HomeMy WebLinkAbout1994 12-05 CCP Work Session CITY COUNCIL AGENDA
4V ' CITY OF BROOKLYN CENTER
DECEMBER 5, 1994
7 p.m.
Council Budget Work Session
CITY HALL COUNCIL CHAMBERS
1. Call to Order
2. Roll Call
3. Continuation of Proposed 1995 Budget
• Resume review of budget beginning with the fire department budget
• Special request to approve MDT equipment for police department
• Request for budget consideration for funding Hwy. 100 Council
• Recommendations from advisory commission for funding certain service programs
4. Proposed 1995 Enterprise Fund Budgets
5. Capital Improvements Program
6. Adjournment
•
MEMORANDUM
TO: Mayor and Members of the City Council
FROM: Gerald G. Splinter, City Manager
Charles Hansen, Finance Director
DATE: December 2, 1994
SUBJECT: Questions Raised at November 21 Budget Worksession
There were a series of questions raised by the Mayor and City Council Members at the
November 21, 1994 worksession. The following is a list of those questions and staff's
answers to them.
1. What is the cost of the canine unit? What has its performance been when it was last
active?
During 1993, the canine unit incurred costs of $252.66 for supplies, $472.60 for
contractual services, and $7,250.00 for capital outlay. During 1994, costs were
• $229.39 for supplies and $676.92 for contractual services. One officer is assigned to
be the canine officer. For 1995, that officer is budgeted to be paid $42,713 in regular
pay, $5,592 in overtime pay, and $11,760 in fringe benefits for a total of $60,065. If
the canine unit were discontinued, this officer would presumably be reassigned to
patrol and the budget for overtime reduced to $3,200.
Reports of the canine unit's past performance are attached.
2. What is the cost of adding a patrol officer to the Police Department?
The cost of an additional patrol officer is included in the proposed budget. At a
previous meeting, it was stated that the amount which could be saved by cutting this
position was $55,448. That was incorrect. The amount which may be saved is
$51,448.
3. What are the total salary, wage, and overtime payments by employee for 1994?
This data is being developed and will be submitted to the City Council next week.
4. What is the usage of overtime in the Police Department?
This data is being developed and will be submitted to the City Council next week.
5. What is the ercenta e increase in the proposed Police Department budget?
P g P P P g
The overall increase is 5.26 %. This includes the school liaison officer, code
enforcement officer, the patrol officer, and a 2% to 3% inflation factor on all costs.
6. What major new initiatives are included in the proposed 1995 budget?
Additional personnel in the Police Department.
Upgrade a secretary position shared by the Administration and Community
Development departments from part -time to full -time.
Update the City's comprehensive plan.
Purchase a skid loader for the Streets Department. This is a piece of equipment we
have not previously had, so the purchase must be funded by the Street Department
rather than the Central Garage.
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J1
BROOKLYN CENTER Fo LICE
POLICE DEPARTMENT
iVEMORAN.D 771
TO: Chief Trevor Hampton
FROM: Dave Tombers, Canine Officer
DATE: April 1, 1994
SUBJECT: March 1994 Canine Utilization
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
TRACKING
March 24, 1994 at 0032 hours, Case Number 94 -04118
Officer TOMBERS while on routine patrol with canine Boris was dispatched
with other officers of the Brooklyn enter Police Department to the area f
Brookdale Dodge o
d
P
o eat 68th
and Brooklyn yn Boulevard.
Officers were told that Olson Security as chasm two tY g suspects out of the Iten
Chevrolet lot who were vandalizing or stealing - vehicles.
While en route the area
Sergeant Robinson noticed the two suspects ects run g P north
from 69th Avenue In the area of Drew and a perimeter was immediately
established.
Officer Tombers and Canine Boris began a track in the back yards of the
houses between Urban Avenue and 69th Avenue. The track led eastbound
into the Palmer Lake Nature Center. Tombers and Boris continued the track
into the nature center where the track led across a small creek running through
Memo to Chief Hampton
Page 2
April 1 1994
P ,
the woods. Boris indicated that the track crossed this creek and himself
jumped across the creek and continued to follow the track; however, the creek
was too wide for Officer Tombers to follow.
Officer Tombers walked in both directions looking for a way to cross and was
unsuccessful, so Officer Tombers advised the perimeter officers that they could
clear the area as Tombers would be unable to follow the track any further.
Several minutes later, Officer Tombers was able to find a way across the creek.
While walking northbound through the woods, slowly making his way back
towards Tombers' squad car, Tombers noticed that canine Boris was once again
indicating that he was on a fresh human track.
Upon closer examination by Officer Tombers, Tombers realized that there was,
t in fact, human footprints leading northbound. These prints seemed to be the
same prints that Tombers had been following earlier. Tombers notified the
perimeter officers that the track was once again established and that Tombers
and Boris would be continuing northbound into Brooklyn Park through the
nature center.
Sergeant Robinson, Officer Karris and Officer Townsend once again
established a perimeter and Sergeant Robinson on the north end of the
perimeter saw two suspicious looking juvenile males and detained them while
Officer Tombers and canine Boris continued to track. Boris followed this
continuous track directly to the suspect's location and there was no doubt that
the two Sergeant Robinson had seen were the two individuals that Boris was
tracking and they were taken into custody for attempted auto theft at Iten
Chevrolet.
March 28 1994 at 0206 hours - Case No. 94 -04313
Officer Tombers was requested to bring Canine Boris to the 7200 block of
42nd Avenue in New Hope to attempt to track a robbery suspect for the New
Hope Police Department who had just robbed a Total Station in their city.
Memo to Chief Hampton
• Page 3
April 1,1994
Tombers and Boris arrived at the scene and were briefed by the officer in
charge who indicated that they had a good perimeter established. Officer
Tombers gave Boris the command to track and noted that almost immediately
in the parking lot, Boris picked up on a fresh human track and began following
it in the same direction that the store clerk had indicated the suspect had ran.
This track continued across the parking lot to the far side of a fence behind
the store and then backtracked along the fence eastbound behind the
businesses where it came out near a dumpster in the adjoining business to the
east of the Total Station and then turned southbound into a grassy field.
Once in this field, Officer Tombers could see the footprints in the frosty grass
and knew that Boris was following a very good track. The track led
southbound from that location and at one point, approximately 100 yards later,
Tombers could see that the suspect's footprints got closer together and
appeared to pivot and then end right at the curb for the street.
Officer Tombers felt that the suspect may have gotten into a vehicle at this
point which was waiting for him. Tombers and Boris attempted tracks on all
sides of this area and were unsuccessful at relocating a track and it was very
obvious to Tombers that the suspect had, in fact, gotten into a vehicle at that
point and driven away from the scene.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
BUILDING SEARCHES
March 5 1994 at 0430 hours - Case No. 94 -03172
Officer Tombers and canine Boris were requested to the scene of the Pearle
V'
Ision re
ss located Exp at 5900 Shin Creek Parkway.
Memo to Chief Hampton
Page 4
April 1, 1994
Sergeant Robinson had found an unsecured door and requested Boris to
search the business. Tombers, Boris and Robinson all entered the business.
The entire facility was searched and no suspects were located inside.
While searching the premises, Officer Tombers found a hole in a wall leading
into the next adjoining business. This hole was too small for Officer Tombers
to fit through; however, Tombers commanded Boris to leap through the hole
which was approximately three feet off of the ground and Boris was allowed
to search the next business with Sergeant Robinson who also took off his gun
belt and climbed through the hole.
Tombers stood at the hole in the wall giving commands to Boris and noted
that it was a very small two -room business which was easily searched with no
problems.
No suspects were located and the door was able to secured by Sergeant
Robinson.
March 16 1994 at 0440 hours - Case No. 94 -03700
Officer Tombers and canine Boris were requested to respond to the newly
build Circuit City facility at 5900 Shingle Creek Parkway which was found to
have an open door.
Tombers and Boris searched the facility and located no suspects inside and the
key holder was contacted to secure the building.
March 21 1994 at 0405 hours - Case No. 94 -03970
Officers of the Brooklyn Center Police Department were dispatched to I C.
Penney at Brookdale on a report of an audible burglar alarm.
•
Memo to Chief Hampton
• Page 5
April 1, 1994
Officer Tombers and canine Boris were among the officers dispatched. The
exterior of the building was found to be secure. A short time later, a key
holder arrived and requested Officer Tombers to have canine Boris search the
inside of the building with him. Tombers, Boris and the key holder then
entered the facility.
A search was conducted by canine Boris which found no suspects inside the
store. The store
was then secured by the manager and Officer Tombers and
canine Boris cleared.
March 22 1994 at 2400 hours - Case No 94 -04008
Officer Tombers and canine Boris were dispatched to 6800 Shingle Creek
the p g ek
Parkway, wood refinishing business, which had an unsecured door.
Tombers, Boris and Heilman searched the warehouse and office areas of this
business and located no suspects or forced entry and were able to secure the
door.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
NARCOTIC SEARCHES
There were no utilizations of Officer Tombers and canine Boris for narcotic
searches in the month of March 1994.
Officer Tombers would once again mention that he is still waiting for training
powdered cocaine, heroin and hashish, and to date, still only has two of the
five training narcotics canine Boris is certified in.
Memo to Chief Hampton
• Page 6
April 1, 1994
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
ARTICLE SEARCHES
There were no utilizations of Officer Tombers and canine Boris for article
searches in the month of March 1994.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
CRIMINAL APPREHENSION
There were no utilizations of Officer Tombers and canine Boris for criminal
apprehension in the month of March 1994.
/wa
. cc: Captain Downer
II
�dpKLYN CF'�'T
BROOKLYN CENTER POLIO
POLICE DEPARTMENT
MEMORANDUM
TO: Chief Trevor Hampton
FROM: Dave Tombers
Canine Officer
DATE: February 28. 1994
SUBJECT: Monthly Canine Report
The following is a summary of the utilization of Officer Tombers
and canine Boris for the month of February 1994.
UTILIZATION OF OFFICER TOMBERS AND CANTNE BORTS FOR TRACKING
FEBRUARY 9, 1994 AT 0520 HOURS, CASE #94 -01959
Officers received a report of a robbery which had just occurred at
the Total station, 6830 Brooklyn Boulevard. Several officers
responded to the scene and Officer Benner. who was handling the
case, requested Officer Tombers and canine Boris to respond to the
scene and conduct a track. due to the fact that the suspect had
fled on foot.
Officer Tombers and canine Boris proceeded to the area and a fresh
track was located by canine Boris just northwest of the front
entrance. This track continued to the sidewalk on Brooklyn
Boulevard and then went northbound in front of Pilgrim
Canine Boris followed this track into the parking lot of Pilgrim
Cleaners and then northeast where canine Boris abruptly indicated
that he had lost the track. Officer Tombers tried several times to
get Boris to reacquire a track. however was unsuccessful.
Officer Tombers then began investigating where canine Boris had
indicated the track had ended., Officer Tombers could see that
Chief Trevor Hampton
Page 2
February 28. 1994
there were fresh tire tracks in the snow and it was felt that the
suspect possibly had a vehicle waiting here for him and this was
why the track ended at this location.
FEBRUARY 12, 1994 AT 2310 HOURS, CASE #94 -02170
Officer Tombers and canine Boris were requested by the Brooklyn
Park Police Department to respond to an address of 6617 66th Avenue
where a burglary was iust interrupted. The requesting officer,
Terry Olson. indicated that the homeowner had come home and felt he
had interrupted a burglary at his residence. Officer Olson, upon
checking. saw that there were fresh footprints in the snow which
led through the victim's back yard. Officer Olson wondered if
canine Boris would be able to follow these tracks.
Officer Tombers then instructed canine Boris to begin a track in
that area. Canine Boris did pick up a fresh track in the back yard
and began to follow the track southbound, Jumping over two fences.
• coming to an abrupt stop on the next street over to the south of
the victim's residence.
Officer Tombers tried to get canine Boris to reacquire the track in
several different areas. however was unsuccessful. It was
speculated that since there were no more footprints in the snow and
canine Boris indicated that the track stopped, that the suspect had
a vehicle waiting on 65th Avenue and had fled the scene prior to
officer's arrival.
FEBRUARY 13, 1994 AT 0022 HOURS, CASE #94 -02173
Officer Wanammaker of the Robbinsdale Police Department had a short
chase with a vehicle and while attempting to remove the driver from
the vehicle and escort him back to her squad car, the driver pushed
her away and fled southbound from the area of the stop.
Officer Tombers and canine Boris were requested by the Robbinsdale
Police Department to attempt a track on the suspect. They
indicated to Officer Tombers that they had a perimeter established
to the south of the location of the stop.
Chief Trevor Hampton
Page 3
February 28, 1994
Officer Tombers and canine Boris began a track from the scene of
the stop, southbound through the alley. It was obvious to Officer
TOMBERS that canine Boris was on a fresh track. Officer Tombers
and canine Boris followed this track for approximately three blocks
through the alley between Thomas and Upton, at which time they
reached a much busier street with less fresh snow on the ground.
There also was more vehicular traffic in this area and canine Boris
was having great difficulty in picking up a scent on the pavement.
Officer Tombers could tell that canine Boris was unsure which
direction the suspect had gone.
Officer Tombers asked the Robbinsdale Police Department where the
perimeter was set up and it was indicated that Officer Tombers and
canine Boris had left the perimeter area approximately two blocks
ago. It was learned that there was no perimeter where Officer
Tombers was presently located.
Regardless of this fact, Officer Tombers walked canine Boris in
several directions in an attempt to pick up the track once again.
Officer Tombers and canine Boris were unsuccessful due to the fact
that this was an area consisting of much more traffic and the
pavement in this area did not retain the human scent. Officer
Tombers was forced to call off canine Boris in regards to this
search.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS
FOR BUILDING SEARCHES
FEBRUARY 10, 1994 AT 0010 HOURS. CASE #94 -02000
Officers received an intrusion alarm at the I.M.V. Warehouse, 6860
Shingle Creek Parkway. Officer Tombers and canine Boris responded
to the scene, along with other officers. The kev holder arrived a
short time later and requested an interior search of the warehouse.
due to the fact that she had personally set the alarm several hours
ago and did not know why it would be going off at this time.
The exterior of the building was found to be secure and Officer
Tombers then released canine Boris into the warehouse area to
conduct a building search. Officer Tombers and canine Boris
searched for approximately 15 minutes in the warehouse and office
area. After locating no suspects inside, Officer Tombers informed
the kev holder that the entire building was secure.
•
Chief Trevor Hampton
Page 4
February 28. 1994
FEBRUARY 12, 1994 AT 0206 HOURS, CASE #94 -02112
Officers responded to a burglar alarm at the Lynbrook Bowl.
Officer Tombers and canine Boris were the first to arrive at that
location. Officer Tombers and canine Boris began an exterior
search of the building, finding the door going into the bar area
unlocked. Officer Tombers had can Boris by his side and
requested all additional officers to establish a perimeter around
the building. Officer Tombers and canine Boris then began an
interior building search of the Lynbrook Bowl and bar.
Officer Tombers and Officer Coleman followed canine Boris as he
searched the entire bowling alley and bar area. No suspects were
located inside the building. There were two offices which were
locked and when the kev holder arrived, these doors were unlocked
and canine Boris did search the inside of these offices. No
suspects were located and it was felt that the employees of the
bar, upon locking up for the evening. neglected to secure the bar
door entrance and this set the alarm system off.
USE OF CANINE BORIS AND OFFICER TOMBERS FOR NARCOTICS SEARCHES FOR
THE HENNEPIN /ANOKA DRUG TASK FORCE
FEBRUARY 9, 1994, CASE #94 -01957
Officer Tom Tombers and canine Boris were requested o � +q t watch the back
entrance to a residence on North Lilac Drive where the drug task
force was about to conduct a no knock search warrant.
Officer Tombers and canine Boris were notified when the situation
was under control inside the residence and Officer Tombers was then
requested by Investigator Dirks to check several areas of the
residence for the presence of narcotics.
Officer Tombers and canine Boris went down into the basement area
of the residence where Officer Tombers gave Boris an order to
search for narcotics. Canine Boris began the search and indicated
that there was narcotics present back behind a large hot tub in the
lower level. Upon closer inspection. Officer Tombers found several
hypodermic needles with some sort of white powdery substance or
residue on them. Canine Boris was indicating that he was smelling
narcotics and it was felt that these needles were possibly used for
iniecting heroin and still had traces of the drug on them.
•
Chief Trevor Hampton
Pate 5
February 28, 1994
FEBRUARY 10, 1994 AT 0330 HOURS, CAST: #94 -02004
Sergeant Weeks of the Brooklyn Center Police Department had contact
with several suspicious persons outside of the Days Inn located in
Brooklvn Center. Sergeant Weeks identified sei-eral of these
persons as being known gang members and it was felt that they were
possibly up to something in room = =126 at the Days Inn.
At 0330 hours. Officer Tombers had canine Boris run up and down the
hallway on the lower level of the Days Inn to see if canine Boris
noticed anything unusual. Canine Boris did in fact stop at room
Al26 and began sniffing under the crack of the door. Canine Boris
did indicate that there was narcotics present in the room.
Sergeant Weeks Was informed that there was most likely narcotics in
room #126. A knock and talk was then conducted with the residents
of the room. with Officer Tombers beinz present. Upon entering the
room, officers found a marijuana pipe with residue of marijuana
• inside. This pipe was located on a table and it was felt that the
room could then be cleared to allow canine Boris to conduct a
proper narcotics search.
Once the room was cleared, Officer Tombers released canine Boris
into the room. Officer Tombers noticed that canine Boris began to
indicate narcotics underneath the headboard of one of the two beds.
Upon calling canine Boris off. Officer Tombers inspected and found
approximately 1/2 ounce of marijuana in a plastic baggie concealed
underneath the headboard. The renter of the room was cited for
possession of marijuana. Officer Tombers and canine Boris then
cleared.
FEBRUARY 18, 1994 AT 2330 HOURS, CASE #94 -02471
Officer Tombers and canine Boris were dispatched to back up Officer
Kevin Benner of the Brooklyn Center Police Department concerning a
call reporting a man with a gun. Officer Benner arrived.and told
Officer Tombers that the suspect had left the scene, possibly
heading towards south Minneapolis. Officer Tombers located the
suspect vehicle and, with assistance from other agencies, conducted
a felony stop on the vehicle.
•
Chief Trevor Hampton
Paae b
February 28, 1994
Upon walking up to the s«spP.�,r �rhic.le, canine Boris was
approximately one foot away from the open driver's side door i.hen
he began to tug at Officer Tombers in an unusual manner and then
began to indicate narcotics. Canine Boris was looking on the floor
underneath the driver's steering wheel. Officer Tombers did
observe at that time an eighth of an ounce of crack cocaine which
was located in a plastic baggie. The driver was subsequently
arrested. incident to the search.
An inventory of the vehicle found canine Boris still indicating
narcotics on the carpet area by the driver's seat of the vehicle.
Upon further inspection of the carpet, Officer Tombers found
approximately 4 1/2 ounces of crack cocaine in baggies which were
concealed underneath the carpet. Also found was - a portable gram
scale.
FEBRUARY 21, 1994 AT 0132 HOURS, CASE #94 -02578
Officer Tombers was requested by the Minnesota State Patrol to
respond to Freewav Boulevard and Shingle Creek Parkway. Officer
Tombers was told that there was a suspicious vehicle stopped there
and they would like Officer Tombers and canine Boris to conduct a
narcotics search of the vehicle.
Upon arrival, -Officer Tombers was told by the trooper in charge
that he had no probable cause to arrest the owner of the vehicle
and the owner did not give consent to search his vehicle. He
wanted to know if it was possible for canine Boris to walk around
the outside of the vehicle and detect narcotics. Officer Tombers
told him that this was possible. however under more ideal
conditions than existed on this date. It was extremely cold and
was very windy at this time and it was felt that the search would
be futile. Officer Tombers did indicate, however, that it was
always possible for the narcotics scent to be present.
Officer Tombers had canine Boris conduct an exterior search of the
vehicle and canine Boris gave no indication of narcotics being
present.
It should be noted that Officer Tombers has found the crack and
mariivana that Officer Tombers was issued bv- the Brooklvn Center
Police Department to be very useful in canine Boris' training. As
mentioned earlier. however. Officer Tombers still needs powder
cocaine, powder heroin, and hashish.
Chief Trevor Hampton
Page 7
February 28, 199:+
UTILIZATION OF CANINE BORIS AND OFF1:CER TOMB.ERS FOR ARTICLE
SEARCHES
There was 110 utilization of canine Boris or tiff icer Tombers for
article searches during the month of Fehriiary 1994.
UTILIZATION OF OFFICER TOMBERS AND t:ANINE BORIS FOR CRIMINAL
APPREHENSTON
There was no ,itilization of cffic - :er Tombers or canine Boris for
criminal apprehension during the month of February 1994.
Officer Tombers would .like to retate. to the reader of this report
that all uses of canine Boris for police work are documented and
not just the successful uses of canine Boris.
Officer Tombers would also point out that during the month of
February 1994, while Offi(.er Tombers was on duty, there were
several times when canine Boris could have or should have been
used.
The first incident was when officers responded to a burglar alarm
at a residence. Officer Tombers was tied up on a warrant arrest,
but heard that 'the first officer on the scene found an open door to
the residence and requested additional backup at that time.
Officer Tombers then heard the supervisor on duty request three
additional cars from Brooklyn Park to assist on this open door
call. Officer Tombers took every means available to secure the
Prisoner to make canine Boris available for the building search.
Before Brooklyn Park arrived at the scene, Officer Tombers had his
prisoner secured and locked in a cell at the police department.
Officer Tombers informed the sergeant- that it would take Officer
Tombers and canine Boris approximately 30 seconds to one minute to
respond to the scene and Boris would then be able to conduct a
building search. The sergeant told Officer Tombers that he and
another officer would conduct the building search and canine Boris
would not be needed. While Officer Tombers understands that this
is the supervisor's discretion. Officer Tombers is concerned that
if this practice becomes the norm. officers may end up in
situations that are far more suited to a canine's capabilities and
Officer Tombers could hate to see officers get injured when a
canine is available to perform his iob.
•
Chief Trevor Hampton
Page g
February 23. 1994
A second time during the month of (',>bruJIcY, Off icrr Tombers was
dispatched to tab charge a shoplifter at Sear s. Before arriving
at Sears, dispatch had put out a residential burglary alarm call
where the alarm company was indicating +
p a m,ilt.iple trips of the alarm.
This might indicate a possible person on site.
Officer Tombers asked the supervisor c•n dut.y. after hearing that
0111y two squads were responding to the alarm, if they �:ould like to
use canine Boris. The supervisor *cM Officer Tombers to disrea_ard
and continue on to his call.
Once again, Officer Tombers full` - recognizes that this is a
supervisor's discretion. Officer Tombers is only pointing these
incidents out because over the past five months of being a canine
officer, as much as Officer Tomhers tries to educate officers about
canine Boris' capabilities, officers and supervisors are not usin_a
canine Boris when they could.
• Officer Tombers has been told bSl one sergeant that a sergeant had
been told that Tombers and canine Boris are never to be called out
unless there is absolutely no other choice.
Other than these few minor problems, which can easily be overcome.
Officer Tombers feels that canine Boris is an excellent police
canine and given more time on the street, canine Boris will prove
himself time and time again.
DT/ jg
cc: Captain Downer
Officer Tombers
i
� CF,�,
•
BROOKLYN CENTER
;�
POLICE
POLICE DEPARTMENT
MEM ORANDUM
TO: Chief Trevor Hampton
FROM: Dave Tombers, Canine Officer
DATE: February 12, 1994
SUBJECT: Monthly Canine Report
The following is a summary of the utilization of Officer Tombers and Canine Boris
• for the month of January 1994:
OLD TYPE UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS
FOR CRIMINAL AppREBENSION
January 28 1994 at 0030 hours Case Number 94 01376
Officers received a report of two snowmobilers fleeing from a Crystal police
officer along the railroad tracks which cross near 50th and France Avenue North
in Brooklyn Center.
Officer Tombers proceeded to the area and saw that the snowmobile tracks
continued east along the railroad tracks over Highway 100 towards Howe
Fertilizer.
Officer Tombers and Canine Boris then drove into the area of Howe Fertilizer and
blacked out the squad car and proceeded` to look for the suspects.
Memo to Chief Trevor Hampton
• Page 2
January 11, 1994
Shortly thereafter, Officer TOMBERS did, in fact, see snowmobile tracks leading
into a. large shed to the west of Howe Fertilizer in the woods and Officer Tombers
and Canine Boris then exited the squad car to investigate further.
Upon approaching oachin th
p pp g e shed, Officer Tombers could see that there was a light on
inside and Tombers could hear two male voices laughing and joking about how
they had just lost the police.
The two men became aware of Officer Tombers' presence, opened a side door and
began running out when they ran right into Canine Boris who beat them to the
door.
Officer Tombers Navin only one set of handcuffs handcuffed g an cuffed the first party while
Y p ty e
his artner Boris oris watched the second tY ar and Boris then
also assisted Officer
P
TOMBERS in walking the two prisoners from the shed out to Tombers' squad car
to wait for the Crystal police officer to take them into custody.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
TRACKING
January 2, 1994. at 2135 hours - Case Number 94 -00097
Officers received an intrusion alarm at the Pit Stop Oil Change at 6810 Brooklyn
Boulevard. Officer Tombers and Canine Boris proceeded to the scene and with
the assistance of Officer Ellingson and Officer Boie, began checking the perimeter
with Officer Tombers and Canine Boris going to the rear of the building on the
east side.
Upon rounding the corner, Officer Tombers could see that the garage window
leading nto the mechanics bay had been
g smashed and that there was an audible
Y
alarm sounding.
•
Memo to Chief Trevor Hampton
• Page 3
January 11, 1994
Officer Tombers could also see that there were footprints in the snow leading to
the northeast of the building and Officer Tombers began a track utilizing Canine
Boris.
Boris followed a track to the northeast and then north behind Big Wheel Auto
Parts and the Total Gas Station where he stopped on the north side of the Total
Gas Station near Pilgrim Cleaners and indicated that the track had ended.
Officer Tombers upon investigating, found that there were two tire tracks where
the footprints ended. Tombers speculated that the suspect from the attempted
burglary had stopped and had gotten into a vehicle and escaped from that location.
January 09. 1994, at 2015 hours - Case Number 94 -00446
Officer Tombers was requested by Minneapolis to utilize Canine Boris in tracking
® a suspect who had been involved in a high speed chase with Minneapolis officers
g P P
which had ended near 53rd and Lyndale Avenue North with the suspect fleeing on
foot.
Boris followed a track from the area of 53rd and Lyndale Avenue, south through
the river bottoms, which was very harsh, hilly terrain, very wooded and marshy
at times, and Officer Tombers could tell by the scattered footprints in the snow
that Boris was hot on the track of the suspect. Tombers and Boris continued to
follow the track all the way to the Camden bridge where it turned westbound along
the Shingle Creek and went into a park near Camden in Minneapolis.
The track then continued southbound into downtown Camden where Officer
Tombers asked Minneapolis police where the perimeter was established. Tombers
was told that they had not set up a southern perimeter and therefore the suspect
could be anywhere in this heavily populated area. Tombers called the track off.
Memo to Chief Trevor Hampton
• Page 4
January 11, 1994
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
NARCOTIC SEARCHES
* Officer Tombers requested through the Brooklyn Center police administration
training narcotics to consist of powder cocaine, crack cocaine, powdered heroin,
marijuana and hashish in September 1993 These training narcotics are absolutely
vital to the training of Boris and keeping his proficiency as a narcotics detector
canine. On 01- 06 -94, Officer Tombers received some crack cocaine and some
marijuana which will be utilized for training and has been of a great help since O1-
06 -94. Officer Tombers would note, however, that Tombers still receive powder
cocaine, powder heroin and hashish so that training may be continued in those
areas.
January 06. 1994, at 1730 hours - Case Number 94 -00281
• Sergeant Roth made a traffic stop on a vehicle in the 1200 block of 67th Lane and
requested Officer Tombers to have Canine Boris perform a narcotics search of the
vehicle. Officer Tombers asked the owner of the vehicle if there was any
narcotics present in the vehicle and he stated that there was not. Tombers was
then given consent by the owner to perform a narcotics search and in ordering
Canine Boris to perform this search, Boris indicated to Tombers that there was
narcotics present in the ashtray of the vehicle. Tombers upon checking the
ashtray, found that there was a marijuana joint in the ashtray. This information
was passed on to Sergeant Roth and Officer Tombers and Canine Boris were
cleared.
January I L 1994, at 2320 hours - Case Number 94 -00918
Officer Tombers initiated a traffic stop on a vehicle at 65th and Dupont Avenue
North and upon approaching the driver, could smell marijuana coming from the
vehicle.
Memo to Chief Trevor Hampton
• Page 5
January 11, 1994
Officer Tombers then asked the driver if there was marijuana in the vehicle and
he stated that there was. Tombers then had the driver and passenger step out of
the vehicle and Tombers had Boris do a narcotics search of the vehicle. Boris
indicated to Officer Tombers upon searching the vehicle that there were narcotics
present underneath the driver's side floor mat.
Upon further investigation, Tombers uncovered approximately one -half ounce of
marijuana packed in plastic. The driver was cited and the marijuana property
inventoried.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
BUILDING SEARCHES
January 3, 1994, at 1407 hours - Case Number 94 -00133
• Officer Tombers- received a burglar alarm at 6019 Zenith Avenue North which
Officer Tombers and Canine Boris proceeded to.
Upon arriving at the scene, Tombers and Boris performed an exterior perimeter
check of the residence and found it to be secure.
January 09, 1994 at 1505 hours - Case Number 94 -00431
Officers received an intrusion alarm at the Salvation Army at 2700 Freeway
Boulevard.
Upon arriving there, Officer Tombers and Canine Boris conducted a perimeter
check of the building and found it to be secure.
Memo to Chief Trevor Hampton
• Page 6
January 11, 1994
January 09 1994 at 1836 hours - Case Number 94-00445
Officers received an intrusion alarm at 6801 Shingle Creek Parkway, the Total
Glass Distributors warehouse. Officer Boie arrived there and indicated that he
found an open door on the rear side of the building.
Officer Tombers and Canine Boris were en route to the scene and upon arrival,
conducted a building search of the entire warehouse and located no suspects inside.
January 10 1994 at 1410 hours - Case Number 94-00490
Officers received a burglar alarm at 6007 Vincent Avenue North.
Upon arrival there, Officer Tombers and Canine Boris assisted in checking the
perimeter and found it to be secure.
•
Januar3LIILIL, 1994 at 0332 hours Case Number 94 -00498
Officers received an intrusion alarm at the Taco Bell Restaurant at 5540 Brooklyn
Boulevard.
Officer Tombers and Canine Boris arrived at the scene and checked the perimeter
and found it to be secure and then were requested by the key holder to do an
interior building search. This was then conducted by Canine Boris and located no
suspects inside.
January 20. 1994 at 0530 hours, Case Number 94 -00978
Officers received an intrusion alarm at the Brooklyn Center High School at 6500
Humboldt Avenue North.
Upon arrival there, Officer Tombers, Canine Boris and Officer Lund entered the
building as the alarm covered an interior detector securing the computer facility.
•
Memo to Chief Trevor Hampton
•
Page 7
January 11, 1994
Once on the inside of the building, officers did find the computer entry door
unsecured and Canine Boris was ordered to conduct a search of this area.
Shortly thereafter, officers were met by a key holder who indicated that he had
been having trouble with that entry door being blown open by the ventilation
system which kicks on at 0530 hours and that is what set the alarm off.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR AREA
SEARCHES
There were no utilizations of Officer Tombers and Canine Boris for area searches
in January of 1994.
UTILIZATION OF OFFICER TOMBERS AND CANINE BORIS FOR
ARTICLE SEARCHES
•
There were no utilizations of Officer Tombers and Canine Boris for article
searches in January of 1994.
/wa
cc: Captain Downer
e
ppK4YN GE,y
�,
BROOKLYN CENTER t '`
POLICE DEPARTMENT
MEMORANDUM
TO: All Personnel
FROM: Trevor Hampton, Chief of Police
DATE: September 29, 1993
SUBJECT: Police Canine
Officer Dave Tombers and his canine partner, Boris, have returned from training
at Triad Canine Training, Inc., Summerfield, North Carolina. Boris is a two year
old male Belgian Malinois.
•
Officer Tombers and his canine partner may be used for:
1) Building searches. (The police canine has the capability of searching
a building in a much shorter period of time than can be done by
officers.)
2) Area search. (The police canine is capable of searching outside areas
for evidence and lost articles.)
3) Tracking. (The police canine will be used for tracking suspects in
criminal cases or missing persons.)
4) The police canine may be used for drug detection. (The police canine
is certified in the detection of cocaine and crack, marijuana, hashish
and heroin.)
Officers who intend to call the police canine to assist, must establish a perimeter
and refrain from entering the area to be searched. The area must be secured until
the police canine is on -site.
Memorandum to All Personnel
• Page 2
September 29, 1993
Officers are cautioned that the police canine does not recognize uniforms and if
targeted by the police canine, officers are advised to stand still and wait for the
handler to give commands to the police canine.
Sergeants are advised that Officer Tombers and Boris are available to be called
while off -duty if the sergeant deems the services of the police canine unit to be
necessary. Requests to assist other agencies will be routed to the patrol captain.
The shift supervisor will review requests from other agencies when the patrol
captain is not on duty.
Officer Tombers' home telephone: 487 -3556 - Pager: 6504527.
Officer Tombers has been assigned to police canine squad 343.
Officer Tombers and Boris are available for appearances at schools, churches and
civic organizations by contacting Community Services Sergeant Roth at 569 -3389.
e
Trevor A. Hampton
Chief of Police
TAH /pj s
•
BROOKLYN CENTER POLICE
PRESS RELEASE
Brooklyn Center Police Department introduces
Police Canine Officer Dave Tombers & Canine Boris!
The Brooklyn Center Police Department is proud to introduce its new Police
Canine Officer Dave Tombers and Canine Boris. Boris is a 2 year old Belgian
Malinois which came to the United States in April of 1993. Boris is originally
from Amsterdam, Holland and is given commands in the Dutch language.
Officer Tombers spent September 15 to 26 at Triad Kennels in Greensboro,
North Carolina, an accredited canine school, learning what Boris knows and
bonding with his new companion and partner. Their days were usually 12
hours long and included a variety of drills ranging from routine traffic stops to
ambush situations.
• Boris spent 16 weeks in preparation prior to P p p p meeting his handler. During this
time Boris was taught obedience control, narcotic's detection, how to execute
building and area searches, evidence and article searches, tracking missing
persons, and criminal apprehension. Boris' class included 14 other canines; 12
Malinoises, 1 Dutch Shepherd and 1 Gruenendau . Boris is nationally
P certified
g
in narcotics detection and can run at a speed of up to 33 mph.
Boris will be living with Officer Tombers and his wife, Annie and their 1 year
old black lab, Sam. Boris' first day on the street was Tuesday, September 28.
•
MEMORANDUM
TO: Mayor and Members of the City Council
FROM: Gerald G. Splinter, City Manager
Charles Hansen, Finance Director
DATE: November 8, 1994
SUBJECT: Questions Raised at Budget Work Session
There were a series of questions raised by the Mayor and City Council Members at the October
17, 1994 work session. The following is a list of those questions and staff's answers to them.
1. What is the breakdown of the budget increase?
• A breakdown of revenues can be found on the green page number 3.
• A breakdown by organizational unit can be found on the green page number 5.
• A breakdown by object classification can be found on the green page number 7.
• A breakdown by General Fd department can be found on white page number 4.
• 2. Are salary increases for the City Council in the budget?
Yes, the increases approved by the City Council are in the Personnel line in the City
Council bud on white page 1.
3. What makes up the Contractual Services for $56,150 in the City Council budget?
The major items are the following:
a. Northwest Cable TV to air City Council meetings. $3,500
b. Secretarial service to produce minutes for City Council meetings. 12,000
c. Cost of joint meeting of City Council & Advisory Commissions 750
d. Dues:
League of Minnesota Cities 13,500
Assoc of Metro Municipalities 6,900
LMC Labor Relations Consulting Service 4,000
U.S. Conference of Mayors 1,850
North Metro Mayors Association 9,000
National League of Cities 1,300
e. Expenses for City Council conferences & schools 3,000
f. Miscellaneous 350
4. Where is the money for the joint meeting of City Council & Advisory Commissions?
• It is in the City Council budget under contractual services in the amount of $750.
5. Will the Human Rights Commission spend $8,000 in 1995?
Yes. As in the past, we plan to contribute $1,000 in 1995 to the Heritage Festival. This
leaves $7,000 to be spent on a comprehensive, city -wide cultural diversity training and
follow -up sessions. We expect to use outside consultants and agencies such as Northwest
Hennepin Human Services Council to do extensive training with our staff including staff
from city hall, the police department, Heritage Center, civic center, and maintenance
divisions as well as our liquor stores. At the present, no internal staff member is trained
in this specialized area of providing diversity training to our work force. Thus, we are
looking for outside agencies to help us with this program.
6. What is the cost of converting the City Manager /E.D.A. part -time secretary to full -time?
If the position remained part -time at 1,300 hours in 1995, the total cost would be
$15,460. If it is converted to full -time, the total cost would be $32,535. Either way,
the cost is split 40 % City Manager and 60 % E. D. A. The net increase is $6,830 for the
City Manager and $10,245 for the E.D.A.
The cost increase is driven by the following factors:
1. Total hours paid increase from 1,300 to 2,080.
2. The hourly pay rate increases from $10.37 to $12.02.
3. Insurance benefits of $3,862 are included.
7. In the City Manager's Capital Outlay budget, why does the fax machine cost $3,900?
When the budget was put together in the spring of 1994, we used the state contract
purchasing documents to price out a plain -paper fax machine for city hall. As you know,
our current fax machine was the machine previously used in the police department. It
is a thermal -paper fax machine. The fax machine in the budget is for a plain -paper fax
which would eliminate the need to have staff make plain -paper copies on our copy
machine of faxes that come across on our thermal fax machine at present. In looking at
the current state bid, a plain -paper fax machine costs as follows:
•
Fax Machine $2,416
• Toner 96
Master drum 240
Memory 324
Service 325
Total $3,401
Sales Tax at 6.5 % 221
Total for Plain Paper Fax Machine $3,622
We expect that cost estimates should be slightly lower by approximately $200 after the
first of the year based on new state bid and improvements and technology. The plain -
paper fax that was quoted is through Metro Sales and is on the current state bid. It has
additional memory which will allow us to feed in documents into the memory eliminating
unnecessary staff time waiting by the machine to send a fax if lines are busy. We need
to purchase a service contract for the machine. When you purchase the new fax
machine, it comes with a 90 -day service guarantee. After that time frame, a service
contract is needed. The price of a service contract is based on the number of faxes in
and out of the machine per year. This fax also comes standard with a printer interface
allowing for the future. For instance, if a computer is installed at the front receptionist
desk it could be hooked into the fax machine to be used as a standard printer for that PC.
All in all, the fax priced in this memo is a mid -line machine and price for a plain -paper
fax with memory.
•
8. In the Elections Budget, what is the incremental cost of each precinct? How much
money could be saved by combining precincts? Could our elections be combined with
school district elections to share costs?
a. The precincts with larger numbers of voters need more election judges to handle
the volume. Therefore, costs for larger precincts are higher due to salaries of
election judges.
b. None. The precincts must be divided so that approximately the same number of
voters are in each precinct. Since Senate District 46 encompasses Precinct 8, we
are bound by having our other precincts approximately the same size. Also, there
is not enough room to maintain order if there is excessive numbers of voters for
one precinct.
C. State Law governs when school board elections are held. Recently, the uniform
election procedures law governed school districts to establish school board
elections in the fall of the even- or odd - numbered years.. Most school districts
are choosing the odd - numbered years. Since the State and our City elections are
held in the even - numbered years, it would not be possible to combine elections
unless the school districts chose to do so. This year, Independent School District
. No. 281 has its school board election on the ballot. We are working with the
school district to help defray costs to the City on a per voter basis.
• 9. How much training is included in the Data Processing budget and what is it for?
In the Contractual Services category, $17,260 out of the $26,238 is for training. It is
for the following purposes:
1. Training for users of desktop publishing (Pagemaker) software $1,900
2 Training for users of database management software $4,360
3. Training for all city staff to improve skills in using spreadsheet and
wordprocessing software. This was started in 1994 with an appropriation of
$10,000 and focused on spreadsheets since we purchased an upgrade to Excel that
year. The focus in 1995 will be on wordprocessing since it is budgeted to
purchase an upgrade to that software. The goal is to have all City employees
trained to a level of proficiency on the software they need to do their jobs by
1996. $11,000
10. Could money be saved in the Data Processing capital outlay budget by purchasing less
expensive personal computers and upgrading some older 286 computers to 486s instead
of buying all new computers?
Everyone keeps telling us that we should try to run the City more like a business. Like
business, we are purchasing the latest versions of wordprocessing, spreadsheet, and specialized
• software. Current versions of wordprocessing and spreadsheet software don't run well unless
the PC is a 486 with 8 me -s of ram.
Specialized software which we currently have includes ArcView, Hansen Utility Management,
Auto Cad, and Pavement Management. LOGIS is acquiring new recreation management and
vehicle management software which will do the processing on the PC instead of on the
mainframe. Suppliers of LOGIS's financial and payroll software are also coming out with new
versions which will do some processing on the PC rather than the mainframe. All of these
applications require at least a 4S6DX66 PC with 12 or 16 melts of ram and extra video ram in
order to perform well.
Also like a business, we try to instill in our employees the idea that efficiency and productivity
are important. That message is lost when the employee is forced to work on an obsolete PC
which is slow and frequently is broken down for days on end. The average secretary costs the
City about $138 in wages and fringe benefits for each day worked. If you assume that the
person's efficiency is cut by 50% on days when the PC is down, then there is a $69 productivity
loss for this person each day. Other employees have higher or lower compensation and may be
more or less dependant on the PC..
In 1990 and 1991, we bought state of the art PCs which were 386s and had a maximum of 4
megs of ram. Today, only 4 years later, these can't be expanded beyond 4 megs and are
obsolete. They don't even run the latest wordprocessing software efficiently. It is my
expectation that we will be able to get five years of service from the PCs we propose to buy.
The only enhancement they should need will be to expand the ram, which will be easy to do
since they have mother boards with slots for expanding the memory. My fear is that today's
economy model PC won't be adequate to handle the wordprocessing software of three years
from now.
We try to get as much mileage as possible out of our PCs. This is done by purchasing PCs
which are at or near state of the art. Today that would be a PC with a Pentium processor. We
are proposing 486s, which are a step below that. The powerful new PCs are placed with our
most knowledgeable users and those who run specialized programs requiring new PCs. After
a couple of years, these users again get new ones, and the old PCs are placed within the
organization with someone who does primarily wordprocessing. In this way, we are usually able
to get five years of service out of a PC before performance becomes too much of an issue. The
PCs we are proposing to retire in 1995 are all 8086s or 286s which are 5 to 8 years old and can
not run our current programs under Windows.
Attached is a memo from Barbara Gallo which gives more detail on the maintenance and
performance problems we have experienced.
I
• 11. How do we dispose of old PCs and other equipment?
If they are still in running condition, they are usually placed in the City's yearly auction
in the spring. An old PC may sell for $50 to $150. It is impossible to get any more in
view of the fact that a brand new economy model PC will do more and costs about
$1,000. In fact we have been debating the wisdom of selling the old PCs at all. They
have all had 5 to 8 years of service with us which means they are about to break down
if they haven't already. Selling a PC which disappoints the buyer with its poor
performance and soon breaks down, does nothing to help the City's image. PCs which
are broken are sent to a vendor who scraps them for the metals inside.
•
City of Brooklyn Center
A great place to start. A great place to stay.
• NMNIORANDUM
Date: November 2, 1994
To: Gerald Splinter and Charlie Hansen
From: Barbara A. Gallo
Subject: 1995 Data Processing Budget Request for Microcomputers
Per Charlie Hansen's request, I have prepared an evaluation and justification of our personal
computer purchases. Charlie informed me that a question as to why we purchase name
brand computers such as Hewlett Packard and Compaq over PC clones has arisen. In
addition, it has been suggested that we take the HP ES /12 computers and upgrade them to a
486 computer. In this time of tight budgets, it appears that buying new HP or Compaq may
be unwise because clone computers are less expensive to buy at the time of purchase and to
upgrade would be cheaper than buying new. I believe the following will justify why we are
planning to spend about $400 more per computer than a clone.
In August 1990 we purchased the first clone computer for the City of Brooklyn Center
offices. This computer was assigned to the city assessor. We were concerned about buying
clones because we did not know if they would be compatible and as reliable as the Hewlett
Packard computers we had been buying. This first computer worked well. No compatibility
problems surfaced. There was a small problem that needed service within the first 6 months.
A service technician was out within four hours. We were encouraged by this experiment.
Therefore, in 1991 we purchased ten PC Express machines, followed by nine in 1992 and
nine more in 1993. Until the beginning of 1993 the service provided by PC Express was
good. Starting in 1993, the service went from four hours and next day to two or more days.
Also the quality of the components do not seem to be as good. Five out of the 9 PC Express
machines purchased in 1993, had to have their mother - boards replaced in the first month
after delivery. The quality of service to date has not improved. Just recently 1 waited three
weeks for a replacement power supply for a computer. Just today, I received replacement
memory for a PC Express computer that I ordered two weeks ago. As a result of having to
use a computer with defective memory, the user estimates her productivity during that period
was down by 40 percent. With the defective memory, her applications did not run properly
and often locked up the computer which then has to be rebooted. We do not have PCs I can
keep out of use to use as spares.
The Hewlett Packard machines have performed better over time. Out of three HP's
purchased in 1993, none have had a problem with the CPU and its components. One did
need the CTX monitor purchased with the computer replaced within 90 days of purchase.
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Afrmative Action /Equal Opportunities Employer
The HP 386 computers we purchased in 1990 and 1991 have not needed repairs for the most
part. As I recall, one out of five PCs needed a new communications board. When service is
needed we can call OPM Information Systems and they will have a technician out in half a
day.
With PC Express we end up waiting days for parts or a technician. This results in the user
not being able to do the work needed to be done. It often requires a lot of my time to
diagnose the problem, order the parts or request a technician, and to follow up on delays.
Since I am the only person the City has to manage the computer operations and provide
technical support, my time spent dealing with down computers leaves me less time to work
on the many other tasks I am expected to do.
The clone alternatives I have looked at are PC Tailors and PC Express. They both offer five
limited warranties. PC Express and PC Tailors provides on -site service the first year. they
both provide carry in service after that period or on -site for a fee. It costs us $100 every
time a PC Express technician comes on -site to repair a computer. From our experience with
PC Express, it appears that the money saved initially is not really a savings. Over time we
loose money because of computer down time, waiting for parts, paying for on -site service or
my time to fix the computer.
The average savings per computer that I calculated if we purchased a PC Tailors or PC
Express machine would be $400. The computer is a 486 DX 2/66 with 12 MB RAM, a
network card, 1 MB SVGA video, 14 inch monitor, 325 MB hard drive minimum and one
• floppy drive. Multiplying $400 by 11 computers may seem significant, but it isn't when
You look at the long term. The life of a computer here at the City is running five -plus years
currently. When you purchase a HP or Compaq computer you know you can get service
from a variety of vendors. From our experience their computers need less repairs over time.
When we need repairs we can be sure they stand behind their product. That means savings
because users don't have to suffer long down time. It means savings because my time is not
taken up trouble - shooting, following -up, and repairing.
When a HP or Compaq computer that is under warranty needs service, I can call any
authorized HP or Compaq service center. They can provide service under the terms of the
warranty. Buying from a clone dealer means the service options are limited. This limitation
can mean the computer is out of service for days or weeks.
I strongly believe given our experience with PC Express and my personal experience with
PC Tailors that the $400 more we will spend initially will be money well spent. I believe
that it would be a mistake to sacrifice quality and experience to save some initial funds. I
feel the same for any other clone we might purchase.
In regards to upgrading the Hewlett Packard ES/ 12 computers to 486 computers, I believe
we would be disappointed. I met with Joe Oster, the MIS coordinator for the City of Maple
Grove. In 1993, he looked into having all their HP ES/ 12 computer upgraded to 486
• computers. In fact, he did have one done to see how it would work.
Maple Grove found the upgraded PC to be unsatisfactory. Once into the upgrade the
• company found they had to replace everything except the keyboard and the VGA monitor.
They replaced the motherboard, processor chip, hard drive, memory, power supply, VGA
card, communication ports card and case. All of these parts needed replacement because of
the architecture used in the ES /12 computers.
The upgraded PC is a 486SX 25 MHz computer with 4 MB RAM. I tested its access speed
with that of a HP 486 25N computer. This is a 486 DX 25 MHz computer with local bus
video and 4 MB RAM.
The upgraded ES /12 computer took 3 minutes from initial boot up to load Windows fully. In
comparison, the 486 25N took 1 minutes 9 seconds from initial boot up to load Windows
fully. The upgraded computer took 1 minute 10 seconds to load Windows from DOS. The
486 25N took 22 seconds to load Windows from DOS.
These tests demonstrate that there is little advantage with the upgraded ES /12. Yes, you can
run Windows, but the speed is very slow when compared to a true 486 computer. To give
users upgraded ES/ 12 computers will slow down the productivity of the users significantly.
They will have to wait long periods of time for programs to load, files to be saved, and
screens to paint.
The Windows environment is a graphically intensive one. A computer needs the video speed
and disk I/O speed, in addition to memory and the processor to work effectively in the
• environment.
After upgrading the one ES/ 12, Maple Grove decided the upgrades were an unsatisfactory
solution. In fact they have given the upgraded PC to the nursery school for the children to
use.
Based on Maple Grove's experience and what I have heard and read, I do not believe
upgrading the ES/ 12 computers is a cost - effective, viable alternative for us. I believe we
would spend the money and be terribly dissatisfied with the results. In the end, we would
end up buying replacements for them without receiving any pay -back on our upgrade
investment.
If you have any questions concerning my evaluation and justification, please feel free to ask
questions.
•
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
City of Brooklyn Center
Memorandum
To: City Manager Gerald G. Splinter
Mayor Todd Paulson
Councilmember Barb Kalligher
Councilmember Kristen Mann
Councilmember Dave Rosene
Councilmember Celia Scott
F ROM: Nancy Gohman, Assistant City Manager „� \
DATE: November 1, 1994
SUBJECT: 1995 Budget Funding Request - North Metro Highway 100 Council
We have recently received a funding request from the North Metro Highway 100 Council for
the 1995 budget in the amount of $3,000. The information regarding this funding request is
attached in a letter dated October 24, 1994, from Duane Ostlund, President, North Metro
Highway 100 Council.
• As you recall, the Brooklyn Center City Council has contributed to this project in the past,
specifically in 1994 in the amount of $2,000. Since we are into the 1995 budget process, I ask
that you consider this item at the next budget work session on November 21, 1994.
Attachment
cc: Charlie Hansen
File
First Bank
Ro bbinsdale
• 4000 West Broadway Duane C. Ostlund
Robbinsdale, Minnesota 55422 President
October 24, 1994
Mr. Jerry Splinter
City Manager
6301 Shingle Creek Parkway
Brooklyn Center, IV12 t 55430
Lear 1-Ir. Splinter:
The North Metro Highway 100 Council respectfully reauests inclusion in the city's 1995 hud?et,
the amount of $3,000. Attached is the Highway 100 Council's 1994 budget. The 1995 budget is
currently being drafted and will be forwarded to your attention following its approval. Please
e s
note, the city contributed to the efforts of this Council last year in the amount of $2,000.
Promotional, marketing and governmental relations expenditures are expected to be significantly
higher in 1995. In 1995 efforts will be channelled to secure financial support from the local
business corrmunities as well.
The Highway 100 Council's goal is to expedite the upgrading and expansion of Highway i of).
Cu Mayo ci a- g
ae ,-
y, m and �,t m anager s/ad m inistrators from the communities of Rob":
• H.epe, Brooklyn Center and Crystal have been active participants. Notable successes include.
• Successful production of a local cable special featuring comments from a variety cf key
individuals (i.e. corridor comrnunity representatives and N iN /DOT). A copy of this video is
available per your request.
• The final drafts are being completed on a Position Statement. This document is compiled
with the assistance of iv iN/DOT and the Metropolitan Council for the purpose of outlining
key issues associated with the corridor (i.e., schedule, funding, design, etc.). A copy of the
draft is attached for your review.
• On numerous occasions, the Council has had an opportunity to network with a variety of
individuals and entities. I hese meetings have been very positive and encouraging.
A presentation can be made to the City Council regarding this request and the current status the
roadway. To schedule, please contact me at 536 -5329.
Sincerely,
Duane Ostlund
President, North itiietro Highway 100 Council
President, First Bank Robbinsdale
• Enclosures
Member Firs BanK Svstem
. North Metro Highway 100 Council
BUDGET
REVENUE 1994
Member Communities $8,000.00
Business Community _0_
NMMA 1,000.00
Hennepin County _0_
Total Revenue 9,000.00
r ERATIL 1G EXPENSES 1994
ccounting $750.00
Administration 1, 500.00
Clerical
300.00
Governmental Relations 27500.00
Ri PP eeting Expense 500.00
stage 250.00
nti ng 900.00
marketing/Tromotionai iViaterials 1,000.00
Total Operating Expenses $8,00.00
i
• POSITION STATEMENT FOR
TRUNK HIGHWAY 100
September 29, 1994
PROJECT SCHEDULE
The Minnesota Department of Transportation (MN /DOT) is continuing the work on the
Trunk Highway 100 reconstruction project. The following is an estimate on the time
necessary to complete the Environmental Impact Statement (EIS) portion of the
project.
► Draft EIS Release Spring 1995
►b Draft EIS /Public Hearing & information Meeting Summer 1995
► Final EIS Spring 1997
► Final EIS Adequacy Determination Fall 1997
> Record of Decision Winter 1997 -1998
PROJECT LIMITS
Trunk Highway 100 From Glenwood Avenue North to 50th Avenue North
• Municipefities: Brooklyn Canter, Crystal, Golden Valley, and Robbinsdale
PROJECT ALTERNATIVES
MN /DOT proposes to reconstruct the above referenced section of TH 100 to freeway
standards. This work will result in the removal of all at -grade intersections and access
I
ocations. Existing intersections at 36th Ave. N., County State Aid Highway 81
(CSAH 81 ), and France Ave. N, will be replaced with new interchanges. The existing
Interchanges at TH 56 Q '
g Duluth Street (CSAH 6fi1, and 42nd Ave. N. will be redesigned
to current standards. Direct access to TH 100 will be closed at Holiday .Lane,
Thotland Road, Lindsay Street, Unity Ave., 29th Ave: N., 32nd Ave. N., 34th Ave. N.,
35th Ave. N,, 39th Ave. N,, Indiana Ave., and 50th Ave. N. Overpass bridges at the
Chicago and Northwestern RR, the Burlington Northern RFi, Broadway Avenue (CSAH
8), and the Soo Line RR will be replaced.
Two mainline build alternatives are being considered: a Four -Lane Alternative (two
travel lanes in each direction) and the Six - /Four -Lane Alternative (three travel lanes in
each direction south of CSAH 81 /two travel lanes in each direction north of CSAH
81 ), The six -lane section of the latter alternative could have all lanes dedicated to
mixed traffic or, as a subalternative, the two Inside lanes (one lane In each direction)
could be dedicated to high occupancy vehicle (HOV) use. Under the subalternative
r design, HOV vehicles transferring between TH 100 and 1 -394 would be required to
SEGMENTS I COST ESTIMATE
The TH 100 project is currently divided into four segments. This numerical order Is
for clarity in the development process, and is not a reflection of construction staging.
Estlmated Costs'
_Construction o_-of
Segment 1 Glenwood Ave. to 29th Ave. N. RIQht- f
Interchange R Replac $20 $12
Segment 2 29th Ave, N. to 39th Ave, N,
Interchange Construotion $9 $20
Segment 3 39th Ave. N. to Indiana Ave.
intercnange construction/8ridge Repiacements $13 $3.5
Segment 4 Indiana Ave. to 50th Ave. N.
Interchange Construction/Bridge Replacements _15 $3.5
TOTAL W $39
` Millions of Dollars
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KNNE•SOTA 0 Recenstr ct ENfstln3 interchange
DEFARTMENr ❑ New tnterc:snge
OF TRANSFORTATION dW Patton of TH 100 to be Reconstructed
Primary Contact: Secondary Contact: —_._..
Tim Stahl Pon':rickson
Project Manager Pre Design Engineer
582- 1305 582 - 12 195
I
Memorandum
To: Gerald Splinter, City Manager
Charlie Hansen, Finance Director
From: Nancy Gohman, Assistant City ana e
tY 9
Date: December 2, 1994
Re: Corrected copy - Prioritization and recommendation from Human Rights and Resources Commission
regarding funding requests for contractual services.
Average 1 2 3 4 5 6 7 Funding Request
1 North Hennepin Mediation " " °82 92 71 91 71 77 94 77 $ 5,000
2 NW Hennepin Human Serv. 80 97 67 84 71 70 92 76 $ 15,136
3 CEAP 76 90 54 85 83 50 91 77 $ 9,000
4 Five Cities Transportation 68 70 82 36 75 83 59 69 $ 11,010
5 Brooklyn Peacemaker Ctr. 62 86 73 0 55 75 86 58 $ 10,000
$ 50,146 total funds requested
40,860 1995 proposed budget
funding limit
The Human Rights and Resources Commission evaluates funding requests made yearly from nonprofit organizations.
',The HRRC invites representatives from nonprofit contractual services agencies who request funding from the City to al
ommission meeting to make a presentation regarding their program. In the fall of 1994, the HRRC interviewed North
Hennepin Mediation, NW Hennepin Human Services Council, CEAP, and Five Cities Transportation. The HRRC
ranked the funding and service requests as shown above, with 1 being the highest rating and 5 being the lowest.
The 1995 Manager Recommended City Budget shows funding limited to $40,860, which is lower than the total
requests for funding listed above. Therefore, a priority ranking by HRRC should help the Council in making its budget
;funding decisions for 1995. j
One final note, the City Manager does not recommend funding of CEAP. This service is more directly related to
;Hennepin County services than services provided by the city.
i
I
I
MEMORANDUM
TO: Mayor and Members of the City Council
FROM: Gerald G. Splinter, City Manager
DATE: November 18, 1994
SUBJECT: 1995 Enterprise Funds Budgets
Attached are proposed budgets for the City's enterprise funds. Formal budgets for
most of these funds have never been adopted before. This is not to say they have
been without any control. The City Council has annually adopted rate studies for
the Water, Sanitary Sewer, Storm Drainage, and Recycling Funds which amounted
to budgets. In fact, the budgets for those four funds draw their numbers from the
rate studies the City Council approved earlier this fall.
• The Earle Brown Heritage Center has been controlled by a budget which was part
of the Economic Development Authority budget in the past. The Liquor Fund and
Centerbrook Golf Course Fund have not had officially adopted budgets but were
closely scrutinized by the City Manager.
This is part of an effort we are making this year to significantly improve our
overall budget process. One major focus has been the activity budget presented
for the General Fund. This is the other focus, to extend budgetary control over
all important City funds.
LIQUOR STORES
1995 Budget
POLICIES: + Assure and enforce state and local liquor laws to insure that
alcoholic products are not sold to minors and those who are
obviously intoxicated.
+ Identify the tastes and interests of the community and develop
products lines accordingly.
+ Provide a balance of products and services for a variety of
age groups.
+ Continue to review the trends of new and changing product lines.
It is our ultimate goal to maintain a safe community by dispensing alcoholic products to our citizens in a lawful
manner and still maintain a reasonable profit.
ACTIVITIES: Percent of Sales Budget STAFFING:
Humboldt Liquor Store 29% 1.00 Liquor Stores' Manager
Boulevard Liquor Store 34% 2.00 Liquor Store Supervisors
Northbrook Liquor Store 37% 0.85 Office Assistant
100% 11.40 Cashier /Clerk
15.25 Full -time Equivalents
Actual Actual Estimated Requested Manager
Budget 1992 1993 1994 1995 Recommend
REVENUES:
Liquor Sales $835,493 $860,914 $862,798 $875,000 $875,000
Wine Sales 286,302 265,333 266,891 267,000 267,000
Beer Sales 1,373,225 1,318,596 1,372,455 1,400,000 1,400,000
Other Sales 170,731 171,030 165,375 170,000 170,000
Investment Earnings 1,203 3,125 3,300 3,300 3,300
Total Revenues $2,666,954 $2,618,998 $2,670,819 $2,715,300 $2,715,300
Less: Cost of Sales $2,011,069 $1,975,491 $2,016,468 $2,047,561 $2,047,561
Gross Profit $655,885 $643,507 $654,351 $667,739 $667,739
EXPENDITURES:
Personnel $343,674 $356,468 $371,937 $362,256 $362,256
Supplies 8,357 6,481 5,098 8,500 8,500
Other Contractual Services 51,499 51,705 54,813 35,330 35,330
Building Rent 36,031 38,897 35,128 35,950 35,950
Insurance 30,550 31,534 12,266 13,220 13,220
Utilities 20,367 23,119 23,655 23,810 23,810
Depreciation 28,765 29,043 10,215 25,895 25,895
Interest Expense 17,757 16,193 14,547 12,640 12,640
Capital Outlay 4,253 6,069 2,000 12,000 12,000
Contingency 0 0 0 9,050 9,050
Total Expenditures $541,253 $559,509 $529,659 $538,651 $538,651
Operating Income $114,632 $83,998 $124,692 $129,088 $129,088
General Fund Transfer $65,000 $100,000 $100,000 $100,000 $100,000
Net Income $49,632 ($16,002) $24,692 $29,088 $29,088
. Staffing (FTE) 15.8 15.1 15.3 15.3 15.3
COMMENTS: The Liquor Stores experienced significant cash outflows in 1994 due to the purchase of a new cash
register /inventory control system. Profits in 1994 and 1995 are needed to get the fund back to the
cash position it held at the end of 1993.
FUND: LIQUOR FUND Activity: HUMBOLDT STORE
Activity Description
This activity accounts for the Humboldt Municipal Liquor Store located at 1500 69th Avenue North.
Percent of Total Sales Budget 29%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part-time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $252,875
Wine Sales 77,163
Beer Sales 404,600
Other Sales 49,262
Investment Earnings 1,100
Total Revenues $785,000
Less: Cost of Sales $591,845
Gross Profit $193,155
EXPENDITURES: STAFFING:
Personnel $115,509 0.50 Liquor Stores' Manager
Supplies 3,000 0.85 Office Assistant
Other Contractual Services 11,800 3.80 Cashier /Clerk
Insurance 4,230
Utilities 9,280 5.15 Full -time Equivalents
Depreciation 11,105
Interest Expense 12,640
Capital Outlay 4,000
Contigency 2,800
Total Expenditures $174,364
Operating Income $18,791
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
FUND: LIQUOR FUND Activity: BOULEVARD STORE
Activity Description
This activity accounts for the Boulevard Municipal Liquor Store located at 6250 Brooklyn Boulevard.
Percent of Total Sales Budget 34%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part-time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $301,000
Wine Sales 91,848
Beer Sales 482,872
Other Sales 58,480
Investment Earnings 1,100
Total Revenues $935,300
Less: Cost of Sales $705,321
Gross Profit $229,979
EXPENDITURES: STAFFING:
Personnel $121,344 0.25 Liquor Stores' Manager
Supplies 3,000 1.00 Liquor Store Supervisors
Other Contractual Services 12,600 3.80 Cashier /Clerk
Insurance 4,540
Utilities 6,880 5.05 Full -time Equivalents
Depreciation 6,185
Capital Outlay 4,000
Contingency 3,000
Total Expenditures $161,549
Operating Income $68,430
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
i
FUND: LIQUOR FUND Activity: NORTHBROOK STORE
Activity Description
This activity accounts for the Northbrook Municipal Liquor Store located at 1966 57th Avenue North.
Percent of Total Sales Budget 37%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part-time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $321,125
Wine Sales 97,989
Beer Sales 512,528
Other Sales 62,258
Investment Earnings 1,100
Total Revenues $995,000
Less: Cost of Sales $750,395
Gross Profit $244,605
EXPENDITURES: STAFFING:
Personnel $125,403 0.25 Liquor Stores' Manager
Supplies 2,500 1.00 Liquor Store Supervisors
Other Contractual Services 10,930 3.80 Cashier /Clerk
Building Rent 35,950
Insurance 4,450 5.05 Full -time Equivalents
Utilities 7,650
Depreciation 8,605
Capital Outlay 4,000
Contigency 3,250
Total Expenditures $202,738
Operating Income $41,867
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
LIQUOR STORES
1995 Budget
Detail of Capital Outlay
Total Manager
Description Store Cost Requested Recommended
1. Surveillance Equipment 3 a@ 4000 $12,000 12,000
Total Capital Outlay $12,000 $12,000
CENTERBROOK GOLF COURSE
1995 Budget
POLICIES: + Continue to provide an outstanding par three golf course
which can be enjoyed to the utmost by the golfers of this area.
ACTIVITIES: Percent of Budget STAFFING:
0
Golf Operations 68% 1.00 Grounds Supervisor
Grounds Maintenance 32% 2.00 Club House
0.75 Course Rangers
100% 1.50 Course Maintenance
0.25 Golf Lessons
5.50 Full -time Equivalents
Actual Actual Adopted Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Green Fees $216,491 $213,469 $241,400 $243,200 $243,200
Merchandise Sales 20,545 19,918 21,000 18,000 18,000
Concessions 18,599 17,348 18,000 18,000 18,000
Other Sales 29,288 29,298 29,600 29,500 29,500
Investment Earnings 3,633 2,332 0
Total Revenues $288,556 $282,365 $310,000 $308,700 $308,700
Less: Cost of Sales $28,102 $29,352 $30,000 $28,500 $28,500
Gross Profit $260,454 $253,013 $280,000 $280,200 $280,200
EXPENDITURES:
Personnel $119,645 $121,636 $125,800 $111,567 $111,567
Admin. Services Transfer 6,500 7,000 6,800 6,200 6,200
Supplies 13,883 16,061 16,900 17,800 17,800
Other Contractual Services 10,219 17,801 18,545 17,940 17,940
Insurance 3,769 3,767 8,000 8,150 8,150
Utilities 9,770 8,943 10,375 9,500 9,500
Vehicle /Equipment Charges 0 0 22,000 19,800 19,800
Depreciation 25,435 23,236 13,365 15,725 15,725
Interest Expense 56,000 54,000 54,000 54,000 54,000
Total Expenditures $245,221 $252,444 $275,785 $260,682 $260,682
Net Income $15,233 $569 $4,215 $19,518 $19,518
Staffing (FTE) 5.6 5.8 5.5 5.5 5.5
COMMENTS: The Golf Course experienced significant cash outflows in 1994 due to the reconstruction of the
pedestrian bridge and the need to transfer cash to the Central Garage Fund for past depreciation on
. equipment. Profits in 1995 are needed to get the fund back to the cash position it held at the end
of 1993. Any excess cash is used to pay down the loan from the Capital Improvements Fund.
DEPTSUM.XLS, 11/17/94
DEPARTMENT: Golf Course ACTIVITY: Golf Operations
Activity Description
This activity provides for the people wishing to play golf at Centerbrook such as purchasing green fees,
buying golf equipment, and helping them to understand the rules and regulations of the course.
Percent of Total Dept. Budget 68%
1995 Objectives
1) Conduct a marketing study to increase the number of golfers and improve service.
2) Increase the number of people taking lessions.
3) Make sure that the golfers are able to play at a good pace.
Part -time Employees
Recommended 1995 Budget
Revenues Staff Allocation
Green Fees $184,420 Club House 2.00
Merchandise Sales 18,000 Course. Rangers 0.75
Concessions 18,000 Golf Lessons 0.25
Other Sales 29,500 Total 3.00
Total Revenues $249,920
Less: Cost of Sales $28,500
Gross Profit $221,420
Expenditures
Personnel $50,471
Admin. Services Transfer 6,200
Supplies 7,100
Contractual Services 15,340
Insurance 8,150
Utilities 9,500
Depreciation 15,725
Interest Expense 54,000
Total $166,486
Comments:
49 DEPARTMENT: Golf Course ACTIVITY: Grounds Maintenance
Activity Description
This activity provides for the maintenance of the golf course.
Percent of Total Dept. Budget 32%
1995 Objectives
1) To improve the appearance of the course by adding more flowers and trees.
Part -time Employees
Recommended 1995 Budget
Revenues Staff Allocation
Green Fees $94,196 Grounds Supervisor 1.00
Course Maintenance 1.50
Total $94,196 Total 2.50
Expenditures
Personnel 61,096
Supplies 10,700
Other Contractual Servi 2,600
Vehicle /Equipment Cha 19,800
Total $94,196
Comments:
EARLE BROWN HERITAGE CENTER
1995 Budget
POLICIES: + To provide meeting facilities which will attract multiple day
events thereby providing revenue to area hotel, restaurant,
and retail facilities.
+ To provide the highest level of product and service in the
meeting industry.
+ To develop new corporate, social, and trade show clients
while retaining current users.
+ To preserve the historic redevelopment of Brooklyn Farm by
maintaining the physical plant and grounds.
Mission Statement: Earle Brown Heritage Center is dedicated to providing unique facilities for meetings,
conferences and special events with style, courtesy and superior service.
ACTIVITIES: Percent of Sales Budget STAFFING:
Convention Center 81% 1.00 Manager
Inn on the Farm 10% 1.00 Maintenance Supervisor
Earles Restaurant 5% 1.00 Sales Director
Once Rentals 4% 3.00 Sales Managers
100% 1.00 Maintenance Custodian
1.00 Secretary
1.00 Receptionist
1.00 Innkeeper
1.00 Asst. Innkeeper
8.00 Set -up Crew
1.45 Custodian
1.40 Maintenance Worker
0.72 Office Assistant
1.60 Night Auditor
2.60 Hostess/Cook
2.00 Housekeeping /Laundry
28.77 Full -time Equivalents
Actual Actual Adopted Estimated Budget
Budget 1992 1993 1994 1994 1995
REVENUES:
Room Rentals $484,003 $605,776 $654,400 $676,644 $795,000
Food & Liquor Sales 73,689 908,371 919,800 1,254,996 1,399,227
Equipment Rents 48,291 73,014 63,000 86,600 101,310
Office Rents 108,842 112,823 116,363 111,498 103,803
Other 80,332 112,111 125,735 120,854 137,899
Total Revenues $795,157 $1,812,095 $1,879,298 $2,250,592 $2,537,239
EXPENDITURES:
Personnel $ 550,601 $587,078 $617,425 $620,004 $722,727
Contract Personnel 0 291,289 309,764 396,521 456,863
Management Fees 0 75,271 94,150 109,372 122,500
Food & Liquor Costs 19,975 236,303 249,461 322,976 368,051
Supplies 60,577 127,029 160,858 136,991 146,588
Utilities 120,713 128,653 128,690 134,375 137,575
Other 252,096 331,158 308,653 367,370 336,245
Capital Outlay 38,862 30,824 22,537 35,581 82,656
Contigency 0 18,947 0 22,090
Total Expenditures $1,042,824 $1,807,605 $1,910,485 $2,123,190 $2,395,295
Operating Income ($247,667) $4,490 ($31,187) $127,402 $141,944
Administrative Services (54,240) (38,160) (42,192) (42,192) (51,916)
Property Taxes (62,541) (65,679) (71,800) (64,499) (67,196)
Interest Paid to the City (9,141) (14,298) (8,000) (20,711) (22,832)
Net Income (Loss) ($373,589) ($113,647) ($153,179) $0 $0
. Staffing (FTE) 23.8 24.4 24.3 25.0 28.8
COMMENTS: See following page for budget comments.
EBHC
1995 BUDGET
ADDITIONAL COMMENTS
The 1995 budget is aggressive. The Heritage Center has the growth potential to
sustain this budget. The very high level of service provided to the clients does require
a commitment to staffing increases to meet the demand. However, current staff is
stretched and will not be able to support the additional sales volume development
without the additions requested.
The addition of Earle's to the Inn, while still in its first year start -up mode, is providing
the additional exposure we had hoped to see. Reservations are increasing and the
guest response to the concept has been overwhelming.
Area hotels, restaurants and shopping are benefiting from the Centers' presence in the
community. The trickle down effect in 1994 should be close to half a million dollars.
The facility also has provided visibility and recognition to Brooklyn Center in terms of
uniqueness, product value, and service levels. These intangible assets are of great
value.
FUND: EARLE BROWN HERITAGE CENTER Activity: CONVENTION CENTER
Activity Description
The Convention Center provides a unique conference, social, and trade show environment where guest service and
client satisfaction build a solid base of repeat customers. Catering provides food and beverage services to the facility
as a whole while maintaining the highest service standards, exceptional food product, and consistent level of
profitability.
Percent of Total Sales Budget 81%
1995 Objectives
Convention Center
1) Continue to develop new clients through direct mail campaigns and on -site facility exposure.
2) Continue prior trends of yearly business increases by booking an additional 24% over 1994.
3) Continue ongoing maintenance & painting required to present the facility in the best
possible light.
Catering
1) Continue to provide the finest quality of food and beverage to Heritage Center clients.
2) Develop additional revenue by increasing some food prices and by creating new menus
to satisfy repeat clients.
3) Aggressively market and sell catering services to reflect a sales increase consistent with
the increased room rental budget.
1993 1994 1995
Actual Estimated Budge
REVENUES:
Room Rentals $408,456 $460,000 $585,000
Food & Liquor Sales 900,703 1,202,982 1,260,875 STAFFING:
Equipment Rentals 73,014 86,600 101,310 0.80 Manager
Other 100,254 100,498 111,102 0.73 Maint. Supervisor
Total Revenues $1,482,427 $1,850,080 $2,058,287 1.00 Sales Director
3,00 Sales Manager
EXPENDITURES: 0.73 Maint. Custodian
Personnel $384,872 $395,179 $500,166 1.00 Secretary
Contract Personnel 291,289 381,976 431,630 0.94 Receptionist
Management Fees 75,271 105,172 110,500 8.00 Set -up Crew
Food & Liquor Costs 218,127 274,020 305,885 1.05 Custodian
Supplies 102,850 111,667 116,307 1.05 Maint. Worker
Promotion /Advertising 69,984 54,825 57,053 0.72 Office Assistant
Repairs & Rentals 54,295 53,318 59,662 19.02 FTE's
Utilities 104,909 108,591 111,660
Other 121,423 123,620 130,409
Capital Outlay 29,530 34,374 70,808
Contingency 0 0 17,126
Total Expenditures $1,452,550 $1,642,742 $1,911,206
Operating Income (Loss) $29,877 $207,338 $147,081
Administrative Services (21,200) (26,370) (28,842)
Interest Paid to the City (7,820) (11,654) (12,157)
Net Income /(Loss) $857 $169,314 $106,082
Comments: See following pages for budget comments, capital outlay and personnel justifications.
CONVENTION CENTER
1995 BUDGET
ADDITIONAL COMMENTS
Revenues reflect the effect of a 24% increase in room rentals. This is a very
aggressive goal which requires the addition of one sales position and a half -time
clerical position. The Heritage Center has developed a solid customer - oriented service
reputation. Maintaining this reputation creates high staffing demands.
Capitol Outlay: Carpet in the Stable is worn, stained, has some burns and needs
replacing. We rent chairs too often due to higher occupancy and need to purchase
200 (minimum order for price break). Computers are six years old, technologicaly
outdated, and need upgrading to allow quicker response to clients and increased help
to staff.
Sales revenues have continued to grow at a pace of 12 -15% year to year for the last
three years.
Catering revenues reflect increased volume due to the anticipated higher level of
business in 1995 and due to a small (approximately 3 %) price increase over 1994
prices.
The following chart will clearly show the growth of activity in terms of number of
events held by year:
1990 (April to December) 135 events
1991 (Full year) 237 events +75.5%
1992 (Full year) 401 events +69%
1993 (Full year) *467 events + 16.4%
1994 (10 Month actual,2 month est.) *497 events +6.2%
*Increased booking of multiple day events.
•
CONVENTION CENTER
. 1995 Budget
Detail of Capital Out
Total Manager
Description Unit/Cost Requested Recommended
I. Remodel Loft Area $6,000 $6,000
2. Carpet - Captains /Estate 13,557 13,557
3. Action Stacker Chairs 200 @ 121 24,192 24,192
4. Sound System - C Barn 1,820 1,820
5. Hand -Held Microphone 1 @ 1086 1,086 1,086 *
6. Buhl Overhead & Cart 1 @ 902 902 902 *
7. 10 x 10 First Fold Screen 1 @ 602 602 602 *
8. Television & Cart 1 @ 771 771 771 *
9. Network Computer 1 @ 4500 4,500 4,500
10. Personal Computers 6 @ 2260 13,560 13,560
11. Mail Server Pack 1 @ 455 455 455
12. Microsoft Office Upgrade 3 @ 282 846 846
13. Microsoft Office 3 @ 479 1,437 1,437
. 14. Computer Training 1,080 1,080
Total Capital Outlay $70,808 $70,808
Comments:
* The noted capital outlay items are supported by rental charges to clients.
Expected payback period for the microphone, overhead & cart, and
screen is less than one year.
i
FUND: EARLE BROWN HERITAGE CENTER Activity: INN ON THE FARM
Activity Description
The activity of the Inn is a two -fold process:
1. A historic preservation which serves as a showcase for much of the community's past; and
2. Serving as a working Country Inn serving social, corporate, and travel clientele who are visiting and /or doing
business in the North Metro Area.
Percent of Total Sales Budget 10%
1995 Objectives
1) To continue development of corporate clients who are the base of our repeat business.
2) To maintain the strong occupancy levels experienced during 1994.
3) To develop direct mail or other promotions to increase winter occupancy.
1993 1994 1995
Actual Estimated Budget
REVENUES:
Room Rentals $183,360 $203,244 $210,000
Meal Sales 7,668 19,975 25,200 STAFFING:
Facility Rentals 13,960 13,400 13,100 0.10 Manager
Other 6,635 15,527 8,533 0.10 Maint. Supervisor
Total Revenues $211,623 $252,146 $256,833 0.10 Maint. Custodian
0.80 Innkeeper
EXPENDITURES: 0.80 Asst. Innkeeper
Personnel $179,672 $186,068 $175,491 0.06 Receptionist
Supplies 18,299 19,182 21,915 1.60 Night Auditor
Food Costs
18,176 37,931 30,550 2.60 Hostess /Cook
Other Services 25,331 28,825 24,674 2.00 Housekeeper
Advertising 25,851 17,606 15,126
Repairs & Rentals 15,511 12,784 8,531 8.16 FTE's
Insurance 1,381 3,719 3,884
Utilities 17,023 18,528 18,572
Capital Outlay 740 1,207 8,726
Contingency 0 0 3,618
Total Expenditures $301,984 $325,850 $311,087
Operating Income (Loss) ($90,361) ($73,704) ($54,254)
Administrative Services ($12,720) ($10,548) ($14,421)
Property Taxes
(29,133) (28,626) 29 81
Interest Paid to the City (6,478) (9,057) (10,675)
Net Income /(Loss) ($138,692) __ ($121,935) ($109,166)
Comments: See following pages for budget comments, capital outlay and personnel justifications.
i
INN ON THE FARM
1995 BUDGET
ADDITIONAL COMMENTS
Revenue from overnight accommodations reflects an occupancy rate of 68% at an
A.D.R. (average daily rate) of $85.00. Room prices have been raised up to $20.00
per room per night to create a unified single price structure (except for suite).
Corporate rate continues at $72.00 weekdays, $90.00 weekends.
Occupancy levels have grown from 16% in 1991 to approximately 65% for 1994,
and has averaged over 75% since June.
Seminar and retreat business has strongly developed in the last two years from 67 to
170 (est.),. an increase of 253 %.
The high occupancy levels increased corporate seminar business and addition of a
9 P Y � P ,
restaurant require that the Innkeeper have an assistant trained in the management of
the Inn. Hours projected for this osition are deleted from art -time hours. The
P P
additional cost of the osition is the benefits
p package which will aid in keeping that
trained staff P erson.
Capitol outlay requires purchase of 22 chairs for the Sunroom. Original chairs
purchased are worn out, unraveling and need to be replaced. New chairs speced are
similar in appearance but are far more durable and comfortable for day long seminar
use.
INN ON THE FARM
• 1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommended
1. Commercial Washer
and Commercial Dryer 2 @700 $1,400 $1,400
2. Chairs for Sunroom 22 @ 333 7,326 7,326
Total Capital Outlay $8,726 $8,726
i
• FUND: EARLE BROWN HERITAGE CENTER Activity: EARLES
Activity Description
Earles serves a complement to the Inn and the Heritage Center as a whole by offering the complete
package of overnight accommodations and a dining opportunity. Earles features Midwest cuisine of the
past and present which is in keeping with the spirit of a historic preservation.
Percent of Total Sales Budget 5%
1995 Objectives
1) Develop a minimum occupancy average of 32 covers.
2) Maintain exceptional food quality while promoting regional gourmet cuisine.
3) Provide unparalleled service to guests.
4) Increase exposure to the Inn through Earle's guests.
1994 1995
Estimated Budget
REVENUES:
Meal Sales $26,039 $96,512
Liquor Sales 6,000 16,640
Total Revenues $32,039 $113,152
EXPENDITURES: STAFFING:
Personnel $5,970 $18,316 0.05 Manager
Contract Personnel 14,545 25,233 0.02 Maintenance Supervisor
Management Fees 4,200 12,000 0.02 Maintenance Custodian
Supplies 768 985 0.20 Innkeeper
Food & Liquor Costs 11,025 31,616 0.20 Asst. Innkeeper
Other Services 1,396 10,904
Advertising 9,444 4,399 0.49 FTE's
Repairs & Rentals 0 1,028
Opening Costs 44,789 0
Contingency 0 287
Total Expenditures $92,137 $104,768
Operating Income (Loss) ($60,098) $8,384
Administrative Services $0 ($2,885)
Net Income /(Loss) ($60,098) $5,499
Comments: Food revenues are based on 32 reservations (covers) per night, two nights a week (104
nights for the year), at a per person cost of $28.50. Liquor revenues are based on the
same reservation basis at a $5.00 per person cost. Occupancy is figured at 40 %.
Earle's is still in its first year start up mode. The critic's reviews of food and concept have
been very complimentary. Guests continue to express delight at the concept and content.
• Saturday reservations are running about 25 covers, with Friday at lower levels. As with
the Inn and Convention Center, growth will come with exposure.
FUND: EARLE BROWN HERITAGE CENTER Activity: OFFICE RENTALS
Activity Description
The H and D Barns provide commercial office rental space for a variety of tenants under leases to the Heritage
Center for specified terms.
Percent of Total Sales Budget 4%
1995 Objectives
1) To maintain 100% occupancy of the commercial office space.
2) To continue to provide appropriate maintenance to maintain current high standards.
3) To respond to tenant concerns, if any, in a timely manner.
1993 1994 1995
Actual Estimated Budget
REVENUES:
Office Rents $112,823 $111,498 $103,803
Cleaning Services 4,288 4,529 4,620
Other 934 300 544
Total Revenues $118,045 $116,327 $108,967
EXPENDITURES: STAFFING:
Personnel $22,534 $32,787 $28,754 0.05 Manager
Supplies 5,880 5,374 7,381 0.15 Maint. Supervisor
Other Services 7,322 7,782 14,634 0.15 Maint. Custodian
Repairs & Rentals 8,650 7,133 3,525 0.40 Custodian
Insurance 1,410 2,129 2,416 0.35 Maint. Worker
Utilities 6,721 7,256 7,343
Capital Outlay 554 0 3,122 1.10 FTE's
Contingency 0 0 1,059
Total Expenditures $53,071 $62,461 $68,234
Operating Income (Loss) $64,974 $53,866 $40,733
Administrative Services (4,240) (5,274) (5,768)
Property Taxes (36,546) (35,873) (37,380)
Net Income /(Loss) $24,188 $12,719 ($2,415)
Comments: Revenues reflect:
1. Loss of Farm Journal in "H" Barn.
2. Move of North Metro CVB from Stable to "H" Barn.
3. Use of former CVB space for Heritage Center Catering staff.
See following pages for capital outlay justifications.
OFFICE RENTALS
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommended
1. Paint Sprayer 1 @ 2024 $1,622 $1,622
2. Remove Office Watts 1,500 1,500
Total Capital Outlay $3,122 $3,122
•
WATER UTILITY FUND
1995 Budget
•
POLICIES: + Maintain a comprehensive system for water pumping,
storage and distribution
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible while providing adequate revenue
This fund accounts for the provision of water to customers. Administration, wells, storage, and distribution are
included. The fund is managed by the Public Services Director and has been established as an enterprise fund.
Enterprise funds are self supporting activities of the city which render services on a user charge basis to the
general public
ACTIVITIES: Percent of Budget STAFFING:
Well Maintenance & Repair 18% 0.48 Public Utilities Supervisor
Tower Maintenance & Repair 1% 4.43 Maintenance II
General Maintenance & Repair 37% 0.58 Part Time
Work for Customers /Contractors 21% 5.49 Full -Time Equivalents
Water Quality /Safety 11 %
Administration & Billing 12%
100%
Actual Actual Estimated Department Manager
• Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $843,697 $772,401 $943,000 $1,032,000 $1,032,000
Meter Sales 18,401 30,346 20,000 19,000 19,000
Penalties 34,759 45,387 30,000 30,000 30,000
Investment Earnings 286,501 280,860 237,644 219,531 219,531
Special Assessments 28,283 30,101 19,000 20,000 20,000
Other Revenue 1,767 820 1,000 1,000 1,000
Total Revenues $1,213,408 $1,159,915 $1,250,644 $1,321,531 $1,321,531
EXPENDITURES:
Personnel $244,213 $228,702 $221,967 $215,193 $215,193
Supplies 105,388 68,699 90,312 92,700 92,700
Other Contractual Services 173,799 127,291 148,542 199,099 199,099
Utilities 134,905 128,901 135,346 142,113 142,113
Depreciation 233,447 267,279 246,500 260,000 260,000
Interest and Fiscal Fees 1,940 0 0 0 0
Capital Outlay 0 0 0 31,000 31,000
Total Expenditures $893,692 $820,872 $842,667 $940,105 $940,105
Operating Income $319,716 $339,043 $407,977 $381,426 $381,426
Vehicle Maint. Reimbursement $0 $16,925 $39,414 $43,218 $43,218
Admin. Services Transfer 104,100 88.581 102,635 115,652 115,652
Total Transfers $104,100 $105,506 $142,049 $158,870 $158,870
Net Income $215,616 $233,537 $265,928 $222,556 $222,556
® Staffing (FTE) 5.5 5.5 5.5 5.5 5.5
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects.
• 0 r
WATER UTILITY RATE STUDY: 1995 OPTION 1:
Publutillwatrat95
08-Sep-95
EXPENDITURES
1) Operations
Personal Service 348,313 317,283 324,083 330,845 344,079 357,842 368,577
Contractual 173,799 144,216 148,542 152,999 157,589 162,316 167,186
Supplies & Materials 105,388 68,699 90,000 92,700 95,481 98,345 101,296
Heat, Light & Power 134,905 128,901 135,346 142,113 149,219 156,680 164,514
Interest on Debt 1,855 0 0 0 O 0 0
Vehicle Operating Costs 39,414 43,218 45,000 49,000 54,000
State Connection Surcharge 0 0 46,100 46,100 46,100 46,000 46,000
Depreciation Expense 233,447 267,279 246,500 260,000 297,000 325,000 339,000
TOTAL EXPENDITURES $997,707 $926,378 $1,029,986 $1,067,975 $1,134,468 $1,195,184 $1,240,573
REVENUES
2) Billing Revenues $843,697 $772,401 $943,000 1,032,000 1,080,000 1,128,000 1,164,000
Water in MGAL 1,320,000 1,150,000 1,150,000 1,200,000 1,200,000 1,200,000 1,200,000
XX
;:;:, . >. ::<: »::::: >; 82:: <:;;:::: >:. Vii? 86 >: > °;.. ..... .. .
: >:: <: SU. 9b..:<':::>'>:'<>>>; ...'0.9?1: >< »s..........:0.97:i
RATE PEK1: 0a0:(3AL:: >:: ; °.:.:::.: >;U 64 :
. ..:... (l. ?3 .........:.: ....:..::.:.:...:....... <... .::.:......... .
3) Miscellaneous Operating 53,160 75,733 60,000 60,000 60,000 60,000 60,000
4) Miscellaneous Non - operating 30,050 30,921 10,000 10,000 10,000 10,000 10,000
5) 1/2 Interest Earnings (Phased Out By 1996) 114,600 84,258 47,529 21,953 0 0 0
TOTAL REVENUES $1,041,507 $963,313 $1,060,529 $1,123,953 $ 1,15 0 $1,198,000 $1,234,000
.............
_.
: :5.73
3C 9363a 543 ... . 55' 978............
PRO ECTEI.:. aNCCiME.. Q. R. IwOSS ................ ............................... 43 80Ef....:..:::::.::......:.........:...:::..:::.:::..:..........,............:.:..:::.::.........,..........:.:.......................,......................................:......:.... ...:.:.:.:..:. {...............1
R ... ........................:..:::. ,:::::::::.:::::::.:::: ::::::,::::::::: ::::::::::::.:: ,:.::.::::::::::.::.::.•..::::::::.:::::..:...................................................................................._................................................................................. ........................_.._.__ _..
6) 1/2 Interest Earnings (100% By 1996) 171,901 196,602 190,115 197,578 216,509 213,061 203,105
::::<:> : >: >; >.::: >: >:<: >::< >:: >:: >:<:> >:::: >:::::. .... 3T 22a:.G5g. Q1::........FV2.15 95 <532
NET iNGC1ME O:R LUSS.. : .:::..:...::.:: >: >::.:.216..7t3 t 323,Ei : ..:;;:: •:;.?:..... <.....:::..::;;.::<!..:..:.. 5..:.::;.:.::......
1:597 ...................... 198
EFFECT ON CASH &
INVESTMENTS:
7) Start of Year Cash & Inv $4,450,204 $4,665,394 $4,752,886 $4,390,625 $4,330,181 $4,261,222 $4,062,100
8) Capital Outlay (188,958) (413,324) (829,420) (574,000) (598,000) (740,000) (200,000)
9) Net Income or Loss 215,701 233,537 220,659 253,556 232,041 215,877 196,532
10) Bond Debt Retired (45,000)
11) Depeciation Add -back 233,447 267,279 246,500 260,000 297,000 325,000 339,000
s 3 a 4 7 z s as:::.... 4:390:62% ....� spa : ;sa ..... s zzz asz :oa .....$4 a7 63
1 >2 d;of.:Year Cash:& Inv <::: ..::...,6 .. :.::..
� .........:........... .......... G:..:.::.: i..... .... :.:.::...� ..� : R r....::..: c . i. .......
Restricted Inv 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000
Unrestricted Inv 965,394 1,052,886 690,625 630,181 561,222 362,100 697,632
DEPARTMENT: Water (156) ACTIVITY: Well Maintenance
And Repair
Activity Description
This activity includes: 1) Maintenance of the city's nine wells, which includes buildings, equipment and
property. 2) Monitoring the Jordan Aquifer, which is the city's source of water.
Percent of Total Dept. Budget 18%
1995 Objectives
1) Continue six year maintenance cycle for wells. Pull, inspect and make necessary repairs.
2) Monitor static /pumping levels and well depths as required by the MN Dept. of Health.
3) Maintain chemical feed equipment. Repair, replace and continue preventative maintenance.
4) Make necessary emergency repairs in a timely fashion.
5) Preventative maintenance on electrical controls and SCADA telemetry system.
6) Building and grounds repair and maintenance.
7) New electric controls at wells 5, 6 and 7.
Requested 1995 Budget
Revenues
Property Tax/Misc $16,800
Service Charges 180,116
Total $196,916
Expenditures Staff Allocation FTE's
Personnel $51,647 Public Utilities Supervisor 0.04
Supplies $25,029 Maintenance 11 0.99
Utility Charges $38,371 Part -time 0.03
Contractual Services $0 FTEs, this activity 1.06
Vehicle Services $11,669
Depreciation $70,200
Total $196,916
Comment
i
DEPARTMENT: Water (156) ACTIVITY: Tower Maintenance
And Repair
Activity Description
This activity includes: Maintenance of the city's three elevated storage tanks, which have a combined
total of three million gallons.
Percent of Total Dept. Budget 1%
1995 Objectives
1) Routine inspections, interior and exterior, to maintain integrity.
2) Maintain tower coatings to insure structural integrity, complying with
all state and federal rules and regulations pertaining to application.
3) Maintain proper fluctuation during winter months to avoid possible damage to structures.
4) Maintain accurate calibration of all tower levels.
5) Landscape tower #1.
6) Paint tower #2.
Requested 1995 Budget
Revenues
Property Tax/Misc $700
Service Charges 6,832
Total $7,532
Expenditures Staff Allocation FTE's
Personnel $2,152 Public Utilities Supervisor 0.01
Supplies $927 Maintenance II 0.01
Utility Charges $1,421 Part -time
Contractual Services $0 FTEs, this activity 0.02
Vehicle Services $432
Depreciation $2,600
Total $7,532
Comment
DEPARTMENT: Water (156) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes : Maintenance and emergency repair of the water distribution system and its
appurtenances. The city has 115 miles of water main, 1,411 water valves and 837 fire hydrants.
Percent of Total Dept. Budget 37%
1995 Objectives
1) Routine maintenance and emergency repair of fire hydrants.
2) Routine maintenance and emergency repair of gate valves.
3) Repair of water main breaks.
4) Seasonal and routine flushing of water mains
5) Update SCADA hardware and software.
Requested 1995 Budget
Revenues
Property Tax/Misc $18,900
Service Charges 384,610
Total $403,510
Expenditures Staff Allocation FTE's
Personnel $58,102 Public Utilities Supervisor 0.06
Supplies $27,810 Maintenance II 0.94
Utility Charges $42,634 Part -time 0.20
Contractual Services $152,999 FTEs, this activity 1.20
Vehicle Services $12,965
Depreciation $78,000
Capital Outlay $31,000
Total $403,510
Comment
DEPARTMENT: Water (156) ACTIVITY: Work For Customers
And Contractors
Activity Description
This activity includes : Maintenance of meters, locating water mains and services and providing services
for customers and contractors. The city has 8,336 metered residential connections and 375 metered
commercial /industrial connections.
Percent of Total Dept. Budget 21%
1995 Objectives
1) Change, read and repair residential and commercial water meters.
2) Provide locating services as per Gopher State One Call.
3) Inspect new water services and mains and disconnects.
4) Provide field accounting such as red tags and shut offs.
5) Provide public information related to ordinances, rules and specifications.
6) Provide fire flow information and assist insurance companies in gathering
additional information as needed. i.e. assist with fire flow testing.
Requested 1995 Budget
• Revenues
Property Tax/Misc $20,300
Service Charges 214,276
Total $234,576
Expenditures Staff Allocation FTE's
Personnel $62,406 Public Utilities Supervisor 0.02
Supplies $29,664 Maintenance II 1.14
Utility Charges $45,476 Part -time 0.11
Contractual Services $0 FTEs, this activity 1.27
Vehicle Services $13,830
Depreciation $83,200
Total $234,576
Comment
DEPARTMENT: Water (156) ACTIVITY: Water Quality
And Safety
Activity Description
This activity includes: 1) Testing of the municipal water supply as required, plus additional proactive
testing. 2) Training in chemical handling and safety, machine and work zone safety and other training
deemed necessary.
Percent of Total Dept. Budget 11%
1995 Objectives
1) Eight bacteria samples taken weekly, as required by the state health dept.
2) Daily flouride samples collected and tested in house. Monthly report to the state.
3) Lead /copper and other samples collected as required by the state health dept.
4) Proactive samples collected and tested in house and by contracted labs.
5) Training sponsored by the MN Dept. of Health
6) Yearly training by the city in right to know, confined space entry and work zone safety
and other training as deemed necessary.
Requested 1995 Budget
Revenues
Property Tax/Misc $6,300
Service Charges 112,970
Total $119,270
Expenditures Staff Allocation FTE's
Personnel $19,367 Public Utilities Supervisor 0.02
Supplies $9,270 Maintenance II 0.37
Other Contractual $46,100 Part -time 0.01
Utility Charges $14,211 FTEs, this activity 0.40
Depreciation $26,000
Vehicle Services $4,322
Total $119,270
Comment Capital outlay items include; a truck and truck mounted drill rig and a cut off saw.
DEPARTMENT: Water (156) ACTIVITY: Administration
& Billing
Activity Description
This activity includes : Administration of water department functions, practices, rules and procedures.
Percent of Total Dept. Budget 12%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council.
Plan is due by January 1, 1996.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the municipal water supply system.
4) Monitor operational budget and authorize expenditures in compliance with policies
and procedures.
5) Supervise programs to monitor water consumption and enforce policies related to
delinquent accounts, as well as work by others which may impact the public utilities
system.
6) Review and evaluate the performance of utility personnel and provide training, positive
reinforcement and constructive directives.
7) Enforce safety and environmental rules and regulations.
8) Keep divisional personnel currently informed of City polices /procedures and
accountable for their job responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Requested 1995 Budget
Revenues
Property Tax/Misc $7,000
Service Charges 130,171
Total $137,171
Expenditures Staff Allocation FTE's
Personnel $21,519 Public Utilities Supervisor 0.33
Supplies $0 Maintenance II 0.13
Admin Services $115,652 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.46
Capital Outlay $0
Total $137,171
Comment
40
WATER UTILITY FUND
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommende
1. Truck Mounted Drill Rig 1 @13,000 $13,000 $13,000
2. Truck - replacement for existing 1 @ 17,000 17,000 17,000
truck, to be fitted with drill rig
3. Cut Off Saw 1 @1,000 1,000 1,000
Total Capital Outlay $31,000 $31,000
SANITARY SEWER FUND
1995 Budget
POLICIES: + Maintain a comprehensive system for collection and pumping of,
sanitary sewage
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible while providing adequate revenue
This fund accounts for the collection and pumping of sanitary sewage through a system of sewer lines and lift
stations. Sewage is treated by the Metropoiltan Council Wastewater Services, whose fees account for
approximately 72% of this fund's expenditures. The fund is managed by the Public Services Director and has
been established as an enterprise fund. Enterprise funds are self supporting activities of the city which render
services on a user charge basis to the general public
ACTIVITIES: Percent of Budget STAFFING:
Lift Station Maintenance 7% 0.42 Public Utilities Supervisor
General Maintenance 14% 2.20 Maintenance II
Work for Customers 2% 0.20 Part Time
Administration & Billing 5% 2.82 Full -Time Equivalents
M.C.W.S. Charges 72%
100%
Actual Actual Estimated Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $1,920,796 $2,114,429 $2,229,978 $2,237,415 $2,237,415
Investment Earnings 221,547 201,091 166,124 152,647 152,647
Other Revenue 560 921 1,000 1,000 1,000
Total Revenues $2,142,903 $2,316,441 $2,397,102 $2,391,062 $2,391,062
EXPENDITURES:
Personnel $95,890 $93,861 $112,680 $123,696 $123,696
Supplies 12,995 13,999 14,699 15,434 15,434
Other
Contractual Services 71,898 58,315 79,002 82,952 82,952
M.C.W.S. Charges 1,411,582 1,364,719 1,341,382 1,394,964 1,394,964
Utilities 16,889 17,762 18,650 19,583 19,583
Depreciation 194,879 126,055 132,000 152,000 152,000
Capital Outlay 16,520 16,520
Total Expenditures $1,804,133 $1,674,711 $1,698,413 $1,805,149 $1,805,149
Operating Income $338,770 $641,730 $698,689 $585,913 $585,913
Vehicle Maint. Reimbursement $0 $16,925 $18,650 $68,237 $68,237
Admin. Services Transfer 104,100 88,569 82,450 77,102 77,102
Total Transfers $104,100 $105,494 $101,100 $145,339 $145,339
Net Income $234,670 $536,236 $597,589 $440,574 $440,574
Staffing (FTE) 2.8 2.8 2.8 2.8 2.8
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects. SAN95.XLW,11 /18/94
0 !1 •
SANITARY SEWER RATE STUDY: 1995 OPTION1:
PURates \sewrat95
1
09- Sep - 95 :;:. ::<:: >:1992; >;::::: <. 1> 93: >;:;:: >;::::::::.....:.994 . .:�
P ..... .. .......... .:.......:. 9 .....:...:.:................... ......:.
EXPENDITURES
1) Operations
Personal Service 199,990 182,430 187,903 200,798 206,822 213,027 219,417
Contractual Service 71,898 75,240 79,002 82,952 87,100 91,455 96,027
Supplies & Materials 12,995 13,999 14,699 15,434 16,206 17,016 17,867
Heat, Light, & Power 16,889 17,762 18,650 19,583 20,562 21,590 22,669
Vehicle Operating Costs 60,000 68,237 75,000 83,000 91,000
Depreciation Expense 194,879 126,055 133,000 152,000 198,000 244,000 259,000
Subtotal: City O &M Expense $496,651.00 $415,486.00 $493,253.95 $539,003.60 $603,688.97 $670,086.98 $705,980.80
MCWS Charges $1,411,582.00 $1,364,719.00 $1,341,312.00 $1,394,964.48 $1,450,763.06 $1,508,793.58 $1,569,145.32
TOTAL EXPENDITURES $1,908,233.00 $1,780,205.00 $1,834,565.95 $1,933,968.08 $2,054,452.03 $2,178,880.56 $2,275,126.12
REVENUES
2) Billing Revenues $1,920,796 $2,114,429 $2,229,978 $2,237,415 $2,340,541 $2,479,453 $2,539,945
Residential Accts 6,845 6,827 6,650 6,610 6,480 6,455 6,430
:.
r�.>q <: >;<:::a �o�.;...:.:: $
fYuarte... ; char a :......:.::.:::::...: •:::::::.:..........:..... .... .. ........................... .........................................................._...._...................:................................:.......................... ............................__:
Y. . ,.,..... _ _ _ _
............
Senior Accts 1,625 2,170 2,100 2,150 2,000 2 2,050
e i � » »' > >>: >::::> : <:;•..: ;:;•:;. . �'Z3 d0.:........ ;:: ': >:: >`'; 2 4b .::.;':;:::::::.:;: 24 5.. . . .:;.:.:::.. 02 6
teh�.f ..:..:..:.... :...:..::.:.:.:.:....:.:...::.. .::.::.:.:...::::... ;.. �.: .. g26 h3
:.............................. ...................... ......... ..... ..................... ........ ...... ....... ....... ............................... . ............... ........:.:.............. ...... . .. ...
....:..::...::..
Apartment Accts 3,523 3,545 3,515 3,515 3,510 3,510 3,500
Quarterly Charge $25.03 $28.00 $29.75 $29.75 $31.50 $33.25 $33.95
Non - residential Water 234,600 285,000 285,000 290,700 296,500 302,400 308,400
RATE': ER 1 Q0A f,AL :'.. `.:: >::::::' $1:33 ;> 1 80::; $1:70
P $ i94<
S 1 70 ; $1i 8p $ 1:90::: t?i
3) Miscellaneous Operating 0 0 0 0 0 0 0
4) Miscellaneous Non- operating 560 921 1,000 1,000 1,000 1,000 1,000
5) Interest Earnings (Phased Out By 1996) 88,619 60,327 33,225 15,265
TOTAL REVENUES $2,009,975 $2,175,677 $2,264,202 $2,253,680 $2,341,541 $2,480,453 $2,540,945
S3<;«; <:; >:: >;:<: » >::;:: >:: >: >:< >;<::<::<:: : b::;> ::: >::: >... 595 4 2... >>
PF�tJJ G Eb. 1N)✓ 1l P.:. t : .. ....:....:..::...::::::.:.:.:.: ..:.......... .. ................... ..... ' ................... .6 6.. ...........$ . $,.......:..:::.:::::::: $ ....:::::.:.....S Q:..G ::........ 460.
_.. ..... .. .................
6) Interest Earnings (100% By 1996) 132,928 140,764 132,899 137,382 190,401 211,521 206,889
18
OnIIL
i : A .......:.....5.1 :; »::::; :7
NET NG _ . .. 5:...::...: •- .:..:..:::.::...:::::::. ..::.:..:.:.::..:.::.::::.:..:. ... <:. ,:, .:.......:. :.:,.:,.::...... ......................: , ....... .................U9.:...::.:... .7...8..:.
..........., ...:. ..:.....:...................... 1.998....:,.....
.. ........... 199:7.........::.;.. ........:..:1.998:....::: >;:.
EFFECT ON CASH &
INVESTMENTS
7) Start of Year Cash & Inv $3,566,312 $3,060,463 $3,322,469 $3,052,934 $3,808,028 $2,644,018 $2,586,111
8) Capital Outlay (935,398) (400,285) (965,070) (1,854,000) (1,579,500) (564,000) (630,000)
9) Net Income or Loss 234,670 536,236 562,535 457,094 477,490 513,093 472,708
10► Debt Service 2,000,000 (260,000) (251,000) (268,500)
11) Depreciation Add -back 194,879 126,055 133,000 152,000 198,000 244,000 259,000
N::;9 .a Ysa .. .as . inx .. ..:.::..:::.:.:..:.:::::.::.... 5 OGP 48:3; <:: »s: <: 3 .4.64...........53 OS�:i434. ...... a�3 13013 0 8 Q 18 ` :` >:<: :..; H .
1.:...:. d :......:.........+..... h.:$:.............................:......... r.......... i............................ r......... x............................ r............................:.::...... r...................:.:.:.:::::.:?. 4f# c........:..:.::::::.�Y:i.,r�$G 1.11.......:::2.413...9..
.:::::............ ...............................
Restricted Investments 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Unrestricted Investments 2,760,463 3,022,469 2,752,934 3,508,028 2,344,018 2,286,111 2,119,319
DEPARTMENT: San. Sewer (157) ACTIVITY: Lift Station Maintenance
Activity Description
This activity includes : Maintenance of the city's ten lift stations, which includes buildings, equipment and
property.
Percent of Total Dept. Budget 7%
1995 Objectives
1) Continue established preventative maintenance program.
2) Monitor inflow and pump efficiency.
3) Preventative maintenance on electrical controls and Intrac alarm system.
4) Building and grounds repair and maintenance. Seal #2 lift, entire building.
5) Begin engineering /design phase for replacement of #1 lift and force main.
Requested 1995 Budget
Revenues
Property Tax/Misc $320
Service Charges 137,575
Total $137,895
Expenditures Staff Allocation FTE's
Personnel $38,346 Public Utilities Supervisor 0.01
Supplies $6,020 Maintenance II 0.60
Utility Charges $7,637 Part -time 0.06
Contractual Services $0 FTEs, this activity 0.67
Vehicle Services $26,612
Depreciation $59,280
Total $137,895
Comment
r
DEPARTMENT: San. Sewer (157) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes : Maintenance and emergency repair of the city's sanitary sewer collection system
and its appurtenances. The city has approximately 105 miles of sanitary sewer ranging from 8" to 24"
in diameter and 8,798 service connections.
Percent of Total Dept. Budget 14%
1995 Objectives
1) Continue root sawing of approximately 20 miles of main and identify trouble spots on a yearly basis.
2) Step up routine line cleaning to remove grit, grease, and roots.
3) Televise all project areas and trouble spots as identified by city staff.
4) Establish repairs and or repair projects from information obtained in 1995.
5) Reline 24" cmp from 69th avenue to #1 lift.
6) Monitor inflow and infiltration. Take necessary action to eliminate or reduce.
Requested 1995 Budget
Revenues
Property Tax/Misc $380
Service Charges 268,618
Total $268,998
Expenditures Staff Allocation FTE's
Personnel $47,004 Public Utilities Supervisor 0.01
Supplies $7,408 Maintenance II 0.67
Utility Charges $9,400 Part -time 0.14
Contractual Services $82,952 FTEs, this activity 0.82
Vehicle Services $32,754
Capital Outlay $16,520
Depreciation $72,960
Total $268,998
Comment
DEPARTMENT: San. Sewer (157) ACTIVITY: M.C.W.S. Charges
Activity Description
This activity includes : Charges for sewage treated by the Metropoiltan Council Wastewater Services. '
Percent of Total Dept. Budget 72%
1995 Objectives
1) Develop financial plan to ensure sufficient funds to cover charges.
2) Maintain records and prepare regular and special reports as required.
Requested 1995 Budget
Revenues
Property Tax/Misc $0
Service Charges 1,394,964
Total $1,394,964
Expenditures Staff Allocation FTE's
Personnel $0 Public Utilities Supervisor 0.00
MCWS Charges $1,394,964 Maintenance II 0.00
Total $1,394,964 Part-time 0.00
FTEs, this activity 0.00
Comment
DEPARTMENT: San. Sewer (157) ACTIVITY: Work For Customers
and Contractors
Activity Description
This activity includes : Locating sanitary sewer mains and services and providing services for customers
and contractors. The city has 8,798 residential /commercial service connections.
Percent of Total Dept. Budget 2%
1995 Objectives
1) Provide locating services as per Gopher State One Call.
2) Inspect new installations as well as repairs on mains and services.
3) Provide public information related to ordinances, rules and specifications.
4) Continue to work with MCWS on a proactive basis.
Requested 1995 Budget
Revenues
Property Tax/Misc $110
Service Charges 46,680
Total $46,790
Expenditures Staff Allocation FTE's
Personnel $13,607 Public Utilities Supervisor 0.01
Supplies 2,006 Maintenance II 0.21
Utility Charges 2,546 Part -time 0.00
Vehicle Services 8,871 FTEs, this activity 0.22
Depreciation 19,760
Capital Outlay 0
Total $46,790
Comment
Depreciation $16,720
DEPARTMENT: San. Sewer (157) ACTIVITY: Administration
& Billing
Activity Description
This activity includes : Administration of sanitary sewer department functions, practices, rules and
procedures.
Percent of Total Dept. Budget 5%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council.
Plan is due by January 1, 1996.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the sanitary sewer collection system
and the city's ten lift stations.
4) Monitor operational budget and authorize expenditures in compliance with polices
and procedures.
5) Supervise and monitor preventative maintenance programs, as well as, work by others
which may impact the sanitary sewer system.
6) Review and evaluate the performance of utility maintenance personnel and provide
training, positive reinforcement and constructive directives.
7) Enforce safety and environmental rules and regulations.
8) Keep divisional personnel currently informed of City polices /procedures and
accountability of theirjob responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Requested 1995 Budget
Revenues
Property Tax/Misc $200
Service Charges 101,641
Total $101,841
Expenditures Staff Allocation FTE's
Personnel $24,739 Public Utilities Supervisor 0.32
Admin. Services $77,102 Maintenance II 0.11
Repair & Maint Services $0 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.43
Total $101,841
Comment
SANITARY SEWER FUND
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommend
1. Air Compressor w /accessories 1 @13,600 $13,600 $13,600
additional equipment for Vactor
2. Air Knife / for excavating soil 1 @ 2,300 2,300 2,300
3. Two -Way hand held Radio 1@ 620 620 620
Total Capital Outlay $16,520 $16,520
STORM DRAINAGE FUND
1995 Budget
POLICIES: + To develop a proactive system for storm water drainage, while
keeping utility costs as affordable as possible
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
The storm drainage fund accounts for the operations and improvements of the storm drainage system. It incorporates
not only the storm sewer system, but also water structures such as holding ponds and facilities to improve water
quality. Fees are based on the amount of water running off a property and vary with both size and absorption
characteristics of the parcel. The fund is managed by the Director of Public Services and is established as an enterprise
fund. Enterprise funds are self supporting activities of the city which render services on a user charge basis to the
general public.
ACTIVITIES: Percent of Budget STAFFING:
Maintenance 67% 0.00
Watershed Districts 33% 0.00
100% 0.00
0.00 Full -time Equivalents
Actual Actual Estimated Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $494,456 $639,837 $702,000 $780,000 $780,000
Investment Earnings 14,030 28,138 16,035 21,365 21,365
Total Revenues $508,486 $667,975 $718,035 $801,365 $801,365
EXPENDITURES:
Supplies 3,481 0 0 0 0
Other Contractual Services 103,946 60,044 47,000 49,500 49,500
Vehicle Maint. Reimburse 7,000 9,728 9,728
Depreciation 0 6,685 7,000 29,000 29,000
Total Expenditures $107,427 $66,729 $61,000 $88,228 $88,228
Operating Income $401,059 $601,246 $657,035 $713,137 $713,137
Admin. Services Transfer 100,000 100,000 100,000 100,000 100,000
Net Income $301,059 $501,246 $557,035 $613,137 $613,137
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects.
SDU95.XLW,11 /18/94
STORM DRAINAGE UTILITY RATE STUDY: 1995 OPTION 1:
PURATES:sdurat95
09
::<:: » ». >:: E: >:<: >:::::» : >:f >:i: <:; ::.. :: >: >> >:«: >::::: »:<:<z:::s::1:: :. <::<: <::::: >:::<:: >:: >:::> >:::...: »:: >:z::i<: >:::: s:::<::::::::::<::<:::.. : »:::: >:::: >: »:: '::: >: ?::<:::: .... '•z: >:: >:<: >:<:s::: >:: >::: >:` :<::
EXPENDITURES
1) Operations $204,025 $166,729 $154,000 $159,228 $163,000 $164,000 $165,000
Storm Sewer Maintenance 62,388 60,000 60,000 60,000 60,000 60,000 60,000
Street Sweeping 40,000 40,000 40,000 40,000 40,000 40,000 40,000
Watershed District Dues 34,868 33,581 45,000 47,500 50,000 50,000 50,000
Local Plan 66,213 15,000 0 0 0 0 0
Vehicle Operating Costs 6,685 7,000 9,728 11,000 12,000 13,000
Public Education 556 2,000 2,000 2,000 2,000 2,000 2,000
Depreciation 29,000 114,000 121,000 136,000
2) Capital Outlay $3,402 $394,662 $1,177,500 $3,430,000 $275,000 $710,200 $525,000
Repair or Replace Defective Sections 0 10,000 100,000 550,000 100,000 300,000 200,000
Water Quality Improvement Projects 3,402 20,000 0 0 0 0 0
Facilities & Equipment 0 10,000 67,500 0 0 85,200 0
Improvement Projects 0 300,000 1,010,000 2,880,000 175,000 325,000 325,000
TOTAL EXPENDITURES $207,427 $561,391 $1,331,500 $3,618,228 $552,000 $995,200 $826,000
REVENUES
3) Billing Revenues $494,456 $639,837 $702,000 $780,000 $832,000 $858,000 $884,000
REF Acres 6,500 6,500 6,500 6,500 6,500 6,500 6,500
. ........ . ..:...............; ?: . ir.'f � `.: ` 'S? c i :. �: �Q�R.: i" 3 :> '< i:' i''isi' +�.3 ...... : EEE > '< xSiSE.. .....:.: ..... .,. w `.: i EiE':: ;M:,�.4,. �.::
ti�)w : 14R. ��1 ....::::::..::.,.....:.:.::::......:....:.......................................................... ...............................
Residential rate per lot $4.50 $6.00 $6.75 $7.50 $8.00 $8.25 $8.50
Schools & govt buildings per acre $22.50 $30.00 $33.75 $37.50 $40.00 $41.25 $42.50
Multiple family & churches per acre $54.00 $72.00 $81.00 $90.00 $96.00 $99.00 $102.00
Commercial and industrial per acre $90.00 $120.00 $135.00 $150.00 $160.00 $165.00 $170.00
4) Interest Earnings 14,030 28,138 16,035 21,365 82,191 27,757 9,354
TOTAL REVENUES 1 $508,486 $667,975 $718,035 $801,365 $914,191 $885,757 $893,354
.:::.::.:::; :.::. ............................... .. .... ......... ........... ............................... . .................:............. .......... .
........?�:
tft7fF4 T :- a:: INGQME. tR:: �?SI:::;
t.; 1! 9� ........ ..................t.;)9�...:..: ,:,.::.....,..::.....:.7. 894 .................:.:.......... 799.....................::.: :.:.::�;�6.;:.;:;.;:.:;.;:;::.: ;::;>.:::.... �5.... ....1.99#::<::::: >:<:<: <:::
EFFECT ON CASH & INVESTMENTS
5) Start of Year Cash & Inv $19,649 $320,708 $427,292 $1,643,827 $114,959 $346,965 $116,928
6) Net Income or Loss 301,059 106,584 (613,465) (2,816,863) 362,191 (109,443) 67,354
7) Debt Service 1,830,000 (241,005) (244,185) (241,595) (243,520)
8) Special Assessment /Other 1,500,000
9) Depreciation Add Back 29,000 114,000 121,000 136,000
.0. 16d : alr..a h.& inu.. >:<.;:;.;:;.;:::.;;:.;;. ;::;.:
. .d :;.::::.;:.;,:.;..;:.;:.: J.. ..............► ..................................... ........:.:....:..#............ .
........................................ ..............................J .. ........... ....................i�.........
DEPARTMENT: Storm Sewer (158) ACTIVITY: Watershed Districts
•
Activity Description
This activity includes the development of short and long range work plans, define necessary equipment
and manpower needs, list needed permits, pollution issues, government conformance, develop financing
plans for capital improvements
Percent of Total Dept. Budget 33%
1995 Objectives
1) Initiate preventive maintenance program
2) Establish revenue schedule for capital improvements
3) Assure compliance with current regulations
4) Develop 1996 work plan
Requested 1995 Budget
Revenues
Service Charges 62,550
Total $62,550
Staff Allocation FTE's
Public Utilities Supervisor 0.00
Maintenance II 0.00
Expenditures Part -time 0.00
Contractual Services $49,500 FTEs, this activity 0.00
Vehicle Services $0
Depreciation $13,050
Total _$62,550
Comment
DEPARTMENT: Storm Sewer (158) ACTIVITY: Maintenance
Activity Description
This activity includes the initiation of a cleaning program beyond emergency needs, schedule and repair
failing storm sewer structures (30 to 40 per year), prioritize and schedule future maintenance including
relining and replacement
Percent of Total Dept. Budget 67%
1995 Objectives
1) Clean 8000 feet of storm sewer line
2) Televise all storm sewer line in project areas, plus 2000 additional feet as needed
3) Rebuild 30 storm sewer structures (manholes or catch basins)
4) Additional repair of structures and lines as necessary
Requested 1995 Budget
Revenues
Service Charges 125,678
Total $125,678
Staff Allocation FTE's
Public Utilities Supervisor 0.00
Maintenance II 0.00
Expenditures Part -time 0.00
Admin Services $100,000 FTEs, this activity 0.00
Vehicle Services $9,728
Depreciation $15,950
Total $125,678
Comment
•
RECYCLING FUND
Preliminary 1995 Budget
•
POLICIES: + To continue an effective program of curbside recycling, while
keeping costs as affordable as possible
+ Identify program needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
The recycling fund accounts for the operations and administration of the cities, state mandated, curbside recycling
program. It is primarily comprised of fees paid to the Hennepin Recycling Group (HRG) for recycling services and, the
charges to households to cover those costs. Fees are collected on a per household /per month basis. The fund is
managed by the Director of Public Services and is established as an enterprise fund. Enterprise funds are self
supporting activities of the city which render services on a user charge basis to the general public.
ACTIVITIES: Percent of Budget STAFFING:
0.00
Curbside Recycling 100% 0.00
100% 0.00
0.00
0.00 Full -time Equivalents
. Actual Actual Estimated Department Manager
Budget 19 92 1993 1994 Requested Recommend
REVENUES:
Service to Customers $103,862 $106,196 $108,000 $213,366 $213,366
Investment Earnings $4,792 $4,388 $4,100 $3,900 $3,900
Container Sales 399 567 600 600 600
Total Revenues $109,053 $111,151 $112,700 $217,866 $217,866
EXPENDITURES:
Supplies 399 567 600 600 600
Other Contractual Services 98,604 98,604 103,500 208,404 208,404
Logis Charges 4,930 4,923 6,000 6,000 6,000
Total Expenditures $103,933 $104,094 $110,100 $215,004 $215,004
Operating Income $5,120 $7,057 $2,600 $2,862 $2,862
Net Income $5,120 $7,057 $2,600 $2,862 $2,862
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The rates and expenses for recycling are increased substantially for 1995 due to the reduction in
reimbursements from Hennepin County. Collection costs increased by $1.00 per household per
month, but the rate increase was held to $.90 per month. This was accomplished by the addition of
the City of Brooklyn Park to the HRG, thereby allowing more efficient administration.
r
RECYCLE.XLS,1 1/18/94
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City of Brooklyn Center
December, 1994
i
TABLE OF CONTENTS
Page
• INTRODUCTION ............................ ............................1 -2
CAPITAL IMPROVEMENTS PROGRAM
A. Public Works
Street Improvements ............. ............................... 10
Sidewalk/ Trail Improvements ....... ............................... 11
Water Utility ................. ............................... 12
Sanitary Sewer Utility ............ ............................... 13
Storm Drainage Utility ........... ............................... 14
B. Parks and Recreation ............... ............................... 15
C. Facilities and Equipment
Government Buildings ........... ............................... 16
Data Processing ............... ............................... 17
Vehicles and Equipment .......... ............................... 18
D. Community Development ............. ............................... 19
TABLES
Table 1: Summary By Functional Area .. ............................... 3
Table 2: Summary By Fund ......... ............................... 5
Table 3: Cash Balance Analysis ...... ............................... 7 -8
Table 4: Summary By Function and Fund . ............................... 9
0 FIGURES
Figure 1 CIP, 1995 -2004, By Functional Area ............................. 4
Figure 2CIP, 1995 -2004, By Funding Source ............................. 6
APPENDIX A
Capital Improvements Fund Expenditure Policy
DETAILED SCHEDULES OF IMPROVEMENTS
Table A: Water Utility Capital Improvements
Table B: Sanitary Sewer Capital Improvements
Table C: Storm Sewer Utility Capital Improvements
Table D: Sidewalk and Trail Improvements
Table E: Park Improvements
Table F: Public Building Improvements
Table G: Street Improvements
Table H: Equipment
is Table I: Central Garage Vehicles and Equipment
Table J: Community Development
1995 -2004 CAPITAL IMPROVEMENTS PROGRAM
INTRODUCTION
The City of Brooklyn Center believes that it is a necessity to periodically review and update its
Capital Improvements Program (CIP). By such a review, the Council and staff are better prepared to
evaluate needs, meet the financial restrictions facing governmental bodies, and adjust to changing
conditions.
No city can afford to accomplish every proposed project. Therefore, a methodology must be devised
to determine which projects are of highest priority. The CIP presents a schedule of public
improvements for the community over a ten year period. This program takes into consideration the
community's financial capabilities as well as its goals and priorities. Consideration of this report in
concert with the annual budget review provides a better understanding of the demands on the City's
financial resources in the coming years.
For the purposes of this report, a capital improvement can be defined as any major non - recurring
expenditure or any expenditure for physical facilities of government. Typical expenditures are the
cost of land acquisition or interest in land, construction of buildings or other structures; construction is
of roads, utilities, or park improvements; and acquisition of vehicles and data processing and other
equipment.
Most capital improvements are typically funded from revenue sources other than the general fund.
Maintenance of these improvements is primarily funded by the general fund. The CIP is directly
linked to the goals and policies, land use and community facility sections of the Comprehensive Plan,
since these sections indicate general policies of development, redevelopment, and the maintenance of
the community. Consequently, the primary objective of the CIP is to integrate the specific goals,
policies, and recommendations contained in the City's plan with its capability to pay for and maintain
capital improvements.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 1
CAPITAL IMPROVEMENTS PROGRAM 1995 -2004
A summary of the proposed capital improvements by functional area for the ten year period of 1995
through 2004 is shown in Table 1. A summary by funding source is shown in Table 2. These tables
are summaries of the detail expenditures shown in Exhibit A. All costs shown are based on 1994 -95
estimated costs, with no adjustment for inflation.
Table 3 shows the effect the proposed capital outlays would have on some of the various sources
available to fund them.
Certainly not all of the capital improvements to be undertaken during this time period are known at
this time. Rather, the information contained in these tables represents a best estimate based on
present knowledge and expected conditions.
It must be understood that the scheduling of various improvements, especially those that are related to
development or redevelopment can change substantially from year to year. However, the overall
level of improvements shown in this CIP represents the City's judgment of what is necessary to
maintain its infrastructure in good condition, and to provide those facilities which are necessary to
support the public services (public safety, park and recreation, senior programs, etc.) through the year
2004.
• The Capital Improvements Fund Expenditure Policy (see Appendix A) details requirements which
must be met for projects proposed to be financed through the Capital improvements Fund. The
Capital Improvements Fund is the primary "unrestricted" fund for capital improvements available to
the City Council. Other funds are limited to specific types of improvements, such as water system
improvements, road construction or vehicle replacements. Projects financed via this fund typically
P P J YP Y
include park improvements, and repair, remodelling, or construction of community facilities, such as
the Community Center, City Hall, the two Fire Stations, and the Central Garage.
II
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 2
TABLE 1 Capital Improvement Program - Summary by Functional Area
"Where The Funds Would Be Spent"
..........
..........
.... .......
0 ... X:
02-Dec-94 ........
W . 4: .............
.........................
.................
PUBLIC UTILITY IMPROVEMENTS:
Water Utility Capital Projects 445,000 673,000 405,000 200,000 521,000 5,450,000
Sanitary Sewer Utility Capital Projects 1,629,000 1,129,000 329,000 330,000 525.000 1,400,000
Storm Drainage Utility Capital Projects 2,980,000 200,000 500,000 525,000 650,000 3,250,000
SUBTOTAL $5,054,000 $2,002,000 $1,234,000 $1,055,000 $1,696,000 $10,100,000
SIDEWALK/TRAIL IMPROVEMENTS:
Off-Street Trails 125,000 50,000 0 0 0 0
On-Street Trails 20,000 10,000 10,000 10,000 10,000 41,000
Sidewalks 127,000 60,000 25,000 25,000 25,000 125,000
SUBTOTAL $272,000 $120,000 $35,000 $35,000 $35,000 $166,000
PARK IMPROVEMENTS $2,385,100 $5,264,700
I _ 1 $270,000 $TO 7$01 $0
COMMUNITY DEVELOPMENT $2,150,000] $150,000 $6,200,0700 $200,000 $200,000 $1,250,000
PUBLIC BUILDINGS $1,888,700 $9,275,000 $0 $0 $0 $750,000
STREET IMPROVEMENTS:
Sealcoating 120,000 120,000 120,000 120,000 120,000 600,000
Signals 150,000 275,000 0 0 0 0
State Aid Street Projects 2,073,000 2,921,000 415,000 0 727,000 1,272,000
Other Street Projects 1,668,500 2,950,000 1,741,500 1,952,500 1,858,100 650,000
Landscaping 170,000 0 0 0 0 0
SUBTOTAL $4,181,500 $6,266,000 $2,276,5001 $2,072,500 $2,705,100 $2,522,000
CAPITAL EQUIPMENT:
Data Processing 123,330 290,000 200,000 110,000 35,000 175,000
Other Equipment 624,200 275,000 750,000 250,000 0 0
City Vehicles 446,200 998,600 511,000 412,000 233,200 1,101,800
SUBTOTAL $1,193,730 $1,563,600 $1,461,000 $772,000 $268,200 $1,276,800
GRAND TOTAL $17,125,030 $24,641,300 $11,476,500 $4,134,500 $4,904,300 $16,064,800
City of Brooklyn Center
Capital Improvement Program, 1995 -2004
By Functional Area
Other Street Improvements Water
16% 10%
Sanitary Sewer
7%
State Aid Streets
9%
Storm Drainage
10%
i
Trails & Sidewalks
1%
Community Development
13% Public Buildings
16%
Capital Equipment
8% Park Improvements
10%
Total Proposed = $78,346,430
TABLE 2 - Capital Improvement Program - Summary by Fund
"Where the Funds Would Come From"
02-Dec-94
WATER UTILITY $609,500 $1,143,500 $690,000 $450,000 $562,000 $5,562,000
SANITARY SEWER UTILITY $1,651,500 $1,250,500 $364,000 $330,000 $578,000 $1,439,000
STORM DRAINAGE UTILITY $1,930,000 $477,500 $586,000 $525,000 $650,000 $3,250,000
MSA-REGULAR ACCOUNT #1496 $860,000 $2,134,000 $247,000 $0 $502,000 $768,000
MSA - LOCAL ACCOUNT #2900/11 $784,000 $1,155,500 $216,000 $165,000 $154,000 $935,000
SPECIAL ASSESSMENTS $2,008,800 $1,319,000 $729,000 $750,250 $946,500 $234,000
CAPITAL IMPROVEMENTS FUND $942,700 $612,500 $500,000 $0 $0 $0
GOLF COURSE FUND $158,200 $90,000 $200,000 $0 $0 $0
LIQUOR STORE FUND $0 $6,500 $0 $0 $0 $0
CENTRAL GARAGE FUND $365,100 $633,600 $425,000 $412,000 $233,200 $1,101,800
EDA LEVY $21,900 $6,500 $50,000 $0 $0 $0
TIF FUNDS $3,100,000 $200,000 $6,150,000 $0 $0 $0
CDBG FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $625,000
HERITAGE CENTER REVENUE $37,800 $0 $0 $0 $0 $0
OTHER FUNDS $75,000 $75,000 $100,000 $100,000 $100,000 $1,375,000
GENERAL OBLIGATION BONDS $3,530,000 $14,791,200 $669,500 $1,072,250 $923,600 $0
GENERAL FUND $522,530 $371,000 $250,000 $230,000 $155,000 $775,000
OTHER GOVERNMENTS $453,000 $300,000 $200,000 $0 $0 $0
GRAND TOTAL $17,125,030 $24 $11,476,500 $4,134,500 $4,904,300 $16,064,800
�" Un 0
• • i
City of Brooklyn Center
Capital Improvement Program, 1995 -2004
By Funding Source
General Fund Water Utility
Other Funds 0 ° 12%
17% - -- -- - - -_ - Sanitary Sewer Utility
— = —�
7%
Other Enterprise Funds __ _ Storm Drainage Utility
5% 9%
I
i
Capital Improvements Fund
3%
Special Assessments MSA Regular
8% 6%
MSA Local
4%
GO Bonds
26%
Total Proposed = $78,346,430
TABLE 3 Capital Improvement Program - Cash Balance Analysis
"Can We Afford To Make These Capital Outlays"
.......
02- Dec -94 >::::::.:<:::.:. > <:::: ::::> :: > <:;:: » »:
................. ...............................
Balance Jan 1 $4,218,318 $4,113,759 $3,488,479 $3,300,719 $3,348,182
Revenues
Investment Interest 210,916 205,688 174,424 165,036 167,409
User Fees 1,032,000 1,080,000 1,128,000 1,164,000 1,198,920
Bond Proceeds
Other 70,000 70,000 70,000 70,000 35,000
Expenditures
Capital Outlays 609,500 1,143,500 690,000 450,000 562,000
Debt Service
Operating Costs 807,975 837,468 870,184 901,573 928,620
Balance Dec 31 $4,113,759 $3,488,479 $3,300,719 $3,348,182 $3,258,891
S11''R S.1r'R1TILT` ........
Balance Jan 1 $2,523,466 $3,454,586 $2,601,904 $2,662,571 $2,722,018
Revenues
Investment Interest 126,173 172,729 130,095 133,129 136,101
User Fees 2,237,415 2,340,540 2,479,453 2,539,945 2,616,140
Other 2,001,000 1,000 1,000 1,000 1,000
Expenditures
Capital Outlays 1,651,500 1,250,500 364,000 330,000 - 578,00C
Operating Costs 387,004 405,689 426,087 446,981 460,390
Debt Service 260,000 251,000 268,500 260,000
MCWS Charge 1,394,964 1,450,763 1,508,794 1,569,145 1,616,220
Balance Dec 31 $3,454,586 $2,601,904 $2,662,571 $2,722,018 $2,560,649
Tit 1_<:; . > >` >`>
Balance Jan 1 $1,681,295 $215,127 $173,198 $48,263 $1,156
Revenues
Investment Interest 84,065 10,756 8,660 2,413 58
User Fees 780,000 832,000 858,000 884,000 884,000
Other
Expenditures
Capital Outlays 1,930,000 477,500 586,000 525,000 650,000
Operating Costs 111,728 113,000 114,000 115,000 115,000
Debt Service 241,005 244,185 241,595 243,520 244,000
Management Costs 47,500 50,000 50,000 50,000 50,000
Balance Dec 31 $215,127 $173,198 $48,263 $1,156 ($173,786)
•
7
TABLE 3 - Capital Improvement Program - Cash Balance Analysis
"Can We Afford To Make These Capital Outlays"
.........
...........
02-Dec-94 .......
... ........ .. ....... ....... . . ..... ...... ... ......... ...
............
UN
NO.
Balance Jan 1 $1,551,107 $1,144,782 ($537,091) ($332,679) $118,843
Revenues
Intergovernmental 850,000 850,000 850,000 850,000 1,023,000
Expenditures
Capital Outlays 860,000 2,134,000 247,000 0 502,000
Transfers to Other Funds 90,000 90,000 90,000 90,000 75,000
Debt Service 306,325 307,873 308,588 308,478 307,560
Balance Dec 31 $1,144,782 ($537,091) ($332,679) $118,843 $257,283
M I U.".. f I C. I R � Ai L -. i ! 1 i - - T-- LO.. GM
.... .....
Balance Jan 1 $0 $0 $0 $0 $0
Revenues
Special Assessments
Other
Expenditures
Capital Outlays 0 0 0 0 0
Other
Balance Dec 31 $0 $0 $0 $0 $0
1 Ak
R.AViOn
...........
Balance Jan 1 $2,719,105 $2,071,060 $1,019,113 $854,069 $731,772
Revenues
Investment Interest 135,955 103,553 50,956 42,703 36,589
Other
Expenditures
Capital Outlays 784,000 1,155,500 216,000 165,000 154,000
Other
Balance Dec 31 $2,071,060 $1,019,113 $854,069 $731,772 $614,361
N ....
Balance Jan 1 $4,127,785 $3,391,474 32,948,548 $2,595,975 $2,725,774
Revenues
Investment Interest 206,389 169,574 147,427 129700
,I U,7 136,289
Bond Proceeds 0 0 0 0 804,000
Expenditures
Capital Outlays 942,700 612,500 500,000 0 0
Debt Service
Glance Dec 31 $3,391,474 $2,948,548 $2,595,975 $2,725,774 $3,666,063
8
TABLE 4 - Capital Improvement Program - Summary By Function and Fund
...........
.. ... . ..
02-Dec-94 0050:,: : M
............ ...... . ........ .........
PUBLIC UTILITY IMPROVEMENTS:
Water Utility 445,000 673,000 405,000 200,000 521,000 5,45(0
Sanitary Sewer Utility 1,629,000 1,129,000 329,000 330,000 525,000 1,400,0
Storm Drainage Utility 2,980,000 200,000 500,000 525,000 650,000 3,250,000
SUBTOTAL $5,054,000 $2,002,000 $1,234,000 $1,055,000 $1,696,000 $10,100,000
SIDEWALK/TRAIL IMPROVEMENTS:
TRAILS
State Aid - Local Accounts #2911/#2900 95,000 60,000 10,000 10,000 10,000 41,000
Other Governments 50,000 0 0 0 0 0
SIDEWALKS
State Aid - Local Accounts #2911/#2900 127.000 60,000 25,000 25,000 25,000 125,000
SUBTOTAL $272,000 $120.000 $35,000 $35,000 $35,000 $166,000
PARKIMPROVEMENTS
Capital Projects Fund 302,700 0 0 0 0 0
General Fund 121,000 0 0 0 0 0
Golf Course Fund 132,100 0 200,000 0 0 0
Storm Drainage Utility 100,000 0 0 0 0 0
GO Bonds 1,729,300 5,264,700 1 70,000 1 0 1 0 0
SUBTOTAL $2,385,100 $5,264,700 $270,000 $o $0 $0
PUBLIC BUILDINGS
General Fund 170,100 0 0 0 0 0
Capital Improvements Fund 50,000 612,500 0 0 0 0
Water Utility 0 81,250 0 0 0 0
Sanitary Sewer Utility 0 81,250 0 0 0 0
Heritage Center/Other Revenue 13,600 0 0 0 0 750,000
GO Bonds 1,155,000 8,500,000 0 0 0 0
SUBTOTAL $1,388,700 $9,275,000 $0 $0 $01 $750,0001
STREET IMPROVEMENTS
MSA- Regular#1496 860,000 2,134,000 247,000 0 502,000 768,000
MSA - Local #2911/#2900 562,000 1,035,500 181,000 130.000 119,000 769 -
Water Utility 109,500 101,250 25,000 0 41,000 11
Sanitary Sewer Utility 22,500 27,250 25,000 0 53,000 39,,--
Storm Drainage Utility 350,000 277,500 0 0 0 0
Special Assessments 508,800 1,319,000 729,000 750,250 946,500 234,000
GO Bonds 645,700 751,500 599,500 1,072,250 923,600 0
General Fund 120,000 120,000 120,000 120,000 120,000 600,000
TIF Revenue 600,000 200,000 150,000 0 0 0
Other Governments 403,000 300,000 200,000 0 0 0
SUBTOTAL F $4,181,500 $6,266,000 $2,276,500 $2, 072,500 $2,705,100 $2,522,000
COMMUNITY DEVELOPMENT
CDBG 75,000 75.000 100,000 100,000 100,000 625,000
EDA Levy 0 0 0 0 0 0
TIF Revenue 2,500,000 0 6,000,000 0 0 0
Other Funds 75,000 75,000 100,000 100,000 100,000 625,000
uu
SUBTOTAL $2,650,000 $150,000 $6,200,000 $200,000 $200,000 $1,250,000
CAPITAL EQUIPMENT:
DATA PROCESSING
General Fund 101,430 251,000 130,000 110,000 35,000 175,000
Other Funds 21,900 39,000 70,000 0 0 0
OTHER EQUIPMENT
General Fund 10,000 0 0 0 0 0
Heritage Center Revenue 24,200 0 0 0 0 0
Capital Improvements Fund 590,000 0 500,000 0 0 0
Water Utility 275,000 250,000 250,000
CENTRAL GARAGE VEHICLES & EQUIPMENT
Central Garage Fund 365,100 633,600 425,000 412,000 233,200 1,101,800
Golf Course Fund 26,100 90,000 0 0 0 0
GO Bonds 0 275,000 0 0 0 0
Water Utility 55,000 0 0 0 0 n
Sanitary Sewer Utility 0 0 0 0 0
Storm Drainage Utility 0 0 1 86,000 0 0
SUBTOTAL $1,193,730 $1,563,600 $1,461,000 $772,0001 $268,2001 $1,276,800
GRAND TOTAL $17,125,030 $24,641,300 $11,476,500 $4,134,500 $4,904,300 1 $16,064,800
A. PUBLIC WORKS
While most of the City of Brooklyn Center is fully developed, some new development areas and
redevelopment areas require the installation of public improvements. The City requires developers to
finance and install all public improvements necessary to service their developments. Any oversizing
of facilities to provide capacity to service an area greater than the project area is financed by the City
through such sources as the Municipal State Aid Street funds, water and sewer utility funds, storm
drainage utility funds and tax increment financing (TIF) funds.
The City's program also provides for a high level of maintenance of the existing infrastructure and
for the rehabilitation or reconstruction of facilities as needed to improve their functionality, safety, or
serviceability.
1. Street Improvement and Maintenance Programs
The City's programs relating to streets under its jurisdiction include the following:
• An annual high -level maintenance program which includes the sealcoating of City
streets. This sealcoating is done in accordance with the recommendations of the
Pavement Management Program.
• • The Municipal State Aid Street program, to which the State of Minnesota provides
annual funding (about $800,000 annually) to maintain and improve the 21.3 miles of
collector streets which are designated as MSA streets.
• Review and possible construction of traffic signal systems at intersections with
growing traffic volumes.
• Several landscaping and "streetscaping" projects to enhance the appearance of the
City.
• Rehabilitation and reconstruction of non -MSA streets upon receipt of petitions for
such improvements, or upon identification by the City Engineer the Pavement
management Program, Local Storm Water Management Plan, or water or sanitary
sewer utility maintenance records that the roadway is a candidate for improvement A
five year plan of neighborhood street improvements has been developed using these
criteria. These improvements are financed through a combination of public utility
funds, Municipal State Aid, special assessments, and general obligation bond
proceeds.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 10
2. Sidewalk/TrailImprovements
The City has established and constructed a comprehensive sidewalk system which serves all
major activity areas and corridors of pedestrian traffic. Only a few segments of this system
remain to be completed.
In addition, the City has developed a plan for development of a comprehensive trail system to
provide recreational trails for pedestrians and transportation trails for bicyclists. Both on-
street and off - street trails are being developed, and integrated into the regional trail system
which serves the Twin City metropolitan area. Where feasible, trail construction is being
coordinated with other construction projects to assure lowest cost development of this system.
Funding or sidewalk and trail improvements is provided b two accounts within the
g P P Y
Municipal State Aid Construction fund:
(a) MSA Local Account #2900
The source of funds for this account consists only of investment interest earnings
which have not been appropriated to construction projects or other costs.
(b) MSA Local Account #2911
The source of funds for this account consists of surpluses from projects which have •
had more than 100% of the project cost recovered due to duplicate charges to the
regular MSA fund (Account #1496) and special assessments.
Activities included in the CIP for future consideration include:
• Construction of several trail segments, with emphasis given to segments which
connect major trail systems.
• Some high priority sidewalk segments.
• Consideration of the Twin Lake Trail system and trail head improvements is shown
under Parks and Recreation.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 11
i
3. Water Utility
Proposed activities relating to the public water supply /distribution system include the
following:
• A routine well inspection and maintenance program to assure the continued
functioning of the existing wells.
•
Painting of the water towers.
• Installation of various O &M features to improve the operability of the system.
• Installation of new water mains as needed to serve new developments or
redevelopment areas.
• Consideration of construction of two new supply facilities (one storage reservoir and
one additional well) to assure the system's ability to provide needed capacity during
peak demand periods and for fire protection.
• Consideration of construction of a tie -in with Brooklyn Park's water system, to help
meet demand during emergencies (e.g., a major fire, a disaster, the breakdown of one
or more wells).
• Installation of various water distribution system improvements to assure the system's
ability to deliver needed capacities to all portions of the City during peak demand
periods and for fire protection.
All costs for water supply, distribution system, O &M, and improvements are financed
through water use charges, connection charges, and lateral assessments. Water use charges
and connection charges are adjusted annually based on a comprehensive rate study analysis
which reviews operation, maintenance, depreciation and construction costs as related to
projected water consumption demand.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 12
4. SanitaLy Sewer Utility
Proposed activities relating to the sanitary sewer collection system include the following:
• A routine sewer and lift station inspection and maintenance program.
• Replacement of the existing lift station monitoring system, to improve its reliability.
• Installation of new sewers as needed to serve new developments or redevelopment
areas.
• Replacement of several segments of sewer which have been identified as needing
replacement by the television inspection program.
• Replacement of one major lift station and associated force main, to insure its
reliability.
• Relining a trunk line sewer main originally constructed from corrugated metal pipe
(CMP).
All costs for sanitary sewer system O &M and improvements are financed through sewer use
charges, capital improvement bonds, connection charges and lateral assessments. Sewer use
charges and connection charges are adjusted annually based on a comprehensive rate study
analysis which reviews operation, maintenance, depreciation and construction costs, as well as
sewage treatment charges from the Metropolitan Council Wastewater Services (formerly
Metropolitan Waste Control Commission), which provides wastewater treatment for the entire
Twin City metro area.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 13
• 5. Storm Drainage Utility
Phase I of the Local Water Management Plan has been completed and approved. This plan,
which is a comprehensive engineering evaluation of the City's storm drainage system, outlines
deficiencies in the existing system, and will be used to develop plans for specific capital
improvements. High - priority areas of deficiency are being evaluated on a faster track, and
the CIP includes projects to address those high priority concerns. Proposed activities relating
to the storm drainage system include the following:
• Operational activities include storm drainage system maintenance and a street
sweeping program
• Management activities include participation in two Watershed Management
Commissions. These activities also include the development of a public education
program relating to surface water management
• Major improvements to be considered in the period 1994 -95 include construction of a
storm drainage pond and park in the southwest quadrant of the I -94 and Brooklyn
Boulevard interchange, and a joint project with the City of Minneapolis to construct a
drainage pond to serve the Brookdale commercial area and some residential areas.
• Storm drainage improvements are proposed to be completed in conjunction with most
of the proposed neighborhood street improvement projects.
All costs for storm drainage s v
g system O &M and improvements are financed through the storm
drainage utility (SDU) user fee system which was adopted in 1991, capital improvement
bonds, and special assessments. SDU use charges will be adjusted annually based on a
comprehensive rate study analysis which reviews all costs relating to the storm drainage
system.
i
I I
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 14
B. PARKS AND RECREATION
Park and Recreation facilities were comprehensively reviewed in 1993. it has been concluded that the
substantial needs for park facility rehabilitation and replacement would best be met through a general
obligation bond issue. It is anticipated that such a referendum would be placed on the ballot in 1995.
While continuing the current level of operation and maintenance of the park and recreation
system/program, the Capital Improvement Program anticipates the following expenditures:
• Replacement of playground equipment in most of the City's neighborhood parks over the next
three years.
• Acquisition of new park land.
• Development of the Twin Lake /Preserve /Kylawn nature area and Twin Lakes Trail system, in
cooperation with the cities of Crystal and Robbinsdale.
• Comprehensive review of shelter building needs, and repair or replacement of most shelter
buildings over the next five years.
• Construction of a new park/open space area (currently referred to as "Gateway Park ") in the
southwest quadrant of the I -94 /Brooklyn Boulevard interchange. This park is in conjunction
with the storm drainage pond to be constructed in 1995.
• A major study of the Shingle Creek corridor, from the south City limits, through the golf
course, Central Park, and Palmer Lake to the north City limits. The study would encompass
recreational opportunities, water quality issues, and condition of existing facilities.
• Consideration of major new facilities, including a hockey arena or a golf dome. These items
would only be considered by referendum.
Some items are proposed for funding from the Capital Improvements Fund. Other major capital
improvements are proposed to be funded with general obligation bonds authorized by referendum
approval.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 15
C. FACILITIES AND EQUIPMENT
1. Government Building
Proposed major improvements to be considered over the next several years include:
• Major remodelling of the Central Garage to meet life safety, EEO, ADA,
building and fire code, and space needs is currently underway.
• An addition to the City Hall building with the emphasis on providing
additional space for the Police Department, alleviating severe space needs,
improving the Council Chambers, meeting ADA accessibility requirements,
correcting code violations, and upgrading mechanical systems.
• An addition to the Community Center with the emphasis on providing space
for senior activities.
• Construction of an additional storage building at the Central Garage to provide
increased protection for the City's fleet of vehicles.
• Construction of additions to both of the City's fire stations to provide
improved training facilities and increased vehicle storage space.
Proposed funding for the improvements would come from several sources. The Capital
Improvements Fund would finance some of the proposed projects; the water and sewer utilities would
contribute to the cost of the Garage remodelling. Other improvements would be considered for
funding from General Obligation bonds. It is expected that a referendum considering authorization of
the sale of bonds would be placed on the ballot in 1995.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 16
2. Data Processing
The City currently obtains its data processing services from two sources: major data
processing systems (financial, utility billing, payroll) through LOGIS, a consortium of 19
suburban cities and the Metropolitan Council; and through desk top PC applications. This
area has experienced rapid growth in the late 1980's, and a substantial investment in DP
equipment has been made.
The City has completed a management information systems (MIS) strategic plan. It is
intended that this plan provide a basis on which proposed expenditures for data processing
equipment can be evaluated. An important component of the plan is an information system
relationship analysis, which provides a method for detecting duplications of data, equipment,
and effort.
Additions of new hardware and software and replacement of hardware are evaluated through
the annual budget process. Acquisition is funded primarily through the general fund budget,
although the various enterprise funds are charged the cost of requisite equipment.
Proposed major improvements include:
• Installation of Mobile Digital Terminals (MDT's) in Police vehicles has been
approved for 1995; installation in other vehicles such as those used by building and
fire inspectors would be considered in future years.
• Replacement of existing cash registers in the Liquor Stores, Parks & Recreation,
Administration, and the Earle Brown Heritage Center
• Acquisition, replacement, or upgrade of major applications.
• In the long term, installation of a mini - computer in the Civic Center to convert
Brooklyn Center to a LOGIS distributed site
• Continued replacement of hardware and software as necessary.
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 17
• 3. Vehicles and Equipment
The City policy for the replacement of vehicles and equipment establishes a projected
reasonable life cycle for each item. Annually, the life cycles are reviewed and updated on the
basis of experience or changed circumstances. Also, new vehicles and equipment are
proposed for addition to existing inventories and replacement schedules when new needs are
clearly demonstrated.
Additions of new vehicles and equipment are requested through the annual budget process. In
1994 the City implemented a Central Garage Internal Service Fund, which now owns virtually
all vehicles and major equipment. The cost of owning (depreciation, license, insurance,
overhead) and operating (preventative maintenance and repair) vehicles and equipment is
charged back to the departments using the equipment.
Replacement of existing equipment is funded from the Fund. The addition of equipment is
considered for funding from a variety of sources: the General Fund, enterprise funds, etc.
•
• City of Brooklyn Center
Capital Improvement Program 1995 -2004 Page 18
P P g
D. COMMUNITY DEVELOPMENT •
Community Development improvements fall into two categories: community development and
Heritage Center operations.
1. Community Development
The major community development activities are commercial development and redevelopment
and residential redevelopment.
• Redevelopment of Brooklyn Boulevard is currently in its second phase of study and
design. The first phase took a basic approach to identifying options for
redevelopment. The second phase will identify specific themes, improvements,
planning considerations, etc., to be used in guiding redevelopment.
The City has received a $500,000 grant from federal ISTEA (Intermodal Surface
Transportation Efficiency Act) funds to finance enhancements to Brooklyn Boulevard,
such as undergrounding overhead utility lines; adding ornamental pedestrian lighting;
and adding landscaping, street furniture, and other beautification. These
enhancements will be constructed concurrent with Hennepin County's 1997 project to
improve Brooklyn Boulevard between 65th and 71st Avenues.
• Community Development continues to work together with the Brookdale Shopping
center to provide support for redevelopment. Community Development and •
Engineering are working together with Brookdale to develop options for meeting
storm drainage and water quality requirements which will be in effect if Brookdale
undertakes any major remodelling and expansion (see Table C, Storm Drainage)
• It is anticipated that the program of purchasing dilapidated single family houses and
apartment buildings will continue as funds are available
2. Heritage Center Operations
• Included for consideration is acquisition of additional land near the Heritage Center to
serve as overflow parking, and the eventual construction of the G barn
• Replacement or acquisition of major equipment is included for consideration
Community Development activities are funded from a combination of TIF revenue, Community
Development Block Grant (CDBG) funds, the EDA levy, and Heritage Center revenue. A category
of "Other funds" is shown on Table J to indicate that funding has not been identified for some
proposed activities.
•
City of Brooklyn Center Capital Improvement Program 1995 -2004 Page 19
APPENDIX A
• CITY OF BROOKLYN CENTER
CAPITAL LMPROVEMENTS FUND EXPENDITURE POLICY
POLICY OBJECTIVE
The City of Brooklyn Center makes unrestricted capital expenditures through one of two funds.
Generally, small capital expenditures are funded through the general fund and planned for as part
of the annual budgeted process for the general fund. Large unrestricted capital expenditures are
funded through the capital improvements fund based on resolution 68 -246, which was approved
in 1968. Capital expenditures are also made through other funds such as the M.S.A.
construction fund, the special assessment construction fund, the water fund, the sanitary sewer
fund, and the storm drainage fund. These funds each have restrictions in place to guide their
expenditures.
The objective of this policy is to clarify funding for all unrestricted capital expenditures by
specifically defining which capital expenditures are eligible for funding through the capital
improvements fund. Unrestricted capital expenditures not meeting the criteria for the capital
improvements fund must be made from the general fund operating budget.
Specifically excluded from this policy are capital expenditures that are to be reimbursed by
insurance proceeds. These may be accounted for through the capital improvements fund at the
• discretion of the Director of Finance.
SOURCE OF FLi DS
The sources are ad- valorem tares, issuance of bonds, state and federal grants, transfers of
unrestricted balances from other funds and investment earnin
USE OF FUNDS
The following defines general expenditure criteria for the utilization of the capital improvements
fund balance.
A.) Major: Any capital expenditure that exceeds $25,000. Capital expenditures of less than
525,000 are to be made through the general fund operating budget.
B.) Permanent: Any capital expenditure that has an estimated useful life of 10 years or
longer.
C.) Facility: Buildings, improvements to real estate, the acquisition of land for city
purposes. This definition excludes the acquisition of land for development or resale and
excludes vehicles.
•
Additionally, the capital improvements fund may be used to provide loans to other funds
maintained by the City. However, loans from the capital improvement fund may only be made
to proprietary funds which have the ability to generate revenue and repay the loan within 10 •
years at prevailing interest rates.
AUTHORITY TO SPEND
Expenditures meeting the above criteria may be funded through the capital improvements fund
based on the following authority limits:
A.) Expenditures from $0 to $25,000: Not eligible for funding from the capital
improvements fund. Funding is required through the general fund operating
budget.
B.) Expenditures from $25,001 to $200,000: The City Council may, through
simple majority, approve these expenditures.
C.) Expenditures over $200,000: Following a public hearing, City Council may,
through a 4 /5th's majority, approve expenditures in this category.
SPENDING LTtii IITATION /FUND BALANCE REQUIREMENT
The objective as described above and previously defined in Resolution 68 -246 requires the
capital improvements fund to be a permanent source of funding for planned major expenditures. •
As such, the following criteria is established to comply with that intent:
A.) Planned Expenditures: If the proposed capital expenditure is in excess of
$200,000 it must have been included in the five year capital improvements plan
for at least two years.
Additionally, the five year capital improvements plan must be approved by the
City Council at a public hearing on an annual basis.
B.) Fund Balance Requirements: A minimum fund balance shall be maintained with
a beginning balance of $3,000,000 as of January 1, 1993 and increased by the
Consumer Price Index each year thereafter.
POLICY ANIENDNi PENT
Amendments to this policy require a 4 /5th's majority by City Council vote.
ROLE OF THE Fhi LANCE CONEMIISSION:
• If a review of an expenditure is requested by the City Council from the Finance Commission,
the Finance Commission will respond on the basis of the following questions:
A) Does the expenditure comply with the Capital Improvements Fund Expenditure
Policy?
B.) Is the expenditure appropriate considering the financial condition of the City?
•
TABLE A - Capital Improvement Program - Detail of Capital Outlays
Water Utility Capital Improvements
01- Dec -94 .
: :::.........................EUR
EXPENDITURES:
WATER DISTRIBUTION SYSTEM
69th Avenue, Shingle Creek Pkwy to Dupont 300,000 $0 All Water utility
Neighborhood Street Improvements 100,000 140,000 100,000 120,000 150,000 $750,000
WATER SUPPLY SYSTEM
2 MG Reservoir & Pumping Station $3,300,000
Construct Well #11 $1,000,000
MISCELLANEOUS PROJECTS
New Electric Controls at Wells 5, 6, 7 90,000 $0
1694 & Dupont (South) 24" steel main $0
Emergency tie -in to Brooklyn Park 225,000 $0
WATER TOWERS
Paint Tower #1 166,000 $0
Paint Tower #2 150,000 $0
Paint Tower #3 158,000 $0
Landscape Tower #1 10,000 $0
MISCELLANEOUS
Routine Well Maintenance 50,000 50,000 55,000 55,000 55,000 $275,000
Cathodic Protection 25,000 25,000 25,000 25,000 25,000 $125,000
SCADA Hardware & Software Update 20,000 $0
SCADA Replacement 125,000 $0
TOTAL EXPENDITURES $445,000 $673,000 $405,000 $200,000 $521,000 $5,450,000
FUND SOURCES:
Water Utility 445,000 673,000 405,000 200,000 521,000 $5,450,000
TOTAL $445,000 $673,000 $405,000 $200,000 $521,000 $5,450,000
TABLE B - Capital Improvement Program - Detail of Capital Outlays
Sanitary Sewer Utility Capital Improvements
-D -
01 ec 94
EXPENDITURES:
All San Sewer Utility
LIFT STATIONS
Replace Lift #1 and Forcemain 400,000 800,000 $0
Replace Lifts 10 & 11 100,000 120,000 $0
SEWER REPLACEMENT:
Trunk line, 69th Avenue to Lift Station #1 1,000,000 $0
Neighborhood Street Improvements 200,000 300,000 200,000 300,000 250,000 $1,250,000
MISCELLANEOUS
Annual Televising Program 9,000 9,000 9,000 10,000 10,000 $50,000
1/1 Remediation Program 20,000 20,000 20,000 20,000 20,000 $100,000
INTRAC Replacement 125,000 $0
TOTAL EXPENDITURES $1,629,000 $1,129,000 $329,000 $330,000 $525,000 $1,400,000
FUND SOURCES:
Sanitary Sewer Utility 1,629,000 1,129,000 329,000 330,000 525,000 $1,400,000
TOTAL $1,629,000 $1,129,000 $329,000 $330,000 $525,000 $1,400,000
TABLE C - Capital Improvement Program - Detail of Capital Outlays
Storm Drainage Utility Capital Improvements
02- Dec -94 - FU
:::::.:::::::::nrc. a .............11l . s..:..::
EXPENDITURES:
Water Quality Improvements 50,000 50,000 50,000 50,000 100,000 $500,000 All storm drainage utility
Regional Ponds /Other Improvements 250,000 275,000 275,000 $1,375,000 except as noted
69th Avenue, Beard to Shingle Creek Pkwy $0
Neighborhood Street Improvements 200,000 150,000 200,000 200,000 275,000 $1,375,000
Brooklyn Gateway Pond* 730,000 $0
Shingle Creek Regional Pond 2,000,000 $0 1/4 SDU, 3/4 assessments
TOTAL EXPENDITURES $2,980,000 $200,000 $500,OOOT $525,000 $650,000 $3,250,000
FUND SOURCES:
Storm Drainage Utility 1,480,000 200,000 500,000 525,000 650,000 $3,250,000
Special Assessments 1,500,000
I
TOTAL $2,980,000 $200,000 $500,000 $525,000 $650,000 $3,250,000
*The Gateway Park improvements, also to be funded by the SDU, are shown in Table E, Park Improvements
• TABLE D - Capital Improvemenoogram - Detail of Capital Outlays
Sidewalk and Trail Improvements
02- Dec -94 9000 l I
EXPENDITURES:
OFF - STREET TRAIL:
$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- Dupont 50,000 $0 Local State Aid
ON- STREET TRAIL:
Marking and Signage 20,000 10,000 10,000 10,000 10,000 $41,000 Local State Aid
SIDEWALK:
Miscellaneous Repairs 75,000 25,000 25,000 25,000 25,000 $125,000 Local State Aid
Northway Drive 25,000 $0 Local State Aid
71st/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 $272,000 $120,000 $35,000 $35,000 $35,000 $166 ,000
i
FUND SOURCES:
State Aid - Local Accounts #2911/ #2900 222,000 120,000 35,000 35,000 35,000 $166,000
General Fund
Other Governments 50,000
TOTAL $272,000 $120,000 $35,000 $35,000 $35,000 $166,000
TABLE E - Capital Improvement Program - Detail of Capital Outlays
Park Improvements
01- Dec -94
EXPENDITURES:
Shingle Cr Corridor Rec Facility Study & EA 50,000 $0 Capital Impr Fund
ADA: Trails & curb cuts 72,700 $0 Capital Impr Fund
Brooklyn Gateway Park 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 trailhead 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 12,800 $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 I ? 1 1 $0 IGolf Course Fund
. TABLE E - Capital Improvemererogram - Detail of Capital Outlays •
Park Improvements
01- Dec -94 U >' E':...: ;
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 120,000 $0 GO Park Bonds
Playground equipment $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 GO Park Bonds
I
TABLE E - Capital Improvement Program - Detail f Capital Outlays
p p g a o Cap to Ou ay s
Park Improvements
01- Dec -94
Lions
Build handicapped- access restrooms 5,000 $0 GO Park Bonds
Playground equipment $0 Capital Impr Fund
Marlin
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 $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 20,000 $0 General Fund
Trail lights 7,000 $0 GO Park Bonds
Nature Area
Build picnic shelter 80,000 $0 GO Park Bonds
Repl 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 1 $0 IGO Park Bonds
• •
• TABLE E - Capital Improvemenoogram - Detail of Capital Outlays
Park Improvements
01-Dec-94 1
9
UT $Ql
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 /DNR?
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 $0 Capital Impr Fund
Ball field lighting 50,000 $0 GO Park Bonds
Remodel tennis court/expand parking $0 GO Park Bonds
Trail lights 7,000 $0 GO Park Bonds
i
TOTAL EXPENDITURES $2,385,100 $5,264,700 $270,000 $o $o $o
FUND SOURCES:
Capital Impr Fund 302,700 0 0 0 $0
General Fund 121,000 0 0 0 0 $0
Golf Course 132,100 0 200,000 0 $0
GO Bonds 1,729,300 5,264,700 70,000 0 0 $0
Storm Drainage Utility 100,000 0 0 0 $0
TOTAL 1 $2,385,100 $5,264,700 $270,000 $0 $0 $0
TABLE F - Capital Improvement Program - Detail of Capital Outlays
Public Building Improvements
02- Dec -94 1995 1996 1997 1998 1999 2000 -2004 FUND SOURCE
EXPENDITURES:
CIVIC CENTER
SHORT TERM, INTERIM REMODELLING
Minor Clty Hall remodelling" 50,000 $0 Capital Impr Fund
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 office ? ? $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 ? ? $0
Remodel Finance Department reception ? ? $0
Remodel Administration (Main) reception ? ? $0
Add 2 conference rooms ? ? $0
Remodel Engineering offices ? ? $0
Cage phone /MIS area in basement ? ? $0
Construct MIS Center ? ? $0
Replace underground storage tanks ? ? $0
Replace roof ? ? $0
ADA Compliance ? ? $0
• TABLE F - Capital Improveme0rogram - Detail of Capital Outlays
Public Building Improvements
.... ............... - - . ..... .............
......... ....
02-Dec-94 04�
......... ...
........ ..
0>;� OURCE""
................
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 throughout 86,300 $0 General Fund
Pool ozonation system 37,800 $0 General Fund
Renovate wading pool 46,000 $0 General Fund
ADA Compliance ? $0 Capital Impr Fund
CENTRAL GARAGE IMPROVEMENTS
Building improvements $0 Capital Impr, Utilities
Site improvements 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
-- I I -
TOTAL EXPENDITURES $1,375,100T $9,275,000 F_ $01 $0 1 $o 1 $0
TABLE F - Capital Improvement Program - Detail of Capital Outlays
Public Building Improvements
02- Dec-94 ........' 1. ���� ....................' t. ��. ��.................." I. ����................. �. ����........ ..........'I.����............:. �0 04
FUND SOURCES:
General Fund 170,100 0 0 0 0 $0
Capital Improvements Fund 50,000 612,500 0 0 0 $0
Water Utility 81,250 0 0 0 $0
Sanitary Sewer Utility 81,250 0 0 0 $0
EDA levy $0
GO Bonds 1,155,000 8,500,000 0 0 0 $0
TOTAL 1 $1,375,100 $9,275,000 1 $0 I $0 I $0 I $0
Project also includes acquisition of workstation furniture and high density storage, which is shown in Table H: Equipment.
TABLE G - Capital Improvemen&ogram - Detail of Capital Outlays
Street Improvements
01- Dec -94
EXPENDITURES:
SEALCOATING 120,000 120,000 120,000 120,000 120,000 $600,000 General Fund
SIGNALS
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
_ 57th Avenue, Logan to Lyn dale 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 Hennepin County
Humboldt Avenue. 69th to N City Limits 426,000
MSA- Regular #1496 270,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Ispecial Assessments
TABLE G - Capital Improvement Program - Detail of Capital Outlays
Street Improvements
01- Dec -94 » » < <: >< <> » » »' > > > >: « >«: < ::< ><:: " :' >»
U SOUR
73rd Avenue TH252 to Humboldt 426,000 50% Brooklyn Park
MSA- Regular #1496 270,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -Local #2911/ #2900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 5,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 80,000 $0 Special Assessments
Noble Avenue, Broom Blvd to N City Lin 91,000
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
Brooklyn Boulevard. 64th to N City Limits
ROW Acquisition 600,000 $0 50% City, 50% Henn County
Road Construction 305,000 $0 2/3 ISTEA.1 /3 (Cnty,TIF,SA'
Lighting, Landscaping, Other 1,300,000 500,000 $0 TIF, Sp Assess, Other?
67th Avenue. Humboldt to Dupont 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
•
TABLE G - Capital Improvemer*rogram - Detail of Capital Outlays
Street Improvements
01-Dec-94
:::::
:.:.: :. >:..
I.', :::.:: ..:.::..#,3..::.::.,.:.:::::.:7 :::::::::::::. :.t.,3:.::::::..::::.:.:::..... , ..:..................... ....................:::..CI.... U....:.:::.
... .......... _... _ ....... _.. ........... .
Avenue N. 53rd to 57th 539,000 $0
MSA- Regular #1496 270,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 40,000 $0 MSA -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 Blvd 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 Avenue 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
69th Avenue. Oliver to Dupont 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 (see Table A) 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 Ispecial Assessments
TABLE G - Capital Improvement Program - Detail of Capital Outlays
Street Improvements
01-De
9�, 7► ..................' t.................. ...'L��'T...................'.8 .................' 1.............. .,#gtlE:..I.;:.;:.;;:.:::.;;:.; IIa:.;3iR!:: >:: >:
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 (See Table A) 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
France Avenue, 69th to N City Limits 349,000 $0
MSA - Regular #1496 233,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 18,000 $0 MSA -Local #291142900
Water Utility 31,000 $0 Water Utility
Sanitary Sewer Utility 2,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 65,000 $0 Special Assessments
63rd Avenue, 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 #2911/ #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
63rd Avenue, Brooklyn Boulevard 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 ISpecial Assessments
• TABLE G - Capital Improvemen&ogram - Detail of Capital Outlays
Street Improvements
ec 94
µ
: >:::: >::::
:::;::: :; 2000:.:00...:::: >:: »:: >::::<: >:.
::.....::.:: hJl1. E l t .
June Avenue, CSAH 10 to 63rd 378,000 $0
MSA- Regular #1496 269,000 $0 MSA - Regular #1496
MSA -Local #2911/ #2900 (29,000) $0 MSA -Local #2911/ #2900
Water Utility 10,000 $0 Water Utility
Sanitary Sewer Utility 51,000 $0 Sanitary Sewer Utility
Storm Drainage Utility 0 $0 Storm Drainage Utility
Special Assessments 77,000 $0 Special Assessments
NEIGHBORHOOD STREET PROJECTS
Northwest/James /Knox Combination of GO
GO Bonds bonds and special
Special Assessments 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
NW:S of 69th; SE:Fremont/Girard
GO Bonds 1,072,250
Special Assessments 750,250
Wangstad
GO Bonds 923,600
Special Assessments 804,500
ASSESSMENT STABILIZATION PROGRAI 110,000 130,000 130,000 130,000 130,000 650,000 Local State Aid
TABLE G - Capital Improvement Program - Detail of Capital Outlays
Street Improvements
0 3' ?' ... r
1 - D e c - 9 4
9 .�:.....:.....1�.........'IJI3
LANDSCAPING
Co Rd 10 Streetscape 100,000 1/2 MSA -2900, 1/2 Sp Asse:
Xerxes Avenue Streetscape 70,000 MSA -Local #2900
TOTAL EXPENDITURES $4 ,181,500 $6,266,OOOF $2,276,500 $2,072,500 $2,705,100 $2,522,000
FUND SOURCES:
MSA - Regular #1496 860,000 2,134,000 247,000 0 502,000 768,000
MSA - Local #2911/ #2900 562,000 1,035,500 181,000 130,000 119,000 769,000
Water Utility 109,500 101,250 25,000 0 41,000 112,000
Sanitary Sewer Utility 22,500 27,250 25,000 0 53,000 39,000
Storm Drainage Utility 350,000 277,500 0 0 0 0
Special Assessments 508,800 1,319,000 729,000 750,250 946,500 234,000
Bonds 645,700 751,500 599,500 1,072,250 923,600 0
General Fund 120,000 120,000 120,000 120,000 120,000 600,000
TIF Funding 600,000 200,000 150,000 0
Other Governments 403,000 300,000 1 200,000 1 0 0 0
TOTAL $4,181,500 $6,266,000 1 $2,276,500 1 $2,072,500 $2,705,100 $2,522,000
• TABLE H - Capital Improveme4rogram - Detail of Capital Outlays
Equipment
... ...........
c 9
9Z....: 'L >: >:> <:::»
EXPENDITURES:
DATA PROCESSING
Network Upgrades 32,000 10,000 10,000 10,000 General fund; Heritage CentE
Optical Disk Management 100,000 50,000 General fund
Software & applications 28,150 15,000 15,000 15,000 General fund
PCs & workstations 57,880 30,000 30,000 30,000 30,000 $150,000 General fund
Printers 5,300 5,000 5,000 5,000 5,000 $25,000 General fund
Mapping /imaging General fund
Central Dictation 50,000 General fund
Replace cable 50,000 General fund; Heritage CentE
Radio networking 40,000 1/2 GF; 25% each utility
LOGIS Distributed site 130,000 70% GF; 10% @ utility, 5 %liq,5 %HC
OTHER EQUIPMENT
Acquire ergonomic workstations & storage 390,000 Capital Improvements Fund
Replace phone system I 200,000 Capital Improvements Fund
Replace pub safety /pub works radio system 500,000 Capital Improvements Fund
Remote reading water meters 275,000 250,000 250,000 Water Utility
Replace chairs 10,000 General fund
TOTAL EXPENDITURES $723,330 $565,000 $950,000 $360,000 $35,000 $175,000
FUND SOURCES:
General Fund 111,430 251,000 130,000 110,000 35,000 175,000
Heritage Center Fund 21,900 6,500 50,000 $0 $0
Liquor Store Fund 6,500 $0 $0
Capital Improvements Fund 590,000 500,000 $0 $0
Water Utility 288,000 260,000 250,000 $0 $0
Sanitary Sewer Utility 13,000 10,000 $0 $0
TOTAL $723,332J $565,000 $950,000 $360,000 $35,000 $175,000
TABLE I - Capital Improvement Program - Detail of Capital Outlays
Central Garage Vehicles & Equipment
02-Dec-94
EXPENDITURES:
STREETS
Ford 800 Flat Bed /Sander 78,500 $0 All Central Garage Fund
Chipper 23,000 $0 except where noted
Bobcat loader with planer 34,300 $0
Engineering survey van 16,000 $0
Sign shop truck 30,800
Pickups: Light Duty 14,000 14,000 28,000 $18,000
Pickups: Heavy Duty 24,000 $24,000
Grader 159,000 $0
3/4 Ton Van 26,600 $0
Ford 800 Dump 82,000 170,000 80,000 $164,000
Trackless Sidewalk Plow 47,000 47,000 $47,000
Air Compressor 11,000 $0
Crack sealing kettle /router 35,000 $0
Vacuum Sweeper 86,000 $0 Storm Drainage Utility
Ford Tandem Dump 90,000 $0
Paint Striper 40,000 $0
Loader 126,000 $160,000
Ford 700 Dump $36,000
Dozer $35,000
Oil distributer & truck $89,000
PARKS
Pickups 14,000 15,000 $0
Ford 350 Dump 27,000 27,000 $27,000
Tractors 28,000 $28,000
Mowers 65,000 45,000 $32,000
Concession trailer $20,800
TABLE I - Capital Improvementgogram - Detail of Capital Outlays
Central Garage Vehicles & Equipment
02- Dec -94 _..1 5 :........::..... ":�: 'I..... .
....................
PUBLIC UTILITIES
Emergency Utility Van 30,000 $0 Water Utility
Sewer Jet 95,000 $0
Drill Rig 25,000 $0 Water Utility
Pickups 48,000 34,000 $0
Ford 350 Dump /Utility Box 37,000 $0
Sewer Rodder $21,000
GOLF COURSE
3/4 Ton Pickup 15,500 $0 Golf Course Fund
Mowers 26,100 74,500 $0 Golf Course Fund
FIRE DEPARTMENT
Salvage Van & rescue van 170,000 $0 GO Bonds
Pumpers 105,000 $0 GO Bonds
Ladder $0
Trucks /autos /vans 21,000 29,200 $0
Boat 10,000 $0 General Fund
POLICE
Autos 77,500 80,000 80,000 80,000 80,000 $400,000
Boat $0
TOTAL EXPENDITURES $446,200 $998,600 $511,000 $412,000 $233,200 $1,101,800
TABLE J - Capital Improvement Program - Detail of Capital Outlays
Community Development
02-Dec-94
EXPENDITURES:
COMMUNITY DEVELOPMENT
Brooklyn Blvd Redevelopment ? ? ? ? ? ? TIF?
Acquire single family houses 150,000 150,000 200,000 200,000 200,000 $1,250,000 1/2 CDBG, 1/2 Other?
Acquire apartments 2,000,000 6,000,000 $0 TIF
HERITAGE CENTER
Acquire land /build parking lot 500,000 $0 TIF
Construct G barn $750,000 Other revenue
Replace carpet 13,600 $0 Heritage Center Revenue
HERITAGE CENTER EQUIPMENT
Additional Conv Center equipment 24,200 $0 Heritage Center Revenue
TOTAL EXPENDITURES $2,687,800 $150,000 1 $6,200,000 $200,000 $200,000 $2,000,000
FUND SOURCES:
TIF revenue 2,500,000 0 6,000,000 0 0 $0
CDBG 75,000 75,000 100,000 100,000 100,000 $625,000
EDA levy 0 0 0 0 0 $0
Heritage Center Revenue 37,800 0 0 0 0 $0
Other Funds 75,000 75,000 100,000 100,000 100,000 $1,375,000
TOTAL $2,687,800 $150,000 $6,200,000 $200,000 $200,000 $2,000,000
�I
TABLE I - Capital Improvement Program - Detail of Capital Outlays
Central Garage Vehicles & Equipment
..........
02-Dec-94 ii - l..: . " * ..". -. .. - -iiiiiii . -"....." .. iQ - . ,* .96 . ....'.. , .."iiiii . ..'...i...ii�ii. - .�'. , ...�'..,'...'.'I�iiii�lil .. -- '....* , . .. -- ..-.".--"" , ....Il.poo...".. , ." ,,. * , Illilllllilil�illl".- -- ..Illlll , .*'*. , ..�" - ...-!*��*.9.0'...T - ...... , ...- . '*- . . , ..�". , *.. .."-. , ..... ,. *-...".- . . , .. , .. - ....-"..."- ,, .... ,, -."Iiiiiiiiil..'. , '.i,** ,- ," - '.". , . --- ."- - . - '... - "..I!9..'.,9...'.,$'.ilili - '*. -- '! - . - ..�.' - .'.'.. - ',", , '... - -'.. - 'Il..*. -- .'.*�'. - '.�*...'....'*.�'-. - '.*ililil. - . .'. - ..'... - . .".-.1�10-9.9�iiii�l - .. - .�...... , . , �ill... -- .'. - '.'�"-'. - Illlll' .-'.* , ..i
. ......... O.A. 4
FUND SOURCES:
Central Garage Fund 365,100 633,600 425,000 412,000 233,200 $1,101,800
Water Utility 55,000 0 0 0 0 $0
Storm Drainage Utility 0 0 86,000 0 0 $0
Sanitary Sewer Utility 0 0 0 0 0 $0
Golf Course Fund 26,100 90,000 0 0 0 $0
GO Bonds 0 275,000 0 0 0 $o
TOTAL $446,200 $998,600 $511,000 $412,000 $233,200 F $1,101,800T-