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Home My WebLink About1999 11-01 CCP Regular Session AGENDA CITY COUNCIL WORK SESSION NOVEMBER 1, 1999 7:00 P.M. CONFERENCE ROOM B 1. Review of Golf Budget 2. Review of Liquor Budget - CUB lease - 2000 pro forma 3. Discussion of Joslyn Water Hook Up Charges 4. Discussion of AMM (Association of Metropolitan Municipalities) Legislative Policies 5. Discussion of City Council calendar for 2000 6. Discussion of process and timing for City Manager evaluation 7. Miscellaneous 8. Adjourn To: Mayor Kragness and City Council Members Date: November 1, 1999 Hello again. I am Kathy Godar living at 7004 Oliver Avenue North in Brooklyn Center. I have resided at this address since 1970 and am very proud to be a resident of the city. You may remember that I appeared before the city council earlier this year to obtain licensing to do private fittings for custom fitted bras in m home. I bring m occupation u Y 9 Y p as a certified bra fitter because it relates to the problems associated with the pictures and this letter. The pictures came about because I had hired a handyman to do some repairs around my home. I have been a single parent since 1976 and have always tried to keep my home in excellent shape. When the repairman was on the roof, he came down and described my neighbor's yard as "Sanford & Son." He was appalled at the filth, junk and clutter and could not believe the city would not have ordinances to clean up the mess. I know this neighbor at 7000 Oliver Avenue N, has been approached and has cleaned up the front yard. But what about the back yard? I put up the six foot fence years ago to hide his junk from my view. But it has now hit the serious level, which is intolerable. Since my profession is a much needed one and a dying art, I have women coming to home from as far as 100 miles away for fitting. 9 y a The Y 9 Y comment on the beautiful location with Palmer Lake across the street and how nice my home is. For many this is their first visit to our city. Many have heard only negative reports about Brooklyn Center ... lets face it the reputation is out there. They hey are extremely impressed with my location; that is, until we enter my bra fitting room that faces "Sanford & Son." When you look at the pictures, the windows in the bra room face the side of the house where the trailer has been a permanent fixture for as long as I can remember. (God only knows what might be living in that trailer.) This is not the image I care to show of our fine city to first time visitors. Is it yours? Putting up a fence does not hide the junk anymore. It is piled so high it is visible. My next concern is a health issue. I have five huge holes between his yard and mine. I have seen rabbits and squirrels using them and I am afraid of what other type of creatures he harbors in that disgusting junk pile. I have noticed many soft spots in my yard and holes, like I have animals now burrowing under my yard. I went to the expense to put in an underground watering system this year so my yard would look nice with clients coming to my home, and now my back yard is being invaded by I do not know what. I have also spotted a family of raccoons harboring around his yard. f I have three grandchildren age's 6 years, 15 months, and 3 months. I am afraid to let them play in my back yard. I have a large deck (which I redid this year for aesthetic purposes) and do not know what type of diseases these kids could catch in my back yard. I am not over reacting. Before my dog of fifteen years died, he came down with fleas. He was so ill he could barely walk out to the deck to do his "thing" and would come right back in. The vet said he got the fleas from other animals bringing them into my yard. What other diseases do these animals transmit to my yard? So let's lay it on the line. I, and other neighbors, are fed up with living next to a pig pen. It has now become a health hazard. Who knows how many animals, rats, rabbits, gophers, moles, mice etc are living next door to me? Is this what I am forced to live next to because our city can take no action against this garbage heap? Are their no ordinances to protect those of us who want to live in this city and enjoy its beauty; those of us who work hard to keep our homes and yards in fine conditions because we care? Would you like to live next door to them? I will happily sell you my home. Let's face it, as immaculately as I keep my yard and home as a single woman, no one in his or her right mind would buy my home and live next to that junk heap. (I was here first or I would not have bought here.) If you cannot help me, please let me know. I will go to the board of health next, because I will not subject my precious grandchildren to this type of play environment, nor should I be forced to have to keep them inside because of the health hazard festering next door. 1 am not the type of person to complain, and had become complacent about this situation until the handyman pointed out this insanity that I am putting up with. Do you really want every one coming to my home from other cities to leave with the image of the city that these pictures portray? I don't and I would like to believe you don't either. You are all invited to my home anytime, to view the neighbors back yard from across the fence, the roof, my bra room, and you may also count the holes between our yard that just stared this year and keep multiplying. I am a late night person, and this neighbor usually brings in "loads" of junk late at night after dark. He is extremely weird, and does many peculiar things, so I would appreciate it if my name were not used in connection with the complaint. However, if it must, it must. He is not a sane man (no one who lives like that could be) and I do not trust him. I live alone. Please help me. I don't know where else to turn. I can be reached at 612- 566 -6301. Please call. 1 wanted to come to the meeting but already had plans. I will be happy to cooperate in any way I possibly can. Please take this letter and these pictures seriously and act immediately. Please, do not let the snow cover the junk heap. Animals still live and breed through the winter and I would be fearful as to what spring would have in store in the year 2000. Please restore my neighborhood to the beautiful, clean atmosphere 1 moved into twenty -nine years ago. Your help is very much appreciated. Thank you in advance. I am sure that after viewing these pictures, it is not something you want festering in our city. Thanks again. Kathy Godar 7004 Oliver Avenue North Brooklyn Center P.S. The yellow house in the pictures belongs to Bob and Jean Schiebel, who reside at 2120 70"' Avenue N. I know they are as fed up as I am with the conditions we are forced to live in. Also, there is a dog and a dog run in the back yard. It has been there for years. I can no longer even see it in the pictures. 1 know the dog is outside constantly because he barks a lot. What kind of living conditions and treatment does he endure? Does the humane society need to be notified? Centerbrook Golf Course Year 2000 Financial Plan Prepared for Brooklyn Center City Council by Community Activities, Recreation and Services Department October 15,1999 Centerbrook Golf Course is a nine hole, par three course owned by the City of Brooklyn Center. It was built in 1986 -87 with a $1,100,000 loan and $600,000 grant from the Capital Improvements Fund. It opened for business in the Spring of 1988. The golf course was considered for construction after a feasibility study, prepared in 1980 by Brauer and Associates, concluded that the course could recoup its construction cost after 20 years of operation. A staff report prepared just prior to the final decision to construct the facility came to a similar conclusion, although an interim study had determined that actual construction costs were expected to be considerably greater than estimated in the Brauer study. The $1.1 million construction loan was estimated to be the limit the course could debt service over 20 years, and the balance of the construction costs were financed by a grant from the Capital Improvements Fund. In the ten years of the course's operation, the financial picture has changed. Most notably, the construction of both public and private golf courses has continued at a rapid pace, changing the market considerably. Both the Brauer study, and the staff report updating that study believed that about 40,000 rounds played annually was an achievable goal. The study indicated this standard would be reached after about ten years of operation. However, actual rounds played varies, but have stabilized at between 33,000- 36,000 rounds annually. Substantial future growth remains unlikely. This market limitation obviously limits the amount of revenues available, leaving rate increases as one of the few sources of additional revenue. Currently, fees are in the top 25 percent of fees charged at similar facilities. Of particular concern since the construction of Centerbrook was the lack of a capital reserve. The Brauer study had identified the need for an annual contribution to a capital reserve. However, no reserve was created under the expectation that future needs would be financed from the Capital Improvements Fund until the Golf Course Fund was generating a consistent profit. In addition to the lack of a capital reserve, much of the maintenance equipment originally purchased for golf course maintenance was used, resulting in a shorter useful life than would normally be expected. As a result, for years in which there was an operating loss, or when an unexpected capital expenditure or equipment replacement occurred, the Golf Course Fund had no operating reserves from which to draw and thus, borrowed from the Capital Improvements Fund. These factors resulted in very ittle progress being made to retire the principal, although rY P �' g P P in most cases the full interest payment was made. In 1996 and 1997, the golf course generated sufficient revenues to cover expenses and interest payments, with a small amount of "profit." At the end of 1997, the Golf Course Fund had a balance of about $13,410 which could be applied to payment of the loan principal. Analysis of expected future operating costs and revenues indicated that, as structured in 1997, in an average year with no capital improvements required, the golf course should be able to make interest payments. In a good year, profit that is generated could be used to build a reserve from which to draw in years when weather is poor or to payment of loan principal. However, this did not address the issue of a capital reserve, nor was it particularly sound management. A plan was needed that, at worst -case, provided for payment of the debt service, with average and good years' profits contributing to a reserve fund. Efficiencies in management, some additional savings, and identification of new markets helped manage the variability that weather produces, and reduced the possibility of operating losses. However, the capital reserve could only be created out of the net income which was servicing the debt. After careful review, staff concluded that the only reliable means of creating a capital reserve was debt restructuring. The plan The City Council adopted such a plan as part of the 1998 process. This plan provided that the construction loan would be repaid without interest. A revised debt repayment schedule (attached as figure 1) allows for principal payments of between $50,000- 65,000 annually to retire the debt over a twenty year period. In addition to restructuring the construction loan, the plan also established a capital reserve and expenditure plan. The capital expenditure plan (attached as table 2) indicates an annual contribution of $20,000, which is sufficient to finance expenditures anticipated in the next several Y ears. Accordingly, the following financial management principles have been implemented: 1. Fees will be established annually so that they remain in the top quartile of peer courses. The fee's schedule will be reviewed and adjusted annually so the fee structure is similar to and competitive peer courses. with P P 2. The construction loan debt is structured to include annual principal payments that do not exceed $65,000. 3. A capital expenditure reserve is established, budgeting an annual contribution of $20,000. The attached budget details the anticipated revenues and expenditures for 2000. Table 1 BROOKLYN CENTER MUNICIPAL GOLF COURSE PROJECTIONS AS OF DECEMBER 31, 1997 INTEREST FREE LOAN AMORTIZATION SCHEDULE Beginning Ending Principal Annual Principal Year Balance Payment Balance 1998 1 1,150,000 50,000 1,100,000 1999 2 1,100,000 50,000 1 2000 3 1,050,000 50,000 1,000,000 2001 4 1,000,000 50 950,000 2002 5 950,000 50,000 900,000 2003 6 900,000 55 845 2004 7 845,000 55,000 790 2005 8 790,000 55,000 735,000 2006 9 735,000 55 680,000 2007 10 680 55,000 625 2008 11 625,000 60,000 565 2009 12 565,000 60,000 505,000 2010 13 505,000 60,000 445 2011 14 445,000 60 385,000 2012 15 385,000 60,000 325,000 2013 16 325,000 65,000 260,000 2014 17 260,000 65,000 195,000 2015 18 195,000 65,000 130,000 2016 19 130,000 65,000 65,000 2017 20 65,000 65,000 0 1,150,000 nextbdgt \golfloan 10/27/99 2:07 PM Table 2 Centerbrook Golf Course Capital Expenditure Plan : ;,r.�, z;a";x ;�,ar�a: \rrl{M.i /. . . �e•! triN� :i';i".,x.::.s...'3CSara:: u:: . ..........._::.. ?':::e:ixyy;.::tiii a •:F:!s"Ai, Refrigerator $2,000 Carpet $7,000 Hot Water Heater Tables & Chairs $2,000 Ice Cube Maker Roof $30,000 Window Treatments $1,000 PC $3,000 Air Conditioner Furnace $5,000 Management Software/Hardware $5,000 Pro shop furnishings $3,000 Cash Registers $2,000 Shed orA �... ;.,�� .:. .._... on to Clubh ouse house $3,000 Pond Erosion Irrigation $40,000 Paths Wood Bridges $4,000 Garage Imprv. & Install Gas Line $8,000 Parking Lot Overlay $10,000 Flagpole $1,000 Signs Build Upper Tees #2 and #4 $2,000 $8,000 $11 „000 $13,000 $11,000 $8,000 $45,000 $10,000 $8,000 $30,000 Annual Capital Allocation $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 1997 Income Available for Reserve $10,000 Capital Reserve $19,000 $26,000 $35,000 $47,000 $22,000 $32,000 $44,000 $34,000 10/27/99 e:leng*vtb1dg\g1fcourse CENTERBROOK GOLF COURSE 2000 BUDGET Depart Actual Actual Adopted Request* Budget 1997 1998 1999 2000 REVENUES: Green Fees $268,808 $218,562 $271,418 $279,211 Rentals 12,555 10,402 12,500 12,250 Leagues 12,647 7,972 13,200 13,700 Beer 11,755 10,983 11,000 11,500 Concessions 18,066 14,627 17,350 15,950 Golf Lessons 8,692 5,487 8,500 7,500 Other Merchandise 19,324 19,975 18,500 20,000 Pop Machine 1,678 1,232 2,000 2,000 Interest Earnings 1,814 3,271. 2,000 3,530 Miscellaneous 855 1,414 1 0 500 Total Revenues $356,194 $293,925 $356,468 $366,141 Less: Cost of Sales Beer $3,361 $3,446 $3,750 $3,500 Cost of Sales Concessions 13,949 11,384 16,000 14,000 Cost of Sales Merchandise 19,941 18,708 13,000 15,000 Cost of League Banquets 2,655 2,673 2,000 2,500 Total Cost of Sales $39,906 $36,211 $34,750 $35,000 Gross Profit $316,288 $257,714 $321,718 $331,141 EXPENDITURES: Personnel $133,039 $116,354 $134,861 $139,611 Supplies 23,573 18,484 18,300 21,200 Other Contractual Services 24,330 23,802 21,041 20,308 Central Garage 25,102 25,5$8 26,639 21,612 Insurance 5,624 6,280 7,776 7,926 Utilities 11,652 14,141 11,075 11,250 Interest Expense 57,500 Administrative Service Transfer 4,722 5,128 5,292 5,332 Depreciation 17,251 12,697 13,200 14,567 Total Expenditures $302,793 $222,474 $238,184 $241,806 Operating Income $13,495 $35,240 $83,534 $89,335 Capital Outlay $11,660 $13,000 $11,000 Loan Repayment $50,000 $50,000 $50,000 Available Resources $13,495 ($26,420) $20,534 $28,335 10/13/99 1:44 PM Division: Centerbrook Golf Course Budget Code: 654 Program No: 7052 PROFILE Centerbrook Golf Course is a nine (9) hole, par three (3) course, owned by the City of Brooklyn Center. It was built in 1986 -87 with a loan from the Capital Improvements Fund. It opened for business in the Spring of 1988 and was established as an enterprise fund entity. Enterprise funds were established to account for the financing of self supporting activities of the City which render services on a user charge basis to the general public. Each year between 30,000 and 35,000 rounds of golf will be played at Centerbrook. In addition, about 200 people will take lessons. The 2000' budget assumes 33,500 rounds will be played in 2000. DEPARTMENTAL GOALS • Continue implementation of financial plan adopted in 1997 by City Council. • Continued improvements in tee time scheduling, cash reporting and inventory control. • Increase league and lesson offerings to increase the number of persons participating by 10 %. • Continue analysis of merchandise selection, pricing and display for changes that would increase revenues. PERSONNEL LEVELS Number position 1 Grounds Supervisor SPECIFIC EXPF, NDITURE C()n)F, DETALL Object Number - E"lanatioA Amount 4130 Part -Time $81 Clubhouse staff, rangers, part-time golf professional, seasonal golf course manager, and maintenance workers. 4220 Operating Supplies $8,000 The cost of various supplies such as score cards, towels, cleaning materials, etc. 4221 Motor Fuels $1 Fuel for mowers and other golf course equipment. The increasing cost of fuel necessitates an increase in budget 4226 Chemical Products $3,000 Herbicides, insecticides, snow mold treatment and other chemical_ used to maintain the fairways and greens. SPECIFIC F%P Ja2F CODE DETAIL (continued) 4235 Landscaping Materials $6 Fertilizer, s seed sod etc plus the cost gran , p of flowers in the various planters throughout the course and at the clubhouse. 4390 Rentals $2 The cost of leasing golf carts for rental to patrons. CAPITAL OUTLAY Item Anticipated Units Cost(s) Usetneed purchase date Individual equipment included in Central Garage budget. Clubhouse Carpet 4/2000 $7,000 Replacement Carpet for the clubhouse Cash Registers (2) 3/2000 $2,000 Replacement of existing cash registers which are becoming unreliable. Elevated Tee Boxes Holes #2 and #4 Spring 2000 $2000 Construct elevates tee boxes on holes #2 and #4. Will enhance the courses playability and speed play. CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 16 2000 BUDGET 1999 2000 Ibject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED esssaaasassasssssaaas�saassssasxa aaxsaaaaaassxaa aasaaxaaaassaas aaaasaaxassssa saxaaaaasssxaa aaxaaaaaasssss aaasaaaxxssasa )IV CENTERBROOK GOLR 654 :100 Wages Regular Employees 28,079 27,094 16,890 34,658 21,111 36,451 112 Overtim@ Regular Employee 0 0 378 0 0 0 :130 Wages Part -time Employees 75,967 85,629 78,854 79,579 66,001 81,648 :131 Overtime of Part -time Emp 0 1,599 2,536 0 1,027 0 :133 Vacation Pay 1,284 1,458 1,435 0 569 Q. I .134 Holiday Pay 1,170 1,259 1,292 0 38 0 :135 Sick Leave Pay 0 0 0 0 133 0 salaries and Wages TOTAL 106,500 117,039 101,385 •114,237 88,878 118,099 xaasassaa axxaaasaa assssasss aasaaaaaa axaxasssa xsasssass :142 PERA Coordinated Plan 2,226 2,469 1,543 5,917 1,601 6,118 1146 FICA 7,968 8,772 7,711 8,739 6,693 9,035 1150 Employee Benefits 0 3,570 4,340 4,402 2,934 4,762 I 1151 Health Insurance 3,840 647 0 0 0 0 6152 Life Insurance 20 3 0 0 0 0_ 6153 Dental Insurance 360 60 0 0 0 0 61.54 Workers Comp Insurance 1,868 479 1,375 1,566 1,034 1,597 ?ringe Benefits TOTAL 16,283 16,000 14,969 20,624 12,261 21,512 aaaaaaaaa axasassss asaaaaaaa casaxaxaa aaaaasaxa aasssssss 6210 Office Supplies 0 71 173 250 277 250 6212 Printed Forms 1,257 373 0 0 85 0 6220 Operating Supplies 6,682 9,254 5,490 6,000 5,770 8,000 6221 Motor Fuels 2,260 1,078 789 1,300 794 1,300 CITY OF BROO -N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 17 2000 BUDGET 1999 2000 bject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED s ax am as as as as a sa aaa x as aaaseaaama saaamaam xxaaa as aaaaaaaaaaaaxxa a aaasaaaaasaao aaaaaaaaasaaaa aaaaa Raaaa saga aaa aaa aaaaaaaa 222 Lubricants & Additives 0 0 0 0 23 0 226 Chemical Products 806 6,277 853 5,500 734 3,000 230 Repair & Maint Supplies 0 548 50 750 79 500 231 Equipment Parts 4 702 0 250 0 250 233 Building Repair Supplies 748 0 1,164 1,000 0 1,000 235 Landscaping Materials 7,119 4,409 9,010 2,500 2,437 6,000 240 Small Tools 967 0 43 0 182 100 241 Laundry 828 862 913 750 779 800 271 Minor Equipment 0 0 0 0 1,087 0 applies TOTAL 20,672 23,573 18,484 18,300 12,247 21,200 aaaaaaaaa aaaaaaaaa aaaaxxasa aaaaaaaaa aaaaaaaaa aaaaaaaaa 310 Professional Services 769 487 375 750 219 500 313 Audit & Financial Service 798 798 825 576 500 520 318 Casual Labor 0 178 0 0 0 0 urchased Services TOTAL 1,567 1,462 1,200 1,326 719 1,020 aaaaaaaaa xsaaaaaaa axaaaaaxo aaaaaaaaa aaaaa axxx aaaaxxsx� 321 Postage 97 0 54 100 0 100 322 Telephone Services 4,088 4,348 4,611 4,100 3,414 4,200 334 Use of Personal Auto 0 0 12 0 0 0 340 Advertising 3,428 5,096 5,623 5,000 6,097 5,000 350 Printing 0 0 660 0 0 0 ommunications TOTAL 7,613 9,445 10,960 9,200 9,511 9,300 aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa 380 Repair & Maint Contract 1,564 918 5,451 1,000 3,895 0 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 18 2000 BUDGET 1999 2000 bject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED sxssss�sscaxxsxssssaaxxxsasxssss xxaaxasxxaxaaxa xxssa��___sasa aaxassssxsasss aasaaaaaaaaaaa aasasssxssxscs sssssssxssasss 381 Auto Equipment Repair 96 0 0 0 0 0 382 Equipment Repair & Maint 2,699 4,713 2,223 3,250 1,286 3,000 385 Landscaping Services 0 0 0 0 789 0 389 Maintenance Contracts 852 0 50 0 0 0 • I 390 Rentals 2,271 590 437 3,000 446 2,000 393 Equipment Rentals 0 3,408 0 0 3,442 0 397 Logis Charges 1,516 1,865 1,442 1,515 1,075 1,838 398 Protective Services 216 206 206 200 160 200 epair Rental & Maint TOTAL 9,214 11,700 9,809 8,965 11,093 7,038 ssaasaaaa sxasaaxsa asaaaasss aaaaa :aas aaasasaaa saasasmxa 400 Other Contractual Service 852 47 0 250 20 250 401 Credit Card Fees 0 0 0 0 485 750 402 Uncollectible Checks 141 79 48 0 0 0 411 Conferences and Schools 90 95 95 200 69 250 413 Dues & Subscriptions 210 534 556 300 718 500 414 Licenses, Taxes, & Fees 179 173 108 0 20 0 415 Claims Payment 460 0 0 0 0 0 421 Janitorial Service 883 795 1,026 800 1,157 1,200 ther Contractual Sery TOTAL 2,815 1,723 1,833 1,550 2,469 2,950 asasxssxa sxxxxsxxa xaxxxaama assasaaaa saxaaxxxx saxa�aaxa 440 Fuel Charges 10 343 415 192 251 450 441 Fixed Charges 11,545 20,438 18,952 19,183 10,957 15 442 Repair & Maint Charges 6,002 4,322 6,221 7,264 3,510 6,159 CITY OF BROC N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 19 2000 BUDGET 1999 2000 eject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED sa----- - - - -ss s:a axxxaexxxaaaxxxxxa axxas:aeaaaaa___ aaaaa= a== xaaaaa axaaaxaaxoesaa sa= xxaxaasaaxx x��-a - aa aaaxxxxxxxxaax antral Garage Rentals TOTAL 17,557 25,102 25,588 26,639 14,717 21,612 aaaaaaaaa as aaaaa as asa aa= =as aaa aaaa = x x a aaaaa as as aaaaas a 161 Gen Liability Insurance 4,931 4 5,058. 6,460 3,407 5,272 462 Property Insurance 264 266 165 240 566 876 163 Machinery Breakdown Ins 46 54 57 76 104 161 469 Liquor Liability Ins 1,210 900 11000 1,000 1,047 1,617 zsurance TOTAL 6,451 5,624 6,280 7,776 5,124 7,926 aaa = :saaa aaa aaaaas aaaa as aam aaaasaaaa asoaaa am: as a aaaa as 181 Electric Service 4,398 4,675 4,914 4,750 3,994 5,000 482 Gas Service 1,509 1,248 870 1,400 577 1,200 484 Water Service 5,346 4,081 6,133 3,000 2,839 3,100 485 Sanitary Sewer Service 179 175 181 200 146 200 487 Solid Waste Disposal : 888 895 1,413 1 600 1,100 488 Storm Water Drainage 561 578 631 625 499 650 tilities TOTAL 12,880 11,652 14,142 11,075 8,656 11,250 aaaaasxxx .aaaa =axa axaaaaaaa aaaaaaaaa as :aaaaas aaaaeaaaa 520 Buildings 0 0 0 8,000 0 9 552 Other Equipment 0 0 0 5 3,026 2,000 apital Outlays TOTAL 0 0 0 13,000 3,026 11,000 aaasaaxx= aaaaaaaaa aaaaaaasa aaaaaaaaa aaaaxxxas aaa =aas == 611 Interest 58,075 57,500 0 0 0 0 ebt Service TOTAL 58,075 57,500 0 0 0 0 aaaaaaaaa aaaaaaaaa aaaa sus =aa aaaa =aaaa aaaaa =aax aaaaa = = =a 199 Salaries Reimbursed 4,581 0 0 0 0 0 702 Administrative Sery Trans 0 4,722 5,128 5,292 3,528 5,332 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 20 2000 BUDGET 1999 2000 , jest Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED aax-- _-- aaaaaxaaxxxaaaaaaxxaaas xaxxaxaaaasxaxx axxxaaaaaaxxxxs xaxa aax axaaxxx xxaxxxaeaaaaax xassaaxaxxcaea avaxxaaaaxaaaa .ministrative Service TOTAL 4,581 4,722 5,128 5,292 3,528 5,332 axaxaasaa aaxxxxazm aasaasaax asxaaaxsxa xxxxaxxxx xxaaxxsxa I 23 Beer Cost of Sales 3,534 3,361 3,446 3,750 3,258 3,500 40 Merchandise for Resale 11,502 19,639 18,708 13,000 16,719 15,000 41 Merchandise Cost of Sales 0 302 0 0 0 0 42 Food Cost of Sales Guests 19,185 13,949 11,384 16,000 6,285 14,000 43 Banquet Expenses 0 2,655 2,673 2,000 1,359 2,500' st of Sales TOTAL 34,221 39,906 36,211 34,750 27,622 35,000 axxzx aaxx as a a aaaxa aaaaasaaa azzs aaax x ass s ease s z a a aaxaax' 20 Depreciation Expense 16,322 17,250 12,697 13,200 9,186 14,567 preciation TOTAL 16,322 17,250 12,697 13,200 9,186 14,567 xxaxxxxxx a�aaxaaaa xxxxxxxxx asaxxxxxx xaaaxxxxx zxzaxxasx NTERBROOK GOLF TOTAL 314,752 342,698 258,686 285,934 209,038 287,806 jLF COURSE FUND TOTAL 314,752 342,698 258,686 285,934 209,038 287,806 J GOLF COURSE OPERATING AND CAPITAL RESERVE CASH BALANCE PROJECTION 1997 1998 1999 2000 2001 2002 2003 2004 Targeted Operating Cash Starling Balance (15°x) 54,572. 55,571 56,668 57,491 58,528 Operating Cash Starting Balance, 13,081 33,742 18,518 45,252 71,,444 96,159 119,701 135,184 Revenues Fees & rentals 281,363 228,964 305,618 310,702 314,855 319,578 324,372 329,237 Concession & merchandise 73,017 61,690 48,850 49,583 50,326, 51,081 51,848 52,625 Interest 1,729 • 3,271 2,000 . 3,530 5,289 7,125 7,052 8,326 TOTAL Operating Revenues 356,109 293,925 356,468 363,815 370,470 377,784 383,272 390,188 Operating expenses Cost of sales 39,906 36,211 34,750 35,793 36,866 37,972 39,111 40,285 Operating costs 302,793 222,474 238,184 245,330 252,689 260,270 268,078 276,121 TOTAL Operating Expenses 342,699 258,685 •272,934 281,123 289,555 298,242 307,189 316,406 Net Operating Income 13,410 35,240 83,534 82,692 80,915 79,542 76,083 73,782 Add back depreciation 17,251 12,697 13,200 13,500 13,800 14,000 14,400 14,400 Loan repayment (50,000) (50,000) (50,000) (50,000) (50,000) (55,000) (55,000) Contribution from other fund 6,839 Contribution to capital (10,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) Operating Cash Ending Balance 33,742 18,518 45,252 71,444 96,159 119,701 135,184 148,366 Capital Reserve Cash Starting Balance 10,000 18,340 25,340 34,340 46,340 21,340 31,340 Add Contribution to capital 10,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Capital Outlays 11,660 13,000 11,000 - 8,000 45,000 10,000 8,000 Capital Reserve Cash Ending Balance 10,000 18,340 25,340 .34,340 46,340 21,340 31,340 43,340 Total Golf Course Ending Cash Balance 43,742 36,858 70,592 105,784 142,499 141,041 166,524 191,706 budgetWeptsX652go1Aopercap.x1s 9/119911'42 AM . t CITY OF BROOKLYN CENTER GOLF COURSE REVENUE PROJECTION 1998 1998 1999 1999 2000 2000 1997 1997 Net 1998 1998 Gross Net 1999 1999 Gross Net 2000 2000 Gross Rounds Revenue Rates Rounds • Revenue Rates Rates Rounds Revenue. Rates Rates Rounds Revenue Rates Weekend Std Rate 8,976 77,217.68 8.92 6,253 55,776.71 9.50 9.16 8000 73,242.00 9.75 9.39 8000 75,120.00 10.00 Adult Std Rate 10,838 88,196.32 - 8.45 8,059 68,107.52 •9.00 8.69 11000 95,543.25 9.25 8.92 11000 98,125.50 9.50 Senior Rate 4,871 35,104.17 7.51 4,022 30,213.68 8.00 7.75 5200 40,283.10 8.25 7.98 5200 •41,503.80 8.50 Junior Rate 2,134' 15,381.84 7.51 1,396 10,490.40 8.00 7.75 1800 13,944.15 8.25 7.98 1800 14,366.70 8.50 Second Round 4,684 25,046.50 5.40 6,517 35,187.96 5.75- 5.63 4000 22,536.00 6.00 5.87 4000 23,475.00 6.25 Adult Passbook 1,270 9,832.01 76.06 81 6,126.94 81.00 78.41 1000 7,840.65 83.50 80.28 1000. 8,028.45 •85.50 Sr /Jr Passbook 2,160 14,013.33 67.61 156 10,571.23 72.00 69.49 2000 13,897.20 74.00 71.83 2000 14,366.70 76.50 Weekend Passbook 515 3,986.67 80.28 26 2,087.28 85.50 82.63 500 4,131.60 88.00 84.51 500 4,225.50 90.00 Mini Range 30 0 0 , 0 35,448 268,808.52 26,510 218,561.72 33,500 271,417.95 33,500 279,211.65 nwdbdgWMgoUftoVrdz GOLFRDSO W01991:58 PM CITY OF BROOKLYN CENTER REVENUE BUDGET WORKSHEET BY FUND 2000 BUDGET 1998 1999 1999 2000 1997 1998 AS OF ADOPTED AS OF REQUESTED bject Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET maaaxaaaaxxxxxaaaaxaxxxaaxxaxsa :xsxaaa xaxxxxaaxxxxxxx axxsxxxxxxxaxx axxaxxxxxxxxx xaaaxxxxxxxxxx xasaaxxxxxxxxx xxmxx= xaaaaxxx UND GOLF COURSE FUND 052 3467 Sale of Property 0 215 215 0 0 0 3471 Cash Over and (Short) 755 424 506 0 651 0 3472 Check Processing Fee 40 73 40 0 61 0 iscellaneous Revenues TOTAL 795 713 761 0 711 0 saaaaaaaa axxx :xxa aaaaxsaa xaas :axxa aaxxaaxaa aaxasxxxx 3541 Weekend Rate 77,218 55,777 46,241 73,242 65,732 75,120 3542 Adult Rate 88,196 68,108 58,323 95,543 78,488 98,125 3543 Senior Rate 35,104 30,214 24,671 40,283 27,465 41,504 3544 Junior Rate 15,382 10,490 10,250 13,944 13,781 14,367 3545 Second Round 25,047 35,188 12,453 22,536 14,100 23,475 3548 Mini Range 30 0 0 0 0 0 3551 Adult Passbook 9,832 6,127 5,062 7,841 8,130 8,028 3552 Senior - Junior Passbook 14,013 10,571 9,354 13,897 11,225 14,367 3554 Weekend Passbook 3,987 2,087 1,204 4,132 1,236 4,225 3556 Hand Cart Rental 5,192 4,606 3,431 5,000 4,360 5,000 3557 Club Rental 2,369 1,565 1,131 2,500 1,759 2,250 3558 Motor Cart Rental 4,994 4,231 2,780 5,000 4,094 5,000 3561 Couples League 1,173 540 520 0 239 0 3562 Mens League 3,064 1,147 1,599 3,000 3,217 3,200 3563 Womens League 4,180 3,430 3,576 4,500 5,734 5,500 3564 Womens Second League 1,045 480 995 1,500 817 11000 CITY OF BROOKLYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 2 2000 BUDGET 1998 1999 1999 2000 1997 1998 AS OF ADOPTED AS OF REQUESTED )ject Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET == oaxasxasasaaa :aaxaxaa :aaaxxssaxsxaa sxs :aaxa :aaasaa aaaxaxxaaaaaxa saaaaosaaaxaa asaxxssxxxxssx sxaxaxssxaasss aasxxxxxxxxxss 3565 Senior League 2,289 1,612 1,687 2,500 2,229 2,500 3566 Junior League 897 763 766 1,700 1,294 1,500 3571 Beer 11,395 10,904 8,287 11,000 10,457 11,500 3572 Beer Pitcher 360 79 79 0 130 0 3573 Small Pop 3,032 2,578 2,004 3,000 1,556 2,500 3574 Large Pop 8,514 •8,131 6,531 8,500 8,601 9 3575 Coffee 1,148 694 482 1,200 513 --750 3576 Lemonade 811 75 73 0 17 0 3581 Cookies 850 637 551 700 409 500 3582 Ice Cream 44• .90 87 50 98 100 3583 Chips 582 388 313 600 443 500 3584 Candy 807 552 444 800 827 800 3585 Brats 489 347 322 500 192 300 3586 Cigarettes 118 5 5 0 473 0 3587 Hot Dogs 1,671 1,131 863 2,000 1,015 1,500 3591 Golf Lessons 7,288 4,759 4,759 7,500 2,466 6,000 3592 Private Lessons 1,404 728 680 1,000 450 1 3594 Taxable Merchandise 7,620 4,226 3,113 8,000 6,768 7,000 3595 Non Taxable Merchandise 11,704 15,749 11,937 10,500 13,509 13,000 3597 Pop Machine 1,678 1,232 994 2,000 1,316 2,000 3599 Miscellaneous 60 701 677 0 760 500 CITY OF BROOKLYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 3 2000 BUDGET 1998 1999 1999 2000 1997 1998 AS OF ADOPTED AS OF REQUESTED ject Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99 BUDGET a�aaaxaaaaaaaaaaaaaaaaaaaaaaaaaaamasx aamaaaaaaaaaaaa sassaaaamaaasa axxaxsaasaaaa xasassaaaaxxxx aaaaaxaasssasa aaaa�ssaaaaaxs if Course Revenues TOTAL 353,585 289,941 226,245,, 354,468 293,896 362,611 assasaaaa aaaaaaaa aaaa :cas aamaaaaam saaaaam :m aaaeeaaaa 3800 Interest Earnings 1,729 2,993 0 2,000 0 3,530 3808 Unrealized Gain or Loss on Inv 0 278 0 0 0 0 vestment Earnings TOTAL 1,729 3,271 0 2,000 0 3,530 aaaaaaaaa aaammaaa aaaasaaa aaaam : :am :maasaaaa aaaaaasaa LF COURSE FUND TOTAL 356,109 293,925 227,006 356,468 294,607 366,141 ' aaaaaaaaa aaasaasa aaaaasaa maamaaaaa maaaaasaa aaaasaaaa City of Brooklyn Center A great place to start. A great place to stay. To: Mayor Kragness and cil Members H'_ bm, Lasman, Nelson and Peppe From: Michael J. McCauley City Manager Date: October 28, 1999 Re: CUB Liquor Lease The outline of the terms for leasing a store at the Cub Foods development would be: - Initial 10 year term with an option to extend an additional 10 years - we are working on final language allowing cancellation if Cub closes during term - Base rent is $91,350 during years 1 -5 ($14.50 per sq. foot) $100,170 during years 6 -10 ($15.90 per sq. foot) _If option to renew exercised $108,360 during years 11 -15 ($17.20 per sq. foot) $116,550 during years 16 -20 ($18.50 per sq. foot) - Percentage rent is paid: 1.5% of gross sales above $3 Million per year (years 1 -5) 1.5% of gross sales above $3.2 Million per year (years 6 -10) If option to renew exercised 1.5% of gross sales above $3.4 Million per year (years 11 -15) 1.5% of gross sales above $3.6 Million per year (years 16.20) - City is responsible for pro rata share of common area maintenance and management costs and real estate taxes on the lease premises. Estimate is $6.19 for cam and taxes. - Developer to provide space ready for City to finish. Finish and equipping estimated in the $150,000 to $190,000 range. Funds to finish would ultimately come from the sale of Humboldt. The funds would be advanced as a loan. If the school district deal is finalized, that would be the source of loan repayment. - The types of businesses allowed are limited in the center. Among the uses prohibited are pawn shops, tattoo parlors, and currency exchanges. 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 October 29, 1999 MEMO TO: Michael J. McCauley, City Manager FROM:. _ e A. Chambers, Assistant City Manager SUBJECT: iquor Stores Budget 2000 Attached is the 2000 budget for the Liquor Stores. There will be many changes in the Liquor Enterprise in 2000. The budget reflects the best estimates for revenues and expenses given the anticipated closure of two stores and the opening of the store at the Cub Foods site. The budgets for each store were developed on the following remise: g P gP Humboldt Store: Will operate approximently 4 months in 2000, and then close to allow for renovation and lease as a new community services center leased and operated by ISD 286. Boulevard Store: Will operate about 4 months in 2000, until personnel from Store are needed to help operate new Cub Store. Lease on the property Expires May 31, 2000. Northbrook Store: Will continue to operate throughout 2000. A new lease must be negotiated for the store. The budget projects reduction in overall sales for the store to anticipate. Some loss of sales due to the opening of the Cub Store. Cub Store: The budget for the new store has been projected for 9 months of operation In 2000. Projected sales for the store, as well as expenses, have been based upon the operations proformas developed for this store. Personnel Costs: Three full -time staff are to be retained in the 2000 budget. One Additional full -time Assistant Manager has been added in order to adequately staff the new two store configeration. Reduction of part-time staffing will help offset the cost of the full time staff. It is anticipated that the full time Assistant Manager position will help to stabilize the employment at the stores. Stores have been experiencing rapid staff turn -over in part-time staff members, and severe recruiting difficulty. LIQUOR STORES 2000 BUDGET Depart Actual Actual Adopted Request Budget 1997 1998 1999 2000 REVENUES: Liquor Sales $966,552 $1,013,415 $1,007,000 $1,136,800 Wine Sales 317,450 320,163 329,000 383,200 Beer Sales 1,536,179 1,670,663 1,604,000 1,824,300 Other Sales 195,446 204,800 203,350 243,900 Investment Earnings 6,910 13,267 9,000 15,000 Total Revenues $3,022,537 $3,222,308 $3,152,350 $3,603,200 Less: Cost of Sales $2,295,705 $2,433,185 $2,386,838 $2,711,933 Gross Profit $726,832 $789,123 $765,512 $891,267 EXPENDITURES: Personnel $346,725 $370,953 $397,252 $418,412 Supplies 11,904 11,698 11,700 18,090 Other Contractual Services 42,742 54,524 50,935 53,771 Building Rent 38,133 55,003 74,000 170,379 Insurance 14,348 9,679 11,312 10,926 Utilities 26,558 24,572 28,490 22,006 Interest Expense 6,936 4,691 2,779 0 Administrative Service Transfer 30,084 25,435 26,251 25,486 Depreciation 24,768 40,787 42,100 38,541 Total Expenditures $542,198 $597,342 $644,819 $757,611 Operating Income $184,634 $191,781 $120,693 $133,656 Capital Outlay' 9,017 39,421 5,000 10,000 General Fund Transfer 100,000 0 0 0 Capital Improvements Fund Transfer 0 75,000 75,000 75,000 Available Resources $75,617 $77,360 $40,693 $48,656 10/27/991:53 PM LIQUOR STORES 2000 BUDGET Division: HUMBOLDT STORE Depart Actual Actual Adopted Request 1997 1998 1999 2000 REVENUES: Liquor Sales $283,721 $290,196 $300,000 $93,000 Wine Sales 86,965 90,723 92,000 29,000 Beer Sales 434,940 469,814 460,000 150,200 Other Sales 50,477 57,531 54,300 18,400 Investment Earnings 2,303 4,422 3,000 Total Revenues $858,406 $912,686 $909,300 $290,600 Less: Cost of Sales $647,472 $684,327 $683,304 $219,845 Gross Profit $210,934 $228,359 $225,996 $70,755 EXPENDITURES: Personnel $111,998 $117,325 $121,961 $36,925 Supplies 4,664 3,031 4,550 1,697 Other Contractual Services 15,060 18,346 18,872 5,679 Insurance 4,350 2,759 3,389 1,076 Utilities 10,525 9,929 10,640 3,955 Interest Expense 6,936 4,691 2,779 0 Administrative Service Transfer 9,084 7,122 7,448 0 Depreciation 12,499 10,900 10,800 0 Total Expenditures $175,116 $174,103 $180,439 $49,332 Operating Income $35,818 $54,256 $45,557 $21,423 Capital Outlay 5,383 3,726 •3,000 General Fund Transfer 30,000 Capital Improvements Fund Transfer 25,000 25,000 Available Resources $435 $25,530 $17,557 $21,423 10/27/991:53 PM LIQUOR STORES 2000 BUDGET Division: BOULEVARD STORE Depart Actual Actual Adopted Request 1997 1998 1999 2000 REVENUES: Liquor Sales $329,087 $328,372 $325,000 $75,600 Wine Sales 121,903 115,336 120,000 24,600 Beer Sales 500,504 508,600 495,000 120,100 Other Sales 69,724 58,573 67,400 15,300 Investment Earnings 2,304 4,422 3,000 Total Revenues $1,023,522 $1,015,303 $1,010,400 $235,600 Less: Cost of Sales $778,403 $770,750 $765,713 $179,442 Gross Profit . $245,119 $244,553 $244,687 $56,158 EXPENDITURES: Personnel $119,994 $130,859 $140,918 $32,074 Supplies 3,607 4,934 3;800 1,313 Other Contractual Services 14,603 20,106 16,174 4,336 Building Rent 19,290 35,000 13,779 Insurance 4,791 3,442 3,750 834 Utilities 7,984 7,449 9,550 1,936 Administrative Service Transfer 9,660 8,139 8,890 Depreciation 5,464 23,864 25,300 10,541 Total Expenditures $166,103 $218,083 $243,382 $64,813 Operating Income $79,016 $26,470 $1,305 ($8,655) Capital Outlay 2,414 35,695 1,000 General Fund Transfer 30,000 Capital Improvements Fund Transfer 25,000 25,000 Available Resources $46,602 ($34,225) ($24,695) ($8,655) 10/27/991:53 PM LIQUOR STORES 2000 BUDGET Division: NORTHBROOK STORE Depart Actual Actual Adopted Request 1997 1998 1999 2000 REVENUES: Liquor Sales $353,744 $394,847 $382,000 $356,000 Wine Sales 108,582 114,104 117,000 102,800 Beer Sales 600,735 692,249 649,000 623,000 Other Sales 75,245 88,696 81,650 80,200 Investment Earnings 2,303 4,423 3,000 5,000 Total Revenues $1,140,609 $1,294,319 $1,232,650 $1,167,000 Less: Cost of Sales $869,830 $978,108 $937,821 $880,300 Gross Profit $270,779 $316,211 $294,829 $286,700 EXPENDITURES: Personnel $114,733 $122,769 $134,373 $142,975 Supplies 3,633 3,733 3,350 5,655 Other Contractual Services 13,079 16,072 15,889 17,382 Building Rent 38,133 35,713 39,000 39,000 Insurance 5,207 3,478 4,173 3,490 Utilities 8,049 7,194 8,300 7,705 Administrative Service Transfer 11,340 10,174 9,913 9,345 Depreciation 6,805 6,023 6,000 8,000 Total Expenditures $200,979 $205,156 $220,998 $233,552 Operating Income $69,800 $111,055 $73,831 $53,148 Capital Outlay 1,220 1,000 10,000 General Fund Transfer 40,000 Capital Improvements Fund Transfer 25,000 25,000 25,000 Available Resources $28,580 $86,055 $47,831 $18,148 10/27/991:53 PM LIQUOR STORES 2000 BUDGET Division: CUB STORE Depart Actual Actual Adopted Request 1997 1998 1999 2000 REVENUES: Liquor Sales $612,200 Wine Sales 226,800 Beer Sales 931,000 Other Sales 130,000 Investment Earnings 10,000 Total Revenues $0 $0 $0 $1,910,000 Less: Cost of Sales $1,432,346 Gross Profit $0 $0 $0 $477,654 EXPENDITURES: Personnel $206,438 Supplies 9,425 Other Contractual Services 26,374 Building Rent 117,600 Insurance 5,526 Utilities 8,410 Administrative Service Transfer 16,141 Depreciation 20,000 Total Expenditures $0 $0 $0 $409,914 Operating Income $0 $0 $0 $67,740 Capital Outlay General Fund Transfer Capital Improvements Fund Transfer 50,000 Available Resources $0 $0 $0 $17,740 10/27/991:53 PM CITY OF BROOKLYN CENTER LIQUOR STORE REVENUES Humboldt Liquor Store 1998 1999 1998 Final 2000 Gross Liquor Final Budget 0.32 Est Profit Cost Liab Ins Revenues Revenues Revenues Revenues Percent Of Sales 0.00225 Liquor 3521 290,196 300,000 92,863 93,000 26.10% 68,727 209.25 Wine 3522 90,723 92,000 29,031 29,000 29.00% 20,590 65.25 Beer 3523 469,879 150,361 Bottle Deposit 3527 -65 -21 Beer Total 3523 469,814 460,000 150,340 150,200 22.80% 115,954 337.95 Mix NT 3524 5,763 6,000 1,844 1,900 32.50% 1,283 4.28 Mix Taxable 3525 11,060 12,000 3,539 3,500 26.50% 2,573 7.88 Miscellaneous 3526 37,873 33,000 12,119 12,100 28.20% 8,688 27.23 Other Revenue 3461 2,567 3,000 821 800 Check Process 3472 268 300 86 100 57,531 54,300 18,410 18,400 908,264 906,300 290,644 290,600 217,814 651.83 nextbdgtXdept5111REVENUE.XLS Ston;1 10/27199 1:44 PM CITY OF BROOKLYN CENTER LIQUOR STORE REVENUES Boulevard Liquor Store 1998 1999 1998 Final 2000 Gross Liquor Final Budget Multi 1.06 Est Profit Cost Liab Ins Revenues Revenues Revenues Revenues Percent Of Sales 0.00225 Liquor 3521 328,372 325,000 348,074 75,600 25.10% 56,624 .170.10 Wine 3522 115,336 120,000 122,256 24,600 27.70% 17,786 55.35 Beer 3523 508,641 Bottle Deposit 3527 -41 Beer Total 3523 508,600 495,000 539,116 120,100 22.20% 93,438 270.23 Mix NT 3524 5,693 5,600 6,035 1,500 34.30% 986 3.38 Mix Taxable 3525 12,674 14,000 13,434 3,000 25.80% 2,226 6.75 Miscellaneous 3526 37,497 44,800 39,747 10,100 27.90% 7,282 22.73 Other Revenue 3461 2,469 2,600 2,617 600 Check Process 3472 240 400 254 100 58,573 67,400 62,087 15,300 I 1,010,881 1,007,400 1,071,534 235,600 178,342 528.53 I nextbdgtldept511\REVENUE.XLS Store2 10/27/991:44 PM CITY OF BROOKLYN CENTER LIQUOR STORE REVENUES Northbrook Liquor Store 6/30/98 1998 6/30/99 1999 1998 Final 2000 Gross Liquor YTD Final YTD Budget Multi .90 Est Profit Cost Liab Ins Revenues Revenues Revenues Revenues Revenues Revenues Percent Of Sales 0.00225 Liquor 3521 177,124 394,847 204,446 382,000 355,362 356,000 26.38% 262,087 801.00 Wine 3522 51,072 114,105 52,810 117,000 102,695 102,800 29.79% 72,176 231.30 Beer 3523 319,324 692,135 355,713 Bottle Deposit 3527 108 114 82 Beer Total 3523 319,432 692,249 355,795 649,000 623,024 623,000 22.49% 482,887 .1,401.75 Mix NT 3524 2,660 6,108 3,198 6,400 5,497 5,500 30.55% 3,820 12.38 Mix Taxable 3525 8,006 17,213 8,323 17,000 15,492 15,500 25.77% 11,506 34.88 Miscellaneous 3526 27,710 62,462 33,164 55,000 56,216 56,500 27.17% 41,149 127.13 Other Revenue 3461 792 2,732 595 3,000 2,459 2,500 Check Process 3472 140 180 200 250 162 200 39,308 88,695 45,480 81,650 79,826 80,200 586,936 1,289,896 658,531 1,229,650 1,160,906 1,162,000 873,625 2,608.43 nextbdgt\dept511\REVENUE.XLS Store3 10/27/99 1:44 PM CITY OF BROOKLYN CENTER LIQUOR STORE REVENUES Cub Foods Store 1997 Final 2000 Gross Liquor Multi 1.86 Est Profit Cost Liab Ins Revenues Revenues Percent Of Sales 0.00225 Liquor 3521 612,102 612,200 26.38% 450,702 1,377.45 Wine 3522 226,740 226,800 29.79% 159,236 510.30 Beer 3523 Bottle Deposit 3527 Beer Total 3523 930,937 931,000 22.49% 721,618 2,094.75 Mix NT 3524 10,879 11,000 30.55% 7,640 24.75 Mix Taxable 3525 26,533 26,600 25.77% 19,745 59.85 Miscellaneous 3526 86,881 87,000 27.17% 63,362 195.75 Other Revenue 3461 4,669 4,700 Check Process 3472 725 700 129,687 130,000 1,899,465 1,900,000 1,422,303 4,262.85 nextbdgt\dept5111REVENUE.XLS Cub store 10/27/99 1:44 PM deptsum 10/27/99 1:45 PM CITY OF BROOKLYN CENTER, MINNESOTA DEPARTMENT: LIQUOR PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED DEPT. NO. 511 TOTAL COMPENSATION PROJECTION 2,080 3.008 4142 ANNUAL HOURS ANNUAL PERA 4146 4150 4154 4158 TOTAL GRADE MONTHLY ANNUAL Increase COORD FICA CAFE W/C DISAB FRINGE TOTAL POSITION EMPLOYEE CURB PROJ HOURLY Proiected Proiected 5.188 7.658 PLAN INSUR INSUR BENEFITS COMPENS Liquor Stores Manager Olson T29G T29G 5,108 M 61,296 63,135 3,270 4,830 4,762 713 366 13,941 77,076 Liquor Supervisor Mueller C16D C16E 3,519 M 42,228 43,495 2,253 3,327 4,762 507 10,849 54,344 Liquor Supervisor LaChance C16C C16D 3,433 M 41,196 42,432 2,198 3,246 4,762 496 10,702 53,133 Asst Manager New D22A D22B 14.661 H 30,495 31,410 1,627 2,403 4,762 380 9,172 40,581 TOTAL FULL -TIME 175,215 180,471 9,348 13,806 19,048 2,095 366 44,664 225,135 STORE #1 PART -TIME HOURS Cashier /Asst Level G 11.000 H 0 0 0 0 0 0 0 Clerk Level G 1,600 9.350 H 14,960 15,409 798 1,179 162 2,139 17,548 Clerk Level F 2,400 8.650 H 20,760 21,383 1,108 1,636 225 2,968 24,351 Clerk Level E 0 8.200 H 0 0 0 0 0 0 0 Clerk Level D 0 7.950 H 0 0 0 0 0 0 0 Clerk Level C 500 7.700 H 3,850 3,966 205 303 42 550 4,516 Clerk Level B 1,200 7.350 H 8,820 9,085 471 695 95 1,261 10,346 Clerk Level A 1,200 7.000 H 8,400 8,652 448 662 91 1,201 9,853 -- - -- - - --- -- --- - -- - -- -- - - -- - - - - -- STORE #1 TOTAL 6,900 56,790 58,494 3,030 4,475 614 8,119 66,613 STORE #2 PART -TIME HOURS Clerk Level G 1,600 9.350 H 14,960 15,409 798 1,179 162 2,139 17,548 Clerk Level F 4,800 8.650 H 41,520 42,766 2,215 3,272 449 5,936 48,701 Clerk Level E 0 8.200 H 0 0 0 0 0 0 0 Clerk Level D 0 7.950 H 0 0 0 0 0 0 0 Clerk Level C 0 7.700 H 0 0 0 0 0 0 0 Clerk Level B 800 7.350 H 5,880 6,056 314 463 64 841 6,897 Clerk Level A 400 7.000 H 2,800 2,884 149 221 30 400 3,284 - - --- --- -- - - - -- - -- - -- -- - --- -- - - -- STORE #2 TOTAL 7,600 65,160 67,115 3,477 5,134 705 9,316 76,430 STORE #3 PART -TIME HOURS Clerk Level G 1,600 9.350 H 14,960 15,409 796 1,179 162 2,139 17,548 Clerk Level F 1,600 8.650 H 13,840 14,255 738 1,091 150 1,979 16,234 Clerk Level E 800 8.200 H 6,560 6,757 350 517 71 938 7,695 Clerk Level D 0 7.950 H 0 0 0 0 0 0 0 Clerk Level C 0 7.700 H 0 0 0 Q 0 0 0 Clerk Level B 2,000 7.350 H 14,700 15,141 784 1,158 159 2,102 17,243 Clerk Level A 1,600 7.000 H 11,200 11,536 59B 883 121 1,601 13,137 - - - -- - -- -- - - - -- - -- --- -- - - -- - - -- -- STORE #3 TOTAL 7,600 61,260 63,098 3,268 4,827 663 8,758 71,856 ------------------------- ----------------- ------ -- -- - - -- - -- - --- - -- - - -- - - -- -- - - - - -- - - -- -- - - --- - - --- --- --- - - - - - -- TOTAL 358,425 369,178 19,123 28,242 19,048 4,076 366 70,856 440,034 percent DEPARTMENT: LIQUOR10 /27/99 DEPT. NO. 511 CITY OF BROOKLYN CENTER, MINNESOTA PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED TOTAL COMPENSATION PROJECTION POSITION EMPLOYEE Cubstore Store #1 Store #2 Store #3 Liquor Stores Manager Olson 55.6% 12.5% 6.9% 25% Liquor Supervisor Mueller 80% 20% 0% Liquor Supervisor LaChance 0% 0% 0% 100% Asst Manager New 100% 0% 0% 0% - - - - -- - - - - - -- - - - - - -- - - - - -- TOTAL FULL -TIME 236% 13% 27% 125% STORE #1 PART -TIME HOURS Cashier /Asst Level G 0 Clerk Level G 1,600 118% 40.0% Clerk Level F 2,400 118% 40.0% Clerk Level E 0 118% 40.0% Clerk Level D 0 118% 40.0% Clerk Level C 500 118% 40.0% Clerk Level B 1,200 118% 40.0% Clerk Level A 1,200 118% 40.0% - - - -- - - - -- - - - -- - - - -- - -- STORE TOTAL 6,900 826% 280% 0% 0% STORE #2 PART -TIME HOURS Clerk Level G 1,600 21% Clerk Level F 4,800 21% Clerk Level E 0 21% Clerk Level D 0 21% Clerk Level C 0 21% Clerk Level B, 800 21% Clerk Level A 400 21% - - - -- - - - -- - - - -- - - - -- - -- STORE TOTAL 7,600 0% 0% 149% 0% STORE #3 PART -TIME HOURS Clerk Level G 1,600 100% Clerk Level F 1,600 100% Clerk Level E 800 100% Clerk Level D 0 100% Clerk Level C 0 100% Clerk Level B 2,000 100% Clerk Level A 1,600 100% - - - -- - - - -- - - - -- - - - -- - -- STORE TOTAL 7,600 0% 0% 0% 700% -------------------------- --- - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - -- 1062% 293% 176% 825% cubstore 10/27/99 CITY OF BROOKLYN CENTER, MINNESOTA DEPARTMENT: LIQUOR PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED DEPT. NO. 511 TOTAL COMPENSATION PROJECTION 3.00% 4142 ANNUAL PERA 4146 4150 4154 4158 TOTAL Increase COORD FICA CAFE W/C DISAB FRINGE TOTAL POSITION EMPLOYEE Projected 5.18% 7.65% PLAN INSUR INSUR BENEFITS COMPENS Liquor Stores Manager Olson 35,103 1,818 2,685 3,572 396 204 8,675 43,778 Liquor Supervisor Mueller 34,796 1,802 2,662 3,810 405 0 8,679 43,475 Liquor Supervisor LaChance 0 0 0 0 0 0 0 0 Asst Manager New 31,410 1,627 2,403 4,762 380 0 9,172 40,581 - - - - - -- - - - - -- - - - - -- - - - - -- - - - -- - - - -- - - - - -- - - - - - -- TOTAL FULL -TIME 101,309 5,248 7,750 12,143 1,182 204 26,526 127,835 STORE #1 PART -TIME HOURS Cashier /Asst Level G 0 0 0 0 0 0 0 0 0 Clerk Level G 1,600 18,182 942 1,391 0 191 0 2,524 20,706 Clerk Level F 2,400 25,232 1,307 1,930 0 265 0 3,502 28,734 Clerk Level E 0 0 0 0 0 0 0 0 0 Clerk Level D 0 0 0 0 0 0 0 0 0 Clerk Level C 500 4,679 242 358 0 49 0 649 5,329 Clerk Level B 1,200 10,720 555 820 0 113 0 1,488 12,208 Clerk Level A 1,200 10,209 529 781 0 107 0 1,417 11,626 - - - -- - - - -- - -- - -- - -- -- - - -- - - - - -- STORE TOTAL 6,900 69,023 3,575 5,280 0 725 9,580 78,603 ----------------------------- - - - - -- - - - - - -- - - - - -- - - - - -- - - - - -- - - - -- - - - -- - - - - -- - - - - - -- 170,331 8,823 13,030 12,143 1,906 204 36,106 206,438 store #1 10/27/99 CITY OF BROOKLYN CENTER, MINNESOTA DEPARTMENT: LIQUOR PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED DEPT. NO. 511 TOTAL COMPENSATION PROJECTION 3.00% 4142 ANNUAL PERA 4146 4150 4154 4158 TOTAL Increase COORD FICA CAFE W/C DISAB FRINGE TOTAL POSITION EMPLOYEE Projected 5.18% 7.65% PLAN INSUR INSUR BENEFITS COMPENS Liquor Stores Manager Olson 7,892 409 604 1,191 89 46 2,338 10,230 Liquor Supervisor Mueller 0 0 0 0 0 0 0 0 Liquor Supervisor LaChance 0 0 0 0 0 0 0 0 Asst Manager New 0 0 0 0 0 0 0 0 TOTAL FULL -TIME 7,892 409 604 1,191 89 46 2,338 10,230 STORE #1 PART -TIME HOURS Cashier /Asst Level G 0 0 0 0 0 0 0 0 0 Clerk Level G 1,600 6,164 319 472 0 65 0 855 7,019 Clerk Level F 2,400 8,553 443 654 0 90 0 1,187 9,740 Clerk Level E 0 0 0 0 0 0 0 0 0 Clerk Level D 0 0 0 0 0 0 0 0 0 Clerk Level C 500 1,586 82 121 0 17 0 220 1,806 Clerk Level B 1,200 3,634 188 278 0 38 0 504 4,138 Clerk Level A 1,200 3,461 179 265 0 36 0 480 3,941 - - - -- - - - -- - -- - -- - -- -- - - -- - - - - -- STORE TOTAL 6,900 23,397 1,212 1,790 0 246 3,248 26,645 ----------------------------- - - - - -- - - - - - -- - - - - -- - - - - -- - - - - -- - - - -- - - - -- - - - - -- - - - - - -- 31,289 1,621 2,394 1,191 335 46 5,585 36,875 - - - - - -- - - - - -- - - - - -- - - - - -- - - - -- - - - -- - - - - -- - - - - - -- ------- - - - - -- - - - - -- - - - - -- - - - -- - - - -- - - - - -- - - - - - -- store #2 10/27/99 CITY OF BROOKLYN CENTER, MINNESOTA DEPARTMENT: LIQUOR PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED DEPT. NO. 511 TOTAL COMPENSATION PROJECTION 3.00% 4142 ANNUAL PERA 4146 4150 4154 TOTAL Increase COORD FICA CAFE W/C FRINGE TOTAL POSITION EMPLOYEE Projected 5.18% 7.65% PLAN INSUR BENEFITS COMPENS Liquor Stores Manager Olson 4,356 226 333 49 608 4,964 Liquor Supervisor Mueller 8,699 451 665 952 101 2,170 10,869 Liquor Supervisor LaChance 0 0 0 0 0 0 0 - - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- TOTAL FULL -TIME 13,055 676 999 952 151 2,778 15,833 STORE #2 PART -TIME HOURS Clerk Level G 1,600 3,274 170 250 0 34 454 3,729 Clerk Level F 4,800 9,088 471 695 0 95 1,261 10,349 Clerk Level E 0 0 0 0 0 0 0 0 Clerk Level D 0 0 0 0 0 0 0 0 Clerk Level C 0 0 0 0 0 0 0 0 Clerk Level B 800 1,287 67 98 0 14 179 1,466 Clerk Level A 400 613 32 47 0 6 85 698 - - - -- - - - -- - -- - -- - -- - -- - - -- - - - - -- STORE TOTAL 7,600 14,262 739 1,091 0 150 1,980 16,241 ----------------------------- - - - - -- - - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- 27,317 1,415 2,090 952 300 4,757 32,075 - - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- ------- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- store #3 10/27/99 CITY OF BROOKLYN CENTER, MINNESOTA DEPARTMENT: LIQUOR PROJECTED 2000 WAGES & BENEFITS, DEPARTMENT REQUESTED DEPT. NO. 511 TOTAL COMPENSATION PROJECTION 3.00% 4142 ANNUAL PERA 4146 4150 4154 TOTAL Increase COORD FICA CAFE W/C FRINGE TOTAL POSITION EMPLOYEE Projected 5.18% 7.65% PLAN INSUR BENEFITS COMPENS Liquor Stores Manager Olson 15,784 818 1,203 0 178 2,203 17,987 Liquor Supervisor Mueller 0 0 0 0 0 0 0 Liquor Supervisor LaChance 42,432 2,198 3,246 4,762 496 10,702 53,133 Asst Manager New 0 0 0 0 0 0 0 - - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- TOTAL FULL -TIME 58,216 3,016 4,453 4,762 674 12,905 71,120 STORE #3 PART -TIME HOURS Clerk Level G 1,600 15,409 798 1,179 0 162 2,139 17,548 Clerk Level F 1,600 14,255 738 1,091 0 150 1,979 16,234 Clerk Level E 800 6,757 350 517 0 71 .938 7,695 Clerk Level D 0 0 0 0 0 0 0 0 Clerk Level C 0 0 0 0 0 0 0 0 Clerk Level B 2,000 15,141 784 1,158 0 159 2,102 17,243 Clerk Level A 1,600 11,536 598 883 0 121 1,601 13,137 - - - -- - - - -- - -- - -- - -- - -- - - -- - - - - -- STORE TOTAL 7,600 63,098 3,268 4,827 0 663 8,758 71,856 ----------------------------- - - - - -- - - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - -- - - - - - -- 121,313 6,284 9,280 4,762 1,336 21,663 142,976 CITY OF BROOF-j,4.9 CENTER REVENUE BUDGET WORKSHEET BY FUND 2000 BUDGET - 1998 1999 1999 2000 1997 1998 AS OF ADOPTED AS OF REQUESTED )bject Code & Description ACTUAL ACTUAL 08/31/98 BUDGET 08/31/99. BUDGET saaaaaaaaaaasaaaasaaaaaaaaaaaaaaaaaaaaa aaaaaaaaaaaaaa aaaaaaaaaaaa == aaaaaaaaaaaaaa aaaaaaaaa= aaaa - - - - - -- aaaaaaa as - - - - -- -aaaaa - - - - - -- - - -- - -- PUND LIQUOR STORES FUND 051 3461 Other Revenue 7,714 7,768 3,892 8,600 3,220 8,600 3471 Cash Over and (Short) 0 0 0 0 35 0 3472 Check Processing Fee 930 688 520 950 380 1,100 4iscellaneous Revenues TOTAL 8,644 8,456 4,412 9,550 3,634 9,700 3521 Liquor Sales 966,551 1,013,416 638,421 1,007,000 713,476 1,136,800 3522 Wine Sales 317,450 320,164 196,165 329,000 205,755 383,200 3523 Beer Sales 1,536,420 1,670,654 1,097,112 1,604,000 1,221,359 1,824,300 3524 Mix Sales Non Taxable 16,621 17,564 10,849 18,000 13,458 19,900 3525 Mix Sales Taxable 40,789 40,947 26,653 43,000 28,982 48,600 3526 Miscellaneous Sales 129,392 137,832 89,888 132,800 105,766 165,700 3527 Bottle Deposit Revenue -241 8 -86 0 96 0 . Aquor Sales TOTAL 3,006,982 3,200,585 2,059,002 3,133,800 2,288,892 3,578,500 =aaaa =aaa a = _ =aaa a a a as aas aaa a = aaaaaaa aaa =aaaaa a aaaaaaaa 3800 Interest Earnings 6,910 12,139 0 9,000 0 15,000 3808 Unrealized Gain or Loss on Inv 0 1,128 0 0 0 0 Cnvestment Earnings TOTAL 6,910 13,267 0 9,000 0 15,000 aaa a aaaaa a aaaaaaaa a aaaa aaaa aaaaaaaa a a s aaaaa as a aaaaaaa a :IQUOR STORES FUND TOTAL 3,022,535 3,222,308 2,063,414 3,152,350 2,292,526 3,603,200 CITY OF BROOR,..iN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 1 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 0.8/31/99 REQUESTED sa a z aazzzaaaaaasaz azzz azzzaaa zz am :saaaa sazazaa zzzzazaacaaaaaa zzzzzz zzzasaaa a azzzaz azz azzz zzaaaaaaaa azza zz az saazzaazaz J HUMBOLDT LIQUOR 651 )0 Wages Regular Employees 21,432 23,316 24,884 30,617 16,537 7,892 L2 overtime Regular Employee 82 0 0 0 0 0 30 Wages Part -time Employees 63,650 66,252 67,476 72,316 45,955 23,397 31 Overtime of Part -time Emp 9 0 134 0 38 0 33 Vacation Pay 4,420 4,584 5,115 0 2,701 0 34 Holiday Pay 2,604 2,696 2,290 0 1,220 0 35 Sick Leave Pay 1,222 1,153 848 0 704 0 Laries and Wages TOTAL 93,419 98,001 100,745 102,933 67,154 31,289 zzazs:za: ssssssaas eases :saa azaazaaas zzaaza :sa zzzsasaas 12 PERA Coordinated Plan 3,215 3,722 4,218 5,332 2,875 1,621 16 FICA 7,040 7,349 7,566 7,874 5,154 2,394 50 Employee Benefits 0 2,045 2,649 4',402 1,718 1,191 51 Health Insurance 1,123 281 0 0 0 0 52 Life Insurance 10 3 0 0 0 0 53 Dental Insurance 115 23 0 0 01 0 54 Workers Comp Insurance 1,199 284 1,069 1,114 615 335 56 Unemployment Compensation 0 0 787 0" 426 0 58 Disability Insurance 269 291 291 306 226 95 Inge Benefits TOTAL 12,971 13,997 16,580 19,028 11,014 5,636 aaaaaasaz zaaeaaaaz zzzaeaazz zzzzzzzao zzaaazzza aaaazzcza 10 Office Supplies 0 37 0 200 136 65 17 Paper Supplies 0 32 51 500 4.6 167 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 2 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED x xx xxx xa a a O C x xx xx xx xaaG6xx xxxaxx axxaaaxSxx x xxxx aaaxaeaxaxxxaaa aaxaxxxxxxaaxx xGaaamaaa ax. as aaa aaa a x axa aax x x xxx x x xx xxx xx 20 Operating Supplies 3,121 2,348 2,379 2,000 1,362 665 23 Cleaning Supplies 94 318 0 .0 0 0 24 Clothing & Personal Equip 0 0 200 0 175 100 30 Repair & Maint Supplies 257 339 296 750 182 .300 31 Equipment Parts 80 559 0 0 0 0 33 Building Repair Supplies 102 699 0 1,000 64 335 41 Laundry 122 105 106 100 117 65 71 Minor Equipment 0 226 0 0 1,229 0 pplies TOTAL 3,776 4,664 3,031 4,550 3,311 1,697 as :axxxxx aaaaxaaaa xasaaaxaa axxaaaaaa aaaaaaaaa a :aaaaasa 10 Professional Services 0 325 186 250 0 100 13 Audit & Financial Service 1,064 798 825 864 750 0 rchased Services TOTAL 1,064 1,123 1,011 1,114 750 100 xxaxxxxxa axaxxxxxa xaaaxxxxx axaaxxxxx xxxxaxaaa xaxxxaana 22 Telephone Services 1,705 1 1,810 1,830 1,136 609 40 Advertising 0 .0. 200 500 0 0 46 Advertising - Print 967 1,405 798 11500 1,313 500 mmunications TOTAL 2,672 3,104 2,808 3,830 2,448 1,109 xxxxxaaaa xxaxxaxxs xxxxxxxxx xxxxaxaax x�axxxxxx xxaaaxxxx 80 Repair & Maint Contract 1,872 1,959 1,415 1 977 500 82 Equipment Repair & Maint 1,022 1,600 575 1,500 1,660 500 83 Buildings Repairs 0 180 2,965 1,000 182 0 88 Electrical Repairs 0 0 370 500 443 165 93 Equipment Rentals 12 0 0 0 0 0 CITY OF BR= -A CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 3 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED :aaxaaxxxxaaaxxxxxxaaxxxxaaaxxx xxxaaaaxxxxxsa axsaxxxxaxx x,x xx xxxxxxaaamxxxx aaxaaaaxaxxaaa aaaxxxxxxxxxxx aaa�axaxxxxxaa )7 Logis Charges 1,373 1,909 1,795 1,584 1,304 500 )8 Protective Services 463 410 410 410 271 137 ,)air Rental & Maint TOTAL 4,744 6,058 7,530 6,494 4,838 1,802 aaaxaxaaa xxxxa axax xxxaaaasa aaaaaxxxx aaaaaaxxx xaaaaaxaa )0 Other Contractual Service 222 289 432 2,000 327 665 )1 Credit Card Fees 676 963 1,590 1,400 1,759 935 )2 Uncollectible Checks 248 -5 639 400 369 200 )3 Cash (Over) and Short 1,341 1,247 1,946 1,200 1,584 400 )4 Collection Fees 0 3 21 0 0 0 )5 Check Verification Fees 1,782 881 1,473 1,500 1,860 165 LO Tuition Reimbursement 183 0 0 0 0 0 L1 Conferences and Schools 39 39 0 100 0 0 L3 Dues & Subscriptions 205 175 175 175 205 60 L4 Licenses, Taxes, & Fees 103 148 103 150 83 50 I Z1 Janitorial Service 0 91 10 0 29 0 zer Contractual Sery TOTAL 4,799 3,830 6,389 6,925 6,217 2,475 aaaaxa a ma aam a amm : a axxaaxaxa as x xxa xxa axxaax a a a a a a a aamaa 10 Fuel Charges 71 73 82 83 51 35 11 Fixed Charges 1,016 665 283 261 177 103 12 Repair & Maint Charges 140 206 243 165 360 55 13 Multi -use Hourly Charges 90 0 0 0 0 0 ztral Garage Rentals TOTAL 1,317 945 608 509 589 193 aaaamaaax maaasxaaa xxaxaaaaa sacmaeaaa xaaaaaaaa aaaaaaaaa 51 Gen Liability Insurance 607 467 630 805 346 191 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 4 2000 BUDGET 1999 2000 e Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL, ACTUAL BUDGET 08/31/99 REQUESTED I saxaxxaaaaaaaasaaaaaaaaxxaaaaa aaasassaaaaaaaa aaaxxaaaaaaaaax aaaaaaanaassaas aaaaaaaa�xsaaa aaaaaxaaaaaaxa xaaxaxsaaaaaaa ;2 Property Insurance 248 284 371 475 348 200 ;3 Machinery Breakdown Ins 49 57 61 78 79 33 ;9 Liquor Liability Ins 3,178 3,542 1,697 2,032 1,524 652 ;urance TOTAL 4,082 4,350 2,759 3,390 2,296 1,076 aaaaaasaa aaaaaasaa aaaaasaaa aaaaasaaa aaaaaasaa aaaaaasaa a Electric Service 7,740 7,927 7,188 8 5,679 2,665 ;2 Gas Service 669 507 453 750 330 335 14 Water Service 177 486 526 360 303 200 t5 Sanitary Sewer Service 338 893 1,009 700 567 235 17 Solid Waste Disposal 455 515 545 630 363 420 18 Storm Water Drainage 187 196 209 200 148 100 Aities TOTAL 9,565 10,525 9,929 10,640 7,391 3,955 saasaaaaa aaa :aaaa a' aaaaaasaa aaaaaasaa aaaaaasaa xssaasssa ,. !0 Buildings 0 0 0 2,000 0 0 it Office Furniture & Equip 979 0. 0 0 0 0 >2 Other Equipment 984 0 0 11000 0 0 vital Outlays TOTAL 1,963 0 0 3,000 0 0 a s xa a s s a y aasa aaaxa xa a x x x a as xxaaaaaas a sas ass a s s a a a x xxa a L1 Interest 9 6,936 4,691 2,779 1,934 0 )t Service TOTAL 9,598 6,936 4,691. 2,779 1,934 0 ' aasaasaxx aaaaaasaa aaaaaasaa oaaassasa aaaaaasaa acsccacsa )l Transfers to General Fund 100,000 100,000 0 0 0 0 >.5 Capital Proj Fund Trans 0 0 75,000 25,000 0 0 insfer to other Fund TOTAL 100,000 100,000 75,000 25,000 0 0 aaaaaasaa xassaaas� xaaasasaa aaaaasaaa axasaaasx aaaaasssa CITY OF BROOI%....N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 5 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED --- aesaaaaaaeasaaaaaaaa =asaaas= aaasaaaamaaamaa aaaaaaoaaaaa -sa aaaaaaeaaaaaaa aaeoaoaamasaea aaaa�aaaaaaaaa a= aaaacaseoa.a 99 Salaries Reimbursed 11,694 0 0 0 0 0 02 Administrative Sery Trans 0 9,084 7,122 7,447 4,968 0 ministrative Service TOTAL 11,694 9,084 7,122 7,447 4,968 0 eseaaamsaa aaaacma3o ae.aaaaaa a.aaaeeoaa aaamssamma maasaac == 00 Inventory Variances 1,640 2,989 2,495 1 1,352 665 01 Merchandise Breakage 120 266 39 250 40 100 02 Delivery Charge C. O. S. 2,839 2,907 3,402 2,850 2,123 1,265 21 Liquor Cost of Sales 196,275 209,615 213,780 221,700 146,002 68,727 22 Wine Cost of Sales 57,121 61,741 63,977 65,320 40,256 20,590 23 Beer Cost of Sales 317,850 335,744 361,278 355,120 263,397 115,954 24 Non Tax Mix Cost of Sales 3,144 3,323 4,021 4,050 2,876 1,283 25 Taxable Mix Cost of Sales 8,219 8,134 8,239 8,820 5,408 2,573 26 Misc Cost of Sales 19,403 22,753 27,095 23,694 19,420 8,688 st of Sales TOTAL 606,610 647,472 684,327 683,304 480,875 219,845 aaaaasasa aaaaaaaaa caaa =soea aaaaasaaa ecooaeaav aaasacaee 20 Depreciation Expense 11,439 12,499 10,900 10,800 7,515 0 :preciation TOTAL 11,439 12,499 10,900 10,800 7,515 0 aaaaaaaee accaae = =� aaaaa3aea aaaaaseea saaaaaaxa aaaeaeo.a iMBOLDT LIQUOR TOTAL 879,713 922,588 933,431 891,743 601,300 269,177 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 6 2000 BUDGET 1999 2000 eject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED :a aoxax axaaxaaxasaasaaaaxaassaxa aaaaaaaaaa aaaaa asxxasaaaaaxaxa aaaaaxaaaaa xxa aaa saaaaaaaaaa xaaaaaxaaaaaaa axaaaxxaaaxaxa :V BOULEVARD LIQUOR 652 .00 Wages Regular Employees 42,319 45,203 47,379 55,503 32,958 13,055 .12 Overtime Regular Employee 70 0 0 0 0 0 .30 Wages Part -time Employees 52,868 54,727 57,351 64,313 37,046 14,262 .31 Overtime of Part -time Emp 36 0 1,771 0 425 0 .33 Vacation Pay 2,205 2,522 3,075 0 2,300 0 .34 Holiday Pay 1,575 1,602 1,583 0 952 0 .35 Sick Leave Pay 664 654 938 0 0 0 Llaries and Wages TOTAL 99,738 104,708 112,097 119,816 73,681 27,317 esasaa :as s :asaasxs aaaasaasa aaaaaaaas aaaasaaas ssaxxaaaa .42 PERA Coordinated Plan 3,831 4,122 5,417 6,206 3,403 1,415 _46 FICA 7,597 7,830 8,408 9,166 5,661 2,090 L50 Employee Benefits 0 2,570 3,740 4,402 2,934 952 L51 Health Insurance 2,807 421 0 0 0 0 L52 Life Insurance 26 4 0 0 0 0 L53 Dental Insurance 287 34 0 0 0 0 L54 Workers Comp Insurance 1,285 306 1,196 1,328 682 300 L56 Unemployment Compensation 0 0 0 0 170 0 ringe Benefits. TOTAL 15,833 15,286 18,762, 21,10,2 12,849 4,757 aaasaaaaa aaasaaxax aaxaaaxaa asaaaaaaa axxaxxxax xaaaaaaa a, 'M Office Supplies 0 76 0 200 136 so 117 Paper Supplies 0 48 51 500 46 125 1320 Operating Supplies 3,174 2,685 3,356 2,000 1,947 725 CITY OF BROO" ff CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 7 2000 BUDGET 1999 2000 ect Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED aaaaaxxxxxxxxaxxxxxxxxaaax xrssa cxaaaaaaxxxxxxx asaaaaxxxxxasax xxaaaasxxxxxxx xaxaxaaa =s= === xxxxxxxxxxxxxx xxxxxxxxxxxxxx 4 Clothing & Personal Equip 0 0 200 0 194 100 0 Repair & Maint Supplies 0 0 122 500 0 125 1 Equipment Parts 0 123 0 0 0 0 '3 Building Repair Supplies 949 56 679 500 0 125 1 Laundry 23 23 182 100 153 63 1 Minor Equipment 0 595 345 0 1,293 0. iplies TOTAL 4,146 3,607 4,934 3,800 3,770 1,313 xxxxxxxxx = axxxxxaa xxxxxxxxx aaaaaaaaa xaaxaaxsx xxxxaaxax .0 Professional Services 160 170 2,141 0 0 100 .2 Legal Services 0 0 197 0 522 0 .3 Audit & Financial Service 1,064 798 825 864 750 0 -chased Services TOTAL 1,224 968 3,162 864 1,272 100 xxxxxxxxx xxxxxxxxx xxxxxxxxx xxxxxxxxx xxxxa =axx xxxxxxxxx '.. !2 Telephone Services 1,462 1,485 1,990 1,980 1,103 413 .4 Delivery Service 0 0 19 0 0 0 10 Advertising 0 42 407 500 0 0 116 Advertising - Print 2,356 2,701 2,672 2,500 1,441 500 imunications TOTAL 3,818 4,228 5,087 4,980 2,544 913 W Repair & Maint Contract 1,344 1 1,830 1,500 977 375 12 Equipment Repair & Maint 858 362 805 500 709 375 13 Buildings Repairs 0 0 1,068 0 192 0 16 Communication Systems 0 0 534 0 0 0 Q Building Rentals 0 0 19,290 35,000 21,232 13,779 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 8 2000 BUDGET 1999 2000 >ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED :a xx xxx xxx xxx xx xx xaxa amxxxaaxxxa xsxaxaxxx xxxxxx xxxxx xxxaxxxxxx xxxxxxxma xxxxx x xxx xxx xxs xxxx x a xx x xxxxxx =xx xx x cxx x xxx x x cx t93 Equipment Rentals 12 0 0 0 0 0 ;97 Logis Charges 1,373 1 1,795 1,890 1,304 400 .98 Protective Services 348 190 391 230 384 142 ':pair Rental & Maint TOTAL 3,936 4,420 25,713 39,120 24,798 15,071 axxxxxxxx xaamaxxxa xxaaxaaxx a :xaoxxxa axxaaaxxx xxaxxxxxx :00 Other Contractual Service 273 291 353 500 307 500 :01 Credit Card Fees 822 1,463 2,118 1,850 2,404 900 :02 Uncollectible Checks 521 363 -24 250 444 125 :03 Cash (Over) and Short 395 -196 474 600 16 150 :04 Collection Fees 0 2 47 0 0 0 :05 Check Verification Fees 1,741 1,471 1,548 2,000 1,874 125 X10 Tuition Reimbursement 196 0 0 0 0 0 111 Conferences and Schools 39 118 0 150 99 0 613 Dues & Subscriptions 205 175 175 200 205 50 614 Licenses, Taxes, & Fees 103 148 123 150 83 38 621 Janitorial Service 168 90 13 0 38 0 :her Contractual Sery TOTAL 4,464 3,925 4,826 5,700 5,469 1,888 axxxxxxxx axxxxxxxx axxxxxxxx saaaxaaas axxxxxxxx axxxxxxxx 640 Fuel Charges 71 73 82 83 51 25 641 Fixed Charges 1,016 665 283 262 177 77. 642 Repair & Maint Charges 140 323 243 165 360 41 643 Multi -use Hourly Charges 139 0 0 0 0 0 510 589 143 sntral Garage Rentals TOTAL 1,366 1,062 608 axxxxxxxx axaxxxaxa xx xxxxxxx aaaaaaaxx xxxxx xxx x xxx x xxx x a r ,. CITY OF BROOKLSN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 9 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED exxaaxaaaaxaasmaaaaaxaaaaaxasaa a :saaxxxxaaaaxa asaaaxxxxaaaxxx sxaxaxxaaaxxxa caaasxxxxxaxses xxaaxxxxxxaaax xxxxxaaxaaaaaa 51 Gen Liability Insurance 607 530 752 960 386 160 62 Property Insurance 270 268 794 456 316 120 63 Machinery Breakdown Ins 47 54 58 74 72 25 I 59 Liquor Liability Ins 3,595 3,938 1,838 2,260 11550 529 surance TOTAL 4,519 4,791 3,442 3,750 2,324 834 xaaxxxxxa xxaxaxaaa aaxxxxxxa aaaaaaaaa aaaaaxaxx aaaaaxxxa B1 Electric Service 5,361 5,904 5,403 5,500 3,650 1,300 82 Gas Service 1,833 1,744 1,513 3,800 1,001 500 B4 Water Service 16 16 10 0 0 0 B5 Sanitary Sewer Service 63 63 40 0 0 0 87 Solid Waste Disposal 257 257 483 250 383 136 ilities TOTAL 7,530 7,984 7,449 9,550 5,034 1,936 aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa maaanaaaa aaaaaaaaa 51 Office Furniture & Equip 430 0 0 0 0 0 I 52 Other Equipment 984 0 0 1 0 0 pital Outlays TOTAL 1,414 0 0 1,000 0 0 aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa 25 Capital Proj Fund Trans 0 0 0 25,000 0 0 ansfer to other Fund TOTAL 0 0 0 25,000 0 0 99 Salaries Reimbursed 11,694 0 0 0 0 0. 02 Administrative Sery Trans 0 9,660 8,139 81890 5,928 0 ministrative Service TOTAL 11,694 9,660 8,139 8,890 5,928 0 aaaaaa a a a ease a a a sa aaaaaaaaa aaaaaaaaa ma aaa aaaa a a a as a as a 00 Inventory Variances 231 1,694 2,401 750 293 75 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 10 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED aaaxxxaxcxaxxaammaaaaaasaaaSaaa sxaaasxxaaacmaa as :aaaaaxaaaaaa aaaaaasaaaaaax xaxaaaaxxxaaaa aaaaamaac =xaaa axaaeacaaaaaaa 01 Merchandise Breakage 214 190 84 300 122 75 02 Delivery Charge C. 0. S. 3,244 3,409 4,238 3,000 2,517 950 21 Liquor Cost of Sales 219,118 246,503 245,130 243,425 173,867 56,624 22 Wine Cost of Sales 80,001 88,119 83,209 86,760 53,872 17,786 23 Beer Cost of Sales 345,814 390,403 396,118 385,110 295,591 93,438 24 Non Tax Mix Cost of Sales 3,759 3,840 3,793 3,619 3,074 986 25 Taxable Mix Cost of Sales 10,759 10,578 9,225 10,388 6,988 2,226 26 Misc Cost of Sales 31,813 33,668 26,553 32,301 23,119 7,282 st of Sales TOTAL 694,953 778,403 770,750 765,713 559,443 179,442 mmmmaaaam axxaaamam aaaxxaaaa aaxmssxxm aaxaaxmaa xaxxxvccx 20 Depreciation Expense 5,412 5,464 15,628 25,300 15,016 10,541 22 Loss Fixed Asset Disposal 0 0 8,236 0 0 0 :preciation TOTAL 5,412 5,464 23,864 25,300 15,016 10,541 aammaaaaa sesxaaxaa axxxaxxaa aaaaaaaxa axaaaxmaa aaxaxaaxx VLEVARD LIQUOR TOTAL 860,045 944,505 988,834 1,035,095 712,718 244,255 CITY OF BROOh-..9 CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 11 2000 BUDGET 1999 2000 ect Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED xxsxaaxaaeaamaaaxaaasaaaxaaaaa axxsaxaaaaxaasa aaaxxeaaaaxss_a a =xxsaxaaxxaa� aaxxxaaaasnaaa aaxsaxassavasa aaxaaaasaaxsc- ► NORTHBROOKL LIQUOR 653 10 Wages Regular Employees 42,999 44,720 48,208 55,503 31,848 58,215 10 Wages Part -time Employees 48,505 49,732 51,516 58,566 38,788 63,098 fi Overtime of Part -time Emp 48 5 168 0 88 0 13 Vacation Pay 1,995 2,091 2,703 0 2,518 0 14 Holiday Pay 1,575 1,602 1,427 0 762 0 15 Sick Leave Pay 550 609 824 0 0 0 laries and Wages TOTAL 95,671 98,758 104,845 114,069 74,004 121,313 aaaaxssaa xaaxxaxaa axasaaaaa axaaaaaax aaxxxaaaa xasaxaxax 42 PERA Coordinated Plan 3,241 4,039 4,808 5,909 3,299 6,283 16 FICA 7,038 7,298 7,647 8,726 5,477 9,280 50 Employee Benefits 0 3,570 4,340 4,402 2,934 4,762 51 Health Insurance 4,761 753 0 0 0 0 52 Life Insurance 26 4 0 0 0 0 53 Dental Insurance 57 4 0 0 0 0 54 Workers Comp Insurance 1,219 291 1,128 1,267 686. 1,337 56 Unemployment Compensation 5 15 0 0 0 0 inge Benefits TOTAL 16,348 15,975 17,924 20,304 12,396 21,662 xaaaxsxxa asaexass� aasssxxaa xaa saxxxa xaaxs =msa s�a�ssaaa 10 Office Supplies 0 30 0 200 136 200 17 Paper Supplies 0 16 34 500 47 500 20 Operating Supplies 2,923 2,514 3,219 2,000 2,105 3,565 23 Cleaning Supplies 94 0 0 0 0 0 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 12 2000 BUDGET 1999 2000 eject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED : aasaxasaassasaaaxaaaaaaaaasaxaa saasasssaxassas aaaaaaasassaaax saaaaasaaasaaa ssasassaasassa asasaasaaaaaxa xxxxxxxxxaxxxm 24 Clothing & Personal Equip 0 0 215 0 214 400 :30 Repair & Maint Supplies 344 34 89 500 12 500 :31 Equipment Parts 0 559 0 0 0 0 :33 Building Repair Supplies 11 0 0 0 95 0 41 Laundry 205 178 178 150 296 490 71 Minor Equipment 0 302 0 0 1,836 0 applies TOTAL 3,577 3,633 3,733 3,350 4,740 5,655 sxaaaaasa maaasaxaa aaaaaaaaa aasaaaaaa xaaaaasas aaaaaxxse :10 Professional Services 0 105 188 250 0 250 12 Legal Services 0 0 131 0 0 0 t13 Audit & Financial Service 1,064 798 825 864 750 650 irchased Services TOTAL 1,064 903 1,144 1,114 750 900 aaasasaaa aassaaeaa aaxssaaaa aamaaaaaa aaaaxasaa aaaxaaaaa 122 Telephone Services 1 1,562 1;603 1,575 1,066 1 140 Advertising 0 0 216 0 0 0 146 Advertising - Print 969 1,125 1,039 1 1,179 1,500 )mmunications TOTAL 2,525 2,687 2,858 2,575 2,244 3,075 saaaasaaa aaeasarssa asaaaaxaa ssssaasaa saaaaaaaa asaaaexsx 180 Repair & Maint Contract 1,344 1,405 1,415 1,500 977 1,500 182 Equipment Repair & Maint 1,015 1,055 869 1,000 1,564 1,500 183 Buildings Repairs 0 0 87 0 85 0 188 Electrical Repairs 408 0 0 250 0 250 192 Building Rentals 35,936 38,133 35,713 39,000 24,499 39,000 193 Equipment Rentals 12 0, 0 0 0 0 CITY OF BROOa.. &N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 13 2000 BUDGET 1999 2000 'ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED - xaaxaxxaxxaaaaaaxxxxxxaaaxaaax axaaaaaxxaxxsaa xxxxxxxxaaxxxxx xxxxaxxxaaaxxx sxaaxxxaaxxxxx xxxxxxxxxaxsss xxxxxxxaxsassa 97 Logis Charges 1,373 1,909 1,795 2,108 1,304 2,581 98 Protective Services. 581 598 598 600 406 600 pair Rental & Maint TOTAL 40,670 43,100 40,477 44,458 28,835 45,431 xx aaaasxx axxxxasax xxxxxxxxx xxxxsasxx xxcca aasc xaxssxaax 00 Other Contractual Service 0 200 353 2,000 307 1,'000 01 Credit Card Fees 877 1,153 1,915 900 2,128 3,000 02 Uncollectible Checks 477 -56 151 600 193 600 03 Cash (Over) and Short 108 182 321 300 396 600 04 Collection Fees 0 7 42 0 0 0 05 Check Verification Fees 1,948 1,751 3,616 2,000 1,504 500 10 Tuition Reimbursement 196 0 0 0 0 0 11 Conferences and Schools 39 39 0 100 0 0 13 Dues & Subscriptions 205 180 180 180 210 210 14 Licenses, Taxes, & Fees 103 148 103 150 83 150 21 Janitorial Service 158 91 16 0 48 0 her Contractual Sery TOTAL 4,112 3,695 6,698 6,230 4,869 6,060 xxxxxxxxx xxxxxxxxx xsxxxxxxx xxxxxxxxx xxx -xxxxa xxxxxxssa 40 Fuel Charges 71 73 82 84 51 102 41 Fixed Charges 1,016 665 283 262 177 321 42 Repair & Maint Charges 140 89 243 166 360 493 ntral Garage Rentals TOTAL 1,227 827 608. 512 589 916 xxxxxaasa xxxxxxxxx xxxxxxxxx sxaaaxxax xsxxxxxxa xxxxasxss 61 Gen Liability Insurance 607 652 839 1,071 467 532 62 Property Insurance 183 150 235 300 230 300 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 14 2000 BUDGET 1999 2000 )ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED : aaaxaaseaaxaasaxsamasaassaasaas asaasssamssamma masaxsasassamss sssxsssaaxmsss asaaaxmsaaxaas aammmaaaasaaaa aaaaaxxeassexs :63 Machinery Breakdown Ins 27 30 32 42 48 50 669 Liquor Liability Ins 4,103 4,376 2,372 2,760 1,918 2,608 'isurance TOTAL 4,919 5,207 3,478 4,173 2,664. 3,490 assaaxssa aaasaaxaa aaaassaaa axsssaaaa aaaaaxxxa xsssaamaa 681 Electric Service 6,079 6,884 6,036 6,600 4,369 6,160 682 Gas Service 878 620 613 1,200 528 1,000 684 Water Service 0 29 0 0 0 0 687 Solid Waste Disposal 455 515 545 500 363 545 ;ilities TOTAL 7,412 8,049 7,194 8,300 5,261 7,705 asaaaaasa ss :oaasma ssaasaaaa aaaasasss aammsmaxa aaaaaassa I, i52 Other Equipment 984 0 0 1 0 10,000 %pital Outlays TOTAL 984 0 0 1,000 0 10,000 aaaaaaaas aaxaxssaa aaaaaaaas aaaaasxam aaamxaxss aaaaaxass I, 725 Capital Proj Fund Trans 0 0 0 25,000 0 25,000 ransfer to other Fund TOTAL 0 0 0 25,000 0 25,000 aasaamxxs ssasaaaaa aasseaaaa caaamaaxa aasaam a as aaasa sca a 199 Salaries Reimbursed 11,694 0 0 0 0 0 702 Administrative Sery Trans 0 11,340 10,174 9,913 6,608 9,345 dministrative Service TOTAL 11,694 11,340 10,174 9,913 6,608 9,345 aaasamaea saaaa asaa aaaa sxasa aaa xaa a as a a aaa as e a as asa a sa a 'B00 Inventory Variances 1,292 3,069 2,835 1,800 1,449 2,100 801 Merchandise Breakage 75 228 0 250 42 250 'B02 Delivery Charge C. O. S. 3,631 3,634 4,322 4,000 2,846 4,325 821 Liquor Cost of Sales 257,553 264,176 293,023 285,354 205,502 262,087 4 822 Wine Cost of Sales 74,998 77,711 80,463 83,772 49,773 72,176 CITY OF BRO% -,N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 15 2000 BUDGET 1999 2000 )ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED xcaazzxcmazxxsx= zzaasoamxaaazxx szxxxxcaxaxxxaa xxxxxxaaxxxzaxx aaaxxxxaexxxxx aexxaxxxa =aaxa xxaxxxxaaaxxxx xa= xxzxxxxx =ao r 23 Beer Cost of Sales 463,102 468,251 535,354 505,571 388,937. 482,887 24 Non Tax Mix Cost of Sales 4,061 3,904 4,307 4,269 3,238 3,820 , 25 Taxable Mix Cost of Sales 11,856 11,301 12,927 12,325 9,025 11,506 :26 Misc Cost of Sales 39,526 37,556 44,877 40,480 33,921 41,149 , st of Sales TOTAL 856,095 869,830 978,108 937,821 694,733 880,300 saazmzaaa xxaaaxxaz xaxxxxxaa xxazzzzzx axzzxxxxx axxxxxxaa 120 Depreciation Expense 5,894 6,805 6,023 6,000 4,015 8,000 !preciation TOTAL 5,894 6,805 6,023 6,000 4,015 8,000 aaaaasaza xaasaa :aa xaxaxxaaa xaxxaaxxx ease :ease aaaxaxxxa iRTHBROOKL LIQUOR TOTAL 1,052,191 1,070,809 1,183,262 1,184,819 841,707 1,148,852 �I CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 16 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED oaaaaaaaaaaaaaaffisaaaaaxaaaffisaaa ffixffiasaaaaaaaaaa aaxxxxaxaaaaaxx aaaaaxaxaxaffias aaaaaaaaaaffixax �xxxffiffixsaxaaax xxaxaaaaaxaaaa V CUB LIQUOR STORE 664 DO Wages Regular Employees 0 0 0 0 0 101,309 30 Wages Part -time Employees 0 0 0 0 0 69,023 laries and Wages TOTAL 0 0 0 0 0 170,332 ffisasaaaaa aaaaaaaaa aaaaaaaas aaaaaaaax asaaaaxxa axffiffiaaaaa 42 PERA Coordinated Plan 0 0 0 0 0 8,823 46 FICA 0 0 0 0 0 13,030 50 Employee Benefits 0 0 0 0 0 12,143 54 Workers Comp Insurance 0 0 0 0 0 1,906 58 Disability Insurance 0 0 0 0 0 204 inge Benefits TOTAL 0 0 0 0 0 36,106 aaaaaaaax aaaaaaaaa aaaaaaaax aaaaaaaaa xxaaaaaaa aaaaaaaax 10 Office Supplies 0 0 0 0 0 225 17 Paper Supplies 0 0 0 0 0 450 20 Operating Supplies 0 0 0 0 0 7,000 24 Clothing & Personal Equip 0 ..0 0 0 0 500 30 Repair & Maint Supplies 0 0 0 0 0 500 41 Laundry 0 0 0 0 0 750 pplies TOTAL 0 0 0 0 0 9,425 aaaaaaaax aaaaaaaax ffiaaxaaaaa xcacaaava aaaaaaaax aaaaaaaxx 10 Professional Services 0 0 0 0 0 1,200 13 Audit & Financial Service 0 0 0 0 0 1,300 rchased Services TOTAL 0 0 0 0 0 2,500 aaaaaaaaa aaaaa sax a aaaaaaaaa aasasaa ffia as ffiaaaaaa as aaax xa ffi J CITY OF BROOh"tN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 17 2000 BUDGET 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED 32 Telephone Services 0 0 0 0 0 3,000 10 Advertising 0 0 0 0 0 1,500 16 Advertising - Print 0 0 0 0 0 3,000 omnnications TOTAL 0 0 0 0 0 7,500 = = =sa = = == as =as = =ms =ass ==aa= =sa = = = =a= =asa = =sa= ass = = = =sa 32 Equipment Repair & Maint 0 0 0 0 0 500 32 Building Rentals 0 0 0 0 0 117,600 97 Logis Charges 0 0 0 0 0 3,559 98 Protective Services 0 0 0 0 0 600 pair Rental & Maint TOTAL 0 0 0 0 0 122,259 00 Other Contractual Service 0 0 0 0 0 1,000 01 Credit Card Fees 0 0 0 0 0 6,000 02 Uncollectible Checks 0 0 0 0 0 500 03 Cash (Over) and Short 0 0 0 0 0 900 05 Check Verification Fees 0 0 0 0 0 375 11 Conferences and Schools 0 0 0 0 0 210 13 Dues & Subscriptions 0 0 0 0 0 150 21 Janitorial Service 0 0 0 0 0 1,200 her Contractual Sery TOTAL 0 0 0 0 0 10;335 smasssss= sss =aaaaa = = =ssasa= == = =ssmaa = = == =assn s = =asssa= 40 Fuel Charges 0 0 0 0 0 160 :41 Fixed Charges 0 0 0 0 0 480 :42 Repair & Maint Charges 0 0 0 0 0 740 CITY OF BROOKLYN CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 18 2000 BUDGET ` 1999 2000 ject Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED �masaaaaaaasaasaaaaaasaaaaaaasa aaxaaaassaaasaa samasaaaaaaaasa aaaaaaaaaaaaaa aaaamsaaasaasa aaaaasaaaaaass sasaaaaaaaaaaa atral Garage Rentals TOTAL' 0 0 0 0 0 1,380 aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aasaamsas aaaaaaaaa 51 Gen Liability Insurance 0 0 0 0 0 689 52 Property Insurance 0 0 0 0 0 450 53 Machinery Breakdown Ins 0 0 0 0 0 ••125 59 Liquor Liability Ins 0 0 0 0 0 4 surance TOTAL 0 0 0 0 0 5,526 aassasaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaasxsaa aaaaaaaaa 81 Electric Service 0 0 0 0 0 6,000 B2 Gas Service 0 0 0 0 0 2,000 B7 Solid Waste Disposal 0 0 0 0 0 410 ilities TOTAL 0 0 0 0 0 8,410 asa�aaaaa asaaaaaas aaaaaaaaa aaaaaaaaa aaaaaaaaa asaaasamm 25 Capital Proj Fund Trans 0 0 0 0 0 50,000 ansfer to other Fund TOTAL 0 0 0 0 0 50,000 aaaaaaaaa aaacsasaa aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa 02 Administrative Sery Trans 0 0 0 0 0 16,141 ministrative Service TOTAL 0 0 0 0 0 16,141 aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa asaaaaaas aaaaaaaaa 00 Inventory Variances 0 0 0 0 0 900' 01 Merchandise Breakage 0 0 0 0 0 500 02 Delivery Charge C. O. S. 0 0 0 0 0 8,64j 21 Liquor Cost of Sales 0 0 0 0 0 450,702 22 Wine Cost of Sales 0 0 0 0 0 159,236 23 Beer Cost of Sales 0 0 0 0 0 721,618 ' , CITY OF BROOk —N CENTER BUDGET REQUEST WORKSHEET BY DIVISION Page 19 2000 BUDGET 1999 2000 ct Code & Description 1996 1997 1998 ADOPTED AS OF DEPT Division Code & Description ACTUAL ACTUAL ACTUAL BUDGET 08/31/99 REQUESTED sxa a aaaaa aaaaa saaaaaaaaaaaamaa aaasaaaasaaaaaa aaaa saaaaaaaaaa aaaamaaa: ffiaaaa aaaasaaaaaaaaa a =aaaaaaaaammaa aaaasaaaaaaaaa Non Tax Mix Cost of Sales 0 0 0 0 0 7,640 Taxable Mix Cost of Sales 0 0 0 0 0 19,745 Misc Cost of Sales 0 0 0 0 0 63',362 of Sales TOTAL 0 0 0 0 0 1,432,346 aasaasaaa aam =aaaaa aasaaamaa aaaaaaaaa aaaoaaama aaaaaaaaa Depreciation Expense 0 0 0 0 0 20,000 eciation TOTAL 0 0 0 0 0 20,000 aamaaaaam aaasasaaa aasaaasaa amnia =aaaa aaaaaammm aaaaaaaaa LIQUOR STORE TOTAL 0 0 0 0 0 1,892,260 OR STORES FUND TOTAL 2,791,948 2,937,902 3,105,528 3,111,657 2,155,726 3,554,544 I City of Brooklyn Center A great place to start. A great place to stay. To: Mayor Kragness and Council Membe 'lstrom, Lasman, Nelson and Peppe From: Michael J. McCauley City Manager Date: October 21, 1999 Re: Joslyn Water Connection In the process of platting the Joslyn Development, approximately $100,000 + in water hook up fees have been identified since the property would be divided into 3 parcels. As a superfund site, you are aware that re- development of this site involves extraordinary costs that we are attempting to overcome through tax increment and substantial grants from the State and Metropolitan Council. $100,000 + in water hook up fees negatively impacts that effort. We are proposing for the Council's consideration 2 options to overcome this problem: 1) Amend the tax increment agreement to increase the amount of tax increment by the amount of the hook -up fees. 2) Waive the hook -up fees based on the unique nature of the development in a superfund site recognizing the extraordinary obstacles to its development. Hook -up fees were created back in the 1950's and 1960's when mains were installed. Some properties were not required to pay the full hook up fees back in the 50's. The owners who received partial deferment are no longer the owners of many of these properties. Hook up fees have also been imposed for additional connections beyond the original. Staff is reviewing all of the potential sites subject to these fees. A number of properties have been identified and issues with those properties that indicate that these fees may be an impediment to redevelopment. The fees do assist the utility, but do not greatly impact the utility. This is because future main replacement is funded through current utility rates and not through charges against specific properties. We anticipate recommending a revision of hook up fees generally. Revisions would reduce or remove impediments to development or redevelopment generally. Those revisions will probably include a recommendation to remove the hook up fees from in -fill residential lots and small commercial lots along Brooklyn Boulevard. Larger commercial sites and potential residential developments would have lower flat fees than the current results of long term deferral. A recommendation and report on the overall approach should be ready next Spring. 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 Affirmadue Action /Equal Opportunities Employer City of Brooklyn Center Agreat place to start. Agreat place to stay. To: Mayor Kragness an cil Members Hilstrom, Lasman, Nelson and Peppe From: Michael J. McCaul City Manager Date: October 21, 1999 Re: AMM Legislative Policies Attached is a copy of the AMM Legislative Policies. The AMM has requested that the Council collectively identify its top 5 priorities for the next Legislative session. This item is on the Study Session Agenda to have the Council identify your collective priorities to be reported back to the AMM. 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 t Association of Metropolitan Munid- palities DATE: October 19, 1999 TO: AMM City Managers/Administrators FROM: AMMStaff RE: Draft 2000 AMM Policies & Policy Priorities List Please distribute the enclosed draft of the AMM's 2000 Legislative Policies to your mayor and council. The full membership will have the opportunity to debate and adopt the policies at the Policy Adoption Meeting scheduled for Wednesday, November 17, - 1999 at the League of Minnesota Cities (LMC) building from 5 -7 p.m. More details regarding the Policy Adoption Meeting will be mailed to you soon. Also, we would appreciate your help in determining the AMM's policy priorities this session. Please ask your city council to review the Policy Priorities List on the back of this memo and indicate the cit34s official top five priorities -- please only submit one form on behalf of your city. You may bring this list to the Policy Adoption Meeting or fax (651- 281 -1299) the city's response to the AMM office. Thank you for your assistance! C/ p65 /poldodbulletin/polbull00.p65 145 University Avenue West Saint Paul, Minnesota 55103 -2044 Telephone: (651) 215 -4000 Fax: (651) 281 -1299 E -mail: amm @amm145.org CITY: 2000 AMM COMMITTEE POLICY PRIORITIES, Please review the following list of priorities submitted by the AWs .f our standing and Indic S committee ate the top five priority policies you think the AMMshould spend mueh of its time and resources on during the. 20-00- Legislative Session. (Please only submit one form on behalf of your city.) (1= highest priority; S = lowest priority) I -A LevyLimits (Revenue) ' I -B /C LGA/HACA (Revenue) I -J Revenue Diversification (Revenue) I -K Class Rate Tax System (Revenue) I -L Limited Market Value (Revenue) II-A Mandates & Local Authority (General Legislation) III -B State Housing Policy (Housing & Econ. Dev.) III E Family & Elderly Housing (Housing & Econ. Dev.) III -G Tax Increment Finance (Housing & Econ. Dev.) III -K Business Subsidy (Housing & Econ. Dev.) IV -E GrowthManagementStrategy (MetropolitanAgencies) IV -J Restructuring of Metropolitan Agencies (Metropolitan Agencies) IV L Parks & Open Space: Operation & Maintenance Capital Funding (Metropolitan Agencies) IV -M Surface & Groundwater Management (Metropolitan Agencies) V A Transportation Funding (Transportation) V B Regional Transit System (Transportation) V -G MotionImaging Recording System (M.I.R.S.): Traffic Law Compliance (Transportation) Other: Association of Metropolitan Municipalities (AMM 145 University Avenue W., St. Paul, AN 55103 ♦ Fax: (651- 281 -1299) ♦ Phone: (651 -215 -4000) I CITY: 2000 AMM COMMITTEE POLICY PRIORITIES Please review the following list of priorities submitted by the Aws four standing committees and indicate the top five priority policies you think the AMM should spend much of its time and resources on during 2 VOO:Legislative Session. (Please only submit one form on behalf of your city.) the. (1= highest priority; S = lowest priority) I-A Levy Limits (Revenue) ' I -B /C LGA/HACA (Revenue) I-J Revenue Diversification (Revenue) I -K Class Rate Tax System (Revenue) I L Limited Market Value (Revenue) I I-A Mandates & Local Authority (General Legislation) IU -B State Housing Policy (Housing & Econ. Dev.) III -E Family & Elderly Housing (Housing & Econ. Dev.) III -G Tax Increment Finance'(Housing & Econ, Dev.) III K Business Subsidy (Housing & Econ. Dev.) I E Growth Management Strategy (Metropolitan Agencies) IV J Restructuring of Metropolitan Agencies (Metropolitan Agencies) 1V L Parks & Open Space: Operation & Maintenance Capital Funding (Metropolitan Agencies) IV -M Surface & Groundwater Management (Metropolitan Agencies) V A TransportationFunding (Transportation) V B Regional Transit System (Transportation) V-G MotionImaging Recording System (M.I.R.S.): Traffic Law Compliance (Transportation) Other: Association of Metropolitan Municipalities (AMA 145 Universitylv St. Paul. MNssini ♦j7, - i.<cI )oI >,n^% ."I January 2000 DRAFT Le .9 is tive 0 C _- Association of Metropolitan Municipalities 145 University Ave. W. ♦ St. Paul, Minnesota 55103-2044 Phone: (651) 215 -4000 ♦ Fax: (651) 281 -1299 E-mail. • amm@amm145.org ` r Table of Contents Municipal Revenue & Taxation (I) Levy Limits (I -A) 1 Local Government Aid (I -B) 1 Homestead & Agricultural Credit Aid (I -C) 1 Tax Exempt Property (I -D) 1 Sales Tax on Local Government Purchases (I -E) 2 Development Access Fees (I -F) 2 Price of Government (I -G) 2 Fiscal Disparity Fund Distribution (I -H) 2 Personal Property Taxation: Electric Utility (I -I) 2 Revenue Diversification (I J) 3 Class Rate Tax System (I -I) 3 Limited Market Value (I -L) 3 Funding Shifts (I -M) 4 City Revenue Stability & Fund Balance (I -N) 4 General Legislation (H) Mandates & Local Authority (II -A) .5 Public Right -of -Way (II -B) 5 County Plat Approval Authority (II -C) 5 911 Telephone Tax (II -D) 5 800 MHz Radio System (II -E) 6 2000 Legislative Policies i Table of Contents Permit Approval: Zoning (II -F) 6 Witness Fee Costs (II -G) 6 Elections: Alley System Authority (II -H) 6 Housing & Economic Development (111) Livable Communities Act (III -A) 7 State Housing Policy (III -B) 8 Housing Preservation (III -C) 9 Minnesota Housing Finance Agency Appropriation (III -D) 9 Family & Elderly Housing (III -E) 10 Economic Development Responsibilities (III -F) 10 Tax Increment Financing (III -G) 11 Property Tax Reform Impact on TIF (III -H) 13 Development Tools (III -I) 13 Welfare Reform /Workforce Readiness (III J) 14 Business Subsidy (III -K) 15 Building Permit Fee Surcharge (III -L) 16 Group omes (II I- M) � M) 17 Metropolitan Agencies IV p g t ) Introduction: Metropolitan Governance Structure 19 Purpose of Metropolitan Governance (IV -A) 20 Regionally Provided Services: Funding (IV -B) 20 Regional Systems (IV-q 20 Coordination of Local & Regional Plans (IV -D) 21 Growth Management Strategy (IV -E) 22 � r Local Plan Implementation (IV-F) _ 22 Metropolitan Council Focus on Planning (IV -G) 23 �� 2000 Legislative Policies Table of Contents Budget Process & Work Program Evaluation (IV -H) 23 Criteria for Extension of Metropolitan Governance Authority (IV -I) 24 Restructuring of Metropolitan Agencies (IV J) 24 Metropolitan Council: Method to Select Members (IV -K) 25 Parks & Open Space: Operation & Maintenance Capital Funding (IV -L) 26 Surface & Groundwater Water Management (IV -M) 27 Water Supply (IV -N) 28 Regional Wastewater (Sewer) Treatment System (IV -O) 28 Waste Stream Management (IV -P) 28 Transportation (V) Transportation Funding (V -A) 31 Regional Transit System (V -B) 31 Motion Imaging Recording System (M.I.R.S.): Traffic Law Compliance (V -C) 32 Transportation Utility (V -D) 32 Highway Turnbacks & Funding (V -E) 32 '3C' Transportation Planning Process: Elected Officials Role (V -F) 33 Airport Noise Mitigation (V -G) 33 Committee Rosters (VI) 1999 -00 Housing & Economic Development Committee 35 1999 -00 Metropolitan Agencies Committee 36 1999 -00 Municipal Revenue & Taxation Committee 37 1999 -00 Transportation & General Government Committee 38 2000 Legislative Policies iii Municipal Revenue & °D Taxation (1 Levy Limits (1 A) The AMM strongly opposes levy limits and urges the legislature to not re -enact them for 2001 or beyond. The AMM also opposes the imposition of artificial mechanisms such as valuation freezes, payroll freezes, reverse referenda, super majority requirements for levy, or other limitations to the local government budget and taxing process. Local Government Aid (I -B) Local Government Aid (LGA) returns a portion of statewide resources to supplement local property taxes. The AMM supports its continuation with an annual inflation index, along with additional state resources to further reduce the reliance on the property tax. In addition, any LGA formula changes considered by the legislature must have a positive impact on the metropolitan area. Homestead & Agricultural Credit Aid (I-C) The Homestead and Agricultural Credit Aid (HACA) equals about 40 percent of the total local aid and should be continued as part of the local fiscal relationship, with an inflation or increased household growth factor restored for cities. The AMM strongly opposes the conversion of city HACA to school aid. Tax Exempt Property (I -D) The AMM encourages the legislature to authorize cities to establish a program of payments in lieu of taxes by tax exempt governmental and non - governmental organizations, except constitutionally exempt property (churches and schools) for the cost of services such as police, fire and streets to their facilities. 2000 Legislative Policies Revenue & Taxation Sales Tax on Local Government Purchases (1 -E) The legislature should reinstate the sales tax exemption for all local government purchases without requiring a reduction in other aids. Development Access Fees (1 -F) The. AMM supports authorization for cities to impose Development Access Fees for roads and stormwater control. In order to fairly provide for major street and stormwater improvements of primary benefit to a particular subdivision development but not directly assessable and to allocate cost so that new growth pays its fair share, the legislature should authorize cities to establish at their option a road and/or stormwater development access charge to be collected at the time that subdivisions are approved and /or at the time building permits are issued similar to park dedication fees. Price of Government (1 -G) The price of government calculation in regard to local governments should be based on (1) changes in the sum of the levy and state aids, and (2) examination of long -term trends, not single year events. In addition, consideration should be given to service provision transfers between governmental units, increased demand for services by citizens and legislative mandates or tax rate changes. Fiscal Disparity Fund Distribution (1 -H) The AMM opposes the use of fiscal disparities to fund social or physical metropolitan programs since it results in a metropolitan-wide property tax increase hidden from the public. Personal Property Taxation: Electric Utility (1 -1) The AMM opposes proposals for exempting the Investor Owned Utilities (IOUs) from the personal property tax. Under no circumstances should local units of government and their taxpayers be required to shoulder the burdens of tax relief for IOUs. 2 2000 Legislative Policies Revenue & Taxation The ersonal property tax is a significant P P P tY portion of the P metropolitan fiscal disparity pool and, if eliminated, would have a metropolitan -wide property tax impact. Revenue Diversification (1-J) The AMM supports revenue diversification for cities to reduce the reliance on local property taxes. Some examples include authorization for local sales taxes, payments in lieu of taxes, franchise fees, deed taxes to remain with city, development impact fees, or the creation of a separate income/ sales tax fund that would grow with the economy. The AMM opposes legislated reduction or limitation on various license fees, development fees, or other general fees which would force increased property tax to pay for related services. Class Rate Tax System (1 -K) The AMM opposes a change from the class rate tax system to a market value system, which would cause tremendous shifts of tax burden between classes of property, or applying future levy increases to market value, since this would further complicate the property tax system. Limited Market Value (1 -L) The AMM strongly opposes further extension of artificial limits in valuing property at market for property taxation purposes. Limiting market value increase on existing property to a non- market index or set rate will cause various property tax system problems. Similar properties will be taxed differently if new or sold and improvements will be discouraged. Tax shifts will occur mainly on lower valued homes and the ability to issue bonds may be adversely affected. Finally, it will be politically difficult as well as costly to persons owning long -term capped properties when it becomes necessary to sunset due to vast differences in tax liabilities for like properties. The AMM believes that enhanced targeting for special circumstances such as low - income persons better serves the tax system. 2000 Legislative Policies 3 J Revenue & Taxation Funding Shifts (I -M) The AMM requests the legislature to continue to reduce the imbalance of aids versus revenue between metropolitan and i outs tate cities and to consider how this distribution of resources affects the economic growth and vitality of the metropolitan area, and thus the entire state. Currently in the metropolitan area, about 66 percent of the state revenue is collected, while only about 49 percent of the aids and credits are redistributed. City Revenue Stability & Fund Balance (I -N) The legislature should not attempt to control or restrict city fund balances. These funds are necessary to maintain fiscal viability to meet unexpected or emergency resource needs of city governments, to purchase capital goods and infrastructure, provide adequate cash flow and to maintain high -level bond ratings. 4 2000 Legislative Policies General legislation (II) Mandates & Local Authority (II A) The AMM opposes statutory changes which erode local control and authority or create mandated additional tasks requiring new or added local costs without a corresponding state appropriation or funding mechanism. New unfunded mandates cause increased property taxes which impedes the ability to fund traditional service needs. Public Right -of -Way (II -B) The AMM supports the continued effort of the League of Minnesota Cities (LMC) to.protect the authority of cities to maintain jurisdiction over municipal public rights -of -way, to establish relevant criteria and to obtain reasonable compensation for its degradation. County Plat Approval Authority (11 -C) Cities oppose county authority over plat approval for plats that are contiguous to existing or proposed county roads. While counties have a valid interest in right -of -way and access decisions, this does not warrant a transfer of approval authority. 911 Telephone Tax (II -D) The AMM supports the current distribution of the 911 - access fee and the limit of 30 cents per line per month to offset basic maintenance costs and enhanced upgrade. Any fee granted legislatively in excess of 30 cents should be returned directly to the municipality or public safety answering provider (PSAP) where collected. Fee increases granted by the legislature should be a specific amount not a general authorization and only for a specific purpose. Phase 2 Wireless enhanced 911 costs should be recovered from a direct charge to cell phone users. 2000 Legislative Policies 5 General Legislation 800 MHz Radio System (II -E) The AMM supports the continuation of the Metropolitan 800 MHz Radio System legislation and board, as long as cities are not forced to modify their current systems or become part of the 800 MHz Radio System until they so choose. The system should provide a phased transition guaranteeing uninterrupted service and be technically capable of allowing communities the flexibility to form various coordinated arrangements for dispatching and service provision. In that one of the prime advantages of this system is the fact that local public safety agencies and other units of local government throughout the region will be able to communicate with each other, regional funding of the entire system should be considered. Any such funding should take into account the reasonable useful life of current systems. Permit Approval: Zoning (11 -F) The permit approval statute delineating time limit requirements should be modified so that in the case of a rezoning application, a motion which requires a simple majority vote that extends action beyond the 60- or 120 - day time requirement, constitutes a denial not an approval in order to uphold the super majority requirement of the zoning statute. Current law provides automatic approval if no action is taken. Witness Fee Costs (II -G) Since one -third of fines for city- related prosecutions remain with, the county and adequately fund this cost, the AMM opposes shifting witness' fees from counties to cities for these actions. Elections: Alley System Authority (11 -H) The AMM supports permissive authority for statutory cities to adopt an alley system for filing for city council seats. 6 2000 Legislative Policies y�� Housing & Economic �� Develop ( 111 Livable Communities Act (III -A) The 1995 Legislature enacted the Livable Communities Act (LCA) to stimulate housing and economic and community development in the metropolitan area. The act permits cities to access about $11.0 million in funding for pollution clean-up, housing and redevelopment. As a participant, a city must adopt affordable and life cycle housing goals and a plan to achieve the goals. Since its inception, the Metropolitan Council has been responsible • for ro am implementatio includi the co of an P �' P � g P annual progress report. The report for the 1996 calendar year indicates progress toward achieving the stated goals but also raises concern regarding the preservation of affordable housing, particularly the demolition of housing units. The AMM has maintained that the LCA should not be amended until there are progress reports and experience with the LCA. Based on the reports and experience of cities, the AMM recommends: II � ♦ The LCA should be continued. ♦ The LCA should be amended to eliminate the requirement that a city nnually t y elect to be a participant in the act and require by November 15 that a resolution to withdraw be approved. ♦ The state should appropriate funds for the LCA. The appropriation should not replace the current funding sources but should be in addition to them. ♦ The Metropolitan Council, in cooperation with the LCA participants, should develop a benchmark to measure a city's efforts to provide affordable housing. The benchmark should 2000 Legislative Policies 7 Housing & Economic Development replace the Affordable Life Cycle Housing Opportunity Amount (ALHOA). State Housing Policy (III -B) The AMM recognizes and is encouraged by the efforts of the legislature regarding the production and preservation of affordable housing. Over the past several sessions the legislature has provided the Minnesota Housing Finance Agency (MHFA) with additional funds to address housing issues. For example, the 1999 Legislature significantly increased the MHFA's biennial appropriation for housing production programs. While the state of Minnesota continues as a partner with local government in addressing housing issues the federal government, the traditional leader it1 housing policy development, has decreased its involvement in the issue. The federal government's lack of commitment has caused the other partners -- state and local governments -- to increase their housing commitments. The state and local efforts have made an impact but without a strong federal presence, the state and local efforts will be limited. Therefore, the AMM strongly encourages the federal government to be actively engaged in housing policy and programming. To continue the expansion of the state's economy, the governor and legislature should recognize the importance of housing to economic vitality and family stability and should adopt policies that preserve existing housing, permit the production of safe affordable housing and provide resources to produce and preserve housing. The AMM recommends the following: Land Use Standards and State Incentives ♦ Minnesota cities are responsible for and should retain the authority to regulate the location, size and amount, and type of housing within their boundaries. Minnesota cities, where the county has capacity, should partner with the county to provide affordable housing. ♦ The state, in an effort to encourage more affordable housing, should authorize cities on a voluntary basis and provide incentives for such concepts as density bonuses and mixes of housing types and price ranges. The incentives can be, but not 8 2000 Legislative Policies Housing & Economic Development be limited to, property tax class rates and sales tax exemptions 'F for construction materials. ♦ State funding provided for the incentives should not reduce existing programs. ♦ Historically, the federal government has provided funding for housing production and rent subsidies. Over the last decade the federal government has reduced its funding commitment and has caused a shortage of affordable housing. Therefore, the AMM recommends that the federal g overnment increase its participation and funding in housing. Housing Preservation (III -C) Housing preservation includes the maintenance of the existing rental and owner occupied housing, as well as the retention of affordable units that were formerly subsidized by federal programs. The state should: ♦ Continue and increase funding the housing preservation program for federal ? subsidized housing that could be converted to market rate housing. ♦ Expand efforts to provide resources for housing rehabilitation. ♦ Provide ro ide a sales tax exemption for construction supplies and P PP materials used in the construction or substantial rehabilitation of affordable housing. ♦ Exempt public agencies from paying the mortgage and deed tax when developing or providing for affordable housing and redevelopment. Minnesota Housing Finance Agency Appropriation (III -D) The Minnesota Housing Finance Agency's (MHFA) biennial general fund appropriation approximates $78.0 million. (The 1999 Legislature increased the general fund appropriation to $115.0 million.) The agency uses the funds for several housing programs including rental and homeownership. For the next biennium the agency should: 2000 Legislative Policies 9 t ' Housing & Economic Development ♦ Have its appropriation increased and the increase be used primarily for housing preservation, housing production and homeless prevention programs. ♦ Redesign, if warranted and with city input, the Community Rehabilitation Program to encourage additional participation from the metropolitan area. The redesign, if needed, could include modification of the area designation, and appropriation set aside, a multiple year funding commitment, recognition of local needs, the timing of the application process, and a linkage to the LCA. Family & Elderly Housing (I11 -E) Demographic trends indicate that Minnesota's population is aging. For example,"the Metropolitan Council projects that the region's population age 65 and older will nearly double from the year 2000 to 2020. Since most of the population owns single family housing and they will be smaller households there could be a demand for smaller housing units. The elderly population will also be older than their predecessors. In the metropolitan area, the Metropolitan Council reports that the number of persons age 75 and over will increase from approximately 110,000 in the year 2000 to 180,000 in 2020. Being aware of the trends, the legislature should: ♦ Provide additional resources to serve the low income elderly. Resources should include housing as well as related services. Direct state agencies to provide information and technical assistance to local governments regarding the population changes and their impacts on public services. ♦ Develop policies that encourage the development of housing for the elderly that is affordable and provides an attractive alternative to current housing and preserves the current housing. Economic Development Responsibilities (111 -F) The state should continue to recognize cities as the rim unit of � primary government responsible for implementing economic development 10 2000 Legislative Policies j s Housing & Economic Development policies and land use controls. New or amended economic development programs designed to address specific economic circumstances with cities or counties should use problem definition as the criteria rather than geographic location, city size or similar criteria. Tax Increment Financing (III -G) The 1999 Minnesota Legislature made several changes to the Tax Increment Financing (TIF) Act. Among them were amendments relating to pooling, the use of increment for public facilities and the impact of property tax changes on TIF. Pooling ♦ Clarify that any tax increment districts approved between 1979 and 1982 have the same authority to pool increments as districts certified after 1982 and prior to April 1, 1990. ♦ Allow districts approved after April 1,1990 to pool increments for affordable housing or pollution remediation. Local Effort ♦ Eliminate the LGA /HACA penalty or allow an exception from levy limits. If the penalty is not eliminated, the restrictions on the source of payment should be removed. ♦ Authorize the use of federal grants and other local funds for local contributions. TIF Use ♦ Exempt redevelopment districts from the five -year rule. ♦ Reaffirm that cities alone should be authorized to approve city initiated tax increment districts and that counties and school districts should continue to have the ability to review and comment on TIF. ♦ Permit all cities to establish housing replacement (scattered site) districts and allow TIF to be used for historic preservation. 2000 Legislative Policies 11 � f i Housing Economic Development Housin ♦ Modify the housing district income qualification requirements to allow the levels to vary according to individual regions of the state or counties. ♦ Remove the LGA /HACA penalty imposed on housing districts established between 1990 and 1993. Renortiny ♦ Authorize the publication of TIF financial information in a format so that it provides taxpayers with useful information. ♦ Clarify that the Office of State Auditor (OSA) must give cities 60 days to respond to a violation of the TIF law prior to sending a notice of the violation to the county attorney. The notice to the city must also state that at the end of the 60 -day period any resolved issues will be sent to the county attorney for possible action. ♦ Require the county attorney to decide on action regarding violation within ninety days of receipt of the notice from the OSA. ♦ Authorize the OSA to conduct a compliance review of a tax increment district within 12 months of the date the district is decertified or the increment is completely expended, whichever is later. The State Auditor, upon completion of the review and resolution of outstanding issues, must issue a certification that the district is complete and not subject to further actions by the office. ♦ Clarify that an error of a non - substantive manner is not a violation of the law and therefore the city should not be formally cited for a violation of the reporting provisions of the TIF Act. ♦ Require that the OSA provide reporting entities with a checklist of specific items that will be part of a compliance or final review of a district. 12 2000 Legislative Policies Housing & Economic Development ♦ Redraft the reporting section of the TIF law to simplify the TIF reporting forms, consolidate reports and request similar information for the reports submitted annually to the State Auditor. Property Tax Reform Impact on TIF (III -H) During the past two legislative sessions, the property tax class rates have been compressed and as a result commercial industrial property taxes should decrease. The decrease could also result in revenue shortfalls in TIF districts. The shortfalls could impact bond payments and other contractual obligations. Being aware of the impact, the 1997 Legislature authorized a $2.0 million grant program to be administered by the Minnesota Department of Revenue and the 1998 Legislature authorized cities to establish special service districts to offset possible shortfalls. Being aware of the impacts, the legislature should: ♦ Authorize the grant program for 1998 tax change impacts in addition to the 1997 tax changes. ♦ Provide additional funding for the program and extend the sunset to the year 2003. ♦ Include the changes in class rate definitions such as maximum market value limits and number of parcels per class in the calculations to determine class rate compression impacts. ♦ Move the application and payment dates to coincide with the city budget time frames. ♦ Permit city councils to transfer funds from one city development agency to another to prevent shortfalls due to property tax changes or TIF law changes that would result in a deficit in paying outstanding contracts or obligations. Development Tools (III -1) Over the past several sessions, the legislature has provided cities with development tools to redevelop property, clean up polluted sites and encourage business retention and expansion. The tools include, but are not limited to, TIF, tax expenditures and loans and 2000 Legislative Policies 13 E Housing & Economic Development grants. Many of the state tools have supplemented local efforts.. To continue this state local relationship, the legislature should: ♦ Continue the Minnesota Investment Fund. ♦ Support increased funding for the pollution clean-up program administered by the Minnesota Department of Trade and Economic Development (DTED). ♦ Require condemnation commissioners to consider the cost of correcting pollution problems in determining the final value of property. ♦ Establish an indemnification fund to provide financial security for institutions and individuals as they invest in developing and clean -up of polluted sites. ♦ Eliminate the requirement to match a portion of the clean -up grant program with local general funds. ♦ Make permanent the Redevelopment Fund established in 1998. Welfare ReformMorkforce Readiness (III -J) In developing workforce policies, the legislature has considered the impact of such factors as the robust economy and federal welfare reform. The economy has produced employment opportunities in several business sectors that are not being satisfied due to the lack of skilled workers. To address this issue the legislature has responded by restructuring and expanding its workforce programs to meet the needs of the state's employees. With the passage of federal welfare reform and enactment of Minnesota's new welfare program - the Minnesota Family Investment Program (MFIP), public policy is placing an emphasis on work and job readiness. The purpose of MFIP is intended to support .work and not to replace income when people are not working. To accomplish the goal of getting people to work Minnesota has adopted a work first program that expects, supports and rewards work. 14 2000 Legislative Policies Housing & Economic Development Among the program elements established by the legislature to implement WIP are jobs training, transportation, medical assistance and housing. As WIP is being implemented statewide, the state is experiencing record low unemployment and economic growth, and as a result there are now employment opportunities. If the economy, however, declines, employment opportunities for MFIP participants will decrease and the state's human service system could be over extended. Being aware that a trained work force is a major part of an economic development strategy the legislature should: ♦ Provide state funding to match the maximum amount of available federal training funds. ♦ Continue and increase funding for state job training programs including Pathways and the Job Training Partnership. ♦ Modify the Pathways Program to provide public agencies with the flexibility to contract with training programs of employers, as well as those of public institutions. ♦ Continue and increase funding for the transportation and childcare programs including sliding fee daycare. Examine the delivery system for state services (training, daycare) to determine and ensure that administrative procedures are implemented uniformly throughout the state. ♦ Continue the policy of nor reducing a person's or household's MFIP monthly grant if they are residents of the public or section 8 housing. Business Subsidy (III -K) The Minnesota Department of Trade and Economic Development (DTED) and local governments provide financial incentives to businesses to relocate, expand or remain in the state or specific city. The provision of the incentives is usually part of a development agreement between the business and the public entity. The agreement contains a description of the incentive and the type of development to be completed in terms of market value or square 2000 Legislative Policies 15 t Housing & Economic Development footage and penalties for non - performance. The agreements also contain job and wage goals as required by current Minnesota law. In reviewing the issue of corporate subsidy the legislature should: ♦ Clarify the reporting requirements in terms of time frames and reporting entity. ♦ Exclude redevelopment and housing TIF districts from the reporting requirements of current law. ♦ Maintain the reporting of job and wage goals in current law but do not require a specific wage amount. ♦ The Business Subsidy Law approved by the 1999 Legislature will need to be amended during the 2000 Session. The amendments are needed so that DTED and the cities can implement the act. Among the amendments that should be adopted by the legislature are: 1. The exclusion of tax exempt revenue bonds issued on behalf of a non - profit entity. The bonds are used to finance such facilities as health care and housing and the bonds are not included in the existing federal bond limits. 2. Clarify that pollution clean -up, soils projects and rehabilitation of buildings exempted as a business subsidy does not need to submit a report to DTED. 3. Define that the rehabilitation of buildings does not include the rehabilitation of housing. 4. Eliminate the requirement that the business receiving the subsidy must continue to operate at the same site for at least five years. S. Provide DTED with an appropriation to implement the law. Building Permit Fee Surcharge (III -L) Local governments collect a half- percent surcharge on building permits. The proceeds of the surcharge are paid to the state and are used to support the State Building Codes and Standards Division. 16 2000 Legislative Policies I Housing & Economic Development Prior to 1991, any excess proceeds were remitted on a prorate basis to the local governments. To help with the development of affordable housing it is recommended that: ♦ The proceeds from the building permit surcharge fee be paid to the MHFA for the support of affordable housing and that the building codes and standards division be funded from the state general fund. Group Homes (III -M) ♦ State and county agencies must provide timely notification to cities of facility license requests and renewals and provide adequate opportunity to respond. Cities must also be aware of the special care needed by residents of such facilities in case of public safety emergencies. ♦ Clustering of community residential facilities because of economic, geographic or other factors should be avoided. Standards of non - concentration for state or county - issued Requests for Proposals (RFPs) should be established. ♦ There must be an ongoing screening process, particularly in the correction area, to insure that persons placed in a residential facility will benefit from such an environment and will not be a danger to themselves or others. The licensing authority must be responsible for removing any person found incapable of living peacefully in such an environment. ♦ Facilities licensed by the corrections department should not be exempt from reasonable local land use regulations. ♦ A fair share concept should be considered within the metropolitan area. However, this concept should consider other factors including transportation facilities, job availability and other needed support services. ♦ The licensing authority and /or legislature should allow cities to participate in the search for facility locations in order to meet needs of the providers, facility residents and the neighborhood. 2000 Legislative Policies 17 Metropolitan Agenci es Introduction: Metropolitan Governance Structure The Metropolitan Council was established in 1967 to coordinate "the planning and development" of the seven county metropolitan area. To fulfill its responsibilities, the Metropolitan Council has worked with local governments to establish policies regarding growth and development in the region. Over the years, the Metropolitan Council has been authorized by the legislature to be involved in the development of regional parks and the operation of regional services. In the following years the Metropolitan Council was mostly advisory, but was given responsibility for regional policy development and coordination in the areas of wastewater treatment, transportation and airports. The Metropolitan Council was given limited approval authority for development proposals, which were of metropolitan (regional) significance but was not given direct operational authority. The Metropolitan Council's responsibilities have been expanded over the years. The Metropolitan Council was given direct operational responsibility for regional transit and wastewater treatment in 1994. In the following year, the legislature directed the Metropolitan Council to implement the Livable Communities Act (LCA). The Metropolitan Council's role with the LCA is to negotiate affordable and life cycle housing goals for cities and provide grant funds for the clean-up of polluted lands and demonstration projects that foster a mix of land uses and housing types. The Metropolitan Council's role has evolved since its inception to long -range planning and the operation of regional services. 2000 Legislative Policies 19 Metropolitan Agencies Purpose of Metropolitan Governance (IV -A) The AMM affirms its support for the existence of a metropolitan governance system to deal with appropriate regional issues and concerns. The purpose of the metropolitan governance system should be: ♦ To facilitate region -wide planning with the cooperation and consideration of the affected local units. ♦ To provide certain region -wide services that do not duplicate those that can be provided by local governmental units, either individually or jointly. ♦ To fulfill other specific responsibilities mandated by the state and federal governments. Regionally Provided Services: Funding (IV -B) The Metropolitan Council should continue to fund its regional services and activities through the existing combination of user fees, property taxes, and state and federal grants. The current revenue system provides better visibility to the customers. The Metropolitan Council should be responsible for determining user fees. The fees should be consistent with regional system plans and goals assure that the service quality can be of high quality as measured by industry or public policy standards and be established by an open, visible procedure including, but not limited to, public notice and hearings. A clear linkage between revenue and service should be maintained. Fee proceeds from one service should not be used to fund another regional service. Regional Systems (IV -C) The regional investment in metropolitan systems must be maintained and preserved by preventing adverse impact because of the lack of integration and coordination between regional and local planning 20 2000 Legislative Policies Metropolitan Agencies Regional system designation should only be approved if there is a compelling metropolitan problem or concern that can best be addressed through the designation. Prior to requesting legislative approval for a system, the Metropolitan Council must discuss the proposal with the region. Coordination of Local & Regional Plans (IV -D) • The regional planning process must, on a continual basis, have the input of local government officials. To ensure input, the Metropolitan Council should hold hearings and provide public notice and copies of proposals regarding amendments to the Metropolitan Development Guide. Metropolitan system plans must be specific in terms of locations, capacities and timing to allow for consideration in local comprehensive planning. System plans should clearly state the criteria by which the local plans will be judged for consistency. The system plans should also clearly state the criteria that will be used to find that a local plan has a substantial impact on or contains a substantial departure from the metropolitan system plans. The Metropolitan Council should continue to offer assistance to cities. The assistance should include but not be limited to staff support, research, policy guidelines, system statements and procedures for the review and evaluation of plans and amendments. The Metropolitan Council, in its review of local plan amendments, must have a procedure that will: ♦ Recognize that the Metropolitan Council's role is to review and comment, unless there is a substantial impact on or departure from the system plans. - ♦ Establish an open dialogue between cities and the Metropolitan Council, including public meetings and public hearings. ♦ Be aware of the statutory time constraints imposed by the legislature on plan amendments and development applications. 2000 Legislative Policies 21 Metropolitan Agencies ♦ Provide for immediate effectuation of plan amendments, which have no potential for substantial impact on systems plans. ♦ Require the information needed for the Metropolitan Council to complete its review, but not prescribe additional content or format beyond that is required by the Metropolitan Land Planning Act (MLPA). Growth Management Strategy (IV -E) The Metropolitan Council should continue its flexible guided growth policy regarding Metropolitan Urban Service Area (MUSA) expansion requests as outlined in the Regional Blueprint. The Metropolitan Council in cooperation with State Planning and the counties adjacent to the region should develop growth management strategies for the collar counties. The strategies should focus on policies that can be implemented by local governments within the adjacent counties and state agencies rather than extending the jurisdiction of the Metropolitan Council to additional counties. All strategies should complement and recognize growth policies being implemented within the region. ♦ If regional services are to be extended to the collar counties, the services should only be extended if there is a specific problem (environment or transportation) that can be best resolved by extending the service. The area receiving the services must pay for the service extension and agree to growth management strategies consistent with those of the metropolitan area. ♦ In developing and providing incentives for implementing its regional objectives, the Metropolitan Council should consider and give credit for a city's experience in implementing its comprehensive plan and the Metropolitan Council's Regional Blueprint. Local Plan Implementation (IV -F) Local governments are responsible for zoning. These zoning decisions should not be conditioned upon approvals by the Metropolitan Council or other governmental agency. The AMM is open to the use of alternative dispute resolution procedures prior to judicial remedies. 22 2000 Legislative Policies Metropolitan Agencies Alternative dispute resolution could reduce costs and time for all parties involved in the dispute. The AMM strongly opposes the creation of an appeals board that could supersede city planning or zoning decisions. Metropolitan Council Focus on Planning (IV -G) Long -range planning should continue to be the primary function of the Metropolitan Council. In conducting long -range planning, the Metropolitan Council should periodically update and revise the vision for the region. As part of its long -range planning, the Metropolitan Council should include analysis of trends, plans, policies and programs that could impact or link the regional growth centers in Greater Minnesota to the metropolitan area. In addition to its long -range planning function, the Metropolitan Council should maintain and expand its technical and research services to cities. The services should assist cities in completing its planning mandates but also in conducting special studies and projects. For cities to meet their planning mandates, the Metropolitan Council must ensure that its planning, data collection and dissemination functions are fulfilled in a timely manner and are consistent with its statutory obligations. Budget Process & Work Program Evaluation (IV -H) The Metropolitan Council's annual budget should present revenue and expenditure budgets by the services provided. Mandated and non - discretionary projects should be identified along with their funding sources. Previous year's history should also be provided. The annual budget should maintain linkages between expenses and revenues. In addition, the funds or reserve funds raised for a particular service should not be used or commingled with the funds raised for any other service or activity. The Metropolitan Council's work program should meet four tests: ♦ The issue or problem identified is important to the region's well - being. 2000 Legislative Policies 23 Metropolitan Agencies ♦ Metropolitan Council intervention or activity will produce a positive result. ♦ The Metropolitan Council's action does not duplicate or serve as a substitute for a state level program or effort or what should be a state level activity. ♦ The Metropolitan Council is the most appropriate agency to intervene or perform the activity. Criteria for Extension of Metropolitan Governance Authority (IV -1) The legislature, if granting the metropolitan governance structure additional responsibility or authority, should be specific in the grant. New or expanded authority should be considered only when one or more of the following exist: ♦ The service, function or activity has been shown to be needed and it can be demonstrated that it cannot or is not being effectively or efficiently provided through existing general purpose units of government. ♦ The service, function or activity is not an appropriate state level or local government level activity or function. ♦ Regional intervention is needed for protection of the region's investment in an existing metropolitan system. Restructuring of Metropolitan Agencies (IV-J) The Sports Facilities Commission and the Metropolitan Airports Commission (MAC) are currently metropolitan commissions. The legislature should make the sports facility commission a local commission if the back -up tax is limited to one city or is expand_ ed to additional cities. If the tax is extended to other cities, the commission should be restructured to have membership from those cities. The legislature should clarify the status of the MAC so that it becomes either a metropolitan or state directed agency. The determining factor in the agency decision is the nature of the commission's back -up tax. If the tax will be a metropolitan area tax, its membership should come from the metropolitan area. If the 24 2000 Legislative Policies Metropolitan Agencies back -up tax is statewide, then the MAC should have statewide representation. In selecting membership on the MAC board, the governor should give primary consideration for representation from communities impacted by the operations of the MAC airports. Metropolitan Council: Method to Select Members (IV -K) The legislature has debated proposals to amend the process to select Metropolitan Council members. Proposals to elect the members directly or to elect county commissioners as Metropolitan Council members have been discussed but not enacted into law. The AMM has studied the governance issue and has released a separate "Metropolitan Governance Report" (October 1998). The report notes that there is no regional crisis that requires a governance change, but did recommend that Metropolitan Council members serve fixed, staggered terms. The AMM further recommends that no changes be made to the Metropolitan Council unless a governance proposal meets a set of criteria. The intent of the criteria is to fashion a regional governance structure that has a distinct mission, but does not establish a political subdivision with local government powers or one that is a state agency. The Metropolitan Council should have a distinct mission of long -range planning and operation of legislatively- authorized regional services. The criteria include: Terms of Office Members should serve fixed, staggered terms. Metropolitan Council Pozvers The Metropolitan Council should continue to be a long -range, planning agency and potentially an operator or oversight agency for regional services. As such, the Metropolitan Council must maintain planning, coordinating and local assistance as a high priority. 2000 Legislative Policies 25 Metropolitan Agencies Additional Pon)ers New powers must not expand or override city responsibilities, especially land use regulation authority. The Metropolitan Council must not become an agency with general local government powers. State Role The legislature should focus on broad oversight of the Metropolitan Council's mission and services. Local Government Local elected officials must be involved in the selection process of Metropolitan Council members and there must be a mechanism to facilitate meaningful dialogue and input between the Metropolitan Council and cities. Collar Counties The metropolitan region clearly includes the seven designated counties and the adjacent eleven Minnesota counties, as well as three Wisconsin counties. The needs of the entire metropolitan region beyond the current seven county region must be addressed. Metrovolitan Council Members The selection process must strive to appoint Metropolitan Council members who have an understanding of and will be responsive to the district represented, as well as be responsive to the best interests of the region. The selection process should limit the potential influence and support (including financial) of special interests. Parks & Open Space: Operation & Maintenance Capital Funding (IV -L) The governor and the legislature should continue to appropriate funding for the operation and maintenance of regional parks. The level of funding should be equal to the statutory goal of 40 percent of the total budget. Regional parks essentially serve the role of state parks in the metropolitan area and the acquisition, development q P and improvement of the parks should continue to be funded, in part, with state resources. 26 2000 Legislative Policies I Metropolitan. Agencies Surface & Groundwater Water Management (IV -M) If legislation is considered for surface water management, it should be based on the following principles: ♦ The legislature should provide full funding if it mandates additional water management planning or implementing activities by local units of government. ♦ Local units of government should continue to be responsible for the organization and operation of surface and groundwater management, since they are the closest to the problem. Therefore, legislation enacted in 1999 limiting representation on boards of Water Management Organizations (WMOs) should be repealed. ♦ New state requirements should not add to local costs and duplicate reviews/ approvals should be reduced or eliminated. The AMM would support the following initiatives /action: ♦ A state grant program similar to those currently administered by the Board of Water and Soil Resources (BOWSR) should be established to assist WMOs in the metropolitan area to implement their plans. ♦ The legislature should clarify that the joint power WMOs can, with the approval of its participating governments, separately levy a tax for its programs. ♦ A thorough assessment of the BOWSR structure and authorities to ascertain if it should continue to be the approval and oversight agency for surface water management planning and activities in the metropolitan area. ♦ A thorough assessment of the metropolitan area surface water management planning and permitting process with the objective of developing improvements in conflict resolution, better coordination between state and local agencies, and streamlining the project permit approvals process. ♦ Compliance by local units of government located outside of the metropolitan area with the same standards and requirements 2000 Legislative Policies 27 Metropolitan Agencies for surface water management as those imposed on local units within the metropolitan area. • A technical evaluation of the impact of 2:1 wetland replacement in the urbanized area on the goal of greater urban densities as stated in the Metropolitan Council's Regional Blueprint. Water Supply (IV -N) Additional legislation pertaining to local or regional water supply planning is not warranted. If legislation, however, is proposed it should be based on the following principles: ♦ Local units should retain the basic responsibility for water supply planning and management as in current law. ♦ The state should fund additional mandates. ♦ Potable water should not be designated a regional system. Regional Wastewater (Sewer) Treatment System (IV-0) The regional wastewater treatment system has improved the water quality of the region's major river and lakes. The system should not be permitted to break up or to diminish its effectiveness. Since all users benefit equally, the regional user rates should be uniform by type of user. Waste Stream Management (IV -P) The legislature should enact legislation which will: ♦ Establish goals to reduce, recycle and reuse packaging materials and establish fees, taxes or deposits to encourage accomplishment of the goals. The revenues would be waived when the goals are met. Available revenues would be used to promote or enhance local programs to achieve the goals. ♦ Continue the Office of Environmental Assistance (OEA) as an agency that primarily assists local governments to manage waste effectively. 28 2000 Legislative Policies Metropolitan Agencies ♦ Continue the role of cities in waste stream management unless a state or metropolitan s ystem is established to achieve the same P goal. ♦ Distribute all proceeds from any funding system for solid waste management activities and require distribution of funds to all entities involved in the system. ♦ Provide that host communities for solid waste facilities will not have a financial liability for costs associated with operating and monitoring the facility. Such costs should be borne by the operator and in the absence of regulations should be assumed by the state. ♦ Maintain, at a minimum, the current compensation level permitted through surcharge fees and increase the level as well as making the compensation available to all types of solid waste facilities. ♦ Define municipal solid waste not to be a hazardous substance. The definition would enhance the ability of local governments. 2000 Legislative Policies 29 Transportation (V) Transportation p n Funding (V -A) The AMM strongly supports increased funding for transit and highways, both of which are a critical need in the metropolitan area. In addition, funding for mass transit including transit ways, light rail or heavy rail in existing corridors should be dedicated in a manner consistent with current highway funding. Funds allocated to the metropolitan area should be flexible so that the most efficient and cost effective transportation solution may be chosen and the P Y main metropolitan problem (congestion relief) can be ad p p ( g ef) dressed. The AMM opposes any reduction to the sources of current constitutionally dedicated transportation funds including auto license tab fees, unless equivalent replacement funding is also constitutionally dedicated to the current or a new multimodal transportation fund. If an alternative to the transit ro er tax in the metropolitan area P P tY P is adopted, current opt -out transit systems should continue to be funded at comparable levels. Regional Transit System (V -B) In order to reduce congestion and automobile dependency the Regional Transit System should be a combination of integrated traffic management systems which include use of HOV lanes, express buses, exclusive transit ways, light rail transit, and commuter rail corridors built to connect residents to job, retail and commercial centers, plus a variety of other transit modes, including taxi, bus, pedestrian and bicycle. The AMM supports an increase in Metropolitan Transit Funding of at least $3.7 million for the current biennium so that the present system can be maintained. 2000 Legislative Policies 31 Transportation Park- and -ride facilities for mass transit modes adequate to connect the regional centers, major trip generators and communities, both urban and suburban, should have integrated feeder systems to accommodate local buses, automobiles, van pools, bicycles, as well as walking facilities. The Metropolitan Council should work with local units of government to encourage appropriate land use controls along designated transit corridors to promote transit ridership. Motion Imaging Recording System (M.I.R.S.): Traffic Law Compliance (V -C) The AMM requests legislative action authorizing utilization of motion imaging recording system technology for governmental units, including cities, on streets and highways to assist promotion of safety and traffic law compliance enforcement. The technology has been proven and is currently used for law enforcement by numerous states, municipalities and other countries. The state should consider a pilot project on municipal streets in the metropolitan area. Transportation Utility (V -D) The AMM requests the legislature to authorize cities to establish a transportation utility for street maintenance and reconstruction of aging infrastructure, similar to the existing storm water utility, so that costs of improved facilities can be more fairly charged to the users rather than the general population as a whole. Highway Turnbacks & Funding (V -E) The AMM supports jurisdictional reassignment or turnback of roads on a phased basis using functional classification and other appropriate criteria subject to a corresponding mechanism for adequate funding of roadway improvements and continuing maintenance. Cities do not currently have the financial capacity other than significant property tax increase to absorb the additional roadway responsibilities without new funding sources. The existing municipal turnback fund is not adequate based on contemplated turnbacks. 32 2000 Legislative Policies Transportation '3C Transportation Planning Process: Elected Officials Role (V -F) The AMM supports continuation of the Transportation Advisory Board (TAB), a majority of local elected officials membership on the. TAB itself and the TAB process, which was developed to meet federal requirements for designation of the Metropolitan Council as the Metropolitan Planning Organization that is responsible for the continuous, comprehensive and cooperative (3C) transportation planning process to allocate federal funds among metropolitan area projects. This process requirement was reinforced by the 1991 Intermodal Surface Transportation Efficiency Act (ISTEA) and the 1998 Transportation Efficiency Act for the 21st Century (TEA21). Airport Noise Mitigation (V -G) In 1996, the Metropolitan Airports Commission (MAC) was charged with developing a mitigation package for legislative consideration in 1997, but the package was never developed. Costs associated with all types of noise mitigation should be borne by the airport (MAC) and the state since the airport is considered a statewide facility and provides tremendous economic benefit to the region. That benefit does not come without responsibility to those adversely impacted. The airport and state should seek additional funding mechanisms on a yearly basis. Funding may include, but is not limited to, those funds recommended by the 1999 -2000 Governor's Community Stability Funding Task Force. Equitable noise mitigation programs need to be developed to address the increased traffic and noise due to the expansion of the MSP International Airport. Impacts, including environmental and low frequency noise, must be identified at all MAC airports and applicable mitigation measures implemented by MAC. By 2003, the year the new North /South runway will be operational, the Environmental Quality Board should establish guidelines for airport noise (including low frequency) in consultation with the MAC, Metropolitan Council, MSP Noise Mitigation Committee and affected cities. Noise mitigation programs should not only be implemented as soon as possible to the 60 DNL —as enacted by the legislature in 1996, but extended as far as the 55 DNL. 2000 Legislative Policies 33 Committee Rosters (VI) Housing & Economic Development Craig Waldron (Chair), Administrator, Oakdale Janis Callison, Councilmember, Minnetonka Dave Callister, Clerk- Administrator, Osseo Mike Campbell, IGR Director, St. Paul Tom Goodwin, Councilmember, Apple Valley Regina Harris, HRA Director, Bloomington Andrea Hart Kajer, IGR Director, Minneapolis Brian Herron, Councilmember, Minneapolis Nancy Mancino, Mayor, Chanhassen Lonni McCauley, Mayor, Coon Rapids Joan Molenaar, Councilmember, Champlin Ron Rankin, Community Development Director, Minnetonka Don Rye, Planning Director, Prior Lake Char Samuelson, Councilmember, New Brighton Mark Sather, Manager, White Bear Lake Betty Sindt, Councilmember, Lakeville Kathy Thurber, Councilmember, Minneapolis Jerry Turnquist, Councilmember, Oak Park Heights Liz Workman, Councilmember, Burnsville 2000 Legislative Policies 35 Committee Rosters Metropolitan Agencies Sandra Krebsbach (Chair), Councilmember, Mendota Heights Mary Anderson, Mayor, Golden Valley Bill Barnhart, Government Relations Representative, Minneapolis Kevin Batchelder, Administrator, Mendota Heights Cathy Busho, Mayor, Rosemount Joan Campbell, Councilmember, Minneapolis W. Peter Enck, Mayor, New Hope Matt Fulton, Manager, New Brighton Ken Hartung, Administrator, Bayport Susan Hoyt, Administrator, Falcon Heights Anne Hurlburt, Director of Community Development, Plymouth Marvin Johnson, Mayor, Independence Jane Kansier, Planning Coordinator, Prior Lake Larry Lee, Director of Community Development, Bloomington Tom Link, Director of Development & Prot. Serv., Inver Grove Heights Paul Malone, Councilmember, Arden Hills Lynn Moratzka, Councilmember, Hastings Mark Nagel, Manager, Anoka Dave Schaaf, Mayor, Oak Park Heights Terry Schneider, Councilmember, Minnetonka Charlotte Shover, Councilmember, Burnsville Russ Susag, Councilmember, Richfield Chuck Whiting, Administrator, Mounds View Donn Wiski, Councilmember, Roseville 36 2000 Legislative Policies Committee Rosters Municipal Revenue & Taxation Frank Boyles (Chair), Manager, Prior Lake Karen Anderson, Mayor, Minnetonka Leslie Anderson, Director of Finance, Burnsville Larry Bakken, Councilmember, Golden Valley Curt Boganey, Manager, Brooklyn Park Edward Burrell, Treasurer & Finance Director, Roseville Thomas Burt, Administrator, Rosemount Dave Childs, Manager, Minnetonka Tom Cran, Budget Analysis, St. Paul Dan Faust, Finance Director, Maplewood John Gretz, Administrator Apple Valley Terri Heaton, Chief Finance Officer, Bloomington Jon Hohenstein, Administrator, Mahtomedi James Keinath, Administrator, Circle Pines Nancy Mancino, Mayor, Chanhassen Peter Meintsma, Mayor, Crystal Tom Melena, Administrator, Oak Park Heights John Moir, Finance Officer, Minneapolis Mike Mornson, Manager, St. Anthony Jim Norman, Administrator, Ramsey Steve O'Malley, Deputy City Manager, Burnsville Ryan. Schroeder, Ad Cottage Grove Jerry Splinter, Manager, Coon Rapids Deb Sturdevant, Councilmember, Champlin Kathy Thurber, Councilmember, Minneapolis Gene Van Overbeke, Finance Director, Eagan 2000 Legislative Policies 37 Committee Rosters John Wallin, Finance Director, Edina John Weaver, Councilmember, Anoka Jim Willis, Administrator, Inver Grove Heights Transportation & General Government Veid Muiznieks (Chair), Councilmember, St. Paul Park Dick Allendorf, Councilmember, Minnetonka Gene Anderson, Councilmember, St. Paul Park Bill Barnhart, Government Relations Representative, Minneapolis Lyle Berg, Engineer Traffic & Transportation, Bloomington Scott Botcher, Manager, Chanhassen Bob Bruton, Councilmember, North St. Paul Mike Campbell, IGR Director, St. Paul Charlie Crichton, Councilmember, Burnsville Dan Donahue, Manager, New Hope Jerry Dulgar, Manager, Crystal Wayne Houle, Assistant Engineer, Edina Barbara Johnson, Councilmember, Minneapolis Steve Larson, Councilmember, New Brighton Charles Lenthe, Director of Public Works, Blaine Jan LeSuer, Councilmember, Golden Valley Sandra Masin, Councilmember, Eagan Mark McNeill, Administrator, Shakopee Dore Mead, Councilmember, Minneapolis Jerry Newton, Councilmember, Coon Rapids Dave Schaaf, Mayor, Oak Park Heights Ceil Smith, Assistant to City Manager, Edina James Smith, Councilmember, Independence 38 2000 Legislative Policies Committee Rosters John Weaver, Councilmember, Anoka Dawn Weitzel, Community /Special Project Assistant, Richfield Donn Wiski, Councilmember, Roseville Bret Woodson, Assistant City Manager, Prior Lake Duan Zaun, Mayor, Lakeville 2000 Legislative Policies �9 City of Brooklyn Center • A great place to start. A great place to stay. MEMORANDUM TO: Mayor Kragness, Councilmembers H' trom, Las elson, and Pep FROM: Michael J. McCauley, City Manage DATE: October 27, 1999 SUBJECT: Calendar for Year 2000 This item is on the agenda for Council discussion of the meeting schedule for 2000. In 1999, the Council scheduled most of its work sessions when the regular meeting schedule was adopted.. In 1999, the 6:00 p.m. study session was also introduced. I would like direction from the Council in preparing the proposed 2000 meeting schedule. The specific issues would be whether you would wish to continue the 6:00 p.m. study sessions and advance scheduling of work sessions and other special meetings that the Council would like to have during 2000, including potential joint • meetings with commission chairs, etc. • 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 City of Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Hilstrom, Lasman, Nelson and Peppe From: Michael J. McCauley City Manager Date: October 21, 1999 Re: Evaluation This item is on the agenda to discuss the format and timing for my annual evaluation and salary review. Attached is a copy of the form that was used last year, the format of reporting I used last year regarding the Council goals and major projects, and a spreadsheet of salary comparisons using the same group of cities used by the Financial Commission to review Council salaries, along with an article regarding the starting salary for the new manager in Richfield: I would like to have the Council determine how it wishes to proceed with the evaluation process. That is: do you want to use the same form for council? -,when and how do you wish to meet regarding the evaluation? - do you want a recap from me similar to last year prior to your review, or would you like different or additional information? 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 • EVALUATION FORM 1. City Council goals: - Has the City Manager worked to implement and facilitate adopted City Council goals? Generally Yes Partially No Comments: 2. Administrative Support for City Council: -.Has the City Manager provided the City Council with background and other information to allow the Council to make informed decisions? Generally Yes Partially No Comments: - Has the City Manager assisted the City Council in clarifying complex issues and understanding administrative, legal and procedural requirements? Generally Yes Partially No Comments: 3. Chief Administrative Officer duties: i • - Has the City Manager provided administrative oversight and direction in the following areas: - City Fiscal affairs (budget, expenditures) • - City operations - City projects - City Enterprise operations Generally Yes Partially No Comments: 4. Community Issues - Has the City Manager worked effectively with other governmental bodies (legislature, school districts, etc.) and responded to citizen service needs? Generally Yes Partially No • Comments: 1999 Cities in Compensation Policy Comparison for City Council Salaries Population Mayor Council City Manager Car Allowan Total w /car • Golden 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 pe cent o f- Average i 97.53% 96.44% 93.05% 93.63% 92.47% Median 101.63% 100.90% 93.05% 92.31% 92.29% i • WaS -- S OrIS t"L"a,i. want- • - which is collecting donations for a n at i f.nesotans ' Ventura initiated the fund, sugge s, they could donate ed a new stadium for Twins or g money from their sales -tax rebates. On his Friday radio m pp h � Ventura announced that he would be contributing, his belief that a stadium should be paid for with private funds, not . state funds. $. ceived 50 checks, totaling On Tuesday, the commission re $9,102.66; bringing, total contributions to the stadium fund to $28,290.06 from 203 individuals —lay Weiner • � :�:� :,� � `r,; ,• • to new manager p, A • Richfield is step closgr Kirin The Richfield City Council is expected to complete th g, of ;�. er tonight. Samantha Orduno as city manag f The council voted 5 -0 Monday to offer as salaryTo� a council then t Drduno, the city manager of C m t oday, when a response from • ' continued its meeting until 6 p. • city manager. Orduno is expected, said Steve Devich, acting W � deal is approved, she would begin her new job in mid - fthed PP I October. er of Carpinteria for four years. Orduno, 51, has been ity manag other . Before returnin Sh g to her native California ill 1995, she worked more Public safety officials say than a decade Cities area suburbs was city a of Ne - 4 states have seen belt use increase de for Twin ty after rising. trator in Mounds View, t assistant Fridleyi manager of New ; by 10 to 15-Percent P ton and management laws letting officers stop -vehicles. . Bngh to check seat -belt usage. A Richfield has more than 34,2 including rod osed commercial al S several redevelopment issues, including p P P s 35W and 494 and noise - related housing bill to allow such stops in Nlinne- area near Interstate Hwy • olis -St. Paul Internation sots failed last session. reconstruction near Minneap Beers said the state fine for not removal d using a belt is $25, b t u h t e aotalofine --Dan Wascoe Jr. local fees can bring to about $70 r City o f Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Carmody, Hilstrom, Lasman and Peppe From: Michael J. McCaI'' City Manager Date: August 24th Re: Evaluation 1. Goals. The following is a re -cap of major projects /events for the period October 1997 through September 1998. BROOKDALE • met with Talisman representatives a number of times • worked with Springsted in analyzing several sets of fmancial information from Talisman • special legislation for special taxing district • meetings with Interfaith Action • numerous telephone conversations with Talisman, Springsted etc. • meetings with Metro Transit, including meeting at Legislature • new bond counsel • Regional Pond - ground breaking, and grand opening • meetings with Hennepin County and legislative staff POLICE/FIRE BUILDINGS • final open house in October • passage of bond referendum • sale of bonds - retention of bond rating - Mr. Remiarz issues on bond sale • construction managementlarchitect design • site acquisition from EDA LEGISLATURE • numerous meetings and conversations from beginning of year into April • respond to 4d property issues, right to know proposed legislation, & proposed limited market value for commercial property 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 • BUDGET • 5 year Capital Improvement Program • 5 year plan for utilities • 5+ year plan and reconfiguration of debt service for golf course • beginning of process for 5 year general fund • continuation of improving format for budget EARLE BROWN HERITAGE CENTER • legislation providing $2.5 grant: numerous meetings (including with City of Mpls. etc.) • work on project upon passage of legislation 53RD AVENUE PROJECT • meetings with neighborhood group • 2 neighborhood meetings • design of houses and plat, planning commission • meetings with other governmental unit representatives FINANCIAL COMMISSION RELATED • attended meetings and involved in several policy drafts • council salary survey /policy • selection of financial advisor process and recommendation PERSONNEL • selected new police chief • issues regarding captain's selection process with union • Community Activities Recreation and Services Department position filled and started • experiment on reducing staffing in administration and moving permits to front counter • John Barlow: press conference when charged, special attorney hired, meetings etc. 252 & WILLOW LANE: PROPOSED SENIOR BUILDINGS • several meetings with neighborhood representatives • meetings with potential developer • 2 neighborhood meetings THEATER PROPOSAL ON 252 • work on numerous issues related to proposals and Brookdale, Holiday etc. • • SHINGLE CREEK TOWERS • several meetings and assembly of information • 2 special council meetings in addition to discussions at regular meetings 69TH & BROOKLYN BOULEVARD • development agreement BROOKLYN BOULEVARD • meetings with staff and Hennepin County • draft agreement with more favorable terms • limited progress on Hennepin County: Phase I environmental completed, Hennepin County did not perform true appraisal CITY HALL /COMMUNITY CENTER PLANNING • work begun with architect to develop overview scenarios • timetable deferred on public inputlaction to 1999 due to police & fire projects CODE ENFORCEMENT • structured neighborhood liaison approach • follow up on building maintenance • re- drafted compliance letters • meeting with Dominion to interface police and inspections to address problems at Summerchase OTHER PROJECTS/MAJOR EVENTS: • shooting on Martin Luther King Day: press etc. • street projects • fatal fire on Knox • MPRS lawsuit matters • removed tobacco from golf course • MFHA grant for 4 -plex removal on 57th • Housing Resource Center opened with City participation • June/Indiana plat - neighborhood meeting meeting with developer etc. • Jane Chambers set up tours for civics classes • TCF bank robbery and hostage • Joslyn site meetings • Realtor's Day • change of auction for City equipment • Robbinsdale and Osseo Schools meetings • 0 switched to private beer vendor for Dudley (removing City from sales) • senior transportation study for Council and medical transportation • coordination of historical marker at EBHC • Agness sewer back up claim • D'Amico contract negotiations • Teamster's labor contract • move liquor out of fire recommendation to Council and implementation • point of sale ordinance changes and discussions with/for Council • 2nd hand goods ordinance • meetings and planning for regional meeting of human rights commissions and city councils • Highway 100 Council meetings • North Metro Mayors board and operating committee meetings 2. ADMINISTRATIVE SUPPORT FOR COUNCIL Between September 29, 1997 and October 1, 1998, support will be provided for: 24 Regular City Council Meetings 5 Special City Council Meetings ( at Brookdale, 2 Shingle Creek Towers, Truth in Taxation, Referendum Canvas, Board of Review) 14 Work Sessions • 2 City Council Retreats Updates have been provided on a weekly basis for most weeks. City Council has been contacted regarding major items such as shooting etc. 3. CHIEF ADMINISTRATIVE OFFICER DUTIES City continues to operate within budget. Street projects and other projects are pursued. Projects identified by Council as having priority are receiving priority in staff allocation. 4. COMMUNITY ISSUES A great deal of time was spent with the legislature this past year. I attended several Chamber meetings. Citizen service requests have been handled expeditiously by staff in most instances. Overview by City Council goals: 1. General work has occurred in the areas of 5 year planning. Less than what I had hoped occurred with the General Fund last year, but significant progress was made in several other areas and the General Fund process was started. • 2. In discussions with the Council, this goal was modified to provide that it would occur as time permitted and opportunities presented themselves. Several changes have occurred or experiments tried relating to staffing. 3. This oal has not been addressed as ' permitted g time has not rm and other needs appear more resin P PP pressing • at this time. 4. Addressed in 1. above. 5. This goal is going forward to construction of the police and fire facilities. This is a major user of staff time. My time commitment was much higher in the planning stage and is less intense currently. Ms. Chambers has assumed day to day oversight of the process. 6. This is a Council goal for itself. 7. Goal number 7 has consumed a major portion of my time. These projects are going forward as circumstances will allow. 8. Code enforcement continues to be refined and approaches modified to better achieve the Council's goals. 9. This goal is generally a Council goal for itself, but with the number of work sessions to meet the development issues and budget issues, the Council and staff have not had much time to implement additional meetings. 10. This goal was modified to reflect construction schedule for police and fire and has begun at a less • intense pace. 11. Liquor has been implemented. Heritage Center goal of operating cash flow has been met in 1997 and being targeted in 1998. Capital funding was sidetracked by change in tax capacity which eliminated the anticipated method of approach: Work has focused on the grant at this time. Edition 108 November1997 Ci! • A newsletter for residents of the City of Brooklyn Center City Council adopts goals for 1998 At the October 14 City Council meet- Goal No. S. Implement fire and Goal No. 11. Implementthose study ing, the Council adopted the following police plans: either build with bond recommendations adopted by Coun- goals and objectives for 1998: proceeds or seek betterment of fac- . cil for liquor store and Earle Brown Goal No. 1. Develop plan for providing ilities ifno bond monies are available. Heritage Center. operating and future capital needs funds Goal No. 6. The City Council will Bond election results for the golf course, liquor stores and be more active in regional issues Earle Brown Heritage Center. affecting the City. On November 4,1997, Brooklyn Goal No. 2. Review City's departmental Center voters supported a $7.9 structure with analysis of needs and Goal No. 7. Continue to work on Million bond referendum for police identification of opportunities for im- redevelopment issues with emphasis and fire buildings. Voter turnout was proved service delivery. on Brookdale, Brooklyn Blvd., and approximately 30 %. Ballots cast in 53rd Ave., while being able to respond the eight precincts totaled as follows: GoalNo .3. Establish contingency option to other opportunities. 3,497 YES votes for Council in the event of funding losses. Goal No. 8. Continue code enforce- 834 NO votes Goal No. 4. Establish long -range fin- ment with Council review of process _ ancial plan for City: and goals with staff to refine the code C ity Council • Five year enforcement effort Thanks voters • Ten to twenty -year appendix of ma Goal No. 9. Meet with commission jorfutureneeds andpossible approaches chairs to' develop updated goals We would like to thank all of for addressing these needs. the people who were involved in and missions for each of the City's Pe P commissions. the successful bond election to meet our police and fire build - `" Goal No. 10. Develop a plan to ing needs and all of the people inStd : is.edltlon xA ,' address building needs at City Hall/ who turned out to vote and ex- 199 Community Center for handicapped press their opinions. We appre- '' ` accessibilit roofin ciate the efforts of the citizens B ct� 'on # eleo, y, g, heating, ven- .g tilation, air conditioning, removal of who took time to go through the Voerhantyor , £ . -s .T . , facilities during the open houses, . Pi police functions, and citizen access to '��Brook aI— :' °�:::; � the Financial Commission e. ; service. WIR �.; �.:..: _: which reviewed the proposed POIICCtiief.reCCUltmen .s • Council chambers (sound system, ems bond financing and made recom- _ lights, etc.) N�ghway:l0a : ' ^gym 2= mendations for the project, the ADA accessibility volunteer citizens who worked Sunda .. am t, {y w KK ,.. • Roof on a committee supporting the cO:Cle1!aC 'S ,t kfl < : 3 : • Entrances bond referendum, and the many '�.x..s- • Community Center City staff and volunteers who dommiss�ons: 7 • Heating, ventilation and air- worked at the open houses. conditioning L City of Brooklyn Center Evaluation of City Manager Explanations and Directions Evaluation Team Building If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail. The two processes must be compatible and interrelated in the following ways: 1. Evaluation is basically a means, not an end in itself. 2. The trust level between the evaluatee and evaluators must be high. 3.- The roles each are to fulfill must be clearly indicated and accepted. 4. Responsibilities are matched. with pre - determined standards of performance. Definition of Roles 1. City Council A. Conduct annual assessments of performance of the City Manager. B. Respect the prerogatives of the City Manager insofar as operation management function of the organization is concerned and the policy function of the.Council. C.' Make assessments in general terms but also by using specific examples -in instances where specific improvements are needed or when explicit commendations are due. t City Manager A. Accepts the prospects of annual evaluation. B. Understands the scope and thrust of the evaluations. C. Expects the evaluations to adhere to the established procedures for evaluating the performance of the City Manager. D. ' Agrees to make the effort to implement results of the evaluation. Pre - determined Performance Standards A performance standard is defined as a condition that will .exist when a responsibility or function is successfully performed. It is essential that a performance standard be established, at the outset, for each of the twelve major areas of responsibility of the City Manager'. This is necessary in order to use the rating scale effectively. Major Areas of Responsibility It should be reiterated that in determining the appropriate level of expectations, actual performance must be measured in relation to the indicated standard of performance. Four major areas of responsibility serve as the basis upon which assessments are to be made. Descriptors are provided under each to clarify the meaning and content of the area. However, the evaluation is • made of the major area. t 1996 Goals for City Manager I. Code Enforcement II. Familiarize self with City and Staff III. New Budget Format IV. Building Needs: Develop a Plan General Duties I. Organizational Management II. Fiscal/Business Management III. Program Development and Follow - through IV. Relationship with the Mayor /Council V. Long Range Planning VI. Relationshi p with Public/Public Relations • VII. Intergovernmental Relations VIII. ProfessionaUPersonal Development f Evaluation of. Michael I McCaulev. Citv Manager Evaluated b: Y I. CODE ENFORCEMENT Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need stren t Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) • II. FAMILIARIZE SELF WITH CITY AND STAFF Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) .of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and/or commendations) • III. NEW BUDGET FORMAT Ratin& - Write our Comments in the Space Provided Below: b Y P . Comments: (Observations of Evaluators) S Suggestions for Improvements: (Specific areas that need strengthening) bg P (P area( s) r Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) IV. BUILDL tG NEEDS: DEVELOP A PLAN Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) r" Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and/or commendations) I. ORGANIZATIONAL MANAGEMENT Responsibility • Plans and organizes the work that goes into providing services established by past and current decisions of the Council. • Plans and organizes work that carries out policies adopted by the Council and developed by staff.. • Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff by Council and staff. • Evaluation and keeping up with.current technology. • Selecting, leading, directing, and developing staff members. Performance Standard Organizational will be considered effective when a majority of the conditions have been successfully fulfilled. • Well ualified promising persons are recruited and employed. q �P gP • Employees are aced contributing to a high retention rate. appropriately pI g g Citizen complaints are effectively resolved. • The organization is aware of new trends in technology. Rating - Write your Comments in the Space Provided Below: . Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (A.rea(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) IL FISCAL/BUSINESS MANAGEMENT Responsibility • Plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. • Plans, organizes, and administers the adopted budget with approved revenues and expenditures. • Plans, organizes and supervises the most economic utilization of manpower, materials, and machinery. • Plans and organizes a system of reports for Council that provide the most up -to -date available concerning expenditures and revenue. • Plans and organizes maintenance of City -owned facilities, buildings and equipment. Performance Standard Fiscal/Business Management will be considered effective when a majority of the conditions have been successfully fulfilled. • Budget preparation and management are thorough and effective. • Cost- effective measures are persistently pursued. • Financial reporting is timely and readily understandable. • Physical facilities management is efficient. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) t Suaaestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) r ` III. PROGRAM DEVELOPMENT AND FOLLOW - THROUGH Responsibility • Plans and organizes on -going programs and services to City government. • Plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. • Maintains knowledge of current and innovative trends in the area of services being provided by local governments,. and incorporates that knowledge in program suggestions and research. • Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. • Plans, organizes and supervises implementation of program adopted or approved by the Council. Performance Standard Program planning techniques and procedures will be considered effective when a majority of the conditions have been successfully fulfilled. • Ongoing programs and services are fully responsive to the City's needs. • Monitoring procedures are in place and functioning well. • Measurable outcomes (to the extent possible) are used to determine success in program planning. • The City Manager can be depended upon to follow through. • • Makes most effective use of available staff talent. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) IV. RELATIONSHIP WITH MAYOR AND CITY COUNCIL Responsibility • Maintains effective communication, both verbal and written, with Council. • Maintains availability to Council, either personally or through designated subordinates. • Established and maintains a system of reporting to Council current plans and activities of the staff. • Plans and organizes materials for presentations to the Council, either verbally or written, in the most concise, clear, and comprehensive manner possible. Performance Standard Relations with the Mayor and Council will be considered effective when a majority of the conditions have been successfully fulfilled. • Materials, reports, presentations and recommendations are clearly and convincingly made. • Communications are made in a timely, forthright, and open manner. • Responses to requests are made promptly and completely. • Recommendations appear to be thoroughly researched. • Adequate information is provided to Council to make decisions. • A system is in place and utilized to report to Council current plans, activities, and events of the City. Rating - Write your Comments in the Space Provided Below: 1 . Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praiselcommendation) • Comments of the City b es of the evaluations, comments, suggestions, Manager: (Responses onses to any and /or commendations) i • V. LONG RANGE PLANNING 6 3-5, . Responsibility + Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. + Keeps Council advised of new and impending legislation and developments in the area of public policy. • Plans and organizes a process of program planning in anticipation of future needs and problems. • Establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. • Plans, organizes and maintains a process for assisting the Council in establishing community goals including a process for monitoring and reporting on the City's progress toward achieving those goals. Performance Standard Strategic planning will be considered effective when a majority of the conditions have been successfully fulfilled. • A well- constructed long -range (strategic) plan is currently in operation. + Annual operational plans are carried out by staff members. + An on -going monitoring process is in operation to attain quality assurance in program and project implementation. • Program evaluation and personnel evaluation are interrelated with the strategic planning process. _ • Legislative knowledge is current and complete. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) VI. RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS Responsibility • o have 'm responsibility for co ntact of employees wh a e n Plans, organizes, and maintains training . primary P ri with the public, either by phone or in person. • Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. • Establishes and maintains an image of the City to the community that represents service, vitality and professionalism. • Establishes and maintains a liaison with private non - governmental agencies, organizations and groups involved in areas of concern that relate to services or activities of the City. Performance Standard Communication services will be considered effective when a majority of the conditions have been successfully fulfilled • Contacts with the media are timely and credible. • Publications are varied and consistently well received by the citizens. • Feedback from the public and the community leadership is positive. • City has a good image with comparable organizations. • Ability to solicit and use feedback from'the public. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) Commendations: ( Area(s) of performance calling for praiselcommendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, • and /or commendations) I VII. INTERGOVERNMENTAL RELATIONS Responsibility • Maintains an awareness of developments and plans in other jurisdictions that may relate to or affect City governments. • Establishes and maintains a liaison with other governmental jurisdictions in those areas of service that improve or enhance the City's programs. • Maintains communications with governmental jurisdictions with which the City is involved or has interaction. Performance Standard Intergovernmental relations will be considered effective when a majority of the conditions have been successfully fulfilled. • Sufficient activity with municipal and professional organizations. • Regarded as leader by municipal officials. • Provides examples of good ideas from other jurisdictions. Positive relationship with surrounding cities. • Good cooperation with County and State agencies. • Improved mutual understanding and relationship with the State Legislature. • Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Sugaestions for Improvements: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) I Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, and /or commendations) o- i_ �- VIII. PROFESSIONAUPERSONAL DEVELOPMENT Responsibility • Maintains awareness and value of broadening professional and personal development. • Demonstrates imaginative leadership initiatives. • Ability to build cohesiveness in staff. • Decisiveness in leadership performance. • Effectiveness in verbal communications. Performance Standard Professional and personal competencies will be considered effective when a majority of the conditions have been successfully fulfilled. • Management techniques show evidences of innovation, imagination and decisiveness. • Synergetic techniques are fostered. • Continuous professional personal growth is demonstrated. Rating - Write your Comments in the Space Provided Below: Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need. strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions, . and/or commendations)