. $60,000 per year) and the Water Appropriation Permit fee charged by the
DNR for the pumping of groundwater from the Jordan Aquifer (approx. $15,850). This
object code also includes the cost for Water Operator licensing fees ($150 per year).
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6449 Other Contractual Service
The cost of obtaining assistance from private contractors to repair water main breaks,
such as to provide dewatering or specialized equipment not owned by the City. Also
includes water utility portion of payment for Gopher State One Call charges, monthly
bacteria testing of water system, water utility portion of bill stuffing services, and repairs
to communication control systems.
6530 Improvements
Water Utility portion of street and utility improvement projects scheduled for 2010 within
the Capital Improvement Program and capital ital outla costs
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PERSONNEL LEVELS
1- Supervisor of Public Utilities
4- Maintenance II
3- Seasonal /Part-Time
One Engineering Technician is distributed over the Water, Sanitary Sewer and Storm
Sewer utilities.
CAPITAL OUTLAY
See 2010 Capital Improvement Program Summary
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CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
60100 WATER UTILITY FUND
49141 WATER UTILITY- OPERATIONS
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 102,514- 87,282- 46,280- 6,224- 20,000- 20,000
4700 WATER UTILITY FUND 2,049,331- 1,967,534- 1,908,558- x490,998- 2,048,227- 2,048,227-
4900 OTHER FINANCING SOURCES 9,246 695 1,974-
4001 REVENUES 2,142,599- 2,054,122- 1,954,838- 1,499,195- 2,068,227- 2,068,227-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 425,670 449,507 457,508 305,928 452,678 452,678
6199 SUPPLIES 156,404 138,466 179,185 118,886 182,740 182,740
6299 OTHER CHARGES SERVICES 1,133,272 1,185,698 1,223,769 958,145 1,199,374 1,199,374
6500 CAPITAL OUTLAY 2,319 441,705 2,112,993 1,257,000 1,257,000
6600 DEBT SERVICE 158,438 158,438
6001 EXPENDITURES /EXPENSES 1,717,865 1,773,670 2,302,167 3,495,951 3,250,230 3,250,230
4000 REVENUES AND EXPENSES 424,734- 280,451- 347,329 1,996,756 1,182,003 1,182,003
49141 WATER UTILITY- OPERATIONS 424,734- 280,451- 347,329 1,996,756 1,182,003 1,182,003
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WATER FUND PROJECTIONS WITH BOND ISSUE FOR AMR
Rate Increase 3.00% 1 575 5.75% 10.00%` 6.00% _625% 1 650% 6.25% 625% ';.000%.. 0200%. 0.00% 0.00% 0.00% 0.00%,: 0.00%
Rate /1,000 gallons 1.29 1.36 1.44 1.58 1.68 1.78 1.90 2.02 2.14 2.14 2.14 2.14 2.14 2.14 2.14 2.14
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Water Service 1,987,997 2,102,307 2,223,189 2,445,508 2,592,239 2,754,254 2,933,280 3,116,610 3,311,399 3,311,399 3,311,399 3,311,399 .3,311,399 3,311,399 3,311,399 3,311,399
Misc. Operating 1,974 5,674 9,374 13,074 16,774 20,474 24,174 27,874 31,574 35,274 38,974 42,674 46,374 50,074 53,774 57,474
Misc. Non operating 18.742 S 72.122 60.055 S 59.363 59.800 59.330 S 64.120 62,101 73,119 82,495 106.509 121,721 127,289 153.185 191,735 224,214
Total Revenues 2,008,713 2,180,103 2,292,619 2,517,945 2,668,813 2,834,058 3,021,574 3,206,585 3,416,091 3,429,168 3,456,881 3,475,794 3,485,062 3,514,658 S 3,556,907 3,593,086
Expenditures
Personal Services 441,896 452,678 470,785 489,617 509,201 529,569 550,752 572,782 595,693 619,521 644,302 670,074 3 696,877 724,752 753,742 783,892
Supplies 158,514 182,740 188,222 193,869 199,685 205,675 211,846 218,201 224,747 231,490 238,434 245,587 252,955 260,544 268,360 276,411
Services S 621,397 561,474 589,548 619,025 649,976 682,475 716,599 3 752,429 S 790,050 829,553 871,030 914,582 960,311 1,008,327 1,058,743 1,111,680
Depreciation 644,800 637,900 653,848 670,194 686,949 704,122 721,725 739,768 758,263 777,219 796,650 816,566 836,980 857,905 879,352 901,336
Debt Service Interest Fees 60.937 58,744 S 56,306 53,503 49.847 S 46,069 42,168 38,146 34,003 29.737 25.350 20,718 15,845 10.725 5.365
Total Expenditures S 1,866,607 1,895,729 1,961,147 2,029,010 2,099,314 2,171,689 2,246,991 2,325,348 2,406,899 2,491,786 2,580,153 2,672,159 2,767,841 2,867,372 2,970,922 3,078 684
less: Non -Cash Depreciation 644,800 637,900 653,848 670,194 686,949 704,122 721,725 739,768 758,263 777,219 796,650 816,566 836,980 857,905 879,352 901,336
plus: Debt Service Principal 67,500 75,000 86,250 112,500 116,250 120,000 123,750 127,500 131,250 135,000 142,500 150,000 157,500 165,000 165,000
plus: Transfers S
plus: Cash Capital Outlay S 451.100 1.257.000 933.400 S 1.058,300 S 1,159,600 S 1.090,600 1.443.600 1,130,000 S 1,327,400 782,900 3 1.031.300 1,292,100 541.000 62.700 217,70
Total Cash Requirement S 1.672.907 S 2,582.329 S 2.315.699 2.503.366 2,684.465 2.674.417 3, 088.866 2.839,330 3.103,537 2,628,716 2.949, 3.290,193 2.621.861_ $_2,229667 2.474.270 2.342.348
Beginning Cash Balance 2,068,255 S 2,404,061 2,001,835 1,978,754 1,993,333 1,977,680 2,137,322 2,070,030 2,437,285 2,749,839 3,550,291 4,057,368 4,242,968 5,106,169 6,391,159 7,473,797
Changes in AsselstUabi86es
Cash Received 2,008,713 2,180,103 2,292,619 2,517,945 2,668,813 2,834,058 3,021,574 3,206,585 3,416,091 3,429,168 3,456,881 3,475,794 3,485,062 3,514,658 3,556,907 3,593,086
Cash Spent S (1,672,907) (2,582,329) S (2.315.6991 S (2.503,366) S (2,684,465) S (2.674,417) (3,088 S (2.839,330) (3.101537) S (2.628,716) (2.949,8041 (3,290,193) (2,621.861) S (2.229.667) S (2474.270) S (2.342.348)
Ending Cash Balance 2,404,061 2.001.835 1.978.7 1.993.333- 1,87£;880 'S '.2.137.322 '•ZG70.030 437.285. 2.749:839 3,550,291 -.S "4,057,368 S. "4242,968 5,106.169 f 6.391.159: 5. 7,473 79 a _7S_.. S 8.724.536
0N Cash Reserve Target (step) 1,000,00 1,20,00 1,200,000 1,30,00 1,30,00 1,300,00 1,400,000 1,400,00 1,400,000 1,400,00 1,40,00 1,50,00 1,500,000 1,50,00 1,50,00 1,50,000
Cash Reserve Target (SWyr 1,050,00 1,102,500 1,157,625 1,215,506 1,276,282 1,340,096 1,407,100 1,477,455 1,551,328 1,628,895 1,710,339 1,795,856 1,885,649 1,979,932 2,078,928 2,182,875
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation and do not include provisions for changes in balance sheet items from year to year that may affect cash balances.
Revenues
Rate increases vrould be as indicated each year and based on a stable customer base and stable consumption
Expenditures
Personnel Costs increase at a rate of 4% per year
Supplies increase at a rate of 3% perannum.
Services increase at a rate of 5% per year
Depreciation increases at a rate of approximately 2.5% per annum.
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209 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
0% 1.25 1.34 1.44 1.58 1.68 .1.78 1.90 2.02 2.14 2.14 2.14 2.14 2.14 2.14 2.14
1.29 1.36 1.44 1.58 1.68 1.78 1.90 2.02 2.14 2.14 2.14 2.14 2.14 2.14 2.14
6.25% 1.34 1.44 1.55 1.66 1.78 1.89 2.01 2.13 2.27 2.29 2.31 2.33 2.33 2.33 2.33
209 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
335,806 (402,226) (23,081) 14,579 (15,653) 159,641 (67,292) 367,255 312,554 800,451 507,078 185,600 863,201 1,284,990 1,082,637
3 WATER FUND PROJECTIONS WITH BOND ISSUE FOR AMR
Rata Increase 3.00% 4.00% `.:5.00% 1 5.00% 600% -6,25% 5.00% 3.00%.. 3.00% 0,00% 000 0.00%.' 0.00% 0:00% 0.00% 0.00%
Rate /1,000 gallons 1.29 1.34 1.41 1.48 1.56 1.66 1.75 1.80 1.85 1.85 1.85 1.85 1.85 1.85 1.85 1.85
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Water Service 1,987,997 2,067,517 2,170,893 S 2,279,437 2,416,204 2,567,216 2,695,577 2,776,444 2,859,738 2,859,738 2,859,738 2,859,738 2,859,738 2,859,738 2,859,738 2,859,738
Misc. Operating 1,974 5,674 9,374 13,074 16,774 20,474 24,174 27,874 31,574 35,274 38,974 42,674 46,374 50,074 53,774 57,474
Misc. Non operating S 18.742 S 72.122 59.011 S 56.719 S 52.095 S 46,113 S 44,894 35,168 35.172 S 29.861 S 38,746 38,375 S 27,893 S 37,257 S 58,779 73,720
Total Revenues 2.008,713 2,145,313 2,239,278 2,349,230 2,485,072 2,633,803 2,764,646 2,839,486 2,926,484 2,924,873 2,937,457 2,940,787 2,934,005 2,947,069 S. 2,972,291 2,990,932
Expenditures
Personal Services 441,896 452,678 470,785 489,617 509,201 529,569 550,752 572,782 595,693 619,521 644,302 670,074 696,877 724,752 753,742 783,892
Supplies 158,514 182,740 188,222 193,869 199,685 205,675 211,846 218,201 224,747 231,490 238,434 245,587 252,955 260,544 268,360 276,411
Services 621,397 561,474 589.548 619,025 649,976 682,475 716,599 752,429 790,050 829,553 871,030 914,582 960,311 1,008,327 1,058,743 1,111,680
Depreciation 644,800 637,900 653,848 670,194 686,949 704,122 721,725 739,768 758,263. 777,219 796,650 S 816,566 836,980 857,905 879,352 901,336
Debt Service Interest 8 Fees S 60.937 58,744 56.306 53.503 49,847. S 46 069 42.168 38,146 S 34.003 29.737 25.350 20,718 15,845 10.725 5,365
Total Expenditures 1,866,607 1,895,729 1,961,147 2,029,010 2,099,314 2,171,689 2,246,991 2,325,348 2,406,899 2,491,786 2.,580,153 2,672,159 2,767,841 2,867,372 2,970,922 3,078,684
less: Non -Cash Depreciation 644,800 637,900 653,848 670,194 686,949 704,122 721,725 739,768 758,263 777,219 796,650 816,566 836,980 857,905 879,352 901,336
plus: Debt Service Principal 67,500 75,000 86,250 112,500 116,250 120,000 123,750 127,500 131,250 135,000 142,500 150,000 157,500 165,000 165,000
plus: Transfers S
plus: Cash Capital Outlay S 451.100 1.257.000 933,400 1.058.300 S 1.159,600 1.090,600 1.443.600 S 1.130,000 1.327,400 782.900 1.031.300 1,292.100 541.000 S 62,700 217,700
Total Cash Requirement 1.672,907 2,582,329 2,315,699 S 2.503.366 2.684, S 2.674 ,417 3.088,866 2,839,330 3 103,537 2 62 716 2 949 80 4 $_3 2 193 2 2,22 S 2.4 74.270 2.342.348_
Beginning Cash Balance 2,068,255 2.404,061 1,967,045 1,890,624 1,736,487 1,537,094 1,496,480 1,172,260 1,172,417 995,364 1,291,520 1,279,174 929,768 1,241,912 1,959,313 2,457,335
Changes in Assets/LiabiBties
Cash Received 2,008,713 2,145,313 2,239,278 2,349,230 2,485,072 2,633,803 2,764,646 2,839,486 S 2,926,484 2,924,873 2,937,457 S 2,940,787 2,934,005 2,947,069 2,972,291 2,990,932
Cash Spent (1.672.9071 (2.582,329) S (2,315.699) S (2.503,366) S (2.684,465) S (2.674,4171 S (3.088,866) S (2.839,330) (3.103,537) S (2.628.7161 3 (2.949,804) (3,290,193) 12,621.8611 S (2.229.667) (2.474.270) S (2.342.3481
Ending Cash Balance 2.404,061 1,9 67.045 S 1.890,624 ::1. e.' 5 1,537.0" S '1,4 S 1:172,260 "1172,417 995,364 S 1,291,520 1,279,174 929,768 1,241;912 S 1,958,313 S 21457,33$ 3,105,111
Cash Reserve Target (step) 1,000,000 1,200,000 1,200,000 S 1,300,000 1,300,000 S 1,300,000 1,400,000 1,400,000 S 1,400,000 1,400,000 1,400,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
Cash Reserve Target (5%yr 1,050,000 1,102,500 1,157,625 1,215,506 S 1,276,282 11 1,340,096 1,407,100 1,477,455 1,551,328 1,628,895 1,710,339 1,795,856 1,885,649 1,979,932 2,078,928 2,182,875
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation and do not include provisions for changes in balance sheet items from year to year that may affect cash balances.
Revenues
Rate increases would be as indicated each year and based on a stable customer base and stable consumption
Expenditures
Personnel Costs increase at a rate of 4% per year
Supplies increase at a rate of 3% perannum.
Services increase at a rate of 5% per year
Depreciation increases at a rate of approximately 2.5% per annum.
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2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
0% S 1.25 1.34 1.44 1.58 1.68 1.76 1.90 2.02 2.14 2.14 2.14 2.14 2.14 2.14 2.94
3% 1.29 1.36 1.44 1.58 1.68 138 1.90 2.02 214 2.14 2.14 2.14 2.14 2.14 2.14
6.25% 1.34 1.44 1.55 1.66 1.78 1.89 2.01 2.13 2.27 2.29 2.31 2.33 2.33 2.33 2.33
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
335,806 (437,016) (76,421) (154,136) (199,393) (40,614) (324,220) 156 (177,053) 296,156 (12,346) (349,406) 312,144 717,402 498,021
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City of Brov C Center
2010 Budget
FUND: Sanitary Sewer Utility Fund 60200
DEPT /ACTIVITY /PROJECT: Operations 49251
PROFILE
This division provides for the collection and conveyance of wastewater through a system
of mains and lift stations. Sewage is treated by the Metropolitan Council Environmental
Services, whose fees account for approximately 75% of this fund's expenditures. This
division is managed by the Public Works Director, except for the utility billing
component, which is managed by the Fiscal and Support Services Department.
The City has approximately 106 miles of sanitary sewer ranging in size from 8" to 24" in
diameter, and 8,798 service connections. Included in this division is the routine and
preventative maintenance of the City's collection system and its appurtenances,
monitoring of inflow and infiltration, television inspection of the interiors of mains, and
customer service such as providing sewer locations.
This activity involves the operation and maintenance of the City's ten wastewater lift
stations, which includes buildings, equipment, and property.
Sewer system improvements are made as part of the neighborhood street reconstruction
program or other improvement projects.
DEPARTMENTAL GOALS
Provide timely locating services as per Gopher State One Call.
Work together with the Engineering Division in reconstruction areas to inspect
new installations as well as repairs on mains and services.
Continue root sawing program to maintain conveyance capacity.
Maintain routine line cleaning of known trouble spots, as well as regular routine
cleaning to remove grit, grease and roots.
Televise all project areas and trouble spots as identified by city staff and establish
repairs and/or repair projects from information obtained.
Monitor inflow and infiltration rates.
Continue established preventative and regular maintenance program on electrical
controls, buildings, and grounds.
Monitor inflow and pump efficiency.
Perform, in a cost effective manner, sewer system improvements as a part of
neighborhood street reconstruction or other improvement projects.
Repair, rehabilitate, or reconstruct sanitary sewer facilities as necessary to provide
for efficient and effective operations.
9
EXPENDITURE DETAILS
6204 Stationary Supplies
Sanitary Sewer Utility portion of the cost for billing envelopes. Cost distribution:
1/3 Water, 1/3 Sewer, 1/9 Storm Drainage, 1/9 Street Light and 1/9 Recycling Utility.
6216 Chemical Products
Degreaser and root remover chemicals used at lift stations.
6219 Operating Supplies
Marking paint, marking flags, sewer jet parts, blades, motors, etc. Item includes the cost
for miscellaneous parts to repair sanitary sewer maintenance equipment.
6239 Other Repair Maintenance Supplies
The cost of check valves, sump pumps, float, switches and replacement of lift station
control valves at Lift Station No. 1
6302 Arch, Eng Planning
Technical assistance by a consultant to assist with lift station operational issues that may
arise throughout the year.
6307 Professional Services
Engineering for SCADA system maintenance and for OSHA training consultant..
6321 Telephone/Pager
The cost of one cellular telephone and 50% of three pagers for on -call personnel.
6381 Utility Services- Electric
The electrical cost of operating lift station pumps.
6391 Met Council Environmental Services
Charges by the Metropolitan Council Environmental Services for processing the City's
wastewater. Brooklyn Center is billed 1.21% of the total metropolitan wastewater
charges from MCES, Brooklyn Center's share is $2,075,450 for 2010.
6403 Repair and Maintenance Svs- Buildings s and Facilities Maint Svs
P g
Routine electrical repairs to lift stations and annual building maintenance of Lift Station
Nos. 1 and 2.
6409 Repair and Maintenance Svs -Other
Annual maintenance for emergency generators ($7,930) miscellaneous unscheduled
repairs for sanitary sewer failures ($3,600) and initiation of a program for annual sanitary
sewer televising inspections ($53,000).
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6449 Other Contractual Service
Routine oxygen sensor calibration, gas monitor maintenance, inspection of lift station
pumps, generator load banking, etc. This item also includes specialized contractual
services such as pump rewinding and isolated sewer repairs that are not part of the
scheduled improvements included in the CIP.
6530 Capital Outlay
Sewer Utility portion of street and utility improvement projects scheduled for 2010
within the Capital Improvement Program.
PERSONNEL LEVELS
2 Maintenance II
2 Seasonal /Part-Time
One Engineering Technician is distributed over the Water, Sanitary Sewer and Storm
Sewer utilities.
CAPITAL OUTLAY
See 2010 Capital Improvement Program Summary
11
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
60200 SEWER UTILITY FUND
49251 SEWER UTILITY- OPERATIONS
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 136,762- 159,682- 66,500- 71,652- 28,000- 28,000-
4720 SEWER UTILITY FUND 3,251,887- 3,176,491- 3,209,820- 2- e19,050- 3,280,497- 3,280,497-
4900 OTHER FINANCING SOURCES 463,707
4001 REVENUES 3,852,356- 3,336,173- 3,276,320- 2,090,702- 3,308,497- 3,308,497-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 169,781 175,905 186,725 121,856 190,931 190,931
6199 SUPPLIES 16,262 18,691 33,116 1,807 25,380 25,380
6299 OTHER CHARGES SERVICES 3,326,432 2,812,603 2,880,365 2,296,493 3,015,035 3,015,035
6500 CAPITAL OUTLAY 403,565 5,358 1,342,200 1,342,200
6600 DEBT SERVICE 52,813 52,813
6001 EXPENDITURES /EXPENSES 3,512,475 3,007,199 3,503,771 2,425,513 4,626,359 4,626,359
4000 REVENUES AND EXPENSES 339,881- 328,974- 227,451 334,811 1,317,862 1,317,862
49251 SEWER UTILITY OPERATIONS 339,881- 328,974- 227,451 334,811 1,317,862 1,317,862
12
SANITARY SEWER FUND PROJECTIONS WITH BOND ISSUE FOR AMR
Rate Increase 1.00% 1.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 3.00% 3.00% 3.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Monthly Residential Fee 21.08 0:21.29 S 22.14 23,03 3 23:95 S 24,91 S 25.90 25.94'.S 2475. S 28,58 29.44 29.44 29.44 29.44 29.44 29.44
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Sewer Charges 3,248,017 3,280,497 3,411,717 3,548,185 3,690,113 3,837,717 3,991,226 4,150,875 4,275,401 4,403,663 S 4,535,773 4,535,773 4,535,773 4,535,773 4,535,773 4,535.773
Misc. Operating 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000
Misc. Non operating S 65.739 26.220 S 18,919 16,139 19.590 16.169 13.127 .1 1,937 12,275 14,830 16,348 15,667 12,575 18,468 25,130 28,894
Total Revenues 3,325,756 3,318,716 3,442,636 3,576,324 3,721,703 3,865,886 4,016,353 4,174,812 4,299,676 4,430,493 4,564,122 4,563,440 4,560,348 4,566,242 4,572,903 4,576,668
Expenditures
Personal Services 182,211 190,931 198,568 206,511 S 214,771 223,362 232,297 241,589 251,252 261,302 271,754 282,625 293,930 305,687 317,914 S 330,631
Supplies 20,807 25,380 26,141 26,926 27,733 26,565 29,422 30,305 31,214 32,151 33,115 34,109 35,132 36,186 37,271 38,390
Services 2,288,504 2,437,435 S 2,510,558 2,585,875 2,663,451 2,743,355 2,825,655 2,910,425 2,997,738 3,067,670 3,180,300 3,275,709 3,373,980 3,475,199 3,579,455 3,686,839
Depreciation 577,900 577,600 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000
Debt Service Interest 8 Fees S 20.312 S 19.581 18.768 S 17.834 S 16.615 S 14.706 S 13.447 12316 10.806 S 9.913 8.963 6.910 4.957 3.575 1.788
Total Expenditures 3,069,422 3,251,658 3,269,849 3,353,079 S 3,438,790 3,526,897 3,617,080 3,710,766 3,807,920 3,906.929 S 4,010,082 S 4,116,405 4,224,951 4,337,029 4,453,216 S 4,572,647
less: Non -Cash Depreciation 577,900 577,600 515,000 515,000 S 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000 515,000
plus: Debt Service Principal 32,500 33,750 33,750 35,000 37,500 38,750 40,000 41,250 42,500 45,000 45,000 S 47,500 50,000 50,000 52,500
plus. Transfers
plus: Cash Capital Outlay 403.565 1.342,200 S 932.089 359.359 S 1.105.000 1,120.748 S 994.464 905.303 S 710.000 S 844,189 1.092.155 S 1.226.251 213,575 28.025 208,275
Total Cash Requirement S 2,895,087_ 4,0 48,758 3,231.188 4.063.790 S 4.170.145 4.135.294 4.141.069 4,044.170 S 4,278 618 4.632.237 S 4.872,656 3,97 S 3.900.054 4,196,49 4.110,147
Beginning Cash Balance 2,191,302 2,621,970 1,891,929 1,613,877 1,959,013 1,616,925 1,312,667 1,193,725 1,227,469 1,482,974 1,634,850 1,566,734 1,257,519 1,846,840 2.513,028 2,889,440
Changes in AsselsAiabililies
Cash Received 3,325,756 3,318,716 3,442,636 3,576,324 3,721,703 3,865,886 4,016,353 4,174,812 4,299,676 4,430,493 S 4,564,122 4,563,440 4,560,348 4,566,242 S 4,572,903 4,576,668
Cash Spent S (2,895.087) (4,048.758) (3.720,688) (3.231.188) S (4,063.790) (4.170.145) (4,135,2941 S (4.141,069) (4,044,170) (4278,618) (4.632.237) (4.872,656) (3.971.026) S (3.900.054) (4.196A91) (4.110.147)
Ending Cash Balance S 2,621,975 1,691,929 S 11.613,1177_4 1,959,013 _5 1,616,925 1,312;867 S 1 1,227,469.:$ 1 974 1,634,850 S "1;.566,734 1.257,519..$ 1,846,840 S 2.513,026 2,689,140 3,355.960
Cash Reserve Target 950,000 950,000 950,000 S 950,000 950,000 S 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000 950,000
Cash Reserve Target 13Wyr 950,000 978,500 1,007,855 1,038,091 S 1,069,233 1,101,310 1,134,350 1,168,380 1,203,432 1,239,535 1,276,721 1,315,022 1,354,473 1,395,107 1,436,960 1,480,D69
W
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation and do not include provisions for changes in balance sheet items.
Revenues
Rate increases would be as indicated per year and are based on a stable customer base with stable usage.
Expenditures
Personnel costs increase at a rate of 4% per year
Supplies increase at a rate of 3% per year.
Serices increase at a rate of 3% per year
Depreciation increases at a rate of 2% per year
Capital outlay is from the 2009 CIP
i
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
3% 21.50 22.14 22.81 23.49 24.19 24.92 25.67 26.44 27.23 28.05 28.89 28.89 28.89 28.89 28.89
0% 20.87 21.50 22.14 23.25 24.18 25.15 26.15 27.20 28.01 28.85 29.72 29.72 29.72 29.72 29.72
1% 21.08 21.29 22.14 23.03 23.95 24.91 25.90 26.94 27.75 28.58 .29.44 29.44 29.44 29.44 29.44
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
430,668 (730,042) (278,052) 345,136 (342,087) (304,259) (118,942) 33,744 255,506 151,875 (68,116) (309,215) 589,322 666,188 376,412
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1 City ofBrvok&n Center
2010 Budget
FUND: Storm Drainage Utility Fund 65100
DEPT /ACTIVITY /PROJECT: Operations 49411
PROFILE
This division provides for the collection and management of stormwater throughout the
city in compliance with State and Federal regulatory requirements. The Storm Drainage
Utility operates and maintains approximately 84 miles of storm sewers and 85 storm
water management ponds or treatment devices. The Storm Drainage Utility also provides
for street sweeping operations and the City's participation in two joint powers Watershed
Commissions, which provide for regional planning, surface water quality monitoring, and
Wetlands Conservation Act compliance.
DEPARTMENTAL GOALS
Perform street sweeping operations to reduce sediment discharge to surface
waters.
Televise storm sewer pipe to identify damaged or failed pipe segments.
Repair deteriorated drainage pipes and structures.
Clean and inspect outfalls, skimmers, ponds and sediment structures per NPDES
requirements.
Inspect public and private ponds and treatment systems.
EXPENDITURE DETAILS
6239 Repair and Maintenance Supplies -Other
Provides for supplies when city employees perform the maintenance and repairs on
system structures and facilities as part of ongoing maintenance items.
6409 Repair and Maintenance Svs -Other
Provides for repair services on the Shingle Creek weir as part of the ongoing maintenance
in this area; provides funding for the cost of replacement castings, rip rap, catch basins
and other isolated pipe materials needed to address unscheduled repairs to the City's
drainage system; and provides for the annual maintenance services provided by Tree
Trust pertaining to Citywide storm drainage and ponding system maintenance ($2,000).
6434 Dues Subscriptions
Annual dues of the Shingle Creek and West Mississippi Watershed Management
Organizations.
6461 Fuel Charges
Fuel costs for operating I Jon utility truck and two street sweepers assigned to the Storm
Sewer Utility Budget.
6462 Fixed Charges
Replacement and overhead charges for 1 -Ton utility truck and two street sweepers
assigned to the Storm Sewer Utility Budget.
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6463 Repair Maintenance Charges
Repair and maintenance charges for 1-Ton utility truck and two street sweepers assigned
to the Storm Sewer Utility Budget.
6530 Capital Outlay
Reimbursement for Storm Sewer Utility portion of annual street and utility improvement r
project costs.
PERSONNEL LEVELS r
1 Full -Time Maintenance II
One Engineering Technician is distributed over water, sewer and storm sewer utilities.
CAPITAL OUTLAY r
See 2010 Capital Improvement Program Summary.
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CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
65100 STORM SEWER UTILITY FUND
49411 STORM SEWER UTILITY- OPERATIONS
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 98,777- 75,092- 38,000- 34,466- 24,000 24,000-
4730 STORM SEWER UTILITY FUND 1,406,070- 1,526,822- 1,524,462- 592,170- 1,581,554- 1,581,554-
4900 OTHER FINANCING SOURCES 193,314- 1,457,408
4001 REVENUES 1;698,160- 3,059,323- 1,562,462- 1,026,636- 1,605,554 1,605,554
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 85,943 79,710 87,190 47,960 93,085 93,085
6199 SUPPLIES 9,626 13,174 29,690 6,432 28,000 28,000
6299 OTHER CHARGES SERVICES 1,369,886- 1,062,357 1,217,077 893,544 1,226,087 1,226,087
6500 CAPITAL OUTLAY 1,722,800 1,936 1,936,000
6001 EXPENDITURES /EXPENSES 1,274,317- 1,155,241 3,056,757 947,936 3,283,172 3,283,172
4000 REVENUES AND EXPENSES 2,972,477- 1,904,082- 1,494,295 78,700- 1,677,618 1,677,618
49411 STORM SEWER UTILITY- OPERATIONS 2,972,477- 1,904,082- 1,494,295 78,700- 1,677,618 1,677,618
17
Storm Sewer Fund
Rate Increase 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% .3.00% 3.00% 3.00% 3.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Per Residential Lot 14.19 14.62.:. .15;06 15.51 15.97. 16.45- 16.95 1 1746 1798:. 18.52 ..x.19.07 J9.07 19:07 19.07 19.07 1.9.07
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Storm Sewer Fees 1.,565,895 1,612,871 1,661,258 1,711,095 1,762,428 1,815,301 1,869,760 1,925,853 1,983,628 S 2,043,137 2,104,431 2,104,431 2,104,431 2,104,431 2,104,431 2,104,431.
Misc. Operating
Misc. Non operating 10.000 S 10.000 S 10,000 10.000 10.000 10.000 10.000 10.000 10.000 10.DD0 10.000 10,000 10,000 10,000 10.0017 S 10.000
Total Revenues 1,575,895 1,622,871 1,671,258 1,721,095 1,772,428 1,825,301 1,879,760 1,935,853 1,993,628 2,053,137 2,114,431 2,114,431 2,114,431 2,114,431 2,114,431 2,114,431
Expenditures
Personal Services 87,190 93,085 97,739 102,626 107,758 S 113,145 118,803 124,743 130,980 137,529 144,405 151,626 159,207 167,167 175,526 184,302
Supplies 13,569 28,000 28,840 29,705 30,596 31,514 32,460 33,433 34,436 35,470 36,534 37,630 38,759 39,921 41,119 42,353
Services 206,645 224,712 231,453 238,397 245,549 252,915 260,503 268,318 276,367 284,658 293,198 301,994 311,054 320,386 329,997 339,897
Depreciation 838,360 901,375 928,416 956,269 984,957 1,014,506 1,044,941 1,076,289 1,108,578 1,141,835 1,176,090 1,211,373 1,211,373 1,211,373 1,211,373 1,211,373
Debt. Service Interest 8 Fees S S
Tutai Expenditures 1,145,764 1,247,172 S 1,286,449 1,326,997 1,368,860 1,412,080 1,456,706 1,502,783 1,550,361 1,599,492 1,650,227 1,702,622 1,720,392 1,738,847 1,758,014 1,777,924
less: Non -Cash Depreciation 838,360 901,375 928,416 956,269 984,957 1,014,506 1,044,941 1,076,289 1,108,578 1,141,835 1,176,090 1,211,373 1,211,373 1,21.1,373 1,211,373 1,211,373
plus: Cash Transfer to GF 100,000 100,000 100,000 100,000 100,000 100,000 .100,000 100,000 100,000 100,000 iD0,0DO 100,000 S 100,01)0 100,000. 100,000 100,000
plus. Debt Service Principal
plus: Transfers
plus: Cash Capital Outlay 1,722,800 S 1.936.000 S 1,011,000 950,000 895,000 1.034,DDO S 937.000 1.267.000 1.500.000 2.116,000 1,670.000 1.465.ODO S 437,1700 35.000 198.200 S
TotalCashRequirement S 2,130204 5'- ;23 61,797: -_S 1;469',033 S 1,420.728 S '1;378.9 1.531.575'd.5 1.448.765 S 1;793,494 5 ;:2.0 41.784':$ 2673,857 S 2:244.137 ...2,0 56.249 S "::1.046,019 5 662,474. S 844.842 666.552
Beginning Cash Balance 1,929,535 1,375,226 616,300 818,525 1,118,892 1,512,417 1,806,143 2,237,138 2,379,497 S 2,331,341 1,710,822 1,581,116 1,639,298 2,707,710 4,159,667 5,429,257
Changes in AssetatUabilities S S S
Cash Received 1,575,895 S 1,622,871 1,671,258 1,721,095 1,772,428 1,825,301 1,879,760 1,935,853 1,993,628 2,053,137 2,114,431 2,114,431 2,114,431 2,114,431 3 2,114,431 2,114,431
Cash Spent 5 (2.130,204) (2.381,797) S (1.469,033) (1.420,728) S (1.378.903) S (1.531.575) S (1.448.765) (1.793.494) S (2.041.784) 5 (2,673,657) (2.244.137) (2.056,249) (1.046.019) (662.474) S 4844,842) (666.552)
Ending Cash Balance 1,375.226 6 16,300 8 5 25 S 1,118.892 1.5 12.417 S 1.806,143 S 2.237.138 2.379,497 S 2.331.34 1.710,822 S 1,581. S 1.639,298 2, 707. 710 4 ,159,667 It 5,429,257 3 6 ,877,136
07 Cash Reserve Target 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 S 540,000 540,000
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation with no provisions made for changes in balance sheet items that may
affect cash balances.
Revenues
Rate increase reflect additions to the gross income based on ordinance charges
Expenditures
Personnel Costs increase at a rate of 5% per year.
Supplies and Services increase at a rate of 3% per year.
Depreciation increases at a rate of approximately 3% per year.
Capital outlay is from the 2009 CIP 1,
Monthly Storm Water Charge.
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
2005 Plan 14.72 15.75 16.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70
2009 Plan 14.19 14.62 15.06 15.06 15.06 15.51 15.97 16.45 16.95 17.46 17.98 17.98 17.98 17.98 17.98
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
(554,309) (758,926) 202,225 300,367 393,525 293,726 S 430,995 .142,359 (48,155) (620,520) (129,706) 58,182 1,068,412 1,451,957 1,269,590
C I Publityretres200lhw2024.x1sx
Storm Sewer Fund
Rate Increase 3.00% 1.00% 2,00 2.00% 2.00% 2.00% 3.00% 300% 3.00% 3:00% 2.00% 0.00% 0.00% 0.00% 0.00% 000%
Per Residential Lot 1419 14 34 14.62? 14.91 15 21 15.52 15.98 16.46 16.96 17.46 17.81 17.81 17,81 .17,81 17.81 17.81
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Storm Sewer Fees 1,565,695 1,581,554 1,613,185 1,645,448 1,678,357 1,711,924 1,763,282 1,816,181 1,870,666 1,926,786 1,965,322 1,965,322 1,965,322 1,965,322 1,965,322 1,965,322
Misc. Operating S
Misc. Non operating 10,000 10.000 10.000 10.000 10.000 10,000 S 10.000 10.000 10,000 10.000 S 10.000 10,000 10,000 10.000 S 10.000 10.000
Total Revenues 1,575,895 1,591,554 1,623,185 1,655,448 1,688,357 1,721,924 1,773,282 1,826,181 1,880,666 1,936,786 1,975,322 1,975,322 1,975,322 1,975,322 1,975,322 1,975,322
Expenditures
Personal Services 87,190 93,085 97,739 102,626 107,758 113,145 118,803 124,743 130,980 137,529 144,405 151,626 159,207 167,167 175,526 184,302
Supplies 13,569 28,000 28,840 29,705 30,596 31,514 32,460 33,433 34,436 35,470 36,534 37,630 38,759 39,921 41,119 42,353
Services 206,645 224,712 231,453 238,397 245,549 252,915 260,503 268,318 276,367 284,658 293,198 301,994 311,054 320,386 329,997 339,897
Depreciation 838,360 901,375 928,416 956,269 984,957 1,014,506 1,044,941 1,076,289 1,108,578 1,141,835 1,176,090 1,211,373 1,211,373 1,211,373 1,211,373 1,211,373
Debt Service Interest 8 Fees S
Total Expenditures 1,145,764 1,247;172 1,286,449 1,326,997 1,368,860 1,412,080 1,456,706 1,502,783 1,550,361 1,599,492 1,650,227 1,702,622 1,720,392 1,738,847 1,758,014 1,777,924
less: Non -Cash Depreciation 838,360 901,375 928,416 956,269 984,957 1,014,506 1,044,941 1,076,289 1,108,578 1,141,835 1,176,090 1,211,373 1,211,373 1,211,373 1,211,373 1,211,373
plus: Cash Transfer to GF 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 .100,000 100,000 100,000
plus: Debt Service Principal
plus: Transfers
plus:CashCapitalOutlay 1.722.800 1,936.000 1.011,000 950.000 895,000 S 1.034,000 937.000 1.267.000 1.500.000 2,116.000 1,670,000 1:465.000 437.000 35.000 198.200
Total Cash Requirement 2,130,204 S 2.381.797 5: 1.469.033, 1,420;728 S 137$903 1 1,531.575 R$ 1:448.765 S 1.793,494 S ..2;041.784 5 2.673,657 S 2,244:137 S ..2,055.2 S 1.046,019 562;4 _$P" 8 42 S 666.552
Beginning Cash Balance 1,929,535 1,375,226 584,982 739,134 973,854 1,283,309 1,473,658 1,798,175 1,830,861 1,669,744 932,873 664,057 583,129 1,512,432 2,825,279 3,955,759 1
Changes in Assets/Liabilities
Cash Received 1,575,895 1,591,554 1,623,185 1,655,448 1,688,357 1,721,924 1,773,282 1,826,181 1,880,666 S 1,936,786 1,975,322 1,975,322 1,975,322 1,975,322 1,975,322 1,975,322
Cash Spent (2.130.204) S (2.381.797) S (1.469.033) (1.420.728) S 0.378.903) (1,531.575) S (1.448.765) S (1.793.494) S (2.041.784) (2.673.657) (2.244.137) 12.056.249) S (1.046.019) S (662.4741 S (844.842) S (666.5521
Ending Cash Balance S 1.375.226 S 584.982 S 739 .134 S 973,854 S 1.283.309 S 1.473,658 S 1.79 S 1.830.661 S 1.669.744 S 932.873 S 664,057 S 583.1 S 1.512.432 S 2.82 5,279 S 3.955.759 5.264.529
Cash Reserve Target 540,000 50,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 S 540,000 S 540,000 3 540,000
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation with no provisions made for changes in balance sheet items that may
affect cash balances.
Revenues
Rate increase reflect additions to the gross income based on ordinance charges
Expenditures
Personnel Costs increase at a rate of 5% per year.
Supplies and Services increase at a rate of 3% per year.
Depreciation increases at a rate of approximately 3% per year.
Capital outlay is from the 2009 CIP 1
Monthly Storm Water Charge
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
2008 Plan 14.72 15.75 16.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 17.70 1730 17.70 17.70 17.70
2009 Plan 14.19 14.62 15.06 15.06 15.06 15.51 15.97 16.45 16.95 17.46 17.98 17.98 17.98 1298 17.98
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
(554,309) (790,243) 154,152 234,720 309,455 190,349 324,517 32,686 (161,118) (736,871) (268,816) (80,928) 929,302 1,312,848 1,130,480
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City of Brook& Center
2010 Budget
FUND: Street Light Utility Fund 65200
DEPT /ACTIVITY /PROJECT: Street Lights 49571
PROFILE
The Street Light Utility provides for electrical and maintenance fees paid to Xcel Energy
r lights owned b Xcel Energy. It also
for street g Y gY provides for electrical service,
maintenance, repair, and replacement of lights owned by the City. The City owns
approximately 71 ornamental lights, primarily in the Earle Brown commercial area, 85
ornamental lights on Brooklyn Boulevard, 40 ornamental lights along Xerxes Avenue and
leases about 915 lights from NSP. Another 97 lights owned by the City are located on
traffic signal posts and mast arms.
DEPARTMENTAL GOALS
Maintain and operate the City's street light system.
Reduce energy consumption and costs by updating and implementing more cost
effective and advanced technology pertaining to the Citywide street light system.
t EXPENDITURE DETAILS
6239 Repair and Maintenance Supplies -Other
Provides for maintenance supplies for City owned and operated street lights in and along
the Earle Brown Center, Brooklyn Blvd, Xerxes Avenue and intersection lighting at
intersections with traffic signal systems.
6302 Architect, Engineer, Planning Services
Provides for engineering services to perform a feasibility study and costibenefit analysis
in 2010 pertaining to cost effective citywide street lighting ($12,000).
6381 Utility Service Electric
Electric utility costs for street lights.
6409 Repair and Maintenance Svs -Other
Provides for contractual services for maintenance of those street lights that are not Xcel
Energy's responsibilities for service.
6530 Improvements
Reimbursement for Street Light Utility portion of annual street and utility improvement
project costs.
PERSONNEL LEVELS
No personnel are assigned to this activity.
CAPITAL OUTLAY
See 2010 Capital Improvement Program Summary
21
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
65200 STREET LIGHT UTILITY FUND
49571 STREET LIGHT OPERATIONS
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 10,425- 9,396- 7,500- 4,066- 1,000- 1,000-
4740 STREET LIGHT UTILITY FUND 231,475- 244,802- 249,658- 158,085- 259,426- 259,426-
4900 OTHER FINANCING SOURCES 329,577-
4001 REVENUES 241,900- 583,775- 257,158- 162,151- 260,426 260,426-
6001 EXPENDITURES /EXPENSES
6199 SUPPLIES 822 915 2,900 2,500 2,500
6299 OTHER CHARGES SERVICES 217,648 231,662 204,351 143,233 228,832 228,832
6500 CAPITAL OUTLAY 36,000 78,000 78,000
6001 EXPENDITURES /EXPENSES 218,470 232,578 243,251 143,233 309,332 309,332
4000 REVENUES AND EXPENSES 23,430- 351,198- 13,907- 18,918- 48,906 48,906
49571 STREET LIGHT OPERATIONS 23,430- 351,198- 13,907- 18,918- 48,906 48,906
65200 STREET LIGHT UTILITY FUND 23,430- 351,198- 13,907- 18,918- 48,906 48,906
22
STREET LIGHTS
Rate Increase 2.00% 3.00% 3.00% 3.00% 3.00% 100% 3.00% 3.00% 3.00% 3.00% 3.00% 100% 3.00% 3.00% 3.00% 3.00%
Quarterly Rate per Dwelling U 3.73. 3.84 3.95 4.07 4.19 4.32 4.45 4.58 4.72 4.86 5.01 5.16 5.31 5.47 5.54 5.81
Estimated Proposed projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Street Light Fee 251,870 259,426 267,208 275,225 283,481 291,986 300,745 309,768 319,061 328,633 338,492 348,646 359,106 369,879 380,975 392,405
Misc. Operating
Misc. Non operating S 4.000 S 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 S 4.000 4.000 4.000 4.000 4.000
Total Revenues 255,870 263,426 271,208 279,225 287,481 295,986 304,745 313,768 323,051 332,633 342,492 352,646 363,106 373,879 384,975 396,405
Expenditures
Personal Services
Supplies 942 2,500 2,575 2,652 2,732 2,814 2,898 2,985 3,075 3,167 3,262 3,360 3,461 3,564 3,671 3,781
Services 203,254 228,832 234,553 240,417 246,427 252,588 256,902 265,375 272,009 278,810 285,780 292,924 300,247 307,754 315,447 323,334
Depreciation
Debt Service or Transfer
Total Expenditures 204,196 231,332 237,128 243,069 249,159 255,401 261,801 268,360 275,084 281,976 289,042 296,284 S 303,708 311,318 319,119 327,115
Capital OuBayTTransfers S 38,D00 78.000 67,000 40,000 79,000 52.000 98,000 50,000 65,000 70,000 48,000 104,000 32.000 58.700
Total Cash Requirement 242.19 309.332 304,128 28 3,069 328,159 307.401 359,601 318,360 340.084 351,976 33 7.042 400.284 335.708 311.318 377,819 327,115
Beginning Cash Balance 72,996 86,669 40,763 7,844 3,999 (36,678) (48,094) (103,149) (107,741) (124,764) (144.108) (138,658) (186,295) (158,898) (96,337) (89,180)
Changes in AssetslLiabifities
Revenues 255,870 263,426 271,208 279,225 287,481 295,986 304,745 313,768 323,061 332,633 342,492 352,646 363,106 373,879 384,975 396,405
Expenditures (242,196) (309,332) (304,128) (283,069) (328,159) (307,401) (359,801) (318,360) (340,084) (351,976) (337,042) (400,264) (335,708) (311,318) (377,819) (327,115)
Depreciation Add -Back
Ending Cash Balance S 86,669 40,763 7,844 3,999 (36,678) (48,094) S (103,149) S (107,741) (124,764) S (144,108) S (138,658) (186,295) (158,698) (96 (89,180) S (19,890)
N Cash Reserve Target 50,000 S 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000
W
Assumptions:
Cash basis
All assumptions are predicted on Cash Basis presentation with no provisions made for changes in balance sheet
items that may occur from year to year.
Revenues
Rate increases are based on customer count of 8,415 residential customers and 538 others.
Expenditures
Supplies and Services increase at a total rate of 3% per annum.
Depreciation increases at a rate of approximately 3% per annum.
Capital outlay is from the 2086 CIP
I
T
13
STREET LIGHTS
Rate Increase 2.00% 3.00% 4.00% 5.00% 5.00% 5.00% 5.00% 3.00% 3.00% 100% 3.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Quarterly Rate per Dwelling U 3.73 3.84 3.99 4.19 4.40 4.62 4.85 5.00 5.15 5.30 5.46 5.46 5.46 5.46 5.46 5.46
Estimated Proposed Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues
Street Light Fee 251,870 259,426 269,803 283,293 297,458 312,330 327,947 337,785 S 347,919 358,356 369,107 369,107. 369,107 369,107 369,107 369,107
Misc. Operating
Misc. Non operating S 4.000 4.000 4,000 S 4.000 4.000 4.000 4.ODO 4.000 4.000 4.000 4 000 4.000 4,000 4.000 4,000 4.000
Total Revenues 255,870 263,426 273,803 287,293 301,458 316,330 331,947 341,785 351,919 362,356 373,107 373,107 373,107 373,107 373,107 373,107
Expenditures
Personal Services S
Supplies 942 2,500 2,575 2,652 2,732 2,814 2,898 2,985 3,075 3,167 3,262 3,360 3,461 3,564 3,671 3,781
Services 203,254 228,832 234,553 240,417 246,427 252,588 258,902 265,375 272,009 278,810 285,780 292,924 300,247 307,754 315,447 323,334
Depredation
Debt Service or Transfer S
Total Expenditures S 204,196 S 231,332 237,128 243,069 249,159 255,401 261,801 268,360 275,D84 281,976 289,042 296,284 303,708 311,318 319,119 327,115
Capital Outlay/Transfers 38.000 78.000 67,000 40.000 79.000 52.000 98.000 50,000 65.000 70.000 48,000 104.000 32.000 58.700
Total Cash Requirement 24 2,196 309.332 304.128 283.069 3 307.40 359.8 318.360 340.08 351,975 337.042 400.284 335,708 311,318 377.819 327,115
Beginning Cash Balance 72,996 86,669 40,763 10,438 14,662 (12,040) (3,111) (30,964) (7,539) 4,296 S 14,676 50,741 23,564 60,963 122,752 118,041
Changes in Assets/Liabilities
Revenues 255,870 263,426 273,803 287,293 301,458 316,330 331,947 341,785 351,919 362,356 373,107 373,107 373,107 373,107 373,107 373,107
Expenditures (242,196) (309,332) (304,128) (283,069) (328,159) (307,401) (359,801) (318,360) (340,084) (351,976) (337,042) (400,284) (335,708) (311,318) (377,619) (327,115)
Depreciation Add -Back S
Ending Cash Balance $6,669 S 40,763 S 10,438 14,6 (12,040) (3,111) S (30,964) S (7,539) S 4,296 14,676 50,741 23 ,564 S 60,963 S 122.75 S 118,041 164.033
N Cash Reserve Target 50,000 50,000 50,D00 It 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000
Assumptions:
Cash basis
Ali assumptions are predicted on Cash Basis presentation with no provisions made for changes in balance sheet
items that may occur from year to year..
Revenues
Rate increases are based on customer count of 8,415 residential customers and 538 others.
Expenditures
Supplies and Services increase at a total rate of 3% per annum.
Depreciation increases at a rate of approximately 3% per annum.
Capital outlay is from the 2086 CIP
1
City of Brook& Center
2010 Budget
FUND: Recycling Fund 65300
DEPT /ACTIVITY /PROJECT: Recycling Fund 49311
PROFILE
The recycling fund accounts for the operation and administration of the City's state-
mandated curbside recycling program. Revenues are from customer service fees with
expenses comprised of amounts paid to the Hennepin Recycling Group (HRG), a four
cities consortium for recycling services.
Every other year, each of the other HRG cites conduct a special bulky waste curbside
clean up for single family through eight unit households that pay for curbside recycling
service with the city. Acceptable items include old /unusable furniture such as couches,
chairs, general household junk up to 100 lbs. per item, scrap metal, and appliances.
HRG Administrator Dan Ruiz estimates the 2010 cleanup contract will cost between $22-
$23 per household. As we have 8,276 households included in the recycling program, the
total cost for Brooklyn Center would be between $182,000 and $190,000. This would
necessitate an increase in the household recycling rates of almost $2.00 per household per
month.
DEPARTMENTAL GOALS
To provide bi- weekly collection of recyclables.
To continue an effective curbside recycling program while keeping rates as affordable
as possible.
To identify program needs and develop funding mechanisms that provide sufficient
revenues.
REVENUE DETAILS
4751 Recycling Service Fees
Projection is based on monthly rate of 2.75 per household 8.27 per quarter) for bi-
weekly pickup of recyclables. Because the current rate is not covering administrative costs
for the service, a retail fee increase of 6% from 2.60 per month to 2.75 per month is
recommended.
EXPENDITURE DETAILS
6449 Other Contractual Services
Projection is based on a monthly charge of 2.60 per household from Hennepin
Recycling Group (HRG) for pickup and processing of recyclables by Waste Management
plus an administrative fee for HRG operations.
25
PERSONNEL LEVELS
No personnel are assigned to this activity.
CAPITAL OUTLAY
None requested.
26
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code 1 Description Amount Amount Budget Actual Budget Budget
65300 RECYCLING FUND
49311 RECYCLING
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 3,051- 9,151- 100- f 5,367-
4750 RECYCLING FUND 243,274- 250,726- 267,656- 164,963- 284,242- 284,242-
4001 REVENUES 246,325- 259,877- 267,756- 170,330- 284,242- 284,242-
6001 EXPENDITURES /EXPENSES
6199 SUPPLIES 220 89
6299 OTHER CHARGES SERVICES 257,081 265,894 268,674 206,776 273,087 273,087
6001 EXPENDITURES /EXPENSES 257,301 265,983 268,674 206,776 273,087 273,087
4000 REVENUES AND EXPENSES 10,976 6,106 918 36,446 11,155- 11,155-
49311 RECYCLING 10,976 6,106 918 36,446 11,155- 11,155-
65300 RECYCLING FUND 10,976 6,106 918 36,446 11,155- 11,155-
27
City Brooklyn Center
Recycling Fund Rate Analysis
Rate Increase 5.00% 3.00% 3.00% 3.00% 6.00% 3.00% 3.00% 3.00% 3.00%
Quarterly Residential Rate 7.35 7.57 7.80 8.27 8.51 8.77 9.03 9.30
Actual Actual Actual Estimated Proposed Projected Projected Projected Projected
2006 2007 2008 2009 2010 2011 2012 2013 2014
Revenues
Recycling Fee 234,408 251,886 260,343 268,153 284,242 292,770 301,553 310,599 319,917
Misc. Operating
Misc. Non operating 1,409 1,069 103 1,200
Total Revenues 235,817 252,955 260,446 269,353 284,242 292,770 301,553 310,599 319,917
Expenditures
Personal Services
Supplies
Services 245,457 257,615 265,568 273,535 281,279 289,717 298,409 307,361 316,582
Depreciation
Debt Service
Total Expenditures 245,457 257,615 265,568 273,535 281,279 289,717 298,409 307,361 316,582
Capital Outlay/Transfers
Total Cash Requirement 245,457 257,615 265,568 273,535 281,279 289,717 298,409 307,361 316,582
i
N
00
Beginning Cash Balance 15,068 5,428 768 (4,354) (8,536) (5,572) (2,520) 624 3,862
Changes in Assets /Liabilities
Revenues 235,817 252,955 260,446 269,353 284,242 292,770 301,553 310,599 319,917
Expenditures (245,457) (257,615) (265,568) (273,535) (281,279) (289,717) (298,409) (307,361) (316,582)
Depreciation Add -Back
Ending Cash Balance 5,428 768 (4,354) (8,536) (5,572) (2,520) 624 3,862 7,198
Cash Reserve Target 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000
Assumptions:
1
Cash basis
All assumptions are predicted on Cash Basis presentation.
Revenues
Rate increases will have to be 3.0% in 2009 in order for the fund to break even based on customer base of
8,415 residential customers and 538 others. All other revenues would remain flat over the five year period.
Expenditures
Supplies and Services increase at a total rate of 3% annum.
Depreciation increases at a rate of approximately 3% per annum.
Cash Reserve Target
The cash reserve target is established by estimating 2 months' service charges from Hennepin Recycling Group
1 City of Brook&n Center
2010 Budget
FUND: Liquor Operations Fund 60900
DEPT /ACTIVITY /PROJECT: Liquor Store Operations 49611 and 49612
PROFILE
This year will represent the tenth full year of operations at the Xerxes Avenue (Store #1) site,
and the seventh year at the 69 and Brooklyn Boulevard (Store #2) site, which opened in
January 2004. The profits from the City's retail liquor operations are used to support the
costs of park maintenance and expansion, building maintenance and expansion, and other
activities that would otherwise require property tax levy increases.
DEPARTMENTAL GOALS
Continued growth in sales volume through promotion and sales activities.
Increase the cash equity in the fund in anticipation of replacement or enhancement to
keep the facilities looking fresh and clean
Continue the wine club and other marketing efforts to add growth in the area of
greatest profitability
Build on recently implemented staff training and development efforts to improve
customer service and satisfaction
Routine replacement of hardware for the cash registers and inventory management
system. Additional capital is requested for replacement of the software for cash
registers and inventory management (point of sale software) as the software is
outdated and inefficient.
1 EXPENDITURE DETAILS
6471 Administrative Service Transfer Out
$73,690
Provides for costs of services from personnel provided for in other funds for administrative,
financial and support services (information technology, central garage and HR).
6476 Capital Project Fund Transfer
$135,000
This item provides for a base transfer of 135,000 to the Capital Projects Fund to support
community infrastructure improvements, primarily in the parks.
PERSONNEL LEVELS
I Operations Manager
2 -Store Managers
1- Assistant Store Manager
1- Office Manager
Part-time and seasonal as necessary
CAPITAL OUTLAY
Fork Truck for moving and stacking pallets 8,000 in account 6242
Security Cameras for Store 1 2,000 in account 6242
Customer Carts 1,600 in account 6242
29
CITY OF BROOKLYN CENTER SUMMARY
Budget Report
2007 2008 2009 8131/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code 1 Description Amount Amount Budget Actual Budget Budget
60900 BROOKLYN CENTER LIQUOR
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 60,056- 35,418 24,000 9,332- 16,000- 16,000
4760 LIQUOR STORE OPERATIONS 5,474,634- 5,484,529- 5,500,000 3,618,727- 5,543,500- 5,543,500-
4900 OTHER FINANCING SOURCES 6,439- 4,313- 3,300- r 2,700- 2,850- 2,850-
5550 DIRECT COST OF SALES 4,125,817 3,997,698 4,054,115 2,631,425 4,042,040 4,042,040
4001 REVENUES 1,415,312- 1,526,562- 1,473,185- 999,334- 1,520,310- 1,520,310-
6001 EXPENDITURES/EXPENSES
6099 PERSONAL SERVICES 529,966 597,687 656,878 413,778 612,882 612,882
6199 SUPPLIES 24,279 23,836 71,142 13,427 74,792 74,792
6299 OTHER CHARGES SERVICES 602,518 634,319 805,000 367,189 743,290 743,290
6001 EXPENDITURES /EXPENSES 1,156,763 1,255,841 1,533,020 794,394 1,430,964 1,430,964
4000 REVENUES AND EXPENSES 258,550- 270,721- 59,835 204,941- 89,346- 89,346-
60900 BROOKLYN CENTER LIQUOR 258,550- 270,721- 59,835 204,941 89,346- 89,346-
30
CITY OF BROOKLYN CENTER STORE #1
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
60900 BROOKLYN CENTER LIQUOR
49611 BROOKLYN CENTER LIQUOR
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 33,447- 18,459- 12,000- 6,449- 8,000- 8,000-
4760 LIQUOR STORE OPERATIONS 3,803,656- 3,845,359- 3,850,000- 2-849,495- 3,897,500- 3,897,500-
4900 OTHER FINANCING SOURCES 5,295- 4,054- 3;100- 2,744- 2,850- 2,850-
5550 DIRECT COST OF SALES 2,866,856 2,790,747 2,832,620 2,064,978 2,844,600 2,844,600
4001 REVENUES 975,542- 1,077,125- 1,032,480- 793,709- 1,063,750- 1,063,750
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 344,789 394,010 418,806 316,248 419,608 419,608
6199 SUPPLIES 17,312 16,605 46,750 14,105 54,350 54,350
6299 OTHER CHARGES 8, SERVICES 414,659 430,214 597,763 266,325 528,707 528,707
6001 EXPENDITURES /EXPENSES 776,761 840,829 1,063,319 596,678 1,002,665 1,002,665
4000 REVENUES AND EXPENSES 198,781- 236,296- 30,839 197,031- 61,085 61,085
49611 BROOKLYN CENTER LIQUOR 198,781- 236,296- 30,839 197,031- 61,085- 61,085-
31
CITY OF BROOKLYN CENTER STORE #2
Budget Report
2007 2008 2009 913012009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
49612 69TH AVENUE LIQUOR STORE
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 26,610- 16,959- 12,000- 5,449- 8,000- 8,000-
4760 LIQUOR STORE OPERATIONS 1,670,978- 1,639,170- 1,650,000- 1,221,852- 1,646,000- 1,646,000-
4900 OTHER FINANCING SOURCES 1,144- 259- 200 31-
5550 DIRECT COST OF SALES 1,258,961 1,206,951 1,221,495 899,672 1,197,440 1,197,440
4001 REVENUES 439,771- 449,437- 440,705- 327,661- 456,560 456,560-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 185,177 203,677 238,072 151,928 193,274 193,274
6199 SUPPLIES 6,966 7,231 24,392 3,907 20,442 20,442
6299 OTHER CHARGES SERVICES 187,859 204,105 207,237 148,042 214,583 214,583
6001 EXPENDITURES /EXPENSES 380,002 415,013 469,701 303,877 428,299 428,299
4000 REVENUES AND EXPENSES 59,769- 34,425- 28,996 23,784- 28,261- 28,261-
49612 69TH AVENUE LIQUOR STORE 59,769- 34,425- 28,996 23,784- 28,261 28,261-
60900 BROOKLYN CENTER LIQUOR 258,550- 270,721- 59,835 220,815- 89,346- 89,346-
32
City of Brook& Center
2010 Budget
1
FUND: Centerbrook Golf Course 61300
DEPT/DIVISION /ACTIVITY: Centerbrook Golf Course 49721
PROFILE
Centerbrook Golf Course is a nine (9) hole, par three (3) course, owned by the City of
Brooklyn Center. It was built in 1986 -87 with a loan from the Capital Improvements
Fund. It opened for business in the spring of 1988 and was established as an enterprise
fund entity. Enterprise funds were established to account for the financing of self-
supporting activities of the City, which render services on a user charge basis to the
general public.
Each year between 21,000 and 25,000 rounds of golf are played at Centerbrook. In
addition, about 250 people will take lessons. As a result of recent experience, projections
for the 2010 budget have been calculated at 22,000 rounds.
For the 2010 budget, the revenues and expenses related to beer sales at the Dudley
softball tournament are included in this fund. This was done to provide a new revenue
stream for the golf course and is permissible, as the golf course holds a liquor license and
liquor liability insurance coverage.
The current golf course loan repayment schedule is formula based. The formula dictates
that the end of year cash balance, minus the first four months of anticipated expenditure
in the upcoming year, minus any capital contribution, is to be made as partial payment for
the original loan.
DEPARTMENTAL GOALS
Enhance marketing efforts (including cross marketing activities with area courses)
to attract additional golfers.
Assure that the course and clubhouse is clean and well maintained, so as to
compliment marketing efforts.
Pursue cost saving strategies with neighboring golf courses.
t Expand league and lesson offerings to raise the number of persons participating.
Continue analysis of merchandise selection, pricing and display for changes that
would increase revenues.
EXPENDITURE DETAILS
6103 Part -Time
$64,000
Clubhouse staff, rangers, part-time golf professional, seasonal golf course manager, and
maintenance workers.
33
6212 Motor Fuels
$1,500
Fuel for mowers and other golf course equipment.
6216 Chemical Products
$5,000
Herbicides, insecticides, snow mold treatment and other chemical used to maintain the
fairways and greens.
6219 Operating Supplies
$2,00
The cost of various supplies such as office supplies, towels, cleaning materials, etc.
6225 Landscape Materials
$5,000
Fertilizer, grass seed, sod, etc, plus the cost of flowers in the various planters throughout
the course and at the clubhouse.
6415 Rentals
$4,500
The cost of leasing golf carts for rental to patrons.
PERSONNEL LEVELS
1- Grounds Supervisor
CAPITAL OUTLAY
None Scheduled
34
CITY OF BROOKLYN CENTER
Budget Report
1 2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
61300 CENTERBROOK GOLF COURSE
49721 CENTERBROOK GOLF COURSE
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 3,475- 870- 1,000- 81-
4770 CENTERBROOK GOLF COURSE 252,619- 253,823- 274,000- '244,598- 272,250- 272,250-
4900 OTHER FINANCING SOURCES 88-
4001 REVENUES 256,183- 254,693- 275,000- 244,679- 272,250 272,250-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 139,344 146,453 142,788 124,287 133,123 133,123
6199 SUPPLIES 18,243 20,606 23,800 12,763 21,050 21,050
6299 OTHER CHARGES SERVICES 130,193 133,581 138,863 120,074 142,888 142,888
6500 CAPITAL OUTLAY 26,475 500 18,500 1,342
6001 EXPENDITURES /EXPENSES 314,255 301,140 323,951 258,466 297,061 297,061
4000 REVENUES AND EXPENSES 58,072 46,447 48,951 13,786 24,811 24,811
49721 CENTERBROOK GOLF COURSE 58,072 46,447 48,951 13,786 24,811 24,811
61300 CENTERBROOK GOLF COURSE 58,072 46,447 48,951 13,786 24,811 24,811
1
35
This P a 9 e has been left blank intentionally.
36
1 Cit Broo C Center
�f
2010 Budget
FUND: Earle Brown Heritage Center-- 61700
DEPT /ACTIVITY /PROJECT: Summary 49851, 49852, 49853, 49854
PROFILE
The following pages provide a summary presentation of the budget plan for the entire
Earle Brown Heritage Center operation. Following the summary are the individual
divisional plans that make up the summary plan.
37
CITY OF BROOKLYN CENTER SUMMARY t
Budget Report
2007 2008 2009 8/31/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
61700 EARLE BROWN HERITAGE CENTER
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 42,621- 32,497- 28,000- 6,616- 9,000- 9,000-
4800 EBHC 4,339,060- 3,831,972- 4,210,230- 2,255,537- 3,687,782- 3,687,782-
4900 OTHER FINANCING SOURCES 2,759- 328,297- 85-
5550 DIRECT COST OF SALES 2,162,075 1,875,280 2,071,487 1,168,578 1,826,803 1,826,803
4001 REVENUES 2,222,364- 2,317,486- 2,166,743- 1,093,661- 1,869,979- 1,869,979-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 909,332 894,062 964,507 602,959 960,250 960,250
6199 SUPPLIES 142,428 123,906 161,500 87,269 165,122 165,122
6299 OTHER CHARGES SERVICES 1,610,154 1,612,957 1,511,770 836,448 1,668,882 1,668,882
6001 EXPENDITURES /EXPENSES 2,661,914 2,630,925 2,637,777 1,526,676 2,794,254 2,794,254
4000 REVENUES AND EXPENSES 439,550 313,439 471,034 433,015 924,275 924,275
61700 EARLE BROWN HERITAGE CENTER 439,550 313,439 471,034 433,015 924,275 924,275
38
1 City of Brookfyn Center
2010 Budget
FUND: Earle Brown Heritage Center 61700
DEPT /ACTIVITY /PROJECT: Administration 49851
PROFILE
The Administration division provides overall administrative duties for the entire complex
including, but not limited to, commercial office, convention center, and catering
DEPARTMENTAL GOALS
Oversee and support the work of the various divisions within the complex.
Provide a high level of customer service to guests and vendors.
EXPENDITURE DETAILS
6422 Software Maintenance
$3,676
Covers anti spyware software, extends license agreements and internet filtering.
6423 es Lo is Charges
g
$19,989
Includes increases in charges for system support including IP Telephony (new)
t PERSONNEL LEVELS
1 -EBHC Manager
1- Secretary /Receptionist
1-Secretary/Billing Clerk
CAPITAL OUTLAY
See Capital Projects Fund
i
39
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
61700 EARLE BROWN HERITAGE CENTER
49851 EBHC-AD MINISTRATION
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 54,331- 31,443- 28,000- 8,235- 9,000- 9,000-
4900 OTHER FINANCING SOURCES 55- 153- 85-
4001 REVENUES 54,386- 31,595- 28,000- 8,321- 9,000- 9,000-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 204,644 200,008 216,210 158,421 220,506 220,506
6199 SUPPLIES 1,710 3,000 1,791 1,500 1,500
6299 OTHER CHARGES SERVICES 382,400 371,448 345,215 98,877 351,066 351,066
6001 EXPENDITURES /EXPENSES 588,754 571,456 564,425 259,089 573,072 573,072
4000 REVENUES AND EXPENSES 534,368 539,861 536,425 250,769 564,072 564,072
49851 EBHC- ADMINISTRATION 534,368 539,861 536,425 250,769 564,072 564,072
40
City of Brook& Center
2010 Budget
1
FUND: Earle Brown Heritage Center 61700
DEPT /ACTIVITY /PROJECT: Convention Center 49852
PROFILE
The Convention Center, in conjunction with the Catering Department, provides a full
service conference and event location. Economic impact directly affecting Brooklyn
Center includes hotel, restaurant, shopping and convention service related business
activity (floral, printing, rental, etc.)
DEPARTMENTAL GOALS
Promote the facility in accordance with the 2010 Marketing Plan.
0 Participate in five industry associations to network for referral business.
0 Add a minimum of ten new corporate clients.
Participate in four trade show opportunities to promote the Heritage Center in the
marketplace.
Combine out -state and out -of -state advertising with the Visit Minneapolis North
Convention and Visitor's Bureau to attract new business.
Actively work with the Embassy Suites for future business development that is
complimentary and lucrative to both facilities
EXPENDITURE DETAILS
6307 Professional Services
$39,020
Funds for creative production of advertising campaign and market research by Russell
Herder, agency of record.
6449 Other Contractual Services
$18,600
Increase due to reallocation of former Inn rooms to Conference Center meeting space.
PERSONNEL LEVELS
1- Sales Director
2- Sales Managers
1- Maintenance /Operations Supervisor
2- Maintenance Custodians
2- Crew Chiefs
Plus part -time staff positions which include set -up crew, custodians, and maintenance.
CAPITAL OUTLAY
See Capital Projects Fund
41
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010 r
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
49852 EBHC- CONVENTION CENTER
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 3,124 1,054- 115-
4800 EBHC 1,058,842- 1,074,012- 1,025,000- 698,363- 1,016,300- 1,016,300-
4900 OTHER FINANCING SOURCES 2,512- 234,494- r
4001 REVENUES 1,058,230- 1,309,560- 1,025,000- 698,478- 1,016,300- 1,016,300
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 594,986 592,418 682,780 460,422 684,624 684,624
6199 SUPPLIES 111,510 94,491 120,950 68,678 131,120 131,120
6299 OTHER CHARGES SERVICES 750,655 721,690 758,085 469,465 782,304 782,304
6001 EXPENDITURES /EXPENSES 1,457,152 1,408,599 1,561,815 998,564 1,598,048 1,598,048
4000 REVENUES AND EXPENSES 398,921 99,039 536,815 300,086 581,748 581,748
49852 EBHC- CONVENTION CENTER 398,921 99,039 536,815 300,086 581,748 581,748
r
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42
City of Brook&n Center
2010 Budget
FUND: Earle Brown Heritage Center 61700
DEPT /ACTIVITY /PROJECT: Catering 49853
PROFILE
The Catering Division of the Heritage Center prepares, and services all food and
beverage- related activity. A management contract exists with Flik International, Rye
Brook, New York, to oversee this division at the direction of the Heritage Center General
Manager.
Flik creates menus, determines food pricing, hires staff, and provides food and beverage
to facility clients. Contractually, Flik International maintains an inventory of food and
small wares, maintains the kitchen and service areas, and services all food related
functions.
DEPARTMENTAL GOALS
Provide a high level of quality product to facility clients.
Continue to create menu solutions that meet client needs.
Maintain competitive purchase pricing.
Develop new menu items and increase pricing competitive with the marketplace.
f Maintain a clean and safe work environment.
EXPENDITURE DETAILS
Object codes 5591, 5592, 5593 and 5595 are Flik costs for catering. A base contracted
management fee of $100,000 is paid to Flik International. All other object codes used
reflect catering related expenses paid by the Earle Brown Heritage Center.
6242 Minor Equipment
$19,000
i Purchase of china, glass, silver plus purchase of a stack oven
6243 Minor Computer Equipment
$1,500
Replacement of Food Beverage Director's computer with Notebook Computer.
PERSONNEL LEVELS
All food preparation and food service management staff are provided for under an
agreement with Flik. Wages, benefits and other employee costs in this division are City
employees that provide direct services to the Catering operation.
CAPITAL OUTLAY
See Capital Projects Fund
43
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
49853 EBHC- CATERING OPERATIONS
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 8,586
4800 EBHC 3,167,214- 2,692,103- 3,104,200- 1,830,533- 2,645,802- 2,645,802
4900 OTHER FINANCING SOURCES 147- 18,930-
5550 DIRECT COST OF SALES 2,162,075 1,875,280 2,071,487 1,168,578 1,826,803 1,826,803
4001 REVENUES 996,700- 835,753- 1,032,713- 661,955- 818,999- 818,999-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 79,388 68,659 59,560 53,124 50,565 50,565
6199 SUPPLIES 20,178 23,403 35,850 22,526 30,756 30,756
6299 OTHER CHARGES SERVICES 290,244 328,394 344,810 219,018 355,893 355,893
6001 EXPENDITURES /EXPENSES 389,810 420,457 440,220 294,669 437,214 437,214
4000 REVENUES AND EXPENSES 606,889- 415,296- 592,493- 367,286- 381,785- 381,785-
49853 EBHC CATERING OPERATIONS 606,889- 415,296- 592,493- 367,286- 381,785- 381,785-
44
City of Broo C Center
2010 Budget
FUND: Earle Brown Heritage Center 61700
DEPT /ACTIVITY /PROJECT: Office Rental 49854
PROFILE
The D Barn (commercial office building) may have a new tenant as Oliver and Company,
the Embassy Suites hotel owner, converts the building into a Salon and Spa to
compliment the hotel and convention center guests. Innovative Presentations continues
in the former Inn in their office area.
DEPARTMENTAL GOALS
Provide maintenance to building.
Respond to tenant concerns in a timely manner.
EXPENDITURE DETAILS
6223 Repair and Maintenance Supplies Buildings and Facilities
$1,000
Provides for repair and maintenance supplies for maintenance of the office areas within
the EBHC and includes filter, cleaning equipment pars, etc.
PERSONNEL LEVELS
Maintenance and custodial care provided by facility staff under the direction of the
Maintenance Supervisor.
CAPITAL OUTLAY
See Capital Projects Fund
p J
45
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/3012009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
49854 EBHC OFFICE RENTAL
4000 REVENUES AND EXPENSES
4001 REVENUES
4800 EBHC 68,390- 57,183- 81,030- 17,120- 25,680- 25,680-
4900 OTHER FINANCING SOURCES 16-
4001 REVENUES 68,407- 57,183- 81,030- 17,120- 25,680- 25,680-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 5,314 6,924 5,957 4,108 4,555 4,555
6199 SUPPLIES 399 1,348 1,700 348 1,746 1,746
6299 OTHER CHARGES SERVICES 53,828 54,666 63,660 140,121 179,619 179,619
6001 EXPENDITURES /EXPENSES 59,540 62,939 71,317 144,577 185,920 185,920
4000 REVENUES AND EXPENSES 8,866- 5,756 9,713- 127,457 160,240 160,240
49854 EBHC- OFFICE RENTAL 8,866- 5,756 9,713- 127,457 160,240 160,240
I
46
1 City of Brook& Center
2010 Budget
FUND: Earle Brown Heritage Center— 61700
DEPT /ACTIVITY /PROJECT: Inn on the Farm 49855
PROFILE
Operations at the Inn on the Farm were discontinued in June of 2008.
47
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 9/30/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
49855 EBHC -INN ON THE FARM
4000 REVENUES AND EXPENSES
4001 REVENUES
4800 EBHC 44,614- 8,675-
4900 OTHER FINANCING SOURCES 28- 74,720-
4001 REVENUES 44,641- 83,395-
6001 EXPENDITURES /EXPENSES
6099 PERSONAL SERVICES 25,000 26,053
6199 SUPPLIES 8,631 4,664
6299 OTHER CHARGES SERVICES 133,027 136,758
6001 EXPENDITURES /EXPENSES 166,658 167,474
4000 REVENUES AND EXPENSES 122,016 84,079
49855 EBHC -INN ON THE FARM 122,016 84,079
61700 EARLE BROWN HERITAGE CENTER 439,550 313,439 471,034 311,026 924,275 924,275
i�
48
City of Brook&n Center
2010 Budget
FUND: Earle Brown Heritage Center 40800
DEPT /ACTIVITY/PROJECT: Capital Projects
This fund provides for the replacement of fully depreciated or obsolete capital items and
new capital purchases.
CAPITAL OUTLAY Convention Center
6520 Buildings and Facilities
Harvest, Blacksmith Shop and Stable Roofs
Unit Cost: $63,000
Less Trade -in: 0-
Total Cost: $63,000
6540 Equipment and Machinery
Replace Chiller
Unit Cost: $140,000
Less Trade -in: -0
Total Cost: $140,000
Electronic Reader Boards for Signage both Inside and Outside
Unit Cost: $128,000
Less Trade -in: -0-
Total Cost: $128,000
Facility Security System
Unit Cost: $35,000
Less Trade -in: -0-
Total Cost: $35,000
i
1
1
1 49
CITY OF BROOKLYN CENTER
Budget Report
2007 2008 2009 8/31/2009 2010 2010
Actual Actual Final YTD Recommended Approved
Object Code Description Amount Amount Budget Actual Budget Budget
40800 EBHC CAPITAL FUND
4000 REVENUES AND EXPENSES
4001 REVENUES
4599 MISCELLANEOUS REVENUE 16,187- 49,957- 4,300- 2,087-
4900 OTHER FINANCING SOURCES 230,000- 350,088- 200,000- 109,632- 200,000- 200,000-
4001 REVENUES 246,187- 400,045- 204,300- 111,719- 200,000- 200,000-
6001 EXPENDITURES /EXPENSES 53,428 6,250
6500 CAPITAL OUTLAY 40,508 335,798 287,300 141,538 366,000 366,000
6001 EXPENDITURES /EXPENSES 40,508 389,226 287,300 147,788 366,000 366,000
4000 REVENUES AND EXPENSES 205,679- 10,819- 83,000 36,069 166,000 166,000
40800 EBHC CAPITAL FUND 205,679- 10,819- 83,000 36,069 166,000 166,000
50