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HomeMy WebLinkAbout2015 08-17 CCP Joint Work Session with Financial CommissionProviding visionary leadership to the organization and overseeing proper operation of the City through the City Manager The City Council is comprised of one Mayor and four Council Members, all are elected at large. Exercises the legislative authority of the City. Formulates City policy adopts the annual budget, levies local property taxes, appoints members to advisory boards and commissions. The City Council also constitute the Board of Appeal and Equalization, The Economic Development Authority The Housing and Redevelopment Authority, The Canvassing Board for municipal elections. Community Engagement ◦In 2016 the City will continue its’ Citizens Leadership Academy (BCU). ◦20 volunteer citizens will be selected to participate in eight consecutive weeks of education with opportunities to share and experience local government operations on a fairly in depth basis. ◦Academy goals Community engagement Informed constituency Increased participation in civic and community life 6103- Wages and Salaries - $ 48,128 Includes the annual cost od salaries and wages as recommend by the financial commission. Salaries for 2015 and 2016 will remain unchanged from the year 2013 6307 Professional Services- $15,000 Includes interpreters for hearing-impaired or non-English speaking persons, secretarial service for minute taking, and a consultant to facilitate City Council retreats. 6308 Charter Commission-$1,500 This is the statutory amount for the Charter Commission budget per Minnesota Statutes, Section 410.06. 6432 Conferences and Schools-$8,000 This amount covers training expenses for the Mayor and Council Members who attend conferences on behalf of the City, such as National League of Cities, League of Minnesota Cities, and similar conferences in accordance with Council Policy 2.06. 6434 Dues and Subscriptions-$42,000 Metro Cities (Association of Metropolitan Municipalities) – $9,197 League of Minnesota Cities – $19,373 LMC/Minnesota Mayors Association – $30 National League of Cities – $3,258 US Conference of Mayors - $3,489 North Metro Mayors Association – $6,012 (total dues = $12,024; remaining $6,012 allocated to EDA) 1-Mayor 4-City Council Members CAPITAL OUTLAY None requested. BCU participation 20 participants BCU positive report on experience value 100% BCU positive report on program quality 100% BCU recommended to others 100% Account 6301- Accounting, Audit and Financial Service. ◦Historically the cost of the annual budget has been included in the budget of the City Council. In 2015 and beyond the this cost of $26,000 has been moved to 6301in the Finance Budget. Visionary leadership to the organization and support of other essential governmental functions in a customer intimate manner The Department of Administration is composed of the City Manager’s Office, The Office of the City Clerk, Human Resources and Information Technology. The City Manager’s Office is composed of the City Manager, Assistant City Manager/Director of Buildings and Community Standards. The primary responsibility of the City Manager is organizational leadership. The Assistant City Manager is also the communications manager. The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service Representative. The Clerk’s Office manages records, administers elections, business licenses and responds to public inquiries. The Human Resources Division is composed of the HR Director, HR Specialist and Payroll Technician. This office, manages human resource activities, including labor relations, payroll and benefits administration and employee recruitment. The Information Technology Division is composed of the IT Director and IT/GIS Technician. This division plans, manages and supports the City technology infrastructure. 2015 2016 2017 •City Manager •Assistant City Manager-Director of Building Community Standards and Housing Programs •Seasonal Intern •City Clerk •Deputy City Clerk •Customer Service Representative •Human Resources Director •Human Resources Specialist •Human Resources/Payroll Technician •Information Technology Director •Information Technology/GIS Technician •Information Technology Technician- PT 1 1 0 1 1 1 1 1 1 1 1 - 1 1 0 1 1 1 1 1 1 1 1 0.5 1 1 0 1 1 1 1 1 1 1 1 0.5 Total 10.0 10.5 10.5 Effective and Responsive Organization Leadership Successful implementation of City Council Policy. Enforcement of the City Charter and all City ordinances. Preparation of the Annual Budget as a means of implementing Council Policy. Provides advices and makes recommendations to the City Council with respect to Council policy. Provide general direction for City staff. 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. Effective public communications primarily under the direction of the Assistant City Manager. Office handles and coordinates internal and external City communication activities. Coordinates publication of the City Newsletter, creates newsletters, form, flyers, handles information released to the media and develops other information packets as needed. Coordination of cable TV activities in the organization, including broadcast of Council meetings. Council Support, Records Management, Licensing and Elections Administration 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 The Human Resources Office is responsible for providing customer focused support to the mission of recruiting an inclusive quality workforce. The Human Resources Office is responsible for providing customer focused support to the mission of retaining an inclusive quality workforce. The Human Resources Office is responsible for the development of and effective customer focused administration of the employee compensation and benefit program. The Human Resources Office is responsible for providing leadership to effective Labor Relations Management and is a key member of the labor negotiations team along with the City Manager. The Human Resources Office is responsible for Personnel Policy development and Personnel Policy training and enforcement. The Human Resources Office is responsible for customer focused administration of the payroll process and other pay related activities i.e. pay/equity and EEO reporting Strategic Implementation of Information Technology The Information Technology division manages and supports the data and voice needs of all City departments and buildings and the citywide Geographic Information Systems (GIS) function, inclusive of the following: Data - Management and operations of the Local Area Network (LAN) Voice - Management and operations of the telephone and voice mail systems Hardware and Software - Purchases, installs, and maintains all City computer equipment and software - current inventory of 5 servers, 173 computers, 9 multi-function devices, 60 printers, 7 scanners, other hardware peripherals, and more than 60 different software applications Training - Identifies and provides computer and telephone training as determined for all City users. Research and Development - Conducts planning, research, and implements through project management. Develops Information Technology policies, procedures, and strategic plans. Geographic Information Systems - Management and operations of the City Geographic Information Systems (GIS) including maintaining parcel, street, utilities and other infrastructure databases. Supports 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. Continue to foster a culture of inclusion throughout the organization ◦Complete all 2016 priority actions as determined by the D and I Council with more of an external focus LMC Sponsored cohort for shared learning and best practices Implement new Sister City ordinance and framework Promote customer focused fact based service delivery ◦Introduce and commence implementation of a fact based decision making system Implement Strategies to achieve Resident Economic Stability ◦Assess needs and success targets ◦Develop coalition of Business and Education Everybody In Metro Coalition of Industry and Government Hennepin Workforce Leadership Council $30,000 budget increase to fund a Part Time Information Technology Technician position. ◦Since 2001 the city infrastructure as grown dramatically while staffing has remained constant. From 120 computers in 2001 to 206 in 2015 Fiber has been expanded to multiple buildings. This has enabled video security and remote building access. Multi function cell phones The number users has increased from about 100 to 260 as mobile computing and computing technology has become essential for productivity Compared to similar sized cities our staff in is in the lowest tier relative to the number of devises per employee $38,000increase in the Elections budget to account for the direct costs of election judges, equipment and materials for two State-wide elections scheduled in 2016. In addition we are replacing approximately twenty of the 30 year old voting booths at $280 each. Legal Costs (-4.5%) $472,000 ◦Prosecutorial ◦Civil Advice ◦Storage Costs Joint Powers Agreements $190,000 ◦Brooklyn Bridge Alliance $52,000 (+2.5%) ◦NWHHSC $12,000 ◦Community Mediation Services and Restorative Justice $7,000 ◦Cornerstone (domestic violence)$ 65,000 ◦North Star Diversion $ 7,500 ◦Senior Transportation Removed ($15,000) Insurance (+1.58%) $209,438 ◦General Liability ◦Property ◦Bonds Vacancy Factor ($150,000) Tax Abatement Payment $ 60,000 Contingency (+33.33) $ 200,000 Vickie Schleuning Assistant City Manager/ Director Building & Community Standards City Council-Finance Commission Joint Budget Meeting August 17, 2015 Promote clean, safe and attractive community where people want to live and do business. Provide exceptional service related to residential and commercial development and construction, property maintenance, housing, ownership services, businesses, and other community programs. 08/17/2015 2 Council/Finance Commission Joint Meeting BCS Department Description The department administers and/or assists with: Construction Regulations Activities Coordination, consultation, plan review, site visits, business orientation/marketing, new neighbor orientation, etc. Residential and Commercial Property Maintenance and Enhancement Rental License program, Vacant Building program, dead/diseased tree support, proactive sweeps, public nuisance complaints, problem solving, interdepartmental collaborations Housing Programs (EDA/HRA) Development, loans and home improvement, marketing and promotion; local, state, and federally funded programs Ownership Services Homestead applications, property ownership information, special assessments Organization Services Administrative penalty program, communications, etc. 08/17/2015 3 Council/Finance Commission Joint Meeting BCS Staffing Levels Positions FTEs 2015 2016 2017 •Director /Assistant City Manager (1 FTE) •Deputy Director/HRA Specialist (1 FTE) •Housing & Community Standards Supervisor (1 FTE) •Building Official (1 FTE) •Building/Housing Inspectors (3 FTE) •Property Code Inspectors (2 FTE) •Administrative Assistants (2.5 FTE) Admin support provide pooled services for Business Development, etc.) •Permit Technician (1 FTE) •Seasonal Technicians (1-3 Interns, plus BrookLynk) •Contract Electrical Inspections •Contract Construction Specialty Inspections TOTAL - - 1 1 3 2 1 1 0.7 ________ 9.5 - 0.25 0.75 1 3 2 0.6 1 0.7 _______ 9.5 - 0.25 0.75 1 3 2 0.6 1 0.7 _______ 9.5 08/17/2015 4 Council/Finance Commission Joint Meeting Budget Notes: -No significant staffing or budget increases requested in 2016 or 2017 -12.5 FTEs in department -Ownership services function added to BCS from BD in May 2014. Position (0.5 FTE) and associated costs (mailings, forms, software, etc.) added to 2015 budget and forward -Redistribution of staffing to more accurately reflect funding source- in department and external BCS Strategic Functions Community and Neighborhood Initiatives Strategic planning for short and long-term needs of residential and commercial neighborhoods. Improve the city’s image to attract and retain responsible residents and businesses. Projects include the monitoring Neighborhood Health, Neighborhood Area Improvements, Public Safety Initiatives. Building and Construction Program Assists homeowners, contractors and businesses with their construction projects to ensure compliance with codes. Educational and communication tools are used to ensure buildings are safe and sound throughout the building’s life. Coordinates the City’s internal construction and plan review process. Public education and marketing for new and existing businesses. 08/17/2015 5 Council/Finance Commission Joint Meeting BCS Strategic Functions cont… Rental Housing Program Ensures rental housing maintained in a safe and attractive manner, an asset to the community. Provides incentives for properties that are well-maintained and managed, as well as corrective tools for properties needing improvement. Coordination among several City departments. Vacant Building Program Monitors mortgage foreclosures and vacant properties. City-facilitated abatement actions initiated to eliminate hazards. Re -occupancy inspections performed to ensure properties are safe and meet codes. Public education and new resident education 08/17/2015 6 Council/Finance Commission Joint Meeting BCS Strategic Functions cont… Property Maintenance and Code Enforcement Proactive monitoring efforts and responses to public nuisance complaints. Department works independently or as part of multi-agency efforts on focused neighborhood initiatives and community problem-solving activities. Proactive sweep inspections performed as feasible to address nuisances visible from the street or public area. Ownership Services Homestead applications, property ownership information, and special assessments processed in order to ensure information available to internal and external customers 08/17/2015 7 Council/Finance Commission Joint Meeting BCS Strategic Functions cont… Economic Development and Housing Initiatives (EDA/HRA) Programs established in collaboration with the private sector, public agencies, and Housing Commission in order to enhance and promote Brooklyn Center neighborhoods. Includes ReNew, CDBG, NSP programs. Collaborates with non-profit organizations to provide services to residents in need such as low income, elderly and disabled persons. Considers all City priorities and incorporates where possible- public safety, environmental, etc. Effectively utilize resources and knowledge 08/17/2015 8 Council/Finance Commission Joint Meeting Key Initiatives Enhanced Community Image 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 with fourteen NSP properties were completed in 2015. Two additional properties are in the process of being acquired to continue the program into 2016 due to availability of additional federal funds. c.Monitor and inspect vacant properties d.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 08/17/2015 9 Council/Finance Commission Joint Meeting Key Initiatives Cont… Enhanced Community Image 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.Analyze and recommend efficient process for special assessments and searches b.Continue to update processes, systems and public information to provide efficient and clear processing of homestead applications and ownership documents 08/17/2015 10 Council/Finance Commission Joint Meeting BCS Annual Goal Performance Measures cont… 08/17/2015 11 Council/Finance Commission Joint Meeting Performance Objectives Description of Performance Measure Performance Levels *Actual Value Target Value Percentage of inspected residential properties in full compliance with property maintenance codes (1,671 inspected in 2014) 73% 100% Percentage of qualified re-occupied vacant properties in compliance with the vacant building ordinance (141 total) 92.1% 100% Percentage of residents surveyed saying their proud of their neighborhood (Average of 4 neighborhood meetings) 85.25% 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 (563 ePermits) compared to office issued ePermit types $7.17 ePermit $10.96 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 ) $91,255 $103,000 Department programs involve various budget fund sources such as: Federal funds (NSP, CDBG, etc.) TIF, EDA/HRA Permit fees Direct abatement cost charges Administrative service fees Reinspection fees Administrative penalty fees Other 08/17/2015 12 Council/Finance Commission Joint Meeting Questions? 08/17/2015 13 Council/Finance Commission Joint Meeting A Great Place to Start, A Great Place to Stay www.cityofbrooklyncenter.org Business & Development Department Budget Review 2016- 2017 Planning & Zoning Economic Development Activities Department Mission Statement The mission of the Brooklyn Center Business & Development Department is to guide development and redevelopment activities to ensure compliance with the City’s ordinances, policies, and the City’s Comprehensive Plan; and to uniformly value and classify property in an accurate and equitable manner as prescribed by the statutes of the State of Minnesota. Department Descriptions 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. Staffing Levels Positions FTEs 2015 2016 2017 •Director 1 1 1 •City Assessor (*) •Appraisers (*) •Assessment Technician (**) •Planning & Zoning Specialist 1 1 1 •Administrative Support Staff 0.5 0.5 0.5 TOTAL – FTE 2.5 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. Strategic Functions/Division(s) Planning & Zoning Services 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 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. Key Initiatives… Targeted Growth Continued development of Shingle Creek Crossing 2016 - continue to work with the developer in completion of Phase II Building Improvements: Western Portion: Vehicular and Pedestrian Access improvements from Xerxes Ave. and the completion of Western side of the Food Court Building (pad sites 9 & 10 and building pad sites R & T - a total of 29,000 sq. ft.) Central Portion: Building Pad Sites L, N and S, designed for 38,100 sf. of retail/services businesses Central Portion Adjacent to Shingle Creek: Building Pad Sites K, M, O, and Q, designed for 24,600 sf. with parking to support restaurant uses, EDA Parcel: The redevelopment of the former Boulevard Restaurant site. 2016 - update the cash flow projections to assess options and opportunities relating to the available funds for eligible in-district TIF expenditures and provide recommendation on the possible use of these funds to complement the development and ensure the successful redevelopment of the former Brookdale Mall properties. Key Initiatives… Targeted Growth Commence redevelopment of the South Opportunity Site Area 2016 - complete the demolition of the foundations and floor stabs of the former Brookdale Square commercial site. 2016 - process a preliminary plat for the redevelopment of the EDA’ s properties within the Southern Portion of the Opportunity Site with street improvement that incorporate the principles of Active Living and infrastructure improvements to facilitate the redevelopment of a phased Residential/Commercial PUD. 2016 - complete the public street and infrastructures improvements and process a final plat to facilitate the 1st phase development of 120-150 market rate apartment units. Key Initiatives… Targeted Growth Brooklyn Boulevard Senior Housing Redevelopment (former Cars w/ Heart Site 2016 - complete the rezoning and site plan approval for the development of 140 units of affordable assisted care for senior housing and 24 units for specialized senior care. 2016 - complete a Tax Increment Agreement that will provide for the issuance of a Pay-As-Go-Note to address the Project’s need for financial assistance and define the terms for the conveyance of EDA property and 2nd mortgage security to be held by the EDA. Annual Goals 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)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. 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. e)Work with the Luther Auto Group on the site planning and redevelopment of the Atlantis Pool Lot and Bus Garage property for a new auto dealership. f)Work with the New Millennium Academy on the completion of their Public K-8 Charter School. Annual Goals and Strategies 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. Annual Goals and Strategies 3.Beginning the process of educating the Planning Commission on the process of updating the 2030 Comprehensive Plan. 4. Updating the Subdivision and Zoning Ordinances Annual 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 sf. (77.8%) Construction of 53,135 sf to achieve 239,000 sf. 1st Phase Development of the Opportunity Site Demolition of Brookdale Square Bldgs. In 2015 Site Plan & Plat Approvals, ready for 1st phase development Brooklyn Boulevard Senior Housing Project Demolition completed of buildings in 2015. Site Plan Approval, ready for development Identification of Redevelopment Opportunities and Planning Activities 2015 Community Development Planning & Activities Map Preparation of the 2016 Planning & Activities Map Luther Auto Group Phase IV (New Car Dealership) Phases I, II, III dealerships completed Site Plan approval, ready for development 2040 Comprehensive Plan Update 2030 Plan Update completed in 2010 Acceptance of Metro Council’s System Statement & 0utline process, components and schedule for updating the 2030 Comprehensive Plan Business & Development Department Budget Review 2016- 2017 2016 BUDGET MEETING Police Department MISSION STATEMENT “To protect and serve in a manner that preserves the public trust.” MN DEPARTMENT DESCRIPTION •The department provides 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, promoting residents and businesses to take an active role to reduce crime and the perception of crime. •The department 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. POSITIONS 2015 2016 2017 •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 7/2017) 1 1 .5 •Violent Offenders Task Force Officer 1 1 1 •Hennepin County Drug Task Force Officer 1 1 1 •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 (FTE) 4.64 4.64 4.64 Total Number of Personnel 64.64 64.64 63.14 STAFFING LEVELS STRATEGIC FUNCTIONS & DIVISIONS ADMINISTRATION DIVISION •Provides the overall leadership and management oversight of the police department. •Ensures that proper funds and resources are allocated as efficiently as possible to aid in the reduction of crime and life-safety issues. STRATEGIC FUNCTIONS & DIVISIONS INVESTIGATION DIVISION •Handles approximately one thousand felony-level cases 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. •Works in direct partnership with Hennepin County Child Protection Services, the Hennepin County Attorney’s Office, and Cornerhouse Child Interview Services. STRATEGIC FUNCTIONS & DIVISIONS PATROL DIVISION •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: Domestic Abuse Response Team, the Emergency Operations Unit, and Street Patrol. STRATEGIC FUNCTIONS & DIVISIONS Community Service Division •The Community Service Division has four primary approaches to building partnerships with the community and promoting a City wide collaborative approach to a eliminating crime. –Crime Prevention –Community Liaison and Joint Community Police Partnership (JCPP) –Juvenile Unit –Commercial zones Street Crimes Unit STRATEGIC FUNCTIONS & DIVISIONS SUPPORT SERVICES DIVISION •Responsible for preparing all police reports in a format that can be used for review and dissemination of crime information. •Responsible for reporting accurate crime data to the state of Minnesota from the records that are generated by our agency. Each year, the police department processes nearly 7,000 detailed reports. KEY INITIATIVES ENHANCED COMMUNITY IMAGE Key initiatives focused on the achievement of strategic priorities/value propositions. •Enhanced Community Image –Perception of safety and security –Receptive and approachable police force In 2016, we will engage the media on stories that spotlight police efforts in crime reduction and citizen engagement. This may include allowing better and more frequent access to police personnel and activities. In 2016, we will continue to support the proactive team of officers who are dedicated to key infrastructure zones. Such as Shingle Creek Crossing and the hotel/motel zone. These areas can be identified as hot spots and sources of potential high profile criminal activity. KEY INITIATIVES INCLUSIVE COMMUNITY ENGAGEMENT Key initiatives focused on the achievement of strategic priorities/value propositions. •Continue to engage - Joint Community Police Partnership - Multicultural Advisory Committee - Cultural Services Unit In 2016, we will maintain a high level of involvement in the JCPP to include assigning a Command level representative to the partnership. In 2016, we will continue to include members of the MAC and CSU with Police and City activities, community forums, and outreach opportunities. ANNUAL GOALS & STRATEGIES REDUCE DOMESTIC VIOLENCE •Actively engage the city and county prosecutors' offices in their decisions when charging cases involving domestic violence. •Educate the community on the signs of domestic violence and provide prevention resources. •Expand the community knowledge of the domestic violence prevention services of Cornerstone Domestic Violence service center in Brooklyn Center. •Continue to review internal departmental procedures to insure the fastest and most effective means to obtain successful outcomes. ANNUAL GOALS & STRATEGIES REDUCE YOUTH CRIME •Maintain a dedicated juvenile officer position to work directly with juvenile probation and the family courts. •Work regionally with all Hennepin County law enforcement agencies to develop a universal youth diversion program. •Educate the community on gateway crimes, such as curfew, truancy, and drinking. Provide prevention resources for parents. ANNUAL GOALS & STRATEGIES REDUCE CRIME Reduce crime, and the overall perception of crime, at the City’s commercial properties: •Dedicate a patrol team to the commercial center of the city. •Engage business owners/managers to work together in maintaining zero tolerance of nuisance crimes such as loitering, littering, and public intoxication. •Work in partnership with Metro Transit, keeping public transportation to the commercial area safe. Description of Performance Measure Performance Level *Actual Value Performance Level Target Value Part One violent crimes compared to Hennepin Co. - compared in a ratio of per 100,000 residents. 325 Brooklyn Center 428 Hennepin County 3% Below the Average of Hennepin County Businesses in crime reduction led programs. 22 Businesses Actively Engaged out of a Targeted 45 Area Businesses. 25 Businesses Number of youth that complete diversion no repeat. 195 Referrals, 62 Pass, 32% Success Rate Increase the 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*1 157- 100% 100% ANNUAL GOAL PERFORMANCE MEASURES OPERATING PERFORMANCE OBJECTIVES 1- DART- Domestic Abuse Response Team * 2014 Data unless otherwise noted. Violent Crime Rate 0 100 200 300 400 500 600 700 800 900 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Brooklyn Center Hennepin County BUDGET ITEMS •Investigation (42120) –6432 Forensic Training Program/Conference will cost $8,000. •Police Patrol (42123) –6214 Replacement of 12 Emergency Operation tactical bullet resistant vests will cost $34,000. CHALLENGES FACED TODAY •Renewed efforts for the recruitment and retention of police staff who are culturally competent and have a strong desire to serve the diverse community that is Brooklyn Center. •Accurately portray the progressive work done by Brooklyn Center police officers against a media backdrop that focuses on the negative. •Increase the Agency’s effort at transparency. That may include body cameras to augment the use of squad cameras and body microphones. •Work with other communities to establish a unified diversion initiative. Only if that will better the diversion outcomes for our youth. •The expanding role of domestic abuse intervention services to break the cycle of violence.