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2014 10-20 CCP Joint Work Session with Financial Commission
AGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Monday, October 20, 2014 6:30 p.m. City Hall - City Council Chambers I.Call to Order II.Approval of Agenda III. Enterprise Funds a.Earle Brown Heritage Center b.Centerbrook Golf Course c. BC Liquor Fund IV. Utility Funds a.Water Utility b.Sanitary Sewer Utility c.Storm Drainage Utility d.Streetlight Utility e. Recycling Utility V.Update on Previous Discussion Items VI.Future Budget Discussions/City Council Meetings Work Sessions 1) Continuation Enterprise/ Utilities Funds (if necessary) November 3, 2014 City Council Meetings 1)Utility Rates Adopted November 10, 2014 2)Public Hearing & Budget Adoption December 1, 2014 VII. Adjournment MEMORANDUM CflY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION DATE: October 20, 2014 TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director SUBJECT: 2015 Enterprise Fund Budgets Recommendation: It is recommended that the City Council consider providing direction to staff regarding the 2015 Enterprise Fund budgets for 2015. Background: Enterprise Funds are programs provided by the City which generate their own revenues for operations and capital maintenance. In the case of the Brooklyn Center Liquor fund, it's expected to generate enough revenue to support capital projects in other funds of the City, thereby reducing the need of funding from the property tax levy. The City operates the following three Enterprise Funds: BC Liquor o Centerbrook Golf Course o Earle Brown Heritage Center Staff has attached and will present information on the expected revenues and expenditures for operation of the City's Enterprise Funds for 2015. The expenditures include total direct and indirect costs including depreciation of capital assets and administrative costs. Fund narratives, budgeted amounts, and net income information for each fund from 2007 through the 2016 budgets are attached. Strategic Priorities: o Financial Stability Mission: Ensuring an attractive, clean, safe, inclusive colnnulnetl' that enhances the rjualiti of life for all people and preserves the public trust BC Liquor 2015 Brooklyn Center Department Budget Narrative by Fund Department Name: Fiscal & Support Services BC Liquor Stores# 1  Department/Division Mission: Operate two municipal retail liquor stores to provide for the controlled sale and distribution of alcoholic beverages in the community. Profits from the operations are used to fund projects benefitting the community and avoiding the necessity of larger property tax levies for such projects. Department/Division Description: The BC Liquor Division of the Fiscal & Support Services Department operates two retail liquor stores under Minnesota Statutes 426 and Chapter 11 of the City's Code of Ordinances. These stores sell a wide variety of products including spirits, wine, beer, cigarettes and sundry items such as glassware, ice and non-intoxicating beverages. Store # 1 is the larger of the two stores in located in the Brookdale Corners shopping center at 5625 Xerxes Avenue. Store# 2 is located in the Boulevard Marketplace shopping center at 6930 Brooklyn Boulevard. The stores operate Monday through Saturday. Special events are provided through a Wine Club, a Beer Club and Platinum Club (joint membership in both Wine and Beer) of BC Liquors. These clubs meet to provide information about the products, sample tastings and special sales opportunities for products featured at the events. Additionally, BC Liquors assists Surly Brewing with its annual Darkness Day celebration. BC Liquor leases space near the Surly Brewing premises and effectively opens a store near there to facilitate off-sale distribution of the very popular Surly Darkness beer. Key Initiatives focused on the achievement of strategic priorities/value propositions Community Image Create a safe and secure environment for employees and customers in our retail municipal liquor stores. In 2015 we will continue to build out our base of cameras and also replace our aging safes. Energy Efficiency In 2015, we will be adding energy efficient programmable thermostats at both stores in 2015. Respond to Customer Needs We will continue to work with Delaney Consulting to assist us with several initiatives including: oBranding - Who is BC liquor? olncrease moral among staff and review hiring processes oDevelop loss prevention tools o Continue to develop GUEST model with secret shoppers Staffing Levels Positions FTEs 2014 2015 2016 • Liquor Operations Manager 1 1 -1 • Liquor Store Manager 2 2 2 • Liquor Store Assistant Manager 1 1 1 • Liquor Store Office Assistant 1 1 1 • Liquor Store Category Lead (PT Staff) • Store Clerk/Stocker (PT staff) TOTAL 17.5 17.5 17.5 Strategic Functions/Division(s): BC Liquor Division o The Division provides for the wholesale purchase, merchandise display, and sale of alcoholic beverages and sundry items. The stores are monitored by clerks and by a system of cameras to discourage theft and assist in identifying theft incidents. Each store prepares deposits of proceeds from the day's sales immediately at the close of the day.The Division also sponsors special events each year such as tasting club events for wine and beer enthusiasts and off- sale services at local brewery events. Annual Goal and Strategies: 1. Promote and sell alcoholic beverages in a controlled environment which minimizes the risk of unlawful procurement of alcoholic beverages by minors or obviously intoxicated patrons. a.Random compliance checks provided by law enforcement b.Regular Training and support of clerks 2. Promote knowledge of alcoholic beverages through Tasting Club events. a. Events scheduled twice per year for solely wine and twice for solely beer with one additional event combining both beer and wine presentations and tasting 3. Provide profitable operations such that dollars may be transferred from the Liquor Fund to the Capital Improvements Fund and other funds as approved by the City Council to lower the need for property tax revenues while still accomplishing the repair and maintenance need of the City. a. Reserve a specified transfer in the budget process Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *A c t ua l Value Target Value Inventory Variance Levels $12,980 $12,000 Increase # of memberships in Tasting clubs 49 club - 9 single 55 club - 12 single Compliance checks passed 100%(4/4)100% Increase social media presence - Facebook 0 Likes 50 Likes Increase social media presence - Twitter 107 Followers 214 Followers Increase staff longevity - # of staff who did not reach 90 days of employment 10 (YTD 9/3 0)<8 *2013 data MUNICIPAL OFF-SALE LIQUOR FUND -60900 ENTERPRISE FUND 2012 2013 2014 2014 2015 2016 Object Code! Descilptton Actual Actual YTD Budget Budget Change Budget 60900-BROOKLYN CENTER LIQUOR OPERATING REVENUES 4761 -LIQUOR SALES $ (2,231219)$ (2,300,182)$ (1,654,236)$ (2,259,730)$ (2,233,541)-1.16%$ (2,213,196) 4762- WiNE SALES (796,256)(774,781)(536,071)(885,127)(747,176)-15.59%(734,611) 4763- BEER SALES (2,786,889)(2,844,257)(1,926,322)(2,529,561)(2,671,464)5.61%(2,603,791) 4764-SALES-NON TAXABLE (63,194)(61,404)(35,471)(64,516)(62,176)-3.63%(59,924) 4765- SALES-TAXABLE (86,351)(82,608)(56,922)(86,344)(83,217)-162%(80,204) TOTAL SALES AND USER FEES (5,963,909)(6,063,232)(4,209,022)(5,825.278)(5,797,574)-0.48%(5,691,726) 5581 -COST OF SALES-LIQUOR 1,529,277 1,575,192 1,020,097 1,559,212 1,541,142 -1.16%1,527,104 5582- COST OF SALES-WINE 535,155 493,528 316,101 588,608 496,872 -15.59%488,516 5583-COST OF SALES-BEER 2,112,093 2,143,720 1,285,866 1,947,761 2,063,027 5.92%2,010,919 5584 - OTHER COSTS OF SALE-NONTAXABLE 39,363 33,193 17,493 41,290 39,791 -3.63%38,351 5585 - OTHER COSTS OF SALE-TAXABLE 56,342 54,188 33,463 55,260 53,258 -3.62%51,330 5587 - INVENTORY VARIANCES 18,996 15,795 15,662 17,000 19,000 11.76%21,000 5589- DELIVERY CHARGES 25,489 25,608 18,842 23,800 26,000 9.24%26,000 TOTAL COST OF GOODS SOLD 4,316,715 4,341.224 2,707,524 4,232931 4,239,090 0.15%4,163,220 TOTAL OPERATING REVENUES (1,647,194)(1,722,008)(1,501.498)(1,592,347)(1,558.484)-2.13%(1,528,506) OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 248,140 291,133 229,043 301,747 300,221 -0.51%310,367 6102- OVERTIME-FT EMPLOYEES --502 -2,114 0.00%2,136 6103- WAGES-PART TIME EMPLOYEES 238,784 218,378 156,515 250,000 246,100 -1.56%246,150 6104- OVERTIME-PART TIME EMPLOYEES 3,700 3,821 3,523 4,000 1,500 -62.50%1,500 6111 -SEVERANCE PAY 3,647 1,101 9,257 --0.00%- 6122- PERA COORDINATED PLAN 34,669 36,094 27,464 40,001 41.192 2.98%41,955 6125- FICA - SOCIAL SECURITY 31,359 32,649 25,446 34,208 34,052 -0.46%34,681 6126-FICA-MEDICARE 7,334 7,636 5,951 8,000 7,963 -0.46%8,111 6131 - CAFETERIA PLAN CONTRIBUTIONS 30,967 41,348 28,893 60,284 63,540 5.40%72,600 6141 - UNEMPLOYMENT COMPENSATION 96 162 326 --0.00%- 6151 -WORKER% COMP INSURANCE 11,327 13,779 9,861 14,786 14,719 -0.45%14,991 TOTAL PERSONAL SERVICES 610,023 646,101 496,781 713,026 711,401 -0.23%732,491 6201 -OFFICE SUPPLIES 372 1,202 1,090 1,400 1,300 -7.14%1,300 6214- CLOTHING & PERSONAL EQUIPMENT 1,373 2,580 890 1,500 2,100 40.00%2,500 6219- GENERAL OPERATING SUPPLIES 14,663 13,356 8,495 16,000 15,000 -6.25%15,000 6223- BUILDINGS & FACILITIES ---2,500 5,500 120.00%2,500 6241- SMALL TOOLS -191 ---0.00%- 6242- MINOR EQUIPMENT 1,750 4,335 9,624 12,000 9,500 -20.83%8,000 6243- MINOR COMPUTER EQUIPMENT 23,661 10,171 48,122 54,450 29,000 -46.74%- TOTAL SUPPLIES 41,819 31,835 68,221 87,850 62,400 -28.97%29,300 6301 - ACCTG, AUDIT & FIN'L SERVICES 3,985 3,934 4.100 5,000 4,000 -20.00%4,120 6303- LEGAL SERVICES 197 ----0.00%- 6307- PROFESSIONAL SERVICES 3,196 19,112 13,383 8,200 23,500 186.59%23,500 6321 -TELEPHONE/PAGERS 3,632 3,595 2,615 4,000 4,080 2.00%4,180 6329- OTHER COMMUNICATION SERVICES 985 833 227 --0.00%- 6331 -TRAVEL EXPENSE/MILEAGE 893 518 647 1,300 1,300 0.00%1,300 6341 - PERSONNEL ADVERTISING 252 207 326 700 700 0,00%1,000 6349-OTHER ADVERTISING 16,647 12,532 5,171 16,000 22,000 37.50%22,000 6551- PRINTING -574 405 500 700 40.00%700 6402- EQUIPMENT SERVICES 1,934 5,909 597 7,000 7,500 7.14%7,500 6403- BLDGS/FACILITIES MAI NT SERVICE 1,711 1,993 1,957 4,000 5,000 25.00%4,500 6406- MULTI-FUNCTION MTNCE 274 443 326 675 675 0.00%695 6409- OTHER REPAIR & MAINT SVCS ---1,000 1000 0.00%1,000 6421 -SOFTWARE LICENSE -1,539 369 --0.00%- 6422- SOFTWARE MAINT 7.607 7,997 3,548 9,100 9,100 0.00%9,100 6423-LOGISCHARGES 16,840 18,480 16,839 20,596 24,314 18.05%23,719 6428- PROTECTION SERVICES 1,021 1,058 710 500 1,000 100.00%1,000 6431 - SPECIAL EVENTS 8,822 9,955 5,722 8,500 8,500 0.00%8,500 6432- CONFERENCES AND SCHOOLS 2,257 2,674 2,154 2,800 3,100 10.71%3,600 6433- MEETING EXPENSES 15 ----0.00%- 6434- DUES &SUBSCRIPTIONS 3,320 3,285 2,235 3,500 3,500 0.00%3,500 6435- CREDIT CARD FEES 87,346 85,659 54,393 90,000 92,000 2.22%92,000 6438- CASH SHORT (OVER)1,830 615 1,707 2,000 2,000 0.00%2,000 6441 -LICENSES, TAXES &FEES 20 838 140 1,200 700 -41.67%700 6449-OTHER CONTRACTUAL SERVICE 5,477 6,669 5,125 5,100 5,100 0.00%5,600 TOTAL SERVICES & OTHER CHARGES 168,261 188,419 122,696 191,671 219.769 14.66%220,214 6361 - GENERAL LIABILITY INSURANCE 920 4,155 3,747 1,572 5,668 260.56%5,952 6352-PROPERTY INSURANCE 1,529 2,030 1,656 2,565 2,627 2.42%2,758 6364- DRAM SHOP INSURANCE 5,439 7,009 5,267 9.218 8,216 -10.87%8,627 6366- MACHINERY BREAKDOWN INSURANCE 413 553 448 687 707 2.91%742 TOTALINSURANCE 8,301 13,747 11,118 14,042 17,218 22.62%18,079 6381 - ELECTRIC 6382-GAS 6383-WATER TOTAL UTILITIES 6412- BLDGSIFACILITIES TOTAL RENT 6461 -FUEL CHARGES 6462- FIXED CHARGES 6463- REPAIR & MAINT CHARGES 6465- REPLACEMENT CHARGES TOTAL CENTRAL GARAGE CHANGES 6540 - EQUIPMENT & MACHINERY TOTAL CAPITAL OUTLAY 6494- DEPRECIATION EXPENSE TOTAL DEPRECIATION TOTAL OPERATING EXPENSES NONOPERATING ITEMS 4403- INTEREST EARNINGS 4605- UNREALIZED INVESTMENT GAIN/LOSS TOTAL INVESTMENT EARNINGS 4606- OTHER REVENUE 4921 - REFUNDS & REIMBURSEMENTS 4922- PROJECT ADMINISTRATION TOTAL MISCELLANEOUS TOTAL NONOPERA11NG ITEMS INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFER 6476- CAPITAL PROJECT FUND TRANSFER 6482- MISC TRANSFER OUT TOTAL TRANSFERS NET CHANGE IN FUND BALANCE 33,180 44,417 30,714 44,000 45,000 2fl27%45,000 4,373 4,862 5,618 6,500 7,500 1538%8,000 30,899 --7,200 7,200 0.00%7,200 68,452 49.279 36,332 57,700 59,700 3.47%60,200 296,964 302,772 227,294 289,640 289,640 0.00%289,640 296,964 302,772 227,294 289,640 289,640 0.00%289,640 278 290 174 216 336 55.56%348 1,059 1,185 721 1,154 1,008 -12.65%1,028 90 619 1,086 1,104 434 -60.69%456 1,861 2,100 1,538 2,398 1,750 -27.02%1,786 3,288 4,194 3,519 4,872 3,528 -27.59%3,618 -6,510 ---0.00%- -6,510 ---0.00%- 11,312 28,469 16,196 14,075 25,515 81.28%26,791 11,312 28,469 18,196 14,075 25,515 81.28%26,791 1,208,420 1,271,326 982,157 1,372876 1,389,171 1.19%1,380,333 (7,125)(6081)(5,220)(6,000)(9,928)65.47%(12,448) 1,478 9,803 ---0.00%- (5,647)3,722 (5,220)(6,000)(9,928)65.47%(12448) (2,500)(2,500)(1,506)(1500)(1,500)0.00%- (2512)(2,837)(3,650)-(2,500)0.00%(3,000) (3,921)(3,767)(2,274)(4,500)(4,500)0.00%(4,500) (8,933)(9,104)(7,430)(6,000)(81500)41.67%(7,500) (14,580) (5,382) (12,650) (12,000) (18,428) 5157% (19,948) 62,742 61,425 62,855 62,855 78,295 24.56%78,295 200,000 200,000 -200,000 200,000 0.00%200,000 --362,190 --0.00%- 262,742 261,425 425,045 262,855 278,295 5.87%278,295 $ (190,6121 $ (194.639)$ (106.946)$ 31,384 $ 90,554 188.54%$ 110,174 City of Brooklyn Center Offsale Liquor Store Cash Flows Revised: October 15, 2014 Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 $ 5,474,634 $ 5,484,529 $ 5,610,108 $ 5,543,026 $ 5,789,346 $ 5,963,908 $ 6,063,231 $ 5,825,278 $ 5,797,574 $ 5,691,726 53,219 33,918 15,382 2,649 12,556 5,647 (3,723) 6,000 9,928 12,448 13,275 5,813 8,345 5,128 6,875 8,933 9,103 6,000 8,500 7,500 5,541,128 5,524,260 5,633,835 5,550,803 5,808,777 5,978,488 6,068,611 5,837,278 5,816,002 5,711,674 Revenues Operating Investment Earnings Nonoperating Total Expenditures Cost of Goods Sold Personal Servcies Supplies Other Services & Charges Insurance Utilities Rent Depreciation Nonoperating Transfers Out Total Cash Balance - Beginning Changes in Accruals Revenues Expenditures Noncash - Depreciation Cash Balance - Ending Gross Profit - Growth in Sales - 4,316,716 4,341,225 610,025 646,098 41,819 31,835 234,289 260,548 8,301 13,747 68,452 49,279 296,964 302,772 11,312 28,469 200,000 200,000 5,787,878 5,873,973 4,232,931 713,026 87,850 259,398 14,042 57,700 289,640 29,323 362,190 6,046,100 4,239,090 4,163,220 711,401 732,491 62,400 29,300 301,592 302,127 17,218 18,079 59,700 60,200 289,640 289,640 25,515 26,791 200,000 200,000 5,906,556 5,821,848 4,125,816 3,997,698 4,088,278 529,966 597,687 634,795 24,279 23,836 34,669 157,556 176,419 230,124 11,527 11,514 10,336 36,669 41,030 37,867 245,407 243,925 269,969 26,359 26,431 26,359 125,000 135,000 265,490 5,282,579 5,253,540 5,597,887 4,009,751 618,180 42,665 241,909 9,858 38,363 287,687 18,066 230,199 5,496,678 4,175,906 597,503 22,584 240,639 8,773 40,451 293,265 11,281 147,488 5,537,890 949,471 1,199,465 1,318,525 1,424,765 1,453,015 1,740,725 1,987,770 2,073,883 1,894,384 1,829,345 (34,914) (178,091) 43,933 (43,941) 5,542 45,123 (136,994) 5,541,128 5,524,260 5,633,835 5,550,803 5,808,777 5,978,488 6,068,611 5,837,278 5,816,002 5,711,674 (5,282,579) (5,253,540) (5,597,887) (5,496,678) (5,537,890) (5,787,878) (5,873,973) (6,046,100) (5,906,556) (5,821,848) 26,359 26,431 26,359 18,066 11,281 11,312 28,469 29,323 25,515 26,791 $ 1,199,465 $ 1,318,525 $ 1,424,765 $ 1,453,015 $ 1,740,725 $ 1,987,770 $ 2,073,883 $ 1,894,384 $ 1,829,345 $ 1,745,962 25% 27% 27% 28% 28% 28% 28% 27% 27% 27% 6% 0% 2% -1% 4% 3% 2% -4% 0% -2% Off Sale Liquor Stores - Net Income (depreciation & transfers excluded) 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Budget Budget Budget G:\Budget\2015 Budget\Cash Flows\2014 Enterprise Funds Cash Flows 609-Liquor Centerbrook Golf Course 2015 Brooklyn Center Department Budget Narrative by Fund Department Name: Centerbrook Golf Course Department/Division Mission: To be a premier value Minnesota golf course, offering a challenging, well-conditioned course and exceptional customer service. Department/Division Description: Centerbrook Golf Course is a nine (9) hole, par three (3) golf course, owned by the City of Brooklyn Center. It was built in 1986-87 with a loan from the Capital Improvements Fund. It opened for business in the spring of 1988 and was established as an enterprise fund entity. Enterprise funds were established to account for the financing of self-supporting activities of the City, which render services on a user charge basis to the general public. Key Initiatives focused on the achievement of strategic priorities/value propositions Customer Intimacy • Increase citizen awareness/use of Centerbrook golf course- As part of the 2012 citizen survey, residents were asked if they were aware the city ran Centerbrook golf course. 38% indicated they were unaware. In addition, another large component indicated they were aware, but did not play golf. Our intention is to increase awareness of Centerbrook golf and attempt to grow the game locally. o Customer Service Continued focus on customer service and improving the customer experience. Staffing Levels Positions FTEs 2014 2015 2016 • Golf Course Superintendent 1 1 1 • Part-time Staff (Seasonal)1.50 1.50 1.50 Total 2.50 2.50 2.50 Strategic Functions/Division(s): • Customer Service Representative o To provide the highest quality playing conditions possible within the established budget limitations. Centerbrook Golf Course will strive to be an example of environmental sensitivity and aesthetic beauty for the community. • Turf Grass Technician o To provide an exceptional golfing experience for every patron. Our inside services staff will feature knowledgeable, customer focused staff that will provide exemplary customer service. Annual Goal and Strategies: To maintain optimal course conditions within established budget parameters. Limited use of chemicals Turf moisture content monitored Equipment enhancements 2. Continuous improvements and total customer satisfaction in all areas of operation. Customer Service language included in position descriptions Customer service training for all staff Customer service considered as part of annual performance evaluations Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *A c t ua l Value Target Value Number of rounds played per playable day 69.66 72 Customer satisfaction ratings Excellent 15%, Good 60%**18% and 60% Operating Revenues generated per round $18.68 $19.00 Operating Expenditures per round $19.37 $19.00 Course utilization (actual rounds vs available tee times) 23.22%25% Maintenance cost per acre $3,361.63 $3,300.00 *2014 data through September 30th ** 2012 citizen survey Capital Outlay and Other Initiatives with Significant Budget Impact $3,000 Rest Room Remodeling (one each in 2015 and 2016) CENTERBROOK GOLF COURSE FUND -61300 ENTERPRISE FUND 2012 2013 2014 2014 2015 2016 Object Code / Description Actual Actual YTD Budget Budget Change Budget 61300- CENTERBROOK GOLF COURSE OPERATING REVENUES 4771 -GOLF LESSONS $ (196)$ (172)$ (56)$ (3,500)$ (3,500)0.00%$ (3,600) 4773- GREEN FEES (120,435)(90,161)(92,742)(116,000)(110,000)-5,17%(112,000) 4778 - PASSBOOK (18,897)(8,832)(10,146)(17,500)(14,000)-20.00%(14,500) 4782- RENTALS (17,044)(13,053)(14,897)(16,500)(16,000)-3.03%(17,000) 4785- LEAGUE (10,756)(27,097)(11,159)(28,500)(26,000)-8.77%(26,500) 4786- BEER & WINE COOLER REVENUES (24,261)(11,314)(17,782)(25,000)(26,000)4.00%(27,000) 4787- FOOD & BEVERAGE REVENUES (8,676)(9,100)(11,643)(9,250)(14,000)51.35%(14,500) 4788- TAXABLE MERCHANDISE (618)(1,246)(1,253)(1,500)(2,000)33.33%(2,000) 4789- NON TAXABLE MERCHANDISE (5,513)(3,646)(5,161)(6,500)(6,500)0.00%(7,000) 4790- MISCELLANEOUS (25)(1,632)(2,219)(1,750)(3,000)71.43%(3,300) 4791 -BOTTLED WATER SALES (1,406)(1,029)(5,853)(1,500)(6,000)300.00%(6,000) TOTAL SALES AND USER FEES (207,827)(167,282)(172,911)(227,500)(227,000)-0.22%(233,300) TOTAL OPERATING REVENUES OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 6102- OVERTIME-FT EMPLOYEES 6103- WAGES-PART TIME EMPLOYEES 6104- OVERTIME-PART TIME EMPLOYEES 6111 -SEVERANCE PAY 6122- PERA COORDINATED PLAN 6125- PICA - SOCIAL SECURITY 6126- PICA - MEDICARE 6131 -CAFETERIA PLAN CONTRIBUTIONS 6141 - UNEMPLOYMENT COMPENSATION 6151 -WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6201 - OFFICE SUPPLIES 6211 - CLEANING SUPPLIES 6212- MOTOR FUELS 6213- LUBRICANTS & ADDITIVES 6214- CLOTHING & PERSONAL EQUIPMENT 6215- SHOP MATERIALS 6216- CHEMICALS/CHEMICAL PRODUCTS 6217- SAFETY SUPPLIES 6219- GENERAL OPERATING SUPPLIES 6221 - MOTOR VEHICLES 6223- BUILDINGS & FACILITIES 6225- PARK & LANDSCAPE MATERIALS 6227- PAINT SUPPLIES 6239- OTHER REPAIR & MAINT SUPPLIES 6241 - SMALL TOOLS 6242- MINOR EQUIPMENT 6243- MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6307- PROFESSIONAL SERVICES 6321 - TELEPHONE/PAGERS 6329- OTHER COMMUNICATION SERVICES 6331 -TRAVEL EXPENSE/MILEAGE 6349- OTHER ADVERTISING 6351 - PRINTING 6402- EQUIPMENT SERVICES 6403- BLDGS/FACILITIES MAINT SERVICE 6415- OTHER EQUIPMENT 6421 - SOFTWARE LICENSE 6422- SOFTWARE MAI NT 6423- LOGIS CHARGES 6432- CONFERENCES AND SCHOOLS 6433- MEETING EXPENSES 6434- DUES & SUBSCRIPTIONS 6435- CREDIT CARD FEES 6438- CASH SHORT (OVER) 6441 - LICENSES, TAXES & FEES 6449- OTHER CONTRACTUAL SERVICE 6491 - MERCHANDISE FOR RESALE TOTAL SERVICES & OTHER CHARGES (207,827) (167,282) (172,911) (227,500) (227,000) 122% (233,300) 47,910 59,492 46,035 61,458 65,282 6.22%68,253 355 ----0.00%- 41,428 34,307 35,760 38,000 35,000 -7.89%36,000 991 864 687 1,000 1,000 0.00%1,000 172 132 ---0.00%- 3,962 4,866 3,565 4,456 4,896 9.87%5,119 5,789 6,160 5,300 6,166 6,465 4.85%6,650 1,354 1,441 1,240 1,442 1,513 4.92%1,556 4,823 11,352 8,919 11,543 12,708 10.09%14,520 588 594 66 --0.00%- 1,883 2,207 1,818 2,327 2,441 4,90%2,510 109,255 121,415 103,390 126,392 129,305 2,30%135,608 300 168 83 300 --100.00%- 60 75 -100 --100.00%- 3,255 3,194 3,344 3,000 3,000 0.00%3,100 19 71 -150 --100.00%- 932 64 -900 --100.00%- 10 98 -250 --100.00%- 6,236 6,917 7,502 7,500 7,700 2.67%8,000 46 98 58 100 100 0.00%100 925 1,651 1,764 1,600 2,000 25.00%2,100 1,121 . 6 1,238 1,000 1,000 0.00%1,000 1,302 1,951 826 1,500 1,500 0.00%1,500 3,415 1,752 1,758 3,250 3,000 -7.69%3,000 57 -127 250 250 0.00%250 352 88 184 300 300 0.00%300 709 244 313 1,100 1,000 -9.09%1,000 1,162 493 200 -1,500 0.00%1,500 -2,667 199 --0.00%- 19,901 19,537 17,596 21,300 21,350 0.23%21,850 301 181 118 500 500 0.00%500 1,462 1,516 1,010 1,500 1,530 2.00%1,580 2,229 2,565 1,289 2,700 2,700 0.00%- 116 --300 100 -66.67%100 791 886 1,285 4,500 3,500 -22.22%3,600 382 -224 500 500 0.00%500 -1,107 1,532 -2,000 0.00%2,200 8,280 1,673 -2,000 500 -75.00%500 1,746 9,954 -3,500 5,500 57.14%5,500 --35 --0.00%- 331 293 340 350 350 0.00%350 4,137 3,829 3,386 4,722 5,682 20.33%5,505 150 719 160 500 400 -20.00%400 26 37 55 -100 0.00%100 245 1,225 1,470 1,000 1,250 26.00%1,300 2,970 3,061 2,400 3,100 3,200 3.23%3,300 54 (42)161 --0.00%- 229 365 203 500 500 0.00%500 465 196 175 1,000 750 -25.00%800 24,648 18,008 21,292 21,000 21,500 2.38%22,500 48,562 45,373 35,135 47,672 50,562 6.06%49,235 6361- GENERAL LIABILITY INSURANCE 2,757 1,564 2,600 4,120 1,144 -72.23%1,201 6352- PROPERTY INSURANCE 1,194 1,397 413 1,765 1,834 3.91%1,926 6364- DRAM SHOP INSURANCE 822 1,449 666 1,320 693 -47.50%728 6366- MACHINERY BREAKDOWN INSURANCE 185 195 57 270 248 -8.15%260 TOTAL INSURANCE 4,958 4,605 3,736 7,475 3.919 -47.57%4,115 6381- ELECTRIC 7,614 9,674 6,644 7,900 8,000 1.27%8,200 6382-GAS 575 766 936 900 950 5.56%1,000 6383-WATER 11,981 7,799 2,835 500 7,000 1300.00%7,500 6384- REFUSE DISPOSAL 1,809 1,696 1,322 1,800 1,800 0.00%1,800 6385- SEWER 542 564 448 650 650 0.00%650 6386-STORM SEWER 1.015 1,015 761 1,150 1,150 0.00%1,250 TOTAL UTILITIES 23,536 21,514 12,946 12,900 19,550 51.55%20,400 6461 -FUEL CHARGES 176 232 113 --0.00%- 6462- FIXED CHARGES 7,148 8,168 3,507 8,150 490 -93.99%500 6463- REPAIR & MAINT CHARGES 7,563 1,596 1,286 9,539 2,299 -75,90%2,364 6468- REPLACEMENT CHARGES 18,635 22,991 3,787 26,200 18,896 -27.88%19,273 TOTAL CENTRAL GARAGE CHARGES 33,522 32,987 8,693 43,889 21,685 -50.59%22,137 6540- EQUIPMENT & MACHINERY ---15,000 3,000 -80.00%3,000 TOTAL CAPITAL OUTLAY ---15,000 3,000 -80.00%3,000 6494-DEPRECIATION EXPENSE 28,262 10,787 7,182 29,700 11,315 -61.90%11,881 TOTAL DEPRECIATION 28,262 10,787 7,182 29,700 11,315 -61.90%11,881 TOTAL OPERATING EXPENSES 267,996 256,218 188,678 304,328 260,686 -14.34%268,226 NONOPERATING ITEMS 4612- DONATIONS & CONTRIBUTIONS (200)(375)--(500)0.00%(500) 4921 - REFUNDS & REIMBURSEMENTS --(250)-(2,250)0.00%(2,250) TOTAL MISCELLANEOUS (200)(375)(250)-(2,750)0.00%(2,750) TOTAL NONOPERATING ITEMS (200)(375)(250)-(2,760)0.00%(2,750) INTERFUND TRANSFERS 4915 - TRANSFERS IN (200,000)--(20,000)(40,000)100.00%(25,000) 6471 -ADMINISTRATIVE SERVICE TRANSFER 4,293 8,041 8,282 8,282 8,946 8.02%8,946 TOTAL TRANSFERS (195,707)8,041 8,282 (11,718)(31,054)165.01%(16,054) NET CHANGE IN FUND BALANCE $ (135,738)$ 96,602 $23799 $ 65,110 $ (118)-100.18%$ 16,122 City of Brooklyn Center Centerbrook Golf Course Cash Flows Revised: October 15, 2014 Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Revenues Operations $ 252,620 $ 253,824 $249,310 $ 219,159 $ 190,995 $207,827 $ 167,280 $ 227,500 $227,000 $233,300 Investment earnings 3,445 870 81 ------- Nonoparating 118 -92 6 230 200 375 -2,750 2,750 Interfund Proceeds --33,422 66,227 63,778 -76,813 --- Transfers -----200,000 -20,000 40,000 25,000 Total 256,183 254,694 282,905 285,392 255,003 408,027 244,468 247,500 269,750 261,050 Expenditures Personal Services 139,344 146,453 152,793 147,917 132,935 109,254 121,415 126,392 129,305 135,608 Supplies 44,718 20,606 18,245 17,011 15,406 19,901 19,537 21,300 21,350 21,850 Other Services & Charges 76,455 80,488 90,915 90,521 79205 86,373 86,401 99,843 81,193 80,318 Insurance 6,600 6,056 7,045 7,485 5,897 4,958 4,605 7,475 3,919 4,115 Utilities 19,969 20,293 21,664 23,460 21,569 23,535 21,514 12,900 19,550 20,400 Depreciation 27,170 27,244 28,185 28,184 28,185 28,261 10,787 29,700 11,315 11,881 Capital Outlay ------15,000 3,000 3,000 Interfund Payments -----163,427 ---- Total 314,256 301,140 318,847 314,578 283,197 435,709 264,259 312,610 269,632 277,172 Cash Balance - Beginning 81,900 50,970 8,645 ---123 400 (35,010)(23,577) Changes in Accruals (27)(23,123)(888)1,002 9 (456)9,281 --- Revenues 256,183 254,694 282,905 285,392 255,003 408,027 244,468 247,500 269,750 261,050 Expenditures (314,256)(301,140)(318,847)(314,578)(283,197)(435,709)(264,259)(312,610)(269,632)(277,172) Noncash - Depreciation 27,170 27,244 28,185 28,184 28,185 28,261 10,787 29,700 11,315 11,881 Cash Balance - Ending $ 50,970 $ 8,645 $-$ -$ - $123 $ 400 $ (35,010) $(23,577) $(27,818) Interfund Loan $ - $ - $ 33,422 $ 99,649 $ 163,427 $ - $ 76,813 Interfund Advance $ 792,488 $ 792,488 $ 792,488 $ 792,488 $ 792,488 $ 792,488 $ 792,488 $- $(1O,000) $(20,000) $(30,000) $(40,000) $(50,000) $(60,000) $(70,000) $(8o,000) $(90,000) $(loo,000) Centerbrook Golf Course - Net Income (depreciation & transfers excluded) 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Budget Budget Budget Earle Brown Heritage Center 2015 Brooklyn Center Department Budget Narrative by Fund Department Name: Community Activities, Recreation & Services Earle Brown Heritage Center Department/Division Mission: To deliver a high quality customer experience by providing exceptional customer service and extraordinary food service in an uncommon setting. Department/Division Description: Earle Brown Heritage Center is comprised of four divisions; Convention Center, Administrative Services, Catering Services and Commercial Office Rentals. These Divisions provide for the provision of maintenance, conference services, custodial functions, equipment servicing, development of menus, preparing and serving of food and beverage for events at Earle Brown Heritage Center. Maintenance of buildings and grounds for the commercial office spaces/buildings located at Earle Brown Heritage Center for 3 tenants. A management agreement with Flik International for the food and beverage is currently in place through the year 2014. Key Initiatives focused on the achievement of strategic priorities/value propositions Customer Intimacy • Deliver a High Quality of Service We will strive to maintain our current level of 90% repeat of corporate clients, by reviewing feedback from event evaluations and growing our new creative team, which was initiated in 2014 to foster innovations and enhancements to our customer experience. Community Image 25th Anniversary In 2015, the Earle Brown Heritage Center will celebrate 25 years of operation as one of the regions premier conference and events facilities, and as a centerpiece of the Brooklyn Center community. Through our 2015 marketing efforts, we will continually highlight this milestone anniversary and Brooklyn Center. Financial Stability • Increase Capital Fund Transfer In 2015, we are increasing our revenue goals to 4.6 million. By doing so, our goal is to increase our yearly transfer of funds into our Capita! Improvements Fund from $200,000 to $250,000. Staffing Levels Positions FTEs 2014 2015 2016 • EBHC Manager 1 1 1 • Secretary/Receptionist 1 1 1 • Secretary/Billing Clerk 1 1 1 • Operations Director 1 1 1 • Sales Director 1 1 1 • Sales Managers • Maintenance Custodian 2 2 2 • Crew Chiefs 2 2 2 8 9 9• Part-time Staff Total 20 21 21 Strategic Functions/Division(s): o Administration Division o This division provides administrative duties for all divisions. Provide a high level of customer service to guests and vendors. • Convention Center Division o This division is responsible for the daily operations for all events. To promote and sell all rooms, food and beverage, audio visual equipment and special request made by clients. • Catering Division o This division is responsible for facility owned equipment, product, and building maintenance related to catering. Flik food and beverage contract expenses are found in this area. o Office Rental o This division responds to any tenant concerns and maintains buildings. Annual Goal and Strategies: 1. Promote and sell the facility in accordance to the 2015 Marketing Plan. a.Participate in five industry associations to network for business b.Add a minimum of 20 new corporate clients c. Work with Flik International, Embassy Suites, Minneapolis Northwest, and other area hotels on bookings of events. 2. Deliver a high quality customer experience a.Build interpersonal relationships with clients to generate higher customer satisfaction, commitment and loyalty. b.Client requests and changes will be responded to quickly. c. Showcase food & beverage services each day based upon client requests and current market trends. 3. Be responsible to our environment by reducing our resource use and food waste. a.Reduce electrical consumption by upgrading light fixtures b.Be part of the Trim Trax program on food waste reduction Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *Ac t ua l Value Target Value Increase Revenue 4,293,055 4,669,131 Control Expenses (Percentage of Cost to Revenue)44.29%167.98%41 .90%/67.00% Customer Satisfaction Rating 89%99% New Corporate Clients 13 20 Revenue per Event (Corporate)$9,380 $9,600 Increase Misc. Catering Sales $46,173 $50,500 *2013 data EARLE BROWN HERITAGE CENTER (EBHC) FUND -61700 ENTERPRISE FUND 2012 2013 2014 2014 2015 2016 Object Code/ Desetiplion Actual Actual '(TO Budget Budget Change Budget 61700- EARLE BROWN HERITAGE CENTER OPERATING REVENUES 4821 - ROOM RENTALS $ (846684)$ (648676)$ (563167)$ (730000)$ (745000)205%$ (760,000) 4622- LABOR CHARGES (23,193)(25,987)(14,725)(24,000)(25,000)4.17%(25,000) 4823- EQUIPMENT RENTALS (391,280)(366,791)(289,834)(370,000)(400,000)8.11%(420,000) 4825- COMMON AREA MTNCE (14,152)(10,779)(7,742)(13,063)(13,063)0,00%(13,063) 4827- SECURITY SERVICES (28,625)(16,450)(16,350)(26,000)(28,000)7.69%(28,000) 4828 - CLIENT SERVICES (59,699)(60,506)(46,842)(60,000)(65,000)8.33%(66,000) 4829- MISCELLANEOUS (7,180)(3,120)(3,510)(4,500)(4,600)0.00%(4,500) 4831 - OFFICE RENTALS (105,630)(99,480)(72,470)(96,270)(96,270)0.00%(96,270) 4842- SERVICE CHARGES (498,368)(476,780)(362,340)(496,350)(506,790)2.31%(543,430) 4844 - FOOD & BEVERAGE SALES (2,280,226)(2,236,641)(1,624,235)(2,338,400)(2,393,750)2.37%(2444,530) 4845- LIQUOR/WINE/BEER SALES (363,040)(280,196)(201,921)(319,750)(339,486)6.17%(341,986) 4848- MISCELLANEOUS SALES (39,996)(46,173)(30,386)(41,550)(46,660)12.27%(49,960) TOTAL SALES AND USER FEES (4,458,073)(4,271,578)(3,233,522)(4,518,883)(4,66,)_3.20%(4,792,728) 5586- COST OFSALES-MISC --1,255 --0.00%- 5591 -COST OF SALES-LABOR 1,299,077 1,248,976 765,649 1,302,817 1,340,708 2.91%1,367,395 6592 - COST OF SALES-FOOD 634,827 608,045 360,729 617,488 639,563 3.57%650,600 5593- COST OF SALES-SUPPLIES 148,469 148,367 92,234 142,668 163,262 7.43%166,369 5594-COST OF SALES-MGMT FEES 111,600 129,600 78,400 117,600 120,600 2.55%123,600 TOTAL COST OF GOODS SOLD 2,193,973 2,134,988 1,298,267 2,180,563 2,254,123 3.37%2,297,964 TOTAL OPERATING REVENUES OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 6102- OVERTIME-FT EMPLOYEES 6103- WAGES-PART TIME EMPLOYEES 6104- OVERTIME-PART TIME EMPLOYEES 6111 -SEVERANCE PAY 6122- PERA COORDINATED PLAN 6125- PICA - SOCIAL SECURITY 6126- PICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6141 - UNEMPLOYMENT COMPENSATION 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6201 -OFFICE SUPPLIES 6202- COPYING SUPPLIES 6203- BOOKS/REFERENCE MATERIALS 6211 -CLEANING SUPPLIES 6212- MOTOR FUELS 6214- CLOTHING & PERSONAL EQUIPMENT 6215- SHOP MATERIALS 6216- CHEMICALS/CHEMICAL PRODUCTS 6217- SAFETY SUPPLIES 6219- GENERAL OPERATING SUPPLIES 6223- BUILDINGS & FACILITIES 6226- PARK & LANDSCAPE MATERIALS 6226- SIGNS & STRIPING MATERIALS 6227- PAINT SUPPLIES 6237- LAUNDRY SUPPLIES 6239- OTHER REPAIR & MAINT SUPPLIES 6241 - SMALL TOOLS 6242- MINOR EQUIPMENT 6243- MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES (2,264,100) (2,136,590) (1,935,255) (2,338,320) (2,409,385) 3.04% (2,494,764) 531,526 649.187 462.244 629,330 702,047 11.55%724,810 2,849 2,619 2,016 1,000 1,000 0.00%1,000 163,899 147,856 125,400 194,896 187,600 -3.74%191,600 22 341 ---0.00%- 7,445 2.028 6,194 --0.00%- 49,082 50,141 40,909 49,464 66,821 35.09%68,528 44,851 45,091 37.801 51,019 55,238 8.27%56,649 10,489 10,545 8,841 11,967 12,917 7.94%13.247 98.196 107,493 84,032 136,602 165,204 21.03%188,760 1,792 8,174 ---0.00%- 20,618 20,711 15,868 16,454 24,062 46.18%24,566 920,769 944,186 783,305 1,090,632 1,214,879 11.39%1,269,160 2,435 1,692 1,866 2,600 2,800 7.69%2,800 1,794 1,747 1,892 2,400 2,400 0.00%2,400 -27 100 100 0.00%100 1,139 2,003 828 4,792 4,800 0.17%4,800 83 -24 200 200 0.00%200 320 678 303 1,040 1,040 0.00%1,040 165 113 71 648 648 0.00%650 5,792 5,100 3.267 5,850 5,900 0.85%5,900 949 755 726 1.360 1,300 -3.70%1,300 26,703 24,110 17,030 31,500 31,500 0.00%32,500 19,048 17,370 19,054 27,000 27,000 0.00%28,000 1,802 1,897 1,747 5,900 5,900 0.00%5,900 -314 -460 450 0.00%450 2,161 1,271 976 2,760 2,750 0.00%2,750 79 --80 80 0.00%80 8,668 6,617 5,050 9,500 9,000 -5.26%9,000 1,183 1,125 816 1,200 1,200 0.00%1,200 46,861 60,926 31,384 73.284 76,500 4.39%74,000 27,718 29,042 33,363 35,695 1,600 -95.52%2,800 145,900 154,760 118,414 206,339 175,168 -15.11%175.870 6301 -ACCTG, AUDIT &FIN'L SERVICES 2,391 2,675 2,788 3,400 2,000 -41.18%2,060 6303- LEGAL SERVICES -424 -500 1,000 100.00%1,000 6307- PROFESSIONAL SERVICES 21,117 38,911 24,720 25,300 33,900 33.99%40,500 6321 - TELEPHONE/PAGERS 5,890 8,297 6,958 10,460 10,455 -0.05%10,700 6322-POSTAGE 1,126 1,014 1,116 2,900 2,900 0.00%2,950 6329- OTHER COMMUNICATION SERVICES (340)----0.00%- 6331 -TRAVEL EXPENSE/MILEAGE 967 708 512 1,000 1,000 0.00%1,000 6333- FREIGHT/DRAYAGE 507 71 121 500 500 0.00%500 6341 - PERSONNEL ADVERTISING 745 403 293 800 800 0.00%800 6349- OTHER ADVERTISING 87,702 105,531 79,024 137,550 145,925 6.09%160,100 6351 -PRINTING 15,851 13,395 11,622 13,700 14,700 7.30%14,700 6402- EQUIPMENT SERVICES 47,872 66,772 39,190 63,700 66,300 4.08%66,300 6403 - BLDGS/FACILITIES MAINT SERVICE 3,804 3,487 2,868 5,650 5,650 0.00%5,650 6406- MULTI-FUNCTION MTNCE 1,831 2,581 1,927 2,800 2,900 3.57%3,000 6409- OTHER REPAIR &MAINTSVCS 1,308 1,199 981 1,404 1,450 3.28%1,450 6413- OFFICE EQUIPMENT 3,348 962 646 4,700 4,700 0.00%4,300 6415- OTHER EQUIPMENT 194,676 182,668 111,910 195,500 201,500 3,07%205,500 6421- SOFTWARE LICENSE 160 519 555 600 21,488 3481.33%- 6422- SOFTWARE MAINT 5,240 6,807 6,616 6,700 6,700 0.00%8,279 6423-LOGISCHARGES 18,846 21,765 14,239 22,119 21,866 -1.14%22,063 6428- PROTECTION SERVICES 17,533 13,188 10,231 19,000 19,000 0.00%19,000 6432- CONFERENCES AND SCHOOLS 4,513 6,254 636 10,000 10,200 2.00%14,100 6433- MEETING EXPENSES 433 431 495 900 900 0.00%900 6434- DUES &SUBSCRIPTIONS 2,898 2,964 2,845 3,070 3,270 6.51%3,270 6435- CREDIT CARD FEES 23,261 23,886 23,111 24,000 27,000 12.50%27,000 6436- UNCOLLECTIBLE CHECKS/DEBTS 4,126 (2,467)---0.00%- 6438- CASH SHORT (OVER)(46)(90)(101)--0.00%- 6441- LICENSES, TAXES & FEES 6,137 7,456 6,470 6,000 6,400 6.67%6,400 6449- OTHER CONTRACTUAL SERVICE 23,841 33,455 27,206 37,354 42,500 13.78%42,500 6451 - MTG PLANNER POINTS-EBHC 2,894 -49 -3,000 0.00%3,000 TOTAL SERVICES & OTHER CHARGES 498,631 543,266 377,028 599,607 658,004 9.74%667,022 6361 -GENERAL LIABILITY INSURANCE 13,513 8,423 6,884 17,682 8,155 -53.88%8,563 6362- PROPERTY INSURANCE 32,730 18,221 18,231 42,225 28,151 -33.33%29,559 6364- DRAM SHOP INSURANCE -----0.00%- 6366- MACHINERY BREAKDOWN INSURANCE 1,932 999 1,835 2,541 2,949 16.06%3,097 TOTAL INSURANCE 48,175 27,643 26,950 62,448 39,255 -37.14%41,219 6381 - ELECTRIC 132,557 141,662 95,938 137,400 140,000 1.89%143,500 6382-GAS 33,050 44,762 50,082 64,800 65,000 0.31%65,500 6383-WATER 3,670 3,052 1,967 4,800 5,850 21.88%7,180 6384- REFUSE DISPOSAL 8,150 9,176 6,386 9,800 9,700 -1.02%9,700 6385- SEWER 5,712 4,577 3,194 6,500 6,500 0.00%6,500 6386- STORM SEWER 3,400 3,432 2,012 5,000 5,000 0.00%5,000 5389-STREETLIGHTS 772 994 602 1,200 1,200 0.00%1,200 TOTAL UTILITIES 187,311 207,655 160,181 229,500 233,250 1.63%238,580 6494 - DEPRECIATION EXPENSE 672,539 672,394 452,283 698,090 712,341 2.04%747,958 TOTAL DEPRECIATION 672,539 672,394 452,283 698,090 712,341 2.04%747,958 TOTAL OPERATING EXPENSES 2,473,325 2,549,904 1,918,161 2,886,616 3,032,897 5.07%3,139,809 NONOPERATING ITEMS 4603- INTEREST EARNINGS (4,886)(3,444)(3,663)(4,500)(5,623)24.96%(7,051) 4605 - UNREALIZED INVESTMENT GAIN/LOSS 1 ,055 5,112 ---0.00%- TOTAL INVESTMENT EARNINGS (3,831)1,668 (3,683)(4,500)(5,623)24.96%(7,051) 4604- CHECK PROCESSING FEES (60)----0.00%- 4605- OTHER REVENUE (5,370)(21,349)(27,840)--0.00%- 4912- CAPITAL CONTRIBUTIONS (15,261)--.-0.00%- 4921 - REFUNDS& REIMBURSEMENTS (23,857)(1796)(10,687)--0.00%- TOTAL MISCELLANEOUS (44,548)(23,145)(38,527)--0.00%- TOTAL NONOPERATING ITEMS (48,379)(21,477)(42,190)(4,500)(5,623)24.96%(7,051) INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFE 83,036 85,152 87,700 87,700 93,675 6.81%93,675 6476 - CAPITAL PROJECT FUND TRANSFER -400,000 168,000 200,000 200,000 0.00%200,000 TOTAL TRANSFERS 83,036 485,152 255,700 287,700 293,675 2.08%293,675 NET CHANGE IN FUND BALANCE $ 243,882 $ 876,989 $ 196,416 $ 831,496 $ 911,564 9.63%_L__931 669 City of Brooklyn Center Earle Brown Heritage Center Cash Flows Revised: October 15, 2014 Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Revenues Operating $ 4,325,296 $ 3,831,972 $ 3,542,077 $3,834,391 $4,048,739 $4,458,072 $ 4,271,578 $4,518,883 $4,663,508 $ 4,792,728 Investment Earnings 54,331 31,443 10,960 1,653 8,358 3,831 (1,667) 4,500 5,623 7,051 Nonoperating 4,812 2,936 646 85 62,563 29,287 23,145 - - - Total 4,384,439 4,192,766 3,667,199 3,946,297 4,119,660 4,491,190 4,293,056 4,523,383 4,669,131 4,799,779 Expenditures Cost of Goods Sold 2,162,075 1,875,280 1,816,865 1,954,574 2,085,239 2,193,973 2,134,988 2,180,563 2,254,123 2,297,964 Personal Servcies 909,332 894,062 926,848 850,538 919,854 920,770 944,189 1,090,632 1,214,879 1,269,160 Supplies 142,428 123,906 109,075 137,760 137,114 145,899 154,762 206,339 175,168 175,870 Other Services & Charges 534,008 526,185 477,020 476,987 607,214 786,505 689,656 687,307 751,679 760,697 Insurance 48,179 51,588 47,949 47,615 48,557 48,176 27,642 62,448 39,255 41,219 Utilities 220,430 221,067 166,919 193,823 193,000 187,311 207,654 229,500 233,250 238,580 Depreciation 577,535 579,118 624,329 628,867 632,486 672,539 672,394 698,090 712,341 747,958 Transfers Out 230,000 235,000 300,000 -200,000 -400,000 168,000 200,000 200,000 Total 4,823,987 4,506,206 4,469,005 4,290,164 4,823,464 4,955,173 5,231,285 5,322,879 5,580,695 5,731,448 Cash Balance - Beginning 1,141,255 1,151,030 1,153,340 767,014 987,228 1,035,594 1,406,677 1,145,848 1,044,442 845,219 Changes in Accruals (128,212)(263,368)(208,849)(64,786)119,684 162,527 5,006 --- Revenues 4,384,439 4,192,766 3,667,199 3,946,297 4,119,660 4,491,190 4,293,056 4,523,383 4,669,131 4,799,779 Expenditures (4,823,987)(4,506,206)(4,469,005)(4,290,164)(4,823,464)(4,955,173)(5,231,285)(5,322,879)(5,580,695)(5,731,448) Noncash - Depreciation 577,535 579,118 624,329 628,867 632,486 672,539 672,394 698,090 712,341 747,958 Cash Balance - Ending $1,181,030 $ 1,153,340 $ 767,014 $ 987,228 $ 1,035,594 $ 1,406,677 $ 1,145,848 $ 1,044,442 $ 845,219 $ 661,508 Earle Brown Heritage Center- Net Income $600,000 (depreciation & transfers excluded) $500,000 $400,000 $300,000 $200,000 $100,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Budget Budget Budget MEMORANDUM CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION DATE: October 20, 2014 TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director It SUBJECT: 2015 Public Utility Budgets Recommendation: It is recommended that the City Council consider providing direction to staff regarding the 2015 public utility budgets and proposed utility rates for 2015. Background: Staff has attached and will present information on the expected expenditures for operation of the City's utility services for 2015. The expenditures include total direct and indirect costs including depreciation of capital assets and administrative costs. Along with those costs are projections of the revenues needed for 2015 and for the next fifteen years to keep operations running smoothly and fund the infrastructure improvements needed in each of the utility systems. The cash flow analysis for each of the five utilities indicate anticipated rate changes necessary to maintain targeted cash balances during the construction of the utility improvements associated with the City's 15-year Capital Improvement Plan (CIP). Additional information is attached on the City's current and proposed rates shown with data from comparison cities for each utility. For 2015 rate increases are projected for the Water Utility, Sanitary Sewer Utility and Recycling Utility in order to maintain cash reserves, fund normal operations and finance infrastructure improvements. Rate for the various utilities are recommended to change as follows for 2015: [I Th1L ff?itk Water Base Charge $8.20 $10.00 $1.80 /quarter (Per Quarter) Consumption Charge $1.70 $2.07 $0.37 /1,000 gallons (Per 1,000 gallons) Sanitary Base Charge $74.70 $78.45 $3.75 /quarter Sewer (Per Quarter) Storm Sewer Base Charge $14.48 $14.48 No change(Per Quarter) Street Light Base Charge $6.55 $6.55 No change(Per Quarter) Recycling Base Charge $8.94 $9.21 $0.27 /quarter(Per Quarter) Mission Ensuring an attractive, c/eu,,, safe, i,,cI,,sii'e con,enu,,itr that eiIiaiiccs the qua/it,' of life for al/people ai,dpresen'es the public trust MEMORANDUM - CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION The utility bill for a household using 18,000 gallons of water (considered the average residential user) is shown in comparison to 2014 rates as follows: Water $32.68 $39.88 $7.20 Sanitary Sewer $74.70 $78.45 $3.75 Storm Sewer $14.48 $14.48 - Street Light $6.55 $6.55 - Recycling $8.94 $9.21 $0.27 Total $137.35 $148.57 $11.22 In addition to the Public Facilities Authority (PFA) loan for the construction of the Water Treatment Plant, staff is recommending a debt issue in the amount of $1,610,000 to finance sanitary sewer infrastructure improvements related to the 63rd Avenue North and Freeway Park Area reconstruction projects identified in the Capital Improvement Plan. The debt issuance would allow the City to smooth utility rate increases over a period of time and staff feels this is the best approach considering the rate increase needed to fund the PFA loan. The anticipated annual payment over a ten year period and based on a net interest rate of 2.2% would be approximately $195,000. The detailed debt service schedule has been included with the Sanitary Sewer Utility section of the packet. Strategic Priorities: c Financial Stability Mission: Ensuring an attractive, clean, safe, inclusive column nity that enhances the quality of life for all people and preserves the public trust 2015 Brooklyn Center Department Budget Narrative Department Name: Public Works Utilities Division Department Mission: The mission of the Brooklyn Center Public Works Department-Utilities Division for the residents, business owners and visitors of the city is to responsibly provide for the maintenance and operations of the drinking water, sanitary sewer, storm water management, and lighting systems 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 Utilities division provides for the operation, maintenance and management of the City's drinking water system, sanitary sewer collection and conveyance system, storm sewer collection and management system, and street light system. Key Initiatives focused on the achievement of strategic priorities/value propositions Civic Engagement . General Community Outreach In 2015 we will be updating the City's Wellhead Protection Plan, the Storm Water Management Plan and constructing a new water treatment plant. These initiatives must include open and valuable community participation and outreach. Vibrant Neighborhoods • Attractiveness In 2015 we will implement the 22nd year of the street and utility construction program by providing the needed capital improvements, which increase value to the public infrastructure and provide a catalyst towards other infrastructure improvements and value throughout neighborhoods Citywide. Financial Stability Implement Capital Improvement Financial Strategy In 2015 a financial strategy that uses a combination of General Obligation Improvement Bonds, Utility Revenue Bonds, a Minnesota Public Facilities Authority (PFA) loan and Utility Fund rate adjustments will be used to fund short failings in Capital Improvement funding. Staffing Levels Positions FTEs 2014 2015 2016 • Supervisor of Utilities 1 1 1 • Engineering Technician 3 (distributed 1/3 over 49141, 49251 and 49411) 1 1 1 • Maintenance 11(4-49141, 2-49251, 2-49411)8 8 8 • Part Time/Summer Temporary Employees (3- 49141, 2-49251, 1-49411) 6 6 6 Strategic Functions/Division(s): Water Utility (49141) o We provide for the distribution of the City's potable water to customers. This division includes the operations, administration and utility billing for the utility. The division is managed by the Public Works Director, except for the utility billing component which is managed by the Finance Department. The City has approximately 121 miles of water main, over 1,300 water valves, and almost 1,000 fire hydrants providing service to over 7,000 metered single-family residential connections and approximately 1,600 metered apartments/townhouses/commercial/ industrial customers. Water is supplied from nine municipal wells. Currently and throughout 2015, a new water treatment is being constructed. Also included in this division is the maintenance of meters, locating water mains and services, testing of the municipal water supply throughout the system as required, preventative maintenance, and emergency repairs to the City's distribution system and its appurtenances. The utility billing operation prepares and sends out utility bills, receives meter readings and makes estimated readings, and administers collections and assessment for non-payment. Sanitary Sewer Utility (49251) o We provide for the collection and conveyance of wastewater through a system of mains and lift stations. Sewage is treated by the Metropolitan Council Environmental Services, whose fees account for approximately 75% of this fund's expenditures. This division is managed by the Public Works Director, except for the utility billing component, which is managed by the Fiscal and Support Services Department. The City has approximately 106 miles of sanitary sewer ranging in size from 8" to 24" in diameter, and just under 9,000 service connections. Included in this division is the routine and preventative maintenance of the City's collection system and its appurtenances, monitoring of inflow and infiltration, television inspection of the interiors of mains, and customer service such as providing sewer locations. This activity involves the operation and maintenance of the City's ten wastewater lift stations, which includes buildings, equipment, and property. Storm Sewer Utility (49411) o We provide for the collection and management of stormwater throughout the city in compliance with State and Federal regulatory requirements. The Storm Drainage Utility operates and maintains approximately 84 miles of storm sewers and just under 100 storm water management ponds or treatment devices. The Storm Drainage Utility also provides for street sweeping operations and the City's participation in two joint powers Watershed Commissions, which provide for regional planning, surface water quality monitoring, and Wetlands Conservation Act compliance. Streetlight Utility (49571) o We provide for electrical service, maintenance, repair, and replacement of lights owned by the City. The City owns approximately 71 ornamental lights, primarily in the Earle Brown commercial area, 85 ornamental lights on Brooklyn Boulevard, 40 ornamental lights along Xerxes Avenue, 72 ornamental lights along Bass Lake Rd and 57th Avenue and leases approximately 915 lights from Excel Energy. Another 97 lights owned by the City are located on traffic signal systems. The Street Light Utility also provides for electrical and maintenance fees paid to Xcel Energy for street lights owned by Xcel Energy. Annual Goal and Strategies: Meet or exceed safe drinking water standards of the State of Minnesota and manage storm water runoff in an efficient and environmentally sensitive manner. a.Manage and enforce the City's Wellhead Protection Plan goals. b.Implement Best Management Practices (BMPs) that support the City's and Watershed's impaired waters Total Maximum Daily Load (TMDL) plans. C. By 2015, update the City's Wellhead Protection Plan and Local Water Management Plan. d. Implement the developed Water Action Plan that includes construction of a new water treatment plant to address the Minnesota Department of Health's health advisory for manganese in Brooklyn Center's drinking water. 2. Initiate improved, streamlined management strategies and techniques by use of refined methods and technologies. a. Update process flow charting for the utility department. Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *A c t ua l Value Target Value Number of private wells abandoned and sealed 24 >20 Number of "potential" private water leak letters sent to customers 1832 1000 Administration fees to project cost ratio 11.1%<15% Miles of annual street sweeping performed 368 miles >420 miles (4 Citywide rounds) Miles of annual sanitary sewer televised 9 > or 16 miles (1/6 of the City) Private sanitary sewer backups per year (due to City system blockage) 1 none *2013 data Capital Outlay and Other Initiatives with Significant Budget Impact > 2015-16 Capital Improvement Projects - See CIP section of Budget Water Utility • Budget • Cash Flow Projections • Rate Comparisons WATER UTILITY FUND -60100 PUBLIC UTILITY FUND 2012 2013 2014 2014 2015 2016 Object Code! Desctiption Actual Actual YTD Budget Budget Change Budget 49141 -WATER UTILITY-OPERATIONS OPERATING REVENUES 4701 -WATER SALES $ (1878459)$ (1849645)$ (1317180)$ (2169085)$ (2647000)22.03%$ (3176400) 4702 - FIRE LINES (8,725)(8,931)(6,767)(8,000)(8,000)0.00%(9,760) 4703 -WATER METER SALES (25,389)(32,103)(4,138)(20,000)(20,000)0.00%(20,000) 4704 -WATER METER RENTALS (2,920)(6,050)(385)(3,000)(3,000)0.00%(3,000) 4705 - SERVICE RESTORATION FEES (4,783)(3,512)(2,055)(4,000)(4,000)0.00%(4,000) 4706 - CONNECTION CHARGES (13,500)(12,500)(9,000)(10,000)(10,000)0.00%(10,000) 4707- PENALTIES (89,441)(90,446)(74,000)(95,000)(95,000)0.00%(95,000) 4708 -TOWER RENTAL FEES (246,793)(247,140)(230,394)(213,322)(258,570)21.21%(308,139) 4709- CERTIFICATION CHARGES (27,330)(25,440)(25,290)(21,000)(25,000)19.05%(25,000) TOTAL SALES AND USER FEES (2297,340)(2,275767)(1,669,209)(2543,407)(3070,570)20.73%(3,651,299) TOTAL OPERATING REVENUES (2,297,340)(2,275,767)(1,669,209)(2,543,407)(3,070,570)20.73%(3,651,299) OPERATING EXPENSES 6101 -WAGES & SALARIES-FT EMPLOYEES 302,729 307,603 208,130 312,387 323,301 3.49%329,765 6102- OVERTIME-FT EMPLOYEES 34,284 39,268 29,102 39,800 39,800 0.00%39,800 6103 -WAGES-PART TIME EMPLOYEES 19,803 20,205 14,918 21,300 22,000 3.29%22,440 6104- OVERTIME-PART TIME EMPLOYEES 50 75 677 --0.00%- 6111 -SEVERANCE PAY 4.412 1,414 3,023 --0.00%- 6122-PERA COORDINATED PLAN 24,434 25,148 17.199 23,881 28,829 20.72%29,317 6125- PICA - SOCIAL SECURITY 22,363 22.639 15.579 20.422 23,835 16.71%24,234 6126- PICA - MEDICARE 5,230 5,295 3,644 4,775 5,574 16.73%5,669 6131 - CAFETERIA PLAN CONTRIBUTIONS 52,496 54,960 40,057 69,259 76,248 10.09%87,120 6151 -WORKER'S COMP INSURANCE 13,962 13,704 8,853 13,154 15,233 15.81%15,485 TOTAL PERSONAL SERVICES 479,763 490,311 341,182 504,978 534,820 5.91%553,830 6201 -OFFICE SUPPLIES 1,502 1,617 776 1,800 1,800 0.00%1,800 6203- BOOKS/REFERENCE MATERIALS --342 300 500 66.67%500 6204-STATIONARY SUPPLIES 144 1,240 1,310 1,610 1,610 0.00%1,610 6214- CLOTHING & PERSONAL EQUIPMENT ---250 250 0.00%250 6216 - CHEMICALS/CHEMICAL PRODUCTS 94.841 86,313 66,282 100,000 100.000 0.00%100,000 6217- SAFETY SUPPLIES 302 529 45 1.200 1,200 0.00%1,200 6219 - GENERAL OPERATING SUPPLIES 4,195 5,598 3,600 9,600 9,600 0.00%9.600 6223- BUILDINGS & FACILITIES 467 216 -1,500 1,500 0.00%1.500 6224- STREET MAINT MATERIALS 7,156 15,982 4,712 16,000 16.000 0.00%16,000 6227- PAINT SUPPLIES 389 639 946 900 900 0.00%900 6235- UTILITY SYSTEM SUPPLIES 20,337 7,447 10,116 14,000 14,000 0.00%14.000 6239- OTHER REPAIR & MAINT SUPPLIES 9,603 15,422 1,504 16,000 16,000 0.00%16,000 6241 -SMALL TOOLS 75 368 185 500 500 0.00%500 6242 - MINOR EQUIPMENT 5,001 2,626 -10,000 44,000 340.00%10,000 6243- MINOR COMPUTER EQUIPMENT 158 2,812 5,565 7,750 1,100 -85.81%- TOTAL SUPPLIES 144,170 140,809 95,383 181,410 208,960 15.19%173,860 6301 -ACCTG, AUDIT & FIN'L SERVICES 1,594 1,731 1,804 2,200 2,000 -9.09%2,060 6302 - ARCH, ENG & PLANNING 7,655 58,299 6,920 20,000 20,000 0.00%20,000 6303- LEGAL SERVICES 534 ----0.00%- 6307 -PROFESSIONAL SERVICES 3,839 3,763 11,538 35,000 34,400 -1.71%14,900 6321 -TELEPHONE/PAGERS 1,913 1,807 1,284 1,900 1,940 2.11%2,000 6322- POSTAGE 4,953 4,920 3,960 6,210 6,210 0.00%6,500 6329- OTHER COMMUNICATION SERVICES 312 572 712 1,300 2,880 121.54%2,950 6331 -TRAVEL EXPENSE/MILEAGE ---200 200 0.00%200 6333 - FREIGHT/DRAYAGE 60 --50 50 0.00%50 6341 -PERSONNEL ADVERTISING ---160 160 0.00%160 6342-LEGAL NOTICES ---100 100 0.00%100 6351 - PRINTING 460 83 190 500 500 0.00%500 6402- EQUIPMENT SERVICES 53,909 29,163 2,189 53,000 95,500 80.19%53,000 6403- BLDGS/FACILITIES MAINT SERVICE 8,173 16,999 5,535 10,000 10,000 0.00%10,000 6408 - COMMUNICATION/INFO SYSTEMS -----0.00%- 6417 - UNIFORMS 526 399 310 800 800 0.00%800 6422 - SOFTWARE MAINT 337 292 307 375 375 0.00%375 6423 - LOGIS CHARGES 34,418 30,529 27,679 39,390 45,673 15.95%34,230 6432-CONFERENCES AND SCHOOLS 1,210 1,095 1,205 2,150 2,150 0.00%2,150 6434- DUES & SUBSCRIPTIONS 2,138 2,173 2,352 2,550 2,550 0.00%2,550 6435- CREDIT CARD FEES 160 239 180 200 200 0.00%200 6436- UNCOLLECTIBLE CHECKS/DEBTS (73)(100)---0.00%- 6438- CASH SHORT (OVER)(282)(14)---0.00%- 6441 - LICENSES, TAXES & FEES 72,642 74,286 101,235 76,000 76,000 0.00%76,000 6449- OTHER CONTRACTUAL SERVICE 37,881 141,292 30,448 70,000 70,000 0.00%70,000 TOTAL SERVICES & OTHER CHARGES 232,359 367,528 197,848 322,085 371,688 15.40%298,725 6361 -GENERAL LIABILITY INSURANCE 17,603 16,016 16,917 26,500 17,805 -32.81%28,050 6362- PROPERTY INSURANCE 2,630 3,715 4,543 4,110 4,801 16.81%7,560 6366- MACHINERY BREAKDOWN INSURANCE 618 892 1,073 975 1,127 15.59%1,775 TOTAL INSURANCE 20,851 20,623 22,533 31,585 23,733 -24.86%37,385 6381- ELECTRIC 138,240 141,985 112,995 140,000 140,000 0.00%190,000 6382-GAS 5,107 7,187 7,105 10,000 10,000 0.00%30,000 6385 - SEWER 271 282 224 300 300 0.00%300 6386 - STORM SEWER 6,120 6,120 4,590 6,400 6,400 0.00%6,400 6388- HAZARDOUS WASTE DISPOSAL ---1,000 1,000 0.00%1,000 6389-STREETLIGHTS 1,395 1,674 1,383 1,500 1,500 0.00%1,500 TOTAL UTILITIES 151,133 157,248 126,297 159,200 159,200 0.00%229,200 6461 - FUEL CHARGES 6462- FIXED CHARGES 6463- REPAIR & MAINT CHARGES 6465 - REPLACEMENT CHARGES TOTAL CENTRAL GARAGE CHARGES 6530- IMPROVEMENTS TOTAL CAPITAL OUTLAY 6494- DEPRECIATION EXPENSE TOTAL DEPRECIATION TOTAL OPERATING EXPENSES NONOPERATING ITEMS 4601 -SPECIAL ASSESSMENTS 4607 - SPEC ASSESS INTEREST TOTAL SPECIAL ASSESSMENTS 4603- INTEREST EARNINGS 4605 - UNREALIZED INVESTMENT GAIN/LOS TOTAL INVESTMENT EARNINGS 4604 - CHECK PROCESSING FEES 4606 - OTHER REVENUE 4921 - REFUNDS & REIMBURSEMENTS TOTAL MISCELLANEOUS 6601 - BOND PRINCIPAL 6611- BOND INTEREST 6621 - PAYING AGENT/OTHER FEES TOTAL DEBT SERVICE TOTAL NONOPERATING ITEMS INTERFUND TRANSFERS 6471- ADMINISTRATIVE SERVICE TRANSFE TOTAL TRANSFERS NET CHANGE IN FUND BALANCE 5,501 5,585 4,184 6,447 5,905 -8.41%6,106 8,444 10,004 6,865 9,559 10,736 12.31%10,951 9,450 10,938 8,325 11,672 10,825 -6.46%11,366 28,152 35,909 20,981 32,267 26,576 -17.64%27,107 51,547 62,436 40,355 59,845 54,041 -9.70%55,530 ---1,580,000 1,750,000 10.76%2,703,000 ---1,580000 1,750,000 10.76%2,703,000 622,806 639,685 426,805 735,294 670,648 -8.79% 1,464,180 622,806 639,585 425,805 735,294 670 ,648 -8.79% 1,464,180 1,702,629 1,878,540 1,249,403 3,574,397 3,773,090 5.56% 5,515,710 - (27,369) (197,443) 0.00% (21,800) (59) - 0.00% (21,800) (27,428) (197,443) 0.00% (8,328)(9,357)(8,689)(7,000)(15,277)118.24%(19,156) 2,212 16,417 ---0.00%- (6,116)7,060 (089)(7,000)(15,277)118.24%(19,156) (960)(870)(330)--0.00%- -(1,797)---0.00%- (1,439)(51,895)(46,701)-(17,505)0.00%(16,561) (2,399)(54,562)(47,031)-(17,505)0.00%(16,561) ---105,000 455,000 333.33%930,419 61,172 59,447 58,118 58,117 335,321 476.98%337,575 600 800 450 -1,000 0.00%1,000 61,772 60,247 58,568 163,117 791,321 385.12%1,268,994 31,457 (14,683)(194,595)156,117 758,539 385.88%1,233,277 86,585 88,417 91,069 91,069 92,103 1.14% 92,103 86,585 88,417 91 .069 91,069 92,103 1.14% 92,103 $ (476,669) $(323.493) $ (523,332) $ 1,278,176 _t__1153 ,162 21.51% $ 3,189,791 ThF HPI 6965 6969 69 69 69 N N - N N N. N N N N - N NCS 0 - N N N N N N 69 Nfl IL - CL 6969 6555 69 (#4 69 69 ON NN (#65 ERM 551: H it Will STS20 I HE! jig'. HISH m ia 11 ilia 51.5 MHz Sy cli V 1 HIM HSI o. 1') 0 N (#4 N N 0 ON NNNN = N 0 0 N N N N N (0 ms 0) N A sit (5 o e r-- - i Rai. cgs Sson a 152513. (#4 69 NNNN 0) NNONN (#4 N - #4 (#-C- 0N 6O E4 -0- 0 <NN O = =• #4 N - -J2.NE 0) -W (#0(0. O0INAlmg6 E2°hI #4 O.EZmCflI-aILNO0000OOOIE 0NWZ CL N 0 0 00000 RD 0)0.0I III i 0) 0) 1.C., 0) toN 001I I I IIIIII I IoIIIrJLA I I I I IIIIII IIII ICDIII I m 0cr0 10) I I I 1E.CL I I I I I IjtoII I I I I I I I I I - 4.J N CD L 0 I _0(J C-9 w I I 110I o I I ii o I Ho 00 0d U 9.-o I I I I I I I IInIIoIU LfI Cq >0oI•rn I I OW I co cuU (N >0m1J0.I II I co cI I I I I I UU 00 mN U000) I'-J \,\\,\\\ 0 0 0 0 0 0 0 0 0 0q0000000000ddddddddd0C00r,tO Ln m N ,,-(11 1J 1J 1/1I 1/(I Sanitary Sewer Utility • Budget • Cash Flow Projections • Rate Comparisons • Proposed Debt Service SEWER UTILITY FUND -60200 PUBLIC UTILITY FUND 2012 2013 2014 2014 2015 2016 Object Code I Description Actual Actual YTD Budget Budget Change Budget 49251 - SEWER UTILITY-OPERATIONS OPERATING REVENUES 4707-PENALTIES $ (104511)$ (102340)$ (79,373)$ (100,000)$ (100,000)0.00%$ (100,000) 4721 -SEWER SERVICE (3.487,918)(3,573,596)(2,856,459)(3,800,464)(3,990,000)4.99%(4,230,000) TOTAL SALES AND USER FEES (3,592429)(3,675,936)(2,935,832)(3,900,464)(4.090,000)4.86% (4,330,000) TOTAL OPERATING REVENUES (3,592,429)(3,675,936)(2.935,832)(3,900,464)(4,090.000)4486% (4,330,000) OPERATING EXPENSES 6101 -WAGES & SALARIES-FT EMPLOYEES 118,389 123,687 92,658 121,943 127,987 4.96%130.545 6102- OVERTIME-FT EMPLOYEES 12,072 13.270 11,007 19,900 19.900 0.00%19,900 6103 - WAGES-PART TIME EMPLOYEES 15,635 13,736 12,689 14,300 14,800 3.50%15,100 6111 -SEVERANCE PAY 1,246 411 ---0.00%- 6122- PERA COORDINATED PLAN 9,458 9,930 7,516 8,841 12,164 37.59%12,358 6125- FICA - SOCIAL SECURITY 9,194 9,338 6,870 7,560 10,057 33.03%10.215 6126-PICA-MEDICARE 2,150 2,184 1,606 1,767 2,352 33.11%2,390 6131 -CAFETERIA PLAN CONTRIBUTIONS 21,744 22,616 16,888 23,087 25.416 10.09%29,040 6151 -WORKER'S COMP INSURANCE 5,460 5,375 3,909 4,462 6,011 34.72%6,101 TOTAL PERSONAL SERVICES 195,348 200,547 153,143 201.860 218,687 8.34%225.649 6201 -OFFICE SUPPLIES ---100 100 0.00%100 6203- BOOKS/REFERENCE MATERIALS ---200 200 0.00%200 6204- STATIONARY SUPPLIES 295 2,267 2,391 3,290 3,290 0.00%3,290 6214- CLOTHING & PERSONAL EQUIPMENT 100 --50 50 0.00%50 6216 - CHEMICALS/CHEMICAL PRODUCTS 4,999 5,014 3,086 5,000 5,500 10.00%5,500 6217- SAFETY SUPPLIES 611 899 354 2,500 2,500 0.00%2,500 6219 - GENERAL OPERATING SUPPLIES 2,407 1,024 53 2,800 2.800 0.00%2,800 6223 - BUILDINGS & FACILITIES ---100 100 0.00%100 6224- STREET MAINTMATERIALS 5,347 4,843 -7,500 7,500 0.00%7,500 6227- PAINT SUPPLIES 743 430 444 425 450 5.88%450 6239- OTHER REPAIR & MAINT SUPPLIES 5,744 35 508 5,000 5,000 0.00%5,000 6241 -SMALL TOOLS 75 403 359 500 500 0.00%500 6242- MINOR EQUIPMENT 9,619 1,919 5,351 2,100 36,100 1619.05%2,100 6243- MINOR COMPUTER EQUIPMENT --840 900 --100.00%- TOTAL SUPPLIES 29,940 16,834 13.386 30.465 64,090 110.37%30,090 6301 -ACCTG, AUDIT & FIN'L SERVICES 1,594 1,573 1,640 2,000 2,000 0.00%2,060 6302 -ARCH, ENG& PLANNING 2,880 866 325 1,900 1,900 0.00%1,900 6307- PROFESSIONAL SERVICES 5,260 4,141 2,580 4,730 3,530 -25.37%4,730 6321 -TELEPHONE/PAGERS 983 859 718 1,100 1,120 1.82%1,050 6322 - POSTAGE 10,530 9,460 8,460 12,690 12,690 0.00%12,690 6331 -TRAVEL EXPENSE/MILEAGE -----0.00%- 6351 -PRINTING 189 --375 375 0.00%375 6403 - BLDGS/FACILITIES MAINT SERVICE 7,555 --7,000 7,000 0.00%7,000 6409 - OTHER REPAIR & MAINT SVCS 49,322 22,932 14,036 65,000 65,000 0.00%65,000 6423- LOGIS CHARGES 24,617 25,783 19.200 29,374 41,578 41.55%30,027 6432- CONFERENCES AND SCHOOLS 900 1,275 930 2,150 2,150 0.00%2,150 6434- DUES & SUBSCRIPTIONS 368 403 287 405 405 0.00%405 6441 - LICENSES, TAXES & FEES 25 169 23 170 170 0.00%170 6449 - OTHER CONTRACTUAL SERVICE 13,019 24,384 19.926 26,000 26,000 0.00%26.000 TOTAL SERVICES & OTHER CHARGES 117,242 91,845 68,125 152,894 163,918 7.21%153,557 6361 -GENERAL LIABILITY INSURANCE 3.268 18,583 29,946 5,270 31.795 503.32%33,385 6362-PROPERTY INSURANCE 664 847 1,036 1,010 1,096 8.51%1,151 6366 - MACHINERY BREAKDOWN INSURANCE 179 232 280 275 295 7.27%310 TOTAL INSURANCE 4,111 19.662 31,262 6,555 33,186 406.27%34.846 6381 -ELECTRIC 36,171 40,404 29,271 36,000 37.000 2.78%38,000 6391 - MET COUNCIL ENVIRON SVCS 2.027,787 2,072,773 1,754,842 2,114,215 2,199,000 4.01%2,268,000 TOTALUTILITIES 2,063,958 2,113,177 1,784.113 2,150,215 2,236,000 3.99%2,306,000 6461 -FUEL CHARGES 16,971 18,696 11,685 19,847 19,683 -0.83%20.352 6462 - FIXED CHARGES 12,291 13,515 9,227 13,490 14,240 5.56%14,525 6463 - REPAIR & MAINT CHARGES 26,368 16,422 12,959 23.670 19,458 -17.79%20,459 6465 -REPLACEMENT CHARGES 41.297 78.478 44.339 72.357 79,815 10.31%81,411 TOTAL CENTRAL GARAGE CHARGES 96,927 127,111 78,210 129,364 133,196 2.96%136,747 6530- IMPROVEMENTS 47.028 --1,260,000 1,610,000 27.78%2,311,000 TOTAL CAPITAL OUTLAY 47.028 --1,260,000 1,610,000 2738%2,311.000 6494 - DEPRECIATION EXPENSE 647,862 710,927 473,302 801,647 745,454 -7.01%782,726 TOTAL DEPRECIATION 647,862 710,927 473,302 801,647 745,454 -7.01%782,726 TOTAL OPERATING EXPENSES 3,202,416 3,280,103 2,601,541 4,733,000 5.204,531 9.96%5,980.615 NONOPERATING ITEMS 4607- SPEC ASSESS INTEREST (101)----0.00%- TOTAL SPECIAL ASSESSMENTS (101)----0.00%- 4603- INTEREST EARNINGS (6,753)(8,092)(6,948)(5.000)(13,211)164.22%(16,566) 4605- UNREALIZED INVESTMENT GAIN/LOS 1,551 13.236 ---0.00%- TOTAL INVESTMENT EARNINGS (6,202)5,144 (6,948)(5,000)(13,211)164.22%(16,566) 4921 - REFUNDS & REIMBURSEMENTS -(13,194)(10,953)-(6,836)0.00%(5,521) TOTAL MISCELLANEOUS 6601 - BOND PRINCIPAL 6611 - BOND INTEREST 6621 - PAYING AGENT/OTHER FEES TOTAL DEBT SERVICE TOTAL NONOPERAT1NG ITEMS INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFE 6472- ENGINEERING SERVICE TRANSFER TOTAL TRANSFERS NET CHANGE IN FUND BALANCE -(13194)(10953)-(5,835)0.00% (5,521) ---35,000 35,000 0.00% 170,348 20,391 19,816 19,372 19,373 18,524 -4.38% 81,925 200 125 --400 0.00% 400 20,591 19,941 19,372 54,373 53,924 -0.83% 252,673 15.288 11,891 1,471 49,373 34,878 -29.36% 230,586 88,585 88,417 91,069 91,069 92,103 1.14% 92,103 5,797 ----0.00% - 92,382 88.417 91,069 91,069 92,103 1.14% 9Z103 $ (282,343)$ (295,525)$ (241,751)$ 972,978 $ 1,241,512 27.60% 5 1,973,304 15 16 li 15 11 JA - 2 2 l 0W Ui 0 0 15 12 2 C2O115 00000 II 1iI lip. 44!IIIILJIui: 0 Lfl 00 mkRen 00An 00 o I I I I I I,- P I a) 0I a) 0 P 0 4-'L. I II I II II I II II I 2.2caa)UII__I______ O,>0N. I Ia..I I II I I (UUwII I 0Ud I I I I U Co I I III I I I (0Coa)(J 'p a) 4-O I I I I I I I((IC I I I CO '.0 w aiI o I IiIto o I IoI I0 Ir.(0 I>9-o Ia)II IC 4-' oU N.loI0 a) I I COI Looi 14-. 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0d d d d 000 N.kD Lh m c.i $1,640,000 City of Brooklyn Center, Minnesota General Obligation Improvement Bonds, Series 2015 2015 Sanitary Sewer Projects DEBT SERVICE SCHEDULE Date Principal Coupon Interest Total P+l 105% Levy Fiscal Total 08/01/2015 ----- 08/01/2016 --32292.50 32292.50 33,907.13 - 02/01/2017 140,000.00 0.900%16146.25 156,146.25 163,953.56 197,860.69 08/01/2017 15,516.25 15,516.25 16,292.06 - 02/01/2018 155,000.00 1.150%15,516.25 170,516.25 179,042.06 195,334.13 08/01/2018 --14,625.00 14,625.00 15,356.25 - 02/01/2019 160,000.00 1.450%14,625.00 174,625.00 183,356.25 198,712.50 08/01/2019 --13465.00 13,465.00 14,138.25 02/01/2020 160,000.00 1.650%13,465.00 173,465.00 182,138.25 196,276.50 08/01/2020 --12,145.00 12,145.00 12,752.25 - 02/01/2021 160,000.00 1.900%12,145.00 172,145.00 180,752.25 193,504.50 08/01/2021 --10,625.00 10,625.00 11,156.25 - 02/01/2022 165,000.00 2.100%10,625.00 175,625.00 184,406.25 195,562.50 08/01/2022 --8,892.50 8,892.50 9,337.13 - 02/01/2023 170,000.00 2.300%8,892.50 178,892.50 187,837.13 197,174.25 08/01/2023 --6,937.50 6,937.50 7,284.38 - 02101/2024 175,000.00 2.500%6,937.50 181,937.50 191,034.38 198,318.75 08/01/2024 --4,750.00 4,750.00 4,987.50 - 02/01/2025 175,000.00 2.600%4,750.00 179,750.00 188,737.50 193,725.00 08/01/2025 --2,475.00 2,475.00 2,598.75 - 02/01/2026 180,000.00 2.750%2,475.00 182,475.00 191,598.75 194,197.50 Total $1,640,000.00 -$227,301.25 $1,867,301.25 $1,960,666.31 - SIGNIFICANT DATES Dated............................................................................................................................................................................................ 8/01/2015 DeliveryDate ......................................................................... .......................................................................................................8/01/2015 FirstCoupon Date........................................................................................................................................................................8/01/2016 Yield Statistics BondYear Dollars ................................................................... .....................................................................................................$10,145.00 AverageLife.................................................................................................................................................................................6.186 Years AverageCoupon..........................................................................................................................................................................2.2405249% NetInterest Cost (NIC)................................................................................................................................................................2.3860153% TrueInterest Cost (TIC)...............................................................................................................................................................2.3842888% Bond Yield for Arbitrage Purposes...............................................................................................................................................2.2074493% All Inclusive Cost (AIC)................................................................................................................................................................2.5325760% IRS Form 8038 NetInterest Cost..........................................................................................................................................................................2.2405249% WeightedAverage Maturity ........................................................................ ..................................................................................6.186 Years Interest rates are estimates. Changes in rates may cause significant alterations to this schedule. The actual underwriters discount bid may also vary. 2015 GO B,,,d / 2,ni/,ny / 512512014 / 3,241111 S p11 n q s t e d Storm Water Utility n -I o Cash Flow Projections Rate Comparisons STORM SEWER UTILITY FUND -65100 PUBLIC UTILITY FUND 2012 2013 2014 2014 2015 2016 Object Code I Description Actual Actual YTD Budget Budget Change Budget 49411 - STORM SEWER UTILITY-OPERATIONS OPERATING REVENUES 4707-PENALTIES $ (38071)$ (28511)$ (20,900)$ (35,000)$ (35,000)0.00%$ (35,000) 4731 -STORM DRAINAGE FEES (1,599,414)(1,593,401)(1,198,911)(1597,370)(1,600,000)0.16%(1,600,000) TOTAL SALES AND USER FEES (1.637,485)(1,621,912)(1.219,811)(1,632.370)(1.635,000)0.16%(1.635,000) TOTAL OPERATING REVENUES (1,637,485)(1,621,912)(1.219.811)(1,632,370)(1,635,000)0.16%(1.635,000) OPERATING EXPENSES 6101 -WAGES & SALARIES-FT EMPLOYEES 124,908 132,478 95,643 127,952 134,922 5.45%137,619 6102- OVERTIME-FT EMPLOYEES 1,430 2,047 987 1,500 1,500 0.00%1,500 6103- WAGES-PART TIME EMPLOYEES -6,802 4,378 10,815 11,140 3.01%11,360 6111 -SEVERANCE PAY 903 333 ---0.00%- 6122- PERA COORDINATED PLAN 9,159 9,752 7,005 9,277 11,043 19.04%11,246 6125- FICA - SOCIAL SECURITY 8,113 8,990 6,345 7,932 9,130 15.10%9,296 6126-FICA-MEDICARE 1,897 2,103 1,484 1,855 2,135 15.09%2,175 6131 -CAFETERIA PLAN CONTRIBUTIONS 21,706 22,662 16,881 23.087 25,416 10.09%29,040 6151 -WORKER'S COMP INSURANCE 8,717 9,018 6,258 8,666 9,917 14.44%10,095 TOTAL PERSONAL SERVICES 176,833 194,185 138,981 191.084 205,203 7.39%212.331 6204- STATIONARY SUPPLIES 138 1,234 1,304 1.540 1,540 0.00%1,540 6219- GENERAL OPERATING SUPPLIES 407 79 -500 500 0.00%500 6224- STREET MAINT MATERIALS 3.103 4,845 2,835 7,500 7,500 0.00%7,500 6225- PARK & LANDSCAPE MATERIALS 140 ----0.00%- 6239 - OTHER REPAIR & MAINT SUPPLIES 1,267 19.385 13,592 35,000 35,000 0.00%36,000 6242- MINOR EQUIPMENT 854 ----0.00%- TOTAL SUPPLIES 5,909 25,543 17,731 44,540 44,540 0.00%45,540 6301 - ACCTG, AUDIT & FIN'L SERVICES 1,594 1,573 1,640 2,000 1,000 -50.00%1,030 6302-ARCH, ENG& PLANNING 426 1,750 3.663 100,000 100,000 0.00%20,000 6307- PROFESSIONAL SERVICES 1,481 1,670 1,487 1,606 1,600 -0.37%1,840 6322-POSTAGE 5,129 3,680 4,140 5,940 5,940 0.00%5,940 6331 -TRAVEL EXPENSE/MILEAGE 142 --110 110 0.00%110 6342- LEGAL NOTICES 30 32 39 50 50 0.00%50 6351 -PRINTING 23 ----0.00%- 6409- OTHER REPAIR & MAINT SVCS 1,100 31,074 26,651 30,000 37,500 25.00%39,375 5423- LOGIS CHARGES 14,194 14,736 13,573 16,785 23,759 41.55%17,158 6434- DUES & SUBSCRIPTIONS 53,722 53,198 54,142 52,477 54.483 3.82%57.200 6449 - OTHER CONTRACTUAL SERVICE 1,098 2,145 2,354 5,000 5,000 0.00%5,000 TOTAL SERVICES & OTHER CHARGES 78,939 109,858 107.689 213,968 229,442 7.23%147.703 6361 - GENERAL LIABILITY INSURANCE 2,797 2,564 3,016 4,280 3,311 -22.64%3,477 TOTAL INSURANCE 2,797 2,564 3,016 4.280 3.311 -22.64%3,477 6461 -FUEL CHARGES 10,167 8,088 5,014 11,877 8,497 -28.46%8,786 6462- FIXED CHARGES 4,182 5,726 4,157 5,570 6.341 13.84%6,468 5463- REPAIR & MAINT CHARGES 22,995 21,761 9,710 31,560 29,011 -8.08%30,462 6465 -REPLACEMENT CHARGES 51,059 63,580 31,522 41,455 45,963 10,87%46,882 TOTAL CENTRAL GARAGE CHARGES 88,403 99,155 50,403 90.462 89,812 -0.72%92,598 6540 - EQUIPMENT & MACHINERY ----15,600 0.00%- 6530- IMPROVEMENTS 78,069 1.875 132,216 1,388.000 1,811,000 30.48%1,295,000 TOTAL CAPITAL OUTLAY 78,069 1.875 132,216 1,388,000 1,826,600 31.60%1,295,000 6494- DEPRECIATION EXPENSE 982,599 1,034.761 687,273 1,175,000 1,082,453 -7.88%1,136,576 TOTAL DEPRECIATION 982,599 1,034.761 687,273 117,000 1,082,453 -7.88%1.136,576 TOTAL OPERATING EXPENSES 1.413,549 1,467,941 1.137,309 3,107.334 3,481,361 12.04%2.933,225 NONOPERATING ITEMS 4603 - INTEREST EARNINGS (13,396)(13,714)(13,064)(10,000)(22,390)123.90%(28,075) 4605- UNREALIZED INVESTMENT GAIN/LOS 2.927 21,882 ---0.00%- TOTAL INVESTMENT EARNINGS (10.469)8,168 (13,064)(10.000)(22,390)123.90%(28,075) 4606 - OTHER REVENUE (23,283)----0.00%- 4612- DONATIONS &CONTRIBUTIONS (100)(100)(100)--0.00%- TOTAL MISCELLANEOUS (23,363)(100)(100)--0.00%- TOTAL NONOPERATING ITEMS (33,832)8,068 (13.164)(10,000)(22,390)123.90%(28,075) INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFE 86,585 88.417 91,070 91,070 92,103 1.13%92,103 TOTAL TRANSFERS 86,585 88,417 91,070 91.070 92,103 1.13%92,103 NET CHANGE IN FUND BALANCE $ (171,183)$ (57.486)$ (4.596)$ 1.556,034 $ 1.916,074 23.14%$ 1,362,253 z;l'-2 V78112,1'13,31 EL z IN 16 16 6 c4 a 14 c4 c4 Ili 16 16 0 ti EL '66 cl cli EL it 0 (El- EL&_-J 9 U lC9 9ft 5;EL99m ULZ EL EU (I 0001.) CD co 0 Vll 00 ai co 0' CL ca .1 a)02 Co OF' U a) a) 0 .2 Co cc C 0a) N - a) I 0m ________ 0. in 0 0 0 0 0q Ln 0 Ln0Ln Street Light Utility • Budget • Cash Flow Projections • Rate Comparisons STREET LIGHT UTILITY FUND - 65200 PUBLIC UTILITY FUND 2012 2013 2014 2014 2015 2016 Object Code I Description Actual Actual YTD Budget Budget Change Budget 49571 - STREET LIGHT-OPERATIONS OPERATING REVENUES 4707-PENALTIES $ (8177)$ (8,796)$ (7,145)$ (7,500)$ (7,500)0.00% $(7,500) 4741 - STREET LIGHT SERVICE CHARGE (346,531)(408,674)(333,034)(442,369)(443,000)0.14%(443,000) TOTAL SALES AND USER FEES (354,708)(417,470)(340,179)(449,869)(450,500)0.14% (450.500) TOTAL OPERATING REVENUES (354708)(417,470)(340,179)(449,869)(450,500)0.14% (450,500) OPERATING EXPENSES 6204- STATIONARY SUPPLIES 25 113 118 280 280 0.00%280 6239- OTHER REPAIR & MAINT SUPPLIES -2,294 -2,500 2,500 0.00%2,500 TOTALSUPPLIES 25 2,407 118 2,780 2,780 0.00%2.780 6307-PROFESSIONAL SERVICES 134 43 41 200 200 0.00%200 6322- POSTAGE 896 720 720 1,080 1,080 0.00%1,080 6409- OTHER REPAIR & MAINT SVCS 2,364 13,112 8,838 15,000 15,000 0.00%15,000 6423-LOGIS CHARGES 3,515 3,680 2,979 4,196 5,940 41.56%4,290 6449- OTHER CONTRACTUAL SERVICE 14 ----0.00%- TOTAL SERVICES & OTHER CHARGES 6,923 17,555 12,578 20,476 22,220 8.52%20.570 6361 -GENERAL LIABILITY INSURANCE 2,068 1,445 1,077 3,200 1,543 -51.78%1,620 TOTAL INSURANCE 2,068 1,445 1,077 3,200 1,543 -51.78%1.620 6381 - ELECTRIC 169,125 188,516 118,005 175,000 175,000 0.00%180,000 TOTALUTILITIES 169,125 188,516 118,005 175,000 175,000 0.00%180,000 6530- IMPROVEMENTS ---40,000 220,000 450.00%260,000 TOTAL CAPITAL OUTLAY ---40,000 220,000 450.00%260.000 6494 - DEPRECIATION EXPENSE 28,449 28,371 29,802 36,900 46,935 27.20%49,282 TOTAL DEPRECIATION 28,449 28,371 29.802 36,900 46,935 27.20%49,282 TOTAL OPERATING EXPENSES 206,590 238,294 161,580 278,356 468,478 68.30%514,252 NONOPERATING ITEMS 4603- INTEREST EARNINGS (381)(664)(557)(500)(1,084)116.80%(1,359) 4605- UNREALIZED INVESTMENT GAIN/LOS 112 1,191 ---0.00%- TOTAL INVESTMENT EARNINGS (269)527 (557)(500)(1,084)116.80% (1,359) 4606-OTHER REVENUE (113) - 0.00% 4921 - REFUNDS & REIMBURSEMENTS - - 258 - 0.00% TOTAL MISCELLANEOUS (113) - 258 - 0.00% TOTAL NONOPERATING ITEMS INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFE 6482- MISC TRANSFER OUT TOTAL TRANSFERS NET CHANGE IN FUND BALANCE (382)527 (299)(500)(1,084)116480% (1,359) 16,244 18,785 19,350 19,350 20,272 4.76% 20,272 436 ----0.00% - 16,680 18,785 19,350 19,350 20,272 4.76% 20,272 $ (131,820)1 (159,864)$ (159,S48)$ (152,663)$ 37,166 -124.35% $ 82,665 3g e'L eneL tOt, to to 0 tobO to to tO tO ' to° LU to CSL to en to LU CL 0 CL CO to CL CC to to 0 toto to to to CC toOtoN en 0 clJ C11 6 c5 Ili tot, to to to to r 6 ene--o0 Iv C- tot, to to to tO gg CC to CL a- tot, to to to to U doo C'ICdC'1 a UOL COOCC CL to IN 1 CO toNtoOC 00CC a- 0 to CL 00 N N en 0 CC en CC CC en to en 0 40 to to en en toen to cC- OcIl _R0-- entotoCL0en to -enCLen LOOCO c1l III IQ q Ill IQ N Ili to to - -to CL to-to en a- tot, to to 0O tO LU U o '- enen4--.-CC0CL -toCLto 0044 C- CCC 0 N N en en 0 en en 0 to CC N to en to to 0 0 CCL0CNCL0 0 0enCC- tooto to to '- C-to toto C- CC 0 CC en LU CC en 0 en 0CC to • CC CC en 0 to 0 to L0• L to 0 LU to CLtoNLLC to CCCCtoO tototo a- 0 0CCOC OCLOOCCLOto N CCL40 enoen o O LL en CC to CO en CO LU to to CO N CC o 0 to to - en LU en to LU en en to m en 0 o too CO CC to 0 en 00 LU to LU en CO N ON- to to m en tot, Co to to to LrLO enoLenoCCUoN en 0NL04 CC tot, to to to to 0CC OCoto NOLCCO'- CO O4toCCC-CC toOto CO'CCLCO 0 COLCCCOCCCO 04 ti C CO N LU COCOCLO C- entotoN-OCO LOOCU - <en tot, to to to C to I a - c L W,&432 CL0 Ci 400 C< CC 0 a- CE fao U5 - &_ Q. 43 43 0 434343 LM I _N I I Ln LqtD li co aj km Il om u tio Ln ki I Ln II I rL Recycling Utility Cash Flow Projections Rate Comparisons RECYCLING UTILITY FUND-65300 PUBLIC UTILITY FUND 2012 2013 2014 2014 2015 2016 Object Code I Description Actual Actual YTD Budget Budget Change Budget 49311 * RECYCLING OPERATING REVENUES 4707-PENALTIES $ (10,306)$ (10,405)$ (8,326)$ (5,000)$ (5,000)0.00% S (5.000) 4751 -RECYCLING SERVICE FEES (280,430)(287465)(220,717)(311,466)(320,810)3.00% (327,226) TOTAL SALES AND USER FEES (290,736)(297,870)(229,043)(316,466)(325,810)2.95% (332,226) TOTAL OPERATING REVENUES (290,736)(297,870)(229.043)(316.466)(325,810)2495% (332.226) OPERATING EXPENSES 6204-STATIONARY SUPPLIES 25 157 165 150 150 0.00% 150 TOTAL SUPPLIES 25 157 165 150 150 0.00% 150 6307- PROFESSIONAL SERVICES 6 158 56 100 100 0.00% 100 6322-POSTAGE 896 720 720 1,250 1,400 12.00% 1,400 6423- LOGIS CHARGES 3,515 3,660 2,979 4,196 5,940 41.56% 4,290 6449 - OTHER CONTRACTUAL SERVICE 262.682 262,604 218,864 270,000 270,000 0.00% 278,100 TOTAL SERVICES & OTHER CHARGES 267,099 267,162 222,619 276,543 277,440 0.69% 283,890 6361 -GENERAL LIABILITY INSURANCE 506 917 1,465 1,875 1,113 -40.64% 1,169 TOTALINSURANCE 506 917 1.466 1.875 1.113 -40.64% 1.169 TOTAL OPERATING EXPENSES 267,630 268,236 224,249 277.571 278,703 0.41% 285,209 NONOPERATING ITEMS 4603 - INTEREST EARNINGS (15)(34)(35)-(56)0.00% (70) 4605- UNREALIZED INVESTMENT GAINILOS -1 ---0.00% - 4921 - REFUNDS & REIMBURSEMENTS --616 --0.00% - TOTAL INVESTMENT EARNINGS (15)(33)581 *(56)0.00% (70) TOTAL NONOPERATING ITEMS (15)(33)581 -(66)0.00% (70) INTERFUND TRANSFERS 6471 -ADMINISTRATIVE SERVICE TRANSFE 18,222 20,807 21,850 21,850 22,478 2.87% 22,478 TOTAL TRANSFERS 18.222 20.807 21,860 21,850 22.478 2.87% 22,478 NET CHANGE IN FUND BALANCE $ (4.899)$ (8,860)$ 17,637 $ (17.045)$ (24,685)44.82% $ (24.609) 0- 0 0 ci cs Is 06 0- - 0 lo m2 Nm < 3a H HIH Ln I I cu Vl- aj CD cr 06 0 txo CD kD LL CD LM Li Ilk"CL z MEMORANDUM - CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION DATE: October 20, 2014 TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director WL SUBJECT: 2015 Budget Discussion Follow-up Items Please find the below responses to questions raised at our October 6 Budget Work Session: 1)Please provide more information on the police officers body microphones? This will upgrade our current officer's body microphones to include video recording. The cost for this would be about $1,000 per squad car (15) currently outfitted with squad car cameras. The body camera would replace the body microphone currently worn on our officers, currently the biggest unknown cost for the project is the cost of storing the video data vs just the current audio data. 2)Did the City receive insurance funds for the damaged fire truck? After our $2,500 deductible the City received $38,070 from our insurance for damages to the fire truck. 3)Is it necessaiy to replace the three pieces of golf course equipment listed on the replace schedule? This item will be addressed during the Centerbrook Golf Course presentation. 4)What is the life expectancy and other information on the street sweeper The replacement cycle for our two street sweepers is 8-years. The establishment of this cycle is based on a balance of the preventive maintenance services, repairs, mechanical failures, avoiding downtown, etc. that we experience with the street sweepers. Street sweepers are high maintenance items due to the many mechanical components and the very harsh environment that they are operated in. Our new sweeper will be a "waterless" sweeper that provides better sweeping (cleaner streets) and can be used in subzero temperatures. Currently, we are somewhat limited with our existing sweepers as they use water for dust suppression and cannot be used during freezing conditions. ilJissw,,: Ensuring an attractive, clean, safe, inclusive coninuinstj that enhances the quality of life fin- all people (I/id presen'es the public (lust k'A I 1k'A (I] 1iI IlIJh'A IJ U I'Iii1SJ[iJ I 1 I[iJ I I[i] I I FI1 (I]1I] ki !iYLI) ti I *E1 (I)I The new sweeper technology provides the following improved sweeping capabilities: • Increased pick-up of fine organic particles and material, enhancing removal of phosphorus and nitrogen load, improving storm water quality to meet Minnesota Pollution Control Agency requirements. • Year round sweeping - Wintertime cleanup of road salt residue and debris in freezing conditions is now possible, which will help mitigate the Minnesota Pollution Control Agency mandate to address the chloride impairment on Shingle Creek. • Waterless and improved dust control by use high airflow system (similar to a vacuum). • Greater productivity - Reduced water fills and machine clean-up. • Reduced engine emissions through use of a Tier 4-I engine. 5)Can past comparison data be provided regarding the City's debt? See attached: City Debt Information Memo 6)Request for Tax Increment District map printed in color. See attached: TIF Districts Project Limits Map Mission: Ensuring an attractive, clean, safe, inclusive coinmunitj' that enhances the quality of life for all people and preserves the public trust City of Brooklyn Center Memoraiithum TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director DATE: October 6, 2014 SUBJECT: City Debt Information Here is some additional information regarding the City's debt levels, based on information I had readily available, please let me know if there is any other information you would like to see provided. Credit Rating Standard & Poors reviewed the City's credit rating on November 22, 2013 and reaffirmed the City's "AA" Credit Rating. The rating reflected their assessment of the following factors of the City (1 have attached the credit rating report and encourage you to review their analysis): • Weak economy, that benefits from participation in the broad and diverse economy of the Minneapolis-St. Paul-Bloomington metropolitan statistical area; o Very strong budgetary flexibility, with 2012 audited reserves at 74% of general fund expenditures; o Strong budgetary performance, including projections of better-than-break-even general fund operations in fiscal 2013 and break-even or slight use of reserves in fiscal 2014; o Very strong liquidity providing very strong cash levels to cover both debt service and expenditures; o Very strong management with strong financial practices; and • Adequate debt and contingent liabilities position, with rapid amortization. Statutory Debt Limit State statutes limit the amount of general obligation debt a Minnesota city may issue to 3% of total Estimated Market Value. The current debt limitation for the City is $40,152,162. All of the City's debt issues have pledged revenue sources other than property tax revenue, therefore none of the City's net outstanding debt is counted against the statutory limitation. Ratio Analysis The following captures debt ratios from the City that give some additional information for trend peer group analysis. We have compiled a peer group average derived from information available from the Office of the State Auditor for cities of the 2nd class (population 20,000 to 100,000). Debt-to-Assets Leverage Ratio, (Solvency Ratio) The debt-to-assets leverage ratio is a comparison of a city's total liabilities to its total assets or the percentage of total assets that are provided by creditors. It indicates the degree to which the City's assets are financed through borrowings and other long-term obligations (i.e. a ratio of 0.50 would indicate half of the assets are financed with outstanding debt). 2007 2008 2009 2010 2011 2012 2013 Brooklyn Center 22.17%22.24%20.50%18.95%16.51%15.04%21.417 Peer Group 23%23%22%23%19%22%nla Debt Service Coverage Ratio The debt coverage ratio is a comparison of cash generated by operations to total debt service payments (principal and interest) of enterprise funds. This ratio indicates if there are sufficient cash flows from operations to meet debt service obligations. Except in cases where other non- operating revenues (i.e. taxes, assessments, transfers from other funds, etc.) are used to fund debt service payments, an acceptable ratio would be above 100%. 2007 2008 2009 2010 2011 2012 2013 Brooklyn Center ****592.110/,957.49%888.07% Peer Group 247%218%320%136%138%172%n/a *Th e City did not have enterprise debt in these years Bonded Debt per Capita (Funding Ratio) This dollar amount is arrived at by dividing the total bonded debt by the population of the city and represents the amount of bonded debt obligation for each citizen of the city at the end of the year. The higher the amount, the more resources are needed in the future to retire these obligations through taxes, assessments, or user fees. 2007 2008 2009 2010 12011 2012 2013 Brooklyn Center $911 $973 $852 $777 $681 $594 $861 Peer Group $1,485 $1,464 $1,426 $1,378 $1,181 $1,362 n/a Attachments: 1)S&P Credit Report Rating 2)Annual Combined Debt Service Payments 3) Annual Principal Payments/Debt Outstanding - CO Co C) C?) - C) c) LU CO C LU IICIIC?) - LU N t Co N- - C) LU 00 C?) II LU LU CO C?) 0) N (U IC) C?) 6 N- t coiiN (C) ct (C) t C v- - C) N. C)II o M CD (0 LU - C?) - C) 0)II Ci'C?ic'i (1)11 C) LU C) LU C) (0 Co CO - 0) LU LU LUllCON C)C) C) C) N- Co C) C?) N N- N -q Loll C) C) (I)'t C) V,7, C?) 0) N- - 0) 0:) C?) 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STANDARD & POOR'SRATINGS SERVICES McGRAW HILL FINANCIAL 11atingsDirect 0 Sumniary: Brooklyn Center, M nota; General Olbllgaüon Primary Credit Analyst: Steffanie A Dyer, Chicago (1) 312-233-7007; steffanie.dyer@standardandpoors.com Secondary Contact: Jennifer Boyd, Chicago (1) 312-233-7040; jennifer.boyd@standardandpoors.com Table Of Contents Rationale Outlook Related Criteria And Research WWW.STANDARDANDPOORS.COM/RATINGSDIRECT NOVEMBER 22, 2013 1 1220797 1300192162 Summart'y: Brooklyn Center, Minnesota; General Obligation US$6.09 mil taxable GO tax mere bnds ser 2013A due 02/01/2022 Long Term Rating AA/Stable New US$4.92 mil GO imp bnds ser 2013B due 02/01/2024 Long Term Rating AA/Stable New Brooklyn Ctr GO Long Term Rating AA/Stable Affirmed Rationale Standard & Poor's Ratings Services assigned its 'AA' long-term rating to Brooklyn Center, Minn.'s series 2013A taxable general obligation (GO) tax-increment bonds and series 2013B GO improvement bonds. At the same time, we affirmed our 'AA' long-term rating on the city's series 2010A GO utility revenue bonds based on our recently released local GO criteria. The outlook is stable. Brooklyn Center's unlimited-tax GO pledge secures both series of bonds. However, the city intends to pay debt service on the series 2013A bonds with tax-increment revenues and on the series 2013B bonds partially with special assessment revenues. The series 2013A bond proceeds will provide the funds to purchase land for redevelopment while the series 2013B bond proceeds will fund street projects. The ratings reflect our assessment of the following factors for the city: o Weak economy, that benefits from participation in the broad and diverse economy of the Minneapolis-St. Paul-Bloomington metropolitan statistical area (MSA); o Very strong budgetary flexibility, with 2012 audited available reserves at 74% of general fund expenditures; • Strong budgetary performance, including projections of better-than-break-even general fund operations in fiscal 2013 and break-even or a slight use of reserves in fiscal 2014; • Very strong liquidity providing very strong cash levels to cover both debt service and expenditures; o Very strong management with strong financial practices; and • Adequate debt and contingent liabilities position, with rapid amortization. Weak economy We consider Brooklyn Center's economy weak, although it benefits from access to the broad and diverse economy of the Minneapolis-St. Paul-Bloomington MSA. Brooklyn Center is just north of Minneapolis. The city has projected per-capita effective buying income of 78% of the U.S. Per-capita market value (based on economic market value) for the city was $49,820 for pay 2013. The city's local economy continues to experience redevelopment. Its net tax capacity decreased by 7% in 2013 compared to the previous year, but management projects that the values are leveling off. WWW.STANDARDANDPOORS.COIVI/RATINGSDIRECT NOVEMBER 22, 2013 2 1220797 1300192162 Summary: Brooklyn Center, Minnesota; General Obligation Very strong budgetary flexibility In our opinion, Brooklyn Center's budgetary flexibility remains very strong, with reserves above 30% of expenditures that are also projected to remain well above that level. For audited fiscal 2012, available reserves (general fund and liquor fund—cash and cash equivalents) were $12.6 million, or 74% of adjusted expenditures. The general fund expenditures were adjusted to include routine transfers from the general fund. Brooklyn Center is projecting an increase in reserves in fiscal 2013 and balanced operations in fiscal 2014 before spending on capital projects. Strong budgetary performance The city's budgetary performance has been strong overall, in our view, with a surplus of 5.4% for the general fund and 0.4% in its total governmental funds in fiscal 2012. The city is projecting general fund operations in fiscal 2013 exceeding fiscal 2012 results and a balanced budget for fiscal 2014 before capital spending. Our calculations for fiscal 2012 performance include transfers between the enterprise funds and total governmental funds. Very strong liquidity Supporting Brooklyn Center's finances is liquidity we consider very strong, with total government available cash at 134% of total governmental funds adjusted expenditures and 1,028% of debt service. Available cash excludes investments maturing greater than one year. We believe the city has strong access to external liquidity. The city has issued GO debt a number of times over the past 20 years. Very strong management conditions We view the city's management conditions as very strong, with strong financial practices. Key practices include regular reporting to the city council on budget performance and investments. The city performs multiyear capital planning. The fund balance policy calls for an unassigned general fund balance of between 50%-52% of the next year's operating budget. The city also has a formal debt management policy. It produces a two year budget, although the council only formally adopts the upcoming budget year. Adequate debt and contingent liability profile In our opinion, Brooklyn Center's debt and contingent liability profile is adequate, with total governmental funds debt service at 13% of total governmental funds adjusted expenditures, and with net direct debt at 99% of total governmental funds adjusted revenue. The city's direct debt amortization is rapid, with 98% retired over 10 years. We understand the city might issue around $20 million in GO debt in the next two years for street projects and a new water treatment plan. Utility revenues are the anticipated source of payment for approximately $18 million of the $20 million anticipated GO debt. The defined-benefit plans administered by the Minnesota Public Employees' Retirement Association (PERA) cover all full-time and certain part-time city employees. PERA administers the General Employees' Retirement Fund (GERF) and the Public Employees' Police & Fire Fund (PEPFF), cost-sharing, multiple-employer retirement plans. In fiscal 2012, city contributions to GERF and PEPFF totaled $1 million, equal to the required contributions as set by state statutes. Volunteer firefighters are covered by the Brooklyn Center Fire Department Relief Association. The city contributed $55,521 in fiscal 2012 that, when added to the state's contribution, brought the funded ratio to 101.5%. The city pays for health care premiums of certain retirees where other retirees can participate in its health insurance plan by paying the entire premium cost themselves. The city funds its other postemployment benefit (OPEB) obligation on a pay-as-you-go basis, contributing $159,375 in fiscal 2012 or 67.6% of its annual OPEB cost. The city, however, set WWW.STANDARDANDPOORS.COM/RATINGSDIRECT NOVEMBER 22, 2013 3 12207971 300192162 Summary: Brooklyn Center, Minnesota; General Obligation aside funds for its OPEB payments in a separate fund that held $1 million of cash and cash equivalents in fiscal 2012. The combined pension and OPEB payments in fiscal 2012 were $1.3 million or 4.7% of total governmental funds adjusted expenditures. Strong institutional framework We consider the institutional framework score for Minnesota cities with populations greater than 2,500 as strong. (See the Institutional Framework score for Minnesota.) Outlook The stable outlook reflects Standard & Poor's expectation that Brooklyn Center will maintain its very strong budgetary flexibility, liquidity, and management. As such, we do not anticipate changing the rating during the two-year time frame of the outlook. The outlook also incorporates the city's participation in the broad and diverse Minneapolis-St. Paul metropolitan area economy. Related Criteria And Research Related Criteria o USPF Criteria: Local Government GO Ratings Methodology And Assumptions, Sept. 12, 2013 Related Research • S&P Public Finance Local GO Criteria: How We Adjust Data For Analytic Consistency, Sept. 12, 2013 • Institutional Framework Overview: Minnesota Local Governments Complete ratings information is available to subscribers of RatingsDirect at www.globalcreditportal.com . All ratings affected by this rating action can be found on Standard & Poor's public Web site at www.standardandpoors.com . Use the Ratings search box located in the left column. WWW.STANDARDANDPOORS.COM/RATINGSDIRECT NOVEMBER 22, 2013 4 1220797 1300192162 Copyright © 2013 by Standard & Poor's Financial Services LLC. All rights reserved. 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WWW.STANDARDANDPOORS.COM/RATINGSDIRECT NOVEMBER 22, 2013 5 12207971 300192162 TIF DISTRICTS _____ Project Area Boundary TIF District No.2 TIF District No. 3 TIF District No. 4 TIF District No. 5 Central Commerce District Housing Development and Redevelopment Project No. 01 and Tax Hiiicrement Financing (TDF) Districts - - 0 1 t 0 5 0 0 0 C .-- 1' n - - -tyof KLYN TER N W E F s Created by Brooklyn Center Business and Development Dept./GIS Document Path: L:\Usnrs\CorrrDev\TlFareos\TIF MAP DISTRICTSrnod •\, \\ GE Ap.!..0 bt ct •;:' E U S C • S ri "a — ftft QJ oo 0• • 0 QJ S S I10 GE //.\ • _ IILn bL 0 CD i) Lf) C -WCD 0 ro W w G) CU -C W UQ) E00CV)m E C o bJD - oWuW0U0WU (D0 i5 ° wE a°0CD.W 1-WCCD-7 C >4.5 QC C -oC']O 0 0 0 >- 0 -<U Q u W O a u 00 •1 V / 1) -m N N O Nflm N N O N V GE ct I r1 N CIA N c CU 0 LU Q bi _ - w bD L-J 0 biDdr- co V) (I, .i C C cu 1T 1 CD • 0 Li_I (.1) (J•) 0 U Ci-. 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Lt o >0 00) ca a)LI CD -0 c_l>0 —p 00 0-0'2Co c w U (N - CD U b.O kR> LL CD 4-'0 C)Ln U.-0 C) ILnLfl•___________ rn 0I qjl- C)(\j 0 •1-'W D 0)1) 0 C) (0I City of Brooklyn Center Water Utility Cash Flows Revised: October 16, 2014 Rate Increasel(Decrease) Rate per 1,000 Gallons Average Residential Fee (18,000 gallons per quarter) Per Quarter Increase/(Decrease) Revenues Operating Investment Earnings Nonoperating Bond Proceeds (PFA) Bond Proceeds (GO) Total Expenditures Personal Servcies Supplies Other Services & Charges Insurance Utilities Depreciation Capital Outlay Capital Outlay (PFA) Capital Outlay (CIP) Debt Service (Existing) Debt Service (PFA) Debt Service (GO Bonds) Total Cash Balance - Beginning Changes in Accruals Revenues Expenditures Noncash - Depreciation Cash Balance - Ending $0.09 $0.10 $ 0.37 $0.41 $045 $0.07 $0.08 $ 0.08 $0.08 $$-$-$(0.13)$(0.12)$ (0.12)$(0111)$ - $1.60 $1.70 $ 2.07 $2.49 $2.94 $3.01 $3.09 $ 3.16 $3.24 $3.24 $3.24 $3.24 $3.11 $2.99 $ 2.87 $2.75 $ 2.75 $30.72 $32.68 $ 39.88 $47.82 $56.46 $57.89 $59.33 $ 60.78 $62.24 $62.24 $62.24 $62.24 $59.82 $57.42 $ 55.04 $52.87 $ 52.87 $1.96 $ 7.20 $7.94 $8.64 $1.43 $1.44 $ 1.45 $1.46 $-$-$-$(2.42)$(2.40)$ (2.38)$(2.17)$ - Actual Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 $2,275,767 $2,543407 $ 3,070,570 $3,651,299 $4,308,533 $4,416,246 $4,526,652 $ 4,639,819 $4,755,814 $4,755,814 $4,755,814 $4,755,814 $4,565,582 $4,382,958 $ 4,207,640 $4,039,334 $ 4,039,334 (7,059)7,000 15,277 19,156 11,797 16,533 8,380 13,444 7,363 10,201 13,551 15,182 8,331 12,153 11,275 12,349 14,495 81,990 17,905 16,561 ------------ --19,000,000 -------------- ---2,599,021 3,380,414 -2,075,575 -----2,550,012 --- 2,350,698 2,550,407 22,103,752 6,286,037 7,700,744 4,432,779 6,610,608 4,653,263 4,763,178 4,766,015 4,769,365 4,770,996 7,123,925 4,395,112 4,218,915 4,051,683 4,053,829 490,311 504,978 534,820 553,830 570,445 587,558 605,185 623,341 642,041 651,302 681,141 701,575 722,623 744,301 766,630 789,629 813,318 140,809 181,410 208,960 173,860 177,337 180,884 184,502 188,192 191,955 195,795 199,710 203,705 207,779 211,934 216,173 220,497 224,906 518,381 472,999 518,832 447,358 456,305 465,431 474,740 484,235 493,919 503,798 513,874 524,151 534,634 545,327 556,233 567,358 578,705 20,623 31,585 23,733 37,385 38,133 38,895 39,673 40,467 41,276 42,102 42,944 43,802 44,679 45,572 46,484 47,413 48,361 157,248 159,200 159,200 229,200 233,784 238,460 243,229 248,093 253,055 258,116 263,279 268,544 273,915 279,394 284,981 290,681 296,495 639,585 735,294 670,648 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 841,992 ------------- 2,000,000 17,000,000 --------- -1,580,000 1,750,000 2,703,000 3,689,000 2,547,000 2,050,000 2,030,000 320,000 180,000 490,000 2,150,000 2,330,000 330,000 40,000 30,000 880,000 162,235 163,117 160,571 161,325 161,531 161,160 156,597 155,353 153,617 155,153 152,496 149,486 146,134 ---- --629,750 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 1,106,669 ----320,436 737,210 737,210 993,110 993,110 993,110 993,110 993,110 993,110 1,307,503 987,067 570,293 570,293 2,971,184 5,828,583 21,656,514 6,876,807 8,217,820 7,527,447 7,061,985 7,333,639 5,659,823 5,560,224 5,907,403 7,605,223 7,823,722 6,034,880 5,468,418 5,086,720 5,982,928 2,953,240 2,911,058 368,176 1,486,062 2,359,472 3,306,576 1,676,088 2,688,891 1,472,695 2,040,229 2,710,200 3,036,343 1,666,295 2,430,678 2,255,090 2,469,767 2,898,910 (61,281)---------------- 2,350,698 2,550,407 22,103,752 6,286,037 7,700,744 4,432,779 6,610,608 4,653,263 4,763,178 4,766,015 4,769,365 4,770,996 7,123,925 4,395,112 4,218,915 4,051,683 4,053,829 639,585 735,294 670,648 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 1,464,180 City of Brooklyn Center Sanitary Sewer Utility Cash Flows Revised: October 16, 2014 Monthly Residential Fee $ 23.49 $ 24.90 $ 26.15 $ 27.71 $ 29.38 $ 31.14 $ 33.01 $ 33.01 $ 33.01 $ 32.02 $ 31.06 $ 30.13 $ 29.22 $ 28.34 $ 27.49 $ 26.67 $ 26.67Per Month Increase/(Decrease) $ 0.90 $ 1.41 $ 1.25 $ 1.57 $ 1.66 $ 1.76 $ 1.87 $ - $ - $ (0.99) $ (0.96) $ (0.93) $ (0.90) $ (0.88) $ (0185) $ (0.82) $ - Actual Budget Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 $ 3675,936 $ 3,900,464 $ 4,090,000 $ 4,330,000 $ 4,589,800 $ 4,865,188 $ 5,157,099 $ 5,157,099 $ 5,157,099 $ 5,002,386 $ 4,852,315 $ 4,706,745 $ 4,565,543 $ 4,428,577 $ 4,295,719 $ 4,166,848 $ 4,166,848 (5,143)5,000 13,211 16,566 8,374 13,702 8,891 6,784 6,055 10,570 15,857 19,424 15,729 11,739 7,217 8,677 10,334 13,194 -5,835 5,521 ------------- -1,610,000 -1,660,000 ------------ 3,683,987 3,905,464 5,719,046 4,352,087 6,258,174 4,878,890 5,165,990 5,163,884 5,163,155 5,012,956 4,868,172 4,726,170 4,581,272 4,440,316 4,302,936 4,175,525 4,177,182 200,547 201,860 218,687 225,649 232,418 239,391 246,573 253,970 261,589 269,437 277,520 285,845 294,421 303,253 312,351 321,722 331,373 16,834 30,465 64,090 30,090 30,692 31,306 31,932 32,570 33,222 33,886 34,564 35,255 35,960 36,680 37,413 38,161 38,925 2,380,146 2,487,542 2,588,617 2,650,807 2,703,823 2,757,900 2,813,058 2,869,319 2,926,705 2,985,239 3,044,944 3,105,843 3,167,960 3,231,319 3,295,945 3,361,864 3,429,102 19,662 6,555 33,186 34,846 35,543 36,254 36,979 37,718 38,473 39,242 40,027 40,828 41,644 42,477 43,327 44,193 45,077 40,404 36,000 37,000 38,000 38,760 39,535 40,326 41,132 41,955 42,794 43,650 44,523 45,414 46,322 47,248 48,193 49,157 710,927 801,647 745,454 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 1,084,108 1,260,000 1,610,000 2,311,000 1,899,000 2,280,000 1,963,000 1,620,000 504,000 130,000 260,000 1,500,000 1,342,000 1,480,000 70,000 30,000 190,000 53,937 54,373 53,524 53,775 53,844 53,720 52,199 51,784 51,206 51,718 50,832 49,829 48,711 -------198,498 198,498 403,161 403,161 403,161 403,161 403,161 403,161 403,161 403,161 204,663 204,663 -- 4,506,565 4,878,442 5,350,558 6,325,391 5,975,304 6,623,992 6,369,953 6,092,381 5,043,037 4,738,204 4,937,424 6,248,010 6,161,997 6,127,440 4,793,673 4,626,859 4,866,359 Revenues Operating Investment Earnings Nonoperating Bond Proceeds Total Expenditures Personal Servcies Supplies Other Services & Charges Insurance Utilities Depreciation Capital Outlay Debt Service Debt Service (Projected) Total Cash Balance - Beginning 2,077,227 1,922,851 1,751,520 2,865,462 1,674,884 2,740,480 1,778,104 1,356,867 1,211,096 2,113,940 3,171,418 3,884,892 3,145,778 2,347,779 1,443,381 1,735,370 2,066,761 Changes in Accruals (42,725)---------------- Revenues 3,683,987 3,905,464 5,719,046 4,352,087 6,258,174 4,878,890 5,165,990 5,163,884 5,163,155 5,012,956 4,868,172 4,726,170 4,581,272 4,440,316 4,302,936 4,175,525 4,177,182 Expenditures (4,506,565)(4,878,442)(5,350,558)(6,325,391)(5,975,304)(6,623,992)(6,369,953)(6,092,381)(5,043,037)(4,738,204)(4,937,424)(6,248,010)(6,161,997)(6,127,440)(4,793,673)(4,626,859)(4,866,359) Noncash - Depreciation 710,927 801,647 745,454 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726 782,726Cash Balance- Ending $ 1,922,851 $ 1,751,520 $ 2,865,462 $ 1,674,884 $ 2,740,480 $ 1,778,104 $ 1,356,867 $ 1,211,096 $ 2,113,940 $ 3,171,418 $ 3,884,892 $ 3,145,778 $ 2,347,779 $ 1,443,381 $ 1,735,370 $ 2,066,761 $ 2,160,309 City of Brooklyn Center Storm Water Utility Cash Flows Revised: October 7, 2014 Per Residential Lot $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 14.48 $ 13.76 $ 13.07 $ 12.41 $ 11.79 $ 11.20 $ 10.64 $ 10.11 Per Quarter Increase/(Decrease)$ -$ -$$ -$ -$ -$ -$$ -$ -$ (0.72)$ (0.69)$ (0.65)$ (0.62)$ (0.59)$ (0.56)$ (0.53) Actual Budget Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Revenues Operating $ 1,621,912 $ 1,632,370 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,635,000 $ 1,553,250 $ 1,475,588 $ 1,401,808 $ 1,331,718 $ 1,265,132 $ 1,201,875 $ 1,141,781 Investment Earnings (8,169)10,000 22,390 28,075 13,383 11,811 16,935 10,373 5,543 7,952 10,244 10,558 11,052 12,194 12,855 12,246 12,277 Nonoperating 100 --------------- Bond Proceeds -----2,202,000 -------- Total 1,613,843 1,642,370 1,657,390 1,663,075 1,648,383 3,848,811 1,651,935 1,645,373 1,640,543 1,642,952 1,563,494 1,486,145 1,412,860 1,343,912 1,277,987 1,214,122 1,154,059 Expenditures Personal Servcies 194,185 191,084 205,203 212,331 218,701 225,262 232,020 238,980 246,150 253,534 261,140 268,975 277,044 285,355 293,916 302,733 311,815 Supplies 25,543 44,540 44,540 45,540 46,451 47,380 48,327 49,294 50,280 51,285 52,311 53,357 54,425 55,513 56,623 57,756 58,911 Other Services & Charges 299,305 395,500 426,957 332,404 339,052 345,833 352,750 359,805 367,001 374,341 381,828 389,464 397,254 405,199 413,303 421,569 430,000 Insurance 2,564 4,280 3,311 3,477 3,547 3,617 3,690 3,764 3,839 3,916 3,994 4,074 4,155 4,238 4,323 4,410 4,498 Utilities ----------------- Depreciation 1,034,761 1,175,000 1,082,453 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 Capital Outlay 866,320 1,388,000 1,811,000 1,295,000 1,355,000 2,202,000 2,056,000 1,688,000 220,000 230,000 530,000 400,000 180,000 190,000 360,000 150,000 100,000 Debt Service ------271,487 271,487 271,487 : 271,487 271,487 271,487 271,487 271,487 271,487 271,487 - Total 2,422,678 3,198,404 3,573,464 3,025,328 3,099,326 3,960,668 4,100,850 3,747,906 2,295,332 2,321,139 2,637,336 2,523,933 2,320,940 2,348,368 2,536,228 2,344,530 2,041,800 Cash Balance - Beginning 3,877,639 4,116,903 3,735,869 2,902,248 2,676,571 2,362,204 3,386,922 2,074,583 1,108,626 1,590,413 2,048,802 2,111,535 2,210,323 2,438,819 2,570,939 2,449,273 2,455,441 Changes in Accruals 13,338 -------------- Revenues 1,613,843 1,642,370 1,657,390 1,663,075 1,648,383 3,848,811 1,651,935 1,645,373 1,640,543 1,642,952 1,563,494 1,486,145 1,412,860 1,343,912 1,277,987 1,214,122 1,154,059 Expenditures (2,422,678)(3,198,404)(3,573,464)(3,025,328)(3,099,326)(3,960,668)(4,100,850)(3,747,906)(2,295,332)(2,321,139)(2,637,336)(2,523,933)(2,320,940)(2,348,368)(2,536,228)(2,344,530)(2,041,800) Noncash - Depreciation 1,034,761 1,175,000 1,082,453 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 1,136,576 CashBalance - Ending $ 4,116,903 $ 3,735,869 $ 2,902,248 $ 2,676,571 $ 2,362,204 $ 3,386,922 $ 2,074,583 $ 1,108,626 $1,590,413 $ 2,048,802 $ 2,111,535 $ 2,210,323 $ 2,438,819 $ 2,570,939 $ 2,449,273 $ 2,455,441 $ 2,704,275 City of Brooklyn Center Street Light Utility Fund Rate Analysis Revised: October 7, 2014 Quarterly Rate per Dwelling Unit $ 5.95 $ Per Quarterincreasef(Decrease) $ 0.99 $ Actual 2013 6.55 0.60 Budget 2014 $ 6.55 $ - Budget 2015 $ $ 6.55 - Budget 2016 $ 6.55 $ - Projected 2017 $ 6.55 $ - Projected 2018 $ $ 6.55 Projected 2019 $ $ 6.55 - Projected 2020 $ 6.55 $ Projected 2021 $ $ 6.55 - Projected 2022 $ 6.55 $ - Projected 2023 $ $ 6.55 - Projected 2024 $ 6.48 $ (0.07) Projected 2025 $ $ 6.42 (0.06) Projected 2026 $ 6.36 $ (0.06) Projected 2027 $ 6.29 $ (0.06) Projected 2028 $ $ 6.23 (0.06) Projected 2029 Revenues Operating $417,470 $449,869 $ 450,500 $450,500 $ 450,500 $ 450,500 $450,500 $450,500 $ 450,500 $450,500 $ 450,500 $450,500 $ 445,995 $441,535 $ 437,120 $ 432,749 $428,421 Investment Earnings (526)500 1,084 1,359 1,242 477 760 1,321 1,411 2,327 2,973 2,947 2,944 2,893 1,593 1,436 2,178 Total 416,944 450,369 451,584 451,859 451,742 450,977 451,260 451,821 451,911 452,827 453,473 453,447 448,939 444,428 438,712 434,184 430,599 Expenditures Supplies 2,407 2,780 2,780 2,780 2,836 2,892 2,950 3,009 3,069 3,131 3,193 3,257 3,322 3,389 3,457 3,526 3,596 Other Services & Charges 36,340 39,826 42,492 40,842 41,659 42,492 43,342 44,209 45,093 45,995 46,915 47,853 48,810 49,786 50,782 51,798 52,833 2,096Insurance1,445 3,200 1,543 1,620 1,652 1,685 1,719 1,754 1,789 1,824 1,861 1,898 1,936 1,975 2,014 2,055 Utilities 188,516 175,000 175,000 180,000 183,600 187,272 191,017 194,838 198,735 202,709 206,763 210,899 215,117 219,419 223,807 228,284 232,849 Depreciation 28,371 36,900 46,935 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 49,282 Capital Outlay -40,000 220,000 260,000 375,000 160,000 100,000 190,000 20,000 70,000 200,000 190,000 190,000 430,000 190,000 -50,000 Total 257,079 297,706 488,750 534,524 654,029 443,624 388,311 483,091 317,967 372,941 508,014 503,189 508,467 753,851 519,342 334,943 390,657 Cash Balance Beginning 92,810 82,395 271,958 281,727 248,344 95,339 151,974 264,205 282,217 465,443 594,611 589,352 588,891 578,646 318,505 - 287,157 435,680 Changes in Accruals Revenues (198,651) 416,944 - 450,369 - 451,584 - 451,859 - 451,742 - 450,977 - 451,260 -451,821 -451,911 -452,827 -453,473 -453,447 -448,939 -444,428 438,712 -434,184 -430,599 Expenditures (257,079)(297,706)(488,750)(534,524)(654,029)(443,624)(388,311)(483,091)(317,967)(372,941)(508,014)(503,189)(508,467)(753,851)(519,342)(334,943)(390,657) Noncash - Depreciation 28,371 36,900 46,935 49,282 49,282 49,282 49,282 $ 49,282 282,217 49,282 $ 465,443 $ 49,282 594,611 49,282 $ 589,352 $ 49,282 588,891 49,282 $ 578,646 $ 49,282 318,505 49,282 $ 287,157 49,282 $ 435,680 $ 49,282 524,905Cash Balance - Ending $82,395 $271,958 $ 281,727 $248,344 $ 95,339 $ 151,974 $264,205 City of Brooklyn Center Recycling Fund Rate Analysis Revised: October 7, 2014 Quarterly Residential Rate $8.68 $8.94 $9.21 $9.39 $9.39 $9.39 $9.39 $9.49 $9.68 $9.87 $10.07 $10.27 $10.47 $10.68 $10.90 $11.11 $11.34 $ 11.56Per Quarter Increasel(Decrease) $0.25 $0.26 $0.27 $0.18 $-$-$-$0.09 $0.19 $0.19 $0.20 $0.20 $0.21 $0.21 $0.21 $0.22 $0.22 $ 0.23 Actual Budget Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected201320142015201620172017201820192020202120222023202420252026202720282029Revenues Operating $297,870 $316,466 $325,810 $332,326 $332,326 $332,326 $332,326 $335,649 $342,362 $349,210 $356,194 $363,318 $370,584 $377,996 $385,556 $393,267 $401,132 $ 409,155Investment Earnings 34 -56 70 334 428 491 523 538 554 570 587 604 621 639 657 676 695Total297,904 316,466 325,866 332,396 332,660 332,754 332,817 336,172 342,901 349,764 356,764 363,905 371,188 378,617 386,195 393,924 401,808 409,850 Expenditures Supplies 157 150 150 150 153 156 159 162 166 169 172 176 179 183 187 190 194 198Other Services & Charges 287,969 297,396 299,918 306,368 312,495 318,745 325,120 331,623 338,255 345,020 351,921 358,959 366,138 373,461 380,930 388,549 396,320 404,246Insurance9171,875 1,113 1,169 1,192 1,216 1,241 1,265 1,291 1,316 1,343 1,370 1,397 1,425 1,454 1,483 1,512 1,542Total289,043 299,421 301,181 307,687 313,841 320,118 326,520 333,050 339,711 346,506 353,436 360,504 367,714 375,069 382,570 390,222 398,026 405,986 Cash Balance - Beginning -328 17,373 42,058 66,767 85,586 98,223 104,520 107,642 110,832 114,090 117,419 120,819 124,293 127,841 131,466 135,169 138,951Changes in Accruals (8,533)--------------- Revenues 297,904 316,466 325,866 332,396 332,660 332,754 332,817 336,172 342,901 349,764 356,764 363,905 371,188 378,617 386,195 393,924 401,808 409,850Expenditures(289,043)(299,421)(301,181)(307,687)(313,841)(320,118)(326,520)(333,050)(339,711)(346,506)(353,436)(360,504)(367,714)(375,069)(382,570)(390,222)(398,026)(405,986)Noncash - Depreciation --------------- Cash Balance - Ending 328 $17,373 $42,058 $66,767 $85,586 $98,223 $104,520 $107,642 $110,832 $114,090 $117,419 $120,819 $124,293 $127,841 $131,466 $135,169 $138,951 $ 142,814 Cash Reserve Target $87,331 $87,844 $89,742 $91,537 $93,368 $95,235 $97,140 $99,082 $101,064 $103,085 $105,147 $107,250 $109,395 $111,583 $113,815 $116,091 $118,413Cash Reserve - %0%20%47%73%92%103%108%109%110%111%112%113%114%115%116%116%117%