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2016 08-29 CCP Joint Work Session with Financial Commission
AGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Monday, August 29, 2016 6:30 p.m. City Hall - City Council Chambers I.Call to Order II.Approval of Agenda III. 2017 General Fund Department Budget Requests a.Finance b.Business & Development c.Police d.Fire & Emergency Management IV. Follow-up Information on Previous Budget Discussions a.Townhouse comparison to single family homes b.Rental license by type V. Future Budget Discussions/Additional Proposed Budget Work Session a.September 12, 2016 (Regular City Council Meeting) - City Council Adopts HRA Preliminary Levy b.September 19, 2016— City Manager Recommended Preliminary Ley and Budget (New Proposed Budget Work Session Date) c. September 26, 2016— City Council Adopts Preliminary Budget and Levy VI. Adjournment Finance IA :ip i.iriI iu *ii 2017 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 2017 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 2017 we will review the Cities financial policies and create an updated comprehensive City financial policy manual. This will ensure we have the proper controls in place and maintain a strong hng-term financial outlook. Staffing Levels Positions FTEs 2016 2017 2018 • Finance Director 1 1 1 • Assistance Finance Director I 1 1 • Accountant 1 1 1 • Accounting Technician 1 1 1 • Utility Billing Technician 1 1 1 • PT Utility Billing Technician 0.5 0.5 0.5 I Total 5.5 5.5 5.5 Strategic Functions/Division(s): • Finance Division o The Division provides for the collection, recording and deposit of all funds in bank accounts and reconciles those bank accounts to the General Ledger on a monthly basis. 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. 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 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: I 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)22.8 days 23.8 days"22 days Date of audit opinion May 18, 2015 May 23, 2016 June 1, 2016 City bond credit rating AA AA AA Rate of investment return on all cash/investments 0.616%0.860%*0.900% Automated utility billing phone payments Obtaining baseline data 709A 1,500 Utility billing online payments Obtaining baseline data 3,756"7,500 Paperless utility billing accounts Obtaining baseline data 423"500 *2015 Data "Through June 30, 2016 (The City implemented the Invoice Cloud online payment acceptance software in November of 2015) GENERAL FUND 41520- FINANCE 2016 2014 2015 June 2016 2017 2018 Object Code /Description Actual Actual YTD Budget Budget Change Budget 41520- FINANCE 6101 -WAGES& SALARIES-FT EMPLOYEES $351,445 $345,997 $194,476 $371,090 $380,833 2.63% $388,852 6102- OVERTIME-FT EMPLOYEES 2,644 2,836 2,276 1,000 1,500 50.00%1,500 6103- WAGES-PART TIME EMPLOYEES -4,375 7,843 16,480 17,329 5.15%18,560 6111 - SEVERANCE PAY 2,864 3,038 ---0.00%- 6122- PERA COORDINATED PLAN 25,717 26,491 15,345 30,192 29,997 -0.65%30,669 6125-FICA-SOCIAL SECURITY 21,723 21,616 12,860 23,710 24,587 3.70%25,162 6126- FICA - MEDICARE 5,080 5,055 3,008 5,648 5,795 2.60%5,928 6131 - CAFETERIA PLAN CONTRIBUTIONS 55,729 59,304 39,340 67,350 67,440 0.13%72,834 6151 - WORKER'S COMP INSURANCE 2,248 2,709 1,533 2,609 2,676 2.57%2,740 TOTAL PERSONAL SERVICES 467,450 471,421 276,681 518,079 530,157 2.33%546,245 6201 - OFFICE SUPPLIES 59 604 162 700 700 0.00%700 6203- BOOKS/REFERENCE MATERIALS 207 110 -600 500 -16.67%500 6219- GENERAL OPERATING SUPPLIES 19 17 -300 300 0.00%300 6242- MINOR EQUIPMENT 364 384 -500 500 0.00%1,500 6243- MINOR COMPUTER EQUIPMENT 3,620 2,220 -1,850 --100.00%6,250 TOTAL SUPPLIES 4,269 3,335 162 3,950 2,000 49.37%9,250 6301 - ACCTG, AUDIT & FIN'L SERVICES 11,106 31,267 41,691 31,999 35,100 9.69%35,100 6307- PROFESSIONAL SERVICES -961 1,183 1,000 1,000 0.00%1,000 6331 -TRAVEL EXPENSE/MILEAGE 268 263 116 500 500 0.00%500 6333- FREIGHT/DRAYAGE 8,812 9,208 5,840 9,500 9,500 0.00%9,500 6341 -PERSONNEL ADVERTISING -25 -500 300 -40.00%300 6351 -PRINTING 5,789 5,201 1,209 4,500 5,000 11.11%5,000 6406- MULTI-FUNCTION MTNCE 536 1,009 498 1,200 1,200 0.00%1,250 6432- CONFERENCES AND SCHOOLS 2,395 1,010 215 3,200 3,000 -6.25%3,100 6433- MEETING EXPENSES 80 70 49 400 300 -25.00%300 6434 - DUES & SUBSCRIPTIONS 630 630 400 700 700 0.00%700 TOTAL SERVICES & OTHER CHARGES 29,616 49,644 51,201 53,499 56,600 5.80%56,750 TOTAL BUSINESS UNIT EXPENSES $501,335 $524,400 $328,044 $575,528 $588,757 2.30% $612,245 7 01 7 P u dg W kaquos^c August 29, 2016 6 Hho-'Ince INHVIS'H(In Mission: To provide accurate and timely information to administrative and professional support in financial matters to all departments and divisions of the City. Finance Division 2017 Budget F DI-) '^MH Responsibilities include: - Financial Reporting/Audit - Budget - Banking/Investments - Risk Management (Insurance) - Debt Management - Utility Billing - Accounts Payable Finance Division 2017 Budget 8 Th[r tPos -it bons 2016 2017 2018 Assistant Finance Director 1 1 1 Accountant 1 1 1 Accounting Technician 1 1 1 Utility Billing Technician 1 1 1 PT Utility Billing Technician Total 5.5 5.5 5.5 Finance Division 2017 Budget 9 2 0 V rft Re q uos^ 2017 Difference Personal Services $518,079 $530,157 $12,078 2.33% Supplies 3,950 2,000 (1,950)(49.37%) Professional Services 31,999 35,100 3,101 9.69% Services & Charges 21,500 21,500 : Total $575,528 $588,757 $13,229 2.30% Finance Division 2017 Budget 10 im y rt for 2017 o Long-term forecasting: including updating our assumptions and review of potential financing options (i.e. debt issuances) o City Financial Policies: review and update to ensure proper controls are in place and maintain a positive financial outlook. a 2015/16 Accomplishments Include: - Implementation of Tungsten Accounts Payable Software - Implementation of Invoice Cloud - Change in merchant processor/smart chip credit card acceptance Finance Division 2017 Budget III 27 P a r f ©mc a 0*©th9 Description of Performance Measure GFOA's Certificate of Achievement for financial reporting Availability of monthly financial reports to all users (including City Council monthly report) Date of audit opinion City bond credit rating Rate of investment return on all cash/investments rutorIIIdII LVtb Previous Value Actual Value Target Value Awarded Awarded Awarded 22.8 days 23.8 days" 21 days May l8,2015 May 23,2016 June l,2016 AA AA AA 0.616% 0.860%" 0.900% Automated utility billing phone payments N/A* 709" 1,500 Utility billing online payments NIA* 3,756" 7,500 Paperless utility billing accounts N/A* 423" 500 "Through June 30th, 2016 *N o t available, the City implemented the Invoice Cloud 11/2015 Finance Division 2017 Budget 12 2017 Budget Request 13 GENERAL FUND 44110 JOINT POWERS PAYMENTS 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 44110- JOINT POWERS PAYMENTS 6449- OTHER CONTRACTUAL SERVICE $ 145 ,503 $ 135,604 $ 84 ,305 $ 150,000 $ 190,000 26.67%$ 190,000 TOTAL SERVICES & OTHER CHARGES 145,503 135,604 84,305 150,000 190 ,000 26.67%190,000 TOTAL BUSINESS UNIT EXPENSES $ 145,503 $ 135,604 $ 84305 $ 150,000 $ 190,000 26.67%$ 190,000 14 GENERAL FUND 45310- CONVENTION AND TOURISM 2016 2014 2015 June 2016 2017 2018 Object Code /Description Actual Actual '(ID Budget Budget Change Budget 45310-CONVENTION AND TOURISM 6445- CONVENTION BUREAU PAYMENT $ 434,459 $ 510,827 $ 194,408 $ 425,125 $ 451,250 615%$ 451,250 TOTAL SERVICES & OTHER CHARGES 434,459 510,827 194 ,408 425,125 451 ,250 6.15%451,250 TOTAL BUSINESS UNIT EXPENSES $ 434,459 $ 510,827 $ 194,408 $ 425,125 $ 451,250 6.15%$ 451,250 15 GENERAL FUND 48140- INSURANCE 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 48140- INSURANCE 6307- PROFESSIONAL SERVICES $ 7,532 $ 7,424 $ -$ 12,000 $ 12,000 0.00%$ 12,000 6361 -GENERAL LIABILITY INSURANCE 118,949 119,450 77,310 123,763 101,180 -18.25%107,251 6362- PROPERTY INSURANCE 69,244 72,228 57,324 76,279 82,475 812%87,426 6366- MACHINERY BREAKDOWN INSURANC 7,347 7,143 5,460 7,393 7,829 5.90%8,299 6368-BONDS INSURANCE 1,930 1,915 1,473 2,003 2,126 6.14%2,254 6442- COURT AWARDS/SETTLEMENTS 4,001 22,808 8,939 15,000 15,000 0.00%15,000 TOTAL SERVICES & OTHER CHARGES 209 ,003 230,968 150,506 236,438 220,610 -6.69%232,230 TOTAL BUSINESS UNIT EXPENSES $ 209,003 $ 230,968 $ 150,506 $ 236,438 $ 220,610 .6.69%$ 232,230 16 GENERAL FUND 48150 - CENTRAL SUPPLIES AND SUPPORT 2016 2014 2015 June 2016 2017 2018 Object Code /Description Actual Actual YTD Budget Budg et Change Budget 48150- CENTRAL SUPPLIES AND SUPPORT 6101 -WAGES &SALARIES-FTEMPLOYEES $ -$ -$ -$ (230,000)$ (230,000)000%$ (230,000) TOTAL PERSONAL SERVICES ---(230,000)(230,000)000%(230000) 6201 - OFFICE SUPPLIES 12,404 13,128 7,243 16,500 17,500 6.06%17,500 6219- GENERAL OPERATING SUPPLIES 2,626 1,214 1,267 4,000 5,000 25.00%5,000 6242- MINOR EQUIPMENT -4,833 ---0.00% 6243- MINOR COMPUTER EQUIPMENT ---10,980 1,050 -90.44%1,050 TOTAL SUPPLIES 15,030 19,175 8,510 31 ,480 23,550 -25.19%23,550 6301 - ACCTG, AUDIT & FIN'L SERVICES 10,843 8,063 6,153 --0.00%- 6307- PROFESSIONAL SERVICES -59,637 58,654 59,000 60,000 1.69%60,000 6321 -TELEPHONE/PAGERS 4,029 4,492 2,739 5,100 5,244 2,82%5,400 6322- POSTAGE 43,364 35,598 20,254 50,000 45,000 -10.00%45,000 6351 -PRINTING 11,203 11,080 6,746 13,000 13,000 0.00%13,000 6402- EQUIPMENT SERVICES 1,545 1,831 960 2,500 2,500 0.00%2,500 6406- MULTI-FUNCTION MTNCE 7,093 8,423 3,461 7,500 7,500 0.00%7,725 6432- CONFERENCES AND SCHOOLS 6,864 6,874 85 8,000 8,000 0.00%8,000 6433- MEETING EXPENSES 1,549 2,311 975 2,500 2,500 0.00%2,500 6434 - DUES & SUBSCRIPTIONS 682 787 398 --0.00%- 6435- CREDIT CARD FEES 27,711 35,199 15,648 28,000 30,000 7.14%31,000 6441 - LICENSES,TAXES& FEES 111 598 ---0.00%- 6446- CONTINGENCY ACCOUNT --2,500 100,000 150,000 50.00%200,000 6449 - OTHER CONTRACTUAL SERVICE 25,474 25,090 7,557 65,000 40,000 -38.46%40,000 TOTAL SERVICES & OTHER CHARGES 140,468 199,983 126,130 340,600 363,744 6.80%415,125 TOTAL BUSINESS UNIT EXPENSES $ 155,498 $ 219,158 $ 134,640 $ 142,080 $ 157,294 10.71%$ 208,675 GENERAL FUND 48170 - REIMBURSEMENT FROM OTHER FUNDS 2016 2014 2015 June 2016 2017 2018 Object Code I Description Actual Actual YTD Budget Budget Change Budget 48170- REIMBURSEMENT FROM OTHER FUNDS 6471 -ADMINISTRATIVE SERVICE TRANSFEI $(598700)$ (599323) $(299,661)$ (599,324)$ (602,984)0.61%$ (602,984) 6472- ENGINEERING SERVICE TRANSFER (465,602)(376,029)(218,804)(450,000)(450,000)0.00%(450,000) 6480- GENERAL FUND REIMBURSEMENT -----0.00%- 6482- MISC TRANSFER OUT 2,754,124 908,761 804,815 --0.00%- TOTAL TRANSFERS OUT 1,689,822 (66,591)286,350 (1,049,324)(1,052,984)0.35%(1,052,984) TOTAL BUSINESS UNIT EXPENSES $1689,822 $ (66,591) 8 286,350 $ (1,049,324)8 (1052,984)0.35%$ (1052,984) iti GENERAL FUND 48210- TRANSFER OUT 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 48210 - TRANSFER OUT 6482-MISC TRANSFER OUT $ 100 ,000 $ 267 ,552 $ - $ 192 ,536 $ 190 ,000 -1.32% $ 190,000 TOTAL TRANSFERS OUT 100,000 267,552 - 192,536 190,000 -1.32% 190,000 TOTAL BUSINESS UNIT EXPENSES $ 100,000 $ 267,552 $ - $ 192,536 $ 190,000 -1.32% $ 190,000 19 ^1 @ n - D_ n p n ai, Fai e n W.) ^ Joint powers $150,000 Convention & tourism 425,125 Insurance 236,438 Vacancy/turnover savings (230,000) Contingency 100,000 Reimbursements from other funds (1,049,324) Transfers out 192,536 $180,000 $30,000 451,250 26,125 220,610 (15,828) (230,000)- 150,000 50,000 (1,052,984)(3,660) 190,000 (2,536) Non-Departmental 2017 Budget 20 1! 1:1 I iP.T*IZi [.].] 1111 IrA ip i.J(41 a LI [*t 21 2017 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 Y2 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 Targeted Redevelopment (2016-2018 Strategic Plan) • Shingle Creek Crossing Development In 2017 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 55th Ave. intersection, the completion of Western side of the Food Court Building, and pad sites adjacent to Xerxes Ave. Central Portion: The potential redesign of this portion of the development to include the full daylighting of Shingle Creek and the reconfiguration of buildable sites & open space improvements to reflect market conditions. Kohls & EDA Parcel: The renovation of the former Kohl's site and redevelopment of additional out parcels, including the former Boulevard Restaurant site. 22 In 2017 we will identify 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. Opportunity Site Development (Completion of Phase! residential development) In 2017, the developer will commence with the 1st phase apartment project of 200 market rate apartments consistent with the 2016 approved PUD and TIF Development Agreements In 2017, we will complete the construction and tax increment financing of public improvements for streets, sidewalks, utilities, and boulevard lighting & landscaping consistent with the 2016 approved PUD and TIF Development Agreements. We will continue to pursue and promote redevelopment opportunities within the Opportunity Site; consider the acquisition & assembling of available land to achieve the community's goals and redevelopment vision for this area; and to continue to work with the developers and investors in the planning and timely completion of the overall redevelopment and/or renovation of properties within the Opportunity Site. c Cars with Heart Site (Completion of Senior Assisted Living Development) In 2017, the Developer will commence with the construction of the senior assisted care apartments. In 2017, we will continue to work with the developer on the planning and transitional use of the EDA's adjacent properties to the south; the trail and landscaping improvements along Brooklyn Boulevard; and the potential use of available tax increment housing funds to enhance site improvements and transit improvement to better serve the residents, visitors, and employees at this senior housing project. Resident Economic Stability (2016-2018 Strategic Plan) 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. We will work with State Agencies; Hennepin County; Educational Institutions; and Labor, Trade & Business Associations to establish programs and activities that enhance the skill levels, strengthen work ethics, and increased opportunities for all residents. We will work with State Agencies and Hennepin County to identify economic assistance programs that promotes private investments into industrial and commercial developments/redevelopments/renovations that stimulates the creation of new living wage employment opportunities. 23 Staffing Levels Positions FTE's 2016 2017 2018 • Director*--- • Planning & Zoning Specialist 1 1 1 • Administrative Support Staff 0.5 0.5 0.5 Total-FTE 15 15 15 (*) 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. 0 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: 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 and the Hwy 252 & 66th Ave. Area. d. Encouraging redevelopment opportunities within the Brooklyn Boulevard Corridor that would contribute to the visioning of this corridor and image of the community. 24 2. To expand the City 's role in Business Expansion, Retention and Community Marketing. a.Active participation with the Brooklyn Center Business Association and other business organizations. b.Develop community marketing literature to promote the business and industrial 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. Identify Community Planning Issues to be addressed as part of the updating the 2030 Comp Plan and Develop & Implement activities to promote public input and participation in the preparation of the 2040 Comp Planning process. 4. Updating the Subdivision and Zoning Ordinances. Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *A c t ua l Value Target Value Phase II Development Shingle Creek Crossing 185,865 sf. (77.8%)Construction of 53,135 (Satisfaction of the TIF Forgivable Loan) sf to achieve 239,000 sf. 1st Phase Development of the Opportunity Site Pre. Development Completion of 250+ Agreement & Planning apartments by 2018 Concept for 750 Market Rate Apartments Brooklyn Boulevard Senior Housing Project PUD and TIF Development Completion of 158 Agreements executed with senior care apartments SCA Properties LLP.by 2018 Identification of Redevelopment Opportunities and 2016 Community Preparation of the 2017 Planning Activities Development Planning &Planning & Activities Activities Map Map 2040 Comprehensive Plan Update 2030 Plan Update completed Complete 2040 Planning in 2010 Issues Map & Public Participation Strategies. Update the City's Business Subsidy Policy Currently based on Adopt revised policy Minimum Wage Standards with Living Wage Criteria Identify Economic Assistance Programs that promote Existing programs by Organize program private investment in development/redevelopment DEED, Metro Council,information and projects which generates employment opportunities Henn. Co.illustrate how the programs could be used to benefit new employment opportunities GENERAL FUND 41550 -ASSESSING 2016 2014 2015 June 2016 2017 2018 Obiect Code I Description Actual Actual YTD Budget Budget Change Budget 41550 -ASSESSING 6101 - WAGES & SALARIES-FT EMPLOYEES $78,062 $- $- $ - $ -0.00% $- 6102-OVERTIME-FT EMPLOYEES 210 -- - -0.00%- 6103- WAGES-PART TIME EMPLOYEES 9,081 -- - -0.00%- 6111 -SEVERANCE PAY --- - -0.00%- 6122- PERA COORDINATED PLAN 6,333 -- - -0.00%- 6125- FICA - SOCIAL SECURITY 4,952 -- - -0.00%- 6126-FICA-MEDICARE 1,158 -- - -0.00%- 6131 - CAFETERIA PLAN CONTRIBUTIONS 14,329 -- - -0.00%- 6151 - WORKER'S COMP INSURANCE 730 -- - -0.00%- TOTAL PERSONAL SERVICES 114,855 -- - -0.00%- 6201 - OFFICE SUPPLIES -43 - 200 200 0.00%200 6203- BOOKS/REFERENCE MATERIALS 50 -- - -0.00%- 6214-CLOTHING & PERSONAL EQUIPMENT --- - -0.00%- 6242- MINOR EQUIPMENT 548 -- - -0.00%- 6243- MINOR COMPUTER EQUIPMENT --- - -0.00%- TOTAL SUPPLIES 598 43 - 200 200 0.00%200 6307- PROFESSIONAL SERVICES 101,704 201,396 86,826 200,000 205,000 2.50%205,000 6321 - TELEPHONE/PAGERS 264 -- - -0.00%- 6322- POSTAGE 4,636 -- - -0.00%- 6329-OTHER COMMUNICATION SERVICES 2,992 380 - - -0.00%- 6331 - TRAVEL EXPENSE/MILEAGE 35 -- - -0.00%- 6341 - PERSONNEL ADVERTISING 25 -- - -0.00%- 6351 - PRINTING 259 -- - -0.00%- 6406- MULTI-FUNCTION MTNCE 357 624 400 625 800 28.00%825 6423- LOGIS CHARGES 27,795 -- - -0.00%- 6432- CONFERENCES AND SCHOOLS 357 -- - -0.00%- 6433- MEETING EXPENSES 21 -- - -0.00%- 6434- DUES & SUBSCRIPTIONS 481 -- - -0.00%- 6441 - LICENSES, TAXES & FEES 55 -- - -0.00%- TOTAL SERVICES & OTHER CHARGES 138,981 202,400 87,226 200,625 205,800 2.58%205 ,825 6461 - FUEL CHARGES 306 -- - -0.00%- 6462- FIXED CHARGES 1,397 -- - -0.00%- 6463- REPAIR & MAINT CHARGES 589 -- - -0.00%- 6465- REPLACEMENT CHARGES 2,865 -- - -0.00%- TOTAL CENTRAL GARAGE CHARGES 5,157 -- - -0.00%- TOTAL BUSINESS UNIT EXPENSES $259,591 $202,443 $87,226 $ 200,825 $ 206,000 2.58% $206,025 26 GENERAL FUND 41910- PLANNING AND ZONING 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 41910- PLANNING AND ZONING 6101 .WAGES& SALARIES-FT EMPLOYEES $105,849 $81,166 $46,085 $92,238 $94,082 2.00% $96,219 6102- OVERTIME-FT EMPLOYEES 1,167 --2,000 1,500 -25.00%2,000 6103- WAGES-PART TIME EMPLOYEES --3,549 18,537 11,635 -37.23%12,665 6111 -SEVERANCE PAY 6122- PERA COORDINATED PLAN 500 7,769 382 6,088 - 3,722 - 8,739 - 8,041 0.00% -7.99%8,279 6125-FICA-SOCIAL SECURITY 6,430 5,304 2,853 6,993 6,647 -4.95%6,845 6126-FICA-MEDICARE 1,504 1,241 667 1,636 16,164 1,555 16,186 -4.95% 014% 1,601 17,4806131 CAFETERIA PLAN CONTRIBUTIONS 18,340 12,708 7,868 -4.62%7426151 - WORKER'S COMP INSURANCE 677 142,236 624 107,513 374 65,118 757 147,064 722 140,368 -4.55%145,831TOTAL PERSONAL SERVICES 6219 GENERAL OPERATING SUPPLIES 42 60 29 50 50 0.00%50 6243- MINOR COMPUTER EQUIPMENT ---2,000 --100.00%- 50TOTAL SUPPLIES 42 60 29 2,050 50 -97.56% 6303- LEGAL SERVICES -571 50 9,362 10,000 6.81%5,000 6307-PROFESSIONAL SERVICES -1,433 611 -20,000 100.00%40,000 6331 - TRAVEL EXPENSE/MILEAGE -10 -100 100 700 0.00% 0.00% 100 7006342- LEGAL NOTICES 213 460 - 40 700 200 400 100.00%1,0006351 - PRINTING 6406- MULTI-FUNCTION MTNCE -750 - 668 428 650 900 38.46%930 6432- CONFERENCES AND SCHOOLS 391 710 560 2,700 2,700 0.00%2,700 6433- MEETING EXPENSES 30 --100 100 0.00%100 6434- DUES & SUBSCRIPTIONS 295 345 -835 835 0.00%- 6449 - OTHER CONTRACTUAL SERVICE 92,027 93,706 - 4,197 - 1,689 -14,647 - 35,735 0.00% 143.97% - 50,530TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $235,984 $111,770 $66,836 $163,761 $176,153 7.57% $196,411 The mission of the Brooklyn Center Business & Development Department is to guide development and redevelopment activities to ensure compliance with the City's ordinances, policies, and the City's Comprehensive Plan, and to uniformly value and classify property in an accurate and equitable manner as prescribed by the statutes of the State of Minnesota. 29 The Business and Development Department is composed of a Director and a Planning & Zoning Specialist, with 1/2 FTE administrative support services provided through Buildings and Community Standards Department. The Planning & Zoning Division is responsible for the processing of development reviews for all development activities, including site plans review, subdivisions, zoning applications, development & performance agreements. This division also serves as the staff liaison to the Planning Commission and maintains the City's Comprehensive Plan. The Director is responsible for the EDA's Business Retention, Expansion, and Attraction & Community Marketing activities: promoting development opportunities; and planning initiatives & budgeting associated with the use of Tax Increment Financing. Additionally, the Director oversees the contract with Hennepin County for Assessing Services and assists as the staff liaison for the Board of Equalization. 30 Staffing Levels Positions FTEs 2016 2017 2018 • Director 1 1 1 • City Assessor (*) • Appraisers (*) • Assessment Technician (**) • Planning & Zoning Specialist 1 1 1 • Administrative Support Staff 0.5 0.5 0.5 TOTAL - FTE 2.5 2.5 2.5 (*) In 2014, the City entered into a contract with Hennepin County to perform all of the City's statutory responsibilities and duties, including appraisal reports and expert testimonies for tax court petitions. (**) In 2014, the 0.5 FTE Assessment Technician position was incorporated into the Building and Community Standards administrative support pool. 31 •° Planning & Zoning Services Processing of development reviews for all development activities, including site plans review, subdivisions, zoning applications, development & performance agreements to ensure compliance with the City's ordinances and conformance with the City's adopted comprehensive plan. • Business Retention, Expansion, and Attraction & Community Marketing Activities Promoting development opportunities; collaborating with business groups, organizations and agencies focused on commerce, employment, and economic growth; and planning initiatives & advocating visions for public and private investments in the City. 32 Tted RedeveDopmet (2016-2018 Strategic Plan) Shingle Creek Crossing Development o In 2017 we will continue to work with the developer in their completion of the Phase II Building Improvements: o Western Portion: Vehicular and Pedestrian Access improvements from Xerxes Ave. and 55th Ave. intersection, the completion of Western side of the Food Court Building, and pad sites adjacent to Xerxes Ave. o Central Portion: The potential redesign of this portion of the development to include the full daylighting of Shingle Creek and the reconfiguration of buildable sites & open space improvements to reflect market conditions. o Kohls & EDA Parcel: The renovation of the former Kohl's site and redevelopment of additional out parcels, including the former Boulevard Restaurant site. o In 2017 we will identify 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. 33 Targeted Redevelloprneiclit (2016-2018 Stratec Li) Opportunity Site (Completion of Phase I residential development) o In 2017, the developer will commence with the 1st phase apartment project of 200 market rate apartments consistent with the 2016 approved PUD and TIF Development Agreements o In 2017, we will complete the construction and tax increment financing of public improvements for streets, sidewalks, utilities, and boulevard lighting & landscaping consistent with the 2016 approved PUD and TIF Development Agreements. o We will continue to pursue and promote redevelopment opportunities within the Opportunity Site; consider the acquisition & assembling of available land to achieve the community's goals and redevelopment vision for this area; and to continue to work with the developers and investors in the planning and timely completion of the overall redevelopment and/or renovation of properties within the Opportunity Site. 34 o Twjeted Redevellopmnit (2016-2018 StratecNan) (Completion of Senor Assisted Living Development) • In 2017, the Developer will commence with the construction of the senior assisted care apartments. • In 2017, we will continue to work with the developer on the planning and transitional use of the EDA's adjacent properties to the south; the trail and landscaping improvements along Brooklyn Boulevard; and the potential use of available tax increment housing funds to enhance site improvements and transit improvement to better serve the residents, visitors, and employees at this senior housing project. 35 o ResWent Ecoruiomc Stthmty (2016201 Strtegjc Pan) o The economic stability of residents is essential to vibrant neighborhoods and to retail, restaurants, and business growth. We will lead by supporting collaborative efforts of education, business, and government sectors to improve income opportunities for residents. We will work with State Agencies; Hennepin County; Education Institutions; and Labor, Trade & Business Associations to establish programs and activities that enhance the skill levels, strengthen work ethics, and increased opportunities for all residents. We will work with State Agencies and Hennepin County to identify economic assistance programs that promotes private investments into industrial and commercial developments/redevelopments/renovations that stimulates the creation of new living wage employment opportunities. 36 1. Identify and plan for key redevelopment sites or areas throughout the City to eliminate obsolescent or deteriorating land uses and I 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 and the Hwy 252 & 66th Ave. Area. d.Encouraging redevelopment opportunities within the Brooklyn Boulevard Corridor that would contribute to the visioning of this corridor and image of the community 37 2. To expand the City's role in Business Expansion, Retention and Community Marketing a.Active participation with the Brooklyn Center Business Association and other business organizations. b.Develop community marketing literature to promote the business and industrial 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. 38 3.Identify Community Planning Issues to be addressed as part of the updating the 2030 Comp Plan and Develop & Implement activities to promote public input and participation in the preparation of the 2040 Comp Planning process. 4.Updating the Subdivision and Zoning Ordinances 39 w1 11111it•i I I lii:] lI [*M! I * r* -i.I -j Performance Levels *Actual Value Target Value 185,865 sf. (77.8%)Construction of 53,135 sf to achieve 239,000 sf. Pre. Development Agreement & Planning Concept for 750 apartments by 2018 Market Rate Apartments PUD and TIF Development Completion of 158 senior Agreements executed with SCA care apartments by 2018 Properties LLP. j19fflE.Miiif15T1Th 201 S6Community Development Preparation of the 2017 Planning&ActivitiesMap Planning&ActivitiesMap- . 1IYIdr'l'flh•II Phases I, II, Ill dealerships Site Plan approval, ready for completed development •1I1I-f1r1UJr.rt(-2030 Plan Update completed in Complete 2040 Planning Ii'__- - 2010 Issues Map and Public ParticipationStrategies. 1 Currently based on Minimum Adopt revised policy with Living Wage Standards Wage Criteria-• . - -i -_•?_'1_•Existing programs by DEED,Organize program information_-' - - - • - ' - .• -Metro Council, Henn. Co.- -•• -* •,•• ---, and illustrate how the programs could be used to benefit new-__.employment opportunities. Yom WIT-Mm 42 2017 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 2017, we will engage the media to include social 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 2017, 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 2017, we will increase the opportunities for officers to engage the community in non-enforcement, positive, and informative ways. To include "Coffee with a Cop", MAC meetings, Safe Summer Nights events, and Neighborhood Park Meetings In 2017, we will work to identify youth who have been exposed to domestic violence in their home to resources within Cornerstone domestic abuse services. 43 In 2017, we will expand our youth outreach activities to build on our already existing open gym activities, Safety Camp, Elementary School "cop talks", and continued participation in Junior Achievement programs. Staffing Levels Positions FTEs 2016 2017 2018 a Chief 1 1 1 o Division Commanders 3 3 3 Support Services Manager 1 1 1 •Sergeants 6 7*7* •Detectives 5 5 5 a School Resource Officer 1 1 1 •Juvenile Officer 1 1 1 a Auto Theft Officer (Grant funded until 6/30/17)1 .5 0 o Violent Offenders Task Force Officer 1 1 1 o Hennepin County Drug Task Force Officer 1 1 1 •Patrol Officers 28 28 28 •Crime Analyst 1 1 1 o Crime Prevention Specialist 1 1 1 •Administrative Assistant 1 1 1 •Records Technician 8 8 8 •(Tnnimiinitv Service Officers (10 - PT Staff)4.64 4.64 4.64 Total Number of Personnel 64.64 65.14 64.64 *p ro p os ed additional patrol sergeant to be assigned to the proactive policing team unit. Strategic Functions/Division(s): a 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. a Patrol Division o We are the primary responder to all public safety calls for service. Each year, the police department handles nearly 35,000 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. 44 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 6,000 detailed reports. Annual Goal and Strategies: 1. Reduce domestic violence: a.Actively engage the city and county prosecutors' offices in their decisions when charging cases involving domestic violence. b.Educate the community on the signs of domestic violence and provide prevention resources. C. Expand the community knowledge of the domestic violence prevention services of Cornerstone Domestic Violence service center in Brooklyn Center. 2. Reduce youth crime: 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. 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 aggressive panhandling 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 367 Brooklyn Center 3% below the average in a ratio of per 100,000 residents 490 Hennepin County of Hennepin County The crime of Burglary compared to Hennepin Co.315 Brooklyn Center 3% below the average In a ratio of per 100,000 residents.* Hennepin County of Hennepin County Number of youth that complete diversion no repeat 195 referrals 62 pass 32%Increase that success success rate rate to 35% Number of residents involved in Crime Prevention 190 Block Captains! 41%200 Block Captains/ of the City represented 50% of the City represented Number of cases handled by DART*i 1 157-100%1 100% 1-DART- Domestic Abuse Response Team *2015 Data unless otherwise noted 45 GENERAL FUND 42110- POLICE-ADMINISTRATION 2016 2014 2015 June 2016 2017 2018 Object Code /Description Actual Actual YTD Budget Budget Change Budget 42110- POLICE-ADMINISTRATION 6101 -WAGES& SALARIES-FT EMPLOYEES $166,913 $167,743 $87,638 $176,748 $181,052 2.44% $182,126 6111 -SEVERANCE PAY 6,140 2,541 ---0.00%- 6122- PERA COORDINATED PLAN 3,370 3,673 2,013 4,018 4,024 0.15%4,104 6123- PERA POLICE & FIRE PLAN 18,493 19,240 9,850 20,234 20,639 2.00%20,639 6125- FICA - SOCIAL SECURITY 3,201 3,331 1,772 3,215 3,326 3.45%3,393 6126-FICA-MEDICARE 2,349 2,419 1,338 2,563 2,625 2.42%2,640 6131 - CAFETERIA PLAN CONTRIBUTIONS 19,267 18,948 15,514 26,940 26,976 0.13%29,134 6151 -WORKER'S COMP INSURANCE 4,413 5,282 3,297 4,806 4,907 2.10%4,915 TOTAL PERSONAL SERVICES 224,146 223,177 121,422 238,524 243,549 2.11%246,951 6214- CLOTHING & PERSONAL EQUIPMENT 925 284 114 500 500 0.00%600 6219- GENERAL OPERATING SUPPLIES 1,266 1,038 1,457 450 450 0.00%550 6243- MINOR COMPUTER EQUIPMENT -2,722 ---0.00%- TOTAL SUPPLIES 2,191 4,044 1,571 950 950 000%1 .150 6305- MEDICAL SERVICES 4,110 5,399 1,878 3,400 4,000 17.65%5,000 6306- PERSONNEL/LABOR RELATIONS ---5,000 5,000 0.00%5,000 6307- PROFESSIONAL SERVICES 6,900 24,380 394 2,500 3,000 20.00%3,000 6321 -TELEPHONE/PAGERS 790 498 256 540 600 11.11%618 6331 -TRAVEL EXPENSE/MILEAGE 73 20 3 100 100 0.00%100 6341 - PERSONNEL ADVERTISING 206 225 -2,000 2,000 0.00%2,000 6342- LEGAL NOTICES --35 --0.00%- 6412- BLDGS/FACILITIES 6,688 7,250 6,960 7,500 8,000 6.67%8,000 6421 - SOFTWARE LICENSE 438 ----0.00%- 6432- CONFERENCES AND SCHOOLS 31,240 32,254 15,379 32,000 34,000 6.25%35,000 6433- MEETING EXPENSES 1,713 1,239 949 3,000 3,500 16.67%5,000 6434-DUES & SUBSCRIPTIONS 9,516 9,248 1,099 9,200 9,200 0.00%10,200 6441 - LICENSES, TAXES & FEES 720 2,627 1,440 2,250 2,500 11.11%3,000 6448- PRISONER BOARDING CHARGES -9,884 ---0.00%- TOTAL SERVICES & OTHER CHARGES 62,394 93,024 28,393 67 .490 71,900 6.53%76,918 TOTAL BUSINESS UNIT EXPENSES $288,731 $320,245 $151,386 $306,964 $316,399 3.07%$ 325,019 46 GENERAL FUND 42120- POLICE-INVESTIGATION 2016 2014 2015 June 2016 2017 2018 Object Code/Description Actual Actual YTD Budget Budget Change 42120- POLICE-INVESTIGATION 6101 WAGES& SALARIES-FT EMPLOYEES $542,452 $567,387 $258,589 $ 600,651 $614,486 230% $ -5.00% 626,776 38,0006102- OVERTIME-FT EMPLOYEES 33,552 34,160 20,375 40,000 38,000 500 100.00%5006105 CONTRACTED SVCS OT 1,784 541 288 - 0.00%-6111 -SEVERANCE PAY 10,405 89,238 8,715 97,538 - 45,239 -103,787 - 105,541 1.69%107,5336123- PERA POLICE & FIRE PLAN -0.00%-6125- FICA - SOCIAL SECURITY - 8,029 (1,388) 8,248 - 3,909 -9,289 9,447 1.70%9,6256126-FICA-MEDICARE 6131 CAFETERIA PLAN CONTRIBUTIONS 69,883 78,470 49,749 94,290 94,416 0.13%101,969 6151 - WORKER'S COMP INSURANCE 19,416 24,463 13,852 22,872 23,258 885,648 1.69% 1.69% 23,695 908,098TOTAL PERSONAL SERVICES 774,759 818,134 392,001 870,889 6201 -OFFICE SUPPLIES 6214- CLOTHING & PERSONAL EQUIPMENT - 4,750 203 5,087 - 2,825 -6,000 - 6,000 0.00% 0.00% - 6,000 6219- GENERAL OPERATING SUPPLIES 366 151 21 425 9,250 500 3,800 17.65% -58.92% 500 1,9606243- MINOR COMPUTER EQUIPMENT 1,579 6,695 - 5,441 109 2,955 15,675 10,300 -34.29%8,460TOTAL SUPPLIES 6307- PROFESSIONAL SERVICES 5,420 5,037 2,268 4,000 14,500 4,440 262.50% 5.21% 4,500 4,5756321 -TELEPHONE/PAGERS 4,424 3,575 1,821 4,220 900 100.00%9276329- OTHER COMMUNICATION SERVICES --477 - 75 100 33.33%1006331 - TRAVEL EXPENSE/MILEAGE 353 156 - - 2,478 8,000 2,000 -75.00%2,0006432- CONFERENCES AND SCHOOLS -225 650 650 0.00%6506434- DUES & SUBSCRIPTIONS 200 13,135 325 13,318 13,172 19,000 20,000 5,26%20,0006449- OTHER CONTRACTUAL SERVICE 22,411 20,441 35,945 42,590 18.49%32,752TOTAL SERVICES & OTHER CHARGES 23,532 TOTAL BUSINESS UNIT EXPENSES $804,986 $845,986 $415,397 $ 922,509 $938,538 1.74% $949,310 p4 GENERAL FUND 42123 - POLICE-PATROL 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 42123- POLICE-PATROL 6101 - WAGES & SALARIES-FT EMPLOYEES $ 2,927,398 $ 2,998,005 $ 1676,450 $ 3,208,761 $ 3,364,956 4.87%$ 3,457,613 6102- OVERTIME-FT EMPLOYEES 214,454 233,369 112,665 197,000 212,000 7.61%212,000 6103- WAGES-PART TIME EMPLOYEES 134,616 155,857 74,313 125,000 135,000 8.00%135,000 6104- OVERTIME-PART TIME EMPLOYEES 18 39 ---0.00%- 6105- CONTRACTED SVCS OT 3,198 1,007 1,862 5,000 5,000 0.00%5,000 6111 -SEVERANCE PAY 40,388 41,273 14,655 --0.00%- 6122- PERA COORDINATED PLAN 18,045 17,961 8,250 20,697 20,220 -2.30%20,415 6123- PERA POLICE & FIRE PLAN 467,268 519,021 279,371 531,140 558,467 5.14%573,064 6125- FICA - SOCIAL SECURITY 16,070 16,681 8,243 16,558 16,715 0.95%16,877 6126-FICA-MEDICARE 47,796 48,984 26,468 51,414 53,897 4.83%55,239 6131 - CAFETERIA PLAN CONTRIBUTIONS 423,826 465,415 290,010 552,270 566,496 2.58%611,814 6141 -UNEMPLOYMENT COMPENSATION 2,308 2,213 1,476 --0.00%- 6151 -WORKER'S COMP INSURANCE 102,785 128,141 86,303 118,869 124,906 5.08%128,134 TOTAL PERSONAL SERVICES 4398,170 4,627966 2,580,066 4,826,709 5,057,657 4.78%5215,156 6203- BOOKS/REFERENCE MATERIALS -774 493 250 250 0.00%250 6214- CLOTHING & PERSONAL EQUIPMENT 42,927 48,816 52,708 64,500 50,000 -22.48%50,000 6217-SAFETY SUPPLIES 6,118 1,219 19,556 19,000 1,000 -94.74%1,000 6219- GENERAL OPERATING SUPPLIES 23,624 22,846 13,897 18,000 19,000 5.56%19,000 6242- MINOR EQUIPMENT 1,568 1,415 1,936 3,000 3,000 0.00%3,000 6243- MINOR COMPUTER EQUIPMENT 53,239 27,503 6,196 30,315 13,100 -56.79%50,750 TOTAL SUPPLIES 127,476 102,573 94,786 135,065 86,350 -36.07%124,000 6305-MEDICAL SERVICES -942 142 1,000 1,000 0.00%1,000 6307- PROFESSIONAL SERVICES 5,893 2,663 150 2,000 2,000 0.00%3,000 6321 -TELEPHONE/PAGERS 8,703 6,578 3,491 8,120 8,200 0.99%8,500 6323-RADIO COMMUNICATIONS 14,558 18,144 10,145 19,620 20,000 1.94%20,000 6329- OTHER COMMUNICATION SERVICES 21,749 21,808 11,060 21,840 21,640 -0.92%22,300 6331 -TRAVEL EXPENSE/MILEAGE 11 219 49 100 100 0.00%100 6333- FREIGHT/DRAYAGE 70 27 ---0.00%- 6402- EQUIPMENT SERVICES 2,390 10,584 134 6,000 6,500 8.33%6,500 6409- OTHER REPAIR & MAINT SVCS 150 ----0.00%- 6422- SOFTWARE MAINTENANCE -1,625 2,850 2,200 3,000 36.36%3,100 6423-LOGISCHARGES 19,486 20,749 14,060 20,519 21,275 3.68%22,001 6428- PROTECTION SERVICES -3,456 ---0.00%- 6432- CONFERENCES AND SCHOOLS 6,025 5,691 6,376 5,800 7,000 20.69%8,000 6447- TOWING CHARGES 1,741 829 264 750 750 0.00%750 6449- OTHER CONTRACTUAL SERVICE 25,730 34,390 17,787 32,000 32,500 1.56%32,500 TOTAL SERVICES & OTHER CHARGES 106,506 127,705 66,508 119,949 123,965 3.35%127,751 6461 -FUEL CHARGES 144,003 115,288 45,080 128,796 114,013 -11.48%117,829 6462- FIXED CHARGES 30,822 33,536 14,003 28,006 29,307 4.65%30,187 6463- REPAIR & MAINT CHARGES 102,598 100,379 44,488 127,735 123,518 -3.30%127,224 6465- REPLACEMENT CHARGES 154,451 146,241 76,431 152,863 157,875 3.28%162,611 TOTAL CENTRAL GARAGE CHARGES 431,874 395,444 180,002 437,400 424,713 -2.90%437,851 TOTAL BUSINESS UNIT EXPENSES $ 5,064,026 $ 5,253,688 $ 2,921,362 $ 5,519,123 $ 5,692,685 3.14%$ 5,904,758 48 GENERAL FUND 42151 - POLICE-SUPPORT SERVICES 2016 2014 2015 June 2016 2017 2018 Object Code / Description Actual Actual YTD Budget Budget Change Budget 42151 - POLICE-SUPPORT SERVICES 6101 - WAGES & SALARIES-FT EMPLOYEES $ 359,821 $ 398,728 $ 227,091 $ 446,610 $ 459,993 3.00%$ 474,678 6102-OVERTIME-FT EMPLOYEES 11,282 1,770 145 1,500 2,000 33.33%2,000 6111 -SEVERANCE PAY 2,217 2,747 ---0.00%- 6122- PERA COORDINATED PLAN 26,954 29,784 17,043 34,728 34,649 -0.23%35,752 6125-FICA-SOCIAL SECURITY 23,868 25,681 14,576 27,782 28,645 3.11%29,552 6126-FICA-MEDICARE 5,584 6,006 3,409 6,498 6,697 3.06%6,912 6131 - CAFETERIA PLAN CONTRIBUTIONS 81,342 85,947 60,899 121,230 121,392 0.13%131,103 6151 -WORKER'S COMP INSURANCE 2,334 3,055 1,706 3,010 3,105 3.16%3,202 TOTAL PERSONAL SERVICES 513 .402 553,718 324 ,869 641,358 656,481 2.36%683,199 6201 -OFFICE SUPPLIES 2,737 6,248 3,586 6,000 6,000 0.00%6,000 6214- CLOTHING & PERSONAL EQUIPMENT 2,920 3,130 485 7,300 4,000 -45.21%4,000 6219- GENERAL OPERATING SUPPLIES 2,612 3,564 5,784 3,250 3,300 1.54%3,300 6242- MINOR EQUIPMENT 1,034 11,766 1,476 1,700 5,000 194.12%5,000 6243- MINOR COMPUTER EQUIPMENT 2,862 -26 1,350 10,300 662.96%1,960 TOTAL SUPPLIES 12,165 24,708 11,357 19,600 28,600 45.92%20,260 6307- PROFESSIONAL SERVICES 2,061 797 475 -1,000 100.00%1,000 6321 -TELEPHONE/PAGERS 5,529 1,898 897 2,280 1,965 -13.82%2,025 6329- OTHER COMMUNICATION SERVICES 5,028 1,755 730 2,200 1,560 -29.09%1,610 6331 - TRAVEL EXPENSE/MILEAGE -23 96 50 50 0.00%50 6333- FREIGHT/DRAYAGE 67 212 14 200 200 0.00%200 6342- LEGAL NOTICES -50 ---0.00%- 6351 -PRINTING 7,059 5,920 2,292 7,850 8,000 1.91%8,000 6402- EQUIPMENT SERVICES 4,994 9,206 2,696 -3,000 100.00%3,000 6406- MULTI-FUNCTION MTNCE 4,067 4,487 2,364 4,700 5,000 6.38%5,150 6421 -SOFTWARE LICENSE 588 269 100 -4,600 100.00%- 6422- SOFTWARE MAINT 3,589 3,755 3,705 6,250 6,300 0.80%6,800 6423- LOGIS CHARGES 137,990 148,356 106,212 165,158 174,704 5.78%185,696 6441 - LICENSES, TAXES & FEES 394 430 444 250 250 0.00%250 6448- PRISONER BOARDING CHARGES 94,942 93,053 44,846 105,200 110,000 4.56%110,000 6449- OTHER CONTRACTUAL SERVICE -2,820 9,011 --0.00%- TOTAL SERVICES & OTHER CHARGES 266 ,308 273,031 173,882 294,138 316,629 7.65%323,781 TOTAL BUSINESS UNIT EXPENSES $ 791,875 $ 851,457 $ 510,108 $ 955,096 $ 1,001,710 4.88%$ 1,027,240 49 GENERAL FUND 42170- POLICE-STATIONS AND BLDGS 2016 2014 2015 June 2016 2017 2018 Object Code! Description Actual Actual YTD Budget Budget Change Budget 42170- POLICE-STATIONS AND BLDGS 6101 -WAGES& SALARIES-FT EMPLOYEES $26,125 $28,070 $ -$ 37,224 $--100.00%$ - 6102- OVERTIME-FT EMPLOYEES ---2,200 --100.00%- 6103 -WAGES-PART TIME EMPLOYEES -----0.00%- 6111 - SEVERANCE PAY 462 ----0.00%- 6122-PERA COORDINATED PLAN 1,898 2,105 -3,056 75 -97.55%75 6125- FICA- SOCIAL SECURITY 1,827 1,904 -2,444 62 -97.46%62 6126-FICA-MEDICARE 427 445 -572 15 -97.38%15 6131 -CAFETERIA PLAN CONTRIBUTIONS 11,424 10,590 -13,470 --100.00%- 6151 -WORKER'S COMP INSURANCE 1,237 1,602 -1,948 49 -97.48%49 TOTAL PERSONAL SERVICES 43,400 44,716 -60 ,914 201 -99.67%201 6201 -OFFICE SUPPLIES 26 ----0.00%- 6211 -CLEANING SUPPLIES 2,271 1,540 468 2,000 2,000 0.00%2,000 6214- CLOTHING & PERSONAL EQUIPMENT ---100 --100.00%- 6216- CHEMICALS/CHEMICAL PRODUCTS --250 250 0.00%250 6219-GENERAL OPERATING SUPPLIES 1,009 4,427 3,625 1,000 2,000 100.00%2,000 6225 - PARK & LANDSCAPE MATERIALS ---750 750 0.00%750 6239- OTHER REPAIR & MAINT SUPPLIES 3,257 7,935 2,840 4,100 5,000 21.95%5,000 6241 -SMALL TOOLS -80 --200 100.00%200 6242- MINOR EQUIPMENT 90 1,800 -1,250 1,500 20.00%1,500 TOTAL SUPPLIES 6,653 15,782 6,933 9,450 11,700 23.81%11,700 6381 - ELECTRIC 66,210 66,263 35,908 62,500 67,000 7.20%68,000 6382-GAS 24,032 18,170 8,889 23,000 23,000 0.00%23,000 6383-WATER 1,387 2,334 313 5,000 4,000 -20.00%4,000 6384- REFUSE DISPOSAL 1,922 1,969 994 2,500 2,500 0.00%2,500 6385- SEWER 527 689 335 3,000 2,000 -33.33%2,000 6386- STORM SEWER 654 651 326 800 800 0.00%800 6387- HEATING OIL ---1,000 1,000 0.00%1,000 6388- HAZARDOUS WASTE DISPOSAL 1,135 372 213 2,750 2,500 -9.09%2,500 6389- STREET LIGHTS 197 196 98 200 250 25.00%250 6402- EQUIPMENT SERVICES 6,559 8,643 7,908 3,000 6,000 100.00%6,000 6403- BLDGS/FACILITIES MAINT SERVICE 17,673 28,411 8,224 26,000 26,500 1.92%27,000 6405- PARK & LANDSCAPE SERVICES 4,396 3,925 3,925 6,000 6,000 0.00%6,000 6409- OTHER REPAIR & MAINT SVCS -460 -2,000 2,000 0.00%2,000 6441 -LICENSES, TAXES &FEES 120 110 100 100 150 50.00%150 6449- OTHER CONTRACTUAL SERVICE 23,525 26,467 39,764 12,500 70,000 460.00%72,000 TOTAL SERVICES & OTHER CHARGES 148,337 158,660 106,997 150,350 213,700 42.14%217,200 6520- BUILDINGS & FACILITIES -9,774 3,894 10,000 12,500 25.00%14,000 TOTAL CAPITAL OUTLAY -9,774 3,894 10,000 12,500 25.00%14,000 TOTAL BUSINESS UNIT EXPENSES $198 ,390 $228,932 $ 117,824 $ 230,714 $238,101 3.20%$ 243,101 50 WSS ^01 STATEMENT "To protect and serve in a manner that preserves the public trust." 52 1] 1IIUJ I 11 i'l iIiliEO1] • The department provides timely response to reports of criminal activity, medical emergencies, traffic safety, and natural disasters. • This service is provided twenty-four hours a day, seven days a week. • The department embraces the concept of community-oriented policing, promoting residents and businesses to take an active role to reduce crime and the perception of crime. o The department strategically partners with surrounding police agencies to share crime analysis data and collaboratively utilize police staff and resources to prevent the formation of crime patterns in key areas. 53 TAFF[1G LEVELS liJ.iII[•]F. •Chief 2016 1 2017 1 2018 1 o Division Commanders 3 3 3 •Support Services Manager 1 1 1 •Sergeants 6 7*7* •Detectives 5 5 5 •School Resource Officer 1 1 1 •Juvenile Officer 1 1 1 •Auto Theft Officer (Grant funded until 7/2017)1 .5 0 •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 MPLN 1 1 1 •Administrative Assistant 1 1 1 •Records Technician 8 8 8 o Community _Service _Officers _(FTE) Total Number of Personnel 4.64 64.64 4.64 65.14 4.64 64.64 STRATEGC WhACTIONS & DMSIONS ADMNSTRATION b o Provides the overall leadership and management oversight of the police department. o Ensures that proper funds and resources are allocated as efficiently as possible to aid in the reduction of crime and life-safety issues. 55 STRATEG RNCTIONS & DMSIONS INVEST TON DMMO N\ • Handles approximately one thousand felony-level cases in need of an advanced level of police investigation beyond field-level information gathering. Our work includes advanced-level evidence recovery and applying those results to aid in suspect identification, such as DNA and physical property evidence. o Works in direct partnership with Hennepin County Child Protection Services, the Héñnepn County Attorney's Office, and CornerHouse Child Interview Services. 56 STRATEC FUNCTIONS & DM510 NS IL1tsJU I kYiI1t(I].J • The primary responder to all public safety calls for service. Each year, the police department handles nearly 35,000 public safety incidents. The Patrol Division has three units that work together to ensure the best quality of service is delivered for each call: Domestic Abuse Response Team, the Emergency Operations Unit, and Street Patrol. MN 57 STRATEGC FUCTIOJS & ft))MSIONS C SERViCF DIV&ON o The Community Service Division has four primary approaches to building partnerships with the community and promoting a City wide collaborative approach to a eliminating crime. Crime Prevention Community Liaison and Joint Community Police Partnership (JCPP) Juvenile Unit ML Commercial zones Street Crimes Unit 58 STRATEGC FUJhkJCTIOJS & DMSIONS SUPPORT SERVXES DIV61ON o Responsible for preparing all police reports in a format that can be used for review and dissemination of crime information. o Responsible for reporting accurate crime data to the state of Minnesota from the records that are generated by our agency. Each year, the police department processes nearly 6,000 detailed reports. 1/L1v1_ 59 KEY NITATIVES ENHANCED CGMML A^^TY IMAGE Key initiatives focused on the achievement of strategic priorities/value propositions. o Implement elements of the President's Task Force on 21st Century Policing - Use of force - Training, de-escalation, working with those in mental health crisis - Safety equipment to include less lethal force options - Proper supervision and oversight Enhanced Community Image - Perception of safety and security - Receptive and approachable police force - Publish a public version of the police policy manual In 2017, we will engage the media both mainstream and social 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 2017, we will complete the purchase of and training of body worn cameras ( BWC). That will correspond with the upgrading of squad mounted cameras that are at end of life. BWC's and squad cameras will work together to portray a accurate and true picture of police-community interactions. 60 KEY NITIATWES CLUSVE CO,1MUTY E N GAGEMENT (ey llntathes focused on the achievement of strategic portäes/vaDue propositions ° Continue to engage - Joint Community Police Partnership - Multicultural Advisory Committee - Youth groups aligned with the Brooklyn Bridge Alliance/Youth Council In 2017, we will maintain a high level of involvement in the JCPP to include being a proponent to grow the partnership to include more surrounding cities. In 2017, we will continue to include members of the MAC with Police and City activities, community forums, and outreach opportunities. 61 ANNUAL GOALS & STRATEGIES REDUCE DOMESTIC VU&,,,ENCE o Actively engage the city and county prosecutors' offices in their decisions when charging cases involving domestic violence. o Educate the community on the signs of domestic violence and provide prevention resources. o Expand the community knowledge of the domestic violence prevention services of Cornerstone Domestic Violence service center in Brooklyn Center. Which includes having an advocate embedded in the Department.-, o Continue to review internal departmental procedures to insure the fastest and most effective means to obtain successful outcomes. 62 ANNUAL GOALS & STRATEGMES RUM- CE YOUTH CF[L Al E o Maintain a dedicated juvenile officer position to work directly with juvenile diversion programs, youth outreach opportunities, and provide direct family support as needed. o Work regionally with all Hennepin County law enforcement agencies to develop a universal youth diversion program. o Educate the community on gateway crimes, such as curfew, truancy, and drinking. Provide prevention and educational resources for parents. Ni N! 63 AN UM GOALS & STRATEGIES MAEMMAMMM Reduce come, and the overaDi perception of crime, at the Cay's commerdD properties: Dedicate a patrol team to the commercial center of the city. o Engage business owners/managers to work together in maintaining zero tolerance of nuisance crimes such as loitering, littering, and public intoxication. •Work in partnership with rétI Transit, keeping public transportation to the commercial area safe. 64 A*JUM GOAL PERFORMANCE MEASURES OPERAT I NG PERFORMANCE 0BiECTVES Part One violent crimes compared to Hennepin Co. - compared in a ratio of per 100,000 residents. The crime of Burglary compared to Hennepin Co. In a ratio of per 100,000 residents. Number of youth that complete diversion no repeat. Number of residents involved in Crime Prevention. 367 Brooklyn Center 490 Hennepin County 315 Brooklyn Center 457 Hennepin County 174 Referrals, 32% Success Rate 190 Block Captains / 41% of the City Represented 3% Below the Average of Hennepin County 3% below the average of Hennepin County Increase the Success Rate to 35% 50% of the City Represented Number of cases handled by DART*, 124-100% 100% - DART- Domestic Abuse Response Team * 2015 Data unless otherwise noted. 65 VAJLENT CRIME RATE 900 800 700 600 500 400 300 200 100 0 -BrookIyn Center -Hennepin County oQQQQCQQOQOCQQ r'J r'i c N N N N N NN N N N N N N * 2015 Hennepin County data should still be considered 'preliminary" 66 PROPERTY CRIME RATE 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 -.,,,-Brooklyn Center -*-Hennepin County N (N (N N (N CN N N *2015 Hennepin County data should still be considered "preliminary" PART-,t' CRIME RATE 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 -.-Brooklyn Center -.-Hennepin County C C C C C C C C CCCCCCCCCCCCCCCCCC—cNcNNC'1 NNrN(N (N *2015 Hennepin County data should still be considered "preliminary" 68 BUDGET TEM Police Ptm! (42123) Additional staffing request. 6101 One additional patrol sergeant to be assigned to the pro- active policing team unit. Currently there are six (6) sergeants assigned to patrol operations. These sergeants currently provide near 24/7 supervision of the patrol division. When there is not direct supervision the most senior patrol officer assumes/absorbs some of the sergeant responsibilities. The additional supervisor will directly oversee the operational objectives within the commercial area and directly supervise the three officers assigned to theTyF1t The cost amounts to $129,000 including benefits. 69 SENIOR OFFICER H0 0 0 SeMar Officer Sup© • 2015 1,311 hours o 2014 1 1 411 hours o 2013 1,156 hours 1 St Q1ter - Senior Officer Superviskm o 2016v1D 60.0 hours (400% reduction) o 2015 310.5 hours ° 2014 527.5 hbUN ° 2013 244.0 hours 70 BUDGET TEM CONTINUED... Poo ice #rdwesVUwations (42120) 307 Purchase of Cellebrite software. It is a cellphone data retrieval program. Today's law enforcement depends often on evidentiary data stored on cellphones. In 2016, as of July we had examined 48 cellphone devices. In 2017, we will not have access to the program without purchasing the software. The software purchase will allow for continued examination of cell phones and other mobile devices. The software will dôt $10,000. 71 CHALLENGES FACED TODAY 0 Renewed efforts for the recruitment and retention of police staff who are culturally competent and have a strong desire to service the diverse community that is Brooklyn Center. o Continue proactive policing strategies in growing commercial zones throughout the City. Provide opportunities for police officers and community members to interact in positive and constructive dialogues. Outside of routine 9-1-1 calls for service interactions. 72 CHALLENGES FACED TODAY CONTINUED... Increase the Agency's effort at transparency. That does include body cameras to augment the use of squad cameras and body microphones. o Work with other communities to establish a unified diversion initiative. Only if that will better the diversion outcomes for our youth. The expanding role of domestic abuse intervention services to break the cycle of,H 73 - I izi 111:1 1 iI'11 i .ii t. i i*i,i PA 1! Es F(41 {b LI 74 2017 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, paid on-call department which provides fire suppression, emergency medical response, public education programs, and inspections of existing commercial buildings within the community. The department has an authorized strength of 40 paid on-call 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, full-time Fire Inspector, and a full-time Administrative Support person. Key Initiatives focused on the achievement of strategic priorities/value propositions Operational Excellence • Service Model Change In 2017 the fire department is planning to proactively improve customer service through implementation of a new staffing model. We believe this model will 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 based off of the last seven years of calls for service data. Program Recommendations: > Transition from 105.5 to 96 hours of Duty Crew staffing per week. This will allow for a more consistent and predicable response model. The hours that the Duty Crew would be on shift would be 1000-2200 hours seven days a week. Why is there a need for change? > Currently 69% of the Fire Departments calls for service come in during the hours of 1000- 2200 each day. By moving the Duty Crew hours we would be covering the times when the staffing is needed the most and the department. The fire department currently has three service models and would move to two which would provide better consistency and predictability for the residents of Brooklyn Center. 75 e Pay Per Call The fire department currently does not pay an hourly wage to firefighters that respond to calls for service when not on duty. Under the Fair Labor Standards Act, firefighters are protected by the minimum wage and overtime provisions. Our recommendations are based off of current federal law and by the City Attorney. Program Recommendations: Paying all firefighters a minimum of one hour of pay and .5 hours after the initial hour for responses to fire calls and all other department activities. > Removing all stipends and going to a pay scale for all Firefighters, Captains and Chief Officers. Why is there a need for change? Making the change to paying firefighters for all work done for the fire department places the department and city in compliance with the federal law in regards to the Fair Labor Standards Act and help from a recruitment and retention aspect. o Fair Labor Standards Act The fire department currently has six non-exempt Public Works employees who are also firefighters. Per the Fair Labor Standards Act, the city is required to pay them one and one-half times their rate of pay for all hours worked over 40 in a week. Currently the Public Works employees are only paid the regular fire department wage. Our recommendations are based off of current federal law and by the City Attorney. Program Recommendations: > Paying all non-exempt Public Works employees one and one-half times the fire department rate of pay for all hours worked for the fire department. Why is there a need for change? Making the change to paying all Public Works employees who are firefighters would put the department and the city in compliance with federal law in regards to the Fair Labor Standards Act. 76 Staffing Levels Positions FTEs 2016 2017 2018 Fire Chief 1 1 1 Deputy Fire Chief 1 1 1 Fire Inspector 1 1 1 Administrative Coordinator 1 1 1 Volunteer Firefighters** (Current authorized strength is 40)33 40 40 Total I 37 I 44 I 44 J **p ro p ose d for 2017-2018 Operational Functions/Division(s): 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. o 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 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. 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 department's inspection cycle. b.Finish the Public Education Division's 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. 77 c.Implement a "Smoke Busters" Campaign which will focus on installing new smoke detectors and carbon monoxide detectors in homes within the community who do not currently have operating ones. This will also allow firefighters to discuss the need for an escape plan. d.Continue the department's pursuit of becoming a Heart Safe Community in 2017 through our partnership with the Brooklyn Center Police Department. 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 and understands their role in the event of a community disaster. b.Conduct an annual emergency management tabletop exercise. c. Develop an Emergency Management community web page which contains information on personal preparedness. Ann ii i Oncrfl tin Goal Performance Measures: ----------t--- 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). 22.7% (5/22 occurrences)90% Confine fire to room of origin 75% of the time. 59.12% (13/22 occurrences) 75% Percentage of commercial properties inspected in accordance with inspection cycle 3% District 2 100% Educational program presentations per year 56 40 Number of smoke and CO alarms installed 13 smoke/13 CO 60 smoke/SO CO Number of Educational presentations for City Staff 3 4 *2015 data Capital Outlay and Other Initiatives with Significant Budget Impact (optional) > $350,000 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. > $170,000 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. > $31,000 to purchase a new Utility Truck for the department. This vehicle would serve as the primary response vehicle for the new Full-Time Fire Inspector that was hired in 2016. This multi-purpose vehicle would also serve functions such as towing our department boat, insulation trailer and hauling equipment to and from emergency scenes and training. 78 GENERAL FUND 42210-FIRE 2016 2014 2015 June 2016 2017 2018 Object Code/Description Actual Actual YTD Budget Budget Change Budget 42210- FIRE 6101 -WAGES &SALARIES-FTEMPLOYEES $120,786 $ 170,263 $117,107 $252,114 $253,898 0.71% $261,217 6103- WAGES-PART TIME EMPLOYEES 274,862 243,836 119,253 265,616 338,500 27.44%380,000 6111 -SEVERANCE PAY 2,490 2,819 24,076 --0.00%- 6122- PERA COORDINATED PLAN 1,151 ----0.00%- 6123- PERA POLICE & FIRE PLAN 17,935 27,583 18,775 40,842 41,131 0.71%28,304 6125- FICA - SOCIAL SECURITY 17,207 15,055 7,545 16,468 22,630 37.42%23,399 6126-FICA-MEDICARE 5,746 5,938 3,733 7,507 8,975 19.56%5,472 6127- FIRE RELIEF ASSOCIATION 153,545 148,061 -135,000 148,000 9.63%148,000 6131 - CAFETERIA PLAN CONTRIBUTIONS 11,752 20,300 18,075 40,410 40,464 0.13%43,701 6151 -WORKER'S COMP INSURANCE 56,931 59,286 46,045 49,401 49,507 0.21%49,945 TOTAL PERSONAL SERVICES 662,405 693,141 354,609 807,358 903,105 11.86%940,038 6201 - OFFICE SUPPLIES 2,754 508 103 800 840 5.00%880 6203- BOOKS/REFERENCE MATERIALS 480 316 150 1,200 800 -33.33%1,000 6211 -CLEANING SUPPLIES -20 ---0.00%500 6214- CLOTHING & PERSONAL EQUIPMENT 25,533 32,037 4,502 14,800 8,000 -45.95%8,400 6217- SAFETY SUPPLIES 439 -2,144 400 21,000 5150.00%10,500 6219- GENERAL OPERATING SUPPLIES 14,736 12,283 5,813 18,800 8,000 -57.45%10,500 6219.1 - GEN OP SUP-FIRE EDUCATION -1,920 -3,000 4,000 33.33%4,200 6241 -SMALL TOOLS 198 -367 800 1,600 100.00%1,700 6242- MINOR EQUIPMENT 14,966 23,432 12,390 18,000 18,000 0.00%27,300 6243- MINOR COMPUTER EQUIPMENT 30,918 4,283 131 4,500 4,300 -4.44%7,000 TOTAL SUPPLIES 90,024 74,799 25,600 62,300 66,540 6.81%71,980 6305- MEDICAL SERVICES 11,015 520 700 8,000 12,000 50.00%12,600 6307- PROFESSIONAL SERVICES 15,024 3,566 4,379 4,000 1,660 -58.50%4,140 6321 -TELEPHONE/PAGERS 3,722 4,282 2,562 4,920 5,890 19.72%6,070 6323- RADIO COMMUNICATIONS 8,840 8,400 5,514 8,500 9,000 5.88%9,000 6329- OTHER COMMUNICATION SERVICES 3,944 5,477 2,827 7,170 5,820 -18.83%6,000 6331 -TRAVEL EXPENSE/MILEAGE -558 105 400 600 50.00%600 6341 -PERSONNEL ADVERTISING 60 40 -1,000 1,000 0.00%1,000 6351 - PRINTING 78 91 646 600 600 0.00%600 6369-OTHER INSURANCE --1,113 -1,200 100.00%1,200 6381 - ELECTRIC 20,798 20,381 12,649 23,000 23,000 0.00%23,000 6382-GAS 21,699 14,554 10,216 24,250 24,250 0.00%24,250 6383-WATER 1,833 1,942 558 4,100 4,100 0.00%4,100 6385-SEWER 2,456 1,882 560 2,100 2,200 4.76%2,200 6386- STORM SEWER 941 941 470 600 800 33.33%800 6389- STREET LIGHTS 283 283 142 150 200 33.33%250 6402- EQUIPMENT SERVICES 6,556 10,013 1,614 5,000 9,000 80.00%9,450 6403- BLDGS/FACILITIES MAINT SERVICE -----0.00%- 6406- MULTI-FUNCTION MTNCE 338 527 205 500 500 0.00%525 6417- UNIFORMS ----2,000 100.00%2,100 6422- SOFTWARE MAINT 7,540 2,065 3,660 2,250 3,900 73.33%4,000 6432- CONFERENCES AND SCHOOLS 10,283 10,021 6,575 15,000 20,000 33.33%15,750 6433- MEETING EXPENSES 32 79 51 -500 100.00%500 6434- DUES & SUBSCRIPTIONS 2,748 4,603 801 3,500 3,500 0.00%3,500 6443- PRIZE AWARDS/EXPENSE REIMB 958 724 1,113 1,500 1,500 0.00%1,500 6444- RELOCATION EXPENSES -3,000 ---0.00%- 6449- OTHER CONTRACTUAL SERVICE 401 203 109 2,000 1,000 -50.00%2,000 TOTAL SERVICES & OTHER CHARGES 119,549 94,152 56,569 118,540 134,220 13.23%135,135 6461- FUEL CHARGES 16,066 11,373 4,708 15,289 11,524 -24.63%11,910 6462- FIXED CHARGES 32,753 32,848 14,165 28,330 28,462 0.47%29,316 6463- REPAIR & MAINT CHARGES 35,334 41,930 15,014 38,970 39,405 1.12%40,587 6465- REPLACEMENT CHARGES 133,039 137,586 73,886 147,772 160,117 8.35%164,920 TOTAL CENTRAL GARAGE CHARGES 217,192 223,737 107,773 230,361 239,508 3.97%246,733 6540- EQUIPMENT & MACHINERY -13,916 -52,634 31,000 -41.10%31,000 TOTAL CAPITAL OUTLAY -13,916 -52,634 31,000 -41.10%31,000 TOTAL BUSINESS UNIT EXPENSES $ 1,089,170 $ 1,099,745 $ 544,551 $ 1,271,193 $ 1,374,373 8.12% $ 1,424,886 79 GENERAL FUND 42510- EMERGENCY PREPAREDNESS 2016 2014 2015 June 2016 2017 2018 Object Code /Description Actual Actual 'lTD Budget Budget Change Budget 42510- EMERGENCY PREPAREDNESS 6101 -WAGES& SALARIES-FT EMPLOYEES $46,809 $51,811 $27,814 $53,907 $54,985 2.00% $56,085 6111 -SEVERANCE PAY 1,172 1,211 ---0.00%- 6122 - PERA COORDINATED PLAN 3,400 3,886 2,086 4,178 4,124 -1.29%4,206 6125-FICA-SOCIAL SECURITY 3,030 3,346 1,820 3,342 3,409 2.00%3,477 6126-FICA-MEDICARE 709 783 426 782 797 1.92%813 6131 - CAFETERIAPLAN CONTRIBUTIONS 11,424 12,708 7,868 13,470 13,488 0.13%14,567 6151 -WORKER'S COMP INSURANCE 298 399 209 361 368 1.94%376 TOTAL PERSONAL SERVICES 66,842 74 ,144 40,223 76,040 77,171 1.49%79,524 6201 - OFFICE SUPPLIES ---350 400 14.29%420 6203 - BOOKS/REFERENCE MATERIALS ---500 500 0.00%525 6204- STATIONARY SUPPLIES ---200 300 50.00%315 6219- GENERAL OPERATING SUPPLIES --4 800 800 0.00%840 6242- MINOR EQUIPMENT ---3,000 3,000 0.00%3,150 TOTAL SUPPLIES --4 4,850 5,000 3.09%5,250 6381 - ELECTRIC 331 339 202 350 400 14.29%400 6402- EQUIPMENT SERVICES 2,008 2,109 2,109 2,500 3,000 20.00%3,150 6432- CONFERENCES AND SCHOOLS 1,300 2,020 650 3,000 3,000 0.00%3,150 6434- DUES & SUBSCRIPTIONS 200 260 130 450 390 -13.33%390 TOTAL SERVICES & OTHER CHARGES 3,839 4,728 3,091 6,300 6,790 7.78%7,090 TOTAL BUSINESS UNIT EXPENSES $70 ,681 $78,872 $43,318 $87,190 $88,961 2.03% $91,864 80 p S rp. The mission of the Brooklyn Center Fire Department is to protect lives and property in our community during emergencies resulting from fire, medical, hazardous materials and environmental causes. We enrich our community by providing non-emergency services that focus on safety and prevention. 81 iic Functions/U -MISIC o Fire Prevention Fire Prevention includes fire code enforcement, public education, community service, and fire investigation. o Emergency Response Provide fire suppression, emergency medical services, hazardous materials, and other rescue, services to the citizens and visitors within our community so they can receive scene stabilization in a timely manner. o Emergency Preparedness Helps to identify and mitigate risks to community. Assists in increasing individual and organizational preparedness - Provides training and exercises for employees at all levels in community emergency preparedness, emergency operations, response and recovery, including their own safety at home and at City facilities. Provides useful information to assist in educating the community about personal preparedness. Coordinates the city's response to disasters. Serves as the liaison to the Hennepin County Emergency Management, Minnesota State Department of Homeland Security, and other jurisdictions on emergency management 82 83 -- I AW Description of Performance Measure Performance Levels - Value Target Value Achieve a 9 minute response time to a 22.7%structure fire with 15 firefighters 90% of the . 90%(5/22 occurrences) time (NFPA Standard 1720). Percentage of fires confined to room of origin 59.12% 100% -(13/22 occurrences) Percentage of commercial properties 3/o 100/o inspected in accordance with inspection cycle District Educational program presentations per year 56 40 Number of CO/smoke alarms installed 31 smoke/1 3 CO 60 smoke/SO CO Number of Educational presentations for City 3 4 Staff 84 Operational Excellence o Fire Department Service Model Change In 2017 the fire department is planning to create a more strategic approach to emergency calls for service by the implementation of a new response model. We believe this new model will create a more consistent approach to emergency fire and medical response. This model will create a more consistent and predicable level of staffing for the residents of Brooklyn Center. The recommendation listed below is the result of the analysis of the calls for service that the fire department has responded to over the last seven years. o Program Recommendations: Change the number of Duty Crew hours from 105.5 per week to 96. The new hours going forward would be 1000-2200 seven days a week. This will allow the department to have staffing during the day when 69% of the calls for service occur. This would also reduce the number of all-calls by 13%. 85 Operational Excellence o Pay Per Call The fire department currently does not pay an hourly wage to firefighters that respond to calls for service when not on duty. Under FLSA firefighters are protected by the minimum wage and overtime provisions. The recommendation listed below are based off of the standard listed above. o Recommendation: Paying all firefighters a minimum of one hour of pay and .5 hours after the initial hour for responses to fire calls and all other fire department activities. Removing all stipends and going to a pay scale for Firefighters, Captains and Chief Officers. 86 Operational Excellence o Fair Labor Standards Act The fire department currently has six non-exempt Public Works employees who are also firefighters. Per the Fair Labor Standards Act the City is required to pay them one and one-half times their rate of pay for all hours worked over 40 in a week. Currently the Public Works employees are only paid the regular fire department wage for all hours worked for the fire department. The recommendation listed below is based off of the standard listed above. o Recommendation: Paying all Public Works employees who are firefighters one and one-half times the fire department rate of pay for all hours worked for the fire department. 87 :iim riri i uiiio. o There s a 2650% incroase in Part-Time wages for 2017. Ths is for the Pay-Per Call and for paying the Dual-Foe em poyees one and one-half times the firefighter rate of pay. 88 Fludoet Hiahliahts 2U The overall budget request is a 8.12% increase over the 2016 budget request. The increase to Part-Time wages is the biggest factor for this increase. The other increases are listed below: New Utility Truck Safety Budget (Safety gear for new firefighters) Equipment Services (Equipment Testing)jJIISII] 89 Questions?? Follow-up Information from Previous Budget Discussions Brooklyn Center Housing Market Data: David Arbil Mierreupoiru auoa A000cmotron of REALTORS Median Sales Price $2500 -- $225 11 $2011 51750 51001< $1250 51001< Offic. 952-988-3150 NOIIhSt3rMLS — arnoirlyn Cnnlnr —Twin Cites Region $7511 0-7205 -2011 -20-31 0-2000 -2000 -2010 1-2011 -202 1-2015 -2014 1-2015 -2016 01000100 Center & Toll COder fleyse Edaa0s0 12enoIoud01011jCIorbonOsIoal232016. 03 ott, non ring OalotS 00000o00d 100000 brO eoi5uon0001 Po,o0007 tO<0500eoOedt.10i0053 ( David Arbit Office: 52-995-3150 M i nneapolis Area Association of REALTORS OavidAmStMPLSrealtor corn Brooklyn Center Median Sales Price - By Property Type — Single-Family — Condo — Townhouse $25011 NorthstarMLs Pam your Iirfotrrratioii. Fur your Succour,. om $10011 -I so. 1-2055 1-20011 0-2057 1-2000 1-2069 0-2010 1-2011 -2012 0-2013 1-2014 1-2005 1-2016 Brooklyn Center 13,dodoau1oig 0 12n Swdndoutj 020 OUerem Au2073 2010. OS du Suer EketoturlotS Duos donned rnOuirle bum rOd gorurautood Peoernd try I 01< Rerroasto wod Mur5rrtrr. 92 Twin Cities Regional Data: Housing Supply Overview A RESEAfICI I TOOL PROVIDED BY THE MINNEAPOLIS AREA ASSOCIATION OF REALTORS® MINNEAPOLIS AREA Association of REALTORS' July 2016 Even as sales activity slows due mostly to a lack of inventory, prices continue to rise in several submartcets and days on market Continues to drop. For the 12-month period spanning August 2015 through July 2016, Pending Sales in the Twin Cities area were up 6.6 percent overall. The price range with the largest gain in sales was the $350,001 to $500,000 range, where they increased 19.6 percent, The overall Median Sales Price was up 5.6 percent to $227,000. The property type with the largest price gain was the Towrrhornes segment, where prices increased 5.5 percent Is $174,000. The price range that tended to sell the quickest was the $100,001 to $250,000 range at 54 days; the price range that tended to sell the slowest was the $1,000,001 and Above range at 174 days. Market-wide, inventory levels were down 18.1 percent The property type that lost the least inventory was the Condo segment, where it decreased 15.0 percent That amounts to 3.1 months supply for Single-Family homes, 2.2 months supply for Townhomes and 2.8 months supply for Condos. Quick Facts +19.6% +9.4% +11.9% Price Range With the Properly Type With Cencteautlon Statue With Ssneeest Sales: Strongest Sales:Strsnaent Sates: $350,001 ta$500,060 Tow,rhomoS PreslauslyOwned Pending Sates 2 Days on Market Until Sale 3 Median Sates Price 4 Price Per Square Foot 5 Percent of Original List Price Received 6 Inventory of Homes for Sale 7 Months Supply of Inventory 8 71 f 07 as a unonrl:nvrwors.v. Pornnl C-j5tn,'.ryrnrn 01. Median Sales Price 113 MeOve winy' point Inn as ytosvcj saks, rod erneernoliug for seller concessions fluscd one rolling l2nnonlh u:cd,art. urssrnv,rc W* S..,. . REALTORS' By Property Type By Construction Status 51-2515 -7-2016 .7.2015 • 7.2010 $380,0oo $388,000 0234,000 $246,000 $174,000$145,000 s14e,7oe $209,512 $221,000 .5.1% .5.5% .1.2% .5,5% +2.1% urrOIe'FarelryDueorhed Tuorrrunrrr Conloorh'knru PrroienoljOwnud FOn coruwunan All Properties Previously Owned New Construction By Property Type Ji 2015 72016 Change 72015 72018 hanger 72016 Chang. Sioole-Fannily Onlanhed $234,000 $240,000 + 5.1%$227,000 $240,000 +53% 1 $401,447 $410,2e9 +2.2% Towohonins $165,000 $174,000 +5.5%$101,000 $170,000 +5.6%$208,000 $288,475 +6.9% Condominiums $145,000 $146,700 + 11%$141,000 $145,000 +2.8%$378,589 $331,808 -12.4% All Property Types $2115,000 $227,600 45.6%$209,512 $221,000 +5.5%$300,000 $388,000 +2.1% 93 Brooklyn Center Rental License Data: Active Rental Hcense by Type 8/23/2016 *D oes not inck pending Licens 94