HomeMy WebLinkAbout2010 08-16 CCP Joint Work Session with Financial Commission Joint Budget Meeting
Monday August 16 2010 6:30 p.m.
City Council and Financial Commission
Council Chambers
1. Call to Order
2. General Fund Report and Review
a. Desired outcome
L Shared information regarding estimated General Fund
Revenue for 2011
ii. Shared information regarding estimated General Fund
Expenditures for 2011
iii. Shared information regarding expected Departmental
service levels per the proposed budget expenditures.
iv. Shared information and alternative response to the
challenges and opportunities related to the proposed
budgeted expenditures for 2010.
1. Policy directions in response to challenges and
opportunities
3. Next Steps
4. Adjournment
City of Brooklyn Center
Current General Fund Budget Summary
as of August 12, 2010
Budget Budget Revenue Expenditure
2010 2011 Growth Growth Change
Total Revenues 15,989,578 16,260,483 270,905 1.69%
Total Expenditures 15,989,578 16,778,664 789,086 4.94%
Budget Gap = (518,181) Budget Gap = 3.09%
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City of Brooklyn Center
General Fund Budgeted Revenue Comparison
2010 and 2011
Original Amended 2010 2011
Budget Budget Budget Change % of % of
2010 2010 2011 positive /(negative) Total Total
Taxes 13,254,044 12,750,022 13,511,750 761,728 79.74% 83.10%
Licenses 296,937 296,937 266,890 (30,047) 1.86% 1.64%
Permits 414,000 414,000 319,500 (94,500) 2.59% 1.96%
Intergovernmental 1,109,109 1,139,587 828,265 (311,322) 7.13% 5.09%
Charges for Service: -
General 123,300 123,300 142,600 19,300 0.77% 0.88%
Public Safety 50,700 50,700 50,700 - 0.32% 0.31%
Community Development 12,000 12,000 10,000 (2,000) 0.08% 0.06%
CARS 673,362 692,562 697,358 4,796 4.33% 4.29%
Fines 345,000 345,000 342,800 (2,200) 2.16% 2.11%
Other 165,4701 165,470 90,620 (74,850) 1.03% 0.56%
TOTAL 16,443,922 15,989,578 16,260,483 270,905
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Revenue Comparison by Source of Funds
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Original 2010 Amended 2010 0 Draft 2011
City of Brooklyn Center
General Fund Budgeted Expenditure Comparison
2010 and 2011; by Functional Use
Original Amended Draft 2010 2011
Budget Budget Budget Change % of % of
9 9 9 9
2010 2010 2011 increase /(decrease) Total Total
Mayor & Council 130,018 130,018 130,364 346 0.81% 0.78%
City Manager 272,807 272,807 275,045 2,238 1.71% 1.64%
City Clerk 252,815 250,265 260,387 10,122 1.57% 1.55%
Finance 506,240 482,632 476,340 (6,292) 3.02% 2.84%
Legal 401,600 401,600 380,000 (21,600) 2.51% 2.26%
Human Resources 280,856 276,037 280,961 4,924 1.73% 1.67%
Information Technology 382,186 378,364 396,008 17,644 2.37% 2.36%
General Buildings & Grounds 768,069 748,717 766,808 18,091 4.68% 4.57%
Police 6,647,141 6,625,374 6,736,054 110,680 41.44% 40.15%
Fire 955,617 942,217 993,287 51,070 5.89% 5.92%
Emergency Management 95,577 95,577 96,855 1,278 0.60% 0.58%
Business & Development 478,189 446,273 442,605 (3,668) 2.79% 2.64%
Inspections & Code Enforcement 834,112 811,061 876,369 65,308 5.07% 5.22%
Public Works Administration 554,316 541,304 581,605 40,301 3.39% 3.47%
Street Maintenance 1,533,687 1 1,477,280 18,123 9.13% 8.80%
Social Services 80,938 80,938 99,150 18,212 0.51% 0.59%
CARS Administration 188,613 188,613 195,533 6,920 1.18% 1.17%
Recreation Programs and Facilities 1,264,148 1,258,148 1,281,683 23,535 7.87% 7.64%
Parks Maintenance & Forestry 949,930 939,880 966,021 26,141 5.88% 5.76%
Convention & Tourism 361,250 361,250 339,875 (21,375) 2.26% 2.03%
Insurance 202,390 202,390 217,431 15,041 1.27% 1.30%
Other Expenses and Transfers 696,577 903,044 490,997 412,047 -5.65% -2.93%
TOTAL 16,443,922 15,989,578 16,778,664 789,086
100.00% 100.00%
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Expenditure Comparison by Functional Use
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City of Brooklyn Center
3r General Fund Budgeted Expenditure Comparison
2010 and 2011; by Expenditure Type
Original Amended Draft 2010 2011
Budget Budget Budget Change % of % of
2010 2010 2011 increase /( decrease) Total Total
Wages 8,941,428 8 8,992,164 188,666 55.06% 53.59%
Benefits:
Social Security and Pension 1,525,578 1 1,453,860 (51,801) 9.42% 8.66%
Cafeteria Plan Contributions 1,350,000 1,333,783 1,398,720 64,937 8.34% 8.34%
Workers Comp Insurance 272,014 267,119 291,963 24,844 1.67% 1.74%
subtotal: Benefits 3,147,592 3,106,563 3,144,543 37,980 19.43% 18.74%
Wages & Benefits 12,089,020 11 12,136,707 226,646 74.49% 72.33%
Supplies 555,621 545,443 597,586 52,143 3.41% 3.56%
Professional Services 578,815 575,996 561,884 (14,112) 3.60% 3.35%
Communications and Transport. 185,378 184,678 189,610 4,932 1.15% 1.13%
Advertising and Printing 63,650 60,700 58,750 (1,950) 0.38% 0.35%
Insurance 180,700 180,700 195,156 14,456 1.13% 1.16%
Utilities 620,260 588,908 597,780 8,872 3.68% 3.56%
Repair Services and Rentals 343,306 338,406 373,480 35,074 2.12% 2.23%
Technology Licenses & Fees 311,367 308,801 338,342 29,541 1.93% 2.02%
Training, Dues, Credit Card Fees 158,151 155,348 157,885 2,537 0.97% 0.94%
Other Contractual Services 1,004,891 899,241 1,111,450 212,209 5.62% 6.62%
Central Garage Charges 1,275,937 1 1,309,321 38,384 7.95% 7.80%
Transfers (975,277) (1,081,744) (881,572) 200,172 -6.77% -5.25%
Merchandise for Resale 13,174 13,174 4,685 (8,489) 0.08% 0.03%
Capital Outlay 38,929 38,929 27,600 (11,329) 0.24% 0.16%
TOTAL 16,443,922 15,989,578 16,778,664 789,086
100.00 100.000/0
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Expenditure Comparison by Expenditure Type
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City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Revenues —10100
PROFILE
Revenues for all General Fund operations, regardless , of Division or Department
responsible for charging and collecting them, are all listed jointly in the Revenues section
of the budget document. This includes all revenues from property taxes to recreation
charges for activities. The primary categories for revenues in the General Fund are:
• Taxes
• Licenses and Permits
• Intergovernmental Revenues
• Charges for Services
• Fines and Forfeits
• Miscellaneous Revenues
REVENUE DETAILS
4101 Ad Valorem Taxes
$ 12,806,750
These are the taxes charged to all taxable properties in the City based on the taxable value
of the property. Limitations on the levy of property taxes were reinstated by the State
Legislature for fiscal years 2009, 2010 and 2011. For working purposes, the City
Council has suggested an increase in the General Fund levy of $ 302,706 for 2011, an
increase of 2.4% in the amount of dollars being requested. This section will be updated
prior to the final budget publication in order to explain the composition of the final
property tax levy to be determined in December.
4341 Local Government Aid
$0
The amount of LGA originally certified by the State legislature for payment to the City in
2011 was $ 1,510,989. However, given the need to balance a budget deficit in excess of
$ 5 billion at the State level and the Administrative and Legislative history of reducing
LGA as a means of balancing the State's budget it is not expected that the allocation of
LGA funds will survive the budget balancing activities of the 2011 Legislature.
Therefore, LGA is not expected to be a source of operating revenue for 2011.
4200 Licenses and Permits
4399 Charges for Services
4500 Fines and Forfeits
4900 Other Funding Sources
8
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Mayor - Council — 41110
PROFILE
The City Council is comprised of one Mayor and four Council Members. All are elected
at large. Under the Council- Manager form of government as established by the City
Charter, the City Council exercises the legislative authority of the City. The City Council
is responsible for formulating City policy, enacting legislation, adopting the annual
budget, levying local property taxes, and appointing members to advisory boards and
commissions. Members of the City Council also constitute the Board of Appeal and
Equalization, the Economic Development Authority, the Housing and Redevelopment
Authority, and the Canvassing Board for municipal elections.
The City Council budget includes expenses related to interpreters for hearing impaired or
non - English speaking persons who attend City Council meetings; the annual joint
meeting of the City Council and advisory commissions; and a consultant to facilitate two
City Council work sessions.
6301 Accounting, Audit Financial Services
$25,300
An annual audit of the City's finances is required under Minnesota State law and under
the City Charter. The City contracts for the audit and conducts a competitive bidding
process for the audit work every four or five years.
6307 Professional Services
$11,200
Includes interpreters for hearing- impaired or non - English speaking persons, secretarial
service for minute taking, and a consultant to facilitate City Council retreats.
6308 Charter Commission
$1,500
This is the statutory amount for the Charter Commission budget per Minnesota Statutes,
Section 410.06.
9
6432 Conferences and Schools
$7,000
This amount covers training expenses for the Mayor and Council Members who attend
conferences on behalf of the City, such as National League of Cities, League of
Minnesota Cities, and similar conferences.
6434 Dues and Subscriptions
$35,000
• Metro Cities (Association of Metropolitan Municipalities) — $8,603
• League of Minnesota Cities — $17,557
• LMC /Minnesota Mayors Association — $20
• National League of Cities — $1,861
• North Metro Mayors Association — $6,075 (total dues = $12,150; remaining
$6,075 allocated to EDA)
PERSONNEL LEVELS
1 -Mayor
4 -City Council Members
CAPITAL OUTLAY
None requested.
10
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: City Manager — 41320
PROFILE
The City Manager is the Chief Administrative Officer of the City. It is the City Manager's duty
to enforce the City Charter and all ordinances. The City Manager's office provides general
administrative services for the management of the City to ensure that all Council policies and
directives are carried out. Activities include coordinating recommendations to the City Council
on financial, legislative, and management issues and to provide liaison between the Council,
advisory boards and commissions, staff, other levels of government, the media, and the public.
Management and Intergovernmental Relations Provide general administrative services required
for the management of City affairs. The City Manager works with community members, other
public or private agencies, organizations, schools, etc., on all areas that affect the City. Support
staff handles general government activities including both election and front counter /customer
receptionist activities.
Communications The City Manager's office handles and coordinates City communication
activities, both externally and internally. The office coordinates publication of the City
newsletter, creates newsletters, forms, flyers, handles information released to the media, and
develops other information newsletters and packets as needed. The office handles coordination
of cable TV activities in the organization, including broadcast of council meetings.
DEPARTMENTAL GOALS
• Implement City Council goals, policies, resolutions, and ordinances as adopted in
furtherance of the City Mission to ensure a clean, safe, attractive community that
enhances the quality of life and preserves the public trust.
• Provide organizational leadership assuring that adopted organizational values listed
below are adhered to:
1. Excellence and Quality in the Delivery of City Services
2. Ethics and Integrity
3. Visionary Leadership and Planning
4. Fiscal Responsibility
5. Cooperation and Treatment
6. Open and Honest Communication
7. Professionalism
• Maintain a positive relationship with governmental agencies and surrounding
municipalities to enhance the City's plans and programs.
• Continue to work on joint and cooperative ventures with metropolitan area governance
units, the legislature and other elected officials to achieve the interests of the City of
Brooklyn Center as articulated by the City Council.
• Accurate and timely communicate with the residents through City newsletter, cable, and
media releases.
• Prepare and administer the annual budget.
• Assure adherence to the City Charter
11
PERSONNEL LEVELS
1 -City Manager
1- Assistant City Manager
Other staff involved in supporting and working on general administration are the positions of
Human Resources Director, City Clerk, Deputy City Clerk, Administrative Specialist, and
Customer Service Representative which have other division budgets for operations.
CAPITAL OUTLAY
None requested.
12
City of Brooklyn Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: City Clerk — 41430
PROFILE
The City Clerk is responsible for administration of elections, maintaining official City
records, coordinating City Council and City commission materials, coordinating business
licensing, producing and coordinating City employee newsletter, and supervision of
secretarial support staff in the Administration Department. The City Clerk has significant
public contact related to elections, ordinances, resolutions, contracts, bonds, insurance,
business licenses, as well as other City matters.
Elections. Supervises elections and voter registration. Ensures elections are handled in
accordance with State, Federal, and County regulations. Oversees all activities related to
City elections including notices, materials, and certification of process. Arranges polling
places and sets up voting equipment. Supervises the recruiting and training of election
judges. Oversees the maintenance of voter registration files.
Official City Records/Data Retention. Maintains official City records, file system, and
records storage. Supervises the City's retention system. Oversees the maintenance of
City ordinances, resolutions, and City Council and advisory commission minutes.
City Council. Coordinates Council activities, correspondence, meetings, etc. Ensures
coordination, maintenance, and accuracy of Council minutes, resolutions, and other
official documents. Oversees the City Council agenda preparation process. Posts
Council /Commission notices as required by Open Meeting Law.
Communications. Oversees the production of a monthly employee newsletter. Develops
sections of City's website
DEPARTMENTAL GOALS
• Administer and process City business licenses.
• Coordinate and deliver City Council information.
• Ensure posting and publishing of all official notices.
• Coordinate City advisory commission activities.
• Maintain official City records.
• Produce and coordinate employee newsletters.
• Maintain sections of City website.
13
EXPENDITURE DETAILS
6342 Legal Notices
This provides for the cost of publishing ordinances, bids, public hearing notices,
advertising for proposals, assessments, bonds, financial reports, and any other notice that
is required to be published.
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6432 Conferences and Schools
This provides for continuing education and professional development for the City Clerk.
It includes one annual Municipal Clerk's conference and one Advanced Clerk's
Academy.
PERSONNEL LEVELS
1 -City Clerk
1- Customer Service Representative
CAPITAL OUTLAY
None requested.
14
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Elections — 41410
PROFILE
The City Clerk is the election official for the City of Brooklyn Center and administers
municipal elections in accordance with Minnesota election law. In this capacity, the City
Clerk registers new voters, accepts filings by candidates for City offices, recruits and
trains election judges, operates and tests voting equipment, and works collaboratively
with staff at the polling locations and absentee ballot board. The costs incurred from the
registration of new voters and the maintenance of the voter records is included in the
Elections budget.
Section 4.01 of the Brooklyn Center City Charter provides for regular municipal elections
to be held in even - numbered years only. The 2011 Elections budget reflects the full cost
of a special primary and special general election. The budget provides for the cost of
personnel, training, supplies, postage, building rentals, maintenance agreements, and
printing.
DEPARTMENTAL GOALS
• Administer municipal elections in accordance with Minnesota Statutes.
• Adapt to and integrate new election legislation.
• Recruit and provide training for election judges.
• Operate and test voting equipment and systems.
• Maintain up -to -date voter registration system.
EXPENDITURE DETAILS
6219 General Operating Supplies
Includes supplies for seven polling locations and an absentee precinct, such as ballot
transfer cases and seals, ballot pens, poster board for signs, markers, rubber bands, voting
booth bulbs and starters, paper tape rolls, batteries, and printer cartridges and tapes.
6333 Freight/Drayage
Includes courier services related to the delivery of election supplies.
6342 Legal Notices
Includes publication of legal notices for candidate filings, public accuracy test of voting
equipment, sample ballot, and notice of election.
15
6351 Printing
Includes printing of regular and absentee ballots for optical scanner, voter receipts, and
official notices.
6402 Equipment Services
Includes the cost of the maintenance /lease agreement with Hennepin County for the
optical scan voting system [nine (9) Model 100 Optical Scan Precinct Count Units;
eighteen (18) PCMCIA memory cards; nine (9) Model 100 metal ballot boxes; nine (9)
Model 100 carrying cases (both hard and soft covers); eight (8) AutoMARK Voter Assist
Terminals, sixteen (16) 256mb Flashcard, and eight (8) ES &S AutoMARK tables]
6412 Buildings & Facilities
Includes costs associated with three churches and custodial and use fees charged by
schools used as polling locations.
6415 Other Equipment
Includes the rental of a truck to transport ballot boxes, voting booths, signs, and optical
scan voting equipment to the polling locations.
6432 Conference and Schools
This provides for continuing education and professional development for the Deputy City
Clerk.
6449 Other Contractual Services
Includes training and wages for all election judges to administer election procedures in
the polling places and at the absentee ballot board.
PERSONNEL LEVELS
1- Administrative Technician/Deputy City Clerk
CAPITAL OUTLAY
None requested.
16
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Finance — 41520
PROFILE
The Fiscal and Support Services Department provides financial reporting and financial
management services to the City Manager and City departments throughout the
organization by providing timely, accurate, and useful financial information and analysis.
The department is responsible for: accounting for all City financial transactions, financial
record maintenance, chart of accounts maintenance, billing customers for services
provided, paying vendors, investing idle funds, administering the City's debt, risk
management activities, monthly financial reporting for the City's Liquor Store operations
and the Earle Brown Heritage Center, coordination of the annual audit and the
preparation of the Comprehensive Annual Financial Report. The Director also oversees
the operations of the City's liquor stores.
2011 DEPARTMENTAL GOALS & EXPECTATIONS
• Expand periodic internal audit procedures for capital projects, development
projects, tax increment funds and enterprise funds.
• Review and recommend revisions to the financial policies of the City Council
Code of Policies
• Provide for appropriate backup and cross training fro all critical financial service
systems through training, documentation and scheduling.
PERSONNEL LEVELS
1- Finance Director
1- Assistant Finance Director
1- Accountant
1- Accounting Technician II
1- Utility Billing Technician II
CAPITAL OUTLAY
None Requested
17
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Assessing — 41550
PROFILE
The primary function of the Assessing Division is the accurate classification and
valuation of all real, personal and exempt property, including the value of all
improvements and structures thereon, located within Brooklyn Center at maximum
intervals of five years. In addition, Assessing maintains the property data system (PDS)
information, property characteristics, sketches and photographs on all parcels, provide
computerized reports and respond to requests of the Department of Revenue, Hennepin
County, City departments, and members of the general public.
Assessing is also responsible for the tracking of special assessments including levied
assessment payments, special assessment searches and certification of special
assessments to the county annually. There has been a large increase in the number of
properties with special assessments due to the impact of foreclosed and vacant homes.
DEPARTMENTAL GOALS
• Improve on the overall comprehensiveness of commercial, industrial, and
apartment property characteristics data through continued reappraisal schedules,
automated sketching software, and digital photographs.
• Continue the implementation and development of standardized GIS applications
for integration and automation of general assessment duties and activities to
provide a fair and equitable assessment.
• The timely and effective resolution of all property valuation notice concerns prior
to the Local Board of Appeal and Equalization.
• Assist and promote the improvement of general levels of communication and
information sharing between departments and metro assessment jurisdictions,
using automated software and digital images.
• Continue process of scanning permanent documents into Laserfiche for
convertion into automated record retention process.
• Assist and promote timely and effective workflow on special assessment projects,
searches and procedures.
PERSONNEL LEVELS
1 -City Assessor
1- Appraiser I
1- Appraiser Technician
CAPITAL OUTLAY
18
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Legal — 41610
PROFILE
The Legal Division provides legal counsel to the City Council, commissions, and City
staff on municipal law questions, legal advisory services on debt issuance and economic
development and prosecutes criminal offenses. Two firms provide regular legal services.
Firms engaged for specific projects handle specialized matters.
City Attorney. The City Attorney attends City Council meetings, provides legal opinions,
and aids in the development of ordinances and resolutions. The City contracts with
private law firms for the provision of legal services. In 2009 Kennedy and Graven
provided general City Attorney services; Briggs and Morgan provided bond and
development counsel; and other firms were used for special projects. These firms are
expected to continue in their respective advisory roles in 2010.
Prosecuting Attorney. The Prosecuting Attorney prosecutes criminal offenses on behalf
of the City. The City contracts with the firm of Carson, Clelland, and Schreder.
6303 Legal Services
$ 380,000
Monthly payments are made to the City Attorney and Prosecuting Attorney for services
rendered supported by detailed invoices of services provided.
PERSONNEL LEVELS
None, legal services are contracted
CAPITAL OUTLAY
None requested.
19
City of Brook& Center
2011 Budget
FUND: General Fund -10100
DEPT/DIVISION /ACTIVITY: Human Resources — 41810
PROFILE
The Human Resources division manages all city related human resources activities
including labor relations, benefit administration, payroll administration, recruitment, pay
equity /compensation, policy development and implementation, recruitment, staffing, and
workers' compensation.
DEPARTMENTAL GOALS
*Provide services and support to departments to ensure employee payroll, recruiting, and
hiring is accomplished within the laws and rules of the state and federal government.
*Benefit Administration including assessing benefits, educating employees, and ensuring
compliance with regulations.
*Continue efforts to recruit and hire a diversified work force.
*Assist with resolution of grievances and employment issues.
*Promote wellness efforts throughout the organization.
PERSONNEL LEVELS
1 Human Resources Director
1 Human Resources Specialist
1 Human Resources /Payroll Technician
CAPITAL OUTLAY
20
City of Broo� Center
2011 (Bud get
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Planning and Zoning — 41910
PROFILE
The planning and zoning division of Business and Development is primarily responsible for the
enforcement of the City's zoning ordinance (Chapter 35) and the sign ordinance (Chapter 34).
The division prepares initial reports on all applications to the Planning Commission, including
site and building plans, variances, rezoning, appeals, and preliminary plats. The division also
serves as staff liaison to the Planning Commission. Further, the division administers site
performance guarantees and oversees the issuance of land use permits, sign hanger permits and
the inspection of signs.
DEPARTMENTAL GOALS
• Provide timely and thorough review of all planning commission applications.
• Assist and interpret for the general public the City's Zoning Ordinance and other related
ordinances..
• Land Use Planning — Visioning of Potential Redevelopment Options and Opportunities
for The Central Commerce Commercial Area, (including Brookdale Mall Properties, the
Opportunity Site, and the 57 Ave. & Logan Area), the Brooklyn Boulevard. Corridor,
and EDA owned properties.
• Review of City Performance Standards and Development Review Practices to promote
the City's goal to aggressively proceed with implementation of the City's Redevelopment
Plans.
• The Administrative Assistant will manage the Business and Development Department's.
Web Site, coordinate and process Gov Q -A program, and assist in the preparation of
graphics, maps, and public presentation materials.
PERSONNEL LEVELS
1- Planning and Zoning Specialist
1 /z - Administrative Assistant
CAPITAL OUTLAY
None Required
21
City of Brook&n Center
2010 Budget
FUND: General Fund - 10100
DEPT /ACTIVITY/PROJECT: Information Technology - 41920
PROFILE
The Information Technology division manages and supports the data and voice needs of
all City departments and buildings and the citywide Geographic Information Systems
(GIS) function.
Data - Management and operations of the Local Area Network (LAN). The City LAN
consists of five network servers with connectivity to ten City buildings /locations. The
network topology consists of fiber, Ethernet and wireless. The City is a member of the
LOGIS Wide Area Network (WAN), which consists of data links to over 40
governmental agencies — including cities, counties and state.
Voice - Management and operations of the telephone and voice mail systems - City Hall,
Community Center, Centerbrook Golf Course, Earle Brown Heritage Center, Fire
Stations, Liquor Stores, Police, and Public Works Garage.
Hardware and Software - Purchases, installs, and maintains all City computer
equipment and software - current inventory of 5 servers, 173 computers, 95 printers, 8
scanners, other hardware peripherals, and more than 60 different software applications.
Training - Identifies and provides computer and telephone training as determined for all
City users.
Research and Development - Conducts planning, research, and implements through
project management. Develops Information Technology policies, procedures, and
strategic plans.
Geographic Information Systems - Management and operations of the City Geographic
Information Systems (GIS) including maintaining parcel, street, utilities and other
infrastructure databases. GIS serves as the City's core application — integrating data from
Assessing, Community Development, Police, and Public Works through the use of
geography.
The Information Technology division manages the City of Brooklyn Center's efforts in
promoting the effective and efficient transaction of City business and decision - making by
providing methods of communication and access to necessary data and information.
Information Technology staff works with management to develop cost reducing
plans /options that result in improved service delivery through the use of technology.
Some of the Information Technology personnel time is spent to support the enterprise
funds - Centerbrook Golf, Earle Brown Heritage Center and the Liquor Stores.
Reimbursement from the enterprise funds is made into the general fund as reflected in the
reimbursement from other funds (Business Unit 48170).
22
DEPARTMENTAL GOALS
• Assess and coordinate City long and short term planning for both computer and
telephone hardware and software.
• Maintain Local Area Network (LAN) including the network topology of fiber,
Ethernet and wireless.
• Purchase, configure, install, and maintain computer equipment and software for
all departments.
• Perform user, hardware, and software support service for all departments and
users.
• Assess and coordinate training for all City computer users.
• Manage and coordinate telephone system purchases, repair, training, and support.
• Coordinate citywide support services with LOGIS.
• Assist in the technical aspects of the City web site.
• Implement Technology Fund Projects.
• Work with management to develop cost reducing plans /options that result in
improved capabilities through the use technology.
PERSONNEL LEVELS
1 IT Director
1 IT /GIS Technician
CAPITAL OUTLAY
None Requested.
I
22.5
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: General Government Buildings — 41940
PROFILE
This activity provides for the ongoing cleaning, maintenance and repair of all
Government Buildings including; city hall, community center, city garage, and fire
stations buildings and grounds. In addition, staff provides some maintenance support for
the police building, liquor stores and Centerbrook Golf Course. These expenses are
charged directly to their p
t res ective funds.
g Y
o g,
Staff is responsible for the cleaning, and repair of building needs, HVAC
systems, fixed equipment, ui ment, furnishings and accessories.
Also included in this budget are the costs of electricity, gas, water, sewer and storm
drainage for the named buildings.
DEPARTMENTAL GOALS
• Provide necessary cleaning, maintenance and repair of buildings, HVAC systems,
fixed equipment, furniture and accessories.
• Develop and implement preventative maintenance programs where possible.
• Refine in -depth systems review plan.
PERSONNEL LEVELS
1- Maintenance Supervisor
2- Maintenance Custodians
1- Custodian
(Additional custodial staff is allocated under Division 45122, Community Center, and
Division 42170, Police Station and Buildings.)
CAPITAL OUTLAY
6520 Buildings and Facilities
Boiler Maintenance- Community Center $6,000
Chiller Maintenance- Civic Center $8,800
23
City of Brool�&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Police Administration — 42110
PROFILE
The Administration Division consists of the Chief of Police and Administrative Assistant.
The Chief of Police provides leadership and management oversight by coordinating and
administrating all divisions within the Department. The Chief of Police also serves as the
main liaison to the City Manager and serves as the advocate of the City's Strategic Plan.
The Chief of Police is responsible for overseeing multiple strategies that fall under the
strategic plan objective by ensuring accountability and allocating resources.
DEPARTMENTAL GOALS
As part of the City's Strategic Plan, specific goals have been identified to fulfill
objectives to ensure a safe and secure community by reducing crime.
1. Implement Problem- Oriented Policing strategies through collection and analysis
of data on patterns of crime and disorder for the purpose of focusing crime
reduction efforts.
a. Develop a comprehensive plan targeting violent crime, violent offenders, and
violent crime locations/ zones.
b. Continue to refine sector policing protocol toward the development of
innovative response strategies to sector problem solving.
c. Provide department accountability in problem policing initiatives through the
Crime Reduction Strategy that is committed to scan and analyze data on
patterns of crime, livability offenses, and traffic safety, create innovative
response strategies, and provide relentless assessment to gauge effectiveness
at reducing crime, fear of crime, and improving the quality of life in the City.
2. Involve the community in policing efforts through community partnerships in
order to provide for successful communication of information, problem solving,
and sharing of responsibility for action and decision making.
a. Forge collaborative community and regional problem - solving partnerships
in order to develop responses to reduce crime, the fear of crime, and
improve the quality of life in the City of Brooklyn Center.
3. Assure police accountability to keep the Department and its officers functioning
properly and focused on the City and Department's mission, value, and goals.
a. Develop a comprehensive accountability matrix and conduct management
studies to give department management a balanced view of organization
performance.
24
PERSONNEL LEVELS
1- Chief of Police
1- Administrative Assistant
CAPITAL OUTLAY
None requested.
25
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Police Investigation — 42120
PROFILE
The Investigation Division currently operates with one Commander, five Detectives, one
Auto Theft officer, one Juvenile Officer and one School Resource Officer. The
Investigation Division is charged with investigating approximately 1,000 cases annually.
These cases typically are felony level cases that involve both Part I and Part II crimes.
The cases also represent gross misdemeanor and felony level physical and sexual child
abuse cases and vulnerable adult cases. The investigative process includes, but is not
limited to, carrying out interviews and interrogations, recording and witnessing formal
statements, conducting line -ups, performing surveillance, gathering and processing
evidence, reviewing and analyzing the data gathered, writing and serving search warrants,
and disseminating information (intelligence gleaned in investigations) to fellow officers
within the Department and agencies outside the Police Department.
The Commander of the Division is responsible for implementation, management, and
completion of departmental goals that pertain to the Investigation Division. The
Commander also serves as the Department's Professional Standards Coordinator,
Training Coordinator, and Public Information Officer.
PERSONNEL LEVELS
1- Commander
5- Detectives
1- School Resource Officer
1- Juvenile Officer (Grant funded)
1- Auto Theft Officer (Grant funded)
CAPITAL OUTLAY
None requested.
26
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Police Patrol — 42123
PROFILE
The Patrol Division is comprised of the Patrol Unit, Community Services Unit, and
Emergency Services Unit (an ancillary service). The philosophy of the Patrol Division
embraces the concept of Problem and Community Oriented Policing which encourages
our community's residents and businesses to take an active role in the deterrence of
crime. By allowing and encouraging residents and businesses to actively participate with
the police, strong ties are formed and a stronger sense of community is created.
Patrol Unit
The Patrol Unit consists of one Commander, five Sergeants, twenty -five Patrol Officers,
and six part-time Community Service Officers (CSOs). Sworn, uniformed officers
respond to calls- for - service of both emergency and non - emergency nature. In addition,
police services conduct proactive patrol in residential and commercial areas to deter
crime and increase traffic safety. Officers seek to make a positive difference in the lives
of the residents of Brooklyn Center and the community.
Community Service Officers are utilized to perform police - related duties that do not
require a sworn police officer. CSOs also respond to complaints concerning both wild
and domestic animals.
Community Services Unit
The Community Services Unit consists of both sworn and non -sworn employees working
in such a way that each member, acting in their own unique capacity, will rely on the
others in the Unit to carry out proactive problem solving initiatives. This unit consists of
one Commander who manages one sergeant, three sworn Street Crimes Officers, a sworn
officer assigned to the violent offender task force, a Crime Analyst, Crime Prevention
Specialist, and Community Liaison. The Street Crime Police Officers will specialize in
high visibility patrol, violent offenders, and troubleshooting problem hotspots. In
addition, the Street Crime Unit was developed to address business crime issues. This unit
specializes in areas such as hotel/ motel management, the commercial area, and the Metro
Transit bus hub.
Emergency Services Unit
Emergency Services is an ancillary function of the Division that provides specialized
expertise and response to a variety of natural and manmade occurrences. The Emergency
Services Unit includes the Emergency Operations and Emergency Management Units.
The Emergency Operations Unit (E.O.U.) is a team of officers who have received
specialized training in negotiation skills and tactical skills to properly respond to critical
incidents. This unit seeks to peacefully resolve critical incidents and to safely execute
high risk search warrants within the City of Brooklyn Center. The unit has been
successfully deployed on many occasions since its inception in the 1980s. The
Emergency Management Unit supports the City's Emergency Preparedness Division to
ensure the effective and coordinated use of resources in the event of a natural or
manmade disaster. 27
PERSONNEL LEVELS
PATROL UNIT: COMMUNITY SERVICES UNIT:
1- Commander 1- Commander
5 - Sergeants I- Sergeant
25 - Patrol Officers 3 — Street Crimes Unit
6- Part-Time Community Service Officers � 1- Violent Offender Task Force Officer
1- Crime Analyst
1- Crime Prevention Specialist
Notes for the 2011 Budget:
1. Summer park patrol initiatives will continue for 2011, and are similar to hours in
2010 (896 hours devoted to park patrol during the 16 week period). Part-time
employee wages were increased to reflect 24/ 7 coverage by Community Service
Officers due to the elimination of the Support Services part-time staff and the
reduction of police station operation hours. The increase was not made during the
2009 Adjustment.
CAPITAL OUTLAY
None Requested.
28
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Police Support Services — 42151
PROFILE
The Support Services Division consists of records, property /evidence, and the jail.
The Support Services Manager supervises the Records Technicians and Property Room
Technician. The Support Services Manager is also responsible for the jail, building, and
serves as the Department Liaison with the City's IT Department.
Records Technicians process and coordinate information generated by all divisions
within the Department. Their activities include transcription, dissemination and storage
of police reports, along with proper classification of crimes that are mandated by the
State of Minnesota.
The Property Room Technician is responsible for the proper receiving, tracking, storage,
and return or disposal of all property. Property is classified as found, recovered,
confiscated, or evidence.
PERSONNEL LEVELS
1- Support Services Manager
7- Full -Time Records Technicians
1- Full -Time Property Room Technician
29
L
City of Brooklyn Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Police Station and Buildings — 42170
PROFILE
This activity provides for the ongoing maintenance and repair of the Humboldt Avenue
police station and related areas. This building has been separated from the other
Government Buildings in order to track the actual costs of building operation.
DEPARTMENTAL GOALS
• Provide necessary maintenance of building, HVAC systems, fixed equipment,
furniture, and accessories.
• Continue refinement of preventative maintenance programs where possible.
PERSONNEL LEVELS
1- Custodian
CAPITAL OUTLAY
6520 Buildings and Facilities
$3,000
Miscellaneous re- carpeting /re- painting of high traffic areas.
$2,800.00
Rust stain removal from the Police Station building.
30
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Fire Department — 42210
PROFILE
The purpose of the Brooklyn Center Fire Department is to respond to fire, medical emergencies,
water emergencies and chemical spills /hazards within the city in a timely and efficient manner to
minimize the loss sustained by citizens and/or businesses in the city. It is the goal of the
Brooklyn Center Fire Department to arrive at the emergency scene in less than six minutes. This
is accomplished with one full time Chief, one full -time Administrative Technician (whose time is
divided with 30% in emergency preparedness and 70% in the fire department) and 40 volunteer
firefighters. Some of the firefighters also serve as fire prevention specialists, fire educators, and
training officers. The fire department provides public education in fire prevention, fire safety
awareness, fire extinguisher training, blood pressure checks and tours of the stations.
DEPARTMENTAL GOALS
• Continue to respond in a timely and efficient manner to all emergency calls.
• Inspect commercial /industrial and multi- residential property in Brooklyn Center.
• Continue to train and maintain state certification for firefighters in First Responder and
Firefighting, and Hazardous Material
• Maintain and train at least two members in cause and origin fire investigation.
• Continue to work with the Public Works Department to recruit firefighters to work full
time in these departments so they are able to respond to emergencies during the day as
needed. Presently, this is the backbone of the daytime firefighters and has kept the City
from the need to hire full -time firefighters.
• Continue to recruit additional volunteer firefighters, especially personnel that can respond
during the day between the hours of 6:OOAM and 6:OOPM.
• Continue to maintain skill level of fire personnel to utilize specialized equipment carried
on fire department apparatus.
FULL TIME PERSONNEL LEVELS
1 -Fire Chief
PART TIME AND VOLUNTEER FIREFIGHTERS
1 - Assistant Fire Chief*
40- Volunteer Firefighters
1 — Part-time Day Inspectors*
1 -Fire Education Officer*
2 - Training Officers*
2 - Custodians (1 East Station, 1 West Station)*
31
*All are members of the volunteer firefighters in addition to their duties as inspectors, training
officer, and custodians for these assignments. These volunteer firefighters receive monthly
compensation for the extra time involved with the additional work done.
32
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Building & Community Standards/
Building Inspections — 42410
PROFILE
The building inspections division consists of three (3) full -time inspectors and one (1)
support person. The positions include the Building Official supervisor, (2) Building &
Housing Inspectors and Customer Service Representative/Permit Technician. The
Building Official and Inspectors provide inspections services for rental licenses, housing
maintenance, Section 8, building permits, fire suppression permits, mechanical permits,
plumbing permits, sign permits, water and sewer permits, plan reviews and investigate
complaints.
DEPARTMENTAL GOALS
The division will continue to monitor construction projects and rental properties in 2011.
The following projects and activities are anticipated for 2011.
• Several new developments and /or redevelopments will start or be completed
including:
o Continued remodel of Toyota and Honda Car Dealerships, phase III.
0 51,000 sq.ft. Multi - Tenant Office, Warehouse, Industrial Building (Real Estate
Recycling)
o An estimated 2,000 building permits for remodeling and rehab having a value
projected at $9M
0 140,000 sq.ft. Class A Office Bldg, with structured parking and 30,000 sq.ft.
support facility (Regional FBI building)
o During 2011 the Building Inspections Division will continue its enforcement of
Chapter 12 of the City Code as it relates to properties including the license
renewal inspections of the following rental properties:
• Single Family: 287 (500+ total )
• Two Family: 21 units (47 total units )
• Apartment Buildings: 191 (253 total )
• Apartment Units: 1,958 (2926 total )
0 63,362 sq. ft. addition to the Northwest Services Building (CEAP) w 3 story
parking ramp
• 500 -550 Section 8 Inspections & Reinspections.
Continued assistance for inspections for the Vacant Building Ordinance re-
occupancy inspections for the 250 -350 homes pending resale.
33
• Continue to implement changes and enhancements to the rental housing program
and rental strategies to include systems for tracking, education, public engagement
and enforcement.
• Implement online services for certain permits.
PERSONNEL LEVELS
1- Building Official
2- Building & Housing Inspectors
1- Customer Service Representative /Permit Technician
*Additional workload considerations depend on actual work load and results of the new
performance based rental program and rental strategies.
34
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Building & Community Standards/
Code Enforcement — 42411
PROFILE
Code Enforcement consists of three (3) full time inspectors under the direction of one (1)
Housing and Community Standards Supervisor, and an administrative assistant. The
inspectors' primary responsibilities include the enforcement of city codes including, but
p p Y p Y
not limited to, Chapters 7, 12, 19 and 34. In addition, the division performs problem
solving for neighborhood and community concerns such as foreclosures, vacant
properties and crime initiatives.
Staff will continue to coordinate with other departments to resolve community issues,
such as vacant buildings. Research and efforts to identify programs to improve
residential and commercial neighborhoods will continue.
DEPARTMENTAL GOALS
In 2011 the division will continue to review and implement neighborhood programs and
activities as part of the City's Four Step Foreclosure Strategy. In addition, neighborhood
improvement and housing initiatives will be researched and incorporated when feasible.
Code Enforcement will continue to proactively identify, address, and initiate corrective
actions to reduce violations of city codes in both residential and commercial areas. Staff
will continue to focus on timely response to citizen, council and staff inquiries and
complaints. Reasonable cost recovery measures will continue to be developed and
implemented as appropriate.
The division started administering the inspection part of the grass /weed inspection
program as well as the abatement and special assessment process, effectively utilizing
seasonal employees where appropriate. Staff will continue to develop and implement
community engagement and outreach activities, coordinating with other departments,
citizens, and community groups. Focus on public education will continue in order to
enhance citizen, property owner, and business owner's awareness of the City's Codes and
Property Maintenance Standards though the development of brochures, the City's Web
Page, enhancements to eCitizen Center, and participation in neighborhood meetings, and
community events.
Systems will continue to be developed and enhanced to successfully monitor and address
community trends and challenges. Performance management will continue to be
implemented in accordance with the department strategic plan.
Other goals include:
35
• Enhance department efficiencies and effectiveness, including the development
and implementation of an administrative penalty program for all city departments
use.
• Continue to monitor the vacant /foreclosed properties in an effort to decrease their
impact on the neighborhood and bring them back into a well maintained occupied
property.
• Continue to carefully coordinate department activities with city wide
neighborhood initiatives, such as Neighborhood Watch and ReNew Home
Program, and crime initiatives.
PERSONNEL LEVELS
2 — Code Enforcement Inspectors
1- Housing Specialist (Foreclosure/Vacant Bldg. Maintenance Program)
1 - Administrative Support Position
1 — Supervisor
2— Intern Positions (Assist with vacant property registration and property maintenance
sweeps)
CAPITAL OUTLAY
1 temporary vehicle ($1,500) - only 1 seasonal vehicle available in 2011.
36
City of Brool�&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY/PROJECT: Emergency Preparedness — 42510
PROFILE
The purpose of the Emergency Preparedness Division is ensure the effective and coordinated use
of resources to: 1) maximize the protection of life and property, 2) ensure the continuity of
government, 3) sustain survivors and 4) repair essential facilities and utilities in the event of a
disaster, whether natural or manmade. The Emergency Preparedness Division is headed by the
Fire Chief
DEPARTMENTAL GOALS
• Complete the development of the continuity of operations plan for the City of Brooklyn
Center.
• Begin development of a tabletop exercise with the assistance of State and County
Emergency Management. This tabletop exercise will occur in 2010 with a functional
exercise in 2011.
PERSONNEL LEVELS
1 Administrative Coordinator
37
City of Brook& Center
2011 Budget
FUND: General Fund -10100
DEPT /ACTIVITY /PROJECT: Public Works Admin/Engineering — 43110
PROFILE
This activity provides administrative, planning and oversight for the Public Works
Department. The Public Works Department is comprised of five divisions, including:
Administration/Engineering; Street Maintenance; Park Maintenance; Public Utilities
(water, sanitary sewer, storm sewer, street lighting); and Central Garage. In 2007, the
Public Works Department also began administration of capital asset management for the
City's Public Buildings.
The Engineering Division provides technical services for infrastructure improvements;
administration of the state aid street system; traffic engineering, mapping, review of
proposed developments and plats; preparation of special assessments rolls; and general
office and fieldwork services such as surveying, inspection and public information.
DEPARTMENTAL GOALS
• Direct actions to accomplish City Council goals related to maintaining and
upgrading City infrastructure.
• Administer completion of divisional goals by the respective division supervisors.
• Provide coordination, management and support to other divisions within the
Public Works Department.
• Identify infrastructure needs and develop funding mechanisms.
• Design public improvements so as to act as a catalyst for community and
neighborhood improvements.
EXPENDITURE DETAILS
6219 General Operating Supplies
This item includes funding to maintain printers and engineering plotters for the
production of construction plan sheets and maps. General construction administration
materials for field operations are also included in this budget item.
6302 Arch, Engineering & Planning
This item includes funding for consultants to provide assistance in completing work not
related to annual street and utility reconstruction projects, such as assistance by a licensed
land surveyor to locate or set property monuments, preparation of complex legal
descriptions, geotechnical analysis, structural analysis for bridges, and laboratory testing.
6307 Professional Services
This item provides funding for approximately 20 percent of the cost of a safety consultant
to provide required safety training mandated by OSHA. Remaining portion of safety
consultant cost is charged to utilities. This item also provides costs for consultants and
38
geotechnical services to provide assistance in completing work not related to annual
street and utility reconstruction projects.
6321 Telephone/Pagers
This budget item provides for cellular telephone service for engineering personnel to
maintain contact with supervisors and other inspectors in the field. Telephones are also
used for on -call contact during emergency operations. The cost of cellular telephones
during the period on April 19 through November 18 is charged to the annual street and
utility reconstruction projects.
6402 Equipment Services
This budget item includes the cost of annual servicing and parts replacement for
surveying and traffic counting equipment.
6422 Software Maintenance
This budget item provides funding annual software maintenance fees for departmental
AutoCad and GoodPointe pavement management software licenses. This software is
used to develop plans for street and utility construction projects. The City currently has
four concurrent licenses for five staff members working in AutoCad over the winter
months.
6432 Conferences and Schools
The item provides for mandatory Mn/DOT certification training for State Aid projects,
educational seminars in AutoCAD design software and coursework for continuing
education requirements.
6434 Dues & Subscriptions
This budget item provides funding for the Construction Bulletin publication and
membership for Public Works personnel in the American Public Works Association.
PERSONNEL LEVELS
1- Public Works Director /City Engineer
1- Engineering Technician 4
3- Engineering Technician 3
1- Public Works Administrative Assistant
Wages for one additional Engineering Technician 3 that is focused primarily on utility
g g g P Y Y
planning and management is distributed in the Public Utilities Division.
CAPITAL OUTLAY
None requested for 2011
39
City of Brool C&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Public Works Street Maintenance — 43220
PROFILE
This division provides for the maintenance of city streets, sidewalks and trails. The
activities include patching, sealcoating, crack sealing, sweeping, minor sidewalk repair
and the cost of operating and maintaining the trail light system. With the consolidation of
activities under one division, this division includes all street maintenance costs, such as
snow and ice control.
DEPARTMENTAL GOALS
• Provide for public safety by maintaining an efficient high performance snow and
ice control operation.
• Continually refine snow plowing plan to best utilize operators and equipment.
• Following each snowfall event in excess of 2.5 inches, arterial and collector
streets along with intersections are to be cleared by 7:00 a.m. when feasible.
• Following each snowfall event in excess of 2.5 inches, streets are plowed to full
width within 12 hours when feasible.
• Patch and crack seal streets according to Pavement Management Program
standards.
• Sealcoat high volume streets, reconstructed residential streets and pedestrian trails
based on an established schedule to maximize the service life of pavements.
• Overlay and apply surface treatments to trails to maintain integrity.
EXPENDITURE DETAILS
6217 Safety Supplies
The budget item provides funding for the cost of protective equipment for regular,
seasonal and supervisory employees, including general safety equipment such as vests,
reflective rain gear, masks, respirators, safety gloves, and first aid supplies. New
reflective vest and clothing requirements have increased the cost of those items and the
frequency of their replacement.
6219 General Operating Supplies
The item includes the cost for various street maintenance supplies such as propane fuel
for heating asphalt patching material, paper for crack sealing, gloves, etc.
6224 Street Maintenance Materials
This item represents the bulk of the materials used to maintain City streets, alleys and
sidewalks: hot bituminous mix, cold asphalt mix, road oil, crack sealant, sand, aggregate
and concrete. This item also includes sand and salt for winter ice and snow control
activities. In an average year, the City purchases 1,500 tons of salt. Salt and bituminous
material prices have increased significantly over the past two years. A portion of these
40
costs are coded to the Municipal State Aid Construction (MSA) Fund for materials to
maintain MSA designated streets.
6226 Sign and Striping Materials
This item provides for traffic control and work zone safety sign materials used in street
maintenance operations.
6404 Street Maintenance Services
This budget item provides for the annual street seal coating program. Project areas are
forecasted over the next five years using a GIS database in conjunction with the street
reconstruction program. The department focuses maintenance resources to streets that
have been recently reconstructed, or streets that have substantial structural integrity
remaining. A portion of street seal coating costs is coded to the Municipal State Aid
Construction (MSA) Fund to provide annual seal coating for MSA designated streets.
6405 Park & Landscape Services
This budget item provides for contract services for maintenance of landscape nodes along
Brooklyn Boulevard, trash collection from receptacles located at Metro Transit bus stops,
and installation and maintenance of landscaping materials within center medians along
collector roadways within the central business district.
6417 Uniforms
This item includes the cost for rental of coveralls for Street Department employees.
6449 Other Contractual Service
This budget item provides funding for pedestrian trail surface treatments and the cost of
monthly or as- needed rental of barricades and specialized signs, placement of temporary
stop signs.
PERSONNEL LEVELS
1- Deputy Public Works Director
I- Public Works Administrative Technician
5- Maintenance II
5 -Part Time /Summer Temporary Employees
CAPITAL OUTLAY
None for 2011.
41
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Public Works Traffic Control — 43221
PROFILE
This division provides maintenance, replacement, and inventory of signage and pavement
markings and the operation and maintenance of traffic signals. The City's traffic control
infrastructure includes the following approximate totals:
• 4,711 sign faces • 1,178 cross walk squares
• 51 miles of striping • 245 legends and symbols
• 150 cross walks • 1,315 parking stalls
DEPARTMENTAL GOALS
• Maintain replacement program for worn or damaged signs per Sign Management System.
• Update Sign Management System records as signs are replaced.
• Continue street name sign replacement.
• Maintain painted pavement markings to preserve vehicle and pedestrian safety.
• Maintain preformed pavement markings and use new non -paint technology.
EXPENDITURE DETAILS
6226 Signs and Striping Material
This budget item provides funding for standard diamond grade sheeting sign blanks, posts,
preformed pavement markings, and paint, used for fabricating and installing signs and pavement
markings. The Citywide signing and striping program includes an additional $XXXX[ amount
to be determined upon completion of MSA fund) in the Municipal State Aid (MSA) Fund to
provide maintenance of signs and pavement markings along MSA designated streets.
6381 Electric Service
This item represents the cost of electric service for traffic signals. Most traffic signal lamps are
energy - efficient LED bulbs with increased useful life and reduced long -term electric costs.
6407 Traffic Signals Maintenance Service
The budget item provides for the cost of contractual signal maintenance with Hennepin County
and general repair of traffic signals damaged by severe storm events or traffic accidents.
PERSONNEL LEVELS
2- Maintenance II
CAPITAL OUTLAY
None requested.
42
City of (Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Social Services — 44110
Funding Requests
The City Council will set funding for 2011 for distribution of public dollars to support
private, non - profit organizations providing needed public services as follows:
Joint Powers Agreements
Five Cities Senior Transportation $ 15,000
Northwest Hennepin Human Services Council 12,182
North Hennepin Mediation Services 6,000
Project Peace 65,960
Total 99 150
PERSONNEL LEVELS
None.
CAPITAL OUTLAY
None requested.
43
City of Brook& Center
2011Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: CARS Administration — 45010
PROFILE
The Community Activities, Recreation and Services Administration Division provides
administrative support and oversees operations of the Government Buildings, Recreation
and Community Center Divisions as well as operations of Centerbrook Golf Course.
This unit provides for the provision of maintenance and custodial functions for City-
owned buildings, development and implementation of organized recreational activities,
operation of the Community Center and swimming pool, and management of
Centerbrook, the City -owned 9 -hole golf course.
DEPARTMENTAL GOALS
• Provide coordination, management, and additional support to all department
divisions and operations.
• Produce annual review of Community Activities, Recreation and Services
programs and activities.
• Continue improvements in area of customer service for all department functions.
• Continue ongoing assessment process to determine community needs and
resources.
PERSONNEL LEVELS
1 -CARS Director
1- Secretary
CAPITAL OUTLAY
None requested.
44
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT /DIVISION /ACTIVITY: Recreation Administration — 45110
PROFILE
This division provides for the development and implementation of organized recreational
activities for preschoolers, grade school age children, teens, adults, and seniors. The
2011 budget continues the separation of administrative overhead from individual
programs.
Expenditure allocations for operating supplies, postage, advertising, and printing are now,
for the most part, accounted for in this division.
DEPARTMENTAL GOALS
• Through administrative oversight, develop, maintain, and evaluate recreational
programs and activities that meet the needs of citizens and oversee divisional
goals.
• Continue on -going assessment process to determine community needs and
resources.
• To make maximum use of community resources and provide recreational
activities for all community residents.
• Enhance marketing efforts to attract additional participants.
PERSONNEL LEVELS
3- Program Supervisors
1- Secretary
CAPITAL OUTLAY
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City of Broo Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Adult Recreation — 45111
PROFILE
This division provides recreation programs and activities for adults including; basketball,
softball leagues and tournaments (Dudley Classic), volleyball leagues, exercise classes,
pottery, senior activities, community trips, specialty classes and adult dance.
For 2011, all adult programs will continue to charge fees sufficient to cover operating
costs, plus a 25% profit to cover a portion of on -going overhead expenses. Fee increases
will continue to be implemented to achieve this goal. Revenue targets for the 2011 Adult
Recreation programs are as follows:
Basketball Leagues $10,480 Adult Specialty $ 600
Pottery $ 8,905 Senior Adults $5,735
Softball Leagues $88,000 Dudley Tournament $43,100
Volleyball Leagues $64,000 Exercise $46,000
Community Trips $19,125 Adult Dance $1,200
Broomball $ 1,500
DEPARTMENTAL GOALS
• Provide a balance of activities to meet varied interests and skill levels.
• Expand outreach efforts to ensure we identify and meet the recreational needs of
our ethnically diverse community.
• Continue to cooperate with school districts to maximize facility usage and
supervision.
• Continue marketing efforts (including a customer service component) to attract
additional participants.
PERSONNEL LEVELS
There are no full -time staff currently allocated to this division.
CAPITAL OUTLAY
None requested.
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City of Brool�&n Center
2011 Budget
FUND: General Fund —10100
DEPT /DIVISION /ACTIVITY: Teen Programs — 45112
PROFILE
This division provides recreation programs and activities developed for teens. These
programs are funded through a combination of user fees and general fund revenues.
Summer conditioning is the primary teen program identified with 270 plus teens
participating in 2010. Additional allocations have been budgeted to support new teen
initiatives, including the Brooklyn's Youth Council, the Blue Jean Ball and Face 2 Face.
For 2011, all teen programs will continue to charge fees sufficient to cover operating
costs. Fee increases will continue to be implemented to achieve this goal. Revenue
targets for the 2011 Teen Recreation programs are as follows:
Summer Conditioning $5,100
DEPARTMENTAL GOALS
• Work cooperatively with other agencies to provide activities for teens.
• Expand outreach efforts to ensure we identify and meet the recreational needs of
our ethnically diverse community.
• Provide affordable programs that meet the needs of youth.
• Work closely with school districts and local social service providers to ensure
coordinated programs for youth that do not unnecessarily duplicate efforts.
• Investigate alternative programming for teens.
PERSONNEL LEVELS
There is no full -time staff currently allocated to this division.
CAPITAL OUTLAY
None requested.
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City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Youth Programs — 45113
PROFILE
This division provides recreation programs and activities developed for youth. These
programs are funded through a combination of user fees and general fund revenues.
Youth offerings were reduced as part of budget reductions in 2004, and these reductions
have been continued for 2011.
Activities under this division include gymnastics, summer programs such as playground
supervision, and various classes such as; dance, after school, holiday and specialty. In a
typical year, more than 4,250 young people participate in these activities.
This division also includes after school programming coordinated with the four school
districts serving Brooklyn Center.
For 2011, all programs will continue to charge fees sufficient to cover operating costs,
plus a 10% profit to cover a portion of overhead expenses. Fee increases will continue to
be implemented to achieve this goal. Revenue targets for the programs are as follows:
Dance $13,761 Gymnastics $6,887
After School $6,024 Summer Programs $15,095
Day Camp $2,544 Specialty Classes $1,762
DEPARTMENTAL GOALS
• Provide affordable programs that meet the needs of youth.
• Expand outreach efforts to ensure we identify and meet the recreational needs of
our ethnically diverse community.
• Work closely with local social service providers to ensure coordinated programs
for youth that do not unnecessarily duplicate efforts.
• Continue to review and identify the changing needs of the community (i.e., socio-
economic status and disabilities).
PERSONNEL LEVELS
There are no full -time staff currently allocated to this division.
48
City of Brook &n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: General Recreation — 45119
PROFILE
This division provides for recreational programs and activities not otherwise classified.
These programs /activities are funded by a combination of general fund revenues and user
fees.
General Recreation Division programs primarily consist of supervision costs associated
with the use of elementary schools and Northview Jr. High School. Significant program
reductions made in 2004 have been sustained for 2011.
For 2011 we have included funding for operation of two warming houses during the
skating season and maintained the allocation for the adaptive recreation (REACH for
Resources) allocation to this CARS budget.
Additionally, we have allocated funds to support the 2 011 Brooklyn Center Centennial.
Numerous programs have been moved to Recreation Grant Programs to accommodate for
program donations and continuation of year -end fund balances.
DEPARTMENTAL GOALS
• Expand outreach efforts to ensure we identify and meet the recreational needs of
our ethnically diverse community.
• Provide a balance of activities for a variety of age groups, abilities, and interests.
PERSONNEL LEVELS
There are no full -time staff currently allocated to this division.
CAPITAL OUTLAY
None requested.
49
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Community Center — 45122
PROFILE
This division provides for all recreation activities at the Community Center, as well as
some building maintenance. Again for 2011, the majority of maintenance expenses
including, paper supplies, cleaning supplies, a large portion of operating supplies and
most utility charges are accounted for in the Government Buildings budget.
DEPARTMENTAL GOALS
• Continue in -depth review of Community Center operations with a goal of
reducing the net impact of the operations on the general fund.
• Continue to refine schedule of operating hours.
• Enhance marketing efforts (including a customer service component) to attract
additional participants.
• Assure that the facility is clean and well maintained to compliment marketing
efforts.
PERSONNEL LEVELS
3 -Full -time Custodians
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City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Pool — 45124
PROFILE
This division accounts for swimming lessons, open swim activities and some
maintenance and utility costs related to operation of the pool.
The pool, exercise room, and sauna are used continuously throughout year. People come
to the pool for swimming lessons, lap swim, use of water slide, recreational swim, and
aqua exercise. A full range of aquatics classes is offered for children, youth, teens and
adults. Thirty to forty classes are offered each quarter.
This division continues to budget items that are very specific to the pool. A charge in the
amount of twenty percent of operational overhead, such as utilities, custodial and
maintenance supplies, etc., will continue to be charged to Divisions 465 and 466.
For 2011, Community Center /Pool Revenues will offset expenses to the greatest extent
possible. Fee increases will continue to be implemented to achieve this goal. Revenue
targets for the 2011 Pool programs are as follows:
Memberships Family $ 42,000 Memberships Single $52,000
General Admissions $ 92,200 Pool Rentals $ 9,000
Swim Lessons $126,000 Locker Rental $ 4,000
Game Room $ 2,500 Mdse. for Resale $ 1,500
Room Rentals $37,000 Gift Certificates $ 600
DEPARTMENTAL GOALS
• Continue to offer high quality swimming lessons for all ability levels.
• Expand outreach efforts to ensure we identify and meet the recreational needs of
our ethnically diverse community.
• Continue new marketing efforts that increase attendance.
• Investigate new and /or expanded special events to attract new customers.
PERSONNEL LEVELS
All personnel in this division are part time employees
CAPITAL OUTLAY
6540 Equipment and Machinery
$7,000
Replace pool vacuum
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City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Insurance— 48140
PROFILE
Insurance coverage and administration for the City are provided by this division. Costs
include insurance policy premiums, agent services and provisions for deductible amounts.
Its primary purpose is to review and identify actual and potential exposures and reduce
risks related to those exposures. Additionally, this division provides insurance coverage
for those identified exposures. Under State law, the City is obligated to contract with an
insurance agent to actually procure any policies deemed appropriate. It is anticipated that
the agent selected will provided advice and recommendations regarding exposures,
policies and options for the City. The League of Minnesota Cities Insurance Trust
(LMCIT) has added a risk management component to its operations at no cost to the City
that provides a review of identified exposures and advice as to how the City can
minimize potential for claims. While this service will not provide all services necessary
to effectively manage risk, it has reduced the cost of service.
A second function of this division is to identify appropriate insurance policies to protect
the City's investment in property, equipment and machinery. Insurance policies
purchased provide liability, property damage, performance bonds and other coverage.
Finally, this division provides for deductible amounts for claims paid. The City has
established a deductible limit at $2,500 per incident across all liability and property
damage policies. This has reduced the insurance premium by 7% to 9% compared to a
$ 1,000 deductible level. The City assumes the risk for the first $2,500 of covered risk
before the limits of the policy are engaged.
DEPARTMENTAL GOALS
• Provide risk management services to departments and divisions within the City.
• Identify cost saving measures through application of self - insurance (increased
deductibles) for some levels of risk.
• Identify and develop mitigation for areas of risk that develop in the general
operations of the City.
PERSONNEL LEVELS
No personnel are included in this Fund
CAPITAL OUTLAY
None requested.
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City of Brook&n Center
2011 Budget
FUND: General Fund - 10100
DEPT /ACTIVITY /PROJECT: Central Supplies and Support - 48150
PROFILE
The purchasing of central office supplies, equipment, general printing, and Citywide
postage use is included in this division. This activity provides for a general training
account for use by the City Manager for general staff development and skill
enhancement.
EXPENDITURE DETAILS
6201 Office Supplies
$ 20,000
Provides for the purchase of central office supplies for City departments.
6219 General Operating Supplies
$ 2,000
Provides for the purchase of general operating supplies for City departments.
6321 Telephones/Pagers
$ 4,400
Provision of general switchboard service
6322 Postage
$ 45,000
Mailing costs for City - generated correspondence, City newsletter, and Community
Resource Guide.
6351 Printing
$ 12,000
Printing cost for City newsletter shared with Recreation
6432 Conferences and Schools
$ 5,000
For general training and tuition reimbursement including semi - annual employee general
meetings.
6446 Contingency Account
$ 250,000
Contingency allows for unanticipated expenses or to take advantage of unanticipated
opportunities that are advantageous in accomplishing City goals.
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6449 Other Contractual Service
$ 24,200
Includes costs associated with the supervision of sentence -to -serve program, maintaining
web site, deer management and service cost associated with labeling and mailing City
newsletter.
PERSONNEL LEVELS
No personnel are accounted for in this Fund.
CAPITAL OUTLAY
None requested
54
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Reimbursement from Other Funds — 48170
PROFILE
This is the mechanism by which enterprise and other funds reimburse the General Fund
for costs associated with providing management, financial, engineering and information
technology services, etc. Expenses are divided among non - General Fund departments
using a formula matrix based on the use of time and effort by other General Fund
departments in the operation of the reimbursing department.
55
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT/DIVISION /ACTIVITY: Transfer Out — 48210
PROFILE
Planned transfers to other funds from operating funds during the fiscal year are placed in
this section of the budget document.
DEPARTMENTAL GOALS
Provide funding for ongoing expenditures that are general in nature.
EXPENDITURE DETAILS
6482 Miscellaneous Transfer Out
$ 70,000
Transfer to Technology Fund to provide for capital needs in technology such as fiber
optic, radios, computer servers, etc.
PERSONNEL LEVELS
No personnel are budgeted in this division.
CAPITAL OUTLAY
None requested.
56
City of Brook&n Center
2011 Budget
FUND: General Fund — 10100
DEPT /ACTIVITY/PROJECT: Public Works Park Facilities — 45201
PROFILE
This division represents the consolidation of all park maintenance operating functions
under one division. Activities within this division include maintenance and repair of
playground equipment, 8 park shelter buildings, 10 picnic shelters, irrigation systems,
bleachers, benches, restroom and dumpster enclosures to ensure safe, clean, and
accessible park buildings and equipment. This division provides gas and electric service
to shelters and park lights, collection of refuse, and rental /service charges for portable
restroom facilities. In addition, this division provides basic park turf maintenance
including mowing, fertilizing, weed control, seeding, and aerating. It also provides
miscellaneous grounds maintenance such as streetscape and flower maintenance, litter
picking, trash hauling, and administration of the Adopt- A- Park/Trail /Street program.
This division also provides support services for specific recreation programs that use city
parks for their activities. These programs include athletic field maintenance, tennis court
maintenance, summer programs, broomball, and ice skating rinks. Other responsibilities
include maintenance activities for 5 baseball fields, 19 softball fields, 3 football /soccer
fields, 12 tennis courts, 20 playgrounds, 18 basketball courts, 6 hockey rinks and 8
general skating rinks.
DEPARTMENTAL GOALS
• Continue quarterly safety and maintenance inspections of playgrounds and shelter
buildings to ensure high quality facilities.
• Repair /upgrade park signage as necessary.
• Maintain 350 acres of high quality turf areas with efficient mowing and trimming
program. Normal mowing cycle is once every 7 -10 days.
• Supplement Hennepin County mowing of Brookdale area, CR 10, I- 94/694 and
Brooklyn Boulevard to ensure safety and enhance aesthetics.
• Upgrade and re -chip wood chip trails.
• Pursue participants for Adopt- A- Park/Trail /Street program and maintain current
volunteers.
• Continue replacement of wood picnic tables with maintenance -free aluminum
units and litter receptacles with recycled plastic lumber units.
• Mow softball /baseball /football fields once every 5 -7 days.
• Broom and line softball /baseball /football fields five days per week during the
scheduled season.
• Maintain high level of support for recreation programs.
57
EXPENDITURE DETAILS
6219 Operating Supplies
This budget item provides funding for general operating supplies such as playground
repair supplies, chains, swings, and benches. This item also includes general operating
supplies as well as continuing replacement of approximately six picnic tables, two
trimmer/brush cutters, and six litter receptacles per year. Includes $1,000 for Adopt -A-
Park supplies.
6223 Buildings & Facilities
This item includes the cost of various supplies such as lumber, shingles, doors, etc. for
basic maintenance of park shelter buildings. In the long -term park plan, some buildings
have been identified for building replacement. Others that have been identified for long -
term removal will be kept up with minor repairs until that removal occurs.
6225 Parks & Landscaping Materials
This item provides funding for acquisition of seed, sod, fertilizer, topsoil and other
materials for general repair of parkland turf.
6231 Athletic Field Supplies
This item includes the cost of chalk, ag lime and other field maintenance supplies for
athletic fields used as part of recreation programs.
6239 Repair and Maintenance Supplies
This budget item provides funding for the cost of materials for removing graffiti and
repairing plumbing fixtures, drinking fountain valves and irrigation systems.
6449 Other Contractual Service
This item includes the costs for maintenance contracts on park building mechanical
equipment; repairs to various park facilities that cannot be accomplished by park
maintenance staff; sewer service cleaning, etc.
PERSONNEL LEVELS
1- Supervisor of Streets and Parks Maintenance
5- Maintenance 1I
6 -Part Time /Summer Temporary Employees
CAPITAL OUTLAY
None Requested
58
City of Brook&n Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY/PROJECT: Public Works Forestry — 45204
PROFILE
This division provides for the maintenance and reforestation of trees in parks, boulevards,
and other public lands. It provides for a Registered Tree Contractor Program and the
operation of the City's Diseased Tree Program. Finally, it provides for the administration
of the City's noxious weed eradication program and grass and weed cutting on freeway
excess right of way.
DEPARTMENTAL GOALS
• Continue with annual park and boulevard reforestation replacement plan for trees
damaged by accident or disease.
• Continue review of tree care policy to better care for the urban forest.
• Continue to provide for the clean up of tree debris from public property.
• Maintain the standards of a Tree City USA community.
• Work throughout the community to maintain the Diseased Tree Program.
• Provide boulevard and storm damage tree trimming as necessary.
• Continue to administer the noxious weed program in a fair manner and to improve
the appearance of excess freeway right of way by providing for periodic mowing.
• Contract with a commercial, mower to provide for mowing of turf where it is not
possible or practical for City forces and equipment.
EXPENDITURE DETAILS
6225 Landscaping Materials
This budget item includes the cost of replacement trees in the parks and City- maintained
boulevards. In 2010, an additional $1500 is allocated to address the loss of boulevard
trees within the community (Brooklyn Blvd) and the replacement of unhealthy ash trees
as a proactive measure towards the Emerald Ash Bore issue.
6405 Park & Landscaping Services
The item represents the City's share of the removal cost for diseased trees with public
right -of -way and City property or trees that are too large or unusually located for removal
by City equipment.
6449 Other Contractual Services
This budget item includes funding for contractual weed and grass cutting on excess
freeway right of way and other locations for which the City does not own the specialized
equipment needed and which would not be cost - effective to purchase. Areas include
easements, freeway walls, state owned property, and storm water ponds.
PERSONNEL LEVELS
1- Maintenance II
59
City of Broo�& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Convention and Tourism — 45310
PROFILE
Operators of hotels and motels in Brooklyn Center collect a six percent tax on the rent
they charge for providing lodging. The tax was enacted in two three percent increments.
The City collects the total tax proceeds from the operators and forwards 95% of the first
three percent to the Visit Minneapolis North convention and visitors bureau to be used in
accordance with Minnesota Statutes Section 477A.018. This section provides for
marketing and promotion efforts on behalf of the City as a tourist and convention center.
The City retains five percent of the first three percent for administrative costs associated
with the program. The other three percent remains in the City's General Fund.
Based on projected revenues of $705,000 Visit Minneapolis North would receive
$334,875.
EXPENDITURE DETAILS
6445 Taxes, Licenses and Fees
$ 334,875
Provides for amounts to be paid to Visit Minneapolis North.
PERSONNEL LEVELS
No personnel are assigned.
CAPITAL OUTLAY
None requested.
60
City of Brook& Center
2011 Budget
FUND: General Fund —10100
DEPT /ACTIVITY /PROJECT: Civic Events — 45311
Funding Requests
The City Council will set aside $ 5,000 per year to a total of $ 20,000 in anticipation of
funding activities during the Brooklyn Center Centennial Celebration in 2011.
61