HomeMy WebLinkAboutCity of Brooklyn Center 2016 Budget Book
City of
Brooklyn
Center
Annual Budget 2016
City of Brooklyn Center
Annual Budget for the fiscal year ending December 31, 2016
Tim Willson
Mayor
April Graves
Kris Lawrence‐Anderson
Lin Myszkowski
Dan Ryan
City Council Members
Curt Boganey
City Manager
Gary Eitel Tim Gannon
Director of Business and Development Chief of Police
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
2016 Budget
Table of Contents
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City of Brooklyn Center
2016 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 168-169
2006A G.O. Improvement Bonds ............................. Page 170
2008B G.O. Improvement Bonds .............................. Page 171
2015A G.O. Improvement Bonds ............................. Page 172
2013B G.O. Improvement Bonds .............................. Page 173
2004D G.O. Tax Increment Bonds ........................... Page 174
2008A G.O. Tax Increment Bonds ........................... Page 175
2013A G.O. Tax Increment Bonds ........................... Page 176
2015B G.O. Tax Increment Bonds ............................ Page 177
Capital Project Funds
Capital Improvements Fund ....................................... Page 180
Municipal State Aid Fund ........................................... Page 181
Capital Reserve Emergency ........................................ Page 182
Infrastructure Construction Fund ............................... Page 183
EBHC Capital Projects Fund ..................................... Page 184
Street Reconstruction Fund ........................................ Page 185
Technology Fund ........................................................ Page 186
Water Treatment Plant Construction Fund ............... Page 187
Public Utility Funds
Utilities Division Narrative ...................................................... Pages 190-192
Water Fund ................................................................. Pages 193-194
Sanitary Sewer Fund ................................................... Pages 195-196
Storm Sewer Fund ...................................................... Pages 197-198
Street Light Fund ........................................................ Page 199
Recycling Fund ............................................................ Page 200
Enterprise Funds
Liquor Stores Narrative ........................................................... Pages 202-204
BC Liquor Operations ................................................ Pages 205-211
Centerbrook Golf Course Narrative ....................................... Pages 212-213
Centerbrook Golf Course ........................................... Pages 214-215
Earle Brown Heritage Center Narrative ................................. Pages 216-218
Earle Brown Heritage Center ..................................... Pages 219-226
Internal Service Funds
Central Garage Narrative ........................................................ Pages 228-230
Central Garage Fund ................................................... Pages 231-232
Capital Improvement Program (CIP) ................................................ Pages 233-290
Other Capital Plans ............................................................................. Pages 292-296
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City of Brooklyn Center
2016 Budget
City Manager’s Budget Message
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Water Tower No. 3 painting, sanitary sewer lining and storm pond rehabilitation projects.
This debt issue provides the needed funding for the continuation of our street and utilities
neighborhood reconstruction program.
Creation of a full-time Fire Inspector position and the incremental expansion of duty
crew shifts by 2.5 hours (12 hour model), which will allow the City to achieve the annual
goal of completing all fire inspections and life safety education classes.
Addition of part-time positions in utility billing and information technology to support
the increasing demands of these functions.
Personnel costs include a two percent general wage adjustment, a $65 increase in the
monthly contribution to the cafeteria plan of full-time employees, and an expected
vacancy savings of $230,000.
An appropriated contingency of $100,000, in the General Fund, available for
unanticipated expenditures.
The Proposed 2016 Levies
On September 14, 2015, the City Council adopted the 2016 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 $ 14,669,750
General Fund - Abatement for Economic Development 59,000
Debt Service - Public Improvement Bond 639,485
Total Levy $ 15,368,235
Housing and Redevelopment Authority $ 308,518
The General Fund is the primary operating fund for government business of the City. The
proposed General Fund Budget is as follows:
The Proposed 2016 General Fund Budget
Revenues
Property Tax (net) $ 14,728,750
Excess Tax Increment 380,000
Lodging Tax 895,000
Licenses and Permits 806,850
Intergovernmental Revenue 1,386,437
Charges for Service 813,397
Fines and Forfeits 301,500
Other Revenue 471,226
Total General Fund Revenue $ 19,783,160
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Expenses
General Government $ 2,915,671
Building and Grounds 841,331
Police 7,934,406
Fire and Emergency Preparedness 1,358,383
Planning & Zoning 163,761
Building & Community Standards 1,109,474
Public Works 3,735,795
Community Activities, Recreation & Services 1,627,484
Other Services 575,125
Risk Management 236,438
Central Supplies and Services 142,080
Reimbursement from Other Funds (1,049,324)
Transfers Out 192,536
Total General Fund Expenditures $ 19,783,160
Strategic Focus
For the past several years the City Council has remained focused on the achievement of strategic
priorities and each year the budget has been crafted as a policy implementation tool focused on
the achievement of these strategic priorities.
This 2016 business plan focuses on the Council adopted 2016-2018 Strategic Priorities of
Resident Economic Stability, Targeted Redevelopment, Enhanced Community Image, Inclusive
Community Engagement, Strengthened and Empowered Youth, and Key Infrastructure
Investments. 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 2016 are as follows:
Resident Economic Stability
The economic stability of residents is essential to vibrant neighborhoods and to retail, restaurant,
and business growth. We will lead by supporting collaborative efforts of education, business,
and government sectors to improve income opportunities for residents.
In 2016 the city will collect, analyze and share data with business, education and
government leaders to establish a collaborative effort strategically addressing the
disparity of income and economic opportunity for residents. We will focus our efforts on
achievement of the following strategic initiatives
o Establishing a multi-sector workforce collaborative
o Development of a new job creation strategy
o Community-wide education and training strategy
o New business start-up strategy
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Targeted Redevelopment
Redeveloping properties to the highest value and best use will accomplish our goals regarding
housing, job creation, and growth of the City’s tax base. We will appropriately prepare sites and
provide the necessary supporting infrastructure investments to guide redevelopment of publicly-
and privately-owned properties.
Continued development of Shingle Creek Crossing (former Brookdale Mall)
Work with the developer in the completion of the Phase II Building Improvements, which
include additional building pad sites and vehicle and pedestrian access improvements.
Commence redevelopment of the South Opportunity Site Area
We will 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. We anticipate completing the public street and
infrastructures improvements and process a final plat to facilitate the 1st phase development
of 120-150 market rate apartment units.
Brooklyn Boulevard Senior Housing Redevelopment of the former Cars with Heart Site
We will 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. This will
include the completion of 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.
Enhanced Community Image
Our ability to attract and retain residents and businesses is influenced by the perception of the
City. We will take specific actions to assure that Brooklyn Center is recognized by residents,
businesses, stakeholders, and visitors as a high quality, attractive, and safe community.
Stabilize and improve residential neighborhoods
We will coordinate and inspect residential rental properties in accordance with city code
requirement and implement the recognition program for rental properties. We will continue
implementation of housing and NSP programs with fourteen NCP properties completed in
2015 and two additional properties in the process of being acquired for 2016.
Safety
Proactively improve customer service through the incremental implementation of a new
staffing model and improve the quality and delivery of fire prevention and safety education.
This includes incrementally expanding the duty crew shifts to a 12 hour model with the long
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term goal implementing a 24 hour duty crew staffing model. Hire a full-time Fire Inspector
to meet our annual goal of completing all fire inspections and life safety education duties.
We will engage the media on stories that spotlight police efforts in crime reduction and
citizen engagement. This will include allowing better and more frequent access to police
personnel and activities.
Customer Intimacy and Operational Excellence
We will continue to develop and adopt best of class quality performance practices to
improve results and customer satisfaction. We will continue to evaluate the Baldrige system
as one way of developing an ongoing process improvement practice. We will continue our
monthly double dozen meetings with an increased emphasis on management training,
introduction of best practices and strategic planning.
Customer Focus
We will continue to focus on increasing the awareness of Centerbrook Golf and attempting
to grow the game locally, with concentration on youth, women, new golfers and fling golf.
Through marketing efforts, we will highlight Earle Brown Heritage Center and the City of
Brooklyn Center. The Earle Brown Heritage Center is one of the region’s premier
conference and events facilities, and a centerpiece of the community.
The addition of a beer cave to BC Liquor Store #2 will meet customer changes in craft beer
interest and improve operation efficiency related to with beer inventor restocking needs.
Implementation of the Invoice Cloud utility billing payment acceptance software will allow
additional convenient and secure methods of payments online and through an automated
phone system.
Inclusive Community Engagement
In order to provide effective and appropriate services, we must clearly understand and respond to
community needs. We will consistently seek 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, responsive, deliberately inclusive, and culturally sensitive.
We will continue 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 to tour City facilities, learn the
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history, and hear future plans for their local government. Through this effort we will foster
an informed constituency and encourage greater participation in civic and community life.
Inclusion and Diversity efforts will continue
We will continue our Inclusion and Diversity efforts. The long term goal is to establish an
organizational culture that promotes participation, engagement and creativity for employees
while developing an intimate understanding and appreciation of our diverse
customers/citizens.
Our goal is to improve our ability to serve and encourage community ownership and public
trust. We will continue the work our Diversity and Inclusion Council established in 2015,
facilitated by the vendor Inclusion Inc. In 2016 the efforts of the Council will expand to
include more of an external customer focus. The Council will continue to prioritize, organize
and implement the recommendations of the client audit conducted by Inclusion Inc.
Amphitheater Programming
The new Centennial, Civic & Veterans Memorial Amphitheater was completed in late 2015.
The 2016/2017 budget includes an allocation for a full slate of entertainment events for 2016
and 2017. We will program this venue and make it available to the community to help
showcase the diversity of cultural interests in Brooklyn Center. It will be a place where we
can all share and celebrate the unique ethnic and cultural variety that is Brooklyn Center.
Strengthened and Empowered Youth
Youth are a valued resource with the ability to enhance the community with their enthusiasm,
energy, and capacity to contribute. We are committed to a coordinated system of high-quality,
accessible, and fully resourced opportunities that lead to an increase in high school graduation
and pathways to college or career and reductions in young people’s experience to violence.
Mobile Recreation Initiative
This initiative will be a completely new line of recreation programming in 2016. Instead of
hosting a program at a designated site, we will bring the programming out into the community.
We will match program locations to areas with a high density of youth, ensuring the most critical
areas of the community are served. We are beginning with four sites in 2016 and expanding to
eight sites in 2017.
Engage troubled youth with alternatives to Court interventions by means of Diversion to
improve outcomes
We will work to engage youth who have entered the criminal justice system at the first sign of
trouble and direct them to resources that focus on improving their contribution to the community.
We will identify youth who have been exposed to domestic violence in their home to resources
within Cornerstone domestic abuse services that can benefit them.
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Engage all youth with positive and constructive contacts with police
We will expand our youth outreach activities to build on our already existing open gym
activities, Safety Camp and Elementary School “cop talks”.
Key Infrastructure Investments
Proactively maintaining an efficient and effective infrastructure will meet the high level of
community expectations. We will plan for and invest in critical infrastructure improvements that
enhance safety, improve life quality, and support opportunities for redevelopment, while
sustaining the natural environment.
Brooklyn Boulevard Corridor and TH 252
We will solidify the funding partnership for the Brooklyn Boulevard Corridor Phase 1 (49th
Avenue to Brooklyn Boulevard). We will also finalize the TH 252 Corridor Study and work with
regional partners and jurisdictions to advocate the TH 252 conversion to a freeway to be placed
in the Minnesota Highway Investment Plan (MnSHIP).
CIP Funding
In 2016 we will implement the 23rd 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.
Capital Improvement Funding Strategy
We will continue to use and review our 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 to fund Capital Improvement projects.
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General Fund Revenue Summary
The 2016 General fund budgeted revenues total $19,783,159, which is an increase of $380,558
(1.96%) from 2015. Property tax revenue represents 75 percent of the General fund budget. The
majority of the revenue increase is a result of increases in the general tax levy of $347,216,
building permit revenues of $108,250, and miscellaneous special assessments of $45,000. These
increases were partially offset by budgeted revenue reductions in excess tax increment revenues
of $110,000 and charges for services of $41,603.
In 2014, the City 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
operational reliance on local government aid. The General fund includes budgeted local
government aid of $767,072.
General Fund Expense Summary
Property taxes
75%
Other taxes
6%
Licenses &
permits
4%
Inter‐
governmental
7%
Charges for
services
4%
Fines &
forfeitures
2%
Other revenue
2%
General
government
18%
Police
38%
Fire
7%
Community
services
6%
Public works
18%
Community
Activities,
Recreation &
Services
8%Non‐
departmental
5%
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The 2016 General Fund budgeted expenditures total $19,783,159, which is an increase of
$380,558 (1.96%) from 2015. The 2016 Budget shows 38 percent of the Brooklyn Center’s
General Fund expenditures are for Police ($7,934,406). The remaining significant amounts
include 18 percent for Public Works ($3,735,795), 18 percent for General Government
($3,757,001) and 8 percent for Community Activities, Recreation and Services ($1,627,484).
The 2016 General Fund Budget incorporates the following significant items:
Personnel. It should be noted that salaries and benefits represent approximately 69
percent of the General fund expenditure budget. Significant changes to personnel
include:
o A two percent increase in employee base wages, resulting in an annual cost of
$183,669.
o A $65 increase in monthly cafeteria contributions for full-time employees that
participate in a high deductible health plan, resulting in an annual cost of
$92,049.
o Creation of a full-time Fire Inspector position and the incremental expansion of
duty crew shifts by 2.5 hours (12 hour model). The estimated net annual cost of
these changes amount to $46,026. The new position will allow the City to meet
our annual goal of completing all fire inspections and life safety education duties.
o Addition of a part-time Utility Billing Clerk to help provide billing and payment
entry support of the City’s 9,000 utility accounts. The estimated annual cost of
this position is $19,128.
o Addition of a part-time Information Technology Technician to support the
increasing software and equipment needs of the City. The estimated annual cost
of this position is $27,686.
o Increase in the estimated vacancy/turnover savings of $80,000 to a total
estimated savings of $230,000.
Replacement of the Fire Department’s Self Contained Breathing Apparatus (SCBA), in
order to continue to provide the necessary safety equipment for our fire fighters. In
2016, we have budgeted $52,634 for the first payment of a five year lease to own
program.
Includes $50,000 budgeted for continued support of the City’s Inclusion and Diversity
efforts. In 2016, effort will be expanded to include an emphasis on external customers.
Implementation of Recreation Registration software for community recreation
programming and payment acceptance. The total cost of the software is $40,000.
A Mobile Recreation Initiative, that provides a completely new line of recreation
programming. This will allow us to match program locations to areas with a high
density of youth, ensuring the most critical areas of the community are served. The
budgeted cost to operate with four initial sites is $15,000.
Replacement of Police bullet proof vests and safety supplies for a total amount of
$43,000. This would include the replacement of all nine defibrillators used in patrol
squad cars.
The General Fund budget includes a $100,000 contingency for unanticipated
expenditures that may arise during the year.
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Taxable Market Value
Class Payable 2015 Payable 2016 Change (%)
Commercial $284,830,700 $284,999,900 0.1%
Farm 179,400 179,000 -0.2%
Industrial 116,400,900 121,951,800 4.8%
Residential 881,896,576 982,237,430 11.4%
Apartment 186,954,600 195,627,580 4.6%
Other 456,000 456,000 0.0%
Totals $1,470,718,176 $1,585,451,710 7.8%
The City’s taxable market value is estimated at $1,585,451,710, which is an increase of
$114,733,534 or 7.8 percent from last year. For the 2nd consecutive year the taxable market
value increase is driven by increases in residential (11.4%) and apartment (4.6%). Industrial
taxable market value increased by 4.8% and commercial had a small taxable market value
increase.
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 commerical to
residential. Residential now represents 48.7% of the City’s tax capacity.
The total tax capacity of the City is estimated at $21,599,516 compared to $20,703,061 in 2015,
which is an increase of $896,455 (4.3%).
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Property Tax Implications
The median value home last year had an estimated market value of $131,400 and a taxable
market value of $105,986. The price of that median value home went from $131,400 to
$142,100 with a taxable market value of $117,649. As a result of the market value increase, the
City (including HRA) property tax will increase by an estimated $99 from $755 to $854.
The chart shown above provides information on the median value home and City property taxes
paid since 2010. The red bar and amounts on the left axis represent the median value home. In
2010, that value was $153,600 which subsequently decreased each year to its lowest value in
2014 of $114,200. For 2016, we are seeing the 2nd consecutive year of increases in home values.
The grey shaded area and the amounts on the right axis is the property tax amount paid on that
median value home. In 2010 the median value home paid $805 in City property tax, similar to
the market value, we have seen a steady decline in City property taxes leading up to the last two
valuations. Despite seeing residential property values recover significantly for the year, the
values still remain below the amounts from 2010.
2010 2011 2012 2013 2014 2015 2016
Annual City Taxes $805 $818 $715 $674 $661 $755 $854
Estimated Market Value $153,600 $137,400 $133,800 $119,800 $114,200 $131,400 $142,100
$500
$550
$600
$650
$700
$750
$800
$850
$900
$100,000
$110,000
$120,000
$130,000
$140,000
$150,000
$160,000
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Breakdown of Property Taxes
*Based on a Residential Property in School District #279
City taxes account for 38 percent of property taxes paid by homeowners living in Brooklyn
Center (based on the preliminary 2016 property tax levies). The remainder is comprised of taxes
for the School District of 32 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.
2016 Cost of General Fund – Median Value Home
The chart shown 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 of
Brooklyn
Center
38%
Hennepin
County
25%
School
Districts
32%
Metro Taxing
Districts
2%
Other Taxing
Districts
3%
General
Government
$115
Police, $336
Fire &
Emergency
Preparedness,
$57
Community
Services, $54
Public Works,
$158
Community
Recreation, $69
Technology
Improvements,
$6 Golf Course, $2
Other, $40
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City, but it should be noted that it does not take into 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 2016, the typical homeowner will pay approximately
$336 for police, $158 for public works, $115 for general government, $69 for community
recreation, $57 fire and emergency preparedness and $54 for community services.
2016 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 $14.54 million of
improvements budgeted for 2016, including Palmer Lake West Area Reconstruction, mill and
overlay improvements, 57th Avenue Regional Trail, Sanitary Sewer Lining (South of I-694 to
57th Avenue) and the painting of Water Tower No. 3. 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 2016, the City is scheduled to replace
$425,510 in vehicles and equipment. The detailed listing of equipment scheduled for
replacement in 2016 and 2017 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:
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 the past two years the Liquor Fund has transferred $579,000 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
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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 $10.00 per residential and
commercial irrigation meter. In addition to this base charge, the City charges a consumption
charge of $1.66 per 1,000 gallons (up to 30,000 gallons per quarter). The 2016 rates will
increase to $12.20 per residential meter and $2.03 per 1,000 gallons, which is an increase of
$2.20 per quarter in base charges and $0.37 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 $2.07 per 1,000 gallons. The
2016 consumption rate will be adjusted to $2.53 per 1,000 gallons, which is an increase of
$0.46. 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 $8.86 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
15
the Minnesota Public Facility Authority (PFA) loan program. The loan will be repaid over
twenty years of 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 2016, Brooklyn Center will continue to have the third lowest rates among
comparison cities as shown below:
Sanitary Sewer Fund
The City provides 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 contracted services account for approximately 75 percent of the funds’ operating
expenditures.
The City currently charges a quarterly base charge of $78.45, which will increase to $80.02 in
2016. The $1.57 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.
16
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.
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 $9.10 in 2015.
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 2016 is $308,518, which is an
increase of $28,058 from 2015. 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.
City of Brooklyn Center
2016 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
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
45025 Active Living Grant
29000 45130 Centennial Amphitheater Fund
Debt Service Funds
31400 47524 GO Improvement Bonds 2006A
31500 47525 GO Improvement Bonds 2008B
31600 47526 GO Improvement Bonds 2013B
31700 47527 GO Improvement Bonds 2015A
37400 47616 GO Improvement Bonds 2015B
37500 47610 GO Improvement Bonds 2013A
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
4102 Allowance for Uncollectible
4120 Delinquent Ad Valorem Taxes
4150 Tax Increments
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
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
4511 Court Fines
4512 Administrative Fines
4513 Rental Dwelling Fines
4600 Miscellaneous Revenues
4601 Special Assessments
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
4822 Labor Charges-CC
4823 Equipment Rentals-CC
4827 Security Services-CC
4828 Client Services-CC
4829 Miscellaneous-CC
Office Rentals
4831 Office Rentals-OR
Catering
4842 Services Charges-Catering
4844 Food & Beverage Sales-Catering
4845 Liquor/Wine/Beer Sales-Catering
4848 Miscellaneous Sales-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
4915.1 Transfers from Liquor Fund
4915.2 Transfers from General Fund
4915.3 Transfers from HRA Fund
4915.5 Transfers from TIF #3 Fund
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
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
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
6190 Pension Adjustment
6151 Pension Adjustment
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
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
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
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
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)
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
6498 Interfund Expense Allocation
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
6590 Capital Leases
Debt Service
6600 Debt Service
6601 Bond Principal
6602 Other Debt Principal
6603 Refunded Bond Principal
6611 Bond Interest
6612 Other Debt Interest
6621 Paying Agent/Other Fees
24
City of Brooklyn Center
2016 Budget
Staffing
City of Brooklyn Center
2016 Budget
Full Time Employees - By Fund, Function & Division (By Funding Source)
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
General Fund
General Government
Administration 2.0 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 1.0
City Clerk 2.0 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 5.0
Assessing 3.0 3.0 3.0 3.0 3.0 3.5 3.5 0.0 0.0 0.0
Human Resources 3.0 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 2.0
General Government Buildings & Facilities 4.0 4.0 4.0 4.0 3.0 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 0.0
Public Safety
Police Administration 2.0 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 7.0
Police Patrol 37.0 40.0 40.0 40.0 40.5 40.5 40.0 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 9.0
Police Facility Maintenance 1.0 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 3.0 3.0
Emergency Preparedness 1.0 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 1.2 1.2
Inspections 4.0 4.0 4.0 4.0 4.0 4.0 5.0 5.5 5.2 5.2
Code Enforcement 2.0 5.0 5.0 5.0 4.0 5.0 5.0 4.0 3.4 3.4
Public Works
Public Works Administration/Engineering 6.0 6.0 6.0 6.0 6.0 7.0 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 7.0
Traffic Control 2.0 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 6.0
Forestry 1.0 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 2.0
CARS Recreation Administration 4.0 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 0.0
Subtotal 120.0 126.0 126.0 125.5 120.0 122.5 123.0 120.0 119.8 119.8
Special Revenue Funds
Economic Development Authority 2.0 2.0 2.0 2.5 2.5 2.5 2.5 2.5 2.2 2.2
Grant Funds: COPS Grant 2.0 0.0 1.0 1.0 0.5 0.5 0.0 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 1.0 1.0
Subtotal 5.0 2.0 4.0 4.5 4.0 4.0 3.5 3.0 3.2 3.2
Enterprise Funds
Off Sale Liquor Stores 4.0 4.0 5.0 4.0 4.0 5.0 5.0 5.0 6.0 6.0
Centerbrook Golf Course 1.0 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 3.0
Convention Center 8.0 8.0 8.0 8.0 8.0 8.0 9.0 9.0 9.0 9.0
Subtotal 16.0 16.0 17.0 16.0 16.0 17.0 18.0 18.0 19.0 19.0
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 5.3
Sanitary Sewer Utility 2.3 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 2.4
Central Garage 5.0 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 15.0
Total Full Time Employees 155.0 158.0 161.0 160.0 155.0 158.5 159.5 156.0 157.0 157.0
Proposed
25
City of Brooklyn Center
2016 Budget
Summary of Full Time Employee Positions by Function
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
General Government 22.0 22.0 22.0 22.0 21.0 21.5 21.5 18.0 18.0 18.0
Public Safety 61.0 61.0 63.0 63.0 63.0 63.0 62.0 62.5 64.0 64.0
Community Services 10.0 13.0 13.0 13.0 12.0 13.0 14.0 13.5 12.0 12.0
Public Works 28.0 28.0 28.0 28.0 27.0 28.0 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 6.0
Enterprise Operations 16.0 16.0 17.0 16.0 16.0 17.0 18.0 18.0 19.0 19.0
Public Utilities 9.0 9.0 9.0 9.0 10.0 10.0 10.0 10.0 10.0 10.0
Total 155.0 158.0 161.0 160.0 155.0 158.5 159.5 156.0 157.0 157.0
Proposed
26
City of Brooklyn Center
2016 Budget
Resolutions
2
7
2
8
2
9
3
0
3
1
3
2
3
3
3
4
3
5
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36
City of Brooklyn Center
2016 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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Estimated Market Value Taxable Market Value
39
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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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 2016, taxable market value is 90.28% 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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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
17.85%Farm
0.01%
Industrial
7.42%
Residential
61.32%
Apartments
12.20%
Other
0.03%
Personal Property
1.17%
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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
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 47.91% of the City portion of property taxes.
COMPONENTS OF TOTAL TAX CAPACITY
Commercial
27.42%Farm
0.01%
Industrial
11.41%
Residential
47.91%
Apartments
11.41%
Other
0.03%
Personal Property
1.80%
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 2016
Estimated City Taxes $886 $820 $805 $715 $671 $662 $755 $849
Estimated Market Value - Median $180,400 $156,500 $137,500 $133,900 $119,400 $114,300 $131,400 $142,100
$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 - 2016 Median Value Residential Property
City of Brooklyn Center
38%
Hennepin County
25%
School Districts
32%
Metro Taxing Districts
2%Other Taxing Districts
3%
44
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 2015, with the exception of the budgeted 2016 rate for the City of Brooklyn Center. The chart
illustrates, that even with the budgeted rate increase for 2016, the City's water utility rates are the third lowest in the comparison.
The rate increase for 2016 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 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
$39.88 $41.99
$48.74
$52.21
$64.40
$72.48
$85.80
$90.00 $92.10
$102.71
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 2015, with the exception of the budgeted 2016 rate for the City of Brooklyn Center.
The budgeted rate increase for 2016 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
$50.00
$65.10
$67.20 $68.40
$70.56 $73.44
$78.45
$80.02 $85.09 $87.76
$89.53
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 2015, with the exception of the budgeted 2016 rate for the City of Brooklyn Center.
The budgeted rates for 2016 represent no change from the 2015 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
$6.55
$8.59
$11.70 $12.50 $12.60
$14.48 $14.48
$22.00 $22.44
$23.39
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 2015, with the exception of the budgeted 2016 rate for the City of Brooklyn Center.
The budgeted rates for 2016 represent no change from the 2015 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 Brooklyn
Center - 2015
Brooklyn
Center - 2016
Golden Valley Shoreview
$1.58
$4.80
$5.77
$6.55 $6.55
$7.05
$10.24
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 2015, with the exception of the budgeted 2016 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 rates for 2016 represent no change from the 2015 rates.
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 -
2015
Brooklyn
Center -
2016
Crystal Golden
Valley
$3.55
$5.50
$7.75
$9.09 $9.21 $9.21
$10.65
$12.00
51
City of Brooklyn Center
2016 Budget - All Funds Summary
Special Debt Capital
General Revenue Service Projects
Revenues
Property taxes 14,728,749$ 308,518$ 639,484$ -$
Tax increments 380,000 3,968,805 - -
Lodging taxes 895,000 - - -
Franchise fees - - - 650,000
Licenses and permits 806,850 - - -
Intergovernmental 1,386,437 556,817 - 3,160,072
Charges for goods and services 813,397 10,175 - -
Special assessments 130,000 - 736,209 814,205
Fines and forfeitures 301,500 35,000 - -
Investment earnings 74,526 29,379 12,062 61,834
Miscellaneous 116,700 131,720 - -
Total Revenues 19,633,159 5,040,414 1,387,755 4,686,111
Expenditures
General government 3,757,001 - - 44,500
Public safety 9,292,789 228,473 - -
Public works 3,735,795 - - 122,025
Community services 1,273,235 - - -
Recreation/Economic development 1,627,484 2,020,283 - -
Capital outlay - 975,924 - 6,939,000
Debt service - - 10,231,812 -
Nondepartmental 953,643 - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 20,639,947 3,224,680 10,231,812 7,105,525
Other Financing Sources and Uses
Sale of property - 43,000 - -
Transfers in 150,000 458,292 2,329,789 755,000
Issuance of debt - - - 2,231,000
Transfers out 856,788 (2,988,191) - -
Total Other Financing Sources & Uses 1,006,788 (2,486,899) 2,329,789 2,986,000
Net Change in Fund Balance -$ (671,165)$ (6,514,268)$ 566,586$
52
Enterprise Utility Internal 2015
Operations Operations Services Total Total Change
-$ -$ -$ 15,676,751$ 15,058,489$ 4.11%
- - - 4,348,805 4,368,725 -0.46%
- - - 895,000 880,000 1.70%
- - - 650,000 650,000 0.00%
- - - 806,850 728,115 10.81%
- - - 5,103,326 3,538,525 44.22%
11,006,633 9,699,194 1,821,516 23,350,915 22,937,634 1.80%
- - - 1,680,414 1,700,458 -1.18%
- - - 336,500 348,500 -3.44%
18,803 52,658 43,408 292,670 200,000 46.34%
5,250 - - 253,670 161,516 57.06%
11,030,686 9,751,852 1,864,924 53,394,901 50,571,962 5.58%
- - - 3,801,501 3,718,934 2.22%
- - - 9,521,262 9,282,883 2.57%
- - - 3,857,820 3,731,829 3.38%
- - - 1,273,235 1,579,971 -19.41%
- - - 3,647,767 2,525,261 44.45%
- 7,326,000 450,100 15,691,024 13,974,170 12.29%
- 1,336,766 - 11,568,578 4,706,798 145.78%
- - - 953,643 983,253 -3.01%
11,401,190 - - 11,401,190 11,175,967 2.02%
- 8,486,538 - 8,486,538 7,799,563 8.81%
- - 1,821,399 1,821,399 1,127,220 61.58%
11,401,190 17,149,304 2,271,499 72,023,957 60,605,849 18.84%
- - - 43,000 - 0.00%
45,000 - - 3,738,081 4,148,760 -9.90%
- 7,126,000 - 9,357,000 2,980,000 213.99%
(530,916) (319,059) (41,464) (3,022,842) (3,490,147) -13.39%
(485,916) 6,806,941 (41,464) 10,115,239 3,638,613 178.00%
(856,420)$ (590,511)$ (448,039)$ (8,513,817)$ (6,395,274)$ 33.13%
53
City of Brooklyn Center
2016 Budget - Special Revenue Funds Summary
20200 20300 20400 20500
Police
HRA EDA CDBG Forfeitures
Revenues
Property taxes 308,518$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - 350,000 -
Charges for goods and services - - - -
Special assessments - - - -
Fines and forfeitures - - - 35,000
Investment earnings - 6,711 - 776
Miscellaneous - - - -
Total Revenues 308,518 6,711 350,000 35,776
Expenditures
General government - - - -
Public safety - - - 55,656
Public works - - - -
Parks and recreation - - - -
Economic development - 388,743 200,000 -
Capital outlay - - - -
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses - 388,743 200,000 55,656
Other Financing Sources and Uses
Sale of property - - - -
Transfers in - 458,292 - -
Issuance of debt - - - -
Transfers out (308,518) (57,884) (150,000) -
Total Other Financing Sources & Uses (308,518) 400,408 (150,000) -
Net Change in Fund Balance -$ 18,376$ -$ (19,880)$
54
27700 27800 27900 28000 28600 29000
Centennial
TIF #2 TIF #3 TIF #4 TIF #5 City Grants Ampitheater Total
-$ -$ -$ -$ -$ -$ 308,518$
- 3,062,677 422,328 483,800 - - 3,968,805
- - - - - - -
- - - - - - -
- - - - - - -
- - - - 206,817 - 556,817
- - - - 10,175 - 10,175
- - - - - - -
- - - - - - 35,000
1,006 18,692 - - 2,194 - 29,379
11,880 83,025 - - 36,815 - 131,720
12,886 3,164,394 422,328 483,800 256,001 - 5,040,414
- - - - - - -
- - - - 172,817 - 228,473
- - - - - - -
- - - - 55,524 - 55,524
- 500,050 430,846 445,120 - - 1,964,759
- 425,000 - - 550,924 - 975,924
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- 925,050 430,846 445,120 779,265 - 3,224,680
- 43,000 - - - - 43,000
- - - - - - 458,292
- - - - - - -
- (2,425,289) (10,000) (36,500) - - (2,988,191)
- (2,382,289) (10,000) (36,500) - - (2,486,899)
12,886$ (142,945)$ (18,518)$ 2,180$ (523,264)$ -$ (671,165)$
55
City of Brooklyn Center
2016 Budget - Debt Service Funds Summary
31400 31500 31600 31700
G.O.G.O.G.O.G.O.
Improvement Improvement Improvement Improvement
2006-A 2008-B 2013-B 2015-A
Revenues
Property taxes -$ -$ 396,682$ 242,802$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - - -
Charges for goods and services - - - -
Special assessments 49,949 194,022 263,999 228,239
Fines and forfeitures - - - -
Investment earnings 1,522 3,678 4,201 2,661
Miscellaneous - - - -
Total Revenues 51,471 197,700 664,882 473,702
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay - - - -
Debt service 136,440 272,045 632,225 78,713
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 136,440 272,045 632,225 78,713
Other Financing Sources and Uses
Transfers in - - - -
Issuance of debt - - - -
Transfers out - - - -
Total Other Financing Sources & Uses - - - -
Net Change in Fund Balance (84,969)$ (74,345)$ 32,657$ 394,989$
56
37400 37500 37600 38000
G.O.G.O.G.O.G.O.
Tax Increment Tax Increment Tax Increment Tax Increment
2015-B 2013-A 2008-A 2004-D Total
-$ -$ -$ -$ 639,484$
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 736,209
- - - - -
- - - - 12,062
- - - - -
- - - - 1,387,755
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
211,600 432,838 143,063 8,324,888 10,231,812
- - - - -
- - - - -
- - - - -
- - - - -
211,600 432,838 143,063 8,324,888 10,231,812
100,500 432,838 143,063 1,653,388 2,329,789
- - - - -
- - - - -
100,500 432,838 143,063 1,653,388 2,329,789
(111,100)$ -$ -$ (6,671,500)$ (6,514,268)$
57
City of Brooklyn Center
2016 Budget - Capital Projects Funds Summary
40100 40200 40600 40700
Municipal Capital
Capital State-Aid Reserve Infrastructure
Improvements Construction Emergency Construction
Revenues
Property taxes -$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental 2,171,072 989,000 - -
Charges for goods and services - - - -
Special assessments - - - 814,205
Fines and forfeitures - - - -
Investment earnings 35,927 - 6,962 -
Miscellaneous - - - -
Total Revenues 2,206,999 989,000 6,962 814,205
Expenditures
General government - - - -
Public safety - - - -
Public works - 120,000 - 2,025
Parks and recreation - - - -
Economic development - - - -
Capital outlay 2,184,000 820,000 - 1,300,000
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 2,184,000 940,000 - 1,302,025
Other Financing Sources and Uses
Transfers in 400,000 - - -
Issuance of debt - - - -
Transfers out - - - -
Total Other Financing Sources & Uses 400,000 - - -
Net Change in Fund Balance 422,999$ 49,000$ 6,962$ (487,820)$
58
40800 40900 41000 41100
EBHC Water
Capital Street Technology Treatment
Improvements Reconstruction Funding Plant Total
-$ -$ -$ -$ -$
- - - - -
- - - - -
- 650,000 - - 650,000
- - - - -
- - - - 3,160,072
- - - - -
- - - - 814,205
- - - - -
3,328 15,009 608 - 61,834
- - - - -
3,328 665,009 608 - 4,686,111
- - 44,500 - 44,500
- - - - -
- - - - 122,025
- - - - -
- - - - -
342,000 2,231,000 62,000 - 6,939,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
342,000 2,231,000 106,500 - 7,105,525
215,000 - 140,000 - 755,000
- 2,231,000 - - 2,231,000
- - - - -
215,000 2,231,000 140,000 - 2,986,000
(123,672)$ 665,009$ 34,108$ -$ 566,586$
59
City of Brooklyn Center
2016 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 3,067,199 4,230,000 1,635,000 450,500 316,495 9,699,194
Special assessments - - - - - -
Fines and forfeitures - - - - - -
Investment earnings 15,597 13,685 21,947 1,359 70 52,658
Miscellaneous - - - - - -
Total Revenues 3,082,796 4,243,685 1,656,947 451,859 316,565 9,751,852
Expenditures
General government - - - - - -
Public safety - - - - - -
Public works - - - - - -
Parks and recreation - - - - - -
Economic development - - - - - -
Capital outlay 3,110,000 2,348,000 1,668,000 200,000 - 7,326,000
Debt service 1,250,247 86,519 - - - 1,336,766
Nondepartmental - - - - - -
Enterprise operations - - - - - -
Utility operations 2,524,605 3,771,450 1,655,907 249,300 285,276 8,486,538
Internal service operations - - - - - -
Total Expenditures/Expenses 6,884,852 6,205,969 3,323,907 449,300 285,276 17,149,304
Other Financing Sources and Uses
Transfers in - - - - - -
Issuance of debt 3,110,000 2,348,000 1,668,000 - - 7,126,000
Transfers out (92,103) (92,103) (92,103) (20,272) (22,478) (319,059)
Total Other Financing Sources & Uses 3,017,897 2,255,897 1,575,897 (20,272) (22,478) 6,806,941
Net Change in Fund Balance (784,159)$ 293,613$ (91,063)$ (17,713)$ 8,811$ (590,511)$
60
City of Brooklyn Center
2016 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 5,947,500 239,500 4,819,633 11,006,633
Special assessments - - - -
Fines and forfeitures - - - -
Investment earnings 11,646 - 7,157 18,803
Miscellaneous 2,500 2,750 - 5,250
Total Revenues 5,961,646 242,250 4,826,790 11,030,686
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay - - - -
Debt service - - - -
Nondepartmental - - - -
Enterprise operations 5,846,796 276,788 5,277,606 11,401,190
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 5,846,796 276,788 5,277,606 11,401,190
Other Financing Sources and Uses
Transfers in - 45,000 - 45,000
Issuance of debt - - - -
Transfers out (178,295) (8,946) (343,675) (530,916)
Total Other Financing Sources & Uses (178,295) 36,054 (343,675) (485,916)
Net Change in Fund Balance (63,445)$ 1,516$ (794,491)$ (856,420)$
61
City of Brooklyn Center
2016 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 1,821,516 - - 1,821,516
Special assessments - - - -
Fines and forfeitures - - - -
Investment earnings 30,628 4,408 8,372 43,408
Miscellaneous - - - -
Total Revenues 1,852,144 4,408 8,372 1,864,924
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay 450,100 - - 450,100
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations 1,821,399 - - 1,821,399
Total Expenditures/Expenses 2,271,499 - - 2,271,499
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 (460,819)$ 4,408$ 8,372$ (448,039)$
62
City of Brooklyn Center
2016 Budget
General Fund Summary
City of Brooklyn Center
2016 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
75%
Other taxes
6%
Licenses & permits
4%
Intergovernmental
7%
Charges for
services
4%
Fines & forfeitures
2%
Other revenue
2%
General Fund
2016 Budgeted Revenues
Summary ‐By Source
64
City of Brooklyn Center
2016 Budget - General Fund - Revenue Summary
2015
2013 2014 November 2015 2016
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
PROPERTY TAXES 13,712,403$ 13,527,862$ 7,226,116$ 14,381,533$ 14,728,749$ 2.41%
TAX INCREMENTS 423,587 549,268 149,125 490,000 380,000 -22.45%
LODGING TAXES 881,252 914,651 833,308 880,000 895,000 1.70%
TOTAL TAXES 15,017,242 14,991,781 8,208,549 15,751,533 16,003,749 1.60%
LICENSES 355,864 311,952 276,848 327,615 298,100 -9.01%
PERMITS 728,139 709,458 457,442 400,500 508,750 27.03%
TOTAL LICENSES & PERMITS 1,084,003 1,021,410 734,290 728,115 806,850 10.81%
FEDERAL 43,370 - - - - 0.00%
STATE 959,121 1,320,982 1,296,070 1,278,641 1,294,437 1.24%
COUNTY 4,500 - 5,000 - - 0.00%
LOCAL 79,171 80,465 67,026 84,300 92,000 9.13%
TOTAL INTERGOVERNMENTAL 1,086,162 1,401,447 1,368,096 1,362,941 1,386,437 1.72%
GENERAL GOVERNMENT 280,662 208,175 154,429 158,050 148,240 -6.21%
PUBLIC SAFETY 60,627 13,239 9,273 24,750 16,250 -34.34%
COMMUNITY DEVELOPMENT 7,772 2,653 1,240 8,000 6,000 -25.00%
PARKS & RECREATION 259,012 256,340 181,012 257,700 254,057 -1.41%
COMMUNITY CENTER 382,050 330,190 267,432 406,500 388,850 -4.34%
TOTAL CHARGES FOR SERVICES 990,123 810,597 613,386 855,000 813,397 -4.87%
SPECIAL ASSESSMENTS 160,755 128,138 76,032 85,000 130,000 52.94%
FINES & FORFEITURES 287,631 312,130 202,213 316,500 301,500 -4.74%
INVESTMENT EARNINGS (25,763) 61,760 52,103 46,787 74,526 59.29%
MISCELLANEOUS 162,551 138,349 72,295 106,725 116,700 9.35%
OTHER FINANCING SOURCES 3,000 - - - - 0.00%
TRANSFERS IN 149,381 129,544 - 150,000 150,000 0.00%
10100 GENERAL FUND REVENUES 18,915,085$ 18,995,156$ 11,326,964$ 19,402,601$ 19,783,159$ 1.96%
Object Code / Description
65
General
government
18%
Police
38%
Fire
7%
Community
services
6%
Public works
18%
CARS
8%
Non‐
departmental
5%
General Fund
2016 Budgeted Expenditures
Summary ‐By Department
66
City of Brooklyn Center
2016 Budget - General Fund - Expenditure Summary by Function
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
41110 MAYOR & COUNCIL 132,883$ 124,546$ 116,749$ 122,010$ 120,653$ -1.11%
41320 CITY MANAGER 308,719 352,491 299,680 337,441 355,392 5.32%
41410 ELECTIONS 72,113 107,326 61,796 90,030 128,002 42.18%
41430 CITY CLERK 165,670 172,593 156,778 175,929 179,246 1.89%
41520 FINANCE 442,559 501,335 459,270 548,859 575,528 4.86%
41550 ASSESSING 325,123 259,591 102,233 201,100 200,825 -0.14%
41610 LEGAL 401,222 403,021 348,824 472,000 454,700 -3.67%
41810 HUMAN RESOURCES 302,961 283,580 285,921 356,289 371,283 4.21%
41920 INFORMATION TECHNOLOGY 429,054 465,200 380,050 488,643 530,041 8.47%
41940 GOVERNMENT BUILDINGS 900,802 674,063 628,357 857,958 841,331 -1.94%
GENERAL GOVERNMENT 3,481,106 3,343,746 2,839,658 3,650,259 3,757,001 2.92%
42110 ADMINISTRATION 249,239 288,731 266,675 298,935 306,964 2.69%
42120 INVESTIGATION 880,713 804,986 772,251 880,915 922,509 4.72%
42123 PATROL 4,829,511 5,064,026 4,637,026 5,511,311 5,519,123 0.14%
42151 SUPPORT SERVICES 738,280 791,875 738,476 938,498 955,096 1.77%
42170 STATION & BUILDINGS 197,009 198,390 214,338 257,576 230,714 -10.43%
POLICE 6,894,752 7,148,008 6,628,766 7,887,235 7,934,406 0.60%
42210 FIRE 969,323 1,089,170 933,931 1,182,727 1,271,193 7.48%
42510 EMERGENCY PREPAREDNESS 73,725 70,681 68,485 83,321 87,190 4.64%
FIRE 1,043,048 1,159,851 1,002,416 1,266,048 1,358,383 7.29%
41910 PLANNING & ZONING 151,603 235,984 96,872 203,943 163,761 -19.70%
42410 BUILDING INSPECTIONS 457,465 502,799 453,033 584,874 628,718 7.50%
42411 CODE ENFORCEMENT 386,551 397,798 436,884 494,193 480,756 -2.72%
COMMUNITY SERVICES 995,619 1,136,581 986,789 1,283,010 1,273,235 -0.76%
43110 ENGINEERING 701,421 805,956 688,183 842,518 857,983 1.84%
43220 STREET MAINTENANCE 1,383,833 1,410,331 1,163,966 1,449,683 1,491,953 2.92%
43221 TRAFFIC CONTROL 208,077 212,425 175,532 219,129 234,610 7.06%
45201 PARK FACILITIES 892,669 893,115 808,028 1,010,356 1,048,343 3.76%
45204 FORESTRY 85,480 94,696 87,545 98,548 102,906 4.42%
PUBLIC WORKS 3,271,480 3,416,523 2,923,254 3,620,234 3,735,795 3.19%
45010 ADMINISTRATION 201,396 208,809 191,224 219,626 227,132 3.42%
45110 REC ADMINISTRATION 443,938 462,958 401,219 462,688 504,781 9.10%
45111 ADULT PROGRAMS 156,119 152,860 139,187 164,612 169,248 2.82%
45112 TEEN PROGRAMS 8,582 5,742 6,889 17,100 12,444 -27.23%
45113 YOUTH PROGRAMS 56,469 52,834 54,013 60,966 67,073 10.02%
45119 GENERAL RECREATION 30,700 13,507 16,671 29,518 44,344 50.23%
45122 COMMUNITY CENTER 140,678 146,270 174,523 221,242 225,874 2.09%
45124 POOL 395,761 375,826 299,810 363,745 376,588 3.53%
CARS 1,433,643 1,418,806 1,283,536 1,539,497 1,627,484 5.72%
44110 JOINT POWERS 149,203 145,503 135,604 161,000 150,000 -6.83%
45310 CONVENTION & TOURISM 418,595 434,459 395,821 418,000 425,125 1.70%
48140 INSURANCE 181,808 209,003 228,468 232,753 236,438 1.58%
48150 CENTRAL SUPPLIES 219,027 155,498 192,709 171,500 142,080 -17.15%
NON-DEPARTMENTAL 968,633 944,463 952,602 983,253 953,643 -3.01%
48170 INTERFUND REIMBURSEMENT (971,172) 1,689,822 117,949 (1,014,324) (1,049,324) 3.45%
48210 TRANSFERS OUT 102,166 100,000 - 187,389 192,536 2.75%
TRANSFERS (869,006) 1,789,822 117,949 (826,935) (856,788) 3.61%
10100 GENERAL FUND EXPENDITURES 17,219,275$ 20,357,800$ 16,734,970$ 19,402,601$ 19,783,159$ 1.96%
67
Personal services
69%
Supplies
3%
Services and other
charges
20%
Central garage
charges
7%
Capital outlay
1%
General Fund
2016 Budgeted Expenditures
Summary ‐By Object
68
City of Brooklyn Center
2016 Budget - General Fund - Expenditure Summary by Object Code
2015
2013 2014 June 2015 2016
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
5586 COST OF SALES-MISC 751$ 811$ 54$ -$ 450$ 100.00%
TOTAL COST OF SALES 751 811 54 - 450 100.00%
6101 WAGES & SALARIES-FT EMPLOYEES 7,854,183 8,016,269 7,114,053 8,489,163 8,509,442 0.24%
6102 OVERTIME-FT EMPLOYEES 376,114 400,119 315,574 335,300 348,700 4.00%
6103 WAGES-PART TIME EMPLOYEES 973,644 943,475 793,023 1,004,345 1,118,628 11.38%
6104 OVERTIME-PART TIME EMPLOYEES 4,593 445 874 2,000 2,000 0.00%
6105 CONTRACTED SVCS OT 36,229 4,982 883 15,000 5,000 -66.67%
6111 SEVERANCE PAY 58,215 121,416 136,161 - - 0.00%
6112 CAR ALLOWANCE 6,000 6,000 5,000 6,000 6,000 0.00%
6122 PERA COORDINATED PLAN 351,513 361,598 317,738 405,178 435,718 7.54%
6123 PERA POLICE & FIRE PLAN 555,630 592,934 579,244 653,540 696,003 6.50%
6124 PERA DEFINED CONTRIBUTION 881 907 794 1,077 1,499 39.18%
6125 FICA - SOCIAL SECURITY 336,970 340,062 294,579 353,058 362,496 2.67%
6126 FICA - MEDICARE 134,862 135,792 120,760 145,295 148,458 2.18%
6127 FIRE RELIEF ASSOCIATION 135,340 153,545 148,061 141,471 135,000 -4.57%
6131 CAFETERIA PLAN CONTRIBUTIONS 1,188,153 1,234,245 1,251,216 1,550,376 1,627,176 4.95%
6141 UNEMPLOYMENT COMPENSATION 13,078 14,438 28 - - 0.00%
6151 WORKER'S COMP INSURANCE 270,369 265,514 281,632 285,503 290,788 1.85%
TOTAL PERSONAL SERVICES 12,295,774 12,591,741 11,359,620 13,387,306 13,686,908 2.24%
6201 OFFICE SUPPLIES 23,830 21,319 22,107 29,850 29,075 -2.60%
6202 COPYING SUPPLIES - - - - - 0.00%
6203 BOOKS/REFERENCE MATERIALS 4,445 1,700 2,393 6,130 4,595 -25.04%
6204 STATIONARY SUPPLIES - - - 200 200 0.00%
6211 CLEANING SUPPLIES 23,090 13,989 11,461 20,000 24,000 20.00%
6212 MOTOR FUELS - - - - 1,600 100.00%
6214 CLOTHING & PERSONAL EQUIPMENT 68,240 78,156 86,985 75,155 95,465 27.02%
6216 CHEMICALS/CHEMICAL PRODUCTS 30,510 30,203 20,331 19,520 15,630 -19.93%
6217 SAFETY SUPPLIES 4,559 9,219 2,888 6,680 24,775 270.88%
6219 GENERAL OPERATING SUPPLIES 88,397 104,089 84,667 110,345 111,013 0.61%
6219.1 GEN OP SUP-FIRE EDUCATION 2,981 - 1,920 3,000 3,000 0.00%
6223 BUILDINGS & FACILITIES 1,228 393 2,278 2,950 2,950 0.00%
6224 STREET MAINT MATERIALS 122,596 90,990 81,067 92,500 97,320 5.21%
6225 PARK & LANDSCAPE MATERIALS 27,100 15,811 16,989 27,190 28,800 5.92%
6226 SIGNS & STRIPING MATERIALS 31,057 30,922 19,095 31,510 31,510 0.00%
6227 PAINT SUPPLIES 780 364 1,469 975 1,000 2.56%
6231 ATHLETIC FIELD SUPPLIES 7,799 5,133 2,126 4,960 5,100 2.82%
6233 COURT SUPPLIES 596 2,007 - 725 725 0.00%
6239 OTHER REPAIR & MAINT SUPPLIES 51,312 45,572 43,162 45,200 47,200 4.42%
6241 SMALL TOOLS 3,085 2,269 1,047 3,520 3,770 7.10%
6242 MINOR EQUIPMENT 73,384 27,286 81,947 41,925 60,075 43.29%
6243 MINOR COMPUTER EQUIPMENT 53,032 115,467 56,343 52,700 78,670 49.28%
TOTAL SUPPLIES 618,021 594,889 538,275 575,035 666,473 15.90%
6301 ACCTG, AUDIT & FIN'L SERVICES 37,100 43,271 39,078 36,000 31,999 -11.11%
6302 ARCH, ENG & PLANNING 13,655 22,094 2,970 20,000 20,500 2.50%
6303 LEGAL SERVICES 398,897 400,321 332,726 451,000 437,462 -3.00%
6305 MEDICAL SERVICES 4,003 16,556 8,572 17,775 15,400 -13.36%
6306 PERSONNEL/LABOR RELATIONS 5,197 - - 5,000 5,000 0.00%
6307 PROFESSIONAL SERVICES 190,336 235,167 335,223 480,390 483,574 0.66%
6308 CHARTER COMMISSION 368 128 206 1,500 1,500 0.00%
6321 TELEPHONE/PAGERS 40,114 38,987 24,256 42,177 34,885 -17.29%
6322 POSTAGE 44,960 54,206 38,533 65,500 58,200 -11.15%
6323 RADIO COMMUNICATIONS 27,346 23,398 22,146 28,120 28,120 0.00%
6329 OTHER COMMUNICATION SERVICES 32,284 37,024 25,457 36,350 35,275 -2.96%
6331 TRAVEL EXPENSE/MILEAGE 3,382 4,139 2,706 5,650 5,750 1.77%
6333 FREIGHT/DRAYAGE 9,125 9,470 8,627 10,480 10,230 -2.39%
6339 OTHER TRANSPORTATION EXPENSE 3,248 3,412 275 4,000 4,000 0.00%
6341 PERSONNEL ADVERTISING 5,973 975 968 5,150 5,450 5.83%
6342 LEGAL NOTICES 4,697 4,707 8,586 8,350 6,995 -16.23%
6349 OTHER ADVERTISING - - 60 400 250 -37.50%
6351 PRINTING 37,415 40,840 29,771 48,225 45,010 -6.67%
6361 GENERAL LIABILITY INSURANCE 105,501 118,949 119,450 123,183 123,763 0.47%
6362 PROPERTY INSURANCE 50,427 69,244 72,228 72,918 76,279 4.61%
6364 DRAM SHOP INSURANCE 1,124 839 988 - 1,033 100.00%
6366 MACHINERY BREAKDOWN INSURANCE 6,182 7,347 7,143 7,660 7,393 -3.49%
6368 BONDS INSURANCE 1,755 1,930 1,915 1,992 2,003 0.55%
6381 ELECTRIC 302,059 275,204 244,222 278,895 283,150 1.53%
Object Code / Description
69
6382 GAS 151,719 192,963 119,797 175,250 177,350 1.20%
6383 WATER 41,756 31,672 32,934 59,683 59,714 0.05%
6384 REFUSE DISPOSAL 27,340 28,127 32,012 35,950 39,200 9.04%
6385 SEWER 9,696 13,188 11,525 14,800 15,200 2.70%
6386 STORM SEWER 52,229 55,925 45,523 68,900 65,400 -5.08%
6387 HEATING OIL - 3,158 25 4,500 5,000 11.11%
6388 HAZARDOUS WASTE DISPOSAL 4,883 3,764 1,470 5,950 5,950 0.00%
6389 STREET LIGHTS 16,968 19,836 16,218 22,150 22,850 3.16%
6402 EQUIPMENT SERVICES 74,769 70,227 102,428 51,810 46,250 -10.73%
6403 BLDGS/FACILITIES MAINT SERVICE 190,186 71,482 81,694 144,000 144,200 0.14%
6404 STREET MAINT SERVICES 85,375 95,275 94,701 98,000 103,000 5.10%
6405 PARK & LANDSCAPE SERVICES 77,258 104,541 90,597 105,050 115,150 9.61%
6406 MULTI-FUNCTION MTNCE 23,743 22,743 20,717 25,450 26,475 4.03%
6407 TRAFFIC SIGNALS MAINT 3,129 3,578 3,361 4,500 4,500 0.00%
6408 COMMUNICATION/INFO SYSTEMS 4,580 3,296 2,218 5,500 4,500 -18.18%
6409 OTHER REPAIR & MAINT SVCS 16,984 5,021 632 11,500 11,700 1.74%
6412 BLDGS/FACILITIES 16,023 17,319 12,186 18,150 18,600 2.48%
6415 OTHER EQUIPMENT 1,847 63 - 300 500 66.67%
6417 UNIFORMS 1,089 1,279 1,491 1,500 1,515 1.00%
6421 SOFTWARE LICENSE 6,046 1,979 269 67,163 2,225 -96.69%
6422 SOFTWARE MAINT 56,850 69,338 64,600 71,150 81,671 14.79%
6423 LOGIS CHARGES 314,998 400,989 305,365 387,363 465,248 20.11%
6431 SPECIAL EVENTS 5,103 3,353 5,924 5,000 9,015 80.30%
6432 CONFERENCES AND SCHOOLS 75,221 87,699 89,652 106,012 120,810 13.96%
6433 MEETING EXPENSES 5,538 4,713 6,701 9,350 11,330 21.18%
6434 DUES & SUBSCRIPTIONS 51,525 58,891 64,980 64,365 67,750 5.26%
6435 CREDIT CARD FEES 45,124 45,348 47,694 38,500 50,500 31.17%
6436 UNCOLLECTIBLE CHECKS/DEBTS 669 - - - - 0.00%
6441 LICENSES, TAXES & FEES 4,971 3,462 5,684 5,025 6,300 25.37%
6442 COURT AWARDS/SETTLEMENTS 10,346 4,001 20,308 15,000 15,000 0.00%
6443 PRIZE AWARDS/EXPENSE REIMB 618 958 724 1,500 1,500 0.00%
6445 CONVENTION BUREAU PAYMENT 418,595 434,459 395,821 418,000 425,125 1.70%
6446 CONTINGENCY ACCOUNT 23,450 - - 150,000 100,000 -33.33%
6447 TOWING CHARGES 821 1,741 829 700 750 7.14%
6448 PRISONER BOARDING CHARGES 90,528 94,942 86,375 110,000 105,200 -4.36%
6449 OTHER CONTRACTUAL SERVICE 532,563 625,712 508,582 593,940 648,050 9.11%
6491 MERCHANDISE FOR RESALE 946 1,290 3,436 1,500 1,600 6.67%
TOTAL SERVICES & OTHER CHARGES 3,768,634 3,990,540 3,602,579 4,648,226 4,702,349 1.16%
6461 FUEL CHARGES 285,571 268,277 165,043 300,770 241,971 -19.55%
6462 FIXED CHARGES 161,088 158,656 137,923 165,507 148,130 -10.50%
6463 REPAIR & MAINT CHARGES 368,704 312,766 248,149 371,774 373,247 0.40%
6465 REPLACEMENT CHARGES 587,961 637,994 519,816 624,418 667,991 6.98%
TOTAL CENTRAL GARAGE CHARGES 1,403,324 1,377,693 1,070,931 1,462,469 1,431,339 -2.13%
6520 BUILDINGS & FACILITIES - 8,453 18,027 64,500 47,794 -25.90%
6540 EQUIPMENT & MACHINERY - 3,851 21,079 31,500 97,634 209.95%
6545 OTHER EQUIPMENT - - - 10,500 6,500 -38.10%
6560 FURNITURE 1,777 - - 50,000 500 -99.00%
6580 INFORMATION SYSTEMS - - - - - 0.00%
TOTAL CAPITAL OUTLAY 1,777 12,304 39,106 156,500 152,428 -2.60%
6471 ADMINISTRATIVE SERVICE TRANSFER (582,133) (598,700) (499,436) (599,324) (599,324) 0.00%
6472 ENGINEERING SERVICE TRANSFER (399,904) (465,602) (291,376) (415,000) (450,000) 8.43%
6473 STORM SEWER TRANSFER - - - - - 0.00%
6480 GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 MISC TRANSFER OUT 113,031 2,854,124 908,761 187,389 192,536 2.75%
TOTAL TRANSFERS OUT (869,006) 1,789,822 117,949 (826,935) (856,788) 3.61%
10100 GENERAL FUND EXPENDITURES 17,219,275$ 20,357,800$ 16,728,514$ 19,402,601$ 19,783,159$ 1.96%
70
City of Brooklyn Center
2016 Budget
General Fund Revenues
2016 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
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
10100 - GENERAL FUND
4101 - CURRENT AD VALOREM TAXES 13,526,153$ 13,512,475$ 7,211,800$ 14,381,534$ 14,728,750$ 2.41%
4101.1 - MKT VALUE CREDIT-PROPERTY TAX 15 - - - - 0.00%
4102 - ALLOWANCE FOR UNCOLLECTIBLE - - - (287,108) (147,287) -48.70%
4120 - DELINQUENT AD VALOREM TAXES 152,292 6,543 10,844 258,397 132,558 -48.70%
4154 - PENALTIES & INT-DELINQ TAXES 33,943 8,844 3,472 28,710 14,728 -48.70%
PROPERTY TAXES 13,712,403 13,527,862 7,226,116 14,381,533 14,728,749 2.41%
4150 - TAX INCREMENTS 423,587 549,268 149,125 490,000 380,000 -22.45%
TAX INCREMENTS 423,587 549,268 149,125 490,000 380,000 -22.45%
4161 - LODGING TAX 881,252 914,651 833,308 880,000 895,000 1.70%
SALES & USE TAXES 881,252 914,651 833,308 880,000 895,000 1.70%
TOTAL TAXES 15,017,242 14,991,781 8,208,549 15,751,533 16,003,749 1.60%
4201 - LIQUOR LICENSES 71,942 54,518 49,500 66,500 49,900 -24.96%
4202 - BEER LICENSES 3,275 1,800 2,192 2,900 1,800 -37.93%
4203 - GARBAGE HAULING LICENSES 3,485 3,435 3,250 3,460 3,435 -0.72%
4204 - CIGARETTE LICENSES 3,315 3,513 1,738 3,150 3,150 0.00%
4205 - RENTAL DWELLING LICENSES 254,948 229,724 204,856 233,550 223,040 -4.50%
4207 - MECHANICAL LICENSES 9,040 9,292 8,780 9,000 9,000 0.00%
4209 - SERVICE STATION LICENSES 2,500 3,090 1,590 2,500 2,300 -8.00%
4210 - MOTOR VEHICLE DEALER LICENSES 1,500 1,250 1,500 1,250 1,250 0.00%
4211 - BOWLING ALLEY LICENSES 720 720 - 720 - -100.00%
4212 - AMUSEMENT LICENSES 725 710 605 725 725 0.00%
4213 - MISCELLANEOUS BUSINESS LICENSE 4,414 3,900 2,837 3,860 3,500 -9.33%
LICENSES 355,864 311,952 276,848 327,615 298,100 -9.01%
4221 - SIGN PERMITS 6,105 4,545 6,339 5,000 5,000 0.00%
4222 - BUILDING PERMITS 521,965 501,016 276,306 275,000 400,000 45.45%
4223 - MECHANICAL PERMITS 63,204 74,768 81,244 40,000 40,000 0.00%
4224 - SEWER & WATER PERMITS 1,460 3,325 2,830 1,500 1,500 0.00%
4225 - PLUMBING PERMITS 51,106 63,830 48,143 30,000 25,000 -16.67%
4226 - ROW PERMIT FEE 5,015 1,814 225 3,000 1,500 -50.00%
4227 - ELECTRICAL PERMITS 78,384 59,476 41,671 45,000 35,000 -22.22%
4228 - MISC BUSINESS PERMITS 900 684 684 1,000 750 -25.00%
PERMITS 728,139 709,458 457,442 400,500 508,750 27.03%
TOTAL LICENSES & PERMITS 1,084,003 1,021,410 734,290 728,115 806,850 10.81%
4320 - MISC FEDERAL GRANTS 43,370 - - - - 0.00%
FEDERAL 43,370 - - - - 0.00%
4341 - LOCAL GOVERNMENT AID 411,378 772,307 747,076 747,076 767,072 2.68%
4345 - PENSION AID-FIRE RELIEF 135,340 133,745 148,061 135,000 135,000 0.00%
4346 - PENSION AID-POLICE 342,619 340,815 360,232 340,000 340,000 0.00%
4347 - PENSION AID-PERA 34,365 34,365 17,183 34,365 34,365 0.00%
4348 - LOCAL PERFORMANCE AID 4,280 - - 4,200 - -100.00%
4352 - POLICE TRAINING GRANT 15,379 14,803 15,993 15,000 15,000 0.00%
4359 - OTHER STATE GRANTS/AID 15,760 24,947 7,525 3,000 3,000 0.00%
STATE 959,121 1,320,982 1,296,070 1,278,641 1,294,437 1.24%
4362 - COUNTY GRANTS/AID 4,500 - 5,000 - - 0.00%
COUNTY 4,500 - 5,000 - - 0.00%
4373 - OTHER GRANTS/AID 8,528 7,809 7,736 10,000 10,000 0.00%
4374 - POLICE LIAISON / DARE 70,643 72,656 59,290 74,300 82,000 10.36%
LOCAL 79,171 80,465 67,026 84,300 92,000 9.13%
TOTAL INTERGOVERNMENTAL 1,086,162 1,401,447 1,368,096 1,362,941 1,386,437 1.72%
4401 - VACANT BLDG REG FEE 110,000 95,240 70,500 60,000 60,000 0.00%
4402 - RENTAL CONVERSION FEE 64,400 36,400 25,500 20,000 20,000 0.00%
4403 - PLANNING APPLICATION FEES 10,025 5,750 8,660 7,500 7,500 0.00%
4404 - ZONING CHANGES/SPECIAL USE PER 1,750 1,675 1,925 4,650 4,650 0.00%
4405 - SALE OF MAPS & DOCUMENTS 144 325 431 - - 0.00%
4407 - ASSESSMENT SEARCHES 25 25 - - - 0.00%
4408 - REINSPECTION FEES 26,850 18,150 16,464 15,000 15,000 0.00%
4409 - SECTION 8 INSPECTIONS 17,706 21,398 12,090 12,500 12,000 -4.00%
4410 - REOCCUPANCY INSP FEE 38,195 24,375 14,740 29,250 21,840 -25.33%
4411 - FILING FEES - 225 - 50 50 0.00%
4412 - ABATEMENT FEES 805 810 225 500 500 0.00%
4413 - FINAL PLAT & VACATION FEES 500 250 - 500 500 0.00%
4415 - TREE CONTRACTOR REGISTRATION 1,575 1,225 1,330 1,100 1,200 9.09%
4416 - ZONING LETTER 700 805 420 500 500 0.00%
4417 - ABATEMENT SVC CHG 4,350 (456) 450 4,500 2,500 -44.44%
4419 - ONLINE CREDIT CARD SURCHARGE 3,637 1,978 1,694 2,000 2,000 0.00%
GENERAL 280,662 208,175 154,429 158,050 148,240 -6.21%
GENERAL FUND
REVENUES
FUND - 10100
72
4421 - POLICE REPORT REVENUE 971 791 692 750 750 0.00%
4422 - LICENSE INVESTIGATIONS 1,650 1,200 1,050 1,000 1,000 0.00%
4423 - ANIMAL CONTROL REVENUE 5,005 2,911 4,554 4,500 4,500 0.00%
4424.1 - FIRE INSPECTIONS 150 700 400 500 500 0.00%
4425 - BURGLAR ALARM FEES 3,440 - - 3,000 3,000 0.00%
4426 - TOWING REVENUE 10 20 - - - 0.00%
4427 - POLICE SERVICE REVENUE 998 1,175 1,452 - 500 100.00%
4428 - PRIVATE SECURITY CONTRACTS 48,403 6,255 1,125 15,000 6,000 -60.00%
4429 - MISC POLICE REVENUE - 187 - - - 0.00%
PUBLIC SAFETY 60,627 13,239 9,273 24,750 16,250 -34.34%
4451 - NUISANCE ABATEMENTS 7,772 2,653 1,240 8,000 6,000 -25.00%
COMMUNITY DEVELOPMENT 7,772 2,653 1,240 8,000 6,000 -25.00%
4471 - ADULT RECREATION PROGRAMS 198,509 195,972 124,521 200,950 192,450 -4.23%
4472 - TEEN RECREATION PROGRAMS 5,555 6,845 8,525 7,000 7,200 2.86%
4473 - CHILDREN RECREATION PROGRAMS 54,308 52,630 47,616 48,350 52,907 9.43%
4474 - GENERAL RECREATION PROGRAMS 640 893 350 1,400 1,500 7.14%
PARKS & RECREATION 259,012 256,340 181,012 257,700 254,057 -1.41%
4481 - MEMBERSHIPS-FAMILY 35,904 33,755 20,879 38,000 35,000 -7.89%
4482 - MEMBERSHIPS-INDIVIDUAL 30,423 27,149 18,485 35,000 30,000 -14.29%
4483 - SILVER SNEAKERS TAXABLE 18,141 19,009 16,449 15,000 20,000 33.33%
4485 - GENERAL ADMISSIONS-INDIVIDUAL 94,625 70,635 59,242 110,000 95,000 -13.64%
4486 - GENERAL ADMISSIONS-GROUP - - - 1,000 1,000 0.00%
4487 - SWIM LESSONS 168,852 148,539 125,259 167,500 168,000 0.30%
4489 - LOCKER RENTAL 5,369 4,196 4,610 5,000 6,000 20.00%
4493 - GAME ROOM 2,431 2,300 1,401 3,000 2,500 -16.67%
4494 - MERCHANDISE FOR RESALE 1,205 925 585 1,500 1,500 0.00%
4495 - CONSTITUTION HALL RENTAL 24,225 21,924 18,117 22,000 23,000 4.55%
4496 - GIFT CERTIFICATE 156 (26) (277) 500 250 -50.00%
4497 - CONCESSIONS & COMMISSIONS 719 1,784 2,682 8,000 6,600 -17.50%
COMMUNITY CENTER 382,050 330,190 267,432 406,500 388,850 -4.34%
TOTAL CHARGES FOR SERVICES 990,123 810,597 613,386 855,000 813,397 -4.87%
4508 - UNCLAIMED EVIDENCE 74 1,566 341 1,500 1,500 0.00%
4511 - COURT FINES 260,008 269,699 167,742 290,000 275,000 -5.17%
4512 - ADMINISTRATIVE FINES 27,015 40,865 34,130 25,000 25,000 0.00%
4513 - RENTAL DWELLING FINES 534 - - - - 0.00%
TOTAL FINES & FORFEITURES 287,631 312,130 202,213 316,500 301,500 -4.74%
4601 - SPECIAL ASSESSMENTS 160,708 128,125 76,031 85,000 130,000 52.94%
4607 - SPEC ASSESS INTEREST 47 13 1 - - 0.00%
TOTAL SPECIAL ASSESSMENTS 160,755 128,138 76,032 85,000 130,000 52.94%
4603 - INTEREST EARNINGS 28,656 49,454 52,103 46,787 74,526 59.29%
4605 - UNREALIZED INVESTMENT GAIN/LOSS (54,419) 12,306 - - - 0.00%
TOTAL INVESTMENT EARNINGS (25,763) 61,760 52,103 46,787 74,526 59.29%
4604 - CHECK PROCESSING FEES 120 270 30 - - 0.00%
4606 - OTHER REVENUE 23,963 11,327 5,367 25,000 25,000 0.00%
4612 - DONATIONS & CONTRIBUTIONS 27,080 9,864 9,621 10,500 10,500 0.00%
4812 - FACILITY RENTALS 35,277 36,186 31,422 31,200 31,200 0.00%
4921 - REFUNDS & REIMBURSEMENTS 76,111 80,702 25,855 40,025 50,000 24.92%
TOTAL MISCELLANEOUS 162,551 138,349 72,295 106,725 116,700 9.35%
4931 - BOND SALES 3,000 - - - - 0.00%
TOTAL OTHER FINANCING SOURCES 3,000 - - - - 0.00%
4915 - TRANSFERS IN 149,381 129,544 - 150,000 150,000 0.00%
TOTAL TRANSFERS IN 149,381 129,544 - 150,000 150,000 0.00%
REVENUES 18,915,085$ 18,995,156$ 11,326,964$ 19,402,601$ 19,783,159$ 1.96%
73
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74
City of Brooklyn Center
2016 Budget
General Fund Expenses
General Government
2016 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 2016 the City will continue 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 to tour City facilities, and learn the history and future plans of 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 2015 2016 2017
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
2015 Actual Value 2016 Target Value
Citizen Participation in BCU the leadership
academy
9 20 participants
BCU participants report the course as exceptionally
valuable
100% 100%
BCU participants rated the overall quality as
excellent
100% 100%
BCU participant will recommend program to a
friend
100% 100%
*Two of participants did not respond to survey
76
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL
6103 - WAGES-PART TIME EMPLOYEES 46,780$ 48,126$ 42,110$ 49,570$ 48,126$ -2.91%
6124 - PERA DEFINED CONTRIBUTION 881 907 794 1,077 1,499 39.18%
6125 - FICA - SOCIAL SECURITY 1,822 1,874 1,647 1,737 1,124 -35.29%
6126 - FICA - MEDICARE 682 701 615 717 700 -2.37%
6151 - WORKER'S COMP INSURANCE 149 139 156 159 154 -3.14%
TOTAL PERSONAL SERVICES 50,314 51,747 45,322 53,260 51,603 -3.11%
6203 - BOOKS/REFERENCE MATERIALS 64 26 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 209 504 759 350 350 0.00%
TOTAL SUPPLIES 273 530 759 350 350 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 19,904 21,322 - 2,000 - -100.00%
6307 - PROFESSIONAL SERVICES 16,128 7,309 15,005 15,000 14,000 -6.67%
6308 - CHARTER COMMISSION 368 128 206 1,500 1,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 30 22 - 100 100 0.00%
6351 - PRINTING 213 110 - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 5,749 4,521 10,337 8,000 8,000 0.00%
6433 - MEETING EXPENSES 2,123 486 2,476 2,500 2,800 12.00%
6434 - DUES & SUBSCRIPTIONS 37,781 38,371 42,644 39,000 42,000 7.69%
TOTAL SERVICES & OTHER CHARGES 82,296 72,269 70,668 68,400 68,700 0.44%
TOTAL BUSINESS UNIT EXPENSES 132,883$ 124,546$ 116,749$ 122,010$ 120,653$ -1.11%
41110 - MAYOR COUNCIL
GENERAL FUND
77
2016 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. A new part
time IT support position is proposed for the 2016 budget year. 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 2016 we will continue to develop and adopt best of class quality performance practices to improve
results and customer satisfaction. We will continue to evaluate the Baldrige system as one way of
developing an ongoing process improvement practice. We will continue our monthly double dozen
meetings with an increased emphasis on management training, introduction of best practices and strategic
planning.
Inclusive Community Engagement
In 2016 we will continue our Inclusion and Diversity efforts. The long term goal is to establish an
organizational culture that promotes participation, engagement and creativity for employees while
developing an intimate understanding of and appreciation of our diverse customers/citizens. Our goal is to
improve our ability to serve and encourage community ownership and public trust. In 2016 we will
78
continue the work our Diversity and Inclusion Council established in 2015, facilitated by the vendor
Inclusion Inc. In 2016 the efforts of the Council will expand to include more of an external customer
focus. The Council will continue to prioritize, organize and implement the recommendation of the client
audit conducted by Inclusion Inc.
Staffing Levels
Positions FTEs 2015 2016 2017
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
Information Technology Technician – PT
1
1
1
1
1
1
1
1
1
1
-
1
1
1
1
1
1
1
1
1
1
0.5
1
1
1
1
1
1
1
1
1
1
0.5
Total 10 10.5 10.5
Strategic Functions/Division(s):
Effective and Responsive Organization Leadership
o The City Manager with support from the Assistant City Manager is responsible to the City
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer the City Manager is expected to enforce the City Charter and all
City ordinances. The City Manager prepares the Annual Budget as a means of
implementing Council Policy. The City Manager provides advices and makes
recommendations to the City Council with respect to Council policy. The City Manager is
the sole employee of the City Council. All employees work under the general direction of
the City Manager
o The City Managers’ office is responsible for effective Intergovernmental Relations. The
City Manager and his staff work with community members, other public and private
agencies, organizations, schools and other stakeholders on all areas that affect the City.
o The City Managers’ office is responsible for effective public communications primarily
under the direction of the Assistant City Manager. The office handles and coordinates
internal and external City communication activities. The office coordinates publication of
the City Newsletter, creates newsletters, forms, flyers, handles information released to the
media and develops other information packets as needed. The office handles coordination of
cable TV activities in the organization, including broadcast of Council meetings.
Council Support, Records Management, Licensing and Elections Administration
79
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 2016 Elections Budget increase
is a reflection of the scheduled General State and National Elections
The City Clerk is responsible for Official City Records/Data Retention. The City Clerk
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 and retaining an inclusive quality workforce.
The Human Resources Office is responsible for the development of and effective customer
focused administration of the employee compensation and benefit program.
The Human Resources Office is responsible for providing leadership to effective Labor
Relations Management and is a key member of the labor negotiations team along with the
City Manager.
The Human Resources Office is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Human Resources Office is responsible for customer focused administration of the
payroll process and other pay related activities i.e. pay/equity and EEO reporting
Strategic Implementation of Information Technology
o The Information Technology division manages and supports the data and voice needs of all
City departments and buildings and the citywide Geographic Information Systems (GIS)
function, inclusive of the following:
80
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 implemention 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
2015 activities ongoing Complete 100% of 2015 priority
activities
Promote customer focused fact based
service delivery using best practice
models
Not started incomplete Introduce Baldrige concept to
100% of Managers and
Supervisors
In collaboration with Business
Development Department, Implement
Economic Stability for Residents
Strategic Initiatives
Ongoing 1.Establish workforce
collaborative
2. New Job Creation
3. Community education and
training strategy
4. Promotion for start-up business
Enhance the Strategic Planning System Strategic priorities,
targets and initiatives
established
Refine action steps and success
measures for all strategic priorities
81
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41320 - CITY MANAGER
6101 - WAGES & SALARIES-FT EMPLOYEES 236,741$ 266,511$ 228,705$ 254,562$ 267,194$ 4.96%
6111 - SEVERANCE PAY 1,735 7,584 - - - 0.00%
6112 - CAR ALLOWANCE 6,000 6,000 5,000 6,000 6,000 0.00%
6122 - PERA COORDINATED PLAN 17,164 19,354 17,153 19,093 21,173 10.89%
6125 - FICA - SOCIAL SECURITY 13,689 14,639 13,073 14,049 14,098 0.35%
6126 - FICA - MEDICARE 3,624 4,032 3,462 3,691 3,961 7.32%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,701 22,851 23,298 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 1,584 1,696 1,759 1,705 1,831 7.39%
TOTAL PERSONAL SERVICES 303,238 342,667 292,450 324,516 341,197 5.14%
6203 - BOOKS/REFERENCE MATERIALS 64 310 184 200 250 25.00%
6219 - GENERAL OPERATING SUPPLIES 14 226 159 150 200 33.33%
6243 - MINOR COMPUTER EQUIPMENT 108 - - - 3,700 100.00%
TOTAL SUPPLIES 186 536 343 350 4,150 1085.71%
6307 - PROFESSIONAL SERVICES - - - 1,000 1,000 0.00%
6321 - TELEPHONE/PAGERS 905 760 414 775 540 -30.32%
6329 - OTHER COMMUNICATION SERVICES - - - - 430 100.00%
6331 - TRAVEL EXPENSE/MILEAGE 22 - 13 300 300 0.00%
6351 - PRINTING 38 - - - - 0.00%
6421 - SOFTWARE LICENSE - - - - 225 100.00%
6432 - CONFERENCES AND SCHOOLS 2,164 6,487 4,400 6,000 4,000 -33.33%
6433 - MEETING EXPENSES 134 122 140 500 250 -50.00%
6434 - DUES & SUBSCRIPTIONS 2,032 1,919 1,920 4,000 3,300 -17.50%
TOTAL SERVICES & OTHER CHARGES 5,295 9,288 6,887 12,575 10,045 -20.12%
TOTAL BUSINESS UNIT EXPENSES 308,719$ 352,491$ 299,680$ 337,441$ 355,392$ 5.32%
GENERAL FUND
41320 - CITY MANAGER
82
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 49,752$ 50,819$ 39,616$ 51,565$ 52,597$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 18 - 199 - - 0.00%
6111 - SEVERANCE PAY 53 199 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,608 3,691 2,986 3,867 4,076 5.40%
6125 - FICA - SOCIAL SECURITY 2,945 2,934 2,332 3,197 3,261 2.00%
6126 - FICA - MEDICARE 689 686 545 748 763 2.01%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,352 11,424 9,531 12,708 13,470 6.00%
6151 - WORKER'S COMP INSURANCE 334 323 306 345 352 2.03%
TOTAL PERSONAL SERVICES 68,751 70,076 55,515 72,430 74,519 2.88%
6219 - GENERAL OPERATING SUPPLIES 168 810 1,896 900 4,733 425.89%
6243 - MINOR COMPUTER EQUIPMENT 1,772 - - - - 0.00%
TOTAL SUPPLIES 1,940 810 1,896 900 4,733 425.89%
6322 - POSTAGE 1,233 317 - 1,000 1,700 70.00%
6331 - TRAVEL EXPENSE/MILEAGE 24 56 20 150 150 0.00%
6333 - FREIGHT/DRAYAGE - 440 - 350 400 14.29%
6342 - LEGAL NOTICES - 536 - 450 450 0.00%
6351 - PRINTING - 986 - 2,500 2,500 0.00%
6402 - EQUIPMENT SERVICES (80) 6,654 (174) 3,000 3,500 16.67%
6412 - BLDGS/FACILITIES - 1,165 - 1,300 1,300 0.00%
6415 - OTHER EQUIPMENT - - - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 210 - 280 350 350 0.00%
6433 - MEETING EXPENSES - 372 - 200 500 150.00%
6434 - DUES & SUBSCRIPTIONS 35 175 155 100 100 0.00%
6449 - OTHER CONTRACTUAL SERVICE - 25,739 4,104 7,000 37,500 435.71%
TOTAL SERVICES & OTHER CHARGES 1,422 36,440 4,385 16,700 48,750 191.92%
TOTAL BUSINESS UNIT EXPENSES 72,113$ 107,326$ 61,796$ 90,030$ 128,002$ 42.18%
GENERAL FUND
41410 - ELECTIONS
83
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41430 - CITY CLERK
6101 - WAGES & SALARIES-FT EMPLOYEES 118,140$ 120,506$ 106,903$ 122,443$ 124,892$ 2.00%
6111 - SEVERANCE PAY 495 2,057 - - - 0.00%
6122 - PERA COORDINATED PLAN 8,565 8,752 8,018 9,183 9,679 5.40%
6125 - FICA - SOCIAL SECURITY 7,881 7,939 6,751 7,591 7,743 2.00%
6126 - FICA - MEDICARE 1,843 1,857 1,579 1,775 1,811 2.03%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,704 22,848 23,350 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 791 767 822 821 836 1.83%
TOTAL PERSONAL SERVICES 160,419 164,726 147,423 167,229 171,901 2.79%
6203 - BOOKS/REFERENCE MATERIALS - - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 203 3 260 150 150 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,587 - - - 0.00%
TOTAL SUPPLIES 203 2,590 260 150 150 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 69 69 100 100 0.00%
6342 - LEGAL NOTICES 3,618 3,958 8,143 7,000 5,645 -19.36%
6351 - PRINTING 206 175 175 200 200 0.00%
6432 - CONFERENCES AND SCHOOLS 1,004 575 478 1,000 1,000 0.00%
6434 - DUES & SUBSCRIPTIONS 220 500 230 250 250 0.00%
TOTAL SERVICES & OTHER CHARGES 5,048 5,277 9,095 8,550 7,195 -15.85%
TOTAL BUSINESS UNIT EXPENSES 165,670$ 172,593$ 156,778$ 175,929$ 179,246$ 1.89%
GENERAL FUND
41430 - CITY CLERK
84
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41810 - HUMAN RESOURCES
6101 - WAGES & SALARIES-FT EMPLOYEES 196,043$ 196,665$ 178,400$ 204,339$ 208,426$ 2.00%
6111 - SEVERANCE PAY 576 2,278 - - - 0.00%
6122 - PERA COORDINATED PLAN 14,213 14,283 13,380 15,325 16,152 5.40%
6125 - FICA - SOCIAL SECURITY 12,267 12,073 11,012 12,669 12,922 2.00%
6126 - FICA - MEDICARE 2,869 2,823 2,575 2,964 3,023 1.99%
6131 - CAFETERIA PLAN CONTRIBUTIONS 34,056 34,273 34,947 38,124 40,410 6.00%
6151 - WORKER'S COMP INSURANCE 1,315 1,249 1,375 1,368 1,396 2.05%
TOTAL PERSONAL SERVICES 261,339 263,644 241,689 274,789 282,329 2.74%
6219 - GENERAL OPERATING SUPPLIES 2,120 863 949 1,550 950 -38.71%
6243 - MINOR COMPUTER EQUIPMENT - 1,579 1,116 1,100 1,150 4.55%
TOTAL SUPPLIES 2,120 2,442 2,065 2,650 2,100 -20.75%
6305 - MEDICAL SERVICES 1,058 1,431 1,911 1,200 3,000 150.00%
6307 - PROFESSIONAL SERVICES 37,210 13,977 38,361 75,000 80,504 7.34%
6331 - TRAVEL EXPENSE/MILEAGE 20 20 56 100 100 0.00%
6333 - FREIGHT/DRAYAGE - 27 - 50 50 0.00%
6432 - CONFERENCES AND SCHOOLS 735 1,340 1,275 1,500 1,900 26.67%
6434 - DUES & SUBSCRIPTIONS 479 699 564 1,000 1,300 30.00%
TOTAL SERVICES & OTHER CHARGES 39,502 17,494 42,167 78,850 86,854 10.15%
TOTAL BUSINESS UNIT EXPENSES 302,961$ 283,580$ 285,921$ 356,289$ 371,283$ 4.21%
GENERAL FUND
41810 - HUMAN RESOURCES
85
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41920 - INFORMATION TECHNOLOGY
6101 - WAGES & SALARIES-FT EMPLOYEES 168,680$ 172,051$ 152,628$ 174,822$ 178,319$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 616 729 - 1,500 2,000 33.33%
6103 - WAGES-PART TIME EMPLOYEES - - - - 23,852 100.00%
6111 - SEVERANCE PAY 820 3,390 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,274 12,548 11,447 13,342 15,906 19.22%
6125 - FICA - SOCIAL SECURITY 10,576 10,778 9,656 11,029 12,725 15.38%
6126 - FICA - MEDICARE 2,473 2,521 2,258 2,579 2,975 15.35%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,706 22,849 23,298 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 1,133 1,098 1,176 1,192 1,376 15.44%
TOTAL PERSONAL SERVICES 219,278 225,964 200,463 229,880 264,093 14.88%
6219 - GENERAL OPERATING SUPPLIES 1,142 2,072 2,205 2,500 2,055 -17.80%
6243 - MINOR COMPUTER EQUIPMENT 2,449 - 2,193 2,000 4,750 137.50%
TOTAL SUPPLIES 3,591 2,072 4,398 4,500 6,805 51.22%
6307 - PROFESSIONAL SERVICES 4,700 6,534 6,316 7,000 7,000 0.00%
6321 - TELEPHONE/PAGERS 2,052 1,520 1,199 2,000 1,880 -6.00%
6331 - TRAVEL EXPENSE/MILEAGE 664 762 373 900 900 0.00%
6333 - FREIGHT/DRAYAGE - - 11 - - 0.00%
6351 - PRINTING 38 - - - - 0.00%
6408 - COMMUNICATION/INFO SYSTEMS 3,576 3,296 2,218 5,500 4,500 -18.18%
6421 - SOFTWARE LICENSE 396 198 - 2,000 2,000 0.00%
6422 - SOFTWARE MAINT 38,186 39,574 37,922 45,000 45,000 0.00%
6423 - LOGIS CHARGES 156,303 185,280 126,790 187,863 194,363 3.46%
6432 - CONFERENCES AND SCHOOLS 270 - 360 4,000 3,500 -12.50%
TOTAL SERVICES & OTHER CHARGES 206,185 237,164 175,189 254,263 259,143 1.92%
TOTAL BUSINESS UNIT EXPENSES 429,054$ 465,200$ 380,050$ 488,643$ 530,041$ 8.47%
GENERAL FUND
41920 - INFORMATION TECHNOLOGY
86
2016 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
Resident Economic Stability
Maintain a positive financial position with a long term perspective
In 2016 we will continue to implement long-term forecasting. This includes updating our future cash
flow assumptions based on current information and review of potential financing options. An analysis
will include reviewing the impact of projected new debt issuances on the property tax levy and utility
rates.
Fiscal responsibility
In 2016 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 2016 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.
87
Enhance the customer experience
We will continue to improve the experience of our utility billing customers. We will implement Invoice
Cloud utility billing payment acceptance software allowing additional convenient and secure methods of
payments online and through an automated phone system. In 2016, we will continue to build awareness of
these additional payment options and product features. A part-time Utility Billing Clerk was added at the
end of 2015 to help provide billing and payment support for the City’s 9,000 utility accounts.
Staffing Levels
Positions FTEs 2015 2016 2017
Finance Director
Assistance Finance Director
Accountant
Accounting Technician
Utility Billing Technician
PT Utility Billing Technician
1
1
1
1
1
-
1
1
1
1
1
0.5
1
1
1
1
1
0.5
Strategic Functions/Division(s):
Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank
accounts and reconciles those bank accounts to the General Ledger on a monthly basis.
o 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.
o The Division prepares and distributes reports on the financial condition of the City.
o The Division invests available funds in approved investment types.
o The Division reports financial information to outside monitoring agencies
o 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.
o 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.
Total 5 5.5 5.5
88
o The Division oversees collection of bill payments and proper recording of those receipts.
o 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. Review and analyze alternatives for funding City infrastructure investments
b. Review purchasing process with Departments for relevance and ease of use
c. Assure adequate cash flow and investment of idle cash
2. Enhance customer access to utility account information and actions
a. Ensure on-line and phone system ability to accept payment
b. On-line access to customer account history information
c. On-line distribution option for quarterly bills
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
Previous Value Actual Value Target Value
GFOA’s Certificate of Achievements for Financial
Report
Awarded Awarded Awarded
Availability of financial reports to all users after
month-end (including City Council monthly report)
Obtaining
baseline data
22 days^
21 days
Date of audit opinion May 8, 2014 May 18, 2015 June 1, 2016
City bond credit rating AA AA AA
Rate of investment return on all cash/investments 0.353% 0.616%* 0.700%
Number of utility billing on-line accounts 998 1,186^ 1,225
*2014 Data
^Through June 30, 2015
89
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 281,845$ 351,445$ 298,563$ 364,360$ 371,090$ 1.85%
6102 - OVERTIME-FT EMPLOYEES 34 2,644 2,585 2,000 1,000 -50.00%
6103 - WAGES-PART TIME EMPLOYEES 32,227 - 2,526 - 16,480 100.00%
6111 - SEVERANCE PAY 568 2,864 2,505 - - 0.00%
6122 - PERA COORDINATED PLAN 20,544 25,717 22,776 27,477 30,192 9.88%
6125 - FICA - SOCIAL SECURITY 19,254 21,723 18,684 22,715 23,710 4.38%
6126 - FICA - MEDICARE 4,503 5,080 4,370 5,313 5,648 6.31%
6131 - CAFETERIA PLAN CONTRIBUTIONS 45,821 55,729 55,068 63,540 67,350 6.00%
6151 - WORKER'S COMP INSURANCE 2,104 2,248 2,330 2,454 2,609 6.32%
TOTAL PERSONAL SERVICES 406,900 467,450 409,407 487,859 518,079 6.19%
6201 - OFFICE SUPPLIES 449 59 582 700 700 0.00%
6203 - BOOKS/REFERENCE MATERIALS 298 207 110 600 600 0.00%
6219 - GENERAL OPERATING SUPPLIES 136 19 17 800 300 -62.50%
6242 - MINOR EQUIPMENT 2,667 364 384 1,500 500 -66.67%
6243 - MINOR COMPUTER EQUIPMENT 1,533 3,620 2,220 1,100 1,850 68.18%
TOTAL SUPPLIES 5,083 4,269 3,313 4,700 3,950 -15.96%
6301 - ACCTG, AUDIT & FIN'L SERVICES 13,172 11,106 31,267 34,000 31,999 -5.89%
6307 - PROFESSIONAL SERVICES 250 - 832 1,000 1,000 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 49 268 207 500 500 0.00%
6333 - FREIGHT/DRAYAGE 8,920 8,812 8,369 9,800 9,500 -3.06%
6341 - PERSONNEL ADVERTISING 212 - 25 500 500 0.00%
6351 - PRINTING 3,588 5,789 3,387 3,500 4,500 28.57%
6406 - MULTI-FUNCTION MTNCE 1,116 536 768 1,500 1,200 -20.00%
6432 - CONFERENCES AND SCHOOLS 2,352 2,395 995 3,200 3,200 0.00%
6433 - MEETING EXPENSES - 80 70 500 400 -20.00%
6434 - DUES & SUBSCRIPTIONS 902 630 630 1,800 700 -61.11%
6441 - LICENSES, TAXES & FEES 15 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 30,576 29,616 46,550 56,300 53,499 -4.98%
TOTAL BUSINESS UNIT EXPENSES 442,559$ 501,335$ 459,270$ 548,859$ 575,528$ 4.86%
GENERAL FUND
41520 - FINANCE
90
City of Brooklyn Center
2016 Budget
General Fund Expenses
Public Safety
2016 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
Enhanced Community Image
Perception of safety in the community
Engage troubled youth with alternatives to Court interventions by means of Diversion services to
improve outcomes.
Engage all youth with positive and constructive contacts with Police.
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 maintain a team of officers whose primary focus is to constantly monitor criminal activity
and address it in a proactive manner. This team will be uniquely trained and available 24/7 to address
trending or pattern crimes.
In 2016, we will work to engage youth who have entered the criminal justice system at the first sign of
trouble and direct them to resources that focus on improving their contribution to the community.
In 2016, we will work to identify youth who have been exposed to domestic violence in their home to
resources within Cornerstone domestic abuse services.
In 2016, we will expand our youth outreach activities to build on our already existing open gym activities,
Safety Camp and Elementary School “cop talks”.
91
Staffing Levels
Positions FTEs 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 6/30/17) 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 (10 – PT Staff ) 4.64 4.64 4.64
Total Number of Personnel 64.64 64.64 64.14
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.
92
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:
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
325 Brooklyn Center
425 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 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*1 157- 100% 100%
1-DART- Domestic Abuse Response Team
*2014 Data unless otherwise noted
93
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42110 - POLICE-ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 154,654$ 166,913$ 113,988$ 170,834$ 176,748$ 3.46%
6111 - SEVERANCE PAY 997 6,140 31,275 - - 0.00%
6122 - PERA COORDINATED PLAN 2,679 3,370 3,180 3,629 4,018 10.72%
6123 - PERA POLICE & FIRE PLAN 16,997 18,493 11,597 18,735 20,234 8.00%
6125 - FICA - SOCIAL SECURITY 2,526 3,201 2,894 3,000 3,215 7.17%
6126 - FICA - MEDICARE 2,166 2,349 2,086 2,478 2,563 3.43%
6131 - CAFETERIA PLAN CONTRIBUTIONS 15,831 19,267 13,234 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 4,448 4,413 3,283 4,696 4,806 2.34%
TOTAL PERSONAL SERVICES 200,298 224,146 181,537 228,788 238,524 4.26%
6214 - CLOTHING & PERSONAL EQUIPMENT 120 925 164 505 500 -0.99%
6219 - GENERAL OPERATING SUPPLIES 514 1,266 1,026 450 450 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 2,722 2,900 - -100.00%
TOTAL SUPPLIES 634 2,191 3,912 3,855 950 -75.36%
6305 - MEDICAL SERVICES 260 4,110 5,399 3,400 3,400 0.00%
6306 - PERSONNEL/LABOR RELATIONS 2,597 - - 5,000 5,000 0.00%
6307 - PROFESSIONAL SERVICES 5,907 6,900 23,897 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 576 790 477 790 540 -31.65%
6331 - TRAVEL EXPENSE/MILEAGE 45 73 - 100 100 0.00%
6341 - PERSONNEL ADVERTISING 318 206 225 2,000 2,000 0.00%
6412 - BLDGS/FACILITIES 6,336 6,688 7,250 7,250 7,500 3.45%
6421 - SOFTWARE LICENSE - 438 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 27,469 31,240 30,910 31,042 32,000 3.09%
6433 - MEETING EXPENSES 1,053 1,713 1,268 3,000 3,000 0.00%
6434 - DUES & SUBSCRIPTIONS 2,126 9,516 9,173 9,200 9,200 0.00%
6441 - LICENSES, TAXES & FEES 1,620 720 2,627 2,010 2,250 11.94%
TOTAL SERVICES & OTHER CHARGES 48,307 62,394 81,226 66,292 67,490 1.81%
TOTAL BUSINESS UNIT EXPENSES 249,239$ 288,731$ 266,675$ 298,935$ 306,964$ 2.69%
GENERAL FUND
42110 - POLICE-ADMINISTRATION
94
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42120 - POLICE-INVESTIGATION
6101 - WAGES & SALARIES-FT EMPLOYEES 588,750$ 542,452$ 503,626$ 588,839$ 600,651$ 2.01%
6102 - OVERTIME-FT EMPLOYEES 34,596 33,552 31,666 40,000 40,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 40 - - - - 0.00%
6105 - CONTRACTED SVCS OT 22,653 1,784 367 - - 0.00%
6111 - SEVERANCE PAY 3,073 10,405 22,386 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 93,526 89,238 86,777 96,212 103,787 7.87%
6125 - FICA - SOCIAL SECURITY (17) - - - - 0.00%
6126 - FICA - MEDICARE 9,104 8,029 7,638 9,118 9,289 1.88%
6131 - CAFETERIA PLAN CONTRIBUTIONS 74,005 69,883 71,697 88,956 94,290 6.00%
6151 - WORKER'S COMP INSURANCE 22,370 19,416 21,681 22,450 22,872 1.88%
TOTAL PERSONAL SERVICES 848,100 774,759 745,838 845,575 870,889 2.99%
6201 - OFFICE SUPPLIES - - 203 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 5,760 4,750 4,934 5,100 6,000 17.65%
6219 - GENERAL OPERATING SUPPLIES 314 366 16 425 425 0.00%
6243 - MINOR COMPUTER EQUIPMENT 5,184 1,579 - - 9,250 100.00%
TOTAL SUPPLIES 11,258 6,695 5,153 5,525 15,675 183.71%
6307 - PROFESSIONAL SERVICES 4,892 5,420 4,586 3,500 4,000 14.29%
6321 - TELEPHONE/PAGERS 2,675 4,424 2,915 7,340 4,220 -42.51%
6331 - TRAVEL EXPENSE/MILEAGE - 353 156 75 75 0.00%
6432 - CONFERENCES AND SCHOOLS 310 - - - 8,000 100.00%
6434 - DUES & SUBSCRIPTIONS 200 200 325 650 650 0.00%
6449 - OTHER CONTRACTUAL SERVICE 13,278 13,135 13,278 18,250 19,000 4.11%
TOTAL SERVICES & OTHER CHARGES 21,355 23,532 21,260 29,815 35,945 20.56%
TOTAL BUSINESS UNIT EXPENSES 880,713$ 804,986$ 772,251$ 880,915$ 922,509$ 4.72%
GENERAL FUND
42120 - POLICE-INVESTIGATION
95
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42123 - POLICE-PATROL
6101 - WAGES & SALARIES-FT EMPLOYEES 2,851,603$ 2,927,398$ 2,657,293$ 3,252,570$ 3,208,761$ -1.35%
6102 - OVERTIME-FT EMPLOYEES 211,616 214,454 198,727 191,800 197,000 2.71%
6103 - WAGES-PART TIME EMPLOYEES 116,077 134,616 129,877 125,000 125,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 100 18 39 - - 0.00%
6105 - CONTRACTED SVCS OT 13,576 3,198 516 15,000 5,000 -66.67%
6111 - SEVERANCE PAY 38,057 40,388 36,969 - - 0.00%
6122 - PERA COORDINATED PLAN 15,059 18,045 15,275 21,718 20,697 -4.70%
6123 - PERA POLICE & FIRE PLAN 430,069 467,268 457,524 507,926 531,140 4.57%
6125 - FICA - SOCIAL SECURITY 13,120 16,070 14,128 17,954 16,558 -7.78%
6126 - FICA - MEDICARE 46,214 47,796 43,443 52,338 51,414 -1.77%
6131 - CAFETERIA PLAN CONTRIBUTIONS 377,959 423,826 430,700 533,736 552,270 3.47%
6141 - UNEMPLOYMENT COMPENSATION 3,522 2,308 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 105,789 102,785 112,208 120,486 118,869 -1.34%
TOTAL PERSONAL SERVICES 4,222,761 4,398,170 4,096,699 4,838,528 4,826,709 -0.24%
6203 - BOOKS/REFERENCE MATERIALS 215 - 774 500 250 -50.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 39,279 42,927 45,817 39,500 64,500 63.29%
6217 - SAFETY SUPPLIES 941 6,118 1,191 1,000 19,000 1800.00%
6219 - GENERAL OPERATING SUPPLIES 14,159 23,624 21,304 17,500 18,000 2.86%
6242 - MINOR EQUIPMENT 471 1,568 1,317 2,725 3,000 10.09%
6243 - MINOR COMPUTER EQUIPMENT 11,490 53,239 27,503 28,300 30,315 7.12%
TOTAL SUPPLIES 66,555 127,476 97,906 89,525 135,065 50.87%
6305 - MEDICAL SERVICES - - 942 1,175 1,000 -14.89%
6306 - PERSONNEL/LABOR RELATIONS 2,600 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 3,918 5,893 2,516 1,000 2,000 100.00%
6321 - TELEPHONE/PAGERS 8,538 8,703 5,416 9,180 8,120 -11.55%
6323 - RADIO COMMUNICATIONS 18,058 14,558 15,146 19,620 19,620 0.00%
6329 - OTHER COMMUNICATION SERVICES 16,393 21,749 17,023 22,440 21,840 -2.67%
6331 - TRAVEL EXPENSE/MILEAGE - 11 219 100 100 0.00%
6333 - FREIGHT/DRAYAGE 41 70 27 - - 0.00%
6402 - EQUIPMENT SERVICES 2,614 2,390 10,529 6,000 6,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS - 150 - - - 0.00%
6421 - SOFTWARE LICENSE 1,556 - - - - 0.00%
6422 - SOFTWARE MAINTENANCE - - 1,625 - 2,200 100.00%
6423 - LOGIS CHARGES 12,599 19,486 17,211 20,213 20,519 1.51%
6428 - PROTECTION SERVICES - - 3,456 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 4,294 6,025 6,425 5,800 5,800 0.00%
6447 - TOWING CHARGES 821 1,741 829 700 750 7.14%
6449 - OTHER CONTRACTUAL SERVICE 31,751 25,730 27,259 31,000 32,000 3.23%
TOTAL SERVICES & OTHER CHARGES 103,183 106,506 108,623 117,228 119,949 2.32%
6461 - FUEL CHARGES 141,286 144,003 97,787 160,683 128,796 -19.84%
6462 - FIXED CHARGES 41,491 30,822 27,947 33,536 28,006 -16.49%
6463 - REPAIR & MAINT CHARGES 119,252 102,598 86,196 125,570 127,735 1.72%
6465 - REPLACEMENT CHARGES 134,983 154,451 121,868 146,241 152,863 4.53%
TOTAL CENTRAL GARAGE CHARGES 437,012 431,874 333,798 466,030 437,400 -6.14%
TOTAL BUSINESS UNIT EXPENSES 4,829,511$ 5,064,026$ 4,637,026$ 5,511,311$ 5,519,123$ 0.14%
GENERAL FUND
42123 - POLICE-PATROL
96
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42151 - POLICE-SUPPORT SERVICES
6101 - WAGES & SALARIES-FT EMPLOYEES 367,808$ 359,821$ 347,888$ 440,313$ 446,610$ 1.43%
6102 - OVERTIME-FT EMPLOYEES 1,197 11,282 1,153 1,500 1,500 0.00%
6111 - SEVERANCE PAY 537 2,217 - - - 0.00%
6122 - PERA COORDINATED PLAN 26,753 26,954 26,178 33,136 34,728 4.80%
6125 - FICA - SOCIAL SECURITY 24,320 23,868 22,619 27,394 27,782 1.42%
6126 - FICA - MEDICARE 5,688 5,584 5,290 6,406 6,498 1.44%
6131 - CAFETERIA PLAN CONTRIBUTIONS 80,560 81,342 82,321 114,372 121,230 6.00%
6151 - WORKER'S COMP INSURANCE 2,468 2,334 2,687 2,969 3,010 1.38%
TOTAL PERSONAL SERVICES 509,331 513,402 488,136 626,090 641,358 2.44%
6201 - OFFICE SUPPLIES 5,148 2,737 4,881 6,000 6,000 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,546 2,920 3,130 2,800 7,300 160.71%
6219 - GENERAL OPERATING SUPPLIES 2,830 2,612 2,696 3,250 3,250 0.00%
6242 - MINOR EQUIPMENT 158 1,034 566 700 1,700 142.86%
6243 - MINOR COMPUTER EQUIPMENT 2,063 2,862 - - 1,350 100.00%
TOTAL SUPPLIES 11,745 12,165 11,273 12,750 19,600 53.73%
6307 - PROFESSIONAL SERVICES 331 2,061 797 750 - -100.00%
6321 - TELEPHONE/PAGERS 9,495 5,529 1,601 2,975 2,280 -23.36%
6329 - OTHER COMMUNICATION SERVICES 6,317 5,028 1,415 2,200 2,200 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - 16 50 50 0.00%
6333 - FREIGHT/DRAYAGE 12 67 220 200 200 0.00%
6342 - LEGAL NOTICES - - 50 - - 0.00%
6351 - PRINTING 5,605 7,059 5,664 7,850 7,850 0.00%
6402 - EQUIPMENT SERVICES 9,327 4,994 9,206 18,560 - -100.00%
6406 - MULTI-FUNCTION MTNCE 4,049 4,067 3,365 4,600 4,700 2.17%
6421 - SOFTWARE LICENSE 287 588 269 - - 0.00%
6422 - SOFTWARE MAINT 50 3,589 3,755 3,750 6,250 66.67%
6423 - LOGIS CHARGES 90,432 137,990 123,084 148,358 165,158 11.32%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 272 - - - - 0.00%
6441 - LICENSES, TAXES & FEES 499 394 430 365 250 -31.51%
6448 - PRISONER BOARDING CHARGES 90,528 94,942 86,375 110,000 105,200 -4.36%
6449 - OTHER CONTRACTUAL SERVICE - - 2,820 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 217,204 266,308 239,067 299,658 294,138 -1.84%
TOTAL BUSINESS UNIT EXPENSES 738,280$ 791,875$ 738,476$ 938,498$ 955,096$ 1.77%
GENERAL FUND
42151 - POLICE-SUPPORT SERVICES
97
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42170 - POLICE-STATIONS AND BLDGS
6101 - WAGES & SALARIES-FT EMPLOYEES 35,279$ 26,125$ 28,070$ 36,494$ 37,224$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 607 - - 1,000 2,200 120.00%
6103 - WAGES-PART TIME EMPLOYEES - - - - - 0.00%
6111 - SEVERANCE PAY 132 462 4,227 - - 0.00%
6122 - PERA COORDINATED PLAN 2,602 1,898 2,105 2,902 3,056 5.31%
6125 - FICA - SOCIAL SECURITY 2,436 1,827 2,166 2,399 2,444 1.88%
6126 - FICA - MEDICARE 570 427 507 561 572 1.96%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,358 11,424 10,590 12,708 13,470 6.00%
6151 - WORKER'S COMP INSURANCE 1,761 1,237 1,602 1,912 1,948 1.88%
TOTAL PERSONAL SERVICES 54,745 43,400 49,267 57,976 60,914 5.07%
6201 - OFFICE SUPPLIES - 26 - - - 0.00%
6211 - CLEANING SUPPLIES 245 2,271 1,468 2,000 2,000 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 100 100 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS - - - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES - 1,009 3,590 - 1,000 100.00%
6225 - PARK & LANDSCAPE MATERIALS - - - 600 750 25.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 4,791 3,257 7,775 4,100 4,100 0.00%
6241 - SMALL TOOLS - - 80 - - 0.00%
6242 - MINOR EQUIPMENT - 90 1,800 1,200 1,250 4.17%
TOTAL SUPPLIES 5,036 6,653 14,713 8,250 9,450 14.55%
6381 - ELECTRIC 69,068 66,210 61,001 61,500 62,500 1.63%
6382 - GAS 18,473 24,032 16,893 23,000 23,000 0.00%
6383 - WATER 2,773 1,387 1,568 5,000 5,000 0.00%
6384 - REFUSE DISPOSAL 1,875 1,922 1,641 2,500 2,500 0.00%
6385 - SEWER 949 527 525 4,000 3,000 -25.00%
6386 - STORM SEWER 654 654 489 800 800 0.00%
6387 - HEATING OIL - - - 1,000 1,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 2,172 1,135 341 2,750 2,750 0.00%
6389 - STREET LIGHTS 179 197 147 200 200 0.00%
6402 - EQUIPMENT SERVICES 299 6,559 7,005 2,100 3,000 42.86%
6403 - BLDGS/FACILITIES MAINT SERVICE 22,756 17,673 26,213 26,000 26,000 0.00%
6405 - PARK & LANDSCAPE SERVICES 4,306 4,396 3,925 6,000 6,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 3,066 - - 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 110 120 110 - 100 100.00%
6449 - OTHER CONTRACTUAL SERVICE 10,548 23,525 20,726 12,500 12,500 0.00%
TOTAL SERVICES & OTHER CHARGES 137,228 148,337 140,584 149,350 150,350 0.67%
6520 - BUILDINGS & FACILITIES - - 9,774 42,000 10,000 -76.19%
TOTAL CAPITAL OUTLAY - - 9,774 42,000 10,000 -76.19%
TOTAL BUSINESS UNIT EXPENSES 197,009$ 198,390$ 214,338$ 257,576$ 230,714$ -10.43%
GENERAL FUND
42170 - POLICE-STATIONS AND BLDGS
98
2016 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 from the adverse effects
of fire and other dangerous conditions, whether manmade or acts of nature. This will be accomplished
through public education and a commitment to excellence in training and superior customer service.
Department/Division Description:
The Brooklyn Center Fire Department is a progressive, full-service, volunteer department which provides
fire suppression, emergency medical response, public education programs, and inspections of existing
buildings within the community. The department has an authorized strength of 40 volunteer firefighters,
who work out of two fire stations, and employ a full-time Fire Chief, who also serves as the Fire Marshal,
and Emergency Management Director, a full-time Deputy Fire Chief of Operations, and a full-time
Administrative Support person.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Key Infrastructure Investments
Safety
In 2016 the fire department is planning to proactively improve customer service through the
incremental implementation of a new staffing model and improve the quality and delivery of fire
prevention and safety education. We believe it to be an efficient and effective means to meet the
community’s high expectation as it relates to public safety and emergency response; all the while
remaining fiscally conservative in our approach.
Our recommendations are guided by our desire to inspire innovation as it relates to customer service,
recognize fiscal limitations by identifying cost savings opportunities.
Program Recommendations:
Incrementally expand the duty crew shifts to a 12 hour model with the long term goal of
implementing a 24 hour Duty Crew Staffing Model.
Hire a full-time Fire Inspector to meet our annual goal of completing all fire inspections and
life safety education duties.
Staffing Levels
Positions FTEs 2015 2016 2017
Fire Chief
Deputy Fire Chief
Fire Inspector/Training Officer
Administrative Coordinator
Volunteer Firefighters (Current authorized strength is 40)
1
1
1
38
1
1
1
1
40
1
1
1
1
40
Total 41 44 44
99
Operational Functions/Division(s):
Fire Prevention/Education
The fire department offers a variety of public education opportunities which focus on fire
prevention providing people the knowledge and skills they need to lead safer lives.
Additionally the fire department conducts building inspections within the community making
the community a safer place.
Emergency Response
Provides fire suppression, emergency medical services, mitigation of hazardous materials spills
and leaks, and other rescue services to the citizens and visitors whom transverse our
community.
Emergency Management
Helps to identify and mitigate risks within the community through individual and
organizational preparedness. Through planning, training, conducting emergency management
drills, and coordination of the city’s response to disasters.
Annual Operating Goal and Strategies:
Emergency Response
Reduce the loss of life and property from fire events.
a. Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time
(NFPA Standard 1720).
b. Confine fire to room of origin 75% of the time.
c. Recruit and hire 10 additional firefighters who are day available and are able to respond to
calls between 06:00-18:00.
Fire Prevention/Education
Fire prevention reduces the loss of life and property from fire and emergency medical events
through education.
a. Conduct commercial property inspections throughout each district in accordance with the
fire departments inspection cycle.
b. Continue implementation of public awareness campaign for seniors concerning household
hazards through the support of a program titled Household & Outside Maintenance for
Elderly (H.O.M.E.)
c. Finish the Public Educations Division pursuit of obtaining certification from the State Fire
Marshal’s Office to be recognized as a Juvenile Fire Setter Program to aid in mitigating
and preventing children from playing with fire within the city and the surrounding area.
d. Implement a “Smoke Busters” Campaign which will focus on installing new smoke
detectors and carbon monoxide detectors in home’s within the community who do not
currently have operating ones. This will also allow firefighters to discuss the need for an
escape plan.
100
Emergency Management
Prepare the community and city staff to respond to, recover from, and reduce the effects of
natural or manmade disasters.
a. Assure all leadership team members and key city staff is trained to the appropriate National
Incident Management Level (NIMS).
b. Conduct an annual emergency management tabletop exercise.
c. Develop an Emergency Management community web page which contains information on
personal preparedness.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Achieve a 9 minute response time to a structure fire
with 15 firefighters 90% of the time (NFPA
Standard 1720).
79.2%
(19/24 occurrences) 90%
Confine fire to room of origin 75% of the time. 54.2%
(13/24 occurrences)
75%
Percentage of commercial properties inspected in
accordance with inspection cycle
100%
District 2 100%
Educational program presentations per year 87 40
Number of smoke and CO alarms installed 31 smoke/30 CO 60 smoke/50 CO
Number of Educational presentations for City Staff 3 4
*2014 data
Capital Outlay and Other Initiatives with Significant Budget Impact
$242,623.85 for the replacement of the department’s Self Contained Breathing Apparatus
(SCBA). The SCBA’s will need to be replaced by 2018; therefore this is a placeholder to
recognize funds will be required to purchase new ones in 2018. This amount is provided
through a lease to own program over a 5 year period at a cost of $52,634.
The City will need $146,000 for the replacement of the department’s mobile and portable
radios. Hennepin County Dispatch will no longer support the radios the department
currently possesses after 2018. Additionally Motorola no longer produces this model
therefore parts for repair will become significantly more difficult to find over time. The
City anticipates entering into a lease in 2018.
Request $46,020 to move from PT to FT Fire Inspector/Training Officer
$49,528.92 of budgeted fire funds will be redirected to cover the entire cost of expanding
the duty crew by 2.5 hours and approximately 38% of the FT Fire Inspector Salary
101
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42210 - FIRE
6101 - WAGES & SALARIES-FT EMPLOYEES 104,129$ 120,786$ 144,110$ 196,516$ 252,114$ 28.29%
6103 - WAGES-PART TIME EMPLOYEES 255,876 274,862 180,607 295,000 265,616 -9.96%
6111 - SEVERANCE PAY 566 2,490 - - - 0.00%
6122 - PERA COORDINATED PLAN 2,050 1,151 - - - 0.00%
6123 - PERA POLICE & FIRE PLAN 15,038 17,935 23,346 30,667 40,842 33.18%
6125 - FICA - SOCIAL SECURITY 15,810 17,207 11,139 18,290 16,468 -9.96%
6126 - FICA - MEDICARE 5,244 5,746 4,650 7,127 7,507 5.33%
6127 - FIRE RELIEF ASSOCIATION 135,340 153,545 148,061 141,471 135,000 -4.57%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,647 11,752 18,153 25,416 40,410 58.99%
6141 - UNEMPLOYMENT COMPENSATION 6 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 50,443 56,931 58,252 46,076 49,401 7.22%
TOTAL PERSONAL SERVICES 596,149 662,405 588,318 760,563 807,358 6.15%
6201 - OFFICE SUPPLIES 162 2,754 508 800 800 0.00%
6203 - BOOKS/REFERENCE MATERIALS 1,858 480 316 3,000 1,200 -60.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 20,383 25,533 32,037 25,000 14,800 -40.80%
6217 - SAFETY SUPPLIES - 439 - 400 400 0.00%
6219 - GENERAL OPERATING SUPPLIES 16,531 14,736 9,918 18,000 18,800 4.44%
6219.1 - GEN OP SUP-FIRE EDUCATION 2,981 - 1,920 3,000 3,000 0.00%
6241 - SMALL TOOLS 1,058 198 - 800 800 0.00%
6242 - MINOR EQUIPMENT 13,531 14,966 15,336 20,000 18,000 -10.00%
6243 - MINOR COMPUTER EQUIPMENT 4,574 30,918 4,283 4,300 4,500 4.65%
TOTAL SUPPLIES 61,078 90,024 64,318 75,300 62,300 -17.26%
6305 - MEDICAL SERVICES 2,685 11,015 320 12,000 8,000 -33.33%
6307 - PROFESSIONAL SERVICES 7,332 15,024 2,846 - 4,000 100.00%
6321 - TELEPHONE/PAGERS 3,367 3,722 3,525 3,975 4,920 23.77%
6323 - RADIO COMMUNICATIONS 9,288 8,840 7,000 8,500 8,500 0.00%
6329 - OTHER COMMUNICATION SERVICES 3,241 3,944 4,185 7,550 7,170 -5.03%
6331 - TRAVEL EXPENSE/MILEAGE - - - 400 400 0.00%
6341 - PERSONNEL ADVERTISING 126 60 40 800 1,000 25.00%
6351 - PRINTING 561 78 91 500 600 20.00%
6381 - ELECTRIC 24,101 20,798 18,787 21,900 23,000 5.02%
6382 - GAS 15,421 21,699 13,445 24,250 24,250 0.00%
6383 - WATER 2,207 1,833 1,297 3,355 4,100 22.21%
6385 - SEWER 1,785 2,456 1,380 2,100 2,100 0.00%
6386 - STORM SEWER 549 941 706 600 600 0.00%
6389 - STREET LIGHTS 150 283 213 150 150 0.00%
6402 - EQUIPMENT SERVICES 8,157 6,556 9,218 3,000 5,000 66.67%
6406 - MULTI-FUNCTION MTNCE 328 338 427 500 500 0.00%
6422 - SOFTWARE MAINT 968 7,540 2,065 2,200 2,250 2.27%
6432 - CONFERENCES AND SCHOOLS 4,197 10,283 8,751 10,000 15,000 50.00%
6433 - MEETING EXPENSES - 32 56 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 3,288 2,748 4,304 2,500 3,500 40.00%
6443 - PRIZE AWARDS/EXPENSE REIMB 618 958 724 1,500 1,500 0.00%
6444 - RELOCATION EXPENSES - - 3,000 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 217 401 172 1,850 2,000 8.11%
TOTAL SERVICES & OTHER CHARGES 88,586 119,549 82,552 107,630 118,540 10.14%
6461 - FUEL CHARGES 15,021 16,066 9,347 16,995 15,289 -10.04%
6462 - FIXED CHARGES 26,399 32,753 27,373 32,848 28,330 -13.75%
6463 - REPAIR & MAINT CHARGES 53,649 35,334 33,452 36,805 38,970 5.88%
6465 - REPLACEMENT CHARGES 128,441 133,039 114,655 137,586 147,772 7.40%
TOTAL CENTRAL GARAGE CHARGES 223,510 217,192 184,827 224,234 230,361 2.73%
6540 - EQUIPMENT & MACHINERY - - 13,916 15,000 52,634 250.89%
TOTAL CAPITAL OUTLAY - - 13,916 15,000 52,634 250.89%
TOTAL BUSINESS UNIT EXPENSES 969,323$ 1,089,170$ 933,931$ 1,182,727$ 1,271,193$ 7.48%
GENERAL FUND
42210 - FIRE
102
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42510 - EMERGENCY PREPAREDNESS
6101 - WAGES & SALARIES-FT EMPLOYEES 49,753$ 46,809$ 45,068$ 52,636$ 53,907$ 2.41%
6111 - SEVERANCE PAY 287 1,172 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,607 3,400 3,380 3,948 4,178 5.83%
6125 - FICA - SOCIAL SECURITY 3,218 3,030 2,913 3,263 3,342 2.42%
6126 - FICA - MEDICARE 753 709 681 763 782 2.49%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,352 11,424 11,649 12,708 13,470 6.00%
6151 - WORKER'S COMP INSURANCE 334 298 347 353 361 2.27%
TOTAL PERSONAL SERVICES 69,304 66,842 64,038 73,671 76,040 3.22%
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 - - - 800 800 0.00%
6242 - MINOR EQUIPMENT - - - 2,500 3,000 20.00%
TOTAL SUPPLIES - - - 4,350 4,850 11.49%
6381 - ELECTRIC 344 331 283 350 350 0.00%
6402 - EQUIPMENT SERVICES 1,073 2,008 2,109 2,500 2,500 0.00%
6408 - COMMUNICATION/INFO SYSTEMS 1,004 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,800 1,300 1,795 2,000 3,000 50.00%
6434 - DUES & SUBSCRIPTIONS 200 200 260 450 450 0.00%
TOTAL SERVICES & OTHER CHARGES 4,421 3,839 4,447 5,300 6,300 18.87%
TOTAL BUSINESS UNIT EXPENSES 73,725$ 70,681$ 68,485$ 83,321$ 87,190$ 4.64%
GENERAL FUND
42510 - EMERGENCY PREPAREDNESS
103
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104
City of Brooklyn Center
2016 Budget
General Fund Expenses
Community Activities, Recreation & Services
2016 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
Strengthened and Empowered Youth
Mobile Recreation Initiative
This initiative will be a completely new line of recreation programming in 2016. Instead of hosting a
program at a designated site, we will bring the programming out into the community. We will match
program locations to areas with a high density of youth, ensuring the most critical areas of the community
are served.
We will begin the program with four sites in 2016 and expand to eight sites in 2017.
Inclusive Community Engagement
Amphitheater Programming
The new Centennial, Civic & Veterans Memorial Amphitheater was completed in late 2015. The
2016/2017 budget includes an allocation for a full slate of entertainment events for 2016 and 2017.
105
Staffing Levels
Positions FTEs 2015 2016 2017
CARS Director
CARS Admin Assistant
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
-
3
-
13
1
1
1
3
-
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. Refine 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. Participant surveys
b. Youth survey data
c. Program evaluations
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 7,995 8,150
Households Participating in Recreation Programs 25% (2012) 27% (2016 Survey)
Programs Meeting Needs 95% (2012) 96% (2016 Survey)
Customer Satisfaction Ratings (good, excellent) 97% (2012) 98% (2016 Survey)
Maintenance Work Orders Processed Obtaining Baseline Data 2.0% Increase over
baseline
Energy Consumption-City Owned Buildings $377,818 $370,261
*2014 data, unless noted otherwise
Capital Outlay
$50,000 Misc. carpet/paint Civic Center (CBMP)
$10,000 Misc. carpet/paint Police Station (CBMP
$13,000 Annual maintenance shut down supplies (CBMP)
$20,000 Community Center equipment replacement
$6,500 Pool vacuum replacement
107
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45010 - CARS ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 151,459$ 157,524$ 143,185$ 164,001$ 167,282$ 2.00%
6111 - SEVERANCE PAY 1,167 4,746 - - - 0.00%
6122 - PERA COORDINATED PLAN 10,981 11,441 10,739 12,300 12,964 5.40%
6125 - FICA - SOCIAL SECURITY 8,983 9,189 8,384 10,168 10,310 1.40%
6126 - FICA - MEDICARE 2,101 2,149 1,961 2,378 2,426 2.02%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,702 20,346 23,298 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 1,016 1,002 1,103 1,098 1,120 2.00%
TOTAL PERSONAL SERVICES 198,409 206,397 188,670 215,361 221,042 2.64%
6219 - GENERAL OPERATING SUPPLIES 11 249 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 915 - - - 1,850 100.00%
TOTAL SUPPLIES 926 249 - - 1,850 100.00%
6321 - TELEPHONE/PAGERS 482 787 392 765 540 -29.41%
6331 - TRAVEL EXPENSE/MILEAGE - - 29 200 200 0.00%
6351 - PRINTING 19 112 - - - 0.00%
6402 - EQUIPMENT SERVICES - - - 1,000 - -100.00%
6432 - CONFERENCES AND SCHOOLS 1,215 1,056 732 1,500 1,500 0.00%
6433 - MEETING EXPENSES 46 120 87 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 264 - 352 300 500 66.67%
6441 - LICENSES, TAXES & FEES 35 88 962 - 1,000 100.00%
TOTAL SERVICES & OTHER CHARGES 2,061 2,163 2,554 4,265 4,240 -0.59%
TOTAL BUSINESS UNIT EXPENSES 201,396$ 208,809$ 191,224$ 219,626$ 227,132$ 3.42%
GENERAL FUND
45010 - CARS ADMINISTRATION
108
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45110 - CARS-REC ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 249,406$ 255,866$ 225,052$ 257,767$ 262,922$ 2.00%
6103 - WAGES-PART TIME EMPLOYEES 40,739 46,325 35,627 41,000 43,000 4.88%
6104 - OVERTIME-PART TIME EMPLOYEES 94 - - - - 0.00%
6111 - SEVERANCE PAY 1,605 6,241 - - - 0.00%
6122 - PERA COORDINATED PLAN 21,042 21,888 19,551 22,408 23,554 5.11%
6125 - FICA - SOCIAL SECURITY 18,480 18,961 16,423 18,524 18,842 1.72%
6126 - FICA - MEDICARE 4,322 4,434 3,841 4,332 4,408 1.75%
6131 - CAFETERIA PLAN CONTRIBUTIONS 45,408 45,697 46,596 50,832 53,880 6.00%
6151 - WORKER'S COMP INSURANCE 2,494 2,566 2,160 2,003 2,035 1.60%
TOTAL PERSONAL SERVICES 383,590 401,978 349,250 396,866 408,641 2.97%
6201 - OFFICE SUPPLIES 1,690 1,352 2,429 2,300 2,000 -13.04%
6217 - SAFETY SUPPLIES 314 123 - 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,569 1,592 2,104 3,250 3,000 -7.69%
6239 - OTHER REPAIR & MAINT SUPPLIES - 1,681 - - - 0.00%
6242 - MINOR EQUIPMENT 446 364 - 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 4,539 5,099 - - - 0.00%
TOTAL SUPPLIES 9,558 10,211 4,533 6,550 6,000 -8.40%
6321 - TELEPHONE/PAGERS 105 99 174 122 240 96.72%
6322 - POSTAGE 5,597 5,889 6,248 6,500 6,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 636 887 513 1,000 1,000 0.00%
6341 - PERSONNEL ADVERTISING - 239 25 750 750 0.00%
6349 - OTHER ADVERTISING - - 60 400 250 -37.50%
6351 - PRINTING 12,827 13,881 11,031 13,250 14,500 9.43%
6402 - EQUIPMENT SERVICES - - 170 2,000 1,500 -25.00%
6406 - MULTI-FUNCTION MTNCE 4,451 4,469 4,934 4,800 5,300 10.42%
6422 - SOFTWARE MAINT 7,658 8,041 7,962 8,300 8,500 2.41%
6423 - LOGIS CHARGES - - - - 30,400 100.00%
6432 - CONFERENCES AND SCHOOLS - - 50 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 65 329 - 500 500 0.00%
6435 - CREDIT CARD FEES 17,096 14,234 12,990 17,500 16,000 -8.57%
6441 - LICENSES, TAXES & FEES 986 993 - 1,650 1,700 3.03%
6449 - OTHER CONTRACTUAL SERVICE 1,369 1,708 3,279 2,500 3,000 20.00%
TOTAL SERVICES & OTHER CHARGES 50,790 50,769 47,436 59,272 90,140 52.08%
TOTAL BUSINESS UNIT EXPENSES 443,938$ 462,958$ 401,219$ 462,688$ 504,781$ 9.10%
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
109
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45111 - CARS-ADULT RECREATION
5586 - COST OF SALES-MISC 751$ 811$ 54$ -$ 450$ 100.00%
TOTAL COST OF SALES 751 811 54 - 450 100.00%
6103 - WAGES-PART TIME EMPLOYEES 53,680 49,237 37,663 54,772 55,272 0.91%
6122 - PERA COORDINATED PLAN 2,775 2,598 2,118 3,936 4,284 8.84%
6125 - FICA - SOCIAL SECURITY 3,328 3,057 2,347 3,253 3,427 5.35%
6126 - FICA - MEDICARE 778 715 549 761 801 5.26%
6151 - WORKER'S COMP INSURANCE 768 669 621 750 791 5.47%
TOTAL PERSONAL SERVICES 61,329 56,276 43,298 63,472 64,575 1.74%
6219 - GENERAL OPERATING SUPPLIES 10,353 16,893 12,238 11,820 13,020 10.15%
TOTAL SUPPLIES 10,353 16,893 12,238 11,820 13,020 10.15%
6307 - PROFESSIONAL SERVICES 8,326 9,161 3,911 14,170 14,170 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - 66 - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 3,248 3,412 275 4,000 4,000 0.00%
6351 - PRINTING - - - - - 0.00%
6364 - DRAM SHOP INSURANCE 1,124 839 988 - 1,033 100.00%
6384 - REFUSE DISPOSAL 753 1,422 2,387 2,100 2,300 9.52%
6402 - EQUIPMENT SERVICES - - - 750 750 0.00%
6432 - CONFERENCES AND SCHOOLS 450 210 271 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 69,390 63,220 73,783 67,300 67,850 0.82%
6491 - MERCHANDISE FOR RESALE 395 616 1,916 500 600 20.00%
TOTAL SERVICES & OTHER CHARGES 83,686 78,880 83,597 89,320 91,203 2.11%
TOTAL BUSINESS UNIT EXPENSES 156,119$ 152,860$ 139,187$ 164,612$ 169,248$ 2.82%
GENERAL FUND
45111 - CARS-ADULT RECREATION
110
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45112 - CARS-TEEN PROGRAMS
6102 - OVERTIME-FT EMPLOYEES -$ -$ -$ 1,000$ 1,000$ 0.00%
6103 - WAGES-PART TIME EMPLOYEES 1,661 317 - 5,500 5,500 0.00%
6122 - PERA COORDINATED PLAN - 23 - - 504 100.00%
6123 - PERA POLICE & FIRE PLAN - - - - - 0.00%
6125 - FICA - SOCIAL SECURITY 103 20 - - 403 100.00%
6126 - FICA - MEDICARE 24 5 - - 94 100.00%
6151 - WORKER'S COMP INSURANCE 24 4 - - 93 100.00%
TOTAL PERSONAL SERVICES 1,812 369 - 6,500 7,594 16.83%
6219 - GENERAL OPERATING SUPPLIES 770 688 631 1,600 1,650 3.13%
TOTAL SUPPLIES 770 688 631 1,600 1,650 3.13%
6307 - PROFESSIONAL SERVICES - 2,000 6,258 3,000 3,200 6.67%
6449 - OTHER CONTRACTUAL SERVICE 6,000 2,685 - 6,000 - -100.00%
TOTAL SERVICES & OTHER CHARGES 6,000 4,685 6,258 9,000 3,200 -64.44%
TOTAL BUSINESS UNIT EXPENSES 8,582$ 5,742$ 6,889$ 17,100$ 12,444$ -27.23%
GENERAL FUND
45112 - CARS-TEEN PROGRAMS
111
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45113 - CARS-YOUTH PROGRAMS
6103 - WAGES-PART TIME EMPLOYEES 34,654$ 35,521$ 38,842$ 33,500$ 40,559$ 21.07%
6104 - OVERTIME-PART TIME EMPLOYEES - 8 20 - - 0.00%
6122 - PERA COORDINATED PLAN 686 538 651 1,820 2,681 47.31%
6125 - FICA - SOCIAL SECURITY 2,151 2,211 2,410 1,857 2,515 35.43%
6126 - FICA - MEDICARE 503 517 564 434 588 35.48%
6141 - UNEMPLOYMENT COMPENSATION - 119 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 507 489 644 430 580 34.88%
TOTAL PERSONAL SERVICES 38,501 39,403 43,131 38,041 46,923 23.35%
6212 - MOTOR FUELS - - - - 1,600 100.00%
6219 - GENERAL OPERATING SUPPLIES 16,820 11,866 10,139 21,975 16,800 -23.55%
TOTAL SUPPLIES 16,820 11,866 10,139 21,975 18,400 -16.27%
6321 - TELEPHONE/PAGERS 178 204 - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 340 230 (5) 350 350 0.00%
6384 - REFUSE DISPOSAL - - - - - 0.00%
6433 - MEETING EXPENSES - - - - 800 100.00%
6449 - OTHER CONTRACTUAL SERVICE 630 1,131 748 600 600 0.00%
TOTAL SERVICES & OTHER CHARGES 1,148 1,565 743 950 1,750 84.21%
TOTAL BUSINESS UNIT EXPENSES 56,469$ 52,834$ 54,013$ 60,966$ 67,073$ 10.02%
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
112
2015
2013 2014 November 2015 2016
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 7,147 3,978 3,003 9,300 9,800 5.38%
6122 - PERA COORDINATED PLAN 235 (3) 21 698 759 8.74%
6125 - FICA - SOCIAL SECURITY 443 220 186 577 608 5.37%
6126 - FICA - MEDICARE 104 51 44 135 142 5.19%
6141 - UNEMPLOYMENT COMPENSATION 4,868 197 28 - - 0.00%
6151 - WORKER'S COMP INSURANCE 106 33 53 133 140 5.26%
TOTAL PERSONAL SERVICES 12,903 4,041 3,335 10,843 11,449 5.59%
6219 - GENERAL OPERATING SUPPLIES 10 - - 75 80 6.67%
TOTAL SUPPLIES 10 - - 75 80 6.67%
6412 - BLDGS/FACILITIES 9,687 9,466 4,936 9,600 9,800 2.08%
6431 - SPECIAL EVENTS - - - - 4,015 100.00%
6449 - OTHER CONTRACTUAL SERVICE 8,100 - 8,400 9,000 19,000 111.11%
TOTAL SERVICES & OTHER CHARGES 17,787 9,466 13,336 18,600 32,815 76.42%
TOTAL BUSINESS UNIT EXPENSES 30,700$ 13,507$ 16,671$ 29,518$ 44,344$ 50.23%
GENERAL FUND
45119 - CARS-GENERAL REC
113
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45122 - CARS-COMMUNITY CENTER
6101 - WAGES & SALARIES-FT EMPLOYEES -$ 488$ -$ -$ -$ 0.00%
6103 - WAGES-PART TIME EMPLOYEES 40,192 35,304 23,962 58,000 48,000 -17.24%
6104 - OVERTIME-PART TIME EMPLOYEES 756 - 10 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 2,616 2,599 1,798 4,275 3,953 -7.53%
6125 - FICA - SOCIAL SECURITY 2,539 2,219 1,486 3,534 3,162 -10.53%
6126 - FICA - MEDICARE 594 519 348 827 740 -10.52%
6141 - UNEMPLOYMENT COMPENSATION - 481 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 620 505 396 2,606 2,519 -3.34%
TOTAL PERSONAL SERVICES 47,317 42,115 28,000 70,242 59,374 -15.47%
6219 - GENERAL OPERATING SUPPLIES 340 28 1,327 1,500 1,500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - - 736 - - 0.00%
6242 - MINOR EQUIPMENT 446 2,702 48,510 8,000 18,000 125.00%
6243 - MINOR COMPUTER EQUIPMENT 3,490 - 1,618 - - 0.00%
TOTAL SUPPLIES 4,276 2,730 52,191 9,500 19,500 105.26%
6384 - REFUSE DISPOSAL 906 625 - 1,000 1,000 0.00%
6402 - EQUIPMENT SERVICES 3,428 913 12,151 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,739 7,687 - 5,000 5,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 80,461 91,526 80,661 120,000 105,000 -12.50%
6491 - MERCHANDISE FOR RESALE 551 674 1,520 1,000 1,000 0.00%
TOTAL SERVICES & OTHER CHARGES 89,085 101,425 94,332 129,000 114,000 -11.63%
6540 - EQUIPMENT & MACHINERY - - - 12,500 33,000 164.00%
TOTAL CAPITAL OUTLAY - - - 12,500 33,000 164.00%
TOTAL BUSINESS UNIT EXPENSES 140,678$ 146,270$ 174,523$ 221,242$ 225,874$ 2.09%
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
114
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45124 - CARS-POOL
6103 - WAGES-PART TIME EMPLOYEES 238,411$ 230,080$ 185,253$ 225,000$ 236,000$ 4.89%
6104 - OVERTIME-PART TIME EMPLOYEES 1,065 405 83 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 9,695 8,980 6,772 17,775 18,368 3.34%
6125 - FICA - SOCIAL SECURITY 14,863 14,314 11,511 14,694 14,694 0.00%
6126 - FICA - MEDICARE 3,476 3,348 2,692 3,437 3,437 0.00%
6141 - UNEMPLOYMENT COMPENSATION 1,380 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 3,419 3,119 3,057 3,389 3,389 0.00%
TOTAL PERSONAL SERVICES 272,309 260,246 209,368 265,295 276,888 4.37%
6211 - CLEANING SUPPLIES 63 1,858 - - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 23,735 27,776 17,841 7,000 7,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 5,903 2,389 2,588 4,750 5,000 5.26%
6239 - OTHER REPAIR & MAINT SUPPLIES 18,133 5,497 4,090 4,500 5,000 11.11%
TOTAL SUPPLIES 47,834 37,520 24,519 16,250 17,000 4.62%
6381 - ELECTRIC 25,937 23,670 20,450 23,500 24,000 2.13%
6382 - GAS 18,940 22,737 13,832 18,000 18,000 0.00%
6383 - WATER 7,198 7,388 7,859 7,000 8,000 14.29%
6385 - SEWER 4,603 7,352 7,093 5,200 7,000 34.62%
6402 - EQUIPMENT SERVICES 179 5,018 6,702 3,000 4,000 33.33%
6403 - BLDGS/FACILITIES MAINT SERVICE 12,847 2,365 - 8,000 8,200 2.50%
6431 - SPECIAL EVENTS 5,103 3,353 5,924 5,000 5,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 811 2,326 793 2,000 2,000 0.00%
TOTAL SERVICES & OTHER CHARGES 75,618 74,209 62,653 71,700 76,200 6.28%
6540 - EQUIPMENT & MACHINERY - 3,851 3,270 - - 0.00%
6545 - OTHER EQUIPMENT - - - 10,500 6,500 -38.10%
TOTAL CAPITAL OUTLAY - 3,851 3,270 10,500 6,500 -38.10%
TOTAL BUSINESS UNIT EXPENSES 395,761$ 375,826$ 299,810$ 363,745$ 376,588$ 3.53%
GENERAL FUND
45124 - CARS-POOL
115
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41940 - GENERAL GOVT BLDGS AND PLANT
6101 - WAGES & SALARIES-FT EMPLOYEES 162,317$ 109,815$ 130,015$ 153,131$ 154,371$ 0.81%
6102 - OVERTIME-FT EMPLOYEES 19,770 22,048 16,555 17,000 18,000 5.88%
6103 - WAGES-PART TIME EMPLOYEES 4,752 55 - 6,500 5,500 -15.38%
6111 - SEVERANCE PAY 373 598 - - - 0.00%
6122 - PERA COORDINATED PLAN 13,201 9,584 10,993 13,248 13,785 4.05%
6125 - FICA - SOCIAL SECURITY 11,960 8,024 8,639 10,951 11,028 0.70%
6126 - FICA - MEDICARE 2,797 1,877 2,020 2,561 2,579 0.70%
6131 - CAFETERIA PLAN CONTRIBUTIONS 33,786 22,064 29,409 38,124 40,410 6.00%
6151 - WORKER'S COMP INSURANCE 8,897 5,879 8,052 8,726 8,788 0.71%
TOTAL PERSONAL SERVICES 257,853 179,944 205,683 250,241 254,461 1.69%
6211 - CLEANING SUPPLIES 22,782 9,860 9,993 18,000 22,000 22.22%
6214 - CLOTHING & PERSONAL EQUIPMENT 200 394 100 400 400 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 4,629 788 879 10,000 6,000 -40.00%
6217 - SAFETY SUPPLIES 869 566 277 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,029 9,045 3,169 1,100 1,500 36.36%
6223 - BUILDINGS & FACILITIES - - - 750 750 0.00%
6225 - PARK & LANDSCAPE MATERIALS 408 686 - 5,000 5,250 5.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 25,091 32,269 23,941 27,000 28,000 3.70%
6241 - SMALL TOOLS 386 505 540 800 1,000 25.00%
6242 - MINOR EQUIPMENT 485 289 - 2,000 2,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,749 - - - - 0.00%
TOTAL SUPPLIES 57,628 54,402 38,899 66,550 68,400 2.78%
6307 - PROFESSIONAL SERVICES 2,523 2,722 1,253 3,500 3,500 0.00%
6321 - TELEPHONE/PAGERS 1,225 1,821 957 2,350 1,320 -43.83%
6333 - FREIGHT/DRAYAGE 92 - - - - 0.00%
6381 - ELECTRIC 130,192 115,635 102,443 116,000 118,000 1.72%
6382 - GAS 97,391 122,536 74,212 108,000 110,000 1.85%
6383 - WATER 3,092 2,186 1,939 3,728 4,614 23.77%
6384 - REFUSE DISPOSAL 7,984 7,723 6,540 9,500 8,500 -10.53%
6385 - SEWER 1,020 1,359 1,193 2,500 2,000 -20.00%
6386 - STORM SEWER 6,692 4,343 3,839 10,500 8,000 -23.81%
6387 - HEATING OIL - 3,158 25 3,500 4,000 14.29%
6388 - HAZARDOUS WASTE DISPOSAL 2,711 2,629 1,129 3,200 3,200 0.00%
6389 - STREET LIGHTS 1,831 1,308 1,156 2,300 2,000 -13.04%
6402 - EQUIPMENT SERVICES 47,397 33,190 43,541 4,400 15,000 240.91%
6403 - BLDGS/FACILITIES MAINT SERVICE 150,844 43,757 55,481 105,000 105,000 0.00%
6405 - PARK & LANDSCAPE SERVICES 31,902 30,980 29,365 34,000 34,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 10,000 1,988 - 5,000 5,000 0.00%
6421 - SOFTWARE LICENSE - - - 65,163 - -100.00%
6422 - SOFTWARE MAINT 3,358 2,146 2,816 3,600 8,121 125.58%
6432 - CONFERENCES AND SCHOOLS 194 865 320 1,200 1,200 0.00%
6434 - DUES & SUBSCRIPTIONS - - - 350 350 0.00%
6441 - LICENSES, TAXES & FEES 855 545 548 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 67,182 46,242 43,780 28,000 40,000 42.86%
TOTAL SERVICES & OTHER CHARGES 566,485 425,133 370,537 512,791 474,805 -7.41%
6461 - FUEL CHARGES 13,909 1,382 942 1,248 1,253 0.40%
6462 - FIXED CHARGES 2,299 1,782 1,565 1,878 1,768 -5.86%
6463 - REPAIR & MAINT CHARGES 803 817 728 650 650 0.00%
6465 - REPLACEMENT CHARGES 1,825 2,150 1,750 2,100 2,200 4.76%
TOTAL CENTRAL GARAGE CHARGES 18,836 6,131 4,985 5,876 5,871 -0.09%
6520 - BUILDINGS & FACILITIES - 8,453 8,253 22,500 37,794 67.97%
TOTAL CAPITAL OUTLAY - 8,453 8,253 22,500 37,794 67.97%
TOTAL BUSINESS UNIT EXPENSES 900,802$ 674,063$ 628,357$ 857,958$ 841,331$ -1.94%
GENERAL FUND
41940 - GENERAL GOVT BLDGS AND PLANT
116
City of Brooklyn Center
2016 Budget
General Fund Expenses
Public Works
2016 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
Infrastructure – Key Investments
Brooklyn Boulevard Corridor and TH 252
In 2016 we will solidify the funding partnership for the Brooklyn Boulevard Corridor Phase 1 (49th
Avenue to Brooklyn Boulevard). We will also finalize the TH 252 Corridor Study and work with regional
partners and jurisdictions to advocate the TH 252 conversion to a freeway to be placed in the Minnesota
Highway Investment Plan (MnSHIP).
CIP Funding
In 2016 we will implement the 23rd 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 2015 2016 2017
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)
Administrative Assistant (43110)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
117
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
2
1
13
3.3
26.3
2
1
13
3.3
26.3
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 73 > or = 78
Amount of billable project time and overtime
(Engineering staff time)
66.1% billed to projects >60% billed to
projects
Administration fees to project cost ratio 7.3% <15%
Project construction cost per hour of staff time
billed to project
$767.40/hr >$600/hr
Number of potholes filled per complaint received 11.9 potholes filled per
resident complaint
>10 potholes filled per
resident complaint
Streetscape maintenance cost per mile $20,377/mile $15,000 to
$20,000/mile
*2014 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2016
Engineering – Total Station Survey Equipment, $36,000
2017
Engineering – 2 traffic counters (radar), $6,500
119
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - PUBLIC WORKS-ENGINEERING
6101 - WAGES & SALARIES-FT EMPLOYEES 431,421$ 523,484$ 431,472$ 545,441$ 559,675$ 2.61%
6102 - OVERTIME-FT EMPLOYEES 58,937 45,437 31,737 36,000 40,000 11.11%
6103 - WAGES-PART TIME EMPLOYEES 292 - - - - 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 2,578 14 722 - - 0.00%
6111 - SEVERANCE PAY 2,079 8,498 28,878 - - 0.00%
6122 - PERA COORDINATED PLAN 35,552 41,314 34,741 43,608 46,862 7.46%
6125 - FICA - SOCIAL SECURITY 31,209 34,687 30,375 35,507 36,795 3.63%
6126 - FICA - MEDICARE 7,299 8,112 7,104 8,432 8,768 3.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 60,452 74,080 69,186 101,664 94,290 -7.25%
6151 - WORKER'S COMP INSURANCE 3,250 3,610 3,590 4,001 4,162 4.02%
TOTAL PERSONAL SERVICES 633,069 739,236 637,805 774,653 790,552 2.05%
6201 - OFFICE SUPPLIES 622 438 627 300 315 5.00%
6203 - BOOKS/REFERENCE MATERIALS 162 81 167 130 195 50.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 289 100 295 310 5.08%
6219 - GENERAL OPERATING SUPPLIES 155 131 19 500 525 5.00%
6242 - MINOR EQUIPMENT 537 288 - 600 625 4.17%
6243 - MINOR COMPUTER EQUIPMENT 7,990 342 2,217 1,800 3,700 105.56%
TOTAL SUPPLIES 9,566 1,569 3,130 3,625 5,670 56.41%
6302 - ARCH, ENG & PLANNING 13,655 22,094 2,970 20,000 20,500 2.50%
6307 - PROFESSIONAL SERVICES 1,365 4,905 6,333 3,600 3,800 5.56%
6321 - TELEPHONE/PAGERS 456 439 194 330 625 89.39%
6329 - OTHER COMMUNICATION SERVICES 496 594 53 800 515 -35.63%
6331 - TRAVEL EXPENSE/MILEAGE 1,499 1,274 958 930 980 5.38%
6333 - FREIGHT/DRAYAGE 60 54 - 80 80 0.00%
6341 - PERSONNEL ADVERTISING 4,641 78 348 300 300 0.00%
6342 - LEGAL NOTICES - - - 200 200 0.00%
6351 - PRINTING 518 558 - 420 440 4.76%
6402 - EQUIPMENT SERVICES 972 400 140 500 500 0.00%
6406 - MULTI-FUNCTION MTNCE 2,771 2,929 2,704 2,800 4,000 42.86%
6421 - SOFTWARE LICENSE 1,885 269 - - - 0.00%
6422 - SOFTWARE MAINT 6,630 8,448 8,455 8,300 8,500 2.41%
6432 - CONFERENCES AND SCHOOLS 3,218 3,820 4,515 3,600 3,800 5.56%
6433 - MEETING EXPENSES - 12 101 50 80 60.00%
6434 - DUES & SUBSCRIPTIONS 989 831 1,084 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE - 1,726 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 39,155 48,431 27,855 42,910 45,320 5.62%
6461 - FUEL CHARGES 6,977 4,089 2,151 4,177 3,647 -12.69%
6462 - FIXED CHARGES 3,834 3,669 3,216 3,859 3,624 -6.09%
6463 - REPAIR & MAINT CHARGES 2,495 2,212 4,841 2,944 2,815 -4.38%
6465 - REPLACEMENT CHARGES 6,325 6,750 5,292 6,350 6,355 0.08%
TOTAL CENTRAL GARAGE CHARGES 19,631 16,720 15,500 17,330 16,441 -5.13%
6540 - EQUIPMENT & MACHINERY - - 3,893 4,000 - -100.00%
TOTAL CAPITAL OUTLAY - - 3,893 4,000 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 701,421$ 805,956$ 688,183$ 842,518$ 857,983$ 1.84%
GENERAL FUND
43110 - PUBLIC WORKS-ENGINEERING
120
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
43220 - PUBLIC WORKS-STREET MAINT
6101 - WAGES & SALARIES-FT EMPLOYEES 400,760$ 412,369$ 344,220$ 409,202$ 415,185$ 1.46%
6102 - OVERTIME-FT EMPLOYEES 22,711 18,576 6,351 10,000 12,000 20.00%
6103 - WAGES-PART TIME EMPLOYEES 37,354 41,576 43,882 39,243 47,400 20.79%
6111 - SEVERANCE PAY 1,881 7,773 2,198 - - 0.00%
6122 - PERA COORDINATED PLAN 31,388 31,300 26,293 34,382 36,380 5.81%
6125 - FICA - SOCIAL SECURITY 28,247 28,723 23,960 28,425 29,104 2.39%
6126 - FICA - MEDICARE 6,606 6,718 5,604 6,647 6,806 2.39%
6131 - CAFETERIA PLAN CONTRIBUTIONS 64,264 63,493 70,659 88,956 94,290 6.00%
6141 - UNEMPLOYMENT COMPENSATION 321 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 26,604 26,133 26,418 26,734 27,420 2.57%
TOTAL PERSONAL SERVICES 620,136 636,661 549,585 643,589 668,585 3.88%
6201 - OFFICE SUPPLIES 277 219 374 450 260 -42.22%
6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 50 150 150 150 150 0.00%
6217 - SAFETY SUPPLIES 1,667 1,274 1,100 2,200 2,260 2.73%
6219 - GENERAL OPERATING SUPPLIES 1,729 2,038 782 2,100 2,270 8.10%
6224 - STREET MAINT MATERIALS 122,596 90,990 81,067 92,500 97,320 5.21%
6226 - SIGNS & STRIPING MATERIALS 758 1,095 856 1,610 1,610 0.00%
6241 - SMALL TOOLS 595 591 125 620 620 0.00%
6242 - MINOR EQUIPMENT - 3,033 405 500 400 -20.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,600 1,107 1,100 - -100.00%
TOTAL SUPPLIES 127,672 101,990 85,966 101,330 104,990 3.61%
6307 - PROFESSIONAL SERVICES 1,365 1,365 1,365 1,370 1,700 24.09%
6321 - TELEPHONE/PAGERS 1,335 2,026 1,123 2,140 1,560 -27.10%
6331 - TRAVEL EXPENSE/MILEAGE - - - 45 45 0.00%
6341 - PERSONNEL ADVERTISING 198 67 190 300 300 0.00%
6351 - PRINTING 19 293 - 250 260 4.00%
6384 - REFUSE DISPOSAL 2,075 1,717 2,358 3,000 500 -83.33%
6404 - STREET MAINT SERVICES 85,375 95,275 94,701 98,000 103,000 5.10%
6405 - PARK & LANDSCAPE SERVICES 32,021 50,241 40,993 46,000 55,100 19.78%
6417 - UNIFORMS 613 754 896 1,000 1,000 0.00%
6432 - CONFERENCES AND SCHOOLS 2,126 2,881 4,679 4,120 4,300 4.37%
6433 - MEETING EXPENSES - - - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 418 462 420 600 600 0.00%
6449 - OTHER CONTRACTUAL SERVICE 46,096 48,000 46,702 49,440 52,000 5.18%
TOTAL SERVICES & OTHER CHARGES 171,641 203,081 193,427 206,365 220,465 6.83%
6461 - FUEL CHARGES 66,716 64,881 25,049 71,388 58,098 -18.62%
6462 - FIXED CHARGES 51,405 58,417 51,130 61,356 54,679 -10.88%
6463 - REPAIR & MAINT CHARGES 118,236 112,837 61,985 129,467 127,735 -1.34%
6465 - REPLACEMENT CHARGES 228,027 232,464 196,824 236,188 257,401 8.98%
TOTAL CENTRAL GARAGE CHARGES 464,384 468,599 334,988 498,399 497,913 -0.10%
TOTAL BUSINESS UNIT EXPENSES 1,383,833$ 1,410,331$ 1,163,966$ 1,449,683$ 1,491,953$ 2.92%
GENERAL FUND
43220 - PUBLIC WORKS-STREET MAINT
121
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
43221 - PUBLIC WORKS-TRAFFIC CONTROL
6101 - WAGES & SALARIES-FT EMPLOYEES 105,909$ 108,771$ 91,604$ 110,365$ 114,068$ 3.36%
6102 - OVERTIME-FT EMPLOYEES 78 - - - - 0.00%
6111 - SEVERANCE PAY 144 611 2,474 - - 0.00%
6122 - PERA COORDINATED PLAN 7,684 7,899 6,870 8,277 8,840 6.80%
6125 - FICA - SOCIAL SECURITY 6,889 6,976 6,013 6,843 7,072 3.35%
6126 - FICA - MEDICARE 1,611 1,631 1,406 1,600 1,654 3.38%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,661 22,903 21,503 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 8,622 8,475 8,612 8,983 9,286 3.37%
TOTAL PERSONAL SERVICES 153,598 157,266 138,482 161,484 167,860 3.95%
6219 - GENERAL OPERATING SUPPLIES - - 38 - - 0.00%
6226 - SIGNS & STRIPING MATERIALS 30,299 29,827 18,239 29,900 29,900 0.00%
6242 - MINOR EQUIPMENT - - - - 8,200 100.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,107 1,100 - -100.00%
TOTAL SUPPLIES 30,299 29,827 19,384 31,000 38,100 22.90%
6381 - ELECTRIC 21,051 21,754 14,305 22,145 23,300 5.22%
6407 - TRAFFIC SIGNALS MAINT 3,129 3,578 3,361 4,500 4,500 0.00%
6422 - SOFTWARE MAINT - - - - 850 100.00%
TOTAL SERVICES & OTHER CHARGES 24,180 25,332 17,666 26,645 28,650 7.52%
TOTAL BUSINESS UNIT EXPENSES 208,077$ 212,425$ 175,532$ 219,129$ 234,610$ 7.06%
GENERAL FUND
43221 - PUBLIC WORKS-TRAFFIC CONTROL
122
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45201 - PUBLIC WORKS-PARK FACILITIES
6101 - WAGES & SALARIES-FT EMPLOYEES 328,114$ 338,155$ 294,848$ 349,676$ 363,301$ 3.90%
6102 - OVERTIME-FT EMPLOYEES 14,069 16,004 11,225 20,000 20,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 32,638 29,617 36,688 35,960 37,800 5.12%
6111 - SEVERANCE PAY 1,218 4,808 - - - 0.00%
6122 - PERA COORDINATED PLAN 25,523 25,723 22,956 30,422 32,493 6.81%
6125 - FICA - SOCIAL SECURITY 24,124 24,669 21,879 25,151 25,993 3.35%
6126 - FICA - MEDICARE 5,642 5,769 5,116 5,881 6,078 3.35%
6131 - CAFETERIA PLAN CONTRIBUTIONS 52,663 55,486 60,574 76,248 80,820 6.00%
6141 - UNEMPLOYMENT COMPENSATION 2,981 11 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 11,555 11,180 12,131 12,682 13,076 3.11%
TOTAL PERSONAL SERVICES 498,527 511,422 465,417 556,020 579,561 4.23%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 100 305 305 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 2,146 1,639 1,611 2,270 2,380 4.85%
6217 - SAFETY SUPPLIES 688 622 320 1,000 1,030 3.00%
6219 - GENERAL OPERATING SUPPLIES 7,782 7,361 4,011 8,000 8,000 0.00%
6223 - BUILDINGS & FACILITIES 1,228 393 2,278 2,200 2,200 0.00%
6225 - PARK & LANDSCAPE MATERIALS 23,272 12,363 13,941 18,500 19,500 5.41%
6227 - PAINT SUPPLIES 780 364 1,469 975 1,000 2.56%
6231 - ATHLETIC FIELD SUPPLIES 7,799 5,133 2,126 4,960 5,100 2.82%
6233 - COURT SUPPLIES 596 2,007 - 725 725 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 3,297 2,868 6,620 9,600 10,100 5.21%
6241 - SMALL TOOLS 1,046 975 302 1,200 1,250 4.17%
6242 - MINOR EQUIPMENT - - 8,717 800 2,000 150.00%
6243 - MINOR COMPUTER EQUIPMENT - 1,760 - - 1,150 100.00%
TOTAL SUPPLIES 48,634 35,485 41,495 50,535 54,740 8.32%
6321 - TELEPHONE/PAGERS 211 247 169 265 240 -9.43%
6351 - PRINTING 19 145 - 155 160 3.23%
6381 - ELECTRIC 31,366 26,806 26,953 33,500 32,000 -4.48%
6382 - GAS 1,494 1,959 1,415 2,000 2,100 5.00%
6383 - WATER 26,486 18,878 20,271 40,600 38,000 -6.40%
6384 - REFUSE DISPOSAL 13,747 14,718 19,086 17,850 24,400 36.69%
6385 - SEWER 1,339 1,494 1,334 1,000 1,100 10.00%
6386 - STORM SEWER 44,334 49,987 40,489 57,000 56,000 -1.75%
6389 - STREET LIGHTS 14,808 18,048 14,702 19,500 20,500 5.13%
6405 - PARK & LANDSCAPE SERVICES 1,195 2,200 1,781 2,700 2,800 3.70%
6409 - OTHER REPAIR & MAINT SVCS 3,918 2,883 632 4,500 4,700 4.44%
6415 - OTHER EQUIPMENT 1,847 63 - - 200 100.00%
6417 - UNIFORMS 476 525 595 500 515 3.00%
6432 - CONFERENCES AND SCHOOLS 906 1,550 2,099 2,000 2,060 3.00%
6434 - DUES & SUBSCRIPTIONS 115 70 92 115 115 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,904 6,393 1,233 10,000 8,000 -20.00%
TOTAL SERVICES & OTHER CHARGES 146,165 145,966 130,851 191,685 192,890 0.63%
6461 - FUEL CHARGES 28,398 27,856 23,121 32,645 25,862 -20.78%
6462 - FIXED CHARGES 26,975 23,985 21,156 25,388 25,380 -0.03%
6463 - REPAIR & MAINT CHARGES 66,743 50,681 55,852 69,280 69,280 0.00%
6465 - REPLACEMENT CHARGES 77,227 97,720 70,136 84,803 88,630 4.51%
TOTAL CENTRAL GARAGE CHARGES 199,343 200,242 170,265 212,116 209,152 -1.40%
6540 - EQUIPMENT & MACHINERY - - - - 12,000 100.00%
TOTAL CAPITAL OUTLAY - - - - 12,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 892,669$ 893,115$ 808,028$ 1,010,356$ 1,048,343$ 3.76%
GENERAL FUND
45201 - PUBLIC WORKS-PARK FACILITIES
123
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45204 - PUBLIC WORKS-FORESTRY
6101 - WAGES & SALARIES-FT EMPLOYEES 51,337$ 53,053$ 47,513$ 53,591$ 55,474$ 3.51%
6102 - OVERTIME-FT EMPLOYEES - 2 - - - 0.00%
6111 - SEVERANCE PAY 146 539 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,722 3,853 3,563 4,019 4,299 6.97%
6125 - FICA - SOCIAL SECURITY 3,354 3,423 3,052 3,323 3,439 3.49%
6126 - FICA - MEDICARE 784 801 714 777 804 3.47%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,331 11,450 11,649 12,708 13,470 6.00%
6151 - WORKER'S COMP INSURANCE 1,924 1,898 2,057 2,010 2,080 3.48%
TOTAL PERSONAL SERVICES 72,598 75,019 68,548 76,428 79,566 4.11%
6217 - SAFETY SUPPLIES 80 77 - 80 85 6.25%
6219 - GENERAL OPERATING SUPPLIES 14 114 86 100 105 5.00%
6225 - PARK & LANDSCAPE MATERIALS 3,420 2,762 3,048 3,090 3,300 6.80%
TOTAL SUPPLIES 3,514 2,953 3,134 3,270 3,490 6.73%
6405 - PARK & LANDSCAPE SERVICES 7,834 16,724 14,533 16,350 17,250 5.50%
6449 - OTHER CONTRACTUAL SERVICE 1,534 - 1,330 2,500 2,600 4.00%
TOTAL SERVICES & OTHER CHARGES 9,368 16,724 15,863 18,850 19,850 5.31%
TOTAL BUSINESS UNIT EXPENSES 85,480$ 94,696$ 87,545$ 98,548$ 102,906$ 4.42%
GENERAL FUND
45204 - PUBLIC WORKS-FORESTRY
124
City of Brooklyn Center
2016 Budget
General Fund Expenses
Building & Community Standards
2016 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. Compliance with state and local building, fire, property maintenance, rental, zoning, and
other codes is ensured for residential and commercial properties. (Building, plumbing, mechanical, fire
suppression, electrical, water and sewer, sign permit applications, etc.)
The department also develops and implements community initiatives to address health/life safety
hazards, public nuisances and various quality of life standards. Neighborhood preservation and good
relations between neighbors and businesses are encouraged through proactive property maintenance
sweeps, as well as response to complaints. Department staff works with various city departments,
advisory groups, nonprofit agencies, businesses and citizens to help keep the environment clean, safe,
attractive and prosperous. 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, promotion, development, and economics.
In May 2014, ownership services were transferred to Building & Community Standards Department
after the assessing 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 were transferred to this department’s budget. The Staffing Levels Chart
below is amended to indicate staffing change.
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 fund.
125
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 Assistant (1 FT)^^^
Administrative Assistants (3 PT Positions)^^^
Permit Technician (1 FT)
Seasonal Technicians (1-3 PT Positions)
Contract Electrical Inspections
Contract Construction Specialty Inspections
-
-
1
1
3
2
1.0
0.5
1.0
-
-
-
0.25
0.75
1
3
2
0.6
0.9
1.0
-
-
-
0.25
0.75
1
3
2
0.6
0.9
1.0
-
-
Strategic Functions/Division(s):
Community and Neighborhood Initiatives
o Residential and commercial neighborhoods are monitored and evaluated for short-term
and long-term needs using various resources in order to enhance the city’s image and
attract responsible residents and businesses. In addition to strategic planning and
prevention efforts, community issues are analyzed and addressed to resolve problems.
Programs and projects are developed in response to city priorities and determined needs.
Projects include the Neighborhood Health Study and City Neighborhood Area
Improvements as well as Public Safety Initiatives.
Building and Construction Inspection Program
o The building and construction inspection program assists homeowners, contractors and
businesses with their construction projects to ensure compliance with building and
Total Fund Budget 9.5 9.5 9.5
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/HRA Specialist and Housing & Community Standards positions,
a total 1.0 FTE, is funded by Economic Development Authority for economic development and
housing redevelopment authority functions.
^^^ Department includes an additional 1.0 FTE administrative support not included in the chart, which
is funded by the EDA and Planning budgets. Administrative support is provided to Business &
Development and other departments by this administrative support pool. Since the 2015 budget, the
budget reflects 0.5 FTE that was transferred to this department with the Ownership Services
functions in May 2014.
- Department contracts for electrical and construction specialty inspections.
- Total staffing for the department is 12.5 FTEs plus interns, with certain FTEs reflected in other
City budgets.
126
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, and 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
assist 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 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, promotion, development, and community initiatives.
Ownership Services
127
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 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
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 the 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. Develop system for delivering 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. 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
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
(1,671 inspected in 2014, 130 remain open)
73% 100%
Percentage of qualified re-occupied vacant
properties in compliance with the vacant building
ordinance (141 total reoccupied)
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) (149 grass/weed abatement)
[Includes direct costs, but not all overhead]
$275 junk/debris
$128 long grass/weeds
$150
Cost per online permit transaction (563 ePemits)
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 properties (Effective means meets all
program rehab criteria )
$91,255 $103,000
*Based on 2014
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Security and customer service layout improvements for department- continued from 2015 budget
129
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42410 - BUILDING INSPECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 242,604$ 292,573$ 260,751$ 324,424$ 341,014$ 5.11%
6102 - OVERTIME-FT EMPLOYEES 1,906 3,939 1,007 4,000 4,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 542 - 1,850 6,000 24,537 308.95%
6111 - SEVERANCE PAY 580 2,854 5,053 - - 0.00%
6122 - PERA COORDINATED PLAN 17,766 21,537 19,632 25,081 28,639 14.19%
6125 - FICA - SOCIAL SECURITY 15,170 18,327 17,107 20,736 22,913 10.50%
6126 - FICA - MEDICARE 3,548 4,286 4,001 4,849 5,359 10.52%
6131 - CAFETERIA PLAN CONTRIBUTIONS 44,808 46,855 46,966 63,540 70,044 10.24%
6141 - UNEMPLOYMENT COMPENSATION - 11,322 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,676 1,928 2,066 2,298 2,535 10.31%
TOTAL PERSONAL SERVICES 328,600 403,621 358,433 450,928 499,041 10.67%
6201 - OFFICE SUPPLIES 568 501 257 800 500 -37.50%
6203 - BOOKS/REFERENCE MATERIALS 357 546 842 800 1,200 50.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 400 268 320 500 600 20.00%
6219 - GENERAL OPERATING SUPPLIES 312 377 1,028 900 1,250 38.89%
6241 - SMALL TOOLS - - - 100 100 0.00%
6242 - MINOR EQUIPMENT 90 1,325 79 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 774 2,867 6,882 5,400 1,275 -76.39%
TOTAL SUPPLIES 2,501 5,884 9,408 9,000 5,425 -39.72%
6307 - PROFESSIONAL SERVICES 68,522 39,924 38,982 60,000 60,000 0.00%
6321 - TELEPHONE/PAGERS 1,327 1,643 910 1,630 1,260 -22.70%
6329 - OTHER COMMUNICATION SERVICES 1,234 1,215 945 1,440 1,320 -8.33%
6331 - TRAVEL EXPENSE/MILEAGE - 25 - 100 100 0.00%
6341 - PERSONNEL ADVERTISING 147 32 - 200 300 50.00%
6351 - PRINTING 257 92 32 400 200 -50.00%
6402 - EQUIPMENT SERVICES 60 - - - - 0.00%
6406 - MULTI-FUNCTION MTNCE 1,095 1,102 718 1,300 1,000 -23.08%
6421 - SOFTWARE LICENSE 1,363 486 - - - 0.00%
6423 - LOGIS CHARGES 27,946 28,758 22,572 29,249 31,528 7.79%
6432 - CONFERENCES AND SCHOOLS 3,390 2,910 3,810 5,000 5,000 0.00%
6433 - MEETING EXPENSES 127 176 216 - 200 100.00%
6434 - DUES & SUBSCRIPTIONS 540 695 1,473 865 1,500 73.41%
6435 - CREDIT CARD FEES 5,756 3,403 3,223 6,000 6,500 8.33%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 397 - - - - 0.00%
6441 - LICENSES, TAXES & FEES 110 110 66 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 112,271 80,571 72,947 106,184 108,908 2.57%
6461 - FUEL CHARGES 5,513 3,623 2,806 6,097 3,426 -43.81%
6462 - FIXED CHARGES 2,392 2,108 2,462 2,954 2,770 -6.23%
6463 - REPAIR & MAINT CHARGES 2,500 2,667 1,519 3,161 2,598 -17.81%
6465 - REPLACEMENT CHARGES 3,688 4,325 5,458 6,550 6,550 0.00%
TOTAL CENTRAL GARAGE CHARGES 14,093 12,723 12,245 18,762 15,344 -18.22%
TOTAL BUSINESS UNIT EXPENSES 457,465$ 502,799$ 453,033$ 584,874$ 628,718$ 7.50%
GENERAL FUND
42410 - BUILDING INSPECTIONS
130
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42411 - CODE ENFORCEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES 229,649$ 232,394$ 229,943$ 254,635$ 235,379$ -7.56%
6102 - OVERTIME-FT EMPLOYEES 8,353 30,075 14,369 8,000 8,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 22,992 4,780 31,133 20,000 67,649 238.25%
6111 - SEVERANCE PAY 515 2,602 196 - - 0.00%
6122 - PERA COORDINATED PLAN 17,255 19,059 19,867 21,198 24,759 16.80%
6125 - FICA - SOCIAL SECURITY 16,068 16,497 17,160 17,523 19,806 13.03%
6126 - FICA - MEDICARE 3,758 3,858 4,013 4,098 4,632 13.03%
6131 - CAFETERIA PLAN CONTRIBUTIONS 38,669 40,310 51,891 44,478 45,798 2.97%
6151 - WORKER'S COMP INSURANCE 1,773 1,683 2,145 1,949 2,196 12.67%
TOTAL PERSONAL SERVICES 339,032 351,258 370,717 371,881 408,219 9.77%
6201 - OFFICE SUPPLIES 946 829 788 1,450 1,450 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - - 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 284 - 133 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 454 540 477 800 800 0.00%
6242 - MINOR EQUIPMENT 122 715 - 300 400 33.33%
6243 - MINOR COMPUTER EQUIPMENT 1,349 6,415 3,375 3,600 850 -76.39%
TOTAL SUPPLIES 3,155 8,499 4,773 6,950 4,300 -38.13%
6307 - PROFESSIONAL SERVICES 253 36 10,790 1,000 5,200 420.00%
6321 - TELEPHONE/PAGERS 1,523 1,980 1,084 2,040 1,500 -26.47%
6329 - OTHER COMMUNICATION SERVICES 1,464 1,502 1,456 1,920 1,800 -6.25%
6331 - TRAVEL EXPENSE/MILEAGE 8 54 6 50 100 100.00%
6341 - PERSONNEL ADVERTISING 210 268 115 300 300 0.00%
6351 - PRINTING 323 100 122 500 300 -40.00%
6406 - MULTI-FUNCTION MTNCE 1,095 1,102 718 1,300 1,000 -23.08%
6423 - LOGIS CHARGES 1,500 1,680 1,260 1,680 1,680 0.00%
6432 - CONFERENCES AND SCHOOLS 1,060 2,629 2,806 6,000 6,000 0.00%
6433 - MEETING EXPENSES - - 38 - 100 100.00%
6434 - DUES & SUBSCRIPTIONS 75 88 349 850 900 5.88%
6441 - LICENSES, TAXES & FEES 526 326 343 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 16,196 9,221 27,984 30,000 30,000 0.00%
TOTAL SERVICES & OTHER CHARGES 24,233 18,986 47,071 45,640 48,880 7.10%
6461 - FUEL CHARGES 7,201 6,071 3,840 7,537 5,600 -25.70%
6462 - FIXED CHARGES 3,892 3,723 3,074 3,688 3,573 -3.12%
6463 - REPAIR & MAINT CHARGES 4,271 5,031 3,576 3,897 3,464 -11.11%
6465 - REPLACEMENT CHARGES 3,611 4,230 3,833 4,600 6,220 35.22%
TOTAL CENTRAL GARAGE CHARGES 18,975 19,055 14,323 19,722 18,857 -4.39%
6560 - FURNITURE 1,156 - - 50,000 500 -99.00%
TOTAL CAPITAL OUTLAY 1,156 - - 50,000 500 -99.00%
TOTAL BUSINESS UNIT EXPENSES 386,551$ 397,798$ 436,884$ 494,193$ 480,756$ -2.72%
GENERAL FUND
42411 - CODE ENFORCEMENT
131
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132
City of Brooklyn Center
2016 Budget
General Fund Expenses
Business & Development
2016 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,
and 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 2016 we will continue to work with the developer in their completion of the 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 sf.,
Central Portion: Building Pad Sites L and N & 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.
133
In 2016 we will 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.
Commence redevelopment of the South Opportunity Site Area.
In 2016, we will complete the demolition of the foundations and floor stabs of the former
Brookdale Square commercial site.
In 2016, we will 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.
In 2016, we will 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.
Brooklyn Boulevard Senior Housing Redevelopment of the former Cars with Heart Site
In 2016, we will 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.
In 2016, we will 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.
Staffing Levels
Positions FTE’s 2015 2016 2017
Director* - - -
Planning & Zoning Specialist
Administrative Support Staff
1
0.5
1
0.5
1
0.5
Total- FTE 1.5 1.5 1.5
(*) The Business & Development Director oversees the department, but the wages/benefits
are funded by the Economic Development Authority.
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.
134
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 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.
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.
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.
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 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 & Outline
process, components
and schedule for
updating the 2030
Comprehensive Plan
136
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41550 - ASSESSING
6101 - WAGES & SALARIES-FT EMPLOYEES 191,716$ 78,062$ -$ -$ -$ 0.00%
6102 - OVERTIME-FT EMPLOYEES - 210 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 7,590 9,081 - - - 0.00%
6111 - SEVERANCE PAY 341 - - - - 0.00%
6122 - PERA COORDINATED PLAN 14,450 6,333 - - - 0.00%
6125 - FICA - SOCIAL SECURITY 12,592 4,952 - - - 0.00%
6126 - FICA - MEDICARE 2,945 1,158 - - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,653 14,329 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,373 730 - - - 0.00%
TOTAL PERSONAL SERVICES 257,660 114,855 - - - 0.00%
6201 - OFFICE SUPPLIES 188 - - 200 200 0.00%
6203 - BOOKS/REFERENCE MATERIALS 1,320 50 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 118 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 65 - - - - 0.00%
6242 - MINOR EQUIPMENT 98 548 - 100 - -100.00%
6243 - MINOR COMPUTER EQUIPMENT 3,053 - - - - 0.00%
TOTAL SUPPLIES 4,842 598 - 300 200 -33.33%
6307 - PROFESSIONAL SERVICES 16,342 101,704 101,396 200,000 200,000 0.00%
6321 - TELEPHONE/PAGERS 546 264 - - - 0.00%
6322 - POSTAGE 3,145 4,636 - - - 0.00%
6329 - OTHER COMMUNICATION SERVICES 3,139 2,992 380 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 45 35 - - - 0.00%
6341 - PERSONNEL ADVERTISING 121 25 - - - 0.00%
6351 - PRINTING 1,232 259 - - - 0.00%
6406 - MULTI-FUNCTION MTNCE 744 357 457 800 625 -21.88%
6421 - SOFTWARE LICENSE 559 - - - - 0.00%
6423 - LOGIS CHARGES 26,218 27,795 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,682 357 - - - 0.00%
6433 - MEETING EXPENSES 208 21 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 885 481 - - - 0.00%
6441 - LICENSES, TAXES & FEES 215 55 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 55,081 138,981 102,233 200,800 200,625 -0.09%
6461 - FUEL CHARGES 550 306 - - - 0.00%
6462 - FIXED CHARGES 2,401 1,397 - - - 0.00%
6463 - REPAIR & MAINT CHARGES 755 589 - - - 0.00%
6465 - REPLACEMENT CHARGES 3,834 2,865 - - - 0.00%
TOTAL CENTRAL GARAGE CHARGES 7,540 5,157 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 325,123$ 259,591$ 102,233$ 201,100$ 200,825$ -0.14%
GENERAL FUND
41550 - ASSESSING
137
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING
6101 - WAGES & SALARIES-FT EMPLOYEES 106,314$ 105,849$ 70,592$ 106,637$ 92,238$ -13.50%
6102 - OVERTIME-FT EMPLOYEES 1,606 1,167 - 1,500 2,000 33.33%
6103 - WAGES-PART TIME EMPLOYEES - - - - 18,537 100.00%
6111 - SEVERANCE PAY 270 500 - - - 0.00%
6122 - PERA COORDINATED PLAN 7,824 7,769 5,295 8,111 8,739 7.74%
6125 - FICA - SOCIAL SECURITY 6,620 6,430 4,633 6,705 6,993 4.30%
6126 - FICA - MEDICARE 1,548 1,504 1,084 1,568 1,636 4.34%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,704 18,340 11,649 19,062 16,164 -15.20%
6151 - WORKER'S COMP INSURANCE 718 677 543 725 757 4.41%
TOTAL PERSONAL SERVICES 147,604 142,236 93,796 144,308 147,064 1.91%
6201 - OFFICE SUPPLIES 11 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 37 42 60 50 50 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 2,000 100.00%
TOTAL SUPPLIES 48 42 60 50 2,050 4000.00%
6303 - LEGAL SERVICES - - - 5,000 9,362 87.24%
6307 - PROFESSIONAL SERVICES - - 1,068 49,000 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE - - 10 100 100 0.00%
6342 - LEGAL NOTICES 1,079 213 393 700 700 0.00%
6351 - PRINTING 19 - - 400 200 -50.00%
6406 - MULTI-FUNCTION MTNCE 745 750 490 850 650 -23.53%
6432 - CONFERENCES AND SCHOOLS 1,202 391 710 2,700 2,700 0.00%
6433 - MEETING EXPENSES - 30 - - 100 100.00%
6434 - DUES & SUBSCRIPTIONS 285 295 345 835 835 0.00%
6449 - OTHER CONTRACTUAL SERVICE - 92,027 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 3,330 93,706 3,016 59,585 14,647 -75.42%
6560 - FURNITURE 621 - - - - 0.00%
TOTAL CAPITAL OUTLAY 621 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 151,603$ 235,984$ 96,872$ 203,943$ 163,761$ -19.70%
GENERAL FUND
41910 - PLANNING AND ZONING
138
City of Brooklyn Center
2016 Budget
General Fund Expenses
Other
2016 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 benefits to all Departments of the
General Fund under one set of accounts. Expenditures in these Divisions reside 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 the portion of lodging tax
proceeds paid 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
by the General Fund departments to other funds of the City.
o Transfers Out – budgeting and tracking for technology capital transfers.
139
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41610 - LEGAL
6303 - LEGAL SERVICES 398,897$ 400,321$ 332,726$ 446,000$ 428,100$ -4.01%
6307 - PROFESSIONAL SERVICES 2,325 2,700 1,650 26,000 5,000 -80.77%
6423 - LOGIS CHARGES - - 14,448 - 21,600 100.00%
TOTAL SERVICES & OTHER CHARGES 401,222 403,021 348,824 472,000 454,700 -3.67%
TOTAL BUSINESS UNIT EXPENSES 401,222$ 403,021$ 348,824$ 472,000$ 454,700$ -3.67%
GENERAL FUND
41610 - LEGAL
140
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
44110 - JOINT POWERS PAYMENTS
6449 - OTHER CONTRACTUAL SERVICE 149,203$ 145,503$ 135,604$ 161,000$ 150,000$ -6.83%
TOTAL SERVICES & OTHER CHARGES 149,203 145,503 135,604 161,000 150,000 -6.83%
TOTAL BUSINESS UNIT EXPENSES 149,203$ 145,503$ 135,604$ 161,000$ 150,000$ -6.83%
GENERAL FUND
44110 - JOINT POWERS PAYMENTS
141
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45310 - CONVENTION AND TOURISM
6445 - CONVENTION BUREAU PAYMENT 418,595$ 434,459$ 395,821$ 418,000$ 425,125$ 1.70%
TOTAL SERVICES & OTHER CHARGES 418,595 434,459 395,821 418,000 425,125 1.70%
TOTAL BUSINESS UNIT EXPENSES 418,595$ 434,459$ 395,821$ 418,000$ 425,125$ 1.70%
GENERAL FUND
45310 - CONVENTION AND TOURISM
142
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,597$ 7,532$ 7,424$ 12,000$ 12,000$ 0.00%
6361 - GENERAL LIABILITY INSURANCE 105,501 118,949 119,450 123,183 123,763 0.47%
6362 - PROPERTY INSURANCE 50,427 69,244 72,228 72,918 76,279 4.61%
6366 - MACHINERY BREAKDOWN INSURANCE 6,182 7,347 7,143 7,660 7,393 -3.49%
6368 - BONDS INSURANCE 1,755 1,930 1,915 1,992 2,003 0.55%
6442 - COURT AWARDS/SETTLEMENTS 10,346 4,001 20,308 15,000 15,000 0.00%
TOTAL SERVICES & OTHER CHARGES 181,808 209,003 228,468 232,753 236,438 1.58%
TOTAL BUSINESS UNIT EXPENSES 181,808$ 209,003$ 228,468$ 232,753$ 236,438$ 1.58%
GENERAL FUND
48140 - INSURANCE
143
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
48150 - CENTRAL SUPPLIES AND SUPPORT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (150,000)$ (230,000)$ 53.33%
TOTAL PERSONAL SERVICES - - - (150,000) (230,000) 53.33%
6201 - OFFICE SUPPLIES 13,769 12,404 11,458 16,500 16,500 0.00%
6203 - BOOKS/REFERENCE MATERIALS 107 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,704 2,626 1,175 5,000 4,000 -20.00%
6242 - MINOR EQUIPMENT 54,333 - 4,833 - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 10,980 100.00%
TOTAL SUPPLIES 69,913 15,030 17,466 21,500 31,480 46.42%
6301 - ACCTG, AUDIT & FIN'L SERVICES 4,024 10,843 7,811 - - 0.00%
6307 - PROFESSIONAL SERVICES 1,050 - 59,637 - 59,000 100.00%
6321 - TELEPHONE/PAGERS 5,118 4,029 3,706 5,500 5,100 -7.27%
6322 - POSTAGE 34,985 43,364 32,285 58,000 50,000 -13.79%
6351 - PRINTING 11,933 11,203 9,269 18,000 13,000 -27.78%
6402 - EQUIPMENT SERVICES 1,343 1,545 1,831 3,000 2,500 -16.67%
6406 - MULTI-FUNCTION MTNCE 7,349 7,093 6,136 7,000 7,500 7.14%
6432 - CONFERENCES AND SCHOOLS 9,224 6,864 3,654 6,500 8,000 23.08%
6433 - MEETING EXPENSES 1,847 1,549 2,249 2,000 2,500 25.00%
6434 - DUES & SUBSCRIPTIONS 626 682 660 - - 0.00%
6435 - CREDIT CARD FEES 22,272 27,711 31,481 15,000 28,000 86.67%
6441 - LICENSES, TAXES & FEES - 111 598 - - 0.00%
6446 - CONTINGENCY ACCOUNT 23,450 - - 150,000 100,000 -33.33%
6449 - OTHER CONTRACTUAL SERVICE 25,893 25,474 15,926 35,000 65,000 85.71%
TOTAL SERVICES & OTHER CHARGES 149,114 140,468 175,243 300,000 340,600 13.53%
TOTAL BUSINESS UNIT EXPENSES 219,027$ 155,498$ 192,709$ 171,500$ 142,080$ -17.15%
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
144
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
48170 - REIMBURSEMENT FROM OTHER FUNDS
6471 - ADMINISTRATIVE SERVICE TRANSFER (582,133)$ (598,700)$ (499,436)$ (599,324)$ (599,324)$ 0.00%
6472 - ENGINEERING SERVICE TRANSFER (399,904) (465,602) (291,376) (415,000) (450,000) 8.43%
6473 - STORM SEWER TRANSFER - - - - - 0.00%
6480 - GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 - MISC TRANSFER OUT 10,865 2,754,124 908,761 - - 0.00%
TOTAL TRANSFERS OUT (971,172) 1,689,822 117,949 (1,014,324) (1,049,324) 3.45%
TOTAL BUSINESS UNIT EXPENSES (971,172)$ 1,689,822$ 117,949$ (1,014,324)$ (1,049,324)$ 3.45%
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
145
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
48210 - TRANSFER OUT
6482 - MISC TRANSFER OUT 102,166$ 100,000$ -$ 187,389$ 192,536$ 2.75%
TOTAL TRANSFERS OUT 102,166 100,000 - 187,389 192,536 2.75%
TOTAL BUSINESS UNIT EXPENSES 102,166$ 100,000$ -$ 187,389$ 192,536$ 2.75%
GENERAL FUND
48210 - TRANSFER OUT
146
City of Brooklyn Center
2016 Budget
Special Revenue Funds
City of Brooklyn Center
2016 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 2016 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
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46321 - HRA FUND
REVENUES
4101 - CURRENT AD VALOREM TAXES (243,769)$ (278,785)$ (140,495)$ (280,460)$ (308,518)$ 10.00%
4101.1 - MKT VALUE CREDIT-PROPERTY TAX - - - - - 0.00%
4120 - DELINQUENT AD VALOREM TAXES (3,488) 435 (329) - - 0.00%
4154 - PENALTIES & INT-DELINQ TAXES - - 139 - - 0.00%
TOTAL TAXES (247,257) (278,350) (140,685) (280,460) (308,518) 10.00%
TOTAL REVENUES (247,257) (278,350) (140,685) (280,460) (308,518) 10.00%
EXPENDITURES
6481 - EDA FUND TRANSFER 248,828 278,764 - 280,460 308,518 10.00%
TOTAL TRANSFERS OUT 248,828 278,764 - 280,460 308,518 10.00%
TOTAL BUSINESS UNIT EXPENSES 248,828 278,764 - 280,460 308,518 10.00%
NET CHANGE IN FUND BALANCE 1,571$ 414$ (140,685)$ -$ -$ 0.00%
HOUSING & REDEVELOPMENT AUTHORITY (HRA)
FUND - 20200
SPECIAL REVENUE FUND
148
2016 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 of Building & Community Standards/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 Minnesota 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 also provided from administrative pool of the Building &
Community Standards Department.
Key Initiatives focused on the achievement of strategic priorities/value
propositions
Targeted Redevelopment:
The redeveloping of properties to the highest value and best use will accomplish our goals
regarding housing, job creation, and growth of the City’s tax base. We will provide the necessary
supporting infrastructure investments to guide redevelopment of publicly and privately owned
properties.
Completion of Phase II Development of Shingle Creek Crossing.
During the planning period 2016 – 2018, we will continue to work with the developer on
strategies, including potential incentives that will promote the completion of the following Phase
II Improvements:
149
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 sf.
Central Portion: Building Pad Sites L and N & 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 4,600 sf. with parking to support restaurant uses.
EDA Parcel: The redevelopment of the former Boulevard Restaurant site.
In 2016 we will update the TIF 5 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 existing development and
ensure the successful completion of the Shingle Creek Crossing’s redevelopment of the former
Brookdale Mall properties.
Completion of the 1st phased redevelopment of the Southern Portion of the
Opportunity Site, a mixed use residential and commercial redevelopment of the
former Brookdale Square and Brookdale Ford commercial properties.
During the planning period of 2016 – 2018, the EDA will complete the demolition of the vacant
Brookdale Square buildings and the former Brookdale Ford site; complete the master planning of
all infrastructure improvements for a multi-phased planned unit development; establish a tax
increment redevelopment district and financial strategies to enable the completion of all
necessary infrastructure improvements; enter into development agreements with a qualified
developer for the phased development of 500-600 apartment units consistent with the City’s
vision and master planning of the Opportunity Site and a qualified commercial developer for the
development of approximately 5 acres of complementary retail businesses & services.
In 2016, the first phase development of approximately 120-150 market rate apartment units will
commence.
Brooklyn Boulevard Senior Housing Redevelopment of the former Cars with Heart
Site
During the planning period of 2016 – 2018, the EDA will entering into a tax increment
development agreement that will enable the development of 140 units of affordable assisted care
for senior housing and 24 units for specialized senior care on approximately 5+ acres of EDA
owned properties (former Cars with Heart auto sales site and adjacent lots) that would be ready
for occupancy in 2017.
150
Staffing Levels
Positions FTEs 2015 2016 2017
Director of Business and Development
Deputy Director of Buildings and Community
Standards/HRA Specialist*
Housing Community Standard Supervisor*
Administrative Support Staff from BSC Dept.*
1
0.7
0.3
0.5
1
0.75
0.25
0.5
1
0.75
0.25
0.5
Total 2.5 2.5 2.5
*Operates out of Building & Community Standards Department (BCS)
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
Working on housing initiatives that increase opportunities for home ownership 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.
Annual Goal and Strategies:
Provide recommendations to the EDA on options and strategies related to the use of
projected TIF 5 funds to complement the existing development and ensure the successful
completion of the Shingle Creek Crossing’s redevelopment of the former Brookdale
Mall.
Establish a new Redevelopment Tax Increment District for the Southern Portion of the
Opportunity Site and a Financing Plan to fund the necessary infrastructure improvements
for a mixed use development of market rate apartments with complimentary commercial
& services uses.
Assist in the planning and approval of a master development plan for the southern
portion of the Opportunity Site. Complete the Tax Increment Development Agreement;
Site Plan & Zoning Approvals, and Land Conveyance necessary for the Brooklyn
Boulevard Senior Housing Project to commence in 2016.
Continue to work cooperatively with property owners within the Brooklyn Boulevard
Corridor to promote planned transportation improvements, streetscape improvements to
151
promote safer pedestrian and bicycle use within the corridor, and where necessary,
facilitate the acquisition of non-conforming properties that conflict with the City’s
Vision for this 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
1 built in 2014
5 built in 2015
3 additional homes
in 2016
Completion of the Development Agreement
and establish TIF District to commence the
1st phase development of the Opportunity
Site.
Market Analysis and
revised conceptual
layout prepared in 2014.
Preliminary Interest by a
developer & manager of
market rate apartments
Approval of a final
development
agreement and
creation of TIF
District & Finance
Plan by May, 2015
TIF 4 Budget and Potential Use of Available
funds after satisfying the PAYG Note.
Projected payoff of the
PAYGO Note 2nd half
2016
Debt service of 2013
bond payment for senior
housing site from TIF 3
Housing Fund
Amend the budget to
fund qualified senior
housing & land costs
for Brooklyn Blvd,
Project.
Xerxes & 55th Ave. entrance & western
portion of Shingle Creek Crossing
Development.
Presently the site is
inconsistent with the
vision and plans of
Shingle Creek Crossing
(underdeveloped area
with undefined access,
traffic movements
through an open parking
lot
Assist the developer
in completing the
internal access &
streetscaping plans
for the western
portion of the
project.
Work with Sears to
improve the
intersection and their
portion of the ring
road.
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
The 2017 budget includes $20,000 for the replacement of the City’s streetscape banners.
152
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46310 - DEVELOPMENT/RE-DEVELOPMENT
REVENUES
4359 - OTHER STATE GRANTS/AID (211,348)$ -$ -$ -$ -$ 0.00%
4373 - OTHER GRANTS/AID (133,214) (170,394) - - - 0.00%
TOTAL INTERGOVERNMENTAL (344,562) (170,394) - - - 0.00%
4603 - INTEREST EARNINGS (3,524) (5,326) (6,550) (5,754) (6,711) 16.63%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5,843 (1,923) - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,319 (7,249) (6,550) (5,754) (6,711) 16.63%
4606 - OTHER REVENUE (5,820) (5,502) (4,965) - - 0.00%
TOTAL MISCELLANEOUS (5,820) (5,502) (4,965) - - 0.00%
4915 - TRANSFERS IN - - - (144,968) (149,774) 3.32%
4915.3 - TRANSFERS IN FROM HRA FUND (248,828) (278,764) - (280,460) (308,518) 10.00%
TOTAL TRANSFERS IN (248,828) (278,764) - (425,428) (458,292) 7.72%
TOTAL REVENUES (596,891) (461,909) (11,515) (431,182) (465,003) 7.84%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 200,614 213,953 184,382 225,122 211,240 -6.17%
6102 - OVERTIME-FT EMPLOYEES - 59 43 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - - - - 18,537 100.00%
6111 - SEVERANCE PAY 722 3,302 - - - 0.00%
6122 - PERA COORDINATED PLAN 14,544 15,544 13,832 16,884 17,807 5.47%
6125 - FICA - SOCIAL SECURITY 12,127 12,851 11,011 13,958 14,226 1.92%
6126 - FICA - MEDICARE 2,836 3,005 2,575 3,264 3,332 2.08%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,694 22,859 23,298 25,416 29,634 16.60%
6151 - WORKER'S COMP INSURANCE 4,774 4,802 5,196 5,247 1,545 -70.55%
TOTAL PERSONAL SERVICES 258,311 276,375 240,337 289,891 296,321 2.22%
6201 - OFFICE SUPPLIES 56 - 25 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES - 36 - 250 250 0.00%
6241 - SMALL TOOLS - - - 350 - -100.00%
6243 - MINOR COMPUTER EQUIPMENT 1,786 - - - 2,350 100.00%
TOTAL SUPPLIES 1,842 36 25 850 2,850 235.29%
6301 - ACCTG, AUDIT & FIN'L SERVICES 6,112 2,050 2,105 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING 894 - - 7,500 7,500 0.00%
6303 - LEGAL SERVICES 10,088 776 (121) 7,500 7,500 0.00%
6307 - PROFESSIONAL SERVICES 7,208 5,780 2,087 5,000 5,000 0.00%
6321 - TELEPHONE/PAGERS 1,099 1,126 779 1,020 1,080 5.88%
6331 - TRAVEL EXPENSE/MILEAGE - - - 100 100 0.00%
6333 - FREIGHT/DRAYAGE 36 14 - 100 100 0.00%
6341 - PERSONNEL ADVERTISING - - - 125 125 0.00%
6342 - LEGAL NOTICES - 43 1,332 400 400 0.00%
6349 - OTHER ADVERTISING - - - 1,500 1,500 0.00%
6351 - PRINTING 19 60 - 100 75 -25.00%
6381 - ELECTRIC 72 - - - - 0.00%
6386 - STORM SEWER 14,295 15,029 15,115 17,000 17,000 0.00%
6389 - STREET LIGHTS 2,298 2,383 2,325 2,300 2,300 0.00%
6405 - PARK & LANDSCAPE SERVICES 6,385 9,876 9,116 5,000 7,500 50.00%
6406 - MULTI-FUNCTION MTNCE 1,446 1,455 881 1,600 1,200 -25.00%
6409 - OTHER REPAIR & MAINT SVCS 333 - - 1,500 1,500 0.00%
6423 - LOGIS CHARGES 1,521 1,871 2,231 3,409 3,730 9.42%
6432 - CONFERENCES AND SCHOOLS 265 540 550 2,000 1,200 -40.00%
6433 - MEETING EXPENSES 534 540 491 750 700 -6.67%
6434 - DUES & SUBSCRIPTIONS 22,299 7,005 7,811 22,777 22,800 0.10%
6441 - LICENSES, TAXES & FEES 3,346 2,408 2,162 2,600 2,500 -3.85%
6449 - OTHER CONTRACTUAL SERVICE 356,603 188,704 5,942 - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION - (90,782) - - - 0.00%
TOTAL PROFESSIONAL SERVICES 434,853 148,878 52,806 84,781 86,310 1.80%
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
FUND - 20300
SPECIAL REVENUE FUND
153
6461 - FUEL CHARGES 382 199 175 432 184 -57.41%
6462 - FIXED CHARGES 1,185 976 852 1,022 955 -6.56%
6463 - REPAIR & MAINT CHARGES 90 414 90 173 173 0.00%
6465 - REPLACEMENT CHARGES 2,113 2,100 1,625 1,950 1,950 0.00%
TOTAL CENTRAL GARAGE CHARGES 3,770 3,689 2,742 3,577 3,262 -8.81%
6471 - ADMINISTRATIVE SERVICE TRANSFER 81,555 84,428 48,237 57,884 57,884 0.00%
TOTAL TRANSFERS OUT 81,555 84,428 48,237 57,884 57,884 0.00%
TOTAL BUSINESS UNIT EXPENSES 780,331 513,406 344,147 436,983 446,627 2.21%
NET CHANGE IN FUND BALANCE 183,440$ 51,497$ 332,632$ 5,801$ (18,376)$ -416.77%
154
City of Brooklyn Center
2016 Budget
Other Special Revenue Funds
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46323 - CDBG
REVENUES
4320 - MISC FEDERAL GRANTS (1,422,362)$ (251,471)$ (365,820)$ (150,000)$ (350,000)$ 133.33%
TOTAL INTERGOVERNMENTAL (1,422,362) (251,471) (365,820) (150,000) (350,000) 133.33%
TOTAL REVENUES (1,422,362) (251,471) (365,820) (150,000) (350,000) 133.33%
EXPENDITURES
6449 - OTHER CONTRACTUAL SERVICE 1,272,982 121,926 52,574 - 200,000 100.00%
TOTAL PROFESSIONAL SERVICES 1,272,982 121,926 52,574 - 200,000 100.00%
6480 - GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 - MISC TRANSFER OUT 149,381 129,544 - 150,000 150,000 0.00%
TOTAL TRANSFERS OUT 149,381 129,544 - 150,000 150,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 1,422,363 251,470 52,574 150,000 350,000 133.33%
NET CHANGE IN FUND BALANCE 1$ (1)$ (313,246)$ -$ -$ 0.00%
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND - 20400
SPECIAL REVENUE FUND
155
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
42190 - STATE FORFEITURES-DRUG
REVENUES
4506 - STATE FORFEITURE REVENUE (14,721) (45,907) (466) (12,000) (15,000) 25.00%
TOTAL FINES & FORFEITURES (14,721) (45,907) (466) (12,000) (15,000) 25.00%
4603 - INTEREST EARNINGS (36) (266) (352) (59) (441) 647.46%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 94 (148) - - - 0.00%
TOTAL INVESTMENT EARNINGS 58 (414) (352) (59) (441) 647.46%
TOTAL REVENUES (14,663) (46,321) (818) (12,059) (15,441) 28.05%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - 1,016 - - - 0.00%
6242 - MINOR EQUIPMENT - 7,453 30,090 30,500 15,000 -50.82%
6243 - MINOR COMPUTER EQUIPMENT - 3,567 - - - 0.00%
TOTAL SUPPLIES - 12,036 30,090 30,500 15,000 -50.82%
6402 - EQUIPMENT SERVICES - - 1,268 - - 0.00%
6441 - LICENSES, TAXES & FEES - 42 - - - 0.00%
TOTAL PROFESSIONAL SERVICES - 42 1,268 - - 0.00%
6550 - MOTOR VEHICLES - - 2,526 - - 0.00%
TOTAL CAPITAL OUTLAY - - 2,526 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 12,078 33,884 30,500 15,000 -50.82%
42191 - FEDERAL FORFEITURES-DRUG
REVENUES
4505 - FEDERAL FORFEITURE REVENUE - (3,118) (20,000) - - 0.00%
TOTAL FINES & FORFEITURES - (3,118) (20,000) - - 0.00%
4603 - INTEREST EARNINGS (44) (39) (117) (71) (80) 12.68%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 31 (13) - - - 0.00%
TOTAL INVESTMENT EARNINGS (13) (52) (117) (71) (80) 12.68%
TOTAL REVENUES (13) (3,170) (20,117) (71) (80) 12.68%
EXPENDITURES
6214 - CLOTHING & PERSONAL EQUIPMENT 3,882 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,747 - - - - 0.00%
6242 - MINOR EQUIPMENT - - 1,562 - - 0.00%
TOTAL SUPPLIES 5,629 - 1,562 - - 0.00%
6307 - PROFESSIONAL SERVICES 7,950 - - - - 0.00%
TOTAL PROFESSIONAL SERVICES 7,950 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 13,579 - 1,562 - - 0.00%
POLICE FORFEITURES
FUND - 20500
SPECIAL REVENUE FUND
156
42193 - DUI FORFEITURE FUND
REVENUES
4506 - STATE FORFEITURE REVENUE (13,630) (3,772) (3,100) (20,000) (20,000) 0.00%
TOTAL FINES & FORFEITURES (13,630) (3,772) (3,100) (20,000) (20,000) 0.00%
4603 - INTEREST EARNINGS (84) (197) (223) (137) (255) 86.13%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 192 (60) - - - 0.00%
TOTAL INVESTMENT EARNINGS 108 (257) (223) (137) (255) 86.13%
TOTAL REVENUES (13,522) (4,029) (3,323) (20,137) (20,255) 0.59%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES 1,193 - - 35,000 38,556 10.16%
6242 - MINOR EQUIPMENT - 279 1,116 - - 0.00%
TOTAL SUPPLIES 1,193 279 1,116 35,000 38,556 10.16%
6402 - EQUIPMENT SERVICES 60 - - - - 0.00%
6441 - LICENSES, TAXES & FEES 127 21 82 100 100 0.00%
6447 - TOWING CHARGES 2,594 - - 2,000 2,000 0.00%
TOTAL PROFESSIONAL SERVICES 2,781 21 82 2,100 2,100 0.00%
TOTAL BUSINESS UNIT EXPENSES 3,974 300 1,198 37,100 40,656 9.58%
NET CHANGE IN FUND BALANCE (10,645)$ (41,142)$ 12,386$ 35,333$ 19,880$ -43.74%
157
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46412 - TIF DISTRICT #2
REVENUES
4150 - TAX INCREMENTS -$ -$ 58,594$ -$ -$ 0.00%
TOTAL TAXES - - 58,594 - - 0.00%
4362 - MISC FEDERAL GRANTS - - (25,400) - - 0.00%
TOTAL INTERGOVERNMENTAL - - (25,400) - - 0.00%
4603 - INTEREST EARNINGS (1,209) (1,261) (663) (1,975) (1,006) -49.06%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,795 (263) - - - 0.00%
TOTAL INVESTMENT EARNINGS 586 (1,524) (663) (1,975) (1,006) -49.06%
4606 - OTHER REVENUE (27,721) (14,955) - (8,576) (11,880) 38.53%
TOTAL MISCELLANEOUS (27,721) (14,955) - (8,576) (11,880) 38.53%
TOTAL REVENUES (27,135) (16,479) 32,531 (10,551) (12,886) 22.13%
EXPENDITURES
6302 - ARCH, ENG & PLANNING 9,201 39,906 20,615 - - 0.00%
6342 - LEGAL NOTICES - - 882 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE - 227,000 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 9,201 266,906 21,497 - - 0.00%
6530 - IMPROVEMENTS 36,327 - - - - 0.00%
TOTAL CAPITAL OUTLAY 36,327 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 45,528 266,906 21,497 - - 0.00%
NET CHANGE IN FUND BALANCE 18,393$ 250,427$ 54,028$ (10,551)$ (12,886)$ 22.13%
TAX INCREMENT FINANCING (TIF) DISTRICT #2
FUND - 27700
SPECIAL REVENUE FUND
158
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46413 - TIF DISTRICT #3
REVENUES
4150 - TAX INCREMENTS (2,766,160)$ (3,038,983)$ (1,298,769)$ (2,976,947)$ (3,062,677)$ 2.88%
TOTAL TAXES (2,766,160) (3,038,983) (1,298,769) (2,976,947) (3,062,677) 2.88%
4603 - INTEREST EARNINGS (6,088) (17,585) (16,482) (9,939) (18,692) 88.07%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 17,972 (5,536) - - - 0.00%
TOTAL INVESTMENT EARNINGS 11,884 (23,121) (16,482) (9,939) (18,692) 88.07%
4831 - OFFICE RENTALS (15,786) (363,788) (163,227) - (83,025) 100.00%
4921 - REFUNDS & REIMBURSEMENTS - (32,843) (11,263) - - 0.00%
TOTAL MISCELLANEOUS (15,786) (396,631) (174,490) - (83,025) 100.00%
4911 - SALE OF PROPERTY - (122,019) (49,820) - (43,000) 100.00%
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) (49,820) - (43,000) 100.00%
4915 - TRANSFERS IN (4,166) - - - - 0.00%
TOTAL TRANSFERS IN (4,166) - - - - 0.00%
TOTAL REVENUES (8,817,753) (3,580,754) (1,539,561) (2,986,886) (3,207,394) 7.38%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 5,328 - - - 6,000 100.00%
6302 - ARCH, ENG & PLANNING 15,729 3,762 23,015 - 50,000 100.00%
6303 - LEGAL SERVICES 27,414 48,176 3,112 - 50,000 100.00%
6307 - PROFESSIONAL SERVICES 30,106 23,468 19,386 - 25,000 100.00%
6342 - LEGAL NOTICES - - 1,112 - 50 100.00%
6361 - GENERAL LIABILITY INSURANCE - 26,265 31,254 8,000 12,000 50.00%
6381 - ELECTRIC - 39,580 27,630 - 2,000 100.00%
6382 - GAS - 24,120 22,112 - - 0.00%
6383 - WATER - 3,081 5,215 - 3,000 100.00%
6384 - REFUSE DISPOSAL - 281 - - - 0.00%
6385 - SEWER 5 5,940 6,811 - 6,000 100.00%
6386 - STORM SEWER 4,383 34,958 38,094 - 40,000 100.00%
6389 - STREET LIGHTS 1,400 5,823 5,157 - 6,000 100.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - 3,443 - - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 8,314 34,904 19,917 - 10,000 100.00%
6434 - DUES & SUBSCRIPTIONS - 15,000 15,000 - 15,000 100.00%
6441 - LICENSES, TAXES & FEES 19,204 370,648 144,835 - 25,000 100.00%
6449 - OTHER CONTRACTUAL SERVICE 6,355 167,679 664,444 - 250,000 100.00%
6498 - INTERFUND EXPENSE ALLOCATION - 56,709 - - - 0.00%
6499 - EXPENSES REIMBURSED 132,350 73,112 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 250,588 936,949 1,027,094 8,000 500,050 6150.63%
6510 - LAND 5,007,224 2,344,304 - - 425,000 100.00%
6530 - IMPROVEMENTS 34,000 2,300 - - - 0.00%
6599 - CAPITALIZED EXPENSES - (1,846,900) - - - 0.00%
TOTAL CAPITAL OUTLAY 5,041,224 499,704 - - 425,000 100.00%
6621 - PAYING AGENT/OTHER FEES 39,263 - - - - 0.00%
TOTAL DEBT SERVICE 39,263 - - - - 0.00%
6474 - DEBT SERVICE FUND TRANSFER 1,964,963 2,073,345 - 2,397,331 2,325,289 -3.01%
6482 - MISC TRANSFER OUT - - - 100,000 100,000 0.00%
TOTAL TRANSFERS OUT 1,964,963 2,073,345 - 2,497,331 2,425,289 -2.88%
TOTAL BUSINESS UNIT EXPENSES 7,296,038 3,509,998 1,027,094 2,505,331 3,350,339 33.73%
NET CHANGE IN FUND BALANCE (1,521,715)$ (70,756)$ (512,467)$ (481,555)$ 142,945$ -129.68%
TAX INCREMENT FINANCING (TIF) DISTRICT #3
FUND - 27800
SPECIAL REVENUE FUND
159
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46414 - TIF DISTRICT #4
REVENUES
4150 - TAX INCREMENTS (382,924)$ (464,661)$ (210,413)$ (466,341)$ (422,328)$ -9.44%
TOTAL TAXES (382,924) (464,661) (210,413) (466,341) (422,328) -9.44%
4603 - INTEREST EARNINGS (347) (703) (399) (566) - -100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 956 (76) - - - 0.00%
TOTAL INVESTMENT EARNINGS 609 (779) (399) (566) - -100.00%
TOTAL REVENUES (382,315) (465,440) (210,812) (466,907) (422,328) -9.55%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,487 - - - - 0.00%
6303 - LEGAL SERVICES - 2,038 - - - 0.00%
6441 - LICENSES, TAXES & FEES - 1,210 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - - - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION - 4,763 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 1,487 8,011 - - - 0.00%
6602 - OTHER DEBT-PRINCIPAL 329,533 414,017 430,846 454,683 430,846 -5.24%
TOTAL DEBT SERVICE 329,533 414,017 430,846 454,683 430,846 -5.24%
6482 - MISC TRANSFER OUT - - - 10,000 10,000 0.00%
TOTAL TRANSFERS OUT - - - 10,000 10,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 331,020 422,028 430,846 464,683 440,846 -5.13%
NET CHANGE IN FUND BALANCE (51,295)$ (43,412)$ 220,034$ (2,224)$ 18,518$ -932.64%
TAX INCREMENT FINANCING (TIF) DISTRICT #4
FUND - 27900
SPECIAL REVENUE FUND
160
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
46415 - TIF DISTRICT #5
REVENUES
4150 - TAX INCREMENTS (449)$ (292,064)$ (239,477)$ (435,437)$ (483,800)$ 11.11%
TOTAL TAXES (449) (292,064) (239,477) (435,437) (483,800) 11.11%
4603 - INTEREST EARNINGS - (654) (383) (816) - -100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - (227) - - - 0.00%
TOTAL INVESTMENT EARNINGS - (881) (383) (816) - -100.00%
TOTAL REVENUES (449) (292,945) (239,860) (436,253) (483,800) 10.90%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES 5,223 - - - - 0.00%
6303 - LEGAL SERVICES - 606 - - - 0.00%
6441 - LICENSES, TAXES & FEES - 1,032 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 8,516 14,955 1,975 - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION - 29,310 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 13,739 45,903 1,975 - - 0.00%
6602 - OTHER DEBT-PRINCIPAL - 114,405 - 391,893 433,240 10.55%
6612 - OTHER DEBT-INTEREST - - 364,366 8,576 11,880 38.53%
TOTAL DEBT SERVICE - 114,405 364,366 400,469 445,120 11.15%
6482 - MISC TRANSFER OUT - - - 34,968 36,500 4.38%
TOTAL TRANSFERS OUT - - - 34,968 36,500 4.38%
TOTAL BUSINESS UNIT EXPENSES 13,739 160,308 366,341 435,437 481,620 10.61%
NET CHANGE IN FUND BALANCE 13,290$ (132,637)$ 126,481$ (816)$ (2,180)$ 167.16%
TAX INCREMENT FINANCING (TIF) DISTRICT #5
FUND - 28000
SPECIAL REVENUE FUND
161
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
28600 - CITY INITIATIVES GRANT FUND
REVENUES
4603 - INTEREST EARNINGS (337)$ (1,783)$ (2,287)$ (550)$ -$ -100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,348 (686) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,011 (2,469) (2,287) (550) - -100.00%
TOTAL REVENUES 1,011 (2,469) (2,287) (550) - -100.00%
42185 - POLICE GRANTS-MISC
REVENUES
4320 - MISC FEDERAL GRANTS (60,959) (44,911) (13,339) (10,000) (27,000) 170.00%
4359 - OTHER STATE GRANTS/AID (48,043) (23,516) (11,758) (23,516) (23,516) 0.00%
4362 - COUNTY GRANTS/AID (27,429) (4,963) (17,952) (2,000) (20,000) 900.00%
TOTAL INTERGOVERNMENTAL (136,431) (73,390) (43,049) (35,516) (70,516) 98.55%
4603 - INTEREST EARNINGS (113) - - (185) (456) 146.49%
TOTAL INVESTMENT EARNINGS (113) - - (185) (456) 146.49%
TOTAL REVENUES (136,544) (73,390) (43,049) (35,701) (70,972) 98.80%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 21,106 34,328 5,801 - 40,516 100.00%
6102 - OVERTIME-FT EMPLOYEES 20,148 21,440 6,527 - 10,000 100.00%
6103 - WAGES-PART TIME EMPLOYEES 12,316 8,300 10,673 - 8,300 100.00%
6122 - PERA COORDINATED PLAN 2,423 784 1,236 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 2,632 2,869 1,057 - - 0.00%
6125 - FICA - SOCIAL SECURITY 2,097 670 1,021 - - 0.00%
6126 - FICA - MEDICARE 742 430 332 - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,738 2,095 2,933 - - 0.00%
6151 - WORKER'S COMP INSURANCE 706 495 309 - - 0.00%
TOTAL PERSONAL SERVICES 73,908 71,411 29,889 - 58,816 100.00%
6201 - OFFICE SUPPLIES - 40 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 16,029 6,260 7,569 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 10,080 5,534 3,249 1,000 4,000 300.00%
TOTAL SUPPLIES 26,109 11,834 10,818 1,000 4,000 300.00%
6307 - PROFESSIONAL SERVICES - 95 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 2,952 2,939 6,313 - 6,700 100.00%
6433 - MEETING EXPENSES 94 115 - 1,000 1,000 0.00%
TOTAL PROFESSIONAL SERVICES 3,046 3,149 6,313 1,000 7,700 670.00%
TOTAL BUSINESS UNIT EXPENSES 103,063 86,394 47,020 2,000 70,516 3425.80%
CITY GRANTS
FUND - 28600
SPECIAL REVENUE FUND
162
42187 - AUTO THEFT GRANT
REVENUES
4359 - OTHER STATE GRANTS/AID (36,424) (79,028) (69,891) (60,000) (102,301) 70.50%
TOTAL INTERGOVERNMENTAL (36,424) (79,028) (69,891) (60,000) (102,301) 70.50%
TOTAL REVENUES (36,424) (79,028) (69,891) (60,000) (102,301) 70.50%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 26,541 56,827 62,822 60,000 73,671 22.79%
6102 - OVERTIME-FT EMPLOYEES 208 576 407 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 3,872 8,809 10,243 - 11,272 100.00%
6126 - FICA - MEDICARE 402 871 940 - 1,068 100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 4,298 10,012 11,329 - 13,343 100.00%
6151 - WORKER'S COMP INSURANCE 952 1,934 2,606 - 2,947 100.00%
TOTAL PERSONAL SERVICES 36,273 79,029 88,347 60,000 102,301 70.50%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 155 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - - 16,486 - - 0.00%
TOTAL SUPPLIES - - 16,641 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 36,273 79,029 104,988 60,000 102,301 70.50%
42188 - COPS GRANT
REVENUES
4320 - MISC FEDERAL GRANTS (29,010) - - - - 0.00%
TOTAL INTERGOVERNMENTAL (29,010) - - - - 0.00%
TOTAL REVENUES (29,010) - - - - 0.00%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 22,313 - - - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 820 - - - - 0.00%
6123 - PERA POLICE & FIRE PLAN 3,133 - - - - 0.00%
6126 - FICA - MEDICARE 295 - - - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 1,682 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 767 - - - - 0.00%
TOTAL PERSONAL SERVICES 29,010 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 29,010 - - - - 0.00%
45015 - NW CABLE COMMUNICATIONS GRANT
REVENUES
4373 - OTHER GRANTS/AID (31,179) (32,103) (27,515) (32,000) (34,000) 6.25%
TOTAL INTERGOVERNMENTAL (31,179) (32,103) (27,515) (32,000) (34,000) 6.25%
4603 - INTEREST EARNINGS (256) - - (418) (1,502) 259.33%
TOTAL INVESTMENT EARNINGS (256) - - (418) (1,502) 259.33%
4915 - TRANSFERS IN (72,452) - - - - 0.00%
TOTAL TRANSFERS IN (72,452) - - - - 0.00%
TOTAL REVENUES (103,887) (32,103) (27,515) (32,418) (35,502) 9.51%
6307 - PROFESSIONAL SERVICES - 570 12,228 - - 0.00%
TOTAL PROFESSIONAL SERVICES - 570 12,228 - - 0.00%
6540 - EQUIPMENT & MACHINERY - - - 200,000 550,924 175.46%
TOTAL CAPITAL OUTLAY - - - 200,000 550,924 175.46%
TOTAL BUSINESS UNIT EXPENSES - 570 12,228 200,000 550,924 175.46%
163
45020 - RECREATION GRANTS
REVENUES
4473 - CHILDREN RECREATION PROGRAMS (1,055) (1,143) (1,200) (1,125) (1,125) 0.00%
4492 - SPECIAL EVENTS (8,251) (8,542) (5,486) (8,250) (9,050) 9.70%
TOTAL CHARGES FOR SERVICES (9,306) (9,685) (6,686) (9,375) (10,175) 8.53%
4603 - INTEREST EARNINGS (73) - - (120) (236) 96.67%
TOTAL INVESTMENT EARNINGS (73) - - (120) (236) 96.67%
4612 - DONATIONS & CONTRIBUTIONS (13,300) (27,851) (13,758) (8,800) (30,300) 244.32%
4921 - REFUNDS & REIMBURSEMENTS (154) (1,958) (2,102) (2,825) (6,515) 130.62%
TOTAL MISCELLANEOUS (13,454) (29,809) (15,860) (11,625) (36,815) 216.69%
TOTAL REVENUES (22,833) (39,494) (22,546) (21,120) (47,226) 123.61%
EXPENDITURES
6103 - WAGES-PART TIME EMPLOYEES 11,077 10,431 8,925 11,525 11,100 -3.69%
6122 - PERA COORDINATED PLAN 408 437 362 458 542 18.34%
6125 - FICA - SOCIAL SECURITY 687 647 553 715 688 -3.78%
6126 - FICA - MEDICARE 161 151 129 167 160 -4.19%
6151 - WORKER'S COMP INSURANCE 176 148 147 164 159 -3.05%
TOTAL PERSONAL SERVICES 12,509 11,814 10,116 13,029 12,649 -2.92%
6219 - GENERAL OPERATING SUPPLIES 20,469 16,239 12,753 8,850 21,300 140.68%
TOTAL SUPPLIES 20,469 16,239 12,753 8,850 21,300 140.68%
6307 - PROFESSIONAL SERVICES 250 294 - - - 0.00%
6322 - POSTAGE - - (461) - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 787 557 - 595 - -100.00%
6349 - OTHER ADVERTISING - 1,778 1,867 - 2,100 100.00%
6369 - OTHER INSURANCE - - - - 1,750 100.00%
6431 - SPECIAL EVENTS 5,500 5,500 5,500 8,500 - -100.00%
6449 - OTHER CONTRACTUAL SERVICE 2,625 11,025 3,508 9,500 17,725 86.58%
TOTAL PROFESSIONAL SERVICES 9,162 19,154 10,414 18,595 21,575 16.03%
TOTAL BUSINESS UNIT EXPENSES 42,140 47,207 33,283 40,474 55,524 37.18%
45025 - ACTIVE LIVING GRANT
REVENUES
4362 - COUNTY GRANTS/AIDS - (8,333) (31,667) - - 0.00%
TOTAL INTERGOVERNMENTAL - (8,333) (31,667) - - 0.00%
TOTAL REVENUES - (8,333) (31,667) - - 0.00%
EXPENDITURES
6102 - OVERTIME-FT EMPLOYEES - - 7,264 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - - 2,409 - - 0.00%
6122 - PERA COORDINATED PLAN - - 181 - - 0.00%
6123 - PERA POLICE & FIRE PLAN - - 1,177 - - 0.00%
6125 - FICA - SOCIAL SECURITY - - 149 - - 0.00%
6126 - FICA - MEDICARE - - 140 - - 0.00%
6151 - WORKER'S COMP INSURANCE - - 219 - - 0.00%
TOTAL PERSONAL SERVICES - - 11,539 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 34 - - 0.00%
6225 - PARK & LANDSCAPE MATERIALS - - 2,488 - - 0.00%
6226 - SIGNS & STRIPING MATERIALS - - 471 - - 0.00%
TOTAL SUPPLIES - - 2,993 - - 0.00%
6343 - OTHER NOTICES - - 294 - - 0.00%
6419 - OTHER RENTAL EXPENSE - - 863 - - 0.00%
6431 - SPECIAL EVENTS - - 461 - - 0.00%
6432 - CONFERENCES AND SCHOOLS - - 6,801 - - 0.00%
TOTAL PROFESSIONAL SERVICES - - 8,419 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 22,951 - - 0.00%
NET CHANGE IN FUND BALANCE (117,201)$ (21,617)$ 23,515$ 152,685$ 523,264$ 242.71%
164
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
45130 - CENTENNIAL CELEBRATION COMM
REVENUES
4603 - INTEREST EARNINGS (369) (1,439) (983) (602) - -100.00%
TOTAL INVESTMENT EARNINGS (369) (1,439) (983) (602) - -100.00%
4612 - DONATIONS & CONTRIBUTIONS (211,276) (10,786) (12,575) - - 0.00%
TOTAL MISCELLANEOUS (211,276) (10,786) (12,575) - - 0.00%
4915 - TRANSFERS IN - - - (345,000) - -100.00%
TOTAL TRANSFERS IN - - - (345,000) - -100.00%
TOTAL REVENUES (211,645) (12,225) (13,558) (345,602) - -100.00%
EXPENDITURES
6242 - OTHER MINOR EQUIPMENT - - 6,434 - - 0.00%
TOTAL SUPPLIES - - 6,434 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 27,831 7,079 41,957 - - 0.00%
TOTAL PROFESSIONAL SERVICES 27,831 7,079 41,957 - - 0.00%
6520 - BUILDINGS & FACILITIES - - 565,834 - - 0.00%
6530 - IMPROVEMENTS - - - 588,500 - -100.00%
TOTAL CAPITAL OUTLAY - - 565,834 588,500 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 27,831 7,079 614,225 588,500 - -100.00%
NET CHANGE IN FUND BALANCE (183,814)$ (5,146)$ 600,667$ 242,898$ -$ -100.00%
CENTENNIAL AMPITHEATER
FUND - 29000
SPECIAL REVENUE FUND
165
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166
City of Brooklyn Center
2016 Budget
Debt Service Funds
City of Brooklyn Center
2016 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 2016 those funds are:
2006A GO Improvement Bonds
2008B GO Improvement Bonds
2013B GO Improvement Bonds
2015A GO Improvement Bonds
2004D GO Tax Increment Bonds
2008A GO Tax Increment Bonds
2013A GO Tax Increment Bonds
2015B GO Tax Increment Bonds
167
City of Brooklyn Center
2016 Debt Service
Required Principal Payments
Original Issue Prior Years 2016 Balance Due Final Maturity
Issue Name Amount Payments Payment 12/31/2016 Date
Improvement Bonds
2006 Street Improvement Bonds 1,460,000$ 1,265,000$ 130,000$ 65,000$ 2/1/2017
2008 Street Improvement Bonds 2,390,000 1,525,000 240,000 625,000 2/1/2019
2013 Street Improvement Bonds 4,920,000 805,000 515,000 3,600,000 2/1/2024
2015 Street Improvement Bonds 3,416,248 - - 3,416,248 2/1/2026
12,186,248 3,595,000 885,000 7,706,248
Tax Increment Bonds
2004 G.O. Tax Increment Bonds 17,245,000 9,125,000 8,120,000 - 2/1/2016
2008 G.O. Tax Increment Bonds 4,335,000 3,960,000 125,000 250,000 2/1/2018
2013 G.O. Tax Increment Bonds 6,040,000 250,000 260,000 5,530,000 2/1/2022
2015 G.O. Tax Increment Bonds 6,600,000 - - 6,600,000 2/1/2020
34,220,000 13,335,000 8,505,000 12,380,000
Utility Revenue Bonds (Paid from Utility Bonds)
2015 G.O. Utility Revenue Bonds 1,823,752 - - 1,823,752 2/1/2026
2015 G.O. Refunding Bonds 1,660,000 - 140,000 1,520,000 2/1/2026
Public Facilities Loan (PFA)* 19,662,352 15,352 944,000 18,703,000 8/20/2034
23,146,104 15,352 1,084,000 22,046,752
TOTAL BONDED INDEBTEDNESS 69,552,352$ 16,945,352$ 10,474,000$ 42,133,000$
*Estimated amounts (the City submits monthly draws for the Water Treatment Plant Construction)
168
City of Brooklyn Center
2016 Debt Service Funds
Debt Payment Revenues & Expenditures
Assessment Property Tax Interest TOTAL
Revenues Revenue Revenue Income BUDGET
Improvement Bonds
2006 Street Improvement Bonds 49,949$ -$ 1,522$ 51,471$
2008 Street Improvement Bonds 194,022 - 3,678 197,700
2013 Street Improvement Bonds 263,999 396,682 4,201 664,882
2015 Street Improvement Bonds 228,239 242,802 2,661 473,702
736,209 639,484 12,062 1,387,755
Tax Increment Bonds
2004 G.O. Tax Increment Bonds - 1,653,388 - 1,653,388
2008 G.O. Tax Increment Bonds - 143,063 - 143,063
2013 G.O. Tax Increment Bonds - 432,838 - 432,838
2015 G.O. Tax Increment Bonds - 100,500 - 100,500
- 2,329,789 - 2,329,789
TOTAL DEBT SERVICE REVENUES 736,209$ 2,969,273$ 12,062$ 3,717,544$
Principal Interest Agent Fees TOTAL
Expenditures Payment Payments and Administration BUDGET
Improvement Bonds
2006 Street Improvement Bonds 130,000$ 4,940$ 1,500$ 136,440$
2008 Street Improvement Bonds 240,000 30,545 1,500 272,045
2013 Street Improvement Bonds 515,000 115,725 1,500 632,225
2015 Street Improvement Bonds - 77,213 1,500 78,713
885,000 228,423 6,000 1,119,423
Tax Increment Bonds
2004 G.O. Tax Increment Bonds 8,120,000 203,388 1,500 8,324,888
2008 G.O. Tax Increment Bonds 125,000 16,563 1,500 143,063
2013 G.O. Tax Increment Bonds 260,000 171,338 1,500 432,838
2015 G.O. Tax Increment Bonds - 210,100 1,500 211,600
8,505,000 601,389 6,000 9,112,389
TOTAL DEBT SERVICE EXPENDITURES 9,390,000$ 829,812$ 12,000$ 10,231,812$
NET TOTAL DEBT SERVICE BUDGET (6,514,268)$
169
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47524 - 2006A-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS (126,791)$ (114,016)$ (52,016)$ (161,647)$ (49,949)$ -69.10%
TOTAL SPECIAL ASSESSMENTS (126,791) (114,016) (52,016) (161,647) (49,949) -69.10%
4603 - INTEREST EARNINGS (817) (1,256) (1,101) (1,334) (1,522) 14.09%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,437 (442) - - - 0.00%
TOTAL INVESTMENT EARNINGS 620 (1,698) (1,101) (1,334) (1,522) 14.09%
TOTAL REVENUES (126,171) (115,714) (53,117) (162,981) (51,471) -68.42%
EXPENDITURES
6601 - BOND PRINCIPAL 140,000 140,000 135,000 135,000 130,000 -3.70%
6611 - BOND INTEREST 20,053 14,960 9,908 9,908 4,940 -50.14%
6621 - PAYING AGENT/OTHER FEES 1,414 1,187 3,640 1,500 1,500 0.00%
TOTAL DEBT SERVICE 161,467 156,147 148,548 146,408 136,440 -6.81%
TOTAL BUSINESS UNIT EXPENSES 161,467 156,147 148,548 146,408 136,440 -6.81%
NET CHANGE IN FUND BALANCE 35,296$ 40,433$ 95,431$ (16,573)$ 84,969$ -612.70%
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2006-A
FUND - 31400
170
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47525 - 2008B-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS (297,063)$ (242,043)$ (235,576)$ (308,810)$ (194,022)$ -37.17%
TOTAL SPECIAL ASSESSMENTS (297,063) (242,043) (235,576) (308,810) (194,022) -37.17%
4603 - INTEREST EARNINGS (1,731) (2,835) (3,130) (2,825) (3,678) 30.19%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 3,077 (990) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,346 (3,825) (3,130) (2,825) (3,678) 30.19%
TOTAL REVENUES (295,717) (245,868) (238,706) (311,635) (197,700) -36.56%
EXPENDITURES
6601 - BOND PRINCIPAL 250,000 245,000 240,000 240,000 240,000 0.00%
6611 - BOND INTEREST 58,508 49,539 40,145 40,145 30,545 -23.91%
6621 - PAYING AGENT/OTHER FEES 2,075 3,711 1,107 1,500 1,500 0.00%
TOTAL DEBT SERVICE 310,583 298,250 281,252 281,645 272,045 -3.41%
TOTAL BUSINESS UNIT EXPENSES 310,583 298,250 281,252 281,645 272,045 -3.41%
NET CHANGE IN FUND BALANCE 14,866$ 52,382$ 42,546$ (29,990)$ 74,345$ -347.90%
FUND - 31500
G.O. IMPROVEMENT BONDS, 2008-B
DEBT SERVICE FUND
171
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47526 - 2013B-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ (678,966)$ (198,842)$ (396,496)$ (396,682)$ 0.05%
4120 - DELINQUENT AD VALOREM TAXES - - (2,663) - - 0.00%
TOTAL TAXES - (678,966) (201,505) (396,496) (396,682) 0.05%
4601 - SPECIAL ASSESSMENTS - (287,908) (205,688) (273,877) (263,999) -3.61%
TOTAL SPECIAL ASSESSMENTS - (287,908) (205,688) (273,877) (263,999) -3.61%
4603 - INTEREST EARNINGS - (2,044) (945) (816) (4,201) 414.83%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - (741) - - - 0.00%
TOTAL INVESTMENT EARNINGS - (2,785) (945) (816) (4,201) 414.83%
TOTAL REVENUES - (969,659) (408,138) (671,189) (664,882) -0.94%
EXPENDITURES
6601 - BOND PRINCIPAL - - 805,000 805,000 515,000 -36.02%
6611 - BOND INTEREST - 91,020 135,525 135,525 115,725 -14.61%
6621 - PAYING AGENT/OTHER FEES - 1,460 2,463 1,500 1,500 0.00%
TOTAL DEBT SERVICE - 92,480 942,988 942,025 632,225 -32.89%
TOTAL BUSINESS UNIT EXPENSES - 92,480 942,988 942,025 632,225 -32.89%
NET CHANGE IN FUND BALANCE -$ (877,179)$ 534,850$ 270,836$ (32,657)$ -112.06%
FUND - 31600
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2013-B
172
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47527 - 2015A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ -$ -$ (242,802)$ 100.00%
TOTAL TAXES - - - - (242,802) 100.00%
4601 - SPECIAL ASSESSMENTS - - (392,148) - (228,239) 100.00%
TOTAL SPECIAL ASSESSMENTS - - (392,148) - (228,239) 100.00%
4603 - INTEREST EARNINGS - - (870) - (2,661) 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - - (870) - (2,661) 100.00%
TOTAL REVENUES - - (393,018) - (473,702) 100.00%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - - 0.00%
6611 - BOND INTEREST - - - - 77,213 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - - - 78,713 100.00%
TOTAL BUSINESS UNIT EXPENSES - - - - 78,713 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (393,018)$ -$ (394,989)$ 100.00%
G.O. IMPROVEMENT BONDS, 2015-A
FUND - 31700
DEBT SERVICE FUND
173
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47615 - 2004D-GO TAX INCREMENT BONDS
REVENUES
4931 - BOND SALES -$ -$ (6,488,900)$ -$ -$ 0.00%
4932 - PREMIUM ON BOND SALES - - (255,630) - - 0.00%
TOTAL OTHER FINANCING SOURCES - - (6,744,530) - - 0.00%
4915.5 - TRANSFERS IN FROM TIF #3 FUND (1,804,694) (1,808,769) - (1,821,050) (1,653,388) -9.21%
TOTAL TRANSFERS IN (1,804,694) (1,808,769) - (1,821,050) (1,653,388) -9.21%
TOTAL REVENUES (1,804,694) (1,808,769) (6,744,530) (1,821,050) (1,653,388) -9.21%
EXPENDITURES
6601 - BOND PRINCIPAL 1,240,000 1,305,000 1,380,000 1,380,000 1,450,000 5.07%
6603 - REFUNDED BOND PRINCIPAL - - - - 6,670,000 100.00%
6611 - BOND INTEREST 563,763 503,319 439,550 439,550 203,388 -53.73%
6621 - PAYING AGENT/OTHER FEES 931 725 72,356 1,500 1,500 0.00%
TOTAL DEBT SERVICE 1,804,694 1,809,044 1,891,906 1,821,050 8,324,888 357.15%
TOTAL BUSINESS UNIT EXPENSES 1,804,694 1,809,044 1,891,906 1,821,050 8,324,888 357.15%
NET CHANGE IN FUND BALANCE -$ 275$ (4,852,624)$ -$ 6,671,500$ 100.00%
FUND - 38000
G.O. TAX INCREMENT BONDS, 2004-D
DEBT SERVICE FUND
174
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47611 - 2008A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND (160,269)$ (154,231)$ -$ (149,344)$ (143,063)$ -4.21%
TOTAL TRANSFERS IN (160,269) (154,231) - (149,344) (143,063) -4.21%
TOTAL REVENUES (160,269) (154,231) - (149,344) (143,063) -4.21%
EXPENDITURES
6601 - BOND PRINCIPAL 125,000 125,000 125,000 125,000 125,000 0.00%
6611 - BOND INTEREST 34,344 28,781 22,844 22,844 16,563 -27.50%
6621 - PAYING AGENT/OTHER FEES 925 725 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE 160,269 154,506 148,294 149,344 143,063 -4.21%
TOTAL BUSINESS UNIT EXPENSES 160,269 154,506 148,294 149,344 143,063 -4.21%
NET CHANGE IN FUND BALANCE -$ 275$ 148,294$ -$ -$ 0.00%
FUND - 37600
DEBT SERVICE FUND
G.O. TAX INCREMENT BONDS, 2008-A
175
2015
2013 2014 November 2015 2016
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)$ (432,838)$ 1.15%
TOTAL TRANSFERS IN - (110,345) - (427,938) (432,838) 1.15%
TOTAL REVENUES - (110,345) - (427,938) (432,838) 1.15%
EXPENDITURES
6601 - BOND PRINCIPAL - - 250,000 250,000 260,000 4.00%
6611 - BOND INTEREST - 110,345 176,438 176,438 171,338 -2.89%
6621 - PAYING AGENT/OTHER FEES - 275 425 1,500 1,500 0.00%
TOTAL DEBT SERVICE - 110,620 426,863 427,938 432,838 1.15%
TOTAL BUSINESS UNIT EXPENSES - 110,620 426,863 427,938 432,838 1.15%
NET CHANGE IN FUND BALANCE -$ 275$ 426,863$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2013-A
FUND - 37500
DEBT SERVICE FUND
176
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
47616 - 2015B-GO TIF BONDS
REVENUES
4931 - BOND SALES -$ -$ (111,100)$ -$ -$ 0.00%
TOTAL OTHER FINANCING SOURCES - - (111,100) - - 0.00%
4915.5 - TRANSFERS IN FROM TIF #3 FUND - - - - (100,500) 100.00%
TOTAL TRANSFERS IN - - - - (100,500) 100.00%
TOTAL REVENUES - - (111,100) - (100,500) 100.00%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - - 0.00%
6611 - BOND INTEREST - - - - 210,100 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - - - 211,600 100.00%
TOTAL BUSINESS UNIT EXPENSES - - - - 211,600 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (111,100)$ -$ 111,100$ 100.00%
G.O. TAX INCREMENT BONDS, 2015-B
FUND - 37400
DEBT SERVICE FUND
177
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178
City of Brooklyn Center
2016 Budget
Capital Project Funds
City of Brooklyn Center
2016 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 2016 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
179
2015
2013 2014 November 2015 2016
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) (2,156) 4,332 - - 0.00%
4154 - PENALTIES & INTEREST DELINQ TAXES - - 468 - - 0.00%
TOTAL TAXES (8,199) (2,156) 4,800 - - 0.00%
4320 - MISC FEDERAL GRANTS - - - - (1,000,000) 100.00%
4341 - LOCAL GOVERNMENT AID - (580,133) - (747,076) (767,072) 2.68%
4373 - OTHER GRANTS/AID - - - (263,000) (404,000) 53.61%
TOTAL INTERGOVERNMENTAL - (580,133) - (1,010,076) (2,171,072) 114.94%
4406 - SALE OF PLANS & SPECS - (38) (188) - - 0.00%
TOTAL CHARGES FOR SERVICES - (38) (188) - - 0.00%
4601 - SPECIAL ASSESSMENTS (1,560) (1,938) - - - 0.00%
TOTAL SPECIAL ASSESSMENTS (1,560) (1,938) - - - 0.00%
4603 - INTEREST EARNINGS (70) (25,595) (38,467) (114) (35,927) 31414.91%
4605 - UNREALIZED INVESTMENT GAIN/LOS - (8,488) - - - 0.00%
TOTAL INVESTMENT EARNINGS (70) (34,083) (38,467) (114) (35,927) 31414.91%
4921 - REFUNDS & REIMBURSEMENTS - (81,217) (116,500) - - 0.00%
TOTAL MISCELLANEOUS - (81,217) (116,500) - - 0.00%
4915 - TRANSFERS IN (2,122,668) (3,116,314) (1,125,216) - - 0.00%
4915.1 - TRANSFERS FROM LIQUOR FUND (200,000) - - (250,000) (200,000) -20.00%
4915.2 - TRANSFERS IN FROM GENERAL FUND - - - (200,000) (200,000) 0.00%
TOTAL TRANSFERS IN (2,322,668) (3,116,314) (1,125,216) (450,000) (400,000) -11.11%
TOTAL REVENUES (2,332,497) (3,815,879) (1,275,571) (1,460,190) (2,606,999) 78.54%
EXPENDITURES
6333 - FREIGHT/DRAYAGE - - 14 - - 0.00%
6342 - LEGAL NOTICES - 133 240 - - 0.00%
6441 - LICENSES, TAXES & FEES - 3 3 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - 136 257 - - 0.00%
6530 - IMPROVEMENTS 89,749 379,270 3,337,315 656,000 2,184,000 232.93%
TOTAL CAPITAL OUTLAY 89,749 379,270 3,337,315 656,000 2,184,000 232.93%
6472 - ENGINEERING SERVICE TRANSFER 2,209 - - - - 0.00%
6482 - MISC TRANSFER OUT 60,568 - - 300,000 - -100.00%
TOTAL TRANSFERS OUT 62,777 - - 300,000 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 152,526 379,406 3,337,572 956,000 2,184,000 128.45%
NET CHANGE IN FUND BALANCE (2,179,971)$ (3,436,473)$ 2,062,001$ (504,190)$ (422,999)$ -16.10%
CAPITAL IMPROVEMENTS
FUND - 40100
CAPITAL PROJECTS FUND
180
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
40200 - MUNICIPAL STATE AID CONSTRUCT
REVENUES
4343 - MUNICIPAL STATE AID, STREETS-M (90,000)$ (110,000)$ (110,000)$ (110,000)$ (120,000)$ 9.09%
4344 - MUNICIPAL STATE AID, STREETS-C 16,559 - (77,796) (777,992) (869,000) 11.70%
TOTAL INTERGOVERNMENTAL (73,441) (110,000) (187,796) (887,992) (989,000) 11.37%
4603 - INTEREST EARNINGS (2,186) (13,403) (12,579) (3,570) - -100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 3,213 (4,518) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,027 (17,921) (12,579) (3,570) - -100.00%
4915 - TRANSFERS IN - (78,000) - - - 0.00%
TOTAL TRANSFERS IN - (78,000) - - - 0.00%
TOTAL REVENUES (72,414) (205,921) (200,375) (891,562) (989,000) 10.93%
EXPENDITURES
6224 - STREET MAINT MATERIALS 32,000 32,000 27,320 33,000 35,000 6.06%
6226 - SIGNS & STRIPING MATERIALS 9,513 10,345 10,246 11,000 13,000 18.18%
TOTAL SUPPLIES 41,513 42,345 37,566 44,000 48,000 9.09%
6404 - STREET MAINT SERVICES 47,371 47,199 66,000 66,000 72,000 9.09%
TOTAL SERVICES & OTHER CHARGES 47,371 47,199 66,000 66,000 72,000 9.09%
6530 - IMPROVEMENTS - 250,000 - 2,560,000 820,000 -67.97%
TOTAL CAPITAL OUTLAY - 250,000 - 2,560,000 820,000 -67.97%
6482 - MISC TRANSFER OUT - 360,000 - - - 0.00%
TOTAL TRANSFERS OUT - 360,000 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 88,884 699,544 103,566 2,670,000 940,000 -64.79%
NET CHANGE IN FUND BALANCE 16,470$ 493,623$ (96,809)$ 1,778,438$ (49,000)$ -102.76%
MUNICIPAL STATE-AID CONSTRUCTION (MSA)
FUND - 40200
CAPITAL PROJECTS FUND
181
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
40600 - CAPITAL RESERVE EMERGENCY FUND
REVENUES
4603 - INTEREST EARNINGS (4,256)$ (6,471)$ (6,929)$ (6,948)$ (6,962)$ 0.20%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 6,421 (1,974) - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,165 (8,445) (6,929) (6,948) (6,962) 0.20%
TOTAL REVENUES 2,165 (8,445) (6,929) (6,948) (6,962) 0.20%
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 2,165$ 390,243$ (6,929)$ (6,948)$ (6,962)$ 0.20%
CAPITAL RESERVE EMERGENCY FUND
FUND - 40600
CAPITAL PROJECTS FUND
182
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
40700 - INFRASTRUCTURE CONSTRUCTION
REVENUES
4406 - SALE OF PLANS & SPECS (713) (663) (735) - - 0.00%
4431 - WEED CUTTING CHARGES (35,221) (27,265) (24,007) - - 0.00%
4434 - DISEASED TREE REMOVAL (22,768) (17,477) (9,659) - - 0.00%
TOTAL CHARGES FOR SERVICES (58,702) (45,405) (34,401) - - 0.00%
4601 - SPECIAL ASSESSMENTS (1,222,215) (989,303) (249,368) (767,129) (814,205) 6.14%
4602 - SPECIAL ASSESS-PENALTIES & INT (7,290) - - - - 0.00%
4607 - SPEC ASSESS INTEREST (262) (494) (697) - - 0.00%
TOTAL SPECIAL ASSESSMENTS (1,229,767) (989,797) (250,065) (767,129) (814,205) 6.14%
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 - (31,229) (48,610) - - 0.00%
TOTAL MISCELLANEOUS - (31,229) (48,610) - - 0.00%
4931 - BOND SALES (4,920,000) - (1,222,708) (1,370,000) - -100.00%
4932 - PREMIUM ON BOND SALES (306,398) - (19,391) - - 0.00%
4933 - DISCOUNT ON BOND SALES 30,183 - - - - 0.00%
TOTAL OTHER FINANCING SOURCES (5,196,215) - (1,242,099) (1,370,000) - -100.00%
4915 - TRANSFERS IN - (1,902,260) - - - 0.00%
TOTAL TRANSFERS IN - (1,902,260) - - - 0.00%
TOTAL REVENUES (6,463,584) (2,970,227) (1,575,175) (2,137,129) (814,205) -61.90%
EXPENDITURES
6201 - OFFICE SUPPLIES - - 142 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - 29 - - - 0.00%
TOTAL SUPPLIES - 29 142 - - 0.00%
6302 - ARCH, ENG & PLANNING 1,621 - - - - 0.00%
6321 - TELEPHONE/PAGERS 748 467 1,014 475 875 84.21%
6329 - OTHER COMMUNICATION SERVICES 297 1,036 1,086 1,120 1,150 2.68%
6333 - FREIGHT/DRAYAGE 38 48 - - - 0.00%
6342 - LEGAL NOTICES 351 1,037 708 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 36,365 50,778 41,729 - - 0.00%
6438 - CASH SHORT (OVER)(12) (50) (4) - - 0.00%
6441 - LICENSES, TAXES & FEES 1,550 - - - - 0.00%
6499 - EXPENSES REIMBURSED (2,981,675) (5,254,193) - - - 0.00%
TOTAL SERVICES & OTHER CHARGES (2,940,717) (5,200,877) 44,533 1,595 2,025 26.96%
6530 - IMPROVEMENTS 5,994,238 6,371,835 10,936,665 1,370,000 1,300,000 -5.11%
TOTAL CAPITAL OUTLAY 5,994,238 6,371,835 10,936,665 1,370,000 1,300,000 -5.11%
6621 - PAYING AGENT/OTHER FEES 36,430 1,960 17,769 - - 0.00%
TOTAL DEBT SERVICE 36,430 1,960 17,769 - - 0.00%
6472 - ENGINEERING SERVICE TRANSFER 397,694 424,912 261,994 - - 0.00%
TOTAL TRANSFERS OUT 397,694 424,912 261,994 - - 0.00%
6482 - MISC TRANSFER OUT - 2,805,702 - - - 0.00%
TOTAL TRANSFERS OUT - 2,805,702 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 3,487,645 4,403,561 11,261,103 1,371,595 1,302,025 -5.07%
NET CHANGE IN FUND BALANCE (2,975,939)$ 1,433,334$ 9,685,928$ (765,534)$ 487,820$ -163.72%
INFRASTRUCTURE CONSTRUCTION
FUND - 40700
CAPITAL PROJECTS FUND
183
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
40800 - EBHC CAPITAL FUND
REVENUES
4603 - INTEREST EARNINGS (1,956)$ (3,348)$ (4,980)$ (3,193)$ (3,328)$ 4.23%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,926 (1,046) - - - 0.00%
TOTAL INVESTMENT EARNINGS 970 (4,394) (4,980) (3,193) (3,328) 4.23%
4612 - DONATIONS & CONTRIBUTIONS - - (125,000) - - 0.00%
TOTAL MISCELLANEOUS - - (125,000) - - 0.00%
4915 - TRANSFERS IN (400,000) (168,000) (247,194) (200,000) (215,000) 7.50%
TOTAL TRANSFERS IN (400,000) (168,000) (247,194) (200,000) (215,000) 7.50%
TOTAL REVENUES (399,030) (172,394) (377,174) (203,193) (218,328) 7.45%
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 61,236 130,674 148,286 320,000 252,000 -21.25%
6540 - EQUIPMENT & MACHINERY - 12,416 - 24,000 90,000 275.00%
TOTAL CAPITAL OUTLAY 61,236 143,090 148,286 344,000 342,000 -0.58%
TOTAL BUSINESS UNIT EXPENSES 61,236 223,605 148,286 344,000 342,000 -0.58%
NET CHANGE IN FUND BALANCE (337,794)$ 51,211$ (228,888)$ 140,807$ 123,672$ -12.17%
EARLE BROWN HERITAGE CENTER CAPITAL IMPROVEMENTS
FUND - 40800
CAPITAL PROJECTS FUND
184
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
40900 - STREET RECONSTRUCTION
REVENUES
4181 - FRANCHISE FEES (651,832)$ (647,071)$ (389,844)$ (650,000)$ (650,000)$ 0.00%
TOTAL TAXES (651,832) (647,071) (389,844) (650,000) (650,000) 0.00%
4603 - INTEREST EARNINGS (8,264) (14,067) (23,790) (13,493) (15,009) 11.24%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 7,547 (3,909) - - - 0.00%
TOTAL INVESTMENT EARNINGS (717) (17,976) (23,790) (13,493) (15,009) 11.24%
4606 - OTHER REVENUE - - - - - 0.00%
TOTAL MISCELLANEOUS - - - - - 0.00%
4931 - BOND SALES - - (2,193,540) - (2,231,000) 100.00%
4932 - PREMIUM ON BOND SALES - - (34,788) - - 0.00%
TOTAL OTHER FINANCING SOURCES - - (2,228,328) - (2,231,000) 100.00%
4915 - TRANSFERS IN - (2,785,269) - - - 0.00%
TOTAL TRANSFERS IN - (2,785,269) - - - 0.00%
TOTAL REVENUES (652,549) (3,450,316) (2,641,962) (663,493) (2,896,009) 336.48%
EXPENDITURES
6530 - IMPROVEMENTS - 1,311,905 - 2,150,000 2,231,000 3.77%
TOTAL CAPITAL OUTLAY - 1,311,905 - 2,150,000 2,231,000 3.77%
6621 - PAYING AGENT/OTHER FEES - - 28,687 - - 0.00%
TOTAL DEBT SERVICE - - 28,687 - - 0.00%
6482 - MISC TRANSFER OUT - 1,286,759 - - - 0.00%
TOTAL TRANSFERS OUT - 1,286,759 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 2,598,664 28,687 2,150,000 2,231,000 3.77%
NET CHANGE IN FUND BALANCE (652,549)$ (851,652)$ (2,613,275)$ 1,486,507$ (665,009)$ -144.74%
STREET RECONSTRUCTION
FUND - 40900
CAPITAL PROJECTS FUND
185
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41000 - TECHNOLOGY FUND
REVENUES
4603 - INTEREST EARNINGS (33)$ (163)$ (102)$ (53)$ (608)$ 1047.17%
TOTAL INVESTMENT EARNINGS (33) (163) (102) (53) (608) 1047.17%
4915 - TRANSFERS IN (98,000) (100,000) - (140,000) (140,000) 0.00%
TOTAL TRANSFERS IN (98,000) (100,000) - (140,000) (140,000) 0.00%
TOTAL REVENUES (98,033) (100,163) (102) (140,053) (140,608) 0.40%
EXPENDITURES
6243 - MINOR COMPUTER EQUIPMENT 68,256 38,001 15,115 48,675 44,500 -8.58%
TOTAL SUPPLIES 68,256 38,001 15,115 48,675 44,500 -8.58%
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 18,311 76,333 16,878 59,000 62,000 5.08%
TOTAL CAPITAL OUTLAY 18,311 76,333 16,878 59,000 62,000 5.08%
6482 - MISC TRANSFER OUT 1,020 - - - - 0.00%
TOTAL TRANSFERS OUT 1,020 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 88,041 114,334 31,993 127,675 106,500 -16.59%
NET CHANGE IN FUND BALANCE (9,992)$ 14,171$ 31,891$ (12,378)$ (34,108)$ 175.55%
TECHNOLOGY FUNDING
FUND - 41000
CAPITAL PROJECTS FUND
186
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
41100 - WATER TREATMENT PLANT CONSTR.
REVENUES
4931 - BOND SALES -$ -$ (15,726,296)$ -$ -$ 0.00%
TOTAL OTHER FINANCING SOURCES - - (15,726,296) - - 0.00%
TOTAL REVENUES - - (15,726,296) - - 0.00%
EXPENDITURES
6307 - PROFESSIONAL SERVICES - 17,114 - - - 0.00%
6342 - LEGAL NOTICES - 831 - - - 0.00%
6621 - PAYING AGENT/OTHER FEES - - 10,000 - - 0.00%
TOTAL SERVICES & OTHER CHARGES - 17,945 10,000 - - 0.00%
6499 - EXPENSES REIMBURSED - (4,713,082) - - - 0.00%
6530 - IMPROVEMENTS - 4,654,447 11,698,672 - - 0.00%
TOTAL CAPITAL OUTLAY - (58,635) 11,698,672 - - 0.00%
6472 - ENGINEERING SERVICE TRANSFER - 40,690 29,383 - - 0.00%
TOTAL TRANSFERS OUT - 40,690 29,383 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 11,738,055 - - 0.00%
NET CHANGE IN FUND BALANCE -$ -$ (3,988,241)$ -$ -$ 0.00%
WATER TREATMENT PLANT
FUND - 41100
CAPITAL PROJECTS FUND
187
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188
City of Brooklyn Center
2016 Budget
Public Utility Funds
City of Brooklyn Center
2016 Budget
Public Utility Funds
The Public Utility Funds track 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 2016
include:
Water Utility Fund
Sanitary Sewer Fund
Storm Sewer Fund
Streetlight Utility Fund
Recycling Utility Fund
189
2016 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
Inclusive Community Engagement
General Community Outreach
In 2016 we will be starting the operation of the new water treatment plant. This initiative must include
open and valuable community participation and outreach.
Infrastructure – Key Investments
Critical Infrastructure Improvements
In 2016 we will implement the 23rd 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.
Capital Improvement Funding Strategy
In 2016 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 2015 2016 2017
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
190
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. A new water treatment is currently under construction and is expected to
be under operation throughout 2016. 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 Finance 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 in the Opportunity 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
191
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 2017, update the City's Water Supply Plan as required by the Metropolitan Council.
d. Implement the new operation of the water treatment plant.
2. Initiate improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Update process flow charting for the utility department.
b. Automate the monthly well pumping records and reporting to the Minnesota Department
of Health.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of private wells abandoned and sealed 56 >20
Number of “potential” private water leak letters
sent to customers
1729 1000
Administration fees to project cost ratio 7.3% <15%
Miles of annual street sweeping performed 422 miles >420 miles (4
Citywide rounds)
Miles of annual sanitary sewer televised 16 > or = 16 miles (1/6 of
the City)
Private sanitary sewer backups per year (due to
City system blockage)
1 none
*2014 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2016-17 Capital Improvement Projects – See CIP section of Budget
192
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49141 - WATER UTILITY-OPERATIONS
OPERATING REVENUES
4701 - WATER SALES (1,849,645)$ (1,810,959)$ (1,754,029)$ (2,527,522)$ (2,629,162)$ 4.02%
4702 - FIRE LINES (8,931) (9,111) (7,677) (8,000) (9,760) 22.00%
4703 - WATER METER SALES (32,103) (8,495) (14,108) (20,000) (20,000) 0.00%
4704 - WATER METER RENTALS (6,050) (1,685) (3,475) (3,000) (3,000) 0.00%
4705 - SERVICE RESTORATION FEES (3,512) (2,427) (1,891) (4,000) (4,000) 0.00%
4706 - CONNECTION CHARGES (12,500) (9,000) (8,000) (10,000) (10,000) 0.00%
4707 - PENALTIES (90,446) (88,721) (86,933) (95,000) (95,000) 0.00%
4708 - TOWER RENTAL FEES (247,140) (250,623) (421,565) (258,570) (271,277) 4.91%
4709 - CERTIFICATION CHARGES (25,440) (25,290) (24,510) (25,000) (25,000) 0.00%
TOTAL SALES AND USER FEES (2,275,767) (2,206,311) (2,322,188) (2,951,092) (3,067,199) 3.93%
TOTAL OPERATING REVENUES (2,275,767) (2,206,311) (2,322,188) (2,951,092) (3,067,199) 3.93%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 307,603 282,182 276,367 323,301 332,382 2.81%
6102 - OVERTIME-FT EMPLOYEES 39,268 41,147 35,578 39,800 39,800 0.00%
6103 - WAGES-PART TIME EMPLOYEES 20,205 17,133 21,654 22,000 22,105 0.48%
6104 - OVERTIME-PART TIME EMPLOYEES 75 677 - - - 0.00%
6111 - SEVERANCE PAY 1,414 5,856 - - - 0.00%
6122 - PERA COORDINATED PLAN 25,148 23,487 23,396 28,829 30,253 4.94%
6125 - FICA - SOCIAL SECURITY 22,639 20,722 19,966 23,835 24,203 1.54%
6126 - FICA - MEDICARE 5,295 4,846 4,669 5,574 5,660 1.54%
6131 - CAFETERIA PLAN CONTRIBUTIONS 54,960 53,083 58,245 76,248 71,391 -6.37%
6151 - WORKER'S COMP INSURANCE 13,704 11,817 11,565 15,233 15,466 1.53%
TOTAL PERSONAL SERVICES 490,311 460,950 451,440 534,820 541,260 1.20%
6201 - OFFICE SUPPLIES 1,617 1,053 1,572 1,800 1,800 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 342 - 500 500 0.00%
6204 - STATIONARY SUPPLIES 1,240 1,310 - 1,610 1,610 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 250 250 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 86,313 82,267 67,164 100,000 100,000 0.00%
6217 - SAFETY SUPPLIES 529 1,171 46 1,200 1,200 0.00%
6219 - GENERAL OPERATING SUPPLIES 5,598 8,581 3,851 9,600 9,600 0.00%
6223 - BUILDINGS & FACILITIES 216 - 309 1,500 1,500 0.00%
6224 - STREET MAINT MATERIALS 15,982 9,687 10,584 16,000 16,000 0.00%
6227 - PAINT SUPPLIES 639 946 923 900 1,100 22.22%
6235 - UTILITY SYSTEM SUPPLIES 7,447 13,266 17,551 14,000 15,000 7.14%
6239 - OTHER REPAIR & MAINT SUPPLIES 15,422 2,715 9,433 16,000 16,000 0.00%
6241 - SMALL TOOLS 368 500 - 500 500 0.00%
6242 - MINOR EQUIPMENT 2,626 3,441 37,059 44,000 16,500 -62.50%
6243 - MINOR COMPUTER EQUIPMENT 2,812 7,390 1,867 1,100 100 -90.91%
TOTAL SUPPLIES 140,809 132,669 150,359 208,960 181,660 -13.06%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,731 1,804 1,684 2,000 2,500 25.00%
6302 - ARCH, ENG & PLANNING 58,299 12,330 39,433 20,000 26,000 30.00%
6307 - PROFESSIONAL SERVICES 3,763 21,277 23,445 34,400 14,900 -56.69%
6321 - TELEPHONE/PAGERS 1,807 1,977 1,366 1,940 2,120 9.28%
6322 - POSTAGE 4,920 5,300 4,400 6,210 6,200 -0.16%
6329 - OTHER COMMUNICATION SERVICES 572 1,132 1,362 2,880 2,700 -6.25%
6331 - TRAVEL EXPENSE/MILEAGE - - - 200 200 0.00%
6333 - FREIGHT/DRAYAGE - - - 50 50 0.00%
6341 - PERSONNEL ADVERTISING - 30 - 160 160 0.00%
6342 - LEGAL NOTICES - - 73 100 100 0.00%
6351 - PRINTING 83 347 - 500 500 0.00%
6402 - EQUIPMENT SERVICES 29,163 8,051 649 95,500 53,000 -44.50%
6403 - BLDGS/FACILITIES MAINT SERVICE 16,999 6,187 7,330 10,000 15,000 50.00%
6406 - MULTI-FUNCTION MTNCE - - - - 875 100.00%
6417 - UNIFORMS 399 489 611 800 800 0.00%
6422 - SOFTWARE MAINT 292 307 314 375 375 0.00%
6423 - LOGIS CHARGES 30,529 39,287 33,199 45,673 35,295 -22.72%
6432 - CONFERENCES AND SCHOOLS 1,095 1,355 1,715 2,150 2,150 0.00%
6434 - DUES & SUBSCRIPTIONS 2,173 2,362 2,600 2,550 2,700 5.88%
6435 - CREDIT CARD FEES 239 239 200 200 200 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (100) - - - - 0.00%
6438 - CASH SHORT (OVER)(14) - (2) - - 0.00%
6441 - LICENSES, TAXES & FEES 74,286 101,235 29,209 76,000 76,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 141,292 55,617 105,520 70,000 70,000 0.00%
TOTAL SERVICES & OTHER CHARGES 367,528 259,326 253,108 371,688 311,825 -16.11%
6361 - GENERAL LIABILITY INSURANCE 16,016 16,917 20,553 17,805 22,693 27.45%
6362 - PROPERTY INSURANCE 3,715 4,543 4,780 4,801 25,057 421.91%
6366 - MACHINERY BREAKDOWN INSURANCE 892 1,073 1,059 1,127 1,098 -2.57%
TOTAL INSURANCE 20,623 22,533 26,392 23,733 48,848 105.82%
WATER UTILITY
FUND - 60100
PUBLIC UTILITY FUND
193
6381 - ELECTRIC 141,985 139,801 117,307 140,000 190,000 35.71%
6382 - GAS 7,187 8,668 5,862 10,000 30,000 200.00%
6383 - WATER - - 257 - - 0.00%
6385 - SEWER 282 299 314 300 300 0.00%
6386 - STORM SEWER 6,120 6,562 6,534 6,400 6,400 0.00%
6388 - HAZARDOUS WASTE DISPOSAL - - - 1,000 1,000 0.00%
6389 - STREET LIGHTS 1,674 2,039 1,968 1,500 1,500 0.00%
TOTAL UTILITIES 157,248 157,369 132,242 159,200 229,200 43.97%
6461 - FUEL CHARGES 5,585 5,976 3,883 5,905 5,342 -9.53%
6462 - FIXED CHARGES 10,004 10,298 8,947 10,736 9,999 -6.86%
6463 - REPAIR & MAINT CHARGES 10,938 9,017 10,161 10,825 10,825 0.00%
6465 - REPLACEMENT CHARGES 35,909 31,471 22,146 26,575 23,133 -12.95%
TOTAL CENTRAL GARAGE CHARGES 62,436 56,762 45,137 54,041 49,299 -8.77%
6530 - IMPROVEMENTS - - - 1,750,000 3,110,000 77.71%
TOTAL CAPITAL OUTLAY - - - 1,750,000 3,110,000 77.71%
6494 - DEPRECIATION EXPENSE 639,585 658,163 563,390 670,648 1,162,513 73.34%
TOTAL DEPRECIATION 639,585 658,163 563,390 670,648 1,162,513 73.34%
TOTAL OPERATING EXPENSES 1,878,540 1,747,772 1,622,068 3,773,090 5,634,605 49.34%
NONOPERATING REVENUES
4601 - SPECIAL ASSESSMENTS (27,369) (29,426) (226,761) - - 0.00%
4607 - SPEC ASSESS INTEREST (59) (74) (2) - - 0.00%
TOTAL SPECIAL ASSESSMENTS (27,428) (29,500) (226,763) - - 0.00%
4603 - INTEREST EARNINGS (9,357) (17,945) (17,870) (15,277) (15,597) 2.09%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 16,417 (6,538) - - - 0.00%
TOTAL INVESTMENT EARNINGS 7,060 (24,483) (17,870) (15,277) (15,597) 2.09%
4604 - CHECK PROCESSING FEES (870) (480) (400) - - 0.00%
4606 - OTHER REVENUE (1,797) - - - - 0.00%
4912 - CAPITAL CONTRIBUTIONS - (95,974) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (51,895) (46,701) (24,691) (17,505) - -100.00%
4922 - PROJECT ADMINISTRATION - - (19,966) - - 0.00%
TOTAL MISCELLANEOUS (54,562) (143,155) (45,057) (17,505) - -100.00%
4931 - BOND SALES - - - - (3,110,000) 100.00%
4932 - PREMIUM ON BOND SALES - - (19,060) - - 0.00%
TOTAL DEBT ISSUANCE - - (19,060) - (3,110,000) 100.00%
TOTAL NONOPERATING REVENUES (74,930) (197,138) (308,750) (32,782) (3,125,597) 9434.49%
NONOPERATING EXPENSES
6601 - BOND PRINCIPAL - - 120,352 455,000 1,049,000 130.55%
6611 - BOND INTEREST 59,447 57,133 97,516 335,321 199,747 -40.43%
6621 - PAYING AGENT/OTHER FEES 800 656 17,858 1,000 1,500 50.00%
TOTAL DEBT SERVICE 60,247 57,789 235,726 791,321 1,250,247 57.99%
6471 - ADMINISTRATIVE SERVICE TRANSFER 88,417 91,069 76,753 92,103 92,103 0.00%
6482 - MISC TRANSFER OUT - 95,974 - - - 0.00%
TOTAL TRANSFERS 88,417 187,043 76,753 92,103 92,103 0.00%
TOTAL NONOPERATING EXPENSES 148,664 244,832 312,479 883,424 1,342,350 51.95%
NET CHANGE IN FUND BALANCE (323,493)$ (410,845)$ (696,391)$ 1,672,640$ 784,159$ -53.12%
194
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49251 - SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (102,340)$ (102,902)$ (90,400)$ (100,000)$ (100,000)$ 0.00%
4721 - SEWER SERVICE (3,573,596) (3,842,213) (3,345,101) (3,990,000) (4,130,000) 3.51%
TOTAL SALES AND USER FEES (3,675,936) (3,945,115) (3,435,501) (4,090,000) (4,230,000) 3.42%
TOTAL OPERATING REVENUES (3,675,936) (3,945,115) (3,435,501) (4,090,000) (4,230,000) 3.42%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 123,687 125,704 111,971 127,987 128,508 0.41%
6102 - OVERTIME-FT EMPLOYEES 13,270 14,956 6,239 19,900 19,900 0.00%
6103 - WAGES-PART TIME EMPLOYEES 13,736 14,894 13,147 14,800 15,200 2.70%
6111 - SEVERANCE PAY 411 136 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,930 10,207 8,866 12,164 12,610 3.67%
6125 - FICA - SOCIAL SECURITY 9,338 9,144 7,807 10,057 10,088 0.31%
6126 - FICA - MEDICARE 2,184 2,138 1,826 2,352 2,359 0.30%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,616 21,898 22,239 25,416 30,981 21.90%
6151 - WORKER'S COMP INSURANCE 5,375 5,180 5,463 6,011 6,017 0.10%
TOTAL PERSONAL SERVICES 200,547 204,257 177,558 218,687 225,663 3.19%
6201 - OFFICE SUPPLIES - - - 100 100 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 110 - 200 200 0.00%
6204 - STATIONARY SUPPLIES 2,267 2,391 - 3,290 3,290 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 50 50 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,014 5,330 4,213 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 899 714 906 2,500 2,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,024 2,974 3,654 2,800 3,500 25.00%
6223 - BUILDINGS & FACILITIES - - - 100 100 0.00%
6224 - STREET MAINT MATERIALS 4,843 7,743 4,981 7,500 7,500 0.00%
6227 - PAINT SUPPLIES 430 444 627 450 675 50.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 35 508 690 5,000 5,000 0.00%
6241 - SMALL TOOLS 403 467 - 500 500 0.00%
6242 - MINOR EQUIPMENT 1,919 5,992 34,354 36,100 2,100 -94.18%
6243 - MINOR COMPUTER EQUIPMENT - 840 576 - - 0.00%
TOTAL SUPPLIES 16,834 27,513 50,001 64,090 31,015 -51.61%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,573 1,640 1,684 2,000 2,000 0.00%
6302 - ARCH, ENG & PLANNING 866 325 - 1,900 1,900 0.00%
6307 - PROFESSIONAL SERVICES 4,141 2,580 2,597 3,530 4,800 35.98%
6321 - TELEPHONE/PAGERS 859 1,018 563 1,120 780 -30.36%
6322 - POSTAGE 9,460 10,340 9,400 12,690 12,690 0.00%
6351 - PRINTING - - - 375 375 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - 759 1,036 7,000 12,500 78.57%
6409 - OTHER REPAIR & MAINT SVCS 22,932 69,426 63,181 65,000 68,000 4.62%
6423 - LOGIS CHARGES 25,783 27,648 30,276 41,578 31,015 -25.41%
6432 - CONFERENCES AND SCHOOLS 1,275 980 1,250 2,150 2,150 0.00%
6434 - DUES & SUBSCRIPTIONS 403 297 305 405 405 0.00%
6441 - LICENSES, TAXES & FEES 169 23 - 170 170 0.00%
6449 - OTHER CONTRACTUAL SERVICE 24,384 24,792 12,234 26,000 26,000 0.00%
TOTAL SERVICES & OTHER CHARGES 91,845 139,828 122,526 163,918 162,785 -0.69%
6361 - GENERAL LIABILITY INSURANCE 18,583 29,946 31,535 31,795 33,318 4.79%
6362 - PROPERTY INSURANCE 847 1,036 1,086 1,096 1,147 4.65%
6366 - MACHINERY BREAKDOWN INSURANCE 232 280 275 295 285 -3.39%
TOTAL INSURANCE 19,662 31,262 32,896 33,186 34,750 4.71%
6381 - ELECTRIC 40,404 37,539 31,418 37,000 38,000 2.70%
6391 - MET COUNCIL ENVIRON SVCS 2,072,773 2,115,017 2,197,141 2,199,000 2,324,241 5.70%
TOTAL UTILITIES 2,113,177 2,152,556 2,228,559 2,236,000 2,362,241 5.65%
6461 - FUEL CHARGES 18,696 16,431 12,242 19,683 14,700 -25.32%
6462 - FIXED CHARGES 13,515 13,840 11,867 14,240 13,095 -8.04%
6463 - REPAIR & MAINT CHARGES 16,422 17,205 10,490 19,458 19,485 0.14%
6465 - REPLACEMENT CHARGES 78,478 66,508 66,513 79,815 74,748 -6.35%
TOTAL CENTRAL GARAGE CHARGES 127,111 113,984 101,112 133,196 122,028 -8.38%
6530 - IMPROVEMENTS - - - 1,610,000 2,348,000 45.84%
TOTAL CAPITAL OUTLAY - - - 1,610,000 2,348,000 45.84%
6494 - DEPRECIATION EXPENSE 710,927 735,595 632,870 745,454 832,968 11.74%
TOTAL DEPRECIATION 710,927 735,595 632,870 745,454 832,968 11.74%
TOTAL OPERATING EXPENSES 3,280,103 3,404,995 3,345,522 5,204,531 6,119,450 17.58%
SEWER UTILITY
FUND - 60200
PUBLIC UTILITY FUND
195
NONOPERATING REVENUES
4603 - INTEREST EARNINGS (8,092) (14,625) (20,242) (13,211) (13,685) 3.59%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 13,236 (5,620) - - - 0.00%
TOTAL INVESTMENT EARNINGS 5,144 (20,245) (20,242) (13,211) (13,685) 3.59%
4912 - CAPITAL CONTRIBUTIONS - (134,574) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (13,194) (13,306) (5,944) (5,835) - -100.00%
TOTAL MISCELLANEOUS (13,194) (147,880) (5,944) (5,835) - -100.00%
4931 - BOND SALES - - - (1,610,000) (2,348,000) 45.84%
4932 - PREMIUM ON BOND SALES - - (35,277) - - 0.00%
TOTAL DEBT ISSUANCE - - (35,277) (1,610,000) (2,348,000) 45.84%
TOTAL NONOPERATING REVENUES (8,050) (168,125) (61,463) (1,629,046) (2,361,685) 44.97%
NONOPERATING EXPENSES
6601 - BOND PRINCIPAL - - 35,000 35,000 35,000 0.00%
6611 - BOND INTEREST 19,816 19,044 19,226 18,524 50,019 170.02%
6621 - PAYING AGENT/OTHER FEES 125 69 29,803 400 1,500 275.00%
TOTAL DEBT SERVICE 19,941 19,113 84,029 53,924 86,519 60.45%
6471 - ADMINISTRATIVE SERVICE TRANSFER 88,417 91,069 76,753 92,103 92,103 0.00%
6482 - MISC TRANSFER OUT - 134,574 - - - 0.00%
TOTAL TRANSFERS 88,417 225,643 76,753 92,103 92,103 0.00%
TOTAL NONOPERATING EXPENSES 108,358 244,756 160,782 146,027 178,622 22.32%
NET CHANGE IN FUND BALANCE (295,525)$ (463,489)$ 9,340$ (368,488)$ (293,613)$ -20.32%
196
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49411 - STORM SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (28,511)$ (26,675)$ (23,538)$ (35,000)$ (35,000)$ 0.00%
4731 - STORM DRAINAGE FEES (1,593,401) (1,611,800) (1,347,031) (1,600,000) (1,600,000) 0.00%
TOTAL SALES AND USER FEES (1,621,912) (1,638,475) (1,370,569) (1,635,000) (1,635,000) 0.00%
TOTAL OPERATING REVENUES (1,621,912) (1,638,475) (1,370,569) (1,635,000) (1,635,000) 0.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 132,478 133,677 113,841 134,922 129,605 -3.94%
6102 - OVERTIME-FT EMPLOYEES 2,047 1,256 1,017 1,500 1,500 0.00%
6103 - WAGES-PART TIME EMPLOYEES 6,802 8,028 9,975 11,140 10,800 -3.05%
6111 - SEVERANCE PAY 333 1,629 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,752 9,800 8,615 11,043 10,998 -0.41%
6125 - FICA - SOCIAL SECURITY 8,990 8,979 7,795 9,130 8,799 -3.63%
6126 - FICA - MEDICARE 2,103 2,100 1,823 2,135 2,058 -3.61%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,662 22,893 17,228 25,416 32,328 27.20%
6151 - WORKER'S COMP INSURANCE 9,018 8,994 8,149 9,917 9,444 -4.77%
TOTAL PERSONAL SERVICES 194,185 197,356 168,443 205,203 205,532 0.16%
6204 - STATIONARY SUPPLIES 1,234 1,304 - 1,540 1,540 0.00%
6219 - GENERAL OPERATING SUPPLIES 79 73 140 500 5,500 1000.00%
6224 - STREET MAINT MATERIALS 4,845 3,039 3,060 7,500 7,500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 19,385 19,031 15,165 35,000 36,000 2.86%
TOTAL SUPPLIES 25,543 23,447 18,365 44,540 50,540 13.47%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,573 1,640 842 1,000 1,000 0.00%
6302 - ARCH, ENG & PLANNING 1,750 84,088 24,780 100,000 20,000 -80.00%
6307 - PROFESSIONAL SERVICES 1,670 1,487 5,361 1,600 1,840 15.00%
6322 - POSTAGE 3,680 4,600 4,600 5,940 5,940 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 102 584 110 500 354.55%
6342 - LEGAL NOTICES 32 87 74 50 50 0.00%
6384 - REFUSE DISPOSAL - - - - 3,000 100.00%
6409 - OTHER REPAIR & MAINT SVCS 31,074 43,163 35,378 37,500 39,000 4.00%
6423 - LOGIS CHARGES 14,736 18,401 17,378 23,759 17,723 -25.41%
6432 - CONFERENCES AND SCHOOLS - - 490 - 400 100.00%
6434 - DUES & SUBSCRIPTIONS 53,198 54,142 55,722 54,483 57,200 4.99%
6449 - OTHER CONTRACTUAL SERVICE 2,145 2,354 3,805 5,000 12,000 140.00%
TOTAL SERVICES & OTHER CHARGES 109,858 210,064 149,014 229,442 158,653 -30.85%
6361 - GENERAL LIABILITY INSURANCE 2,564 3,016 3,242 3,311 3,411 3.02%
TOTAL INSURANCE 2,564 3,016 3,242 3,311 3,411 3.02%
6461 - FUEL CHARGES 8,088 7,283 5,344 8,497 6,521 -23.26%
6462 - FIXED CHARGES 5,726 6,235 5,284 6,341 5,765 -9.08%
6463 - REPAIR & MAINT CHARGES 21,761 13,320 25,670 29,011 25,980 -10.45%
6465 - REPLACEMENT CHARGES 63,580 47,283 38,302 45,963 51,113 11.20%
TOTAL CENTRAL GARAGE CHARGES 99,155 74,121 74,600 89,812 89,379 -0.48%
6540 - EQUIPMENT & MACHINERY - - 11,869 15,600 - -100.00%
6530 - IMPROVEMENTS 1,875 132,216 - 1,811,000 1,668,000 -7.90%
TOTAL CAPITAL OUTLAY 1,875 132,216 11,869 1,826,600 1,668,000 -8.68%
6494 - DEPRECIATION EXPENSE 1,034,761 1,055,774 897,295 1,082,453 1,148,392 6.09%
TOTAL DEPRECIATION 1,034,761 1,055,774 897,295 1,082,453 1,148,392 6.09%
TOTAL OPERATING EXPENSES 1,467,941 1,695,994 1,322,828 3,481,361 3,323,907 -4.52%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS (13,714) (25,745) (28,987) (22,390) (21,947) -1.98%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 21,882 (9,313) - - - 0.00%
TOTAL INVESTMENT EARNINGS 8,168 (35,058) (28,987) (22,390) (21,947) -1.98%
4612 - DONATIONS & CONTRIBUTIONS (100) (100) (100) - - 0.00%
4912 - CAPITAL CONTRIBUTIONS - (305,766) - - - 0.00%
TOTAL MISCELLANEOUS (100) (305,866) (100) - - 0.00%
4931 - BOND SALES - - - - (1,668,000) 100.00%
TOTAL DEBT ISSUANCE - - - - (1,668,000) 100.00%
4915 - TRANSFERS IN - (20,433) - - - 0.00%
TOTAL MISCELLANEOUS - (20,433) - - - 0.00%
TOTAL NONOPERATING REVENUES 8,068 (361,357) (29,087) (22,390) (1,689,947) 7447.78%
STORM SEWER UTILITY
FUND - 65100
PUBLIC UTILITY FUND
197
NONOPERATING EXPENSES
6611 - BOND INTEREST - - - - - 0.00%
TOTAL DEBT SERVICE - - - - - 0.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 88,417 91,070 76,753 92,103 92,103 0.00%
6482 - MISC TRANSFER OUT - - - 45,000 - -100.00%
TOTAL TRANSFERS 88,417 91,070 76,753 137,103 92,103 -32.82%
TOTAL NONOPERATING EXPENSES 88,417 91,070 76,753 137,103 92,103 -32.82%
NET CHANGE IN FUND BALANCE (57,486)$ (212,768)$ (75)$ 1,961,074$ 91,063$ -95.36%
198
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49571 - STREET LIGHT-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES (8,796)$ (9,276)$ (8,146)$ (7,500)$ (7,500)$ 0.00%
4741 - STREET LIGHT SERVICE CHARGE (408,674) (445,940) (369,215) (443,000) (443,000) 0.00%
TOTAL SALES AND USER FEES (417,470) (455,216) (377,361) (450,500) (450,500) 0.00%
TOTAL OPERATING REVENUES (417,470) (455,216) (377,361) (450,500) (450,500) 0.00%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 113 118 - 280 280 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 2,294 205 2,414 2,500 2,500 0.00%
TOTAL SUPPLIES 2,407 323 2,414 2,780 2,780 0.00%
6307 - PROFESSIONAL SERVICES 43 41 54 200 200 0.00%
6322 - POSTAGE 720 880 800 1,080 1,080 0.00%
6409 - OTHER REPAIR & MAINT SVCS 13,112 10,268 2,543 15,000 15,000 0.00%
6423 - LOGIS CHARGES 3,680 4,187 4,336 5,940 4,431 -25.40%
TOTAL SERVICES & OTHER CHARGES 17,555 15,376 7,733 22,220 20,711 -6.79%
6361 - GENERAL LIABILITY INSURANCE 1,445 1,077 1,363 1,543 1,527 -1.04%
TOTAL INSURANCE 1,445 1,077 1,363 1,543 1,527 -1.04%
6381 - ELECTRIC 188,516 161,079 151,151 175,000 175,000 0.00%
TOTAL UTILITIES 188,516 161,079 151,151 175,000 175,000 0.00%
6530 - IMPROVEMENTS - - - 220,000 200,000 -9.09%
TOTAL CAPITAL OUTLAY - - - 220,000 200,000 -9.09%
6494 - DEPRECIATION EXPENSE 28,371 48,221 42,995 46,935 49,282 5.00%
TOTAL DEPRECIATION 28,371 48,221 42,995 46,935 49,282 5.00%
TOTAL OPERATING EXPENSES 238,294 226,076 205,656 468,478 449,300 -4.09%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS (664) (1,381) (1,993) (1,084) (1,359) 25.37%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,191 (603) - - - 0.00%
TOTAL INVESTMENT EARNINGS 527 (1,984) (1,993) (1,084) (1,359) 25.37%
4912 - CAPITAL CONTRIBUTIONS - (102,952) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - 258 (8,900) - - 0.00%
TOTAL MISCELLANEOUS - (102,694) (8,900) - - 0.00%
TOTAL NONOPERATING REVENUES 527 (104,678) (10,893) (1,084) (1,359) 25.37%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 18,785 19,350 16,893 20,272 20,272 0.00%
6482 - MISC TRANSFER OUT - 102,952 - - - 0.00%
TOTAL TRANSFERS 18,785 122,302 16,893 20,272 20,272 0.00%
NET CHANGE IN FUND BALANCE (159,864)$ (211,516)$ (165,705)$ 37,166$ 17,713$ -52.34%
STREET LIGHT UTILITY
FUND - 65200
PUBLIC UTILITY FUND
199
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49311 - RECYCLING
OPERATING REVENUES
4707 - PENALTIES (10,405)$ (10,831)$ (9,368)$ (5,000)$ (8,000)$ 60.00%
4751 - RECYCLING SERVICE FEES (287,465) (296,446) (250,757) (320,810) (308,495) -3.84%
TOTAL SALES AND USER FEES (297,870) (307,277) (260,125) (325,810) (316,495) -2.86%
TOTAL OPERATING REVENUES (297,870) (307,277) (260,125) (325,810) (316,495) -2.86%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 157 165 - 150 150 0.00%
TOTAL SUPPLIES 157 165 - 150 150 0.00%
6307 - PROFESSIONAL SERVICES 158 56 39 100 100 0.00%
6322 - POSTAGE 720 880 800 1,400 1,400 0.00%
6423 - LOGIS CHARGES 3,680 4,187 4,336 5,940 4,431 -25.40%
6449 - OTHER CONTRACTUAL SERVICE 262,604 262,636 240,662 270,000 278,100 3.00%
TOTAL SERVICES & OTHER CHARGES 267,162 267,759 245,837 277,440 284,031 2.38%
6361 - GENERAL LIABILITY INSURANCE 917 1,465 1,156 1,113 1,095 -1.62%
TOTAL INSURANCE 917 1,465 1,156 1,113 1,095 -1.62%
TOTAL OPERATING EXPENSES 268,236 269,389 246,993 278,703 285,276 2.36%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (34) (77) (243) (56) (70) 25.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1 (29) - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - 616 - - - 0.00%
TOTAL INVESTMENT EARNINGS (33) 510 (243) (56) (70) 25.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 20,807 21,850 18,732 22,478 22,478 0.00%
TOTAL TRANSFERS 20,807 21,850 18,732 22,478 22,478 0.00%
NET CHANGE IN FUND BALANCE (8,860)$ (15,528)$ 5,357$ (24,685)$ (8,811)$ -64.31%
RECYCLING UTILITY
FUND - 65300
PUBLIC UTILITY FUND
200
City of Brooklyn Center
2016 Budget
Enterprise Funds
City of Brooklyn Center
2016 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
201
2016 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 nearby 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
Staff Development
Adjustment of part time wage scale to attract larger part time base
Implementation of a Central Buyer to improve buyer system efficiency
Addition of a full time Category Lead to better stabilize part time hours
Upkeep of stores
We will replace carpet tiles to keep store #1 attractive and customer friendly
Respond to Customer Needs
We will continue to work with Delaney Consulting to assist us with several initiatives
including, developing loss prevention tools and developing a plan to address market changes
In 2016, we will add a Beer Cave at store #2 to meet customer changes in craft beer interest
and create operational efficiency with beer inventory
202
Staffing Levels
Positions FTEs 2015 2016 2017
Liquor Operations Manager
Liquor Store Manager
Liquor Store Assistant Manager
Liquor Store Office Assistant
Liquor Store Category Lead FT
Liquor Store Category Lead (2-3 - PT Staff)
Liquor Store Shift Lead (6 – PT Staff)
Store Clerk/Stocker (16-19 - PT staff)
TOTAL
1
2
1
1
1.8
3
5.9
15.7
1
3
1
1
1.2
3
5.5
16.1
1
3
1
1
1.2
3
5.5
16.1
Strategic Functions/Division(s):
BC Liquor Division
o The Division provides for the wholesale purchase, merchandise display, and sale of alcoholic
beverages and sundry items. The stores are monitored by clerks and by a system of cameras
to discourage theft and assist in identifying theft incidents. Each store prepares deposits of
proceeds from the day’s sales immediately at the close of the day. The Division also
sponsors special events each year such as tasting club events for wine and beer enthusiasts
and off-sale services at local brewery events.
Annual Goal and Strategies:
1. Promote and sell alcoholic beverages in a controlled environment which minimizes the risk of
unlawful procurement of alcoholic beverages by minors or obviously intoxicated patrons.
a. Random compliance checks provided by law enforcement
b. Regular Training and support of clerks
2. Promote knowledge of alcoholic beverages through Tasting Club events.
a. Events scheduled twice per year for solely wine and twice for solely beer with one
additional event combining both beer and wine presentations and tasting
3. Provide profitable operations such that dollars may be transferred from the Liquor Fund to the
Capital Improvements Fund and other funds as approved by the City Council to lower the need for
property tax revenues while subsidizing the repair and maintenance need of the City.
a. Reserve a specified transfer in the budget process
203
Annual Operating Goal Performance Measures:
*YTD data
Performance Objectives
Description of
Performance
Measure
Performance Levels
Previous Value (2014) *Actual Value (2015) Target Value
Inventory Variance
Levels
$12,980
(Goal $12,000) $13,717 $12,000
Increase # of
memberships in
Tasting clubs
49 club – 9 single
(Goal 55-12) 61 club – 9 single 70 club – 12 single
Compliance checks
passed
100% (4/4)
(Goal 100%) 100% (4/4) 100%
Increase social media
presence - Facebook
0 Likes
(Goal 50) 97 Likes 125 Likes
Increase social media
presence – Twitter
107 Followers
(Goal 214) 250 Followers 300 Followers
Increase staff
longevity – # of staff
who did not reach 90
days of employment
10
(Goal <8) 6 <6
204
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
60900 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES (2,300,182)$ (2,244,744)$ (1,875,221)$ (2,233,541)$ (2,187,850)$ -2.05%
4762 - WINE SALES (774,781) (759,327) (591,595) (747,176) (748,475) 0.17%
4763 - BEER SALES (2,844,257) (2,728,090) (2,445,438) (2,671,464) (2,896,025) 8.41%
4764 - SALES-NON TAXABLE (61,404) (44,616) (39,419) (62,176) (54,611) -12.17%
4765 - SALES-TAXABLE (82,608) (75,689) (63,982) (83,217) (60,539) -27.25%
TOTAL SALES AND USER FEES (6,063,232) (5,852,466) (5,015,655) (5,797,574) (5,947,500) 2.59%
5581 - COST OF SALES-LIQUOR 1,575,192 1,555,671 1,333,570 1,541,142 1,509,615 -2.05%
5582 - COST OF SALES-WINE 493,528 506,351 395,661 496,872 497,735 0.17%
5583 - COST OF SALES-BEER 2,143,720 2,096,139 1,842,733 2,063,027 2,243,638 8.75%
5584 - OTHER COSTS OF SALE-NONTAXABLE 33,193 24,440 21,793 39,791 34,950 -12.17%
5585 - OTHER COSTS OF SALE-TAXABLE 54,188 49,028 40,711 53,258 38,744 -27.25%
5587 - INVENTORY VARIANCES 15,795 36,788 14,755 19,000 21,000 10.53%
5589 - DELIVERY CHARGES 25,608 24,966 20,934 26,000 26,000 0.00%
TOTAL COST OF GOODS SOLD 4,341,224 4,293,383 3,670,157 4,239,090 4,371,682 3.13%
TOTAL OPERATING REVENUES (1,722,008) (1,559,083) (1,345,498) (1,558,484) (1,575,818) 1.11%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 291,133 299,484 260,470 300,221 345,733 15.16%
6102 - OVERTIME-FT EMPLOYEES - 655 982 2,114 2,636 24.69%
6103 - WAGES-PART TIME EMPLOYEES 218,378 206,718 184,388 246,100 200,384 -18.58%
6104 - OVERTIME-PART TIME EMPLOYEES 3,821 3,523 3,501 1,500 3,000 100.00%
6111 - SEVERANCE PAY 1,101 3,467 - - - 0.00%
6122 - PERA COORDINATED PLAN 36,094 36,032 33,618 41,192 44,300 7.55%
6125 - FICA - SOCIAL SECURITY 32,649 32,709 28,926 34,052 35,441 4.08%
6126 - FICA - MEDICARE 7,636 7,650 6,765 7,963 8,288 4.08%
6131 - CAFETERIA PLAN CONTRIBUTIONS 41,348 36,869 34,840 63,540 80,820 27.20%
6141 - UNEMPLOYMENT COMPENSATION 162 2,513 1,565 - - 0.00%
6151 - WORKER'S COMP INSURANCE 13,779 13,021 13,883 14,719 15,320 4.08%
TOTAL PERSONAL SERVICES 646,101 642,641 568,938 711,401 735,922 3.45%
6201 - OFFICE SUPPLIES 1,202 1,197 1,149 1,300 1,300 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 124 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 2,580 2,558 2,652 2,100 3,330 58.57%
6219 - GENERAL OPERATING SUPPLIES 13,356 15,743 15,619 15,000 19,500 30.00%
6223 - BUILDINGS & FACILITIES - - - 5,500 3,500 -36.36%
6241 - SMALL TOOLS 191 - - - - 0.00%
6242 - MINOR EQUIPMENT 4,335 11,974 3,396 9,500 12,300 29.47%
6243 - MINOR COMPUTER EQUIPMENT 10,171 48,122 11,967 29,000 - -100.00%
TOTAL SUPPLIES 31,835 79,718 34,783 62,400 39,930 -36.01%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,934 4,100 3,368 4,000 4,000 0.00%
6303 - LEGAL SERVICES - - 1,411 - - 0.00%
6307 - PROFESSIONAL SERVICES 19,112 13,785 14,020 23,500 16,000 -31.91%
6321 - TELEPHONE/PAGERS 3,595 4,011 2,968 4,080 3,700 -9.31%
6329 - OTHER COMMUNICATION SERVICES 833 227 - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 518 666 760 1,300 1,300 0.00%
6341 - PERSONNEL ADVERTISING 207 356 110 700 1,000 42.86%
6349 - OTHER ADVERTISING 12,532 11,461 5,618 22,000 19,000 -13.64%
6351 - PRINTING 574 405 1,533 700 700 0.00%
6402 - EQUIPMENT SERVICES 5,909 1,084 3,778 7,500 7,500 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,993 2,795 760 5,000 4,500 -10.00%
6406 - MULTI-FUNCTION MTNCE 443 474 466 675 725 7.41%
6409 - OTHER REPAIR & MAINT SVCS - 1,331 - 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE 1,539 369 - - - 0.00%
6422 - SOFTWARE MAINT 7,997 4,122 10,989 9,100 9,100 0.00%
6423 - LOGIS CHARGES 18,480 20,804 17,907 24,314 25,799 6.11%
6428 - PROTECTION SERVICES 1,058 1,775 1,912 1,000 1,800 80.00%
6431 - SPECIAL EVENTS 9,955 10,325 8,816 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 2,674 2,154 2,400 3,100 3,600 16.13%
6433 - MEETING EXPENSES - 105 145 - 50 100.00%
6434 - DUES & SUBSCRIPTIONS 3,285 3,310 7,113 3,500 7,000 100.00%
6435 - CREDIT CARD FEES 85,659 80,803 67,323 92,000 83,000 -9.78%
6438 - CASH SHORT (OVER)615 2,532 1,661 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 838 140 60 700 720 2.86%
6449 - OTHER CONTRACTUAL SERVICE 6,669 7,479 6,814 5,100 5,600 9.80%
TOTAL SERVICES & OTHER CHARGES 188,419 174,613 159,932 219,769 206,594 -5.99%
6361 - GENERAL LIABILITY INSURANCE 4,155 5,595 4,576 5,668 5,762 1.66%
6362 - PROPERTY INSURANCE 2,030 2,505 2,166 2,627 2,751 4.72%
6364 - DRAM SHOP INSURANCE 7,009 7,900 5,819 8,216 7,303 -11.11%
6366 - MACHINERY BREAKDOWN INSURANCE 553 676 551 707 684 -3.25%
TOTAL INSURANCE 13,747 16,676 13,112 17,218 16,500 -4.17%
MUNICIPAL OFF-SALE LIQUOR
FUND - 60900
ENTERPRISE FUND
205
6381 - ELECTRIC 44,417 39,172 38,822 45,000 47,000 4.44%
6382 - GAS 4,862 6,676 3,989 7,500 8,000 6.67%
6383 - WATER - - - 7,200 7,200 0.00%
TOTAL UTILITIES 49,279 45,848 42,811 59,700 62,200 4.19%
6412 - BLDGS/FACILITIES 302,772 303,108 284,960 289,640 290,640 0.35%
TOTAL RENT 302,772 303,108 284,960 289,640 290,640 0.35%
6461 - FUEL CHARGES 290 238 170 336 221 -34.23%
6462 - FIXED CHARGES 1,185 961 839 1,008 942 -6.55%
6463 - REPAIR & MAINT CHARGES 619 1,086 343 434 433 -0.23%
6465 - REPLACEMENT CHARGES 2,100 2,050 1,458 1,750 2,100 20.00%
TOTAL CENTRAL GARAGE CHARGES 4,194 4,335 2,810 3,528 3,696 4.76%
6540 - EQUIPMENT & MACHINERY 6,510 - - - 102,000 100.00%
TOTAL CAPITAL OUTLAY 6,510 - - - 102,000 100.00%
6494 - DEPRECIATION EXPENSE 28,469 24,328 14,131 25,515 17,632 -30.90%
TOTAL DEPRECIATION 28,469 24,328 14,131 25,515 17,632 -30.90%
TOTAL OPERATING EXPENSES 1,271,326 1,291,267 1,121,477 1,389,171 1,475,114 6.19%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (6,081) (9,780) (12,311) (9,928) (11,646) 17.30%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 9,803 (3,426) - - - 0.00%
TOTAL INVESTMENT EARNINGS 3,722 (13,206) (12,311) (9,928) (11,646) 17.30%
4606 - OTHER REVENUE (2,500) (2,006) (1,500) (1,500) - -100.00%
4919 - GAIN ON FIXED ASSET DISPOSAL - 37,560 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (2,837) (3,650) (20) (2,500) (500) -80.00%
4922 - PROJECT ADMINISTRATION (3,767) (2,945) (2,613) (4,500) (2,000) -55.56%
TOTAL MISCELLANEOUS (9,104) 28,959 (4,133) (8,500) (2,500) -70.59%
TOTAL NONOPERATING ITEMS (5,382) 15,753 (16,444) (18,428) (14,146) -23.24%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 61,425 62,855 65,246 78,295 78,295 0.00%
6476 - CAPITAL PROJECT FUND TRANSFER 200,000 - - 200,000 100,000 -50.00%
6482 - MISC TRANSFER OUT - 362,190 216,455 - - 0.00%
TOTAL TRANSFERS 261,425 425,045 281,701 278,295 178,295 -35.93%
NET CHANGE IN FUND BALANCE (194,639)$ 172,982$ 41,236$ 90,554$ 63,445$ -29.94%
206
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49611 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES (1,770,365)$ (1,732,090)$ (1,440,262)$ (1,723,917)$ (1,597,130)$ -7.35%
4762 - WINE SALES (569,509) (557,081) (439,832) (558,000) (546,386) -2.08%
4763 - BEER SALES (1,962,855) (1,889,040) (1,635,239) (1,866,000) (1,975,398) 5.86%
4764 - SALES-NON TAXABLE (43,850) (30,121) (26,582) (42,992) (40,842) -5.00%
4765 - SALES-TAXABLE (58,812) (52,742) (44,178) (57,739) (43,217) -25.15%
TOTAL SALES AND USER FEES (4,405,391) (4,261,074) (3,586,093) (4,248,648) (4,202,973) -1.08%
5581 - COST OF SALES-LIQUOR 1,124,091 1,187,675 1,021,667 1,189,502 1,102,019 -7.35%
5582 - COST OF SALES-WINE 336,341 369,484 287,372 371,070 363,346 -2.08%
5583 - COST OF SALES-BEER 1,498,782 1,461,300 1,210,957 1,436,820 1,521,056 5.86%
5584 - OTHER COSTS OF SALE-NONTAXABLE 20,420 16,583 14,570 27,514 26,138 -5.00%
5585 - OTHER COSTS OF SALE-TAXABLE 37,637 34,091 28,033 36,953 27,658 -25.15%
5587 - INVENTORY VARIANCES 10,615 30,543 14,216 14,000 15,000 7.14%
5589 - DELIVERY CHARGES 20,497 19,101 15,941 20,000 20,000 0.00%
TOTAL COST OF GOODS SOLD 3,048,383 3,118,777 2,592,756 3,095,859 3,075,217 -0.67%
TOTAL OPERATING REVENUES (1,357,008) (1,142,297) (993,337) (1,152,789) (1,127,756) -2.17%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 202,129 194,699 170,794 207,860 251,275 20.89%
6102 - OVERTIME-FT EMPLOYEES - 628 784 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 155,140 148,062 130,325 173,000 132,884 -23.19%
6104 - OVERTIME-PART TIME EMPLOYEES 2,492 2,472 2,273 1,000 2,500 150.00%
6111 - SEVERANCE PAY 592 1,444 - - - 0.00%
6122 - PERA COORDINATED PLAN 25,214 24,385 22,735 28,752 31,005 7.84%
6125 - FICA - SOCIAL SECURITY 22,716 22,050 19,540 23,769 24,804 4.35%
6126 - FICA - MEDICARE 5,313 5,158 4,570 5,558 5,800 4.35%
6131 - CAFETERIA PLAN CONTRIBUTIONS 35,830 31,991 30,234 38,124 53,880 41.33%
6141 - UNEMPLOYMENT COMPENSATION 162 2,513 1,565 - - 0.00%
6151 - WORKER'S COMP INSURANCE 9,649 8,825 9,397 10,274 10,722 4.36%
TOTAL PERSONAL SERVICES 459,237 442,227 392,217 489,337 513,870 5.01%
6201 - OFFICE SUPPLIES 982 855 745 1,000 1,000 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 124 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,424 1,255 1,314 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 9,808 8,621 8,665 11,000 11,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 5,000 3,000 -40.00%
6241 - SMALL TOOLS 191 - - - - 0.00%
6242 - MINOR EQUIPMENT 3,911 3,832 2,242 3,000 6,000 100.00%
6243 - MINOR COMPUTER EQUIPMENT 8,443 24,355 18 9,800 - -100.00%
TOTAL SUPPLIES 24,759 39,042 12,984 31,300 22,500 -28.12%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,934 4,100 3,368 4,000 4,000 0.00%
6303 - LEGAL SERVICES - - 1,411 - - 0.00%
6307 - PROFESSIONAL SERVICES 3,049 6,569 11,741 17,500 14,400 -17.71%
6321 - TELEPHONE/PAGERS 2,133 2,496 1,705 2,550 2,140 -16.08%
6331 - TRAVEL EXPENSE/MILEAGE 389 666 760 1,000 1,000 0.00%
6341 - PERSONNEL ADVERTISING 207 356 110 500 800 60.00%
6349 - OTHER ADVERTISING 7,005 9,541 4,065 15,000 13,000 -13.33%
6351 - PRINTING 402 283 1,073 500 500 0.00%
6402 - EQUIPMENT SERVICES 3,069 918 2,314 5,000 5,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 182 1,474 100 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 316 345 347 500 550 10.00%
6409 - OTHER REPAIR & MAINT SVCS - 1,331 - 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE 1,539 - - - - 0.00%
6422 - SOFTWARE MAINT 5,659 3,194 7,495 6,300 6,300 0.00%
6423 - LOGIS CHARGES 12,846 13,422 12,579 17,020 18,059 6.10%
6428 - PROTECTION SERVICES 560 560 654 500 500 0.00%
6431 - SPECIAL EVENTS 9,955 10,325 8,816 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 2,295 1,924 1,399 2,500 3,000 20.00%
6433 - MEETING EXPENSES - - 111 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 2,181 2,246 4,930 2,500 5,000 100.00%
6435 - CREDIT CARD FEES 64,657 60,705 49,265 65,000 61,000 -6.15%
6438 - CASH SHORT (OVER)295 1,371 483 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 615 40 20 200 200 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,090 3,371 3,171 2,500 3,000 20.00%
TOTAL SERVICES & OTHER CHARGES 124,378 125,237 115,917 156,570 151,949 -2.95%
MUNICIPAL OFF-SALE LIQUOR - STORE #1
FUND - 60900
ENTERPRISE FUND
207
6361 - GENERAL LIABILITY INSURANCE 1,705 2,798 2,288 2,834 2,881 1.66%
6362 - PROPERTY INSURANCE 1,189 1,581 1,366 1,658 1,734 4.58%
6364 - DRAM SHOP INSURANCE 5,218 6,159 4,469 6,405 5,609 -12.43%
6366 - MACHINERY BREAKDOWN INSURANCE 324 427 348 446 431 -3.36%
TOTAL INSURANCE 8,436 10,965 8,471 11,343 10,655 -6.07%
6381 - ELECTRIC 25,132 21,895 20,495 26,000 26,000 0.00%
6382 - GAS 2,374 3,200 2,144 3,500 3,500 0.00%
TOTAL UTILITIES 27,506 25,095 22,639 29,500 29,500 0.00%
6412 - BLDGS/FACILITIES 209,412 208,748 198,380 195,780 195,780 0.00%
TOTAL RENT 209,412 208,748 198,380 195,780 195,780 0.00%
6461 - FUEL CHARGES 145 119 85 168 221 31.55%
6462 - FIXED CHARGES 791 481 420 504 471 -6.55%
6463 - REPAIR & MAINT CHARGES 309 543 171 217 433 99.54%
6465 - REPLACEMENT CHARGES 1,400 1,025 729 875 1,050 20.00%
TOTAL CENTRAL GARAGE CHARGES 2,645 2,168 1,405 1,764 2,175 23.30%
6540 - EQUIPMENT & MACHINERY 6,510 - - - 17,000 100.00%
TOTAL CAPITAL OUTLAY 6,510 - - - 17,000 100.00%
6494 - DEPRECIATION EXPENSE 23,605 20,834 14,131 21,848 17,632 -19.30%
TOTAL DEPRECIATION 23,605 20,834 14,131 21,848 17,632 -19.30%
TOTAL OPERATING EXPENSES 886,488 874,316 766,144 937,442 961,061 2.52%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,040) (4,890) (6,156) (4,964) (5,823) 17.30%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 4,901 (1,713) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,861 (6,603) (6,156) (4,964) (5,823) 17.30%
4606 - OTHER REVENUE (2,500) (2,006) (1,500) (1,500) - -100.00%
4919 - GAIN ON FIXED ASSET DISPOSAL - 37,560 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (2,798) (3,620) (20) (2,500) (500) -80.00%
4922 - PROJECT ADMINISTRATION (3,767) (2,945) (2,613) (4,500) (2,000) -55.56%
TOTAL MISCELLANEOUS (9,065) 28,989 (4,133) (8,500) (2,500) -70.59%
TOTAL NONOPERATING ITEMS (7,204) 22,386 (10,289) (13,464) (8,323) -38.18%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 40,970 41,790 43,498 52,197 52,197 0.00%
6476 - CAPITAL PROJECT FUND TRANSFER 200,000 - - 200,000 100,000 -50.00%
6482 - MISC TRANSFER OUT - 362,190 216,455 - - 0.00%
TOTAL TRANSFERS 240,970 403,980 259,953 252,197 152,197 -39.65%
NET CHANGE IN FUND BALANCE (236,754)$ 158,385$ 22,471$ 23,386$ (22,821)$ -197.58%
208
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49612 - 69TH AVENUE LIQUOR STORE
OPERATING REVENUES
4761 - LIQUOR SALES (529,817)$ (512,653)$ (434,959)$ (508,624)$ (590,720)$ 16.14%
4762 - WINE SALES (205,272) (202,246) (151,764) (189,176) (202,089) 6.83%
4763 - BEER SALES (881,402) (657,624) (589,088) (605,464) (730,627) 20.67%
4764 - SALES-NON TAXABLE (17,553) (14,494) (12,836) (19,184) (13,769) -28.23%
4765 - SALES-TAXABLE (23,796) (22,312) (18,736) (25,478) (17,322) -32.01%
TOTAL SALES AND USER FEES (1,657,840) (1,409,329) (1,207,383) (1,347,926) (1,554,527) 15.33%
5581 - COST OF SALES-LIQUOR 451,102 367,996 311,903 350,950 407,596 16.14%
5582 - COST OF SALES-WINE 157,186 136,868 108,289 125,802 134,389 6.83%
5583 - COST OF SALES-BEER 644,938 490,448 456,302 466,207 562,582 20.67%
5584 - OTHER COSTS OF SALE-NONTAXABLE 12,773 7,857 7,222 12,277 8,812 -28.22%
5585 - OTHER COSTS OF SALE-TAXABLE 16,551 14,629 12,169 16,305 11,086 -32.01%
5587 - INVENTORY VARIANCES 5,181 6,870 539 5,000 6,000 20.00%
5589 - DELIVERY CHARGES 5,111 5,864 4,785 6,000 6,000 0.00%
TOTAL COST OF GOODS SOLD 1,292,842 1,030,532 901,209 982,541 1,136,465 15.67%
TOTAL OPERATING REVENUES (364,998) (378,797) (306,174) (365,385) (418,062) 14.42%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 89,004 104,785 89,676 92,361 94,458 2.27%
6102 - OVERTIME-FT EMPLOYEES - 27 198 - 500 100.00%
6103 - WAGES-PART TIME EMPLOYEES 63,238 57,881 52,832 72,000 66,350 -7.85%
6104 - OVERTIME-PART TIME EMPLOYEES 1,328 1,051 1,228 500 500 0.00%
6111 - SEVERANCE PAY 509 2,023 - - - 0.00%
6122 - PERA COORDINATED PLAN 10,880 11,591 10,792 12,440 13,295 6.87%
6125 - FICA - SOCIAL SECURITY 9,933 10,611 9,310 10,283 10,637 3.44%
6126 - FICA - MEDICARE 2,322 2,481 2,177 2,405 2,488 3.45%
6131 - CAFETERIA PLAN CONTRIBUTIONS 5,518 4,878 4,606 25,416 26,940 6.00%
6151 - WORKER'S COMP INSURANCE 4,129 4,176 4,448 4,445 4,598 3.44%
TOTAL PERSONAL SERVICES 186,861 199,504 175,267 219,850 219,766 -0.04%
6201 - OFFICE SUPPLIES 220 342 404 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,156 474 563 600 1,000 66.67%
6219 - GENERAL OPERATING SUPPLIES 3,548 2,628 3,107 4,000 4,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 500 500 0.00%
6242 - MINOR EQUIPMENT 424 8,142 1,154 6,500 6,300 -3.08%
6243 - MINOR COMPUTER EQUIPMENT 1,728 23,768 11,949 19,200 - -100.00%
TOTAL SUPPLIES 7,076 35,354 17,177 31,100 12,100 -61.09%
6307 - PROFESSIONAL SERVICES 16,063 7,216 2,279 6,000 1,600 -73.33%
6321 - TELEPHONE/PAGERS 1,462 1,515 1,263 1,530 1,560 1.96%
6329 - OTHER COMMUNICATION SERVICES 833 227 - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 130 - - 300 300 0.00%
6341 - PERSONNEL ADVERTISING - - - 200 200 0.00%
6349 - OTHER ADVERTISING 5,527 1,919 1,554 7,000 6,000 -14.29%
6351 - PRINTING 172 121 460 200 200 0.00%
6402 - EQUIPMENT SERVICES 2,840 166 1,464 2,500 2,500 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,812 1,321 660 2,000 1,500 -25.00%
6406 - MULTI-FUNCTION MTNCE 127 128 120 175 175 0.00%
6421 - SOFTWARE LICENSE - 369 - - - 0.00%
6422 - SOFTWARE MAINT 2,338 929 3,494 2,800 2,800 0.00%
6423 - LOGIS CHARGES 5,634 7,382 5,328 7,294 7,740 6.11%
6428 - PROTECTION SERVICES 498 502 689 500 500 0.00%
6432 - CONFERENCES AND SCHOOLS 379 230 1,001 600 600 0.00%
6433 - MEETING EXPENSES - 60 34 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 1,104 1,064 2,182 1,000 2,000 100.00%
6435 - CREDIT CARD FEES 21,002 20,098 18,058 27,000 22,000 -18.52%
6438 - CASH SHORT (OVER)320 1,161 1,179 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 223 80 20 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,579 4,108 3,643 2,600 2,600 0.00%
TOTAL SERVICES & OTHER CHARGES 64,043 48,596 43,428 63,199 53,775 -14.91%
6361 - GENERAL LIABILITY INSURANCE 2,451 2,798 2,288 2,834 2,881 1.66%
6362 - PROPERTY INSURANCE 841 924 800 969 1,017 4.95%
6364 - DRAM SHOP INSURANCE 1,790 1,741 1,350 1,811 1,694 -6.46%
6366 - MACHINERY BREAKDOWN INSURANCE 229 249 204 261 253 -3.07%
TOTAL INSURANCE 5,311 5,712 4,642 5,875 5,845 -0.51%
6381 - ELECTRIC 19,286 17,277 18,327 19,000 21,000 10.53%
6382 - GAS 2,487 3,476 1,845 4,000 4,500 12.50%
MUNICIPAL OFF-SALE LIQUOR - STORE #2
FUND - 60900
ENTERPRISE FUND
209
6383 - WATER - - - 7,200 7,200 0.00%
TOTAL UTILITIES 21,773 20,753 20,172 30,200 32,700 8.28%
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 145 119 85 168 - -100.00%
6462 - FIXED CHARGES 394 481 420 504 471 -6.55%
6463 - REPAIR & MAINT CHARGES 309 543 171 217 - -100.00%
6465 - REPLACEMENT CHARGES 700 1,025 729 875 1,050 20.00%
TOTAL CENTRAL GARAGE CHARGES 1,548 2,168 1,405 1,764 1,521 -13.78%
6540 - EQUIPMENT & MACHINERY - - - - 85,000 100.00%
TOTAL CAPITAL OUTLAY - - - - 85,000 100.00%
6494 - DEPRECIATION EXPENSE 4,864 3,494 - 3,667 - -100.00%
TOTAL DEPRECIATION 4,864 3,494 - 3,667 - -100.00%
TOTAL OPERATING EXPENSES 384,836 408,941 347,671 449,515 504,567 12.25%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,040) (4,890) (6,155) (4,964) (5,823) 17.30%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 4,901 (1,713) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,861 (6,603) (6,155) (4,964) (5,823) 17.30%
4921 - REFUNDS & REIMBURSEMENTS (38) (30) - - - 0.00%
TOTAL MISCELLANEOUS (38) (30) - - - 0.00%
TOTAL NONOPERATING ITEMS 1,823 (6,633) (6,155) (4,964) (5,823) 17.30%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 20,454 21,065 21,748 26,098 26,098 0.00%
TOTAL TRANSFERS 20,454 21,065 21,748 26,098 26,098 0.00%
NET CHANGE IN FUND BALANCE 42,115$ 44,576$ 57,090$ 105,264$ 106,780$ 1.44%
210
2015
2013 2014 November 2015 2016
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) (221,111) (200,000) (190,000) -5.00%
4765 - SALES-TAXABLE - (636) (1,067) - - 0.00%
TOTAL SALES AND USER FEES - (182,062) (222,178) (201,000) (190,000) -5.47%
5581 - COST OF SALES-LIQUOR - - - 690 - -100.00%
5583 - COST OF SALES-BEER - 144,391 175,474 160,000 160,000 0.00%
5585 - OTHER COSTS OF SALE-TAXABLE - 309 508 - - 0.00%
5587 - INVENTORY VARIANCES - (626) - - - 0.00%
5589 - DELIVERY CHARGES - - 208 - - 0.00%
TOTAL COST OF GOODS SOLD - 144,074 176,190 160,690 160,000 -0.43%
TOTAL OPERATING REVENUES - (37,988) (45,988) (40,310) (30,000) -25.58%
OPERATING EXPENSES
6102 - OVERTIME-FT EMPLOYEES - - - 1,114 1,136 1.97%
6103 - WAGES-PART TIME EMPLOYEES - 776 1,230 1,100 1,150 4.55%
6122 - PERA COORDINATED PLAN - 56 92 - - 0.00%
6125 - FICA - 48 76 - - 0.00%
6126 - MEDICARE CONTRIBUTIONS - 11 18 - - 0.00%
6151 - WORKER'S COMP INSURANCE - 20 38 - - 0.00%
TOTAL PERSONAL SERVICES - 911 1,454 2,214 2,286 3.25%
6214 - CLOTHING & PERSONAL EQUIPMENT - 829 775 - 830 100.00%
6219 - GENERAL OPERATING SUPPLIES - 4,494 3,847 - 4,500 100.00%
TOTAL SUPPLIES - 5,323 4,622 - 5,330 100.00%
6412 - BLDGS/FACILITIES - 1,000 1,000 - 1,000 100.00%
6428 - PROTECTION SERVICES - 712 569 - 800 100.00%
6433 - MEETING EXPENSES - 45 - - 50 100.00%
6441 - LICENSES, TAXES & FEES - 20 20 - 20 100.00%
TOTAL SERVICES & OTHER CHARGES - 1,777 1,589 - 1,870 100.00%
TOTAL OPERATING EXPENSES - 8,011 7,665 2,214 9,486 328.46%
NET CHANGE IN FUND BALANCE -$ (29,977)$ (38,323)$ (38,096)$ (20,514)$ -46.15%
MUNICIPAL OFF-SALE LIQUOR - DARKNESS DAY
FUND - 60900
ENTERPRISE FUND
211
2016 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
Continued focus on increasing awareness of Centerbrook golf and attempting to grow the game
locally, with concentration on
- Youth - Women
- New golfers - Fling golf
Customer Service
Continued focus on customer service and improving the customer experience.
Staffing Levels
Positions FTEs 2015 2016 2017
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.
212
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 Measures
Description of Performance
Measure
Performance Levels
Actual Value 2014* Actual Value 2015* Target Value 2016
Number of Rounds Per
Playable Days
73.67 92 94
Revenues Per Playable Day $1,378.29 $1,630.47 $1,700
Operating Expenditures Per
Round
$19.37 $18.51 $18.00
Operating Revenues Per
Round
$18.68 $17.60 $18.00
Maintenance Cost Per Acre $3,361.63 $2,924.78 $2,900.00
Golf Course Utilization- Actual
Rounds Compared to Available
Tee Times
23.22% 33.88% 35%
*Data through September 30th
Capital Outlay and Other Initiatives with Significant Budget Impact
$3,000 Rest Room Remodeling
$1,500 Freezer (replacement)
213
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
61300 - CENTERBROOK GOLF COURSE
OPERATING REVENUES
4771 - GOLF LESSONS (172)$ (56)$ (355)$ (3,500)$ (3,000)$ -14.29%
4773 - GREEN FEES (90,161) (99,241) (111,234) (110,000) (118,000) 7.27%
4778 - PASSBOOK (8,832) (11,209) (10,541) (14,000) (14,500) 3.57%
4782 - RENTALS (13,053) (15,906) (18,641) (16,000) (18,000) 12.50%
4785 - LEAGUE (27,097) (11,159) (10,180) (26,000) (26,500) 1.92%
4786 - BEER & WINE COOLER REVENUES (11,314) (18,406) (24,116) (26,000) (26,500) 1.92%
4787 - FOOD & BEVERAGE REVENUES (9,100) (12,300) (12,426) (14,000) (15,000) 7.14%
4788 - TAXABLE MERCHANDISE (1,246) (1,317) (1,848) (2,000) (2,000) 0.00%
4789 - NON TAXABLE MERCHANDISE (3,646) (5,552) (5,057) (6,500) (7,000) 7.69%
4790 - MISCELLANEOUS (1,632) (2,219) (5,320) (3,000) (3,000) 0.00%
4791 - BOTTLED WATER SALES (1,029) (5,947) (3,594) (6,000) (6,000) 0.00%
TOTAL SALES AND USER FEES (167,282) (183,312) (203,312) (227,000) (239,500) 5.51%
TOTAL OPERATING REVENUES (167,282) (183,312) (203,312) (227,000) (239,500) 5.51%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 59,492 60,683 53,835 65,282 66,588 2.00%
6103 - WAGES-PART TIME EMPLOYEES 34,307 39,911 44,778 35,000 38,000 8.57%
6104 - OVERTIME-PART TIME EMPLOYEES 864 687 643 1,000 750 -25.00%
6111 - SEVERANCE PAY 132 629 - - - 0.00%
6122 - PERA COORDINATED PLAN 4,866 4,728 4,519 4,896 5,161 5.41%
6125 - FICA - SOCIAL SECURITY 6,160 6,533 6,379 6,465 6,546 1.25%
6126 - FICA - MEDICARE 1,441 1,528 1,492 1,513 1,532 1.26%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,352 11,424 11,649 12,708 13,470 6.00%
6141 - UNEMPLOYMENT COMPENSATION 594 75 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 2,207 2,255 2,665 2,441 2,471 1.23%
TOTAL PERSONAL SERVICES 121,415 128,453 125,960 129,305 134,518 4.03%
6201 - OFFICE SUPPLIES 168 83 342 - - 0.00%
6211 - CLEANING SUPPLIES 75 - 25 - - 0.00%
6212 - MOTOR FUELS 3,194 3,344 2,764 3,000 3,100 3.33%
6213 - LUBRICANTS & ADDITIVES 71 - 61 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 64 - 40 - - 0.00%
6215 - SHOP MATERIALS 98 2 55 - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 6,917 7,624 8,504 7,700 8,000 3.90%
6217 - SAFETY SUPPLIES 98 70 - 100 100 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,651 2,113 3,308 2,000 2,100 5.00%
6221 - MOTOR VEHICLES 6 1,260 1,171 1,000 1,000 0.00%
6223 - BUILDINGS & FACILITIES 1,951 1,327 1,497 1,500 1,500 0.00%
6225 - PARK & LANDSCAPE MATERIALS 1,752 3,354 2,319 3,000 2,500 -16.67%
6227 - PAINT SUPPLIES - 127 - 250 250 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 88 184 4 300 300 0.00%
6241 - SMALL TOOLS 244 755 1,282 1,000 1,000 0.00%
6242 - MINOR EQUIPMENT 493 5,538 2,360 1,500 1,500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 2,667 199 - - - 0.00%
TOTAL SUPPLIES 19,537 25,980 23,732 21,350 21,350 0.00%
6307 - PROFESSIONAL SERVICES 181 118 118 500 250 -50.00%
6321 - TELEPHONE/PAGERS 1,516 1,515 1,450 1,530 1,815 18.63%
6329 - OTHER COMMUNICATION SERVICES 2,565 1,526 1,241 2,700 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 100 100 0.00%
6349 - OTHER ADVERTISING 686 1,285 4,094 3,500 3,600 2.86%
6351 - PRINTING - 224 156 500 500 0.00%
6402 - EQUIPMENT SERVICES 1,107 1,836 1,605 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,673 753 - 500 500 0.00%
6415 - OTHER EQUIPMENT 9,954 5,489 26 5,500 5,500 0.00%
6421 - SOFTWARE LICENSE - 35 - - - 0.00%
6422 - SOFTWARE MAINT 293 340 408 350 350 0.00%
6423 - LOGIS CHARGES 3,829 4,386 3,423 5,682 6,114 7.60%
6432 - CONFERENCES AND SCHOOLS 719 235 499 400 500 25.00%
6433 - MEETING EXPENSES 37 68 204 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 1,225 1,470 1,580 1,250 1,250 0.00%
6435 - CREDIT CARD FEES 3,061 3,100 3,497 3,200 3,300 3.13%
6438 - CASH SHORT (OVER)(42) 876 (26) - - 0.00%
6441 - LICENSES, TAXES & FEES 365 203 400 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 196 266 1,285 750 700 -6.67%
6491 - MERCHANDISE FOR RESALE 18,008 24,812 32,014 21,500 22,500 4.65%
TOTAL SERVICES & OTHER CHARGES 45,373 48,537 51,974 50,562 49,579 -1.94%
CENTERBROOK GOLF COURSE
FUND - 61300
ENTERPRISE FUND
214
6361 - GENERAL LIABILITY INSURANCE 1,564 2,600 3,165 1,144 1,180 3.15%
6362 - PROPERTY INSURANCE 1,397 413 - 1,834 1,914 4.36%
6364 - DRAM SHOP INSURANCE 1,449 666 970 693 1,014 46.32%
6366 - MACHINERY BREAKDOWN INSURANCE 195 57 - 248 238 -4.03%
TOTAL INSURANCE 4,605 3,736 4,135 3,919 4,346 10.90%
6381 - ELECTRIC 9,674 9,188 9,167 8,000 8,500 6.25%
6382 - GAS 766 1,098 707 950 1,000 5.26%
6383 - WATER 7,799 5,055 2,425 7,000 7,500 7.14%
6384 - REFUSE DISPOSAL 1,696 1,610 1,491 1,800 1,800 0.00%
6385 - SEWER 564 598 628 650 650 0.00%
6386 - STORM SEWER 1,015 1,015 1,015 1,150 1,100 -4.35%
TOTAL UTILITIES 21,514 18,564 15,433 19,550 20,550 5.12%
6461 - FUEL CHARGES 232 144 119 - 147 100.00%
6462 - FIXED CHARGES 8,168 5,198 408 490 1,783 263.88%
6463 - REPAIR & MAINT CHARGES 1,596 5,216 3,424 2,299 2,858 24.31%
6465 - REPLACEMENT CHARGES 22,991 8,382 4,100 18,896 18,400 -2.62%
TOTAL CENTRAL GARAGE CHARGES 32,987 18,940 8,051 21,685 23,188 6.93%
6540 - EQUIPMENT & MACHINERY - - - 3,000 4,500 50.00%
TOTAL CAPITAL OUTLAY - - - 3,000 4,500 50.00%
6494 - DEPRECIATION EXPENSE 10,787 18,737 15,606 11,315 18,757 65.77%
TOTAL DEPRECIATION 10,787 18,737 15,606 11,315 18,757 65.77%
TOTAL OPERATING EXPENSES 256,218 262,947 244,891 260,686 276,788 6.18%
NONOPERATING ITEMS
4612 - DONATIONS & CONTRIBUTIONS (375) - - (500) (500) 0.00%
4921 - REFUNDS & REIMBURSEMENTS - (182,186) (121) (2,250) (2,250) 0.00%
TOTAL MISCELLANEOUS (375) (182,186) (121) (2,750) (2,750) 0.00%
TOTAL NONOPERATING ITEMS (375) (182,186) (121) (2,750) (2,750) 0.00%
INTERFUND TRANSFERS
4915 - TRANSFERS IN - - - (40,000) (45,000) 12.50%
6471 - ADMINISTRATIVE SERVICE TRANSFER 8,041 8,282 7,455 8,946 8,946 0.00%
TOTAL TRANSFERS 8,041 8,282 7,455 (31,054) (36,054) 16.10%
NET CHANGE IN FUND BALANCE 96,602$ (94,269)$ 48,913$ (118)$ (1,516)$ 1184.75%
215
2016 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Activities, Recreation & Services
Earle Brown Heritage Center
Department/Division Mission:
To deliver a high quality customer experience by providing exceptional customer service and
extraordinary food service in an uncommon setting.
Department/Division Description:
Earle Brown Heritage Center is comprised of four divisions; Convention Center, Administrative Services,
Catering Services and Commercial Office Rentals. These Divisions provide for the provision of
maintenance, conference services, custodial functions, equipment servicing, development of menus,
preparing and serving of food and beverage for events at Earle Brown Heritage Center. Maintenance of
buildings and grounds for the commercial office spaces/buildings located at Earle Brown Heritage Center
for 3 tenants.
A management agreement with Flik International for the food and beverage is currently in place through
the year 2019.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Customer Intimacy
Deliver a High Quality of Service
We will strive to maintain our current level of 90% repeat of corporate clients, by reviewing
feedback from event evaluations and growing our new creative team, which was initiated in 2014
to foster innovations and enhancements to our customer experience.
Community Image
Premier Conference Facility and Centerpiece for the City of Brooklyn Center
In 2016, the Earle Brown Heritage Center will celebrate 26 years of operation as one of the
regions premier conference and events facilities, and as a centerpiece of the Brooklyn Center
community. Through our 2016 marketing efforts, we will continually highlight Earle Brown
Heritage Center and the City of Brooklyn Center.
Key Infrastructure Investments
Increase Capital Fund Transfer
In 2016, we are increasing our revenue goals to 4.7 million. By doing so, our goal is to increase
our yearly transfer of funds into our Capital Improvements Fund from $200,000 to $250,000.
216
Staffing Levels
Positions FTEs 2015 2016 2017
EBHC Manager
Secretary/Receptionist
Secretary/Billing Clerk
Operations Director
Sales Director
Sales Managers
Maintenance Custodian
Crew Chiefs
Part-time Staff
Total
1
1
1
1
1
3
2
2
9
21
1
1
1
1
1
3
2
2
9
21
1
1
1
1
1
3
2
2
9
21
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, manage food, beverage, audio visual equipment and special
requests made by clients.
Catering Division
o This division is responsible for facility owned equipment, product, and building
maintenance related to catering. Flik food and beverage contract expenses are found in this
area.
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 2016 Marketing Plan.
a. Participate in five industry associations to network for business
b. Add a minimum of 29 new corporate clients
c. Work with Flik International, Embassy Suites, and other area hotels on bookings of events.
217
2. Deliver a high quality customer experience
a. Build interpersonal relationships with clients to generate higher customer satisfaction,
commitment and loyalty.
b. Client requests and changes will be responded to quickly.
c. Showcase food & beverage services each day based upon client requests and current
market trends.
3. Be responsible to our environment by reducing our resource use and food waste.
a. Reduce electrical consumption by upgrading light fixtures
b. Be part of the Trim Trax program on food waste reduction
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Increase Revenue 4,587,608 4,716,458
Control Expenses (Percentage of Cost to Revenue) 45.14%/65.76% 41.90%/67.00%
Customer Satisfaction Rating 90% 99%
New Corporate Clients 25 29
Revenue per Event (Corporate) $10,359 $10,600
Increase Misc. Catering Sales $39,198 $46,650
*2014 data
218
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
61700 - EARLE BROWN HERITAGE CENTER
OPERATING REVENUES
4821 - ROOM RENTALS (648,676)$ (772,768)$ (672,189)$ (745,000)$ (780,000)$ 4.70%
4822 - LABOR CHARGES (25,987) (26,576) (17,637) (25,000) (25,000) 0.00%
4823 - EQUIPMENT RENTALS (366,791) (409,147) (333,727) (400,000) (420,000) 5.00%
4825 - COMMON AREA MTNCE (10,779) (10,322) (8,602) (13,063) (13,063) 0.00%
4827 - SECURITY SERVICES (16,450) (24,075) (19,738) (28,000) (28,000) 0.00%
4828 - CLIENT SERVICES (60,506) (66,681) (57,996) (65,000) (66,000) 1.54%
4829 - MISCELLANEOUS (3,120) (3,510) (2,445) (4,500) (4,500) 0.00%
4831 - OFFICE RENTALS (99,480) (99,480) (82,900) (96,270) (103,175) 7.17%
4842 - SERVICE CHARGES (476,780) (512,883) (446,474) (506,790) (543,430) 7.23%
4844 - FOOD & BEVERAGE SALES (2,236,641) (2,281,312) (1,990,327) (2,393,750) (2,444,530) 2.12%
4845 - LIQUOR/WINE/BEER SALES (280,195) (272,279) (241,421) (339,485) (341,985) 0.74%
4848 - MISCELLANEOUS SALES (46,173) (39,198) (30,955) (46,650) (49,950) 7.07%
TOTAL SALES AND USER FEES (4,271,578) (4,518,231) (3,904,411) (4,663,508) (4,819,633) 3.35%
5586 - COST OF SALES-MISC - 1,255 - - - 0.00%
5591 - COST OF SALES-LABOR 1,248,976 1,233,960 1,019,666 1,340,708 1,367,395 1.99%
5592 - COST OF SALES-FOOD 608,045 594,602 492,270 639,563 650,600 1.73%
5593 - COST OF SALES-SUPPLIES 148,367 141,876 113,818 153,252 156,369 2.03%
5594 - COST OF SALES-MGMT FEES 129,600 117,600 115,500 120,600 123,600 2.49%
TOTAL COST OF GOODS SOLD 2,134,988 2,089,293 1,741,254 2,254,123 2,297,964 1.94%
TOTAL OPERATING REVENUES (2,136,590) (2,428,938) (2,163,157) (2,409,385) (2,521,669) 4.66%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 549,187 613,289 536,214 702,047 661,301 -5.80%
6102 - OVERTIME-FT EMPLOYEES 2,619 2,737 1,904 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 147,856 164,504 135,567 187,600 181,896 -3.04%
6104 - OVERTIME-PART TIME EMPLOYEES 341 100 37 - - 0.00%
6111 - SEVERANCE PAY 2,028 6,604 9,253 - - 0.00%
6122 - PERA COORDINATED PLAN 50,141 54,268 47,180 66,821 65,426 -2.09%
6125 - FICA - SOCIAL SECURITY 45,091 49,665 43,713 55,238 52,340 -5.25%
6126 - FICA - MEDICARE 10,545 11,615 10,223 12,917 12,241 -5.23%
6131 - CAFETERIA PLAN CONTRIBUTIONS 107,493 108,527 103,146 165,204 161,640 -2.16%
6141 - UNEMPLOYMENT COMPENSATION 8,174 502 563 - - 0.00%
6151 - WORKER'S COMP INSURANCE 20,711 21,087 21,975 24,052 23,845 -0.86%
TOTAL PERSONAL SERVICES 944,186 1,032,898 909,775 1,214,879 1,159,689 -4.54%
6201 - OFFICE SUPPLIES 1,692 2,705 1,605 2,800 2,800 0.00%
6202 - COPYING SUPPLIES 1,747 1,911 1,711 2,400 2,400 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 27 299 100 200 100.00%
6211 - CLEANING SUPPLIES 2,003 1,320 56 4,800 3,300 -31.25%
6212 - MOTOR FUELS - 43 62 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 678 788 526 1,040 1,040 0.00%
6215 - SHOP MATERIALS 113 71 90 648 650 0.31%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,100 4,957 6,007 5,900 5,900 0.00%
6217 - SAFETY SUPPLIES 755 957 1,202 1,300 1,300 0.00%
6219 - GENERAL OPERATING SUPPLIES 24,110 28,116 23,432 31,500 32,500 3.17%
6223 - BUILDINGS & FACILITIES 17,370 22,610 18,542 27,000 28,000 3.70%
6225 - PARK & LANDSCAPE MATERIALS 1,897 5,350 1,753 5,900 5,900 0.00%
6226 - SIGNS & STRIPING MATERIALS 314 - - 450 450 0.00%
6227 - PAINT SUPPLIES 1,271 1,254 1,181 2,750 2,750 0.00%
6237 - LAUNDRY SUPPLIES - - 6 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 6,617 7,929 5,085 9,000 9,000 0.00%
6241 - SMALL TOOLS 1,125 1,096 620 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 60,926 59,356 20,526 76,500 84,000 9.80%
6243 - MINOR COMPUTER EQUIPMENT 29,042 33,625 2,292 1,600 2,800 75.00%
TOTAL SUPPLIES 154,760 172,115 84,995 175,168 184,470 5.31%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,675 2,788 1,684 2,000 2,000 0.00%
6303 - LEGAL SERVICES 424 65 149 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 38,911 36,458 21,829 33,900 51,900 53.10%
6321 - TELEPHONE/PAGERS 8,297 10,617 7,276 10,455 9,960 -4.73%
6322 - POSTAGE 1,014 1,616 339 2,900 2,950 1.72%
6331 - TRAVEL EXPENSE/MILEAGE 708 978 497 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 71 121 - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 403 293 202 800 800 0.00%
6349 - OTHER ADVERTISING 105,531 121,206 97,327 145,925 145,925 0.00%
EARLE BROWN HERITAGE CENTER (EBHC)
FUND - 61700
ENTERPRISE FUND
219
6351 - PRINTING 13,395 18,623 16,189 14,700 15,500 5.44%
6402 - EQUIPMENT SERVICES 66,772 61,402 36,336 66,300 66,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,487 3,834 3,587 5,650 5,650 0.00%
6406 - MULTI-FUNCTION MTNCE 2,581 2,717 2,233 2,900 3,450 18.97%
6408 - COMMUNICATION/INFO SYSTEMS - - 118 - - 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,199 1,308 1,090 1,450 1,900 31.03%
6413 - OFFICE EQUIPMENT 962 976 495 4,700 4,300 -8.51%
6415 - OTHER EQUIPMENT 182,668 202,604 156,040 201,500 205,500 1.99%
6421 - SOFTWARE LICENSE 519 555 - 21,488 - -100.00%
6422 - SOFTWARE MAINT 6,807 7,040 7,085 6,700 8,279 23.57%
6423 - LOGIS CHARGES 21,765 17,946 14,884 21,866 23,237 6.27%
6428 - PROTECTION SERVICES 13,188 15,021 14,095 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 6,254 6,915 4,747 10,200 15,100 48.04%
6433 - MEETING EXPENSES 431 652 460 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 2,964 3,280 4,106 3,270 3,770 15.29%
6435 - CREDIT CARD FEES 23,886 36,855 30,908 27,000 27,000 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (2,467) (778) - - - 0.00%
6438 - CASH SHORT (OVER)(90) (95) (298) - - 0.00%
6441 - LICENSES, TAXES & FEES 7,456 9,588 7,660 6,400 6,400 0.00%
6449 - OTHER CONTRACTUAL SERVICE 33,455 39,316 36,430 42,500 42,500 0.00%
6451 - MTG PLANNER POINTS-EBHC - 49 - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 543,266 601,950 465,468 658,004 667,821 1.49%
6361 - GENERAL LIABILITY INSURANCE 8,423 10,087 7,900 8,155 6,982 -14.38%
6362 - PROPERTY INSURANCE 18,221 27,130 22,150 28,151 27,500 -2.31%
6364 - DRAM SHOP INSURANCE - - - - - 0.00%
6366 - MACHINERY BREAKDOWN INSURANCE 999 2,836 2,067 2,949 2,355 -20.14%
TOTAL INSURANCE 27,643 40,053 32,117 39,255 36,837 -6.16%
6381 - ELECTRIC 141,662 123,604 113,179 140,000 143,500 2.50%
6382 - GAS 44,762 61,268 37,146 65,000 65,500 0.77%
6383 - WATER 3,052 3,204 3,129 5,850 7,180 22.74%
6384 - REFUSE DISPOSAL 9,176 9,446 6,987 9,700 9,700 0.00%
6385 - SEWER 4,577 5,160 4,901 6,500 6,500 0.00%
6386 - STORM SEWER 3,432 3,205 2,275 5,000 5,000 0.00%
6389 - STREET LIGHTS 994 936 736 1,200 1,200 0.00%
TOTAL UTILITIES 207,655 206,823 168,353 233,250 238,580 2.29%
6494 - DEPRECIATION EXPENSE 672,394 683,625 526,826 712,341 692,245 -2.82%
TOTAL DEPRECIATION 672,394 683,625 526,826 712,341 692,245 -2.82%
TOTAL OPERATING EXPENSES 2,549,904 2,737,464 2,187,534 3,032,897 2,979,642 -1.76%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,444) (6,982) (8,686) (5,623) (7,157) 27.28%
4604 - CHECK PROCESSING FEES - - (30) - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5,112 (2,193) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,668 (9,175) (8,716) (5,623) (7,157) 27.28%
4606 - OTHER REVENUE (21,349) (27,860) (25,095) - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (1,796) (32,342) - - - 0.00%
TOTAL MISCELLANEOUS (23,145) (60,202) (25,095) - - 0.00%
TOTAL NONOPERATING ITEMS (21,477) (69,377) (33,811) (5,623) (7,157) 27.28%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 85,152 87,700 78,063 93,675 93,675 0.00%
6476 - CAPITAL PROJECT FUND TRANSFER 400,000 168,000 247,194 200,000 250,000 25.00%
TOTAL TRANSFERS 485,152 255,700 325,257 293,675 343,675 17.03%
NET CHANGE IN FUND BALANCE 876,989$ 494,849$ 315,823$ 911,564$ 794,491$ -12.84%
220
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49851 - EBHC-ADMINISTRATION
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 168,563$ 175,006$ 151,105$ 180,715$ 184,816$ 2.27%
6102 - OVERTIME-FT EMPLOYEES 205 17 216 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 27 - - - - 0.00%
6111 - SEVERANCE PAY 849 3,293 6,804 - - 0.00%
6122 - PERA COORDINATED PLAN 12,238 12,711 11,349 13,553 14,323 5.68%
6125 - FICA - SOCIAL SECURITY 10,831 11,183 10,305 11,204 11,458 2.27%
6126 - FICA - MEDICARE 2,533 2,615 2,410 2,620 2,680 2.29%
6131 - CAFETERIA PLAN CONTRIBUTIONS 28,264 27,685 25,786 38,124 40,410 6.00%
6151 - WORKER'S COMP INSURANCE 1,139 1,114 1,164 1,211 1,237 2.15%
TOTAL PERSONAL SERVICES 224,649 233,624 209,139 247,427 254,924 3.03%
6219 - GENERAL OPERATING SUPPLIES - - 17 - - 0.00%
6242 - MINOR EQUIPMENT - 770 - 4,500 2,000 -55.56%
6243 - MINOR COMPUTER EQUIPMENT 2,258 1,648 - - 1,150 100.00%
TOTAL SUPPLIES 2,258 2,418 17 4,500 3,150 -30.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,675 2,788 1,684 2,000 2,000 0.00%
6303 - LEGAL SERVICES - - - 500 500 0.00%
6307 - PROFESSIONAL SERVICES 2,912 2,912 5,346 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 900 931 750 920 960 4.35%
6421 - SOFTWARE LICENSE 519 - - 21,488 - -100.00%
6422 - SOFTWARE MAINT 6,807 6,780 6,875 6,700 8,279 23.57%
6423 - LOGIS CHARGES 21,765 17,946 14,884 21,866 23,237 6.27%
6432 - CONFERENCES AND SCHOOLS 2,798 2,436 1,387 3,200 3,200 0.00%
TOTAL SERVICES & OTHER CHARGES 38,376 33,793 30,926 59,174 40,676 -31.26%
6361 - GENERAL LIABILITY INSURANCE 469 1,517 708 1,610 555 -65.53%
6362 - PROPERTY INSURANCE 4,555 6,978 5,742 7,250 7,150 -1.38%
6366 - MACHINERY BREAKDOWN INSURANCE 405 714 518 743 589 -20.73%
TOTAL INSURANCE 5,429 9,209 6,968 9,603 8,294 -13.63%
6494 - DEPRECIATION EXPENSE 27,886 32,446 27,023 34,020 32,691 -3.91%
TOTAL DEPRECIATION 27,886 32,446 27,023 34,020 32,691 -3.91%
TOTAL OPERATING EXPENSES 298,598 311,490 274,073 354,724 339,735 -4.23%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (3,444) (6,982) (8,686) (5,623) (7,157) 27.28%
4604 - CHECK PROCESSING FEES - - (30) - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5,112 (2,193) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,668 (9,175) (8,716) (5,623) (7,157) 27.28%
4606 - OTHER REVENUE (18,126) (27,764) (24,928) - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (25) (15,105) - - - 0.00%
TOTAL MISCELLANEOUS (18,151) (42,869) (24,928) - - 0.00%
TOTAL NONOPERATING ITEMS (16,483) (52,044) (33,644) (5,623) (7,157) 27.28%
INTERFUND TRANSFERS
6471 - ADMINISTRATIVE SERVICE TRANSFER 85,152 87,700 78,063 93,675 93,675 0.00%
6476 - CAPITAL PROJECT FUND TRANSFER 400,000 168,000 247,194 200,000 250,000 25.00%
TOTAL TRANSFERS 485,152 255,700 325,257 293,675 343,675 17.03%
NET CHANGE IN FUND BALANCE 767,267$ 515,146$ 565,686$ 642,776$ 676,253$ 5.21%
EARLE BROWN HERITAGE CENTER (EBHC) - ADMINISTRATION
FUND - 61700
ENTERPRISE FUND
221
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49852 - EBHC-CONVENTION CENTER
OPERATING REVENUES
4821 - ROOM RENTALS (648,676)$ (772,768)$ (672,189)$ (745,000)$ (780,000)$ 4.70%
4822 - LABOR CHARGES (25,987) (26,576) (17,637) (25,000) (25,000) 0.00%
4823 - EQUIPMENT RENTALS (366,791) (409,147) (333,727) (400,000) (420,000) 5.00%
4825 - COMMON AREA MTNCE (10,779) (10,322) (8,602) (13,063) (13,063) 0.00%
4827 - SECURITY SERVICES (16,450) (24,075) (19,738) (28,000) (28,000) 0.00%
4828 - CLIENT SERVICES (60,506) (66,681) (57,996) (65,000) (66,000) 1.54%
4829 - MISCELLANEOUS (3,120) (3,510) (2,445) (4,500) (4,500) 0.00%
4844 - FOOD AND BEVERAGE SALES - - (50) - - 0.00%
TOTAL SALES AND USER FEES (1,132,309) (1,313,079) (1,112,384) (1,280,563) (1,336,563) 4.37%
TOTAL OPERATING REVENUES (1,132,309) (1,313,079) (1,112,384) (1,280,563) (1,336,563) 4.37%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 357,471 413,426 366,197 521,332 476,485 -8.60%
6102 - OVERTIME-FT EMPLOYEES 2,024 2,416 1,688 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 116,768 126,045 109,850 134,000 134,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 261 82 37 - - 0.00%
6111 - SEVERANCE PAY 1,180 3,312 2,449 - - 0.00%
6122 - PERA COORDINATED PLAN 33,769 37,636 32,933 49,226 47,391 -3.73%
6125 - FICA - SOCIAL SECURITY 30,283 34,388 30,541 40,693 37,913 -6.83%
6126 - FICA - MEDICARE 7,083 8,043 7,143 9,516 8,867 -6.82%
6131 - CAFETERIA PLAN CONTRIBUTIONS 79,230 80,842 77,359 127,080 121,230 -4.60%
6141 - UNEMPLOYMENT COMPENSATION 8,174 502 563 - - 0.00%
6151 - WORKER'S COMP INSURANCE 16,513 16,973 18,269 20,179 20,242 0.31%
TOTAL PERSONAL SERVICES 652,756 723,665 647,029 903,026 847,128 -6.19%
6201 - OFFICE SUPPLIES 800 1,823 698 1,500 1,500 0.00%
6202 - COPYING SUPPLIES 856 1,301 855 1,500 1,500 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 27 299 100 200 100.00%
6211 - CLEANING SUPPLIES 2,003 1,320 56 4,500 3,000 -33.33%
6212 - MOTOR FUELS - 43 62 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 657 779 450 1,000 1,000 0.00%
6215 - SHOP MATERIALS 113 71 90 600 600 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 4,770 4,557 5,830 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 545 717 1,155 800 800 0.00%
6219 - GENERAL OPERATING SUPPLIES 24,110 28,116 23,415 31,000 32,000 3.23%
6223 - BUILDINGS & FACILITIES 14,174 18,874 17,764 22,000 23,000 4.55%
6225 - PARK & LANDSCAPE MATERIALS 1,897 5,350 1,753 5,600 5,600 0.00%
6226 - SIGNS & STRIPING MATERIALS 314 - - 300 300 0.00%
6227 - PAINT SUPPLIES 1,271 1,254 1,181 2,500 2,500 0.00%
6237 - LAUNDRY SUPPLIES - - 6 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 6,227 7,570 3,824 8,000 8,000 0.00%
6241 - SMALL TOOLS 1,115 1,096 620 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 28,276 36,159 9,692 42,000 42,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 23,996 27,390 595 - - 0.00%
TOTAL SUPPLIES 111,124 136,447 68,345 128,380 128,980 0.47%
EARLE BROWN HERITAGE CENTER (EBHC) - CONVENTION CENTER
FUND - 61700
ENTERPRISE FUND
222
6303 - LEGAL SERVICES 424 65 149 500 500 0.00%
6307 - PROFESSIONAL SERVICES 19,875 22,696 8,458 15,700 27,700 76.43%
6321 - TELEPHONE/PAGERS 5,910 8,124 4,982 7,820 6,960 -11.00%
6322 - POSTAGE 696 1,094 218 2,500 2,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 697 978 497 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 71 121 - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 403 293 202 800 800 0.00%
6349 - OTHER ADVERTISING 47,954 61,546 39,510 70,050 70,050 0.00%
6351 - PRINTING 620 10,210 542 7,500 7,500 0.00%
6402 - EQUIPMENT SERVICES 44,031 47,415 23,731 40,000 40,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,902 1,917 1,794 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 1,839 1,838 1,464 2,000 2,250 12.50%
6408 - COMMUNICATION/INFO SYSTEMS - - 118 - - 0.00%
6413 - OFFICE EQUIPMENT 962 976 495 2,300 2,300 0.00%
6415 - OTHER EQUIPMENT 182,668 202,604 156,040 201,000 205,000 1.99%
6421 - SOFTWARE LICENSE - 555 - - - 0.00%
6422 - SOFTWARE MAINT - 56 168 - - 0.00%
6428 - PROTECTION SERVICES 13,188 15,021 14,095 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 2,281 3,933 2,272 5,500 9,900 80.00%
6433 - MEETING EXPENSES 431 652 420 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 2,964 3,280 4,106 3,200 3,700 15.63%
6435 - CREDIT CARD FEES 3,746 5,687 5,921 5,000 5,000 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (272) (95) - - - 0.00%
6438 - CASH SHORT (OVER)(7) - (1) - - 0.00%
6441 - LICENSES, TAXES & FEES 340 200 200 400 400 0.00%
6449 - OTHER CONTRACTUAL SERVICE 17,812 22,632 19,305 23,000 23,000 0.00%
6451 - MTG PLANNER POINTS-EBHC - 49 - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 348,535 411,847 284,686 414,670 434,960 4.89%
6361 - GENERAL LIABILITY INSURANCE 4,141 5,439 4,187 3,422 2,426 -29.11%
6362 - PROPERTY INSURANCE 5,648 8,649 7,080 8,987 8,800 -2.08%
6366 - MACHINERY BREAKDOWN INSURANCE 502 881 639 916 730 -20.31%
TOTAL INSURANCE 10,291 14,969 11,906 13,325 11,956 -10.27%
6381 - ELECTRIC 114,483 99,118 90,323 107,000 110,000 2.80%
6382 - GAS 19,336 26,457 16,002 27,000 27,000 0.00%
6383 - WATER 1,250 1,449 1,464 2,200 2,700 22.73%
6384 - REFUSE DISPOSAL 1,668 1,758 1,284 2,000 2,000 0.00%
6385 - SEWER 2,099 2,391 2,147 3,400 3,400 0.00%
6386 - STORM SEWER 1,853 1,652 988 3,400 3,400 0.00%
6389 - STREET LIGHTS 500 468 368 600 600 0.00%
TOTAL UTILITIES 141,189 133,293 112,576 145,600 149,100 2.40%
6494 - DEPRECIATION EXPENSE 335,407 335,407 269,567 351,691 337,550 -4.02%
TOTAL DEPRECIATION 335,407 335,407 269,567 351,691 337,550 -4.02%
TOTAL OPERATING EXPENSES 1,599,302 1,755,628 1,394,109 1,956,692 1,909,674 -2.40%
NONOPERATING ITEMS
4606 - OTHER REVENUE (1,228) (96) (167) - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS - (17,237) - - - 0.00%
TOTAL MISCELLANEOUS (1,228) (17,333) (167) - - 0.00%
TOTAL NONOPERATING REVENUES (1,228) (17,333) (167) - - 0.00%
NET CHANGE IN FUND BALANCE 465,765$ 425,216$ 281,558$ 676,129$ 573,111$ -15.24%
223
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49853 - EBHC-CATERING OPERATIONS
OPERATING REVENUES
4842 - SERVICE CHARGES (476,780)$ (512,883)$ (446,474)$ (506,790)$ (543,430)$ 7.23%
4844 - FOOD & BEVERAGE SALES (2,236,641) (2,281,312) (1,990,277) (2,393,750) (2,444,530) 2.12%
4845 - LIQUOR/WINE/BEER SALES (280,195) (272,279) (241,421) (339,485) (341,985) 0.74%
4848 - MISCELLANEOUS SALES (46,173) (39,198) (30,955) (46,650) (49,950) 7.07%
TOTAL SALES AND USER FEES (3,039,789) (3,105,672) (2,709,127) (3,286,675) (3,379,895) 2.84%
5586 - COST OF SALES-MISC - 1,255 - - - 0.00%
5591 - COST OF SALES-LABOR 1,248,976 1,233,960 1,019,666 1,340,708 1,367,395 1.99%
5592 - COST OF SALES-FOOD 608,045 594,602 492,270 639,563 650,600 1.73%
5593 - COST OF SALES-SUPPLIES 148,367 141,876 113,818 153,252 156,369 2.03%
5594 - COST OF SALES-MGMT FEES 129,600 117,600 115,500 120,600 123,600 2.49%
TOTAL COST OF GOODS SOLD 2,134,988 2,089,293 1,741,254 2,254,123 2,297,964 1.94%
TOTAL OPERATING REVENUES (904,801) (1,016,379) (967,873) (1,032,552) (1,081,931) 4.78%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 18,441 24,563 18,708 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 323 304 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 32,343 35,676 25,181 49,600 43,600 -12.10%
6104 - OVERTIME-PART TIME EMPLOYEES 80 17 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,404 3,705 2,841 3,720 3,379 -9.17%
6125 - FICA - SOCIAL SECURITY 3,285 3,903 2,821 3,075 2,703 -12.10%
6126 - FICA - MEDICARE 767 912 659 719 632 -12.10%
6151 - WORKER'S COMP INSURANCE 2,523 2,855 2,500 2,450 2,154 -12.08%
TOTAL PERSONAL SERVICES 61,166 71,935 52,710 59,564 52,468 -11.91%
6201 - OFFICE SUPPLIES 893 881 907 1,300 1,300 0.00%
6202 - COPYING SUPPLIES 892 609 855 900 900 0.00%
6211 - CLEANING SUPPLIES - - - 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 21 9 76 40 40 0.00%
6215 - SHOP MATERIALS - - - 48 50 4.17%
6216 - CHEMICALS/CHEMICAL PRODUCTS 330 400 177 400 400 0.00%
6217 - SAFETY SUPPLIES 210 239 47 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES - - - 500 500 0.00%
6223 - BUILDINGS & FACILITIES 3,196 3,736 740 4,000 4,000 0.00%
6227 - PAINT SUPPLIES - - - 100 100 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 381 359 1,261 1,000 1,000 0.00%
6241 - SMALL TOOLS 10 - - - - 0.00%
6242 - MINOR EQUIPMENT 32,650 22,427 10,834 30,000 40,000 33.33%
6243 - MINOR COMPUTER EQUIPMENT 2,788 4,587 1,697 1,600 1,650 3.13%
TOTAL SUPPLIES 41,371 33,247 16,594 40,688 50,740 24.71%
6307 - PROFESSIONAL SERVICES 16,125 10,850 8,025 15,700 21,700 38.22%
6321 - TELEPHONE/PAGERS 1,488 1,563 1,544 1,715 2,040 18.95%
6322 - POSTAGE 319 521 121 400 450 12.50%
6331 - TRAVEL EXPENSE/MILEAGE 11 - - - - 0.00%
6349 - OTHER ADVERTISING 57,577 59,660 57,817 75,875 75,875 0.00%
6351 - PRINTING 12,775 8,413 15,647 7,200 8,000 11.11%
6402 - EQUIPMENT SERVICES 17,290 9,626 12,605 21,000 21,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,585 1,917 1,794 2,500 2,500 0.00%
6406 - MULTI-FUNCTION MTNCE 741 879 769 900 1,200 33.33%
6409 - OTHER REPAIR & MAINT SVCS 1,199 1,308 1,090 1,450 1,900 31.03%
6413 - OFFICE EQUIPMENT - - - 2,400 2,000 -16.67%
6415 - OTHER EQUIPMENT - - - 500 500 0.00%
6422 - SOFTWARE MAINT - 204 42 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,175 546 1,088 1,500 2,000 33.33%
6433 - MEETING EXPENSES - - 40 - - 0.00%
6434 - DUES & SUBSCRIPTIONS - - - 70 70 0.00%
6435 - CREDIT CARD FEES 20,140 31,169 24,987 22,000 22,000 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (2,195) (684) - - - 0.00%
6438 - CASH SHORT (OVER)(83) (95) (298) - - 0.00%
6441 - LICENSES, TAXES & FEES 35 35 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 8,417 8,844 9,079 10,500 10,500 0.00%
TOTAL SERVICES & OTHER CHARGES 136,599 134,756 134,350 163,710 171,735 4.90%
EARLE BROWN HERITAGE CENTER (EBHC) - CATERING
FUND - 61700
ENTERPRISE FUND
224
6361 - GENERAL LIABILITY INSURANCE 3,750 2,867 2,889 2,845 3,932 38.21%
6362 - PROPERTY INSURANCE 7,288 10,456 8,597 10,834 10,725 -1.01%
6364 - DRAM SHOP INSURANCE - - - - - 0.00%
6366 - MACHINERY BREAKDOWN INSURANCE 27 1,125 818 1,172 942 -19.62%
TOTAL INSURANCE 11,065 14,448 12,304 14,851 15,599 5.04%
6381 - ELECTRIC 21,003 18,202 16,627 26,000 26,000 0.00%
6382 - GAS 18,987 25,920 15,682 30,000 30,000 0.00%
6383 - WATER 1,432 1,381 1,353 2,930 3,580 22.18%
6384 - REFUSE DISPOSAL 6,542 6,987 5,105 7,000 7,000 0.00%
6385 - SEWER 1,982 2,273 2,272 2,500 2,500 0.00%
6386 - STORM SEWER 1,578 1,552 1,288 1,600 1,600 0.00%
6389 - STREET LIGHTS 494 468 368 600 600 0.00%
TOTAL UTILITIES 52,018 56,783 42,695 70,630 71,280 0.92%
6494 - DEPRECIATION EXPENSE 166,674 170,943 145,552 174,762 176,079 0.75%
TOTAL DEPRECIATION 166,674 170,943 145,552 174,762 176,079 0.75%
TOTAL OPERATING EXPENSES 468,893 482,112 404,205 524,205 537,901 2.61%
NONOPERATING ITEMS
4606 - OTHER REVENUE (1,995) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (1,771) - - - - 0.00%
TOTAL MISCELLANEOUS (3,766) - - - - 0.00%
TOTAL NONOPERATING REVENUES (3,766) - - - - 0.00%
NET CHANGE IN FUND BALANCE (439,674)$ (534,267)$ (563,668)$ (508,347)$ (544,030)$ 7.02%
225
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49854 - EBHC-OFFICE RENTAL
OPERATING REVENUES
4831 - OFFICE RENTALS (99,480)$ (99,480)$ (82,900)$ (96,270)$ (103,175)$ 7.17%
TOTAL SALES AND USER FEES (99,480) (99,480) (82,900) (96,270) (103,175) 7.17%
TOTAL OPERATING REVENUES (99,480) (99,480) (82,900) (96,270) (103,175) 7.17%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 4,712 293 203 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 66 - - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES (1,283) 2,783 537 4,000 4,296 7.40%
6122 - PERA COORDINATED PLAN 730 216 55 322 333 3.42%
6125 - FICA - SOCIAL SECURITY 693 191 46 266 266 0.00%
6126 - FICA - MEDICARE 163 45 11 62 62 0.00%
6151 - WORKER'S COMP INSURANCE 537 146 42 212 212 0.00%
TOTAL PERSONAL SERVICES 5,618 3,674 894 4,862 5,169 6.31%
6223 - BUILDINGS & FACILITIES - - 38 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 9 - 38 1,600 1,600 0.00%
6402 - EQUIPMENT SERVICES 5,450 4,361 - 5,300 5,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - - - 150 150 0.00%
6441 - LICENSES, TAXES & FEES 7,081 9,353 7,460 6,000 6,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 7,227 7,840 8,046 9,000 9,000 0.00%
TOTAL SERVICES & OTHER CHARGES 19,758 21,554 15,506 20,450 20,450 0.00%
6361 - GENERAL LIABILITY INSURANCE 63 264 117 278 69 -75.18%
6362 - PROPERTY INSURANCE 729 1,046 731 1,080 825 -23.61%
6366 - MACHINERY BREAKDOWN INSURANCE 65 116 92 118 94 -20.34%
TOTAL INSURANCE 857 1,426 940 1,476 988 -33.06%
6381 - ELECTRIC 6,176 6,283 6,229 7,000 7,500 7.14%
6382 - GAS 6,439 8,891 5,461 8,000 8,500 6.25%
6383 - WATER 370 374 313 720 900 25.00%
6384 - REFUSE DISPOSAL 966 701 599 700 700 0.00%
6385 - SEWER 496 496 482 600 600 0.00%
TOTAL UTILITIES 14,447 16,745 13,084 17,020 18,200 6.93%
6494 - DEPRECIATION EXPENSE 142,427 144,829 84,684 151,868 145,925 -3.91%
TOTAL DEPRECIATION 142,427 144,829 84,684 151,868 145,925 -3.91%
TOTAL OPERATING EXPENSES 183,116 188,228 115,146 197,276 192,332 -2.51%
NET CHANGE IN FUND BALANCE 83,636$ 88,748$ 32,246$ 101,006$ 89,157$ -11.73%
FUND - 61700
ENTERPRISE FUND
EARLE BROWN HERITAGE CENTER (EBHC) - OFFICE RENTALS
226
City of Brooklyn Center
2016 Budget
Internal Service Funds
City of Brooklyn Center
2016 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 2016 are:
Central Garage Fund
227
2016 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 2016 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 2016 we will continue to improve and implement equipment replacement tracking methodology.
Staffing Levels
Positions FTEs 2015 2016 2017
Crew Leader/Mechanic
Mechanic
Night Service Person
Administrative Technician
1
2
1
1
1
2
1
1
1
2
1
1
228
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 ensure 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. 21 21
Maintain fuel inventory (Fuel sold vs. fuel on hand) 0.08% <1.0% deviation
Fuel cost control charged to customers (volatility
factor)
5% < 5% increase
Maintain average fuel purchase cost - actual vs.
(budget estimate)
$3.07/gal ($3.28/gal) < or = $3.28/gal
Number of work orders completed per year
- Repair
- Scheduled preventive maintenance, checks
and services
1132
348
<1300
Between 300 and 400
Mechanics billable time (2 mechanics plus night
service person**)
66.9% > or = 75%
*2014 data
**Billable time for 2014 was low due to light duty assignment of one mechanic.
229
Capital Outlay and Other Initiatives with Significant Budget Impact
The following equipment is scheduled for replacement in 2016 and 2017.
MAKE/MODEL
DEPT
CITY ID
REPLACEMENT
YEAR
COST - Net Trade
Ford F250 Street 0022 2016 $23,000
Caterpillar Skid Steer Street 0033 2016 $43,000
Vermeer Chipper Street 0085 2016 $50,000
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 $43,000
Toro Mower 3280D Parks 0235 2016 $23,000
Ford F150 4 x 4 Police 0310 2016 $25,500
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 $23,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2016 $425,100
Spartan Aerial Pumper Fire 0003 2017 $670,000
Elgin Pelican Sweeper Storm
Drainage
0024 2017 $177,700
Ford F-150 SuperCab Engineering 0031 2017 $22,000
Toro 72” Mower 3280D Parks 0227 2017 $23,000
Chevrolet Impala Police 0312 2017 $22,000
Ford F-150 Police 0318 2017 $26,500
Ford PI Utility Police 0322 2017 $33,000
Ford PI Utility Police 0323 2017 $33,000
Ford PI Utility Police 0324 2017 $33,000
Ford PI Utility Police 0331 2017 $33,000
Ford PI Utility Police 0332 2017 $33,000
Ford PI Utility Police 0335 2017 $33,000
Ford F-250 Sewer 0636 2017 $28,500
Ford E-250 Van Liquor 0702 2017 $21,000
Ford Ranger Ext. Cab Building 0706 2017 $23,000
Ford Ranger Ext. Cab Code
Enforcement
0708 2017 $23,000
Ford Focus Code
Enforcement
0716 2017 $16,200
TOTAL CAPITAL OUTLAY REQUEST FOR 2017 $1,250,900
230
2015
2013 2014 November 2015 2016
Object Code / Description Actual Actual YTD Budget Budget Change
49951 - CENTRAL GARAGE OPERATIONS
OPERATING REVENUES
4862 - FUEL SALES-INTERNAL (300,619)$ (281,771)$ (173,104)$ (337,980)$ (273,980)$ -18.94%
4862.1 - FUEL SALES-EXTERNAL (134,840) (108,891) (63,338) (142,100) (94,430) -33.55%
4863 - REPLACEMENT CHARGES (813,787) (814,786) (669,897) (810,347) (839,435) 3.59%
4864 - OVERHEAD CHARGES (205,706) (200,095) (167,965) (209,348) (180,671) -13.70%
4865 - REPAIR/MAINT CHARGES (415,293) (355,093) (296,481) (433,000) (433,000) 0.00%
TOTAL SALES AND USER FEES (1,870,245) (1,760,636) (1,370,785) (1,932,775) (1,821,516) -5.76%
TOTAL OPERATING REVENUES (1,870,245) (1,760,636) (1,370,785) (1,932,775) (1,821,516) -5.76%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 262,110 250,272 221,304 273,579 282,152 3.13%
6102 - OVERTIME-FT EMPLOYEES 222 161 22 - - 0.00%
6111 - SEVERANCE PAY 346 1,677 - - - 0.00%
6122 - PERA COORDINATED PLAN 19,019 18,187 16,599 20,518 21,867 6.57%
6125 - FICA - SOCIAL SECURITY 15,601 14,762 13,237 16,962 17,493 3.13%
6126 - FICA - MEDICARE 3,649 3,452 3,096 3,966 4,090 3.13%
6131 - CAFETERIA PLAN CONTRIBUTIONS 49,206 55,512 58,245 63,540 67,350 6.00%
6151 - WORKER'S COMP INSURANCE 9,187 8,290 8,850 9,597 9,917 3.33%
TOTAL PERSONAL SERVICES 359,340 352,313 321,353 388,162 402,869 3.79%
6201 - OFFICE SUPPLIES 415 547 181 400 400 0.00%
6203 - BOOKS/REFERENCE MATERIALS 20 1,335 26 200 200 0.00%
6212 - MOTOR FUELS 433,094 389,970 246,522 438,000 332,400 -24.11%
6213 - LUBRICANTS & ADDITIVES 15,348 15,028 10,949 16,800 17,000 1.19%
6215 - SHOP MATERIALS 8,238 4,955 4,950 8,925 8,000 -10.36%
6217 - SAFETY SUPPLIES 537 436 131 700 700 0.00%
6218 - WELDING SUPPLIES 4,874 5,908 2,919 4,500 4,725 5.00%
6219 - GENERAL OPERATING SUPPLIES 933 1,752 1,064 1,365 1,400 2.56%
6221 - MOTOR VEHICLES 69,704 70,874 63,435 80,000 80,000 0.00%
6222 - TIRES 17,746 17,870 12,523 18,000 18,500 2.78%
6227 - PAINT SUPPLIES - 191 - 300 200 -33.33%
6239 - OTHER REPAIR & MAINT SUPPLIES 441 709 585 525 550 4.76%
6241 - SMALL TOOLS 3,082 3,366 781 3,570 3,750 5.04%
6242 - MINOR EQUIPMENT - 743 - 800 4,000 400.00%
6243 - MINOR COMPUTER EQUIPMENT - - 2,035 2,050 - -100.00%
TOTAL SUPPLIES 554,432 513,684 346,101 576,135 471,825 -18.11%
6307 - PROFESSIONAL SERVICES 2,040 2,118 2,105 3,500 2,500 -28.57%
6321 - TELEPHONE/PAGERS 271 229 169 230 240 4.35%
6323 - RADIO COMMUNICATIONS 572 525 525 600 600 0.00%
6333 - FREIGHT/DRAYAGE 607 252 249 600 600 0.00%
6351 - PRINTING 187 325 32 315 330 4.76%
6401 - MOTOR VEHICLE SERVICES 57,303 91,867 46,836 65,000 65,000 0.00%
6402 - EQUIPMENT SERVICES 4,957 2,976 3,573 5,500 5,775 5.00%
6406 - MULTI-FUNCTION MTNCE 930 841 606 1,100 875 -20.45%
6417 - UNIFORMS 6,842 6,335 5,077 7,400 2,400 -67.57%
6422 - SOFTWARE MAINT 6,159 6,430 5,752 6,550 6,500 -0.76%
6423 - LOGIS CHARGES 4,084 4,112 3,361 4,976 5,279 6.09%
6432 - CONFERENCES AND SCHOOLS 1,822 742 1,534 1,890 1,400 -25.93%
6433 - MEETING EXPENSES - - 35 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 235 131 263 150 150 0.00%
6441 - LICENSES, TAXES & FEES 712 1,956 583 1,000 2,200 120.00%
6447 - TOWING CHARGES 1,122 1,389 1,027 1,200 1,260 5.00%
6449 - OTHER CONTRACTUAL SERVICE 1,055 1,268 2,070 1,500 1,575 5.00%
TOTAL SERVICES & OTHER CHARGES 88,898 121,496 73,797 101,611 96,784 -4.75%
6363 - MOTOR VEHICLE INSURANCE 33,045 39,943 42,527 42,755 44,700 4.55%
6367 - EQUIPMENT (INLAND MARINE)12,971 14,582 14,166 15,107 14,690 -2.76%
TOTAL INSURANCE 46,016 54,525 56,693 57,862 59,390 2.64%
6388 - HAZARDOUS WASTE DISPOSAL 519 364 820 1,200 1,260 5.00%
TOTAL UTILITIES 519 364 820 1,200 1,260 5.00%
CENTRAL GARAGE
FUND - 70100
INTERNAL SERVICE FUND
231
6461 - FUEL CHARGES 2,000 1,999 898 2,250 2,300 2.22%
6465 - REPLACEMENT CHARGES 456 - - - - 0.00%
TOTAL CENTRAL GARAGE CHARGES 2,456 1,999 898 2,250 2,300 2.22%
6540 - EQUIPMENT & MACHINERY 1,033 - 1,766 3,000 25,000 733.33%
6545 - OTHER EQUIPMENT - 5,460 17,860 16,500 - -100.00%
6550 - MOTOR VEHICLES 2,521 - 866,322 620,570 425,100 -31.50%
TOTAL CAPITAL OUTLAY 3,554 5,460 885,948 640,070 450,100 -29.68%
6494 - DEPRECIATION EXPENSE 693,055 720,199 - - 786,971 100.00%
TOTAL DEPRECIATION 693,055 720,199 - - 786,971 100.00%
TOTAL OPERATING EXPENSES 1,748,270 1,770,040 1,685,610 1,767,290 2,271,499 28.53%
NONOPERATING ITEMS
4603 - INTEREST EARNINGS (12,867) (24,643) (30,279) (21,007) (30,628) 45.80%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 20,105 (8,653) - - - 0.00%
TOTAL INVESTMENT EARNINGS 7,238 (33,296) (30,279) (21,007) (30,628) 45.80%
4606 - OTHER REVENUE (1,244) (1,369) (732) - - 0.00%
4911 - SALE OF PROPERTY (137,535) (82,278) (17,300) - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL 83,324 55,178 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (31,940) (86,988) (33,623) - - 0.00%
TOTAL MISCELLANEOUS (87,395) (115,457) (51,655) - - 0.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 41,117 41,027 34,553 41,464 41,464 0.00%
TOTAL TRANSFERS 41,117 41,027 34,553 41,464 41,464 0.00%
TOTAL NONOPERATING ITEMS (39,040) (107,726) (47,381) 20,457 10,836 -47.03%
NET CHANGE IN FUND BALANCE (161,015)$ (98,322)$ 267,444$ (145,028)$ 460,819$ -417.74%
232
City of Brooklyn Center
2016 Budget
Capital Improvement Program
2016-2030 Capital Improvement Program Page | 1
City of Brooklyn Center
2016 CAPITAL IMPROVEMENT PROGRAM
PROFILE
The 2016-30 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 $165 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.
233
2016-2030 Capital Improvement Program Page | 2
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 estimated to be $976,400 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.
234
2016-2030 Capital Improvement Program Page | 3
TABLE 1. 2016-2030 Capital Improvement Plan - Summary by Funding Source
FIGURE 1. 2016-2030 Capital Improvement Plan – Overview of Project and Funding Sources.
Water Utility,
14%
Sanitary Sewer,
13%
Storm Drainage,
11%
Street
Light, 1%
MSA, 6%
Street
Reconstruction,
20%
Capital Projects,
20%
Special
Assessments,
15%
Capital Improvement Plan by Funding Source
Total Funding
Need 15-yr
Average Annual
Funding Need
Percent of
Total Need
Water Utility $23,743,000 $1,582,867 14%
Sanitary Sewer Utility $21,009,000 $1,400,600 13%
Storm Drainage Utility $17,419,000 $1,161,267 11%
Street Lighting Utility $2,540,000 $169,333 1%
Municipal State Aid $10,096,000 $673,067 6%
Street Reconstruction Fund $33,428,000 $2,228,533 20%
Capital Projects Funds $33,045,000 $2,203,000 20%
Special Assessment Collections $24,319,000 $1,621,267 15%
TOTAL $165,599,000 $11,039,934 100%
235
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1
0
0
69TH AVE N
D
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P
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N
T
A
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E
N
63RD AVE N
73RD AVE N
H
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H
W
A
Y
2
5
2
INTERS
T
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6
9
4
55TH AVE N
X
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X
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S
A
V
E
N
J
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A
V
E
N
R
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D
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B
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A
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N
59TH AVE N
FREEWAY BLVD
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G
L
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C
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P
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W
Y
65TH AVE N
H
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B
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N
B
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L
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N
B
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D
KN
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A
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N
61ST AVE N
IR
V
I
N
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A
V
E
N
64TH AVE N
U
N
I
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Y
A
V
E
N
60TH AVE N
AL
L
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Y
GI
R
A
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D
A
V
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N
HOWE LA
LO
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A
N
A
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LILAC
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N
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53RD AVE N
T W I N L A K E B L V D E
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CA
M
D
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N
A
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N
P
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A
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N
49TH AVE N
K
Y
L
E
A
V
E
N
BRO
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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
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N
72ND AVE N
NORTH
W
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D
R
66TH AVE N
AMY LN
P A L M E R L A K E D R W
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D
R
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FR
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T
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N
67TH AV
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N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
YO
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A
V
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N
H A L I F A X A V E N
WINCHESTER LN
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J U D Y L N
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47TH AVE N
OAK ST N
DR
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N
P E A R S O N D R
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AB
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50TH AVE N
MO
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N
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6 3R D L N N
51 S T AVEN
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56TH AVE N B
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57TH AVE N
BASS LAKE RD
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N
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A
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P
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N
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N
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LAKESIDE AVE N
N
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70TH AVE N
LAWREN C E R D
OHENRY RD N
71ST AVE N
COMMODORE DR
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N
WOODBINE LA N
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T
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N
N
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P
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P
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D
R
68TH LA N
69TH
L
A
N
58 1/2 AVE N
I
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V
I
N
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P
L
HOWE LN
58TH PL N
PERRY CT E
EMERSON LN N
V
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A
C
R
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A
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N
MA
J
O
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A
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N
61ST AVE N
LILA
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D
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N
LILA
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D
R
N
MO
R
G
A
N
A
V
E
N
MA
J
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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
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A
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N
AL
L
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Y
6 6 T H A V E N
HA
L
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F
A
X
A
V
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N
51ST AVE N
57TH AVE N
67TH AVE N
70TH AVE N
D
R
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W
A
V
E
N
C
A
M
D
E
N
A
V
E
N
53RD AVE N
GI
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A
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N
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W
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A
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N
INTERSTATE 94
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1
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0
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BRY
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2
5
2
D
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Q
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65TH AV
E
N
B
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A
NT
A
V
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N
E
W
I
N
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A
V
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N
57TH AVE N
M
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G
A
N
A
V
E
N
67TH AVE N
AL
L
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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
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A
V
E
N
58TH AVE N
70TH AVE N
70TH AVE N
R
E
G
E
N
T
A
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N
KY
L
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A
V
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N
AL
L
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ADMIRAL LN N
F
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N
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N
BR
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N
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B
L
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A
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N
65TH AVE N
NE
W
T
O
N
A
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N
Q
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A
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L
A
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N
72ND AVE N
RE
G
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N
T
A
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N
C
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L
F
A
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A
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N
URBAN AVE
N
60TH AVE N
CA
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N
A
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N
G
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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
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N
C
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N
A
V
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N
TO
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N
L
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N
62ND AVE N
G
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S
A
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N
HA
L
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F
A
X
A
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N
B
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A
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D
A
V
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N
WINCHESTER LN
67TH AVE N
56TH AVE N
EW
I
N
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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
Palmer Lake West Area - 2016
Evergreen Park Area - 2017
Firehouse Park Area - 2018
51st Ave (at Brooklyn Blvd) - 2018
Humboldt (53rd to 57th) - 2019
Interstate Area - 2019
Logan/Lilac/59th Area - 2020
Grandview Area - 2020
Ryan Lake Industrial Park Area - 2021
50th Ave (France to Drew) - 2023
53rd Ave N - 2023
2016 - 2023
November 2015
Full Depth Pavement Replacement Projects
Knox, James and 54th Area - 2023
51st Ave (France to Drew) - 2023
Lyndale Ave - 2023
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 (86.3 Miles - 82% since 1993)
236
! ! ! ! ! !! ! !!! !
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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
SHI
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 N
GR
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 AVE
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 AV E 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
LILAC
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
N
T
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
LILA
C
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
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68TH AVE
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CIP PROJECT AREAS
Full Depth Pavement Replacment Projects
Humboldt Avenue - 2024
53rd and Xerxes Avenue - 2026
Meadowlark Garden Area - 2026
Orchard Lane West Area - 2026
Earle Brown Drive - 2028
2024 - 2030
November 2015
Legend
Reconstruction Projects
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
! !66th and Camden Ave - 2028
! !73rd Ave (Humboldt to Camden) - 2028
! !Garden City Central Area - 2029
! !Garden City North Area - 2030
Completed Construction (86.3 Miles - 82% since 1993)
237
Table 2
Capital Improvement Program (2016 - 2030)
November 25, 2015
G:\Administration\Budget\2016\CIP\Final CIP\151125_FINAL_2016-30 CIP Table 2 Page | 6
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
2016
Palmer Lake West Area Improvements $1,130,000 $2,160,000 $0 $1,150,000 $1,460,000 $1,790,000 $130,000 $0 $7,820,000
Freeway Blvd Mill and Overlay (East of Xerxes Avenue)$140,000 $0 $500,000 $50,000 $10,000 $10,000 $50,000 $0 $760,000
57th Ave Mill and Overlay (Humboldt to I-94)$30,000 $0 $320,000 $50,000 $10,000 $10,000 $20,000 $0 $440,000
57th Ave Regional Trail (Logan to I-94)$0 $0 $0 $0 $0 $0 $0 $1,280,000 (A)$1,280,000
Azelia Ave and Northport Drive Retaining Wall Repl.$0 $71,000 $0 $0 $0 $0 $0 $0 $71,000
Sanitary Sewer Lining (Miss. River Trunk S. of I-694 to 57th Ave.)$0 $0 $0 $868,000 $0 $0 $0 $868,000
Water Tower No. 3 Painting $0 $0 $0 $0 $0 $1,300,000 $0 $0 $1,300,000
Brooklyn Blvd City Entrance Signs Rehab $0 $0 $0 $0 $0 $0 $0 $17,000 $17,000
69th Ave Greenway & Cahlander Park Fence Replacement $0 $0 $0 $0 $0 $0 $192,000 $192,000
Northport Park - Shelter $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
Northport Park Lighting Replacement Project $0 $0 $0 $0 $0 $0 $0 $66,000 $66,000
Centennial Park Tennis Courts Resurfacing, Basketball Court Project $0 $0 $0 $0 $0 $0 $125,000 (B)$125,000
Council Chambers and Technology Update Project $0 $0 $0 $0 $0 $0 $0 $551,000 (C)$551,000
Storm Water Ponds 46-001, 50-001, 52-001, 58-002 & 60-001 Rehab $0 $0 $345,000 $0 $0 $0 $0 $345,000
Centennial Park East Emergency Pond Overflow Outlet R $0 $0 $0 $50,000 $0 $0 $0 $0 $50,000
Shingle Creek Reareation Project $0 $0 $0 $23,000 $0 $0 $0 $147,000 (D)$170,000
West Palmer Park Trail/Parking Lot/Court Rehab $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
Capital Maintenance Building Program 2016 $0 $0 $0 $0 $0 $0 $0 $203,000 $203,000
2016 Subtotal $1,300,000 $2,231,000 $820,000 $1,668,000 $2,348,000 $3,110,000 $200,000 $2,860,000 $14,537,000
NOTES:(A) Federal grant (TE program $1,000,000) and Three Rivers Park District funding $280,000).
(B) The Parks and Recreation Commission is expected to evaluate and study the use of these facilities in 2016, which may cause this project to be postponed to 2017.
(C) Funding sources: $270,000 of existing NW Cable Comm. Grant Funds; 10-yr inter-fund loan to be repaid from future NW Cable Comm. grant funds plus interest.
(D) Funding sources: Federal 319 Grant ($93,500), Shingle Creek Watershed Commission ($42,500), Brooklyn Park ($11,000) and Brooklyn Center ($23,000).
2017
Evergreen Park Area Improvements and SRTS Trails $1,470,000 $3,000,000 $640,000 $1,430,000 $2,060,000 $2,730,000 $140,000 $344,000 (E)$11,814,000
69th Ave Mill & Overlay (Shingle Crk Pkwy to Dupont Ave $280,000 $0 $610,000 $70,000 $10,000 $20,000 $60,000 $0 $1,050,000
France Avenue Mill and Overlay (North of 69th Ave)$60,000 $0 $210,000 $40,000 $20,000 $10,000 $20,000 $0 $360,000
Traffic Signal System Rehab. (69th and France Aves.)$0 $50,000 $150,000 $0 $0 $0 $0 $0 $200,000
West River Rd Trail Replacement $0 $0 $0 $0 $0 $0 $0 $150,000 $150,000
69th Ave Trail Recon. (Shingle Crk to Dupont Ave.)$0 $0 $0 $0 $0 $0 $0 $119,000 $119,000
Evergreen Park Trail and Parking Lot Improvements $0 $0 $0 $0 $0 $0 $0 $269,000 $269,000
Water Tower No. 2 - Painting $0 $0 $0 $0 $0 $1,225,000 $0 $0 $1,225,000
Well Motor Speed Controls (VFD) Wells 4 and 10 $0 $0 $0 $0 $0 $20,000 $0 $0 $20,000
Lift Station No. 2 Rehabilitation $0 $0 $0 $0 $215,000 $0 $0 $0 $215,000
Lift Station No. 1 - Wet Well Improvement and Rehab $0 $0 $0 $0 $350,000 $0 $0 $0 $350,000
Storm Water Ponds 26-005 & 63-006 Rehab $0 $0 $0 $34,000 $0 $0 $0 $0 $34,000
Opportunity Area Outlet Backflow Preventer Imp.$0 $0 $0 $21,000 $0 $0 $0 $0 $21,000
Capital Maintenance Building Program 2017 $0 $0 $0 $0 $0 $0 $0 $273,000 $273,000
2017 Subtotal $1,810,000 $3,050,000 $1,610,000 $1,595,000 $2,655,000 $4,005,000 $220,000 $1,155,000 $16,100,000
NOTES:(E) Federal Safe Routes to School funding for new trails $275,392 (total trail improvements $344k, City matches balance from Capital Projects Funds).
2018
Firehouse Park Area Improvements $2,140,000 $4,010,000 $390,000 $1,760,000 $2,390,000 $2,110,000 $160,000 $0 $12,960,000
Bellvue Area Mill and Overlay $320,000 $510,000 $110,000 $340,000 $60,000 $20,000 $0 $0 $1,360,000
Brooklyn Boulevard Corridor Project (49th Ave. to Bass Lk Rd)$0 $0 $0 $0 $0 $0 $9,310,000 (F)$9,310,000
51st Avenue Improvements (at Brooklyn Blvd)$80,000 $60,000 $90,000 $10,000 $110,000 $100,000 $0 $0 $450,000
Intersection Imp./Traffic Signal (66th Ave/Hwy 252)$0 $0 $220,000 $0 $0 $0 $0 $0 $220,000
Centennial Park East Trail Replacement $0 $0 $0 $0 $0 $0 $0 $84,000 $84,000
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes)$0 $0 $0 $0 $180,000 $0 $180,000
Storm Water Ponds 41-001,43-001,60-002,60-004,62-001, & 64-002 Rehab $0 $177,000 $0 $0 $0 $0 $177,000
Capital Maintenance Building Program 2018 $0 $0 $0 $0 $0 $0 $0 $396,000 $396,000
2018 Subtotal $2,540,000 $4,580,000 $810,000 $2,287,000 $2,560,000 $2,230,000 $340,000 $9,790,000 $25,137,000
NOTES:(F) Brooklyn Blvd. Corridor Imp. federal funding ($7,000,000) and 20% minimum matching by the City Capital Improvements Fund and Hennepin County ($2,310,000)
238
Table 2
Capital Improvement Program (2016 - 2030)
November 25, 2015
G:\Administration\Budget\2016\CIP\Final CIP\151125_FINAL_2016-30 CIP Table 2 Page | 7
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
2019
Interstate Area Improvements $1,470,000 $3,810,000 $0 $1,640,000 $1,990,000 $2,550,000 $120,000 $0 $11,580,000
Southeast Area Mill and Overlay $1,400,000 $310,000 $60,000 $630,000 $130,000 $40,000 $0 $0 $2,570,000
Humboldt Ave (CR 57) Reconstruction (53rd to 57th)$390,000 $0 $380,000 $110,000 $360,000 $330,000 $20,000 $570,000 (G)$2,160,000
Connections at Shingle Creek Phase 2 $0 $0 $0 $96,000 $0 $0 $0 $287,000 (H)$383,000
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $300,000 $300,000
Storm Water Ponds 35-003 & 35-004 Rehab $0 $0 $0 $105,000 $0 $0 $0 $0 $105,000
Lift Station No. 9 Force Main Replacement $0 $0 $0 $0 $243,000 $0 $0 $0 $243,000
70th Avenue Storm Sewer Trunk Line Rehabilitation $0 $0 $0 $328,000 $0 $0 $0 $0 $328,000
Capital Maintenance Building Program 2019 $0 $0 $0 $0 $0 $0 $0 $434,000 $434,000
2019 Subtotal $3,260,000 $4,120,000 $440,000 $2,909,000 $2,723,000 $2,920,000 $140,000 $1,591,000 $18,103,000
NOTES:(G) Anticiapted Hennepin County funding share - Humboldt Ave is a county road (CR 57).
(H) Watershed funding estimated at 75% ($287k) and 25% City funding ($96k)
2020
Grandview Park Area Improvements $1,940,000 $4,350,000 $370,000 $1,880,000 $1,990,000 $2,270,000 $200,000 $0 $13,000,000
Logan/Lilac/59th Avenues Reconstruction $410,000 $0 $1,410,000 $120,000 $10,000 $270,000 $20,000 $0 $2,240,000
Brooklyn Boulevard Corridor Projects 7, 8, 9 and 10 - Bass Lk Rd to 65th $0 $0 $0 $0 $0 $0 $13,000,000 (I)$13,000,000
Lilac Dr. Trail Retaining Wall Repl. (south of CR 57)$0 $0 $0 $0 $0 $0 $0 $59,000 $59,000
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $309,000 $309,000
Water Tower No. 1 Painting $0 $0 $0 $0 $0 $718,000 $0 $0 $718,000
Capital Maintenance Building Program 2020 $0 $0 $0 $0 $0 $0 $0 $144,000 $144,000
2020 Subtotal $2,350,000 $4,350,000 $1,780,000 $2,000,000 $2,000,000 $3,258,000 $220,000 $13,512,000 $29,470,000
NOTES:(I) Brooklyn Boulevard Corridor Imp. funding estimated at 80% outside source ($10,400,000) and worst case 20% by the City Capital Improvements Fund ($2,600,000)
2021
Ryan Lake Industrial Park Area Improvements $300,000 $630,000 $0 $250,000 $190,000 $420,000 $10,000 $0 $1,800,000
Traffic Sig Sys Rehab (Shingle Creek Pkwy/Summit)$50,000 $0 $150,000 $0 $0 $0 $0 $0 $200,000
Traffic Sig Sys Rehab. (Shingle Creek Pkwy/John Martin)$50,000 $0 $150,000 $0 $0 $0 $0 $0 $200,000
Park Playground Equip Replacement $0 $0 $0 $0 $0 $0 $0 $318,000 $318,000
Lift Station No. 1 Controls Rehab $0 $0 $0 $0 $200,000 $0 $0 $0 $200,000
Storm Water Ponds 12-001, 12-006 & 26-004 Rehab $0 $0 $0 $97,000 $0 $0 $0 $0 $97,000
61st & Perry Avenues Storm Sewer Improvement $0 $0 $0 $169,000 $0 $0 $0 $0 $169,000
65th Avenue Trunk Storm Sewer Rehabilitation $0 $0 $0 $464,000 $0 $0 $0 $0 $464,000
Capital Maintenance Building Program 2021 $0 $0 $0 $0 $0 $0 $0 $87,000 $87,000
2021 Subtotal $400,000 $630,000 $300,000 $980,000 $390,000 $420,000 $10,000 $405,000 $3,535,000
2022
Northwest Area Mill and Overlay $290,000 $340,000 $0 $290,000 $140,000 $200,000 $70,000 $0 $1,330,000
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
2022 Subtotal $290,000 $340,000 $0 $290,000 $140,000 $200,000 $70,000 $639,000 $1,969,000
2023
Knox, James and 54th Ave. Area Improvements $270,000 $360,000 $0 $150,000 $20,000 $10,000 $0 $0 $810,000
51st Avenue Improvements (west of France Avenue)$160,000 $100,000 $0 $10,000 $10,000 $10,000 $20,000 $0 $310,000
50th Avenue Improvements (France Ave to Drew Ave)$50,000 $70,000 $0 $40,000 $10,000 $120,000 $0 $0 $290,000
53rd Avenue Improvements (Penn Ave to 4th St)$30,000 $0 $2,370,000 $370,000 $120,000 $470,000 $180,000 $0 $3,540,000
Lyndale Avenue Improvements $60,000 $220,000 $120,000 $60,000 $130,000 $10,000 $20,000 $0 $620,000
Capital Maintenance Building Program 2023 $0 $0 $0 $0 $0 $0 $0 $85,000 $85,000
2023 Subtotal $570,000 $750,000 $2,490,000 $630,000 $290,000 $620,000 $220,000 $85,000 $5,655,000
2024
Woodbine Area Improvements $1,690,000 $1,890,000 $140,000 $490,000 $1,570,000 $2,670,000 $170,000 $0 $8,620,000
Humboldt Ave Improvements $320,000 $0 $270,000 $30,000 $320,000 $170,000 $50,000 $0 $1,160,000
Miscellaneous Tennis Court Resurfacing $0 $0 $0 $0 $0 $0 $0 $116,000 $116,000
Capital Maintenance Building Program 2024 $0 $0 $0 $0 $0 $0 $0 $43,000 $43,000
2024 Subtotal $2,010,000 $1,890,000 $410,000 $520,000 $1,890,000 $2,840,000 $220,000 $159,000 $9,939,000239
Table 2
Capital Improvement Program (2016 - 2030)
November 25, 2015
G:\Administration\Budget\2016\CIP\Final CIP\151125_FINAL_2016-30 CIP Table 2 Page | 8
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
2025
Orchard Lane East Improvements $2,470,000 $2,750,000 $0 $270,000 $1,560,000 $3,090,000 $210,000 $0 $10,350,000
Traffic Sig Sys Rehab. (Shingle Creek Pkwy/Brookdale Sq $59,000 $0 $116,000 $0 $0 $0 $0 $0 $175,000
Lift Station Nos. 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 $2,529,000 $2,750,000 $116,000 $270,000 $1,662,000 $3,090,000 $210,000 $49,000 $10,676,000
2026
Orchard Park West Area Improvements $3,520,000 $2,900,000 $0 $180,000 $1,760,000 $160,000 $270,000 $0 $8,790,000
Meadowlark Gardens Area Improvements $930,000 $530,000 $230,000 $10,000 $90,000 $290,000 $150,000 $0 $2,230,000
53rd and Xerxes Avenue Improvements $90,000 $290,000 $0 $90,000 $0 $0 $80,000 $0 $550,000
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 Improvements $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 $4,540,000 $3,720,000 $230,000 $280,000 $1,850,000 $450,000 $500,000 $990,000 $12,560,000
2027
St. Alphonses Area Mill and Overlay $400,000 $110,000 $0 $210,000 $40,000 $10,000 $60,000 $0 $830,000
67th and James Avenues Mill and Overlay $210,000 $20,000 $0 $90,000 $10,000 $10,000 $20,000 $0 $360,000
John Martin Drive Mill and Overlay $120,000 $0 $60,000 $30,000 $10,000 $10,000 $80,000 $0 $310,000
68th and Lee Avenues Mill and Overlay $170,000 $20,000 $0 $80,000 $10,000 $10,000 $30,000 $0 $320,000
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 $900,000 $150,000 $60,000 $410,000 $70,000 $40,000 $190,000 $718,000 $2,538,000
2028
73rd Ave Mill and Overlay (Humboldt to Camden)$70,000 $0 $140,000 $30,000 $30,000 $10,000 $0 $0 $280,000
66th and Camden Avenues Mill and Overlay $30,000 $580,000 $300,000 $50,000 $10,000 $10,000 $0 $0 $980,000
Earle Brown Drive Area Improvements $40,000 $1,190,000 $410,000 $70,000 $30,000 $10,000 $0 $0 $1,750,000
Park Trail and Parking Lot Lighting Improvements $0 $0 $0 $0 $0 $0 $0 $380,000 $380,000
Capital Maintenance Building Program 2028 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
2028 Subtotal $140,000 $1,770,000 $850,000 $150,000 $70,000 $30,000 $0 $580,000 $3,590,000
2029
Garden City Central Area Improvements $910,000 $1,180,000 $180,000 $780,000 $410,000 $50,000 $0 $0 $3,510,000
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
Capital Maintenance Building Program 2029 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
2029 Subtotal $910,000 $1,297,000 $180,000 $780,000 $410,000 $50,000 $0 $242,000 $3,869,000
2030
Garden City North Area Improvements $770,000 $1,800,000 $0 $2,650,000 $620,000 $480,000 $0 $0 $6,320,000
Park Name Sign Replacements $0 $0 $0 $0 $0 $0 $0 $70,000 $70,000
Sanitary Sewer Lining (Miss. River Trunk N. of I-694 to 70th/Willow)$0 $0 $0 $1,143,000 $0 $0 $0 $1,143,000
Lift 2 Forcemain Lining (Under I-94)$0 $0 $0 $0 $188,000 $0 $0 $0 $188,000
Capital Maintenance Building Program 2029 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000
2030 Subtotal $770,000 $1,800,000 $0 $2,650,000 $1,951,000 $480,000 $0 $270,000 $7,921,000
TOTALS $24,319,000 $33,428,000 $10,096,000 $17,419,000 $21,009,000 $23,743,000 $2,540,000 $33,045,000 $165,599,000
NOTES:A TH 252 project (construction year to be determined) is expected to be programmed and added to the CIP in 2016 once the TH 252 Corridor Study is complete.
240
PROJECT DESCRIPTIONS
2016-2030 Capital Improvement Program
City of Brooklyn Center
Project Summaries Page | 9
2016-2030 Capital Improvement Program
Table of Contents
Street and Utility Improvements .................................................................................................................... 13
Freeway Boulevard Mill and Overlay (East of Xerxes Avenue) – 2016 ................................................... 13
57th Avenue Mill and Overlay (Humboldt Avenue to I-94) - 2016 ........................................................... 14
Palmer Lake West Area Improvements - 2016 .......................................................................................... 15
69th Avenue Mill and Overlay (Shingle Creek Pkwy to Dupont Avenue) - 2017 .................................... 16
France Avenue Mill and Overlay (North of 69th Avenue) - 2017 .............................................................. 17
Evergreen Park Area Improvements - 2017 .............................................................................................. 18
Bellvue Area Mill and Overlay - 2018 ...................................................................................................... 19
Firehouse Park Area Improvements - 2018 ............................................................................................... 20
51st Avenue Improvements (at Brooklyn Boulevard) - 2018 ..................................................................... 21
Southeast Area Mill and Overlay - 2019 ................................................................................................... 22
Humboldt Avenue (CR 57) Reconstruction (53rd to 57th) - 2019 .............................................................. 23
Interstate Area Improvements - 2019 ........................................................................................................ 24
Logan, Lilac and 59th Avenues Reconstruction - 2020 .............................................................................. 25
Grandview Park Area Improvements - 2020 ............................................................................................. 26
Ryan Lake Industrial Park Area Improvements - 2021 ............................................................................. 27
Northwest Area Mill and Overlay - 2022 .................................................................................................. 28
Knox, James and 54th Avenues Area Improvements - 2023 ...................................................................... 29
51st Avenue Improvements (West of France Avenue) - 2023 ................................................................... 30
50th Avenue Improvements (France Avenue to Drew Avenue) - 2023 ..................................................... 31
53rd Avenue North Improvements (Penn Avenue to 4th Street) - 2023 ...................................................... 32
Lyndale Avenue Improvements - 2023 ..................................................................................................... 33
Woodbine Area Improvements - 2024 ....................................................................................................... 34
Humboldt Avenue Improvements - 2024 .................................................................................................. 35
Orchard Lane East Improvements - 2025 .................................................................................................. 36
Orchard Park West Area Improvements - 2026 ......................................................................................... 37
Meadowlark Gardens Area Improvements - 2026 ..................................................................................... 38
53rd and Xerxes Avenue Improvements - 2026 ......................................................................................... 39
St. Alphonsus Area Mill and Overlay - 2027 ............................................................................................ 40
67th and James Avenues Mill and Overlay - 2027 ..................................................................................... 41
John Martin Drive Mill and Overlay - 2027 .............................................................................................. 42
241
Project Summaries Page | 10
2016-2030 Capital Improvement
68th and Lee Avenues Mill and Overlay - 2027 ......................................................................................... 43
73rd Avenue Mill and Overlay (Humboldt to Camden) - 2028 .................................................................. 44
66th and Camden Avenues Mill and Overlay - 2028 ................................................................................. 45
Earle Brown Drive Area Improvements - 2028 ......................................................................................... 46
Garden City Central Area Improvements - 2029 ....................................................................................... 47
Garden City North Area Improvements - 2030 ......................................................................................... 48
Water Main and Sanitary Sewer Improvements ............................................................................................ 49
Sanitary Sewer Lining (Mississippi River Trunk South of I-694 to 57th Ave) - 2016 ........................... 49
Water Tower No. 3 Painting - 2016 ....................................................................................................... 49
Lift Station 1 Wet Well Improvements and Rehabilitation - 2017 ........................................................ 49
Water Tower No. 2 Painting - 2017 ....................................................................................................... 49
Lift Station No. 2 Rehabilitation - 2017 ................................................................................................. 49
Well Motor Speed Controls (VFD) Upgrade Wells 4 and 10 - 2017 ..................................................... 50
Lift Station No. 9 Forcemain Replacement - 2019 ................................................................................ 50
Water Tower No. 1 Painting - 2020 ....................................................................................................... 50
Lift Station No. 1 Controls Rehabilitation - 2021 .................................................................................. 50
Lift Station Nos. 8 and 9 Rehabilitation - 2025 ..................................................................................... 50
Lift Station No. 2 Forcemain Lining Under I-94 - 2030 ....................................................................... 50
Sanitary Sewer Lining (Mississippi River Trunk North of I-694 to 70th Ave/Willow Lane) - 2030 ..... 50
Street Light and Traffic Signal Improvements .............................................................................................. 51
Traffic Signal System Rehabilitation (69th and France Avenues) - 2017 ............................................... 51
Earl Brown and Opportunity Area Street Light Replacement – Ornamental Lighting at Nodes - 2018 51
Intersection Improvements/Traffic Signal System Replacement at 66th Avenue and TH 252 - 2018 ... 51
Traffic Signal System Rehabilitation (Shingle Creek Parkway and Summit Avenue) - 2021 ............... 51
Traffic Signal System Rehabilitation (Shingle Creek Parkway and John Martin Drive) - 2021 ........... 51
Traffic Signal System Rehabilitation (Shingle Creek Parkway and Brookdale Square) - 2025 ............ 51
Capital Maintenance Building Plan ............................................................................................................... 51
Yearly Capital Maintenance Building Plan Projects .............................................................................. 51
Storm Water Improvements ........................................................................................................................... 52
Storm Water Management Basins .......................................................................................................... 52
Storm Water Pond 46-001 - 2016........................................................................................................... 52
Storm Water Pond 50-001 - 2016........................................................................................................... 52
Storm Water Pond 52-001 - 2016........................................................................................................... 52
Storm Water Pond 58-002 - 2016........................................................................................................... 52
Storm Water Pond 60-001 - 2016........................................................................................................... 52
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Project Summaries Page | 11
2016-2030 Capital Improvement
Storm Water Pond 26-005 - 2017........................................................................................................... 52
Storm Water Pond 63-006 - 2017........................................................................................................... 53
Storm Water Pond 41-001 - 2018........................................................................................................... 53
Storm Water Pond 43-001 - 2018........................................................................................................... 53
Storm Water Pond 60-002 - 2018........................................................................................................... 53
Storm Water Pond 60-004 - 2018........................................................................................................... 53
Storm Water Pond 62-001 - 2018........................................................................................................... 53
Storm Water Pond 64-002 - 2018........................................................................................................... 53
Storm Water Pond 35-003 - 2019........................................................................................................... 54
Storm Water Pond 35-004 - 2019........................................................................................................... 54
Storm Water Pond 12-001 - 2021........................................................................................................... 54
Storm Water Pond 12-006 - 2021........................................................................................................... 54
Storm Water Pond 26-004 - 2021........................................................................................................... 54
Centennial Park East Emergency Pond Overflow Outlet Rehabilitation - 2016 .................................... 54
Shingle Creek Reaeration Project - 2016 ............................................................................................... 54
Opportunity Area Outlet Backflow Preventer Improvement - 2017 ...................................................... 54
70th Avenue Storm Sewer Trunk Line Rehabilitation - 2019 ................................................................. 54
Connections at Shingle Creek Phase 2 - 2019 ........................................................................................ 55
61st and Perry Avenues Storm Sewer Improvement- 2020 .................................................................... 55
65th Avenue Trunk Storm Sewer Rehabilitation – 2021 ........................................................................ 55
Park and Trail Improvements ......................................................................................................................... 55
57th Avenue Regional Trail Improvements (Logan Avenue to I-94) – 2016 ........................................ 55
Brooklyn Boulevard City Entrance Signs Rehabilitation - 2016 ........................................................... 55
69th Avenue Greenway & Cahlander Park Fence Replacement - 2016.................................................. 55
Northport Park Lighting Replacement Project - 2016 ............................................................................ 55
Northport Park Shelter – 2016................................................................................................................ 55
West Palmer Park Trail/ Parking Lot/ Basketball Court Repair – 2016 ................................................. 55
Freeway Park Trail Replacement – 2016 ............................................................................................... 56
Evergreen School Safe Routes to School Trail Improvements (SRTS Trails) – 2017 ........................... 56
West River Road Trail Improvements – 2017 ........................................................................................ 56
Evergreen Park Trail and Parking Lot Improvements – 2017 ................................................................ 56
69th Avenue Trail Reconstruction (Shingle Creek to Dupont Avenue) – 2017 ...................................... 56
Centennial Park East Trail Replacement – 2018 .................................................................................... 56
Play Ground Equipment Replacement – 2019 through 2021 ................................................................. 56
Palmer Lake Trail Reconstruction – 2022 .............................................................................................. 56
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2016-2030 Capital Improvement
Miscellaneous Tennis Court Resurfacing - 2024 ................................................................................... 56
Hockey Rink Rehabilitation and Replacements - 2026 .......................................................................... 56
Irrigation Systems Rehabilitation and Replacements - 2026 ................................................................. 57
Centennial Park Softball Field Improvements - 2026 ............................................................................ 57
Softball/Baseball Fence Replacement - 2027 ......................................................................................... 57
69th Avenue Trail Reconstruction – 2027 ............................................................................................... 57
Evergreen Park Score Board Improvements - 2027 ............................................................................... 57
69th Avenue Landscape Rehabilitation - 2027 ....................................................................................... 57
Park Trail and Parking Lot Lighting Improvements - 2028 ................................................................... 57
Centennial Ball Field Score Board Replacement - 2029 ........................................................................ 57
Park Name Sign Replacement - 2030 ..................................................................................................... 57
Miscellaneous Projects and Improvements .................................................................................................... 57
Azelia Avenue and Northport Drive Retaining Wall Replacements - 2016 .......................................... 57
Lilac DriveTrail Retaining Wall Replacement ( south of CR 57) - 2020 ............................................ 58
Retaining Wall Replacements (Miscellaneous Locations) - 2029 ......................................................... 58
Brooklyn Boulevard Corridor Project (49th Avenue to Bass Lake Road) - 2018 ................................... 58
Brooklyn Boulevard Corridor Projects 7, 8, 9 and 10 (Bass Lake Road to 65th Avenue - 2020 ............ 58
244
Project Summaries Page | 13
2016-2030 Capital Improvement
Street and Utility Improvements
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 seven wood poles with seven fiberglass poles with a decorative
rectilinear fixture and underground power.
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Project Summaries Page | 14
2016-2030 Capital Improvement
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 replacing the three wood poles with three fiberglass poles with a standard
rectilinear fixture and underground power.
246
Project Summaries Page | 15
2016-2030 Capital Improvement
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 Drive, excluding
Palmer Lake Circle. 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 ten
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.
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Project Summaries Page | 16
2016-2030 Capital Improvement
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 since the road was last
reconstructed. 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.
248
Project Summaries Page | 17
2016-2030 Capital Improvement
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.
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Project Summaries Page | 18
2016-2030 Capital Improvement
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 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 will be evaluated to determine the remaining service life. The project estimate includes
complete storm sewer replacement and construction of a storm water treatment facility 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.
250
Project Summaries Page | 19
2016-2030 Capital Improvement
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.
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Project Summaries Page | 20
2016-2030 Capital Improvement
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 16 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.
252
Project Summaries Page | 21
2016-2030 Capital Improvement
51st Avenue Improvements (at Brooklyn Boulevard) - 2018
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. This project is planned to be coordinated with the Brooklyn Boulevard
Corridor Improvements between 49th Avenue and Brooklyn Boulevard.
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. The sanitary sewer on 51st Avenue is subjected to frequent problems with root intrusion. Root sawing
must be performed on an annual basis to maintain the system conveyance capacity. 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.
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Project Summaries Page | 22
2016-2030 Capital Improvement
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 four 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.
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Project Summaries Page | 23
2016-2030 Capital Improvement
Humboldt Avenue (CR 57) Reconstruction (53rd to 57th) - 2019
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,
sanitary sewer and street lighting 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.
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Project Summaries Page | 24
2016-2030 Capital Improvement
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.
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Project Summaries Page | 25
2016-2030 Capital Improvement
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 12 residential
properties, 3 church properties, 1 school property,
14 multi-family properties (R3 to R5) and 2
commercial zoned properties (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.
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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 project area consists of 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 one 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 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.
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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.
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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.
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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.
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51st Avenue 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.
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50th Avenue 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.
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53rd Avenue North Improvements (Penn Avenue to 4th Street) - 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.
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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 are 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.
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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 six 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.
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Humboldt Avenue Improvements - 2024
The Humboldt Avenue 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
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 Park West Area Improvements - 2026
The Orchard Park West Area project 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 Park 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
Park 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 Park 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 utility 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 Avenues 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 Avenues 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 to Camden) - 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 Avenues 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
two water main breaks 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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Garden City North Area Improvements - 2030
The east portion of the Garden City Central project area
extends from Brooklyn Boulevard to Xerxes Avenue from
Interstate 94 to 63rd Avenue, and the west portion includes
Halifax Drive, Grimes Avenue and France Avenue north of
63rd Avenue. The project area contains a total of 18,390 linear
feet of local streets. The neighborhood consists of
approximately 290 residential properties, 1 school property, 10
multi-family properties (R5) and 4 commercial properties.
Streets
The Garden City Central project area was last reconstructed in
2001. The streets within the project area consist of 30 foot wide roads 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 in areas with no proposed utility replacement (81 percent of the
project area). In utility replacement areas, the cost estimate assumes 50 percent curb replacement, 20
percent sidewalk replacement and full depth pavement replacement.
Water main
Approximately 85 percent of the water main in the Garden City North area was replaced with ductile iron
pipe (DIP) in 2001 when the neighborhood was reconstructed. The remaining water main in the area
consists of 6-inch and 8-inch cast iron pipe (CIP) installed in 1956, 1959, 1962 and 1974. Records indicate
there have been two water main breaks in the neighborhood on the older water main, and one property in
the area has experienced a frozen water service in past winters. The current project estimate includes
replacing old water main in the areas west of Brooklyn Blvd and at 65th Avenue and Xerxes Avenue. In the
remainder of the project area, the cost estimate assumes casting replacement only.
Sanitary Sewer
Approximately 68 percent of the sanitary sewer in the project area was replaced with poly-vinyl chloride
(PVC) when the neighborhood was reconstructed in 2001. The remaining sanitary sewer consists of 8-inch
diameter vitrified clay pipe (VCP) installed in 1958, 15-inch diameter reinforced concrete pipe (RCP)
installed in 1956, and 24-inch corrugated metal pipe (CMP) lined with cured-in-place pipe in 1995. Root
sawing must be performed on all of the VCP in the area an annual basis to maintain the system conveyance
capacity. The current project estimate includes replacement of the existing VCP and RCP sanitary sewer
from the 1950s and casting replacement in the remaining areas.
Storm Sewer
Approximately 78 percent of the storm sewer in the project area was installed in 2001 when the
neighborhood was reconstructed. The remaining pipe consists of 18-inch, 66-inch and 72-inch pipe
installed in rear and side lot easements in 1956 and 1965. The storm sewer in this neighborhood drains to
Shingle Creek. The current cost estimate includes replacing the older storm sewer in the 64th Ave rear lot
easement, structure casting replacement 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 2001. The current cost estimate includes upgrading all lights to LED
luminaires.
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Water Main and Sanitary Sewer Improvements
Sanitary Sewer Lining (Mississippi River Trunk South of I-694 to 57th Ave) - 2016
This project extends from the manhole at the dead end of Willow Lane, north of Interstate 694 to the first
manhole south of 57th Avenue on Lyndale Avenue, which is approximately 4543 feet. The existing line is
4,059 feet of 21-inch and 484 feet of 24-inch reinforced concrete pipe (RCP) and contains root infiltrations
throughout. Roots were last removed and the line was cleaned in 2011. Cleaning and root removal will
again need to be removed prior to lining. 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. In 2015, the tower will be inspected to plan for the recoating of exterior and
interior wet and dry, in 2016.
Lift Station 1 Wet Well Improvements and Rehabilitation - 2017
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, guide rails, piping, miscellaneous appurtenance
replacement, and wet well reconfiguration to aid in self-cleaning.
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. Since it was last inspected in 2009, Tower No. 2 is
scheduled to be inspected in 2016. Based on the 2009 inspection report, it was recommended that Tower
No. 2 get a complete interior and exterior coating rehabilitation in 2017. The inspection in 2016 will be
used to plan for the 2017 rehab.
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.
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Well Motor Speed Controls (VFD) Upgrade Wells 4 and 10 - 2017
The existing well motor speed controls were installed in 1997 as part of an energy conservation project. Wells 5
and 7 VFDs were replaced due to failure in 2013 and 2014, respectively. The VFD for Well 9 will be replaced
during the WTP project in 2015. Due to well’s 4 and 10 VFD ages and parts availability, they are due for
replacement. We will replace the VFD’s with the same style VFD that was installed at wells 5, 7, and 9, so all
five wells will have the same VFD’s for continuity. All of the VFD’s that were installed in 1997 will have been
replaced at the conclusion of this project.
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.
Water Tower No. 1 Painting - 2020
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. Tower 1 was inspected in
2014 and is in pretty good condition. It is recommended for complete interior and exterior coating
rehabilitation in five or six years. We will inspect in 2019 and use inspection report to plan for the rehab in
2020.
Lift Station No. 1 Controls 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 also. The existing generator is a 1996
model with a typical lifespan of 35 years. The generator is currently 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.
Lift Station No. 2 Forcemain Lining Under I-94 - 2030
The existing 406-foot section of 16-inch ductile iron pipe forcemain, located under I-94 at 52nd Ave. in
Minneapolis, was installed in 1980 with the I-94 project. The projected life span of this section of pipe is 50
years. Lining this section of pipe will require an extensive bypass as well as an open excavation on the
eastside of I-94. In 2008 a new forcemain was installed from lift station No. 2 to the I-94 crossing on the
east side of 52nd Ave.
Sanitary Sewer Lining (Mississippi River Trunk North of I-694 to 70th Ave/Willow Lane) - 2030
This project extends from the manhole at 70th Avenue and Willow Lane to the Manhole at the dead end,
north of Interstate 694 on Willow Lane. The existing line is 4,178 feet of 18-inch reinforced concrete
pipe(RCP) and 1,451 feet of 21-inch RCP. This is the main trunk line that carries the sewage out of the NE
quadrant of the City to Lift Station 2.
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Street Light and Traffic Signal Improvements
Traffic Signal System Rehabilitation (69th and France Avenues) - 2017
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements include a new controller and cabinet, painting of the poles and
mast arms, installation of countdown pedestrian heads, APS pushbuttons, EVP system, flashing yellow left
turn arrow system, new wiring, a video detection system and other appurtenance replacement as necessary.
Earl Brown and Opportunity Area Street Light Replacement – Ornamental Lighting at Nodes - 2018
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.
Intersection Improvements/Traffic Signal System Replacement at 66th Avenue and TH 252 - 2018
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 (Shingle Creek Parkway and Summit Avenue) - 2021
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, emergency vehicle preemption (EVP), countdown pedestrian heads, accessible pedestrian
system (APS) and flashing yellow left turn arrow upgrade.
Traffic Signal System Rehabilitation (Shingle Creek Parkway and John Martin Drive) - 2021
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, emergency vehicle preemption (EVP), countdown pedestrian heads, accessible pedestrian
system (APS) and flashing yellow left turn arrow upgrade.
Traffic Signal System Rehabilitation (Shingle Creek Parkway and Brookdale Square) - 2025
The traffic signal system was evaluated for needed system improvements and documented in a report dated
December 2014. Proposed improvements contain complete system rehabilitation and replacement including
video detection, emergency vehicle preemption (EVP), countdown pedestrian heads, accessible pedestrian
system (APS) and flashing yellow left turn arrow upgrade. Coordination with the future development of the
Opportunity site must also occur with this improvement project.
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,
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Centennial Park west building, Centennial Park plaza, Centennial Park gazebo, Kylawn Park building and
West Palmer Park building.
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. Below is a
description of the projects that are not considered routine annual maintenance work normally addressed as
part of the annual operating budget for the Storm Drainage Utility. Beginning in 2015, the City of Brooklyn
Center will begin to utilize the SWAMP program developed by WSB, which uses an annual sediment
loading rate to predict sediment accumulation, which when use in conjunction with pond inspections can
establish pond maintenance priority.
Storm Water Pond 46-001 - 2016
Pond 46-001 is located within Orchard Lane Park. The pond receives runoff from approximately 91 acres
of upstream residential development. Traces of hydrocarbon pollutants have been noted in the sediment
during site inspections. The proposed project consists of dredging, properly disposing of sediment from the
pond and the installation of a skimmer to improve pond performance.
Storm Water Pond 50-001 - 2016
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.
Storm Water Pond 52-001 - 2016
Pond 52-001 is located within the Brooklyn Center Arboretum off of Noble Ave. The pond receives runoff
from approximately 19 acres of upstream residential development. This pond was constructed in 1980. The
pond has extensive accumulation of sediments in both the north and south bay of the pond. The proposed
work consists of removal of sediment and repair work to the outlet which is rusting.
Storm Water Pond 58-002 - 2016
Pond 58-002 is located south of Freeway Blvd and east of the Extended Stay America property at 2701
Freeway Blvd. The pond receives runoff from approximately 6 acres of commercial development. This
pond was constructed in 1997. The proposed work consists of removal of sediment to enhance the water
quality treatment performance of the pond.
Storm Water Pond 60-001 - 2016
Pond 60-001 is located west of Xerxes Avenue and south of Brooklyn Drive within Centennial 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 26-005 - 2017
Pond 26-005 is located west of the intersection of Twin Lake Rd and 51st Ave. The pond receives runoff
from approximately 10 acres of upstream residential development. This pond was constructed in 1991. The
performance of this pond is severely limited to the accumulation of sediment The proposed work consists
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2016-2030 Capital Improvement
of removal of sediment to enhance the water quality treatment performance of the pond and repairs to the
skimmer structure on the pond’s outlet.
Storm Water Pond 63-006 - 2017
Pond 63-006 is located and south of James Circle North and west of the FBI building. The pond receives
runoff from approximately 10.5 acres of upstream commercial development. This pond was constructed in
1998. The performance of this pond is severely limited to the accumulation of sediment and the abundance
of wetland plants and cattails. The proposed work consists of the removal of sediment and vegetation to
restore the water quality treatment performance of the pond.
Storm Water Pond 41-001 - 2018
Pond 41-001 is located east of 7100 Brooklyn Blvd. The pond receives runoff from approximately 30 acres
of residential and commercial development and has access issues. This pond was constructed in 1995. The
proposed work consists of removal of sediment, bank stabilization to control erosion and the installation of
a skimmer, to enhance the water quality treatment performance of the pond.
Storm Water Pond 43-001 - 2018
Pond 43-001 is located west Quail Circle. The pond receives runoff from approximately 52 acres of
upstream residential development. This pond was constructed in 1994. The proposed work consists of
removal of sediment to enhance the water quality treatment performance of the pond and install a skimmer
structure on the pond’s outlet.
Storm Water Pond 60-002 - 2018
Pond 60-002 is located west of on the City Hall parking lot adjacent to the regional bike trial within
Centennial Park. The pond receives runoff from approximately 3 acres of upstream commercial
development. This pond was constructed in 2006. The performance of this pond is limited due to the
accumulation of sediment and the abundance of wetland plants and cattails. The proposed work consists of
the removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 60-004 - 2018
Pond 60-004 is located between City Hall Parking Lot and the apartments at 6221 Shingle Creek Parkway.
The pond receives runoff from approximately 67 acres of upstream commercial development. This pond
was constructed in 1980. The performance of this pond is limited to the accumulation of sediment. The
proposed work consists of the removal of sediment to improve the water quality treatment performance of
the pond.
Storm Water Pond 62-001 - 2018
Pond 62-001 is located in the northwest quadrant of Shingle Creek Parkway and Freeway Boulevard. The
pond receives runoff from approximately 3.5 acres of upstream commercial development. This pond was
constructed in 2004. The performance of this pond is severely limited due to the accumulation of sediment
and the abundance of wetland plants and cattails. The proposed work consists of the removal of sediment
and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 64-002 - 2018
Pond 64-002 is located at 6250 Earle Brown Dr. and west of the Earle Brown Conference Center. The pond
receives runoff from approximately 17 acres of upstream commercial development. This pond was
constructed in 1989. The proposed work consists of the removal of sediment, stabilization of pond banks
and the installation of a skimmer, to improve the water quality treatment performance of the pond. The
pond liner may have a leak resulting in a lower water level then the design normal water level. Evaluate
and repair the pond liner in Pond 64-002. This project should be coordinated with the Embassy Suites Hotel
development project warrant work as the liner was impacted as part of that project.
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2016-2030 Capital Improvement
Storm Water Pond 35-003 - 2019
Pond 35-003 is located west of Oliver Ave N within East Palmer Lake. The pond receives runoff from
approximately 14 acres of upstream residential development. This pond was constructed in 2000. The
performance of this pond is limited due to the accumulation of sediment and the abundance of wetland
plants and cattails. The proposed work consists of the removal of sediment and vegetation to restore the
water quality treatment performance of the pond.
Storm Water Pond 35-004 - 2019
Pond 35-004 is located west or Oliver Ave N within East Palmer Lake. The pond receives runoff from
approximately 14 acres of upstream residential development. This pond was constructed in 2000. The
performance of this pond is severely limited to the accumulation of sediment. The proposed work consists
of the removal of sediment and installation of skimmer to improve the water quality treatment performance
of the pond.
Storm Water Pond 12-001 - 2021
Pond 12-001 is located north of 53rd at the end of Upton Ave adjacent the Centerbrook Golf Course. The
pond receives runoff from approximately 0.5 acres of park land, but is part of a chain of pond providing
storm water treatment. This pond was constructed in 1997. The proposed work consists of the removal of
sediment and the installation of a skimmer to improve water quality treatment performance of the pond.
Storm Water Pond 12-006 - 2021
Pond 12-006 is located in Lions Park adjacent to the Centerbrook golf course. The pond receives runoff
from approximately 42 acres of upstream residential development. This pond was constructed in 2005. The
proposed work consists of the removal of sediment to restore the water quality treatment performance of
the pond.
Storm Water Pond 26-004 - 2021
Pond 26-004 is located north of 50th Ave N and west of the commercial property at 3800 50th Ave. The
pond receives runoff from approximately 10.4 acres of upstream commercial and industrial development.
This pond was constructed in 2001. The performance of this pond is limited due to the accumulation of
sediment and the abundance of wetland plants and cattails. The proposed work consists of the removal of
sediment and vegetation to restore the water quality treatment performance of the pond.
Centennial Park East Emergency Pond Overflow Outlet Rehabilitation - 2016
Install inlet safety feature and install removable emergency overflow gate at storm sewer inlet at southeast
corner of City Hall Campus.
Shingle Creek Reaeration Project - 2016
The Bass and Shingle Creek Dissolved Oxygen TMDL identified that dissolved oxygen is low within
Shingle Creek. Actions identified in the TDML, were to provide reaeration within the creek. Partnering
with Shingle Creek Watershed Management Commission, the City will construct two reaeration structures,
one at the outlet of Palmer Lake and the second within Centennial Park. The structures will be in highly
visible locations along public trails and will double as public art pieces with a professional artist selected to
design the structures. The project also includes streambank stabilization and habit enhancement at the
Palmer Lake outlet including interpretive signage.
Opportunity Area Outlet Backflow Preventer Improvement - 2017
The current backflow preventer at Shingle Creek Parkway and John Martin Drive is working properly. The
backflow preventer needs to be replaced to prevent the water from Shingle Creek flowing back up the
storm water in high water events.
70th Avenue Storm Sewer Trunk Line Rehabilitation - 2019
Constructed in 1960, the storm sewer from 70th and Willow Lane to the outlet on the Mississippi has
deteriorated and needs to be rehabilitated, to increase the longevity of the pipe.
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2016-2030 Capital Improvement
Connections at Shingle Creek Phase 2 - 2019
In 2015, the City is partnering with the Watershed and the City of Brooklyn Park to complete the
Connections at Shingle Creek Restoration Project from Brooklyn Boulevard to Noble Avenue North. A
phase 2 project from Regent Avenue North to Brooklyn Boulevard needs to be completed to determine the
extent of the stabilization required. The City will look into a possible partnership with the Shingle Creek
Watershed Management Commission to help fund this project along with working with Brooklyn Park
61st and Perry Avenues Storm Sewer Improvement- 2020
The storm sewer at 61st Ave and Perry has joint failures and sink holes which are leaking and causing
sediment transfer. The Storm sewer will need to be evaluated and rehabilitated.
65th Avenue Trunk Storm Sewer Rehabilitation – 2021
The trunk line along 65th between Cahlander Park and Shingle Creek is deteriorating. A pipe joint repair
project was completed in the 1990’s. The City will monitor and evaluate trunk storm sewer and rehabilitate
as necessary.
Park and Trail Improvements
57th Avenue Regional Trail Improvements (Logan Avenue to I-94) – 2016
Proposed improvements include the conversion of the existing sidewalk to a 10-ft regional trail along the
south side of 57th Avenue/CR 57 from Logan Avenue to the Regional Mississippi River Trail. This is a
joint project with the City, Hennepin County and Three Rivers Park District. The Park District received a
federal grant for this project and will likewise fund the remaining portion of the project. This trail project
will be coordinated and is scheduled concurrently with the City’s 57th Avenue mill and overlay project
from Humboldt Avenue to the I-94 bridge.
Brooklyn Boulevard City Entrance Signs Rehabilitation - 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 Replacement - 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. Funding for staining the following year is also included as part of this project.
Northport Park Lighting Replacement Project - 2016
Replace trail and parking lot lights with energy efficient lighting (LED) fixtures, fiberglass poles, all new
wire runs and conduit.
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 Palmer Park Trail/ Parking Lot/ Basketball Court Repair – 2016
Replace the south trail that runs east and west, the trail going to the tennis court and basketball court.
Replace the two basketball standards. Repair miscellaneous pavement in the parking lot, sealcoat entire
parking lot and replace two pedestrian ramps from the lot to the trail segment. Replace culvert under the
trail and grade the storm ditch for parking lot run off.
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2016-2030 Capital Improvement
Freeway Park Trail Replacement – 2016
Replace the trail system within Freeway Park. An eight foot wide trail section is proposed. This project will
need to be coordinated with the reorganization of the Mound Cemetery and Freeway Park properties in
consideration of the leased area from the cemetery.
Evergreen School Safe Routes to School Trail Improvements (SRTS Trails) – 2017
Improvements include the construction of a sidewalk/trail system along Camden Avenue, 72nd Avenue and
70th Avenue, and an improved crosswalk at the intersection of Camden/70th Avenues identified in the 2013
Safe Routes to School Planning study for the Evergreen School non-bus area. Federal Safe Routes To
School funding has been awarded to the City for this project. This trail project is being coordinated
concurrently with the City’s 2017 Evergreen Park Area Reconstruction project.
West River Road Trail Improvements – 2017
Replace the bituminous trail along West River Road from 73rd Avenue to 66th Avenue. A ten foot wide trail
section is proposed.
Evergreen Park Trail and Parking Lot Improvements – 2017
Replace 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. Replace 250 feet of concrete curb, construct
seven new ADA pedestrian ramps and install new bituminous surfaces within all three of the Evergreen
Park parking lots.
69th Avenue Trail Reconstruction (Shingle Creek to Dupont Avenue) – 2017
Replace the trail system along 69th Avenue from Shingle Creek to Dupont Avenue. A nine foot wide trail
section is proposed including ten ADA pedestrian ramps.
Centennial Park East Trail Replacement – 2018
Replace the bituminous trail system within the eastern portion of Centennial Park. All adjacent bituminous
trails east Shingle Creek and adjacent to the Three Rivers Park District’s Shingle Creek 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
Resurface 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.
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.
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2016-2030 Capital Improvement
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 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. A feasibility and geotechnical study will be performed
prior to evaluate options of the flood plain, frequent flooding and continuous ongoing field settlement.
Softball/Baseball Fence Replacement - 2027
Replace the line and outfield fences at West Palmer Lake Park.
69th Avenue Trail Reconstruction – 2027
Replace 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 Parking Lot Lighting Improvements - 2028
Replace 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 - 2029
Proposed construction includes replacement of the two score boards at the two softball fields at Centennial
Park (east).
Park Name Sign Replacement - 2030
Replace all 30 of the park name signs in all of the City Parks.
Miscellaneous Projects and Improvements
Azelia Avenue and Northport Drive Retaining Wall Replacements - 2016
Replace the retaining walls located at the south end of Azelia Avenue (dead end turnaround location) with
wet cast stone retaining wall. Replace existing Lannon Stone wall along Bass Lake Road at 5736 Northport
Drive with MNDOT approved concrete retaining wall block.
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2016-2030 Capital Improvement
Lilac DriveTrail Retaining Wall Replacement ( south of CR 57) - 2020
Replace the retaining wall at the Lilac Drive curve just south of CR 57 at 2121 Lilac Drive with wet cast
stone retaining wall.
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 Project (49th Avenue to Bass Lake Road) - 2018
The proposed Brooklyn Boulevard reconstruction/modernization project will improve roadway safety,
enhance traffic operations, reduce access points, and provide improved bicycle and pedestrian facilities for
a 1.3-mile segment of the corridor in Brooklyn Center between 49th Avenue and Bass Lake Road (County
Road 10). The project will enhance bicycle and pedestrian travel by adding a trail, improving sidewalks,
transit stops, adding streetscaping and landscaping, and improving the functionality of intersections with
modified turn lanes. Several free right turn lanes will be reconfigured to improve sight lines. Overhead
utilities will be moved underground. The City completed the Brooklyn Boulevard Corridor Study in 2013
to guide the reconstruction and redevelopment of this corridor. This project consists of Project Nos. 1, 2, 4,
5, 6 and 6A from the Corridor Study. Brooklyn Boulevard from Bass Lake Road to the southerly City
limits (49th Avenue) is a Hennepin County roadway (County Road 152) under their jurisdiction. Federal
funding through the Surface Transportation Program has been awarded to the City and County for this
project and the regional Transportation Improvement Plan is expected to be amended to include this
project. The local partnership and proportions are to be determined in the future but are anticipated to
include Hennepin county funding, Three Rivers Park District Funding and City funding.
Brooklyn Boulevard Corridor Projects 7, 8, 9 and 10 (Bass Lake Road to 65th Avenue - 2020
The proposed Brooklyn Boulevard reconstruction/modernization project will improve roadway safety,
enhance traffic operations, reduce access points, and provide improved bicycle and pedestrian facilities for
a 0.8-mile segment of the corridor in Brooklyn Center between Bass Lake Road (County Road 10) and 65th
Avenue. The project will enhance bicycle and pedestrian travel by adding a trail, improving sidewalks,
transit stops, adding streetscaping and landscaping, and improving the functionality of intersections with
modified turn lanes and access control throughout the corridor. Overhead utilities will be moved
underground. The City completed the Brooklyn Boulevard Corridor Study in 2013 to guide the
reconstruction and redevelopment of this corridor. This project consists of Project Nos. 7, 8, 9 and 10 from
the Corridor Study. 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.
290
City of Brooklyn Center
2016 Budget
Supplementary Information
City of Brooklyn Center
2016 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
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2
EARLE BROWN HERITAGE CENTER Page 1
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 26, 2015)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Elec. Reader Boards for Inside/Outside New 15 2012 $128,000.00
Remodel New 30 2015 $100,000.00
Fountain 1989 20 2015 $55,000.00
Patio New 25 2015 $98,036.06
Replace 2 Boilers (Inn) 1989 15 2015 $27,000.00
Parking Lot Seal Coat (East lots) 1999 6 2015 $17,264.68 $425,300.74
LED Lighting Carriage Hall 1989 20 2016 $150,000.00
Beer Cooler Evap/Cond/Comp 1999 25 2016 $10,000.00
10 Portable Bars New 20 2016 $90,000.00
Carriage Hall Prefunction Tile or Carpet 1989 6 2016 $92,000.00 $342,000.00
LED Lighting Harvest 1999 20 2017 $41,000.00
Concession Stand Facelift 1989 15 2017 $100,000.00
Carriage Hall Window Replacement 1989 25 2017 $70,000.00
Replace Staging 1990 $19,925.00 3 2017 $45,000.00
Carriage Hall Carpet 2011 $50,000.00 6 2017 $50,000.00 $306,000.00
Inn Carpet at Earle Brown House 1989 10 2018 $30,000.00
Carriage Hall RTU #1, #2, #3, #4 1989 25 2018 $90,000.00
Remodel-D Barn New 30 2018 $100,000.00
Energy Management System (HVAC) 1999 $15,500.00 10 2018 $49,300.00
Parking Lot Seal Coat 2013 6 2018 $15,000.00
Tack/Morgan/Hall Carpet 2011 $27,000.00 7 2018 $32,000.00 $316,300.00
Hippodrome Roof (EDPM) 1990 $91,575.00 20 2019 $100,000.00
Air Handling Unit #5 and #6 1989 27 2019 $73,000.00
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 $448,000.00
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
293
EARLE BROWN HERITAGE CENTER Page 2
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 15, 2015)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Parking Lot Seal Coat (East lots) 2015 $17,264.68 6 2021 $20,000.00
Captains/Estate/Loft Carpet 2007 $18,000.00 7 2021 $25,000.00
Replace Admin Office Carpet 2006 $18,000.00 16 2021 $23,000.00 $68,000.00
Prefunction Tile or Carpet Carriage Hall 2015 6 2022 $92,000.00
Replace One Boiler 2007 $15,000.00 15 2022 $15,000.00 $107,000.00
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 $137,775.00
Parking Lot Seal Coat 2018 6 2024 $15,000.00
Replace S. Carriage Hall Door/Windows 1989 15 2024 $45,000.00 $60,000.00
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
Parking Lot Mill and Overlay (East Lots)1999 25 2027 $100,000.00
Replace Harvest/GC Carpet 2020 $40,000.00 7 2027 $50,000.00 $150,000.00
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
Phone System 2019 $32,000.00 10 2029 $40,000.00
Carriage Hall Carpet 2023 $50,000.00 6 2029 $50,000.00 $90,000.00
Replace Stable Roof 1990 20 2030 $28,000.00
Parking Lot Mill and Overlay 2005 $70,000.00 25 2030 $100,000.00
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 $323,000.00
Hippodrome Roof (EDPM) 1990 $91,575.00 17 2031 $100,000.00 $863,300.00
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
294
EARLE BROWN HERITAGE CENTER Page 3
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 15, 2015)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Parking Lot Seal Coat (East lots) 2027 $17,264.68 6 2033 $20,000.00
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 $115,000.00
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 2015 dollars, with appropriate yearly increases projected where possible.
295
BC Liquor Page 1
2016-2030 CIP (revised November 30, 2015)
Acquisition or Subtotals
Replacement Estimated and
Capital Item Year Cost Totals
Beer Cave at #2 2016 $100,000
Lift - replacement 2016 $17,000
2016 $117,000
Electronic Reader Board at #1 2017 $50,000
2017 $50,000
Electronic Reader Board at #2 2018 $50,000
Business Site-Location Feasibility Analysis 2018 $20,000
2018 $70,000
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 2016-2030.
296