HomeMy WebLinkAbout1999 11-16 CCP Work Session AGENDA
CITY COUNCIL WORK SESSION
NOVEMBER 16, 1999
7:00 P.M.
CONFERENCE ROOM B
1. Council Member Nelson: discussion of District 281 request for input on closing
Hosterman School
2. General Fund Budget
- overview
- changes since last discussion with Council
- identification of $10,000 in contingency for additional code
enforcement
- Year 2000 Celebration
• - other changes
- request to float number of sworn personnel in police department
- social service funding
- policy
- allocation for 2000
3. Earle Brown Heritage Center budget
4. City Manager evaluation and 2000 contract
5. Miscellaneous
6. Adjourn
o�tTR�CT 491 MMMMMIMW
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RODD I UM4 LE
area schools
MEMORANDUM
To: Government Advisory Council
From: Ken Kos
Date: October 8,1999
RE: Budget Reductions in Robbinsdale Area Schools
As indicated in our conversations during the meeting of the Government Advisory
Council last week, the district is looking t budget reduction options b closing facilities
g g P Y g
and reorganizing the district. The enclosed information has been shared with the staff in
our buildings and will be sent to all residents in the district early next week. District
leadership is now beginning a process to gather staff, parent, student and community
input regarding the scenarios and other related issues. The input gathered from staff,
parents, students and community residents will be used to develop the final
recommendation. The recommendation will go to the board in November and final
decision will be made by the board at the December meeting.
If you have questions or concerns about the information, please give me a call. I would
welcome the opportunity to talk with you.
Best wishes.
Education Service Center • 4148 Winnetka Ave. N. • New Hope MN 55427 -1288 • (612) 504 -8000 • Fax (612) 504 -8973
OM YOUR SCHOOL
- DIS7RIGT_ . .. _ .. .
P �
S ECIAL NEWS REPORT FR
Di i C - on. .
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Reduciri S udget'
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b iri :Facilities and
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leor anizin the - District' ^
. DISTRICT 481.
0
•October 1999 -
- area- schools.
• S
Discussions District Continues .
on' Reducing Budget by
District
Reorganizing Closing Facilities, the
Overview
For the past several years, the school board and district leadership of Robbinsdale Area Schools
have been increasingly concerned about the district's financial situation. The following factors
have forced the district to make bud
ha o ed et reductions: g
Reduced state funding.
Rising operating expenses.
• Declining student enrollment.
Knowing that it will be necessary to reduce the budget for the 2000 -2001 school year, the district
leadership has been carefully examining possible budget reductions. One option is to only con-
tinue 'to cut programs services for students, and increase class sizes. Another option under
serious consideration is reducing some programs and services for students, along with closing
facilities and reorganizing the district. This option has been actively considered by the board and
district leadership for more than two years: The information below describes the option to close
facilities and reorganize the district and includes the following sections:
• The problem — why we need to reduce the budget.
• The budget - reduction process — 1998 to the present.
Objectives of the process.
• Options considered for reorganization. •
Criteria used to narrow options.
• Remaining viable options.
• Considerations for choosing these scenarios'.
Option of moving 6 1 ' grade to elementary schools.
• - Next steps.
Time line for decision.
— duce the Budget
The Problem Why we .Need To Re
Y .
\ The following describes the problem that the - district is facing:
The 1999 Legislature provided a much - needed increase in per -pupil funding.
• However, because our district is experiencing -a decrease in student enrollment and state funds
are allocated on a per -pupil basis, there was little new funding for our district.
This lack of additional revenue has forced the district to reduce both the 1999 -2000 and the
2000 -2001 budgets.
At this point, it is estimated that the 2000 -2001 budget will need to be reduced by $1.5 to
$3 million.
i By closing facilities and reorganizing the district, the district could save about $1.5 million.
Any reduction gained from reorganization will reduce cuts in other areas such as raising class
sizes or eliminating or reducing programs for students.
The'Budget Reduction .Process —1998 to the Present
\ 'To understand why the district is considering a plan to close facilities and reorganize the district, it
is important to outline the. series of events that led up to this situation.
;! Between 1990. and 1998, the district received almost no increase in per -pupil funding from the .
state. .
• During that time, 'Robbinsdale Area Schools reduced. its operating budget by more than $5
million.
In fall 1997, the school board. established the Financial Priorities Task Force, composed of
parents and community residents,' to examine the district's financial situation and 'make.
: recommerdations for future budget reductions:
In -February 1998; the task force presented its recommendations to the board and community.
-These recommendations included closing a middle school and/or an elementary school 'as a
cost- saving- measure because of declining enrollment.
• Usin"g`'the task force's recommendations. as a guide, the school board and district leadership .
- developed a list of potential reductions totaling $2.2 million' for the 1998 -99 school year.
Because of a special legislative allocation the district avoided major budget reductions for the
:.
. school -year.
• In August. 1998, knowing that the district was facing a decline. in student enrollment, the board
and district leadership began discussions for developing a comprehensive facilities plan
including the possibility_ of closing facilities, reorganizing the.district and. selling 'or leasing
facilities not used by the district: -The task force recommendations to close -a' middle school 'or
= : elementary. school were .used as a guide..
In. October 1998, the board and distri ct leadership mei with Robbinsdale City Council members
and.. staff to discuss the future. use of the Robbinsdale Area Community Education Center and
the RHS Resource Center.
Beginning in October 1998 and continuing through April 1.999, district leadership discussed
and examined possible future uses of all district facilities.
In 1999, a retreat was held with school board and district leadership on- facilities use.
At the retreat, the group examined questions :on long -term facility • use- and several options for
i
- reorganization were developed.
• In June 1999,'a second *retreat was held • with the school board and district - leadership. The
group re- examined potential options 'for reorganization, narrowed. the list *of options and
discussed plans to. involve staff, parents and community members in sharing input on potential
options. .
• ' After ,the June retreat and through. September 1999, the district leadership refined the remaining
options, gathered additional information about the options and developed a process to solicit
community input."
• : At the September 13, 1999 school board meeting, the board directed the superintendent and
district leadership to explore potential budget reductions for the 2000 -2001 school year. It was
f estimated that the budget would need to be reduced -by $1.543 million.
On September 17, 1999, a third retreat was ' held with 'the school , board and district leadership to
review the process of gathering staff, parent, student - and community input, and to review data
and information related to the options."
Objectives. of. the. Process
` It was essential for the board and district leadership to establish objectives tti guide the process.
The following objectives. were used .to continually focus the process:
Renovation costs..
Operating costs. ;
1 Educational effectiveness.
Political climate.
Comimnity'role. and use'of _facilities:' .
i Options Considered for' Reorganization
\ The board and district. leadership examined several options for reorganization. The process began with .developing a list of the most.. feasible- options. Several .different options'.were considered which
included the following major concepts:. ;
Close. a .middle school.
•' Combine the Technology and Language Campus (TLC) and .the' Language Immersion School.
(LIS) • in same the facility.
Consider -a..change in grade' configuration from. the current. K -5, 6-8,.' model..
.Criteria Used to Narrow.Options
\ ; :The board and district' realize 'that closing facilities and reorganizing• the;:district may be : -
disruptive. for families and staff. A set of criteria was developed for evaluating each option,' The
following were the •criteria : used to narrow the options for reorganization: = . .
' Ta reduce the general fund budget by at least $1•million and to- save building renovation'costs
through facility reorganization for'2000 -01* by reducing the number of middle schools. from'.... -
four to three. ;
:To combine TLC and LIS at *the same facility in order to provide better alignment between the
programs., to save about $500,000 in operating funds and :to save building renovation. costs.
- , To consider. moving grade 6 to. elementary schools in order to reduce the size of middle school
enrollment: = i
To use the RHS Resource Center as a school site because.of its size and flexibility for - future
programs.
= To use Sandburg'as a. school site. because of the recent renovation. of the building._
- Remaining Viable Options
The board and district leadership narrowed the list of reorganization options to two viable
\ , scenarios.' The. following scenarios best addressed the established -criteria and are presented for .
consideration:
SCENARIO 'ONE
. Close. Hosterman.. -
Discontinue use of Sandburg and RACEC as middle school sites.
Combine.TLC and LIS at Sandburg.
Use Plymouth Middle School and RHS Resource Center as the two attendance- boundary middle
schools..
Maintain a -5, 6 -8, 9 -12 grade configuration. -
Under this scenario, school boundaries would be changed.to match the high school atteri-
dance boundaries: All students * who attended Plymouth would attend Armstrong . High School and
all students who attend the Robbinsdale site would attend Cooper High School.
SCENARIO -TWO -
Close Hosterman.
• Discontinue- use ' of RACEC - as" a middle school site.
• Combine .TLC and LIS at RHS Resource Center.
• • Use'PlymoutlT Middle School and-.Sandburg Middle . as the, two attendance- boundary
middle .scfiools • .
Maintain a K4, 6 -8, 9 -12 grade configuration.
Under this scenario, school boundaries would-be changed so that about hal ..p the - students
- currently attending Hosterman would attend Plymouth and about half. would attend Sandburg.
-These boundaries would not match the high school boundaries. • : ;
Considerations for Choosing . These.. Scenarios
As was stated above, many options were considered for closing schools and reorganizing the
district.' Scenario Orie.and Scenario Two are - presented - to staff, parents'and community as the most
1� viable options for the ' followin reasons:
Both scenarios would save about $1.5- million in operating funds..
' . Both scenarios would -in a savings of about $20�million in building- renovation costs.
Both scenarios, would utilize- Sandburg as a school site..
Both'scenarios' would utilize the RHS Resource Center as a school' site..
Both scenarios, would combine TLC and LIS in the same facility:
In summary, implementation -of either scenario would result in the following:
• :Two attendance= boundary.middle schools, grades 6 -8, with'an average. enrollrrient of 1,300
students..
One alternative school site. housing the Language Immersion'School (K -grade 5) and the
Technology and. Language-Campus (grades 6 -8) with an estimated enrollment of 1,300 students .
at one site.
• Eleven attendance - boundary elementary schools (K -grade 5) = same as current structure.
Option of Moving 6th Grade to Elementary Schools
The board and district leadership also discussed the possibility of moving 6 students back to
the elementary schools because the district's decrease in enrollment is occurring in the elementary
grades. Both scenarios could be modified to include this option. Moving the 6 0, grade to the
• elementary schools would result in the following:
• Eleven attendance - boundary elementary schools with K -grade 6 students.
• Two attendance - boundary middle schools (grades 7 and 8) with an average enrollment of 900
students.
• Elementary_ attendance boundaries may need to be changed* to accommodate the addition. of
sixth grade.
Next Steps
\ Over the past two years, a great deal of research and discussion by the board and district leadership
, has occurred regarding the possibility of closing facilities and reorganizing the district. During this
time, many options for reorganization have been discussed and rejected because these options do
not fit the established criteria.. In most cases, options were dismissed because they did not result in
adequate savings. We believe that the scenarios presented above represent our best thinking
around the issue and address the financial situation faced by the district. In addition either
scenario allows the district to reduce the :budget while continuing to meet the needs of students. .
The district leadership has developed a process to gather input on the scenarios from staff, parents,
students and community residents: The following activities have been scheduled as opportunities•
to learn more about the scenarios and to share.input with the district leadership:.
• Board listening hours, 6 -6:45 p.m. on Monday, November 1.
Question- and -answer sessions at all middle and elementary schools for staff members, parents
and students. The schedule, of these sessions will be provided as soon as possible.
Focus groups, telephone survey . and other methods to gather input.
• Presentations to community groups by schedule and upon request.
The research and input gathering process will focus on the following questions:
What issues have not been addressed in the scenarios? What are we .missing?
• Given the district's financial situation, how we proceed with the least negative impact?
• What is the community's preference on moving the 6th grade to the elementary schools?
• What strategies can be implemented to minimize problems through' reorganization?
Time Line for Decision
\ During October and November, staff, parent, student and community input will be gathered. The
phone survey, focus groups and input from meetings will provide data and information. Once the
information gathering and research process is completed, the district leadership will use this infor-
mation to develop a final recommendation. The district leadership will present its recommendation
at the November 15 school board meeting. Information on the recommendation will then be
distributed to staff, parents and community. The board will hold public hearings in late November
and early December to receive comments on the recommendation. The board will make a final
decision on the recommendation at the December 13 meeting. Transition plans will then be
developed to implement the recommendation.
We like to hear from you.
Watch for a schedule of community meetings to be announced soon.
3 City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness and Council Mem rs Hilstrom, Lasman, Nelson, and Peppe
From: Michael J. McCauley ,.,
City Manager
Date: November 12, 1999
Re: Draft 2000 General Fund Budget
CHANGES SINCE LAST COUNCIL REVIEW
Since the last City Council review of the General Fund budget, a few changes have been made to the
draft budget. Legal has been increased an additional $3,600 above the level in the first draft. Monies
have been added to Civic Events consistent with the Council's direction. Professional services in
Central Supplies have been in increased $5,000 to allow greater ability to have reviews of building
alternatives and processes. Contingency narrratives identify $10,000 for potential additional code
enforcement costs and initiatives. A minor change in taxe revenues was made, reducing the tax levy
around $1,680 to reflect the exact levy number.
• OVERVIEW:
The process of budget preparation assumed a 1.39% tax levy for operations, based upon initial
League of Minnesota Cities estimates. The actual general levy limit ceiling is 1.5 %. For the City of
Brooklyn Center, additional levy is provided by commercial industrial tax base growth. Aid
estimates also indicated modest increases in State Aids. State Aids, in part due to a new category of
aid, are up 4.58% for 2000. Aids only increased 1.06% for 1999. In last year's budget message, I
indicated that the rate of revenue increase for the General Fund would be inadequate to continue
current operations and capital contributions. Revenues in the 1999 budget were up 2.41 % over 1998.
In 1998, actual revenues were $396,000 above the budgeted amounts (this is net of unrealized gain
on investments: amount in CAFR is $431,258). This was due primarily to:
Building Permits $150,000 above budgeted revenue
Lodging taxes $ 54,000 above budgeted revenue
Tax receipts $201,700 less in delinquencies than budgeted/or
payment of delinquent taxes from prior years.
The 1998 General Fund budget was also underspent by $626,000. This was due primarily to unspent
personnel, services and capital. These monies provide funding for Capital Projects and General Fund
operating capital increases.
•
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
REVENUE VER
O VIEW
' • For 2 �
000, the draft General Fund budget proposes an overall increase of $525,114 or 3.89 /o. The
major sources of additional revenue are:
Tax levy increase: $179,584
Misc. Tax (lodging) $ 99,000
State Aid Increases $178,000
Bldg. Permits $ 97,780
As indicated, roughly 1/3 of the revenue increases come from taxes, aids and increased building
permits & lodging taxes respectively. Decreases in Community Center and Recreation revenues
reflect actual revenues in 1998 & 1999 and an anticipated impact of construction on revenues.
The following chart shows the draft General Fund 2000 budget revenue changes:
Revenues 1998 1999 2000
Taxes $7,374,544 $7,563,304 $7,742,888 $179,584 2.37%
Est. Uncollectable ($247,971) ($253,371) ($258,235) ($4,864) 1.92%
Miscellaneous Taxes $461,000 $551,000 $650,000 $99,000 17.97%
• Licenses & Permits $364,585 $414,270 $512,050 $97,780 23.60%
Intergovernmental Rev. $3,848,814 $3,889,507 $4,067,577 $178,070 4.58%
Charge for Service $21,900 $23,000 $23,600 $600 2.61%
Public Safety Charges $23,700 $23,050 $31,000 $7,950 34.49%
Recreation $425,794 $428,056 $381,750 ($46,306) - 10.82%
Community Center Fees $411,200 $388,100 $343,400 ($44,700) - 11.52%
Court Fines $192,000 $186,000 $200,000 $14,000 7.53%
Misc. Revenue $12,000 $12,000 $12,000 $0 0.00%
Interest $300,000 $280,000 $324,000 $44,000 15.71%
TOTAL $13,187,566 $13,504,916 $14,030,030 $525,114 3.89%
1998 1999 2 000 Change %
1994 Bonds $66,457 $70,165 $68,193 ($1,972) -2.81%
1995 Bonds $72,482 $70,844 $69,126 ($1,718) -2.43%
1996 Bonds $120,145 $123,006 $120,242 ($2,764) -2.25%
Police & Fire Bonds $783,146 $784,692 $784,692 $0 0.00%
$1,042,230 $1,048,707 $1,042,253 ($6,454) -0.62%
2
• 0
The overall General Fund levy increase proposed is 2.37%, but the actual operating levy increase
(total levy - levy for debt service) would be 2.86 %. The 1999 levy without debt was $ 6,514,597 and
the proposed 2000 levy without debt is $6,700,635. {As noted previously: all levies (General Fund
including debt, Economic Development Authority, and Housing & Redevelopment Authority) would
increase approximately 2.61%.}
EXPENDITURE OVERVIEW
The draft 2000 budget reflects a 2.27 % increase for current operations, with a 3.89% overall
increase in General Fund budget. The increase over current operations is attributed to a general
election, a full year budget for operating the new police station, an additional building inspector, the
2nd year of increased payment for fire drills, a $100,000 new budgeted transfer to the Capital
Improvement Fund, and payments of lodging tax receipts to the Convention & Visitor's Bureau.
Types of Expenditures 1998 1999 2000 '
Salaries $6,576,342 $6,773,751 $7,053,062 4.12% $77,920 $6,975,142 2.97%
Fringe Benefits $1,561,620 $1,655,561 $1,696,555 2.48% $4,450 $1,692,105 2.21%
Supplies $530,818 $526,938 $552,706 4.89% $11,450 $541,256 2.72%
Purchased Services $450,449 $447,812 $461,387 3.03% $461,387 3.03%
• Communications $225,055 $226,402 $264,779 16.95% $264,779 16.95%
Repair, rental $391,134 $416,077 $453,259 8.94% $5,000 $448,259 7.73%
Other Contractual $758,422 $785,723 $854,071 8.70% $4,000 $850,071 8.19%
Central Garage $940,704 $912,654 $890,036 -2.48% $890,036 -2.48%
Insurance $127,000 $126,500 $126,350 -0.12% $126,350 -0.12%
Utilities $479,450 $508,250 $518,190 1.96% $16,100 $502,090 -1.21%
Capital Outlay $310,555 $313,700 $307,162 -2.08% $307,162 -2.08%
Debt Service NSP $16,660 $16,660
Transfers to other funds $1,378,425 $1,384,971 $1,477,604 6.69% $100,000 $1,377,604 -0.53%
Administrative Service ($315,538) ($315,487) ($317,233) 0.55% ($317,233) 0.55%
Reimbursement ($400,000) ($422,000) ($432,000) 2.37% ($432,000) 2.37%
Cost of Sales $37,000 $33,000 $33,500 1.52% $33,500 1.52%
Contingency $136130 $131,064 $73,942 - 43.58% $73,942 - 43.58%
TOTAL $13,187,566 $13,504 $14,030,030 3.89% $13,811,110 2.27%
ADJUSTMENTS
Salary Changes Fringe Changes Police Station Maintenance
Elections $17,100 1999 2000 Change
Police Maintenance $10,820 $4,450 Salaries $12,871 $23,691 $10,820
Inspections (NET) $40,000 Fringe $4,427 $8,877 $4,450
Fire Year 2 of plan $10,000 Supplies $11,450 $22,900 $11,450
$77,920 $4,450 Repair $5,000 $10,000 $5,000
Other Contr $4,000 $8,000 $4,000
New Capital Imrovement Transfer: $100,000 Utilities $18,600 $34,700 $16,100
Capital $1,000 $1,000 $0
• $57,348 $109,168 $51,820
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• SPECIFIC BUDGET ISSUES
1. SOCIAL SERVICES
The draft General Fund Budget increases social services to reflect PRISM providing medical
transportation. The draft budget will be refined based on further Council review and direction.
2. PERSONNEL
The draft budget contains the following personnel changes from the 1999 budget:
IMPACT
Elimination of the TAPS program citizen aids ($13,458)
Creation of a PSAP Coordinator /elimination of a sergeant in police ($22,704)
(PSAP wage/benefit $51,753 v. Sgt. at $74,457)
2nd Year of pay plan for firefighters $10,000
Election judges $18,100
Full year of police maintenance position $15,270
Additional building inspector (net of decreased part-time) $43,000
The 2000 budget also reflects increased payments to police officers for various duties and call -backs
that were included in the labor contract such as payment for canceled court appearances on short
• notice, payment for detectives being on -call, etc.
The proposed additional building inspector would reflect the high level of building activity.
Brookdale could trigger additional needs that would be offset by revenues. The draft budget contains
an increase over the 1999 budget of $100,000 in additional building permit fees against the $43,000
additional cost of changing a part-time inspector to full -time status with benefits.
The TAP program has been shifted to North Memorial to call the hand full of seniors who participate
in Brooklyn Center.
Contracts covering 2000 have been signed with the 2 unions representing police officers
(patrol /detectives & sergeants). Contracts with the Teamsters (Department Heads & a few others)
and Local 49 (Public Works) have not been negotiated.
3. CAPITAL PROJECTS FUND TRANSFER
A new transfer has been added to the draft budget: Capital Projects Fund Transfer. This would be
a budgeted transfer, in addition to year end equity transfers, to the Capital Projects Fund. This would
also assist in bleacher compliance in 2000, if there is no change in the law or assistance from the
State. The worst case scenario for bleachers would be $120,000 to replace all bleachers. Ms. Spector
does not believe that we will reach that point and that we can do retrofitting on some of the
bleachers. Another means of funding bleacher mandates may be in the seal coating budget, if that
• area will be underspent in 2000 based on a projected 1999 and 2000 reduction in this area before full
resumption in 2001 due to the overall plan for street replacement and maintenance.
4
4. CENTRAL SUPPLIES
Printing and mailing costs for the City newsletter have been moved from Administration to Central
Supplies to reflect the general nature of the communications. Mailing the Community Resource
Guide at an approximate cost of $2,000 would be included.
5. ELECTIONS
As indicated in the Personnel section, the 2000 budget contains funds for a presidential election year.
The 1999 budget included funds only for a special election, if needed. Also, certain types of supplies
and equipment are purchased on a four year cycle corresponding with the presidential election year.
6. COMPUTERS/LOGIS
The draft budget includes increased Logis costs and continued software replacement as our internal
software becomes outdated due to operating system changes and the year 2000. General telephone
costs have been moved from MIS to Central Supplies. The substantial telephone cost remaining in
Data Processing are for 3 T -1 lines.
7. LEGAL
The draft budget reflects an increased cost of criminal prosecution proposed by Mr. Clelland.
Enclosed are materials relating to the request for proposals and the budget request from Mr. Clelland.
Additional monies are also reflected in the draft budget of $3,600.
8. POLICE
The 2000 budget reflects the actual staffing by division in the police department. The 1999 budget
had some amounts over or understated by division: though the total was correct. I have requested
approval to hire above the personnel limits for sworn personnel on a basis that would use the salary
figures as the target, even if the number of people hired exceed the number budgeted. This would
reflect the lag time in hiring and actually having a person available to do patrol work and the general
experience of losing an officer or 2 per year to other jobs etc.
9. FIRE
The draft fire budget includes increasing the drill pay by $10,000, as the 2nd year of a 3 year planned
increase. The fire budget also includes costs to operate the new fire station. In the past, some of the
utilities had been paid for by the adjacent liquor store. Fire also includes increased charges for
equipment replacement for purposes of discussion and continued review in the budget process.
10. YEAR 2000 CELEBRATION /CIVIC EVENTS
• The Year 2000 Celebration committee has proposed several City events in connection with their year
long celebration. They have also requested staff assistance. The draft budget reflects an increase in
5
Civic Events consistent with the Council's direction on City participation in the Year 2000
Celebration.
11. CENTRAL GARAGE
Central Garage charges are slightly lower than in 1999 and are preliminary. Additional money for
capital transfer may be identified if central garage charges lowered further.
FUTURE ISSUES/PROJECTIONS
Technology in the police cars is approaching the point where replacement of laptops will need to be
programmed. Also, the police have been using grants to purchase specialized equipment or to fund
specialized details. We will be analyzing calls for service and comparisons with other cities. The
results of those reviews may indicate a need for changes in how services are delivered such as
whether the police can respond to non - emergency medical calls. The results may also indicate a need
to increase non -sworn personnel to relieve calls by using more community service officer time.
An issue facing the organization is creating a workforce that reflects the diversity of the community.
We have been working on this, especially through minority hiring fairs and the cadet program. The
work plan for COOP Northwest will work on joint efforts in this area beyond the police component.
SUMMARY
The draft budget reflects a serious effort on the part of the department heads to operate within the
anticipated constraints of levy limits for the 3rd budget year. Through a combination of increased
aids, increased lodging taxes, and levy, operations can continue and some progress made on
budgeting for capital improvements transfers. The predictablibity of the City's revenue stream in the
future continues to be uncertain.
•
6
• CITY OF BROW CENTER
REVENUE BUDGET WORKSHEET BY FUND
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
- ------- - - - - -- -------- - - - - --
FUND GENERAL 001
3009 Gross Property Tax Levy 0 0 0 7,563,304 0 7,742,888
3010 Est Uncollectible Tax Levy 0 0 0 - 253,371 0 - 258,235
3011 Net Current Ad Valorem Taxes 5,865,755 7,303,973 3,714,468 0 3,742,180 0
3012 Delinquent Ad Valorem Taxes - 54,558 -6,010 -964 0 6,378 0
3013 Penalties & Interest on Taxes -8,283 - 10,524 -2,893 0 -3,460 0
3017 Rents -Tax Revenue 100 0 0 0 0 0
Property Taxes TOTAL 5,803,014 7,287,439 3,710,611 7,309,933 3,745,097 7
3021 Lodging Tax 523,745 660,613 511,400 550,000 622,312 650,000
3081 Special Assessments 1,008 1,623 0 1,000 0 0
3083 Penalties on Spec Assessments 2 14 1 0 0 0
3084 Interest on Special Assessment 121 53 48 0 0 0
Miscellaneous Taxes TOTAL 524,875 662,304 511,449 551,000 622,312 650,000
3111 Liquor Licenses 132,258 98,375 75 132,000 5,200 120,000
3112 Beer Licenses 5,910 4,688 85 6,000 135 6,000
3113 Garbage Hauling Licenses 2,180 3,060 3,060 3,225 2,845 3,060
3114 Taxi Cab Licenses 475' 625 550 2,700 75 750
3115 Mechanical Licenses 4,395 5,102 4,829 4,500 4,054 4,500
3116 Pawn Shop Licenses 8,000 12,100 0 8,000 750 8,000
3119 Service Station Licenses 2,356 2,770 480 2,995 843 3,190
3120 Motor Vehicle Dealer Licenses 1,013 1,400 1,400 1,575 1,575 1,750
w ,
..li
• CITY OF BROO W CENTER
REVENUE BUDGET WORKSHEET BY FUND Page 2
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
3121 Bowling Alley Licenses 348 1,970 1,050 700 0 700
3124 Miscellaneous Business License 14,074 2,878 1,403 2,000 975 2,700
3126 Cigarette Licenses 2,017 3,417 667 3,900 375 3,900
3128 Sign Permits 2,453 3,153 2,668 2,500 2,250 2,500
3129 Rental Dwelling Licenses 7,430 38,209 34,278 28,215 13,651 30,000
3132 Amusement Licenses 6,550 7,495 7,285 8,960 7,432 0
3150 Animal Control Revenue 8,872 5,909 5,339 8,000 5,392 8,000
3151 Building Permits 211,042 280,851 260,153 150,000 444,185 240,000
3152 Mechanical Permits 51,601 46,563 40,428 30,000 40,320 50,000
3153 Sewer & Water Permits 986 995 777 1,000 1,461 1,000
3154 Plumbing Permits 23,273 29,508 26,572 18,000 38,523 26,000
Licenses and Permits TOTAL 485,231 549,067 391,099 414,270 570,041 512,050
3210 Federal Grants 68,181 0 0 0 0 0
3212 Federal Grants Civil Defense 5,000 5,208 5,208 5,000 5,351 5,000
3240 State Grants 20,079 8,421 8,421 0 0 0
3242 State Grant Drug Policy 710 0 0 0 0 0
3245 State Grant-911 Phone Service 12,724 15,606 10,305 12,750 11,311 16,000
3247 State Grant Police Training 13,675 13,293 13,293 13,700 14,156 13,700
3250 Local Government Aid 1,922,164 2,012,749 1,006,375 2,069,744 1,034,872 2,122,635
3251 Municipal St Aid for Streets 90,001 90,001 90,001 90,000 90,000 90,000
3252 Police Pension Aid 236,535 260,931 260,931 236,535 0 260,931
• CITY OF BROON CENTER •
REVENUE BUDGET WORKSHEET BY FUND Page 3
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
-------- - - - - --
3253 Pera Aid 17,183 34,365 17,183 34,365 17,183 34,365
3254 Fire Insurance Rebate 84,619 .87,036 87,036 84,619 0 87,036
3255 Homestead Credit Aid 1,308,130 1,308,965 653,562 1,307,465 653,733 1,379,768
3256 Local Performance Aid 32,093 37,778 18,889 34,529 17,265 0
3257 Low Income Housing Aid 0 0 0 0 0 56,892
3273 School Crime Levy Revenue 807 1,040 421 800 619 1,250
Intergovernmental Revenue TOTAL 3,811,899 3,875,392 2,171,623 3,889,507 1,844,489 4,067,577
3310 Planning Commission Applicatn 3,800 10,100 8,800 5,000 3,600 5,000
3311 Zoning Changes & Spec Use Prmt 4,475 2,129 1,829 3,000 2,125 3,000
3312 Housing Maint Reinspection Fee 0 20 10 0 0 0
3317 Metro Section 8 Inspections 8,592 11,736 8,976 8,500 6,408 9,000
3321 Sale of Maps & Documents 798 1,078 973 800 863 1,000
3323 Sale of Plans & Specs 3,211 3,371 3,371 3,000 3,557 3,000
3324 Filing Fees 0 75 30 0 0 7.5
3329 Right -of -Way Permit Fee 0 0 0 0 3,580 0
3330 Weed Cutting Charges 680 610 1,240 700 1,315 700
3331 Abatement Fees 405 495 450 400 405 400
3332 Assessment Searches 330 390 360 300 105 125
3334 Research Charges 0 225 0 0 0 0
3335 Final Plat & Vacation Fees 500 900 775 500 250 500
3339 Tree Contractor Registration 875 675 675 800 900 800
1 W CENTER
•
CITY OF BROO •
REVENUE BUDGET WORKSHEET BY FUND Page 4
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
Charges for Services TOTAL 23,666 31,804 27,489 23,000 23,108 23,600
3341 Fire Alarm Fees 1,800 1,500 750 150 2,400 0
3342 Burglar Alarm Fees 14,800 22,675 8,550 15,000 14,050 23,000
3344 Tow Revenue 771 600 461 1,000 436 1,000
3345 Police Service Revenue 1,269 1,195 996 1,000 1,665 1,000
3346 Police Report Revenue 4,145 3,687 3,087 3,500 2,824 3,500
3347 License Investigations 1,835 2,323 123 1,400 2,000 2,000
3348 Private Security Contracts 948 0 0 1,000 0 500
3349 Miscellaneous Police Revenue 0 0 0 0 30 0
Public Safety Charges TOTAL 25,568 31,980 13,967 23,050 23,405 31,000
3361 Adult Recreation Programs 273,590 281,906 228,382 310,156 201,524 281,150
3362 Teen Recreation Programs 15,448 8,389 8,389 16,000 3,999 10,700
3363 Childrens Recreation Programs 77,991 79,169 66,657 91,300 68,403 81,300
3364 General Recreation Programs 6,077 1,981 7,416 10,600 5,364 8,600
Recreation Fees TOTAL 373,106 371,445 310,843 428,056 279,289 381,750
3371 Memberships - Family 9,894 9,459 8,038 11,000 12,444 12,000
3372 Memberships-Individual 18,484 18,451 15,478 21,000 15,352 18,000
3373 Memberships-Family Water Slide 1,787 1,564 1,534 2,000 11 •0
3374 Memberships Ind Water Slide 1,266 109 109 1,500 154 0
3375 General Admissions Individual 124,460 109,270 95,818 145,000 80,768 110,000
fjt
CITY OF BRO CENTER •
REVENUE BUDGET WORKSHEET BY FUND Page 5
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
- - -- - - -- --- - - - - -- - - - -- --------- - - - - -- ------- - - - - -- -------- - - - - -- ------- - - - - -- -------- - - - - --
3376 General Admissions Groups 11,331 20,453 14,844 18,000 21,505 23,000
3379 Swim Lessons 81,389 88,276 81,054 84,000 80,936 84,000
3380 Swim Club 0 0 0 8,000 2,000 6,000
3381 Locker Rental 6,569 6,400 5,570 8,000 4,071 6,500
3382 Baby Sitting 1,016 840 698 1,100 345 900
3383 Concessions 41,675 42,732 37,475 47,500 31,789 42,500
3384 Special Events 13,576 14,456 8,326 14,500 7,700 14,000
3385 Game Room 4,780 5,061 4,076 6,000 3,854 5,000
3387 Merchandise for Resale 7,617 7,149 6,178 8,500 5,813 7,500
3389 Constitution Hall Rental 11,403 12,116 10,175 12,000 15,681 14,000
3390 Gift Certificate 54 50 5 0 0 0
Community Center Fees TOTAL - -- 335,300 - -- 336 -385 -- 289,378 - -- 388,100 -- 282,424 - -- 343,400
3450 Court Fines 183,270 193,688 137,160 186,000 163,635 200,000
Court Fines TOTAL 183,270 193,688 137,160 186,000 163,635 200,000
3461 Other Revenue 10,974 7,362 3,327 12,000 839 12,000
3462 Refunds & Reimbursements 86,717 0 0 0 1,213 0
3467 Sale of Property 1,140 1,122 20 0 0 0
3468 Contributions & Donations 3,500 2,250 2,250 0 2,326 0
3471 Cash Over and (Short) 787 519 196 0 2,238 0
3472 Check Processing Fee 275 20 20 0 220 0
3478 Unclaimed Evidence 841 1,102 642 0 0 0
• CITY OF BRAN CENTER •
REVENUE BUDGET WORKSHEET BY FUND Page 6
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 10/31/98 BUDGET 10/31/99 BUDGET
Miscellaneous Revenues TOTAL 104,234 12,375 6,455 12,000 6,836 12,000
3800 Interest Earnings 354,597 377,825 0 280,000 0 324,000
3808 Unrealized Gain or Loss on Inv 0 35,118 0 0 0 0
Investment Earnings TOTAL 354,597 412,944 0 280,000 0 324,000
3951 Transfer of Liquor Earnings 100,000 0 0 0 0 0
Transfers from other Funds TOTAL 100,000 0 0 0 0 0
GENERAL TOTAL 12,124,762 13,764,824 7,570,074 13,504,916 7,560,635 14,030,030
• MANAGER RECOMMENDED BOT WORKSHEET BY FUND •
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - - -- - -- --- - - - - --
FUND GENERAL 001
4100 Wages Regular Employees 4,322,032 4,433,405 5,697,417 3,679,275 5,950,004 5,950,004
4112 Overtime Regular Employee 226,604 237,293 129,541 166,621 133,294 130,944
4113 Compensatory Pay - Police 38,814 25,839 0 12,068 0 0
4117 Holiday Premium Overtime 31,055 66,319 84,077 40,878 85,260 85,260
4130 Wages Part -time Employees 830,663 856,589 861,516 647,842 888,140 885,854
4131 Overtime of Part -time Emp 5,769 7,353 1,200 1,871 1,000 1,000
4133 Vacation Pay 342,649 353,616 0 310,018 0 0
4134 Holiday Pay 233,471 246,682 0 160,338 0 0
4135 Sick Leave Pay 172,421 193,418 0 135,356 0 0
4136 Jury Duty Pay 292 1,994 0 0 0 0
4197 Temporary Services 0 1,932 0 0 0 0
Salaries and Wages TOTAL 6,203,769 6,424,440 6,773,751 5,154,268 7,057,698 7,053,062
4140 PERA Defined Contribution 901 988 1,058 1,116 1,417 1,417
4141 PERA Basic Plan 4,293 1,646 4,523 843 4,640 4,640
4142 PERA Coordinated Plan 143,211 178,384 199,146 139,631 209,902 209,779
4143 PERA Police .& Fire Plan 266,402 265,201 276,616 210,139 229,015 229,015
4146 FICA 301,255 320,386 344,630 257,605 363,225 362,840
4149 Fire Pension Contribution 123,070 107,215 111,705 116,570 115,056 115,056
4150 Employee Benefits 379,876 486,047 576,882 447,846 629,775 629,775
4151 Health Insurance 62,603 3,264 0 0 0 0
4152 Life Insurance 1,881 742 600 559 660 660
• MANAGER RECOMMENDED BOT WORKSHEET BY FUND
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4153 Dental Insurance 4,067 281 0 0 0 0
4154 Workers Comp Insurance 119,442 123,315 136,134 89,112 138,443 138,433
4156 Unemployment Compensation 2,175 587 0 1,955 0 0
4158 Disability Insurance 4,500 3,734 4,267 3,923 4,940 4,940
Fringe Benefits TOTAL 1,413,676 1,491,789 1,655,561 1,269,299 1,697,073 1,696,555
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
---------- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4210 Office Supplies 29,949 31,369 31,200 24,923 30,600 30,600
4212 Printed Forms 12,382 11,249 15,600 11,760 15,950 15,950
4217 Paper Supplies 7,881 7,181 8,900 7,070 11,200 11,200
4218 Trophies & Prizes 0 0 0 92 0 0
4220 Operating Supplies 134,280 131,297 125,065 94,251 137,373 136,873
I
4222 Lubricants & Additives 389 0 0 0 0 0
4223 Cleaning Supplies 13,614 16,197 14,500 14,166 18,500 18,500
4224 Clothing & Personal Equip 47,574 59,717 55,618 34,422 57,183 57,183
4225 Shop Supplies 5 495 0 0 0 0
4226 Chemical Products 11,609 16,689 11,800 13,288 15,000 15,000
4227 Safety Supplies 6,548 8,547 8,700 7,032 8,850 8,850
4230 Repair & Maint Supplies 27,106 21,136 24,500 21,454 30,500 30,500
4231 Equipment Parts 52 0 0 0 0 0
4233 Building Repair Supplies 22,899 17,562 24,500 7,020 21,000 21,000
4234 Street Maint Materials 93,057 70,862 109,000 58,079 105,000 105,000
4235 Landscaping Materials 21,349 22,055 25,500 18,587 26,000 26,000
4236 Signs & Striping Material 42,737 38,715 42,000 38,472 45,500 45,500
• MANAGER RECOMMENDED BOT WORKSHEET BY FUND •
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4240 Small Tools T 4,616 3,460 2,750 2,040 3,250 3,250
4243 Utility System Supplies 773 0 0 0 0 0
4244 Athletic Field Supplies 7,497 4,513 6,000 3,330 6,000 6,000
4246 Trailway Repair Supplies 0 10,018 10,000 0 10,000 10,000
4247 Park Courts Repair Supply 87 1,570 4,000 3,200 4,000 4,000
4250 DARE Supplies 5,900 5,894 3,000 1,152 4,500 4,500
4271 Minor Equipment 4,330 3,456 4,305 3,440 2,800 2,800
4298 Recreation Supplies 0 0 0 231 0 0
Supplies TOTAL 494,635 481,982 526,938 364,009 553,206 552,706
4308 Charter Commission 725 215 1,500 119 1,500 1,500
4310 Professional Services 148,449 128,383 136,067 126,959 131,112 136,112
4311 Benefits Administration 10,517 1,280 3,200 1,415 3,200 2,200
4312 Legal Services 164,594 188,756 197,900 172,241 216,400 220,000
4313 Audit & Financial Service 18,620 19,250 20,160 17,500 18,200 18,200
4314 Medical Services 9,696 10,134 12,725 8,723 12,725 11,925
4315 Instructors 60 200 300 0 300 300
4318 Casual Labor 72,525 65,007 75,960 64,231 69,700 71,150
Purchased Services TOTAL 425,186 413,224 447,812 391,186 453,137 461,387
4320 Communications 0 0 0 20 0 0
4321 Postage 43,739 43,385 58,500 34,520 58,650 58,650
4322 Telephone Services 74,284 100,828 89,487 78,171 117,659 117,659
• MANAGER RECOMMENDED BLOT WORKSHEET BY FUND •
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4323 Radio Communications 4,567 3,404 4,630 2,031 4,630 4,630
4324 Delivery Service 241 763 150 1,295 225 225
4325 Teleprocessing Services 0 0 0 0 1,500 1,500
4326 Contract Cleaning /Exterminatin 0 0 0 -1,025 0 0
4330 Transportation 4,368 6,593 10,585 4,288 8,720 8,720
4334 Use of Personal Auto 5,687 6,287 7,730 6,290 8,425 8,425
4340 Advertising 7,397 7,549 10,000 4,413 8,700 8,700
4341 Employment Advertising 12,851 8,946 6,500 10,169 11,600 11,600
4350 Printing 28,845 34,729 30,100 22,743 33,100 33,100
I
4351 Legal Notice Publication 11,866 11,000 8,720 7,836 11,570 11,570
Communications TOTAL 193,847 223,482 226,402 170,751 264,779 264,779
4380 Repair & Maint Contract 6,900 0 0 140 0 0
4382 Equipment Repair & Maint 118,861 131,504 149,000 94,562 157,970 157,970
4383 Buildings Repairs 217 0 0 0 0 0
4384 Street & Alley Repair 68,010 0 0 0 0 0
4385 Landscaping Services 570 1,140 1,200 1,140 5,700 5,700
4386 Communication Systems 13,214 15,703 16,314 11,486 17,314 17,314
4387 Traffic Signals Maint 2,200 7,906 2,000 10,368 3,500 3,500
4388 Electrical Repairs 6,156 4,689 6,500 3,781 7,500 7,500
4389 Maintenance Contracts 5,718 1,439 1,470 1,825 2,220 2,220
4392 Building Rentals 249 400 300 0 800 800
4393 Equipment Rentals 5,943 5,658 9,025 4,379 9,500 9,500
• MANAGER RECOMMENDED AT WORKSHEET BY FUND
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4396 Software Maintenance 995 1,065 5,000 4,238 5,500 5,500
4397 Logis Charges 205,223 213,653 225,268 173,801 243,255 243,255
Repair Rental & Maint TOTAL 434,255 383,157 416,077 305,719 453,259 453,259
4400 Other Contractual Service 165,370 129,443 156,910 125,214 183,276 168,500
4401 Credit Card Fees 0 0 0 1,502 1,300 1,300
4402 Uncollectible Checks -40 0 0 -19 0 0
4403 Cash (Over) and Short 0 0 0 0 0 0
4404 Collection Fees 52 -31 0 190 200 200
4406 Special Events 1,961 14,616 17,000 13,837 17,000 22,500
4411 Conferences and Schools 92,893 91,429 112,925 92,717 126,381 115,080
4412 Meeting Expenses 393 1,159 500 265 500 500
4413 Dues & Subscriptions 49,700 53,408 56,068 53,927 56,517 56,017
4414 Licenses, Taxes, & Fees 249,860 314,215 261,300 296,542 309,150 309,150
4415 Claims Payment 5,592 22,623 10,000 2,525 10,000 10,000
4416 Prizes /Expense Reimb 6,650 6,650 7,000 132 7,000 7,000
4417 Books /Reference Materials 8,152 7,859 9,720 8,386 9,524 9,524
4420 Human Rights Commission 300 0 300 460 300 300
4421 Janitorial Service 15,123 11,574 3,500 0 3,500 3,500
4424 Towing Charges 395 614 500 415 500 500
4425 Board of Prisoners 148,568 157,047 140,000 97,275 140,000 140,000
4427 Tree Removal Contract 8,010 10,730 10,000 64 10,000 10,000
4430 Recreation Contr Service 0 1,500 0 0 0 0
• MANAGER RECOMMENDED AT WORKSHEET BY FUND •
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- -- -- - - - - - -- ----- - - - - -- ------- - - - - -- ------- - - - - --
Other Contractual Sery TOTAL 752,978 822,835 785,723 693,432 875,148 854,071
4440 Fuel Charges 63,509 64,226 75,683 56,700 78,640 78,640
4441 Fixed Charges 413,097 457,180 444,335 320,197 468,237 468,237
4442 Repair & Maint Charges 226,984 315,129 344,161 274,521 343,159 343,159
4443 Multi -use Hourly Charges 224,459 0 0 0 0 0
4444 Replacement Charges 24,942 0 48,475 44,845 0 0
Central Garage Rentals TOTAL 952,992 836,535 912,654 696,262 890,036 890,036
4461 Gen Liability Insurance 73,180 80,573 100,000 101,382 100,000 100,000
4462 Property Insurance 11,274 11,625 17,000 16,177 17,000 17,000
4463 Machinery Breakdown Ins 2,204 2,434 3,200 2,978 3,200 3,200
4464 Equipment Floater Ins 303 0 0 0 0 0
4465 Automotive Insurance 150 0 0 0 0 0
4466 Bonds Insurance 1,768 2,358 3,000 2,946 3,000 3,000
4467 Money & Credit Insurance 1,166 1,792 2,300 1,778 2,000 2,000
4469 Liquor Liability Ins 900 676 1,000 1,113 1,150 1,150
Insurance TOTAL 90,945 99,458 126,500 126,374 126,350 126,350
4481 Electric Service 310,753 315,416 313,640 261,447 316,560 316,560
4482 Gas Service 95,265 75,893 99,150 60,532 100,500 100,500
4483 Heating Oil 3,231 2,642 5,700 2,613 5,500 5,500
4484 Water Service 7,797 9,463 8,735 6,119 12,235 12,235
4485 Sanitary Sewer Service 9,291 9,799 11,775 7,252 13,175 13,175
• MANAGER RECOMMENDED BUDGET WORKSHEET BY FUND
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- -- - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4486 Hazardous Waste Disposal 196 1,343 200 117 400 400
4487 Solid Waste Disposal 42,123 40,579 46,300 31,646 43,780 43,780
4488 Storm Water Drainage 21,347 23,628 22,750 18,715 26,040 26,040
Utilities TOTAL 490,003 478,763 508,250 388,442 518,190 518,190
4520 Buildings 2,589 0 0 0 8,500 8,500
4530 Other Improvements 0 1,980 17,900 11,074 4,700 4,700
4531 Special Assessments 17,080 17,000 14,000 14,000 7,900 7,900
4548 Computer Equipment 95,725 72,265 92,950 81,370 93,800 80,600
4550 Furniture & Fixtures 0 129 0 0 0 0
4551 Office Furniture & Equip 23,858 8,952 20,300 17,761 21,462 18,462
4552 Other Equipment 84,368 75,756 59,850 51,347 63,900 63,000
4553 Mobile Equipment 15,947 17,934 18,700 21,215 34,000 34,000
4560 Construction Contracts 0 89,507 90,000 51,555 90,000 90,000
Capital Outlays TOTAL 239,567 283,522 313,700 248,322 324,262 307,162
4611 Interest 0 0 0 2,792 0 0
4615 NSP Loan Debt Service 0 2,776 0 12,492 16,660 16,660
Debt Service TOTAL 0 2,776 0 15,284 16,660 16,660
4725 Capital Proj Fund Trans 0 0 0 0 100,000 100,000
4727 Special Ass Const Trans 394,197 394,197 394,197 394,197 394,197 394,197
4730 Debt Sery Fund Transfer 230,440 257,270 243,449 130,878 237,681 237,681
4731 Bldg Debt Sery Transfer 0 775,534 747,325 391,918 745,726 745,726
• MANAGER RECOMMENDED BOT WORKSHEET BY FUND •
2000 BUDGET
1999 2000 2000
1997 1998 ADOPTED AS OF DEPT MANAGER
Object Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4753 E.B.H.C. Transfer 0 0 0 4,357 0 0
Transfer to other Fund TOTAL 624,637 1,427,001 1,384,971 921,350 1,477,604 1,477,604
4702 Administrative Sery Trans -299,141 -315,538 -315,487 -262,920 -317,233 -317,233
Administrative Service TOTAL -299,141 -315,538 -315,487 -262,920 -317,233 -317,233
4703 Engineer Reimb Transfer -261,917 -316,199 -322,000 0 -332,000 -332,000
4704 Storm Sewer Wage Reimb -100,000 -100,000 -100,000 -83,370 -100,000 -100,000
Reimb from other Funds TOTAL -361,917 -416,199 -422,000 -83,370 -432,000 -432,000
4840 Merchandise for Resale 33,656 38,777 33,000 35,310 33,500 33,500
4842 Food Cost of Sales Guests 0 0 0 247 0* 0
Cost of Sales TOTAL 33,656 38,777 33,000 35,557 33,500 33,500
4995 Contingency Account 50,645 19,968 131,064 9,202 91,491 73,942
Contingency TOTAL 50,645 19,968 131,064 9,202 91,491 73,942
GENERAL TOTAL 11,739,732 12,695,972 13,504,916 10,443,169 14,083,160 14,030,030
Division: City Council
Budget Code: 400
Program No: 1011
PROFILE
The City Council is comprised of one Mayor and four Council Members, elected at- large. Under the
Council - Manager form of government as established by the City Charter, the City Council exercises the
legislative authority of the City. The City Council is responsible for formulating City policy, enacting
legislation, adopting the annual budget, levying local property taxes, and appointing members to advisory
boards and commissions. Members of the City Council also constitute the Board of Equalization, the
Economic Development Authority, and the Housing and Redevelopment Authority.
Included in the 2000 City Council budget is the cablecasting of City Council meetings; interpreters for
hearing impaired persons who attend City Council meetings; the annual joint meeting of the City Council
and advisory commissions; and a consultant to facilitate two City Council goal setting sessions for 2000.
Also included is the dues and subscriptions for Association of Metropolitan Municipalities, League of
Minnesota Cities, Minnesota Mayors Association, Minnesota Women Elected Officials, National League
of Cities, North Metro Highway 100 Council, North Metro Mayors Association, and U. S. Conference of
Mayors.
DEPARTMENTAL GOALS
• Remain in compliance with Minnesota Statutory requirements, laws, regulations, charter and ordinances
in all operations of the City.
• Exercise the legislative authority of the City and determine matters of policy.
• Meet regularly on the second and fourth Monday of each month in accordance with charter and law.
• Work with the City Manager to set policy.
• Work on goals and plans for the City.
The following goals were adopted October 25, 1999, by City Council Resolution No. 99 -160:
• Goal No. 1: Support Brookdale Redevelopment By:
• use of tax increment assistance
• review and evaluation of land use applications
• prompt construction and plan review /inspection
• monitoring developer performance
• Goal No. 2: Continue and Improve Code Enforcement and Compliance Activities By:
• coordinated effort of police and community development departments
• focus on high - density areas while continuing neighborhood enforcement
• continue to evaluate additional approaches to achieving improved compliance
• Goal No. 3: Increase Proactivity Towards Fighting Crime By:
• increased visibility of police in neighborhoods
• continue and expand participation rate in neighborhood watch program
• include olic safe information in all City newsletters
P Y t3' tY
• Goal No. 4: Support and Encourage Northeast Corner of 69th Avenue and Brooklyn Boulevard
is Redevelopment By:
• supporting and exploring responsible and credibly financed development proposals
• ensuring that plans support the long -term goals of the City's Comprehensive Plan
• Goal No. 5: Continue Planning for Community Center and City Hall Work By:
• developing actual designs and cost estimates for project and improvements
• Goal No. 6: Continue and Improve Long -Term Financial Planning By: •
• continue five -year planning for utilities and capital improvements
• continue /expand five -year planning for other funds
• review and develop contingency planning
• move toward development of 2 -3 year budget projections for the City
• Goal No. 7: Support and Promote Major Road and Street Improvement Projects:
• start Brooklyn Boulevard with the County in the year 2000 (completion in the year
2001)
• Highway 100:
- continue support/participation in North Metro Mayors Highway 100 Council
- keep project schedule with Mn/DOT
- support Highway 694 widening project, with improved sound walls, by Mn/DOT
- support other arterial enhancements as opportunities arise
• Goal No. 8: Plan for Destination Parks By:
• develop plan for destination park improvements in Capital Improvement Plan
• Goal No. 9: Support and Expand Joslyn Site Development By:
• working with developer to complete phase II and III
• Goal No. 10: Continue to Improve Traffic Safety Focusing on Traffic Calming By:
• continuing enforcement efforts through multiple resources
• continuing and expanding information to the public on traffic safety and calm
efforts
• Goal No. 11: Special Visioning Project to Create a Redevelopment Strategy Based on the City's
Vision for the Future; and, Developing Opportunities to Promote Inclusion of ALL
Residents in Brooklyn Center's Community Life By:
• establishing 2 to 4 work sessions and retreats to be conducted during the period of
January - March, 2000 to set direction and develop outlines for accomplishing goals
Principles to Guide Actions in the Form of Goals:
1. Incorporate Elements to Make City More Visually Appealing Where and as Possible in Projects and
Developments
2. Identify Issues that can be Solved by the City Working in Cooperation and Collaboration with Other
Jurisdictions
3. Effectively Communicate the City's Achievements and Opportunities to its Residents
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4308 Charter Commission $1,500
The statutory amount of $1,500 is recommended for the 1997 Charter Commission budget
(pursuant to Minnesota State Statute 410.06).
4310 Professional Services $8,500
Includes interpreters for hearing - impaired persons who attend City Council meetings, Northwest
Community Television to broadcast City Council and other public meetings, joint meeting of City
• Council and advisory commissions, consultant to facilitate two City Council goal setting sessions
for 2000.
4313 Audit and Financial Services $18,200
An annual audit of the City's fmances is required under Minnesota State Law and under the City
Charter. The City contracts for the audit and conducts a competitive bidding process for the audit
work every four or five years.
4411 Conferences and Schools $8,500
This amount covers training expenses for the Mayor and Council Members who attend conferences
on behalf of the City, such as National League of Cities, League of Minnesota Cities, United States
Conference of Mayors, and similar conferences.
4413 Dues and Subscriptions $39,500
Includes League of Minnesota Cities ($13,500), Association of Metropolitan Municipalities (6,996),
MAMA -LMC Labor Relations Service ($4,310 ), U.S. Conference of Mayors ($725), Minnesota
Mayors Association ($20), North Metro Mayors Association ($9,475, to General Fund. Total dues
are $17,546; $8,071 allocated to EDA), North Metro Highway 100 Council ($3,050), Minnesota
Women Elected Officials ($30), National League of Cities ($1,355).
4420 Human Rights and Resources Commission $300
The Human Rights and Resources Commission is requesting $300 for conferences and schools for
commissioners.
•
PERSONNEL LEVELS
Number Position
I Mayor
4 Council Members elected at -large
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV CITY COUNCIL 400
4100 Wages Regular Employees 0 126 0 0 0 0
4112 Overtime Regular Employee 4,148 2,088 1,800 1,504 5,000 2,250
4130 Wages Part -time Employees 31,995 32,882 33,867 27,480 34,885 34,885
Salaries and Wages TOTAL 36,143 35,096 35,667 28,985 39,885 37,135
4140 PERA Defined Contribution 901 988 1,058 1,116 1,417 1,417
4141 PERA Basic Plan 0 39 0 0 0 0
4142 PERA Coordinated Plan 455 434 508 345 517 394
4146 FICA 2,743 2,678 2,973 2,212 3,051 2,841
4154 Workers Comp Insurance 120 102 117 72 120 110
Fringe Benefits TOTAL 4,220 4,241 4,656 3,745 5,105 4,762
4210 Office Supplies 70 40 200 517 200 200
4220 Operating Supplies 707 684 600 866 1,350 1,350
Supplies TOTAL 777 725 800 1,383 1,550 1,550
4308 Charter Commission 725 215 1,500 119 1,500 1,500
4310 Professional Services 7,196 7,045 8,500 6,422 8,500 8,500
4313 Audit & Financial Service 18,620 19,250 20,160 17,500 18,200 18,200
Purchased Services TOTAL 26,541 26,509 30,160 24,040 28,200 28,200
4321 Postage 0 0 50 0 0 0
4334 Use oPersonal Auto 0 0 0 18 0 0
• CITY OF BROO CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- - - -- - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4350 Printing 0 0 100 0 100 100
Communications TOTAL 0 0 150 18 100 100
4411 Conferences and Schools 5,224 4,292 8,500 7,410 8,500 8,500
4412 Meeting Expenses 0 618 0 0 0 0
4413 Dues & Subscriptions 36,798 37,976 40,170 40,299 39,500 39,500
4417 Books /Reference Materials 0 0 200 0 200 200
4420 Human Rights Commission 300 0 300 152 300 300
Other Contractual Sery TOTAL 42,321 42,886 49,170 47,861 48,500 48,500
CITY COUNCIL TOTAL 110,002 109,457 120,603 106,033 123,340 120,247
Division: Administration
Budget Code: 401
• Program No: 1031
PROFILE
The City Manager is the Chief Administrative Officer of the City. It is the City Manager's duty to enforce
the City Charter and all ordinances. The City Manager's office provides general administrative services for
the management of the City to ensure that all Council policies and directives are carried out. Activities
include coordinating recommendations to the City Council on financial, legislative, and management issues
and to provide liaison between the Council, advisory boards and commissions, staff, other levels of
government, the media, and the public.
Management and Intergovernmental Relations. Provide general administrative services required for the
management of City affairs. Works with community members, other public or private agencies,
organizations, schools, etc., on all areas which affect the City. Support staff handle general government
activities including both election and front counter /customer receptionist activities.
Communications Handles and coordinates City communication activities, both externally and internally.
Coordinates publication of the City newsletter. Creates newsletters, forms, flyers, handles information
released to the media, develops other information newsletters and packets as needed. Handles coordination
of cable TV activities in the organization, including broadcast of council meetings.
Customer Service. Responsible for front counter, cashier, switchboard, and main receptionist for City Hall.
Handles building permits, licensing, public inquiries for information regarding City services, activities,
• events, meetings. Refers customers to appropriate departments if services cannot be handled at front desk.
Performs duties of central cashier for city operations.
DEPARTMENTAL GOALS
• Implement Council policies, resolutions, and ordinances as ado_ pted by the City Council.
• Prompt and efficient delivery of City services.
• Maintain a positive relationship with governmental agencies and surrounding municipalities to enhance
the City's plans and programs.
• Continue to work on joint and cooperative ventures.
• Accurate and timely communication to residents through City newsletter (six issues per year and special
issue if warranted), cable, and media releases.
• Develop proposals for five year planning for City Council consideration.
• Preparation of annual budget.
• Continue Brooklyn Center Cares initiative.
•
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount •
4310 Professional Services $2,000
Included are notary bond and miscellaneous professional services for administration and
special projects. Cost for consultant to facilitate team building and goal setting session(s)
for Department Heads and Supervisors as it directly relates to goals and objectives set by
City Manager and Council.
4334 Use of Personal Auto $4,900
Reimbursement for mileage and parking fees incurred by employees when conducting City
business. City Manager automobile allowance included in this account. This amount is for
all employees in the department and is not broken down to division levels.
4413 Dues and Subscriptions $2,000
Memberships for various professional organizations for overall operation and management
of administration. Includes the following: Brooklyn Community Chamber, ICMA, MAMA,
MCMA, League of MN Cities Directory, and Minnesota State Statutes.
PERSONNEL LEVELS
Number Position
1 City Manager
1 Administrative Technician
1 Customer Service Representative/Permit Technician 0
Other staff involved in supporting and working on general administration are the positions of City Clerk,
Assistant City Manager/Human Resources Director, Human Resources Assistant, Community
Development/Administrative Secretary, and Administrative Specialist which have separate division budgets
for operations.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
1 Replacement PC March 2000 1 $2,800 Replace City Manager's
Computer
•
• CITY OF BROOIO CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- - -- - - - - -- ------- - - - - --
DIV ADMINISTRATION 401
4100 Wages Regular Employees 109,196 85,630 127,408 89,329 130,609 130,609
4112 Overtime Regular Employee 129 0 613 0 647 647
4130 Wages Part -time Employees 9,057 6,746 0 0 0 0
4131 Overtime of Part -time Emp 0 2,035 0 0 0 0
4133 Vacation Pay 5,549 10,144 0 6,739 0 0
4134 Holiday Pay 4,837 6,715 0 3,343 0 0
4135 Sick Leave Pay 1,585 1,668 0 785 0 0
Salaries and Wages TOTAL 130,354 112,938 128,021 100,196 131,256 131,256
4142 PERA Coordinated Plan 4,854 5,656 6,631 5,190 6,799 6,799
4146 FICA 7,975 7,357 9,794 7,730 8,921 8,921
4150 Employee Benefits 6,332 10,263 8,924 7,334 9,524 9,524
4151 Health Insurance 1,806 0 0 0 0 0
4152 Life Insurance 11 0 0 0 0 0
4153 Dental Insurance 104 0 0 0 0 0
4154 Workers Comp Insurance 908 712 895 588 897 897
4156 Unemployment Compensation 1,062 0 0 0 0 0
Fringe Benefits TOTAL 23,052 23,988 26,244 20,842 26,141 26,141
4220 Operating Supplies 147 913 1,000 251 1,000 1,000
Supplies TOTAL 147 913 1,000 251 1,000 1,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10131199 REQUESTED RECOMMENDED
- -- - - - -- - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4310 Professional Services 0 25 2,000 0 2,000 2,000
Purchased Services TOTAL 0 25 2,000 0 2,000 2,000
4321 Postage 455 5,083 10,000 7,333 10,000 500
4322 Telephone Services 450 417 450 866 1,200 1,200
4324 Delivery Service 0 0 0 7 0 0
4334 Use of Personal Auto 3,047 3,799 4,900 3,477 4,900 4,900
4350 Printing 16,274 10,115 12,000 10,850 13,000 0
Communications TOTAL 20,226 19,413 27,350 22,533 29,100 6,600
4411 Conferences and Schools 4,325 3,964 5,000 3,364 5,000 5,000
4413 Dues & Subscriptions 1,243 2,426 1,800 1,325 2,000 2,000
4417 Books /Reference Materials 356 0 0' 0 0 0
Other Contractual Sery TOTAL 5,924 6,391 6,800 4,689 7,000 7,000
4548 Computer Equipment 2,761 0 0 0 3,300 2,800
4551 Office Furniture & Equip 0 309 0 0 500 0
Capital Outlays TOTAL 2,761 309 0 0 3,800 2,800
ADMINISTRATION TOTAL 182,464 163,976 191,415 148,512 200,297 176,797
Division: Human Resources
Budget Code: 402
Program No: 1048
PROFILE
Human Resources establishes and maintains the personnel policies and procedures for the City. The Human
Resources Division addresses all matters relating to personnel including recruitment, compensation and
labor negotiations.
Human Resources. Handles recruitment and selection of staff. Develops policies and procedures dealing
with personnel. Responsible for compliance with MN pay equity, reports and updates to system. Handles
all workers' compensation, managed care program, and OSHA yearly work comp report. Handles
employment and personnel complaints, issues and concerns from staff, Department Heads and City Manager.
Works with Finance on benefits. Handles flexible benefit, compensation, affirmative action, employee
assistance, employee recognition and tuition reimbursement programs. Also handles ADA, FLSA, Hepatitis
B, CDL drug testing, OSHA mandated training as well as other employment matters. Coordinates a wide
variety of training in all areas. Monitors laws and regulations in the area of employment/personnel to ensure
compliance. Works in areas of Data Practices, Diversity, Customer Service and Human Rights. Coordinates
all human resource activities for the City.
Labor Relations. Supervises labor negotiations. Acts as negotiator for City in union issues. Works on
grievance issues, and assists with arbitrations. Responsible for Uniform Baseline Settlement reporting to
BMS.
DEPARTMENTAL GOALS,
• Coordinate employee recruiting and hiring to ensure proper legal compliance.
• Continue efforts to recruit and hire a diversified work force.
• Work toward resolution of grievances and employment issues.
• Promote new safety and wellness efforts throughout the organization.
• Administer and process workers' compensation.
• Implement new performance review standards and format
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4310 Professional Services $15,000
These services include pay equity job analysis, employment testing using validated tests, and
the cost of the Employee Assistance Plan.
4311 Benefits Administration $3,200
Flexible benefits plan for pre -tax medical and dependant care.
4314 Medical Services $3,800
Physical exams, mandatory drug/alcohol testing for commercial driver's license holders, and
Hepatitis B vaccine.
• 4341 Employment Advertising $10,600
Employment advertising costs relate to newspaper and other advertisements for City and
enterprise job openings.
4411 Conferences and Schools $3,000
Provides for Assistant City Manager/HIZ Director attendance at one national conference and
at one in -state conference, and attendance for Human Resources/Purchasing Technician
training.
PERSONNEL LEVELS
Number Position
1 Assistant City Manager/Human Resources Director
1 Human Resources Assistant
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
1 Standard PC ( 128 MB -RAM) March 2000 1 $2,500 Replace Human Resources
Assistant Computer
• CITY OF BROOS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
� DIV HUMAN RESOURCES /PURCH 402
4100 Wages Regular Employees 72,962 80,668 106,176 75,771 112,711 112,711
4112 Overtime Regular Employee 540 0 0 0 0 0
4133 Vacation Pay 6,407 7,011 0 5,851 0 0
4134 Holiday Pay 4,319 4,626 0 2,449 0 0
4135 Sick Leave Pay 2,336 2,886 0 1,674 0 0
Salaries and Wages TOTAL 86,564 95,191 106,176 85,745 112,711 112,711
---------- ---- - - - - -- ---- - - - - -- ---- - - - - --
4142 PERA Coordinated Plan 3,894 4,884 5,500 4,442 5,838 5,838
4146 FICA 6,140 6,679 8,122 6,146 8,622 8,622
4150 Employee Benefits 6,404 8,681 8,804 7,334 9,524 9,524
4151 Health Insurance 779 0 0 0 0 0
4152 Life Insurance 5 0 0 0 0 0
4153 Dental Insurance 64 0 0 0 0 0
4154 Workers Comp Insurance 277 383 437 298 464 464
4158 Disability Insurance 409 -1 0 0 0 0
Fringe Benefits TOTAL 17,971 20,626 22,863 18,220 24,448 24,448
4212 Printed Forms 0 0 0 747 750 750
4220 Operating Supplies 3,091 3,658 0 2,600 3,700 3,700
4227 Safety Supplies 173 80 700 80 700 700
Supplies TOTAL 3,264 3,738 700 3,427 5,150 5,150
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - -- - -- - ---- - - - - -- - ----- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4310 Professional Services 18,797 34,328 15,000 7,643 15,000 15,000
4311 Benefits Administration 10,517 1,280 3,200 1,415 3,200 2,200
4312 Legal Services 744 0 0 0 0 0
4314 Medical Services 1,263 2,345 3,800 1,504 3,800 3,000
Purchased Services TOTAL 31,321 37,953 22,000 10,562 22,000 20,200
4322 Telephone Services 219 334 350 251 350 350
4324 Delivery Service 45 85 100 84 100 100
4334 Use of Personal Auto 56 208 180 450 300 300
4341 Employment Advertising 11,750 7,414 5,500 9,355 10,600 10,600
4350 Printing 0 788 1,500 22 1,500 1,500
4351 Legal Notice Publication 316 0 320 0 320 320
Communications TOTAL 12,386 8,828 7,950 10,162 13,170 13,170
4411 Conferences and Schools 978 2,322 3,000 3,540 3,000 3,000
4412 Meeting Expenses 0 0 0 34 0 0
4413 Dues & Subscriptions 1,022 2,016 1,550 1,642 1,550 1,550
4417 Books /Reference Materials 61 105 0 0 0 0
Other Contractual Sery TOTAL 2,061 4,443 4,550 5,216 4,550 4,550
4548 Computer Equipment 0 2,609 2,000 1,934 0 . 0
Capital Outlays TOTAL 0 2,609 2,000 1,934 0 0
HUMAN RESOURC6URCH TOTAL 153,567 1788 166,239 135,266 182,029 • 180,229
Division: City Clerk
Budget Code: 403
• Program No: 1061
PROFILE
The City Clerk is responsible for preparation of elections, maintaining official City records, coordinating
City Council and City commission materials, coordinating business licensing, producing and coordinating
employee and City newsletters, and supervision of secretarial support staff in the Administration
Department. The City Clerk has significant public contact related to elections, ordinances, resolutions,
contracts, bonds, insurance, business licenses, as well as other City matters.
Elections. Supervises elections and voter registration. Ensures elections are handled in accordance with
State, Federal, and County regulations. Oversees all activities related to City elections including notices,
materials, and certification of process. Arranges polling places and sets up voting equipment. Supervises
the recruiting and training of election judges. Oversees the maintenance of voter registration files.
Official City Records/Data Retention. Maintains official City records, file system, and records storage
room. Supervises the City's retention system. Oversees the maintenance of City ordinances, resolutions,
and City Council minutes.
City Council. Coordinates Council activities, correspondence, meetings, etc. Ensures coordination,
maintenance, and accuracy of Council minutes, resolutions, and other official documents. Oversees the City
Council agenda preparation process. Posts Council/Commission notices as required by Open Meeting Law.
Communications. Produces and publishes a monthly employee newsletter. Coordinates content,
production, and distribution of the City's newsletter.
DEPARTMENTAL GOALS
• Administer and process City business licenses.
• Coordinate and deliver City Council information.
• Ensure posting and publishing of all official notices.
• Coordinate annual Council /Commission meeting.
• Advertise for Commission vacancies in a timely manner.
• Provide information as needed to new commission members.
• Maintain official City records.
• Produce and coordinate employee and City newsletters.
SPECIFIC EXPF.._.NDITT.JRE CODE DETAIL,
Object
Number Explanation Amount
4351 Legal Notice Publication $11,000
This provides for the cost of publishing ordinances, bids, public hearing notices, advertising
for proposals, assessments, bonds financial reports, and any other notice which is required
to be published.
• PERSONNEL LEVELS
Number Position
1 City Clerk
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV CITY CLERK 403
4100 Wages Regular Employees 37,238 40,986 50,293 33,319 51,801 51,801
4133 Vacation Pay 3,748 3,727 0 4,541 0 0
4134 Holiday Pay 1,865 2,207 0 1,018 0 0
4135 Sick Leave Pay 2,060 2,011 0 1,746 0 0
Salaries and wages TOTAL 44,911 48,931 50,293 40,624 51,801 51,801
4142 PERA Coordinated Plan 1,964 2,465 2,605 2,104 2,683 2,683
4146 FICA 3,362 3,776 3,847 3,226 3,963 3,963
4150 Employee Benefits 1,535 3,740 4,402 3,667 4,762 4,762
4151 Health Insurance 226 0 0 0 0 0
4152 Life Insurance 2 0 0 0 0 0
4153 Dental Insurance 5 0 0 0 0 0
4154 Workers Comp Insurance 140 191 208 142 215 215
4158 Disability Insurance 215 -1 0 0 0 0
Fringe Benefits TOTAL 7,449 10,172 11,062 9,139 11,623 11,623
4334 Use of Personal Auto 51 26 250 104 150 150
4351 Legal Notice Publication 11,165 10,846 8,000 7,708 11,000 11,000
Communications TOTAL 11,216 10,872 8,250 7,811 11,150 11,150
4411 Conferences and Schools 1,077 1,192 900 663 1,100 1,100
4413 Dues & Subscriptions 120 315 150 227 150 150
• CITY OF BROOD CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4417 Books /Reference Materials 31 0 200 0 200 200
Other Contractual Sery TOTAL 1,228 1,507 1,250 890 1,450 1,450
4548 Computer Equipment 0 2,518 0 0 0 0
Capital Outlays TOTAL 0 2,518 0 0 0 0
CITY CLERK TOTAL 64,804 74,001 70,855 58,464 76,024 76,024
Division: Elections
Budget Code: 404
• Program No: 1091
PROFILE
The City registers all new voters, processes transfers and deletions, and cooperates with Hennepin County
and the Secretary of State to provide an accurate computerized listing of eligible registered voters in the City
of Brooklyn Center. The costs incurred from the registration of new voters and the maintenance of the voter
records is included in the Elections budget.
Section 4.01 of the Brooklyn Center City Charter provides for regular municipal elections to be held in even -
numbered years only. The 2000 Elections budget provides for the cost of personnel, training, supplies,
postage, building rentals, maintenance agreements, and printing to hold one Primary Election in September
and one General Election in November.
DEPARTMENTAL GOALS
• Administer training to election judges.
• Administer municipal elections in accordance with Minnesota Statutes.
• Adapt to and integrate new legislation on elections.
• Maintain up -to -date voter registration system.
• SPECIFIC E. UE NDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Salaries, Part -Time Employees $23,100
Includes training and wages for all election judges. For 2000, there is an increase in election
judge wages to $7 per hour from $6.50 per hour. Year 2000 is a Presidential election year
and more election judges are needed to work at the polls due to the increased number of
voters.
4220 Operating Supplies $2,500
Includes supplies such as ballot transfer cases, ballot pens, poster board for signs, markers,
and several other miscellaneous supplies. Year 2000 is a Presidential election year, and with
the increased number of voters at the polls, there are greater quantities of supplies to
purchase. Also for 2000 there is new voting equipment which requires special ribbons and
paper tape.
4321 Postage $1,700
Includes mailing out verification cards on new registrations, mailing absentee ballot
applications, ballots, and return envelopes.
4350 Printing $2,500
Includes printing of regular and absentee ballots for optical scanner, voter receipts, and
official notices.
4382 Equipment Repair and Maintenance $3,500
Includes the cost of the maintenance agreement for the eleven optical scanners. Also
includes any necessary equipment repair costs not covered under the maintenance agreement.
4392 Building Rentals $800
Includes costs associated with two churches and custodial fees charged by one school used
as polling locations.
Rentals •
4393 Equipment $300
Includes the rental of a truck to transport ballot boxes, voting booths, signs, optical scan
voting equipment to the polling locations.
PERSONNEL LEVELS
Brooklyn Center is divided into eight precincts. State Law requires a minimum of one chairperson and at
least four election judges per precinct to carry out the election process.
e
•
• CITY OF BROO19 CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV ELECTIONS 404
4100 Wages Regular Employees 23,316 23,505 34,595 25,538 36,382 36,382
4112 Overtime Regular Employee 288 338 0 0 0 0
4130 Wages Part -time Employees 1,941 18,337 6,000 0 23,100 23,100
4131 Overtime of Part -time Emp 0 147 0 0 0 0
4133 Vacation Pay 2,394 1,088 0 1,156 0 0
4134 Holiday Pay 1,314 197 0 663 0 0
4135 Sick Leave Pay 1,282 103 0 439 0 0
Salaries and Wages TOTAL 30,535 43,715 40,595 27,795 59,482 59,482
4142 PERA Coordinated Plan 1,269 1,259 1,792 1,440 1,885 1,885
4146 FICA 2,213 2,392 3,105 2,211 4,550 4,550
4150 Employee Benefits 2,570 312 4,402 3,667 4,762 4,762
4151 Health Insurance 289 0 0 0 0 0
4152 Life Insurance 3 0 0 0 0 0
4153 Dental Insurance 20 0 0 0 0 0
4154 Workers Comp Insurance 90 126 171 99 244 244
Fringe Benefits TOTAL 6,455 4,088 9,471 7,417 11,441 11,441
4210 Office Supplies 0 6 0 0 0 0
4220 Operating Supplies 19 935 900 0 2,500 2,500
Supplies TOTAL 19 941 900 0 2,500 2,500
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4321 Postage 542 332 600 495 1,700 1,700
4334 Use of Personal Auto 0 6 0 15 100 100
4350 Printing 416 843 1,500 0 2,500 2,500
Communications TOTAL 958 1,180 2,100 510 4,300 4,300
4382 Equipment Repair & Maint 3,061 3,061 3,500 0 3,500 3,500
4392 Building Rentals 249 400 300 0 Boo 800
4393 Equipment Rentals 0 207 300 0 300 300
Repair Rental & Maint TOTAL 3,310 3,668 4,100 0 4,600 4,600
4411 Conferences and Schools 0 29 0 0 0 0
4413 Dues & Subscriptions 0 0 0 0 50 50
Other Contractual Sery TOTAL 0 29 0 0 so 50
ELECTIONS TOTAL 41,276 53,620 57,166 35,723 82,373 82,373
t • •
Division: Finance
Budget Code: 410
• Program No: 1141
PROFILE
The purpose of the Finance Department is to provide for the fiscal management of all funds of the City;
including budgeting, accounting, financial reporting, investments, bonding, risk management, and utility
billing.
DEPARTMENTAL GOALS
The objective of the department is to provide policy makers and outside authorities with accurate and
timely financial information on the City in the form of the annual budget and the Comprehensive Annual
Financial Report; to process the transactions needed for the day - today running of the City in the areas
of accounts payable, accounts receivable, payroll, and utility billing; and to provide cross - departmental
support in the areas of risk management and pooled investment of City funds.
The department will participate in the selection of new financial, payroll, and human resources software.
This may be either through LOGIS or a stand alone installation. Planning and preparations will take place
in 2000 for implementation in 2001.
• SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Exnlanation Amount
4212 Printing $4,700
Provides for the printing of the Annual Financial Report ($2,500) and Annual City Budget
($2,200).
4393 Equipment Rentals $700
Lease of a small copier for use by Finance, Assessing, and Community Development
departments.
4396 Software Maintenance $1,100
Ongoing support and upgrades for PC based fixed asset accounting software purchased in
1997.
4411 Conferences and Schools $4,500
Professional training for all Finance Department staff. Increase from 1997 and earlier years
to provide training in the areas of COBRA and Section 125 benefits administration.
4413 Dues and Subscriptions $800
Dues: GFOA dues (Hansen & Johnson $175, and Sundberg $115), MN GFOA dues
(Hansen, Johnson and Sundberg -$90). Subscriptions: Wall Street Journal ($175), GASB
• Action Report/Pronouncements ($140), GASB Codification Book for 1998 ($48), COBRA
and Section 125 benefits administration ($150), miscellaneous ($107).
4548 Computer Equipment $5,000
Desktop computers are being replaced on a rotating, scheduled basis to insure that the
Finance Department has reliable and up to date computers.
e
PERSONNEL LEVELS
It is not anticipated that any position will be reclassified to a different pay grade, but several persons who
aren't at the top of their existing pay grade will advance within that pay grade. All employees are expected
to receive a cost of living adjustment on January Ist.
Number Position
1 Finance Director
1 Assistant Finance Director
1 Staff Accountant
1 Accounting Technician II
1 Payroll/Personnel Technician
1 Utility Billing Technician I
1- Utility Billing Technician II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Desktop personal computer 4/00 2 $5,000 Replace existing. e
•
• CITY OF BROOM CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
i
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - -- ------ - - - - -- ------- - - - - -- ------- - - - - --
DIV FINANCE 410
4100 Wages Regular Employees 258,852 258,685 318,379 210,912 320,027 320,027
4112 Overtime Regular Employee 714 784 1,387 1 1,476 1,476
4133 Vacation Pay 20,640 19,003 0 20,130 0 0
4134 Holiday Pay 14,282 14,166 0 8,036 0 0
4135 Sick Leave Pay 12,164 15,318 0 5,380 0 0
Salaries and Wages TOTAL 306,651 307,956 319,766 244,459 321,503 321,503
4142 PERA Coordinated Plan 13,675 15,771 16,564 12,338 16,654 16,654
4146 FICA 22,378 22,024 24,462 17,951 24,595 24,595
4150 Employee Benefits 23,091 28,458 31,054 23,602 33,334 33,334
4151 Health Insurance 3,910 0 0 0 0 0
4152 Life Insurance 22 0 0 0 0 0
4153 Dental Insurance 135 0 0 0 0 0
4154 Workers Comp Insurance 993 1,239 1,333 858 1,348 1,348
4158 Disability Insurance 656 656 700 592 814 814
Fringe Benefits TOTAL 64,860 68,146 74,113 55,341 76,745 76,745
-4210 Office Supplies 61 131 0 168 300 300
4212 Printed Forms 3,651 3,026 4,700 4,309 4,700 4,700
4220 Operating Supplies 152 425 600 175 300 300
4271 Minor Equipment 0 750 800 212 800 800
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Supplies TOTAL 3,863 4,332 6,100 4,865 6,100 6,100
4310 Professional Services 415 415 425 415 425 425
Purchased Services TOTAL 415 415 425 415 425 425
4324 Delivery Service 47 38 50 142 125 125
4334 Use of Personal Auto 442 316 400 200 350 350
Communications TOTAL 490 354 450 342 475 475
4389 Maintenance Contracts 0 220 220 220 220 220
4393 Equipment Rentals 693 592 700 538 700 700
4396 Software Maintenance 995 1,065 1,000 0 1,100 1,100
Repair Rental & Maint TOTAL 1,688 1,877 1,920 758 2,020 2,020
4404 Collection Fees 0 0 0 190 200 200
4411 Conferences and Schools 3,734 2,877 4,500 2,861 4,500 4,500
4413 Dues & Subscriptions 742 585 1,000 660 800 800
4417 Books/Reference Materials 0 201 0 165 0 0
Other Contractual Sery TOTAL 4,476 3,663 5,500 3,876 5,500 5,500
4548 Computer Equipment 8,346 12,043 6,500 4,760 5,000 5,000
Capital Outlays TOTAL 8,346 12,043 6,500 4,760 5,000 5,000
FINANCE TOTAL 390,790 398,786 414,774 314,816 417,768 417,768
Division: Data Processing
Budget Code: 411
• Program No: 1241
PROFILE
The purpose of the Data Processing Division is to support the communication and data needs of all City
buildings and departments. This includes the management and technical expertise of the MIS /Technology
Coordinator, operations of the Local Area Network (LAN) (three network servers - City Hall, Earle Brown
Heritage Center, and Police) and telephone systems (City Hall, Centerbrook Golf Course, Earle Brown
Heritage Center, Fire Stations, Police, and Public Works Garage), purchase and maintenance of all city
computer and telephone equipment and software, computer and telephone training, and other areas as
required.
The MIS /Technology Coordinator will coordinate the City of Brooklyn Center's efforts in promoting the
effective and efficient transaction of city business and decision - making by providing methods of
communication and access to necessary data and information.
The only personnel in the Data Processing Division is the MIS/Technology Coordinator. Some of the
MIS /Technology Coordinator's time is spent to support the enterprise funds. Reimbursement from the
enterprise funds is made into the general fund as reflected in the reimbursement from other funds division.
DEPARTMENTAL GOALS
• Assess and coordinate City long and short-term planning for both computer and telephone hardware and
• software.
• Maintain Local Area Network (LAN) by the MIS /Technology Coordinator being certified as a Novell
Network Administrator.
• Coordinate computer related hardware and software purchases for all departments.
• Configure, install, and maintain computer equipment and software for all departments.
• Perform user, hardware, and software support service for all departments and users.
• Assess and coordinate training for all city computer users.
• Manage and coordinate telephone system purchases, repair, training, and support.
• Coordinate support services with LOGIS.
• Determine new City Hall building needs relating to communication and data needs and system
requirements.
SPECIFIC EXPENDITURE CODE DETAIL.
Object
Number Explanation Amount
4220 Operating Supplies $10,000
Toner cartridges for all City owned printers, miscellaneous equipment such as backup tapes,
cables, connectors, expansion cards, keyboards, memory, pointing devices, surge protectors,
and miscellaneous office supplies
4322 Telephone Services $6,000
• 3 T1 data lines from City Hall to Public Works - Garage and City Hall to LOGIS. Cellular
phone and pager service for MIS/Technology Coordinator.
4334 Use of Personal Auto $150
To provide reimbursement to the MIS/Technology Coordinator for mileage between city
buildings and other work related travel.
•
4382 Equipment Repair and Maintenance $10,000
Repair costs associated with computers, printers, Local Area Network (LAN) equipment, and
other computer related components. This object is for service costs incurred for the repair
of equipment that is no longer covered under warranty of any kind. The amount of service
calls placed for equipment repair is varied year to year and must be planned for liberally in
the case of an extreme number of breakdowns.
4397 LOGIS Charges $105,732
Mainframe applications (i.e., police, permit, financial databases), for the most part, are
supported by LOGIS. LOGIS and other mainframe systems which benefit a single fund or
division have been charged to that division. LOGIS and other mainframe systems which
benefit the entire City are charged accordingly to the Data Processing budget
4411 Conferences and Schools $10,000
- Training classes, seminars and conferences. Training is an intrinsic cost of technology. With
the increase of technologies brought to the City and with general staff turnovers, the cost of
training is expensive and must be planned for accordingly. Training insures that technologies
are used properly and efficiently and, therefore, recovers the investment placed. Training in
2000 includes phased training in the requested word processing and spreadsheet software,
object 4548.
PERSONNEL LEVELS
Number Position
1 MIS/Technology Coordinator
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Virus Protection Software 1st Quarter 3 Servers $5,000 Virus Protection Software for
125 Work servers and work stations.
Stations Necessary to maintain
Licenses network and computer
security.
Word Processing Software Partial 100 Work $16,000
replacement Station
phase over Licenses
two years
Network Hardware As $11,000 To replace necessary
Determined network hardware.
0
• CITY OF BROO* CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
i
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV DATA PROCESSING 411
4100 Wages Regular Employees 42,534 38,655 55,411 31,038 59,328 59,328
413.1 Overtime of Part -time Emp 0 13 0 0 0 0
4133 Vacation Pay 1,702 4,561 0 4,203 0 0
4134 Holiday Pay 1,670 2,125 0 1,346 0 0
4135 Sick Leave Pay 301 4,455 0 2,987 0 0
Salaries and Wages TOTAL 46,208 49,809 55,411 39,575 59,328 59,328
4142 PERA Coordinated Plan 1,994 2,442 2,870 2,050 3,073 3,073
4146 FICA 3,380 3,677 4,239 2,549 4,539 4,539
4150 Employee Benefits 2,310 3,117 4,402 3,667 4,762 4,762
4154 Workers Comp Insurance 402 390 461 278 487 487
Fringe Benefits TOTAL 8,087 9,627 11,972 8,544 12,861 12,861
4210 Office Supplies 139 0 0 0 0 0
4220 Operating Supplies 9,829 9,085 10,000 6,247 10,000 10,000
4271 Minor Equipment 0 240 0 0 0 0
Supplies TOTAL 9,969 9,325 10,000 6,247 10,000 10,000
4310 Professional Services 0 0 10,000 0 0 0
Purchased Services TOTAL 0 0 10,000 0 0 0
4322 Telephone Services 7,563 20,159 10,000 10,255 6,000 6,000
4324 Delivery Service 0 565 0 822 0 0
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4334 Use of Personal Auto 24 0 0 49 150 150
Communications TOTAL 7,587 20,724 10,000 11,126 6,150 6,150
4382 Equipment Repair & Maint 6,005 5,076 10,000 4,028 10,000 10,000
4389 Maintenance Contracts 5,718 0 0 0 0 0
4397 Logis Charges 102,092 90,836 93,973 79,106 107,730 107,730
Repair Rental & Maint TOTAL 113,814 95,912 103,973 83,135 117,730 117,730
4411 Conferences and Schools 6,325 5,151 6,000 8,304 18,000 10,000
4412 Meeting Expenses 0 0 0 7 0 0
4413 Dues & Subscriptions 0 0 150 0 0 0
4417 Books /Reference Materials 114 0 200 0 0 0
Other Contractual Sery TOTAL 6,439 5,151 6,350 8,312 18,000 10,000
4548 Computer Equipment 39,598 26,381 20,000 14,463 47,200 32,000
4551 Office Furniture & Equip 0 367 300 0 0 0
Capital Outlays TOTAL 39,598 26,748 20,300 14,463 47,200 32,000
DATA PROCESSING TOTAL 231,701 217,297 228,006 171,402 271,269 248,069
I
Division: Legal
Budget Code: 415
• Program No: 1210
PROFILE
The Legal Division provides legal counsel to the City Council, commissions, and City staff on municipal
questions and also prosecutes criminal offenses. Regular legal services are provided by two firms.
Specialized matters are handled by firms engaged for specific projects.
City Attorney. The City Attorney attends City Council meetings, provides legal opinions, and aids in the
development of ordinances and resolutions. The City contracts with private law firms for the provision of
legal services. In 1999, Kennedy and Graven provided general City Attorney services; Briggs and Morgan
provided bond and development counsel; and other firms were used for special projects.
Prosecuting Attorney. The Prosecuting Attorney prosecutes criminal offenses on behalf of the City. The
City contracts with the firm Carson & Clelland.
PERSONNEL LEVELS
None, legal services are contracted.
•
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV LEGAL 415
4310 Professional Services 0 0 0 30,846 0 0
4312 Legal Services 163,849 188,756 197,900 172,241 216,400 220,000
Purchased Services TOTAL 163,849 188,756 197,900 203,086 216,400 220,000
LEGAL TOTAL 163,849 188,756 197,900 203,086 216,400 220,000
Division: Patrol
Budget Code: 416
Program No: 1601
PROFILE
The patrol division consists of one captain, five patrol sergeants, twenty -five patrol officers, one community
services sergeant, and a crime prevention officer. Uniformed officers respond to calls for service of both
emergency and non emergency nature. In addition, the patrol division conducts proactive patrol in
residential and commercial areas to deter crime. Officers seek to make a positive difference in the lives of
the residents of Brooklyn Center and the community as a whole.
The central philosophy of the patrol division is the concept of Community Policing. Community Policing
allows the residents and businesses of the community the opportunity to take an active role in the peaceful
resolution of conflicts and the deterrence of crime in their neighborhoods and business areas. Strong ties
are formed between the community and the police department by allowing residents and businesses to
actively participate with the police. This philosophy creates a stronger sense of community for residents,
businesses, and the police.
The complement of officers in the patrol division supports the various programs and components in the
division.
Animal Control
Officers and community service officers (C.S.O.'s) of the police department are responsible for the handling
of complaints concerning animals, both wild and domestic. The City, through a joint powers agreement,
utilizes the Pets Under Police Security (P.U.P.S.) facility in Maple Grove for the boarding and disposal of
impounded animals. C.S.O.'s and funding for P.U.P.S. is in the support services division (418).
Communitv Services
Community services coordinates proactive strategies of law enforcement which includes the Crime
Prevention and Drug Abuse Resistance Education (D.A.R.E.) programs. By educating residents and
business owners concerning issues related to crime trends it is felt that they will be better able to deal with
the issues of crime that concern them in their neighborhoods.
Crime Prevention
The Crime Prevention Program in 1990 had 40 Neighborhood Watch Groups within the city of
Brooklyn Center. Today there are more than 140 Neighborhood Watch Groups that work together
to make Brooklyn Center a safer place to live. Crime Free Multi - Housing is a new program
introduced in 1997. The program encourages apartment complex owners within the city to take steps
to make their properties safer for residents. To date, three complexes have received the designation
as Crime Free Multi - Housing units.
Drug Abuse RPsistan Education (D.A.R.E.)
D.A.R.E. is designed to prevent the use of illegal drugs by children and teenagers. By teaching
young people in the elementary grades the adverse effects of drug abuse and drug use it is anticipated
that these students will be able to resist the temptation of alcohol and illegal drugs in later years.
•
Emergencv Operations Unit
The Emergency Operations Unit (E.O.U.) is a team of officers who have received specialized training in the
proper response to critical incidents. This unit seeks to peacefully resolve critical incidents and to saf
execute high risk search warrants within the city of Brooklyn Center. The unit has been successfiW
deployed on many occasions since its inception in the 1980's.
Twin Lake Water Patrol
Twin Lake Water Patrol is a joint powers agreement between Brooklyn Center, Crystal, and Robbinsdale
for winter and summer enforcement on Twin Lake. This arrangement is being reviewed.
DEPARTMENTAL GOALS
• Continue promoting Community Policing.
• Continue to promote closer ties with the community by establishing permanent patrol areas.
• Foster even closer ties to the community by further expansion of both Neighborhood Watch and Crime
Free Multi- Housing programs and promote coordination of these by geographical areas within the city.
• Combine Neighborhood Watch Groups to provide a stronger alliance in larger geographic areas.
•- Concentrate Traffic Law Enforcement in specific areas with a demonstrable use of personnel and
enforcement results.
• Provide foot patrol in commercial areas.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4212 Printed Forms $3,600
Department business cards, property inventory forms, traffic citations, vehicle impoun
forms, warning citations, and other materials done professionally. Increase associated with
new building address.
4220 Operating Supplies $10
Alcosensor and intoxilyzer mouthpieces, ammunition, batteries, chemical munitions, crime
prevention supplies, dictation cassettes, drug /narcotics identification kit, gun cleaning
supplies, holding facility supplies, oxygen refills, photographic processing and supplies, road
flares, school patrol program supplies, smoke grenades, state statute reference guides, and
other miscellaneous supplies.
4224 Clothing/Personal Equipment $29,468
Uniform maintenance allowances for officers in the patrol division according to L.E.L.S.
contract.. Anticipated personnel turnover for uniform and equipment issue for police officers.
Uniform and equipment replacement for officers in the patrol division. Routine replacement
of bullet resistant vests. Replacement of ear protection. Replacement of micro - cassette
recorders for dictation. Simunition protective equipment for force on force training.
4250 D.A.R.E. Supplies $4,500
Classroom supplies needed to support the D.A.R.E. program and training for D.A.R.E.
officers.
•
4271 Minor Equipment $0
• 4314 Medical Services $3,175
Blood examinations mandatory in some D.W.I. cases and in all fatal or suspected fatal
accidents. Hepatitis B vaccinations /test for "at risk" employees, required by law. Lab
analysis for all arrests for controlled substances. Physical and psychological examinations
for anticipated police officer turnover.
4322 Telephone $6,381
Cellular phone services in all patrol division vehicles. Pager service for patrol captain,
sergeants, and Emergency Operations Unit (E.O.U.) members.
.4382 Equipment Repair/Maintenance $27,950
Maintenance contracts for Mobile Computing Devices (M.C.D.'s) hardware and photo
imaging. Equipment repair for hydrostatic testing of 02 bottles, radar units, radio
installation, and other miscellaneous police equipment. Costs associated with squad car
changeover.
4386 Communication Systems Maintenance $6,300
Maintenance contract for portable and mobile radio system.
4397 LOGIS Charges $32,000
Operating costs for Mobile Computing Devices (M.C.D.'s).
4400 Contractual $4,250
Blanket cleaning, contribution towards file server maintenance at Hennepin County for the
photo imaging system, and Twin Lake Water Patrol.
4411 Conferences /Schools $22,750
Training for patrol division personnel.
4425 Boarding of Prisoners $140,000
Costs for the boarding of prisoners including the county jail, the workhouse, and meals
provided to prisoners while in the Brooklyn Center holding facility.
PERSONNEL LEVELS
Number Position
1 Captain
5 Patrol Sergeants
25.57 Patrol Officers
I Community Services Sergeant
.57 Crime Prevention Officer
.86 D.A.R.E. Officer
•
CAPITAL OUTLAY
Item/Object Code Anticipated Units Cost(s) Use /need
purchase date .
Desktop Computers 2000 3 $6,900 To be used by patrol officers,
(4548) sergeants, and community service
officers in new facility - currently
we have no computers for this
use. Personnel will be located
upstairs in the new police facility
and will need their own
equipment to utilize.
Printer, Laser Black & White 2000 1 $2,000 Shared printer to be used by
(4548) patrol officers, sergeants, and
community services officers to
print out reports, MCD messages,
Logis information, etc.
Mobile Radios (4553) 2000 5 $11,000 Replacement of existing
equipment.
Light Bar and Siren System 2000 1 $2,500 Replaces one current light bar
(4553) that is five years old.
i
• CITY OF BROOM CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
I
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- -- - - - -- ------- - - - - -- ------- - - - - --
DIV PATROL 416
4100 Wages Regular Employees 1,366,320 1,368,045 1,678,359 1,128,007 1,696,604 1,696,604
4112 Overtime Regular Employee 117,718 100,829 57,982 83,921 58,315 58,315
4113 Compensatory Pay - Police 34,106 19,775 0 9,522 0 0
4117 Holiday Premium Overtime 23,608 50,249 66,844 29,564 67,442 67,442
4130 Wages Part -time Employees 195 436 0 18 0 0
4133 Vacation Pay 98,721 95,826 0 93,235 0 0
4134 Holiday Pay 70,521 75,970 0 55,232 0 0
4135 Sick Leave Pay 52,627 62,726 0 40,341 0 0
4136 Jury Duty Pay 0 283 0 0 0 0
Salaries and Wages TOTAL 1,763,815 1,774,139 1,803,185 1,439,840 1,822,361 1,822,361
4142 PERA Coordinated Plan 206 198 0 2 0 0
4143 PERA Police & Fire Plan 199,465 202,415 205,563 153,231 169,480 169,480
I
4146 FICA 16,234 16,652 16,308 13,792 15,286 15,286
4150 Employee Benefits 105,540 134,263 149,788 123,744 157,146 157,146
4151 Health Insurance 18,104 3,264 0 0 0 0
4152 Life Insurance 715 107 0 0 0 0
4153 Dental Insurance 1,122 281 0 0 0 0
4154 Workers Comp Insurance 44,060 44,845 47,457 31,506 47,706 47,706
4158 Disability Insurance 313 230 330 377 394 394
Fringe Benefits TOTAL 385,760 402,255 419,446 322,653 390,012 390,012
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4212 Printed Forms 3,443 3,537 3,600 2,824 3,600 3,600
4220 Operating Supplies 8,140 8,750 9,300 8,655 10,098 10,098
4224 Clothing & Personal Equip 22,996 30,787 27,818 20,963 29,468 29,468
4225 Shop Supplies 0 495 0 0 0 0
4227 Safety Supplies 1,852 1,887 1,950 2,071 2,150 2,150
4250 DARE Supplies , 5,900 5,894 3,000 1,152 4,500 4,500
4271 Minor Equipment 2,071 478 805 210 0 0
Supplies TOTAL 44,402 51,827 46,473 35,875 49,816 49,816
4310 Professional Services 4 0 0 15,023 0 0
4314 Medical Services 3,428 1,739 3,175 2,211 3,175 3,175
Purchased Services TOTAL 3,433 1,739 3,175 17,234 3,175 3,175
4322 Telephone Services 2,212 4,552 6,816 4,859 6,381 6,381
4324 Delivery Service 0 0 0 118 0 0
4334 Use of Personal Auto 0 0 50 28 50 50
Communications TOTAL 2,212 4,552 6,866 5,004 6,431 6,431
4382 Equipment Repair & Maint 20,166 21,933 25,950 11,248 27,950 27,950
4386 Communication Systems 5,965 5,738 6,300 5,275 6,300 6,300
4393 Equipment Rentals 0 0 1,600 0 1,600 1,600
4397 Logis Charges 4,302 21,070 31,320 16,896 32,000 32,000
Repair Rental & Maint TOTAL 30,433 48,741 65,170 33,419 67,850 67,850
• CITY OF BRO010 CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
i
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4400 Other Contractual Service 12,100 4,718 3,950 0 4,250 4,250
4411 Conferences and Schools 22,812 21,844 22,000 21,111 25,551 22,750
4412 Meeting Expenses 50 49 50 32 50 50
4413 Dues & Subscriptions 435 408 350 461 450 450
4415 Claims Payment 0 5,747 0 0 0 0
4424 Towing Charges 180 614 500 415 500 500
4425 Board of Prisoners 148,568 157,047 140,000 97,275 140,000 140,000
Other Contractual Sery TOTAL 184,145 190,426 166,850 119,295 170,801 168,000
- ---- - - - - -- ---- - - - - --
4440 Fuel Charges 39,387 36,033 41,531 29,206 42,525 42,525
4441 Fixed Charges 64,880 63,896 100,367 76,702 118,771 118,771
4442 Repair & Maint Charges 93,324 108,831 128,491 84,983 115,377 115,377
4444 Replacement Charges 0 0 0 13,754 0 0
Central Garage Rentals TOTAL 197,591 208,760 270,389 204,646 276,673 276,673
4548 Computer Equipment 0 2,510 2,700 0 8,900 8,900
4552 Other Equipment 6,509 8,200 0 0 0 0
4553 Mobile Equipment 3,343 3,346 12,500 13,611 13,500 13,500
Capital Outlays TOTAL 9,853 14,056 15,200 13,611 22,400 22,400
4611 Interest 0 0 0 2,792 0 0
Debt Service TOTAL 0 0 0 2,792 0 0
PATROL TOTAL 2,621,645 2,696,494 2,796,754 2,194,369 2,809,519 2,806,718
Division: Detective
Budget Code: 417
• Program No: 1611
PROFILE
The detective division consists of one captain, seven detectives, and one school liaison officer. Detectives
assigned to the division conduct investigations of criminal offenses through proactive and reactive response.
Proactive response includes surveillance of high crime areas, gathering intelligence information on known
or suspected criminals, and participating in purchasing contraband (such as illegal drugs or stolen property).
Reactive investigations are conducted when en a criminal offense is reported and there is P h Y sical evidence to
gather and process, there are victims, suspects, and witnesses to be interviewed, and supporting
documentation to be researched and evaluated. These actions prepare the case for presentation in criminal
court.
The detective division participates in several programs including:
Anoka- Hennepin Narcotics anal Violent Crimes Task Force
S elected officers from local and county law enforcement agencies in the northwest metropolitan area,
including Hennepin and Anoka counties, are assigned to the task force. Members of the task force work in
an undercover capacity to investigate crimes relating to the sale and use of illegal drugs. Brooklyn Center
has one detective assigned to the task force.
School Liaison Program,
One officer from the Brooklyn Center Police Department is assigned as a school liaison officer in the
• Brooklyn Center High School. The school liaison officer uses resources from law enforcement, social
services, and community programs in an effort to address the needs of juvenile offenders. The school liaison
officer maintains an office at the Brooklyn Center Police Department during the vacation periods of the
school year. They are primarily assigned to investigate runaways, child neglect and abuse, and other juvenile
offenses when not assigned to the Brooklyn Center High School.
DEPARTMENTAL GOALS
• Continue to completely investigate reported crimes and seek prosecution through state and federal
courts.
• Continue investigating illegal drug use in Brooklyn Center and surrounding communities by participating
and cooperating with the Anoka- Hennepin Narcotics and Violent Crimes Task Force.
• Continue resolving conflicts and assisting students, parents, and school personnel through the school
liaison program.
• Continue to participate in ad -hoc task forces to combat specific criminal activity. Ad -hoc task forces
are assembled in cooperation with other law enforcement agencies when additional resources are
appropriate to investigate similar or related crimes that are occurring in multiple jurisdictions. Ad -hoc
task forces usually have a duration of less than one month.
• Increase the number of surveillance details that are conducted in high crime areas. When crime analysis
shows specific patterns of crime, then surveillance may be an effective law enforcement tool.
Surveillance is only done in those cases where there is a likelihood of crime reoccurring.
g
• Computerize case tracking system to allow all department personnel to check on the progress of specific
• cases.
• Reduce the case load of each detective to a manageable level. Each detective currently has a case load
of between 30 -40 active cases. Felony crimes and cases with suspects in custody have the highest
priority. Cases of least importance such as misdemeanor thefts or vandalism may receive little or
attention. The continued assignment of an investigative trainee will assist in reducing the case load
the other detectives.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4224 Clothing/Personal Equipment $6,000
Clothing allowances for officers in the detective division according to L.E.L.S. contract.
Uniform and equipment replacement for officers in the detective division.
4310 Professional Services $1,000
Polygraph tests, expert witness fees, and costs associated with investigations.
4322 Telephone $3,600
Cellular phone services for all detective division personnel. Pager service for detective
captain, detectives and school liaison officer.
4400 Contractual $10,750
Corner House services who specialize in dealing with child victims of sexual abuse, Anoka -
Hennepin Narcotics and Violent Crimes Task Force joint powers agreement with 13 local
communities. •
4411 Conferences /Schools $2,450
Training for detective division personnel.
PERSONNEL LEVELS
Six detectives are assigned to investigate all felony level crimes ranging from damage to property to
homicide. Theft, forgery and fraud account for the greatest number of cases investigated. The increased
sophistication in the area of forgery and fraud has placed greater time demands on detectives.
One detective is assigned to the Anoka- Hennepin Narcotics and Violent Crimes Task Force. The value of
the task force has been proven time and again through their success in apprehending and convicting major
drug dealers in the north metropolitan area.
One school liaison officer is assigned to the Brooklyn Center High School to address the unique problems
that students face in the educational setting. Approximately $45,000 of the annual cost of an officer is
reimbursed by the school district.
Number Position
1 Captain
7 Detectives
1 School Liaison Officer
•
CAPITAL OUTLAY
• Item /Object Code Anticipated Units Cost(s) Use /need
purchase date
Laptop Computer 2000 1 $2,800 To replace an older notebook
computer currently being utilized
by one detective (received from
confiscated property).
•
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV DETECTIVES 417
4100 Wages Regular Employees 303,899 293,701 389,234 306,790 459,434 459,434
4112 Overtime Regular Employee 31,133 29,747 13,603 15,140 16,228 16,228
4113 Compensatory Pay - Police 4,632 5,778 0 2,546 0 0
4117 Holiday Premium Overtime 4,764 8,733 14,937 7,021 17,818 17,818
4131 Overtime of Part -time Emp 0 18 0 0 0 0
4133 Vacation Pay 31,369 28,249 0 30,435 0 0
4134 Holiday Pay 19,691 18,412 0 14,975 0 0
4135 Sick Leave Pay 12,554 -2,861 0 11,336 0 0
Salaries and Wages TOTAL 408,041 381,776 417,774 388,244 493,480 493,480
4142 PERA Coordinated Plan 1,170 1,391 0 5 0 0
4143 PERA Police & Fire Plan 45,625 40,355 47,626 41,440 45,894 45,894
4146 FICA 1,140 3,560 254 1,597 1,959 1,959
4150 Employee Benefits 29,131 34,507 32,035 28,500 39,287 39,287
4151 Health Insurance 3,873 0 0 0 0 0
4152 Life Insurance 121 0 0 0 0 0
4153 Dental Insurance 270 0 0 0 0 0
4154 Workers Comp Insurance 9,811 9,141 10,930 8,373 12,840 12,840
4158 Disability Insurance 313 358 330 292 394 394
Fringe Benefits TOTAL 91,453 89,313 91,175 80,208 100,374 100,374
- ---- - - - - -- ---- - - - - --
4212 Printed Forms 105 73 500 0 500 500
• CITY OF BROOM CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4220 Operating Supplies 1,626 1,272 1,300 1,058 1,300 1,300
4224 Clothing & Personal Equip 6,085 5,203 6,000 5,589 6,000 6,000
Supplies TOTAL 7,816 6,548 7,800 6,648 7,800 7,800
4310 Professional Services 1,051 885 1,500 219 1,000 1,000
Purchased Services TOTAL 1,051 885 1,500 219 1,000 1,000
4322 Telephone Services 2,226 2,235 3,600 2,668 3,600 3,600
4334 Use of Personal Auto 0 0 50 0 150 150
Communications TOTAL 2,226 2,235 3,650 2,668 3,750 3,750
4382 Equipment Repair & Maint 400 400 450 0 0 0
Repair Rental & Maint TOTAL 400 400 450 0 0 0
4400 Other Contractual Service 9,729 9,650 10,500 10,209 10,750 10,750
4411 Conferences and Schools 5,924 4,711 5,500 5,213 2,450 2,450
4412 Meeting Expenses 78 54 100 11 100 100
4413 Dues & Subscriptions 947 759 900 765 900 900
4424 Towing Charges 215 0 0 0 0 0
Other Contractual Sery TOTAL 16,893 15,175 17,000 16,198 14,200 14,200
4465 Automotive Insurance 150 0 0 0 0 0
Insurance TOTAL 150 0 0 0 0 0
4548 Computer Equipment 11,206 9,802 4,750 4,156 2,800 2,800
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4551 Office Furniture & Equip 7,044 0 0 0 0 0
Capital Outlays TOTAL 18,249 9,802 4,750 4,156 2,800 2,800
DETECTIVES TOTAL 546,279 506,135 544,099 498,339 623,404 623,404
Division: Support Services
Budget Code: 418
Program No: 1641
•
PROFILE
Support services division consists of both sworn and civilian personnel that provide support to all police
department divisions.
Public safety dispatchers are the critical link between the public and emergency service personnel.
Dispatchers are responsible for dispatching police, fire, and ambulance calls for service through the
automation of the Computer Aided Dispatch (CAD) and Mobile Computing Device (M.C.D.) systems.
Dispatchers are also responsible for booking prisoners and maintaining the holding facility.
Community service officers (CSO's) are utilized to perform police related duties that do not require a sworn
police officer. These duties include, but are not limited to, responding to complaints concerning animals,
both wild and domestic, monitoring private and commercial property for junk vehicles and other city
ordinance violations. The City, through a joint powers agreement, utilizes the Pets Under Police Security
(P.U.P.S.) facility in Maple Grove for the boarding and disposal of impounded animals.
The neighborhood liaison assists other City departments and works directly with community development
to assist in ordinance enforcement and related activities.
The Cadet Program is designed to assist minorities in gaining law enforcement experience while attending
a two year college law enforcement program.
• Dispatchers, community service officers, cadets and the neighborhood liaison are supervised by a sergeant.
The records staff processes and coordinates information generated by all divisions within the department.
Their activities include transcription, dissemination, and storage of police reports along with proper
classification of crimes that is mandated by the State of Minnesota.
The property /evidence function is responsible for the proper receiving, tracking, storage, and return or
disposal of all property. Property is classified as found, recovered, confiscated, or evidence. The property
room supervisor is responsible for coordinating the disposal of city property through an auction service.
The records staff and property room supervisor are supervised by the administrative manager. The
administrative manager is also responsible for the administration of the department's budget, all police
purchasing, liquor licenses, gambling licenses, pawn shop licenses, handgun permits, and other
miscellaneous permits as required by state and City regulations.
DEPARTMENTAL GOALS
• Continue to enhance computer software applications for both the communication center and records
areas within the department. The focus will be to provide as much information in an efficient and
effective manner.
• Respond appropriately to code violations in cooperation with other City departments.
• Continue inventorying, holding, and disposing of property in the most efficient manner allowed by city
ordinance, state statute, and the criminal justice system.
• Improve the methods of cataloging and tracking property by the applications of the latest technology.
• Continue the efficient disposal of property through the services of an auction house.
SPECIFIC EXPENDITURE CODE DETAIL
Object •
Number Explanation Amount
4212 Printed Forms $3,600
Department letterhead, envelopes, business cards and other material done professionally.
Increase associated with new building address.
4220 Operating Supplies $4,500
Animal control supplies, directories, fax supplies, photo copier supplies, specialized paper
for communication center, property room supplies, and other miscellaneous supplies.
4224 Clothing/Personal Equipment $3,165
Anticipated personnel turnover for uniform and equipment issue for cadet and community
service officers. Uniform and equipment replacement for personnel in the support services
division.
4271 Minor Equipment $500
Replacement of typewriter.
4310 Professional Services $300
Provides multiple foreign language interpretation services in the communication center
necessary due to the change in demographics of Brooklyn Center. Interpretation services are
required by law.
4314 Medical Services $1,750
Physical and psychological examinations for anticipated community service officer turnoo
Emergency veterinarian services for injured animals.
4322 Telephone Services $43,641
Telephone services for the communication center and the police facility.
4382 Equipment Repair/Maintenance $8,020
Maintenance contracts for fax machine, photo copier, and radio and telephone logger system.
Equipment repair for transcribers and other miscellaneous support services equipment.
4386 Communication Systems Maintenance $3,200
Maintenance contract for radio base station located in the communication center.
4400 Contractual $17,000
Pets Under Police Security (P.U.P.S.) joint powers agreement with several other cities for
an animal containment center.
4411 Conferences /Schools $3,000
Training for support services division personnel.
PERSONNEL LEVELS
Number Position •
1 Sergeant
1 Administrative Manager
1 PSAP Coordinator
6 Public Safety Dispatchers
2.80 Community Service Officers (1 full -time, 1.8 FTE)
1 Neighborhood Liaison
• .60 Cadet
1 Classification Technician
3 Police Secretary/Receptionist
.50 Data Entry Technician
.90 Records Clerk
2.2 Typists
1 Property Room Supervisor
CAPITAL OUTLAY
Item/Object Code Anticipated Units Cost(s) Use /need
purchase date
Desktop Computers (4548) 2000 3 $6,900 Replacement of Pentium 75
computers in the support services
division which do not adequately
serve our needs - GroupWise,
Reflections, Word/WordPerfect,
Excel, Logis.
1 $2,000 Printer for the receptionist area to
Printer, Laser Black & White 2000 be used by the secretaries and the
(4548) receptionist to do police reports,
• statements, warrants, etc.
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10131199 REQUESTED RECOMMENDED
DIV SUPPORT SERVICES 418
4100 Wages Regular Employees 338,367 357,189 497,343 320,931 503,862 503,862
4112 Overtime Regular Employee 9,996 9,246 8,821 8,408 8,400 8,400
4113 Compensatory Pay - Police 76 285 0 0 0 0
4117 Holiday Premium Overtime 2,683 7,337 2,296 4,292 0 0
4130 Wages Part -time Employees 96,767 82,605 126,003 78,329 122,692 122,692
4131 Overtime of Part -time Emp 48 58 0 0 0 0
4133 Vacation Pay 23,548 27,459 0 22,776 0 0
4134 Holiday Pay 18,363 20,634 0 13,731 0 0
4135 Sick Leave Pay 14,374 10,718 0 11,237 0 0
I
4136 Jury Duty Pay 322 0 0 0 0 0
Salaries and Wages TOTAL 504,543 515,532 634,463 459,704 634,954 634,954
4142 PERA Coordinated Plan 19,172 23,095 29,120 21,589 32,891 32,891
4143 PERA Police & Fire Plan 5,647 6,175 6,807 2,720 0 0
4146 FICA 34,323 36,298 43,968 34,212 48,574 48,574
4150 Employee Benefits 35,115 50,367 66,030 53,226 71,430 71,430
4151 Health Insurance 6,156 0 0 0 0 0
4152 Life Insurance 147 0 0 0 0 0
4153 Dental Insurance 388 0 0 0 0 0
4154 Workers Comp Insurance 3,467 3,969 5,832 2,803 4,722 4,722
4156 Unemployment Compensation 0 486 0 4 0 0
• • o
• CITY OF BROO* CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4158 Disability Insurance 191 191 0 207 272 272
Fringe Benefits TOTAL 104,606 120,581 151,757 114,761 157,889 157,889
4212 Printed Forms 2,480 1,645 3,600 2,713 3,600 3,600
4220 Operating Supplies 2,741 5,064 3,550 3,221 4,500 4,500
4224 Clothing & Personal Equip 1,441 5,415 3,250 2,313 3,165 3,165
4271 Minor Equipment 586 0 1,200 426 500 500
Supplies TOTAL 7,247 12,123 11,600 8,673 11,765 11,765
4310 Professional Services 123 48 500 102 300 300
4314 Medical Services 1,137 2,891 1,750 428 1,750 1,750
Purchased Services TOTAL 1,260 2,939 2,250 530 2,050 2,050
4322 Telephone Services 19,463 21,818 23,447 22,717 43,641 43,641
4334 Use of Personal Auto 17 0 50 0 50 50
Communications TOTAL 19,479 21,818 23,497 22,717 43,691 43,691
4382 Equipment Repair & Maint 4,516 3,675 4,850 3,736 8,020 8,020
4386 Communication Systems 2,000 2,200 2,200 1,100 3,200 3,200
4397 Logis Charges 66,403 65,108 76,524 58,914 79,767 79,767
Repair Rental & Maint TOTAL 72,918 70,983 83,574 63,749 90,987 90,987
4400 Other Contractual Service 17,363 14,996 19,400 13,902 17,000 17,000
4411 Conferences and Schools 2,225 2,755 3,000 1,415 3,000 3,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4412 Meeting Expenses 43 7 50 0 50 50
4413 Dues & Subscriptions 149 306 250 335 350 350
Other Contractual Sery TOTAL 19,781 18,064 22,700 15,652 20,400 20,400
4548 Computer Equipment 4,138 5,033 7,500 1,739 8,900 8,900
4551 Office Furniture & Equip 10,972 3,851 0 -62 0 0
Capital Outlays TOTAL 15,111 8,884 7,500 1,677 8,900 8,900
SUPPORT SERVICES TOTAL 744,945 770,923 937,341 687,463 970,636 970,636
II
Division: Office of the Chief of Police
Budget Code: 419
is Program No: 1650
PROFILE
The office of the chief consists of the chief of police and the administrative aide. The office of the chief
coordinates and administers all divisions in the department by implementing strategy in crime prevention
and crime suppression. The chief of police serves as liaison to other City departments, neighboring
communities, and criminal justice agencies.
The administrative aide is responsible for gathering and disseminating statistical data provided to and used
to focus on crime.
DEPARTMENTAL GOALS
• Provide timely information to City administration and other City departments.
• Publicize the department's mission and goals by speaking to community groups.
• Continue to advance the department with current technology.
• Implement Automated Pawn System (A.P.S.).
• Utilize crime pattern analysis thru geographical crime mapping to allocate department resources.
• Utilize advisory committees for future planning, employee safety, and employee accident review.
• Foster cooperation with other City departments and law enforcement agencies.
• PERSONNEL LEVELS
Number Position
1 Chief of Police
1 Administrative Aide
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- -- - - - - -- ------- - - -- -- ------- - - - - --
DIV OFFICE OF THE CHIEF 419
4100 Wages Regular Employees 92,707 98,523 103,511 64,474 106,418 106,418
4133 Vacation Pay 8,378 10,745 0 3,894 0 0
4134 Holiday Pay 5,134 4,871 0 1,987 0 0
4135 Sick Leave Pay 3,112 19,564 0 0 0 0
4136 Jury Duty Pay -30 0 0 0 0 0
Salaries and Wages TOTAL 109,301 133,703 103,511 70,356 106,418 106,418
4142 PERA Coordinated Plan 1,828 2,106 1,402 625 1,666 1,666
4143 PERA Police & Fire Plan 7,528 7,981 8,716 6,180 6,906 6,906
4146 FICA 2,683 2,616 2,070 894 2,460 2,460
4150 Employee Benefits 7,337 4,549 8,924 4,017 9,524 9,524
4151 Health Insurance 1,311 0 0 0 0 0
4152 Life Insurance 25 0 0 0 0 0
4153 Dental Insurance 68 0 0 0 0 0
4154 Workers Comp Insurance 1,847 2,550 2,087 1,315 2,045 2,045
4158 Disability Insurance 355 241 382 336 431 431
Fringe Benefits TOTAL 22,981 20,044 23,581 13,367 23,032 23,032
- ---- - - - - -- ---- - - - - --
4212 Printed Forms 21 477 300 0 300 300
4220 Operating Supplies 813 440 800 669 500 500
4224 Clothing & Personal Equip 972 921 850 455 850 850
• • i
• CITY OF BROO* CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Supplies TOTAL 1,807 1,837 1,950 1,124 1,650 1,650
4310 Professional Services 0 49 0 0 0 0
Purchased Services TOTAL 0 49 0 0 0 0
4322 Telephone Services 963 190 424 178 337 337
4334 Use of Personal Auto 38 0 50 0 50 50
Communications TOTAL 1,001 190 474 178 387 387
4411 Conferences and Schools 1,874 993 1,650 1,680 900 900
4412 Meeting Expenses 222 412 300 181 300 300
4413 Dues & Subscriptions 450 320 500 656 600 600
Other Contractual Sery TOTAL 2,546 1,725 2,450 2,517 1,800 1,800
4548 Computer Equipment 10,022 0 0 0 0 0
Capital Outlays TOTAL 10,022 0 0 0 0 0
OFFICE OF THE CHIEF TOTAL 147,657 157,547 131,966 87,543 133,287 133,287
Division: Private Contract Assignments
Budget Code: 420
• Program No: 1680
PROFILE
No monies are budgeted for private contract assignments. This division is used to account for private police
contracts where the City provides police personnel for a charge to businesses for special events and services.
•
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - -- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV PRIVATE CONTRACTS 420
4112 Overtime Regular Employee 818 0 0 0 0 0
Salaries and Wages TOTAL 818 0 0 0 0 0
4143 PERA Police & Fire Plan 93 0 0 0 0 0
4146 FICA 7 0 0 0 0 0
4154 Workers Comp Insurance 16 0 0 0 0 0
Fringe Benefits TOTAL 116 0 0 0 0 0
PRIVATE CONTRACTS TOTAL 934 0 0 0 0 0
Division: Fire
Budget Code: 425
• Program No: 1401
PROFILE
The purpose. of the Fire Department is to respond to fires, medical emergencies, and chemical spills/hazards
within the city in a timely and efficient manner to minimize the loss sustained by any citizen or business in
the city. It is the goal of our fire department to arrive at the emergency scene in no more than 6 minutes, this
has be accomplished. This is accomplished by one full -time fire chief and 40 volunteer firefighters, some
of whom also serve as fire inspectors and training officers while not responding to fires or emergencies.
Inspections of commercial, industrial, and rental units are conducted to ensure that they comply with current
fire and life safety codes. The Fire Department also works with schools and industry to teach fire safety
awareness to children and adults. This is accomplished by using volunteers and the fire chief.
Fire Inspections. Fire inspections are conducted in the commercial industrial properties once every two
years using two part-time day inspectors and one part-time night inspector. The City's apartment complexes
are inspected once a year using two part-time inspectors who work in the evenings and weekends.
Brookdale and Northbrook shopping centers and all service stations are handled by our 3 night inspectors.
Training. Training for firefighters is every Monday night for a period of two hours to keep them current
in all aspects of emergency response and to maintain their state certifications. This is accomplished by
using a part-time training officer and our line officers to help him during the training exercises.
Fire Education. One volunteer firefighter works part-time with school children teaching fire safety, most
• of which is done during a fire prevention week. He also works with juvenile fire setters in our community.
Station Duty. It has been the policy of the Brooklyn Center Fire Department to sleep two people at our
station on 63rd and Brooklyn Boulevard since the founding of the Fire Department. In addition, during any
time of inclement/severe weather, six firefighters are moved into each station until the snow or severe
rainstorm ends. This allows us to respond quickly to any type of emergency we might have in the city.
Administration. Responsible for all record keeping such as fire reports, personnel records, fire investigation
(cause and origin of all fires), and to oversee that chemicals used in manufacturing in the city are used
according to fire codes. Oversees and purchases all equipment and supplies that are needed by the Fire
Department, and recruits new firefighters and keeps records to see that both new and regular firefighters are
properly trained and that they maintain their certification. It is also responsible to ensure compliance with
all OSHA and NFPA standards for firefighting.
DEPARTMENTAL GOALS
• Continue to respond in a timely and efficient manner to all emergency calls.
• Promote fire safety in our community and try to reduce fire loss in all property in Brooklyn Center.
• Inspect all apartment/rental units and continue our inspections of all industrial and commercial property
in Brooklyn Center.
• Continue to train and maintain our state certification for our firefighters.
• Continue to recruit additional volunteer firefighters, especially people that are available during the
• daytime hours of 6 A.M. to 6 P.M.
• Work with other members of our mutual aid group to make sure were not duplicating some specialty
they have, such as a Haz -Mat team, etc.
• Continue developing our Fridley training site by building additional props for training.
SPECIFIC EXPENDITTJRE CODE DETAIL,
Object
Number Explanation Amount •
4100 -4158 Wages\Fringe Benefits $388,042
These funds pay for the full- and part-time wages, duty pay while on duty at the fire stations,
as well as pay while attending drills. Includes increased compensation for duty pay, as well
as 3% increase in our relief association pension fund.
4212 -4271 Supplies \clothing \tools $35,300
These funds pay for the operating supplies for the fire department such as foam, oxygen,
gloves, salvage covers first aid supplies repairs to our small equipment, it also cover all turn-
out clothing, uniforms for all 40 of our firefighters. The budget reflects an increased cost of
clothing and operating supplies.
4314 -4315 Medical Services\Instructors $4,300
These funds cover all physical and psychological exams for all new firefighter candidates as
well a physicals for any firefighter that has taken a medical leave prior to returning to duty
on the fire department. It also covers outside speakers or instructors.
4322 -4334 Radio Communications \Telephone $8,830
Phone service for both stations and also the repair on all of our fire department truck radio's,
pagers, handi talkies, and station radios.
4386 Repair\Rental\Maintenance Contract $4,000
These funds cover the maintenance contracts on equipment in the dispatch center such as to
fire department base stations, and main transmitter.
4411 -4417 Conferences \Schools\Dues\Books & Reference Material $24,650
These funds cover all schooling for all recruit and regular firefighters as well as all
conference for all fire officers, the continued maintenance of the Fridley Training Site.
4440 -4444 Central Garage\Repairs\Replacement\Fuel $115,179
These funds cover all repairs, replacement parts, and fuel for all moving equipment for the
fire department. The reason for the major increase in this year's budget is the replacement
of the old salvage truck which has become dangerous to operate.
4552 Capital Equipment \Computers Equipment $43,500
These funds cover replacement equipment over $500 for the fire department such as pagers,
computers for each station, Scott bottles, confined space entry air supple cart, and 3
replacement exhaust fans.
•
PERSONNEL LEVELS
• Number Position
1 Full -Time Fire Chief
1 Part-Time Secretary
40 Volunteer Firefighters
2 Day Fire Inspectors *
3 Evening Fire Inspectors
1 Fire Education Officer
1 Training Officer *
*All are volunteer firefighters in addition to their duties as inspectors, and training for these assignments are
in addition to being volunteer firefighters. Volunteer firefighters receive monthly compensation for the extra
time these people put in.
Capital Equipment for 2000
• 1. 2 Computers with CD rom and Software $ 5,200
2. 30 Scott Air Bottles $21,000
3. 15 Pagers $ 9,000
4. 1 Confined Space entry cart $ 2,500
5. 3 16" Gas Exhaust Fans $ 4,800
6. 1 21" Gas Exhaust Fan $1,900
Total for 4552 Equipment $43,500
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV FIRE 425
4100 Wages Regular Employees 32,228 30,192 33,164 23,330 34,101 34,101
4130 Wages Part -time Employees 150,051 168,630 193,095 100,327 207,261 204,975
4133 Vacation Pay 5,552 4,786 0 5,350 0 0
4134 Holiday Pay 2,194 2,473 0 1,317 0 0
4135 Sick Leave Pay 1,223 1,225 0 0 0 0
Salaries and Wages TOTAL 191,248 207,306 226,259 130,325 241,362 239,076
4142 PERA Coordinated Plan 577 809 872 711 898 898
4143 PERA Police & Fire Plan 4,566 3,889 3,781 3,169 3,171 3,171
4146 FICA 10,766 12,078 14,036 6,975 15,098 14,923
4149 Fire Pension Contribution 123,070 107,215 111,705 116,570 115,056 115,056
4150 Employee Benefits 2,045 2,649 4,402 2,150 4,762 4,762
4151 Health Insurance 374 0 0 0 0 0
4152 Life Insurance 656 634 600 559 660 660
4153 Dental Insurance 30 0 0 0 0 0
4154 Workers Comp Insurance 10,053 9,030 9,004 9,365 8,550 8,550
4158 Disability Insurance 827 827 882 821 946 946
Fringe Benefits TOTAL 152,964 137,130 145,282 140,321 149,141 148,966
4212 Printed Forms 791 507 800 207 800 800
4220 Operating Supplies 15,081 15,557 16,500 15,687 17,000 16,500
4224 Clothing & Personal Equip 16,079 17,391 16,900 4,507 16,900 16,900
• CITY OF BROOM CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4227 Safety Supplies 533 600 600 546 600 600
4233 Building Repair Supplies 0 0 0 9 0 0
4271 Minor Equipment 391 718 500 1,166 500 500
Supplies TOTAL 32,875 34,773 35,300 22,122 35,800 35,300
4314 Medical Services 3,868 3,160 4,000 4,580 4,000 4,000
4315 Instructors 60 200 300 0 300 300
Purchased Services TOTAL 3,928 3,360 4,300 4,580 4,300 4,300
4322 Telephone Services 3,503 4,397 3,600 4,243 4,000 4,000
4323 Radio Communications 4,567 3,404 4,630 2,031 4,630 4,630
4334 Use of Personal Auto 0 0 200 0 200 200
Communications TOTAL 8,071 7,801 8,430 6,274 8,830 8,830
__________ ---- - - - - -- ---- - - - - -- ---- - - - - --
4386 Communication Systems 2,029 4,029 4,000 2,688 4,000 4,000
Repair Rental & Maint TOTAL 2,029 4,029 4,000 2,688 4,000 4,000
4411 Conferences and Schools 15,674 17,875 17,600 16,997 17,600 17,600
4413 Dues & Subscriptions 2,434 1,580 2,050 1,398 2,050 2,050
4414 Licenses, Taxes, & Fees 0 0 0 389 0 0
4417 Books /Reference Materials 5,676 4,803 5 5,692 5,000 5,000
Other Contractual Sery TOTAL 23,783 24,259 24,650 24,476 24,650 24,650
4440 Fuel Charges 3,345 2,887 3,064 2,706 3,288 3,288
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4441 Fixed Charges 111,313 99,568 49,828 35,242 60,323 60,323
4442 Repair & Maint Charges 27,236 50,468 38,124 34,432 40,490 40,490
4444 Replacement Charges 0 0 10,500 22,905 0 0
Central Garage Rentals TOTAL 141,894 152,923 101,516 95,285 104,101 104,101
4481 Electric Service 0 0 0 0 10,400 10,400
4482 Gas Service 0 0 0 0 22,000 22,000
4484 Water Service 0 0 0 0 900 900
4485 Sanitary Sewer Service 0 0 0 0 1,750 1,750
4487 Solid Waste Disposal 0 0 0 0 1,500 1,500
Utilities TOTAL 0 0 0 0 36,550 36,550
4548 Computer Equipment 4,743 0 0 4,526 0 0
4552 Other Equipment 43,444 43,639 43,000 37,799 44,400 43,500
4553 Mobile Equipment 0 0 0 1,764 0 0
Capital Outlays TOTAL 48,187 43,639 43,000 44,089 44,400 43,500
FIRE TOTAL 604,979 615,220 592,737 470,159 653,134 649,273
Division: Emergency Preparedness
Budget Code: 426
. Program No: 1361
PROFILE
The purpose of the Emergency Preparedness Division is to have in place a plan that will allow the City to
continue to operate should there be a large man-made or natural disaster. This plan will allow the City to
quickly request State or Federal assistance more readily after a disaster. The Emergency Preparedness
Division is run by the Fire Chief, who divides his time as needed between the Fire Department and
Emergency Preparedness.
It is the responsibility of the Fire Chief to conduct one exercise to test the City's emergency plan each year.
DEPARTMENTAL GOALS
• To have a tabletop exercise with the City Manager and department heads, if possible.
• To have a full scale exercise with the fire and police departments.
PERSONNEL LEVELS
Number Position
.5 Fire Chief
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4100 -4158 Wages\Fringe Benefits $38,396
These funds cover .5 or half -time salary of the Fire Chief who is also the City's Emergency
Preparedness Director.
4212 -4227 Supplies\Printed forms $1,900
These funds cover the operating supplies and the printed forms used by the Emergency
Preparedness Division.
4322 Telephone Service $1,500
These funds cover all phone service for the Emergency Preparedness Division as well as one
portable phone.
4382 Equipment Repair & Maintenance $2,500
These funds pay for the maintenance contract with Doradus, Inc., on the four emergency
sirens. This also funds repair costs for miscellaneous repairs not covered in the maintenance
contract.
• 4386 Maintenance Contract $554
These monies provide for the Emergency Preparedness share of the maintenance contract for
the communications center. It reflects a $100 increase due to additional maintenance costs.
4411 Conferences and Schools $1,500
This item provides for the training seminars and workshops in the Emergency Preparedness
area and also one international conference on emergency management. There is a sli
increase to cover schools and conferences for the Director and Coordinator.
4413 Dues and Subscriptions $465
This item provides for the costs of journals and memberships relating to Emergency
Preparedness.
4417 Books/Reference Materials $500
This fund is used to provide for the printing and artwork for public information pamphlets
and brochures used by Emergency Preparedness. $500 for Tornado Awareness Week for
schools.
4481 Electric Service $500
These funds pay for electrical service for the four emergency sirens.
CAPITAL OUTLAY
In May of 1999 I had the sirens evaluated and the company stated that the present sirens are considered an
old work horse and with proper yearly maintenance they felt that we could run the present units for another
5 to 6 years without any major problems. So I am recommending that we postpone the replacement schedule
until 2004 or 2006.
Item Anticipated Units Cost(s) Use /need •
purchase date per unit
No Capital outlay requested for 2000 2004 or 2005 4 35,000 Replace 30 year old sirens
But we should replace our warning
sirens in the year 2004 or 2006
depending upon their condition
•
• CITY OF BROOV CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- --- - - - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV EMERGENCY PREPAREDNESS 426
4100 Wages Regular Employees 35,999 30,158 33,164 23,504 34,101 34,101
4112 Overtime Regular Employee 2,065 0 0 0 0 0
4130 Wages Part -time Employees 480 580 0 64 0 0
Salaries and Wages TOTAL 38,544 30,738 33,164 23,568 34,101 34,101
4142 PERA Coordinated Plan 669 30 0 3 0 0
4143 PERA Police & Fire Plan 2,638 3,438 3,781 2,504 3,171 3,171
4146 FICA 1,139 44 0 5 0 0
4154 Workers Comp Insurance 1,186 1,042 1,220 619 1,124 1,124
Fringe Benefits TOTAL 5,631 4,554 5,001 3,131 4,295 4,295
4210 Office Supplies 0 0 0 31 0 0
4212 Printed Forms 378 178 400 137 400 400
4220 Operating Supplies 691 636 600 266 1,000 1,000
4227 Safety Supplies 0 571 500 0 500 500
4234 Street Maint Materials 10,972 0 0 0 0 0
4243 Utility System Supplies 773 0 0 0 0 0
4271 Minor Equipment 0 0 0 332 0 0
Supplies TOTAL 12,814 1,385 1,500 766 1,900 1,900
4322 Telephone Services 2,507 2,354 1,500 1,454 1,500 1,500
Communications TOTAL 2,507 2,354 1,500 1,454 1,500 1,500
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4382 Equipment Repair & Maint 2,599 2,580 2,500 4,776 2,500 2,500
4386 Communication Systems 0 506 554 0 554 554
Repair Rental & Maint TOTAL 2,599 3,086 3,054 4,776 3,054 3,054
4400 Other Contractual Service 951 0 0 0 0 0
4411 Conferences and Schools 1,497 1,050 1,500 1,310 2,000 1,500
4413 Dues & Subscriptions 190 399 465 360 965 465
4417 Books /Reference Materials 0 295 500 120 500 500
Other Contractual Sery TOTAL 2,638 1,744 2,465 1,790 3 2,465
4443 Multi -use Hourly Charges 6,851 0 0 0 0 0
Central Garage Rentals TOTAL 6,851 0 0 0 0 0
4481 Electric Service 283 283 500 236 500 500
Utilities TOTAL 283 283 500 236 500 500
4552 Other Equipment 5,666 0 0 0 0 0
Capital Outlays TOTAL 5,666 0 0 0 0 0
EMERGENCY PREPAREDNESS TOTAL 77,532 44,143 47,184 35,721 48,815 47,815
Division: Inspections
Budget Code: 430
• Program No: 1452
PROFILE
The Inspections Division consists of three full -time inspectors, one support personnel, and a seasonal
temporary. The positions include the Building Official, Building Inspector, Housing Inspector, and
Customer Service Representative/Permit Technician. The three inspectors are responsible for and provide
inspection services for rental licenses, housing maintenance, Section 8, building permits, fire suppression
permits, mechanical permits, plumbing permits, sign permits, water and sewer permits, plan reviews, and
complaint- oriented inspections.
DEPARTMENTAL GOALS
In 2000, the Inspection Department is anticipating a significant increase in building activity within the city.
It is anticipated that the additional work load will result from the construction start of Brookdale, the Reagle
Theater, the Joslyn development and the redevelopment of 69th and Brooklyn Boulevard. Through May of
1999, the Inspections Department issued 876 permits with a value of $23,455,211 compared to the 1998
Department total of 2,462 permits with a value of $27,675,017.
In the first six months of 1999, the Building Official performed 362 plan reviews. In addition, the Building
Official and Building Inspector made 3,483 permit inspections compared to a total of 3,686 inspections
made in all of 1998. The Housing Inspector made 155 rental inspections and 192 Section 8 inspections. The
. Inspections Department anticipates an increase in inspection activity next year but will continue to provide
the community with this important service to the community.
SPECIFIC EXPENDITURE CODE DETAIL.
Object
Number Explanation Amount
4411 Conferences and Schools $8,500
As noted in the 1999 budget, by the year 2000 the State of Minnesota will no longer operate
under the current Uniform Building Code but rather the International Code Council. Also,
in the spring of 2000 the State of Minnesota will have a new mechanical code and a new
energy code which will require training for our inspectors. Inspection divisions will be rated
on experience, education, and training. Brooklyn Center homeowners' insurance rates will
be impacted by the Inspection Division's rating. Training sessions include state seminar
($540); lead paint certification ($400); MACHO fall and spring ($600); ICBO cross training
($460); National ICBO and IRC code training and meetings ($6,500).
4413 Dues and Subscriptions $1,550
ICBO dues (3 inspectors $225); NFPA dues ($600); Lake Country & North Star dues ($200);
MACHO dues ($100); MHA dues ($150) and misc subscriptions ($225).
• 4417 Books and Reference Materials $1,200
Books and magazines, and new code books for the year 2000.
4220 Operating Supplies $1,600
Apart from general department supplies the request includes $130 for the ARM bus tour.
4224 Clothing & Personal Equipment $ 800 •
Shoe covers, latex gloves, coveralls and jackets for inspectors
PERSONNEL LEVELS
Number Position
1 Building Official/Inspector
1 Building Inspector
1 Housing Inspector
1 Customer Service Representative/Permit Technician
1 Building Inspector, Temporary Full -Time - Requested
•
•
• CITY OF BROO19 CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- - - - -- ------- - - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ----- --------
DIV INSPECTIONS 430
4100 Wages Regular Employees 112,134 130,950 167,922 115,027 220,432 220,432
4112 Overtime Regular Employee 5,552 6,065 0 245 0 0
4130 Wages Part -time Employees 15,355 12,781 11,969 20,111 0 0
4131 Overtime of Part -time Emp 1,496 0 0 0 0 0
4133 Vacation Pay 8,158 8,410 0 7,534 0 0
4134 Holiday Pay 6,769 7,531 0 3,913 0 0
4135 Sick Leave Pay 5,780 8,813 0 4,708 0 0
4136 Jury Duty Pay 0 846 0 0 0 0
Salaries and Wages TOTAL - -- 155_243 - -- 175,398 - -- 179_891 - -- 151,538 - -- 220,432 - -- 220_432
i
4142 PERA Coordinated Plan 6,584 8,457 9,318 6,894 11,418 11,418
4146 FICA 12,163 13,079 13,762 11,313 16,863 16,863
4150 Employee Benefits 11,141 16,762 17,608 13,935 23,810 23,810
4151 Health Insurance 2,326 0 0 0 0 0
4152 Life Insurance 15 0 0 0 0 0
4153 Dental Insurance 200 0 0 0 0 0
4154 Workers Comp Insurance 1,308 1,368 1,387 974 1,722 1,722
4156 Unemployment Compensation 33 0 0 0 0 0
Fringe Benefits TOTAL 33,770 39,666 42,075 33,115 53,813 53,813
4210 Office Supplies 112 114 0 99 0 0
4212 Printed Forms 771 977 1,000 419 600 600
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
---- - - - - -- ------- - - - - --
4220 Operating Supplies 678 1,202 2,200 1,468 1,600 1,600
4224 Clothing & Personal Equip 0 0 800 1 62 800 800
Supplies TOTAL 1,561 2,293 4,000 2,048 3,000 3,000
4310 Professional Services 210 107 3,000 1,624 3,000 3,000
Purchased Services TOTAL 210 107 3,000 1,624 3,000 3,000
4322 Telephone Services 991 1,146 1,500 1,186 1,500 1,500
4326 Contract Cleaning /Exterminatin 0 0 0 -1,025 0 0
4330 Transportation 96 105 0 120 120 120
4334 Use of Personal Auto 50 57 100 84 100 100
Communications TOTAL 1,137 1,308 1,600 365 1,720 1,720
4382 Equipment Repair & Maint 0 116 0 0 0 0
4397 Logis Charges 0 7,748 7,893 6,172 8,633 8,633
Repair Rental & Maint TOTAL 0 7,864 7,893 6,172 8,633 8,633
4400 Other Contractual Service 0 270 .0 0 0 0
4411 Conferences and Schools 2,116 2,391 7,750 4,400 8,500 8,500
4413 Dues & Subscriptions 825 1,044 1,000 700 1,550 1,550
4417 Books /Reference Materials 0 701 700 418 1,200 1,200
Other Contractual Sery TOTAL 2,941 4,405 9,450 5,518 11,250 11,250
4440 Fuel Charges 863 753 669 843 895 895
• s •
• CITY OF BROOIO CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4441 Fixed Charges 4,400 5,353 6,978 4,403 5,243 5,243
4442 Repair & Maint Charges 2,880 928 2,818 1,141 1,970 1,970
4444 Replacement Charges 0 0 2,300 1,672 0 0
Central Garage Rentals TOTAL 8,143 7,034 12,765 8,060 8,108 8,108
4487 Solid Waste Disposal 0 0 0 15 0 0
Utilities TOTAL 0 0 0 15 0 0
4548 Computer Equipment 0 0 7,500 7,500 0 0
Capital Outlays TOTAL 0 0 .7,500 7,500 0 0
INSPECTIONS TOTAL 203,004 238,073 268,174 215,956 309,956 309,956
II
Division: Planning and Zoning
Budget Code: 431
Program No: 1461
• PROFILE
The planning division is responsible for the enforcement of the City's zoning ordinance (Chapter 35) and
the sign ordinance (Chapter 34). The division prepares initial reports on all applications to the Planning
Commission, including site and building plans, special use permits, variances, rezoning, appeals, and
preliminary plats. Also, the division administers site performance guarantees and oversees the issuance of
land use permits, sign hanger licenses, sign permits, and the inspection of signs.
DEPARTMENTAL GOALS
Provide timely and thorough review of all planning commission applications and to assist and interpret for
the general public the City's Zoning Ordinance and other related ordinances.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number E"lanation Amount
4310 Professional Services $3,000
This item is used to fund special research items that may come before the Planning
• Commission in 2000. This is a decrease of $500 or 14.3 percent.
4413 Dues and Subscriptions $1,300
American Planning Association (planning and zoning laws subscription) ($1100); Journal
of Planning Associates ($100); miscellaneous ($100).
i
PERSONNEL LEVELS
Number Position
1 Planning and Zoning Specialist
1 Community Development Secretary
I
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - -- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV PLANNING & ZONING 431
4100 Wages Regular Employees 68,036 70,758 85,232 59,360 88,437 88,437
4112 Overtime Regular Employee 0 104 0 386 0 0
4133 Vacation Pay 5,907 5,821 0 5,391 0 0
4134 Holiday Pay 3,710 3,992 0 2,351 0 0
4135 Sick Leave Pay 2,549 2,348 0 1,478 0 0
4136 Jury Duty Pay 0 568 0 0 0 0
Salaries and Wages TOTAL 80,201 83,591 85,232 68,965 88,437 88,437
- - - - - -- ---- - - - - --
4142 PERA Coordinated Plan 3,646 4,346 4,415 3,572 4,581 4,581
4146 FICA 6,148 6,356 6,520 5,294 6,765 6,765
4150 Employee Benefits 6,141 8,081 8,804 6,048 9,524 9,524
4151 Health Insurance 971 0 0 0 0 0
4152 Life Insurance 5 0 0 0 0 0
4153 Dental Insurance 71 0 0 0 0 0
4154 Workers Comp Insurance 1,006 573 591 391 607 607
Fringe - Benefits TOTAL 17,987 19,356 20,330 15,306 21,477 21,477
4210 Office Supplies 3 0 0 65 0 0
4220 Operating Supplies 354 203 200 0 200 200
Supplies TOTAL 356 203 200 65 200 200
4310 Professional Services 34,589 4,072 3,500 851 3,000 3,000
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Purchased Services TOTAL 34,589 4,072 3,500 851 3,000 3,000
4334 Use of Personal Auto 24 0 50 24 25 25
Communications TOTAL 24 0 50 24 25 25
4382 Equipment Repair & Maint 0 152 0 0 0 0
4397 Logis Charges 7,946 0 0 0 0 0
Repair Rental & Maint TOTAL 7,946 152 0 0 0 0
4411 Conferences and Schools 49 0 100 40 100 100
4413 Dues & Subscriptions 945 1,006 1,300 943 1,300 1,300
4417 Books/Reference Materials 0 153 0 0 0 0
Other Contractual Sery TOTAL 993 1,159 1,400 983 1,400 1,400
PLANNING & ZONING TOTAL 142,097 108,533 110,712 86,195 114,539 114,539
Division: Assessing
Budget Code: 432
Program No: 1102
PROFILE
The primary function of the Assessing Division is the accurate classification and valuation of all real
property located within Brooklyn Center. Additional duties include: answering questions and concerns
from taxpayers, responding to tax appeals filed in State Tax Court, implementing new statutory
requirements, meeting statutory requirements for the reappraisal of one - fourth of all parcels within the
city each year, maintaining the property data system (PDS) information, maintaining special assessments
data, preparing special assessment reports for the finance department and certifying special assessments
to Hennepin County, providing computerized reports and responding to requests of other City
departments and members of the general public.
DEPARTMENTAL GOALS
• Continued improvements in overall procedures and methodologies through refinements in the CAMA
system, streamlined office policies, improved file maintenance, education of personnel and other
advancements in computerized appraisal.
• Improve on the overall comprehensiveness of commercial, industrial, and apartment property
characteristics data through continued reappraisal schedules.
• Continued development of standardized GIS applications for integration with general assessment
duties and activities.
• • The timely and effective resolution of all property tax appeals.
• Assist and promote the improvement of general levels of communication and sharing of information
between metro assessment jurisdictions.
Residential Appraisal: This activity comprises approximately 40% of the division's budget. Planned
activities in 2000 begin with the inspection and reappraisal of approximately 2,140 residential parcels.
Additional duties include reviewing new construction, any new building improvements, and any removed
or demolished properties. Due to ongoing increases in residential property valuations, substantial
resources may also be devoted to responding to taxpayer inquiries and concerns. Other duties include
administration of homestead classification, calculation of limited market value and the processing of This
Old House applications.
Appeals: This activity requires approximately 20% of the division's resources. Currently outstanding
tax court petitions number approximately 38 and include a total assessed valuation of approximately
$95,131,100. The number of petitions filed has stabilized, but the remaining cases are becoming
somewhat more difficult to resolve. Appeals relating to Marquette Bank, Norwest Bank, Northbrook
Center and JC Penny's are likely to require substantial resources during calendar year 2000. The
Brookdale appeals for all but one year have been resolved.
Non - Residential Appraisals: Approximately 20% of this division's overall resources are devoted to this
activity. This activity in 2000 will include reappraisal of retail and automotive properties. All apartment,
industrial, and commercial property will be revalued. Primary focus is on assembly of market
information relating to the sale, management, and leasing of these types of properties. Specific attention
• is paid to sectors of the market considered to be most active.
Special Assessments: This activity comprises approximately 10% of this division's resources, however,
for four- to six -week periods in the fall and spring it requires the full attention of one employee.
Activities include preparation of reports, maintenance of data base, receipt of payments, and providin
the certified specials to Hennepin County for inclusion in owners future property tax bills. Recelb
increases in the number of parcels impacted by new special assessments each year has caused the
demands of this function to expand substantially.
Interdepartmental Activities: Comprises approximately 10% of this division's resources. Activities
include preparation of reports for redevelopment projects, analysis of tax increment projects and districts,
and anticipated future tax base and potential refund information. Time is also devoted to projects relating
to housing, legislative, and other citywide issues.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4271 Minor Equipment $1,000
Minor Equipment is budgeted for the purchase of office equipment, file cabinets,
replacement of cameras, calculators, etc. This is one line item of the supplies budget
which is unchanged for 2000.
4310 Professional Services $2,500
This is a restatement of an annually budgeted item for professional services. It is reserved
for items such as appraisal services, FF & E analysis, market studies, demographic
analysis, or other expert witness services for tax court. This line item is not typically
expended, but is a available should a particular court case require such services. •
4321 Postage $3,000
Increase is due to potential postage rate increases. Primarily used to pay for the cost of
mailing the annual valuation notices to approximately 8,400 parcels. Since 1998 these
notices have been mailed at the full first class rate.
4325 Teleprocessing $1,500
This is a new line item this year and includes payments to Hennepin County for computer
terminal connections and payments to support the metropolitan assessor's data exchange
for commercial industrial sale information. The data exchange is being converted to an
Internet based system and the Brooklyn Center assessor's office will be assessed in 2000
between $500 and $1000 as it's share of the development and implementation costs of the
new system. This line item is primarily responsible for the increase in the total for
communications from $3,900 in 1999 to $5,250 for the year 2000.
4411 Conferences and Schools $3,430
An increase of $55.00 from the 1999 budget. Includes professional training for all
assessing division personnel. All licensed staff members must maintain statutorily
mandated levels of continuing education. Also is used to cover the cost of regular
assessment meetings and conferences which the assessor and staff are required by
Minnesota law to attend.
0
4413 Dues and Subscriptions $1,302
This item is less than 1999 budget by $ 131.00. It is comprised of IAAO dues; MAAO
dues; assessors' licenses; and an affiliate Board of Realtors' membership. Subscriptions
are to Shopping Center Today, Shopping Center Business, Host Report, Real Estate
Journal, City Business, Appraisal Journal, and Korpacz Report and CB Richard Ellis
Commercial Forecast.
4417 Books/Reference Materials $1,599
An decrease of $396 from the 1999 budget. Individual items include: Marshall Valuation
Service - $240, Marshall Swift Cost Estimator - $604, MLS Sold Market Reports - $250,
Dollars and Cents - $270, Host Report - $150, Minnesota Legal Register - $85 The
assessor's data exchange, a required payment to Hennepin County budgeted at $150 in
1999, has been reallocated to budget item 4325.
4548 Computer Equipment $2,000
One standard PC and 17" monitor.
PERSONNEL LEVELS
Change in job classification of current Appraiser II from D34B to D34D (two steps). Anticipate
promoting all other employees one pay grade at the time of their annual review.
The continuation of the part-time position of data collector. Anticipate the return of the same seasonal
employee employed for the two previous summers. Position is responsible for assisting in the annual
field inspections of the residential quartile. Combined with substantial field work by the Appraiser
Technician this will enable the Appraiser II to assist in the reappraisal of commercial, industrial and
apartment properties. This allows maximum utilization of current personnel, experience, and training for
a minimal additional cost. The budgeted cost of this position is $5,000, unchanged since 1997.
Number Position
1 City Assessor
1 Appraiser II
1 Appraiser Technician
1 Assessing Secretary
1 Data Collector, Temporary Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
One standard PC and 17" monitor March 2000 1 $2,000 Replace existing.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV ASSESSING 432
4100 Wages Regular Employees 145,486 141,300 172,847 117,657 180,603 180,603
4112 Overtime Regular Employee 27 929 0 79 0 0
4130 Wages Part -time Employees 5,261 4,270 5,000 3,533 5,000 5,000
4133 Vacation Pay 9,782 9,298 0 7,402 0 0
4134 Holiday Pay 7,595 7,346 0 4,395 0 0
4135 Sick Leave Pay 4,328 2,688 0 2,143 0 0
4136 Jury Duty Pay 0 296 0 0 0 0
4197 Temporary Services 0 1,932 0 0 0 0
Salaries and Wages TOTAL 172,480 168,059 177,847 135,209 185,603 185,603
4142 PERA Coordinated Plan 7,274 8,309 8,953 6,790 9,614 9,614
4146 FICA 12,238 12,761 13,223 10,323 14,199 14,199
4150 Employee Benefits 12,475 14,583 17,728 13,532 19,048 19,048
4151 Health Insurance 1,640 0 0 0 0 0
4152 Life Insurance 10 0 0 0 0 0
4153 Dental Insurance 180 0 0 0 0 0
4154 Workers Comp Insurance 1,172 1,153 1,467 750 1,555 1,555
4156 Unemployment Compensation 0 0 0 1,943 0 0
4158 Disability Insurance 291 291 338 307 404 404
Fringe Benefits TOTAL 35,281 37,098 41,709 33,645 44,820 44,820
4210 Office Supplies 146 245 200 137 200 200
• CITY OF BRO* CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET .10/31/99 REQUESTED RECOMMENDED
4212 Printed Forms 743 517 500 305 500 500
4220 Operating Supplies 1,336 3,105 800 831 800 800
4271 Minor Equipment 724 738 1,000 700 1,000 1,000
Supplies TOTAL 2,948 4,605 2,500 1,973 2,500 2,500
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
---------- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4310 Professional Services 72 0 2,500 0 2,500 2,500
Purchased Services TOTAL 72 0 2,500 0 2,500 2,500
4320 Communications 0 0 0 20 0 0
I
4321 Postage 1,750 2,766 2,900 2,853 3,000 3,000
4322 Telephone Services 0 360 500 270 150 150
4324 Delivery Service 0 0 0 97 0 0
4325 Teleprocessing Services 0 0 0 0 1,500 1,500
4334 Use of Personal Auto 1,124 568 500 673 500 500
Communications TOTAL 2,874 3,694 3,900 3,913 5,150 5,150
4397 Logis Charges 14,161 14,115 15,558 12,653 15,125 15,125
Repair Rental & Maint TOTAL 14,161 14,115 15,558 12,653 15,125 15,125
4411 Conferences and Schools 3,114 3,428 3,375 3,168 3,430 3,430
4413 Dues & Subscriptions 1,296 1,505 1,433 1,176 1,302 1,302
4417 Books /Reference Materials 1,690 1,416 2,070 1,372 1,674 1,674
Other Contractual Sery TOTAL 6,100 6,349 6,878 5,716 6,406 6,406
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4440 Fuel Charges 278 295 138 166 180 180
4441 Fixed Charges 2,595 4,288 4,573 2,922 3,513 3,513
4442 Repair & Maint Charges 1,474 642 1,117 0 552 552
Central Garage Rentals TOTAL 4,347 5,224 5,828 3,088 4,245 4,245
4548 Computer Equipment 6,079 2,866 5,900 6,167 2,000 2,000
Capital Outlays TOTAL 6,079 2,866 5,900 6,167 2,000 2,000
ASSESSING TOTAL 244,342 242,010 262,620 202,365 268,349 268,349
o • •
• Division: Convention and Tourism
Budget Code: 433
Program No: 1870
PROFILE
Operators of hotels and motels in Brooklyn Center collect a six percent tax on the rent they charge
for providing lodging. The tax was enacted in two, three percent segments. The City collects the
tax proceeds from the operators and forwards 95% of the first three percent to the North Metro
Minneapolis Convention and Visitors Bureau to be used in accordance with Minnesota Statutes.
Section 477A.018, for the purpose of marketing and promoting the City as a tourist or convention
center. The City retains five percent of the first three percent to reimburse itself for the cost of
administering the program. The City also retains the entire second three percent to reduce the need
for property taxes to support City services.
Revenue estimates for 2000 lodging tax are $650,000. This estimate is based on 1998 lodging tax
revenues of $660,613. This estimate is conservative in that it assumes no additional growth from
new or existing hotels.
Based on revenues of $650,000, the Convention and Tourism line item would be $308,750.
•
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV CONVENTION & TOURISM 433
4414 Licenses, Taxes, & Fees 248,779 313,792 261,250 295,598 308,750 308,750
Other Contractual Sery TOTAL 248,779 313,792 261,250 295,598 308,750 308,750
CONVENTION & TOURISM TOTAL 248,779 313,792 261,250 295,598 308,750 308,750
DRAFT
Division: Social Services
• Budget Code: 435
Program No: 1821
PROFILE
The City of Brooklyn Center approves funding requests for various human/social service -type contracts,
generally pursuant to joint powers agreements.
Funding Requests
The City Council set funding for 2000 as follows:
Joint Powers Agreements
Five Cities Senior Transportation ...... ............................... $12,722
Northwest Hennepin Human Services Council ............................ 17,662
Project Peace ....................... ............................... 45.646
Joint Powers Agreements Subtotal .............................. $76,030
Contract Services Reauested Council
Brooklyn Community Band ............................. $0
Brooklyn Center Youth Hockey ...................... 2,500
Brooklyn Peacemaker Center, Inc .................... 15,000
• Heritage Festival ........ ............................500
PRISM........... ............................... 8,000
North Hennepin Mediation Program, Inc ............... 4.000
Contract Services Subtotal ................... $30.000 $19.970
Total $96.000
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- - -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV SOCIAL SERVICES 435
4400 Other Contractual Service 79,800 73,066 79,860 75,176 110,776 96,000
4413 Dues & Subscriptions 0 0 0 500 0 0
Other Contractual Sery TOTAL 79,800 73,066 79,860 75,676 110,776 96,000
SOCIAL SERVICES TOTAL 79,800 73,066 79,860 75,676 110,776 96,000
Division: Police Station Maintenance
Budget Code: 439
• Program No: 2041
PROFILE
This activity provides for the ongoing maintenance and repair of the Humboldt Avenue police station and
related areas. This building has been separated from the other Government Buildings in order to develop
a baseline of expenses for future budgeting purposes.
DEPARTMENTAL GOALS
• Provide necessary maintenance of buildings, HVAC systems, fixed equipment, furniture, and
accessories.
• Develop and implement preventative maintenance programs where possible.
• Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
• Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in- services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
• 4217 Paper Supplies $4,000
Toilet paper, c -fold towels, cups, etc. for all City buildings.
4223 Cleaning Supplies $8,000
Various cleaning solutions, solvents, soaps, fragrances, etc. for the police station. The
amount budgeted for paper supplies and for cleaning supplies were adjusted to reflect
specific expenditures associated with opening a new building.
4226 Chemicals $2,000
The cost of chemicals used to treat domestic water service at the police station, and sidewalk
salt.
4230 Repair & Maintenance Supplies $6,000
The cost of the variety of supplies used in the day to day maintenance of the police station
building, such as light bulbs, hardware, shelving, ceiling tiles, equipment parts for
installation by staff.
4233 Buildings Repair Supplies $2,000
Repairs to the structure of police station building, such as electrical and plumbing repairs,
roof repairs, repairs of automatic doors, etc. These types of expenditures should be minimal
during the first few years of the building's operation.
is
4382 Equipment Re air
P $10,000
Examples include inspection and repair to the building's HVAC systems, boiler and chiller
repairs, replacement of drinking fountain parts, replacement of light fixtures etc.
4400 Other Contractual Service $7,000
•
Contractual cleaning for entrance rugs and also pest control at City buildings. Also includes
contracts for lawn spraying, fertilizing, etc.
4421 Janitorial Service $1,000
The cost of contractual rug cleaning, window cleaning, and floor buffing.
4481 Electric Service $9,000
The cost of electrical service for the police station
4482 Gas Service $12,000
The cost of gas service for the police station
PERSONNEL LEVELS
Number Position
1 Maintenance /Custodian
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Miscellaneous items to further equip 1/2000 1 $1,000 New vacuum for care of carpeted
building. areas
i
i
• CITY OF BROORN CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- - - -- ------- - - - - --
DIV POLICE STATION MAINTENANCE 439
4100 Wages Regular Employees 0 0 11,368 0 22,217 22,217
4112 Overtime Regular Employee 0 0 1,503 0 1,474 1,474
Salaries and Wages TOTAL 0 0 12,871 0 23,691 23,691
4142 PERA Coordinated Plan 0 0 667 0 1,227 1,227
4146 FICA 0 0 985 0 1,812 1,812
4150 Employee Benefits 0 0 2,201 0 4,762 4,762
4154 Workers Comp Insurance 0 0 574 0 1,076 1,076
Fringe Benefits TOTAL 0 0 4,427 0 8,877 8,877
4217 Paper Supplies 0 0 2,000 0 4,000 4,000
4220 Operating Supplies 0 0 200 640 400 400
4223 Cleaning Supplies 0 0 4,000 256 8,000 8,000
4226 Chemical Products 0 0 1,000 0 2,000 2,000
4230 Repair & Maint Supplies 0 0 3,000 0 6,000 6,000
4233 Building Repair Supplies 0 0 1,000 0 2,000 2,000
4240 Small Tools 0 0 250 0 500 500
Supplies TOTAL 0 0 11,450 895 22,900 22,900
---------- ---- - - - - --
4382 Equipment Repair & Maint 0 0 5,000 0 10,000 10,000
Repair Rental & Maint TOTAL 0 0 5,000 0 10,000 10,000
4400 Other Contractual Service 0 0 3,500 0 7,000 7,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4421 Janitorial Service 0 0 500 0 1,000 1,000
Other Contractual Sery TOTAL 0 0 4,000 0 8,000 8,000
4481 Electric Service 0 0 4,500 2,533 9,000 9,000
4482 Gas Service 0 0 6,000 0 12,000 12,000
4483 Heating Oil 0 0 2,500 0 2,500 2,500
4484 Water Service 0 0 1,000 66 2,000 2,000
4485 Sanitary Sewer Service 0 0 1,500 48 3,000 3,000
4486 Hazardous Waste Disposal 0 0 100 0 200 200
4487 Solid Waste Disposal 0 0 2,000 0 4,000 4,000
4488 Storm Water Drainage 0 0 1,000 10 2,000 2,000
Utilities TOTAL 0 0 18,600 2,655 34,700 34,700
4552 Other Equipment 0 0 1,000 388 1,000 1,000
Capital Outlays TOTAL 0 0 1,000 388 1,000 1,000
POLICE STATION MAINTENANCE TOTAL 0 0 57,348 3,939 109,168 109,168
Division: Custodial Services
Budget Code: 440
Program No: 2001
• PROFILE
This activity provides for cleaning and other custodial services for the Civic Center and the City Garage.
Specialty services such as large area carpet cleaning are provided by contract with qualified vendors.
The 2000 budget continues the movement of specific line items from Division 465, Community Center, and
Division 466, Pool, to Divisions 440, Custodial Service, and Division 441, Building Maintenance. This was
done for ease and clarity of budgeting and administration. Division 466 continues to budget items which
are very specific to the pool. A charge in the amount of a certain percent of operational overhead, such as
utilities, custodial and maintenance supplies, etc., will be charged to Divisions 465 and 466.
DEPARTMENTAL GOALS
• Perform routine cleaning and sanitizing tasks to provide for safe, clean buildings for all staff and citizens.
• Involve employees in a continuous service plan review which defines tasks and duties and identifies key
staff to perform these duties.
• Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in services).
• SPECIFIC EXPENDITURE. CODE DETAIL,
Object
Number Explanation Amount
4217 Paper Supplies $7,200
Toilet paper, c -fold towels, cups, etc. for all City buildings.
4223 Cleaning Supplies $10,500
Various cleaning solutions, solvents, soaps, fragrances, etc. for all City buildings. The
amount budgeted for paper supplies and for cleaning supplies were adjusted to better reflect
specific expenditures.
4400 Other Contractual Service $3,500
Contractual cleaning for entrance rugs and also pest control at City buildings.
4421 Janitorial Service $2,500
The cost of contractual rug cleaning, window cleaning, and floor buffing.
PERSO LEVELS
Number Position
1 Full -time custodian
• Additional custodial staff are allocated under Division 465, Community Center, and Division 439, Police
Station Maintenance.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need •
purchase date
Wide area, commercial vacuum 1/2000 1 $2,200 Replaces a worn out, smaller
cleaner vacuum. Wide area unit would
reduce time needed to vacuum
and increase efficiency
Regular vacuums 1/2000 2 $1,300 Vacuums are being replaced on a
four year schedule.
•
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
--------------------------------- - - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
--------------------------------------- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV CUSTODIAL SERVICES 440
4100 Wages Regular Employees 4,945 10,612 23,885 1,620 24,507 24,507
4112 Overtime Regular Employee 156 1,737 0 0 0 0
4130 Wages Part -time Employees 0 414 0 0 0 0
4133 Vacation Pay 86 1,558 0 0 0 0
4135 Sick Leave Pay 226 591 0 0 0 0
Salaries and Wages TOTAL 5,413 14,912 23,885 1,620 24,507 24,507
4142 PERA Coordinated Plan 243 751 1,237 84 1,269 1,269
4146 FICA 467 1,155 1,827 111 1,875 1,875
4150 Employee Benefits 2,570 2,182 4,402 0 4,762 4,762.
4151 Health Insurance 214 0 0 0 0 0
4152 Life Insurance 2 0 0 0 0 0
4153 Dental Insurance 36 0 0 0 0 0
4154 Workers Comp Insurance 93 324 1,078 52 1,106 1,106
Fringe Benefits TOTAL 3,625 4,412 8,544 247 9,012 9,012
4217 Paper Supplies 384 7,181 6,900 5,588 7,200 7,200
4222 Lubricants & Additives 381 0 0 0 0 0
4223 Cleaning Supplies 3,310 14,671 10,500 11,096 10,500 10,500
4226 Chemical Products 61 1,664 0 1,062 0 0
4230 Repair & Maint Supplies 0 0 0 1,120 0 0
4233 Building Repair Supplies 0 0 0 581 0 0
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Supplies TOTAL 4,136 23,516 17,400 19,447 17,700 17,700
4310 Professional Services 0 0 0 20 0 0
Purchased Services TOTAL 0 0 0 20 0 0
4382 Equipment Repair & Maint 0 130 0 0 0 0
Repair Rental & Maint TOTAL 0 130 0 0 0 0
4400 Other Contractual Service 2,439 2,356 4,000 1,502 3,500 3,500
4421 Janitorial Service 15,123 10,552 3,000 0 2,500 2,500
Other Contractual Sery TOTAL 17,562 12,907 7,000 1,502 6,000 6,000
4440 Fuel Charges -38 0 0 0 0 0
Central Garage Rentals TOTAL -38 0 0 0 0 0
4552 Other Equipment 3,786 0 3,500 0 3,500 3,500
Capital Outlays TOTAL 3,786 0 3,500 0 3,500 3,500
CUSTODIAL SERVICES TOTAL 34,485 55,878 60,329 22,836 60,719 60,719
• i •
Division: Building Maintenance
Budget Code: 441
Program No: 2031
•
PROFILE
This activity provides for the ongoing maintenance and repair of city hall, the police department, community
center, city garage, and fire stations. In addition, staff provides some support for the liquor stores and
Centerbrook Golf Course. These expenses are charged directly to their respective enterprise funds.
Staff is responsible for the maintenance and repair of building needs, HVAC systems, fixed equipment,
furnishings and accessories. Also included in this budget are the costs of electricity, gas, water /sewer and
storm drainage for these named buildings. These utility charges have been increased to account for a small
increase in vendor charges and have also been adjusted to account for a change in the way the charges are
accounted
For the 2000 budget, the budget continues the movement of a number of specific line items from Division
465, Community Center, and Division 466, Pool, to Divisions 440, Custodial Service, and Division 441,
Building Maintenance. This was done for ease and clarity of budgeting and administration. Division 466
continues to budget items which are very specific to the pool. A charge in the amount of twenty percent of
operational overhead, such as utilities, custodial and maintenance supplies, etc., will be charged to Divisions
465 and 466.
DEPARTMENTAL GOALS
• - Provide necessary maintenance of buildings, HVAC systems, fixed equipment, furniture and accessories.
- Develop and implement preventative maintenance program where possible.
- Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
Promote quality service provision and better communications through increased interaction and
information sharing (i.e., regular staff meetings and training in- services).
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4226 Chemicals $3,000
The cost of chemicals used to treat domestic water service at the Civic Center, and sidewalk
salt.
4230 Repair & Maintenance Supplies $16,000
The cost of the variety of supplies used in the day to day maintenance of the various City
buildings, such as light bulbs, hardware, shelving, Ceiling tiles, equipment parts for
installation by staff. As the buildings age, additional repairs are necessary to keep buildings
in reasonable shape, reflected in the $2,000 increase to this line item.
• 4233 Buildings Repairs $14,000
Repairs to the structure of buildings, such as electrical and plumbing repairs, roof repairs,
repairs of automatic doors such as those at the fire stations, etc.
4382 Equipment Repair & Maintenance $47,000
Examples include repair to the Civic Center humidification unit, boiler and chiller rep
replacement of failed drinking fountains, replacement of light fixtures etc. As the buildin
mechanical systems age, an increasing number of repairs are required to keep them
operational.
4481 Electric Service $100,560
Increasing electric rates require an increase of 3% for electric service to City buildings.
Twenty percent of the estimated expenditures for electricity have been charged to Division
466, to cover direct operation costs of the Community Center swimming pool.
4482 Gas Service $68,000
Natural gas rates have increased substantially. Also, the additional vehicle storage area at
the Central Garage which is heated by Co -Ray -Vac gas radiant heat has increased natural gas
consumption. These factors require a substantial increase for natural gas used to heat City
buildings. The Civic Center is on interruptible service, which provides a lower gas rate.
Additional efficiencies are being explored.
With the assistance of our utility vendors, we have determined that twenty percent of the
estimated expenditures for natural gas are directly attributable to operation of the Community
Center swimming pool. As a result, 20% of the estimated expenditures will be charged to
Division 466.
PERSONNEL LEVELS 0
Number Position
1 Maintenance Supervisor
1 Maintenance Custodian
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Heat Coil for Sign Shop 1/2000 $1,850 Improved work climate.
Reconfigure makeup air - 1/2000 $3,350 Improved air flow and work
maintenance garage climate.
Electrical service cleaning. 1/2000 $3,300 Will prolong the life of light
fixtures, ballasts and bulbs.
Several major building repairs are
included for consideration in the
Capital Improvements Fund budget
r
• CITY OF BROOD CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET .10/31/99 REQUESTED RECOMMENDED
DIV BUILDING MAINTENANCE 441
4100 Wages Regular Employees 59,320 65,039 83,499 58,201 85,854 85,854
4112 Overtime Regular Employee 6,707 6,787 5,623 6,174 5,792 5,792
4130 Wages Part-time Employees 0 2,450 0 7,593 0 0
4131 Overtime of Part-time Emp 0 168 0 61 0 0
4133 Vacation Pay 5,982 6,643 0 3,614 0 0
4134 Holiday Pay 3,591 3,456 0 2,302 0 0
4135 Sick Leave Pay 4,649 4,180 0 3,234 0 0
Salaries and Wages TOTAL 80,249 88,723 89,122 81,178 91,646 91,646
4142 PERA Coordinated Plan 3,662 4,445 4,617 3,809 4,747 4,747
4146 FICA 6,096 6,544 6,818 5,949 7,011 7,011
4150 Employee Benefits 6,751 8,081 8,804 7,334 9,524 9,524
4151 Health Insurance 886 0 0 0 0 0
4152 Life Insurance 6 0 0 0 0 0
4153 Dental Insurance 101 0 0 0 0 0
4154 Workers Comp Insurance 3,298 3,482 3,731 2,769 3,824 3,824
Fringe Benefits TOTAL 20,799 22,553 23,970 19,861 25,106 25,106
4210 Office Supplies 0 75 0 110 100 100
4217 Paper Supplies 564 0 0 1,483 0 0
4220 Operating Supplies 84 329 300 29 350 350
4223 Cleaning Supplies 0 1,526 0 2,814 0 0
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY'DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4226 Chemical Products 2,911 3,855 1,800 3,516 3,000 3,000
4227 Safety Supplies 836 790 700 520 0 0
4230 Repair & Maint Supplies 17,461 15,237 13,000 13,758 16,000 16,000
4233 Building Repair Supplies 7,146 8,047 17,500 4,482 14,000 14,000
4234 Street Maint Materials 0 88 0 0 0 0
4235 Landscaping Materials 692 0 0 1,131 0 0
4240 Small Tools 1,913 1,693 1,000 992 1,000 1,000
4271 Minor Equipment 205 317 0 393 0 0
Supplies TOTAL 31,812 31,959 34,300 29,227 34,450 34,450
4310 Professional Services 65 143 200 0 200 200
Purchased Services TOTAL 65 143 200 0 200 200
4322 Telephone Services 784 1,420 1,300 1,167 1,500 1,500
Communications TOTAL 784 1,420 1,300 1,167 1,500 1,500
4380 Repair & Maint Contract 0 0 0 72 0 0
4382 Equipment Repair & Maint 33,942 47,402 46,300 43,090 47,000 47,000
4389 Maintenance Contracts 0 0 0 353 0 0
Repair Rental & Maint TOTAL 33,942 47,402 46,300 43,515 47,000 47,000
4400 Other Contractual Service 6,518 4,301 3,000 2,471 3,000 3,000
4411 Conferences and Schools 12 356 500 378 500 500
4413 Dues Subscriptions 136 175 250 170 250 250
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4421 Janitorial Service 0 1,022 0 0 0 0
Other Contractual Sery TOTAL 6,666 5,855 3,750 3,019 3,750 3,750
4440 Fuel Charges 513 456 332 439 462 462
4441 Fixed Charges 2,834 3,289 2,413 2,348 2,485 2,485
4442 Repair & Maint Charges 1,786 221 679 581 624 624
Central Garage Rentals TOTAL 5,133 3,967 3,424 3,367 3,571 3,571
I
4481 Electric Service 65,727 99,544 97,640 86,910 90,160 90,160
4482 Gas Service 44,161 61,605 68,450 49,632 46,000 46,000
4483 Heating Oil 3,231 2,642 2,500 2,513 3,000 3,000
4484 Water Service 1,884 2,572 3,535 1,727 1,835 1,835
4485 Sanitary Sewer Service 3,133 4,540 5,875 3,086 2,925 2,925
4486 Hazardous Waste Disposal 196 161 100 41 200 200
4487 Solid Waste Disposal 8,573 11,694 9,300 9,633 8,080 8,080
4488 Storm Water Drainage 4,509 4,919 4,750 3,895 5,040 5,040
Utilities TOTAL 131,415 187,678 192,150 157,437 157,240 157,240
4520 Buildings 2,589 0 0 0 8,500 8,500
4552 Other Equipment 8,495 0 4,100 1,825 0 0
Capital Outlays TOTAL 11,084 0 4,100 1,825 8,500 8,500
BUILDING MAINTENANCE TOTAL 321,950 389,697 398,616 340,595 372,963 372,963
I
Division: Government Buildings Ground Maintenance
Budget Code: 442
Program No: 2071
• PROFILE
This activity provides for the ongoing maintenance and repair of outdoor areas of the Civic Center, East and
West Fire Stations, the liquor stores, and related areas.
DEPARTMENTAL GOALS
• Provide necessary grooming and maintenance of government buildings, including mowing, care of
existing landscape, landscape upgrades (where possible), and maintenance of turf irrigation systems.
• Involve employees in a service plan review which defines tasks and duties and identifies key staff to
perform these duties.
• Promote quality service provision and better communications through increased interaction and
information sharing (regular staff meetings and training in- services).
SPECIFIC EXPENDITTJRE CODE DETAIL
Object
Number Exnlanation Amount
4235 Landscaping Materials $3,000
The cost of grass seed, fertilizer, sod, irrigation system supplies, etc. used in the maintenance
• of government buildings grounds, plus the cost of flowers at the Civic Center.
4310 Professional Services $1,500
The cost of contractual gardening and landscape maintenance at the Civic Center.
4400 Other Contractual $2,000
The cost of contractual aeration, fertilizing, and weed control on government buildings
grounds.
PERSONNEL LEVELS
Number Position
I Maintenance Custodian
.38 Seasonal Part-Time
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV GOVT BLDG GROUND MAINT 442
4100 Wages Regular Employees 25,305 31,654 36,346 26,001 38,223 38,223
4112 Overtime Regular Employee 5,365 5,853 0 4,888 0 0
4130 Wages Part-time Employees 6,118 185 4,362 0 4,491 4,491
4131 Overtime of Part-time Emp 680 0 0 0 0 0
4133 Vacation Pay 1,397 1,248 0 1,048 0 0
4134 Holiday Pay 1,403 1,586 0 994 0 0
4135 Sick Leave Pay 1,234 1,444 0 910 0 0
Salaries and Wages TOTAL 41,502 41,970 40,708 33,840 42,714 42,714
4142 PERA Coordinated Plan 1,511 2,179 2,109 1,753 2,213 2,213
4146 FICA 2,964 3,023 3,114 2,410 3,268 3,268
4150 Employee Benefits 3,570 4,340 4,402 3,667 4,762 4,762
4151 Health Insurance 323 0 0 0 0 0
4152 Life Insurance 2 0 0 0 0 0
4153 Dental Insurance 30 0 0 0 0 0
0154 Workers Comp Insurance 1,416 1,679 1,719 1,148 1,795 1,795
Fringe Benefits TOTAL 9,817 11,221 11,344 8,978 12,038 12,038
4230 Repair & Maint Supplies 0 588 0 0 0 0
4235 Landscaping Materials -421 3,012 2,500 1,423 3,000 3,000
4240 Small Tools 616 0 0 0 0 0
• i �
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
--------------------------------- - - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
--------------------------------------- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
Supplies TOTAL 194 3,599 2,500 1,423 3,000 3,000
4310 Professional Services 0 1,978 1,200 0 1,500 1,500
Purchased Services TOTAL 0 1,978 1,200 0 1,500 1,500
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- -- -- - - - - -- ---- - - - - --
---------- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4382 Equipment Repair & Maint 1,417 0 0 115 0 0
Repair Rental & Maint TOTAL 1,417 0 0 115 0 0
4400 Other Contractual Service 91 213 3,300 4,235 2,000 2,000
Other Contractual Sery TOTAL 91 213 3,300 4,235 2,000 2,000
4552 Other Equipment 0 7,982 1,850 1,776 0 0
Capital Outlays TOTAL 0 7,982 1,850 1,776 0 0
GOVT BLDG GROUND MAINT TOTAL 53,021 66,963 60,902 50,367 61,252 61,252
Division: Engineering Services
Budget Code: 443
Program No: 2302, 2313, 2324, 2343, 2352
• PROFILE
This activity provides engineering support services for street reconstruction and other capital improvements,
administration of the city's state aid street system, traffic engineering, mapping, review of proposed
developments and plats, certification of special assessments, and general office and fieldwork services such
as surveying, inspection and public information.
The cost of engineering services related to improvement projects are reimbursed by the funding source(s)
for the respective projects. In the case of improvement projects receiving funding from the General Fund,
this may result in a transfer from the General Fund to the Capital Improvement project and a transfer back
to the General Fund to cover a percentage of the project's engineering costs. This practice will be reviewed
in the five year planning process.
DEPARTMENTAL GOALS
• Collect and process information for proposed street and utility improvements.
• Perform design and contract administration for the Garden City Central and 73rd Avenue street and
utility projects and the Brooklyn Boulevard roadway and enhancements projects.
• Collect and process information for other city improvement projects.
• Conduct special studies as needed.
• Review proposed developments and plats.
• • Inspect city improvement projects.
SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Exnlanation Amount
4130 Wages of Part -Time Employees $3,407
Seasonal employees who primarily work on improvement projects occasionally provide
assistance in routine engineering tasks such as traffic counting, sight distance surveys, and
general office tasks. The budget amount is based on an average wage rate, however, actual
wage rate is determined by a point system evaluating education and experience.
4400 Other Contractual Service $3,000
This program scans as- builts and store them on CD ROM for more efficient retrieval. As-
builts are used by Engineering and Public Utilities staff, and are also frequently provided to
private developers and contractors working in the City.
PERSONNEL LEVELS
Number Position
1 City Engineer
1 Engineering Technician 4
3 Engineering Technician 3
1 Engineering Technician 2
1 Engineering Secretary
.2 Seasonal Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date each
Replacement PC 1 /00 1 $2,900 Would replace the Engineering
Secretary's PC in accordance
with the 4 year replacement cycle.
Includes 17" monitor and
- upgraded video card for graphics -
intensive mapping and other uses.
Engineering Copier 1 /00 1 $5,000 Replace existing unit which no
longer functions effectively.
Traffic Counters 1 /00 2 $3,000 Replacement traffic counters.
s
• CITY OF BROOK CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
----- - -- -------- - - - - -- -------- - - - - -- - - - - -- ------- - - - - --
DIV ENGINEERING SERVICES 443
4100 Wages Regular Employees 222,820 256,316 310,454 78,097 323,462 323,462
4112 Overtime Regular Employee 307 21,092 454 114 468 468
4130 Wages Part -time Employees 9,570 9,590 3,407 5,067 3,407 3,407
4131 Overtime of Part -time Emp 289 272 0 123 0 0
4133 Vacation Pay 16,905 19,301 0 15,127 0 0
4134 Holiday Pay 12,138 13,926 0 8,259 0 0
4135 Sick Leave Pay 8,987 10,140 0 10,929 0 0
Salaries and Wages TOTAL 271,015 330,637 314,315 117,717 327,337 327,337
4141 PERA Basic Plan 4,293 1,607 4,523 843 4,640 4,640
4142 PERA Coordinated Plan 10,023 18,054 14,098 5,447 14,716 14,716
4146 FICA 18,034 22,102 20,821 9,045 21,733 21,733
4150 Employee Benefits 19,619 26,269 30,934 24,552 33,334 33,334
4151 Health Insurance 3,350 0 0 0 0 0
4152 Life Insurance 20 0 0 0 0 0
4153 Dental Insurance 203 0 0 0 0 0
4154 Workers Comp Insurance 2,283 2,583 2,487 802 2,566 2,566
4156 Unemployment Compensation 906 0 0 0 0 0
4158 Disability Insurance 338 338 355 331 425 425
Fringe Benefits TOTAL 59,068 70,953 73,218 41,020 77,414 77,414
4210 Office Supplies 675 667 800 406 800 800
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4212 Printed Forms 0 206 200 99 200 200
4220 Operating Supplies 2,626 2,553 3,500 1,975 3,500 3,500
4227 Supplies 271 188 400 75 300 300
4271 Minor Equipment 189 215 0 0 0 0
Supplies TOTAL 3,761 3,828 4,900 2,554 4,800 4,800
4310 Professional Services 4,026 10,891 1,000 0 1,000 1,000
Purchased Services TOTAL 4,026 10,891 1,000 0 1,000 1
4322 Telephone Services 28 293 0 0 0 0
4324 Delivery Service 0 42 0 27 0 0
4334 Use of Personal Auto 246 245 250 128 250 250
4351 Legal Notice Publication 117 0 100 98 100 100
Communications TOTAL 391 580 350 252 350 350
4382 Equipment Repair & Maint 0 261 0 219 0 0
4386 Communication Systems 456 456 460 342 460 460
4393 Equipment Rentals 0 69 0 0 0 0
Repair Rental & Maint TOTAL 456 786 460 561 460 460
4400 Other Contractual Service 0 0 5,000 29 3,000 3,000
4411 Conferences and Schools 415 962 2,000 795 2,000 2,000
4413 Dues & Subscriptions 588 833 800 936 850 850
4414 Licenses, Taxes, & Fees 0 70 0 70 0 0
• CITY OF BROON CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
--------------------------------- - - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4417 Books /Reference Materials 65 112 500 0 250 250
Other Contractual Sery TOTAL 1,068 1,977 8,300 1,830 6,100 6,100
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4440 Fuel Charges 1,613 1,519 1,325 1,616 1,656 1,656
4441 Fixed Charges 5,941 7,231 7,124 7,263 8,234 8,234
4442 Repair & Maint Charges 4,897 7,073 6,471 1,388 3,964 3,964
Central Garage Rentals TOTAL 12,451 15,823 14,920 10,266 13,854 13,854
4530 Other Improvements 0 0 9,000 8,595 0 0
4548 Computer Equipment 8,831 8,503 2,900 2,463 2,900 2,900
4551 Office Furniture & Equip 0 0 0 0 5,000 5,000
4552 Other Equipment 0 1,704 0 0 3,000 3,000
Capital Outlays TOTAL 8,831 10,207 11,900 11,058 10,900 10,900
ENGINEERING SERVICES TOTAL 361,068 445,681 429,363 185,259 442,215 442,215
Division: Public Works Administration
Budget Code: 444
Program No: 2301, 2326
• PROFILE
This activity provides administrative planning and oversight for the Public Works Department. The Public
Works Department is comprised of five divisions, including engineering, streets, parks, central garage, and
the three public utilities.
Individual narratives for each of the divisions can be found with their respective budget figures.
DEPARTMENT GOALS
• Ensure completion of divisional goals by the respective division supervisors.
• Provide coordination, management and support to other divisions within the Public Works Department.
• Identify infrastructure needs and develop funding mechanisms.
• Work proactively to support development and redevelopment activities.
• Design public improvements so as to act as a catalyst for community and neighborhood improvements.
PERSONNEL LEVELS
Number Position
1 Public Works Director
1 Public Works Specialist
1 Public Works Administrative Aide
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
1 Replacement PC 1 /00 1 $2,900 Replacement for Public Works
Administrative Aide in
accordance with the 4 -year
replacement cycle. Includes 17"
monitor and upgraded video cards
for graphics- intensive uses such
as mapping.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV PUBLIC WORKS ADMIN 444
4100 Wages Regular Employees 111,799 100,892 160,408 97,538 167,477 167,477
4130 Wages Part-time Employees 308 0 0 0 0 0
4133 Vacation Pay 6,781 6,896 0 6,289 0 0
4134 Holiday Pay 4,936 5,230 0 4,529 0 0
4135 Sick Leave Pay 3,084 2,941 0 2,286 0 0
Salaries and Wages TOTAL 126,907 115,959 160,408 110,641 167,477 167,477
4142 PERA Coordinated Plan 5,592 5,782 8,309 5,731 8,675
4146 FICA 8,925 8,162 12,271 8,362 12,812 12,812
4150 Employee Benefits 6,227 8,261 13,446 9,751 14,286 14,286
4151 Health Insurance 2,476 0 0 0 0 0
4152 Life Insurance 14 0 0 0 0 0
4153 Dental Insurance 145 0 0 0 0 0
4154 Workers Comp Insurance 990 816 1,180 714 1,222 1,222
4158 Disability Insurance 604 374 620 360 463 463
Fringe Benefits TOTAL 24,973 23,395 35,826 24,918 37,458 37,458
4210 Office Supplies 546 28 0 115 0 0
4220 Operating Supplies 575 945 250 91 250 250
4222 Lubricants & Additives 8 0 0 0 0 0
4227 Safety Supplies 34 0 0 0 0 0
4230 Repai r & Maint Supplies 224 0 0 • 0 0 0 0
.
CITY OF BROA CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4271 Minor Equipment 164 0 0 0 0 0
Supplies TOTAL 1,551 973 250 206 250 250
---------- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4310 Professional Services -85 0 0 0 0 0
Purchased Services TOTAL -85 0 0 0 0 0
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4322 Telephone Services 43 112 0 0 0 0
4324 Delivery Service 72 16 0 0 0 0
4334 Use of Personal Auto 96 229 200 98 200 200
Communications TOTAL 211 357 200 98 200 200
4382 Equipment Repair & Maint 153 0 0 0 0 0
4397 Logis Charges 0 0 0 60 0 0
Repair Rental & Maint TOTAL 153 0 0 60 0 0
4411 Conferences and Schools 1,017 626 1,000 80 1,000 1,000
4412 Meeting Expenses 0 20 0 0 0 0
4413 Dues & Subscriptions 614 556 700 495 700 700
4414 Licenses, Taxes, & Fees 3 0 0 0 0 0
4417 Books /Reference Materials 159 73 250 134 100 100
Other Contractual Sery TOTAL 1,794 1,275 1,950 710 1,800 1,800
4548 Computer Equipment 0 0 5,800 4,926 2,900 2,900
Capital Outlays TOTAL 0 0 5,800 4,926 2,900 2,900
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
PUBLIC WORKS ADMIN TOTAL 155,504 141,959 204,434 141,559 210,085 210,085
II
Division: Streets Maintenance
Budget Code: 445
Program No: 2501, 2504, 2523, 2524, 2526, 2601
I I
• PROFILE
This division provides for the maintenance of city streets, sidewalks and trails. The activities include
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair and the cost of operating and
maintaining the trail light system.
DEPARTMENTAL GOALS
• Sweep all streets at least twice in 2000.
• Patch and crack seal streets according to Pavement Management Program standards. All new streets
with curb are crack sealed annually as necessary and sealcoated six to seven years after street has been
improved. Streets in the City's five -year reconstruction program are not sealcoated. Emphasis in 2000
will be on the Southeast Neighborhood north of 57th Avenue, and the area between I94/694 and 65th,
from Bryant to Humboldt.
• Reclaim and overlay about %2 mile of alleys in the Southeast Neighborhood.
• Overlay rails to maintain integrity.
gritY•
• Maintain trail light system.
SPECIFIC EXPENDITURE CODE DETAIL
• Object
Number Explanation Amount
4130 Wages of Part Time Employees $25,748
Wages of six summer seasonal employees who work primarily in the areas of patching, crack
sealing, and catch basin repair. The budget is based on an average wage rate, however, actual
wage rate is determined by a point system evaluating education and experience.
4220 Operating Supplies $4,000
Includes various supplies such as propane, paper for crack sealing, gloves, office supplies,
etc.
4227 Safety Supplies $2,500
The cost of 11 employees' reimbursement for required personal protective equipment such
as safety boots and reflective jackets. Also includes protective equipment for 7 seasonal and
3 supervisory employees, and eneral safe equipment such as vests reflective rain
p rY g safety ear, g
masks, respirators, safety gloves, and first aid supplies.
4234 Street Maintenance Materials $60,000
This item represents the bulk of the materials used to maintain City streets, alleys and
sidewalks and the storm sewer system: hot mix, cold mix, road oil, crack sealant, sand, rock,
concrete, catch basin grates, rings, etc.
• 4246 Trailway Repair Supplies $10,000
This item provides for the rehabilitation of major sections of trailway. In 2000, portions of
the Palmer Lake trail will be overlaid.
4400 Other Contractual Service $4,000
The cost of monthly or as- needed rental of barricades and specialized signs, placement of
temporary Stop signs, rental of coveralls for organized employees as necessary
requested.
4560 Construction Contracts $90,000
Generally, this line item is the City's contractual sealcoat program. In the past, streets were
sealcoated on average every seven to eight years, unless they were scheduled to be
reconstructed within that time period. Newly reconstructed streets are sealcoated six to seven
years following construction. In 2000, the revised Pavement Management Program will -be
fully implemented. The emphasis now on focusing maintenance resources on streets which
have been recently reconstructed, or streets which have substantial structural integrity
remaining. In 2000, no sealcoating will be performed. Instead several alleys in the Southeast
Neighborhood which are in poor condition will be reclaimed, regraded, and overlaid.
PERSONNEL LEVELS
Number Position
1 Public Works Superintendent
1 Supervisor of Streets and Parks Maintenance
1 Public Services Clerical Technician
4 Maintenance II
Also includes seasonal part-time.
CAPITAL OUTLAY •
Item Anticipated Units Cost(s) Use /need
purchase date
Streets Maintenance major
equipment is included in Central
Garage Division.
1 jackhammer 1 /00 1 $1,900 Replace existing unit which is no
longer working
I
s
• CITY OF BROOW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- - - - - -- ----- - - - - -- ------- - - - - --
DIV STREETS MAINTENANCE 445
4100 Wages Regular Employees 224,814 267,045 233,392 181,676 240,370 240,370
4112 Overtime Regular Employee 2,502 3,062 4,719 1,003 4,336 4,336
4130 Wages Part -time Employees 17,652 27,165 25,748 31,970 25,748 25,748
4133 Vacation Pay 16,684 17,791 0 15,967 0 0
4134 Holiday Pay 10,372 10,803 0 6,253 0 0
4135 Sick Leave Pay 7,235 12,582 0 9,984 0 0
Salaries and Wages TOTAL 279,257 338,448 263,859 246,854 270,454 270,454
4142 PERA Coordinated Plan 11,664 16,140 13,368 11,156 13,701 13,701
4146 FICA 20,969 25,848 19,743 18,752 20,234 20,234
4150 Employee Benefits 16,922 23,042 26,412 21,635 28,572 28,572
4151 Health Insurance 2,540 0 0 0 0 0
4152 Life Insurance 19 0 0 0 0 0
4153 Dental Insurance 131 0 0 0 0 0
4154 Workers Comp Insurance 8,187 10,668 7,390 6,511 7,540 7,540
Fringe Benefits TOTAL 60,432 75,698 66,913 58,054 70,047 70,047
4212 Printed Forms 0 107 0 0 0 0
4220 Operating Supplies 6,391 4,657 4,000 1,678 4,000 4,000
4227 Safety Supplies 1,124 1,723 2,000 1,506 2,500 2,500
4230 Repair & Maint Supplies 785 0 0 0 0 0
4234 Street Maint Materials 33,425 31,769 64,000 14,285 60,000 60,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4235 Landscaping Materials 122 54 500 330 500 500
4236 Signs & Striping Material 1,498 559 1,000 1,147 1,000 1,000
4240 Small Tools 606 787 750 470 1,000 1,000
4246 Trailway Repair Supplies 0 10,018 10,000 0 10,000 10,000
Supplies TOTAL 43,951 49,674 82,250 19,416 79,000 79,000
4334 Use of Personal Auto 0 13 0 162 0 0
4351 Legal Notice Publication 243 154 300 0 150 150
Communications TOTAL 243 167 300 162 150 150
4384 Street & Alley Repair 68,010 0 0 0 0 0
4386 Communication Systems 2,260 2,271 2,400 1,704 2,300 2,300
4393 Equipment Rentals 49 0 0 0 0 0
Repair Rental & Maint TOTAL 70,319 2,271 2,400 1,704 2,300 2,300
4400 Other Contractual Service 3,358 2,845 4,000 1,781 4,000 4,000
4411 Conferences and Schools 104 1,918 2,000 886 2,250 2,250
4413 Dues & Subscriptions 50 85 100 80 100 100
4414 Licenses, Taxes, & Fees 0 9 0 10 0 0
4417 Books /Reference Materials 0 0 100 235 100 100
4427 Tree Removal Contract 0 0 0 64 0 0
Other Contractual Sery TOTAL 3,512 4,857 6,200 3,057 6,450 6,450
4440 Fuel Charges 9,658 13 584 20,504 15,132 20,889 20,889
• 06 •
• CITY OF BROS CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4441 Fixed Charges 170,992 232,005 217,452 145,904 195,784 195,784
4442 Repair & Maint Charges 61,459 102,098 115,750 82,159 108,022 108,022
4443 Multi -use Hourly Charges 151,913 0 0 0 0 0
4444 Replacement Charges 24,942 0 21,900 6,513 0 0
Central Garage Rentals TOTAL 418,964 347,686 375,606 249,709 324,695 324,695
4486 Hazardous Waste Disposal 0 1,119 0 0 0 0
4487 Solid Waste Disposal 2,743 1,487 7,000 1,100 7,000 7,000
Utilities TOTAL 2,743 2,606 7,000 1,100 7,000 7,000
4548 Computer Equipment 0 0 2,500 2,408 0 0
4552 Other Equipment 0 7,137 0 0 1,900 1,900
4560 Construction Contracts 0 89,507 90,000 51,555 90,000 90,000
Capital Outlays TOTAL 0 96,645 92,500 53,963 91,900 91,900
STREETS MAINTENANCE TOTAL 879,422 918,051 897,028 634,018 851,996 851,996
Division: Traffic Control
Budget Code: 446
Program No: 2571, 2573, 2574, 2761
• PROFILE
This division provides maintenance, replacement, and inventory of signage and pavement markings and the
operation and maintenance of traffic signals. Totals as follows:
► 6,022 sign faces
► 45.8 miles of striping
► 140 cross walks
► 1,023 cross walk squares
► 228 legends and symbols
► 1,100+ parking stalls
DEPARTMENT GOALS
• Replace all signs that are worn or damaged beyond manufacturers' warranty with high intensity grade
sheeting.
• Update Sign Management System records as signs are replaced.
p g g Y � P
• Continue street name sign replacement.
• Maintain painted pavement markings.
• Maintain preformed pavement markings and use new non -paint technology.
• Work with other departments to further implement computerized sign making capabilities.
• Replace Sign Management System PC.
SPECIFIC EXPENDITTJRE CODE DETAIL
Object
Number Exnlanation Amount
4236 Signs and Striping Material $44,500
An increase from $41,000 is requested to begin using high intensity grade sheeting on street
name signs.
4387 Traffic Signals Maintenance $ 3,500
The cost of contractual signal maintenance with Hennepin County. An increase from $2,000
is requested to cover the cost of aging systems. In 1998, two controllers had to be replaced,
and one in the first half of 1999.
4481 Electric Service $25,000
Represents the cost of electric service for traffic signals. Many traffic signal lamps were
replaced in 1998 with more energy - efficient LED bulbs, thus increasing useful life and
reducing long -term electric costs.
4615 NSP Loan Program Debt Service $16,660
The energy - efficient LED bulbs described above were financed by a no- interest loan from
• NSP. Laon repayements are made from the energy savings.
PERSONNEL LEVELS
Number Position
2 Maintenance II
Also includes one seasonal part-time.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Replacement PC with 19" monitor 1 /00 1 $2,900 Scheduled replacement. This PC
is used with the Sign Inventory
Software, and also is used to
design and fabricate custom
signs.
•
• CITY OF BROA CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - -- - ----- - - - - -- ------- - - - - -- ------- - - - - --
DIV TRAFFIC CONTROL 446
4100 Wages Regular Employees 48,118 53,043 71,767 43,727 76,098 76,098
4112 Overtime Regular Employee 1,920 1,082 0 328 0 0
4130 Wages Part -time Employees 3,105 3,203 5,427 3,239 5,427 5,427
4131 Overtime of Part -time Emp 6 0 0 0 0 0
4133 Vacation Pay 6,200 5,847 0 2,449 0 0
4134 Holiday Pay 3,199 3,353 0 2,059 0 0
4135 Sick Leave Pay 2,774 2,702 0 2,289 0 0
Salaries and Wages TOTAL 65,323 69,230 77,194 54,091 81,525 81,525
4142 PERA Coordinated Plan 2,738 3,483 3,999 2,637 4,223 4,223
4146 FICA 5,044 5,516 5,905 4,366 6,237 6,237
4150 Employee Benefits 7,141 8,681 8,804 6,048 9,524 9,524
4151 Health Insurance 986 0 0 0 0 0
4152 Life Insurance 6 0 0 0 0 0
4153 Dental Insurance 48 0 0 0 0 0
4154 Workers Comp Insurance 2,199 2,692 3,044 1,778 3,205 3,205
Fringe Benefits TOTAL 18,162 20,372 21,752 14,830 23,189 23,189
4236 Signs & Striping Material 41,239 38,156 41,000 37,325 44,500 44,500
Supplies TOTAL 41,239 38,156 41,000 37,325 44,500 44,500
4380 Repair & Maint Contract 0 0 0 68 0 0
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4387 Traffic Signals Maint 321 7,906 2,000 10,368 3,500 3,500
Repair Rental & Maint TOTAL 321 7,906 2,000 10,436 3,500 3,500
4441 Fixed Charges 0 -45 0 -30 0 0
Central Garage Rentals TOTAL 0 -45 0 -30 0 0
4481 Electric Service 30,959 35,800 32,000 22,617 25,000 25,000
Utilities TOTAL 30,959 35,800 32,000 22,617 25,000 25,000
4530 Other Improvements 0 0 3,400 2,479 0 0
4548 Computer Equipment 0 0 4,400 4,405 2,900 2,900
4552 Other Equipment 0 2,568 0 0 0 0
Capital Outlays TOTAL 0 2,568 7,800 6,884 2,900 2,900
---------- ---- - - - - --
4615 NSP Loan Debt Service 0 2,776 0 12,492 16,660 16,660
Debt Service TOTAL 0 2,776 0 12,492 16,660 16,660
TRAFFIC CONTROL TOTAL 156,003 176,763 181,746 158,644 197,274 197,274
Division: Snow and Ice Control
Budget Code: 447
Program No: 2534
PROFILE
This division provides snow plowing and ice control of streets, alleys, sidewalks, trails and government
building parking lots. The ice control function includes both salting and sanding. Snow removal from
boulevards and medians is also provided by means of blowing and hauling.
DEPARTMENTAL GOALS
• Provide for public safety by maintaining an efficient high performance snow and ice control operation.
• Continually refine snow plowing plan to best utilize operators and equipment.
• Following each snowfall event in excess of 2.5" all arterial and collector streets along with all
intersections are to be cleared by 7:00 a.m.
• Following each snowfall event in excess of 2.5" all streets will be plowed to full width within 12 hours.
• Continue to use straight salt to limit maintenance problems and reduce environmental dumping concerns.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4234 Street Maintenance Materials $45,000
The cost of sand and salt used for ice control operations. In an average year we purchase
1500 tons of salt.
PERSONNEL LEVELS
Number Position
4 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Snow and ice control equipment is
included in Central Garage Division.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV SNOW & ICE CONTROL 447
4100 Wages Regular Employees 56,298 36,942 107,734 34,092 107,990 107,990
4112 Overtime Regular Employee 10,219 10,434 14,029 10,595 14,717 14,717
4130 Wages Part-'time Employees 0 18 0 0 0 0
4133 Vacation Pay 10,723 9,378 0 4,953 0 0
4134 Holiday Pay 4,502 4,619 0 2,181 0 0
4135 Sick Leave Pay 3,747 989 0 2,222 0 0
Salaries and Wages TOTAL 85,488 62,380 121,763 54,043 122,707 122,707
- - - - -- ---- - - - - --
4142 PERA Coordinated Plan 3,600 3,145 6,307 2,799 6,356 6,356
4146 FICA 6,395 5,162 9,315 4,341 9,387 9,387
4150 Employee Benefits 6,684 7,481 13,206 7,334 14,286 14,286
4151 Health Insurance 914 0 0 0 0 0
4152 Life Insurance 8 0 0 0 0 0
i
4153 Dental Insurance 67 0 0 0 0 0
4154 Workers Comp Insurance 2,720 2,442 4,612 1,753 4,649 4,649
Fringe Benefits TOTAL 20,389 18,229 33,440 16,228 34,678 34,678
4220 Operating Supplies 1,320 1,346 200 0 0 0
4231 Equipment Parts 52 0 0 0 0 0
4234 Street Maint Materials 48,661 39,005 45,000 43,794 45,000 45,000
Supplies TOTAL 50,033 40,351 45,200 43,794 45,000 45,000
� � i
• CITY OF BROW CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4411 Conferences and Schools 120 0 0 0 0 0
4413 Dues & Subscriptions 100 0 0 0 0 0
Other Contractual Sery TOTAL 220 0 0 0 0 0
4553 Mobile Equipment 7,194 0 0 0 0 0
Capital Outlays TOTAL 7,194 0 0 0 0 0
SNOW & ICE CONTROL TOTAL 163,324 120,961 200,403 114,064 202,385 202,385
Division: Street Lighting
Budget Code: 448
Program No: 2578
• PROFILE
This division provides primarily for electrical and maintenance fees paid to NSP for street lights owned by
NSP. It also provides for electrical service, maintenance, repair, and replacement of lights owned by the
City.
The City owns approximately 75 ornamental lights, primarily in the Earle Brown commercial area, and
leases about 1103 lights from NSP. Another 99 lights owned by the City are located on traffic signal posts
and mast arms.
DEPARTMENTAL GOALS
• The City's street light policy provides for at least one street light per intersection and at curves and
major driveway entrances. Mid -block street lights are installed by petition when the distance
between intersections is greater than 700 feet.
PERSONNEL LEVELS
None listed.
• CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No major equipment purchases
planned.
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - -- - - - -- -- - - - - -- ------- - - - - -- ------- - - - - --
DIV STREET LIGHTING 448
4382 Equipment Repair & Maint 229 888 1,000 0 1,000 1,000
4387 Traffic Signals Maint 1,879 0 0 0 0 0
4388 Electrical Repairs. 218 -90 1,500 0 1,500 1,500
Repair Rental & Maint TOTAL 2,325 798 2,500 0 2,500 2,500
4481 Electric Service 138,131 136,033 132,000 116,553 136,000 136,000
Utilities TOTAL 138,131 136,033 132,000 116,553 136,000 136,000
STREET LIGHTING TOTAL 140,456 136,831 134,500 116,553 138,500 138,500
t . t
Division: Park Grounds Maintenance
Budget Code: 449
Program No: 2801, 2817, 2951
• PROFILE
This division provides basic park turf maintenance including mowing, fertilizing, weed control, seeding, and
aerating. It also provides miscellaneous grounds maintenance such as node, streetscape and flower
maintenance, litter picking, trash hauling, and administration of the Adopt- A- Park/Trail/Street program.
DEPARTMENTAL GOALS
• Maintain 350 acres of manicured turf areas with efficient mowing and trimming program. Normal
mowing cycle is once every 7 -10 days.
• Supplement Hennepin County mowing of Brookdale area, CR 10, and Brooklyn Boulevard to ensure
safety and enhance aesthetics.
• Upgrade and re -chip wood chip trails.
• Pursue participants for Adopt- A- Park/Traii/Street program and maintain current volunteers.
• Continue replacement (six per year) of wood picnic tables with maintenance -free aluminum units and
litter receptacles with recycled plastic lumber units.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Wages of Part -time Employees $35,762
Wages of eight summer seasonal employees who mow parks, weed whip, and provide other
grounds maintenance. This line item was increased from $29,727. Funds and part-time
employee hours were transferred from Division 450, Parks Facility Maintenance, to better
reflect where summer help was actaully being used.
4220 Operating Supplies $10,000
Includes general operating supplies as well as continuing replacement of 6 picnic tables, 2
trimmer/brush cutters, and 6 litter receptacles per year. Includes $1,000 for Adopt -A -Park
supplies.
4230 Repair & Maintenance Supplies $1
Generally, the cost of supplies to repair the various irrigation systems in the parks and the
69th Avenue parkway.
4400 Other Contractual Services $3,000
Includes the cost of the City's ongoing contract with the University of Minnesota for goose
removal from parks. Also includes the cost of rental coveralls as needed as requested in
accordance with labor contracts.
4441 Fixed Charges $73,884
Fixed charges is the amount paid to the Central Garage Fund every year to build up funds
• adequate to replace equipment, similar to accumulating depreciation. Each year the cost of
replacing the inventory of equipment is reestimated. If there are significant price changes,
then the fixed charge must increase to fund this change.
4531 Special Assessments on Land $7,900
A portion of the cost of street improvements to be constructed in 2000 adjacent to Gard
City Park will be specially assessed against the park as part of the Garden City Cent
Project. The $7,900 is a one -time payment in full of those assessments.
PERSONNEL LEVELS
Number Position
2 Maintenance II
1.90 Seasonal Part-Time
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Park Sign, Twin Lake Park 4/00 1 $4,700 Replace broken wooden unit with
new style.
Sod Cutter 3/00 1 $3,700 Replace deteriorated unit. Used
for restoration of turf, trails &
ballfields.
Replacement PC 4/00 1 $2,500 Would replace the street & park
supervisor's PC, in accord with
the 4 year replacement cycle.
Additional 72" Mower 4100 1 $20,500 Additional mower to meet
increased mowing needs and
reduce mowing cycle time.
s
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV PARKS GROUND MAINT 449
4100 Wages Regular Employees 83,124 104,587 71,912 108,482 73,783 73,783
4112 Overtime Regular Employee 0 350 0 59 0 0
4130 Wages Part -time Employees 23,985 33,461 29,727 23,653 35,762 35,762
4131 Overtime of Part -time Emp 13 7 0 0 0 0
4133 Vacation Pay 4,800 5,228 0 3,898 0 0
4134 Holiday Pay 2,981 3,102 0 2,081 0 0
4135 Sick Leave Pay 3,299 1,915 0 995 0 0
Salaries and Wages TOTAL 118,202 148,649 101,639 139,168 109,545 109,545
4142 PERA Coordinated Plan 4,214 5,921 5,265 5,984 5,674 5,674
4146 FICA 8,842 11,150 7,775 10,315 8,380 8,380
4150 Employee Benefits 7,141 8,081 8,804 7,334 9,524 9,524
4151 Health Insurance 1,441 0 0 0 0 0
4152 Life Insurance 9 0 0 0 0 0
4153 Dental Insurance 78 0 0 0 0 0
4154 Workers Comp Insurance 2,524 3,479 2,104 2,817 2,257 2,257
Fringe Benefits TOTAL 24,249 28,631 23,948 26,449 25,835 25,835
---------- - - - -__
4220 Operating Supplies 8,264 6,349 9,000 5,333 10,000 10,000
4226 Chemical Products 503 1,137 2,000 2,003 2,000 2,000
4227 Safety Supplies 1,022 1,213 1,250 667 1,500 1,500
4230 Repair & Maint Supplies 1,077 585 1,500 990 1,500 1,500
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4235 Landscaping Materials 18,559 15,424 18,500 12,052 18,500 18,500
4240 Small Tools 1,481 1 0 0 0 0
Supplies TOTAL 30,908 24,709 32,250 21,045 33,500 33,500
4324 Delivery Service 10 0 0 0 0 0
Communications TOTAL 10 0 0 0 0 0
4382 Equipment Repair & Maint 603 0 0 0 0 0
i
4385 Landscaping Services 570 1,140 1,200 1,140 1,200 1,200
4386 Communication Systems 378 504 400 378 500 500
4388 Electrical Repairs 272 0 0 0 0 0
4393 Equipment Rentals 0 0 500 330 500 500
Repair Rental & Maint TOTAL 1,823 1,644 2,100 1,848 2,200 2,200
4400 Other Contractual Service 3,312 2,755 3,000 2,490 3,000 3,000
4411 Conferences and Schools 0 0 0 26 0 0
4413 Dues & Subscriptions 35 0 0 20 0 0
4414 Licenses, Taxes, & Fees 10 20 50 54 0 0
Other Contractual Sery TOTAL 3,357 2,775 3,050 2,590 3,000 3,000
4440 Fuel Charges 7,797 8,699 8,120 6,501 8,745 8,745
4441 Fixed Charges 49,646 41,595 55,600 45,050 73,884 73,884
4442 Repair & Maint Charges 33,370 44,868 50,711 69,223 72,160 72,160
4443 Multi- Hourly Charges 5,725 0 0 0 0 0
i a • -
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - - -- - ------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4444 Replacement Charges 0 0 13,775 0 0 0
Central Garage Rentals TOTAL 96,538 95,163 128,206 120,775 154,789 154,789
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - -
4486 Hazardous Waste Disposal 0 63 0 76 0 0
Utilities TOTAL 0 63 0 76 0 0
4530 Other Improvements 0 0 0 0 4,700 4,700
4531 Special Assessments 17,080 17,000 14,000 14,000 7,900 7,900
4548 Computer Equipment 0 0 0 0 2,500 2,500
4552 Other Equipment 9,062 0 0 0 3,700 3,700
4553 Mobile Equipment 5,409 14,419 6,200 5,839 20,500 20,500
Capital Outlays TOTAL 31,551 31,419 20,200 19,839 39,300 39,300
PARKS GROUND MAINT TOTAL 306,640 333,052 311,393 331,789 368,169 368,169
Division: Parks Facility Maintenance
Budget Code: 450
Program No: 2802, 2846
• PROFILE
This division provides maintenance and repair of playground equipment, 14 park shelter buildings, 4 picnic
shelters, irrigation sprinklers, bleachers, benches, and restroom and dumpster enclosures to ensure safe,
clean, and accessible ark buildings and equipment. It also includes as and electric service to shelters
p g g and
park lights, collection of refuse, and rental/service charges for portable restroom facilities.
DEPARTMENTAL GOALS
• Continue weekly summertime safety and maintenance inspections of playgrounds and shelter buildings
to insure high quality facilities.
• Repair /upgrade park signage as necessary.
PERSONNEL LEVELS
Number Position
3 Maintenance II
•2 Seasonal Part-Time
SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Explanation Amount
4130 Wages of Part -time Employees $3,576
This line item was reduced from $12,677, with that difference transferred to Division 449,
Park Grounds Maintenance, to better reflect where summer help was actually being used.
4220 Operating Supplies $5,000
Includes general operating supplies such as playground repair supplies, chains, swings,
benches, etc.
4230 Repair and Maintenance Supplies P PP 2 000 $
Primarily the cost of stain and paint needed to clean up graffiti.
4233 Building Repair Supplies $4
The cost of various supplies such as lumber, shingles, doors, etc. for basic maintenance of
park shelter buildings. In the long -term park plan, some buildings have been identified for
building replacement. Others which have been identified for long -term removal will be kept
up with minor repairs until that removal occurs.
4388 Electrical Repairs $6,000
Many buildings and trail lights have continuing operational and maintenance problems and
• should be on a continuing program of rewiring. An increase from $5,000 to $6,000 reflects
increasing costs and needs.
4400
Other Contractual Service $4,000
Costs include, for example, maintenance contracts on warming house furnaces; repairs to
various park facilities that cannot be accomplished by park maintenance staff; sewer servi
cleaning, asbestos abatement, etc.
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
None requested.
II
• CITY OF BROONN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV PARKS FACILITY MAINT 450
4100 Wages Regular Employees 47,865 45,137 124,344 36,096 128,788 128,788
4112 Overtime Regular Employee 134 736 0 68 0 0
4130 Wages Part -time Employees 7,906 1,989 12,677 3,472 3,576 3,576
4133 Vacation Pay 9,674 9,888 0 11,103 0 0
4134 Holiday Pay 5,697 5,620 0 3,096 0 0
4135 Sick Leave Pay 3,521 3,280 0 1,751 0 0
Salaries and Wages TOTAL 74,797 66,650 137,021 55,587 132,364 132,364
4142 PERA Coordinated Plan 2,837 3,270 7,098 2,700 6,856 6,856
4146 FICA 5,506 5,223 10,482 4,533 10,126 10,126
4150 Employee Benefits 8,711 11,821 13,206 9,715 14,286 14,286
4151 Health Insurance 1,139 0 0 0 0 0
4152 Life Insurance 9 0 0 0 0 0
4153 Dental Insurance 92 0 0 0 0 0
4154 Workers Comp Insurance 1,646 1,777 3,573 1,296 3,496 3,496
Fringe Benefits TOTAL 19,940 22,091 34,359 18,244 34,764 34,764
4220 Operating Supplies 8,016 3,842 5,000 2,732 5,000 5,000
4225 Shop Supplies 5 0 0 0 0 0
4226 Chemical Products 0 1,386 0 0 0 0
4227 Safety Supplies 75 0 0 0 0 0
4230 Repair & Maint Supplies 1,618 1,976 2,000 1,435 2,000 2,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4233 Building Repair Supplies 2,547 9,055 4,000 1,560 4,000 4,000
4240 Small Tools 0 979 750 578 750 750
4247 Park Courts Repair Supply 0 0 0 300 0 0
Supplies TOTAL 12,261 17,239 11,750 6,606 11,750 11,750
4322 Telephone Services 2,374 2,206 2,500 1,338 2,500 2,500
Communications TOTAL 2,374 2,206 2,500 1,338 2,500 2,500
4382 Equipment Repair & Maint 4,485 0 0 0 0 0
4386 Communication Systems 126 0 0 0 0 0
4388 Electrical Repairs 5,386 4,779 5,000 3,781 6,000 6,000
Repair Rental & Maint TOTAL 9,997 4,779 5,000 3,781 6,000 6,000
4400 Other Contractual Service 2,872 1,386 4,000 954 4,000 4,000
4411 Conferences and Schools 0 109 1,000 577 1,000 1,000
Other Contractual Sery TOTAL 2,872 1,495 5,000 1,531 5,000 5,000
4443 Multi-use Hourly Charges 56,915 0 0 0 0 0
Central Garage Rentals TOTAL 56,915 0 0 0 0 0
4481 Electric Service 26,367 27,008 25,500 17,999 25,500 25,500
4482 Gas Service 7,867 4,748 8,200 4,094 5,500 5,500
4484 Water Service 3,167 4,422 3,200 3,136 5,000 5,000
A485 Sanitary Sewer Service 2,329 1,765 2,400 1,828 2,000 2,000
• CITY OF BROON CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- -- - -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4487 Solid Waste Disposal 21,009 26,219 25,000 19,402 21,000 21,000
4488 Storm Water Drainage 16,838 18,708 17,000 14,811 19,000 19,000
Utilities TOTAL 77,578 82,870 81,300 61,270 78,000 78,000
4530 Other Improvements 0 1,980 0 0 0 0
4553 Mobile Equipment 0 169 0 0 0 0
Capital Outlays TOTAL 0 2,149 0 0 0 0
PARKS FACILITY MAINT TOTAL 256,733 199,479 276,930 148,357 270,378 270,378
I
I
�I
Division: Maintenance for Recreation Programs
Budget Code: 451
Program No: 2903, 2904, 2910, 2914, 2947
•
PROFILE
This division provides support services for specific recreation programs. These programs include athletic
field maintenance, tennis court maintenance, summer programs, broomball, puppet wagon, Tuesdays in the
Park, and the Community Band.
This division maintains 4 baseball fields, 26 softball fields, 2 football fields, and 16 tennis courts.
DEPARTMENTAL GOALS
• Mow 30 softball/baseball /football fields once every 5 -7 days.
• Broom and line 30 softball/baseball/football fields five days per week during the summer.
• Maintain high level of support for recreation programs.
• Survey condition of tennis courts and repair as needed.
• Provide transportation of Community Band equipment
• Continue ro am of replacing p gr p cmg two wood bleachers per year with maintenance -free aluminum units.
PERSONNEL LEVELS
Number Position
• 1 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Aluminum bleachers 3/00 2 $5,500 Seating for various park events.
Replacement for aging wood and
steel units. Lower maintenance
and increased safety.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV MAINT RECREATION PROGS 451
4100 Wages Regular Employees 34,491 34,291 35,507 55,829 36,442 36,442
4112 Overtime Regular Employee 223 10,626 3,061 12,243 3,154 3,154
4130 Wages Part-time Employees 1,584 3,681 0 2,450 3,576 3,576
4133 Vacation Pay 2,588 2,631 0 1,744 0 0
4134 Holiday Pay 1,491 1,611 0 843 0 0
4135 Sick Leave Pay 1,125 1,319 0 1,208 0 0
Salaries and wages TOTAL 41,502 54,158 38,568 74,316 43,172 43,172
4142 PERA Coordinated Plan 1,786 2,611 1,998 3,723 2,236 2,236
4146 FICA 3,062 3,948 2,950 5,403 3,303 3,303
4150 Employee Benefits 2,570 3,740 4,402 3,667 4,762 4,762
4151 Health Insurance 506 0 0 0 0 0
4152 Life Insurance 4 0 0 0 0 0
4153 Dental Insurance 50 0 0 0 0 0
4154 Workers Comp Insurance 907 1,187 777 1,642 868 868
Fringe Benefits TOTAL 8,886 11,486 10,127 14,435 11,169 11,169
4220 Operating Supplies 2,425 0 0 0 0 0
4244 Athletic Field Supplies 4,036 4,513 6,000 3,330 6,000 6,000
4247 Park Courts Repair Supply 87 1,570 4,000 2,900 4,000 4,000
Supplies TOTAL 6,548 6,083 10,000 6,230 10,000 10,000
• CITY OF BRAN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- ---- - - - - -- ------- - - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4552 Other Equipment 0 4,524 5,500 4,671 5,500 5,500
Capital Outlays TOTAL 0 4,524 5,500 4,671 5,500 5,500
MAINT RECREATION PROGS TOTAL 56,936 76,251 64,195 99,652 69,841 69,841
Ili
Division: Forestry
Budget Code: 452
Program No: 2308, 2514, 2515, 2863, 2864, 2871, 2891, 2895
• PROFILE
This division provides for the maintenance and reforestation of trees in parks, boulevards, and other public
lands. It also provides for the operation of the Diseased Tree Program and programs targeted for residential
properties. Finally, it provides for the administration of the City's noxious weed eradication program and
grass and weed cutting on freeway excess right of way.
DEPARTMENTAL GOALS
• Continue with annual park and boulevard reforestation replacement plan for trees damaged by accident
or disease.
• Continue review of tree care policy to better care for the urban forest.
• Continue to provide up to 30 tree replacement coupons through the Residential Reforestation Program
to assist property owners in replacing trees lost to disease.
• Maintain the standards of a Tree City USA community.
• Work throughout the community to maintain the Diseased Tree Program.
• Provide boulevard and storm damage tree trimming as necessary.
• Continue to administer the noxious weed program in a fair manner and to improve the appearance of
excess freeway right of way by providing for periodic mowing.
• Contract with a commercial mower to provide for mowing of turf where it is not possible or practical for
City forces and equipment
SPECIFIC EXPENDITiJRF CODE DETAIL
Object
Number Explanation Amount
4220 Operating Supplies $2,000
Includes $1,500 for Arbor Day and other special project costs.
i
4235 Landscaping Materials $4,000
The cost of replacement trees in the parks and City - maintained boulevards, plus the cost of
the Residential Reforestation $50 tree coupon program.
4385 Landscaping Services $4,500
The cost of contractual weed and grass cutting, primarily on excess freeway right of way and
other locations for which the City does not own the specialized equipment needed and which
would not be cost - effective to purchase.
4400 Other Contractual Services $6,000
The cost of contractual tree removal not due to disease of trees which are too large or
unusually located for removal with City equipment.
4427 Tree Removal Contract $10,000
Represents
. the City's share of the cost of removal of diseased boulevard trees, plus the full
cost of removal of diseased park trees.
PERSONNEL LEVELS
Number Position
1 Maintenance II
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
No major equipment purchases
planned.
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV FORESTRY 452
4100 Wages Regular Employees 52,202 54,498 71,284 24,514 73,154 73,154
4112 Overtime Regular Employee 1,451 1,020 0 263 0 0
4130 Wages Part -time Employees 8,992 3,147 0 1,981 0 0
4131 Overtime of Part -time Emp 72 0 0 0 0 0
4133 Vacation Pay 4,345 4,235 0 3,010 0 0
4134 Holiday Pay 2,956 3,247 0 1,686 0 0
4135 Sick Leave Pay 3,655 4,069 0 8,017 0 0
Salaries and Wages TOTAL 73,673 70,217 71,284 39,470 73,154 73,154
4142 PERA Coordinated Plan 2,904 3,474 3,693 2,258 3,789 3,789
4146 FICA 5,647 5,419 5,453 3,606 5,596 5,596
4150 Employee Benefits 6,141 8,081 8,804 6,563 9,524 9,524
4151 Health Insurance 813 0 0 0 0 0
4152 Life Insurance 5 0 0 0 0 0
4153 Dental Insurance 34 0 0 0 0 0
4154 Workers Comp Insurance 2,207 2,354 2,835 1,330 2,910 2,910
Fringe Benefits TOTAL 17,752 19,328 20,785 13,757 21,819 21,819
4220 Operating Supplies 330 255 250 384 2,000 2,000
4227 Safety Supplies 0 375 0 0 0 0
4235 Landscaping Materials 2,398 3,566 4,000 3,652 4,000 4,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 -AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
-------------- - - - -- ------- - - - - --
Supplies TOTAL 2,727 4,196 4,250 4,036 6,000 6,000
4351 Legal Notice Publication 24 0 0 31 0 0
Communications TOTAL 24 0 0 31 0 0
---------- ---- - - - - --
4380 Repair & Maint Contract 6,900 0 0 0 0 0
4385 Landscaping Services 0 0 0 0 4,500 4,500
Repair Rental & Maint TOTAL 6,900 0 0 0 4,500 4,500
-- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- -
4400 Other Contractual Service 25,644 7,262 3,000 7,534 6,000 6,000
4411 Conferences and Schools 30 15 50 255 0 0
4413 Dues & Subscriptions 0 25 50 30 0 0
4414 Licenses, Taxes, & Fees 14 8 0 17 0 0
4417 Books /Reference Materials 0 0 0 20 0 0
4427 Tree Removal Contract 8,010 10,730 10,000 0 10,000 10,000
Other Contractual Sery TOTAL 33,697 18,039 13,100 7,856 16,000 16,000
4487 Solid Waste Disposal 6,427 0 0 0 0 0
Utilities TOTAL 6 0 0 0 0 0
FORESTRY TOTAL 141,200 111,779 109,419 65,149 121,473 121,473
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - - --
DIV ICE & HOCKEY RINKS 454
4100 Wages Regular Employees 43,514 37,979 71,014 22,345 72,884 72,884
4112 Overtime Regular Employee 1,650 5,524 3,188 2,306 3,285 3,285
4130 Wages Part -time Employees 650 313 0 89 0 0
4133 Vacation Pay 3,775 4,682 0 4,119 0 0
4134 Holiday Pay 2,956 3,115 0 1,958 0 0
4135 Sick Leave Pay 2,526 7,515 0 2,127 0 0
Salaries and Wages TOTAL 55,070 59,127 74,202 32,943 76,169 76,169
4142 PERA Coordinated Plan 2,429 3,036 3,844 1,702 3,946 3,946
4146 FICA 4,220 4,603 5,677 2,706 5,827 5,827
4150 Employee Benefits 6,141 8,081 8,804 7,334 9,524 9,524
4151 Health Insurance 761 0 0 0 0 0
4152 Life Insurance 5 0 0 0 0 0
4153 Dental Insurance 31 0 0 0 0 0
4154 Workers Comp Insurance 1,202 1,360 1,514 716 1,547 1,547
Fringe Benefits TOTAL 14,789 17,080 19,839 12,458 20,844 20,844
4230 Repair & Maint Supplies 490 1,632 3,000 3,044 3,000 3,000
4244 Athletic Field Supplies 3,429 0 0 0 0 0
Supplies TOTAL 3,919 1,632 3,000 3,044 3,000 3,000
4382 Equipment Repair & Maint 58 0 0 0 0 0
0 • 0
•
r — 1
L J
Division:
Budget Code:
Program No:
PROFTI R
Ice and Hockey Rinks
454
2901
This division provides for the maintenance of 13 general skating rinks and 6 hockey rinks. It also includes
ice making and maintenance, site preparation and maintenance, and the maintenance of related facilities.
DEPARTMENTAL GOALS
• Provide maintenance for 6 hockey rinks and 13 pleasure rinks.
• Continue to provide customers with high quality service.
• Continue to replace wood catwalks with rubber belting.
PERSONNEL LEVELS
Number Position
2 Maintenance II
CAPITAL OUTLAY
Item
No major equipment purchases
are planned.
Anticipated Units Cost(s) Use /need
purchase date
•
• CITY OF BROOW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4388 Electrical Repairs 280 0 0 0 0 0
Repair Rental & Maint TOTAL 338 0 0 0 0 0
4530 Other Improvements 0 0 5,500 0 0 0
Capital Outlays TOTAL 0 0 5,500 0 0 0
ICE & HOCKEY RINKS TOTAL 74,117 77,839 102,541 48,445 100,013 100,013
Division: CARS Administration
Budget Code: 459
Program No: 5000
• PROFILE
Community Activities, Recreation and Services Administration provides administrative support and oversees
operations of the Government Buildings, Recreation and Community Center Divisions as well as operations
of Centerbrook Golf Course.
This unit provides for the provision of maintenance and custodial functions for City -owned buildings,
development and implementation of organized recreational activities, operation of the Community Center
and swimming pool, and management of Centerbrook the City-owned 9 -hole golf course. 2
g p ty g se. The 000 budget
further separates the administrative overhead out from individual programs when compared to the 1999
budget. Expenditure allocations for office and operating supplies have been split between CARS
Administration, Recreation Administration, and the Community Center Divisions.
DEPARTMENTAL GOALS
• Provide coordination, management, and additional support to all department divisions and
operations.
• Continue review of departmental structure with analysis of needs and identification of improved
service delivery.
• Play integral role in the development of building plans to address building needs and improvements
to citizen access and service.
• Continue in -depth review of Community Center operations with a goal of reducing the net impact
of the operations on the general fund.
• Produce quarterly review of Community Activities, Recreation and Services programs and activities.
• Continue improvements in area of customer service for all department functions.
• Through administrative oversight, develop, maintain and evaluate recreational programs and
activities that meet the needs of citizens.
• Initiate an ongoing assessment process to determine community needs and resources.
• Enhance marketing efforts to attract additional participants.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4210 Office Supplies $1,000
Office supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4220 Operating Supplies $3,000
Operating supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4350 Printing $1,000
• Cost of printing specialized informational fliers.
4389 Maintenance Contracts $2,000
Maintenance and service agreements for office equipment.
4393 Equipment Rentals $6,000
Leased copier to print flyers not only for the CARS Department, but for other C'
departments as well. This machine will print over 1,000,000 copies in a year.
PERSONNEL LEVELS
Number Position
1 Recreation Director
1 Secretary
• CITY OF BROOK CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - - -- -- -- - - - - -- ------- - - - - -- ------- - - - - --
DIV CARS ADMINISTRATION 459
4100 Wages Regular Employees 0 0 98,113 72,138 102,227 102,227
4133 Vacation Pay 0 0 0 4,540 0 0
4134 Holiday Pay 0 0 0 2,014 0 0
4135 Sick Leave Pay 0 0 0 800 0 0
Salaries and Wages TOTAL 0 0 98,113 79,492 102,227 102,227
4142 PERA Coordinated Plan 0 0 5,082 4,118 5,295 5,295
4146 FICA 0 0 7,505 5,982 7,820 7,820
4150 Employee Benefits 0 0 8,924 7,684 9,524 9,524
4154 Workers Comp Insurance 0 0 682 560 703 703
4158 Disability Insurance 0 0 330 0 397 397
Fringe Benefits TOTAL 0 0 22,523 18,344 23,739 23,739
4210 Office Supplies 0 0 1,000 746 1,000 1,000
4220 Operating Supplies 0 0 3,000 277 3,000 3,000
Supplies TOTAL 0 0 4,000 1,022 4,000 4,000
4310 Professional Services 0 0 300 60 300 300
Purchased Services TOTAL 0 0 300 60 300 300
4334 Use of Personal Auto 0 0 300 67 0 0
4350 Printing 0 0 1,000 0 1,000 1,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Communications TOTAL 0 0 1,300 67 1,000 1,000
4382 Equipment Repair & Maint 0 0 1,000 0 0 0
4389 Maintenance Contracts 0 0 1,250 1,253 2,000 2,000
4393 Equipment Rentals 0 0 5,500 2,871 6,000 6,000
Repair Rental & Maint TOTAL 0 0 7,750 4,124 8,000 8,000
4411 Conferences and Schools 0 0 1,000 769 1,000 1,000
4413 Dues & Subscriptions 0 0 800 0 800 800
Other Contractual Sery TOTAL 0 0 1,800 769 1,800 1,800
CARS ADMINISTRATION TOTAL 0 0 135,786 103,878 141,066 141,066
Division: Recreation Administration
Budget Code: 460
Program No: 5001
PROFILE
Recreation Administration oversees recreation activities for preschoolers, grade school age children, teens,
adults, and seniors. It provides the opportunity for all ages to participate in recreational activities.
This unit provides for the development and implementation of organized recreational activities. The 2000
budget continues the separation of administrative overhead out from individual programs when compared
to the 1999 budget. Expenditure allocations for operating supplies, postage, advertising, and printing are
now, for the most part, accounted for in this division.
DEPARTMENTAL GOALS
• Through administrative oversight, develop, maintain, and evaluate recreational programs and
activities that meet the needs of citizens and oversee divisional goals.
• Initiate an on -going assessment process to determine community needs and resources.
• To make maximum use of community resources to provide recreational activities for all community
residents.
• Enhance marketing efforts (including a customer service component) to attract additional
participants.
• Investigate the feasibility of providing for payment by credit card and/or registration by fax to
• improve ease of program registration.
SPECIFIC EX PENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part -Time $28,500
Provides for part-time secretaries to develop flyers, program materials, register customers
for classes, sell merchandise and concessions, answer phones, and admit pool users.
4220 Operating Supplies $6,000
Operating supply allocations have been split between CARS Administration, Recreation
Administration, and Community Center.
4321 Postage $7,000
Covers the cost of youth groups delivering brochures, plus postage for requested brochures
sent to customers on the mailing list.
4340 Advertising $6,000
Cost of advertising Community Center and recreation programs in local newspapers, cable
television and other media. This allocation has been increased $1,000 for 1999.
4350 Printing $13,000
• Cost of printing the course brochure. Allocation has been increased $1,000 for 2000 to
provide for brochure improvements and specialized program fliers.
4382 Equipment Repair $%000
Maintenance and service agreements for office equipment, exercise equipment, and
recreational equipment.
•
4397 LOGIS Charges
Cost of support and upgrades for our computerized registration and facilities reservations
programs. This charge was eliminated in 1999 as the support for the registration software
will be purchased directly from the software vendor.
PERSONNEL LEVELS
Number Position
3 Program Supervisors
1 Secretary
CAPITAL OUTLAY
Item Anticipated Units Cost(s) Use /need
purchase date
Computer Stations 1/2000 1 $2,500 To effectively use our Class
registration and facility booking
1 software.
Network printer 1/2000 1 $2,000 Replacement network printer
Digital copy machine 1/2000 $13,272 Replacement copy machine •
Replacement tables for Constitution $900 Tables are being replaced on a
Hall five year schedule
•
CITY OF BROW CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV RECREATION ADMIN 460
4100 Wages Regular Employees 175,758 197,396 172,132 115,211 179,051 179,051
4112 Overtime Regular Employee 0 199 0 0 0 0
4130 Wages Part -time Employees 52,767 55,600 27,673 28,453 28,500 28,500
4131 Overtime of Part -time Emp 0 375 0 800 0 0
4133 Vacation Pay 16,797 20,425 0 10,086 0 0
4134 Holiday Pay 11,453 12,052 0 4,220 0 0
4135 Sick Leave Pay 5,011 6,224 0 1,172 0 0
Salaries and Wages TOTAL 261,786 292,271 199,805 159,942 207,551 207,551
4142 PERA Coordinated Plan 11,480 15,275 10,350 8,044 10,751 10,751
4146 FICA 21,523 22,940 15,285 12,246 15,878 15,878
4150 Employee Benefits 17,616 23,272 17,608 12,835 19,048 19,048
4151 Health Insurance 2,202 0 0 0 0 0
4152 Life Insurance 18 0 0 0 0 0
4153 Dental Insurance 138 0 0 0 0 0
4154 Workers Comp Insurance 4,137 4,411 3,532 2,499 3,643 3,643
4156 Unemployment Compensation 173 101 0 8 0 0
4158 Disability Insurance -12 230 0 300 0 0
Fringe Benefits TOTAL 57,274 66,229 46,775 35,931 49,320 49,320
4210 Office Supplies 3,916 3,584 5,000 2,026 4,000 4,000
4220 Operating Supplies 2,931 11,173 5,000 4,164 6,000 6,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4227 Safety Supplies 575 1,120 600 941 600 600
4230 Repair & Maint Supplies 828 651 2,000 0 2,000 2,000
Supplies TOTAL 8,251 16,528 12,600 7,130 12,600 12,600
4310 Professional Services 90 120 0 0 0 0
Purchased Services TOTAL 90 120 0 0 0 0
4321 Postage 4,747 4,601 8,000 2,693 7,000 7,000
4334 Use of Personal Auto 280 481 0 381 500 500
4340 Advertising 0 5,377 6,000 3,714 6,000 6,000
4341 Employment Advertising 1,058 1,532 1,000 813 1,000 1,000
4350 Printing 9,441 20,510 12,000 10,495 13,000 13,000
Communications TOTAL 15,526 32,501 27,000 18,096 27,500 27,500
4382 Equipment Repair & Maint 7,047 5,313 10,000 1,717 9,000 9,000
4383 Buildings Repairs 217 0 0 0 0 0
4389 Maintenance Contracts 0 1,219 0 0 0 0
4393 Equipment Rentals 4,787 4,641 0 639 0 0
4396 Software Maintenance 0 0 4,000 4,238 4,400 4,400
4397 Logis Charges 10,320 14,776 0 0 0 0
Repair Rental & Maint TOTAL 22,371 25,949 14,000 6,594 13,400 13,400
4400 Other Contractual Service 0 897 500 0 0 0
4401 Credit Card Fees 0 0 0 1,427 1,300 1,300
0 • r
• CITY OF BROW CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - -- - - - ------- - - - - -- ------- - - - - -- ------- - - - - --
4402 Uncollectible Checks -40 0 0 -19 0 0
4404 Collection Fees 40 -31 0 0 0 0
4411 Conferences and Schools 406 785 0 355 0 0
4413 Dues & Subscriptions 580 983 0 398 0 0
4414 Licenses, Taxes, & Fees 659 317 0 405 400 400
Other Contractual Sery TOTAL 1,645 2,952 500 2,565 1,700 1,700
4440 Fuel Charges 93 0 0 90 0 0
4441 Fixed Charges 496 0 0 393 0 0
4442 Repair & Maint Charges 558 0 0 614 0 0
Central Garage Rentals TOTAL 1,147 0 0 1,097 0 0
4548 Computer Equipment 0 0 20,500 21,924 4,500 4,500
4551 Office Furniture & Equip 1,932 0 0 0 13,462 13,462
4552 Other Equipment 0 0 900 0 900 900
Capital Outlays TOTAL 1,932 0 21,400 21,924 18,862 18,862
4840 Merchandise for Resale 0 790 0 3,605 0 0
Cost of Sales TOTAL 0 790 0 3,605 0 0
RECREATION ADMIN TOTAL 370,021 437,340 322,080 256,885 330,933 330,933
Division: Adult Recreation
Budget Code: 461
Program No: 5101, 5103 5105 5107 5109 5121 5123 5125 5126 5127 5129
5131, 5135
PROFILE
This unit provides for recreation programs for adults. These programs reflect their full cost, including
administration.
Programs under adult programs include basketball, broomball, softball leagues and tournaments (Dudley
Classic), volleyball, exercise classes, senior activities, pottery, dance, etc. In excess of ten thousand adults
participate in these programs.
With the exception of senior programs, all adult programs will charge fees sufficient to cover operating
costs, plus a small share of overhead expenses. Fee increases will continue to be implemented to achieve
this goal. However, it should be noted that many senior activities remain at very low or no cost.
DEPARTMENTAL GOALS
• Provide a balance of activities to meet varied interest and skill levels.
• Continue to cooperate with school districts to maximize facility usage and supervision.
• Maintain 90% of prior year's registrations while increasing revenues.
• Continue expenditure reductions that do not c programs.
p compromise the quality of p gr ams
• Continue marketing efforts (including a customer service component) to attract additional participants.
•
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4112 Overtime $5,000
Parks maintenance crews provide field preparation and grooming for weekend tournaments.
4130 Part -Time $63,890
Includes Dudley softball tournament workers, field attendants and scorekeepers for league
play, course instructors, senior citizen leader. Total number of part time employees varies
based on class and league registrations.
4220 Operating Supplies $22,550
Includes items such as softballs, basketballs, broom balls, volleyballs, clay and other
materials for pottery classes, various supplies for senior activities and tournament supplies
such as plaques and trophies.
4310 Professional Services $34,100
Includes MRPA registration fees for adult sports and additional insurance for the Dudley
tournament.
•
4318 Casual Labor $69,400
Includes casual employees who assist with the individual programs. Examples include:
field attendants, score keepers, game officials and program aides. 0
4416 Prizes $7,000
Cash prizes for the Dudley tournament.
4487 Solid Waste $1,000
Additional sanitation services for various tournaments.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
•
•
• CITY OF BROA CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV ADULT RECREATION 461
4100 Wages Regular Employees 12 7,000 0 23 0 0
4112 Overtime Regular Employee 11,214 4,969 7,100 4,005 4,500 4,500
4130 Wages Part -time Employees 65,570 68,621 63,390 53,569 65,480 65,480
4131 Overtime of Part -time Emp 486 1,915 500 459 500 500
Salaries and Wages TOTAL 77,281 82,504 70,990 58,056 70,480 70,480
4142 PERA Coordinated Plan 1,190 1,004 1,789 804 1,226 1,226
4143 PERA Police & Fire Plan 377 566 0 457 0 0
4146 FICA 5,610 5,418 5,585 4,149 5,408 5,408
4154 Workers Comp Insurance 2,397 2,219 2,906 600 2,819 2,819
Fringe Benefits TOTAL 9,574 9,207 10,280 6,010 9,453 9,453
4220 Operating Supplies 27,118 25,091 24,915 17,127 22,800 22,800
4230 Repair & Maint Supplies 0 466 0 0 0 0
I
4244 Athletic Field Supplies 32 0 0 0 0 0
Supplies TOTAL 27,150 25,557 24,915 17,127 22,800 22,800
4310 Professional Services 24,190 27,850 34,205 24,644 33,150 33,150
4318 Casual Labor 64,649 62,412 72,658 62,393 68,900 68,900
Purchased Services TOTAL 88,839 90,262 106,863 87,037 102,050 102,050
4321 Postage 243 652 950 688 950 950
4330 Transportation 2,354 4,358 6,850 2,273 6,000 6,000
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4340 Advertising 1,031 1,215 2,000 715 1,000 1,000
4341 Employment Advertising 43 0 0 0 0 0
Communications TOTAL 3,672 6,225 9,800 3,676 7,950 7,950
4382 Equipment Repair & Maint 0 0 450 0 0 0
4393 Equipment Rentals 414 150 425 0 400 400
Repair Rental & Maint TOTAL 414 150 875 0 400 400
4400 Other Contractual Service 0 0 0 1,000 0 0
4404 Collection Fees 3 0 0 0 0 0
4406 Special Events 0 0 0 114 0 0
4416 Prizes/Expense Reimb 6,650 6,650 7,000 0 7,000 7,000
4420 Human Rights Commission 0 0 0 308 0 0
Other Contractual Sery TOTAL 6,653 6,650 7,000 1,422 7,000 7,000
4443 Multi-use Hourly Charges 1,314 0 0 0 0 0
Central Garage Rentals TOTAL 1,314 0 0 0 0 0
4469 Liquor Liability Ins 0 676 1,000 1,113 1,150 1,150
Insurance TOTAL 0 676 1,000 1,113 1,150 1,150
4487 Solid Waste Disposal 1,009 1,179 1,000 1,496 1,200 1,200
Utilities TOTAL 1,009 1,179 1,000 1,496 1,200 1,200
4552 Othe r # E ipment 4,495 0 0 0 0
- 0
• CITY OF BROW CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Capital Outlays TOTAL 4,495 0 0 0 0 0
4840 Merchandise for Resale 3,577 3,720 1,500 5,331 2,000 2,000
4842 Food Cost of Sales Guests 0 0 0 247 0 0
Cost of Sales TOTAL 3,577 3,720 1,500 5,578 2,000 2,000
ADULT RECREATION TOTAL 223,977 226,130 234,223 181,513 224,483 224,483
Division: Teen Programs
Budget Code: 462
Program No: 5201, 5205
• PROFILE
This unit provides for recreation programs for teens. These programs are funded through a combination of
user fees and general fund revenues.
Dances have historically been the main activity under teen programs. Close to 1,800 teens attend the six
dances, which are generally held at North View Junior High. Summer conditioning is also a part of the teen
program with 150+ teens participating in 1999.
Staff will evaluate the effectiveness of current programming efforts and suggest any alternatives that might
more fully meet the needs of teens.
DEPARTMENTAL GOALS
• Supervise six dances for junior high students.
• Increase attendance at dances by 5% (90 students).
• Assure a close working relationship between school districts and the City.
• Sponsor summer conditioning program with a goal of 150 participants.
• Investigate alternative programming for teens.
SPECIFIC EXPENDITURE CODE DETAIL.
Object
Number Explanation Amount
4112 Overtime $1,200
The cost of security provided by police officers.
4130 Part -Time $10,000
As this registration was slightly lower than the past few years, both revenue and expenditure
estimates are based on an "average" registration for that program.
4310 Professional Services $2,000
The cost of disc jockeys to provide music for the dances.
4318 Casual Labor $2,300
The cost of chaperones, building monitors, coat checks for dances,
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/$9 REQUESTED RECOMMENDED
- -- -- - -- --- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV TEEN PROGRAMS 462
4100 Wages Regular Employees 205 0 0 0 0 0
4112 Overtime Regular Employee 1,223 785 1,200 283 1,000 1,000
4130 Wages Part -time Employees 8,444 4,634 10,000 2,361 10,300 10,300
4131 Overtime of Part -time Emp 165 0 0 0 0 0
Salaries and Wages TOTAL 10,038 5,419 11,200 2,643 11,300 11,300
4142 PERA Coordinated Plan 9 0 0 0 0 0
4143 PERA Police & Fire Plan 139 89 0 32 93 93
4146 FICA 683 359 857 184 864 864
4154 Workers Comp Insurance 172 83 270 20 161 161
Fringe Benefits TOTAL 1,004 531 1,127 236 1,118 1,118
4220 Operating Supplies 1,424 1,206 1,450 52 1,400 1,400
Supplies TOTAL 1,424 1,206 1,450 52 1,400 1,400
4310 Professional Services 1,900 1,045 2,000 395 1,500 1,500
4318 Casual Labor 3,299 1,589 2,300 368 0 0
Purchased Services TOTAL 5,199 2,634 4,300 763 1,500 1,500
TEEN PROGRAMS TOTAL 17,664 9,790 18,077 3,694 15,318 15,318
• � t
Division: Youth Recreation
Budget Code: 463
Program No: 5303 5305 5307 5309 5312 5314 5316 5323
•
PROFILE
This unit ro i
p v des for recreation programs for youth. These rograms are funded through a combination of
p g
user fees and general fund revenues.
Activities under this division include gymnastics, wrestling, summer programs such as playground
supervision and the puppet wagon, various classes (dance, after school, holiday, specialty) and preschool.
In a typical year, more than 3,800 young people participate in these activities. This division also includes
after school programming coordinated with the four school districts serving Brooklyn Center.
DEPARTMENTAL GOALS
• Provide affordable programs that meet the needs of youth.
• Increase program participation 3% in 2000.
• Work closely with local social service providers to ensure coordinated programs for youth that do not
unnecessarily duplicate efforts.
• Continue to review and identify the changing needs of the community (i.e., socio- economic status and
disabilities).
• Enhance marketing efforts (including a customer service component) to attract additional participants.
• Continue to provide summer playground supervision and programming at area parks.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Exnlanation Amount
4130 Part -Time $84,709
Includes instructors and leaders for youth programs, classes and activities, and after school
programs. Part time staff depends on the number of classes offered and, in the case of rink
attendants, weather. Six warming houses are staffed when rinks are open.
4220 Operating Supplies $8,950
Includes items such as materials for craft classes, playground program supplies such as balls,
bats and games.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV YOUTH RECREATION 463
4130 Wages Part -time Employees 77,946 78,901 84,709 63,094 83,715 83,715
4131 Overtime of Part -time Emp 1 111 0 0 0 0
Salaries and Wages TOTAL 77,947 79,012 84,709 63,094 83,715 83,715
4142 PERA Coordinated Plan 1,011 1,178 1,193 958 1,345 1,345
4146 FICA 5,963 6,045 6,557 4,882 6,403 6,403
4154 Workers Comp Insurance 902 788 1,378 537 1,360 1,360
Fringe Benefits TOTAL 7,876 8,010 9,128 6,378 9,108 9,108
4218 Trophies & Prizes 0 0 0 92 0 0
I
4220 Operating Supplies 11,588 10,194 8,950 10,138 11,925 11,925
4224 Clothing & Personal Equip 0 0 0 534 0 0
4227 Safety Supplies 0 0 0 626 0 0
4298 Recreation Supplies 0 0 0 231 0 0
Supplies TOTAL 11,588 10,194 8,950 11,621 11,925 11,925
4310 Professional Services 479 1,992 1,570 3,160 2,050 2,050
4318 Casual Labor 1,003 469 600 20 400 400
Purchased Services TOTAL, 1,482 2,462 2,170 3,180 2,450 2,450
4330 Transportation 1,918 2,130 2,935 1,895 2,600 2,600
4334 Use of Personal Auto 193 340 200 332 400 400
• CITY OF BROON CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Communications TOTAL 2,111 2,470 3,135 2,227 3,000 3,000
4404 Collection Fees 9 0 0 0 0 0
4416 Prizes/Expense Reimb 0 0 0 132 0 0
Other Contractual Sery TOTAL 9 0 0 132 0 0
YOUTH RECREATION TOTAL 101,012 102,148 108,092 86,633 110,198 110,198
Division: General Recreation
Budget Code: 464
Program No: 5401 5403, 5405, 5409, 5412, 5416, 5418, 5421, 5423
PROFILE
This unit provides for recreational activities not otherwise classified. These programs are funded by a
combination of general fund revenues and user fees.
General Recreation Division programs include, tennis, skiing, adaptive recreation and supervision costs
associated with the use of elementary schools and Northview Jr. High School. These classes and activities
are anticipated to attract more than 1,000 participants in 2000.
In addition to individual programs, Entertainment in the Park and skating rinks are also accounted for in this
division. Attendance for Entertainment in the Park, including Sunday in Central Park, was approximately
25,000 people, while 10,000+ skaters enjoyed the skating rinks.
DEPARTMENTAL GOALS
• Maintain prior year's registrations while increasing program revenues.
• Further identify the needs and interests of the community and develop programs accordingly.
• Provide a balance of activities for a variety of age groups, abilities, and interests.
• Further investigate corporate sponsorship for Entertainment in the Park activities.
• SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part -Time $19,896
Class instructors, rink attendants, and ski trip leaders. Also, sound technicians for
Entertainment in the Park.
4310 Pr6fessional Services $12
Primarily our portion of building supervision costs associated with the use of elementary
schools and Northview Jr. High School to provide programming.
4406 Special Events $14,000
Entertainment groups for Entertainment in the Park and Sunday in Central Park fireworks.
PERSONNEL LEVELS
No full -time staff are currently allocated to this division.
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV GENERAL RECREATION 464
4112 Overtime Regular Employee 787 0 0 0 0 0
4130 Wages Part -time Employees 22,897 20,860 19,896 16,628 20,920 20,920
4131 Overtime of Part -time Emp 228 200 200 0 0 0
Salaries and Wages TOTAL 23,913 21,059 20,096 16,628 20,920 20,920
---- - - - - - -- -- - - - --
4142 PERA Coordinated Plan 56 0 67 10 0 0
4146 FICA 1,817 1,611 1,539 1,272 1,600 1,600
4154 Workers Comp Insurance 468 268 404 157 387 387
Fringe Benefits TOTAL 2,341 1,879 2,010 1,439 1,987 1,987
4220 Operating Supplies 52 49 200 4 200 200
Supplies TOTAL 52 49 200 4 200 200
4310 Professional Services 31,371 13,543 12,202 10,591 18,487 18,487
4318 Casual Labor 3,419 40 80 0 0 0
Purchased Services TOTAL 34,790 13,583 12,282 10,591 18,487 18,487
4330 Transportation 0 0 800 0 0 0
4340 Advertising 346 649 800 0 700 700
Communications TOTAL 346 649 1,600 0 700 700
4400 Other Contractual Service 0 0 4,900 2,628 0 0
4406 Special Events 0 13,416 14,000 13,223 14,000 14,000
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Other Contractual Sery TOTAL 0 13,416 18,900 15,851 14,000 14,000
4443 Multi-use Hourly Charges 258 0 0 0 0 0
Central Garage Rentals TOTAL 258 0 0 0 0 0
4469 Liquor Liability Ins 900 0 0 0 0 0
Insurance TOTAL 900 0 0 0 0 0
GENERAL RECREATION TOTAL 62,599 50,636 55,088 44,512 56,294 56,294
Division: Community Center
Budget Code: 465
Program No: 5718, 5728, 5729, 5734, 5756
• PROFILE
This unit provides for all recreation activities at the Community Center, as well as some building
maintenance. Again for 2000, some maintenance expenses including, paper supplies, cleaning supplies, a
large portion of operating supplies and all utility charges have been transferred to the Government Buildings
budget.
The Community Center is used by people of all ages in many different ways. Some use the pool, exercise
room and sauna, while others make use of the arts and crafts room including the pottery room. Others use
Constitution Hall for various types of meetings and programs. Some people enjoy using the game room.
Overall attendance at the Community Center for a year is around 250,000, including persons using the
swimming pool and exercise facility, persons taking swimming lessons and other classes, and visitors to
Constitution Hall.
DEPARTMENTAL GOALS
• Continue in -depth review of Community Center operations and activities.
• Continue to refine schedule of operating hours.
• Enhance marketing efforts (including a customer service component) to attract additional participants.
2000 goal will be 3% increase.
• Initiate inexpensive changes (i.e. paint, signage) to make the Community Center more appealing.
• Assure that the facility is clean and well maintained so as to compliment marketing efforts.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part -Time Employees $56,979
Includes five building supervisors to provide supervision nights and weekends, staffing the
concession stand during the busiest hours of operation (at other times, clerical or building
supervisor staff cover the concession stand), setup staff for Constitution Hall and other
events.
4220 Operating Supplies $7,000
Operating supply allocations have been split between Recreation Administration and
Community Center.
4840 Merchandise for Resale $31,500
Examples are swimsuits, goggles, nose plugs, concessions, and exercise equipment.
PERSONNEL LEVELS
Number Position
.50 Aquatics Coordinator
• 4 Custodian
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10131199 REQUESTED RECOMMENDED
DIV COMMUNITY CENTER 465
4100 Wages Regular Employees 68,518 57,599 93,230 57,761 92,267 92,267
4112 Overtime Regular Employee 6,779 10,452 1,458 11,195 1,502 1,502
4130 Wages Part-time Employees 76,163 68,295 65,275 60,067 67,000 67,000
4131 Overtime of Part-time Emp 1,275 666 0 87 0 0
4133 Vacation Pay 3,122 2,675 0 2,683 0 0
4134 Holiday Pay 3,534 3,698 0 2,356 0 0
4135 Sick Leave Pay 5,074 1,866 0 2,660 0 0
Salaries and Wages TOTAL 164,465 145,252 159,963 136,808 160,769 160,769
4142 PERA Coordinated Plan 5,671 4,918 7,013 5,165 6,695 6,695
4146 FICA 12,393 11,071 12,040 10,484 12,276 12,276
4150 Employee Benefits 10,903 14,303 17,608 13,201 19,048 19,048
4151 Insurance 2,286 0 0 0 0 0
4152 Life Insurance 18 0 0 0 0 0
4153 Dental Insurance 228 0 0 0 0 0
4154 Workers Comp Insurance 3,292 2,514 5,057 1,950 5,078 5,078
Fringe Benefits TOTAL 34,791 32,806 41,718 30,800 43,097 43,097
4217 Paper Supplies 887 0 0 0 0 0
4220 Operating Supplies 11,269 9,215 7,000 5,856 7,000 7,000
4223 Cleaning Supplies 848 0 0 0 0 0
4226 Chemical Products 225 0 0 0 0
• • 0 •
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
4230 Repair & Maint Supplies 319 0 0 0 0 0
4233 Building Repair Supplies 577 0 0 0 0 0
Supplies TOTAL 14,124 9,215 7,000 5,856 7,000 7,000
---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
---------- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - -- ---- - - - - --
4310 Professional Services 3,014 2,946 2,715 0 2,800 2,800
4318 Casual Labor 155 497 322 0 1 400 400
Purchased Services TOTAL 3,169 3,443 3,037 0 3,200 3,200
4340 Advertising 6,021 382 1,200 40 1,000 1,000
Communications TOTAL 6,021 382 1,200 40 1,000 1,000
4382 Equipment Repair & Maint 620 0 0 656 0 0
Repair Rental & Maint TOTAL 620 0 0 656 0 0
4400 Other Contractual Service 112 0 0 0 0 0
4401 Credit Card Fees 0 0 0 75 0 0
Other Contractual Sery TOTAL 112 0 0 75 0 0
4443 Multi -use Hourly Charges 1,433 0 0 0 0 0
Central Garage Rentals TOTAL 1,433 0 0 0 0 0
4840 Merchandise for Resale 30,078 34,267 31,500 26,374 31,500 31,500
Cost of Sales TOTAL 30,078 34,267 31,500 26,374 31,500 31,500
COMMUNITY CENTER TOTAL 254,813 225,365 244,418 200,609 246,566 246,566
Division: Pool
Budget Code: 466
Program No: 5709, 5721, 5723
• PROFILE
This unit accounts for swimming lessons and open swim activities.
The pool, exercise room, and sauna are used by in excess of 100,000 people a year. People come to the pool
for swim lessons, lap swim, use of water slide, recreational swim, and aqua exercise. A full range of
swimming lessons are offered, from parent and tot to youth, teen and adult swimming, diving, and
competitive swimming. Thirty to forty classes are offered each quarter.
For the 2000 budget, the budget allocations for a number of specific line items continues the move of
expenditures from Division 465, Community Center, and Division 466, Pool, to Divisions 440, Custodial
Service, and Division 441, Building Maintenance. This was done for ease and clarity of budgeting and
administration. Division 466 continues to budget items which are very specific to the pool. A charge in the
amount of twenty percent of operational overhead, such as utilities, custodial and maintenance supplies, etc.,
will continue to be charged to Divisions 465 and 466.
DEPARTMENTAL GOALS.
• Continue to offer high quality swimming lessons for all ability levels.
• Increase registrations by 5 % and increase revenues.
• To continue marketing efforts that increase attendance in the pool, exercise room, and sauna by 3 %.
• Investigate new and/or expanded special events to attract new customers.
• SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4130 Part-Time $137,300
The cost of two part -time Assistant Aquatics Coordinators, plus 20 -30 lifeguards and swim
instructors.
4382 Equipment Repair $6,000
Maintenance and service agreements for pool equipment, exercise equipment and
recreational equipment. The total equipment repair allocations for the Division have been
reduced by over $1,000 for 1999.
4481 Electric Service $20,000
Twenty percent of the estimated expenditures for electricity have been charged to Division
466, to cover direct operation costs of the Community Center swimming pool.
4482 Gas Service $15
With the assistance of our utility vendors, we have determined that twenty percent of the
estimated expenditures for natural gas are directly attributable to operation of the Community
Center swimming pool.
is PERSONNEL LEVELS.
Number Position
.50 Aquatics Coordinator
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV POOL 466
4100 Wages Regular Employees 23,650 24,193 32,990 19,454 33,978 33,978
4130 Wages Part -time Employees 135,905 146,796 133,291 114,293 137,300 137,300
4131 Overtime of Part -time Emp 1,010 1,368 500 341 500 500
4133 Vacation Pay 939 -938 0 0 0 0
4134 Holiday Pay 0 0 0 361 0 0
4135 Sick Leave Pay 0 0 0 316 0 0
Salaries and Wages TOTAL 161,504 171,418 166,781 134,765 171,778 171,778
4142 PERA Coordinated Plan 1,361 2,067 4,680 1,476 4,560 4,560
4146 FICA 12,044 13,037 12,721 10,378 13,103 13,103
4150 Employee Benefits 0 0 4,402 2,200 4,762 4,762
4154 Workers Comp Insurance 1,497 1,332 1,314 897 1,356 1,356
Fringe Benefits TOTAL 14,903 16,436 23,117 14,951 23,781 23,781
4217 Paper Supplies 6,046 0 0 0 0 0
4220 Operating Supplies 2,304 792 500 1,200 700 700
4223 Cleaning Supplies 9,456 0 0 0 0 0
4226 Chemical Products 7,908 8,646 7,000 6,707 8,000 8,000
4227 Safety Supplies 53 0 0 0 0 0
4230 Repair & Maint Supplies 4,302 0 0 660 0 0
4233 Building Repair Supplies 12,630 460 2,000 388 1,000 11000
i s •
• CITY OF BROW CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Supplies TOTAL 42,699 9,898 9,500 8,955 9,700 9,700
4310 Professional Services 2,916 2,734 1,750 612 1,900 1,900
Purchased Services TOTAL 2,916 2,734 1,750 612 1,900 1,900
4382 Equipment Repair & Maint 5,458 7,016 5,000 3,980 6,000 6,000
Repair Rental & Maint TOTAL 5,458 7,016 5,000 3,980 6,000 6,000
4400 Other Contractual Service 1,080 480 0 497 0 0
4414 Licenses, Taxes, & Fees 395 0 0 0 0 0
Other Contractual Sery TOTAL 1,475 480 0 497 0 0
4481 Electric Service 49,287 16,749 21,500 14,600 20,000 20,000
4482 Gas Service 43,236 9,540 16,500 6,806 15,000 15,000
4483 Heating Oil 0 0 700 100 0 0
4484 Water Service 2,746 2,468 1,000 1,191 2,500 2,500
4485 Sanitary Sewer Service 3,829 3,494 2,000 2,291 3,500 3,500
4487 Solid Waste Disposal 2,361 0 2,000 0 1,000 1,000
Utilities TOTAL 101,458 32,251 43,700 24,988 42,000 42,000
4552 Other Equipment 2,912 0 0 4,887 0 0
Capital Outlays TOTAL 2,912 0 0 4,887 0 .0
POOL TOTAL 333,326 240,234 249,848 193,636 255,159 255,159
Division: Risk Management
Budget Code: 470
Program No: 1897
•
PROFILE
The purpose of risk management is to reduce the City's exposure to risk by either identifying the risk and
avoiding the risk activity, transferring the risk to an outsider as part of a contract for services, or transferring
the risk by means of purchasing insurance policies. Identifying and avoiding risks is pursued by an
employee safety committee and periodic inspections by representatives of our insurance company. Transfer
to outside contractors is accomplished by requirements in contract specifications that the contractor carry
insurance that names the City as an additional insured. The largest part of the risk transfer is through the
purchase of insurance policies by the City. Such policies require the City to share the risk by means of a
deductible which has the City pay the first dollars of any claim. Brooklyn Center participates with the
League of Minnesota Cities Insurance Trust for the purchase of most of its policies.
Insurance policies are purchased through an insurance agent who is paid a negotiated flat fee rather than a
percentage of the premiums. This reduces the fee by at least half. An insurance consultant is also retained
on a negotiated flat fee basis who provides the City with expertise and assistance that couldn't otherwise be
maintained on staff.
Action by the 1997 Minnesota State Legislature increased the statutory limit on municipal liability for all
claims arising from a single occurrence from $600,000 in 1997 to $750,000 in 1998 & 1999. The limit will
further increase to $1,000,000 in 2000. This can be expected to cause a slight increase in liability insurance
premiums.
• SPECIFIC EXPENDITURE CODE DETAIL,
Object
Number Explanation Amount
4310 Professional Services $17,500
Fees paid to insurance agent and risk management consultant.
4415 Claims Payment $10,000
The City has a standard deductible of $1,000 on all of its insurance coverages. The amount
shown here is to pay that deductible on claims made by other parties against liability
insurance. Deductibles for City losses of property or equipment are paid by the department
responsible for the property or equipment.
4461 -4467 Insurance $125,200
These are the premiums paid for liability, property, employee bonds, and money insurance
policies.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - - -- ------ _-- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ---- _- _ -_ - -__
DIV RISK MANAGEMENT 470
4310 Professional Services 14,776 15,075 17,000 11,57.9 17,500 17,500
Purchased Services TOTAL 14,776 15,075 17,000 11,579 17,500 17,500
4415 Claims Payment 5,592 16,876 10,000 2,525 10,000 10,000
Other Contractual Sery TOTAL 5,592 16,876 10,000 2,525 10,000 10,000
4461 Gen Liability Insurance 73,180 80,573 100,000 101,382 100,000 100,000
4462 Property Insurance 11,274 11,625 17,000 16,177 17,000 17,000
4463 Machinery Breakdown Ins 2,204 2,434 3,200 2,978 3,200 3,200
4464 Equipment Floater Ins 303 0 0 0 0 0
4466 Bonds Insurance 1,768 2,358 3,000 2,946 3,000 3,000
4467 Money & Credit Insurance 1,166 1,792 2,300 1,778 2,000 2,000
Insurance TOTAL 89,895 98,782 125,500 125,261 125,200 125,200
RISK MANAGEMENT TOTAL 110,263 130,732 152,500 139,365 152,700 152,700
• t •
Division: Central Supplies and Support
Budget Code: 471
Program No: 1890
• PROFILE
The purchasing of central office supplies, equipment, general printing, and City -wide postage use is included
in this division. The tuition reimbursement program, along with general training account for use by the City
Manager for general staff development, is included in this fund. The majority of the budget is monitored
through purchasing.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4210 Office Supplies $24,000
Provides for the purchase of central office supplies for City departments.
4310 Professional Services $20,000
Studies and planning services for building and other needs evaluation and planning.
4321 Postage $45,500
Mailing costs for City - generated correspondence, City newsletter, and Community Resource
Guide.
• 4350 Printing $13,000
Printing cost for City newsletter (shifted from Administration Division 401).
4382 Equipment Repair and Maintenance $33,000
Provides for repair services and maintenance on office equipment.
4411 Conferences and Schools $15,000
For general training and tuition reimbursement.
4995 Contingency Account $73,942
$10,000 identified for potential transfer to implement enhanced code enforcement as plan
is developed. Contingency allows for unanticipated expenses or to take advantage of
unanticipated opportunities that are advantageous in accomplishing City goals.
PERSONNEL LEVELS
Number Position
1 Administrative Specialist
CAPITAL OUTLAY
• Item Anticipated Units Cost(s) Use /need
purchase date
One Standard PC Jan 1999 one $2,500 Replacement of computer for
Administrative Specialist
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- -- ------- - - - - -- ------- - - - - -- ------- - - - - -- ------- - - - - --
DIV CENTRAL SUPPLIES 471
4100 Wages Regular Employees 0 0 35,000 21,289 36,382 36,382
4112 Overtime Regular Employee 0 0 0 12 0 0
4133 Vacation Pay 0 0 0 754 0 0
4134 Holiday Pay 0 0 0 389 0 0
4135 Sick Leave Pay 0 0 0 202 0 0
Salaries and Wages TOTAL 0 0 35,000 22,646 36,382 36,382
4142 PERA Coordinated Plan 0 0 1,813 1,173 1,885 1,885
4146 FICA 0 0 2,677 1,678 2,783 2,783
4150 Employee Benefits 0 0 4,402 2,567 4,762 4,762
4154 Workers Comp Insurance 0 0 303 81 156 156
Fringe Benefits TOTAL 0 0 9,195 5,499 9,586 9,586
4210 Office Supplies 24,282 26,480 24,000 20,503 24,000 24,000
4220 Operating Supplies 2,161 1,372 3,000 576 3,000 3,000
4230 Repair & Maint Supplies 0 0 0 447 0 0
Supplies TOTAL 26,443 27,852 27,000 21,527 27,000 27,000
- - -- ---- - - - - -- ---- - - - - --
4310 Professional Services 0 3,092 15,000 12,755 15,000 20,000
Purchased Services TOTAL 0 3,092 15,000 12,755 15,000 20,000
4321 Postage 36,002 29,951 36,000 20,867 36,000 45,500
4322 Telephone Services 30,958 38 834 33,500 26,717 45,000 45,000
• i �
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
- - - - -- - - - - - -- - -- - - - -- - - - - - -- - - - - - -- -- ------- - - - - -- ------- - - - - -- ------- - - - - --
4324 Delivery Service 67 17 0 0 0 0
4350 Printing 2,714 2,475 2,000 1,377 2,000 15,000
Communications TOTAL 69,742 71,277 71,500 48,960 83,000 105,500
4382 Equipment Repair & Maint 28,102 33,501 33,000 20,997 33,000 33,000
Repair Rental & Maint TOTAL 28,102 33,501 33,000 20,997 33,000 33,000
4400 Other Contractual Service 0 5,000 5,000 0 5,000 5,000
4411 Conferences and Schools 13,842 11,784 15,000 7,120 15,000 15,000
4413 Dues & Subscriptions 0 106 300 350 300 300
4417 Books /Reference Materials 0 0 0 229 300 300
Other Contractual Sery TOTAL 13,842 16,890 20,300 7,699 20,600 20,600
4548 Computer Equipment 0 0 0 0 0 2,500
4550 Furniture & Fixtures 0 129 0 0 0 0
4551 Office Furniture & Equip 3,910 4,425 20,000 17,823 2,500 0
Capital Outlays TOTAL 3,910 4,554 20,000 17,823 2,500 2,500
4753 E.B.H.C. Transfer 0 0 0 4,357 0 0
I
Transfer to other Fund TOTAL 0 0 0 4,357 0 0
i
4702 Administrative Sery Trans 0 0 0 - 26,292 0 0
Administrative Service TOTAL 0 0 0 - 26,292 0 0
4995 Contingency Account 50,645 19,968 131,064 9,202 91,491 73,942
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Contingency TOTAL 50,645 19,968 131,064 9,202 91,491 73,942
CENTRAL SUPPLIES TOTAL 192,685 177,134 362,059 145,174 318,559 328,510
Division: Civic Events
Budget Code: 472
Program • g No. 1895
PROFILE
This division allows for City financial participation in civic events such as Earle Brown Days.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4112 Police Department Overtime $3,400
For Earle Brown Days event.
4318 Casual Labor $1,450
For assistance from other cities for Earle Brown Days parade.
4406 Special Events $8,500
Provides for events such as Earle Brown Heritage Center open house and similar civic
events. In 2000, this includes allocation of $8,000 for City participation in the community
Year 2000 Celebration. City participation, above inclusion of normal events, would include:
-Open house at the Earle Brown Heritage Center
-Softball tournament
-Free swim day
•Insurance for fireworks
-Police/Fire open houses
-Time capsule
-Hay ride
PERSONNEL LEVELS
None.
•
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV CIVIC EVENTS 472
4100 Wages Regular Employees 0 ill 0 197 0 0
4112 Overtime Regular Employee 2,838 2,456 3,000 3,399 3,000 3,400
Salaries and Wages TOTAL 2,838 2,567 3,000 3,597 3,000 3,400
4143 PERA Police & Fire Plan 324 293 342 406 300 300
4146 FICA 18 22 44 21 44 44
4154 Workers Comp Insurance 48 43 73 50 73 73
Fringe Benefits TOTAL 389 357 459 477 417 417
4310 Professional Services 3,250 0 0 0 0 0
4318 Casual Labor 0 0 0 1,450 0 1,450
Purchased Services TOTAL 3,250 0 0 1,450 0 1,450
4321 Postage 0 0 0 -409 0 0
4340 Advertising 0 -74 0 -56 0 0
Communications TOTAL 0 -74 0 -465 0 0
4400 Other Contractual Service 0 -750 0 806 0 0
4406 Special Events 1,961 1,200 3,000 500 3,000 8,500
4430 Recreation Contr Service 0 1,500 0 0 0 0
Other Contractual Sery TOTAL 1,961 1,950 3,000 1,306 3,000 8,500
4443 Multi -use Hourly Charges 51 0 0 0 0 0
t •
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
Central Garage Rentals TOTAL 51 0 0 0 0 0
CIVIC EVENTS TOTAL 8,490 4,800 6,459 6,365 6,417 13,767
I I
it
Division: Reimbursement From Other Funds
Budget Code: 474
• PROFILE
Many employees who are listed as General Fund employees actually spend some part of their time
performing tasks which directly benefit some other fund. To compensate for this, these reimbursements are
included in the budget to transfer the cost to the funds benefitting from the work. In past budgets, these
reimbursements were shown in the departments where the employees spend most of their time. Beginning
n 1998, the reimbursements where consolidated in this division in order to show the full cost of the other
General Fund divisions.
Approximately 19 people, including the City Manager, Finance Director, and Engineering staff, have part
of their time charged out under the Administrative Service Transfer. Funds receiving charges include the
EDA, the Liquor Fund, the Golf Course, the Earle Brown Heritage Center, the Water Fund, the Sanitary
Sewer Fund, and the Storm Drainage Fund. Total Administrative Service Transfers will be approximately
$317,233 for 2000.
The Engineering Department staff serve as project engineers on some construction projects and oversee
consulting engineers on other projects. The value of their time and some administrative overhead is charged
directly to the construction projects by means of the Engineering Reimbursement Transfer. The amount of
this transfer fluctuates widely from year to year and is dependant on the amount and type of construction
done in a given year. For 2000, we estimate this transfer will total $332,000.
The Streets Department's personnel perform maintenance and inspection services for the City's storm sewer
• system and storm water ponds. The value of their time is charged to the Storm Drainage Utility Fund by
means of a $100,000 reimbursement charge. This charge has been at the $100,000 level for several years
and will remain there for 2000.
...........
. >:: >:;;::.:::;:;;:: >::;:: . i,.& .:.::.::.:::......::. : ::.................:...:...... Water.& :..::.:.:. ?entra ...
..::.:::.:.:...::
,.:;:::.::.:: $-•... ......liquor g :.t:�
City Manager $26,118 $26,118
Finance $50,742 $25,486 $5,332 $113,128 $12,733 $207,421
Data Proc. $7,619 $5,333 $12,952
Engineering $68,246 $68,246
$58,361 $26,486 $5,332 $215,321 $12,733 $317,233
is
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
------ - - - - -- ---- - - - - --
DIV REIMB FROM OTHER FUNDS 474
4702 Administrative Sery Trans - 299,141 - 315,538 - 315,487 - 236,628 - 317,233 - 317,233
Administrative Service TOTAL - 299,141 - 315,538 - 315,487 - 236,628 - 317,233 - 317,233
4703 Engineer Reimb Transfer - 261,917 - 316,199 - 322,000 0 - 332,000 - 332,000
4704 Storm Sewer Wage Reimb - 100,000 - 100,000 - 100,000 - 83,370 - 100,000 - 100,000
Reimb from other Funds TOTAL - 361,917 - 416,199 - 422,000 - 83,370 - 432,000 - 432,000
REIMB FROM OTHER FUNDS TOTAL - 661,058 - 731,737 - 737,487 - 319,998 - 749,233 - 749,233
Division: Transfers
Budget Code: 475
PROFILE
Debt Service Fund Transfers
Street Improvement Bonds
These represent the portion of support for the street improvement bonds sold from 1994 through 1996 which
must come from the property tax. The tax is now being shown as all being collected by the General Fund,
and the portion needed transferred to the bond funds.
The amount to be levied is determined by a formula set in State law. It begins with the principal and interest
to be paid the following year, adds a 5% overlevy, subtracts the scheduled special assessment payments, and
the remainder is the property tax levy. Consequently, the property taxes bear an overlevy not only for
uncollected property taxes, but also uncollected special assessments. Since the General Fund is now
collecting the property taxes, it takes the risk of uncollectibles exceeding 5 %, or the benefit if uncollectibles
are less than 5 %.
The amounts to be transferred for 2000 are as follows:
Net Gross
Transfer Tax
Improvement Bonds of 1994 $ 62,771 $ 68,193
. Improvement Bonds of 1995 $ 64,222 $ 69,126
Improvement Bonds of 1996 $110.688 $120.242
Total Transfer $237,681 $257,561
Police & Fire Building Bonds
These bonds were sold on December 1, 1997 to finance the construction of a police station, reconstruction
of a fire station, and remodeling of another fire station. Maturities on these bonds continue for fifteen years,
through 2013. The amount to be levied is determined by a formula set in State law. It begins with the
principal and interest to be paid the following year and adds a 5% overlevy to determine the property tax
levy. Since the General Fund is now collecting the property taxes, it takes the risk of uncollectibles
exceeding 5 %, or the benefit if uncollectibles are less than 5 %. Taxes raised for the police and fire building
bonds are accounted for separately by Hennepin County. In the event net tax receipts would exceed the
budgeted net transfer, any excess would also be transferred if there were no prior year's shortfalls in
collections of police and fire building bond transfers to be repaid.
The amounts to be transferred for 2000 are as follows:
Net Gross
Transfer Tax
Police & Fire Building Bonds of 1997 $ 748,088 $ 785,492
Special Assessment Construction Fund Transfer
• Beginning with the 1997 budget, a transfer from the General Fund has been made to take the place of
property tax support bond sales to fund the portion of street construction not paid by special assessments.
This transfer was $394,197 in 1997, 1998 and 1999, and is expected to be $394,197 in 2000. Bonds are
continuing to be sold to cover the special assessment portion of the project.
SPECIFIC EXPENDITURE CODE DETAIL
Object
Number Explanation Amount
4725 Capital Project Fund Transfer $100,000
New transfers proposed for 2000 to budget transfers for Capital Project Fund, in addition to
annual transfer of equity.
0
•
• CITY OF BROS CENTER •
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV TRANSFERS 475
4725 Capital Proj Fund Trans 0 0 0 0 100,000 100,000
4727 Special Ass Const Trans 394,197 394,197 394,197 394,197 394,197 394,197
4730 Debt Sery Fund Transfer 230,440 257,270 243,449 130,878 237,681 237,681
4731 Bldg Debt Sery Transfer 0 775,534 747,325 391,918 745,726 745,726
Transfer to other Fund TOTAL 624,637 1,427,001 1,384,971 916,993 1,477,604 1,477,604
TRANSFERS TOTAL 624,637 1,427,001 1,384,971 916,993 1,477,604 1,477,604
CITY OF BROOKLYN CENTER
MANAGER RECOMD BUDGET WORKSHEET BY DIVISION
2000 BUDGET
2000 2000
Object Code & Description 1997 1998 1999 AS OF DEPT MANAGER
Division Code & Description ACTUAL ACTUAL BUDGET 10/31/99 REQUESTED RECOMMENDED
DIV GENERAL FUND 601
4403 Cash (Over) and Short 0 0 0 0 0 0
Other Contractual Sery TOTAL 0 0 0 0 0 0
GENERAL FUND TOTAL 0 0 0 0 0 0
GENERAL TOTAL 11,739,732 12,695,972 13,504,916 10,443,169 14,083,160 14,030,030
City of Brooklyn Center
A great place to start. A great place to stay.
•
To: Mayor Kragness and C cil Members Hilstrom, Lasman, Nelson and Peppe
From: Michael J. McCauley
City Manager
Date: November 12, 1999
Re: Police Staffing
In previous budget discussions, I have suggested the concept of allowing police officer staffing to
float above the number of sworn personnel contained in the budget. As indicated in the attached
materials, the number of resignations and retirements varies per year. It has been as high as 4 in a
given year. In addition, officers may be unavailable due to injury or leave. The process of filling an
open police officer position can take as long as 8 to 10 months before the position is fully replaced
by a new officer on the street on their own. The testing process takes 3 to 4 months from the decision
to advertise and test to the development of the eligibility list. After the eligibility list is developed,
we can hire from the top three candidates on the list at the time of appointment. As persons are
appointed from the list, rejected from the list, or remove themselves from the list (generally due to
obtaining a position with some other department), persons move up the eligibility list into the top
3 positions. Persons receiving a conditional offer of employment are then psychologically screened
and undergo a background investigation. This process can take a month or more depending on
schedules and distances. Besides being time consuming, testing and advertising are expensive. We
also have found that the recent testing processes have resulted in eligibility lists having a life under
1 year. The most promising candidates on our list will generally find employment shortly after
testing with us. If we do not offer them a job, the likelihood that they will be available several
months after being on the top of our list diminishes.
In order to cover patrol needs, I would propose that I be authorized to exceed the budgeted number
of sworn personnel with the overall police personnel budget being followed. This would require
educated estimates on future staffing, but would allow us to hire the best candidates from our testing
processes. To the degree that we have cooperation to inform us of specific retirement dates, we can
better cover the retirements. A number of sworn personnel will be eligible for early retirement in
2000. In 2004, 4 people will be eligible for normal retirement. With the usual attrition in a year and
the turn over in non -sworn positions such as community service officers, Chief Downer and I can
manage some aspects of staffing to cover overlaps in the number of sworn personnel to remain
within the general personnel cost parameters. New hires are also substantially less expensive in the
first years of service as compared to the cost of a senior officer.
In summary, having a floating number of sworn personnel would:
i - allow hiring of the most qualified from the eligibility list making the process more
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
productive
- reduce the lag time between resignation/retirement and replacement of an officer
- better staff patrol (occasionally detectives have been pulled to patrol to cover shortages)
- allow conditional offers of employment to cadets or community service officers on an
eligibility list that would not become effective until they had completed their licensing
requirements: this would retain good people and allow us more flexibility to meet our patrol
staffing needs.
•
•
IF BROOKLYN CENTER
POLICE DEPARTMENT
MEMORANDUM
TO: Michael McCauley, City Manager
FROM: Joel Downer, Chief of Police
DATE: November 12, 1999
SUBJECT: Police Department Staffing
The Brooklyn Center Police Department is at the following staffing levels as of today, November
12, 1999.
• Chief - one
• Captain - two
•
Sergeant- five (Promotional process in progress to reach authorized staffing level)
• Detective - seven
• School Liaison Officer - one
• Police Officer - twenty-seven
(Of the 27 police officers on the roster, one is assigned to Crime Prevention, one is
assigned to DARE, one is on home assignment, one is off -duty pending an appeal of the
finding of a Veteran's Hearing, and two are on injured on duty status)
Forty -three sworn personnel, 21 police officers available to staff patrol shifts.
JD /vt
. staffinem
Sheet1
Police Staffing (sworn officers)
5 years (1994 - Current)
Current
Status 1994 1995 1996 1997 1998 1999
1# Hired 3 8 0 1 3 1
# Resigned /retired 4 4 0 1 0 3
FMLA leaves
Officer #1 6wks 10wks 3wks 1wk
Officer #2 7wks 3wks
Officer #3 12wks
Officer #4 1 wk
Work Comp Injuries
Officer #1 15 wks 1 wk 2wks 2 wks 2 wks 4wks
Officer #2 4 wks 2wks 1 wk 5wks 14wks 15 wks
Officer #3 5wks 2wks
Light Duty
Officer #1 2 wks 24wks 2 wks 13wks 8wks
Officer #2 4 wks 2wks 20wks
Officer #3 4 wks 4wks 2wks
Other Leaves
Officer #1 52wks 6wks 2wks 4wks 52wks 32wks
Officer #2 1 wk 12 wks 3wks 32wks
Officer #3 26wks 4wks
• Total # of Weeks 71 wks 18 wks 47 wks 36 wks 157wks 99wks
dwn 1 po dwn 3po dwn 1.9po
+19wks +1 wks
Page 1
• Police Department Personnel Surve• ities with Populations 20,000-40,000 •
A Y A
# of r°r # of FT
# of FT # of PT Other (non- Other (non - #of Police
# of Sworn Clerical Clerical sworn) sworn) # of Total FT Vehicles Does P.D. Have a
City Population Personnel Personnel Personnel Personnel Personnel Dispatchers Personnel Owned SWAT Team?
Brooklyn Center 28515 44 4 3 5 1 + 1 Cadet 6 59 25'yes
yes, tacticle &
Burnsville 57578 66 7 6 0 2 8 FT + 3 PT 81 36 hostage negotiations
Champlin 20307 22 5 0 6 0 0 33 24 yes
yes, part of multi-
Cottage Grove 30094 35 6 0 14 0 8 63 18 agency
Crystal 23651 28 4 0 8 0 0 40 14 no
Edina 47113 49 5 0 1 3 8 63 22 yes, 10 officers
2U
(including
contractual
Fridley 28267 38 3 5 4 & youth) 0 45 20 no
Inver Grove no, but part of county
Heights 27917 27 4 2 4 2 0 35 14 team
no, but 2 officers are
part of multi -
Lakeville 37303 40 4 0 7 0 6 57 25. jurisdictional team
no, but 3 officers are
part of Ramsey
Maplewood 34771 44 4 0 5 0 0 53 35 County team
2 +3
Minnetonka 52176 52 5 5 2 seasonal 7.5 66.5 35'yes
yes, shared team w/
New Hope 21658 29 11 0 9 0 0 49 19 GV & Robbinsdale
yes, part of multi -
Oakdale 25419 29 5 0 4 0 2 40 23 agency
no, will start one
Roseville 34194 47 5 0 1 5 0 53 25 soon
yes, part of multi -
Woodbury 35720 42 6 0 1 5 0 49 28 agency
,F/bud 7/30/99 Page 1
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O O O O O O O
O O Q O O O
�O %n et M N
uoi vindoa
Breakdown of FT Police Personnel in Cities with Populations 20,000-40,000
70 M # of Sworn Personnel
0 # of FT Clerical
Personnel
60 El # of FT Other (non-
-_ sworn) Personnel
0 # of Dispatchers
50
40
30
20
110
MI UL ff
0 - III ff�
ID 0 U
z
U C7
city
AF/budgeVsurvres 7/30/99 Page 2
City Comparison
1998 Data
a a �
U � U
Brooklyn Center 28,274 44 15 2,388 35% 1,719 62% 187
Brooklyn Park 61,316 70 17 3,155 29% 5,428 63% 198
Eden Prairie 49,188 50 19 1,467 24% 1,781 64% 93
Edina 47,727 49 15 1,475 23% 1,144 58% 169
Maple Grove 47,865 45 11 1,412 24% 1,993 53% 68
Maplewood 34,434 44 13 1,988 31% 2,705 75% 77
Richfield 35,326 44 14 1,698 19% 2,106 66% 186
Roseville 33,935 44 6 1,938 25% 1,567 48% 120
. St. Louis Park 43,596 49 19 1,715 21% 2,277 67% 120
Brooklyn Center 9th tied 6th tied 5th 2nd 1st 6th 6th 2nd
Ranking
•
p: \police\stats \custom \comp98.xls 11/10/99
1998 Calls for Service by Shift and Day of the Week 4 1/ if a 4/ q-k-c��
1,296
Sun
� Z, &F M-5 INS)INUM
1,43 1
907
Monday 1,109
1,651
937
Tuesday
1,598
'A M,.,w
INNII III N I g glig i ll issig ! ; 1 1 1 180 1181111i
1 1 1 11 11 ; 11 11 11 1 1 i
Wednesday 1,003 I III MINE!
AN :
0 W "I'l 0
t I E 1,618 MWO AM
A 1,010
Thursday
uu
1,634
fa F i, M •a 'M ARM
1,1
Friday
1,674
'A
M
1,445
Saturday 992
1,593
0 200 400 600 800 1,000 1,200 1,400 1,600 1,800
Number of Calls for Service
EIAftemoons (1401-2200 hrs) M Days (0601-1400 hrs) ■Nights (2201-0600 hrs)
I
��flKLYM CENtF
S
BROOKLYN CENTER
POLICE
POLICE DEPARTMENT
METHODOLOGY
The following formula is from a system devised and accepted by the International
Association of Chiefs of Police. The formula is intended to calculate the number of
patrol officers needed to cover the existing workload. It is a formula based on actual
police service demands and not simply on population.
Weighting of Events
Incidents are first weighted by the formula below t take into account the longer time
necessary for a police officer to process more serious offenses.
Class of Event Relative Weighting X 1998 Events = TOTAL
Part I Crimes 4 2,388 9,552
Part II Crimes 3 1,719 5,157
Traffic Accidents 2 534. 1,068
All Others 1 16,804 16,804
Arrests 2 2,757 5,514
Total Weighted Events 38,095
Minnesota Chiefs of Police Educational Foundation 1998 Executive Training Institute
i
CALCULATING '.ni.L NUMBER OF PATROL BEATS
For the purpose of this study, a patrol beat is defined as a basic one officer patrol
shift, 8 hours per day, 365 days per year.
A. Total Weighted Events 38,095
B. The number of weighted events is multiplied by .55 hours
(35 minutes) which is the average time required for handling
an incident or investigation at the patrol level. 20,952
C. This total is then multiplied by 3 to allow for a buffer factor
to cover time spent on preventative patrol, court time,
training, meetings, care of equipment, and report writing.
These are times that are not reflected in incident reports. 62,856
D. The total is then divided by 2,920 which represents the
number of hours necessary to staff one patrol beat (8 hours
• per day x 365 days = 2,920). This total is the number of
patrol beats required to cover existing work loads. 22
E. The 22 beats would be divided over 3 shifts and a night
power shift, or 3 shifts and a day and night power shift.
This averages out to five to six beats per shift with 2 to 3
beats assigned to the power shift.
•
Minnesota Chiefs of Police Educational Foundation 1998 Executive Training Institute
B oxLYN cFN
ROOKL
YN CENTER
POLICE DEPARTMENT
POLIO
CALCULATING THE NUMBER
OF
PATROL OFFICERS TO STAFF ONE BEAT
To determine the number of patrol officers necessary to cover a single beat, we
must subtract the number of hours an officer is unavailable for duty, because -of
days off, vacation, holidays, sick leave, etc. from 2920 (8 hours per day x 365
days = 2920). The remaining hours represent the net hours an officer is actually
available for patrol. That figure can then be used to calculate the number of
officers required to staff a beat and the total number needed to adequately staff the
force.
•
AVAILABILITY FACTOR Hours/Year
Days Off 840
Vacation (Patrol Officer average 10 days /year) 80
Holidays (12 days /year) 96
Training 40
Sick Time P.D. Q
( bud estimate) 24
TOTAL HOURS UNAV AILABLE FOR PATR 1
When the figure 1,080 is subtracted from 2,920, the result shows that each officer
provides 1,840 hours on duty per year.
To determine the number of patrol officers necessary to staff one beat, the figure
2,920 is divided by 1,840. The resulting ratio is 1.59 officers to staff one beat.
• When this figure is multiplied by the number of beats found to be required in the
above calculations, based upon the current level of 22 beats, the result is that 35
patrol officers are needed.
manpowelwpd `
City of Brooklyn Center
A great place to start. A great place to stay.
i
To: Mayor Kragness and Council Members Hilstrom, Lasman, Nelson and Peppe
From: Michael J. McCauley
City Manager
Date: November 12, 1999
Re: Social Service Funding: Draft Guidelines
The current configuration of Budget Code 435: Social Service Funding combines several dissimilar
funding types. In the Draft Guidelines, I have attempted to differentiate between those budget items
that reflect joint powers, services that are dependent on funding to be offered in Brooklyn Center,
and services that are enhanced by City funding, but not dependent upon it. The guidelines borrow
concepts developed several years ago by the Financial Commission. These are set forth in the criteria
proposed for the Category 3 funding requests.
I think that it is important to approach services we are required to provide or contract for their
provision in Brooklyn Center differently. Those costs will increase over time as the cost of staff etc.
increase for the joint powers provider or the contractual provider. As the City's personnel costs
• increase each year, providing service through organizations such as Northwest Hennepin Human
Services Council will also increase. If we hired staff to provide those services, the cost would have
increased as well.
For services that are not dependent on City funding to be offered, the Council must determine its
goal in providing financial assistance to enhance or provide service in Brooklyn Center. If the
Council seeks to provide start-up money, then it would be anticipated that City funding would
decrease over time. If the Council seeks to have the service provided in Brooklyn Center, using the
criteria for funding, the Council would need to address the issue of whether the circumstances
justifying City financial participation are likely to change so as to change the need for City funding.
If those circumstances are not likely to change through alternate sources of funding, the Council may
reach the decision that funding be held constant or increase over time, provided weighing of
competing requests and available money would justify that action.
•
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
Draft Guidelines for Funding of Social Services Budget Code 435
• Social
service funding will be divided into categories as follows:
1. JOINT POWERS AGREEMENTS. Services which the City is required to or otherwise would
provide itself and has chosen to enter into ioint powers agreements with other governmental units
to provide those services. Increased costs of providing these services over time are to be anticipated
in the budget process based on allocation of costs to the City under the point powers agreements.
Guideline: The services will be funded and included in the budget.
In 2000 these would include:
Northwest Hennepin Human Services Council
Project Peace
Five Cities Senior Transportation
The City Council will review these services in February of even numbered years to
determine if the delivery mechanism through joint powers is appropriate and effective.
Unless the Council directs notice of intent to leave the joint powers agreement by March of
any given year, the budget will include participation for the following year.
2. SERVICES DEPENDENT ON CITY FUNDING. General services which the City could
• provide itself and has chosen to contract for its provision by another entity, where the provision of
the service in Brooklvn Center is dependent on the C.itv's vrovision of financial support at a given
level. Increased costs of providing these services over time are to be anticipated in the budget process
based on allocation of costs to provide the service in the City..
Guideline: The services will be funded and included in the budget at a level necessary for the
provision of the service.
In 2000 these would include:
PRISM
The City Council will review these services in February of each year to determine if the
delivery mechanism through contract is appropriate and effective. Unless the Council directs
notice of intent to leave the joint powers agreement by March of any given year, the budget
will include participation for the following year.
3. SERVICES AIDED BY CITY FUNDING. General services which the City could provide itself
and has chosen to contract for its provision by another entity and the provision of service in
Brooklyn Center would be aided b_v City financial sun_nort but is not dependent on Citv financial
suj2port.
I
• Guideline: Based on a timely application for fundin , the City Council will consider the
Y pP g Y
• following factors in determining funding in this category and allocate funding up to a total
amount determined by the City council
service is unique in the City: that is, there is a rational for funding the
organization's service provision, as opposed to funding one organization out of a
group of similar organizations without an objective basis for differentiating between
the organizations
- request meets an important community need
- service does not duplicate other services offered in the community
- number of residents served or benefit to community is high in relation to the
amount requested/provided from/by City
- program requires City support to provide level of service
- use of volunteers is reasonable and cost effective
- other funding sources have been explored/used
- budget request is reasonable in light of organization's overall budget
- administrative costs and program service costs are in reasonable balance
The 2000 budget requests in this category are:
- Brooklyn Center Youth Hockey $2,500
- Brooklyn Peacemaker Center, Inc. $15,000
• - Heritage Festival $500
- North Hennepin Mediation Program, Inc. $4,000
•
i EARLE BROWN HERITAGE CENTER
2000 BUDGET
Depart
Actual Actual Adopted Request
Budget 1997 1998 1999 2000
REVENUES:
Convention and Catering $2,139,380 $2,282,559 $2,801,563 $3,300,000
Inn on the Farm 253,597 207,665 250,600 210,000
Earles 58,332 19,064 (2,500) 0
Office Rentals 79,774 30,797 37,337 37,337
Total Revenues $2,531,083 $2,540,085 $3,087,000 $3,547,337
Less: Cost of Sales $363,272 $410,628 $446,514 $614,555
Gross Profit $2,167,811 $2,129,457 $2,640,486 $2,932,782
EXPENDITURES:
Personnel $1,222,596 $1,335,746 $1,494,514 $1,782,565
Supplies 148,935 159,879 180,184 236,730
Other Contractual Services 516,742 491,981 538,366 527,513
Insurance 25,142 24,503 36,428 33,361
Utilities 132,645 136,827 167,351 175,976
Interest Expense 27,148 20,006 25,000 23,700
Administrative Service Transfer 52,797 62,767 58,545 55,443
Depreciation 8,548 8,384 42,000 18,699
Total Expenditures $2,134,553 $2,240,093 $2,542,388 $2,853,987
Operating Income $33,258 ($110,636) $98,098 $78,795
Capital Outlay $98,512 $84,883 $92,750 $48,530
Available Resources ($65,254) ($195,519) $5,348 $30,265
•
I
• EARLE BROWN HERITAGE CENTER
2000 BUDGET
Division: CONVENTION CENTER & CATERING OPERATIONS
Depart
Actual Actual Adopted Request
1997 1998 1999 2000
REVENUES:
Rentals and Charges $2,139,380 $2,282,559 $2,801,563 $3,300,000
Less: Cost of Sales $326,260 $384,913 $429,214 $597,255
Gross Profit $1,813,120 $1,897,646 $2,372,349 $2,702,745
EXPENDITURES:
Personnel $845,506 $979,789 $1,163,726 $1,471,878
Supplies 126,991 139,990 157,829 215,920
Other Contractual Services 422,454 399,465 460,581 440,949
Insurance 20,151 16,297 29,056 17,458
Utilities 109,914 116,509 142,051 151,951
Interest Expense 13,574 10,089 20,000 14,000
Depreciation 8,548 8,384 38,000 18,699
Total Expenditures $1,547,138 $1,670,523 $2,011,243 $2,330,855
• Net Income $265,982 $227,123 $361,106 $371,890
Capital Outlay 93,665 84,883 53,700 46,280
Available Resources $172,317 $142,240 $307,406 $325,610
•
EARLE BROWN HERITAGE CENTER
2000 BUDGET
Division: INN ON THE FARM
Depart
Actual Actual Adopted Request
1997 1998 1999 2000
REVENUES:
Rentals and Charges $253,597 $207,665 $250,600 $210,000
Less: Cost of Sales $18,826 $17,421 $17,300 $17,300
Gross Profit $234,771 $190,244 $233,300 $192,700
EXPENDITURES:
Personnel $203,784 $191,265 $171,918 $145,561
Supplies 14,230 16,378 18,355 17,210
Other Contractual Services 51,945 51,131 54,825 51,230
Insurance 3,379 3,291 4,041 4,004
Utilities 16,066 14,317 19,100 17,900
Interest Expense 13,574 9,917 5,000 9,700
Administrative Service Transfer 0 0 0
Depreciation 0 0 4,000
• Total Expenditures $302,978 $286,299 $277,239 $245,605
Net Income ($68,207) ($96,055) ($43,939) ($52,905)
Capital Outlay 4,847 5,900
Net Income ($73,054) ($96,055) ($49,839) ($52,905)
•
• EARLE BROWN HERITAGE CENTER
2000 BUDGET
Division: OFFICE RENTALS
Depart
Actual Actual Adopted Request
1997 1998 1999 2000
REVENUES:
Rentals and Charges $79,774 $30,797 $37,337 $37,337
Total Revenues $79,774 $30,797 $37,337 $37,337
EXPENDITURES:
Personnel $12,671 $8,489 $1,167 $1,167
Supplies 5,587 3,227 1,600 1,200
Other Contractual Services 34,931 30,099 11,900 12,460
Insurance 1,503 4,771 3,331 4,412
Utilities 6,665 6,001 2,750 2,675
Total Expenditures $61,357 $52,587 $20,748 $21,914
Net Income $18,417 ($21,790) $16,589 $15,423
Capital Outlay 30,900
Available Resources $18,417 ($21,790) ($14,311) $15,423
•
• EARLE BROWN HERITAGE CENTER
2000 BUDGET
Division: ADMINISTRATION
Depart
Actual Actual Adopted Request
1997 1998 1999 2000
REVENUES:
Rentals and Charges $0 $0 $0 $0
Total Revenues $0 $0 $0 $0
EXPENDITURES:
Personnel $137,063 $142,292 $157,703 $163,959
Supplies 0 0 2,400 2,400
Other Contractual Services 2,128 8,812 11,060 22,874
Insurance 0 0 0 7,487
Utilities 0 0 3,450 3,450
Interest Expense 0 0 0
Administrative Service Transfer 52,797 62,767 58,545 55,443
Total Expenditures $191,988 $213,871 $233,158 $255,613
. Capital Outlay 0 0 2,250 2,250
Total Outlays ($191,988) ($213,871) ($235,408) ($257,863)
•
• CITY OF BRO& CENTER •
REVENUE BUDGET WORKSHEET BY FUND
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET
FUND EARLE BROWN HERITAGE CTR 053
3471 cash over and (Short) 0 0 0 0 1 0
Miscellaneous Revenues TOTAL 0 0 0 0 1 0
3600 Guest Room Rentals 210,606 185,64 7 123,503 230,000 117,809 190,200
3601 Facility Rentals 23,709 16,113 8,840 17,500 13,285 17,000
3602 Merchandise Sales 1,079 780 561 1,000 603 800
3603 Meal Sales 12,317 1,922 1,527 0 256 0
3604 Service Charges 1,442 281 249 0 20 0
3605 Equipment Rentals 3,940 2,842 1,165 1,600 1,896 2,000
3606 Miscellaneous 505 80 25 500 5 0
E.B.H.C. Bed & Breakfast Rev. TOTAL 253,597 207,666 135,870 250,600 133,874 210,000
3620 Room Rentals 396,860 408,577 276,372 536,943 245,260 550,000
3621 Labor Charges 7,590 7,459 3,596 9,500 2,932 9,000
3622 CMP Room Rentals 49,967 13,717 9,906 19,600 22,729 23,700
3624 CMP Equipment Rentals 15,749 4,483 3,298 7,500 5,443 7,200
3625 Equipment Rentals 124,619 150,288 98,217 157,700 92,838 157,000
3626 Dance Floor/Staging Rentals 34,977 47,073 31,306 49,500 29,685 47,000
3627 Event Supplies Charges 11,899 1,429 729 2,000 1,262 2,400
3628 Client Requested Services 23,729 27,414 19,947 48,300 17,492 29,400
3630 Security Services 2,000 5,243 3,110 6,000 5,400 6,200
3638 Miscellaneous 4,834 2,298 1,497 2,520 593 2,400
• CITY OF BROW CENTER •
REVENUE BUDGET WORKSHEET BY FUND
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET
E.B.H.C. Convention Revenues TOTAL 672,223 667,981 447,979 839,563 423,635 834,300
3640 Commercial Office Rentals 79,521 30,797 21,531 37,337 24,892 37,337
3641 Cleaning Services 210 0 0 0 0 0
3646 Miscellaneous 43 0 0 0 7,200 0
E.B.H.C. Office Rental Revenue TOTAL 79,774 30,797 21,531 37,337 32,092 37,337
3658 CONCESSIONS 0 0 0 0 0 30,000
3659 Food & Beverage Revenue 1,248,269 1,351,407 862,824 1,622,600 990,656 1,863,000
3660 Wine Sales 56,397 73,030 47,196 79,200 11,738 0
3661 Liquor Sales 73,446 112,846 65,778 125,500 148,099 253,600
3662 Beer Sales 56,472 57,685 41,473 75,300 11,066 0
3663 Service Charges 21,273 10,465 24,791 52,000 136,293 314,100
3664 Misc. Sales 9,092 7,804 3,849 5,300 3,093 5,000
3665 Misc.Sales-Non Taxable 2,208 1,340 1,160 2,100 605 0
Catering Operations TOTAL 1,467,157 1,614,578 1,047,070 1,962,000 1,301,551 2
3670 Meal Sales 44,694 14,614 15,479 -2,500 -752 0
3671 Liquor Sales 13,285 4,400 4,260 0 80 0
3673 Miscellaneous Sales 353 50 50 0 0 0
Earle's at EBHC TOTAL 58,332 19,065 19,789 -2,500 -672 0
3901 Transfers from General Fund 0 0 0 0 4,357 0
• CITY OF BRAN CENTER •
REVENUE BUDGET WORKSHEET BY FUND
2000 BUDGET
1998 1999 1999 2000
1997 1998 AS OF ADOPTED AS OF REQUESTED
Object Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET
Transfers from other Funds TOTAL 0 0 0 0 4,357 0
EARLE BROWN HERITAGE CTR TOTAL 2,531,083 2,540,086 1,672,238 3,087,000 1,894,837 3,547,337
III
I
Division: Convention Center
• Budget Code: 655
Program Number: 8950
PROFILE:
The Convention Center in conjunction with the Catering Department provides a full service conference and event
location. EBHC's economic impact directly affects Brooklyn Center via hotel, restaurant, shopping and convention
service related business activity (floral, printing, rental, etc.). EBHC provides a high level of customer service and
maintains a significant amount of repeat business among its corporate clientele.
DEPARTMENTAL GOALS:
• Focus marketing endeavors on large, multi-day events that will minimize labor, maximize food and beverage
revenue potential and increase city lodger's tax receipts.
• Promote websites (www.earlebrown.com and www.innonthefarm.com) thereby allowing the staff to react to
requests for information faster cheaper than mailing printed materials.
• Participate in trade show opportunities to inform the public of EBHC's presence and renovation.
• Aggressively sell food and beverage events that shows the highest profit margin.
• Add minimum of ten new corporate clients per year.
• Provide food and beverage service rivaling the premier Twin City event facilities.
•
Participate in industry associations to network for referral business from our industry peers.
• • In conjunction with the North Metro Minneapolis Convention and Visitors Bureau, host association meetings
on -site such as MSAE, MPI and SGMP.
PERSONNEL LEVELS:
1 Sales Director
3 Sales Manager
1 Maintenance /Operations Supervisor
1 Maintenance Custodian
2 Crew Chief
Part-time positions include Set -Up Crew, Custodians, and Maintenance Staff.
SPECIFIC CODE EXPENDITURE DETAIL
Obiect Number Explanation Amount
4231 Replacement of 600 grey chair backs and a few seats. $15,000
Replacement of broken table tops.
4316 Expense for security coverage at events, offset by revenue. $ 5,000
• 4380 New alarm system (due to move of Police Department) $ 540
$45 x 12 months. MCC preventative maintenance.
CAPITAL OUTLAY — A LIST
Item Anticipated Units Cost(s) Use / Need
Purchase Date
Dance floor sections 1/00 6,000 Equipment needed for new G
and H Barns meeting space.
Coat racks 1/00 10 6,700 Equipment needed for new G
and H Barns meeting space.
Computers 1/00 2 6,400 Replacements of computers
because of inefficiency.
Outdoor marquees by G 4/00 2,000 Signage to identify where
and H Barn entrances. events are taking place for
guests.
TOTAL 21,100
CAPITAL OUTLAY — B LIST
Sound system for H Barn 7,500 Equipment needed for new H
meeting rooms and Barn meeting rooms and
Prefunction area. Prefunction area.
Shades for Carriage Hall 2 11,000 Replacement of "black out'
and Captain's windows. shades for large windows in
Carriage Hall and Captain's.
Outdoor sound system 1,350 In need of a sound system to
(Mixer, speakers and amplify sound for outdoor
stands) events.
Security video system in 8,000 Allow us to monitor what's
storage area, dock area going out the door because
and employee entrance. of theft.
Run fresh air to lower 30,000 Tack Room limited to heating
level Tack Room. controls. By having fresh air
we can cool room and
maintain clients' needs.
Total 57,550
f :users /wpfiles /budget00 /capouta
•
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4550
2. Give description and quantity of item requested. Indicate date desired.
Dance floor sections which match existing Sico floor.
3. Describe the necessity for and /or benefits or savings expected from this item.
Equipment necessary to set rooms in new G & H Barn meeting space.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
Existing crew chiefs and set -up crew will use this equipment to set rooms. Only increase in cost will be
some additional hours since this is new meeting space.
• 5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $6.000.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
$ $6.000.00 $ $6.000.00
CAPOUT6
i
CITY OF BROOKLYN CENTER •
2000 BUDGET -
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4552
2. Give description and quantity of item requested. Indicate date desired.
10 New Coat Racks.
3. Describe the necessity for and /or benefits or savings expected from this item.
Support for H & G Barn meeting spaces.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
N/A
5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
Have had to discard three existing racks since they were no longer repairable.
7. Estimated Net Cost: $ 6.700.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
10 $ 6.700.00 $ 6.700.00 $�_ $ 6.700.00
CAPOUT7
• CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4548
2. Give description and quantity of item requested. Indicate date desired.
2 computers (1 operations /maintenance) $3,200.00
(1 administration) $3,200.00
3. Describe the necessity for and /or benefits or savings expected from this item.
These two computers are very slow in processing. Since both areas have to access Hodges,
Word and Excel, they have to be able to process much quicker.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
N/A
5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
7. Estimated Net Cost: $6 4
Quantity Unit Cost Total Cost Trade -in Net Total Cost
2 Computers $3.200.00 $6.400.00. $6.400.00
CAPOUT8
•
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950.4530
2. Give description and quantity of item requested. Indicate date desired.
Outdoor marquees by G and H Barn entrances.
3. Describe the necessity for and /or benefits or savings expected from this item:
Will identify for incoming guests what event or reception is taking place in that
building.
4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item. •
Will reduce amount of personal staff time spent directing people to the appropriate
areas.
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $2.000.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
$2.000.00 $2.000.00 $ $2.000.00
CAPOUT9
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4552
2. Give description and quantity of item requested. Indicate date desired.
Sound system for H Barn and Prefunction meeting rooms.
3. Describe the necessity for and /or benefits or savings expected from this item.
This is new meeting space. Since groups of up to 300 will occupy each building a
built -in sound system for each room is required.
4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item.
• N/A
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $7.500.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
$7.500.00 $7.500.00 $ $7.500.00
• CAPOUT I
i
CITY OF BROOKLYN CENTER •
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4552
2. Give description and quantity of item requested. Indicate date desired.
Replacement of "black out" shades on large windows in both Carriage Hall (2 west
door windows) and Captain's (1 west window).
3. Describe the necessity for and /or benefits or savings expected from this item. -
Audio visual productions require covering all exterior light sources. The existing
screens are nine years old, have been repaired several times and are in need of
replacement.
4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item. •
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
May require additional electrical in Carriage Hall. General budget will cover expense.
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
Discard
7. Estimated Net Cost: $5.500.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
2 $5.500.00 $11.000.00 $ $11.000.00 •
CAPOUT2
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4552
2. Give description and quantity of item requested. Indicate date desired.
1 Outdoor sound system (1 mixer, 2 speakers and stands),
1 mixer - $495.00
2 speakers - $235.00
2 speaker stands - $85.00
3. Describe the necessity for and /or benefits or savings expected from this item.
Rented to clients, particularly weddings, to amplify sound during wedding ceremonies or any other
outdoor event requiring amplification. Rentals will cover cost of system within the first year and then
it becomes a source of revenue.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
7. Estimated Net Cost: $_L35_0_.QQ
Quantity Unit Cost Total Cost Trade -in Net Total Cost
$ $1.350.00 $ $1.350.00
CAPOUT3
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4552
2. Give description and quantity of item requested. Indicate date desired.
Put a security video system in storage areas and employee entrance and the dock area.
3. Describe the necessity for and /or benefits or savings expected from this item.
Theft of AN equipment, carts, other vendor's equipment, etc. is occurring more frequently the busier
the facility is. This system will deter some of the temptation and allow us to trace what's going out the
door.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
N/A
5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
Electrical connection included in the projected cost.
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $ 8.000.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
1 $ 77. 48.00 $7.748.00 $ $7.748.00
CAPOUT4
CITY OF BROOKLYN CENTER
• 2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950 -4520
2. Give description and quantity of item requested. Indicate date desired.
Run fresh air to lower level Tack Room.
3. Describe the necessity for and /or benefits or savings expected from this item.
Tack room is limited to heating controls. We can not cool this room in winter or heat room in summer.
By having fresh air we can cool room for free and maintain clients' needs. The savings have not been
estimated there will be savings in spring and fall when the room needs to be cooled down.
4. If the item requires an increase in personal services for the activity, state the job titles contingent upon
the item.
N/A
5. Indicate any expenses necessary to place this item in operation and whether these expenses are included
in your budget request.
N/A
i
6. List any item which will be replaced by this purchase. State recommendations for disposition of this
item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $30.000.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
0 $30.000.00 $30.000.00 $ $30.000.00
CAPOUT5
i
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV CONVENTION CENTER 655
4100 Wages Regular Employees 226,341 175,079 204,829 291,607 147,007 293,140
4112 Overtime Regular Employee 1,454 1,424 1,582 1,500 1,697 2,029
4130 Wages Part -time Employees 130,642 112,048 105,026 120,676 67,049 133,179
4131 Overtime of Part -time Emp 2,401 945 653 0 831 0
4133 Vacation Pay 14,837 9,490 11,706 0 10,008 0
4134 Holiday Pay 12,937 9,701 11,151 0 5,248 0
4135 Sick Leave Pay 19,474 7,079 10,070 0 4,072 0
Salaries and Wages TOTAL 408,088 315,767 345,016 413,783 235,911 428,348
4142 PERA Coordinated Plan 17,009 13,993 17,119 21,434 11,225 22,188
4143 PERA Police & Fire Plan 140 129 78 0 72 0
I
4146 FICA 30,406 23,810 25,801 31,654 18,086 32,769
4150 Employee Benefits 0 18,621 28,583 35,216 19,431 38,096
4151 Health Insurance 20,183 1,938 0 0 0 0
4152 Life Insurance 149 15 0 0 0 0
4153 Dental Insurance 1,641 165 0 0 0 0
4154 Workers Comp Insurance 10,827 2,298 9,008 11,728 5,491 12,302
4158 Disability Insurance 244 0 0 0 0 0
Fringe Benefits TOTAL 80,597 60,969 80,589 100,032 54,305 105,355
4210 Office Supplies 3,797 3,798 3,781 4,000 2,398 4,000
4220 Operating Supplies 22,855 21,780 23,124 26,000 18,144 27,900
• CITY OF BROOK CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
-- ---- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - --
4221 Motor Fuels 2 10 5 25 0 25
4223 Cleaning Supplies 7,678 5,004 8,719 8,500 6,156 8,500
4224 Clothing & Personal Equip 650 406 1,082 1,400 883 1,400
4225 Shop Supplies 247 537 165 500 124 500
4226 Chemical Products 1,777 1,534 1,589 1,825 2,058 1,825
4227 Safety Supplies 366 173 181 250 129 250
4228 Guest Supplies 0 0 20 0 0 0
4230 Repair & Maint Supplies 2,384 3,879 3,766 5,200 4,663 8,700
4231 Equipment Parts 3,454 3,340 5,255 6,250 5,881 17,000
4233 Building Repair Supplies 10,732 8,456 5,998 10,700 4,063 10,700
4235 Landscaping Materials 486 2,116 2,018 3,400 812 3,400
4236 Signs & Striping Material 408 490 506 1,650 1,301 1,650
4240 Small Tools 529 624 809 800 365 800
4241 Laundry 0 0 0 125 -2 125
4271 Minor Equipment 0 0 238 0 1,214 0
Supplies TOTAL 55,367 52,147 57,254 70,625 48,189 86,775
4309 Energy Management Services 0 0 10,598 0 0 0
4310 Professional Services 0 690 2,367 800 0 0
4312 Legal Services 2,297 3,219 2,291 3,000 426 3,000
4313 Audit & Financial Service 412 0 0 0 0 0
4316 Security Services 107 137 72 0 0 5,000
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
Purchased Services TOTAL 2,815 4,046 15,329 3,800 426 8,000
4320 Communications 0 0 644 0 0 0
4321 Postage 3,167 3,422 4,800 5,900 2,049 3,600
4322 Telephone Services 15,743 13,995 16,391 17,500 13,279 18,000
4324 Delivery Service 210 288 215 250 52 125
4334 Use of Personal Auto 529 1,069 1,067 1,050 448 700
4340 Advertising 16,289 21,581 19,760 31,500 24,537 35,000
4341 Employment Advertising 107 721 1,902 1,600 2,009 2,450
4345 Advertising - Agency 0 2,886 0 6,000 2,846 6,000
4347 Trade Show Promotions 5,066 4,363 4,555 5,650 4,813 5,650
4350 Printing 6,370 10,643 8,028 12,000 9,640 12,000
Communications TOTAL 47,481 58,969 57,361 81,450 59,673 83,525
4379 Lower Level Improvements 0 5,504 0 0 0 0
4380 Repair & Maint Contract 9,620 8,393 7,667 16,080 3,950 8,930
4382 Equipment Repair & Maint 25,553 23,708 14,265 25,000 20,741 31,000
4385 Landscaping Services 0 0 267 0 0 0
4390 Rentals 50,023 42,157 68,446 68,061 46,777 74,000
4391 Dewatering Services 0 45,564 4,079 0 0 0
4392 Building Rentals 437 0 0 0 0 0
4395 Client Request Rent Chrg 3,954 16,372 6,189 8,200 1,204 4,100
4397 Logis Charges 2,417 2,683 65 0 0 0
• • •
• CITY OF BROS CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4398 Protective Services 205 205 205 205 136 0
Repair Rental & Maint TOTAL 92,210 144,585 101,183 117,546 72,808 118,030
4400 Other Contractual Service 14,290 12,100 13,909 16,000 10,241 16,000
4401 Credit Card Fees 4,242 739 569 800 448 1,200
4402 Uncollectible Checks -331 2,507 -95 0 0 0
4403 Cash (Over) and Short -92 -56 -40 0 -136 0
4411 Conferences and Schools 1,635 3,291 3,078 5,000 2,937 5,000
4412 Meeting Expenses 631 628 760 850 282 850
4413 Dues & Subscriptions 2,307 3,643 2,444 3,850 3,183 3,850
4417 Books/Reference Materials 68 34 263 290 0 290
4427 Tree Removal Contract 0 188 0 0 0 0
Other Contractual Sery TOTAL 22,750 23,073 20,886 26,790 16,955 27,190
4442 Repair & Maint Charges 0 0 0 0 208 0
Central Garage Rentals TOTAL 0 0 0 0 208 0
4461 Gen Liability Insurance 5,868 5,725 4,232 6,030 4,543 5,317
4462 Property Insurance 2,593 2,254 1,415 8,387 1,045 1,678
4463 Machinery Breakdown Ins 457 456 276 1,219 197 324
Insurance TOTAL 8,917 8,435 5,923 15,636 5,785 7,319
4481 Electric Service 65,312 61,513 69,546 74,000 44,971 79,000
4482 Gas Service 25,235 18,402 11,485 26,000 10,560 26,000
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4484 Water Service 1,512 1,280 1,095 1,825 659 1,825
4485 Sanitary Sewer Service 2,503 2,377 2,024 3,016 1,416 3,016
4487 Solid Waste Disposal 2,457 1,495 1,618 2,000 1,612 2,000
4488 Storm Water Drainage 1,107 1,026 987 1,160 730 1,160
Utilities TOTAL 98,126 86,093 86,755 108,001 59,948 113,001
4530 Other Improvements 2,435 0 0 10,000 0 2,000
I
4540 Machinery & Equipment 0 0 0 0 4,200 0
4548 Computer Equipment 0 0 0 18,000 0 6,400
4550 Furniture & Fixtures 0 0 0 0 0 6,000
4552 Other Equipment 3,195 0 0 25,700 0 6,700
Capital Outlays TOTAL 5,630 0 0 53,700 4,200 21,100
4611 Interest 17,863 13,574 9,917 20,000 8,067 14,000
Debt Service TOTAL 17,863 13,574 9,917 20,000 8,067 14,000
4199 Salaries Reimbursed 26,504 0 0 0 0 0
Administrative Service TOTAL 26,504 0 0 0 0 0
4841 Merchandise Cost of Sales 0 78 48 0 0 0
4842 Food Cost of Sales Guests 2,003 -299 -1,263 1,050 -304 500
4844 Food Cost of Sales Events 0 55 2,754 0 356 0
Cost of Sales TOTAL 2,003 -166 1,539 1,050 52 500
4920 Depreciag Expense 0 0 35,200 0 0
• CITY OF BROA CENTER •
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
Depreciation TOTAL 0 0 0 35,200 0 0
CONVENTION CENTER TOTAL 868,350 767,491 781,752 1,047,613 566,527 1,013,143
f
• Division: Catering Operations
Budget Code: 656
Program No: 8900, 8909
PROFILE
The Catering Division of the Heritage Center sells, 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. There is also a joint sales effort between facility and catering sales
personnel.
Flik creates menus, determines food pricing, hires staff, provides food and beverage to facility clients, and
maintains an inventory of food and small wares, maintains the kitchen and service areas, and services all food -
related functions.
This division is responsible for 2.5 million in gross revenues, up approximately 26% from 1999. This increase is
made possible by the additional meeting space in the H Barn & G Barn.
DEPARTMENTAL GOALS
• Provide the finest quality of food and beverage available to facility clients.
• Develop additional revenue- through the creation of new menus and increased menu pricing.
• • Maintain competitive purchase pricing.
• Continue to eliminate duplicity of effort between the facility and catering systems.
• Continue aggressive marketing by facility and catering sales staff to existing and new corporate /social clients.
PERS()NNF- L EVELS
Contracted through Flik International: Food and Beverage Director, Assistant Food and Beverage Director, Catering
Sales Managers, Executive Chef, Sous Chefs, Cooks, Bartenders, Banquet Manager, Banquet Captains, Banquet
Servers, and Service Staff.
SPECIFIC EXPENDITURE DETAIL
Obiect Number Expenditure Amount
4213 Most items previously coded under SAO,012
4220 operating supplies will now be
coded to this kitchen supplies category.
•
' ' 3 ITAL OUTLAY
Item Anticipated Units Cost(s) Use / Need
Purchase Date
Place settings of china, 500 21,000 Equipment needed for new G
glass and silver. and H Barns meeting space.
I Computer 1/00 1 3,200 Replacement of computer
because of inefficiency.
Portable steam table 1 980 Needed for plating hot
entrees in other areas than
the kitchen.
Total 25,180
capoutcat
•
0
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950.4548
2. Give description and quantity of item requested. Indicate date desired.
One computer, monitor and keyboard.
3. Describe the necessity for and /or benefits or savings expected from this item.
Replacement of outdated equipment. Software used requires greater processing speed.
4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item.
N/A
•
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
Old equipment will be traded or auctioned.
7. Estimated Net Cost: $3.200.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
1 $ $3.200.00 $ $3.200.00
CAPOUT1 I
CITY OF BROOKLYN CENTER •
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 655 Object #: 8950.4552
2. Give description and quantity of item requested. Indicate date desired.
Portable steam table for holding hot food at Department of Health code ($800.00 table
+ $120.00 casters + tax).
3. Describe the necessity for and /or benefits or savings expected from this item. -
Allows plating up of hot entrees in facility areas other that main kitchen.
4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item.
N/A •
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $ 980.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
$9$40 $ $ $ 980.00
CAPOUT 12
s
CITY OF BROOKLYN CENTER
2000 BUDGET
JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS
1. Division: EBHC Div. # 656 Object #: 8900.4552
2. Give description and quantity of item requested. Indicate date desired.
Add a P
ar of 500 lace settings of china, glass and silver to support increased business
P
In G and H Barns. Also, replace small wares broken during previous business year.
3. Describe the necessity for and /or benefits or savings expected from this item.
Current inventory not sufficient for multi event days. Have had to rent small wares
previously.
• 4. If the item requires an increase in personal services for the activity, state the job titles
contingent upon the item.
N/A
5. Indicate any expenses necessary to place this item in operation and whether these
expenses are included in your budget request.
N/A
6. List any item which will be replaced by this purchase. State recommendations for
disposition of this item. For example, trade -in salvage, discard, etc.
N/A
7. Estimated Net Cost: $21.000.00
Quantity Unit Cost Total Cost Trade -in Net Total Cost
• $ $21.000.00 $ $21.000.00
CAPOUT10
I`
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV CATERING OPERATIONS 656
,4100 Wages Regular Employees 10,521 2,847 11,685 0 120,351 0
4112 Overtime Regular Employee 68 299 95 0 438 0
4130 Wages Part -time Employees 358,535 35,201 36,044 35,200 255,742 60,976
4131 Overtime of Part -time Emp 1,293 145 127 0 84 0
4132 Flik Employee Wages 0 343,276 395,977 489,039 62,923 619,993
4133 Vacation Pay 0 0 3,919 0 9,174 0
4138 Severance Pay 0 0 1,365 0 0 0
I
4197 Temporary Services 0 0 6,792 0 75,778 128,078
Salaries and Wages TOTAL 370,418 381,768 456,003 524,239 524,489 809,047
4142 PERA Coordinated Plan 1,376 1,661 2,275 1,823 2,009 3,159
4143 PERA Police & Fire Plan 8 34 0 0 15 0
4146 FICA 2,695 2,909 3,606 2,693 3,788 4,665
41-50 Employee Benefits 0 0 0 0 46,537 0
4151 Health Insurance 1,270 103 5,700 0 3,200 0
4152 Life Insurance 10 1 0 0 0 0
4153 Dental Insurance 145 11 0 0 0 0
4154 Workers Comp Insurance 1,294 429 1,830 1,341 1,624 2,305
4196 Flik Employee Benefits 70,714 81,853 84,770 119,815 11,833 118,999
Fringe Benefits TOTAL 77,513 87,002 98,181 125,672 69,005 129,128
4210 Office Su lies 4,361 3,346 2,259 2,500 3,213 0 2,660
• CITY OF BROOD CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object'Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - --
4213 Kitchen Supplies 0 0 2,054 0 6,485 40,012
4214 Dining Room Supplies 0 0 4,018 0 1,397 0
4215 Bar Supplies 0 0 0 0 9 0
4216 China, Glass, Silver 0 0 2,926 0 72 8,250
4217 Paper Supplies 0 0 1,440 0 7,377 12,266
4220 Operating Supplies 54,326 70,444 57,433 51,804 4,293 5,117
4223 Cleaning Supplies 158 0 2,917 1,000 7,327 13,280
4224 Clothing & Personal Equip 0 0 89 0 2,974 0
4225 Shop Supplies 0 0 0 0 15 0
I
4226 Chemical Products 0 205 -204 0 0 0
4227 Safety Supplies 0 0 164 0 114 180
4230 Repair & Maint Supplies 93 275 223 400 0 0
I
4231 Equipment Parts 42 0 87 0 219 300
4233 Building Repair Supplies 328 575 1,296 1,500 394 600
4235 Landscaping Materials 0 0 0 0 229 300
4238 Flowers /Decorations 0 0 580 0 236 1,502
4241 Laundry 22,182 0 7,175 30,000 28,736 44,678
Supplies TOTAL 81,490 74,844 82,457 87,204 63,090 129,145
4310 Professional Services 0 1,085 0 0 2,190 0
4312 Legal Services 0 0 6,800 0 100 0
4313 Audit & Financial Service 692 75 0 0 0 12,000
4316 Security Services 451 1,940 3,119 2,900 3,819 0
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
Purchased Services TOTAL 1,143 3,100 9,919 2,900 6,109 12,000
4321 Postage 127 2,941 172 2,275 495 1,668
4322 Telephone Services 5,332 6,063 6,673 6,500 2,795 5,200
4324 Delivery Service 0 0 19 0 1,380 0
4325 Teleprocessing Services 0 1,500 2,173 1,560 5,504 0
4326 Contract Cleaning/Exterminatin 0 0 279 0 0 0
4334 Use of Personal Auto 14 0 0 300 0 0
4340 Advertising 9,043 2,125 6,408 8,200 6,824 8,200
4341 Employment Advertising 0 655 615 0 1,626 2,016
4346 Advertising - Print 0 92 0 0 0 0
4347 Trade Show Promotions 0 5,508 589 0 296 0
4348 Catering Promotions 0 0 3,626 0 1,079 0
4350 Printing 820 574 2,527 3,200 3,820 800
Communications TOTAL 15,336 19,457 23,081 22,035 23,819 17,884
4380 Repair & Maint Contract 2,357 5,282 3,943 5,000 4,325 5,000
4382 Equipment Repair & Maint 11,515 14,954 11,474 14,000 9,062 14,000
4390 Rentals 5,115 0 7,880 3,785 1,692 3,200
4393 Equipment Rentals 0 3,12 1 1,674 0 0 0
4395 Client Request Rent Chrg 0 1,501 170 0 320 0
Repair Rental & Maint TOTAL 18,987 24,859 25,140 22,785 15,398 22,200
III 4400 Other Cc*ctua.1 Service 168,442 124,8 132,343 170,925 85,410 140,000
• CITY OF BROOK CENTER •
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
- -- --- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - --
4401 Credit Card Fees 536 4,733 5,520 3,600 3,899 5,520
4402 Uncollectible Checks 7,243 5,367 1,066 2,650 0 0
4403 Cash (Over) and Short -273 2,096 2,340 0 612 0
4411 Conferences and Schools 128 137 0 300 54 300
4412 Meeting Expenses 0 0 50 400 64 400
4413 Dues & Subscriptions 0 850 276 600 0 700
4414 Licenses, Taxes, & Fees 4,800 6,322 5,220 4,800 3,722 5,200
4417 Books /Reference Materials 0 0 30 0 0 0
Other Contractual Sery TOTAL 180,876 144,365 146,845 183,275 93,761 152,120
4460 Insurance 0 0 1,266 0 6,688 5,000
4461 Gen Liability Insurance 10,158 8,976 4,772 8,050 464 753
4462 Property Insurance 1,379 1,828 2,976 3,700 2,368 3,696
4463 Machinery Breakdown Ins 243 369 581 720 439 690
4469 Liquor Liability Ins 4,541 543 780 950 174 0
Insurance TOTAL 16,320 11,716 10,374 13,420 10,133 10,139
4480 Utilities 1,023 0 0 0 0 0
4481 Electric Service 11,490 10,917 11,169 11,000 10,043 11,000
4482 Gas Service 3,872 5,324 11,027 15,000 8,669 18,500
4484 Water Service 257 241 208 400 137 400
4485 Sanitary Sewer Service 431 425 346 450 277 450
4487 Solid Waste Disposal 5,385 6,728 6,830 7,000 4,066 8,400
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
-- - - -- -------- - - - - -- -------- - - - - --
4488 Storm Water Drainage 195 186 173 200 130 200
Utilities TOTAL 22,651 23,821 29,754 34,050 23,322 38,950
4540 Machinery & Equipment 0 0 0 0 2,253 0
4548 Computer Equipment 0 0 0 0 0 3,200
4550 Furniture & Fixtures 0 0 0 0 5,177 21,980
4552 Other Equipment 0 0 0 0 3,822 0
Capital Outlays TOTAL 0 0 0 0 11,252 25,180
4611 Interest 253 0 172 0 0 0
Debt Service TOTAL 253 0 172 0 0 0
4800 Inventory Variances 0 0 0 0 3,182 0
4821 Liquor Cost of Sales 0 8,859 11,717 11,787 30,080 53,957
4822 Wine Cost of Sales 0 15,157 20,902 18,727 2,930 0
4823 Beer Cost of Sales 0 13,240 16,476 17,712 4,067 0
4830 Flik's Cost of Sales 325,061 0 0 379,938 0 0
4842 Food Cost of Sales Guests 521 289,171 334,248 0 269,577 542,798
4844 Food Cost of Sales Events 160 0 32 0 50 0
Cost of Sales TOTAL 325,743 326,426 383,374 428,164 309,886 596,755
4920 Depreciation Expense 798 798 6,446 800 10,252 8,700
4921 Amortization Expense 7,750 7,750 1,937 2,000 5,000 9,999
Depreciation 0 TAL 8,548 8,548 8,384 2,800 15,252 18,699
• CITY OF BROS CENTER •
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
CATERING OPERATIONS TOTAL 1,119,277 1,105,905 1,273,683 1,446,544 1,165,515 1,961,247
* Division: Office Rentals
Budget Code: 657
Program No: 8930
PROFILE:
Approximately seventy percent of the D Barn is currently designed to provide commercial office rental space and is occupied under a
long term lease with Blumental's Architecture. The Heritage Center staff, under the direction of the General Manager, provides
maintenance and custodial services, lawn care, and snow removal. Leases are negotiated by the General Manager. The remaining
ground level square footage (approximately 1000 square feet) provides storage area for audio /visual equipment, which supports the
meeting areas.
DEPARTMENT GOALS
• Continue to provide appropriate maintenance at current high standards to tenant.
• Respond to tenant concerns, if any, in a timely manner.
PERSONNEL LEVELS
General Manager oversees entity. Maintenance and custodial care provided by Heritage Center staff under the direction of the
Maintenance Supervisor.
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV OFFICE RENTALS 657
4100 Wages Regular Employees 6,219 4,630 2,930 0 1,996 500
4112 Overtime Regular Employee 0 38 0 0 0 0
4130 Wages Part-time Employees 7,451 6,466 4,368 1,000 3,047 500
Salaries and Wages TOTAL 13,671. 11,135 7,298 1,000 5,043 1,000
4142 PERA Coordinated Plan 601 486 378 52 261 52
4146 FICA 1,036 831 534 77 372 77
4151 Health Insurance 911 84 0 0 0 0
4152 Life Insurance 7 1 0 0 0 0
4153 Dental Insurance 104 10 0 0 0 0
4154 Workers Comp Insurance 596 125 279 38, 163 38
Fringe Benefits TOTAL 3,255 1,536 1,191 167 796 167
4220 Operating Supplies 2,024 2,076 1,269 200 466 200
4223 Cleaning Supplies 1,365 687 447 50 0 0
4224 Clothing & Personal Equip 31 0 0 0 0 0
4225 Shop Supplies 13 6 0 0 0 0
4230 Repair & Maint Supplies 881 435 239 150 32 ISO
4231 Equipment Parts 0 88 57 0 0 0
4233 Building Repair Supplies 1,699 1,626 655 200 441 400
4235 Landscaping Materials 50 609 288 1,000 400 400
Str i p ing 0
4236 Signs & 6 ping Material 0 0 126 0 30 • 50
• CITY OF BROS CENTER •
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4240 Small Tools 200 60 148 0 501 0
Supplies TOTAL 6,264 5,587 3,227 1,600 1,869 1,200
4310 Professional Services 0 2,273 0 0 0 0
4312 Legal Services 0 0 1,853 0 0 0
4313 Audit & Financial Service 80 0 0 0 0 0
Purchased Services TOTAL 80 2,273 1,853 0 0 0
4322 Telephone Services 1,409 2,099 2,310 0 968 0
Communications TOTAL 1,409 2,099 2,310 0 968 0
4380 Repair & Maint Contract 1,011 629 292 200 530 200
4382 Equipment Repair & Maint 3,856 2,014 234 200 1,018 400
4397 Logis Charges 368 434 0 0 0 0
4398 Protective Services 206 206 206 0 136 360
Repair Rental & Maint TOTAL 5,441 3,283 732 400 1,684 960
4400 Other Contractual Service 5,831 3,839 3,874 1,500 2,455 1,500
4403 Cash (Over) and Short 0 14 0 0 0 0
4414 Licenses, Taxes, & Fees 30,211 23,423 21,330 10,000 6,324 10,000
Other Contractual Sery TOTAL 36,042 27,276 25,204 11,500 8,779 11,500
4461 Gen Liability Insurance 684 551 292 519 120 60
4462 Property Insurance 888 792 4,287 2,691 2,233 3,886
4463 Machinery Breakdown Ins 156 160 192 121 330 466
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
Insurance TOTAL 1,728 1,503 4,771 3,331 2,683 4,412
4481 Electric Service 4,918 4,320 3,809 0 3,788 0
4482 Gas Service 1,296 971 861 1,800 743 1,250
4484 Water Service 285 238 232 200 155 200
4485 Sanitary Sewer Service 411 375 335 250 253 200
4487 Solid Waste Disposal 763 762 764 500 776 1,025
Utilities TOTAL 7,673 6,665 6,001 2,750 5,715 2,675
4520 Buildings 0 0 0 30,900 0 0
4530 Other Improvements 1,060 0 0 0 0 0
4580 Tenant Improvements 0 0 0 0 38,115 0
Capital Outlays TOTAL 1,060 0 0 30,900 38,115 0
4199 Salaries Reimbursed 5,301 0 0 0 0 0
Administrative Service TOTAL 5,301 0 0 0 0 0
OFFICE RENTALS TOTAL 81,924 61,357 52,587 51,648 65,651 21,914
• t
• Division: Inn on the Farm
Budget Code: 658
Program No: 8910
PROFILE:
The Inn on the Farm is a showcase of the community's commitment to historic preservation. It is a working
Country Inn providing overnight accommodations to social, corporate, and travel clientele doing business and/or
visiting the North Metro area. It provides small meeting accommodations for approximately 175 corporate clients
yearly, as well as introducing them to the larger meeting facilities at Earle Brown Heritage Center.
DEPARTMENTAL. GOALS
• To complement Heritage Center Events with superior on -site lodging.
• To continue to develop and support the corporate client base which provides approximately 55% of the
overnight occupancy.
• To continue to provide a high level of service to clients thereby assuring continued repeat business levels which
lead to increased client base.
• To continue efficient use of staff through cross training.
• To continue introducing new corporate clients to the Inn and the Heritage Center by promotion of small
meetings and overnight accommodations.
. PERSONNEL LEVELS
Supervision of the Inn by up to one full -time position who reports to the General Manager.
Part-time positions include Hostess /Cooks, Housekeepers, and Night Desk Clerks. Maintenance and repair of the
Inn (interior and exterior) are provided by the convention center maintenance staff under the direction of the
Maintenance Supervisor and billed to the Inn budget.
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV INN ON THE FARM 658
4100 Wages Regular Employees 56,014 61,587 50,797 67,113 29,133 41,265
4112 Overtime Regular Employee 961 1,902 712 0 150 0
4130 Wages Part-time Employees 97,381 102,407 104,303 75,345 71,016 81,725
4131 Overtime of Part-time Emp 1,280 1,177 544 0 566 0
4133 Vacation Pay 2,536 2,927 2,027 0 1,327 0
4134 Holiday Pay 2,324 2,821 1,675 0 364 0
4135 Sick Leave Pay 1,076 3,065 2,058 0 663 0
Salaries and wages TOTAL 161,572 175,887 162,117 142,458 103,218 122,990
4142 PERA Coordinated Plan 6,892 7,716 8,289 7,379 5,346 6,371
4146 FICA 12,314 13,351 12,443 10,898 7,976 9,409
4150 Employee Benefits 0 5,141 5,299 8,804 2,934 4,762
4151 Health Insurance 4,151 676 0 0 0 0
4152 Life Insurance 40 7 0 0 0 0
4153 Dental Insurance 465 62 0 0 0 0
4154 Workers Comp Insurance 3,529 943 3,117 2,379 1,659 2,029
4156 Unemployment Compensation 41 0 0 0 0 0
Fringe Benefits TOTAL 27,431 27,897 29,148 29,460 17,915 22,571
4210 Office Supplies 198 344 216 0 105 250
4220 Operating Supplies 7,441 6,523 8,956 9,000 5,155 9,000
4221 Motor Fuels 1 0 0 0 0 0
• CITY OF BR0010 CENTER •
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4223 Cleaning Supplies 677 247 497 500 557 350
4224 Clothing & Personal Equip 67 80 0 175 0 175
4225 Shop Supplies 20 7 0 50 0 0
4226 Chemical Products 257 0 0 175 202 175
4227 Safety Supplies 305 274 157 190 155 210
4228 Guest Supplies 2,253 1,114 2,386 2,500 1,042 2,100
4230 Repair & Maint Supplies 758 1,205 681 1,500 77 800
4231 Equipment Parts 157 85 0 175 0 175
4233 Building Repair Supplies 608 2,565 2,193 2,500 161 2,500
4235 Landscaping Materials 164 617 276 400 420 400
4236 Signs & Striping Material 0 48 0 100 0 100
4240 Small Tools 119 98 122 100 7 100
4241 Laundry 666 1,023 893 990 581 875
Supplies TOTAL 13,689 14,230 16,378 18,355 8,462 17,210
4310 Professional Services 2,732 0 0 0 0 0
4313 Audit & Financial Service 146 0 0 0 0 0
Purchased Services TOTAL 2,878 0 0 0 0 0
4320 Communications 0 0 473 0 0 0
4321 Postage 1,535 1,173 929 1,250 141 525
4322 Telephone Services 6,792 6,623 7,479 7,000 3,565 6,500
4324 Delivery Service 16 0 34 50 0 50
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4334 Use of Personal Auto 78 99 137 90 0 125
4340 Advertising 9,991 3,967 5,303 7,000 2,640 5,500
4341 Employment Advertising 161 181 1,224 1,500 907 1,500
4347 Trade Show Promotions 0 0 221 300 0 300
4350 Printing 2,265 1,773 2,847 2,500 1,075 2,250
Communications TOTAL 20,837 13,816 18,648 19,690 8,329 16,750
4380 Repair & Maint Contract 2,913 2,334 1,747 3,000 855 2,500
4382 Equipment Repair & Maint 2,880 7,329 5,558 6,000 2,801 5,500
4390 Rentals 601 30 612 0 596 900
4397 Logis Charges 1,012 1,066 0 0 0 0
4398 Protective Services 205 205 205 205 136 180
Repair Rental & Maint TOTAL 7,612 10,964 8,122 9,205 4,388 9,080
4400 Other Contractual Service 4,980 4,867 4,881 5,000 3,557 5,000
4401 Credit Card Fees 5,417 5,699 4,678 5,000 2,247 4,800
4402 Uncollectible Checks 143 11 -134 0 0 0
4403 Cash (Over) and Short 681 90 -91 0 -12 0
4404 Collection Fees, 0 25 0 0 0 0
4411 Conferences and Schools 591 230 99 780 0 450
4412 Meeting Expenses 50 35 51 100 0 100
4413 Dues & Subscriptions 524 613 827 650 347 650
4414 Licenses, Taxes, & Fees 25,194 15,595 14,022 14,400 9,247 14,400
• CITY OF BROOR CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4417 Books/Reference Materials 0 0 30 0 0 0
Other Contractual Sery TOTAL 37,581 27,165 24,361 25,930 15,386 25,400
4461 Gen Liability Insurance 2,356 2,212 1,420 1,651 673 1,267
4462 Property Insurance 986 971 1,659 2,118 1,526 2,348
4463 Machinery Breakdown Ins 174 196 213 272 267 389
Insurance TOTAL 3,516 3,379 3,292 4,041 2,466 4,004
4481 Electric Service 10,098 7,424 7,281 10,100 6,276 9,000
4482 Gas Service 6,460 5,761 4,531 6,000 3,723 6,000
4484 Water Service 978 696 578 800 390 700
4485 Sanitary Sewer Service 1,705 1,222 1,099 1,200 745 1,200
4487 Solid Waste Disposal 995 963 828 1,000 725 1,000
Utilities TOTAL 20,234 16,066 14,317 19,100 11,859 17,900
4550 Furniture & Fixtures 0 0 0 5,900 0 0
Capital Outlays TOTAL 0 0 0 5,900 0 0
4611 Interest 17,863 13,574 9,917 5,000 8,067 9,700
Debt Service TOTAL 17,863 13,574 9,917 5,000 8,067 9,700
4199 Salaries Reimbursed 13,252 0 0 0 0 .0
Administrative Service TOTAL 13,252 0 0 0 0 0
4821 Liquor Cost of Sales 0 0 13 0 0 0
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
- -- ----- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - --
4822 Wine Cost of Sales 0 0 248 0 0 0
4841 Merchandise Cost of Sales 845 626 624 800 584 800
4842 Food Cost of Sales Guests 18,460 18,200 16,531 16,500 10,842 16,500
4844 Food Cost of Sales Events 7,945 0 4 0 0 0
Cost of Sales TOTAL 27,250 18,826 17,421 17,300 11,426 17,300
4920 Depreciation Expense 0 0 0 4,000 0 0
Depreciation TOTAL 0 0 0 4,000 0 0
INN ON THE FARM TOTAL 353,715 321,803 303,720 300,439 191,516 262,905
Division: Administration
Budget Code: 660
Program No: 8999
PROFILE
To provide overall administrative duties for the complex which is Earle Brown Heritage Center, including, but not
limited to, commercial office, Convention Center, catering, and Inn on the Farm.
DEPARTME GOALS
• To oversee and support the work of the various divisions which make up the Earle Brown Heritage Center.
SPECIFIC EXPENDITURE CODE DETAIL.
Obiect Number Expenditure Amount
_ P
Am t
4411 Conferences and schools annual $ 1,800
professional development for
• General Manager. Previously
shown under convention center
department.
PERSONNEL LEVELS
Number Position
1 EBHC Manager
1 Secretary/Receptionist
1
Secretary/Billing Clerk
1 Part-time Clerk/Typist
•
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV EBHC ADMINISTRATION 660
4100 Wages Regular Employees 0 87,206 87,253 110,513 65,385 114,535
4112 Overtime Regular Employee 0 77 75 0 19 0
4130 Wages Part-time Employees 0 13,027 15,011 16,616 10,813 17,114
4133 Vacation Pay 0 5,513 4,698 0 3,027 0
4134 Holiday Pay 0 4,213 4,907 0 1,980 0
4135 Sick Leave Pay 0 4,492 5,027 0 2,061 0
Salaries and Wages TOTAL 0 114,528 116,973 127,129 83,286 131,649
4142 PERA Coordinated Plan 0 4,868 6,060 6,585 4,314 6,819
4146 FICA 0 8,697 9,063 9,725 6,343 10,071
4150 Employee Benefits 0 6,831 9,220 13,206 7,585 14,286
4151 Health Insurance 0 1,531 0 0 0 0
4152 Life Insurance 0 10 0 0 0 0
4153 Dental Insurance 0 165 15 0 0 0
4154 Workers Comp Insurance 0 174 703 773 422 795
4158 Disability Insurance 0 257 257 285 210 339
Fringe Benefits TOTAL 0 22,535 25,319 30,574 18,875 32,310
4220 Operating Supplies 0 0 0 300 160 300
4223 Cleaning Supplies 0 0 0 250 0 250
4224 Clothing & Personal Equip 0 0 0 100 0 100
4225 Shop Supplies 0 0 0 100 0 100
• CITY OF BROOR CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
4226 Chemical Products 0 0 0 100 0 100
4227 Safety Supplies 0 0 0 50 0 50
4230 Repair & Maint Supplies 0 0 0 350 0 350
4231 Equipment Parts 0 0 0 100 0 100
4233 Building Repair Supplies 0 0 0 300 0 300
4235 Landscaping Materials 0 0 0 500 0 500
4236 Signs & Striping Material 0 0 0 200 0 200
4240 Small Tools 0 0 0 so 0 50
Supplies TOTAL 0 0 0 2,400 160 2,400
4310 Professional Services 0 0 0 0 70 0
4312 Legal Services 0 0 0 0 23 0
4313 Audit & Financial Service 0 2,128 2,200 2,600 2,250 2,730
Purchased Services TOTAL 0 2,128 2,200 2,600 2,343 2,730
4380 Repair & Maint Contract 0 0 0 300 0 0
4382 Equipment Repair & Maint 0 0 0 300 0 0
4397 Logis Charges 0 0 6,613 5,360 12,681 18,344
Repair Rental & Maint TOTAL 0 0 6,613 5,960 12,681 18,344
4400 Other Contractual Service 0 0 0 2,500 0 0
4403 Cash (Over) and Short 0 0 0 0 902 0
4411 Conferences and Schools 0 0 0 0 0 1,800
4414 Licenses, Taxes, & Fees 0 0 0 0 7,947 . 0
CITY OF BROOKLYN CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
Other Contractual Sery TOTAL 0 0 0 2,500 8,849 1,800
4461 Gen Liability Insurance 0 0 0 0 339 845
4462 Property Insurance 0 0 0 0 2,273 5,616
4463 Machinery Breakdown Ins 0 0 0 0 417 1,026
Insurance TOTAL 0 0 0 0 3,029 7,487
4481 Electric Service 0 0 0 2,500 0 2,500
4484 Water Service 0 0 0 200 0 200
4485 Sanitary Sewer Service 0 0 0 250 0 250
4487 Solid Waste Disposal 0 0 0 500 0 500
Utilities TOTAL 0 0 0 3,450 0 3,450
4550 Furniture & Fixtures 0 0 0 2,250 0 2,250
Capital Outlays TOTAL 0 0 0 2,250 0 2,250
4702 Administrative Sery Trans 0 52,797 62,767 58,545 39,032 55,443
Administrative Service TOTAL 0 52,797 62,767 58,545 39,032 55,443
EBHC ADMINISTRATION TOTAL 0 191,988 213,871 235,408 168,254 257,863
• CITY OF BROOK CENTER
BUDGET REQUEST WORKSHEET BY DIVISION
2000 BUDGET
1999 2000
Object Code & Description 1996 1997 1998 ADOPTED AS OF DEPT
Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED
DIV UNDEFINED 999
4399 Contractual Reimbursed 0 0 0 0 4,357 0
Repair Rental & Maint TOTAL 0 0 0 0 4,357 0
4920 Depreciation Expense 332,586 378,615 346,206 0 0 0
Depreciation TOTAL 332,586 378,615 346,206 0 0 0
UNDEFINED TOTAL 332,586 378,615 346,206 0 4,357 0
EARLE BROWN HERITAGE CTR TOTAL 2,824,076 2,876,438 2,996,927 3,081,652 2,161,822 3,517,072
I
I
City of Brooklyn Center
A great place to start. A great place to stay.
0 31
To: Mayor Kragness and Council Members Hils an, Nelson and Peppe
From: Michael J. McCauley
City Manager
Date: e• November 12 1999
Re: 2000 Contract and Evaluation
To supplement the evaluation materials, I am enclosing a listing of projects and activities in 1999.
Also enclosed is Carl Neu's report which contains the Council's review of accomplishments over
the past year.
In previous materials, you received a comparison of my salary with managers and administrators in
the same cities which are used by the Financial Commission to recommend City Council
compensation levels. Brooklyn Center employees are generally paid in the middle of the comparative
group. While there are exceptions, we generally are not at the bottom or the top for wages when
compared against similarly sized metropolitan area cities. As indicated in the enclosed newspaper
article, the new manager in Richfield has a starting salary around the median of the group. Entering
• my fifth year at Brooklyn Center, I believe that my salary should be placed in the middle of the
comparable cities and not toward the bottom.
•
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
I
Continue in
1999 Proiects /Activities 2000 Future
53rd Avenue project Web Site
3rd Ave. Award application Bleachers
69th & Brooklyn Blvd. * Comparable Worth
p
EBHC Catering Contract Accounting Standard Changes
Brookdale * Wage compression issues
Brooklyn Blvd. * Review of City Policies
Brooklyn Center Cares
Budget
CDBG
Chamber of Commerce
Check Cashing etc.
Civic Center Buildings
Civil legal Services RFP
Code Enforcement
Commercial Zoning Proposal
COOP NW & Cadet program
Diversity training/recruitment
EBHC Grant: bldg. parking
EBHC Planning
Emergency Planning
Enterprise Management
Financial Commission
Financial Planning
Financial Software Review
, Greater Mpls. Metro. Housing Corp.
Highway 100
John Barlow
Joslyn
Labor Contracts/Issues
League /AMM
Legislature
Liquor relocationisale
NSP Underground procedure
Neighborhood Street Projects
Newsletter /neighborhood watch
North Metro Mayors Association
Point of Sale Ordinance Decision
Police & Fire Buildings
Regional Human Rights
Review police staffing
Riverwood Neighborhood
Second Hand Goods
Shingle Creek Towers
Suburban Henn. Regional Parks
Summerchase
Support 38 Council Meetings
Survey other cities occupancy limits
Tatoo Ordinance
Tif Projects & Accounting
is Traffic Safety Committee
Traffic Study & education
Year 2000 celebration
Year 2000 Planning
1999
Cities in Compensation Policy Comparison for City Council Salaries
Population Mayor Council City Manager Car Allowan Total w /car
Wolden Valley 20,870 $9,642 $7,217 $102,960 $435 $108,180
Maplewood 34,008 $9,625 $8,470 $98,712 $450 $104,112
Fridley 28,267 $8,400 $6,100 $99,528 $278 $102,864
Richfield 35,120 $7,762 $6,025 $96,000 $350 $100,200
New Hope 21,698 $9,459 $6,694 $94,140 $650 $101,940
Roseville 34,014 $7,800 $6,000 $95,004 $275 $98,304
Crystal 23,667 $7,956 $6,120 $91,764 $425 $96,864
White Bear Lake 26,017 $7,680 $5,400 $93,096 $300 $96,696
Brooklyn Center 28,484 $8,220 $6,165 $88,000 $300 $91,600
Shoreview 26,118 $7,740 $5,736 $86,544 $275 $89,844
Average $8,428 $6,393 $94,575 $374 $99,060
Median $8,088 $6,110 $94,572 $325 $99,252
Brooklyn Center as p cent o f-
( Average 97.53% 96.44% 93.05% 93.63% 92.47%
Median 101.63% 100.90% 93.05% 92.31% 92.29%
i .
•
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On Tuesday, t� ibutions to the stadium fun
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y Samantha Orduno as city manag of 96,000 a year
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October. C for four
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Orduno, 51, has been city manager o , arp
California ht 1995, she worked more
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states have seen belt use increase trator in Mounds View, assis tannt t F ns It manager of New
by 10 to 15 percent after passing. ton and management assis n with
laws letting officers stop vehicles Brighton ro i sed commercial
solely to check seat -bet usage. A Richfield has more than 34, residents and is ed
l e co li g
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rota failed last session. area near Interstate Hwy
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to about $70'
^,.%6 .
0 COMPANY
CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL GOAL - SETTING WORKSHOP
September 18, 1999
SUMMARY OF KEY OBSERVATIONS AND
CONCLUSIONS REACHED BY THE PARTICIPANTS
Prepared by
Carl H. Neu, Jr.
September 21, 1999
. m Neu and Company and The Center for the Future of Local Govemance'rm, 1999
• CITY OF BROOKLYN CENTER,
MINNESOTA
CITY COUNCIL GOAL - SETTING WORKSHOP
September 18,1999
SUMMARY OF KEY OBSERVATIONS AND
CONCLUSIONS REACHED BY THE PARTICIPANTS
September 21, 1999
I. INTRODUCTION
On September 18, 1999, the City Council, City Manager and Assistant City Manager
participated in a City Council Goal- Setting Workshop. A copy of the agenda for this
workshop is attached as Appendix A.
The primary purpose of this workshop was to establish goals for the Year 2000 and to
discuss other topics of interest to the attendees.
II. KEY CONCLUSIONS AND OBSERVATIONS MADE BY THE PARTICIPANTS
A. Review of past performance.
The attendees were asked, in preparation for goal setting for the Year 2000, to reflect
on accomplishments pl shments achieved by the City during the last five plus Years. These
accomplishments were categorized as HITS (accomplishments achieved) and
"MISSES" (works still in progress and not completed). The participants working in
two subgroups presented the following observations:
1. Observations of Subgroup 1:
HITS MISSES
• Code Enforcement • 69th Avenue
• Crime Enforcement • New crime areas
• 53rd John Barlow
• 1
• • Brookdale • Brookdale
• Housing • East 252
• Neighborhood streets • Zoning - commercial
- education
• Financial planning/budget • EBHC
- operations
- capital plan
• Parks - schedule • Summerchase
• West 252 • Brooklyn Boulevard
• Rainbow • Police reorganization (some
remaining issues)
• Ordinances • Community Center plan
• EBHC Grant for buildings and
parking
• Brookdale Pond
• 0 Budget
• Policy cont. services
• Council interaction
• Staff support of Council
• Joslyn
• Liquor shop:
- close
- move
• Police and Fire building
• Neighborhood watch
• Shingle Creek Towers
• GN0AHC
• Brooklyn Boulevard
• Shorter meetings
• 2
• • Agenda order
• Police reorganization
• Service Center
• Jim Glasoe (Sep. CARS)
• Fees for recreation (adult full
cost)
• Liquor moved out of Finance
2. Observations of Subgroup 2:
HITS MISSES
• Code Enforcement • Brookdale
• Police and Fire • 69th and Brooklyn Boulevard
• Y2K • Traffic issues
• Joslyn Pole Yard • Barlow
• • 53rd Street -homes • Perception of crime (City is
not marketing what it does)
• Street improvement projects • Senior housing at Riverwood
• Economic redevelopment: • Lynn River Apartments
- Rainbow
- TGIF
- hotels
- Cub Foods
• Holding time in taxes/levy
• Proactive relative negative
new businesses
• EBHC - improvements
• New liquor /consolidation
• Human rights regional
coalition
• 3
• Park improvements
• Shingle Creek
Towers /affordable
• Housing values increased
• Landing Brookdale Grant
• Damage control (Police, Mall)
• Cooperation with schools
• District First program
• Crime - neighborhood watch
( +150)
• Theaters
• Community Center
improvements
B. Revisiting the Council's Vision for Brooklyn Center 2020.
• Since it has been several years since the Council members had a chance to reestablish
and discuss their collective vision for the future of Brooklyn Center, participants
were asked to envision what they would like, from their individual perspectives,
Brooklyn Center to be in the Year 2020. From this sharing of individual visions for
the future, the participants then identified the following:
1. Themes common to a majority of the individual visions. The following
common themes were identified:
a. Population: approximately 34,000
b. Brookdale
C. Housing:
• Upscale
• Reinvestment
• Redevelopment
• 4
• d. Parks and Trails
e. Infrastructure
f. Vibrant community:
• Jobs
• Environment
• Attractiveness
g. Diversity of population
2. Points of divergence or major differences in the visions:
No specific points of divergence were identified except with the observation
that some participants established a "big picture" perspective while others
focused more on specific issues and/or sections of the community as it would
look in the Year 2020.
3. Major changes seen in the current vision drawings compared to those of four
Years ago.
The participants were asked to identify any major changes that may be
reflected in the current vision drawings as compared to their recollection of
the vision drawings completed four Years ago. The following two major
changes were noted:
a. Crime prevention is not a major issue in the 2020 visions because it
is perceived that "people see good things " now.
b. Changing demographics ofthe community with a greater appreciation
for and emphasis on diversity as contrasted to four years ago.
4. Strategic /Critical issues to be addressed.
Once the participants have had an opportunity to create and share their
respective visions for the future of the community, it is important to
determine what are the critical/strategic issues that must be addressed through
decisive leadership action and supporting management programs if the
desired future for Brooklyn Center is to be attained. These issues are
considered to be of significant or strategic importance in shaping the
community's future. The following issues were identified:
• 5
• a. Transportation
b. Diversity:
• Cultural
• Racial
• Age
• Economic
• Need for communications among groups
C. Redevelopment to support the vision:
• Security - real/perceived
d. Need for housing:
• Senior housing
• Diversity
• Reinvestment
• Maintenance
e. Council -staff partnership.
f. Commercial development.
g. Money /revenue sources to support attainment of the vision.
h. Infrastructure reinvestment.
i. Changing ways of commerce /culture /communication.
j. Working with other jurisdictions:
• Other cities
• School Districts
• 6
. • County
• et. al.
k. Public acceptance and participation in "going to the future"
1. Citizen expectations relative to City government and its performance.
C. Proposed Goals for the Year 2000
The participants identified the following proposed goals for the City of Brooklyn
Center for the Year 2000.
Goal 1: Support Brookdale Redevelopment By:
• use of tax increment assistance
• review and evaluation of land use applications
• prompt construction and plan review /inspection
• monitoring developer performance.
Goa12: Continue and Improve Code Enforcement and Compliance Activities
By:
• coordinated effort of police and community development
• departments
• focus on high - density areas while continuing neighborhood
enforcement
• continue to evaluate additional approaches to achieving
improved compliance.
Goal 3: Increase Proactivity Towards Fighting Crime By:
• increased visibility of police in neighborhoods
• continue and expand participation rate in neighborhood
watch program
• include police safety information in all city newsletters.
Goal 4: Support and encourage 69th Avenue Redevelopment By:
• supporting and exploring responsible and credible finance
development proposals
• ensuring that plans support the long -term goals of the City's
Comprehensive Plan.
Goal 5: Continue Planning for Community Center and City Hall Work By:
• developing actual designs and cost estimates for project and
improvements
• 7
I
Goal 6: Continue and Improve Lon -
• p Long -Term Financial Planning By.
• continue five -year planning for utilities and capital
improvements
• continue /expand five -year planning for other funds
• review and develop contingency planning
• move toward development of 2 -3 year budget projections for
the City.
Goal 7: Support and Promote Major Road and Street Improvement Projects:
• start Brookdale Boulevard with the County in the Year 2000
(completion in the Year 2001)
• Highway 100:
- continue support/participation in Highway 100
Coalition
- keep projection schedule with MnDOT
- support Highway 695 widening project, with
improved sound walls, by MnDOT
- support other arterial enhancements as opportunities
arise.
• Goal 8: Plan for Destination Parks By:
• develop plan for destination park improvements in Capital
Improvement Plan.
Goal 9: Support and Expand Joslyn Site Development By:
• working with developer to complete Phases II and III
Goal 10: Continue to Improve Traffic Safety Focusing on Traffic Calming By:
• continuing enforcement efforts through multiple resources
• continuing and expanding information to the public on traffic
safety and calming efforts.
Goal 11: Special Visioning Project to Address Housing Reinvestment,
Improvements, and Diversity (mix) creating a redevelopment strategy
based on the City's vision for the future; and, developing
opportunities to promote inclusion of ALL residents in Brooklyn
Center's community life by:
• establishing 2 to 4 work sessions and retreats to be conducted
during the period of January - March, 2000 to set direction and
develop outlines for accomplishing goals.
• 8
• D. Additional Proposed, but not adopted, Goals
The participants, mindful of the resource and staff commitments represented by the
above goals, decided to postpone adopting the following two goals:
• Develop a transportation plan and funding for implementation of the plan
• Establishing an infrastructure investment plan and the means for the full
implementation of the plan.
These two goals were identified as ones to be considered for inclusion in the City's
leadership direction and work programs at a future date.
E. Principles.
In Resolution No. 98 -186 outlining the goals for 1999, the Council included a section
entitled Principles to Guide Actions in the Form of Goals. The participants
decided that this practice should be continued and the following three principles were
identified for inclusion in the Resolution that will be used to_ adopt goals for 2000:
1. Incorporate elements to make city more visually appealing, where and as
possible, in projects and developments.
• 2. Identify issues that can be solved by the City working in cooperation and
collaboration with other jurisdictions.
3. Effectively communicate the City's achievements and opportunities to its
residents.
F. Establishing City Guidelines for Funding of Social Services.
Considerable discussion revolved around the need for developing appropriate City
guidelines that will be followed in deciding funding for social services. The Council
directed the staff to prepare and present to it for consideration a set of proposed
guidelines.
III. FACILITATOR OBSERVATIONS AND RECOMMENDATIONS
A. In the March, 1999, workshop, there was a sense of exhilaration about the significant
progress that has been made in building Council -staff teamwork and in the
momentum that is being gained by the Council and staff in achieving significant
results for the City. That exhilaration and sense of achievement are gaining
momentum rapidly.
• 9
• B. The intensity of workload resulting from the goals outlined above and the
accelerating momentum that the City is gaining in a number of areas will continue
to put significant time and workload pressures on the staff. The Council and the City
Manager will need to continuously address this issue ensuring that staff time is
focused on high -priority issues producing maximum benefit for the community.
C. A Council leadership position will need to be established relative to the issues
contained in Goal 11 above. Currently, it is anticipated that 2-4 workshops /retreats
will be scheduled for the January- March, 2000 period. It is important that this
commitment not be lost or postponed because of the extreme importance of the issues
under consideration.
D. The Council and Management Team should take pride in their accomplishments and
should express their combined appreciation, in whatever means are appropriate, to
the entire City staff and all of the City's employees.
E. One of the principles highlights the importance of communicating to the citizens of
Brooklyn Center the many accomplishments resulting from the efforts and leadership
of the Council and the performance of the Management Team. To further citizen
involvement and pride in the City, the "good news" should be communicated
strongly throughout the community.
•
• 10
i
APPENDIX A
• 11
CITY OF BROOKLYN CENTER,
MINNESOTA
City Council Goal- Setting Workshop
Saturday, September 18, 1999
8:00 a.m. - 4:00 p.m.
AGENDA
• Introduction/Overview of Agenda
• Goal- setting for 2000+
• Social Service(s) funding
• Youth Council
• Response(s) to new ethnic groups /diversity
• • Visioning/Future issues
• Goal- setting for 2000+ (fine tuning)
• Other issues /topics
12
City of Brooklyn Center
A great place to start. A great place to stay.
0 31
To: Mayor Kragness and Council Members Hilstro Lasman, Nelson, and Peppe
From: Michael J. McCauley'
City Manager
Date: November 12, 1999
Re: Evaluation
The following is a series of my comments on goals /evaluation form for the period September 1998
through October 1999.
1.City Council Goals for 1999
Responsibility: The City Manager should
- implement those goals that can be accomplished through staff
- provide support and information to facilitate City Council achievement its goals
0 Goal 1. Support Brookdale redevelopment by:
- use of tax increment assistance
- review and evaluation of land use applications
- prompt construction and plan review /inspection
- monitoring developer performance
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
City Manager Comments:
Considerable time and effort has been put into working with Talisman, bond counsel, and
financial advisors to assist in the redevelopment. Last fall a development agreement
• framework was reached. This fall, a new framework was developed in response to the
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
Page #2
changes in the proposed re- development of Brookdale I feel that City staff has responded
promptly to the planned unit development that was approved early this year. We have
accommodated requests from Talisman for information and meetings and attended
meetings with legislators and the Metropolitan Council Transit. Those areas under our
control have been responsive to the priority given the redevelopment of Brookdale.
Goal 2. Continue and Improve Code Enforcement and Compliance activities by:
- coordinated effort of police and community development departments
- evaluation of additional approaches to improve compliance such as greater penalties
and alternate approaches such as charging property owner for violation removal by
City if fail to comply
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
•
City Manager Comments:
General code enforcement activities have been maintained at the level resulting in
complete inspection of the City and response to complaints. Compliance remains
generally good We continue to have the problems with the few who do not respond
to letters and citations. Mr. Clelland has pursued those persons vigorously, but has
been thwarted to some degree by the slow pace of judicial action or the imposition
of penalties that are not as severe as the situation warrants.
Proposed in the latest version of the budget is an additional SI0,000 to allow for
a 2000 plan that would have temporary help during the Spring /Summer to step up
follow through on re- inspection.
I initiated Brooklyn Center Cares this year and approached service organization
and the Chamber to participate. This has begun modestly to bring resources
together for assistance in housing maintenance and compliance for those who
• have difficulty due to age or disability in keeping up with yard and housing
. Page #3
maintenance issues. I am hopeful that his program will grow and we will be better
able to direct people to resources that can help with minor yard and house
maintenance issues.
Goal 3. Increase proactivity towards fighting crime by:
- increased visibility of police in neighborhoods
- continue and expand on high participation rate in neighborhood watch groups
- begin recruitment of park watch groups or extensions of neighborhood watch to
include parks
- 2 newsletter articles on neighborhood watch and encouraging active participation
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
City Manager Comments:
Police have undertaken traffic details to increase traffic enforcement. Liaisons
have been established with the hotels in addition to the apartments. Efforts were
made to create park watch groups, though there was not much interest from
neighborhoods. Newsletter articles have been placed. High participation rate in
neighborhood watch has been maintained through Sgt Grass's and other's efforts.
Goal 4. Finish Fire and Police Building Construction
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
•
• Page #4
City Manager Comments:
Ms. Chambers has been heavily involved in the construction work. The buildings
will be completed, though later than planned due to the general oversupply of
construction work and under supply of construction workers and some issues with
the effectiveness of our construction management firm. While delayed, the
buildings will serve both departments well for many years.
Goal 5. Evaluate housing programs and policies by:
- Council decision on resource allocation
- survey current practices in other cities on occupancy limits and coordinate that
review with housing commission
- continue ARM participation
- Council decision on point of sale ordinance
- review first time home buyer programs
- review potential and actual offerings by Greater Metropolitan Minneapolis Housing
Corporation
• - Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
City Manager Comments:
Survey was completed on occupancy limits. Commission is reviewing those results
for recommendation to Council City Attorney also reviewed current court
limitations on this area. ARM participation has been maintained Council did
make a decision on the point of sale ordinance with assistance from staff analysis.
Meeting with Greater Metropolitan Minneapolis Housing Corporation has not
been scheduled yet.
•
Goal 6. Plan for needed work at Community Center and City Hall by:
Page #S
- preparation of overview of options, mandatory Americans With Disabilities Act
modifications and required repairs to walls, roofs, and heating, ventilation, air
conditioning
- solicitation of citizen input
- development of plans with architect and construction manager
- development of budget
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
• City Manager Comments:
A great deal of work went into the presentations to the City Council, Financial and
Park & Recreation Commissions to develop a conceptual framework. The Council
gave direction from that work and work continues on that direction.
Goal 7. Create Neighborhood Traffic Safety Plan
- enforcement of speed limits
- define goals and attainable results
- hire consultant to assist in development of Neighborhood Traffic Safety
planning
- coordinate with neighborhood watch groups
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
i
Comments:
•
City Manager Comments:
Enforcement of traffic laws has been increased and emphasized. With the
• Page #6
Council's direction earlier this year, this goal was modified to a staff analysis,
rather than hiring a consultant. Ms. Spector and her department prepared a report
that was accepted by the Council and forms the basis for an ongoing educational
and enforcement effort.
Goal 8. Continue and Improve long term financial planning
- continue 5 year planning for utilities and capital improvements
- continue /expand 5 year planning for other funds
- review and develop contingency planning
- Has the City Manager worked to implement and facilitate this adopted City Council goal?
Generally Yes Partially No
Comments:
•
City Manager Comments:
Five year plans are in place and updated for most operations General forecasting
for General Fund updated this year. Estimates on expenditures were fairly
accurate. Revenues for 2000 are higher due to changes at State level. Less time
was available to enhance this process than I had hoped.
Overall Evaluation. of Work. on City Council Goals
- Overall, has the City Manager worked to implement and facilitate adopted City Council
goals?
Generally Yes Partially No
Comments:
•
• Page #7
City Manager Comments:
Most goals have been completed and have had substantial staff resource directed
toward their accomplishment
2. Administrative Support for City Council:
Responsibility
Maintain effective communication, both verbal and written with Council
Maintains availability to Council, either personally or through designated
subordinates
Systematic reporting to Council of current matters involving City government
Materials presented to Council are clear, concise and understandable
- Has the City Manager provided the City Council with background and other information
to allow the Council to make informed decisions as described above?
Generally Yes Partially No
• Comments:
City. Manager Comments:
Council has received weekly updates and direct contact when warranted regarding
City matters. Council inquiries, both as a group and individually have been
matters addressed with priority and responsiveness.
- Has the City Manager assisted the City Council in clarifying complex issues and
understanding administrative, legal and procedural requirements?
Generally Yes Partially No
Comments:
• City Manager Comments:
I believe this has generally been accomplished to support Council decision making
and policy setting.
• Page #8
3. Chief Administrative Officer duties:
- Has the City Manager provided administrative oversight and direction in the following
areas:
- City Fiscal affairs (budget, expenditures)
Plans and organizes preparation of an annual budget with documentation that
conforms to the direction received from the City Council
Supervises the utilization of human and fiscal resources within the budgetary
plan
Financial reporting is timely and understandable
City Manager Comments:
Budget documents are readable and conform to. direction from City Council.
Overall expenditures are within or below budget. The Earle Brown Heritage
Center has continued to be problematic relative to costs this year. Revenue at the
Heritage Center appear on target All other enterprises are performing within
plans.
• - City operations
Services are delivered in a timely and effective manner (ie. snow plowing,
police and fire response, park maintenance, recreation)
Citizen issues are responded to appropriately and in timely fashion
Issues affecting service delivery are anticipated and dealt with effectively
City Manager Comments:
City streets and parks are well maintained. Our public works crew
consistently has the streets plowed and in better condition than
surrounding cities. A great deal of effort has gone into Year 2000 planning
and readiness with our computers, information for citizens, and
preparation for January 1st.
- City projects
- Annual street project is undertaken in organized and effective manner
City Manager Comments:
Street project is a bit behind due to contractor, but Public Works has been
on top of the situation and worked with the residents.
- City Enterprise operations
• - Water, sewer, and storm sewer funds are financially stable and services
delivered in effective and efficient manner
- Golf and Liquor funds are operated in a manner that results in meeting
Page #9
financial targets so that they are self - sufficient and meet Council goals for
operation such as minimum of $75,000 transfer from Liquor Fund
- Earle Brown Heritage Center is operated as community asset, while meeting
operational self - sufficiency from its own revenues
City Manager Comments:
As previously indicated, with the exception of the Heritage Center, all enterprise
funds are meeting goals and have multi year financial plans that are being
achieved.
Generally Yes Partially No
Comments:
•
4. Inter government al Relations
Has the City Manager:
- been sufficiently active in participating in municipal organizations to which
the City belongs
- had a relationship with other cities that is beneficial to the City of Brooklyn
Center
- been effective in communicating or representing Council positions to other
governmental bodies
- worked cooperatively with other organizations where beneficial to the City
of Brooklyn Center
Generally Yes Partially No
Comments:
•
City Manager Comments:
Page #10
• I have worked with North Metro ociation District 2
Mayors Ass t 81 Government
Advisory, League of Minnesota Cities, Minnesota City /County Management
Association, Association of Metropolitan Municipalities, Metro Area Managers
Association, North Metro Mayors Highway 100 Council this past year. I also was
at the Legislature testifying in connection with special legislation for Joslyn.
5. OVERALL EVALUATION OF PERFORMANCE:
Overall, City Manager's efforts to implement and facilitate 1999 Council goals has been:
Excellent Good Satisfactory Poor
Comments:
• Overall, City Manager's administrative support of City Council has been:
Excellent Good Satisfactory Poor
Comments:
Overall, City Manager's discharge of administrative duties in fiscal affairs, operations, projects, and
enterprises has been:
Excellent Good Satisfactory Poor
Comments:
Overall, City Manager's efforts in intergovernmental matters has been:
• Excellent Good Satisfactory Poor
Comments:
A
Livable Communities
Demonstration Account
of the
Metropolitan Livable Communities Fund
administered by the Metropolitan Council
1999
Building Models for Compact, Lifecyc% Communities
CONTENTS
1999 Schedule
Introduction Building Models for Compact, Lifecycle
Communities
Part I. Program Guidelines, Categories, Funding Goals
Part II. Program Criteria and Selection Process
Attachment Land Use and Design Guidelines
For Livable Communities
Livable Communities Demonstration
Account
of the
Livable Communities Fund
administered by the Metropolitan Council
1999 Funding Cycle
Available Funding: $5.0 million in one funding cycle
Supplemental $1.5 million to enhance transit use
Date
Activity
August 26 and Application workshops
August 31
October 1 Applications due (resolutions of city support will be
accepted until October 15)
October 1 -15 Staff review of applications
- assign points on threshold criteria
Oct. 15 - Nov. 15 Advisory Committee review and evaluation
- applicant presentations (dates to be announced)
Nov. 15 Advisory Committee completes project evaluations
and undi 9
f n recommendations
Dec. 6 Council's Livable Communities Committee receives
Advisory Committee recommendations
Dec. 20 Livable Communities Committee makes funding
recommendations
Dec. 22 Metropolitan Council awards grants /loans
INTRODUCTION
6UILI)ING MODELS FOR COMPACT,
LIFECYCLE COMMUNITIES
The Livable Communities Demonstration Account is designed to fund models for smart
growth" in all parts of the region. The funding is an incentive to demonstrate new forms of
development in the region that make better use of land and services already in place and
forge a stronger relationship between land use and transportation.
Program objectives include:
■ Interrelate development or redevelopment with transit,
• Intensify land use through appropriate densities and mixing of uses, including
housing, to support transit use, walking, biking and community interaction.
■ Connect housing and areas of employment growth, and
■ Provide an integrated mix of housing types and price or rent ranges within a
development.
Demonstration models will help implement goals of the Council's Regional Blueprint and
Regional Growth Strategy to increase densities, job creation and economic development in
the Urban Area, especially along transit routes; use regional transportation investments to
increase transit use and mixed -use development; improve links among jobs, transportation
and housing; and enhance existing neighborhoods and activity centers.
Different types of models are appropriate in different parts of the region. In the
region's core and other older areas, smart growth means redevelopment, rehabilitation or
infill that preserves or intensif ies urban fabric to support transit use that provides
convenient access to jobs and services. In developing areas currently without transit
service, it means more compact residential and mixed -use development or inf ill, at
appropriate densities for these locations, that can support future transit use and in the
meantime enable more trips by walking or biking.
Whether served by transit or not, compact and mixed -use development forms can create
or enhance town centers and other gathering places and destinations for community
residents.
Smart development also means mixing housing types rather than placing them in separated
areas, and providing a range of housing from low and moderate -cost levels to higher - priced
housing. This creates lifecycle communities, allowing people to stay in their community as
their family needs change.
In rural towns and older outlying cities, smart growth means clustering housing to save
open space and use land more efficiently. It also means compact, mixed development that
improves the capability of these towns to function more self- sufficiently with a balance of
jobs, shopping, services and life -cycle housing options, so people can stay in their
community as their needs change.
2
PART I.
PROGRAM GUIDELINES,
CATEGORIES, FUNDING GOALS
GUIDING PRINCIPLES
The guiding principles for smart growth models that accomplish the program
objectives are
Principle 1: Make Development Compact
• Connect rather than separate uses, to allow for functional relationships between
them.
• Build mid- to high- densities appropriate to the location, with attention to the
design and relationships of structures to each other.
• Provide inf ill or retrofit land uses that result in more compact development.
Principle Z: Mix Uses
• Include a variety of uses and destinations -- shopping, work, restaurants,
entertainment, civic uses, cultural activities, parks and other public spaces, and
a variety of housing types and costs.
• Connect uses to transit, providing people with a way to get to jobs, services or
recreation other than driving.
Principle 3: Design for People
• Locate shops and other uses within walking distance of each other, and within
walking distance of transit, where available.
• Design streets for pedestrians and for cars. Orient businesses and other
structures to the street for pedestrian accessibility, and provide convenient
parking to the side or rear of buildings. This creates safe, pleasant walking
environments.
3
• Provide places for people to gather - -parks and other public open spaces, a
central place or neighborhood center that provides a focus for activities.
• Use design to make places safer, create amenities and improve livability.
FUNDING GOALS AND CATEGORIES
The Metropolitan Council encourages development patterns that are appropriate in
different parts of the region, including mixed -use development within walking distance of
transit, where available, and in other locations; mixed residential development in the urban
area, and cluster housing in the urban reserve. These development patterns, and the
locations where they are appropriate, are reflected in the funding categories described
below.
Funding proposals may be in these categories:
(Different locations are identified within each category; some of the criteria vary by location.
Categories and locations are also listed on a separate attachment with a reference map).
Cateaory A: Compact transit - oriented develop_ ment. redevelop_ ment or inf ill that has
a mix of uses. including housing:
❑ Compact, mixed -use transit - oriented development, redevelopment or inf ill
i
proposals located within 4 1 mile of regular route transit stops, or within an area
that will be served by regular route transit service within two to three years.
(Regular route service operates on fixed routes and a predetermined schedule).
Locations: Area 1: Minneapolis, St. Paul and first -ring suburbs, Area 2: Developing
Urban Communities.
Cateaory B: Como_ act development, redevelopment or infill that has a mix of uses,,.
including housing:
❑ Compact, mixed -use development, redevelopment or inf ill development that is
not served by regular route transit service, and will not be served by regular
route transit service within two to three years.
Locations: Area 1: Minneapolis, St. Paul and first -ring suburbs, Area 2: Developing
Urban Communities, Area 3: Rural Growth Centers.
4
Category C: Compact mixed residential development, redevelopment or infill:
❑ Residential development that includes a mix of housing types at different sales
and /or rent levels.
Locations: Area 1: Minneapolis, St. Paul, and first -ring suburbs, Area 2: Developing
Urban Communities, Area 3: Rural Growth Centers.
Category D: Cluster Housina in the Urban Reserve:
❑ Cluster housing as interim uses until full urbanization occurs around them.
Cateaory E: Plannina and Predevelopment Procosals
❑ Proposals for conducting planning and other predevelopment activities to shape
projects fitting Categories A, B, C or D.
Proposals will be grouped for evaluation against the selection criteria (Part II) in these
categories (and locations within categories), so that proposals will be evaluated against
others that are similar in type and location.
It is the prerogative of the Livable Communities Advisory Committee to recommend, and
the Metropolitan Council to determine the number and amount of awards. The Council may
award less than the total available amount of $5 million, and in addition, up to $1.5 million
in supplemental funding to support and enhance transit use in mixed -use transit - oriented
proposals (Category A, described above).
The Metropolitan Council may make grants or loans in all of the categories, or to one or
more projects in some of the categories.
BONUS POINTS
Bonus points will be awarded to encourage municipalities or counties to work together on
issues of mutual concern:
10 points Multicommunity efforts: Proposals for a project involving two
or more jurisdictions (municipalities or counties) in a
coordinated effort to jointly plan land use implementation
projects in a transportation corridor. Applies to proposals in
all categories.
5
Bonus points will also be given to encourage a broader distribution of models in the region
(the majority of awards in the first three years of the program have been located in
central city or older suburban areas):
10 points Proposals in any of these categories: for transit- oriented
mixed -use development (Category A), mixed -use non- transit-
oriented development (Category B), OR residential
development with integrated mix of housing types and costs
(Category C) in Developing Urban Cities.
USES OF GRANT AND LOAN FUNDS
Funding Objectives and Limitations:
1. Funded project components should directly contribute to completion of a built or
finished project.
2. Funded project components should reflect the goals and principles of the
demonstration program.
3. Minimum and maximum awards: There are no minimum or maximum award levels
established for individual proposals, except for Planning /Predevelopment Proposals
(Category Q. Funded proposals in Category E are limited to $150,000 per proposal.
4. No specific number of awards or dollar amounts are allocated to any of the funding
categories.
4. Local match: No local match is required, except for Category E,
Planning /Predevelopment proposals. A match of 1:1 is required for Category E
proposals.
6
Eligible and Ineligible Uses - All Categories (Except Category E,
Planning /Predevelopment) :
Demonstration Account funds ($5.0 million) may be used for project and site planning
costs, design and construction costs. Grant funds are intended to be used for "hard costs"
rather than "soft costs." Ineligible uses include administrative overhead; activities prior
to the start of the grant project; travel expenses; legal fees; permits, licenses or
authorization fees; costs associated with preparing other grant proposals; operating
expenses; comprehensive planning costs; and prorated lease and salary costs.
Supplemental transit funds ($1.5 million) may be used for selected mixed -use, transit-
' oriented proposals (Category A) for project components that enhance and support transit
use. Examples of eligible components include pedestrian walkway connections or crossings
to transit within or adjacent to a funded proposal, passenger waiting shelters or benches,
park and ride locations, or other facilities or features determined by the Livable
Communities Advisory Committee and the Metropolitan Council to be appropriate to
support transit use. Ongoing transit costs are not eligible.
Eligible and Ineligible Uses - Category E, Planning
and Predevelopment:
Funds may be used to pay for the services of consultants to create master plan or
development and implementation plans, development of implementation tools, market
studies, feasibility studies or other related studies, and costs for holding community
design events or charrettes (except for food and beverage costs). Travel expenses that
are legitimate and necessary to accomplish project results (such as travel for a national
consultant with expertise valuable to the success of a project) are permitted.
I
PART II
PROGRAM CRITERIA AND
SELECTION PROCESS
ELIGIBILITY CRITERIA
To be eligible for funding consideration, the following must be met:
a. Applicant cities must be participating in the Local Housing Incentives Program of the
Livable Communities Act, on behalf of proposals in their communities; or be metropolitan
counties on behalf of projects located in eligible communities.
b. Proposals must be consistent with the policies of the Metropolitan Council's Regional
Blueprint and Regional Growth Strategy, and be provided with central sewer and water and
roads (Urban Core, Urban Area and Rural Growth Centers).
c. Proposals must be consistent with the comprehensive plan of the city in which the
project is located.
d. Proposals must help achieve one or more of the affordable and life -cycle housing goals
adopted by the applicant city (or the city in which the project is located if the applicant is
a county) under the Local Housing Incentive program of the Livable Communities Act.
e. Proposals must include an endorsement from the applicant city; or from the city in
which the project is located, if the applicant is a county.
8
THRESHOLD CRITERIA FOR
PROPOSALS IN ALL CATEGORIES
(EXCEPT CATEGORY E, PLANNING /PREDEVELOPMENT
PROPOSALS)
Proposals must be awarded points on these threshold criteria, as outlined for each
category, to be eligible for funding consideration. The applicant must show how the
project relates to the threshold criteria to be scored on these criteria.
Category A - Mixed -Use Transit - Oriented Development,
Redevelopment or Inf ill
50 possible points - minimum of 20 points on criteria 1 through 4
is required for further funding consideration
1. Housing Densities
0 -10 points
Area 1 (Minneapolis, St. Paul, f irst -ring suburbs):
10 points Development, redevelopment or inf ill mixed -use development with
residential densities of more than 30 units per acre.
8 points Development, redevelopment or inf ill mixed -use development with
residential densities of 21 -30 units per acre.
5 points Development, redevelopment or inf ill mixed -use development with
residential densities of 7 -20 units per acre.
0 points Development, redevelopment or inf ill mixed -use development with
residential densities of less than 7 units per acre.
Area 2 (Developing Cities within the Urban Area):
10 points Development, redevelopment or inf ill mixed -use development with
residential densities of more than 20 units per acre.
9
8 points Development, redevelopment or inf ill mixed -use development with
residential densities of 13 -20 units per acre.
5 points Development, redevelopment or inf ill mixed -use development with
residential densities of 7 -12 units per acre.
0 points Development, redevelopment or inf ill mixed -use development with
residential densities of less than 7 units per acre.
2. Mix of Uses
0 -10 points
Area 1 (Minneapolis, St. Pawl, first -ring suburbs) and Area 2 (developing
urban cities)
10 points Proposals for redevelopment /redevelopment /infill that include a mix
of residential and four or more other uses from among the following:
office, retail, restaurant, entertainment, government /civic,
arts /cultural, multipurpose /conference center, open space, public
space.
8 points Proposals for redevelopment /redevelopment /infill that include a mix
of residential and two or three other uses from among the following:
office, retail, restaurant, entertainment, government /civic,
arts /cultural, multipurpose /conference center, open space, public
space.
5 points Proposals for redevelopment /redevelopment /infill that include two
uses from among the following: residential, office, retail, restaurant,
entertainment, government /civic, arts /cultural,
multi ur ose /conference center, open space, public s
p p p p - space.
p
0 points Proposals for redevelopment /redevelopment /'infill that propose one
use only.
10
Housing Mix and Economic Integration
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 2 (developing
urban cities)
5 points Housing proposals that include three or more different housing types
or tenure combinations - attached, detached, different physical
configurations of attached or detached, ownership, rental.
3 points Housing proposals that include two different housing types, or a
combination of ownership and rental housing types.
0 points Housing proposals that include one type or tenure option.
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 2 (developing
urban cities)
In this category, priority will be given to proposals that serve the lowest income
households or the greatest mix of households at up to 50 percent of median income for
rental housing and up to 80 percent of median income for ownership housing.
5 points A mix of new housing opportunities within the proposed project area,
including 20 percent of units at prices or rents affordable to families
at up to 50 percent of median income for rental housing and up to 80
percent of median income for ownership housing.
3 points New market -rate housing that includes 15 -20 percent of units at
prices or rents affordable at up to 50 percent of median income for
rental housing and up to 80 percent of median income for ownership
housing.
2 points New market -rate housing that includes up to. 15 percent of units at
prices or rents affordable to families at up to 50 percent of median
income for rental housing and up to 80 percent of median income for
ownership housing.
0 points New market -rate housing that does not include units affordable at
prices or rents affordable to families at up to 50 percent of median
income for rental housing and up to 80 percent of median income for
ownership housing.
4. Employment Proximity -- Jobs, Housing, Transportation Connections
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 2 (developing
urban cities)
10 points More than 5,000 jobs (estimated) within one mile of the proposed
project, including jobs in the proposed project.
8 points 3,000 - 5,000 jobs within one mile (estimated) of the proposed
project, including jobs in the proposed project.
5 points 1,000 - 3,000 jobs within one mile (estimated) of the proposed
project, including jobs in the proposed project.
0 points Less than 1,000 jobs within one mile (estimated) of the proposed
project, including jobs in the proposed project.
5. Transit Improvements
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 2 (developing
urban cities)
10 points One or more of the following: existing transit hub or station, or
proposed transit hub /station consistent with regional plans; existing
park and ride facility, or proposed park and ride facility consistent
with regional plans; or proposed improvements to existing transit
passenger facilities.
0 points None of the following: existing or proposed transit hub or station,
existing or proposed park and ride, or proposed improvements to
existing transit passenger facilities.
12
Cateaory B - Compact Non - Transit- Oriented Develop_ ment,
Redevelopment or Inf ill
40 possible points. A minimum of 20 points is required for further
funding consideration.
1. Housing Densities
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 3 (rural growth
centers):
10 points Proposals for development, redevelopment or infill that include
densities of more than 20 units P er acre.
8 points Proposals for development, redevelopment or infill that include
densities of 10 -20 units per acre.
5 points Proposals for development, redevelopment or infill that include
densities of 5 -9 units per acre.
0 points Proposals for development, redevelopment or inf ill that include
densities of less than 5 units per acre.
Area 2 (Developing Urban Cities):
10 points Proposals for development, redevelopment or infill that include
densities of more than 16 units per acre.
8 points Proposals for development, redevelopment or infill that include
densities of 7 -15 units per acre.
5 points Proposals for development, redevelopment or infill that include
densities of 3 -6 units per acre.
0 points Proposals for development, redevelopment or inf ill that include
densities of less than 3 units per acre.
13
2. Mix of Uses
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs, Area 2 (Developing Urban
Cities), and Area 3 (rural growth centers):
10 points Proposals for redevelopment /redevelopment /infill that include a mix
of residential and three or more other uses such as retail,
restaurant, open space, public space.
5 points Proposals for redevelopment /redevelopment /infill that include a mix
of two or three uses such as residential, retail, restaurant, open
space, public space.
3. Housing Mix and Economic ,Integration
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs), Area 2 (Developing urban
cities), and Area 3 (rural growth centers):
5 points Housing proposals that include three or more different housing types
or tenure combinations - attached, detached, different physical
configurations of attached or detached, ownership, rental.
3 points Housing proposals that include two different housing types, or a
combination of ownership and rental housing types.
0 points Proposals that include only one housing type.
Area 1 (Minneapolis, St. Paul, first -ring suburbs) Area 2 (developing urban
cities), and Area 3 (rural growth centers):
In this category, priority will be given to proposals that serve the lowest income
households or the greatest mix of households at up to 50 percent of median income for
rental housing and up to 80 percent of median income for ownership housing.
5 points A mix of new housing opportunities within the proposed project area,
including 20 percent of units at prices or rents affordable to families
14
at up to 50 percent of median income for rental housing and up to 80
percent of median income for ownership housing.
3 points A mix of new housing opportunities within the proposed project area,
including 15 -20 percent of units at prices or rents affordable to
families at up to 50 percent of median income for rental housing and
up to 80 percent of median income for ownership housing.
2 points A mix of new housing opportunities within the proposed project area,
including up to 15 percent of units at prices or rents affordable to
families at up to 50 percent of median income for rental housing and
up to 80 percent of median income for ownership housing.
0 points Housing that does not include new housing opportunities within the
proposed project area affordable at up to 50 percent of median
income for rental housing and up to 80 percent of median income for
ownership housing.
4. Employment Proximity - Jobs and Housing Connections
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs and Area 2 (developing urban
cities)
10 points More than 3,000 jobs within one mile of the proposed project,
including jobs in the proposed project.
8 oints 1,000 - 3,000 jobs within one mile of the proposed project, including
p J p P p J - 9
jobs in the proposed project.
5 points 500 - 1,000 jobs within one mile of the proposed project, including
jobs in the proposed project.
0 points less than 500 jobs within one mile of the proposed project, including
jobs in the proposed project.
15
Cateoory C - Compact. Mixed Residential Development..
Redevelopment or Inf ill
30 possible points. A minimum of 15 points is required for further
funding consideration.
1. Housing Densities
0 -10 points
Area 1 (Minneapolis, St. Paul, first -ring suburbs), and Area 3 (rural growth
centers):
10 points Proposals for development, redevelopment or inf ill that include
densities of more than 20 units per acre.
8 points Proposals for development, redevelopment or inf ill that include
densities of 10 -20 units per acre.
5 points Proposals for development, redevelopment or inf ill that include
densities of 5 -9 units per acre.
0 points Proposals for development, redevelopment or inf ill that include
densities of less than 5 units per acre.
Area 2 (Developing Urban Cities)
10 points Proposals for development, redevelopment or inf ill that include
densities of more than 16 units per acre.
8 points Proposals for development, redevelopment or infill that include
densities of 7 -15 units per acre.
5 points Proposals for development, redevelopment or inf ill that include
densities of 3 -6 units per acre.
0 points Proposals for development, redevelopment or inf ill that include
densities of less than 3 units per acre.
16
2. Housing Mix and Economic Integration
10 possible points
Area 1 (Minneapolis, St. Paul, f irst -ring suburbs), Area 2 (Developing urban
cities), and Area 3 (rural growth centers):
5 points Housing proposals that include three or more different housing types
or tenure combinations - attached, detached, different physical
configurations of attached or detached, ownership, rental.
3 points Housing proposals that include two different housing types, or a
combination of ownership and rental housing types.
0 points Proposals that include one housing type.
Area 1 (Minneapolis, St. Paul, first -ring suburbs) and Area 2 (developing
urban cities)
In this category, priority will be given to proposals that serve the lowest income
households or the greatest mix of households at up to 50 percent of median income for
rental housing and up to 80 percent of median income for ownership housing.
5 points A mix of new housing opportunities within the proposed project area,
including 20 percent of units at prices or rents affordable to families
at up to 50 percent of median income for rental housing and up to 80
percent of median income for ownership housing.
3 points New market -rate housing that includes 15 -20 percent of units at
prices or rents affordable to families at up to 50 percent of median
income for rental housing and up to 80 percent of median income for
ownership housing.
2 points New market -rate housing that includes up to 15 percent of units at
prices or rents affordable to families at up to 50 percent of median
income for rental housing and up to 80 percent of median income for
ownership housing.
0 points New market -rate housing that does not include units affordable at
prices or rents affordable to families at up to 50 percent of median
17
income for rental housing and up to 80 percent of median income for
ownership housing.
3. Employment Proximity - Jobs and Housing Connections
10 possible points
Area 1 (Minneapolis, St. Paul and first -ring suburbs and Area 2 (developing
urban cities)
10 points More than 3,000 jobs within one mile of the proposed project.
8 points 1,000 - 3,000 jobs within one mile of the proposed project.
5 points 500 - 1,000 jobs within one mile of the proposed project.
0 points less than 500 jobs within one mile of the proposed project.
CATEGORY 0: Cluster Housing in the Urban Reserve
15 points. Prodosals that meet this criterion are eligible for
funding consideration.
15 points Proposals to group housing on smaller lots as an alternative to
densities of one unit per 40 acres. Housing types in these clusters
can include single - family and accessory apartments. Local plans and
ordinances will need to require that the temporary clusters be
connected to central sewer and other city services when they become
available and that the clusters be designed and laid out in accordance
with local subdivision ordinances, including dedication of future utility
and infrastructure easements.
18
SELECTION CRITERIA FOR PROPOSALS
IN ALL CATEGORIES
(Except Category E, Planning /Predevelopment Proposals)
100 possible points
Funded Projects must score a minimum of 70 points on the selection
criteria to be funded and to be eligible for supplemental f undinq to
support transit use.
A. Extent To Which the Proposal Represents a Model of
Integrated Land Use
0 -50 points
0 -20 points Development pattern:
Mixed -Use Development, Categories A and B: The degree to which a
proposal provides a connected development pattern with a mix of uses
that creates a multipurpose destination (for living, working, daily
needs, recreation), and provides short, direct routes that enable
people to walk easily and safely to transit, if available, and other
destinations.
Mixed Residential development, Category C• The degree to which
housing is physically and economically integrated, rather than
separated into discrete areas of different housing types and costs;
and provides for pedestrian access and circulation, and common
spaces.
Cluster Housing, Category D: The degree to which housing is
physically integrated and provides for pedestrian access and
circulation, and access for residents to open space.
0 -20 points Integration with adjacent areas, mass and scale:
Mixed -Use Development, Categories A and B: The degree to which
the development is physically integrated with and compatible with
19
adjacent land uses, and the degree to which it will, when added to the
existing area, have sufficient population, jobs and activities to result
in a walkable environment that is accessible by transit, if available.
Residential Development, Category C' The degree to which the
development is physically integrated with and compatible with
adjacent land uses.
Cluster Housing, Category D: The degree to which the development is
physically integrated with adjacent rural uses.
0 -10 points Design quality:
Overall quality and appropriateness of building and project design,
including compatibility of architectural style and building scale with
the neighborhood, incorporation of historic preservation,
incorporation of features with reference to historic significance or
community identity, location of public spaces to create a sense of
place, convenience of pedestrian features.
B. Regulatory Reform, Implementation Solutions and Strategies
0 -15 points
12 - 15 points Two or more regulatory, policy and implementation change or tools in
place -for example, zoning amendments or overlays; parking
standards; street or block standards; site planning and development
guidelines; developer agreement; overlay /ghost platting - -and degree
to which the regulatory, policy or implementation component(s) are
likely to contribute to success of the project.
8 - 11 points One regulatory, policy or implementation change or tool in place
(from list above or other) and degree to which the regulatory, policy
or implementation component(s) are likely to contribute to success of
the project.
4 - 7 points One or more regulatory or policy solution(s) proposed to be
implemented —for example, addressing zoning barriers, or other tools
listed above, and degree to which the proposed tool(s) are likely to
contribute to success of the project.
0 points No regulatory implementation solutions or tools in place or proposed.
20
(Maximum 15 points if a proposal has components both in place and proposed).
C. Other Innovation
0 -5 points
Innovation not addressed elsewhere in these criteria.
D. Replication
0 -10 points
❑ Extent to which the proposal has key characteristics or components that can provide a
model for replication in the same community or other communities in the region; and /or
❑ Extent to which the proposal is located in a physical setting found commonly in the
region and /or addresses circumstances found commonly in the region to enable wide
replication (such as a location on a transit route with potential for compact, mixed -use
development, or a location with a type of housing stock that is widely represented in
the region).
E. Partnerships, Community Participation
0 -10 points
0 -5 points The extent to which a proposal has involved /will involve a broad
public - private partnership for project implementation.
0 -5 points The extent to which a proposal has involved a planning process that
can ensure successful implementation of the project
F. Leverage
0 -10 points
0 -7 points The extent to which the proposal will leverage private sources of
funds.
0 -3 points The extent to which the proposal will leverage other public sources of
f unds.
21
SUPPLEMENTAL TRANSIT FUNDING EVALUATION
Proposals in the transit - oriented, mixed -use category (Category A) that have received a
score of 70 or higher on the selection criteria will be evaluated against the following
criteria for consideration of an award from the $1.5 million supplemental transit fund:
❑ Estimated reduction in total number of daily single- occupant vehicle trips;
❑ Estimated reduction in total number of vehicle miles traveled;
❑ Description /estimate of how transit system operating efficiency will be improved;
❑ Estimated reduction in transit system operating costs;
❑ Improved transit security and safety;
❑ Projected increase in public transit ridership;
❑ Number of transit - dependent persons likely to be able to use transit in this
location, such as persons in households without a car, persons below 200 percent of
poverty level, persons age 65 and older or between ages 12 and 18, persons with
mobility limitations.
❑ Other transit funds leveraged.
EVALUATION AND SELECTION PROCESS
FOR ALL CATEGORIES
(Except Category E. Planning /Predevelopment Proposals)
1. Council staff will determine the number of points awarded to each proposal under the
Threshold Criteria. Proposals that qualify will proceed to Step 2. Point totals will be
carried forward, after being weighted so that all proposals will be evaluated on an equal
basis. For example, a project that has received the maximum point score of 30 in
Category C, Mixed Residential, will be multiplied by the appropriate numerical factor to
bring its score to 50, the maximum possible point total in any category.
2. The Livable Communities Advisory Committee will hear presentations from qualified
applicants, evaluate qualified proposals and score applications on the Selection Criteria.
pp q
22
3. Points received on Threshold Criteria and Selection Criteria will be totaled to
determine each project's total score. A proposal's total score is the total of its score
on the evaluation criteria (50 points after weighting plus 20 possible bonus points for
Categories A, B, or C), plus its score on the selection criteria (maximum 100 points).
Total: 150 possible points plus bonus points.
4. Based on the evaluation and scoring process, the Livable Communities Advisory
Committee will make its selections for funding from the Demonstration Account.
Funded proposals must score a minimum of 70 points on the Selection Criteria.
5. The Advisory Committee will make selections for awards from the supplemental funding
for proposals the Transit - Oriented Mixed -use Development category (Category A). To
be considered for this funding, proposals must score a minimum of 70 points on the
Selection Criteria.
6. The Livable Communities Advisory Committee will make funding recommendations to
the Metropolitan Council, through its Livable Communities Committee.
7. The Metropolitan Council will make awards.
23
SELECTION CRITERIA FOR
PROPOSALS IN CATEGORY E
100 possible points
Funded projects must score a minimum of 70 Joints on the criteria
to be funded.
1. Potential to Result in A Demonstration Model
0 -50 points
0 -14 points Extent to which the proposal has potential, when added to the existing area,
for total numbers of population, jobs and activities sufficient to result in a
walkable environment accessible by transit and /or appropriate to the
criteria for compact- non - transit - oriented development; or the potential to
result in mixed residential development.
0 -12 points Extent to which the site and situation has potential to address program
goals effectively and creatively.
0 -12 points Extent to which the proposal demonstrates intent to address program goals
and an understanding of livable communities principles.
0 -12 points Extent to which the proposal has political and /or community support
2. Regulatory and Implementation Solutions and Strategies
0 -15 points
u Regulatory or policy solution(s) proposed to be addressed - -for example, changing land
use regulations, developing design standards or parking standards -- and degree to
which the solutions(s) are likely to contribute to the success of the project.
3. Replication
0 -15 points
u Extent to which the proposal has potential to include key characteristics or
components that can provide a model for replication in the same, community or other
communities in the region; and /or
24
• Extent to which the proposal is located in a physical setting found commonly in the
region and /or plans to address circumstances found commonly in the region that will
enable wide replication (such as a location on a transit route with potential for mixed -
use development, or a location with a type of housing stock that is widely represented
in the region).
• Extent to which the planning and design process is likely to provide a model that can be
expected to have wide application in the region.
4. Partnerships, Community Participation
0 -20 points
0 - 10 points The extent to which a proposal has involved the participation and
commitment of an appropriate broad community partnership of public
and private interests in a planning process that is likely to contribute
to a successful outcome, and plans for continuing involvement.
0 - 10 points The extent to which a proposal plans to involve the participation and
commitment of an appropriate broad community partnership of public
and private interests in a planning process that can help ensure a
successful outome.
EVALUATION AND SELECTION PROCESS
FOR PROPOSALS IN CATEGORY E
1. The Livable Communities Advisory Committee will evaluate proposals that meet
eligibility criteria, hear presentations from applicants, and score applications on the
Selection Criteria. Maximum points: 100 plus 10 possible bonus points.
2. Based on the evaluation and scoring process, the Livable Communities Advisory
Committee will make funding recommendations to the Metropolian Council.
3. The Metropolitan Council will make awards
25
Attachment
LAND USE AND DESIGN GUIDELINES FOR
LIVABLE COMMUNITIES
Livable communities are oriented toward a transit- and pedestrian - friendly environment in
neighborhoods with a mix of uses essential to daily life of the residents including housing,
workplaces, shops, parks and civic uses. In accomplishing these things, livable communities
foster a sense of place and community, where interaction and participation in the
community can occur.
Livable communities provide a variety of housing types and costs to accommodate peoples'
life -cycle changes and to suit their changing circumstances. They incorporate higher -
density housing that pays attention to building form and scale.
In a livable community, land uses are compact and connected, encouraging walking and
transit use. Such areas accommodate both the car and the pedestrian; for example
recognizing that people will drive to a destination, but once they are there, they can walk
or take transit.
ttt
The following three land use design principles will be used in the evaluation of development
proposals under Selection Criteria A: "Extent to Which the Proposal Represents a Model
of Integrated Land Use" (p. 19) .
Principle 1: Make Development Compact
• Connect rather than separate uses, to allow for functional relationships between them.
• Build mid- to high - density, with attention to the design and relationships of structures
to each other.
• Provide infill or retrofit land uses that result in more compact development.
r t
P olec s should attempt to achieve overall housing densities of at least 7units per
acre to support transit use.
26
Principle Z: Mix Uses
• Include shopping, workplaces, schools, civic facilities, parks and other public spaces, and
a variety of housing types and costs.
• Connect uses to transit, providing people with a way to get around other than driving
alone.
Projects should attempt to achieve a mix of different types of development clustered
within 114 mile walk or within 40 to 160 acre neighborhoods,' housing and
neighborhood -scale businesses that are oriented to transit and the pedestrian; four
or more types of neighborhood -scale uses plus housing.
Principle 3: Design for People
• Locate shops and other uses within walking distance of each other, and within walking
distance of transit.
• Design streets for pedestrians, not just cars. Orient businesses and other structures
to the street for pedestrian accessibility, and provide convenient parking. This creates
safe, pleasant walking environments.
• Provide places for people to gather - -parks and other public open spaces, a central place
or neighborhood center that provides a focus for activities.
• Use design to make places safer, create amenities and improve livability.
Pedestrian infrastructure connecting all land uses, with short, direct walking routes
that are well -lit. In parking lots, consider pedestrian crossings
Projects should consider including roadway infrastructure that emphasizes walking,
transit and bicycle travel while accommodating cars Desirable features include blocks
scaled to pedestrian travel,' streets that are easy to cross on foot,' or, if streets are
wide, pedestrian crossings are accommodated through safe, direct pedestrian routes
to the transit stop and to major destinations, with center islands
Projects should attempt to achieve site and building design where building setbacks are
short, favoring pedestrian use, and where shared parking is located beside or behind
buildings
27
Projects should consider including several of the following elements: Public gathering
places, parks and open space, pedestrian -scale lighting, canopies with outdoor retail or
cafes, transit benches or waiting areas, natural and historic features incorporated into
the development.
Guidelines for Planning Processes
• Use an open process involving residents, property owners, developers, businesspersons,
and others with an interest in the future of the subject area.
• Employ visual models of planning proposals and alternatives.
• Address design issues, and use design professionals in the process.
• Develop specific zoning and planning tools, and mechanisms to ensure plan
implementation.
Examples That Apply the Land Use and Design Principles:
• Intensification of land uses in nodes along transit corridors, combining workplaces,
residences, retail and entertainment options; allowing people to live, work and shop in an
area without a car, and enabling transit riders to conduct daily business at the beginning
or end of their trip.
• Application of design concepts (e.g. orientation of buildings to the street and to each
other, attention to building form, placement of garages, etc.) that results in
developments that use land more efficiently and make walking among uses easy.
• Commercial /retail uses on lower levels of buildings with offices or apartments above.
• Ways to successfully emphasize pedestrian circulation while also accommodating the car
such as shared parking arrangements; structured parking; direct, convenient pedestrian
walkways.
• Redevelopment or inf ill projects that are linked to their surroundings through similar or
compatible scale, architectural features, or other means.
• A mix (rather than in separated areas) of single - family and, townhouses and other
attached and multifamily housing, affordable to a wide range of families and individuals.
• Developments that successfully incorporate or re- introduce public spaces (parks, public
squares, plazas) and pedestrian access and circulation.
V \commundv \Icda \criteria draft 8 -20 -99
28
x
Livable Communities Demonstration Account
FUNDING CATEGORIES - 1999
The Metropolitan Council encourages development patterns that are appropriate in different
locations in the region, consistent with regional growth strategy objectives, as reflected in the
following categories:
Category A: Compact transit- oriented development, redevelopment or inf ill that has a mix of
uses, including housing:
❑ Compact, mixed -use transit - oriented development, redevelopment or inf ill proposals located
within 4 mile of regular route transit stops, or within an area that will be served by regular
route transit service within two to three years. (Regular route service operates on fixed routes and
a predetermined schedule. Includes Metro Transit or opt -out service).
Locations: Area l: Minneapolis, St. Paul and first -ring subsurbs, Area 2: Developing Urban Communities
(See attached map).
Category B: Compact development, redevelopment or infill that has a mix of uses, including
housing:
❑ Compact, mixed -use development, redevelopment or inf ill development that is not served by
regular route transit service, and will not be served by regular route transit service within two
to three years.
Locations: Area 1: Minneapolis, St. Paul and first -ring suburbs, Area 2: Developing Urban Communities,
Area 3: Rural Growth Centers. (See map)
Category C: Compact mixed residential development, redevelopment or infill:
❑ Residential development that includes a mix of housing types at different sales and /or rent
levels.
Locations: Area 1: Minneapolis, St. Paul and first -ring suburbs, Area 2: Developing Urban Communities,
Area 3: Rural Growth Centers. (See map)
Category D: Cluster Housing in the Urban Reserve:
❑ Cluster housing as interim uses until full urbanization occurs around them.
Category E: Planning and Predevelopment Proposals
❑ Proposals for conducting planning and other predevelopment activities to shape projects in any
of the above categories.
Livable Communities Demonstration Account
1999 FUNDING GOALS AND CATEGORIES
(Appropriate Locations indicated by "X ")
Development Developed Developing Rural Town Urban Reserve
Patterns Cities Cities Centers
(refer to Regional
(Area 1 on map) Area 2 on map) (Area 3 on map) Growth Strategy map)
Cateqory A:
Compact
Mixed -Use X X
Transit - Oriented
Cateaory B:
Compact, X X X
Mixed -Use
Cateaory C:
Compact, Mixed
Residential �/ v �/ v �/ v
Cateaory D:
Cluster Housing X
Category E:
Planning &
Predevelopment V X X v
v:commundv /lcda/1999 funding category table
f Livable Communities
Demonstration Account
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Geographic Information Systems December 19, 1996