HomeMy WebLinkAbout1994 10-17 CCP Work Session a3
CITY COUNCIL AGENDA
CITY OF BROOKLYN CENTER
OCTOBER 17, 1994
7 p.m.
Council Budget Work Session
CITY HALT, COUNCIL, CHAMBERS
1. Call to Order
2. Roll Call
3. Review of Mission Statement
4. Review of Proposed 1995 Budget
5. Adjournment
MEMORANDUM
TO: Todd Paulson
Councilmember Barb Kalligher
Councilmember Kristen Mann
Councilmember Dave Rosene
Councilmember Celia Svardal
FROM: Gerald G. Splinter, City Manager
DATE: October 13, 1994
SUBJECT: Brooklyn Center Mission Statement
Attached please find copies of the drafts developed from the July 21, 1993, Brooklyn
Center City Council planning session. We were able to locate some of the missing
elements that we believed were involved and some reporting materials submitted to you
for consideration on that evening.
Attached is the following:
• Draft of the Brooklyn Center Mission Statement with a listing of synonyms for the
words assure and effective.
• A listing of issues by the following categories:
• Public Facilities /Municipal Operations
• Budget and Finance /Administration
• Public /Crime Safety
• Diversity
• Community Development
• Copies of mission statement and objectives submitted by Mayor Paulson and
Councilmember Scott
• Copies of two memorandums, one dated July 16, 1993, and the other July 19,
1993, from the City Manager to the City Council with attached materials relating
to the July 21, 1993, planning session.
Attachments
R FT
CITY OF BROOKLYN CENTER
MISSION STATEMENT
The mission of the City of Brooklyn Center is to assure-' the
quality of life for our diverse community by providing the
municipal services of public safety, finance and administration,
community development, and public works in an effective
manner.
Synonyms
1 - Assure
insure, pledge, warrant, inspire to, aspire to
2 - Effective
capable, competent, efficient, efficacious, proficient, practical, functional,
sound, cogent
CITY OF BROOKLYN CENTER VISIONING EXERCISE
July ly 21, 1993
PUBLIC FACILITIES/MUNICIPAL OPERATIONS
✓ Revitalization of infrastructure.
✓ Beyond 2011 - All streets will have concrete curb and gutter.
✓ Completion of reforestation /street scape.
✓ Beyond 2011 - All of our sewers will be adequate and have gaskets.
✓ City facilities are in a condition to provide accessibility to persons with
disabilities; are safe and comfortable for our employees and residents; and meet
the needs to provide services demanded /desired by the public.
✓ Beyond 2011 - A recreation center for seniors and young teens (with an indoor
ice arena).
✓ Completion of bike and trail system.
✓ Park trailways integrated between neighboring communities.
✓ Beyond 2000 - Parks totally accessible to all ages, genders, and handicapped
with facilities available for everyone. Passive access for seniors. Rivers and
lakes accessible to bicycles and walkers with resting areas.
✓ Expanded park land for active sports (more female and elderly use).
-1-
CITY OF BROOKLYN CENTER VISIONING EXERCISE
July 21, 1993
BUDGET AND FINANCE /ADMINISTRATION
✓ City finances be more in control by city council.
✓ Finance - The federal government has come to the realization that local
government (cities) is the best choice to spend tax dollars and finally gives the
type of government that is closest to the people the money to provide the
services and facilities they need. (Eliminates a lot of wasted "handling
charges" along the way.)
✓ The state, the citizens invest in their city. Support services with resources.
✓ The City has adequate funding sources to meet the needs of services desired by
the community.
✓ City has available at least two additional revenue sources.
✓ The City works cooperatively with other communities to provide services at a
lower cost while maintaining high levels of service.
✓ Greater use of intercommunity service provision and cooperation.
✓ The City places a high priority on customer service /satisfaction in provision of
all services.
✓ The City as an employer is appealing to highly qualified and desirable
applicants.
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CITY OF BROOKLYN CENTER VISIONING EXERCISE
July 21, 1993
PUBLIC /CRIME SAFETY
of Brooklyn Center has #1 police force in metro area.
✓ 2000 - Crime rate goes down for eighth year in a row.
✓ Every citizen of Brooklyn Center has the right to live free from violence and
other crime. It is the policy of the City of Brooklyn Center to devote resources
and training, and to encourage programs that promote peaceful, harmonious
living.
✓ Residents will have a reduced fear of personal safety when living in and
moving about the community.
✓ 2000 - Any person will be free to go anywhere in the city at any time of day
alone.
✓ Crime /Drugs - 1) Continue to educate the children to get a drug -free
environment (DARE); 2) Keep up with the aggressive approach on crime in our
community, making it NUMBER ONE; 3) Pass gun- control laws.
✓ An educated, younger citizenry, who resist drugs, gangs, etc., that are capable
of making good decisions. Adequate police officers to control crime.
Domestic violence almost nonexistent. Vandalism at a minimum; ditto,
shoplifting. Youthful offenders required to perform hours of community
service.
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CITY OF BROOKLYN CENTER VISIONING EXERCISE
July 21, 1993
DIVERSITY
✓ Celebrate cultural diversity.
✓ Celebration of diversity.
✓ The community is diverse but works together and lives side by side in
harmony.
✓ Diversity - An open - minded community that is willing to accept everyone as an
equal, regardless of race, age, gender, handicap, or sexual proclivity.
✓ 2011 - Brooklyn Center will celebrate its 20th and best -ever Heritage Festival.
The sharing of diverse cultures will make it seem like a world's fair.
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GOAL /OBJECTIVE
DIVERSITY
To achieve an open - minded and enlightened community that works and lives
together in harmony without prejudice, Brooklyn Center will:
• acknowledge and celebrate its diversity of culture, race, gender, disability,
religion, age, and sexual preference;*
• participate in the Heritage Festival;
• provide diversity education for the City's staff, officials, and community;
• treat every person with dignity, respect, courtesy, and understanding; and
• provide an educational and business atmosphere that allows each individual
to reach his or her full potential.
OR
• develop an educational ethic that fosters an atmosphere of each individual's
full growth potential.
* The City's standard statement is we will not discriminate based on race, color,
creed, national origin, sex, age, religion, marital status, political affiliation,
disability, public assistance status, or sexual preference.
CITY OF BROOKLYN CENTER VISIONING EXERCISE
July 21, 1993
COMMUNITY DEVELOPMENT
Housing, Economic Development, Communications
✓ Beyond 2011- The housing stock of Brooklyn Center, while "affordable ", will
be above bargain- basement price /quality.
✓ Prospective residents will seek out Brooklyn Center as a desirable place to live,
raise a family, work, go to school, etc.
✓ 2000, Housing - Adequate, clean, attractive, affordable housing for all citizens.
✓ Home values go up from redevelopment and rehabilitation.
✓ Fewer rental units in Brooklyn Center now; make room for single - family
housing.
✓ 2000, Housing - The need to address improving housing stock: 1) Affordable,
seniors and young families; 2) New development of houses for large families
(4 bedrooms and up); 3) Apartments, clean up; 4) Code enforcement of older
homes.
✓ The housing stock, even though aging, is maintained in good condition.
✓ Defined, preserved neighborhoods accommodating all income levels.
✓ 2011 - We will have an ideal balance between single - family and multi - family
residences.
✓ Beyond 2011 - Brooklyn Center will have at least two "quaint" areas: one a
residential neighborhood of some type and one a shopping area.
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CITY OF BROOKLYN CENTER VISIONING EXERCISE
July 21, 1993
✓ Image that ties the whole community together as Brooklyn Center - building
styles, street scape, etc.
✓ Brooklyn Center's image attracts new families and business because of its close -
knit community atmosphere.
✓ Business - A united business community that participates and contributes to the
city and takes an active role in both development and redevelopment. One that
actively pursues the relocation of new prime business /company relocation to
Brooklyn Center.
✓ Revitalized Brookdale area.
✓ Brooklyn Boulevard becomes a shopping, eating, strolling attraction for metro
area.
✓ 2011 - Brooklyn Boulevard oulevard will look good. It will have a pedestrian scale and
unity. The home occupations and single - family residences will have moved.
✓ Businesses are attracted to Brooklyn Center because it provides a stable work
force, safe environment, good transportation access, affordable taxes, etc.
✓ Historical preservation.
✓ Diverse commerce.
✓ 2011 - Our senior_ center will have room enough for functions of various kinds
and will have decor of old Hahn House.
✓ Emphasis of Mississippi River as asset.
✓ One school district for Brooklyn Center.
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CITY OF BROOKLYN CENTER VISIONING EXERCISE
0 July 21, 1993
of 2000 - Every residence will be within a five minute walk of a beautifully
landscaped bus -stop shelter.
✓ Transit allows free movement anywhere within Brooklyn Center without cars:
Dial a Ride; Hubs, Intra Suburban Connections.
✓ Transportation between neighboring communities.
✓ Residential involvement in government process.
✓ Continue biannual planning process. Community survey every five years.
✓ Less government; more joint powers.
✓ Update (review) Year 2000 Report.
✓ C -
Communications An informed citizenry that feel free to speak their minds at
public /private meetings and to offer their experience /opinions.
✓ Citizens participate in Brooklyn Center civic life and decisions more than any
other community.
- 2011 -
Communication -NOW 1993 2011 Finally get the media to recognize us as
Brooklyn Center, not Brooklyn Park!
✓ Residents and businesses feel informed about what's going on in City
government.
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CITY OF BROOKLYN CENTER
MISSION STATEMENT
To assure the quality of life for all our citizens by providing
the necessary services in an efficient and cost effective manner.
OBJECTIVES
... To meet the present needs of those who live and work in our
city and to plan for anticipated future needs.
... To employ a high standard of ethics by all city employees in
all matters in order to instill confidence in the integrity
Of city government.
To treat everyone with dignity, respect, courtesy and under -
standing.
... To budget city funds in the most effective and efficient
manner possible to provide for the needs and welfare of our
citizens.
... To maintain communications with our citizens. We will provide
information on a timely basis to assist our citizens in their
understanding of public programs and projects. We will listen
to our residents and be sensitive to their concerns.
... To provide services in a prompt, effective and positive
manner.
... To provide services, housing and activities to all citizens
regardless of gender, race, age or financial ability.
•.• To maintain adequate growth in our financial base in order to
provide for the future needs of our city.
••• To provide effective leadership in order to motivate both
citizens and employees, discourage inefficiency and improve
productivity and the quality of life in Brooklyn Center.
TO C/(
.
MISSION STATEMENT
The goal of the citizens of the City of Brooklyn Center is
to have effective and efficient local government service
that provides:
* Tudkmgmd public safety
* f u-6 k'c... wo ✓kS
* finance and administration
* community development.
MEMORANDUM
TO: Mayor Todd Paulson
Councilmember Barb Kalligher
Councilmember Kristen Mann
Councilmember Dave Rosene
Councilmember Celia Scott
FROM: Jerry Splinter, City Manager
DATE: July 16, 1993
SUBJECT: JULY 21 1993 PLANNING SESSION
Enclosed is the planning session agenda suggested by Mayor Paulson.
I've also enclosed the following:
L Copies of sample mission statements from other
communities.
2. Report on Status of 1993 Brooklyn Center
Priorities.
3. Listing of 1994 Operating Budget Issues.
4. Listing of 1994 Capital Improvement Issues.
5. Brooklyn Center Year 2000 Report
I will be delivering to the council on Monday evening a memorandum
summarizing my view of the major priorities for Brooklyn Center.
Enclosures
I
BROOKLYN CENTER PLANNING WORK SESSION AGENDA
JULY 21, 1993
6:00 -6:45 p.m. MISSION STATEMENT
The Council will draft one sentence describing the reasons we are
incorporated as a City and what the functions of a City should be.
This will also serve to set the broadest overview of policy setting
objectives.
The Council will draft a second sentence which articulates the
governance philosophy the Council will use when making decisions
that carry out those functions.
6:45 -7:00 p.m. PRIORITY REVIEW
Three years ago the City Council established priority rankings of the
major issues facing Brooklyn Center. The Council will review
priority rankings, amend them if needed, and affirm them if desired.
7:00 p.m. DINNER
8:00 -9:30 p.m. VISIONING EXERCISE
Each Councilme ber
m will be asked to envision how they would like
the community to look and what will be the positive changes that
people will be reading about Brooklyn Center in the Year 2000. Each
item and idea will then be grouped under the priority categories
established in the priorities review.
POLICY FORMATION
Simple declarative sentences that spell out the public policy of one
particular function, issue, or procedure will be drafted by individual
Councilmembers. The Council would then discuss and amend those
policy declarations and attempt to reach consensus on the principles
and wording.
MISSION
ST
ATEMENT
ITY OF
TEXAS
()U goal is to assure the health, . safet y, and well -been community
g of our
and to be a model of •
effective and
efficie
nt
service delivery
�
1
WE BELIEVE Primary res�� is to those who wor
our
contact with our City. We are committed to enhance their' ' ' or otherwise come in
b y provdjug
services which are r by 211 and reflective of our c nn�s ddesiij ea'emplary
VE responsive to B ELIEVE th r1an to l:isteu to and stay in touch with our citizens, being sensitive and Orly ffiroto
WE BELIEVE that the employees of the City are its most important resource,
will our mission be accomplished We will support one another with dignity �'pe and them
concern and we will take pride in our work '
W E BOME that as trustees of public
an d effective manner possible resources, we are obligated to work in the most efficient
an
WE BELIEVE that through planning and innovation, we Will provide a vision for the future
MANAGEMENT INFORMATION SERVICE
REFERENCE NUmSER
105891
WAKE COORDINATED TRANSPORTATION S- ERVICES (4dCTS)
ADVISORY BOARD
MISSION STATEMENT
The mission of the Members of the Wake Coordinated
Transportation Services (WCTS) Advisory Board is to:
1. Represent citizens of Wake County in matters relating
to the essential transportation needs of people seeking
services offered by Wake County Human Services
agencies.
2. Review and approve the updated 5-year Transportation
Development Plan annually.
3. Educate the public about and promote the utilization of
our coordinated transportation system.
4. Meet with County staff at least bi monthly to
discuss the current quality of services, (operating
report), areas needing more attention, agency concerns,
new ideas, current events in public transportation,
grant applications, etc.
5. Serve 2 -year terms with appointments effective
beginning October 1st.
6
f 4
Ilt. MISSION STATEMENT {6
Portage Township is a progressive, professional, public- oriented township.
Portage Township is Progressive. To provide for the present needs of its citizens as well as
anticipated future needs, Portage Township realizes it must prepare the foundation today to serve
its citizenry better tomorrow.
Portage Township is Professional. In all aspects of operation, Portage Township officials and
employees follow a strict professional and ethical code. From the hiring of
delivery of services, Portage Township believes, to service the u li new employees to the
nffininalhi 6i>h i i I _ .._�.. P mofe P fff rtivaV 'lnri
Portage Township is Public-oriented. The end aim of all government is to serve the public. in
line with this belief, Portage Township provides prompt and courteous services to the residents of
the Township. Elected officials and employees of the Township are dedicated to providing for the
welfare of all Township residents.
-
5
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y /.
If Third, the management plan will strengthen leadership nd
s. ° dtoperatingrconstraiderstandinq of the City's basic mission
rovide constraints will enable staff to make decisions
y ,d P policy guidance from a broader perspective.
e ating the meaning of activities Cominuni
strengthens the commitment
of employees in providing quality services and programs.
Finally, goal Betting will be use
in the Tutu
ce allocation decisions. The conce t ofs the
basis for res re
d
setting will be transferred to the budget development goal
Beginning with the 1989 budget, bud et e p Process.
will be goal- oriented. g xpenditure requests
based on the extent to which Dore a allocation decisions will be
planned goals.and obj ectiv es .
grams and activities accomplish
.
THE GOAL AND OBJECTIVE SETTING PROCESS
The goals and objectives
es i
developed with two principle in the 1988 Management Plan were
in mind. F
goals were developed to reflect oals first, departmental
values of the organization. g of the City and basic
.address future needs or issue
al goals s that may affect City operations.
may
Departmen su '
su l u _ . al.. ,y`yv ytl QesC t� rN i V ' C mi nn4 ,,
operating goals, and busine$s�s hidsoph .
Y e City's purpose for existence,
P
tatement Of The Cit 's Mission
are: Service is the City's business. General goals of the city
. Y
To provide services to Newark residents in a cost - effective
way with an emphasis on quality, value and responsibility.
To embody a „ customer se
citizens in
responsive.; rviCe Philosoph ff b
a manner that is courteous, hel pful L
pful and
To provide equal access of services.
activities to all citizens. Programs, and
a. To uphold the Cit 's Code of
highest standards of moralit Ethics to maintain the
in the integrity of government., and instill confidence
' - To de a
maintain
maintain in dequ ate gr in our financial base and
level of services.
- To preserve the City's quality
on enhancing the physical a of life with a focus
appearance of the City.
2
- -- .- uuo rur
To maintain controlled growth and compatible land use
patterns.
- To iaintain and recruit a qualified, professional work-
force to uphold our service commItment.
To develop a "team*" approach to managing the City, policy
development, and problem solving.
To provide effective leadership in order to motivate
employees, discourage complacency, and improve productivity.
To treat employees in a manner that we'would like employees
to treat citizens.
Organizational values
The City supports certain values which should guide the
City's direction in carrying out its mission. We believe in:
CARING
- for the citizens we serve
- for the employees with whom we serve
COURAGE
- to do what is right
to act decisively on what is wrong
COMMITMENT
to provide superior quality and service
to being the best
• to be dependable
to details of execution
COMPETENCY
- to learn, know and perform our jobs well
COMMUNICATION
• - to open informal channels of interaction at all levels.
The identification of critical issues served as an impetus
for the goal setting process. Departmental goals were developed
based on issues and problems affecting the City's operating
environment. External and internal environmental factors were 3 =
,examined to plan the future direction of the City and its
3
a
Y
Y
JUL 16 '93 09:36 TO:5693494 FROM:LOGIS T -719 P.01
.000T.5 STATenEtnT of cu
�ss�an.
r fie mission of Lows is to provide a futt range of Cow lsk
h:%cjh.- r eliability faTs and re lated support services to
)"t'ti.nnesota municipal ovet-rtment agencies and other
appropriate government enti.fw
Ou 1 hers: ^
We work for our members ` e, are committed to show respect, t
P atience, understanding, and empathy for them of alt Timex
*We listen openly to our members, and use both thee- knowledge
and ours to assist them try, making appropriate decisions.
•'We contribute to our members/capacity to prod=tivety z-, accomplish the business goats O.Fcity government. �n
Oar Ftn ployees: Q 1
Our staff is our most valua6Le resource, and as such, c
each staff persons
• Strives to 6e a professional in image, behavior, and compe ferw
• rs Comm Ef fed to a " te am work environment" -- working toward
common goats, sharing responsibility a salty for projects,
and commctnicat'cn9 Affect Wety for efficient and effectLve
r e "fat .on of a tcIsIZ
• 1s committed to enhand their knowledge and experience
nngg rn
within our dynam#c envioronment.
• Js cornmitfed fo sowing prob(erns pr04cfivetq-
• T treated with 44n�ty and respect~
•,Las a unique contribution to mWa to f he 0rgpni,za£�*M
�s nwfivafed to achieve their futt potent and wtutnb
to work hard towarct it.
• W Wan& a voice in determining what and how Ev do things.
• r Wants io be accounfabte for resu[is and to be reeogniazed
and rewarded for their acfiWVCmerrts.
r essiond Tresen :
0 S su ports ernployw membership and participation.
in profs Wna.t orgdn- UatiOns that encoumge e 4nvn
i
of knowledge, viewpoint, and ezpercen we(.L as p�; ide
an apporfunify to share these characteristics wi ffs. Ehetr
colC.eagues,
Other C7avernmentat Units:
f VW are part of Mtnnesotds lo=L government gb=fure, i
which. is known. for extensive Lntergovernmen� Goap¢ratiort,
7fierefore, -w WLiL:
• • `Willingly and openly share our knowledge and ex
WEth, ever one to the sfate and (oca C government ,
cvmmun i y wrw seek it.
• Support other governmental units when we sure camstton
9
• Ackn,owt e infOrmatlon and assistance from other
9overnmen . units and respect their r
p pr rights
STATUS OF 1992 BROOKLYN CENTER PRIORITIES
NOVEMBER 1992
The City Council carried over priorities from the 1991 process into
1992. At some time in 1993 these priorities should be reviewed and
updated. The current listing of priorities is as follows:
1. Crime /Drugs
2. Budget /Finances
3. Housing
4. Communications
5. Economic Development /Redevelopment
6. Public Facilities
7. Demographic Changes
CURRENT STRATEGY STATUS REPORT:
1. CRIME /DRUGS
a. Drug Education /Prevention Programs.
The D.A.R.E. (Drug Awareness Resistance Education) is in its
fourth year operating in all four school districts within the
community serving 5th and 6th graders. Two of our officers
spend part time in these schools teaching this program from
September to June, during the normal school session. This
program continues to have a high acceptance level and
enthusiastic support of the school districts, the Police
department and the community.
The Joint Powers Drug Enforcement Program (Brooklyn Center,
Brooklyn Park, Coon Rapids and Maple Grove) is in its fourth
year of operation and is continuing its high quality efforts.
Over the time of its operation it has an excellent reputation
with the courts and the Police departments and the communities
involved. Its existence and activity is well noted by the
criminal community and is serving as an effective deterrent to
organized drug activity.
The first nine month of 1992 have shown a significant decline
in serious crime rates (part one crimes) ..Part one crimes are
the more serious crimes and they have dropped seven percent
over the first nine months and the less serious crimes have
dropped one percent for a total crime drop in all categories
of four percent.
-1-
This summer Brooklyn Center opened up the Humboldt Substation
for the Police Department and it is fully operational manned
by COP officers and volunteers. Early indications are this is
going to be an affective tool for the Police Department and
the Community in communicating with the citizens in this area
and addressing the fear surrounding those crime issues in the
area.
The Police Department is also working with the Brooklyn Park
Resource Center on 73rd and Noble just into Brooklyn Park.
This Community Resource Center is serving the citizens of the
northwest corner of Brooklyn Center in a similar manner as the
Humboldt Substation.
b. Crime Prevention Program.
We currently have approximately 75 Crime Watch groups active
in the community. This is up from 43 in 1991. Our Crime
Prevention Officer is working closely with the newly organized
and reconstituted apartment owners group to work with them on
solving crime problems in their apartment complexes. They are
working with this group to modify our trespass laws to allow
more flexibility in handling problem tenants and their guests.
C. Domestic Abuse Intervention Program (Project P.E.A.C.E.).
This program is in transition in 1992. Because of budget
pressures we changed from providing this service through our
own personnel to contracting for these services. We also
solicited other Police Departments in the area and
Robbinsdale, Maple Grove, Champlin and possibly Crystal will
be joining us in this program in 1993. The new joint powers
group will contract with the Peacemaker Center for this
service and the new director of the program, Lisa Growette,
will be working with the individual cities and setting up a
group of volunteers. Volunteers from the member communities
will assist each other when the regular volunteers are not
available. The program has worked very affectively to
increase our level of service this year and we are looking
forward to an even better year in 1993.
d.. Youth Outreach Program.
This year we contracted with INVITE to provide service to
troubled youth to divert them from gang and other. illegal
activities. This program is working out of the Firehouse Park
building and in 1993 state funding will run out. The budget
calls for financing this program out of General Fund proceeds
in 1993.
-2-
e• Crime Prevention Fund.
The Crime Prevention Fund enters its 12th year of service to
the community. This is a private, non- profit group which
offers rewards and "buy money" for use by the Police
Department and complements Police Department activities where
Public funds cannot be expended. They have over the years,
and again this year, worked closely ith the he Drug Awareness _
Commission, D.A.R.E. program and other community to
supplement gz'
ou 1 P
p ement c
P rime prevention D.A.R.E. and
dru
efforts. g .awareness
2. BUDGET /FINANCES
a. Legislative Efforts.
City staff members and members of the City Council have and
will continue to lobby our State legislators to emphasize the
need to stabilize State fiscal policy as it relates to local
government finances and aid. We again this year tend to
promote and encourage enactment of a fiscal note process which
will hopefully control mandates by the State and local
governments. Through the lobbying efforts of the North Metro
Mayors Association, the State League of Cities and the
Association of Metropolitan Municipalities efforts in a wide
number of areas will be made to assist cities in their
financial situations. The current mix of taxes produces an
imbalance of revenue flow from the metro area to outstate
communities at the expense of the metropolitan suburban
communities. It is our intention to work with various
lobbying efforts to gain more equitable treatment in the
future.
b. Financing Housing Programs.
In 1991 the Housing Implementation plan suggested
the cities seek legislative changes authorizing
additional funding sources to implement Brooklyn
Center's housing program. As a part of that effort
the state legislature removed levy limits which
will allow the City Council to consider an
increased levy for economic development and housing
purposes. The State legislature also authorized
Brooklyn Center to seek a referendum of the
citizens to implement a 1% tax on liquor and food
sales through restaurants. Unfortunately this
referendum initiative failed in this falls
election.
C. During 1992 the Brooklyn Center City Council approved the
establishment of a permanent advisory commission called
the Financial Commission. They empowered this commission
-3-
to review the budget and fiscal policies. This
commission, in conjunction with the City employees
developed a "Prioritization Process" which was designed
to evaluate General Fund expenditures and make suggested
cuts or revenue enhancement which would total at least
10% of the City's General Fund budget ($1,100,000). The
resulting prioritization recommendations suggested four
priority categories for implementation, should it become
necessary, totalling revenue enhancement or expenditure
reductions of $1,723,011.
3. HOUSING
a. Early in 1992 the City Council passed, after
recommendation by the Housing Commission, the extension
of the housing maintenance code to include
commercial /industrial buildings and sites. We now have
ordinances which will allow us to enforce the same
housing standards for commercial/ industrial buildings as
we do have for residential buildings.
b. Apartment Buyout Program.
In 1992 the City Council authorized the purchase of three
apartment buildings/ complexes. At this time one four
plex has been purchased at 6715 Humboldt Avenue. We are
in the process of negotiating the final terms for the
purchase of a four unit apartment complex at 6637
Humboldt Avenue and an 18 unit apartment complex at 65225
Willow Lane.
C.
Housing Revitalization Program Initiatives.
1. Staff has met with HUD, MHFA and Marquette Bank
Brookdale in an attempt to work out a program for
allowing renters to purchase single family
dwellings. After working with MHFA the Council
decided to contract with Vicki Murray to develop a
program which will assist us in implementing this
program through a marketing and education process.
2. EDA /HRA staff has worked with the Engineering
department in a series of meetings which led to the
approval by the southeast area neighborhood
advisory committee to proceed with a preliminary
report on a comprehensive street and utility
reconstruction program in this neighborhood.
d. Community Development Department.
The City Manager's 1993 proposed budget recommends, with
Financial Commission concurrence, the merger and
-4-
consolidation of the Planning and Inspections department
and the EDA /HRA department. This proposal will save the
General Fund budget approximately $50,000 annually and
will consolidate redevelopment planning and inspection
efforts into one department to facilitate coordination
and implementation of more effective redevelopment
programs.
e• Group Home Siting Process.
In 1992 the Planning Commission recommended and the City
Council adopted changes in our zoning ordinance which
modify the siting process for group homes. The process
was modified - to make the City's zoning ordinance
consistent with the State mandated licensing process for
these type facilities.
4. COMMUNICATIONS
The 1992 City Manager's proposed budget calls for the hiring
of a professionally qualified individual, part time or by
contract, to coordinate the City's communications efforts. In
1992 the City Council commenced telecasting of all City
Council meetings. In 1992 the City instituted, as recommended
by the Communications Task Force, an employee newsletter.
5• ECONOMIC DEVELOPMENT /REDEVELOPMENT
In the summer of 1992 the City Council approved a three city
business retention and development program. The joint powers
agreement between Blaine, Brooklyn Park and Brooklyn Center
contracted with the professional group to conduct the first
phase of the project. Phase I involves surveying various
elements of our business community regarding their activity,
types of business, material used, training and education
needs, and other business data. Teams of interviewers
personally visit each business to follow up on a mailed out
survey and complete the survey. The business advisory council
will be set up to analyze the data from the survey and members
of the education community (K -12, community college and
vocational college) will serve on the advisory committee and
assist in interviewing.
The City Council has also authorized a redevelopment study for
Brooklyn Boulevard. The current comprehensive plan for
Brooklyn Boulevard has not been affective in encouraging
redevelopment. The current study is approximately 50%
complete and the first draft of the report is due by the end
Of 1992.
-5-
6. PUBLIC FACILITIES
Currently the City Council has placed on hold consideration of
public building and facility expansions in the area of: City
Hall /Police Department, Fire Station remodeling, senior
citizen drop in center, ice arena feasibility, park and trail
system development in the Twin Lake area, and other trail
segments as a part of the bike and pedestrian trail system
plan. These improvements have been placed on hold because
during 1992 and possibility into 1993 the financial picture
for State aid and the stagnant economy makes pursuing a bond
issue election for these type projects questionable. Staff
has completed most preliminary studies on these projects and
awaits the Council's decision.
The City Council, as a part of reviewing the Twin Lakes park
concept plan did acquire through platting a nine acre site
adjacent to the Soo Line tracks and on the south end of the
north bay of Twin Lakes. In addition the City Council
purchased the only occupied site adjacent to the platted
property thus almost completing the purchase of the expanded
park site on the south end of the north bay of Twin Lake.
7. DEMOGRAPHIC CHANGES
Currently the City Council and staff are awaiting the final
detailed figures from the Census Bureau to conduct further
demographic analysis for Brooklyn Center.
-6-
1994 OPERATING BUDGET ISSUES
1. There has been a eneral 3
g 3% inflation rate in our economy and that inflation
rate is lower than the inflation rate of many of the materials, services, and
equipment purchased through our operating budgets (i.e. petroleum products
in the last few years have inflated at a rate of 5 to 6 %).
2. In the last few years and apparently in the future, we will be experiencing
fluctuations in the reliability of state local government aids and property tax
revenues.
3. Continued 6 1/2% Sales Tax on City Purchases.
4. Request for Additional Police Personnel.
5. Request for Expanded Promotional and Image Enhancement Program for
Brooklyn Center.
6. Management Information Systems Personnel in the Public Works and Utilities
Functional Areas.
7. The addition of expanded green areas, such as boulevards on T.H. 252 and
69th Avenue North and other locations, has created a need for additional
Park Maintenance capacity.
8. Personnel for Serving Expanded Neighborhood Advisory Committees Activity.
9. Funding for Intrasuburban Transit System (circular /dial -a -ride system).
10. Additional Fire Inspection Capacity.
11. Creation of a Central Garage Internal Service Fund.
12. Implementation of a Program (cost center) Budget.
13. Electronic Records Management System.
14. Performance Based Contract for Energy Management.
15. Organizational Evaluation Process.
16. Phase Two of Elimination of the Use of Certificates of Indebtedness.
MAJOR CAPITAL IMPROVEMENT ISSUES
1. Street /Utility Rehabilitation Program. (Residential �' .(R 1 and State Aid Streets -
Funding of Assessment Stabilization Program).
2. Park Buildings and Facility Rehabilitation /Replacement.
3. Apartment Unit Reduction /Rehabilitation Program.
4. Twin Lake Trail System.
5. Civic Center HVAC System Rehabilitation.
6. Required ADA Building Modifications.
7. . Refurbish /Additions to Fire Stations Nos. 1 & 2.
8. Refurbish /Addition to City Hall /Police Department Addition.
9. Refurbish /Addition to Community Center (Senior Center).
10. Refurbish /Addition to Public Works Garage (address air quality problems).
11. EBHC Building Addition /Parking Lot Expansion.
12. Scattered Site Single- Family Dilapidated Housing Removal Program.
13. Expanded Recreation Facilities: basketball, volleyball, baseball, softball,
hockey, etc.
14. Water Production, Storage, and Trunk Distribution Improvement Program.
15. Sewer Distribution and Lift Station Improvement Program.
16. Vehicle and Equipment Replacement Program.
17. Data Processing Improvement Program.
18. Brooklyn Boulevard /Brookdale Area Redevelopment.
19. Storm Drainage and Water Quality Improvement Program.
20. Completion of Bicycle and Pedestrian Trail System.
21. Liquor Store #3 Northbrook Lease /Own.
22. Projects Related to State Highway Improvements.
City of Eden Prairie
MISSION STATEMENT
We are committed to the growth of Eden Prairie as a city of unique character where people
can live, work, shop, and play, and where planning for the future and delivery of public
services contributes to a high- quality of life for all and a strong sense of community based
on 'fie tfiroi&h E,Xcef M—e."
MOTTO:
Pr d'e ` hrough EXcefkw
GOAT, STATEMENTS
PARKS AND OPEN SPACES
Goal: To have a well planned, abundant system of parks and open spaces which is safe and accessible by
trails. Natural amenities should be preserved. Outdoor uses should be diverse to appeal to the broadest
range of people, and there should be on -gotng evaluation of the changing needs for active and passive uses.
COMMUNITY DEVELOPMENT
Goal: To plan, encourage and support, responsible, timely developmentwhich integrates a range of housing
options, commercial /industrial land uses and parks and open spaces.
"DOWNTOWN"
Goal: To develop a special downtown center that will provide an active, bustling, central gathering point
that is pedestrian friendly, accessible to the entire community, and lend a small -town feeling and
opportunity for tradition.
TRANSPORTATION
Goal: Develop an integrated transportation system embodying bightiways, transit (including buses,
Rideshare, LR1) , and trail systems, all providing internal circulation and access to and from the City of Eden
Prairie.
PUBLIC SAFETY
Goal: To continue to have Eden Prairie known as a safe place to live, work, and play.
PUBLIC SERVICES
oal: To ensure that essential and desired services are provided at an acceptable cost which lead toward
a high - quality of life for all.
i
CITY OF EDEN PRAIRIE
_
Vrsion
"Our vision is that the City of Eden Prairie will become
known as a truly user-fiiendly, quality - driven public service
organization. "
_
i
1
f
Organization Mission
Our purpose is to deliver cost- effective, quality services to our
custorners. We will accomplish this by:
z ,
_
1 •
KnOlving our customers wants and needs
Satisfying our customers to the best of our ability with the
resources available
_
Valuing, respecting and recognizing our employees as our
most important resource
_
t
"Pride Through Excellence "
prepared by Management staff
April 22, 1993
MEMORANDUM
TO: Mayor Todd Paulson
Councilmember Dave Rosene
Councilmember Celia Scott
Councilmember Barb Kalligher
Councilmember Kristen Mann
FROM: Gerald G. Splinter, City J01
DATE: July 19, 1993
SUBJECT: 1994 PRIORITIES FOR BROOKLYN CENTER
I believe there are three major areas which the City Council must focus on as
priorities in 1994. The first is continued commitment to addressing Brooklyn
Center's "image concerns." We made a first step in the 1993 budget by
authorizing a part -time communications coordinator, and my request in the 1994
budget will be directed at giving this individual and the Communications Task
Force additional funds to do their work.
The second is the area of cultural diversity. Brooklyn Center is becoming
increasingly culturally diverse, and I believe a plan and /or process must be
developed to assist ss st the community in adapting t this P y p g o s chang e. I have talked to
Julie Eoloff of the Human Rights and Resources Commission and staff liaison
Geralyn Barone. The commission has suggested we proceed to implement some
processes for assisting the community d adapting to this change. However
P g
Y P g g
I believe their initial discussions and recommendations are not aggressive
enough. I believe a more aggressive program with funding in the area of
$10,000 to $15,000 should be developed to assist the city council commissions,
ss ons
P Y >
employees, and members of the community with seminars, training programs,
and
other rocesses which should i
p f consistently applied over time, assist the
community in adjusting to diversity.
The third area or issue of concern is the need for the city council to address the
building infrastructure needs of Brooklyn Center. Since the construction of the
Civic Center, Fire Stations, City Garage, and park facilities, a great deal of
Memo to Council Page 2 July 19, 1993
change has occurred in the volume, methods, and types of equipment used to
conduct Brooklyn Center's business. Fire stations are outmoded because of
increasing size and other changes in necessary vehicles and equipment. The
community center has significant accessibility and ADA problems and the issues
of additional physical fitness activities and senior activities leave the structure
lacking in its ability to address these needs. The public works garage, as per
our recent report, has massive deficiencies. Our police department has critical
space shortages. The council chambers is badly in need of renovation to make
our telecasts look professional. There are also space arrangement and shortage
problems with the general city hall offices. Our park facilities, such as
playground equipment and buildings, are in need of major renovation.
The need for improvement and expansion of these facilities is reaching a crisis
point. To finance improvements to city hall /police station, city garage,
community center, fire stations, and improvements to park buildings and
facilities will no doubt require a bond referendum of some type. Since our
initial consideration of these improvements, there have been changes to the way
school districts must address referendum and bond referendum, but there hasn't
been a great deal of change in the laws regulating City bond referendum. The
City has the choice to place bond issue referendums on the ballot at regular
general elections or do it as a special election. I recommend we start
immediately to develop a plan for the financing of these improvements and
holding a bond referendum.
Your capital improvement program for 1994 will be a comprehensive one
allowing for funding of the usual capital projects out of the general fund, capital
projects fund, special assessments, enterprise funds, and state aids. It will also
address the improvements to buildings which will require consideration by the
city council of a bond referendum for these improvements. Attached please find
individual sheets summarizing options, available funding sources, and city
manager recommendations. Your staff and I fully understand when you add up
all these improvements it amounts to a large sum. However, if we are to
continue to provide effective services to the community and address decaying
infrastructure, progress must be made toward renovation and expansion of these
facilities.
Memo to Council Page 3 July 19, 1993
I believe the three overriding issues facing Brooklyn Center at this point in time
and in the near future are the revitalization of our infrastructure, which impacts
our ability to offer basic services; addressing the issues of enhancing Brooklyn
Center's image; and cultural diversity in our community. I believe progress in
these three areas is critical to Brooklyn Center's long -term vitality.
CENTRAL GARAGE
ISSUES:
Air quality, ADA, EEO, Building Code and functional space needs
OPTIONS:
Options (as described in report by EPI):
Building Option 1 Air Quality Improvements only ......... $486,350
Building Option 2 Master Plan .................... 1,264,730
Building Option 3 Partial .......................... 971,755
State Improvements .............................. 839,250
Note on 7/12/93, the City Council selected Option 2 and directed staff
to develop an implementation plan, including financing plan.
AVAILABLE FUND SOURCES:
Capital Projects Fund, Water, Sewer, Storm Drainage Utilities Funds
CITY MANAGER'S RECOMMENDATIONS:
1. Proceed with Option 2 plus a part of the site improvements, i.e. —fuel
system and some site work, at an estimated cost of approximately $1.6
million.
2. Decide to finance this improvement from the available funds without the use
of G.O.Bonds (i.e. —no referendum vote needed).
3. Authorize staff to prepare an RFP for architect selection to proceed with
design and construction
CITY HALL
ISSUES:
Major space needs, especially in the Police Department
OPTIONS:
1. Short term (3 -5 years) remodelling (estimated cost: $1.5 million)
2. Construct Public Safety addition (estimated cost $7 million)
3. "Piecemeal" remodelling (estimated cost = ?)
AVAILABLE FUND SOURCES:
General Obligation Bonds, Capital Projects Fund
CITY MANAGER'S RECOMMENDATIONS:
1. Remodel Council Chambers as soon as possible using Capital Projects (cable
franchise) funds
2. Place Option 2 on the ballot
COMMUNITY CENTER
ISSUES:
Need for remodelling to meet ADA requirements, desire for more activity space
OPTIONS:
1. Minor remodelling for ADA/space requirements (estimated cost = ?)
2. Construct an activity /senior center (estimated cost = ?)
3. Construct an activity and fitness center (estimated cost = $10 million)
AVAILABLE FUND SOURCES:
General Obligation Bonds, Capital Projects, General Fund
CITY MANAGER'S RECOMMENDATIONS:
Place Option 2 on the ballot
FIRE STATIONS
ISSUES:
Space needs
OPTIONS:
Remodel and add to existing buildings (estimated cost = $1.2 million)
AVAILABLE FUND SOURCE:
General Obligation Bonds
CITY MANAGER'S RECOMMENDATION:
Place on ballot
i
PARKS
ISSUES:
Deteriorating playground, shelter, and other facilities and equipment. Opportunities
for new expansion facilities.
OPTIONS:
Park and Recreation Commission recommendations:
1. Replace major playground equipment (estimated cost = $600,000)
2. Remove, remodel, or repair shelter buildings, or replace with picnic shelters
where warranted (estimated cost = $1,300,000)
3. Make miscellaneous improvements where necessary (e.g., replace ball field
lights, ADA improvements, add trail lights, replace tennis courts, add
0 storage buildings) (estimated cost = $1.2 million)
4. Construe =
t Twin Lake trail system and park improvements (estimated cost
$750,000) (Fund sources include ISTEA, cities of Robbinsdale and Crystal,
and Capital Projects Fund, with some need for GO Bond funds)
5. Acquire and develop the Joslyn site (estimated cost = ?)
AVAILABLE FUND SOURCES:
General Obligation Bonds, Capital Projects Fund, General Fund
CITY MANAGER'S RECOMMENDATIONS:
1. Identify and proceed with items which can be funded without a referendum
bond issue (i.e. —from operating budget, capital projects fund, etc.)
2. Place remainder on the ballot
i
MEMORANDUM -
TO: Mayor Todd Paulson Chairman Donn Escher
Councilmember Kristen Mann Commissioner Denis Kelly
Councilmember Dave Rosene Commissioner Lee Anderson
Councilmember Barb Kalligher Commissioner Vi Kanatz
Councilmember Celia Scott Commissioner Larry Peterson
Commissioner Ned Storla
Commissioner Ron Christensen
FROM: Gerald G. Splinter, City Manager
DATE: October 7, 1994
SUBJECT: Supplemental Report for the 1995 City Manager's Proposed Budget
The City Council, as a part of their consideration of the preliminary 1995 levy and budget,
increased the City Manager's recommendation to include the approximate $100,000 funding
for an additional police officer, code enforcement officer, and police squad car. In the
discussions, Mayor Paulson requested, and the City Council concur, the City Manager and
staff were to present recommendations for reducing the total 1995 budget by approximately
$100,000.
Mr. Hansen, our Finance Director, and I have also been reviewing and refining revenue and
expenditure estimates. During the Financial Commission and City Council's joint review of
the preliminary budget, the City Manager stated he was reconsidering his cutting of the
"image campaign" from the originally submitted 1995 preliminary budget. To achieve the
City Council recommended cuts or revenue enhancements of $100,000 plus $25,000 for the
image campaign, I propose the following adjustments in the 1995 proposed City Manager's
budget to achieve those goals.
1. The Finance Department has refined the revenue estimates and recommends
increase in the following revenues:
Homestead credit $19,976
Amusement licenses $2,500
State police pension aid $3,164
25 640
2. We recommend eliminating the appropriation for the sixth squad car in the
amount of $20,060. Although the Council added this squad car in as a part of
their consideration of the 1995 preliminary budget, we believe they should
reconsider the addition. I have reviewed the budget with the Police Department,
and they believe they can function effectively with five new squad cars rather than
six. The sixth squad car was added in the budget to service the addition of three
full -time police officers to its complement. Because the current budget requests
one police patrol officer and one school liaison officer, the need for the
Memorandum -2- October 7, 1994
additional sixth squad car is significantly diminished. The school liaison officer
will not be using a marked patrol car on a regular basis, and we believe the
current complement of squad cars will not be taxed by the addition of one patrol
officer.
3. I recommend cutting $45,000 from the Police Department appropriations in the
1995 preliminary budget which is the amount intended for the installation of
Mobile Digital Terminals (MDTs). As a part of the City Manager's review of the
1995 preliminary budget, I chose to add the terminals because I believed they
would add to the overall effectiveness of the Police Department more than the
addition of one additional patrol officer. The cost of additional patrol officer is
roughly equivalent to the cost of the MDTs. If the Council believes the addition
of a patrol officer is an important factor, then I would recommend cutting the
MDTs.
4. The Street Department has a request for a new piece of equipment which is a
skid loader (bobcat) and a pavement grinding attachment in the amount of
$34,300 in the preliminary 1995 budget. If the Council is to reach the total net
reduction of $100,000 including the addition of the image campaign at $25,000,
I recommend this as the final item to be eliminated. This particular piece of
equipment was included in the preliminary budget because I believe it will make
the personnel in the Street Department more effective in its crack filling and
street maintenance responsibilities, but if the Council wishes to cut items for this
year, it could then be reconsidered for next year.
5. The Communications Task Force, Chamber of Commerce, and other civic
organizations are currently embarking on developing a promotional or "image
campaign" for Brooklyn Center. A number of community meetings have been
held to develop a strategy and plan for this type of program. I strongly believe
with the community -based effort, City involvement can be affected. Because of
the increased community support for this type of program, I recommend the
Council consider adding $25,000 to the 1995 budget to cover the City's share of
such a program.
If the above recommendations are adopted by the Brooklyn Center City Council, the net
reduction in the 1995 proposed budget would be $100,000. The City Council and
Commission members should recall, as a part of the department head proposals for the 1995
budget, there were additional personnel requests. To give you an historical perspective of
additions and deletions from our personnel complement, I have attached two tables covering
this subject. Should any members of the City Council or Commission have any further
questions with this matter, please do not hesitate to give me a call.
Attachments
9/27/94
forward \pers8595
CITY OF BROOKLYN CENTER
COMPARISON OF NON PUBLIC SAFETY FULL TIME EMPLOYEE
BUDGET YEARS 1985 TO 1995
Net
Department 1985 1995 Change
City Manager (2) 7.0 6.5 -0.5
Assessing 4.0 4.0 0.0
Finance 8.0 8.0 0.0
Govt Buildings (1) 6.0 2.0 -4.0
Mgmt Info Systems 1.0 1.0
Community Development 5.0 5.0 0.0
Engineering 9.0 9.0 0.0
Streets 13.0 13.0 0.0
Vehicle Maint 4.0 4.0 0.0
Recreation 6.0 6.0 0.0
Community Center (1) 2.0 2.0
Parks Maint 9.0 7.0 -2.0
Econ Dev Auth (2) 2.5 2.5
- - -- - - -- - - --
TOTAL 71.0 70.0 -1.0
Positions added during 10 year period.
Description Department Number
M.I.S. Coordinator M.I.S. 1
Secretary City Manager /E.D.A. 1
Secretary Comm Dev 1
Housing Inspector Comm Dev 1
E.D.A. Housing Coord E.D.A. 1
TOTALADDED 5
Positions eliminated during 10 year period.
Description Department Number
Custodians Govt Bldg 2
Secretary Comm Dev 1
Planner Comm Dev 1
Street/Park Supervisor Parks 1
Maintenance II Parks 1
TOTAL ELIMINATED 6
(1) Two positions were transfered from Govt Bldgs to Comm Ctr.
(2) One secretary position is shared by City Manager and E.D.A.
I
forwardlpolpers POLICE DEPARTMENT
FULL -TIME PERSONNEL
BUDGET YEARS 1985 -1995
1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995
Chief 1 1 1 1 1 1 1 1 1 1 1
Captains
Investigations 1 1 1 1 1 1 1 1 1 1 1
Patrol 1 1 1 1 1 1 1 1 1 1 1
Support Services 1 1 1 1
Total Captains 2 2 2 2 3 3 3 3 2 2 2
Sergeants
Patrol 5 5 5 5 5 5 5 5 5 5 5
Administrative 1 1 1
Community Services 1 1 1
Total Sergeants 5 5 5 5 5 5 5 5 7 7 7
Investigators
Investigators 5 5 5 5 5 5 5 5 5 5 5
Investigative Intern 1 1 1 1 1 1 1 1
Joint Task Drug Force 1 1 1 1 1 1
Total Investigators 6 6 6 6 6 7 7 7 6 6 6
Patrol Officers
Patrol 14 15 17 17 19 20 22 20 20 22 23
DARE 1 1 1 1 1 1
COP 2 2 2 2
Crime Prevention 1 1 1 1 1 1 1 1 1 1 1
School Liasion 1
Total Patrol Officers 15 16 18 18 20 22 24 24 24 26 28
Total Sworn Officers 29 30 32 32 35 38 40 40 40 42 44
Administrative Analyst 1 1 1 1 1 1 1 1 1 1 1
Staff Services Supervisor 1 1 1 1 1 1 1 1 1 1 1
Administrative Aid 1 1 1
Social Service Coordinator 1 1
Public Safety Dispatcher 6 6 6 6 6 6 6 6 6 6 6
Code Enforcement Officer 2 2 2 2 2 2 1 1 1 1 2
Property Room Supervisor 1 1 1 1 1
Police Secretary 1 1 1 2 2 2 2 2 2 2 2
Police Receptionist 1 1 1 1 1 1 1 1
Police Class. Operator 1 1 1 1 1 1 1 1
Total Civilian Employees 12 12 12 14 14 14 15 15 14 14 15
Total Full -time Employees 41 42 44 46 49 52 55 55 54 56 59
i i i
.
Council Meeting Date
31 City of Brooklyn Center A Item Number
Request For Cou ncil Consideration
Item Description:
1995 City Manager's Preliminary Budget and Property Tax Levy. Report
Department Approval:
PRELIMINARY
Gerald G. Splinter, City Manager
Manager's Review /Recommendation:
No comments to supplement this report Comments below /attached
Recommended City Council Action:
I recommend your favorable consideration of the attached resolutions establishing the preliminary 1995
levy and budget figures to be adopted prior to September 15, 1994, in accordance with State law.
Summa Explanation:
ry (supporting documentation attached �
Attached is a summary of the 1995 City Manager's Preliminary Budget. This preliminary budget is
designed to give the City Council sufficient information to approve a preliminary 1995 property tax levy
and budget total by the September 15, 1994, certification deadline established by State law. Counties
are responsible under the same law and regulation for mailing parcel specific. tax notices notifying
property owners of the required hearings to be held by cities, schools, counties, and other taxing
districts between November 15 and December 20 of each year. Under State law, cities must finalize
their property tax levies and budgets prior to December 28, 1994.
The 1995 preliminary budget is being submitted based on preliminaU estimates of revenues and
expenditures. Please understand these are preliminary figures which must be finalized in October and
November and, as in past years, are subject to considerable modification and change. The 1995
preliminary maximum budget levy of $6,418,684 would increase taxes on a $73,000 Brooklyn Center
home by $19.04 per year or $1.59 per month. During October and November we will have more
reliable figures on which to finalize the 1995 proposed budget. As in previous years, the City Council
should understand whatever you set the preliminary tax levy at for the 1995 budget, it cannot be
exceeded at a later time. You can levy less than what you establish in the preliminary 1995 levy but
you cannot increase it. While you certify the 1995 preliminary proposed budget amount in the same
fashion as the levy, the law allows you to increase the total budget amount but not the property tax levy
amount.
There are a number of significant factors which contribute to the complexity of the 1995 preliminary .
budget and levy report and they are as-follows:
1. The 1995 preliminary budget calls for a 4% increase ($436,538) in general fund spending. In
the general fund, non - property tax revenues are increasing by $25,280 in 1995. This contrasts
Request For Council Consideration Page 2
to 1994 which experienced a decrease from 1993. However, that still means that $411,258 of
the general fund's $436,538 budget increase must be raised from the property tax.
2
The E.D.A. tax levy returns to the maximum allowed by State law compared to a levy that was
$10,000 less than the maximum in 1994.
3. The H.R.A. tax levy is projected to decrease slightly as it is directly related to the taxable
market value of the City which has declined in the last year.
4. The 1995 preliminary budget includes a $72,116 property tax levy for debt service on street
improvement bonds compared to zero bond payments in 1994.
5. One police officer is added to be a school liaison officer and the school will reimburse the City
for 75 % of the base pay.
6. One part-time secretary in the City Manager's /E.D.A. departments is converted to full-time.
7. The police department will get mobile data terminals in all squad cars at an annual cost of
$45,000.
8. The City's comprehensive plan will be updated through a $40,000 appropriation in the
community development department.
9. Capital outlays are up primarily because the general fund is paying $34,300 to the central garage
fund for one item of additional equipment and $80,895 to cover the difference between
accumulated depreciation and replacement cost on other equipment purchases.
10. In the 1994 budget, the City instituted a 2 % estimated uncollectible allowance for property taxes.
Based on continued shortfalls in collections and the recommendations of the City's auditors,
Deloitte & Touche, that allowance is raised to 3 % in the 1995 budget. This factor increases the
1995 budget taxes by $63,466.
11. An additional transfer of $450,000 from the special assessment debt service fund and $200,000
from the general fund will be made during 1994 to the central garage fund to help cover
inflation in the replacement cost of vehicles and equipment between the time of their original
purchase and their eventual replacement.
An additional complicating factor in the 1995 budget will be the tax impact on homestead single - family
homes will be magnified by, the fact that our commercial and industrial tax base has shrunk from its
1994 levels. Because commercial and industrial properties pay a significantly higher property tax rate
as a percent of value, when their value drops, those taxes shift to other properties and in this case
largely to single- family homestead properties. Our assessor points out the 4% increase in our overall
budget will result in an increase of 9.32 % in the tax on a $73,000 Brooklyn Center home. A significant
portion of this increase is due to a shift in taxes from commercial and industrial to homestead properties
because of the reduced value and lowered classification rates of commercial and industrial properties
in Brooklyn Center. This is a phenomena which is impacting virtually all communities. As the Council
reviews the 1995 preliminary budget, you can use a rule of thumb that each $100,000 in levy (spending)
equates to a $4.20 annual tax increase on an average $73,000 home.
Request For Council Consideration Page 3
Eliminated from departmental requests for 1995 were a number of major requests:
1. Three police officers requested by the police department, as well as the additional squad car and
equipment needed for this addition.
2. One code enforcement officer position requested jointly by the police and community
development departments.
3. A full -time fire marshal /inspector position and the third person duty crew requested by the fire
department.
4. One dump truck requested by the street department.
5. One full -time park maintenance and two converted from part-time to full -time custodial
maintenance personnel requested by the building and grounds and recreation departments.
6. Approximately $60,000 in computer and equipment requests including a computer disaster
recovery plan.
7. The image campaign $30,000; to hire a consultant to develop and help implement such a
program for the City. Also, the intern in communications $2,500 who would have developed
a customer /shopper program to monitor staff customer service.
I recommend the City Council approve the attached resolution setting the 1995 preliminary property tax
levy for Brooklyn Center at $6,418,684 and the preliminary 1995 general fund budget total at
$11,349,983. Under State law, the preliminary property tax levy cannot be exceeded once the City
Council approves the preliminary budget. The budget figure can be exceeded later if authorized by the
City Council. Because you can only lower the preliminary property tax levy, we recommend the 1995
preliminary levy be set on the high side to allow you flexibility in considering the proposed 1995 budget
and levy in December. It is my intention to submit to the City Council the City Manager's Proposed
Budget for 1995 by September 30. This document will have more reliable figures in which you can
make intelligent and informed decisions. This preliminary document is designed strictly to establish the
required preliminary property tax levy and budget figures to comply with State notice requirements.
This year your staff will again be working closely with the financial commission in reviewing the
proposed 1995 budget.
vo
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TABLE 2 - Capital Improve Program - Summary by Fund
"Where the Fun Would Come From"
06 Oct - 94 ..::::..........�98d;........ 1:......... 186 >::::.: >:: >:<::<:::
WATER UTILITY $741,740 $579,500 $567,250 $740,000 $200,000 $5,894,000
SANITARY SEWER UTILITY $596,910 $1,651,500 $1,244,250 $369,000 $330,000 $1,737,000
STORM DRAINAGE UTILITY $1,257,020 $1,930,000 $275,000 $710,200 $525,000 $3,250,000
MSA- REGULAR ACCOUNT #1496 $253,240 $860,000 $466,000 $1,915,000 $0 $1,270,000
MSA - LOCAL ACCOUNT #2900/11 ($98,960) $1,084,000 $419,500 $327,000 $165,000 $933,000
SPECIAL ASSESSMENTS $540,800 $2,008,800 $666,000 $832,000 $750,250 $1,180,500
CAPITAL IMPROVEMENTS FUND $1,951,500 $302,700 $812,500 $500,000 $0 $0
GOLF COURSE FUND $28,500 $158,200 $90,000 $200,000 $0 $0
LIQUOR STORE FUND $0 $55,000 $0 $0 $0 $0
CENTRAL GARAGE FUND $440,940 $394,100 $639,000 $360,800 $497,000 $1,619,920
EDA LEVY $125,000 $229,500 $262,500 $337,500 $325,000 $1,825,000 ,..
CDBG FUNDS $50,000 $75,000 $75,000 $100,000 $100,000 $600,000`
HERITAGE CENTER REVENUE $238,400 $162,900 $4,500 $11,000 $6,000 $0
OTHER FUNDS $225,000 $375,000 $1,062,500 $562,500 $675,000 $4,425,000
GENERAL OBLIGATION BONDS $835,000 $3,490,075 $14,516,200 $669,500 $1,072,250 $923,500"'' ".,
GENERAL FUND $246,050 $499,830 $384,000
$250,000 $230,000 $775,000
OTHER GOVERNMENTS $0 $453,000 $0 $0 $0 $0
Si`r <:tv
GRAND TOTAL $7,431,140 $14,309,105 $21,484,200 $7,884,500 $4,875,500 $24,432,920
TABLE 1 - Capital Improvement P *m - Summary by Functional Area
"When W ,a ould Be Spent"
06-Oct-94 . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . .
.......... . ..
PUBLIC UTILITY IMPROVEMENTS:
Water Utility Capital Projects 509.000 445,000 373,000 705,000 200,000 5.741.000
Sanitary Sewer Utility Capital Projects 280,000 1,09,000 1,129,000 329,000 330,000 1,645,000
Storm Drainage Utility Capital Projects 735,000 2,980,000 200,000 500.000 525.000 3,250,000
SUBTOTAL $1,524,000 $5,054,000 $1,702.000 $1.534,000 $1.055,000 $10,636,000
SIDEWALK/TRAIL IMPROVEMENTS:
Off-Street Trails 0 425,000 0 50.000 0 0
On-Street Trails 0 20,000 10,000 10,000 10,000 50,000
Sidewalks 0 127.000 60,000 25.000 25.000 125,000
SUBTOTAL $0 $572.0001 $70.0001 $85,000 $35.0001 $175,000
PARK IMPROVEMENTS $580,000 $2,325,175 $5,264,700 $270,000 $0 $0
COMMUNITY DEVELOPMENT $400,000 $650,000 $900,000 F $950.000 $1,100.000 $6.100.000
PUBLIC BUILDINGS $2,074,700 $1,432,100 $9.775,000 $0 $0 $750,000
STREET IMPROVEMENTS:
Sealcoating 120,000 120,000 120.000 120,000 120.000 600,000
Signals 0 150,000 275.000 0 0 0
State Aid Street Projects 319,500 2.073,000 809.000
2,527,000 0 1,999,000 1 1f -
Other Street Projects 1.247,250 1,068,500 1,345,000 1,241,500 1.952,500 2,378.000
Landscaping 0 170,000 0 0 0
SUBTOTAL $1,686,750 $3.581,500 $2,549,000 $3,888,500 $2.072.500 $4,977,000
CAPITAL EQUIPMENT:
Data Processing 113.750 183,230 290,000 200,000 110,000 175.000
Other Equipment 401,000 65.900 204,500 511.000 6.000 0 7f 7.
City Vehicles 650,940 445,200 729,000 446,000 497.000 1.619,920
0 1 -
SUBTOTAL L.5
$694.330 $1.22001 $1.157.000 $613.0:0
$1.794,920
r Wit
GRAND TOTAL $7,431,140 $14,309,105 $21,484,200 $7,884,500 $4,875,500 $24,432,920
. �.,.. It (�
TABLE 3 - Capital Improvement Program - CasIfBaA I sls
"Can We Afford To Make These Capital Outlays"
06-Oct-94 ....;:... ...1.994 .....................'1 X95:.....<:;::: >::: >::::... :>:<:: >.......:
...........................
Balance Jan 1 v: x $1,371,317 $1,551,107 $1,144,782 $1,130,909 ($332,679)
Revenues
Intergovernmental 838,185 850,000 850,000 850,000 850,000
Expenditures
Capital Outlays 253,240 860,000 466,000 1,915,000 0
Transfers to Other Funds 90,000 90,000 90,000 90,000 90,000
Debt Service 315,155 306,325 307,873 308,588 308,478
Balance Dec 31 $1,551,107 $1,144,782 $1,130, 909 ($332,679) $118,843
: �� • ;�:::'iJC•;- .,.��}�. ::;ti ?:':iii::} :: }.t
Balance Jan 1 $0 $0 $0 $0 $0
Revenues
Special Assessments
Other
Expenditures
Capital Outlays 0 0 0 0 0
Other
lence Dec 31 $0 $0 $0 $0 $0
:...:.:.....
tSttCi1'�l1�?AL• S`�',�.TE. A�[� - i.£t� .�'
Balance Jan 1 $2,495,376 $2,719,105 $1,771 ,060 $ 1,440,113 $ 1,185,119
Revenues
Investment Interest 124,769 135,955 88,553 72,006 59,256
Other
Expenditures
Capital Outlays (98,960) 1,084,000 419,500 327,000 165,000
Other
Balance Dec 31 $2,719,105 $1,771,060 $1,440,113 $1,185,119 $1,079,375
Balance Jan 1 $5,830,744 $4,127,785 $4,031,474 $3,420,548 $3,091,575
Revenues
Investment interest 248,541 206,389 201,574 171,027 154,579
Bond Proceeds 0 0 0 0 0
Expenditures
Capital Outlays 1,951,500 302,700 812,500 500,000 0
Debt Service
Balance Dec 31 $4,127,785 $4,031,474 $3,420,548 $3,091,575 $3,246,154
0 t0j:-
TABLE 4 - Capital Improvement Program - Summary, y c orLbIffy2d.
: r.
PLY.
06-Oct-94
PSjBLtG UTILITY IMPR OVEMENTS:
Water Utility 509,000 445.000 373,000 705,000 200,000 5,741,000
SAMi Utility 280,000 1,629,000 1,129,000 329,000 330,000 1,645,000
"ge Utility 735,000 2.980,000 200,000 500,000 525,000 3.250.000
(SIDEWALK/TRA
SUBTOTAL $1,524,000 $5,054,000 $1,702,000 $1,534.000 $1.055,000 $10,636,000
TRAILS
State Aid - Local Accounts 92911/#2900 0 395,000 10,000 60.000 10,000 50,000
Other Governments 0 50,000 0 0 0 0
SIDEWALKS
State Aid - Local Accounts 92911/#2900 0 127,000 60,000 25,000 25,000 125.000
PARK IMPROVEMENTS SUBTOTAL $01 $572,000 $70,000 $85,000 $35,000 $175,000
Capital Projects Fund 126,500 302,700 0 0 0 0
General Fund 0 101,000 0 0 0 0
Golf Course Fund 28,500 132,100 0 200,000 0 0
Storm Drainage Utility 425,000 100,000 0 0 0 0
GO Bonds 0 1,689.375 5,264,700 70,000 0 0
SUBTOTAL $580,000 $2,325,175 $5.264,700 $270,000 $0 $0
PUBLIC BUILDINGS
General Fund 12,300 170,100 0 0 0 0
Capital Improvements Fund 1,575,000 0 612,500 0 0 0
Water Utility 200,000 0 81,250 0 0 0
Sanitary Sewer Utility 200,000 0 81.250 0 0 0
Heritage Center/Other Revenue 87,400 107.000 500,000 0 0 750,000
GO Bonds 0 1,155,000 8,500,000 0 0 0
STREET IMPRQYEMERM SUBTOTAL $2.074,700 $1,432,100 $9,775,000 $0 $0 $750.000
MS��ular*1496 253,240 860,000 466,000 1 5,000 0 1.270,000
MS�l #2911/#2900 (98.960) 562.000 349,500 242,000 130,000 758,000
Wate'Wity 2,740 109.500 100,000 25.000 0 153,000
Sanitary Sewer Utility 4,410 22,500 21,000 30,000 0 92,000
Storm Drainage Utility 29,520 350,000 75,000 125.000 0 0
Special Assessments 540.800 508,800 666,000 832.000 750,250 1,180,500
GO Bonds 835,000 645,700 751,500 599,500 1,072,250 923,500
General Fund 120,000 120.000 120,000 120,000 120,000 600,000
Hennepin County 0 403,000 0 0 0 01
E'L . $1,686,750 $3,581,500 $2.549,000 $3,888.500 $2.072,500 $4,977,000
COMMUNITY DEM oPUNT -1
CDBG 50,000 75,000 75.000 100,000 100,000 600,000
EDA Levy 125.000 200,000 262,500 287,500 325,000 1,825,000
Other Funds 225,000 375.000 582,500 562,500 675.000 3,676,000
SUBTOTAL $400,000 $650,000 $900,000 - $950,000 $1,100.000 $6,100,000
CAPITAL EQUIPMENT
DATA PROCESSING
General Fund 113,750 98,730 264,000 130,000 110,000 175,000
Other Funds 0 84,500 26,000 70,000 0 0
•OTHER EQUIPMENT
General Fund 0 10,000 0 0 0 0
Heritage Center Revenue 151,000 55,900 4,500 11,000 6,000 0
Capital Improvements Fund 250,000 0 200,000 500,000 0 0
CENTRAL GARAGE VEHICLES & EQUIPMENT
Central Garage Fund 440,940 394,100 639,000 360,800 497,000 1,619,920
Golf Course Fund 0 26,100 90,000 0 0 0
Water Utility 30,000 25,000 0 0 0 0
San ftwer Utility
112,500 0 0 0 0 0
StorlWage Utility 67,500 0 0 85,200 0 0
SU BTOTAL $1,165 $694.330 $1.223,500 $1,157.220 L $613,000 $1,794,920
GRAND TOTAL $7,431,140 $14,309,105 $21,484,200 $7,884,500 $4,875,500 $24,432,920
TABLE A - Capital Improveme rogram - Detail of Capital Outlays
Water Utility dWital Improvements
c 94
,,... .....::..::: ::;::: :::;. � .:
::.tJ.:.:,::..: tf1: ...::.::.:.:.
EXPENDITURES:
WATER DISTRIBUTION SYSTEM
69th Avenue, Beard to Shingle Creek Pkwy 125,000 $o All water utility
69th Avenue, Shingle Creek Pkwy to Dupont 300,000
$0
Neighborhood Street Improvements 310,000 100,000 140,600 100,000 120,000 $750,000
WATER SUPPLY SYSTEM
2 MG Reservoir & Pumping Station $3,300,000
Construct Well #I 1
$1,000,000
MISCELLANEOUS PROJECTS
New Electric Controls at Wells 5, 6, 7 90,000 $
1694 & Dupont (South) 24" steel main 54,000 $0
Emergency tie -in to Brooklyn Park 225,000 $o
WATER TOWERS
Paint Tower #1 $166,000
Paint Tower #2 150,000 $
Paint Tower #3 158,000 $o
Landscape Tower #1 10,000
MISCELLANEOUS $0
Routine Well Maintenance 20,000 50,000 50,000 55,000 55,000 $275,000
Cathodic Protection 25,000 25,000 25,000 25,000 $125,000
SCADA Hardware & Software Update 20,000 $
SCADA Replacement $125,000
TOTAL EXPENDITURES $509 $445 ,000 $373 ,000 $705,000 $200,000 $5,741,000
FUND SOURCES:
Water Utility 509,000 445,000 373,000 705,000 200,000 $5,741,000
TOTAL $509,000 $445,000 $373,000 $705,000 $2 $5,741,000
TABLE B - Capital Improvement Program - Detail of Capital Outlays
Sanitary Sewer Utility Capital Improvements
EXPENDITURES:
LIFT STATIONS All San Sewer Utility
Replace Lift #1 and Forcemain 400,000 800,000 $0
Replace Lifts 10 & 11 100,000 $120,000
SEWER REPLACEMENT:
Trunk line, 69th Avenue to Lift Station #1 1,000,000 $
Neighborhood Street Improvements 275,000 200,000 300,000 200,000 300,000 $1,250,000
MISCELLANEOUS
Annual Televising Program 5,000 9,000 9,000 9,000 10,000 $50,000
1/1 Remediation Program 20,000 20,000 20,000 20,000 $100,000
INTRAC Replacement $125,000
TOTAL EXPENDITURES $280,000 $1,629,000 $1,129,000 $329,000 $330,000 $1,645,000
FUND SOURCES:
Sanitary Sewer Utility 280,000 1,629,000 1,129,000 329,000 330,000 $1,645,000
TOTAL $280.0001 $1,629,000 $1,129,000 $329,000 $330,000 $1,645,000
TABLE C - Capital Improvemen ogram - Detail of Capital Outlays
Storm Drainage Uti Ca ital Improv
9 p p ements
:;.:.
06- Oct -94 «< :::;::::<: >. > >::;:: :: >::::: >: >:::.:: :.;::.: €<:: ><< ;:.,:.<..:.;::<:::<r:::.:::.:.:::.
::.:'1:99?.: ;..::::. '1,a5;:::::<::;: ::<.:::.<::.;:.:. » {: >:.;:.::
.:..:.......:......., ........:....::.::..:' t .9f�:< >;:.;:. >;.:<::.;::: >: >;'t 917....::..::.:::.,. ,.. :::: >:«:<:;;:...
All Storm Drainage
EXPENDITURES Utility
Water Quality Improvements 50,000 50,000 50,000 50,000 50,000 $500,000
Regional Ponds /Other Improvements 250,000 275,000 $1,375,000
69th Avenue, Beard to Shingle Creek Pkwy 30,000
Neighborhood Street Improvements 655,000 200,000 150,000 200,000 200,000 $1,375,000
Brooklyn Gateway Pond* 730,000 $0
Shingle Creek Regional Pond 2,000,000 $0
TOTAL EXPENDITURES $735,000 $2,980,000 $200,000 $500,000 $525,000 $3,250,000
FUND SOURCES:
Storm Drainage Utility 735,000 1,480,000 200,000 500,000 525,000 3,250,000
Special Assessments 1,500,000
TOTAL $735,000 $2,980,000 $200,000 $500,000 $525,000 $3,250,000
*The Gateway Park Improvements, also to be funded by the SDU, are shown In Table E, Park Improvements
TABLE D - Capital Improvemeriwrogram - Detail of Capital Outlays
Sidewalk an ail Improvements
06-Oct-94
EXPENDITURES:
OFF-STREET TRAIL:
Brookdale Center Trail 300.000 $0 Local State Aid
Hennepin Parks' Riverridge Trail 50,000 $0 Hennepin County
NSP Easement Trail, Knox to Dupont 50.000 $0 Local State Aid
Willow Lane, 1694 to West River Road 25,000 $0 Local State Aid
69th Avenue, Shingle Creek Parkway-Duponi 50,000 $0 Local State Aid
ON-STREET TRAIL:
Marking and Signage 20.000 10,000 10,000 10,000 $50,000 Local State Aid
SIDEWALK:
Miscellaneous Repairs 75,000 25,000 25,000 25,000 $125,000 Local State Aid
Northway Drive 25,000 $0 Local State Aid
71 st/72nd Avenues, Noble to Halifax 27,000 $0 Local State Aid
55th Avenue, Lions Park to Logan 35,000 $0 Local State Aid
TOTAL EXPENDITURES $0 $572,000 $70,000 $85,000 $�35,000 $175,000
FUND SOURCES:
State Aid - Local Accounts #2911 /#2900 0 522,000 70,000 85.000 35,000 175,000
General Fund 0
Other Governments 0 50,000 0
TOTAL r $0 $572,000
TABLE E - Capital Improvement &gram - Detail of Capital Outlays
Park ImpMverrients
06- Oct -94
,.:
..... ............................... � :.::: ..: ,::.�,::.::::::.:3 :.:.:::: .:: r�. YY���: �.? Y: �:::: d fjL. j: �a: 4 �.it2��.I
EXPENDITURES:
Shingle Cr Corridor Rec Facility Study & EAW 50,000 $0 Capital Impr Fund
ADA: Trails & curb cuts 72,700 $0 Capital Impr Fund
Brooklyn Gateway Park 425,000 100,000 $0 Storm Drainage Utility
Repair ped bridges In parks /golf course 100,000 $0 Capital Impr Fund /Golf Crs
Replace Bleachers 56,000
$0 General Fund
Twin Lake Trail 450,000 $0 GO Park Bonds,ISTEA
Twin Lake traiihead acq & Improvements 300,000 $0 GO Park Bonds
Acquisition & development of Joslyn site 200,000
$0 GO Park Bonds
Hockey arena 4,000,000 $0 GO Park Bonds
Golf dome 200,000 $0 Golf Course Fund
INDIVIDUAL PARK IMPROVEMENTS
Bellvue
Shelter -120,000 $0 GO Park Bonds
Playground equipment 35,000
$0 GO Park Bonds
Brooklane
Shelter 10,775
$0 GO Park Bonds
Central
Playground equipment
$0 GO Park Bonds
Fix ball diamonds 20,000
$0 GO Park Bonds
Centerbrook Golf Course
Park shelter building 12,100 $0 Golf Course Fund
Build picnic shelter 120,000 $0 Golf Course Fund
Expand clubhouse ? $0 Golf Course Fund
TABLE E - Capital Improvemer)Wogram - Detail of Capital Outlays
Park 111 7rovements
. I . I . . . . . . . . .
Evergreen 06-Oct-94 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......... ... I ..................
Shelter 120.000 $0 GO Park Bonds
Build handcapped-access restroom 5,000 $0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Move hockey rink 40,000 $0 GO Park Bonds
Storage buildings 10,000 $0 General Fund
Satellite enclosures 5,000 $0 General Fund
Firehouse
Shelter 22.100 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Freeway
Trail lights 7,000 $0 GO Park Bonds
Garden City
Shelter 4.200 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Enlarge parking lot 30,000 $0 GO Park Bonds
Grandview
Shelter 45,000 $0 GO Park Bonds
Playground equipment 40,000 $0 GO Park Bonds
Move rink 12,000 $0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Trail lights 14,000 $0 GO Park Bonds
Happy Hollow
Shelter 60,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Kylawn
Shelter 120,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Hockey lights 50,000 $0 1 GO Park Bonds
TABLE E - Capital Improvemen ogram - Detail of Capital Outlays
Park HTFov
.. \F.T. :::: i:::.: <i::: is is ?•:�: �t: {t•iii':. ):•:'•.'£.:i4: - :...... :;; .�.J,ti< ., •::::•.i•: {: :A ' 1 . �
Evergreen
Shelter 120,000
$0 GO Park Bonds
Build handcapped access restroom 5,000 $0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Move hockey rink 40,000 $0 GO Park Bonds
Storage buildings 10,000
$0 General Fund
Satellite enclosures 5,000
$0 General Fund
Firehouse
Shelter 22,100 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Freeway
Trail lights 7,000 $0 GO Park Bonds
Garden City
Shelter 4,200 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Enlarge parking lot 30,000 $0 GO Park Bonds
Grandview
Shelter 45,000
$0 GO Park Bonds
Playground equipment 40,000
$0 GO Park Bonds
Move rink 12,000 $0 GO Park Bonds
Bail field lights 100,000 $0 GO Park Bonds
Trail lights 14,000 $0 GO Park Bonds
Happy Hollow
Shelter 60,000
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Kylawn
Shelter 120,000
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Hockey lights 50,000 $0 1 GO Park Bonds
TABLE E - Capital Improveme ogram - Detail of Capital Outlays
Park Im rovements
...
Evergreen
Shelter 120,000
$0 GO Park Bonds
Build handcapped- access restroom 5,000
$0 GO Park Bonds
Ball field lights 100,000
$0 GO Park Bonds
Move hockey rink 40,000 $0 GO Park Bonds
Storage buildings 10,000 $0 General Fund
Satellite enclosures 5,000
$0 General Fund
Firehouse
Shelter 22,100
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000
$0 GO Park Bonds
Freeway
Trail lights 7 $0 GO Park Bonds
Garden City
Shelter 4,200
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Enlarge parking lot 30,000
$0 GO Park Bonds
Grandview
Shelter 45,000
$0 GO Park Bonds
Playground equipment 40,000 $0 GO Park Bonds
Move rink 12,000
$0 GO Park Bonds
Ball field lights 100,000 $0 GO Park Bonds
Trail lights 14,000 $0 GO Park Bonds
Happy Hollow
Shelter 60,000
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Trail lights 7,000
$0 GO Park Bonds
Kylawn
Shelter 120,000
$0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Hockey lights 50,000
$0 1 GO Park Bonds
TABLE E - Capital Improvemen &ogram - Detail of Capital Outlays
Park IrMpnvements,
06 t
Oc 94
Lions
Build handicapped- access restrooms 5,000 $0 GO Park Bonds
Playground equipment 40,000 $0 Capital Impr Fund
Martin
Playground equipment 35,000 $0 GO Park Bonds
Northport
Shelter 100,000 $0 GO Park Bonds
Build handicapped- access restroom 5,000 $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
Storage buildings 10,000 $0 General Fund
Orchard
Shelter 100,000 $0 GO Park Bonds
Playground equipment 40,000 $0 Capital Impr Fund
Trail lights 7,000 $0 GO Park Bonds
E Palmer
Shelter 100,000 $0 GO Park Bonds
Playground equipment 35,000 $0 GO Park Bonds
Fix ball diamond $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
W Palmer
Shelter 80,000 $0 GO Park Bonds
Playground equipment 40,000 $0 Capital Impr Fund
Storage buildings 10,000 $0 General Fund
Trail lights 7,000 $0 GO Park Bonds
Nature Area
Build picnic shelter 80,000 $0 GO Park Bonds
Repi nature trail chips w /crushed limestone 25,500 $0 GO Park Bonds
Riverdale
Shelter 60,000 $0 GO Park Bonds
Playground equipment 1 1 35,000 $0 1 GO Park Bonds
TABLE E - Capital Improvemen ogram - Detail of Capital Outlays
Park I vements
.. 'ti99 <:::: ><::: >:< >...:::
:..... 4 ...................'1: 995.:::: >:: >:::: <::<::: >::::: >:: >9 < :> > :...:
06- Oct -94 . .
Twin Beach
Shelter 7,000
$0 GO Park Bonds
Playground equipment 35,000
$0 GO Park Bonds
Fishing pier, including parking lot 64,000
$0 GO Park Bonds
Extend trail 7,500
$0 GO Park Bonds
Wangstad
Playground equipment 35,000 $0 GO Park Bonds
Willow Lane
Shelter 106,000
$0 GO Park Bonds
Playground equipment 40,000
$0 Capita! Impr Fund
Ball field lighting 50,000
$0 GO Park Bonds
Tennis court 50,000
$0 GO Park Bonds
Trail lights 7,000
$0 GO Park Bonds
TOTAL EXPENDITURES $580,OOOT $2,325,175 $5,264,700 1 $270,000 $0 $0
FUND SOURCES:
Capital Impr Fund 126,500 302,700 0 0 0 0
General Fund 0 101,000 0 0 0 0
Golf Course 28,500 132,100 0 200,000 0 0
GO Bonds 0 1,689,375 5,264,700 70,000 0 0
Storm Drainage Utility 425,000 100,000 0 0 0 0
TOTAL $580,000 $2,325,175 $5,264,700 $270,000 - $ 0 1 $0
TABLE F - Capital Improvemen ogram - Detail of Capital Outlays
Public Build Improvements
.... ..........
........:...:.:.
EXPENDITURES:
CIVIC CENTER
SHORT TERM, INTERIM REMODELLING
Remodel Comm Dev, conf rooms, 600,000 Capital Impr Fund
add PD temporary trailer
LONG TERM NEEDS
Construct Public Safety addition and 6,000,000
$0 GO Bonds
remodel existing City Hall space $0 GO Bonds
OPTIONAL APPROACH:
Piecemeal Remodelling
Remodel Community Development offices ?
$0 Some combination of
Replace HVAC system ? $0 GO Bonds, Cap impr Fund
Remodel Council Chambers ?
$0 General Fund
Expand Police into file storage room ? $
Remodel Finance Department reception ? $0
Remodel Administration (Main) reception ? $
Add 2 conference rooms ? $0
Remodel Engineering offices ? $0
Cage phone/MIS area in basement ? $
Construct MIS Center ? $0
Replace underground storage tanks ?
Replace roof ? $0
ADA Compliance ? $0
TABLE F - Capital lmproveme ogram - Detail of Capital Outlays
Public BuildliT Improvements
.....5... ... " �:.:. �. { ?::. .::S::v :: .: .::: d::h: i:.iXi {k};; .: :ti4:v'i: ::i :::: .: :..: ..:: :. { {: :: .:. .i r. •'i:::'.ii ?i..... :. .: .:::: ......: :. ...:. ... .::::::::
— :::.$'iii: :•.
06 Oct -94
COMMUNITY CENTER
OPTION 1: Space Needs Study
Activity & Fitness Center 10,000,000 GO Bonds
OPTION 2: Alternative Approach
Activity Center 2,500,000
$0 GO Bonds
OTHER NEEDS:
Replace carpet 86,300
$0 Some combination of
Replace pool fitter disks 12,300 $0 General Fund, GO Bonds,
Ozonation system 37,800
$0 Capital Impr Fund
Renovate wading pool 46,000 $0
ADA Compliance ? ? $0
CENTRAL GARAGE IMPROVEMENTS
Building improvements 1,280,000 $0 Capital Impr, Utilities
Site improvements 95,000 325,000 $0 Capital Impr, Utilities
Additional Storage 450,000 $0 Capital Impr, Utilities
FIRE STATIONS
Remodel East Station 700,000
$0 GO Bonds
Remodel West Station 375,000
$0 GO Bonds
Replace East Station roof 70,000 $0 GO Bonds
E & W station dumpster enclosures 10,000 $0 GO Bonds
TOTAL EXPENDITURES $1,9137,3001 $1 $9,275,000 1 $o $0
TABLE F - Capital Improvement &gram - Detail of Capital Outlays
Public Buildin p
m rovements
06 Oct -
94
.....,< .....:::.::::::.::. �:. �,1.. ��: ::,«::: >:::::::;:::::::.;::::.: �.. �'..:.:.�:.:.::.�:: :::`x.:998:.:::.....:...
FUND SOURCES:
General Fund 12,300 170,100 0 0 0 $0
Capital Improvements Fund 1,575,000 612,500 $0
Water Utility 200,000 81,250 $0
Sanitary Sewer Utility 200,000 81,250 $0
EDA levy
$0
GO Bonds 0 1,155,000 8,500,000 0 0 $0
TOTAL $1 ,987,300 $1,325,100 $9,275,000 $0 $0 $0
TABLE G - Capital Improveme f rogram - Detail of Capital Outlays
Street I rovemen
is
06 -Oct-94 >«> ?<
....:::::...:.�.�'.� :.:,;.: .:::9�?:<
..... .............::..:.. ::: ,,� ..... T
EXPENDITURES:
SEALCOATING 120,000 120,000 120,000 120,000 120,000 $600,000 General Fund
SIGNALS I
Brooklyn Blvd & TH100 NB Ramp /Lilac Dr 150,000 $0 Local State Aid
Brooklyn Blvd & 51 st Avenue 150,000 $0 Local State Aid
Summit & Earle Brown W (Target Entrance) 125,000 $0 Special Assessments &
Local State Aid
STATE AID STREET PROJECTS
Shin le Parkway. 1 -94 to 69th A ve $319,500 $0
MSA- Regular #1496 253,240 $0 MSA - Regular #1496
MSA -Local #2911 / #2900 (129,440) $0 MSA -Local #2911 / #2900
Water Utility 2,740 $0 Water Utility
Sanitary Sewer Utility 4,410 $0 Sanitary Sewer Utility
Storm Drainage Utility 29,520 $0 Storm Drainage Utility
Special Assessments 188,550 $0 Special Assessments
57th Avenue Logan to Lygdale 1,130,000 $0
MSA - Regular #1496 404,000 $0 MSA- Regular #1496
MSA -Local #2911 / #2900 126,000 $0 MSA -Local #2911 / #2900
Water Utility 50,000
$0 Water Utility
Sanitary Sewer Utility 10,000
$0 Sanitary Sewer Utility
Storm Drainage Utility 350,000 $0 Storm Drainage Utility
Hennepin County 190,000 $0 1 Hennepin County
TABLE G - Capital Improvement gram - Detail of Capital Outlays
Street lm vements
06- Oct -94 < <<< >:<; >::::. <::::: »::: >< :::<:::: ;::;;;> ;:<:
:::: >:::::::: >' 1:995: >:<:;:::::::...:.:::::9 fi...::.:: >. >: <: ><: >; :.
.......:.:.:.:,:.:........ ,.:..::::......... .:,., .. ..:..:..: ..::; :;..:< '1997`.::.. 199 ; < > >: ><< : 98r Ofi3:;:;;::: >: >::: »>F:UN:D: Q..URid
AiufntWc 1dLAven e. 6 9th.t o N Cit y-Ufflit`z 426,000
MSA- Regular #1496 270,000 MSA - Regular #1496
MSA -Local #2911/ #2900 40,000 MSA -Local #2911/ #2900
Water Utility 31,000 Water Utility
Sanitary Sewer Utility 5,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 80,000 Special Assessments
7 rd Avenue ZH2 to Humboldt 426,000 50% Brooklyn Park
MSA - Regular #1496 270,000 MSA - Regular #1496
MSA -Local #2911 / #2900 40,000 MSA -Local #2911 / #2900
Water Utility 31,000 Water Utility
Sanitary Sewer Utility 5,000 Sanitary Sewer Utility
Storm Drainage Utility 0 Storm Drainage Utility
Special Assessments 80,000 Special Assessments
Noble Avenue. Brooklyn Blvd to H City Limits 91,000 $0
MSA - Regular #1496 51,000 $0 MSA - Regular #1496
MSA -Local #2911 / #2900 (4,000) $0 MSA -Local #2911 / #2900
`- Water Utility 13,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 26,000 $0 Special Assessments
r o ly Boule 64th to N Cit Limits
ROW Acquisition ? 50 °k City, 50 °k Henn Count
Road Construction ? 2/3 ISTEA.1 /3 (Cnty,TIF,S
Utilities ? Various utility funds
Lighting, Landscaping, Other ? ? ? TIF, Sp Assess, Other?
TABLE G - Capital ImprovemenSogram - Detail of Capital Outlays
Street InTrovements
...... ....... . .........
..... ..... . . .......
. .. .......... . ......
.......... ......
......... .....
.........
............ ......
06-Oct-94
........... . ......
. ... ..... 1 .......
......... . . 0 s . ...
"(
--Q7th-AY-enu@-HunbD b1to Du mnA 189,000 $0
MSA-Regular #1496 148,000 $0 MSA-Regular #1496
MSA-Local #2911 /#2900 (41,000) $0 MSA-Local #2911 /#2900
Water Utility 14,000 $0 Water Utility
Sanitary Sewer Utility 7,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 10.000 $0 Storm Drainage Utility
Special Assessments 51.000 $0 Special Assessments
--L-o,qaaAy-e!jtje N. 53rd to 5711 539,000 $0
MSA-Regular #1496 270,000 $0 MSA-Regular #1496
MSA-Local #2911 /#2900 40,000 $0 IVISA-Local #2911 /#2900
Water Utility 81,000 $0 Water Utility
Sanitary Sewer Utility 13,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 55,000 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
51st Avenue, Brooklyn-Bjvd to Xerxes 81,000 $0
MSA-Regular #1496 48,000 $0 MSA-Regular #1496
MSA-Local #2911 /#2900 8,000 $0 MSA-Local #2911 /#2900
Water Utility 5,000
$0 Water Utility
Sanitary Sewer Utility 1,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 10,000 $0 Storm Drainage Utility
Special Assessments 9,000 $0 Special Assessments
53rd Avenue,. France to 55th Avenu 415,000 $0
MSA-Regular #1496 247,000 $0 MSA-Regular #1496
MSA-Local #2911 /#2900 51,000 $0 MSA-Local #2911 /#2900
Water Utility 25,000 $0 Water Utility
Sanitary Sewer Utility 25,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 67,000 $0 , Special Assessments
TABLE G - Capital Improvemen ogram - Detail of Capital Outlays
Street IrTFovements
06 - Oct-94 M9�!?
69th Ave ge.Qfive r to n0 M 847,000 $0
MSA- Regular # 1496 608,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 63,000 $0 MSA -Local #2911/ #2900
Water Utility 0
$0 Water Utility
Sanitary Sewer Utility 3,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 25,000 $0 Storm Drainage Utility
Special Assessments 148,000
$0 Special Assessments
69th Ave. Shingle Cr Pkwy to Oliver & Bridge 1,265,000 $0
MSA - Regular #1496 1,060,000 $0 MSA - Regular #1496
MSA -Local #2911 / #2900 (2,000) $0 MSA -Local #2911 / #2900
Water Utility 0
$0 Water Utility
Sanitary Sewer Utility 2,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 100,000 $0 Storm Drainage Utility
Special Assessments 105,000 $0 Special Assessments
--Em Avenue. 69th. to K City Limits $349,000
MSA - Regular #1496 $233,000 MSA - Regular #1496
MSA -Local #2911 / #2900 $18,000 MSA -Local #2911 / #2900
Water Utility
$31,000 Water Utility
Sanitary Sewer Utility $2,000 Sanitary Sewer Utility
Storm Drainage Utility
$0 Storm Drainage Utility
Special Assessments $65,000 Special Assessments
63rd Avenues W City Limits to Brooklyn Blvd $1,002,000
MSA - Regular #1496 $596,000 MSA - Regular #1496
MSA -Local #2911 / #2900 $156,000 MSA -Local 02911 / #2900
Water Utility
$95,000 Water Utility
Sanitary Sewer Utility $5,000 Sanitary Sewer Utility
Storm Drainage Utility $0 Storm Drainage Utility
Special Assessments $150,000 Special Assessments
TABLE G - Capital Improvement pgram - Detail of Capital Outlays
Street InipMverrients 9
06- Oct -94 >` > 19.4 .::::.::............ 9 :.: ;:;�.:::
.: ..:.::.:.............:... 'i.g... 5; ... '��l��i ::197` : >�<�<> < < >�� . .,, ......,::::: <.
. ...... ...........:...:..::..:.:.:.... _,.:.:.., ...::...::...:::..::: :.<:.'19�8 ..... f;�98 ��03 �UNp „SQUR,C�....,.
-Mrd Av_gnee, Broalyn_3oe4 to Xerxes $270,000
MSA- Regular #1496 $172,000 MSA - Regular #1496
MSA -Local #2911 / #2900 ($37,000) MSA -Local #2911/#2900
Water Utility
$17,000 Water Utility
Sanitary Sewer Utility $34,000 Sanitary Sewer Utility
Storm Drainage Utility $0 Storm Drainage Utility
Special Assessments $84,000 Special Assessments
June Avenue, CSAH 10 to 63rd $378,000
MSA - Regular # 1496 $269,000 MSA - Regular #1496
MSA -Local #2911/ #2900 ($29,000) MSA -Local #2911/ #2900
Water Utility
$10,000 Water Utility
Sanitary Sewer Utility $51,000 Sanitary Sewer Utility
Storm Drainage Utility $0 Storm Drainage Utility
Special Assessments
$77,000 Special Assessments
NEIGHBORHOOD STREET PROJECTS
Northwest /James /Knox Combination of GO
GO Bonds 835,000 bonds and special
Special Assessments 352,250 assessments
Woodbine
GO Bonds 645,700
Special Assessments 312,800
SE:Irving /James /Knox; Happy Hollow
GO Bonds 751,500
Special Assessments 463,500
Garden City East
GO Bonds 599,500
Special Assessments 512,000
TABLE G - Capital Improvemen ogram - Detail of Capital Outlays
Street Urroverrients
06- Oct -94
NW:S of 691h; SE:Fremont /Girard
GO Bonds 1,072,250
Special Assessments 750,250
Wangstad
GO Bonds $923,500
Special Assessments $804,500
Assessment Stabilization Program 60,000 110,000 130,000 130,000 130,000 $650,000 Local State Aid
LANDSCAPING
Co Rd 10 Streetscape 100,000 $0 1/2 MSA -2900, 1/2 Sp Ass
Xerxes Avenue Streetscape 70,000
$0 MSA -Local #2900
TOTAL EXPENDITURES $1,716,270 $3,581,500 $2,549,000 $3,888,500 $2,072,500 $4,977,000
FUND SOURCES:
MSA - Regular #1496 253,240 860,000 466,000 1,915,000 0 $1,270,000
MSA - Local #2911 / #2900 (69,440) 562,000 349,500 242,000 130,000 $758,000
Water Utility 2,740 109,500 100,000 25,000 0 $153,000
Sanitary Sewer Utility 4,410 22,500 21,000 30,000 0 $92,000
Storm Drainage Utility 29,520 350,000 75,000 125,000 0 $0
Special Assessments 540,800 508,800 666,000 832,000 750,250 1,180,500
Bonds 835,000 645,700 751,500 599,500 1,072,250 923,500
General Fund 120,000 120,000 120,000 120,000 120,000 $600,000
Other Governments 0 403,000 0 0 0 $0
TOTAL $1,716,270 $3,581,500 $2,549,000 $3,888,500 1 $2,072,500 $4,977,000
TABLE H - Capital Improvemenoogram - Detail of Capital Outlays
EqLTment
06-Oct-94
EO"' affw
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.... .. ... N
...
EXPENDITURES:
DATA PROCESSING
Network Upgrades 11,835 10,100 10,000 10,000 10,000 $0 General fund; EDA levy
Optical Disk Management 100,000 50,000 $0 General fund
Software & applications 36,560 28,150 15,000 15,000 15,000 $0 General fund
PCs & workstations 25,355 57,880 30,000 30,000 30,000 $150,000 General fund
Printers 5,300 5,000 5,000 5,000 $25,000 General fund
Mapping/imaging 40,000 $0 General fund
Central Dictation 50,000 $0 General fund
Replace cable 81,800 50,000 $0 General fund; EDA levy
Radio networking 40,000 $0 1/2 GF; 25% each utility
LOGIS Distributed site 130,000 $0 75% GF; 10% @ utifity,5%liquor
OTHER EQUIPMENT
Acquire ergonomic workstations 250,000
Replace phone system 200.000 $0 Capital Improvements Fun
Replace pub safety/pub works radio system 500,000 $0 Capital Improvements Fun
Replace chairs 10,000 $0 General fund
1 1 1 $0
TOTAL EXPENDITURES $363 0 $193,230 $490,0001 $700,000 $110,000 $150.000
FUND SOURCES:
General Fund 113,750 108,730 264,000 130,000 110,000 $150,000
EDA levy 29,500 50,000 $0
Liquor Store Fund 55,000 $0
Capital Improvements Fund 250,000 200,000 500,000 $0
Water Utility 13,006 10,000 $0
Sanitary Sewer Utility 1 13,000 10,000 $0
TOTAL $363,750T $193,230T $490 1001 - $110,0001 $150,0001
TABLE I - Capital Improvement P ram - Detail of Capital Outlays
Central Garage Vles & Equipment
9
...... ::
06- Oct -94
1.99..4 ............::..:.9 :.... :........... :::::::.:::> <: >:
:...::> :1.....;5:::.:::,.:.. ::......1.;x19.9 ..............: ;;«: ><
.:::..�:.:..,, ..:.:....:.::.: ............,.,........:.:.:..,.::...,:.:.<:..::.:.:,,....,. ..:...:..:::,,..:....:::... >; 799$:.... ...7!99 »����...:: < �QU��� ...:.
EXPENDITURES:
STREETS
Ford 800 Dump 59,000 120,000 61,000 $127,000 All Central Garage Fund
Ford Tandem Dump 66,560 76,800 $0
Ford 700 Dump $32,000
Ford 800 Flat Bed /Sander 78,000 $0
Water Truck 78,810 $0
Pickups: Light Duty 12,800 15,000 $48,820
Pickups: Heavy Duty 30,800 $0
Paint Striper $40,000
Vacuum Sweeper 85,200 $0 Storm Drainage Utility
Truck Mounted Vacter (Shared w /sewer) 67,500
$0 Storm Drainage Utility
Grader 112,000 $0 All Central Garage Fund
Loader 75,000 $112,000
Trackless Sidewalk Plow 47,930 58,600 $63,000
Dozer
$29,800
3/4 Ton Van 26,600 $0
Roller 15,000 $0
Air Compressor $0
Chipper 23,000 $0
Crack sealing kettle /router $0
Truck mounted pothole patcher 31,740 $0
Bobcat loader with planer 34,300 $0
Engineering survey van 16,000 $0
PARKS $0
Pickups 14,000 $22,000
Ford 350 Dump 27,000 27,000 $0
Tractors 18,000 $18,500
TABLE I - Capital Improvement&ogram - Detail of Capital Outlays
Central Garage Micles & Equipment
06-Oct-94
Mowers 77,000 79,000 $32,000
Miscellaneous 5,650 $20,800
16' rotary mower 63,900 $0
Van 13,850 $0
PUBLIC UTILITIES
Emergency Utility Van 30,000 $0 Central Garage Fund
Truck mounted vacter (shared w/streets) 67,500 $0 Sanitary Sewer Utility
Emergency bypass pump 45,000 Sanitary Sewer Utility
Sewer Rodder $21.000 Central Garage Fund
Sewer Jet 95,000 $0 Central Garage Fund
Pickups 34,000 44,000 $18.000 Central Garage Fund
Drill Rig 25,000 $0 Water Utility
Ford 350 Dump/Utility Box 30,000 $0 Central Garage Fund
GOLF COURSE
3/4 Ton Pickup 16,500 $0 Golf Course Fund
Mowers 26,100 74,500 $0 Golf Course Fund
FIRE DEPARTMENT
Vans 21,000 145,000 $190,000 All Central Garage Fund
Pumpers 140,000 $0
Autos 21,000 $0
Boat 10,000 $0 General Fund
POLICE
Autos 77,500 80,000 85,000 90,000 95,000 $845,000
Boat $0
TOTAL EXPENDITURES $650,940 $445,20 $72 3,0001 $446,0001 $497,0001 $1.619,920 1
TABLE I - Capital Improvement ftgram - Detail of Capital Outlays
Central Garage \/Wcles & Equipment
.........
. .. ... .....
OW
..........
06-Oct-94
FUND SOURCES:
Central Garage Fund 440,940 394,100 639,000 360,800 497,000 1,619,920
Water Utility 30,000 25,000 0 0 0 0
Storm Drainage Utility 67,500 0 0 85,200 0 01
Sanitary Sewer Utility 112,500 0 0 0 0 0
Golf Course Fund 0 26,100 90,000 0 0 0
TOTAL
_$650,940 $445,2001 $729,000 1 $446.000 $497 $1,619,920
TABLE J - Capital Improvement ogram - Detail of Capital Outlays
Communi evelopment
06 -Oct- 94
997`:<.:;.:;.; 98<:<;:;.; :;.::1989 »003
EXPENDITURES:
COMMUNITY DEVELOPMENT
Brookdale Redevelopment ? ? ? ? ? ?
Brooklyn Blvd Redevelopment ? ? ? ? ? ? ?
Acquire single family houses 100,000 150,000 150,000 200,000 200,000 $1,200,000 1/2 CDBG, 1/2 EDA levy?
Acquire apartments 300,000 500,000 750,000 750,000 900,000 $4,900,000 1/4 EDA levy, 3/4 other ? .
HERITAGE CENTER
Acquire land north of Heritage Center 500,000
$0 Other revenue
Construct G barn
$750,000 Other revenue
ADA Compliance: Inn 22,750 $0 Heritage Center Revenue
ADA Compliance: Commercial Space 11,700 $0 Heritage Center Revenue
ADA Compliance: Convention Center 52,950 $0 Heritage Center Revenue
Repair roof, Convention Center 27,000 $0 Heritage Center Revenue
Replace carpet, dance floor, Conv Center 80,000 $0 Heritage Center Revenue
HERITAGE CENTER EQUIPMENT
Additional Conv Center equipment 74,000 38,000 $0 Heritage Center Revenue
Repalce equipment 7,500 4,300 4,500 11,000 6,000 $0 Heritage Center Revenue
a Additional Catering equipment 69,500 $0 Heritage Center Revenue
Replace equipment: Inn 13,600 $0 Heritage Center Revenue
TOTAL EXPENDITURES $638,4001 $812,900 $1,404,500 $961,000 1 $1,106,000 $6,850,000
FUND SOURCES:
TIF revenue
CDBG 50,000 75,000 75,000 100,000 100,000 $600,000
EDA levy 125,000 200,000 262,500 287,500 325,000 $1,825,000
Heritage Center Revenue 238,400 162,900 4,500 11,000 6,000 $0
Other Funds 225,000 375,000 1,062,500 562,500 675,000 $4,425,000
TOTAL $638,400 $812,900 $1,404,500 1 $961.0001 $1,106,000 $6,850,000