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1997 11-17 CCP Work Session
AGENDA CITY COUNCIL WORK SESSION NOVEMBER 17, 1997 7:00 P.M. CONFERENCE ROOM B 1. Funding Requests - Council decision/direction on requests 2. Water /Sanitary Sewer /Storm Water Utilities - 5 year capital plans - review of rate studies - propose rates Special Assessments of delinquent bills Senior Sewer rate annual certification 3. Capital Improvement Plan - review of projects - street parks - buildings - general - review of funding assumptions - impact of police /fire bonds on reserve policy: availability of funds public hearing on Capital Improvement Plan - date - discussion of notification in advance to residents for future years 4. Special Assessment Policy for Commercial Property - discussion of policy /changes 5. Golf Course - budget - repayment concept using principal only for 20 years - capital needs projection using repayment concept 6. Earle Brown Heritage Center • - budget - Capital Needs Study - status - changed issues with class rate changes impacting TIF district cash flow 7. Liquor - budget - study results/ process of reviewing /timing - impact of construction on projections 8. Brookdale - issues with TIF - risk - capacity - Legislature - assumptions 9. General Fund - Council input on Truth in Taxation hearing - status quo - future issues 10. Recycling 11. Central Garage 12. Discussion of Future Work Sessions 13. Discussion of Miscellaneous Budget Items: HRA etc. 14. Request of Greater Minneapolis Metropolitan Housing Corporation 15. General Discussion • City of 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. McCauley City Manager Date: November 13, 1997 Re: November 17, 1997 Work Session The enclosed materials cover the budgetary items outside the General Fund and also contain a 5 year projection for discussion purposes in the General Fund. The size of the materials suggests that more than one session may be required to discuss the items. I would propose at the beginning of the work session that we discuss the agenda. I would like to cover the utility issues so that we can put a proposed rate on the November 24th agenda. After the utility issues have been covered to the Council's satisfaction, I would propose that we cover the items on the agenda in a cursory fashion to introduce the topic and identify Council suggestions /issues. Some of the items may be suitable for inclusion on the November 24th agenda for further discussion. The Truth in Taxation Hearing is scheduled for December 3rd. Since the General Fund has been generally covered, we should be on track to complete the remaining budget components. Adoption of the budget is set for December 15th. This new set of materials duplicates some of the previous materials and has been updated. We re -did the materials to make them more convenient in the ring binder. 1. Staff is requesting the Council's direction for the final budget inclusion of social service requests. The summary of requests is included in the first divider. 2. Budgets and five year capital plans are included for all of the utilities. The proposed rates changes are: Water: No change in rates for 1998 Rates projected to increase around 2.2% in 1999, 2000, 2001, 2002 Fund Balance target of $2 Million maintained Sanitary Sewer: 3.4% increase in rates for 1998 Rates projected to increase average of 3.5 % 1999 - 2002 Fund Balance target of $500,000 Storm Drainage: 75 cent per quarter increase per lot $3.00 per quarter per acre increase • Metropolitan Council anticipated to pay assessment 6301 Shingle Creek Pkwy, Brooklyn Center, RIN 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 Target Balance of $500,000 and generation of funds for future capital needs. Other Utility Issues: - request to continue specially assessing delinquent accounts and to do so twice in 1998 - Finance Director views change as beneficial. - request to amend procedure and not require annual re- application for senior sewer rate Analysis from Finance that the cost and effort of mailing out to each person to drop a handful of persons, who generally are restored to the rate because they omitted to return the application. 3. A Capital Improvement Program DRAFT is included. This projects a five year program and its funding sources. A public hearing is needed to adopt a Capital Improvement Program. Our target would be to have a public hearing on December 15th. This program assumes $394,000 per year from the General Fund budget and $300,000 in surplus transfer from the General Fund at the closeout of the preceding year. There are implications of the fire /police bonds on the reserve requirements for the General Fund that might impact this assumption. The plan also assumes a $75,000 transfer from Liquor operations for Capital funding. 4. This item requests direction from the Council on the current special assessment policy for commercial property. Council Member Carmody has requested a reconsideration of this policy in • the past. Ms. Spector's memo outlines a proposal as a point of starting a discussion. Current policy assesses the entire cost of commercial streets to abutting commercial property. 5. A plan for Golf Course operations and debt is resented for a 7 year period. The plan developed P P Y P P P by the department also includes some very long term ideas they developed. In addition to the 7 year plan, I would request Council direction on the recreation staff very long objectives. It may well be that the Council does not view expansion as a goal. 6. The Earle Brown Heritage Center materials represent an ambitious increase in revenues proposed by the Heritage Center staff. Those revenues would support capital items identified in the budget. Those capital items would require achieving those goals in order to implement the purchasing. The current year has been impacted by the water problems and the necessary digging of wells to relieve pressure on the basement. Several issues are not yet addressed fully. One is a proposed conversion of office space to conference event space. A business plan is still being developed to project the viability of the proposal. While the space could return a higher gross value per square foot than office space, net numbers have not been presented. The capital replacement plan is being re- worked with a recently completed professional estimation of useful life and replacement cost for major structural/equipment pieces. 7. Liquor numbers are preliminary. We need a session to discuss liquor and the recently received report from the consultant. I plan to have copies made of the consultant's report for distribution. 8. The item on Brookdale is to update the Council on the analysis being conducted on risk and capacity. 9. This item is to obtain Council input on the Truth in Taxation Hearing: items you specifically want covered int he presentations /materials. 10. No changes are proposed in rates for Recycling. There has been a change in the charges to the participating cities, but Public Services and Finance feel we can absorb the minor increases without a rate increase. 11. The Central Garage is fully funded for 1997. There are issues related to adequacy of funds to replace fire apparatus. 12. This item is to discuss future work session preferences of the Council 13. The miscellaneous portions of the budget are included. Most of these sections are perfunctory. The proposed HRA and EDA levies are at the level allowed by law. The HRA funds are rolled over to the EDA as in past years. 14. The enclosed materials describe a proposal from the Greater Minneapolis Metropolitan Housing Corporation to establish a center serving several northern suburbs to assist persons with buying and remodeling houses. 15. General discussion is for any general items of discussion by the Council. • • CITY OF BR*,YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 7 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND HOUSING AND REDEVELOPMENT 011 i I I I 1 3009 Gross Property Tax Levy 0 0 01 01 01 129,467 3010 Est Uncollectible Tax Levy 0 0 01 01 01 -3,884 1 1 3011 Net Current Ad Valorem Taxes 119,830 61,905 120,895 1 63,1931 121,1791 0 1 1 3012 Delinquent Ad Valorem Taxes -1,395 2,890 0 -3741 01 0 1 1 1 3013 Penalties & Interest on Taxes 0 0 1 -415 01 0 0 1 1 1 3017 Rents-Tax Revenue 0 1 0 1 21 01 01 0 1 1 1 Property Taxes TOTAL 118,434 1 64,795 1 120,4811 62,819 121,1791 125,583 3255 Homestead Credit Aid 18,304 1 8,673 1 17,3451 9,152 18,304 18,304 Intergovernmental Revenue TOTAL 18,304 1 8,673 1 17,3451 9,152 18,3041 18,304 HOUSING AND REDEVELOPMENT TOTAL 136,738 73,468 1 137,8261 71,9711 139,483 143,887 • CITY OF BROYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 8 1998.BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND ECONOMIC DEVELOPMENT AUTH 012 3009 Gross Property Tax Levy 0 1 0 1 OI 01 01 183,113 3010 Est Uncollectible Tax Levy 0 0 01 01 01 -5,493 1 3011 Net Current Ad Valorem Taxes 173,631 88,866 173,5271 90,6061 173,7501 0 3012 Delinquent Ad Valorem Taxes -1,914 1,255 -1,1761 -4921 01 0 3013 Penalties & Interest on Taxes 0 -0 -171 01 01 0 Property Taxes TOTAL 171,717 90,121 172,3341 90,1151 173,7501 177,620 3328 IDR Bond Administration Fee 0 3,500 15,688 12,1881 17,0001 15,000 Charges for Services TOTAL 0 3,500 15,688 12,188 17,0001 15,000 3463 Rent 12,845 300 3001 0 01 0 1 1 1 3467 Sale of Property 0 14,693 14,6931 01 01 0 1 Miscellaneous Revenues TOTAL 12,845 14,993 14,9931 01 0 0 3800 Interest Earnings 142,218 0 339,1041 01 .105,000 150,000 Investment Earnings TOTAL 142,218 0 339,1041 01 105,000 150,000 3812 Bond Sales 4,045,280 1 0 0 01 0 1 0 Bond Sales TOTAL 4,045,280 0 01 01 01 0 3911 Transfers from HRA Fund 136,738 73,468 137,8261 71,9711 139,4831 143,887 3919 Transfers from C.D.B.G. Fund 264,641 110,580 55,698 177,0231 258,9711 247,856 Transfers from other Funds TOTAL 401,380 184,048 193,5241 248,9931 398,454 391,743 CITY OF Bf*,YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 9 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE ECONOMIC DEVELOPMENT AUTH TOTAL 4,773,439 292,662 735,6431 351,2951 694,2041 734,363 • CITY OF B*,YN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 10 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND EARLE BROWN FARM TIF DIST 014 i i 1 1 3016 Tax Increments 1,755,156 i 1,464,529 2,180,2511 728,512 1,412,9811 1,183,342 Property Taxes TOTAL 1,755,156 1,464,529 2,180,2511 728,512 1,412,9811 1,183,342 3328 IDR Bond Administration Fee 5,000 0 1 01 0 1 0 1 Charges for Services TOTAL 5,000 1 0 01 0 Ol 0 1 ========== EARLE BROWN FARM TIF DIST TOTAL 1,760,156 1,464,529 2,180,2511 728,5121 1,412,9811 1,183,342 • CITY OF BRIDYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 11 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND TAX INCREMENT DIST #3 015 3016 Tax Increments 0 70,579 137,600 218, 281,4161 883,368 Property Taxes TOTAL 0 70,579 137,6001 218,3021 281,4161 883,368 3800 Interest Earnings 0 1 0 1 1,8541 0 01 0 Investment Earnings TOTAL 0 1 0 1 1,8541 01 01 0 TAX INCREMENT DIST #3 TOTAL 0 I 70,579 i 139,4531 218,3021 281,4161 883,368 CITY OF BAYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 12 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND EMPLOYEE'S RETIREMENT FD 016 3800 Interest Earnings 64,302 0 67,3051 0 60 I 60,000 Investment Earnings TOTAL 64,302 0 67,3051 0 60,0001 60,000 EMPLOYEE'S RETIREMENT FD TOTAL 64,302 I 0 67,3051 0 60,0001 60,000 CITY OF BR *YN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 13 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET, REVENUE FUND DISEASED TREE REMOVAL FD 017 3013 Penalties & Interest on Taxes 0 I 62 0 ' 0 1 0 1 0 Property Taxes TOTAL 0 62 01 0� 0� 0 3081 Special Assessments 9,022 0 I ) 7,2481 0 0 0 3083 Penalties on Spec Assessments 35 0 f 721 0 0 0 3084 Interest on Special Assessment 2,163 1,184 1,184 0 1 0 0 1 Miscellaneous Taxes TOTAL 11,220 1,184 8,5041 01 01 0 3337 Diseased Tree Removal Charges 1,264 3,832 3,742 0 0 1 0 Charges for Services TOTAL 1,264 3,832 I 3,7421 01 01 0 3800 Interest Earnings 3,115 0 3,277 0 0 0 Investment Earnings TOTAL 3,115 ( 0 = 3,2771 0 01 0 DISEASED TREE REMOVAL FD TOTAL 15,598 I 5,078 15,54,3) 0 0= 0 I __________ CITY OF B*YN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 14 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND POLICE DRUG FORFEITURE FUND 018 3479 Forfeited Drug Money 0 0 01 6,1271 01 0 1 1 1 Miscellaneous Revenues TOTAL 0 0 01 6,1271 01 0 3960 Equity Transfer 0 0 01 5,7481 01 0 1 1 1 Transfers from other Funds TOTAL 0 0 01 5,7481 ========= o POLICE DRUG FORFEITURE FUND TOTAL 0 0 01 11,8751 01 0 • CITY OF BR*YN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 15 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND COMMUNITY DEV BLOCK GRANT 019 l i 3210 Federal Grants 264,641 ) 0 55,6981 177,023 258,971 247,856 Intergovernmental Revenue TOTAL 264,641 ) 0 55,6981 177,023 258,9711 247,856 COMMUNITY DEV.BLOCK GRANT TOTAL 264,641 I 0 55,6981 177,0231 258,971 247,856 i I I i CITY OF BR*,YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 16 1998 BUDGET 1996 1997 1997 1998 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND CITY INITIATIVES GRANT FUND 020 I i 1 I 1 3210 Federal Grants 0 I t 0 i 01 24,4041 01 0 3240 State Grants 0 0 01 30,168 01 0 1 1 1 3270 Grants from Other Governments 0 0 01 9,0001 01 0 Intergovernmental Revenue TOTAL 0 0 01 63,5721 0 0 CITY INITIATIVES GRANT FUND TOTAL 0 0 01 63,5721 01 0 • CITY OF BWYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 17 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND CAPITAL RESERVE EMERGENCY FUND 024 i I 11 3800 Interest Earnings 0 0 0 1 01 01 60,000 1 1 Investment Earnings TOTAL 0 0 0 1 01 01 60,000 3960 Equity Transfer 0 0 01 1,000,0001 01 0 Transfers from other Funds TOTAL 0 0 01 1,000,0001 01 0 CAPITAL RESERVE EMERGENCY FUND TOTAL 0 11 0 11 01 1,000,0001 01 60,000 • CITY OF BRO, YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 18 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND CAPITAL IMPROVEMENTS FUND 025 3240 State Grants 10,391 0 01 01 0 1 0 1 1 3270 Grants from Other Governments 29,161 0 01 0 01 0 Intergovernmental Revenue TOTAL 39,553 0 01 0 0 0 1 3468 Contributions & Donations 3,975 I 0 01 0 0 0 Miscellaneous Revenues TOTAL 3,975 0 0 0 0 0 3800 Interest Earnings 300,177 11,615 295,6841 0 272,0001 225,000 1 3801 Interest on Liquor Loan 12,639 I 8,258 9,5981 5,908 6,9361 4,993 3802 Interest on Golf Course Loan 57,634 46,460 58,075! 1 57,500 57,5001 0 Investment Earnings TOTAL 370,449 66,333 363,3571 63,4081 336,4361 229,993 3901 Transfers from General Fund 0 0 01 100,0001 01 0 1 1 3951 Transfer of Liquor Earnings 0 0 01 0 01 75,000 Transfers from other Funds TOTAL 01 100,0001 01 75,000 CAPITAL IMPROVEMENTS FUND TOTAL 413,977 I 66,333 363,3571 163,4081 336,4361 304,993 • • CITY OF BROLYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 19 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND MUNICIPAL STATE AID CONST 026 3251 Municipal St Aid for Streets 1,268,540 I 1,134,758 1,970,0281 541,1111 503,0001 500,000 1 1 1 Intergovernmental Revenue TOTAL 1,268,540 1,134,758 1 1,970,0281 541,111 503,0001 500,000 3461, Other Revenue 0 I 30 01 0 0 0 Miscellaneous Revenues TOTAL 0 30 01 0 01 0 3800 Interest Earnings 177,310 I 0 150,8671 0 150,0001 145,000 Investment Earnings TOTAL 177,310 0 150,867 0 150,0001 145,000 MUNICIPAL STATE AID CONST TOTAL 1,445,850 I I 1,134,788 2,120,8951 541,1111 653,0001 645,000 • CITY OF BSYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 20 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND SPECIAL ASSESSMENT CONSTR 027 i i 1 1 3012 Delinquent Ad Valorem Taxes 0 14,400 0 1 01 01 0 3013 Penalties & Interest on Taxes 0 2,033 01 01 0 1 0 Property Taxes TOTAL 0 16,433 OI O1 01 0 3081 Special Assessments 257,555 o 515,2401 23,7131 1,378,0001 408,150 3083 Penalties on Spec Assessments 962 0 2,7081 1151 0 0 1 1 3084 Interest on Special Assessment 104,955 89,631 89,9391 87,5781 01 0 1 1 1 Miscellaneous Taxes TOTAL 363,472 i 89,631 i 607,8871 111,4061 1,378,0001 408,150 3290 Payments in Lieu of Taxes 16,000 0 01 01 0 0 1 1 1 Intergovernmental Revenue TOTAL 16,000 0 01 01 01 0 3337 Diseased Tree Removal Charges 0 0 01 3,8791 01 0 1 1 1 Charges for Services TOTAL 0 0 01 3,8791 01 0 3800 Interest Earnings 12,296 0 31,517! 1 01 01 0 Investment Earnings TOTAL 12,296 0 31,5171 0 3812 Bond Sales 770,640 0 1,422,7201 1 i 0 01 950,000 Bond Sales TOTAL 770,640 1 0 1 1,422,7201 01 01 950,000 3901 Transfers from General Fund 0 1 0 1 01 594,1971 394,1971 650,000 3925 Transfers from Cap Improv Fund 0 1 0 1 01 173,5731 173,7531 0 1 1 3926 Transfers from M.S.A. Fund 7,357 1 0 1 01 01 01 0 4 • CITY OF BROLYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 21 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE 3956 Water Fund Transfer in 0 0 01 01 1,001,0501 0 1 1 3957 Sanitary Sewer Transfer In 0 0 01 01 514,7501 0 1 1 1 3958 Transfer from Storm Sewer Fund 0 i 0 i OI 01 563,7501 0 1 3960 Equity Transfer 0 i 0 I 63,6831 1 297,3801 0 0 Transfers from other Funds TOTAL 7,357 0 63,6831 1,065,1501 2,647,5001 650,000 SPECIAL ASSESSMENT CONSTR TOTAL 1,169,765 106,064 I 2,125,8061 1,180,435 4,025,5001 2,008,150 • CITY OF BALYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 22 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND M.S.A. BONDS 032 3251 Municipal St Aid for Streets 0 307,873 308,2731 308,9881 309,087 308,878 Intergovernmental Revenue TOTAL 0 307,873 308,2731 308,9881 309,0871 308,878 3926 Transfers from M.S.A. Fund 306,725 0 I 01 0 01 0 1 Transfers from other Funds TOTAL 306,725 0 0 0 0 1 0 M.S.A. BONDS TOTAL 306,725 307,873 308,2731 308,988 309,0871 308,878 • CITY OF BRO*N CENTER REVENUE BUDGET WORKSHEET BY FUND Page 23 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO TAX INCREMENT BONDS 85 038 3800 Interest Earnings 9,829 0 11,3211 01 01 0 1 Investment Earnings TOTAL 9,829 0 11,3211 0 01 0 3914 Transfers from E.B.F. TIF Dist 640,000 i 0 i 01 0 0 0 1 3930 Transfer from Debt Sev F r and 0 0 180,0001 0 0 0 1 Transfers from other Funds TOTAL 640,000 0 4,180,0001 01 01 0 GO TAX INCREMENT BONDS 85 TOTAL 649,829 0 4,191,3211 01 01 0 it CITY OF BROLYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 24 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO TAX INCREMENT BONDS 91 039 3800 Interest Earnings 8,349 0 8,7181 01 5,0001 5,000 Investment Earnings TOTAL 8,349 0 8,7181 01 5,0001 5,000 3914 Transfers from E.B.F. TIF Dist 645,000 i 0 i 620,0001 01 600,0001 590,000 Transfers from other Funds TOTAL 645,000 0 620,0001 01 600,0001 590,000 GO TAX INCREMENT BONDS 91 TOTAL 653,349 0 628,7181 01 605,0001 595,000 • CITY OF B*LYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 25 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO TAX INCREMENT BONDS 92 040 3800 Interest Earnings 217,823 i 0 108,8921 01 5,0001 5,000 Investment Earnings TOTAL 217,823 i --- - - - - - 0 108,8921 01 5,0001 5,000 3914 Transfers from E.B.F. TIF Dist 0 i 0 i 560,0001 01 640,0001 690,000 3930 Transfer from Debt Sery Fund 0 0 187,9731 01 0 Transfers from other Funds TOTAL 0 0 747,973 01 640,0001 690,000 GO TAX INCREMENT BONDS 92 TOTAL 217,823 0 856,8651 01 645,000 695,000 • CITY OF BROLYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 26 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO STREET IMPR BONDS 1994 041 i i I I 1 3011 Net Current Ad Valorem Taxes 70,214 34,595 67,552 01 01 0 1 1 3012 Delinquent Ad Valorem Taxes 0 50 -316 01 01 0 3013 Penalties & Interest on Taxes 0 226 2941 0 01 0 1 1 Property Taxes TOTAL 70,214 34,871 67,5291 01 0 1 0 3081 Special Assessments 28,054 0 1 21,7661 01 50,6451 30,380 3083 Penalties on Spec Assessments 140 0 01 9 0 0 3084 Interest on Special Assessment 18,256 11,230 11,230 9,348 0 0 Miscellaneous Taxes TOTAL 46,449 11,230 32,9961 9,358 50,645 30,380 3800 Interest Earnings 9,466 0 9,9611 01 10,0001 9,000 Investment Earnings TOTAL 9,466 1 0 9,9611 01 10,0001 9,000 3901 Transfers from General Fund 0 1 0 01 01 62,0691 60,880 Transfers from other Funds TOTAL 0 0 01 01 62,0691 60,880 GO STREET IMPR BONDS 1994 TOTAL 126,129 46,101 110,4861 9,3581 122,7141 100,260 • CITY OF BRWYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 27 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO STREET IMPR BONDS 1995 042 3011 Net Current Ad Valorem Taxes 0 i 35,074 i 68,4881 01 0 0 1 1 3013 Penalties & Interest on Taxes 0 324 II 4081 01 0 0 1 1 Property Taxes TOTAL 0 1 35,397 68,896 01 0 0 3081 Special Assessments 57,311 0 18,806 01 37,1801 25,000 3083 Penalties on Spec Assessments 0 0 01 131 0 1 0 3084 Interest on Special Assessment 56 16,893 16,893 11,2051 01 0 1 Miscellaneous Taxes TOTAL 57,367 I 16,893 I 35,699 11,2181 37,1801 25,000 3800 Interest Earnings 558 1 0 4,669 0 5,0001 5,000 Investment Earnings TOTAL 558 1 0 4,6691 01 5,000 5,000 3812 Bond Sales 3,019 1 0 i 01 0 01 0 Bond Sales TOTAL 3,019 0 01 0 01 0 1 3901 Transfers from General Fund 0 1 0 1 01 01 63,4621 67,260 Transfers from other Funds TOTAL 0 0 01 01 63,462 67,260 GO STREET IMPR BONDS 1995 TOTAL 60,944 i 52,291 1 109,2641 11,2181 105,6421 97,260 CITY OF B*YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 28 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO TAX INCREMENT BONDS 95 043 3800 Interest Earnings 2,441 - 0 24,7901 01 10,000 10,000 Investment Earnings TOTAL 2,441 I 0 24,7901 01 10,000 10,000 3812 Bond Sales 465,814 i 0 i 01 0 1 0 0 Bond Sales TOTAL 465,814 0 0 1 01 0 0 391.5 Transfers from TIF Distr #3 0 - 0 01 260,000 260,0001 570,000 Transfers from other Funds TOTAL 0 I 0 01 260,000 260,0001 570,000 GO TAX INCREMENT BONDS 95 TOTAL 468,254 0 1 24,7901 260,000 270,0001 580,000 CITY OF BR CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 29 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO STREET IMPR BONDS 1996 044 i 1 ' 3081 Special Assessments 0 0 01 01 40,0001 87,955 1 1 1 3083 Penalties on Spec Assessments 0 1 0 01 461 01 0 1 3084 Interest on Special Assessment 0 i 59 01 49,878 0 0 1 1 Miscellaneous Taxes TOTAL 0 59 01 49,9241 40,000 87,955 3800 Interest Earnings 0 0 1 01 01 01 5,000 Investment Earnings TOTAL 0 0 1 01 01 0 5,000 3812 Bond Sales 0 1 0 1 7,7661 01 0 0 1 Bond Sales TOTAL 0 1 0 1 7,766 0 0 3901 Transfers from General Fund 0 1 0 1 01 01 104,9091 110,235 Transfers from other Funds TOTAL 0 1 0 1 01 01 104,9091 110,235 GO STREET IMPR BONDS 1996 TOTAL 0 1 59 1, 7,7661 49,9241 144,9091 203,190 • CITY OF BRAYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 30 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GO STREET IMPR BONDS 1997 045 3084 Interest. on Special Assessment 0 0 II 01 731 01 0 1 1 1 Miscellaneous Taxes TOTAL 0 I 0 01 731 01 0 GO STREET IMPR BONDS 1997 TOTAL 0 0 0 731 0 0 • CITY OF B*LYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 31 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND REFUNDING BONDS OF 1987 048 i i I 1 3013 Penalties & Interest on Taxes 0 1,549 01 01 01 0 1 Property Taxes TOTAL 0 i 1,549 0 1 0 0 3081 Special Assessments 138,260 0 137,4591 01 40,0001 0 1 3083 Penalties on Spec Assessments 640 0 1,787 01 01 0 3084 Interest on Special Assessment 38,960 1 22,583 - 22,5831 - 0 1 0 1 0 Miscellaneous Taxes TOTAL 177,860 22,583 161,8291 01 40,000 0 3800 Interest Earnings 5,073 0 12,8991 0 1 5,000 0 Investment Earnings TOTAL 5,073 0 1 12,8991 01 51000 0 REFUNDING BONDS OF 1987 TOTAL 182,934 24,132 174,7271 01 45,0001 0 • CITY OF BOYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 128 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Consulting TOTAL 42,862 12,409 0 I 46,615 0 0 4322 Telephone Services 818 0 0 0 0 0 4324 Delivery Service 0 12 0 0 0 0 4351 Legal Notice Publication 425 149 0 685 0 0 Communications TOTAL 1,244 I 161 I 0 685 0 0 4380 Repair & Maint Contract 684 84 I 0 0 0 0 4381 Auto Equipment Repair 0 0 0 115 0 I 0 4382 Equipment Repair & Maint 1,253 0 0 I 338 0 0 4383 Buildings Repairs I 270 0 O I 0 0 0 4392 Building Rentals 9,000 1,000 0 0 0 0 4397 Logis Charges 215 0 0 0 0 0 Repair Rental & Maint TOTAL 11,421 I 1,084 0 ====== ======= 0 4400 Other Contractual Service 6,794 0 I 0 173 0 0 4407 Legal Fee Capital Project 7,342 0 0 0 0 0 4408 Engineer Fee Capital Proj 24,012 0 I 0 0 0 0 4409 Admin Fees - Cap Proj 662 0 0 0 0 0 4414 Licenses, Taxes, & Fees 0 0 I 0 604 0 0 Other Contractual Sery TOTAL 38,810 0 0 777 0 0 4443 Multi-use Hourly Charges 1,280 I 0 0 103 0 0 • • CITY OF BJ*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 129 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Central Garage Rentals TOTAL 1,280 0 0 0 i 0 4481 Electric Service 188 -18 0 0 0 4482 Gas Service 105 i 126 i 0 0 0 0 4485 Sanitary Sewer Service 0 { 0 0 11 0 0 4487 Solid Waste Disposal 8 0 0 0 0 0 1 Utilities TOTAL 301 109 0 11 0 1 0 4510 Capital Outlay Land 0 0 0 89,696 0 0 4520 Buildings 20 561 I 0 0 25,000 0 0 4530 Other Improvements { 0 23,208 0 0 0 0 4550 Furniture & Fixtures 51,195 i 0 0 0 0 0 4551 Office Furniture & Equip 211,859 78,759 0 1 0 = 0 0 4560 Construction Contracts 854,769 251,580 210,000 155,539 8,325,000 8,325,000 Capital Outlays TOTAL 1,138,384 353,547 2,10,000 270,235 I 8,325,000 8,325,000 4700 Equity Transfer i 0 i 0 i 0 1,000,000 0 i 0 4725 Capital Proj Fund Trans i 0 i 0 i 0 173,573 { 0 0 4727 Special Ass Const Trans 0 0 173,753 0 0 0 Transfer to other Fund TOTAL 0 173,753 1,173,573 CAPITAL IMPROVEMENT FD TOTAL 1,296,208 384,293 383,753 1,499,020 8,325,000 8,325,000 CAPITAL IMPROVEMENTS FUND TOTAL 1,296,208 384,293 383,753 1,499,020 8,325,000 8,325,000 0 98 Social Services Requests AGENCY 1998 Request Funding History CONTRACT/ • AGREEMENTS North Hennepin Mediation Program, Inc $ 5,000.00 $4,000 '97 Annual Agreement Funded since 1984 Brooklyn Peacemaker Center, Inc $ 15,000.00 No'97 Funding No current agreement Brooklyn Center Youth Football $ 2,000.00 $2,000'97 Pay on Invoice Five Cities Senior $ 11,819.00 *' $8,843'97 Agreement Transportation less than with 5 cities 1/5 share current contract of joint agreement through April, 1998 Brooklyn Community Band $ 2,000.00 $2,000'97 Pay through Brooklyn Park year -end invoice CEAP $ 5,000.00 No '97 Funding No current agreement • Heritage Festival $ 500.00 No '97 Funding No current Agreement NON- INTERVIEW REQUESTS Northwest Hennepin Human Services Council $ 16,936.00 $16,663 '97 Current On -going Agreement Share $10,532.00 since 1976 CO -OP NW $ 6,404.00 Project Peace $ 41,849.00 $43,994 *' Current On -going Agreement since'93, must give notice by Aug 1 of each year if withdrawing at year end (Dec) $ 100,104.00 TOTAL REQUESTS "Five Cities Application requests $11,561. City is requested to pay full 1/5 share in 98. ***Project Peace application states 97 funding at $47,953. This was requested amount, but awarded amount is as shown. Pagel Division: Social Services Bud Code: 435 Program No: 1321 • PROFI The City of Brooklyn Center approves funding requests for various human4social service -type contracts, generally pursuant to joint powers agreements. Funding Allocations: • CITY OF CENTER MANAGER RE'COMI) BIJD(;E 'T WORKSHEET BY DIVISION Page 45 1998 BUIXET 1997 1998 1998 199") 1.996 ADOPTED AS OF DEPT MANAGER I)ivj, code & Descript.ioll ACTUAL A( - "I'LIAL BUDGET 08/31/97 REQUESTED RECOMMENDED DIV (WIAI, S'ERVICKS 435 14 0 () - - - Ot lit I C()lit. I 10-Lial Se i vice 111,14G W 60,380 80,000 Sul-V TOTAL, I 41,14G I '18,442 I 80,000 60,380 80,000 I 80,00i SOLI AI, S1.;HvIcI.:,(; T()TA f, I 41,146 J 76, 442 80, 000 60,380 f 80,000 80,00f MEMORANDUM • TO: Michael J. McCauley, City Manager FROM: Charlie Hansen, Finance Director G DATE: October 12, 1997 SUBJECT: Utility Billing Collection Procedures The City Council approved a change in procedure this year to use special assessment to the property taxes as a primary method of collection of delinquent utility bills instead of shutting off water service. We have just completed our first full special assessment cycle under this policy and the City Council has asked for a report of the results. Several projections of costs, staff time requirements, and process effectiveness were made during the discussion of the proposed change. One was that utility maintenance staff time would be saved. The maintenance staff previously hung shut off warning tags on about 60 homes per month, sometimes making several visits to a given home. A few water services were actually shut off each month. These resulted in angry and potentially dangerous confrontations with residents. The time spent by the maintenance staff has been entirely saved and is now spent on maintaining our system. The • confrontations are also avoided. It is still possible, in rare circumstances, that we will do a shut off. It was projected that Finance Department staff time required would be about the same for the certification process as it was for.the shut off process. We feel the time required has actually been reduced by the certification process. Interruptions by phone calls and customers at the desk made it impossible to accurately measure time spent on either process. In late July, we sent out approximately 600 warning letters to residents who's accounts were delinquent and would be assessed. Many of them responded by paying, so that only 228 accounts were on the certification role adopted by the City Council on September 8, 1997. The delinquent balances totaled $44,764.35 and certification fees totaling $6,840 were added to those balances. We ultimately achieve the same success in collecting our accounts with the certification fee covering any additional costs. The most important differences between the policies are in the service aspects. The City's customers are not being deprived of an essential service. Hostile contacts between the staff and the public have been vastly reduced. The possibility of violent confrontations at the time water is actually shut off has been eliminated. 1 feel the policy of assessing delinquent utility accounts for collection on the property taxes has been a outstanding success, due to both its efficiency and customer service aspects. I am recommending that the City Council approve it on a permanent basis as the primary process for collection. I am also recommending that the City Council approve it for use twice in 1998, according to the attached calendar, as an experiment into the most efficient number of times per year to do assessments. • CITY OF BROOKLYN CENTER PROPOSED UTILITY BILL SPECIAL ASSESSMENT CALENDAR 1998 1998 FIRST SECOND ACTION ASSESSMENT ASSESSMENT Mail original utility bill on or before 12/1/97 6/4/98 Mail delinquent utility bill on or before 12/31/97 7/9/98 Delinquent utility bill due on or before 1/28/98 7/29/98 Certification cut -off date (accounts pended by) 1/30/98 7/31/98 • Mail notice of public hearing to property owner and Notice of public hearing must be published in official newspaper Request levy number 2/18/98 8/26198 Public hearing 3/9/98 9/14/98 Deadline for prepayment without additional interest 4/8/98 10/14/98 Deadline for prepayment to avoid inclusion on next year's taxes 4/9/98 11/25/98 Deliver final certification levy roll to Hennepin County 4/10/98 11/30/98 pubutil \policies \calendar.xis 11/12197 7:03 PM MEMORANDUM • TO: Michael J. McCauley, City Manager Y Y g FROM Charlie Hansen, Finance Director C DATE: November 10, 1997 SUBJECT: Public Utility Senior Citizen Accounts Background The Brooklyn Center City Council initiated a Senior Citizen sanitary sewer rate by motion in 1978, extended it in 1980 and 1982, and adopted Resolution 83 -124 to put the current program into effect in January, 1984. A study had found that Brooklyn Center senior citizens used only 55% of the average water used by all Brooklyn Center residences. Water is billed based upon consumption as shown by the water meter, but sanitary sewer is billed as a flat rate to all homes. It was decided to create a senior citizen sanitary sewer rate which would be 55 % of the flat rate. • To be eligible for the reduced sewer rate, the head of household or spouse must be 62 years of age or older, and no more than two persons may permanently reside in the residence. The maximum limitation of two may be exceeded if the additional persons are at least 62 years of age or disabled. In addition, each household must fill out an Application for Elderly Resident Sanitary Sewer Rate form and return it to the Utility Department by December 31 of each year. Analysis Each year, the Utility Department sends out approximately 2,175 applications to households which are already on the senior citizen rate so they may reapply. We often get comments from the citizens asking why we do this since "I got a year older, not younger! " We also experience a couple of dozen cases each year where for various reasons, the household doesn't return an application to us. We must then take them off the senior citizen rate and put them on the full rate. They become irate when the next bill comes and we must have them fill out the application so that we came put them back on the senior citizen rate. • In our experience, the only times when a household does lose the senior citizen status is when the ownership changes or when additional family members move in. We usually • find out about ownership changes when they happen because the new owners come in to the Assessing Department to get the property listed in their name. Instances where additional family members move into a home happen less than a dozen times a year and the residents often are honest enough to report them to us prior to that year's application process. Recommendation One of the rinci les of internal control design is that the internal control shouldn't cost P P g more than the potential loss it is intended to prevent. Considering the postage cost of mailing out 2,175 applications each year, the staff time involved, and the bad public relations caused by dropping from the senior rate two dozen households who didn't return an application, we have concluded that this internal control is costing more that it is worth. I am proposing that the City discontinue the practice of requiring senior citizen households to reapply for that status each year. This would result in a few household staying on the senior rate after an additional family member moves into the house. They would still be • required to apply once when they first go on the senior citizen rate. i Member Celia Scott introduced the following resolution and moved its adoption: RESOLUTION NO. 83 -124 RESOLUTION ESTABLISHING SANITARY SEWER RATE FOR THE ELDERLY BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER, MINNESOTA, that a special sanitary sewer rate is hereby established for elderly residents with the head of household or spouse 62 years of age or older and a maximum of 2 persons in the household. The maximum limitation of 2 persons in the household may be exceeded by any additional persons who are at least 62 years of age or who are disabled. Persons meeting the above requirements shall file with the City a certification on a form approved by the City. Such certification shall be filed between September 1st and December 31st of the year preceding. Falsification of information submitted on said certification shall constitute a violation of Section 4 of the City Code and shall be prosecuted in accordance with Section 4 -501 of the City Code. The special sanitary sewer rate for all accounts billed during calendar year 1984 shall be equal to fifty -five percent (550) of the rate established for single family homes. August 22, 1983 Date Mayo ATTEST :} 'X'j 61 Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Gene Lhotka and upon vote being taken thereon, the following voted in favor thereof: Dean Nyquist, Gene Lhotka, Celia Scott, Bill Hawes, and Rich Theis; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. s • MEMORANDUM , DATE: November 12, 1997 TO: Michael J. McCauley, City Manager FROM: Diane Spector, Director of Public Services SUBJECT: Resolution Establishing Utility Rates for 1998 The City Council annually reviews water, sanitary sewer, recycling and storm drainage utility rates to ensure that the utilities' financial goals are met. Attached to this item is the 1998 rate review. The rates of each of the four utilities are reviewed in individual papers. A fifth paper addresses the water and sanitary sewer hookup charges. It is my recommendation that the Council adopt the following 1998 rates. These rates are necessary for a number of reasons. Although utility staff strive to operate and • maintain the utility systems as efficiently as possible, the cost of materials such as water treatment chemicals continues to rise, as does the cost of electricity used to power well and lift station pumps and natural gas to heat well houses. If the recommended rates are adopted the annual utility bill of the average residential customer would increase 2.5 percent, or roughly $9.00. The annual bill of the average senior customer would also increase about 3.3 percent, or about $6.56. WATER UTILITY Resolution 96 -225 raised the water rate to $0.89 per 1000 gallons in 1997. To best meet the financial needs of the utility, I recommend that the Council maintain a rate of $0.89 per 1000 gallons for 1998. A resolution establishing the 1998 water utility rate schedule is provided for Council consideration. SANITARY SEWER UTILITY Resolution 96 -226 raised the residential quarterly rate to $43.75 in 1997, and the non- residential rate of $1.75 per 1000 gallons. I recommend that the Council increase these rates in 1998 to a residential quarterly rate of $45.25, and the non - residential rate of $1.80 per 1000 gallons. These rates would best meet utility financial goals. A resolution establishing the 1998 sanitary sewer utility rate schedule is provided for Council consideration. STORM DRAINAGE UTILITY Resolution 96 -227 increased the residential quarterly rate to $8.25 per lot and the base rate to $33 per REF acre. These rates are not sufficient to meet utility financial goals. I recommend that the Council consider raising the quarterly rates from $8.25 per lot to $9.00 per lot, and the base rate from $33.00 per REF acre to $36.00 A resolution establishing the 1998 storm drainage utility rate schedule is provided for Council consideration. UTILITY HOOKUP CHARGES Resolution 94 -212 states charges are increased annually based on inflation. I recommend increasing charges 2.8 percent, based on the increase in the CPI from August 1996 to August 1997. A resolution establishing the 1998 utility hookup charges is included for Council consideration. RECYCLING UTILITY Resolution 96 -229 established a rate of $2.15 per month per household for recycling services beginning January 1, 1997. i HRG has indicated that the above rates are sufficient to meet utility financial goals. I recommend that the Council reaffirm this rate for 1998. A resolution establishing the 1998 recycling rate is included for Council consideration. Table 1 Average Annual Utility Costs, Typical Residential Customers 1997 Rates Compared to Recommended 1998 Rates Residential Senior 1997 1998 1997 1 1998 Recycling $25.80 $25.80 $25.80 $25.80 Water $114.66 $114.66 $28.00 $29.00 Sanitary Sewer $175.00 $181.00 $96.00 $99.56 Storm Drainage $33.00 $36.00 $33.00 $36.00 TOTAL $348.46 $357.46 $183.80 $190.36 F P ercent Increase 2.5 % 3.3% 1998 Utility Rate Study + ++ Prepared for Brooklyn Center City Council By the Public Services Department October 27, 1997 i City of Brooklyn Center 1998 Utility Rate Study Summary The City Council annually reviews established public utilit;,� rates to ensure their adequacy in meeting financial goals. The Public Services Department strives to meet these goals while keeping rates as affordable as possible. The total utility bill paid by a resident of Brooklyn Center continues to be lower than in most area communities. Water Utility: The schedule at the end of the Water Utility report labeled Option 1 shows a continuation of current rates for 1998 and small increases the next four years. This option meets all utility financial requirements. Option 2 shows the projected effect of modest increases in rates for 1998 and subsequent years, With the exception of the periodic painting of water towers and the possible need for a water Average Residential 1 1998 treatment facility in the future, most capital outlays Utility Customer CErarge Charge in the water utility will be main replacements associated with neighborhood street improvements and other infrastructure repair. Recycling $25.80 $25.80 It is recommended that the Council adopt the rates water: $114.66 $114.66 shown on Option 1. This would result in no Sanitary Sewer $175.00 $181.00 increase in water rates in 1998, with rates remaining at $0.89 per 1000 gallons. Storm Drainage $33.00 $36.00 Major improvement projects scheduled for 1998 include: Replacement of our SCADA monitoring Total $348.46 ! 4357146:, system, coating repairs and painting of tower #3 Percent increase and water main replacement associated with the 1998 neighborhood street reconstruction in the Bellvue and St. Alphonsus areas. Sanitary Sewer Utility: Option 1 shows the projected effect of no rate increase for 1998 and modest increases over the next four years. Option 2 shows the impact of a modest increase for 1998, followed by similar increases the next four years. Staff recommends Option 2, as it provides for a modest infusion of dollars into a fund that has spent a large portion of its fund balance for system improvements the past two years. This option would result in a rate increase to $45.00 per quarter for a typical residential customer. Capital improvements for 1998 will include; replacement of our INTRAC monitoring system, replacement of portions of the sanitary sewer lines as a part of the 1998 neighborhood street improvement program, and other minor infrastructure or equipment repair. Detailed. analysis of future capital needs for all utilities can be found in the Capital Improvements Plan. Storm Drainage Utility: Option 1, the only option presented, • shows a moderate increase in 1998 rates with no increases in the following four years. Average Senior Utility 1997 1998 Chargei customer charge A financial management priority for the storm drainage utility is the accumulation of a minimum cash balance of $500,000. This balance is necessary to provide for Recycling $25.80 $25.80 adequate cash flow and provide flexibility Water 529. 00 529.0Q' in programming projects. Sanitary Sewer � 599.56; F uture capital d op F t al an o ram needs are StarmiDrama e ' $33110i ! 536.00 i p P g g, still under study. The Phase II Local Water Management Plan is expected to be completed in early 1998. This study will Total $183.8D $19036' include operating and maintenance recommendations, and a refined capital Percent Increase 3.3 %! improvement program that includes water quality as well as neighborhood projects. This information will be essential to developing and refining the short and long term financial plan for the utility. For 1998, staff recommends Council adopt the rates shown in Option 1. Adopting Option 1 would result in a rate increase from $33.00 per base acre in 1997 to $36.00 per acre in 1998. The average residential quarterly rate per lot would increase from $8.25 in 1997, to $9.00 in 1998. Capital improvements scheduled for 1998 include: Completion of the Shingle Creek Regional Pond, storm sewer work associated with the neighborhood street reconstruction, continued work on Phase II of our storm water plan and other water quality improvements. During the development of the 1999 operating budget and 1999 CIP, the rates will continue to be studied to determine the charges necessary in future years to ensure the integrity of the fund while meeting maintenance and construction goals. Recycling Utility: The Hennepin Recycling Group (HRG) has adopted their budget for 1998 and it maintains current service levels with no increase in fees for 1998. Rates will remain at $2.15 per month. Utility Hook Up Charges Hook up charges are increased annually based on inflation. Charges were increased 2.8 percent, based on the increase in the Consumer Price Index from August 1996 to July 1997. Summary: Staff recommends small increases in sanitary sewer and storm drainage rates for 1998. If the • recommended rates are adopted, the annual utility bill of the average customer would increase by approximately 2.5 % The annual bill of a senior customer would increase by 3.3 % . • BROOKLYN CENTER WATER UTILITY 1998 RATE REVIEW Background The City Council on November 12, 1996 adopted Resolution 96 -225, which established water rates for 1997. The Council annually reviews established rates for their adequacy and makes adjustments as necessary. Water Utility Financial Performance, 1996 The water utility's financial performance in 1996 was better than expected. While projected revenues were slightly higher than expected, expenditures were also slightly lower than anticipated. The resulting net operating income, (operating revenues minus operating expenditures) was 21 % higher than budgeted. It is estimated that revenues and expenditures in 1997 will be about as projected. While it is estimated that operating costs will be down slightly, revenues from a very wet summer should also be lower than anticipated. • Of note in the 1998 operating budget is a reduction in utility costs of approximately $30,000. This savings is possible as a result of a recent energy improvements to the well pumps. Capital Outlays The major capital improvement projects planned for 1998 include water main improvements associated with the Bellvue and St Alphonsus neighborhood street improvement program and the replacement of the SCADA (Supervisory Control Data Acquisition) system which controls well sequencing and water tower levels. With the exception of periodic painting and coating repairs of water towers and the possible need for a water treatment facility in the future, most capital outlays in the water utility will continue to be main replacements associated with neighborhood street improvements and other minor infrastructure repair. Rate Setting Considerations The attached schedule labeled Option 1 shows a continuation of current rates. This option meets all utility financial requirements.. Option 2 shows the projected effect of small increases over the next four years. Recommendation As it meets current utility fund needs, it is recommended that the Council adopt the rates shown on Option 1. This would result in no increase in rates in 1998, with rates remaining at $0.89 per 1000 gallons. Impact of Recommended Rate Increase Table 2 below illustrates the impact the recommended rate increase would have on the summer water bills of various types of customers. The summer bill is typically the highest bill of the year. Table 2 Impact of Recommended Water Base Rate Increase Summer Water Bills of Various Customers Type of Customer 1997 1998 Charge Charge • MNTIRESI AL Low Use (Minimum) $7.25 $7.25 Average Use (38) 33.82 33.82 High Use (116) 103.24 103.24 Apartment, 36 Units (630) 561.00 561.00 CONMERCI.AA.L Car Dealership ( 235) $209.15 $209.15 Heavy Commercial Use 768.96 768.96 Table 4 is a summary of 1998 water rates per 1000 gallons for a number of Metro area cities. Brooklyn Center continues to have one of the lower rates in the area. • Table 4 1998 Water Rates of Various Metro Area Cities CITY PER CITY, PER . :1000:G 1000 G New Hope $1.95 Robbinsdale $1.55 Golden Valley 1.92 Richfield 1.37 Blomington 1.86 Andover 1.21 Minneapolis 1.65 Plymouth 1.07 Crystal 1.64 Fridley 1.00 Osseo 1.55 Brooklyn Center 0.89 Brooklyn Park 1.55 Maple Grove 0.86 Other Fees and Charges The water utility rate schedule contains a number of fees and charges in addition to rates for t level. service. The following ist describes each fee or charge and its Curren g g Fees A. 518 " X 314 " Water Meter Property owners are currently charged $50.00 for a water meter when a water account is opened with the City. The City then buys the water meter from the property owner when the water account is closed, and the new owner is then charged for the water meter when the new account is opened. Since most of the water meters in the City are of this size, it is administratively convenient to charge the same fee to all accounts. B. 314" or Larger Water Meter Property owners requiring water meters larger than the standard residential water meter are charged the cost of the meter plus a $2.00 administrative fee. Since there are far fewer of the larger meters, it is not as difficult to administer the buy -back of the water meters. • C. Fire Protection Inspection • Property owners with fire sprinkler systems are charged an annual fire inspection fee of $50.00 to test the fire sprinkler system. D. Private Fire Hydrant Maintenance Property owners who have privately owned fire hydrants located on their property are billed the cost of labor, materials, equipment and overhead whenever the City performs maintenance of their fire hydrants. Charges A. Delinquent Account Charge The present delinquent account charge is $3.00 or 10 percent of the utility bill, whichever is greater. It applies to the bill as a whole. B. Certification to Taxes The special assessment service charge for delinquent accounts recovers the cost of certification with the County Auditor of the delinquent amounts to taxes. It is recommended that this fee remain at $30.00, which is consistent with the certification fee for diseased tree and weed destruction. C. Restoration of Service - Monday to Friday, .Except Holidays, Between the Hours of 7:30 a.m. to 3:00 p.m. The restoration of service charge during working hours is $25.00, and includes the cost of one hour labor, labor additive, and vehicle rental. It is charged in all instances where a customer's water has been turned off, whether by a customer's request or for non- payment of utility bills. D. Restoration of Service - Anytime Saturdays, Sundays and Holidays and Between the Hours of 3: 00 p. m. and 7:30 a.m. on Monday Through Friday Except Holidays Restoration of service during off hours is much more expensive because Public Utility employees are called back to work for a minimum of two hours at overtime pay. The restoration of service charge is $75.00 during these hours. E. Delinquent Meter Reading The delinquent meter reading charge is designed to motivate water customers into • reading their own meter and forwarding the meter reading card to the City for billing. The current charge is: $2.00 the first and second consecutive time a reading card is not returned. The charge increases to $5.00 the third time, and to $10 the fourth time. After four quarters, the customer must either submit a reading card or schedule a meter reading, or face water shutoff. F. Water Hookup Charge Properties that have never been assessed, or not fully assessed for water are charged a hookup charge when water hookup is requested. The charge is intended to cover the cost of the lateral water main, supply, and trunk capital investment in the water system. It is calculated on a per lot basis for single family residential and on a linear foot plus square foot basis for all other properties. It is established annually by resolution. G. Hydrant Meter Charges The hydrant meter charges are for meters that attach to fire hydrants used as a temporary water connection, usually for construction projects. The City has two sizes of hydrant meters, 5/8" x 3/4" and 2' /z ". The charges for the smaller meter include $100.00 deposit, $1.00 per day rental, $20.00 minimum charge, and the cost of the water used at the prevailing water rate. The charges for the larger meter include $700.00 deposit, $7.00 per day rental or $100.00 per month rental, $35.00 minimum • charge and the cost of water used at the prevailing water rate. H. Curb Stop Stand Pipe Repair City crews are called in to repair curb stop stand pipes for private properties due to damage or settling. In cases where the curb stop stand pipe is bent or otherwise damaged, a substantial amount of time can be involved in repair. A standard charge of $40.00 is charged for each curb stop stand pipe repair. e: \eng \pubutil \rates\watrat98 WATER U *Y RATE STUDY: 1998 option: 1 12- Nov -97 Publutil \watrat98 06 x.0013 ............. . ..; ;;;:<.;;;: 1;; �. 9E::::.,::::::.:::: :.:,::::1:9 &$ .:::::::::.:..:::: ..::::::: :8J7::::::.:::: :.::::::::::3,9.9.8:.::::::::.. .........:.............................._...............................,.................._....... _...:.......................... EXPENDITURES 1) Operations Personal Service 376,422 354,630 335,931 341,534 351,780 362,333 373,203 384,400 Contractual 141,897 136,268 101,629 111,834 115,189 118,645 122,204 125,870 Supplies & Materials 87,234 87,393 96,020 95,500 98,365 101,316 104,355 107,486 Utilities 151,405 124,005 145,781 139,100 146,055 153,358 161,026 169,077 Insurance 12,981 10,511 0 13,495 14,170 14,878 15,622 16,403 State Connection Surcharge 43,218 46,364 49,000 47,000 46,000 46,000 46,000 46,000 Depreciation Expense 241,251 230,236 1 222,000 257,000 270,000 280,000 280,000 280,000 TOTAL EXPENDITURES $1,054,408 $989,407 $952,361 $1,005,463 $1,041,559 $1,076,530 $1,102,411 $1,129,236 REVENUES 21 Billing Revenues 968,257 1;049,352 1,108,050 1,112,500 1,160,250 1,185,750 1,211,250 1,236,750 Water in MGAL 1,200,000 1,249,000 1,245,000 1,250 000 1,275,000 1,275,000 1,275,000 1,275,000 . .. n h :... r : .......... >.....:;.i:.::.: ..... .Y:;.: .::> .:: .:.:::>r. µ RAfiI~. P£R..7QOn.taAl ........... ..................:.::......:.: U € 1#`:..:.::::......:............................................................................................:....... :........................ : : :::. 3) Miscellaneous Operating 80,577 70,804 60,000 60,000 60,000 60,000 60,000 60,000 4) Miscellaneous Non - operating 11,049 24,884 10,000 10,000 10,000 10,000 10,000 10,000 5) Tower Rental 0 0 0 15,225 15,586 16,786 1 17,290 17,808 TOTAL REVENUES r $1,059,883 $1,145,040 $1,178,050 $1,197,725 $1,245,836 $1,272,536 $1,298,540 $1,324,558 PR{ 1J�C. TEp.: �N�( XM9: QR:. .... 4: 7. 5.::::::::::.:: a: 1: 6. 5.. 3:.::::::::::: �2���a. f# �9.;;;::;::>::;::;> S;' 1: 92<. ��x�;;;............_......, ...........:................... 6) Interest Earnings 266,561 281,364 260,020 198,427 131,564 116,489 113,859 120,887 lttE�' #NGQlUI) ;; �27.� : E�R L£MSS ... t33 , .. �,,:... >:... , :..... . EFFECT ON CASH & INVESTMENTS: 7) Start of Year Cash & Inv $4,535,288 $4,419,660 $4,483,103 $3,421,154 $2,268,343 $2,008,434 $1,963,079 $2,084,267 8) Capital Outlay (350,265) (1,125,565) (1,769,658) (1,800,500) (865,750) (637,850) (468,800) (801,200) 9) Net Income or Loss 272,036 436,997 485,709 390,689 335,841 312,495 309,987 316,210 10) Depreciation Add -back 241,25 230,236 222, 000 257,000 270, 000 280, 000 280,000 280,000 X413....1.43...... .... 3.4...,1 ..............::268 343.:... ,:::: 6:_:...:.: :.................f...:.:..:::. ::.:::::..................4 41. 9G( 4............................................. E....................................................................................................::::::.::::::::::::::::::....................:.......... ............................... ........................::7f::::::................................................................................................................ ............................... WATER UAY RATE STUDY: 1998 Option: 2 . 12- Nei -97 Publutil \watrat98 .;;;; i::i:;::;2::::;:: : i;: ?:;:': a% 5:::: :::; .`:i:i:i::i': >::::::: i ^:;ii ":::::ii;i: 06-Oct ; s9s ...:: .:'. :: 1996.. >.. . ..:;;:. 1997' 1'9sa 1a �. za�o oat X002:: EXPENDITURES 1) Operations Personal Service 376,422 354,630 335,931 341,534 351,780 362,333 373,203 384,400 Contractual 141,897 136,268 101,629 111,834 115,189 118,645 122,204 125,870 Supplies & Materials 87,234 87,393 98,020 95,500 98,365 101,316 104,355 107,486 Utilities 151,405 124,005 145,781 139,100 146,055 153,358 161,026 169,077 Insurance 12,981 10,511 0 13,495 14,170 14,878 15,622 16,403 State Connection Surcharge 43,218 46,364 49,000 47,000 46,000 46,000 46,000 46,000 Depreciation Expense 241,251 230,236 222,000 257,000 270,000 280,000 280,000 280,000 TOTAL EXPENDITURES $1,054,408 $989,407 $952,361 $1,005,463 $1,041,559 $1,076,530 $1,102,411 $1,129,236 REVENUES 2) Billing Revenues 968,257 1,049,352 1,108,050 1,137,500 1,185,750 1,211,250 1,236,750 1,262,250 Water in MGAL 1,200,000 1, 249 ,000 1,245,000 1,250,000 ..........,,...,1, 275, 000 1, 275, 000 1 1,_275,000 .......... .::r::::::::::....... .: :.. :i... .. . .. .:� ..::::..:.(.. ..................... Q.................:.::._ 09:.::::::::.::::::.:..... Q..........:..._................................ ........................:...... ::::::..::::::::::::::::.::::::::.::::::::::.::::::::::::::::::::::::::::.::::::::::::::.:.............. ............................... _..............:.:........................ ............................... .... ............................... _............................. 3) Miscellaneous Operating 80,577 70,804 60,000 60,000 60,000 60,000 60,000 60,000 4) Miscellaneous Non - operating 11,049 24,884 10,000 10,000 10,000 10,000 10,000 10,000 5) Tower Rental 0 0 0 15,225 15,586 16,786 17,290 17,808 TOTAL REVENUES $1,059,883 $1,145,040 $1,178,050 $1,222,725 $1,271,336 $1,298,036 $1,324,040 $1,350,058 ?:> CT.. Ef);INC.( �M�:: QF�: Lf3S` s:;:::;;:.;;;;;;;;:::;;:<.:::::;:.:::;:::::;::<:;>: N' �:: 5�` t€ T" a ..:::::::.::.$ 1.' a. a�` �, 6��::.:...::.::. ��` � � <............................ ... .. ....,..... 6) Interest Earnings 266,561 281,364 260,020 198,427 133,014 119,502 118,525 127,304 Nf_T: #LUG:QM6.#R::I�S27:��:t}38 ......, . $43,987A.8..5;7Q9A1Fi 1�i89 5362,71.. $ DOS $30 Elul S3}8,? EFFECT ON CASH & INVESTMENTS: 7) Start of Year Cash& Inv $4,232,606 $4,419,660 $4,483,103 $3,421,154 $2,293,343 $2,060,384 $2,043,542 $2,194,897 8) Capital Outlay (350,265) (1,125,585) (1,769,658) (1,800,500) (865,750) (637,850) (468,800) (801,200) 9) Net Income or Loss 272,036 436,997 485,709 415,689 362,791 341,008 340,154 348,126 10) Depreciation Add -back 241,251 230,236 222, 000 ...................257:000 270,000 280,000 280,000 280,000 4.>: >04.. 542.::..::.: :.2,194.x ....:................. ......x:1:.5. DO ....x....q. ft.._ Jn..._ ...... .....................:.:.::: ::: ,47 ,............_........................................... f......... t: ....::.::...:::::.:::.::::::::: t.::::::::::::::::::::::{.::::;::.:.::::::::::......................_.....:::.......... .......:...:..:................ • BROOKLYN CENTER SANITARY SEWER UTILITY 1998 RATE REVIEW Background The City Council on November 12, 1996 adopted Resolution 96 -226, which established sanitary sewer rates for 1997. The Council annually reviews established rates for their adequacy and makes adjustments as necessary. Sanitary Sewer Utility Financial Performance, 1996 The sanitary sewer utility's financial performance in 1996 was not as good as expected, largely as a result of higher than anticipated charges from the Metropolitan Council, Environmental Services (MCES). These charges account for approximately 75 % of the expenditures in this utility. MCES underestimated their charges by $120,000. This increase was offset by somewhat lower than anticipated expenditures for the remainder of the utility but performance was lower as revenues came in close to the anticipated. Revenues for 1997 are coming in as expected and should be sufficient to cover expenditures. Capital Outlays Substantial outlays were made for 1996 projects that included the replacement of Lift Station #1, replacement -of some sanitary sewer lines as a part of the 1997 neighborhood street improvement program, and for the sanitary main improvements associated with the France Avenue street improvement project. Capital projects planned for 1998 include replacement of some sanitary sewer lines as a part of the 1998 neighborhood street improvement program, and other minor infrastructure or equipment repair. In addition, replacement of the INTRAC automated supervision and alarming system is scheduled for 1998. Rate Setting Considerations Option 1 shows the projected effect of no increase in 1998 followed by small rate increases over the subsequent years. Option 2 shows the impact of modest increases in rates over the next five years. The most important consideration regarding the sanitary sewer rates is the need for capital i improvements. The sanitary sewer fund has financed several major capital improvements in • the past few years. Because the balance in this fund was considered excessive, these large improvement projects were paid for from cash reserves rather than bond revenues. In addition, the neighborhood projects undertaken in the past few years have required considerably more sewer main improvements than expected. As a result, the fund balance of the sanitary sewer utility has been reduced in excess of 50% during the last three years. Recommendation Staff recommends Option 2, as it provides for small increases which would bring the fund balance above its one million dollar ($1,000,000) floor. Impact of Recommended Rate Increase Table 2 below illustrates the impact the recommended rate increase would have on the summer sanitary er bills of various es of customers. The summer bill is typically the highest of r"S' n'P tYP Y g the four quarters. Table 2 Impact of Recommended Sanitary Sewer Base Rate Increase Summer Quarterly Utility Bills of Various Customers �i Type of Customer 1997 Charge 1998 Charge RESIDENTIAL Senior $24.06 $24.89 Residential 43.75 45.25 Apartment, 36 Units 1,102.00 1,140.48 COMMERCIAL Car Dealership $410.00 $434.1 Heavy Commercial Use 1,512.00 1,600.95 I Table 3 is a summary of 1998 sanitary sewer rates per 1000 gallons for a number of Metro area cities. Brooklyn Center is in about the middle of the range of rates in the area. Table 3 • 1998 Quarterly Sanitary Sewer Charges of Various Metro Area Cities (Converted to Quarterly Rate Where Necessary) CITY PER CITY PER QUARTER QUARTER Osseo $79.43 Crystal 57.02 New Hope 73.50 Maple Grove 56.03 Brooklyn Park 65.08 Robbinsdale 49.71 Hopkins 64.65 Blaine 45.50 Fridley 64.50 Brooklyn Center 45.25 Plymouth 57.19 Anoka 42.50 Andover 57.10 Bloomington 41.80 Other Fees and Charges The sanitary sewer utility rate schedule contains a number of fees and charges in addition to rates for service. The following list describes each fee or charge and its current level and describes any recommended amendment. Fees The only fee for sanitary sewer service is the SAC (Service Availability Charge) unit charge, which is established by Metropolitan Council, Environmental Services. This fee goes directly to MCES. Charges A. Delinquent Account Charge The present delinquent account charge is $3.00 or 10 percent of the utility bill. It applies to the bill as a whole. B. Certification to Taxes • The special assessment service charge for delinquent accounts recovers the cost of certification with the County Auditor of the delinquent amounts to taxes. The charge is • currently $30 which matches the certification fee for diseased tree and weed destruction accounts. C. Line Cleaning Charge The line cleaning charge recovers the cost of cleaning City sanitary sewer lines due to misuse by the property owner. The most common infraction is grease build up due to improper sewering of restaurant greases. The charge is actual labor, materials, equipment, and overhead. D. Sanitary Sewer Hookup Charge Properties that have never been assessed, or not fully assessed for sanitary sewer, are charged a hookup charge when water hookup is requested. The charge is intended to cover the cost of the lateral sanitary sewer main and is calculated on a linear foot basis. It is established annually by resolution. e:\eng\pubuti1\rates\sewrat98 • SANITAROEWER RATE STUDY: 1998 OPTION PURates \sevarat98 06 -Oct- 97 . ::::: : A 119$ : .::::.::::::::::::::::::: :'E.�9 a.::::::::.:::::::::::::::: 1. 4 J; 17.::::::::::::.:... 1. 9� .8......... .................... X99....................... ..."��Q........................ � .. ... EXPENDITURES 1) Operations Personal Service 186,002 182,608 209,883 222,599 229,277 236,155 243,240 250,537 Contractual Service 137,176 129,272 67,052 147,735 153,644 159,790 166,182 172,829 Supplies & Materials 11,110 8,515 20,444 18,750 19,688 20,672 21,705 22,791 Utilities /Insurance 24,960 25,813 21,590 27,525 28,351 29,201 30,077 30,980 Depreciation Expense 114,132 127,040 132,000 185,000 190,550 196,267 202,154 208,219 Capital Outlay Subtotal: City O &M Expense $473,380.00 $473,248.00 $450,969.00 $601,609.00 $621,509.62 $642,085.10 $663,358.99 $685,355.69 MCES Charges $1,327,420.00 $1,557,774.00 $1,475,000.00 $1,525,000.00 $1,555,500.00 $1,586,610.00 $1,618,342.20 $1,650,709.04 TOTAL EXPENDITURES $1,800,800.00 $2,031,022.00 $1,925,969.00 $2,126,609.00 $2,177,009.62 $2,228,695.10 $2,281,701.19 $2,336,064.74 REVENUES 2) Billing Revenues $2,282,067 $2,182,455 $2,246,744 $2,253,580 $2,352,224 $2,452,313 $2,537,661 $2,633,600 Residential Accts 6,610 6,610 _ 6, 305 ... _ ......................: 280 ..........:.........,... ..6 :.......::::: 6,230 :.:.::::::::::::::::::. 6, 205 :::::::::::.:6,180 I. „ : ;::<: Or':..::..::S±IS:ZS .. 548.25 �E2:5Q ........ $A3:75 .............._:..... $. OYterl.: GhaY .::::......................... ..............._.............$. Senior Accts 2,150 2,150 2,175 2,200 2,225 2,250 2, 275 2,300 <:::•:a: 4 525:7.1 .. `:9 frBA ::..': ''':;' ' > :827.5fl> ........................�.2?7.. {38.....:::.::.:...:...:'..$2.. ff9;':::::.;,:::`.'::::....................::.:.>::>:::......... 2............... ............................... duartetl..Cher a .............................. ............................... $23,46......::.:............... 3. 4Q..::::.::............. 4?......... ............................... Apartment Accts 3,515 3,515 3,510 3,500 3,500 3,500 3,500 3,500 Quarterly Charge $29.75 $29.75 $30.63 $30.63 $31.68 $32.73 $33.78 $35.00 Non - residential Water 285,000 290,700 296,500 302,400 308,400 314,600 320,900 327,300 _. : :i:' ::: b:: :ri :: :: . . 7.7 $..7.7fl z: ` :.. : ' <' >:: >; >:: 7. L ......:.............._................. .............tx1..T6..::....... ..... $.7..711. 5...... Q......................_.......... ..................:..::::...£.. ......... » :. ........:..:...:..,::,.::...... RATE. PER . U6Li [iA .. .. I. 3) Miscellaneous Operating 0 0 0 0 0 0 0 0 4) Miscellaneous Non - operating 4,270 557 1,000 1,000 1,000 1,000 1,000 1,000 51 Interest Earnings (Phased Out By 1996) 0 TOTAL REVENUES $2,286,337 $2,183,012 $2,247,744 $2,254,580 $2,353,224 $2,453,313 $2,538,661 $2,634,600 �y �y l+y� f+.. ♦ ,*r���r �yt� $1.2.'.1` {971. 6) Interest Earnings (100% By 1996) 238,419 165 1 102,470 79,759 64,402 36,949 33,888 37,043 5243 �..... .:: :. .. . ��1 ...........::.. .::::..�.�:::::::::.<.:.::..�:: ":::::::::::: n�.�72,Q r�. )7�................��.�.� 44U............ :..���?� .. � ia... : . ..................... a.............._................_. r. .................__............ s....................... :,...: ..:: .r... 3. 95 ..::::,. X97::... ........... .:::,:..:.13�.:::;:; EFFECT ON CASH & INVESTMENTS 7) Start of Year Cash & Inv $3,419,193 $2,876,856 $1,766,723 $1,375,149 $1,110,378 $637,044 $584,277 $638,679 8) Capital Outlay (1,280,515) (1,697,605) (947,819) (657,500) (904,500) (510,600) (438,600) (673,600) 9) Net Income or Loss 723,956 317,440 424,245 207,730 240,616 261,566 290,848 335,579 10) Depreciation Add -back. 114,132 127,040 132,000 185,000 190,550 196,267 202,154 208,219 T aa�:.Gas ln. # .: 7:.... 7 "1: > "� Q ... .. .... , .:,. ..:. t Unrestricted Investments 2,976,766 1,766,723 1,375,149 1,110,378 637,044 584,277 638,679 508,877 SANITARWWER RATE STUDY: 1998 OPTIONO • PURateslsewrat98 06- Oct -97 EXPENDITURES 1) Operations Personal Service 186,002 182,608 209,883 222,599 229,277 236,155 243,240 250,537 Contractual Service 137,176 129,272 67,052 147,735 153,644 159,790 166,182 172,829 Supplies & Materials 11,110 8,515 20,444 18,750 19,688 20,672 21,705 22,791 Utilities /Insurance 24,960 25,813 21,590 27,525 28,351 29,201 30,077 30,980 Depreciation Expense 114,132 127,040 132,000 185,000 190,550 196,267 202,154 208,219 Capital Outlay Subtotal: City O &M Expense $473,380.00 $473,248.00 $450,969.00 $601;609.00 $621,509.62 $642,085.10 $663,358.99 $685,355.69 MCES Charges $1,327,420.00 $1,557,774.00 $1,475,000.00 $1,525,000.00 $1,555,500.00 $1,586,610.00 $1,618,342.20 $1,650,709.04 TOTAL EXPENDITURES $1,800,800.00 $2,031,022.00 $1,925,969.00 $2,126,609.00 $2,177,009.62 $2,228,695.10 $2,281,701.19 $2,336,064.74 REVENUES 2) Billing Revenues $2,282,067 $2,182,455 $2,246,744 $2,343,460 $2,442,636 $2,527,548 $2,623,050 $2,745,490 Residential Accts 6,610 6,610 6,305 6,280 6,255 6,230 6,205 6,180 c. ............. a ......::.. :: : ::::::::::....:.. _...................... .........:.:.:::::. :::.& 43. 75:.::.:.::..:..:.:.......$ 45_ 25......................_ $46 8; ��5:.:::::.:::::::::.::.. 5.................. .............................:. Querretfy �h!mrg$' >:. ....... $42.��0 ;. $�F2,5t1 :. ;.:. ; :. ..:,: Senior Accts 2,150 2,150 2,175 2,200 2,225 2,250 2,275 2 300 • Z a ` Apartment Accts 3,515 3,515 3,510 3,500 3,500 3,500 3,500 3,500 Quarterly Charge $29.75 $29.75 $30.63 $31.68 $32.73 $33.78 $35.00 $36.40 Non - residential Water 285,000 290,700 296,500 302,400 308,400 314,600 320,900 327,300 RATE::PER'.{:OOtf'1L..: '::.. x,7:11::.:1;7t1. �:: ,...<....,..,. 9t 7Q , gf.9a _........ _ $20f1: SZ4El:; 3) Miscellaneous Operating 0 0 0 O 0 0 0 0 4) Miscellaneous Non - operating 4,270 557 1,000 1,000 1,000 1,000 1,000 1,000 5) Interest Earnings (Phased Out By 1996) 0 TOTAL REVENUES $2,286,337 $2,183,012 $2,247,744 $2,344,460 r $2,443,636 $2,528,548 $2,624,050 $2,746,490 a1;: ,::':.:: ::'.fi2i `.:, ::::: ;29 1352::' > :��.,49::;:'41 10 : K: I : #141£. M :.> R.;l f75. S .:::::.:.:::: ........:..::..:....::.:.::�x`4 i rr` 7::::.;:.::..::: h.1.. �, �D.: ,.:::::::::.��F,f2. , "1'•+._.:..:..:.::.. ` ,..... ...r.....:..................... r....... ..... . Q��� ..................._:..........:.............................. _........................... ,.r... 6) Interest Earnings (100% By 1996) 238,419 165,450 1 102,470 79,759 69,615 47,708 49,635 58,656 ^F0F :1.' : . : : : : : : : i.:'!'►ZIjV y+ 1Rri�t .... } .. .24 . ..... :...:....9.. i...................................................................... I...........:...:.............: .........:.:................... . I".:1✓ SedlY. t1C.. 01�... Ds7 ..... ...............::.:::.:::.::::. �:::::::..::..::..:::...... _..... r:.... ............................... <.................:. �:::.:::::::::::: J:::::::::::::::::::::.:.... . ......................................................................... ......................:.......: .::: .... : >:: >» :...:..:::::.::::... :...: .::::......:::.::::::::. ;::: ><::;: >::::; :<: >:::.. . ,. EFFECT ON CASH & INVESTMENTS 7) Start of Year Cash & Inv $3,419,193 $2,876,856 $1,766,723 $1,375,149 $1,200,258 $822,550 $855,777 $1,011,315 8) Capital Outlay (1,280,515) (1,697,605) (947,819) (657,500) (904,500) (510,600) (438,600) (673,600) 9) Net Income or Loss 723,956 317,440 424,245 297,610 336,242 347,560 391,984 469,082 10) Depreciation Add -back 114,132 127,040 132,000 185,000 190,550 196,267 202,154 208,219 1 4 3 ' :145 2r7(12�a8.: $ : a5...... a 777 #:11,nd vf,:aa Gash & #n..::::::.: Unrestricted Investments 2,976,766 1,766,723 1,375,149 1,200,258 822,550 855,777 1,011,315 1,015,016 4 • BROOKLYN CENTER STORM DRAINAGE UTILITY 1998 RATE REVIEW Background The City Council on November 12, 1996 adopted Resolution 96 -227, which established storm drainage utility rates for 1995. The Council annually reviews established rates for their adequacy and makes adjustments as necessary. The Phase I study of the City's storm drainage system, (Storm Water Management Plan) has been completed. The Phase II study is underway and will be completed in early 1998. An essential part of this process will be the anticipated development of a financial plan, which will be implemented in 1998 and subsequent years. Storm Drainage Utility Financial Performance, 1996 The storm drainage utility's financial performance in 1996 was not as good as anticipated. Although operating revenues and expenditures came in about as expected, greater than anticipated capital expenditures and a large unpaid assessment from the Metropolitan Transit left the retained earnings lower than originally anticipated. In addition, revenue bonds were not sold in 1996 to cover the special assessment portion of the project. • A financial management priority for the storm drainage utility is the accumulation of a minimum cash balance of $500,000. This balance is necessary to provide for adequate cash flow and provide flexibility in programming projects. If a $500,000 balance had been maintained in 1997, the impact of the unpaid assessment would not have been as significant. Operating revenues for 1997 are coming in about as expected and should be sufficient to cover expenditures. In addition, the aforementioned assessment from Metropolitan Transit is expected in 1997, as well as the sale of revenue bonds to cover the special assessment portion of the 1996 project. Capital Outlays Capital improvements scheduled for 1998 include: Completion of the Shingle Creek Regional Pond, storm sewer work associated with the neighborhood street reconstruction, continued work on Phase II of our storm water plan and other water quality improvements. Future capital and operating needs are still under study. The Phase II Local Water Management Plan is expected to be completed in early 1998. This study will include operating and maintenance recommendations, and a refined capital improvement program that includes water quality as well as neighborhood projects. This information will be essential to developing and refining the short and long term financial plan for the utility. • • Options The schedule labeled Option 1 shows a modest increase in rates for 1998 and no increase in subsequent years. Future rate increases would be recommended upon completion of the second phase of the Water Management Plan. Recommendation For 1998, staff recommends Council adopt the rates shown in Option 1. Adopting Option 1 would result in a rate increase from $33.00 per base acre in 1997 to $36.00 per acre in 1998. The average residential quarterly rate per lot would increase from $8.25 in 1997, to $9.00 in 1998. RECOMMENDED QUARTERLY 1998 STORM DRAINAGE UTILITY RATES Classification/Land Use 1997 - 1998 BASE RATE $33.00 $36.00 1: Cemeteries, Golf Courses 8.25 9.00 2: Parks 16.50 18.00 3: Single Family, Duplex, Townhouse 8.25 /lot 8.25/lot 4: Schools, Government Buildings 41.25 45.00 5: Multiple Family, Churches 99.00 108.00 6: Commercial and Industrial 165.00 180.00 7: Vacant Land As As Assigned Assigned Table 2 details the 1998 storm drainage charges of area cities for residential properties. Table 2 1998 RESIDENTIAL STO RM DRAINAGE UTILITY RATES CITY QUARTERLY CITY QUARTERLY RATE RATE Hopkins $9.50 Roseville $4.50 Richfield 9.25 Crystal 4.20 Bloomington 9.10 Robbinsdale 3.50 Brooklyn Center 9.00 Fridley 3.00 New Hope 5.00 Golden Valley 3.00 Note: Cities on the lower end of the quarterly rate scale typically fund only their watershed district dues, and in some cases some other minor operational costs for the utility. Cities on the upper end are actively constructing storm drainage improvements from the fund. e: \eng \pubud1 \rates \sdurat98 • STORM DRAINAGE UTILITY RATE STUDY: 1998 OPTION: 1 12- Nov -97 PURATES:sdurat98 06- Oct -97 ;::::.:.:<::::' �99�:<.: ..; :::.:....:..............:... ..:.................................................................................................................................... ............................... .:... .....................:......... EXPENDITURES 1) Operations $184,990 $204,969 $184,027 $168,932 $174,000 $179,220 $184,597 $190,134 Personal Services 102,708. 126,234 100,000 100,000 0 0 0 0 Supplies 25 858 900 500 0 0 0 0 Contractual Services 80,141 76,396 80,627 66,432 0 0 0 0 Insurance 2,116 1,481 2,500 2,000 0 0 0 0 Other Operating Costs 0 0 0 0 0 0 0 0 Depreciation 5,471 41,756 57,000 83,000 87,150 95,000 95,000 95,000 TOTAL EXPENDITURES $190,461 $246,725 $241,027 $251,932 $261,150 $274,220 $279,597 $285,134 REVENUES 3) Billing Revenues $788,897 $822,980 $858,000 $936,000 $936,000 $936;000 $936,000 $936,000 REF Acres 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 BASB::R/lT)n Fi. A R �3f7,Qd :: $ 0 .... �3,D0 ....... $ 8 �(7 . 6 .: .6..... 111.11 Residential rate per lot $7.50 $8.00 $8.25 $9.00 $9.00 $9.00 $9.00 $9.00 Schools& govt buildings per acre $37.50 $40.00 $41.25 $45.00 $45.00 $45.00 $45.00 $45.00 Multiple family & churches per acre $90.00 $96.00 $99.00 $108.00 $108.00 $108.00 $108.00 $108.00 Commercial and industrial per acre $150.00 $160.00 $165.00 $180.00 $180.00 $180.00 $180.00 $180.00 4) Nonoperating Revenues ($18,044) $46,934 0 0 0 0 0 0 TOTAL REVENUES $770,853 $869,914 $658,000 $936,000 $936,000 $936,000 $936,000 $936,000 su aGa:,$s :.. ...ss16:97 <:.:::.;.> ::ss�fvt} 80 584�t `.: >:::;:: ::'::<::;>68a.66 :::.:::.::......:._....:::.:.:.::::::..::...:................ �........................................................................................................ ...........................f... ...................... .. ......:........ r ... . 5) Interest Income 2,890 18,428 30,746 45,738 X. BHtf:92•.. 6.1.89 ° fifSQ8 687 14� S6�t d�FiTAf�BRD3£C75� fJ4.> 1N. C© ME�: 14YA7Lk$ Lf .FOR:C�::: ..: ..: �...........: �.._._. r._....._....._...... �.._..... e..._ .................. ......... <..................... .......r... .... ..........�.......c..... .. � � .... ....... . � ....r. .. .. .... 1!# , >.'i :. :: EFFECT ON CASH & INVESTMENTS 5) Start of Year Cash & Inv $2,019,251 $1,309,718 ($177,005) ($20,706) $49,831 $317,718 $530,095 $788,589 6) Capital Outlay ($1,204,471) ($1,150,000) ($1,058,327) ($943,000) ($531,250) ($611;950) ($536,300) ($747,200) 7) Net Income or Loss 580,392 623,189 616,973 684,068 677,740 680,208 687,149 696,604 Special Assessments $0 $0 $10,614 $10,159 $9,704 $9,249 $8,794 $8,339 Bond Sales /Prepays $0 $0 $600,603 $170,000 $262,500 $279,380 $244,200 $394,920 Receivable/Misc. 167,531 308,500 8) Debt Service (90,925) (198,815) (238,095) (242,190) (237,957) (239,510) (240,350) (240,500) 9) Depreciation Add Back 5,471 41 ,756 57, 000 83, 000 87, 150 95,000 .............:........95 ,000 95, ,000 :.. :::::. :::;:.>: ;:....:: »:::.:.> ;> : :: ; : >::i:::< >:i::> :..::;::..: -. 4.8.81..........5.. t3 71 . ............... 9..5.............. 4. 88 :::::::>::>::>:::::»::>: : »:: >:: >:::: >: >s:;z::S:1::.3tJ9 71.8 .............. $.I� . Q0.5.............. S.p.7.U8 ............ . f.0. E ct.of.'fr.. a h..&. ittv ............................................. L....... �r.........?..........._€......_ r........)..................:.........:.....:.......:.:..._........................................... r................................................ ....................r..:....... t.. tt ........................................................................................:.......:...:.......................................................................................................................................................................................,,.,,,,.................... ............................... 1998 WATER AND SANITARY SEWER HOOKUP RATES BACKGROUND Utility hookup rates are adjusted annually to account for inflation. This year the change in the Twin Cities Consumer Price Index was 2.8 percent. Accordingly, the proposed water and sanitary sewer hookup rates for calendar year 1998 have been increased 2.8 percent. RECOMMENDATION Approve the following hookup rates: Current Rates Proposed Rates Type of Property /Assessment 1997 1998 WAT ER HOOKUP Single Family Residence With $3,605.00 $3,706.00 Service* Single Family Residence Without 2,755.25 2,832.50 Service* Frontage (front 135 feet) $36.72 per front foot $37.75 per front foot Area (area outside front 135 feet) $11.33 per 100 square feet $11.65 per 100 square feet Service Hookup $850.00 $875.00 SANITARY SEWER HOOKUP Frontage $21.34 per front foot $21.94 per front foot Service Hookup $850.00 $875.00 * The difference between these two rates are: "With service" means a service was installed to the property line at the time the water main was installed, but the property did not hook up to city water and was never assessed for the service. "Without service" means no service was ever installed. A property now choosing to hook up would pay the hook up charge to the city, and hire a private plumber to install a service out to the water main. BROOKLYN CENTER RECYCLING UTILITY • 1998 RATE REVIEW Background The City Council on November 12, 1996 adopted Resolution 96 -228, which established recycling utility rates for 1996. The Council annually reviews established rates for their adequacy and makes adjustments as necessary. Recycling Financial Performance The recycling fund is primarily comprised of fees paid to Hennepin Recycling Group (HRG) for recycling services and, the charges to individual households to cover those costs. Some incidental expenditures and revenues are included for container sales and supplies. Performance for 1997 is projected to provide for a net operating income of approximately $15,000. Rate Setting Considerations The Hennepin Recycling Group (HRG) has established and approved its 1998 operating budget. In that budget, HRG has indicated that Hennepin County will not decrease the recycling entitlement currently given to all HRG Communities. • As a result, HRG has indicated that there will be no need for an increase in fees for 1998. The rate will be maintained at $2.15 per household per month. III Recommendation It is recommended that the rate established for 1998 in table 1, be implemented as planned, Rates would be maintained as follows: TABLE 1 RECOMMENDED RECYCLING UTILITY RATES Recycling Rate Per Month 1997 1998 Residential Households (Per Month) $2.15 $2.15 Residential Households (Annual) $25.80 $25.80 • Member introduced the following resolution and moved • its adoption: RESOLUTION NO. RESOLUTION ADOPTING THE 1998 WATER UTILITY RATE-SCHEDULE WHEREAS, a municipal Public Utilities Division exists for the purpose of providing and maintaining water and sanitary sewer facilities for the citizens of the City of Brooklyn Center; and WHEREAS, it is a requirement of the City Charter that the Public Utilities Division be a self - sustaining entity through revenue provided by a uniform schedule of rates, fees and charges; and WHEREAS, City of Brooklyn Center Ordinances state, "The City Council shall adopt by resolution schedules of water and sanitary sewer rates, fees, and charges which schedules shall be known as the Public Utilities Rate Schedule". NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the following Water Utility Rate Schedule be adopted with the • current rate maintained effective for all billings issued after January 1, 1998. WATER UTILITY RATE SCHEDULE 1. WATER RATES BASE RATE AMOUNT PER YEAR 1.000 GALLONS 1996 $0.86 1997 $0.89 1998 Proposed $0.89 • RESOLUTION NO. • QUARTERLY MINIMUM RATE 1997 QUARTERLY 1998 METER SIZE MINIMUM CHARGE CHA 5/8" x 3/4" $ 7 Same 3/4 $ 11 it 1" $ 14 ff 1 1�2 „ $ 18 it 2„ $ 35 „ 3 $ 70 if 4" $119 tj 6" $273 " 8 $515 10" $686 " 2. FEES PRESENT PROPOSED Water Meters 5/8" x 3/4" $50.00 Same • 3/4" or larger Cost Plus $2.00 Same Fire Protection $50.00 Same Inspection Private Fire Hydrant Labor, Materials Same Maintenance Equipment and Overhead 3. CHARGES PRESENT PROPOSED Delinquent Account Greater of Quarterly $3.00 or 10% Same Certification to Taxes Per Account $30.00 Same Restoration of Service Monday to Friday Except Holidays Between the Hours of • 7:30 A.M. and 3:00 P.M. $25.00 Same RESOLUTION NO. • 3. CHARGES (continued T ( ) PRESEN PROPOSED Restoration of Service Anytime Saturday, Sunday and Holidays and Between the Hours of 3:00 P.M. and 7:30 A.M. on Monday Through Friday Except Holidays $75.00 Same Delinquent Meter Reading $2.00 1st & 2nd qtr. Same Per Account $5.00 3rd quarter $10.00 4th quarter (consecutive) Curb Stop Stand Pipe Repair $ 40.00 Same Hydrant Meters 5/8" x 3/4" Deposit $100.00 Same • Daily Rental $ 1.00 Same Minimum Rental $ 20.00 Same 2 1 /2 11 Deposit $700.00 Same Daily Rental $ 7.00 Same Monthly Rental $100.00 Same Minimum Rental $ 35.00 Same Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: • whereupon said resolution was declared duly passed and adopted. Member introduced the following resolution and moved • its adoption: RESOLUTION NO. RESOLUTION ADOPTING THE 1998 SANITARY SEWER UTILITY RATE SCHEDULE WHEREAS, a municipal Public Utilities Division exists for the purpose of providing and maintaining water and sanitary sewer facilities for the citizens of the City of Brooklyn Center; and WHEREAS, it is a requirement of the City Charter that the Public Utilities Division be a self - sustaining entity through revenue provided by a uniform schedule of rates, fees and charges; and WHEREAS, City of Brooklyn Center Ordinances state, "The City Council shall adopt b resolution schedules of water and sanitary sewer rates fees and charges which schedules shall Y �Y g be known as the Public Utilities Rate Schedule". NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the following Sanitary Sewer Utility Rate Schedule be adopted with the proposed rate effective for all billings issued after January 1, 1998. SANITARY SEWER UTILITY RATE SCHEDULE 1. RATES QUARTERLY RESIDENTIAL RATES SINGLE SENIOR YEAR FAMILY APARTMENT CITIZEN 1996 $42.50 $29.75 $23.40 1997 $43.75 $30.60 $24.00 1998 Proposed $45.25 $31.68 $24.89 NON- RESIDENTIAL RATES PER 1,000 FIXTURE YEAR GALLONS UNITS 1996 $1.70 $2.65 1997 $1.75 $2.75 1998 Proposed $1.80 $2.80 • RESOLUTION NO. 2. FEE PRESENT PROPOSED SAC Charge Set by MCES Set by MCES 3. CHARGES PRESENT PROPOSED Delinquent Account Greater of Quarterly $3.00 or 10% Same Certification to Taxes Per Account $30.00 Same Line Cleaning Charge Labor, Materials Labor, Materials Equipment and Equipment and Overhead Overhead Sanitary Sewer Hookup Established Established Annually by Annually by Resolution Resolution Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • its adoption: Member introduced the following resolution and moved RESOLUTION NO. RESOLUTION ADOPTING THE 1998 STORM DRAINAGE UTILITY RATE SCHEDULE WHEREAS, it is a requirement of the Brooklyn Center City Charter that Brooklyn Center's municipal utilities be self - sustaining entities through revenue provided by a uniform schedule of rates, fees, and charges; and WHEREAS, the Director of Public Services has reviewed the financial requirements of the Storm Drainage Utility and has developed a recommended rate schedule. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the following schedule of Storm Drainage fees will be in effect as of January 1, 1998: CHARGE PER QUARTER PER ACRE Classification/Land Use 1997 1998 BASE RATE $33.00 $36.00 1. Cemeteries, Golf Courses 8.25 9.00 2. Parks 16.50 18.00 3. Single Family, Duplex, Townhouse 8.25 /lot 9.00 /lot 4. Schools, Government Buildings 41.25 45.00 5. Multiple Family, Churches 99.00 108.00 6. Commercial and Industrial 165.00 180.00 7. Vacant Land As Assigned As Assigned • • RESOLUTION NO. Date Mavor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the followin voted against the same: whereupon said resolution was declared duly passed and adopted. Member introduced the following resolution and moved • its adoption: RESOLUTION NO. RESOLUTION ADOPTING THE 1998 WATER AND SANITARY SEWER HOOKUP RATES WHEREAS, Resolution Nos. 74-45 and 77 -113 provided for the annual adjustment of water assessment rates for non - single - family residential and single - family residential rates, respectively; and WHEREAS, said adjustment in water hookup rates is to be effective January 1 of each year; and WHEREAS, Resolution No. 88 -05 changed the month from which the annual price index change is to be calculated from October to July; and WHEREAS, the City Engineer has reported to the City Council that the change in the Twin Cities Consumer Price Index from July 1996 to July 1997 was an increase of 2.8 percent; and WHEREAS, City policy, based on Village policy established in Aptil, 1956, is to calculate the cost of sanitary sewer hookup based on the average cost of a lateral system of sanitary sewers for a standard Village lot. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the water and sanitary sewer hookup rates effective January 1, 1998 will be as follows: Type of Property /Assessment 1998 Rate WATER HOOKUP Single Family Residence with Service $3,706.00 Single Family Residence without Service $2,832.50 Frontage (front 135 feet) $37.75 per front ft. Area (area outside front 135 feet) $11.65 per 100 sq. ft. Service Hookup $875.00 SANITARY SEWER HOOKUP Frontage $21.94 per front foot • Service Hookup $875.00 • RESOLUTION NO. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: r of. and the following voted against the same: whereupon said resolution was declared duly passed and adopted. its adoption: Member introduced the following resolution and moved • RESOLUTION NO. RESOLUTION ADOPTING THE 1998 RECYCLING RATES WHEREAS, the City of Brooklyn Center is a member of the Hennepin Recycling Group (HRG), which is a joint powers group formed pursuant to Minnesota Statutes, 1987, Section 471.59; and WHEREAS, the purpose of the joint powers agreement was to create an organization by which the member cities may jointly and cooperatively provide for the efficient and economical collection, recycling, and disposal of solid waste within and without their respective corporate boundaries, all in compliance with Minnesota Waste Management Act, Minnesota Statutes, 1987, Chapter 115A; and WHEREAS, the HRG has established a curbside recycling program for its member cities to meet the requirements of Hennepin County Ordinance No. 13, Solid Waste Source Separation for Hennepin County; and WHEREAS, Brooklyn Center Ordinance No. 89 -11 authorizes the City to establish rates for recycling services; and WHEREAS, the HRG has established a rate of $2.15 per month per household for recycling services beginning January 1, 1998; and WHEREAS, the rates for recycling services established by the HRG reflect the amount needed to fund the City's curbside recycling program after the projected reimbursement of recycling program costs from Hennepin County. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that the above described rates established by the HRG for recycling services are hereby approved. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. WATER UTILITY FUND 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 1996 19 1998 REVENUES: Service to Customers $981,959 $1,067,466 $1,080,000 $1,120,500 Meter Sales 10,065 6,770 20,000 12,000 Penalties 56,809 70,804 40,000 50,000 Special Assessments 8,883 (6,924) 10,000 0 Tower Rental Fee 0 0 0 15,225 Other Revenue 2,660 5,073 0 0 Investment Earnings 290,593 283,215 243,774 198,427 Total Revenues $1,350,969 $1,426,404 $1,393,774 $1,396,152 EXPENDITURES: Personnel $266,862 $240,580 $218,112 $217,663 Supplies 87,234 87,392 98,020 95,500 Other Contractual Services 126,962 132,337 133,229 126,250 Central Garage Rentals 52,207 33,736 53,508 20,084 Insurance 12,981 10,511 14,400 13,495 • Utilities 1514 4 05 12 005 145,781 139,100 Administrative Service Transfer 109,560 114,050 117,819 123,871 Depreciation 241,745 230,236 222,000 257,000 Total Expenditures $1,048,956 $972,847 $1,002,869 $992,963 Operating Income $302,013 $453,557 $390,905 $403,189 Capital P y 5,944 16,560. 1,469,680 1,813,000 Net Income $296,069 $436,997 ($1,078,775) ($1,409,811) • • CITY OF BAYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 40 1998 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND WATER UTILITY FUND 056 1 3013 Penalties & Interest on Taxes 0 1 105 1 0 1 0 1 0 1 0 Property Taxes TOTAL 0 105 01 01 01 0 3081 Special Assessments 3,678 0 -10,9181 0 5 0 3083 Penalties on Spec Assessments 66 0 2081 3 0 0 3084 Interest on Special Assessment 5,138 3,785 3,786 3,020 5,000 0 I Miscellaneous Taxes TOTAL - - -- - 8,883 1 - -- - 3,785 1 - - -- - 6,9241 - -- - 3,024 - - -- 10,0001 ---- - - - - - 0 3461 Other Revenue 2,080 447 ' 4,473 1,036 0 0 3472 Check Processing Fee 579 580 600 181 0 0 Miscellaneous Revenues TOTAL 2,660 1,027 5,073 1,2171 01 0 3740 Water Sales 972,362 1 915,401 1 1,060,7611 869,9511 1,080,0001 1,112,500 3742 Fire Lines 7,756 6,937 8,0341 6,7591 0 8,000 3743 Outside Water Sales 879 232 1,4601 502 0 0 3744 Sales of Water Meters 23,768 17,341 ( 24,884 12,381 20,000 12,000 3745 Cost of Sales Water Meters - 11,212 1 - 16,059 1 - 18,114' - 55,6131 01 0 3746 Curb Stop Repairs 160 1 0 1 -401 9691 01 0 3747 Meter Purchase Refunds -2,491 I 0 01 01 01 0 1 1 1 3748 Final Bill Collections 1,246 1 0 1 01 01 01 0 3749 Customer Account Refunds -3,033 -4,282 - 4,699 - 3,605 1 . 0 1 01 3750 Service Restoration Fee Water 2,589 1,900 1,950 5751 01 0 1 • CITY OF BAYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 41 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE 3752 Water Connection Charge 0 ( 0 i OI 31 - OI 0 3754 Water Penalties 56,809 54,711 70,804 66,298 1 40,000 50,000 3755 Tower Rental Fee 0 0 0 12,197 01 15,225 3756 Certification Fee 0 ' 0 0 1 8,603 0 0 1 Water Utility Revenue TOTAL 1,048,834 976,182 1,145,0401 919,0471 1,140,0001 1,197,725 3764 Sewer Penalties o � 572 � o o I ° 1 0 Sanitary Sewer Revenue TOTAL 0 ( 572 i OI pl ----- - - - - p l p � 3800 Interest Earnings 290,593 0 I 283,215 0 243,774 198,427 Investment Earnings TOTAL 290,593 I 0 I 283,215 0 243,774 198,427 WATER UTILITY FUND TOTAL - 1, 350,969 i -- 981,670 i - 1,426,4041 -- 923,288 - 1,393,7741 - 1396_152 Division: Water Facility Maintenance Budget Code: 670 Program No: 7115, 7101 -7110 7121 -7123 PROFILE This activity involves the production of water and the maintenance of the City's nine wells and three towers including buildings, chemical feed equipment, and ounds as well as monitoring the S grounds, g Jordan Aquifer, which is the City's source e of water. DEPARTMENTAL GOALS • Routine and emergency maintenance of wells, continued monitoring of static /pumping levels and well depths. • Maintain chemical feed equipment so as to comply with state guidelines for disinfection, fluoridation and corrosion control • Preventative maintenance and emergency repairs of electrical controls, telemetry system and building and grounds. • Routine maintenance and repair of the interiors/exteriors of the City's water towers providing for proper seasonal level fluctuation to avoid possible structural damage. • Maintain accurate calibration of all towers. SPECIFIC EXPENDITURE CODED TAILS Object Number Explanation Amount 4226 Chemical Products $65,000 Various chemicals are added to City water for disinfection, fluoridation, reduced corrosivity, and to hold the naturally- occurring nuisance mineral manganese in solution. Increased by . $2,000 in 1998 for expected price increases. 4230 Repair and Maintenance Supplies $5,000 The cost of repair or replacement of mechanical equipment in the pumphouses. Includes the cost or replacing two chlorinator booster pumps($1,860), and two sand separators ($1,100) 4383 Buildings Repairs $5,000 Minor repairs to well house buildings. In 1998 includes the cost of replacing the chemical room door and interior window between the chenical room and the pump room at well #4. 4400 Contractual Service $5,000 This line item provides for maintenance contracts on well house furnaces, and on the SCADA system. Since the SCADA system is scheduled to be replaced in 1998, this line item has been reduced, anticipating fewer service calls. 4414 Licenses, Taxes, and Fees $7,000 The Water Appropriation Permit fee charged by the DNR for the pumping of groundwater • from the Jordan Aquifer. 4481 Electric Service $130,000 The cost of pumping water. PERSONNEL LEVELS • Number Position 2 Maintenance II .55 Seasonal Part-Time CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Capital outlays are included in Division 672, Water Construction • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 190 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV WATER FACILITY MAINT 670 i i j I I 4100 Wages Regular Employees i 33,142 i 28,009 i 72,902 24,359 70,328 70,328 4112 Overtime Regular Employee i 6,525 i 6,572 3,846 I 5,934 3,963 3,963 4130 Wages Part-time Employees i 1,292 743 0 522 I 0 0 4133 Vacation Pay 0 0 0 3,125 0 0 4134 Holiday Pay 0 i 0 I 0 1,379 I 0 0 4135 Sick Leave Pay I 0 I 0 0 3,295 0 0 Salaries and Wages TOTAL 40,959 35,324 76,748 38,613 74,291 74,291 4141 PERA Basic Plan 24 0 I 0 0 0 0 4142 PERA Coordinated Plan 1,767 1,549 3,438 1,707 3,848 3,848 4146 FICA 3,066 2,676 5,871 3,110 5,683 5,683 4150 Employee Benefits 0 0 0 5,714 8,640 8,640 4151 Health Insurance I 1,423 3,431 8,640 I 960 0 I. 0 4152 Life Insurance 10 24 44 i 5 = 44 44 4153 Dental Insurance 63 124 360 38 0 0 4154 Workers Comp Insurance 1 ,770 1,088 2,339 1,012 2,007 2,007 Fringe Benefits TOTAL 8,123 -,8,992 20,692 12,547 I 20,222 20,222 4220 Operating Supplies 4,702 41 3,000 3,842 3,000 3,000 4226 Chemical Products 56,779 66,593 63,000 49,306 65,000 65,000 4227 Safety Supplies 0 142 0 0 0 0 4230 Repair & Maint Supplies 1,232 1,217 5,700 573 5,000 5,000 • CITY OF.BR*YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 191 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4231 Equipment Parts 20 0 I 0 0 0 0 4233 Building Repair Supplies 636 170 2,400 261 1,000 1,000 4234 Street Maint Materials 5,309 0 0 0 0 0 4243 Utility System Supplies i 32 f 4,589 i 0 0 i 0 i 0 Supplies TOTAL i 68,711 I 72,753 74,100 53,982 74,000 74,000 4310 Professional Services 0 I 0 0 9,378 0 0 Consulting TOTAL 0 0 I 0 9,378 0 0 4351 Legal Notice Publication i 0 I 0 i 0 176 0 0 Communications TOTAL 0 I 0 0 176 0 0 4382 Equipment Repair & Maint i 0 I 2,147 3,770 0 3,000 3,000 4383 Buildings Repairs i 30 0 2,200 0 I 3,000 3,000 Repair Rental & Maint TOTAL 30 2,147 5,970 0 6,000 I 6,000 4400 Other Contractual Service i 26,362 I 3,864 0 14,999 5,000 5,000 4414 Licenses, Taxes, & Fees 5,718 5,747 i 0 6,303 7,000 7,000 4420 Human Rights Commission 0 0 I 0 191 = 0 Other Contractual Sery TOTAL 32,080 9,611 0 21,493 I 12,000 I 12,000 4440 Fuel Charges i 8 16 0 0 0 0 1 4441 Fixed Charges 519 517 0 0 I 0 0 1 4442 Repair & Maint Charges 90 48 0 0 I 0 0 • CITY OF BR*N CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 192 1998,BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4443 Multi-use Hourly Charges i 13,761 7,162 i 0 0 0 0 Central Garage Rentals TOTAL 14,378 7,743 0 0 0 0 4481 Electric Service 140,536 113,669 136,428 98,685 130,000 130,000 4482 Gas Service I 4,402 -.5,4.57 5,587 3,734 5,500 5,500 4485 Sanitary Sewer Service i 170 171 766 131 200 200 4488 Storm Water Drainage 3,096 3,273 3,000 2,512 3,400 3,400 Utilities TOTAL 148,204 122,571 145,781 105,062 139,100 139,100 4520 Buildings 0 0 0 24,485 0 0 4531 Special Assessments 0 0 0 2,475 0 0 .4552 Other Equipment 0 I 0 I 0 11,298 0 0 4560 Construction Contracts 5,487 16,560 11,500 139,063 0 0 Capital Outlays TOTAL 5,487 16,560 11,500 177,321 0 0 4920 Depreciation Expense 66,210 64,466 = 57,000 57,634 66,000 I 66,000 4922 Loss Fixed Asset Disposal 494 0 0 0 0 0 Depreciation TOTAL 66,704 64,466 57,000 57,634 66,000 66,000 WATER FACILITY MAINT TOTAL 384,676 = 340,067 = 391,791 476,207 391,613 391,613 Division: Water Operations Budget Code: 671 Program No: 7130, 7143, 7149 PROFILE This division accounts for the distribution of water to customers. Administration and utility billing are also included. The division is managed by the Public Services Director, except for the utility billing component which is managed by the Finance Director, and has been established as an enterprise fund. ' The City has 115 miles of water main, 1,411 water valves, and 837 fire hydrants providing service to 8,372 metered residential connections and 549 metered commerciaV industrial customers. Also included in this division is the maintenance of meters, locating ater mains and services testing f the municipal water g , g P supply throughout the system as required, preventative maintenance, and emergency repairs to the City's distribution system and its appurtenances. The utility billing operation prepares and sends out utility bills, receives meter readings and makes estimated readings, and administers collections and assessment for non - payment. DEPARTMENTAL GOALS • Change, read and repair residential and commercial water meters as necessary. • Provide timely locating services as per Gopher State One Call. • • Work together with the Engineering Division in reconstruction areas to inspect new water services, mains and disconnects, and provide assistance to customers in construction areas who are receiving new water services. • Provide fire flow information and assist insurance companies in gathering additional information as needed (i.e., assist in fire flow testing). • Maintain weekly bacteria testing d daily fluoride testing d reports as required b the State Health g Y g P q Y Department. • Conduct lead and copper testing as required, and proactive contract and in -house testing for iron, manganese, zinc and calcium/magnesium hardness. • Maintain training sponsored by the Minnesota Department of Health, as well as in house training in right to know, confined space entry and work zone safety. • Continue routine maintenance and emergency repair of fire hydrants, system valves and water mains, and seasonal and routine flushing of water mains. SPECIFIC EXPENDITURE CODE DETAILS Object Number Explanation Amount 4230 Repair & Maintenance Supplies $11 000 P , PP Various supplies used in the maintenance of the distribution system, such as valve box extensions, gate valves, supplies needed for water main breaks, etc. 4234 Street Maintenance Materials $2,000 The cost of rock, sand, asphalt, etc. used to repair pavements after repairing water main breaks. Object Number Explanation Amoun 4400 Other Contractual Service $12,000 Generally, the cost of obtaining assistance from private contractors to repair water main • breaks, such as to provide dewatering or specialized equipment not owned by the City. 4414 Licenses, Taxes, and Fees $47,000 State of Minnesota Water Testing Fee, a charge per water connection. PERSONNEL LEVELS Num er Position 1 Supervisor of Public Utilities 1 Maintenance II CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Pavement cutting saw 1/98 1 $12,500 Used to cut bituminous and concrete street pavements for water or sewer main break repairs and other utility cuts. Would also be used for a new pavement joint • sawing program. • CITY OF BRIDYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 193 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV WATER OPERATIONS 671 4100 Wages Regular Employees 109,746 105,745 81,260 103,657 81,933 81,933 4112 Overtime Regular Employee 12,867 13,285 I 7,693 8,704 7,925 7,925 4130 Wages Part-time Employees 15,560 10,355 9,476 8,784 I 9,760 I 9,760 4131 Overtime of Part-time Emp 0 6 0 0 0 0 4133 Vacation Pay 14,764 13,513 0 4,394 0 0 4134 Holiday Pay 11,205 10,993 2,316 0 0 0 4135 Sick Leave Pay 13,935 6,717 0 2,062 0 0 Salaries and Wages TOTAL i 178,078 I 160,612 98,429 129,918 99,618 99,618 4141 PERA Basic Plan 55 0 0 0 0 0 1 4142 PERA Coordinated Plan 7,233 5 6,645 4,410 5,427 ' 160 5,160 4146 FICA 13,249 I 11,963 i 7,530 I 9,709 7,621 7,621 4150 Employee Benefits I 0 I I 0 0 4,914 8,040 8,040 4151 Health Insurance 12,241 10,424 7,100 1,392 0 .0 4152 Life Insurance 88 72 I 44 10 44 44 4153 Dental Insurance 526 371 187 24 ! 0 0 4154 Workers Comp Insurance 5,59 5 4,525 2,972 3,426 2,667 2,667 Fringe Benefits TOTAL 38,987 34,000 22,243 24,902 23,532 23,532 4210 Office Supplies 124 0 50 1,075 0 0 9 4212 Printed Forms 1,401 2,81 2,000 315 2,000 2,000 4220 Operating Supplies 3,163 3,277 4,300 = 6,215 4,300 4,300 • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 194 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4225 Shop Supplies 28 0 I 0 0 0 0 4226 Chemical Products 531 105 0 0 0 0 4227 Safety Supplies 720 163 1,400 1,076 1,000 1,000 4230 Repair & Maint Supplies 11,577 7,055 12,000 9,092 11,000 11,000 4233 Building Repair Supplies I 42 126 0 0 0 0 4234 Street Maint Materials I 939 = 922 2,970 909 I 2,000 2,000 4240 Small Tools 0 119 i 500 184 500 500 4243 Utility System Supplies 0 0 700 3 700 700 Supplies TOTAL 18,524 14,587 23,920 18,868 21,500 21,500 4310 Professional Services 1,560 16,724 0 1,375 0 0 4311 Benefits Administration 0 23 0 0 0 0 4312 Legal Services 13 148 0 0 7 0 0 4313 Audit & Financial Service 1 ,295 1,330 1,375 1,330 1,400 1,400 Consulting. TOTAL 3,003 18,077 1,375 2,841 1,400 1,400 4321 Postage I 17,097 18,881 I 18,000 14,493 18,000 18,000 4322 Telephone Services 632 867 i 709 = 723 900 900 4324 Delivery Service 80 0 0 8 0 0 4334 Use of Personal Auto 18 0 0 0 0 0 4350 Printing 288 314 I 0 0 0 0 0 0 250 0 0 0 4351 Legal Notice Publication • CITY OF Bk YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 195 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED - - - -- Communications TOTAL 1 18,115 1 20,062 1 18,959 1 15,224 1 18,900 1 18,900 4380 Repair & Maint Contract i 435 1 0 i 0 I 0 0 I 0 4386 Communication Systems 1 1,219 I 1,043 1 1,400 1 1,043 1 1,400 1,400 4390 Rentals 1 0 732 1 0 0} 0 0 I 4397 Logis Charges 1 9,815 1 21,063 ( 25,025 1 18,888 23,550 1 23,550 i I I I Repair Rental & Maint TOTAL i - - -- 11_469 - - -- 22,838 i - - -- 26,425 - -- 19,931 I - - - 24,950 - - -- 24,950 4400 Other Contractual Service 1 12,107 1 10,214 1 19,000 7,886 12,000 12,000 i 4402 Uncollectible Checks 1 0 1 187 ( 0 0 0 0 4411 Conferences and Schools 1 1,003 1 1,443 1 2,600 635 2,600 2,600 4412 Meeting Expenses i 0 1 255 1 0 0 1 0 0 4413 Dues & Subscriptions 1 1,667 1 1,041 1 700 1 294 1,200 1,200 i 4414 Licenses, Taxes, & Fees ' 46,369 ( 46,364 1 58,000 1 34,810 1 47,000 47,000 4415 Claims Payment ( 1,053 1 0 1 0 1 0 0 I 0 4417 Books /Reference Materials 1 65 ! 99 1 200 256 200 200 I I I Other Contractual Sery TOTAL ( 62,265 1 59,602 1 80,500 43,882 63,000 63,000 i 4440 Fuel Charges i 20 41 i 13 163 I 1,706 ` 1,706 4441 Fixed Charges 1 1,334 1,330 1 963 806 1 11,928 11,928 i 4442 Repair & Maint Charges 1 304 1 122 ( 696 3,621 1 6,450 6,450 4443 Multi -use Hourly Charges 1 36,097 ( 23,814 1 , 51,836 1 30,255 1 0 1 0 4444 Replacement Charges f 75 1 0 1 0 = 0 1 0 1 0 • CITY OF BAYN ' CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 196 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Central Garage Rentals TOTAL 37,829 25,307 53,508 34,846 I 20,084 20,084 4461 Gen Liability Insurance 8,909 i 6,804 9,100 8,054 8,300 8,300 4462 Property Insurance 4,072 `3,152 4,300 4,191 4,320 4,320 4463 Boiler & Machinery Insurance I 0 555 1,000 847 I 875 i 875 Insurance TOTAL 12,981 10,511 I 14,400 13,091 13,495 13,495 4481 Electric Service 1,617 1,434 0 382 0 0 4487 Solid Waste Disposal 1,584 0 0 0 0 0 Utilities TOTAL 3,201 1,434 0 382 0 0 4548 Computer Equipment I 0 0 0 603 0 0 4551 Office Furniture & Equip 457 0 0 0 0 0 4552 other Equipment I 0 I 0 13,430 2,019 12,500 12,500 Capital Outlays TOTAL 457 0 I 13,430 2,622 12,500 = 12,500 • 4199 Salaries Reimbursed 109,560 114,050 0 0 0 0 4702 Administrative Sery Transfer 0 0 117,819 98,180 123,871 123,871 Administrative Services TOTAL 109,560 114,050 117,819 98,180 123,871 123,871 4920 Depreciation Expense 175,041 165,770 I 165,000 166,836 191,000 191,000 Depreciation TOTAL 175,041 165,770 165,000 166,836 191,000 = 191,000 WATER OPERATIONS TOTAL 669,508 646,851 636,008 571,522 613,850 613,850 Division: Water Construction Projects Budget Code: 672 PROFILE Water system improvements made as part of the neighborhood street reconstruction or other improvement projects. Proposed water utility capital projects for 1998 are: Street and Utility Improvements. Substantial water main improvements would be completed in association with street improvement projects. In the Bellvue South and St. Al's neighborhood street improvements, watermain would be replaced as necessary. These projects are described in Division 632, special assessment construction fund. Repair Paint on Tower #3. The structure and coatings on Tower #3 (Centerbrook Golf Course) are due for repairs. p The tower was last coated and repaired in 1984.. Its coatings are generally in fair condition but require repair, especially the exterior coating. Upon completion, the coatings should be in satisfactory condition for five to ten years, after which they should be inspected. Replace SCADA System. Replacement of the SCADA (Supervisory Control and Data Acquisition) System for control and alarming of the water system. The current system was installed in 1987 and is outdated and costly to maintain. Professional services for design were included in the 1997 budget. Routine Well Maintenance. On a six year rotation, the pump and motor of every well is removed, inspected, and repaired as necessary. If there is excessive sand buildup in the well cavity, during the period the pump and shaft are removed the well cavity is bailed. Wellhouse Rehabilitation. The Public Utilities Supervisor has developed systematic s de to ed a schedule for s P P Y improvement of the 9 well houses. At well #3, the following improvements are necessary in 1998: repair /replacement of the roof, fascia, and soffits; replacement of the chlorine room door; and replacement of the two furnaces. Also proposed for design in 1998 and construction in 1999, is exterior and interior . wellhouse rehabilitation at well #s 5 and 6. These facilities are located in residential neighborhoods, and are intended to have the appearance of residential houses. The exteriors and roofs of both wellhouses are in fair to poor condition, and require substantial maintenance. It is proposed to reconstruct the roofs and clad the buildings in brick veneer, as well as replace furnaces and A/C units as necessary. The garage doors at 96 also need replacement. Landscape Tower #1. Located at 69th and France Avenues, this large lot is without landscaping. It is g proposed to add landscaping so it is similar in character to the 69th Avenue parkway. DEPARTMENTAL GOALS ► Perform, in a cost- effective manner, water system improvements as a part of neighborhood street reconstruction of other improvement projects. ► Repair, rehabilitate, or reconstruct water facilities as necessary to provide for efficient and effective operations. • PERSONNEL No staff are currently assigned to this program. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Bellevue South Street and Utility Spring 1998 $550,000 Replacement of water main and Project services as necessary. St. AI's Neighborhood Street and Spring 1998 $130,000 Replacement of water main and Utility Project services as necessary. John Martin Drive Mill and Overlay Spring 1998 $2,500 Minor structure modifications Project Repair Paint on Tower #3 Summer $700,000 Periodic maintenance for 1998 structural and coatings integrity Replace SCADA System late Summer $200,000 Replace outdated system which 1997 controls wells and towers. Routine well maintenance, Well #7 Fall 1998 $23,500 Well pumps and motors are periodically removed, inspected, and repaired as necessary to ensure continued safe and dependable operation. Wellhouse #3 minor repairs Spring 1998 $14,500 Replacement of roof, fascia, soffits, doors, and furnaces Wellhouses #5 and 6 exterior Fall 1998 $30,000 Design exterior and - roofing rehabilitation rehabilitation, for construction in 1999. Would eliminate costly maintenance items and improve appearance of these wellhouses, which are in residential neighborhoods, next to homes Landscape Tower 41 Spring 1998 $50,000 Landscape vacate property similar to the rest of the 69th Avenue parkway Portable 250KW generator January, $70,000 Provides power to run larger 1998 pump motors during electrical emergencies r • ` CITY OF B*YN CENTER ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 197 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ----------------- DIV WATER CONSTRUCTION 672 4100 Wages Regular Employees 621 , 1,253 0 0 0 0 4112 Overtime Regular Employee 0 283 0 0 I 0 0 Salaries and Wages TOTAL 621 1,537 !( 0 0 0 0 ---- - - - - -- 4142 PERA Coordinated Plan 28 69 0 0 0 0 4146 FICA 59 I 113 I 0 0 0 0 4154 Workers Comp Insurance 9 33 0 ( 0 0 0 Fringe Benefits TOTAL 96 215 0 0 0 0 4220 Operating Supplies i 0 I 0 I 0' 150 0 0 4230 Repair & Maint Supplies ( 0 52 0 0 0 0 Supplies TOTAL I 0 52 = 0 150 0 0 4310 Professional Services 0 ( 0 50,000 15,816 0 0 I Consulting TOTAL I. 0 0 50,000. 15,816 0 0 4324 Delivery Service 0= 0 0 14 0' 0 4351 Legal Notice Publication I 0 I 0 0 213 0 0 Communications TOTAL ( 0 0 0 226 0 0 4408 Engineer Fee Capital Proj 0 I 0 5,000 0 0 0 Other Contractual Sery TOTAL , 0 0 ) 5,000 0 0 , 0 4443 Multi -use Hourly Charges 0 686 0 0 0 0 1 CITY OF BRYN CENTER 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 198 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Central Garage Rentals TOTAL 0 686 0 0 0 0 4520 Buildings 0 0 0 0 44,500 44,500 4560 Construction Contracts i 0 i 0 388,700 I 1,090,780 ' 1 1,756,000 Capital Outlays TOTAL ; ---- - - - - -0 -- _- - - - - - 0 - -- 388,700 1,090,780 - 1,800,500 - 1,800,500 4727 Special Ass Const Trans 0 0 1,001,050 0 0 0 Transfer to other Fund TOTAL 0 0 1,001,050 0 0 0 WATER CONSTRUCTION TOTAL i 717 2,489 i 1,444,750 1,106,973 1,800,500 1,800,500 WATER UTILITY FUND TOTAL 1,054,901 I 989,407 2,472,549 2,154,701 : 2,805,963 2,805,963 I SANITARY SEWER FUND 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 REVENUES: Service to Customers $2,195,718 $2,181,146 $2,326,185 $2,343,460 Sewer Connection Charge 86,349 998 0 0 Special Assessments ssessments 5 311 676 1,000 1,000 Other Revenue 0 311 0 0 Investment Earnings 238,419 165,450 103,727 79,759 Total Revenues $2,525,797 $2,348,581 $2,430,912 $2,424,219 EXPENDITURES: Personnel $111,860 $103,952 $131,336 $140,018 Supplies 11,110 8,515 20,444 18,750 Other Contractual Services 46,431 54,363 63,152 75,090 Sewer Disposal Charges 1,427,330 1,557,774 1,500,501 1,525,000 Central Garage Rentals 84,821 70,996 45,910 70,745 Insurance 5,775 4,738 6,400 5,525 Utilities 19,186 21,075 21,590 22,000 Interest Expense 01 0 0 0 Administrative Service Transfer 73,040 76,041 78,546 82,581 Depreciation 115,174 127,159 132,000 185,000 Total Expenditures $1,894,727 $2,024,613 $1,999,879 $2,124,709 Operating Income $631,070 $323,968 $431,033 $299,510 Captial Outlay $5,840 $3,409 $3,650 $1,900 Construction $1,186 $3,121 $596,250 $632,500 Net Income $625,230 $320,559 $427,383 $297,610 • • CITY OF BR, CENTER REVENUE BUDGET WORKSHEET BY FUND Page 42 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND SANITARY SEWER FUND 057 3013 Penalties & Interest on Taxes 0 1 8 1 O I 0 0 1 0 Property Taxes TOTAL 0 1 8 l 01 01 01 0 3081 Special Assessments 5,207 1 0 1 01 01 1,0001 1,000 I I 3083 Penalties on Spec Assessments 1 0 1 1731 0 01 0 1 1 3084 Interest on Special Assessment 103 � 503 1 503 387 0 1 0 Miscellaneous Taxes TOTAL 5,311 1 503 1 676 3881 1 1,000 3461 Other Revenue 0 0 1 311 6,056 0 0 Miscellaneous Revenues TOTAL 0 I 0 3111 6,056 0 0 3760 Sewer Service 2,195,718 i 1,903,424 1 2,181,1461 1,816,970 2,326,1851 2,343,460 3762 Sewer Connection Charge 86,349 1 0 1 998 0 0 1 0 1 I 1 1 Sanitary Sewer Revenue TOTAL 2,282,067 1,903,424 1 2,182,1441 1,816,970 2,326,185= 2,343,460 3800 Interest Earnings 238,419 1 0 i 165,450 0 103,727 , 79 759 4 Investment Earnings TOTAL 238,419 ( 0 1 165,450 0 103,7271 79,759 SANITARY SEWER FUND TOTAL 2,525,795 1 1,903,935 1 2,348,5821 1,823,4151 2,430,912 2,424,219 Division: Sewer Facilities Maintenance Budget Code: 675 Program No: 7300 7301 -7312 • PROFILE This activity involves the maintenance of the City's ten lift stations, which includes buildings, equipment, and property. DEPARTMENTAL GOALS • Continue established preventative and regular maintenance program on electrical controls, buildings, and grounds. • Monitor inflow and pump efficiency. SPECIFIC EXPENDITURE CODE DETAILS Object Number Explanation Amount 4230 Repair & Maintenance Supplies $4,000 The cost of check valves, sump pumps, floats, float switch controls, etc. 4400 Other Contractual Service $2 Generally, specialized contractual services such as pump rewinding. PERSONNEL LEVELS Number Position 1 Maintenance II This position also includes seasonal part-time. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date No new equipment required at this time. • • CITY OF B*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 199 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV SEWER FACILITIES MAINT 675 4100 Wages Regular Employees i 20,323 18,799 ' 33,464 14,944 ( 37,701 37,701 4112 Overtime Regular Employee ( 7,678 7,236 3,846 5,565 I 3,963 3,963 4130 Wages Part -time Employees 393 483 0 955 { 0 ( 0 4133 Vacation Pay ( 0( 0 I 0 1,411 0 I 0 4134 Holiday Pay ( 0 ( 0 ( 0 ( 982 0 ( 0 ( I 4135 Sick Leave Pay 0 0 ( 0 938 ( 0 0 { ( Salaries and Wages TOTAL i - - -- 28,395 I - - -- 26_519 i - - -- 37_310 - -- 24,795 ( - - -- 41,664 41,664 4141 PERA Basic Plan ( 2 ( 0 ( 0 0 0 ( 0 4142 PERA Coordinated Plan ( 1,254 1,166 1,672 ! 1,068 2,158 ( 2,158 4146 FICA ( 2,132 2,007 ( 2,854 I 1,961 3,187 i 3,187 4150 Employee Benefits ( 0 0 0 ( 2,057 ( 3,720 ( 3,720 4151 Health Insurance 1,040 ( 2,385 ( 2,600 361 ( 0 ( 0 4152 Life Insurance ( 7 ( 17 ( 22 3 ! 22 ( 22 4153 Dental Insurance 41 81 I 360 5 ( 0 0 ( i 4154 Workers Comp Insurance 1,076 783 ( 1,117 645 1,109 ( 1,109 Fringe Benefits TOTAL I - - -- - 5,551 I - - - -- 6,439 ( - - -- - 8,625 - -- - 6,101 -- 10,196 ( - 10,196 i i saaaas ass =scans 4210 Office Supplies ( 0 343 ( 0 0 0 0 4220 Operating Supplies ' 170 124 1,000 ( 338 ( 500 500 4226 Chemical Products , ( 2,400 3,157 ( + 0 ( 2,524 0 ( 0 4227 Safety Supplies ( 0 ( 0 ( 0 71 ( 0 ( 0 • CITY OF BR&N CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 200 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4230 Repair & Maint Supplies 1,571 742 { 4,000 19 4,000 { 4,000 Supplies TOTAL ' 4 { 4 { 5,000 2,953 4,500 4,500 4310 Professional Services { 15,699 I 0 i 0 I 4,086 0 0 { f i Consulting TOTAL I 15,699 { 0{ 0 I 4,086 0 0 4322 Telephone Services I 526 i 590 i 500 492 500 500 4323 Radio Communications i 0 i 0 0 3,550 0 0 Communications TOTAL 526 I 590 I 500 4,042 500 500 ---- - - - - -- - - - -- 4381 Auto Equipment Repair { 1,085 ( 0 { 0 0 0 0 4386 Communication Systems { 394 0 0 { 0 0 0 Repair Rental & Maint TOTAL 1,479 0 { - 0 0 I 0 0 4400 Other Contractual Service { 1,945 { 6,381 I 2,500 3,998 2,500 2,500 Other Contractual Sery TOTAL i - - -- - 1_945 i ---- T 6,381 - - -- - 2,500 I - -- - 3,998 i - - -- 2,500 - - - - - 2 -500 4440 Fuel Charges !! 208 157 I 0 { { 1 0 0 0 I { ( 4441 Fixed Charges i 10,931 i 10,241 { 0{ 0 0 0 4442 Repair & Maint Charges { 1,150 { 825 { 0 0 0 0 4443 Multi -use Hourly Charges 9,825 15,152 { 0 0 ` 0 0 Central Garage Rentals TOTAL 22,114 26,374 { 0 0 { 0 { 0 4481 Electric Service { 19,186 { 21,075 ( 21,590 20,995 { 22,000 { 22,000 ' CITY OF BROWN CENTER I • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 201 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Utilities TOTAL I 19,186 21,075 i 21,590 20,995 22,000 i 22,000 4530 Other Improvements 0 1,092 0 0 0 0 4552 Other Equipment 0 I 2,317 I 0 0 0 0 Capital Outlays TOTAL 0( 3,409 I 0 0 0 0 4920 Depreciation Expense 43,592 ( 48,275 42,000 55,408 58,900 ( 58,900 Depreciation TOTAL 43,592 - - -- 48,275 i -- - 42 -000 - -- 55,408 - - -- 58,900 i 58,900 SEWER FACILITIES MAINT TOTAL I 142,627 I 143,428 117,525 122,377 140,260 I 140,260 III Division: Sewer Operations Budget Code: 676 Program No: 7320, 7371, 7375 • PROFILE This division accounts for the collection and pumping of.sanitary sewage through a system of mains and lift stations. Sewage is treated by the Minnesota Council of Environmental Services, whose fees account for approximately 75% of this funds expenditures. Administration and utility billing are also included. This division is managed by the Public Services Director, except for the utility billing component which is managed by the Finance Director, and has been established as an enterprise fund. The City has approximately 105 miles of sanitary sewer ranging in size from 8" to 24" in diameter, and 8,798 service connections. Included in this division is the routine and preventative maintenance of the City's collection system and its appurtenances, monitoring of inflow and infiltration, television inspection of the interiors of mains, and customer service such as providing sewer locations. The utility billing operation prepares and sends out utility bills. DEPARTMENTAL GOALS • Provide timely locating services as per Gopher State One Call. • Work together with the Engineering Division in reconstruction areas to Inspect new installations as well as repairs on mains and services. • Continue root sawing of approximately 15 miles of main every year. • Maintain routine line cleaning of known trouble spots, as well as regular routine cleaning to remove grit, grease and roots. • Televise all project areas and trouble spots as identified by city staff and establish repairs and/or repair projects from information obtained. • Monitor inflow and infiltration and take necessary action to reduce or eliminate. SPECIFIC EXPENDITURE CODE DETAILS Object Number Explanation Amount 4220 Operating Supplies $5,000 Marking paint, marking flags, sewer jet parts, blades, motors, etc. 4226 Chemical Products $4,000 Degreaser, root destroyer, etc. 4400 Other Contractual Service $10,000 Routine sewer televising, service sealing, etc. Reduced to $10,000 because, except for following up on trouble spots, most sewer televising is now performed in conjunction with an improvement project, and is a cost of the project. • 4423 Sanitary Sewer Disposal Charge $1,525,000 The charge from Metropolitan Council Environmental Services for processing the City's sewage. PERSONNEL LEVELS Number Position 1 Maintenance II CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Sewer jet hose. 1/98 1 $1,900 To provide an additional hose to have on hand when the hose periodically is stressed and breaks. New hose can them be installed immediately with little down time. i • • CITY OF BRAN CENTER • ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 202 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV SEWER OPERATIONS 676 I 4100 Wages Regular Employees i 50,698 i 47,383 66,928 i 30,423 68,950 I 68,950 4112 Overtime Regular Employee I 9,098 I 7,941 + 0 6,575 0 0 i 4130 Wages Part -time Employees I 1,261 I 1,577 } 824 I 955 849 849 4133 Vacation Pay I 0 I 0 I 0 2,292 0 0 4134 Holiday 1 day Pay i 0 I O i 0 1,667 0 0 4135 Sick Leave Pay I 0 I 0 I 0 1,290 i 0 0 I l Salaries and Wages TOTAL I 61,056 ' 56 67,752 43,204 69,799 69,799 4141 PERA Basic Plan 2 I I 0 1 0 1 0 0 1 0 I I 4142 PERA Coordinated Plan I 2,678 2,479 I 3,035 I 1,893 3,616 3,616 4146 FICA 4,570 I 4,285 ( 5,183 3,358 I 5,340 5,340 4150 Employee ' 0 i 0 I 0 4,114 7,440 7,440 I I 4151 Health Insurance I 7,011 II 5,602 I 7,100 II 803 I 0 I 0 I I I I 4152 Life Insurance 49 I 3.8 44 7 I 44 44 4153 Dental Insurance 270 180 187 27 0 0 { 4154 Workers Comp Insurance 2,278 I 1,508 ( 2,100 1,078 I 1,919 1,919 Fringe Benefits TOTAL - - -- 16,858 I - - -- 14,093 - - -- 17,649 - - 11,279 - -- 18,359 18,359 I 4210 Office Supplies ( 124 0 350 348 350 350 4212 Printed Forms I 1,395 2,410 ` 2,400 I 0 2,400 2,400 I ! 4220 Operating Supplies 4,409 864 I 6,000 I 2,456 I , 5 5,000 4226 Chemical Products I 0 ( 15 I 4,000 I 0 1 4,000 I 4,000 p • CITY OF B*YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 203 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4227 Safety Supplies i 670 i 614 I 1,044 200 I 1,000 I 1,000 4230 Repair & Maint Supplies i 286 i 188 ( 1,000 847 i 1,000 I 1,000 4234 Street Maint Materials 85 0 0 0! 0 0 4240 Small Tools 0 I 57 500 106 500 500 4243 Utility System Supplies 0 0 150 I 0 0 0 I I Supplies TOTAL - - -- - 6,969 l - - -- - 4,148 - -+- 15,444 ; - -- - 3,956 - - -- 14,250 - - -- 14,250 4310 Professional Services 0 ! 11,914 0 I 870 25,000 25,000 4312 Legal Services 2,532 0 0 0 0 0 4313 Audit & Financial Service 1,295 - -1,330 1,375 1,330 1,400 1,400 Consulting TOTAL 3 I 13,244 1,375 2,200 26,400 26,400 4321 Postage 5,224 = 6,566 I 6,000 4,382 = 6,000 6,000 4322 Telephone Services i 633 695 i 1,159 723 1 1,000 434 Delivery Service $4 ' 0 ( 0 ( 0 I 0 0 Communications TOTAL 5,941 I 7,261 7,159 5,104 I 7,000 7,000 4386 Communication Systems 2,861 3,347 3,200 3,348 ' 3,400 3,400 4389 Maintenance Contracts 870 0 0 0 0 0 4390 Rentals 0 354 i 0 0 0 0 4397 Logis Charges 9,815 21,063 25,025 18,816 23,550 23,550 Repair Rental & Maint TOTAL , 13,546 ' 24,765 28,2,25 22,164 26,950 26,950 4400 Other Contractual Service 2,754 1,376 21,903 886 10,000 10,000 • CITY OF BR*N CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 204 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4411 Conferences and schools 450 700 1,120 580 1,120 I 1,120 4413 Dues & Subscriptions 59 0 320 23 320 320 4414 Licenses, Taxes, & Fees 55 ' 46 50 2 300 300 4415 Claims Payment , 150 ( 0 0 0 0 0 4423 San. Sewer Disposal Charge 1,427,330 I 1,557,774 1,500,501 1,297,058 1,525,000 1,525,000 Other Contractual Sery TOTAL ! 1,430,798 1,559,896 1,523,894 1,298,548 ( 1,536,740 1,536,740 4440 Fuel Charges 325 245 361 342 7,282 7,282 4441 Fixed Charges 17,098 16,018 !) 17,388 14,572 I 46,850 46,850 I 4442 Repair & Maint Charges 1,799 1,290 . 2,130 1,473 16,613 16,613 4443 Multi -use Hourly Charges 15,129 27,069 ( 26,031 31,806 0 0 4444 Replacement Charges 28,356 0 0 0 0 0 Central Garage Rentals TOTAL ( 62,707 44,622 45,910 48,193 70,745 70,745 4461 Gen Liability Insurance 4,746 3,801 ( 5,200 4,006 = 4,200 4,200 4462 Property Insurance ( 1,028 796 1,200 1,060 1,100 1,100 4463 Boiler & Machinery nsurance 0 140 Y i ' ( 0 214 225 225 Insurance TOTAL 5,774 4,738 ' 6 5,280 I 5,525 5,525 4552 Other Equipment ! 0 0 3,650 0 0 0 i 4553 Mobile Equipment ( 0 ' 0 0 ( 0 1,900 1,900 4560 Construction Contracts ( 5,840 !' 0 0 0 0 0 Capital Outlays TOTAL I 5,840 0 3,650 0 1,900 I 1,900 • CITY OF BR CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 205 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4199 Salaries Reimbursed 73,040 I 76,041 0 0 0 0 4702 Administrative Sery Transfer 0 0 78,546 65,460 82,581 82,581 Administrative Services TOTAL 73,040 76,041 78,546 65,460 82,581 82,581 4920 Depreciation Expense ( 70,540 78,765 I 90,000 118,731 126,100 126,100 4922 Loss Fixed Asset Disposal I 1,041 119 0 0 0 0 Depreciation TOTAL , 71 78,884 ` 90,000 118,731 126,100 126,100 SEWER OPERATIONS TOTAL ' 1,757,939 1,884,593 1,886,004 1,624,120 1,986,349 1,986,349 Division: Sewer Construction Projects Budget Code: 677 • PROFILE Sewer system improvements made as part of the neighborhood street reconstruction or other improvement projects. Proposed sanitary sewer utility capital projects for 1998 are: Street and Utility Improvements. Substantial sanitary sewer ma p in improvements would be completed in I association with street improvement projects. In the Bellvue South and St. Al's neighborhood street improvement projects, main would be replaced as necessary. These projects are described in Division 632, special assessment construction fund. INTRAC Replacement. Included in 1998 is the replacement of the system for control and alarming of the sanitary sewer collection system. The current system was installed 15 years ago and is outdated and costly to maintain. DEPARTMENTAL GOALS Perform, in a cost - effective manner, sewer system improvements as a part of neighborhood street reconstruction of other improvement projects. PERSONNEL LEVELS Currently, no staff is assigned to this position. • CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Belivue South Street and Utility Spring 1998 $300,000 Replacement of mains as Project necessary. St. Al's Neighborhood Street and Spring 1998 $130,000 Replacement of mains as Utility Project necessary. INTRAC Replacement Summer $200,000 Replacement of outdated 1998 system which controls and alarms sewer lift stations. • 1 ' , • ' CITY OF BR -�YN CENTER • ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 206 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ------------ - - - - -- -------- - - - - -- -------- - - - - -- -------- - -- - -- DIV SEWER CONSTRUCTION 677 i 4100 Wages Regular Employees 847 2,268 0 0 0 0 4112 Overtime Regular Employee 4 113 23 I 0 0 0 0 4130 Wages Part -time Employees 0 22 0 = 0 0 0 Salaries and Wages TOTAL 960 2,314 ( 0 0 0 0 4142 PERA Coordinated Plan 43 103 0 0 0 0 4146 FICA ! 71 ! 171 ' 0 0 0 0 4154 Workers Comp Insurance 27 27 I 0 0 0 0 Fringe Benefits TOTAL I 141 301 0 0 0 0 4220 Operating Supplies I 0 0 0 240 , 0 0 Supplies TOTAL 0 I 0 0 240 0 0 4310 Professional Services J 0 0 i 25,000 I 0 0 I 0 Consulting TOTAL I 0 0 4 25,000 0( 0 . 0 4351 Legal Notice Publication 0 139 0 0 0 0 Communications TOTAL 0 I 139 0 0 0 0 4400 Other Contractual Service I 0 ( 330 0 0 0 0 f Other Contractual Sery TOTAL 0 330 0 0 0 0 4443 Multi -use Hourly Charges 84 ' 38 0 0 0 0 CITY OF B*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 207 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Central Garage Rentals TOTAL 84 38 0 0 0 0 4560 Construction Contracts 0 0 56,500 663,611 657,500 657,500 Capital Outlays TOTAL 0 0 56,500 663,611 657,500 657,500 4727 Special Ass Const Trans 0 0 I 514,750 0 I 0 0 Transfer to other Fund TOTAL 0 0 514,750 0 0 0 SEWER CONSTRUCTION TOTAL 1,186 3,121 596,250 663,851 657,500 657,500 SANITARY SEWER FUND TOTAL 1,901,752 2,031,142 2,599,779 2,410,348 ` 2,784,109 2,784,109 STORM DRAINAGE FUND 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1 9 995 199 1997 1998 REVENUES: Service to Customers $788,897 $822,980 $858,000 $936,000 Special Assessments 0 0 0 0 Other Revenue 0 0 0 0 Investment Earnings 72,905 47,363 30,000 0 Total Revenues $861,802 $870,343 $888,000 $936,000 EXPENDITURES: Personnel $2,708 $22,133 $0 $0 Supplies 25 858 900 500 Other Contractual Services 55,685 40,393 49,090 33,400 Central Garage Rentals 19,105 34,316 31,537 33,032 Insurance 2,116 1,481 2,500 2,000 Utilities 0 0 0 0 Interest Expense 90,925 86,690 238,095 315,190 Street Dept Wages Reimbursed 100,000 100,000 100,000 100,000 Depreciation 5,471 42,185 57,000 83,000 Total Expenditures $276,035 $328,056 $479,122 $567,122 Operating Income $585,767 $542,287 $408,878 $368,878 Capital Outlay 5,352 5,788 907,250 943,000 Net Income $580,415 $536,499 ($498,372) ($574,122) • CITY OF B*YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 43 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND STORM SEWER FUND 058 3013 Penalties & Interest on Taxes 0 129 0 1 0 1 0 1 0 Property Taxes TOTAL 0 1 129 ! 01 0= 01 0 3083 Penalties on Spec Assessments 0 I 0 0' 241 0 0 3084 Interest on Special Assessment 24 6,867 6,917 25,172 0 0 Miscellaneous Taxes TOTAL 24 ' 6,867 6,917 25,195 0 0 3780 Storm Drainage Fees 788,897 735,025 822,980 710,334 858,000 936,000 Storm Sewer Revenue TOTAL - -- 788_897 -- 735_025 - -- 822,980 -- 710,334 - -- 858,000 - -- 936,000 3800 Interest Earnings 72,881 I 0 40,4461 0 30,0001 0 1 1 Investment Earnings TOTAL 72,881 0 40,446 0 30,0001 0 I STORM SEWER FUND TOTAL 861,802 742,022 f 870,3431 -- 735,5301 - -- 888,0001 936,000 Division: Storm Sewer Operations Budget Code: 680 Program No: 7501, 7521 PROFILE This activity includes implementing a proactive system for storm water drainage, including short- and long- . range planning for operations and improvements in conjunction with watershed districts, pollution issues, government conformance and financing. It also manages maintenance and operations of the system, including ponds, structures, cleaning lines and inspections. DEPARTMENTAL GOALS • Televise all lines in next year's construction projects and approximately an additional 2,000 feet of trouble spots and the next area of scheduled cleaning. • Repair structures (approximately 30 to 40 per year) that are in need of repair or rebuilding now and scheduled cycle of repair. Y P • Clean 8,000 feet of storm sewer lines of sand, debris and roots. • Clean outfalls, skimmers, and ponds as needed. • Inspect new construction lines and structures. SPECIFIC EXPENDITURE CODE DETAILS Object Number Explanation Amount 4414 Dues & Subscriptions $31,700 Annual dues of the Shingle Creek and West Mississippi Watershed Management g pp g Organizations. PERSONNEL LEVELS No personnel are currently assigned to this utility. Work is currently done by street and utility staff and is reimbursed through an administrative transfer. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date No capital outlays requested • • CITY OF B*YN CENTER • , MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 208 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV STORM SEWER OPERATIONS 680 4100 Wages Regular Employees I 2,389 17,579 0 4,474 0 0 4112 Overtime Regular Employee I 0 487 0 75 o 0 4130 Wages Part-time Employees I 0 1,142 I 0 i 125 0 0 Salaries and Wages TOTAL I 2,389 19,208 0 4,674 0 0 809 0 204 0 0 4142 PERA Coordinated Plan 107 I 4146 FICA I 173 ;1,443 0 338 0 0 4154 Workers Comp Insurance 39 673 0 102 0 0 Fringe Benefits TOTAL 319 2,925 0 643 0 0 4210 Office Supplies 0 0 900 0 0 500 4220 Operating Supplies 25 745 0 0 500 0 4234 Street Maint Materials I 0 113 0 303 0 0 Supplies TOTAL 25 858 -goo 303 500 .500 4310 Professional Services 51,819 40,344 0 7,565 0 0 4312 Legal Services 0 0 69 0 0 Consulting TOTAL i 51,819 40,344 0 7,633 I 0 0 4321 Postage 0 I 0 500 0 500 500 4324 Delivery Service 0 49 0 30 0 0 4334 Use of Personal Auto 14 0 0 0 0 0 0 1,0 4350 Printing 00 0 1,000 1,000 90 I • CITY OF BR0004 CENTER F 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 209 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Communications TOTAL ---- - - - -14 i ---- - - - -49 - - -- - 1,590 --- - - - - 30 i - - -- - 1 1 500 I - - -- - 1,500 4400 Other Contractual Service 3,818 0 14,100 20,385 I 0 0 4411 Conferences and schools l 26 0 ( 0 75 200 200 4413 Dues & Subscriptions I 0 0 33,400 33,688 31,700 31,700 4417 Books /Reference Materials ! 9 0 0 0 I 0 0 1 � ' Other Contractual Sery TOTAL i - - -- - 3,852 i - - - - - - 0 i - - -- 47,500 - -- 54,148 - - -- 31,900 - - -- 31,900 4440 Fuel Charges 526 I 798 ( 538 389 1,426 1,426 4441 Fixed Charges 10,682 10,762 I 13,265 10,036 19,867 19,867 4442 Repair & Maint Charges 7,751 14,021 8,582 7,229 11,739 11,739 4443 Multi -use Hourly Charges I 146 8,735 152 529 0 0 4444 Replacement Charges i 0 ' 0 ( 9,000 !� 7,373 0 0 Central Garage Rentals TOTAL 19,105 34,316 31,537 25,557 33,032 33,032 4461 Gen Liability Insurance .2,116 � 1,481 2,500 1,560 2,000 2,000 Insurance TOTAL 2,116 1,481 2,500 1,560 2,000 2,000 4610 Debt Service Principal 0 0 155,000 155,000 165,000 165,000 4611 Interest 90,625 86,390 82,595 82,595 75,390 75,390 4612 Paying Agent Fees 300 ( 300 500 0 300 300 4613 Sp Assess Process Chrg 0 0 0 681 1,500 1,500 Debt Service TOTAL 90,925 86,690 238,095 238,276 242,190 242,190 • CITY OF BROYN CENTER i MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 210 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4704 Storm Sewer Wage Reimb 0 0 100,000 0 100,000 100,000 Transfer to other Fund TOTAL I 0 0 I 100 000 0 I 100,000 100,000 === =_ = = =_ === ____ = == 4199 Salaries Reimbursed 100,000 100,000 0 0 0 0 4702 Administrative Sery Transfer 0 , 0 0 83,330 0 0 Administrative Services TOTAL - -- 100,000 ( - -- 100,000 ' ---- - - - - -0 - -- 83 ---- - - - - - 0 - - -- - - - 0 4920 Depreciation Expense 5,471 41,756 57,000 59,634 83,000 83,000 4922 Loss Fixed Asset Disposal 0 I 429 0 0 0 0 Depreciation TOTAL 5,471 f 42,185 57,000 59,634 83,000 83,000 STORM SEWER OPERATIONS TOTAL 276,035 I 328,056 479,122 475,788 494,122 494,122 Division: Storm Sewer Construction Projects Budget Code: 681 PROFILE Storm sewer system improvements made as part of the neighborhood street reconstruction or other improvement projects. Proposed storm drainage utility capital projects for 1997 are: Street and Utility Improvements. Substantial storm sewer main improvements would be completed in association with street improvement projects. In the Bellvue South neighborhood, a major trunk storm sewer improvement would be constructed along 55th Avenue from Irving Avenue to 4th Street, as well as extension of storm sewer on 4th and Camden, which currently have no storm sewer. In the St. Al's neighborhood improvement project, storm sewer would be replaced as necessary. These projects are described in Division 632, special assessment construction fund. Miscellaneous structure improvements. Two miscellaneous projects would be constructed: repair of various Mississippi River outfalls, and continued joint sealing on the 65th Avenue trunk storm sewer. Special Studies. Phase II of the Surface Water Study to evaluate the quality of water in Shingle Creek, Palmer Lake, and Twin Lakes, and determine methods of improving water quality would continue in 1998. DEPARTMENTAL GOALS Perform, in a cost- effective manner, storm sewer system improvements as a part of neighborhood street reconstruction of other improvement projects. P P J PERSONNEL LEVELS No staff are currently assigned to this program. • CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need • purchase date Bellvue South Street and Utility Spring 1998 $665,000 - Extension of major trunk Project storm sewer on 55th Avenue $ 110,000 -Storm drainage assessments $775,000 -Total St. Al's Neighborhood Street and Spring 1998 $60,000 - Upgrade and add to existing ' Utility Project drainage system. $ 40,000 -Storm drainage assessments. $100,000 - Total. Miscellaneous Structure Summer $58,000 Repair Mississippi River Improvements 1997 outfalls//seal 65th Avenue trunk line joints • • ��YN CENTER i CITY OF Bk MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 211 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV STORM SEWER CONSTRUCT 681 i I 4100 Wages Regular Employees ( 0 I 3,245 , 0 32,772 0 0 4112 Overtime Regular Employee 0 390 0 4,434 ( 0 ' 0 4130 Wages Part -time Employees 0 0 0 4,213 0 s 0 I 4131 Overtime of Part -time Emp 0 0 0 277 + 0 0 I Salaries and Wages TOTAL ` 0 3,635 0 41,696 0 0 4141 PERA Basic Plan I 0 0 I 0, 707 0 0 4142 PERA Coordinated Plan 0 163 ( 0 y 1,471 0 0 4146 FICA 0 268 0 2,463 0 0 4154 Workers Comp Insurance 0 35 0 ! 508 0 0 Fringe Benefits TOTAL � ---- - - - - - 0 - - - - -- - 466 ---- - - - - - 0 5,150 ---- - - - - -0 ---- - - - - -0 4220 Operating Supplies 0 0 0 1,053 0 0 Supplier TOTAL 1 0 . o � 0 = == 1,053. - -- 0 0 4310 Professional Services 5,352 1,687 75,000 40,618 0 0 I 4312 Legal Services i 0 I 0 I 0 580 0 I 0 Consulting TOTAL i - - -- - 5_352 i - - -- - 1,687 - - - 75,000 - -- 41,198 - - - - -- 0 0 4350 Printing 0 0 I 0 103 0 0 4351 Legal Notice Publication 0 I 0 0 199 0 0 i . Communications TOTAL p( ____ = = = = =p I = = =-= = 302 i 0 I 0 • CITY OF B#YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 212 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4443 Multi -use Hourly Charges i 0 O i 0 I 3,115 ( 0 0 Central Garage Rentals TOTAL 0 I 0 i 0 I 3,115 0 0 4512 Right of Way Costs ! 0 I 0 , 0 - 122,699 0 0 4560 Construction Contracts ! 0 ( 0 ( 268,500 652,246 943,000 943,000 Capital Outlays TOTAL 0 0 ( 268,500 529,547 943,000 943,000 4727 Special Ass Const Trans 0 0 563,750 0 0 0 Transfer to other Fund TOTAL 0 0 563,750 0 0 0 STORM SEWER CONSTRUCT TOTAL 5,352 5,788 907,250 622,061 943,000 943,000 STORM SEWER FUND TOTAL 281,386 333,845 1,386,372 1,097,849 1,437,122 1,437,122 DRAFT City Of Brooklyn Center oR CENTBN A 17• e. CAPITAL IMPROVEMENT PROGRAM ! 1998 -2002 1998 -2002 CAPITAL IMPROVEMENTS PROGRAM TABLE OF CONTENTS Pape • Introduction ... Public Utilities WaterUtility ................................................ 9 Sanitary Sewer Utility ........................................... 11 Storm Drainage Utility ........................................... 13 Streets, Sidewalks, and Trails Streets................ ............................... 15 Sidewalks and Trails ............................................ 17 Parks, Public Facilities, and Capital Equipment Parks................ ............................... 19 Government Buildings ............ ............................... 22 Miscellaneous Equipment ......................................... 22 Tables Table 1: Summary By Functional Area . 3 Table 2: Summary By Fund ......... ............................... 5 Table 3: 1998 Projects .............. I ...... I ...................... 7 Table 4: Summary By Function and Fund ............................... 8 • Table 5: Water Utility Projected 5 Year Balance .......................... 10 Table 6: Water Utility Facilities Future Maintenance or Replacement Needs ........ 11 Table 7: Sanitary Sewer Utility Fund Projected 5 Year Balance ................ 12 Table 8: Sanitary Sewer Utility Facilities Future Maintenance or Replacement Needs .. 13 Table 9: Storm Drainage Utility 5 Year Projected Balance .................... 14 Table 10: Municipal State Aid Fund 5 Year Projected Balance ................. 16 Table 11: General Fund Contributions to Street Projects 5 Year Projected Balance .... 17 Table 12: Local State Aid Fund 5 Year Projected Balance .................. 18 Table 13: Parks Facilities Future Maintenance or Replacement Needs ............ 21 Table 14: Capital Improvement Fund 5 Year Projected Balance ................ 23 Figures Figure 1: By Functional Area ........ ............................... 4 Figure 2: By Funding Source ........ ............................... 6 APPENDIX Tables Table A: Water Utility Capital Improvements ............................ Al Table B: Sanitary Sewer Utility Capital Improvements A2 Table C: Storm Drainage Utility Capital Improvements ................... A3 Table D: Sidewalk and Trail Improvements ............................. A4 Table E: Park Improvements ........ ............................... A5 Table F: Public Buildings Improvements ............................... A7 Table G: Street Improvements . A8 1998 -2002 CAPITAL IMPROVEMENTS PROGRAM • INTRODUCTION The Capital Improvement Program (CIP) is a planning document. It is intended to serve as a summary of the physical improvements proposed to carry out the City's strategic and comprehensive plans. The CIP presents a schedule of improvements and an evaluation of the community's financial capabilities, as well as its goals and priorities. In such a way, the community can be assured that it is adequately prepared to meet the demands on its financial resources in the coming years. No document or planning process, however, can anticipate all contingencies or opportunities. Certainly not all of the capital improvements to be undertaken during this time period are known at this time. Rather, the information contained in these tables represents a best estimate of improvements and their costs based on present knowledge and expected conditions. The CIP is a flexible planning tool that provides a means to determine which projects are of highest priority. The City can be responsive to opportunities because it has available a comprehensive listing of its needs which can be evaluated and reprioritized if necessary to take into account new or changing situations. For the purposes of this report, a capital improvement can be defined as any major non - recurring expenditure or any expenditure for physical facilities of government. Typical expenditures are the cost of land acquisition or interest in land, construction of buildings or other structures; construction of roads, utilities, or park improvements; and pursuit of community development activities. Most capital improvements are typically funded from revenue sources other than the general fund. Maintenance of these improvements is primarily funded by the general fund. The CIP is directly linked to the goals and policies, land use and community facility sections of the Comprehensive Plan, since these sections indicate general policies of development, redevelopment, and the maintenance of the community. Consequently, the primary objective of the CIP is to integrate the specific goals, policies, and recommendations contained in the City's plan with its capability to pay for and maintain capital improvements. Meeting Strategic Goals The City's Comprehensive ty o prehensrve Plan, which was updated during 1997, presents the framework for programming, development and redevelopment within the community. This Comprehensive Plan identified the several general community goals. ► Carve out a unique and desirable niche in the Twin Cities are by capitalizing on physical attributes such as: location, highway and bus access; sound and diversified housing stock; vibrant mixed -use center; attractive Brooklyn Boulevard Corridor; and interconnected park and open space system. Relevant projects identified in the CIP include: ► Completion of park upgrades including playground equipment replacement, shelter renovations and replacement, and addition of amenities and linkages to regional parks. ► City participation in a Hennepin County street improvement project providing a major upgrade • to Brooklyn Boulevard, improving safety, increasing capacity, and coordinating with redevelopment and enhancement projects. ► Gain an increased sense of unity and place by: retrofitting the public elements of the neighborhoods; focusing and linking these neighborhoods toward an intensified, mixed use • retail- office- residential -civic core; making major street corridors and other public spaces highly attractive; and celebrating diversity. Relevant projects identified in the CIP include: ► The continuation of a systematic program of neighborhood street and utility improvement projects designed to upgrade neighborhood infrastructure and improve the appearance of Brooklyn Center neighborhoods; ► Landscaping and enhancement projects on Brooklyn Boulevard and the three loops: commercial, neighborhood, and park, as well as rehabilitation of streetscaping in the Earle Brown commercial area; and ► A focus on the redevelopment of mature commercial sites by assisting in the construction of infrastructure improvements, such as regional storm water ponds. ► Develop a positive public image and strong community esteem. Relevant projects identified in the CIP include: ► Construction of new public facilities and rehabilitation of existing facilities to provide attractive and functional places for community gatherings. ► Provide cooperative leadership and sound management. Relevant projects identified in the CIP include: ► Continued maintenance and repair of the City's infrastructure, such as: painting and repairing well houses and water towers; rehabilitating sanitary sewer lift stations; repairing storm sewer outfalls; repairing sidewalks and retaining walls; sealcoating streets and trails; and replacing and expanding lighting at city parks. These major projects focus on maintaining a high quality of life and neighborhood focus and on redeveloping the community. The program provides for the continuation of the high level of public services which Brooklyn Center has come to expect and to enjoy. The detailed tables of proposed improvement projects are organized by functional area -- in other words, water system improvements, park upgrades, street projects, etc. The CIP begins with a series of summary tables and graphs showing the overall level of expected need and funding requirements. A summary of the proposed capital improvements by functional area for the ten year period of 1998 through 2007 is shown in Table 1. A summary by funding source is shown in Table 2. Table 3 shows the projects proposed for consideration in 1998. All costs shown are best guess of future costs based on 1997 estimated costs. It must be understood that the scheduling of various improvements, especially those that are related to development or redevelopment, can change substantially from year to year. However, the overall level of improvements shown in this CIP represents the best judgment of what is necessary to maintain infrastructure in good condition, and to provide those facilities which are necessary to support public services through the year 2002. City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 2 TABLE 1 - Capital Improvement Program - Summary by Functional Area 12- Nov-97 PUBLIC UTILITY IMPROVEMENTS: Water Utility Capital Projects 561,120 1,118,000 392,000 25,000 25,000 25,000 Sanitary Sewer Utility Capital Projects 213,904 225,000 525,000 0 0 0 Storm Drainage Utility Capital Projects (267,480) 3,078,000 80,000 50,000 50,000 50,000 SUBTOTAL $507,544 $4,421,000 $997,000 $75,000 $75,0001 $75,000 SIDEWALK /TRAIL IMPROVEMENTS: Off- Street Trails 0 25,000 60,000 60,000 0 0 Sidewalks 25,000 125,000 75,000 25,000 0 25,000 SUBTOTAL $25,000 $150,000 $135,000 $85,000 $0 $25,000 PARK IMPROVEMENTS $0 $215,000 $190,00 $$205,000 $230,000 $180,000 PUBLIC BUILDINGS $125,000 $8,850,000 $2,100,000 $450,000 $0 $0 STREET IMPROVEMENTS: i Sealcoating Signals 0 18,000 25,000 0 0 0 State Aid Street Projects 1,142,410 292,500 892,500 1,899,550 1,085,000 585,000 Neighborhood Street Projects 3,675,831 3,295,000 2,639,000 2,465,000 2,429,300 3,920,094 Commercial Street Projects 0 967,000 0 0 0 0 Landscaping 0 0 75,000 100,000 0 250,000 SUBTOTAL $4,818,241 $4,572,500 $3,631,500 $4,464,550 $3,514,300 $4,755,094 GRAND TOTAL $5,475,785 $18,208,500 $7,053,500 $5,279,550 $3,819,300 $5,035,094 W City of Brooklyn Center Capital Improvement Program, 1998 -2002 By Functional Area Water Sanitary Sewer 5% 2% Storm Drainage _— — 7 '/q-arks 2 0 Other Street Improvements 44% a n, 'M' ' Public Buildings a 26% Trails & Sidewalks State Aid Streets 13% Total 5 Year Proposed Expenditures = $44,871,829 TABLE 2 - Capital Improvement Program - Summary by Fund 12- Nov -97 <:> ;.::: >:::: z::: >:::> < >;;..:......; 1997 .< ><:: »:<:.<:: <: >< 199.€3:.;.:.::.:;;;:: ..:::.::..::;1:99 :..:...:................... ; WATER UTILITY $1,769,658 $1,800,500 $865,750 $637,850 $468,800 $801,200 SANITARY SEWER UTILITY $947,819 $657,500 $904,500 $510,600 $438,600 $673,600 STORM DRAINAGE UTILITY ($56,924) $773,000 $268,750 $332,570 $292,100 $352,280 MSA- REGULAR $771,883 $447,500 $407,500 $133,000 $350,000 $610,000 MSA - LOCAL ACCOUNT ($38,306) $276,850 $533,750 $723,190 ($13,000) ($246,160) SPECIAL ASSESSMENTS $1,531,615 $1,528,150 $1,258,750 $1,443,500 $1,070,500 $1,726,414 CAPITAL IMPROVEMENTS FUND $135,000 $425,000 $2,280,000 $390,000 $200,000 $170,000 GENERAL FUND: STREET CONSTR $415,040 $650,000 $524,500 $376,440 $482,300 $687,760 i GOLF COURSE FUND $0 $0 $10,000 $40,000 $30,000 $10,000 LIQUOR STORE FUND $0 $750,000 $0 $0 $0 $0 TIF FUNDS $0 $750,000 $0 $442,400 $250,000 $250,000 GENERAL OBLIGATION BONDS $0 $7,900,000 $0 $0 $0 $0 OTHER GOVERNMENTS $0 $2,250,000 $0 $250,000 $250,000 $0 GRAND TOTAL $5,475,785 $18,208,500 $7,053,500 $5,279,550 $3,819,300 $5,035,094 City of Brooklyn Center Capital Improvement Program, 1998 -2002 By Funding Source Storm Drainage Utility Sanitary Sewer Utility 4% Special Assessments 9% 19% Water Utility Y 14% Other Enterprise Funds` GO Bonds 2% 18% MSA Regular 6 % MSA Local 3% General Fund her Funds 7% 10% Capital Improvements Fund 0 8 /o Total 5 Year Proposed Expenditures = $44,871,292 • 0 • TABLE 3 - Capital Improvement Program - 1998 Projects i:i: <i:i:i:;;:i:i :;:! <::. ii>: :r >it`: ?:i ;i:i:;:'S> isist:;:: i:::::; isz:::;:; 2::;:::::;::::;:::;;:::::;:::;:;: is:::::>::;:;::::;;;: ::;:r:;;•:: <:if: >::.::;;i;a2;:: .;;:;.; ;i....:...� .:.:...:::::::.�::.; :.:;:. >;;;::.;::.;:.;:.: ............................_.. p und............Re utac..... ......t�l:a1 ...............Utfii .::.;:.:.: ;.:.:::;.;Sawex'..........#5raf ,.:..ABus ssaasends :.::.::•:�tE?x�.::::. Signal relamping $18,000 $18,000 Bellvue Park playgrnd & shelter $60,000 60,000 Evergreen Park shelter & lights 100,000 100,000 Happy Hollow playground equip 25,000 25,000 E Palmer playground equip 30,000 30,000 Construct public safety $4,300,000 4,300,000 Construct/rehab fire stn 3,600,000 3,600,000 New Brooklyn Blvd liquor $750,000 750,000 Phone systems replacement 200,000 200,000 I Kylawn /Preserve trail - 25,000 25,000 Misc Sidewalk repairs 50,000 50,000 Repair retaining walls 25,000 25,000 Repair streetscape nodes 50,000 50,000 John Marlin /Earle Brown Drive $201,250 $287,500 (201,250) $2,500 $2,500 292,500 James /67th commercial streets 382,900 164,100 547,000 Lee /68th commercial streets 294,000 126,000 420,000 Bellvue neighborhood streets $355,000 330,000 160,000 20,000 550,000 300,000 665,000 110,000 2,490,000 St AI's neighborhood streets 295,000 150,000 130,000 130,000 40,000 60,000 805,000 SCADA replacement 200,000 200,000 Wellhouse #7 rehab 14,500 14,500 Design #4,5 wellhouse rehab 30,000 30,000 Repaint Tower #3 700,000 700,000 Landscape Tower #1 50,000 50,000 Portable 250 KW generator 70,000 70,000 Water system study update 30,000 30,000 Well maintenance 23,500 23,500 'I Study relocating river line 25,000 25,000 INTRAC replacement 200,000 200,000 Misc structure improvements 58,000 58,000 Surface water study 10,000 10,000 20,000 Shingle Creek regional pond 500,000 2,250,000 2,750,000 Brook) n Blvd redev pond 1 250,000 250,000 GRAND TOTAL $650,000 $750,000 $3,000,000 $1,358,150 $7,900,000 $425,000 $447,500 $276,850 $1,800,500 $657,500 $773,000 $170,000 $18,208,500 • ! • TABLE 4 - Capital Improvement Program - Summary By Function and Fund 12- Nov -97 PUBLI-C-UILLTYAM Water Utility 561,120 1,118,000 392,000 25,000 25,000 25,000 Sanitary Sewer Utility 213,904 225,000 525,000 0 0 0 Storm Drainage Utility (277,480) 68,000 80,000 50,000 50,000 50,000 TIF /Other Governments /Capital Improvements Fund 10,000 3,010,000 0 0 0 0 SUBTOTAL $507,544 $4,421,000 $997,000 $75,000 $75,000 $75,000 -SLDEWELKIT I MeB-0 YEM F,NI5-; TRAILS Local State Aid 0 25,000 60,000 60,000 0 0 SIDEWALKS Local State Aid 25,000 125,000 75,000 25,000 0 25,000 SUBTOTAL $25,000 $150,000 $135,000 $85,000 $0 $25,000 PARK IMPROVEMENTS Capital Projects Fund 0 215,000 180,000 165,000 200,000 170,000 Golf Course Fund 0 0 10,000 40,000 30,000 10,000 SUBTOTAL $0 $21 5,000 $190,000 $205,000 $230,000 $180,000 PUBLIC- BUII-DINS Capital Improvements Fund 125,000 200,000 2,100,000 225,000 0 0 Water Utility 0 0 0 112,500 0 0 Sanitary Sewer Utility 0 0 0 112,500 0 0 Liquor Fund 0 750,000 0 0 0 0 GO Bonds 0 7,900,000 0 0 0 0 SUBTOTAL $125,000 $8,850,000 $2,100,000 $450,000 $0 $0 EET IMPROVEMENTS MSA - Regular 771,883 447,500 407,500 133,000 350,000 610,000 MSA - Local (63,306) 126,850 398,750 638,190 (13,000) (271,160) Water Utility 1,208,538 682,500 473,750 500,350 443,800 776,200 Sanitary Sewer Utility 733,915 432,500 379,500 398,100 438,600 673,600 Storm Drainage Utility 220,556 705,000 188,750 282,570 242,100 302,280 Special Assessments 1,531,615 1,528,150 1,258,750 1,443,500 1,070,500 1,726,414 Infrastructure Fund 415,040 650,000 524,500 376,440 482,300 687,760 TIF Revenue 0 0 0 442,400 250,000 250,000 Other Governments 0 0 0 250,000 250,000 0 SUBTOTAL $4,818,241 $4,572,500 $3,631,500 $4,464,550 $3,514,300 $4,755,094 GRAND TOTAL $5,475,785 $18,208,500 F $7,053,500 $5,279,550 $3,819,300 $5,035,094 1. PUBLIC UTILITIES • a. Water Utility The City's water utility provides service to 8,820 customers in Brooklyn Center. The City also has cooperative agreements with the adjacent cities of Brooklyn Park and RobbinsdaIe to provide service to about 100 border customers in those cities where Brooklyn Center has mains but those cities do not. About 12 homes in Brooklyn Center receive their water from the City of Minneapolis. The water utility finances all costs for water supply, distribution, operations and maintenance, and capital improvements. Revenues are generated through water use charges, connection charges, and special assessments. Charges are adjusted annually based on a rate study analysis which reviews operation, maintenance, and construction costs and projected water demand. Substantial cash expenditures have been made from the water utility in the past few years, and additional substantial expenditures are expected in the next two to four years. These expenditures are primarily cyclical in nature, such as painting and repairs to the three water towers and replacement of the SCADA system. In 1997, the utility replaced over 5 miles of water main in the Orchard West neighborhood, which historically has had water quality problems and maintenance issues. As a result of these large capital expenditures, the balance in the fund has fallen considerably. This is acceptable, as the balance was considered too high. The target balance in this fund is $1.5 million. • 5 Year Improvements Short term activities relate primarily to routine maintenance, and improvements associated with Neighborhood Street and Utility Improvement Program. 1. Continue the routine well inspection and maintenance program to assure the continued functioning of the existing wells. 2. Replace the aging SCADA (Supervisory Control and Data Acquisition) system to provide more reliable automated control of water pumping, tower contribution to system flow, and energy efficiency. J. Repair the interior and exterior coatings and provide for structural repair of the water towers. Tower #2 was completed in 1997, with Tower #3 scheduled in 1998 and Tower #1 in 1999. 4. Rehabilitate the exterior of the older well houses, especially those located in residential neighborhoods, and make necessary repairs such as replacement of doors, roofs, etc. 5. Make various water distribution system improvements to assure the system's ability to deliver needed capacities to all portions of the City during peak demand periods and for fire protection, and replace existing mains as necessary with the Neighborhood Street and Utility Improvement Program. • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 9 Table 5 WATER UTILITY FUND PROJECTED 5 YEAR BALANCE Starting $4,483,103 $3,421,154 $2,268,343 $2,008,434 $1,963,079 $2,084,267 Balance R evenue s Investment interest 260,020 198,427 131,564 1,164,897 113,859 120,887 User fees 1,108,050 1,112,500 1,160,250 1,185,750 1,211,250 1,236,750 Other 70,000 85,225 85,586 86,786 87,290 87,808 Eroenditures Capital outlays 1,645,577 1,800,500 865,750 637,850 468,800 801,200 SCADA replacement 25,000 200,000 0 0 0 0 Welihouse rehabilitation 0 44,500 167,000 0 0 0 Routine well maintenance 25,000 23,500 25,000 25,000 25,000 25,000 Tower painting /repair 210,000 750,000 200,000 0 0 0 Street improvements 1,084,457 682,500 473,750 500,350 443,800 776,200 Previous years' projects 280,120 Other (bldg projects) 21,000 100,000 0 112,500 0 0 Transfers 0 0 0 0 0 0 • Debt service 0 0 0 0 0 0 Operating costs 730,361 748,463 771,559 796,530 822,411 849,236 Ending $3,421,154 $2,268,343 $2,008,434 $1,963,079 $2,084,267 $1,879,276 Balance Long -term Improvements Long -term improvements require detailed evaluation of capacity following the extensive distribution system improvements constructed in the past several years, and future water quality regulations. 1. In 1998, the periodic Water System Analysis study last conducted in 1989 ( "The Black and Veatch study ") will be updated. The results of this study will help determine long term capital needs. This study would review the water consumption trends to determine if additional capacity is necessary. The study would also review the current and projected requirements of the reauthorized Safe Drink Water Act, to determine the impact on our treatment system. Of particular concern would be amendments to the law which would require the construction of a treatment facility. 2. The following is a listing of major water utility facilities and future major maintenance or replacement needs: City of Brooklvn Center Capital Improvement Program 1998-2002 Page 10 Table 6 WATER UTILITY FACILITIES FUTURE MAINTENANCE OR REPLACEMENT NEEDS • FACILITY YEAR BUILT 5 YEAR LANG TERM Well 92 (B Blvd) 1959 2001: routine maintenance Routine maintenance every 6 years Well #3 (at Tower #2) 1961 1998: exterior rehab Routine maintenance every 6 years 2001: routine maintenance Well #4 (Evergreen W) 1961 1999: routine maintenance Routine maintenance every 6 years 1999: exterior rehab Well #5 (70th/Camden) 1966 2002: routine maintenance Routine maintenance every 6 years 1998: exterior rehab Well #6 (69th/Emerson) 1965 2000: routine maintenance Routine maintenance every 6 years 1998: exterior rehab Well #7 (Evergreen E) 1970 1998: routine maintenance Routine maintenance every 6 years 1999: exterior rehab Well #8 (Camden/Woodb) 1977 2000: routine maintenance Routine maintenance every 6 years 1999: exterior rehab Well #9 (Camden N) 1984 1999: routine maintenance Routine maintenance every 6 years Well #10 (Camden S) 1990 2003: routine maintenance Routine maintenance every 6 years Tower #1 (France) 1958 1999: repair coatings Inspect coatings 5 -6 years following repairs; rehab in 15 -20 years Tower #2 (Dupont) 1960 1997: repair coatings Inspect coatings 5 -6 years following • repairs; rehab in 15 -20 years Tower #3 (Centerbrook) 1973 1998: repair coatings Inspect coatings 5 -6 years following repairs; rehab in 15 -20 years SCADA 1986 1998: replace Periodically upgrade, replace when technologically obsolete b. Sanitary Sewer Utility The City's sanitary sewer utility provides service to 8,800 customers in Brooklyn Center. The City also has cooperative agreements with the adjacent cities of Brooklyn Park and Robbinsdale to provide service to about 100 border customers in those cities where Brooklyn Center has mains but those cities do not. The sanitary sewer utility finances all costs for operations and maintenance and capital improvements through sewer use charges, connection charges and special assessments. Charges are adjusted annually based on a rate study analysis which reviews operation, maintenance, and construction costs, as well as sewage treatment charges from the Metropolitan Council Environmental Services (formerly Metropolitan Waste Control Commission), which provides wastewater treatment for the entire Twin City metro area. MCES charges account for about 3/4 the annual operating expenditure of the utility. Substantial cash expenditures have been made from the sanitary sewer utility in the past few years; capital expenditures in the next several years are expected to be less costly, confined mostly to • replacement of mains as necessary through the Neighborhood Street and Utility program. In the past City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 11 several years the utility has replaced the two primary lift stations, number 1 in Garden City Park and number 2 on Lyndale Avenue, and relined or replaced where possible a substantial amount of corrugated metal pipe which was used for some major interceptors in the late 1950s. • As a result e of these large capital expenditures, the balance in the fund has fallen considerably. g p p This is acceptable, as the balance was considered too oo high. The target minimum balance in this fund is $1.0 million. While curre nt ro'ections show the fund periodically falling below that mi ' P J P Y g rumum, protects costs are reviewed annually, and adjustments may or may not need to be made in future years based on more current information. 5 Year Improvements Short term activities relate primarily to routine maintenance, and improvements associated with the Neighborhood Street and Utility Improvement Program. 1. Continue routine sewer televising and lift station inspection and maintenance program. 2. Replace the existing lift station monitoring system, INTRAC, to improve its reliability. 3. Replace any segments of sewer which have been identified as needing replacement by the television inspection program, and as necessary with the Neighborhood Street and Utility Improvement Program. 4. Replace two smaller lift stations which are reaching the end of their useful life. • Table 7 SANITARY SEWER UTILITY FUND PROJECTED 5 YEAR BALANCE Starting $1,766,723 $1,375,149 $1,200,259 $822,550 $855,778 $1,011,316 Balance Revenues Investment interest 102,470 79,759 69,615 47,708 49,635 58,656 User fees 2,246,744 2,343,460 2,442,636 2,527,548 2,623,050 2,745,490 Other 1,000 1,000 1,000 1,000 1,000 1,000 Eroenditures Capital Outlays 947,819 657,500 904,500 510,600 438,600 673,600 INTRAC replacement 25,000 200,000 0 0 0 0 Replace lifts #10 & 11 0 0 275,000 0 0 0 River line 0 25,000 250,000 0 0 0 Street improvements 733,915 432,500 379,500 398,100 438,600 673,600 Previous years' projects 167,904 Other 21,000 0 0 112,500 0 0 Transfers 0 0 0 0 0 0 Debt service 0 0 0 0 0 0 Operating costs 318,969 416.609 430,960 445,818 461,205 477,137 MCES charge 1,475,000 1,525,000 1,555,500 1,586,610 1,618,342 1,650,709 Ending $1,375,149 $1,200.259 $822,550 $855,778 $1,011,316 $1,015,016 Balance City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 12 Long -Term Improvements • Long term improvements relate specifically to replacement of major facilities. The following is a list of those facilities and their maintenance or replacement needs. Table 8 SANITARY SEWER UTILITY FACILITIES FUTURE MAINTENANCE OR REPLACEMENT NEEDS FAGILFTY YEAR :BUILT. S YEAR LONG TERM Lift Station #1 (Garden City) 1997 Monitor, maintain & rehab as necessary Lift Station #2 (Lyndale) 1993 Monitor, maintain & rehab as necessary Lift Station #3 (Palmer Lake) 1982 Monitor, maintain & rehab as necessary Lift Station #4 (Queen & 55th) 1990 Monitor, maintain & rehab as necessary Lift Station #5 (Indiana & 56th) 1990 Monitor, maintain & rehab as necessary Lift Station #6 (France & LakeB) 1988 Monitor, maintain & rehab as necessary Lift Station #7 (Willow Lane) 1990 Monitor, maintain & rehab as necessary Lift Station #10 (58th & June) 1967 1999: replace Monitor, maintain & rehab as necessary Lift Station #11 (SCP) 1969 1999: replace Monitor, maintain & rehab as necessary Lift Station #12 (Freeway) 1985 Maintain & rehab as necessary. Review condition in 2015 INTRAC 1984 1998: replace Periodically upgrade, replace when technologically obsolete C. Storm Drainage Utility The City's storm drainage system consists of storm sewer piping and a series of storm water detention ponds. The Local Water Management Plan has established a goal of constructing new and/or replacing old storm sewers plus adding additional storm water ponds to provide adequate drainage for a five year storm. The Plan also requires private developments to provide on -site drainage system and storage necessary to treat storm water and retain all drainage on -site for up to six hours after a five year storm. Substantial capital improvements have been undertaken in the years since the storm drainage utility fund was established in 1991. Through improvement bonds the fund financed the acquisition of property and the construction of Bob Cahlander Park, which includes a 4 acre storm water detention and water quality pond. The neighborhood projects which have been undertaken in the past several years have had very substantial storm drainage components. As a result, the fund has expended all its reserves. A less aggressive level of improvement will be pursued until reserves can be rebuilt and a minimum balance of $500,000 can be maintained. In addition, the special assessment component of street improvements will increase so that property owners are paying a larger share of the cost of installation of new storm sewers. • The storm drainage utility finances all costs for storm drainage system operations and maintenance and capital improvements. Capital improvement bonds and special assessments supplement the SDU. Ciry of Brooklyn Center Capital Improvement Program 1998 -2002 Page 13 Charges are adjusted annually based on a rate study analysis which reviews all costs relating to the storm drainage system. 5 Year Improvements Short term activities include both major drainage improvements and improvements associated with the Neighborhood Street and Utility improvement Program. 1. Through Tax Increment Financing and other sources, construct a storm drainage/ reatment pond to serve the Brooklyn Boulevard /69th Avenue redevelopment area 2. Through Tax Increment Financing and grant funding secured from the Department of Trade and Economic Development, jointly construct with the City of Minneapolis a series of detention ponds to serve the Brookdale commercial area and some residential areas. This joint project includes improvements to the ponds at the Centerbrook Golf Course, and the construction of a large, regional pond in Minneapolis called the Shingle Creek Regional Pond. 3. Complete storm drainage improvements as necessary with the Neighborhood Street and Utility Improvement Program. 4. Complete the detailed, "phase II" study of the city's storm drainage systems, which addresses in a more detailed fashion water quality treatment strategies and necessary capital improvements. Table 9 t STORM DRAINAGE UTILITY . 5 YEAR PROJECTED BALANCE is L9 ;; >::: z ....... . Starting ($177,005) ($20,706) $49,831 $317,718 $530,095 $788,588 Balance Revenues Special assessments 10,614 10,159 9,704 9,249 8,794 8,339 User fees 858,000 936,000 936,000 936,000 936.000 936,000 Bond sales 600,603 170,000 262,500 279,380 244,200 394,920 Interest 2,890 18,428 30,746 45,738 Other 167,531 308,500 Expenditures Capital outlays 1,058,327 943,000 531,250 611,950 536,300 747,200 Structure improvements 0 58,000 50,000 50,000 50,000 50,000 Misc studies 10,000 10,000 30.000 0 0 0 Previous years' projects 539,908 Street improvements 220,556 705,000 188,750 282,570 242,100 302,280 Park and ride pond (50,000) Assessed portion of proj 337863 170,000 262,500 279,380 244,200 394,920 Debt service 238,095 242.190 237.957 239,510 240,350 240,500 Operating costs 184,027 168,932 174,000 179,220 184,597 190.134 • Ending ($20,706) 549,831 1 $317,718 $530,095 1 $788,588 $995,751 balance City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 14 Long -term Improvements • The Phase II study will likely identify some large capital improvement projects which could be considered in the long term. 2. STREETS, SIDEWALKS, AND TRAILS Improvements to streets, sidewalks, and trails are funded from a variety of sources. The largest of these are the Special Assessment Construction Fund, special assessments, the various public utilities, Municipal State Aid, and the Local State Aid Fund. The sources of funds for the Special Assessment Construction Fund are: the General Fund; special assessment revenue bonds; special assessments; and excess funds transferred from bond repayment funds being closed out. The Municipal State Aid Fund is supported by gas tax revenues which are apportioned to the state, counties, and cities to provide for the construction, maintenance, and reconstruction of a network of roadways known as the State Aid System. About 21 miles of City streets are designated MSA streets, and the City receives about $800,000 annually for these improvements. Finally, the Local State Aid Fund consists primarily of excess funds available when special assessments on a state aid project and MSA reimbursement exceed P P J the cost of the project. The LSA Fund is used primarily to finance sidewalk and trail improvements, and that part of improvements on an MSA project which is not eligible for MSA financing. a. Streets The City is responsible for maintaining just over 100 miles of streets; about 80 miles are classified as neighborhood streets, and just over 21 miles as Municipal State Aid streets. Improvements generally J P P g Y fall into one of the following categories: maintenance, such as sealcoating, cracksealing, or overlaying; full -depth mill and overlay; and reconstruction. The Pavement Management Program conducted by Braun Intertec in 1992 has been used to help identify the City's street reconstruction needs. From the results of this analysis and an ongoing review of utility needs, a plan to reconstruct or rehabilitate as necessary the City's streets has been developed. This plan has been designated the Neighborhood Street and Utility Improvement Program. When this program began in 1994, it was anticipated that reconstructing or rehabilitating the City's streets could take about 20 years, at a rate of 4 -6 miles of streets per year. On further analysis, it is likely that financial considerations will not allow that pace to be sustained continuously. Accordingly, it is expected that annually between 3 and 4 miles can be reconstructed until 2005. In 2005, 2006, and 2007, debt on previous street improvement bonds will be retired, and the property tax levy dedicated to servicing that debt can be redirected to the "pay as you go" projects. The policies guiding the designation of streets to be improved are as follows: 1. Improvements proceed on a neighborhood basis, rather than piecemeal and strictly on "need." This approach has the benefits of a) minimizing construction cost by confining improvements to one area rather than multiple sites throughout the city; b) approaching drainage needs on an area wide basis; and c) allowing for more efficient construction administration and inspection. 2. Brooklyn Center has historically had two methods of identifying "neighborhoods ": • planning neighborhoods, and park service districts. These are fairly large areas, which Ciry of Brooklvn Center Capital Improvement Program 1998 -2002 Page 15 often do not make a suitable base for assessing infrastructure needs. To retain its primary emphasis as one of infrastructure rehabilitation, for the purposes of the • Neighborhood Program, storm drainage areas are the basis of identifying neighborhoods. However, in many cases "natural" neighborhoods do not conform precisely to drainage areas, so the boundaries of an improvement area might be amended slightly to define a broader area. It may also for various reasons be prudent to construct improvements to only a portion of a neighborhood at one time. 3. Priorities are established as follows: a) Areas with multiple needs; b) Improvements which could immediately reduce operating costs; C) Areas petitioned for by a majority of the property owners; d) Areas which would complete regional improvements; and e) Improvements which could benefit from being coincident with redevelopment. 5 Year Improvements 1. Continue the annual cracksealing and sealcoating programs, funded from the General Fund budget. Streets will not be sealcoated if they are to be considered for reconstruction or overlay within the following three years. 2. Work cooperatively with Hennepin County to accomplish the widening and enhancement of Brooklyn Boulevard from 65th to 71st Avenues. 3. Consider several landscaping and "streetscaping" projects to enhance the appearance of the City and promote neighborhood unity and sense of place. Table 10 MUNICIPAL STATE AID FUND 5 YEAR PROJECTED BALANCE 1:,... 2ilQ....:.. lkiill+fl<CU"t3,7'tS �lII3 I2e�r Starting $132,977 $104,150 ($92,099) ($67,159) $229,135 $306,395 Balance Revenues Intergovernmental 911,272 830,000 830,000 830,000 830,000 830,000 Eroenditures Capital Outlays 541,511 627,771 407,500 133,000 350,000 610,000 France Avenue 298,741 180,271 Previous years' projects 242,771 John Martin/Earle Brown Dr 0 287,500 287,500 0 0 0 France, 50th to 53rd 0 0 0 0 350,000 0 53rd, France to 55th 0 0 0 0 0 350,000 Neighborhood streets 0 160,000 120,000 133,000 0 260,000 Transfers 90,000 90,000 90,000 90,000 90,000 90,000 Debt service 308,588 308,478 307,560 310,706 312,740 308,787 Ending $104,150 ($92,099) ($67,159) $229,135 $306,395 $127,608 balance City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 16 Table 11 GENERAL FUND CONTRIBUTIONS TO STREET PROJECTS 5 YEAR PROJECTED BALANCE Starting $0 $8,960 ($17,040) $82,460 $330,020 $471,720 Balance Revenues Special asstnnt fund interest 30000 30,000 30,000 30,000 30,000 30,000 General fund contribution 394000 594,000 594,000 594,000 594,000 594,000 Erpenditures Capital Outlays 415040 650,000 524,500 376,400 482,300 687760 Orchard West 415,040 0 0 0 0 0 Bellvue South 0 355,000 0 0 0 0 St. Al's 0 295,000 0 0 0 0 Humboldt Gateway 0 0 524,500 0 0 0 Garden City Central 0 0 0 376,440 0 0 Garden City North 0 0 0 0 482,300 0 Tangletown South 0 0 0 0 0 196,760 Garden City South 0 0 0 0 0 441,000 Ending $8,960 ($17,040) $82,460 $330,020 $471,720 $407,960 Balance Long -term Improvements 1. Continue the rehabilitation and reconstruction of residential streets, under the Neighborhood Street and Utility Improvement program. 2. Continue the Municipal State Aid street program. These improvements may be coordinated with Neighborhood Streets, or may be stand -alone projects. 3. Monitor intersections with growing traffic volumes for possible future traffic signal installation. b. Sidewalks and Trails A comprehensive sidewalk system which serves all major activity areas and corridors of pedestrian traffic has been established. Only a few segments of this system remain to be completed. In addition, the City has developed a plan for development of a comprehensive trail system to provide recreational trails for pedestrians and transportation trails for bicyclists. Both on- street and off - street trails are being developed, and integrated into the regional trail system which serves the Twin City metropolitan area. Where feasible, trail construction is being coordinated with other construction projects to assure • lowest cost development of this system. Funding for sidewalk and trail improvements is provided by City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 17 two accounts within the Municipal State Aid Construction fund. Activities included in the CIP for future consideration include: • 5 Year Improvements 1. Continued maintenance and repair of existing sidewalks and trails. 2. Construction of several trail segments, with emphasis given to segments which connect major trail systems. 3. Designation of on- street and on- sidewalk trail systems. 4. Repair of sidewalk retaining walls throughout the City. 5. Repair of landscaping nodes in the Earle Brown Farm commercial district.. Table 12 LOCAL STATE AID FUND 5 YEAR PROJECTED BALANCE Starting $2,713,524 $2,850,970 $2,530,920 $2,136,370 $1,530,680 $1,627,870 Balance Revenues • Investment interest 149,240 156,800 139,200 117,590 84,190 89,530 Other Expenditures Capital Outlays 11,794 476,850 533,750 723,190 (13,000) (246,160) Sidewalks 25,000 125,000 75,000 25,000 0 25,000 Trails 0 25,000 60,000 60,000 0 0 Street improvements (63,306) 126,850 (201,250) 33,940 (13,000) (271,160) 69th Ave landscaping 50,100 Brooklyn Boulevard 600,000 604,250 Reimburse SDUs 200000 Ending $2,850,970 $2,530,920 $2,136,370 $1,530,680 1 $1,627,870 $1,963,560 Balance Long -term Improvements a. Completion of the 53rd Avenue trail link between the Shingle Creek/North Hennepin Trail Loop trail and the North Mississippi Regional Park trail. b. Consideration of the Twin Lake Trail system and trail head improvements. • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 18 III. PARKS, PUBLIC FACILITIES, AND CAPITAL EQUIPMENT • Improvements to parks and other public facilities such as the Civic Center, central garage, and fire stations, are made primarily through the Capital Improvements Fund. Certain types of large -scale equipment such as telephone systems are also purchased through the CIF. The CIF is funded from a variety of sources, with the largest being the General Fund and proceeds from GO bond sales. In 1997, the CIF was split into two funds: the $1 million Capital Reserve Emergency Fund, and the Capital Improvements Fund. The CIF is intended for park, building, and other miscellaneous improvements, while the CREF is a restricted fund intended to provide emergency financing for nonreimbursable emergency expenses or emergency cash flow. There is no established minimum balance for the CIF. Since all the improvements under the following three sections are financed primarily through the CIF, the table projecting its balance in 5 years follows the final section. a. Parks The Brooklyn Center park system has not received systematic major capital improvement since the bond issue of 1980. Since that time, minor improvements have been made through the operating budget, such as continued replacement as necessary of backstops, hockey boards, trail lights, picnic tables, trash receptacles, warming house flooring and furnaces, and bleachers. Since 1994, through the Capital Improvements Fund a program of playground replacement has been underway. Playgrounds at 13 parks have been replaced, with five parks remaining. A thorough review of park facilities has been completed, and a plan for improvements has been • developed. This plan anticipates the continued use of the operating budget to make improvements such as minor equipment (picnic tables, drinking fountains, trash receptacles, etc.) replacement; trail repair and sealcoating; minor shelter building and electrical repairs; landscaping enhancements; minor tennis court rehab; etc. Major improvements such as playground replacement; shelter replacement; replacement of field and trail lights; parking lot improvements; etc. would be financed through the Capital Improvements Fund. This plan uses the following principles to establish priorities for improvements: 1. Complete the replacement of playground equipment by 1999. 2. If possible, improve neighborhood parks coincident with neighborhood street and utility improvements. 3. Provide geographic balance in improving parks, so that over a short period of time all neighborhoods have access to at least one fully improved park. 4. Complete improvements at one Community Park per year. 5. If possible, when improving a park complete all improvements comprehensively. For example, complete all playground, shelter, and other large improvements as well as smaller improvements such as replacing picnic tables, trash receptacles, bleachers, and drinking fountains, etc., repairing basketball courts, adding landscaping, sealcoating trails, and replacing signs. • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 19 6. Improvements should be made systematically and annually from the Capital Improvements Fund and General Fund, rather than periodically by bond issue • proceeds. Annual expenditures from the Capital Improvements Fund should not exceed $200,000. These prioritization principles result in a program of seven to eight years of capitar improvements. This plan does not comprehend adding major new facilities, such as additional lighted ball fields. Addition of new facilities would increase the length of the program. After about year ten, playgrounds, tennis courts, etc. which had been improved in the past several years would start to require rehabilitation or replacement, and the cycle would begin again. This plan uses the following principles to establish the types of improvements: 1. Five parks would be designated Community Parks. These "destination parks" would have larger playgrounds; Iarger, heated shelter buildings; lighted rinks and ballfields; lighted ball fields; and other specialized facilities such as tennis courts, or football or soccer fields. These parks are: Central /Garden City, Grandview, Evergreen, West Palmer, and Kylawn. 2. Neighborhood parks would generally include playgrounds, basketball courts, ball diamonds, and picnic shelters and picnic areas. Some parks with traditionally strong hockey and pleasure skating programs would include lighted rinks and smaller warming houses. Parks which would continue to have warming houses would be: Orchard Lane and Northport. As specialized facilities in neighborhood parks would be considered for major capital improvements, the neighborhood, the Park and Recreation Commission, and the Council would review the appropriateness of the facility for the neighborhood and the park before making that investment. 5 Year Improvements 1. Complete the replacement of playground equipment. 2. Begin the comprehensive improvement of park facilities. 3. Revise recreation programming as improvements are made. 4. Create a winter sports area at the golf course /Lions Park by initiating cross country skiing on the golf course, and sledding /tubing at Lions. Long Term Improvement 1. Continue the comprehensive improvement of park facilities. • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 20 Table 13 PARK FACILITIES FUTURE MAINTENANCE OR REPLACEMENT NEEDS PARK 5 YEAR LONGTERM Bellvue 1998: replace playground, shelter, lights Monitor, replace as necessary Brooklane Monitor, minor improvements through General Fund Review shelter condition Cahlander Monitor, minor improvements through General Fund Centerbrook GC 1999: over lay paths Monitor, replace as necessary 2000: replace irrigation system 2001: clubhouse improvements 2002: overlay parking lot Central 1999: Upgrade trails & ballfields, expand playground, repair tennis Monitor, replace as necessary courts, add concession and storage bldgs Evergreen 1998: replace shelter, lighting, bleachers, add irrigation, pave Monitor, replace as necessary hockey rink Firehouse 2003: replace shelter, lighting, bleachers Monitor, replace as necessary Freeway Monitor, minor improvements through General Fund Review shelter, playground condition Garden City 2000: review parking needs, enlarge lot if necessary Monitor, replace as necessary Grandview 2003: replace shelter, ballfield/hockey lights, repair tennis courts, Monitor, replace as necessary pave hockey rink Hagel Arboretum Monitor, minor improvements through General Fund Happy Hollow 1998: replace playground Monitor, replace as necessary 1999: replace shelter Kylawn 2002: replace shelter, repair tennis courts, pave hockey rink Monitor, replace as necessary Lakeside No improvements Lions 2000: pave Little League area, remove shelter Monitor, replace as necessary Marlin Monitor, minor improvements through General Fund Monitor, replace as necessary North Mississippi Hennepin Parks improvements Orchard Lane 2001: replace shelter Monitor, replace as necessary Palmer Lake East 1998: replace playground Monitor, replace as necessary 2000: replace shelter Palmer Lake 2001: replace shelter, add storage bldg, repair tennis courts, rehab Monitor, replace as necessary West parking lot Palmer Lake Cooperative trailhead improvements with Hennepin Parks, such as Monitor, replace as necessary add picnic shelter Riverdale Monitor, minor improvements through General Fund Monitor, replace as necessary, review shelter condition Twin Lake Establish purpose of park, identify needs Implement recommendations for improvement Wangstad Monitor, minor improvements through General Fund Monitor, replace as necessary Willow Lane 2002: replace shelter, tot lot Monitor, replace as necessary • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 21 b. Government Buildings 40 The City owns and operates several major facilities: City Hall and the Community Center (together, the Civic Center); the Central Garage; and two fire stations. In addition, the City owns two of the three municipal liquor store buildings. The City also owns and operates the Earle Brown Heritage Center, a convention center and Inn complex developed from several buildings formerly housing the historic Earle Brown estate and horse farm. The Central Garage was recently remodeled and expanded and underground storage tanks removed and replaced with a new fuel system. Similar improvements to the City Hall and Community Center and to the two fire stations are under consideration. Proposed funding for the improvements would come from several sources. The Capital Improvement Fund would finance some of the proposed projects. Other improvements would be considered for funding from General Obligation bonds. A referendum authorizing the sale of $7.9 million of bonds was approved in November, 1997. Improvements to the Earle Brown Heritage Center are considered elsewhere and are not comprehended in this study. Proposed major improvements to other facilities to be considered over the next several years include: 5 Year Improvements 1. Construct a new, larger Public Safety building, alleviating severe space shortages and providing upgraded facilities. • 2. Remodel City Hall to provide for improved public access and customer service and improved Council Chambers, to meet ADA accessibility requirements to correct code violations, and to upgrade the roof and mechanical systems. 3. Remodel the Community Center with the emphasis on improved accessibility. 4. Construct a new west fire station and an addition to the east fire station to correct code violations, increase training, storage, and sleeping quarters space, and increase vehicle storage space. Long -term Improvements 1. Monitor community facility needs. Between 2005 -2010, begin community discussions regarding city hall and community center long -term needs. C. Miscellaneous Equipment The City operates a Central Garage Internal Service Fund, which owns all vehicles and major equipment. The cost of owning (depreciation, license, insurance, overhead) and operating (fuel, preventative maintenance and repair) vehicles and equipment is charged back to the departments using the equipment. Replacement of existing equipment is financed from the Fund. The addition of equipment is funded from a variety of sources: the General Fund, enterprise funds, etc. The City's • policy for the replacement of vehicles and equipment establishes a projected reasonable life cycle for City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 22 each item. Annually, the life cycles are reviewed and updated on the basis of experience or changed circumstances. Also, new vehicles and equipment are proposed for addition to existing inventories and • replacement schedules when new needs are clearly demonstrated. Vehicles and equipment purchases are generally considered during the annual budget process, and are no longer incorporated into the CIP. Routine equipment purchases, such as data processing equipment, are considered through the general fund process and the MIS Strategic Plan, and are no longer incorporated into the CIP. However, two major equipment systems are due to be considered for replacement, and are beyond the scope of routine. 5 Year Improvements 1. Replace the City's telephone systems at the Civic Center, Heritage Center, and Garage. 2. Replace the City's public safety and public works radio systems. Table 14 CAPITAL IMPROVEMENTS FUND 5 YEAR PROJECTED BALANCE Starting $3,799,266 $11,817,726 $2,542,716 $627,566 $497,086 $549,426 Balance Revenues Investment interest 241,560 324,990 139,850 34,520 27,340 30,220 Bond proceeds 7,900,000 Bond costs (142,000) Golf course loan payments 11,500 50,000 50,000 50,000 50,000 50,000 Transfer from General/Liquor Fund 175,000 175,000 175,000 175,000 175,000 175,000 F-wenditures Capital Outlays 135,000 9,825,000 2,280,000 390,000 200,000 170,000 Fire station 0 3,600,000 0 0 0 0 Fire station contingency 500,000 Police station 0 4,300,000 0 0 0 0 Police station contingency 1,000,000 Civic Center impr 0 0 1,500,000 0 0 0 Park improvements 0 215,000 180,000 165,000 200,000 170,000 Central Garage impr 125,000 225,000 Equipment/other 10,000 210,000 600,000 Ending $11,817,726 $2,542,716 $627,566 $497,086 $549,426 $b34,646 Balance • City of Brooklyn Center Capital Improvement Program 1998 -2002 Page 23 a APPENDIX TABLE A - Capital Improvemenoogram - Detail of Capital Outlays • Water Utility Capital Improvements 12- Nov -97 199? .............. .Q?.............:Fl�tflrpiRC1~. . EXPENDITURES: WATER SUPPLY SYSTEM SCADA Replacement 25,000 200,000 Wellhouse #7 rehab 14,500 Design #4, 5, 6 exterior rehab 30,000 Wellhouse # 4, 5 & 6 exterior rehab 150,000 Wellhouse #3 rehab 17,000 Previous years' projects 280,120 Routine well maintenance 25,000 23,500 25,000 25,000 25,000 25,000 WATER TOWERS Repair Paint on Tower #1 200,000 Repair Paint on Tower #2 210,000 Replace Paint on Tower #3 700,000 Landscape Tower #1 50,000 I i MISCELLANEOUS Replace Fuel Tanks 21,000 Portable 250 KW generator 70,000 Water system study update 30,000 TOTAL EXPENDITURES $561,120 $1 ,118,000 $392,000 $25,000 $25,000 $25,000 FUND SOURCES: Water Utility 561,120 1,118,000 392,000 25,000 25,000 25,000 TOTAL $561,120 1 $1,118,000 $392,000 $25,000 $25,000 $25,000 TABLE B - Capital Improvement Program - Detail of Capital Outlays Sanitary Sewer Utility Capital Improvements 12- Nov -97 EXPENDITURES: All San Sewer Utility LIFT STATIONS INTRAC Replacement 25,000 200,000 Previous years' projects 167,904 Replace Lifts 10 & 11 275,000 SEWER REPLACEMENT: Study relocating river line 25,000 Implement river line recommendation 250,000 Actual cost would depend on recommendation MISCELLANEOUS Replace Fuel Tanks 21,000 TOTAL EXPENDITURES $213,904 $225,000 $525,000 $o $o $o FUND SOURCES: Sanitary Sewer Utility 213,904 225,000 525,000 0 0 0 TOTAL $213,904 $225,000 $525,000 $0 $0 $0 • TABLE C - Capital Improvemen *ogram - Detail of Capital Outlays Storm Drainage Utility Capital Improvements 12- Nov -97 EXPENDITURES: SYSTEM IMPROVEMENTS Miscellaneous structure improvments 0 58,000 50,000 50,000 50,000 50,000 All storm drainage utility Previous years' projects (287,480) WATER TREATMENT IMPROVEMENTS Shingle Creek Regional Pond 2,750,000 Not yet established Brooklyn Blvd Redevelopment Pond 250,000 MISCELLANEOUS Complete Phase II Studies 0 0 30,000 Surface Water Study 20,000 20,000 1/2 sou, 1/2 Capital Impr Fund TOTAL EXPENDITURES ($267,480)1 $80,000 $50,0001 $50,000 ' $50,000 FUND SOURCES: Storm Drainage Utility (277,480) 68,000 80,000 50,000 50,000 50,000 Capital Improvements Fund 10,000 10,000 TIF 750,000 Other Governments 0 2,250,000 TOTAL ($267,480)1 $3,078,000 1 $80,0001 $50,000 1 $50,000 1 $50,000 . TABLE D - Capital Improvemenleogram - Detail of Capital Outlays Sidewalk and Trail Improvements 12- Nov -97 17Qf ...... ........COQ.'€ <.;:<::<:; ::::: >:: >:::#1►4. > ><;?.:.:: >';> : 53 ; >; EXPENDITURES: OFF- STREET TRAIL: All Local State Aid Kylawn /Preserve 25,000 Brookdale Trait Rehab /raise Central Park trails 60,000 53rd Avenue trail Rehab /raise Shingle Creek trails 60,000 ON- STREET TRAIL: Marking and Signage General Fund SIDEWALK: Miscellaneous Repairs 25,000 50,000 25,000 25,000 Repair retaining walls 25,000 25,000 Repair streetscape nodes 50,000 50,000 TOTAL EXPENDITURES $25,000 $150,000 $135,000 $85,000 $0 $25,000 FUND SOURCES: State Aid - Local 25,000 150,000 135,000 85,000 0 25,000 General Fund 0 0 0 0 0 0 TOTAL 1 $25,000 1 $150,0001 $135,000 1 $85,000 $0 1 $25,000 • TABLE E - Capital Improvemenleogram - Detail of Capital Outlays • Park Improvements 12- Nov -97 EXPENDITURES: Bellvue Shelter, playground, lights, misc 60,000 All Cap Impr Fund Brook lane except as noted Cahlander Central Tennis courts, ball diamod impr 75,000 Expand playground 25,000 Plaza pond, landscaping impr 50,000 Centerbrook Golf Course Overlay paths 10,000 Golf Course Fund Replace irrigation system 40,000 Golf Course Fund Clubhouse roof 30,000 Golf Course Fund Overlay parking lot 10,000 Golf Course Fund Evergreen Shelter, lighting, misc 100,000 Firehouse Picnic shelter, lighting, misc 40,000 Free wa y Garden City Enlarge parking lot, misc 50,000 Grandview Shelter, ball field lights, misc 175,000 Happy Hollow Playground equipment 25,000 Shelter, misc 30,000 Kyla wn Shelter, tennis courts, misc 125,000 Lions Little League paving, misc impr 10,000 Marlin TABLE E - Capital Improvemenoogram - Detail of Capital Outlays • Park Improvements 12- Nov -97 Northport Orchard Shelter, misc impr 50,000 E Palmer Playground equipment 30,000 Shelter, misc impr 30,000 S Palmer Picnic shelter, misc impr W Palmer Shelter, tennis courts, reconstr parking 150,000 lot, storage, misc impr Riverdale Twin Lake Playground, picnic shelter 50,000 Wangstad Playground equipment 25,000 Willow Lane Shelter, misc impr 45,000 TOTAL EXPENDITURES $o $215,000 1 $190,000 1 $205,000 $230,000 1 $180,000 FUND SOURCES: Capital Impr Fund $0 $215,000 $180,000 $165,000 $200,000 $170,000 Golf Course 0 0 10,000 40,000 30,000 10,000 TOTAL $0 $215,000 1 $190,0001 $205,000 1 $230,000 1 $180,000 • TABLE F - Capital Improvemenoogram - Detail of Capital Outlays • Public Building Improvements 12- Nov -97 ;;:::. >;. ..::.........;::........:... EXPENDITURES: CIVIC CENTER Construct Public Safety facility 4,300,000 GO Bonds Rehabilitate Civic Center 1,500,000 Cap Impr Fund Replace phone systems 200,000 Cap Impr Fund Replace radio system 600,000 Cap Impr Fund CENTRAL GARAGE Replace fuel tanks 125,000 Cap Impr Fund, Utilities Additional Storage 450,000 Cap Impr Fund, Utilities FIRE STATIONS Remodel East Station, construct 3,600,000 GO Bonds New West Station LIQUOR STORES Construct new Brooklyn Blvd store 750,000 Liquor Fund TOTAL EXPENDITURES $125,000 $8,850,000 $2,100,000 $450,000 $0 $o FUND SOURCES: Capital Improvements Fund 125,000 200,000 2,100,000 225,000 0 0 Water Utility 0 0 112,500 0 0 Sanitary Sewer Utility 0 0 112,500 0 0 GO Bonds 0 7,900,000 0 0 0 0 Liquor Fund 0 750,000 0 0 0 0 TOTAL $125,000 $8,850,000 $2,100,000 $450,000 $o $0 • TABLE G - Capital Improvemen•ogram - Detail of Capital Outlays • Street Improvements 12-Nov-97 EXPENDITURES: SIGNALS Replace lamps with LCDs 18,000 25,000 STATE AID STREETS Previous years' projects 292,871 - _France Avenue. 669 to N City Limit 849,539 MSA- Regular 479,012 MSA- Regular MSA -Local (114,726) Local State Aid Water Utility 252,675 Water Utility Sanitary Sewer Utility 113,638 Sanitary Sewer Utility Storm Drainage Utility (37,410) Storm Drainage Utility Special Assessments 156,350 Special Assessments _JQhn_Ma8b1 Brown Drive 292,500 292,500 MSA - Regular 287,500 287,500 MSA - Regular MSA -Local (201,250) (201,250) Local State Aid Water Utility 2,500 2,500 Water Utility Sanitary Sewer Utility 2,500 2,500 Sanitary Sewer Utility Storm Drainage Utility 0 0 Storm Drainage Utility Special Assessments 201,250 201,250 Special Assessments _Br ocylLI3_Q 64th to N City Limi 600,000 1,899,550 500,000 ROW Acquisition 600,000 LSA Road Construction 599,550 Utilities, Sp Assess, MSA Lighting, Landscaping 1,300,000 500,000 TIF, Local SA, ISTEA F rance. Avenue. 50th to 53rd 585,000 MSA - Regular 350,000 MSA- Regular MSA -Local (63,000) Local State Aid Water Utility 20,000 Water Utility Sanitary Sewer Utility 80,000 Sanitary Sewer Utility Storm Drainage Utility 63,000 Storm Drainage Utility Special Assessments 135,000 Special Assessments • TABLE G - Capital Improvemenleogram - Detail of Capital Outlays • Street Improvements 12- Nov -97 11R+1~E.;;;::;.;:: .............................................................. ............................... 5-3rd,_Fr -nce AvgDugA 55t 585,000 MSA- Regular 350,000 MSA - Regular MSA -Local (63,000) Local State Aid Water Utility 20,000 Water Utility Sanitary Sewer Utility 80,000 Sanitary Sewer Utility Storm Drainage Utility 63,000 Storm Drainage Utility Special Assessments 135,000 Special Assessments COMMERCIAL STREETS James /67th 547,000 70 % Special assessmnts, Lee /68th 420,000 30% LSA Earle Brown Or N of Summit, M &O 48th Avenue reconstruction NEIGHBORHOOD STREETS Orchard Sp Assess Constr Fund 415,040 MSA - Regular 0 MSA -Local 51,420 Water Utility 955,863 Sanitary Sewer Utility 620,277 Storm Drainage Utility 257,966 Street Assessments 1,037,402 Storm Drainage Assessments 337,863 6ellvue Neighborhood Sp Assess Constr Fund 355,000 MSA- Regular 160,000 MSA -Local 20,000 Water Utility 550,000 Sanitary Sewer Utility 300,000 Storm Drainage Utilty 665,000 Street Assessments 330,000 Storm Drainage Assessments 110,000 TABLE G - Capital Improvemen*ogram - Detail of Capital Outlays • Street Improvements 12- Nov -97 A �L�S1oig11borho Sp Assess Constr Fund 295,000 MSA- Regular MSA -Local Water Utility 130,000 Sanitary Sewer Utility 130,000 Storm Drainage Utilty 40,000 Street Assessments 150,000 Storm Drainage Assessments 60,000 4 Gatom y ? Sp Assess Constr Fund 524,500 MSA- Regular 120,000 MSA -Local (100,000) Water Utility 471,250 Sanitary Sewer Utility 377,000 Storm Drainage Utilty 188,750 Street Assessments 795,000 Storm Drainage Assessments 262,500 Garden City Central Sp Assess Constr Fund 376,440 MSA - Regular 133,000 MSA -Local (66,060) Water Utility 431,250 Sanitary Sewer Utility 345,000 Storm Drainage Utilty 151,870 Street Assessments 814,120 Storm Drainage Assessments 279,380 _G arden City North Sp Assess Constr Fund 482,300 MSA- Regular MSA -Local 50,000 Water Utility 423,800 Sanitary Sewer Utility 358,600 Storm Drainage Utilty 179,100 Street Assessments 691,300 Storm Drainage Assessments 244,200 • TABLE G - Capital Improvemen - Detail of Capital Outlays i Street Improvements 12- Nov -97 <.;:.:;:.....:..:..:...,:- :::.;:.;;;..;::.:...:;;.;; >;;:, ;.:. >..:;.;;:.;::, .......... ..:.:..... ... 97.::.:;: Tangtotovwn- _SQAwh Sp Assess Constr Fund 196,760 MSA- Regular MSA -Local Water Utility 324,000 Sanitary Sewer Utility 216,000 Storm Drainage Utilty 115,830 Street Assessments 469,240 Storm Drainage Assessments 136,170 aarh .uR -CiL of th Sp Assess Constr Fund 491,000 MSA - Regular 260,000 MSA -Local (208,160) Water Utility 432,200 Sanitary Sewer Utility 377,600 Storm Drainage Utilty 123,450 Street Assessments -- 727,254 Storm Drainage Assessments 258,750 ENHANCEMENTS Southeast Neighborhood Loop 75,000 Local State Aid Xerxes Avenue Streetscape 100,000 Local State Aid BCIP Streetscape 250,000 TIF TOTAL EXPENDITURES $4,818,241 $4,572,500 $3,631,500 $4,464,550 $3,514,300 $4,755,094 • TABLE G - Capital Improvemen - oogram - Detail of Capital Outlays • Street Improvements 12 -Nov -9 »: FUND SOURCES: MSA - Regular 771,883 447,500 407,500 133,000 350,000 610,000 MSA - Local (63,306) 126,850 398,750 638,190 (13,000) (271,160) Water Utility 1,208,538 682,500 473,750 500,350 443,800 776,200 Sanitary Sewer Utility 733,915 432,500 379,500 398,100 438,600 673,600 Storm Drainage Utility 220,556 705,000 188,750 282,570 242,100 302,280 Special Assessments: Streets 1,193,752 1,358,150 996,250 1,164,120 826,300 1,331,494 Special Assessments: Storm Dr 337,863 170,000 262,500 279,380 244,200 394,920 Sp Assess Constr Fund 415,040 650,000 524,500 376,440 482,300 687,760 TIF 0 0 0 442,400 250,000 250,000 Other Governments I 1 250,000 250,000 TOTAL 1 $4,818,241 $4,572,500 1 $3,631,500 1 $4,464,550 $3,514,300 1 $4,755,094 Public Services Department • MEMORANDUM Govt Buildings L Fi TO: Michael J. McCauley Engineering FROM: Diane Specto(: of -1— Streets SUBJ: Commercial Area Street Assessments APO DATE: November 13, 1997 Parks Public Utilities The City's Special Assessment Policy provides that for improvements to commercial streets which are also State Aid routes, 70 percent of the cost shall be assessed to the adjacent property owners. On commercial streets Recreation which are not State Aid routes, 100 percent of the cost shall be assessed. •e All of the commercial streets which have been improved in at least the last 10 years have been State Aid streets, hence there has been no recent Central discussion of the merits of this policy. However, for 1998 three Garage commercial streets improvements are proposed: one is a State Aid street (John Martin Drive) and two are commercial streets which are not State Aid routes (Lee /68th and James /67th). The Council has briefly discussed the concept of amending the Special Assessment Policy to treat other commercial streets in the same manner as State Aid commercial streets. For State Aid streets, the unassessed balance is financed by Municipal State Aid. If the policy on other commercial streets is amended, the unassessed balance would have to be financed from some other source -- for example, Local State Aid. The draft CIP for 1998 -2002 assumes that the policy is amended and other commercial streets are 70 percent assessed and 30 percent financed by Local State Aid. This policy change would not appear to be a burden on the Local State Aid Fund, as there are few commercial streets which are not already designated State Aid routes. Some of these other streets would be: James Circle, Northway Blvd / Northway Drive, Earle Brown Drive north of Summit, and 48th Avenue. If the Council desires to change the policy, I will prepare amended language for the Council to consider at its November 24 meeting. • Centerbrook Golf Course 1998 Financial Plan Prepared for Brooklyn Center City Council by • Public Services Department October 29, 1997 ROOK .,00wrwrcmr,s. 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, a well- respected consultant specializing in recreational facilities, 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 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 directly by 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, which would be reached after about ten years of operation. As the following table indicates, actual rounds played varies, but has probably stabilized at-34,000- 6,000 rounds. Substantial future growth is unlikely. This market limitation obviously limits the amount of revenues available, leaving rate increases one of the few sources of additional revenue. Currently, fees are in the top 25 percent of fees charged at similar facilities. The second major concern is 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 profit. In addition, much of the maintenance equipment purchased was used, resulting in a shorter useful life than would 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 reserve from which to draw, and thus borrowed from the Capital Improvements Fund. As Table 1 shows, these factors have resulted in very little progress being made to retire the principal, although in most cases the full interest payment was made. • Table 1 • 1986 Estimate of Annual Rounds and Principal Paid Compared to Actual Rounds Principal Payment Year.. Expected Actual Expected Actual 1988 25,000 25,288 $0 $0 1989 27,000 28,422 $11,000 $0 1990 29,000 32,232 $37,000 $0 1991. 30,000 36,172 $48,000 $30,000 1992 33,000 34;641 $63,000 $40,000: 1993 34,000 32,091 $70,000 $0 1994 35,000 33;278 $74,000 ($70,000) 1995 36,000 32,257 $83,000 ($`11,500) 1996 36,500 34,429,:'', $89,000 $I1,500< • 1997 39,000 35,500* $94,000 10,000* Totals 324,500 324,310 $569,000 $10,000 * Estimated While future revenue growth is limited, and the future capital needs require address, on the more positive side operating expenditures are relatively lean. Over the past few years, golf course operations have been scrutinized to identify operating savings or efficiencies. Some additional savings and efficiencies may still be gained, however, it is expected that these would total no more than $5- 10,000 annually. The lack of an equipment reserve was mitigated in 1994 by the establishment of the Central Garage Internal Service Fund, which creates an equipment replacement reserve via the central garage charges included in the operating expenditures. The plan In 1996, the golf course generated sufficient revenue to cover expenses, interest, and principal, with a small amount of "profit." A similar financial picture is expected in 1997, and it is estimated that at the end of 1997, the Golf Course Fund will have a balance of about $15,000. Analysis of expected future operating costs and revenues indicates that as currently structured, in an average year with no capital improvements required, the golf course should be able to make principal and interest payment. 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. However, this does not address the issue of a capital reserve, nor is it particularly sound management, which would suggest that at worst -case the debt service should still be made, with average and good years' profits contributing to a reserve fund. Efficiencies in management, some additional savings, and identification of new markets can help mitigate the variability that weather produces, and reduce the possibility of operating losses. However, the capital reserve can only be created out of the net income which is now servicing the debt. After careful review, we have concluded that the only reliable means of creating an equipment reserve is debt restructuring. This can be accomplished generally in one of two ways: either write down the debt, or make the construction loan interest free. Whichever option is selected, the capital expenditure plan shown in table 2 indicates an annual contribution of $20,000 would be sufficient to finance expenditures anticipated in the next several years. This would leave about $50,000 annually to service the debt. Table 3 shows an amortization schedule sufficient to repay the interest -free construction loan more than 20 years. To repay the construction loan at 5% interest within 20 years, the loan would have to be written down to about $700,000. Accordingly, the following financial management principles are recommended: 1. Fees should be established annually so that they remain in the top quartile of peer courses. The fee's schedule should also be reviewed and adjusted annually so the fee • structure is similar to and competitive with peer courses. 2. Restructure the construction loan debt so that in the short term the annual payment does not exceed $50,000. 3. Create a capital expenditure reserve, budgeting an annual contribution of $20,000. These principles address the City Council's 1998 goal of providing for operating and future capital funding needs at the golf course. The attached budget details the anticipated revenues and expenditure for 1998, assuming the recommended principles are approved. CENTERBROOK GOLF COURSE 1998 BUDGET • Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 REVENUES: Green Fees $227,233 $250,514 $254,585 $262,943 Rentals 8,683 10,375 9,000 10,600 Leagues 9,206 6,920 13,000 14,500 Beer 7,800 10,354 9,000 10,500 Concessions 12,395 15,293 13,000 17,400 Golf Lessons 11,000 8,271 10,400 9,000 Other Merchandise 22,132 23,309 18,250 18,000 Pop Machine - 2,734 2,470 2,300 2,000 Interest Earnings 788 Miscellaneous 405 (633) 0 0 Total Revenues $301,588 $327,661 $329,535 $344,943 Less: Cost of Sales $36,102 $34,221 $32,700 $34,000 Gross Profit $265,486 $293,440 $296,835 $310,943 • EXPENDITURES: Personnel $121,033 $122,783 $123,365 $130,977 Supplies 21,471 20,672 17,450 16,700 Other Contractual Services 24,468 21,210 23,051 20,244 Central Garage 22,290 17,557 27,415 30,202 Insurance 7,987 6,451 8,353 7,550 Utilities 12,566 12,880 10,250 10,800 Interest Expense 57,634 58,075 57,500 Administrative Service Transfer 6,200 4,581 $4,722 $5,128 Depreciation 16,483 16,322 16,800 16,435 Total Expenditures $290,132 $280,531 $288,906 $238,036 Operating Income ($24,646) $12,909 $7,929 $72,907 Capital Outlay $20,500 Loan Repayment $50,000 Available Resources ($24,646) $12,909 $7,929 $2,407 • • TABLE 2 Centerbrook Golf Course Capital Expenditure Plan 1999 000 2001 2002 00 00 Clubhouse Refrigerator $2,000 Carpet $7,000 Hot Water Heater Tables & Chairs $2,000 Ice Cube Maker Roof $30,000 Window Treatments $1,000 PC Air Conditioner Furnace $5,000 Management Software /Hardware $15,500 New Shed or Add -on to Clubhouse $5,000 Grounds Pond Erosion • Irrigation $40,000 Paths $10,000 Wood Bridges Garage /Shed Install Gas Line Parking Lot Overlay $10,000 Flagpole $1,000 Signs $1,500 Fence from 4th Green to Garage $8,000 Very Long Term Remove 2 Houses Build New Garage Buy Apartments & Put Up Driving Range $20,500 $2,000 $7,000 $20,500 $40,000 $30,000 $18,000 Annual Capital Allocation $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 $9,500 $27,500 $40,500 $40,000 $20,000 $10,000 $12,000 • 11!7/97 eAenglgovtbldg\glfcourse • 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 1,050,000 2000 3 1,050,000 50,000 1,000,000 2001 4� 1,000 50 950,000 2002 5 950,000 50,000 900 2003 6 900,000 55,000 845,000 2004 7 845,000 55,000 790,000 • 2005 8 790,000 55,000 735,000 2006 9 735,000 55,000 680 2007 10 680,000 55,000 625,000 2008 11 625,000 60,000 565,000 2009 12 565,000 60,000 505,000 2010 13 505,000 60,000 445,000 2011 14 445,000 60,000 385,000 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 10/29/97 8:32 AM CENTERBROOK GOLF COURSE 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 REVENUES: Green Fees $227,233 $250,514 $254,585 $262,943 Rentals 8,683 10,375 9,000 10,600 Leagues 9,206 6,920 13,000 14,500 Beer 7,800 10,354 9,000 10,500 Concessions 12,395 15,293 13,000 17,400 Golf Lessons 11,000 8,271 10,400 9,000 Other Merchandise 22,132 23,309 18,250 18,000 Pop Machine 2,734 2,470 2,300 2,000 Interest Earnings 788 Miscellaneous 405 (633) 0 0 Total Revenues $301,588 $327,661 $329,535 $344,943 Less: Cost of Sales $36,102 $34,221 $32,700 $34,000 Gross Profit $265,486 $293,440 $296,835 $310,943 EXPENDITURES: Personnel $121,033 $122,783 $123,365 $130,977 Supplies 21,471 20,672 17,450 16,700 Other Contractual Services 24,468 21,210 23,051 20,244 Central Garage 22,290 17,557 27,415 30,202 Insurance 7,987 6,451 8,353 7,550 Utilities 12,566 12,880 10,250 10,800 Interest Expense 57,634 58,075 57,500 Administrative Service Transfer 6,200 4,581 $4,722 $5,128 Depreciation 16,483 16,322 16,800 16,435 Total Expenditures $290,132 $280,531 $288,906 $238,036 Operating Income ($24,646) $12,909 $7,929 $72,907 Capital Outlay $20,500 Loan Repayment $50,000 Available Resources ($24,646) $12,909 $7,929 $2,407 • Division: Centerbrook Golf Course Budget Code: 654 Program No: 7052 PROFILE Centerbrook Golf Course is a City -owned nine hole, par 3 course. Depending on the weather, 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 budget assumes 33,000 rounds will be played in 1998. DEPARTMENTAL GOALS • Implement computer aided tee time scheduling, cash reporting and inventory control. • Increase lesson offerings to increase the number of persons taking lessons by 10 %. • Coordinate proper tee time scheduling to make sure the golfers are able to play at a good pace. • Examine merchandise selection and pricing for possible changes that would increase revenues. PERSONNEL LEVELS Number Position 1 Grounds Supervisor SPECIFIC EXPENDITURE CODE DETAIL Object Number Explanation Amount 4130 Part-Time $77,900 Clubhouse staff, rangers, part-time golf professional, seasonal golf course manager, and maintenance workers. 4220 Operating Supplies $4,000 The cost of various supplies such as score cards, towels, cleaning materials, etc. 4221 Motor Fuels $1,500 Fuel for mowers and other golf course equipment. The increasing cost of fuel necessitates an increase in budget 4235 Landscaping Materials $2,200 Fertilizer, grass seed, sod, etc, plus the cost of flowers in the various planters throughout the course and at the clubhouse. 4390 Rentals $2,500 The cost of leasing golf carts for rental to patrons. • CAPITAL OUTLAY • Item Anticipated Units Cost(s) Use /need purchase date Equipment included in Central Garage budget. 2 PC's, printer, and golf course 3/98 $15,500 Scheduling leagues and tee times, management software inventory control, merchandising, handicapping, general correspondence and advertising. • CITY OF BROOKLYN CENTER 1998 BUDGET JUSTIFICATION OF CAPITAL OUTLAYS REQUESTS 1. Division: Golf Course Div. # 654 Object #: 4548 2. Give description and quantity of item requested. Indicate date desired. 3 standard PCS, 2 cash drawers, printer, ISDN hardware, and golf course management software Spring, 1998 3. Describe the necessity or and /or benefits or savings expected from this item . This investment would automate the various financial and management operations at the Golf Course, such as cash handling, league scheduling, tee time scheduling, inventory control, league merchandising, etc.. Two of the PCS requested would be fitted with cash drawers, and would replace the existing cash registers, which are due for . replacement. The third PC would provide a workstation for various management and clerical activities which are now produced by hand or by staff at the Community Center. Combined with the proposed management software, staff would be able to fully automate and control all aspects of golf course management. This standard golf course management software is routinely used by small golf courses throughout the country. It would improve operations by: • automating time consuming league scheduling functions; • better controlling inventory by precisely tracking sales of merchandise and concessions; • improving the league merchandising function, automatically tracking earned and used points; • enhancing customer service by simplifying merchandising, leagues, and scheduling so that all employees are able to conduct accurate transactions; and • automating tee time scheduling for daily and special events scheduling. The golf course would communicate with the city's LAN by an ISDN line, so that recreation program supervisors and clerical staff can assist in various management and clerical activities, making the golf course operations more efficient. This connection would also allow the Director and finance staff to better monitor operations and financial management. 4. If the item requires an increase in personal services for the activity, state the job titles contingent upon the item. The software has a handicap module, which would eliminate the need to hire someone to calculate handicaps by hand, saving about $1,000 annually. • 5. Indicate any expenses necessary to place this item in operation and whether these expenses are included in your budget request. Increased phone expenses of $65 per month can be accommodated within the existing budget, as staff are working to identify ways of reducing telephone expenses. 6. List any item which will be replaced by this purchase. State recommendations for disposition of this item. For example, trade -in salvage, discard, etc. None 7. Estimated Net Cost: $15,500 Q uantily Unit Cos Total Cost Trade -in Net Total Cost 3 PCS $2,500 $7,500 2 cash drawers 1,500 3,000 Printer 500 500 Golf software 3,000 3,000 ISDN hardware 1.500 1.500 TOT - - - -- AL $ $15 500 $15,500 • CITY OF BAYN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 33 1998 . BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND GOLF COURSE FUND 052 3471 Cash Over and (Short) 239 i -780 i -768 7391 0 0 3472 Check Processing Fee 20 40 40 1 0 0 Miscellaneous Revenues TOTAL 259 -740 -7281 779 0 0 3541 Weekend Rate 60,217 63,088 63,088 77,2181 73,1211 71,364 3542 Adult Rate 82,265 89,545 89,7931 87,555 92,7671 96,341 3543 Senior Rate 34,249 38,706 I 38,727 35,0681 36,038 41,316 3544 Junior Rate 8,600 11,806 11,806 15,155 10,811 11,268 3545 Second Round 20,852 23,260 24,584 23,906 13,369 13,498 3548 Mini Range 17 ! 0 I 0 30 0 0 3551 Adult Passbook 6,220 i 6,968 i 7,039 9,6101 8,5161 8,367 3552 Senior- Junior Passbook 12,244 12,676 12,7391 13,7511 16,8661 17,578 3554 Weekend Passbook 2,569 2,510 2,7381 3,9871 3,0971 3,211 3556 Hand Cart Rental 3,833 4,389 4,4071 5,1701 4,0001 4,500 35.57 Club Rental 1,936 2,194 2,2051 2,3581 2,0001 2,300 3558 Motor Cart Rental 2,914 3,725 ( 3,7631 4,9521 3,000 3,800 3561 Couples League 383 815 8151 1,1731 1,0001 1,000 3562 Mens League 1,144 1,856 1,8561 3,0641 2,0001 3,000 3563 Womens League 2,500 ( 3,086 3,0861 4,1801 4,0001 4,500 f 3564 Womens Second League 1,534 -463 -4631 1 2,5001 2,000 3565 Senior League 1,660 ' 1,164 1,1641 2,2891 2,5001 2,500 • CITY OF BR*YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 34 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE 3566 Junior League 356 462 4621 8971 1,0001 1,500 3571 Beer 8,497 9,776 9,781 11,2871 8,4001 10,000 3572 Beer Pitcher 676 573 573 3541 600 500 1 3573 Small Pop 2,950 2,045 2,0701 3, 8, 0191 3,500 3,000 1 3574 Large Pop 2,026 6,384 6,411 4231 2,500 7,000 1 3575 Coffee 1,300 1,126 1,1361 1,1451 2,0001 1,100 3576 Lemonade 2,856 1,950 1,9501 7811 3,0001 1,500 3581 Rolls 400 1 19 1 19 849 400 700 3582 Ice Cream 131 14 14 44 200 25 3583 Chips 515 1 634 634 582 500 600 3584 Candy 754 1 862 862 802 800 Boo 3585 Brats 89 1 22 1 22 4891 1 1001 500 3586 Cigarettes 258 i 113 1 1131 1181 01 175 3587 Hot Dogs I I I 1,237 1 2,062 1 2,0621 1,6711 01 2,000 3591 Golf Lessons 10,305 i 6,968 1 6,9681 7,2881 10,0001 7,500 1 1 1 3592 Private Lessons 830 1 1,303 1 1,3031 1,404 4001 1,500 3594 Taxable Merchandise 10,141 9,533 i 9,5631 7,583 8,250 8,000 3595 Non Taxable Merchandise 11,991 1 13,728 i 13,7461 11,3171 10,000 10,000 3597 Pop Machine 2,734 1 2,458 1 2,4701 1,6781 2,300 2,000 1 1 3599 Miscellaneous 146 99 1 991 601 0 0 1 1 Golf Course Revenues TOTAL 301,328 1 325,453 1 327,6011 350,2991 329,535 344,943 • CITY OF B*YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 35 1996 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE 3800 Interest Earnings 0 i 0 i 7881 01 91 0 Investment Earnings TOTAL 0 0 I 7881 01 0 0 GOLF COURSE FUND TOTAL 301,588 i 324,713 327,6611 351,0781 329,5351 344,943 • CITY OF BKOLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 160 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV CENTERBROOK GOLF 654 4100 Wages Regular Employees i 25,566 i 28,079 i 31,876 i 24,131 32,834 I 32,834 4130 Wages Part -time Employees i 76,708 i 75,967 i 72,500 81,169 77,900 i 77,900 4131 Overtime of Part -time Emp I 0 I 0 I 0 1,599 0 0 4133 Vacation Pay I 1,163 I 1,284 I 0 I 511 I 0 I 0 4134 Holiday Pay I 1,114 I 1,170 I 0 734 145 376 108 104 0 I 0 Salaries and Wages TOTAL I 104,551 106,500 I I I I I 110,734 110,734 4142 PERA Coordinated Plan I 2,107 I 2,226 I 4,676 I 2,287 5,736 5,736 4146 FICA i 7,728 i 7,968 i 7,985 I 8,162 8,471 = 8,471 4150 Employee Benefits I 0 I 0 I 0 2,857 I 4,320 ( 4 , 320 4151 Health Insurance 3,660 = 3,840 I 4,140 647 I 0 0 4152 Life Insurance i 20 i 20 i 22 i 3 I Z2 I 22 4153 Dental Insurance i 360 i 360 i 360 I 60 10} 0 .4154 Workers Comp Insurance I 2,606 I 1,868 I 1,806 = 1,670 1,694 = 1,694 I I i Fringe Benefits TOTAL I 16,482 I - - -- 16,283 i 18,989 15,687 I 20,243 20,243 4210 Office Supplies ! 445 ' 0 I 300 71 300 300 4212 Printed Forms i 0 i 1,257 I 0 373 0 0 4220 Operating Supplies i 8,639 i 6,682 ( 4,000 7,589 I 4,000 I 4,000 4221 Motor Fuels I 834 I 2,260 I 1,000 0 ! 1 500 1 I i ,500 4222 Lubricants & Additives I 9 1 0 1 0 1 0 I 0 1 0 4226 Chemical Products I 6,292 I 806 I 6,000 I 6,277 I 5,200 ( 5,200 • CITY OF BROYN CENTER • ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 161 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4230 Repair & Maint Supplies 2,113 0 2,000 480 2,000 2,000 4231 Equipment Parts 415 4 I 200 I 702 0 0 I � � i i 4233 Building Repair Supplies 22 748 1,000 0 750 750 4235 Landscaping Materials 1,578 7,119 2,000 f 4,409 2,200 2,200 4236 Signs & Striping Materials 18 0 I 0 0 I 0 0 .9 4240 Small Tools 67 28 20 0 0 0 0 4241 Laundry 829 I B28 750 820 750 750 4245 Maintenance Supplies 250 0 0 0 0 0 Supplies TOTAL i 21,471 I 20,672 17,450 I 20,721 16,700 16,700 4310 Professional Services 856 769 1,200 487 1,000 1,000 4312 Legal Services 0 0 200 0 0 0 4313 Audit & Financial Service 777 798 825 798 840 840 4318 Casual Labor 0 0 0 I 178 0 0 Consulting TOTAL 1,633 1,567 2 1,462 1, 840 1,840 4321 Postage i 117 97 i 200 0 200 200 4322 Telephone Services I 4,035 4,088 i 4,100 3,629 4,100 4,100 4334 Use of Personal Auto i 0 0 100 0 0 0 4340 Advertising I 3,958 3,428 3,500 4,996 3,500 3,500 4350 Printing 0 0 200 0 0 0 Communications TOTAL i 8,110 i 7,613 8,100 i 8,625 I 7,800 7,800 • CITY OF B ` R*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 162 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4380 Repair & Maint Contract 785 1,564 1,000 918 900 900 4381 Auto Equipment Repair 0 96 0 407 0 0 4382 Equipment Repair & Maint 4,804 2,699 f 3,500 4,186 .3,250 3,250 4383 Buildings Repairs 0 0 500 0 500 500 4385 Landscaping Services i 1,506 0 i 1,000 I 0 0 0 4389 Maintenance Contracts i 0 852 i 0 0 0 0 4390 Rentals 3,800 2,271 2,700 531 2,500 2,500 4393 Equipment Rentals I 0 0 0 3,408 0 0 4397 Logis Charges 660 1,516 1,876 1,556 1,454 1,454 4398 Protective Services 179 216 200 155 200 = 200 Repair Rental & Maint TOTAL 11,733 9,214 10,776 11,161 8,804 8,804 4400 Other Contractual Service i 0 852 1,000 0 1,000 1,000 4402 Uncollectible Checks 8 141 0 79 0 0 4411.Conferen and Schools i 90.1 90 i 250 95 200 200 4413 Dues & Subscriptions 110 210.1 200 475 200 200 1 4414 Licenses, Taxes, & Fees 0 17-9 0 10 0 0 4415 Claims Payment 0 460 0 0 4421 Janitorial Service i 408 i 883 250 9 7 7 400 400 4425 Board of Prisoners i 17 0 I 0 0 0 i 0 4427 Tree Removal Contract i 0 0 250 0 0 0 Other Contractual Sery TOTAL 633 2,815 1,950 1,437 1,800 1,800 • CITY OF BAYN CENTER / • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 163 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4440 Fuel Charges i 0 i 10 i 0( 1,407 I 0 0 4441 Fixed Charges i 13,839 11,545 i 18,358 16,821 22,191 22,191 4442 Repair & Maint Charges 8,451 } 6,002 9,057 4,095 ' 8,011 ( 8,011 Central Garage Rentals TOTAL 22,290 17,557 27,415 22,323 30,202 I - - -- 30,202 4461 Gen Liability Insurance I 6,656 4,931 6,710 5,839 I 6,014 I 6,014 4462 Property Insurance 338 264 360 352 363 363 I 4463 Boiler & Machinery Insurance 0 46 63 71 I 73 73 4469 Liquor Liability Ins i 994 1,210 1,220 900 i 1,100 1,100 Insurance TOTAL i - - -- - 7,988 - - -- - 6_451 - - -- - 8,353 - -- - 7,163 - 7,550 - - -- - 7,550 4481 Electric Service i 4,864 I 4,398 i 4,400 I 4,012 4,400 4,400 4482 Gas Service i 995 1,509 i 1,400 1,066 1,400 1,400 4484 Water Service I 4,015 : 5,346 ( 2,000 2,816 3,000 3,000 4485 Sanitary Sewer Service 170 179 ! 200 131 200 200 i 4487 Solid Waste Disposal i 1,997 I 888 i 1,750 872 1,200 1,200 4488 Storm Water Drainage i 526 ( 561 i 500 i 434 ' 600 600 Utilities TOTAL 12,566 ' 12,880 10,250 9,331 I 10,800. 10,800 4520 Buildings i 0 0 i 0 0 5,000 5,000 4548 Computer Equipment 0 0 0 0 I 15,500 15,500 4551 Office Furniture & Equip 363 0 0 0 0 I 0 4552 Other Equipment 1,996 : 0 0 0 0 0 I I III CITY OF BR CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 164 1998 BUDGET 1997 1998 1998 Object code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -------- - - - - -- Capital Outlays TOTAL 2,359 0 0 0 20,500 20,500 Interest 57,5 00,` 4611 57,634 58,075 57,500 57,500 0 Debt Service TOTAL 57,634 58,075 57,500 I 57,500 57,500 0 4199 Salaries Reimbursed 6,20 0 0 4,581 0 0 0 4702 Administrative Sery Transfer 0 0 4,722 3,940 I 5,128 5,128 Administrative Services TOTAL 6,200 4,581 4,722 3,940 5,12 8 5,128 4823 Beer Cost of Sales 3,293 3,534 4,000 3,361 4,000 I 4,000 4840 Merchandise for Resale 7,246 I 11,502 0 17,970 12,000 12,000 4841 Merchandise Cost of Sales 14,009 0 18,000 302 0 0 4842 Food Cost of Sales Guests i 8,646 i 19,185 i 8,000 i 13,897 16,000 16,000 4843 Banquet Expenses 2,909 0 2,700 2,655 2,000 2,000 Cost of Sales TOTAL 36,102 34,221 32,700 38,185 34,000 34,000 4920 Depreciation Expense i 15,990 i 16,098 16,800 13,690 16,435 16,435 4922 Loss Fixed Asset Disposal 493 I 224 0 0 0 0 Depreciation TOTAL 16,483 16,322 16,800 13,690 16,435 = 16,435 CENTERBROOK GOLF TOTAL i 326,234 314,752 321,606 319,369 f 350,036 292,536 GOLF COURSE FUND TOTAL 326,234 I 314,752 321,606 319,369 350,036 292,536 EARLE BROWN HERITAGE CENTER 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 19 96 1997 1998 REVENUES: Convention and Catering $1,951,597 $2,233,212 $2,248,915 $2,621,927 Inn on the Farm 269,368 262,308 263,432 268,400 Earles 52,391 58,651 72,500 62,600 Office Rentals 112,109 110,505 80,361 89,124 Total Revenues $2,385,465 $2,664,676 $2,665,208 $3,042,051 Less: Cost of Sales $341,908 $373,351 $364,420 $408,677 Gross Profit $2,043,557 $2,291,325 $2,300,788 $2,633,374 EXPENDITURES: Personnel $1,212,126 $1,185,675 $4,265,302 $1,348,572 Supplies 152,492 159,216 168,805 190,132 Other Contractual Services 536,224 499,869 490,272 534,208 Insurance 36,255 31,072 39,358 35,556 Utilities 137,228 148,684 142,679 153,053 Interest Expense 31,653 35,979 38,235 1,480 Administrative Service Transfer 46,148 42,406 52,832 62,767 Depreciation 18,779 31,362 7,748 38,705 Total Expenditures $2,170,905 $2,134,263 $2,205,231 $2,364,473 Operating Income ($127,348) $157,062 $95,557 $268,901 Capital Outlay $3,780 $6,690 $98,997 $127,692 Available Resources ($131,128) $150,372 ($3,440) $141,209 CITY OF BR*YN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 36 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE ----------- FUND EARLE BROWN HERITAGE CTR 053 3521 Liquor Sales 10,851 10,134 0 1 0 0 1 0 1 1 Liquor Sales TOTAL 10,851 10,134 I 0 0 0i 0 3600 Guest Room Rentals 220,351 179,853 1 213,3811 179,5941 230,000 230,000 3601 Facility Rentals 17,287 16,714 20,8121 20,5941 15,1001 17,500 3602 Merchandise Sales 1,003 979 1,1931 9221 2,400 1,500 3603 Meal Sales 64,513 51,869 i 18,861 10,7931 7,8001 11,800 3604 Service Charges 0 1 0 1 0 1,2381 01 0 1 3605 Equipment Rentals 4,033 4,104 1 4,6761 3,280 4,1001 4,100 3606 Miscellaneous 3,594 2,892 3,3851 4201 4,0321 3,500 1 3618 GIFT CERTIFICATE PROMOTIONS -288 0 0 1 0 0 1 1 1 0 1 1 E.B.H.C. Bed & Breakfast Rev. TOTAL 310,493 256,412 262,3081 216,8391 263,4321 268,400 3620 Room Rentals 480,968 1 417,622 1 501,6891, 332,5791 532,6001 578,900 3621 Labor Charges 37,533 11,246 1 11,3271 6,6171 31,5001 9,500 1 1 3622 CMP Room Rentals 31,078 40,692 42,3241 41,6411 58,800 42,500 3624 CMP Equipment Rentals 11,522 1 13,272 13,761 1 1 1 13,085 23,7401 13,700 3625 Equipment Rentals 89,304 107,054 120,3841 106,947 107,170 115,000 3626 Dance Floor/Staging Rentals 22,196 26,314 28,0611 25,793 28,1001 28,100 3627 Event Supplies Charges 1,084 1 1,021 1 1,0511 11,7651 1,500 2,000 3628 Client Requested Services 24,750 1 30,718 1 33,7981 23,0641 48,3001 48,300 1 3630 Security Services 1,652 1 170 1 2701 1,7001 7,0001 6,000 • CITY OF BRSYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 37 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE 3638 Miscellaneous 2,102 1 471 1 1,734 4,442 205 850 E.B.H.C. Convention Revenues TOTAL - -- 702,190 1 -- 648,579 1 - -- 754,3981 -- 567,632 - -- 838,9151 - -- 844,850 3640 Commercial Office Rentals 105,736 1 89,588 107,564 70,888 80,0011 89,124 3641 Cleaning Services 5,636 2,912 2,942 210 3601 0 3646 Miscellaneous 737 0 0 1 43 1 0 1 0 E.B.H.C. Office Rental Revenue TOTAL 112,109 92,500 110,505 71,1411 80,3611 89,124 3659 Food & Beverage Revenue 0 1 0 1,239,330 1,033,993 1,410,0001 1,519,401 3660 Wine Sales 1,249,546 0 1 69,295 46,521 0 75,526 1 1 1 1 3661 Liquor Sales 0 1 0 1 69,892 1 55,292 0 1 79,968 1 1 1 3662 Beer Sales 0 1 0 1 49,0951 49,7071 01 62,197 3663 Service Charges 0 1 0 1 01 32,0181 01 39,985 1 1 1 1 1 3664 Misc. Sales 0 1 0 1 51,2031 7,2591 01 0 3665 Misc.Sales,Non Taxable 0 1 0 1 0 2,158 0 1 0 Catering Operations TOTAL 1,249,546 1 0 1 1,478,815 1,226,9491 1,410,0001 1,777,077 3670 Meal Sales 0 1 0 ( 46,0151 33,1451 58,200 47,500 3671 Liquor Sales 0 1 0 1 12,636 10,0171 14,3001 15,100 3673 Miscellaneous Sales 0 1 0 1 0 353 0 1 0 Earle's at EBHC TOTAL 0 1 0 58,6511 43,5151 72,5001 62,600 3702 Repair & Maintenance Charges 0 1 50 1 0 1 0 1 0 1 0 CITY OF BROWN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 38 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE Charges for Services TOTAL 0 50 01 01 01 0 3800 Interest Earnings 276 605 O 1 01 01 0 1 1 Investment Earnings TOTAL 276 605 1 0 0 1 01 0 EARLS BROWN HERITAGE CTR TOTAL 2,385,465 1,008,279 2,664,676 2,126,0761 2,665,208 3,042,051 EARLE BROWN HERITAGE CENTER 998 BUDGET Division: CONVENTION CENTER & CATERING OPERATIONS Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Rentals and Charges $1,951,597 $2,233,212 $2,248,915 $2,621,927 Less: Cost of Sales $290,052 $327,746 $328,377 $370,177 Gross Profit $1,661,545 $1,905,466 $1,920,538 $2,251,750 EXPENDITURES: Personnel $961,641 $936,616 $887,439 $971,014 Supplies 126,455 136,857 137,744 159,023 Other Contractual Services 382,277 381,596 387,874 432,251 Insurance 28,462 25,237 31,379 28,355 Utilities 111,381 120,777 114,282 123,861 Interest Expense 16,459 18,116 19,510 0 Administrative Service Transfer 28,842 26,504 0 0 Depreciation 18,779 31,362 7,748 35,076 Total Expenditures $1,674,296 $1,677,065 $1,585,976 $1,749,580 S Net Income ($12,751) $228,401 $334,562 $502,170 Capital Outlay 3,780 5,630 94,195 127,692 Available Resources ($16,531) $222,771 $240,367 $374,478 Division: Convention Center Budget Code: 655 Program No: 8950 • PROFILE The Convention Center provides a unique full- service conference, social, and trade show environment which will fill area hotel rooms and provide lodgers tax revenue to the City ($222,816 in 1996). It provides a vehicle to bring into the City of Brooklyn Center attendees to a wide variety of events (in 1997 over 950 events including 60 individual social/wedding, 49 corporate social functions, approximately 40 trade shows, and over 100,000 attendees at these functions). I provides first -class food and beverage services, including exceptional food product and consistent profitability by a significant catering division revenue increase for 1998. It provides exceptional guest service and client satisfaction which causes the consistent return of clients. It is an historically significant restoration whose reputation positively impacts the City of Brooklyn Center. DEPARTMENTAL GOALS • Increase room rental sales by 4% over 1997 revenue by: - evaluating all potential business for profitability aggressively filling open inventory of rooms by fitting client space requests into the overall requirements of all business - continuing to market availability of food and beverage minimums per room and CMPs (complete Meeting. Packages) focusing on daytime corporate meetings, large corporate and social banquets - opening and promoting additional meeting space • Challenge current clients to experience the facility in other ways (i.e., corporate user also holding a wedding or other social event). • Continue aggressive maintenance and painting scheduled required to present facility in the best possible light. • Continue trend of profitability by increased productivity, upselling food and beverage, and closely monitoring expenses. • Continue trend of 20 new corporate clients. • Continue the proven marketing tool of Yellow Pages advertising supplemented by print advertising in targeted corporate publications. • Continue to provide the finest quality of food and beverage available in the metropolitan area. • Continue networking with potential clients and industry partners through several associations. PERSONNEL LEVELS Number Position 1 Sales Director Salesperson Crew Chief Part -time positions include Set -Up Crew Chief. Set -Up Crew. Custodians, and Maintenance Staff. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need • purchase date Carpet Morgan Room 1993 75 yds $3,600 Old carpet is worn out. New carpet will match that which was installed in the hallway in 9/97. Fresh Air Duct Heating Coil 1998 $9,000 Cold air return brings in quantities of outside air at outside air temperatures. There have been three freeze -ups in the mechanical room. Two -Way Radios 1998 4 $2,800 Two current stock no longer repairable. Balance of current stock in need of replacement due to heavy usage. Wide Area Vacuum 1998 1 $1,831 Current vacuum has been repaired several times and will be in need of replacement. Incandescent Lighting in Tack Room 1998 $7,400 Lower level meeting space too dark for evening banquets, too bright if fluorescent lighting is on. Fresh Air Return in Tack Room 1998 $30,000 This room is limited to heating controls with no current fresh air hookup. It cannot be cooled down in the winter or heated in the summer. Small Carpet Extractor 1998 1 $3.000 Used to clean chairs, stairwells, and other small areas. Current equipment broke in July 1997 and is too costly to repair. Finish Chiller Enclosure 1998 $19,000 Air flow within the chiller enclosure needs to be redirected to motors . Coat Racks 1998 8 $5,360 Current coat racks are unrepairable. This purchase will eliminate renting coat racks. Computer Software 1998 $7,500 Replaces 10 -year old non - networked reservation system and ties together catering, reservations, and billing functions. Pentium Computers, Monitors, and 1998 3 $7,500 Will replace existing hardware Keyboards with faster processing/networking capabilities. The equipment being replaced will be moved to other workstations currently operating on even older technology. • CITY OF BR*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 165 1998- BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV CONVENTION CENTER 655 4100 Wages Regular Employees 242,982 226,341 188,608 146,419 270,551 270,551 4112 Overtime Regular Employee I 766 1,454 0 = 1,004 0 0 4130 Wages Part-time Employees 141,637 130,642 147,797 I 94,550 I 117,161 117,161 4131 Overtime of Part-time Emp 1,406 2,401 0 868 0 0 4133 Vacation Pay i 12,553 14,837 i 0 7,364 0 0 4134 Holiday Pay 12,281 12,937 0 5,4 0 0 4135 Sick Leave Pay I 8,704 19,474 0 5,213 0 0 Salaries and Wages TOTAL 420,327 408,088 336,405 260,840 387,712 387,712 4142 PERA Coordinated Plan 18,085 17,009 15,071 11,579 20,083 20,083 4143 PERA Police & Fire Plan 45 140 I 0 83 0 0 4146 FICA 31,398 30,406 25,735 19, 734 29,660 29,660 4150 Employee Benefits 0 0 0 14,740 31,560 31,560 4151 Health Insurance 19,748 20,183 20,220 1,938 0 0 4152 Life Insurance 148 149 132 15 176 176 4153 Dental Insurance 1,838 I 1,641 1,814 165 0 0 4154 Workers Comp Insurance 15,486 10,827 10,392 7,197 11,133 11,133 4156 Unemployment Compensation 6,153 0 0 0 0 0 4158 Disability Insurance 0 I 244 0 0 I 0 0 Fringe Benefits TOTAL 92,902 = 80,597 73,364 55,452 r 92,612 92,612 4210 Office Supplies 4,044 = 3,797 = 4,350 = 3,052 4,350 4,350 CITY OF BROOK CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 166 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4220 Operating Supplies 21,136 22,855 19,595 19,109 22,800 22,800 4221 Motor Fuels 2 2 0 10 25 25 4223 Cleaning Supplies I 10,040 7,678 i 10,400 i 3,459 10,400 10,400 4224 Clothing & Personal Equip 444 650 590 1,165 750 750 4225 Shop Supplies 482 247 f 475 537 575 j 575 4226 Chemical Products i 2,340 1,777 i 1,825 i 1,329 I 1,825 1,825 4227 Safety Supplies 241 366 380 173 380 I 380 4230 Repair & Maint Supplies 3,669 I 2,384 3,669 3,609 5,200 5,200 4231 Equipment Parts 3,113 3,454 4,200 2,960 4,200 4,200 4233 Building Repair Supplies 4,893 10,732 9,850 6,591 10,700 10,700 4235 Landscaping Materials 2,372 486 2,450 2,103 2,800 2,800 4236 Signs & Striping Materials 506 408 530 = 490 825 I 825 4240 Small Tools I 612 529 750 624 750 750 4241 Laundry O I 0 125 Q 125 125 Supplies TOTAL 53,894 I 55,367 59,189 45,211 65,705 1 65,705 4310 Professional Services 3,519 0 800 2,364 ! 800 800 4312 Legal Services 790 2,297 I 600 2,056 750 750 4313 Audit & Financial Service 402 412 682 0 4316 Security Services 1,727 107 0 0 0 0 0 0 Consulting TOTAL I 6,439 2,815 2,08.2 4,420 I 1,550 1,550 4321 Postage I 3,860 3,167 5,640 3,678 7,400 7,400 CITY OF BROYN CENTER • , MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 167 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4322 Telephone Services 23,589 15,743 18,336 11,601 14,200 15,500 4324 Delivery Service 324 210 135 173 135 135 4334 Use of Personal Auto 510 529 580 1144 850 850 4340 Advertising 33,922 16,289 28,610 19,914 28,610 31,500 4341 Employment Advertising 1,167 107 820 721 1,160 1,000 4345 Advertising - Agency 9,030 0 6,000 3,378 6,000 6,000 4347 Trade Show Promotions 4,827 5,066 5,650 3,986 5,650 5,650 4350 Printing 15,600 6,370 11,530 10,644 14,200 14,200 Communications TOTAL 92,828 47,481 77,301 54,939 78,205 82,235 4379 Lower Level Improvements 0 0 0 3,670 0 = 0 438'0 Repair & Maint Contract 12,479 9,620 13,280 7,888 13,280 13,280 4382 Equipment Repair & Maint 10,960 25,553 28,700 19,965 28,700 28,700 4383 Buildings Repairs -6 0 0 0 0 0 4390 Rentals 45,818 50,023 45,800 I 33,981 I 45,800 45,800 4391 Dewatering Services 0 0 0 16,915 0 0 4392 Building Rentals 0 437 0 = 0 0 0 4395 Client Request Rent 2,571 3,954 2,820 16,354 8,200 8,200 4397 Logis Charges 1,541 2,417 1,769 1,971 0 0 4398 Protective Services i 205 205 I 205 171 i 205 205 Repair Rental & Maint TOTAL 67,320 I 92,210 92,574 100,914 I 96,185 96,185 4400 Other Contractual Service 15,627 14,290 15,416 10,193 15,416 15,416 / CITY OF BRYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 168 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4401 Credit Card Fees 885 I 4,242 i 350 i 544 0 i 0 f 4402 Uncollectible Checks 2,920 -331 0 0 0 0 4403 Cash (Over) and Short -372 -92 0 ( -59 ! 0 I 0 4411 Conferences and Schools 3,324 1,635 4,025 3,291 6,200 5,000 4412 Meeting Expenses 579 631 1,765 360 1,250 I 1,250 f 4413 Dues & Subscriptions 2,351 2,307 ( 2,546 3,643 3,280 3,280 4414 Licenses, Taxes, & Fees 20 0 0 I 0, 0 0 4415 Claims Payment 385 ! O I 0 0 I 0 0 4417 Books /Reference Materials I 0 68 90 34 290 I 290 I 4427 Tree Removal Contract 0 0 0 188 0 0 Other Contractual Sery TOTAL ( 25,719 22,750 24,192 I 18,194 = 26,436 25,236 4461 Gen Liability Insurance 8,962 5,868 8,024 6,326 9,745 9,745 4462 Property Insurance 3,348 2,593 ) 3,545 2,864 4,958 4,958 4463 Boiler & Machinery Insurance 1,282 457 ( 625 579 1,002 1,002 Insurance TOTAL 13,592 8,917 12,194 9,768 = 15,705 15,705 { 4481 Electric Service 72,256 65,312 61,200 52,360 63,000 63,000 4482 Gas Service 24,761 25,235 18,956 15,930 ( 24,000 24,000 4484 Water Service I 1,156 I 1,512 1,100 I 702 1,588 1,588 4485 Sanitary Sewer Service 1,994 2,503 2,200 i 1,209 2,656 2,656 4487 Solid Waste Disposal i 2,511 2,457 I 3,200 I 1,270 I 3,000 I 3,000 4488 Storm Water Drainage 763 1,107 1,016 528 1,160 1,160 CITY OF BAYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 169 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Utilities TOTAL 103,441 98,126 i 87,672 71,999 95,404 95,404 4530 Other Improvements 0 2,435 79,152 57,655 158,230 69,000 4548 Computer Equipment 0 0 6,838 2,115 i 15,000 i 15,000 4551 Office Furniture & Equip I 3,780 0 0 3,882 0 0 4552 Other Equipment 0 3,195 4,305 4,100 26,271 12,992 Capital Outlays TOTAL 3,780 5,630 90,295 67,752 199,501 96,992 4611 Interest 15,194 I 17,863 I 18,725 10,793 0 0 Debt Service TOTAL 15,194 17,863 18,725 10,793 0 0 4199 Salaries Reimbursed 28,842 26,504 0 0 0 0 Administrative Services TOTAL 28,842 26,504 0 0 0 0 4841 Merchandise Cost of Sales 0 0 0 4 0 0 4842 Food Cost of Sales Guepts 769 2,003 340 293 340 340 4844 Food Cost of Sales Events 349 0 0 28 0 0 Cost of Sales TOTAL 1,118 2,003 I 340 325 340 I 340 4920 Depreciation Expense 0 I 0 I 0 0 32,341 32,341 4922 Loss Fixed Asset Disposal 347 0 0 0 0 0 Depreciation TOTAL 347 0 0 32,341 32,341 992,017 CONVENTION CENTER TOTAL 925,742 868,350 874,333 700,606 '091,696 Division: Catering Operations Budget Code: 656 Program No: 8900, 8909 PROFILE The Catering Division of the Heritage Center sells, prepares, and services all food and beverage related activity. A management contract exists with D'Amico Catering to oversee this division at the direction of the Heritage Center General Manager. There is also a joint sales effort between facility and catering sales personnel. D'Amico creates menus, determines food pricing, hires staff, sells food and beverage to facility clients, maintains an inventory of food and small wares, maintains the kitchen and service areas, and services all food - related functions. This division is responsible for $1.7 million in gross revenues, up approximately 20% from 1997. This increase is dependent upon adding additional meeting space in the H Barn. DEPARTMENTAL GOALS • Provide the finest quality of food and beverage available to facility clients. • Develop additional revenue through the creation of new menus and increased menu pricing. • Maintain competitive purchase pricing. • Continue to eliminate duplicity of effort between the facility and catering systems. • Continue aggressive marketing by facility and catering sales staff to existing and new • corporate /social clients. PERSONNEL LEVELS Contracted through D'Amico Catering: Catering Sales Director, Catering Sales Manager, Head Chef, Pastry Chef, Sous Chefs, Bar /Operations Manager, Banquet Captains (Waitstaff), Banquet Servers (Waitstaff), and Dishwashers. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Two -way radios 1998 4 $3,200 Allows communication radios between security, catering staff, banquet and kitchen staff, thereby responding to client needs in a more timely fashion. China Service 1998 1 $27,500 The current chin pattern is no longer available. Existing stoke chips/breaks easily. Other manufacturers who might replicate existing pattern prove to be too costly. This new china is break resistant. Existing stock will be used for weddings and at the Inn until no longer available.. I • CITY OF GRYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 170 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV CATERING OPERATIONS 656 4100 Wages Regular Employees i 3,711 i 10,521 i 10,073 I 2,239 ( 0 i 0 4112 Overtime Regular Employee i 0 i 68 i 0 I 299 0 i 0 4130 Wages Part -time Employees 352,831 358,535 0 29,854 0 0 4131 Overtime of Part -time Emp 0 1,293 I O I 145 0 ' 0 I 4132 D'Amico's Employees I 0 I 0 I 378,786 ( 260,251 405,529 405,529 Salaries and Wages TOTAL 356,542 370,418 388,859 292,787 405,529 405,529 4142 PERA Coordinated Plan 173 1,376 451 1,395 0 0 4143 PERA Police & Fire Plan I 0 I 8 0 I 34 0 0 4146 FICA ( 296 2,695 I 771 2,457 0 I 0 4151 Health Insurance 1,350 `1,270 ! 0 103 0 0 I 4152 Life Insurance 11 10 0 1 1 0 0 4153 Dental Insurance 159 145 0 11 0 0 .4154 Workers Comp Insurance 70 1,294 468 1,366 I 0 I 0 4196 D'Amico's Employee Benefits 89,810 70,714 87,121 58,599 85,161 85,161 Fringe Benefits TOTAL 91,870 77,513 88,811 63,966 85,161 85,161 4210 Office Supplies 5,568 4,361 3,500 2,755 3,500 3,500 4220 Operating Supplies 44,135 54,326 74,745 54,007 = 50,958 50,958 4223 Cleaning Supplies 0 , 158 310 0 9,616 9,616 4227 Safety Supplies ( 40 0 0 0! 0 0 I 4230 Repair & Maint Supplies 0 93 0 158 400 ' 400 1 1 1 • CITY OF B*YN CENTER • , MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 171 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4231 Equipment Parts i 21 i 42 i 0 0 i 0 I 0 4233 Building Repair Supplies i 1,357 328 0 510 800 i ) 800 4241 Laundry i 21,440 22,182 i 0 0 28,044 28,044 Supplies TOTAL i - - -- 72,561 I - - -- 81_490 i - - -- 78,555 i - -- 57,431 i - - -- 93,318 ff - - -- 93,318 4310 Professional Services I 0 0 0 1,085 0 0 4313 Audit & Financial Service 673 692 1,144 75 0 0 4314 Medical Services I 70 0 0 0 0 0 4316 Security Services ( 1,582 451 0 1,207 2,900 2,900 Consulting TOTAL - - -- - 2_326 - -- -1,143 - - -- - 1,144 - -- - 2,367 -- 2,900 - = -- = 2,900 4321 Postage I 1,179 127 2,275 2,578 2,275 2,275 4322 Telephone Services i 0 5,332 5,210 5,056 5,210 5,210 4324 Delivery Service 27 0 0 0 0 0 I 4325 Teleprocessing Services i 0 0 I ,0 1,227 I 0 p 4334 Use of Personal Auto 0 14 0 0 300 300 I 4340 Advertising I 14,806 I -- 9, i 8,200 I 1,761 i 8,200 8,200 4345 Advertising - Agency 3,305 0 0= 0 0 0 4346 Advertising - Print 0 0 0 92 0 0 4347 Trade Show Promotions i 0 0 0 i 5,290 I 0 0 4350 Printing ( 341 820 0 574 ! 3,205 3,205 Communications TOTAL 19,658 15,336 ( 15,685 16,578 - - -- 19,190 I 19,190 r r CITY OF bk,YN CENTER 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 172 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4380 Repair & Maint Contract i 0 ! 2,357 i 2,710 i 4,775 8,000 8,000 4382 Equipment Repair & Maint I 12,753 11,515 I 9,400 I 10,257 9,400 9,400 ! I I I I 4390 Rentals I 7,080 ! X5,115 I 0 0 1 6,400 6,400 4393 Equipment Rentals I 0 0 I 7,800 2,284 0 I 0 4395 Client Request Rent Chrg ! 0 1 0 1 0! 1,501 0 0 4397 Logis Charges i 0 O i 1 0 0 1 0 Repair Rental & Maint TOTAL ! 19,833 ( 18,987 ( 20,921 18,817 23,800 23,800 4400 Other Contractual Service I 139,614 I 168,442 144,560 108,526 168,000 168,000 1 4401 Credit Card Fees I 2,639 I - _536 I _ 2,115 I 3,472 I 3,205 3,205 4402 Uncollectible Checks ! 0 7,243 I 0 0 I 2,650 2,650 4403 Cash (Over) and Short I 0 -273 I 0 1 411 I 0 0 ! I I I � I I � 4411 Conferences and Schools I 139 I 128 I 300 ! 137 ( 300 300 4412 Meeting Expenses I 0 ( 0 ! 1,000 I 0 I 400 400 4413 Dues r & Subscriptions I 0 I 0 0 I 750 I 600 t 600 I 4414 Licenses, Taxes, & Fees I 5,762 4,800 I 6,000 4,556 I 6,000 6,000 Other Contractual Sery TOTAL I 148,154 180,876 I 153,975 I 118,852 I 181,155 181,155 4461 Gen Liability Insurance I 8,550 ! 10,158 I 10,200 7,195 8,050 8,050 I I I I 4462 Property Insurance ( 1,779 I 1,379 I 1,885 II 1,523 I 0 0 I ! I I ! 4463 Boiler & Machinery Insurance I 0 I 243 I 332 ( 308 0 0 4469 Liquor Liability Ins I 4,542 ( 4,541 ! 6,768 I 405 4,600 4,600 CITY OF YN CENTER • ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 173 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Insurance TOTAL I 14,870 I 16,320 19,185 I 9,430 12,650 12,650 4480 Utilities I 7,940 I 1,023 I 0 0 I 0 I = 0 4481 Electric Service i 0 i 11,490 I 11,000 I 9,302 11,000 11,000 4482 Gas Service i 0 i 3,872 10,000 I 2,981 10,000 10,000 4484 Water Service 0 257 600 125 I 400 I 400 4485 Sanitary Sewer Service I 0 431 340 215 472 472 4487 Solid Waste Disposal i 0 5,385 I 4,480 i 5,655 6,375 6,375 4488 Storm Water Drainage I 0 195 I 190 I 94 210 210 Utilities TOTAL i 7 22,651 26,610 I 18,372 I 28,457 28,457 4548 Computer Equipment 0 0 I 2,400 0 I 4,000 0 1 4550 Furniture & Fixtures i 0 i 0 I 1,500 0 31,700 I 30,700 Capital Outlays TOTAL 0 J 0 3,900 0 35,700 30,700 4611 Interest i 1,265 i 253 I 785 0 i 0 i. 0 Debt Service TOTAL I 1,265 I 253 785 0 0 0 4821 Liquor Cost of Sales ( O 0 I 0 6,084 0 0 4822 Wine Cost of Sales 0 0 12 0 4823 Beer Cost of Sales i 0 I 0 0 8,940 0 0 4830 D'Amico's Cost of Sales 288,936 325 369,837 o 0 369,837 • 4842 Food Cost of Sales Guests I 0 521 I 328,037 I 220,659 I 0 0 4844 Food Cost of Sales Events I 0 I 160 I 0 0 0 I 0 r I • 1 1 • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 174 1998`BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Cost of Sales TOTAL 288,936 325,743 328,037 247,837 369,837 369,837 4920 Depreciation Expense i 798 I 798 0 614 i 797 797 4921 Amortization Expense 7,750 7,750 ` 7,748 5,962 1,938 1,938 Depreciation TOTAL ' 8,548 •8,548 — 7,748 6,575 2,735 2,735 CATERING OPERATIONS TOTAL I 1,032,502 ( 1,119,277 I 1,134,215 853,014 1,260,432 1,255,432 EARLE BROWN HERITAGE CENTER • 1998 BUDGET Division: OFFICE RENTALS Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Rentals and Charges $112,109 $110,505 $80,361 $89,124 Total Revenues $112,109 $110,505 $80,361 $89,124 EXPENDITURES: Personnel $25,234 $22,227 $25,078 $12,648 Supplies 8,267 6,264 7,991 7,564 Other Contractual Services 59,933 42,972 40,868 36,510 Insurance 1,848 1,728 2,363 2,852 Utilities 7,461 7,673 8,644 8,836 Interest Expense 0 0 0 0 Administrative Service Transfer 0 0 0 0 Depreciation 0 0 0 0 Total Expenditures $102,743 $80,864 $84,944 $68,410 Net Income $9,366 $29,641 ($4,583) $20,714 Capital Outlay 0 1,060 0 0 Available Resources $9,366 $28,581 ($4,583) $20,714 • Division: Office Rentals Budget Code: 657 Program No: 8930 PROFILE The H and D Barns are currently designed to provide commercial office rental space. A variety of tenants occupied the space under leases for specified terms through most of 1997. The Heritage Center staff, under the direction of the General Manager, provides maintenance and custodial services, lawn care, and snow removal. Leases are negotiated by the General Manager. There is 7,485.5 square feet of commercial office space within the H and D Barns. Currently the only H Barn tenant is Blumental's Architecture since North Metro Minneapolis Convention and Visitor's Bureau and the Brooklyn Community Chamber of Commerce moved their offices to other locations. The DBarn (ease expired at the end of April 1997. The tenant, Bell Mortgage, currently rents a portion of the ground floor on a month -to -month lease. In 1996 when both buildings were fully rented, the income generated was $107;564. Income during the year 1997 will total $92,503. Yearly net income from the commercial office entity runs approximately $15,000. It has been determined that the best use of the D Barn is to continue occupancy with commercial office tenants. Structural beam replacement needs to be done prior to new tenants occupancy in the building. Tenants are committed to the space and awaiting confirmation of lease availability. The H Barn is being evaluated for conversion to additional meeting facilities rather than the current commercial office usage. Revenues from use as meeting space (assuming 50% occupancy), would run from $421.396 to $729,878 depending upon space development - an increase in net income of more than 75% over current commercial use in the first full year. DEPARTMENTAL GOALS • Continue to examine profitability of commercial office space as opposed to meeting space needs within the facility. • Continue to provide appropriate maintenance at current high standards to provide satisfaction to tenants. • Respond to tenant concerns. if any. in a timely manner. PERSONNEL LEVELS General Manager oversees entity. Maintenance and custodial care provided by Heritage Center staff under the direction of the Maintenance Supervisor. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Capital expenditures required in 1998 budget are dependent upon decisions pending regarding a change in building use from commercial office to meeting facilities. • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 175 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV OFFICE RENTALS 657 4100 Wages Regular Employees 4,381 6,219 10,974 ( 3,092 0 = 0 I 4112 Overtime Regular Employee i 21 0 i 0 i 0 i 0 0 4130 Wages Part -time Employees 11,095 7,451 10,500 4,282 I 10,815 10,815 Salaries and Wages TOTAL 15,496 13,671 21,474 7,374 10,815 10,815 ---- - - - --- 4142 PERA Coordinated Plan 658 i 601 962 317 560 560 4146 FICA 1,173 1,036 1,643 552 827 ' 827 4151 Health Insurance I 982 911 0 84 ! 0 0 4152 Life Insurance ' 7 I 7 i 0 1 0 0 4153 Dental Insurance 108 104 0 10 I 0 0 4154 Workers Comp Insurance 1,041 596 ( 999 314 446 I 446 Fringe Benefits TOTAL 3,970 3,255 3,604 1,278 } 1,833 1 4210 Office Supplies I 70 ( 0 I 75 I 0 ! 75 75 4220 Operating Supplies i 3,244 i 2,024 2,871 i 1,705 2,871 2,871 4223 Cleaning Supplies 1,591 1,365 1,700 554 1,000 : 1,000 4224 Clothing & Personal Equip 0 ( 31 150 0 150 150 4225 Shop Supplies 37 13 100 6 , 100 100 I 4226 Chemical Products 25 0 100 0 ' 100 100 4227 Safety Supplies ( 93 0 90 0 90 90 4230 Repair & Maint Supplies 221 881 600 435 968 968 4231 Equipment Parts 352 0 250 88 250 250 CITY OF BAYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 176 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4233 Building Repair Supplies i 1,567 1,699 i 1,210 635 i 1,110 i 1,110 4235 Landscaping Materials 583 50 500 609 500 500 4236 Signs & Striping Materials i 27 I 0 i 145 i 0 150 I 150 4240 Small Tools 457 200 200 60 200 200 Supplies TOTAL 8,267 6,264 7,991 4,092 7,564 7,564 4310 Professional Services 0 0 0 2,273 0 0 4312 Legal Services 284 0 200 0 300 300 4313 Audit & Financial Service 78 80 110 ( 0 100 100 Consulting TOTAL I 362 80 310 2,273 400 400 4322 Telephone Services 1,978 1,409 2,100 1,750 2,100 2,100 Communications TOTAL 1,978 1,409 2,100 1,750 2,100 2,100 4380 Repair & Maint Contract 1,768 1,011 1,570 600 1,600 1,600 4382 Equipment Repair & Maint i 1,983 I 3,856 i 3,200 I 1,168 2,500 2,500 4383 Buildings Repairs i 8,251 i 0 0 0 0 0 4397 Logis Charges 186 368 253 343 0 0 4398 Protective Services 206 206 206 172 206 I 206 Repair Rental & Maint TOTAL 12,395 I 5,441 5,229 2,282 4,306 4,306 4400 Other Contractual Service 6,949 5,831 7,900 3,095 6,204 6,204 4403 Cash (Over) and Short } 0 0 0 14 0 0 4414 Licenses, Taxes, & Fees 38,249 30,211 25,329 19,520 23,500 I 23,500 CITY OF BR*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 177 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Other Contractual Sery TOTAL 45,198 36,042 33,229 I 22,628 29,704 29,704 4461 Gen Liability Insurance 695 684 935 609 913 913 4462 Property Insurance 1,153 I 888 1,214 981 1,613 1,613 4463 Boiler & Machinery Insurance 0 156 214 198 326 326 Insurance TOTAL 1,848 1,728 2,363 1,788 2,852 2,852 4481 Electric Service 4,160 4,918 4,173 3,699 4,173 4,173 4482 Gas Service 1,909 1,296 I 2,800 777 2,800 = 2,800 4484 Water Service i 277 285 310 115 310 310 4485 Sanitary Sewer Service I 384 411 i 508 194 I 500 500 4467 Solid Waste Disposal 731 763 j 853 620 I 1,053 1,053 Utilities TOTAL i 7,461 7,673 i 8,644 I 5,404 8,836 i 8,836 4530 Other Improvements o 1,060 ( 0 0 14,598 0 Capital Outlays TOTAL 0 1,060 0 0 14,598 0 4199 Salaries Reimbursed 5,768 5,301 i 0 0 i 0 Administrative Services TOTAL 5,768 5,301 0 = 0 0 0 OFFICE RENTALS TOTAL 102,742 81,924 84,944 48,869 83,008 68,410 EARLE BROWN HERITAGE CENTER 1998 BUDGET Division: INN ON THE FARM Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Rentals and Charges $269,368 $262,308 $263,432 $268,400 Less: Cost of Sales $36,637 $27,250 $16,450 $17,300 Gross Profit $232,731 $235,058 $246,982 $251,100 EXPENDITURES: Personnel $191,734 $189,003 $193,365 $194,130 Supplies 16,795 13,689 21,080 21,455 Other Contractual Services 83,990 68,908 54,174 49,895 Insurance 5,945 3,516 4,808 3,864 Utilities 18,386 20,234 19,753 20,356 Interest Expense 15,194 17,863 18,725 1,480 Administrative Service Transfer 14,421 13,252 0 0 Depreciation 0 0 0 3,629 Total Expenditures $346,465 $326,465 $311,905 $294,809 Net Income ($113,734) ($91,407) ($64,923) ($43,709) Capital Outlay 0 0 4,802 0 Net Income ($113,734) ($91,407) ($69,725) ($43,709) Division: Inn on the Farm Budget Code: 658 Program No: 8910 PROFILE The Inn on the Farm is a showcase of the community's commitment to historic preservation. It is a working Country Inn providing overnight accommodations to social, corporate, and travel clientele doing business and /or visiting the North Metro area. It provides small meeting accommodations for approximately 17� corporate clients yearly, as well as introducing them to the larger meeting facilities at Earle Brown Heritage Center. DEPARTMENTAL GOALS • To continue to develop and support the corporate client base which provides approximately 55% of the overnight occupancy. • To maintain a minimum 60 -65% occupancy level. • To continue to provide a high level of service to clients thereby assuring continued repeat business levels which lead to increased client base. • To continue efficient use of staff through cross training. • To develop targeted package promotions which specifically address the slower occupancy periods (i.e., January, etc.). • To continue introducing new corporate clients to the Inn, Earle' s, and the Heritage Center by promotion of small meetings and overnight accommodations. PERSONNEL LEVELS Number Position 1 Innkeeper I Assistant Innkeeper Part-time positions include Hostess /Cooks, Housekeepers, and Night Auditors. Maintenance and repair of the Inn (interior and exterior) are provided by the convention center maintenance staff under the direction of the Maintenance Supervisor and billed to the Inn budget. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date No capital outlay is requested for the 1998 budget. • CITY OF BR*,YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 178 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV INN ON THE FARM 658 4100 Wages Regular Employees i 52,541 i 56,014 71,714 50,743 65,799 65,799 4112 Overtime Regular Employee 465 961 I 0 1,503 0 0 4130 Wages Part-time Employees 101,960 97,381 92,700 84,978 I 95,481 95,481 4131 Overtime of Part-time Emp I 2,691 1,280 0 1,127 0 0 4133 Vacation Pay i 2,530 I 2,536 i 0 I 2,392 0 0 4134 Holiday Pay i 2,272 2,324 0 I 1,685 0 0 4135 Sick Leave Pay 722 1,076 0 599 0 = 0 4197 Temporary Services 0 0 0 0 1 1,900 Salaries and Wages TOTAL I 163,180 161,572 164,414 143,026 163,180 163,180 4142 PERA Coordinated Plan 6,511 6,892 7,366 6,367 8,354 8,354 4146 FICA 12,429 12,314 12,578 11,007 I 12,338 12,338 4150 Employee Benefits I 0 0 0 4,114 7,440 7,440 4151 Health Insurance 3,947 I 4,151 i 5,200 i 676 0 0 4152 Life Insurance 37 40 44 7 44 44 4153 Dental Insurance 506 465 374 62 0 0 4154 Workers Comp Insurance 5,123 3,529 3,389 2,947 2,774 2,774 4156 Unemployment Compensation 0 41 0 0 0 0 Fringe Benefits TOTAL 28,554 27,431 28,951 25,179 30,950 30,950 4210 office Supplies 110 1 198 f 350 344 i 350 350 4220 Operating Supplies 9,253 7,441 10,900 5,301 11,400 10,900 • CITY OF BROYN CENTER 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 179 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4221 Motor Fuels I 3 1 0 0 0 0 4223 Cleaning Supplies i 752 677 i 750 247 I 750 750 4224 Clothing & Personal Equip 0 67 160 80 175 I 175 4225 Shop Supplies 68 I 20 I 75 7 C 75 75 4226 Chemical Products i 42 257 i 175 0 175 175 4227 Safety Supplies I 124 305 i 190 169 190 190 4228 Guest Supplies 1,420 2,253 i 2,800 1,114 2,500 2,500 4230 Repair & Maint Supplies 516 758 1,560 1,205 1,800 1,800 4231 Equipment Parts 234 157 I 140 85 175 175 4233 Building Repair Supplies 2,379 608 2,450 2,052 2,750 2,750 4235 Landscaping Materials 794 164 400 617 400 400 4236 Signs & Striping Materials 75 0 100 48 100 100 4240 Small Tools 121 119 100 20 125 125 4241 Laundry 903 666 930 1,023 990 990 Supplies TOTAL y 16 13,689 21,080 12,312 21,955 21,455 4310 Professional Services 3,241 2,732 I 1,900 0 0 0 4313 Audit & Financial Service 142 146 264 0 0 0 Consulting TOTAL 3,383 2,878 2,164 I 0 0 0 4321 Postage 1,323 1,535 1,250 917 1,250 1,250 4322 Telephone Services 6,625 I 6,792 6,800 5,462 7,000 7,000 4324 Delivery Service 43 16 50 0 so 50 , • CITY OF BR*N CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 180 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4334 Use of Personal Auto 13 78 90 0 90 90 4340 Advertising ' 13,463 ' 9,991 4,000 3,719 5,000 4,000 4341 Employment Advertising , 286 161 240 181 540 250 4345 Advertising - Agency ( 3,465 j 0( 0 0 I 0 I 0 I 4347 Trade Show Promotions + 230 0 250 0 250 250 4350 Printing 3,483 2,265 2,000 1,491 2,500 2,500 Communications TOTAL - - -- 28,931 - - -- 20,837 - - -- 14_680 - -- 11,770 - = -= 16,680 15,390 c= I =a saaaaaaaa= 4380 Repair & Maint Contract 3,251 :2,913 3,500 2,036 3,000 3,000 4382 Equipment Repair & Maint 3,993 2,880 3,620 6,540 3,620 3,620 4390 Rentals I 388 I 601 i 300 30 150 150 4397 Logis Charges I 558 1,012 1,264 842 0 0 4398 Protective Services 205 205 205 171 205 205 Repair Rental & Maint TOTAL 8,395 7,612 8,889 9,619 6,975 6,975 4400 Other Contractual Service 5,295 _4,980 I _ 5,500 3,923 = 5,500 5,500 4401 Credit Card Fees 6,137 5,417 4,550 4,278 ' 5,000 5,000 4402 Uncol.lectible Checks 335 143 0 0 0 0 4403 Cash (Over) and Short -21 681 0 244 0 0 4411 Conferences and Schools ! 584 591 780 230 1,000 780 4412 Meeting Expenses 34 50 100 35 100 100 4413 Dues & Subscriptions ' 546 524 625 513 650 650 4414 Licenses, Taxes, & Fees ( 30,372 25,194 16,886 : 12,865 15,500 15,500 CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 181 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Other Contractual Sery TOTAL 43,281 37,581 28,441 22,087 27,750 ( 27,530 4461 Gen Liability Insurance i 4,238 2,356 i 3,221 2,444 2,168 2,168 4462 Property Insurance 1,272 986 ( 1,349 1,089 1,411 1,411 4463 Boiler & Machinery Insurance 435 174 238 220 285 285 Insurance TOTAL - - - - - 5 -945 - - -- - 3_516 - -- - 4,808 - -- - 3,753 - - -- - 3,864 ( - - -- - 3,864 4481 Electric Service 10,455 10,098 9,775 6,390 10,100 10,100 4482 Gas Service ' 5,568 6,460 6,110 4,685 6,500 I 6,500 4484 Water Service i 539 I 978 1,056 347 1,056 1,056 4485 Sanitary Sewer Service i 932 I 1,705 i 1,824 606 1,700 1,700 4487 Solid Waste Disposal 892 995 988 I 802 I 1,000 1,000 Utilities TOTAL 18,386 I 20,234 19,753 12,830 20,356 - - -- 20,356 4520 Buildings ; 0 0 , 4,802 ( 4,847 1,200 0 Capital Outlays TOTAL ( 0 ( 0 4,802 4,847 !� 1,200 ( 0 4611 Interest 15,194 17,863 18,725 10,793 1,480 1,480 Debt Service TOTAL 15,194 17,863 18,725 10,793 1,480 1,480 4199 Salaries Reimbursed 14,421 13,252 i 0 0 0 0 Administrative Services TOTAL 14,421 13,252 0 0 0 0 4841 Merchandise Cost of Sales i 167 845 i 1,250 384 800 I 800 4842 Food Cost of Sales Guests 17,415 18,460 15,200 15,578 ( 16,500 16,500 CITY OF BR*,YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 182 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4844 Food Cost of Sales Events 19,056 i . 7,945 I 0 0 i 0 i 0 Cost of Sales TOTAL 36,637 27,250 16,450 15,962 17,300 17,300 4920 Depreciation Expense i 0 0 i 0 0 3,629 3,629 Depreciation TOTAL O I 0 I 0 0 i 3,629 3,629 INN ON THE FARM TOTAL 383,103 353,715 333,157 272,180 315,319 312,109 II EARLE BROWN HERITAGE CENTER 1998 BUDGET Division: EARLE'S RESTAURANT Manager Actual Actual Adopted Recommend 1995 1996 1997 1997 REVENUES: Rentals and Charges $52,391 $58,651 $72,500 $62,600 Less: Cost of Sales $15,219 $18,355 $19,593 $21,200 Gross Profit $37,172 $40,296 $52,907 $41,400 EXPENDITURES: Personnel $33,517 $37,829 $21,817 $22,707 Supplies 975 2,406 1,990 2,090 Other Contractual Services 10,024 6,393 7,356 8,070 Insurance 0 591 808 485 Utilities 0 0 0 0 Interest Expense 0 0 0 0 Administrative Service Transfer 2,885 2,650 0 0 Depreciation 0 0 0 0 Total Expenditures $47,401 $49,869 $31,971 $33,352 Net Income ($10,229) ($9,573) $20,936 $8,048 Capital Outlay 0 0 0 0 Net Income ($10,229) ($9,573) $20,936 $8,048 Division: Earle's Restaurant Budget Code: 659 Program No: 8970 PROFILE Earle's Restaurant provides an on -site sales tool used by the Heritage Center staff to introduce new clients to the facility. It.serves as an on -site dining option to corporate clients seeing an upper level dining experience either during their events or for other personal social obligations. It provides a unique private gourmet dining experience for weddings, anniversaries, or birthdays. It provides a dining experience for overnight room guests at the Inn, a referral base for Inn room rentals, and a quality gourmet meal /fine dining experience in Brooklyn Center. Additional comments: In 1997 Earle's was closed for approximately six weeks during July and the first two weeks in August. Expenses were reduced approximately $5,000. Guests were notified well in advance and made reservations for the fall when Earle's reopened, creating a positive financial position for 1997. 1998 will see a continued us of the summer vacation concept. DEPARTMENTAL GOALS • Maintain an exceptional food quality which promotes regional gourmet cuisine. • Provide unparalleled service to guests. • Increase exposure to the Inn through Earle's guests. • Continue development of minimum occupancy average of 32 covers per night. • Continue development of private dinner party guests. • Provide an avenue to showcase the abilities of the catering services to existing and potential clients. • Attract new clients who make use of the Earle Brown Heritage Center. PERSONNEL LEVELS General Manager ov ersrte. Inn staff provide coverage for reservations, hastessing, and financial reporting. Salary hours are charged against Earle's budget (including Innkeeper and Assistant Innkeeper). Chef is D'Amico employee who assists in menu development as well as preparing all meals during restaurant operation. Waitstaff provided through D'Amico. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date No new equipment purchases are anticipated in 1998. • • CITY OF BRIDYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 183 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV EARLES RESTAURANT 659 4100 Wages Regular Employees 7,040 8,649 0 47 0 0 4112 Overtime Regular Employee 272 192 0 0 0 0 4130 Wages Part-time Employees 4,297 4,702 4,880 1,265 5,026 5,026 4131 Overtime of Part-time Emp 60 0 0 0 0 0 4132 D'Amico's Employees I 16,227 18,154 I 16,250 13,718 16,950 I 16,950 Salaries and Wages TOTAL 27,897 31,697 21,130 15,030 21,976 21,976 4142 PERA Coordinated Plan 523 607 219 59 260 260 4146 FICA i 893 1,036 373 100 385 385 4151 Health Insurance 975 = 1,027 0 86 0 0 4152 Life Insurance I 9 10 I 0 1 0 0 4153 Dental Insurance 126 I 116 0 8 0 0 4154 Workers Comp Insurance 335 251 95 24 86 86 4196 D'Amico's Employee Benefits 2,759 3,086 0 . 2,332 I 0 i 0 Fringe Benefits TOTAL 5,620 6,132 687 2,610 731 731 4220 Operating Supplies 692 2,161 1,500 1,285 1,500 1,500 4223 Cleaning Supplies 246 246 250 369 350 350 4224 Clothing & Personal Equip 0 I 0 165 8 :165 165 4228 Guest Supplies 37 0 75 0 75 75 Supplies TOTAL i 975 i 2,406 1,990 I 1,734 2,090 2,090 • CITY OF B*YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 184 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4321 Postage i 0 i 119 300 114 350 350 4322 Telephone Services 879 946 1,100 778 1,200 1, 200 4330 Transportation 0 0 0 41 0 0 4340 Advertising 7,142 3,749 3,000 1,406 3,500 3,500 4341 Employment Advertising 0 48 { 100 0 0 0 4345 Advertising - Agency 560 0 0 0 0 0 4347 Trade Show Promotions 75 o 0 0 0 0 4350 Printing 363 320 1,100 409 1,300 I 1,300 Communications TOTAL 9,019 5,182 5,600 2,748 6,350 6,350 4380 Repair & Maint Contract 0 i 113 0 117 J 145 145 4390 Rentals I 1148 1,098 i 1,028 840 i 1,050 1,050 4397 Logis Charges 0 0 253 0 0 0 Repair Rental & Maint TOTAL I 848 1,211 1,281 957 = 1,195 1,195 4401 Credit Card Fees 0 0 475 0 525 525 4414 Licenses, Taxes, & Fees 157 0 0 0 Other Contractual Sery TOTAL 157 0 475 0 525 525 0 0 4461 Gen Liability Insurance I 0 i 591 i 808 120 485 485 Insurance TOTAL 0 591 808 120 485 485 , 2885 2650 0 0 4199 Salaries Reimbursed , 0 0 i CITY OF B *.YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 185 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Administrative Services TOTAL 2,885 2,650 ( 0 0 I 0 i 0 4821 Liquor Cost of Sales 4,277 5,282 4,125 4,121 4,600 f 4,600 4842 Food Cost of Sales Guests 10,942 13,073 15,468 I 9,652 16,600 16,600 Cost of Sales TOTAL 15,219 : 18,355 19 i 13,773 _ 21,200 21,200 EARLES RESTAURANT TOTAL 62,619 ( 68,224 I 51,564 ! 36,972 54,552 54,552 I i EARLE BROWN HERITAGE CENTER 1998 BUDGET Division: ADMINISTRATION Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Rentals and Charges $0 $0 $0 $0 Total Revenues $0 $0 $0 $0 EXPENDITURES: Personnel $0 $0 $137,603 $148,073 Supplies 0 0 0 0 Other Contractual Services 0 0 0 7,482 Administrative Service Transfer 0 0 52,832 62,767 Total Expenditures $0 $0 $190,435 $218,322 Net Income $0 $0 ($190,435) ($218,322) • • Division: Administration Budget Code: 660 Program No: 8999 • PROFILE To provide overall administrative duties for the complex which is the Earle Brown Heritage Center, including, but not limited to, commercial office, Convention Center and catering, Inn on the Farm, and Earle's. DEPARTMENTAL GOALS • To oversee and support the work of the various divisions which make up the Earle Brown Heritage Center. PERSONNEL LEVELS Number Position 1 EBHC Manager l Secretary 1 Secretary and Billing Clerk 1 Maintenance Supervisor • • • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 186 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV EBHC ADMINISTRATION 660 4100 Wages Regular Employees i 0 0 i 102,606 I 72,251 108,379 I 108,379 4112 Overtime Regular Employee 0 0 0 I 68 0 0 i 4130 Wages Part -time Employees ( 0 0 11,703 1 10,808 12,054 12,054 4133 Vacation Pay 0 0( 0 3,777 0 0 4134 Holiday Pay 0 0 I 0 2,526 0 0 4135 Sick Leave Pay 0 0 I 0 2,170 0 0 I Salaries and Wages TOTAL I 0 0 ! 114,309 91,600 120,433 120,433 4142 PERA Coordinated Plan 0 0 I 5,121 3,915 6,238 I 6,238 4146 FICA 0 0 8,745 7,046 9,213 9,213 4150 Employee Benefits , 0 0 0 5,461 11,160 11,160 4151 Health Insurance i 0 0 i 7,800 1,531 ' 0 0 4152 Life Insurance i 0 i 0 i 66 10 I 66 66 4153 Dental Insurance 0 0 561 165 0 0 4154 Workers Comp Insurance 0 + 0 740 548 694 694 4158 Disability Insurance f 0 0 , 261 ' 236 I 269 269 Fringe Benefits TOTAL 0 0 23,294 18,912 27,640 27,640 == c= =c = = == == ccx = = = == xxcxxx =xxx xx= =x==xx x=== xxc=xx s= xaxs =xxa 4313 Audit & Financial Service 0 0 0 2,128 2 240 2 240 Consulting TOTAL 0 0 0 2,128 2,240 2,240 4397 Logis Charges 0 I 0 0 0 5,242 5,242 CITY OF B*YN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 187 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED - --------- ------- - - - - -- Repair Rental & Maint TOTAL 0 I 0 0 0 5,242 5,242 4702 Administrative Sery Transfer 0 = 0 52,832 44,000 62,767 62,767 Administrative Services TOTAL i ---- - - - - - 0 i ---- - - - - - 0 - - -- 52,832 - -- 44,000 - - -- 62 - - -- 62,767 EBHC ADMINISTRATION TOTAL 0 0 190,435 156,640 218,322 218,322 I I i • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 188 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV UNDEFINED 999 4920 Depreciation Expense 346,708 = 332,586 0 0 0 0 Depreciation TOTAL 346,708 332,586 0 0 0 0 UNDEFINED TOTAL i 346,708 332,586 0 0 0 0 EARLE BROWN HERITAGE CTR TOTAL 2,853,416 2,824,076 2,668,648 2,068,281 3,023,329 2,900,842 LIQUOR STORES 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 REVENUES: Liquor Sales $878,252 $905,643 $935,000 $995,000 Wine Sales 267,177 295,758 286,500 314,300 Beer Sales 1,384,539 1,462,802 1,460,000 1,573,000 Other Sales 171,732 195,920 183,600 211,100 Investment Earnings 2,069 1,668 3,000 3,000 Total Revenues $2,703,769 $2,861,791 $2,868,100 $3,096,400 Less: Cost of Sales $2,044,775 $2,160,032 $2,175,337 $2,345,962 Gross Profit $658,994 $701,759 $692,763 $750,438 EXPENDITURES: Personnel $320,502 $333,979 $351,793 $380,685 Supplies 13,064 15,861 11,700 11,700 Other Contractual o tractual Services 39,528 40,690 46,149 49,131 Building Rent 32,584 35,936 37,000 58,000 Insurance 13,941 13,520 16,222 17,500 Utilities 23,683 24,507 24,080 26,980 Capital Outlay 534 0 0 0 Interest Expense 12,639 9,598 6,936 4,993 Administrative Service Transfer 45,000 35,082 30,084 25,435 Depreciation 20,045 22,745 23,080 22,339 Contingency 0 0 7,500 0 Total Expenditures $521,520 $531,918 $554,544 $596,763 Operating Income $137,474 $169,841 $138,219 $153,675 General Fund Transfer 100,000 100,000 100,000 Capital Improvements Fund Transfer 75,000 Net Income $37,474 $69,841 $38,219 $78,675 • Division: Liquor Stores Overview Budget Code: 651, 652, 653 • PROFILE Total budgeted sales and total cost of sales are expected to be about 7.9% higher in 1998 compared to 1997. The increased traffic is due mostly to the opening of the Rainbow Foods store across the street from the Boulevard Liquor Store. A marketing study is being conducted to identify the optimal locations to for city owned liquor stores in the future. This will be completed in the fall of 1997 and will help to determine if the Boulevard Liquor Store will continue to share a site with the West Fire Station or move to a standalone site. The liquor stores are expected to continue to produce operating profits in excess of $125,000. Transfers of $100,000 per year have been made to the General Fund since 1993 with the remaining profits retained in the Liquor Fund. It may be necessary to retain more in the Liquor fund to cover the capital cost of new stores. The City Council decided during 1997 that a transfer of $75,000 per year is the minimum that would be acceptable and that the transfer should be directed to the Capital Improvements Funds instead of the General Fund. • CITY OF BAYN CENTER • REVENUE BUDGET WORKSHEET BY FUND Page 32 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND LIQUOR STORES FUND 051 3461 Other Revenue 4,584 1 7,152 I 9,313 4,3111 1,6001 9,700 3472 Check Processing Fee 340 460 500 - 8101 01 600 1 1 Miscellaneous Revenues TOTAL 4,924 7,612 9,813 == 5,1201 1,6001 10,300 3521 Liquor Sales 878,251 1 720,191 1 905,6441 764,214 935,0001 995,000 3522 Wine Sales 267,177 223,920 295,7571 238,6761 286,5001 314,300 3523 Beer Sales 1 I 1,213,472 4 1,462,935 1,268,3091 1,460,0001 1,573,000 3524 Mix Sales Non Taxable 18,285 I 13,070 I 16,745 13,253 23,0001 20,000 3525 Mix Sales Taxable 38,119 33,964 41,645 34,013 39,000 45,000 I. 3526 Miscellaneous Sales 110,406 1 106,839 1 127,8521 107,863 120,0001 135,800 3527 Bottle Deposit Revenue 5,998 1 -154 1 -2711 -791 01 0 1 1 1 Liquor Sales TOTAL 2,696,777 1 2,311,302 1 2,850,3081 2,426,250 2,863,5001 3,083,100 .3800 Interest Earnings 2,069 1 0- 1 1,6681 01 3,000 3,000 Investment Earnings TOTAL 2,069 1 0 1 1,6681 01 3,000 3,000 LIQUOR STORES FUND TOTAL 2,703,770 1 2,318,914 1 2,861,7891 2,431,3701 2,868,100 3,096,400 Division: Humboldt Liquor • Budget Code: 651 Program No: 7014 PROFILE Humboldt Liquor is the City's municipal liquor store located at Humboldt Avenue and 69th Avenue. The City purchased the building in the mid -1980s and remodeled it into a liquor store. Construction was financed with a loan from the Capital Improvements Fund. The loan is being repaid with interest and will be repayment will be complete in September 2000. DEPARTMENTAL GOALS Sales goal for 1998 is $863,650. These sales have rebounded from 1995 and 1996 when successive construction projects on the streets in front of the store limited access to it. Another goal is to increase the advertising budget by $500 which will be used is to inform guests in the city hotels and motels of the location of the liquor store. SPECIFIC EXPENDITURE CODE DETAIL Object • Number Explanation Amount 4380 Repair & Maintenance Contract $1,500 Maintenance contract on cash registers and inventory control system. 4405 Check Verification Fees $2,000 Service which allow verification of the credit of customers paying by check. 4469 Liquor Liability Insurance $3,927 $1,000,000 liability insurance policy required for the sale of liquor and based on a percentage of sales. 4611 Interest $4,993 Interest paid to the Capital Improvements Fund on a loan taken out in 1985. PERSONNEL LEVELS Number Position 1 Liquor Manager The Liquor Manager is also the overall manager of the City's three liquor stores. Approximately ten part-time personnel are responsible for ordering and stocking the inventory and waiting on • customers. LIQUOR STORES 1998 BUDGET Division: HUMBOLDT STORE Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Liquor Sales $265,530 $265,990 $280,000 $282,000 Wine Sales 75,124 80,471 78,500 85,300 Beer Sales 429,147 417,762 450,000 445,000 Other Sales 44,793 46,309 46,600 50,350 Investment Earnings 689 556 1,000 1,000 Total Revenues $815,283 $811,088 $856,100 $863,650 Less: Cost of Sales $612,278 $607,285 $650,435 $650,340 Gross Profit $203,005 $203,803 $205,665 $213,310 EXPENDITURES: Personnel $102,090 $106,390 $111,511 $115,486 Supplies 3,987 5,740 4,550 4,550 Other Contractual Services 13,111 13,921 16,226 17,682 Building Rent Insurance 4,135 4,082 5,038 5,033 Utilities 9,266 9,565 9,550 9,400 Capital Outlay 110 0 0 0 Interest Expense 12,639 9,598 6,936 4,993 Administrative Service Transfer 15,000 11,694 9,085 7,122 Depreciation 10,398 11,439 11,600 11,635 Contigency 0 0 2,500 0 Total Expenditures $170,736 $172,429 $176,996 $175,901 Operating Income 532,269 $31,374 $28,669 $37,409 • CITY OF BRGYN CENTER f • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 145 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV HUMBOLDT LIQUOR 651 41.00 Wages Regular Employees i 19,916 21,432 i 28,830 i 19,133 i 29,751 I 29,751 4112 Overtime Regular Employee i 0 i 82 i 0 0 0 0 4130 Wages Part -time Employees i 59,473 i 63,650 I 66,815 53,666 68,086 68,086 4131 Overtime of Part -time Emp i 0 i 9 i 0 0 I 0 I 0 4133 Vacation Pay 4,325 4,420 0 = 3,431 0 I 0 4134 Holiday Pay 2,400 2,604 0 1,678 0 0 4135 Sick Leave Pay y 3,314 1,222 0 0 0 0 Salaries and Wages TOTAL 89,427 93,419 i 95,645 77,907 97,837 97,837 4142 PERA Coordinated Plan 3,089 3,215 4,285 2,953 5,068 I 5,068 4146 FICA 6,859 : 7,040 7,317 5,969 7,484 7,484 4150 Employee Benefits 0 I 0 0 1,631 3,720 3,720 4151 Health Insurance 1 1,123 1,123 2,600 281 0 I 0 4152 Life Insurance 10 10 22 3 ( 22 i ) 22 4153 Dental Insurance 136 ( 115 187 23 0 , 0 4154 Workers Comp Insurance i 1,447 1,199 I 1,167 874 1,057 i 1,057 4158 Disability Insurance 0 269 288 I 267 298 298 Fringe Benefits TOTAL 12,664 12,971 I - - -- 15_866 I - -- 12,001 - - -- 17,649 i 17,649 4210 Office Supplies 49 0 } 200 14 200 200 4217 Paper Supplies 0 ( 0 500 32 ) 500 I 500 4220 Operating Supplies 2,885 3,121 2,000 1,897 . 2,000 : 2,000 • CITY OF B*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 146 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4223 Cleaning Supplies 188 94 0 318 0 0 4230 Repair & Maint Supplies 588 257 750 I 320 750 750 4231 Equipment Parts 0 80 0 0 0 0 4233 Building Repair Supplies 170 102 1,000 699 1,000 1,000 4241 Laundry 107 122 100 81 100 I 100 4271 Minor Equipment 0 , 0 0 : 226 0 0 Supplies TOTAL I 3,986 3,776 I 4,550 3,587 4,550 4,550 4310 Professional Services 997 I 0 0 220 250 250 I 4312 Legal Services i 66 i 0 i 0 0 I 0 0 4313 Audit & Financial Service 1,036 1,064 825 798 840 840 Consulting TOTAL 2,100 1,064 825 I 1,018 1,090 1,090 4322 Telephone Services 1,653 1,705 1,650 1,417 ( 1,650 1,650 4340 Advertising 100 ` 0 0 0 500 500 4346 Advertising - Print 526 967 1,000 630 1,000 1,000 Communications TOTAL ( 2,279 2,672 2,650 2,047 = 3,150 3,150 4380 Repair & Maint Contract 447 1,872 1,235 1,725 1,500 1,500 4382 Equipment Repair & Maint i 149 i 1,022 1,000 1,262 1,500 1,500 4383 Buildings Repairs f 0 i 0 1,000 180 = 1,0.00 I 1,000 4388 Electrical Repairs, 0 0 500 0 500 500 4393 Equipment Rentals 144 12 0 0 0 0 ' CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 147 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4397 Logis Charges i 2,220 i 1,373 i 1,924 1,510 1,811 i 1,811 4398 Protective Services i 410 i 463 i 410 342 , 410 410 Repair Rental & Maint TOTAL ' 3,370 4,744 i 6,069 5,019 6,721 6,721 4400 Other Contractual Service i 419 i 222 i 2,000 I 235 � 2 i .2,000 4401 Credit Card Fees 469 676 450 791 550 550 4402 Uncollectible Checks 468 248 400 -93 400 400 4403 Cash (Over) and Short 804 1,341 300 944 500 500 4405 Check Verification Fees 1,912 , 1,782 2,000 687 2,000 2,000 4410 Miscellaneous i 179 I 183 i 0 0 0 0 4411 Conferences and Schools i 0 i 39 i 50 39 I 100 100 4413 Dues & Subscriptions i 160 i 205 i 100 I 175 I 150 i 150 4414 Licenses, Taxes, & Fees 123 103 I 450 148 450 450 4421 Janitorial Service 0 i 0 0 i 91 0 i 0 Other Contractual Sery TOTAL 4,534 4,799 5,750 3,017.1 6,150 6,150 4440 Fuel Charges 83 ( 71 � 82 62 74 � 74 4441 Fixed Charges 967 1,016 659 ( 555 342 342 4442 Repair & Maint Charges 157 140 ( 159 ) 206 I 155 155 4443 Multi -use Hourly Charges 93 90 32 0 0 0 Central Garage Rentals TOTAL 1,299 1,317 932 822 571 571 4461 Gen Liability Insurance 818 607 840 516 638 638 • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 148 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4462 Property Insurance i 355 I 248 i 390 I 313 390 390 4463 Boiler & Machinery Insurance 0 49 70 63 78 78 4469 Liquor Liability Ins 2,962 3,178 3,738 2,813 I 3,927 3,927 Insurance TOTAL i 4,135 4,082 i 5, 3,706 5,033 5,033 4481 Electric Service 7,555 7,740 7,500 5,926 7,500 7,500 4482 Gas Service 563 669 I 750 I 428 I 750 750 4484 Water Service 244 177 300 368 250 250 4485 Sanitary Sewer Service 454 338 I 600 I 681 I 500 500 4487 solid Waste Disposal i 273 455 250 430 i 250 250 4488 Storm Water Drainage 177 I 187 I 150 144 I 150 150 Utilities TOTAL 9,266 9,565 9,550 7,976 9,400 9,400 4531 Special Assessments 0 0 0 4,158 0 0 4551 Office Furniture & Equip 110 { 979 0 0 0 0 4552 Other Equipment 0 984 { 0 0 0 0 Capital Outlays TOTAL 110 1,963 0 4,158 0 0 4611 Interest 12,639 9, 6,936 5,908 4,993 4,993 Debt Service TOTAL 12,639 9,598 6,936 5,908 4,993 4,993 4701 Transfers to General Fund 100,000 I 100,000 i 100,000 0 0 0 4725 Capital Proj Fund Trans 0 0 0 0 75,000 75,000 ® CITY OF BAYN CENTER •• MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 149 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Transfer to other Fund TOTAL 100,000 100,000 100,000 0 75,000 I 75,000 -- - - - - -- ---- - - - - -- 4199 Salaries Reimbursed i 15,000 I 11,694 i 0 0 i 0 0 4702 Administrative Sery Transfer 0 f 0 9,085 7,570 7,122 7,122 I Administrative Services TOTAL 15,000 ( 11,694 9,085 I 7,570 7,122 7,122 4800 Inventory Variances 2,758 1,640 1,200 1,930 1,500 1,500 4801 Merchandise Breakage 113 120 250 136 250 I 250 4802 Delivery Charge C. O. S. 2,546 2,839 2,500 2,416 I 2,850 2,850 4821 Liquor Cost of Sales 195,461 196,275 208,040 153,380 ( 208,680 208,680 4822 Wine Cost of Sales 51,967 I 57,121 i 57,305 I 42,992 i 60,222 ( 60,222 4823 Beer Cost of Sales 328,801 317,850 349,200 252,630 343,095 = 343,095 4824 Non Tax Mix Cost of Sales 4,496 i 3,144 i 4,266 = 2,448 3,960 3,960 4825 Taxable Mix Cost of Sales 6,946 i 8,219 i 7,766 6,405 9,048 9,048 4826 Miscellaneous V-ost of Sales I 18,722 i 19,403, i 19,908 16,848 20,735 20,735 Cost of Sales TOTAL i - -- 611_809 i - -- 606_610 i -- 650_435 -- 479,184 - -- 650,340 - -- 650,340 4920 Depreciation Expense ( 10,398 11,439 11,600 9,527 11,635 11,635 4995 Contingency Account 0 (' 0 2,500 0 I 0 0 I Depreciation TOTAL I 10,398 11,439 14,100 9,527 11,635 ( 11,635 927,431 623,447 901,241 901,241 HUMBOLDT LIQUOR TOTAL 883,014 879,713 I I I Division: Boulevard Liquor Budget Code: 652 Program No: 7024 • PROFILE Boulevard Liquor is the City's municipal liquor store located at Brooklyn Boulevard and 63rd Avenue. This building was built by the City in 1958 and is shared by the West Fire Station. DEPARTMENTAL GO S The sales goal for 1998 is $1,031,000 based upon improved traffic flow from the opening of the Rainbow Foods supermarket in August. It is anticipated that this store could produce sales of $1,100,000 per year, but 1998 will suffer due to the need to temporarily relocate the store if the west fire station is reconstructed. Relocation will not only hold down sales, but also add at least $20,000 to the 1998 operating expenses. SPECIFIC EXPENDITURE. CODE DETAIL Object Number Explanation Amount 4346 Advertising - Print $2,000 Advertising effort will be increased by $2,000 in 1998 to capitalize on the presence of the Rainbow Foods Store and to maintain visibility during the anticipated relocation of the store. 4380 Repair & Maintenance Contract :$1 Maintenance contract on cash registers..and inventory control system. 4392 Buildings Rent $20,000 The anticipated cost of renting a store front to relocate to during construction and the cost of moving twice, once from the current store to the temporary site, and then to the new store. 4405 Check Verification Fees $2,000 Service which allow verification of the credit of customers paying by check. 4469 Liquor Liability Insurance $4,692 $1,000,000 liability insurance policy required for the sale of liquor and based on a percentage of sales. PERSONNEL LEVELS Number Position 1 Liquor Store Manager The compensation of the Liquor Store Managers have fallen behind the compensation paid by other municipal liquor operations. It is proposed to raise their compensation in 1998 to bring it up to near the average paid by other cities. It is also proposed to increase the number of part-time hours worked by about is 800 hours for 1998 to adequately staff the store for the increased business generated by the Rainbow traffic. The part-time personnel are responsible for ordering and stocking the inventory and waiting on customers. LIQUOR STORES 1998 BUDGET Division: BOULEVARD STORE Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Liquor Sales $293,546 $293,894 $315,000 $346,000 Wine Sales 96,238 110,183 106,000 117,000 Beer Sales 425,487 447,365 450,000 494,000 Other Sales 58,008 68,080 65,000 73,000 Investment Earnings 690 556 1,000 1,000 Total Revenues $873,969 $920,078 $937,000 $1,031,000 Less: Cost of Sales $666,621 $695,775 $709,515 $780,715 Gross Profit $207,348 $224 $227,485 $250,285 EXPENDITURES: Personnel $110,342 $115,571 $119,403 $132,339 Supplies 4,837 5,560 3,800 3,800 Other Contractual Services 14,087 13,985 15,354 15,952 Building Rent 20,000 Insurance 4,836 4,519 5,385 5,860 Utilities 7,307 7, 7,080 9,880 Capital Outlay 0 0 0 0 Interest Expense 0 0 0 0 Administrative Service Transfer 15,000 11,694 9,657 8,139 Depreciation 4,839 5,412 5,580 4,810 Contigency 0 0 2,500 0 Total Expenditures $161,248 $164,271 $168,759 $200,780 Operating Income $46,100 $60,032 $58,726 $49,505 • 4 r • 1 CITY OF BOYN CENTER • 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 150 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV BOULEVARD LIQUOR 652 4100 Wages Regular Employees 39,792 42,319 I 48,739 I 37,330 52,017 I 52,017 4112 Overtime Regular Employee 12 I 70 0 0 0 0 4130 Wages Part-time Employees 50,867 52,868 54,123 43,658 60,877 y 60,877 4131 Overtime of Part-time Emp 0 36 0 0 0 0 4133 Vacation Pay 2,066 2,205 o y 1,200 0 0 4134 Holiday Pay 1,490 I 1,575 0 865 0 0 4135 Sick Leave Pay 747 664 0 0 I 0 0 Salaries and Wages TOTAL 94,975 99,738 102,862 83,053 I 112,894 I 112,894 4142 PERA Coordinated Plan 3,365 3,831 4,608 3,312 5,848 I 5,848 4146 FICA 7,182 7,597 7,869 6,305 8,636 8,636 4150 Employee Benefits 0 I 0 I 0 I 2,057 3,720 3,720 4151 Health Insurance i 2,807 i 2,807 i 2,600 I 421 i 0 i 0 4152 Life Insurance i 26 26 i 22 4 22 22 4153 Dental Insurance 341 287 187 I 34 0 0 4154 Workers Comp Insurance I 1,646 1,285 1,255 932 1,219 1,219 Fringe Benefits TOTAL 15,367 15,833 16,541 13,065 19,445 19,445 4210 Office Supplies -119 0 200 I 53 I 200 200 4217 Paper Supplies 0 0 500 32 Soo 500 4220 Operating Supplies 3,995 3,174 2,000 2,151 2,000 2,000 0 4226 Chemical Products 87 0 0 0 0 • CITY OF B*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 151 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4230 Repair & Maint Supplies 357 0 500 0 500 500 4233 Building Repair Supplies 500 949 500 41 500 500 4241 Laundry 17 23 100, 16 100 100 Supplies TOTAL i 4,837 4,146 3,800 2,294 3,800 3,800 4310 Professional Services i 605 i 160 i 0 60 0 0 4312 Legal Services 66 0 0 0 0 I 0 4313 Audit & Financial Service i 1,036 i 1,064 825 '191, 840 840 Consulting TOTAL i 1,707 I 1,224 825 858 840 840 4322 Telephone Services 1,455 I 1,462 1,500 1,237 1,500 1,500 4340 Advertising 100 0 I 1,000 0 2,000 2,000 4346 Advertising - Print i 1,334 i 2,356 I 1,000 1,806 2,000 2,000 Communications TOTAL 2,889 3,818 3,500 3,042 5,500 5,500 4380 Repair & Maint Contract 319 1,344 I 1,235 1,725 1,500 1,500 4382 Equipment Repair & Maint i 148 I 858 1,000 253 500 500 4392 Building Rentals 0 I 0 0 0 20,000 20,000 4393 Equipment Rentals 144 12 150 0 0 0 4397 Logis Charges 2,504 1,373 i 1,924 1,510 1,811 1,811 4398 Protective Services 2011 I 348 i 210 i 156 210 210 Repair Rental & Maint TOTAL i 3,323 3,936 4,519 3,643 24,021 24,021 4400 Other Contractual Service 363 273 2,000 240 500 500 • CITY OF BR*N CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 152 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4401 Credit Card Fees i 538 i 822 i 450 1,097 1,000 1,000 4402 Uncollectible Checks i 471 i 521 i 275 222 I 270 i 270 4403 Cash (Over) and Short 1 1,380 I 395 1 250 23 i 250 I 250 4405 Check Verification Fees 1 2,178 i 1,741 2,000 1,151 2,000 1 2,000 4410 Miscellaneous 196 196 1 0 0 0 0 4411 Conferences and Schools I 0 i 39 1 50 118 1 150 150 4413 Dues & Subscriptions I 160 205 100 I 175 1 200 1 200 4414 Licenses, Taxes, & Fees 1 123 I 103 1 450 148 450 450 4421 Janitorial Service i 88 168 I 0 90 200 200 Other Contractual Sery TOTAL 1 5,497 I 4,464 I 5,575 1 3,265 1 5,020 5,020 4440 Fuel Charges 1 83 71 1 83 I 62 I 74 1 74 4441 Fixed Charges I 967 I 1,016 I 660 1 555 I 342 342 4442 Repair & Maint Charges I 157 140 1 160 1 323 1 155 1 155 4443 Multi-use Hourly Charges 0 1 139 1 32 0 1 o .0 Central Garage Rentals TOTAL 1,207 1 1,366 i 935 940 571 571 4461 Gen Liability Insurance 818 607 840 i 586 1 724 724 4462 Property Insurance I 347 j 270 i 375 296 I 370 i 370 4463 Boiler & Machinery Insurance I 0 i 47 70 60 i 74 74 4469 Liquor Liability Ins 3,670 I 3,595 1 4,100 3,215 1 4,692 4,692 Insurance TOTAL 1 4,836 I 4,519 I 5,385 1 4,156 5,860 I 5,860 • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 153 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4481 Electric Service I 5,369 5,361 i 4,500 4,672 5,750 5,750 4482 Gas Service i 1,602 1,833 i 2,250 1,435 3,800 3,800 4484 Water Service 16 16 20 12 20 20 4485 Sanitary Sewer Service 63 63 60 47 I 60 I 60 4487 Solid Waste Disposal 257 257 250 214 250 250 Utilities TOTAL I 7,308 7,530 7,080 6,381 9,880 9,880 4520 Buildings i 0 0 i 0 1,194 0 0 4551 Office Furniture & Equip 3 430 I 0 0 0 0 4552 Other Equipment 0 984 0 0 0 0 Capital Outlays TOTAL I 3 1,414 0 1 1,194 0 0 4199 Salaries Reimbursed 15,000 I 11,694 0 0 0 I 0 4702 Administrative Sery Transfer 0 0 9,657 8,050 8,139 8,139 Administrative Ser.vices TOTAL 15,000 17,694 9,657 8,050 ?,139 8,139 4800 Inventory Variances 813 231 750 1,082 750 750 4801 Merchandise Breakage 115 214 250 190 300 300 4802 Delivery Charge C. O. S. 2,865 3,244 2,800 2,587 3,000 3,000 4821 Liquor Cost of Sales 220,898 219,118 234,045 164,455 259,500 259,500 4822 Wine Cost of Sales 70,358 80,001 76,320 56,270 84,474 84,474 ,4823 Beer Cost of Sales i 331,756 i 345,814 i 349,200 277,162 385,320 385,320 4824 Non Tax Mix Cost of Sales 4,082 3,759 7,110 2,760 4,515 = 4,515 • CITY OF B*YN CENTER ' • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 154 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4825 Taxable Mix Cost of Sales i 9,858 10,759 9,178 7,681 11,360 11,360 4826 Miscellaneous Cost of Sales 26,964 31,813 29,862 24,943 31,496 I 31,496 Cost of Sales TOTAL I 666,082 694,953 709,515 537,130 780,715 780,715 4920 Depreciation Expense i 4,839 5,412 5,580 4,008 4,810 4,810 4995 Contingency Account 0 I 0 I 2,500 0 0 I 0 Depreciation TOTAL '080 4,839 5,412 8 4,008 4,810 4,810 BOULEVARD LIQUOR TOTAL 827,869 860,045 878,274 671,080 981,495 981,495 Division: Northbrook Liquor Budget Code: 653 Program No: 7034 • PROFILE Northbrook Liquor is the City's municipal liquor store located in the Northbrook Plaza on 57th Avenue. The store space is rented in a lease running through March 31, 1999. Sales for 1997 are expected to be about $1,201,750. DEPARTMENTAL GOALS This store currently is the sales and profit leader amongst the City's liquor stores and the goal for 1998 is to continue and improve upon that record. SPECIFIC EXPENDITURE CODE DETAIL Object umber Explanation Amount 4380 Repair & Maintenance Contract $1,500 Maintenance contract on cash registers and inventory control system. 4392 Buildings Rent $38 000 g , The Northbrook Store is leased from the shopping center and is in the fourth year of a five • year lease. ; 4405 Check Verification Fees $1,600 Service which allow verification of the credit of customers paying by check. 4469 Liquor Liability Insurance $5,470. $1,000,000 liability insurance policy required for the sale of liquor and based on a percentage of sales. PERSONNEL LEVEL Number Position 1 Liquor Store Manager The compensation of the Liquor Store Managers have fallen behind the compensation paid by other municipal liquor operations. It is proposed to raise their compensation in 1998 to bring it up to near the average paid by other cities. It is also proposed to increase the number of part-time hours worked by about 800 hours for 1998 to adequately staff the store for the existing business level. The part-time personnel are responsible for ordering and stocking the inventory and waiting on customers. • LIQUOR STORES 1998 BUDGET Division: NORTHBROOK STORE Manager Actual Actual Adopted Recommend 1995 1996 1997 1998 REVENUES: Liquor Sales $319,176 $345,759 $340,000 $367,000 Wine Sales 95,815 105,104 102,000 112,000 Beer Sales 529,905 597,675 560,000 634,000 Other Sales 68,931 81,531 72,000 87,750 Investment Earnings 690 556 1,000 1,000 Total Revenues $1,014,517 $1,130,625 $1,075,000 $1,201,750 Less: Cost of Sales $765,876 $856,972 $815,387 $914,907 Gross Profit $248,641 $273,653 $259,613 $286,843 EXPENDITURES: Personnel $108,070 $112,018 $120,879 $132,860 Supplies 4,240 4,561 3,350 3,350 Other Contractual Services 12,330 12,784 14,569 15,497 Building Rent 32,584 35,936 37,000 38,000 Insurance 4,970 4,919 5,799 6,607 Utilities 7,110 7,412 7,450 7,700 Capital Outlay 424 0 0 0 Interest Expense 0 0 0 0 Administrative Service Transfer 15,000 11,694 11,342 10,174 Depreciation 4,808 5,894 5,900 5,894 Contigency 0 0 2,500 0 Total Expenditures $189,536 $195,218 $208,789 $220,082 Operating Income $59,105 $78,435 $50,824 $66,761 • • CITY OF BRO,.YN • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 155 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV NORTHBROOKL LIQUOR 653 i i ` 4100 Wages Regular Employees 40,760 I 42,999 48,740 36,610 52,017 52,017 4130 Wages Part-time Employees 47,105 48,505 53,913 40,103 60,807 60,807 4131 Overtime of Part-time Emp 0 48 0 5 0 0 4133 Vacation Pay y 1,926 1,995 I 0 2,038 f 0 0 4134 Holiday Pay 1,490 I 1,575 i 0 865 0 i 0 4135 Sick Leave Pay 539 550 0 0 Salaries and Wages TOTAL 91,820 95,671 102,653 79,621 112,824 112,824 0 0 4142 PERA Coordinated Plan i 3,236 i 3,241 i 4,599 2,733 i 5,844 5,844 4146 FICA 6,761 7,038 I 7,853 5,922 8,631 8,631 4150 Employee Benefits 0 0 0 I 2,857 4,320 4,320 4151 Health Insurance 4,581 4,761 4,500 753 22 0 0 4152 Life Insurance 26 26 22 4 22 4153 Dental.Insurance 68 57 0 4 0 o 4154 Workers Comp Insurance 1,576 1,219 I 1,252 893 1,219 1,219 4156 Unemployment Compensation 1 5 0 0 0 0 Fringe Benefits TOTAL 4 16,249 16,348 18,226 13,166 j 20,036 20,036 4210 Office Supplies I 49 0 I 200 30 200 200 4217 Paper Supplies 0 i 0 500 0 500 500 4220 Operating Supplies i 3,077 i 2,923 i 2,000 2,061 2,000 2,000 4223 Cleaning Supplies 0 94 0 0 0 0 • CITY OF Bko,YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 156 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4230 Repair & Maint Supplies 823 f 344 ( 500 ( 34 500 500 4233 Building Repair Supplies 113 11 0 I 0 0 0 4241 Laundry 178 205 150 137 150 I 150 Supplies TOTAL ` 4,240 3,577 3,350 2,261 3,350 � 3,350 4310 Professional Services 260 0 0 0 250 250 431.2 Legal Services 66 0 0 0 0 0 4313 Audit & Financial Service ' 1,036 1,064 825 ` 798 840 840 I Consulting TOTAL 1,362 1,064 ' 825 798 1,090 1,090 4322 Telephone Services 1,537 1,555 1,575 1,298 1,575 1,575 4340 Advertising 100 ( 0 0 0 0 0 4346 Advertising - Print 526 , 969 1,000 350 1,000 1,000 Communications TOTAL 2,163 2,525 2,575 I 1,648 2,575 2,575 4380 Repair & Maint Contract 372 1,344 1,235 �. 1,171 I 1,500 1,500 4382 Equipment Repair &.Maint i 1,021 i 1,015 i 1,000 985 1,000 i 1,000 4388 Electrical Repairs i 0 408 i 250 0 250 250 4392 Building Rentals ( 32,584 35,936 37,000 30,179 38,000 38,000 4393 Equipment Rentals ( 144 12 0 0 f 0 0 4397 Logis Charges 2,751 ( 1,373 1,924 1,510 1,811 1,811 4398 Protective Services 547 581 550 499 600 } 600 Repair Rental & Maint TOTAL i - - -- 37,419 - - -- 40_670 - - -- 41,959 ` - -- 34,343 ` 43,161 - - -- 43,161 CITY OF BROO CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 157 1998 BUDGET 1997 1998 1998 Object Code & Des I cription 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4400 Other Contractual Service 107 0 2,000 149 2,000 2,000 4401 Credit Card Fees 589 877 475 903 900 900 4402 Uncollectible Checks 476 477 400 -54 600 600 4403 Cash (Over) and Short -36 108 300 171 300 300 4405 Check Verification Fees i 1,738 i 1,948 i 1,500 1,457 1,600 1,600 4410 Miscellaneous 196 196 0 0 0 0 4411 Conferences and Schools 0 39 50 39 100 100 4413 Dues & Subscriptions 160 I 205 i 100 180 i 150 I 150 4414 Licenses, Taxes, & Fees 123 103 450 148 450 450 4421 Janitorial Service 0 0 158 92 0 0 Other Contractual. Sery TOTAL 3,353 4,112 5,275 3,084 6,100 6,100 4440 Fuel Charges 83 71 83 62 74 74 4441 Fixed Charges 967 1,016 660 555 342 342 4442 Repair & Maint Charges 157 .140 160 89 .155 155 4443 Multi-use Hourly Charges 0 0 f 32 0 0 0 Central Garage Rentals TOTAL 1,207 1,227 935 ====== 571 571 4461 Gen Liability Insurance 818 607 840 720 890 890 4462 Property Insurance 182 183 215 165 205 205 4463 Boiler & Machinery Insurance 0 27 40 33 42 42 4469 Liquor Liability Ins 3,969 4,103 4,704 3,751 5,470 5,470 CITY OF B*YN CENTER , • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 158 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Insurance TOTAL ( 4,970 ( 4,919 ( 5,799 ( 4,670 ( 6,607 ( 6,607 4481 Electric Service 6,064 ( 6,079 i 6,000 5,501 I 6,000 i 6,000 4482 Gas Service i 657 878 i 1,000 477 1,200 1,200 4484 Water Service ( 117 0 ( 200 29 0 0 4487 Solid Waste Disposal ( 273 ( 455 ( 250 ( 430 500 I 500 Utilities TOTAL ( 7,110 ( 7,412 ( 7,450 ( 6,437 ' 7,700 , 7,700 4551 Office Furniture & Equip ( 424 ( 0 ' 0 I 0 0 0 4552 Other Equipment ( 0 ( 984 0 0 0 0 Capital Outlays TOTAL !( 424 ( 984 0 0 0 0 4199 Salaries Reimbursed i 15,000 i 11,694 ( 0 i 0 i 0 I 0 4702 Administrative Sery Transfer i 0 i 0 = 11,342 ( 9,450 ( 10,174 ( 10,174 Administrative Services TOTAL ( 15,000 ( 11,694 ( 11,342 ( 9,450 10,174 ( 10,174 4800 Inventory Variances ( 770 ( 1,292 ( 600 2,970 1,800 ( 1,800 4801 Merchandise Breakage i 52 75 i 250 149 250 ( 250 4802 Delivery Charge C. O. S. 3,161 3,631 2,800 2,948 3,750 3,750 4821 Liquor Cost of Sales ( 236,504 257,553 ' 252,620 189,218 274,149 274,149 4822 Wine Cost of Sales ( 67,809 ( 74,998 ( 73,440 ( 52,866 ( 80,192 80,192 4823 Beer Cost of Sales ( 409,630 ( 463,102 ( 434,560 350,609 493,252 493,252 4824 Non Tax Mix Cost of Sales i 4,418 ( 4,061 ( 4,977 i 2,786 4,627 4,627 4825 Taxable Mix Cost of Sales ( 10,110 i 11,856 ( 10,590 ' 8,374 ( 12,427 12,427 • ♦ CITY OF BROYN CENTER ' • ' MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 159 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4826 Miscellaneous Cost of Sales 32,834 39,526 ( 35,550 ( 28,171 44,460 44,460 Cost of Sales TOTAL 765,288 856,095 815,387 638,090 914,907 914,907 4920 Depreciation Expense 4,808 5,894 ) 5,900 4,912 5,894 5,894 4995 Contingency Account ) 0 0 2,500 0 I 0 0 Depreciation TOTAL ( 4,808 5,894 I 8,400 I 4,912 5,894 5,894 NORTHBROOKL LIQUOR TOTAL 955,413 1,052,191 ( 1,024,176 799,185 1,134,989 I 1,134,989 LIQUOR STORES FUND TOTAL 2,666,296 I 2,791,948 I 2,829,881 2,093,712 3,017,725 3,017,725 CITY OF BROOKLYN CENTER GENERALFUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE • (Includes Bond Issue) Adopted Estimated Preliminary Preliminary 1997 1997 1998 1998 Budget Budget Budget Fund Balance January 1 $6,522,498 $6,216,750 $6,735,270 $6,735,270 Revenues Property taxes $6,239,878 $6,239,878 $6,380,720 $7,180,720 Tax appeal reserve ? Special assessments 2,000 1,000 1,000 1,000 Lodging taxes 435,000 460,000 460,000 460,000 Licenses and permits 300,160 400,000 364,585 364,585 Intergovernmental 3,671,405 3,671,405 3,848,814 3,848,814 Charges for services 903,544 822,554 882,594 882,594 Court fines 192,000 184,000 192,000 192,000 Investment earnings 270,000 300,000 300,000 300,000 Miscellaneous 12,000 16,000 12,000 12,000 Total Revenues 12,025,987 12,094,837 12,441,713 13,241,713 Expenditures General government 2,053,620 1,977,431 1,460,896 1,460,896 ® Public safety 5,224,1 5,030,352 4,918,612 4,918,612 Community Development 634,423 634,423 Social services 80,000 80,000 80,000 80,000 Public works 1,969,690 1,896,615 2,508,073 2,508,073 Parks 840,072 840,072 Recreation 2,296,742 2,211,533 1,325,305 1,325,305 Economic development 206,570 198,906 218,500 218,500 Risk management 167,000 160,804 157,000 157,000 Contingency 50,000 48,145 215,973 215,973 Nondepartmental 151,200 145,590 158,900 158,900 Civic events 1,500 1,444 6,925 6,925 Reimbursements other funds (699,141) (699,141) (715,538) (715,538) Total Expenditures 11,501,350 11,051,680 11,809,141 11,809,141 Excess or Deficiency( -) 524,637 1,043,157 632,572 1,432,572 Other Financing_ Sources or Uses( -) Liquor transfers in 100,000 100,000 Debt Service transfers out (230,440) (230,440) (238,375) (1,038,375) Street const transfers out (394,197) (394,197) (394,197) (394,197) Total Other Financing Sources or Uses( -) (524,637) (524,637) (632,572) (1,432,572) Surplus or Deficit( -) 0 518,520 0 0 -:and Balance December 31 $6,522,498 $6,735,270 $6,735,270 $6,735,270 General Fund Revenues 11/13/97 1998 1999 2000 2001 2002 0'roperty Tax Levy $6,591,398 $6,736,409 $7,039,547 $7,356,327 $7,650,580 IWEst. Uncollectible ($210,678) ($215,313) ($225,002) ($235,127) ($244,532) Misc. Taxes $461,000 $472,525 $484,338 $496,447 $508,858 Licenses & Permits $364,585 $375,523 $386,788 $398,392 $410,344 Intergovernmental Revenue $248,570 $256,027 $263,708 $271,619 $279,768 Pera Aid $34,365 $34,365 $34,365 $34,365 $34,365 Homestead $1,308,130 $1,308,130 $1,308,130 $1,308,130 $1,308,130 Local Government Aid $2,012,749 $2,073,131 $2,135,325 $2,199,385 $2,265,367 Police Pension Aid $245,000 $252,350 $259,921 $267,718 $275,750 Charges for Services $21,900 $22,557 $23,234 $23,931 $24,649 Public Safety Charges $23,700 $24,174 $24,657 $25,151 $25,654 Recreation Fees $425,794 $434,310 $442,996 $451,856 $460,893 Community Center Fees $411,200 $423,536 $436,242 $449,329 $462,809 Court Fines $192,000 $195,840 $199,757 $203,752 $207,827 Misc. Revenues $12,000 $12,240 $12,485 $12,734 $12,989 Interest Earnings $300,000 $300,000 $300,000 $300,000 $300,000 $12,441,713 $12,705,804 $13,126,491 $13,564,009 $13,983,449 % increase 2.12% 3.31% 3.33% 3.09% [Parameters 1999 2000 2001 2002 Property Tax Levy 2.20% 4.50% 4.50% 4.00% st. Uncollectibl e 2.20% 4.50% 4.50% 4.00 Misc. Taxes 2.50% 2.50% 2.50% 2.50% Licenses & Permits 3.00% 3.00% 3.00% 3.00% Intergovernmental Revenue 3.00% 3.00% 3.00% 3.00% Pera Aid 0.00% 0.00% 0.00% 0.00% Homestead 0.00% 0.00% 0.00% 0.00% Local Government Aid 3.00% 3.00% 3.00% 3.00% Police Pension Aid 3.00% 3.00% 3.00% 3.00% Charges for Services 3.00% 3.00% 3.00% 3.00% Public Safety Charges 2.00% 2.00% 2.00% 2.00% Recreation Fees 2.00% 2.00% 2.00% 2.00% Community Center Fees 3.00% 3.00% 3.00% 3.00% Court Fines 2.00% 2.00% 2.00% 2.00% Misc. Revenues 2.00% 2.00% 2.00% 2.00% Interest Earnings 0.00% 0.00% 0.00% 0.00% • General Fund Expenditures 11/13,9 1998 1999 2000 20 01 20 02 .salaries & Wages $6,514,342 $6,709,772 $6,911,065 $7,118,397 $7,331,949 Fringe Benefits $1,548,281 $1,594,729 $1,642,571 $1,691,848 $1,742,604 Supplies $530,818 $541,434 $552,263 $563,308 $574,574 Consulting $450,449 $454,953 $459,503 $464,098 $468,739 Communications $225,055 $231,807 $238,761 $245,924 $253,301 Repair, Rental & Maint. $391,134 $402,868 $414,954 $427,403 $440,225 Other Contractual $753,818 $761,356 $768,970 $776,659 $784,426 Central Garage $940,804 $969,028 $998,099 $1,028,042 $1,058,883 Insurance $127,000 $130,810 $134,734 $138,776 $142,940 Utilities $479,450 $493,834 $508,649 $523,908 $539,625 Capital Outlays $310,555 $319,872 $329,468 $339,352 $349,532 Reimb. Engineering /Storm Sewer ($400,000) ($412,000) ($424,360) ($437,091) ($450,204) Spec. Assess. Construction Trans. $394,197 $394,197 $394,197 $394,197 $394,197 Debt Service Transfer $238,375 $238,375 $238,375 $238,375 $238,375 Administrative Services ($315,538) ($325,004) ($334,754) ($344,797) ($355,141) Cost of Sales $37,000 $37,740 $38,495 $39,265 $40,050 Contingency (Depreciation) $215,973 $222,452 $229,126 $236,000 $243,080 $12,441,713 $12,766,224 $13,100,115 $13,443,665 $13,797,156 % increase 2.61% 2.62% 2.62% 2.63% Parameters 1999 2000 2001 2002 1 alaries &Wages 3.00% 3.00% 3.00% 3.00% Fringe Benefits 3.00% 3.00% 3.00% 3.00% Supplies 2.00% 2.00% 2.00% 2.00% Consulting 1.00% 1.00% 1.00% 1.00% Communications 3.00% 3.00% 3.00% 3.00% Repair, Rental & Maint. 3.00% 3.00% 3.00% 3.00% Other Contractual 1.00% 1.00% 1.00% 1.00% Central Garage 3.00% 3.00% 3.00% 3.00% Insurance 3.00% 3.00% 3.00% 3.00% Utilities 3.00% 3.00% 3.00% 3.00% Capital Outlays 3.00% 3.00% 3.00% 3.00% Reimb. Engineering /Storm Sewer 3.00% 3.00% 3.00% 3.00% Spec. Assess. Construction Trans. 0.00% 0.00% 0.00% 0.00% Debt Service Transfer 0.00% 0.00% 0.00% 0.00% Transfer to Other Funds 3.00% 3.00% 3.00% 3.00% Administrative Services 3.00% 3.00% 3.00% 3.00% Cost of Sales 2.00% 2.00% 2.00% 2.00% Contingency (Depreciation) 3.00% 3.00% 3.00% 3.00% Comparison of Revenues to Expenditures if no changes: 11/13/97 1998 1999 2000 2001 2002 •f Tax Increase: 2.20% 4.50% 4.50% 4.00% otal Revenue Increase: 2.12% 3.31% 3.33% 3.09% Expenditure Increase: 2.61% 2.62% 2.62% 2.63% Revenues $12,441,713 $12,705,804 $13,126,491 $13,564,009 $13,983,449 Expenditures $12,441,713 $12,766,224 $13,100,115 $13,443,665 $13,797,156 (no changes:) $0 ($60,420) $26,376 $120,344 $186,292 Changes Police operating for new bldg. $100,000 $103,000 $106,090 $109,273 Fire Utilities $4,000 $4,120 $4,244 $4,371 Additional operating costs: $104,000 $107,120 $110,334 $113,644 Brookdale net fees: $100,000 $100,000 Net with fees: ($64,420) $19,256 $10,011 $72,649 Note: debt service for police /fire bonds is not included as it will be offset by levy and final numbers will come from actual sale. General Fund Revenues /Expenditures 14500 i ' 14000 13500 �! N / ! Revenues o 13000 ® Expenditures 12500 12000 ' 1998 1999 2000 2001 2002 • 1998 1999 2000 2001 2002 Tax Increase: 2.20% 4.50% 4.50% 4.00% 0 otal Revenue Increase: 2.12% 3.31% 3.33% 3.09% xpenditure Increase: 2.61% 2.62% 2.62% 2.63% Comparison of Increases 0.06 , 0.04 M % Tax Increase Total Revenue Increase 0.02 I f % Expenditure Increase ' 0 j 1999 2000 2001 2002 1 Year • Other Requests from Departments: Police W ?0 dditional Personnel: lice Officers 3 3 2 Dispatchers 1 1 Clerical 1 1 Code Enf /Service 1 Cost: $230,281 $474,379 $626,892 $645,699 Above doesn't include training, equipment, squad, or $9,000 potential step increase for officers) Fire Additional duty pay $35,000 $36,050 $37,132 $38,245 Opticon traffic pre - emption $85,000 $85,000 $85,000 $85,000 Emergency Siren $25,000 $25,000 $25,000 $25,000 General Document scanning & retrieval $150,000 Public Works misc. additional part-time $22,000 $22,000 $22,000 $22,000 Total other requests: $397,281 $792,429 $796,023 $815,944 • r *,ATA SHOWN EXCLUDES THE TAX REVENUE FROM THE 1997 00 ISSUE CITY OF BROOKLYN CENTER PROJECTION OF CASH BALANCES Economic Earle Local Special Development Brown Capital Capital M.S.A. Assessment Debt General Authority TIF TIF Reserve Improvemts Constructn Constructn Service Fund Fund Distric District #3 Fund Fund Fund Fund Funds Cash Balance, Dec 31, 1996 8,106,431 5,452,309 - .170,125 132,999 0 3,799,266 2,713,524 - 378,323 2,260,873 Revenues in 1997 11,794,837 1,020,424 1,442,728 534,754 60,000 363,357 653,000 471,912 Expenditures in 1997 11,051,680 244,335 2,000 7,324 2,156,255 Depreciation Add Back Bond Sales/ SA Prepays 7,758,000 117,588 1,023,857 1997 Transfers In 100,000 1,000,000 100,000 1,065,330 1,730,440 1997 Transfers Out - 930,385 - 1,240,000 - 260,000 - 1,173,753 - 297,380 Bond /Loan Payments in 1997 Capital Outlays in 1997 2,672,129 360,000 800,000 1,900,000 Cash Balance, Dec 31, 1997 8,019,203 3,556,269 30,603 400,429 1,060,000 10,486,870 2,684,112 - 189,136 2,009,590 Revenues in 1998 12,441,713 734,363 1,183,342 883,368 60,000 229,993 645,000 491,213 Expenditures in 1998 11,809,141 534,363 2,000 5,000 2,156,255 Depreciation Add Back Bond Sales/ SA Prepays 1,358,150 1998 Transfers In 75,000 650,000 2,088,375 1998 Transfers Out - 632,572 - 1,280,000 - 570,000 Bond /Loan Payments in 1998 Capital Outlays in 1998 750,000 8,325,000 724,350 2,008,150 Cash Balance, Dec 31, 1998 8,019,203 3,006,269 - 68,055 708,797 1,120,000 2,466,863 2,604,762 - 189,136 2,432,923 citybdgt \yearend \fdblproj cashbaQ 11/13/9710:21 AM • 0-jATA SHOWN EXCLUDES THE TAX REVENUE FROM R M THE 1997 E °..,�D ISSUE CITY OF BROOKLYN CENTER PROJECTION OF CASH BALANCES Earle Brown Heritage Water Sanitary Storm Employee Central Liquor Golf Center Recycling Utility Sewer Sewer Retirement Garage Combined Fund Fund Fund Fund Fund Fund Fund Fund Fund IDIW Cash Balance, Dec 31, 1996 150 8,417 - 370,551 59,995 4,483,103 1,766,723 - 177,005 1,125,624 3,666,556 32,479,966 Revenues in 1997 2,900,000 329,535 2,665,208 220,000 1,438,070 2,350,214 858,000 60,000 1,407,144 28,569,183 Expenditures in 1997 2,740,000 321,606 2,569,651 220,000 952,361 1,925,969 324,122 60,000 1,307,061 23,882,364 Depreciation Add Back 23,080 16,800 7,748 222,000 132,000 57,000 745,811 1,204,439 Bond Sales/ SA Prepays 778,748 9,678,193 1997 Transfers In 3,995,770 1997 Transfers Out - 100,000 - 4,001,518 Bond /Loan Payments in 1997 26,886 155,000 181,886 Capital Outlays in 1997 98,997 1,769,658 947,819 1,058,327 557,915 10,164,845 Cash Balance, Dec 31, 1997 56,344 33,146 - 366,243 59,995 3,421,154 1,375,149 - 20,706 1,125,624 3,954,535 37,696,938 Revenues in 1998 3,096,400 344,943 3,042,051 220,000 1,396,152 2,424,219 936,000 60,000 1,403,021 29,591,778 Expenditures in 1998 2,942,725 272,036 2,773,150 220,000 1,005,463 2,126,609 327,722 60,000 1,306,964 25,541,428 Depreciation Add Back 22,339 16,435 38,705 257,000 185,000 83,000 714,580 1,317,059 Bond Sales/ SA Prepays 488,659 1,846,809 1998 Transfers In 2,813,375 1998 Transfers Out - 75,000 - 2,557,572 Bond /Loan Payments in 1998 28,830 50,000 165,000 243,830 Capital Outlays in 1998 20,500 127,692 1,800,500 657,500 943,000 748,050 16,104,742 Cash Balance, Dec 31, 1998 128,528 51,988 - 186,329 59,995 2,268,343 1,200,259 51,231 1,125,624 4,017,122 28,818,387 dtybdgt \yearend \fdblproj cashba12 11/13/9710:21 AM • OATA SHOWN EXCLUDES THE TAX REVENUE FROM THE 1997 I ISSUE CITY OF BROOKLYN CENTER PROJECTION OF FUND BALANCES Economic Earle Local Special Development Brown Capital Capital M.S.A. Assessment Debt General Authority TIF TIF Reserve Improvemts Constructn Constructn Service Fund Fund Distri c District #3 Fund Fund Fund Fund Funds Fund Balance, Dec 31, 1996 6,522,498 5,595,806 - 843,222 139,453 0 5,998,512 3,015,979 - 784,216 2,260,484 Revenues in 1997 11,794,837 1,020,424 1,442,728 534,754 60,000 363,357 653,000 471,912 Expenditures in 1997 11,051,680 244,335 2,000 7,324 2,156,255 Bond Sales/ SA Prepays 7,758,000 117,588 1,023,857 1997 Transfers In 100,000 1,000,000 100,000 1,065,330 1,730,440 1997 Transfers Out - 930,385 - 1,240,000 - 260,000 - 1,173,753 - 297,380 Construction Outlays in 1997 2,672,129 360,000 800,000 1,900,000 Fund Balance, Dec 31, 1997 6,435,270 3,699,766 - 642,494 406,883 1,060,000 12,686,116 2,986,567 - 595,029 2,009,201 Revenues in 1998 12,441,713 734,363 1,183,342 883,368 60,000 229,993 645,000 491,213 Expenditures in 1998 11,809,141 534,363 2,000 5,000 2,166,255 Bond Sales/ SA Prepays 1,358 150 1998 Transfers In 75,000 650,000 2,088,375 1998 Transfers Out - 632,572 - 1,280,000 - 570,000 Construction Outlays in 1998 750,000 8,325,000 724,350 2,008,150 Fund Balance, Dec 31, 1998 6,435,270 3,149,766 - 741,152 715,251 1,120,000 4,666,109 2,907,217 - 595,029 2,432,534 dtybdgtlyearend\fdblproj fundbat 2 year 11/13/9710:18 AM I i • OATA SHOWN EXCLUDES THE TAX REVENUE FROM THE 1997 01 ISSUE I CITY OF BROOKLYN CENTER PROJECTION OF FUND BALANCES Earle Brown Heritage Water Sanitary Storm Employee Central Liquor Golf Center Recycling Utility Sewer Sewer Retirement Garage Combined Fu nd Fund Fund Eli Fund Eund Fund Fund El W Total Fund Balance, Dec 31, 1996 486,089 - 86,300 19,263 105,304 9,533,584 4,919,234 2,467,264 80,750 2,338,996 41,769,478 Revenues in 1997 2,900,000 329,535 2,665,208 220,000 1,438,070 2,350,214 858,000 60,000 1,794,076 28,956,115 Expenditures in 1997 2,740,000 321,606 2,569,651 220,000 952,361 1,925,969 324,122 60,000 1,794,076 24,369,379 Bond Sales/ SA Prepays 600,603 9,500,048 1997 Transfers In 3,995,770 1997 Transfers Out - 100,000 - 4,001,518 Construction Outlays in 1997 5,732,129 ------ - - - - -- ------ - - - - -- ------ - - - - -- ------ - - - - -- ------ - - - - -- ------ - - - - -- ------ - - - - -- ------ - ----- ------ - - - --- --- - - - - -- Fund Balance, Dec 31, 1997 546,089 - 78,371 114,820 105,304 10,019,293 5,343,479 3,601,745 80,750 2,338,996 50,118,385 Revenues in 1998 3,096,400 344,943 3,042,051 220,000 1,396,152 2,424,219 936,000 60,000 2,055,014 30,243,771 Expenditures in 1998 2,942,725 272,036 2,773,150 220,000 1,005,463 2,126,609 494,122 60,000 2,055,014 26,455,878 Bond Sales/ SA Prepays 170,000 1,528,150 1998 Transfers In 2,813,375 1998 Transfers Out - 75,000 - 2,557,572 Construction Outlays in 1998 11,807,500 Fund Balance, Dec 31, 1998 624,764 -5,464 383,721 105,304. .10,409,982 ------------ 5,641,089 4,213,623 80,750 2,338,996 43,882,731 dtybdgtkyearend\fdblproj fundba{ 2 year 11/13/9710:18 AM RECYCLING FUND 1998 BUDGET Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 REVENUES: Service to Customers $212,179 $211,468 $214,000 $214,000 Investment Earnings 5,632 5,102 6,000 6,000 Total Revenues $217,811 $216,570 $220,000 $220,000 EXPENDITURES: Personnel $0 $0 $0 $0 Supplies 0 0 700 700 Other Contractual Services 6,000 9,996 10,000 10,000 Recycling Contractor 208,908 209,359 209,000 209,000 Insurance 308 216 300 300 Total Expenditures $215,216 $219,571 $220,000 $220,000 Net Income $2,595 ($3,001) $0 $0 • Division: Recycling Fund Budget Code: 665 Program No: 9551 PROFILE The recycling fund accounts for the operation and administration of the City's state - mandated curbside recycling program. It is primarily comprised of fees paid to the Hennepin Recycling Group (HRG), a four cities consortium for recycling services. DEPARTMENTAL GOALS • To provide weekly collection of recyclables. To continue an effective curbside recycling program while keeping rates as affordable as possible. • To identify program needs and develop funding mechanisms that provide sufficient revenues. • • CITY OF BR (OYN CENTER 0 REVENUE BUDGET WORKSHEET BY FUND Page 39 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND RECYCLING AND REFUSE FUND 055 3710 Recycling Service Fee 212,179 182,144 211,4681 174,358 214,000 214,000 Recycling Revenues TOTAL - -- 212,179 I -- 182,144 I - -- 211,4681I -- 174,358' - -- 214,000 - -- 214,000 -- °- - - - - -- 3800 Interest Earnings 5,632 0 5,1021 0 6,000 6,000 Investment Earnings TOTAL 5,632 0 5,1021 01 6,000 6,000 RECYCLING AND REFUSE FUND TOTAL 217,810 182,144 216,5701 174,3581 220,0001 220,000 i I • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 189 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV RECYCLING FUND 665 4220 Operating Supplies i 0 I 0 700 0 i 700 700 Supplies TOTAL I 0 0 700 0 700 700 4397 Logis Charges 6,000 9,996 f 10,000 7,497 10,000 10,000 Repair Rental & Maint TOTAL 6,000 I 9,996 i 10,000 7,497 10,000 10,000 4400 Other Contractual Service 208,908 209,359 209,000 174,466 209,000 209,000 Other Contractual Sery TOTAL 208,908 209,359 I 209,000 174,466 209,000 209,000 4461. Gen Liability Insurance i 308 i 216 300 139 300 300 Insurance TOTAL 308 216 I 300 139 300 300 RECYCLING FUND TOTAL 215,216 I 219,571 I 220,000 182,102 220,000 220,000 RECYCLING AND REFUSE FUND TOTAL 2.15,216 I 219,571 220,000 182,102 220,000 220,000 CENTRAL GARAGE 1998 BUDGET i Manager Actual Actual Adopted Recommend Budget 1995 1996 1997 1998 , REVENUES: Charges for Services $1,178,383 $1,406,660 $1,167,944 $1,098,871 Other Revenue 19,367 42,856 59,200 89,150 Investment Earnings 182,237 206,110 180,000 215,000 Transfer from Fund Balance 0 1 0 386,932 651,993 Total Revenues $1,379,987 $1,655,626 $1,794,076 $2,055,014 EXPENDITURES. Personnel $198,265 $220,331 $220,025 $239,281 Supplies 204,439 239,093 229,500 232,100 Other Contractual Services 50,397 64,112 63,725 71,350 Insurance 27,067 34,691 34,000 35,700 Utilities 1,304 756 2,250 1,500 Administrative Service Transfer 0 11,361 11,750 12,453 Depreciation 353,413 388,345 745,811 714,580 Total Expenditures $834,885 $958,689 $1,307,061 $1,306,964 Operating Income $545,102 $696,937 $487,015 $748,050 Capital Outlay 0 0 487,015 748,050 Net Income $545,102 $696,937 $0 $0 • • CITY OF Bh YN CENTER REVENUE BUDGET WORKSHEET BY FUND Page 44 1998 BUDGET 1996 1997 1997 1998 1995 AS OF 1996 AS OF ADOPTED ESTIMATED Object Code & Description ACTUAL 10/31/96 ACTUAL 10/31/97 BUDGET REVENUE FUND CENTRAL GARAGE INTER SERV 060 1 3461 Other Revenue 7,312 6,717 9,810 7,163 8,000 10,000 3462 Refunds & Reimbursements 0 27,043 0 0 0 0 3467 Sale of Property 12,054 4� 48,654 33,047 66,374 51,200 79,150 Miscellaneous Revenues TOTAL 19,367 82,414 42,8561 73,537 59,200 89,150 1 3700 Fuel Charges 60,619 1 49,993 61,968 56,9671 63,3031 80,000 3701 -Fixed Charges 424,048 ;362,336 1 566,493 388,886 479,953 640,721 3702 Repair & Maintenance Charges 235,418 233,934 269,697 211,626 300,072 378,150 3703 Hourly Rental Charges 229,441 193,951 1 256,552 257,688 280,323 0 3704 Replacement Charges 228,856 4 52,490 251,950 32,315 44,293 0 Charges for Services TOTAL 1,178,383 1 892,702 1,406,660 947,4831 1,167,944 1,098,871 3800 Interest Earnings 182,237 0 206,110 0 180,000 215,000 Investment Earnings TOTAL 182,237 1 0 206,110 01 180,0001 215,000 3990 Transfer from Fund Balance 0 0 1 0 0 1 386,932 651,993 Transfers from other Funds TOTAL 0 I 0 0 01 386,9321 651,993 1 CENTRAL GARAGE INTER SERV TOTAL 1,379,986 ( 975,116 1,655,6261 1,021,020 1,794,076 2,055,014 Division: Central Garage Budget Code: 685 Program No: 7801, 7811, 7820, 7825, 7826 • PROFILE The Central Garage owns and services a wide range of vehicles such as fire trucks, police squad cars, dump trucks, mowers, loaders, pickups and staff cars. The Central Garage also services minor equipment such as chain saws, weed whips, trailers, pumps and generators. The Central Garage strives to provide emergency repairs and scheduled maintenance to keep all City vehicles and equipment in operation. In addition, it acts as a supportive central hub for city operations to ensure a practical vehicle replacement schedule, and provides for sufficient funding for future years' operations and replacement schedule. The Central Garage's fleet is currently comprised of 85 cars and trucks and 53 pieces of capital equipment. An additional 18 pieces of equipment are specialized and are not owned by the Central Garage, but are maintained at least in part by the Central Garage. Finally, the Central Garage maintains about 75 additional pieces of small equipment such as small mowers, chain saws, weed trimmers, etc. DEPARTMENTAL GOALS • Perform routine and preventive maintenance for the city's vehicles and capital equipment. • • Complete an average of 1500+ maintenance and repair orders annually. • Replacement of City vehicles and equipment as scheduled. • Administration of Central Garage functions including replacement, repair and maintenance. SPECIFIC EXPENDITURE CODE DETAILS Object Number Explanation Amount 4221 Motor Fuels $90 Fuel prices vary per shipment, but in general the cost of fuel has increased 10 -20¢ per gallon in the past few years, necessitating a budget increase. Cost is charged back monthly to the department leasing the vehicle. 4231 Equipment Parts $98 Cost of a variety of parts used in equipment repair and preventative maintenance. Actual cost varies each year based on amount of repair work required, accident damage to repair, etc. Cost is charged to repair orders which are in turn charged back to the department leasing the vehicle 4381 Auto Equipment Repair $35,000 Cost of equipment repairs provided by outside services, not by Central Garage staff. • Examples include body work, transmission overhauls, brake turning, windshield replacement, installation of specialized equipment. Cost is charged to repair orders which are in turn charged back to the department leasing the vehicle Object Number Explanation Amou 4382 Equipment Repair and Maintenance $3,000 Costs of maintaining shop equipment such as hoists, crane, compressor, and fuel pumps. a Reduced to reflect 1997 replacement of old, high- maintenance fuel pump system. 4465 Automotive Insurance $32,000 Cost of insuring the fleet of vehicles and equipment. PERSONNEL LEVELS Number Position 3 Mechanics 1 Night Service Person 1 Central Garage Technician CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Oil Dispensing Equipment 1/98 $2,720 Complete the replacement of dispensing pumps and valves Brake Lathe 1/98 1 $5,660 Used to turn brake drums Snorkel exhaust system 1/98 l $3,000 Used to exhaust vertical exhaust pipes when vehicles are running in mechanic's area High pressure equipment washer 1/98 1 $5,700 Replaces worn-out existing equipment used to wash and clean over 200 pieces of fleet equipment Engine analyzer 1/98 1 $17,000 Replaces outdated equipment used to diagnose and troubleshoot engine and other problems Fax machine 1/98 1 $1,150 Replace existing, second hand equipment. Used to communicate with vendors, etc. PC 1/98 1 $2,500 Replaces worn out 386 machine used by mechanics for work orders, parts inventories, etc. • • CITY OF BRkYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 213 1998 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV CENTRAL GARAGE 685 4100 Wages Regular Employees ( 129,891 ! 150,137 175,391 135,192 189,191 189,191 4112 Overtime Regular Employee 999 ( 1,708 1,339 1,971 1,379 1,379 4130 Wages Part -time Employees ( 664 ( 0 0 0 0 0 4133 Vacation Pay ! 11,062 12,024 ( 0 ( 10,573 0 0 i 4134 Holiday Pay ( 8,745 ( 9,166 I 0 I 4,905 0 ( 0 4135 Sick Leave Pay 8,664 6,111 0 i 4,063 0 ( 0 4136 Jury Duty Pay ( 0 '( 441 I 0 0 0 0 Salaries and Wages TOTAL 160,025 179,588 176,730 156,705 190,570 190,570 4140 PERA Defined Contribution 5 I 139 0 I 0 0 0 4141 PERA Basic Plan 401 I I 0 0 0 0 0 ( I ( 4142 PERA Coordinated Plan = 6,736 ( 7,923 8,137 ( 7,050 ( 9,872 9,872 4146 FICA ( 11,564 ( 13,407 ' 13,895 12,057 14,579 ( 14,579 4150 Employee Benefits ( .0 ( 0 ( 0 11,0.85 19,200 19,200 4151 Health Insurance ( 12,667 = 12,569 ( 14,540 2,057 0 0 I 4152 Life Insurance ( 103 106 110 17 I 110 110 4153 Dental Insurance ( 1,126 ( 1,257 ( 1,281 206 ( 0 ( 0 4154 Workers Comp Insurance ( 5,638 ! 5,341 ( 5,332 4,213 = 4,950 ( 4,950 Fringe Benefits TOTAL ( 38,240 40,743 43,295 36,685 I 48,711 ( 48,711 - 4210 Office Supplies ' 0 ( 30 ( 0 ! 247 ( 0 0 4220 Operating Supplies ( 312 ( -4 ( 0 ( 306 ( 500 ( 500 • CITY OF B# YN CENTER • , MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 214 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ------------------------------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- ------- - - - - -- -------- -- - - -- ------- - - - - -- 4221 Motor Fuels 71,226 93,872 I 84,000 74,397 90,000 90,000 4222 Lubricants & Additives 2,436 5,772 4,000 5,404 4,500 4,500 4225 Shop Supplies ` 26,970 20,728 24,300 13,164 23,000 23,000 4227 Safety Supplies ` 867 ( 940 1,000 125 0 0 I 4229 Welding Supplies 760 ( 2,690 2,000 2,531 0 0 4230 Repair & Maint Supplies 0 92 0 172 0 0 4231 Equipment Parts I 87,609 97,935 i 98,000 77,512 I 98,000 98,000 4232 Tires ( 12,464 14,603 ( 14,000 10,543 14,000 14,000 4234 Street Maint Materials 106 212 0 I 51 0 0 4235 Landscaping Materials 20 ' 0 0( 0 0 0 1 1 4236 Signs & Striping Materials I 130 � 0 0 14 � 0 0 4237 Paint Supplies f 0 162 = 0 ' 762 500 500 4240 Small Tools 1,539 2,060 2,200 1,756 1,600 = 1,600 Supplies TOTAL 204,439 239,093 I 229 „500 186,984 232,100 ( 232,100 4313 Audit & Financial Service 0 217 225 0 225 225 Consulting TOTAL 0 217 225 0 225 I 225 4334 Use of Personal Auto i 3 0 I 0 I 0 0 0 4340 Advertising I 0 74 0 0 0 0 i 4351 Legal Notice Publication 0 77 0 78 0 0 Communications TOTAL 3 151 0 78 0 0 --- - - - - -- ---- - - - - -- __________ • CITY OF ALYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 215 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED - ------------- - - - - -- -------- - - - - -- -------- - - - - -- ------ - - - - -- -- - - - - -- - 4381 Auto Equipment Repair 30,507 38,629 35,000 30,685 35,000 35,000 4382 Equipment Repair & Maint 0 5,050 5,000 3,181 3,000 3,000 4386 Communication Systems 116 0 I 0 0 0 0 4390 Rentals 0 350 0 0 0 0 4397 Logis Charges 12,450 = 14,174 14,500 16,426 26,625 26,625 Repair Rental & Maint TOTAL 43,073 ` 58,204 54,500 50 64,625 64,625 4400 Other Contractual Service i 6,077 ; 3,104 5,500 752 3,500 3,500 4411 Conferences and Schools 227 ! 520 1 885 1,500 1,500 1 4414 Licenses, Taxes, & Fees ( 1,018 1,898 2,500 1,220 1,500 1,500 4423 San. Sewer Disposal Charge 0 10 0 0 0 0 4425 Board of Prisoners } 0 9 0 ( 0 0 0 Other Contractual Sery TOTAL 7,321 5,540 ( 9,000 2,856 I 6,500 6,500 4464 Equipment Floater Ins 0 - 3 153 3 000 6 i i � ; � 3, 15 3,700 3,700 4465 Automotive Insurance 27,067 31,538 31,000 31,126 32,000 32,000 Insurance TOTAL 27,067 34,691 34,000 34,741 35,700 35,700 4486 Hazardous Waste Disposal ( 883 124 ! 1,000 1,356 750 = 750 f 4487 Solid Waste Disposal I 422 632 1,250 65 750 750 Utilities TOTAL 1,304 756 2,250 I 1,421 1,500 1,500 4548 Computer Equipment 0 0 ( 2,000 1,469 I 2,500 2,500 4552 Other Equipment 0 0 2,590 3,243 36,230 36,230 ' CITY OF B*YN CENTER r i MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 216 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4553 Mobile Equipment 0 ( 0 ( 482,425 446,553 916,320 709,320 Capital Outlays TOTAL 0 0 ( 487,015 451,265 955,050 ( 748,050 ---- - - - - -- 4199 Salaries Reimbursed 0 11,361 0 I 0 0 0 4702 Administrative Sery Transfer 0 0 11,750 9,820 12,453 ' 12,453 Administrative Services TOTAL 0 11,361 11,750 9,820 12,453 12,453 4920 Depreciation Expense ( 353,413 388,345 ( 745,811 0 679,018 714,580 Depreciation TOTAL ( 353,413 388,345 745,811 0 679,018 714,580 CENTRAL GARAGE TOTAL 834,885 958,688 1,794,076 930,848 2,226,452 2,055,014 CENTRAL GARAGE INTER SERV TOTAL 834,885 958,688 I 1,794,076 930,848 2,226,452 2,055,014 1998 CENTRAL GARAGE CAPITAL OUTLAY REQUESTS • Trade/ Projected Projected City Total Auction Accum Funds Cost to Item # Cost Proceeds as of 12/31/97 Requesting Dept • � , sessina: Compact Staff Car 707 $ 13,800 $ - $ 13,800 $ Community Development: . Compact Staff Car 705 13,800 - 13,800 - Engineering: 1/2 Ton Extended Cab Truck 31 19,200 600 18,600 - Streets: Front -End Loader 13 143,500 15,000 128,500 - Trackless Sidewalk Plow 65 70,900 16,000 54,900 - Oil Distributor Truck 35 98,000 3,000 95,000 - Roller 17 & 20 31,850 2,000 29,850 - Total 344,250 36,000 308,250 - Parks: 1 Ton 4x4 Truck w/ Snowplow 202 33,900 1,200 32,700 - Reel Mower 205 65,500 3,500 62,000 Pull Behind Sweeper 221 16,000 1,000 15,000 - Total 115,400 5,700 109,700 - 6 Squad Cars 128,200 32,000 96,200 General Fund Total 634,650 74,300 560,350 - Centerbrook Golf Course Fund: Sand Trap Rake 260 8,730 350 8,380 - Greens Mower 264 17,840 1,600 16,240 - Total 26,570 1,950 24,620 - Public Utilities Fund: 3/4 Ton Truck 36 20,400 1,100 19,300 - Storm Drainage Fund: 1 Ton Truck w/ Dump Box 37 27,700 800 26,900 - Cetral Garage Fund• Oil Dispensing Equipment 2,720 2,720 Brake Lathe 5,660 5,660 Snorkel Exhaust System 3,000 3,000 High Pressure Equipment Washer 5,700 3,823 1,877 Engine Analyzer 18,000 1,000 17,000 - Fax Machine 1,150 1,150 Computer /Monitor 2,500 2,500 Total 38,730 1,000 20,823 16,907 • GRAND TOTAL $ 748,050 $ 79,160 $ 651,993 $ 16,907 98CAPREQ.XLS, 11/12/97 CENTRAL GARAGE FUND ANALYSIS JANUARY 1998 - - -- - -- -- - -- - -- -- -- 12/31/97 Estimated 1988 Target Estimated Balance New 1998 1898 1998 _ _ Replace_ Replace Quote Estimated Re lac: Re taco Trade Surplus Remafnin to bo Fixed Interest Yearly Yeart MAKE /MODEL - DEPT CITY # Acq Date Year Cost Year Life Age Balance Balance Value (Deficit) Life Funded Cost Allocation Fixed Cost Net Cost Chevrolet Cavalier Assessing 716 1997 2006 13,800 1997 9 1 1,533 1,245 50 0 (288) 8 12,055 1,507 931 1,414 1,414 07 Compact Staff Car - Assessing New 1998 20 1 3,800 1997 9 0 500 9 13,300 1,478 1,478 1,478 -- ---- -- 2,892 2,892 - -- -- --i-60 - - _ - - -, - Chevrolet Celebrity Comm Develo - 900 19!39 1999 13,800 10 9 12 420 12,323 500 (97) 1 977 p -- - Dodge Shadow Comm Develop 701 1991 2000 13,800 1997 9 7 10.733 11,713 500 980 2 1,587 794 8 70 (77 _ - - -13, -- - -- -- - - -- , 2 - Chevrolet Cavalier Comm Develop 706 1997 2006 800 1997 9 1 1 533 2,235 500 7- - 02 8 11, 065 1,383 166 1,217 1,217 - - -- - - -- - -- - - .- - -- - - - -- - - Compact Stall Car Comm Develop New 1998 2007 13,800 1997 9 0 - � 990 500 990 9 12,310 1,368 74 1,294 1,294 - -- - - -- - - - -- 2,434 2,511 Chevrolet Van Engineering 56 1995 2004 - 18,100 1996 9 3 6033 7,978 1,945 6 10,122 1,6 87 593 1,0 1,0 94 Ford Ranger Engineering 755 1997 2004 11,700 1997 7 1 1671 1,472 (199) _ - _6 10,228 1,705 109 1,595__ 1,585 1/2 Ton Extended Cab En New 1998 2005 19,200 1997 7 0 7 19,200 2,743 2,743 2,743 -- - - - - -- - - - -- 5,432 5,432 Chev Salvage Van Fire 1 1980 1999 207,000 1997 19 18 196 109,116 (86_989) 1 97,884 97,884 8,108 89, 776 89, 778 Dodge Van Fire 104 1994 1999 21,500 1996 - 5 - 4 1B 800 17808 (992) 1 5,692 5,6 92 1,323 4,36 4,369 Chevrolet Suburban Fire 100 1986 2001 41,500 19% 15 00 - 12 33200 27010 - -- (6,190) 3 14,490 4,830 2,007 2,823 2,823 -- -- - -- - - -- Dodge Van Fire 103 1992 2002 23,5 1996 __. - 10 - - 6 14100 14,428 -- 328 4 9,072 - 2,268 1,072 _1,196_ _ 1,196 - -2,-84j- - - Ford 4WD Pickup Fire 8 1974 2003 44,250 1996 _ 29 24 36,621 39,468 5 4,782 958 _2 ,933 1 _ 978 -- --- - - -. -_ _. _1 -- -- American LaFrance Fire 2 1982 2004 265,000 1998 22 16 - -- 1 - 9 - 2 - , - 72 - 7 - 192 727 - 182,- 515 (2981 __- it 132 798 12,073 9,824 S. 2,249 - - - - - - - Ford (Fire truck) Fire 10 1987 2009 265 1996 22 11 132,500 132,202 (102 12) 6 82, 485 13,748 13,583_ 185 American LaFrance I Fire 4 1980 00 2010 525,0 1996 30 18 315,000 336,642 --- 2 . 1,642 1 2 188,358 15,697 25,016 9,319) Chevrolet Van Fire 7 1985 2015 95,000 1996 4?30 13 41,167 9,470 (31 697) 17 85,530 5,031 704 4,327 4,327 _ -- - - Montauk Boson Boat Fire 9 1964 2014 25,000 1996 14 11,667 14546 2,879 16 10, 454 653 1,081 428 Spartan Fire 3 1992 2014 355,OOD 1996 - 28,259 16 229,923 14,370 9,294 5,076 5,076 - Zodiac Boat/Motor Fire 10 1995 2015 11,000 _ 1996 _ _ 3 1,650 1,696 46 17 9,304 547 126 421 421 - - - -- - -- F ire Rescue Fir 5 1997 2019 163,000 1996 1 7,409 5,978 (1,431) 21 157,022 7,477 444 7,033 1 7,033 105,731 117,269 - - -- - -- -- -- - - - -- - 1 - -- - Chevrolet 1/4 ton Golf 262 (22 1988 1999 14,000 1996 1 1 10 12,727 - - 14,449 1,722 i (449 _ -- - . _ - - -- - - -- Aerator -Toro Golf 263 1988 - 1999 9,700 1996 11 10 8,818 11 -- 2,237 1 (1,355) - - _ - - - - - - -0 - -... _ - - - -- Top Dresser golf 261 _ 1988 - 1999 - 6,400 1996 1 1 - 10 - 5,818 6,059 241 1 341 341 450 109 -- - -- - Greens Mower Golf 277 _ 1988 _ 2000 14,800 1996 1 2 10 12,333 5,946 (6,387) 2 8,854 4,427 442 3,985 3,985 Groundmaster Mower Golf 279 1993 2001 15,200 - 1996 8 5 9,500 10,220 720 3 4,980 1,660 759 901 801 John Deer Aerator Golf 267 1990 2004 - 17,600 1996 14 8 10,057 15,605 5,548 6 1,995 333 1,180 (827 Ransomes f Mower Goolf 271 - - 1997 2005 33,600 19 97 8 1 4,200 2,969 1,231) 7 30,631 4,376 221 4,155 4,155 -- --- - - - -- Greens Mower Golf New 1998 20 06 - 17,840 1998 8 0 1,600 8 16,240 2,030 - 2,030 2 Cushman Truckster Golf 269 1997 2007 9,800 1997 10 1 980 691 (289) 9 9,109 1,012 1 51 961 961 Sand Trap Rake - _ Golf New 1998 2008 8,730 1 1998 10 0 350 10 8,380 838 1 838 838 - - -- 11,933 12,870 Chevrolet APV Van Liquor 702 1991 2000 18,500 1996 9 T 14,389 15,818 1,429 2 2.682 1,341 1,175 166 168 Ford E -150 Van -- Maintenance 700 1997 2004 - 18 - - ,5 - 00 1997 7 1 2,643 2,666 23 6 15,834 2,639 198 2,441 2,441 545aTractor Parks -- -` 209 1987 1999 26, - 1998 12 11 23,833 26,000 2,167 1 - - 1,932 1An - -- - -- - Ford Truck 1 ton Parks 224 -_ 1991 1999 _32,000 1996 - 8 7 28,000 31,997 3,987 1 3 1 3 1 2,378 2,375) Ford F60 6 6,f T Parks _ 19 _ 1992 -2000 - 82,000 1997 8 6 61,500 67,548 6,048 2 14,452 7,226 5,019 2,207 2,207 Toro 72" Mower Parks 220 1993 2001 17,500 1997 8 5 10,938 17,500 6,563 3 1,300 1,300 CENTRAL GARAGE FUNDING ANALYSIS - JANUARY 1998 - _ 12/31/_97 Estimated - - - 1898 Target - Estimated -- - - - - - -- Balancs Naw 1998 1888 - -- - -- - Replace Raplaca Quote Estimated Replace Replace Trade Surplus Remalning to be F ixed Interest Ysarly Yearl r� MAKE /MODEL DEPT CITY rx Acq Dale Year Cost Year Lire Age Balance Balance Value (Deficit) Life Funded Cost I Allocation I Fixed Cost Net Cost Toro 72" Mower Parks 227 1993 2001 17,500 1997 8 5 10,938 17, 6, 563 3 1,300 ( 1,300 ) Choy Cargo Van Parks 251 1994 2001 18 500 1996 7 4 10 14,339 3 ,768 3 4,161 1.387 1,066 321 32 1 _ _ _ - - -- 16' Toro Mower Parks 250 1994 2002 66 1996 8 4 33,000 38,535 - 5 - , - 27,4 2,864 4,003 4.00 Showmobile Parks 255 1986 2003 70 1996 20 _ 12 42,000 40,8 (1,112) 29,112 _ - g e I Ton Tru Parks Parks 253 1994 Y 2004 85 a 1996 10 4 34 38,86 - - 4 9,479 ,816 6 46,184 7,697 2,884 12,4 4813 Mower Parks 245 1996 2004 61,635 1996 8 2 15,409 18,018 2,6 09 6 43,617 7,270 1,339 5,931 5, 931 - --- .- -----2-- - - -- - --- --- -- - -- 72" Groundmester Parks 259 1996 2004 16 1- 800 1996 8 4,200 8,682 4,482 B 6,118 1,353 645 708 708_ 1 Ton 44 Truck/Plow Parks New 1998 2005 33,900 1997 7 0 3,300 1,200 3,300 7 29,400 4,200 245 3,955 3,955 Reel Mower Parks New 1998 2006 65,500 1997 a 0 _ 3, 300 3,500 3,300 8 5Q700 7,338 245 7,092 7,092 -- -- _ - .- --- Cushman Truckster Parks 242 1997 2007 12,080 1997 10 1 1,208 562 - (646) 9 11,518 1,280 42 1,238 1,238 3000 Tractor Parks 256 1996 2008 29,000 1997 12 2 4,833 8,351 3,5 18 10 20,649 2,065 621 1,444 1, 444 Sweeper Parks New 1998 2006 16,000 1997 10 0 3,295 1,000 3,295 10 11,705 1,171 245 926 926 _ - - -- - -- -- - - -- - - -- - -- --- - - - -. _. .___ __._ -- _ __ _ -. -- - - 26,543 1 35,051 --- 19 - - -- - - -- -- -- -- - -- Ford Chassis Sewer 644 1989 - 1 - 71 - 9 - 9 - 9 - -- 46,000 1997 10 9 41,400 37,729 (3, 671) - 1 8, 271 8,271 2,804 5,467 Rodd 5,467 - e - -- - -- --_ - -- - - -- - - -- -- mg Mach. Sewer 603 1978 2001 22,000 1 I—- 23 20 19,130 16,485 (2,645) 3 5,515 1,838 1,225 813 8 Choy 3/4 ton Pickup Sewer 623 1994 2001 18,600 1996 7 4 10,629 10,879 250 3 7,721 2,574 808 1,785 _ 1,765 - - - - - - - -- - - - -- -- Onan Generator Sewer 606 1984 2004 48,500 1996 20 14 33,950 47,620 13,670 6 880 147 3,539 3,39 - Ford F -350 Truck Sewer 602 1997 2004 19,500 1997 7 1 2,786 1,985 ((10 42 1 6 17,515 2,919 148 2,772 2,772 Ford F -250 Pickup Sewer 6 1997 2004 17,300 1997 _ 7 - 1 2,471 1,953 - - - 55 18) B 15,347 2,558 145 2,413 2,413 Ford Truck/Sawer Jet Sewer 604 1995 2005 90,000 1997 10 3 27,000 35,903 8,90 7 54,097 7,728 . 2,668 5,060 5,060 Catch Basin Cleaner Sewer 640 1994 2004 148,000 1997 10 4 59,200 44,495 14 705) 6 103,505 17,251 3,308 13_944 13,944 Air Compressor /Air Knife Sewer 6401 1995 2005 15,000 a 10 3 4,500 5,027 527 7 9,973 1,425 374 1,051 1,051 - - - - - - - - - - - - -- - --- - Godwin Trash Pump Sewer 61 2009 29,000 1997 15 4 7,733 20,565 12,83 11 8,435 767 1,528 ( 761 - 3/4 Ton Truck Sewer New 1998 2005 20,400 1997 7 0 1,100 7 19,300 2,757 2,757 2,757 _._ _ -. - 31,690 35,843 - -. Elgin Pat Sweeper Storm Drainage 24 1992 2000 97,500 1997 B 6 73,1 63,769 (9 ,356) 2 33,731 16,866 4,739 12 ,127 12,1 BackHoe Skid -Steer Ldr Storm Drainage 1997 ___ 2005 - 8,000 1997 -` -- 8 - - 1 __1,000 - 639 - (361) 7 7,361 1,052 47 1,0 04 1,004 t Ton Truc age w/ Dump Box Storm Drain New 1998 2005 27,700 1 996 7 0 600 7 26,900 3,843 3,843 3,843 - - _ _ - -_- - - -- - - -- -- 16,974 16,974 _ _ _ _ _ Ford Pickup Street - 22 (641) 1990 1999 19,000 -- 1996 - 9 8 76 889 19,900 1 S 900) (900) 1,479 2,379) - Ford Truck F600 Street 21 1990 1999 80,000 - 1997 - 9 8 71 111 54,019 (17,092) 1 25,981 29,547 4,014 25,533 25,533 - -- - - - -. . - - - - -- -- - 12FGrader Street 12 1968 1999 130 1996 31 - 30 125,806 115,748 -- _ 10,058) 1 14,252 14,252 8,601 5,6 6,6 51 MB Strper Street 46 1989 1999 _ 60,9O0 _______ 1996 10 9 54,810 43,129 - - 11.681) 1 17,771 17,771 3,205 14,568 - 14,566 Stewart Paver Street - - 50 - 1989 1999 24,000 1996 10 9 21,600 23,290 1,690 1 710 710 1,731 1,021) Ford Tandem Street 86 1991 1999 106,000 19 96 8 7 92,750 81,356 (11,394) 1 24,644 24,644 6,046 18,598 18,598 Ford 1/2 ton Pickup Street 25 - 1992 1999 16,500 ` 1996 7 6 14,143 13,739 5404 1 2,761 2,761 1,021 1,740 1,740` Ford Crown Victoria Street 57 1993 1999 14,500 - _ - 1897 _ 6 _ 5 _ 12,083 _14,500 2,417 1 - 1,077 (1,077 - - -9 - - . -- - -- - -- 350Cra S 11 et 55 19 70 2000 73,000 1996 30 - 28 68,1 35,323 (32,810) 2 37,877 18,839 2,625 16,214 16,214 Front-End Loader Street 15 1988 2000 181,000 1997 12 1 0 150, 833 120,356 (30,477) 2 60,644 30,322 8,944 21,378 21,378 Ford Truck - Street 88 - 1991 - - 2001 - 88,000 1997 10 - - - 7 60,2 59,696 5504) 3 26,304 8,768 4,436 4,332 4,332 - -- -- - - Gooseneck Trailer -- Street - 11 1976 2002 11,000 1996 26 - 22 9,308 10,007 699 4 993 248 744 495 - _ --- er - --- - - - - - -- - - - - - - -- - -- ._-._- Trackless Plow Str eet_ 6 6 1994 20_02 70,200 1997 8 4 35,100 27,915 (7,185 ) 4 42,285 10,571 2,074 8,497 8,497 Chevrolet 1 Ton Truck Str 52 1 995 200 35,700 1997 8 3 13,388 9,778 (3,610 5 25,922 5,184 727 4,458 4,458 -- -- - - Ford 3/4 Ton Pick ue Street 68 1996 2003 27,000 1997 7 2 7,714 6,022 1,692) 5 20,978 4,196 447 3,748 3,748 - - - Ford RangerPU _ Street -- 47 1996 2003 14 1996. 7 2 4,143 3,608 535 5 10,892 2,178 268 1,919 1,910 Ford Ranger_ _ - Street 116 1996 2003 13,000 199 7 2 3,714 3,559 155 5 9,441 1,888 264 1,624 1 1,624 Pothole Patcher Street 32 1994 2004 31,000 a 101 41 12,400 14,223 1,823 1 6 1 16,777 2,796 1 0 57 1 1,7391 1,739 CENTRAL GARAGE FUNDING ANALYSIS JANUARY 1998 - - - -- - ------ - - - - - -- - - - - - -- ' Estimated 1988 Target Estimated Balance Nsw 1988 1988 1888 Replace Replace Quote Estimated_ Repla Replace Trade Surplus _Rem to be Fix Interest Y Yead MAKE /MODEL DEPT CITY # Ac Date Year Cost Year Life Aga - Balance Balance Value (Deficit) - Lite Funded Cost Allocation Fixed Cost Not Cost Trackless V -Plow /Blower Street 72 1996 2004 70,200 1997 8 2 17,550 13,150 - (4,400) 6 57,050 9,508 977 8,531 _ 8, 07 Ford Tandem Street 11 1994 2005 1,000 1997 11 4 38 909 34,849 (4,060) 7 72, -- 10,307 2,59 0 - 7,718 7,7 18 - -_ Ford L8000 Dump Truck Street 92 1995 2005 86,000 1997 10 3 25 12,609 (13.191) 7 73,391 10,484 937 9,547 9,547 Skid Steer Loader Street 33 1995 2005 35,000 1997 10 3 10 500 8,930 (1 570) 7 26,070 3,724 664 3,061 _3 Mill Planer Street 34 1995 2005 10,000 a 10 3 3 000 3,685 685 7 6, 315 902 274 628 628 - - - -- - - -- - - - --- Brush Chipper Street 85 1995 2005 18,000 a 10 3 5400 - -- 6, 518 1,118 - 7 11, 2 1,640 484 1,156 1,156 Elgin Pelican Sweeper Street 43 1997 2005 95,000 1997 8 1 _ 11. _ 875 _ 6,581 - - _ (5,294) -- 7 88,419 12,631 489 12,142 12,142 Joy Air Compressor Street 51 1996 2006 11,300 1996 10 2 2,260 1,061 _ -- - - (1,199) - 8 10,239 1,260 79 1,2 01 1,201 Ford Truck Street 42 1996 2006 64,000 19% 10 2 16,800 10,047 (6,753) 8 73,953 9,244 747 8,498 8,498 Trackless Sidewalk Plow Street New 1998 2006 70,900 1997 8 0 16,000 8 54,900 6,863 6,863 `6,863 Ford Chassis /Cab Street 90 1998 2007 86,000 1997 11 2 15 636 7,066 - (8,568) 9 78_932 8,770 525 8,245 8,245 - - - -- - -- - - . _ Ford F800 Street 91 1996 20 1997 11 2 15,636 13,768 (1,86 - 9 72.232 8,026 1,02 7,003 7, 07 86,000 6363- - -- Cratco Pavement Culler Street 30 1996 2007 10,400 1996 10 2 2,080 1,372 ( 708) - 8 9,028 1,129 102 1,027 _1,027 6363 _ .._ . _ - Mcltor /Applicator Street 38 1997 2007 25,000 1997 10 1 2,500 _ 1_545 6363 - (955) 9 23,455 2,606 115 2,491 _ 2,491 - 6363- 6363 - - - 30 816 10 24 _. 63_49 Root $nOWBlower Street 79 1993 2008 55,000 a 15 5 18,333 ,149 11,, 245 _ 245 _. - - ._ 6363 - 6363 - - _ -- - -- 851 2,485 2,240 -- 6363 - -- Dump Truck Street 69 1996 2008 82,000 1997 10 0 65414 65414 10 16,586 1,659 4,861 ( 3202) - - - - - - -, - - - _ Ford Chassis /Cab street 93 1997 2006 86,000 1997 111 _1 7,818 5.748 - (2 070) - _ 10 - 98 80,252 8,025 97 5-j-4-6 427 7,598 7,5 - --- -- - -- Ford Chassis/Cab Street 84 19 2008 86,000 _1997 _ 11 - 1 -- _ _ - (2,070) 10 - 80,252 8,025 427 7,588 7,598 - _.. _ 6363 -- Oil Distributor Truck Street New 1998 2008 98,000 1997 16 0 - 6363 �- 3,000 18 95,000 5,278 5,278 5,278_ - - - - 6363 - 6363 - 6363 6363 --2-.-000- 6363 -. Railer Street New 1998 2008 31,850 1998 10 0 6363- 1 0 29,850 2,985 2,985 2,985 _ -- Front -End Loader Street New 1998 2010 143,500 1997 12 0 15,000 12 128,500 10,708 10,708 10,708 - 6363 - 6363_ _ 6363 6363- _ - -- __ . 6363 - _ 6363 _-, 234,336 242.510 - - -. - - - - -- Compressor Water 44 1990 2000 71,300 1996 10 t3 9,040 11,171 2131 2 129 65 830 ( 766) - 6363 6363 6363 6363 6363 - - -- - - 64 - Ford ra ton Pickup Water 601 1994 2001 17,500 1997 7 4 10,000 9,236 -- 6363 (764) 6363 3 8,264 2,755 686 2,068 2,068 _ _ 6363 -- Ford Tractor /BH Water 608 1992 2004 62,000 a 12 6 31,000 34,754 3,754 6 27,246 4,541 2,583 1,958 1,958 - 6363- - Ford Pickup Water 641 1997 _ '_ 1 2,500 1,095 63 - (1,405) - 6 16,405 2,734 81 2,653 2,653 17,500 1997 7 - 6363 6363 - - - - Hid Hammer Waler 607 1990 2004 21 000 1996 14 - 8 12,000 11,187 (813) - 6 9,813 1,636 831 804 804 _. - -- -- 6363 6363 - 6363 6363 6,718 7,484 - 6363 - - Ford Taurus Police 300 1996 2001 18,200 1997 5 2 7,280 11,244 3,000_ 3,964 3 3,95 1,319 836 48 483 - - -- Chevrolet APV Van Police 318 1991 1999 18,500 1996 -_ 8 7 16,1 16,696 - 2,500 509 1 (696) 696) 1,241 (1,937) 11 Ford Van (Police) Police 330 1986 100,000 1996 12 40,0 40, (12) 60, 5,000 - - - 4.634 - - - - - 00 6363 6363 {X10 - Pontiac 6000 Police 344 1991 1999 200 1997 8 7 15,925 16,509 500 584 1 1.1 91 1,191 1,227 �) - 6363- 6363 - - 6363- .6363 - . 6363 - - Chevrolel Lumina PoUce 346 1992 1999 18,200 1997 7 6 15,600 14,337 2,500 (1,263) 1 1,363 1,363 1,065 298 298 _. 6363 6363 Chevrolet Lumina Police 347 1992 1999 18,200 1997 -_ 7 - - 6 - 15,600 14,337 2,500 (1,263) 1 1,363 1,363 1,065 298 298 - - - -- Chevrolet Lumina Police 349 1992 2000 18,200 1997 B 6 13,650 14,337 2,500 687 2 1,363 682 1,065 (384) - - 6363 - 6363- - 6363 6363 6363 - 6363 - Ford Crown Victoria Police 352 1993 1999 22,000 1997 6 5 18,333 21,726 2,500 3,393 1 (2,228 ) (2,226 1,614 (3,8M� Smart Radar Traile r Police 356 1993 1999 13,000 - - 1996 - - 6 - - 5 - 10,833 8,583 2,250) 1 4,417 4,417 638 3,779 3,779 Ford Crown Victoria Police 360 1994 1999 22,000 1997 5 4 17,600 19,368 3,1X)0_ 1,768 1 368) (368 1,439 1,1107 6363 - 6363 - - - 6363 - 6363 - 6363 6363 6363 6344 4634 - -- Ford Crown Victoria Police 363 1 995 1999 22,000 1997 4 3 8,2118 1 (1,218 (1,218) 1,354 2,572) . - - - 6363- 6363 6344 - 16,500 1 - 8 5,000 1,7 _-. Ford Crown Victoria Police 367 1996 1999 22,000 1997 - 3 2 14,667 15,302 5,000 635 1 1,698 1,698 1,137 561 561 - - - 6363 6363 _ 4635 6363 6363 6363- 6363 6363 6363 Ford Crown Victoria Police 372 1996 2000 22,000 _ - 1997 -_ 4 ` 2 11,000 12,424 5,000 1,424 2 4,576 2,288 923 1,365 1,365 _ - _ Ford Crown Vict oria Police 373 1997 2000 22,1X10 1997 3 1 7,333 7,411 5,000 78 2 9,588 4,795 551 4,244 4,244 - - 63 63 6363 2 Ford Crown Victoria Police 374 1997 2000 1997 22,000 - - 3 1 7,333 7,411 5,1X10 78 2 9,589 4,795 551 4,244 4,244 Crown Victoria Policy 375 1997 2000 22,000 1997 6363 6363- - Ford C 6363 3 1 7,333 7,411 5,000 78 2 9,589 4,795 551 4,244 4,244 - Ford Crown Victoria Police 376 1997 _ 2000 6363 22,1X10 - 197 9 3 - 1 7,333 7,411 5,0D0 78 2 9,589 4,795 551 4,244 4,244 Jeep Cherokee Sport Police 377 1997 2003 21,000 _1996 6 _ 1 3,500 6,940 3,000 3,440 5 11,060 2,212 516 1,696 1,696 or Police - - 37 8 1 9998 98 0 99 Squad C - 6363 37 2001 22,0000 17 - 3 0 5,000 - 3 17,000 5,667 5,667 5,667 Squad Car Police 37 9 1998 2001 22,000 1997 3 0 5,000 - 3 17,000 5,667 5,667 5,667 --- - --- --- - -- - - -- Squad S Car Police 380 1998 20 01 22,000 1997 3 0 5,000 3 17,000 5,667 5,667 5,667 6363__ 6363 6363 6363 6363 - uad Car Police 3811 1998 2001 22,000 1997 3 0 5,000 3 1 17,000 ' uas566T 5,667 1 5,667 • 0 0 CE NTRAL GARAGE FUNDING ANALYSIS JANUARY 19911 __ —_ —_ -- 12/31/97 _—_. -- — -- Estimated 1998 Target Estimated Balance New 1888 1888 1898 Replace Replace Quote Estimated Replace Re�rlace Trade Surplus Remaining to be _ Fixed I nterest — Yearly _Y _ — — -- MAKE /MODEL DEPT CITY # Acq Date Year Cost Year Life Age Balance Balance Value (Deficit) Life funded Cost Allocation Fixed Cost Net Cost Squad Car Police 382 1998 2001 22,000 1997 3 0 5,000 3 17,000 5,667 5,667 5,667 Squad Car Police 363 1998 2001 18 1997 3 0 5,000 3 13,200 4,400 4,4 00 4,400 - -- 47,612 58.188 _ ..._ - - - -- '3,015,547 — (31,422) — - -- 3,592,988 705,165 215,263 494,902 — 539,631 I Division: City Initiatives Grant Fund Budget Code: 619 Program No: • PROFILE: This fund was created to account for grants received for special projects, where the costs of the projects are defrayed by grant monies. Examples would be special police operations using State law enforcement grants. • • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 125 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED - ---------- - - - - -- -------- - - - - -- -------- - - - - -- -- - - - - -- DIV CITY INITIATIVES GRANT FUND 619 4100 Wages Regular Employees i 0 0 0 144 0 0 4112 Overtime Regular Employee 0 0 0 9,736 0 0 Salaries and Wages TOTAL 0 0 0 9,879 0 0 4142 PERA Coordinated Plan 0 0 0 6 0 0 4143 PERA Police & Fire Plan I 0 0 0 1,110 0 0 4146 FICA 0 0 0 97 0 0 4154 Workers Comp Insurance I 0 0 0 167 ! 0 0 1 Fringe Benefits TOTAL 0 0 0 1,381 0 0 4310 Professional Services ( 0 0 0 25,691 0 0 Consulting TOTAL 0 0 0 25,691 0 0 ========= 4414 Licenses, Taxes, & Fees 0 0 0 11 0 0 Other Contractual.Sery TOTAL 0 ( 0 , 0 11 0 �• 0 4440 Fuel Charges ( 0( 0 4 0 9 0 0 4441 Fixed Charges ' 0 0 0 48 0 0 4442 Repair & Maint Charges 0 0 0 1,473 : 0 0 Central Garage Rentals TOTAL 0 0 0 1,529 0 0 4553 Mobile Equipment 0 0 0 423 0 0 Capital Outlays TOTAL 0 0 0 423 0 0 • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 126 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ------------------ --- - -- - -- ----- ' --- "' - - x -'---- "-- ---- -- -------- -� - - -- xxxxx: xxxxxxx xpxoxxxxcxxxmx xxxxaxxxxxxxx CITY INITIATIVES GRANT FUND TOTAL 0 i 0 0 38,913 I 0 0 CITY INITIATIVES GRANT FUND TOTAL 0 0 0 38,913 0 ! 0 Division: HRA Fund Budget Code: 620 Program No: 9011 • PROFILE All activities of the HRA are currently undertaken by the Economic Development Authority (EDA). Funds levied by the HRA are transferred to the EDA for redevelopment activities. Staffing for HRA- related projects is also provided by the EDA, which consists of the Community Development Director and the Community Development Specialist. DEPARTMENTAL GOALS See EDA. PERSONNEL LEVELS Overseen by the Community Development Director. Not staffed. • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 110 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -- '- "----- - --- -- - - = =o= = cc== os= oo =ooc c= occ= ccoc =cc= c= occcc= oc=aoc = .c= occ�ocooc ocooccooc000co coocoa= oo=cc= DIV H.R.A. FUND 620 4712 E.D.A. Fund Transfer i 136,738 137,826 139,483 I 71,971 143,887 143,887 Transfer to other Fund TOTAL 136,738 137,826 139,483 71,971 143,887 143,887 H.R.A. FUND TOTAL 136,738 I 137,826 139,483 71,971 143,887 143,887 HOUSING AND REDEVELOPMENT TOTAL 136,738 137,826 139,483 71,971 143,887 143,887 I I Division: EDA Redevelopment Programs Budget Code: 621 Program No: 8800 • PROFILE The purpose of the Economic Development Authority is to preserve and improve the city's neighborhoods so there continues to be a high level of resident satisfaction with city neighborhoods and housing. Additionally, the EDA works to undertake such programs and policies that assist in the development of the city's industrial, commercial and retail businesses to maintain the city's regional position with regard to these businesses. DEPARTMENTAL GOALS This activity is principally staffed b the Community Development Director and the Community P Y Y tY P Development Specialist. In 1998, the principal activities to be addressed under this program will be the redevelopment of Brookdale and the northeast corner of 69th and Brooklyn Boulevard, and the completion of the 53rd Avenue Development and Linkage Project. SPECIFIC EXPENDITURE CODE DETAIL Object Number Explanation Amount 4310 Professional Services $10,000 These funds are used for services not directly charged to a specific project. It is used for special projects such as drafting special legislation for the City, or contractual research as needed or requested by the commission. 4400 Other Contractual $8,000 These funds are used for the maintenance of EDA -owned properties, for boarding up hazardous buildings, etc. 4413 Dues and Subscriptions $18,200 North Metro Mayors Association and North Metro Business Retention and Development ($17,500); National Association of Housing and Redevelopment Officials ($150); Economic Development Association of Minnesota ($150); Metropolitan Association of Local Housing and Finance Agencies ($200); miscellaneous ($200). PERSONNEL LEVELS Activities performed by two full -time persons and one shared full -time clerical position. Number Position 1 Community Development Director 1 Community Development Specialist • 1 Administrative Technician (50% is charged to Administration Division 401) CAPITAL OUTLAY • Item Anticipated Units Cost(s) Use /need purchase date PC 1998 1 $2,000 Replace existing • • CITY OF BROWN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 111 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV EDA REDEVELOP PROGRAMS 621 4100 Wages Regular Employees 101,099 102,342 135,313 I 95,249 144,835 144,835 4112 Overtime Regular Employee 17 43 0 i 0 0 0 4130 Wages Part -time Employees 477 0 0 7 0 0 4131 Overtime of Part -time Emp 6 0 0 0 0 0 4133 Vacation Pay 9,129 9,554 0 8,664 0 0 4134 Holiday Pay 5,892 6,452 0 3,377 0 0 4135 Sick Leave Pay 5,764 4,743 0 3,588 0 0 I Salaries and Wages TOTAL 122,384 123,134 135,313 110,886 144,835 144,835 4142 PERA Coordinated Plan 5,331 5,541 6,062 4,968 7,502 7,502 4146 FICA , 8,645 9,134 10,351 8,455 11,080 11,080 4150 Employee Benefits ! 0 0 0 7,128 10,452 10,452 4151 Health Insurance ( 8,520 7,284 8,660 1,353 0 0 4152 Life Insurance 51 50 57 10 57 57 4153 Dental Insurance 544 541 576 108 0 0 4154 Workers Comp Insurance 1,392 1,140 1`� 1,232 937 1,172 1,172 4158 Disability Insurance i 0 320 f 335 310 354 354 Fringe Benefits TOTAL 24,482 24,011 27,273 23,267 30,617 30,617 4210 Office Supplies i 0 , 0 150 109 1,000 1,000 4220 Operating Supplies 638 ( 36 150 209 1,500 1,500 4233 Building Repair Supplies 5 y 0 0 46 0 0 CITY OF BAYN CENTER . MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 112 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET -- 10/31/97 - REQUESTED RECOMMENDED - - - --- -- - - - - -- x- xxaxaiaaxmxx 4240 Small Tools ( 0 0 0 ( 69 0 I 0 Supplies TOTAL ' 643 36 300 I 432 2,500 f 2,500 4310 Professional Services 30,894 47,137 76,100 75,309 10,000 10,000 4312 Legal Services 15,061 14,183 35,000 20,967 15,000 15,000 Consulting TOTAL 45,954 61,320 111,100 96,276 25,000 25,000 4321 Postage 835 0 1,000 0 1,000 1,000 4322 Telephone Services 660 690 720 504 780 780 4324 Delivery Service 27 157 100 127 100 100 4334 Use of Personal Auto 68 75 I 100 32 100 100 4350 Printing I 0 I 0 250 0 250 250 4351 Legal Notice Publication I 48 i 0 1,200 64 1,000 f 1,000 Communications TOTAL 1,638 922 3,370 727 3,230 3,230 ---- - - - - -- 4382 Equipment Repair & Maint 105 0 0 0 0 0 4383 Buildings Repairs ( 2,144 0 1,000 600 0 0 4397 Logis Charges 279 334 506 312 590 590 Repair Rental & Maint TOTAL 2,528 334 1,506 912 590 590 4400 Other Contractual Service 30,855 I -8,904 371,000 159,039 8,000 8,000 4411 Conferences and Schools 1,224 I 566 1,800 835 2,000 2,000 • 4412 Meeting Expenses 1 223 f 520 1,200 21 500 500 4413 Dues & Subscriptions 14,680 12,328 16,800 ( 16,102 18,200 18,200 I r • CITY OF BAYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 113 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4414 Licenses, Taxes, & Fees 18,800 2,001 29,000 22,173 0 0 4417 Books /Reference Materials 0 219 450 31 250 250 4418 Relocation Benefits 0 14,602 } 630,000 525,131 0 0 4427 Tree Removal Contract ( 0 0 0 1,150 0 0 Other Contractual Sery TOTAL 65,782 39,141 1,050,250 724,480 28,950 28,950 4440 Fuel Charges 203 83 155 103 123 123 4441 Fixed Charges 2,486 1,306 ( 720 605 866 866 4442 Repair & Maint Charges 82 2,846 443 45 1,402 1,402 Central Garage Rentals TOTAL : 2,771 4,235 1,318 753 2,391 2,391 4461 Gen Liability Insurance 5,355 = 4,545 6,200 5,116 6,400 6,400 Insurance TOTAL 5,355 4,545 6,200 5,116 6,400 6,400 4481 Electric Service 3,581 1,281 ! 0 2,642 0 0 4482 Gas Service 1,355 I 1,789 0 1,270 0 0 4484 Water Service I 143 228 , 0 207 0 0 I 4485 Sanitary Sewer Service 500 167 ( 0 212 0 0 4487 Solid Waste Disposal 1,809 117 I 0 0 0 0 4488 Storm Water Drainage 559 267 0 411 0 0 Utilities TOTAL 7,947 I 3 0 4,742 0 0 r 4510 Capital Outlay Land I 0 196,375 1,726,000 1,817,142 0 0 4520 Buildings �` 0 500 0 -500 0 = 0 • CITY OF BAYN CENTER ` • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 114 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED --"--- ------ --- --------"------- --- --- ----- ------ =x= _- __ - -__- c= x= ax- __ -_'--- ------"------ aaa= aaxxxxxxaa aacxxaaaxxaaa 4552 Other Equipment 509 I 0 0 0 Capital Outlays TOTAL 509 i 196,875 1,726,000 1,816,642 0 0 4611 Interest 77 0 0 0 0 0 Debt Service TOTAL 77 0 0 0 0 0 4199 Salaries Reimbursed 5,769 5,301 0 0 0 0 4702 Administrative Sery Transfer 0 0 3,388 2,820 3,303 3,303 Administrative Services TOTAL 5,769 5,301 3,388 2,820 3,303 3,303 I 4995 Contingency Account 0 0 0 0 38,691 38,691 Depreciation TOTAL 0 0 ( 0 0 38,691 38,691 EDA REDEVELOP PROGRAMS TOTAL 285,840 ( 463,705 3,066,018 2,787,053 286,507 286,507 y Division: EDA Bond Proceeds Budget Code: 622 • PR FILE In 1995, the City of Brooklyn Center issued $5,000,000 in tax increment bonds under Tax Increment District No. 3. The monies are for future redevelopment projects to be approved by the City Council/EDA. DEPARTMENTAL GOALS In 1998, approximately $500,000 of the bond proceeds available to the EDA is proposed for the storm water retention pond to facilitate the expansion of Brookdale and the redevelopment of surrounding properties. PERSONNEL LEVELS Overseen by the Community Development Director. • • CITY OF BRRYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 115 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV EDA BOND PROCEEDS 622 i { { 4100 Wages Regular Employees 4,290 7,226 0 0 0 0 4130 Wages Part-time Employees 0 22 0 0 0 0 Salaries and Wages TOTAL 4,290 7,248 0 0 0 0 4142 PERA Coordinated Plan 192 324 0 0 0 0 4146 FICA 296 528 0 0 0 0 4154 Workers Comp Insurance 63 78 0 0 0 0 Fringe Benefits TOTAL 551 929 I 0 0 0 0 4220 Operating Supplies 0 15 0 0 0 0 4227 Safety Supplies 0 51 0 0 0 0 Supplies TOTAL 0 66 0 0 0 0 4310 Professional Services 47,893 38,786 0 2,987 0 0 4312 Legal Services 12,284 16,856 0 887 0 0 Consulting TOTAL 60,177 55,641 0 3,874 0 0 4324 Delivery Service 60 21 0 0 0 0 4334 Use of Personal Auto 30 0 0 0 0 0 4351 Legal Notice Publication 0 0 0 701 0 0 Communications TOTAL 90 21 0 701 0 0 4400 Other Contractual Service 700 64,644 = 0 0 0 0 • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 116 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4411 Conferences and Schools i 45 i 0 i 0 0 0 0 4412 Meeting Expenses 0 I 30 0 0 0 0 1 I I 4414 Licenses, Taxes, & Fees i 12,261 { 12,527 0 0 0 0 4418 Relocation Benefits 20,000 40,850 0 0 0 0 Other Contractual Sery TOTAL 33,006 118,052 0 0 0 0 c x x c x =- 4443 Multi -use Hourly Charges j 0 196 i 0 0 0 0 Central Garage Rentals TOTAL { 0 196 0 0 0 0 4481 Electric Service 0 322 0 0 0 0 4482 Gas Service , 0 80 0 0 0 0 4484 Water Service 0 1 0 0 0 0 4485 Sanitary Sewer Service 0 2 0 0 0 0 4487 Solid Waste Disposal i 265 I 0 I 0 4 0 0 0 4488 Storm Water Drainage 0 { 143 ( 0 0 0 0 Utilities TOTAL I 265 547 I 0 0 0 0 4510 Capital Outlay Land 499,677 412,000 0 0 0 0 4560 Construction Contracts 0 0 { 0 0 750,000 750,000 Capital Outlays TOTAL 499,677 S 412,000 0 0 750,000 750,000 EDA BOND PROCEEDS TOTAL ) 598,057 594,701 0 4,574 750,000 = 750,000 Division: EDA CDBG Programs Budget Code: 623 Program No: 8000 is PROFILE As a participant in the Urban Hennepin County Community Development Block Grant Program, Brooklyn Center receives an annual appropriation of federal CDBG funds. The monies assist in developing and maintaining a viable urban community by providing a suitable living environment and expanded economic base. The funds are also used to eliminate slum and blight and to meet other community development needs having a particular urgency. DEPARTMENTAL GOALS There are three principal activities to be undertaken with CDBG funds in 1998. This activity is staffed primarily by the Community Development Specialist. • H.O.M.E. funds will be used to provide minor repair and maintenance on homes of individuals 60 years of age or older. Brooklyn Center has been in the program for four years and has appropriated $7,000 for the activity. It is estimated that between 15 -20 homes will receive help with painting, trim repair, door repair, minor carpentry, etc. Home owners participate financially based upon a sliding fee scale. This activity is programmed under Building Repairs (4383). • Rehabilitation Grants/Loans. This program provides funds for rehabilitating single - family and duplex homes for income - eligible homeowners. The finding level has been set at $60,000 for the 1998 • program. The EDA's home rehabilitation program will be revised in 1998 and CDBG funds will be used in conjunction with the Minnesota Housing Finance Agency's (MHFA's) Fix -Up Fund program to write down the interest rate on Fix -Up Fund loans to eligible households. • 53rd Avenue Development and Linkage Project. $180,856 is programmed to help finance this project. These funds will be used to reimburse the EDA for expenditures associated with relocation expenses. • • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 117 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV EDA CDBG PROGRAMS 623 4100 Wages Regular Employees 3,060 2,071 0 0 0 0 4112 Overtime Regular Employee 0 15 0 0 0 0 4130 Wages Part -time Employees I 676 0 0 0 0 0 Salaries and Wages TOTAL I 3,736 2,086 0 0 0 0 - - -- ---- - - - - -- ---- - - - - -- --- - - - --- 4142 PERA Coordinated Plan 167 93 0 0 0 0 l 4146 FICA I 273 152 0 0 0 0 4151 Health Insurance 221 465 0 0 0 0 4152 Life Insurance 1 3 I 0 0 0 0 4153 Dental Insurance 14 35 0 0 0 0 4154 Workers Comp Insurance 61 23 0 0 0 0 Fringe Benefits TOTAL 738 771 0 0 0 0 4310 Professional Services 700 0 7,200 0 7,200 7,200 4312 Legal Services I 1,014 34 I 0 0 0 0 Consulting TOTAL 1,714 34 7,200 0 I 7,200 7,200 4383 Buildings Repairs 133,109 44,960 57,800 15,335 59,800 59,800 Repair Rental & Maint TOTAL 133,109 44,960 57,800 15,335 59,800 59,800 4400 Other Contractual Service I 0 0 I 193,971 0 0 0 4418 Relocation Benefits 0 0 0 0 180,856 180,856 I • CITY OF BROYN CENTER • I I MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 118 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -- ------------- - - - - -- -------- - - - - -- -------- - - - - -- -------- - - - - -- Other Contractual Sery TOTAL 0 0 193,971 0 I 180,856 180,856 i EDA CDBG PROGRAMS TOTAL 139,298 47,852 258,971 15,335 247,856 247,856 ECONOMIC DEVELOPMENT AUTH TOTAL I 1,023,194 S 1,106,258 3,324,989 2,806,962 1,284,363 , 1,284,363 I I i Division: Earle Brown Tax Increment Financing District Budget Code: 624 Program No: 9014 • PROFILE The purpose of this budget item is to provide for the collection and disbursement of tax increment revenues. This budget item provides for the debt service requirements and Hennepin County administrative costs associated with the tax increment district. PERSONNEL LEVELS Not staffed. i i i • • CITY OF B*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 119 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV E.B.TAX INCREMENT DIST 624 4312 Legal Services i 41,724 0 0 0 0 0 Consulting TOTAL 41,724 0 0 0 0 0 4324 Delivery Service 7 0 0 0 0 0 Communications TOTAL = 7 0 0 0 0 0 4414 Licenses, Taxes, & Fees i 2,293 1,538 2,000 0 2,000 2,000 Other Contractual Sery TOTAL 2,293 1,538 2,000 0 2,000 2,000 4611 Interest 78,277 34,914 0 0 0 = 0 Debt Service TOTAL 78,277 i 34,914 0 0 0 0 4730 Debt Sery Fund Transfer 1,285,000 1,180,000 1,240,000 0 1, 280,000 1,280,000 Transfer to other Fund TOTAL 1,285,000 1,180,000 1,240,000 0 1,280,000 1,280,000 E.B.TAX INCREMENT DIST TOTAL 1,407,302 I 1,216,452 1,242,000 .0 1,282,000 1,282,000 EARLE BROWN FARM TIF DIST TOTAL 1,407,302 1,216,452 1,242,000 0 = 1,282,000 1,282,000 Division: Tax Increment District No. 3 Budget Code: 625 Program No: 9015 . PROFILE This is the newest of Brooklyn Center's three TIF districts. In 1995, the EDA issued $5,000,000 in TIF revenue bonds (see EDA Bond Proceeds). The intent of the district is to seek redevelopment within the TIF boundaries. Also, 15% of the TIF revenue must be used for housing- related projects as defined by the City Council. DEPARTMENTAL GOALS The Community Development Director is principal staffing for all TIF - related projects. In 1998, the area of main concentration will be the redevelopment of Brookdale and the surrounding commercial area. A secondary effort will be made to encourage new development for purposes of generating cash flow to finance redevelopment projects as identified by the City Council. PERSONNEL LEVELS Overseen by the Community Development Director. • • CITY OF BROLYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 120 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV TAX INCREMENT DIST #3 625 4310 Professional Services i 0 i 0 i 0 7,324 4,000 4,000 Consulting TOTAL 0 0 I 0 7,324 4,000 4,000 4414 Licenses, Taxes, & Fees I 0 0 0 0 1,000 1,000 Other Contractual Sery TOTAL 0 0 0 0 1,000 1,000 4730 Debt Sery Fund Transfer 0 0 260,000 260,000 570,000 570,000 Transfer to other Fund TOTAL 0 0 260,000 260,000 570,000 570,000 TAX INCREMENT DIST #3 TOTAL I 0 I 0 260,000 267,324 575,000 575,000 TAX INCREMENT DIST #3 TOTAL 0 0 260,000 267,324 575,000 575,000 Division: CDBG Fund Budget Code: 628 Program No: 9019 • PROFILE: This accounts for Community Development Block Grant funds transferred to the Economic Development Authority. • • • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 124 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV CDBG FUND 628 4712 E.D.A. Fund Transfer 264,641 55,698 258,971 177,023 247,856 247,856 Transfer to other Fund TOTAL i 264,641 55,698 i 258,971 177,023 247,856 247,856 CDBG FUND TOTAL 264,641 55,698 258,971 177,023 247,856 = 247,856 COMMUNITY DEV BLOCK GRANT TOTAL 264,641 55,698 258,971 177,023 247,856 = 247,856 • CITY OF BRIRYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 123 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV POLICE DRUG FORFEITURE FUND 629 i i I I 4255 Supplies Drug Forfeiture 0 0 0 2,235 0 0 Supplies TOTAL 0 0 0 2,235 0 0 POLICE DRUG FORFEITURE FUND TOTAL 0 0 0 2,235 0 0 POLICE DRUG FORFEITURE FUND TOTAL 0 0 0 2,235 0 0 Division: Capital Improvements Fund Budget Code: 630 • PROFILE The Capital Improvements Fund is monies available from General Fund surpluses, plus other sources as designated by the City Council. It is used to finance government building and park improvements, and to purchase land for public uses such as parks or other public facilities. Park Improvements. A multi -year plan has been developed to systematically address large park capital improvement needs. Improvements contemplated for 1998 include the replacement of playgrounds at Bellvue, East Palmer, and Happy Hollow Parks, the replacement of a warming house shelter at Bellvue Park with a picnic shelter, and the replacement of the warming house shelter at Evergreen Park with a larger, multipurpose shelter building. Certain other minor improvements are included in the amount allocated to each of the parks. Replace Phone Systems. The telephone systems at the Civic center, Heritage Center, and Central Garage are outdated, and no longer repairable. It is proposed to replace the controlling hardware, desktop units, and interior cabling. DEPARTMENTAL GOALS • Continue making park improvements in accordance with the multi -year plan. • Maintain and improve public facilities to provide for adequate function and accessibility to all. PERSONNEL LEVELS No personnel are budgeted in this fund. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Bellvue Park Shelter & Playground Summer, $60,000 Replace outdated playground, Replacements 1998 replace shelter with picnic shelter Evergreen Park Shelter Replacement Summer, $100,000 Replace shelter, upgrade and Miscellaneous Improvements 1998 lighting, pave hockey rink, replace bleachers, etc. Happy Hollow & East Palmer Parks Summer, $55,000 Replace outdated playground Playground Replacements 1998 equipment Replace Phone Systems Fall, 1998 $200,000 Replace outdated phone systems at Civic Center, Garage, and • Heritage Center CITY OF BROLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 127 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -- --------- - - - - -- -------- - - - - -- DIV CAPITAL IMPROVEMENT FD 630 4100 Wages Regular Employees ) 46,505 14,433 i 0 3,258 0 0 4112 Overtime Regular Employee 1,108 390 0 } 37 0 0 4130 Wages Part -time Employees 2,492 15 ! 0 !� 0 0 0 Salaries and Wages TOTAL 50,104 14 0 3,295 0 0 4141 PERA Basic Plan i 470 I 0 ! 0 0 0 0 I 4142 PERA Coordinated Plan 1,937 664 0 148 0 0 4146 FICA 3,382 1,090 0 237 0 0 4154 Workers Comp Insurance 1,629 172 0 30 0 0 Fringe Benefits TOTAL i - - -- - 7_418 - - -- - 1_927 ( ---- - - - - - 0 - - - -- - 414 ---- - - - - -0 ---- - - - - -0 4210 Office Supplies 73 0 0 0 0 0 4220 Operating Supplies 321 21 I 0 0 0 0 4225 Shop Supplies 2,098 t 0! 0 0= 0 0 4230 Repair & Maint Supplies 1,893 0 0 : 0 0 0 4233 Building Repair Supplies 0 198 0 0 0 0 4235 Landscaping Materials 0 0 0! 323 0 0 4236 Signs & Striping Materials ( 0 0 0 2,536 0 0 Supplies TOTAL 4,385 { 219 0 2,859 0 0 4310 Professional Services 42,862 , 12,409 0 44,189 ( 0 0 1 4312 Legal Services ' 0 ( 0 I 0 2,426 0 ( 0 • i� CITY OF BAYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 128 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Consulting TOTAL y 42,862 i 12,409 0 46,615 0 0 4322 Telephone Services 818 = 0 0 0 0 0 4324 Delivery Service i 0 12 0 0 0 0 4351 Legal Notice Publication 425 149 0 1 685 I 0 0 Communications TOTAL 1,244 161 I 0 685 0 0 4380 Repair & Maint Contract i 684 114 0 0 0 0 4381 Auto Equipment Repair 0 0 0 115 0 0 4382 Equipment Repair & Maint 1,253 0 0 338 0 0 4383 Buildings Repairs 270 0 I 0 0 0 I 0 4392 Building Rentals 9,000 1,000 0 0 0 0 4397 Logis Charges 215 0 0 0 0 0 Repair Rental & Maint TOTAL 11,421 1,084 0 453 0 0 4406 Other Contractual Service 6,794 0 0 173 0 0 4407 Legal Fee Capital Project 7,342 0 0 0 0 0 4408 Engineer Fee Capital Proj 24,012 = 0 0 0 0 0 4409 Admin Fees - Cap Proj 662 0 0 0 0 0 4414 Licenses, Taxes, & Fees I 0 0 I 0 604 0 0 Other Contractual Sery TOTAL i 38,810 0 0 777 0 0 4443 Multi-use Hourly Charges 1,280 I 0 0 103 0 0 • CITY OF BROLYN CENTER 0 MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 129 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED Central Garage Rentals TOTAL I 1,280 0 I 0 I 103 I 0 0 4481 Electric Service I 188 I -18 I 0 0 0 I 0 4482 Gas Service 105 I 126 ( 0 0 0 0 4485 Sanitary Sewer Service 0 0 0 11 0 0 4487 Solid Waste Disposal I 8 0 I 0 0 0 0 Utilities TOTAL 11 0 0 301 109 0 4510 Capital Outlay Land i 0 i 0 0 89,696 0 0 4520 Buildings 20,561 0 0 25,000 4530 Other Improvements i 0 23,208 = 0 0 0 0 4550 Furniture & Fixtures I 51, 195 0 I 0 I 0 0 I 0 4551 Office Furniture & Equip I 211,859 I 78,759 I O 0 0 I 0 1 1 4560 Construction Contracts I 854,769 I 251,580 I 210,000 I 155,539 I 8,325 8,325,000 Capital Outlays TOTAL I 1,138,384 I 353,547 I 2,10,000 270,235 I 8,32 5 1 000 8,3?5,000 4700 Equity Transfer I 0 0 0 1 0 0 4725 Capital Proj Fund Trans I 0 I 0 I 0 173,573 0 I 0 4727 Special Ass Const Trans I 0 I 0 I 173,753 0 0 0 Transfer to other Fund TOTAL I ---- - - - - = 0 I ---- - - - - - 0 173,753 1,173,573 0 0 CAPITAL IMPROVEMENT FD TOTAL I 1,296,208 384,293 I 383,753 1,499,020 8,325,000 8,325,000 CAPITAL IMPROVEMENTS FUND TOTAL I 1,296,208 I 384,293 383,753 1,499,020 I 8 8,325,000 Division: MSA Fund Budget Code: 631 • PROFILE The Municipal State Aid Fund is comprised of three accounts: Regular State Aid, Local State Aid, and State Aid Bonds. The State Aid Bonds account is used to finance State Aid street improvements which are funded all or in part by proceeds of a State Aid bond issue. There is currently no balance. The Regular State Aid account is monies allocated to the City from the State from gas tax proceeds. These funds are held in trust for the City and released upon letting of an approved improvement project on a State Aid street. The Local State Aid account is City - controlled monies which are available for the construction of sidewalks and trails, and for certain street improvements. Sidewalks and Trails Kylawn Trail Link. This bicycle /pedestrian trail would link Kylawn Park with June Avenue by creating a trail through the parcel south of Kylawn Park which was acquired through tax forfeiture in 1990. There currently is an informal foot trail and a small homemade bridge over a small watercourse. A DNR grant will fund half the cost. The Preserve Trail Rehabilitation. The cities of Brooklyn Center and Crystal jointly lease the preserve from MAC. The only improvements in this natural wetland area are a chip trail and some bridges over small watercourses. A DNR grant wil fund half the cost of raising one trial which is settling, and replacing a • worn-out bridge. Sidewalk Repairs. Every two to three years sidewalk repairs and replacements are combined into a single improvement project. This project would repair all sidewalks as necessary north of I -694. Repair Retaining Walls. Several retaining walls on 63rd Avenue and Dupont Avenue are dfeteriorating and require repair or replacement. Repair Streetscape Nodes The pavers used in the landscaped nodes in the Earle Brown Farm commercial area are settling. The pavers in the trafficked area of the sidewalks need to be removed and a new base installed. Streets Replace Lamps With LCDs. This project would begin the replacement of lamps in State Aid signal systems with LCDs, which have a longer life and lower operating costs. John Martin Drive Mill and Overlay. This pavement has reached the end of its useful life, and now requires significant maintenance. Dupont Avenue, 53rd to 55th. As a part of the proposed Bellvue Neighborhood Street and Utility • Improvements (see Division 632), this segment of Dupont would be reconstructed, with installation of curb and gutter and utility imppovements as necessary. DEPARTMENTAL GOALS • Continue to construct bicycle /pedestrian trails and linkages in accordance with the Comprehensive Plan, either concurrent with street projects, or as stand -alone projects. • • Maintain and rehabilitate sidewalks as necessary to keep them safe and functional. ► Systematically maintain and rehabilitate as necessary the system of State Aid Streets in accordance with state requirements. PERSONNEL LEVEL No personnel are budgeted in this fund. CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need purchase date Kylawn Trail Link Spring, 1998 $16,000 Construct new trail linkage The Preserve Trail Rehabilitation Spring, 1998 $6,250 Rehab; trail, replace bridge Sidewalk Repair Summer, $50,000 Repair as needed all sidewalks 1998 north of I -694 Repair Retaining walls Summer, $25,000 Repair walls on 63rd • 1998 Avenue, Dupont Avenue Repair Streetscape Nodes Summer, $50,000 Reconstruct paver base in 1998 sidewalk area of landscape nodes, Earle Brown Farm commercial area Signal Relamping Spring, 1998 $18,000 Replace signal system lamps for longer life and energy conservation John Martin Drive Mill and Overlay Spring, 1998 $287,500 -Mill and overlay deteriorated pavement $ 201,250 - Special assessments ($201,250) -Net increase to Local State Aid Dupont Avenue, 53rd to 55th Spring 1998 $160,000 Reconstruct deteriorated street r • CITY OF BRNLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 130 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED - -- -------------- - - - - -- -------- - - - - -- -- - - - - -- DIV MSA FUND 631 4100 Wages Regular Employees ` 18,429 25,557 0 15,532 0 0 4112 Overtime Regular Employee 283 1,718 ` 0 , 2,180 0 0 4130 Wages Part -time Employees 270 2,206 ! 0 863 0 0 I 4131 Overtime of Part -time Emp ' 0 50 0 60 0 0 Salaries and Wages TOTAL 18,982 29,531 0 18,636 0 0 4141 PERA Basic Plan 316 0 0 154 0 0 4142 PERA Coordinated Plan 706 1,238 I 0 742 0 0 4146 FICA 1,161 2,192 I 0 1,226 0 0 4154 Workers Comp Insurance ' 332 588 ! 0 200 0 0 i Fringe Benefits TOTAL 2,516 4,018 0 2,322 0 0 4210 Office Supplies 0 0 0( 304 0 0 4220 Operating Supplies i 16 i 293 0 0 0 l 0 4235 Landscaping Materials 0 61 ! 0 0 0 I 0 4236 Signs & Striping Materials ' 0 181 0 0 0 0 4243 Utility System Supplies I 0 i 1 0 0 0 0 Supplies TOTAL 16 2,395 0 304 0 0 4310 Professional Services 253,720 192,139 ` 0 158,841 0 0 4312 Legal Services 0 385 4 0 0 0 0 Consulting TOTAL i 253,720 192,524 0 158,841 0 0 • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 131 1998 BUDGET 1997 1998. 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4324 Delivery Service 0 57 0 9 0 0 4334 Use of Personal Auto 3 0 0 0 0 0 4351 Legal Notice Publication 293 420 0 643 0 0 Communications TOTAL I - - - - -- - 296 - - - - -- - 477 j ---- - - - - - 0 - - - -- - 652 - - - -- 0 0 f f =x =xx xx== = = =x == 4382 Equipment Repair & Maint 0 470 I 0 - 0 0 0 Repair Rental & Maint TOTAL I 0 470 0 0 0 0 ---- - - - - -- ---- - - - - -- - - - - -- 4400 Other Contractual Service ( 336 401,865 I 0 2,146 0 0 4407 Legal Fee Capital Project 4,886 18,067 0 0 0 0 4408 Engineer Fee Capital Proj 1,677 0 0 0 0 0 4409 Admin Fees - Cap Proj 8,094 36,134 0 0 0 0 4411 Conferences and Schools 0 11 0 I 0 0 0 f 4414 Licenses, Taxes, & Fees 0 260 0 0 0 0 4427 Tree Removal Contract 0 100 ' 0 . 0 0 , 0 I Other Contractual Sery TOTAL 14,993 I 456,438 0 I 2,146 0 0 -- - - - - -- ---- - - - - -- 4443 Multi -use Hourly Charges 154 ( 2,750 0 1,004 0 0 Central Garage Rentals TOTAL i 154 2,750 0 1,004 0 0 4512 Right of Way Costs 0 16,570 0 0 0 0 4560 Construction Contracts I 579,714 1,883,172 528,000 401,376 724,350 724,350 Capital Outlays TOTAL I - -- 579,714 - 1,899_742 - -- 528,000 -- 401,376 I 724,350 724,350 • CITY OF BRWYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 132 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ----------------------------- - - - - -- -------- - - - - -- -------- - - - - -- 4727 Special Ass Const Trans 7,357 1 0 0 0 0 0 4732 M.S.A. Bond Transfer ! 306,725 0 I 0 0 0 0 I Transfer to other Fund TOTAL 314,082 0 0 0 0 0 MSA FUND TOTAL 1,184,473 ( 2,588,345 528,000 585,281 724,350 724,350 MUNICIPAL STATE AID CONST TOTAL 1,184,473 2,588,345 528,000 ( 585,281 ( 724,350 724,350 I it Division: Special Assessment Construction Fund Budget Code: 632 • PROFILE The Special Assessment Construction Fund accounts for the financing of public improvements funded all or in part by special assessments. Commercial Streets James 1671h Avenues. It is proposed to mill and overlay these two commercial streets. The pavement is beyond its useful life. The project would be funded 70 percent from special assessments and 30 percent from Local State Aid. Lee-168th Avenues. It is proposed to mill and overlay these two commercial streets. The pavement is beyond its useful life. The project would be funded 70 percent from special assessments and 30 percent from Local State Aid. Neighborhood Streets Bellvue South Street, Storm Drainage, and Utility Improvements. This project would reconstruct 4th, Camden, Bryant, Colfax, and Dupont Avenues from 53rd to 55th, and 55th Avenue from James to 4th. to a neighborhood standard of 30 feet wide with concrete curb and gutter. This project is part of the continuing improvement of infrastructure in the southeast neighborhood. The major focus of the project would be on improving storm drainage, and making sanitary sewer improvements. A major storm sewer trunk upgrade • is proposed for 55th Avenue. The first section of this upgrade was constructed from Logan to James as a part of 1996s Logan/Knox/James /57th project. New storm sewer would be constructed on 4th and Camden, which currently have none. Finally, sanitary sewer televising reveals a number of sections of sanitary sewer, especially on 4th and Camden, which have been infiltrated by roots, and which require replacement. St. AI's Neighborhood Street, Storm Drainage, and Utility Improvements This project would reconstruct Grimes and Halifax from 69th to 71 st, and Indiana from 69th to 70th, and 70th from Halifax to Brooklyn Boulevard. The focus would be on an overall neighborhood improvement, with repair or replacement of utilities as necessary. DEPARTMENTAL GOALS • Reconstruct or rehabilitate streets and utilities to improve pavement conditions, improve drainage, reduce water quality concerns, and eliminate infiltration into the sanitary sewer. • Enhance the appearance of neighborhoods, and provide an opportunity to address other neighborhood concerns. PERSONNEL LEVELS No personnel are budgeted in this fund. • CAPITAL OUTLAY Item Anticipated Units Cost(s) Use /need • purchase date James/67th Mill & Overlay Spring, 1998 $547,000 Overlay deteriorating pavement Lee /68th Mill & Overlay Spring, 1998 $420,000 Overlay deteriorating pavement Bellvue South Neighborhood Street, Spring 1998 $2,490,000 Reconstruct deteriorating Drainage, and Utility Improvements streets and utilities; construct new trunk storm sewer; reduce sanitary sewer infiltration. St. Al's Neighborhood Street, Spring 1998 $805,000 Reconstruct deteriorating Drainage, and Utility Improvements street; improve utilities as necessary • • CITY OF BROLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 133 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV SPECIAL ASSMNTS CONST 632 4100 Wages Regular Employees 73,791 123,632 ! 0 103,212 0 0 4112 Overtime Regular Employee ; 10,354 16,365 i 0 15,347 0 0 4130 Wages Part -time Employees 12,902 18,812 0 21,882 , 0 0 4131 Overtime of Part -time Emp = 285 1,112 0 1,793 0 0 Salaries and Wages TOTAL 97,333 159,921 I 0 142,234 0 0 4141 PERA Basic Plan 1,820 2,295 0 2,691 0 0 4142 PERA Coordinated Plan = 3,010 5,519 I 0 4,608 0 0 4146 FICA 5,844 10,265 0 8,364 0 0 4154 Workers Comp Insurance i 1,367 ( 2,056 0 1,550 0 0 Fringe Benefits TOTAL 12,041 20,134 ' 0 17,213 0 0 4210 Office Supplies 0 273 0 112 0 0 4220 Operating Supplies 2,379 ' 3,556 I 0 5,376 0 0 4230 Repair & Maint Supplies i 0 i 2,130 0 0 0 0 4236 Signs & Striping Materials ( 0 362 + 0 0 0 0 4243 Utility System Supplies i 0 1,860 f 0 0 = 0 0 Supplies TOTAL 2,379 8,181 0 5,488 0 0 4310 Professional Services 65,493 314,742 ( 0 24,638 0 0 4312 Legal Services 2,046 0 I 0 0 0 0 I I Consulting TOTAL 67,539 314,742 ( 0 24,638 0 0 • i CITY OF BR LYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 134 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ------ - - - - -- -------- - - - - -- --- - - - - -- 4322 Telephone Services 0 231 0 327 0 0 4334 Use of Personal Auto 64 0 0 0 0 0 4351 Legal Notice Publication 288 716 0 500 0 0 Communications TOTAL 352 947 0 827 = 0 0 4380 Repair & Maint Contract 0 0 0 65 0 0 4382 Equipment Repair & Maint I 0 0 0 60 0 0 4386 Communication Systems I 0 107 0 0 0 0 4392 Building Rentals i 0 46 0 0 0 0 Repair Rental & Maint TOTAL 0 153 0 125 0 0 4400 Other Contractual Service 0 96,409 0 I 11,340 0 0 4407 Legal Fee Capital Project 14,399 I 45,523 0 0 0 0 4408 Engineer Fee Capital Proj 0 50,796 0 0 0 0 4409 Admin Fees - Cap Proj 28,798 I 40,25Q I 0 0 Q f 0 4411 Conferences and Schools 21 i 40 0 ( 8 0 0 4412 Meeting Expenses 51 14 0 0 0 0 4414 Licenses, Taxes, & Fees 390 455 0 221 0 0 4427 Tree Removal Contract 0 0 : 0 11,785 0 0 Other Contractual Sery TOTAL 43,658 233,487 I 0 23,354 0 0 4443 Multi -use Hourly Charges 4 , 4,218 0 475 0 0 Central Garage Rentals TOTAL ' 4 4,218 ( 0 475 0 0 • • CITY OF BRRYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 135 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED 4510 Capital Outlay Land i 0 i 0 I 0 600 i 0 i 0 4512 Right of Way Costs i 3,883 0 I 0 0 I 0 0 4552 Other Equipment 4,148 16,204 = 0 0 ' 0 0 4560 Construction Contracts i 595,004 ` 1,474,624 i 4,025,500 1,536,868 2,008,150 2,008,150 Capital Outlays TOTAL 603,036 ( 1,490,828 4,025,500 1 2,008,150 2,008,150 4611 Interest i 92 i 140,642 + 0 0 0 0 Debt Service TOTAL - - -- 92,486 I - -- 140_642 I ---- - - - - - 0 --- - - - - - 0 = 0 I 0 s =sass s =ss cssss asses SPECIAL ASSMNTS CONST TOTAL 918,828 2,373,253 4,025,500 1,752,021 2,008,150 2,008,150 SPECIAL ASSESSMENT CONSTR TOTAL ' 918,828 2,373,253 4,025,500 1,752,021 2,008,150 2,008,150 Division: G. O. State Aid Road Bonds, Series 1991B Budget Code: 633 Program No: 9032 • PROFILE These bonds were issued in 1991 to finance the construction of the 69th Avenue Project from Shingle Creek Parkway to Brooklyn Boulevard. The original amount of the issue was $3,000,000, and bonds will mature annually through the year 2006. Interest rates vary from 4.7% to 6.65 %, depending on the maturity date of the bond. The source of revenue for the payment of principal and interest is an allocation of future Municipal State Aid for streets. • • • • CITY OF BRYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 136 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV MSA BONDS DEBT SERVICE 633 4610 Debt Service Principal 150,000 160,000 170,000 170,000 180,000 180,000 4611 Interest i 156,325 147,873 ' 138,587 138,588 128,478 128,478 4612 Paying Agent Fees 400 400 500 400 400 400 Debt Service TOTAL 306,725 308,273 309,087 308,988 I 308,878 308,878 MSA BONDS DEBT SERVICE TOTAL ' 306,725 308,273 309,087 308,988 308,878 308,878 M.S.A. BONDS TOTAL 306,725 308,273 309,087 308,988 ' 308,878 ' 308,878 Division: G. O. Improvement Bonds, Series 1995B Budget Code: 638 Program No: 9042 • PROFILE These bonds were sold in 1995 to finance that year of the City's neighborhood street improvement program. The original amount of the issue was $780,000, and the bonds will mature annually through the year 2006. Interest rates vary from 4.00% to 4.90 %, depending on the maturity of the bond. The sources of revenue for the payment of principal and interest are property taxes on all taxable property within the city and special assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at 105% of the debt service requirements. • • • CITY OF BROLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 137 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV TAX INCREMENT BONDS 85 638 4610 Debt Service Principal 240,000 4,475,000 , 0 0 0 0 4611 Interest 365,370 178,305 I 0 0 0 0 I 4612 Paying Agent Fees 509 1,387 0 0 0 0 Debt Service TOTAL 605,879 - 4,654,692 0 0 0 0 4730 Debt Sery Fund Transfer 0 187,973 I 0 0 0 0 Transfer to other Fund TOTAL 0 187,973 0 0 0 0 TAX INCREMENT BONDS 85 TOTAL 605,879 4,842,665 0 0 0 0 GO TAX INCREMENT BONDS 85 TOTAL ' 605,879 4,842,665 0 0 0 0 Division: G. O. Tax Increment Bonds, Series 1991A Budget Code: 639 Program No: 9039 • PROFILE These bonds were sold in 1991 to finance the construction of the Earle Brown Heritage Center. The original amount of the issue was $6,050,000, and bonds will mature annually through the year 2004. Interest rates vary from 4.7% to 6.00 %, depending on the maturity date of the bond. The source of revenue for the payment of principal and interest is tax increments on the captured value of taxable property within the tax increment district. Tax increments are initially collected in the Earle Brown Tax Increment District Fund and then transferred to this fund and the G.O. Tax Increment Refunding Bonds, Series 1992A, as they are needed. • 0 CITY OF BROLYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 138 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 199'6 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV TAX INCREMENT BONDS 91 639 4610 Debt Service Principal 350,000 375,000 375,000 375,000 375,000 I 375,000 4611 Interest 286,138 266,825 246,388 246,388 225,575 225,575 4612 Paying Agent Fees + 400 600 400 200 400 400 Debt Service TOTAL 636,538 642,425 621,788 621,588 600,975 600,975 TAX INCREMENT BONDS 91 TOTAL 636,538 642,425 621,788 621,588 600,975 600,975 GO TAX INCREMENT BONDS 91 TOTAL 636,538 642,425 621,788 621,588 600,975 600,975 Division: G. O. Tax Increment Bonds, Series 1992A Budget Code: 640 Program No: 9040 • PROFILE These bonds were sold in 1992 to refinance bonds sold in 1985 to finance the construction of the Earle Brown Heritage Center. The original amount of the issue was $4,270,000, and bonds will mature annually through 0 h the year g y 2003. Interest rates vary from 4.5 /o to 5.6 /o, depending on the maturity date of the bond. The source of revenue for the payment of principal and interest is tax increments on the captured value of taxable property within the tax increment district. Tax increments are initially collected in the Earle Brown Tax Increment District Fund and then transferred t this o fund and the G. _O. Tax Increment Bonds, Series 1991A, as they are needed. • • CITY OF BROW CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 139 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -------- - - - - -- ------ - - - - -- DIV TAX INCREMENT BONDS 92 640 i I 4610 Debt Service Principal 0 0 405,000 405,000 465,000 465,000 4611 Interest 219,623 !) 219,623 210,510 210,510 190,470 190,470 4612 Paying Agent Fees 0 0 500 0 I 500 500 Debt Service TOTAL 219,623 219,623 616,010 615,510 655,970 655,970 4730 Debt Sery Fund Transfer 0 4,180,000 0 0 0 0 Transfer to other Fund TOTAL = ---- - - - - -0 - 4,180,000 ---- - - - - - 0 --- - - - - - 0 -_= 0 0 I TAX INCREMENT BONDS 92 TOTAL 219,623 4,399,623 616,010 615,510 655,970 655,970 GO TAX INCREMENT BONDS 92 TOTAL 219,623 4,399,623 I 616,010 615,510 655,970 655,970 I Division: G. O. Improvement Bonds, Series 1994B Budget Code: 641 Program No: 9041 • PROFILE These bonds were sold in 1994 to finance the first year of the City's neighborhood street improvement program. The original amount of the issue was $835,000, and the bonds will mature annually through the year 2005. Interest rates vary from 4.10% to 5.50 %, depending on the maturity of the bond. The sources of revenue for the payment of principal and interest are property taxes on all taxable property within the city and special assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at 105% of the debt service requirements. • • y • • ' CITY OF BR�LYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 140 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED -- --- - - - - -- DIV STREET BONDS OF 1994 641 4610 Debt Service Principal ' 0 65,000 80,000 80,000 80,000 80,000 4611 Interest 41,390 40,058 36,965 36,965 33,365 33,365 4612 Paying Agent Fees 300 300 400 0 400 400 4613 Sp Assess Process Chrg 0 i 0 0 43 100 100 Debt Service TOTAL 41,690 105,358 ' 117,365 117,008 113,865 113,865 ---- - - - - -- ---- - - - - -- - - - - -- - - - -- STREET BONDS OF 1994 TOTAL 41,690 105,358 117,365 117,008 113,865 113,865 GO STREET IMPR BONDS 1994 TOTAL 41,690 105,358 I 117,365 117,008 113,865 113,865 • Division: G. O. Improvement Bonds, Series 1995B Budget Code: 642 Program No: 9042 • PROFILE These bonds were sold in 1995 to finance that year of the City's neighborhood street improvement program. The original amount of the issue was $780,000, and the bonds will mature annually through the year 2006. Interest rates vary from 4.00% to 4.90 %, depending on the maturity of the bond. The sources of revenue for the payment of principal and interest are property taxes on all taxable property within the city and special assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at 105% of the debt service requirements. I • • CITY OF BROYN CENTER MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 141 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV STREET BONDS OF 1995 642 4610 Debt Service Principal 0 0 = 65,000 65,000 , 70,000 70,000 4611 Interest 0 26,183 33,610 33,610 I 30,875 30,875 4612 Paying Agent Fees I 200 125 400 63 400 400 4613 Sp Assess Process Chrg 0 0 0 171 200 200 4614 Continuing Disclosure Fee , 0 0 : 200 0 200 200 Debt Service TOTAL I 200 26,308 99,210 I 98,844 101,675 101,675 STREET BONDS OF 1995 TOTAL ` 200 26,308 99,210 98,844 101,675 101,675 GO STREET IMPR BONDS 1995 TOTAL 200 26,308 99,210 98,844 101,675 101,675 Division: G. O. Improvement Bonds, Series 1995A Budget Code: 643 Program No: 9043 • PROFILE These bonds were sold in 1995 to finance the first phase of redevelopment in Tax Increment District #3. The original amount of the issue was $4,560,000, and bonds will mature annually through the year 2011. Interest rates vary from 6.00% to 6.75 %, depending on the maturity date of the bond. The source of revenue for the payment of principal and interest is tax increments on the captured value of taxable property within the tax increment district. Due to the fact that Tax Increment District #3 was created in December 1994, it is not yet generating sufficient revenues to pay the debt service in 1996, 1997, or 1998. In recognition of this fact, $460,000 of the bond proceeds were set aside as capitalized interest in the debt service fund to meet these obligations. It is anticipated that tax increments from the district will fully cover debt service costs due beginning in 1999. • • CITY OF BR*YN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 142 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED DIV TAX INCREMENT BONDS 95 643 4611 Interest 0 224,246 I 298,995 298,995 298,995 298,995 4612 Paying Agent Fees 200 ! 125 500 63 ' 500 500 4614 Continuing Disclosure Fee 0 0 200 0 200 200 Debt Service TOTAL 200 224,371 299,695 299,058 299,695 299,695 TAX INCREMENT BONDS 95 TOTAL 200 224,371 299,695 299,058 299,695 299,695 GO TAX INCREMENT BONDS 95 TOTAL 200 224,371 299,695 299,058 299,695 299,695 Division: G. O. Improvement Street Bonds, Series 1996A Budget Code: 644 Program No: 9044 • PROFILE These bonds were sold in 1996 to finance that year of the City's neighborhood street improvement program. The original amount of the issue was $1,440,000, and the bonds will mature annually through the year 2007. Interest rates vary from 4.15% to 5.10 %, depending on the maturity of the bond. The sources of revenue for the payment of principal and interest are property taxes on all taxable property within the city and special assessments on property directly benefitting from the improvement. Pursuant to State law, levies are set at 105% of the debt service requirements. In 1997, interest only will be paid, the levy for 1997 includes the necessary coverage for 1998 payments received in February of 1998. • • • CITY OF BROYN CENTER • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 143 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ------------------------------- - - - - -- -------- - - - - -- -------- - - - - -- DIV STREET BONDS OF 1996 644 4610 Debt Service Principal 0 0 0 0 115,000 115,000 4611 Interest ' 0 0 I 51,000 50,972 65,577 65,577 4612 Paying Agent Fees 0 263 400 63 400 400 4613 Sp Assess Process Chrg 0 0 0 I 371 400 400 4614 Continuing Disclosure Fee 0 0 200 0 200 200 Debt Service TOTAL 0 263 51,600 51,405 181,577 181,577 STREET BONDS OF 1996 TOTAL I 0 263 51,600 51,405 181,577 181,577 GO STREET IMPR BONDS 1996 TOTAL I i 0 263 51,600 51,405 181,577 181,577 I I Division: G. O. Improvement Refunding Bonds, Series 1987A Budget Code: 648 Program No: 9048 • PROFILE These bonds were sold in 1987 to refinance bonds sold in 1982 to finance the construction of street improvements. The original amount of the issue was $1,200,000, and the bonds will mature annually through the year 1997. Interest rates vary from 3.90% to 5.50 %, depending on the maturity of the bond. The sources of revenue for the payment of principal and interest are special assessments on property directly benefitting from the improvement and interest earnings on special assessments which were prepaid in earlier years. • • • CITY OF BAYN CENTER , MANAGER RECOMD BUDGET WORKSHEET BY DIVISION Page 144 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ---------------- _'-------- ...----- - - - - -- -------- - - - - -- -------- _ --- -- ^------- -____= c= .=== _______ ===== cs= =a = = == = non= c= =m== == DIV REFUNDING BONDS OF 87 648 I 4414 Licenses, Taxes, & Fees ' 0 0 I 0 3 0 0 Other Contractual Sery TOTAL 0 0 I 0 3 0 0 ---- - - - - -- ---- - - -___ 4610 Debt Service Principal ( 85,000 50,000 40,000 40,000 0 0 4611 Interest 7 131 3 � ` ,sso 1,100 1,100 0 0 4612 Paying Agent Fees , 0 I 0 400 0 0 0 Debt Service TOTAL 92,131 53,550 41,500 41,100 0 0 4700 Equity Transfer 0 0 I 0 297,380 0 0 Transfer to other Fund TOTAL 0 0 I 0 297,380 0 0 REFUNDING BONDS OF 87 TOTAL 92,131 53,550 = 41,500 338,482 0 0 REFUNDING BONDS OF 1987 TOTAL 92,131 53,550 41,500 338,482 0 0 Division: Employee Retirement Fund Budget Code: 686 Program No: 9016 PROFILE Minnesota Statutes 1990, Section 471.6 1, requires local governments to allow former employees and their dependents to continue to participate in the employer sponsored medical and dental group insurance that the employee participated in immediately before retirement, provided the former employee is receiving a Minnesota public pension plan disability benefit or pension annuity. The City Council has determined that it is in the best interest of the City of Brooklyn Center that the City should pay the employee share of the single medical insurance premium from the date of retirement to age 65 for meet eligibility requirements for a PERA full retirement annuity and who have been employed full time by the City of Brooklyn Center for at least the ten consecutive years prior to retirement. Substantially all of the City's full time employees may be eligible for these benefits. Currently investment earnings are sufficient to provide benefits. In the event that future costs would exceed earnings, other funds would be charged for the costs associated with their employees. PERSONNEL LEVELS Not Staffed. • CITY OF B #YN CENTER "' • MANAGER RECOMD BUDGET WORKSHEET BY DIVISION ' Page 121 1998 BUDGET 1997 1998 1998 Object Code & Description 1995 1996 ADOPTED AS OF DEPT MANAGER Division Code & Description ACTUAL ACTUAL BUDGET 10/31/97 REQUESTED RECOMMENDED ---------------------- - - - - -- -------- - - - - -- -------- - - - - -- -- ------ - - - - -- ------- - - - - -- DIV EMPLOYEE RETIRE FUND 686 4151 Health Insurance ! 799,523 t 78,133 60,000 I 12,033 60,000 60,000 4152 Life Insurance 0 I 0 0 15 0 0 4153 Dental Insurance 0 0 0 190 0 0 Fringe Benefits TOTAL 799,523 78,133 60,000 12,238 60,000 60,000 ---- - - - - -- ---- - - - - -- EMPLOYEE RETIRE FUND TOTAL I 799,523 78,133 ` 60,000 12,238 60,000 60,000 EMPLOYEE'S RETIREMENT FD TOTAL 799,523 78,133 60,000 12,238 60,000 60,000 514 Nicollet Mall, Suite 500 514 Nicollet Mall Minneapolis, Minnesota 55402 4019k THE GREATER MINNEAPOLIS (612) 339 -0601 METROPOLITAN HOUSING CORPORATION FAX: 339 -0608 October 30, 1997 Mr. Michael McCauley City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Dear Mr. McCauley: Over the past year, the Greater Minneapolis Metropolitan Housing Corporation (GMMHC) has been working with city staff from the cities of Brooklyn Center, Brooklyn Park, Crystal, New Hope and Robbinsdale to finalize a "Homeownership resource center" program for the 5 -city group. GMMHC has submitted, in conjunction with the 5 -city group, several grant requests to secure funding • operations of the "Homeownership resource center." In recent conversations with the McKnight Foundation, the Foundation indicated that it is waiting for the 5 -city group, or as many cities as are going to participate, to finalize their respective funding commitments for the "Homeownership Resource Center, prior to the Foundation making a final commitment of financial support. Assuming that funding will be available from the McKnight Foundation, the 5 -city group and possibly Hennepin County, GMMHC is prepared to propose a revised operating budget that will get the "Center" open and operating in early 1998. Further, GMMHC was recently informed that the Metropolitan Council will have 2 grant cycles for Livable Communities next year, so that, the 5 -city "Homeownership Resource Center' can reapply for funding consideration. Recall, the 5 -city 1997 application was submitted late and was rejected as a result. January 1998 will be the next opportunity to resubmit the 5 -city Livable Community request to the Council. GMMHC will bring some $850,000 worth of value over a 3 year period to the 5 -city Center. This will include professional staff, a physical facility and all furniture, fixtures and related equipment to operate the Center. This investment will be leveraged many times over with programs and services implemented at the Center. • G: \sN1C \GJ1h1HC \FEAS1097.D0C 0 The Center will provide the following direct benefits to participating communities, their respective • residents, homeowners and potential buyers: • Full time staff dedicated to deliver all of the programs and services made available at the Center. • Marketing and promotional materials prepared and distributed in the five -city area to communicate the activities and programs available to interested homeowners and potential home buyers. • A central office for client meetings. • Evening staff sessions open to the public and rotated to each city hall location on a every- other- monthly basis. • Evening and weekend client appointments scheduled for individuals not able to meet during regular Center hours. • Financial institution representatives available at the Center. • All office equipment, e.g., phones, fax, copier, etc. needed at the Center. • Coordination of all community, regional and state home ownership programs and resources, both public and private, including non - profit services, e.g., home ownership counseling, etc. • Development of new programs with state and federal agencies linked to GMMHC's home ownership resource center concept, e.g., Fannie Mae, Minnesota Housing Finance Agency. The programs that will be offered include: • Construction management specialists doing scope of work improvement plans for • homeowners or interested buyers (rehabilitation and structural evaluations). * Construction financing tools and programs. • Flexible loan programs from lenders, MHFA and other programs. • Pre - purchase consulting. • Home ownership training. • City building code and building permit information. • Energy efficiency information and programs available. • Mortgage foreclosure prevention program. • Down payment, closing cost loans and grants. • Assistance with contractors and the bidding process. • Identification of substandard housing. Clients served will include: • Renters, • First time home - buyers, • Homeowners, and • Property Owners. Clients will receive individual assistance identifying financing tools that best suit their individual needs. technical construction consulting which will include on -site visits in homes and working with homeowners and contractors through all phases of construction. y • U:ISJIC 1 Further, any service listed above that is presently available will be encouraged to join with • GMMHC at the "Center' and provide said services so that clients will have a "one- stop - shop" for all homeownership and improvement needs. GMMHC will not duplicate services already available in the 5 -city area. GMMHC Professional Staff Background. Dan e Vice-President Dan brings extensive experience in the construction field. Both new building and rehabilitation. Working as a general contractor for 14 years, he completed numerous projects in the private sector, working closely with public agencies, cities and many non - profit developers. Rosemary Fap-relius Program Manager Rosemary has spent over 20 years in the public sector with various state, regional and city government agencies in the housing field before joining GMMHC staff. Ron Korsh Construction Manager Ron has many years of experience in residential design and construction. Ron owned his own architectural design company for a number of years. Marci Koshiol Program Coordinator Marci started at GMMHC in 1993 and is responsible for administrating GMMHC's single family homeownership program and its Predevelopment Revolving Loan program. • I will personally be involved in man of the administration d operational i v P Y y i an issues. I have been associated with GMMHC for the past 17 years and have been its President for 5 1/2 years. These are the GMMHC personnel who would initially staff the Resource Center and provide the professional leadership to implement the Center program. Attached to this letter find a document entitled "5 City North Suburban Homeownership Resource Center Feasibility " Fact Sheet". This document was prepared as part of a presentation to the Hennepin County Board. It, however, describes the "Center" program in detail. Each of the 5-city g roup is invited to become a sponsor of the Homeownership Center." This letter is a request to approve participation in the program and commit to city funding as per the initial budget amount of $5,000 in 1998, $6,000 in 1999 and $7,000 in 2000. This request for each member of the 5- city group to commit its respective funding is subject to sufficient funding becoming available from other sources, e.g., the McKnight Foundation, etc. If projected funding cannot be achieved in 1998, the operation and related budget will have to be modified to the satisfaction of the city participants. In addition, there may other potential funding resources that may be available for this project, and GMMHC is prepared to attempt to access these resources on behalf of the 5 -city group. GMMHC is prepared to move forward with its commitment to operate the suggested 5 -city "Homeownership Resource Center" and awaits only the commitment of the cities to partner with GNIMHC on this program. • U: \SM0GN1MI10YEAS1097.DOC } Please advise if you need additional information and if you'd like GMMHC personnel to make a • formal presentation to your city council.. Thank you for the opportunity to work with your city on this program. Sincerely, Carolyn Olson President cc: Mr. Dan Bartholomay, McKnight Foundation Mr. Tom McEiveen, Metropolitan Council Ms. Barb Hayden, Hennepin County Ms. Anne Norris, City of Crystal Mr. Tom Bublitz, City of Brooklyn Center Ms. Stacie Kvilvang, City of Brooklyn Park '\4r. Bill Deblon, City of Robbinsdale Ms. Stephanie Olson, City of New Hope • t \S.NICGN1311ICTEAS1097.DOC , 5 CITY NORTH SUBURBAN HOMEOWNERSHIP RESOURCE CENTER FEASIBILITY FACT SHEET Early in 1966, Barbara Hayden, Administrative Manager, Hennepin County, contacted GMMHC and asked to visit our Northeast HomeOwnership Resource Center located in Northeast Minneapolis. She indicated that the county staff has met with elected officials from suburban Hennepin County communities, and man of these communities had Y requested assistance from om the County in coordinating programs to provide a one -stop approach to assist homeowners with their housing needs. At the same time the County Board authorized staff to identify approaches for strengthening the county's coordinating role in addressing housing issues and stabilizing the tax base. After reviewing the services provided at the Northeast Home Ownership Resource Center she viewed the approach to be a model program for coordinated services which could be replicated in other areas of Hennepin County, and asked if we would consider expanding this program to serve inner -ring suburban communities. The request was reviewed by our Board and they agreed to consider the feasibility of expanding the program. In February of 1997 we entered into a Professional Services Agreement with Hennepin County whereby they would share the cost, up to $7,400, to undertake a suburban Hennepin County housing resource center feasibility study. Since that time there have been numerous meetings with staff, city planners and managers, as well as elected officials and other interested parties in the communities of Brooklyn Center, Brooklyn Park, Crystal, New Hope and Robbinsdale. We have also had other meetings with the McKnight Foundation and the Metropolitan Council in regard to funding such as initiative. We are leased to appear before P PP you to review this project. Mission The "center' is structured to be a "one -stop resource" for home ownership and home improvement programs and services needed to intervene in neighborhoods on the edge, that is, those neighborhoods poised to change from high homeownership to absentee ownership and from stable housing stock to disrepair and disinvestment. All home ownership and improvement resources, public, private and non- profit, will be invited to operate out of this "one -stop resource center" and have their respective products and/or services available for the homeowner, home buyers, and renters. Background The "center' provides one -stop shopping for comprehensive housing information, tailored to the circumstances of each family and property. Information and applications are available for all of the dozens of mortgage and home improvement loan programs available. Most importantly, a knowled- eable discusses individual g di ldual situations, recommends the most effective pro available. • and assists the resident through the entire process. U:AS , N10Gy1:.N1HC\I: E.AS1097.DOC 4 Critical to the "center" success is the availability of construction specialists who can give honest. • impartial and expert assessments of renovation needs and building code requirements, suggest methods to achieve resident goals, and accurate cost estimates as well as ongoing assistance during the bid and construction process. Residents can find help to prevent mortgage foreclosure, refinance a contract - for- deed, apply for energy assistance, make a plan to become a homeowner or receive advice on selling their home, and more. The "center" will not duplicate programs and services, rather will provide an opportunity to collaborative with other providers to make existing programs and services available at the "center." 5 City - Why Resource Center Is Needed 1. 57,469 Housing Units 2. 43.87% Older Units - Built Pre 1970 3. 6,187 Owner Occupied Units Need Reinvestment 4. 2,337 Rental Units Need Reinvestment 5. Aging Population Faced With Reinvestment in Property 6. Aging Housing Stock in Need of Significant Reinvestment 7. Below Metro Average Property Valuations 8. Concentrated Effort Can Bring Positive Impact to Neighborhoods 9. Desire to Maintain High Home Ownership Ratios - Better then 60% Average 10. Opportunity to Attract Younger Population With Affordable Upgraded Housing 5 -City Resource Center Benefits, Programs and Services • The Center will provide the following direct benefits to participating communities, their respective residents, homeowners and potential buyers: • Full time staff providing professional staff time dedicated to deliver all of the programs and services made available at the Center. • Marketing and r of p om Ional materials prepared and distributed in the five -city area to communicate the activities and programs available to interested homeowners and potential home buyers. • A central office for client meetings. • Evening staff sessions open to the public and rotated to each city hall location on a bi- monthly basis. • Evening and weekend client appointments scheduled for individuals not able to meet during regular Center hours. y • Financial institution representatives available at the Center. • All office equipment, e.g., phones, fax, copier, etc. needed at the Center. • Coordination of all community, regional and state homeownership programs and resources, both public and private, including non - profit services, e.g., home ownership counseling, etc. • Development of new programs with state and federal agencies linked to GMMHC's home ownership resource center concept, e.g., Fannie Mae, Minnesota Housing Finance Agency. • IisASNICiGNLN1IIC.FEAS 1097.DOC 5 The programs offered at no chart to clients include • • Construction management specialists doing scope of work improvement plans for homeowners or interested buyers. • Construction financing tools and programs. • Flexible loan programs from lenders, MHFA and other programs. • Pre - purchase consulting. • Home ownership training. • City building code and building permit information. • Energy efficiency information and programs available. • Mortgage foreclosure prevention program. • Down payment, closing cost loans and grants. • Assistance with contractors and the bidding process. Clients served will include: • Renters, • First time home - buyers, • Homeowners, and • Property Owners. Clients will receive individual assistance identifying financing tools that best suit their individual needs fY g , technical construction consulting which will include on -site visits in homes and working with homeowners and contractors through all phases of construction. Program Justification The 5 cities have recognized the importance of maintaining their existing housing stock. Further, they have over the years made a tremendous investment in infrastructure, e.g., streets, highways, sidewalks, sewer and water, utility lines, street lights, neighborhood and regional parks and schools have typically all been paid for. Maintenance of this "existing housing stock" is an indisputable bargain compared to the cost of purchasing land and building new infrastructure, even without considering other hidden considerable costs of outer suburban sprawl. Transit, shopping, churches, shade trees and other amenities are well established in these 5 cities. Like the baby- boomers who grew up in it, the housing in four of the 5 cities (Brooklyn Park being the exception) is now middle -aged and requires more maintenance. Housing is likely to need major maintenance and repair if it was built before 1960 for owner occupied and before 1970 if rental. There are some different development patterns within these 5 cities, but generally the majority of housing stock is pre -1970. At this age, housing needs replacement of major systems. such as, roofs. siding, heating systems, plumbing and windows. These major housing investments are not easily made from homeowner savings. The age of housing stock is a major concern for the 5- cities and calls for extensive planning and programs for continued maintenance, rehabilitation and renewal. • U:`S , NIC1C,N1biHC\FEAS1097.DOC _ 6 The following data is the basis upon which justification can be shown for a joint public, private and • non -profit investment in a "home ownership resource center' in the 5- cities. Housing Which Is Owner Occupied Owner Occupied Change in % of Owner Built < 1970 Occupied 1980 -1990 Brooklyn Center 70% 85% (8.75) Brooklyn Park 55% 31% 0.5 Crystal 70% 90% 0.8 . New Hope 56% 81% 0.89 Robbinsdale 75% 91% 0.35 The high percentage of houses built before 1970 in four of the five cities raises the question of maintenance needs in order to maintain this housing stock for the future. In addition, these homes typically suffer from functional obsolescence (housing generally with 2 -3 bedrooms, one bath models under 1,200 square feet, detached garages, out -dated kitchens). With the notable exception of Brooklyn Park, each of the targeted cities have an aging population; substantially older than the county and metro average. Substantial numbers of households are empty nesters and are nearing retirement age. Thus, over the next decade large numbers of homes built before 1970 will become available in the marketplace. • U:\S:.N1C\G,NVv111CTEAS1097.DOC 7 The following chart shows SAS head of household data for age groups for both owners and renter • occupied housing. The data comes from 1990 census information. Household Data 5-Cities City /Age Group Owner - Occupied Renter - Occupied Total Households Brooklyn Center 15 -24 yrs. 65 444 509 25 -34 yrs. 1423 1080 2503 35 -44 yrs. 1563 720 2283 45 -54 yrs. 1283 235 1518 55 -64 yrs. 1628 155 1783 65 -74 yrs. 1362 310 1672 75+ yrs. 482 476 958 Totals 7806 3420 11226 Brooklyn Park 15 -24 yrs. 207 1572 1779 25 -34 yrs. 3739 2799 6538 35 -44 yrs. 4578 1285 5863 45 -54 yrs. 2808 391 3199 55 -64 yrs. 1503 266 1769 65 -74 yrs. 719 194 913 • 75+ yrs. 195 476 671 Totals 13749 6983 20732 Crystal 15 -24 yrs. 71 296 367 25 -34 yrs. 1640 815 2455 35 -44 yrs. 1223 368 1825 45 -54 yrs. 1341 154 1377 55 -64 yrs. 958 165 1506 65 -74 yrs. 480 156 1114 75+ yrs. 7170 148 1628 Totals 2102 9272 New Hope 15 -24 vrs. 20 572 592 25 -34 yrs. 670 1860 2530 35 -44 yrs. 1 142 558 1700 45-54 vrs. 1 170 255 1425 55 -64 yrs. 1082 316 1334 65 -74 vrs. 519 771 835 75+ yrs. 120 4584 891 Totals 4 723 9307 • 5 CITY NORTH SUBURBAN HOMEOWNERSHIP RESOURCE CENTER FEASIBILITY FACT SHEET Early in 1966, Barbara Hayden, Administrative Manager, Hennepin County, contacted GMMHC and asked to visit our Northeast HomeOwnership Resource Center located in Northeast Minneapolis. She indicated that the county staff has met with elected officials from suburban Hennepin County communities, and many of these communities had requested assistance from the County in coordinating programs to provide a one -stop approach to assist homeowners with their housing needs. At the same time the County Board authorized staff to identify approaches for strengthening the county's coordinating role in addressing housing issues and stabilizing the tax base. After reviewing the services provided at the Northeast Home Ownership Resource Center she viewed the approach to be a model program for coordinated services which could be replicated in other areas of Hennepin County, and asked if we would consider expanding this program to serve inner -ring suburban communities. The request was reviewed by our Board and they agreed to consider the feasibility of expanding the program. In February of 1997 we entered into a Professional Services Agreement with Hennepin County whereby they would share the cost, up to $7,400, to undertake a suburban Hennepin County housing resource center feasibility study. Since that time there have been numerous meetings with staff, city planners and managers, as well as elected officials and other interested parties in the communities of Brooklyn Center, Brooklyn Park, Crystal, New Hope and Robbinsdale. We have also had other meetings with the McKnight Foundation and the Metropolitan Council in regard to funding such as initiative. We are pleased to appear before you to review this project. Mission The "center' is structured to be a "one -stop resource" for home ownership and home improvement programs and services needed to intervene in neighborhoods on the edge, that is, those neighborhoods poised to change from high homeownership to absentee ownership and from stable housing stock to disrepair and disinvestment. All home ownership and improvement resources, public, private and non- profit, will be invited to operate out of this "one -stop resource center" and have their respective products and/or services available for the homeowner, home buyers, and renters. Background The "center" provides one -stop shopping for comprehensive housing information, tailored to the circumstances of each family and property. Information and applications are available for all of the dozens of mortgage and home improvement loan programs available. Most importantly, a knowledgeable staff discusses individual situations, recommends the most effective program available, and assists the resident through the entire process. U: \SN10G,NINIHC\FEAS 1097.DOC 4 Critical to the "center" success is the availability of construction specialists who can give honest, • impartial and expert assessments of renovation needs and building code requirements, suggest methods to achieve resident goals, and accurate cost estimates as well as ongoing assistance during the bid and construction process. Residents can find help to prevent mortgage foreclosure, refinance a contract- for -deed, apply for energy assistance, make a plan to become a homeowner or receive advice on selling their home, and more. The "center" will not duplicate programs and services, rather will provide an opportunity to collaborative with other providers to make existing programs and services available at the "center." i -Why es urce enter I eeded 1. 57,469 Housing Units 2. 43.87% Older Units - Built Pre 1970 3. 6,187 Owner Occupied Units Need Reinvestment 4. 2,337 Rental Units Need Reinvestment 5. Aging Population Faced With Reinvestment in Property 6. Aging Housing Stock in Need of Significant Reinvestment 7. Below Metro Average Property Valuations 8. Concentrated Effort Can Bring Positive Impact to Neighborhoods 9. Desire to Maintain High Home Ownership Ratios - Better then 60% Average 10. Opportunity to Attract Younger Population With Affordable Upgraded Housing 5 -Gifu Resource Center Benefits Programs and Services • The Center will provide the following direct benefits to participating communities, their respective residents, homeowners and potential buyers: • Full time staff providing professional staff time dedicated to deliver all of the programs and services made available at the Center. • Marketing and promotional materials prepared and distributed in the five -city area to communicate the activities and programs available to interested homeowners and potential home buyers. • A central office for client meetings. • Evening staff sessions open to the public and rotated to each city hall location on a bi- monthly basis. • Evening and weekend client appointments scheduled for individuals not able to meet during regular Center hours. • Financial institution representatives available at the Center. • All office equipment, e.g., phones, fax, copier, etc. needed at the Center. • Coordination of all community, regional and state homeownership programs and resources, both public and private, including non - profit services, e.g., home ownership counseling, etc. • Development of new programs with state and federal agencies linked to GMMHC's home ownership resource center concept, e.g., Fannie Mae, Minnesota Housing Finance Agency. • [ :\SNIC\c«.Nutc\r•E:ksI09 .i)oc The programs offered at no charge to clients include • • Construction management specialists doing scope of work improvement plans for homeowners or interested buyers. • Construction financing tools and programs. • Flexible loan programs from lenders, MHFA and other programs. • Pre - purchase consulting. • Home ownership training. • City building code and building permit information. • Energy efficiency information and programs available. • Mortgage foreclosure prevention program. • Down payment, closing cost loans and grants. • Assistance with contractors and the bidding process. Clients served will include: • Renters, • First time home- buyers, • Homeowners, and • Property Owners. Clients will receive individual assistance identifying financing tools that best suit their individual needs, technical construction consulting which will include on -site visits in homes and working with homeowners and contractors through all phases of construction. Program Justification The 5 cities have recognized the importance of maintaining their existing housing stock. Further, they have over the years made a tremendous investment in infrastructure, e.g., streets, highways, sidewalks, sewer and water, utility lines, street lights, neighborhood and regional parks and schools have typically all been paid for. Maintenance of this "existing housing stock" is an indisputable bargain compared to the cost of purchasing land and building new infrastructure, even without considering other hidden considerable costs of outer suburban sprawl. Transit, shopping, churches, shade trees and other amenities are well established in these 5 cities. Like the baby- boomers who grew up in it, the housing in four of the 5 cities (Brooklyn Park being the exception) is now middle -aged and requires more maintenance. Housing is likely to need major maintenance and repair if it was built before 1960 for owner occupied and before 1970 if rental. There are some different development patterns within these 5 cities, but generally the majority of housing stock is pre -1970. At this age, housing needs replacement of major systems, such as, roofs, siding, heating systems, plumbing and windows. These major housing investments are not easily made from homeowner savings. The age of housing stock is a major concern for the 5- cities and calls for extensive planning and programs for continued maintenance, rehabilitation and renewal. • G `.SMC1GN111H0FEAS1097.DOC 6 The following data is the basis upon which justification can be shown for a joint public, private and • non - profit investment in a'home ownership resource center" in the 5- cities. Housing Which Is Owner Occupied Owner Occupied Change in % of Owner Built < 1970 Occupied 1980 -1990 Brooklyn Center 70% 85% (8.75) Brooklyn Park 55% 31% 0.5 Crystal 70% 90 % 0.8 New Hope 56% 81% 0.89 Robbinsdale 75% 91% 0.35 The high percentage of houses built before 1970 in four of the five cities raises the question of maintenance needs in order to maintain this housing stock for the future. In addition, these homes typically suffer from functional obsolescence (housing generally with 2 -3 bedrooms, one bath models under 1,200 square feet, detached garages, out -dated kitchens). With the notable exception of Brooklyn Park. each of the targeted cities have an aging population, substantially older than the county and metro average. Substantial numbers of households are empty nesters and are nearing retirement age. Thus, over the next decade large numbers of homes built before 1970 will become available in the marketplace. • G: \S.MC\G,NIb1F1C\FEAS109i.DOC 7 The following chart shows SAS head of household data for age groups for both owners and renter • occupied housing. The data comes from 1990 census information. Household Data 5-Cif City /Age Group Owner - Occupied Renter - Occupied Total Households Brooklyn Center 15 -24 yrs. 65 444 509 25 -34 yrs. 1423 1080 2 35 -44 yrs. 1563 720 2283 45 -54 yrs. 1283 235 1518 55 -64 yrs. 1628 155 178 65 -74 yrs. 1362 310 1672 75+ yrs. 482 476 958 Totals 7806 3420 11226 Brooklyn Park 15 -24 yrs. 207 1 572 1779 25 -34 yrs. 3739 2799 6538 35 -44 yrs. 4578 1285 5863 45 -54 yrs. 2808 391 3199 55 -64 vrs. 1503 266 1769 65 -74 yrs. 719 194 913 75 + yrs. 195 476 671 • Totals 13749 6983 20732 Crystal 15 -24 vrs. 71 296 367 25 -34 yrs. 1640 815 2455 35 -44 yrs. 1223 368 1825 45 -54 vrs. 1341 154 1377 55 -64 yrs. 958 165 1506 65 -74 yrs. 480 156 1 1 14 75+ yrs. 7170 148 1628 Totals 2 102 9272 New Hope 15 -24 vrs. 20 572 592 25 -34 vrs. 670 1860 2530 35 -44 _vrs. 1 142 558 1700 45 -54 vrs. 1 170 255 1425 55 -b4 vrs. 1082 316 1334 65 -74 yrs. 519 771 835 75+ vrs. 120 4584 891 Totals 4723 9307 • I :`.S:�1C\GNi-N IHC \FE.1SI097.DOC 8 Robbinsdale • 15 -24 yrs. 42 189 231 25 -34 yrs. 1031 388 1420 35 -44 yrs. 779 239 1018 45 -54 yrs. 530 77 607 55 -64 yrs. 656 153 809 65 -74 yrs. 690 151 841 75 + yrs. 657 425 1082 Totals 4386 1622 6008 The data clearly shows that all 5 cities have an aging head of household population which translates into increased housing issues, such as, need for maintenance and preservation investment. The following chart sets forth the estimated public and private cost needed over the next decade to maintain and preserve the existing housing stock in the 5 cities. The information was supplied by each city as a part of the Housing Challenge 2020 Forum, November 1996. Public and Private Cost to Maintain and Preserve Existing, Housing in 5 Cities City Total % Older Rehab Demo Rehab Demo Owner Public Units Units Owner Owner Rental Rental Cost Cost Occupy. B. Ctr 11.713 58.4 1,210 64 416 22 $18,687,200 $8,008.800 B. Park 21.265 23.5 4,500 0 1.500 500 $97.500.000 $6.000.0000 Crystal 9.541 67.2 370 175 212 0 $8,730.000 $8,575,000 • N. Hope 8,795 27.4 57 10 79 0 $722.500 $1,562.500 Robbins 6,155 74.0 50 130 600 0 $720,000 58.580,000 Totals 57,469 43.87 6,187 379 2,337 522 $126.359.700 $32.726,300 Another trend that will have an impact on existing housing stock over time is the rate of change from homeowner to rental property. In the 5 city group there are indicators that show this trend to be occurring, for instance, in Brooklyn Center the city lost 8.75% of its ownership units in the past decade. Sales Activities Single Family January - December 1996 Single Family Sales Units Sold Dollar Amount Ave List Price Ave Sell Price Brooklyn Center 310 $26,397,666 $86,211 $85,153 Brooklyn Park 847 $98,173,000 $116,989 $115,906 Crystal 283 $25,520,179 $91,987 $90,177 New Hope 197 $22,153,270 $114,093 $121,453 Robbinsdale 249 $22,511,523 $92,106 $90,407 ti: \SJiC.Gbl,NilIC\FEAS1097.DOC 9 Sale market prices in the 5 cities are slightly higher than inner city sale prices. The average sales price however has been flat for the past 5 years and has not kept pace with inflation or sector price increases in other portions of the region. Also these residential sales, typically, are older properties in need major rehabilitation work. Current market prices in the 5 cities generally indicate a flat, non - growing property valuation trend. This reflects a growing need for home improvements and related housing enhancements to compete with the broader metropolitan housing valuation trends, which is showing a significant increase. The average sales price in 1990 for the region was $108,988. Maintenance and reinvestment are, therefore, critical elements to improve over time the 5 -city residential tax base. (Brooklyn Park and New Hope are exceptions to this trend.) Overall Program Feasibilitv The need for the program is clearly present. Home owners and potential buyers will use a "one -stop home ownership resource center" for a great variety of programs and services. This has been shown by GMMHC at its Northeast Home Ownership Center. Whether or not the 5 -city "resource center" can become a reality is dependent on each organization agreeing to fund a portion of the total projected operating costs of the "center".. The proposal brings together several levels of government, e.g., the cities, Hennepin County and the Metropolitan Council, the private, and non - profit sectors, e.g., GMMHC and potentially the McKnight Foundation. If one or more of these potential funding resources elects not to participate, the program would have to be revamped substantially. Projected 3 Year Source of Funding for 5-City Homeownership Resource Center i Revenue Year 1 Year 2 Year 3 Totals Sources McKnight $100,000 $100,000 $100,000 $300,000 Foundation Metro Council $60,000 $72,500 $97,500 $230,000 Hennepin $60,000 $72,500 $97,500 5230,000 County Cities $25,000 $30,000 $35,000 $90,000 GMMHC $10,900 $11,525 $15,450 $37,875 Totals $255,900 $286,525 $345,450 $887,875 • 1 7 : \ SNIOGNLNI110YEAS1097.DOC 10 North Suburban Housing Resource Center Three Year Program Budget • j ( Year 1 i j Year 2 1 j Year 3 j Totals Administration 1FTE j (Salaries /Taxes/Fringe) Program Manager 0.5 S 30,000 0.5 j S 32,000 10.5 j S 34,000 j S 96,000 Program Coordinator j t$ 45,000 11 ! S 46,500 1 I S 48,050 j S 139,550 Construction Manager i2 S 87,500 j2.5 S 109,375 13 ! S 131,250 I $ 328,125 Program Associate 1 S 30,000 12 1 S 62,000 13 j S 93,000 S 185,000 I i I I I I I Sub Totals 11.5 j S 192,500 j6 S 2.19,875 j7.5 I S 306,300 I S 748,675 Professional Services j Marketing & Promotional i S 7,500 1 S 5,000 1 I S 5,000 j S 17,500 Accounting/Legal /Audit j S 5,000 S 6,000 ( S 7,000 j S 18,000 I j I Sub Totals 1 S 12,500 ' ' i S 11,0007 S 12,000 1 S 35,500 i i r i Operating Expenses 1 P g P i 1 i Equipment S 25,000 ; j S 4,000 S 3,000 ! S 32,000 Dues & Subscriptions S 150 S 200 S 250 i S 600 Insurance i ! S 500 ! S 500 1 S 500 1 S 1 Postage j$ 750 ' 1 S 1,500 1 S 2,250 1 S 4,500 Printing & Publication i S 1,000 S 1,750 S 2,250 1 S 5,000 Office Supplies S 1,000 S 1.200 ! S 1,400 j S 3,600 Telephone S 9.000 S 2,000 S 2,000 S 13,000 Rent S 13,000 S 14,000 S 15,000 i S 42,000 Miscellaneous j S 500 S 500 j ; S 500 S 1,500 Subtotals S 50,900 S 25,650 S 27,150 j S 103,700 1 Totals S 255,900 S 286,525 S 345,450 1 S 887,875 •