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HomeMy WebLinkAbout1994 09-01 FCAAGENDA BROOKLYN CENTM FINANCIAL COMMISSION September 1, 1994 City Hall Council Chambers 1. Call to Order: 7:00 P.M. 2. Roll call. 3. Approval of Minutes: June 16, 1994 4. Discussion of 1995 Annual Budget. 5. Continued Discussion of 1993 Annual Financial Report. 6. Set Date of Next Meeting. 7. Adjournment: 9:00 P.M. • 0 • MINUTES OF THE PROCEEDINGS OF THE FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER JUNE 16, 1994 BROOKLYN CENTER CITY HALL, CONFERENCE ROOM A CALL TO ORDER Chair Donn Escher called the meeting to order at 7:00 P.M. in the City Hall Conference Room A. ROLL CALL Present at roll call were Chair Donn Escher, Commissioners: Lee Anderson, Denis Kelly, Viola Kanatz and Larry Peterson. Also present were City Manager Gerald Splinter, Public Services Director Diane Spector, City Engineer Mark Maloney, and Finance Director Charlie Hansen. Approval of Minutes A motion was made by Commissioner Larry Peterson to approve the minutes of the May 5, 1994 meeting. Commissioner Lee Anderson seconded the motion and all members voted in its favor except for Denis Kelly and Viola Kanatz who abstained. Demonstration of Pavement Management Svstem. Diane Spector introduced a report on the results of the pavement management study. Mark Maloney explained that the Pavement Management System is both a paper report and a database of information on a computer that can be updated over time. It is designed to plan for the efficient spending of resources on street maintenance, seal coating, patching, overlay, and reconstruction. A van with six cameras and an electromagnetic deflection devise drives over each traffic lane on the 100 miles of city streets and catalogs 20 different kinds of pavement distress. Stresses to streets come from age, soil conditions, truck and bus traffic, moisture, and freeze/thaw cycles. Streets are then categorized as needing normal maintenance (patching & seal coating), overlay of tar, or complete reconstruction. Diane Spector explained that street reconstruction is being coordinated with improvements to water, sanitary sewer, and storm sewer systems so that newly paved streets won't have to be dug up again for many years. Mavor and Council Member Total Compensation Donn Escher reviewed the City Policy and Procedure and the state law requirements for increasing the compensation of the Mayor and Council Members. After discussing various alternatives and principles, a consensus was reached on the following points: 1. The compensation should remain near the average for the League of Minnesota Cities Survey of Mayor and Councilmember Salaries for Cities with Populations from 20,000 to 40,000. 02. The compensation should be adjusted each year to avoid falling below the average. 3. The percentage increase each year should be reasonable in comparison to the general rate of inflation. Viola Kanatz moved that an increase of $200 per year be recommended for the Mayor and Councilmembers to be effective on January 1, 1995 and again on January 1, 1996. The resulting total compensation would be $7,500 for the Mayor and $5,500 for each Councilmember in 1995 and $7,700 for the Mayor and $5,700 for each Councilmember in 1996. Denis Kelly seconded the motion and all present voted in its favor. 1993 Annual Financial Report Due to the late hour, it was decided to do an abbreviated review of the annual financial report at this meeting and then complete it at the commission's next meeting. Charlie Hansen passed out a copies of the presentation the auditor made at the June 13, 1994 City council meeting and the City's responses to the auditor's management letter. The auditor's management letter and the City's responses were discussed. Next Meeting The next meeting will be Monday, August 15, 1994 at 7:00 P.M. ADJOURNMENT At 9:15 P.M. there was a motion by Commissioner Viola Kanatz and seconded by Commissioner Denis Kelly to adjourn the meeting. The motion passed unanimously. 0 • MEMORANDUM TO: Mayor Todd Paulson Councilmember Kristen Mann Councilmember Dave Rosene Councilmember Barb Kalligher Councilmember Celia Scott Chairman Donn. Escher Commissioner Denis Kelly Commissioner Lee Anderson Commissioner Vi Kanatz Commissioner Larry Peterson Commissioner Ned Storla Commissioner Ron Christensen FROM: DATE: SUBJECT: Gerald G. Splinter, City Manager August 26, 1994 1995 Preliminary Budget At the joint City Council/Financial Commission meeting to consider the 1995 preliminary budget on August 15, 1994, Council members and Commission members asked questions and requested additional information. The purpose of this memo is to answer those questions and provide information requested. The question was asked, "How much would the 1995 preliminary budget have to be cut to provide for a zero increase in the 1995 general fund tax levy?" The City Council would have to cut from the 1995 preliminary general fund budget an amount equal to $436,538. City staff was asked to provide the Commission and the Council information on priorities three and four from the General Fund Budget Prioritization Process conducted by the Financial Commission in 1992. Attached please find a copy of that document the "General Fund Budget Prioritization Process." This document was the formal report delivered to the City Council in June of 1992 making the recommendations regarding possible expenditure reductions to be considered should the Council need them to respond to a possible major reduction in State Aid which was threatened at that time. I am providing the frill document to the Council and Commission members because there are members of both bodies which may not have been in their current positions at the time of this recommendation. The tables attached to the back of the report describe items to be considered for implementation should they be needed and lists them in four priority categories. Priority 1 was the first to be considered and priority 4 items were the last to be considered. You will note when you review these tables that on the far left portion of the table there is a new column added called "Items Implemented." There are dots ahead of various items listed in the priority listings. This indicates these particular items have already been implemented in prior years. If the Council and Commission members wish to seriously consider some of the items listed on these tables for implementation in 1995, the dollar amounts for these • items would most likely have to be re-estimated. 0 Memorandum -2- August 25, 1994 Various Council members and Commission members also had a number of different questions about the cost of items already cut from the department requests by the City Manager. Attached please find a memorandum from Assistant City Manager Nancy Gohman detailing cost estimates of various items which Council members and Commission members requested. As a part of the preliminary budget draft document, I indicated there were still possible changes coming in in revenue estimates. Since your joint meeting, the finance department has informed us we anticipate receiving approximately $20,000 in additional HACA State Aids, and we can anticipate an increase of $2,500 in the area of video game licensing fees. City Assessor Mark Parish informed us today that Hennepin County orally reported 1995 fiscal disparity numbers which will, if confirmed in writing, have a positive impact on our 1995 adjusted tax base. This, if confirmed, will change the projected 1995 property -tax impact on a typical Brooklyn Center home from a proposed $30.00 annual increase (15.5%) to a $20.00 annual increase (10%). (ALERT - Donn Escher - Donn, assessors are the bearers of good news at times; they don't always bring bad news.) . Should any Council member or Commission member need additional information on these items or if we have missed an item you want information regarding, please do not hesitate to contact myself or Charlie Hansen and we will attempt to get the information as soon as practical. Attachments 9 • GENERAL FUND BUDGET PRIORITIZATION PROCESS • 0 REPORT AND RECOMMENDATIONS OF THE BROOKLYN CENTER 0 FINANCIAL TASK FORCE JUNE 9, 1992 TO THE HONORABLE MAYOR AND CITY COUNCIL: The Brooklyn Center City Council established the Brooklyn Center Financial Task Force in the spring of 1991 with a scope of "advising the City Council regarding matters relevant to the City's financial status" and with the following duties and responsibilities: 1. Make recommendations to improve cost effectiveness of City services, programs, and functions. 2. Make recommendations on priorities for reducing or eliminating services should it become necessary. 3. Make recommendations on modifications, additions and/or deletions to short and long term City revenue sources. The Brooklyn Center Financial Task Force held its first meeting on July 29, 1991. Since its first meeting it has met 23 times (62 hours) reviewing all aspects of City finances, department operations and met with the City's Auditor. In January of 1992 the Financial Task Force recommended, and the City Council adopted, a Financial and Service Prioritization Process whose purpose was to "provide options for the City Council to consider as a means to reduce and/or contain costs in 1992 and subsequent budgets. " The Financial Task Force . herewith respectfully submits their report and recommendations regarding the Financial and Service Prioritization Process. We wish to personally thank the employees of Brooklyn Center for their enthusiastic cooperation in support of this effort. The City's financial managers seem most willing to make decisions which are needed to maintain our budget within the resources available. The City auditor, Cliff Hoffman of Deloitte Touche, stated the financial operations of the City of Brooklyn Center are well managed and the present financial condition is very good. As a part of our initial review we found a need to recommend to the City Council for their consideration a comprehensive financial management policy for Brooklyn Center. The City Council has received and adopted this policy and they are' to be commended for their fiscal responsibility and foresight in this matter. The Financial and Service Prioritization Process Final Report as attached to this memorandum consists of the following tables: 1. Summary of Revenue Enhancements and Expenditure Reductions as Recommended by the Financial Task Force for the Prioritization Process. This table represents a summary presentation of the priorities by category and priority classification. At the bottom of this table are definitions of priorities one through four. 2. Revenue Enhancements and Expenditure Reductions as Recommended by the Financial Task Force for the Prioritization Process. This table represents the same basic information contained in the previous summary table but in greater detail. It presents the information on the Prioritization Process by category, item by item and by priority. 3. Summary of Financial Service and Prioritization Items by Category. This table is the most detailed and is presented on yellow pages. It describes each individual priority item submitted to the Financial Task Force for consideration and indicates departmental, City Manager's and Financial Task Force recommendations and priorities. One of the major goals of the Financial and Service Prioritization Process was to "provide a plan which allows systematic and phased cost reductions and/or revenue enhancements which will result in permanent budget impact of approximately $1,000,000 in the general fund budget for 1993." The Task Force understands it may not be necessary for the City Council to implement all of the proposed priorities suggested in this report. However, should it become necessary because of fiscal pressure or good public policy making, the priorities itemized in this report should give you a blueprint and guideline to follow. We are recommending for your consideration and review, with the aforementioned discussion in mind, priorities totaling $1,723,011 (user fee and revenue enhancements $1,130,055 and expenditure reductions $592,946). Included in the user fee/revenue enhancements and expenditures reduction of $1,723,011 recommended by the Financial Task Force are approximately $47,000 of expenditure reductions already implemented. In addition to the $47,000 of implemented expenditures reductions, approximately $198,000 in revenue enhancements and expenditures reductions were implemented in 1992 prior to the prioritization process. If the City Council chooses to implement certain of the priorities recommended in this report it will reduce the number of City employees financed through the general fund by seven. If the Council implements these or other staff reductions we strongly recommend the adoption and use of a thorough outplacement program for affected employees. At various times during the last ten months of our" deliberations City Council members have made comments to the affect that the Task Force should be made a permanent committee of the City of Brooklyn Center. We have discussed the advisability of making this Task Force a permanent committee and believe there is merit in doing so. Should the Council create this Task Force as a permanent City committee, we believe the next phase of our consideration should involve the following: 1. Further evaluate the reorganization potential of City service delivery. 2. Examine further options for recommendation to the City Council in dealing with revenue enhancement contained in priority 4 recommendations in the Prioritization Process report. 0 -2- In addition to the attached prioritized recommendations, the Task Force was asked to make expanded comments and recommendations in a number of areas. First, City Council requested the Task Force to review a request for funding from the Brooklyn Center Hockey Booster program. It is our understanding the City Council wished to have us comment and make recommendations on how they should approach and consider this particular athletic group funding request and all others which may be proposed of a similar nature. We recommend for your consideration the following general rules. The potential for funding requests of this nature will intensify and continue into the future and should be reviewed as one priority among all other priorities considered in the annual general fund budget process. If the City Council chooses to allocate funding for this purpose we believe it should be directed to all athletic programs on an equal basis and should contain an element of participant need. We believe assistance to these programs should be directed to the individual participants, if possible, rather than to the organizing group. The City Council may want to consider working out a program or process in conjunction with school district community education programs and/or non-profit or local foundations such as the Brooklyn Center Foundation. Secondly, the City Council asked this Task Force to "con ader the proposed Communications Coordinator's position as a part of the Prioritization Proc:s." The Financial Task Force has reviewed the recommendation of the Communications Task Force for a part time position. The Financial Task Force believes the 1992 Budget is in delicate balance. A portion of fund balance was used ($3Q0,000) to balance the 1992 Budget and the City could be impacted by State shortfalls and the extension of the 6.5 % sales tax to City purchases ($75,000). In addition, the adequate fund balance formula is not fully funded at this time. We believe the part time • Communications Coordinator position is not a high enough priority to warrant approval in 1992 given the "delicate" condition of the 1992 Budget. It is our unanimous recommendation that in 1993 the part time Communications Coordinator position, as recommended by the Communication Task Force, be implemented only if there is an equivalent reduction in other General Fund Qperating expenses. A Council member, as a part of the Prioritization Process, suggested consideration of a "voluntary reduction of City Council salaries by 5 " We reviewed current salaries and those approved for implementation on January 1, 1993. The approved increase for Mayor is from $7,000 to $11,500 plus a potential for $1,200 per year for per diem payment, a 79% increase including fringe benefit costs. For Council members the increase is from $5,000 to $7,500 plus a potential for $700 per diem payment, a 63 % increase including fringe benefit costs. Our review consisted of comparisons to similar salaries in the metropolitan suburban area. The data used was compiled by the Association of Metropolitan Municipalities and consisted of 29 members whose populations exceeded 20,000 residents. The survey was dated April, 1992 and included data for 1990, 1991, and 1992. Population counts were Metro Council figures from the 1990 census. 0 -3- Based on the data, we found Brooklyn Center's elected official's salaries are slightly below the average in absolute terms, but slightly higher than average when based on cost per resident. Overall, not out of line with similar municipalities. However, when the increases scheduled for January 1 1993, are factored in, it would place them in the highest brackets in the Twin City Metropolitan area. When viewed from the perspective of the cuts being recommended in other City budgets, we find the salary increases to be egregious. The Financial Task Force is unanimous in recommending a roll back on the increase of salaries and the elimination of per diem pay which would result in a savings of approximately $19,946 in the 1993 Budget. This report is respectfully submitted for City Council consideration. The membership of your Task Force sincerely appreciates the opportunity to serve Brooklyn Center and stand ready to discuss with the City Council any and all details of this report at your convenience. Dennis Kelly, Chair Donn Escher Ulyssess Boyd Vi Kanatz • Pat Boran Gregg Peppin Ron Christensen 9 -4- . THE PRIORIjiZAT10N PROCESS 0 pL TASK FORCE FOR Ci w EO aY THE fiNAN - . TOTAL PRIORITY 4 QITURE REDUCTIONS AS RECoWENQ r . PRIORITY 3 NCEMtENTS AND EXPEN - - TY 1 PRIORITY 2 SUMMARY Of REVENUE ENNA- ~ - - PRIORI- - 0 s 42,910 2,910 s 16,150 $ 00 1130,055 23,850 $ 1 014,2 s 4,004 (EEEPPRE) IMPACTS 8,504 2,000 INIMAi. SERVICE 103,355 0 REDUCTIONS WITH M 0 0 EXPENQttURE 0 0 CATEGORY A. 2,000 0 REVENUE ENHANCEMENTS SERVICES 0 45,2Q4 CATEGORY Bs GENGIES fOR 0 1,200 QEPARTMENTSIp 0 CHARGE TO OTHER 3,000 62,882 CATEGORY C. DEPARTMENTS 41,004 33,750 OTHER 2,750 9,700 REASSIGN DUTIES TO 17,652 CATEGORY 0~ EMPLOYEES 8,730 0 REDUCTIONS i1iTN SOME IMPACT ON 1200 0 366,393 CATEGORY E~ THE PUBLIC 5,500 40,000 132,633 S WiTN SOME IMPACT ON 3,382 OPERATING COSTS 127,E 66.100 CA/EGOWY f* REDUCTION TO REDUCE 3,382 ITEMS REQUIRING CAPITAL OUTLAY 0 0 60,485 CATEGORY G. SERVICE ISSUES 0 27.485 /hOERNATIVE 0 Ns STAFFING ISSUES O w " s 1,723,011 CATEGORY MANAGEMENT ISSUES 338000 - s • 62,900 S _252 50 sas===x°"= CATEGORY PERSONNEL $ w 348,099 s 99,36? SSUES CATEGORY J: OTHER I TOTAL: - - - ct on quality of service. Ye these items. r- _ - ' - is would have little or no imps level of service. Less willing to 9i reluctant to irrPtement these cut. Cu lte wou PRIOR Id be ret tTY 1! first items to to be be cut. Cuts would have some effect on level of service. items outd s~stantial impact on old to these items as the very last to Seed cut w have on PRIORITY 2s to be cut. We would h lower Pri on aritY itms level of service. PRIORITY 3' td have severe i+ a changes. to be cut. Cuts wou PR1O{t1TY 4' bVery last tems e consider • • (EEEPPRI) REVENUE ENHANCEMENTS AND EXPENDITURE REDUCTIONS AS RECOMMENDED I BY THE FINANCIAL TASK FORCE FOR THE PRIORITIZATION PROCESS Print Set: 123 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL C ~ ~ 1- M S CATEGORY A: EXPENDITURE REDUCTIONS WITH MINIMAL SERVICE IMPACTS rr pp S~t AIlE A CITY COUNCIL* Lump sun reduction of annual planning process expenses S CM $ 2,500 S E $ 2,500 o CITY MANAGER Use alternative employment advertising methods 500 500 a EMERGENCY PREP Reduce books and pamphlets 400 400 o FIRE Discontinue CPR Training 3,120 3,120 ® POLICE Reassess towing agreement charges 5,000 5,000 o DATA PROCESSING Negotiate quantity discounts through LOGIS 2,000 2,000 4 PLANNING $ INSP Send compliance orders through regular mail 500 500 • GOVT BUILDINGS Electric savings/power capacitors 1,300 1,300 o ENGINEERING Reduce special paper and maps 250 250 o ENGINEERING Send weed notice through regular mail 350 350 a STREET MAINT Dirt and seed instead of sod 500 500 d VEHICLE MAINT Buy non-brand name tools 100 100 e VEHICLE MAINT Use ABC extinguishers 500 500 * VEHICLE MAINT Don't buy additional rust protection on autos 1,350 1,350 r CITYWIDE Use zip code printing software 100 100 o PARKS MAINT Amend Diseased Tree program 4,000 4,000 O CITY MANAGER* Reduce amount allocated for tabor relations service 2,000 CM 2,000 CITY COUNCIL Drop League of Minnesota Cities membership 13,650 13,650 A EMERGENCY PREP* Reduce printed forms 200 200 m EMERGENCY PREP* Reduce Safety supplies 400 400 o EMERGENCY PREP* Reduce dues and subscriptions 210 210 FIRE* Delay furniture replacement 2,000 2,000 ENGINEERING* - Reduce supplies 1510 150 n ENGINEERING* Minimize photo copying 30 30 o EMERGENCY PREP Reduce training and conferences 500 500 e POLICE* Eliminate uniforms for the dispatchers 1,300 CM 1,300 TOTAL CATEGORY A - 23,850 2,910 16,150 0 42,910 Page 1 • • PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL - M5 CATEGORY B: REVE NUE ENHANCEMENTS - imptEM M--------- a C17Y MANAGER* Increase/add fees for maps, copies, etc. CM 1,200 1,200 0 CITY MANAGER increase license fees for food establishments, etc. 7,000 7,000 o ASSESSING Discontinue no cost processing of change orders after Board of Equalization meeting 3,240 3,240 a POLICE Increase dog license fees 1,000 1,000 o FINANCE Charge full 2% admin and 8% eng fees on all impr projects 15,000 15,000 PLANNING & INSP Establish housing and maintenance reinspection fee 1,500 1,500 a PLANNING & INSP Increase Planning Commission fees 3,100 3,100 m ENGINEERING Charge non-refundable plan deposit 3,750 3,750 o ENGINEERING, Double fees for copies 17.5 175 a ENGINEERING Permit charge for private utilities 500 500 ENGINEERING Implement final plat fee 800 800 ENGINEERING Implement easement vacation fee 250 250 s ENGINEERING Charge tree registration fee 250 250 o STREET MAINT Charge E1 for Christmas tree dropoff 740 740 c COMMUNITY CNTR Raise water slide fee by twenty-five cents 18,750 18,750 o RECREATION Raise all class fees by ten percent 17,000 17,000 o RECREATION Raise non-resident softball player fees S2 3,000 3,000 o POLICE* Increase false alarm charges 20,500 CM 20,500 FINANCE* Charge franchise fee for City's public utilities CM-NR 0 o PLANNING & INSP* Increase rental license fee CM 16,000 16,000 m PLANNING & INSP* Charge 65% plan check fee for residential permits 8,500 8,500 STREET LIGHTING* Implement street light utility CM 144,000 144,000 STREETS MAINT* Special Assess sealcoating 260,000 260,000 DATA PROCESSING Include data processing costs in fee structure 4,000 4,000 FINANCE* Charge franchise fee for electric, gas, cable CM 577,000 577,000 PARKS MAINT* Charge rental for picnic tables 1,800 CM 1,800 PUB UTILITIES* Discontinue senior citizen discount for sewer 16,000 16,000 RECREATION* Add $1 non-resident fee to all classes 5,000 CM 5,000 TOTAL CATEGORY B 103,355 8,500 4,000 1,014,200 1,130,055 Page 2 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL EW1 S CATEGORY C: CHARGE TO OTHER DEPARTMENTS/AGENCIES FOR SERVICES 1(41', ~tjflVF R-------- • PARKS MAINT Charge full cost for bandwagon 500 500 • PARKS MAINT Charge Golf Course for utilities 1,500 1,500 TOTAL CATEGORY C 2,000 - 0 0 0 2,000 CATEGORY D: REASSIGN DUTIES TO OTHER DEPARTMENTS - - 0 CATEGORY E: REDUCTIONS WITH SOME IMPACT ON EMPLOYEES • CITY MANAGER Reduce purchase of books and pamphlets 250 250 ® UNALLOCATED Limit out-of-state conferences to department heads only 4,000 4,000 a ASSESSING Reorganize staffing 12,158 12,158 • POLICE Eliminate pickup and drop-off of resident officers 1,000 1,000 o DATA PROCESSING Have employee take home data back-up instead of contract 300 300 o PARKS MAINT Discontinue utilities to some shelters 3,000 3,000 CITY COUNCIL* Five percent voluntary reduction in City Council salaries -44,-946- 1,5 S S CM 4, 4-& I S SS o CITY COUNCIL Reduction of training and conferences 1,000 1,000 • CITY MANAGER* Reduce dues and subscriptions 350 350 UNALLOCATED* Cancel attendance at Municipals banquets 1,200 1,200 UNALLOCATED Limit out-of-state schools to only a select few employees 2,000 2,000 - TOTAL CATEGORY E -4+;-ew 3,000 0 1,200 - - - --45mr 16,313 22 W Page 3 • Z M 5 CATEGORY F: REDUCTIONS NtTN SOME IMPACT ON THE PUBLIC T-mME1I FD-------- o UNALLOCATED Find a replacement for newsletter publisher ® POLICE Do not accept NSF checks if amount is under $200 o GOVT BUILDINGS Reduce fertilizing service from 5 to 2 0 PARKS MAINT Reduce fertilizer service contract STREETS MAINT Reduce preform pavement markings SOCIAL SERVICES* Withdraw from Five Cities Senior Transportation Program PARKS MAINT Reduce trait repair to minimum UNALLOCATED* Eliminate Eerie Brown Days security costs RECREATION* Eliminate childrens' Halloween party PARKS MAINT* Reduce parks reforestation PARKS MAINT* Eliminate goose control PARKS MAINT* Reduce plaza plantings PARKS MAINT Eliminate maintenance on tennis courts TOTAL CATEGORY F CATEGORY G: ITEMS REQUIRING CAPITAL OUTLAY TO REDUCE OPERATING COSTS = VEHICLE MAINT Establish new vehicle maintenance computer program O VEHICLE MAINT Purchase wire feed welder * PARKS MAINT Accelerate replacement of mowers TOTAL CATEGORY G PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL 4,000 4,000 2,800 2,800 1,930 1,930 4,425 4,425 2,750 2,750 10,727 CM 10,727 9,000 9,000 11,500 11,500 750 750 2,500 2,500 2,100 2,100 2,400 2,400 - 8,000 8,000 8,730 17,652 2,750 33,750 62,882 8,000 8,000 500 500 1,200 1,200 8,500 1,200 0 0 9,700 Page 4 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL n TJfA)5FTEGORY N: STAFFING ISSUES/ALTERNATIVE SERVICE ISSUES Fn~n~T-_ TOTAL CATEGORY H 127,660 66,100 40,000 132,633 366,393 a COMM DEVELOPMENT Reorganize staff 55,592 55,592 a HEALTH Turn all health inspections/licensing over to County 58,430 58,930 s ENGINEERING Eliminate seasonal survey technician 5,100 5,100 RECREATION Cut one program supervisor position 30,000 30,000 PARKS MAINT* Reduce parks overtime by 50% 10,000 CM 10,000 ENGINEERING Eliminate two engineering technician positions 40,000 40,000 m COMM DEVELOPMENT* Reduce Planning & Inspect secretary position to part-time 13,138 CM 13,138 ANIMAL CONTROL Eliminate all part-time Code Enforcement positions 14,310 14,310 POLICE Eliminate all part-time Code Enforcement positions 9,573 4,573 o STREETS MAINT* Reduce street overtime by 50X 10,000 CM 10,000 s VEHICLE MAINT* Reduce shop overtime by 50% 1,000 CM 1,000 STREETS MAINT Reduce part-time personnel by SOX 14,750 14,750 POLICE* Reduce scheduled overtime 10,000 10,000 STREETS MAINT* Eliminate one Maintenance It position 35,000 35,000 PARKS MAINT* Eliminate one Maintenance II position 35,000 35,000 PARKS MAINT Reduce part-time personnel by 50% 24,000 24,000 CATEGORY I: PERSONNEL MANAGEMENT ISSUES CITY MANAGER* Receptionist position to be job shared 3,382 3,382 TOTAL CATEGORY 1 0 0 0 3,382 3,382 Page 5 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL ;TT CATEGORY J: L~~1'tEtilFll'rQ-------- OTHER ISSUES POLICE Eliminate Canine Program 5,000 5,000 POLICE* Restrict parking 2-6 a.m. 12 months a year NR-CM 0 POLICE Encourage traffic and truck enforcement program 3,000 3,000 o POLICE Expand use of home detention devices 25,000 25,000 POLICE Transfer TAP/Senior Citizen call back duties to dispatchers 9,485 9,485 STREETS MAINT Add one year to street sealcoat cycle 18,000 18,000 RECREATION* Have City forgive golf course debt NR-CM 0 TOTAL CATEGORY J 33,000 0 0 27,485 60,485 1,704,410 TOTAL ALL CAT EGORIES S 348,099 S 99,362 $ 62,900 $ 1,212,650 S 1,723,011 PRIORITY 1: First items to be cut. Cuts would have little or no impact on quality of service. PRIORITY 2: Second items to be cut. Cuts would have some effect on level of service. Less willing to give up these items. PRIORITY 3: Lower priority items to be cut. Cut would have substantial impact on level of service. We would be reluctant to implement these changes. PRIORITY 4: Very last items to be cut. Cuts would have severe impact on level of service. We would hold on to these items as the very last to be considered. * = City Manager's recommendation changed by Financial Task Force. C = City Managerls recommendation. NR = Not recommended by Financial Task Force. Page 6 City of Brooklyn Center 0 MEMORANDUM TO: Gerald G. Splinter, City Manager r , FROM: Nancy Gohman, Assistant City Manager DATE: August 26, 1994 SUBJECT: 1995 BUDGET ESTIMATED COSTS As you requested, listed below are estimated costs for personnel/expenditures which have been requested as part of the 1995 budget. Police Officer - The cost of one police officer position including salary and benefits is $49,905. As we are all aware, when hiring a police officer, we must include expenditures for items such as a uniform, training, equipment, etc. at an additional cost of approximately $5,543 per officer. Therefore, a total cost for one police officer including salary, benefits, and equipment is estimated at $55.448. New Police Squad - Depending on the number of officers added in 1995, a new squad may be needed. The cost of a new police squad is $15,500. The squad must also be outfitted with additional equipment such as a light bar, fire extinguisher, etc. The cost of the additional equipment is $5,060. Therefore, a total cost for one new police vehicle is $20.560. Fine Inspector - The cost to add one fire inspector including benefits is $39,589. If this is a new employee, equipment will be needed at a cost of approximately $600. Therefore, the total cost estimate for this position is $40.189. Duty Crew - The cost of increasing the duty crew in the fire department from a two-member duty crew to a three-member duty crew is $22.043. Park Maintenance Employee - The additional cost to add one park maintenance employee is $30,827. Equipment issued to the new employee costs approximate $150. Therefore, the total cost for this position is $30.977. Code Enforcement Officer - The cost in salary and benefits to add a code enforcement officer to handle nuisance complaints in both the police and community development departments is $29,357. The code enfotcement officer position also requires a uniform at a cost of $300. Therefore, the estimated cost for 1995 to add one CEO is $29.657. • Custodian/General Maintenance - The cost to increase one general custodian from a part-time position to a full-time position is $10.300. One factor taken into consideration when calculating Gerald G. Splinter, City Manager August 26, 1994 Page 2 0 this estimate was the lower level of overtime our current custodial staff will use. For your information, the actual salary and benefits for a full-time custodian are $27,388. Custodian/Recreation - The cost of converting a part-time custodial position in recreation/civic center to a full-time custodial position is $1Q.300. Again, in calculating this figure, we were able to lower over-time costs in our current budget, assuming some of the over-time expenditures would then be picked up by a full-time custodian and additional overtime would no longer be necessary. The salary and benefits for a full-time custodian are $27,388. Please remember, these figures are estimates. If you need details on any other items regarding the 1995 budget, please don't hesitate to ask me. • •