HomeMy WebLinkAboutCity of Brooklyn Center 2015 Budget Book
City of
Brooklyn
Center
Annual Budget 2015
City of Brooklyn Center
Annual Budget for the fiscal year ending December 31, 2015
Tim Willson
Mayor
April Graves (beginning 1/1/2015)
Carol Kleven (through 12/31/2014)
Kris Lawrence‐Anderson
Lin Myszkowski
Dan Ryan
City Council Members
Curt Boganey
City Manager
Kevin Benner Gary Eitel
Chief of Police Director of Business and Development
Lee Gatlin Jim Glasoe
Fire Chief Director of Community Activities,
Recreation & Services
Steve Lillehaug
Director of Public Works/City Engineer
Vickie Schleuning
Nathan Reinhardt Assistant City Manager/Director
Finance Director of Building & Community Standards
City of Brooklyn Center
2015 Budget
Table of Contents
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City of Brooklyn Center
2015 Budget
Table of Contents
City Manager’s Budget Message
Cover and Transmittal Letter ..................................... Pages 1-16
Funds, Departments and Objects
Funds and Departments ............................................. Pages 17-19
Objects ........................................................................ Pages 20-24
Staffing
Summary Full-time Employees ................................... Pages 25-26
Resolutions
Budget and Tax Levy Resolutions .............................. Pages 27-36
Budget Summary – All Funds
Components of City Property Tax Levy/Graph ......... Page 38
Market Value/Graph ................................................... Pages 39-40
Tax Capacity/Graph .................................................... Pages 41-42
Median Value Home/Graph ...................................... Page 43
Property Tax Allocation/Graph .................................. Page 44
Tax Changes by Property Type/Graph ...................... Page 45
Cost of General Fund/Graph ...................................... Page 46
Utility Rate Comparisons/Graph ................................ Pages 47-51
All Fund Types ........................................................... Pages 52-53
Special Revenue Funds ............................................... Pages 54-55
Debt Service Funds ..................................................... Pages 56-57
Capital Project Funds .................................................. Pages 58-59
Public Utility Funds .................................................... Page 60
Enterprise Funds ......................................................... Page 61
Internal Service Funds ................................................ Page 62
General Fund Summary
Revenue Summary/Graph .......................................... Pages 64-65
Expenditure Summary/Graph .................................... Pages 66-67
Expenditure Summary by Object/Graph.................... Pages 68-70
General Fund Revenues
General Fund Revenue Detail .................................... Pages 71-74
General Fund Expenditures
General Government
Mayor-Council ............................................................ Pages 75-77
Administration Narrative ........................................................ Pages 78-81
City Manager ............................................................... Page 82
Elections ...................................................................... Page 83
City Clerk .................................................................... Page 84
Human Resources ...................................................... Page 85
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Information Technology ............................................. Page 86
Fiscal & Support Services Narrative ........................................ Pages 87-89
Finance ........................................................................ Page 90
Police Department Narrative .................................................. Pages 91-93
Police Administration ................................................. Page 94
Police Investigation ..................................................... Page 95
Police Patrol ................................................................ Page 96
Police Support Services .............................................. Page 97
Police Station and Buildings ....................................... Page 98
Fire Department Narrative ...................................................... Pages 99-102
Fire Department ......................................................... Page 103
Emergency Preparedness ............................................ Page 104
Community Activities, Recreation and Services Narrative ..... Pages 105-107
CARS – Administration .............................................. Page 108
CARS – Recreation Administration ........................... Page 109
CARS – Adult Recreation ........................................... Page 110
CARS – Teen Programs ............................................. Page 111
CARS – Youth Programs ............................................ Page 112
CARS – General Recreation ....................................... Page 113
CARS – Community Center ....................................... Page 114
CARS – Pool ............................................................... Page 115
CARS – General Government Buildings ................... Page 116
Public Works Narrative .......................................................... Pages 117-119
Public Works – Admin/Engineering .......................... Page 120
Public Works – Street Maintenance ........................... Page 121
Public Works – Traffic Control ................................. Page 122
Public Works – Forestry ............................................. Page 123
Public Works – Park Facilities ................................... Page 124
Building and Community Standards Narrative ....................... Pages 125-129
Building Inspections ................................................... Page 130
Code Enforcement ...................................................... Page 131
Business and Development Narrative .................................... Pages 133-136
Assessing ..................................................................... Page 137
Planning and Zoning ................................................... Page 138
Non-Departmental Accounts Narrative .................................. Page 139
Legal ............................................................................ Page 140
Joint Powers Payments ................................................ Page 141
Convention and Tourism ........................................... Page 142
Risk Management (Insurance) .................................... Page 143
Central Supplies and Support ..................................... Page 144
Reimbursement from Other Funds ............................ Page 145
Transfer Out ............................................................... Page 146
Special Revenue Funds
HRA Fund .................................................................. Page 148
EDA Narrative ...................................................................... Pages 149-152
EDA Fund .................................................................. Pages 153-154
CDBG Fund ............................................................... Page 155
Police Forfeitures ........................................................ Page 156
TIF District #2 ............................................................ Page 157
TIF District #3 ............................................................ Page 158
TIF District #4 ............................................................ Page 159
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TIF District # 5 ........................................................... Page 160
Grants Fund ................................................................ Pages 161-163
Ampitheater ................................................................ Page 164
Debt Service Funds
Debt Service Summaries ............................................. Pages 166-167
2004C G.O. Improvement Bonds .............................. Page 168
2006A G.O. Improvement Bonds ............................. Page 169
2008B G.O. Improvement Bonds .............................. Page 170
2013B G.O. Improvement Bonds .............................. Page 171
2004D G.O. Tax Increment Bonds ........................... Page 172
2008A G.O. Tax Increment Bonds ........................... Page 173
2013A G.O. Tax Increment Bonds ........................... Page 174
Capital Project Funds
Capital Improvements Fund ....................................... Page 176
Municipal State Aid Fund ........................................... Page 177
Capital Reserve Emergency ........................................ Page 178
Infrastructure Construction Fund ............................... Page 179
EBHC Capital Projects Fund ..................................... Page 180
Street Reconstruction Fund ........................................ Page 181
Technology Fund ........................................................ Page 182
Water Treatment Plant Construction Fund ............... Page 183
Public Utility Funds
Utilities Division Narrative ...................................................... Pages 186-188
Water Fund ................................................................. Pages 189-190
Sanitary Sewer Fund ................................................... Pages 191-192
Storm Sewer Fund ...................................................... Page 193
Street Light Fund ........................................................ Page 194
Recycling Fund ............................................................ Page 195
Enterprise Funds
Liquor Stores Narrative ........................................................... Pages 198-200
BC Liquor Operations ................................................ Pages 201-207
Centerbrook Golf Course Narrative ....................................... Pages 208-209
Centerbrook Golf Course ........................................... Pages 210-211
Earle Brown Heritage Center Narrative ................................. Pages 212-213
Earle Brown Heritage Center ..................................... Pages 214-221
Internal Service Funds
Central Garage Narrative ........................................................ Pages 223-226
Central Garage Fund ................................................... Pages 227-228
Capital Improvement Program (CIP) ................................................ Pages 229-282
Other Capital Plans ............................................................................. Pages 283-288
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City of Brooklyn Center
2015 Budget
City Manager’s Budget Message
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The City recently contracted with Hennepin County for property assessment services,
which resulted in the reduction of three full-time equivalents in City assessing staff. The
estimated savings from the move to a contracted service is $138,000 annually, which has
been incorporated in this budget.
A new position of Deputy Fire Chief was added to assist with emergency preparedness
and additional operational needs of the Fire Department.
Personnel costs include a two percent general wage adjustment, a $57 increase in the
monthly contribution to the cafeteria plan of full-time employees, and an expected
vacancy savings of $150,000.
An appropriated contingency of $150,000, in the General Fund, available for
unanticipated expenditures.
The Proposed 2015 Levies
On September 8, 2014, the City Council adopted the 2015 preliminary budget and maximum tax
levies. There are three funds that require a tax levy; the General Fund, the Debt Service Fund and
the Housing and Redevelopment Authority Fund. The proposed final levy is as follows:
General Fund - Operations Levy $ 14,332,534
General Fund - Abatement for Economic Development 49,000
Debt Service - Public Improvement Bond 396,496
Total Levy $ 14,778,030
Housing and Redevelopment Authority $ 280,460
The General Fund is the primary operating fund for government business of the City. The
proposed General Fund Budget is as follows:
The Proposed 2015 General Fund Budget
Revenues
Property Tax (net) $ 14,381,533
Excess Tax Increment 490,000
Lodging Tax 880,000
Licenses and Permits 728,115
Intergovernmental Revenue 1,362,941
Charges for Service 855,000
Fines and Forfeits 316,500
Other Revenue 388,512
Total General Fund Revenue $ 19,402,601
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Expenses
General Government $ 2,792,301
Police 7,887,235
Fire and Emergency Preparedness 1,266,048
Community Development 1,283,010
Other Services 983,253
Building and Grounds 857,958
Public Works 3,620,234
Community Activities Recreation Services 1,539,497
Miscellaneous (826,935)
Total General Fund Expenditures $ 19,402,601
Strategic Focus
For the past several years the City Council has remained focused on the achievement of strategic
goals and each year the budget has been crafted as a policy implementation tool focused on the
achievement of these strategic goals.
This 2015 business plan focuses on the Council adopted Strategic Priorities of Civic
Engagement, Focused Redevelopment, Community Image, Financial Stability and Vibrant
Neighborhoods. During this year’s budgeting process department heads identified key initiatives
and value propositions for their divisions focused on the achievement of strategic priorities,
which are included in their respective narratives. The definitions of the Strategic Priorities and
examples of some of those key initiatives for 2015 are as follows:
Civic Engagement
In order to clearly understand and effectively respond to community needs, the City will
consistently seek the input from a broad range of stakeholders from the general public, non-profit
and for profit sectors. Efforts to engage the community will be transparent and responsive. Our
engagement efforts will be deliberately inclusive and culturally sensitive.
Initiated by the City Council, the City will implement the Brooklyn Center Citizens
Leadership Academy also known as BCU.
The primary goal of the academy is to provide an in depth introduction of Brooklyn Center
local government to 20 citizen volunteers reflective of our diverse community. These
individuals will participate in eight successive weekly “classes” with City department
leaders, and elected officials. They will have an opportunity tour City facilities, learn the
history and future plans for their local government. Through this effort we will foster an
informed constituency and encourage greater participation in civic and community life.
Inclusive and culturally sensitive engagement.
We will continue our Inclusion and Diversity efforts with the long term goal of establishing
an organizational culture that promotes participation, engagement and creativity for
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employees while developing an intimate understanding and appreciation of our
customers/citizens. Our Diversity and Inclusion Council will begin working with our
contracted support service to prioritize, organize and implement the recommendation of the
client audit conducted by Inclusion Inc.
Program Needs Assessment
We will conduct an internal needs assessment of our recreation amenities, programs and
services. The results will ensure our facilities and offerings are meeting the needs and
expectations of the citizens of Brooklyn Center. The assessment will also provide a strategy
and prioritization for the continued development of park and recreation facilities and
programs moving forward.
Focused Redevelopment
Redevelopment and renewal of commercial, industrial and residential property is essential to the
health and vitality of the city. The City will lead efforts to maintain and increase the value of
private properties and will make the necessary supporting infrastructure investments. We will
encourage entrepreneurial investment and make strategic public investments to create jobs and
grow the City’s tax base.
Continued development of Shingle Creek Crossing.
Work with the developer in their completion of the 116,861 sq.ft. of commercial buildings
currently under construction. The completion of these buildings will achieve 77.8% of the
TIF construction goal of 239,000 sq.ft. within the first 5 years of commencing the
redevelopment of the former Brookdale Mall.
Work with the developer in their development plans for the construction of a minimum of
53,135 sq.ft. of commercial buildings.
Commence redevelopment of the South Opportunity Site Area
We will complete the demolition of the foundations and floor stabs of the former Brookdale
Ford dealership and the vacant tenant spaces within the Brookdale Square commercial site.
We will also continue to work with interested developers with the goal of entering into a
development agreement for the first phase of the approved PUD.
Redevelopment of the 57th and Logan Ave. Area
We will obtain MPCA approval to develop a detention pond that will remove contaminated
soils and provide the necessary storm water design capacity for the planned commercial
development of the southern 7.5 acres. A Letter of Intent for the planned commercial
development of this site will be advanced into a Development Agreement
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Community Image
Our ability to attract and retain citizens and businesses is directly influenced by the perception of
the City. We will take specific actions to assure that Brooklyn Center is recognized as a high
quality, attractive and safe community. We will accomplish this by providing exceptional
customer experience, vibrant neighborhoods and a sense of community thereby attracting private
investment.
Perception of safety and youth
We will work to engage youth who have entered the criminal legal system at the first sign of
trouble and direct them to resources that focus on improving their contribution to the
community.
We will work to identify youth who have been exposed to domestic violence in their home
to resources within Cornerstone domestic abuse services.
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
We will maintain a positive financial position with a long term perspective by diversifying
revenue sources, aligning fees to adequately reflect service costs, stabilizing property taxes while
reducing the City’s reliance on State Shared Revenues, and ensuring that revenues are adequate
to fund services and infrastructure needs.
Value continuous improvement and innovation
We will implement DocuSphere software, which will provide an automated workflow
process for accounts payable. The software will allow finance staff to locate
invoices/documents at all steps of the process, increase timeliness of invoice processing,
eliminate duplicated processes and reduce manual data entry.
Implement capital improvement financial strategy
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 provide necessary Capital Improvement funding.
We will continue to implement long-term forecasting. This includes updating our
assumptions based on current information and review of potential financing options
including new debt issuances.
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Vibrant Neighborhoods
Neighborhoods will be attractive, safe, inclusive of a diverse housing stock with owner occupied
and quality rental properties. Citizens will feel connected to each other and the natural
environment will be protected and preserved for the enjoyment of future generations.
Attractiveness
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 aesthetical improvements and value throughout
neighborhoods Citywide.
Stabilize and improve residential neighborhood
We will coordinate and inspect residential rental properties in accordance with City code
requirements and further develop and implement a recognition program for rental properties.
Provide accurate and timely information regarding property ownership and special
assessments
We will also continue to update processes, systems and public information to provide
efficient and clear processing of homestead applications and ownership documents. This
includes the implementation of a new database for property ownership and homestead status.
General Fund Revenue Summary
The 2015 General fund budgeted revenues total $19,402,601, which is an increase of $936,351
(5.07%) from 2014. Property tax revenue represents 74 percent of the General fund budget. The
majority of the revenue increase is a result of increases in the general tax levy of $749,207 and
property tax increment revenue of $90,000.
Property taxes
74%
Other taxes
7%
Licenses &
permits
4%
Inter‐
governmental
7%
Charges for
services
4%
Fines &
forfeitures
2%
Other revenue
2%
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General
government
18%Police
39%
Fire
6%
Community
services
6%
Public works
18%
Community
Activities,
Recreation
& Services
8%Non‐
departmental
5%
Last year the State passed a law that provided supplemental pension aid to police and fire
departments state-wide to assist with increasing pension costs, the City will receive a
supplemental police aid of $74,500 and a supplemental fire aid of $36,172. The fire relief
supplemental aid will be received by the City but passed through to the Volunteer fire Relief
Association.
The City recently adopted a policy that would receipt half of the local government aid received
for operations and half for capital improvements. This policy is intended to reduce the
operationally reliance on local government aid and as a result the City has budgeted a General
Fund reduction of $25,231.
General Fund Expense Summary
The 2015 General Fund budgeted expenditures total $19,402,601, which is an increase of
$936,351 (5.07%) from 2014. The 2015 Budget shows 39 percent of the Brooklyn Center’s
General Fund expenditures are for Police ($7,887,235). The remaining significant amounts
include 18 percent for Public Works ($3,620,234), 18 percent for General Government
($3,650,259) and 8 percent for Community Activities, Recreation and Services ($1,539,497).
The 2015 General Fund Budget Incorporates the following significant items:
Personnel. It should be noted that salaries and benefits represent approximately 66
percent of the General fund expenditure budget. Significant changes to personnel
include:
o A two percent increase in employee base wages
o A $57 increase in monthly cafeteria contributions for full-time employees
o Creation of a Deputy Fire Chief position. The estimated cost of this position
including salary and benefits amount to $116,500. The new position will assist
with emergency preparedness and additional operational needs of the Fire
Department.
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o Reduction of three property assessment personnel. The City has contracted with
Hennepin County to provide these services in 2015. The annual net savings from
the agreement is approximately $138,000.
o Increase in the estimated vacancy/turnover savings by $25,000 to a total
estimated savings of $150,000.
Beginning on or after January 1, 2014 the City became exempt from the State sales tax
on most City purchases. As a result, the budget allocates $50,000 in anticipated General
Fund sales tax savings to departments.
Additional $50,000 budgeted to support the City’s Inclusion and Diversity efforts to
implement recommendations of the client audit conducted by Inclusion Inc.
Implementation of new software that includes an automated accounts payable workflow
software, automated utility work order software and capital building maintenance
software to manage City building and system replacement and maintenance
requirements. The total cost of purchase, license fees and implementation for these three
programs is budgeted at $125,888.
Office remodeling costs of $15,000 to remodel the entrance and front entry area of the
West Fire Station and $50,000 to remodel the office and front counters of the Building &
Community Standards office area. These improvements will help create a better work
flow and improve the customer experience.
The General Fund budget includes a $150,000 contingency for unanticipated
expenditures that may arise during the year.
Taxable Market Value
Class Payable 2014 Payable 2015 Change (%)
Commercial $286,244,600 $284,830,700 -0.5
Farm 179,400 179,400 0.0
Industrial 119,731,900 116,400,900 -2.8
Residential 737,357,328 883,850,645 19.9%
Apartment 166,979,400 186,954,600 12.0%
Other 456,000 456,000 0.0%
Totals $1,310,948,628 $1,472,672,245 12.3%
The City’s taxable market value is estimated at $1,472,672,245, which is an increase of
$161,723,617 or 12.3 percent from last year. The taxable market value increase is driven by
large increases in residential (19.9%) and apartment (12.0%). Commercial and industrial taxable
market value had a relatively small decrease in taxable market value.
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Tax Capacity
The City levies a flat dollar for taxes which is spread amongst all taxable properties in proportion
to their percentage of the total tax capacity of the City. As shown in the above chart, the increase
in residential market value has resulted in a shift in total tax capacity from industrial and
commerical to residential. Residential now represents 46.6% of the City’s tax capacity.
The total tax capacity of the City is estimated at $20,720,321 compared to $19,665,833 in 2014,
which is an increase of $1,054,488 (5.4%). The increase in tax capacity results in a
corresponding decrease in the City property tax rate. The decrease in the City property tax rate is
the first since 2008.
Property Tax Implications
2009 2010 2011 2012 2013 2014 2015
Annual City Taxes $886 $805 $818 $715 $674 $661 $752
Estimated Market Value $180,400 $153,600 $137,400 $133,800 $119,800 $114,200 $131,400
$500
$550
$600
$650
$700
$750
$800
$850
$900
$950
$100,000
$110,000
$120,000
$130,000
$140,000
$150,000
$160,000
$170,000
$180,000
$190,000
Median Residential Market Value
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The median value home last year had an estimated market value of $114,200 and a taxable
market value of $87,238. The price of that median value home went from $114,200 to $131,400
with a taxable market value of $105,986. As a result of the market value increase, the City
property tax will increase by an estimated $91 from $661 to $752.
The chart shown on the previous page provides information on the median value home and City
property taxes paid since 2009. The red bar and amounts on the left axis represent the median
value home. In 2009, that value was $180,400 which subsequently decreased each year to its
lowest value in 2014 of $114,200. For 2015, we are seeing a reversal of that trend. The grey
shaded area and the amounts on the right axis is the property tax amount paid on that median
value home. In 2009 the median value home paid $886 in City property tax, similar to the
market value, we have seen a steady decline in City property taxes leading up to the latest
valuation. Despite seeing residential property values recover significantly for the year, the
values and corresponding property taxes still remain below the amounts from 2009 to 2011.
Breakdown of Property Taxes
*Based on a Residential Property in School District #279
City taxes accounts for 36 percent of property taxes paid by homeowners living in Brooklyn
Center (based on the preliminary 2015 property tax levies). The remainder is comprised of taxes
for the School District of 34 percent and County of 25 percent.
The property tax paid by an individual property owner could be impacted because of several
different reasons including; a change in value of the property, a change in the relative proportion
of the property value to the total property value (shift in distribution of taxable market value to a
different property type), an increase in property taxes requested for operations of the City
General Fund activities and programs, and changes in the property tax needs of the County or
School District. Brooklyn Center has four different school districts all with different levies and
property tax implications.
City of
Brooklyn
Center
36%
Hennepin
County
25%
School
Districts
34%
Metro Taxing
Districts
2%
Other Taxing
Districts
3%
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2015 Cost of General Fund – Median Value Home
The chart above provides a cost breakdown of the property taxes paid by the median value home.
This chart provides an approximate tax dollar cost of the services provided by the City, but it
should be noted that it does not take in consideration any costs outside the General Fund or
reduce the cost for non-property tax funded expenses such as permit fees and charges for
services of the various departments. In 2015, the typical homeowner will pay approximately
$306 for police, $140 for public works, $100 for general government, $60 for community
recreation, $58 for community services and $49 for fire and emergency preparedness.
2015 Capital Projects & Equipment Replacement
The Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year
overview of scheduled capital projects to address the City’s goals for maintaining public
infrastructure. The CIP includes a long-term financing plan that allows the City to allocate funds
for these projects based on assigned priorities. The City has a total of $12.98 million of
improvements budgeted for 2015, including 63rd Avenue North Reconstruction, Freeway Park
Area Neighborhood Reconstruction Project and construction of an Amphitheater. Funding for
these projects come from a variety of different sources. The complete CIP can be found in the
Capital Improvement Program section towards the back of this budget book.
The City compiles a rolling equipment replacement schedule for all City vehicles and equipment.
The Central Garage, reported as an internal service fund, administers the funding, replacement
schedule and disposal of equipment in the fleet. In 2015, the City is scheduled to replace
$620,570 in vehicles and equipment. The detailed listing of equipment scheduled for
replacement in 2015 and 2016 is included in the Internal Service Fund section of this budget
book.
Enterprise Funds
Enterprise Funds are those programs provided by the City which generate their own revenues for
operation and capital maintenance. The City operates the following three Enterprise Funds:
General
Government
$100
Police, $306
Fire &
Emergency
Preparedness,
$49
Community
Services, $58
Public Works,
$140
Community
Recreation,
$60
Technology
Improvements,
$5 Golf Course, $2
Other, $32
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Brooklyn Center Liquor
The City operates 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. In 2015, the Liquor Fund will transfer $250,000 to the Capital
Improvements Fund for future projects.
Centerbrook Golf Course
The mission of Centerbrook Golf Course is to be a premier value Minnesota golf course
offering a challenging, well-conditioned course and exceptional customer service.
Centerbrook Golf Course is a nine (9) hole, par three (3) golf course owned and operated by
the City of Brooklyn Center. Even with the challenges of declining golf rounds, we are
optimistic that many of the initiatives and course improvements will begin to reap dividends
going forward; yet it is assumed that an annual subsidy for this recreational activity will be
required for the foreseeable future. Our objective is to minimize the required subsidy each
year by growing demand and improving efficiency.
Earle Brown Heritage Center
The Earle Brown Heritage Center (EBHC) is comprised of the Convention Center with
Administrative Services, Catering Services and Commercial Office Rentals. These Divisions
provide for the provision of maintenance, conference services, custodial functions,
development, preparing, equipment servicing, and serving of food and beverage for events at
Earle Brown Heritage Center. Maintenance of buildings and grounds of the commercial
office spaces located at EBHC for two tenants. Additionally, the EBHC has a management
agreement with Flik International for the food and beverage.
Public Utility Funds
The Public Utility Funds track revenues and expenditures for fee based public utility services
provided by the City. These funds operate on their own ability to generate revenues and receive
no property tax support. Each year the City Council reviews the operations of these funds and
sets rates based on the needs for operations, capital spending and debt service payments. The
City operates the following five Public Utility Funds:
Water Fund
The City has approximately 121 miles of water main, over 1,300 water valves and 1,000 fire
hydrants providing service to over 7,000 single-family residential connections and
approximately 1,600 apartment/commercial/industrial customers.
The budget includes a rate increase for the Water Utility for both base and consumption
charges. The City currently has a quarterly base charge of $8.20 per residential and
commercial irrigation meter. In addition to this base charge, the City charges a consumption
charge of $1.36 per 1,000 gallons (up to 30,000 gallons per quarter). The 2015 rates will
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increase to $10.00 per residential meter and $1.66 per 1,000 gallons, which is an increase of
$1.80 per quarter in base charges and $0.30 in the consumption charge per 1,000 gallons.
Multi-family, commercial and industrial properties currently pay a quarterly base charge
depending on the size of the meter and a consumption rate of $1.70 per 1,000 gallons. The
2015 consumption rate will be adjusted to $2.07 per 1,000 gallons, which is an increase of
$0.37. The amount by which the water bills at any particular property will be affected by rate
increases depends on the size of the meter connection and the amount of water consumed.
The change in the quarterly utility bill for a household using 18,000 gallons of water
(considered the typical residential user) is estimated to be $7.20 per quarter.
Water rate increases are driven by the City’s construction of a water treatment plant, which
will reduce the level of manganese from our water supply. The water treatment plant is
currently under construction and is expected to be up and running by the end of 2015. The
(estimated) total cost for the water treatment plant is $19.98 million. Immediate financing will
be achieved through a low interest loan under the Drinking Water Revolving Fund through
the Minnesota Public Facility Authority (PFA) loan program. The loan will be repaid over
twenty years at an interest rate of approximately one percent, which calculates to annual
repayments of approximately $1.1 million. Water rates will be adjusted over the next three
years to provide sufficient revenue for these annual loan repayments.
The City annual compares its utility rates to nine other cities that are considered to be similar
to Brooklyn Center. The results of that comparison show that even with an increase in water
rates budgeted for 2015, Brooklyn Center will continue to have the second lowest rates among
comparison cities as shown below:
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Sanitary Sewer Fund
The City provides for the collection and conveyance of wastewater through a systems of
mains and lift stations. Sewage is treated by the Metropolitan Council Environmental
Services, whose contracted services account for approximately 75 percent of the funds
operating expenditures.
The City currently charges a quarterly base charge of $74.70, which will increase to $78.45 in
2015. The $3.75 quarterly increase is predominantly driven by the replacement cost of
sanitary sewer infrastructure related to the neighborhood reconstruction projects over the
upcoming years.
Storm Sewer Fund
The City provides for the collection and management of storm water 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 nearly 100 storm water
management ponds or treatment devices.
There will be no changes to the current Storm Sewer fees. The current fees are sufficient to
cover costs and meet fund balance targets for the near term future.
Street Lighting Fund
The City provides 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 Xcel Energy. Another 97 lights owned by the City are located
on traffic signal systems.
There will be no changes to the current Street Lighting fees. The current fees are sufficient to
cover costs and meet fund balance targets for the near term future.
Recycling Fund
The Hennepin Recycling Group (HRG) is a joint powers organization consisting of the cities
of Brooklyn Center, Crystal and New Hope. The HRG is responsible for managing a
comprehensive recycling and waste education system for the residents of these cities.
15
Residents pay a Recycling Service fee on their utility bill for curbside recycling, the use of a
yard waste and tree branch drop off site, and proper waste management and special material
education and services. The City currently charges a quarterly base charge of $8.94, which
will increase to $9.21 in 2015. The $0.27 quarterly increase is predominantly driven by
operational needs of the utility. The Recycling Fund is currently below their targeted
minimum cash balance and the additional revenue would bring the utility closer to that
targeted cash balance.
Housing and Redevelopment Authority
The Housing and Redevelopment Authority (HRA) levy for 2015 is $280,460, which is a
decrease of $1,650 from 2014. State law establishing a HRA provides for an operating levy of
up to 0.0185% of the taxable market value within the jurisdiction to carry out the purposes of the
authority. In Brooklyn Center after forming an HRA, the City established an Economic
Development Authority (EDA) that assumed and expanded the HRA responsibilities into the
areas of economic development. The HRA levy is required to provide the funding for the EDA
activities.
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16
City of Brooklyn Center
2015 Budget
Funds, Departments and Object Codes
City of Brooklyn Center
Funds, Departments & Object Codes
Fund Type Fund # Business Unit # and Description
General Fund 10100 41110 Mayor & City Council
41320 City Manager
41410 Elections
41430 City Clerk
41520 Finance
41550 Assessing
41610 Legal
41810 Human Resources
41910 Planning & Zoning
41920 Information Technology
41940 General Government Buildings
42110 Police-Administration
42120 Police-Investigation
42123 Police-Patrol
42151 Police-Support Services
42170 Police-Station & Buildings
42210 Fire
42410 Building Inspections
42411 Code Enforcement
42510 Emergency Preparedness
43110 PW-Administration/Engineering
43220 PW-Street Maintenance
43221 PW-Traffic Control
45201 PW-Park Facilities
45204 PW-Forestry
44110 Joint Powers Payments
45010 CARS-Administration
45110 CARS-Recreation Administration
45111 CARS-Adult Recreation
45112 CARS-Teen Programs
45113 CARS-Children’s Programs
45119 CARS-General Recreation
45122 CARS-Community Center
45124 CARS-Pool
45310 Convention & Tourism
45311 Civic Events
48140 Risk Management
48150 Supplies & Central Support
48170 Reimbursement from Other Funds
48210 Transfers Out
17
Fund Type Fund # Business Unit # and Description
Special Revenue Funds
20200 46321 HRA Fund
20300 46310 EDA Fund
20400 46323 CDBG Fund
20500 42190 Police Forfeiture Fund
42193 DUI Forfeitures
27700 46412 TIF District # 2
27800 46413 TIF District # 3
27900 46414 TIF District # 4
28000 46415 TIF District # 5
28600 42185 Police Miscellaneous Grants
42187 Auto Theft Grant
42188 COPS Grant
42215 Fire Miscellaneous Grants
45015 NW Cable Communications Grant
45020 Recreation Miscellaneous Grants
29000 45130 Centennial Amphitheater Fund
29100 45150 Federal ERRP Funds
Debt Service Funds
31100 47521 GO Improvement Bonds 2003A
31200 47522 GO Improvement Bonds 2004C
31300 47523 GO Building Refunding Bonds 2004A
31400 47524 GO Improvement Bonds 2006A
31500 47525 GO Improvement Bonds 2008B
31600 47526 GO Improvement Bonds 2013A
37500 47610 GO Improvement Bonds 2013B
37600 47611 GO Tax Increment Bonds 2008A
38000 47615 GO Tax Increment Bonds 2004D
Capital Project Funds
40100 40100 Capital Improvements Fund
40200 40200 Municipal State Aid Construction Fund
40600 40600 Capital Reserve Emergency Fund
40700 40700 Infrastructure Construction
40800 40800 EBHC Capital Projects Fund
40900 40900 Street Reconstruction Fund
41000 41000 Technology Fund
41100 41100 Water Treatment Plant Construction Fund
Public Utility Funds
60100 49141 Water Utility Fund
60200 49251 Sanitary Sewer Utility Fund
65100 49411 Storm Sewer Utility Fund
65200 49571 Streetlight Utility Fund
65300 49311 Recycling Utility Fund
18
Fund Type Fund # Business Unit # and Description
Enterprise Funds
60900 49611 Brooklyn Center Liquor Store # 1
49612 Brooklyn Center Liquor Store # 2
61300 49721 Centerbrook Golf Course
61700 49851 EBHC-Administration
49852 EBHC-Convention Center
49853 EBHC-Catering
49854 EBHC-Office Rental
Internal Service Funds
70100 49951 Central Garage Fund
70300 49961 Post-Employment Retirement Benefit Fund
70400 49971 Employee Compensated Absences
19
Object Codes
Revenues
4100 Ad Valorem Taxes
4101 Current Ad Valorem Taxes
4101.1 Market Value Credit-Property Tax
4102 Allowance for Uncollectible
4120 Delinquent Ad Valorem Taxes
4150 Tax Increments
4150.1 Market Value Credit-TIF
4154 Penalties & Interest-Delinquent Tax
4161 Lodging Taxes
4181 Franchise Fees
4200 Licenses & Permits
4201 Liquor Licenses
4202 Beer Licenses
4203 Garbage Hauling Licenses
4204 Cigarette Licenses
4205 Rental Dwelling Licenses
4207 Mechanical Licenses
4209 Service Station Licenses
4210 Motor Vehicle Dealership Licenses
4211 Bowling Alley Licenses
4212 Amusement Licenses
4213 Miscellaneous Business Licenses
4221 Sign Permits
4222 Building Permits
4223 Mechanical Permits
4224 Sewer & Water Permits
4225 Plumbing Permits
4226 ROW Permit Fee
4227 Electrical Permits
4228 Miscellaneous Permits
4300 Intergovernmental Revenues
4320 Miscellaneous Federal Grant
4341 Local Government Aid
4343 MSA Street Maintenance
4344 MSA Street Construction
4345 Pension Aid-Fire Relief
4346 Pension Aid-Police
4347 Pension Aid-PERA
4352 Police Training Grant
4359 Other State Grants
4362 County Grants/Aid
4373 Other (Schools) Grants/Aid
4374 Police Liaison
4400 Charges for Service
4401 Vacant Bldg. Registration Fee
4402 Rental Conversion Fee
4403 Planning Application Fees
4404 Zoning Change/Special Use Permit
4405 Sale of Maps & Documents
4406 Sale of Plans & Specifications
4407 Assessment Searches
4408 Reinspection Fees
4409 Section 8 Inspections
4410 Reoccupancy Inspection Fee
4411 Filing Fees
4412 Abatement Fees
4413 Final Plat & Vacation Fees
4415 Tree Contractor Registration
4416 Zoning Letter
4417 Abatement Service Charge
4418 Junk vehicle Service Charge
4421 Police Reports
4422 License Investigations
4423 Animal Control
4424 Fire Alarm Fees
4424.1 Fire Inspections
4425 Burglar Alarm Fees
4426 Towing Charges
4427 Polices Services
4428 Private Security Contracts
4429 Miscellaneous Police Revenues
4431 Weed Cutting Charges
4434 Diseased Tree Removal
4451 Nuisance Abatements
4471 Adult Recreation Programs
4472 Teen Recreation Programs
4473 Children Recreation Programs
4474 General Recreation Programs
4481 Memberships-Family
4482 Memberships-Individual
4483 Silver Sneakers Taxable
4485 General Admissions-Individual
4486 General Admissions-Groups
4487 Swim Lessons
4488 Swim Club
4489 Locker Rental
4492 Special Events
4493 Game Room
4494 Merchandise for Resale
4495 Constitution Hall Rental
4496 Gift Certificate
4497 Concessions & Commissions
20
4500 Fines & Forfeits
4505 Federal Forfeiture
4506 State Forfeiture
4508 Unclaimed Evidence
4509 Forfeited Drug Money
4511 Court Fines
4512 Administrative Fines
4513 Rental Dwelling Fines
4600 Miscellaneous Revenues
4601 Special Assessments
4602 Special Assessments Penalty
4603 Interest Earnings
4604 Check Processing Fees
4605 Unrealized Investment Gain/Loss
4606 Other Revenue
4607 Special Assessments Interest
4609 Uncollectible Write Offs
4612 Donations & Contributions
4700 & 4800 Utilities & Enterprise
Water Utility
4701 Water Sales
4702 Fire Lines
4703 Water Meter Sales
4704 Water Meter Rentals
4705 Service restoration Charges
4706 Connection Charges-Water
4707 Penalties
4708 Tower Rental Fees
4709 Certification Charges
Sanitary Sewer Utility
4721 Sewer Service
4726 Connection Charges-Sewer
Storm Sewer Utility
4731 Storm Drainage Fees
Street Light Utility
4741 Street Light Service Charge
Recycling Utility
4751 Recycling Service Fees
Liquor Stores
4761 Liquor Sales
4762 Wine Sales
4763 Beer Sales
4764 Sales-Non Taxable
4765 Sales-Taxable
4766 Miscellaneous Sales
Centerbrook Golf Course
4771 Golf Lessons
4773 Greens Fees
4778 Passbook
4782 Rentals
4785 League
4786 Beer & Wine Cooler Revenues
4787 Food & Beverage Revenues
4788 Taxable Merchandise
4789 Non Taxable Merchandise
4790 Miscellaneous-Centerbrook
4791 Bottled Water Sales
Earle Brown Heritage Center
Convention Center
4821 Room Rentals-CC
4821.1 CMP Room Rentals-CC
4822 Labor Charges-CC
4823 Equipment Rentals-CC
4823.1 CMP Equipment Rentals-CC
4826 Dance Floor Rentals-CC
4827 Security Services-CC
4828 Client Services-CC
4829 Miscellaneous-CC
Office Rentals
4831 Office Rentals-OR
Catering
4842 Services Charges-Catering
4843 Concessions-Catering
4844 Food & Beverage Sales-Catering
4844.1 Food & Beverage Sales-Inn
4845 Liquor/Wine/Beer Sales-Catering
4845.1 Liquor/Wine/Beer Sales-Inn
4848 Miscellaneous Sales-Catering
4849 Misc Sales Non Taxable-Catering
Central Garage
4862 Fuel Sales-Internal
4862.1 Fuel Sales-External
4863 Replacement Charges
4864 Overhead Charges
4865 Repair/Maintenance Charges
Compensated Absences
4881 Compensated Absence Chg/Credit
Employee Retirement Benefit
4891 Implicit Rate Subsidy Contribution
4900 Other Financing Sources
4911 Sale of Property
4912 Capital Contributions
4915 Transfers In
4916 Capital Asset Transfer
4919 Gain on Capital Asset Disposal
4921 Refunds & Reimbursements
4922 Project Administration
4931 Bond Sales
4932 Premium on Bond Sales
4933 Discount on Bond Sales
21
EXPENDITURES
Cost of Sales
Liquor Stores
5581 Cost of Sales-Liquor
5582 Cost of Sales-Wine
5583 Cost of Sales-Beer
5584 Other Cost of Sales-Non Taxable
5585 Other Cost of Sales-Taxable
5586 Cost of Sales-Miscellaneous
5587 Inventory Variances
5588 Merchandise Breakage
5589 Delivery Charges
Earle Brown Heritage Center
5591 Cost of Sales-Labor
5592 Cost of Sales-Food
5593 Cost of Sales-Supplies
5594 Cost of Sales-Management Fees
5595 Cost of Sales-Banquet Expenses
Wages and Salaries
6100 Wages & Salaries
6101 Wages & Salaries-FT Employees
6102 Overtime-FT Employees
6103 Wages-PT Employees
6104 Overtime-PT Employees
6105 Contracted Services Overtime
6110 Other Payments-Non Insurance
6111 Severance Pay
6112 Car Allowance
6120 Retirement Contributions
6122 PERA Coordinated Plan
6123 PERA Police & Fire Plan
6124 PERA Defined Contribution Plan
6125 FICA
6126 Medicare Contributions
6127 Fire Relief Contributions
6130 Insurance Contributions
6131 Cafeteria Plan Contributions
6135 Medical Insurance-Retirees
6140 Unemployment Compensation
6141 Unemployment Compensation
6150 Workers Compensation
6151 Workers Compensation Insurance
Supplies
6200 Office Supplies
6201 Office Supplies
6202 Copying Supplies
6203 Books/Reference Materials
6204 Stationary Supplies
6210 Operating Supplies
6211 Cleaning Supplies
6212 Motor Fuels
6213 Lubricants & Additives
6214 Clothing & Personal Equipment
6215 Shop Materials
6216 Chemicals/Chemical Products
6217 Safety Supplies
6218 Welding Supplies
6219 General Operating Supplies
6219-1 Gen Op Sup-Fire Education
6219-2 Gen Op Sup-Fire Inspections
6220 Repair & Maintenance Supplies
6221 Motor Vehicles
6222 Tires
6223 Buildings & Facilities
6224 Street Maintenance Materials
6225 Park & Landscape Materials
6226 Signs & Striping Materials
6227 Paint Supplies
6230 Repair & Maintenance Supplies-Other
6231 Athletic Field Supplies
6232 Trailway Supplies
6233 Court Supplies
6235 Utility System Supplies
6237 Laundry Supplies
6239 Other Repair & Mtnce Supplies
6240 Small Tools & Minor Equipment
6241 Small Tools
6242 Minor Equipment
6243 Minor Computer Equipment
Other Charges & Services
6300 Professional Services
6301 Accounting, Auditing, Financial Svs
6302 Architect, Engineer, Planning Svs
6303 Legal Services
6305 Medical Services
6306 Personnel/Labor Relations
6307 Professional Services
6308 Charter Commission
22
6320 Communications
6321 Telephone/Pagers
6322 Postage
6323 Radio Communications
6324 Teleprocessing Services
6329 Other Communications Services
6330 Transportation
6331 Travel Expense/Mileage
6332 Contracted Transportation
6333 Freight/Drayage
6339 Other Transportation Expense
6340 Advertising
6341 Personnel Advertising
6342 Legal Notices
6349 Other Advertising
6350 Printing & Duplicating
6351 Printing
6360 Insurance
6361 General Liability Insurance
6362 Property Insurance
6363 Motor Vehicle Insurance
6364 Dram Shop Insurance
6366 Machinery Breakdown Insurance
6367 Equipment (Inland Marine)
6368 Bond Insurance
6369 Other Insurance
6380 Utility Services
6381 Electric
6382 Natural Gas
6383 Water
6384 Refuse Disposal
6385 Sanitary Sewer
6386 Storm Sewer
6387 Heating Oil
6388 Hazardous Waste
6389 Street Lights
6390 Contract Utility Services
6391 Met Council Environmental Services
6400 Repair & Maintenance Services
6401 Motor Vehicle Services
6402 Equipment Services
6403 Buildings/Facilities Maint Service
6404 Street Maintenance Services
6405 Park & Landscape Services
6406 Multi-Function Maintenance
6407 Traffic Signals Maintenance
6408 Communication/Info Systems
6409 Other Repair & Maintenance Svs
6410 Rentals
6412 Buildings & Facilities
6413 Office Equipment
6414 Information Systems Equipment
6415 Other Equipment
6416 Machinery
6417 Uniforms
6420 IS Services/License/Maintenance Fees
6421 Software Licenses
6422 Software Maintenance
6423 LOGIS Charges
6428 Protection Services
6430 Miscellaneous
6431 Special Events
6432 Conferences & Schools
6433 Meeting Expenses
6434 Dues & Subscriptions
6435 Credit Card Fees
6436 Uncollectible Checks/Debts
6437 Check Verification Fees
6438 Cash Short/(Over)
6439 Online Registration Fees
6440 Other Expenses
6441 Licenses, Taxes & Fees
6442 Court Awards/Settlements
6443 Prize Awards/Expense Reimburse
6444 Relocation Expenses
6445 Convention Bureau Payment
6446 Contingency Account
6447 Towing Charges
6448 Prisoner Boarding Charges
6449 Other Contractual Service
6451 Meeting Planner Points-EBHC
6460 Central Garage Charges
6461 Fuel Charges
6462 Fixed Charges
6463 Repair & Maintenance Charges
6465 Replacement Charges
6470 & 80 Transfers & Other Uses
6471 Administrative Service Transfer
6472 Engineering Service Transfer
6473 Storm Sewer Transfer
6474 Debt Service Transfer
6476 Capital Project Transfer
6480 General Fund Reimbursement
6481 EDA Fund Transfer
6482 Miscellaneous Transfer
23
6490 Other Miscellaneous Costs/Expenses
6491 Merchandise for Resale
6494 Depreciation Expense
6496 Loss on Capital Asset Disposal
6499 Expenses Reimbursed
Capital Outlay
6500 Capital Outlay
6510 Land
6512 Land Improvements
6520 Buildings & Facilities
6530 Improvements
6540 Equipment & Machinery
6545 Other Equipment
6550 Motor Vehicles
6560 Furniture
6570 Office Equipment
6580 Information Systems
6590 Capital Leases
6595 Discount on Equipment Purchased
Debt Service
6600 Debt Service
6601 Bond Principal
6602 Other Debt Principal
6611 Bond Interest
6612 Other Debt Interest
6621 Paying Agent/Other Fees
24
City of Brooklyn Center
2015 Budget
Staffing
City of Brooklyn Center
2015 Budget
Full Time Employees - By Fund, Function & Division (By Funding Source)
2008 2009 2010 2011 2012 2013 2014 2015 2016
General Fund
General Government
Administration 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Elections 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
City Clerk 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Finance 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Assessing 3.0 3.0 3.0 3.0 3.0 3.5 3.5 0.0 0.0
Human Resources 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Information Technology 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
General Government Buildings & Facilities 4.0 4.0 4.0 4.0 3.0 3.0 3.0 3.0 3.0
Central Supplies & Support 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Public Safety
Police Administration 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Police Investigation 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0
Police Patrol 37.0 40.0 40.0 40.0 40.5 40.5 40.0 40.0 40.0
Police Support Services 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0
Police Facility Maintenance 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Fire 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0
Emergency Preparedness 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Community Services
Planning & Zoning 2.0 2.0 2.0 1.5 1.5 1.5 1.5 1.5 1.5
Inspections 4.0 4.0 4.0 4.0 4.0 4.0 5.0 5.5 5.5
Code Enforcement 2.0 5.0 5.0 5.0 4.0 5.0 5.0 4.0 4.0
Ownership Services 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.5 0.5
Public Works
Public Works Administration/Engineering 6.0 6.0 6.0 6.0 6.0 7.0 7.0 7.0 7.0
Street Maintenance 8.0 8.0 8.0 8.0 7.0 7.0 7.0 7.0 7.0
Traffic Control 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Park Maintenance 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0
Forestry 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Community Activities & Recreation Services
CARS Administration 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
CARS Recreation Administration 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
CARS Community Center 3.0 3.0 3.0 3.0 0.0 0.0 0.0 0.0 0.0
Subtotal 120.0 126.0 126.0 125.5 120.0 122.5 123.0 120.5 120.5
Special Revenue Funds
Economic Development Authority 2.0 2.0 2.0 2.5 2.5 2.5 2.5 2.5 2.5
Grant Funds: COPS Grant 2.0 0.0 1.0 1.0 0.5 0.5 0.0 0.0 0.0
Grant Funds: Auto Theft Grant 1.0 0.0 1.0 1.0 1.0 1.0 1.0 0.5 0.0
Subtotal 5.0 2.0 4.0 4.5 4.0 4.0 3.5 3.0 2.5
Enterprise Funds
Off Sale Liquor Stores 4.0 4.0 5.0 4.0 4.0 5.0 5.0 5.0 5.0
Centerbrook Golf Course 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Earle Brown Heritage Center
Administration 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Convention Center 8.0 8.0 8.0 8.0 8.0 8.0 9.0 9.0 9.0
Subtotal 16.0 16.0 17.0 16.0 16.0 17.0 18.0 18.0 18.0
Public Utilities & Internal Service Funds
Water Utility 5.3 5.3 5.3 5.3 5.3 5.3 5.3 5.3 5.3
Sanitary Sewer Utility 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3
Storm Drainage Utility 1.4 1.4 1.4 1.4 2.4 2.4 2.4 2.4 2.4
Central Garage 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Subtotal 14.0 14.0 14.0 14.0 15.0 15.0 15.0 15.0 15.0
Total Full Time Employees 155.0 158.0 161.0 160.0 155.0 158.5 159.5 156.5 156.0
Proposed
staffsummary2015
25
City of Brooklyn Center
2015 Budget
Summary of Full Time Employee Positions by Function
2008 2009 2010 2011 2012 2013 2014 2015 2016
General Government 22.0 22.0 22.0 22.0 21.0 21.5 21.5 18.0 18.0
Public Safety 61.0 61.0 63.0 63.0 63.0 63.0 62.0 62.5 62.0
Community Services 10.0 13.0 13.0 13.0 12.0 13.0 14.0 14.0 14.0
Public Works 28.0 28.0 28.0 28.0 27.0 28.0 28.0 28.0 28.0
Community Recreation 9.0 9.0 9.0 9.0 6.0 6.0 6.0 6.0 6.0
Enterprise Operations 16.0 16.0 17.0 16.0 16.0 17.0 18.0 18.0 18.0
Public Utilities 9.0 9.0 9.0 9.0 10.0 10.0 10.0 10.0 10.0
Total 155.0 158.0 161.0 160.0 155.0 158.5 159.5 156.5 156.0
Proposed
155.0
158.0
161.0
160.0
155.0
158.5
159.5
156.5
152
153
154
155
156
157
158
159
160
161
162
2008 2009 2010 2011 2012 2013 2014 2015
Total Full Time Employees
26
City of Brooklyn Center
2015 Budget
Resolutions
27
28
29
30
31
32
33
34
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36
City of Brooklyn Center
2015 Budget
Budget Summary – All Funds
37
The stacked bar graph above shows the total amount of property taxes levied upon taxpayers within the City of Brooklyn Center for each
respective year. Each color of the bar indicates a different purpose for the property taxes, and are shortly described below:
General Revenue - Provides the resources for the day-to-day operations of the General Fund, which is the primary operating
fund within the City. Many of the operations in this fund are not funded through user charges or fees, and therefore the resources
for them needs to come from the tax base a whole. Such operations include: administration, police and fire protection, public
works (streets & parks), and community recreation.
Debt Service - Provides for the resources necessary to repay long term debt issues. These debt issues are for a finite period of
time, and typically fluctuate in amounts on an annual basis. These debt issues were necessary to provide for immediate financing
for infrastructure needs throughout the City.
HRA - Provides for a portion of the resources assigned to housing redevelopment and economic development in the City. The
amount of this levy is determined annually as a percentage of the taxable market value within the City. The percentage does
not change from year-to-year, and is set by State Statute. However, the taxable market value does change annually.
COMPONENTS OF CITY PROPERTY TAX LEVY
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
General fund revenue Debt service HRA
38
The chart above is illustrating the changes in market values of property within the City of Brooklyn Center. Estimated market value reflects
the estimated fair market value for a property on the open market. This value is determined by the Hennepin County Assessor. Taxable
market value is the basis for determining a certain property's tax capacity, which is a major portion of the equation in determining the actual
amount of property taxes on your property.
In 2011, the State legislature established a new property tax program called the homestead market value exclusion. This exclusion provides
a tax reduction to all homesteads valued below $413,800. This tax reduction essentially shifts a portion of the tax burden from these properties
to other types of property within the City. This program is the reason for the difference between estimated and taxable market value beginning
in 2011. For taxes payable in 2015, taxable market value is 89.45% of estimated market value.
MARKET VALUES
$-
$500,000,000
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Estimated Market Value Taxable Market Value
39
The chart above shows each property class that comprises the taxable market value within the City, and its respective percentage of the total
taxable market value.
It is important to note that although one property class may comprise a larger percentage of the taxable market value, each property class
has a tax class rate. Tax capacity is a larger driver in the amount of property taxes paid when compared to taxable market value.
COMPONENTS OF TAXABLE MARKET VALUE
Commercial
19.10%Farm
0.01%
Industrial
7.80%
Residential
59.26%
Apartments
12.53%
Other
0.03%
Personal Property
1.26%
40
The chart above is illustrating the changes in tax capacities of property within the City of Brooklyn Center. Total tax capacity is determined
by taking the taxable market value multiplied by the class rate for each respective property class within the City, and summing them all
together for a total. Net tax capacity takes into account fiscal disparities and tax increments.
Fiscal disparities is a tax base sharing program within the Twin Cities metropolitan area. Under this program, 40 percent of growth in a City's
commercial and industrial property values since the base year of 1971 is "contributed" to the fiscal disparities pool on an annual basis, which
is a reduction in the City's tax capacity. Each participant in the pool also receives a "distribution" from the fiscal disparities pool on an annual
basis, which is based off of market value and population factors, which is an increase to the City's tax capacity.
The City, in recent years, receives a larger "distribution" from the fiscal disparities pool in comparison to the City's "contribution" to the fiscal
disparities pool. Ultimately this program benefits the taxpayers of the City of Brooklyn Center, and results in lower property taxes than would
be the case if the program did not exist.
TAX CAPACITIES
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Total Tax Capacity Net Tax Capacity
41
The chart above is essentially illustrating the tax burden on each respective property class within the City of Brooklyn Center. The tax burden
is illustrated by showing each property class that comprises the total tax capacity within the City, and its respective percentage of the
total tax capacity.
A property's tax capacity is multiplied by the tax rate for each taxing authority which determines the amount of tax owed. Essentially this
chart is illustrating that residential properties absorb 45.69% of the City portion of property taxes.
COMPONENTS OF TOTAL TAX CAPACITY
Commercial
28.92%Farm
0.01%
Industrial
11.86%
Residential
45.69%
Apartments
11.57%
Other
0.04%
Personal Property
1.92%
42
The graph above shows the estimated market value of the median value residential property in the City of Brooklyn Center. The median value
can be defined as the exact middle, seperating the higher half of residential properties with the lower half of residential properties.
The graph also shows the estimated City portion of property taxes for a residential property with the respective estimated market value for
each given year. It is important to note that these figures (the estimated City taxes) should only be viewed as an estimate for a residential
property at the given estimated market value. There are a number of factors, including what school district, or watershed district that a
property is located within, that will affect the actual City portion of property taxes in any given year.
MEDIAN VALUE RESIDENTIAL PROPERTY
With Estimated City Portion of Property Taxes
2009 2010 2011 2012 2013 2014 2015
Estimated City Taxes $886 $820 $805 $715 $671 $662 $752
Estimated Market Value - Median $180,400 $156,500 $137,500 $133,900 $119,400 $114,300 $131,400
$500
$550
$600
$650
$700
$750
$800
$850
$900
$950
$100,000
$110,000
$120,000
$130,000
$140,000
$150,000
$160,000
$170,000
$180,000
$190,000
43
The graph above is illustrating the allocation of the estimated total property taxes for a median value residential property within the City of
Brooklyn Center and in School District #279.
It is important to note that this illustration is only an estimate. This allocation is based off of property tax rates which were available at the
time of production of the budget document. The respective tax rates for each entity above are subject to change before final approval.
It should also be noted that the allocation above is based on a hypothetical property within the City. Each property, despite having the same
estimated market value, could have different property taxes based on a number of factors, including: what school district you are located in
or what watershed district you are located within.
COMPONENTS OF PROPERTY TAXES
Estimated - 2015 Median Value Residential Property
City of Brooklyn Center
36%
Hennepin County
25%
School Districts
34%
Metro Taxing Districts
2%Other Taxing Districts
3%
44
Distribution of Property Tax Amount Changes by Number of Properties in Each Category
Decrease Decrease Decrease Increase Increase Increase
15% or more 5.0% to 14.9% 0.0% to 4.9%.1% to 4.9% 5.0% to 14.9% 15% or more
7,234 Single Family Residential 36 87 245 751 4,118 1,997
0.5%1.2%3.4%10.4%56.9%27.6%
83 Apartments - 17 37 23 5 1
0.0%20.5%44.6%27.7%6.0%1.2%
164 Commercial & Industrial 10 60 88 4 1 1
6.1%36.6%53.7%2.4%0.6%0.6%
7,481 Total # of Properties 46 165 371 778 4,125 1,999
% of Total Properties 0.6%2.2%5.0%10.4%55.1%26.7%
The table above illustrates the changes in property taxes from 2014 to 2015 (in % terms) for the respective property classes. The most significant
change for each property class is highlighted in bold text above.
This table intends to give a broad spectrum analysis of how property taxes are changing across the City from year to year. It takes into effect
multiple effects such as: trends in market values for each property class, actual changes in market values for individual properties, and change in the
City's tax rate.
# of Properties in Category
45
The chart above is illustrating the annual cost for each function of the General fund, which is the primary operating fund of the City of Brooklyn
Center. This chart does not take in consideration any costs of other funds in the City or reduce the cost for non-property tax funded
expenses such as permit fees and chages for services of the various departments.
The costs above are based on the City portion of property taxes on a median value residential property in the City.
For 2015 Median Value Residential Property
General Government, $88
Police, $267 Fire & Emergency
Preparedness, $43
Community Services, $50
Public Works, $122
Community Recreation,
$52
Technology
Improvements, $5 Golf Course, $1 Other, $28
46
The chart above is illustrating the annual comparison of the City's water utility rates with nine other cities which are considered to be similar
to Brooklyn Center. All rates presented are for 2014, with the exception of the budgeted 2015 rate for the City of Brooklyn Center. The chart
illustrates, that even with the budgeted rate increase for 2015, the City's water utility rates are the second lowest in the comparison.
The rate increase for 2015 is being driven by the City's construction of a water treatment plant, which is currently under construction, and
is expected to be up and running by the end of 2015 or the early part of 2016.
WATER UTILITY RATE COMPARISON
Residential User - 18,000 Gallons - Per Quarter
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
$90.00
$100.00
$110.00
$23.68
$32.68
$39.87 $40.07
$48.74
$61.52
$66.36
$82.15 $82.26
$94.05
$98.67
47
The chart above is illustrating the annual comparison of the City's sanitary sewer utility rates with nine other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2014, with the exception of the budgeted 2015 rate for the City of Brooklyn Center.
The budgeted rate increase for 2015 is primarily driven by the infrastructure replacement taking place in connection with the neighborhood
street and utility reconstruction projects.
SANITARY SEWER UTILITY RATE COMPARISON
Residential User - 18,000 Gallons - Per Quarter
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
$90.00
$48.60
$61.74 $62.60
$66.15
$68.40 $70.02
$74.70
$78.44 $82.61 $83.63
$85.36
48
The chart above is illustrating the annual comparison of the City's storm drainage utility rates with eight other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2014, with the exception of the budgeted 2015 rate for the City of Brooklyn Center.
The budgeted rates for 2015 represent no change from the 2014 rates. The current rates are providing sufficient cash flows to meet current
operating needs as well as future infrastructure needs.
STORM DRAINAGE UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$4.91 $6.30
$11.70 $11.70 $12.02
$14.48 $14.48
$21.26 $21.78 $22.00
49
The chart above is illustrating the annual comparison of the City's street lighting utility rates with five other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2014, with the exception of the budgeted 2015 rate for the City of Brooklyn Center.
The budgeted rates for 2015 represent no change from the 2014 rates. The current rates are providing sufficient cash flows to meet current
operating needs as well as future infrastructure needs.
STREET LIGHT UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
New Hope Crystal Richfield Golden Valley Brooklyn
Center
Brooklyn
Center (2015)
Shoreview
$1.50
$4.65
$5.77
$6.45 $6.55 $6.55
$9.85
50
The chart above is illustrating the annual comparison of the City's recycling utility rates with seven other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2014, with the exception of the budgeted 2015 rate for the City of Brooklyn Center.
The City is part of a joint powers organization called the Hennepin Recycling Group (HRG) which manages the recycling program for the
member communities. The budgeted rate increase for 2015 is primarily driven by the operational needs for the recycling program.
RECYCLING UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
New Hope Roseville Fridley Maplewood Brooklyn
Center
Brooklyn
Center
(2015)
Golden
Valley
Crystal
$3.55
$5.00
$7.60
$8.82 $8.94 $9.21
$10.00
$10.65
51
City of Brooklyn Center
2015 Budget - All Funds Summary
Special Debt Capital
General Revenue Service Projects
Revenues
Property taxes 14,381,533$ 280,460$ 396,496$ -$
Tax increments 490,000 3,878,725 - -
Lodging taxes 880,000 - - -
Franchise fees - - - 650,000
Licenses and permits 728,115 - - -
Intergovernmental 1,362,941 277,516 - 1,898,068
Charges for goods and services 855,000 9,375 - -
Special assessments 85,000 - 848,329 767,129
Fines and forfeitures 316,500 32,000 - -
Investment earnings 46,787 21,192 5,601 27,371
Miscellaneous 106,725 20,201 - -
Total Revenues 19,252,601 4,519,469 1,250,426 3,342,568
Expenditures
General government 3,650,259 - - 68,675
Public safety 9,153,283 129,600 - -
Public works 3,620,234 - - 111,595
Parks and recreation 1,539,497 40,474 - -
Economic development 1,283,010 1,242,251 - -
Capital outlay - 788,500 - 7,139,000
Debt service - - 3,861,553 -
Nondepartmental 983,253 - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 20,229,536 2,200,825 3,861,553 7,319,270
Other Financing Sources and Uses
Transfers in 150,000 770,428 2,398,332 790,000
Issuance of debt - - - 1,370,000
Transfers out 826,935 (3,030,643) - (300,000)
Total Other Financing Sources & Uses 976,935 (2,260,215) 2,398,332 1,860,000
Net Change in Fund Balance -$ 58,429$ (212,795)$ (2,116,702)$
52
Enterprise Utility Internal 2014
Operations Operations Services Total Total Change
-$ -$ -$ 15,058,489$ 15,001,436$ 0.38%
- - - 4,368,725 3,322,960 31.47%
- - - 880,000 860,000 2.33%
- - - 650,000 680,000 -4.41%
- - - 728,115 743,668 -2.09%
- - - 3,538,525 2,496,300 41.75%
10,688,082 9,452,402 1,932,775 22,937,634 22,329,699 2.72%
- - - 1,700,458 677,946 150.82%
- - - 348,500 349,500 -0.29%
15,551 52,018 31,480 200,000 83,850 138.52%
11,250 23,340 - 161,516 858,200 -81.18%
10,714,883 9,527,760 1,964,255 50,571,962 47,403,559 6.68%
- - - 3,718,934 3,616,739 2.83%
- - - 9,282,883 8,835,909 5.06%
- - - 3,731,829 3,615,471 3.22%
- - - 1,579,971 1,498,204 5.46%
- - - 2,525,261 2,699,450 -6.45%
- 5,406,600 640,070 13,974,170 32,119,893 -56.49%
- 845,245 - 4,706,798 3,206,704 46.78%
- - - 983,253 882,995 11.35%
11,175,967 - - 11,175,967 10,962,314 1.95%
- 7,799,563 - 7,799,563 7,702,658 1.26%
- - 1,127,220 1,127,220 1,192,262 -5.46%
11,175,967 14,051,408 1,767,290 60,605,849 76,332,599 -20.60%
40,000 - - 4,148,760 4,457,555 -6.93%
- 1,610,000 - 2,980,000 18,254,000 -83.67%
(580,916) (364,059) (41,464) (3,490,147) (2,298,204) 51.86%
(540,916) 1,245,941 (41,464) 3,638,613 20,413,351 -82.18%
(1,002,000)$ (3,277,707)$ 155,501$ (6,395,274)$ (8,515,689)$ -24.90%
53
City of Brooklyn Center
2015 Budget - Special Revenue Funds Summary
20200 20300 20400 20500
Police
HRA EDA CDBG Forfeitures
Revenues
Property taxes 280,460$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - 150,000 -
Charges for goods and services - - - -
Special assessments - - - -
Fines and forfeitures - - - 32,000
Investment earnings - 5,754 - 267
Miscellaneous - - - -
Total Revenues 280,460 5,754 150,000 32,267
Expenditures
General government - - - -
Public safety - - - 67,600
Public works - - - -
Parks and recreation - - - -
Economic development - 379,099 - -
Capital outlay - - - -
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses - 379,099 - 67,600
Other Financing Sources and Uses
Transfers in - 425,428 - -
Issuance of debt - - - -
Transfers out (280,460) (57,884) (150,000) -
Total Other Financing Sources & Uses (280,460) 367,544 (150,000) -
Net Change in Fund Balance -$ (5,801)$ -$ (35,333)$
54
27700 27800 27900 28000 28600 29000
Centennial
TIF #2 TIF #3 TIF #4 TIF #5 City Grants Ampitheater Total
-$ -$ -$ -$ -$ -$ 280,460$
- 2,976,947 466,341 435,437 - - 3,878,725
- - - - - - -
- - - - - - -
- - - - - - -
- - - - 127,516 - 277,516
- - - - 9,375 - 9,375
- - - - - - -
- - - - - - 32,000
1,975 9,939 566 816 1,273 602 21,192
8,576 - - - 11,625 - 20,201
10,551 2,986,886 466,907 436,253 149,789 602 4,519,469
- - - - - - -
- - - - 62,000 - 129,600
- - - - - - -
- - - - 40,474 - 40,474
- 8,000 454,683 400,469 - - 1,242,251
- - - - 200,000 588,500 788,500
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- 8,000 454,683 400,469 302,474 588,500 2,200,825
- - - - - 345,000 770,428
- - - - - - -
- (2,497,331) (10,000) (34,968) - - (3,030,643)
- (2,497,331) (10,000) (34,968) - 345,000 (2,260,215)
10,551$ 481,555$ 2,224$ 816$ (152,685)$ (242,898)$ 58,429$
55
City of Brooklyn Center
2015 Budget - Debt Service Funds Summary
31200 31400 31500
G.O.G.O.G.O.
Improvement Improvement Improvement
2004-C 2006-A 2008-B
Revenues
Property taxes -$ -$ -$
Tax increments - - -
Lodging taxes - - -
Franchise fees - - -
Licenses and permits - - -
Intergovernmental - - -
Charges for goods and services - - -
Special assessments 103,995 161,647 308,810
Fines and forfeitures - - -
Investment earnings 626 1,334 2,825
Miscellaneous - - -
Total Revenues 104,621 162,981 311,635
Expenditures
General government - - -
Public safety - - -
Public works - - -
Parks and recreation - - -
Economic development - - -
Capital outlay - - -
Debt service 93,143 146,408 281,645
Nondepartmental - - -
Enterprise operations - - -
Utility operations - - -
Internal service operations - - -
Total Expenditures/Expenses 93,143 146,408 281,645
Other Financing Sources and Uses
Transfers in - - -
Issuance of debt - - -
Transfers out - - -
Total Other Financing Sources & Uses - - -
Net Change in Fund Balance 11,478$ 16,573$ 29,990$
56
31600 37500 37600 38000
G.O.G.O.G.O.G.O.
Improvement Tax Increment Tax Increment Tax Increment
2013-B 2013-A 2008-A 2004-D Total
396,496$ -$ -$ -$ 396,496$
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
273,877 - - - 848,329
- - - - -
816 - - - 5,601
- - - - -
671,189 - - - 1,250,426
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
942,025 427,938 149,344 1,821,050 3,861,553
- - - - -
- - - - -
- - - - -
- - - - -
942,025 427,938 149,344 1,821,050 3,861,553
- 427,938 149,344 1,821,050 2,398,332
- - - - -
- - - - -
- 427,938 149,344 1,821,050 2,398,332
(270,836)$ -$ -$ -$ (212,795)$
57
City of Brooklyn Center
2015 Budget - Capital Projects Funds Summary
40100 40200 40600
Municipal Capital
Capital State-Aid Reserve
Improvements Construction Emergency
Revenues
Property taxes -$ -$ -$
Tax increments - - -
Lodging taxes - - -
Franchise fees - - -
Licenses and permits - - -
Intergovernmental 1,010,076 887,992 -
Charges for goods and services - - -
Special assessments - - -
Fines and forfeitures - - -
Investment earnings 114 3,570 6,948
Miscellaneous - - -
Total Revenues 1,010,190 891,562 6,948
Expenditures
General government - - -
Public safety - - -
Public works - 110,000 -
Parks and recreation - - -
Economic development - - -
Capital outlay 656,000 2,560,000 -
Debt service - - -
Nondepartmental - - -
Enterprise operations - - -
Utility operations - - -
Internal service operations - - -
Total Expenditures/Expenses 656,000 2,670,000 -
Other Financing Sources and Uses
Transfers in 450,000 - -
Issuance of debt - - -
Transfers out (300,000) - -
Total Other Financing Sources & Uses 150,000 - -
Net Change in Fund Balance 504,190$ (1,778,438)$ 6,948$
58
40700 40800 40900 41000 41100
EBHC Water
Infrastructure Capital Street Technology Treatment
Construction Improvements Reconstruction Funding Plant Total
-$ -$ -$ -$ -$ -$
- - - - - -
- - - - - -
- - 650,000 - - 650,000
- - - - - -
- - - - - 1,898,068
- - - - - -
767,129 - - - - 767,129
- - - - - -
- 3,193 13,493 53 - 27,371
- - - - - -
767,129 3,193 663,493 53 - 3,342,568
- - - 68,675 - 68,675
- - - - - -
1,595 - - - - 111,595
- - - - - -
- - - - - -
1,370,000 344,000 2,150,000 59,000 - 7,139,000
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
1,371,595 344,000 2,150,000 127,675 - 7,319,270
- 200,000 - 140,000 - 790,000
1,370,000 - - - - 1,370,000
- - - - - (300,000)
1,370,000 200,000 - 140,000 - 1,860,000
765,534$ (140,807)$ (1,486,507)$ 12,378$ -$ (2,116,702)$
59
City of Brooklyn Center
2015 Budget - Public Utilities Funds Summary
60100 60200 65100 65200 65300
Sanitary Storm Street
Water Sewer Sewer Lights Recycling Total
Revenues
Property taxes -$ -$ -$ -$ -$ -$
Tax increments - - - - - -
Lodging taxes - - - - - -
Franchise fees - - - - - -
Licenses and permits - - - - - -
Intergovernmental - - - - - -
Charges for goods and services 2,951,092 4,090,000 1,635,000 450,500 325,810 9,452,402
Special assessments - - - - - -
Fines and forfeitures - - - - - -
Investment earnings 15,277 13,211 22,390 1,084 56 52,018
Miscellaneous 17,505 5,835 - - - 23,340
Total Revenues 2,983,874 4,109,046 1,657,390 451,584 325,866 9,527,760
Expenditures
General government - - - - - -
Public safety - - - - - -
Public works - - - - - -
Parks and recreation - - - - - -
Economic development - - - - - -
Capital outlay 1,750,000 1,610,000 1,826,600 220,000 - 5,406,600
Debt service 791,321 53,924 - - - 845,245
Nondepartmental - - - - - -
Enterprise operations - - - - - -
Utility operations 2,023,090 3,594,531 1,654,761 248,478 278,703 7,799,563
Internal service operations - - - - - -
Total Expenditures/Expenses 4,564,411 5,258,455 3,481,361 468,478 278,703 14,051,408
Other Financing Sources and Uses
Transfers in - - - - - -
Issuance of debt - 1,610,000 - - - 1,610,000
Transfers out (92,103) (92,103) (137,103) (20,272) (22,478) (364,059)
Total Other Financing Sources & Uses (92,103) 1,517,897 (137,103) (20,272) (22,478) 1,245,941
Net Change in Fund Balance (1,672,640)$ 368,488$ (1,961,074)$ (37,166)$ 24,685$ (3,277,707)$
60
City of Brooklyn Center
2015 Budget - Enterprise Funds Summary
60900 61300 61700
Municipal Centerbrook Earle Brown
Off-Sale Golf Heritage
Liquor Course Center Total
Revenues
Property taxes -$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - - -
Charges for goods and services 5,797,574 227,000 4,663,508 10,688,082
Special assessments - - - -
Fines and forfeitures - - - -
Investment earnings 9,928 - 5,623 15,551
Miscellaneous 8,500 2,750 - 11,250
Total Revenues 5,816,002 229,750 4,669,131 10,714,883
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay - - - -
Debt service - - - -
Nondepartmental - - - -
Enterprise operations 5,628,261 260,686 5,287,020 11,175,967
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 5,628,261 260,686 5,287,020 11,175,967
Other Financing Sources and Uses
Transfers in - 40,000 - 40,000
Issuance of debt - - - -
Transfers out (278,295) (8,946) (293,675) (580,916)
Total Other Financing Sources & Uses (278,295) 31,054 (293,675) (540,916)
Net Change in Fund Balance (90,554)$ 118$ (911,564)$ (1,002,000)$
61
City of Brooklyn Center
2015 Budget - Internal Service Funds Summary
70100 70300 70400
Employee Employee
Central Retirement Compensated
Garage Benefits Absences Total
Revenues
Property taxes -$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - - -
Charges for goods and services 1,932,775 - - 1,932,775
Special assessments - - - -
Fines and forfeitures - - - -
Investment earnings 21,007 4,451 6,022 31,480
Miscellaneous - - - -
Total Revenues 1,953,782 4,451 6,022 1,964,255
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay 640,070 - - 640,070
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations 1,127,220 - - 1,127,220
Total Expenditures/Expenses 1,767,290 - - 1,767,290
Other Financing Sources and Uses
Transfers in - - - -
Issuance of debt - - - -
Transfers out (41,464) - - (41,464)
Total Other Financing Sources & Uses (41,464) - - (41,464)
Net Change in Fund Balance 145,028$ 4,451$ 6,022$ 155,501$
62
City of Brooklyn Center
2015 Budget
General Fund Summary
City of Brooklyn Center
2015 Budget
General Fund
The General Fund is the primary operating fund for the governmental operations of the
City. Activities enabled by General Fund planning include police protection and
community support, fire prevention and suppression, parks and recreational programs,
planning and zoning, community services, assessing, street maintenance and repair,
engineering and general administrative functions.
63
Property taxes
74%
Other taxes
7%
Licenses & permits
4%
Intergovernmental
7%
Charges for services
4%
Fines & forfeitures
2%
Other revenue
2%
General Fund
2015 Budgeted Revenues
Summary ‐By Source
64
City of Brooklyn Center
2015 Budget - General Fund - Revenue Summary
2014
2012 2013 November 2014 2015
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
PROPERTY TAXES 13,208,165$ 13,712,403$ 6,876,527$ 13,632,326$ 14,381,533$ 5.50%
TAX INCREMENTS 175,827 423,587 275,403 400,000 490,000 22.50%
SALES AND USE TAXES 882,620 881,252 784,165 860,000 880,000 2.33%
TOTAL TAXES 14,266,612 15,017,242 7,936,095 14,892,326 15,751,533 5.77%
LICENSES 309,784 355,864 267,302 343,168 327,615 -4.53%
PERMITS 548,810 728,139 648,180 400,500 400,500 0.00%
TOTAL LICENSES & PERMITS 858,594 1,084,003 915,482 743,668 728,115 -2.09%
FEDERAL - 43,370 - - - 0.00%
STATE 874,698 959,121 2,447,408 1,171,000 1,278,641 9.19%
COUNTY 4,000 4,500 - - - 0.00%
LOCAL 87,781 79,171 78,604 82,800 84,300 1.81%
TOTAL INTERGOVERNMENTAL 966,479 1,086,162 2,526,012 1,253,800 1,362,941 8.70%
GENERAL GOVERNMENT 305,500 280,662 189,848 156,150 158,050 1.22%
PUBLIC SAFETY 84,567 60,627 13,021 58,100 24,750 -57.40%
COMMUNITY DEVELOPMENT 5,305 7,772 2,378 10,000 8,000 -20.00%
PARKS & RECREATION 263,045 259,012 221,613 254,731 257,700 1.17%
COMMUNITY CENTER 388,209 382,050 291,289 404,100 406,500 0.59%
TOTAL CHARGES FOR SERVICES 1,046,626 990,123 718,149 883,081 855,000 -3.18%
SPECIAL ASSESSMENTS 91,298 160,755 67,121 75,000 85,000 13.33%
FINES & FORFEITURES 336,740 287,631 275,043 349,500 316,500 -9.44%
INVESTMENT EARNINGS 22,932 (25,763) 33,964 32,000 46,787 46.21%
MISCELLANEOUS 312,381 162,551 75,842 86,875 106,725 22.85%
OTHER FINANCING SOURCES 600 3,000 - - - 0.00%
TRANSFERS IN 119,712 149,381 - 150,000 150,000 0.00%
10100 GENERAL FUND REVENUES 18,021,974$ 18,915,085$ 12,547,708$ 18,466,250$ 19,402,601$ 5.07%
Object Code / Description
65
General government
18%
Police
39%
Fire
6%
Community services
6%
Public works
18%
CARS
8%
Non‐departmental
5%
General Fund
2015 Budgeted Expenditures
Summary ‐By Department
66
City of Brooklyn Center
2015 Budget - General Fund - Expenditure Summary by Function
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
41110 MAYOR & COUNCIL 120,689$ 132,883$ 119,004$ 144,597$ 122,010$ -15.62%
41320 CITY MANAGER 293,945 308,719 316,790 306,664 337,441 10.04%
41410 ELECTIONS 110,310 72,113 95,792 116,667 90,030 -22.83%
41430 CITY CLERK 159,577 165,670 157,102 169,004 175,929 4.10%
41520 FINANCE 505,555 442,559 478,418 529,861 548,859 3.59%
41550 ASSESSING 334,919 325,123 211,723 374,795 201,100 -46.34%
41610 LEGAL 374,696 401,222 332,294 393,750 472,000 19.87%
41810 HUMAN RESOURCES 305,110 302,961 260,165 311,014 356,289 14.56%
41920 INFORMATION TECHNOLOGY 402,153 429,054 380,206 460,720 488,643 6.06%
41940 GOVERNMENT BUILDINGS 783,976 900,802 614,845 809,667 857,958 5.96%
GENERAL GOVERNMENT 3,390,930 3,481,106 2,966,339 3,616,739 3,650,259 0.93%
42110 ADMINISTRATION 263,498 249,239 283,999 276,863 298,935 7.97%
42120 INVESTIGATION 844,883 880,713 756,226 858,803 880,915 2.57%
42123 PATROL 4,768,813 4,829,511 4,716,704 5,420,353 5,511,311 1.68%
42151 SUPPORT SERVICES 787,927 738,280 659,380 906,805 938,498 3.50%
42170 STATION & BUILDINGS 195,693 197,009 171,140 232,306 257,576 10.88%
POLICE 6,860,814 6,894,752 6,587,449 7,695,130 7,887,235 2.50%
42210 FIRE 947,397 969,323 1,004,658 1,049,682 1,182,727 12.67%
42510 EMERGENCY PREPAREDNESS 91,829 73,725 63,843 85,325 83,321 -2.35%
FIRE 1,039,226 1,043,048 1,068,501 1,135,007 1,266,048 11.55%
41910 PLANNING & ZONING 144,437 151,603 226,695 156,379 203,943 30.42%
42410 BUILDING INSPECTIONS 412,680 457,465 441,146 561,785 584,874 4.11%
42411 CODE ENFORCEMENT 322,695 386,551 363,588 444,325 494,193 11.22%
COMMUNITY SERVICES 879,812 995,619 1,031,429 1,162,489 1,283,010 10.37%
43110 ENGINEERING 585,835 701,421 730,086 828,660 842,518 1.67%
43220 STREET MAINTENANCE 1,216,991 1,383,833 1,296,379 1,415,345 1,449,683 2.43%
43221 TRAFFIC CONTROL 213,477 208,077 187,285 217,629 219,129 0.69%
45201 PARK FACILITIES 931,423 892,669 808,588 964,982 1,010,356 4.70%
45204 FORESTRY 93,701 85,480 88,139 97,400 98,548 1.18%
PUBLIC WORKS 3,041,427 3,271,480 3,110,477 3,524,016 3,620,234 2.73%
45010 ADMINISTRATION 189,439 201,396 189,558 205,464 219,626 6.89%
45110 REC ADMINISTRATION 429,183 443,938 417,903 456,185 462,688 1.43%
45111 ADULT PROGRAMS 164,982 156,119 137,089 169,119 164,612 -2.66%
45112 TEEN PROGRAMS 10,260 8,582 5,742 16,921 17,100 1.06%
45113 YOUTH PROGRAMS 35,087 56,469 45,520 43,173 60,966 41.21%
45119 GENERAL RECREATION 25,102 30,700 9,048 28,853 29,518 2.30%
45122 COMMUNITY CENTER 172,133 140,678 135,913 215,993 221,242 2.43%
45124 POOL 356,390 395,761 349,295 327,321 363,745 11.13%
CARS 1,382,576 1,433,643 1,290,068 1,463,029 1,539,497 5.23%
44110 JOINT POWERS 141,505 149,203 145,503 161,000 161,000 0.00%
45310 CONVENTION & TOURISM 419,387 418,595 339,217 408,500 418,000 2.33%
48140 INSURANCE 147,037 181,808 207,532 210,170 232,753 10.75%
48150 CENTRAL SUPPLIES 140,653 219,027 134,360 39,200 171,500 337.50%
NON-DEPARTMENTAL 848,582 968,633 826,612 818,870 983,253 20.07%
48170 INTERFUND REIMBURSEMENT (700,065) (971,172) 1,766,911 (1,049,030) (1,014,324) -3.31%
48210 TRANSFERS OUT 320,000 102,166 - 100,000 187,389 87.39%
TRANSFERS (380,065) (869,006) 1,766,911 (949,030) (826,935) -12.87%
10100 GENERAL FUND EXPENDITURES 17,063,302$ 17,219,275$ 18,647,786$ 18,466,250$ 19,402,601$ 5.07%
67
Personal services
63%
Supplies
3%
Services and other
charges
26%
Central garage
charges
7%
Capital outlay
1%
General Fund
2015 Budgeted Expenditures
Summary ‐By Object
68
City of Brooklyn Center
2015 Budget - General Fund - Expenditure Summary by Object Code
2014
2012 2013 November 2014 2015
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
5586 COST OF SALES-MISC 773$ 751$ 240$ -$ -$ 0.00%
TOTAL COST OF SALES 773 751 240 - - 0.00%
6101 WAGES & SALARIES-FT EMPLOYEES 7,562,730 7,854,183 7,334,063 8,372,747 8,489,163 1.39%
6102 OVERTIME-FT EMPLOYEES 304,716 376,114 371,953 337,560 335,300 -0.67%
6103 WAGES-PART TIME EMPLOYEES 916,566 973,644 887,679 1,007,506 1,004,345 -0.31%
6104 OVERTIME-PART TIME EMPLOYEES 1,566 4,593 437 2,000 2,000 0.00%
6105 CONTRACTED SVCS OT 52,596 36,229 4,817 40,000 15,000 -62.50%
6111 SEVERANCE PAY 105,645 58,215 192,630 - - 0.00%
6112 CAR ALLOWANCE 3,500 6,000 5,500 - 6,000 100.00%
6122 PERA COORDINATED PLAN 342,773 351,513 328,726 396,469 405,178 2.20%
6123 PERA POLICE & FIRE PLAN 527,621 555,630 539,454 621,043 653,540 5.23%
6124 PERA DEFINED CONTRIBUTION 820 881 832 866 1,077 24.36%
6125 FICA - SOCIAL SECURITY 327,311 336,970 315,177 359,391 353,058 -1.76%
6126 FICA - MEDICARE 132,078 134,862 125,393 143,213 145,295 1.45%
6127 FIRE RELIEF ASSOCIATION 152,503 135,340 153,545 111,523 141,471 26.85%
6131 CAFETERIA PLAN CONTRIBUTIONS 1,185,531 1,188,153 1,186,172 1,500,429 1,550,376 3.33%
6141 UNEMPLOYMENT COMPENSATION 30,527 13,078 14,438 - - 0.00%
6151 WORKER'S COMP INSURANCE 274,130 270,369 244,864 292,320 285,503 -2.33%
TOTAL PERSONAL SERVICES 11,920,613 12,295,774 11,705,680 13,185,067 13,387,306 1.53%
6201 OFFICE SUPPLIES 27,970 23,830 18,360 36,050 29,850 -17.20%
6202 COPYING SUPPLIES - - - - - 0.00%
6203 BOOKS/REFERENCE MATERIALS 3,299 4,445 1,093 11,080 6,130 -44.68%
6204 STATIONARY SUPPLIES - - - 200 200 0.00%
6211 CLEANING SUPPLIES 21,514 23,090 10,182 22,000 20,000 -9.09%
6214 CLOTHING & PERSONAL EQUIPMENT 53,307 68,240 67,731 77,730 75,155 -3.31%
6216 CHEMICALS/CHEMICAL PRODUCTS 24,397 30,510 30,203 21,450 19,520 -9.00%
6217 SAFETY SUPPLIES 4,229 4,559 4,153 5,875 6,680 13.70%
6219 GENERAL OPERATING SUPPLIES 98,891 88,397 83,587 110,405 110,345 -0.05%
6219.1 GEN OP SUP-FIRE EDUCATION - 2,981 - 3,000 3,000 0.00%
6223 BUILDINGS & FACILITIES 2,346 1,228 393 3,200 2,950 -7.81%
6224 STREET MAINT MATERIALS 35,222 122,596 72,454 87,300 92,500 5.96%
6225 PARK & LANDSCAPE MATERIALS 36,073 27,100 15,811 26,700 27,190 1.84%
6226 SIGNS & STRIPING MATERIALS 28,597 31,057 23,056 30,700 31,510 2.64%
6227 PAINT SUPPLIES 1,769 780 312 945 975 3.17%
6231 ATHLETIC FIELD SUPPLIES 2,774 7,799 5,133 5,300 4,960 -6.42%
6233 COURT SUPPLIES 260 596 2,007 2,300 725 -68.48%
6239 OTHER REPAIR & MAINT SUPPLIES 39,041 51,312 42,684 41,000 45,200 10.24%
6241 SMALL TOOLS 2,330 3,085 1,428 3,400 3,520 3.53%
6242 MINOR EQUIPMENT 48,702 73,384 14,128 46,675 41,925 -10.18%
6243 MINOR COMPUTER EQUIPMENT 66,056 53,032 114,337 108,800 52,700 -51.56%
TOTAL SUPPLIES 496,777 618,021 507,052 644,110 575,035 -10.72%
6301 ACCTG, AUDIT & FIN'L SERVICES 38,537 37,100 43,157 39,700 36,000 -9.32%
6302 ARCH, ENG & PLANNING 16,027 13,655 17,930 20,000 20,000 0.00%
6303 LEGAL SERVICES 372,071 398,897 329,894 397,000 451,000 13.60%
6305 MEDICAL SERVICES 6,652 4,003 10,417 15,375 17,775 15.61%
6306 PERSONNEL/LABOR RELATIONS 24,834 5,197 - 5,000 5,000 0.00%
6307 PROFESSIONAL SERVICES 211,592 190,336 131,027 181,340 480,390 164.91%
6308 CHARTER COMMISSION 1,856 368 128 1,500 1,500 0.00%
6321 TELEPHONE/PAGERS 38,679 40,114 30,515 48,535 42,177 -13.10%
6322 POSTAGE 44,896 44,960 50,008 69,300 65,500 -5.48%
6323 RADIO COMMUNICATIONS 7,132 27,346 21,999 30,620 28,120 -8.16%
6329 OTHER COMMUNICATION SERVICES 49,599 32,284 26,409 39,540 36,350 -8.07%
6331 TRAVEL EXPENSE/MILEAGE 3,847 3,382 3,495 5,445 5,650 3.76%
6333 FREIGHT/DRAYAGE 9,511 9,125 8,474 10,180 10,480 2.95%
6339 OTHER TRANSPORTATION EXPENSE - 3,248 2,640 1,500 4,000 166.67%
6341 PERSONNEL ADVERTISING 2,959 5,973 950 5,150 5,150 0.00%
6342 LEGAL NOTICES 5,887 4,697 4,563 8,350 8,350 0.00%
6349 OTHER ADVERTISING - - - 400 400 0.00%
6351 PRINTING 33,643 37,415 29,088 45,455 48,225 6.09%
6361 GENERAL LIABILITY INSURANCE 98,595 105,501 118,949 142,085 123,183 -13.30%
6362 PROPERTY INSURANCE 20,495 50,427 69,244 31,680 72,918 130.17%
6364 DRAM SHOP INSURANCE 1,090 1,124 839 - - 0.00%
6366 MACHINERY BREAKDOWN INSURANCE 4,801 6,182 7,347 6,990 7,660 9.59%
6368 BONDS INSURANCE 1,680 1,755 1,930 2,415 1,992 -17.52%
6381 ELECTRIC 253,364 302,059 234,756 278,850 278,895 0.02%
6382 GAS 110,400 151,719 170,804 182,390 175,250 -3.91%
Object Code / Description
69
6383 WATER 62,921 41,756 28,726 50,620 59,683 17.90%
6384 REFUSE DISPOSAL 26,913 27,340 26,273 36,550 35,950 -1.64%
6385 SEWER 13,115 9,696 12,075 16,045 14,800 -7.76%
6386 STORM SEWER 48,342 52,229 45,531 33,050 68,900 108.47%
6387 HEATING OIL 11,562 - 3,158 4,500 4,500 0.00%
6388 HAZARDOUS WASTE DISPOSAL 4,446 4,883 3,834 5,850 5,950 1.71%
6389 STREET LIGHTS 13,224 16,968 16,219 21,275 22,150 4.11%
6402 EQUIPMENT SERVICES 42,547 74,769 61,940 49,060 51,810 5.61%
6403 BLDGS/FACILITIES MAINT SERVICE 178,774 190,186 68,762 122,500 144,000 17.55%
6404 STREET MAINT SERVICES 75,513 85,375 95,275 95,275 98,000 2.86%
6405 PARK & LANDSCAPE SERVICES 89,709 77,258 98,755 101,625 105,050 3.37%
6406 MULTI-FUNCTION MTNCE 18,701 23,743 17,168 26,050 25,450 -2.30%
6407 TRAFFIC SIGNALS MAINT 14,701 3,129 3,578 10,200 4,500 -55.88%
6408 COMMUNICATION/INFO SYSTEMS 3,906 4,580 1,852 6,000 5,500 -8.33%
6409 OTHER REPAIR & MAINT SVCS 8,165 16,984 4,493 14,500 11,500 -20.69%
6412 BLDGS/FACILITIES 14,704 16,023 11,125 17,800 18,150 1.97%
6415 OTHER EQUIPMENT 424 1,847 63 300 300 0.00%
6417 UNIFORMS 1,178 1,089 1,049 1,500 1,500 0.00%
6421 SOFTWARE LICENSE 633 6,046 1,979 1,500 67,163 4377.53%
6422 SOFTWARE MAINT 56,821 56,850 66,238 73,150 71,150 -2.73%
6423 LOGIS CHARGES 294,486 314,998 292,444 377,387 387,363 2.64%
6431 SPECIAL EVENTS 4,166 5,103 2,938 4,250 5,000 17.65%
6432 CONFERENCES AND SCHOOLS 65,448 75,221 78,326 104,690 106,012 1.26%
6433 MEETING EXPENSES 5,267 5,538 4,458 9,800 9,350 -4.59%
6434 DUES & SUBSCRIPTIONS 53,191 51,525 58,118 55,290 64,365 16.41%
6435 CREDIT CARD FEES 28,983 45,124 41,733 22,000 38,500 75.00%
6436 UNCOLLECTIBLE CHECKS/DEBTS 739 669 - - - 0.00%
6441 LICENSES, TAXES & FEES 4,509 4,971 3,259 5,330 5,025 -5.72%
6442 COURT AWARDS/SETTLEMENTS 28,679 10,346 2,530 15,000 15,000 0.00%
6443 PRIZE AWARDS/EXPENSE REIMB 678 618 958 1,500 1,500 0.00%
6445 CONVENTION BUREAU PAYMENT 419,387 418,595 339,217 408,500 418,000 2.33%
6446 CONTINGENCY ACCOUNT 10,500 23,450 - - 150,000 100.00%
6447 TOWING CHARGES 75 821 1,570 700 700 0.00%
6448 PRISONER BOARDING CHARGES 118,159 90,528 85,068 100,000 110,000 10.00%
6449 OTHER CONTRACTUAL SERVICE 569,682 532,563 586,975 605,959 593,940 -1.98%
6491 MERCHANDISE FOR RESALE 5,599 946 843 5,350 1,500 -71.96%
TOTAL SERVICES & OTHER CHARGES 3,653,994 3,768,634 3,381,093 3,971,906 4,648,226 17.03%
6461 FUEL CHARGES 258,454 285,571 252,493 322,569 300,770 -6.76%
6462 FIXED CHARGES 147,388 161,088 145,565 160,856 165,507 2.89%
6463 REPAIR & MAINT CHARGES 330,499 368,704 292,762 472,381 371,774 -21.30%
6465 REPLACEMENT CHARGES 555,808 587,961 585,662 596,891 624,418 4.61%
TOTAL CENTRAL GARAGE CHARGES 1,292,149 1,403,324 1,276,482 1,552,697 1,462,469 -5.81%
6520 BUILDINGS & FACILITIES 31,723 - 6,477 38,500 64,500 67.53%
6540 EQUIPMENT & MACHINERY 47,278 - 3,851 13,600 31,500 131.62%
6545 OTHER EQUIPMENT - - - 9,000 10,500 16.67%
6560 FURNITURE - 1,777 - 400 50,000 12400.00%
6580 INFORMATION SYSTEMS 60 - - - - 0.00%
TOTAL CAPITAL OUTLAY 79,061 1,777 10,328 61,500 156,500 154.47%
6471 ADMINISTRATIVE SERVICE TRANSFE (564,302) (582,133) (548,808) (598,700) (599,324) 0.10%
6472 ENGINEERING SERVICE TRANSFER (135,763) (399,904) (438,405) (415,000) (415,000) 0.00%
6473 STORM SEWER TRANSFER - - - - - 0.00%
6480 GENERAL FUND REIMBURSEMENT - - - (35,330) - -100.00%
6482 MISC TRANSFER OUT 320,000 113,031 2,754,124 100,000 187,389 87.39%
TOTAL TRANSFERS OUT (380,065) (869,006) 1,766,911 (949,030) (826,935) -12.87%
10100 GENERAL FUND EXPENDITURES 17,063,302$ 17,219,275$ 18,647,786$ 18,466,250$ 19,402,601$ 5.07%
70
City of Brooklyn Center
2015 Budget
General Fund Revenues
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: General Fund Revenues
Department/Division Description:
This set of accounts is considered a non-departmental function and serves the purposes of the entire
General Fund. The various Departments listed in the General Fund track their revenues through this
single area.
Strategic Functions/Division(s):
This set of accounts tracks the annual receipt of funds for:
Property Taxes
Lodging Taxes
Licenses
Permits
Receipts from Other Governments
Charges for Services provided by the various Departments
Collections of fines and forfeits
Interest Income
Transfers of resources from Other Fund
Miscellaneous Revenues
Annual Goal and Strategies:
1. Ensure the financial stability of the City
a. Provide for the tracking and timely reporting of revenues
b. Project revenues for budgetary purposes in a responsible and realistic manner.
71
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
10100 - GENERAL FUND
4101 - CURRENT AD VALOREM TAXES 12,956,160$ 13,526,153$ 6,876,914$ 13,673,970$ 14,381,534$ 5.17%
4101.1 - MKT VALUE CREDIT-PROPERTY TAX 2,217 15 - - - 0.00%
4102 - ALLOWANCE FOR UNCOLLECTIBLE - - - (410,841) (287,108) -30.12%
4120 - DELINQUENT AD VALOREM TAXES 202,493 152,292 (6,852) 369,197 258,397 -30.01%
4154 - PENALTIES & INT-DELINQ TAXES 47,295 33,943 6,465 - 28,710 100.00%
PROPERTY TAXES 13,208,165 13,712,403 6,876,527 13,632,326 14,381,533 5.50%
4150 - TAX INCREMENTS 175,827 423,587 275,403 400,000 490,000 22.50%
TAX INCREMENTS 175,827 423,587 275,403 400,000 490,000 22.50%
4161 - LODGING TAX 882,620 881,252 784,165 860,000 880,000 2.33%
SALES & USE TAXES 882,620 881,252 784,165 860,000 880,000 2.33%
TOTAL TAXES 14,266,612 15,017,242 7,936,095 14,892,326 15,751,533 5.77%
4201 - LIQUOR LICENSES 99,905 71,942 40,268 89,100 66,500 -25.36%
4202 - BEER LICENSES 3,400 3,275 1,800 3,650 2,900 -20.55%
4203 - GARBAGE HAULING LICENSES 3,150 3,485 3,435 3,150 3,460 9.84%
4204 - CIGARETTE LICENSES 3,505 3,315 2,913 3,300 3,150 -4.55%
4205 - RENTAL DWELLING LICENSES 180,992 254,948 201,336 226,628 233,550 3.05%
4206 - TAXI CAB LICENSES - - - - - 0.00%
4207 - MECHANICAL LICENSES 9,755 9,040 9,000 7,500 9,000 20.00%
4209 - SERVICE STATION LICENSES 1,900 2,500 2,540 2,500 2,500 0.00%
4210 - MOTOR VEHICLE DEALER LICENSES 1,750 1,500 1,250 1,750 1,250 -28.57%
4211 - BOWLING ALLEY LICENSES 720 720 720 720 720 0.00%
4212 - AMUSEMENT LICENSES 785 725 710 785 725 -7.64%
4213 - MISCELLANEOUS BUSINESS LICENSE 3,922 4,414 3,330 4,085 3,860 -5.51%
LICENSES 309,784 355,864 267,302 343,168 327,615 -4.53%
4221 - SIGN PERMITS 8,550 6,105 3,970 5,000 5,000 0.00%
4222 - BUILDING PERMITS 331,404 521,965 466,507 275,000 275,000 0.00%
4223 - MECHANICAL PERMITS 85,813 63,204 60,766 40,000 40,000 0.00%
4224 - SEWER & WATER PERMITS 3,513 1,460 2,735 1,500 1,500 0.00%
4225 - PLUMBING PERMITS 38,056 51,106 59,496 30,000 30,000 0.00%
4226 - ROW PERMIT FEE 8,290 5,015 - 3,000 3,000 0.00%
4227 - ELECTRICAL PERMITS 72,284 78,384 53,986 45,000 45,000 0.00%
4228 - MISC BUSINESS PERMITS 900 900 720 1,000 1,000 0.00%
PERMITS 548,810 728,139 648,180 400,500 400,500 0.00%
TOTAL LICENSES & PERMITS 858,594 1,084,003 915,482 743,668 728,115 -2.09%
4320 - MISC FEDERAL GRANTS - 43,370 - - - 0.00%
FEDERAL - 43,370 - - - 0.00%
4341 - LOCAL GOVERNMENT AID 411,378 411,378 1,932,573 772,307 747,076 -3.27%
4345 - PENSION AID-FIRE RELIEF 96,982 135,340 107,690 98,828 135,000 36.60%
4346 - PENSION AID-POLICE 304,748 342,619 340,815 265,500 340,000 28.06%
4347 - PENSION AID-PERA 34,365 34,365 43,237 34,365 34,365 0.00%
4348 - LOCAL PERFORMANCE AID 4,215 4,280 - - 4,200 100.00%
4352 - POLICE TRAINING GRANT 15,940 15,379 14,803 - 15,000 100.00%
4359 - OTHER STATE GRANTS/AID 7,070 15,760 8,290 - 3,000 100.00%
STATE 874,698 959,121 2,447,408 1,171,000 1,278,641 9.19%
4362 - COUNTY GRANTS/AID 4,000 4,500 - - - 0.00%
COUNTY 4,000 4,500 - - - 0.00%
4373 - OTHER GRANTS/AID 18,022 8,528 5,948 10,000 10,000 0.00%
4374 - POLICE LIAISON / DARE 69,759 70,643 72,656 72,800 74,300 2.06%
LOCAL 87,781 79,171 78,604 82,800 84,300 1.81%
TOTAL INTERGOVERNMENTAL 966,479 1,086,162 2,526,012 1,253,800 1,362,941 8.70%
4401 - VACANT BLDG REG FEE 142,105 110,000 87,040 70,000 60,000 -14.29%
4402 - RENTAL CONVERSION FEE 52,632 64,400 34,400 20,000 20,000 0.00%
4403 - PLANNING APPLICATION FEES 15,800 10,025 5,750 5,400 7,500 38.89%
4404 - ZONING CHANGES/SPECIAL USE PER 1,900 1,750 1,675 4,650 4,650 0.00%
4405 - SALE OF MAPS & DOCUMENTS 121 144 324 - - 0.00%
4407 - ASSESSMENT SEARCHES 125 25 25 - - 0.00%
4408 - REINSPECTION FEES 19,516 26,850 16,950 15,000 15,000 0.00%
4409 - SECTION 8 INSPECTIONS 17,394 17,706 17,368 10,000 12,500 25.00%
4410 - REOCCUPANCY INSP FEE 47,650 38,195 21,840 20,000 29,250 46.25%
4411 - FILING FEES 25 - 225 50 50 0.00%
4412 - ABATEMENT FEES 630 805 810 300 500 66.67%
4413 - FINAL PLAT & VACATION FEES 2,000 500 250 500 500 0.00%
4415 - TREE CONTRACTOR REGISTRATION 1,190 1,575 1,155 1,100 1,100 0.00%
4416 - ZONING LETTER 665 700 805 150 500 233.33%
4417 - ABATEMENT SVC CHG 2,700 4,350 (600) 7,000 4,500 -35.71%
4419 - ONLINE CREDIT CARD SURCHARGE 1,047 3,637 1,831 2,000 2,000 0.00%
GENERAL 305,500 280,662 189,848 156,150 158,050 1.22%
GENERAL FUND
REVENUES
FUND - 10100
72
4421 - POLICE REPORT REVENUE 1,178 971 753 600 750 25.00%
4422 - LICENSE INVESTIGATIONS 1,100 1,650 1,100 1,000 1,000 0.00%
4423 - ANIMAL CONTROL REVENUE 6,458 5,005 2,911 4,200 4,500 7.14%
4424 - FIRE ALARM FEES - - - - - 0.00%
4424.1 - FIRE INSPECTIONS 450 150 700 500 500 0.00%
4425 - BURGLAR ALARM FEES 3,725 3,440 - 2,300 3,000 30.43%
4426 - TOWING REVENUE 8 10 20 - - 0.00%
4427 - POLICE SERVICE REVENUE 780 998 1,095 - - 0.00%
4428 - PRIVATE SECURITY CONTRACTS 70,868 48,403 6,255 49,000 15,000 -69.39%
4429 - MISC POLICE REVENUE - - 187 500 - -100.00%
PUBLIC SAFETY 84,567 60,627 13,021 58,100 24,750 -57.40%
4451 - NUISANCE ABATEMENTS 5,305 7,772 2,378 10,000 8,000 -20.00%
COMMUNITY DEVELOPMENT 5,305 7,772 2,378 10,000 8,000 -20.00%
4471 - ADULT RECREATION PROGRAMS 215,257 198,509 166,544 208,500 200,950 -3.62%
4472 - TEEN RECREATION PROGRAMS 5,080 5,555 6,845 5,200 7,000 34.62%
4473 - CHILDREN RECREATION PROGRAMS 41,708 54,308 47,331 39,861 48,350 21.30%
4474 - GENERAL RECREATION PROGRAMS 1,000 640 893 1,170 1,400 19.66%
PARKS & RECREATION 263,045 259,012 221,613 254,731 257,700 1.17%
4481 - MEMBERSHIPS-FAMILY 38,532 35,904 30,576 40,000 38,000 -5.00%
4482 - MEMBERSHIPS-INDIVIDUAL 39,208 30,423 24,274 40,000 35,000 -12.50%
4483 - SILVER SNEAKERS TAXABLE 5,595 18,141 11,597 10,000 15,000 50.00%
4485 - GENERAL ADMISSIONS-INDIVIDUAL 97,090 94,625 64,118 111,500 110,000 -1.35%
4486 - GENERAL ADMISSIONS-GROUP 20 - - 4,000 1,000 -75.00%
4487 - SWIM LESSONS 181,847 168,852 135,297 162,000 167,500 3.40%
4489 - LOCKER RENTAL 1,454 5,369 3,707 3,500 5,000 42.86%
4493 - GAME ROOM 2,081 2,431 2,249 3,000 3,000 0.00%
4494 - MERCHANDISE FOR RESALE 1,249 1,205 874 1,500 1,500 0.00%
4495 - CONSTITUTION HALL RENTAL 19,201 24,225 16,984 23,000 22,000 -4.35%
4496 - GIFT CERTIFICATE (370) 156 (171) 1,000 500 -50.00%
4497 - CONCESSIONS & COMMISSIONS 2,302 719 1,784 4,600 8,000 73.91%
COMMUNITY CENTER 388,209 382,050 291,289 404,100 406,500 0.59%
TOTAL CHARGES FOR SERVICES 1,046,626 990,123 718,149 883,081 855,000 -3.18%
4508 - UNCLAIMED EVIDENCE 1,066 74 1,356 2,000 1,500 -25.00%
4511 - COURT FINES 300,395 260,008 234,197 325,000 290,000 -10.77%
4512 - ADMINISTRATIVE FINES 31,675 27,015 39,490 20,000 25,000 25.00%
4513 - RENTAL DWELLING FINES 3,604 534 - 2,500 - -100.00%
TOTAL FINES & FORFEITURES 336,740 287,631 275,043 349,500 316,500 -9.44%
4601 - SPECIAL ASSESSMENTS 91,243 160,708 67,108 75,000 85,000 13.33%
4607 - SPEC ASSESS INTEREST 55 47 13 - - 0.00%
TOTAL SPECIAL ASSESSMENTS 91,298 160,755 67,121 75,000 85,000 13.33%
4603 - INTEREST EARNINGS 31,398 28,656 33,964 32,000 46,787 46.21%
4605 - UNREALIZED INVESTMENT GAIN/LOSS (8,466) (54,419) - - - 0.00%
TOTAL INVESTMENT EARNINGS 22,932 (25,763) 33,964 32,000 46,787 46.21%
4604 - CHECK PROCESSING FEES 270 120 240 - - 0.00%
4606 - OTHER REVENUE 8,556 23,963 11,286 30,000 25,000 -16.67%
4612 - DONATIONS & CONTRIBUTIONS 16,758 27,080 9,864 13,600 10,500 -22.79%
4812 - FACILITY RENTALS 30,675 35,277 34,602 31,200 31,200 0.00%
4921 - REFUNDS & REIMBURSEMENTS 256,122 76,111 19,850 12,075 40,025 231.47%
TOTAL MISCELLANEOUS 312,381 162,551 75,842 86,875 106,725 22.85%
4911 - SALE OF PROPERTY 600 - - - - 0.00%
4931 - BOND SALES - 3,000 - - - 0.00%
TOTAL OTHER FINANCING SOURCES 600 3,000 - - - 0.00%
4915 - TRANSFERS IN 119,712 149,381 - 150,000 150,000 0.00%
TOTAL TRANSFERS IN 119,712 149,381 - 150,000 150,000 0.00%
REVENUES 18,021,974$ 18,915,085$ 12,547,708$ 18,466,250$ 19,402,601$ 5.07%
73
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74
City of Brooklyn Center
2015 Budget
General Fund Expenses
General Government
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Mayor and City Council
Department/Division Mission:
The Mission of the Mayor and City Council is to provide visionary leadership to the organization and
oversee the proper operation of the city through the City Manager.
Department/Division Description:
The City Council is comprised of one Mayor and four Council Members. All are elected at large. Under
the Council-Manager form of government as established by the City Charter, the City Council exercises
the legislative authority of the City. The City Council is responsible for formulating City policy, enacting
legislation, adopting the annual budget, levying local property taxes, and appointing members to advisory
boards and commissions. Members of the City Council also constitute the Board of Appeal and
Equalization, the Economic Development Authority, the Housing and Redevelopment Authority, and the
Canvassing Board for municipal elections.
The City Council budget includes expenses related to interpreters for hearing impaired or non-English
speaking persons who attend City Council meetings; the annual joint meeting of the City Council and
advisory commissions; and a consultant to facilitate two City Council work sessions.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Community Engagement:
Initiated by the City Council, in 2015 the City will implement the Brooklyn Center Citizens Leadership
Academy also known as BCU.
The primary goal of the academy is to provide an in depth introduction of Brooklyn Center local
government to 20 citizen volunteers reflective of our diverse community. These individuals will
participate in eight successive weekly “classes” with City department leaders, and elected officials. They
will have an opportunity tour City facilities, learn the history and future plans for their local government.
The expected benefit of this engagement effort is to inform, educate and stimulate interest in the City
Brooklyn Center. Through this effort we will foster an informed constituency and encourage greater
participation in civic and community life.
Staffing Levels
Positions FTEs 2014 2015 2016
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
75
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
Actual Value Target Value
Citizen Participation in BCU the leadership
academy
20 participants
BCU participants report a positive and
meaningfully experience
100%
BCU participant will recommend program to a
friend
100%
76
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL
6103 - WAGES-PART TIME EMPLOYEES 44,706$ 46,780$ 44,116$ 48,122$ 49,570$ 3.01%
6124 - PERA DEFINED CONTRIBUTION 820 881 832 866 1,077 24.36%
6125 - FICA - SOCIAL SECURITY 2,267 1,822 1,718 2,982 1,737 -41.75%
6126 - FICA - MEDICARE 649 682 643 700 717 2.43%
6151 - WORKER'S COMP INSURANCE 120 149 132 127 159 25.20%
TOTAL PERSONAL SERVICES 48,562 50,314 47,441 52,797 53,260 0.88%
6203 - BOOKS/REFERENCE MATERIALS - 64 26 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 325 209 434 400 350 -12.50%
6243 - MINOR COMPUTER EQUIPMENT 1,257 - - - - 0.00%
TOTAL SUPPLIES 1,582 273 460 400 350 -12.50%
6301 - ACCTG, AUDIT & FIN'L SERVICES 20,164 19,904 21,322 26,000 2,000 -92.31%
6307 - PROFESSIONAL SERVICES 10,537 16,128 6,305 15,000 15,000 0.00%
6308 - CHARTER COMMISSION 1,856 368 128 1,500 1,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 30 10 100 100 0.00%
6351 - PRINTING 313 213 - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 535 5,749 4,521 7,000 8,000 14.29%
6433 - MEETING EXPENSES 1,658 2,123 446 2,500 2,500 0.00%
6434 - DUES & SUBSCRIPTIONS 35,482 37,781 38,371 39,000 39,000 0.00%
TOTAL SERVICES & OTHER CHARGES 70,545 82,296 71,103 91,400 68,400 -25.16%
TOTAL BUSINESS UNIT EXPENSES 120,689$ 132,883$ 119,004$ 144,597$ 122,010$ -15.62%
41110 - MAYOR COUNCIL
GENERAL FUND
77
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide visionary leadership to the organization
and support to other essential governmental functions in a customer focused manner.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, The Office of the City
Clerk, Human Resources and Information Technology.
The City Manager’s Office is composed of the City Manager, Assistant City Manager/Director of
Buildings and Community Standards. The primary responsibility of the City Manager is organizational
leadership. The Assistant City Manager is also the communications manager.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service
Representative. The Clerk’s Office manages records, administers elections, business licenses and
responds to public inquiries.
The Human Resources Division is composed of the HR Director, HR Specialist and Payroll Technician.
This office, manages human resource activities, including labor relations, payroll and benefits
administration and employee recruitment.
The Information Technology Division is composed of the IT Director and IT/GIS Specialist. This
division plans, manages and supports the City technology infrastructure.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Customer Intimacy and Operational Excellence
In 2015 we will begin staff development using the Baldrige Quality Model. Baldrige was established as
an award system designed to encourage private business to adopt best of class quality performance
practices to improve results and customer satisfaction. In more recent years not for profit and government
agencies have joined the Baldrige program. Even though the system is designed so that organizations
may apply and compete for State and National recognition; it is the journey toward performance
excellence that drives our decision to use this program. The Baldrige system is comprehensive and
requires years of ongoing process improvement and staff development. If we never apply for or receive a
Baldrige award, the tools and systems and the focus on customer satisfaction will justify the significant
effort required.
Civic Engagement
Inclusive and culturally sensitive engagement
78
In 2015 we will continue our Inclusion and Diversity efforts. The long term goal is to establish an
organizational culture that will promote participation, engagement and creativity for employees while
developing an intimate understanding and appreciation of our customers/citizens. This way we will
improve our ability to service and encourage community ownership and public trust. At the first of the
year our Diversity and Inclusion Council will begin working with our contracted support service.
Together they will prioritize, organize and implement the recommendation of the client audit conducted
by Inclusion Inc.
Staffing Levels
Positions FTEs 2014 2015 2016
City Manager
Assistant City Manager-Director of Building
Community Standards and Housing Programs
City Clerk
Deputy City Clerk
Customer Service Representative
Human Resources Director
Human Resources Specialist
Human Resources/Payroll Technician
Information Technology Director
Information Technology/GIS Specialist
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Total 10 10 10
Strategic Functions/Division(s):
Effective and Responsive Organization Leadership
o The City Manager with support from the Assistant City Manager is responsible to the City
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer the City Manager is expected to enforce the City Charter and all
City ordinances. The City Manager prepares the Annual Budget as a means of
implementing Council Policy. The City Manager provides advices and makes
recommendations to the City Council with respect to Council policy. The City Manager is
the sole employee of the City Council. All employees work under the general direction of
the City Manager
o The City Managers’ office is responsible for effective Intergovernmental Relations. The
City Manager and his staff work with community members, other public and private
agencies, organizations, schools and other stakeholders on all areas that affect the City.
o The City Managers’ office is responsible for effective public communications primarily
under the direction of the Assistant City Manager. The office handles and coordinates
internal and external City communication activities. The office coordinates publication of
the City Newsletter, creates newsletters, form, flyers, handles information released to the
79
media and develops other information packets as needed. The office handles coordination of
cable TV activities in the organization, including broadcast of Council meetings.
Council Support, Records Management, Licensing and Elections Administration
o The City Clerk is responsible for maintaining official City records, coordinating City Council
and City Commission materials and activities, coordinating business licensing, producing and
coordinating City employee newsletter, and supervision of secretarial support staff in the
Administration Department.
The City Clerk Serves as the City’s Election Official and administers elections. Ensures
elections are handled in accordance with state, federal, and county regulations. Oversees all
activities related to City elections including notices, candidate filing, absentee voting, testing
voting equipment, materials, and certification of process. Coordinates polling places.
Supervises the recruiting and training of election judges.
The City Clerk is responsible for Official City Records/Data Retention. Maintains official
City records, including storage and disposition.
Coordinates Council correspondence, meetings, and other activities. Ensures coordination,
maintenance, and accuracy of Council minutes, resolutions, and other official documents.
Oversees the City Council agenda preparation process. Posts Council/Commission notices as
required by Open Meeting Law. Coordinates the nomination/appointment process for City
advisory commissions
Attraction and Retention of an Inclusive Quality Workforce
o The Human Resources Office is responsible for providing customer focused support to the
mission of recruiting an inclusive quality workforce.
The Human Resources Office is responsible for providing customer focused support to the
mission of retaining an inclusive quality workforce.
The Human Resources Office is responsible for the development of and effective customer
focused administration of the employee compensation and benefit program.
The Human Resources Office is responsible for providing leadership to effective Labor
Relations Management and is a key member of the labor negotiations team along with the
City Manager.
The Human Resources Office is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Human Resources Office is responsible for customer focused administration of the
payroll process and other pay related activities i.e. pay/equity and EEO reporting
80
Strategic Implementation of Information Technology
o The Information Technology division manages and supports the data and voice needs of all
City departments and buildings and the citywide Geographic Information Systems (GIS)
function, inclusive of the following:
Data - Management and operations of the Local Area Network (LAN)
Voice - Management and operations of the telephone and voice mail systems
Hardware and Software - Purchases, installs, and maintains all City computer equipment
and software - current inventory of 10 servers, 182 computers, 14 multi-function devices,
40 printers, 7 scanners, other hardware peripherals, and more than 60 different software
applications.
Training - Identifies and provides computer and telephone training as determined for all
City users.
Research and Development - Conducts planning, research, and implements through project
management. Develops Information Technology policies, procedures, and strategic plans.
Geographic Information Systems - Management and operations of the City Geographic
Information Systems (GIS) including maintaining parcel, street, utilities and other
infrastructure databases.
The Information Technology division manages the City of Brooklyn Center’s efforts in
promoting the effective and efficient transaction of City business and decision-making by
providing methods of communication and access to necessary data and information.
Information Technology staff works with management to develop cost reducing
plans/options that result in improved service delivery through the use of technology.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Foster a culture of inclusion throughout the
organization
Complete 100% of 2015 priority
activities
Promote customer focused fact based service
delivery using the Baldrige Model
Introduce Baldrige concept to
100% of Managers and
Supervisors
Enhance the Strategic Planning System Refine action steps and success
measures for all strategic priorities
81
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41320 - CITY MANAGER
6101 - WAGES & SALARIES-FT EMPLOYEES 222,673$ 236,741$ 243,534$ 234,867$ 254,562$ 8.39%
6111 - SEVERANCE PAY 5,022 1,735 - - - 0.00%
6112 - CAR ALLOWANCE 3,500 6,000 5,500 - 6,000 100.00%
6122 - PERA COORDINATED PLAN 16,144 17,164 17,656 17,136 19,093 11.42%
6125 - FICA - SOCIAL SECURITY 13,077 13,689 13,719 13,187 14,049 6.54%
6126 - FICA - MEDICARE 3,458 3,624 3,684 3,436 3,691 7.42%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,709 22,701 21,849 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 1,898 1,584 1,534 1,964 1,705 -13.19%
TOTAL PERSONAL SERVICES 287,481 303,238 307,476 294,704 324,516 10.12%
6203 - BOOKS/REFERENCE MATERIALS - 64 249 200 200 0.00%
6219 - GENERAL OPERATING SUPPLIES - 14 220 200 150 -25.00%
6243 - MINOR COMPUTER EQUIPMENT 2,679 108 - - - 0.00%
TOTAL SUPPLIES 2,679 186 469 400 350 -12.50%
6307 - PROFESSIONAL SERVICES - - - 1,000 1,000 0.00%
6321 - TELEPHONE/PAGERS 455 905 552 760 775 1.97%
6331 - TRAVEL EXPENSE/MILEAGE - 22 - 300 300 0.00%
6351 - PRINTING - 38 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,479 2,164 6,352 6,000 6,000 0.00%
6433 - MEETING EXPENSES 37 134 122 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 1,814 2,032 1,819 3,000 4,000 33.33%
TOTAL SERVICES & OTHER CHARGES 3,785 5,295 8,845 11,560 12,575 8.78%
TOTAL BUSINESS UNIT EXPENSES 293,945$ 308,719$ 316,790$ 306,664$ 337,441$ 10.04%
GENERAL FUND
41320 - CITY MANAGER
82
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 46,439$ 49,752$ 46,347$ 50,554$ 51,565$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 1,620 18 - - - 0.00%
6111 - SEVERANCE PAY 283 53 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,484 3,608 3,360 3,665 3,867 5.51%
6125 - FICA - SOCIAL SECURITY 2,893 2,945 2,679 3,134 3,197 2.01%
6126 - FICA - MEDICARE 677 689 627 733 748 2.05%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,854 11,352 10,923 12,057 12,708 5.40%
6151 - WORKER'S COMP INSURANCE 405 334 291 420 345 -17.86%
TOTAL PERSONAL SERVICES 66,655 68,751 64,227 70,563 72,430 2.65%
6219 - GENERAL OPERATING SUPPLIES 532 168 746 1,200 900 -25.00%
6243 - MINOR COMPUTER EQUIPMENT 111 1,772 - - - 0.00%
TOTAL SUPPLIES 643 1,940 746 1,200 900 -25.00%
6322 - POSTAGE 1,426 1,233 - 1,500 1,000 -33.33%
6331 - TRAVEL EXPENSE/MILEAGE 95 24 - 150 150 0.00%
6333 - FREIGHT/DRAYAGE 198 - 262 350 350 0.00%
6342 - LEGAL NOTICES 812 - 536 450 450 0.00%
6351 - PRINTING 1,723 - - 2,500 2,500 0.00%
6402 - EQUIPMENT SERVICES 2,724 (80) 3,152 3,000 3,000 0.00%
6412 - BLDGS/FACILITIES 1,336 - 600 1,300 1,300 0.00%
6415 - OTHER EQUIPMENT 338 - - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 223 210 - 350 350 0.00%
6433 - MEETING EXPENSES 502 - 355 500 200 -60.00%
6434 - DUES & SUBSCRIPTIONS 35 35 175 100 100 0.00%
6449 - OTHER CONTRACTUAL SERVICE 33,600 - 25,739 34,404 7,000 -79.65%
TOTAL SERVICES & OTHER CHARGES 43,012 1,422 30,819 44,904 16,700 -62.81%
TOTAL BUSINESS UNIT EXPENSES 110,310$ 72,113$ 95,792$ 116,667$ 90,030$ -22.83%
GENERAL FUND
41410 - ELECTIONS
83
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41430 - CITY CLERK
6101 - WAGES & SALARIES-FT EMPLOYEES 110,839$ 118,140$ 109,887$ 114,500$ 122,443$ 6.94%
6111 - SEVERANCE PAY 1,770 495 - - - 0.00%
6122 - PERA COORDINATED PLAN 8,036 8,565 7,967 8,301 9,183 10.63%
6125 - FICA - SOCIAL SECURITY 7,541 7,881 7,234 7,899 7,591 -3.90%
6126 - FICA - MEDICARE 1,764 1,843 1,692 1,660 1,775 6.93%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,708 22,704 21,847 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 945 791 693 930 821 -11.72%
TOTAL PERSONAL SERVICES 152,603 160,419 149,320 157,404 167,229 6.24%
6203 - BOOKS/REFERENCE MATERIALS - - - 50 - -100.00%
6219 - GENERAL OPERATING SUPPLIES 35 203 3 150 150 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,524 - 2,587 2,850 - -100.00%
TOTAL SUPPLIES 1,559 203 2,590 3,050 150 -95.08%
6331 - TRAVEL EXPENSE/MILEAGE 225 - 69 100 100 0.00%
6342 - LEGAL NOTICES 3,969 3,618 3,873 7,000 7,000 0.00%
6351 - PRINTING 189 206 175 200 200 0.00%
6432 - CONFERENCES AND SCHOOLS 822 1,004 575 1,000 1,000 0.00%
6434 - DUES & SUBSCRIPTIONS 210 220 500 250 250 0.00%
TOTAL SERVICES & OTHER CHARGES 5,415 5,048 5,192 8,550 8,550 0.00%
TOTAL BUSINESS UNIT EXPENSES 159,577$ 165,670$ 157,102$ 169,004$ 175,929$ 4.10%
GENERAL FUND
41430 - CITY CLERK
84
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41810 - HUMAN RESOURCES
6101 - WAGES & SALARIES-FT EMPLOYEES 190,555$ 196,043$ 178,943$ 197,913$ 204,339$ 3.25%
6111 - SEVERANCE PAY 1,774 576 - - - 0.00%
6122 - PERA COORDINATED PLAN 13,816 14,213 12,973 14,348 15,325 6.81%
6125 - FICA - SOCIAL SECURITY 12,035 12,267 10,980 12,270 12,669 3.25%
6126 - FICA - MEDICARE 2,815 2,869 2,568 2,870 2,964 3.28%
6131 - CAFETERIA PLAN CONTRIBUTIONS 32,562 34,056 32,770 36,170 38,124 5.40%
6151 - WORKER'S COMP INSURANCE 1,624 1,315 1,124 1,643 1,368 -16.74%
TOTAL PERSONAL SERVICES 255,181 261,339 239,358 265,214 274,789 3.61%
6219 - GENERAL OPERATING SUPPLIES 661 2,120 842 1,000 1,550 55.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,579 1,750 1,100 -37.14%
TOTAL SUPPLIES 661 2,120 2,421 2,750 2,650 -3.64%
6305 - MEDICAL SERVICES 754 1,058 1,222 1,000 1,200 20.00%
6307 - PROFESSIONAL SERVICES 46,633 37,210 15,105 39,600 75,000 89.39%
6331 - TRAVEL EXPENSE/MILEAGE 154 20 20 100 100 0.00%
6333 - FREIGHT/DRAYAGE 59 - - 50 50 0.00%
6432 - CONFERENCES AND SCHOOLS 1,150 735 1,340 1,500 1,500 0.00%
6433 - MEETING EXPENSES 14 - - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 504 479 699 800 1,000 25.00%
TOTAL SERVICES & OTHER CHARGES 49,268 39,502 18,386 43,050 78,850 83.16%
TOTAL BUSINESS UNIT EXPENSES 305,110$ 302,961$ 260,165$ 311,014$ 356,289$ 14.56%
GENERAL FUND
41810 - HUMAN RESOURCES
85
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41920 - INFORMATION TECHNOLOGY
6101 - WAGES & SALARIES-FT EMPLOYEES 162,976$ 168,680$ 156,890$ 171,394$ 174,822$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 1,377 616 427 3,060 1,500 -50.98%
6111 - SEVERANCE PAY 2,757 820 - - - 0.00%
6122 - PERA COORDINATED PLAN 11,916 12,274 11,405 12,650 13,342 5.47%
6125 - FICA - SOCIAL SECURITY 10,202 10,576 9,816 10,819 11,029 1.94%
6126 - FICA - MEDICARE 2,386 2,473 2,296 2,530 2,579 1.94%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,707 22,706 21,847 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 1,397 1,133 990 880 1,192 35.45%
TOTAL PERSONAL SERVICES 214,718 219,278 203,671 225,447 229,880 1.97%
6219 - GENERAL OPERATING SUPPLIES 1,158 1,142 981 4,600 2,500 -45.65%
6243 - MINOR COMPUTER EQUIPMENT 2,275 2,449 - - 2,000 100.00%
TOTAL SUPPLIES 3,433 3,591 981 4,600 4,500 -2.17%
6307 - PROFESSIONAL SERVICES 4,293 4,700 5,138 7,000 7,000 0.00%
6321 - TELEPHONE/PAGERS 1,412 2,052 1,450 1,500 2,000 33.33%
6329 - OTHER COMMUNICATION SERVICES 1,792 - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 787 664 420 900 900 0.00%
6351 - PRINTING - 38 - - - 0.00%
6408 - COMMUNICATION/INFO SYSTEMS 3,906 3,576 1,852 6,000 5,500 -8.33%
6421 - SOFTWARE LICENSE - 396 198 1,500 2,000 33.33%
6422 - SOFTWARE MAINT 39,655 38,186 36,474 45,000 45,000 0.00%
6423 - LOGIS CHARGES 130,719 156,303 130,022 162,773 187,863 15.41%
6432 - CONFERENCES AND SCHOOLS 1,378 270 - 6,000 4,000 -33.33%
6434 - DUES & SUBSCRIPTIONS - - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 183,942 206,185 175,554 230,673 254,263 10.23%
6580 - INFORMATION SYSTEMS 60 - - - - 0.00%
TOTAL CAPITAL OUTLAY 60 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 402,153$ 429,054$ 380,206$ 460,720$ 488,643$ 6.06%
GENERAL FUND
41920 - INFORMATION TECHNOLOGY
86
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fiscal & Support Services
Department/Division Mission:
To provide accurate and timely information to all users of financial information and to provide
administrative and professional support in financial matters to all departments and divisions of the City.
Department/Division Description:
In the General Fund, the Finance Division of the Department assembles and processes documents which
facilitate the daily financial operations of the City. The Finance Division oversees the administration of
claims and risk management for the property and casualty portion of the City’s insurance program. The
Division manages investments of City funds as well as issuance and repayment of debt obligations of the
City.
The Utility Billing Division acquires and processes data which allow for the billing and collection of
revenues for the City’s five utilities.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Financial Stability
Maintain a positive financial position with a long term perspective
In 2015 we will continue to implement long-term forecasting. This includes updating our assumptions
based on current information and review of potential financing options including new debt issuances.
Transparent and accountable
In 2015 we will review and develop enhanced monthly financial reports that provide further insight and
relevant information to improve management decisions.
Fiscal responsibility
In 2015 we will strive to maximize investment returns while maintaining appropriate levels of risk for the
size and structure of the City’s investment portfolio. This will include a more detailed analysis on current
and future City cash flows.
Value continuous improvement and innovation
In 2015 we will implement DocuSphere software, which will provide an automated workflow process for
accounts payable. The software will allow finance staff to locate invoices/documents at all steps of the
process, increase timeliness of invoice processing, eliminate duplicated processes and reduce manually
data entry.
87
Staffing Levels
Positions FTEs 2014 2015 2016
Finance Director
Assistance Finance Director
Accountant
Accounting Technician
Utility Billing Technician
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Strategic Functions/Division(s):
Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank accounts
and reconciles those bank accounts to the General Ledger on a monthly basis.
The Division provides for the expenditure of funds for goods and services used by the City
including the proper recording and documentation of such expenditures
The Division prepares and distributes reports on the financial condition of the City.
The Division invests idle funds in approved investment types.
The Division reports financial information to outside monitoring agencies
The Division leads and assists financial planning activities through coordination of the
annual budget process and special analysis and reporting projects on specific programs.
Utility Billing Division
o The Division collects data for the preparation of utility bills, calculates, prints and mails the
bills to customers.
The Division responds to customer inquiries by telephone, mail, e-mail and in person
regarding the calculation of bills and the regulations, policies and practices affecting utility
billing.
The Division oversees collection of bill payments and proper recording of those receipts.
The Division initiates such collection practices as might be necessary for the collection of
all utility accounts receivable.
Annual Goal and Strategies:
1. Ensure the financial stability of the City.
a. Clarity and relevance of the monthly financial reports to Council.
b. Review purchasing process with Departments for relevance and ease of use.
Total 5 5 5
88
c. Assure adequate cash flow and investment of idle cash
2. Enhance customer access to utility account information and actions
a. On-line distribution option for quarterly bills
b. On-line access to history information about the customer’s account
3. Assure adequate and proper access to financial information for Departments and citizens
a. Prioritize monthly update of general ledger information
b. Assure relevance and ease of access to information for Departments
c. Keep website information current on a variety of financial data
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
Actual Value Target Value
GFOA’s Certificate of Achievements for Financial Report Awarded* Awarded
Timely availability of monthly financial reports to all
users after month-end
Obtaining baseline data
28 days
Date of completed audit field work May 8, 2014 April 30, 2015
City bond credit rating AA AA
Rate of return on investment income 0.353%* 0.70%
Number of on-line accounts maintained 998 1025
*2013 Data
89
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 356,419$ 281,845$ 319,929$ 371,723$ 364,360$ -1.98%
6102 - OVERTIME-FT EMPLOYEES - 34 2,241 2,000 2,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 32,227 - - - 0.00%
6111 - SEVERANCE PAY 4,626 568 22,076 - - 0.00%
6122 - PERA COORDINATED PLAN 25,841 20,544 23,357 27,653 27,477 -0.64%
6125 - FICA - SOCIAL SECURITY 22,349 19,254 19,767 23,030 22,715 -1.37%
6126 - FICA - MEDICARE 5,362 4,503 4,623 5,531 5,313 -3.94%
6131 - CAFETERIA PLAN CONTRIBUTIONS 54,270 45,821 53,224 60,284 63,540 5.40%
6151 - WORKER'S COMP INSURANCE 3,041 2,104 2,024 3,165 2,454 -22.46%
TOTAL PERSONAL SERVICES 471,908 406,900 447,241 493,386 487,859 -1.12%
6201 - OFFICE SUPPLIES 470 449 59 600 700 16.67%
6203 - BOOKS/REFERENCE MATERIALS 170 298 207 1,000 600 -40.00%
6219 - GENERAL OPERATING SUPPLIES 392 136 19 1,000 800 -20.00%
6242 - MINOR EQUIPMENT 1,209 2,667 364 1,500 1,500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,732 1,533 3,620 3,500 1,100 -68.57%
TOTAL SUPPLIES 3,973 5,083 4,269 7,600 4,700 -38.16%
6301 - ACCTG, AUDIT & FIN'L SERVICES 13,963 13,172 11,106 8,500 34,000 300.00%
6307 - PROFESSIONAL SERVICES 158 250 - 200 1,000 400.00%
6331 - TRAVEL EXPENSE/MILEAGE - 49 255 225 500 122.22%
6333 - FREIGHT/DRAYAGE 8,907 8,920 8,040 9,500 9,800 3.16%
6341 - PERSONNEL ADVERTISING - 212 - 750 500 -33.33%
6351 - PRINTING 2,771 3,588 4,063 2,800 3,500 25.00%
6406 - MULTI-FUNCTION MTNCE 485 1,116 369 1,200 1,500 25.00%
6432 - CONFERENCES AND SCHOOLS 1,585 2,352 2,380 3,200 3,200 0.00%
6433 - MEETING EXPENSES - - 65 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 1,805 902 630 2,000 1,800 -10.00%
6441 - LICENSES, TAXES & FEES - 15 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 29,674 30,576 26,908 28,875 56,300 94.98%
TOTAL BUSINESS UNIT EXPENSES 505,555$ 442,559$ 478,418$ 529,861$ 548,859$ 3.59%
GENERAL FUND
41520 - FINANCE
90
2015 Brooklyn Center Department Budget Narrative
Department Name: Police
Department Mission:
To protect and serve in a manner that preserves the public trust.
Department Description:
The police department is comprised of four divisions: Administration, Patrol, Investigations, and Support
Services. The department pursues its mission by providing timely response to reports of criminal activity,
medical emergencies, traffic safety, and natural disasters. This service is provided twenty-four hours a
day, seven days a week. The department embraces the concept of community-oriented policing, which
promotes residents and businesses to take an active role to reduce crime and the perception of crime. To
expand community involvement, the department also has membership associations with the Brooklyn
Center Crime Prevention Board, Brooklyn Alliance for Youth, Minnesota Police Explorer Post #888, and
the Joint Community Police Partnership.
The department also strategically partners with surrounding police agencies to share crime analysis data
and collaboratively employ police staff resources to prevent the formation of crime patterns in key areas.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Community Image
Perception of safety and youth
In 2015, we will work to engage youth who have entered the criminal legal system at the first sign of
trouble and direct them to resources that focus on improving their contribution to the community.
In 2015, we will work to identify youth who have been exposed to domestic violence in their home to
resources within Cornerstone domestic abuse services.
Staffing Levels
Positions FTEs 2014 2015 2016
Chief 1 1 1
Division Commanders 3 3 3
Support Services Manager 1 1 1
Sergeants 6 6 6
Detectives 5 5 5
School Resource Officer 1 1 1
Juvenile Officer 1 1 1
Auto Theft Officer (Grant funded until 7/2015) 1 .5 0
Violent Offenders Task Force Officer 1 1 1
Hennepin County Drug Task Force Officer 1 1 1
91
Patrol Officers 28 28 28
Crime Analyst 1 1 1
Crime Prevention Specialist 1 1 1
Administrative Assistant 1 1 1
Records Technician 8 8 8
Community Service Officers (10 – PT Staff ) 4.64 4.64 4.64
Total Number of Personnel 64.64 64.14 63.64
Strategic Functions/Division(s):
Administration Division
o We provide the overall leadership and management oversight of the police department. We
ensure that proper funds and resources are allocated as efficiently as possible to aid in the
reduction of crime and life-safety issues. We also deliver the highest level of professional
service possible to all we serve.
Investigation Division
o We handle approximately one thousand felony-level cases that are in need of an advanced
level of police investigation beyond field-level information gathering. Our work includes
advanced-level evidence recovery and applying those results to aid in suspect identification,
such as DNA and physical property evidence. We also work in direct partnership with
Hennepin County Child Protection Services, the Hennepin County Attorney’s Office, and
Cornerhouse Child Interview Services.
Patrol Division
o We are the primary responder to all public safety calls for service. Each year, the police
department handles nearly 40,000 public safety incidents. The Patrol Division has three
units that work together to ensure the best quality of service is delivered for each call. They
are the Community Service Unit, the Emergency Operations Unit, and the Street Patrol
Unit.
Support Services Division
o We are responsible for preparing all police reports in a format that can be used for review
and dissemination of crime information. We are also responsible for reporting accurate
crime data to the state of Minnesota from the records we generate. Each year, the police
department processes nearly 7,000 detailed reports.
Annual Goal and Strategies:
1. Reduce domestic violence:
a. Actively engage the city and county prosecutors' offices in their decisions when charging
cases involving domestic violence.
b. Educate the community on the signs of domestic violence and provide prevention
resources.
c. Expand the community knowledge of the domestic violence prevention services of
Cornerstone Domestic Violence service center in Brooklyn Center.
2. Reduce youth crime:
92
a. Maintain a dedicated juvenile officer position to work directly with juvenile probation
and the family courts.
b. Work regionally with all Hennepin County law enforcement agencies to develop a
universal youth diversion program.
c. Educate the community on gateway crimes, such as curfew, truancy, and drinking.
Provide prevention resources for parents.
3. Reduce crime, and the perception of crime, at the city's commercial properties:
a. Dedicate a patrol team to the commercial center of the city.
b. Engage business owners/managers to work together in maintaining zero tolerance of
nuisance crimes such as loitering, littering, and public intoxication.
c. Work in partnership with Metro Transit in keeping public transportation to the
commercial area safe.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Part One violent crimes compared to Hennepin Co
Compared in a ratio of per 100,000 residents
417 Brooklyn Center
435 Hennepin County
3% below the average
of Hennepin County
Businesses in crime reduction led programs 19 Businesses actively
engaged out of a targeted
45 area businesses.
25 businesses
Time between crime reports and final court action
for domestic violence cases
110 cases with an average
of 123 days to final
90 days
Number of youth that complete diversion no repeat 422 referrals 136 pass
33% success rate
Increase that success
rate to 35%
Number of residents involved in Crime Prevention 193 Block Captains/ 43%
of the City represented
200 Block Captains/
50% of the City
represented
Number of cases handled by DART*1 109- 99% 110 or 100%
1-DART- Domestic Abuse Response Team
*2013 Data unless otherwise noted
93
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42110 - POLICE-ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 150,341$ 154,654$ 151,718$ 163,794$ 170,834$ 4.30%
6111 - SEVERANCE PAY 3,413 997 26,844 - - 0.00%
6122 - PERA COORDINATED PLAN 2,801 2,679 3,063 3,482 3,629 4.22%
6123 - PERA POLICE & FIRE PLAN 16,086 16,997 16,749 17,713 18,735 5.77%
6125 - FICA - SOCIAL SECURITY 2,547 2,526 2,913 2,977 3,000 0.77%
6126 - FICA - MEDICARE 2,224 2,166 2,135 2,375 2,478 4.34%
6131 - CAFETERIA PLAN CONTRIBUTIONS 20,294 15,831 18,245 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 4,912 4,448 3,967 5,018 4,696 -6.42%
TOTAL PERSONAL SERVICES 202,618 200,298 225,634 219,473 228,788 4.24%
6214 - CLOTHING & PERSONAL EQUIPMENT - 120 364 1,005 505 -49.75%
6219 - GENERAL OPERATING SUPPLIES 2,520 514 575 450 450 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 2,900 100.00%
TOTAL SUPPLIES 2,520 634 939 1,455 3,855 164.95%
6305 - MEDICAL SERVICES - 260 4,110 3,200 3,400 6.25%
6306 - PERSONNEL/LABOR RELATIONS 24,834 2,597 - 5,000 5,000 0.00%
6307 - PROFESSIONAL SERVICES 1,271 5,907 6,050 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 361 576 574 775 790 1.94%
6331 - TRAVEL EXPENSE/MILEAGE 60 45 46 100 100 0.00%
6341 - PERSONNEL ADVERTISING 356 318 206 2,000 2,000 0.00%
6412 - BLDGS/FACILITIES 4,479 6,336 5,438 7,000 7,250 3.57%
6421 - SOFTWARE LICENSE - - 438 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 22,709 27,469 28,921 29,440 31,042 5.44%
6433 - MEETING EXPENSES 285 1,053 1,607 3,000 3,000 0.00%
6434 - DUES & SUBSCRIPTIONS 1,755 2,126 9,316 1,030 9,200 793.20%
6441 - LICENSES, TAXES & FEES 2,250 1,620 720 1,890 2,010 6.35%
TOTAL SERVICES & OTHER CHARGES 58,360 48,307 57,426 55,935 66,292 18.52%
TOTAL BUSINESS UNIT EXPENSES 263,498$ 249,239$ 283,999$ 276,863$ 298,935$ 7.97%
GENERAL FUND
42110 - POLICE-ADMINISTRATION
94
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42120 - POLICE-INVESTIGATION
6101 - WAGES & SALARIES-FT EMPLOYEES 539,355$ 588,750$ 492,029$ 572,343$ 588,839$ 2.88%
6102 - OVERTIME-FT EMPLOYEES 34,570 34,596 34,768 40,000 40,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 40 - - - 0.00%
6105 - CONTRACTED SVCS OT 20,609 22,653 1,619 - - 0.00%
6111 - SEVERANCE PAY 11,219 3,073 27,163 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 85,613 93,526 81,012 93,688 96,212 2.69%
6125 - FICA - SOCIAL SECURITY - (17) - - - 0.00%
6126 - FICA - MEDICARE 8,755 9,104 7,309 8,879 9,118 2.69%
6131 - CAFETERIA PLAN CONTRIBUTIONS 80,924 74,005 67,358 84,397 88,956 5.40%
6151 - WORKER'S COMP INSURANCE 23,632 22,370 17,473 24,431 22,450 -8.11%
TOTAL PERSONAL SERVICES 804,677 848,100 728,731 823,738 845,575 2.65%
6214 - CLOTHING & PERSONAL EQUIPMENT 4,701 5,760 4,750 5,000 5,100 2.00%
6219 - GENERAL OPERATING SUPPLIES 377 314 325 725 425 -41.38%
6243 - MINOR COMPUTER EQUIPMENT 8,458 5,184 1,579 1,750 - -100.00%
TOTAL SUPPLIES 13,536 11,258 6,654 7,475 5,525 -26.09%
6307 - PROFESSIONAL SERVICES 9,023 4,892 4,212 3,500 3,500 0.00%
6321 - TELEPHONE/PAGERS 2,524 2,675 2,972 7,200 7,340 1.94%
6331 - TRAVEL EXPENSE/MILEAGE - - 353 75 75 0.00%
6432 - CONFERENCES AND SCHOOLS - 310 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 200 200 200 650 650 0.00%
6449 - OTHER CONTRACTUAL SERVICE 14,923 13,278 13,104 16,165 18,250 12.90%
TOTAL SERVICES & OTHER CHARGES 26,670 21,355 20,841 27,590 29,815 8.06%
TOTAL BUSINESS UNIT EXPENSES 844,883$ 880,713$ 756,226$ 858,803$ 880,915$ 2.57%
GENERAL FUND
42120 - POLICE-INVESTIGATION
95
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42123 - POLICE-PATROL
6101 - WAGES & SALARIES-FT EMPLOYEES 2,730,643$ 2,851,603$ 2,695,161$ 3,109,271$ 3,252,570$ 4.61%
6102 - OVERTIME-FT EMPLOYEES 200,506 211,616 194,115 191,800 191,800 0.00%
6103 - WAGES-PART TIME EMPLOYEES 124,740 116,077 115,448 125,000 125,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES - 100 18 - - 0.00%
6105 - CONTRACTED SVCS OT 31,987 13,576 3,198 40,000 15,000 -62.50%
6111 - SEVERANCE PAY 38,011 38,057 65,893 - - 0.00%
6122 - PERA COORDINATED PLAN 21,376 15,059 15,339 17,155 21,718 26.60%
6123 - PERA POLICE & FIRE PLAN 411,817 430,069 425,298 494,110 507,926 2.80%
6125 - FICA - SOCIAL SECURITY 13,886 13,120 13,745 14,670 17,954 22.39%
6126 - FICA - MEDICARE 46,199 46,214 43,839 50,254 52,338 4.15%
6131 - CAFETERIA PLAN CONTRIBUTIONS 409,553 377,959 407,319 488,299 533,736 9.31%
6141 - UNEMPLOYMENT COMPENSATION - 3,522 2,308 - - 0.00%
6151 - WORKER'S COMP INSURANCE 115,597 105,789 92,958 130,534 120,486 -7.70%
TOTAL PERSONAL SERVICES 4,144,315 4,222,761 4,074,639 4,661,093 4,838,528 3.81%
6203 - BOOKS/REFERENCE MATERIALS 321 215 - 500 500 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 33,342 39,279 35,062 40,960 39,500 -3.56%
6217 - SAFETY SUPPLIES 793 941 1,598 1,000 1,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 29,448 14,159 22,660 17,400 17,500 0.57%
6242 - MINOR EQUIPMENT 2,759 471 1,226 2,575 2,725 5.83%
6243 - MINOR COMPUTER EQUIPMENT 5,546 11,490 53,223 45,000 28,300 -37.11%
TOTAL SUPPLIES 72,209 66,555 113,769 107,435 89,525 -16.67%
6305 - MEDICAL SERVICES - - - 1,175 1,175 0.00%
6306 - PERSONNEL/LABOR RELATIONS - 2,600 - - - 0.00%
6307 - PROFESSIONAL SERVICES 20,232 3,918 3,287 1,000 1,000 0.00%
6321 - TELEPHONE/PAGERS 9,588 8,538 7,092 9,000 9,180 2.00%
6323 - RADIO COMMUNICATIONS - 18,058 14,558 19,620 19,620 0.00%
6329 - OTHER COMMUNICATION SERVICES 35,026 16,393 15,605 21,440 22,440 4.66%
6331 - TRAVEL EXPENSE/MILEAGE - - 11 100 100 0.00%
6333 - FREIGHT/DRAYAGE 93 41 70 - - 0.00%
6402 - EQUIPMENT SERVICES 3,928 2,614 2,272 6,000 6,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - 150 - - 0.00%
6421 - SOFTWARE LICENSE 211 1,556 - - - 0.00%
6423 - LOGIS CHARGES 10,696 12,599 55,449 19,485 20,213 3.74%
6432 - CONFERENCES AND SCHOOLS 5,232 4,294 4,117 5,800 5,800 0.00%
6434 - DUES & SUBSCRIPTIONS 380 - - - - 0.00%
6442 - COURT AWARDS/SETTLEMENTS 15,000 - - - - 0.00%
6447 - TOWING CHARGES 75 821 1,570 700 700 0.00%
6449 - OTHER CONTRACTUAL SERVICE 30,174 31,751 22,818 28,070 31,000 10.44%
TOTAL SERVICES & OTHER CHARGES 130,635 103,183 126,999 112,390 117,228 4.30%
6461 - FUEL CHARGES 153,877 141,286 133,226 196,929 160,683 -18.41%
6462 - FIXED CHARGES 35,904 41,491 28,254 39,161 33,536 -14.36%
6463 - REPAIR & MAINT CHARGES 104,668 119,252 98,237 168,361 125,570 -25.42%
6465 - REPLACEMENT CHARGES 127,205 134,983 141,580 134,984 146,241 8.34%
TOTAL CENTRAL GARAGE CHARGES 421,654 437,012 401,297 539,435 466,030 -13.61%
TOTAL BUSINESS UNIT EXPENSES 4,768,813$ 4,829,511$ 4,716,704$ 5,420,353$ 5,511,311$ 1.68%
GENERAL FUND
42123 - POLICE-PATROL
96
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42151 - POLICE-SUPPORT SERVICES
6101 - WAGES & SALARIES-FT EMPLOYEES 367,781$ 367,808$ 328,473$ 430,995$ 440,313$ 2.16%
6102 - OVERTIME-FT EMPLOYEES 1,251 1,197 8,829 1,500 1,500 0.00%
6111 - SEVERANCE PAY 2,196 537 2,780 - - 0.00%
6122 - PERA COORDINATED PLAN 26,754 26,753 24,455 31,357 33,136 5.67%
6125 - FICA - SOCIAL SECURITY 24,562 24,320 21,858 26,816 27,394 2.16%
6126 - FICA - MEDICARE 5,913 5,688 5,114 6,271 6,406 2.15%
6131 - CAFETERIA PLAN CONTRIBUTIONS 78,420 80,560 78,486 108,511 114,372 5.40%
6141 - UNEMPLOYMENT COMPENSATION 11,374 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 3,138 2,468 2,102 3,491 2,969 -14.95%
TOTAL PERSONAL SERVICES 521,389 509,331 472,097 608,941 626,090 2.82%
6201 - OFFICE SUPPLIES 5,670 5,148 2,194 6,000 6,000 0.00%
6202 - COPYING SUPPLIES - - - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 2,322 1,546 1,979 3,500 2,800 -20.00%
6219 - GENERAL OPERATING SUPPLIES 3,093 2,830 2,380 3,000 3,250 8.33%
6242 - MINOR EQUIPMENT 339 158 965 700 700 0.00%
6243 - MINOR COMPUTER EQUIPMENT 5,060 2,063 2,862 2,850 - -100.00%
TOTAL SUPPLIES 16,484 11,745 10,380 16,050 12,750 -20.56%
6307 - PROFESSIONAL SERVICES 248 331 340 750 750 0.00%
6321 - TELEPHONE/PAGERS 9,063 9,495 5,105 9,675 2,975 -69.25%
6329 - OTHER COMMUNICATION SERVICES 2,137 6,317 3,063 2,200 2,200 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 50 50 0.00%
6333 - FREIGHT/DRAYAGE 109 12 48 200 200 0.00%
6351 - PRINTING 3,776 5,605 3,815 7,850 7,850 0.00%
6402 - EQUIPMENT SERVICES 11,437 9,327 4,994 18,560 18,560 0.00%
6406 - MULTI-FUNCTION MTNCE 4,080 4,049 3,107 5,000 4,600 -8.00%
6421 - SOFTWARE LICENSE - 287 588 - - 0.00%
6422 - SOFTWARE MAINT - 50 3,589 50 3,750 7400.00%
6423 - LOGIS CHARGES 100,797 90,432 66,832 137,114 148,358 8.20%
6434 - DUES & SUBSCRIPTIONS 30 - - - - 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 272 - - - 0.00%
6441 - LICENSES, TAXES & FEES 218 499 354 365 365 0.00%
6448 - PRISONER BOARDING CHARGES 118,159 90,528 85,068 100,000 110,000 10.00%
6449 - OTHER CONTRACTUAL SERVICE - - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 250,054 217,204 176,903 281,814 299,658 6.33%
TOTAL BUSINESS UNIT EXPENSES 787,927$ 738,280$ 659,380$ 906,805$ 938,498$ 3.50%
GENERAL FUND
42151 - POLICE-SUPPORT SERVICES
97
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42170 - POLICE-STATIONS AND BLDGS
6101 - WAGES & SALARIES-FT EMPLOYEES 34,520$ 35,279$ 23,649$ 35,778$ 36,494$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 1,240 607 - 2,200 1,000 -54.55%
6103 - WAGES-PART TIME EMPLOYEES - - - 5,000 - -100.00%
6111 - SEVERANCE PAY 484 132 - - - 0.00%
6122 - PERA COORDINATED PLAN 2,593 2,602 1,715 2,754 2,902 5.37%
6125 - FICA - SOCIAL SECURITY 2,484 2,436 1,654 2,664 2,399 -9.95%
6126 - FICA - MEDICARE 581 570 387 624 561 -10.10%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,848 11,358 10,923 12,057 12,708 5.40%
6151 - WORKER'S COMP INSURANCE 1,737 1,761 1,107 2,054 1,912 -6.91%
TOTAL PERSONAL SERVICES 54,487 54,745 39,435 63,131 57,976 -8.17%
6201 - OFFICE SUPPLIES - - 26 - - 0.00%
6211 - CLEANING SUPPLIES 1,897 245 1,500 3,000 2,000 -33.33%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 100 100 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS - - - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES - - 1,009 - - 0.00%
6225 - PARK & LANDSCAPE MATERIALS - - - 600 600 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 1,948 4,791 3,133 4,000 4,100 2.50%
6242 - MINOR EQUIPMENT 1,642 - 90 1,500 1,200 -20.00%
TOTAL SUPPLIES 5,487 5,036 5,758 9,450 8,250 -12.70%
6381 - ELECTRIC 57,934 69,068 54,975 63,000 61,500 -2.38%
6382 - GAS 15,104 18,473 20,615 28,000 23,000 -17.86%
6383 - WATER 5,620 2,773 915 5,000 5,000 0.00%
6384 - REFUSE DISPOSAL 1,875 1,875 1,594 3,000 2,500 -16.67%
6385 - SEWER 4,188 949 376 4,000 4,000 0.00%
6386 - STORM SEWER 654 654 491 800 800 0.00%
6387 - HEATING OIL - - - 1,000 1,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 2,034 2,172 1,106 2,750 2,750 0.00%
6389 - STREET LIGHTS 149 179 148 175 200 14.29%
6402 - EQUIPMENT SERVICES 2,733 299 6,518 2,000 2,100 5.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 40,068 22,756 16,484 25,000 26,000 4.00%
6405 - PARK & LANDSCAPE SERVICES 3,490 4,306 4,396 6,000 6,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 248 3,066 - - 2,000 100.00%
6441 - LICENSES, TAXES & FEES 10 110 120 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 1,612 10,548 18,209 3,000 12,500 316.67%
TOTAL SERVICES & OTHER CHARGES 135,719 137,228 125,947 143,725 149,350 3.91%
6520 - BUILDINGS & FACILITIES - - - 16,000 42,000 162.50%
TOTAL CAPITAL OUTLAY - - - 16,000 42,000 162.50%
TOTAL BUSINESS UNIT EXPENSES 195,693$ 197,009$ 171,140$ 232,306$ 257,576$ 10.88%
GENERAL FUND
42170 - POLICE-STATIONS AND BLDGS
98
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fire/Emergency Preparedness
Department/Division Mission:
The mission of the Brooklyn Center Fire Department is to protect lives and property in our community
during emergencies resulting from fire, medical, hazardous materials and environmental causes. We
enrich our community by providing non-emergency services that focus on safety and prevention.
Department/Division Description:
The fire department is composed of a full time Fire Chief, a full time Administrative Assistant, 1 part-
time Fire Inspector and 40 volunteer firefighters. Our mission is accomplished by providing emergency
response to fires and medical emergencies seven days a week, 24 hours a day. We improve our response
time by implementing a duty crew. This ensures that the fire department continues to have prompt
response times to emergencies The Fire Chief manages the day to day operations of the fire department
and is the Emergency Management Director, providing leadership to staff in the area of disaster
preparedness and response training. Much of the work of the fire department involves public education,
fire inspections, fire safety awareness, blood pressure checks, and stations tours.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Vibrant Neighborhoods
Safety
In 2015 we will begin development of a Community Risk Reduction Program. Through this
program we will identify risk associated with fires and other injuries within the community and
develop solutions and support systems for those risks, and measuring the success of those
solutions. Within this program we will:
Implement a new elementary school fire prevention program that will measure the efficacy
of the instruction methods and materials. This program will be introduced as a third grade
pilot in two elementary schools.
Implement a Falls Protection Program. The fire department will identify hazards in the
homes of elderly persons that could cause injuries and provide information to the person
about Household & Outside Maintenance for the elderly or (HOME) an organization that
provides services to the elderly community.
Initiate a Heart Safe City Program that will educate businesses and the community about
sudden cardiac arrest and improving heart health and train people how to use AEDs and
perform CPR. Brooklyn Center will be designated a “Heart Safe City”
99
Continue to expand our smoke detector program so that all residents will have access to at
least one operable smoke detector functioning within their residence.
Staffing Levels
Positions FTEs 2014 2015 2016
Fire Chief
Administrative Coordinator
Assistant Chief *
Deputy Chief
Fire Inspector**
Volunteer Firefighters*
1
1
-
-
36
1
1
-
1
-
47
1
1
-
1
-
47
Total 39 50 50
*Not an FTE
**Contracted personnel
Operational Functions/Division(s):
Emergency Response
o Provide fire suppression, emergency medical services, hazardous materials, and other
rescue, services to the citizens and visitors within our community so they can receive scene
stabilization in a timely manner.
Fire Prevention/Education
o Provide fire inspections, public education, smoke/CO detector program, Senior programs
Emergency Preparedness- Prevention, Preparedness, Response Recovery
o Helps to identify and mitigate risks to community.
o Assists in increasing individual and organizational preparedness - Provides training and
exercises for employees at all levels in community emergency preparedness, emergency
operations, response and recovery, including their own safety at home and at City facilities.
Provides useful information to assist in educating the community about personal
preparedness.
o Coordinates the city’s response to disasters.
o Serves as the liaison to the Hennepin County Emergency Management, Minnesota State
Department of Homeland Security, and other jurisdictions on emergency management
100
Annual Operating Goal and Strategies:
1. Reduce the loss of life and property from fire events
a. Inspect all high-hazard occupancies on a yearly basis and inspect 100% of all other
business on a three-year cycle.
b. Encourage every residence qualified for the senior water bill reduction to take part in the
Smoke and CO Alarm Program.
c. Achieve response time of 6 minutes 30 seconds or less from dispatch to arrival on 80% of
Code 3 fire calls within the city limits.
d. Recruit new members to the fire department who are available to respond during daytime
hours.
e. Lobby for passage of residential sprinkler systems in newly constructed homes
2. Reduce injuries and loss of life from accidents and medical emergencies
a. Implement public awareness campaign regarding child safety (bike helmets, fire education,
etc.).
b. Implement public awareness campaign for seniors regarding household hazards unique to
their age group (i.e. trip and fall accidents).
3. Improve staff preparedness for natural disasters
a. Assure all leadership team members are certified to the appropriate level
b. Conduct drill, exercises, tabletop
c. Develop webpage containing beneficial information on personal preparedness.
4. Increase firefighter safety, wellbeing, and effectiveness
a. Encourage participation in wellness program
b. Encourage the use of Community Center membership
101
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
NFPA Response Time Standard to a structure fire is to
respond within 9:00 minutes, 90% of the time.
81.8%
(18/22 occurrences) 90%
Percentage of fires confined to room of origin 80.7% (21/26
occurrences)
100%
Percentage of commercial properties inspected in
accordance with inspection cycle
100%
District 2 100%
Educational program presentations per year 30 40
Number of CO/smoke alarms installed 53 smoke/45 CO 60 smoke/50 CO
Number of Educational presentations for City Staff 3 4
*2013 data
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Proposed 2015 Capital Outlay
$15,000 Office remodel at West Fire Station
102
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42210 - FIRE
6101 - WAGES & SALARIES-FT EMPLOYEES 97,953$ 104,129$ 111,048$ 101,519$ 196,516$ 93.58%
6103 - WAGES-PART TIME EMPLOYEES 256,257 255,876 269,972 316,766 295,000 -6.87%
6111 - SEVERANCE PAY 1,692 566 - - - 0.00%
6122 - PERA COORDINATED PLAN 1,487 2,050 1,151 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 14,105 15,038 16,395 15,532 30,667 97.44%
6125 - FICA - SOCIAL SECURITY 15,856 15,810 16,913 18,343 18,290 -0.29%
6126 - FICA - MEDICARE 5,079 5,244 5,532 5,762 7,127 23.69%
6127 - FIRE RELIEF ASSOCIATION 152,503 135,340 153,545 111,523 141,471 26.85%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,167 11,647 11,226 12,057 25,416 110.80%
6141 - UNEMPLOYMENT COMPENSATION - 6 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 41,346 50,443 55,914 38,634 46,076 19.26%
TOTAL PERSONAL SERVICES 597,445 596,149 641,696 620,136 760,563 22.64%
6201 - OFFICE SUPPLIES 166 162 2,740 800 800 0.00%
6203 - BOOKS/REFERENCE MATERIALS 677 1,858 480 6,000 3,000 -50.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 11,621 20,383 24,693 25,000 25,000 0.00%
6217 - SAFETY SUPPLIES 440 - 439 400 400 0.00%
6219 - GENERAL OPERATING SUPPLIES 16,370 16,531 9,612 18,000 18,000 0.00%
6219.1 - GEN OP SUP-FIRE EDUCATION - 2,981 - 3,000 3,000 0.00%
6241 - SMALL TOOLS 30 1,058 198 800 800 0.00%
6242 - MINOR EQUIPMENT 11,973 13,531 4,476 20,000 20,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 20,205 4,574 30,918 24,000 4,300 -82.08%
TOTAL SUPPLIES 61,482 61,078 73,556 98,000 75,300 -23.16%
6305 - MEDICAL SERVICES 5,898 2,685 5,085 10,000 12,000 20.00%
6307 - PROFESSIONAL SERVICES 7,936 7,332 6,765 - - 0.00%
6321 - TELEPHONE/PAGERS 4,413 3,367 2,803 3,900 3,975 1.92%
6323 - RADIO COMMUNICATIONS 7,132 9,288 7,441 11,000 8,500 -22.73%
6329 - OTHER COMMUNICATION SERVICES 2,417 3,241 2,768 7,710 7,550 -2.08%
6331 - TRAVEL EXPENSE/MILEAGE 303 - - 300 400 33.33%
6333 - FREIGHT/DRAYAGE 15 - - - - 0.00%
6341 - PERSONNEL ADVERTISING 387 126 60 800 800 0.00%
6351 - PRINTING 347 561 78 300 500 66.67%
6381 - ELECTRIC 20,222 24,101 17,473 21,500 21,900 1.86%
6382 - GAS 12,288 15,421 18,911 24,500 24,250 -1.02%
6383 - WATER 2,382 2,207 1,271 2,750 3,355 22.00%
6385 - SEWER 1,730 1,785 1,827 2,100 2,100 0.00%
6386 - STORM SEWER - 549 706 - 600 100.00%
6389 - STREET LIGHTS - 150 213 - 150 100.00%
6402 - EQUIPMENT SERVICES 10,577 8,157 6,147 - 3,000 100.00%
6406 - MULTI-FUNCTION MTNCE 261 328 251 500 500 0.00%
6422 - SOFTWARE MAINT 1,191 968 7,540 10,000 2,200 -78.00%
6432 - CONFERENCES AND SCHOOLS 8,999 4,197 9,633 10,000 10,000 0.00%
6433 - MEETING EXPENSES - - 32 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 6,205 3,288 2,462 2,500 2,500 0.00%
6443 - PRIZE AWARDS/EXPENSE REIMB 678 618 958 1,500 1,500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 217 217 369 - 1,850 100.00%
TOTAL SERVICES & OTHER CHARGES 93,598 88,586 92,793 109,360 107,630 -1.58%
6461 - FUEL CHARGES 15,570 15,021 15,940 18,783 16,995 -9.52%
6462 - FIXED CHARGES 26,020 26,399 30,024 29,653 32,848 10.77%
6463 - REPAIR & MAINT CHARGES 30,721 53,649 28,696 45,309 36,805 -18.77%
6465 - REPLACEMENT CHARGES 122,561 128,441 121,953 128,441 137,586 7.12%
TOTAL CENTRAL GARAGE CHARGES 194,872 223,510 196,613 222,186 224,234 0.92%
6540 - EQUIPMENT & MACHINERY - - - - 15,000 100.00%
TOTAL CAPITAL OUTLAY - - - - 15,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 947,397$ 969,323$ 1,004,658$ 1,049,682$ 1,182,727$ 12.67%
GENERAL FUND
42210 - FIRE
103
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42510 - EMERGENCY PREPAREDNESS
6101 - WAGES & SALARIES-FT EMPLOYEES 48,778$ 49,753$ 42,386$ 51,817$ 52,636$ 1.58%
6111 - SEVERANCE PAY 807 287 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,537 3,607 3,073 3,757 3,948 5.08%
6125 - FICA - SOCIAL SECURITY 3,219 3,218 2,741 3,213 3,263 1.56%
6126 - FICA - MEDICARE 753 753 641 751 763 1.60%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,854 11,352 10,923 12,057 12,708 5.40%
6151 - WORKER'S COMP INSURANCE 416 334 267 430 353 -17.91%
TOTAL PERSONAL SERVICES 68,364 69,304 60,031 72,025 73,671 2.29%
6201 - OFFICE SUPPLIES - - - 350 350 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - - 500 500 0.00%
6204 - STATIONARY SUPPLIES - - - 200 200 0.00%
6219 - GENERAL OPERATING SUPPLIES 423 - - 1,000 800 -20.00%
6242 - MINOR EQUIPMENT 18,883 - - 5,000 2,500 -50.00%
TOTAL SUPPLIES 19,306 - - 7,050 4,350 -38.30%
6329 - OTHER COMMUNICATION SERVICES 855 - - - - 0.00%
6381 - ELECTRIC 320 344 304 350 350 0.00%
6402 - EQUIPMENT SERVICES 1,004 1,073 2,008 2,500 2,500 0.00%
6408 - COMMUNICATION/INFO SYSTEMS - 1,004 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,780 1,800 1,300 3,000 2,000 -33.33%
6433 - MEETING EXPENSES - - - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 200 200 200 400 450 12.50%
TOTAL SERVICES & OTHER CHARGES 4,159 4,421 3,812 6,250 5,300 -15.20%
TOTAL BUSINESS UNIT EXPENSES 91,829$ 73,725$ 63,843$ 85,325$ 83,321$ -2.35%
GENERAL FUND
42510 - EMERGENCY PREPAREDNESS
104
City of Brooklyn Center
2015 Budget
General Fund Expenses
Community Activities, Recreation & Services
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Activities, Recreation & Services
Division Mission:
The mission of the Recreation and Community Center Divisions is to create a sense of community and
enrich the quality of life for our residents, patrons and employees by providing a variety of high quality,
inclusive programs and services.
The mission of the Government Buildings Division is to provide quality, efficient service that results in
safe, clean and healthy environments for people to work and recreate.
Division Description:
The Community Activities, Recreation and Services Department is comprised of the Government
Buildings, Recreation and Community Center Divisions. These Divisions provide for the provision of
maintenance and custodial functions for City-owned buildings, development and implementation of
organized recreational activities, operation of the Community Center and swimming pool.
The Department is also responsible for the operation of Centerbrook Golf Course and the Earle Brown
Heritage Center conference and events facility. However, these operations are further identified in their
respective Enterprise Fund accounts.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Civic Engagement
Program Needs Assessment
In 2015, we will conduct an internal needs assessment of our recreation amenities, programs and services.
The results will ensure our facilities and offerings are meeting the needs and expectations of the citizens
of Brooklyn Center.
The assessment will also provide a strategy and prioritization for the continued development of park and
recreation facilities and programs moving forward.
Automated maintenance work order system.
A maintenance work order software system will be researched, purchased and implemented. This new
system will allow us to track work orders, assign priorities and provide timely feedback to our customers.
105
Staffing Levels
Positions FTEs 2014 2015 2016
CARS Director
CARS Secretary
Recreation Receptionist
Recreation Program Supervisor
Maintenance Supervisor
Maintenance Custodian
Custodian*
Part-time Staff (70 – PT Staff)
1
1
1
3
1
2
-
13
1
1
1
3
0
3
-
13
1
1
1
3
0
3
-
13
*The Custodian position reports to the CARS Director, but the salaries and benefits of this position are accounted for
under Police Facility Maintenance budget.
Strategic Functions/Division(s):
Recreation Division
o This division provides for the development and implementation of organized recreational
activities for preschoolers, grade school age children, teens, adults, and seniors.
Community Center
o This division is responsible for the operation of the Brooklyn Center Community Center,
Including the swimming pool and waterslide.
Government Buildings
o This activity provides for the ongoing cleaning, maintenance and repair of all Government
Buildings including; city hall, community center, city garage, and fire stations buildings and
grounds.
In addition, staff provides some maintenance support for the police building, liquor stores
and Centerbrook Golf Course. These expenses are charged directly to their respective
funds.
Annual Goal and Strategies:
1. Continue improvements in area of customer service for all department functions.
a. Establish computer based maintenance request system
b. On-going Customer Service training for staff
c. Continue technology improvements to enhance communication.
2. Continue ongoing assessment process to determine community needs and resources.
a. Citizen Survey
b. Participant Surveys
c. Youth Survey Data
Total 23 23 23
106
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations 7,983 8,200
Households Participating in Recreation Programs 23% (2008) 25% (2012) 27%
Programs Meeting Needs 94% (2008) 95% (2012) 96%
Customer Satisfaction Ratings (good, excellent) 97% (2012) 98%
Maintenance Work Orders Processed Obtaining Baseline Data 2.5% Increase over
baseline
Energy Consumption-City Owned Buildings $317,385 $309,450
*2013 data, unless noted otherwise
Capital Outlay
$10,000 Misc. carpet/paint Community Center (CBMP)
$12,500 Replace Civic Center generator (CMBP)
$10,000 Misc. carpet/paint Police Station (CBMP
$32,000 Replace Police Uninterruptible Power System
$12,500 Annual maintenance shut down supplies (CBMP)
$6,500 Pool vacuum replacement
$3,000 Lifeguard stand replacement
107
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45010 - CARS ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 139,883$ 151,459$ 143,301$ 152,511$ 164,001$ 7.53%
6111 - SEVERANCE PAY 3,536 1,167 2,959 - - 0.00%
6122 - PERA COORDINATED PLAN 10,142 10,981 10,389 11,057 12,300 11.24%
6125 - FICA - SOCIAL SECURITY 8,484 8,983 8,540 9,455 10,168 7.54%
6126 - FICA - MEDICARE 1,984 2,101 1,997 2,211 2,378 7.55%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,707 22,702 19,345 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 1,194 1,016 902 1,266 1,098 -13.27%
TOTAL PERSONAL SERVICES 186,930 198,409 187,433 200,614 215,361 7.35%
6219 - GENERAL OPERATING SUPPLIES - 11 249 - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,535 915 - - - 0.00%
TOTAL SUPPLIES 1,535 926 249 - - 0.00%
6321 - TELEPHONE/PAGERS 225 482 553 750 765 2.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 300 200 -33.33%
6351 - PRINTING - 19 112 - - 0.00%
6402 - EQUIPMENT SERVICES - - - 1,500 1,000 -33.33%
6432 - CONFERENCES AND SCHOOLS 409 1,215 1,056 1,500 1,500 0.00%
6433 - MEETING EXPENSES 91 46 120 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 249 264 - 300 300 0.00%
6441 - LICENSES, TAXES & FEES - 35 35 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 974 2,061 1,876 4,850 4,265 -12.06%
TOTAL BUSINESS UNIT EXPENSES 189,439$ 201,396$ 189,558$ 205,464$ 219,626$ 6.89%
GENERAL FUND
45010 - CARS ADMINISTRATION
108
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45110 - CARS-REC ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 244,653$ 249,406$ 233,511$ 252,719$ 257,767$ 2.00%
6103 - WAGES-PART TIME EMPLOYEES 38,234 40,739 43,081 36,000 41,000 13.89%
6104 - OVERTIME-PART TIME EMPLOYEES 19 94 - - - 0.00%
6111 - SEVERANCE PAY 5,039 1,605 - - - 0.00%
6122 - PERA COORDINATED PLAN 20,510 21,042 19,996 20,933 22,408 7.05%
6125 - FICA - SOCIAL SECURITY 18,322 18,480 17,347 17,901 18,524 3.48%
6126 - FICA - MEDICARE 4,285 4,322 4,057 4,187 4,332 3.46%
6131 - CAFETERIA PLAN CONTRIBUTIONS 42,518 45,408 43,693 48,227 50,832 5.40%
6151 - WORKER'S COMP INSURANCE 2,527 2,494 2,358 2,398 2,003 -16.47%
TOTAL PERSONAL SERVICES 376,107 383,590 364,043 382,365 396,866 3.79%
6201 - OFFICE SUPPLIES 1,931 1,690 1,111 5,750 2,300 -60.00%
6217 - SAFETY SUPPLIES 195 314 123 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,585 2,569 1,544 3,500 3,250 -7.14%
6239 - OTHER REPAIR & MAINT SUPPLIES - - 1,681 - - 0.00%
6242 - MINOR EQUIPMENT 1,546 446 364 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 4,539 5,099 5,250 - -100.00%
TOTAL SUPPLIES 6,257 9,558 9,922 15,500 6,550 -57.74%
6321 - TELEPHONE/PAGERS 105 105 91 120 122 1.67%
6322 - POSTAGE 5,293 5,597 5,328 6,500 6,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 700 636 840 1,000 1,000 0.00%
6341 - PERSONNEL ADVERTISING 456 - 239 700 750 7.14%
6349 - OTHER ADVERTISING - - - 400 400 0.00%
6351 - PRINTING 10,243 12,827 10,386 13,000 13,250 1.92%
6402 - EQUIPMENT SERVICES 52 - - 3,000 2,000 -33.33%
6406 - MULTI-FUNCTION MTNCE 3,825 4,451 3,420 5,500 4,800 -12.73%
6421 - SOFTWARE LICENSE 211 - - - - 0.00%
6422 - SOFTWARE MAINT 8,044 7,658 8,041 8,000 8,300 3.75%
6434 - DUES & SUBSCRIPTIONS 50 65 329 - 500 100.00%
6435 - CREDIT CARD FEES 15,760 17,096 13,211 16,000 17,500 9.38%
6441 - LICENSES, TAXES & FEES 1,005 986 993 1,600 1,650 3.13%
6449 - OTHER CONTRACTUAL SERVICE 1,075 1,369 1,060 2,500 2,500 0.00%
TOTAL SERVICES & OTHER CHARGES 46,819 50,790 43,938 58,320 59,272 1.63%
TOTAL BUSINESS UNIT EXPENSES 429,183$ 443,938$ 417,903$ 456,185$ 462,688$ 1.43%
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
109
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45111 - CARS-ADULT RECREATION
5586 - COST OF SALES-MISC 773$ 751$ 240$ -$ -$ 0.00%
TOTAL COST OF SALES 773 751 240 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 48,536 53,680 46,516 52,472 54,772 4.38%
6122 - PERA COORDINATED PLAN 2,326 2,775 2,407 3,950 3,936 -0.35%
6125 - FICA - SOCIAL SECURITY 3,015 3,328 2,887 3,377 3,253 -3.67%
6126 - FICA - MEDICARE 705 778 675 790 761 -3.67%
6151 - WORKER'S COMP INSURANCE 569 768 627 620 750 20.97%
TOTAL PERSONAL SERVICES 55,151 61,329 53,112 61,209 63,472 3.70%
6219 - GENERAL OPERATING SUPPLIES 13,052 10,353 15,987 14,320 11,820 -17.46%
6242 - MINOR EQUIPMENT - - - - - 0.00%
TOTAL SUPPLIES 13,052 10,353 15,987 14,320 11,820 -17.46%
6307 - PROFESSIONAL SERVICES 9,757 8,326 9,161 14,170 14,170 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE - 3,248 2,640 1,500 4,000 166.67%
6351 - PRINTING - - - - - 0.00%
6364 - DRAM SHOP INSURANCE 1,090 1,124 839 - - 0.00%
6384 - REFUSE DISPOSAL 1,233 753 1,422 2,100 2,100 0.00%
6402 - EQUIPMENT SERVICES - - - 750 750 0.00%
6412 - BLDGS/FACILITIES 45 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 390 450 210 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 81,760 69,390 52,862 72,470 67,300 -7.13%
6491 - MERCHANDISE FOR RESALE 1,731 395 616 2,100 500 -76.19%
TOTAL SERVICES & OTHER CHARGES 96,006 83,686 67,750 93,590 89,320 -4.56%
TOTAL BUSINESS UNIT EXPENSES 164,982$ 156,119$ 137,089$ 169,119$ 164,612$ -2.66%
GENERAL FUND
45111 - CARS-ADULT RECREATION
110
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45112 - CARS-TEEN PROGRAMS
6102 - OVERTIME-FT EMPLOYEES -$ -$ -$ 500$ 1,000$ 100.00%
6103 - WAGES-PART TIME EMPLOYEES 1,972 1,661 317 5,000 5,500 10.00%
6122 - PERA COORDINATED PLAN - - 23 145 - -100.00%
6123 - PERA POLICE & FIRE PLAN - - - - - 0.00%
6125 - FICA - SOCIAL SECURITY 122 103 20 124 - -100.00%
6126 - FICA - MEDICARE 29 24 5 29 - -100.00%
6151 - WORKER'S COMP INSURANCE 23 24 4 23 - -100.00%
TOTAL PERSONAL SERVICES 2,146 1,812 369 5,821 6,500 11.66%
6219 - GENERAL OPERATING SUPPLIES 964 770 688 3,100 1,600 -48.39%
TOTAL SUPPLIES 964 770 688 3,100 1,600 -48.39%
6307 - PROFESSIONAL SERVICES - - 2,000 2,000 3,000 50.00%
6449 - OTHER CONTRACTUAL SERVICE 7,150 6,000 2,685 6,000 6,000 0.00%
TOTAL SERVICES & OTHER CHARGES 7,150 6,000 4,685 8,000 9,000 12.50%
TOTAL BUSINESS UNIT EXPENSES 10,260$ 8,582$ 5,742$ 16,921$ 17,100$ 1.06%
GENERAL FUND
45112 - CARS-TEEN PROGRAMS
111
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45113 - CARS-YOUTH PROGRAMS
6103 - WAGES-PART TIME EMPLOYEES 23,517$ 34,654$ 34,019$ 28,043$ 33,500$ 19.46%
6122 - PERA COORDINATED PLAN 604 686 483 2,061 1,820 -11.69%
6125 - FICA - SOCIAL SECURITY 1,458 2,151 2,117 1,761 1,857 5.45%
6126 - FICA - MEDICARE 341 503 495 412 434 5.34%
6141 - UNEMPLOYMENT COMPENSATION - - 119 - - 0.00%
6151 - WORKER'S COMP INSURANCE 275 507 465 326 430 31.90%
TOTAL PERSONAL SERVICES 26,195 38,501 37,698 32,603 38,041 16.68%
6219 - GENERAL OPERATING SUPPLIES 8,440 16,820 6,273 9,900 21,975 121.97%
TOTAL SUPPLIES 8,440 16,820 6,273 9,900 21,975 121.97%
6321 - TELEPHONE/PAGERS 125 178 188 220 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE 282 340 230 350 350 0.00%
6384 - REFUSE DISPOSAL 45 - - 100 - -100.00%
6449 - OTHER CONTRACTUAL SERVICE - 630 1,131 - 600 100.00%
TOTAL SERVICES & OTHER CHARGES 452 1,148 1,549 670 950 41.79%
TOTAL BUSINESS UNIT EXPENSES 35,087$ 56,469$ 45,520$ 43,173$ 60,966$ 41.21%
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
112
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45119 - CARS-GENERAL REC
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ (435)$ -$ -$ 0.00%
6103 - WAGES-PART TIME EMPLOYEES 6,488 7,147 3,910 9,300 9,300 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES - - - - - 0.00%
6122 - PERA COORDINATED PLAN 42 235 (8) 675 698 3.41%
6125 - FICA - SOCIAL SECURITY 402 443 215 577 577 0.00%
6126 - FICA - MEDICARE 94 104 50 135 135 0.00%
6141 - UNEMPLOYMENT COMPENSATION 901 4,868 197 - - 0.00%
6151 - WORKER'S COMP INSURANCE 87 106 32 106 133 25.47%
TOTAL PERSONAL SERVICES 8,014 12,903 3,961 10,793 10,843 0.46%
6219 - GENERAL OPERATING SUPPLIES - 10 - 60 75 25.00%
TOTAL SUPPLIES - 10 - 60 75 25.00%
6412 - BLDGS/FACILITIES 8,844 9,687 5,087 9,500 9,600 1.05%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 144 - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 8,100 8,100 - 8,500 9,000 5.88%
TOTAL SERVICES & OTHER CHARGES 17,088 17,787 5,087 18,000 18,600 3.33%
TOTAL BUSINESS UNIT EXPENSES 25,102$ 30,700$ 9,048$ 28,853$ 29,518$ 2.30%
GENERAL FUND
45119 - CARS-GENERAL REC
113
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45122 - CARS-COMMUNITY CENTER
6101 - WAGES & SALARIES-FT EMPLOYEES 7,075$ -$ 488$ -$ -$ 0.00%
6102 - OVERTIME-FT EMPLOYEES 708 - - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 44,902 40,192 32,243 55,000 58,000 5.45%
6104 - OVERTIME-PART TIME EMPLOYEES 494 756 - 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 3,243 2,616 2,373 4,713 4,275 -9.29%
6125 - FICA - SOCIAL SECURITY 3,356 2,539 2,029 4,030 3,534 -12.31%
6126 - FICA - MEDICARE 785 594 474 943 827 -12.30%
6131 - CAFETERIA PLAN CONTRIBUTIONS 814 - - - - 0.00%
6141 - UNEMPLOYMENT COMPENSATION 914 - 481 - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,026 620 461 3,107 2,606 -16.12%
TOTAL PERSONAL SERVICES 63,317 47,317 38,549 68,793 70,242 2.11%
6219 - GENERAL OPERATING SUPPLIES 1,760 340 28 2,850 1,500 -47.37%
6242 - MINOR EQUIPMENT 5,078 446 2,702 8,000 8,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 3,490 - - - 0.00%
TOTAL SUPPLIES 6,838 4,276 2,730 10,850 9,500 -12.44%
6384 - REFUSE DISPOSAL - 906 625 - 1,000 100.00%
6402 - EQUIPMENT SERVICES 5,758 3,428 258 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - 3,739 7,687 - 5,000 100.00%
6449 - OTHER CONTRACTUAL SERVICE 92,352 80,461 85,837 117,500 120,000 2.13%
6491 - MERCHANDISE FOR RESALE 3,868 551 227 3,250 1,000 -69.23%
TOTAL SERVICES & OTHER CHARGES 101,978 89,085 94,634 122,750 129,000 5.09%
6540 - EQUIPMENT & MACHINERY - - - 13,600 12,500 -8.09%
TOTAL CAPITAL OUTLAY - - - 13,600 12,500 -8.09%
TOTAL BUSINESS UNIT EXPENSES 172,133$ 140,678$ 135,913$ 215,993$ 221,242$ 2.43%
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
114
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45124 - CARS-POOL
6103 - WAGES-PART TIME EMPLOYEES 228,101$ 238,411$ 212,948$ 201,000$ 225,000$ 11.94%
6104 - OVERTIME-PART TIME EMPLOYEES 737 1,065 405 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 9,524 9,695 8,200 14,609 17,775 21.67%
6125 - FICA - SOCIAL SECURITY 14,213 14,863 13,252 12,493 14,694 17.62%
6126 - FICA - MEDICARE 3,324 3,476 3,099 2,922 3,437 17.62%
6141 - UNEMPLOYMENT COMPENSATION - 1,380 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 2,681 3,419 2,878 2,297 3,389 47.54%
TOTAL PERSONAL SERVICES 258,580 272,309 240,782 234,321 265,295 13.22%
6211 - CLEANING SUPPLIES 120 63 976 - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 760 23,735 27,776 5,000 7,000 40.00%
6219 - GENERAL OPERATING SUPPLIES 4,551 5,903 2,389 4,500 4,750 5.56%
6223 - BUILDINGS & FACILITIES 135 - - - - 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 4,830 18,133 5,497 4,000 4,500 12.50%
6243 - MINOR COMPUTER EQUIPMENT 843 - - - - 0.00%
TOTAL SUPPLIES 11,239 47,834 36,638 13,500 16,250 20.37%
6381 - ELECTRIC 21,486 25,937 20,312 24,000 23,500 -2.08%
6382 - GAS 13,224 18,940 20,325 18,000 18,000 0.00%
6383 - WATER 9,909 7,198 7,388 6,500 7,000 7.69%
6385 - SEWER 4,806 4,603 7,352 6,500 5,200 -20.00%
6402 - EQUIPMENT SERVICES - 179 5,018 2,000 3,000 50.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 11,162 12,847 2,365 7,500 8,000 6.67%
6431 - SPECIAL EVENTS 4,166 5,103 2,938 4,250 5,000 17.65%
6449 - OTHER CONTRACTUAL SERVICE 1,796 811 2,326 1,750 2,000 14.29%
TOTAL SERVICES & OTHER CHARGES 66,549 75,618 68,024 70,500 71,700 1.70%
6540 - EQUIPMENT & MACHINERY 20,022 - 3,851 - - 0.00%
6545 - OTHER EQUIPMENT - - - 9,000 10,500 16.67%
TOTAL CAPITAL OUTLAY 20,022 - 3,851 9,000 10,500 16.67%
TOTAL BUSINESS UNIT EXPENSES 356,390$ 395,761$ 349,295$ 327,321$ 363,745$ 11.13%
GENERAL FUND
45124 - CARS-POOL
115
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41940 - GENERAL GOVT BLDGS AND PLANT
6101 - WAGES & SALARIES-FT EMPLOYEES 167,878$ 162,317$ 97,114$ 175,077$ 153,131$ -12.54%
6102 - OVERTIME-FT EMPLOYEES 18,384 19,770 20,607 17,000 17,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 5,309 4,752 55 6,500 6,500 0.00%
6111 - SEVERANCE PAY 807 373 9,752 - - 0.00%
6122 - PERA COORDINATED PLAN 13,504 13,201 8,539 14,163 13,248 -6.46%
6125 - FICA - SOCIAL SECURITY 12,035 11,960 7,786 12,111 10,951 -9.58%
6126 - FICA - MEDICARE 2,815 2,797 1,821 2,832 2,561 -9.57%
6131 - CAFETERIA PLAN CONTRIBUTIONS 32,568 33,786 20,561 35,528 38,124 7.31%
6141 - UNEMPLOYMENT COMPENSATION 1,094 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 9,114 8,897 5,183 9,336 8,726 -6.53%
TOTAL PERSONAL SERVICES 263,508 257,853 171,418 272,547 250,241 -8.18%
6211 - CLEANING SUPPLIES 19,497 22,782 7,706 19,000 18,000 -5.26%
6214 - CLOTHING & PERSONAL EQUIPMENT 200 200 365 400 400 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 21,730 4,629 788 14,000 10,000 -28.57%
6217 - SAFETY SUPPLIES 425 869 566 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 858 1,029 9,045 1,000 1,100 10.00%
6223 - BUILDINGS & FACILITIES 433 - - 1,000 750 -25.00%
6225 - PARK & LANDSCAPE MATERIALS 3,280 408 686 5,000 5,000 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 27,849 25,091 30,029 28,500 27,000 -5.26%
6241 - SMALL TOOLS 858 386 505 800 800 0.00%
6242 - MINOR EQUIPMENT 565 485 289 2,000 2,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 323 1,749 - - - 0.00%
TOTAL SUPPLIES 76,018 57,628 49,979 73,200 66,550 -9.08%
6307 - PROFESSIONAL SERVICES 357 2,523 2,722 3,000 3,500 16.67%
6321 - TELEPHONE/PAGERS 965 1,225 1,310 2,300 2,350 2.17%
6333 - FREIGHT/DRAYAGE - 92 - - - 0.00%
6381 - ELECTRIC 107,790 130,192 98,234 117,000 116,000 -0.85%
6382 - GAS 68,408 97,391 109,195 110,000 108,000 -1.82%
6383 - WATER 3,792 3,092 1,967 3,100 3,728 20.26%
6384 - REFUSE DISPOSAL 7,692 7,984 6,415 10,500 9,500 -9.52%
6385 - SEWER 1,036 1,020 1,250 2,500 2,500 0.00%
6386 - STORM SEWER 9,030 6,692 3,874 10,000 10,500 5.00%
6387 - HEATING OIL 11,562 - 3,158 3,500 3,500 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 2,412 2,711 2,728 3,100 3,200 3.23%
6389 - STREET LIGHTS 2,059 1,831 1,167 2,200 2,300 4.55%
6402 - EQUIPMENT SERVICES 2,946 47,397 30,028 4,250 4,400 3.53%
6403 - BLDGS/FACILITIES MAINT SERVICE 127,544 150,844 42,226 90,000 105,000 16.67%
6405 - PARK & LANDSCAPE SERVICES 28,610 31,902 30,350 33,000 34,000 3.03%
6409 - OTHER REPAIR & MAINT SVCS 4,107 10,000 1,988 10,000 5,000 -50.00%
6421 - SOFTWARE LICENSE - - - - 65,163 100.00%
6422 - SOFTWARE MAINT - 3,358 2,146 3,500 3,600 2.86%
6432 - CONFERENCES AND SCHOOLS - 194 865 1,100 1,200 9.09%
6434 - DUES & SUBSCRIPTIONS - - - 300 350 16.67%
6441 - LICENSES, TAXES & FEES 635 855 545 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 27,862 67,182 41,268 23,000 28,000 21.74%
TOTAL SERVICES & OTHER CHARGES 406,807 566,485 381,436 433,350 512,791 18.33%
6461 - FUEL CHARGES 1,083 13,909 1,314 1,664 1,248 -25.00%
6462 - FIXED CHARGES 2,078 2,299 1,633 2,264 1,878 -17.05%
6463 - REPAIR & MAINT CHARGES 988 803 617 1,377 650 -52.80%
6465 - REPLACEMENT CHARGES 1,771 1,825 1,971 2,765 2,100 -24.05%
TOTAL CENTRAL GARAGE CHARGES 5,920 18,836 5,535 8,070 5,876 -27.19%
6520 - BUILDINGS & FACILITIES 31,723 - 6,477 22,500 22,500 0.00%
TOTAL CAPITAL OUTLAY 31,723 - 6,477 22,500 22,500 0.00%
TOTAL BUSINESS UNIT EXPENSES 783,976$ 900,802$ 614,845$ 809,667$ 857,958$ 5.96%
GENERAL FUND
41940 - GENERAL GOVT BLDGS AND PLANT
116
City of Brooklyn Center
2015 Budget
General Fund Expenses
Public Works
2015 Brooklyn Center Department Budget Narrative
Department Name: Public Works
Department Mission:
The mission of the Brooklyn Center Public Works Department for the residents, business owners and
visitors of the city is to responsibly provide for the maintenance and operations of 105 miles of city
streets, 520 acres of parks and other natural areas, 67 miles of trails and sidewalks, municipal-owned
buildings and grounds, as well as storm drains and all aspects of water and sewer operations in a quality,
cost effective manner.
Department Description:
The Public Works Department is comprised of five divisions, including: Administration/Engineering;
Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street
lighting); and Central Garage. The Public Works Department also assists with the capital asset
management for the City’s public buildings and facilities. The Engineering division provides
administration, planning and oversight for the department. The Street Maintenance division provides for
the maintenance and management of City’s streets, sidewalks, trails, streetscaping, traffic signing and
striping and traffic signals. The Park Facilities Maintenance division provides for the maintenance and
management of City’s parks facilities and the Citywide forestry program. Narrative information for
Central Garage and Public Utilities are included under their funding sections.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Civic Engagement
Implement comprehensive Diverstiy and Inclusion initiative
In 2015 we will support and promote active living among our citizens, focusing on disparity areas within
the community by developing a sustainable active living program through the assistance of the City’s
partnership with Active Living Hennepin County.
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 aesthetical improvements and value throughout neighborhoods Citywide.
Staffing Levels
Positions FTEs 2014 2015 2016
Director of Public Works/City Engineer (43110)
Deputy Director of Public Works (43220)
Assistant City Engineer (43110)
Project Engineer (43110)
Supervisor of Streets and Parks (45201)
Engineering Technician 4 (43110)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
117
Administrative Assistant (43110)
Engineering Technician 3 (43110)
Administrative Technician (43220)
Maintenance II (5-43220, 2-43221, 5-45201 and
1-45204)
Part Time/Summer Temporary Employees (7-
43220, 6-45201)
TOTAL
1
2
1
13
3.3
26.3
1
2
1
13
3.3
26.3
1
2
1
13
3.3
26.3
Strategic Functions/Division(s):
Administration/Engineering (43110)
o We provide technical and management services for infrastructure improvements;
administration of the state aid street system; traffic engineering, mapping, review of
proposed developments and plats; preparation of special assessments rolls; and general
office and fieldwork services such as surveying, inspection and providing public
information.
Street Maintenance (43220)
o We provide maintenance of city streets, sidewalks and trails. The activities include
patching, sealcoating, crack sealing, sweeping, minor sidewalk repair, streetscape
maintenance, trail system maintenance and snow/ice control.
Traffic Control (43221)
o We provide maintenance, replacement, and inventory of signage and pavement markings
and the operation and maintenance of traffic signals.
Park Facilities Maintenance (45201)
o We provide maintenance and repair of playground equipment, park shelter buildings, picnic
shelters, athletic fields, tennis courts, skating/hockey rinks, irrigation systems,
bleachers/benches, restroom and dumpster enclosures, park turf maintenance, park
landscape and flower maintenance, litter pick-up, collection of refuse, administration of the
Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park
lights, and manage rental/service charges for portable restroom facilities.
Forestry (45204)
o We provide maintenance and reforestation of trees in parks, boulevards, and other public
lands. This fund provides for a Registered Tree Contractor Program, support of the City's
Diseased Tree Program and the services of a Certified Tree Inspector.
118
Annual Goal and Strategies:
1. Meet or exceed minimum infrastructure maintenance standards.
a. Implement a new pavement management system and establish a minimum pavement
rating index.
b. Implement a streetscape asset management system.
c. Initiate planning for the City’s ADA Transition Plan.
2. Initiate improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Implement and use digital tablets in the field and improve project record keeping
methods pertaining to the City’s reconstruction projects.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Pavement index rating 69 To be determined
Amount of billable project time and overtime
(Engineering staff time)
35.0% billed to projects >30% billed to
projects
Administration fees to project cost ratio 11.1% <15%
Project construction cost per hour of staff time
billed to project
$689.29/hr >$600/hr
Number of potholes filled per complaint received 8.5 potholes filled per
resident complaint
>10 potholes filled per
resident complaint
Streetscape maintenance cost per mile $11,966/mile $15,000 to
$20,000/mile
*2013 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2014
Engineering – 8 traffic counters, $4000
2015
Engineering – Total Station Survey Equipment, $35,000
119
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - PUBLIC WORKS-ENGINEERING
6101 - WAGES & SALARIES-FT EMPLOYEES 366,632$ 431,421$ 476,430$ 535,353$ 545,441$ 1.88%
6102 - OVERTIME-FT EMPLOYEES 10,938 58,937 44,878 36,000 36,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 292 - - - 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES - 2,578 14 - - 0.00%
6111 - SEVERANCE PAY 5,943 2,079 - - - 0.00%
6122 - PERA COORDINATED PLAN 27,374 35,552 37,795 41,159 43,608 5.95%
6125 - FICA - SOCIAL SECURITY 24,482 31,209 31,767 35,198 35,507 0.88%
6126 - FICA - MEDICARE 5,726 7,299 7,429 8,232 8,432 2.43%
6131 - CAFETERIA PLAN CONTRIBUTIONS 53,099 60,452 71,110 108,511 101,664 -6.31%
6151 - WORKER'S COMP INSURANCE 2,423 3,250 3,266 2,997 4,001 33.50%
TOTAL PERSONAL SERVICES 496,617 633,069 672,689 767,450 774,653 0.94%
6201 - OFFICE SUPPLIES 468 622 432 300 300 0.00%
6203 - BOOKS/REFERENCE MATERIALS 329 162 81 130 130 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 100 100 285 295 3.51%
6219 - GENERAL OPERATING SUPPLIES 529 155 131 500 500 0.00%
6242 - MINOR EQUIPMENT - 537 288 600 600 0.00%
6243 - MINOR COMPUTER EQUIPMENT 11,233 7,990 137 - 1,800 100.00%
TOTAL SUPPLIES 12,659 9,566 1,169 1,815 3,625 99.72%
6302 - ARCH, ENG & PLANNING 16,027 13,655 17,930 20,000 20,000 0.00%
6307 - PROFESSIONAL SERVICES 3,164 1,365 2,865 3,500 3,600 2.86%
6321 - TELEPHONE/PAGERS 645 456 246 325 330 1.54%
6329 - OTHER COMMUNICATION SERVICES - 496 588 700 800 14.29%
6331 - TRAVEL EXPENSE/MILEAGE 1,038 1,499 1,152 900 930 3.33%
6333 - FREIGHT/DRAYAGE 130 60 54 80 80 0.00%
6341 - PERSONNEL ADVERTISING 440 4,641 78 - 300 100.00%
6342 - LEGAL NOTICES 408 - - 200 200 0.00%
6351 - PRINTING 344 518 198 400 420 5.00%
6402 - EQUIPMENT SERVICES - 972 - 500 500 0.00%
6406 - MULTI-FUNCTION MTNCE 1,465 2,771 2,285 2,600 2,800 7.69%
6408 - COMMUNICATION/INFO SYSTEMS - - - - - 0.00%
6421 - SOFTWARE LICENSE - 1,885 269 - - 0.00%
6422 - SOFTWARE MAINT 7,931 6,630 8,448 6,600 8,300 25.76%
6432 - CONFERENCES AND SCHOOLS 2,785 3,218 3,820 3,400 3,600 5.88%
6433 - MEETING EXPENSES 69 - 12 50 50 0.00%
6434 - DUES & SUBSCRIPTIONS 871 989 831 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - 1,726 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 35,317 39,155 40,502 40,255 42,910 6.60%
6461 - FUEL CHARGES 2,415 6,977 3,963 2,850 4,177 46.56%
6462 - FIXED CHARGES 3,684 3,834 3,363 3,610 3,859 6.90%
6463 - REPAIR & MAINT CHARGES 3,144 2,495 2,212 3,580 2,944 -17.77%
6465 - REPLACEMENT CHARGES 4,908 6,325 6,188 9,100 6,350 -30.22%
TOTAL CENTRAL GARAGE CHARGES 14,151 19,631 15,726 19,140 17,330 -9.46%
6540 - EQUIPMENT & MACHINERY 27,091 - - - 4,000 100.00%
TOTAL CAPITAL OUTLAY 27,091 - - - 4,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 585,835$ 701,421$ 730,086$ 828,660$ 842,518$ 1.67%
GENERAL FUND
43110 - PUBLIC WORKS-ENGINEERING
120
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
43220 - PUBLIC WORKS-STREET MAINT
6101 - WAGES & SALARIES-FT EMPLOYEES 386,910$ 400,760$ 376,111$ 398,259$ 409,202$ 2.75%
6102 - OVERTIME-FT EMPLOYEES 8,446 22,711 16,475 10,000 10,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 30,811 37,354 41,576 39,243 39,243 0.00%
6111 - SEVERANCE PAY 5,796 1,881 - - - 0.00%
6122 - PERA COORDINATED PLAN 28,663 31,388 28,463 32,534 34,382 5.68%
6125 - FICA - SOCIAL SECURITY 26,366 28,247 26,387 27,823 28,425 2.16%
6126 - FICA - MEDICARE 6,166 6,606 6,171 6,505 6,647 2.18%
6131 - CAFETERIA PLAN CONTRIBUTIONS 59,586 64,264 61,099 84,397 88,956 5.40%
6141 - UNEMPLOYMENT COMPENSATION 3,861 321 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 25,711 26,604 23,949 26,812 26,734 -0.29%
TOTAL PERSONAL SERVICES 582,316 620,136 580,231 625,573 643,589 2.88%
6201 - OFFICE SUPPLIES 273 277 219 250 450 80.00%
6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - 50 150 150 150 0.00%
6217 - SAFETY SUPPLIES 1,646 1,667 882 1,700 2,200 29.41%
6219 - GENERAL OPERATING SUPPLIES 2,169 1,729 2,038 2,100 2,100 0.00%
6224 - STREET MAINT MATERIALS 35,222 122,596 72,454 87,300 92,500 5.96%
6226 - SIGNS & STRIPING MATERIALS 772 758 1,095 800 1,610 101.25%
6241 - SMALL TOOLS 558 595 402 600 620 3.33%
6242 - MINOR EQUIPMENT 615 - 3,033 3,000 500 -83.33%
6243 - MINOR COMPUTER EQUIPMENT - - 2,600 2,650 1,100 -58.49%
TOTAL SUPPLIES 41,255 127,672 82,873 98,650 101,330 2.72%
6307 - PROFESSIONAL SERVICES 1,306 1,365 1,365 1,370 1,370 0.00%
6321 - TELEPHONE/PAGERS 1,006 1,335 1,520 2,100 2,140 1.90%
6331 - TRAVEL EXPENSE/MILEAGE - - - 45 45 0.00%
6341 - PERSONNEL ADVERTISING 414 198 67 300 300 0.00%
6351 - PRINTING 481 19 293 250 250 0.00%
6384 - REFUSE DISPOSAL 1,077 2,075 1,717 3,000 3,000 0.00%
6404 - STREET MAINT SERVICES 75,513 85,375 95,275 95,275 98,000 2.86%
6405 - PARK & LANDSCAPE SERVICES 38,343 32,021 45,085 42,000 46,000 9.52%
6417 - UNIFORMS 742 613 619 1,000 1,000 0.00%
6432 - CONFERENCES AND SCHOOLS 2,840 2,126 2,881 4,000 4,120 3.00%
6433 - MEETING EXPENSES - - - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 383 418 452 600 600 0.00%
6449 - OTHER CONTRACTUAL SERVICE 44,213 46,096 48,000 48,000 49,440 3.00%
TOTAL SERVICES & OTHER CHARGES 166,318 171,641 197,274 198,040 206,365 4.20%
6461 - FUEL CHARGES 47,070 66,716 61,317 55,025 71,388 29.74%
6462 - FIXED CHARGES 47,457 51,405 53,549 50,755 61,356 20.89%
6463 - REPAIR & MAINT CHARGES 115,399 118,236 108,043 157,275 129,467 -17.68%
6465 - REPLACEMENT CHARGES 217,011 228,027 213,092 230,027 236,188 2.68%
TOTAL CENTRAL GARAGE CHARGES 426,937 464,384 436,001 493,082 498,399 1.08%
6540 - EQUIPMENT & MACHINERY 165 - - - - 0.00%
TOTAL CAPITAL OUTLAY 165 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 1,216,991$ 1,383,833$ 1,296,379$ 1,415,345$ 1,449,683$ 2.43%
GENERAL FUND
43220 - PUBLIC WORKS-STREET MAINT
121
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
43221 - PUBLIC WORKS-TRAFFIC CONTROL
6101 - WAGES & SALARIES-FT EMPLOYEES 103,612$ 105,909$ 99,199$ 107,161$ 110,365$ 2.99%
6102 - OVERTIME-FT EMPLOYEES 468 78 - - - 0.00%
6111 - SEVERANCE PAY 611 144 - - - 0.00%
6122 - PERA COORDINATED PLAN 7,546 7,684 7,192 7,769 8,277 6.54%
6125 - FICA - SOCIAL SECURITY 6,818 6,889 6,367 6,644 6,843 3.00%
6126 - FICA - MEDICARE 1,594 1,611 1,489 1,553 1,600 3.03%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,697 22,661 21,901 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 8,760 8,622 7,649 8,788 8,983 2.22%
TOTAL PERSONAL SERVICES 151,106 153,598 143,797 156,029 161,484 3.50%
6226 - SIGNS & STRIPING MATERIALS 27,825 30,299 21,961 29,900 29,900 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 1,100 100.00%
TOTAL SUPPLIES 27,825 30,299 21,961 29,900 31,000 3.68%
6381 - ELECTRIC 19,845 21,051 17,949 21,500 22,145 3.00%
6407 - TRAFFIC SIGNALS MAINT 14,701 3,129 3,578 10,200 4,500 -55.88%
TOTAL SERVICES & OTHER CHARGES 34,546 24,180 21,527 31,700 26,645 -15.95%
TOTAL BUSINESS UNIT EXPENSES 213,477$ 208,077$ 187,285$ 217,629$ 219,129$ 0.69%
GENERAL FUND
43221 - PUBLIC WORKS-TRAFFIC CONTROL
122
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45201 - PUBLIC WORKS-PARK FACILITIES
6101 - WAGES & SALARIES-FT EMPLOYEES 326,989$ 328,114$ 308,182$ 342,145$ 349,676$ 2.20%
6102 - OVERTIME-FT EMPLOYEES 8,577 14,069 14,199 20,000 20,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 37,944 32,638 29,617 32,960 35,960 9.10%
6111 - SEVERANCE PAY 3,786 1,218 - - - 0.00%
6122 - PERA COORDINATED PLAN 24,329 25,523 23,373 28,764 30,422 5.76%
6125 - FICA - SOCIAL SECURITY 24,172 24,124 22,622 24,597 25,151 2.25%
6126 - FICA - MEDICARE 5,653 5,642 5,291 5,751 5,881 2.26%
6131 - CAFETERIA PLAN CONTRIBUTIONS 50,923 52,663 53,443 72,341 76,248 5.40%
6141 - UNEMPLOYMENT COMPENSATION 2,792 2,981 11 - - 0.00%
6151 - WORKER'S COMP INSURANCE 12,436 11,555 10,202 12,512 12,682 1.36%
TOTAL PERSONAL SERVICES 497,601 498,527 466,940 539,070 556,020 3.14%
6214 - CLOTHING & PERSONAL EQUIPMENT 150 - - 305 305 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 1,907 2,146 1,639 2,200 2,270 3.18%
6217 - SAFETY SUPPLIES 650 688 468 700 1,000 42.86%
6219 - GENERAL OPERATING SUPPLIES 7,599 7,782 2,684 10,600 8,000 -24.53%
6223 - BUILDINGS & FACILITIES 1,778 1,228 393 2,200 2,200 0.00%
6225 - PARK & LANDSCAPE MATERIALS 29,361 23,272 12,363 18,100 18,500 2.21%
6227 - PAINT SUPPLIES 1,769 780 312 945 975 3.17%
6231 - ATHLETIC FIELD SUPPLIES 2,774 7,799 5,133 5,300 4,960 -6.42%
6233 - COURT SUPPLIES 260 596 2,007 2,300 725 -68.48%
6239 - OTHER REPAIR & MAINT SUPPLIES 4,414 3,297 2,344 4,500 9,600 113.33%
6241 - SMALL TOOLS 478 1,046 323 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 507 - - - 800 100.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,760 1,750 - -100.00%
TOTAL SUPPLIES 51,647 48,634 29,426 50,100 50,535 0.87%
6321 - TELEPHONE/PAGERS 230 211 199 260 265 1.92%
6351 - PRINTING 308 19 145 155 155 0.00%
6381 - ELECTRIC 25,767 31,366 25,509 31,500 33,500 6.35%
6382 - GAS 1,376 1,494 1,758 1,890 2,000 5.82%
6383 - WATER 41,218 26,486 17,185 33,270 40,600 22.03%
6384 - REFUSE DISPOSAL 14,991 13,747 14,500 17,850 17,850 0.00%
6385 - SEWER 1,355 1,339 1,270 945 1,000 5.82%
6386 - STORM SEWER 38,658 44,334 40,460 22,250 57,000 156.18%
6389 - STREET LIGHTS 11,016 14,808 14,691 18,900 19,500 3.17%
6405 - PARK & LANDSCAPE SERVICES 2,569 1,195 2,200 2,625 2,700 2.86%
6408 - COMMUNICATION/INFO SYSTEMS - - - - - 0.00%
6409 - OTHER REPAIR & MAINT SVCS 3,810 3,918 2,355 4,500 4,500 0.00%
6415 - OTHER EQUIPMENT 86 1,847 63 - - 0.00%
6417 - UNIFORMS 436 476 430 500 500 0.00%
6432 - CONFERENCES AND SCHOOLS 635 906 1,550 2,000 2,000 0.00%
6434 - DUES & SUBSCRIPTIONS 111 115 60 110 115 4.55%
6449 - OTHER CONTRACTUAL SERVICE 42,138 3,904 2,667 10,000 10,000 0.00%
TOTAL SERVICES & OTHER CHARGES 184,704 146,165 125,042 146,755 191,685 30.62%
6461 - FUEL CHARGES 29,226 28,398 27,387 34,160 32,645 -4.44%
6462 - FIXED CHARGES 23,982 26,975 22,117 26,145 25,388 -2.90%
6463 - REPAIR & MAINT CHARGES 70,997 66,743 47,266 91,525 69,280 -24.30%
6465 - REPLACEMENT CHARGES 73,266 77,227 90,410 77,227 84,803 9.81%
TOTAL CENTRAL GARAGE CHARGES 197,471 199,343 187,180 229,057 212,116 -7.40%
TOTAL BUSINESS UNIT EXPENSES 931,423$ 892,669$ 808,588$ 964,982$ 1,010,356$ 4.70%
GENERAL FUND
45201 - PUBLIC WORKS-PARK FACILITIES
123
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45204 - PUBLIC WORKS-FORESTRY
6101 - WAGES & SALARIES-FT EMPLOYEES 50,399$ 51,337$ 48,393$ 51,958$ 53,591$ 3.14%
6102 - OVERTIME-FT EMPLOYEES 234 - 40 - - 0.00%
6111 - SEVERANCE PAY 489 146 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,671 3,722 3,511 3,767 4,019 6.69%
6125 - FICA - SOCIAL SECURITY 3,340 3,354 3,124 3,221 3,323 3.17%
6126 - FICA - MEDICARE 781 784 731 753 777 3.19%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,849 11,331 10,949 12,057 12,708 5.40%
6151 - WORKER'S COMP INSURANCE 1,970 1,924 1,714 1,969 2,010 2.08%
TOTAL PERSONAL SERVICES 71,733 72,598 68,462 73,725 76,428 3.67%
6217 - SAFETY SUPPLIES 80 80 77 75 80 6.67%
6219 - GENERAL OPERATING SUPPLIES 81 14 114 100 100 0.00%
6225 - PARK & LANDSCAPE MATERIALS 3,432 3,420 2,762 3,000 3,090 3.00%
TOTAL SUPPLIES 3,593 3,514 2,953 3,175 3,270 2.99%
6405 - PARK & LANDSCAPE SERVICES 16,697 7,834 16,724 18,000 16,350 -9.17%
6449 - OTHER CONTRACTUAL SERVICE 1,678 1,534 - 2,500 2,500 0.00%
TOTAL SERVICES & OTHER CHARGES 18,375 9,368 16,724 20,500 18,850 -8.05%
TOTAL BUSINESS UNIT EXPENSES 93,701$ 85,480$ 88,139$ 97,400$ 98,548$ 1.18%
GENERAL FUND
45204 - PUBLIC WORKS-FORESTRY
124
City of Brooklyn Center
2015 Budget
General Fund Expenses
Building & Community Standards
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Building & Community Standards
Department/Division Mission:
The Building & Community Standards Department promotes clean, safe and attractive neighborhoods
where people want to live and do business. Exceptional customer service is provided related to
residential and commercial development and construction, property maintenance, housing, and
community services. It is through the use of modern technology, professional staff and collaboration
with our customers that we efficiently and effectively serve the community.
Department/Division Description:
The department monitors development and construction activities through consultation, plan review and
site visits for building, plumbing, mechanical, fire suppression, electrical, water and sewer, and sign
permit applications to ensure compliance with city ordinances, and State Building and Fire Codes.
Residential rental properties are inspected to ensure health and life safety standards are met.
The department also addresses community concerns such as property maintenance, zoning, signs,
health/life safety hazards, public nuisances and various quality of life and business standards.
Neighborhood preservation and good relations between neighbors are encouraged through proactive
property maintenance sweeps, as well as response to complaints and concerns. Department staff works
with various city departments, advisory groups, nonprofit agencies, businesses and citizens to help keep
properties and the environment clean, safe, and maintained to community standards. Neighborhood
initiatives such as foreclosure related issues and the vacant building program are administered, along
with other community improvement strategies. Public education and community engagement initiatives
are developed and implemented to ensure strong residential and commercial neighborhoods. The
department also coordinates administrative process for diseased/dead trees, special assessments and
administrative penalty program.
The department implements several Economic Development activities including responsibility for
Housing Redevelopment Authority (HRA) and housing programs. In addition to privately funded
ventures, the department works with public funds (local, state and federal) to rehabilitate substandard or
obsolete housing, to regain occupancy with responsible homeowners. Other housing initiatives are
created, managed, or shaped in order to assist existing homeowners with housing needs and to promote
life cycle housing. The department provides staff liaison to the Housing Commission. The department
works with other departments regarding business attraction and promotion, development, and
community initiatives.
In May 2014, Building & Community Standards became responsible for the ownership services
functions previously performed by the Business & Development Assessing Division when the property
evaluation function was given to Hennepin County. The department processes homestead applications,
ownership information, and special assessments for the city. *The staff and expenses for the ownership
services functions will be transferred to this department’s budget. The Staffing Levels Chart below is
amended to indicate staffing change.
125
The department manages and operates under various funding sources such as permit and license fees,
service fees, Community Development Block Grant (CDBG), Neighborhood Stabilization Programs
(NSP), Tax Increment Financing (TIF) Housing Funds, and general funds.
Staffing Levels
Positions FTEs 2014 2015 2016
Director /Assistant City Manager^
Deputy Director/HRA Specialist^^
Housing & Community Standards Supervisor^^
Building Official
Building/Housing Inspectors
Property Code Inspectors
Administrative Assistants^^^
Permit Technician
Seasonal Technicians (1-3 PT Positions)
Contract Electrical Inspections
Contract Construction Specialty Inspections
-
-
1
1
3
2
2
1
0.7
-
-
-
-
1
1
3
2
2
1
0.7
-
-
-
-
1
1
3
2
2
1
0.7
-
-
Strategic Functions/Division(s):
Community and Neighborhood Initiatives
o The residential and commercial neighborhoods are monitored and evaluated for short-term
and long-term needs using various resources in order to improve the city’s image and
attract responsible residents and businesses. In addition to strategic planning and
prevention efforts, community issues are analyzed and addressed to resolve problems.
Programs and projects are developed in response to city priorities and determined needs.
Projects include the Neighborhood Health Study and City Neighborhood Area
Improvements as well as Public Safety Initiatives.
Total 10.7 10.7 10.7
Notes:
^ The Assistant City Manager serves as Director for Building & Community Standards, and is funded
by City Manager budget.
^^ A portion of the Deputy Director and Housing & Community Standards positions, a total 1 FTE, is
funded by Economic Development Authority.
^^^ Department includes an additional 0.5 FTE not included in the chart, which is funded by the
Planning budget. Administrative support is provided to Business & Development and other
departments by this administrative support pool.
^^^ This number includes 0.5 FTE reflecting transfer of Ownership Services functions to Department
in May 2014.
- Department contracts for electrical and construction specialty inspections.
- Total staffing for the department is 12.7 FTEs, with certain FTEs (as noted) reflected in other City
budgets.
126
Building and Construction Inspection Program
o The building and construction inspection program assists homeowners, contractors and
businesses with their construction projects to ensure compliance with building and
construction codes (Building, Fire, Mechanical, Plumbing, Electrical, Energy, etc.). A
variety of educational and communication tools are used to ensure buildings are safe and
sound throughout the building’s life. Inspection staff also coordinates the city’s internal
construction and plan review process.
Rental Inspections Program
o The rental licensing program ensures rental housing is maintained in a safe and attractive
manner, as an asset to the community. The performance-based program provides
incentives for properties that are well-maintained and managed, as well as corrective tools
for properties needing improvement. The program is carefully coordinated among several
city departments. Along with the rental license inspections and monitoring activities, staff
assists with license enforcement, Crime Prevention through Environmental Design
inspections, education, and other activities.
Vacant Building Program
o The vacant building program monitors mortgage foreclosures and vacant properties to
ensure they are maintained in safe, healthful conditions, minimizing public nuisances and
neighborhood blight. Staff works with responsible parties to maintain properties in
accordance with property plans. Where necessary, city-facilitated abatement actions are
initiated to eliminate hazards. Re-occupancy inspections are performed to ensure the
properties and environments are safe and in compliance with applicable regulations. In
addition, staff identifies and refers unsafe or obsolete properties to the ReMove &
ReBuild, and NSP programs.
Property Maintenance and Code Enforcement
o Proactive monitoring efforts and responses to complaints about properties improve the
conditions and appearance of the residential and commercial neighborhoods. Properties
are reviewed for health/life safety hazards, property codes and public nuisances. The
department may work independently or as part of multi-agency efforts on focused
neighborhood initiatives and community problem-solving activities. Proactive sweep
inspections are performed if feasible to address nuisances that are visible from the street or
public area.
Economic Development/HRA/Housing Programs
o The housing program develops housing policies and programs to promote high quality
housing opportunities for a diverse community. Programs are established in collaboration
with the private sector, public agencies, and Housing Commission in order to promote and
market Brooklyn Center neighborhoods. Funding sources include federal funds such as
Neighborhood Stabilization Programs (NSP) and Community Development Block Grant
(CDBG), as well as Tax Increment Financing (TIF) Housing Fund. Programs may include
ReNew, ReMove & ReBuild, and NSP programs. The program also collaborates with
non-profit organizations to provide services to residents in need such as low income,
elderly and disabled persons. The department works with other departments regarding
business attraction and promotion, development, and community initiatives.
127
Ownership Services
o Homestead applications, property ownership information, and special assessments are
performed in order to ensure information is available to internal and external customers.
Homestead credits ensure residents receive the allowed financial benefits for owner or
relative-occupied homes. In addition, the special assessment system ensures the City
obtains payment for certain services, and that current and future property owners have
access to any pending outstanding financial obligations to the City. Many departments
depend on property ownership information for regular communication with property
owners.
Key Initiatives Focused On the Achievement of Strategic Priorities/Value Propositions
Vibrant Neighborhoods
1. We will stabilize and improve residential neighborhoods.
a. Coordinate and inspect residential rental properties in accordance with city code
requirements
b. Continue implementation of housing and NSP programs to include fourteen NSP3
properties by the end of 2014
c. Monitor and inspect vacant properties
d. Develop and implement a recognition program for rental properties
2. We will ensure all buildings are designed, constructed and maintained in a safe and sound
condition.
a. Work with developers, architects, business owners and property owners to ensure
building plans indicate compliance with all residential and commercial construction
codes
b. Finalize a welcome and introductory information for newly remodeled or constructed
businesses that can also be used for business retention strategies
3. We will provide effective communications and public education about neighborhood and
community initiatives.
a. Develop or revise educational materials for department programs and projects
b. Create videos, PowerPoint Shows or other medium for use on the website and other
means
4. We will provide accurate and timely information regarding property ownership and special
assessments.
a. Implement new database for property ownership and homestead status
b. Continue to update processes, systems and public information to provide efficient and
clear processing of homestead applications and ownership documents
128
Annual Operating Goal Performance Measures
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Percentage of inspected residential properties in
full compliance with property maintenance codes
(3,708 inspected in 2013)
73% 100%
Percentage of qualified re-occupied vacant
properties in compliance with the vacant building
ordinance (197 total)
94.4% 100%
Percentage of residents surveyed saying their
proud of their neighborhood (Average of 4
neighborhood meetings)
81% 100%
Average city cost of city-facilitated abatement per
administrative service charge
(39 vacant) (100 grass/weed abatement)
[Includes direct costs, but not all overhead]
$275 junk/debris
$128 long grass/weeds
$150
Cost per online permit transaction (1,035 ePemits)
compared to office issued ePermit types
$7.03 ePermit
$10.75 Office
$8.00 ePermit
$15.00 Office
Average gap cost per effective rehabilitated house
sale for NSP 3 properties (Effective means meets
all program rehab criteria )
None Available in 2013 $103,000
*Based on 2013
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Security and customer service layout improvements for department
129
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42410 - BUILDING INSPECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 220,687$ 242,604$ 263,462$ 310,474$ 324,424$ 4.49%
6102 - OVERTIME-FT EMPLOYEES 4,297 1,906 3,939 4,000 4,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 6,132 542 - 8,000 6,000 -25.00%
6104 - OVERTIME-PART TIME EMPLOYEES 69 - - - - 0.00%
6111 - SEVERANCE PAY 1,357 580 - - - 0.00%
6122 - PERA COORDINATED PLAN 16,462 17,766 19,387 23,379 25,081 7.28%
6125 - FICA - SOCIAL SECURITY 14,583 15,170 16,483 19,993 20,736 3.72%
6126 - FICA - MEDICARE 3,411 3,548 3,855 4,675 4,849 3.72%
6131 - CAFETERIA PLAN CONTRIBUTIONS 31,779 44,808 44,832 60,284 63,540 5.40%
6141 - UNEMPLOYMENT COMPENSATION - - 11,322 - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,524 1,676 1,718 2,112 2,298 8.81%
TOTAL PERSONAL SERVICES 300,301 328,600 364,998 432,917 450,928 4.16%
6201 - OFFICE SUPPLIES 501 568 247 700 800 14.29%
6203 - BOOKS/REFERENCE MATERIALS 598 357 - 800 800 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 494 400 268 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 365 312 - 1,200 900 -25.00%
6241 - SMALL TOOLS 406 - - - 100 100.00%
6242 - MINOR EQUIPMENT 1,459 90 163 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 869 774 2,748 4,300 5,400 25.58%
TOTAL SUPPLIES 4,692 2,501 3,426 8,000 9,000 12.50%
6307 - PROFESSIONAL SERVICES 60,598 68,522 30,866 60,000 60,000 0.00%
6321 - TELEPHONE/PAGERS 892 1,327 1,279 1,600 1,630 1.88%
6329 - OTHER COMMUNICATION SERVICES 1,548 1,234 900 850 1,440 69.41%
6331 - TRAVEL EXPENSE/MILEAGE - - - 100 100 0.00%
6341 - PERSONNEL ADVERTISING 214 147 32 200 200 0.00%
6351 - PRINTING 149 257 92 400 400 0.00%
6402 - EQUIPMENT SERVICES - 60 - - - 0.00%
6406 - MULTI-FUNCTION MTNCE 846 1,095 906 1,300 1,300 0.00%
6421 - SOFTWARE LICENSE - 1,363 486 - - 0.00%
6423 - LOGIS CHARGES 26,673 27,946 19,794 28,541 29,249 2.48%
6432 - CONFERENCES AND SCHOOLS 3,138 3,390 2,910 5,000 5,000 0.00%
6433 - MEETING EXPENSES 44 127 99 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 605 540 695 865 865 0.00%
6435 - CREDIT CARD FEES 2,190 5,756 3,175 6,000 6,000 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 595 397 - - - 0.00%
6441 - LICENSES, TAXES & FEES - 110 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 97,492 112,271 61,234 104,856 106,184 1.27%
6461 - FUEL CHARGES 3,449 5,513 3,414 5,367 6,097 13.60%
6462 - FIXED CHARGES 2,206 2,392 1,952 3,198 2,954 -7.63%
6463 - REPAIR & MAINT CHARGES 1,517 2,500 2,114 1,817 3,161 73.97%
6465 - REPLACEMENT CHARGES 3,023 3,688 4,008 5,630 6,550 16.34%
TOTAL CENTRAL GARAGE CHARGES 10,195 14,093 11,488 16,012 18,762 17.17%
TOTAL BUSINESS UNIT EXPENSES 412,680$ 457,465$ 441,146$ 561,785$ 584,874$ 4.11%
GENERAL FUND
42410 - BUILDING INSPECTIONS
130
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42411 - CODE ENFORCEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES 184,094$ 229,649$ 211,414$ 245,780$ 254,635$ 3.60%
6102 - OVERTIME-FT EMPLOYEES 9,872 8,353 30,058 8,000 8,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 18,917 22,992 4,780 20,000 20,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 247 - - - - 0.00%
6111 - SEVERANCE PAY 1,386 515 533 - - 0.00%
6122 - PERA COORDINATED PLAN 14,799 17,255 17,506 19,850 21,198 6.79%
6125 - FICA - SOCIAL SECURITY 14,048 16,068 15,242 16,975 17,523 3.23%
6126 - FICA - MEDICARE 3,285 3,758 3,565 3,970 4,098 3.22%
6131 - CAFETERIA PLAN CONTRIBUTIONS 27,527 38,669 38,306 48,227 44,478 -7.77%
6141 - UNEMPLOYMENT COMPENSATION 9,591 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,356 1,773 1,529 1,643 1,949 18.62%
TOTAL PERSONAL SERVICES 285,122 339,032 322,933 364,445 371,881 2.04%
6201 - OFFICE SUPPLIES 921 946 575 1,100 1,450 31.82%
6203 - BOOKS/REFERENCE MATERIALS - - - 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 277 284 - 400 500 25.00%
6219 - GENERAL OPERATING SUPPLIES 763 454 163 1,000 800 -20.00%
6242 - MINOR EQUIPMENT 154 122 168 200 300 50.00%
6243 - MINOR COMPUTER EQUIPMENT 423 1,349 5,625 9,950 3,600 -63.82%
TOTAL SUPPLIES 2,538 3,155 6,531 12,950 6,950 -46.33%
6307 - PROFESSIONAL SERVICES 8 253 36 1,000 1,000 0.00%
6321 - TELEPHONE/PAGERS 1,259 1,523 1,454 2,000 2,040 2.00%
6329 - OTHER COMMUNICATION SERVICES 1,915 1,464 1,082 2,100 1,920 -8.57%
6331 - TRAVEL EXPENSE/MILEAGE - 8 54 50 50 0.00%
6341 - PERSONNEL ADVERTISING 692 210 268 300 300 0.00%
6351 - PRINTING 214 323 70 500 500 0.00%
6406 - MULTI-FUNCTION MTNCE 846 1,095 906 1,300 1,300 0.00%
6421 - SOFTWARE LICENSE 211 - - - - 0.00%
6423 - LOGIS CHARGES 1,375 1,500 1,120 1,680 1,680 0.00%
6432 - CONFERENCES AND SCHOOLS 771 1,060 1,903 4,500 6,000 33.33%
6434 - DUES & SUBSCRIPTIONS 100 75 - 600 850 41.67%
6441 - LICENSES, TAXES & FEES 391 526 326 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 12,005 16,196 8,946 35,000 30,000 -14.29%
TOTAL SERVICES & OTHER CHARGES 19,787 24,233 16,165 49,030 45,640 -6.91%
6461 - FUEL CHARGES 5,355 7,201 5,626 7,191 7,537 4.81%
6462 - FIXED CHARGES 3,925 3,892 3,432 3,739 3,688 -1.36%
6463 - REPAIR & MAINT CHARGES 3,065 4,271 4,988 2,385 3,897 63.40%
6465 - REPLACEMENT CHARGES 2,903 3,611 3,913 4,185 4,600 9.92%
TOTAL CENTRAL GARAGE CHARGES 15,248 18,975 17,959 17,500 19,722 12.70%
6560 - FURNITURE - 1,156 - 400 50,000 12400.00%
TOTAL CAPITAL OUTLAY - 1,156 - 400 50,000 12400.00%
TOTAL BUSINESS UNIT EXPENSES 322,695$ 386,551$ 363,588$ 444,325$ 494,193$ 11.22%
GENERAL FUND
42411 - CODE ENFORCEMENT
131
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132
City of Brooklyn Center
2015 Budget
General Fund Expenses
Business & Development
2015 Brooklyn Center Department Budget Narrative
Department Name: Business & Development
Department/Division Mission:
The mission of the Brooklyn Center Business Department is to guide the development and redevelopment
activities to ensure compliance with the City’s ordinances and policies; and conformance with the City
Comprehensive Plan.
Department/Division Description:
The Business and Development Department is composed of a Director and a Planning & Zoning
Specialist with ½ FTE administrative support services provided through Buildings and Community
Standards Department.
The Planning & Zoning Division is responsible for the processing of development reviews for all
development activities, including site plans review, subdivisions, zoning applications, development &
performance agreements. This division also serves as the staff liaison to the Planning Commission
and maintains the City’s Comprehensive Plan.
The Director is responsible for the EDA’s Business Retention, Expansion, and Attraction &
Community Marketing activities: promoting development opportunities; and planning initiatives &
budgeting associated with the use of Tax Increment Financing. Additionally, the Director oversees
the contract with Hennepin County for Assessing Services and assists as the staff liaison for the
Board of Equalization.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Focused Redevelopment
Continued development of Shingle Creek Crossing.
In 2015 we will continue to work with the developer in their completion of the 116,861 sq.ft. of
commercial buildings under construction in 2014. The completion of these buildings will achieve 77.8%
of the TIF construction goal of 239,000 sq.ft. within the first 5 years of commencing the redevelopment of
the former Brookdale Mall. (2011 -2016).
In 2015 we will continue to work with the developer in their development plans for the construction of a
minimum of 53,135 sq.ft. of commercial buildings. This construction will satisfy the requirements of the
Tax Increment Forgivable Loan. (construction of 239,000 sq. ft. of commercial buildings within the first 5
years
In 2015 we will review the TIF 5 budget and cash flow projections to assess options and opportunities
relating to the available funds for eligible in-district TIF expenditures that would complement the
development and ensure the successful redevelopment of the former Brookdale Mall properties.
133
Commence redevelopment of the South Opportunity Site Area.
In 2015 we will complete the demolition of the foundations and floor stabs of the former Brookdale Ford
dealership and the vacant tenant spaces within the Brookdale Square commercial site.
In 2015 we will complete an Active Living Grant Program. This program is providing technical assistance
and funding to develop and implement a sustainable, affordable and perpetual Active Living program in
Brooklyn Center, which will be incorporated into the final design criteria and master planning for the
redevelopment of the Opportunity Site.
In 2015 we will rezone the EDA’s properties from C-2 to a mixed PUD that incorporates the Opportunity
Design concepts into a Master Development Plan for planned development of the EDA’s properties.
In 2015, we will continue to work with interested developers with the goal of entering into a development
agreement for the first phase of the approved PUD.
Redevelopment of the 57th and Logan Ave. Area
In 2015, we will obtain MPCA approval to develop a detention pond that will remove contaminated soils
and provide the necessary storm water design capacity for the planned commercial development of the
southern 7.5 acres.
In 2015, the Letter of Intent for the planned commercial development of approximately 7.5 acres of this
site will be advanced into a Development Agreement
Staffing Levels
Positions FTE 2014 2015 2016
Director***
City Assessor
-
1
-
(*)
-
Appraisers
Appraiser Technician
Assessment Technician
Planning & Zoning Specialist
Administrative Support Staff
1
1
0.5
1
0.5
(*)
(*)
(**)
1
0.5
1
0.5
Total- FTE 6 2.5 2.5
(*) In 2014, the City entered into a contract with Hennepin County to perform all of the City’s
statutory responsibilities and duties, including appraisal reports and expert testimonies for tax court
petitions.
(**) In 2014, the 0.5 FTE Assessment Technician position was incorporated into the Building and
Community Standards administrative support pool.
(***) The Business & Development Director oversees the department, but the wages/benefits are
funded by the Economic Development Authority.
134
Strategic Functions/Division(s):
Planning & Zoning Services
o Processing of development reviews for all development activities, including site plans
review, subdivisions, zoning applications, development & performance agreements to
ensure compliance with the City’s ordinances and conformance with the City’s adopted
comprehensive plan.
Business Retention, Expansion, and Attraction & Community Marketing Activities
o Promoting development opportunities; collaborating with business groups, organizations
and agencies focused on commerce, employment, and economic growth; and planning
initiatives & advocating visions for public and private investments in the City.
Annual Goal and Strategies:
1. Identify and plan for key redevelopment sites or areas throughout the City to eliminate
obsolescent or deteriorating land uses and stimulate new investments in those targeted areas.
a. Promoting the redevelopment opportunities within the Central Commerce that would be
complementary to the Shingle Creek Crossing PUD and consistent with the intent of the
Opportunity Site Master Planning Study.
b. Coordinating the review of site development plans within the Shingle Creek Crossing
PUD to meet the developer’s construction schedules and needs of the new businesses.
c. Encouraging the redevelopment/renovation opportunities for the Humboldt
Neighborhood Shopping Center area.
d. Encouraging redevelopment opportunities within the Brooklyn Boulevard Corridor that
would contribute to the visioning of this corridor and image of the community.
2. To expand the City’s role in Business Expansion, Retention and Community Marketing.
a. Active participation with the Brooklyn Center Business Association, Northwest Chamber
of Commerce, and other business organizations.
b. Develop community marketing literature to promote the business and industrial
opportunities, maximize the use of the City’s web site to recognize business
opportunities, and work with the commercial and industrial property management and
leasing companies.
c. Meet with commercial - industrial property owners and businesses to identify actions that
the City should take to improve the business environment and promote business growth
within the Community.
135
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Satisfaction of the TIF Forgivable Loan – Shingle
Creek Crossing Development
185,865 sq.ft. (77.8%) 239,000 sq.ft.0
Completion of 75% the Shingle Creek Crossing
PUD Master Plan in 2015.
10 of 20 sites completed
(50%)
15 of 20 sites
completed (75%)
Completion of Demolition on Brookdale Ford and
vacant buildings within Brookdale Square.
153,576 sq.ft. of bldgs.
Undetermined scope
removal of parking lots &
former car dealership slab
Demolition of 153,576
sq.ft. of buildings
Completion of Active Living Grant Program Adoption of Policies
Identify funding source to remove contaminated
soils on 57th & Logan site.
Scope of work and cost
undetermined
Approval of the use of
TIF Pooling Funds.
Development Agreement with executed purchase
agreement for 57th & Logan Site.
Letter of Intent with Told
Development
Develop. & Purchase
agreement executed.
136
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41550 - ASSESSING
6101 - WAGES & SALARIES-FT EMPLOYEES 204,779$ 191,716$ 78,062$ 215,294$ -$ -100.00%
6102 - OVERTIME-FT EMPLOYEES - - 210 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 7,590 9,081 19,100 - -100.00%
6111 - SEVERANCE PAY 2,182 341 34,630 - - 0.00%
6122 - PERA COORDINATED PLAN 14,847 14,450 6,333 16,994 - -100.00%
6125 - FICA - SOCIAL SECURITY 13,125 12,592 7,241 14,532 - -100.00%
6126 - FICA - MEDICARE 3,070 2,945 1,693 3,399 - -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,886 26,653 16,154 36,170 - -100.00%
6151 - WORKER'S COMP INSURANCE 1,381 1,373 724 1,407 - -100.00%
TOTAL PERSONAL SERVICES 265,270 257,660 154,128 306,896 - -100.00%
6201 - OFFICE SUPPLIES 163 188 - 200 200 0.00%
6203 - BOOKS/REFERENCE MATERIALS 1,204 1,320 50 1,500 - -100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 118 - 125 - -100.00%
6219 - GENERAL OPERATING SUPPLIES 69 65 - - - 0.00%
6242 - MINOR EQUIPMENT - 98 - 600 100 -83.33%
6243 - MINOR COMPUTER EQUIPMENT - 3,053 - 3,200 - -100.00%
TOTAL SUPPLIES 1,536 4,842 50 5,625 300 -94.67%
6307 - PROFESSIONAL SERVICES 25,659 16,342 24,878 12,000 200,000 1566.67%
6321 - TELEPHONE/PAGERS 644 546 264 650 - -100.00%
6322 - POSTAGE 3,098 3,145 4,636 3,300 - -100.00%
6329 - OTHER COMMUNICATION SERVICES 3,909 3,139 2,403 4,540 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE 29 45 35 100 - -100.00%
6341 - PERSONNEL ADVERTISING - 121 - 100 - -100.00%
6351 - PRINTING 1,222 1,232 259 1,400 - -100.00%
6406 - MULTI-FUNCTION MTNCE 324 744 246 800 800 0.00%
6421 - SOFTWARE LICENSE - 559 - - - 0.00%
6423 - LOGIS CHARGES 24,226 26,218 19,227 27,794 - -100.00%
6432 - CONFERENCES AND SCHOOLS 1,831 1,682 357 1,800 - -100.00%
6433 - MEETING EXPENSES 200 208 21 150 - -100.00%
6434 - DUES & SUBSCRIPTIONS 1,270 885 481 950 - -100.00%
6441 - LICENSES, TAXES & FEES - 215 55 475 - -100.00%
TOTAL SERVICES & OTHER CHARGES 62,412 55,081 52,862 54,059 200,800 271.45%
6461 - FUEL CHARGES 409 550 306 600 - -100.00%
6462 - FIXED CHARGES 2,132 2,401 1,241 2,331 - -100.00%
6463 - REPAIR & MAINT CHARGES - 755 589 752 - -100.00%
6465 - REPLACEMENT CHARGES 3,160 3,834 2,547 4,532 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 5,701 7,540 4,683 8,215 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 334,919$ 325,123$ 211,723$ 374,795$ 201,100$ -46.34%
GENERAL FUND
41550 - ASSESSING
137
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING
6101 - WAGES & SALARIES-FT EMPLOYEES 99,867$ 106,314$ 98,837$ 104,548$ 106,637$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 2,228 1,606 1,167 1,500 1,500 0.00%
6111 - SEVERANCE PAY 659 270 - - - 0.00%
6122 - PERA COORDINATED PLAN 7,402 7,824 7,250 7,689 8,111 5.49%
6125 - FICA - SOCIAL SECURITY 6,052 6,620 6,014 6,575 6,705 1.98%
6126 - FICA - MEDICARE 1,415 1,548 1,406 1,538 1,568 1.95%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,708 22,704 17,839 24,114 19,062 -20.95%
6151 - WORKER'S COMP INSURANCE 865 718 627 880 725 -17.61%
TOTAL PERSONAL SERVICES 140,196 147,604 133,140 146,844 144,308 -1.73%
6201 - OFFICE SUPPLIES - 11 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 13 37 42 50 50 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,983 - - - - 0.00%
TOTAL SUPPLIES 1,996 48 42 50 50 0.00%
6303 - LEGAL SERVICES - - - 5,000 5,000 0.00%
6307 - PROFESSIONAL SERVICES - - - - 49,000 100.00%
6331 - TRAVEL EXPENSE/MILEAGE 174 - - 100 100 0.00%
6342 - LEGAL NOTICES 698 1,079 154 700 700 0.00%
6351 - PRINTING - 19 - 400 400 0.00%
6406 - MULTI-FUNCTION MTNCE 575 745 616 850 850 0.00%
6432 - CONFERENCES AND SCHOOLS 513 1,202 391 1,600 2,700 68.75%
6433 - MEETING EXPENSES - - 30 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 285 285 295 835 835 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - 92,027 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 2,245 3,330 93,513 9,485 59,585 528.20%
6560 - FURNITURE - 621 - - - 0.00%
TOTAL CAPITAL OUTLAY - 621 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 144,437$ 151,603$ 226,695$ 156,379$ 203,943$ 30.42%
GENERAL FUND
41910 - PLANNING AND ZONING
138
City of Brooklyn Center
2015 Budget
General Fund Expenses
Other
2014 Brooklyn Center Department Budget Narrative by Fund
Department Name: Non-Departmental Accounts
Department/Division Description:
There are a number of budgeting/accounting divisions that provide all Departments of the General Fund
under one set of accounts. Expenditures in these Divisions are tracked in these Divisions under the
overall authority of the City Manager.
Strategic Functions/Division(s):
These Divisions include:
o Legal – budgeting and tracking payment of attorney services for civil and criminal
matters of the City
o Joint Powers Payments – budgeting and tracking of payment of services provided to
the community in connection with other government agencies through joint powers
agreements.
o Convention and Tourism – budgeting and tracking of payment of the portion of
lodging tax proceeds due to the Minneapolis Northwest CVB.
o Civic Events – budgeting and tracking of special events and celebrations designated
by the City Council.
o Insurance – budgeting and tracking of payments for property, casualty and liability
insurance for the City organization.
o Central Supplies and Support – budgeting and tracking of payments for bulk supplies
and services used by all departments. Position Vacancy Factor and Contingency
Allotment are included here.
o Reimbursements from Other Funds – budgeting and tracking of amounts provided to
the General Fund in payment of services provided by General Fund departments by
other funds of the City.
o Transfers Out – budgeting and tracking for technology capital transfers.
139
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41610 - LEGAL
6303 - LEGAL SERVICES 372,071$ 398,897$ 329,894$ 392,000$ 446,000$ 13.78%
6307 - PROFESSIONAL SERVICES 2,625 2,325 2,400 1,750 26,000 1385.71%
TOTAL SERVICES & OTHER CHARGES 374,696 401,222 332,294 393,750 472,000 19.87%
TOTAL BUSINESS UNIT EXPENSES 374,696$ 401,222$ 332,294$ 393,750$ 472,000$ 19.87%
GENERAL FUND
41610 - LEGAL
140
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
44110 - JOINT POWERS PAYMENTS
6449 - OTHER CONTRACTUAL SERVICE 141,505$ 149,203$ 145,503$ 161,000$ 161,000$ 0.00%
TOTAL SERVICES & OTHER CHARGES 141,505 149,203 145,503 161,000 161,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 141,505$ 149,203$ 145,503$ 161,000$ 161,000$ 0.00%
GENERAL FUND
44110 - JOINT POWERS PAYMENTS
141
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45310 - CONVENTION AND TOURISM
6445 - CONVENTION BUREAU PAYMENT 419,387$ 418,595$ 339,217$ 408,500$ 418,000$ 2.33%
TOTAL SERVICES & OTHER CHARGES 419,387 418,595 339,217 408,500 418,000 2.33%
TOTAL BUSINESS UNIT EXPENSES 419,387$ 418,595$ 339,217$ 408,500$ 418,000$ 2.33%
GENERAL FUND
45310 - CONVENTION AND TOURISM
142
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,787$ 7,597$ 7,532$ 12,000$ 12,000$ 0.00%
6361 - GENERAL LIABILITY INSURANCE 98,595 105,501 118,949 142,085 123,183 -13.30%
6362 - PROPERTY INSURANCE 20,495 50,427 69,244 31,680 72,918 130.17%
6366 - MACHINERY BREAKDOWN INSURANCE 4,801 6,182 7,347 6,990 7,660 9.59%
6368 - BONDS INSURANCE 1,680 1,755 1,930 2,415 1,992 -17.52%
6442 - COURT AWARDS/SETTLEMENTS 13,679 10,346 2,530 15,000 15,000 0.00%
TOTAL SERVICES & OTHER CHARGES 147,037 181,808 207,532 210,170 232,753 10.75%
TOTAL BUSINESS UNIT EXPENSES 147,037$ 181,808$ 207,532$ 210,170$ 232,753$ 10.75%
GENERAL FUND
48140 - INSURANCE
143
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
48150 - CENTRAL SUPPLIES AND SUPPORT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (125,000)$ (150,000)$ 20.00%
TOTAL PERSONAL SERVICES - - - (125,000) (150,000) 20.00%
6201 - OFFICE SUPPLIES 17,407 13,769 10,757 20,000 16,500 -17.50%
6203 - BOOKS/REFERENCE MATERIALS - 107 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES (241) 1,704 2,406 6,500 5,000 -23.08%
6242 - MINOR EQUIPMENT 1,973 54,333 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - - 0.00%
TOTAL SUPPLIES 19,139 69,913 13,163 26,500 21,500 -18.87%
6301 - ACCTG, AUDIT & FIN'L SERVICES 4,410 4,024 10,729 5,200 - -100.00%
6307 - PROFESSIONAL SERVICES - 1,050 - - - 0.00%
6321 - TELEPHONE/PAGERS 4,767 5,118 2,863 5,400 5,500 1.85%
6322 - POSTAGE 35,079 34,985 40,044 58,000 58,000 0.00%
6351 - PRINTING 11,563 11,933 9,402 15,000 18,000 20.00%
6402 - EQUIPMENT SERVICES 1,388 1,343 1,545 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 5,994 7,349 5,062 7,000 7,000 0.00%
6432 - CONFERENCES AND SCHOOLS 6,244 9,224 3,244 6,000 6,500 8.33%
6433 - MEETING EXPENSES 2,367 1,847 1,549 2,000 2,000 0.00%
6434 - DUES & SUBSCRIPTIONS 647 626 603 - - 0.00%
6435 - CREDIT CARD FEES 11,033 22,272 25,347 - 15,000 100.00%
6441 - LICENSES, TAXES & FEES - - 111 - - 0.00%
6446 - CONTINGENCY ACCOUNT 10,500 23,450 - - 150,000 100.00%
6449 - OTHER CONTRACTUAL SERVICE 27,522 25,893 20,698 36,100 35,000 -3.05%
TOTAL SERVICES & OTHER CHARGES 121,514 149,114 121,197 137,700 300,000 117.86%
TOTAL BUSINESS UNIT EXPENSES 140,653$ 219,027$ 134,360$ 39,200$ 171,500$ 337.50%
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
144
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
48170 - REIMBURSEMENT FROM OTHER FUNDS
6471 - ADMINISTRATIVE SERVICE TRANSFE (564,302)$ (582,133)$ (548,808)$ (598,700)$ (599,324)$ 0.10%
6472 - ENGINEERING SERVICE TRANSFER (135,763) (399,904) (438,405) (415,000) (415,000) 0.00%
6473 - STORM SEWER TRANSFER - - - - - 0.00%
6480 - GENERAL FUND REIMBURSEMENT - - - (35,330) - -100.00%
6482 - MISC TRANSFER OUT - 10,865 2,754,124 - - 0.00%
TOTAL TRANSFERS OUT (700,065) (971,172) 1,766,911 (1,049,030) (1,014,324) -3.31%
TOTAL BUSINESS UNIT EXPENSES (700,065)$ (971,172)$ 1,766,911$ (1,049,030)$ (1,014,324)$ -3.31%
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
145
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
48210 - TRANSFER OUT
6482 - MISC TRANSFER OUT 320,000$ 102,166$ -$ 100,000$ 187,389$ 87.39%
TOTAL TRANSFERS OUT 320,000 102,166 - 100,000 187,389 87.39%
TOTAL BUSINESS UNIT EXPENSES 320,000$ 102,166$ -$ 100,000$ 187,389$ 87.39%
GENERAL FUND
48210 - TRANSFER OUT
146
City of Brooklyn Center
2015 Budget
Special Revenue Funds
City of Brooklyn Center
2015 Budget
Special Revenue Funds
Special Revenue Funds are categorized by the specific nature of the source of revenues.
Grant funds given for a specific purpose are accounted for as Special Revenue Funds.
Tax levies for special purposes, such as the HRA, are accounted for as Special Revenue
Funds. The 2015 Special Revenue Funds for the City of Brooklyn Center are:
Housing & Redevelopment Authority (HRA) Fund
Economic Development Authority (EDA) Fund
Community Development Block Grant (CDBG) Fund
Police Forfeitures
Tax Increment Financing (TIF) District # 2 Fund
Tax Increment Financing (TIF) District # 3 Fund
Tax Increment Financing (TIF) District # 4 Fund
Tax Increment Financing (TIF) District # 5 Fund
City Grants Fund
Ampitheater
147
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46321 - HRA FUND
REVENUES
4101 - CURRENT AD VALOREM TAXES (296,499)$ (243,769)$ (142,165)$ (282,110)$ (280,460)$ -0.58%
4101.1 - MKT VALUE CREDIT-PROPERTY TAX (50) - - - - 0.00%
4120 - DELINQUENT AD VALOREM TAXES (4,846) (3,488) 320 - - 0.00%
TOTAL TAXES (301,395) (247,257) (141,845) (282,110) (280,460) -0.58%
TOTAL REVENUES (301,395) (247,257) (141,845) (282,110) (280,460) -0.58%
EXPENDITURES
6481 - EDA FUND TRANSFER 299,771 248,828 141,055 282,110 280,460 -0.58%
TOTAL TRANSFERS OUT 299,771 248,828 141,055 282,110 280,460 -0.58%
TOTAL BUSINESS UNIT EXPENSES 299,771 248,828 141,055 282,110 280,460 -0.58%
NET CHANGE IN FUND BALANCE (1,624)$ 1,571$ (790)$ -$ -$ 0.00%
HOUSING & REDEVELOPMENT AUTHORITY (HRA)
FUND - 20200
SPECIAL REVENUE FUND
148
2015 Brooklyn Center Department Budget Narrative
Department Name: Economic Development Authority (EDA)
Department Mission:
The mission of the Brooklyn Center Economic Development Authority is to initiate programs
and facilitate redevelopment and/or renovation opportunities which promote public and private
investments into commercial, industrial, and residential redevelopment and renovations
activities.
Department Description:
The EDA Funded Activities and Programs are supported by staff from the departments of
Business & Development and Building & Community Standards.
The Director of Business & Development is responsible for the EDA’s Business Retention,
Expansion, and Attraction & Community Marketing activities; promoting development
opportunities; and planning initiatives & budgeting associated with the use of Tax Increment
Financing.
The Deputy Director/HRA Specialist and the Housing & Community Standards Supervisor of
the Buildings and Community Standards Department are responsible for administering the
EDA’s housing initiatives, including the Renew Loan Program, the Renew Grant Program, and
the Remove & Rebuild Program; the MN. Housing & Finance Agency (MHFA) Rehab Loan
Program with reduced interest rate; the Federal Neighborhood Stabilization Program – NSP
acquisition, rehab, and resale of foreclosed homes.
Administrative support services are provided from administrative pool of the Building &
Community Standards Department.
Key Initiatives focused on the achievement of strategic priorities/value
propositions
Focused Redevelopment
Review existing financial resources and identify new financial resources to promote
development.
In 2015 we will review Tax Increment No. 4, its current budget and debt obligations (PAYG
Note); revenue stream and cash flow projections thru 2020; and assess the potential options to
undertake additional projects and/or improvements with available funds from this District.
149
In 2015 we will review Tax Increment No. 5, its current budget and debt obligation (PAYG Note
and Inter-Fund Loan to TIF District 2); revenue stream and cash flow projections, as the Shingle
Creek Crossing Development is being completed; and the options/opportunities for the use TIF
funds for additional in-district and out-of-district expenditures during the life of this Renewal &
Renovation District (2014-2030).
In 2015, we will review and update the cash flow projections for remaining years of Tax
Increment District 3, a redevelopment district that expires in 2021; its budget authority and
required 15% Housing Fund; and the options/opportunities for the use of available funds for
eligible pooling expenditures.
Staffing Levels
Positions FTEs 2014 2015 2016
Director of Business and Development
Deputy Director of Buildings and Community
Standards (BSC)
Administrative Support Staff from BSC Dept.
1
1
0.5
1
1
0.5
1
1
0.5
Total 2.5 2.5 2.5
Strategic Functions/Division(s):
Business Retention, Expansion, and Community Marketing Activities
Promoting development opportunities; collaborating with business groups, organizations
and agencies focused on commerce, employment, and economic growth; planning
initiatives & advocating visions for public and private investments into the City.
Housing Activities
Developing housing initiatives which promote home ownership opportunities and
reinvestment into the community's housing stock.
Administrating the EDA's Renew Loan and Grant programs, the Remove & Rebuild
program, the MHFA Rehab Loan assistance program and coordinating HUD's
Neighborhood Stabilization Program-NSP purchase and rehab program.
Marketing and Promoting the redevelopment of EDA owned Properties.
150
Annual Goal and Strategies:
1. Working with property owners and their contractors in developing strategies and
planning concepts for the redevelopment of their property consistent with the
community's vision and development standards.
a. Redevelopment of the former Jerry’s Food Lot.
b. Completion of Luther’s Volkswagen Dealership and potential redevelopment of
the former Atlantis Pool and Bus Garage lots.
2. The acquisition and rehab of vacant foreclosed homes thorough the NSP III Program.
a. Working with GMHC on the rehabbing and marketing of homes acquired with
NSP funds.
b. Working with GMHC, local realtors, and code enforcement in the identification
of eligible properties foreclosed properties to acquire 2-3 additional homes
within the designated census tracts
3. The marketing of EDA properties.
a. Completing the Agreements for the sales and development of the Phase II
Embassy Site for a complementary hotel to the Embassy Suites and the Earl
Brown Heritage Center and the sales and development agreement for Lot 1,
Block 1, Northbrook 2nd Addition (57th & Logan)
b. The sales and development of the EDA’s infill housing lot that were acquired
through the Remove and Rebuild Program.
c. The EDA’s approval of development concepts for the EDA properties within
the Brooklyn Boulevard Corridor.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Sales of Infill Housing Lots to builders for
construction of single family owner occupied
residences ( 6 lots available in 2014 )
1 to be built in 2014 5 additional homes
in 2015
Completion of the Development Agreement
for the Embassy Phase II lot.
Prior approval of a
Letter of Intent in 2013
EDA approval of
Development
Agreement in 2015
151
Re-investment of Sales Proceeds from NSP
Sales in 2014
Undetermined amount Acquisition of 2-3
additional foreclosed
homes for renovation
Review TIF 4 Budget and Potential Use of
Available funds after satisfying the PAYG
Note.
Projected payoff of the
PAYGO Note 2nd half
2016
Confirm the budget
authority to
undertake additional
projects thru 2020.
Review TIF 3 Housing Fund and cash flow
analysis to project the future funding
available for the remainder of the District.
2014-2021 remaining
years to receive 15% of
annual TIF 3 proceeds
Confirm 2014 TIF
revenue and develop
a housing budget for
the remaining 7
years of the District.
Review TIF 3 Budget for eligible pooling
funds to undertake capital improvements such
as streetscaping and lighting within the
Humboldt Corridor and the Brooklyn
Boulevard Corridor
The statute allows 20%
of the TIF funds to be
eligible for Pooled
Expenditures, this
includes the allowable
10% for Administrative
expenses
Confirm eligibility
and prepare a 7 year
budget for EDA
consideration.
152
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46310 - DEVELOPMENT/RE-DEVELOPMENT
REVENUES
4359 - OTHER STATE GRANTS/AID (790,000)$ (211,348)$ -$ -$ -$ 0.00%
4362 - COUNTY GRANTS/AID (239,997) - - - - 0.00%
4373 - OTHER GRANTS/AID (524,984) (133,214) (170,394) - - 0.00%
TOTAL INTERGOVERNMENTAL (1,554,981) (344,562) (170,394) - - 0.00%
4603 - INTEREST EARNINGS (4,762) (3,524) (3,926) - (5,754) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 942 5,843 - - - 0.00%
TOTAL INVESTMENT EARNINGS (3,820) 2,319 (3,926) - (5,754) 100.00%
4606 - OTHER REVENUE (6,314) (5,820) (5,502) - - 0.00%
TOTAL MISCELLANEOUS (6,314) (5,820) (5,502) - - 0.00%
4915 - TRANSFERS IN - - - - (144,968) 100.00%
4915.3 - TRANSFERS IN FROM HRA FUND (299,771) (248,828) (141,055) (282,110) (280,460) -0.58%
TOTAL TRANSFERS IN (299,771) (248,828) (141,055) (282,110) (425,428) 50.80%
TOTAL REVENUES (1,864,886) (596,891) (320,877) (282,110) (431,182) 52.84%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 160,074 200,614 194,523 206,885 225,122 8.82%
6102 - OVERTIME-FT EMPLOYEES - - 42 - - 0.00%
6111 - SEVERANCE PAY 2,111 722 - - - 0.00%
6122 - PERA COORDINATED PLAN 11,605 14,544 14,106 15,000 16,884 12.56%
6125 - FICA - SOCIAL SECURITY 9,809 12,127 11,680 12,827 13,958 8.82%
6126 - FICA - MEDICARE 2,294 2,836 2,732 3,001 3,264 8.76%
6131 - CAFETERIA PLAN CONTRIBUTIONS 17,663 22,694 21,857 23,086 25,416 10.09%
6151 - WORKER'S COMP INSURANCE 3,287 4,774 4,330 1,717 5,247 205.59%
TOTAL PERSONAL SERVICES 206,843 258,311 249,270 262,516 289,891 10.43%
6201 - OFFICE SUPPLIES 38 56 - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES 117 - 36 250 250 0.00%
6223 - BUILDINGS & FACILITIES - - - - - 0.00%
6241 - SMALL TOOLS - - - - 350 100.00%
6243 - MINOR COMPUTER EQUIPMENT 2,153 1,786 - - - 0.00%
TOTAL SUPPLIES 2,308 1,842 36 500 850 70.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,148 6,112 2,050 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING 1,782 894 - 7,500 7,500 0.00%
6303 - LEGAL SERVICES 4,891 10,088 677 15,000 7,500 -50.00%
6307 - PROFESSIONAL SERVICES 8,300 7,208 5,780 5,000 5,000 0.00%
6321 - TELEPHONE/PAGERS 770 1,099 717 1,000 1,020 2.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 100 100 0.00%
6333 - FREIGHT/DRAYAGE - 36 14 100 100 0.00%
6341 - PERSONNEL ADVERTISING 106 - - 125 125 0.00%
6342 - LEGAL NOTICES 42 - 43 100 400 300.00%
6349 - OTHER ADVERTISING 1,330 - - 1,500 1,500 0.00%
6351 - PRINTING 45 19 - 100 100 0.00%
6381 - ELECTRIC - 72 - - - 0.00%
6385 - SEWER - - - - - 0.00%
6386 - STORM SEWER 14,872 14,295 14,878 17,000 17,000 0.00%
6389 - STREET LIGHTS 2,322 2,298 2,326 2,000 2,300 15.00%
6405 - PARK & LANDSCAPE SERVICES 9,333 6,385 9,876 5,000 5,000 0.00%
6406 - MULTI-FUNCTION MTNCE 1,116 1,446 1,196 1,600 1,600 0.00%
6409 - OTHER REPAIR & MAINT SVCS 4,540 333 - 1,500 1,500 0.00%
6423 - LOGIS CHARGES 1,431 1,521 1,351 1,886 3,409 80.75%
6432 - CONFERENCES AND SCHOOLS 260 265 540 1,500 2,000 33.33%
6433 - MEETING EXPENSES 410 534 520 500 750 50.00%
6434 - DUES & SUBSCRIPTIONS 22,040 22,299 22,005 22,700 22,777 0.34%
6441 - LICENSES, TAXES & FEES 2,202 3,346 2,408 - 2,600 100.00%
6449 - OTHER CONTRACTUAL SERVICE 1,644,468 356,603 188,704 - - 0.00%
TOTAL PROFESSIONAL SERVICES 1,722,408 434,853 253,085 86,711 84,781 -2.23%
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
FUND - 20300
SPECIAL REVENUE FUND
153
6461 - FUEL CHARGES 385 382 199 537 432 -19.55%
6462 - FIXED CHARGES 1,059 1,185 895 1,154 1,022 -11.44%
6463 - REPAIR & MAINT CHARGES 144 90 414 - 173 100.00%
6465 - REPLACEMENT CHARGES 1,867 2,113 1,925 2,385 1,950 -18.24%
TOTAL CENTRAL GARAGE CHARGES 3,455 3,770 3,433 4,076 3,577 -12.24%
6471 - ADMINISTRATIVE SERVICE TRANSFER 79,582 81,555 77,392 84,428 57,884 -31.44%
TOTAL TRANSFERS OUT 79,582 81,555 77,392 84,428 57,884 -31.44%
TOTAL BUSINESS UNIT EXPENSES 2,014,596 780,331 583,216 438,231 436,983 -0.28%
NET CHANGE IN FUND BALANCE 149,710$ 183,440$ 262,339$ 156,121$ 5,801$ -96.28%
154
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46323 - CDBG
REVENUES
4320 - MISC FEDERAL GRANTS (614,177)$ (1,422,362)$ (179,087)$ -$ (150,000)$ 100.00%
TOTAL INTERGOVERNMENTAL (614,177) (1,422,362) (179,087) - (150,000) 100.00%
TOTAL REVENUES (614,177) (1,422,362) (179,087) - (150,000) 100.00%
EXPENDITURES
6449 - OTHER CONTRACTUAL SERVICE 494,465 1,272,982 49,543 - - 0.00%
TOTAL PROFESSIONAL SERVICES 494,465 1,272,982 49,543 - - 0.00%
6480 - GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 - MISC TRANSFER OUT 119,712 149,381 - - 150,000 100.00%
TOTAL TRANSFERS OUT 119,712 149,381 - - 150,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 614,177 1,422,363 49,543 - 150,000 100.00%
NET CHANGE IN FUND BALANCE -$ 1$ (129,544)$ -$ -$ 0.00%
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)/NSP
FUND - 20400
SPECIAL REVENUE FUND
155
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
42190 - STATE FORFEITURES-DRUG
REVENUES
4505 - FEDERAL FORFEITURE REVENUE -$ -$ (2,946)$ -$ -$ 0.00%
4506 - STATE FORFEITURE REVENUE (6,031) (14,721) (45,907) - (12,000) 100.00%
TOTAL FINES & FORFEITURES (6,031) (14,721) (48,853) - (12,000) 100.00%
4603 - INTEREST EARNINGS (26) (36) (165) - (59) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5 94 - - - 0.00%
TOTAL INVESTMENT EARNINGS (21) 58 (165) - (59) 100.00%
TOTAL REVENUES (6,052) (14,663) (49,018) - (12,059) 100.00%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES 1,040 - 1,016 - - 0.00%
6242 - MINOR EQUIPMENT - - 7,453 - 30,500 100.00%
6243 - MINOR COMPUTER EQUIPMENT - - 3,700 - - 0.00%
TOTAL SUPPLIES 1,040 - 12,169 - 30,500 100.00%
6306 - PERSONNEL/LABOR RELATIONS 49 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 228 - - - - 0.00%
6441 - LICENSES, TAXES & FEES 21 - 42 - - 0.00%
6442 - COURT AWARDS/SETTLEMENTS 49 - - - - 0.00%
TOTAL PROFESSIONAL SERVICES 347 - 42 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 1,387 - 12,211 - 30,500 100.00%
42191 - FEDERAL FORFEITURES-DRUG
REVENUES
4505 - FEDERAL FORFEITURE REVENUE (811) - (172) - - 0.00%
TOTAL FINES & FORFEITURES (811) - (172) - - 0.00%
4603 - INTEREST EARNINGS (81) (44) (26) - (71) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 15 31 - - - 0.00%
TOTAL INVESTMENT EARNINGS (66) (13) (26) - (71) 100.00%
TOTAL REVENUES (877) (13) (198) - (71) 100.00%
EXPENDITURES
6214 - CLOTHING & PERSONAL EQUIPMENT 3,617 3,882 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - 1,747 - - - 0.00%
TOTAL SUPPLIES 3,617 5,629 - - - 0.00%
6307 - PROFESSIONAL SERVICES - 7,950 - - - 0.00%
TOTAL PROFESSIONAL SERVICES - 7,950 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 3,617 13,579 - - - 0.00%
42193 - DUI FORFEITURE FUND
REVENUES
4506 - STATE FORFEITURE REVENUE (10,715) (13,630) (3,772) - (20,000) 100.00%
TOTAL FINES & FORFEITURES (10,715) (13,630) (3,772) - (20,000) 100.00%
4603 - INTEREST EARNINGS (57) (84) (154) - (137) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 14 192 - - - 0.00%
TOTAL INVESTMENT EARNINGS (43) 108 (154) - (137) 100.00%
TOTAL REVENUES (10,758) (13,522) (3,926) - (20,137) 100.00%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - 1,193 - - 35,000 100.00%
6242 - MINOR EQUIPMENT - - 279 - - 0.00%
TOTAL SUPPLIES - 1,193 279 - 35,000 100.00%
6402 - EQUIPMENT SERVICES - 60 - - - 0.00%
6441 - LICENSES, TAXES & FEES 42 127 21 - 100 100.00%
6447 - TOWING CHARGES 1,362 2,594 - - 2,000 100.00%
TOTAL PROFESSIONAL SERVICES 1,404 2,781 21 - 2,100 100.00%
TOTAL BUSINESS UNIT EXPENSES 1,404 3,974 300 - 37,100 100.00%
NET CHANGE IN FUND BALANCE (11,279)$ (10,645)$ (40,631)$ -$ 35,333$ 100.00%
POLICE FORFEITURES
FUND - 20500
SPECIAL REVENUE FUND
156
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46412 - TIF DISTRICT #2
REVENUES
4150 - TAX INCREMENTS 21,048$ -$ -$ -$ -$ 0.00%
TOTAL TAXES 21,048 - - - - 0.00%
4603 - INTEREST EARNINGS (1,813) (1,209) (1,072) - (1,975) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 354 1,795 - - - 0.00%
TOTAL INVESTMENT EARNINGS (1,459) 586 (1,072) - (1,975) 100.00%
4606 - OTHER REVENUE - (27,721) - - (8,576) 100.00%
TOTAL MISCELLANEOUS - (27,721) - - (8,576) 100.00%
4911 - SALE OF PROPERTY (107,932) - - - - 0.00%
TOTAL OTHER FINANCING SOURCES (107,932) - - - - 0.00%
TOTAL REVENUES (88,343) (27,135) (1,072) - (10,551) 100.00%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,408 - - - - 0.00%
6302 - ARCH, ENG & PLANNING 159,209 9,201 39,465 - - 0.00%
6307 - PROFESSIONAL SERVICES 1,461 - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - 227,000 - - 0.00%
TOTAL PROFESSIONAL SERVICES 162,078 9,201 266,465 - - 0.00%
6510 - LAND 107,807 - - - - 0.00%
6530 - IMPROVEMENTS 42,093 36,327 - - - 0.00%
TOTAL CAPITAL OUTLAY 149,900 36,327 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 311,978 45,528 266,465 - - 0.00%
NET CHANGE IN FUND BALANCE 223,635$ 18,393$ 265,393$ -$ (10,551)$ 100.00%
TAX INCREMENT FINANCING (TIF) DISTRICT #2
FUND - 27700
SPECIAL REVENUE FUND
157
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46413 - TIF DISTRICT #3
REVENUES
4150 - TAX INCREMENTS (2,388,702)$ (2,766,160)$ (1,563,842)$ (2,938,650)$ (2,976,947)$ 1.30%
TOTAL TAXES (2,388,702) (2,766,160) (1,563,842) (2,938,650) (2,976,947) 1.30%
4603 - INTEREST EARNINGS (5,854) (6,088) (14,389) - (9,939) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,893 17,972 - - - 0.00%
TOTAL INVESTMENT EARNINGS (3,961) 11,884 (14,389) - (9,939) 100.00%
4831 - OFFICE RENTALS - (15,786) (338,888) - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - - (32,823) - - 0.00%
TOTAL MISCELLANEOUS - (15,786) (371,711) - - 0.00%
4911 - SALE OF PROPERTY - - (122,019) - - 0.00%
4931 - BOND SALES - (6,040,000) - - - 0.00%
4932 - PREMIUM ON BOND SALES - (61,007) - - - 0.00%
4933 - DISCOUNT ON BOND SALES - 57,482 - - - 0.00%
TOTAL OTHER FINANCING SOURCES - (6,043,525) (122,019) - - 0.00%
4915 - TRANSFERS IN - (4,166) - - - 0.00%
TOTAL TRANSFERS IN - (4,166) - - - 0.00%
TOTAL REVENUES (2,392,663) (8,817,753) (2,071,961) (2,938,650) (2,986,886) 1.64%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 8,122 5,328 - - - 0.00%
6302 - ARCH, ENG & PLANNING 1,776 15,729 3,762 - - 0.00%
6303 - LEGAL SERVICES 12,649 27,414 33,127 - - 0.00%
6307 - PROFESSIONAL SERVICES 32,156 30,106 20,968 - - 0.00%
6361 - GENERAL LIABILITY INSURANCE - - 17,510 - 8,000 100.00%
6381 - ELECTRIC - - 33,870 - - 0.00%
6382 - GAS 61 - 20,133 - - 0.00%
6383 - WATER 94 - 3,077 - - 0.00%
6384 - REFUSE DISPOSAL 9 - 281 - - 0.00%
6385 - SEWER 685 5 5,904 - - 0.00%
6386 - STORM SEWER 3,627 4,383 34,096 - - 0.00%
6389 - STREET LIGHTS 983 1,400 5,529 - - 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - - 3,443 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 5,188 8,314 34,904 - - 0.00%
6441 - LICENSES, TAXES & FEES 20,494 19,204 364,619 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 214,050 6,355 144,493 973,550 - -100.00%
6499 - EXPENSES REIMBURSED 110,000 132,350 73,112 - - 0.00%
TOTAL PROFESSIONAL SERVICES 409,894 250,588 798,828 973,550 8,000 -99.18%
6510 - LAND 259,381 5,007,224 2,344,304 - - 0.00%
6530 - IMPROVEMENTS - 34,000 - - - 0.00%
TOTAL CAPITAL OUTLAY 259,381 5,041,224 2,344,304 - - 0.00%
6621 - PAYING AGENT/OTHER FEES - 39,263 - - - 0.00%
TOTAL DEBT SERVICE - 39,263 - - - 0.00%
6474 - DEBT SERVICE FUND TRANSFER 1,578,350 1,964,963 - 1,965,100 2,397,331 22.00%
6482 - MISC TRANSFER OUT - - - - 100,000 100.00%
TOTAL TRANSFERS OUT 1,578,350 1,964,963 - 1,965,100 2,497,331 27.08%
TOTAL BUSINESS UNIT EXPENSES 2,247,625 7,296,038 3,143,132 2,938,650 2,505,331 -14.75%
NET CHANGE IN FUND BALANCE (145,038)$ (1,521,715)$ 1,071,171$ -$ (481,555)$ 100.00%
TAX INCREMENT FINANCING (TIF) DISTRICT #3
FUND - 27800
SPECIAL REVENUE FUND
158
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46414 - TIF DISTRICT #4
REVENUES
4150 - TAX INCREMENTS (318,168)$ (382,924)$ (232,341)$ (384,310)$ (466,341)$ 21.35%
TOTAL TAXES (318,168) (382,924) (232,341) (384,310) (466,341) 21.35%
4603 - INTEREST EARNINGS (328) (347) (343) - (566) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 166 956 - - - 0.00%
TOTAL INVESTMENT EARNINGS (162) 609 (343) - (566) 100.00%
TOTAL REVENUES (318,330) (382,315) (232,684) (384,310) (466,907) 21.49%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,763 1,487 - - - 0.00%
6303 - LEGAL SERVICES - - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - - 9,608 - -100.00%
TOTAL PROFESSIONAL SERVICES 1,763 1,487 - 9,608 - -100.00%
6602 - OTHER DEBT-PRINCIPAL 386,790 329,533 414,017 374,702 454,683 21.35%
TOTAL DEBT SERVICE 386,790 329,533 414,017 374,702 454,683 21.35%
6482 - MISC TRANSFER OUT - - - - 10,000 100.00%
TOTAL TRANSFERS OUT - - - - 10,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 388,553 331,020 414,017 384,310 464,683 20.91%
NET CHANGE IN FUND BALANCE 70,223$ (51,295)$ 181,333$ -$ (2,224)$ 100.00%
TAX INCREMENT FINANCING (TIF) DISTRICT #4
FUND - 27900
SPECIAL REVENUE FUND
159
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
46415 - TIF DISTRICT #5
REVENUES
4150 - TAX INCREMENTS -$ (449)$ (127,116)$ -$ (435,437)$ 100.00%
TOTAL TAXES - (449) (127,116) - (435,437) 100.00%
4603 - INTEREST EARNINGS - - (271) - (816) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - - (271) - (816) 100.00%
TOTAL REVENUES - (449) (127,387) - (436,253) 100.00%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES - 5,223 - - - 0.00%
6303 - LEGAL SERVICES - - 606 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 1,408,438 8,516 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 1,408,438 13,739 606 - - 0.00%
6602 - OTHER DEBT-PRINCIPAL - - - - 391,893 100.00%
6612 - OTHER DEBT-INTEREST - - - - 8,576 100.00%
TOTAL DEBT SERVICE - - - - 400,469 100.00%
6482 - MISC TRANSFER OUT - - - - 34,968 100.00%
TOTAL TRANSFERS OUT - - - - 34,968 100.00%
TOTAL BUSINESS UNIT EXPENSES 1,408,438 13,739 606 - 435,437 100.00%
NET CHANGE IN FUND BALANCE 1,408,438$ 13,290$ (126,781)$ -$ (816)$ 100.00%
TAX INCREMENT FINANCING (TIF) DISTRICT #5
FUND - 28000
SPECIAL REVENUE FUND
160
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
28600 - CITY INITIATIVES GRANT FUND
REVENUES
4603 - INTEREST EARNINGS -$ (337)$ (1,349)$ -$ (550)$ 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - 1,348 - - - 0.00%
TOTAL INVESTMENT EARNINGS - 1,011 (1,349) - (550) 100.00%
TOTAL REVENUES - 1,011 (1,349) - (550) 100.00%
42185 - POLICE GRANTS-MISC
REVENUES
4320 - MISC FEDERAL GRANTS (105,433) (60,959) (33,702) - (10,000) 100.00%
4359 - OTHER STATE GRANTS/AID (43,043) (48,043) (17,637) - (23,516) 100.00%
4362 - COUNTY GRANTS/AID (27,389) (27,429) (1,580) - (2,000) 100.00%
TOTAL INTERGOVERNMENTAL (175,865) (136,431) (52,919) - (35,516) 100.00%
4603 - INTEREST EARNINGS (74) (113) - - (185) 100.00%
TOTAL INVESTMENT EARNINGS (74) (113) - - (185) 100.00%
TOTAL REVENUES (175,939) (136,544) (52,919) - (35,701) 100.00%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 19,015 21,106 10,812 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 28,995 20,148 17,843 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 11,527 12,316 13,836 - - 0.00%
6122 - PERA COORDINATED PLAN 2,209 2,423 1,787 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 4,185 2,632 2,730 - - 0.00%
6125 - FICA - SOCIAL SECURITY 1,889 2,097 1,528 - - 0.00%
6126 - FICA - MEDICARE 861 742 617 - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 4,945 11,738 2,095 - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,003 706 565 - - 0.00%
TOTAL PERSONAL SERVICES 74,629 73,908 51,813 - - 0.00%
6201 - OFFICE SUPPLIES - - 40 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 8,870 16,029 5,534 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 6,173 10,080 3,226 - 1,000 100.00%
6242 - MINOR EQUIPMENT 4,506 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 4,592 - - - - 0.00%
TOTAL SUPPLIES 24,141 26,109 8,800 - 1,000 100.00%
6307 - PROFESSIONAL SERVICES - - 95 - - 0.00%
6402 - EQUIPMENT SERVICES 5,041 - - - - 0.00%
6421 - SOFTWARE LICENSE 107 - - - - 0.00%
6422 - SOFTWARE MAINT 368 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 8,026 2,952 2,939 - - 0.00%
6433 - MEETING EXPENSES - 94 115 - 1,000 100.00%
TOTAL PROFESSIONAL SERVICES 13,542 3,046 3,149 - 1,000 100.00%
6550 - MOTOR VEHICLES 29,230 - - - - 0.00%
TOTAL CAPITAL OUTLAY 29,230 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 141,542 103,063 63,762 - 2,000 100.00%
42187 - AUTO THEFT GRANT
REVENUES
4359 - OTHER STATE GRANTS/AID (127,226) (36,424) (55,303) - (60,000) 100.00%
TOTAL INTERGOVERNMENTAL (127,226) (36,424) (55,303) - (60,000) 100.00%
TOTAL REVENUES (127,226) (36,424) (55,303) - (60,000) 100.00%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 53,881 26,541 47,108 - 60,000 100.00%
6102 - OVERTIME-FT EMPLOYEES 2,592 208 737 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 8,132 3,872 7,320 - - 0.00%
6126 - FICA - MEDICARE 804 402 702 - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,228 4,298 7,980 - - 0.00%
6151 - WORKER'S COMP INSURANCE 2,218 952 1,609 - - 0.00%
TOTAL PERSONAL SERVICES 78,855 36,273 65,456 - 60,000 100.00%
CITY GRANTS
FUND - 28600
SPECIAL REVENUE FUND
161
6307 - PROFESSIONAL SERVICES 6,400 - - - - 0.00%
TOTAL PROFESSIONAL SERVICES 6,400 - - - - 0.00%
6545 - OTHER EQUIPMENT 41,970 - - - - 0.00%
TOTAL CAPITAL OUTLAY 41,970 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 127,225 36,273 65,456 - 60,000 100.00%
42188 - COPS GRANT
REVENUES
4320 - MISC FEDERAL GRANTS (66,930) (29,010) - - - 0.00%
TOTAL INTERGOVERNMENTAL (66,930) (29,010) - - - 0.00%
TOTAL REVENUES (66,930) (29,010) - - - 0.00%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 46,308 22,313 - - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 1,052 820 - - - 0.00%
6123 - PERA POLICE & FIRE PLAN 6,820 3,133 - - - 0.00%
6126 - FICA - MEDICARE 657 295 - - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,218 1,682 - 5,772 - -100.00%
6151 - WORKER'S COMP INSURANCE 1,875 767 - - - 0.00%
TOTAL PERSONAL SERVICES 66,930 29,010 - 5,772 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 66,930 29,010 - 5,772 - -100.00%
45015 - NW CABLE COMMUNICATIONS GRANT
REVENUES
4373 - OTHER GRANTS/AID (31,603) (31,179) (32,103) - (32,000) 100.00%
TOTAL INTERGOVERNMENTAL (31,603) (31,179) (32,103) - (32,000) 100.00%
4603 - INTEREST EARNINGS (205) (256) - - (418) 100.00%
TOTAL INVESTMENT EARNINGS (205) (256) - - (418) 100.00%
4915 - TRANSFERS IN - (72,452) - - - 0.00%
TOTAL TRANSFERS IN - (72,452) - - - 0.00%
TOTAL REVENUES (31,808) (103,887) (32,103) - (32,418) 100.00%
6540 - EQUIPMENT & MACHINERY - - - - 200,000 100.00%
TOTAL CAPITAL OUTLAY - - - - 200,000 100.00%
TOTAL BUSINESS UNIT EXPENSES - - - - 200,000 100.00%
45020 - RECREATION GRANTS
REVENUES
4473 - CHILDREN RECREATION PROGRAMS (1,078) (1,055) (1,143) (1,125) (1,125) 0.00%
4492 - SPECIAL EVENTS (8,538) (8,251) (8,321) (8,700) (8,250) -5.17%
TOTAL CHARGES FOR SERVICES (9,616) (9,306) (9,464) (9,825) (9,375) -4.58%
4603 - INTEREST EARNINGS (122) (73) - - (120) 100.00%
TOTAL INVESTMENT EARNINGS (122) (73) - - (120) 100.00%
4612 - DONATIONS & CONTRIBUTIONS (31,702) (13,300) (27,851) (8,900) (8,800) -1.12%
4921 - REFUNDS & REIMBURSEMENTS (136) (154) (1,958) (2,825) (2,825) 0.00%
TOTAL MISCELLANEOUS (31,838) (13,454) (29,809) (11,725) (11,625) -0.85%
4915 - TRANSFERS IN (50,000) - - - - 0.00%
TOTAL TRANSFERS IN (50,000) - - - - 0.00%
TOTAL REVENUES (91,576) (22,833) (39,273) (21,550) (21,120) -2.00%
EXPENDITURES
6103 - WAGES-PART TIME EMPLOYEES 10,091 11,077 9,341 11,365 11,525 1.41%
6122 - PERA COORDINATED PLAN 297 408 385 - 458 100.00%
6125 - FICA - SOCIAL SECURITY 626 687 579 - 715 100.00%
6126 - FICA - MEDICARE 146 161 135 - 167 100.00%
6151 - WORKER'S COMP INSURANCE 117 176 130 - 164 100.00%
TOTAL PERSONAL SERVICES 11,277 12,509 10,570 11,365 13,029 14.64%
6219 - GENERAL OPERATING SUPPLIES 15,899 20,469 14,417 8,250 8,850 7.27%
6242 - MINOR EQUIPMENT 50,000 - - - - 0.00%
TOTAL SUPPLIES 65,899 20,469 14,417 8,250 8,850 7.27%
162
6307 - PROFESSIONAL SERVICES 295 250 - - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 321 787 278 475 595 25.26%
6349 - OTHER ADVERTISING - - 1,778 - - 0.00%
6431 - SPECIAL EVENTS 8,500 5,500 5,500 8,500 8,500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,945 2,625 11,025 4,800 9,500 97.92%
TOTAL PROFESSIONAL SERVICES 13,061 9,162 18,581 13,775 18,595 34.99%
TOTAL BUSINESS UNIT EXPENSES 90,237 42,140 43,568 33,390 40,474 21.22%
NET CHANGE IN FUND BALANCE (67,545)$ (117,201)$ (8,161)$ 17,612$ 152,685$ 766.94%
163
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
45130 - CENTENNIAL CELEBRATION COMM
REVENUES
4498 - MDSE FOR RESALE-NO TAX (225)$ -$ -$ -$ -$ 0.00%
TOTAL CHARGES FOR SERVICES (225) - - - - 0.00%
4603 - INTEREST EARNINGS (354) (369) (1,253) - (602) 100.00%
TOTAL INVESTMENT EARNINGS (354) (369) (1,253) - (602) 100.00%
4612 - DONATIONS & CONTRIBUTIONS (38,850) (211,276) (8,286) - - 0.00%
TOTAL MISCELLANEOUS (38,850) (211,276) (8,286) - - 0.00%
4915 - TRANSFERS IN (78,546) - - - (345,000) 100.00%
TOTAL TRANSFERS IN (78,546) - - - (345,000) 100.00%
TOTAL REVENUES (117,975) (211,645) (9,539) - (345,602) 100.00%
EXPENDITURES
6449 - OTHER CONTRACTUAL SERVICE - 27,831 7,079 - - 0.00%
TOTAL PROFESSIONAL SERVICES - 27,831 7,079 - - 0.00%
6530 - IMPROVEMENTS - - - - 588,500 100.00%
TOTAL CAPITAL OUTLAY - - - - 588,500 100.00%
TOTAL BUSINESS UNIT EXPENSES - 27,831 7,079 - 588,500 100.00%
NET CHANGE IN FUND BALANCE (117,975)$ (183,814)$ (2,460)$ -$ 242,898$ 100.00%
CENTENNIAL AMPITHEATER
FUND - 29000
SPECIAL REVENUE FUND
164
City of Brooklyn Center
2015 Budget
Debt Service Funds
City of Brooklyn Center
2015 Budget
Debt Service Funds
Debt Service Funds track the monies collected and paid for the retirement of bond debt
obligations of the City. Funds are collected in various ways. Some dollars are collected
through tax levies established solely for payment of these obligations. Some dollars are
collected through special assessments against specific properties in the City which
receive the benefits of debt projects. Some funds are transferred for the payment of
bonds from Utility Funds when utility projects are financed through the debt process.
Tax increments are also dedicated to payment of debt obligations in some cases. If a
general pledge of the tax base of the City is made against a bond obligation it is
accounted for in the Debt Service Funds. For 2015 those funds are:
2004C GO Improvement Bonds
2006A GO Improvement Bonds
2008B GO Improvement Bonds
2013A GO Improvement Bonds
2004D GO Tax Increment Bonds
2008A GO Tax Increment Bonds
2013A GO Tax Increment Bonds
165
City of Brooklyn Center
2015 Debt Service
Required Principal Payments
Original Issue Prior Years 2015 Balance Due Final Maturity
Issue Name Amount Payments Payment 12/31/2015 Date
Improvement Bonds
2004 Street Improvement Bonds 1,010,000$ 920,000$ 90,000$ - $ 2/1/2015
2006 Street Improvement Bonds 1,460,000 1,130,000 135,000 195,000 2/1/2017
2008 Street Improvement Bonds 2,390,000 1,285,000 240,000 865,000 2/1/2019
2013 Street Improvement Bonds 4,920,000 805,000 4,115,000 2/1/2024
9,780,000$ 3,335,000$ 1,270,000$ 5,175,000$
Tax Increment Bonds
2004 G.O. Tax Increment Bonds 17,245,000$ 7,745,000$ 1,380,000$ 8,120,000$ 2/1/2020
2008 G.O. Tax Increment Bonds 4,335,000 3,835,000 125,000 375,000 2/1/2018
2013 G.O. Tax Increment Bonds 6,040,000 - 250,000 5,790,000 2/1/2022
27,620,000$ 11,580,000$ 1,755,000$ 14,285,000$
Utility Revenue Bonds (Paid from Utility Bonds)
G.O. Utility Revenue Bonds (BAB) 2,350,000$ 550,000$ 140,000$ 1,660,000$ 2/1/2025
Public Facilities Loan (PFA)* 19,662,352 - 144,250 19,518,102 8/20/2034
22,012,352$ 550,000$ 284,250$ 21,178,102$
TOTAL BONDED INDEBTEDNESS 59,412,352 15,465,000 3,309,250 40,638,102
*Estimated amounts (the City submits monthly draws for the Water Treatment Plant Construction)
166
City of Brooklyn Center
2015 Debt Service Funds
Debt Payment Revenues & Expenditures
Assessment Property Tax Interest TOTAL
Revenues Revenue Revenue Income BUDGET
Improvement Bonds
2004 Street Improvement Bonds 103,995$ - 626$ 104,621$
2006 Street Improvement Bonds 161,647 - 1,334 162,981
2008 Street Improvement Bonds 308,810 - 2,825 311,635
2013 Street Improvement Bonds 273,877 396,496 816 671,189
848,329$ 396,496$ 5,601$ 1,250,426$
Tax Increment Bonds
2004 G.O. Tax Increment Bonds - 1,821,050$ - 1,821,050$
2008 G.O. Tax Increment Bonds - 149,344 - 149,344
2013 G.O. Tax Increment Bonds - 427,938 - 427,938
-$ 2,398,332$ -$ 2,398,332$
TOTAL DEBT SERVICE REVENUES 848,329$ 2,794,828$ 5,601$ 3,648,758$
Principal Interest Agent Fees TOTAL
Expenditures Payment Payments and Administration BUDGET
Improvement Bonds
2004 Street Improvement Bonds 90,000$ 1,643$ 1,500$ 93,143$
2006 Street Improvement Bonds 135,000 9,908 1,500 146,408
2008 Street Improvement Bonds 240,000 40,145 1,500 281,645
2013 Street Improvement Bonds 805,000 135,525 1,500 942,025
1,270,000$ 187,221$ 6,000$ 1,463,221$
Tax Increment Bonds
2004 G.O. Tax Increment Bonds 1,380,000$ 439,550$ 1,500$ 1,821,050$
2008 G.O. Tax Increment Bonds 125,000 22,844 1,500 149,344$
2013 G.O. Tax Increment Bonds 250,000 176,438 1,500 427,938$
1,755,000$ 638,831$ 4,500$ 2,398,331$
TOTAL DEBT SERVICE EXPENDITURES 3,025,000$ 826,052$ 10,500$ 3,861,552$
NET TOTAL DEBT SERVICE BUDGET (212,794)$
167
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47522 - 2004C-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS (57,115)$ (52,901)$ (14,803)$ (110,342)$ (103,995)$ -5.75%
TOTAL SPECIAL ASSESSMENTS (57,115) (52,901) (14,803) (110,342) (103,995) -5.75%
4603 - INTEREST EARNINGS (649) (384) (272) (200) (626) 213.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 152 669 - - - 0.00%
TOTAL INVESTMENT EARNINGS (497) 285 (272) (200) (626) 213.00%
TOTAL REVENUES (57,612) (52,616) (15,075) (110,542) (104,621) -5.36%
EXPENDITURES
6601 - BOND PRINCIPAL 95,000 95,000 90,000 90,000 90,000 0.00%
6611 - BOND INTEREST 11,486 8,209 4,928 4,928 1,643 -66.66%
6621 - PAYING AGENT/OTHER FEES 1,165 1,278 681 1,200 1,500 25.00%
TOTAL DEBT SERVICE 107,651 104,487 95,609 96,128 93,143 -3.11%
TOTAL BUSINESS UNIT EXPENSES 107,651 104,487 95,609 96,128 93,143 -3.11%
NET CHANGE IN FUND BALANCE 50,039$ 51,871$ 80,534$ (14,414)$ (11,478)$ -20.37%
G.O. IMPROVEMENT BONDS, 2004-C
FUND - 31200
DEBT SERVICE FUND
168
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47524 - 2006A-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS (142,923)$ (126,791)$ (60,148)$ (169,459)$ (161,647)$ -4.61%
TOTAL SPECIAL ASSESSMENTS (142,923) (126,791) (60,148) (169,459) (161,647) -4.61%
4603 - INTEREST EARNINGS (1,087) (817) (867) (400) (1,334) 233.50%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 274 1,437 - - - 0.00%
TOTAL INVESTMENT EARNINGS (813) 620 (867) (400) (1,334) 233.50%
4606 - OTHER REVENUE (12) - - - - 0.00%
TOTAL MISCELLANEOUS (12) - - - - 0.00%
TOTAL REVENUES (143,748) (126,171) (61,015) (169,859) (162,981) -4.05%
EXPENDITURES
6601 - BOND PRINCIPAL 145,000 140,000 140,000 140,000 135,000 -3.57%
6611 - BOND INTEREST 25,200 20,053 14,960 14,960 9,908 -33.77%
6621 - PAYING AGENT/OTHER FEES 1,316 1,414 912 1,500 1,500 0.00%
TOTAL DEBT SERVICE 171,516 161,467 155,872 156,460 146,408 -6.42%
TOTAL BUSINESS UNIT EXPENSES 171,516 161,467 155,872 156,460 146,408 -6.42%
NET CHANGE IN FUND BALANCE 27,768$ 35,296$ 94,857$ (13,399)$ (16,573)$ 23.69%
G.O. IMPROVEMENT BONDS, 2006-A
FUND - 31400
DEBT SERVICE FUND
169
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47525 - 2008B-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS (290,131)$ (297,063)$ (124,218)$ (323,245)$ (308,810)$ -4.47%
TOTAL SPECIAL ASSESSMENTS (290,131) (297,063) (124,218) (323,245) (308,810) -4.47%
4603 - INTEREST EARNINGS (2,132) (1,731) (1,984) (750) (2,825) 276.67%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 534 3,077 - - - 0.00%
TOTAL INVESTMENT EARNINGS (1,598) 1,346 (1,984) (750) (2,825) 276.67%
TOTAL REVENUES (291,729) (295,717) (126,202) (323,995) (311,635) -3.81%
EXPENDITURES
6601 - BOND PRINCIPAL 255,000 250,000 245,000 245,000 240,000 -2.04%
6611 - BOND INTEREST 67,026 58,508 49,539 49,539 40,145 -18.96%
6621 - PAYING AGENT/OTHER FEES 1,127 2,075 3,436 1,500 1,500 0.00%
TOTAL DEBT SERVICE 323,153 310,583 297,975 296,039 281,645 -4.86%
TOTAL BUSINESS UNIT EXPENSES 323,153 310,583 297,975 296,039 281,645 -4.86%
NET CHANGE IN FUND BALANCE 31,424$ 14,866$ 171,773$ (27,956)$ (29,990)$ 7.28%
FUND - 31500
G.O. IMPROVEMENT BONDS, 2008-B
DEBT SERVICE FUND
170
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47526 - 2013B-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ (345,547)$ -$ (396,496)$ 100.00%
TOTAL TAXES - - (345,547) - (396,496) 100.00%
4601 - SPECIAL ASSESSMENTS - - (164,185) (687,000) (273,877) -60.13%
TOTAL SPECIAL ASSESSMENTS - - (164,185) (687,000) (273,877) -60.13%
4603 - INTEREST EARNINGS - - (884) - (816) 100.00%
TOTAL INVESTMENT EARNINGS - - (884) - (816) 100.00%
TOTAL REVENUES - - (510,616) (687,000) (671,189) -2.30%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 805,000 100.00%
6611 - BOND INTEREST - - 110,345 - 135,525 100.00%
6621 - PAYING AGENT/OTHER FEES - - 1,185 - 1,500 100.00%
TOTAL DEBT SERVICE - - 111,530 - 942,025 100.00%
TOTAL BUSINESS UNIT EXPENSES - - 111,530 - 942,025 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (399,086)$ (687,000)$ 270,836$ -139.42%
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2013-B
FUND - 31600
171
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47610 - 2013A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND -$ -$ -$ (110,345)$ (427,938)$ 287.82%
TOTAL TRANSFERS IN - - - (110,345) (427,938) 287.82%
TOTAL REVENUES - - - (110,345) (427,938) 287.82%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 250,000 100.00%
6611 - BOND INTEREST - - 91,020 110,345 176,438 59.90%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - 91,020 110,345 427,938 287.82%
TOTAL BUSINESS UNIT EXPENSES - - 91,020 110,345 427,938 287.82%
NET CHANGE IN FUND BALANCE -$ -$ 91,020$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2013-A
FUND - 37500
DEBT SERVICE FUND
172
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47611 - 2008A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND (165,331)$ (160,269)$ -$ (155,281)$ (149,344)$ -3.82%
TOTAL TRANSFERS IN (165,331) (160,269) - (155,281) (149,344) -3.82%
TOTAL REVENUES (165,331) (160,269) - (155,281) (149,344) -3.82%
EXPENDITURES
6601 - BOND PRINCIPAL 125,000 125,000 125,000 125,000 125,000 0.00%
6611 - BOND INTEREST 39,531 34,344 28,781 28,781 22,844 -20.63%
6621 - PAYING AGENT/OTHER FEES 800 925 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE 165,331 160,269 154,231 155,281 149,344 -3.82%
TOTAL BUSINESS UNIT EXPENSES 165,331 160,269 154,231 155,281 149,344 -3.82%
NET CHANGE IN FUND BALANCE -$ -$ 154,231$ -$ -$ 0.00%
DEBT SERVICE FUND
G.O. TAX INCREMENT BONDS, 2008-A
FUND - 37600
173
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
47615 - 2004D-GO TAX INCREMENT BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND (1,413,019)$ (1,804,694)$ -$ (1,809,819)$ (1,821,050)$ 0.62%
TOTAL TRANSFERS IN (1,413,019) (1,804,694) - (1,809,819) (1,821,050) 0.62%
TOTAL REVENUES (1,413,019) (1,804,694) - (1,809,819) (1,821,050) 0.62%
EXPENDITURES
6601 - BOND PRINCIPAL 800,000 1,240,000 1,305,000 1,305,000 1,380,000 5.75%
6611 - BOND INTEREST 612,213 563,763 503,319 503,319 439,550 -12.67%
6621 - PAYING AGENT/OTHER FEES 806 931 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE 1,413,019 1,804,694 1,808,769 1,809,819 1,821,050 0.62%
TOTAL BUSINESS UNIT EXPENSES 1,413,019 1,804,694 1,808,769 1,809,819 1,821,050 0.62%
NET CHANGE IN FUND BALANCE -$ -$ 1,808,769$ -$ -$ 0.00%
FUND - 38000
G.O. TAX INCREMENT BONDS, 2004-D
DEBT SERVICE FUND
174
City of Brooklyn Center
2015 Budget
Capital Project Funds
City of Brooklyn Center
2015 Budget
Capital Projects Funds
The Capital Projects set of funds is used to record and keep track of costs for major
projects. Often these projects will cross fiscal years and must be kept separate for
assessment accounting or funding purposes. Some of the funds act as repositories for
capital replacement funds for major assets, such as the Earle Brown Heritage Center or
the City’s investment in technology. The Capital Projects Funds for 2014 are:
Capital Improvements Fund
Municipal State Aid Construction Fund
Capital Reserve Emergency
Infrastructure Construction Fund
EBHC Capital Projects Fund
Street Reconstruction Fund
Technology Fund
Water Treatment Plant Construction Fund
175
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40100 - CAPITAL IMPROVEMENTS FUND
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ (6,292)$ -$ -$ -$ 0.00%
4120 - DELINQUENT AD VALOREM TAXES - (1,907) (2,244) - - 0.00%
TOTAL TAXES - (8,199) (2,244) - - 0.00%
4320 - MISC FEDERAL GRANTS - - - - - 0.00%
4341 - LOCAL GOVERNMENT AID - - 580,133 - (747,076) 100.00%
4362 - COUNTY GRANTS/AID - - - - - 0.00%
4373 - OTHER GRANTS/AID - - - - (263,000) 100.00%
TOTAL INTERGOVERNMENTAL - - 580,133 - (1,010,076) 100.00%
4406 - SALE OF PLANS & SPECS - - (38) - - 0.00%
TOTAL CHARGES FOR SERVICES - - (38) - - 0.00%
4601 - SPECIAL ASSESSMENTS - (1,560) - - - 0.00%
TOTAL SPECIAL ASSESSMENTS - (1,560) - - - 0.00%
4603 - INTEREST EARNINGS (295) (70) (18,002) - (114) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOS 82 - - - - 0.00%
TOTAL INVESTMENT EARNINGS (213) (70) (18,002) - (114) 100.00%
4921 - REFUNDS & REIMBURSEMENTS (36,832) - (257,593) - - 0.00%
TOTAL MISCELLANEOUS (36,832) - (257,593) - - 0.00%
4915 - TRANSFERS IN - (2,122,668) (3,116,314) - - 0.00%
4915.1 - TRANSFERS FROM LIQUOR FUND (200,000) (200,000) - (200,000) (250,000) 25.00%
4915.2 - TRANSFERS IN FROM GENERAL FUND - - - - (200,000) 100.00%
TOTAL TRANSFERS IN (200,000) (2,322,668) (3,116,314) (200,000) (450,000) 125.00%
TOTAL REVENUES (237,045) (2,332,497) (2,814,058) (200,000) (1,460,190) 630.10%
EXPENDITURES
6302 - ARCH, ENG & PLANNING 4,900 - - - - 0.00%
6342 - LEGAL NOTICES - - 133 - - 0.00%
6441 - LICENSES, TAXES & FEES - - 3 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 4,900 - 136 - - 0.00%
6530 - IMPROVEMENTS 287,851 89,749 523,821 5,082,000 656,000 -87.09%
TOTAL CAPITAL OUTLAY 287,851 89,749 523,821 5,082,000 656,000 -87.09%
6472 - ENGINEERING SERVICE TRANSFER 597 2,209 - - - 0.00%
6482 - MISC TRANSFER OUT - 60,568 - - 300,000 100.00%
TOTAL TRANSFERS OUT 597 62,777 - - 300,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 293,348 152,526 523,957 5,082,000 956,000 -81.19%
NET CHANGE IN FUND BALANCE 56,303$ (2,179,971)$ (2,290,101)$ 4,882,000$ (504,190)$ -110.33%
CAPITAL IMPROVEMENTS
FUND - 40100
CAPITAL PROJECTS FUND
176
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40200 - MUNICIPAL STATE AID CONSTRUCT
REVENUES
4343 - MUNICIPAL STATE AID, STREETS-M (90,000)$ (90,000)$ (110,000)$ (90,000)$ (110,000)$ 22.22%
4344 - MUNICIPAL STATE AID, STREETS-C (6,932) 16,559 - (935,000) (777,992) -16.79%
TOTAL INTERGOVERNMENTAL (96,932) (73,441) (110,000) (1,025,000) (887,992) -13.37%
4603 - INTEREST EARNINGS (19) (2,186) (10,163) - (3,570) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 16 3,213 - - - 0.00%
TOTAL INVESTMENT EARNINGS (3) 1,027 (10,163) - (3,570) 100.00%
4915 - TRANSFERS IN - - (78,000) - - 0.00%
TOTAL TRANSFERS IN - - (78,000) - - 0.00%
TOTAL REVENUES (96,935) (72,414) (198,163) (1,025,000) (891,562) -13.02%
EXPENDITURES
6224 - STREET MAINT MATERIALS 31,652 32,000 32,000 32,000 33,000 3.13%
6226 - SIGNS & STRIPING MATERIALS 10,809 9,513 10,211 10,800 11,000 1.85%
TOTAL SUPPLIES 42,461 41,513 42,211 42,800 44,000 2.80%
6404 - STREET MAINT SERVICES 48,152 47,371 47,199 47,200 66,000 39.83%
TOTAL SERVICES & OTHER CHARGES 48,152 47,371 47,199 47,200 66,000 39.83%
6530 - IMPROVEMENTS (33,324) - - 250,000 2,560,000 924.00%
TOTAL CAPITAL OUTLAY (33,324) - - 250,000 2,560,000 924.00%
TOTAL BUSINESS UNIT EXPENSES 57,289 88,884 89,410 340,000 2,670,000 685.29%
NET CHANGE IN FUND BALANCE (39,646)$ 16,470$ (108,753)$ (685,000)$ 1,778,438$ -359.63%
MUNICIPAL STATE-AID CONSTRUCTION (MSA)
FUND - 40200
CAPITAL PROJECTS FUND
177
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40600 - CAPITAL RESERVE EMERGENCY FUND
REVENUES
4603 - INTEREST EARNINGS (5,371)$ (4,256)$ (5,056)$ -$ (6,948)$ 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,088 6,421 - - - 0.00%
TOTAL INVESTMENT EARNINGS (4,283) 2,165 (5,056) - (6,948) 100.00%
TOTAL REVENUES (4,283) 2,165 (5,056) - (6,948) 100.00%
EXPENDITURES
6442 - COURT AWARDS/SETTLEMENTS - - 398,688 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - - 398,688 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 398,688 - - 0.00%
NET CHANGE IN FUND BALANCE (4,283)$ 2,165$ 393,632$ -$ (6,948)$ 100.00%
CAPITAL RESERVE EMERGENCY FUND
FUND - 40600
CAPITAL PROJECTS FUND
178
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40700 - INFRASTRUCTURE CONSTRUCTION
REVENUES
4373 - OTHER GRANTS/AID 42,093$ -$ -$ -$ -$ 0.00%
TOTAL INTERGOVERNMENTAL 42,093 - - - - 0.00%
4406 - SALE OF PLANS & SPECS - (713) (663) - - 0.00%
4431 - WEED CUTTING CHARGES (20,702) (35,221) (27,758) - - 0.00%
4434 - DISEASED TREE REMOVAL (10,887) (22,768) (16,527) - - 0.00%
TOTAL CHARGES FOR SERVICES (31,589) (58,702) (44,948) - - 0.00%
4601 - SPECIAL ASSESSMENTS (634,756) (1,222,215) (833,031) - (767,129) 100.00%
4602 - SPECIAL ASSESS-PENALTIES & INT (6,593) (7,290) - - - 0.00%
4607 - SPEC ASSESS INTEREST (255) (262) (494) - - 0.00%
TOTAL SPECIAL ASSESSMENTS (641,604) (1,229,767) (833,525) - (767,129) 100.00%
4603 - INTEREST EARNINGS - - (1,536) - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - 21,100 - - - 0.00%
TOTAL INVESTMENT EARNINGS - 21,100 (1,536) - - 0.00%
4606 - OTHER REVENUE - - (12,584) - - 0.00%
TOTAL MISCELLANEOUS - - (12,584) - - 0.00%
4931 - BOND SALES - (4,920,000) - - (1,370,000) 100.00%
4932 - PREMIUM ON BOND SALES - (306,398) - - - 0.00%
4933 - DISCOUNT ON BOND SALES - 30,183 - - - 0.00%
TOTAL OTHER FINANCING SOURCES - (5,196,215) - - (1,370,000) 100.00%
4915 - TRANSFERS IN (436) - - (1,430,000) - -100.00%
TOTAL TRANSFERS IN (436) - - (1,430,000) - -100.00%
TOTAL REVENUES (631,536) (6,463,584) (892,593) (1,430,000) (2,137,129) 49.45%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - - 29 - - 0.00%
TOTAL SUPPLIES - - 29 - - 0.00%
6302 - ARCH, ENG & PLANNING 82,782 1,621 - - - 0.00%
6321 - TELEPHONE/PAGERS 420 748 467 475 475 0.00%
6329 - OTHER COMMUNICATION SERVICES 45 297 645 980 1,120 14.29%
6333 - FREIGHT/DRAYAGE - 38 48 - - 0.00%
6342 - LEGAL NOTICES 1,591 351 328 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 53,533 36,365 49,878 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 460 - - - - 0.00%
6438 - CASH SHORT (OVER)734 (12) (50) - - 0.00%
6441 - LICENSES, TAXES & FEES - 1,550 - - - 0.00%
6499 - EXPENSES REIMBURSED (388,712) (2,981,675) - - - 0.00%
TOTAL SERVICES & OTHER CHARGES (249,147) (2,940,717) 51,316 1,455 1,595 9.62%
6530 - IMPROVEMENTS 250,199 5,994,238 6,002,146 1,430,000 1,370,000 -4.20%
TOTAL CAPITAL OUTLAY 250,199 5,994,238 6,002,146 1,430,000 1,370,000 -4.20%
6621 - PAYING AGENT/OTHER FEES 2,628 36,430 1,960 - - 0.00%
TOTAL DEBT SERVICE 2,628 36,430 1,960 - - 0.00%
6472 - ENGINEERING SERVICE TRANSFER 129,369 397,694 399,044 - - 0.00%
TOTAL TRANSFERS OUT 129,369 397,694 399,044 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 133,049 3,487,645 6,454,495 1,431,455 1,371,595 -4.18%
NET CHANGE IN FUND BALANCE (498,487)$ (2,975,939)$ 5,561,902$ 1,455$ (765,534)$ -52714.02%
INFRASTRUCTURE CONSTRUCTION
FUND - 40700
CAPITAL PROJECTS FUND
179
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40800 - EBHC CAPITAL FUND
REVENUES
4603 - INTEREST EARNINGS (1,808)$ (1,956)$ (2,618)$ -$ (3,193)$ 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 359 2,926 - - - 0.00%
TOTAL INVESTMENT EARNINGS (1,449) 970 (2,618) - (3,193) 100.00%
4915 - TRANSFERS IN - (400,000) (168,000) (200,000) (200,000) 0.00%
TOTAL TRANSFERS IN - (400,000) (168,000) (200,000) (200,000) 0.00%
TOTAL REVENUES (1,449) (399,030) (170,618) (200,000) (203,193) 1.60%
EXPENDITURES
6243 - MINOR COMPUTER EQUIPMENT - - 63,508 - - 0.00%
TOTAL SUPPLIES - - 63,508 - - 0.00%
6307 - PROFESSIONAL SERVICES - - 17,007 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - - 17,007 - - 0.00%
6520 - BUILDINGS & FACILITIES 162,984 61,236 222,024 348,000 320,000 -8.05%
6540 - EQUIPMENT & MACHINERY 57,116 - 30,659 41,500 24,000 -42.17%
TOTAL CAPITAL OUTLAY 220,100 61,236 252,683 389,500 344,000 -11.68%
TOTAL BUSINESS UNIT EXPENSES 220,100 61,236 333,198 389,500 344,000 -11.68%
NET CHANGE IN FUND BALANCE 218,651$ (337,794)$ 162,580$ 189,500$ 140,807$ -25.70%
EARLE BROWN HERITAGE CENTER CAPITAL IMPROVEMENTS
FUND - 40800
CAPITAL PROJECTS FUND
180
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
40900 - STREET RECONSTRUCTION
REVENUES
4181 - FRANCHISE FEES (647,346)$ (651,832)$ (485,456)$ (680,000)$ (650,000)$ -4.41%
TOTAL TAXES (647,346) (651,832) (485,456) (680,000) (650,000) -4.41%
4603 - INTEREST EARNINGS (2,776) (8,264) (7,553) - (13,493) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 653 7,547 - - - 0.00%
TOTAL INVESTMENT EARNINGS (2,123) (717) (7,553) - (13,493) 100.00%
4606 - OTHER REVENUE (188,000) - - (687,000) - -100.00%
TOTAL MISCELLANEOUS (188,000) - - (687,000) - -100.00%
4931 - BOND SALES - - - - - 0.00%
TOTAL OTHER FINANCING SOURCES - - - - - 0.00%
TOTAL REVENUES (837,469) (652,549) (493,009) (1,367,000) (663,493) -51.46%
EXPENDITURES
6530 - IMPROVEMENTS 152,002 - - 1,560,000 2,150,000 37.82%
TOTAL CAPITAL OUTLAY 152,002 - - 1,560,000 2,150,000 37.82%
6482 - MISC TRANSFER OUT - - 78,000 - - 0.00%
TOTAL TRANSFERS OUT - - 78,000 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 152,002 - 78,000 1,560,000 2,150,000 37.82%
NET CHANGE IN FUND BALANCE (685,467)$ (652,549)$ (415,009)$ 193,000$ 1,486,507$ 670.21%
STREET RECONSTRUCTION
FUND - 40900
CAPITAL PROJECTS FUND
181
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41000 - TECHNOLOGY FUND
REVENUES
4603 - INTEREST EARNINGS (73)$ (33)$ (60)$ -$ (53)$ 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 21 - - - - 0.00%
TOTAL INVESTMENT EARNINGS (52) (33) (60) - (53) 100.00%
4915 - TRANSFERS IN (70,000) (98,000) - (100,000) (140,000) 40.00%
TOTAL TRANSFERS IN (70,000) (98,000) - (100,000) (140,000) 40.00%
TOTAL REVENUES (70,052) (98,033) (60) (100,000) (140,053) 40.05%
EXPENDITURES
6243 - MINOR COMPUTER EQUIPMENT 7,262 68,256 38,001 64,125 48,675 -24.09%
TOTAL SUPPLIES 7,262 68,256 38,001 64,125 48,675 -24.09%
6307 - PROFESSIONAL SERVICES - - - - 20,000 100.00%
6333 - FREIGHT/DRAYAGE - 454 - - - 0.00%
6421 - SOFTWARE LICENSE - - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES - 454 - - 20,000 100.00%
6540 - EQUIPMENT & MACHINERY 133,102 18,311 22,346 132,000 59,000 -55.30%
TOTAL CAPITAL OUTLAY 133,102 18,311 22,346 132,000 59,000 -55.30%
6482 - MISC TRANSFER OUT - 1,020 - - - 0.00%
TOTAL TRANSFERS OUT - 1,020 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 140,364 88,041 60,347 196,125 127,675 -34.90%
NET CHANGE IN FUND BALANCE 70,312$ (9,992)$ 60,287$ 96,125$ (12,378)$ -112.88%
TECHNOLOGY FUNDING
FUND - 41000
CAPITAL PROJECTS FUND
182
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
41100 - WATER TREATMENT PLANT CONSTR.
REVENUES
4931 - BOND SALES -$ -$ -$ (18,254,000)$ -$ -100.00%
TOTAL OTHER FINANCING SOURCES - - - (18,254,000) - -100.00%
TOTAL REVENUES - - - (18,254,000) - -100.00%
EXPENDITURES
6307 - PROFESSIONAL SERVICES - - 17,114 - - 0.00%
6342 - LEGAL NOTICES - - 831 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - - 17,945 - - 0.00%
6530 - IMPROVEMENTS - - 1,986,681 18,254,000 - -100.00%
TOTAL CAPITAL OUTLAY - - 1,986,681 18,254,000 - -100.00%
6472 - ENGINEERING SERVICE TRANSFER - - 39,361 - - 0.00%
TOTAL TRANSFERS OUT - - 39,361 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 2,043,987 18,254,000 - -100.00%
NET CHANGE IN FUND BALANCE -$ -$ 2,043,987$ -$ -$ 0.00%
WATER TREATMENT PLANT
FUND - 41100
CAPITAL PROJECTS FUND
183
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184
City of Brooklyn Center
2015 Budget
Public Utility Funds
City of Brooklyn Center
2015 Budget
Public Utility Funds
The Public Utility Funds tract the revenues and expenditures for fee based public utility
services provided by the City. These funds operate on their own ability to generate
revenues and receive no property tax support. Each year the City Council reviews the
operations of these funds and sets rates for each service based on the needs for general
operations, capital spending and debt service payments. The public utilities in 2015
include:
Water Utility Fund
Sanitary Sewer Fund
Storm Sewer Fund
Streetlight Utility Fund
Recycling Utility Fund
185
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 fallings 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 II (4-49141, 2-49251, 2-49411) 8 8 8
Part Time/Summer Temporary Employees (3-
49141, 2-49251, 1-49411)
2.0 2.0 2.0
TOTAL 12.0 12.0 12.0
186
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
187
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:
1. 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
*Actual 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
188
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49141 - WATER UTILITY-OPERATIONS
OPERATING REVENUES
4701 - WATER SALES (1,878,459)$ (1,849,645)$ (1,633,715)$ (2,169,085)$ (2,527,522)$ 16.52%
4702 - FIRE LINES (8,725) (8,931) (7,958) (8,000) (8,000) 0.00%
4703 - WATER METER SALES (25,389) (32,103) (7,712) (20,000) (20,000) 0.00%
4704 - WATER METER RENTALS (2,920) (6,050) (385) (3,000) (3,000) 0.00%
4705 - SERVICE RESTORATION FEES (4,783) (3,512) (2,303) (4,000) (4,000) 0.00%
4706 - CONNECTION CHARGES (13,500) (12,500) (9,000) (10,000) (10,000) 0.00%
4707 - PENALTIES (89,441) (90,446) (84,608) (95,000) (95,000) 0.00%
4708 - TOWER RENTAL FEES (246,793) (247,140) (474,297) (213,322) (258,570) 21.21%
4709 - CERTIFICATION CHARGES (27,330) (25,440) (25,290) (21,000) (25,000) 19.05%
TOTAL SALES AND USER FEES (2,297,340) (2,275,767) (2,245,268) (2,543,407) (2,951,092) 16.03%
TOTAL OPERATING REVENUES (2,297,340) (2,275,767) (2,245,268) (2,543,407) (2,951,092) 16.03%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 302,729 307,603 254,186 312,387 323,301 3.49%
6102 - OVERTIME-FT EMPLOYEES 34,284 39,268 36,961 39,800 39,800 0.00%
6103 - WAGES-PART TIME EMPLOYEES 19,803 20,205 17,133 21,300 22,000 3.29%
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 21,108 23,881 28,829 20.72%
6125 - FICA - SOCIAL SECURITY 22,363 22,639 18,978 20,422 23,835 16.71%
6126 - FICA - MEDICARE 5,230 5,295 4,439 4,775 5,574 16.73%
6131 - CAFETERIA PLAN CONTRIBUTIONS 52,496 54,960 50,578 69,259 76,248 10.09%
6151 - WORKER'S COMP INSURANCE 13,962 13,704 10,771 13,154 15,233 15.81%
TOTAL PERSONAL SERVICES 479,763 490,311 417,854 504,978 534,820 5.91%
6201 - OFFICE SUPPLIES 1,502 1,617 889 1,800 1,800 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - 342 300 500 66.67%
6204 - STATIONARY SUPPLIES 144 1,240 1,310 1,610 1,610 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 250 250 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 94,841 86,313 75,414 100,000 100,000 0.00%
6217 - SAFETY SUPPLIES 302 529 1,043 1,200 1,200 0.00%
6219 - GENERAL OPERATING SUPPLIES 4,195 5,598 5,391 9,600 9,600 0.00%
6223 - BUILDINGS & FACILITIES 467 216 - 1,500 1,500 0.00%
6224 - STREET MAINT MATERIALS 7,156 15,982 8,639 16,000 16,000 0.00%
6227 - PAINT SUPPLIES 389 639 946 900 900 0.00%
6235 - UTILITY SYSTEM SUPPLIES 20,337 7,447 10,449 14,000 14,000 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 9,603 15,422 1,504 16,000 16,000 0.00%
6241 - SMALL TOOLS 75 368 374 500 500 0.00%
6242 - MINOR EQUIPMENT 5,001 2,626 3,441 10,000 44,000 340.00%
6243 - MINOR COMPUTER EQUIPMENT 158 2,812 5,565 7,750 1,100 -85.81%
TOTAL SUPPLIES 144,170 140,809 115,307 181,410 208,960 15.19%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,594 1,731 1,804 2,200 2,000 -9.09%
6302 - ARCH, ENG & PLANNING 7,655 58,299 11,950 20,000 20,000 0.00%
6303 - LEGAL SERVICES 534 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 3,839 3,763 14,353 35,000 34,400 -1.71%
6321 - TELEPHONE/PAGERS 1,913 1,807 1,505 1,900 1,940 2.11%
6322 - POSTAGE 4,953 4,920 5,300 6,210 6,210 0.00%
6329 - OTHER COMMUNICATION SERVICES 312 572 817 1,300 2,880 121.54%
6331 - TRAVEL EXPENSE/MILEAGE - - - 200 200 0.00%
6333 - FREIGHT/DRAYAGE 60 - - 50 50 0.00%
6341 - PERSONNEL ADVERTISING - - 30 160 160 0.00%
6342 - LEGAL NOTICES - - - 100 100 0.00%
6351 - PRINTING 460 83 317 500 500 0.00%
6402 - EQUIPMENT SERVICES 53,909 29,163 12,139 53,000 95,500 80.19%
6403 - BLDGS/FACILITIES MAINT SERVICE 8,173 16,999 5,535 10,000 10,000 0.00%
6408 - COMMUNICATION/INFO SYSTEMS - - - - - 0.00%
6417 - UNIFORMS 526 399 400 800 800 0.00%
6422 - SOFTWARE MAINT 337 292 307 375 375 0.00%
6423 - LOGIS CHARGES 34,418 30,529 27,679 39,390 45,673 15.95%
6432 - CONFERENCES AND SCHOOLS 1,210 1,095 1,255 2,150 2,150 0.00%
6434 - DUES & SUBSCRIPTIONS 2,138 2,173 2,352 2,550 2,550 0.00%
6435 - CREDIT CARD FEES 160 239 219 200 200 0.00%
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%
6449 - OTHER CONTRACTUAL SERVICE 37,881 141,292 31,737 70,000 70,000 0.00%
TOTAL SERVICES & OTHER CHARGES 232,359 367,528 218,934 322,085 371,688 15.40%
6361 - GENERAL LIABILITY INSURANCE 17,603 16,016 16,917 26,500 17,805 -32.81%
6362 - PROPERTY INSURANCE 2,630 3,715 4,543 4,110 4,801 16.81%
6366 - MACHINERY BREAKDOWN INSURANCE 618 892 1,073 975 1,127 15.59%
TOTAL INSURANCE 20,851 20,623 22,533 31,585 23,733 -24.86%
WATER UTILITY
FUND - 60100
PUBLIC UTILITY FUND
189
6381 - ELECTRIC 138,240 141,985 133,565 140,000 140,000 0.00%
6382 - GAS 5,107 7,187 7,716 10,000 10,000 0.00%
6385 - SEWER 271 282 224 300 300 0.00%
6386 - STORM SEWER 6,120 6,120 5,032 6,400 6,400 0.00%
6388 - HAZARDOUS WASTE DISPOSAL - - - 1,000 1,000 0.00%
6389 - STREET LIGHTS 1,395 1,674 1,578 1,500 1,500 0.00%
TOTAL UTILITIES 151,133 157,248 148,115 159,200 159,200 0.00%
6461 - FUEL CHARGES 5,501 5,585 5,652 6,447 5,905 -8.41%
6462 - FIXED CHARGES 8,444 10,004 9,440 9,559 10,736 12.31%
6463 - REPAIR & MAINT CHARGES 9,450 10,938 8,889 11,572 10,825 -6.46%
6465 - REPLACEMENT CHARGES 28,152 35,909 28,848 32,267 26,575 -17.64%
TOTAL CENTRAL GARAGE CHARGES 51,547 62,436 52,829 59,845 54,041 -9.70%
6530 - IMPROVEMENTS - - - 1,580,000 1,750,000 10.76%
TOTAL CAPITAL OUTLAY - - - 1,580,000 1,750,000 10.76%
6494 - DEPRECIATION EXPENSE 622,806 639,585 585,263 735,294 670,648 -8.79%
TOTAL DEPRECIATION 622,806 639,585 585,263 735,294 670,648 -8.79%
TOTAL OPERATING EXPENSES 1,702,629 1,878,540 1,560,835 3,574,397 3,773,090 5.56%
NONOPERATING REVENUES
4601 - SPECIAL ASSESSMENTS - (27,369) (217,988) - - 0.00%
4607 - SPEC ASSESS INTEREST (21,800) (59) (74) - - 0.00%
TOTAL SPECIAL ASSESSMENTS (21,800) (27,428) (218,062) - - 0.00%
4603 - INTEREST EARNINGS (8,328) (9,357) (12,732) (7,000) (15,277) 118.24%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,212 16,417 - - - 0.00%
TOTAL INVESTMENT EARNINGS (6,116) 7,060 (12,732) (7,000) (15,277) 118.24%
4604 - CHECK PROCESSING FEES (960) (870) (390) - - 0.00%
4606 - OTHER REVENUE - (1,797) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (1,439) (51,895) (46,701) - (17,505) 100.00%
TOTAL MISCELLANEOUS (2,399) (54,562) (47,091) - (17,505) 100.00%
TOTAL NONOPERATING REVENUES (30,315) (74,930) (277,885) (7,000) (32,782) 368.31%
NONOPERATING EXPENSES
6601 - BOND PRINCIPAL - - - 105,000 455,000 333.33%
6611 - BOND INTEREST 61,172 59,447 58,118 58,117 335,321 476.98%
6621 - PAYING AGENT/OTHER FEES 600 800 450 - 1,000 100.00%
TOTAL DEBT SERVICE 61,772 60,247 58,568 163,117 791,321 385.12%
6471 - ADMINISTRATIVE SERVICE TRANSFE 86,585 88,417 83,480 91,069 92,103 1.14%
TOTAL TRANSFERS 86,585 88,417 83,480 91,069 92,103 1.14%
TOTAL NONOPERATING EXPENSES 148,357 148,664 142,048 254,186 883,424 247.55%
NET CHANGE IN FUND BALANCE (476,669)$ (323,493)$ (820,270)$ 1,278,176$ 1,672,640$ 30.86%
190
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49251 - SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (104,511)$ (102,340)$ (94,282)$ (100,000)$ (100,000)$ 0.00%
4721 - SEWER SERVICE (3,487,918) (3,573,596) (3,474,110) (3,800,464) (3,990,000) 4.99%
TOTAL SALES AND USER FEES (3,592,429) (3,675,936) (3,568,392) (3,900,464) (4,090,000) 4.86%
TOTAL OPERATING REVENUES (3,592,429) (3,675,936) (3,568,392) (3,900,464) (4,090,000) 4.86%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 118,389 123,687 118,433 121,943 127,987 4.96%
6102 - OVERTIME-FT EMPLOYEES 12,072 13,270 13,814 19,900 19,900 0.00%
6103 - WAGES-PART TIME EMPLOYEES 15,635 13,736 14,894 14,300 14,800 3.50%
6111 - SEVERANCE PAY 1,246 411 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,458 9,930 9,588 8,841 12,164 37.59%
6125 - FICA - SOCIAL SECURITY 9,194 9,338 8,663 7,560 10,057 33.03%
6126 - FICA - MEDICARE 2,150 2,184 2,026 1,767 2,352 33.11%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,744 22,616 21,397 23,087 25,416 10.09%
6151 - WORKER'S COMP INSURANCE 5,460 5,375 4,870 4,462 6,011 34.72%
TOTAL PERSONAL SERVICES 195,348 200,547 193,685 201,860 218,687 8.34%
6201 - OFFICE SUPPLIES - - - 100 100 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - 110 200 200 0.00%
6204 - STATIONARY SUPPLIES 295 2,267 2,391 3,290 3,290 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 - - 50 50 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 4,999 5,014 5,108 5,000 5,500 10.00%
6217 - SAFETY SUPPLIES 611 899 354 2,500 2,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,407 1,024 53 2,800 2,800 0.00%
6223 - BUILDINGS & FACILITIES - - - 100 100 0.00%
6224 - STREET MAINT MATERIALS 5,347 4,843 - 7,500 7,500 0.00%
6227 - PAINT SUPPLIES 743 430 444 425 450 5.88%
6239 - OTHER REPAIR & MAINT SUPPLIES 5,744 35 508 5,000 5,000 0.00%
6241 - SMALL TOOLS 75 403 359 500 500 0.00%
6242 - MINOR EQUIPMENT 9,619 1,919 5,351 2,100 36,100 1619.05%
6243 - MINOR COMPUTER EQUIPMENT - - 840 900 - -100.00%
TOTAL SUPPLIES 29,940 16,834 15,518 30,465 64,090 110.37%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,594 1,573 1,640 2,000 2,000 0.00%
6302 - ARCH, ENG & PLANNING 2,880 866 325 1,900 1,900 0.00%
6307 - PROFESSIONAL SERVICES 5,260 4,141 2,580 4,730 3,530 -25.37%
6321 - TELEPHONE/PAGERS 983 859 858 1,100 1,120 1.82%
6322 - POSTAGE 10,530 9,460 10,340 12,690 12,690 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00%
6351 - PRINTING 189 - - 375 375 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 7,555 - 759 7,000 7,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 49,322 22,932 18,548 65,000 65,000 0.00%
6423 - LOGIS CHARGES 24,617 25,783 19,200 29,374 41,578 41.55%
6432 - CONFERENCES AND SCHOOLS 900 1,275 980 2,150 2,150 0.00%
6434 - DUES & SUBSCRIPTIONS 368 403 287 405 405 0.00%
6441 - LICENSES, TAXES & FEES 25 169 23 170 170 0.00%
6449 - OTHER CONTRACTUAL SERVICE 13,019 24,384 23,010 26,000 26,000 0.00%
TOTAL SERVICES & OTHER CHARGES 117,242 91,845 78,550 152,894 163,918 7.21%
6361 - GENERAL LIABILITY INSURANCE 3,268 18,583 29,946 5,270 31,795 503.32%
6362 - PROPERTY INSURANCE 664 847 1,036 1,010 1,096 8.51%
6366 - MACHINERY BREAKDOWN INSURANCE 179 232 280 275 295 7.27%
TOTAL INSURANCE 4,111 19,662 31,262 6,555 33,186 406.27%
6381 - ELECTRIC 36,171 40,404 31,887 36,000 37,000 2.78%
6391 - MET COUNCIL ENVIRON SVCS 2,027,787 2,072,773 2,115,017 2,114,215 2,199,000 4.01%
TOTAL UTILITIES 2,063,958 2,113,177 2,146,904 2,150,215 2,236,000 3.99%
6461 - FUEL CHARGES 16,971 18,696 15,425 19,847 19,683 -0.83%
6462 - FIXED CHARGES 12,291 13,515 12,687 13,490 14,240 5.56%
6463 - REPAIR & MAINT CHARGES 26,368 16,422 16,382 23,670 19,458 -17.79%
6465 - REPLACEMENT CHARGES 41,297 78,478 60,966 72,357 79,815 10.31%
TOTAL CENTRAL GARAGE CHARGES 96,927 127,111 105,460 129,364 133,196 2.96%
6530 - IMPROVEMENTS 47,028 - - 1,260,000 1,610,000 27.78%
TOTAL CAPITAL OUTLAY 47,028 - - 1,260,000 1,610,000 27.78%
6494 - DEPRECIATION EXPENSE 647,862 710,927 650,547 801,647 745,454 -7.01%
TOTAL DEPRECIATION 647,862 710,927 650,547 801,647 745,454 -7.01%
TOTAL OPERATING EXPENSES 3,202,416 3,280,103 3,221,926 4,733,000 5,204,531 9.96%
NONOPERATING REVENUES
4607 - SPEC ASSESS INTEREST (101) - - - - 0.00%
SEWER UTILITY
FUND - 60200
PUBLIC UTILITY FUND
191
TOTAL SPECIAL ASSESSMENTS (101) - - - - 0.00%
4603 - INTEREST EARNINGS (6,753) (8,092) (10,552) (5,000) (13,211) 164.22%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,551 13,236 - - - 0.00%
TOTAL INVESTMENT EARNINGS (5,202) 5,144 (10,552) (5,000) (13,211) 164.22%
4921 - REFUNDS & REIMBURSEMENTS - (13,194) (10,953) - (5,835) 100.00%
TOTAL MISCELLANEOUS - (13,194) (10,953) - (5,835) 100.00%
4931 - BOND SALES - - - - (1,610,000) 100.00%
TOTAL DEBT ISSUANCE - - - - (1,610,000) 100.00%
TOTAL NONOPERATING REVENUES (5,303) (8,050) (21,505) (5,000) (1,629,046) 32480.92%
NONOPERATING EXPENSES
6601 - BOND PRINCIPAL - - - 35,000 35,000 0.00%
6611 - BOND INTEREST 20,391 19,816 19,372 19,373 18,524 -4.38%
6621 - PAYING AGENT/OTHER FEES 200 125 - - 400 100.00%
TOTAL DEBT SERVICE 20,591 19,941 19,372 54,373 53,924 -0.83%
6471 - ADMINISTRATIVE SERVICE TRANSFE 86,585 88,417 83,480 91,069 92,103 1.14%
6472 - ENGINEERING SERVICE TRANSFER 5,797 - - - - 0.00%
TOTAL TRANSFERS 92,382 88,417 83,480 91,069 92,103 1.14%
TOTAL NONOPERATING EXPENSES 112,973 108,358 102,852 145,442 146,027 0.40%
NET CHANGE IN FUND BALANCE (282,343)$ (295,525)$ (265,119)$ 972,978$ (368,488)$ -137.87%
192
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49411 - STORM SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (38,071)$ (28,511)$ (24,676)$ (35,000)$ (35,000)$ 0.00%
4731 - STORM DRAINAGE FEES (1,599,414) (1,593,401) (1,431,112) (1,597,370) (1,600,000) 0.16%
TOTAL SALES AND USER FEES (1,637,485) (1,621,912) (1,455,788) (1,632,370) (1,635,000) 0.16%
TOTAL OPERATING REVENUES (1,637,485) (1,621,912) (1,455,788) (1,632,370) (1,635,000) 0.16%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 124,908 132,478 121,302 127,952 134,922 5.45%
6102 - OVERTIME-FT EMPLOYEES 1,430 2,047 1,256 1,500 1,500 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 6,802 8,028 10,815 11,140 3.01%
6111 - SEVERANCE PAY 903 333 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,159 9,752 8,885 9,277 11,043 19.04%
6125 - FICA - SOCIAL SECURITY 8,113 8,990 8,206 7,932 9,130 15.10%
6126 - FICA - MEDICARE 1,897 2,103 1,919 1,855 2,135 15.09%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,706 22,662 21,891 23,087 25,416 10.09%
6151 - WORKER'S COMP INSURANCE 8,717 9,018 8,150 8,666 9,917 14.44%
TOTAL PERSONAL SERVICES 176,833 194,185 179,637 191,084 205,203 7.39%
6204 - STATIONARY SUPPLIES 138 1,234 1,304 1,540 1,540 0.00%
6219 - GENERAL OPERATING SUPPLIES 407 79 73 500 500 0.00%
6224 - STREET MAINT MATERIALS 3,103 4,845 3,039 7,500 7,500 0.00%
6225 - PARK & LANDSCAPE MATERIALS 140 - - - - 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 1,267 19,385 19,031 35,000 35,000 0.00%
6242 - MINOR EQUIPMENT 854 - - - - 0.00%
TOTAL SUPPLIES 5,909 25,543 23,447 44,540 44,540 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,594 1,573 1,640 2,000 1,000 -50.00%
6302 - ARCH, ENG & PLANNING 426 1,750 16,912 100,000 100,000 0.00%
6307 - PROFESSIONAL SERVICES 1,481 1,670 1,487 1,606 1,600 -0.37%
6322 - POSTAGE 5,129 3,680 4,600 5,940 5,940 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 142 - 72 110 110 0.00%
6342 - LEGAL NOTICES 30 32 87 50 50 0.00%
6351 - PRINTING 23 - - - - 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,100 31,074 43,163 30,000 37,500 25.00%
6423 - LOGIS CHARGES 14,194 14,736 13,573 16,785 23,759 41.55%
6434 - DUES & SUBSCRIPTIONS 53,722 53,198 54,142 52,477 54,483 3.82%
6449 - OTHER CONTRACTUAL SERVICE 1,098 2,145 2,354 5,000 5,000 0.00%
TOTAL SERVICES & OTHER CHARGES 78,939 109,858 138,030 213,968 229,442 7.23%
6361 - GENERAL LIABILITY INSURANCE 2,797 2,564 3,016 4,280 3,311 -22.64%
TOTAL INSURANCE 2,797 2,564 3,016 4,280 3,311 -22.64%
6461 - FUEL CHARGES 10,167 8,088 7,014 11,877 8,497 -28.46%
6462 - FIXED CHARGES 4,182 5,726 5,715 5,570 6,341 13.84%
6463 - REPAIR & MAINT CHARGES 22,995 21,761 13,257 31,560 29,011 -8.08%
6465 - REPLACEMENT CHARGES 51,059 63,580 43,343 41,455 45,963 10.87%
TOTAL CENTRAL GARAGE CHARGES 88,403 99,155 69,329 90,462 89,812 -0.72%
6540 - EQUIPMENT & MACHINERY - - - - 15,600 100.00%
6530 - IMPROVEMENTS 78,069 1,875 132,216 1,388,000 1,811,000 30.48%
TOTAL CAPITAL OUTLAY 78,069 1,875 132,216 1,388,000 1,826,600 31.60%
6494 - DEPRECIATION EXPENSE 982,599 1,034,761 944,647 1,175,000 1,082,453 -7.88%
TOTAL DEPRECIATION 982,599 1,034,761 944,647 1,175,000 1,082,453 -7.88%
TOTAL OPERATING EXPENSES 1,413,549 1,467,941 1,490,322 3,107,334 3,481,361 12.04%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS (13,396) (13,714) (18,966) (10,000) (22,390) 123.90%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,927 21,882 - - - 0.00%
TOTAL INVESTMENT EARNINGS (10,469) 8,168 (18,966) (10,000) (22,390) 123.90%
4606 - OTHER REVENUE (23,263) - - - - 0.00%
4612 - DONATIONS & CONTRIBUTIONS (100) (100) (100) - - 0.00%
TOTAL MISCELLANEOUS (23,363) (100) (100) - - 0.00%
TOTAL NONOPERATING REVENUES (33,832) 8,068 (19,066) (10,000) (22,390) 123.90%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFE 86,585 88,417 83,481 91,070 92,103 1.13%
6482 - MISC TRANSFER OUT - - - - 45,000 100.00%
TOTAL TRANSFERS 86,585 88,417 83,481 91,070 137,103 50.55%
NET CHANGE IN FUND BALANCE (171,183)$ (57,486)$ 98,949$ 1,556,034$ 1,961,074$ 26.03%
STORM SEWER UTILITY
FUND - 65100
PUBLIC UTILITY FUND
193
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49571 - STREET LIGHT-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (8,177)$ (8,796)$ (8,498)$ (7,500)$ (7,500)$ 0.00%
4741 - STREET LIGHT SERVICE CHARGE (346,531) (408,674) (399,384) (442,369) (443,000) 0.14%
TOTAL SALES AND USER FEES (354,708) (417,470) (407,882) (449,869) (450,500) 0.14%
TOTAL OPERATING REVENUES (354,708) (417,470) (407,882) (449,869) (450,500) 0.14%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 25 113 118 280 280 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - 2,294 - 2,500 2,500 0.00%
TOTAL SUPPLIES 25 2,407 118 2,780 2,780 0.00%
6307 - PROFESSIONAL SERVICES 134 43 41 200 200 0.00%
6322 - POSTAGE 896 720 880 1,080 1,080 0.00%
6409 - OTHER REPAIR & MAINT SVCS 2,364 13,112 8,838 15,000 15,000 0.00%
6423 - LOGIS CHARGES 3,515 3,680 2,979 4,196 5,940 41.56%
6449 - OTHER CONTRACTUAL SERVICE 14 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 6,923 17,555 12,738 20,476 22,220 8.52%
6361 - GENERAL LIABILITY INSURANCE 2,068 1,445 1,077 3,200 1,543 -51.78%
TOTAL INSURANCE 2,068 1,445 1,077 3,200 1,543 -51.78%
6381 - ELECTRIC 169,125 188,516 144,377 175,000 175,000 0.00%
TOTAL UTILITIES 169,125 188,516 144,377 175,000 175,000 0.00%
6530 - IMPROVEMENTS - - - 40,000 220,000 450.00%
TOTAL CAPITAL OUTLAY - - - 40,000 220,000 450.00%
6494 - DEPRECIATION EXPENSE 28,449 28,371 40,962 36,900 46,935 27.20%
TOTAL DEPRECIATION 28,449 28,371 40,962 36,900 46,935 27.20%
TOTAL OPERATING EXPENSES 206,590 238,294 199,272 278,356 468,478 68.30%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS (381) (664) (934) (500) (1,084) 116.80%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 112 1,191 - - - 0.00%
TOTAL INVESTMENT EARNINGS (269) 527 (934) (500) (1,084) 116.80%
4606 - OTHER REVENUE (113) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - - 258 - - 0.00%
TOTAL MISCELLANEOUS (113) - 258 - - 0.00%
TOTAL NONOPERATING REVENUES (382) 527 (676) (500) (1,084) 116.80%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFE 16,244 18,785 17,738 19,350 20,272 4.76%
6482 - MISC TRANSFER OUT 436 - - - - 0.00%
TOTAL TRANSFERS 16,680 18,785 17,738 19,350 20,272 4.76%
NET CHANGE IN FUND BALANCE (131,820)$ (159,864)$ (191,548)$ (152,663)$ 37,166$ -124.35%
STREET LIGHT UTILITY
FUND - 65200
PUBLIC UTILITY FUND
194
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49311 - RECYCLING
OPERATING REVENUES
4707 - PENALTIES (10,306)$ (10,405)$ (9,868)$ (5,000)$ (5,000)$ 0.00%
4751 - RECYCLING SERVICE FEES (280,430) (287,465) (269,688) (311,466) (320,810) 3.00%
TOTAL SALES AND USER FEES (290,736) (297,870) (279,556) (316,466) (325,810) 2.95%
TOTAL OPERATING REVENUES (290,736) (297,870) (279,556) (316,466) (325,810) 2.95%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 25 157 165 150 150 0.00%
TOTAL SUPPLIES 25 157 165 150 150 0.00%
6307 - PROFESSIONAL SERVICES 6 158 56 100 100 0.00%
6322 - POSTAGE 896 720 880 1,250 1,400 12.00%
6423 - LOGIS CHARGES 3,515 3,680 2,979 4,196 5,940 41.56%
6449 - OTHER CONTRACTUAL SERVICE 262,682 262,604 240,750 270,000 270,000 0.00%
TOTAL SERVICES & OTHER CHARGES 267,099 267,162 244,665 275,546 277,440 0.69%
6361 - GENERAL LIABILITY INSURANCE 506 917 1,465 1,875 1,113 -40.64%
TOTAL INSURANCE 506 917 1,465 1,875 1,113 -40.64%
TOTAL OPERATING EXPENSES 267,630 268,236 246,295 277,571 278,703 0.41%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (15) (34) (57) - (56) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - 1 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - - 616 - - 0.00%
TOTAL INVESTMENT EARNINGS (15) (33) 559 - (56) 100.00%
6471 - ADMINISTRATIVE SERVICE TRANSFE 18,222 20,807 20,029 21,850 22,478 2.87%
TOTAL TRANSFERS 18,222 20,807 20,029 21,850 22,478 2.87%
NET CHANGE IN FUND BALANCE (4,899)$ (8,860)$ (12,673)$ (17,045)$ (24,685)$ 44.82%
RECYCLING UTILITY
FUND - 65300
PUBLIC UTILITY FUND
195
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196
City of Brooklyn Center
2015 Budget
Enterprise Funds
City of Brooklyn Center
2015 Budget
Enterprise Funds
Enterprise Funds are those programs provided by the City which generate their own
revenues for operations and capital maintenance. In some cases these funds are expected
to generate enough revenue to support capital projects in other funds, thereby reducing
the need for use of the property tax levy. The City of Brooklyn Center operates three
Enterprise Funds:
Brooklyn Center Liquor
Centerbrook Golf Course
Earle Brown Heritage Center
197
2015 Brooklyn Center Department Budget Narrative by Fund
Department Name: Fiscal & Support Services
BC Liquor Stores # 1 & # 2
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.
198
Respond to Customer Needs
We will continue to work with Delaney Consulting to assist us with several initiatives including:
o Branding – Who is BC liquor?
o Increase moral among staff and review hiring processes
o Develop loss prevention tools
o Continue to develop GUEST model with secret shoppers
Staffing Levels
Positions FTEs 2014 2015 2016
Liquor Operations Manager
Liquor Store Manager
Liquor Store Assistant Manager
Liquor Store Office Assistant
Liquor Store Category Lead (3 - PT Staff)
Liquor Store Shift Lead (6 – PT Staff)
Store Clerk/Stocker (16 - PT staff)
TOTAL
1
2
1
1
1.8
3
4.7
14.5
1
2
1
1
1.8
3
4.7
14.5
1
2
1
1
1.8
3
4.7
14.5
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
199
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
*Actual Value Target Value
Inventory Variance Levels $12,980 $12,000
Increase # of memberships in Tasting clubs 49 club – 9 single 55 club – 12 single
Compliance checks passed 100% (4/4) 100%
Increase social media presence - Facebook 0 Likes 50 Likes
Increase social media presence – Twitter 107 Followers 214 Followers
Increase staff longevity – # of staff who did not
reach 90 days of employment
10 (YTD 9/30) <8
*2013 data
200
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
60900 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES (2,231,219)$ (2,300,182)$ (2,022,273)$ (2,259,730)$ (2,233,541)$ -1.16%
4762 - WINE SALES (796,256) (774,781) (667,974) (885,127) (747,176) -15.59%
4763 - BEER SALES (2,786,889) (2,844,257) (2,513,187) (2,529,561) (2,671,464) 5.61%
4764 - SALES-NON TAXABLE (63,194) (61,404) (41,387) (64,516) (62,176) -3.63%
4765 - SALES-TAXABLE (86,351) (82,608) (68,828) (86,344) (83,217) -3.62%
TOTAL SALES AND USER FEES (5,963,909) (6,063,232) (5,313,649) (5,825,278) (5,797,574) -0.48%
5581 - COST OF SALES-LIQUOR 1,529,277 1,575,192 1,396,863 1,559,212 1,541,142 -1.16%
5582 - COST OF SALES-WINE 535,155 493,528 440,568 588,608 496,872 -15.59%
5583 - COST OF SALES-BEER 2,112,093 2,143,720 1,896,012 1,947,761 2,063,027 5.92%
5584 - OTHER COSTS OF SALE-NONTAXABLE 39,363 33,193 22,425 41,290 39,791 -3.63%
5585 - OTHER COSTS OF SALE-TAXABLE 56,342 54,188 44,280 55,260 53,258 -3.62%
5587 - INVENTORY VARIANCES 18,996 15,795 20,546 17,000 19,000 11.76%
5589 - DELIVERY CHARGES 25,489 25,608 21,210 23,800 26,000 9.24%
TOTAL COST OF GOODS SOLD 4,316,715 4,341,224 3,841,904 4,232,931 4,239,090 0.15%
TOTAL OPERATING REVENUES (1,647,194) (1,722,008) (1,471,745) (1,592,347) (1,558,484) -2.13%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 248,140 291,133 273,864 301,747 300,221 -0.51%
6102 - OVERTIME-FT EMPLOYEES - - 537 - 2,114 100.00%
6103 - WAGES-PART TIME EMPLOYEES 238,784 218,378 189,327 250,000 246,100 -1.56%
6104 - OVERTIME-PART TIME EMPLOYEES 3,700 3,821 3,523 4,000 1,500 -62.50%
6111 - SEVERANCE PAY 3,647 1,101 9,257 - - 0.00%
6122 - PERA COORDINATED PLAN 34,669 36,094 32,961 40,001 41,192 2.98%
6125 - FICA - SOCIAL SECURITY 31,359 32,649 30,487 34,208 34,052 -0.46%
6126 - FICA - MEDICARE 7,334 7,636 7,130 8,000 7,963 -0.46%
6131 - CAFETERIA PLAN CONTRIBUTIONS 30,967 41,348 35,884 60,284 63,540 5.40%
6141 - UNEMPLOYMENT COMPENSATION 96 162 1,137 - - 0.00%
6151 - WORKER'S COMP INSURANCE 11,327 13,779 11,834 14,786 14,719 -0.45%
TOTAL PERSONAL SERVICES 610,023 646,101 595,941 713,026 711,401 -0.23%
6201 - OFFICE SUPPLIES 372 1,202 1,137 1,400 1,300 -7.14%
6203 - BOOKS/REFERENCE MATERIALS - - 124 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,373 2,580 2,409 1,500 2,100 40.00%
6219 - GENERAL OPERATING SUPPLIES 14,663 13,356 15,103 16,000 15,000 -6.25%
6223 - BUILDINGS & FACILITIES - - - 2,500 5,500 120.00%
6241 - SMALL TOOLS - 191 - - - 0.00%
6242 - MINOR EQUIPMENT 1,750 4,335 9,624 12,000 9,500 -20.83%
6243 - MINOR COMPUTER EQUIPMENT 23,661 10,171 48,122 54,450 29,000 -46.74%
TOTAL SUPPLIES 41,819 31,835 76,519 87,850 62,400 -28.97%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,985 3,934 4,100 5,000 4,000 -20.00%
6303 - LEGAL SERVICES 197 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 3,196 19,112 13,685 8,200 23,500 186.59%
6321 - TELEPHONE/PAGERS 3,632 3,595 2,995 4,000 4,080 2.00%
6329 - OTHER COMMUNICATION SERVICES 985 833 227 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 893 518 666 1,300 1,300 0.00%
6341 - PERSONNEL ADVERTISING 252 207 356 700 700 0.00%
6349 - OTHER ADVERTISING 16,647 12,532 5,171 16,000 22,000 37.50%
6351 - PRINTING - 574 405 500 700 40.00%
6402 - EQUIPMENT SERVICES 1,934 5,909 757 7,000 7,500 7.14%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,711 1,993 2,795 4,000 5,000 25.00%
6406 - MULTI-FUNCTION MTNCE 274 443 431 675 675 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - 1,331 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE - 1,539 369 - - 0.00%
6422 - SOFTWARE MAINT 7,607 7,997 3,979 9,100 9,100 0.00%
6423 - LOGIS CHARGES 16,840 18,480 19,235 20,596 24,314 18.05%
6428 - PROTECTION SERVICES 1,021 1,058 1,687 500 1,000 100.00%
6431 - SPECIAL EVENTS 8,822 9,955 8,589 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 2,257 2,674 2,154 2,800 3,100 10.71%
6433 - MEETING EXPENSES 15 - 105 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 3,320 3,285 3,041 3,500 3,500 0.00%
6435 - CREDIT CARD FEES 87,346 85,659 73,250 90,000 92,000 2.22%
6438 - CASH SHORT (OVER)1,830 615 2,675 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 20 838 140 1,200 700 -41.67%
6449 - OTHER CONTRACTUAL SERVICE 5,477 6,669 6,847 5,100 5,100 0.00%
TOTAL SERVICES & OTHER CHARGES 168,261 188,419 154,990 191,671 219,769 14.66%
6361 - GENERAL LIABILITY INSURANCE 920 4,155 5,121 1,572 5,668 260.56%
6362 - PROPERTY INSURANCE 1,529 2,030 2,295 2,565 2,627 2.42%
6364 - DRAM SHOP INSURANCE 5,439 7,009 7,242 9,218 8,216 -10.87%
6366 - MACHINERY BREAKDOWN INSURANCE 413 553 619 687 707 2.91%
TOTAL INSURANCE 8,301 13,747 15,277 14,042 17,218 22.62%
MUNICIPAL OFF-SALE LIQUOR
FUND - 60900
ENTERPRISE FUND
201
6381 - ELECTRIC 33,180 44,417 33,522 44,000 45,000 2.27%
6382 - GAS 4,373 4,862 5,895 6,500 7,500 15.38%
6383 - WATER 30,899 - - 7,200 7,200 0.00%
TOTAL UTILITIES 68,452 49,279 39,417 57,700 59,700 3.47%
6412 - BLDGS/FACILITIES 296,964 302,772 280,393 289,640 289,640 0.00%
TOTAL RENT 296,964 302,772 280,393 289,640 289,640 0.00%
6461 - FUEL CHARGES 278 290 238 216 336 55.56%
6462 - FIXED CHARGES 1,059 1,185 881 1,154 1,008 -12.65%
6463 - REPAIR & MAINT CHARGES 90 619 1,086 1,104 434 -60.69%
6465 - REPLACEMENT CHARGES 1,861 2,100 1,879 2,398 1,750 -27.02%
TOTAL CENTRAL GARAGE CHARGES 3,288 4,194 4,084 4,872 3,528 -27.59%
6540 - EQUIPMENT & MACHINERY - 6,510 - - - 0.00%
TOTAL CAPITAL OUTLAY - 6,510 - - - 0.00%
6494 - DEPRECIATION EXPENSE 11,312 28,469 22,262 14,075 25,515 81.28%
TOTAL DEPRECIATION 11,312 28,469 22,262 14,075 25,515 81.28%
TOTAL OPERATING EXPENSES 1,208,420 1,271,326 1,188,883 1,372,876 1,389,171 1.19%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (7,125) (6,081) (7,336) (6,000) (9,928) 65.47%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,478 9,803 - - - 0.00%
TOTAL INVESTMENT EARNINGS (5,647) 3,722 (7,336) (6,000) (9,928) 65.47%
4606 - OTHER REVENUE (2,500) (2,500) (2,006) (1,500) (1,500) 0.00%
4921 - REFUNDS & REIMBURSEMENTS (2,512) (2,837) (3,650) - (2,500) 100.00%
4922 - PROJECT ADMINISTRATION (3,921) (3,767) (2,619) (4,500) (4,500) 0.00%
TOTAL MISCELLANEOUS (8,933) (9,104) (8,275) (6,000) (8,500) 41.67%
TOTAL NONOPERATING ITEMS (14,580) (5,382) (15,611) (12,000) (18,428) 53.57%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 62,742 61,425 57,617 62,855 78,295 24.56%
6476 - CAPITAL PROJECT FUND TRANSFER 200,000 200,000 - 200,000 200,000 0.00%
6482 - MISC TRANSFER OUT - - 362,190 - - 0.00%
TOTAL TRANSFERS 262,742 261,425 419,807 262,855 278,295 5.87%
NET CHANGE IN FUND BALANCE (190,612)$ (194,639)$ 121,334$ 31,384$ 90,554$ 188.54%
202
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49611 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES (1,705,023)$ (1,770,365)$ (1,561,782)$ (1,723,917)$ (1,723,917)$ 0.00%
4762 - WINE SALES (576,899) (569,509) (489,324) (637,121) (558,000) -12.42%
4763 - BEER SALES (1,889,305) (1,962,855) (1,727,483) (1,893,190) (1,866,000) -1.44%
4764 - SALES-NON TAXABLE (43,190) (43,850) (27,840) (44,322) (42,992) -3.00%
4765 - SALES-TAXABLE (60,679) (58,812) (47,998) (59,525) (57,739) -3.00%
TOTAL SALES AND USER FEES (4,275,096) (4,405,391) (3,854,427) (4,358,075) (4,248,648) -2.51%
5581 - COST OF SALES-LIQUOR 1,090,687 1,124,091 1,066,989 1,189,502 1,189,502 0.00%
5582 - COST OF SALES-WINE 371,520 336,341 320,464 423,685 371,070 -12.42%
5583 - COST OF SALES-BEER 1,481,804 1,498,782 1,304,519 1,457,756 1,436,820 -1.44%
5584 - OTHER COSTS OF SALE-NONTAXABLE 23,172 20,420 15,007 28,366 27,514 -3.00%
5585 - OTHER COSTS OF SALE-TAXABLE 39,133 37,637 30,716 38,096 36,953 -3.00%
5587 - INVENTORY VARIANCES 14,143 10,615 15,069 12,000 14,000 16.67%
5589 - DELIVERY CHARGES 19,896 20,497 16,158 18,000 20,000 11.11%
TOTAL COST OF GOODS SOLD 3,040,355 3,048,383 2,768,922 3,167,405 3,095,859 -2.26%
TOTAL OPERATING REVENUES (1,234,741) (1,357,008) (1,085,505) (1,190,670) (1,152,789) -3.18%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 180,105 202,129 178,067 215,946 207,860 -3.74%
6102 - OVERTIME-FT EMPLOYEES - - 523 - 1,000 100.00%
6103 - WAGES-PART TIME EMPLOYEES 161,457 155,140 135,581 178,000 173,000 -2.81%
6104 - OVERTIME-PART TIME EMPLOYEES 2,278 2,492 2,472 2,500 1,000 -60.00%
6111 - SEVERANCE PAY 2,229 592 9,257 - - 0.00%
6122 - PERA COORDINATED PLAN 24,201 25,214 22,328 28,561 28,752 0.67%
6125 - FICA - SOCIAL SECURITY 21,869 22,716 20,735 24,424 23,769 -2.68%
6126 - FICA - MEDICARE 5,114 5,313 4,850 5,712 5,558 -2.70%
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,337 35,830 31,025 36,170 38,124 5.40%
6141 - UNEMPLOYMENT COMPENSATION 96 162 1,137 - - 0.00%
6151 - WORKER'S COMP INSURANCE 7,795 9,649 8,018 10,557 10,274 -2.68%
TOTAL PERSONAL SERVICES 431,481 459,237 413,993 501,870 489,337 -2.50%
6201 - OFFICE SUPPLIES 282 982 795 1,000 1,000 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - 124 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,110 1,424 1,106 1,000 1,500 50.00%
6219 - GENERAL OPERATING SUPPLIES 11,230 9,808 8,183 11,000 11,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 2,000 5,000 150.00%
6241 - SMALL TOOLS - 191 - - - 0.00%
6242 - MINOR EQUIPMENT 1,696 3,911 1,482 6,500 3,000 -53.85%
6243 - MINOR COMPUTER EQUIPMENT 20,246 8,443 24,355 20,725 9,800 -52.71%
TOTAL SUPPLIES 34,564 24,759 36,045 42,225 31,300 -25.87%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,985 3,934 4,100 5,000 4,000 -20.00%
6303 - LEGAL SERVICES 197 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 2,112 3,049 6,469 7,000 17,500 150.00%
6321 - TELEPHONE/PAGERS 2,171 2,133 1,859 2,500 2,550 2.00%
6331 - TRAVEL EXPENSE/MILEAGE 704 389 666 1,000 1,000 0.00%
6341 - PERSONNEL ADVERTISING 252 207 356 500 500 0.00%
6349 - OTHER ADVERTISING 12,243 7,005 4,499 10,000 15,000 50.00%
6351 - PRINTING - 402 283 500 500 0.00%
6402 - EQUIPMENT SERVICES 938 3,069 591 5,000 5,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,559 182 1,474 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 234 316 313 500 500 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - 1,331 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE - 1,539 - - - 0.00%
6422 - SOFTWARE MAINT 5,311 5,659 3,093 6,300 6,300 0.00%
6423 - LOGIS CHARGES 11,613 12,846 12,245 14,417 17,020 18.06%
6428 - PROTECTION SERVICES 547 560 514 500 500 0.00%
6431 - SPECIAL EVENTS 8,822 9,955 8,589 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 1,792 2,295 1,924 2,200 2,500 13.64%
6433 - MEETING EXPENSES 15 - - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 2,304 2,181 2,066 2,500 2,500 0.00%
6435 - CREDIT CARD FEES 63,092 64,657 55,109 64,000 65,000 1.56%
6438 - CASH SHORT (OVER)829 295 1,510 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES - 615 40 200 200 0.00%
6449 - OTHER CONTRACTUAL SERVICE 2,477 3,090 3,081 2,500 2,500 0.00%
TOTAL SERVICES & OTHER CHARGES 121,197 124,378 110,112 138,117 156,570 13.36%
MUNICIPAL OFF-SALE LIQUOR - STORE #1
FUND - 60900
ENTERPRISE FUND
203
6361 - GENERAL LIABILITY INSURANCE 312 1,705 2,561 786 2,834 260.56%
6362 - PROPERTY INSURANCE 642 1,189 1,448 1,377 1,658 20.41%
6364 - DRAM SHOP INSURANCE 4,037 5,218 5,646 6,843 6,405 -6.40%
6366 - MACHINERY BREAKDOWN INSURANCE 174 324 391 370 446 20.54%
TOTAL INSURANCE 5,165 8,436 10,046 9,376 11,343 20.98%
6381 - ELECTRIC 15,781 25,132 18,708 25,000 26,000 4.00%
6382 - GAS 2,240 2,374 2,804 3,500 3,500 0.00%
TOTAL UTILITIES 18,021 27,506 21,512 28,500 29,500 3.51%
6412 - BLDGS/FACILITIES 203,604 209,412 193,813 195,780 195,780 0.00%
TOTAL RENT 203,604 209,412 193,813 195,780 195,780 0.00%
6461 - FUEL CHARGES 139 145 119 108 168 55.56%
6462 - FIXED CHARGES 529 791 441 577 504 -12.65%
6463 - REPAIR & MAINT CHARGES 45 309 543 552 217 -60.69%
6465 - REPLACEMENT CHARGES 930 1,400 940 1,199 875 -27.02%
TOTAL CENTRAL GARAGE CHARGES 1,643 2,645 2,043 2,436 1,764 -27.59%
6540 - EQUIPMENT & MACHINERY - 6,510 - - - 0.00%
TOTAL CAPITAL OUTLAY - 6,510 - - - 0.00%
6494 - DEPRECIATION EXPENSE 6,435 23,605 19,064 9,200 21,848 137.48%
TOTAL DEPRECIATION 6,435 23,605 19,064 9,200 21,848 137.48%
TOTAL OPERATING EXPENSES 822,110 886,488 806,628 927,504 937,442 1.07%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,562) (3,040) (3,668) (3,000) (4,964) 65.47%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 739 4,901 - - - 0.00%
TOTAL INVESTMENT EARNINGS (2,823) 1,861 (3,668) (3,000) (4,964) 65.47%
4606 - OTHER REVENUE (2,500) (2,500) (2,006) (1,500) (1,500) 0.00%
4921 - REFUNDS & REIMBURSEMENTS (2,496) (2,798) (3,620) - (2,500) 100.00%
4922 - PROJECT ADMINISTRATION (3,921) (3,767) (2,619) (4,500) (4,500) 0.00%
TOTAL MISCELLANEOUS (8,917) (9,065) (8,245) (6,000) (8,500) 41.67%
TOTAL NONOPERATING ITEMS (11,740) (7,204) (11,913) (9,000) (13,464) 49.60%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 41,849 40,970 38,308 41,790 52,197 24.90%
6476 - CAPITAL PROJECT FUND TRANSFER 200,000 200,000 - 200,000 200,000 0.00%
6482 - MISC TRANSFER OUT - - 362,190 - - 0.00%
TOTAL TRANSFERS 241,849 240,970 400,498 241,790 252,197 4.30%
NET CHANGE IN FUND BALANCE (182,522)$ (236,754)$ 109,708$ (30,376)$ 23,386$ -176.99%
204
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49612 - 69TH AVENUE LIQUOR STORE
OPERATING REVENUES
4761 - LIQUOR SALES (526,196)$ (529,817)$ (460,491)$ (535,813)$ (508,624)$ -5.07%
4762 - WINE SALES (219,356) (205,272) (178,650) (248,006) (189,176) -23.72%
4763 - BEER SALES (897,584) (881,402) (604,278) (636,371) (605,464) -4.86%
4764 - SALES-NON TAXABLE (20,004) (17,553) (13,547) (20,194) (19,184) -5.00%
4765 - SALES-TAXABLE (25,672) (23,796) (20,194) (26,819) (25,478) -5.00%
TOTAL SALES AND USER FEES (1,688,812) (1,657,840) (1,277,160) (1,467,203) (1,347,926) -8.13%
5581 - COST OF SALES-LIQUOR 438,589 451,102 329,873 369,710 350,950 -5.07%
5582 - COST OF SALES-WINE 163,634 157,186 120,104 164,923 125,802 -23.72%
5583 - COST OF SALES-BEER 630,290 644,938 447,102 490,005 466,207 -4.86%
5584 - OTHER COSTS OF SALE-NONTAXABLE 16,191 12,773 7,419 12,924 12,277 -5.01%
5585 - OTHER COSTS OF SALE-TAXABLE 17,209 16,551 13,255 17,164 16,305 -5.00%
5587 - INVENTORY VARIANCES 4,853 5,181 6,103 5,000 5,000 0.00%
5589 - DELIVERY CHARGES 5,593 5,111 5,052 5,800 6,000 3.45%
TOTAL COST OF GOODS SOLD 1,276,359 1,292,842 928,908 1,065,526 982,541 -7.79%
TOTAL OPERATING REVENUES (412,453) (364,998) (348,252) (401,677) (365,385) -9.04%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 68,035 89,004 95,797 85,801 92,361 7.65%
6102 - OVERTIME-FT EMPLOYEES - - 14 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 77,327 63,238 52,970 72,000 72,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 1,422 1,328 1,051 1,500 500 -66.67%
6111 - SEVERANCE PAY 1,418 509 - - - 0.00%
6122 - PERA COORDINATED PLAN 10,469 10,880 10,576 11,440 12,440 8.74%
6125 - FICA - SOCIAL SECURITY 9,490 9,933 9,704 9,784 10,283 5.10%
6126 - FICA - MEDICARE 2,220 2,322 2,269 2,288 2,405 5.11%
6131 - CAFETERIA PLAN CONTRIBUTIONS 4,629 5,518 4,859 24,114 25,416 5.40%
6151 - WORKER'S COMP INSURANCE 3,532 4,129 3,796 4,229 4,445 5.11%
TOTAL PERSONAL SERVICES 178,542 186,861 181,036 211,156 219,850 4.12%
6201 - OFFICE SUPPLIES 90 220 342 400 300 -25.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 263 1,156 474 500 600 20.00%
6219 - GENERAL OPERATING SUPPLIES 3,433 3,548 2,525 5,000 4,000 -20.00%
6223 - BUILDINGS & FACILITIES - - - 500 500 0.00%
6242 - MINOR EQUIPMENT 54 424 8,142 5,500 6,500 18.18%
6243 - MINOR COMPUTER EQUIPMENT 3,415 1,728 23,768 33,725 19,200 -43.07%
TOTAL SUPPLIES 7,255 7,076 35,251 45,625 31,100 -31.84%
6307 - PROFESSIONAL SERVICES 1,084 16,063 7,216 1,200 6,000 400.00%
6321 - TELEPHONE/PAGERS 1,462 1,462 1,136 1,500 1,530 2.00%
6329 - OTHER COMMUNICATION SERVICES 985 833 227 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 189 130 - 300 300 0.00%
6341 - PERSONNEL ADVERTISING - - - 200 200 0.00%
6349 - OTHER ADVERTISING 4,404 5,527 672 6,000 7,000 16.67%
6351 - PRINTING - 172 121 - 200 100.00%
6402 - EQUIPMENT SERVICES 996 2,840 166 2,000 2,500 25.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 152 1,812 1,321 1,000 2,000 100.00%
6406 - MULTI-FUNCTION MTNCE 40 127 118 175 175 0.00%
6421 - SOFTWARE LICENSE - - 369 - - 0.00%
6422 - SOFTWARE MAINT 2,296 2,338 886 2,800 2,800 0.00%
6423 - LOGIS CHARGES 5,227 5,634 6,990 6,179 7,294 18.04%
6428 - PROTECTION SERVICES 475 498 461 - 500 100.00%
6432 - CONFERENCES AND SCHOOLS 465 379 230 600 600 0.00%
6433 - MEETING EXPENSES - - 60 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 1,016 1,104 976 1,000 1,000 0.00%
6435 - CREDIT CARD FEES 24,253 21,002 18,141 26,000 27,000 3.85%
6438 - CASH SHORT (OVER)1,001 320 1,165 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 20 223 80 1,000 500 -50.00%
6449 - OTHER CONTRACTUAL SERVICE 3,000 3,579 3,766 2,600 2,600 0.00%
TOTAL SERVICES & OTHER CHARGES 47,065 64,043 44,101 53,554 63,199 18.01%
6361 - GENERAL LIABILITY INSURANCE 608 2,451 2,561 786 2,834 260.56%
6362 - PROPERTY INSURANCE 886 841 846 1,188 969 -18.43%
6364 - DRAM SHOP INSURANCE 1,402 1,790 1,596 2,375 1,811 -23.75%
6366 - MACHINERY BREAKDOWN INSURANCE 239 229 228 317 261 -17.67%
TOTAL INSURANCE 3,135 5,311 5,231 4,666 5,875 25.91%
6381 - ELECTRIC 17,399 19,286 14,814 19,000 19,000 0.00%
6382 - GAS 2,133 2,487 3,091 3,000 4,000 33.33%
MUNICIPAL OFF-SALE LIQUOR - STORE #2
FUND - 60900
ENTERPRISE FUND
205
6383 - WATER 30,899 - - 7,200 7,200 0.00%
TOTAL UTILITIES 50,431 21,773 17,905 29,200 30,200 3.42%
6412 - BLDGS/FACILITIES 93,360 93,360 85,580 93,860 93,860 0.00%
TOTAL RENT 93,360 93,360 85,580 93,860 93,860 0.00%
6461 - FUEL CHARGES 139 145 119 108 168 55.56%
6462 - FIXED CHARGES 529 394 441 577 504 -12.65%
6463 - REPAIR & MAINT CHARGES 45 309 543 552 217 -60.69%
6465 - REPLACEMENT CHARGES 930 700 940 1,199 875 -27.02%
TOTAL CENTRAL GARAGE CHARGES 1,643 1,548 2,043 2,436 1,764 -27.59%
6494 - DEPRECIATION EXPENSE 4,877 4,864 3,198 4,875 3,667 -24.78%
TOTAL DEPRECIATION 4,877 4,864 3,198 4,875 3,667 -24.78%
TOTAL OPERATING EXPENSES 386,308 384,836 374,345 445,372 449,515 0.93%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,562) (3,040) (3,668) (3,000) (4,964) 65.47%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 739 4,901 - - - 0.00%
TOTAL INVESTMENT EARNINGS (2,823) 1,861 (3,668) (3,000) (4,964) 65.47%
4921 - REFUNDS & REIMBURSEMENTS (16) (38) (30) - - 0.00%
TOTAL MISCELLANEOUS (16) (38) (30) - - 0.00%
TOTAL NONOPERATING ITEMS (2,839) 1,823 (3,698) (3,000) (4,964) 65.47%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 20,893 20,454 19,310 21,065 26,098 23.89%
TOTAL TRANSFERS 20,893 20,454 19,310 21,065 26,098 23.89%
NET CHANGE IN FUND BALANCE (8,091)$ 42,115$ 41,705$ 61,760$ 105,264$ 70.44%
206
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49613 - BC LIQUOR - DARKNESS DAY
OPERATING REVENUES
4761 - LIQUOR SALES -$ -$ -$ -$ (1,000)$ 100.00%
4763 - BEER SALES - - (181,426) - (200,000) 100.00%
4765 - SALES-TAXABLE - - (636) - - 0.00%
TOTAL SALES AND USER FEES - - (182,062) - (201,000) 100.00%
5581 - COST OF SALES-LIQUOR - - - - 690 100.00%
5583 - COST OF SALES-BEER - - 144,391 - 160,000 100.00%
5585 - OTHER COSTS OF SALE-TAXABLE - - 309 - - 0.00%
5587 - INVENTORY VARIANCES - - (626) - - 0.00%
TOTAL COST OF GOODS SOLD - - 144,074 - 160,690 100.00%
TOTAL OPERATING REVENUES - - (37,988) - (40,310) 100.00%
OPERATING EXPENSES
6102 - OVERTIME-FT EMPLOYEES - - - - 1,114 100.00%
6103 - WAGES-PART TIME EMPLOYEES - - 776 - 1,100 100.00%
6122 - PERA COORDINATED PLAN - - 56 - - 0.00%
6125 - FICA - - 48 - - 0.00%
6126 - MEDICARE CONTRIBUTIONS - - 11 - - 0.00%
6151 - WORKER'S COMP INSURANCE - - 20 - - 0.00%
TOTAL PERSONAL SERVICES - - 911 - 2,214 100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 829 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - - 4,395 - - 0.00%
TOTAL SUPPLIES - - 5,224 - - 0.00%
6412 - BLDGS/FACILITIES - - 1,000 - - 0.00%
6428 - PROTECTION SERVICES - - 712 - - 0.00%
6433 - MEETING EXPENSES - - 45 - - 0.00%
6441 - LICENSES, TAXES & FEES - - 20 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - - 1,777 - - 0.00%
TOTAL OPERATING EXPENSES - - 7,912 - 2,214 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (30,076)$ -$ (38,096)$ 100.00%
MUNICIPAL OFF-SALE LIQUOR - DARKNESS DAY
FUND - 60900
ENTERPRISE FUND
207
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.
Customer Service
Continued focus on customer service and improving the customer experience.
Staffing Levels
Positions FTEs 2014 2015 2016
Golf Course Superintendent
Part-time Staff (10 - Seasonal)
Total
1
1.75
2.75
1
1.75
2.75
1
1.75
2.75
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.
208
Annual Goal and Strategies:
1. 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
*Actual 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
$3,000 Rest Room Remodeling (one each in 2015 and 2016)
209
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
61300 - CENTERBROOK GOLF COURSE
OPERATING REVENUES
4771 - GOLF LESSONS (196)$ (172)$ (56)$ (3,500)$ (3,500)$ 0.00%
4773 - GREEN FEES (120,435) (90,161) (99,241) (116,000) (110,000) -5.17%
4778 - PASSBOOK (18,897) (8,832) (11,209) (17,500) (14,000) -20.00%
4782 - RENTALS (17,044) (13,053) (15,906) (16,500) (16,000) -3.03%
4785 - LEAGUE (10,756) (27,097) (11,159) (28,500) (26,000) -8.77%
4786 - BEER & WINE COOLER REVENUES (24,261) (11,314) (18,406) (25,000) (26,000) 4.00%
4787 - FOOD & BEVERAGE REVENUES (8,676) (9,100) (12,300) (9,250) (14,000) 51.35%
4788 - TAXABLE MERCHANDISE (618) (1,246) (1,317) (1,500) (2,000) 33.33%
4789 - NON TAXABLE MERCHANDISE (5,513) (3,646) (5,552) (6,500) (6,500) 0.00%
4790 - MISCELLANEOUS (25) (1,632) (2,219) (1,750) (3,000) 71.43%
4791 - BOTTLED WATER SALES (1,406) (1,029) (5,947) (1,500) (6,000) 300.00%
TOTAL SALES AND USER FEES (207,827) (167,282) (183,312) (227,500) (227,000) -0.22%
TOTAL OPERATING REVENUES (207,827) (167,282) (183,312) (227,500) (227,000) -0.22%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 47,910 59,492 55,335 61,458 65,282 6.22%
6102 - OVERTIME-FT EMPLOYEES 355 - - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 41,428 34,307 39,911 38,000 35,000 -7.89%
6104 - OVERTIME-PART TIME EMPLOYEES 991 864 687 1,000 1,000 0.00%
6111 - SEVERANCE PAY 172 132 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,962 4,866 4,333 4,456 4,896 9.87%
6125 - FICA - SOCIAL SECURITY 5,789 6,160 6,176 6,166 6,465 4.85%
6126 - FICA - MEDICARE 1,354 1,441 1,444 1,442 1,513 4.92%
6131 - CAFETERIA PLAN CONTRIBUTIONS 4,823 11,352 10,923 11,543 12,708 10.09%
6141 - UNEMPLOYMENT COMPENSATION 588 594 75 - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,883 2,207 2,116 2,327 2,441 4.90%
TOTAL PERSONAL SERVICES 109,255 121,415 121,000 126,392 129,305 2.30%
6201 - OFFICE SUPPLIES 300 168 83 300 - -100.00%
6211 - CLEANING SUPPLIES 60 75 - 100 - -100.00%
6212 - MOTOR FUELS 3,255 3,194 3,344 3,000 3,000 0.00%
6213 - LUBRICANTS & ADDITIVES 19 71 - 150 - -100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 932 64 - 900 - -100.00%
6215 - SHOP MATERIALS 10 98 2 250 - -100.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 6,236 6,917 7,624 7,500 7,700 2.67%
6217 - SAFETY SUPPLIES 46 98 70 100 100 0.00%
6219 - GENERAL OPERATING SUPPLIES 925 1,651 2,075 1,600 2,000 25.00%
6221 - MOTOR VEHICLES 1,121 6 1,260 1,000 1,000 0.00%
6223 - BUILDINGS & FACILITIES 1,302 1,951 1,270 1,500 1,500 0.00%
6225 - PARK & LANDSCAPE MATERIALS 3,415 1,752 3,354 3,250 3,000 -7.69%
6227 - PAINT SUPPLIES 57 - 127 250 250 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 352 88 184 300 300 0.00%
6241 - SMALL TOOLS 709 244 755 1,100 1,000 -9.09%
6242 - MINOR EQUIPMENT 1,162 493 5,538 - 1,500 100.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,667 199 - - 0.00%
TOTAL SUPPLIES 19,901 19,537 25,885 21,300 21,350 0.23%
6307 - PROFESSIONAL SERVICES 301 181 118 500 500 0.00%
6321 - TELEPHONE/PAGERS 1,462 1,516 1,136 1,500 1,530 2.00%
6329 - OTHER COMMUNICATION SERVICES 2,229 2,565 1,408 2,700 2,700 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 116 - - 300 100 -66.67%
6349 - OTHER ADVERTISING 791 686 1,285 4,500 3,500 -22.22%
6351 - PRINTING 382 - 224 500 500 0.00%
6402 - EQUIPMENT SERVICES - 1,107 1,836 - 2,000 100.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 8,280 1,673 753 2,000 500 -75.00%
6415 - OTHER EQUIPMENT 1,746 9,954 5,489 3,500 5,500 57.14%
6421 - SOFTWARE LICENSE - - 35 - - 0.00%
6422 - SOFTWARE MAINT 331 293 340 350 350 0.00%
6423 - LOGIS CHARGES 4,137 3,829 3,386 4,722 5,682 20.33%
6432 - CONFERENCES AND SCHOOLS 150 719 235 500 400 -20.00%
6433 - MEETING EXPENSES 26 37 68 - 100 100.00%
6434 - DUES & SUBSCRIPTIONS 245 1,225 1,470 1,000 1,250 25.00%
6435 - CREDIT CARD FEES 2,970 3,061 3,257 3,100 3,200 3.23%
6438 - CASH SHORT (OVER)54 (42) 876 - - 0.00%
6441 - LICENSES, TAXES & FEES 229 365 203 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 465 196 248 1,000 750 -25.00%
6491 - MERCHANDISE FOR RESALE 24,648 18,008 23,198 21,000 21,500 2.38%
TOTAL SERVICES & OTHER CHARGES 48,562 45,373 45,565 47,672 50,562 6.06%
CENTERBROOK GOLF COURSE
FUND - 61300
ENTERPRISE FUND
210
6361 - GENERAL LIABILITY INSURANCE 2,757 1,564 2,600 4,120 1,144 -72.23%
6362 - PROPERTY INSURANCE 1,194 1,397 413 1,765 1,834 3.91%
6364 - DRAM SHOP INSURANCE 822 1,449 666 1,320 693 -47.50%
6366 - MACHINERY BREAKDOWN INSURANCE 185 195 57 270 248 -8.15%
TOTAL INSURANCE 4,958 4,605 3,736 7,475 3,919 -47.57%
6381 - ELECTRIC 7,614 9,674 7,721 7,900 8,000 1.27%
6382 - GAS 575 766 997 900 950 5.56%
6383 - WATER 11,981 7,799 5,055 500 7,000 1300.00%
6384 - REFUSE DISPOSAL 1,809 1,696 1,610 1,800 1,800 0.00%
6385 - SEWER 542 564 598 650 650 0.00%
6386 - STORM SEWER 1,015 1,015 1,015 1,150 1,150 0.00%
TOTAL UTILITIES 23,536 21,514 16,996 12,900 19,550 51.55%
6461 - FUEL CHARGES 176 232 144 - - 0.00%
6462 - FIXED CHARGES 7,148 8,168 4,634 8,150 490 -93.99%
6463 - REPAIR & MAINT CHARGES 7,563 1,596 5,216 9,539 2,299 -75.90%
6465 - REPLACEMENT CHARGES 18,635 22,991 6,850 26,200 18,896 -27.88%
TOTAL CENTRAL GARAGE CHARGES 33,522 32,987 16,844 43,889 21,685 -50.59%
6540 - EQUIPMENT & MACHINERY - - - 15,000 3,000 -80.00%
TOTAL CAPITAL OUTLAY - - - 15,000 3,000 -80.00%
6494 - DEPRECIATION EXPENSE 28,262 10,787 9,871 29,700 11,315 -61.90%
TOTAL DEPRECIATION 28,262 10,787 9,871 29,700 11,315 -61.90%
TOTAL OPERATING EXPENSES 267,996 256,218 239,897 304,328 260,686 -14.34%
NONOPERATING ITEMS
4612 - DONATIONS & CONTRIBUTIONS (200) (375) - - (500) 100.00%
4921 - REFUNDS & REIMBURSEMENTS - - (250) - (2,250) 100.00%
TOTAL MISCELLANEOUS (200) (375) (250) - (2,750) 100.00%
TOTAL NONOPERATING ITEMS (200) (375) (250) - (2,750) 100.00%
INTERFUND TRANSFERS
4915 - TRANSFERS IN (200,000) - - (20,000) (40,000) 100.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 4,293 8,041 7,592 8,282 8,946 8.02%
TOTAL TRANSFERS (195,707) 8,041 7,592 (11,718) (31,054) 165.01%
NET CHANGE IN FUND BALANCE (135,738)$ 96,602$ 63,927$ 65,110$ (118)$ -100.18%
211
2014 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 the Convention Center with Administrative Services,
Catering Services and Commercial Office Rentals. These Divisions provide for the provision of
maintenance, conference services, custodial functions, development, preparing, equipment servicing, and
serving of food and beverage for events at Earle Brown Heritage Center. Maintenance of buildings and
grounds of 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.
Staffing Levels
Positions FTEs 2013 2014 2015
EBHC Manager
Secretary/Receptionist
Secretary/Billing Clerk
Operations Director
Sales Director
Sales Managers
Maintenance Custodian
Crew Chiefs
Part-time Staff (32 – PT Staff)
Total
1
1
1
1
1
2
2
2
8
19
1
1
1
1
1
3
2
2
8
20
1
1
1
1
1
3
2
2
8
20
Strategic Functions/Division(s):
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.
212
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.
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 2014 Marketing Plan.
a. Participate in five industry associations to network for business
b. Add a minimum of 15 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 Goal Performance Measures:
1. Results/Effectiveness Measures
Business tracking of corporate clients
Customer satisfaction ratings
2. Efficiency Measure
Energy consumption
Per quart measurement of food waste
3. Productivity Measure
Average revenue per corporate event
Food and beverage revenue per wedding
213
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
61700 - EARLE BROWN HERITAGE CENTER
OPERATING REVENUES
4821 - ROOM RENTALS (646,684)$ (648,676)$ (728,078)$ (730,000)$ (745,000)$ 2.05%
4822 - LABOR CHARGES (23,193) (25,987) (24,526) (24,000) (25,000) 4.17%
4823 - EQUIPMENT RENTALS (391,280) (366,791) (392,797) (370,000) (400,000) 8.11%
4825 - COMMON AREA MTNCE (14,152) (10,779) (9,462) (13,063) (13,063) 0.00%
4827 - SECURITY SERVICES (28,625) (16,450) (22,725) (26,000) (28,000) 7.69%
4828 - CLIENT SERVICES (59,699) (60,506) (66,471) (60,000) (65,000) 8.33%
4829 - MISCELLANEOUS (7,180) (3,120) (3,510) (4,500) (4,500) 0.00%
4831 - OFFICE RENTALS (105,630) (99,480) (91,190) (96,270) (96,270) 0.00%
4842 - SERVICE CHARGES (498,368) (476,780) (480,592) (495,350) (506,790) 2.31%
4844 - FOOD & BEVERAGE SALES (2,280,226) (2,236,641) (2,141,919) (2,338,400) (2,393,750) 2.37%
4845 - LIQUOR/WINE/BEER SALES (363,040) (280,195) (249,600) (319,750) (339,485) 6.17%
4848 - MISCELLANEOUS SALES (39,996) (46,173) (36,097) (41,550) (46,650) 12.27%
TOTAL SALES AND USER FEES (4,458,073) (4,271,578) (4,246,967) (4,518,883) (4,663,508) 3.20%
5586 - COST OF SALES-MISC - - 1,255 - - 0.00%
5591 - COST OF SALES-LABOR 1,299,077 1,248,976 1,126,555 1,302,817 1,340,708 2.91%
5592 - COST OF SALES-FOOD 634,827 608,045 551,996 617,488 639,563 3.57%
5593 - COST OF SALES-SUPPLIES 148,469 148,367 130,315 142,658 153,252 7.43%
5594 - COST OF SALES-MGMT FEES 111,600 129,600 107,800 117,600 120,600 2.55%
TOTAL COST OF GOODS SOLD 2,193,973 2,134,988 1,917,921 2,180,563 2,254,123 3.37%
TOTAL OPERATING REVENUES (2,264,100) (2,136,590) (2,329,046) (2,338,320) (2,409,385) 3.04%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 531,526 549,187 556,904 629,330 702,047 11.55%
6102 - OVERTIME-FT EMPLOYEES 2,849 2,619 2,698 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 153,899 147,856 154,605 194,896 187,600 -3.74%
6104 - OVERTIME-PART TIME EMPLOYEES 22 341 100 - - 0.00%
6111 - SEVERANCE PAY 7,445 2,028 6,194 - - 0.00%
6122 - PERA COORDINATED PLAN 49,082 50,141 49,531 49,464 66,821 35.09%
6125 - FICA - SOCIAL SECURITY 44,851 45,091 45,788 51,019 55,238 8.27%
6126 - FICA - MEDICARE 10,489 10,545 10,709 11,967 12,917 7.94%
6131 - CAFETERIA PLAN CONTRIBUTIONS 98,196 107,493 104,441 136,502 165,204 21.03%
6141 - UNEMPLOYMENT COMPENSATION 1,792 8,174 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 20,618 20,711 19,252 16,454 24,052 46.18%
TOTAL PERSONAL SERVICES 920,769 944,186 950,222 1,090,632 1,214,879 11.39%
6201 - OFFICE SUPPLIES 2,435 1,692 2,263 2,600 2,800 7.69%
6202 - COPYING SUPPLIES 1,794 1,747 1,892 2,400 2,400 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - 27 100 100 0.00%
6211 - CLEANING SUPPLIES 1,139 2,003 1,208 4,792 4,800 0.17%
6212 - MOTOR FUELS 83 - 43 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 320 678 726 1,040 1,040 0.00%
6215 - SHOP MATERIALS 165 113 71 648 648 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,792 5,100 4,897 5,850 5,900 0.85%
6217 - SAFETY SUPPLIES 949 755 876 1,350 1,300 -3.70%
6219 - GENERAL OPERATING SUPPLIES 25,703 24,110 26,250 31,500 31,500 0.00%
6223 - BUILDINGS & FACILITIES 19,048 17,370 21,100 27,000 27,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 1,802 1,897 3,600 5,900 5,900 0.00%
6226 - SIGNS & STRIPING MATERIALS - 314 - 450 450 0.00%
6227 - PAINT SUPPLIES 2,161 1,271 976 2,750 2,750 0.00%
6237 - LAUNDRY SUPPLIES 79 - - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 8,668 6,617 6,296 9,500 9,000 -5.26%
6241 - SMALL TOOLS 1,183 1,125 832 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 46,861 60,926 57,596 73,284 76,500 4.39%
6243 - MINOR COMPUTER EQUIPMENT 27,718 29,042 33,363 35,695 1,600 -95.52%
TOTAL SUPPLIES 145,900 154,760 162,016 206,339 175,168 -15.11%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,391 2,675 2,788 3,400 2,000 -41.18%
6303 - LEGAL SERVICES - 424 65 500 1,000 100.00%
6307 - PROFESSIONAL SERVICES 21,117 38,911 32,725 25,300 33,900 33.99%
6321 - TELEPHONE/PAGERS 5,890 8,297 8,070 10,460 10,455 -0.05%
6322 - POSTAGE 1,126 1,014 1,592 2,900 2,900 0.00%
6329 - OTHER COMMUNICATION SERVICES (340) - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 967 708 741 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 507 71 121 500 500 0.00%
6341 - PERSONNEL ADVERTISING 745 403 293 800 800 0.00%
6349 - OTHER ADVERTISING 87,702 105,531 102,854 137,550 145,925 6.09%
EARLE BROWN HERITAGE CENTER (EBHC)
FUND - 61700
ENTERPRISE FUND
214
6351 - PRINTING 15,851 13,395 14,263 13,700 14,700 7.30%
6402 - EQUIPMENT SERVICES 47,872 66,772 50,913 63,700 66,300 4.08%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,804 3,487 3,512 5,650 5,650 0.00%
6406 - MULTI-FUNCTION MTNCE 1,831 2,581 2,453 2,800 2,900 3.57%
6409 - OTHER REPAIR & MAINT SVCS 1,308 1,199 1,199 1,404 1,450 3.28%
6413 - OFFICE EQUIPMENT 3,348 962 894 4,700 4,700 0.00%
6415 - OTHER EQUIPMENT 194,676 182,668 193,134 195,500 201,500 3.07%
6421 - SOFTWARE LICENSE 160 519 555 600 21,488 3481.33%
6422 - SOFTWARE MAINT 5,240 6,807 6,934 6,700 6,700 0.00%
6423 - LOGIS CHARGES 18,846 21,765 17,683 22,119 21,866 -1.14%
6428 - PROTECTION SERVICES 17,533 13,188 14,581 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 4,513 6,254 2,843 10,000 10,200 2.00%
6433 - MEETING EXPENSES 433 431 535 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 2,898 2,964 3,174 3,070 3,270 6.51%
6435 - CREDIT CARD FEES 23,261 23,886 34,965 24,000 27,000 12.50%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 4,126 (2,467) - - - 0.00%
6438 - CASH SHORT (OVER)(46) (90) (91) - - 0.00%
6441 - LICENSES, TAXES & FEES 6,137 7,456 8,809 6,000 6,400 6.67%
6449 - OTHER CONTRACTUAL SERVICE 23,841 33,455 33,381 37,354 42,500 13.78%
6451 - MTG PLANNER POINTS-EBHC 2,894 - 49 - 3,000 100.00%
TOTAL SERVICES & OTHER CHARGES 498,631 543,266 539,035 599,607 658,004 9.74%
6361 - GENERAL LIABILITY INSURANCE 13,513 8,423 9,252 17,682 8,155 -53.88%
6362 - PROPERTY INSURANCE 32,730 18,221 24,859 42,225 28,151 -33.33%
6364 - DRAM SHOP INSURANCE - - - - - 0.00%
6366 - MACHINERY BREAKDOWN INSURANCE 1,932 999 2,585 2,541 2,949 16.06%
TOTAL INSURANCE 48,175 27,643 36,696 62,448 39,255 -37.14%
6381 - ELECTRIC 132,557 141,662 114,941 137,400 140,000 1.89%
6382 - GAS 33,050 44,762 54,528 64,800 65,000 0.31%
6383 - WATER 3,670 3,052 2,804 4,800 5,850 21.88%
6384 - REFUSE DISPOSAL 8,150 9,176 8,616 9,800 9,700 -1.02%
6385 - SEWER 5,712 4,577 4,619 6,500 6,500 0.00%
6386 - STORM SEWER 3,400 3,432 2,789 5,000 5,000 0.00%
6389 - STREET LIGHTS 772 994 836 1,200 1,200 0.00%
TOTAL UTILITIES 187,311 207,655 189,133 229,500 233,250 1.63%
6494 - DEPRECIATION EXPENSE 672,539 672,394 621,657 698,090 712,341 2.04%
TOTAL DEPRECIATION 672,539 672,394 621,657 698,090 712,341 2.04%
TOTAL OPERATING EXPENSES 2,473,325 2,549,904 2,498,759 2,886,616 3,032,897 5.07%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (4,886) (3,444) (5,121) (4,500) (5,623) 24.96%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,055 5,112 - - - 0.00%
TOTAL INVESTMENT EARNINGS (3,831) 1,668 (5,121) (4,500) (5,623) 24.96%
4604 - CHECK PROCESSING FEES (60) - - - - 0.00%
4606 - OTHER REVENUE (5,370) (21,349) (27,860) - - 0.00%
4912 - CAPITAL CONTRIBUTIONS (15,261) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (23,857) (1,796) (27,924) - - 0.00%
TOTAL MISCELLANEOUS (44,548) (23,145) (55,784) - - 0.00%
TOTAL NONOPERATING ITEMS (48,379) (21,477) (60,905) (4,500) (5,623) 24.96%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 83,036 85,152 80,392 87,700 93,675 6.81%
6476 - CAPITAL PROJECT FUND TRANSFER - 400,000 168,000 200,000 200,000 0.00%
TOTAL TRANSFERS 83,036 485,152 248,392 287,700 293,675 2.08%
NET CHANGE IN FUND BALANCE 243,882$ 876,989$ 357,200$ 831,496$ 911,564$ 9.63%
215
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49851 - EBHC-ADMINISTRATION
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 160,024$ 168,563$ 159,421$ 174,617$ 180,715$ 3.49%
6102 - OVERTIME-FT EMPLOYEES 46 205 17 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 27 - - - 0.00%
6111 - SEVERANCE PAY 2,580 849 - - - 0.00%
6122 - PERA COORDINATED PLAN 11,605 12,238 11,559 12,659 13,553 7.06%
6125 - FICA - SOCIAL SECURITY 10,342 10,831 10,155 10,826 11,204 3.49%
6126 - FICA - MEDICARE 2,419 2,533 2,375 2,532 2,620 3.48%
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,337 28,264 26,663 34,629 38,124 10.09%
6151 - WORKER'S COMP INSURANCE 1,364 1,139 1,004 1,450 1,211 -16.48%
TOTAL PERSONAL SERVICES 214,717 224,649 211,194 236,713 247,427 4.53%
6223 - BUILDINGS & FACILITIES 155 - - - - 0.00%
6242 - MINOR EQUIPMENT 3,109 - 770 2,000 4,500 125.00%
6243 - MINOR COMPUTER EQUIPMENT 843 2,258 1,558 1,750 - -100.00%
TOTAL SUPPLIES 4,107 2,258 2,328 3,750 4,500 20.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,391 2,675 2,788 3,400 2,000 -41.18%
6303 - LEGAL SERVICES - - - 500 500 0.00%
6307 - PROFESSIONAL SERVICES 2,030 2,912 2,912 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 900 900 706 900 920 2.22%
6421 - SOFTWARE LICENSE - 519 - - 21,488 100.00%
6422 - SOFTWARE MAINT 5,240 6,807 6,674 6,700 6,700 0.00%
6423 - LOGIS CHARGES 18,846 21,765 17,683 22,119 21,866 -1.14%
6432 - CONFERENCES AND SCHOOLS 1,729 2,798 2,163 3,000 3,200 6.67%
TOTAL SERVICES & OTHER CHARGES 31,136 38,376 32,926 39,119 59,174 51.27%
6361 - GENERAL LIABILITY INSURANCE 2,636 469 1,385 3,490 1,610 -53.87%
6362 - PROPERTY INSURANCE 8,182 4,555 6,393 10,875 7,250 -33.33%
6366 - MACHINERY BREAKDOWN INSURANCE 483 405 651 640 743 16.09%
TOTAL INSURANCE 11,301 5,429 8,429 15,005 9,603 -36.00%
6494 - DEPRECIATION EXPENSE 26,265 27,886 29,690 30,790 34,020 10.49%
TOTAL DEPRECIATION 26,265 27,886 29,690 30,790 34,020 10.49%
TOTAL OPERATING EXPENSES 287,526 298,598 284,567 325,377 354,724 9.02%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (4,886) (3,444) (5,121) (4,500) (5,623) 24.96%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,055 5,112 - - - 0.00%
TOTAL INVESTMENT EARNINGS (3,831) 1,668 (5,121) (4,500) (5,623) 24.96%
4604 - CHECK PROCESSING FEES (30) - - - - 0.00%
4606 - OTHER REVENUE (5,000) (18,126) (27,764) - - 0.00%
4912 - CAPITAL CONTRIBUTIONS (15,261) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (5,964) (25) (10,687) - - 0.00%
TOTAL MISCELLANEOUS (26,255) (18,151) (38,451) - - 0.00%
TOTAL NONOPERATING ITEMS (30,086) (16,483) (43,572) (4,500) (5,623) 24.96%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 83,036 85,152 80,392 87,700 93,675 6.81%
6476 - CAPITAL PROJECT FUND TRANSFER - 400,000 168,000 200,000 200,000 0.00%
TOTAL TRANSFERS 83,036 485,152 248,392 287,700 293,675 2.08%
NET CHANGE IN FUND BALANCE 340,476$ 767,267$ 489,387$ 608,577$ 642,776$ 5.62%
EARLE BROWN HERITAGE CENTER (EBHC) - ADMINISTRATION
FUND - 61700
ENTERPRISE FUND
216
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49852 - EBHC-CONVENTION CENTER
OPERATING REVENUES
4821 - ROOM RENTALS (646,684)$ (648,676)$ (728,078)$ (730,000)$ (745,000)$ 2.05%
4822 - LABOR CHARGES (23,193) (25,987) (24,526) (24,000) (25,000) 4.17%
4823 - EQUIPMENT RENTALS (391,280) (366,791) (392,797) (370,000) (400,000) 8.11%
4825 - COMMON AREA MTNCE (14,152) (10,779) (9,462) (13,063) (13,063) 0.00%
4827 - SECURITY SERVICES (28,625) (16,450) (22,725) (26,000) (28,000) 7.69%
4828 - CLIENT SERVICES (59,699) (60,506) (66,471) (60,000) (65,000) 8.33%
4829 - MISCELLANEOUS (7,180) (3,120) (3,510) (4,500) (4,500) 0.00%
TOTAL SALES AND USER FEES (1,170,813) (1,132,309) (1,247,569) (1,227,563) (1,280,563) 4.32%
TOTAL OPERATING REVENUES (1,170,813) (1,132,309) (1,247,569) (1,227,563) (1,280,563) 4.32%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 349,943 357,471 376,245 454,713 521,332 14.65%
6102 - OVERTIME-FT EMPLOYEES 1,817 2,024 2,377 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 109,872 116,768 118,772 139,000 134,000 -3.60%
6104 - OVERTIME-PART TIME EMPLOYEES 22 261 82 - - 0.00%
6111 - SEVERANCE PAY 4,865 1,180 6,194 - - 0.00%
6122 - PERA COORDINATED PLAN 32,992 33,769 34,447 32,967 49,226 49.32%
6125 - FICA - SOCIAL SECURITY 30,242 30,283 31,949 36,810 40,693 10.55%
6126 - FICA - MEDICARE 7,075 7,083 7,473 8,609 9,516 10.54%
6131 - CAFETERIA PLAN CONTRIBUTIONS 71,859 79,230 77,777 101,873 127,080 24.74%
6141 - UNEMPLOYMENT COMPENSATION 1,792 8,174 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 16,070 16,513 15,565 12,786 20,179 57.82%
TOTAL PERSONAL SERVICES 626,549 652,756 670,881 787,758 903,026 14.63%
6201 - OFFICE SUPPLIES 1,258 800 1,517 1,300 1,500 15.38%
6202 - COPYING SUPPLIES 969 856 1,290 1,500 1,500 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - 27 100 100 0.00%
6211 - CLEANING SUPPLIES 1,139 2,003 1,208 4,500 4,500 0.00%
6212 - MOTOR FUELS 83 - 43 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 309 657 717 1,000 1,000 0.00%
6215 - SHOP MATERIALS 165 113 71 600 600 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,454 4,770 4,497 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 767 545 637 800 800 0.00%
6219 - GENERAL OPERATING SUPPLIES 25,489 24,110 26,250 31,000 31,000 0.00%
6223 - BUILDINGS & FACILITIES 17,444 14,174 17,364 22,000 22,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 1,802 1,897 3,600 5,600 5,600 0.00%
6226 - SIGNS & STRIPING MATERIALS - 314 - 300 300 0.00%
6227 - PAINT SUPPLIES 2,161 1,271 976 2,500 2,500 0.00%
6237 - LAUNDRY SUPPLIES 79 - - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 8,146 6,227 5,937 8,000 8,000 0.00%
6241 - SMALL TOOLS 1,183 1,115 832 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 17,902 28,276 34,399 41,534 42,000 1.12%
6243 - MINOR COMPUTER EQUIPMENT 13,905 23,996 27,218 28,695 - -100.00%
TOTAL SUPPLIES 98,255 111,124 126,583 156,409 128,380 -17.92%
6303 - LEGAL SERVICES - 424 65 - 500 100.00%
6307 - PROFESSIONAL SERVICES 12,631 19,875 20,746 11,400 15,700 37.72%
6321 - TELEPHONE/PAGERS 4,054 5,910 6,084 7,880 7,820 -0.76%
6322 - POSTAGE 515 696 1,070 2,500 2,500 0.00%
6329 - OTHER COMMUNICATION SERVICES (340) - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 967 697 741 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 507 71 121 500 500 0.00%
6341 - PERSONNEL ADVERTISING 745 403 293 800 800 0.00%
6349 - OTHER ADVERTISING 43,216 47,954 49,818 70,050 70,050 0.00%
6351 - PRINTING 7,327 620 5,851 7,500 7,500 0.00%
6402 - EQUIPMENT SERVICES 26,197 44,031 37,187 39,200 40,000 2.04%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,902 1,902 1,756 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 1,343 1,839 1,655 2,000 2,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - - - - 0.00%
6413 - OFFICE EQUIPMENT 2,175 962 894 2,300 2,300 0.00%
6415 - OTHER EQUIPMENT 194,676 182,668 193,134 195,000 201,000 3.08%
6421 - SOFTWARE LICENSE 160 - 555 600 - -100.00%
6422 - SOFTWARE MAINT - - 56 - - 0.00%
6428 - PROTECTION SERVICES 17,533 13,188 14,581 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 2,284 2,281 680 5,500 5,500 0.00%
6433 - MEETING EXPENSES 433 431 535 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 2,898 2,964 3,174 3,000 3,200 6.67%
6435 - CREDIT CARD FEES 2,675 3,746 5,488 3,000 5,000 66.67%
EARLE BROWN HERITAGE CENTER (EBHC) - CONVENTION CENTER
FUND - 61700
ENTERPRISE FUND
217
6436 - UNCOLLECTIBLE CHECKS/DEBTS 733 (272) - - - 0.00%
6438 - CASH SHORT (OVER)17 (7) - - - 0.00%
6441 - LICENSES, TAXES & FEES 200 340 200 - 400 100.00%
6449 - OTHER CONTRACTUAL SERVICE 12,953 17,812 19,486 21,400 23,000 7.48%
6451 - MTG PLANNER POINTS-EBHC 2,894 - 49 - 3,000 100.00%
TOTAL SERVICES & OTHER CHARGES 338,695 348,535 364,219 396,530 414,670 4.57%
6361 - GENERAL LIABILITY INSURANCE 5,742 4,141 4,994 7,420 3,422 -53.88%
6362 - PROPERTY INSURANCE 10,146 5,648 7,925 13,480 8,987 -33.33%
6366 - MACHINERY BREAKDOWN INSURANCE 599 502 804 790 916 15.95%
TOTAL INSURANCE 16,487 10,291 13,723 21,690 13,325 -38.57%
6381 - ELECTRIC 107,677 114,483 92,185 105,000 107,000 1.90%
6382 - GAS 14,388 19,336 23,578 27,000 27,000 0.00%
6383 - WATER 1,609 1,250 1,299 1,800 2,200 22.22%
6384 - REFUSE DISPOSAL 1,496 1,668 1,604 2,100 2,000 -4.76%
6385 - SEWER 2,647 2,099 2,108 3,400 3,400 0.00%
6386 - STORM SEWER 2,092 1,853 1,369 3,400 3,400 0.00%
6389 - STREET LIGHTS 379 500 418 600 600 0.00%
TOTAL UTILITIES 130,288 141,189 122,561 143,300 145,600 1.61%
6494 - DEPRECIATION EXPENSE 336,326 335,407 306,920 325,000 351,691 8.21%
TOTAL DEPRECIATION 336,326 335,407 306,920 325,000 351,691 8.21%
TOTAL OPERATING EXPENSES 1,546,600 1,599,302 1,604,887 1,830,687 1,956,692 6.88%
NONOPERATING ITEMS
4604 - CHECK PROCESSING FEES (30) - - - - 0.00%
4606 - OTHER REVENUE (370) (1,228) (96) - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (7,396) - (17,237) - - 0.00%
TOTAL MISCELLANEOUS (7,796) (1,228) (17,333) - - 0.00%
TOTAL NONOPERATING REVENUES (7,796) (1,228) (17,333) - - 0.00%
NET CHANGE IN FUND BALANCE 367,991$ 465,765$ 339,985$ 603,124$ 676,129$ 12.10%
218
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49853 - EBHC-CATERING OPERATIONS
OPERATING REVENUES
4842 - SERVICE CHARGES (498,368)$ (476,780)$ (480,592)$ (495,350)$ (506,790)$ 2.31%
4844 - FOOD & BEVERAGE SALES (2,280,226) (2,236,641) (2,141,919) (2,338,400) (2,393,750) 2.37%
4845 - LIQUOR/WINE/BEER SALES (363,040) (280,195) (249,600) (319,750) (339,485) 6.17%
4848 - MISCELLANEOUS SALES (39,996) (46,173) (36,097) (41,550) (46,650) 12.27%
TOTAL SALES AND USER FEES (3,181,630) (3,039,789) (2,908,208) (3,195,050) (3,286,675) 2.87%
5586 - COST OF SALES-MISC - - 1,255 - - 0.00%
5591 - COST OF SALES-LABOR 1,299,077 1,248,976 1,126,555 1,302,817 1,340,708 2.91%
5592 - COST OF SALES-FOOD 634,827 608,045 551,996 617,488 639,563 3.57%
5593 - COST OF SALES-SUPPLIES 148,469 148,367 130,315 142,658 153,252 7.43%
5594 - COST OF SALES-MGMT FEES 111,600 129,600 107,800 117,600 120,600 2.55%
TOTAL COST OF GOODS SOLD 2,193,973 2,134,988 1,917,921 2,180,563 2,254,123 3.37%
TOTAL OPERATING REVENUES (987,657) (904,801) (990,287) (1,014,487) (1,032,552) 1.78%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 20,839 18,441 20,944 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 987 323 304 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 41,721 32,343 33,115 51,600 49,600 -3.88%
6104 - OVERTIME-PART TIME EMPLOYEES - 80 17 - - 0.00%
6122 - PERA COORDINATED PLAN 4,266 3,404 3,314 3,600 3,720 3.33%
6125 - FICA - SOCIAL SECURITY 4,078 3,285 3,497 3,175 3,075 -3.15%
6126 - FICA - MEDICARE 953 767 817 775 719 -7.23%
6151 - WORKER'S COMP INSURANCE 3,035 2,523 2,542 2,000 2,450 22.50%
TOTAL PERSONAL SERVICES 75,879 61,166 64,550 61,150 59,564 -2.59%
6201 - OFFICE SUPPLIES 1,177 893 746 1,300 1,300 0.00%
6202 - COPYING SUPPLIES 824 892 602 900 900 0.00%
6211 - CLEANING SUPPLIES - - - 292 300 2.74%
6214 - CLOTHING & PERSONAL EQUIPMENT 11 21 9 40 40 0.00%
6215 - SHOP MATERIALS - - - 48 48 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 338 330 400 350 400 14.29%
6217 - SAFETY SUPPLIES 182 210 239 550 500 -9.09%
6219 - GENERAL OPERATING SUPPLIES 214 - - 500 500 0.00%
6223 - BUILDINGS & FACILITIES 1,407 3,196 3,736 4,000 4,000 0.00%
6227 - PAINT SUPPLIES - - - 100 100 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 522 381 359 1,500 1,000 -33.33%
6241 - SMALL TOOLS - 10 - - - 0.00%
6242 - MINOR EQUIPMENT 25,850 32,650 22,427 29,750 30,000 0.84%
6243 - MINOR COMPUTER EQUIPMENT 12,970 2,788 4,587 5,250 1,600 -69.52%
TOTAL SUPPLIES 43,495 41,371 33,105 44,580 40,688 -8.73%
6307 - PROFESSIONAL SERVICES 6,455 16,125 9,067 11,400 15,700 37.72%
6321 - TELEPHONE/PAGERS 936 1,488 1,280 1,680 1,715 2.08%
6322 - POSTAGE 611 319 521 400 400 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 11 - - - 0.00%
6333 - FREIGHT/DRAYAGE - - - - - 0.00%
6349 - OTHER ADVERTISING 44,485 57,577 53,037 67,500 75,875 12.41%
6351 - PRINTING 8,523 12,775 8,413 6,200 7,200 16.13%
6402 - EQUIPMENT SERVICES 17,902 17,290 9,365 21,000 21,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,902 1,585 1,756 2,500 2,500 0.00%
6406 - MULTI-FUNCTION MTNCE 488 741 799 800 900 12.50%
6409 - OTHER REPAIR & MAINT SVCS 1,308 1,199 1,199 1,404 1,450 3.28%
6413 - OFFICE EQUIPMENT 1,173 - - 2,400 2,400 0.00%
6415 - OTHER EQUIPMENT - - - 500 500 0.00%
6422 - SOFTWARE MAINT - - 204 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 500 1,175 - 1,500 1,500 0.00%
6434 - DUES & SUBSCRIPTIONS - - - 70 70 0.00%
6435 - CREDIT CARD FEES 20,587 20,140 29,477 21,000 22,000 4.76%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 3,393 (2,195) - - - 0.00%
6438 - CASH SHORT (OVER)(64) (83) (91) - - 0.00%
6441 - LICENSES, TAXES & FEES - 35 35 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 5,761 8,417 7,363 9,204 10,500 14.08%
TOTAL SERVICES & OTHER CHARGES 113,960 136,599 122,425 147,558 163,710 10.95%
EARLE BROWN HERITAGE CENTER (EBHC) - CATERING
FUND - 61700
ENTERPRISE FUND
219
6361 - GENERAL LIABILITY INSURANCE 4,664 3,750 2,636 6,170 2,845 -53.89%
6362 - PROPERTY INSURANCE 13,092 7,288 9,585 16,250 10,834 -33.33%
6364 - DRAM SHOP INSURANCE - - - - - 0.00%
6366 - MACHINERY BREAKDOWN INSURANCE 773 27 1,028 1,010 1,172 16.04%
TOTAL INSURANCE 18,529 11,065 13,249 23,430 14,851 -36.62%
6381 - ELECTRIC 19,710 21,003 16,924 26,000 26,000 0.00%
6382 - GAS 14,118 18,987 23,105 30,000 30,000 0.00%
6383 - WATER 1,689 1,432 1,181 2,400 2,930 22.08%
6384 - REFUSE DISPOSAL 5,970 6,542 6,371 7,000 7,000 0.00%
6385 - SEWER 2,547 1,982 2,065 2,500 2,500 0.00%
6386 - STORM SEWER 1,308 1,578 1,419 1,600 1,600 0.00%
6389 - STREET LIGHTS 393 494 418 600 600 0.00%
TOTAL UTILITIES 45,735 52,018 51,483 70,100 70,630 0.76%
6494 - DEPRECIATION EXPENSE 167,131 166,674 152,518 182,000 174,762 -3.98%
TOTAL DEPRECIATION 167,131 166,674 152,518 182,000 174,762 -3.98%
TOTAL OPERATING EXPENSES 464,729 468,893 437,330 528,818 524,205 -0.87%
NONOPERATING ITEMS
4606 - OTHER REVENUE - (1,995) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (9,543) (1,771) - - - 0.00%
TOTAL MISCELLANEOUS (9,543) (3,766) - - - 0.00%
TOTAL NONOPERATING REVENUES (9,543) (3,766) - - - 0.00%
NET CHANGE IN FUND BALANCE (532,471)$ (439,674)$ (552,957)$ (485,669)$ (508,347)$ 4.67%
220
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49854 - EBHC-OFFICE RENTAL
OPERATING REVENUES
4831 - OFFICE RENTALS (105,630)$ (99,480)$ (91,190)$ (96,270)$ (96,270)$ 0.00%
TOTAL SALES AND USER FEES (105,630) (99,480) (91,190) (96,270) (96,270) 0.00%
TOTAL OPERATING REVENUES (105,630) (99,480) (91,190) (96,270) (96,270) 0.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 721 4,712 293 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES - 66 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 2,306 (1,283) 2,719 4,296 4,000 -6.89%
6122 - PERA COORDINATED PLAN 219 730 212 238 322 35.29%
6125 - FICA - SOCIAL SECURITY 189 693 187 208 266 27.88%
6126 - FICA - MEDICARE 43 163 44 51 62 21.57%
6151 - WORKER'S COMP INSURANCE 150 537 141 218 212 -2.75%
TOTAL PERSONAL SERVICES 3,628 5,618 3,596 5,011 4,862 -2.97%
6223 - BUILDINGS & FACILITIES 42 - - 1,000 1,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS - - - 300 300 0.00%
6226 - SIGNS & STRIPING MATERIALS - - - 150 150 0.00%
6227 - PAINT SUPPLIES - - - 150 150 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - 9 - - - 0.00%
TOTAL SUPPLIES 42 9 - 1,600 1,600 0.00%
6402 - EQUIPMENT SERVICES 3,773 5,450 4,361 3,500 5,300 51.43%
6403 - BLDGS/FACILITIES MAINT SERVICE - - - 150 150 0.00%
6441 - LICENSES, TAXES & FEES 5,937 7,081 8,574 6,000 6,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 5,127 7,227 6,532 6,750 9,000 33.33%
TOTAL SERVICES & OTHER CHARGES 14,837 19,758 19,467 16,400 20,450 24.70%
6361 - GENERAL LIABILITY INSURANCE 471 63 238 602 278 -53.82%
6362 - PROPERTY INSURANCE 1,309 729 956 1,620 1,080 -33.33%
6366 - MACHINERY BREAKDOWN INSURANCE 77 65 103 101 118 16.83%
TOTAL INSURANCE 1,857 857 1,297 2,323 1,476 -36.46%
6381 - ELECTRIC 5,170 6,176 5,832 6,400 7,000 9.38%
6382 - GAS 4,544 6,439 7,845 7,800 8,000 2.56%
6383 - WATER 372 370 324 600 720 20.00%
6384 - REFUSE DISPOSAL 684 966 641 700 700 0.00%
6385 - SEWER 518 496 446 600 600 0.00%
TOTAL UTILITIES 11,288 14,447 15,088 16,100 17,020 5.71%
6494 - DEPRECIATION EXPENSE 142,817 142,427 132,528 160,300 151,868 -5.26%
TOTAL DEPRECIATION 142,817 142,427 132,528 160,300 151,868 -5.26%
TOTAL OPERATING EXPENSES 174,469 183,116 171,976 201,734 197,276 -2.21%
NONOPERATING ITEMS
4921 - REFUNDS & REIMBURSEMENTS (954) - - - - 0.00%
TOTAL MISCELLANEOUS (954) - - - - 0.00%
TOTAL NONOPERATING REVENUES (954) - - - - 0.00%
NET CHANGE IN FUND BALANCE 67,885$ 83,636$ 80,786$ 105,464$ 101,006$ -4.23%
EARLE BROWN HERITAGE CENTER (EBHC) - OFFICE RENTALS
FUND - 61700
ENTERPRISE FUND
221
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222
City of Brooklyn Center
2015 Budget
Internal Service Funds
222
City of Brooklyn Center
2015 Budget
Internal Service Funds
Internal Service Funds track dollars that come from other sources within the City
operations and fund specific, critical functions of the organization. Revenues and costs
for these services provided to the City organization are tracked separately in order to keep
the costs at a minimum and facilitate funding for legally required benefits or services.
The Internal Service Funds for 2015 are:
Central Garage Fund
223
2015 Brooklyn Center Department Budget Narrative
Department Name: Public Works Central Garage
Department Mission:
The mission of the Brooklyn Center Central Garage is to provide efficient centralized management of
fuel, preventive maintenance, repair and replacement of the city equipment fleet, effectively serving the
needs of all departmental customers.
Department Description:
The Central Garage provides fuel, scheduled and emergency repairs and maintenance for 144 pieces of
capital equipment, 12 pieces of specialized equipment and 104 pieces of small equipment that make up
the city fleet. The equipment is comprised of pieces from all departments and includes: fire trucks, police
squad cars, dump trucks, loaders, tractors, pickups, staff cars, mowers, trailers, chain saws, pumps,
generators and other miscellaneous equipment. The Central Garage administers the funding, replacement
schedule and disposal of equipment in the fleet. The Central Garage coordinates vehicle turnover by
determining and charging departments appropriate monthly amounts to ensure that vehicle replacement
funds are available when vehicles are ready for replacement. On an annual basis, replacement costs,
useful lives and salvage values must be individually determined for the entire fleet to calculate monthly
replacement charges.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Financial Stability
Improve cost controls through improved analysis and reporting
In 2015 we will improve and promote inclusive reviews of monthly departmental reporting with
individual departments.
Best practice reviews to identify better methods of efficiency improvement
In 2015 we will continue to improve and implement equipment replacement tracking methodology.
Staffing Levels
Positions FTEs 2014 2015 2016
Crew Leader/Mechanic
Mechanic
Night Service Person
Administrative Technician
1
2
1
1
1
2
1
1
1
2
1
1
224
Strategic Functions/Division(s):
Perform routine and scheduled preventative maintenance on all fleet equipment.
Determine and maintain appropriate fund balances for scheduled replacement of fleet equipment.
Purchase new equipment and dispose of old equipment per established schedule.
Provide departmental users with detailed monthly billing documenting fuel usage, repairs, and
fixed charges.
Annual Goal and Strategies:
1. Achieve maximum equipment life through preventative maintenance strategies.
a. Implement asset management system to insure on time maintenance actions.
b. Monitor equipment repair frequency to minimize downtime.
c. Develop and refine task code system to define maintenance actions.
2. Implement effective financial practices to provide required equipment funding.
a. Conduct annual review and update of equipment replacement costs.
b. Use cooperative purchasing contracts to manage cost control.
c. Manage auction process to maximize return on equipment disposal.
3. Optimize fleet software program to manage equipment asset data.
a. Provide detailed monthly cost reports for departmental users.
b. Monitor equipment efficiency and cost of ownership.
c. Evaluate equipment utilization.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of annual DOT Commercial Vehicle Insp. 22 22
Maintain fuel inventory (Fuel sold vs. fuel on hand) 0.85% <1.0% deviation
Fuel cost control charged to customers (volatility
factor)
10% < 5% increase
Maintain average fuel purchase cost - actual vs.
(budget estimate)
$3.22/gal ($3.46/gal) < or = $3.22/gal
Number of work orders completed per year
- Repair
- Preventive maintenance and service checks
1210
368
<1300
<400
Mechanics billable time (2 mechanics plus night
service person)
76.8% > or = 75%
*2013 data
225
Capital Outlay and Other Initiatives with Significant Budget Impact
The following equipment is scheduled for replacement in 2015 and 2016.
MAKE/MODEL
DEPT
CITY ID
REPLACEMENT
YEAR
COST - Net Trade
Montauk Boston Boat Fire 0009 2015 $30,500
Zodiac Boat/Motor Fire 0010 2015 $6,000
Elgin Pelican Sweeper Storm Drain 0043 2015 $202,000
Ford Escape Fire 0105 2015 $27,500
Chevrolet Suburban Fire 0106 2015 $27,500
Toro Greensmaster Mower Golf Course 0264 2015 $32,370
Toro Workman Golf Course 0269 2015 $19,100
Toro 72” Groundsmaster Golf Course 0279 2015 $20,300
Dodge Charger Police 0307 2015 $30,000
Ford Interceptor Sedan Police 0325 2015 $31,600
Ford Interceptor Utility Police 0336 2015 $28,100
Ford Interceptor Sedan Police 0338 2015 $31,600
Ford F250 Sewer 0642 2015 $28,000
Ford F450 Sewer 0644 2015 $63,000
Ford F250 Van Maintenance 0700 2015 $21,000
Ford F150 Engineering 0755 2015 $22,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2015 $620,570
Ford F250 Street 0022 2016 $22,000
Caterpillar Skid Steer Street 0033 2016 $43,000
Vermeer Chipper Street 0085 2016 $45,000
Chevy Blazer Fire 0107 2016 $28,500
Reel Mower 6700D Parks 0205 2016 $80,000
Toro Mower 3280D Parks 0220 2016 $23,000
Ford F350 1 Ton Parks 0224 2016 $39,000
Toro Mower 3280D Parks 0235 2016 $23,000
Ford F150 4 x 4 Police 0310 2016 $24,000
Ford Crown Vic Police 0337 2016 $28,100
Ford F350 1 Ton Sewer 0602 2016 $35,000
Chevy ½ Ton Pick Up Water 0641 2016 $22,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2016 $412,600
226
2014
2012 2013 November 2014 2015
Object Code / Description Actual Actual YTD Budget Budget Change
49951 - CENTRAL GARAGE OPERATIONS
OPERATING REVENUES
4862 - FUEL SALES-INTERNAL (274,742)$ (300,619)$ (265,783)$ (370,000)$ (337,980)$ -8.65%
4862.1 - FUEL SALES-EXTERNAL (140,321) (134,840) (90,573) (140,000) (142,100) 1.50%
4863 - REPLACEMENT CHARGES (716,402) (813,787) (747,076) (787,424) (810,347) 2.91%
4864 - OVERHEAD CHARGES (188,144) (205,706) (183,748) (199,132) (209,348) 5.13%
4865 - REPAIR/MAINT CHARGES (390,533) (415,293) (334,075) (526,000) (433,000) -17.68%
TOTAL SALES AND USER FEES (1,710,142) (1,870,245) (1,621,255) (2,022,556) (1,932,775) -4.44%
TOTAL OPERATING REVENUES (1,710,142) (1,870,245) (1,621,255) (2,022,556) (1,932,775) -4.44%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 256,625 262,110 228,723 266,573 273,579 2.63%
6102 - OVERTIME-FT EMPLOYEES 272 222 161 - - 0.00%
6111 - SEVERANCE PAY 1,184 346 - - - 0.00%
6122 - PERA COORDINATED PLAN 18,625 19,019 16,594 19,328 20,518 6.16%
6125 - FICA - SOCIAL SECURITY 15,390 15,601 13,469 16,527 16,962 2.63%
6126 - FICA - MEDICARE 3,599 3,649 3,150 3,866 3,966 2.59%
6131 - CAFETERIA PLAN CONTRIBUTIONS 46,300 49,206 53,082 57,716 63,540 10.09%
6151 - WORKER'S COMP INSURANCE 8,501 9,187 7,502 8,581 9,597 11.84%
TOTAL PERSONAL SERVICES 350,496 359,340 322,681 372,591 388,162 4.18%
6201 - OFFICE SUPPLIES 192 415 547 340 400 17.65%
6203 - BOOKS/REFERENCE MATERIALS - 20 1,335 1,350 200 -85.19%
6212 - MOTOR FUELS 413,693 433,094 346,668 507,600 438,000 -13.71%
6213 - LUBRICANTS & ADDITIVES 16,054 15,348 14,863 16,000 16,800 5.00%
6215 - SHOP MATERIALS 7,361 8,238 4,062 8,500 8,925 5.00%
6217 - SAFETY SUPPLIES 654 537 125 700 700 0.00%
6218 - WELDING SUPPLIES 3,439 4,874 2,922 4,500 4,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,299 933 1,567 1,300 1,365 5.00%
6221 - MOTOR VEHICLES 64,517 69,704 65,621 80,000 80,000 0.00%
6222 - TIRES 18,264 17,746 11,244 18,000 18,000 0.00%
6227 - PAINT SUPPLIES 10 - 191 300 300 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 666 441 147 500 525 5.00%
6241 - SMALL TOOLS 3,118 3,082 1,632 3,400 3,570 5.00%
6242 - MINOR EQUIPMENT 42,260 - 743 800 800 0.00%
6243 - MINOR COMPUTER EQUIPMENT 2,000 - - 1,300 2,050 57.69%
TOTAL SUPPLIES 573,527 554,432 451,667 644,590 576,135 -10.62%
6307 - PROFESSIONAL SERVICES 2,470 2,040 2,118 3,500 3,500 0.00%
6321 - TELEPHONE/PAGERS 271 271 182 225 230 2.22%
6323 - RADIO COMMUNICATIONS 512 572 429 600 600 0.00%
6333 - FREIGHT/DRAYAGE 201 607 252 600 600 0.00%
6351 - PRINTING 349 187 150 300 315 5.00%
6401 - MOTOR VEHICLE SERVICES 49,189 57,303 85,003 65,000 65,000 0.00%
6402 - EQUIPMENT SERVICES 3,167 4,957 2,827 5,500 5,500 0.00%
6406 - MULTI-FUNCTION MTNCE 705 930 590 1,000 1,100 10.00%
6417 - UNIFORMS 6,166 6,842 5,197 5,880 7,400 25.85%
6422 - SOFTWARE MAINT 5,919 6,159 5,790 6,200 6,550 5.65%
6423 - LOGIS CHARGES 3,899 4,084 2,955 4,096 4,976 21.48%
6432 - CONFERENCES AND SCHOOLS 878 1,822 742 1,400 1,890 35.00%
6433 - MEETING EXPENSES - - - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS - 235 65 150 150 0.00%
6441 - LICENSES, TAXES & FEES 2,042 712 1,945 2,100 1,000 -52.38%
6447 - TOWING CHARGES 1,576 1,122 1,389 840 1,200 42.86%
6449 - OTHER CONTRACTUAL SERVICE 1,263 1,055 1,268 1,890 1,500 -20.63%
TOTAL SERVICES & OTHER CHARGES 78,607 88,898 110,902 99,381 101,611 2.24%
6363 - MOTOR VEHICLE INSURANCE 29,586 33,045 39,943 56,000 42,755 -23.65%
6367 - EQUIPMENT (INLAND MARINE)11,364 12,971 14,582 16,000 15,107 -5.58%
TOTAL INSURANCE 40,950 46,016 54,525 72,000 57,862 -19.64%
6388 - HAZARDOUS WASTE DISPOSAL 1,015 519 364 1,200 1,200 0.00%
TOTAL UTILITIES 1,015 519 364 1,200 1,200 0.00%
6461 - FUEL CHARGES 2,041 2,000 1,999 2,500 2,250 -10.00%
6465 - REPLACEMENT CHARGES - 456 - - - 0.00%
TOTAL CENTRAL GARAGE CHARGES 2,041 2,456 1,999 2,500 2,250 -10.00%
CENTRAL GARAGE
FUND - 70100
INTERNAL SERVICE FUND
227
6540 - EQUIPMENT & MACHINERY 2,585 1,033 - - 3,000 100.00%
6545 - OTHER EQUIPMENT - - - 55,000 16,500 -70.00%
6550 - MOTOR VEHICLES - 2,521 526,994 684,393 620,570 -9.33%
TOTAL CAPITAL OUTLAY 2,585 3,554 526,994 739,393 640,070 -13.43%
6494 - DEPRECIATION EXPENSE 652,297 693,055 626,212 - - 0.00%
TOTAL DEPRECIATION 652,297 693,055 626,212 - - 0.00%
TOTAL OPERATING EXPENSES 1,701,518 1,748,270 2,095,344 1,931,655 1,767,290 -8.51%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (16,037) (12,867) (18,413) (16,000) (21,007) 31.29%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 3,243 20,105 - - - 0.00%
TOTAL INVESTMENT EARNINGS (12,794) 7,238 (18,413) (16,000) (21,007) 31.29%
4606 - OTHER REVENUE (1,200) (1,244) (1,369) - - 0.00%
4911 - SALE OF PROPERTY (20,800) (137,535) (33,978) - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL (74,696) 83,324 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (12,642) (31,940) (86,988) - - 0.00%
TOTAL MISCELLANEOUS (109,338) (87,395) (122,335) - - 0.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 40,426 41,117 37,608 42,351 41,464 -2.09%
TOTAL TRANSFERS 40,426 41,117 37,608 42,351 41,464 -2.09%
TOTAL NONOPERATING ITEMS (81,706) (39,040) (103,140) 26,351 20,457 -22.37%
NET CHANGE IN FUND BALANCE (90,330)$ (161,015)$ 370,949$ (64,550)$ (145,028)$ 124.68%
228
City of Brooklyn Center
2015 Budget
Capital Improvement Program
City of Brooklyn Center
2015 CAPITAL IMPROVEMENT PROGRAM
PROFILE
The 2015-29 Capital Improvement Plan (CIP) is a planning document that presents a fifteen-year overview of
scheduled capital projects to address the City’s goals for maintaining public infrastructure. The CIP includes a
long-term financing plan that allows the City to allocate funds for these projects based on assigned priorities.
The fifteen-year horizon of the CIP provides the City with an opportunity to evaluate project priorities
annually and to adjust the timing, scope and cost of projects as new information becomes available. The
information contained in this plan represents an estimate of improvement costs based on present knowledge
and expected conditions. Changes in community priorities, infrastructure condition and inflation rates require
that adjustments be made on a routine basis.
A capital improvement is defined as a major non-recurring expenditure related to the City’s physical facilities
and grounds. The 2015-2029 CIP makes a concerted effort to distinguish between major maintenance projects
contained in the City’s operating budgets and capital improvement projects financed through the City’s capital
funds and proprietary funds. Typical expenditures include the cost to construct roads, utilities, parks, or
municipal structures.
The CIP is predicated on the goals and policies established by the City Council, including the general
development, redevelopment, and maintenance policies that are part of the City’s Comprehensive Plan. A
primary objective of the CIP is to identify projects that further these goals and policies in a manner consistent
with funding opportunities and in coordination with other improvement projects.
CIP Project Types
The Capital Improvement Plan proposes capital expenditures totaling approximately $144 million over the
next 15 years for improvements to the City’s streets, parks, public utilities, and municipal buildings. A brief
description of the four functional areas is provided below.
Public Utilities
The City operates four utility systems, all of which have projects included in the CIP —water, sanitary sewer,
storm drainage, and street lighting. A vast majority of the public utility improvements are constructed in
conjunction with street reconstruction projects. The remaining portion of public utilities projects include
improvements to water supply wells, water towers, lift stations, force mains and storm water treatment system.
Street Improvements
Street improvements include reconstruction or resurfacing of neighborhood (local), collector and arterial
streets. Proposed improvements include the installation or reconstruction of curb and gutter along public
roadways. As noted earlier, street improvements are often accompanied by replacement of public utilities.
Park Improvements
Park improvements include the construction of trails, shelters, playground equipment, athletic field lighting
and other facilities that enhance general park appearance and increase park usage by providing recreational
facilities that meet community needs.
229
Capital Maintenance Building Improvements
Capital maintenance building improvements include short and long term building and facility improvements
identified in the 18-year Capital Maintenance Building Program approved in 2007.
CIP Funding Sources
Capital expenditures by funding source for the fifteen-year period are shown in Table 1 and Figure 1. Major
funding sources are described below.
Public Utility Funds
Customers are billed for services provided by the City’s water, sanitary sewer, storm sewer, and street lighting
public utilities. Fees charged to customers are based on operating requirements and capital needs to ensure that
equipment and facilities are replaced to maintain basic utility services. Annually the City Council evaluates the
needs of each public utility system and establishes rates for each system to meet those needs.
Special Assessments
Properties benefiting from street and storm sewer improvements are assessed a portion of the project costs in
accordance with the City’s Special Assessment Policy. Every year the City Council establishes special
assessment rates for projects occurring the following year. Rates are typically adjusted annually to maintain the
relative proportion of special assessments to other funding sources.
Street Reconstruction Fund
The Street Reconstruction Fund provides for the cost of local street improvements along roadways that are not
designated as municipal state aid routes. The revenue for this fund is generated from franchise fees charged for
the use of public right-of-way by natural gas and electric utility companies. The City’s ability to provide
adequate revenue for the Street Reconstruction Fund is currently one of the main limiting factors in
determining the rate at which future street and utility improvements can be accomplished.
Municipal State Aid (MSA) Fund
State-shared gas taxes provide funding for street improvements and related costs for those roadways identified
as MSA streets. The City has 21 miles of roadway identified as MSA streets and is therefore eligible to receive
funding based on this designation. The annual amount available in 2015 is $870,741 and provides for
maintenance and construction activities within the City’s MSA street system. It is expected that revenues from
the State will incrementally increase from 2015 through 2021 due to a phased-in statewide reformulation in
allotment computations for cities.
Capital Projects Funds
The City Council adopted a Capital Project Funding Policy in January 2014, to provide reoccurring sources of
funding for the City’s Capital Projects Funds. The Policy specifically identifies three main funding sources
including: audited year-end General Fund unassigned fund balance above 52% of the next year’s General Fund
operating budget; audited year-end Liquor Fund unrestricted cash balance that exceeds three and a half months
of the next year’s operating budget and one year of budgeted capital equipment needs; and Local
Governmental Aid (LGA) received in the amount of $650,000 or half of the amount received by the City
(whichever is greater). Other funding sources in this category include grants, park district funding, watershed
funding, federal and state funding, and county funding as determined on a project by project basis. Typically
the City Council has directed these funds towards municipal facilities such as parks, trails, public buildings and
other general purpose needs.
230
TABLE 1. 2015-2029 Capital Improvement Plan - Summary by Funding Source
FIGURE 1. 2015-2029 Capital Improvement Plan – Overview of Project and Funding Sources.
Water Utility, 15%
Sanitary Sewer,
12%
Storm Drainage,
9%
Street
Light, 2%
MSA, 8%
Street
Reconstruction,
18%
Capital Projects,
5%
Special
Assessments,
15%
Capital Improvement Plan by Funding Source
Total Funding
Need 15-yr
Average Annual
Funding Need
Percent of
Total Need
Water Utility $21,519,000 $1,434,600 15%
Sanitary Sewer Utility $17,189,000 $1,145,933 12%
Storm Drainage Utility $12,812,000 $854,133 9%
Street Lighting Utility $2,645,000 $176,333 2%
Municipal State Aid $10,954,000 $730,267 8%
Street Reconstruction Fund $26,608,000 $1,773,867 18%
Capital Projects Funds $30,372,000 $2,024,800 21%
Special Assessment Collections $22,380,000 $1,492,000 15%
TOTAL $144,479,000 $9,631,933 100%
231
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52ND AVE N
NASH RD
JANET LN
58TH AVE N
JOYCE LN
S U M M I T
D R
N
C
O
L
F
A
X
A
V
E
N
72ND AVE N
NORTH
W
A
Y
D
R
66TH AVE N
AMY LN
P A L M E R L A K E D R W
AL
D
R
I
C
H
A
V
E
N
L
E
E
A
V
E
N
4
T
H
S
T
N
N
O
B
L
E
A
V
E
N
H A L I F A X P L
JOHNMARTIN
D
R
FR
E
M
O
N
T
A
V
E
N
67TH AV
E
N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
YO
R
K
A
V
E
N
H A L I F A X A V E N
WINCHESTER LN
EW
I
N
G
A
V
E
N
B R O O K V I E W DR
QUARLESRD
OHENRY RD
VIOLETAV
E
N
THURBER
R
D
J U D Y L N
E A R L E B ROWN DR
WOODBINELNN
A D M I R A L L N
ZE
N
I
T
H
A
V
E
N
S
C
O
T
T
A
V
E
N
R I V E R D A L E
R D
JA
M
E
S
A
V
E
N
47TH AVE N
OAK ST N
DR
E
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O
T
T
A
V
E
N
50TH AVE N
MO
R
G
A
N
A
V
E
N
6 3 R D L N N
51 S T AVEN
POERD
68TH AVE N
H A L I F A X DR
S
A
I
L
O
R
L
N
QU
E
E
N
A
V
E
N
Q
U
A
I
L
A
V
E
N
IRVING LN N
O
R
C
H
A
R
D
A
V
E
N
T
O
L
E
D
O
A
V
E
N
BELLVUE LN N
5
T
H
S
T
N
FRANCEPL
PAUL DR
AZ
E
L
I
A
A
V
E
N
RU
S
S
E
L
L
A
V
E
N
W I N G A R D P L
VI
N
C
E
N
T
A
V
E
N
56TH AVE N B
R
O
O
K
L
Y
N
B
L
V
D
L
N
M A R L I N D R
SH
O
R
E
S
D
R
R
E
G
E
N
T
A
V
E
N
IN
D
I
A
N
A
A
V
E
N
57TH AVE N
BASS LAKE RD
BOULDER LN
WA
S
H
B
U
R
N
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
54TH AVE N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
DMIRAL LN N
P
E
N
N
A
VEN
BURQUEST LN
LAKE BREEZEAVE
72N
D
C
I
R
N
LA
K
E
V
I
E
W
A
V
E
N
URBAN AV E N
C
H
O
W
E
N
A
V
E
N
LAKESIDE AVE N
N
O
R
T
H
PORTDR
70TH AVE N
LAWREN C E R D
OHENRY RD N
71ST AVE N
COMMODORE DR
P
A
R
K
WAY CI R
F
R
E
M
O
N
T
P
L
N
M
A
J
O
R
A
V
E
N
67TH LA
N
WOODBINE LA N
71ST CIR N
AL
D
R
I
C
H
D
R
N
P O N D S D R N
G
R
E
A
T
V
I
E
W
A
V
E
W I N G A R D LA
K A T H E R I N E DR
70TH CIR N
Q
U
AILCIRW
UP
T
O
N
A
V
E
N
N
O
P
R
T
H
P
O
R
T
D
R
68TH LA N
69TH
L
A
N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH PL N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
MA
J
O
R
A
V
E
N
61ST AVE N
LILA
C
D
R
N
LILA
C
D
R
N
MO
R
G
A
N
A
V
E
N
MA
J
O
R
A
V
E
N
53RD AVE N
64TH AVE N
GI
R
A
R
D
A
V
E
N
70TH AVE N
O
R
C
H
A
R
D
A
V
E
N
W
I
L
L
O
W
L
N
IR
V
I
N
G
A
V
E
N
AL
L
E
Y
6 6 T H A V E N
HA
L
I
F
A
X
A
V
E
N
51ST AVE N
57TH AVE N
67TH AVE N
70TH AVE N
D
R
E
W
A
V
E
N
C
A
M
D
E
N
A
V
E
N
53RD AVE N
GI
R
A
R
D
A
V
E
N
E
W
I
N
G
A
V
E
N
INTERSTATE 94
PE
R
R
Y
A
V
E
N
Z
E
N
I
T
H
A
V
E
N
OL
I
V
E
R
A
V
E
N
HIGHW
A
Y
1
0
0
JA
M
E
S
A
V
E
N
BRY
A
N
T
A
V
E
N
H
I
G
H
W
A
Y
2
5
2
D
R
E
W
A
V
E
N
Q
U
A
I
L
A
V
E
N
65TH AV
E
N
B
R
Y
A
NT
A
V
E
N
E
W
I
N
G
A
V
E
N
57TH AVE N
M
O
R
G
A
N
A
V
E
N
67TH AVE N
AL
L
E
Y
LILAC DR N
C
A
M
D
E
N
A
V
E
N
66TH AVE N
71ST AVE N
A
L
D
R
I
C
H
A
V
E
N
58TH AVE N
70TH AVE N
70TH AVE N
R
E
G
E
N
T
A
V
E
N
KY
L
E
A
V
E
N
AL
L
E
Y
DU
P
O
N
T
A
V
E
N
ADMIRAL LN N
F
R
A
N
C
E
A
V
E
N
BR
Y
A
N
T
A
V
E
N
N
O
B
L
E
A
V
E
N
65TH AVE N
NE
W
T
O
N
A
V
E
N
Q
U
A
I
L
A
V
E
N
72ND AVE N
RE
G
E
N
T
A
V
E
N
C
O
L
F
A
X
A
V
E
N
URBAN AVE
N
60TH AVE N
CA
M
D
E
N
A
V
E
N
G
I
R
A
R
D
A
V
E
N
L E E A V E N
64TH AVE N
69TH AVE N
56TH AVE N
WOODBINE LA N
AB
B
O
T
T
A
V
E
N
INTERSTATE 694
S
C
O
T
T
A
V
E
N
C
H
O
W
E
N
A
V
E
N
TO
L
E
D
O
A
V
E
N
L
E
E
A
V
E
N
62ND AVE N
G
R
I
M
E
S
A
V
E
N
HA
L
I
F
A
X
A
V
E
N
B
E
A
R
D
A
V
E
N
WINCHESTER LN
67TH AVE N
56TH AVE N
EW
I
N
G
A
V
E
N
J
U
N
E
A
V
E
N
68TH AVE N
LO
G
A
N
A
V
E
N
55TH AVE N
61ST AVE N
65TH AVE N
HU
M
B
O
L
D
T
A
V
E
N
70TH AVE N
66TH AVE N
F
R
A
N
C
E
A
V
E
N
AL
L
E
Y
N
O
B
L
E
A
V
E
N
LILAC
D
R
N
F
R
E
M
O
N
T
A
V
E
N
LY
N
D
A
L
E
A
V
E
N
72ND AVE N
B
R
Y
A
N
T
A
V
E
N
72ND AVE N
FR
A
N
C
E
A
V
E
N
62ND AVE N
67TH AVE N
IR
V
I
N
G
A
V
E
N
71ST AVE N
71ST AVE N
DR
E
W
A
V
E
N
70TH AVE N
73RD AVE N
61ST AVE N
X
E
R
X
E
S
A
V
E
N
BEA
R
D
A
V
E
N
JU
N
E
A
V
E
N
66TH AVE N
ORC
H
A
R
D
A
V
E
N
E
W
I
N
G
A
V
E
N
66TH AVE N
P
E
R
R
Y
A
V
E
N
50TH AVE N
ZE
N
I
T
H
A
V
E
N
B
E
A
R
D
A
V
E
N
LILAC
D
R
N
NO
B
L
E
A
V
E
N
54TH AVE N
AL
L
E
Y
KN
O
X
A
V
E
N
XE
R
X
E
S
A
V
E
N
WOODBINE LN
PE
N
N
A
V
E
N
65TH AVE N 66TH AVE N
R
E
G
E
N
T
A
V
E
N
KN
O
X
A
V
E
N
62ND AVE N
E
M
E
R
S
O
N
A
V
E
N
AD
M
I
R
A
L
L
N
N
P
E
R
R
Y
A
V
E
N
63RD AVE N SHI
N
G
L
E
C
R
E
E
K
P
K
W
Y
C
A
M
D
E
N
A
V
E
N
A
B
B
O
T
T
A
V
E
N
CO
L
F
A
X
A
V
E
N
XE
R
X
E
S
A
V
E
N
BASS LAKE RD
X
E
R
X
E
S
A
V
E
N
FR
E
M
O
N
T
A
V
E
N
LILAC DR N
B R O O K L Y N BLVDLN
AL
D
R
I
C
H
A
V
E
N
AL
L
E
Y
67TH AVE N
71STAVEN
70TH AVE N
EM
E
R
S
O
N
A
V
E
N
OHENRY RD
Z
E
N
I
T
H
A
V
E
N
L I L A C D R N
AL
L
E
Y
AL
L
E
Y
EM
E
R
S
O
N
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
AL
L
E
Y
B
R
O
O
K
L
Y
N
B
L
V
D
65TH AVE N
CA
M
D
E
N
A
V
E
N
CO
L
F
A
X
A
V
E
N
MO
R
G
A
N
A
V
E
N
K
Y
L
E
A
V
E
N
XER
X
E
S
A
V
E
N
59TH AVE N
A
L
L
E
Y
F
R
A
N
C
E
A
V
E
N
LE
E
A
V
E
N
QU
A
I
L
A
V
E
N
AL
L
E
Y
GI
R
A
R
D
A
V
E
N
67TH AVE N
WI
L
L
O
W
L
N
CO
L
F
A
X
A
V
E
N
68TH AVE
N
CIP PROJECT AREAS
Legend
Reconstruction Projects
63rd Avenue (west of Xerxes) - 2015
Freeway Park Area - 2015
Palmer Lake West Area - 2016
51st Ave (at Brooklyn Blvd) - 2016
Evergreen Park Area - 2017
Humboldt Ave (53rd to 57th) - 2018
Firehouse Park Area - 2018
Interstate Area - 2019
Logan/Lilac/59th Area - 2020
Grandview Area - 2020
Ryan Lake Industrial Park Area - 2021
2015 - 2022
October 2014
Full Depth Pavement Replacement Projects
Freeway Blvd (west of Xerxes) - 2015
Mill and Overlay Projects
! ! !Freeway Blvd (east of Xerxes) - 2016
! ! !57th Avenue (Humboldt to I-94) - 2016
! ! !69th Avenue (Shingle Creek Pkwy to Dupont) - 2017
! ! !France Ave (north of 69th) - 2017
! ! !Bellvue Area - 2018
! ! !Southeast Area - 2019
! ! !Northwest Area - 2022
Completed Construction (81.7 Miles - 77% since 1993)232
! ! ! ! ! !! ! !!! !
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!
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!
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!
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!
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!
!
!
!
!
!!
!!!!!!!
!!!!!!
!!!!!!
! ! ! ! ! !! !!
!
! !!!!
!!
!
!!!!!!!!!
!!!!!!!!
!
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!
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!
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!
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!
!
!
!
!
!
!
!
!
!
!
!
INTERSTATE 94
HIGHW
A
Y
1
0
0
69TH AVE N
D
U
P
O
N
T
A
V
E
N
63RD AVE N
73RD AVE N
H
I
G
H
W
A
Y
2
5
2
INTERS
T
A
T
E
6
9
4
55TH AVE N
X
E
R
X
E
S
A
V
E
N
J
U
N
E
A
V
E
N
R
I
V
E
R
R
D
W
B
E
A
R
D
A
V
E
N
59TH AVE N
FREEWAY BLVD
SH
I
N
G
L
E
C
R
E
E
K
P
K
W
Y
65TH AVE N
H
U
M
B
O
L
D
T
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
KN
O
X
A
V
E
N
61ST AVE N
IR
V
I
N
G
A
V
E
N
64TH AVE N
U
N
I
T
Y
A
V
E
N
60TH AVE N
AL
L
E
Y
GI
R
A
R
D
A
V
E
N
HOWE LA
LO
G
A
N
A
V
E
N
LILAC
D
R
N
O
L
I
V
E
R
A
V
E
N
BR
Y
A
N
T
A
V
E
N
W I L L O W L NGR
I
M
E
S
A
V
E
N
FR
A
N
C
E
A
V
E
N
L
Y
N
D
A
L
E
A
V
E
N
DA
L
L
A
S
R
D
NE
W
T
O
N
A
V
E
N
53RD AVE N
T W I N L A K E B L V D E
ERICON DR
CA
M
D
E
N
A
V
E
N
P
E
R
R
Y
A
V
E
N
49TH AVE N
K
Y
L
E
A
V
E
N
BRO
O
K
L
Y
N
D
R
MUMFORD RD
52ND AVE N
NASH RD
JANET LN
58TH AVE N
JOYCE LN
S U M M I T
D R
N
C
O
L
F
A
X
A
V
E
N
72ND AVE N
NORTH
W
A
Y
D
R
66TH AVE N
AMY LN
P A L M E R L A K E D R W
AL
D
R
I
C
H
A
V
E
N
L
E
E
A
V
E
N
4
T
H
S
T
N
N
O
B
L
E
A
V
E
N
H A L I F A X P L
JOHNMARTIN
D
R
FR
E
M
O
N
T
A
V
E
N
67TH AV
E
N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
YO
R
K
A
V
E
N
H A L I F A X A V E N
WINCHESTER LN
EW
I
N
G
A
V
E
N
B R O O K V I E W DR
QUARLESRD
OHENRY RD
VIOLETAV
E
N
THURBER
R
D
J U D Y L N
E A R L E B R OWN DR
WOODBINELNN
A D M I R A L L N
ZE
N
I
T
H
A
V
E
N
S
C
O
T
T
A
V
E
N
R I V E R D A L E
R D
JA
M
E
S
A
V
E
N
47TH AVE N
OAK ST N
DR
E
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O
T
T
A
V
E
N
50TH AVE N
MO
R
G
A
N
A
V
E
N
6 3R D L N N
51 S T AVEN
POERD
68TH AVE N
H A L I F A X DR
S
A
I
L
O
R
L
N
QU
E
E
N
A
V
E
N
Q
U
A
I
L
A
V
E
N
IRVING LN N
O
R
C
H
A
R
D
A
V
E
N
T
O
L
E
D
O
A
V
E
N
BELLVUE LN N
5
T
H
S
T
N
FRANCEPL
PAUL DR
AZ
E
L
I
A
A
V
E
N
RU
S
S
E
L
L
A
V
E
N
W I N G A R D P L
VI
N
C
E
N
T
A
V
E
N
56TH AVE N B
R
O
O
K
L
Y
N
B
L
V
D
L
N
M A R L I N D R
SH
O
R
E
S
D
R
R
E
G
E
N
T
A
V
E
N
IN
D
I
A
N
A
A
V
E
N
57TH AVE N
BASS LAKE RD
BOULDER LN
WA
S
H
B
U
R
N
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
54TH A VE N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
D
MIRAL LN N
P
E
N
N
A
VEN
BURQUEST LN
LAKE BREEZEAVE
72N
D
C
I
R
N
LA
K
E
V
I
E
W
A
V
E
N
URBAN A V E N
C
H
O
W
E
N
A
V
E
N
LAKESIDE AVE N
N
O
R
T
H
PORTDR
70TH AVE N
LAWRE N C E R D
OHENRY RD N
71ST AVE N
COMMODORE DR
P
A
R
K
WAY C I R
F
R
E
M
O
N
T
P
L
N
M
A
J
O
R
A
V
E
N
67TH LA
N
WOODBINE LA N
71ST CIR N
AL
D
R
I
C
H
D
R
N
P O N D S D R N
G
R
E
A
T
V
I
E
W
A
V
E
W I N G A R D LA
K A T H E R I N E DR
70TH CIR N
Q
U
AILCIRW
UP
T
O
N
A
V
E
N
N
O
P
R
T
H
P
O
R
T
D
R
68TH LA N
69TH
L
A
N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH PL N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
59TH AVE N
MA
J
O
R
A
V
E
N
57TH AVE N
P
E
R
R
Y
A
V
E
N
70TH AVE N
LILAC
D
R
N
F
R
A
N
C
E
A
V
E
N
67TH AVE N
F
R
A
N
C
E
A
V
E
N
CA
M
D
E
N
A
V
E
N
DU
P
O
N
T
A
V
E
N
LILAC DR N
LILA
C
D
R
N
NE
W
T
O
N
A
V
E
N
N
O
B
L
E
A
V
E
N
HA
L
I
F
A
X
A
V
E
N
67TH AVE N
70TH AVE N
72ND AVE N
E
W
I
N
G
A
V
E
N
Q
U
A
I
L
A
V
E
N
EW
I
N
G
A
V
E
N
MA
J
O
R
A
V
E
N
73RD AVE N
58TH AVE N
64TH AVE N
A
L
D
R
I
C
H
A
V
E
N
URBAN AVE
N
ADMIRAL LN N
WI
L
L
O
W
L
N
62ND AVE N
B
R
Y
A
NT
A
V
E
N
AL
L
E
Y
EM
E
R
S
O
N
A
V
E
N
BRY
A
N
T
A
V
E
N
INTERSTATE 94
M
O
R
G
A
N
A
V
E
N
LY
N
D
A
L
E
A
V
E
N
51ST AVE N
OHENRY RD
66TH AVE N
DR
E
W
A
V
E
N
68TH AVE N
71ST AVE N
67TH AVE N
66TH AVE N
70TH AVE N
70TH AVE N
R
E
G
E
N
T
A
V
E
N
70TH AVE N
65TH AVE N
C
O
L
F
A
X
A
V
E
N
GI
R
A
R
D
A
V
E
N
J
U
N
E
A
V
E
N
XE
R
X
E
S
A
V
E
N
G
I
R
A
R
D
A
V
E
N
LILAC DR N
53RD AVE N
QU
A
I
L
A
V
E
N
GI
R
A
R
D
A
V
E
N
CO
L
F
A
X
A
V
E
N
E
W
I
N
G
A
V
E
N
R
E
G
E
N
T
A
V
E
N
XE
R
X
E
S
A
V
E
N
O
R
C
H
A
R
D
A
V
E
N
LO
G
A
N
A
V
E
N
A
B
B
O
T
T
A
V
E
N
AB
B
O
T
T
A
V
E
N
XER
X
E
S
A
V
E
N
60TH AVE N
X
E
R
X
E
S
A
V
E
N
56TH AVE N
WOODBINE LA N
50TH AVE N
INTERSTATE 694
J
A
M
E
S
A
V
E
N
53RD AVE N
C
H
O
W
E
N
A
V
E
N
57TH AVE N
BR
Y
A
N
T
A
V
E
N
LE
E
A
V
E
N
AL
L
E
Y
WINCHESTER LN
JA
M
E
S
A
V
E
N
WOODBINE LN
E
W
I
N
G
A
V
E
N
64TH AVE N
AL
L
E
Y
Q
U
A
I
L
A
V
E
N
HIGHW
A
Y
1
0
0
EM
E
R
S
O
N
A
V
E
N
BEA
R
D
A
V
E
N
D
R
E
W
A
V
E
N
B
R
Y
A
N
T
A
V
E
N
70TH AVE N
IR
V
I
N
G
A
V
E
N
Z
E
N
I
T
H
A
V
E
N
H
I
G
H
W
A
Y
2
5
2
NO
B
L
E
A
V
E
N
61ST AVE N
72ND AVE N
TO
L
E
D
O
A
V
E
N
LILA
C
D
R
N
67TH AVE N
IR
V
I
N
G
A
V
E
N
71ST AVE N
C
A
M
D
E
N
A
V
E
N
70TH AVE N
62ND AVE N
G
R
I
M
E
S
A
V
E
N
B
E
A
R
D
A
V
E
N
B
E
A
R
D
A
V
E
N
MO
R
G
A
N
A
V
E
N
56TH AVE N
65TH AVE N
55TH AVE N
66TH AVE N
P
E
R
R
Y
A
V
E
N
69TH AVE N
Z
E
N
I
T
H
A
V
E
N
KN
O
X
A
V
E
N
66TH AVE N
LE
E
A
V
E
N
FR
E
M
O
N
T
A
V
E
N
61ST AVE N
AL
L
E
Y
D
R
E
W
A
V
E
N
AL
L
E
Y
65TH AVE N
HA
L
I
F
A
X
A
V
E
N
PE
N
N
A
V
E
N
66TH AVE N
RE
G
E
N
T
A
V
E
N
65TH AVE N
KN
O
X
A
V
E
N
64TH AVE N
62ND AVE N
65TH AV
E
N
67TH AVE N
AD
M
I
R
A
L
L
N
N
PE
R
R
Y
A
V
E
N
63RD AVE N
C
A
M
D
E
N
A
V
E
N
C
A
M
D
E
N
A
V
E
N
F
R
A
N
C
E
A
V
E
N
BASS LAKE RD
K Y L E A V E
N
F
R
E
M
O
N
T
A
V
E
N
OL
I
V
E
R
A
V
E
N
B R O O K L Y N BLVDLN
61ST AVE N
AL
L
E
Y
67TH AVE N
71STAVEN
6 6 T H A V E N
AL
D
R
I
C
H
A
V
E
N
54TH AVE N
LILAC
D
R
N
ZE
N
I
T
H
A
V
E
N
LILA
C
D
R
N
AL
L
E
Y
AL
L
E
Y
EM
E
R
S
O
N
A
V
E
N
AL
L
E
Y
FR
A
N
C
E
A
V
E
N
S
C
O
T
T
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
HU
M
B
O
L
D
T
A
V
E
N
CA
M
D
E
N
A
V
E
N
CO
L
F
A
X
A
V
E
N
MO
R
G
A
N
A
V
E
N
K
Y
L
E
A
V
E
N
JU
N
E
A
V
E
N
SHI
N
G
L
E
C
R
E
E
K
P
K
W
Y
A
L
L
E
Y
F
R
A
N
C
E
A
V
E
N
L
E
E
A
V
E
N
ORC
H
A
R
D
A
V
E
N
AL
L
E
Y
GI
R
A
R
D
A
V
E
N
62ND AVE N
W
I
L
L
O
W
L
N
CO
L
F
A
X
A
V
E
N
68TH AVE
N
CIP PROJECT AREAS
Full Depth Pavement Replacment Projects
Knox, James and 54th Area - 2023
51st Avenue (west of France) - 2023
Lydale Avenue - 2023
Humboldt Avenue - 2024
Orchard Lane West Area - 2026
Meadowlark Garden Area - 2026
53rd and Xerxes Avenue - 2026
Earle Brown Drive - 2028
2023 - 2029
October 2014
Legend
Reconstruction Projects
50th Avenue (France to Drew) - 2023
53rd Avenue - 2023
Woodbine Area - 2024
Orchard Lane East Area - 2025
Mill and Overlay Projects
! !67th and James Avenue - 2027
! !St Alphonses Area - 2027
! !John Martin Drive - 2027
! !68th and Lee Avenue - 2027
! !73rd Ave (Humboldt to Camden) - 2028
! !66th and Camden Ave - 2028
! !Garden City Central Area - 2029
Completed Construction (81.7 Miles - 77% since 1993)
233
Table 2
Capital Improvement Program (2015 - 2029)
November 14, 2014
Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects Total Project
Project Assessments Reconst. Fund Fund Utility Utility Utility Utility Funds Cost
2015
Capital Maintenance Building Program 2015 $0 $0 $0 $0 $0 $0 $0 $203,000 $203,000
63rd Avenue North Reconstruction $260,000 $0 $2,560,000 $220,000 $450,000 $330,000 $90,000 $0 $3,910,000
Freeway Blvd Improvements (west of Xerxes)$70,000 $70,000 $0 $40,000 $20,000 $0 $200,000
Storm Water Ponds 50-001 & 60-001 Rehab $0 $0 $0 $120,000 $0 $0 $0 $0 $120,000
Storm Water Pond 46-001 Rehab $0 $0 $0 $93,000 $0 $0 $0 $0 $93,000
Centennial Park Tennis Courts Resurfacing, Basketball Court Project $0 $0 $0 $0 $0 $0 $90,000 $90,000
Freeway Park Area Improvements $1,040,000 $2,080,000 $0 $1,250,000 $1,160,000 $1,420,000 $110,000 $0 $7,060,000
Centennial Park - Ball Field Dike $0 $0 $0 $0 $0 $0 $0 $40,000 $40,000
Freeway Park Trail Replacement $0 $0 $0 $0 $0 $0 $0 $39,000 $39,000
Twin Lake Regional Trail Realignment (Lake Point)$0 $0 $0 $0 $0 $0 $0 $185,000 (A)$185,000
Amphitheater $0 $0 $0 $45,000 $0 $0 $0 $640,000 (B)$685,000
Connections Shingle Creek Restoration Project $0 $0 $0 $88,000 $0 $0 $0 $263,000 (C)$351,000
2015 Subtotal $1,370,000 $2,150,000 $2,560,000 $1,856,000 $1,610,000 $1,750,000 $220,000 $1,460,000 $12,976,000
NOTES:(A) Three Rivers Park District Funding
(B) Joint funding share: $340k donations, $100k 2013 Excess General Fund Balance, $45k Storm Water Fund, $200k Capital Projects Fund.
(C) Joint funding share from Brooklyn Park, Shingle Creek Watershed Commission and Clean Water Act Grant.
2016
Brooklyn Blvd City Entrance Signs $0 $0 $0 $0 $0 $0 $0 $17,000 $17,000
Lift Station 1 - Wet Well Improvement $0 $0 $0 $0 $212,000 $0 $0 $0 $212,000
Sanitary Sewer Lining along Mississippi River $0 $0 $0 $0 $819,000 $0 $0 $0 $819,000
69th Ave Greenway & Cahlander Park Fence Rehab $0 $0 $0 $0 $0 $0 $0 $155,000 $155,000
Water Tower No. 3 Painting $0 $0 $0 $0 $0 $1,243,000 $0 $0 $1,243,000
Freeway Blvd Mill and Overlay (east of Xerxes Avenue)$110,000 $340,000 $0 $90,000 $10,000 $10,000 $40,000 $0 $600,000
Northport Park - Shelter $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
57th Ave M&O and Regional Trail (Humboldt to I-94)$30,000 $0 $250,000 $40,000 $10,000 $10,000 $110,000 $1,280,000 (D)$1,730,000
Storm Water Ponds 52-001 & 58-002 Rehab $0 $0 $0 $115,000 $0 $0 $0 $0 $115,000
Northport Park Lighting Replacement Project $0 $0 $0 $0 $0 $0 $0 $58,000 $58,000
Azelia Ave and Northport Drive Retaining Wall Repl.$0 $64,000 $0 $0 $0 $0 $0 $0 $64,000
Palmer Lake West Area Improvements $1,060,000 $1,750,000 $0 $1,040,000 $1,180,000 $1,370,000 $110,000 $0 $6,510,000
51st Avenue Improvements (at Brooklyn Blvd)$70,000 $40,000 $70,000 $10,000 $80,000 $70,000 $0 $0 $340,000
Brooklyn Boulevard Corridor Project 1 - 49th to 51st Ave $0 $0 $0 $0 $0 $0 $0 $634,000 (E)$634,000
Intersection Imp./Traffic Signal (66th Ave/Hwy 252)$0 $0 $207,000 $0 $0 $0 $0 $0 $207,000
2016 Subtotal $1,270,000 $2,194,000 $527,000 $1,295,000 $2,311,000 $2,703,000 $260,000 $2,344,000 $12,904,000
NOTES:(D) Federal grant (TE program $1,000,000) and Three Rivers Park District funding $280,000).
(E) Brooklyn Boulevard Corridor Improvement funding estimated at 80% outside source ($507,000) and worst case 20% by the City Capital Improvements Fund ($127,000)
2017
West River Rd Trail Replacement $0 $0 $0 $0 $0 $0 $0 $150,000 $150,000
Water Tower No. 2 - Painting $0 $0 $0 $0 $0 $1,159,000 $0 $0 $1,159,000
Well Motor Speed Controls (VFD) Wells 4, 5, 7, 9 and 10 $0 $0 $0 $0 $0 $350,000 $0 $0 $350,000
Capital Maintenance Building Program 2017 $0 $0 $0 $0 $0 $0 $0 $273,000 $273,000
69th Ave Mill & Overlay (Shingle Crk Pkwy to Dupont Ave.)$230,000 $0 $510,000 $70,000 $10,000 $20,000 $50,000 $0 $890,000
France Avenue Mill and Overlay (north of 69th)$50,000 $0 $175,000 $35,000 $20,000 $10,000 $20,000 $0 $310,000
Traffic Signal System Rehab. (69th and France Aves.)$0 $27,000 $82,000 $0 $0 $0 $0 $0 $109,000
Evergreen Park Trail Replacement $0 $0 $0 $0 $0 $0 $0 $68,000 $68,000
Evergreen Park Area Improvements and SRTS Trails $1,380,000 $2,470,000 $510,000 $1,230,000 $1,670,000 $2,150,000 $130,000 $276,000 (F)$9,816,000
Storm Water Ponds 26-005 & 63-006 Rehab $0 $0 $0 $20,000 $0 $0 $0 $0 $20,000
Lift Station 2 Rehabilitation $0 $0 $0 $199,000 $0 $0 $0 $199,000
Earle Brown/Opportunity Area Street Light Replacement - nodes $0 $0 $0 $0 $0 $175,000 $0 $175,000
Brooklyn Boulevard Corridor Project 2 - 51st Ave to Hwy 100 $0 $0 $0 $0 $0 $0 $3,444,000 (G)$3,444,000
2017 Subtotal $1,660,000 $2,497,000 $1,277,000 $1,355,000 $1,899,000 $3,689,000 $375,000 $4,211,000 $16,963,000
NOTES:(F) Federal Safe Routes to School funding for new trails $275,392 (total trail improvements $331k, City matches balance from project street funds)
(G) Brooklyn Boulevard Corridor Improvement funding estimated at 80% outside source ($2,755,000) and worst case 20% by the City Capital Improvements Fund ($689,000)
G:\Administration\Budget\2015\CIP 2015\Final CIP\141114_FINAL_2015-29 CIP Table 2 Page | 6
234
Table 2
Capital Improvement Program (2015 - 2029)
November 14, 2014
Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects Total Project
Project Assessments Reconst. Fund Fund Utility Utility Utility Utility Funds Cost
2018
Centennial Park East Trail Replacement $0 $0 $0 $0 $0 $0 $0 $84,000 $84,000
Water Tower No. 1 Painting $0 $0 $0 $0 $0 $657,000 $0 $0 $657,000
Capital Maintenance Building Program 2018 $0 $0 $0 $0 $0 $0 $0 $396,000 $396,000
Brooklyn Boulevard Corridor Projects 4, 5, 6 and 6A - Hwy 100 to Bass Lk Rd $0 $0 $0 $0 $0 $4,197,000 (H)$4,197,000
Storm Water Ponds 41-001,43-001,60-002,60-004,62-001, & 64-002 Rehab $0 $102,000 $0 $0 $0 $0 $102,000
Humboldt Ave N (CR 57) Reconstruction (53rd to 57th)$350,000 $0 $310,000 $90,000 $280,000 $250,000 $20,000 $450,000 (I)$1,750,000
Bellvue Area Mill and Overlay $260,000 $430,000 $120,000 $540,000 $50,000 $20,000 $0 $1,420,000
Firehouse Park Area Improvements $2,020,000 $3,270,000 $310,000 $1,470,000 $1,950,000 $1,620,000 $140,000 $0 $10,780,000
Brooklyn Boulevard Corridor Projects 7, 8, 9 and 10 - Bass Lk Rd to 65th $0 $0 $0 $0 $0 $12,257,000 (J)$12,257,000
2018 Subtotal $2,630,000 $3,700,000 $740,000 $2,202,000 $2,280,000 $2,547,000 $160,000 $17,384,000 $31,643,000
NOTES:(H) Brooklyn Boulevard Corridor Improvement funding estimated at 80% outside source ($3,358,000) and worst case 20% by the City Capital Improvements Fund ($839,000)
(I) Anticiapted Hennepin County funding share - Humboldt Ave is a county road (CR 57).
(J) Brooklyn Boulevard Corridor Improvement funding estimated at 80% outside source ($9,806,000) and worst case 20% by the City Capital Improvements Fund ($2,451,000)
2019
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $300,000 $300,000
Capital Maintenance Building Program 2019 $0 $0 $0 $0 $0 $0 $0 $434,000 $434,000
Storm Water Ponds 35-003 & 35-004 Rehab $0 $0 $0 $86,000 $0 $0 $0 $0 $86,000
Southeast Area Mill and Overlay $1,370,000 $60,000 $30,000 $580,000 $110,000 $30,000 $0 $0 $2,180,000
Lift Station No. 9 Force Main Replacement $0 $0 $0 $0 $243,000 $0 $0 $0 $243,000
Interstate Area Improvements $1,370,000 $3,120,000 $0 $1,390,000 $1,610,000 $2,020,000 $100,000 $0 $9,610,000
2019 Subtotal $2,740,000 $3,180,000 $30,000 $2,056,000 $1,963,000 $2,050,000 $100,000 $734,000 $12,853,000
2020
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $309,000 $309,000
Capital Maintenance Building Program 2020 $0 $0 $0 $0 $0 $0 $0 $144,000 $144,000
Storm Water Ponds 12-001, 12-006 & 26-004 Rehab $0 $0 $0 $58,000 $0 $0 $0 $0 $58,000
Logan/Lilac/59th Avenues Reconstruction $390,000 $0 $1,230,000 $30,000 $10,000 $220,000 $20,000 $0 $1,900,000
Grandview Park Area Improvements $1,820,000 $3,580,000 $290,000 $1,600,000 $1,610,000 $1,810,000 $170,000 $0 $10,880,000
2020 Subtotal $2,210,000 $3,580,000 $1,520,000 $1,688,000 $1,620,000 $2,030,000 $190,000 $453,000 $13,291,000
2021
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $237,000 $237,000
Capital Maintenance Building Program 2021 $0 $0 $0 $0 $0 $0 $0 $87,000 $87,000
Lift Station 1 Rehabilitation $0 $0 $0 $344,000 $0 $0 $0 $344,000
Ryan Lake Industrial Park Area Improvements $280,000 $520,000 $0 $220,000 $160,000 $320,000 $20,000 $0 $1,520,000
2021 Subtotal $280,000 $520,000 $0 $220,000 $504,000 $320,000 $20,000 $324,000 $2,188,000
2022
Palmer Lake Trail Reconstruction $0 $0 $0 $0 $0 $0 $0 $238,000 $238,000
Capital Maintenance Building Program 2022 $0 $0 $0 $0 $0 $0 $0 $401,000 $401,000
Northwest Area Mill and Overlay $230,000 $290,000 $0 $230,000 $130,000 $180,000 $70,000 $0 $1,130,000
2022 Subtotal $230,000 $290,000 $0 $230,000 $130,000 $180,000 $70,000 $639,000 $1,769,000
2023
Capital Maintenance Building Program 2023 $0 $0 $0 $0 $0 $0 $0 $85,000 $85,000
Knox, James and 54th Ave. Area Improvements $260,000 $240,000 $0 $120,000 $20,000 $10,000 $0 $650,000
51st Avenue Improvements (west of France Avenue)$160,000 $50,000 $0 $10,000 $10,000 $10,000 $20,000 $0 $260,000
50th Avenue Improvements (France Ave. to Drew Ave.)$50,000 $50,000 $20,000 $10,000 $100,000 $230,000
53rd Avenue North Improvements $20,000 $0 $2,000,000 $320,000 $100,000 $360,000 $160,000 $0 $2,960,000
Lyndale Avenue Improvements $50,000 $180,000 $100,000 $60,000 $120,000 $10,000 $20,000 $0 $540,000
2023 Subtotal $540,000 $520,000 $2,100,000 $530,000 $260,000 $490,000 $200,000 $85,000 $4,725,000
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235
Table 2
Capital Improvement Program (2015 - 2029)
November 14, 2014
Special Street MSA Storm Drainage Sanitary Sewer Water Street Light Capital Projects Total Project
Project Assessments Reconst. Fund Fund Utility Utility Utility Utility Funds Cost
2024
Woodbine Area Improvements $1,570,000 $1,440,000 $110,000 $380,000 $1,250,000 $2,010,000 $150,000 $0 $6,910,000
Humboldt Ave N Improvements $290,000 $0 $190,000 $20,000 $250,000 $140,000 $40,000 $0 $930,000
Capital Maintenance Building Program 2024 $0 $0 $0 $0 $0 $0 $0 $43,000 $43,000
Miscellaneous Tennis Court Resurfacing $0 $0 $0 $0 $0 $0 $0 $116,000 $116,000
2024 Subtotal $1,860,000 $1,440,000 $300,000 $400,000 $1,500,000 $2,150,000 $190,000 $159,000 $7,999,000
2025
Orchard Lane East Improvements $2,290,000 $2,090,000 $0 $180,000 $1,240,000 $2,330,000 $190,000 $0 $8,320,000
Lift Stations 8 & 9 Rehabilitation $0 $0 $0 $0 $102,000 $0 $0 $0 $102,000
Capital Maintenance Building Program 2025 $0 $0 $0 $0 $0 $0 $0 $49,000 $49,000
2025 Subtotal $2,290,000 $2,090,000 $0 $180,000 $1,342,000 $2,330,000 $190,000 $49,000 $8,471,000
2026
Orchard Lane West Improvements $3,270,000 $2,150,000 $0 $90,000 $1,400,000 $100,000 $230,000 $0 $7,240,000
Meadowlark Gardens Area Improvements $850,000 $370,000 $150,000 $20,000 $80,000 $230,000 $140,000 $0 $1,840,000
53rd and Xerxes Avenue Improvements $80,000 $230,000 $0 $80,000 $0 $0 $60,000 $0 $450,000
Hockey Rink Rehabilitation/Replacements $0 $0 $0 $0 $0 $0 $0 $205,000 $205,000
Irrigation Systems Rehabilitation/Replacements $0 $0 $0 $0 $0 $0 $0 $136,000 $136,000
Centennial Park Softball Field Regrading $0 $0 $0 $0 $0 $0 $0 $429,000 $429,000
Capital Maintenance Building Program 2026 $0 $0 $0 $0 $0 $0 $0 $220,000 $220,000
2026 Subtotal $4,200,000 $2,750,000 $150,000 $190,000 $1,480,000 $330,000 $430,000 $990,000 $10,520,000
2027
St. Alphonses Area Mill and Overlay $380,000 $40,000 $0 $180,000 $40,000 $10,000 $60,000 $0 $710,000
67th and James Avenue Mill and Overlay $160,000 $40,000 $0 $80,000 $10,000 $10,000 $20,000 $0 $320,000
John Martin Drive Mill and Overlay $90,000 $0 $80,000 $30,000 $10,000 $10,000 $80,000 $0 $300,000
68th and Lee Avenue Mill and Overlay $130,000 $30,000 $0 $70,000 $10,000 $10,000 $30,000 $0 $280,000
Softball/Baseball Fence Replacement $0 $0 $0 $0 $0 $0 $0 $50,000 $50,000
69th Avenue Trail Reconstruction $0 $0 $0 $0 $0 $0 $0 $208,000 $208,000
Evergreen Park Score Board Improvements $0 $0 $0 $0 $0 $0 $0 $121,000 $121,000
69th Avenue Landscape Rehabilitation $0 $0 $0 $0 $0 $0 $0 $139,000 $139,000
Capital Maintenance Building Program 2027 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
2027 Subtotal $760,000 $110,000 $80,000 $360,000 $70,000 $40,000 $190,000 $718,000 $2,328,000
2028
Park Trail and Parking Lot Lighting Improvements $0 $0 $0 $0 $0 $0 $0 $380,000 $380,000
73rd Ave Mill and Overlay (Humboldt to Camden Aves)$50,000 $0 $140,000 $30,000 $10,000 $10,000 $0 $0 $240,000
66th and Camden Ave Mill and Overlay $30,000 $510,000 $260,000 $50,000 $10,000 $10,000 $0 $0 $870,000
Earle Brown Drive Area Improvements $40,000 $960,000 $320,000 $70,000 $10,000 $10,000 $0 $0 $1,410,000
Capital Maintenance Building Program 2028 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
2028 Subtotal $120,000 $1,470,000 $720,000 $150,000 $30,000 $30,000 $0 $580,000 $3,100,000
2029
Capital Maintenance Building Program 2029 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
Garden City Central Area Improvements $220,000 $0 $950,000 $100,000 $190,000 $880,000 $50,000 $0 $2,390,000
Retaining Wall Replacement (miscellaneous locations)$0 $117,000 $0 $0 $0 $0 $0 $0 $117,000
Centennial Ball Field Scoreboard Replacement $0 $0 $0 $0 $0 $0 $0 $42,000 $42,000
2029 Subtotal $220,000 $117,000 $950,000 $100,000 $190,000 $880,000 $50,000 $242,000 $2,749,000
TOTALS $22,380,000 $26,608,000 $10,954,000 $12,812,000 $17,189,000 $21,519,000 $2,645,000 $30,372,000 $144,479,000
G:\Administration\Budget\2015\CIP 2015\Final CIP\141114_FINAL_2015-29 CIP Table 2 Page | 8
236
PROJECT DESCRIPTIONS
2015 – 2029 Capital Improvement Program
City of Brooklyn Center
Street and Utility Improvement Projects
63rd Avenue Reconstruction
Freeway Boulevard Improvements (West of Xerxes Avenue)
Freeway Park Area Improvements
Freeway Boulevard Mill and Overlay (East of Xerxes Avenue)
57th Avenue Mill and Overlay (Humboldt Avenue to I-94)
Palmer Lake West Area Improvements
51st Avenue Improvements (at Brooklyn Boulevard)
69th Avenue Mill and Overlay (Shingle Creek Pkwy to Dupont Avenue)
France Avenue Mill and Overlay (North of 69th Ave)
Evergreen Park Area Improvements
Humboldt Ave N (CR 57) Reconstruction (53rd to 57th)
Bellvue Area Mill and Overlay
Firehouse Park Area Improvements
Southeast Area Mill and Overlay
Interstate Area Improvements
Logan, Lilac and 59th Avenues Reconstruction
Grandview Park Area Improvements
Ryan Lake Industrial Park Area Improvements
Northwest Area Mill and Overlay
Knox, James and 54th Avenue Area Improvements
51st Avenue Improvements (West of France Avenue)
50th Avenue Improvements (France Avenue to Drew Avenue)
53rd Avenue North Improvements
Lyndale Avenue Improvements
Woodbine Area Improvements
Humboldt Avenue North Improvements
Orchard Lane East Improvements
Orchard Lane West Improvements
Meadowlark Gardens Area Improvements
53rd and Xerxes Avenue Improvements
St. Alphonsus Area Mill and Overlay
67th and James Avenue Mill and Overlay
John Martin Drive Mill and Overlay
68th and Lee Avenue Mill and Overlay
73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue)
66th and Camden Avenue Mill and Overlay
Earle Brown Drive Area Improvements
Garden City Central Area Improvements
Miscellaneous Water Main and Sanitary Sewer Improvements
Lift Station 1 Wet Well Improvements/Rehabilitation
Sanitary Sewer Lining along Mississippi River
Water Tower No. 3 Painting
Water Tower No. 2 Painting
Lift Station No. 2 Rehabilitation
237
Well Motor Speed Controls (VFD) Wells 4, 5, 7, 9 and 10
Water Tower No. 1 Painting
Lift Station No. 9 Forcemain Replacement
Lift Station No. 1 Rehabilitation
Lift Station Nos. 8 and 9 Rehabilitation
Street Light and Traffic Signal Improvements
Intersection Improvements/Traffic Signal System Replacement at 66th Avenue and TH 252 - 2016
Traffic Signal System Rehabilitation (69th and France Avenues) - 2017
Earl Brown and Opportunity Area Street Light Replacement – Ornamental Lighting at Nodes -
2017
Capital Maintenance Building Plan
Yearly Capital Maintenance Building Plan Projects
Storm Water Improvements
Storm Water Management Basins
Storm Water Pond 60-001
Storm Water Pond 50-001
Park and Trail Improvements
Centennial Park Tennis Court Resurfacing - 2015
Centennial Park Softball Field Dike
Freeway Park Trail Replacement
Brooklyn Boulevard City Entrance Signs
69th Avenue Greenway & Cahlander Park Fence Rehabilitation
Northport Park Lighting Replacement Project
Northport Park Shelter
West River Road Trail Improvements
Evergreen Park Trail Improvements
Centennial Park East Trail Improvements
Play Ground Equipment Replacement (programmed for 3 separate years)
Palmer Lake Trail Reconstruction
Miscellaneous Tennis Court Resurfacing
Hockey Rink Rehabilitation and Replacements
Irrigation Systems Rehabilitation and Replacements
Centennial Park Softball Field Regrading Improvements
Softball/Baseball Fence Replacement
69th Avenue Trail Reconstruction
Evergreen Park Score Board Improvements
69th Avenue Landscaping Rehabilitation
Park Trail and Lot Lighting Replacement
Centennial Ball Field Score Board Replacement
Miscellaneous Projects and Improvements
Azelia Avenue and Northport Drive Retaining Wall Replacements
Drive Retaining Wall Replacements (Miscellaneous Locations)
Brooklyn Boulevard Corridor Reconstruction/Complete Street Improvements
238
63rd Avenue North Reconstruction - 2015
The 63rd Avenue project area extends from the west City Limits to Brooklyn Boulevard. The project area
contains a total of 5,709 linear feet of local streets. The neighborhood consists of approximately 55 residential
properties (R1 to R4) and 1 commercial zoned property (C2).
Streets
This segment of roadway is designated as a Municipal State Aid Route. 63rd Avenue was originally constructed
in 1965. The existing street is 43 feet wide with concrete curb and gutter. Proposed street improvements consist
of the replacement of curb and gutter to improve drainage, full depth replacement of bituminous street pavement
and complete sidewalk replacement.
Water main
The existing water main in the 63rd Avenue project area consists of 6-inch and 10-inch diameter cast iron pipe
(CIP) installed between 1956 and 1958. A condition survey must be conducted for the existing water system in
the project area to determine the extent of corrosion. Water records indicate three main breaks have occurred
within the project corridor, and one property has experienced a frozen water service in past winters. The water
main is in fair condition based on current maintenance records. The current project cost estimate includes
replacement of approximately 50 percent water main and miscellaneous hydrants as necessary in the project
area.
Sanitary Sewer
The existing sanitary sewer consists of 8-inch diameter vitrified clay pipe lateral sewers. These sewers were
originally installed between 1956 and 1960. Approximately 35 percent of the sanitary sewer is subjected to
frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the
system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as
fair. The current project cost estimate includes complete replacement of the sanitary sewer.
Storm Sewer
63rd Avenue contains two storm drainage systems. The first drainage system consists of 12-inch and 15-inch
diameter reinforced concrete pipe. This system flows to Orchard Avenue and then to the storm drainage pond in
Cahlander Park. The second storm system ranges from 18-inch to 36-inch reinforced concrete pipe. This
system drains to Brooklyn Boulevard and then to Shingle Creek. The current project cost estimate includes
replacing a majority of catch basin structures, castings and various pipe laterals.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 14 wood poles with 14 fiberglass poles with a decorative rectilinear fixture
and underground power.
239
Freeway Blvd Improvements (West of Xerxes Avenue) - 2015
The Freeway Blvd project area extends from Shingle Creek Pkwy on the
north and Xerxes Avenue on the east. The project area contains a total of
1,073 linear feet of local streets. The neighborhood consists of three
multi-family residential properties (R3) and two commercial zoned
properties (C1).
Streets
This section of Freeway Blvd was originally constructed in 1981. The
existing street is 32 feet wide with concrete curb and gutter. The street
pavement exhibits a moderate rate of deterioration. The current cost
estimate assumes street improvements that consist of approximately 30
percent curb replacement, 10 percent sidewalk replacement, and full
depth pavement replacement.
Water main
There is no water main in the Freeway Blvd project area.
Sanitary Sewer
There is no sanitary sewer in the Freeway Blvd project area.
Storm Sewer
The storm sewer on Freeway Blvd consists of 12-inch to 24-inch diameter reinforced concrete pipe that drains to
Shingle Creek. This storm sewer was installed in 1981. The current project cost estimate includes replacing
structure castings and isolated pipe laterals as necessary within the project area.
Street Lighting
The current cost estimate includes replacing the two wood poles with two fiberglass poles with a decorative
rectilinear fixture and underground power.
240
Freeway Park Area Improvements - 2015
The Freeway Park project area extends from
Grimes Ave to Xerxes Ave and from 69th Ave
to Interstate 94. The project area includes a
total of approximately 13,859 feet of local
streets. The neighborhood consists of
approximately 207 residential properties and
one multi-family property.
Streets
The majority of the streets in the project area
were originally constructed between 1967 and
1968 with the exception of the 69th Avenue
Service Road. Existing streets are generally 30 feet wide with no curb and gutter. Poor surface drainage and
low stability subgrade material has resulted in deteriorated pavement throughout the neighborhood. The 69th
Avenue service road was reconstructed in 1993. The road is 30 feet wide with concrete curb and gutter. In all
areas with pavement older than 1993, proposed street improvements consist of the reconstruction of the street
subgrade, installation of curb and gutter to improve drainage and placement of bituminous street pavement. On
the 69th Avenue Service Road, proposed street improvements include approximately 20 percent curb
replacement and full depth pavement replacement.
Water main
Existing water main in the Freeway Park area consists of 6-inch and 16-inch diameter cast iron pipe installed
between 1956 and 1960, and 16-inch diameter ductile iron pipe (DIP) installed in 1993. Existing water main
along France Avenue consists of 16-inch cast iron pipe installed in 1956. This water main is trunk feeder from
Water Tower No. 1 on the corner of 69th Avenue and France Avenue. Higher corrosion rates have been noted
within a majority of the project area. Water records indicate 17 main breaks have occurred within the area. The
current cost estimate assumes complete water main replacement in the project area except within the 69th
Avenue Service Road.
Sanitary Sewer
Existing sanitary sewer within the neighborhood consists of 8-inch diameter vitrified clay pipe originally
installed between 1956 and 1961. A sanitary sewer trunk line consisting of 21-inch diameter corrugated metal
pipe runs along Ewing Avenue, 68th Avenue and Drew Avenue. A cured-in-place liner was installed along the
21-inch diameter trunk sanitary sewer as part of project 1995-11. This portion of the sanitary sewer collection
system is not proposed to be replaced with the project. Approximately 50 percent of the remaining sanitary
sewer is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis
to maintain the system conveyance capacity. At least 50 percent of the sewer system is in poor condition. The
current cost estimate assumes replacement of the 8-inch diameter sanitary sewer pipes and access structures and
cured-in-place lining of the sanitary sewer on the 69th Avenue Service Road.
Storm Sewer
The Freeway Park improvement area consists of small diameter storm sewer lines draining to 69th Avenue and
Interstate 94. The existing storm sewer ranges in size from 12-inch to 21-inch diameter reinforced concrete
pipe. The current cost estimate assumes replacement of the storm sewer in the improvement area to increase
conveyance capacity and minimize local flooding during larger storm events.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 18 wood poles with 18 fiberglass poles with a decorative rectilinear fixture
and underground power.
241
Freeway Boulevard Mill and Overlay (East of Xerxes Avenue) - 2016
The Freeway Boulevard project area extends from
Xerxes Avenue to the Shingle Creek bridge. The
project area contains a total of 2,826 linear feet of
local streets. The neighborhood consists of
approximately 9 commercial/industrial properties.
Streets
This segment of roadway is designated as a Municipal
State Aid Route. Freeway Blvd was originally
constructed in 1974. The existing street is generally
45 feet wide with concrete curb and gutter. The street
pavement exhibits a moderate rate of deterioration due to higher volumes of traffic. The current cost estimate
assumes street improvements that consist of approximately 20 percent curb replacement, 20 percent sidewalk
replacement, 25 percent concrete apron replacement and a 3-inch mill and overlay of the bituminous pavement.
Water main
The existing water main in the Freeway Boulevard project area consists of 12-inch diameter cast iron pipe
installed in 1974. The water main is in good condition based on current maintenance records. The current
project cost estimate includes casting replacement only.
Sanitary Sewer
The existing sanitary sewer along the west half of the project area consists of 15-inch diameter reinforced
concrete pipe installed in 1996. The existing sanitary sewer on the east half of the project area consists of 8-inch
diameter vitrified clay pipe installed in 1974. The condition of the sanitary sewer system within the
neighborhood is rated as good. The current project cost estimate includes casting replacement only.
Storm Sewer
The storm sewer on Freeway Boulevard consists of 12-inch to 30-inch diameter reinforced concrete pipe that
drains to Shingle Creek. This storm sewer was installed in 1974. The current project cost estimate includes
replacing structure castings as necessary within the project area.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the six wood poles with six fiberglass poles with a decorative rectilinear fixture
and underground power.
242
57th Avenue Mill and Overlay (Humboldt Avenue to I-94) - 2016
The 57th Avenue project area
includes 57th Avenue from
Humboldt Avenue to Interstate
94. The project area contains a
total of 2,894 linear feet of
local streets. The neighborhood
consists of 42 residential
properties.
Streets
57th Avenue is designated as a
Municipal State Aid Route.
This project area was reconstructed in 1996. The road is 38 feet wide with concrete curb and gutter. The
roadway surface has prematurely failed and excessive potholes have occurred in connection with the issues with
the roadway chip sealcoat application. The current cost estimate assumes street improvements that consist of
minor concrete repairs and a 2-inch mill and overlay.
Water main
The existing water main in the project area consists of 6-inch diameter ductile iron pipe (DIP) installed in 1996.
The current project cost estimate includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter and 10-inch diameter poly-vinyl chloride
(PVC) installed in 1998 and 1999. The current project cost estimate includes casting replacement only.
Storm Sewer
The existing storm sewer in the project area consists of a trunk storm line that flows east to the Mississippi
River. It contains 21-inch to 36-inch diameter reinforced concrete pipe (RCP) installed in 1996. The current
project cost estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
243
Palmer Lake West Area Improvements - 2016
The Palmer Lake West project area extends from the north City limits to
69th Avenue and from France Avenue to West Palmer Lake Dr. The total
project length is 11,621 feet. The neighborhood consists of approximately
198 residential properties.
Streets
The majority of the streets in the project area were originally constructed in
1956 and 1957. Existing streets are generally 30 feet wide with no curb and
gutter. The street pavement is deteriorated throughout most of the
neighborhood. The overall pavement condition rating is fair to poor.
Proposed street improvements consist of the reconstruction of the street
subgrade, installation of curb and gutter to improve drainage and placement
of bituminous street pavement.
Water main
The existing water main is 6-inch diameter cast iron pipe installed in 1956 and 1957. A majority of the existing
water main is believed to have a cement based internal liner. The corrosion rate within the project area has not
been thoroughly documented at this time. However, the project area has a history of water main breaks along
West Palmer Lake Dr., Ewing Avenue and Woodbine Lane. Water records indicate nine main breaks have
occurred within the area, and five properties have experienced frozen water service in past winters. The current
project estimate includes complete water main replacement.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1956 and
1957. Lift Station No. 3 is located in the project area on West Palmer Lake Drive. The lift station was
reconstructed in 1982, the force main was replaced in 1992, and the control cabinet was replaced in 2003.
Approximately 75 percent of the sanitary sewer in the project area is subjected to frequent problems with root
intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The
condition of the sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all
sanitary sewer pipes and access structures are proposed as part of the project.
Storm Sewer
An expansion of the storm drainage system within the project area is necessary to reduce local flooding and
preserve street pavement. A majority of the storm water runoff from the project area is collected in the existing
storm sewer system and conveyed to a regional storm water management pond adjacent to Palmer Lake. A
trunk storm sewer line extends along back property lines north of Urban Avenue. This line consists of 54-inch
diameter reinforced concrete pipe installed in 1956. Expansion of the existing storm sewer system and higher
capacity will be needed to minimize local flooding. The current project cost estimate assumes reconstruction of
the existing storm sewer system within the street right-of-way, but does not include the replacement of the 54-
inch diameter trunk storm sewer within the rear yards.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 18 wood poles with 18 fiberglass poles with a decorative rectilinear fixture
and underground power.
244
51st Avenue Improvements (at Brooklyn Boulevard) - 2016
The project area extends from the north property line of the Malmborg’s
Garden Center south and east to Xerxes Avenue. The total project
length is 680 feet. The neighborhood consists of three residential
properties (R1), two multi-family properties (R1) and one commercial
property.
Streets
51st Avenue east of Brooklyn Blvd is a designated Municipal State Aid
Route. The streets in the project area were originally constructed in
1964. 51st Avenue east of Brooklyn Boulevard is 30 feet wide with no
curb and gutter. The service road along Brooklyn Boulevard is currently
25 feet wide with curb and gutter on the west side of the road. The street
pavement is deteriorated throughout most of the project area. The
overall pavement condition rating is fair to poor. Proposed street
improvements consist of the reconstruction of the street subgrade, installation of curb and gutter to improve
drainage and placement of bituminous street pavement.
Water main
The existing water main in the project area is 3-inch diameter cast iron pipe (CIP) installed in 1964. The current
project estimate assumes complete replacement of the water main within the project area.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1964.
Complete replacement of all sanitary sewer pipes and access structures are proposed as part of the project.
Storm Sewer
The project area consists of two storm structures that convey water to the east into Minneapolis. The current
cost estimate includes minor storm sewer repairs.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
245
69th Avenue Mill and Overlay (Shingle Creek Pkwy to Dupont Avenue) - 2017
The 69th Avenue North mill and overlay project area extends from Shingle Creek Pkwy to Dupont Avenue
North. The project area contains a total of 6,902 linear feet of local streets. The neighborhood consists of
approximately 30 residential properties (R1), 1 R3 property, 5 R5 properties, 6 industrial (I1) and 5 commercial
(C2) properties.
Streets
This segment of roadway is designated as a Municipal State Aid Route. This section of 69th Avenue was
reconstructed in 1996. The existing street ranges from 30 to 50 feet wide with concrete curb and gutter. The
current cost estimate assumes street improvements that consist of complete bituminous trail replacement,
approximately 20 percent curb replacement, 20 percent sidewalk replacement, 25 percent apron replacement and
a 2-inch mill and overlay.
Water main
The existing water main in the 69th Avenue North project area consists of 16-inch diameter cast iron pipe (CIP)
installed in 1960 and 24-inch diameter ductile iron pipe (DIP) installed in 1996. Based on current maintenance
records, there have been three water main breaks in this area. The current project cost estimate includes casting
replacement only.
Sanitary Sewer
The sanitary sewer on 69th Avenue consists of 4-inch vitrified clay pipe (VCP) installed in 1962, 8-inch diameter
VCP installed between 1961 and 1969 and 12-inch diameter VCP installed in 1969. The current project cost
estimate includes casting replacement only.
Storm Sewer
The existing storm sewer on the west half of the 69th Avenue project consists of 15-inch to 18-inch diameter
reinforced concrete pipe (RCP) that drains to Shingle Creek. The east half of the 69th Avenue project consists of
12-inch to 30-inch diameter reinforced concrete pipe (RCP) that drains to the Mississippi River. All of the
storm sewer on 69th Avenue was installed in 1996 when the road was reconstructed with the exception of 250
feet of 30-inch RCP installed in 1969. The current project cost estimate includes casting replacement as needed.
Street Lighting
The current cost estimate includes replacing the eight wood poles with eight fiberglass poles with a decorative
rectilinear fixture and underground power.
246
France Avenue Mill and Overlay (North of 69th Avenue) - 2017
The France Avenue North project area extends from 73rd Avenue to
69th Avenue. The project area contains a total of 2,635 linear feet
of local streets. The neighborhood consists of approximately 59
residential properties (R1).
Streets
This segment of roadway is designated as a Municipal State Aid
Route. This section of France Avenue was reconstructed in 1997.
The existing street is generally 32 feet wide with concrete curb and
gutter. The roadway surface has prematurely failed and excessive
potholes have occurred in connection with the issues with the
roadway chip sealcoat application. The current cost estimate
assumes street improvements that consist of approximately 20
percent curb replacement, 20 percent sidewalk replacement, 25
percent apron replacement and a 2 inch mill and overlay.
Water main
The existing water main on France Avenue North consists of 14-
inch diameter ductile iron pipe (DIP) installed in 1997. The current project cost estimate includes casting
replacement only.
Sanitary Sewer
The sanitary sewer on France Avenue consists of 8-inch vitrified clay pipe (VCP) with a cured-in-place pipe
liner installed in 1997 and an 8-inch diameter poly-vinyl chloride (PVC) installed in 1997. The current project
cost estimate includes casting replacement only.
Storm Sewer
The existing storm sewer on France Avenue consists of 12-inch to 18-inch and 48-inch diameter reinforced
concrete pipe (RCP) that drains to Palmer Lake. The storm sewer in the project area was installed in 1997 when
the road was reconstructed with the exception of the 48-inch RCP installed in 1968. The current project cost
estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the two wood poles with two fiberglass poles with a decorative
rectilinear fixture and underground power.
247
Evergreen Park Area Improvements - 2017
The Evergreen Park project area extends from Humboldt Avenue to
State Highway 252 and from 69th Avenue to 73rd Avenue. Dupont
Avenue is not included in the project area. The total project length
is 16,996 feet. The neighborhood consists of approximately 214
residential properties (R1 to R5).
Streets
70th Avenue is designated as a Municipal State Aid Route. Most of
the streets in the project area were originally constructed between
1963 and 1966. Existing streets are generally 30 feet wide with no
curb and gutter. 70th Avenue from Dupont Avenue to Hwy 252 has
concrete curb and gutter and ranges in size from 30 to 65 feet wide. 70th Avenue was constructed in 1982. The
street pavement is deteriorated throughout most of the neighborhood. The overall pavement condition rating is
fair to poor. Proposed street improvements consist of the reconstruction of the street subgrade, installation of
curb and gutter to improve drainage and placement of bituminous street pavement.
Water main
The Evergreen Park project area contains a complex water main system. This area contains five municipal wells
and one water tower. The existing water main ranges in size from 6-inch diameter cast iron pipe to 30-inch steel
pipe. The main line water main in the residential areas generally consists of 6-inch cast iron pipe installed
between 1961 and 1965. A majority of the existing water main is believed to have a cement based internal liner.
There is a history of water main breaks along 72nd Avenue, Woodbine Lane and Camden Avenue. Water
records indicate 23 main breaks have occurred within the neighborhood, and 10 properties have experienced
frozen water service in past winters. The project design process must include a detailed hydraulics study using
the City’s water distribution computer model to determine any warranted modifications to water main sizes and
configuration. The current project estimate assumes replacement of the older 6-inch to 10-inch cast iron water
main.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1961 and
15-inch reinforced concrete pipe installed in 1960. The south portion of the project area contains 8-inch
diameter VCP installed in the 1958 and 1960. Approximately 25 percent of the sanitary sewer is subjected to
frequent problems with root intrusion. Root sawing must be performed on an annual basis to maintain the
system conveyance capacity. The condition of the sanitary sewer system within the neighborhood is rated as
fair. The current cost estimate includes complete replacement of the sanitary sewer.
Storm Sewer
A majority of the storm water runoff from the project area is conveyed to the Mississippi River. Emerson
Avenue, Bryant Avenue and Camden Avenue have storm drainage systems that flow to 70th Avenue. and then to
the Mississippi River. The trunk line on 70th Avenue consists of pipe ranging in size from 42-inch to 66-inch
reinforced concrete pipe installed in 1960. The current project cost estimate assumes complete reconstruction of
the existing storm system in the project area. The condition of the trunk storm sewer pipe along 70th Avenue
must be evaluated to determine the remaining service life. The project estimate includes complete storm sewer
replacement and construction of a storm water pond located to the north of 70th Avenue and east of Camden
Avenue to treat regional storm water runoff prior to discharging to the Mississippi River.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 20 wood poles with 20 fiberglass poles with a decorative rectilinear fixture
and underground power.
248
Humboldt Avenue North (CR 57) Reconstruction (53rd to 57th) - 2018
The Humboldt Avenue project area extends from 53rd Avenue to 57th Avenue.
The total project length is approximately 2,660 linear feet. The neighborhood
consists of approximately 56 residential properties.
Streets
This segment of roadway is a Hennepin County Roadway. Humboldt Avenue
was originally constructed between 1966 and 1969. Existing streets are
generally 36 feet wide with no curb and gutter. The street pavement is
deteriorated due to the age of the pavement and inadequate drainage. This
project is included in the City’s CIP due to a potential cost sharing agreement for
the street and drainage improvements and funding for water main and sanitary
sewer improvements as described below.
Water main
The existing water main in the Humboldt Avenue project area consists of 6-inch
diameter cast iron pipe (CIP) installed in 1966. A condition survey must be
conducted for the existing water system in the project area to determine the
extent of corrosion. The water main is in fair condition based on current
maintenance records. The current project cost estimate assumes replacing
approximately 75 percent of the water main.
Sanitary Sewer
The existing sanitary sewer consists of 8-inch diameter vitrified clay pipe lateral sewers. These sewers were
originally installed in 1952. Sanitary sewer between 53rd and 55th Avenues is subjected to frequent problems
with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance
capacity. The current project cost estimate includes replacement of approximately 100 percent of the sanitary
sewer.
Storm Sewer
The storm sewer on Humboldt Avenue consists of 18-inch diameter corrugated metal pipe that drains to a trunk
line along 55th Avenue. This storm sewer was installed in 1952. The current project cost estimate includes
replacing 100 percent of the storm sewer. The cost estimate assumes that Brooklyn Center may contribute to a
portion of the storm drainage cost for the project.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the three wood poles with three fiberglass poles with a decorative rectilinear
fixture and underground power.
249
Bellvue Area Mill and Overlay - 2018
The Bellvue project area extends
from Dupont Avenue to 4th Street and
53rd Avenue to 55th Avenue. The
project area also includes 55th Avenue
from James Avenue to 4th Street. The
area contains a total of 10,858 linear
feet of local streets. The project area
consists of approximately 165
residential properties, three multi-
family properties, two business
properties and one church property.
Streets
Dupont Avenue is designated as a Municipal State Aid Route. The Bellvue area was last reconstructed in 1998.
The streets are generally 30 feet wide with concrete curb and gutter. The current cost estimate assumes street
improvements that consist of approximately 10 percent concrete replacement and a 2-inch mill and overlay.
Water main
Approximately 15 percent of the water main in the Bellvue area was replaced with ductile iron pipe (DIP) in
1998 when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch to 10-
inch diameter CIP and 16-inch steel water main installed between 1964 and 1982. Water records indicate seven
main breaks have occurred within the neighborhood, and seven properties have experienced a frozen water
service in past winters. The current project cost estimate includes casting replacement only.
Sanitary Sewer
All sanitary sewer in the project area was replaced with 8-inch and 10-inch poly-vinyl chloride (PVC) when the
neighborhood was reconstructed in 1998. The current project cost estimate includes casting replacement only.
Storm Sewer
The storm sewer in the Bellvue project area flows to two trunk lines on 55th Avenue and then east to the
Mississippi River. Approximately 75 percent of the storm sewer in this area was installed in 1998, including
one of the trunk lines on 55th Avenue. This storm sewer consist of 12-inch to 54-inch diameter pipe. The
remaining storm sewer is a second trunk line that runs along 55th Avenue. This trunk line consists of 30-inch to
42-inch reinforced concrete pipe (RCP) that was installed in 1952. The current project cost estimate includes
casting replacement only.
Street Lighting
The existing street light system is overhead power, with a combination of wood poles with cobra head light
fixtures and fiberglass poles with rectilinear fixtures. The current cost estimate includes no street light
replacement.
250
Firehouse Park Area Improvements - 2018
The Firehouse Park project area extends from 69th Avenue to
Interstate 94 and from Humboldt Avenue to Highway 252.
Dupont Avenue and 65th Avenue are not included in the project
area. The total project length is 21,456 feet. The neighborhood
consists of approximately 305 single family residential
properties (R1) and 14 multi-family properties (R4 and R5).
Streets
67th Avenue is designated as a Municipal State Aid Route. The
majority of the streets in the project area were originally
constructed between 1964 and 1967. Existing streets are
generally 30 feet wide with no curb and gutter. The street
pavement is deteriorated throughout most of the neighborhood.
The overall pavement condition rating is poor. Proposed street
improvements consist of the reconstruction of the street
subgrade, installation of curb and gutter to improve drainage and
placement of bituminous street pavement.
Water main
The existing water main in the project area is 6-inch and 8-inch diameter cast iron pipe installed between 1961
and 1969. In 1974, a 16-inch diameter ductile iron water main was installed along 64th Avenue. A majority of
the existing water main is believed to have a cement based internal liner. The corrosion rate within the project
area has not been thoroughly documented at this time. Water records indicate 13 main breaks have occurred
within the neighborhood. The current project estimate includes replacement of approximately 60 percent of the
water main within the project area. The estimated water main costs will need to be refined by conducting
further field inspections.
Sanitary Sewer
The sanitary sewer in the north portion of the project area consists of 8-inch diameter vitrified clay pipe (VCP)
installed between 1961 and 1968 and between 1971 and 1974. Approximately 25 percent of the sanitary sewer
is subjected to frequent problems with root intrusion. Root sawing must be performed on an annual basis to
maintain the system conveyance capacity. The condition of the sanitary sewer system within the neighborhood
is rated as fair. The current project estimate includes complete replacement of the sanitary sewer pipes and
access structures and cured-in-place lining of the sanitary sewer that follows the 5th Street easement between 66th
Avenue and 67th Avenue.
Storm Sewer
A majority of the storm water runoff from the project area is collected in the existing storm sewer system and
conveyed to the trunk storm sewer line on 65th Avenue, and then to the Mississippi River. Runoff from the
portion of the project area north of 68th Avenue is conveyed to the trunk storm sewer line on 69th Avenue. The
current project cost assumes reconstruction and expansion of the residential storm sewer system, but does not
include replacement of the trunk storm sewer along 65th and 69th Avenues.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 21 wood poles with 21 fiberglass poles with a decorative rectilinear fixture
and underground power.
251
Southeast Area Mill and Overlay - 2019
The Southeast project area extends from
Interstate 94 to Irving Ave between 57th
Avenue and 55th Avenue, and from Dupont
Avenue to Irving Avenue between 55th
Avenue and 53rd Avenue. The area
contains a total of 20,364 linear feet of
local streets. The project area consists of
approximately 401 single family
residential properties and 6 multi-family
properties.
Streets
Dupont Avenue is designated as a
Municipal State Aid Route. The Southeast
area was last reconstructed in 1999.
Dupont Avenue is 33 feet wide and the
remaining streets are generally 30 feet wide with concrete curb and gutter. The current cost estimate assumes
street improvements that consist of approximately 10 percent concrete replacement and a 2-inch mill and
overlay.
Water main
Approximately 2 percent of the water main in the Southeast area was replaced with ductile iron pipe (DIP) in
1999 when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch and 8-
inch diameter CIP installed between 1964 and 1969. Water records indicate three main breaks have occurred
within the neighborhood, and six properties have experienced frozen water services in past winters. The current
project cost estimate includes casting replacement only.
Sanitary Sewer
All of the sanitary sewer in the project area was replaced with 8-inch and 10-inch poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 1999. The current project cost estimate includes casting
replacement only.
Storm Sewer
The storm sewer in the Southeast project area flows to two trunk lines on 55th Avenue and then east to the
Mississippi River. Approximately 93 percent of the storm sewer in this area was installed in 1999 when the
neighborhood was reconstructed. This storm sewer consist of 12-inch to 27-inch diameter pipe. The remaining
storm sewer throughout the project area consists of 12-inch and 18-inch reinforced concrete pipe (RCP) that was
installed between 1952 and 1979. The current project cost estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
252
Interstate Area Improvements - 2019
The Interstate project area extends from Interstate 94 to 59th Avenue and from
Dupont Avenue to Lyndale Avenue. The total project length is 17,343 feet.
The neighborhood consists of approximately 235 residential properties (R1).
Streets
The majority of the streets in the project area were originally constructed in
1968 and 1969. Existing streets are generally 30 feet wide with concrete curb
and gutter. The street pavement is showing signs of distress throughout most
of the neighborhood. Proposed street improvements consist of the replacement
of curb and gutter as necessary and placement of bituminous street pavement.
Water main
The existing water main in the project area consists of 6-inch and 8-inch
diameter cast iron pipe installed in 1969. Colfax Avenue contains a 24-inch
steel water main installed in 1964. A majority of the existing water main is
believed to have a cement based internal liner. There is no history of water
main breaks in the project area. Three properties have experienced frozen
water service in past winters. In 2019, the water main system will be in service for 50 to 55 years. Cast iron
water main is highly vulnerable to leaks and breaks when disturbed by replacement of adjacent sanitary sewer.
The current project estimate assumes complete replacement of the water main to facilitate the sanitary sewer
replacement noted below.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1960.
Approximately 90 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root
sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition of the
sanitary sewer system within the neighborhood is rated as poor. Complete replacement of all sanitary sewer
pipes and access structures are proposed as part of the project.
Storm Sewer
A majority of the storm water runoff from the project area is collected in the existing storm sewer system and
conveyed to the storm trunk line on 59th Avenue and then to the Mississippi River. The trunk storm sewer along
59th Avenue and an in-line water quality treatment device was installed in 2009 as part of the Aldrich
Neighborhood Street and Utility Improvement project. The current project cost estimate assumes complete
reconstruction of the storm drainage system within the neighborhood due to the need to increased capacity of
local storm sewers and the expansion of the system to address minor local flooding issues.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 15 wood poles with 15 fiberglass poles with a decorative rectilinear fixture
and underground power.
253
Logan, Lilac and 59th Avenues Reconstruction - 2020
This project area includes Logan Avenue from 57th
Avenue to Lilac Drive N, 59th from Lilac Drive N to
Dupont Avenue and Lilac Drive N from Logan
Avenue to 59th Avenue. The total project length is
3,761 feet. The neighborhood consists of
approximately 19 residential properties (R1 to R5)
and 5 commercial zoned properties (C1 and C2).
Streets
The entire project area is designated as a Municipal
State Aid Route. The majority of the streets in the
project area were originally constructed in 1966.
The existing roads are 30 to 35 feet wide. Logan Avenue and Lilac Drive N have concrete curb and gutter, and
59th Avenue has no curb. The street pavement is deteriorated throughout most of the neighborhood. The overall
pavement condition rating is fair to poor. Proposed street improvements consist of the reconstruction of the
street subgrade, installation of curb and gutter to improve drainage and placement of bituminous street
pavement.
Water main
The existing water main along Logan Avenue and Lilac Drive N is 10-inch diameter cast iron pipe installed in
1965 and 16-inch diameter cast iron main along 59th Avenue installed in 1969. A majority of the existing water
main is believed to have a cement based internal liner. The corrosion rate within the project area has not been
thoroughly documented at this time. Utility records indicate that there has been one water main break along
Logan Avenue. However, the Public Utilities Division will need to excavate and inspect various fittings to
determine the extent of water main replacement that is warranted. The current project estimate includes
replacement of water main along Logan Avenue and Lilac Drive N only.
Sanitary Sewer
The only sanitary sewer in the project area runs along Logan Avenue. This sanitary sewer was lined with cured-
in-place pipe (CIPP) in 2005. Manhole casting replacement is the only proposed sanitary sewer improvement
for the project.
Storm Sewer
A majority of the storm water runoff from the project area is collected in the existing trunk line along 59th
Avenue. This line consists of 24” to 36” corrugated metal pipe. A second storm lines runs south along Logan
Avenue to 57th Avenue. This line consists of 21” to 42” RCP installed in 1988. The current project cost
estimate assumes replacement of the corrugated metal pipe alone 59th Avenue as part of the scheduled
neighborhood improvements.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the three wood poles with three fiberglass poles with a decorative rectilinear
fixture and underground power.
254
Grandview Park Area Improvements - 2020
The Grandview Park project area extends Interstate 694 to 57th Avenue and
from Logan Avenue to Dupont Avenue. The total project length is 20,821
feet. The neighborhood consists of approximately 345 residential properties
(R1) and 4 multi-family properties (R6).
Streets
The majority of the streets in the project area were originally constructed
between 1964 and 1969. Existing streets are generally 30 feet wide with no
curb and gutter. The street pavement is deteriorated throughout most of the
neighborhood. The overall pavement condition rating is fair to poor.
Proposed street improvements consist of the reconstruction of the street
subgrade, installation of curb and gutter to improve drainage and placement
of bituminous street pavement.
Water main
The existing water main in the north portion of the project area is 6-inch and 8-inch diameter cast iron pipe
installed between 1964 and 1969. A 16-inch steel water main runs along Emerson Avenue from 57th Avenue to
59th Avenue. A majority of the existing water main is believed to have a cement based internal liner. Water
records indicate two main breaks have occurred within the neighborhood, and two property has experienced a
frozen water service in past winters. The current project estimate includes replacement of approximately 50 to
75 percent of the water main within the project area. The 16-inch steel water main along Emerson Avenue
potently could be replaced with C900 plastic water main.
Sanitary Sewer
The sanitary sewer in the north portion of the project area consists of 8-inch diameter vitrified clay pipe (VCP)
installed in 1960 and 1963. Approximately 50 percent of the sanitary sewer is subjected to frequent problems
with root intrusion. Root sawing must be performed on an annual basis to maintain the system conveyance
capacity. The condition of the sanitary sewer system within the neighborhood is rated as fair to poor. The
current project estimate includes replacement of approximately 50 to 75 percent of the sanitary sewer system
within the project area.
Storm Sewer
A majority of the storm water runoff from the project area is collected in the existing storm sewer system and
conveyed to the trunk storm sewer line on 59th Avenue and then to the Mississippi River. A portion of the
existing storm sewer system within the project area could be salvaged, although it is anticipated that expansion
of the system and additional conveyance capacity will be needed to minimize local flooding. The current
project cost estimate includes replacement of 75 percent of the local drainage system within the neighborhood.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 25 wood poles with 25 fiberglass poles with a decorative rectilinear fixture
and underground power.
255
Ryan Lake Industrial Park Area Improvements - 2021
The Ryan Lake project area includes Lilac Drive N from 48th
Avenue to the dead end, 48th Avenue and Dusharme Drive from
Drew Avenue to the dead end and 47th Avenue from Drew Avenue
to the dead end. The total project length is 1,932 feet. The
neighborhood consists of approximately 12 industrial properties
and 3 multi-family properties (R5).
Streets
The majority of the streets in the project area were originally
constructed in 1958 and 1960. The western portion of 47th Avenue
and Drew Avenue were reconstructed in 2002. The western portion of 48th Avenue was reconstructed in 2005.
The remaining street sections are 25 to 40 feet wide with no curb and gutter. The street pavement is deteriorated
and in poor condition. Proposed street improvements consist of the reconstruction of the street subgrade,
installation of curb and gutter to improve drainage and placement of bituminous street pavement.
Water main
The existing water main on Lilac Drive N, 48th Avenue and Dusharme Drive consists of 10-inch diameter cast
iron pipe (CIP) installed in 1958. The water main on 47th Avenue consists of 6-inch cast iron pipe installed in
1960. Water records indicate one main break has occurred within the neighborhood. The current project
estimate assumes complete replacement of the water main in the project area. The cost estimate also includes
the cost of jacking new water main under the railroad tracks from Dusharme Drive to 49th Avenue.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1960.
The sanitary sewer along 47th Avenue and 48th Avenue is subjected to frequent problems with root intrusion.
Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The condition
of the sanitary sewer system within the neighborhood is rated as fair to poor. Complete replacement of all
sanitary sewer pipes and access structures are proposed as part of the project.
Storm Sewer
A majority of the storm water runoff from the project area is collected in the existing storm sewer system and
conveyed to Ryan Lake. Runoff from Lilac Drive N is conveyed to storm drainage ditches along Highway 100.
The current project cost estimate assumes reconstruction of all of the existing storm sewer system. The cost
estimate also includes installation of a small storm water management pond at the intersection of 48th Avenue
and Dusharme Drive within City owned property adjacent to Ryan Lake.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the two wood poles with two fiberglass poles with a decorative rectilinear
fixture and underground power.
256
Northwest Area Mill and Overlay - 2022
The Northwest project area extends from Toledo Avenue
east to Perry Avenue and from 71st Avenue south to 69th
Avenue. The total project length is 6,819 feet. The
neighborhood consists of 124 residential properties (R1)
and two school owned properties.
Streets
The streets in the project area were reconstructed in
1994. The streets are 30 feet wide with concrete curb
and gutter. The current cost estimate assumes street
improvements that consist of minor concrete repairs and
a 2 inch mill and overlay.
Water main
When the neighborhood was reconstructed in 1994,
approximately 65 percent of the water main was replaced with 6-inch diameter ductile iron pipe. The remaining
water main consists of 6-inch diameter cast iron pipe (CIP) installed in 1955. Water records indicate two main
breaks have occurred on the CIP water main, and one property has experienced a frozen water service in past
winters. The current project cost estimate includes lining the existing CIP pipe.
Sanitary Sewer
When the area was reconstructed in 1994, approximately 72 percent of the sanitary sewer was replaced with 8-
inch and 10-inch diameter poly vinyl chloride (PVC). The remaining sanitary sewer consists of 8-inch vitrified
clay pipe (VCP) installed in 1956. The project cost estimate includes cured-in-place lining of the VCP sanitary
sewer main.
Storm Sewer
The storm water runoff from the project area is collected in a storm water pond in the northwest corner of the
project area. The storm sewer consists of 15-inch to 42-inch diameter reinforced concrete pipe (RCP) installed
in 1994. The current project estimate includes minor storm sewer repairs.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the nine wood poles with nine fiberglass poles with a decorative rectilinear
fixture and underground power.
257
Knox, James and 54th Avenues Area Improvements - 2023
The Knox, James and 54th Avenue project area includes James
Avenue and Knox Avenue between 55th Avenue and 53rd Avenue,
and 54th Avenue between Logan Avenue and Irving Avenue. The
project area includes a total of 3,487 feet of local streets. The
neighborhood consists of approximately 78 residential one multi-
family property.
Streets
The existing streets in the project area are 30 wide with concrete
curb and gutter constructed in 1994. Proposed street improvements
consist of new street pavement and replacement of isolated sections
of concrete curb and gutter as necessary.
Water Main
The existing water main in the project area consists of 6-inch
diameter ductile iron pipe (DIP) installed in 1994. The current project estimate includes casting replacement
only.
Sanitary Sewer
The sanitary sewer in the project area consists of 10-inch diameter poly vinyl chloride (PVC) installed in 1994.
The condition of the sanitary sewer system within the neighborhood is rated as good. The current project cost
estimate includes the replacement on sanitary sewer castings only.
Storm Sewer
The majority of the storm sewer runoff in the project area drains to the trunk storm sewer line on 55th Avenue
and is conveyed to the Mississippi River. The storm sewer consists of 12-inch diameter to 18-inch diameter
reinforced concrete pipe installed in 1994. The current project cost estimate includes replacement of storm
sewer castings.
Street Lighting
The existing street light system is overhead power, with a combination of wood poles with cobra head light
fixtures and fiberglass poles with rectilinear fixtures. The current cost estimate includes no street light
replacement.
258
51st Avenue North Improvements (West of France Avenue) - 2023
The 51st Avenue project area extends from 185 feet south of
Oak Street on Twin Lake Blvd E to France Avenue. The
total project length is 1,171 feet. The neighborhood consists
of approximately 25 residential properties.
Streets
The 51st Avenue project area was originally constructed in
1990. The existing street is 30 feet wide with concrete curb
and gutter. After the year 2023 the pavement will have
exceeded the expected service cycle. Proposed street
improvements consist of reconstruction of the bituminous
street pavement and replacement of the concrete curb and
gutter as necessary.
Water Main
The existing water main in the 51st Avenue project area consists of 8-inch diameter ductile iron pipe installed in
1990. The water main is in good condition based on current maintenance records. The project cost estimate
includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the 51st Avenue project area consists of 8-inch diameter poly vinyl chloride (PVC) pipe
installed in 1990. The condition of the sanitary sewer system within the neighborhood is rated as good. The
current project estimate includes the replacement of sanitary sewer castings only.
Storm Sewer
The storm sewer runoff from the 51st Avenue project area is collected in the existing storm sewer system and
conveyed to the storm water pond west of 51st Avenue. The existing storm sewer in the project area consists of
15-inch to 21-inch diameter reinforced concrete pipe installed in 1990. The current project cost estimate
includes replacing the storm sewer structure castings and isolated portions of lateral storm sewer as necessary.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 3 wood poles with 3 fiberglass poles with a decorative rectilinear fixture and
underground power.
259
50th Avenue North Improvements (France Avenue to Drew Avenue) - 2023
The 50th Avenue project area extends on 50th Avenue from France
Avenue to Drew Avenue. The total project length is 665 feet. The
neighborhood consists of approximately 4 residential properties
(R4), 5 industrial properties (I2) and 1 commercial property (C1).
Streets
This section of 50th Avenue was reconstructed in 1988. The
existing street is 36 feet wide with concrete curb and gutter. After
the year 2023 the pavement will have exceeded the expected
service cycle. Proposed street improvements consist of
reconstruction of the bituminous street pavement and replacement
of the concrete curb and gutter as necessary.
Water Main
The existing water main in the 50th Avenue project area consists of 8-inch and 10-inch diameter cast iron pipe
installed in 1958 and 1966. The corrosion rate within the project area has not been thoroughly documented at
this time. Water records indicate that one main break has occurred within the project area, and one property has
experienced a frozen water service in past winters. The current cost estimate includes complete replacement of
the water main.
Sanitary Sewer
The sanitary sewer in the 50th Avenue project area is owned and maintained by the Metropolitan Council and
consists of 30-inch diameter reinforced concrete pipe (RCP) installed in 1955. The current project estimate
includes the replacement of sanitary sewer castings only.
Storm Sewer
The storm sewer runoff from the 50th Avenue project area is collected in the existing storm sewer system and is
conveyed to storm drainage ditches along Highway 100. The existing storm sewer in the project area consists of
15-inch to 24-inch diameter reinforced concrete pipe installed in 1988. The current project cost estimate
includes replacing the storm sewer structure castings and isolated portions of lateral storm sewer as necessary.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
260
53rd Avenue North Improvements - 2023
The 53rd Avenue project area extends on 53rd Avenue from Penn Avenue to 4th Street N. The project area
includes a total of 5,979 feet of local streets. The neighborhood consists of approximately 27 residential
properties, one multi-family property and two business properties.
Streets
53rd Avenue is designated as a Municipal State Aid Route. 53rd Avenue is also the border between Brooklyn
Center and Minneapolis. The north portion of 53rd Avenue is maintained by Brooklyn Center and the south
portion is maintained by Minneapolis. The existing streets in the project area are 36 feet wide with concrete
curb and gutter, constructed in 1985. Proposed street improvements consist of the reconstruction of the street
subgrade, installation new of curb and gutter to improve drainage and placement of bituminous street pavement.
Water Main
The existing water main on 53rd Avenue is 6-inch diameter cast iron pipe (CIP) installed between 1965 and
1969. The corrosion rate within the project area has not been thoroughly documented at this time. Water
records indicate there have been no main breaks within the project area. The current project estimate includes
complete water main replacement on 53rd Avenue. The project cost estimate also includes an emergency
connection with Minneapolis if formal inter-communication arrangements can be established for this
connection. Brooklyn Center staff will need to contact Minneapolis Water Utilities to discuss this potential
emergency connection.
Sanitary Sewer
The sanitary sewer on 53rd Avenue consists of 8-inch and 9-inch diameter vitrified clay pipe (VCP) installed
between 1952 and 1959. The condition of the sanitary sewer system within the neighborhood is rated as fair.
The current project cost estimate includes complete sanitary sewer replacement.
Storm Sewer
The majority of the storm sewer runoff in the project area drains to the trunk storm sewer line on 55th Avenue
and is conveyed to the Mississippi River. The storm sewer on 53rd consists of 12-inch diameter to 15-inch
diameter reinforce concrete pipe installed between 1952 and 1979. The current project cost estimate includes
replacement of 75 percent of the storm sewer laterals and structures.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes replacing the 21 wood poles with 21 fiberglass poles with a decorative rectilinear fixture
and underground power.
261
Lyndale Avenue Improvements - 2023
The Lyndale Avenue project area extents from 57th Avenue to
55th Avenue and includes the 56th Avenue and 55th Avenue
cul-de-sacs. The current project length is 1,905 feet. The
neighborhood consists of 11 residential properties (R2 and
R4).
Streets
The streets in the project area were constructed in 1985. The
existing streets area 30 feet wide with concrete curb and
gutter. Proposed improvements include 20 percent curb
replacement and installation of new street pavement.
Water Main
The existing water main in the project area consists of 6-inch
diameter ductile iron pipe (DIP) installed in 1978 and 1985.
The water main is in good condition based on current
maintenance records. The current project cost estimate
includes replacement of miscellaneous valves and hydrants as
necessary.
Sanitary Sewer
The existing sanitary sewer consists of 24-inch diameter reinforced concrete pipe installed in 1959. This
sanitary sewer line is the main trunk line that carries the sanitary flow from the eastern third of Brooklyn Center
to a lift station on Lyndale Avenue south of 55th Avenue. The condition of the sanitary sewer in the
neighborhood is rated fair. The current project cost estimate includes replacement of sanitary services and
replacement of sanitary sewer castings. Cured-in-place lining of the trunk sanitary sewer may be necessary
based on future televising inspections.
Storm Sewer
A substantial portion of the southeast section of the city drains through the trunk storm sewer located along 55th
Avenue. The existing trunk storm sewer line consists of 36-inch diameter reinforced concrete pipe installed in
1952. The remainder of the project area consists of 12-inch diameter to 18-inch diameter reinforced pipe
installed in 1955 and 1985. The current project cost estimate includes replacing the storm sewer structure
castings and isolated portions of lateral storm sewer as necessary.
Street Lighting
The current cost estimate includes replacing the three wood poles with three fiberglass poles with a decorative
rectilinear fixture and underground power.
262
Woodbine Area Improvements - 2024
The Woodbine project area extends from
Brooklyn Blvd to France Avenue and from
the north City limits to 71st Avenue. The
project area contains a total of 15,525 linear
feet of local streets. The neighborhood
consists of approximately 248 residential
properties.
Streets
Noble Avenue from Brooklyn Blvd to the
north City limits is a designated Municipal
State Aid Route. The Woodbine
Neighborhood was reconstructed in 1995.
Noble Avenue is 40 feet wide with concrete curb and gutter. The remaining streets are generally 30 feet wide
with concrete curb and gutter. The project design process will include evaluating geometric options at the
intersection of Noble Avenue and Woodbine Lane to address possible pedestrian safety issues. The current cost
estimate assumes street improvements that consist of approximately 50 percent curb replacement, 10 percent
sidewalk replacement, and full depth pavement replacement.
Water main
The existing water main in the Woodbine area consists of 6-inch and 8-inch diameter cast iron pipe (CIP)
installed between 1957 and 1959. Records indicate there have been 11 water main breaks in the neighborhood
between 1975 and 2013, and five properties have experienced frozen water service in past winters. The current
project cost estimate includes complete water main replacement.
Sanitary Sewer
Approximately 25 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 1995. The remaining sanitary sewer consists of 8-inch diameter
vitrified clay pipe (VCP) installed in 1958 and 1959. The current project cost estimate includes replacement of
the existing VCP sanitary sewer within the roadway and cured-in-place lining of the sanitary sewer along the
June Avenue easement between 71st Avenue and 70th Avenue.
Storm Sewer
The storm sewer on Noble Avenue consists of 12-inch and 15-inch diameter reinforced concrete pipe (RCP) that
drains to Shingle Creek. This storm sewer was installed in 1970. The remainder of the project area consists of
15-inch to 33-inch diameter RCP installed when the neighborhood was reconstructed in 1995. This storm sewer
generally drains to Palmer Lake. The condition of the storm sewer within the neighborhood is rated as good.
The current project cost estimate includes replacing storm structure castings and isolated portions of lateral
storm sewer as necessary.
Street Lighting
The current cost estimate includes replacing the 20 wood poles with 20 fiberglass poles with a decorative
rectilinear fixture and underground power.
263
Humboldt Avenue North Improvements - 2024
The Humboldt Avenue North project area extends from 69th Avenue to the
north City limits. The project area contains a total of 2,618 linear feet of
local streets. The neighborhood consists of approximately 38 residential
properties (R1), 3 R5 properties, and 2 commercial (C2) properties.
Streets
This segment of roadway is designated as a Municipal State Aid Route.
This section of Humboldt Avenue was reconstructed in 1995. The existing
street is generally 30 feet wide with concrete curb and gutter. The street
pavement exhibits a moderate rate of deterioration due to higher volumes
of traffic. The current cost estimate assumes street improvements that
consist of approximately 25 percent curb replacement, 10 percent sidewalk
replacement, and full depth pavement replacement.
Water main
The existing water main in the Humboldt Avenue North project area
consists of 8-inch diameter cast iron pipe installed in 1965 and 1967.
Based on current maintenance records, there is no history of water main
breaks in this area. The current project cost estimate includes replacement
of 25 percent of the water main and replacement of all hydrants and valves.
Sanitary Sewer
When the Humboldt Avenue project area was reconstructed in 1995, 25 percent of the sanitary sewer was
replaced with 10-inch diameter poly-vinyl chloride (PVC). The remaining sanitary sewer in the area consists of
8-inch diameter vitrified clay pipe (VCP) installed between 1965 and 1967. The current project cost estimate
includes replacement of the existing VCP sanitary sewer.
Storm Sewer
The existing storm sewer in the Humboldt Avenue project area consist of 15-inch to 36-inch diameter reinforced
concrete pipe (RCP) that drains to the Mississippi River. The storm sewer was installed between 1955 and 1961
and in 1995. When the project area was reconstructed in 1995, the existing storm sewer was left in place and
additional storm sewer was added to the existing system. The current project cost estimate includes replacing
structure castings and isolated pipe laterals as necessary within the project area.
Street Lighting
The current cost estimate includes replacing the five wood poles with five fiberglass poles with a decorative
rectilinear fixture and underground power.
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Orchard Lane East Improvements - 2025
The Orchard Lane East project area extends from
Perry Avenue to Brooklyn Blvd and Interstate 94
to 63rd Avenue. The project area contains a total
of 21,560 linear feet of local streets. The
neighborhood consists of approximately 358
residential properties, two multi-family properties
and one commercial property.
Streets
The Orchard Lane East area was reconstructed in
1996. The streets are generally 30 feet wide with
concrete curb and gutter. The current cost
estimate assumes street improvements that consist
of approximately 50 percent curb replacement, 10
percent sidewalk replacement, and full depth
pavement replacement.
Water main
Approximately 25 percent of the water main in the Orchard Lane East area was replaced with ductile iron pipe
(DIP) in 1996 when the neighborhood was reconstructed. The remaining water main in the area consists of 6-
inch, 8-inch and 12-inch diameter cast iron pipe (CIP) installed between 1955 and 1973. Records indicate there
have been nine water main breaks in the neighborhood, and one property has experienced a frozen water service
in past winters. The current project cost estimate includes replacement of existing CIP water main.
Sanitary Sewer
Approximately 50 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch diameter
and 12-inch diameter vitrified clay pipe (VCP) installed between 1956 and 1966. The current project cost
estimate includes replacement of the existing VCP sanitary sewer.
Storm Sewer
The storm sewer on the north and west streets of the Orchard Lane East area drain to the storm water ponds at
Orchard Park and Cahlander Park. The storm sewer consists of 12-inch to 42-inch diameter pipe. The south
and east streets in the project area drains to Shingle Creek. This storm sewer consists of 12-inch to 60-inch
diameter pipe. The trunk storm sewer on 65th Avenue and Orchard Avenue was installed in 1956. The
remainder of the storm sewer was installed when the neighborhood was reconstructed in 1996. The current
project cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer as
necessary.
Street Lighting
The current cost estimate includes replacing the 24 wood poles with 24 fiberglass poles with a decorative
rectilinear fixture and underground power.
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Orchard Lane West Improvements - 2026
The Orchard Lane West project area extends from Unity Avenue
to Perry Avenue and Interstate 94 to 61st Avenue. The project
area contains a total of 25,702 linear feet of local streets. The
neighborhood consists of approximately 509 residential
properties, one church property and one school property.
Streets
The Orchard Lane West area was reconstructed in 1997. The
streets are generally 30 feet wide with concrete curb and gutter.
The current cost estimate assumes street improvements that
consist of approximately 50 percent curb replacement, 20 percent
sidewalk replacement, 50 percent driveway apron replacement
and full depth pavement replacement.
Water main
Approximately 99 percent of the water main in the Orchard Lane
West area was replaced with ductile iron pipe (DIP) in 1997 when
the neighborhood was reconstructed. The remaining water main
in the area consists of 6-inch DIP installed in 1987. Records
indicate there have been no water main breaks in the
neighborhood since the area was reconstructed, and one property
in the area has experienced a frozen water service in past winters.
The current project cost estimate includes replacement of miscellaneous valves and hydrants as necessary.
Sanitary Sewer
Approximately 55 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 1997. The remaining sanitary sewer consists of 8-inch diameter
and 10-inch diameter vitrified clay pipe (VCP) installed between 1955 and 1958. The current project cost
estimate includes replacement of the existing VCP sanitary sewer.
Storm Sewer
The storm sewer north of 63rd Avenue in the Orchard Lane West area drains to the storm water ponds at Orchard
Park and Cahlander Park. This storm sewer consists of 12-inch to 36-inch diameter pipe. The streets south of
63rd Avenue drain to the storm water pond at 63rd Avenue and Perry Avenue. This storm sewer consists of 12-
inch to 36-inch diameter pipe. A 27-inch reinforced concrete pipe (RCP) storm line installed in 1958 remains
on Woodbine Lane, and a 15-inch RCP storm line installed in 1965 remains on Scott Avenue. The current
project cost estimate includes replacement of the storm sewer installed in 1958 and 1965 and replacement of
storm laterals as needed for storm sewer replacement.
Street Lighting
The current cost estimate includes replacing the 29 wood poles with 29 fiberglass poles with a decorative
rectilinear fixture and underground power.
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Meadowlark Gardens Area Improvements - 2026
The Meadowlark Gardens project area extends on Logan Avenue
from 53rd Avenue to 57th Avenue, on Knox and James Avenues from
55th Avenue to 57th Avenue, and on 55th Avenue and 56th Avenue
from Morgan Avenue to Irving Avenue. The project area also
includes 57th Avenue from Humboldt Avenue to the Interstate 94
bridge. The project area contains a total of 10,150 linear feet of
local streets. The neighborhood consists of approximately 162
residential properties, two multi-family properties and two
commercial properties.
Streets
Logan Avenue and 57th Avenue are designated as Municipal State
Aid Routes. The Meadowlark Gardens project area was last
reconstructed in 1996. 57th Avenue is 30 feet wide, Logan Avenue is
32 feet wide and the remaining streets are 30 feet wide. All streets in
the project have concrete curb and gutter. The current cost estimate
assumes street improvements that consist of approximately 20
percent curb replacement, 20 percent sidewalk replacement, 25
percent driveway apron replacement and full depth pavement
replacement.
Water main
Approximately 80 percent of the water main in the Meadowlark Garden area was replaced with ductile iron pipe
(DIP) in 1996 when the neighborhood was reconstructed. The remaining water main in the area consists of 10-
inch cast iron pipe (CIP) installed in 1969 and 16-inch steel pipe installed in 1964. Water records indicate one
main break has occurred on the CIP water main. The current project cost estimate includes replacement of the
CIP and steel water mains.
Sanitary Sewer
Approximately 94 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch diameter
vitrified clay pipe (VCP) installed in 1959. The current project cost estimate includes replacement of the
existing VCP sanitary sewer.
Storm Sewer
Approximately 92 percent of the storm sewer in the project area was replaced in 1996 when the neighborhood
was reconstructed. The remaining pipe consists of 24-inch to 42-inch pipe on 55th Avenue installed in 1952.
The storm sewer on James Avenue and to the west drains to the trunk line on 55th Avenue and then to the
Mississippi River. This storm sewer consists of 15-inch to 44-inch diameter pipe. The storm sewer on 57th
Avenue drains to the trunk line on 59th Avenue and then to the Mississippi River. This storm sewer consists of
15-inch to 42-inch diameter pipe. The current cost estimate includes replacing the existing pipe installed in
1952 and replacement of storm laterals as needed for water main and sanitary sewer replacement.
Street Lighting
The current cost estimate includes replacing the 17 wood poles with 17 fiberglass poles with a decorative
rectilinear fixture and underground power.
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53rd and Xerxes Avenue Improvements - 2026
53rd Avenue extends from Xerxes Avenue to Upton
Avenue and Xerxes Avenue extends from 51st Avenue to
53rd Avenue. The project area contains a total of 2,028
linear feet of local streets. The neighborhood consists of
22 residential properties and one multi-family (R5)
property.
Streets
This project area was most recently reconstructed in 1996
by the City of Minneapolis. 53rd Avenue and Xerxes
Avenue are the border between Brooklyn Center and
Minneapolis. The north portion of 53rd Avenue and the
west portion of Xerxes Avenue are maintained by
Brooklyn Center. Existing streets are generally 30 feet
wide with concrete curb and gutter. The current cost estimate assumes street improvements that consist of
approximately 20 percent curb replacement, 25 percent driveway apron replacement, and full depth pavement
replacement.
Water main
The existing water main on 53rd Avenue consists of 6-inch diameter cast iron pipe (CIP) installed in 1973.
Records indicate that there have been no water main breaks in the area. The water main is in good condition
based on current maintenance records. The water main on Xerxes Avenue is owned and maintained by the City
of Minneapolis. The current project cost estimate includes no water main replacement.
Sanitary Sewer
There is no sanitary sewer on 53rd Avenue. The existing sanitary sewer on Xerxes Avenue is owned and
maintained by the City of Minneapolis. The current project cost estimate includes no sanitary sewer
replacement.
Storm Sewer
The storm sewer in the project area consists of 10-inch poly-vinyl chloride (PVC) pipe that flows to storm water
ponds located south of 53rd Avenue and east of Upton Avenue. This storm sewer was installed in 1996 when the
area was last reconstructed. The current project cost estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the eight wood poles with eight fiberglass poles with a decorative
rectilinear fixture and underground power.
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St. Alphonsus Area Mill and Overlay - 2027
The St. Alphonsus project area extends from Brooklyn Boulevard
to Grimes Avenue and 69th Avenue to 71st Avenue. The area
contains a total of 4,580 linear feet of local streets. The project
area consists of approximately 31 residential properties, three
commercial properties, one church property and one multi-family
property.
Streets
The St. Alphonsus area was last reconstructed in 1998. Halifax
Avenue is 30 to 35 feet wide, 70th Avenue is 35 to 42 feet wide
and the remaining streets are 30 feet wide. All streets in the area
have concrete curb and gutter. The current cost estimate assumes street improvements that consist of
approximately 20 percent concrete replacement and a 2-inch mill and overlay.
Water main
The existing water main in the project area consists of 6-inch cast iron pipe (CIP) installed between 1959 and
1961 and 6-inch ductile iron pipe (DIP) installed in 1978. Based on current maintenance records, there has been
one water main break in this area, and four properties have experienced frozen water service in past winters.
The current project estimate includes casting replacement only.
Sanitary Sewer
Approximately 83 percent of the sanitary sewer in the project area was replaced with 8-inch poly-vinyl chloride
(PVC) when the neighborhood was reconstructed in 1998. The remaining pipe consists of 8” diameter vitrified
clay pipe (VCP) installed in 1958 and 1959. The current project estimate includes casting replacement only.
Storm Sewer
The storm sewer in the project area flows east to Palmer Lake. Approximately 25 percent of the storm sewer in
this area was installed in 1998 or later. This storm sewer consists of 15-inch diameter high-density polyethylene
plastic pipe (HDPE) and 18-inch to 42-inch diameter reinforced concrete pipe (RCP). The remaining storm
sewer consists of 15-inch to 42-inch diameter RCP installed in 1957 and 1984. The current project estimate
includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the seven wood poles with seven fiberglass poles with a decorative
rectilinear fixture and underground power.
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67th and James Avenue Mill and Overlay - 2027
The project area includes 67th Avenue from Shingle Creek
Parkway to the east cul-de-sac and James Avenue from Freeway
Blvd to 67th Avenue. The project area contains a total of 2,063
linear feet of local streets. The project area consists of 11
industrial properties.
Streets
The 67th Avenue and James Avenue area was reconstructed in
1998. The streets are generally 44 feet wide with concrete curb
and gutter. The current cost estimate assumes street
improvements that consist of approximately 20 percent concrete
replacement and a 2-inch mill and overlay.
Water main
The existing water main in the project area consists of 8-inch
diameter cast iron pipe (CIP) installed in 1970. Records
indicate that there have been no water main breaks in the area.
The current project estimate includes casting replacement only.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch poly-vinyl chloride (PVC) installed in 1970.
The current project estimate includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains to the trunk line on 65th Avenue and then east to the Mississippi
River. This storm sewer consists of 15-inch to 36-inch diameter reinforced concrete pipe (RCP) installed in
1970 and 1974. The current project estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the two wood poles with two fiberglass poles with a decorative
rectilinear fixture and underground power.
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John Martin Drive Mill and Overlay - 2027
The John Martin Drive project area extends from Shingle Creek
Parkway to 450 feet south of Earle Brown Drive. The project
area contains a total of 1,381 linear feet of local streets. The
neighborhood consists of approximately nine commercial
properties.
Streets
John Martin Drive is designated as a Municipal State Aid
Route. The project area was reconstructed in 1998. The streets
are generally 50 feet wide with concrete curb and gutter. The
current cost estimate assumes street improvements that consist
of approximately 20 percent concrete replacement and a 2-inch
mill and overlay.
Water main
The existing water main in the project area consists of 8-inch diameter cast iron pipe (CIP) installed in 1969.
Records indicate that there have been no water main breaks in the area. The current project estimate includes
casting replacement only.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in
1969. The current project estimate includes casting replacement only.
Storm Sewer
The storm sewer on John Martin Drive drains to Shingle Creek. This storm sewer consists of 12-inch to 48-inch
diameter reinforced concrete pipe (RCP) installed in 1969. The current project estimate includes casting
replacement only.
Street Lighting
The existing street light system is underground power, with aluminum and a decorative light fixture. The current
cost estimate includes no street light replacement.
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68th and Lee Avenue Mill and Overlay - 2027
The project area includes 68th Avenue from Lee Avenue to Brooklyn
Boulevard and Lee Avenue from 68th Avenue to 69th Avenue. The
project area contains a total of 1,668 linear feet of local streets. The
project area consists of nine commercial properties.
Streets
The 67th and James area was reconstructed in 1998. The streets are
generally 45 feet wide with concrete curb and gutter. The current
cost estimate assumes street improvements that consist of
approximately 20 percent concrete replacement and a 2-inch mill
and overlay.
Water main
The existing water main in the project area consists of 8-inch diameter cast iron pipe (CIP) installed in 1966 and
1968. Records indicate that there have been no water main breaks in the area. The current project estimate
includes casting replacement only.
Sanitary Sewer
The existing sanitary sewer in the project area consists of 8-inch poly-vinyl chloride (PVC) installed in 1970.
Approximately 25 percent of the sanitary sewer is subjected to frequent problems with root intrusion. Root
sawing must be performed on an annual basis to maintain the system conveyance capacity. The current project
estimate includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains south to the storm water pond at Orchard Park. This storm sewer
consists of 12-inch to 24-inch diameter reinforced concrete pipe (RCP) installed in 1966 and 1968. The current
project estimate includes casting replacement only.
Street Lighting
The current cost estimate includes replacing the three wood poles with three fiberglass poles with a decorative
rectilinear fixture and underground power.
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73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue) - 2028
The 73rd Avenue project extends from Humboldt Avenue to approximately 275 feet east of Camden Avenue. It
contains a total of 2,994 linear feet of local streets. The project area consists of 25 single family properties and
one church property.
Streets
73rd Avenue is designated as a Municipal State Aid Route. 73rd Avenue is also the border between Brooklyn
Center and Brooklyn Park. The south portion of 73rd Avenue is maintained by Brooklyn Center and the north
portion is maintained by Brooklyn Park. This project area was reconstructed in 2000. The road is generally 33
feet wide with concrete curb and gutter. The current cost estimate assumes street improvements that consist of
approximately 20 percent concrete replacement and a 2-inch mill and overlay.
Water main
All of the water main in the project area was replaced with ductile iron pipe (DIP) in 2000 when the
neighborhood was reconstructed. The current project cost estimate includes casting replacement only.
Sanitary Sewer
Approximately 4 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
in 2000 when the area was reconstructed. The remaining sanitary sewer in the area consists of 8-inch diameter
vitrified clay pipe (VCP) installed in 1961 and 1969. There is no history of root intrusion in this area. The
current project cost estimate includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains south to a trunk line on 70th and then east to the Mississippi River.
This storm sewer consists of 12-inch to 21-inch diameter reinforced concrete pipe (RCP) installed in 1969 and
2000. The current project estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
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66th and Camden Avenue Mill and Overlay - 2028
The 66th and Camden Avenue project includes
Camden Avenue from 66th Avenue to the south cul-
de-sac and 66th Avenue from 360 feet east of Bryant
Avenue to Highway 252. It contains a total of 1,960
linear feet of local streets. The project area consists
of four multi-family properties and seven
commercial properties.
Streets
66th Avenue is designated as a Municipal State Aid
Route. This project area was reconstructed in 1999.
The roads in the project area range from 40 feet wide
to 70 feet with concrete curb and gutter. The current
cost estimate assumes street improvements that
consist of approximately 20 percent concrete
replacement, a 2 inch mill and overlay, and a new
traffic signal at 66th and Camden Avenue.
Water main
The water main in the project area consists of 6-inch
diameter cast iron pipe (CIP) installed in 1968. Water records indicate four main breaks have occurred within
the area. The current project cost estimate includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter poly-vinyl chloride (PVC) and vitrified clay
pipe (VCP) installed in 1968. There is no history of root intrusion in this area. The current project cost estimate
includes casting replacement only.
Storm Sewer
The storm sewer in the project area drains to the trunk line on 65th Avenue and then east to the Mississippi
River. This storm sewer consists of 12-inch to 72-inch diameter reinforced concrete pipe (RCP) installed in
1968 and 1999. The current project estimate includes casting replacement only.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The current
cost estimate includes no street light replacement.
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Earle Brown Drive Area Improvements - 2028
The Earle Brown Drive project extends from
John Martin Drive in the southwest to the
northeast corner of the Earle Brown Heritage
Center. It contains a total of 3,075 linear feet of
local streets. The project area consists of 11
commercial properties.
Streets
Earle Brown Drive is designated as a Municipal
State Aid Route between John Martin Drive and
Summit Drive. This project area was
reconstructed in 1999. The road is generally 50
feet wide with concrete curb and gutter. The
current cost estimate assumes street
improvements that consist of approximately 20
percent curb replacement, 30 percent sidewalk
replacement, 25 percent driveway apron
replacement and full depth pavement
replacement.
Water main
The water main in the project area consists of 8-
inch and 12-inch diameter cast iron pipe (CIP)
installed in 1971 and 1974. Water records indicate one main break has occurred within the area. The current
project cost estimate includes casting replacement only.
Sanitary Sewer
The sanitary sewer in the project area consists of 8-inch diameter vitrified clay pipe (VCP) installed in 1971 and
1974. There is no history of root intrusion in this area. The current project cost estimate includes casting
replacement only.
Storm Sewer
The storm sewer in the project area drains north and west to local storm water ponds. This storm sewer consists
of 12-inch to 30-inch diameter reinforced concrete pipe (RCP) installed in 1971 and 1974. Additional 15-inch
diameter high-density polyethylene plastic pipe (HDPE) was added to the project area when the road was
reconstructed in 1999. The current project estimate includes casting replacement only.
Street Lighting
The existing street light system contains underground power with aluminum poles and decorative light fixtures.
The current cost estimate includes no street light replacement.
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Garden City Central Area Improvements - 2029
The south portion of the Garden City Central
project area extends from Brooklyn Boulevard to
Brooklyn Drive from 61st Avenue to 63rd Avenue,
and the north portion extends from Xerxes
Avenue to Brooklyn Drive from 63rd Avenue to
66th Avenue. The project area contains a total of
19,230 linear feet of local streets. The
neighborhood consists of approximately 361
residential properties, 1 church property, 3 multi-
family properties (R4 and R5) and 3 commercial
properties.
Streets
63rd Avenue from Brooklyn Boulevard to Xerxes
Ave is designated as a Municipal State Aid Route.
The Garden City Central project area was last
reconstructed in 2000. 63rd Avenue ranges from
38 to 48 feet wide and the remaining streets are 30 feet wide. All streets in the project have concrete curb and
gutter. The current cost estimate assumes street improvements that consist of approximately 20 percent concrete
replacement and a 2-inch mill and overlay.
Water main
Approximately 81 percent of the water main in the Garden City Central area was replaced with ductile iron pipe
(DIP) in 2000 when the neighborhood was reconstructed. The remaining water main in the area consists of 6-
inch and 16-inch DIP installed in 1980, 1981, 1983 and 1993. Records indicate there has been one water main
break in the neighborhood, and four properties in the area have experienced frozen water services in past
winters. The current project estimate includes casting replacement only.
Sanitary Sewer
Approximately 72 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride (PVC)
when the neighborhood was reconstructed in 2000. The remaining sanitary sewer consists of 8-inch diameter
vitrified clay pipe (VCP) installed in 1958, 8-inch diameter PVC installed in 1980, 15-inch diameter reinforced
concrete pipe (RCP) installed in 1956 and 24-inch diameter pipe corrugated metal pipe (CMP) lined with cured-
in-place pipe in 1995. The current project estimate includes cured-in-place lining of the RCP and VCP sanitary
sewer mains installed in the 1950s and casting replacement.
Storm Sewer
Approximately 83 percent of the storm sewer in the project area was installed in 2000 when the neighborhood
was reconstructed. The remaining pipe consists of 15-inch, 36-inch and 72-inch pipe installed in the backyards
between 64th Avenue and 65th Avenue in 1956. The storm sewer in this neighborhood drains Shingle Creek.
The current cost estimate includes replacing storm structure castings and isolated portions of lateral storm sewer
as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light fixtures,
which were installed in 2000. The current cost estimate includes replacement of 2 street lights that have not been
replaced and upgrade all to LED luminaires.
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Miscellaneous Water Main and Sanitary Sewer Improvements
Lift Station 1 Wet Well Improvements/Rehabilitation - 2016
The existing lift station was installed in 1996. The current wet well design is a basic rectangle with an elevated
wing wall. The flat bottom allows for solids to build and the wing wall traps grease thereby creating an ongoing
maintenance issue where staff is required to enter the space multiple times per year for maintenance. To
properly clean this wet well, workers must follow confined space entry procedures and enter the 28’ deep
structure. Even when all necessary precautions are followed, there is a significant level of danger involved
when entering the structure. The goal is to “reshape” the wet well by mimicking the existing wet well at lift
station 2 and eliminate the elevated wing wall. The wet well at lift 2 consists of a sloped configuration that
nearly eliminates the buildup of any solids (rarely is it necessary to enter that wet well). Proposed rehabilitation
includes pump replacement, miscellaneous appurtenance replacement, and wet well reconfiguration to aid in
self-cleaning.
Sanitary Sewer Lining along Mississippi River - 2016
This project extends from the manhole north of Interstate 694 on Willow Lane to the first manhole south of 57th
Avenue on Lyndale Avenue, approximately 4,752 feet. The existing line is 21-inch to 24-inch reinforced
concrete pipe (RCP) and contains root infiltrations throughout. Roots were last removed in 2011. Directly under
the interstate is a 70 foot section of pipe where it appears through televising that the pipe was cut in half and put
inside a 70 foot section of steel casing to form an invert.
Water Tower No. 3 Painting - 2016
Tower No. 3, a 1.5 million gallon elevated storage tank located within the Centerbrook Golf Course was
constructed in 1973. The complete exterior coating system was replaced in 1986. In 1998 the exterior was spot
repaired, power washed and a urethane top coat was applied to the exterior of the tower. In 2005, the bottom
shell course of the fluted exterior was coated and the entire exterior was power washed. This tank was last
inspected in 2010. Although the steel substrate is still protected, a number of coating failures were noted on the
interior (wet area and dry area) and are attributed to deficiencies in the coating system itself. The 2010
recommendation is to reevaluate in 5 years with an anticipated plan of complete coating replacement in 6 to 8
years. Based on the 2010 evaluation, Tower No. 3 is recommended for complete interior wet, interior dry and
exterior coating rehabilitation in 2016.
Water Tower No. 2 Painting - 2017
Water Tower No. 2, a one-million gallon elevated storage tank located at 69th Avenue and Dupont Avenue was
constructed in 1960. In 1984, the interior (wet area) and exterior coating systems were completely replaced. In
1997, the interior coating system (wet area) was spot repaired and the exterior coating was spot repaired, power
washed and a urethane top coat was applied to the existing system. The estimated service life for 1997 paint
coating is 15 to 20 years as noted in a 1999 warranty inspection report. This tank was last inspected in 2005.
Both the interior and exterior coatings required no repairs at that time. The 2005 recommendation is to re-
inspect every 5 years. Tower No. 2 is scheduled to be inspected in 2011. Based on a 2009 review of the 2005
recommendation, Tower No. 2 is recommended for complete interior and exterior coating rehabilitation in 2017.
Lift Station No. 2 Rehabilitation - 2017
This includes replacement of the emergency generator for Lift Station No. 2. The existing generator is a 1981
model with a typical lifespan of 35 years. Both generator and switch gear are proposed to be replaced. New
pumps, guide rails and piping as well as electrical main breakers, starters/contactors, overloads, programmable
logic controller, HOA’s and UPS are also included in the rehab.
Well Motor Speed Controls (VFD) Wells 4, 5, 7, 9 and 10 - 2017
The existing well motor speed controls were installed in 1997 as part of an energy conservation project, and
Wells 5 and 7 VFDs were replaced due to failure in 2013 and 2014, respectively. Due to well’s 4, 9 and 10 ages
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and parts availability, they are due for VFD replacement. All five wells would be equipped with bypass switch
gears that allow the operation of the well pump if the controls fault and need repair.
Water Tower No. 1 Painting - 2018
Water Tower No 1, a 500,000 gallon elevated storage tank located at 69th Avenue and France Avenue was
constructed in 1958. In 1988, spot repairs of the existing interior were completed (wet area repaired with coal
tar/epoxy coating) and the exterior coating system was completely replaced. In 1999, the interior wet coating
system was completely replaced and the exterior coating was spot repaired, power washed and a urethane top
coat was applied to the existing system. The estimated service life for the 1999 paint coating is 15 to 20 years.
This tank was last inspected in 2009. Both the interior and exterior coatings required no repairs at that time. The
2009 recommendation is to re-inspect every 5 years. Based on the 2009 inspection, Tower No. 1 is
recommended for complete interior and exterior coating rehabilitation in 2018.
Lift Station No. 9 Forcemain Replacement - 2019
The existing forcemain located south of lift station No. 9 was installed in 1969 and consists of 12-inch ductile
iron pipe, which was verified in 2010 through an exploratory open excavation. Approximately 1300-feet is
proposed to be replaced.
Lift Station No. 1 Rehabilitation - 2021
Scheduled for 2021, new pumps, guide rails and piping as well as electrical main breakers, starters/contactors,
overloads, programmable logic controller, HOA’s and UPS are included in the rehab. The closed transition
generator transfer switch is to be replaced in 2021 as well. The existing generator is a 1996 model with a typical
lifespan of 35 years. The generator is scheduled for replacement in 2031.
Lift Station Nos. 8 and 9 Rehabilitation - 2025
This project includes the rehabilitation of lift station Nos. 8 and 9 with a full evaluation of pumps, control
equipment and appurtenances.
Street Light and Traffic Signal Improvements
Intersection Improvements/Traffic Signal System Replacement at 66th Avenue and TH 252 - 2016
The existing traffic signal system at the intersection of 66th Avenue and TH 252 is owned and operated by the
State. The Minnesota Department of Transportation (Mn/DOT) has programmed this system to be replaced and
the City will be required to pay 50 percent as the City’s portion for two of the four legs of the intersection. The
intersection is currently included and being evaluated as part of the TH 252 Corridor Study. This project will be
adjusted, dependent on the outcome and recommendations of this study.
Traffic Signal System Rehabilitation (69th and France Avenues) - 2017
Proposed improvements to include a new controller and cabinet, painting of the poles and mast arms, installation
of APS pushbuttons, EVP system, new wiring and a video loop detection system.
Earl Brown and Opportunity Area Street Light Replacement – Ornamental Lighting at Nodes - 2017
The 35 ornamental lights located within the Earl Brown area at the nodes (intersections) along a portion of
Shingle Creek Parkway, Summit Drive, Earl Brown Drive and John Martin Drive were installed in 1986.
The typical life expectance of this lighting system is approximately 30 years. The City has no remaining
replacement poles or luminaires that match the existing system, and matching luminaires are no longer
available from suppliers. The existing system is generally rated in fair to poor shape with increasing
maintenance costs. The project includes replacement of the existing decorative lighting system at the
intersections/nodes with a new, advanced system using current technology.
278
Capital Maintenance Building Plan
Yearly Capital Maintenance Building Plan Projects
In 2007, the City approved an 18-year Capital Building Maintenance Plan that includes short- and long-term
building and facility improvements. The following buildings and facilities are covered under this plan: city hall,
community center, public works facility, public works cold storage building, public works salt/sand storage
building, police station, west fire station, east fire station, Centerbrook Golf Course club house, Centerbrook
Golf Course maintenance building, Centerbrook Golf Course storage garage, sanitary lift station Nos. 1 and 2,
municipal well Nos. 2-10, Evergreen Park building, Garden City Park building, Central Park west building,
Central Park plaza, and Central Park gazebo.
Storm Water Improvements
Storm Water Management Basins
In 2005, the City of Brooklyn Center hired the consulting firm of Bonestroo Rosene Anderlik & Associates to
conduct a condition assessment of 30 storm water management ponds located throughout the City. The
assessment process resulted in a list of improvements to address problems with shoreline erosion, sediment
accumulation, inlet and outlet blockages and other miscellaneous maintenance issues. The City is currently
updating the pond maintenance plan as part of the local water management plan update. Below are descriptions
of two projects that were not considered routine annual maintenance work normally addressed as part of the
annual operating budget for the Storm Drainage Utility. Descriptions of all needed pond projects are expected to
be updated as part of the 2015CIP and budget process.
Storm Water Pond 60-001 - 2015
Pond 60-001 is located west of Xerxes Avenue and south of Brooklyn Drive within Central Park. The pond
receives runoff from approximately 85 acres of upstream residential development. This pond was constructed in
2003. By 2013, preliminary estimates indicate that approximately 30 to 40 percent of the wet volume will be
lost due to sediment accumulation. The proposed work consists of removal of sediment and installation of a
skimmer structure to enhance the water quality treatment performance of the pond.
Storm Water Pond 50-001 - 2015
Pond 50-001 is located within Cahlander Park. The pond receives runoff from approximately 230 acres of
upstream residential development. Due to the large watershed to pond area ratio, this pond is subject to higher
rates of sediment accumulation and potential erosion issues. Traces of hydrocarbon pollutants were noted in the
sediment during the most recent site inspection. The proposed project consists of dredging and properly
disposing of sediment from the pond and repairs to various shoreline erosion issues.
Park and Trail Improvements
Centennial Park Tennis Court Resurfacing - 2015
Proposed construction includes the removal of two existing tennis courts and resurfacing of the two remaining
two tennis courts within Central Park. The Parks and Recreation Commission recommended replacing the two
removed tennis courts with a basketball court as part of their 2015 CIP plan review.
Centennial Park Softball Field Dike - 2015
Due to continual flooding of the ball fields over several of the past years from 2009 through 2014, construction
of a dike and enhanced pumping system is proposed within the floodplain as a short term mitigation strategy.
279
Freeway Park Trail Replacement - 2015
Proposed construction includes replacement of the trail system within Freeway Park. An eight foot wide trail
section is proposed.
Brooklyn Boulevard City Entrance Signs - 2016
Proposed improvements include painting the existing City entrance signs with miscellaneous structural repairs
and cedar fences surrounding the signs located along Brooklyn Boulevard at the Minneapolis and Brooklyn Park
borders.
69th Avenue Greenway & Cahlander Park Fence Rehabilitation - 2016
Proposed construction includes replacing the wood fence along the north side of the 69th Avenue greenway
between Brooklyn Boulevard and Palmer Lake Drive and the privacy fence on the west side of Cahlander Park.
Northport Park Lighting Replacement Project - 2016
Proposed replacing trail and parking lot lights with energy efficient lighting (LED) fixtures, fiberglass poles,
new wire in conduit within Northport Park.
Northport Park Shelter - 2016
The existing park building in Northport Park was removed in 2012 due to structural issues. The Parks and
Recreation Commission recommended eliminating the proposed plan to replace the building and only replace
the existing shelter as part of their 2015 CIP plan review. The new structure is proposed to include an enhanced
picnic shelter and facilities. A water fountain and electrical service will also be provided.
West River Road Trail Improvements - 2017
Proposed construction includes replacement of the bituminous trail along West River Road from 73rd Avenue to
66th Avenue. A ten foot wide trail section is proposed.
Evergreen Park Trail Improvements - 2017
Proposed construction includes replacement of the bituminous trail within Evergreen Park. Replacement of the
trail along 70th Avenue is not part of the project. An eight foot wide trail section is proposed.
Centennial Park East Trail Improvements - 2018
Proposed construction includes replacement of the bituminous trail system within the eastern portion of Central
Park. The trail segment proposed for replacement is between Interstate 94 and the south City Hall parking lot,
east of Shingle Creek, that are adjacent to the main trail corridor which is owned and operated by the Three
Rivers Park District. All adjacent bituminous trails east of the regional trail are proposed to be reconstructed to
eight foot wide. The plaza areas are also proposed to be replaced.
Play Ground Equipment Replacement – 2019 through 2021
Proposed replacement includes replacing park playground equipment over a three year period. A total of 20
parks located within Brooklyn Center contain 21 separate playground equipment areas, 18 that are maintained
by the City and three that are maintained by the adjacent schools. Six playgrounds are scheduled for
replacement each year over the three year period. An assessment of the playground equipment will need to be
completed to determine replacement priority.
Palmer Lake Trail Reconstruction - 2022
Proposed construction includes resurfacing of the existing trail system extending around Palmer Lake. This trail
was last reconstructed in 2005 with an expected maximum service life of 15 to 20 years due to the soil stability
issues within the park area.
Miscellaneous Tennis Court Resurfacing - 2024
Proposed construction includes the removal of the existing tennis courts and resurfacing of the remaining tennis
courts at Evergreen Park, West Palmer Lake Park, Northport Park, Grandview Park and Centennial Park.
280
Hockey Rink Rehabilitation and Replacements - 2026
Proposed rehabilitation includes resurfacing of five existing rinks with other miscellaneous rink repairs. An
assessment of the rink appurtenances will need to be completed to determine replacement priority. The rink
located at Northport Park will be further evaluated with the Northport Park improvements and master planning
being conducted in connection with the Northport School rehabilitation.
Irrigation Systems Rehabilitation and Replacements - 2026
The City’s Irrigation systems are located as follows: Evergreen Park, Centennial Park, Northport Park,
Grandview Park, 69th Avenue, Public Works Garage Facility, West Fire Station, Shingle Creek Parkway, 53rd
Avenue (Bellvue area), Xerxes Avenue, Bass Lake Road and County Road 57. The proposed rehabilitation
estimate includes rehabilitation of the Evergreen Park and the 69th Avenue systems, which were installed in
1986 and 1989, respectively.
Centennial Park Softball Field Regrading Improvements - 2026
The Centennial Park softball fields experience settlement due to the underlying organic soils. Over the years,
settlement has occurred approximately one foot. This is evident in the fact that the light base foundations within
the ball field areas have generally held their original elevations and are higher than the surrounding ground. Due
to the proximity to Shingle Creek and the low lying areas, this settlement causes increased flooding and drainage
issues. The proposed plan includes raising the ball fields one to two feet and replacement of any necessary
appurtenances including irrigation systems, draintile, fences and bituminous/concrete trails and other paved
areas.
Softball/Baseball Fence Replacement - 2027
Proposed construction includes replacement of the line and outfield fences at West Palmer Lake Park.
69th Avenue Trail Reconstruction - 2027
Proposed construction includes replacement of the trail system along 69th Avenue from Brooklyn Boulevard to
West Palmer Lake Drive. A nine foot wide trail section is proposed.
Evergreen Park Score Board Improvements - 2027
Proposed construction includes installing new score boards at the two softball fields and one baseball field at
Evergreen Park, and replacement of the scoreboard at the soccer/football field.
69th Avenue Landscape Rehabilitation - 2027
Proposed construction would include irrigation updates and replacing the landscaping plantings and sod along
69th Avenue from Brooklyn Boulevard to West Palmer Lake Dr.
Park Trail and Lot Lighting Replacement - 2028
Replacement of trail and parking lot lights with energy efficient lighting (LED) fixtures, fiberglass poles, new
wire in conduit in the following parks: Evergreen, Bellvue, Lions, Centennial East, and Centennial West. Work
shall include replacing the electrical cabinets in Bellvue and Lions parks.
Centennial Ball Field Score Board Replacement - 2027
Proposed construction includes replacement of the two score boards at the two softball fields at Centennial Park
(east).
281
Miscellaneous Projects and Improvements
Azelia Avenue and Northport Drive Retaining Wall Replacements - 2016
Replacement of the retaining walls at 4001 Lakebreeze (Dead End of Azelia Ave.), and 5736 Northport Dr.
Drive Retaining Wall Replacements (Miscellaneous Locations) - 2029
Replacement of miscellaneous retaining walls at numerous locations within the City’s right-of-way (Brooklyn
Boulevard, Dupont Avenue, 57th Avenue and 69th Avenue). A full evaluation will be performed subsequently.
Brooklyn Boulevard Corridor Reconstruction/Complete Street Improvements
Brooklyn Boulevard from I-94 to the southerly City limits (49th Avenue) is a Hennepin County roadway
(County Road 152) under their jurisdiction. The City completed the Brooklyn Boulevard Corridor Study in 2013
to guide the reconstruction and redevelopment of this corridor. This study will be used to create a vision,
identify an implementation strategy, identify costs for the improvements, and develop funding strategies for the
improvements. The funding partnership and proportions are to be determined in the future but are anticipated to
include federal funding, Hennepin county funding, Three Rivers Park District Funding and City funding.
282
City of Brooklyn Center
2015 Budget
Supplementary Information
City of Brooklyn Center
2015 Budget
Other Capital Plans
In addition to the Capital Improvement Plan for street and utility infrastructure, several
other functions of the City have developed long term capital replacement plans for major
investments to be made in their areas, long term meaning five years or more. These areas
include:
Technology Fund Capital Plan
Earle Brown Heritage Center Capital Plan
Liquor Fund Capital Plan
283
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28
4
EARLE BROWN HERITAGE CENTER Page 1
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 25, 2014)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Fountain 1989 20 2015 $55,000.00
Remodel New 30 2015 $100,000.00
Patio New 25 2015 $95,000.00
Replace 2 Boilers (Inn) 1989 15 2015 $24,000.00
Parking Lot Mill and Overlay (East lots) 1999 16 2015 $70,000.00 $344,000.00
LED Lighting Carriage Hall 1989 20 2016 $150,000.00
Concession Stand Facelift 1989 15 2016 $23,000.00
10 WAP and Wireless Controller 2011 5 2016 $16,400.00
Carriage Hall RTU #1, #2, #3, #4 1989 25 2016 $90,000.00
Carriage Hall Prefunction Tile or Carpet 1989 6 2016 $92,000.00 $371,400.00
LED Lighting Harvest 1999 20 2017 $41,000.00
Carriage Hall Window Replacement 1989 25 2017 $70,000.00
Air Handling Unit #5 and #6 1989 27 2017 $73,000.00
Replace Staging 1990 $19,925.00 3 2017 $45,000.00
Carriage Hall Carpet 2011 $50,000.00 6 2017 $50,000.00 $279,000.00
Inn Carpet at Earle Brown House 1989 10 2018 $30,000.00
Estate Bypass Walkway New 30 2018 $100,000.00
Energy Management System (HVAC) 1999 $15,500.00 10 2018 $49,300.00
Tack/Morgan/Hall Carpet 2011 $27,000.00 7 2018 $32,000.00 $211,300.00
Hippodrome Roof (EDPM) 1990 $91,575.00 20 2019 $100,000.00
Phone System 1998 $32,000.00 10 2019 $40,000.00
Carriage Hall Carpet 2005 $50,000.00 7 2019 $80,000.00
Link and Garden City Carpet 2012 7 2019 $60,000.00
Tack/Morgan/Hall Carpet 2004 $15,000.00 8 2019 $15,000.00
Multifunction Copier Main Office 2012 $15,000.00 7 2019 $20,000.00
GC/Harvest Prefunction/Link Carpet 2012 7 2019 $60,000.00 $375,000.00
Replace 2 Boilers Convention Center 2010 10 2020 $15,000.00
Replace Staging 1990 3 2020 $45,000.00
Facility Security System Server 2012 8 2020 $50,000.00
Main Kitchen Dishwasher 2005 $75,000.00 15 2020 $75,000.00
Replace Harvest Divider Walls 1999 15 2020 $20,000.00
Replace Harvest/Garden City Carpet 2013 $40,000.00 7 2020 $50,000.00
Man Lift - Small 2005 $15,000.00 15 2020 $20,000.00 $275,000.00
Captains/Estate/Loft Carpet 2007 $18,000.00 7 2021 $25,000.00
Parking Lot Mill and Overlay 2005 $70,000.00 16 2021 $70,000.00
Replace Admin Office Carpet 2006 $18,000.00 16 2021 $23,000.00 $118,000.00
285
EARLE BROWN HERITAGE CENTER Page 2
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 17, 2014)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Elec. Reader Boards for Inside/Outside 2012 10 2022 $95,000.00
Prefunction Tile or Carpet Carriage Hall 2015 6 2022 $92,000.00
Replace One Boiler 2007 $15,000.00 15 2022 $15,000.00 $202,000.00
Main Large Marquee and Electronics 1989 15 2023 $30,000.00
Replace Combi Oven 1990 $14,165.00 12 2023 $40,000.00
Carriage Hall Carpet 2011 $50,000.00 6 2023 $50,000.00
Replace Compactor 1990 $11,375.00 15 2023 $17,775.00
Sealcoat both East Parking Lots 2015 $15,000.00 16 2023 $15,000.00 $152,775.00
Replace S. Carriage Hall Door/Windows 1989 15 2024 $45,000.00 $45,000.00
Tack/Morgan/Hall Carpet 2018 $30,000.00 7 2025 $32,000.00 $32,000.00
Multifunction Copier Main Office 2019 $15,000.00 7 2026 $20,000.00
Replace Harvest/GC/Link Carpet 2019 $30,000.00 7 2026 $30,000.00 $50,000.00
Replace Harvest/GC Carpet 2020 $40,000.00 7 2027 $50,000.00 $50,000.00
Rotunda Roof & CH Metal Work 1989 20 2028 $91,000.00
Inn Carpet 2018 10 2028 $30,000.00
HVAC EMS 2018 $15,500.00 10 2028 $49,300.00
Captain's/Estate/Loft Carpet 2021 $18,000.00 7 2028 $30,000.00 $200,300.00
Sealcoat Main Lot 16 2029 $15,000.00
Phone System 2019 $32,000.00 10 2029 $40,000.00
Carriage Hall Carpet 2023 $50,000.00 6 2029 $50,000.00 $105,000.00
Replace Stable Roof 1990 20 2030 $28,000.00
Replace 2 Convention Center Boilers 2020 10 2030 $15,000.00
Replace Harvest Blacksmith Roof 1990 20 2030 $20,000.00
Replace Chiller 1989 20 2030 $160,000.00 $223,000.00
Parking Lot Mill and Overlay (East Lots)1999 16 2031 $70,000.00
Hippodrome Roof (EDPM) 1990 $91,575.00 17 2031 $100,000.00 $170,000.00
Carriage Hall Wall Panels 1989 $72,000.00 20 2032 $99,000.00
Tack/Morgan/Hall Carpet 2025 $30,000.00 7 2032 $30,000.00 $129,000.00
Multifunction Copier 2026 $15,000.00 7 2033 $20,000.00
Replace 2 Steam Jacket Kettles 1989 20 2033 $30,000.00
Replace GC/Harvest/Link Carpet 2026 $30,000.00 7 2033 $30,000.00
Replace One Boiler 2018 $10,000.00 15 2033 $15,000.00 $95,000.00
286
EARLE BROWN HERITAGE CENTER Page 3
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 17, 2014)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Replace Inn Roofs 1989 20 2034 $50,000.00
Replace D Barn Roof 2009 $24,000.00 20 2034 $24,000.00
Harvest /Garden City Carpet 2027 $40,000.00 7 2034 $40,000.00 $114,000.00
Main Kitchen Dishwasher 2005 $75,000.00 15 2035 $75,000.00
Man Lift - Small 2005 $15,000.00 15 2035 $20,000.00
Replace Harvest Divider Walls 199 15 2035 $20,000.00
Replace 2 Boilers (Inn) 1989 20 2035 $24,000.00
Replace Carriage Hall Carpet 2029 $50,000.00 6 2035 $50,000.00
Captain's/Estate/Loft carpet 2028 $30,000.00 7 2035 $30,000.00 $219,000.00
This report encompasses all anticipated capital expenditures (items exceeding $10,000) from 2015-2035.
All dollar amounts are shown in 2012 dollars, with appropriate yearly increases projected where possible.
287
BC Liquor
2015-2029 CIP (revised October 9, 2014)
Acquisition or Subtotals
Replacement Estimated and
Capital Item Year Cost Totals
Finish up cameras at #2 2015 $30,000
2015 $30,000
Beer Cave at #2 2016 $100,000
Business Site-Location Feasibility Analysis 2016 $15,000
2016 $115,000
Electronic Reader Board at #1 2017 $50,000
2017 $50,000
Electronic Reader Board at #2 2018 $50,000
2018 $50,000
Expand Store #1 and Remodel - new lease 2020 $500,000
New floors, new shelves 2020
adjust cooler, new register layout 2020
separate entrance and exit 2020
2020 $500,000
Store #2 redo lease and remodel 2023 $200,000
sepreate entrance and exit 2023
2023 $200,000
This report encompasses all anticipated capital expenditures (items exceeding $10,000) from 2015-2029.
288