HomeMy WebLinkAbout2013 09-03 CCP Joint Work Session with Financial CommissionAGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
TUESDAY, September 3, 2013
6:30 P.M.
Council Chambers
City Hall
1.Call to Order
2.Approval of Agenda
3. Overview/Introduction
a. Review Previous Policy Direction
i.Expenditures Authorized
ii.Property Tax Levy Maximum
iii. Use of LGA Maximum
4. Review of Proposed Budget
a.Budget Goals and Direction
b.Budget Revenues
c. Budget Expenditutes
5.Property Tax Impact by Classification
6.Other Considerations
a.Industrial-Commercial Tax Capacity Shift
b.General Fund Departmental Reviews
c. Excess Tax Increment
7. Next Steps
a.Preliminary Levy and Preliminary Budget Adoption — September 9, 2013
b.Utility Fund Review
c.Enterprise Fund Review
d.Public Meeting—December 2, 2013
e.Pay Plan, Utility Rates Adoption — November 25, 2013
f.Final Levy and Budget Adoption — December 9, 2013
8. Miscellaneous
9. Adjourn
MEMORANDUM - COUNCIL WORK SESSION
DATE: Friday, August 30, 2013
TO: City Council and Financial Commiss
FROM: Curt Boganey, City Manager
SUBJECT: General Fund Recommended Budget
Recommendation:
It is recommended that the City Council and Financial Commission consider providing direction
to staff regarding preparation of the recommended General Fund Budget and Preliminary Levy.
Background:
At the joint meeting on August 5 th the consensus direction was to prepare a General Fund Budget
that allowed for a budget that would meet current service level funding, provide for increased
street maintenance materials and one additional inspector in the Department of Buildings and
Community Standards. The consensus also allowed for a maximum levy increase of 3.5% and
the use of Local Government Aid to fund the gap between estimated revenues and expenditures.
It was further agreed that the City Manager would review all budget requests in detail to
determine if further expenditure reductions could be made without reducing service levels.
I have enclosed a copy of a one page summary of the recommended General Fund Budget for
next year. We will discuss the revenues and expenditures of the budget, how they relate to the
consensus direction provided and how they compare to previous estimates.
I have enclosed a copy of the General Fund Operating Department budget narratives that speak
to the departmental goals and staffing for the next two years. After the preliminary budget is
approved we will schedule meetings with each Department to review the proposed business
plans for next year.
On Tuesday we will provide data to review the effect that the proposed levy is likely to have on
various classes of Taxpayers. At previous work sessions we discussed the potential impact of the
tax capacity shift between various property classifications. Due to staffing shortages we have not
been able to provide the in depth review required for this type of analysis. It is my
recommendation that the Financial Commission consider devoting time to reviewing this issue
later in the year after the staffing shortages have been addressed.
Finally, our close review of the budget data has brought to my attention that Excess Tax
Increment received in the General Fund in recent years has not budgeted as a revenue source. On
Tuesday we will discuss the use of these revenues as a means of limiting the property tax levy
increase or LGA funding of operations next year and beyond.
--
Mission: Ensuring an attractive, clean, safe, inclusive community that enhances the quality of life
for all people and preserves the public trust
MEMORANDUM COUNCIL WORK SESSION
Policy Issues:
•Does the proposed General Fund budget meet the policy goals of the Council and
Commission?
Are the proposed preliminary levies acceptable?
Strategic Priorities:
•Civic Engagement, Community Image, Financial Stability, Focused Redevelopment,
Vibrant Neighborhoods
Mission: Ensuring an attractive, clean, safe, inclusive community then enhances the quality of life
for all people and preserves the public trust
Revenues
City of Brooklyn Center
General Fund
Budget Year 2014 3.50% increase
Actual Actual Budget Budget
2011 2012 2013 2014
$ change as
$ change % of total
Change
2013 to 2014
Property Tax (net)12,401,114 13,383,991 13,590,682 14,066,356 475,674 3.50%
Excess Tax Increment 270,000 270,000
Lodging Tax 853,302 882,621 825,000 860,000 35,000 4.24%
Licenses 81, Permits 961,947 858,593 641,208 743,668 102,460 15.98%
Intergovernmental Revenue 523,569 555,102 645,872 481,493 (164,379)(25.45%)
Local Governmental Aid 411,378 411,378 411,378 594,897 183,519 44.61%
BCS Fees 357,322 305,499 190,500 156,150•(34,350)(18.03%)
Police Fees 89,849 84,566 58,100 58,100 0.00%
Nusiance Fees 7,668 5,305 15,000 10,000 (5,000)(33.33%)
Recreation Fees 285,671 263,045 271,374 254,731 (16,643)(6.13%)
Community Center Fees 357,822 388,210 378,600 404,100 25,500 6.74%
Fines & Forfeits 340,356 336,740 365,000 349,500 (15,500)(4.25%)
Other Revenues 433,825 546,924 136,275 106,800 (29,475)(21.63%)
Special Assessments 75,000 75,000
Other Financing Resources 162,075 162,075
17,023,823 18,021,974 17,528,989 18,592,870 1,063,881 6.07%
Expenditures
Mayor Council 129,734 120,690 132,819 144,597 11,778 8.87%
City Manager 278,602 288,946 292,549 306,664 14,115 4.82%
Elections 94,660 110,309 86,434 116,667 30,233 34.98%
City Clerk 149,180 159,576 161,198 169,004 7,806 4.84%
Finance 482,015 505,555 517,596 529,861 12,265 2.37%
Legal 402,824 374,696 393,470 393,750 280 0.07°/o
Human Resources 273,879 305,111 301,426 311,014 9,588 3.18%
Information Technology 472,771 402,150 444,395 523,874 79,479 17.88%
General Buildings 764,224 783,978 764,248 809,667 45,419 5.94%
Planning & Zoning 142,148 .144,438 144,026 156,379 12,353 8.58%
Assessing 298,990 334,915 383,371 374,795 (8,576)(2.24%)
Police Administration 254,704 263,496 263,818 275,821 12,003 4.55%
Police Investigation 826,236 844,882 832,836 853,290 20,454 2.46%
Police Patrol 4,533,146 4,768,812 5,160,110 5,391,287 231,177 4.48%
Police Support Services 771,182 787,927 849,797 906,805 57,008 6.71%
Police Building 183,053 195,690 216,234 232,306 16,072 7.43%
Fire Department 873,579 947,399 982,217 1,048,769 66,552 6.78%
Emergency Preparedness 92,040 91,830 77,662 85,325 7,663 9.87%
Building Inspections 403,114 412,677 451,190 561,785 110,595 24.51%
Code Enforcement 361,031 330,317 420,775 444,325 23,550 5.60%
CARS Administration 193,156 189,439 202,236 205,464 3,228 1.60%
Recreation Administration 420,372 429,181 448,032 456,185 8,153 1.82%
Adult Recreation 178,131 164,983 183,142 169,119 (14,023)(7.66%)
Teen Recreation 4,477 10,259 37,313 16,921 (20,392)(54.65%)
Children's Recreation 40,297 35,087 40,886 43,173 2,287 5.59%
General Recreation 25,107 25,102 • 28,031 28,853 822 2.93%
Community Center 236,943 172,131 210,747 215,993 5,246 2.49%
Pool 304,195 356,389 318,109 327,321 9,212 2.90%
Engineering 611,739 585,837 722,495 828,660 106,165 14.69%
Streets 1,173,563 1,216,994 1,360,395 1,413,345 52,950 3.89%
Traffic Control 212,682 213,477 207,467 217,629 10,162 4.90%
Parks Maintenance 836,325 931,420 933,083 966,982 33,899 3.63%
Forestry 90,056 93,702 95,403 97,400 1,997 2.09%
Joint Powers Payments 95,849 141,504 153,370 161,000 7,630 4.97%
Convention & Tourism 409,843 419,387 384,037 408,500 24,463 6.37%
Insurance 178,873 147,039 197,420 210,170 12,750 6.46%
Central Supply (Unallocated)137,503 140,653 102,050 139,200 37,150 36.40%
Reimbursements (883,279)(700,065)(1,069,398)(1,049,030)20,368 (1.90%)
Transfers Out 70,000 320,000 98,000 100,000 2,000 2.04%
16,122,944 17,065,913 17,528,989 18,592,870 1,063,881 6.07%
GAP 900,879 956,061
G:\ Budget\ 2014 Budget\ 2014 OF 3.5% SUMMARY 8/30/2013
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2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide visionary leadership to the organization
and support to other essential governmental functions in a customer focused manner.
Department/Division Description:
The Department of Administration is composed of the City Manager's Office, The Office of the City
Clerk, Human Resources and Information Technology.
The City Manager's Office is composed of the City Manager, Assistant City Manager/Director of
Buildings and Community Standards. The primary responsibility of the City Manager is organizational
leadership. The Assistant City Manager is also the communications manager.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service
Representative. The Clerk's Office manages records, administers elections, business licenses and
responds to public inquiries.
The Human Resources Division is composed of the HR Director, HR Specialist and Payroll Technician.
This office, manages human resource activities, including labor relations, payroll and benefits
administration and employee recruitment.
The Information Technology Division is composed of the IT Director and IT/GIS Technician. This
division plans, manages and supports the City technology infrastructure.
Staffing Levels
Positions FTEs
•City Manager
•Assistant City Manager-Director of Building
Community Standards and Housing Programs
2013
1
0.5
2014
1
0.5
2015
1
0.5
0 Seasonal Intern 0 0 0
•City Clerk 1 1 1
0 Deputy City Clerk 111
e Customer Service Representative 1 1 1
•Human Resources Director 1 1 1
•Human Resources Specialist
0 Human Resources/Payroll Technician
0 Information Technology Director
1
1
1.
1
1
1
1
1
1
1
1
1•Information Technology/GIS Technician
Total
9.5 9.5 9.5
Strategic Functions/Division(s):
•Effective and Responsive Organization Leadership
o The City Manager with support from the Assistant City Manager is responsible to the City
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer the City Manager is expected to enforce the City Charter and all
City ordinances. The City Manager prepares the Annual Budget as a means of
implementing Council Policy. The City Manager provides advices and makes
recommendations to the City Council with respect to Council policy. The City Manager is
the sole employee of the City Council. All employees work under the general direction of
the City Manager
o The City Managers' office is responsible for effective Intergovernmental Relations. The
City Manager and his staff work with community members, other public and private
agencies, organizations, schools and other stakeholders on all areas that affect the City.
o The City Managers' office is responsible for effective public communications primarily
under the direction of the Assistant City Manager. The office handles and coordinates
internal and external City communication activities. The office coordinates publication of
the City Newsletter, creates newsletters, form, flyers, handles information released to the
media and develops other information packets as needed. The office handles coordination of
cable TV activities in the organization, including broadcast of Council meetings.
•Council Support, Records Management, Licensing and Elections Administration
o The City Clerk is responsible for maintaining official City records, coordinating City Council
and City Commission materials and activities, coordinating business licensing, producing and
coordinating City employee newsletter, and supervision of secretarial support staff in the
Administration Department.
The City Clerk Serves as the City's Election Official and administers elections. Ensures
elections are handled in accordance with state, federal, and county regulations. Oversees all
activities related to City elections including notices, candidate filing, absentee voting, testing
voting equipment, materials, and certification of process. Coordinates polling places.
Supervises the recruiting and training of election judges.
The City Clerk is responsible for Official City Records/Data Retention. Maintains official
City records, including storage and disposition.
Coordinates Council correspondence, meetings, and other activities. 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. Coordinates the nomination/appointment process for City
advisory commissions
•Attraction and Retention of an Inclusive Quality Workforce
o The Human Resources Office is responsible for providing customer focused support to the
mission of recruiting an inclusive quality workforce.
The Human Resources Office is responsible for providing customer focused support to the
mission of retaining an inclusive quality workforce.
The Human Resources Office is responsible for the development of and effective customer
focused administration of the employee compensation and benefit program.
The Human Resources Office is responsible for providing leadership to effective Labor
Relations Management and is a key member of the labor negotiations team along with the
City Manager.
The Human Resources Office is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Human Resources Office is responsible for customer focused administration of the
payroll process and other pay related activities i.e. pay/equity and EEO reporting
•Strategic Implementation of Information Technology
o 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, inclusive of the following:
Data - Management and operations of the Local Area Network (LAN)
Voice - Management and operations of the telephone and voice mail systems
Hardware and Software - Purchases, installs, and maintains all City computer equipment
and software - current inventory of 5 servers, 173 computers, 9 multi-function devices, 60
printers, 7 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.
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.
Annual Goal and Strategies:
1.Foster a culture of inclusion throughout the organization
a. Implement recommendations resulting from Inclusion Inc. Environment Assessment
2.Promote customer focused service delivery
a.Provide customer service training opportunities
b.Implement customer feedback systems organization-wide
3. Promote fact based decision making processes
a.Provide organization wide training on fact-based decision making tools
b.Implement operational measurement efforts
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
6 Number and Classification of Employees Provided Customer Service Training
•Number and Classification of Employees provided fact based decision making training
2. Efficiency Measure
o Staff cost per new hire
3. Productivity Measure
•Customer service response per available staff hour
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Building & Community Standards
Department/Division Mission:
The Building & Community Standards Department promotes clean, safe and attractive neighborhoods
where people want to live and do business. Exceptional customer service is provided related to residential
and commercial development and construction, property maintenance, housing, and community services.
It is through the use of modern technology, professional staff and collaboration with our customers that
we efficiently and effectively serve the community.
Department/Division Description:
The department monitors development and construction activities through plan review and site visits for
building, plumbing, mechanical, fire suppression, electrical, water and sewer, and sign permit applications
to ensure compliance with city ordinances, and State Building and Fire Codes. Residential rental
properties are inspected to ensure health and life safety standards are met.
The department also addresses community concerns such as property maintenance, zoning, signs,
health/life safety hazards, public nuisances and various quality of life business standards. Neighborhood
preservation and good relations between neighbors are encouraged through proactive property
maintenance sweeps, as well as response to complaints and concerns. Department staff works with all
city departments, advisory groups, nonprofit agencies, businesses and citizens to help keep properties and
the environment clean, safe, and maintained to community standards. Neighborhood initiatives such as
foreclosure related issues and the vacant building program are administered, along with other community
improvement strategies. Public education and community engagement initiatives are developed and
implemented to ensure strong neighborhoods. The department also coordinates administrative process for
diseased/dead trees and special assessment process.
Another department responsibility is Housing Redevelopment Authority and housing programs. In
addition to privately funded ventures, the department works with public funds (local, state and federal) to
rehabilitate substandard or obsolete housing, to regain occupancy with responsible homeowners.
Staffing Levels
Positions FTEs
•Director /Assistant City Manager
2013
0.5
2014
0.5
2015
0.5
o Deputy Director/HRA Specialist 1 1 1
•Housing & Community Standards Supervisor 1 1 1
•Building Official 1 1 1
•Building/Housing Inspectors 2 2 3
•Property Code Inspectors 2 2 2
•Administrative Assistant (Provide pooled 1 1 1
services- Business & Development and others)
•Permit Technician 1 1 1
•Seasonal Technicians 0.7 0.7 0.7
•Contract Electrical Inspections
•Contract Construction Specialty Inspections
Total 10.2 10.2 11.2
Strategic Functions/Division(s):
•Community and Neighborhood Initiatives
o The residential and commercial neighborhoods are monitored and evaluated for short-term
and long-term needs using various resources in order to improve the city's image and attract
responsible residents and businesses. In addition to strategic planning and prevention
efforts, community issues are analyzed and addressed to resolve problems. Programs and
projects are developed in response to city priorities and determined needs. Projects include
the Neighborhood Health Study and City Neighborhood Area Improvements as well as
Public Safety Initiatives.
•Building and Construction Inspection Program
o The building and construction inspection program assists homeowners, contractors and
businesses with their construction projects to ensure compliance with building and
construction codes (Building, Fire, Mechanical, Plumbing, Electrical, Energy, etc.). A
variety of educational and communication tools are used to ensure buildings are safe and
sound throughout the building's life. Inspection staff also coordinates the city's internal
construction and plan review process.
•Rental Inspections Program
o The rental licensing program ensures rental housing is maintained in a safe and attractive
manner, as an asset to the community. The performance-based program provides incentives
for properties that are well-maintained and managed, as well as corrective tools for
properties needing improvement. The program is carefiffly coordinated among several city
departments. Along with the rental license inspections and monitoring activities, staff
assists with license enforcement, Crime Prevention through Environmental Design
inspections, education, and other activities.
•Vacant Building Program
o The vacant building program monitors mortgage foreclosures and vacant properties to•
ensure they are maintained in safe, healthful conditions, minimizing public nuisances and
neighborhood blight. Staff works with responsible parties to maintain properties in
accordance with property plans. Where necessary, city-facilitated abatement actions are
initiated to eliminate hazards. Re-occupancy inspections are performed to ensure the
properties and environments are safe and in compliance with applicable regulations. In
addition, staff identifies and refers unsafe or obsolete properties to the ReMove & ReBuild,
and NSP programs.
•Property Maintenance and Code Enforcement
o Proactive monitoring efforts and responding to complaints about properties in improves the
conditions and appearance of the residential and commercial neighborhoods. Properties are
reviewed for health/life safety hazards, property codes and public nuisances. The
department may work independently or as part of multi-agency efforts on focused
neighborhood initiatives and community problem-solving activities. Proactive sweep
inspections are performed if feasible to address nuisances that are visible from the street or
public area.
•HRA/Housing Programs
o The housing program develops housing policies and programs to promote high quality
housing opportunities for a diverse community. Programs are established in collaboration
with the private sector, public agencies, and Housing Commission in order to promote and
market Brooklyn Center neighborhoods. Funding sources include federal funds such as
Neighborhood Stabilization Programs (NSP) and Community Development Block Grant
(CDBG), as well as Tax Increment Financing (TIF) Housing Fund. Programs may include
ReNew, ReMove & ReBuild, and NSP programs. The program also collaborates with non-
profit organizations to provide services to residents in need such as low income, elderly and
disabled persons.
Annual Goal and Strategies:
1. We will stabilize and improve residential neighborhoods.
a.Coordinate and inspect residential rental properties in accordance with city code
requirements
b.Continue implementation of housing and NSP programs to include fourteen NSP3
properties by the end of 2014
c. Monitor and inspect vacant properties
2. We will ensure all buildings are designed, constructed and maintained in a safe and sound
condition.
a.Work with developers, architects, business owners and property owners to ensure
building plans indicate compliance with all residential and commercial construction
codes
b.Create a welcome and introductory information for newly remodeled or constructed
businesses
3. We will provide effective communications and public education about neighborhood and
community initiatives.
a.Develop or revise educational materials for department programs and projects
b.Create videos, PowerPoint Shows or other medium for use on the website
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
•Percentage of inspected residential properties in full compliance with property
maintenance codes
O Percentage of qualified vacant properties in compliance with the vacant building
ordinance
O Percentage of residents surveyed saying their proud of their neighborhood
2. Efficiency Measure
O Cost of city staff for city-facilitated abatement per administrative service charge
O Cost per online permit transaction
3. Productivity Measure
•Gap cost per effective rehabilitated house sale for NSP 3 properties (Effective means
meets all program rehab criteria)
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
•Marginal increases in overtime, seasonal and contractual services to sustain minimum service
levels during workload increases I.e. construction projects, increase in rental properties,
complaints, and similar
>. Security and customer service layout improvements for department
2014 Brooklyn Center Department Budget Narrative
Department Name: Business & Development
Department/Division Mission:
The mission of the Brooklyn Center Business Department is to guide the development and redevelopment
activities to ensure compliance with the City's ordinances and policies; conformance with the City
Comprehensive Plan; and to uniformly value and classify property in an accurate and equitable manner as
prescribed by the statutes of the State of Minnesota.
Department/Division Description:
The Business and Development Department is composed of a Director, a City Assessor, two
appraisers, 1/2 FTE assessment technician, and a Planning & Zoning Specialist with 1/2 FTE
administrative support services provided through Buildings and Community Standards Department.
The Assessing Division's primary function involves the accurate classification and valuation of all
real, personal, and exempt property, including the value of all improvements and structures. The
Assessing Division is also is responsible for maintaining the City's property data system (PDS)
information; tracking of all special assessments processed by the City; and is the staff liaison to the
Board of Equalization and assists Hennepin County in the processing of tax court appeals.
The Planning & Zoning Division is responsible for the processing of development reviews for all
development activities, including site plans review, subdivisions, zoning applications, development &
performance agreements. This division also serves as the staff liaison to the Planning Commission
and maintains the City's Comprehensive Plan.
The Director is responsible for the EDA's Business Retention, Expansion, and Attraction &
Community Marketing activities: promoting development opportunities; and planning initiatives &
budgeting associated with the use of Tax Increment Financing.
Staffing Levels
Positions FTE 2013 2014 2015
Director 1 1 1
0 City Assessor 1 1 1
Appraisers
Appraiser Technician
11 2 2
Assessment Technician 0.5 0.5 0.5
Planning & Zoning Specialist 1 1 1
Administrative Support Staff 0.5 0.5 0.5
Total- FTE 6 6
Strategic Functions/Division(s):
•Assessing Services
o Accurate classification and valuation of all real, personal, and exempt property in a
maximum of 5 year intervals, as prescribed by the statutes of the State of Minnesota.
•Planning & Zoning Services
o Processing of development reviews for all development activities, including site plans
review, subdivisions, zoning applications, development & performance agreements to
ensure compliance with the City's ordinances and conformance with the City's adopted
comprehensive plan.
•Business Retention, Expansion, and Attraction & Community Marketing Activities
o Promoting development opportunities; collaborating with business groups, organizations
and agencies focused on commerce, employment, and economic growth; and planning
initiatives & advocating visions for public and private investments in the City.
Annual Goal and Strategies:
1. The timely and effective resolution of all property valuation notice concerns prior to the Local
Board of Appeal and Equalization.
a.Improve on the overall comprehensiveness of commercial, industrial, and apartment
property characteristics data through continued reappraisal schedules, automated
sketching software, and digital photographs
b.Maintain office schedules and available personnel to enable timely responses to inquiries
by property owners.
c. improve communications through the use of the City's Web site, newsletter, pamphlets,
and other descriptive materials that aid property owners in better understanding process
of determining property assessment values, the property tax classification system
prescribed by Minnesota State Statues, and its relationship to property taxes.
2. Identify and plan for key redevelopment sites or areas throughout the City to eliminate
obsolescent or deteriorating land uses and stimulate new investments in those targeted areas.
a. Promoting the redevelopment opportunities within the Central Commerce that would be
complementary to the Shingle Creek Crossing PUD and consistent with the intent of the
Opportunity Site Master Planning Study.
Coordinating the review of site development plans within the Shingle Creek Crossing
PUD to meet the developer's construction schedules and needs of the new businesses..
c.Encouraging the redevelopment/renovation opportunities for the Humboldt
Neighborhood Shopping Center area.
d.Encouraging redevelopment opportunities within the Brooklyn Boulevard Corridor that
would contribute to the visioning of this corridor and image of the community.
3. To expand the City's role in Business Expansion, Retention and Community Marketing.
a.Active participation with the Brooklyn Center Business Association, Northwest Chamber
of Commerce, and other business organizations.
Develop community marketing literature to promote the business and industrial
opportunities, maximize the use of the City's web site to recognize business
opportunities, and work with the commercial and industrial property management and
leasing companies.
b.Meet with commercial - industrial property owners and businesses to identify actions that
the City should take to improve the business environment and promote business growth
within the Community.
Annual Goal Performance Measures:
1. Results/EffectiVeness Measures
•Calls received from the annual notice of property valuations
•Number of property owners appearing before the Board of Equalization.
•Number of redevelopment areas and properties identified
•Number of meetings attended and contacts made.
•Number of business correspondence and literature requested and distributed.
•Number of business and property owner meetings.
2. Efficiency Measure
•City's cost involved in processing a tax court appeal
3. Productivity Measure
•Number of calls handled by members of the Assessing Division.
•Number of Planning Applications received for site and building approval.
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
)=. None
0
2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Activities, Recreation & Services
Department/Division Mission:
The mission of the Community Activities, Recreation and Services Department is to create a sense of
community and enrich the quality of life for our residents, patrons and employees by providing a variety
of high quality, inclusive programs and services.
Department/Division Description:
The Community Activities, Recreation and Services Department is comprised of the Government
Buildings, Recreation and Community Center Divisions. These Divisions provide 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.
The Department is also responsible for the operation of Centerbrook Golf Course and the Earle Brown
Heritage Center conference and events facility. However, these operations are further identified in their
respective Enterprise Fund accounts.
Staffing Levels
Positions FTEs 2013 2014 2015
•CARS Director 1 1 1
•CARS Secretary 1 1 1
•Recreation Receptionist 1 1 1
•Recreation Program Supervisor 3 3 3
•Maintenance Supervisor 1 1 1
•Maintenance Custodian 2 2 2
•Custodian 1 1 1
•Part-time Staff 13 13 13
Total
23 23 23
Strategic Functions/Division(s):
•Recreation Division
o This division provides for the development and implementation of organized recreational
activities for preschoolers, grade school age children, teens, adults, and seniors.
•Community Center
o This division is responsible for the operation of the Brooklyn Center Community Center,
Including the swimming pool and waterslide.
•Government Buildings
o 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 respective
funds.
Annual Goal and Strategies:
1. Continue improvements in area of customer service for all department functions.
a.Establish computer based maintenance request system
b.Customer Service training for staff .
c. Enhance communication via technology
2. Continue ongoing assessment process to determine community needs and resources.
a.Citizen Survey
b.Participant Surveys
c. Youth Survey
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
•Number of program registrants
•Customer satisfaction ratings
2. Efficiency Measure
•Energy consumption
•Cost per customer- Recreation Programs
3. Productivity Measure
•Revenue generated per square foot- Community Center
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Proposed 2014 Capital Outlay
>$10,000 Misc. carpet/paint Community Center (CBMP)
>$8,500 Replace Civic Center recirculation pumps (CMBP)
>$4,000 Civic Center chiller maintenance
>$10,000 Misc. carpet/paint Police Station (CBMP
>$6,000 Crackseal/patch Police parking lot
>$13,600 Annual maintenance shut down supplies (CBMP)
>$6,000 Pool vacuum replacement
>$3,000 Lifeguard stand replacement
2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fire/Emergency Preparedness
Department/Division Mission:
The mission of the Brooklyn Center Fire Department is to protect lives and property in our community
during emergencies resulting from fire, medical, hazardous materials and environmental causes. We
enrich our community by providing non-emergency services that focus on safety and prevention.
Department/Division Description:
The fire department is composed of a . full time Fire Chief, a frill time Administrative Assistant, 1 part-
time Fire Inspector and 40 volunteer firefighters. Our mission is accomplished by providing emergency
response to fires and medical emergencies seven days a week, 24 hours a day. We improve our response
time by implementing a duty crew. This ensures that the fire department continues to have prompt
response times to emergencies The Fire Chief manages the day to day operations of the fire department
and is the Emergency Management Director, providing leadership to staff in the area of disaster
preparedness and response training. Much of the work of the fire department involves public education,
fire inspections, fire safety awareness, blood pressure checks, and stations tours.
Staffing Levels
Positions FTEs 2013 2014 2015
•Fire Chief 1 1 1
•Administrative Coordinator 1 1 1
•Assistant Chief *1
•Deputy Chief*1 1
•Fire Inspector .75 .75 .75
•Volunteer Firefighters 32 40 45
Total 35.75 43.75 48.75
*Not an FTE — Change in title only
Strategic Functions/Division(s):
•Emergency Response
o Provide fire suppression, emergency medical services, hazardous materials, and other
rescue, services to the citizens and visitors within our community so they can receive scene
stabilization in a timely manner.
•Fire Prevention/Education
o Provide fire inspections, public education, smoke/CO detector program, Senior programs
•Emergency Preparedness- Prevention, Preparedness, Response Recovery
o Helps to identify and mitigate risks to community.
o Assists in increasing individual and organizational preparedness - Provides training and
exercises for employees at all levels in community emergency preparedness, emergency
operations, response and recovery, including their own safety at home and at City facilities.
Provides useful information to assist in educating the community about personal
preparedness.
o Coordinates the city's response to disasters.
o Serves as the liaison to the Hennepin County Emergency Management, Minnesota State
Department of Homeland Security, and other jurisdictions on emergency management
Annual Goal and Strategies:
Reduce the loss of life and property from fire events
a.Inspect all high-hazard occupancies on a yearly basis and inspect 100% of all other
business pn a three-year cycle.
b.Encourage every residence qualified for the senior water bill reduction to take part in the
Smoke and CO Alarm Program.
c.Achieve response time of 6 minutes 30 seconds or less from dispatch to arrival on 80% of
Code 3 fire calls within the city limits.
d.Recruit new members to the fire department who are available to respond during daytime
hours.
e. Lobby for passage of residential sprinkler systems in newly constructed homes
2. Reduce injuries and loss of life from accidents and medical emergencies
a.Implement public awareness campaign regarding child safety (bike helmets, fire education,
etc.).
b.Implement public awareness campaign for seniors regarding household hazards unique to
their age group (i.e. trip and fall accidents).
3. Improve staff preparedness for natural disasters
a.Assure all leadership team members are certified to the appropriate level
b.Conduct drill, exercises, tabletop
c. Develop webpage containing beneficial information on personal preparedness.
4. Increase firefighter safety, wellbeing, and effectiveness
a.Encourage participation in wellness program
b.Encourage the use of Community Center membership
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
a.# Fires per year
b.% Fires confined to room of origin
c.% of building and contents loss due to fire
d.Average # firefighters responding
e.Response time
f.Reduction in firefighter injuries
2. Efficiency Measure
1.Cost per fire response
2.Cost per medical response
3. Cost per capita
3. Productivity Measure
a.% commercial properties inspected
b.# of citizens attending educational programs
c.# of seniors attending educational programs
d.# of city staff attending educational programs
e.# of elementary school kid attending educational programs
f.# of smoke detectors/CO alarms installed or delivered
g.# of formal safety presentations given at schools annually
h.# of educational programs provided to community annually
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
D $222,168 - Vehicle replacement
D $16.000 - Hire 10 Volunteer Firefighters
D $ 5,000 — Equipment for new hire
D $10,000 - Replace Firehouse Records Management System
D $11,000 - Computer Replacement
2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fiscal & Support Services
Department/Division Mission:
To provide accurate and timely information to all users of financial information and to provide
administrative and professional support in financial matters to all departments and divisions of the City.
Department/Division Description:
In the General Fund, the Finance Division of the Department assembles and processes documents which
facilitate the daily financial operations of the City. The Finance Division oversees the administration of
claims and risk management for the property and casualty portion of the City's insurance program. The
Division manages investments of City funds as well as issuance and repayment of debt obligations of the
City.
The Utility Billing Division acquires and processes data which allow for the billing and collection of
revenues for the City's five utilities.
Staffing Levels
Positions FTEs 2013 2014 2015
•Director of Finance 1 1 1
•Assistance Director of Finance 1 1 1
0 Accountant 1 1 1
0 Accounting Technician 1 1 1
0 Utility Billing Technician 1 1
•Part-time Staff/Intern (as F.T.E.)
Total 5 5 5
Strategic Functions/Division(s):
•Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank accounts
and reconciles those bank accounts to the General Ledger on a monthly basis.
The Division provides for the expenditure of funds for goods and services used by the City
including the proper recording and documentation of such expenditures
The Division prepares and distributes reports on the financial condition of the City.
The Division invests idle funds in approved investment types.
The Division reports financial information to outside monitoring agencies
The Division leads and assists financial planning activities through coordination of the
annual budget process and special analysis and reporting projects on specific programs.
o Utility Billing Division
o The Division collects data for the preparation of utility bills, calculates, prints and mails the
bills to customers.
The Division responds to customer inquiries by telephone, mail, e-mail and in person
regarding the calculation of bills and the regulations, policies and practices affecting utility
The Division oversees collection of bill payments and proper recording of those receipts.
The Division initiates such collection practices as might be necessary for the collection of
all utility accounts receivable.
Annual Goal and Strategies:
1. Ensure the financial stability of the City.
a.Clarity and relevance of the monthly financial reports to Council.
b.Review purchasing process with Departments for relevance and ease of use.
c. Assure adequate cash flow and investment of idle cash
2. Enhance customer access to utility account information and actions
a.Institute on-line distribution option for quarterly bills
b.Institute online access to history information about the customer's account
3. Assure adequate and proper access to financial information for Departments and citizens
a.Prioritize monthly update of general ledger information
b.Assure relevance and ease of access to information for Departments
c. Keep website information current on a variety of financial data
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
o Cash flow models for all funds extending forward no less than 5 years
•Departmental satisfaction with usefulness of purchasing process
o Timely availability of monthly financial reports to all users
2. Efficiency Measure
•MFD (printer/copier) toner usage per quarter
3. Productivity Measure
•Number of on-line accounts implemented
Capital Outlay and Other Initiatives with Significant Budget Impact
2014 Brooklyn Center Department Budget Narrative
Department Name: Police
Department Mission:
To protect and serve in a manner that preserves the public trust.
Department Description:
The police department is comprised of four divisions: Administration, Patrol, Investigations, and Support
Services. The department pursues its mission by providing timely response to reports of criminal activity,
medical emergencies, traffic safety, and natural disasters. This service is provided twenty-four hours a
day, seven days a week. The department embraces the concept of community-oriented policing, which
promotes residents and businesses to take an active role to reduce crime and the perception of crime. To
expand community involvement, the department also has membership associations with the Brooklyn
Center Crime Prevention Board, Brooklyn Alliance for Youth, Minnesota Police Explorer Post #888, and
the Joint Community Police Partnership.
The department also strategically partners with surrounding police agencies to share crime analysis data
and collaboratively employ police staff resources to prevent the formation of crime patterns in key areas.
Staffing Levels
Positions FTEs 2013 20142015
•Chief 1 1 1
•Division Commanders 3 3 3
•Support Services Manager 1 1 1
•Sergeants 6 6 6
•Detectives 5 5 5
•School Resource Officer 1 1 1
•Juvenile Officer 1 1 1
•Auto Theft Officer (Grant funded until 7/2015)1 1 1
0 Violent Offenders Task Force Officer 1 1 1
•Hennepin County Drug Task Force Officer 1 1 1
•Patrol Officers 28 28 28
0 Crime Analyst 1 1 1
•Crime Prevention Specialist 1 1 1
•Administrative Assistant 1 1 1
•Records Technician 8 8 8
* Community Service Officers (In FTE)4.64 4.64 4.64
Total Number of Personnel 64.6464.64 64.64
Strategic Functions/Division(s):
•Administration Division
o We provide the overall leadership and management oversight of the police department. We
ensure that proper funds and resources are allocated as efficiently as possible to aid in the
reduction of crime and life-safety issues. We also deliver the higheSt level of professional
service possible to all we serve.
•Investigation Division
•We handle approximately one thousand felony-level cases that are in need of an advanced
level of police investigation beyond field-level information gathering. Our work includes
advanced-level evidence recovery and applying those results to aid in suspect identification,
such as DNA and physical property evidence. We also work in direct partnership with
Hennepin County Child Protection Services, the Hennepin County Attorney's Office, and
Comerhouse Child Interview Services.
•Patrol Division
o We are the primary responder to all public safety calls for §ervice. Each year, the police
department handles nearly 40,000 public safety incidents. The Patrol Division has three
units that work together to ensure the best quality of service is delivered for each call. They
are the Community Service Unit, the Emergency Operations Unit, and the Street Patrol
Unit.
•Support Services Division
o We are responsible for preparing all police reports in a format that can be used for review
and dissemination of crime information. We are also responsible for reporting accurate
crime data to the state of Minnesota from the records we generate. Each year, the police
department processes nearly 7,000 detailed reports.
Annual Goal and Strategies:
1. Reduce domestic violence:
a.Complete implantation of a Domestic Abuse Response Team (DART).
b.Actively engage the city and county prosecutors' offices in their decisions when charging
cases involving domestic violence.
c. Educate the community on the signs of domestic violence and provide prevention
resources.
2. Reduce youth crime:
a.Maintain a dedicated juvenile officer position to work directly with juvenile probation
and the family courts.
b.Work regionally with all Hennepin County law enforcement agencies to develop a
universal youth diversion program.
c. Educate the community on gateway crimes, such as curfew, truancy, and drinking.
Provide prevention resources for parents.
3. Reduce crime, and the perception of crime, at the city's commercial properties:
a.Dedicate a patrol team to the commercial center of the city.
b.Engage business owners/managers to work together in maintaining zero tolerance of
nuisance crimes such as loitering, littering, and public intoxication.
c. Work in partnership with Metro Transit in keeping public transportation to the
commercial area safe.
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
•Violent crime, as compared to the Hennepin County crime index.
•Participation from businesses in crime reduction led programs.
•Repeat calls of domestic violence to the same address per year.
2. Efficiency Measure
•Time between the reporting of an offense and the final court action or referral to a
diversion program.
•Number of youth that complete the entire diversion program successfully and do not re-
offend.
3. Productivity Measure
•Number of residents involved in crime prevention programs per staff assigned.
•Number of domestic violence cases with intervention efforts from the Domestic Abuse
Response Team.
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Click here to enter text.
2014 Brooklyn Center Department Budget Narrative
Department Name: Public Works
Department Mission:
The mission of the Brooklyn Center Public Works Department for the residents, business owners and
visitors of the city is to responsibly provide for the maintenance and operations of 105 miles of city
streets, 520 acres of parks and other natural areas, 67 miles of trails and sidewalks, municipal-owned
buildings and grounds, as well as storm drains and all aspects of water and sewer operations in a quality,
cost effective manner.
Department Description:
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. The Public Works Department also administers the capital asset
management for the City's public buildings and facilities. The Engineering division provides
administration, planning and oversight for the department. The Street Maintenance division provides for
the maintenance and management of City's streets, sidewalks, trails, streetscaping, traffic signing and
striping and traffic signals. The Park Facilities Maintenance division provides for the maintenance and
management of City's parks facilities and the Citywide forestry program. Narrative information for
Central Garage and Public Utilities are included under their funding sections.
Staffing Levels
Positions FTEs 2013 2014 2015
•Director of Public Works/City Engineer (43110)
•Deputy Director of Public Works (43220)
•Assistant City Engineer (43110)
1
1
1
1
1
1
1•Project Engineer (43110)1 1•Supervisor of Streets and Parks (45201)1 1 1
•Engineering Supervisor Technician 4 (43110)1 1
•Administrative Assistant (43110)1 1 1
o Engineering Technician 3 (43110)3 3 3
o Administrative Technician (43220)
o Maintenance 11 (5-43220, 2-43221, 5-45201 and
1-45204)
1
13 13 13
•Part Time/Summer Temporary Employees (7-
43220, 6-45201)13 13 13
TOTAL 37 37 37
Strategic Functions/Division(s):
•Administration/Engineering (43110)
o We provide technical and management 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 providing public
information.
•Street Maintenance (43220)
•We provide maintenance of city streets, sidewalks and trails. The activities include
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair, streetscape
maintenance, trail system maintenance and snow/ice control.
•Traffic Control (43221)
o We provide maintenance, replacement, and inventory of signage and pavement markings
and the operation and maintenance of traffic signals.
•Park Facilities Maintenance (45201)
o We provide maintenance and repair of playground equipment, park shelter buildings, picnic
shelters, athletic fields, tennis courts, skating/hockey rinks, irrigation systems,
bleachers/benches, restroom and dumpster enclosures, park turf maintenance, park
landscape and flower maintenance, litter pick-up, collection of refuse, administration of the
Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park
lights, and manage rental/service charges for portable restroom facilities.
•Forestry (45204)
o We provide maintenance and reforestation of trees in parks, boulevards, and other public
lands. This fund provides for a Registered Tree Contractor Program, support of the City's
Diseased Tree Program and the services of a Certified Tree Inspector.
Annual Goal and Strategies:
1. Meet or exceed minimum infrastructure maintenance standards.
a.Develop and implement a new pavement management system and establish a minimum
pavement rating index.
b.Develop and implement a streetscape asset management system.
c. Initiate planning for the City's ADA Transition Plan.
2. Initiate improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Implement and use digital tablets in the field and improve project record keeping
methods pertaining to the City's reconstruction projects.
Annual Goal Performance Measures:
1. Results/Effectiveness Measures
•Pavement index rating
2. Efficiency Measure
•Amount of billable project time and overtime
•Administration fees to project cost ratio
3. Productivity Measure
•Number of staff project hours per project construction cost
•Number of potholes filled per complaint received
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
•None requested for 2014-15.
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