HomeMy WebLinkAbout2017 City of Brooklyn Center Annual Budget
City of
Brooklyn Center
Annual Budget 2017
City of Brooklyn Center
Annual Budget for the fiscal year ending December 31, 2017
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
Jeremy Hulke Jim Glasoe
Fire Chief Director of Community Activities,
Recreation & Services
Steve Lillehaug Reggie Edwards
Director of Public Works/City Engineer Interim Assistant City Manager
Nathan Reinhardt
Finance Director
City of Brooklyn Center
2017 Budget
Table of Contents
i
City of Brooklyn Center
2017 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 27-34
Budget Summary – All Funds
Components of City Property Tax Levy/Graph ......... Page 35
Market Value/Graph ................................................... Pages 36-37
Tax Capacity/Graph .................................................... Pages 38-39
Median Value Home/Graph ...................................... Page 40
Property Tax Allocation/Graph .................................. Page 41
Cost of General Fund/Graph ...................................... Page 42
Tax Changes by Property Type/Graph ...................... Page 43
Utility Rate Comparisons/Graph ................................ Pages 44-49
All Fund Types ........................................................... Pages 50-51
Special Revenue Funds ............................................... Pages 52-53
Debt Service Funds ..................................................... Pages 54-55
Capital Project Funds .................................................. Pages 56-57
Public Utility Funds .................................................... Page 58
Enterprise Funds ......................................................... Page 59
Internal Service Funds ................................................ Page 60
General Fund Summary
Revenue Summary/Graph .......................................... Pages 62-63
Expenditure Summary/Graph .................................... Pages 64-65
Expenditure Summary by Object/Graph.................... Pages 66-68
General Fund Revenues
General Fund Revenue Detail .................................... Pages 69-72
General Fund Expenditures
General Government
Mayor-Council ............................................................ Pages 73-75
Administration Narrative ........................................................ Pages 76-80
City Manager ............................................................... Page 81
Elections ...................................................................... Page 82
City Clerk .................................................................... Page 83
Human Resources ...................................................... Page 84
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Information Technology ............................................. Page 85
Fiscal & Support Services Narrative ........................................ Pages 86-88
Finance ........................................................................ Page 89
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 105-108
CARS – Administration .............................................. Page 109
CARS – Recreation Administration ........................... Page 110
CARS – Adult Recreation ........................................... Page 111
CARS – Teen Programs ............................................. Page 112
CARS – Youth Programs ............................................ Page 113
CARS – General Recreation ....................................... Page 114
CARS – Community Center ....................................... Page 115
CARS – Pool ............................................................... Page 116
CARS – General Government Buildings ................... Page 117
Public Works Narrative .......................................................... Pages 119-121
Public Works – Admin/Engineering .......................... Page 122
Public Works – Street Maintenance ........................... Page 123
Public Works – Traffic Control ................................. Page 124
Public Works – Park Facilities ................................... Page 125
Public Works – Forestry ............................................. Page 126
Building and Community Standards Narrative ....................... Pages 127-131
Building Inspections ................................................... Page 132
Code Enforcement ...................................................... Page 133
Business and Development Narrative .................................... Pages 135-138
Assessing ..................................................................... Page 139
Planning and Zoning ................................................... Page 140
Non-Departmental Accounts Narrative .................................. Page 141
Legal ............................................................................ Page 142
Joint Powers Payments ................................................ Page 143
Convention and Tourism ........................................... Page 144
Risk Management (Insurance) .................................... Page 145
Central Supplies and Support ..................................... Page 146
Reimbursement from Other Funds ............................ Page 147
Transfer Out ............................................................... Page 148
Special Revenue Funds
HRA Narrative ...................................................................... Page 150
HRA Fund .................................................................. Page 151
EDA Narrative ...................................................................... Pages 152-156
EDA Fund .................................................................. Pages 157-158
CDBG Narrative .................................................................... Page 159
CDBG Fund ............................................................... Page 160
Police Forfeitures Narrative .................................................. Page 161
Police Forfeitures ........................................................ Page 162
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TIF District #2 Narrative ...................................................... Pages 163-164
TIF District #2 ............................................................ Page 165
TIF District #3 Narrative ...................................................... Pages 166-168
TIF District #3 ............................................................ Page 169
TIF District #4 Narrative ...................................................... Pages 170-171
TIF District #4 ............................................................ Page 172
TIF District #5 Narrative ...................................................... Pages 173-175
TIF District # 5 ........................................................... Page 176
City Initiative Grants Fund Narrative ................................... Page 177
City Initiative Grants Fund .......................................... Pages 178-181
Debt Service Funds
Debt Service Summaries ............................................. Pages 184-185
2006A G.O. Improvement Bonds ............................. Page 186
2008B G.O. Improvement Bonds .............................. Page 187
2013B G.O. Improvement Bonds .............................. Page 188
2015A G.O. Improvement Bonds ............................. Page 189
2016A G.O. Improvement Bonds ............................. Page 190
2015B G.O. Tax Increment Bonds ............................ Page 191
2013A G.O. Tax Increment Bonds ........................... Page 192
2008A G.O. Tax Increment Bonds ........................... Page 193
Capital Project Funds
Capital Improvements Fund ....................................... Page 196
Municipal State Aid Fund ........................................... Page 197
Capital Reserve Emergency ........................................ Page 198
Infrastructure Construction Fund ............................... Page 199
EBHC Capital Projects Fund ..................................... Page 200
Street Reconstruction Fund ........................................ Page 201
Technology Fund ........................................................ Page 202
Public Utility Funds
Utilities Division Narrative ...................................................... Pages 204-206
Water Fund ................................................................. Pages 207-208
Sanitary Sewer Fund ................................................... Pages 209-210
Storm Sewer Fund ...................................................... Pages 211-212
Street Light Fund ........................................................ Page 213
Recycling Fund ............................................................ Page 214
Enterprise Funds
Liquor Stores Narrative ........................................................... Pages 216-218
BC Liquor Operations ................................................ Pages 219-225
Centerbrook Golf Course Narrative ....................................... Pages 226-227
Centerbrook Golf Course ........................................... Pages 228-229
Earle Brown Heritage Center Narrative ................................. Pages 230-232
Earle Brown Heritage Center ..................................... Pages 233-240
Internal Service Funds
Central Garage Narrative ........................................................ Pages 242-244
Central Garage Fund ................................................... Pages 245-246
Capital Improvement Program (CIP) ................................................ Pages 247-305
Other Capital Plans ............................................................................. Pages 308-312
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City of Brooklyn Center
2017 Budget
City Manager’s Budget Message
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To: Mayor Willson and Councilmembers Graves, Lawrence-Anderson, Myszkowski and Ryan
From: Cornelius L. Boganey, City Manager
Date: December 5, 2016
RE: 2017 Final Budget Adoption
It is my pleasure to transmit the 2017 budget for the City of Brooklyn Center. While the City
Manager is tasked with the responsibility of preparing a budget, it cannot be accomplished
without the clear policy direction provided by the City Council with input from the Financial
Commission. It would be impossible to produce this budget without the cooperation and
collaboration of the Leadership Team: Department Heads, Division Heads and other Staff
Members. Special recognition should be given to the Fiscal Services Department and the Finance
Director Nathan Reinhardt for his particular role in planning and coordinating the budget
development process. It is our collective hope and expectation that this budget will succeed in
its purpose to wisely manage our resources and implement policy for the benefit of an even
greater community.
Budget Overview
The adopted 2017 budget, in financial terms, sets forth the action plan of the City. The priorities
for staff, infrastructure improvement and service response are reflected in the allocation of
resources in the plan developed in City Council Joint Work Sessions with the Financial
Commission during the months of June through November 2016. The expenditure levels are
focused on maintaining current services and on the achievement of the strategic goals and
priority outcomes adopted by the City Council.
The overall General Fund budget increase is 3.36% and the overall tax levy increase is 5.38%.
The property tax levy increase is, in large part, a result of a new debt service levy dedicated for
the repayment of a 2016 bond issue used to finance neighborhood infrastructure reconstruction
improvements. The Median Value Residential Property in the City is $150,000 compared to the
prior year value of $142,100, which is an increase in market value of 5.6%. The Median Value
Residential Property will pay approximately $898 in City and Housing and Redevelopment
Authority property taxes in 2017 compared to $862 in 2016, which is an increase of $36.
The 2017 Budget incorporates the following significant items:
Issuance of $10.8 million of debt to finance capital improvements including the street,
water, and sanitary sewer portions of the infrastructure improvement project for
Evergreen Park Area Reconstruction and Water Tower No. 3 painting. This debt issue
provides the needed funding for the continuation of our street and utilities neighborhood
reconstruction program
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A $100,000 allocation for communications and community engagement initiatives.
Enhancements to the Fire Department service model, which includes modifying duty
crew schedules to better match the time of day when most service calls are generated and
implementing a pay per call system.
The addition of a full-time information technology technician and a full-time
maintenance position at the Earle Brown Heritage Center to support the increasing
demands of these functions.
Addition of a patrol sergeant that will be assigned to the proactive policing team unit.
Continuation of our commitment to the success of youth, by increasing funding to the
Brooklyn Bridge Alliance for Youth and expansion of the mobile recreation
programming from four to eight sites.
Funding for the expanded revitalized Earle Brown Days.
An appropriated General Fund contingency of $125,000 available for unanticipated
expenditures.
The Adopted 2017 Levies
On December 5, 2016, the City Council adopted the 2017 budget and property 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 $ 15,285,946
General Fund - Abatement for Economic Development 59,000
Debt Service - Public Improvement Bond 849,968
Total Levy $ 16,194,914
Housing and Redevelopment Authority $ 329,079
The General Fund is the primary operating fund for government business of the City. The
proposed General Fund Budget is as follows:
The Adopted 2017 General Fund Budget
Revenues
Property Tax (net) $ 15,278,667
Excess Tax Increment 380,000
Lodging Tax 1,050,000
Licenses and Permits 728,555
Intergovernmental Revenue 1,430,253
Charges for Service 834,095
Fines and Forfeits 262,500
Other Revenue 483,940
Total General Fund Revenue $ 20,448,010
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Expenses
General Government $ 3,048,569
Building and Grounds 848,964
Police 8,182,433
Fire and Emergency Preparedness 1,431,459
Planning & Zoning 176,153
Building & Community Standards 1,128,489
Public Works 3,786,811
Community Activities, Recreation & Services 1,668,962
Other Services 678,750
Risk Management 220,610
Central Supplies and Services 132,294
Reimbursement from Other Funds (1,040,484)
Transfers Out 185,000
Total General Fund Expenditures $ 20,448,010
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 2017 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 2017 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.
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
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developments/redevelopments/renovations that stimulates the creation of new living
wage employment opportunities.
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
We will 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
of the western portion, potential redesign of the daylighting of Shingle Creek,
reconfiguration of buildable sites in the central portion, renovation of the former Kohl’s site,
and redevelopment of the out parcels.
We will identify opportunities related to the availability of tax increment for eligible
expenditures and provide recommendation on the possible use of funds to complement the
developer and ensure the successful redevelopment of the former Brookdale Mall properties.
Opportunity Site Development (completion of Phase I 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.
The City will complete the construction and tax increment financing of public improvements
for street, sidewalks, utilities, boulevard lighting and landscaping.
We will continue to pursue and promote redevelopment opportunities within the Opportunity
Site; consider the acquisition and 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
renovation of properties within the Opportunity Site.
Cars with Heart Site (completion of senior assisted living development)
The developer will commence with the construction of the senior assisted care apartments.
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 improvements to better serve the residents, visitors
and employees at this senior housing project.
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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 Cent er 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 monitor
and inspect vacant properties and continue code enforcement activities with proactive
inspection on resolving violations.
Safety
Proactively improve customer service through a new fire service staffing model. This model
will be an efficient and effective means to meet the community’s high expectations as it
relates to public safety and emergency response. Changes include a transition from a
volunteer fire department to a paid on-call fire department and scheduling changes to the
duty crew to better match staffing with the time of day when most service calls are received.
We will maintain a team of police officers whose primary focus it 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.
Perception of Safety in the Community
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. We will work increase the opportunities
for officers to engage the community in non-enforcement, positive, and informative ways
including “Coffee with a Cop”, Multi-Cultural Advisory Committee (MAC) meetings, Safe
Summer Nights events, and Neighborhood Park meetings.
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 our monthly double dozen
meetings with an increased emphasis on management training, introduction of best practices
and strategic planning.
Fiscal Responsibility
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 long-term financial outlook.
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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 (EBHC) and the
City of Brooklyn Center. The EBHC is one of the region’s premier conference and events
facilities, and a centerpiece of the community. We will strive to maintain our current level
of 91% repeat corporate clients at the EBHC by fostering innovation and enhancements to
our customer experience.
The addition of a beer cave to BC Liquor Store #2 will address customer demands for craft
beer variety and accessibility and improve operational efficiency related restocking needs.
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 (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
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.
Continued emphasis on Inclusion and Diversity initiatives
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. In 2017, the efforts of the Council will expand to include more of an external
customer focus.
Earle Brown Days Revitalization
This year we began the process of reimagining and revitalizing the Earle Brown Days civic
celebration. We will continue the process, by growing citizen and corporate involvement.
Additional allocations have been added to the General fund budget to support these efforts.
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General Community Outreach
We will focus on open and valuable community participation, outreach, and education,
specifically in regard to the operation of the City’s new water treatment plan, brought online
in early 2016.
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
rates, pathways to college or career, and reductions in young people’s exposure to violence.
Mobile Recreation Initiative
The mobile recreation program, which brings recreation programming out into the community,
will be expanded from four sites in 2016 to eight sites in 2017. Program locations will match
areas with a high density of youth, ensuring the most critical areas of the community are served.
Engage Troubled Youth with Alternatives to Court Interventions through 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 and connect
them to resources within Cornerstone domestic abuse services that can benefit them.
Engage 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, Elementary School “cop talks” and continued participation in Junior
Achievement programs.
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.
Maintain a Positive Financial Position with a Long Term Perspective
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.
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Brooklyn Boulevard Corridor and TH 252
We will solidify the funding partnership for the Brooklyn Boulevard Corridor Phase I (49th
Avenue to Bass Lake Road) and Phase II (Bass Lake Road to I-94). We will work with regional
partners and jurisdictions to advocate for the TH 252 conversion to a freeway to be placed in the
Minnesota Highway Investment Plan (MnSHIP).
CIP Funding
In 2017 we will implement the 24th 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 to all City neighborhoods.
Capital Improvement Funding Strategy
We will continue to evaluate our financial strategy that utilizes 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.
General Fund Revenue Summary
The 2017 General Fund budgeted revenues total $20,448,010, which is an increase of $664,851
(3.36%) from 2016. 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 $616,196,
lodging tax revenues of $155,000, and intergovernmental revenues of $41,816. These increases
were partially offset by budgeted revenue reductions in delinquent property tax revenue of
$66,278, building permit revenues of $77,850 and court fines of $44,000.
Property taxes
75%
Other taxes
7%
Licenses &
permits
4%
Inter‐
governmental
7%
Charges for
services
4%
Fines &
forfeitures
1%
Other revenue
2%
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General Fund Expense Summary
The 2017 General Fund budgeted expenditures total $20,448,010, which is an increase of
$664,851 (3.36%) from 2016. The 2017 Budget shows 38 percent of the General Fund
expenditures are for Police ($8,182,433). The remaining significant amounts include 18 percent
for Public Works ($3,786,811), 18 percent for General Government ($3,897,533) and 8 percent
for Community Activities, Recreation and Services ($1,668,962).
The 2017 General Fund Budget incorporates the following significant items:
Personnel. Salaries and benefits represent approximately 69 percent of the General fund
expenditure budget. Personnel includes:
o A two percent increase in employee base wages, resulting in an annual cost of
$210,000.
o No change in the employer provided monthly cafeteria contributions (insurance)
for full-time employees.
o Change in the fire department staffing model, including a change in staffing
schedule and pay per call, resulting in a net increase of $73,000.
o Replacement of a part-time information technology technician with a full-time
position, to support the increasing software and equipment needs of the City.
The estimated net annual cost of this position is $50,800.
o Addition of a patrol sergeant that will be assigned to the proactive policing team
unit. The estimated annual cost of this position is $128,800.
o No change in the estimated vacancy/turnover savings of $230,000. This amount
is a budgeted expenditure reduction for open positions throughout the year.
Allocation of $100,000 for community engagement and communication initiatives of the
City, including a comprehensive review of branding messaging and logo design used by
the City.
Expansion of the mobile recreation program, from four to eight sites. The program
locations will match areas with a high density of youth, ensuring the most critical areas
of the community are served. The budgeted increased cost to operate all eight sites is
$17,500.
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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Increased funding for the Brooklyn Bridge Alliance of $35,500, in support of the
BrookLynk internship program and other youth programming initiatives.
A $125,000 General Fund contingency for unanticipated expenditures that may arise
during the year.
Taxable Market Value
Class Payable 2016 Payable 2017 Change (%)
Commercial $284,999,900 $302,538,000 6.2%
Farm 758,000 - -100.0%
Industrial 121,951,800 127,651,100 4.7%
Residential 981,654,209 1,042,117,105 6.2%
Apartment 195,603,780 213,457,800 9.1%
Other 456,000 456,000 0.0%
Totals $1,585,423,689 $1,686,220,005 6.4%
The City’s taxable market value is estimated at $1,686,220,005, which is an increase of
$100,796,316 (6.4%) from last year. For the 3rd consecutive year the taxable market value
increase is driven by increases in residential (6.2%) and apartment (9.1%). The decrease is
Farm is related to the redevelopment of the last agricultural property (former Malmborg’s
Garden Center) located in Brooklyn Center.
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. The comparison of this chart to last year
shows that residential will pay almost the same proportionate share of total City property taxes.
Across the board this is the most consistent tax capacity comparison in the past several years,
with very little change in the proportions being paid. Residential represents 48.6% of the City’s
tax capacity.
The total tax capacity of the City is estimated at $21,860,037 compared to $20,583,912 in 2016,
which is an increase of $1,276,125 (6.2%).
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Property Tax Implications
The median value home last year had an estimated market value of $142,100 and a taxable
market value of $117,649. The price of that median value home went from $142,100 to
$150,000 with a taxable market value of $126,260. As a result of the market value increase, the
City (including HRA) property tax will increase by an estimated $36 from $862 to $898.
The chart shown above provides information on the median value home and City property taxes
paid since 2011. The red bar and amounts on the left axis represent the median value home. In
2011, that value was $137,400 which subsequently decreased each year to its lowest value in
2014 of $114,200. The grey shaded area and the amounts on the right axis is the property tax
amount paid on that median value home. In 2011 the median value home paid $818 in City
property tax, similar to the market value, we saw steady decline in City property taxes leading up
to the last three valuations.
Breakdown of Property Taxes
*Based on a Residential Property in School District #279
2011 2012 2013 2014 2015 2016 2017
Annual City Taxes $818 $715 $674 $661 $755 $862 $898
Estimated Market Value $137,400 $133,800 $119,800 $114,200 $131,400 $142,100 $150,000
$500
$550
$600
$650
$700
$750
$800
$850
$900
$950
$100,000
$110,000
$120,000
$130,000
$140,000
$150,000
$160,000
City of Brooklyn
Center
38%
Hennepin
County
25%
School Districts
33%
Metro Taxing
Districts
1%
Other Taxing
Districts
3%
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City taxes account for 38 percent of property taxes paid by homeowners living in Brooklyn
Center (based on the preliminary 2017 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.
2017 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 (excludes Housing & Redevelopment Authority property taxes). This chart provides
an approximate tax dollar cost of the services provided by the City, but it should be noted that it
does not take 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 2017, the typical homeowner will pay approximately $352 for police, $163 for
public works, $123 for general government, $72 for community recreation, $62 for fire and
emergency preparedness and $56 for community services.
2017 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 $18.69 million in
improvements budgeted for 2017, including Evergreen Park Area Neighborhood Reconstruction,
General
Government,
$123
Police, $352
Fire &
Emergency
Preparedness,
$62
Community
Services, $56
Public Works,
$163
Community
Recreation, $72
Technology
Improvements,
$6
Golf Course, $2
Other, $44
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57th Avenue mill and overlay, 69th Avenue mill and overlay, 57th Avenue regional trail (Logan to
I-94), 69th Avenue trail reconstruction, the replacement of emergency responder radios and the
replacement of the fire department self-contained breathing apparatus (SCBA). Funding for
these projects come from a variety of different sources. The complete CIP can be found in the
Capital Improvement Program section in 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 2017, the City is scheduled to replace
$1,414,000 in vehicles and equipment including the replacement of a fire truck and street
sweeper. The detailed listing of equipment scheduled for replacement in 2017 and 2018 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 three years the Liquor Fund has transferred $718,000 to
the Capital Improvements Fund for future projects.
Centerbrook Golf Course
The mission of Centerbrook Golf Course is to be a premier value Minnesota golf course
offering a challenging, well-conditioned course and exceptional customer service.
Centerbrook Golf Course is a nine (9) hole, par three (3) golf course owned and operated by
the City of Brooklyn Center. Even with the challenges of declining golf rounds, we are
optimistic that many of the initiatives and course improvements will begin to reap dividends
going forward; yet it is assumed that an annual subsidy for this recreational activity will be
required for the foreseeable future. Our objective is to minimize the required subsidy each
year by growing demand and improving efficiency.
Earle Brown Heritage Center
The Earle Brown Heritage Center (EBHC) is comprised of the Convention Center with
Administrative Services, Catering Services and Commercial Office Rentals. These Divisions
provide for the provision of maintenance, conference services, custodial functions,
development, preparing, equipment servicing, and serving of food and beverage for events at
Earle Brown Heritage Center. Maintenance of buildings and grounds of the commercial
office spaces located at EBHC for two tenants. Additionally, the EBHC has a management
agreement with Flik International for the food and beverage.
14
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 $12.20 per residential and
commercial irrigation meter. In addition to this base charge, the City charges a consumption
charge of $2.03 per 1,000 gallons (up to 30,000 gallons per quarter). The 2017 rates will
increase to $14.64 per residential meter and $2.44 per 1,000 gallons, which is an increase of
$2.44 per quarter in base charges and $0.31 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 $2.53 per 1,000 gallons. The
2017 consumption rate will be adjusted to $3.04 per 1,000 gallons, which is an increase of
$0.51. 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 $9.82 per quarter.
Water rate increases are driven by the City’s construction of a water treatment plant, which
opened in 2016. The water treatment plant has reduced the level of manganese from our
water supply. The (estimated) total cost for the water treatment plant is $19.98 million, which
was financed through a low interest loan under the Drinking Water Revolving Fund through
the Minnesota Public Facility Authority (PFA) loan program. The loan is being repaid over
twenty years at one percent, which calculates to annual repayments of approximately $1.1
million. Next year will be the third and final year of phased water rate adjustments needed to
provide sufficient revenue for these annual loan repayments.
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 fund’s operating
expenditures.
15
The City currently charges a quarterly base charge of $80.02, which will increase to $82.42 in
2017. The $2.40 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.
Rate Comparison (Water/Sewer/Storm Sewer)
The City annually compares its utility rates to nine other cities that are considered to be
similar to Brooklyn Center. Not all of the comparison cities operate a recycling or a street
light utility, however eight of the comparison cities provide water, sewer and storm sewer
utilities (White Bear Lake does not provide a storm water utility). The rates shown in the
table below for the comparison cities are their 2016 rates. At the time this chart was compiled
their 2017 rates were unknown. The rates were used to calculate the typical residential
quarterly bill.
The results of that comparison show that even with the adjustments in water rates for the
construction of the water treatment plant, Brooklyn Center remains near the bottom. The
City’s 2017 bill for these services of $155.46 compares favorably to average of $168.34.
*White Bear Lake does not operate a storm water utility
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. In 2016, City Council adopted a mid-year rate increase of $3.15 per
quarter which will provide the funding for a City-wide clean-up (pick up and removal of large
items from the curbside).
The City currently charges a quarterly base charge of $12.36 in 2016, this amount will
decrease to $11.98. The $0.38 decrease is a result of an adjustment to the administrative costs
the City applies to the fund.
Housing and Redevelopment Authority
The Housing and Redevelopment Authority (HRA) levy for 2017 is $329,079, which is an
increase of $20,561 from 2016. 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
2017 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
42412 CFMH Classes
45015 NW Cable Communications Grant
45020 Recreation Miscellaneous Grants
45025 Active Living Grant
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
31800 47528 GO Improvement Bonds 2016A
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
49613 Darkness Day Event
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
2017 Budget
Staffing
City of Brooklyn Center
2017 Budget
Full Time Employees - By Fund, Function & Division (By Funding Source)
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
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 3.5 3.5 0.0 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 3.0 3.0
General Government Buildings & Facilities 4.0 4.0 4.0 3.0 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 40.0 40.0 40.0 40.5 40.5 40.0 40.0 40.0 41.0 41.0
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 2.0 3.0 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 1.5 1.5 1.5 1.5 1.5 1.2 1.2 1.2
Inspections 4.0 4.0 4.0 4.0 4.0 5.0 5.5 5.2 4.2 4.2
Code Enforcement 5.0 5.0 5.0 4.0 5.0 5.0 4.0 3.4 4.4 4.4
Public Works
Public Works Administration/Engineering 6.0 6.0 6.0 6.0 7.0 7.0 7.0 7.0 7.0 7.0
Street Maintenance 8.0 8.0 8.0 7.0 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 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Subtotal 126.0 126.0 125.5 120.0 122.5 123.0 120.0 119.8 121.8 121.8
Special Revenue Funds
Economic Development Authority 2.0 2.0 2.5 2.5 2.5 2.5 2.5 2.2 2.2 2.2
Grant Funds: COPS Grant 0.0 1.0 1.0 0.5 0.5 0.0 0.0 0.0 0.0 0.0
Grant Funds: Auto Theft Grant 0.0 1.0 1.0 1.0 1.0 1.0 0.5 1.0 1.0 1.0
Subtotal 2.0 4.0 4.5 4.0 4.0 3.5 3.0 3.2 3.2 3.2
Enterprise Funds
Off Sale Liquor Stores 4.0 5.0 4.0 4.0 5.0 5.0 5.0 6.0 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 9.0 9.0 9.0 10.0 10.0
Subtotal 16.0 17.0 16.0 16.0 17.0 18.0 18.0 19.0 20.0 20.0
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 2.4 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 15.0 15.0 15.0 15.0 15.0 15.0 15.0
Total Full Time Employees 158.0 161.0 160.0 155.0 158.5 159.5 156.0 157.0 160.0 160.0
Proposed
25
City of Brooklyn Center
2017 Budget
Summary of Full Time Employee Positions by Function
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
General Government 22.0 22.0 22.0 21.0 21.5 21.5 18.0 18.0 19.0 19.0
Public Safety 61.0 63.0 63.0 63.0 63.0 62.0 62.5 64.0 65.0 65.0
Community Services 13.0 13.0 13.0 12.0 13.0 14.0 13.5 12.0 12.0 12.0
Public Works 28.0 28.0 28.0 27.0 28.0 28.0 28.0 28.0 28.0 28.0
Community Recreation 9.0 9.0 9.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0
Enterprise Operations 16.0 17.0 16.0 16.0 17.0 18.0 18.0 19.0 20.0 20.0
Public Utilities 9.0 9.0 9.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0
Total 158.0 161.0 160.0 155.0 158.5 159.5 156.0 157.0 160.0 160.0
Proposed
26
City of Brooklyn Center
2017 Budget
Resolutions
27
28
29
30
31
32
33
34
City of Brooklyn Center
2017 Budget
Budget Summary – All Funds
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
$(1,000,000)
$1,000,000
$3,000,000
$5,000,000
$7,000,000
$9,000,000
$11,000,000
$13,000,000
$15,000,000
$17,000,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
General fund revenue Debt service HRA
35
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 2017, taxable market value is 90.87% 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
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Estimated Market Value Taxable Market Value
36
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
17.74%
Industrial
7.49%
Residential
61.12%
Apartments
12.52%
Other
0.03%
Personal Property
1.10%
37
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
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Total Tax Capacity Net Tax Capacity
38
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 47.59% of the City portion of property taxes.
COMPONENTS OF TOTAL TAX CAPACITY
Commercial
27.18%
Industrial
11.49%
Residential
47.59%
Apartments
11.68%
Other
0.03%
Personal Property
2.03%
39
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 2017
Estimated City Taxes $886 $820 $805 $715 $671 $662 $755 $862 $898
Estimated Market Value - Median $180,400 $156,500 $137,500 $133,900 $119,400 $114,300 $131,400 $142,100 $150,000
$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
40
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 - 2017 Median Value Residential Property
City of Brooklyn Center
38%
Hennepin County
25%
School Districts
33%
Metro Taxing Districts
1%Other Taxing Districts
3%
41
The chart above is illustrating the annual cost for each function of the General fund, which is the primary operating fund of the City of Brooklyn
Center. This chart does not take in consideration any costs of other funds in the City or reduce the cost for non-property tax funded
expenses such as permit fees and charges for services of the various departments.
The costs above are based on the City portion of property taxes on a median value residential property in the City.
For 2017 Median Value Residential Property
General Government,
$123
Police, $352 Fire & Emergency
Preparedness, $62
Community Services, $56
Public Works, $163
Community Recreation,
$72
Technology
Improvements, $6 Golf Course, $2 Other, $44
42
Distribution of Property Tax Amount Changes by Number of Properties in Each Category
Decrease Decrease Decrease Increase Increase Increase
15% or more 5.0% to 14.9% 0.0% to 4.9%.1% to 4.9% 5.0% to 14.9% 15% or more
7,546 Single Family Residential 31 2,074 1,195 1,563 2,456 227
0.4%27.5%15.8%20.7%32.5%3.0%
85 Apartments 1 2 9 23 46 4
1.2%2.4%10.6%27.1%54.1%4.7%
166 Commercial & Industrial - 27 84 19 29 7
0.0%16.3%50.6%11.4%17.5%4.2%
7,797 Total # of Properties 32 2,103 1,288 1,605 2,531 238
% of Total Properties 0.4%27.0%16.5%20.6%32.5%3.1%
The table above illustrates the changes in property taxes from 2016 to 2017 (in % terms) for the respective property classes. The most significant
change for each property class is highlighted in bold text above.
This table intends to give a broad spectrum analysis of how property taxes are changing across the City from year to year. It takes into effect
multiple effects such as: trends in market values for each property class, actual changes in market values for individual properties, and changes in the
tax rates.
# of Properties in Category
43
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 2016, with the exception of the budgeted 2017 rate for the City of Brooklyn Center. The chart
illustrates, that even with the budgeted rate increase for 2017, the City's water utility rates are the fourth lowest in the comparison.
The rate increase for 2017 is being driven by the City's construction of a water treatment plant, which was completed in early 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
$29.80
$48.40 $48.74
$58.46 $58.56
$66.56
$76.84
$92.10
$101.70 $103.80
$118.74
44
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 2016, with the exception of the budgeted 2017 rate for the City of Brooklyn Center.
The budgeted rate increase for 2017 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
$52.50
$67.80 $68.40 $69.89 $70.75
$78.30 $80.02
$82.42 $87.65 $97.65 $105.29
45
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 2016, with the exception of the budgeted 2017 rate for the City of Brooklyn Center.
The budgeted rates for 2017 represent no change from the 2016 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
$8.59
$12.35
$13.50
$14.48 $14.48 $14.50
$19.65
$22.00 $23.10
$25.73
46
The above chart illustrates a combined quarterly bill for Water, Sewer and Storm Utilities at a usage of 18,000 gallons. Please note
that the City of White Bear Lake does not operate a Storm Utility.
COMBINED WATER, SEWER, AND STORM COMPARISON
Residential User - 18,000 Gallons - Per Quarter
$-
$50.00
$100.00
$150.00
$200.00
$250.00
$98.20
$143.24
$154.64 $155.46
$159.36 $169.80 $170.69 $171.84 $172.25
$193.59
$243.68
47
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 2016, with the exception of the budgeted 2017 rate for the City of Brooklyn Center.
The budgeted rates for 2017 represent no change from the 2016 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
Crystal New Hope Richfield Brooklyn
Center - 2016
Brooklyn
Center - 2017
Golden Valley Shoreview
$4.90 $4.92
$5.77
$6.55 $6.55
$7.05
$10.85
48
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 2016, with the exception of the budgeted 2017 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 2017 represent a slight decrease from the 2016 rate.
RECYCLING UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
$14.00
Roseville Fridley Maplewood New Hope Crystal Brooklyn
Center -
2017
Golden
Valley
Brooklyn
Center -
2016
$5.60
$7.86
$9.78 $10.65 $10.65
$11.98 $12.00 $12.36
49
City of Brooklyn Center
2017 Budget - All Funds Summary
Special Debt Capital
General Revenue Service Projects
Revenues
Property taxes 15,278,667$ 329,079$ 849,967$ -$
Tax increments 380,000 4,114,216 - -
Lodging taxes 1,050,000 - - -
Franchise fees - - - 689,000
Licenses and permits 728,555 - - -
Intergovernmental 1,430,253 365,437 - 3,743,992
Charges for goods and services 834,095 10,650 - -
Special assessments 130,000 - 570,458 887,722
Fines and forfeitures 262,500 40,000 - -
Investment earnings 77,990 20,738 14,493 66,060
Miscellaneous 125,950 132,205 - -
Total Revenues 20,298,010 5,012,325 1,434,918 5,386,774
Expenditures
General government 3,897,533 - - 116,100
Public safety 9,613,892 216,537 - -
Public works 3,786,811 - - 162,800
Community services 1,304,642 - - -
Recreation/Economic development 1,668,962 1,657,211 - -
Capital outlay - 150,000 - 11,663,000
Debt service - - 3,696,014 -
Nondepartmental 1,031,654 - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 21,303,494 2,023,748 3,696,014 11,941,900
Other Financing Sources and Uses
Sale of property - 35,000 - -
Transfers in 150,000 478,853 2,314,976 870,000
Issuance of debt - - - 4,270,000
Transfers out 855,484 (2,765,293) - -
Total Other Financing Sources & Uses 1,005,484 (2,251,440) 2,314,976 5,140,000
Net Change in Fund Balance -$ 737,137$ 53,880$ (1,415,126)$
50
Enterprise Utility Internal 2016
Operations Operations Services Total Total Change
-$ -$ -$ 16,457,713$ 15,676,751$ 4.98%
- - - 4,494,216 4,348,805 3.34%
- - - 1,050,000 895,000 17.32%
- - - 689,000 650,000 6.00%
- - - 728,555 806,850 -9.70%
- - - 5,539,682 5,103,326 8.55%
11,225,092 10,473,697 1,771,908 24,315,442 23,350,915 4.13%
- - - 1,588,180 1,680,414 -5.49%
- - - 302,500 336,500 -10.10%
23,444 77,454 42,696 322,875 292,670 10.32%
12,250 - - 270,405 253,670 6.60%
11,260,786 10,551,151 1,814,604 55,758,568 53,394,901 4.43%
- - - 4,013,633 3,801,501 5.58%
- - - 9,830,429 9,521,262 3.25%
- - - 3,949,611 3,857,820 2.38%
- - - 1,304,642 1,273,235 2.47%
- - - 3,326,173 3,647,767 -8.82%
- 8,771,000 1,414,000 21,998,000 15,691,024 40.19%
- 1,611,321 - 5,307,335 11,568,578 -54.12%
- - - 1,031,654 953,643 8.18%
11,182,586 - - 11,182,586 11,401,190 -1.92%
- 9,964,219 - 9,964,219 8,486,538 17.41%
- - 1,848,836 1,848,836 1,821,399 1.51%
11,182,586 20,346,540 3,262,836 73,757,118 72,023,957 2.41%
- - - 35,000 43,000 -18.60%
45,000 - - 3,858,829 3,738,081 3.23%
- 6,322,000 - 10,592,000 9,357,000 13.20%
(579,345) (305,774) (43,242) (2,838,170) (3,022,842) -6.11%
(534,345) 6,016,226 (43,242) 11,647,659 10,115,239 15.15%
(456,145)$ (3,779,163)$ (1,491,474)$ (6,350,891)$ (8,513,817)$ -25.40%
51
City of Brooklyn Center
2017 Budget - Special Revenue Funds Summary
20200 20300 20400 20500
Police
HRA EDA CDBG Forfeitures
Revenues
Property taxes 329,079$ -$ -$ -$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - 150,000 -
Charges for goods and services - - - -
Special assessments - - - -
Fines and forfeitures - - - 40,000
Investment earnings - 6,500 - 709
Miscellaneous - - - -
Total Revenues 329,079 6,500 150,000 40,709
Expenditures
General government - - - -
Public safety - - - 37,100
Public works - - - -
Parks and recreation - - - -
Economic development - 405,139 - -
Capital outlay - - - -
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses - 405,139 - 37,100
Other Financing Sources and Uses
Sale of property - - - -
Transfers in - 478,853 - -
Issuance of debt - - - -
Transfers out (329,079) (62,120) (150,000) -
Total Other Financing Sources & Uses (329,079) 416,733 (150,000) -
Net Change in Fund Balance -$ 18,094$ -$ 3,609$
52
27700 27800 27900 28000 28600
TIF #2 TIF #3 TIF #4 TIF #5 City Grants Total
-$ -$ -$ -$ -$ 329,079$
- 3,177,598 437,808 498,810 - 4,114,216
- - - - - -
- - - - - -
- - - - - -
- - - - 215,437 365,437
- - - - 10,650 10,650
- - - - - -
- - - - - 40,000
568 9,858 317 15 2,771 20,738
11,962 84,378 - - 35,865 132,205
12,530 3,271,834 438,125 498,825 264,723 5,012,325
- - - - - -
- - - - 179,437 216,537
- - - - - -
- - - - 57,506 57,506
20,000 472,834 252,713 449,019 - 1,599,705
- 150,000 - - - 150,000
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
20,000 622,834 252,713 449,019 236,943 2,023,748
- 35,000 - - - 35,000
- - - - - 478,853
- - - - - -
- (2,164,213) (10,000) (49,881) - (2,765,293)
- (2,129,213) (10,000) (49,881) - (2,251,440)
(7,470)$ 519,787$ 175,412$ (75)$ 27,780$ 737,137$
53
City of Brooklyn Center
2017 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 -$ -$ 391,461$ 246,070$
Tax increments - - - -
Lodging taxes - - - -
Franchise fees - - - -
Licenses and permits - - - -
Intergovernmental - - - -
Charges for goods and services - - - -
Special assessments - 168,487 239,614 162,357
Fines and forfeitures - - - -
Investment earnings 1,308 4,681 5,571 2,933
Miscellaneous - - - -
Total Revenues 1,308 173,168 636,646 411,360
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay - - - -
Debt service 67,735 257,545 621,700 403,438
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 67,735 257,545 621,700 403,438
Other Financing Sources and Uses
Transfers in - - - -
Issuance of debt - - - -
Transfers out - - - -
Total Other Financing Sources & Uses - - - -
Net Change in Fund Balance (66,427)$ (84,377)$ 14,946$ 7,922$
54
31800 37400 37500 37600
G.O.G.O.G.O.G.O.
Improvement Tax Increment Tax Increment Tax Increment
2016-A 2015-B 2013-A 2008-A Total
212,436$ -$ -$ -$ 849,967$
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - 570,458
- - - - -
- - - - 14,493
- - - - -
212,436 - - - 1,434,918
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
30,620 1,745,950 432,588 136,438 3,696,014
- - - - -
- - - - -
- - - - -
- - - - -
30,620 1,745,950 432,588 136,438 3,696,014
- 1,745,950 432,588 136,438 2,314,976
- - - - -
- - - - -
- 1,745,950 432,588 136,438 2,314,976
181,816$ -$ -$ -$ 53,880$
55
City of Brooklyn Center
2017 Budget - Capital Projects Funds Summary
40100 40200 40600
Municipal Capital
Capital State-Aid Reserve
Improvements Construction Emergency
Revenues
Property taxes -$ -$ -$
Tax increments - - -
Lodging taxes - - -
Franchise fees - - -
Licenses and permits - - -
Intergovernmental 2,698,279 1,045,713 -
Charges for goods and services - - -
Special assessments - - -
Fines and forfeitures - - -
Investment earnings 24,298 - 7,294
Miscellaneous - - -
Total Revenues 2,722,577 1,045,713 7,294
Expenditures
General government - - -
Public safety - - -
Public works - 160,000 -
Parks and recreation - - -
Economic development - - -
Capital outlay 4,335,000 2,035,000 -
Debt service - - -
Nondepartmental - - -
Enterprise operations - - -
Utility operations - - -
Internal service operations - - -
Total Expenditures/Expenses 4,335,000 2,195,000 -
Other Financing Sources and Uses
Transfers in 500,000 - -
Issuance of debt - - -
Transfers out - - -
Total Other Financing Sources & Uses 500,000 - -
Net Change in Fund Balance (1,112,423)$ (1,149,287)$ 7,294$
56
40700 40800 40900 41000
EBHC
Infrastructure Capital Street Technology
Construction Improvements Reconstruction Funding Total
-$ -$ -$ -$ -$
- - - - -
- - - - -
- - 689,000 - 689,000
- - - - -
- - - - 3,743,992
- - - - -
887,722 - - - 887,722
- - - - -
- 2,492 30,627 1,349 66,060
- - - - -
887,722 2,492 719,627 1,349 5,386,774
- - - 116,100 116,100
- - - - -
2,800 - - - 162,800
- - - - -
- - - - -
1,860,000 236,000 3,175,000 22,000 11,663,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
1,862,800 236,000 3,175,000 138,100 11,941,900
- 230,000 - 140,000 870,000
1,470,000 - 2,800,000 - 4,270,000
- - - - -
1,470,000 230,000 2,800,000 140,000 5,140,000
494,922$ (3,508)$ 344,627$ 3,249$ (1,415,126)$
57
City of Brooklyn Center
2017 Budget - Public Utilities Funds Summary
60100 60200 65100 65200 65300
Sanitary Storm Street
Water Sewer Sewer Lights Recycling Total
Revenues
Charges for goods and services 3,668,943$ 4,358,900$ 1,635,000$ 450,500$ 360,354$ 10,473,697$
Investment earnings 7,982 29,697 34,894 3,930 951 77,454
Miscellaneous - - - - - -
Total Revenues 3,676,925 4,388,597 1,669,894 454,430 361,305 10,551,151
Expenditures
Capital outlay 4,327,000 2,565,000 1,709,000 170,000 - 8,771,000
Debt service 1,309,448 283,793 18,080 - - 1,611,321
Utility operations 3,432,112 4,047,700 1,814,448 295,560 374,399 9,964,219
Internal service operations - - - - - -
Total Expenditures/Expenses 9,068,560 6,896,493 3,541,528 465,560 374,399 20,346,540
Other Financing Sources and Uses
Transfers in - - - - - -
Issuance of debt 4,262,000 2,060,000 - - - 6,322,000
Transfers out (94,815) (89,219) (89,219) (22,752) (9,769) (305,774)
Total Other Financing Sources & Uses 4,167,185 1,970,781 (89,219) (22,752) (9,769) 6,016,226
Net Change in Fund Balance (1,224,450)$ (537,115)$ (1,960,853)$ (33,882)$ (22,863)$ (3,779,163)$
58
City of Brooklyn Center
2017 Budget - Enterprise Funds Summary
60900 61300 61700
Municipal Centerbrook Earle Brown
Off-Sale Golf Heritage
Liquor Course Center Total
Revenues
Charges for goods and services 6,078,037$ 241,500$ 4,905,555$ 11,225,092$
Investment earnings 13,148 - 10,296 23,444
Miscellaneous 2,500 9,750 - 12,250
Total Revenues 6,093,685 251,250 4,915,851 11,260,786
Expenditures
Enterprise operations 5,954,543 283,848 4,944,195 11,182,586
Total Expenditures/Expenses 5,954,543 283,848 4,944,195 11,182,586
Other Financing Sources and Uses
Transfers in - 45,000 - 45,000
Transfers out (178,219) (6,872) (394,254) (579,345)
Total Other Financing Sources & Uses (178,219) 38,128 (394,254) (534,345)
Net Change in Fund Balance (39,077)$ 5,530$ (422,598)$ (456,145)$
59
City of Brooklyn Center
2017 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 1,771,908 - - 1,771,908
Special assessments - - - -
Fines and forfeitures - - - -
Investment earnings 30,540 3,639 8,517 42,696
Miscellaneous - - - -
Total Revenues 1,802,448 3,639 8,517 1,814,604
Expenditures
General government - - - -
Public safety - - - -
Public works - - - -
Parks and recreation - - - -
Economic development - - - -
Capital outlay 1,414,000 - - 1,414,000
Debt service - - - -
Nondepartmental - - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations 1,848,836 - - 1,848,836
Total Expenditures/Expenses 3,262,836 - - 3,262,836
Other Financing Sources and Uses
Transfers in - - - -
Issuance of debt - - - -
Transfers out (43,242) - - (43,242)
Total Other Financing Sources & Uses (43,242) - - (43,242)
Net Change in Fund Balance (1,503,630)$ 3,639$ 8,517$ (1,491,474)$
60
City of Brooklyn Center
2017 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.
61
Property taxes
75%
Other taxes
7%
Licenses & permits
4%
Intergovernmental
7%
Charges for
services
4%
Fines & forfeitures
1%
Other revenue
2%
General Fund
2017 Budgeted Revenues
Summary ‐By Source
62
City of Brooklyn Center
2017 Budget - General Fund - Revenue Summary
2016
2014 2015 September 2016 2017
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
PROPERTY TAXES 13,527,862$ 14,107,934$ 7,515,656$ 14,728,749$ 15,278,667$ 3.73%
TAX INCREMENTS 549,268 348,680 201,123 380,000 380,000 0.00%
LODGING TAXES 914,651 1,075,425 761,045 895,000 1,050,000 17.32%
TOTAL TAXES 14,991,781 15,532,039 8,477,824 16,003,749 16,708,667 4.40%
LICENSES 311,952 323,833 170,258 298,100 297,655 -0.15%
PERMITS 709,458 535,701 346,513 508,750 430,900 -15.30%
TOTAL LICENSES & PERMITS 1,021,410 859,534 516,771 806,850 728,555 -9.70%
STATE 1,320,982 1,313,252 1,334,801 1,294,437 1,336,253 3.23%
COUNTY - 8,000 2,000 - - 0.00%
LOCAL 80,465 89,443 68,167 92,000 94,000 2.17%
TOTAL INTERGOVERNMENTAL 1,401,447 1,410,695 1,404,968 1,386,437 1,430,253 3.16%
GENERAL GOVERNMENT 208,175 180,198 106,179 148,240 120,300 -18.85%
PUBLIC SAFETY 13,239 12,968 13,542 16,250 15,250 -6.15%
COMMUNITY DEVELOPMENT 2,653 1,240 2,335 6,000 46,000 666.67%
PARKS & RECREATION 256,340 232,707 170,283 254,057 257,775 1.46%
COMMUNITY CENTER 330,190 322,456 310,076 388,850 394,770 1.52%
TOTAL CHARGES FOR SERVICES 810,597 749,569 602,415 813,397 834,095 2.54%
SPECIAL ASSESSMENTS 128,138 148,234 60,398 130,000 130,000 0.00%
FINES & FORFEITURES 312,130 268,116 145,909 301,500 262,500 -12.94%
INVESTMENT EARNINGS 61,760 62,276 60,705 74,526 77,990 4.65%
MISCELLANEOUS 138,349 142,800 84,795 116,700 125,950 7.93%
TRANSFERS IN 129,544 201,684 46,275 150,000 150,000 0.00%
10100 GENERAL FUND REVENUES 18,995,156$ 19,374,947$ 11,400,060$ 19,783,159$ 20,448,010$ 3.36%
Object Code / Description
63
General
government
18%
Police
38%
Fire
7%
Community
services
6%
Public works
18%
CARS
8%
Non‐
departmental
5%
General Fund
2017 Budgeted Expenditures
Summary ‐By Department
64
City of Brooklyn Center
2017 Budget - General Fund - Expenditure Summary by Function
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
41110 MAYOR & COUNCIL 124,546$ 123,085$ 91,018$ 120,653$ 123,686$ 2.51%
41320 CITY MANAGER 352,491 349,570 251,064 355,392 448,006 26.06%
41410 ELECTIONS 107,326 75,709 67,256 128,002 93,958 -26.60%
41430 CITY CLERK 172,593 181,066 133,256 179,246 183,216 2.21%
41520 FINANCE 501,335 524,400 431,479 575,528 588,757 2.30%
41550 ASSESSING 259,591 202,443 87,226 200,825 206,000 2.58%
41610 LEGAL 403,021 427,511 244,483 454,700 435,000 -4.33%
41810 HUMAN RESOURCES 283,580 327,229 303,959 371,283 354,361 -4.56%
41920 INFORMATION TECHNOLOGY 465,200 447,731 355,566 530,041 615,585 16.14%
41940 GOVERNMENT BUILDINGS 674,063 709,588 580,940 841,331 848,964 0.91%
GENERAL GOVERNMENT 3,343,746 3,368,332 2,546,247 3,757,001 3,897,533 3.74%
42110 ADMINISTRATION 288,731 320,245 213,918 306,964 316,399 3.07%
42120 INVESTIGATION 804,986 845,986 563,452 922,509 938,538 1.74%
42123 PATROL 5,064,026 5,253,688 3,982,348 5,519,123 5,692,685 3.14%
42151 SUPPORT SERVICES 791,875 851,457 651,051 955,096 1,001,710 4.88%
42170 STATION & BUILDINGS 198,390 228,932 152,835 230,714 233,101 1.03%
POLICE 7,148,008 7,500,308 5,563,604 7,934,406 8,182,433 3.13%
42210 FIRE 1,089,170 1,099,745 740,654 1,271,193 1,419,669 11.68%
42510 EMERGENCY PREPAREDNESS 70,681 78,872 57,679 87,190 11,790 -86.48%
FIRE 1,159,851 1,178,617 798,333 1,358,383 1,431,459 5.38%
41910 PLANNING & ZONING 235,984 111,770 95,903 163,761 176,153 7.57%
42410 BUILDING INSPECTIONS 502,799 526,144 365,996 628,718 527,716 -16.06%
42411 CODE ENFORCEMENT 397,798 492,338 305,729 480,756 600,773 24.96%
COMMUNITY SERVICES 1,136,581 1,130,252 767,628 1,273,235 1,304,642 2.47%
43110 ENGINEERING 805,956 742,067 575,005 857,983 902,899 5.24%
43220 STREET MAINTENANCE 1,410,331 1,307,517 1,017,422 1,491,953 1,496,275 0.29%
43221 TRAFFIC CONTROL 212,425 207,237 161,193 234,610 233,246 -0.58%
45201 PARK FACILITIES 893,115 926,269 728,087 1,048,343 1,045,855 -0.24%
45204 FORESTRY 94,696 98,913 67,401 102,906 108,536 5.47%
PUBLIC WORKS 3,416,523 3,282,003 2,549,108 3,735,795 3,786,811 1.37%
45010 ADMINISTRATION 208,809 221,922 162,049 227,132 230,193 1.35%
45110 REC ADMINISTRATION 462,958 466,231 366,662 504,781 507,642 0.57%
45111 ADULT PROGRAMS 152,860 152,815 119,345 169,248 171,122 1.11%
45112 TEEN PROGRAMS 5,742 6,889 - 12,444 6,928 -44.33%
45113 YOUTH PROGRAMS 52,834 61,856 71,340 67,073 92,841 38.42%
45119 GENERAL RECREATION 13,507 19,604 34,581 44,344 60,846 37.21%
45122 COMMUNITY CENTER 146,270 205,978 97,119 225,874 221,095 -2.12%
45124 POOL 375,826 331,783 280,019 376,588 378,295 0.45%
CARS 1,418,806 1,467,078 1,131,115 1,627,484 1,668,962 2.55%
44110 JOINT POWERS 145,503 135,604 100,220 150,000 180,000 20.00%
45310 CONVENTION & TOURISM 434,459 510,827 304,424 425,125 498,750 17.32%
48140 INSURANCE 209,003 230,968 203,459 236,438 220,610 -6.69%
48150 CENTRAL SUPPLIES 155,498 219,158 165,418 142,080 132,294 -6.89%
NON-DEPARTMENTAL 944,463 1,096,557 773,521 953,643 1,031,654 8.18%
48170 INTERFUND REIMBURSEMENT 1,689,822 (66,591) 67,006 (1,049,324) (1,040,484) -0.84%
48210 TRANSFERS OUT 100,000 267,552 - 192,536 185,000 -3.91%
TRANSFERS 1,789,822 200,961 67,006 (856,788) (855,484) -0.15%
10100 GENERAL FUND EXPENDITURES 20,357,800$ 19,224,108$ 14,196,562$ 19,783,159$ 20,448,010$ 3.36%
65
Personal services
69%
Supplies
3%
Services and other
charges
20%
Central garage
charges
7%
Capital outlay
1%
General Fund
2017 Budgeted Expenditures
Summary ‐By Object
66
City of Brooklyn Center
2017 Budget - General Fund - Expenditure Summary by Object Code
2016
2014 2015 September 2016 2017
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
5586 COST OF SALES-MISC 811$ 394$ 329$ 450$ 450$ 0.00%
TOTAL COST OF SALES 811 394 329 450 450 0.00%
6101 WAGES & SALARIES-FT EMPLOYEES 8,016,269 8,128,997 5,931,328 8,509,442 8,787,955 3.27%
6102 OVERTIME-FT EMPLOYEES 400,119 361,836 246,771 348,700 362,000 3.81%
6103 WAGES-PART TIME EMPLOYEES 943,475 934,839 819,357 1,118,628 1,167,820 4.40%
6104 OVERTIME-PART TIME EMPLOYEES 445 874 502 2,000 2,500 25.00%
6105 CONTRACTED SVCS OT 4,982 1,548 2,984 5,000 5,500 10.00%
6111 SEVERANCE PAY 121,416 113,018 132,515 - - 0.00%
6112 CAR ALLOWANCE 6,000 5,700 4,300 6,000 6,000 0.00%
6122 PERA COORDINATED PLAN 361,598 363,770 262,780 435,718 427,023 -2.00%
6123 PERA POLICE & FIRE PLAN 592,934 663,382 482,005 696,003 725,778 4.28%
6124 PERA DEFINED CONTRIBUTION 907 869 680 1,499 1,529 2.00%
6125 FICA - SOCIAL SECURITY 340,062 332,331 255,434 362,496 372,491 2.76%
6126 FICA - MEDICARE 135,792 136,423 102,667 148,458 153,554 3.43%
6127 FIRE RELIEF ASSOCIATION 153,545 148,061 - 135,000 148,000 9.63%
6131 CAFETERIA PLAN CONTRIBUTIONS 1,234,245 1,357,552 1,098,318 1,627,176 1,642,839 0.96%
6141 UNEMPLOYMENT COMPENSATION 14,438 2,822 7,412 - - 0.00%
6151 WORKER'S COMP INSURANCE 265,514 315,404 284,710 290,788 297,639 2.36%
TOTAL PERSONAL SERVICES 12,591,741 12,867,426 9,631,763 13,686,908 14,100,628 3.02%
6201 OFFICE SUPPLIES 21,319 27,430 15,717 29,075 31,180 7.24%
6203 BOOKS/REFERENCE MATERIALS 1,700 3,387 1,038 4,595 3,400 -26.01%
6204 STATIONARY SUPPLIES - - - 200 300 50.00%
6211 CLEANING SUPPLIES 13,989 13,646 5,260 24,000 17,000 -29.17%
6212 MOTOR FUELS - - - 1,600 3,200 100.00%
6214 CLOTHING & PERSONAL EQUIPMENT 78,156 91,204 69,670 95,465 70,775 -25.86%
6216 CHEMICALS/CHEMICAL PRODUCTS 30,203 22,404 12,067 15,630 14,630 -6.40%
6217 SAFETY SUPPLIES 9,219 3,466 23,174 24,775 27,515 11.06%
6219 GENERAL OPERATING SUPPLIES 104,089 104,387 71,084 111,013 115,880 4.38%
6219.1 GEN OP SUP-FIRE EDUCATION - 1,920 3,020 3,000 2,000 -33.33%
6223 BUILDINGS & FACILITIES 393 2,278 454 2,950 3,200 8.47%
6224 STREET MAINT MATERIALS 90,990 68,969 69,057 97,320 90,000 -7.52%
6225 PARK & LANDSCAPE MATERIALS 15,811 18,951 19,024 28,800 27,970 -2.88%
6226 SIGNS & STRIPING MATERIALS 30,922 29,703 16,308 31,510 31,510 0.00%
6227 PAINT SUPPLIES 364 1,469 152 1,000 1,200 20.00%
6231 ATHLETIC FIELD SUPPLIES 5,133 2,151 2,090 5,100 5,100 0.00%
6233 COURT SUPPLIES 2,007 - - 725 750 3.45%
6239 OTHER REPAIR & MAINT SUPPLIES 45,572 52,614 43,918 47,200 50,600 7.20%
6241 SMALL TOOLS 2,269 2,270 1,346 3,770 5,720 51.72%
6242 MINOR EQUIPMENT 27,286 105,132 30,699 60,075 58,340 -2.89%
6243 MINOR COMPUTER EQUIPMENT 115,467 56,360 37,616 78,670 60,350 -23.29%
TOTAL SUPPLIES 594,889 607,741 421,694 666,473 620,620 -6.88%
6301 ACCTG, AUDIT & FIN'L SERVICES 43,271 39,330 48,902 31,999 35,100 9.69%
6302 ARCH, ENG & PLANNING 22,094 7,067 15,320 20,500 21,000 2.44%
6303 LEGAL SERVICES 400,321 411,984 240,858 437,462 440,000 0.58%
6305 MEDICAL SERVICES 16,556 8,852 4,556 15,400 20,000 29.87%
6306 PERSONNEL/LABOR RELATIONS - - - 5,000 5,000 0.00%
6307 PROFESSIONAL SERVICES 235,167 450,704 316,270 483,574 591,515 22.32%
6308 CHARTER COMMISSION 128 206 109 1,500 1,500 0.00%
6321 TELEPHONE/PAGERS 38,987 29,475 18,645 34,885 37,959 8.81%
6322 POSTAGE 54,206 45,249 29,541 58,200 52,500 -9.79%
6323 RADIO COMMUNICATIONS 23,398 26,544 20,749 28,120 29,000 3.13%
6329 OTHER COMMUNICATION SERVICES 37,024 32,721 22,433 35,275 33,650 -4.61%
6331 TRAVEL EXPENSE/MILEAGE 4,139 4,260 2,004 5,750 6,195 7.74%
6333 FREIGHT/DRAYAGE 9,470 9,458 7,649 10,230 10,330 0.98%
6339 OTHER TRANSPORTATION EXPENSE 3,412 275 - 4,000 1,500 -62.50%
6341 PERSONNEL ADVERTISING 975 968 670 5,450 5,060 -7.16%
6342 LEGAL NOTICES 4,707 9,608 7,899 6,995 8,350 19.37%
6349 OTHER ADVERTISING - 60 - 250 250 0.00%
6351 PRINTING 40,840 38,121 23,837 45,010 46,210 2.67%
6361 GENERAL LIABILITY INSURANCE 118,949 119,450 101,173 123,763 101,180 -18.25%
6362 PROPERTY INSURANCE 69,244 72,228 76,775 76,279 82,475 8.12%
6364 DRAM SHOP INSURANCE 839 988 1,004 1,033 1,096 6.10%
6366 MACHINERY BREAKDOWN INSURANCE 7,347 7,143 7,307 7,393 7,829 5.90%
6368 BONDS INSURANCE 1,930 1,915 1,971 2,003 2,126 6.14%
Object Code / Description
67
2016
2014 2015 September 2016 2017
Actual Actual YTD Budget Budget Change Object Code / Description
6369 OTHER INSURANCE - - 1,113 - 2,700 100.00%
6381 ELECTRIC 275,204 267,463 234,046 283,150 289,400 2.21%
6382 GAS 192,963 128,736 71,811 177,350 132,450 -25.32%
6383 WATER 31,672 36,164 41,431 59,714 60,700 1.65%
6384 REFUSE DISPOSAL 28,127 34,116 24,397 39,200 40,500 3.32%
6385 SEWER 13,188 12,527 10,189 15,200 15,100 -0.66%
6386 STORM SEWER 55,925 55,269 41,452 65,400 65,400 0.00%
6387 HEATING OIL 3,158 25 - 5,000 5,000 0.00%
6388 HAZARDOUS WASTE DISPOSAL 3,764 1,531 2,396 5,950 5,700 -4.20%
6389 STREET LIGHTS 19,836 19,641 14,731 22,850 23,550 3.06%
6402 EQUIPMENT SERVICES 70,227 113,382 51,713 46,250 82,770 78.96%
6403 BLDGS/FACILITIES MAINT SERVICE 71,482 101,021 79,215 144,200 119,500 -17.13%
6404 STREET MAINT SERVICES 95,275 94,701 85,619 103,000 110,000 6.80%
6405 PARK & LANDSCAPE SERVICES 104,541 94,142 60,411 115,150 159,290 38.33%
6406 MULTI-FUNCTION MTNCE 22,743 27,484 14,823 26,475 30,870 16.60%
6407 TRAFFIC SIGNALS MAINT 3,578 3,361 238 4,500 9,000 100.00%
6408 COMMUNICATION/INFO SYSTEMS 3,296 2,218 1,242 4,500 5,665 25.89%
6409 OTHER REPAIR & MAINT SVCS 5,021 1,487 7,347 11,700 11,850 1.28%
6412 BLDGS/FACILITIES 17,319 14,538 11,813 18,600 21,300 14.52%
6415 OTHER EQUIPMENT 63 88 - 500 510 2.00%
6417 UNIFORMS 1,279 1,564 330 1,515 3,630 139.60%
6421 SOFTWARE LICENSE 1,979 864 479 2,225 20,600 825.84%
6422 SOFTWARE MAINT 69,338 67,700 65,881 81,671 80,100 -1.92%
6423 LOGIS CHARGES 400,989 379,139 310,010 465,248 451,524 -2.95%
6428 PROTECTION SERVICES - 3,456 - - - 0.00%
6431 SPECIAL EVENTS 3,353 6,274 6,218 9,015 8,300 -7.93%
6432 CONFERENCES AND SCHOOLS 87,699 96,508 72,937 120,810 136,070 12.63%
6433 MEETING EXPENSES 4,713 6,919 5,161 11,330 12,835 13.28%
6434 DUES & SUBSCRIPTIONS 58,891 65,679 62,866 67,750 68,920 1.73%
6435 CREDIT CARD FEES 45,348 53,719 42,139 50,500 53,000 4.95%
6436 UNCOLLECTIBLE CHECKS/DEBTS - - - - - 0.00%
6441 LICENSES, TAXES & FEES 3,462 5,684 3,621 6,300 6,400 1.59%
6442 COURT AWARDS/SETTLEMENTS 4,001 22,808 8,939 15,000 15,000 0.00%
6443 PRIZE AWARDS/EXPENSE REIMB 958 724 1,113 1,500 1,500 0.00%
6444 RELOCATION EXPENSES - 3,000 - - - 0.00%
6445 CONVENTION BUREAU PAYMENT 434,459 510,827 304,424 425,125 498,750 17.32%
6446 CONTINGENCY ACCOUNT - - 2,500 100,000 125,000 25.00%
6447 TOWING CHARGES 1,741 829 264 750 750 0.00%
6448 PRISONER BOARDING CHARGES 94,942 102,937 59,819 105,200 110,000 4.56%
6449 OTHER CONTRACTUAL SERVICE 625,712 575,949 421,308 648,050 724,840 11.85%
6491 MERCHANDISE FOR RESALE 1,290 3,448 5,032 1,600 2,250 40.63%
TOTAL SERVICES & OTHER CHARGES 3,990,540 4,232,528 3,074,700 4,702,349 5,050,549 7.40%
6461 FUEL CHARGES 268,277 194,086 109,415 241,971 193,068 -20.21%
6462 FIXED CHARGES 158,656 165,507 111,272 148,130 149,178 0.71%
6463 REPAIR & MAINT CHARGES 312,766 292,581 212,057 373,247 360,529 -3.41%
6465 REPLACEMENT CHARGES 637,994 623,778 500,992 667,991 718,972 7.63%
TOTAL CENTRAL GARAGE CHARGES 1,377,693 1,275,952 933,736 1,431,339 1,421,747 -0.67%
6520 BUILDINGS & FACILITIES 8,453 18,027 37,615 47,794 62,500 30.77%
6540 EQUIPMENT & MACHINERY 3,851 21,079 8,460 97,634 40,500 -58.52%
6545 OTHER EQUIPMENT - - 4,300 6,500 6,500 0.00%
6560 FURNITURE - - - 500 - -100.00%
6580 INFORMATION SYSTEMS - - - - - 0.00%
TOTAL CAPITAL OUTLAY 12,304 39,106 50,375 152,428 109,500 -28.16%
6471 ADMINISTRATIVE SERVICE TRANSFER (598,700) (599,323) (449,492) (599,324) (590,484) -1.47%
6472 ENGINEERING SERVICE TRANSFER (465,602) (376,029) (288,317) (450,000) (450,000) 0.00%
6473 STORM SEWER TRANSFER - - - - - 0.00%
6480 GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 MISC TRANSFER OUT 2,854,124 1,176,313 804,815 192,536 185,000 -3.91%
TOTAL TRANSFERS OUT 1,789,822 200,961 67,006 (856,788) (855,484) -0.15%
10100 GENERAL FUND EXPENDITURES 20,357,800$ 19,224,108$ 14,179,603$ 19,783,159$ 20,448,010$ 3.36%
68
City of Brooklyn Center
2017 Budget
General Fund Revenues
2017 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.
69
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
10100 - GENERAL FUND
4101 - CURRENT AD VALOREM TAXES 13,512,475$ 14,151,507$ 7,307,331$ 14,728,750$ 15,344,946$ 4.18%
4102 - ALLOWANCE FOR UNCOLLECTIBLE - - - (147,287) (147,287) 0.00%
4120 - DELINQUENT AD VALOREM TAXES 6,543 (48,672) 182,053 132,558 73,644 -44.44%
4154 - PENALTIES & INT-DELINQ TAXES 8,844 5,099 26,272 14,728 7,364 -50.00%
PROPERTY TAXES 13,527,862 14,107,934 7,515,656 14,728,749 15,278,667 3.73%
4150 - TAX INCREMENTS 549,268 348,680 201,123 380,000 380,000 0.00%
TAX INCREMENTS 549,268 348,680 201,123 380,000 380,000 0.00%
4161 - LODGING TAX 914,651 1,075,425 761,045 895,000 1,050,000 17.32%
SALES & USE TAXES 914,651 1,075,425 761,045 895,000 1,050,000 17.32%
TOTAL TAXES 14,991,781 15,532,039 8,477,824 16,003,749 16,708,667 4.40%
4201 - LIQUOR LICENSES 54,518 64,200 1,650 49,900 52,350 4.91%
4202 - BEER LICENSES 1,800 2,592 583 1,800 2,300 27.78%
4203 - GARBAGE HAULING LICENSES 3,435 3,250 3,275 3,435 3,360 -2.18%
4204 - CIGARETTE LICENSES 3,513 2,638 300 3,150 2,850 -9.52%
4205 - RENTAL DWELLING LICENSES 229,724 233,426 152,310 223,040 220,000 -1.36%
4207 - MECHANICAL LICENSES 9,292 9,320 7,895 9,000 9,000 0.00%
4209 - SERVICE STATION LICENSES 3,090 2,190 - 2,300 2,190 -4.78%
4210 - MOTOR VEHICLE DEALER LICENSES 1,250 1,500 1,500 1,250 1,500 20.00%
4211 - BOWLING ALLEY LICENSES 720 - - - - 0.00%
4212 - AMUSEMENT LICENSES 710 605 575 725 605 -16.55%
4213 - MISCELLANEOUS BUSINESS LICENSE 3,900 4,112 2,170 3,500 3,500 0.00%
LICENSES 311,952 323,833 170,258 298,100 297,655 -0.15%
4221 - SIGN PERMITS 4,545 6,559 2,604 5,000 5,000 0.00%
4222 - BUILDING PERMITS 501,016 329,882 222,040 400,000 307,150 -23.21%
4223 - MECHANICAL PERMITS 74,768 87,950 52,691 40,000 45,000 12.50%
4224 - SEWER & WATER PERMITS 3,325 3,260 8,999 1,500 1,500 0.00%
4225 - PLUMBING PERMITS 63,830 53,104 29,736 25,000 35,000 40.00%
4226 - ROW PERMIT FEE 1,814 7,596 2,100 1,500 1,500 0.00%
4227 - ELECTRICAL PERMITS 59,476 46,666 26,109 35,000 35,000 0.00%
4228 - MISC BUSINESS PERMITS 684 684 2,234 750 750 0.00%
PERMITS 709,458 535,701 346,513 508,750 430,900 -15.30%
TOTAL LICENSES & PERMITS 1,021,410 859,534 516,771 806,850 728,555 -9.70%
4341 - LOCAL GOVERNMENT AID 772,307 747,076 767,063 767,072 775,888 1.15%
4345 - PENSION AID-FIRE RELIEF 133,745 148,061 146,002 135,000 148,000 9.63%
4346 - PENSION AID-POLICE 340,815 360,232 383,810 340,000 360,000 5.88%
4347 - PENSION AID-PERA 34,365 34,365 17,183 34,365 34,365 0.00%
4348 - LOCAL PERFORMANCE AID - - - - - 0.00%
4352 - POLICE TRAINING GRANT 14,803 15,993 15,608 15,000 15,000 0.00%
4359 - OTHER STATE GRANTS/AID 24,947 7,525 5,135 3,000 3,000 0.00%
STATE 1,320,982 1,313,252 1,334,801 1,294,437 1,336,253 3.23%
4362 - COUNTY GRANTS/AID - 8,000 2,000 - - 0.00%
COUNTY - 8,000 2,000 - - 0.00%
4373 - OTHER GRANTS/AID 7,809 11,858 13,083 10,000 10,000 0.00%
4374 - POLICE LIAISON / DARE 72,656 77,585 55,084 82,000 84,000 2.44%
LOCAL 80,465 89,443 68,167 92,000 94,000 2.17%
TOTAL INTERGOVERNMENTAL 1,401,447 1,410,695 1,404,968 1,386,437 1,430,253 3.16%
4401 - VACANT BLDG REG FEE 95,240 84,300 44,700 60,000 60,000 0.00%
4402 - RENTAL CONVERSION FEE 36,400 26,000 17,500 20,000 17,000 -15.00%
4403 - PLANNING APPLICATION FEES 5,750 10,110 4,050 7,500 6,000 -20.00%
4404 - ZONING CHANGES/SPECIAL USE PER 1,675 2,100 25 4,650 2,500 -46.24%
4405 - SALE OF MAPS & DOCUMENTS 325 434 15 - - 0.00%
4407 - ASSESSMENT SEARCHES 25 - 50 - - 0.00%
4408 - REINSPECTION FEES 18,150 21,335 19,660 15,000 12,500 -16.67%
4409 - SECTION 8 INSPECTIONS 21,398 12,090 - 12,000 - -100.00%
4410 - REOCCUPANCY INSP FEE 24,375 18,950 15,370 21,840 15,600 -28.57%
4411 - FILING FEES 225 - 175 50 - -100.00%
4412 - ABATEMENT FEES 810 225 270 500 250 -50.00%
4413 - FINAL PLAT & VACATION FEES 250 - - 500 250 -50.00%
4415 - TREE CONTRACTOR REGISTRATION 1,225 1,610 665 1,200 1,200 0.00%
4416 - ZONING LETTER 805 455 420 500 500 0.00%
4417 - ABATEMENT SVC CHG (456) 450 1,250 2,500 2,500 0.00%
4419 - ONLINE CREDIT CARD SURCHARGE 1,978 2,139 2,029 2,000 2,000 0.00%
GENERAL 208,175 180,198 106,179 148,240 120,300 -18.85%
GENERAL FUND
REVENUES
FUND - 10100
70
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
4421 - POLICE REPORT REVENUE 791 810 740 750 750 0.00%
4422 - LICENSE INVESTIGATIONS 1,200 1,750 600 1,000 1,000 0.00%
4423 - ANIMAL CONTROL REVENUE 2,911 5,526 6,480 4,500 4,500 0.00%
4424 - FIRE ALARM FEES - 140 - - - 0.00%
4424.1 - FIRE INSPECTIONS 700 600 200 500 500 0.00%
4425 - BURGLAR ALARM FEES - 125 1,227 3,000 3,000 0.00%
4426 - TOWING REVENUE 20 - - - - 0.00%
4427 - POLICE SERVICE REVENUE 1,175 1,992 1,070 500 500 0.00%
4428 - PRIVATE SECURITY CONTRACTS 6,255 2,025 3,225 6,000 5,000 -16.67%
4429 - MISC POLICE REVENUE 187 - - - - 0.00%
PUBLIC SAFETY 13,239 12,968 13,542 16,250 15,250 -6.15%
4431 - WEED CUTTING CHARGES - - - - 26,000 100.00%
4434 - DISEASED TREE REMOVAL - - - - 14,000 100.00%
4451 - NUISANCE ABATEMENTS 2,653 1,240 2,335 6,000 6,000 0.00%
COMMUNITY DEVELOPMENT 2,653 1,240 2,335 6,000 46,000 666.67%
4471 - ADULT RECREATION PROGRAMS 195,972 169,669 118,490 192,450 184,500 -4.13%
4472 - TEEN RECREATION PROGRAMS 6,845 8,525 - 7,200 - -100.00%
4473 - CHILDREN RECREATION PROGRAMS 52,630 54,163 49,593 52,907 58,275 10.15%
4474 - GENERAL RECREATION PROGRAMS 893 350 2,200 1,500 15,000 900.00%
PARKS & RECREATION 256,340 232,707 170,283 254,057 257,775 1.46%
4481 - MEMBERSHIPS-FAMILY 33,755 25,172 24,150 35,000 36,000 2.86%
4482 - MEMBERSHIPS-INDIVIDUAL 27,149 25,392 23,792 30,000 32,000 6.67%
4483 - SILVER SNEAKERS TAXABLE 19,009 17,963 12,681 20,000 20,000 0.00%
4485 - GENERAL ADMISSIONS-INDIVIDUAL 70,635 71,594 63,063 95,000 95,000 0.00%
4486 - GENERAL ADMISSIONS-GROUP - - 340 1,000 1,000 0.00%
4487 - SWIM LESSONS 148,539 148,493 155,405 168,000 170,000 1.19%
4489 - LOCKER RENTAL 4,196 4,889 4,359 6,000 6,000 0.00%
4493 - GAME ROOM 2,300 1,508 1,342 2,500 2,500 0.00%
4494 - MERCHANDISE FOR RESALE 925 878 986 1,500 1,500 0.00%
4495 - CONSTITUTION HALL RENTAL 21,924 24,056 21,318 23,000 26,000 13.04%
4496 - GIFT CERTIFICATE (26) (171) (60) 250 250 0.00%
4497 - CONCESSIONS & COMMISSIONS 1,784 2,682 2,700 6,600 4,520 -31.52%
COMMUNITY CENTER 330,190 322,456 310,076 388,850 394,770 1.52%
TOTAL CHARGES FOR SERVICES 810,597 749,569 602,415 813,397 834,095 2.54%
4508 - UNCLAIMED EVIDENCE 1,566 1,622 614 1,500 1,500 0.00%
4511 - COURT FINES 269,699 230,949 121,670 275,000 231,000 -16.00%
4512 - ADMINISTRATIVE FINES 40,865 35,545 23,625 25,000 30,000 20.00%
4513 - RENTAL DWELLING FINES - - - - - 0.00%
TOTAL FINES & FORFEITURES 312,130 268,116 145,909 301,500 262,500 -12.94%
4601 - SPECIAL ASSESSMENTS 128,125 148,232 60,398 130,000 130,000 0.00%
4607 - SPEC ASSESS INTEREST 13 2 - - - 0.00%
TOTAL SPECIAL ASSESSMENTS 128,138 148,234 60,398 130,000 130,000 0.00%
4603 - INTEREST EARNINGS 49,454 59,599 60,705 74,526 77,990 4.65%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 12,306 2,677 - - - 0.00%
TOTAL INVESTMENT EARNINGS 61,760 62,276 60,705 74,526 77,990 4.65%
4604 - CHECK PROCESSING FEES 270 30 150 - - 0.00%
4606 - OTHER REVENUE 11,327 5,864 25,774 25,000 25,000 0.00%
4612 - DONATIONS & CONTRIBUTIONS 9,864 14,621 10,690 10,500 - -100.00%
4613 - CARS DONATIONS & CONTRIBUTIONS - - 375 - 21,000 100.00%
4812 - FACILITY RENTALS 36,186 34,879 22,183 31,200 31,200 0.00%
4921 - REFUNDS & REIMBURSEMENTS 80,702 87,406 25,623 50,000 48,750 -2.50%
TOTAL MISCELLANEOUS 138,349 142,800 84,795 116,700 125,950 7.93%
4915 - TRANSFERS IN 129,544 201,684 46,275 150,000 150,000 0.00%
TOTAL TRANSFERS IN 129,544 201,684 46,275 150,000 150,000 0.00%
REVENUES 18,995,156$ 19,374,947$ 11,400,060$ 19,783,159$ 20,448,010$ 3.36%
71
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72
City of Brooklyn Center
2017 Budget
General Fund Expenses
General Government
2017 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 2017 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 2016 2017 2017
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
73
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2016 Actual Value 2017 Target Value
Citizen Participation in BCU the leadership
academy
8 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%
74
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL
6103 - WAGES-PART TIME EMPLOYEES 48,126$ 46,121$ 36,095$ 48,126$ 49,089$ 2.00%
6124 - PERA DEFINED CONTRIBUTION 907 869 680 1,499 1,529 2.00%
6125 - FICA - SOCIAL SECURITY 1,874 1,803 1,409 1,124 1,148 2.14%
6126 - FICA - MEDICARE 701 674 527 700 711 1.57%
6151 - WORKER'S COMP INSURANCE 139 171 158 154 159 3.25%
TOTAL PERSONAL SERVICES 51,747 49,638 38,869 51,603 52,636 2.00%
6201 - OFFICE SUPPLIES - - 27 - - 0.00%
6203 - BOOKS/REFERENCE MATERIALS 26 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 504 860 52 350 350 0.00%
TOTAL SUPPLIES 530 860 79 350 350 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 21,322 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 7,309 15,563 4,951 14,000 15,000 7.14%
6308 - CHARTER COMMISSION 128 206 109 1,500 1,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 22 - 10 100 100 0.00%
6351 - PRINTING 110 - - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 4,521 11,633 1,580 8,000 8,000 0.00%
6433 - MEETING EXPENSES 486 2,541 1,072 2,800 2,800 0.00%
6434 - DUES & SUBSCRIPTIONS 38,371 42,644 44,348 42,000 43,000 2.38%
TOTAL SERVICES & OTHER CHARGES 72,269 72,587 52,070 68,700 70,700 2.91%
TOTAL BUSINESS UNIT EXPENSES 124,546$ 123,085$ 91,018$ 120,653$ 123,686$ 2.51%
GENERAL FUND
41110 - MAYOR COUNCIL
75
2017 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 a IT/GIS Specialist and an IT
Technician. To keep pace with the increasing IT demands this proposed budget converts the IT
technician from part-time to full time in the 2017 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 2017 we will continue to develop and adopt best of class quality performance practices to improve
results and customer satisfaction. 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 2017 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 2017 we will
continue the work our Diversity and Inclusion Council established in 2015, facilitated by the vendor
76
Inclusion Inc. In 2017 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 2016 2017 2018
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
Information Technology Technician – FT
1
1
1
1
1
1
1
1
1
1
0.5
-
1
1
1
1
1
1
1
1
1
1
-
1
1
1
1
1
1
1
1
1
1
1
-
1
Total 10.5 11.0 11.0
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
77
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:
78
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 implementation 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
Activities ongoing
approximately 50%
complete
Complete 100% of 2016 I and D
Council priority activities
including, staff learning, pipeline
targets and strategies
implemented, racial equity model
adopted and implemented,
community education and
outreach initiatives implemented
Continue implementation of Sister City
ordinance and frame work
Ordinance adopted
Members recruitment
ongoing
Sister City International
Membership Established
Members appointed.
Voinjama Committee established
Voinjama Committee activities
planned.
Voinjama Committee Annual
report submitted
79
In collaboration with Business
Development Department, Implement
Economic Stability for Residents
Strategic Initiatives
Workforce collaborative
summit planned
Socio-economic analysis
completed
Work with Hennepin
County on establishing
diverse employee
pipeline strategy
1.Workforce collaborative
summit
2. Collaborative strategies
developed with performance
targets
3. Collaborative efforts
commenced
Implement diverse employee
pipeline strategy
Inclusive Community Engagement
Efforts
Branding survey and
recommendations
complete
Develop expanded
Community
Engagement Strategies
Implement recommendations from
branding process.
Implement inclusive community
engagement strategy
recommendations
80
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41320 - CITY MANAGER
6101 - WAGES & SALARIES-FT EMPLOYEES 266,511$ 262,960$ 166,015$ 267,194$ 262,537$ -1.74%
6111 - SEVERANCE PAY 7,584 7,681 27,474 - - 0.00%
6112 - CAR ALLOWANCE 6,000 5,700 4,300 6,000 6,000 0.00%
6122 - PERA COORDINATED PLAN 19,354 19,722 12,451 21,173 20,890 -1.34%
6125 - FICA - SOCIAL SECURITY 14,639 14,107 12,374 14,098 14,098 0.00%
6126 - FICA - MEDICARE 4,032 3,977 2,894 3,961 4,039 1.97%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,851 25,416 16,406 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 1,696 2,022 1,248 1,831 1,866 1.91%
TOTAL PERSONAL SERVICES 342,667 341,585 243,162 341,197 336,406 -1.40%
6203 - BOOKS/REFERENCE MATERIALS 310 184 - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES 226 168 53 200 200 0.00%
6242 - MINOR EQUIPMENT - 642 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 62 3,700 - -100.00%
TOTAL SUPPLIES 536 994 115 4,150 450 -89.16%
6307 - PROFESSIONAL SERVICES - - - 1,000 100,000 9900.00%
6321 - TELEPHONE/PAGERS 760 498 284 540 600 11.11%
6329 - OTHER COMMUNICATION SERVICES - - - 430 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE - 13 23 300 300 0.00%
6351 - PRINTING - - 66 - - 0.00%
6421 - SOFTWARE LICENSE - - - 225 - -100.00%
6432 - CONFERENCES AND SCHOOLS 6,487 4,400 4,803 4,000 6,000 50.00%
6433 - MEETING EXPENSES 122 160 294 250 250 0.00%
6434 - DUES & SUBSCRIPTIONS 1,919 1,920 2,317 3,300 4,000 21.21%
TOTAL SERVICES & OTHER CHARGES 9,288 6,991 7,787 10,045 111,150 1006.52%
TOTAL BUSINESS UNIT EXPENSES 352,491$ 349,570$ 251,064$ 355,392$ 448,006$ 26.06%
41320 - CITY MANAGER
GENERAL FUND
81
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 50,819$ 45,157$ 31,956$ 52,597$ 48,023$ -8.70%
6102 - OVERTIME-FT EMPLOYEES - 336 1,307 - - 0.00%
6103 - WAGES - PART TIME EMPLOYEES - - 294 - 7,000 100.00%
6111 - SEVERANCE PAY 199 190 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,691 3,412 2,495 4,076 3,602 -11.63%
6125 - FICA - SOCIAL SECURITY 2,934 2,705 2,221 3,261 2,977 -8.71%
6126 - FICA - MEDICARE 686 633 519 763 696 -8.78%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,424 10,590 10,116 13,470 13,488 0.13%
6151 - WORKER'S COMP INSURANCE 323 350 247 352 322 -8.52%
TOTAL PERSONAL SERVICES 70,076 63,373 49,155 74,519 76,108 2.13%
6219 - GENERAL OPERATING SUPPLIES 810 1,896 580 4,733 5,700 20.43%
6243 - MINOR COMPUTER EQUIPMENT - - - - 1,900 100.00%
TOTAL SUPPLIES 810 1,896 580 4,733 7,600 60.57%
6322 - POSTAGE 317 2,879 - 1,700 1,000 -41.18%
6331 - TRAVEL EXPENSE/MILEAGE 56 20 41 150 150 0.00%
6333 - FREIGHT/DRAYAGE 440 - 198 400 400 0.00%
6342 - LEGAL NOTICES 536 - 299 450 450 0.00%
6351 - PRINTING 986 24 535 2,500 2,500 0.00%
6402 - EQUIPMENT SERVICES 6,654 2,978 110 3,500 3,500 0.00%
6412 - BLDGS/FACILITIES 1,165 - 486 1,300 1,300 0.00%
6415 - OTHER EQUIPMENT - - - 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS - 280 60 350 350 0.00%
6433 - MEETING EXPENSES 372 - 262 500 200 -60.00%
6434 - DUES & SUBSCRIPTIONS 175 155 20 100 100 0.00%
6449 - OTHER CONTRACTUAL SERVICE 25,739 4,104 15,510 37,500 - -100.00%
TOTAL SERVICES & OTHER CHARGES 36,440 10,440 17,521 48,750 10,250 -78.97%
TOTAL BUSINESS UNIT EXPENSES 107,326$ 75,709$ 67,256$ 128,002$ 93,958$ -26.60%
GENERAL FUND
41410 - ELECTIONS
82
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41430 - CITY CLERK
6101 - WAGES & SALARIES-FT EMPLOYEES 120,506$ 122,915$ 85,133$ 124,892$ 127,388$ 2.00%
6111 - SEVERANCE PAY 2,057 2,048 - - - 0.00%
6122 - PERA COORDINATED PLAN 8,752 9,219 6,385 9,679 9,554 -1.29%
6125 - FICA - SOCIAL SECURITY 7,939 7,734 5,216 7,743 7,898 2.00%
6126 - FICA - MEDICARE 1,857 1,809 1,220 1,811 1,847 1.99%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,848 25,468 19,108 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 767 945 640 836 853 2.03%
TOTAL PERSONAL SERVICES 164,726 170,138 117,702 171,901 174,516 1.52%
6203 - BOOKS/REFERENCE MATERIALS - - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 3 283 188 150 150 0.00%
6242 - MINOR EQUIPMENT - 560 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 2,587 - - - - 0.00%
TOTAL SUPPLIES 2,590 843 188 150 150 0.00%
6307 - PROFESSIONAL SERVICES - - 7,128 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 69 69 - 100 100 0.00%
6342 - LEGAL NOTICES 3,958 9,098 7,415 5,645 7,000 24.00%
6351 - PRINTING 175 175 - 200 200 0.00%
6432 - CONFERENCES AND SCHOOLS 575 478 593 1,000 1,000 0.00%
6434 - DUES & SUBSCRIPTIONS 500 265 230 250 250 0.00%
TOTAL SERVICES & OTHER CHARGES 5,277 10,085 15,366 7,195 8,550 18.83%
TOTAL BUSINESS UNIT EXPENSES 172,593$ 181,066$ 133,256$ 179,246$ 183,216$ 2.21%
GENERAL FUND
41430 - CITY CLERK
83
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41810 - HUMAN RESOURCES
6101 - WAGES & SALARIES-FT EMPLOYEES 196,665$ 205,120$ 149,101$ 208,426$ 212,596$ 2.00%
6111 - SEVERANCE PAY 2,278 2,249 - - - 0.00%
6122 - PERA COORDINATED PLAN 14,283 15,384 11,183 16,152 15,945 -1.28%
6125 - FICA - SOCIAL SECURITY 12,073 12,665 9,158 12,922 13,180 2.00%
6126 - FICA - MEDICARE 2,823 2,962 2,142 3,023 3,083 1.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 34,273 38,124 30,348 40,410 40,464 0.13%
6151 - WORKER'S COMP INSURANCE 1,249 1,581 1,122 1,396 1,423 1.93%
TOTAL PERSONAL SERVICES 263,644 278,085 203,054 282,329 286,691 1.55%
6219 - GENERAL OPERATING SUPPLIES 863 1,358 583 950 820 -13.68%
6243 - MINOR COMPUTER EQUIPMENT 1,579 1,116 943 1,150 - -100.00%
TOTAL SUPPLIES 2,442 2,474 1,526 2,100 820 -60.95%
6305 - MEDICAL SERVICES 1,431 1,991 1,129 3,000 3,000 0.00%
6307 - PROFESSIONAL SERVICES 13,977 42,764 96,654 80,504 60,600 -24.72%
6331 - TRAVEL EXPENSE/MILEAGE 20 76 110 100 100 0.00%
6333 - FREIGHT/DRAYAGE 27 - 57 50 50 0.00%
6432 - CONFERENCES AND SCHOOLS 1,340 1,275 795 1,900 2,000 5.26%
6433 - MEETING EXPENSES - - 70 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 699 564 564 1,300 1,100 -15.38%
TOTAL SERVICES & OTHER CHARGES 17,494 46,670 99,379 86,854 66,850 -23.03%
TOTAL BUSINESS UNIT EXPENSES 283,580$ 327,229$ 303,959$ 371,283$ 354,361$ -4.56%
GENERAL FUND
41810 - HUMAN RESOURCES
84
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41920 - INFORMATION TECHNOLOGY
6101 - WAGES & SALARIES-FT EMPLOYEES 172,051$ 170,756$ 108,539$ 178,319$ 242,265$ 35.86%
6102 - OVERTIME-FT EMPLOYEES 729 103 1,161 2,000 1,500 -25.00%
6103 - WAGES-PART TIME EMPLOYEES - 308 15,878 23,852 - -100.00%
6111 - SEVERANCE PAY 3,390 2,158 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,548 12,838 9,418 15,906 18,283 14.94%
6125 - FICA - SOCIAL SECURITY 10,778 10,829 7,768 12,725 15,114 18.77%
6126 - FICA - MEDICARE 2,521 2,533 1,817 2,975 3,535 18.82%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,849 25,416 15,736 26,940 40,464 50.20%
6151 - WORKER'S COMP INSURANCE 1,098 1,318 943 1,376 1,633 18.68%
TOTAL PERSONAL SERVICES 225,964 226,259 161,260 264,093 322,794 22.23%
6219 - GENERAL OPERATING SUPPLIES 2,072 2,804 1,976 2,055 3,000 45.99%
6243 - MINOR COMPUTER EQUIPMENT - 2,193 140 4,750 - -100.00%
TOTAL SUPPLIES 2,072 4,997 2,116 6,805 3,000 -55.91%
6307 - PROFESSIONAL SERVICES 6,534 6,316 6,192 7,000 9,800 40.00%
6321 - TELEPHONE/PAGERS 1,520 1,369 1,261 1,880 1,800 -4.26%
6331 - TRAVEL EXPENSE/MILEAGE 762 736 262 900 1,000 11.11%
6333 - FREIGHT/DRAYAGE - 11 48 - 100 100.00%
6351 - PRINTING - - 51 - - 0.00%
6408 - COMMUNICATION/INFO SYSTEMS 3,296 2,218 1,242 4,500 5,665 25.89%
6421 - SOFTWARE LICENSE 198 - - 2,000 16,000 700.00%
6422 - SOFTWARE MAINT 39,574 41,022 40,361 45,000 46,000 2.22%
6423 - LOGIS CHARGES 185,280 164,443 140,855 194,363 194,426 0.03%
6432 - CONFERENCES AND SCHOOLS - 360 1,894 3,500 15,000 328.57%
6433 - MEETING EXPENSES - - 24 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 237,164 216,475 192,190 259,143 289,791 11.83%
TOTAL BUSINESS UNIT EXPENSES 465,200$ 447,731$ 355,566$ 530,041$ 615,585$ 16.14%
GENERAL FUND
41920 - INFORMATION TECHNOLOGY
85
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
Key Infrastructure Investments
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.
Enhanced Community Image
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 long-term
financial outlook.
Staffing Levels
Positions FTEs 2016 2017 2018
Finance Director
Assistance Finance Director
Accountant
Accounting Technician
Utility Billing Technician
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
86
PT Utility Billing Technician 0.5 0.5 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.
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
Total 5.5 5.5 5.5
87
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)
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 709^ 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)
88
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 351,445$ 345,997$ 266,432$ 371,090$ 380,833$ 2.63%
6102 - OVERTIME-FT EMPLOYEES 2,644 2,836 3,053 1,000 1,500 50.00%
6103 - WAGES-PART TIME EMPLOYEES - 4,375 10,351 16,480 17,329 5.15%
6111 - SEVERANCE PAY 2,864 3,038 - - - 0.00%
6122 - PERA COORDINATED PLAN 25,717 26,491 20,988 30,192 29,997 -0.65%
6125 - FICA - SOCIAL SECURITY 21,723 21,616 17,578 23,710 24,587 3.70%
6126 - FICA - MEDICARE 5,080 5,055 4,111 5,648 5,795 2.60%
6131 - CAFETERIA PLAN CONTRIBUTIONS 55,729 59,304 50,580 67,350 67,440 0.13%
6151 - WORKER'S COMP INSURANCE 2,248 2,709 2,097 2,609 2,676 2.57%
TOTAL PERSONAL SERVICES 467,450 471,421 375,190 518,079 530,157 2.33%
6201 - OFFICE SUPPLIES 59 604 264 700 700 0.00%
6203 - BOOKS/REFERENCE MATERIALS 207 110 - 600 500 -16.67%
6219 - GENERAL OPERATING SUPPLIES 19 17 - 300 300 0.00%
6242 - MINOR EQUIPMENT 364 384 - 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 3,620 2,220 1,368 1,850 - -100.00%
TOTAL SUPPLIES 4,269 3,335 1,632 3,950 2,000 -49.37%
6301 - ACCTG, AUDIT & FIN'L SERVICES 11,106 31,267 42,491 31,999 35,100 9.69%
6307 - PROFESSIONAL SERVICES - 961 1,571 1,000 1,000 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 268 263 130 500 500 0.00%
6333 - FREIGHT/DRAYAGE 8,812 9,208 7,282 9,500 9,500 0.00%
6341 - PERSONNEL ADVERTISING - 25 - 500 300 -40.00%
6351 - PRINTING 5,789 5,201 1,209 4,500 5,000 11.11%
6406 - MULTI-FUNCTION MTNCE 536 1,009 498 1,200 1,200 0.00%
6432 - CONFERENCES AND SCHOOLS 2,395 1,010 967 3,200 3,000 -6.25%
6433 - MEETING EXPENSES 80 70 49 400 300 -25.00%
6434 - DUES & SUBSCRIPTIONS 630 630 460 700 700 0.00%
TOTAL SERVICES & OTHER CHARGES 29,616 49,644 54,657 53,499 56,600 5.80%
TOTAL BUSINESS UNIT EXPENSES 501,335$ 524,400$ 431,479$ 575,528$ 588,757$ 2.30%
41520 - FINANCE
GENERAL FUND
89
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90
City of Brooklyn Center
2017 Budget
General Fund Expenses
Public Safety
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.
91
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
Chief 1 1 1
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 6/30/17) 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 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 65.14 64.64
*Proposed additional patrol sergeant to be assigned to the proactive policing team unit.
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 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.
92
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.
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 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
in a ratio of per 100,000 residents
367 Brooklyn Center
490 Hennepin County
3% below the average
of Hennepin County
The crime of Burglary compared to Hennepin Co.
In a ratio of per 100,000 residents.
315 Brooklyn Center
* Hennepin County
3% below the average
of Hennepin County
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 190 Block Captains/ 41%
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
*2015 Data unless otherwise noted
93
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42110 - POLICE-ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 166,913$ 167,743$ 119,962$ 176,748$ 181,052$ 2.44%
6111 - SEVERANCE PAY 6,140 2,541 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,370 3,673 2,761 4,018 4,024 0.15%
6123 - PERA POLICE & FIRE PLAN 18,493 19,240 13,471 20,234 20,639 2.00%
6125 - FICA - SOCIAL SECURITY 3,201 3,331 2,421 3,215 3,326 3.45%
6126 - FICA - MEDICARE 2,349 2,419 1,827 2,563 2,625 2.42%
6131 - CAFETERIA PLAN CONTRIBUTIONS 19,267 18,948 20,010 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 4,413 5,282 4,510 4,806 4,907 2.10%
TOTAL PERSONAL SERVICES 224,146 223,177 164,962 238,524 243,549 2.11%
6214 - CLOTHING & PERSONAL EQUIPMENT 925 284 204 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,266 1,038 1,457 450 450 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,722 1,430 - - 0.00%
TOTAL SUPPLIES 2,191 4,044 3,091 950 950 0.00%
6305 - MEDICAL SERVICES 4,110 5,399 1,878 3,400 4,000 17.65%
6306 - PERSONNEL/LABOR RELATIONS - - - 5,000 5,000 0.00%
6307 - PROFESSIONAL SERVICES 6,900 24,380 394 2,500 3,000 20.00%
6321 - TELEPHONE/PAGERS 790 498 308 540 600 11.11%
6331 - TRAVEL EXPENSE/MILEAGE 73 20 3 100 100 0.00%
6341 - PERSONNEL ADVERTISING 206 225 - 2,000 2,000 0.00%
6342 - LEGAL NOTICES - - 35 - - 0.00%
6412 - BLDGS/FACILITIES 6,688 7,250 6,960 7,500 8,000 6.67%
6421 - SOFTWARE LICENSE 438 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 31,240 32,254 23,211 32,000 34,000 6.25%
6433 - MEETING EXPENSES 1,713 1,239 1,056 3,000 3,500 16.67%
6434 - DUES & SUBSCRIPTIONS 9,516 9,248 9,642 9,200 9,200 0.00%
6441 - LICENSES, TAXES & FEES 720 2,627 1,440 2,250 2,500 11.11%
6448 - PRISONER BOARDING CHARGES - 9,884 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 62,394 93,024 44,927 67,490 71,900 6.53%
TOTAL BUSINESS UNIT EXPENSES 288,731$ 320,245$ 212,980$ 306,964$ 316,399$ 3.07%
42110 - POLICE-ADMINISTRATION
GENERAL FUND
94
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42120 - POLICE-INVESTIGATION
6101 - WAGES & SALARIES-FT EMPLOYEES 542,452$ 567,387$ 353,830$ 600,651$ 614,486$ 2.30%
6102 - OVERTIME-FT EMPLOYEES 33,552 34,160 27,551 40,000 38,000 -5.00%
6105 - CONTRACTED SVCS OT 1,784 541 288 - 500 100.00%
6111 - SEVERANCE PAY 10,405 8,715 - - - 0.00%
6123 - PERA POLICE & FIRE PLAN 89,238 97,538 61,830 103,787 105,541 1.69%
6125 - FICA - SOCIAL SECURITY - (1,388) - - - 0.00%
6126 - FICA - MEDICARE 8,029 8,248 5,332 9,289 9,447 1.70%
6131 - CAFETERIA PLAN CONTRIBUTIONS 69,883 78,470 63,963 94,290 94,416 0.13%
6151 - WORKER'S COMP INSURANCE 19,416 24,463 18,945 22,872 23,258 1.69%
TOTAL PERSONAL SERVICES 774,759 818,134 531,739 870,889 885,648 1.69%
6201 - OFFICE SUPPLIES - 203 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 4,750 5,087 4,017 6,000 6,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 366 151 82 425 500 17.65%
6243 - MINOR COMPUTER EQUIPMENT 1,579 - 4,361 9,250 3,800 -58.92%
TOTAL SUPPLIES 6,695 5,441 8,460 15,675 10,300 -34.29%
6307 - PROFESSIONAL SERVICES 5,420 5,037 3,399 4,000 14,500 262.50%
6321 - TELEPHONE/PAGERS 4,424 3,575 2,288 4,220 4,440 5.21%
6329 - OTHER COMMUNICATION SERVICES - - 477 - 900 100.00%
6331 - TRAVEL EXPENSE/MILEAGE 353 156 - 75 100 33.33%
6432 - CONFERENCES AND SCHOOLS - - 3,373 8,000 2,000 -75.00%
6434 - DUES & SUBSCRIPTIONS 200 325 225 650 650 0.00%
6449 - OTHER CONTRACTUAL SERVICE 13,135 13,318 13,491 19,000 20,000 5.26%
TOTAL SERVICES & OTHER CHARGES 23,532 22,411 23,253 35,945 42,590 18.49%
TOTAL BUSINESS UNIT EXPENSES 804,986$ 845,986$ 563,452$ 922,509$ 938,538$ 1.74%
GENERAL FUND
42120 - POLICE-INVESTIGATION
95
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42123 - POLICE-PATROL
6101 - WAGES & SALARIES-FT EMPLOYEES 2,927,398$ 2,998,005$ 2,289,403$ 3,208,761$ 3,364,956$ 4.87%
6102 - OVERTIME-FT EMPLOYEES 214,454 233,369 148,816 197,000 212,000 7.61%
6103 - WAGES-PART TIME EMPLOYEES 134,616 155,857 100,858 125,000 135,000 8.00%
6104 - OVERTIME-PART TIME EMPLOYEES 18 39 - - - 0.00%
6105 - CONTRACTED SVCS OT 3,198 1,007 2,696 5,000 5,000 0.00%
6111 - SEVERANCE PAY 40,388 41,273 14,655 - - 0.00%
6122 - PERA COORDINATED PLAN 18,045 17,961 11,047 20,697 20,220 -2.30%
6123 - PERA POLICE & FIRE PLAN 467,268 519,021 382,050 531,140 558,467 5.14%
6125 - FICA - SOCIAL SECURITY 16,070 16,681 11,045 16,558 16,715 0.95%
6126 - FICA - MEDICARE 47,796 48,984 36,207 51,414 53,897 4.83%
6131 - CAFETERIA PLAN CONTRIBUTIONS 423,826 465,415 376,907 552,270 566,496 2.58%
6141 - UNEMPLOYMENT COMPENSATION 2,308 2,213 1,476 - - 0.00%
6151 - WORKER'S COMP INSURANCE 102,785 128,141 118,130 118,869 124,906 5.08%
TOTAL PERSONAL SERVICES 4,398,170 4,627,966 3,493,290 4,826,709 5,057,657 4.78%
6203 - BOOKS/REFERENCE MATERIALS - 774 493 250 250 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 42,927 48,816 57,769 64,500 50,000 -22.48%
6217 - SAFETY SUPPLIES 6,118 1,219 18,535 19,000 1,000 -94.74%
6219 - GENERAL OPERATING SUPPLIES 23,624 22,846 20,319 18,000 19,000 5.56%
6242 - MINOR EQUIPMENT 1,568 1,415 2,047 3,000 3,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 53,239 27,503 17,047 30,315 13,100 -56.79%
TOTAL SUPPLIES 127,476 102,573 116,210 135,065 86,350 -36.07%
6305 - MEDICAL SERVICES - 942 849 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 5,893 2,663 449 2,000 2,000 0.00%
6321 - TELEPHONE/PAGERS 8,703 6,578 3,646 8,120 8,200 0.99%
6323 - RADIO COMMUNICATIONS 14,558 18,144 13,526 19,620 20,000 1.94%
6329 - OTHER COMMUNICATION SERVICES 21,749 21,808 15,129 21,840 21,640 -0.92%
6331 - TRAVEL EXPENSE/MILEAGE 11 219 49 100 100 0.00%
6333 - FREIGHT/DRAYAGE 70 27 - - - 0.00%
6402 - EQUIPMENT SERVICES 2,390 10,584 2,521 6,000 6,500 8.33%
6409 - OTHER REPAIR & MAINT SVCS 150 - - - - 0.00%
6422 - SOFTWARE MAINTENANCE - 1,625 2,850 2,200 3,000 36.36%
6423 - LOGIS CHARGES 19,486 20,749 15,334 20,519 21,275 3.68%
6428 - PROTECTION SERVICES - 3,456 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 6,025 5,691 7,310 5,800 7,000 20.69%
6447 - TOWING CHARGES 1,741 829 264 750 750 0.00%
6449 - OTHER CONTRACTUAL SERVICE 25,730 34,390 22,406 32,000 32,500 1.56%
TOTAL SERVICES & OTHER CHARGES 106,506 127,705 84,333 119,949 123,965 3.35%
6461 - FUEL CHARGES 144,003 115,288 66,013 128,796 114,013 -11.48%
6462 - FIXED CHARGES 30,822 33,536 21,004 28,006 29,307 4.65%
6463 - REPAIR & MAINT CHARGES 102,598 100,379 65,726 127,735 123,518 -3.30%
6465 - REPLACEMENT CHARGES 154,451 146,241 114,647 152,863 157,875 3.28%
TOTAL CENTRAL GARAGE CHARGES 431,874 395,444 267,390 437,400 424,713 -2.90%
TOTAL BUSINESS UNIT EXPENSES 5,064,026$ 5,253,688$ 3,961,223$ 5,519,123$ 5,692,685$ 3.14%
GENERAL FUND
42123 - POLICE-PATROL
96
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42151 - POLICE-SUPPORT SERVICES
6101 - WAGES & SALARIES-FT EMPLOYEES 359,821$ 398,728$ 312,260$ 446,610$ 459,993$ 3.00%
6102 - OVERTIME-FT EMPLOYEES 11,282 1,770 159 1,500 2,000 33.33%
6111 - SEVERANCE PAY 2,217 2,747 - - - 0.00%
6122 - PERA COORDINATED PLAN 26,954 29,784 23,432 34,728 34,649 -0.23%
6125 - FICA - SOCIAL SECURITY 23,868 25,681 19,998 27,782 28,645 3.11%
6126 - FICA - MEDICARE 5,584 6,006 4,677 6,498 6,697 3.06%
6131 - CAFETERIA PLAN CONTRIBUTIONS 81,342 85,947 78,521 121,230 121,392 0.13%
6151 - WORKER'S COMP INSURANCE 2,334 3,055 2,347 3,010 3,105 3.16%
TOTAL PERSONAL SERVICES 513,402 553,718 441,394 641,358 656,481 2.36%
6201 - OFFICE SUPPLIES 2,737 6,248 4,434 6,000 6,000 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 2,920 3,130 1,181 7,300 4,000 -45.21%
6219 - GENERAL OPERATING SUPPLIES 2,612 3,564 5,845 3,250 3,300 1.54%
6242 - MINOR EQUIPMENT 1,034 11,766 3,402 1,700 5,000 194.12%
6243 - MINOR COMPUTER EQUIPMENT 2,862 - 589 1,350 10,300 662.96%
TOTAL SUPPLIES 12,165 24,708 15,451 19,600 28,600 45.92%
6307 - PROFESSIONAL SERVICES 2,061 797 475 - 1,000 100.00%
6321 - TELEPHONE/PAGERS 5,529 1,898 1,125 2,280 1,965 -13.82%
6329 - OTHER COMMUNICATION SERVICES 5,028 1,755 730 2,200 1,560 -29.09%
6331 - TRAVEL EXPENSE/MILEAGE - 23 124 50 50 0.00%
6333 - FREIGHT/DRAYAGE 67 212 64 200 200 0.00%
6342 - LEGAL NOTICES - 50 - - - 0.00%
6351 - PRINTING 7,059 5,920 2,617 7,850 8,000 1.91%
6402 - EQUIPMENT SERVICES 4,994 9,206 2,696 - 3,000 100.00%
6406 - MULTI-FUNCTION MTNCE 4,067 4,487 2,364 4,700 5,000 6.38%
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%
6423 - LOGIS CHARGES 137,990 148,356 116,036 165,158 174,704 5.78%
6441 - LICENSES, TAXES & FEES 394 430 444 250 250 0.00%
6448 - PRISONER BOARDING CHARGES 94,942 93,053 59,819 105,200 110,000 4.56%
6449 - OTHER CONTRACTUAL SERVICE - 2,820 9,011 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 266,308 273,031 199,310 294,138 316,629 7.65%
TOTAL BUSINESS UNIT EXPENSES 791,875$ 851,457$ 656,155$ 955,096$ 1,001,710$ 4.88%
42151 - POLICE-SUPPORT SERVICES
GENERAL FUND
97
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
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%
6125 - FICA - SOCIAL SECURITY 1,827 1,904 - 2,444 62 -97.46%
6126 - FICA - MEDICARE 427 445 - 572 15 -97.38%
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%
TOTAL PERSONAL SERVICES 43,400 44,716 - 60,914 201 -99.67%
6201 - OFFICE SUPPLIES 26 - - - - 0.00%
6211 - CLEANING SUPPLIES 2,271 1,540 468 2,000 2,000 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 100 - -100.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS - - - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,009 4,427 4,850 1,000 2,000 100.00%
6225 - PARK & LANDSCAPE MATERIALS - - - 750 750 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 3,257 7,935 3,340 4,100 5,000 21.95%
6241 - SMALL TOOLS - 80 - - 200 100.00%
6242 - MINOR EQUIPMENT 90 1,800 865 1,250 1,500 20.00%
TOTAL SUPPLIES 6,653 15,782 9,523 9,450 11,700 23.81%
6381 - ELECTRIC 66,210 66,263 48,876 62,500 67,000 7.20%
6382 - GAS 24,032 18,170 11,080 23,000 18,000 -21.74%
6383 - WATER 1,387 2,334 2,037 5,000 4,000 -20.00%
6384 - REFUSE DISPOSAL 1,922 1,969 1,322 2,500 2,500 0.00%
6385 - SEWER 527 689 486 3,000 2,000 -33.33%
6386 - STORM SEWER 654 651 489 800 800 0.00%
6387 - HEATING OIL - - - 1,000 1,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 1,135 372 278 2,750 2,500 -9.09%
6389 - STREET LIGHTS 197 196 147 200 250 25.00%
6402 - EQUIPMENT SERVICES 6,559 8,643 8,364 3,000 6,000 100.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 17,673 28,411 10,302 26,000 26,500 1.92%
6405 - PARK & LANDSCAPE SERVICES 4,396 3,925 3,925 6,000 6,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS - 460 - 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 120 110 110 100 150 50.00%
6449 - OTHER CONTRACTUAL SERVICE 23,525 26,467 52,002 12,500 70,000 460.00%
TOTAL SERVICES & OTHER CHARGES 148,337 158,660 139,418 150,350 208,700 38.81%
6520 - BUILDINGS & FACILITIES - 9,774 3,894 10,000 12,500 25.00%
TOTAL CAPITAL OUTLAY - 9,774 3,894 10,000 12,500 25.00%
TOTAL BUSINESS UNIT EXPENSES 198,390$ 228,932$ 152,835$ 230,714$ 233,101$ 1.03%
GENERAL FUND
42170 - POLICE-STATIONS AND BLDGS
98
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.
99
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.
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.
100
Staffing Levels
Positions FTEs 2016 2017 2018
Fire Chief
Deputy Fire Chief
Fire Inspector
Administrative Coordinator
Volunteer Firefighters** (Current authorized strength is 40)
1
1
1
1
33
1
1
1
1
40
1
1
1
1
40
Total 37 44 44
**Proposed 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.
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.
101
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.
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).
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/50 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. This item is budgeted in the Capital Improvements fund.
$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. This item is budgeted in the Capital Improvements
fund.
$33,000 to purchase a new Utility Truck for the department. This vehicle would serve as the primary
response vehicle for the new Full-Time Fire Inspector that was hired in 2016. This multi-purpose
vehicle would also serve functions such as towing our department boat, insulation trailer and hauling
equipment to and from emergency scenes and training. This item is budgeted in the Central Garage
to be added in 2018.
102
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42210 - FIRE
6101 - WAGES & SALARIES-FT EMPLOYEES 120,786$ 170,263$ 153,398$ 252,114$ 308,883$ 22.52%
6102 - OVERTIME FT EMPLOYEES - - - - 2,500 100.00%
6103 - WAGES-PART TIME EMPLOYEES 274,862 243,836 175,462 265,616 336,000 26.50%
6111 - SEVERANCE PAY 2,490 2,819 24,076 - - 0.00%
6122 - PERA COORDINATED PLAN 1,151 - - - 4,124 100.00%
6123 - PERA POLICE & FIRE PLAN 17,935 27,583 24,654 40,842 41,131 0.71%
6125 - FICA - SOCIAL SECURITY 17,207 15,055 10,909 16,468 26,039 58.12%
6126 - FICA - MEDICARE 5,746 5,938 5,065 7,507 9,772 30.17%
6127 - FIRE RELIEF ASSOCIATION 153,545 148,061 - 135,000 148,000 9.63%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,752 20,300 23,720 40,410 53,952 33.51%
6151 - WORKER'S COMP INSURANCE 56,931 59,286 61,486 49,401 49,875 0.96%
TOTAL PERSONAL SERVICES 662,405 693,141 478,770 807,358 980,276 21.42%
6201 - OFFICE SUPPLIES 2,754 508 103 800 840 5.00%
6203 - BOOKS/REFERENCE MATERIALS 480 316 340 1,200 800 -33.33%
6211 - CLEANING SUPPLIES - 20 - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 25,533 32,037 6,039 14,800 8,000 -45.95%
6217 - SAFETY SUPPLIES 439 - 2,361 400 21,000 5150.00%
6219 - GENERAL OPERATING SUPPLIES 14,736 12,283 6,087 18,800 10,000 -46.81%
6219.1 - GEN OP SUP-FIRE EDUCATION - 1,920 3,020 3,000 2,000 -33.33%
6239 - OTHER REPAIR & MAINT SUPPLIES - - 179 - - 0.00%
6241 - SMALL TOOLS 198 - 367 800 1,600 100.00%
6242 - MINOR EQUIPMENT 14,966 23,432 13,718 18,000 18,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 30,918 4,283 131 4,500 4,300 -4.44%
TOTAL SUPPLIES 90,024 74,799 32,345 62,300 66,540 6.81%
6305 - MEDICAL SERVICES 11,015 520 700 8,000 12,000 50.00%
6307 - PROFESSIONAL SERVICES 15,024 3,566 4,379 4,000 1,660 -58.50%
6321 - TELEPHONE/PAGERS 3,722 4,282 2,701 4,920 5,890 19.72%
6323 - RADIO COMMUNICATIONS 8,840 8,400 7,223 8,500 9,000 5.88%
6329 - OTHER COMMUNICATION SERVICES 3,944 5,477 3,769 7,170 5,820 -18.83%
6331 - TRAVEL EXPENSE/MILEAGE - 558 105 400 600 50.00%
6341 - PERSONNEL ADVERTISING 60 40 150 1,000 1,000 0.00%
6351 - PRINTING 78 91 646 600 600 0.00%
6369 - OTHER INSURANCE - - 1,113 - 1,200 100.00%
6381 - ELECTRIC 20,798 20,381 17,734 23,000 23,000 0.00%
6382 - GAS 21,699 14,554 10,789 24,250 19,250 -20.62%
6383 - WATER 1,833 1,942 1,490 4,100 4,100 0.00%
6385 - SEWER 2,456 1,882 1,619 2,100 2,200 4.76%
6386 - STORM SEWER 941 941 706 600 800 33.33%
6389 - STREET LIGHTS 283 283 213 150 200 33.33%
6402 - EQUIPMENT SERVICES 6,556 10,013 3,995 5,000 9,000 80.00%
6406 - MULTI-FUNCTION MTNCE 338 527 205 500 500 0.00%
6417 - UNIFORMS - - - - 2,000 100.00%
6422 - SOFTWARE MAINT 7,540 2,065 3,660 2,250 3,900 73.33%
6432 - CONFERENCES AND SCHOOLS 10,283 10,021 7,850 15,000 20,000 33.33%
6433 - MEETING EXPENSES 32 79 51 - 500 100.00%
6434 - DUES & SUBSCRIPTIONS 2,748 4,603 1,235 3,500 3,500 0.00%
6443 - PRIZE AWARDS/EXPENSE REIMB 958 724 1,113 1,500 1,500 0.00%
6444 - RELOCATION EXPENSES - 3,000 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 401 203 140 2,000 1,000 -50.00%
TOTAL SERVICES & OTHER CHARGES 119,549 94,152 71,586 118,540 129,220 9.01%
6461 - FUEL CHARGES 16,066 11,373 7,175 15,289 11,524 -24.63%
6462 - FIXED CHARGES 32,753 32,848 21,247 28,330 28,462 0.47%
6463 - REPAIR & MAINT CHARGES 35,334 41,930 18,702 38,970 39,405 1.12%
6465 - REPLACEMENT CHARGES 133,039 137,586 110,829 147,772 164,242 11.15%
TOTAL CENTRAL GARAGE CHARGES 217,192 223,737 157,953 230,361 243,633 5.76%
6540 - EQUIPMENT & MACHINERY - 13,916 - 52,634 - -100.00%
TOTAL CAPITAL OUTLAY - 13,916 - 52,634 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 1,089,170$ 1,099,745$ 740,654$ 1,271,193$ 1,419,669$ 11.68%
GENERAL FUND
42210 - FIRE
103
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42510 - EMERGENCY PREPAREDNESS
6101 - WAGES & SALARIES-FT EMPLOYEES 46,809$ 51,811$ 38,181$ 53,907$ -$ -100.00%
6111 - SEVERANCE PAY 1,172 1,211 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,400 3,886 2,864 4,178 - -100.00%
6125 - FICA - SOCIAL SECURITY 3,030 3,346 2,491 3,342 - -100.00%
6126 - FICA - MEDICARE 709 783 583 782 - -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,424 12,708 10,116 13,470 - -100.00%
6151 - WORKER'S COMP INSURANCE 298 399 287 361 - -100.00%
TOTAL PERSONAL SERVICES 66,842 74,144 54,522 76,040 - -100.00%
6201 - OFFICE SUPPLIES - - - 350 400 14.29%
6203 - BOOKS/REFERENCE MATERIALS - - - 500 500 0.00%
6204 - STATIONARY SUPPLIES - - - 200 300 50.00%
6219 - GENERAL OPERATING SUPPLIES - - 4 800 800 0.00%
6242 - MINOR EQUIPMENT - - - 3,000 3,000 0.00%
TOTAL SUPPLIES - - 4 4,850 5,000 3.09%
6381 - ELECTRIC 331 339 264 350 400 14.29%
6402 - EQUIPMENT SERVICES 2,008 2,109 2,109 2,500 3,000 20.00%
6432 - CONFERENCES AND SCHOOLS 1,300 2,020 650 3,000 3,000 0.00%
6434 - DUES & SUBSCRIPTIONS 200 260 130 450 390 -13.33%
TOTAL SERVICES & OTHER CHARGES 3,839 4,728 3,153 6,300 6,790 7.78%
TOTAL BUSINESS UNIT EXPENSES 70,681$ 78,872$ 57,679$ 87,190$ 11,790$ -86.48%
GENERAL FUND
42510 - EMERGENCY PREPAREDNESS
104
City of Brooklyn Center
2017 Budget
General Fund Expenses
Community Activities, Recreation & Services
2017 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 expanded in 2017. The mobile recreation program, which brings recreation
programming out into the community, will be expanded from 4 sites in 2016 to 8 sites in 2017. We will
match program locations to areas with a high density of youth, ensuring the most critical areas of the
community are served.
Inclusive Community Engagement
Earle Brown Days Revitalization
2016 began the process of reimagining and revitalizing the Earle Brown Days civic celebration.
Continued work will be done in 2017 to continue the process, by growing citizen and corporate
involvement. Additional allocations have been added to the general fund budget to support these efforts.
105
Staffing Levels
Positions FTEs 2016 2017 2018
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. This position was eliminated in 2016 and replaced with contracted custodial
services.
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.
*Adult Programs- Recreation programs and activities for adults including basketball,
volleyball and softball leagues and tournaments (Dudley Classic), exercise classes, pottery,
dance and specialty classes. Typically, more than 2,500 adults participate each year.
*Youth/Teen Programs-Activities include dance, several summer camps, soccer and
various classes such as after school, holiday and specialty. More than 3,000 young people
participate in these activities per year.
*General Recreation-
Programs include concerts & movies in the park, special events (Earle Brown Days,
Halloween Party, Holly Sunday) tennis, adaptive recreation, ice rinks and supervision costs
associated with the use of elementary schools and Northview Jr. High School.
*Collaborative Efforts-CARS works cooperatively with four area school districts,
community organizations, and neighboring recreation departments.
School Districts- After school programs at elementary schools.
Coordinate building supervision at four schools.
Recreation Departments- Plan and coordinate activity offerings with a variety of
neighboring communities including Brooklyn Park, Crystal, Maple Grove, New Hope and
Robbinsdale.
Brooklyn Bridge Alliance for Youth- Joint Powers Agreement with Brooklyn Center,
Brooklyn Park, School Districts #11, #279, #286, Hennepin County, North Hennepin
College, Hennepin Technical College.
Community Center/Pool
o This division is responsible for the operation of the Brooklyn Center Community Center,
including the swimming pool and waterslide. More than 100,000 people visit the
Community Center annually.
Total 23 23 23
106
*Offers swim lessons, lap swim, water slide, recreational swim, and aqua exercise.
*Full range of aquatics classes offered for children, youth, teens and adults. Thirty to forty
classes offered each quarter.
*More than 3,000 children and adults participate in swim lessons annually.
*More than 1,500 adults take part in the aqua exercise offerings.
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 Diversity/Inclusion & 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. Brooklyns Youth Council survey data
c. Program evaluations
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations 6,698 (closed Fall 2015) 7,500
Households Participating in Recreation Programs 25% (2012) 26% (Next Community
Survey)
Programs Meeting Needs 95% (2012) 96% (Next Community
Survey)
Customer Satisfaction Ratings (good, excellent) 97% (2012) 98% (Next Community
Survey)
Maintenance Work Orders Processed Obtaining Baseline Data 5% Increase over baseline
Energy Consumption-City Owned Buildings $322,852 $313,166
*2015 data, unless noted otherwise
107
Capital Outlay
$50,000 Misc. carpet/paint Civic Center
$12,500 Misc. carpet/paint Police Station
$13,000 Annual maintenance shut down supplies
$20,000 Community Center equipment replacement
$6,500 Pool vacuum replacement
108
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45010 - CARS ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 157,524$ 164,557$ 119,745$ 167,282$ 170,628$ 2.00%
6111 - SEVERANCE PAY 4,746 4,715 - - - 0.00%
6122 - PERA COORDINATED PLAN 11,441 12,342 8,981 12,964 12,797 -1.29%
6125 - FICA - SOCIAL SECURITY 9,189 9,655 7,205 10,310 10,375 0.63%
6126 - FICA - MEDICARE 2,149 2,258 1,685 2,426 2,474 1.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 20,346 25,416 20,232 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 1,002 1,267 901 1,120 1,143 2.05%
TOTAL PERSONAL SERVICES 206,397 220,210 158,749 221,042 224,393 1.52%
6219 - GENERAL OPERATING SUPPLIES 249 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,368 1,850 - -100.00%
TOTAL SUPPLIES 249 - 1,368 1,850 - -100.00%
6321 - TELEPHONE/PAGERS 787 477 308 540 600 11.11%
6331 - TRAVEL EXPENSE/MILEAGE - 29 - 200 200 0.00%
6351 - PRINTING 112 - - - - 0.00%
6402 - EQUIPMENT SERVICES - - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 1,056 732 651 1,500 3,000 100.00%
6433 - MEETING EXPENSES 120 87 611 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS - 352 327 500 500 0.00%
6441 - LICENSES, TAXES & FEES 88 35 35 1,000 1,000 0.00%
TOTAL SERVICES & OTHER CHARGES 2,163 1,712 1,932 4,240 5,800 36.79%
TOTAL BUSINESS UNIT EXPENSES 208,809$ 221,922$ 162,049$ 227,132$ 230,193$ 1.35%
GENERAL FUND
45010 - CARS ADMINISTRATION
109
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45110 - CARS-REC ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 255,866$ 258,761$ 188,093$ 262,922$ 268,180$ 2.00%
6102 - OVERTIME-FT EMPLOYEES - - 48 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 46,325 41,870 36,713 43,000 43,000 0.00%
6111 - SEVERANCE PAY 6,241 6,461 - - - 0.00%
6122 - PERA COORDINATED PLAN 21,888 22,548 16,864 23,554 23,338 -0.92%
6125 - FICA - SOCIAL SECURITY 18,961 18,930 14,174 18,842 19,294 2.40%
6126 - FICA - MEDICARE 4,434 4,427 3,315 4,408 4,512 2.36%
6131 - CAFETERIA PLAN CONTRIBUTIONS 45,697 50,832 40,464 53,880 53,952 0.13%
6151 - WORKER'S COMP INSURANCE 2,566 2,492 1,950 2,035 2,084 2.41%
TOTAL PERSONAL SERVICES 401,978 406,321 301,621 408,641 414,360 1.40%
6201 - OFFICE SUPPLIES 1,352 3,240 1,839 2,000 2,000 0.00%
6217 - SAFETY SUPPLIES 123 - - 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,592 2,415 2,554 3,000 3,000 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 1,681 - - - - 0.00%
6242 - MINOR EQUIPMENT 364 - - 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 5,099 - 785 - - 0.00%
TOTAL SUPPLIES 10,211 5,655 5,178 6,000 6,000 0.00%
6321 - TELEPHONE/PAGERS 99 211 115 240 265 10.42%
6322 - POSTAGE 5,889 6,772 3,830 6,500 6,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 887 764 126 1,000 1,100 10.00%
6341 - PERSONNEL ADVERTISING 239 25 225 750 750 0.00%
6349 - OTHER ADVERTISING - 60 - 250 250 0.00%
6351 - PRINTING 13,881 14,594 10,009 14,500 15,000 3.45%
6402 - EQUIPMENT SERVICES - 170 - 1,500 1,500 0.00%
6406 - MULTI-FUNCTION MTNCE 4,469 6,376 3,486 5,300 7,000 32.08%
6422 - SOFTWARE MAINT 8,041 7,962 8,187 8,500 - -100.00%
6423 - LOGIS CHARGES - - 17,700 30,400 26,673 -12.26%
6432 - CONFERENCES AND SCHOOLS - 50 - - 500 100.00%
6434 - DUES & SUBSCRIPTIONS 329 - - 500 1,000 100.00%
6435 - CREDIT CARD FEES 14,234 14,508 13,723 16,000 16,500 3.13%
6441 - LICENSES, TAXES & FEES 993 927 937 1,700 1,500 -11.76%
6449 - OTHER CONTRACTUAL SERVICE 1,708 1,836 1,525 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 50,769 54,255 59,863 90,140 81,538 -9.54%
6461 - FUEL CHARGES - - - - 300 100.00%
6462 - FIXED CHARGES - - - - 1,090 100.00%
6463 - REPAIR & MAINT CHARGES - - - - 100 100.00%
6465 - REPLACEMENT CHARGES - - - - 4,254 100.00%
TOTAL CENTRAL GARAGE CHARGES - - - - 5,744 100.00%
TOTAL BUSINESS UNIT EXPENSES 462,958$ 466,231$ 366,662$ 504,781$ 507,642$ 0.57%
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
110
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45111 - CARS-ADULT RECREATION
5586 - COST OF SALES-MISC 811$ 394$ 329$ 450$ 450$ 0.00%
TOTAL COST OF SALES 811 394 329 450 450 0.00%
6103 - WAGES-PART TIME EMPLOYEES 49,237 41,780 33,860 55,272 53,500 -3.21%
6122 - PERA COORDINATED PLAN 2,598 2,417 1,931 4,284 4,147 -3.20%
6125 - FICA - SOCIAL SECURITY 3,057 2,602 2,099 3,427 3,317 -3.21%
6126 - FICA - MEDICARE 715 608 491 801 777 -3.00%
6151 - WORKER'S COMP INSURANCE 669 689 982 791 765 -3.29%
TOTAL PERSONAL SERVICES 56,276 48,096 39,363 64,575 62,506 -3.20%
6219 - GENERAL OPERATING SUPPLIES 16,893 14,147 6,553 13,020 11,820 -9.22%
TOTAL SUPPLIES 16,893 14,147 6,553 13,020 11,820 -9.22%
6307 - PROFESSIONAL SERVICES 9,161 3,911 8,886 14,170 12,900 -8.96%
6331 - TRAVEL EXPENSE/MILEAGE - 66 - - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 3,412 275 - 4,000 1,500 -62.50%
6364 - DRAM SHOP INSURANCE 839 988 1,004 1,033 1,096 6.10%
6384 - REFUSE DISPOSAL 1,422 2,387 2,205 2,300 3,000 30.43%
6402 - EQUIPMENT SERVICES - - - 750 750 0.00%
6432 - CONFERENCES AND SCHOOLS 210 271 75 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 63,220 80,364 59,026 67,850 76,100 12.16%
6491 - MERCHANDISE FOR RESALE 616 1,916 1,904 600 500 -16.67%
TOTAL SERVICES & OTHER CHARGES 78,880 90,178 73,100 91,203 96,346 5.64%
TOTAL BUSINESS UNIT EXPENSES 152,860$ 152,815$ 119,345$ 169,248$ 171,122$ 1.11%
45111 - CARS-ADULT RECREATION
GENERAL FUND
111
2016
2014 2015 September 2016 2017
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 317 - - 5,500 3,750 -31.82%
6122 - PERA COORDINATED PLAN 23 - - 504 543 7.74%
6125 - FICA - SOCIAL SECURITY 20 - - 403 434 7.69%
6126 - FICA - MEDICARE 5 - - 94 101 7.45%
6151 - WORKER'S COMP INSURANCE 4 - - 93 100 7.53%
TOTAL PERSONAL SERVICES 369 - - 7,594 5,928 -21.94%
6219 - GENERAL OPERATING SUPPLIES 688 631 - 1,650 1,000 -39.39%
TOTAL SUPPLIES 688 631 - 1,650 1,000 -39.39%
6307 - PROFESSIONAL SERVICES 2,000 6,258 - 3,200 - -100.00%
6449 - OTHER CONTRACTUAL SERVICE 2,685 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 4,685 6,258 - 3,200 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 5,742$ 6,889$ -$ 12,444$ 6,928$ -44.33%
GENERAL FUND
45112 - CARS-TEEN PROGRAMS
112
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45113 - CARS-YOUTH PROGRAMS
6103 - WAGES-PART TIME EMPLOYEES 35,521$ 41,505$ 54,552$ 40,559$ 55,870$ 37.75%
6104 - OVERTIME-PART TIME EMPLOYEES 8 20 88 - - 0.00%
6122 - PERA COORDINATED PLAN 538 747 342 2,681 3,385 26.26%
6125 - FICA - SOCIAL SECURITY 2,211 2,575 3,388 2,515 3,085 22.66%
6126 - FICA - MEDICARE 517 602 792 588 724 23.13%
6141 - UNEMPLOYMENT COMPENSATION 119 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 489 689 1,583 580 712 22.76%
TOTAL PERSONAL SERVICES 39,403 46,138 60,745 46,923 63,776 35.92%
6212 - MOTOR FUELS - - - 1,600 3,200 100.00%
6219 - GENERAL OPERATING SUPPLIES 11,866 14,975 7,677 16,800 22,915 36.40%
TOTAL SUPPLIES 11,866 14,975 7,677 18,400 26,115 41.93%
6321 - TELEPHONE/PAGERS 204 - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 230 (5) - 350 350 0.00%
6384 - REFUSE DISPOSAL - - - - - 0.00%
6433 - MEETING EXPENSES - - - 800 1,600 100.00%
6449 - OTHER CONTRACTUAL SERVICE 1,131 748 2,918 600 1,000 66.67%
TOTAL SERVICES & OTHER CHARGES 1,565 743 2,918 1,750 2,950 68.57%
TOTAL BUSINESS UNIT EXPENSES 52,834$ 61,856$ 71,340$ 67,073$ 92,841$ 38.42%
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
113
2016
2014 2015 September 2016 2017
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 3,978 3,003 2,942 9,800 7,100 -27.55%
6122 - PERA COORDINATED PLAN (3) 21 65 759 721 -5.01%
6125 - FICA - SOCIAL SECURITY 220 186 182 608 577 -5.10%
6126 - FICA - MEDICARE 51 44 43 142 135 -4.93%
6141 - UNEMPLOYMENT COMPENSATION 197 609 14 - - 0.00%
6151 - WORKER'S COMP INSURANCE 33 53 67 140 133 -5.00%
TOTAL PERSONAL SERVICES 4,041 3,916 3,313 11,449 8,666 -24.31%
6219 - GENERAL OPERATING SUPPLIES - - 412 80 2,700 3275.00%
TOTAL SUPPLIES - - 412 80 2,700 3275.00%
6369 - OTHER INSURANCE - - - - 1,500 100.00%
6412 - BLDGS/FACILITIES 9,466 7,288 4,367 9,800 12,000 22.45%
6431 - SPECIAL EVENTS - - 2,000 4,015 2,300 -42.71%
6449 - OTHER CONTRACTUAL SERVICE - 8,400 24,489 19,000 33,680 77.26%
TOTAL SERVICES & OTHER CHARGES 9,466 15,688 30,856 32,815 49,480 50.78%
TOTAL BUSINESS UNIT EXPENSES 13,507$ 19,604$ 34,581$ 44,344$ 60,846$ 37.21%
45119 - CARS-GENERAL REC
GENERAL FUND
114
2016
2014 2015 September 2016 2017
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 35,304 27,616 24,126 48,000 40,000 -16.67%
6104 - OVERTIME-PART TIME EMPLOYEES - 10 - 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 2,599 2,072 1,809 3,953 3,675 -7.03%
6125 - FICA - SOCIAL SECURITY 2,219 1,713 1,496 3,162 3,038 -3.92%
6126 - FICA - MEDICARE 519 401 350 740 711 -3.92%
6141 - UNEMPLOYMENT COMPENSATION 481 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 505 461 700 2,519 2,421 -3.89%
TOTAL PERSONAL SERVICES 42,115 32,273 28,481 59,374 50,845 -14.36%
6219 - GENERAL OPERATING SUPPLIES 28 3,057 1,285 1,500 2,000 33.33%
6239 - OTHER REPAIR & MAINT SUPPLIES - 736 - - - 0.00%
6242 - MINOR EQUIPMENT 2,702 48,510 1,099 18,000 18,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 1,618 - - - 0.00%
TOTAL SUPPLIES 2,730 53,921 2,384 19,500 20,000 2.56%
6384 - REFUSE DISPOSAL 625 - - 1,000 1,000 0.00%
6402 - EQUIPMENT SERVICES 913 12,151 1,056 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 7,687 887 250 5,000 5,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 91,526 105,214 61,820 105,000 107,500 2.38%
6491 - MERCHANDISE FOR RESALE 674 1,532 3,128 1,000 1,750 75.00%
TOTAL SERVICES & OTHER CHARGES 101,425 119,784 66,254 114,000 117,250 2.85%
6540 - EQUIPMENT & MACHINERY - - - 33,000 33,000 0.00%
TOTAL CAPITAL OUTLAY - - - 33,000 33,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 146,270$ 205,978$ 97,119$ 225,874$ 221,095$ -2.12%
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
115
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45124 - CARS-POOL
6103 - WAGES-PART TIME EMPLOYEES 230,080$ 207,694$ 184,362$ 236,000$ 236,000$ 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 405 83 92 1,000 1,000 0.00%
6122 - PERA COORDINATED PLAN 8,980 7,551 5,937 18,368 17,775 -3.23%
6125 - FICA - SOCIAL SECURITY 14,314 12,903 11,448 14,694 14,694 0.00%
6126 - FICA - MEDICARE 3,348 3,018 2,677 3,437 3,437 0.00%
6151 - WORKER'S COMP INSURANCE 3,119 3,460 5,346 3,389 3,389 0.00%
TOTAL PERSONAL SERVICES 260,246 234,709 209,862 276,888 276,295 -0.21%
6211 - CLEANING SUPPLIES 1,858 - - - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 27,776 19,302 10,890 7,000 9,000 28.57%
6219 - GENERAL OPERATING SUPPLIES 2,389 2,588 1,023 5,000 5,000 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 5,497 4,341 6,297 5,000 5,500 10.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 3,200 100.00%
TOTAL SUPPLIES 37,520 26,231 18,210 17,000 22,700 33.53%
6381 - ELECTRIC 23,670 22,251 22,142 24,000 24,000 0.00%
6382 - GAS 22,737 14,829 6,980 18,000 14,000 -22.22%
6383 - WATER 7,388 7,859 6,813 8,000 8,800 10.00%
6385 - SEWER 7,352 7,093 5,445 7,000 7,500 7.14%
6402 - EQUIPMENT SERVICES 5,018 7,786 - 4,000 4,500 12.50%
6403 - BLDGS/FACILITIES MAINT SERVICE 2,365 688 667 8,200 6,000 -26.83%
6431 - SPECIAL EVENTS 3,353 6,274 4,218 5,000 6,000 20.00%
6449 - OTHER CONTRACTUAL SERVICE 2,326 793 1,382 2,000 2,000 0.00%
TOTAL SERVICES & OTHER CHARGES 74,209 67,573 47,647 76,200 72,800 -4.46%
6540 - EQUIPMENT & MACHINERY 3,851 3,270 - - - 0.00%
6545 - OTHER EQUIPMENT - - 4,300 6,500 6,500 0.00%
TOTAL CAPITAL OUTLAY 3,851 3,270 4,300 6,500 6,500 0.00%
TOTAL BUSINESS UNIT EXPENSES 375,826$ 331,783$ 280,019$ 376,588$ 378,295$ 0.45%
GENERAL FUND
45124 - CARS-POOL
116
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41940 - GENERAL GOVT BLDGS AND PLANT
6101 - WAGES & SALARIES-FT EMPLOYEES 109,815$ 149,776$ 109,806$ 154,371$ 158,526$ 2.69%
6102 - OVERTIME-FT EMPLOYEES 22,048 18,512 17,448 18,000 18,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 55 - - 5,500 4,000 -27.27%
6111 - SEVERANCE PAY 598 841 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,584 12,622 9,544 13,785 13,540 -1.78%
6125 - FICA - SOCIAL SECURITY 8,024 9,846 6,752 11,028 11,193 1.50%
6126 - FICA - MEDICARE 1,877 2,303 1,579 2,579 2,617 1.47%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,064 32,362 30,348 40,410 40,464 0.13%
6151 - WORKER'S COMP INSURANCE 5,879 9,248 6,589 8,788 8,919 1.49%
TOTAL PERSONAL SERVICES 179,944 235,510 182,066 254,461 257,259 1.10%
6211 - CLEANING SUPPLIES 9,860 12,086 4,792 22,000 15,000 -31.82%
6214 - CLOTHING & PERSONAL EQUIPMENT 394 149 100 400 400 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 788 879 865 6,000 3,000 -50.00%
6217 - SAFETY SUPPLIES 566 277 792 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 9,045 3,169 5,835 1,500 4,000 166.67%
6223 - BUILDINGS & FACILITIES - - - 750 - -100.00%
6225 - PARK & LANDSCAPE MATERIALS 686 - 2,270 5,250 5,250 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 32,269 29,966 28,815 28,000 30,000 7.14%
6241 - SMALL TOOLS 505 540 273 1,000 1,000 0.00%
6242 - MINOR EQUIPMENT 289 - - 2,000 2,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 1,200 100.00%
TOTAL SUPPLIES 54,402 47,066 43,742 68,400 63,350 -7.38%
6307 - PROFESSIONAL SERVICES 2,722 1,253 1,838 3,500 3,500 0.00%
6321 - TELEPHONE/PAGERS 1,821 1,164 731 1,320 1,800 36.36%
6381 - ELECTRIC 115,635 111,676 107,136 118,000 118,000 0.00%
6382 - GAS 122,536 79,663 41,817 110,000 79,000 -28.18%
6383 - WATER 2,186 2,148 2,827 4,614 4,700 1.86%
6384 - REFUSE DISPOSAL 7,723 7,883 5,524 8,500 8,500 0.00%
6385 - SEWER 1,359 1,294 1,439 2,000 2,000 0.00%
6386 - STORM SEWER 4,343 4,308 3,231 8,000 6,000 -25.00%
6387 - HEATING OIL 3,158 25 - 4,000 4,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 2,629 1,159 2,118 3,200 3,200 0.00%
6389 - STREET LIGHTS 1,308 1,298 973 2,000 2,000 0.00%
6402 - EQUIPMENT SERVICES 33,190 47,771 29,368 15,000 40,000 166.67%
6403 - BLDGS/FACILITIES MAINT SERVICE 43,757 71,035 67,996 105,000 82,000 -21.90%
6405 - PARK & LANDSCAPE SERVICES 30,980 29,488 27,432 34,000 34,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,988 395 - 5,000 5,000 0.00%
6421 - SOFTWARE LICENSE - - - - - 0.00%
6422 - SOFTWARE MAINT 2,146 2,816 3,648 8,121 12,000 47.77%
6432 - CONFERENCES AND SCHOOLS 865 320 - 1,200 1,200 0.00%
6434 - DUES & SUBSCRIPTIONS - - - 350 350 0.00%
6441 - LICENSES, TAXES & FEES 545 548 430 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 46,242 48,428 20,699 40,000 63,860 59.65%
TOTAL SERVICES & OTHER CHARGES 425,133 412,672 317,207 474,805 472,110 -0.57%
6461 - FUEL CHARGES 1,382 1,166 657 1,253 1,201 -4.15%
6462 - FIXED CHARGES 1,782 1,878 1,326 1,768 1,846 4.41%
6463 - REPAIR & MAINT CHARGES 817 943 571 650 898 38.15%
6465 - REPLACEMENT CHARGES 2,150 2,100 1,650 2,200 2,300 4.55%
TOTAL CENTRAL GARAGE CHARGES 6,131 6,087 4,204 5,871 6,245 6.37%
6520 - BUILDINGS & FACILITIES 8,453 8,253 33,721 37,794 50,000 32.30%
TOTAL CAPITAL OUTLAY 8,453 8,253 33,721 37,794 50,000 32.30%
TOTAL BUSINESS UNIT EXPENSES 674,063$ 709,588$ 580,940$ 841,331$ 848,964$ 0.91%
GENERAL FUND
41940 - GENERAL GOVT BLDGS AND PLANT
117
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City of Brooklyn Center
2017 Budget
General Fund Expenses
Public Works
2017 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 2017 we will solidify the funding partnership for the Brooklyn Boulevard Corridor Phase 1 (49th
Avenue to Bass Lake Road) and Phase 2 (Bass Lake Road to I-94). We will also 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 2017 we will implement the 24th 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 2016 2017 2018
Director of Public Works/City Engineer (43110)
Deputy Director of Public Works (43220)
Assistant City Engineer (43110)
Project Engineer (43110)
Supervisor of Streets and Parks (45201)
Engineering Technician 4 (43110)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
119
Administrative Assistant (43110)
Engineering Technician 3 (43110)
Administrative Technician (43220)
Maintenance II (5-43220, 2-43221, 5-45201 and
1-45204)
Part Time/Summer Temporary Employees (7-
43220, 6-45201)
Engineering Aid/Intern (43110)
TOTAL
1
2
1
13
3.3
-
26.3
1
2
1
13
3.3
0.3
26.6
1
2
1
13
3.3
0.3
26.6
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.
120
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. Complete 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 record keeping/tracking 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 74 > or = 78
Amount of billable project time and overtime
(Engineering staff time)
62.6% billed to projects >60% billed to
projects
Administration fees to project cost ratio (Freeway
Park project)
8.9% <15%
Project construction cost per hour of staff time
billed to project (Freeway Park project)
$848/hr >$600/hr
Average period between receiving a pothole
complaint and addressing the issue
4.1 days
(to date as of 8/8/16)
< 4 days
Streetscape maintenance cost per mile $19,985/mile $15,000 to
$20,000/mile
*2015 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2017
Engineering – 2 traffic counters (radar), $7,500
2018
Engineering – None
121
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - PUBLIC WORKS-ENGINEERING
6101 - WAGES & SALARIES-FT EMPLOYEES 523,484$ 487,511$ 364,213$ 559,675$ 572,476$ 2.29%
6102 - OVERTIME-FT EMPLOYEES 45,437 33,300 20,429 40,000 40,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES - - 5,723 - 7,000 100.00%
6104 - OVERTIME-PART TIME EMPLOYEES 14 722 289 - 500 100.00%
6111 - SEVERANCE PAY 8,498 5,181 3,862 - - 0.00%
6122 - PERA COORDINATED PLAN 41,314 39,061 28,848 46,862 45,937 -1.97%
6125 - FICA - SOCIAL SECURITY 34,687 31,857 24,436 36,795 37,124 0.89%
6126 - FICA - MEDICARE 8,112 7,506 5,715 8,768 8,881 1.29%
6131 - CAFETERIA PLAN CONTRIBUTIONS 74,080 74,899 63,963 94,290 94,416 0.13%
6141 - UNEMPLOYMENT COMPENSATION - - 5,922 - - 0.00%
6151 - WORKER'S COMP INSURANCE 3,610 4,028 2,356 4,162 4,216 1.30%
TOTAL PERSONAL SERVICES 739,236 684,065 525,756 790,552 810,550 2.53%
6201 - OFFICE SUPPLIES 438 657 387 315 320 1.59%
6203 - BOOKS/REFERENCE MATERIALS 81 167 - 195 200 2.56%
6214 - CLOTHING & PERSONAL EQUIPMENT 289 100 230 310 320 3.23%
6219 - GENERAL OPERATING SUPPLIES 131 19 - 525 540 2.86%
6242 - MINOR EQUIPMENT 288 - 106 625 640 2.40%
6243 - MINOR COMPUTER EQUIPMENT 342 2,217 5,205 3,700 15,500 318.92%
TOTAL SUPPLIES 1,569 3,160 5,928 5,670 17,520 208.99%
6302 - ARCH, ENG & PLANNING 22,094 7,067 15,320 20,500 21,000 2.44%
6307 - PROFESSIONAL SERVICES 4,905 6,333 1,550 3,800 3,900 2.63%
6321 - TELEPHONE/PAGERS 439 430 356 625 1,500 140.00%
6329 - OTHER COMMUNICATION SERVICES 594 59 327 515 680 32.04%
6331 - TRAVEL EXPENSE/MILEAGE 1,274 1,237 950 980 1,000 2.04%
6333 - FREIGHT/DRAYAGE 54 - - 80 80 0.00%
6341 - PERSONNEL ADVERTISING 78 348 - 300 310 3.33%
6342 - LEGAL NOTICES - - - 200 200 0.00%
6351 - PRINTING 558 420 583 440 450 2.27%
6402 - EQUIPMENT SERVICES 400 140 - 500 520 4.00%
6406 - MULTI-FUNCTION MTNCE 2,929 3,410 2,725 4,000 5,450 36.25%
6421 - SOFTWARE LICENSE 269 - - - - 0.00%
6422 - SOFTWARE MAINT 8,448 8,455 3,470 8,500 8,900 4.71%
6432 - CONFERENCES AND SCHOOLS 3,820 4,515 4,440 3,800 3,900 2.63%
6433 - MEETING EXPENSES 12 101 - 80 85 6.25%
6434 - DUES & SUBSCRIPTIONS 831 1,084 1,113 1,000 1,030 3.00%
6449 - OTHER CONTRACTUAL SERVICE 1,726 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 48,431 33,599 30,834 45,320 49,005 8.13%
6461 - FUEL CHARGES 4,089 2,261 1,936 3,647 2,283 -37.40%
6462 - FIXED CHARGES 3,669 3,859 2,894 3,624 4,824 33.11%
6463 - REPAIR & MAINT CHARGES 2,212 4,880 2,891 2,815 3,617 28.49%
6465 - REPLACEMENT CHARGES 6,750 6,350 4,766 6,355 7,600 19.59%
TOTAL CENTRAL GARAGE CHARGES 16,720 17,350 12,487 16,441 18,324 11.45%
6540 - EQUIPMENT & MACHINERY - 3,893 - - 7,500 100.00%
TOTAL CAPITAL OUTLAY - 3,893 - - 7,500 100.00%
TOTAL BUSINESS UNIT EXPENSES 805,956$ 742,067$ 575,005$ 857,983$ 902,899$ 5.24%
43110 - PUBLIC WORKS-ENGINEERING
GENERAL FUND
122
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
43220 - PUBLIC WORKS-STREET MAINT
6101 - WAGES & SALARIES-FT EMPLOYEES 412,369$ 393,130$ 278,719$ 415,185$ 427,077$ 2.86%
6102 - OVERTIME-FT EMPLOYEES 18,576 9,327 3,874 12,000 12,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 41,576 43,882 45,132 47,400 48,400 2.11%
6111 - SEVERANCE PAY 7,773 7,855 38,161 - - 0.00%
6122 - PERA COORDINATED PLAN 31,300 30,144 21,195 36,380 36,487 0.29%
6125 - FICA - SOCIAL SECURITY 28,723 26,906 22,109 29,104 30,161 3.63%
6126 - FICA - MEDICARE 6,718 6,293 5,171 6,806 7,053 3.63%
6131 - CAFETERIA PLAN CONTRIBUTIONS 63,493 76,599 61,112 94,290 94,416 0.13%
6151 - WORKER'S COMP INSURANCE 26,133 30,062 25,397 27,420 28,512 3.98%
TOTAL PERSONAL SERVICES 636,661 624,198 500,870 668,585 684,106 2.32%
6201 - OFFICE SUPPLIES 219 388 - 260 270 3.85%
6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 150 150 135 150 150 0.00%
6217 - SAFETY SUPPLIES 1,274 1,418 794 2,260 2,330 3.10%
6219 - GENERAL OPERATING SUPPLIES 2,038 1,303 811 2,270 2,340 3.08%
6224 - STREET MAINT MATERIALS 90,990 68,969 69,057 97,320 90,000 -7.52%
6226 - SIGNS & STRIPING MATERIALS 1,095 1,576 1,071 1,610 1,610 0.00%
6241 - SMALL TOOLS 591 705 271 620 640 3.23%
6242 - MINOR EQUIPMENT 3,033 405 442 400 2,100 425.00%
6243 - MINOR COMPUTER EQUIPMENT 2,600 1,107 - - - 0.00%
TOTAL SUPPLIES 101,990 76,021 72,581 104,990 99,540 -5.19%
6307 - PROFESSIONAL SERVICES 1,365 5,807 1,393 1,700 1,700 0.00%
6321 - TELEPHONE/PAGERS 2,026 1,369 845 1,560 1,730 10.90%
6331 - TRAVEL EXPENSE/MILEAGE - - 24 45 45 0.00%
6341 - PERSONNEL ADVERTISING 67 190 295 300 300 0.00%
6351 - PRINTING 293 293 350 260 300 15.38%
6384 - REFUSE DISPOSAL 1,717 2,558 648 500 500 0.00%
6404 - STREET MAINT SERVICES 95,275 94,701 85,619 103,000 110,000 6.80%
6405 - PARK & LANDSCAPE SERVICES 50,241 44,415 23,172 55,100 58,600 6.35%
6417 - UNIFORMS 754 940 199 1,000 1,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - 1,070 - - 0.00%
6421 - SOFTWARE LICENSE - - 379 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 2,881 4,679 1,930 4,300 4,300 0.00%
6433 - MEETING EXPENSES - - 110 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 462 420 454 600 600 0.00%
6449 - OTHER CONTRACTUAL SERVICE 48,000 46,702 11,227 52,000 53,600 3.08%
TOTAL SERVICES & OTHER CHARGES 203,081 202,074 127,715 220,465 232,775 5.58%
6461 - FUEL CHARGES 64,881 31,867 14,726 58,098 31,406 -45.94%
6462 - FIXED CHARGES 58,417 61,356 41,009 54,679 52,264 -4.42%
6463 - REPAIR & MAINT CHARGES 112,837 75,813 67,470 127,735 121,212 -5.11%
6465 - REPLACEMENT CHARGES 232,464 236,188 193,051 257,401 274,972 6.83%
TOTAL CENTRAL GARAGE CHARGES 468,599 405,224 316,256 497,913 479,854 -3.63%
TOTAL BUSINESS UNIT EXPENSES 1,410,331$ 1,307,517$ 1,017,422$ 1,491,953$ 1,496,275$ 0.29%
GENERAL FUND
43220 - PUBLIC WORKS-STREET MAINT
123
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
43221 - PUBLIC WORKS-TRAFFIC CONTROL
6101 - WAGES & SALARIES-FT EMPLOYEES 108,771$ 106,201$ 81,706$ 114,068$ 116,286$ 1.94%
6111 - SEVERANCE PAY 611 394 - - - 0.00%
6122 - PERA COORDINATED PLAN 7,899 8,006 6,128 8,840 8,722 -1.33%
6125 - FICA - SOCIAL SECURITY 6,976 6,812 5,240 7,072 7,210 1.95%
6126 - FICA - MEDICARE 1,631 1,593 1,225 1,654 1,686 1.93%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,903 23,621 20,232 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 8,475 10,029 8,194 9,286 9,466 1.94%
TOTAL PERSONAL SERVICES 157,266 156,656 122,725 167,860 170,346 1.48%
6226 - SIGNS & STRIPING MATERIALS 29,827 28,127 15,237 29,900 29,900 0.00%
6242 - MINOR EQUIPMENT - - 6,937 8,200 - -100.00%
6243 - MINOR COMPUTER EQUIPMENT - 1,107 - - - 0.00%
TOTAL SUPPLIES 29,827 29,234 22,174 38,100 29,900 -21.52%
6341 - PERSONNEL ADVERTISING - - 150 - - 0.00%
6381 - ELECTRIC 21,754 17,986 16,056 23,300 24,000 3.00%
6407 - TRAFFIC SIGNALS MAINT 3,578 3,361 238 4,500 9,000 100.00%
6422 - SOFTWARE MAINT - - - 850 - -100.00%
TOTAL SERVICES & OTHER CHARGES 25,332 21,347 16,444 28,650 33,000 15.18%
TOTAL BUSINESS UNIT EXPENSES 212,425$ 207,237$ 161,343$ 234,610$ 233,246$ -0.58%
GENERAL FUND
43221 - PUBLIC WORKS-TRAFFIC CONTROL
124
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45201 - PUBLIC WORKS-PARK FACILITIES
6101 - WAGES & SALARIES-FT EMPLOYEES 338,155$ 340,874$ 240,803$ 363,301$ 369,771$ 1.78%
6102 - OVERTIME-FT EMPLOYEES 16,004 12,493 12,008 20,000 18,000 -10.00%
6103 - WAGES-PART TIME EMPLOYEES 29,617 36,688 37,208 37,800 38,600 2.12%
6111 - SEVERANCE PAY 4,808 4,850 8,699 - - 0.00%
6122 - PERA COORDINATED PLAN 25,723 26,500 18,842 32,493 31,919 -1.77%
6125 - FICA - SOCIAL SECURITY 24,669 24,854 18,994 25,993 26,386 1.51%
6126 - FICA - MEDICARE 5,769 5,812 4,442 6,078 6,169 1.50%
6131 - CAFETERIA PLAN CONTRIBUTIONS 55,486 66,081 51,001 80,820 80,928 0.13%
6141 - UNEMPLOYMENT COMPENSATION 11 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 11,180 13,821 12,595 13,076 13,188 0.86%
TOTAL PERSONAL SERVICES 511,422 531,973 404,592 579,561 584,961 0.93%
6214 - CLOTHING & PERSONAL EQUIPMENT - 100 50 305 305 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 1,639 2,223 312 2,380 2,380 0.00%
6217 - SAFETY SUPPLIES 622 472 664 1,030 1,100 6.80%
6219 - GENERAL OPERATING SUPPLIES 7,361 7,458 1,380 8,000 8,240 3.00%
6223 - BUILDINGS & FACILITIES 393 2,278 454 2,200 3,200 45.45%
6225 - PARK & LANDSCAPE MATERIALS 12,363 15,903 15,436 19,500 18,500 -5.13%
6227 - PAINT SUPPLIES 364 1,469 152 1,000 1,200 20.00%
6231 - ATHLETIC FIELD SUPPLIES 5,133 2,151 2,090 5,100 5,100 0.00%
6233 - COURT SUPPLIES 2,007 - - 725 750 3.45%
6239 - OTHER REPAIR & MAINT SUPPLIES 2,868 9,636 5,287 10,100 10,100 0.00%
6241 - SMALL TOOLS 975 945 315 1,250 1,280 2.40%
6242 - MINOR EQUIPMENT - 8,825 1,929 2,000 3,100 55.00%
6243 - MINOR COMPUTER EQUIPMENT 1,760 - 1,027 1,150 - -100.00%
TOTAL SUPPLIES 35,485 51,460 29,096 54,740 55,255 0.94%
6321 - TELEPHONE/PAGERS 247 207 115 240 265 10.42%
6351 - PRINTING 145 145 300 160 160 0.00%
6381 - ELECTRIC 26,806 28,567 21,838 32,000 33,000 3.13%
6382 - GAS 1,959 1,520 1,145 2,100 2,200 4.76%
6383 - WATER 18,878 21,881 28,264 38,000 39,100 2.89%
6384 - REFUSE DISPOSAL 14,718 19,319 14,698 24,400 25,000 2.46%
6385 - SEWER 1,494 1,569 1,200 1,100 1,400 27.27%
6386 - STORM SEWER 49,987 49,369 37,026 56,000 57,800 3.21%
6389 - STREET LIGHTS 18,048 17,864 13,398 20,500 21,100 2.93%
6405 - PARK & LANDSCAPE SERVICES 2,200 1,781 1,207 2,800 2,890 3.21%
6409 - OTHER REPAIR & MAINT SVCS 2,883 632 6,277 4,700 4,850 3.19%
6415 - OTHER EQUIPMENT 63 88 - 200 210 5.00%
6417 - UNIFORMS 525 624 131 515 630 22.33%
6432 - CONFERENCES AND SCHOOLS 1,550 2,099 3,360 2,060 2,120 2.91%
6434 - DUES & SUBSCRIPTIONS 70 92 92 115 115 0.00%
6449 - OTHER CONTRACTUAL SERVICE 6,393 3,694 4,600 8,000 8,000 0.00%
TOTAL SERVICES & OTHER CHARGES 145,966 149,451 133,651 192,890 198,840 3.08%
6461 - FUEL CHARGES 27,856 24,648 14,894 25,862 24,437 -5.51%
6462 - FIXED CHARGES 23,985 25,388 19,035 25,380 24,950 -1.69%
6463 - REPAIR & MAINT CHARGES 50,681 59,186 51,887 69,280 63,033 -9.02%
6465 - REPLACEMENT CHARGES 97,720 84,163 66,472 88,630 94,379 6.49%
TOTAL CENTRAL GARAGE CHARGES 200,242 193,385 152,288 209,152 206,799 -1.13%
6540 - EQUIPMENT & MACHINERY - - 8,460 12,000 - -100.00%
TOTAL CAPITAL OUTLAY - - 8,460 12,000 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 893,115$ 926,269$ 728,087$ 1,048,343$ 1,045,855$ -0.24%
45201 - PUBLIC WORKS-PARK FACILITIES
GENERAL FUND
125
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45204 - PUBLIC WORKS-FORESTRY
6101 - WAGES & SALARIES-FT EMPLOYEES 53,053$ 54,595$ 41,397$ 55,474$ 59,703$ 7.62%
6102 - OVERTIME-FT EMPLOYEES 2 - - - - 0.00%
6111 - SEVERANCE PAY 539 545 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,853 4,098 3,105 4,299 4,478 4.16%
6125 - FICA - SOCIAL SECURITY 3,423 3,506 2,796 3,439 3,702 7.65%
6126 - FICA - MEDICARE 801 820 654 804 866 7.71%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,450 12,708 10,116 13,470 13,488 0.13%
6151 - WORKER'S COMP INSURANCE 1,898 2,374 2,261 2,080 2,239 7.64%
TOTAL PERSONAL SERVICES 75,019 78,646 60,329 79,566 84,476 6.17%
6217 - SAFETY SUPPLIES 77 80 28 85 85 0.00%
6219 - GENERAL OPERATING SUPPLIES 114 86 - 105 105 0.00%
6225 - PARK & LANDSCAPE MATERIALS 2,762 3,048 1,318 3,300 3,470 5.15%
TOTAL SUPPLIES 2,953 3,214 1,346 3,490 3,660 4.87%
6351 - PRINTING - - 26 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 16,724 14,533 4,675 17,250 17,800 3.19%
6449 - OTHER CONTRACTUAL SERVICE - 2,520 1,025 2,600 2,600 0.00%
TOTAL SERVICES & OTHER CHARGES 16,724 17,053 5,726 19,850 20,400 2.77%
TOTAL BUSINESS UNIT EXPENSES 94,696$ 98,913$ 67,401$ 102,906$ 108,536$ 5.47%
GENERAL FUND
45204 - PUBLIC WORKS-FORESTRY
126
City of Brooklyn Center
2017 Budget
General Fund Expenses
Building & Community Standards
2017 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.
127
Staffing Levels
Positions FTEs 2016 2017 2018
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 (2 FTE)^^^^
Property Code Inspectors (3 FTE)^^^^
Administrative Assistant (2 FT)^^^
Administrative Assistants (2 PT Positions)^^^
Seasonal Technicians (1-3 PT Positions)
Contract Electrical Inspections
Contract Construction Specialty Inspections
-
0.25
0.75
1
3
2
1.6
0.9
-
-
-
0.25
0.75
1
2
3
1.6
0.6
-
-
-
0.25
0.75
1
2
3
1.6
0.6
-
-
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
Total Fund Budget 9.5 9.2 9.2
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. The 2017 budget reflects
the elimination of the 0.5 FTE that was transferred to this department with the Ownership Services
functions in May 2014.
^^^^Beginning in 2017 the Department is shifting one of the Building/Housing Inspector positions to a
Property Code Inspector position. The position being shifted is currently vacant with an anticipated
hire date of December 1, 2016
- Department contracts for electrical and construction specialty inspections.
- Total staffing for the department is 12.0 FTEs plus interns, with certain FTEs reflected in other City
budgets.
128
o The building and construction inspection program assists homeowners, contractors and
businesses with their construction projects to ensure compliance with building and
construction codes (Building, Fire, Mechanical, Plumbing, Electrical, Energy, etc.). A
variety of educational and communication tools are used to ensure buildings are safe and
sound throughout the building’s life. Inspection staff also coordinates the city’s internal
construction and plan review process.
Rental Inspections Program
o The rental licensing program ensures rental housing is maintained in a safe and attractive
manner, 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.
129
Ownership Services
o Homestead applications, property ownership information, and special assessments are
performed in order to ensure information is available to internal and external customers.
Homestead credits ensure residents receive the allowed financial benefits for owner or
relative-occupied homes. In addition, the special assessment system ensures the City
obtains payment for certain services, and that current and future property owners have
access to 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. Two additional properties
have been acquired in 2016 due to availability of additional federal funds.
c. Monitor and inspect vacant properties
d. Continue Code Enforcement activities with proactive inspection and focus on resolving
ongoing and repeat violations.
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. Continue to review and improve letters and notices.
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
130
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
(1,409 inspected in 2015, 50 remain open)
96.5% 100%
Percentage of qualified re-occupied vacant
properties in compliance with the vacant building
ordinance (101 total reoccupied)
94% 100%
Percentage of residents surveyed saying their
proud of their neighborhood (Average of 4
neighborhood meetings)
84.25% 100%
Average city cost of city-facilitated abatement per
administrative service charge
(11 vacant) (119 grass/weed abatement)
[Includes direct costs, but not all overhead]
$275 junk/debris
$128 long grass/weeds
$150
Cost per online permit transaction (606 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 )
$92,061.21 $103,000
*Based on 2015
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
Security and customer service layout improvements for department- continued from 2015 budget
131
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42410 - BUILDING INSPECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 292,573$ 301,277$ 208,697$ 341,014$ 275,529$ -19.20%
6102 - OVERTIME-FT EMPLOYEES 3,939 1,194 1,088 4,000 4,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 1,850 8,543 24,537 17,650 -28.07%
6111 - SEVERANCE PAY 2,854 2,831 15,588 - - 0.00%
6122 - PERA COORDINATED PLAN 21,537 22,685 16,308 28,639 22,288 -22.18%
6125 - FICA - SOCIAL SECURITY 18,327 19,393 14,804 22,913 18,425 -19.59%
6126 - FICA - MEDICARE 4,286 4,536 3,462 5,359 4,309 -19.59%
6131 - CAFETERIA PLAN CONTRIBUTIONS 46,855 50,562 38,111 70,044 56,650 -19.12%
6141 - UNEMPLOYMENT COMPENSATION 11,322 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 1,928 2,379 1,285 2,535 2,040 -19.53%
TOTAL PERSONAL SERVICES 403,621 406,707 307,886 499,041 400,891 -19.67%
6201 - OFFICE SUPPLIES 501 902 101 500 1,500 200.00%
6203 - BOOKS/REFERENCE MATERIALS 546 1,506 98 1,200 500 -58.33%
6214 - CLOTHING & PERSONAL EQUIPMENT 268 852 (55) 600 600 0.00%
6219 - GENERAL OPERATING SUPPLIES 377 1,093 (12) 1,250 - -100.00%
6241 - SMALL TOOLS - - 120 100 600 500.00%
6242 - MINOR EQUIPMENT 1,325 2,111 (54) 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 2,867 6,899 - 1,275 - -100.00%
TOTAL SUPPLIES 5,884 13,363 198 5,425 3,700 -31.80%
6307 - PROFESSIONAL SERVICES 39,924 42,331 17,887 60,000 56,000 -6.67%
6321 - TELEPHONE/PAGERS 1,643 1,108 704 1,260 1,400 11.11%
6329 - OTHER COMMUNICATION SERVICES 1,215 1,260 840 1,320 1,300 -1.52%
6331 - TRAVEL EXPENSE/MILEAGE 25 - 47 100 100 0.00%
6341 - PERSONNEL ADVERTISING 32 - - 300 100 -66.67%
6351 - PRINTING 92 56 13 200 200 0.00%
6406 - MULTI-FUNCTION MTNCE 1,102 980 628 1,000 1,260 26.00%
6421 - SOFTWARE LICENSE 486 595 - - - 0.00%
6423 - LOGIS CHARGES 28,758 29,463 19,105 31,528 32,766 3.93%
6432 - CONFERENCES AND SCHOOLS 2,910 4,030 3,734 5,000 5,000 0.00%
6433 - MEETING EXPENSES 176 293 89 200 300 50.00%
6434 - DUES & SUBSCRIPTIONS 695 1,548 515 1,500 900 -40.00%
6435 - CREDIT CARD FEES 3,403 4,012 3,520 6,500 6,500 0.00%
6441 - LICENSES, TAXES & FEES 110 66 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICES - 1,900 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 80,571 87,642 47,082 108,908 105,826 -2.83%
6461 - FUEL CHARGES 3,623 3,144 1,788 3,426 3,625 5.81%
6462 - FIXED CHARGES 2,108 2,954 2,077 2,770 2,814 1.59%
6463 - REPAIR & MAINT CHARGES 2,667 5,784 2,053 2,598 4,310 65.90%
6465 - REPLACEMENT CHARGES 4,325 6,550 4,912 6,550 6,550 0.00%
TOTAL CENTRAL GARAGE CHARGES 12,723 18,432 10,830 15,344 17,299 12.74%
TOTAL BUSINESS UNIT EXPENSES 502,799$ 526,144$ 365,996$ 628,718$ 527,716$ -16.06%
42410 - BUILDING INSPECTIONS
GENERAL FUND
132
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42411 - CODE ENFORCEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES 232,394$ 256,237$ 160,115$ 235,379$ 302,685$ 28.59%
6102 - OVERTIME-FT EMPLOYEES 30,075 14,436 9,829 8,000 10,000 25.00%
6103 - WAGES-PART TIME EMPLOYEES 4,780 38,454 41,187 67,649 56,897 -15.89%
6104 - OVERTIME - PART TIME EMPLOYEES - - 33 - - 0.00%
6111 - SEVERANCE PAY 2,602 2,293 - - - 0.00%
6122 - PERA COORDINATED PLAN 19,059 22,393 14,615 24,759 27,867 12.55%
6125 - FICA - SOCIAL SECURITY 16,497 19,220 13,682 19,806 23,040 16.33%
6126 - FICA - MEDICARE 3,858 4,495 3,200 4,632 5,388 16.32%
6131 - CAFETERIA PLAN CONTRIBUTIONS 40,310 55,068 37,092 45,798 59,347 29.58%
6151 - WORKER'S COMP INSURANCE 1,683 2,404 1,818 2,196 2,558 16.48%
TOTAL PERSONAL SERVICES 351,258 415,000 281,571 408,219 487,782 19.49%
6201 - OFFICE SUPPLIES 829 1,509 120 1,450 1,450 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 330 107 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - 499 - 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 540 477 21 800 600 -25.00%
6241 - SMALL TOOLS - - - - 400 100.00%
6242 - MINOR EQUIPMENT 715 449 208 400 500 25.00%
6243 - MINOR COMPUTER EQUIPMENT 6,415 3,375 - 850 6,000 605.88%
TOTAL SUPPLIES 8,499 6,639 456 4,300 9,750 126.74%
6307 - PROFESSIONAL SERVICES 36 11,224 1,532 5,200 2,955 -43.17%
6321 - TELEPHONE/PAGERS 1,980 1,319 719 1,500 1,660 10.67%
6329 - OTHER COMMUNICATION SERVICES 1,502 1,982 1,161 1,800 1,750 -2.78%
6331 - TRAVEL EXPENSE/MILEAGE 54 6 - 100 100 0.00%
6341 - PERSONNEL ADVERTISING 268 115 - 300 300 0.00%
6351 - PRINTING 100 122 93 300 100 -66.67%
6405 - PARK & LANDSCAPE SERVICES - - - - 40,000 100.00%
6406 - MULTI-FUNCTION MTNCE 1,102 980 628 1,000 1,260 26.00%
6423 - LOGIS CHARGES 1,680 1,680 980 1,680 1,680 0.00%
6432 - CONFERENCES AND SCHOOLS 2,629 2,806 1,045 6,000 3,500 -41.67%
6433 - MEETING EXPENSES - 38 12 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 88 437 409 900 700 -22.22%
6441 - LICENSES, TAXES & FEES 326 343 225 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 9,221 33,354 4,570 30,000 30,000 0.00%
TOTAL SERVICES & OTHER CHARGES 18,986 54,406 11,374 48,880 84,105 72.06%
6461 - FUEL CHARGES 6,071 4,339 2,226 5,600 4,279 -23.59%
6462 - FIXED CHARGES 3,723 3,688 2,680 3,573 3,621 1.34%
6463 - REPAIR & MAINT CHARGES 5,031 3,666 2,757 3,464 4,436 28.06%
6465 - REPLACEMENT CHARGES 4,230 4,600 4,665 6,220 6,800 9.32%
TOTAL CENTRAL GARAGE CHARGES 19,055 16,293 12,328 18,857 19,136 1.48%
6560 - FURNITURE - - - 500 - -100.00%
TOTAL CAPITAL OUTLAY - - - 500 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 397,798$ 492,338$ 305,729$ 480,756$ 600,773$ 24.96%
GENERAL FUND
42411 - CODE ENFORCEMENT
133
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134
City of Brooklyn Center
2017 Budget
General Fund Expenses
Business & Development
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 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
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.
135
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 I 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.
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 promote private investment into industrial and commercial
developments/redevelopments/renovations that stimulate the creation of new living wage
employment opportunities.
136
Staffing Levels
Positions FTE’s 2016 2017 2018
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
plan reviews, subdivisions, zoning applications, and development & performance
agreements to ensure compliance with the City’s ordinances and conformance with
the City’s adopted comprehensive plan.
Business Retention, Expansion, and Attraction & Community Marketing Activities
o Promoting development opportunities; collaborating with business groups,
organizations and agencies focused on commerce, employment, and economic
growth; and planning initiatives & advocating visions for public and private
investments in the City.
Annual 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 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.
137
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.
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.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Phase II Development Shingle Creek Crossing
(Satisfaction of the TIF Forgivable Loan)
185,865 sf. (77.8%) Construction of 53,135
sf to achieve 239,000 sf.
1st Phase Development of the Opportunity Site Pre. Development
Agreement & Planning
Concept for 750 Market Rate
Apartments
Completion of 250+
apartments by 2018
Brooklyn Boulevard Senior Housing Project PUD and TIF Development
Agreements executed with
SCA Properties LLP.
Completion of 158
senior care apartments
by 2018
Identification of Redevelopment Opportunities and
Planning Activities
2016 Community
Development Planning &
Activities Map
Preparation of the 2017
Planning & Activities
Map
2040 Comprehensive Plan Update 2030 Plan Update completed
in 2010
Complete 2040 Planning
Issues Map & Public
Participation Strategies.
Update the City’s Business Subsidy Policy Currently based on
Minimum Wage Standards
Adopt revised policy
with Living Wage
Criteria
Identify Economic Assistance Programs that promote
private investment in development/redevelopment
projects which generates employment opportunities
Existing programs by
DEED, Metro Council,
Henn. Co.
Organize program
information and
illustrate how the
programs could be used
to benefit new
employment
opportunities
138
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
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%
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%
6307 - PROFESSIONAL SERVICES 101,704 201,396 86,826 200,000 205,000 2.50%
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%
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%
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%
GENERAL FUND
41550 - ASSESSING
139
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING
6101 - WAGES & SALARIES-FT EMPLOYEES 105,849$ 81,166$ 63,824$ 92,238$ 94,082$ 2.00%
6102 - OVERTIME-FT EMPLOYEES 1,167 - - 2,000 1,500 -25.00%
6103 - WAGES-PART TIME EMPLOYEES - - 6,071 18,537 11,635 -37.23%
6111 - SEVERANCE PAY 500 382 - - - 0.00%
6122 - PERA COORDINATED PLAN 7,769 6,088 5,242 8,739 8,041 -7.99%
6125 - FICA - SOCIAL SECURITY 6,430 5,304 4,041 6,993 6,647 -4.95%
6126 - FICA - MEDICARE 1,504 1,241 945 1,636 1,555 -4.95%
6131 - CAFETERIA PLAN CONTRIBUTIONS 18,340 12,708 10,116 16,164 16,186 0.14%
6151 - WORKER'S COMP INSURANCE 677 624 526 757 722 -4.62%
TOTAL PERSONAL SERVICES 142,236 107,513 90,765 147,064 140,368 -4.55%
6219 - GENERAL OPERATING SUPPLIES 42 60 29 50 50 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 2,368 2,000 - -100.00%
TOTAL SUPPLIES 42 60 2,397 2,050 50 -97.56%
6303 - LEGAL SERVICES - 571 50 9,362 10,000 6.81%
6307 - PROFESSIONAL SERVICES - 1,433 883 - 20,000 100.00%
6331 - TRAVEL EXPENSE/MILEAGE - 10 - 100 100 0.00%
6342 - LEGAL NOTICES 213 460 150 700 700 0.00%
6351 - PRINTING - - 40 200 400 100.00%
6406 - MULTI-FUNCTION MTNCE 750 668 428 650 900 38.46%
6432 - CONFERENCES AND SCHOOLS 391 710 845 2,700 2,700 0.00%
6433 - MEETING EXPENSES 30 - - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 295 345 345 835 835 0.00%
6449 - OTHER CONTRACTUAL SERVICE 92,027 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 93,706 4,197 2,741 14,647 35,735 143.97%
TOTAL BUSINESS UNIT EXPENSES 235,984$ 111,770$ 95,903$ 163,761$ 176,153$ 7.57%
41910 - PLANNING AND ZONING
GENERAL FUND
140
City of Brooklyn Center
2017 Budget
General Fund Expenses
Other
2017 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.
141
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41610 - LEGAL
6303 - LEGAL SERVICES 400,321$ 411,413$ 240,808$ 428,100$ 430,000$ 0.44%
6307 - PROFESSIONAL SERVICES 2,700 1,650 3,675 5,000 5,000 0.00%
6423 - LOGIS CHARGES - 14,448 - 21,600 - -100.00%
TOTAL SERVICES & OTHER CHARGES 403,021 427,511 244,483 454,700 435,000 -4.33%
TOTAL BUSINESS UNIT EXPENSES 403,021$ 427,511$ 244,483$ 454,700$ 435,000$ -4.33%
GENERAL FUND
41610 - LEGAL
142
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
44110 - JOINT POWERS PAYMENTS
6449 - OTHER CONTRACTUAL SERVICE 145,503$ 135,604$ 100,220$ 150,000$ 180,000$ 20.00%
TOTAL SERVICES & OTHER CHARGES 145,503 135,604 100,220 150,000 180,000 20.00%
TOTAL BUSINESS UNIT EXPENSES 145,503$ 135,604$ 100,220$ 150,000$ 180,000$ 20.00%
44110 - JOINT POWERS PAYMENTS
GENERAL FUND
143
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45310 - CONVENTION AND TOURISM
6445 - CONVENTION BUREAU PAYMENT 434,459$ 510,827$ 304,424$ 425,125$ 498,750$ 17.32%
TOTAL SERVICES & OTHER CHARGES 434,459 510,827 304,424 425,125 498,750 17.32%
TOTAL BUSINESS UNIT EXPENSES 434,459$ 510,827$ 304,424$ 425,125$ 498,750$ 17.32%
GENERAL FUND
45310 - CONVENTION AND TOURISM
144
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,532$ 7,424$ 7,294$ 12,000$ 12,000$ 0.00%
6361 - GENERAL LIABILITY INSURANCE 118,949 119,450 101,173 123,763 101,180 -18.25%
6362 - PROPERTY INSURANCE 69,244 72,228 76,775 76,279 82,475 8.12%
6366 - MACHINERY BREAKDOWN INSURANC 7,347 7,143 7,307 7,393 7,829 5.90%
6368 - BONDS INSURANCE 1,930 1,915 1,971 2,003 2,126 6.14%
6442 - COURT AWARDS/SETTLEMENTS 4,001 22,808 8,939 15,000 15,000 0.00%
TOTAL SERVICES & OTHER CHARGES 209,003 230,968 203,459 236,438 220,610 -6.69%
TOTAL BUSINESS UNIT EXPENSES 209,003$ 230,968$ 203,459$ 236,438$ 220,610$ -6.69%
GENERAL FUND
48140 - INSURANCE
145
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
48150 - CENTRAL SUPPLIES AND SUPPORT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (230,000)$ (230,000)$ 0.00%
TOTAL PERSONAL SERVICES - - - (230,000) (230,000) 0.00%
6201 - OFFICE SUPPLIES 12,404 13,128 8,442 16,500 17,500 6.06%
6219 - GENERAL OPERATING SUPPLIES 2,626 1,214 1,440 4,000 5,000 25.00%
6242 - MINOR EQUIPMENT - 4,833 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 792 10,980 1,050 -90.44%
TOTAL SUPPLIES 15,030 19,175 10,674 31,480 23,550 -25.19%
6301 - ACCTG, AUDIT & FIN'L SERVICES 10,843 8,063 6,411 - - 0.00%
6307 - PROFESSIONAL SERVICES - 59,637 58,914 59,000 60,000 1.69%
6321 - TELEPHONE/PAGERS 4,029 4,492 3,139 5,100 5,244 2.82%
6322 - POSTAGE 43,364 35,598 25,711 50,000 45,000 -10.00%
6351 - PRINTING 11,203 11,080 7,299 13,000 13,000 0.00%
6402 - EQUIPMENT SERVICES 1,545 1,831 1,494 2,500 2,500 0.00%
6406 - MULTI-FUNCTION MTNCE 7,093 8,423 3,461 7,500 7,500 0.00%
6432 - CONFERENCES AND SCHOOLS 6,864 6,874 3,771 8,000 8,000 0.00%
6433 - MEETING EXPENSES 1,549 2,311 1,254 2,500 2,500 0.00%
6434 - DUES & SUBSCRIPTIONS 682 787 440 - - 0.00%
6435 - CREDIT CARD FEES 27,711 35,199 24,896 28,000 30,000 7.14%
6441 - LICENSES, TAXES & FEES 111 598 - - - 0.00%
6446 - CONTINGENCY ACCOUNT - - 2,500 100,000 125,000 25.00%
6449 - OTHER CONTRACTUAL SERVICE 25,474 25,090 15,247 65,000 40,000 -38.46%
TOTAL SERVICES & OTHER CHARGES 140,468 199,983 154,537 340,600 338,744 -0.54%
TOTAL BUSINESS UNIT EXPENSES 155,498$ 219,158$ 165,211$ 142,080$ 132,294$ -6.89%
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
146
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
48170 - REIMBURSEMENT FROM OTHER FUNDS
6471 - ADMINISTRATIVE SERVICE TRANSFER (598,700)$ (599,323)$ (449,492)$ (599,324)$ (590,484)$ -1.47%
6472 - ENGINEERING SERVICE TRANSFER (465,602) (376,029) (288,317) (450,000) (450,000) 0.00%
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) 67,006 (1,049,324) (1,040,484) -0.84%
TOTAL BUSINESS UNIT EXPENSES 1,689,822$ (66,591)$ 67,006$ (1,049,324)$ (1,040,484)$ -0.84%
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
147
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
48210 - TRANSFER OUT
6482 - MISC TRANSFER OUT 100,000$ 267,552$ -$ 192,536$ 185,000$ -3.91%
TOTAL TRANSFERS OUT 100,000 267,552 - 192,536 185,000 -3.91%
TOTAL BUSINESS UNIT EXPENSES 100,000$ 267,552$ -$ 192,536$ 185,000$ -3.91%
48210 - TRANSFER OUT
GENERAL FUND
148
City of Brooklyn Center
2017 Budget
Special Revenue Funds
City of Brooklyn Center
2017 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 2017 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
149
2017 Brooklyn Center Department Budget Narrative by Fund
Department Name: Housing & Redevelopment Authority (HRA)
Department/Division Mission:
The HRA utilizes its taxing authority to fund the operations of the Brooklyn Center Economic
Development Authority
Department/Division Description:
The Housing and Redevelopment Authority has the authority to levy taxes in the amount of .0185% of the
taxable market value of the City. This levy is collected and transferred to the Brooklyn Center Economic
Development Authority for utilization.
150
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46321 - HRA FUND
REVENUES
4101 - CURRENT AD VALOREM TAXES 278,785$ 275,222$ 153,226$ 308,518$ 329,079$ 6.66%
4120 - DELINQUENT AD VALOREM TAXES (435) (930) 3,395 - - 0.00%
4154 - PENALTIES & INT-DELINQ TAXES - (234) (16) - - 0.00%
TOTAL TAXES 278,350 274,058 156,605 308,518 329,079 6.66%
TOTAL REVENUES 278,350 274,058 156,605 308,518 329,079 6.66%
EXPENDITURES
6481 - EDA FUND TRANSFER 278,764 274,364 - 308,518 329,079 6.66%
TOTAL TRANSFERS OUT 278,764 274,364 - 308,518 329,079 6.66%
TOTAL BUSINESS UNIT EXPENSES 278,764 274,364 - 308,518 329,079 6.66%
NET CHANGE IN FUND BALANCE (414)$ (306)$ 156,605$ -$ -$ 0.00%
HOUSING & REDEVELOPMENT AUTHORITY (HRA)
FUND - 20200
SPECIAL REVENUE FUND
151
2017 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
investment into commercial, industrial, and residential redevelopment and renovation activities.
Department Description:
The EDA funded activities and programs are supported by staff from the departments of
Business & Development and Building & Community Standards.
The Director of Business & Development is responsible for the EDA’s Business Retention,
Expansion, and Attraction & Community Marketing activities; promoting development
opportunities; and planning initiatives & budgeting associated with the use of Tax Increment
Financing.
The Deputy Director/HRA Specialist and the Housing & Community Standards Supervisor of
the Buildings and Community Standards Department are responsible for administering the
EDA’s housing initiatives, including the Renew Loan Program, the Renew Grant Program, and
the Remove & Rebuild Program; the 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 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.
152
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:
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.
Kohl’s Parcel The redevelopment of this 6.83 acre site or renovation of this two story, 75,000
sf. retail building.
The 2016 update of the TIF 5 cash flow projections and assessment of options and opportunities
for eligible in-district TIF expenditures and will provide the EDA with recommendations on the
possible use of available funds to complement the existing development and ensure the
successful completion of the Shingle Creek Crossing’s redevelopment of the former Brookdale
Mall properties.
In 2017, the EDA will be in a position take actions on these recommendations.
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 consistent with the City’s vision and master planning of
the Opportunity Site.
In 2017, the first phase development of approximately 200 market rate apartment units will
commence.
153
Brooklyn Boulevard Senior Housing Redevelopment of the former Cars with Heart
Site
During the planning period of 2016 – 2018, the EDA will enter into a tax increment development
agreement that will enable the development of 130 units of affordable assisted care for senior
housing and 28 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 2018.
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 increase opportunities for all residents.
We will work with State Agencies and Hennepin County to identify economic assistance
programs that promote private investments into industrial and commercial
developments/redevelopments/renovations that stimulate the creation of new living wage
employment opportunities.
Staffing Levels
Positions FTEs 2016 2017 2018
Director of Business and Development
Deputy Director of Buildings and Community
Standards (BSC)
Housing Community Standard Supervisor
Administrative Support Staff from BSC Dept.
1
0.75
0.25
0.8
1
0.75
0.25
0.6
1
0.75
0.25
0.6
Total 2.8 2.6 2.6
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.
154
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:
Implement the EDA’s recommendation on options and strategies on 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.
Develop strategies on the use of future Tax Increment Revenue from TIF District 7
(Southern Portion of the Opportunity Site) to fund the necessary infrastructure
improvements and enhancement for the development of the first phase of 300 market
rate apartments and future performing arts center.
Develop recommendations on opportunities to utilize tax increment housing funds to
enhance improvements to the Senior Housing Development and corridor improvements
along Brooklyn Boulevard.
Continue to work cooperatively with property owners within the Brooklyn Boulevard
Corridor to promote planned transportation improvements, streetscape improvements to
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 of this corridor.
Development strategies that will promote the commercial redevelopment of the 57th &
Logan site and renovation/redevelopment of the Kmart site.
Develop strategies to promote the redevelopment of the Regal Theater site which
complements the planned transportation improvements for the Hwy 252 Corridor
Improvements.
155
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 to be built in 2014
6 built in 2015-16
3 additional homes in 2017
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.
Conceptual Plan for 700
market rate apartments,
preliminary development
agreement and creation of
TIF District.
Approval of a final
development agreement
and implementation of tax
increment financing plan to
fund infrastructure
improvements.
Identify Economic Assistance
Programs that promote private
investment in
development/redevelopment projects
which generates employment
opportunities
Existing programs by
DEED, Metro Council,
Henn. Co
Organize program
information and illustrate
how the programs could be
used to benefit new
employment opportunities
TIF 4 budget and potential use of
available funds after satisfying the
PAYG Note.
Paid off the PAYGO Note
2nd half 2016
Budget Amended to fund
qualified senior housing &
land costs (Sanctuary Sr.
Housing)
EDA approval of boulevard
trail and transit
improvements which
complement the Sanctuary
Sr. Housing 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
movements thru an open
parking lot)
Assist the developer in
completing the internal
access & streetscaping
connections to Xerxes Ave.
Work with Sears to
improve the intersection
and their portion of the ring
road & trail.
Promote planning and development
activities for EDA properties.
57th & Logan – 8 acres of
vacant commercial land
James Circle - 4.9 acres
of vacant commercial
EDA consideration of
Letter of Intents by
potential developers.
Capital Outlay and Other Initiatives with Significant Budget Impact
The 2017 budget includes $20,000 for the replacement of the City’s streetscape banners.
156
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46310 - DEVELOPMENT/RE-DEVELOPMENT
REVENUES
4359 - OTHER STATE GRANTS/AID -$ 479,957$ -$ -$ -$ 0.00%
4362- COUNTY GRANTS/AID - 290,102 - - - 0.00%
4373 - OTHER GRANTS/AID 170,394 59,792 - - - 0.00%
TOTAL INTERGOVERNMENTAL 170,394 829,851 - - - 0.00%
4603 - INTEREST EARNINGS 5,326 7,533 7,202 6,711 6,500 -3.14%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,923 783 - - - 0.00%
TOTAL INVESTMENT EARNINGS 7,249 8,316 7,202 6,711 6,500 -3.14%
4606 - OTHER REVENUE 5,502 4,965 4,761 - - 0.00%
4921 - REFUNDS AND REIMBURSEMENTS - - 6,993 - - 0.00%
TOTAL MISCELLANEOUS 5,502 4,965 11,754 - - 0.00%
4915 - TRANSFERS IN - - - 149,774 149,774 0.00%
4915.3 - TRANSFERS IN FROM HRA FUND 278,764 274,364 - 308,518 329,079 6.66%
TOTAL TRANSFERS IN 278,764 274,364 - 458,292 478,853 4.49%
TOTAL REVENUES 461,909 1,117,496 18,956 465,003 485,353 4.38%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 213,953 210,657 150,515 211,240 217,102 2.78%
6102 - OVERTIME-FT EMPLOYEES 59 43 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - - 6,071 18,537 11,448 -38.24%
6111 - SEVERANCE PAY 3,302 3,858 - - - 0.00%
6122 - PERA COORDINATED PLAN 15,544 15,803 11,743 17,807 17,140 -3.75%
6125 - FICA - SOCIAL SECURITY 12,851 12,587 9,293 14,226 14,009 -1.53%
6126 - FICA - MEDICARE 3,005 2,944 2,173 3,332 3,313 -0.57%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,859 25,416 20,232 29,634 29,674 0.13%
6151 - WORKER'S COMP INSURANCE 4,802 5,970 3,678 1,545 1,538 -0.45%
TOTAL PERSONAL SERVICES 276,375 277,278 203,705 296,321 294,224 -0.71%
6201 - OFFICE SUPPLIES - 25 - 250 100 -60.00%
6219 - GENERAL OPERATING SUPPLIES 36 - - 250 100 -60.00%
6241 - SMALL TOOLS - - - - - 0.00%
6242 - MINOR EQUIPMENT - 560 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 2,227 2,350 1,900 -19.15%
TOTAL SUPPLIES 36 585 2,227 2,850 2,100 -26.32%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,050 2,105 2,445 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING - 4,866 12,285 7,500 7,500 0.00%
6303 - LEGAL SERVICES 776 1,004 3,295 7,500 7,500 0.00%
6307 - PROFESSIONAL SERVICES 5,780 2,087 4,773 5,000 25,000 400.00%
6321 - TELEPHONE/PAGERS 1,126 948 616 1,080 1,200 11.11%
6331 - TRAVEL EXPENSE/MILEAGE - 8 - 100 100 0.00%
6333 - FREIGHT/DRAYAGE 14 - - 100 100 0.00%
6341 - PERSONNEL ADVERTISING - - - 125 - -100.00%
6342 - LEGAL NOTICES 43 207 81 400 400 0.00%
6349 - OTHER ADVERTISING - - - 1,500 - -100.00%
6351 - PRINTING 60 - - 75 75 0.00%
6381 - ELECTRIC - - 30 - - 0.00%
6385 - SEWER - - 30 - - 0.00%
6386 - STORM SEWER 15,029 15,267 12,354 17,000 15,000 -11.76%
6389 - STREET LIGHTS 2,383 2,382 1,928 2,300 2,200 -4.35%
6405 - PARK & LANDSCAPE SERVICES 9,876 10,390 10,430 7,500 7,000 -6.67%
6406 - MULTI-FUNCTION MTNCE 1,455 1,203 771 1,200 1,550 29.17%
6409 - OTHER REPAIR & MAINT SVCS - - - 1,500 1,500 0.00%
6423 - LOGIS CHARGES 1,871 2,744 2,377 3,730 3,528 -5.42%
6432 - CONFERENCES AND SCHOOLS 540 550 - 1,200 1,200 0.00%
6433 - MEETING EXPENSES 540 511 190 700 700 0.00%
6434 - DUES & SUBSCRIPTIONS 7,005 7,811 7,950 22,800 22,800 0.00%
6441 - LICENSES, TAXES & FEES 2,408 2,162 5,562 2,500 5,562 122.48%
6449 - OTHER CONTRACTUAL SERVICE 188,704 835,793 2,977 - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION (90,782) (91,714) - - - 0.00%
TOTAL PROFESSIONAL SERVICES 148,878 798,324 68,094 86,310 105,415 22.14%
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
FUND - 20300
SPECIAL REVENUE FUND
157
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6461 - FUEL CHARGES 199 175 70 184 175 -4.89%
6462 - FIXED CHARGES 976 1,022 716 955 958 0.31%
6463 - REPAIR & MAINT CHARGES 414 90 366 173 257 48.55%
6465 - REPLACEMENT CHARGES 2,100 1,950 1,463 1,950 2,010 3.08%
TOTAL CENTRAL GARAGE CHARGES 3,689 3,237 2,615 3,262 3,400 4.23%
6471 - ADMINISTRATIVE SERVICE TRANSFER 84,428 57,884 43,413 57,884 62,120 7.32%
TOTAL TRANSFERS OUT 84,428 57,884 43,413 57,884 62,120 7.32%
TOTAL BUSINESS UNIT EXPENSES 513,406 1,137,308 320,054 446,627 467,259 4.62%
NET CHANGE IN FUND BALANCE (51,497)$ (19,812)$ (301,098)$ 18,376$ 18,094$ -1.53%
158
2017 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Development Block Grant (CDBG) Fund
Department/Division Mission:
To administer grant funds related to the Community Development Block Grant and the Neighborhood
Stabilization Program (NSP).
Department/Division Description:
The CDBG program funded public service agencies, Hennepin County Home Rehabilitation, and Code
Enforcement Activity described as arresting the decline in low to moderate income neighborhoods. The
Neighborhood Stabilization Program was utilized to purchase and rehabilitate vacant properties within the
City.
159
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46323 - CDBG
REVENUES
4320 - MISC FEDERAL GRANTS 251,471$ 368,388$ 240,129$ 350,000$ 150,000$ -57.14%
TOTAL INTERGOVERNMENTAL 251,471 368,388 240,129 350,000 150,000 -57.14%
TOTAL REVENUES 251,471 368,388 240,129 350,000 150,000 -57.14%
EXPENDITURES
6449 - OTHER CONTRACTUAL SERVICE 121,926 180,740 151,346 200,000 - -100.00%
TOTAL PROFESSIONAL SERVICES 121,926 180,740 151,346 200,000 - -100.00%
6480 - GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 - MISC TRANSFER OUT 129,544 188,100 - 150,000 150,000 0.00%
TOTAL TRANSFERS OUT 129,544 188,100 - 150,000 150,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 251,470 368,840 151,346 350,000 150,000 -57.14%
NET CHANGE IN FUND BALANCE 1$ (452)$ 88,783$ -$ -$ 0.00%
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND - 20400
SPECIAL REVENUE FUND
160
2017 Brooklyn Center Department Budget Narrative by Fund
Department Name: Police Forfeitures Fund
Department/Division Mission:
To account for the receipt and utilization of Police Forfeiture Funds.
Department/Division Description:
This fund was established to account for the proceeds from property seized by Police Department
personnel. The City only uses forfeited funds for appropriate Police purposes, as a supplement to
budgeted funds, and not as a source to supplant ordinary operating expenses.
161
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42190 - STATE FORFEITURES-DRUG
REVENUES
4506 - STATE FORFEITURE REVENUE 45,907 466 3,485 15,000 15,000 0.00%
TOTAL FINES & FORFEITURES 45,907 466 3,485 15,000 15,000 0.00%
4603 - INTEREST EARNINGS 266 388 438 441 297 -32.65%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 148 23 - - - 0.00%
TOTAL INVESTMENT EARNINGS 414 411 438 441 297 -32.65%
4915 - TRANSFERS IN - - 45,000 - - 0.00%
TOTAL TRANSFERS IN - - 45,000 - - 0.00%
TOTAL REVENUES 46,321 877 48,923 15,441 15,297 -0.93%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES 1,016 - - - - 0.00%
6242 - MINOR EQUIPMENT 7,453 30,090 4,439 15,000 15,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 3,567 - - - - 0.00%
TOTAL SUPPLIES 12,036 30,090 4,439 15,000 15,000 0.00%
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 4,439 15,000 15,000 0.00%
42191 - FEDERAL FORFEITURES-DRUG
REVENUES
4505 - FEDERAL FORFEITURE REVENUE 3,118 20,000 25,000 - 5,000 100.00%
TOTAL FINES & FORFEITURES 3,118 20,000 25,000 - 5,000 100.00%
4603 - INTEREST EARNINGS 39 139 289 80 178 122.50%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 13 16 - - - 0.00%
TOTAL INVESTMENT EARNINGS 52 155 289 80 178 122.50%
TOTAL REVENUES 3,170 20,155 25,289 80 5,178 6372.50%
EXPENDITURES
6242 - MINOR EQUIPMENT - 3,957 57 - - 0.00%
TOTAL SUPPLIES - 3,957 57 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 3,957 57 - - 0.00%
42193 - DUI FORFEITURE FUND
REVENUES
4506 - STATE FORFEITURE REVENUE 3,772 3,100 - 20,000 20,000 0.00%
TOTAL FINES & FORFEITURES 3,772 3,100 - 20,000 20,000 0.00%
4603 - INTEREST EARNINGS 197 251 259 255 234 -8.24%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 60 19 - - - 0.00%
TOTAL INVESTMENT EARNINGS 257 270 259 255 234 -8.24%
TOTAL REVENUES 4,029 3,370 259 20,255 20,234 -0.10%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - - - 38,556 20,000 -48.13%
6242 - MINOR EQUIPMENT 279 1,116 - - - 0.00%
TOTAL SUPPLIES 279 1,116 - 38,556 20,000 -48.13%
6441 - LICENSES, TAXES & FEES 21 82 - 100 100 0.00%
6447 - TOWING CHARGES - - - 2,000 2,000 0.00%
6449 - OTHER CONTRACTUAL SERVICES - - 1,601 - - 0.00%
TOTAL PROFESSIONAL SERVICES 21 82 1,601 2,100 2,100 0.00%
TOTAL BUSINESS UNIT EXPENSES 300 1,198 1,601 40,656 22,100 -45.64%
NET CHANGE IN FUND BALANCE 41,142$ (14,637)$ 68,374$ (19,880)$ 3,609$ -118.15%
POLICE FORFEITURES
FUND - 20500
SPECIAL REVENUE FUND
162
2017 Brooklyn Center Department Budget Narrative
Department Name: TIF District #2
PROFILE:
This fund accounts for all TIF revenues and expenditures for TIF District #2, the Earle Brown
TIF District. This TIF District was the primary financing tool for the redevelopment of the Earle
Brown Terrace and Earle Brown Commons senior residential projects.
BACKGROUND OF THE DISTRICT:
This District was established in 1985 as a Redevelopment District to remedy conditions of
economic obsolescence, physical blight, underutilization of land extensive soil corrections which
the private sector has not been willing or able to accomplish and correction of numerous traffic
hazards and pedestrian conflicts. The District consisted of 11 parcels, comprising 61.59 acres.
In 1994, the District’s Project area was enlarged to include the geographic boundaries of the City
and additional objectives were added to promote private enterprise investments into the
redevelopment of the community consistent with the needs of the City.
In 2001, a Legislative Amendment extended the length of the District to 12/31/11.
In 2008, the 6.15 acre Embassy Suites site was removed from the District.
In 2010, the Minnesota Jobs Bill authorized the use of available Tax Increment from any District
for projects that:
* create or retain jobs in the State of Minnesota, including construction jobs and
construction commences before July 1, 2011 (amended to July 1, 2012)
* City Council approves a written spending plan after a duly noticed public hearing.
The City Council & EDA approved a TIF 2 Spending Plan (public hearing on 4-11-11) which
included the following:
* Shingle Creek Crossing Redevelopment of Brookdale Mall Properties $2.4M
* Embassy Suites Link to Heritage Center (D-Barn lease portion) $340,000
* Howe Site Environmental Investigation Loan to MBC II, LLC (repaid)
On August 8, 2011, the City Council and the EDA conducted public hearings and formally
amended the Tax Increment Finance Plan and Budget to include the tax increment revenue to be
received in 2011 and the future repayment of the inter-fund loan to Tax Increment District No. 5,
Shingle Creek Crossing Project. The amended budget adjusted the funding for the following
activities:
163
Amended Budget Change
Land/Building Acquisition $ 2,563,179 + $ 303,179
Site Improvements/prep costs: 130,000 + 30,000
Utilities 740,612 + 540,612
Other Public Improvements 17,093,810 + 4,408,810
Administrative 1,363,401 + 635,101
Transfer Out Job Bill Spending 3,010,000 + 3,010,000
Total $24,901,002 $ 8,927,701
The last year of tax increment collections for this District was the tax year 2011.
Hennepin County added the tax capacity captured by Tax Increment District 2 to the tax base to
the respective tax authorities for the 2012 tax year.
DEPARTMENTAL GOALS:
To provide the EDA with options for the implementation of the 2011 budget amendment
which maximize redevelopment opportunities and benefits to the City of Brooklyn
Center.
Monitor the status of the Shingle Creek Crossing Development and options for the inter-
fund loan repayment.
EXPENDITURE DETAILS:
6303 Legal Services $ 5,000
6449 Contractual Services $15,000
6510 Capital Outlay (land)
6530 Capital Outlay (improvements)
PERSONNEL LEVELS:
No personnel are directly assigned to this activity.
CAPITAL OUTLAY:
None requested.
Opportunities for the potential use of fund balance:
Brooklyn Boulevard Streetscape Improvements (62nd -63rd Ave.)
EBHC/Embassy Pond Improvements
Potential TIF 5 Bond to provide $1.7M partial repayment of the 2011 Inter-Fund Loan ($2.4M)
- Acquisition of approximately 4 acres for Opportunity Site storm water ponding.
164
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46412 - TIF DISTRICT #2
REVENUES
4150 - TAX INCREMENTS -$ (58,754)$ -$ -$ -$ 0.00%
TOTAL TAXES - (58,754) - - - 0.00%
4362 - MISC FEDERAL GRANTS - 25,400 - - - 0.00%
TOTAL INTERGOVERNMENTAL - 25,400 - - - 0.00%
4603 - INTEREST EARNINGS 1,261 736 620 1,006 568 -43.54%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 263 47 - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,524 783 620 1,006 568 -43.54%
4606 - OTHER REVENUE 14,955 21,007 - 11,880 11,962 0.69%
TOTAL MISCELLANEOUS 14,955 21,007 - 11,880 11,962 0.69%
TOTAL REVENUES 16,479 (11,564) 620 12,886 12,530 -2.76%
EXPENDITURES
6302 - ARCH, ENG & PLANNING 39,906 20,615 10,680 - - 0.00%
6303 - LEGAL SERVICES - 160 - - 5,000 100.00%
6342 - LEGAL NOTICES - 882 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 227,000 - - - 15,000 100.00%
TOTAL PROFESSIONAL SERVICES 266,906 21,657 10,680 - 20,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 266,906 21,657 10,680 - 20,000 100.00%
NET CHANGE IN FUND BALANCE (250,427)$ (33,221)$ (10,060)$ 12,886$ (7,470)$ -157.97%
TAX INCREMENT FINANCING (TIF) DISTRICT #2
FUND - 27700
SPECIAL REVENUE FUND
165
2017 Brooklyn Center Department Budget Narrative
Department Name: TIF District #3
PROFILE:
This fund accounts for all TIF revenues and expenditures for TIF District #3. Major
redevelopment projects within the District include 69th and Brooklyn Boulevard, the area
around 66th and 252 including the theater and the town homes, as well as the area in and
around Brookdale. Additional development work in this District includes site
consolidation with the acquisition and demolition clearance of the Olive Garden, Cracker
Barrel and Days Inn sites, the acquisition and demolition clearance of the Hmong
America Center. The “Opportunity Site” north of 57th and east of Shingle Creek is
partially included in the District. The TIF District #3 fund is annually transferring
principal and interest payments to debt services funds for four outstanding TIF Revenue
Bonds; the 2004D TIF Revenue Bonds, the 2008A TIF Revenue Bonds, the 2013A TIF
Revenue Bonds and the 2015B Refunding Bonds. The final payment on the 2004B
Refinancing Revenue Bonds was made in February of 2011.
BACKGROUND OF THE DISTERICT:
Tax Increment District No. 3 was established in 1996 as a 25 year Redevelopment
District to provide assistance to various commercial redevelopment and housing
development projects within the District. The District was comprised of 221 parcels of
land within following 3 sites:
‐ the Brooklyn Boulevard /69th Area,
‐ the Brookdale Area, and
‐ the Willow/252 Area.
Special state legislation associated with the creation of this Tax Increment District
included provisions which required that 15% of the revenues generated from tax
increment in any year is deposited in the housing development account of the authority
and expended according to the tax increment financing plan.
Additionally, the legislation extended the initial 5 year rule to 10 years and Special
Legislation provided an additional 3 years. The extended 5 Year Rule, deadline for in-
district expenditures was May 15, 2008.
This Redevelopment District is presently limited to the use of tax increment funds for
debt service with the following exceptions:
‐ 25% Pooling activities, which include administrative costs.
‐ Affordable Housing activities which are not subject to the 5 Year Rule.
The district is scheduled to be decertified on December 31, 2021.
166
On November 12, 2013 the EDA adopted Resolution No. 2013-15 which modified the
Tax Increment Financing Plan and approved the following amended budget:
Estimated Public Costs
Land Acquisitions $25,000,000
Public Improvements 4,500,000
Site Improvements 2,100,000
Administrative Expenses 4,400,000
Contingency -
Total Public Costs $36,000,000
Housing Development Account
Land Acquisitions $ 6,000,000
Affordable Housing Expenses 4,175,000
Interest Expense on Debt Issuance 250,000
Total Housing Development Account $10,425,000
Pooling
Land Acquisitions $ 6,775,000
Public Improvements 4,000,000
Interest Expense on Debt Issuance 1,050,000
Total Pooling $11,825,000
Interest Expense (including Capitalized) $11,250,000
Total $69,500,000
The 2016 tax increment capacity identified by Hennepin County for the assessment year
2015 is 2,018,789 which are projected to generate a total of $3,344,838 for taxes payable
in 2016.
The following illustrates use of funds using 95% of projected 2017 revenue:
Debt Service Housing Fund Pooled Activities
2017 $ 2,310,476 $ 480,776 $ 413,925
2018 2,294,451 480,776 413,925
2019 2,242,713 480,776 413,925
2020 2,231,513 480,776 413,925
2021 2,343,438 480,776 413,925
2022 2,230,669 - -
$13,653,260 $ 2,403,880 $ 2,069,625
The additional revenue available for Housing Activities is approximately $2.4M and
Approximately $2.1M for pooled activites.
167
DEPARTMENT GOALS:
Develop options on the use of Housing and Other Pooling Activities funds for Tax
Increment investment opportunities which leverage private investments and maximize
benefits to the community.
EXPENDITURE DETAILS:
6474 Debt Service Fund Transfer - $ 2,310,476
PERSONNEL LEVELS:
No personnel are assigned to this activity.
CAPITAL OUTLAY:
Opportunities for potential use of Housing Funds associated with the Opportunity Site:
Acquisition of the former Perkins site - $450,000 (future townhomes along
John Martin Drive)
$1.5 M street, utilities, streetscaping special assessment for north side of street
improvements ( future owner-occupied townhomes)
Opportunities for pooling activities:
Acquisition associated with the future Hwy 252 and 66th Interchange -
$700,000.
168
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46413 - TIF DISTRICT #3
REVENUES
4150 - TAX INCREMENTS 3,038,983$ 2,953,728$ 1,478,023$ 3,062,677$ 3,177,598$ 3.75%
TOTAL TAXES 3,038,983 2,953,728 1,478,023 3,062,677 3,177,598 3.75%
4603 - INTEREST EARNINGS 17,585 18,321 6,721 18,692 9,858 -47.26%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5,536 1,512 - - - 0.00%
TOTAL INVESTMENT EARNINGS 23,121 19,833 6,721 18,692 9,858 -47.26%
4831 - OFFICE RENTALS 363,788 177,213 53,775 83,025 84,378 1.63%
4921 - REFUNDS & REIMBURSEMENTS 32,843 21,872 11,254 - - 0.00%
TOTAL MISCELLANEOUS 396,631 199,085 65,029 83,025 84,378 1.63%
4911 - SALE OF PROPERTY 122,019 4,820 - 43,000 35,000 -18.60%
TOTAL OTHER FINANCING SOURCES 122,019 4,820 - 43,000 35,000 -18.60%
TOTAL REVENUES 3,580,754 3,177,466 1,549,773 3,207,394 3,306,834 3.10%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES - - - 6,000 6,000 0.00%
6302 - ARCH, ENG & PLANNING 3,762 75,864 48,401 50,000 50,000 0.00%
6303 - LEGAL SERVICES 48,176 6,500 24,449 50,000 35,000 -30.00%
6307 - PROFESSIONAL SERVICES 23,468 48,580 14,236 25,000 25,000 0.00%
6342 - LEGAL NOTICES - - - 50 50 0.00%
6361 - GENERAL LIABILITY INSURANCE 26,265 31,254 8,762 12,000 1,784 -85.13%
6381 - ELECTRIC 39,580 28,007 - 2,000 - -100.00%
6382 - GAS 24,120 22,112 - - - 0.00%
6383 - WATER 3,081 1,234 1,955 3,000 3,000 0.00%
6384 - REFUSE DISPOSAL 281 - 9 - - 0.00%
6385 - SEWER 5,940 1,608 2,443 6,000 6,000 0.00%
6386 - STORM SEWER 34,958 38,916 28,436 40,000 40,000 0.00%
6389 - STREET LIGHTS 5,823 5,437 3,959 6,000 6,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,443 - - - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 34,904 22,371 17,543 10,000 10,000 0.00%
6434 - DUES & SUBSCRIPTIONS 15,000 15,000 - 15,000 15,000 0.00%
6441 - LICENSES, TAXES & FEES 370,648 53,811 17,093 25,000 25,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 167,679 1,070,717 282,787 250,000 250,000 0.00%
6498 - INTERFUND EXPENSE ALLOCATION 56,709 62,065 - - - 0.00%
6499 - EXPENSES REIMBURSED 73,112 - - - - 0.00%
TOTAL PROFESSIONAL SERVICES 936,949 1,483,476 450,073 500,050 472,834 -5.44%
6510 - LAND 2,344,304 - 1,206,604 425,000 150,000 -64.71%
6530 - IMPROVEMENTS 2,300 - - - - 0.00%
6599 - CAPITALIZED EXPENSES (1,846,900) - - - - 0.00%
TOTAL CAPITAL OUTLAY 499,704 - 1,206,604 425,000 150,000 -64.71%
6474 - DEBT SERVICE FUND TRANSFER 2,073,345 2,395,981 2,133,192 2,325,289 2,064,213 -11.23%
6482 - MISC TRANSFER OUT - - - 100,000 100,000 0.00%
TOTAL TRANSFERS OUT 2,073,345 2,395,981 2,133,192 2,425,289 2,164,213 -10.76%
TOTAL BUSINESS UNIT EXPENSES 3,509,998 3,879,457 3,789,869 3,350,339 2,787,047 -16.81%
NET CHANGE IN FUND BALANCE 70,756$ (701,991)$ (2,240,096)$ (142,945)$ 519,787$ -463.63%
TAX INCREMENT FINANCING (TIF) DISTRICT #3
FUND - 27800
SPECIAL REVENUE FUND
169
2017 Brooklyn Center Department Budget Narrative
Department Name: TIF District #4
PROFILE:
This fund accounts for all TIF revenues and expenditures for TIF District #4, (Joslyn
Environment Clean Up) for the environmental cleanup and public improvements for the Twin
Lakes Business Park. The district consists of 29.26 acres which were redeveloped into 3
industrial lots with large industrial buildings for Caribou Coffee, Toro/Baker Furniture, and the
former Wickes Furniture Distribution Center.
BACKGROUND OF THE DISTRICT:
This District was established in 1999 as a 20 year soils district to assist in certain public
improvement costs, including the street connection of Azelia Ave. to 50th Ave. N, and
supplementing the environmental investigation and clean-up costs of the Josyln Super Fund Site.
The Finance Plan included PAYG Notes (principal amount of $2,424,199 with an annual interest
rate of 8%) with 97.5% of the available annual tax increment allocated to the repayment of the
PAYG note and 2.5% available for administrative expenses.
The District is scheduled to be decertified on December 31, 2020.
The increase in property valuations of these 3 industrial buildings enabled the PAYG Note to be
repaid with the tax increment received in 2016.
On February 8, 2016, the EDA approved an administrative budget amendment, consistent with
Minnesota Statutes 469.1763, Subdivision 2(d), to the Finance Plan of Tax Increment Financing
District No. 4 which enabled the Pooling Tax Increment Funds for Affordable Housing. (EDA
Resolution No. 2016-05).
The amended budget included the following changes:
Site Improvements & Preparation $2,424,199
Pooling for Affordable Housing 1,863,373
Administrative Expenses 120,000
Interest 2,145,000
Total Expenditures $6,552,572
The EDA financed the acquisition of a 4.5 acre commercial site on Brooklyn Boulevard with the
2013 Bond Issue which allocated TIF 3 Housing Funds for debt service. In 2016, the
development of this site was approved for the Sanctuary of Brooklyn Center, an affordable
170
senior housing development, which met the Statutory requirements for Pooling of TIF 4 funds..
The following illustrates the 2013 Bond payments for this site and the projected TIF 4 Revenue
available:
2013 Bond Debt Service TIF 4 Revenue
2016 $ 245,705 $243,667
2017 $ 241,505 $410,266
2018 $ 241,990 $410,266
2019 $ 241,615 $410,266
2020 $ 245,235 $410,266 (last yr. of increment)
2021 $ 242,990
Total $1,459,040 $1,884,731
The TIF 4 Budget would have an additional $425,000 available for eligible affordable housing
expenditures.
The use of TIF 4 Pooling also enables the EDA to use the funds pledged for the 2013 debt
service for other eligible Housing activities.
DEPARTMENTAL GOALS:
Develop funding options for EDA’s consideration which promote and enhance affordable
housing opportunities.
PERSONNEL LEVELS:
No personnel are assigned to this activity.
CAPITAL OUTLAY:
None requested.
171
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46414 - TIF DISTRICT #4
REVENUES
4150 - TAX INCREMENTS 464,661$ 420,807$ 218,123$ 422,328$ 437,808$ 3.67%
TOTAL TAXES 464,661 420,807 218,123 422,328 437,808 3.67%
4603 - INTEREST EARNINGS 703 533 500 - 317 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 76 25 - - - 0.00%
TOTAL INVESTMENT EARNINGS 779 558 500 - 317 100.00%
TOTAL REVENUES 465,440 421,365 218,623 422,328 438,125 3.74%
EXPENDITURES
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 4,156 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 8,011 4,156 - - - 0.00%
6602 - OTHER DEBT-PRINCIPAL 414,017 635,980 166,599 430,846 252,713 -41.34%
TOTAL DEBT SERVICE 414,017 635,980 166,599 430,846 252,713 -41.34%
6482 - MISC TRANSFER OUT - - - 10,000 10,000 0.00%
TOTAL TRANSFERS OUT - - - 10,000 10,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 422,028 640,136 166,599 440,846 262,713 -40.41%
NET CHANGE IN FUND BALANCE 43,412$ (218,771)$ 52,024$ (18,518)$ 175,412$ -1047.25%
TAX INCREMENT FINANCING (TIF) DISTRICT #4
FUND - 27900
SPECIAL REVENUE FUND
172
2017 Brooklyn Center Department Budget Narrative
Department Name: TIF District #5
PROFILE:
This fund accounts for all TIF revenues and expenditures for TIF District #5, a Renewal and
Renovation Tax Increment District that was established in 2011 as part of the redevelopment of
the Brookdale Mall properties into the Shingle Creek Crossing PUD. The development is
anchored by a 181,943 sf. Walmart featuring grocery, pharmacy, retail, and garden center, and
includes the following retail/service commercial buildings and/or pad sites:
A 38,000 sf. L.A. Fitness;
A 108,208 sf. pad site former Food Court Building which includes junior box retailers
(TJ Maxx and Michael’s);
Twelve retail pad sites comprising 109,034 sf.;
Five free standing restaurants pads totaling 23,288 sf.;
A 4,869 sf. Applebees restaurant and a two story 75,000 sf. retain building formerly
occupied by Kohls are part of the PUD, but not included in the TIF District.
The Shingle Creek PUD plans for a total of 540,342 sf. of commercial/service space within this
65 acre development.
The tax increment assistance for this commercial redevelopment was financed through the
following:
- The Tax Increment District 2 Spending Plan, authorized by the 2010 Minnesota Jobs
Bill, provided a $2.4 M inter-fund loan to be repaid by future TIF 5 increment.
- A Pay-As-You-Go promissory note for $2.3 M.
The District’s Finance Plan also identified the potential of Tax Increment Revenue that could
additionally fund $2.3 M of eligible in-district improvements and approximately $1 M for
outside of the district capital improvements and/or property acquisitions.
The first increment for this District was received in 2014.
The first 3 years (2014-2016) of tax increment were identified to be distributed as follows:
- 90% to be applied towards the repayment of the $2.3M Promissory Note (6% annual
interest rate);
- 10% to reimburse Administrative Costs.
Beginning with the fourth year (2017):
- 60% of increment to be used to pay off the Promissory Note.
- 10% to reimburse Administrative Costs
173
- 30% of the increment available for the repayment of the inter-fund and additional
EDA approved projects inside and outside of the District.
o The additional projects previously considered by the EDA included additional
enhancements to the day-lighted portion of Shingle Creek and enhancements
to the internal streetscape improvements.
o The out of district expenditures the EDA may consider include capital
improvements and property acquisitions, such as the Brooklyn Boulevard
Corridor, Humboldt Avenue Corridor, or 57th Avenue Corridor, or
redevelopment activities within the Opportunity Site.
The District is scheduled to be decertified by December 31, 2029.
At such time as the PAYG Note, Inter Fund Loan are satisfied and there are no outstanding
liabilities or budget activities that the EDA chooses to pursue, the remaining fund balance and
any subsequent tax increment revenue received would be considered excess TIF revenue and
would be returned to Hennepin County.
Hennepin County would then redistribute these tax dollars to the taxing authorities.
5 YEAR RULE:
In 2016, the 5 Year Rule of the Tax Increment Laws came into effect which restricts the use of
Tax Increment Revenue to existing in-district debt obligations with 20% available out-of-district
expenditures (which includes Administrative Fees, in-district and out-of-district expenses).
The Shingle Creek Crossing Project has 4 retail pad sites (53,100 sf.) and 4 restaurant pad sites
(20,800 sf.) to complete the approved PUD plans.
EXPENDITURE DETAILS:
The annual increment generated by the current development of Shingle Creek Crossing Project is
approximately $500,000 of which:
- $300,000 is available for the PAYG Note.
- $50,000 is available to reimburse Administrative Costs
- $150,000 is available for the inter-fund loan repayment or other EDA approved out-
of-district expenditures.
DEPARTMENTAL GOALS:
To provide the EDA with options which maximize redevelopment opportunities and
strategic investments within and adjacent to the Shingle Creek Crossing Development to
promote the successful redevelopment of the former Brookdale Mall properties.
174
PERSONNEL LEVELS:
No personnel are directly assigned to this activity.
CAPITAL OUTLAY:
None requested.
Opportunities:
Structuring of a Tax Increment Bond to refinance the balance of the PAYG Note ($2M) and
repayment of $1.7M of the TIF 2 Inter-Fund Loan
Interest saving on the 6% PAYG Note
o approximately $300,000
Increase to the TIF 5 fund balance ( Pooling Activities & Bond Pymt. Reserve)
o 2nd half 2016 and 2017 payments, approx. $700,000
Acquisition of 4 acres for Opportunity Site Storm Water Improvements, Future
Daylighting of Shingle Creek, and future restaurant pad.
Potential use of Pooled Funding after 5 Year Rule (2016-2029) estimated at $775,000:
Xerxes Ave/55th Ave. connection – internal vehicular & pedestrian access and
streetscape improvements. $150,000
Trail Connection along the perimeter of Sears lot (1400’ to 55th Ave/Xerxes trail
connection estimated @ $100 per ft.) $140,000
175
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
46415 - TIF DISTRICT #5
REVENUES
4150 - TAX INCREMENTS 292,064$ 353,417$ 237,260$ 483,800$ 498,810$ 3.10%
TOTAL TAXES 292,064 353,417 237,260 483,800 498,810 3.10%
4603 - INTEREST EARNINGS 654 449 83 - 15 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 227 9 - - - 0.00%
TOTAL INVESTMENT EARNINGS 881 458 83 - 15 100.00%
TOTAL REVENUES 292,945 353,875 237,343 483,800 498,825 3.11%
EXPENDITURES
6303 - LEGAL SERVICES 606 96 - - - 0.00%
6441 - LICENSES, TAXES & FEES 1,032 21,007 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 14,955 781,975 - - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION 29,310 25,493 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 45,903 828,571 - - - 0.00%
6602 - OTHER DEBT-PRINCIPAL 114,405 115,088 - 433,240 320,431 -26.04%
6612 - OTHER DEBT-INTEREST - 351,824 213,534 11,880 128,588 982.39%
TOTAL DEBT SERVICE 114,405 466,912 213,534 445,120 449,019 0.88%
6482 - MISC TRANSFER OUT - - - 36,500 49,881 36.66%
TOTAL TRANSFERS OUT - - - 36,500 49,881 36.66%
TOTAL BUSINESS UNIT EXPENSES 160,308 1,295,483 213,534 481,620 498,900 3.59%
NET CHANGE IN FUND BALANCE 132,637$ (941,608)$ 23,809$ 2,180$ (75)$ -103.44%
TAX INCREMENT FINANCING (TIF) DISTRICT #5
FUND - 28000
SPECIAL REVENUE FUND
176
2017 Brooklyn Center Department Budget Narrative by Fund
Department Name: City Initiative Grants Fund
Department/Division Mission:
To track expenditures of miscellaneous grant funding sources with restricted use.
Department/Division Description:
Revenues and expenditures from grants received from outside entities are accounted for in the fund. The
Police Department receives several federal, state and other local grants, which are accounted for here.
Other activities include grant funding for local recreation programs and cable television.
177
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
28600 - CITY INITIATIVES GRANT FUND
REVENUES
4603 - INTEREST EARNINGS 1,783$ 2,610$ 2,779$ -$ 2,771$ 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 686 208 - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,469 2,818 2,779 - 2,771 100.00%
TOTAL REVENUES 2,469 2,818 2,779 - 2,771 100.00%
42185 - POLICE GRANTS-MISC
REVENUES
4320 - MISC FEDERAL GRANTS 44,911 38,230 12,717 27,000 24,490 -9.30%
4359 - OTHER STATE GRANTS/AID 23,516 70,596 11,758 23,516 23,516 0.00%
4362 - COUNTY GRANTS/AID 4,963 32,159 15,990 20,000 20,000 0.00%
TOTAL INTERGOVERNMENTAL 73,390 140,985 40,465 70,516 68,006 -3.56%
4603 - INTEREST EARNINGS - - - 456 - -100.00%
TOTAL INVESTMENT EARNINGS - - - 456 - -100.00%
TOTAL REVENUES 73,390 140,985 40,465 70,972 68,006 -4.18%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 34,328 34,606 17,865 40,516 38,006 -6.20%
6102 - OVERTIME-FT EMPLOYEES 21,440 6,926 5,911 10,000 10,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 8,300 7,595 20,675 8,300 8,300 0.00%
6122 - PERA COORDINATED PLAN 784 1,642 1,371 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 2,869 1,122 958 - - 0.00%
6125 - FICA - SOCIAL SECURITY 670 1,359 1,660 - - 0.00%
6126 - FICA - MEDICARE 430 408 469 - - 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 2,095 7,576 1,686 - - 0.00%
6151 - WORKER'S COMP INSURANCE 495 356 365 - - 0.00%
TOTAL PERSONAL SERVICES 71,411 61,590 50,960 58,816 56,306 -4.27%
6201 - OFFICE SUPPLIES 40 - - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 6,260 7,569 672 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 5,534 5,507 4,548 4,000 4,000 0.00%
TOTAL SUPPLIES 11,834 13,076 5,220 4,000 4,000 0.00%
6307 - PROFESSIONAL SERVICES 95 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 2,939 6,595 8,017 6,700 6,700 0.00%
6433 - MEETING EXPENSES 115 - - 1,000 1,000 0.00%
TOTAL PROFESSIONAL SERVICES 3,149 6,595 8,017 7,700 7,700 0.00%
6461 - FUEL CHARGES - - 909 - - 0.00%
TOTAL CENTRAL GARAGE CHARGES - - 909 - - 0.00%
6482 - MISC TRANSFER OUT - - 91,275 - - 0.00%
TOTAL TRANSFERS OUT - - 91,275 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 86,394 81,261 156,381 70,516 68,006 -3.56%
CITY GRANTS
FUND - 28600
SPECIAL REVENUE FUND
178
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
42187 - AUTO THEFT GRANT
REVENUES
4359 - OTHER STATE GRANTS/AID 79,028 66,434 42,674 102,301 111,431 8.92%
TOTAL INTERGOVERNMENTAL 79,028 66,434 42,674 102,301 111,431 8.92%
TOTAL REVENUES 79,028 66,434 42,674 102,301 111,431 8.92%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 56,827 68,976 40,606 73,671 80,798 9.67%
6102 - OVERTIME-FT EMPLOYEES 576 3,222 555 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 8,809 12,256 7,759 11,272 13,089 16.12%
6126 - FICA - MEDICARE 871 1,126 739 1,068 1,172 9.74%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,012 12,388 10,116 13,343 13,488 1.09%
6151 - WORKER'S COMP INSURANCE 1,934 3,091 2,429 2,947 2,884 -2.14%
TOTAL PERSONAL SERVICES 79,029 101,059 62,204 102,301 111,431 8.92%
6214 - CLOTHING & PERSONAL EQUIPMENT - 155 155 - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - - 3,805 - - 0.00%
TOTAL SUPPLIES - 155 3,960 - - 0.00%
6545 - OTHER EQUIPMENT - 16,486 - - - 0.00%
TOTAL CAPITAL OUTLAY - 16,486 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 79,029 117,700 66,164 102,301 111,431 8.92%
42412 - CFMH CLASSES
REVENUES
4492 - SPECIAL EVENTS - - 1,156 - - 0.00%
TOTAL REVENUES - - 1,156 - - 0.00%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - - 71 - - 0.00%
45015 - NW CABLE COMMUNICATIONS GRANT
REVENUES
4373 - OTHER GRANTS/AID 32,103 35,949 28,308 34,000 36,000 5.88%
TOTAL INTERGOVERNMENTAL 32,103 35,949 28,308 34,000 36,000 5.88%
4603 - INTEREST EARNINGS - - - 1,502 - -100.00%
TOTAL INVESTMENT EARNINGS - - - 1,502 - -100.00%
TOTAL REVENUES 32,103 35,949 28,308 35,502 36,000 1.40%
6307 - PROFESSIONAL SERVICES 570 12,228 3,539 - - 0.00%
TOTAL PROFESSIONAL SERVICES 570 12,228 3,539 - - 0.00%
6540 - EQUIPMENT & MACHINERY - - - 550,924 - -100.00%
TOTAL CAPITAL OUTLAY - - - 550,924 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 570 12,228 3,539 550,924 - -100.00%
179
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
45020 - RECREATION GRANTS
REVENUES
4373 - OTHER GRANTS/AID - 20,000 - - - 0.00%
4473 - CHILDREN RECREATION PROGRAMS 1,143 1,200 1,335 1,125 1,350 20.00%
4492 - SPECIAL EVENTS 8,542 5,752 8,748 9,050 9,300 2.76%
TOTAL CHARGES FOR SERVICES 9,685 26,952 10,083 10,175 10,650 4.67%
4603 - INTEREST EARNINGS - - - 236 - -100.00%
TOTAL INVESTMENT EARNINGS - - - 236 - -100.00%
4612 - DONATIONS & CONTRIBUTIONS 27,851 31,078 5,505 30,300 22,400 -26.07%
4921 - REFUNDS & REIMBURSEMENTS 1,958 2,102 12,373 6,515 13,465 106.68%
TOTAL MISCELLANEOUS 29,809 33,180 17,878 36,815 35,865 -2.58%
TOTAL REVENUES 39,494 60,132 27,961 47,226 46,515 -1.51%
EXPENDITURES
6103 - WAGES-PART TIME EMPLOYEES 10,431 10,420 8,707 11,100 12,500 12.61%
6122 - PERA COORDINATED PLAN 437 432 318 542 558 2.95%
6125 - FICA - SOCIAL SECURITY 647 646 540 688 716 4.07%
6126 - FICA - MEDICARE 151 151 126 160 167 4.38%
6151 - WORKER'S COMP INSURANCE 148 172 252 159 165 3.77%
TOTAL PERSONAL SERVICES 11,814 11,821 9,943 12,649 14,106 11.52%
6219 - GENERAL OPERATING SUPPLIES 16,239 14,493 14,169 21,300 20,400 -4.23%
TOTAL SUPPLIES 16,239 14,493 14,169 21,300 20,400 -4.23%
6307 - PROFESSIONAL SERVICES 294 275 600 - - 0.00%
6322 - POSTAGE - (461) - - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 557 - 279 - 675 100.00%
6349 - OTHER ADVERTISING 1,778 1,867 - 2,100 2,100 0.00%
6369 - OTHER INSURANCE - - - 1,750 1,750 0.00%
6431 - SPECIAL EVENTS 5,500 5,500 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 11,025 3,508 13,932 17,725 18,475 4.23%
TOTAL PROFESSIONAL SERVICES 19,154 10,689 14,811 21,575 23,000 6.60%
TOTAL BUSINESS UNIT EXPENSES 47,207 37,003 38,923 55,524 57,506 3.57%
180
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
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 - 5,954 - - - 0.00%
6226 - SIGNS & STRIPING MATERIALS - 471 - - - 0.00%
TOTAL SUPPLIES - 6,459 - - - 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%
6482 - MISC TRANSFER OUT - 13,583 - - - 0.00%
TOTAL TRANSFERS OUT - 13,583 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 40,000 - - - 0.00%
NET CHANGE IN FUND BALANCE 21,617$ 49,793$ (121,735)$ (523,264)$ 27,780$ -105.31%
181
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182
City of Brooklyn Center
2017 Budget
Debt Service Funds
City of Brooklyn Center
2017 Budget
Debt Service Funds
Debt Service funds are used to account for and report financial resources that are restricted,
committed or assigned to expenditures for principal, interest, and other charges related to long-
term debt.
General Obligation Improvement Bonds – Established to accumulate the collections of special
assessments which were levied on the property owners who benefited from improvements that
were constructed with the proceeds of this bond. In addition to special assessment funds, the
2013, 2015, and 2016 GO Improvement Bonds are partially repaid from property tax levy dollars.
The City has the following outstanding bonds of this type:
2006A GO Improvement Bonds 2013B GO Improvement Bonds
2015A GO Improvement Bonds 2016A GO Improvement Bonds
2008B GO Improvement Bonds
General Obligation Tax Increment Bonds – Established to account for the collection of tax-
increment generated revenues, which are annually transferred from Tax Increment funds. The
bonds were issued to finance various redevelopment projects within the City. The City has the
following outstanding bonds of this type:
2008A GO Tax Increment Bonds 2013A GO Tax Increment Bonds
2015B GO Tax Increment Bonds
Utility Revenue Bonds – These bonds are repaid from utility user fees directly from their
respective utility funds (not included as debt service funds.) The City has the following
outstanding bonds of this type:
2015 GO Utility Revenue Bonds 2015 GO Refunding Bonds
2016 GO Utility Revenue Bonds 2015 PFA Revenue Note
183
City of Brooklyn Center
2017 Debt Service
Required Principal Payments
Original Issue Prior Years 2017 Balance Due Final Maturity
Issue Name Amount Payments Payment 12/31/2017 Date
Improvement Bonds
2006 Street Improvement Bonds 1,460,000$ 1,395,000$ 65,000$ -$ 2/1/2017
2008 Street Improvement Bonds 2,390,000 1,765,000 235,000 390,000 2/1/2019
2013 Street Improvement Bonds 4,920,000 1,320,000 520,000 3,080,000 2/1/2024
2015 Street Improvement Bonds 3,416,248 - 332,497 3,083,751 2/1/2026
2016 Street Improvement Bonds 1,820,000 - - 1,820,000 2/1/2027
14,006,248 4,480,000 1,152,497 8,373,751
Tax Increment Bonds
2004 G.O. Tax Increment Bonds 17,245,000 17,245,000 - - 2/1/2016
2008 G.O. Tax Increment Bonds 4,335,000 4,085,000 125,000 125,000 2/1/2018
2013 G.O. Tax Increment Bonds 6,040,000 510,000 265,000 5,265,000 2/1/2022
2015 G.O. Tax Increment Bonds 6,600,000 - 1,570,000 5,030,000 2/1/2020
34,220,000 21,840,000 1,960,000 10,420,000
Utility Revenue Bonds (Paid from Utility Bonds)
2015 G.O. Utility Revenue Bonds 1,823,752 - 177,503 1,646,249 2/1/2026
2015 G.O. Refunding Bonds 1,660,000 140,000 165,000 1,355,000 2/1/2026
2016 G.O. Utility Revenue Bonds 3,605,000 - - 3,605,000 2/1/2027
Public Facilities Loan (PFA)* 19,662,352 959,352 954,000 17,749,000 8/20/2034
26,751,104 1,099,352 1,296,503 24,355,249
TOTAL BONDED INDEBTEDNESS 74,977,352$ 27,419,352$ 4,409,000$ 43,149,000$
*Estimated amounts (the City submits monthly draws for the Water Treatment Plant Construction)
184
City of Brooklyn Center
2017 Debt Service Funds
Debt Payment Revenues & Expenditures
Assessment Property Tax Interest TOTAL
Revenues Revenue Revenue Income BUDGET
Improvement Bonds
2006 Street Improvement Bonds -$ -$ 1,308$ 1,308$
2008 Street Improvement Bonds 168,487 - 4,681 173,168
2013 Street Improvement Bonds 239,614 391,461 5,571 636,646
2015 Street Improvement Bonds 162,357 246,070 2,933 411,360
2016 Street Improvement Bonds - 212,436 - 212,436
570,458 849,967 14,493 1,434,918
Tax Increment Bonds
2008 G.O. Tax Increment Bonds - 136,438 - 136,438
2013 G.O. Tax Increment Bonds - 432,588 - 432,588
2015 G.O. Tax Increment Bonds - 1,745,950 - 1,745,950
- 2,314,976 - 2,314,976
TOTAL DEBT SERVICE REVENUES 570,458$ 3,164,943$ 14,493$ 3,749,894$
Principal Interest Agent Fees TOTAL
Expenditures Payment Payments and Administration BUDGET
Improvement Bonds
2006 Street Improvement Bonds 65,000$ 1,235$ 1,500$ 67,735$
2008 Street Improvement Bonds 235,000 21,045 1,500 257,545
2013 Street Improvement Bonds 520,000 100,200 1,500 621,700
2015 Street Improvement Bonds 332,497 69,441 1,500 403,438
2016 Street Improvement Bonds - 29,120 1,500 30,620
1,152,497 221,041 7,500 1,381,038
Tax Increment Bonds
2008 G.O. Tax Increment Bonds 125,000 9,938 1,500 136,438
2013 G.O. Tax Increment Bonds 265,000 166,088 1,500 432,588
2015 G.O. Tax Increment Bonds 1,570,000 174,450 1,500 1,745,950
1,960,000 350,476 4,500 2,314,976
TOTAL DEBT SERVICE EXPENDITURES 3,112,497$ 571,517$ 12,000$ 3,696,014$
NET TOTAL DEBT SERVICE BUDGET 53,880$
185
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47524 - 2006A-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS 114,016$ 104,965$ 25,126$ 49,949$ -$ -100.00%
TOTAL SPECIAL ASSESSMENTS 114,016 104,965 25,126 49,949 - -100.00%
4603 - INTEREST EARNINGS 1,256 1,289 953 1,522 1,308 -14.06%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 442 107 - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,698 1,396 953 1,522 1,308 -14.06%
TOTAL REVENUES 115,714 106,361 26,079 51,471 1,308 -97.46%
EXPENDITURES
6601 - BOND PRINCIPAL 140,000 135,000 130,000 130,000 65,000 -50.00%
6611 - BOND INTEREST 14,960 9,908 4,940 4,940 1,235 -75.00%
6621 - PAYING AGENT/OTHER FEES 1,187 3,640 633 1,500 1,500 0.00%
TOTAL DEBT SERVICE 156,147 148,548 135,573 136,440 67,735 -50.36%
TOTAL BUSINESS UNIT EXPENSES 156,147 148,548 135,573 136,440 67,735 -50.36%
NET CHANGE IN FUND BALANCE (40,433)$ (42,187)$ (109,494)$ (84,969)$ (66,427)$ -21.82%
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2006-A
FUND - 31400
186
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47525 - 2008B-GO IMPROVEMENT BONDS
REVENUES
4601 - SPECIAL ASSESSMENTS 242,043$ 218,612$ 106,088$ 194,022$ 168,487$ -13.16%
TOTAL SPECIAL ASSESSMENTS 242,043 218,612 106,088 194,022 168,487 -13.16%
4603 - INTEREST EARNINGS 2,835 3,688 2,831 3,678 4,681 27.27%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 990 330 - - - 0.00%
TOTAL INVESTMENT EARNINGS 3,825 4,018 2,831 3,678 4,681 27.27%
TOTAL REVENUES 245,868 222,630 108,919 197,700 173,168 -12.41%
EXPENDITURES
6601 - BOND PRINCIPAL 245,000 240,000 240,000 240,000 235,000 -2.08%
6611 - BOND INTEREST 49,539 40,145 30,545 30,545 21,045 -31.10%
6621 - PAYING AGENT/OTHER FEES 3,711 1,557 638 1,500 1,500 0.00%
TOTAL DEBT SERVICE 298,250 281,702 271,183 272,045 257,545 -5.33%
TOTAL BUSINESS UNIT EXPENSES 298,250 281,702 271,183 272,045 257,545 -5.33%
NET CHANGE IN FUND BALANCE (52,382)$ (59,072)$ (162,264)$ (74,345)$ (84,377)$ 13.49%
FUND - 31500
G.O. IMPROVEMENT BONDS, 2008-B
DEBT SERVICE FUND
187
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47526 - 2013B-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES 678,966$ 388,928$ 317,295$ 396,682$ 391,461$ -1.32%
4120 - DELINQUENT AD VALOREM TAXES - 848 4,543 - - 0.00%
4154 - PENALTIES & INT-DELINQ TAXES - (71) - - - 0.00%
TOTAL TAXES 678,966 389,705 321,838 396,682 391,461 -1.32%
4601 - SPECIAL ASSESSMENTS 287,908 354,081 180,898 263,999 239,614 -9.24%
TOTAL SPECIAL ASSESSMENTS 287,908 354,081 180,898 263,999 239,614 -9.24%
4603 - INTEREST EARNINGS 2,044 1,387 2,111 4,201 5,571 32.61%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 741 190 - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,785 1,577 2,111 4,201 5,571 32.61%
TOTAL REVENUES 969,659 745,363 504,847 664,882 636,646 -4.25%
EXPENDITURES
6601 - BOND PRINCIPAL - 805,000 515,000 515,000 520,000 0.97%
6611 - BOND INTEREST 91,020 135,525 115,725 115,725 100,200 -13.42%
6621 - PAYING AGENT/OTHER FEES 1,460 2,888 1,923 1,500 1,500 0.00%
TOTAL DEBT SERVICE 92,480 943,413 632,648 632,225 621,700 -1.66%
TOTAL BUSINESS UNIT EXPENSES 92,480 943,413 632,648 632,225 621,700 -1.66%
NET CHANGE IN FUND BALANCE 877,179$ (198,050)$ (127,801)$ 32,657$ 14,946$ -54.23%
FUND - 31600
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2013-B
188
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47527 - 2015A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ -$ 242,802$ 246,070$ 1.35%
TOTAL TAXES - - - 242,802 246,070 1.35%
4601 - SPECIAL ASSESSMENTS - 438,266 118,790 228,239 162,357 -28.87%
TOTAL SPECIAL ASSESSMENTS - 438,266 118,790 228,239 162,357 -28.87%
4603 - INTEREST EARNINGS - 1,204 185 2,661 2,933 10.22%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - 1,204 185 2,661 2,933 10.22%
TOTAL REVENUES - 439,470 118,975 473,702 411,360 -13.16%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 332,497 100.00%
6611 - BOND INTEREST - - 77,213 77,213 69,441 -10.07%
6621 - PAYING AGENT/OTHER FEES - - 1,750 1,500 1,500 0.00%
TOTAL DEBT SERVICE - - 78,963 78,713 403,438 412.54%
6482 - MISC TRANSFER OUT - - 407,569 - - 0.00%
TOTAL TRANSFERS - - 407,569 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 486,532 78,713 403,438 412.54%
NET CHANGE IN FUND BALANCE -$ 439,470$ (367,557)$ 394,989$ 7,922$ -97.99%
G.O. IMPROVEMENT BONDS, 2015-A
FUND - 31700
DEBT SERVICE FUND
189
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47528 - 2016A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ -$ -$ 212,436$ 100.00%
TOTAL TAXES - - - - 212,436 100.00%
TOTAL REVENUES - - - - 212,436 100.00%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - - 0.00%
6611 - BOND INTEREST - - - - 29,120 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - - - 30,620 100.00%
TOTAL BUSINESS UNIT EXPENSES - - - - 30,620 100.00%
NET CHANGE IN FUND BALANCE -$ -$ -$ -$ 181,816$ 100.00%
G.O. IMPROVEMENT BONDS, 2016-A
FUND - 31800
DEBT SERVICE FUND
190
2016
2014 2015 September 2016 2017
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 1,745,950 1637.26%
TOTAL TRANSFERS IN - - - 100,500 1,745,950 1637.26%
TOTAL REVENUES - 111,100 - 100,500 1,745,950 1637.26%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 1,570,000 100.00%
6611 - BOND INTEREST - - 210,100 210,100 174,450 -16.97%
6621 - PAYING AGENT/OTHER FEES - - 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE - - 210,550 211,600 1,745,950 725.12%
TOTAL BUSINESS UNIT EXPENSES - - 210,550 211,600 1,745,950 725.12%
NET CHANGE IN FUND BALANCE -$ 111,100$ (210,550)$ (111,100)$ -$ -100.00%
G.O. TAX INCREMENT BONDS, 2015-B
FUND - 37400
DEBT SERVICE FUND
191
2016
2014 2015 September 2016 2017
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$ 427,138$ 347,394$ 432,838$ 432,588$ -0.06%
TOTAL TRANSFERS IN 110,345 427,138 347,394 432,838 432,588 -0.06%
TOTAL REVENUES 110,345 427,138 347,394 432,838 432,588 -0.06%
EXPENDITURES
6601 - BOND PRINCIPAL - 250,000 260,000 260,000 265,000 1.92%
6611 - BOND INTEREST 110,345 176,438 171,338 171,338 166,088 -3.06%
6621 - PAYING AGENT/OTHER FEES 275 850 - 1,500 1,500 0.00%
TOTAL DEBT SERVICE 110,620 427,288 431,338 432,838 432,588 -0.06%
TOTAL BUSINESS UNIT EXPENSES 110,620 427,288 431,338 432,838 432,588 -0.06%
NET CHANGE IN FUND BALANCE (275)$ (150)$ (83,944)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2013-A
FUND - 37500
DEBT SERVICE FUND
192
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
47611 - 2008A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND 154,231$ 148,569$ 135,388$ 143,063$ 136,438$ -4.63%
TOTAL TRANSFERS IN 154,231 148,569 135,388 143,063 136,438 -4.63%
TOTAL REVENUES 154,231 148,569 135,388 143,063 136,438 -4.63%
EXPENDITURES
6601 - BOND PRINCIPAL 125,000 125,000 125,000 125,000 125,000 0.00%
6611 - BOND INTEREST 28,781 22,844 16,563 16,563 9,938 -40.00%
6621 - PAYING AGENT/OTHER FEES 725 450 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE 154,506 148,294 142,013 143,063 136,438 -4.63%
TOTAL BUSINESS UNIT EXPENSES 154,506 148,294 142,013 143,063 136,438 -4.63%
NET CHANGE IN FUND BALANCE (275)$ 275$ (6,625)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2008-A
DEBT SERVICE FUND
FUND - 37600
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City of Brooklyn Center
2017 Budget
Capital Project Funds
City of Brooklyn Center
2017 Budget
Capital Project 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 Project Funds budgeted for the
upcoming year are as follows:
Capital Improvements Fund
Municipal State Aid Construction Fund
Capital Reserve Emergency
Infrastructure Construction Fund
EBHC Capital Projects Fund
Street Reconstruction Fund
Technology Fund
195
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40100 - CAPITAL IMPROVEMENTS FUND
REVENUES
4120 - DELINQUENT AD VALOREM TAXES 2,156 (4,614) (1,245) - - 0.00%
4154 - PENALTIES & INTEREST DELINQ TAXES - (592) (305) - - 0.00%
TOTAL TAXES 2,156 (5,206) (1,550) - - 0.00%
4320 - MISC FEDERAL GRANTS - - - 1,000,000 1,368,892 36.89%
4341 - LOCAL GOVERNMENT AID 580,133 747,076 - 767,072 775,887 1.15%
4373 - OTHER GRANTS/AID - - - 404,000 553,500 37.00%
TOTAL INTERGOVERNMENTAL 580,133 747,076 - 2,171,072 2,698,279 24.28%
4406 - SALE OF PLANS & SPECS 38 188 - - - 0.00%
TOTAL CHARGES FOR SERVICES 38 188 - - - 0.00%
4601 - SPECIAL ASSESSMENTS 1,938 157 - - - 0.00%
TOTAL SPECIAL ASSESSMENTS 1,938 157 - - - 0.00%
4603 - INTEREST EARNINGS 25,595 41,412 25,715 35,927 24,298 -32.37%
4605 - UNREALIZED INVESTMENT GAIN/LOS 8,488 1,977 - - - 0.00%
TOTAL INVESTMENT EARNINGS 34,083 43,389 25,715 35,927 24,298 -32.37%
4921 - REFUNDS & REIMBURSEMENTS 81,217 116,500 - - - 0.00%
TOTAL MISCELLANEOUS 81,217 116,500 - - - 0.00%
4915 - TRANSFERS IN 3,116,314 1,125,216 943,750 - - 0.00%
4915.1 - TRANSFERS FROM LIQUOR FUND - - - 200,000 150,000 -25.00%
4915.2 - TRANSFERS IN FROM GENERAL FUND - - - 200,000 350,000 75.00%
TOTAL TRANSFERS IN 3,116,314 1,125,216 943,750 400,000 500,000 25.00%
TOTAL REVENUES 3,815,879 2,027,320 967,915 2,606,999 3,222,577 23.61%
EXPENDITURES
6333 - FREIGHT/DRAYAGE - 14 - - - 0.00%
6342 - LEGAL NOTICES 133 240 141 - - 0.00%
6441 - LICENSES, TAXES & FEES 3 3 3 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 136 257 144 - - 0.00%
6530 - IMPROVEMENTS 379,270 3,863,096 121,288 2,184,000 3,445,000 57.74%
6545 - OTHER EQUIPMENT - - - - 890,000 100.00%
TOTAL CAPITAL OUTLAY 379,270 3,863,096 121,288 2,184,000 4,335,000 98.49%
6472 - ENGINEERING SERVICE TRANSFER - - 2,906 - - 0.00%
6482 - MISC TRANSFER OUT - 264,319 - - - 0.00%
TOTAL TRANSFERS OUT - 264,319 2,906 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 379,406 4,127,672 124,338 2,184,000 4,335,000 98.49%
NET CHANGE IN FUND BALANCE 3,436,473$ (2,100,352)$ 843,577$ 422,999$ (1,112,423)$ -362.98%
CAPITAL IMPROVEMENTS
FUND - 40100
CAPITAL PROJECTS FUND
196
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40200 - MUNICIPAL STATE AID CONSTRUCT
REVENUES
4343 - MUNICIPAL STATE AID, STREETS-M 110,000$ 110,000$ 120,000$ 120,000$ 160,000$ 33.33%
4344 - MUNICIPAL STATE AID, STREETS-C - 962,031 - 869,000 885,713 1.92%
TOTAL INTERGOVERNMENTAL 110,000 1,072,031 120,000 989,000 1,045,713 5.73%
4603 - INTEREST EARNINGS 13,403 14,187 6,984 - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 4,518 1,043 - - - 0.00%
TOTAL INVESTMENT EARNINGS 17,921 15,230 6,984 - - 0.00%
4915 - TRANSFERS IN 78,000 - - - - 0.00%
TOTAL TRANSFERS IN 78,000 - - - - 0.00%
TOTAL REVENUES 205,921 1,087,261 126,984 989,000 1,045,713 5.73%
EXPENDITURES
6224 - STREET MAINT MATERIALS 32,000 33,045 29,431 35,000 50,000 42.86%
6226 - SIGNS & STRIPING MATERIALS 10,345 10,936 10,719 13,000 20,000 53.85%
TOTAL SUPPLIES 42,345 43,981 40,150 48,000 70,000 45.83%
6404 - STREET MAINT SERVICES 47,199 66,000 42,995 72,000 90,000 25.00%
TOTAL SERVICES & OTHER CHARGES 47,199 66,000 42,995 72,000 90,000 25.00%
6530 - IMPROVEMENTS 250,000 2,583,849 - 820,000 2,035,000 148.17%
TOTAL CAPITAL OUTLAY 250,000 2,583,849 - 820,000 2,035,000 148.17%
6482 - MISC TRANSFER OUT 360,000 - - - - 0.00%
TOTAL TRANSFERS OUT 360,000 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 699,544 2,693,830 83,145 940,000 2,195,000 133.51%
NET CHANGE IN FUND BALANCE (493,623)$ (1,606,569)$ 43,839$ 49,000$ (1,149,287)$ -2445.48%
MUNICIPAL STATE-AID CONSTRUCTION (MSA)
FUND - 40200
CAPITAL PROJECTS FUND
197
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40600 - CAPITAL RESERVE EMERGENCY FUND
REVENUES
4603 - INTEREST EARNINGS 6,471$ 7,825$ 8,213$ 6,962$ 7,294$ 4.77%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,974 581 - - - 0.00%
TOTAL INVESTMENT EARNINGS 8,445 8,406 8,213 6,962 7,294 4.77%
TOTAL REVENUES 8,445 8,406 8,213 6,962 7,294 4.77%
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 (390,243)$ 8,406$ 8,213$ 6,962$ 7,294$ 4.77%
CAPITAL RESERVE EMERGENCY FUND
FUND - 40600
CAPITAL PROJECTS FUND
198
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40700 - INFRASTRUCTURE CONSTRUCTION
REVENUES
4406 - SALE OF PLANS & SPECS 663 735 825 - - 0.00%
4431 - WEED CUTTING CHARGES 27,265 23,391 1,200 - - 0.00%
4434 - DISEASED TREE REMOVAL 17,477 9,659 3,604 - - 0.00%
TOTAL CHARGES FOR SERVICES 45,405 33,785 5,629 - - 0.00%
4601 - SPECIAL ASSESSMENTS 989,303 445,107 628,798 814,205 887,722 9.03%
4607 - SPEC ASSESS INTEREST 494 715 24 - - 0.00%
TOTAL SPECIAL ASSESSMENTS 989,797 445,822 628,822 814,205 887,722 9.03%
4603 - INTEREST EARNINGS 1,536 - 1,951 - - 0.00%
TOTAL INVESTMENT EARNINGS 1,536 - 1,951 - - 0.00%
4606 - OTHER REVENUE 31,229 76,172 41,388 - - 0.00%
TOTAL MISCELLANEOUS 31,229 76,172 41,388 - - 0.00%
4931 - BOND SALES - 1,222,708 - - 1,470,000 100.00%
4932 - PREMIUM ON BOND SALES - 19,391 - - - 0.00%
TOTAL OTHER FINANCING SOURCES - 1,242,099 - - 1,470,000 100.00%
4915 - TRANSFERS IN 1,902,260 - 409,215 - - 0.00%
TOTAL TRANSFERS IN 1,902,260 - 409,215 - - 0.00%
TOTAL REVENUES 2,970,227 1,797,878 1,087,005 814,205 2,357,722 189.57%
EXPENDITURES
6201 - OFFICE SUPPLIES - 142 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 29 - - - - 0.00%
TOTAL SUPPLIES 29 142 - - - 0.00%
6321 - TELEPHONE/PAGERS 467 1,014 506 875 2,100 140.00%
6329 - OTHER COMMUNICATION SERVICES 1,036 1,346 380 1,150 700 -39.13%
6333 - FREIGHT/DRAYAGE 48 - - - - 0.00%
6342 - LEGAL NOTICES 1,037 708 626 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 50,778 41,729 21,567 - - 0.00%
6438 - CASH SHORT (OVER)(50) (6) 1 - - 0.00%
6499 - EXPENSES REIMBURSED (5,254,193) (10,320,419) - - - 0.00%
TOTAL SERVICES & OTHER CHARGES (5,200,877) (10,275,628) 23,080 2,025 2,800 38.27%
6530 - IMPROVEMENTS 6,371,835 11,444,433 4,460,172 1,300,000 1,860,000 43.08%
TOTAL CAPITAL OUTLAY 6,371,835 11,444,433 4,460,172 1,300,000 1,860,000 43.08%
6621 - PAYING AGENT/OTHER FEES 1,960 17,769 1,716 - - 0.00%
TOTAL DEBT SERVICE 1,960 17,769 1,716 - - 0.00%
6472 - ENGINEERING SERVICE TRANSFER 424,912 331,112 256,456 - - 0.00%
6482 - MISC TRANSFER OUT 2,805,702 - - - - 0.00%
TOTAL TRANSFERS OUT 3,230,614 331,112 256,456 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 4,403,561 1,517,828 4,741,424 1,302,025 1,862,800 43.07%
NET CHANGE IN FUND BALANCE (1,433,334)$ 280,050$ (3,654,419)$ (487,820)$ 494,922$ -201.46%
INFRASTRUCTURE CONSTRUCTION
FUND - 40700
CAPITAL PROJECTS FUND
199
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40800 - EBHC CAPITAL FUND
REVENUES
4603 - INTEREST EARNINGS 3,348$ 5,769$ 7,831$ 3,328$ 2,492$ -25.12%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,046 482 - - - 0.00%
TOTAL INVESTMENT EARNINGS 4,394 6,251 7,831 3,328 2,492 -25.12%
4612 - DONATIONS & CONTRIBUTIONS - 125,000 - - - 0.00%
TOTAL MISCELLANEOUS - 125,000 - - - 0.00%
4915 - TRANSFERS IN 168,000 247,194 350,000 215,000 230,000 6.98%
TOTAL TRANSFERS IN 168,000 247,194 350,000 215,000 230,000 6.98%
TOTAL REVENUES 172,394 378,445 357,831 218,328 232,492 6.49%
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 130,674 47,255 100,465 252,000 215,000 -14.68%
6540 - EQUIPMENT & MACHINERY 12,416 - - 90,000 21,000 -76.67%
TOTAL CAPITAL OUTLAY 143,090 47,255 100,465 342,000 236,000 -30.99%
TOTAL BUSINESS UNIT EXPENSES 223,605 47,255 100,465 342,000 236,000 -30.99%
NET CHANGE IN FUND BALANCE (51,211)$ 331,190$ 257,366$ (123,672)$ (3,508)$ -97.16%
EARLE BROWN HERITAGE CENTER CAPITAL IMPROVEMENTS
FUND - 40800
CAPITAL PROJECTS FUND
200
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
40900 - STREET RECONSTRUCTION
REVENUES
4181 - FRANCHISE FEES 647,071$ 653,648$ 331,745$ 650,000$ 689,000$ 6.00%
TOTAL TAXES 647,071 653,648 331,745 650,000 689,000 6.00%
4603 - INTEREST EARNINGS 14,067 28,035 25,497 15,009 30,627 104.06%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 3,909 2,842 - - - 0.00%
TOTAL INVESTMENT EARNINGS 17,976 30,877 25,497 15,009 30,627 104.06%
4606 - OTHER REVENUE - - - - - 0.00%
TOTAL MISCELLANEOUS - - - - - 0.00%
4931 - BOND SALES - 2,193,540 56,550 2,231,000 2,800,000 25.50%
4932 - PREMIUM ON BOND SALES - 34,788 - - - 0.00%
TOTAL OTHER FINANCING SOURCES - 2,228,328 56,550 2,231,000 2,800,000 25.50%
4915 - TRANSFERS IN 2,785,269 - - - - 0.00%
TOTAL TRANSFERS IN 2,785,269 - - - - 0.00%
TOTAL REVENUES 3,450,316 2,912,853 413,792 2,896,009 3,519,627 21.53%
EXPENDITURES
6530 - IMPROVEMENTS 1,311,905 2,241,978 - 2,231,000 3,175,000 42.31%
TOTAL CAPITAL OUTLAY 1,311,905 2,241,978 - 2,231,000 3,175,000 42.31%
6621 - PAYING AGENT/OTHER FEES - 28,509 - - - 0.00%
TOTAL DEBT SERVICE - 28,509 - - - 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 2,270,487 - 2,231,000 3,175,000 42.31%
NET CHANGE IN FUND BALANCE 851,652$ 642,366$ 413,792$ 665,009$ 344,627$ -48.18%
STREET RECONSTRUCTION
FUND - 40900
CAPITAL PROJECTS FUND
201
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
41000 - TECHNOLOGY FUND
REVENUES
4603 - INTEREST EARNINGS 163$ 206$ 1,218$ 608$ 1,349$ 121.88%
TOTAL INVESTMENT EARNINGS 163 206 1,218 608 1,349 121.88%
4915 - TRANSFERS IN 100,000 235,020 - 140,000 140,000 0.00%
TOTAL TRANSFERS IN 100,000 235,020 - 140,000 140,000 0.00%
TOTAL REVENUES 100,163 235,226 1,218 140,608 141,349 0.53%
EXPENDITURES
6242 - MINOR EQUIPMENT - - 12,000 - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 38,001 16,365 21,685 44,500 53,600 20.45%
TOTAL SUPPLIES 38,001 16,365 33,685 44,500 53,600 20.45%
6307 - PROFESSIONAL SERVICES - - - - 20,000 100.00%
6421 - SOFTWARE LICENSE - - - - 42,500 100.00%
TOTAL SERVICES & OTHER CHARGES - - - - 62,500 100.00%
6540 - EQUIPMENT & MACHINERY 76,333 27,724 61,672 62,000 22,000 -64.52%
TOTAL CAPITAL OUTLAY 76,333 27,724 61,672 62,000 22,000 -64.52%
TOTAL BUSINESS UNIT EXPENSES 114,334 44,089 95,357 106,500 138,100 29.67%
NET CHANGE IN FUND BALANCE (14,171)$ 191,137$ (94,139)$ 34,108$ 3,249$ -90.47%
TECHNOLOGY FUNDING
FUND - 41000
CAPITAL PROJECTS FUND
202
City of Brooklyn Center
2017 Budget
Public Utility Funds
City of Brooklyn Center
2017 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 budgeted in
the upcoming year are as follows:
Water Utility Fund
Sanitary Sewer Fund
Storm Sewer Fund
Streetlight Utility Fund
Recycling Utility Fund
203
2017 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 assists in administrating 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 2017 we will be continuing the operation of the new water treatment plant. This new community asset
must include a component of open and valuable community participation, outreach and education.
Infrastructure – Key Investments
Critical Infrastructure Improvements
In 2017 we will implement the 24th 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 2017 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 2016 2017 2018
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
204
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 plant was opened in 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 Xcel Energy. Another 97 lights owned by the City are
located on traffic signal systems. The Street Light Utility also provides for electrical and
maintenance fees paid to Xcel Energy for street lights owned by Xcel Energy.
205
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 58 >20
Number of “potential” private water leak letters
sent to customers
752 >500
Administration fees to project cost ratio 8.9% <15%
Miles of annual street sweeping performed 717 miles >420 miles (4
Citywide rounds)
Miles of annual sanitary sewer televised, cleaned or
root-sawed
22.1 > or = 19.6 miles (1/5
of the City’s total 97.9
miles)
Private sanitary sewer backups per year (due to
City system blockage)
1 none
*2015 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2017-18 Capital Improvement Projects – See CIP section of Budget
206
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49141 - WATER UTILITY-OPERATIONS
OPERATING REVENUES
4701 - WATER SALES 1,810,959$ 2,185,246$ 2,006,507$ 2,629,162$ 3,263,943$ 24.14%
4702 - FIRE LINES 9,111 9,080 6,765 9,760 9,000 -7.79%
4703 - WATER METER SALES 8,495 16,371 8,155 20,000 15,000 -25.00%
4704 - WATER METER RENTALS 1,685 5,575 2,575 3,000 3,000 0.00%
4705 - SERVICE RESTORATION FEES 2,427 2,232 1,209 4,000 3,000 -25.00%
4706 - CONNECTION CHARGES 9,000 8,000 1,000 10,000 9,000 -10.00%
4707 - PENALTIES 88,721 98,805 95,117 95,000 95,000 0.00%
4708 - TOWER RENTAL FEES 250,623 223,674 6,400 271,277 246,000 -9.32%
4709 - CERTIFICATION CHARGES 25,290 24,510 24,750 25,000 25,000 0.00%
TOTAL SALES AND USER FEES 2,206,311 2,573,493 2,152,478 3,067,199 3,668,943 19.62%
TOTAL OPERATING REVENUES 2,206,311 2,573,493 2,152,478 3,067,199 3,668,943 19.62%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 282,182 319,350 234,998 332,382 341,790 2.83%
6102 - OVERTIME-FT EMPLOYEES 41,147 41,489 40,661 39,800 43,000 8.04%
6103 - WAGES-PART TIME EMPLOYEES 17,133 22,214 22,178 22,105 22,500 1.79%
6104 - OVERTIME-PART TIME EMPLOYEES 677 - - - - 0.00%
6111 - SEVERANCE PAY 5,856 6,160 - - - 0.00%
6122 - PERA COORDINATED PLAN 23,487 27,063 20,675 30,253 30,368 0.38%
6125 - FICA - SOCIAL SECURITY 20,722 22,922 17,387 24,203 25,105 3.73%
6126 - FICA - MEDICARE 4,846 5,361 4,067 5,660 5,873 3.76%
6131 - CAFETERIA PLAN CONTRIBUTIONS 53,083 63,540 50,580 71,391 71,486 0.13%
6151 - WORKER'S COMP INSURANCE 11,817 13,295 9,702 15,466 16,054 3.80%
TOTAL PERSONAL SERVICES 460,950 521,394 400,248 541,260 556,176 2.76%
6201 - OFFICE SUPPLIES 1,053 1,769 529 1,800 1,800 0.00%
6203 - BOOKS/REFERENCE MATERIALS 342 292 - 500 500 0.00%
6204 - STATIONARY SUPPLIES 1,310 142 827 1,610 1,610 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 250 250 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 82,267 76,467 123,459 100,000 180,000 80.00%
6217 - SAFETY SUPPLIES 1,171 939 422 1,200 1,200 0.00%
6219 - GENERAL OPERATING SUPPLIES 8,581 3,984 8,753 9,600 11,600 20.83%
6223 - BUILDINGS & FACILITIES - 1,500 - 1,500 1,500 0.00%
6224 - STREET MAINT MATERIALS 9,687 12,513 5,020 16,000 16,000 0.00%
6227 - PAINT SUPPLIES 946 923 738 1,100 1,100 0.00%
6235 - UTILITY SYSTEM SUPPLIES 13,266 8,151 14,138 15,000 16,000 6.67%
6239 - OTHER REPAIR & MAINT SUPPLIES 2,715 15,655 12,357 16,000 16,000 0.00%
6241 - SMALL TOOLS 500 496 229 500 500 0.00%
6242 - MINOR EQUIPMENT 3,441 37,059 6,050 16,500 20,000 21.21%
6243 - MINOR COMPUTER EQUIPMENT 7,390 1,867 - 100 - -100.00%
TOTAL SUPPLIES 132,669 161,757 172,522 181,660 268,060 47.56%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,804 1,684 2,445 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING 12,330 39,833 31,198 26,000 85,500 228.85%
6307 - PROFESSIONAL SERVICES 21,277 25,816 6,834 14,900 33,900 127.52%
6321 - TELEPHONE/PAGERS 1,977 1,765 1,763 2,120 3,665 72.88%
6322 - POSTAGE 5,300 4,840 3,520 6,200 6,500 4.84%
6329 - OTHER COMMUNICATION SERVICES 1,132 1,992 1,680 2,700 2,600 -3.70%
6331 - TRAVEL EXPENSE/MILEAGE - 239 - 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 347 152 68 500 500 0.00%
6402 - EQUIPMENT SERVICES 8,051 79,969 12,740 53,000 96,500 82.08%
6403 - BLDGS/FACILITIES MAINT SERVICE 6,187 10,000 8,505 15,000 15,000 0.00%
6406 - MULTI-FUNCTION MTNCE - - 80 875 500 -42.86%
6409 - OTHER REPAIR & MAINT SVCS - - - - 12,400 100.00%
6417 - UNIFORMS 489 640 134 800 800 0.00%
6422 - SOFTWARE MAINT 307 314 41 375 - -100.00%
6423 - LOGIS CHARGES 39,287 39,880 22,033 35,295 37,099 5.11%
6432 - CONFERENCES AND SCHOOLS 1,355 1,715 1,558 2,150 2,880 33.95%
6434 - DUES & SUBSCRIPTIONS 2,362 2,600 2,398 2,700 2,900 7.41%
6435 - CREDIT CARD FEES 239 219 - 200 200 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 328 - - 0.00%
6438 - CASH SHORT (OVER)- (4) - - - 0.00%
6441 - LICENSES, TAXES & FEES 101,235 43,395 57,129 76,000 76,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 55,617 127,254 79,056 70,000 75,000 7.14%
TOTAL SERVICES & OTHER CHARGES 259,326 382,376 231,510 311,825 454,954 45.90%
6361 - GENERAL LIABILITY INSURANCE 16,917 20,553 23,089 22,693 34,966 54.08%
6362 - PROPERTY INSURANCE 4,543 4,780 4,962 25,057 25,304 0.99%
6366 - MACHINERY BREAKDOWN INSURANCE 1,073 1,059 1,011 1,098 1,057 -3.73%
TOTAL INSURANCE 22,533 26,392 29,062 48,848 61,327 25.55%
WATER UTILITY
FUND - 60100
PUBLIC UTILITY FUND
207
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6381 - ELECTRIC 139,801 126,632 131,413 190,000 190,000 0.00%
6382 - GAS 8,668 6,377 11,757 30,000 30,000 0.00%
6383 - WATER - 524 4,177 - - 0.00%
6385 - SEWER 299 626 4,732 300 4,000 1233.33%
6386 - STORM SEWER 6,562 8,712 6,534 6,400 6,400 0.00%
6388 - HAZARDOUS WASTE DISPOSAL - - - 1,000 1,000 0.00%
6389 - STREET LIGHTS 2,039 2,624 1,968 1,500 1,500 0.00%
TOTAL UTILITIES 157,369 145,495 160,581 229,200 232,900 1.61%
6461 - FUEL CHARGES 5,976 4,427 2,572 5,342 4,508 -15.61%
6462 - FIXED CHARGES 10,298 10,736 7,499 9,999 10,043 0.44%
6463 - REPAIR & MAINT CHARGES 9,017 11,102 15,412 10,825 10,260 -5.22%
6465 - REPLACEMENT CHARGES 31,471 26,575 17,350 23,133 21,708 -6.16%
TOTAL CENTRAL GARAGE CHARGES 56,762 52,840 42,833 49,299 46,519 -5.64%
6494 - DEPRECIATION EXPENSE 658,163 703,933 548,736 1,162,513 1,812,176 55.88%
TOTAL DEPRECIATION 658,163 703,933 548,736 1,162,513 1,812,176 55.88%
TOTAL OPERATING EXPENSES 1,747,772 1,994,187 1,585,492 2,524,605 3,432,112 35.95%
OPERATING INCOME 458,539 579,306 566,986 542,594 236,831 -56.35%
NONOPERATING REVENUES
4601 - SPECIAL ASSESSMENTS 29,426 39,871 220,038 - - 0.00%
4607 - SPEC ASSESS INTEREST 74 16 - - - 0.00%
TOTAL SPECIAL ASSESSMENTS 29,500 39,887 220,038 - - 0.00%
4603 - INTEREST EARNINGS 17,945 28,733 6,250 15,597 7,982 -48.82%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 6,538 1,690 - - - 0.00%
TOTAL INVESTMENT EARNINGS 24,483 30,423 6,250 15,597 7,982 -48.82%
4604 - CHECK PROCESSING FEES 480 460 810 - - 0.00%
4912 - CAPITAL CONTRIBUTIONS 95,974 - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 46,701 24,691 275 - - 0.00%
4922 - PROJECT ADMINISTRATION - 19,966 1,200 - - 0.00%
TOTAL MISCELLANEOUS 143,155 45,117 2,285 - - 0.00%
4931 - BOND SALES - - - 3,110,000 4,262,000 37.04%
4932 - PREMIUM ON BOND SALES - 19,060 - - - 0.00%
TOTAL DEBT ISSUANCE - 19,060 - 3,110,000 4,262,000 37.04%
TOTAL NONOPERATING REVENUES 197,138 134,487 228,573 3,125,597 4,269,982 36.61%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS - - 22,390 3,110,000 4,327,000 39.13%
TOTAL CAPITAL OUTLAY - - 22,390 3,110,000 4,327,000 39.13%
6601 - BOND PRINCIPAL - - - 1,049,000 1,077,750 2.74%
6611 - BOND INTEREST 57,133 143,841 209,067 199,747 230,198 15.24%
6621 - PAYING AGENT/OTHER FEES 656 19,921 - 1,500 1,500 0.00%
TOTAL DEBT SERVICE 57,789 163,762 209,067 1,250,247 1,309,448 4.74%
6471 - ADMINISTRATIVE SERVICE TRANSFER 91,069 92,103 69,077 92,103 94,815 2.94%
6482 - MISC TRANSFER OUT 95,974 - - - - 0.00%
TOTAL TRANSFERS 187,043 92,103 69,077 92,103 94,815 2.94%
TOTAL NONOPERATING EXPENSES 244,832 255,865 300,534 4,452,350 5,731,263 28.72%
NET CHANGE IN FUND BALANCE 410,845$ 457,928$ 495,025$ (784,159)$ (1,224,450)$ 56.15%
208
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49251 - SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 102,902$ 107,501$ 79,727$ 100,000$ 100,000$ 0.00%
4721 - SEWER SERVICE 3,842,213 3,986,224 3,049,320 4,130,000 4,258,900 3.12%
TOTAL SALES AND USER FEES 3,945,115 4,093,725 3,129,047 4,230,000 4,358,900 3.05%
TOTAL OPERATING REVENUES 3,945,115 4,093,725 3,129,047 4,230,000 4,358,900 3.05%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 125,704 128,575 92,266 128,508 123,758 -3.70%
6102 - OVERTIME-FT EMPLOYEES 14,956 8,827 10,758 19,900 15,000 -24.62%
6103 - WAGES-PART TIME EMPLOYEES 14,894 13,147 13,303 15,200 15,500 1.97%
6111 - SEVERANCE PAY 136 158 - - - 0.00%
6122 - PERA COORDINATED PLAN 10,207 10,305 7,727 12,610 11,547 -8.43%
6125 - FICA - SOCIAL SECURITY 9,144 8,957 7,252 10,088 9,545 -5.38%
6126 - FICA - MEDICARE 2,138 2,095 1,696 2,359 2,232 -5.38%
6131 - CAFETERIA PLAN CONTRIBUTIONS 21,898 24,357 19,670 30,981 31,022 0.13%
6141 - UNEMPLOYMENT COMPENSATION - 705 1,051 - - 0.00%
6151 - WORKER'S COMP INSURANCE 5,180 6,239 4,522 6,017 5,640 -6.27%
TOTAL PERSONAL SERVICES 204,257 203,365 158,245 225,663 214,244 -5.06%
6201 - OFFICE SUPPLIES - 100 - 100 100 0.00%
6203 - BOOKS/REFERENCE MATERIALS 110 - - 200 200 0.00%
6204 - STATIONARY SUPPLIES 2,391 290 1,543 3,290 3,290 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - - 50 50 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,330 5,554 3,250 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 714 1,411 995 2,500 2,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,974 3,654 786 3,500 3,500 0.00%
6223 - BUILDINGS & FACILITIES - - - 100 100 0.00%
6224 - STREET MAINT MATERIALS 7,743 5,539 - 7,500 7,500 0.00%
6227 - PAINT SUPPLIES 444 627 444 675 675 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 508 690 - 5,000 5,000 0.00%
6241 - SMALL TOOLS 467 465 - 500 500 0.00%
6242 - MINOR EQUIPMENT 5,992 34,354 - 2,100 3,600 71.43%
6243 - MINOR COMPUTER EQUIPMENT 840 576 - - - 0.00%
TOTAL SUPPLIES 27,513 53,260 7,018 31,015 32,515 4.84%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,640 1,684 1,956 2,000 2,000 0.00%
6302 - ARCH, ENG & PLANNING 325 - 3,005 1,900 1,900 0.00%
6307 - PROFESSIONAL SERVICES 2,580 3,353 2,587 4,800 4,400 -8.33%
6321 - TELEPHONE/PAGERS 1,018 676 399 780 1,865 139.10%
6322 - POSTAGE 10,340 10,340 7,520 12,690 12,700 0.08%
6351 - PRINTING - - - 375 375 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 759 4,090 - 12,500 7,000 -44.00%
6409 - OTHER REPAIR & MAINT SVCS 69,426 64,329 4,611 68,000 70,000 2.94%
6423 - LOGIS CHARGES 27,648 36,060 19,325 31,015 32,426 4.55%
6432 - CONFERENCES AND SCHOOLS 980 1,250 2,160 2,150 2,880 33.95%
6434 - DUES & SUBSCRIPTIONS 297 305 314 405 405 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 696 - - 0.00%
6441 - LICENSES, TAXES & FEES 23 - - 170 170 0.00%
6449 - OTHER CONTRACTUAL SERVICE 24,792 13,563 16,415 26,000 38,000 46.15%
TOTAL SERVICES & OTHER CHARGES 139,828 135,650 58,988 162,785 174,121 6.96%
6361 - GENERAL LIABILITY INSURANCE 29,946 31,535 29,310 33,318 30,168 -9.45%
6362 - PROPERTY INSURANCE 1,036 1,086 1,124 1,147 1,201 4.71%
6366 - MACHINERY BREAKDOWN INSURANCE 280 275 262 285 274 -3.86%
TOTAL INSURANCE 31,262 32,896 30,696 34,750 31,643 -8.94%
6381 - ELECTRIC 37,539 36,824 27,738 38,000 39,100 2.89%
6391 - MET COUNCIL ENVIRON SVCS 2,115,017 2,197,141 1,925,406 2,324,241 2,424,000 4.29%
TOTAL UTILITIES 2,152,556 2,233,965 1,953,144 2,362,241 2,463,100 4.27%
6461 - FUEL CHARGES 16,431 13,983 8,572 14,700 14,037 -4.51%
6462 - FIXED CHARGES 13,840 14,240 9,821 13,095 13,994 6.87%
6463 - REPAIR & MAINT CHARGES 17,205 14,215 22,652 19,485 18,024 -7.50%
6465 - REPLACEMENT CHARGES 66,508 79,815 56,061 74,748 65,682 -12.13%
TOTAL CENTRAL GARAGE CHARGES 113,984 122,253 97,106 122,028 111,737 -8.43%
6494 - DEPRECIATION EXPENSE 735,595 783,500 604,260 832,968 1,020,340 22.49%
TOTAL DEPRECIATION 735,595 783,500 604,260 832,968 1,020,340 22.49%
TOTAL OPERATING EXPENSES 3,404,995 3,564,889 2,909,457 3,771,450 4,047,700 7.32%
OPERATING INCOME 540,120 528,836 219,590 458,550 311,200 -32.13%
SEWER UTILITY
FUND - 60200
PUBLIC UTILITY FUND
209
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 14,625 24,158 27,715 13,685 29,697 117.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 5,620 2,530 - - - 0.00%
TOTAL INVESTMENT EARNINGS 20,245 26,688 27,715 13,685 29,697 117.00%
4912 - CAPITAL CONTRIBUTIONS 134,574 - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 13,306 7,236 - - - 0.00%
TOTAL MISCELLANEOUS 147,880 7,236 - - - 0.00%
4931 - BOND SALES - - - 2,348,000 2,060,000 -12.27%
4932 - PREMIUM ON BOND SALES - 35,277 - - - 0.00%
TOTAL DEBT ISSUANCE - 35,277 - 2,348,000 2,060,000 -12.27%
TOTAL NONOPERATING REVENUES 168,125 69,201 27,715 2,361,685 2,089,697 -11.52%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS - - 1,997 2,348,000 2,565,000 9.24%
TOTAL CAPITAL OUTLAY - - 1,997 2,348,000 2,565,000 9.24%
6601 - BOND PRINCIPAL - - - 35,000 218,753 525.01%
6611 - BOND INTEREST 19,044 34,148 51,805 50,019 63,540 27.03%
6621 - PAYING AGENT/OTHER FEES 69 30,491 - 1,500 1,500 0.00%
TOTAL DEBT SERVICE 19,113 64,639 51,805 86,519 283,793 228.01%
6471 - ADMINISTRATIVE SERVICE TRANSFER 91,069 92,103 69,077 92,103 89,219 -3.13%
6482 - MISC TRANSFER OUT 134,574 - - - - 0.00%
TOTAL TRANSFERS 225,643 92,103 69,077 92,103 89,219 -3.13%
TOTAL NONOPERATING EXPENSES 244,756 156,742 122,879 2,526,622 2,938,012 16.28%
NET CHANGE IN FUND BALANCE 463,489$ 441,295$ 124,426$ 293,613$ (537,115)$ -282.93%
210
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49411 - STORM SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 26,675$ 28,148$ 20,239$ 35,000$ 35,000$ 0.00%
4731 - STORM DRAINAGE FEES 1,611,800 1,607,407 1,193,534 1,600,000 1,600,000 0.00%
TOTAL SALES AND USER FEES 1,638,475 1,635,555 1,213,773 1,635,000 1,635,000 0.00%
TOTAL OPERATING REVENUES 1,638,475 1,635,555 1,213,773 1,635,000 1,635,000 0.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 133,677 132,065 95,502 129,605 132,196 2.00%
6102 - OVERTIME-FT EMPLOYEES 1,256 1,134 1,683 1,500 1,500 0.00%
6103 - WAGES-PART TIME EMPLOYEES 8,028 9,975 6,132 10,800 11,000 1.85%
6111 - SEVERANCE PAY 1,629 1,703 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,800 9,990 7,289 10,998 11,022 0.22%
6125 - FICA - SOCIAL SECURITY 8,979 8,934 6,493 8,799 8,959 1.82%
6126 - FICA - MEDICARE 2,100 2,090 1,518 2,058 2,095 1.80%
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,893 18,706 17,188 32,328 32,371 0.13%
6151 - WORKER'S COMP INSURANCE 8,994 9,198 6,413 9,444 9,612 1.78%
TOTAL PERSONAL SERVICES 197,356 193,795 142,218 205,532 208,755 1.57%
6204 - STATIONARY SUPPLIES 1,304 136 818 1,540 1,540 0.00%
6219 - GENERAL OPERATING SUPPLIES 73 140 2,464 5,500 5,500 0.00%
6224 - STREET MAINT MATERIALS 3,039 8,180 1,101 7,500 7,500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 19,031 36,549 15,210 36,000 37,000 2.78%
TOTAL SUPPLIES 23,447 45,005 19,593 50,540 51,540 1.98%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,640 842 978 1,000 1,000 0.00%
6302 - ARCH, ENG & PLANNING 84,088 81,012 (27,415) 20,000 20,000 0.00%
6307 - PROFESSIONAL SERVICES 1,487 5,361 1,457 1,840 1,600 -13.04%
6322 - POSTAGE 4,600 5,060 3,680 5,940 5,940 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 102 696 444 500 600 20.00%
6342 - LEGAL NOTICES 87 108 - 50 50 0.00%
6384 - REFUSE DISPOSAL - - 1,533 3,000 3,500 16.67%
6409 - OTHER REPAIR & MAINT SVCS 43,163 37,163 16,509 39,000 40,000 2.56%
6423 - LOGIS CHARGES 18,401 20,687 11,044 17,723 18,529 4.55%
6432 - CONFERENCES AND SCHOOLS - 490 500 400 500 25.00%
6434 - DUES & SUBSCRIPTIONS 54,142 55,722 55,601 57,200 57,200 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 145 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 2,354 3,880 13,441 12,000 12,000 0.00%
6499 - EXPENSES REIMBURSED - 136,606 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 210,064 347,627 77,917 158,653 160,919 1.43%
6361 - GENERAL LIABILITY INSURANCE 3,016 3,242 2,026 3,411 1,711 -49.84%
TOTAL INSURANCE 3,016 3,242 2,026 3,411 1,711 -49.84%
6461 - FUEL CHARGES 7,283 6,835 4,050 6,521 7,168 9.92%
6462 - FIXED CHARGES 6,235 6,341 4,324 5,765 6,071 5.31%
6463 - REPAIR & MAINT CHARGES 13,320 28,637 22,804 25,980 25,399 -2.24%
6465 - REPLACEMENT CHARGES 47,283 45,963 38,335 51,113 55,075 7.75%
TOTAL CENTRAL GARAGE CHARGES 74,121 87,776 69,513 89,379 93,713 4.85%
6494 - DEPRECIATION EXPENSE 1,055,774 1,106,276 845,665 1,148,392 1,297,810 13.01%
TOTAL DEPRECIATION 1,055,774 1,106,276 845,665 1,148,392 1,297,810 13.01%
TOTAL OPERATING EXPENSES 1,563,778 1,783,721 1,156,932 1,655,907 1,814,448 9.57%
OPERATING INCOME (LOSS)74,697 (148,166) 56,841 (20,907) (179,448) 758.32%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 25,745 33,171 28,268 21,947 34,894 58.99%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 9,313 2,678 - - - 0.00%
TOTAL INVESTMENT EARNINGS 35,058 35,849 28,268 21,947 34,894 58.99%
4612 - DONATIONS & CONTRIBUTIONS 100 100 150 - - 0.00%
4912 - CAPITAL CONTRIBUTIONS 305,766 1,034,574 - - - 0.00%
TOTAL MISCELLANEOUS 305,866 1,034,674 150 - - 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 361,357 1,070,523 28,418 1,689,947 34,894 -97.94%
STORM SEWER UTILITY
FUND - 65100
PUBLIC UTILITY FUND
211
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
NONOPERATING EXPENSES
6540 - EQUIPMENT & MACHINERY - - - - - 0.00%
6530 - IMPROVEMENTS 132,216 - - 1,668,000 1,709,000 2.46%
TOTAL CAPITAL OUTLAY 132,216 - - 1,668,000 1,709,000 2.46%
6601 - BOND PRINCIPAL - - - - - 0.00%
6611 - BOND INTEREST - - 4,892 - 18,080 100.00%
TOTAL DEBT SERVICE - - 4,892 - 18,080 100.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 91,070 92,103 69,077 92,103 89,219 -3.13%
6482 - MISC TRANSFER OUT - 45,000 - - - 0.00%
TOTAL TRANSFERS 91,070 137,103 69,077 92,103 89,219 -3.13%
TOTAL NONOPERATING EXPENSES 223,286 137,103 73,969 1,760,103 1,816,299 3.19%
NET CHANGE IN FUND BALANCE 212,768$ 785,254$ 11,290$ (91,063)$ (1,960,853)$ 2053.29%
212
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49571 - STREET LIGHT-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 9,276$ 9,680$ 6,925$ 7,500$ 7,500$ 0.00%
4741 - STREET LIGHT SERVICE CHARGE 445,940 445,678 331,851 443,000 443,000 0.00%
TOTAL SALES AND USER FEES 455,216 455,358 338,776 450,500 450,500 0.00%
TOTAL OPERATING REVENUES 455,216 455,358 338,776 450,500 450,500 0.00%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 118 25 87 280 280 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 205 2,414 1,410 2,500 7,500 200.00%
TOTAL SUPPLIES 323 2,439 1,497 2,780 7,780 179.86%
6307 - PROFESSIONAL SERVICES 41 54 45 200 200 0.00%
6322 - POSTAGE 880 880 640 1,080 1,080 0.00%
6409 - OTHER REPAIR & MAINT SVCS 10,268 22,042 12,023 15,000 15,500 3.33%
6423 - LOGIS CHARGES 4,187 5,164 2,763 4,431 4,632 4.54%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 50 - - 0.00%
6499 - EXPENSES REIMBURSED - 4,896 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 15,376 33,036 15,521 20,711 21,412 3.38%
6361 - GENERAL LIABILITY INSURANCE 1,077 1,363 1,204 1,527 1,185 -22.40%
TOTAL INSURANCE 1,077 1,363 1,204 1,527 1,185 -22.40%
6381 - ELECTRIC 161,079 167,149 121,759 175,000 180,000 2.86%
TOTAL UTILITIES 161,079 167,149 121,759 175,000 180,000 2.86%
6494 - DEPRECIATION EXPENSE 48,221 53,567 41,648 49,282 85,183 72.85%
TOTAL DEPRECIATION 48,221 53,567 41,648 49,282 85,183 72.85%
TOTAL OPERATING EXPENSES 226,076 257,554 181,629 249,300 295,560 18.56%
OPERATING INCOME (LOSS)229,140 197,804 157,147 201,200 154,940 -22.99%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 1,381 2,356 3,880 1,359 3,930 189.18%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 603 230 - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,984 2,586 3,880 1,359 3,930 189.18%
4912 - CAPITAL CONTRIBUTIONS 102,952 - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (258) 8,900 11,108 - - 0.00%
TOTAL MISCELLANEOUS 102,694 8,900 11,108 - - 0.00%
TOTAL NONOPERATING REVENUES 104,678 11,486 14,988 1,359 3,930 189.18%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS - 3,835 - 200,000 170,000 -15.00%
TOTAL CAPITAL OUTLAY - 3,835 - 200,000 170,000 -15.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 19,350 20,272 15,204 20,272 22,752 12.23%
6482 - MISC TRANSFER OUT 102,952 - - - - 0.00%
TOTAL TRANSFERS 122,302 20,272 15,204 20,272 22,752 12.23%
TOTAL NONOPERATING EXPENSES 122,302 24,107 15,204 220,272 192,752 -12.49%
NET CHANGE IN FUND BALANCE 211,516$ 185,183$ 156,931$ (17,713)$ (33,882)$ 91.28%
STREET LIGHT UTILITY
FUND - 65200
PUBLIC UTILITY FUND
213
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49311 - RECYCLING
OPERATING REVENUES
4707 - PENALTIES 10,831$ 11,145$ 8,802$ 8,000$ 8,000$ 0.00%
4751 - RECYCLING SERVICE FEES 296,446 304,289 271,879 308,495 352,354 14.22%
TOTAL SALES AND USER FEES 307,277 315,434 280,681 316,495 360,354 13.86%
TOTAL OPERATING REVENUES 307,277 315,434 280,681 316,495 360,354 13.86%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 165 25 111 150 150 0.00%
TOTAL SUPPLIES 165 25 111 150 150 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES - - 28 - - 0.00%
6307 - PROFESSIONAL SERVICES 56 39 - 100 100 0.00%
6322 - POSTAGE 880 880 640 1,400 1,400 0.00%
6423 - LOGIS CHARGES 4,187 5,164 2,763 4,431 4,632 4.54%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 79 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 262,636 262,541 196,929 278,100 367,377 32.10%
TOTAL SERVICES & OTHER CHARGES 267,759 268,624 200,439 284,031 373,509 31.50%
6361 - GENERAL LIABILITY INSURANCE 1,465 1,156 785 1,095 740 -32.42%
TOTAL INSURANCE 1,465 1,156 785 1,095 740 -32.42%
TOTAL OPERATING EXPENSES 269,389 269,805 201,335 285,276 374,399 31.24%
OPERATING INCOME (LOSS)37,888 45,629 79,346 31,219 (14,045) -144.99%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 77 280 579 70 951 1258.57%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 29 25 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS (616) - - - - 0.00%
TOTAL INVESTMENT EARNINGS (510) 305 579 70 951 1258.57%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 21,850 22,478 16,859 22,478 9,769 -56.54%
TOTAL TRANSFERS 21,850 22,478 16,859 22,478 9,769 -56.54%
NET CHANGE IN FUND BALANCE 15,528$ 23,456$ 63,066$ 8,811$ (22,863)$ -359.48%
RECYCLING UTILITY
FUND - 65300
PUBLIC UTILITY FUND
214
City of Brooklyn Center
2017 Budget
Enterprise Funds
City of Brooklyn Center
2017 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
215
2017 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
Continue GUEST model training with employees
Continue towards 100% of staff trained on Product Information Trainings (PIT’s)
Upkeep of stores
Update camera system and add one camera to store #1 and two to store #2
Respond to Customer Needs
In 2017, we will add a Beer Cave at store #2 to meet customer changes in craft beer interest
and create operational efficiency with beer inventory
216
Staffing Levels
Positions FTEs 2016 2017 2018
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
3
1
1
1.2
3
5.5
15.7
1
3
1
1
1.2
3
5.5
15.7
1
3
1
1
1.2
3
5.5
15.7
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 needs of the City.
a. Reserve a specified transfer in the budget process
217
Annual Operating Goal Performance Measures:
*YTD data
Performance Objectives
Description of
Performance
Measure
Performance Levels
Previous Value (2015) *Actual Value (2016) Target Value
Inventory Variance
Levels
$13,717
(Goal $12,000) $8,471 $12,000
Increase # of
memberships in
Tasting clubs
49 club – 9 single
(Goal 55-12) 61 club – 9 single 70 club – 12 single
Compliance checks
passed
100% (4/4)
(Goal 100%) 75% (3/4) 100%
Increase social media
presence - Facebook
97 Likes
(Goal 125) 139 Likes 180 Likes
Increase social media
presence – Twitter
250 Followers
(Goal 300) 350 Followers 450 Followers
Increase staff
longevity – # of staff
who did not reach 90
days of employment
6
(Goal <6) 6 <6
218
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
60900 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES 2,244,744$ 2,298,636$ 1,758,716$ 2,187,850$ 2,253,484$ 3.00%
4762 - WINE SALES 759,327 747,797 539,667 748,475 755,958 1.00%
4763 - BEER SALES 2,728,090 2,884,810 2,016,612 2,896,025 2,950,144 1.87%
4764 - SALES-NON TAXABLE 44,616 48,759 43,972 54,611 55,702 2.00%
4765 - SALES-TAXABLE 75,689 76,667 54,883 60,539 62,749 3.65%
TOTAL SALES AND USER FEES 5,852,466 6,056,669 4,413,850 5,947,500 6,078,037 2.19%
5581 - COST OF SALES-LIQUOR 1,555,671 1,632,920 1,264,437 1,509,615 1,554,903 3.00%
5582 - COST OF SALES-WINE 506,351 502,131 393,985 497,735 502,711 1.00%
5583 - COST OF SALES-BEER 2,096,139 2,179,533 1,540,510 2,243,638 2,285,310 1.86%
5584 - OTHER COSTS OF SALE-NONTAXABLE 24,440 27,759 25,405 34,950 35,649 2.00%
5585 - OTHER COSTS OF SALE-TAXABLE 49,028 48,977 37,993 38,744 39,531 2.03%
5587 - INVENTORY VARIANCES 36,788 14,893 10,879 21,000 21,000 0.00%
5589 - DELIVERY CHARGES 24,966 25,290 19,597 26,000 27,000 3.85%
TOTAL COST OF GOODS SOLD 4,293,383 4,431,503 3,292,806 4,371,682 4,466,104 2.16%
TOTAL OPERATING REVENUES 1,559,083 1,625,166 1,121,044 1,575,818 1,611,933 2.29%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 299,484 299,454 241,448 345,733 360,390 4.24%
6102 - OVERTIME-FT EMPLOYEES 655 1,345 343 2,636 2,700 2.43%
6103 - WAGES-PART TIME EMPLOYEES 206,718 211,021 149,278 200,384 207,500 3.55%
6104 - OVERTIME-PART TIME EMPLOYEES 3,523 3,501 2,806 3,000 3,500 16.67%
6111 - SEVERANCE PAY 3,467 3,177 - - - 0.00%
6122 - PERA COORDINATED PLAN 36,032 38,567 29,505 44,300 43,081 -2.75%
6125 - FICA - SOCIAL SECURITY 32,709 33,142 25,647 35,441 35,613 0.49%
6126 - FICA - MEDICARE 7,650 7,751 5,998 8,288 8,330 0.51%
6131 - CAFETERIA PLAN CONTRIBUTIONS 36,869 38,007 49,351 80,820 80,928 0.13%
6141 - UNEMPLOYMENT COMPENSATION 2,513 1,565 335 - - 0.00%
6151 - WORKER'S COMP INSURANCE 13,021 16,021 17,856 15,320 15,392 0.47%
TOTAL PERSONAL SERVICES 642,641 653,551 522,567 735,922 757,434 2.92%
6201 - OFFICE SUPPLIES 1,197 1,149 1,744 1,300 1,300 0.00%
6203 - BOOKS/REFERENCE MATERIALS 124 - - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 2,558 2,652 1,148 3,330 3,400 2.10%
6219 - GENERAL OPERATING SUPPLIES 15,743 17,813 13,878 19,500 19,500 0.00%
6223 - BUILDINGS & FACILITIES - - - 3,500 2,500 -28.57%
6239 - OTHER REPAIR & MAINT SUPPLIES - - 316 - - 0.00%
6242 - MINOR EQUIPMENT 11,974 5,413 23,434 12,300 8,000 -34.96%
6243 - MINOR COMPUTER EQUIPMENT 48,122 25,220 2,957 - 7,000 100.00%
TOTAL SUPPLIES 79,718 52,247 43,477 39,930 41,700 4.43%
6301 - ACCTG, AUDIT & FIN'L SERVICES 4,100 3,368 3,912 4,000 4,000 0.00%
6303 - LEGAL SERVICES - 1,411 - - - 0.00%
6307 - PROFESSIONAL SERVICES 13,785 14,352 11,366 16,000 21,600 35.00%
6321 - TELEPHONE/PAGERS 4,011 3,564 2,299 3,700 3,729 0.78%
6329 - OTHER COMMUNICATION SERVICES 227 - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 666 895 444 1,300 1,300 0.00%
6341 - PERSONNEL ADVERTISING 356 110 - 1,000 1,000 0.00%
6349 - OTHER ADVERTISING 11,461 14,032 6,227 19,000 19,000 0.00%
6351 - PRINTING 405 1,533 689 700 700 0.00%
6402 - EQUIPMENT SERVICES 1,084 4,493 7,205 7,500 7,000 -6.67%
6403 - BLDGS/FACILITIES MAINT SERVICE 2,795 760 1,178 4,500 4,000 -11.11%
6406 - MULTI-FUNCTION MTNCE 474 749 251 725 725 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,331 - - 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE 369 - - - - 0.00%
6422 - SOFTWARE MAINT 4,122 11,741 9,969 9,100 12,700 39.56%
6423 - LOGIS CHARGES 20,804 21,096 20,077 25,799 26,572 3.00%
6428 - PROTECTION SERVICES 1,775 1,912 915 1,800 1,800 0.00%
6431 - SPECIAL EVENTS 10,325 10,500 5,758 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 2,154 2,400 1,860 3,600 3,600 0.00%
6433 - MEETING EXPENSES 105 145 - 50 50 0.00%
6434 - DUES & SUBSCRIPTIONS 3,310 4,363 3,790 7,000 7,000 0.00%
MUNICIPAL OFF-SALE LIQUOR
FUND - 60900
ENTERPRISE FUND
219
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6435 - CREDIT CARD FEES 80,803 81,907 54,808 83,000 84,000 1.20%
6438 - CASH SHORT (OVER)2,532 1,807 1,223 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 140 60 - 720 720 0.00%
6449 - OTHER CONTRACTUAL SERVICE 7,479 7,788 7,984 5,600 8,000 42.86%
TOTAL SERVICES & OTHER CHARGES 174,613 188,986 139,955 206,594 218,996 6.00%
6361 - GENERAL LIABILITY INSURANCE 5,595 5,494 3,522 5,762 4,806 -16.59%
6362 - PROPERTY INSURANCE 2,505 2,604 2,033 2,751 2,862 4.03%
6364 - DRAM SHOP INSURANCE 7,900 6,983 5,556 7,303 7,750 6.12%
6366 - MACHINERY BREAKDOWN INSURANCE 676 660 471 684 653 -4.53%
TOTAL INSURANCE 16,676 15,741 11,582 16,500 16,071 -2.60%
6381 - ELECTRIC 39,172 42,025 31,429 47,000 47,000 0.00%
6382 - GAS 6,676 4,359 2,753 8,000 5,500 -31.25%
6383 - WATER - - - 7,200 1,000 -86.11%
TOTAL UTILITIES 45,848 46,384 34,182 62,200 53,500 -13.99%
6412 - BLDGS/FACILITIES 303,108 311,553 250,929 290,640 290,640 0.00%
TOTAL RENT 303,108 311,553 250,929 290,640 290,640 0.00%
6461 - FUEL CHARGES 238 227 71 221 244 10.41%
6462 - FIXED CHARGES 961 1,007 707 942 954 1.27%
6463 - REPAIR & MAINT CHARGES 1,086 343 739 433 728 68.13%
6465 - REPLACEMENT CHARGES 2,050 1,750 1,575 2,100 2,300 9.52%
TOTAL CENTRAL GARAGE CHARGES 4,335 3,327 3,092 3,696 4,226 14.34%
6540 - EQUIPMENT & MACHINERY - - - 102,000 85,000 -16.67%
TOTAL CAPITAL OUTLAY - - - 102,000 85,000 -16.67%
6494 - DEPRECIATION EXPENSE 24,328 16,967 15,250 17,632 20,872 18.38%
TOTAL DEPRECIATION 24,328 16,967 15,250 17,632 20,872 18.38%
TOTAL OPERATING EXPENSES 1,291,267 1,288,756 1,021,034 1,475,114 1,488,439 0.90%
OPERATING INCOME 267,816 336,410 100,010 100,704 123,494 22.63%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 9,780 13,933 13,676 11,646 13,148 12.90%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 3,426 1,073 - - - 0.00%
TOTAL INVESTMENT EARNINGS 13,206 15,006 13,676 11,646 13,148 12.90%
4606 - OTHER REVENUE 2,006 2,000 1,500 - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL (37,560) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 3,650 20 5,216 500 500 0.00%
4922 - PROJECT ADMINISTRATION 2,945 2,992 2,119 2,000 2,000 0.00%
TOTAL MISCELLANEOUS (28,959) 5,012 8,835 2,500 2,500 0.00%
TOTAL NONOPERATING REVENUES (15,753) 20,018 22,511 14,146 15,648 10.62%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 62,855 78,295 58,721 78,295 78,219 -0.10%
6476 - CAPITAL PROJECT FUND TRANSFER - - - 100,000 100,000 0.00%
6482 - MISC TRANSFER OUT 362,190 216,455 138,935 - - 0.00%
TOTAL TRANSFERS 425,045 294,750 197,656 178,295 178,219 -0.04%
NET CHANGE IN FUND BALANCE (172,982)$ 61,678$ (75,135)$ (63,445)$ (39,077)$ -38.41%
220
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49611 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES 1,732,090$ 1,765,391$ 1,356,795$ 1,597,130$ 1,645,043$ 3.00%
4762 - WINE SALES 557,081 557,157 401,587 546,386 551,849 1.00%
4763 - BEER SALES 1,889,040 1,966,097 1,503,062 1,975,398 2,014,905 2.00%
4764 - SALES-NON TAXABLE 30,121 32,557 30,092 40,842 41,658 2.00%
4765 - SALES-TAXABLE 52,742 52,852 38,372 43,217 44,081 2.00%
TOTAL SALES AND USER FEES 4,261,074 4,374,054 3,329,908 4,202,973 4,297,536 2.25%
5581 - COST OF SALES-LIQUOR 1,187,675 1,249,533 968,635 1,102,019 1,135,079 3.00%
5582 - COST OF SALES-WINE 369,484 365,634 288,378 363,346 366,979 1.00%
5583 - COST OF SALES-BEER 1,461,300 1,462,259 1,146,921 1,521,056 1,551,476 2.00%
5584 - OTHER COSTS OF SALE-NONTAXABLE 16,583 18,761 16,986 26,138 26,661 2.00%
5585 - OTHER COSTS OF SALE-TAXABLE 34,091 33,612 25,976 27,658 28,211 2.00%
5587 - INVENTORY VARIANCES 30,543 14,739 10,322 15,000 15,000 0.00%
5589 - DELIVERY CHARGES 19,101 19,277 14,299 20,000 21,000 5.00%
TOTAL COST OF GOODS SOLD 3,118,777 3,163,815 2,471,517 3,075,217 3,144,406 2.25%
TOTAL OPERATING REVENUES 1,142,297 1,210,239 858,391 1,127,756 1,153,130 2.25%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 194,699 196,593 165,805 251,275 264,032 5.08%
6102 - OVERTIME-FT EMPLOYEES 628 1,133 165 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 148,062 149,035 100,195 132,884 140,000 5.36%
6104 - OVERTIME-PART TIME EMPLOYEES 2,472 2,273 1,792 2,500 2,500 0.00%
6111 - SEVERANCE PAY 1,444 1,158 - - - 0.00%
6122 - PERA COORDINATED PLAN 24,385 26,099 20,078 31,005 30,566 -1.42%
6125 - FICA - SOCIAL SECURITY 22,050 22,402 17,465 24,804 25,267 1.87%
6126 - FICA - MEDICARE 5,158 5,240 4,085 5,800 5,911 1.91%
6131 - CAFETERIA PLAN CONTRIBUTIONS 31,991 32,982 39,235 53,880 53,952 0.13%
6141 - UNEMPLOYMENT COMPENSATION 2,513 1,565 335 - - 0.00%
6151 - WORKER'S COMP INSURANCE 8,825 10,848 12,149 10,722 10,921 1.86%
TOTAL PERSONAL SERVICES 442,227 449,328 361,304 513,870 534,149 3.95%
6201 - OFFICE SUPPLIES 855 745 1,219 1,000 1,000 0.00%
6203 - BOOKS/REFERENCE MATERIALS 124 - - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,255 1,314 804 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 8,621 9,886 6,340 11,000 11,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 3,000 2,000 -33.33%
6239 - OTHER REPAIR & MAINTENANCE SUPPLI - - - - - 0.00%
6242 - MINOR EQUIPMENT 3,832 3,342 21,619 6,000 3,000 -50.00%
6243 - MINOR COMPUTER EQUIPMENT 24,355 7,333 2,354 - 5,600 100.00%
TOTAL SUPPLIES 39,042 22,620 32,336 22,500 24,100 7.11%
6301 - ACCTG, AUDIT & FIN'L SERVICES 4,100 3,368 3,912 4,000 4,000 0.00%
6303 - LEGAL SERVICES - 1,411 - - - 0.00%
6307 - PROFESSIONAL SERVICES 6,569 11,907 9,527 14,400 17,000 18.06%
6321 - TELEPHONE/PAGERS 2,496 2,048 1,310 2,140 2,177 1.73%
6331 - TRAVEL EXPENSE/MILEAGE 666 895 444 1,000 1,000 0.00%
6341 - PERSONNEL ADVERTISING 356 110 - 800 800 0.00%
6349 - OTHER ADVERTISING 9,541 9,954 4,591 13,000 13,000 0.00%
6351 - PRINTING 283 1,073 483 500 500 0.00%
6402 - EQUIPMENT SERVICES 918 2,314 7,205 5,000 5,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,474 100 605 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 345 595 185 550 550 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,331 - - 1,000 1,000 0.00%
6422 - SOFTWARE MAINT 3,194 8,022 6,831 6,300 8,500 34.92%
6423 - LOGIS CHARGES 13,422 14,810 14,055 18,059 18,600 3.00%
6428 - PROTECTION SERVICES 560 654 915 500 500 0.00%
6431 - SPECIAL EVENTS 10,325 10,500 5,758 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 1,924 1,399 1,829 3,000 3,000 0.00%
6433 - MEETING EXPENSES - 111 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 2,246 3,005 2,680 5,000 5,000 0.00%
6435 - CREDIT CARD FEES 60,705 60,078 40,016 61,000 62,000 1.64%
6438 - CASH SHORT (OVER)1,371 625 501 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 40 20 - 200 200 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,371 3,326 2,948 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 125,237 136,325 103,795 151,949 158,327 4.20%
MUNICIPAL OFF-SALE LIQUOR - STORE #1
FUND - 60900
ENTERPRISE FUND
221
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6361 - GENERAL LIABILITY INSURANCE 2,798 2,747 1,761 2,881 2,403 -16.59%
6362 - PROPERTY INSURANCE 1,581 1,642 1,282 1,734 1,908 10.03%
6364 - DRAM SHOP INSURANCE 6,159 5,363 4,016 5,609 5,952 6.12%
6366 - MACHINERY BREAKDOWN INSURANCE 427 416 297 431 435 0.93%
TOTAL INSURANCE 10,965 10,168 7,356 10,655 10,698 0.40%
6381 - ELECTRIC 21,895 22,120 16,849 26,000 26,000 0.00%
6382 - GAS 3,200 2,365 1,532 3,500 3,500 0.00%
TOTAL UTILITIES 25,095 24,485 18,381 29,500 29,500 0.00%
6412 - BLDGS/FACILITIES 208,748 217,193 180,909 195,780 195,780 0.00%
TOTAL RENT 208,748 217,193 180,909 195,780 195,780 0.00%
6461 - FUEL CHARGES 119 113 36 221 122 -44.80%
6462 - FIXED CHARGES 481 504 353 471 477 1.27%
6463 - REPAIR & MAINT CHARGES 543 171 370 433 364 -15.94%
6465 - REPLACEMENT CHARGES 1,025 875 788 1,050 1,150 9.52%
TOTAL CENTRAL GARAGE CHARGES 2,168 1,663 1,547 2,175 2,113 -2.85%
6540 - EQUIPMENT & MACHINERY - - - 17,000 - -100.00%
TOTAL CAPITAL OUTLAY - - - 17,000 - -100.00%
6494 - DEPRECIATION EXPENSE 20,834 16,967 15,250 17,632 20,872 18.38%
TOTAL DEPRECIATION 20,834 16,967 15,250 17,632 20,872 18.38%
TOTAL OPERATING EXPENSES 874,316 878,749 720,878 961,061 975,539 1.51%
OPERATING INCOME 267,981 331,490 137,513 166,695 177,591 6.54%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 4,890 6,967 6,838 5,823 6,574 12.90%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,713 536 - - - 0.00%
TOTAL INVESTMENT EARNINGS 6,603 7,503 6,838 5,823 6,574 12.90%
4606 - OTHER REVENUE 2,006 2,000 1,500 - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL (37,560) - - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 3,620 20 4,485 500 500 0.00%
4922 - PROJECT ADMINISTRATION 2,945 2,992 2,119 2,000 2,000 0.00%
TOTAL MISCELLANEOUS (28,989) 5,012 8,104 2,500 2,500 0.00%
TOTAL NONOPERATING REVENUES (22,386) 12,515 14,942 8,323 9,074 9.02%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 41,790 52,197 39,148 52,197 52,146 -0.10%
6476 - CAPITAL PROJECT FUND TRANSFER - - - 100,000 100,000 0.00%
6482 - MISC TRANSFER OUT 362,190 216,455 138,935 - - 0.00%
TOTAL TRANSFERS 403,980 268,652 178,083 152,197 152,146 -0.03%
NET CHANGE IN FUND BALANCE (158,385)$ 75,353$ (25,628)$ 22,821$ 34,519$ 51.26%
222
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49612 - 69TH AVENUE LIQUOR STORE
OPERATING REVENUES
4761 - LIQUOR SALES 512,653$ 533,245$ 401,921$ 590,720$ 608,441$ 3.00%
4762 - WINE SALES 202,246 190,640 138,080 202,089 204,109 1.00%
4763 - BEER SALES 657,624 697,602 513,550 730,627 745,239 2.00%
4764 - SALES-NON TAXABLE 14,494 16,201 13,881 13,769 14,044 2.00%
4765 - SALES-TAXABLE 22,312 22,748 16,511 17,322 17,668 2.00%
TOTAL SALES AND USER FEES 1,409,329 1,460,436 1,083,943 1,554,527 1,589,501 2.25%
5581 - COST OF SALES-LIQUOR 367,996 383,386 295,802 407,596 419,824 3.00%
5582 - COST OF SALES-WINE 136,868 136,497 105,608 134,389 135,732 1.00%
5583 - COST OF SALES-BEER 490,448 541,800 393,589 562,582 573,834 2.00%
5584 - OTHER COSTS OF SALE-NONTAXABLE 7,857 8,998 8,419 8,812 8,988 2.00%
5585 - OTHER COSTS OF SALE-TAXABLE 14,629 14,856 12,016 11,086 11,320 2.11%
5587 - INVENTORY VARIANCES 6,870 154 557 6,000 6,000 0.00%
5589 - DELIVERY CHARGES 5,864 5,805 5,022 6,000 6,000 0.00%
TOTAL COST OF GOODS SOLD 1,030,532 1,091,496 821,013 1,136,465 1,161,698 2.22%
TOTAL OPERATING REVENUES 378,797 368,940 262,930 418,062 427,803 2.33%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 104,785 102,861 75,642 94,458 96,358 2.01%
6102 - OVERTIME-FT EMPLOYEES 27 213 178 500 200 -60.00%
6103 - WAGES-PART TIME EMPLOYEES 57,881 60,756 49,084 66,350 66,350 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 1,051 1,228 1,014 500 1,000 100.00%
6111 - SEVERANCE PAY 2,023 2,019 - - - 0.00%
6122 - PERA COORDINATED PLAN 11,591 12,376 9,426 13,295 12,316 -7.36%
6125 - FICA - SOCIAL SECURITY 10,611 10,664 8,183 10,637 10,182 -4.28%
6126 - FICA - MEDICARE 2,481 2,493 1,914 2,488 2,381 -4.30%
6131 - CAFETERIA PLAN CONTRIBUTIONS 4,878 5,025 10,116 26,940 26,976 0.13%
6151 - WORKER'S COMP INSURANCE 4,176 5,136 5,706 4,598 4,400 -4.31%
TOTAL PERSONAL SERVICES 199,504 202,771 161,263 219,766 220,163 0.18%
6201 - OFFICE SUPPLIES 342 404 525 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 474 563 345 1,000 1,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,628 3,365 3,393 4,000 4,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 500 500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - - 316 - - 0.00%
6242 - MINOR EQUIPMENT 8,142 2,071 1,815 6,300 5,000 -20.63%
6243 - MINOR COMPUTER EQUIPMENT 23,768 17,887 603 - 1,400 100.00%
TOTAL SUPPLIES 35,354 24,290 6,997 12,100 12,200 0.83%
6307 - PROFESSIONAL SERVICES 7,216 2,444 1,839 1,600 4,600 187.50%
6321 - TELEPHONE/PAGERS 1,515 1,516 988 1,560 1,552 -0.51%
6329 - OTHER COMMUNICATION SERVICES 227 - - - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 300 300 0.00%
6341 - PERSONNEL ADVERTISING - - - 200 200 0.00%
6349 - OTHER ADVERTISING 1,919 4,078 1,637 6,000 6,000 0.00%
6351 - PRINTING 121 460 207 200 200 0.00%
6402 - EQUIPMENT SERVICES 166 2,179 - 2,500 2,000 -20.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,321 660 573 1,500 1,000 -33.33%
6406 - MULTI-FUNCTION MTNCE 128 154 66 175 175 0.00%
6421 - SOFTWARE LICENSE 369 - - - - 0.00%
6422 - SOFTWARE MAINT 929 3,720 3,138 2,800 4,200 50.00%
6423 - LOGIS CHARGES 7,382 6,286 6,022 7,740 7,972 3.00%
6428 - PROTECTION SERVICES 502 689 - 500 500 0.00%
6432 - CONFERENCES AND SCHOOLS 230 1,001 32 600 600 0.00%
6433 - MEETING EXPENSES 60 34 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 1,064 1,357 1,110 2,000 2,000 0.00%
6435 - CREDIT CARD FEES 20,098 21,829 14,792 22,000 22,000 0.00%
6438 - CASH SHORT (OVER)1,161 1,182 723 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 80 20 - 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 4,108 4,462 5,036 2,600 5,000 92.31%
TOTAL SERVICES & OTHER CHARGES 48,596 52,071 36,163 53,775 59,799 11.20%
6361 - GENERAL LIABILITY INSURANCE 2,798 2,747 1,761 2,881 2,403 -16.59%
6362 - PROPERTY INSURANCE 924 962 752 1,017 954 -6.19%
6364 - DRAM SHOP INSURANCE 1,741 1,620 1,539 1,694 1,798 6.14%
6366 - MACHINERY BREAKDOWN INSURANCE 249 244 174 253 218 -13.83%
TOTAL INSURANCE 5,712 5,573 4,226 5,845 5,373 -8.08%
MUNICIPAL OFF-SALE LIQUOR - STORE #2
FUND - 60900
ENTERPRISE FUND
223
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6381 - ELECTRIC 17,277 19,905 14,580 21,000 21,000 0.00%
6382 - GAS 3,476 1,994 1,221 4,500 2,000 -55.56%
6383 - WATER - - - 7,200 1,000 -86.11%
TOTAL UTILITIES 20,753 21,899 15,801 32,700 24,000 -26.61%
6412 - BLDGS/FACILITIES 93,360 93,360 70,020 93,860 93,860 0.00%
TOTAL RENT 93,360 93,360 70,020 93,860 93,860 0.00%
6461 - FUEL CHARGES 119 113 36 - 122 100.00%
6462 - FIXED CHARGES 481 504 353 471 477 1.27%
6463 - REPAIR & MAINT CHARGES 543 171 370 - 364 100.00%
6465 - REPLACEMENT CHARGES 1,025 875 788 1,050 1,150 9.52%
TOTAL CENTRAL GARAGE CHARGES 2,168 1,663 1,547 1,521 2,113 38.92%
6540 - EQUIPMENT & MACHINERY - - - 85,000 85,000 0.00%
TOTAL CAPITAL OUTLAY - - - 85,000 85,000 0.00%
6494 - DEPRECIATION EXPENSE 3,494 - - - - 0.00%
TOTAL DEPRECIATION 3,494 - - - - 0.00%
TOTAL OPERATING EXPENSES 408,941 401,627 296,017 504,567 502,508 -0.41%
OPERATING INCOME (30,144) (32,687) (33,087) (86,505) (74,705) -13.64%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 4,890 6,967 6,838 5,823 6,574 12.90%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,713 536 - - - 0.00%
TOTAL INVESTMENT EARNINGS 6,603 7,503 6,838 5,823 6,574 12.90%
4921 - REFUNDS & REIMBURSEMENTS 30 - 731 - - 0.00%
TOTAL MISCELLANEOUS 30 - 731 - - 0.00%
TOTAL NONOPERATING REVENUES 6,633 7,503 7,569 5,823 6,574 12.90%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 21,065 26,098 19,573 26,098 26,073 -0.10%
TOTAL TRANSFERS 21,065 26,098 19,573 26,098 26,073 -0.10%
NET CHANGE IN FUND BALANCE (44,576)$ (51,282)$ (45,091)$ (106,780)$ (94,204)$ -11.78%
224
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49613 - BC LIQUOR - DARKNESS DAY
OPERATING REVENUES
4761 - LIQUOR SALES -$ -$ -$ -$ -$ 0.00%
4763 - BEER SALES 181,426 221,111 - 190,000 190,000 0.00%
4765 - SALES-TAXABLE 636 1,067 - - 1,000 100.00%
TOTAL SALES AND USER FEES 182,062 222,178 - 190,000 191,000 0.53%
5581 - COST OF SALES-LIQUOR - - - - - 0.00%
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 - 208 276 - - 0.00%
TOTAL COST OF GOODS SOLD 144,074 176,190 276 160,000 160,000 0.00%
TOTAL OPERATING REVENUES 37,988 45,988 (276) 30,000 31,000 3.33%
OPERATING EXPENSES
6102 - OVERTIME-FT EMPLOYEES - - - 1,136 1,500 32.04%
6103 - WAGES-PART TIME EMPLOYEES 776 1,230 - 1,150 1,150 0.00%
6122 - PERA COORDINATED PLAN 56 92 - - 199 100.00%
6125 - FICA 48 76 - - 164 100.00%
6126 - MEDICARE CONTRIBUTIONS 11 18 - - 38 100.00%
6151 - WORKER'S COMP INSURANCE 20 38 - - 71 100.00%
TOTAL PERSONAL SERVICES 911 1,454 - 2,286 3,122 36.57%
6214 - CLOTHING & PERSONAL EQUIPMENT 829 775 - 830 900 8.43%
6219 - GENERAL OPERATING SUPPLIES 4,494 4,562 4,145 4,500 4,500 0.00%
TOTAL SUPPLIES 5,323 5,337 4,145 5,330 5,400 1.31%
6412 - BLDGS/FACILITIES 1,000 1,000 - 1,000 1,000 0.00%
6428 - PROTECTION SERVICES 712 569 - 800 800 0.00%
6433 - MEETING EXPENSES 45 - - 50 50 0.00%
6441 - LICENSES, TAXES & FEES 20 20 - 20 20 0.00%
TOTAL SERVICES & OTHER CHARGES 1,777 1,589 - 1,870 1,870 0.00%
TOTAL OPERATING EXPENSES 8,011 8,380 4,145 9,486 10,392 9.55%
NET CHANGE IN FUND BALANCE 29,977$ 37,608$ (4,421)$ 20,514$ 20,608$ 0.46%
MUNICIPAL OFF-SALE LIQUOR - DARKNESS DAY
FUND - 60900
ENTERPRISE FUND
225
2017 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 2016 2017 2018
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.
226
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
2015*
Actual Value
2016*
Target Value
2017
Number of Rounds Per Playable Days 92 87.88 92
Revenues Per Playable Day $1,630.47 $1,673.88 $1,700
Operating Expenditures Per Round $18.51 $18.82 $18.50
Operating Revenues Per Round $17.60 $19.05 $19.50
Maintenance Cost Per Acre $2,924.78 $2,899.43 $2,850.00
Golf Course Utilization- Actual Rounds
Compared to Available Tee Times
33.88% 32.30% 34%
*Data through September 30th
Capital Outlay and Other Initiatives with Significant Budget Impact
$7,000 Carpet Replacement
227
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
61300 - CENTERBROOK GOLF COURSE
OPERATING REVENUES
4771 - GOLF LESSONS 56$ 355$ 667$ 3,000$ 3,000$ 0.00%
4773 - GREEN FEES 99,241 114,856 101,679 118,000 120,000 1.69%
4778 - PASSBOOK 11,209 10,541 5,315 14,500 12,500 -13.79%
4782 - RENTALS 15,906 19,231 22,601 18,000 22,000 22.22%
4785 - LEAGUE 11,159 10,180 11,944 26,500 18,000 -32.08%
4786 - BEER & WINE COOLER REVENUES 18,406 24,312 28,296 26,500 29,000 9.43%
4787 - FOOD & BEVERAGE REVENUES 12,300 12,711 8,433 15,000 15,000 0.00%
4788 - TAXABLE MERCHANDISE 1,317 1,921 9,099 2,000 3,000 50.00%
4789 - NON TAXABLE MERCHANDISE 5,552 5,177 6,717 7,000 7,000 0.00%
4790 - MISCELLANEOUS 2,219 5,328 5,678 3,000 6,000 100.00%
4791 - BOTTLED WATER SALES 5,947 3,613 1,274 6,000 6,000 0.00%
TOTAL SALES AND USER FEES 183,312 208,225 201,703 239,500 241,500 0.84%
TOTAL OPERATING REVENUES 183,312 208,225 201,703 239,500 241,500 0.84%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 60,683 61,899 48,423 66,588 71,357 7.16%
6103 - WAGES-PART TIME EMPLOYEES 39,911 45,011 35,492 38,000 41,000 7.89%
6104 - OVERTIME-PART TIME EMPLOYEES 687 643 725 750 750 0.00%
6111 - SEVERANCE PAY 629 876 - - - 0.00%
6122 - PERA COORDINATED PLAN 4,728 5,124 3,690 5,161 5,352 3.70%
6125 - FICA - SOCIAL SECURITY 6,533 6,917 5,419 6,546 7,261 10.92%
6126 - FICA - MEDICARE 1,528 1,618 1,267 1,532 1,698 10.84%
6131 - CAFETERIA PLAN CONTRIBUTIONS 11,424 12,708 10,116 13,470 13,488 0.13%
6141 - UNEMPLOYMENT COMPENSATION 75 - - - - 0.00%
6151 - WORKER'S COMP INSURANCE 2,255 2,883 1,738 2,471 2,741 10.93%
TOTAL PERSONAL SERVICES 128,453 137,679 106,870 134,518 143,647 6.79%
6201 - OFFICE SUPPLIES 83 342 273 - 250 100.00%
6211 - CLEANING SUPPLIES - 25 145 - - 0.00%
6212 - MOTOR FUELS 3,344 2,764 1,887 3,100 2,900 -6.45%
6213 - LUBRICANTS & ADDITIVES - 61 172 - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - 40 100 - - 0.00%
6215 - SHOP MATERIALS 2 55 30 - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 7,624 8,504 5,757 8,000 8,000 0.00%
6217 - SAFETY SUPPLIES 70 - 53 100 100 0.00%
6219 - GENERAL OPERATING SUPPLIES 2,113 3,370 2,890 2,100 2,400 14.29%
6221 - MOTOR VEHICLES 1,260 1,171 390 1,000 600 -40.00%
6223 - BUILDINGS & FACILITIES 1,327 1,528 1,019 1,500 1,500 0.00%
6225 - PARK & LANDSCAPE MATERIALS 3,354 2,319 586 2,500 2,500 0.00%
6227 - PAINT SUPPLIES 127 - 141 250 250 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 184 230 49 300 250 -16.67%
6241 - SMALL TOOLS 755 1,282 315 1,000 750 -25.00%
6242 - MINOR EQUIPMENT 5,538 2,360 7,040 1,500 1,500 0.00%
6243 - MINOR COMPUTER EQUIPMENT 199 - 609 - - 0.00%
TOTAL SUPPLIES 25,980 24,051 21,456 21,350 21,000 -1.64%
6307 - PROFESSIONAL SERVICES 118 118 121 250 250 0.00%
6321 - TELEPHONE/PAGERS 1,515 1,741 1,105 1,815 1,827 0.66%
6329 - OTHER COMMUNICATION SERVICES 1,526 1,365 1,181 - 1,600 100.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 100 50 -50.00%
6349 - OTHER ADVERTISING 1,285 4,094 2,805 3,600 3,600 0.00%
6351 - PRINTING 224 326 682 500 500 0.00%
6402 - EQUIPMENT SERVICES 1,836 1,605 3,567 2,000 2,500 25.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 753 - 1,275 500 750 50.00%
6415 - OTHER EQUIPMENT 5,489 26 12,303 5,500 5,500 0.00%
6421 - SOFTWARE LICENSE 35 - - - - 0.00%
6422 - SOFTWARE MAINT 340 408 406 350 600 71.43%
6423 - LOGIS CHARGES 4,386 4,359 3,233 6,114 6,268 2.52%
6432 - CONFERENCES AND SCHOOLS 235 499 314 500 500 0.00%
6433 - MEETING EXPENSES 68 224 51 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 1,470 1,580 1,390 1,250 1,300 4.00%
CENTERBROOK GOLF COURSE
FUND - 61300
ENTERPRISE FUND
228
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6435 - CREDIT CARD FEES 3,100 3,758 3,982 3,300 3,300 0.00%
6438 - CASH SHORT (OVER)876 (26) 83 - - 0.00%
6441 - LICENSES, TAXES & FEES 203 400 383 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 266 1,312 465 700 700 0.00%
6491 - MERCHANDISE FOR RESALE 24,812 31,674 29,790 22,500 23,000 2.22%
TOTAL SERVICES & OTHER CHARGES 48,537 53,463 63,136 49,579 52,845 6.59%
6361 - GENERAL LIABILITY INSURANCE 2,600 3,165 1,481 1,180 968 -17.97%
6362 - PROPERTY INSURANCE 413 - 1,429 1,914 2,020 5.54%
6364 - DRAM SHOP INSURANCE 666 970 1,419 1,014 1,076 6.11%
6366 - MACHINERY BREAKDOWN INSURANCE 57 - 164 238 231 -2.94%
TOTAL INSURANCE 3,736 4,135 4,493 4,346 4,295 -1.17%
6381 - ELECTRIC 9,188 9,805 7,530 8,500 8,600 1.18%
6382 - GAS 1,098 770 706 1,000 1,000 0.00%
6383 - WATER 5,055 2,425 5,244 7,500 6,000 -20.00%
6384 - REFUSE DISPOSAL 1,610 1,691 1,342 1,800 1,750 -2.78%
6385 - SEWER 598 628 480 650 650 0.00%
6386 - STORM SEWER 1,015 1,015 761 1,100 1,150 4.55%
TOTAL UTILITIES 18,564 16,334 16,063 20,550 19,150 -6.81%
6461 - FUEL CHARGES 144 119 73 147 119 -19.05%
6462 - FIXED CHARGES 5,198 490 1,256 1,783 1,808 1.40%
6463 - REPAIR & MAINT CHARGES 5,216 3,424 2,358 2,858 2,906 1.68%
6465 - REPLACEMENT CHARGES 8,382 249 8,888 18,400 11,850 -35.60%
TOTAL CENTRAL GARAGE CHARGES 18,940 4,282 12,575 23,188 16,683 -28.05%
6540 - EQUIPMENT & MACHINERY - - - 4,500 7,000 55.56%
TOTAL CAPITAL OUTLAY - - - 4,500 7,000 55.56%
6494 - DEPRECIATION EXPENSE 18,737 18,737 14,066 18,757 19,228 2.51%
TOTAL DEPRECIATION 18,737 18,737 14,066 18,757 19,228 2.51%
TOTAL OPERATING EXPENSES 262,947 258,681 238,659 276,788 283,848 2.55%
OPERATING INCOME (LOSS)(79,635) (50,456) (36,956) (37,288) (42,348) 13.57%
NONOPERATING REVENUES
4362 - COUNTY GRANTS/AID - 6,746 - - - 0.00%
4373 - OTHER GRANTS/AID - - - - 7,000 100.00%
4612 - DONATIONS & CONTRIBUTIONS - - - 500 500 0.00%
4921 - REFUNDS & REIMBURSEMENTS 182,186 121 22 2,250 2,250 0.00%
TOTAL MISCELLANEOUS 182,186 6,867 22 2,750 9,750 254.55%
4915 - TRANSFERS IN - 40,000 - 45,000 45,000 0.00%
TOTAL NONOPERATING REVENUES 182,186 46,867 22 47,750 54,750 14.66%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 8,282 8,946 6,710 8,946 6,872 -23.18%
NET CHANGE IN FUND BALANCE 94,269$ (12,535)$ (43,644)$ 1,516$ 5,530$ 264.78%
229
2017 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 91% 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 2017, the Earle Brown Heritage Center will celebrate 27 years of operation as one of the
regions premier conference and events facilities, and as a centerpiece of the Brooklyn Center
community. Through our 2017 marketing efforts, we will continually highlight Earle Brown
Heritage Center and the City of Brooklyn Center.
Key Infrastructure Investments
Increase Capital Fund Transfer
In 2017, we are increasing our revenue goals to 4.8 million. By doing so, our goal is to increase
our yearly transfer of funds into our Capital Improvements Fund from $250,000 to $300,000.
230
Staffing Levels
Positions FTEs 2016 2017 2018
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
3
2
9
22
1
1
1
1
1
3
3
2
9
22
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 2017 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.
231
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 4,534,739 4,802,380
Control Expenses (Percentage of Cost to Revenue) 43.47%/62.26% 41.90%/67.00%
Customer Satisfaction Rating 91% 99%
New Corporate Clients 29 29
Revenue per Event (Corporate) $10,268 $10,600
Increase Misc. Catering Sales $36,823 $47,614
*2015 data
232
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
61700 - EARLE BROWN HERITAGE CENTER
OPERATING REVENUES
4821 - ROOM RENTALS 772,768$ 744,607$ 596,488$ 780,000$ 800,000$ 2.56%
4822 - LABOR CHARGES 26,576 22,287 18,635 25,000 25,000 0.00%
4823 - EQUIPMENT RENTALS 409,147 374,926 323,603 420,000 440,000 4.76%
4825 - COMMON AREA MTNCE 10,322 12,220 16,399 13,063 13,063 0.00%
4827 - SECURITY SERVICES 24,075 21,688 13,800 28,000 28,000 0.00%
4828 - CLIENT SERVICES 66,681 62,247 38,731 66,000 70,000 6.06%
4829 - MISCELLANEOUS 3,510 3,120 2,700 4,500 4,500 0.00%
4831 - OFFICE RENTALS 99,480 100,122 77,381 103,175 103,175 0.00%
4842 - SERVICE CHARGES 512,883 517,739 396,024 543,430 559,100 2.88%
4844 - FOOD & BEVERAGE SALES 2,281,312 2,298,614 1,791,187 2,444,530 2,469,383 1.02%
4845 - LIQUOR/WINE/BEER SALES 272,279 292,867 175,484 341,985 345,720 1.09%
4848 - MISCELLANEOUS SALES 39,198 36,823 19,461 49,950 47,614 -4.68%
TOTAL SALES AND USER FEES 4,518,231 4,487,260 3,469,893 4,819,633 4,905,555 1.78%
5586 - COST OF SALES-MISC 1,255 - - - - 0.00%
5591 - COST OF SALES-LABOR 1,233,960 1,180,142 881,681 1,367,395 1,367,395 0.00%
5592 - COST OF SALES-FOOD 594,602 584,286 465,087 650,600 650,600 0.00%
5593 - COST OF SALES-SUPPLIES 141,876 133,436 96,785 156,369 157,975 1.03%
5594 - COST OF SALES-MGMT FEES 117,600 135,600 127,700 123,600 126,600 2.43%
TOTAL COST OF GOODS SOLD 2,089,293 2,033,464 1,571,253 2,297,964 2,302,570 0.20%
TOTAL OPERATING REVENUES 2,428,938 2,453,796 1,898,640 2,521,669 2,602,985 3.22%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 613,289 615,023 481,668 661,301 717,325 8.47%
6102 - OVERTIME-FT EMPLOYEES 2,737 2,132 1,151 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 164,504 151,072 107,240 181,896 181,600 -0.16%
6104 - OVERTIME-PART TIME EMPLOYEES 100 37 59 - - 0.00%
6111 - SEVERANCE PAY 6,604 6,006 4,809 - - 0.00%
6122 - PERA COORDINATED PLAN 54,268 53,523 39,346 65,426 66,775 2.06%
6125 - FICA - SOCIAL SECURITY 49,665 49,168 37,376 52,340 55,202 5.47%
6126 - FICA - MEDICARE 11,615 11,499 8,741 12,241 12,909 5.46%
6131 - CAFETERIA PLAN CONTRIBUTIONS 108,527 111,593 87,687 161,640 175,344 8.48%
6141 - UNEMPLOYMENT COMPENSATION 502 854 2,317 - - 0.00%
6151 - WORKER'S COMP INSURANCE 21,087 24,969 17,903 23,845 25,803 8.21%
TOTAL PERSONAL SERVICES 1,032,898 1,025,876 788,297 1,159,689 1,235,958 6.58%
6201 - OFFICE SUPPLIES 2,705 2,277 3,192 2,800 3,400 21.43%
6202 - COPYING SUPPLIES 1,911 1,711 1,570 2,400 2,550 6.25%
6203 - BOOKS/REFERENCE MATERIALS 27 299 - 200 200 0.00%
6211 - CLEANING SUPPLIES 1,320 77 1,345 3,300 3,300 0.00%
6212 - MOTOR FUELS 43 62 - 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 788 536 442 1,040 1,040 0.00%
6215 - SHOP MATERIALS 71 123 113 650 650 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 4,957 6,007 2,141 5,900 5,900 0.00%
6217 - SAFETY SUPPLIES 957 1,354 668 1,300 1,300 0.00%
6219 - GENERAL OPERATING SUPPLIES 28,116 27,597 18,589 32,500 32,500 0.00%
6223 - BUILDINGS & FACILITIES 22,610 22,724 19,642 28,000 28,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 5,350 4,003 2,202 5,900 5,900 0.00%
6226 - SIGNS & STRIPING MATERIALS - 257 - 450 450 0.00%
6227 - PAINT SUPPLIES 1,254 1,415 1,844 2,750 2,750 0.00%
6237 - LAUNDRY SUPPLIES - 6 - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 7,929 6,205 2,069 9,000 9,000 0.00%
6241 - SMALL TOOLS 1,096 626 511 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 59,356 45,249 51,679 84,000 98,000 16.67%
6243 - MINOR COMPUTER EQUIPMENT 33,625 2,544 2,014 2,800 46,300 1553.57%
TOTAL SUPPLIES 172,115 123,072 108,021 184,470 242,720 31.58%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,788 1,684 1,956 2,000 2,000 0.00%
6303 - LEGAL SERVICES 65 149 - 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 36,458 29,285 25,321 51,900 70,900 36.61%
6321 - TELEPHONE/PAGERS 10,617 8,735 5,765 9,960 9,922 -0.38%
EARLE BROWN HERITAGE CENTER (EBHC)
FUND - 61700
ENTERPRISE FUND
233
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6322 - POSTAGE 1,616 554 538 2,950 2,450 -16.95%
6331 - TRAVEL EXPENSE/MILEAGE 978 643 403 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 121 - - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 293 202 - 800 800 0.00%
6349 - OTHER ADVERTISING 121,206 121,489 78,250 145,925 168,625 15.56%
6351 - PRINTING 18,623 16,189 2,107 15,500 15,500 0.00%
6402 - EQUIPMENT SERVICES 61,402 45,026 44,620 66,300 66,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,834 3,918 2,979 5,650 5,650 0.00%
6406 - MULTI-FUNCTION MTNCE 2,717 3,023 1,622 3,450 3,600 4.35%
6408 - COMMUNICATION/INFO SYSTEMS - 118 - - - 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,308 1,308 981 1,900 1,900 0.00%
6413 - OFFICE EQUIPMENT 976 495 - 4,300 4,300 0.00%
6415 - OTHER EQUIPMENT 202,604 177,567 161,518 205,500 210,500 2.43%
6421 - SOFTWARE LICENSE 555 - - - - 0.00%
6422 - SOFTWARE MAINT 7,040 7,837 7,300 8,279 10,350 25.02%
6423 - LOGIS CHARGES 17,946 18,064 14,892 23,237 24,377 4.91%
6428 - PROTECTION SERVICES 15,021 14,955 9,650 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 6,915 7,968 2,857 15,100 16,100 6.62%
6433 - MEETING EXPENSES 652 550 580 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 3,280 4,106 4,104 3,770 4,570 21.22%
6435 - CREDIT CARD FEES 36,855 39,398 33,649 27,000 32,000 18.52%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (778) 1,971 - - - 0.00%
6438 - CASH SHORT (OVER)(95) (278) (104) - - 0.00%
6441 - LICENSES, TAXES & FEES 9,588 9,136 6,845 6,400 6,400 0.00%
6449 - OTHER CONTRACTUAL SERVICE 39,316 42,249 29,239 42,500 43,000 1.18%
6451 - MTG PLANNER POINTS-EBHC 49 - - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 601,950 556,341 435,072 667,821 724,644 8.51%
6361 - GENERAL LIABILITY INSURANCE 10,087 8,967 4,838 6,982 2,477 -64.52%
6362 - PROPERTY INSURANCE 27,130 26,487 19,242 27,500 26,859 -2.33%
6366 - MACHINERY BREAKDOWN INSURANCE 2,836 2,397 1,728 2,355 2,470 4.88%
TOTAL INSURANCE 40,053 37,851 25,808 36,837 31,806 -13.66%
6381 - ELECTRIC 123,604 121,306 94,191 143,500 143,500 0.00%
6382 - GAS 61,268 41,058 26,794 65,500 44,500 -32.06%
6383 - WATER 3,204 4,104 4,010 7,180 7,480 4.18%
6384 - REFUSE DISPOSAL 9,446 8,910 5,899 9,700 9,800 1.03%
6385 - SEWER 5,160 5,984 4,621 6,500 6,500 0.00%
6386 - STORM SEWER 3,205 3,108 2,330 5,000 5,000 0.00%
6389 - STREET LIGHTS 936 936 702 1,200 1,200 0.00%
TOTAL UTILITIES 206,823 185,406 138,547 238,580 217,980 -8.63%
6494 - DEPRECIATION EXPENSE 683,625 620,248 134,669 692,245 188,517 -72.77%
TOTAL DEPRECIATION 683,625 620,248 134,669 692,245 188,517 -72.77%
TOTAL OPERATING EXPENSES 2,737,464 2,548,794 1,630,414 2,979,642 2,641,625 -11.34%
OPERATING INCOME (LOSS)(308,526) (94,998) 268,226 (457,973) (38,640) -91.56%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 6,982 9,847 11,825 7,157 10,296 43.86%
4604 - CHECK PROCESSING FEES - 30 30 - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,193 731 - - - 0.00%
TOTAL INVESTMENT EARNINGS 9,175 10,608 11,855 7,157 10,296 43.86%
4606 - OTHER REVENUE 27,860 26,096 14,464 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 32,342 10,776 162 - - 0.00%
TOTAL MISCELLANEOUS 60,202 36,872 14,626 - - 0.00%
TOTAL NONOPERATING REVENUES 69,377 47,480 26,481 7,157 10,296 43.86%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 87,700 93,675 70,256 93,675 94,254 0.62%
6476 - CAPITAL PROJECT FUND TRANSFER 168,000 247,194 350,000 250,000 300,000 20.00%
6482 - MISC TRANSFER OUT - 14,857 - - - 0.00%
TOTAL TRANSFERS 255,700 355,726 420,256 343,675 394,254 14.72%
NET CHANGE IN FUND BALANCE (494,849)$ (403,244)$ (125,549)$ (794,491)$ (422,598)$ -46.81%
234
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49851 - EBHC-ADMINISTRATION
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 175,006$ 169,613$ 126,289$ 184,816$ 182,877$ -1.05%
6102 - OVERTIME-FT EMPLOYEES 17 216 175 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - - 751 - - 0.00%
6111 - SEVERANCE PAY 3,293 2,608 4,809 - - 0.00%
6122 - PERA COORDINATED PLAN 12,711 12,737 9,541 14,323 13,715 -4.24%
6125 - FICA - SOCIAL SECURITY 11,183 11,066 8,290 11,458 11,339 -1.04%
6126 - FICA - MEDICARE 2,615 2,588 1,939 2,680 2,651 -1.08%
6131 - CAFETERIA PLAN CONTRIBUTIONS 27,685 27,264 17,951 40,410 40,464 0.13%
6151 - WORKER'S COMP INSURANCE 1,114 1,306 956 1,237 1,226 -0.89%
TOTAL PERSONAL SERVICES 233,624 227,398 170,701 254,924 252,272 -1.04%
6219 - GENERAL OPERATING SUPPLIES - 17 - - - 0.00%
6242 - MINOR EQUIPMENT 770 2,720 - 2,000 5,000 150.00%
6243 - MINOR COMPUTER EQUIPMENT 1,648 - 1,071 1,150 4,100 256.52%
TOTAL SUPPLIES 2,418 2,737 1,071 3,150 9,100 188.89%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,788 1,684 1,956 2,000 2,000 0.00%
6303 - LEGAL SERVICES - - - 500 500 0.00%
6307 - PROFESSIONAL SERVICES 2,912 9,585 2,821 2,500 32,500 1200.00%
6321 - TELEPHONE/PAGERS 931 900 600 960 900 -6.25%
6421 - SOFTWARE LICENSE - - - - - 0.00%
6422 - SOFTWARE MAINT 6,780 6,875 7,040 8,279 8,700 5.09%
6423 - LOGIS CHARGES 17,946 18,064 14,892 23,237 24,377 4.91%
6432 - CONFERENCES AND SCHOOLS 2,436 1,870 857 3,200 3,700 15.63%
TOTAL SERVICES & OTHER CHARGES 33,793 38,978 28,166 40,676 72,677 78.67%
6361 - GENERAL LIABILITY INSURANCE 1,517 785 242 555 217 -60.90%
6362 - PROPERTY INSURANCE 6,978 6,870 5,003 7,150 6,966 -2.57%
6366 - MACHINERY BREAKDOWN INSURANCE 714 601 432 589 619 5.09%
TOTAL INSURANCE 9,209 8,256 5,677 8,294 7,802 -5.93%
6494 - DEPRECIATION EXPENSE 32,446 32,446 5,114 32,691 7,194 -77.99%
TOTAL DEPRECIATION 32,446 32,446 5,114 32,691 7,194 -77.99%
TOTAL OPERATING EXPENSES 311,490 309,815 210,729 339,735 349,045 2.74%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 6,982 9,847 11,825 7,157 10,296 43.86%
4604 - CHECK PROCESSING FEES - 30 - - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,193 731 - - - 0.00%
TOTAL INVESTMENT EARNINGS 9,175 10,608 11,825 7,157 10,296 43.86%
4606 - OTHER REVENUE 27,764 24,928 10,000 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 15,105 10,776 - - - 0.00%
TOTAL MISCELLANEOUS 42,869 35,704 10,000 - - 0.00%
TOTAL NONOPERATING REVENUES 52,044 46,312 21,825 7,157 10,296 43.86%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 87,700 93,675 70,256 93,675 94,254 0.62%
6476 - CAPITAL PROJECT FUND TRANSFER 168,000 247,194 350,000 250,000 300,000 20.00%
6482 - MISC TRANSFER OUT - 14,857 - - - 0.00%
TOTAL TRANSFERS 255,700 355,726 420,256 343,675 394,254 14.72%
NET CHANGE IN FUND BALANCE (515,146)$ (619,229)$ (609,160)$ (676,253)$ (733,003)$ 8.39%
EARLE BROWN HERITAGE CENTER (EBHC) - ADMINISTRATION
FUND - 61700
ENTERPRISE FUND
235
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49852 - EBHC-CONVENTION CENTER
OPERATING REVENUES
4821 - ROOM RENTALS 772,768$ 744,607$ 596,488$ 780,000$ 800,000$ 2.56%
4822 - LABOR CHARGES 26,576 22,287 18,635 25,000 25,000 0.00%
4823 - EQUIPMENT RENTALS 409,147 374,926 323,603 420,000 440,000 4.76%
4825 - COMMON AREA MTNCE 10,322 12,220 16,399 13,063 13,063 0.00%
4827 - SECURITY SERVICES 24,075 21,688 13,800 28,000 28,000 0.00%
4828 - CLIENT SERVICES 66,681 62,247 38,731 66,000 70,000 6.06%
4829 - MISCELLANEOUS 3,510 3,120 2,700 4,500 4,500 0.00%
4844 - FOOD AND BEVERAGE SALES - 3,175 - - - 0.00%
TOTAL SALES AND USER FEES 1,313,079 1,244,270 1,010,356 1,336,563 1,380,563 3.29%
TOTAL OPERATING REVENUES 1,313,079 1,244,270 1,010,356 1,336,563 1,380,563 3.29%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 413,426 424,444 333,796 476,485 534,448 12.16%
6102 - OVERTIME-FT EMPLOYEES 2,416 1,916 976 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 126,045 122,049 86,864 134,000 134,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 82 37 36 - - 0.00%
6111 - SEVERANCE PAY 3,312 3,398 - - - 0.00%
6122 - PERA COORDINATED PLAN 37,636 37,568 27,183 47,391 49,910 5.32%
6125 - FICA - SOCIAL SECURITY 34,388 34,891 26,453 37,913 41,259 8.83%
6126 - FICA - MEDICARE 8,043 8,161 6,186 8,867 9,649 8.82%
6131 - CAFETERIA PLAN CONTRIBUTIONS 80,842 84,329 69,736 121,230 134,880 11.26%
6141 - UNEMPLOYMENT COMPENSATION 502 854 2,317 - - 0.00%
6151 - WORKER'S COMP INSURANCE 16,973 20,821 14,714 20,242 22,502 11.16%
TOTAL PERSONAL SERVICES 723,665 738,468 568,261 847,128 927,648 9.51%
6201 - OFFICE SUPPLIES 1,823 1,210 1,894 1,500 2,000 33.33%
6202 - COPYING SUPPLIES 1,301 855 875 1,500 1,500 0.00%
6203 - BOOKS/REFERENCE MATERIALS 27 299 - 200 200 0.00%
6211 - CLEANING SUPPLIES 1,320 77 1,345 3,000 3,000 0.00%
6212 - MOTOR FUELS 43 62 - 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 779 461 403 1,000 1,000 0.00%
6215 - SHOP MATERIALS 71 123 113 600 600 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 4,557 5,830 1,814 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 717 1,279 497 800 800 0.00%
6219 - GENERAL OPERATING SUPPLIES 28,116 27,580 18,589 32,000 32,000 0.00%
6223 - BUILDINGS & FACILITIES 18,874 21,889 18,056 23,000 23,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 5,350 4,003 2,202 5,600 5,600 0.00%
6226 - SIGNS & STRIPING MATERIALS - 257 - 300 300 0.00%
6227 - PAINT SUPPLIES 1,254 1,415 1,844 2,500 2,500 0.00%
6237 - LAUNDRY SUPPLIES - 6 - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 7,570 4,944 2,069 8,000 8,000 0.00%
6241 - SMALL TOOLS 1,096 626 511 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 36,159 12,083 24,644 42,000 48,000 14.29%
6243 - MINOR COMPUTER EQUIPMENT 27,390 847 35 - 40,200 100.00%
TOTAL SUPPLIES 136,447 83,846 74,891 128,980 175,680 36.21%
6303 - LEGAL SERVICES 65 149 - 500 500 0.00%
6307 - PROFESSIONAL SERVICES 22,696 10,150 12,517 27,700 19,700 -28.88%
6321 - TELEPHONE/PAGERS 8,124 5,965 3,925 6,960 6,922 -0.55%
6322 - POSTAGE 1,094 433 538 2,500 2,000 -20.00%
6331 - TRAVEL EXPENSE/MILEAGE 978 643 403 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 121 - - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 293 202 - 800 800 0.00%
6349 - OTHER ADVERTISING 61,546 51,500 39,048 70,050 81,750 16.70%
6351 - PRINTING 10,210 542 1,626 7,500 7,500 0.00%
6402 - EQUIPMENT SERVICES 47,415 31,280 20,369 40,000 40,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,917 1,959 1,490 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 1,838 2,012 1,140 2,250 2,400 6.67%
6408 - COMMUNICATION/INFO SYSTEMS - 118 - - - 0.00%
6413 - OFFICE EQUIPMENT 976 495 - 2,300 2,300 0.00%
EARLE BROWN HERITAGE CENTER (EBHC) - CONVENTION CENTER
FUND - 61700
ENTERPRISE FUND
236
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6415 - OTHER EQUIPMENT 202,604 177,567 161,518 205,000 210,000 2.44%
6421 - SOFTWARE LICENSE 555 - - - - 0.00%
6422 - SOFTWARE MAINT 56 544 173 - 900 100.00%
6428 - PROTECTION SERVICES 15,021 14,955 9,650 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 3,933 4,044 2,000 9,900 9,900 0.00%
6433 - MEETING EXPENSES 652 510 580 900 900 0.00%
6434 - DUES & SUBSCRIPTIONS 3,280 4,106 4,104 3,700 4,500 21.62%
6435 - CREDIT CARD FEES 5,687 7,016 9,021 5,000 5,000 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (95) 494 - - - 0.00%
6438 - CASH SHORT (OVER)- (1) 5 - - 0.00%
6441 - LICENSES, TAXES & FEES 200 200 200 400 400 0.00%
6449 - OTHER CONTRACTUAL SERVICE 22,632 22,414 14,926 23,000 23,000 0.00%
6451 - MTG PLANNER POINTS-EBHC 49 - - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 411,847 337,297 283,233 434,960 444,972 2.30%
6361 - GENERAL LIABILITY INSURANCE 5,439 4,562 2,969 2,426 1,260 -48.06%
6362 - PROPERTY INSURANCE 8,649 8,471 6,158 8,800 8,589 -2.40%
6366 - MACHINERY BREAKDOWN INSURANCE 881 744 536 730 766 4.93%
TOTAL INSURANCE 14,969 13,777 9,663 11,956 10,615 -11.22%
6381 - ELECTRIC 99,118 96,824 75,553 110,000 110,000 0.00%
6382 - GAS 26,457 17,700 11,614 27,000 18,000 -33.33%
6383 - WATER 1,449 1,830 1,688 2,700 3,000 11.11%
6384 - REFUSE DISPOSAL 1,758 1,644 1,818 2,000 2,100 5.00%
6385 - SEWER 2,391 2,713 1,998 3,400 3,400 0.00%
6386 - STORM SEWER 1,652 1,554 1,165 3,400 3,400 0.00%
6389 - STREET LIGHTS 468 468 351 600 600 0.00%
TOTAL UTILITIES 133,293 122,733 94,187 149,100 140,500 -5.77%
6494 - DEPRECIATION EXPENSE 335,407 321,980 95,976 337,550 132,187 -60.84%
TOTAL DEPRECIATION 335,407 321,980 95,976 337,550 132,187 -60.84%
TOTAL OPERATING EXPENSES 1,755,628 1,618,101 1,126,211 1,909,674 1,831,602 -4.09%
OPERATING INCOME (442,549) (373,831) (115,855) (573,111) (451,039) -21.30%
NONOPERATING REVENUES
4604 - ADMINISTRATIVE SERVICE TRANSFER - - 30 - - 0.00%
4606 - OTHER REVENUE 96 1,168 4,464 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 17,237 - - - - 0.00%
TOTAL MISCELLANEOUS 17,333 1,168 4,494 - - 0.00%
NET CHANGE IN FUND BALANCE (425,216)$ (372,663)$ (111,361)$ (573,111)$ (451,039)$ -21.30%
237
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49853 - EBHC-CATERING OPERATIONS
OPERATING REVENUES
4842 - SERVICE CHARGES 512,883$ 517,739$ 396,024$ 543,430$ 559,100$ 2.88%
4844 - FOOD & BEVERAGE SALES 2,281,312 2,295,439 1,791,187 2,444,530 2,469,383 1.02%
4845 - LIQUOR/WINE/BEER SALES 272,279 292,867 175,484 341,985 345,720 1.09%
4848 - MISCELLANEOUS SALES 39,198 36,823 19,461 49,950 47,614 -4.68%
TOTAL SALES AND USER FEES 3,105,672 3,142,868 2,382,156 3,379,895 3,421,817 1.24%
5586 - COST OF SALES-MISC 1,255 - - - - 0.00%
5591 - COST OF SALES-LABOR 1,233,960 1,180,142 881,681 1,367,395 1,367,395 0.00%
5592 - COST OF SALES-FOOD 594,602 584,286 465,087 650,600 650,600 0.00%
5593 - COST OF SALES-SUPPLIES 141,876 133,436 96,785 156,369 157,975 1.03%
5594 - COST OF SALES-MGMT FEES 117,600 135,600 127,700 123,600 126,600 2.43%
TOTAL COST OF GOODS SOLD 2,089,293 2,033,464 1,571,253 2,297,964 2,302,570 0.20%
TOTAL OPERATING REVENUES 1,016,379 1,109,404 810,903 1,081,931 1,119,247 3.45%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 24,563 20,741 21,318 - - 0.00%
6102 - OVERTIME-FT EMPLOYEES 304 - - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 35,676 28,435 19,208 43,600 43,600 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 17 - 22 - - 0.00%
6122 - PERA COORDINATED PLAN 3,705 3,157 2,578 3,379 2,850 -15.66%
6125 - FICA - SOCIAL SECURITY 3,903 3,160 2,593 2,703 2,356 -12.84%
6126 - FICA - MEDICARE 912 738 607 632 551 -12.82%
6151 - WORKER'S COMP INSURANCE 2,855 2,796 2,196 2,154 1,877 -12.86%
TOTAL PERSONAL SERVICES 71,935 59,027 48,522 52,468 51,234 -2.35%
6201 - OFFICE SUPPLIES 881 1,067 1,298 1,300 1,400 7.69%
6202 - COPYING SUPPLIES 609 855 695 900 1,050 16.67%
6211 - CLEANING SUPPLIES - - - 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 9 76 39 40 40 0.00%
6215 - SHOP MATERIALS - - - 50 50 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 400 177 327 400 400 0.00%
6217 - SAFETY SUPPLIES 239 75 171 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES - - - 500 500 0.00%
6223 - BUILDINGS & FACILITIES 3,736 797 1,586 4,000 4,000 0.00%
6227 - PAINT SUPPLIES - - - 100 100 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 359 1,261 - 1,000 1,000 0.00%
6242 - MINOR EQUIPMENT 22,427 30,446 27,035 40,000 45,000 12.50%
6243 - MINOR COMPUTER EQUIPMENT 4,587 1,697 908 1,650 2,000 21.21%
TOTAL SUPPLIES 33,247 36,451 32,059 50,740 56,340 11.04%
6307 - PROFESSIONAL SERVICES 10,850 9,550 9,983 21,700 18,700 -13.82%
6321 - TELEPHONE/PAGERS 1,563 1,870 1,240 2,040 2,100 2.94%
6322 - POSTAGE 521 121 - 450 450 0.00%
6349 - OTHER ADVERTISING 59,660 69,989 39,202 75,875 86,875 14.50%
6351 - PRINTING 8,413 15,647 481 8,000 8,000 0.00%
6402 - EQUIPMENT SERVICES 9,626 13,746 23,823 21,000 21,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,917 1,959 1,490 2,500 2,500 0.00%
6406 - MULTI-FUNCTION MTNCE 879 1,010 482 1,200 1,200 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,308 1,308 981 1,900 1,900 0.00%
6413 - OFFICE EQUIPMENT - - - 2,000 2,000 0.00%
6415 - OTHER EQUIPMENT - - - 500 500 0.00%
6422 - SOFTWARE MAINT 204 418 87 - 750 100.00%
6432 - CONFERENCES AND SCHOOLS 546 2,054 - 2,000 2,500 25.00%
6433 - MEETING EXPENSES - 40 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS - - - 70 70 0.00%
6435 - CREDIT CARD FEES 31,169 32,382 24,627 22,000 27,000 22.73%
6436 - UNCOLLECTIBLE CHECKS/DEBTS (684) 1,477 - - - 0.00%
6438 - CASH SHORT (OVER)(95) (278) (109) - - 0.00%
6441 - LICENSES, TAXES & FEES 35 - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 8,844 10,521 8,052 10,500 11,000 4.76%
TOTAL SERVICES & OTHER CHARGES 134,756 161,814 110,339 171,735 186,545 8.62%
EARLE BROWN HERITAGE CENTER (EBHC) - CATERING
FUND - 61700
ENTERPRISE FUND
238
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6361 - GENERAL LIABILITY INSURANCE 2,867 3,504 1,599 3,932 968 -75.38%
6362 - PROPERTY INSURANCE 10,456 10,295 7,505 10,725 10,438 -2.68%
6366 - MACHINERY BREAKDOWN INSURANCE 1,125 957 691 942 986 4.67%
TOTAL INSURANCE 14,448 14,756 9,795 15,599 12,392 -20.56%
6381 - ELECTRIC 18,202 17,824 13,947 26,000 26,000 0.00%
6382 - GAS 25,920 17,347 11,402 30,000 18,000 -40.00%
6383 - WATER 1,381 1,841 1,759 3,580 3,580 0.00%
6384 - REFUSE DISPOSAL 6,987 6,547 3,662 7,000 7,000 0.00%
6385 - SEWER 2,273 2,689 1,960 2,500 2,500 0.00%
6386 - STORM SEWER 1,552 1,554 1,165 1,600 1,600 0.00%
6389 - STREET LIGHTS 468 468 351 600 600 0.00%
TOTAL UTILITIES 56,783 48,270 34,246 71,280 59,280 -16.84%
6494 - DEPRECIATION EXPENSE 170,943 174,758 31,775 176,079 45,817 -73.98%
TOTAL DEPRECIATION 170,943 174,758 31,775 176,079 45,817 -73.98%
TOTAL OPERATING EXPENSES 482,112 495,076 266,736 537,901 411,608 -23.48%
OPERATING INCOME 534,267 614,328 544,167 544,030 707,639 30.07%
NONOPERATING REVENUES
4921 - REFUNDS & REIMBURSEMENTS - - 162 - - 0.00%
TOTAL MISCELLANEOUS - - 162 - - 0.00%
NET CHANGE IN FUND BALANCE 534,267$ 614,328$ 544,329$ 544,030$ 707,639$ 30.07%
239
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49854 - EBHC-OFFICE RENTAL
OPERATING REVENUES
4831 - OFFICE RENTALS 99,480$ 100,122$ 77,381$ 103,175$ 103,175$ 0.00%
TOTAL SALES AND USER FEES 99,480 100,122 77,381 103,175 103,175 0.00%
TOTAL OPERATING REVENUES 99,480 100,122 77,381 103,175 103,175 0.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 293 225 264 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 2,783 587 417 4,296 4,000 -6.89%
6122 - PERA COORDINATED PLAN 216 61 45 333 300 -9.91%
6125 - FICA - SOCIAL SECURITY 191 51 39 266 248 -6.77%
6126 - FICA - MEDICARE 45 12 9 62 58 -6.45%
6151 - WORKER'S COMP INSURANCE 146 46 37 212 198 -6.60%
TOTAL PERSONAL SERVICES 3,674 982 811 5,169 4,804 -7.06%
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%
TOTAL SUPPLIES - 38 - 1,600 1,600 0.00%
6402 - EQUIPMENT SERVICES 4,361 - 428 5,300 5,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - - - 150 150 0.00%
6441 - LICENSES, TAXES & FEES 9,353 8,936 6,645 6,000 6,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 7,840 9,314 6,260 9,000 9,000 0.00%
TOTAL SERVICES & OTHER CHARGES 21,554 18,250 13,333 20,450 20,450 0.00%
6361 - GENERAL LIABILITY INSURANCE 264 116 28 69 32 -53.62%
6362 - PROPERTY INSURANCE 1,046 851 577 825 866 4.97%
6366 - MACHINERY BREAKDOWN INSURANCE 116 96 69 94 99 5.32%
TOTAL INSURANCE 1,426 1,063 674 988 997 0.91%
6381 - ELECTRIC 6,283 6,658 4,691 7,500 7,500 0.00%
6382 - GAS 8,891 6,011 3,779 8,500 8,500 0.00%
6383 - WATER 374 433 562 900 900 0.00%
6384 - REFUSE DISPOSAL 701 718 419 700 700 0.00%
6385 - SEWER 496 582 663 600 600 0.00%
TOTAL UTILITIES 16,745 14,402 10,114 18,200 18,200 0.00%
6494 - DEPRECIATION EXPENSE 144,829 91,065 1,803 145,925 3,319 -97.73%
TOTAL DEPRECIATION 144,829 91,065 1,803 145,925 3,319 -97.73%
TOTAL OPERATING EXPENSES 188,228 125,800 26,735 192,332 49,370 -74.33%
NET CHANGE IN FUND BALANCE (88,748)$ (25,678)$ 50,646$ (89,157)$ 53,805$ -160.35%
EARLE BROWN HERITAGE CENTER (EBHC) - OFFICE RENTALS
FUND - 61700
ENTERPRISE FUND
240
City of Brooklyn Center
2017 Budget
Internal Service Funds
City of Brooklyn Center
2017 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 2017 are:
Central Garage Fund
241
2017 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 2017 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 2017 we will continue to improve and implement equipment replacement tracking methodology.
Staffing Levels
Positions FTEs 2016 2017 2018
Crew Leader/Mechanic
Mechanic
Night Service Person
Administrative Technician
1
2
1
1
1
2
1
1
1
2
1
1
242
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%
*2015 data
**Billable time for 2014 was low due to light duty assignment of one mechanic.
243
Capital Outlay and Other Initiatives with Significant Budget Impact
The following equipment is scheduled for replacement in 2017 and 2018.
MAKE/MODEL
DEPT
CITY ID
REPLACEMENT
YEAR
COST - Net Trade
Spartan Aerial Pumper Fire 0003 2017 $694,000
Elgin Pelican Sweeper -
dual
Storm
Drainage
0024 2017 $193,000
Ford F-150 SuperCab Engineering 0031 2017 $25,500
Toro 72” Mower 3280D Parks 0227 2017 $23,000
Chevrolet Impala Police 0312 2017 $22,000
Ford PI Utility Police 0322 2017 $34,500
Ford PI Utility Police 0324 2017 $34,500
Ford PI Utility Police 0331 2017 $34,500
Ford PI Utility Police 0332 2017 $34,500
Ford PI Utility Police 0335 2017 $34,500
Ford F-250 Sewer 0636 2017 $33,000
Ford T-250 Van Liquor 0702 2017 $23,000
Ford F-150 Ext. Cab Code Enforce 0705 2017 $25,000
Ford Escape Building 0706 2017 $21,000
Ford Escape Code Enforce 0716 2017 $22,000
Vehicle Lift No. 3 Central
Garage
2017 $160,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2017 $1,414,000
Fire Pick-up Truck Fire New 2018 $33,000
Sterling LT9500 tandem Street 0011 2018 $201,000
Champion 736A AWD Street 0012 2018 $210,000
Ford F-150 w/arrow board Street 0047 2018 $30,000
Trackless sidewalk plow Street 0066 2018 $115,000
Tanker/Flusher Truck Parks 0253 2018 $145,000
Ford PI Utility - unmarked Police 0325 2018 $34,500
Ford PI Utility Police 0336 2018 $34,500
Ford PI Utility Police 0338 2018 $34,500
Ford Fusion Police 0344 2018 $22,000
Dodge Van Police 0349 2018 $22,500
Ford Fusion Police 0384 2018 $22,000
Generator Kato Light 225kw Water 0610 2018 $95,000
Ford Escape Building 0707 2018 $20,500
Ford Escape Code Enforce 0708 2018 $21,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2018 $1,040,500
244
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
49951 - CENTRAL GARAGE OPERATIONS
OPERATING REVENUES
4862 - FUEL SALES-INTERNAL 281,771$ 202,610$ 111,343$ 273,980$ 219,924$ -19.73%
4862.1 - FUEL SALES-EXTERNAL 108,891 82,608 48,337 94,430 83,072 -12.03%
4863 - REPLACEMENT CHARGES 814,786 799,392 639,615 839,435 864,820 3.02%
4864 - OVERHEAD CHARGES 200,095 201,549 166,792 180,671 186,092 3.00%
4865 - REPAIR/MAINT CHARGES 355,093 348,186 245,193 433,000 418,000 -3.46%
TOTAL SALES AND USER FEES 1,760,636 1,634,345 1,211,280 1,821,516 1,771,908 -2.72%
TOTAL OPERATING REVENUES 1,760,636 1,634,345 1,211,280 1,821,516 1,771,908 -2.72%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 250,272 251,402 182,062 282,152 287,734 1.98%
6102 - OVERTIME-FT EMPLOYEES 161 319 361 - 400 100.00%
6111 - SEVERANCE PAY 1,677 1,544 - - - 0.00%
6122 - PERA COORDINATED PLAN 18,187 18,879 13,682 21,867 21,579 -1.32%
6125 - FICA - SOCIAL SECURITY 14,762 15,041 10,358 17,493 17,840 1.98%
6126 - FICA - MEDICARE 3,452 3,518 2,423 4,090 4,171 1.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 55,512 63,540 43,729 67,350 67,440 0.13%
6151 - WORKER'S COMP INSURANCE 8,290 10,020 6,570 9,917 10,114 1.99%
TOTAL PERSONAL SERVICES 352,313 364,263 259,185 402,869 409,278 1.59%
6201 - OFFICE SUPPLIES 547 270 391 400 415 3.75%
6203 - BOOKS/REFERENCE MATERIALS 1,335 26 - 200 200 0.00%
6212 - MOTOR FUELS 389,970 284,247 161,864 332,400 283,980 -14.57%
6213 - LUBRICANTS & ADDITIVES 15,028 12,806 8,628 17,000 17,500 2.94%
6215 - SHOP MATERIALS 4,955 5,461 4,764 8,000 8,250 3.13%
6217 - SAFETY SUPPLIES 436 781 259 700 720 2.86%
6218 - WELDING SUPPLIES 5,908 5,501 2,190 4,725 4,870 3.07%
6219 - GENERAL OPERATING SUPPLIES 1,752 1,103 960 1,400 1,450 3.57%
6221 - MOTOR VEHICLES 70,874 74,206 65,755 80,000 82,400 3.00%
6222 - TIRES 17,870 15,481 7,128 18,500 19,100 3.24%
6227 - PAINT SUPPLIES 191 - 98 200 210 5.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 709 585 714 550 570 3.64%
6241 - SMALL TOOLS 3,366 1,760 2,128 3,750 3,900 4.00%
6242 - MINOR EQUIPMENT 743 824 3,658 4,000 19,400 385.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,035 - - - 0.00%
TOTAL SUPPLIES 513,684 405,086 258,537 471,825 442,965 -6.12%
6307 - PROFESSIONAL SERVICES 2,118 2,105 16,995 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 229 207 115 240 265 10.42%
6323 - RADIO COMMUNICATIONS 525 620 551 600 600 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - - 43 - - 0.00%
6333 - FREIGHT/DRAYAGE 252 305 139 600 620 3.33%
6351 - PRINTING 325 113 244 330 340 3.03%
6401 - MOTOR VEHICLE SERVICES 91,867 65,801 16,493 65,000 67,000 3.08%
6402 - EQUIPMENT SERVICES 2,976 4,988 6,610 5,775 5,950 3.03%
6406 - MULTI-FUNCTION MTNCE 841 861 393 875 875 0.00%
6417 - UNIFORMS 6,335 5,350 1,208 2,400 2,500 4.17%
6421 - SOFTWARE LICENSE - - - - 490 100.00%
6422 - SOFTWARE MAINT 6,430 5,752 6,460 6,500 6,700 3.08%
6423 - LOGIS CHARGES 4,112 4,279 3,146 5,279 5,121 -2.99%
6432 - CONFERENCES AND SCHOOLS 742 1,629 899 1,400 1,900 35.71%
6433 - MEETING EXPENSES - 35 36 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 131 344 308 150 150 0.00%
6441 - LICENSES, TAXES & FEES 1,956 684 5,828 2,200 1,100 -50.00%
6447 - TOWING CHARGES 1,389 1,409 540 1,260 1,300 3.17%
6449 - OTHER CONTRACTUAL SERVICE 1,268 1,670 1,163 1,575 1,620 2.86%
TOTAL SERVICES & OTHER CHARGES 121,496 96,152 61,171 96,784 99,131 2.42%
6363 - MOTOR VEHICLE INSURANCE 39,943 42,527 41,504 44,700 47,434 6.12%
6367 - EQUIPMENT (INLAND MARINE)14,582 14,166 13,160 14,690 13,637 -7.17%
TOTAL INSURANCE 54,525 56,693 54,664 59,390 61,071 2.83%
6388 - HAZARDOUS WASTE DISPOSAL 364 895 335 1,260 1,300 3.17%
TOTAL UTILITIES 364 895 335 1,260 1,300 3.17%
CENTRAL GARAGE
FUND - 70100
INTERNAL SERVICE FUND
245
2016
2014 2015 September 2016 2017
Object Code / Description Actual Actual YTD Budget Budget Change
6461 - FUEL CHARGES 1,999 898 580 2,300 905 -60.65%
TOTAL CENTRAL GARAGE CHARGES 1,999 898 580 2,300 905 -60.65%
6540 - EQUIPMENT & MACHINERY - 1,766 - 25,000 160,000 540.00%
6545 - OTHER EQUIPMENT 5,460 17,860 - - - 0.00%
6550 - MOTOR VEHICLES - 2,414 575,722 425,100 1,254,000 194.99%
TOTAL CAPITAL OUTLAY 5,460 22,040 575,722 450,100 1,414,000 214.15%
6494 - DEPRECIATION EXPENSE 720,199 761,629 - 786,971 834,186 6.00%
TOTAL DEPRECIATION 720,199 761,629 - 786,971 834,186 6.00%
TOTAL OPERATING EXPENSES 1,770,040 1,707,656 1,210,194 2,271,499 3,262,836 43.64%
OPERATING INCOME (9,404) (73,311) 1,086 (449,983) (1,490,928) 231.33%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 24,643 33,986 34,472 30,628 30,540 -0.29%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 8,653 2,421 - - - 0.00%
TOTAL INVESTMENT EARNINGS 33,296 36,407 34,472 30,628 30,540 -0.29%
4606 - OTHER REVENUE 1,369 732 51,028 - - 0.00%
4612 - DONATIONS & CONTRIBUTIONS - - 10,000 - - 0.00%
4911 - SALE OF PROPERTY 82,278 24,702 - - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL (55,178) 3,098 8,149 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 86,988 39,389 (4,920) - - 0.00%
TOTAL MISCELLANEOUS 115,457 67,921 64,257 - - 0.00%
4915 - TRANSFERS IN - 7,389 - - - 0.00%
TOTAL NONOPERATING REVENUES 148,753 111,717 98,729 30,628 30,540 -0.29%
NONOPERATING EXPENSES
6496 - LOSS ON FIXED ASSET DISPOSAL - 18,175 2,145 - - 0.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 41,027 41,464 31,098 41,464 43,242 4.29%
TOTAL NONOPERATING EXPENSES 41,027 59,639 33,243 41,464 43,242 4.29%
NET CHANGE IN FUND BALANCE 98,322$ (21,233)$ 66,572$ (460,819)$ (1,503,630)$ 226.30%
246
City of Brooklyn Center
2017 Budget
Capital Improvement Program
2017-2031 Capital Improvement Program Page |1
City of Brooklyn Center
2017 CAPITAL IMPROVEMENT PROGRAM
PROFILE
The 2017-31 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 2017-2031 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 CIP proposes capital expenditures totaling approximately $203 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.
247
2017-2031 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 (MSA) 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. Debt was issued in
2015 to supplement this fund and is expected to again be issued in future years to maintain the current
reconstruction plan.
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 2017 is estimated to be $1,045,000 and
provides for maintenance and construction activities within the City’s MSA street system.
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 percent 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.
248
2017-2031 Capital Improvement Program Page |3
TABLE 1. 2017-2031 Capital Improvement Plan - Summary by Funding Source
FIGURE 1.2017-2031 Capital Improvement Plan – Overview of Project and Funding Sources
Water Utility,
11% Sanitary Sewer,
10%
Storm Drainage,
9%
Street
Light, 1%
MSA, 5%
Street
Reconstruction,
17%
Capital Projects,
35%
Special
Assessments,
12%
Capital Improvement Plan by Funding Source
Total Funding
Need 15-yr
Average Annual
Funding Need
Percent of
Total Need
Water Utility $22,453,000 $1,496,867 11%
Sanitary Sewer Utility $20,155,000 $1,343,667 10%
Storm Drainage Utility $17,671,000 $1,178,067 9%
Street Lighting Utility $2,272,000 $151,467 1%
Municipal State Aid $10,655,000 $710,333 5%
Street Reconstruction Fund $35,014,000 $2,334,267 17%
Capital Projects Fund $72,331,000 $4,822,067 35%
Special Assessment Collections $23,984,000 $1,598,933 12%
TOTAL $204,535,000 $13,635,668 100%
249
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N
B
L
V
D
KN
O
X
A
VE
N
61ST AVE N
IR
VI
NG
A
V
E
N
64TH AVE N
XE
R
X
E
S
A
VE
N
U
N
I
T
Y
A
V
E
N
60TH AVE N
AL
L
E
Y
GI
R AR
D
AV
E
N
HOWE LA
LO
GA
N
A
V
E
N
L I L A C D R N
O
L
I
V
E
R
A
V
E
N
BR
Y
A
NT
A VE
N
W I L L O W L N
GR
IM
ES
AV
E
N
FR
AN
C
E
A
VE
N
L
Y
N
D
A
L
E
A
V
E
N
DA
LL
AS
R
D
NE
W
TO
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
BR
O
O KLY
N D
R
MUMFORDRD
52N D 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
72NDAVEN
NORTHWAY
DR
66TH AVE N
AMY LN
P A L M E R L A K E D R W
AL
DR
I
CH
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
J
O
H
N
M
A
R
T
I
N
D
R
F RE
M
O
N
T
A
VE
N
67TH AVE
N
53RD PL N
62ND AVE N
48TH AVE N
WOOD BIN E LN
70TH AVE N
YO
RK
A
V
E
N
H A L I F A X
A V E N
WINCHESTER LN
EW
I
NG
AV
E
N
B R O O K V I E W D R
QUARLESRD
OHENRY RD
VIOLET
A
V
E
N
THURBER RD
J U D Y L N
E A R L E B ROWN DR
WOODBINELNN
A D M I R A L L N
ZE
NI
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
J AM
ES
A
V
E
N
47TH AVE N
OA K S T N
D RE
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O TT
AV
E
N
50TH AVE N
MO
R
G
AN
A
V
E
N
63 RD L N N
51S T A VE N
PO ER
D
68TH AVE N
H A L I F A X D R
S
A
I
L
O
R
L
N
QU
EE
N
A
VE
N
Q
U
A
I
L
A
V
E
N
IR VI NG 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
FRAN CE
PL
PAUL DR
A
Z
E
L
I
A
A
V
E
N
RU
SS
E
L
L
AV
E
N
W I N G A R D P L
VI
NC
EN
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 LI N D R
SH
O
R
E
S
DR
R
E
G
E
N
T
A
V
E
N
IN
D
IA
NA
A
V
E
N
57TH AVE N
BA SS LAKE RD
BOULDER LN
WA
S HB
U
R
N
AV
E
N
E
M
E
R
S
O
N
A
V
E
N
54 TH AV E N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
D
MI
RAL LN N
P
E
N
N
A
VEN
BUR QUEST LN
LAKE BREEZE
AV
E
72
N
D
CI
R
N
LA
K
E
V
I
E
W
AV
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
LAWRE N C E R D
OHENRY RD N
7 1S T AV E N
COMMODORE DR
P
A
R
K
W
AY CIR
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
RI
CH
DR
N
P ON 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
70T H CI R N
Q
U
A
IL
CIR
W
UP
T
O
N
AV
E N
N
O
P
R
T
H
P
O
R
T
D
R
68T H LA N
69
T
H
L
A
N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH P L N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
F RA
NC
E
AV
E
N
EM
E
R
S
O
N A
V
E
N
AL
LE
Y
DU
P
O
N
T
AV
E
N
PE
R
R
Y
A
V
E
N
72ND AVE N
H
I
G
H
W
A
Y
2
5
2
66TH AVE N
PE
N
N
A
V
E
N
K
Y
L
E
A
V
E
N
W
I
L
L
O
W
L
N
70TH A VE N
AB
B
OT
T
A
V
E
N
51S T AV E N
56TH AVE N
M AJ
O
R
AV
E
N
EM
ER
SO
N
AV
E
N
MO
R
G
A
N
A VE
N
63RD AVE N
69THAVE N
71S T AV E N
ADMIRAL LN N
F
R
E
M
O
N
T
A
V
E
N
50TH AVE N
EW
I
N
G
A
V
E
N
XE
RX
ES
AV
E N
67TH AVE N
Z
E
N
I
T
H
A
V
E
N
X
E
R
X
E
S
A
V
E
N
AL
L
E
Y
H I G H W A Y 1 0 0
71S T AV E N
O
R
C
H
A
R
D
A
V
E
N
AD
M
IR
AL
L
N
N
68TH AVE N
B
R
Y
A
N
T
A
V
E
N
R
E
G
E
N
T
A
V
E
N
68TH AVE N
ZE
NI
T
H
A
V
E
N
6 5 T H A V E N
72ND AVE N
LI LA C D R N
72ND AVE N
AL
L
E
Y
66TH AVE N
HU
M
B
O
L
DT
A
VE
N
J
A
M
E
S
A
V
E
N
53RD AVE N
D
R
E
W
A
V
E
N
56TH AVE N
Q
U
A
I
L
A
V
E
N
G IR
A
R
D
A
V
E
N
HI GH WAY
1
0
0
H
I
G
H
W
A
Y
2
5
2
56T H AV E N
62ND AVE N
55TH AVE N
67TH AVE N
70TH AVE N
MO
R
G
A
N
A
VE
N
65TH AVE N
L YN
DA
L
E
A
VE
N
62ND AVE N
MA
J
O
R
AV
E
N
KN
O
X
A
VE
N
62N D AVE N
B A S S LAKE RD
LILA
C
D R N
D A
L L
A S
R D
64TH AVE N
AL
LE
Y
SC
O
T
T
A
V
E
N
AL
D
RI
C
H
A
VE
N
XE
R
X
E
S
AV
E
N
7 0TH AVE N
C
A
M
D
E
N
A
V
E
N
68TH AVE N
WOODBINE LA N
S
C
O
T
T
A
V
E
N
A
L
D
R
I
C
H
A
V
E
N
E
W
I
N
G
A
V
E
N
70TH AVE N
EM
E
R
SO
N
A
VE
N
68TH A VE N
B
E
A
R
D
A
V
E
N
C
A
M
D
E
N
A
V
E
N
GI
R
A
R
D
AV
E
N
B R Y A N T A V E N
LE
E
AV
E
N
L IL AC DR
N
W INCHESTER LN
67TH AVE N
WOOD BIN E LN
NO
B
L
E
A VE
N
64T H AVE N
Q
U
A
I
L
A
V
E
N
58TH AVE N
F
R
A
N
C
E
A
V
E
N
X
E
R
X
E
S
A
V
E
N
G IR
A
R
D
A
V
E
N
M
O
R
G
A
N
A
V
E
N
OHENRY RD
55TH AVE N
C
H
O
W
E
N
A
V
E
N
66TH AVE N
AL
LE
Y
LE
E
AV
E
N
70TH AVE N
N
O
B
L
E
A
V
E
N
J
U
N
E
A
V
E
N
O LI
V
E
R
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
69TH AVE N
AL
L
E
Y
M
A
J
O
R
A
V
E
N
B
E
A
R
D
A
V
E
N
71S T AV E N
53RD AVE N
N
O
R
T
H
P
O
R
T
D
R
67TH AVE N
BR
Y
A
NT
A
V
E
N
59TH AVE N
BE
A
RD
A
V
E N
H I G H W A Y 1 0 0
W IL
LO
W
L
N
F
R
A
N
C
E
A
V
E
N
73RD AVE N
LI LA C D R N
70T H AVE N
6 6 T H A V E N
S HIN
G
L E CR
E EK
PK
W
Y
CO
LF
A
X
A
V
E
N
I
N
T
E
R
S
T
A
T
E
9
4
CA
M
DE
N
A
VE
N
D
R
E
W
A
V
E
N
G
I
R
A
R
D
A
V
E
N
QU
A
I
L
A
V
E
N
HA
L
I FA
X
A
VE
N
LI L AC
D
R N
L
E
E
A
V
E
N
I RV
I NG
A
V
E
N
G
R
I
M
E
S
A
V
E
N
E
W
I
N
G
A
V
E
N
56TH AVE N
JU
N
E
A
V
E
N
61S T AV E N
61ST AVE N
XE
R
XE
S
A
V
E
N
67T H AVE N
65TH AVE N
57TH AVE N
C AM
D
E
N
AV
E
N
CO
L
FA
X
A
V
E
N
AL
LE
Y
NE
WT
ON
A VE
N
JA
M
E
S
A
V
E
N
CO
LF
AX
A
V
E
N
INTERSTATE 694
B R
O O K L
Y N BLVDLN
P
E
R
R
Y
A
V
E
N
N
O
B
L
E
A
V
E
N
LILA
C DR N
TO
L
E
D
O
A
V
E
N
6 6T H AV E N
IR
VI
NG
A
V
E
N
AL
LE
Y
FR
EM
ON
T
AV
E
N
71ST AVE
N
54TH AVE N
66TH AVE N
Z
E
N
I
T
H
A
V
E
N
LO
G
A
N
A
V
E
N
HA
L
I
F
A
X
AV
E
N
O R C H A R D A V E N
LILAC DR N
AL
L
E
Y
INTERSTATE 94
R
E
G
E
N
T
A
V
E
N
RE
G
E
N
T
A
V
E
N
AL
L
E
Y
F
R
A
N
C
E
A
V
E
N
E
W
I
N
G
A
V
E
N
61S T AV E N
C
A
M
D
E
N
A
V
E
N
C
O
L
F
A
X
A
V
E
N
P
E
R
R
Y
A
V
E
N
65TH AVE N
AL
L EY
51S T AV E N
60T H AVE N
AL
L
E
Y
67TH AVE N
B
R
Y
A
N
T
A
V
E
N
KY
LE
A
V
E
N
DR
E
W
A
V
E
N
K NO
X
A
VE
N
E
M
E
R
S
O
N
A
V
E
N
CIP PROJECT AREAS
Legend
Reconstruction Projects
Evergreen Park Area - 2017
Firehouse Park Area - 2018
51st Ave (at Brooklyn Blvd) - 2018
Humboldt (53rd to 57th) - 2019
Interstate Area - 2019
Grandview Area - 2020
Logan/Lilac/59th Area - 2020
Ryan Lake Industrial Park Area - 2021
50th Ave (France to Drew) - 2023
53rd Ave (Penn to 4th St) - 2023
Woodbine Area - 2024
2017 - 2024
November 2016
Full Depth Pavement Replacement Projects
Knox, James and 54th Area - 2023
51st Ave (west of France) - 2023
Lyndale Ave - 2023
Humboldt Avenue - 2024
Mill and Overlay Projects
!!!57th Ave (Humboldt to I-94) - 2017
!!!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 (88.2 Miles - 83.8% since 1993)250
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IN
T
E
R
S
T
A
T
E
9
4
HI GHW
AY 100
69T H AVE N
DU
PO
NT
A
V
E
N
63RD AVE N
73RD AVE N
H
I
G
H
W
A
Y
2
5
2INTER
STATE 694
55TH AVE 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
FR EEWAY BLVD
SHING LE CREEK PKWY
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
VE
N
61ST AVE N
IR
VI
NG
A
V
E
N
64T H AVE N
XE
R
X
E
S
A
VE
N
U
N
I
T
Y
A
V
E
N
60TH AVE N
AL
L
E
Y
GI
R AR
D A
V
E
N
HOWE LA
LO
GA
N
A
V
E
N
L I L A C D R N
O
L
I
V
E
R
A
V
E
N
B RY
A
NT
AV
E
N
W I L L O W L N
GR
IM
E
S
A
V
E
N
FR
AN
C E
A VE
N
L
Y
N
D
A
L
E
A
V
E
N
DA
L
L
AS
RD
NE
W
T ON
A VE
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
BR
O
OK
LYN
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
72NDAVE N
NOR
T
H
W
A
Y
DR
66T H AVE N
AMY LN
P A L M E R L A K E D R W
AL
DR
I
CH
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
J
O
H
N
M
A
R
T
I
N
D
R
FR
E
M
ON
T
A
VE
N
67TH AVE
N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
70TH AVE N
YO
RK
A
V
E
N
H A L I F A X
A V E N
WINCHESTER LN
EW
IN
G
AV
E
N
B R O O K V I E W D R
QUARLESRD
OHENRY RD
VIOLET
A
V
E
N
THURBER RD
J U D Y L N
E A R L E B ROWN DR
WOODBINELN N
A D M I R A L L N
ZE
NI
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
J AM
ES
A
V
E
N
47TH AVE N
OA K S T N
DR
E
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O
TT
AV
E N
50TH AVE N
MO
R
GA
N
A
VE
N
6 3R D L N N
51 S T AVE N
P OER
D
68TH AV E N
H A L I F A X DR
S
A
I
L
O
R
L
N
QU
E EN
A
V
E
N
Q
U
A
I
L
A
V
E
N
IR VI NG 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
FR ANCEPL
PAUL DR
A
Z
E
L
I
A
A
V
E
N
RU
SS
E
L
L
AV
E
N
W IN G A R D P L
VI
NC
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 RL I N D R
SH
O
R
E S
DR
R
E
G
E
N
T
A
V
E
N
IN
D
IA
NA
A
V
E
N
57TH AVE N
BASS LAKE RD
BOULDER LN
WA
S
HB
U
R
N
AV
E
N
E
M
E
R
S
O
N
A
V
E
N
5 4TH AVE N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
D
M
IRAL L N N
P
E
N
N
A
VEN
BUR QUEST LN
LA KE BREEZEA
V
E
72
N
D
CI
R
N
LA
K
E
V
I
E
W
AV
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
P
ORTDR
LAWREN C E R D
OHENRY RD N
7 1S T AV E N
COMMOD OR E DR
P
A
R
K
WAY C IR
F
R
E
M
O
N
T
P
L
N
M
A
J
O
R
A
V
E
N
67TH
L
A
N
WOOD BINE LA N
71ST CIR N
AL
D
RI
CH
DR
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 D R
70T H CI R N
Q
U
A
IL
CIR
W
U PT
ON
AV
E
N
N
O
P
R
T
H
P
O
R
T
D
R
68T H LA N
69T
H
LA N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH P L N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
H I G H W A Y 1 0 0
65T H A VE N
MA
J
O
R
A
V
E
N
A
B
B
O
T
T
A
V
E
N
PE
R
R
Y
A
V
E
N
F RA
NC
E
A VE
N
G
I
R
A
R
D
A
V
E
N
71S T AV E N
66TH AVE N
EM
E
R
S
O
N
AV
E
N
I RV
I
NG
A
V
E
N
EW
I
N
G
A
V
E
N
67TH AVE N
PE
N
N
AV
E
N
W
I
L
L
O
W
L
N
GI
R
AR
D
A
VE
N
68TH A VE N
64TH AVE N
L YN
DA
L
E
A
V
E
N
56TH AVE N
55TH AVE N
D UP
O
N
T
AV
E
N
BRY
A
NT
A
V
E N
E
W
I
N
G
A
V
E
N
LILA
C
DR N
67TH AVE N
A LL
EY
SC
O
T
T
A
V
E
N
NO
B
L
E
AV
E
N
Q
U
A
I
L
A
V
E
N
D
R
E
W
A
V
E
N
AL
LE
Y
B
R
Y
A
N
T
A
V
E
N
K
Y
L
E
A
V
E
N
AD
M
I
R
A
L
L
N
N
63RD AVE N
B
R
Y
A
N
T
A
V
E
N
L IL AC DR
N
MO
R
G
A
N
A
VE
N
50TH AVE N
56TH AVE N
P
E
R
R
Y
A
V
E
N
CO
L
F
AX
A
V
E
N
66TH AVE N
HU
M
B
O
L
DT
A
V
E
N
B
E
A
R
D
A
V
E
N
AB
B
OT
T
AV
E
N
72ND AVE N
H
I
G
H
W
A
Y
2
5
2
59TH AVE N
56TH AV E N
67TH AVE N
64TH AVE N
R
E
G
E
N
T
A
V
E
N
71S T AV E N
62ND AVE N
MA
JO
R
AV
E
N
HIGH
W
A
Y
1
0
0
WOOD BIN E LN
B A S S LAKE RD
XE
R XE
S A
V
E
N
66 TH AVE N
53RD AVE N
AL
LE
Y
64T H AVE N
A
L
D
R
I
C
H
A
V
E
N
XE
R
X
E
S
AV
E
N
AL
LE
Y
O
R
C
H
A
R
D
A
V
E
N
68TH AVE N
WOODBINE LA N
JA
M
E
S
A
V
E
N
C
H
O
W
E
N
A
V
E
N
HA
LI
FA
X
A
VE
N
EM
E
RS
O
N A
V
E
N
68TH AVE N
B
E
A
R
D
A
V
E
N
C
A
M
D
E
N
A
V
E
N
62ND AVE N
L
E
E
A
V
E
N
E
W
I
N
G
A
V
E
N
G IR
A
R
D
AV
E
N
70TH A VE N
S
C
O
T
T
A
V
E
N
Q
U
A
I
L
A
V
E
N
70TH AVE N
B
R
O
O
K
L
Y
N
B
L
V
D
I
N
T
E
R
S
T
A
T
E
9
4
X
E
R
X
E
S
A
V
E
N
G IR
A
R
D
A
V
E
N
M
O
R
G
A
N
A
V
E
N
ZE
N
IT
H A
VE
N
LILA
C D R N
HIG
HW
A
Y 100
H
I
G
H
W
A
Y
2
5
2
AL
LE
Y
F
R
A
N
C
E
A
V
E
N
LE
E
A
V
E
N
70TH AVE N
C
A
M
D
E
N
A
V
E
N
OL
IV
E
R
AV
E
N
53RD AVE N
6 5 T H A V E N
69TH AVE N
A LL
EY
M
A
J
O
R
A
V
E
N
C
O
L
F
A
X
A
V
E
N
71S T AV E N
F
R
A
N
C
E
A
V
E
N
OHENRY RD
N
O
R
T
H
P
O
R
T
D
R
67TH AVE N
55TH AVE N
BR
Y
A
NT
A
V
E
N
EM
E
R
S
O
N A
V
E
N
BE
A
RD
AVE
N
KN
OX
A
V
E
N
WI
L
L
O
W
L
N
DR
E
W
A
V
E
N
73RD AVE N
LI LA C D R N
70TH AVE N
6 6 T H A V E N
S HIN
G
L E CR
E EK
P
K
W
Y
A LL
EY
MO
R
G
A
N
A
VE
N
CA
MD
EN
A
V
E
N
D
R
E
W
A
V
E
N
61ST AVE N
QU
A
I
L
A
V
E
N
HA
L
I
FA
X
AV
E
N
LIL
A
C D
R N
AL
D
RI
C
H
AV
E
N
N
O
B
L
E
A
V
E
N
IR
V
I
NG
A
V
E
N
G
R
I
M
E
S
A
V
E
N
56TH AVE N
62N D AVE N
61S T AV E N
XE
R
X
ES
A
V
E
N
67T H AVE N
65TH AVE N F
R
E
M
O
N
T
A
V
E
N
72ND AVE N
57TH AVE N
CA
M
D
E
N
A VE
N
CO
LF
A
X
AV
E
N
NE
W
TO
N
AV
E
N
58TH AVE N
INTERSTATE 694
J
U
N
E
A
V
E
N
N
O
B
L
E
A
V
E
N
LILA
C
DR N
JU
N
E
A
V
E
N
AL
LE
Y
FR
EM
ON
T
A VE
N
71ST AVE
N
54TH AVE N
7 2ND A V E N
Z
E
N
I
T
H
A
V
E
N
LO
GA
N
AV
E
N
70TH AVE N
WINCHESTER LN
O R C H A R D A V E N
LILAC DR N
AL
L
E
Y
INTERSTATE 94
56 TH AVEN
R
E
G
E
N
T
A
V
E
N
RE
G
E
N
T
A
V
E
N
AL
L
E
Y
E
W
I
N
G
A
V
E
N
61S T AV E N
C
A
M
D
E
N
A
V
E
N
CO
LF
A
X
A
V
E
N
P
E
R
R
Y
A
V
E
N
TO
L
E
D
O
A
V
E
N
65TH AVE N
AL
L
E
Y
LE
E
AV
E
N
66TH AVE N
51S T AV E N
60T H AVE N
AL
L
E
Y
67TH AVE N
KY
LE
A
V
E
N
KN
O
X
A
VE
N
CIP PROJECT AREAS
Full Depth Pavement Replacment Projects
Orchard Lane West Area - 2026
53rd and Xerxes Avenue - 2026
Meadowlark Garden Area - 2027
Earle Brown Drive - 2028
2025 - 2031
November 2016
Legend
Reconstruction Projects
Orchard Lane East Area - 2025
Mill and Overlay Projects
!!67th and James Avenue - 2027
!!St Alphonses Area - 2027
!!John Martin Drive - 2027
!!68th and Lee Avenue - 2027
!!73rd Ave (Humboldt to Camden) - 2028
!!66th and Camden Ave - 2028
!!Garden City Central Area - 2029
!!Garden City North Area - 2030
!!Garden City South Area - 2031
Completed Construction (88.2 Miles - 83.8% since 1993)
251
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NO
T
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:
(H
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B
r
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k
l
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n
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1
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7
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r
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v
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5
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20
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v
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A
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m
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16
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255
PROJECT DESCRIPTIONS
2017-2031 Capital Improvement Program
City of Brooklyn Center
Project Summaries Page |10
2017-2031 Capital Improvement Program
Table of Contents
Street and Utility Improvements....................................................................................................................14
Evergreen Park Area Improvements and Safe Routes to School - 2017...................................................14
57th Avenue Pavement Rehabilitation (Humboldt Avenue to Interstate 94) - 2017..................................15
69th Avenue Mill and Overlay (Shingle Creek Parkway to Dupont Avenue) - 2017...............................16
France Avenue Mill and Overlay (North of 69th Avenue) - 2017..............................................................17
Firehouse Park Area Improvements - 2018...............................................................................................18
Bellvue Area Mill and Overlay - 2018 ......................................................................................................19
51st Avenue Improvements (at Brooklyn Boulevard) - 2018.....................................................................20
Interstate Area Improvements - 2019........................................................................................................21
Southeast Area Mill and Overlay - 2019...................................................................................................22
Humboldt Avenue (County Road 57) Reconstruction (53rd to 57th Avenues) - 2019................................23
Grandview Park Area Improvements - 2020.............................................................................................24
Logan, Lilac and 59th Avenues Reconstruction - 2020..............................................................................25
Ryan Lake Industrial Park Area Improvements - 2021.............................................................................26
Northwest Area Mill and Overlay - 2022..................................................................................................27
Knox, James and 54th Avenues Area Improvements - 2023......................................................................28
51st Avenue Improvements (West of France Avenue) - 2023...................................................................29
50th Avenue Improvements (France Avenue to Drew Avenue) - 2023.....................................................30
53rd Avenue Improvements (Penn Avenue to 4th Street) - 2023................................................................31
Lyndale Avenue Improvements - 2023 .....................................................................................................32
Woodbine Area Improvements - 2024.......................................................................................................33
Humboldt Avenue Improvements - 2024..................................................................................................34
Orchard Lane East Improvements - 2025..................................................................................................35
Orchard Lane West Area Improvements - 2026........................................................................................36
53rd Avenue and Xerxes Avenue Improvements - 2026............................................................................37
Meadowlark Gardens Area Improvements - 2027.....................................................................................38
St. Alphonsus Area Mill and Overlay - 2027 ............................................................................................39
67th Avenue and James Avenue Mill and Overlay - 2027.........................................................................40
John Martin Drive Mill and Overlay - 2027..............................................................................................41
68th Avenue and Lee Avenue Mill and Overlay - 2027.............................................................................42
73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue) - 2028.......................................43
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66th Avenue and Camden Avenue Mill and Overlay - 2028......................................................................44
Earle Brown Drive Area Improvements - 2028.........................................................................................45
Garden City Central Area Improvements - 2029.......................................................................................46
Garden City North Area Improvements - 2030.........................................................................................47
Garden City South Area Improvements - 2031.........................................................................................48
Water Main and Sanitary Sewer Improvements............................................................................................49
Lift Station No. 1 Rehabilitation and Wetwell Improvement - 2017.....................................................49
Well Motor Speed Controls Variable Frequency Drive (VFD) Upgrade Wells 4 and 10 - 2017..........49
Water Tower No. 2 Painting - 2018.......................................................................................................49
Lift Station No. 2 Rehabilitation - 2018.................................................................................................49
Lift Station No. 9 Force Main Replacement - 2019...............................................................................49
Water Tower No. 1 Painting - 2020.......................................................................................................49
Lift Station Nos. 8 and 9 Rehabilitation - 2025 .....................................................................................50
Lift Station Nos. 3 and 4 Rehabilitation - 2028 .....................................................................................50
Lift Station Nos. 5 and 6 Rehabilitation - 2029 .....................................................................................50
Sanitary Sewer Lining (Mississippi River Trunk North of Interstate 694 to 70th Avenue/Willow Lane)
- 2030......................................................................................................................................................50
Lift Station No. 2 Force Main Lining (Under Interstate 94) - 2030.......................................................50
Lift Station Nos. 7 and 10 Rehabilitation - 2030 ...................................................................................50
Lift Station No. 1 Generator Replacement - 2031..................................................................................50
Street Light and Traffic Signal Improvements ..............................................................................................51
Traffic Signal System Rehabilitation (69th Avenue and France Avenue) - 2017...................................51
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes) - 2018....................51
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Summit Avenue) - 2021 .....................51
Traffic Signal System Rehabilitation (Shingle Creek Parkway/John Martin Drive) - 2021..................51
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Brookdale Square) - 2025...................51
Capital Maintenance Building Plan...............................................................................................................52
Yearly Capital Maintenance Building Plan Projects..............................................................................52
Storm Water Improvements...........................................................................................................................52
Storm Water Management Basins..........................................................................................................52
Storm Water Pond 26-005 - 2017...........................................................................................................52
Storm Water Pond 63-006 - 2017...........................................................................................................52
Storm Water Pond 41-001 - 2018...........................................................................................................52
Storm Water Pond 43-001 - 2018...........................................................................................................52
Storm Water Pond 60-002 - 2018...........................................................................................................53
Storm Water Pond 60-004 - 2018...........................................................................................................53
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Storm Water Pond 62-001 - 2018...........................................................................................................53
Storm Water Pond 64-002 - 2018...........................................................................................................53
Storm Water Pond 12-001- 2019............................................................................................................53
Storm Water Pond 12-006 - 2019...........................................................................................................53
Storm Water Pond 26-006 - 2019...........................................................................................................53
Storm Water Pond 35-004 - 2019...........................................................................................................53
Storm Water Pond 61-001 - 2019...........................................................................................................53
Storm Water Pond 48-001 - 2021...........................................................................................................54
Storm Water Pond 26-004 - 2022...........................................................................................................54
Storm Water Pond 35-003 - 2022...........................................................................................................54
Storm Water Pond 57-003 - 2022...........................................................................................................54
Storm Water Pond 40-001 - 2023...........................................................................................................54
Storm Water Pond 17-001 - 2025...........................................................................................................54
Storm Water Pond 41-002 - 2026...........................................................................................................54
Storm Water Pond 53-001 - 2026...........................................................................................................54
Storm Water Pond 11-001 - 2028...........................................................................................................54
Storm Water Pond 59-003 - 2029...........................................................................................................55
Storm Water Pond 60-003 - 2029...........................................................................................................55
Storm Water Pond 63-001 - 2029...........................................................................................................55
Storm Water Pond 63-002 - 2029...........................................................................................................55
Storm Water Pond 64-001 - 2029...........................................................................................................55
Storm Water Pond 57-004 - 2030...........................................................................................................55
Storm Water Pond 57-005 - 2030...........................................................................................................55
Storm Water Pond 70-002 - 2031...........................................................................................................55
Shingle Creek Reaeration Project - 2017...............................................................................................55
Opportunity Area Outlet Backflow Preventer Improvements - 2017 ....................................................56
Connections at Shingle Creek Phase 2 - 2019........................................................................................56
70th Avenue Storm Sewer Trunk Line Rehabilitation - 2019................................................................56
61st Avenue and Perry Avenue Storm Sewer Improvement - 2021 ......................................................56
65th Avenue Trunk Storm Sewer Rehabilitation - 2021........................................................................56
Park and Trail Improvements.........................................................................................................................56
57th Avenue Regional Trail Project (Logan Avenue to Interstate 94) - 2017 ........................................56
69th Avenue Trail Reconstruction (Shingle Creek Parkway to Dupont Avenue) - 2017 .......................56
Evergreen Park Trail and Parking Lot Improvements - 2017................................................................56
Basketball Court Resurfacing (Kylawn, Centennial West and Northport Parks) - 2017.......................56
258
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West River Road Trail Improvements - 2018........................................................................................57
Bridge Rehabilitation (4 Bridges) - 2018...............................................................................................57
Centennial Park East Trail Replacement - 2017 ....................................................................................57
Arboretum Trail Replacement - 2018 ....................................................................................................57
Brooklyn Boulevard City Entrance Signs Rehabilitation - 2019...........................................................57
Freeway Park Trail Replacement - 2021................................................................................................57
Park Playground Equipment Replacement - 2019 through 2021...........................................................57
Palmer Lake Trail Reconstruction - 2022..............................................................................................57
Northport Park Trail Replacement - 2023..............................................................................................57
Miscellaneous Tennis Court Resurfacing - 2024...................................................................................57
Park Name Sign Replacement - 2025.....................................................................................................57
Hockey Rink Rehabilitation/Replacements - 2026................................................................................57
Irrigation Systems Rehabilitation/Replacements - 2026........................................................................58
Centennial Park Softball Field Improvements - 2026............................................................................58
Softball/Baseball Fence Replacement - 2027.........................................................................................58
69th Avenue Trail Reconstruction - 2027...............................................................................................58
Evergreen Park Scoreboard Improvements - 2027.................................................................................58
69th Avenue Landscape Rehabilitation - 2027 .......................................................................................58
Park Trail and Parking Lot Lighting Improvements - 2028...................................................................58
Centennial Ball Field Scoreboard Replacement - 2029 .........................................................................58
Park Bleacher Replacement - 2031........................................................................................................58
Miscellaneous Projects and Improvements....................................................................................................59
Brooklyn Boulevard Corridor Project (49th Avenue to Bass Lake Road) - 2018...................................59
Azelia Avenue Retaining Wall Replacement - 2018..............................................................................59
Lilac Drive Trail Retaining Wall Replacement (South of County Road 57) - 2020..............................59
Brooklyn Boulevard Corridor Projects 8, 9 and 10 (Bass Lake Road to Interstate 94) - 2021..............59
Trunk Highway (TH) 252/66th Avenue Interchange and 70th Avenue Pedestrian Overpass - 2021......59
Retaining Wall Replacements (Miscellaneous Locations) - 2029 .........................................................59
259
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2017-2031 Capital Improvement
Street and Utility Improvements
Evergreen Park Area Improvements and Safe Routes to School - 2017
The Evergreen Park project area extends from Humboldt Avenue to
Trunk Highway (TH) 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 MSA 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 TH 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 full street reconstruction and installation of new sidewalks and trails at
specific areas along 70th, 72nd and Camden Avenues.
Water main
The Evergreen Park project area contains a complex water main system. This area contains five municipal wells,
one water tower and the water treatment plant. The existing water main ranges in size from 6-inch diameter cast
iron pipe (CIP) to 30-inch steel pipe. The main line water main in the residential areas generally consists of 6-
inch CIP 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 (RCP) installed in 1960. The south portion of the project area contains 8-inch
diameter VCP installed in 1958 and 1960. Approximately 45 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 17 wood poles with 17 fiberglass poles with a cut-off type LED light fixture
and underground power.
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2017-2031 Capital Improvement
57th Avenue Pavement Rehabilitation (Humboldt Avenue to Interstate 94) - 2017
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
MSA 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. Approximately 50 percent of the roadway has been milled and overlaid and/or
pavement will be replaced with the adjacent regional trail project. The current cost estimate assumes street
improvements that consist of minor concrete repairs and a 2-inch mill and overlay for the remaining
portions of the roadway (approximately 50 percent) with a new chip seal coat over the entire surface.
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 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 cut-off type
LED light fixture and underground power.
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2017-2031 Capital Improvement
69th Avenue Mill and Overlay (Shingle Creek Parkway to Dupont Avenue) - 2017
The 69th Avenue mill and overlay project area extends from Shingle Creek Parkway to Dupont Avenue.
The project area contains a total of 6,902 linear feet of local streets. The neighborhood consists of
approximately 30 residential properties (R1), one R3 property, five R5 properties, six industrial (I1) and
five commercial (C2) properties.
Streets
This segment of roadway is designated as a MSA 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 project area consists of 16-inch diameter CIP installed in 1960
and 24-inch diameter 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 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 RCP that drains to Shingle Creek. The east half of the 69th Avenue project consists of 12-inch to
30-inch diameter 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 one wood pole with a fiberglass pole with a cut-off type LED
light fixture and underground power.
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2017-2031 Capital Improvement
France Avenue Mill and Overlay (North of 69th Avenue) - 2017
The France Avenue 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 MSA 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 consists of 14-inch diameter 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 VCP with a cured-in-place pipe (CIPP) liner
installed in 1997 and an 8-inch diameter 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 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 one wood pole with a fiberglass pole with a cut-off type LED
light fixture and underground power.
263
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2017-2031 Capital Improvement
Firehouse Park Area Improvements - 2018
The Firehouse Park project area extends from 69th Avenue to Interstate
94 and from Humboldt Avenue to TH 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 MSA 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 CIP 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 18 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 VCP installed
between 1961 and 1968 and between 1971 and 1974. Approximately 65 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 CIPP 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 cut-off type LED
light fixture and underground power.
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2017-2031 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 MSA 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 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 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 consists 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 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.
265
Project Summaries Page |20
2017-2031 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 MSA 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 and 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 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 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.
266
Project Summaries Page |21
2017-2031 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 CIP 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. Water records indicate one main break has occurred within the neighborhood and 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 VCP installed in 1960. Approximately 95
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 cut-off type LED
light fixture and underground power.
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Project Summaries Page |22
2017-2031 Capital Improvement
Southeast Area Mill and Overlay - 2019
The Southeast project area extends from
Interstate 94 to Irving Avenue 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 six
multi-family properties.
Streets
Dupont Avenue is designated as a MSA
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 two percent of the water main in the Southeast area was replaced with 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 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 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
2017-2031 Capital Improvement
Humboldt Avenue (County Road 57) Reconstruction (53rd to 57th Avenues) - 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 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 VCP lateral sewers. These sewers were originally
installed in 1952. Approximately 51 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 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 cut-off type
LED light fixture and underground power.
269
Project Summaries Page |24
2017-2031 Capital Improvement
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 four 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 CIP 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 VCP installed in 1960 and 1963.
Approximately 68 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 cut-off type LED
light fixture and underground power.
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Logan, Lilac and 59th Avenues Reconstruction - 2020
This project area includes Logan Avenue from
57th Avenue to Lilac Drive, 59th Avenue from
Lilac Drive to Dupont Avenue and Lilac Drive
from Logan Avenue to 59th Avenue. The total
project length is 3,761-feet. The neighborhood
consists of approximately 12 residential
properties, three church properties, one school
property, 14 multi-family properties (R3 to R5)
and two commercial zoned properties (C2).
Streets
The entire project area is designated as a MSA 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
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 is 10-inch diameter CIP 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 only.
Sanitary Sewer
The only sanitary sewer in the project area runs along Logan Avenue. This sanitary sewer was lined with
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-inch to 36-inch corrugated metal pipe. A second storm line runs south
along Logan Avenue to 57th Avenue. This line consists of 21-inch to 42-inch 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 cut-off type
LED light fixture and underground power.
271
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2017-2031 Capital Improvement
Ryan Lake Industrial Park Area Improvements - 2021
The Ryan Lake project area includes Lilac Drive 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 three 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, 48th Avenue and Dusharme Drive consists of 10-inch diameter CIP
installed in 1958. The water main on 47th Avenue consists of 6-inch CIP 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 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 is conveyed to storm drainage ditches along
Highway 100. The current project cost estimate assumes reconstruction of all 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 cut-off type
LED light fixture and underground power.
272
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2017-2031 Capital Improvement
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 DIP. The remaining water main consists of 6-inch diameter 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 PVC. The remaining sanitary sewer consists of 8-inch 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 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 cut-off type
LED light fixture and underground power.
273
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2017-2031 Capital Improvement
Knox, James and 54th Avenues Area Improvements - 2023
The Knox, James and 54th Avenues 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 and one
multi-family property.
Streets
The existing streets in the project area are 30-feet 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 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 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 RCP 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.
274
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2017-2031 Capital Improvement
51st Avenue Improvements (West of France Avenue) - 2023
The 51st Avenue project area extends from 185-feet south
of Oak Street on Twin Lake Boulevard 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 DIP 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 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 RCP 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 three wood poles with three fiberglass poles with a cut-off type
LED light fixture and underground power.
275
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2017-2031 Capital Improvement
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 four
residential properties (R4), five industrial properties (I2) and
one 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 CIP
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 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 RCP 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.
276
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2017-2031 Capital Improvement
53rd Avenue Improvements (Penn Avenue to 4th Street) - 2023
The 53rd Avenue project area extends on 53rd Avenue from Penn Avenue to 4th Street. 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 MSA 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 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 VCP installed between 1952 and
1959. Approximately 52 percent of the sanitary sewer is subjected to frequent problems with root intrusion.
Root sawing must be performed on an annual basis to maintain the system conveyance capacity. The
condition of the sanitary sewer system within the neighborhood is rated as fair. The current project cost
estimate includes complete 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 Avenue consists of 12-inch
diameter to 15-inch diameter RCP 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 cut-off type LED
light fixture and underground power.
277
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2017-2031 Capital Improvement
Lyndale Avenue Improvements - 2023
The Lyndale Avenue project area extends 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 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 RCP 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 RCP 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 cut-off
type LED light fixture and underground power.
278
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2017-2031 Capital Improvement
Woodbine Area Improvements - 2024
The Woodbine project area extends from
Brooklyn Boulevard 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 Boulevard to
the north City limits is a designated MSA
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 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 PVC when the
neighborhood was reconstructed in 1995. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1958 and 1959. Approximately 57 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 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 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 cut-off type
LED light fixture and underground power.
279
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2017-2031 Capital Improvement
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), three R5 properties and two commercial (C2)
properties.
Streets
This segment of roadway is designated as a MSA 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 project area consists
of 8-inch diameter CIP 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 PVC. The remaining sanitary sewer in the area consists of 8-inch diameter
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 consists of 15-inch to 36-inch diameter
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 cut-off
type LED light fixture and underground power.
280
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2017-2031 Capital Improvement
Orchard Lane East Improvements - 2025
The Orchard Lane East project area extends
from Perry Avenue to Brooklyn Boulevard 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 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 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 PVC when the
neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch and 12-inch
diameter 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 cut-off type
LED light fixture and underground power.
281
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2017-2031 Capital Improvement
Orchard Lane West Area Improvements - 2026
The Orchard Lane 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 Lane West Area was reconstructed in 1997. The
streets are generally 30-feet wide with concrete curb and gutter.
The current cost estimate assumes street improvements that
consist of approximately 50 percent curb replacement, 20
percent sidewalk replacement, 50 percent driveway apron
replacement and full depth pavement replacement.
Water main
Approximately 99 percent of the water main in the Orchard
Lane West Area was replaced with 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 PVC when the
neighborhood was reconstructed in 1997. The remaining sanitary sewer consists of 8-inch diameter and 10-
inch diameter VCP installed between 1955 and 1958.The current project cost estimate includes
replacement of the existing VCP sanitary sewer.
Storm Sewer
The storm sewer north of 63rd Avenue in the Orchard Lane West Area drains to the storm water ponds at
Orchard Park and Cahlander Park. This storm sewer consists of 12-inch to 36-inch diameter pipe. The
streets south of 63rd Avenue drain to the storm water pond at 63rd Avenue and Perry Avenue. This storm
sewer consists of 12-inch to 36-inch diameter pipe. A 27-inch 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 cut-off type
LED light fixture and underground power.
282
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2017-2031 Capital Improvement
53rd Avenue 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 is 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 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 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 cut-off
type LED light fixture and underground power.
283
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2017-2031 Capital Improvement
Meadowlark Gardens Area Improvements - 2027
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 MSA 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 DIP in
1996 when the neighborhood was reconstructed. The remaining water main in the area consists of 10-inch
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 PVC when the
neighborhood was reconstructed in 1996. The remaining sanitary sewer consists of 8-inch diameter 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 cut-off type
LED light fixture and underground power.
284
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2017-2031 Capital Improvement
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 CIP installed between 1959 and 1961 and 6-
inch 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 PVC when the
neighborhood was reconstructed in 1998. The remaining pipe consists of 8-inch diameter VCP installed in
1958 and 1959. There is no history of root intrusion in the project area. 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 and 18-inch to 42-inch diameter 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 cut-
off type LED light fixture and underground power.
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67th Avenue and James Avenue Mill and Overlay - 2027
The project area includes 67th Avenue from Shingle Creek
Parkway to the east cul-de-sac and James Avenue from
Freeway Boulevard 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 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 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 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 cut-off
type LED light 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 MSA 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 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 VCP installed in 1969. There is
no history of root intrusion in the project area. 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 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 Avenue and Lee Avenue Mill and Overlay - 2027
The project area includes 68th Avenue from Lee Avenue to
Brooklyn Boulevard and Lee Avenue from 68th Avenue to 69th
Avenue. The project area contains a total of 1,668 linear feet of
local streets. The project area consists of nine commercial
properties.
Streets
The 67th Avenue and James Avenue 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 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 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 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 cut-off
type LED light fixture and underground power.
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73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue) - 2028
The 73rd Avenue project extends from Humboldt Avenue to approximately 275-feet east of Camden
Avenue. It contains a total of 2,994 linear feet of local streets. The project area consists of 25 single-family
properties and one church property.
Streets
73rd Avenue is designated as a MSA 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 DIP in 2000 when the neighborhood was
reconstructed. The current project cost estimate includes casting replacement only.
Sanitary Sewer
Approximately four percent of the sanitary sewer in the project area was replaced with PVC in 2000 when
the area was reconstructed. The remaining sanitary sewer in the area consists of 8-inch diameter 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 Avenue and then east to the
Mississippi River. This storm sewer consists of 12-inch to 21-inch diameter 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 Avenue and Camden Avenue Mill and Overlay - 2028
The 66th Avenue 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 TH 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 MSA 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 Avenue and Camden Avenue.
Water main
The water main in the project area consists of 6-inch diameter 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 PVC and 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 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 MSA
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 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 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 RCP installed in 1971 and 1974. Additional 15-inch diameter high-
density polyethylene plastic pipe 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, one church property, three multi-
family properties (R4 and R5) and three commercial properties.
Streets
63rd Avenue from Brooklyn Boulevard to Xerxes Avenue is
designated as a MSA 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 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 PVC when the
neighborhood was reconstructed in 2000. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1958, 8-inch diameter PVC installed in 1980, 15-inch diameter RCP installed in 1956 and 24-
inch diameter pipe corrugated metal pipe lined with CIPP in 1995. There is no history of root intrusion in
the project area. 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 to 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 two 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, one school property,
10 multi-family properties (R5) and four 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 DIP in 2001
when the neighborhood was reconstructed. The remaining water main in the area consists of 6-inch and 8-
inch 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 Boulevard 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 PVC when the
neighborhood was reconstructed in 2001. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1958, 15-inch diameter RCP installed in 1956 and 24-inch corrugated metal pipe lined with
CIPP 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 Avenue 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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Garden City South Area Improvements - 2031
The Garden City South project area extends from Brooklyn
Boulevard to Upton Avenue from Northway Drive to 61st Avenue,
and includes Xerxes Avenue from Northway Drive to the
Interstate 94 bridge. The project area contains a total of 19,418
linear feet of local streets. The neighborhood consists of
approximately 256 residential properties, three church properties,
one multi-family property (R5) and five commercial properties.
Streets
Xerxes Avenue is designated as a MSA Route. The Garden City
South project area was last reconstructed in 2002. The local streets
within the project area consist of 30-foot wide roads with concrete
curb and gutter and Xerxes Avenue is a 70-foot wide road with a
center median. The current cost estimate assumes street
improvements that consist of approximately 20 percent curb
replacement, a 2-inch mill and overlay on local streets, a 3-inch
mill and overlay on Xerxes Avenue and 20 percent sidewalk
replacement on Xerxes Avenue.
Water main
Approximately 34 percent of the water main in the Garden City
South area was replaced with DIP in 2002 when the neighborhood
was reconstructed. The remaining water main in the area consists
of 6-inch, 8-inch and 12-inch CIP installed in 1956, 1961, 1964 and 1966. Records indicate there have been
two water main breaks in the neighborhood on the older water main and two properties in the area have
experienced frozen water services in past winters. The current project estimate includes lining the 1950s
and 1960s water main in the area and insulating the frozen water services. In the remainder of the project
area the cost estimate assumes casting replacement only.
Sanitary Sewer
Approximately 50 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed in 2002. The remaining sanitary sewer consists of 8-inch diameter VCP
installed in 1957, 1958, 1964 and 1965, and sanitary force main consisting of 16-inch CIP installed in 1966.
Root sawing must be performed on 20 percent of the VCP in the area on an annual basis to maintain the
system conveyance capacity. The current project estimate includes lining of the existing VCP sanitary
sewer from the 1950s and 1960s and casting replacement in the remaining areas.
Storm Sewer
Approximately 61 percent of the storm sewer in the project area was installed in 2002 when the
neighborhood was reconstructed. The remaining pipe consists of 15-inch to 27-inch and 72-inch RCP
installed in 1956, 1964, 1965 and 1966. The storm sewer in this neighborhood drains to Shingle Creek. The
current project estimate includes lining of the existing RCP storm sewer from the 1950s and 1960s and
structure casting replacement as necessary.
Street Lighting
The existing street light system contains underground power with fiberglass poles and standard light
fixtures, which were installed in 2002. The current cost estimate includes replacing the one wood pole with
one fiberglass pole with a cut-off type LED light fixture and underground power on Xerxes Avenue north
of 61st Avenue.
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Water Main and Sanitary Sewer Improvements
Lift Station No. 1 Rehabilitation and Wetwell Improvement - 2017
The existing lift station was installed in 1996. The existing generator is a 1996 model with a typical
lifespan of 35 years. The current wetwell design is a basic box-shape with an elevated wing wall that traps
solids, debris, etc. causing maintenance issues and safety concerns during maintenance. Proposed
rehabilitation includes pump replacement, guide rails, piping, miscellaneous appurtenance replacement and
wetwell reconfiguration to aid in self-cleaning. This rehabilitation will also include electrical main
breakers, starters/contactors, overloads, programmable logic controller, hand-off-auto (HOA) switch and
uninterruptible power supply (UPS) replacement. The closed transition generator transfer switch is to be
replaced also. The generator is currently scheduled for replacement in 2031.
Well Motor Speed Controls Variable Frequency Drive (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 was
replaced during the Water Treatment Plant project in 2015. Well’s 4 and 10 VFDs are at the end of their
useful life. These VFDs will be replaced with the same style VFDs that were installed at wells 5, 7 and 9.
All five wells will then have the same VFDs for continuity. All VFDs that were installed in 1997 will have
been replaced at the conclusion of this project.
Water Tower No. 2 Painting - 2018
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
inspected in 2005. Both the interior and exterior coatings required no repairs at that time. The 2005
recommendation was to re-inspect every five years. The water tower was again inspected in 2011 and
found to be in satisfactory condition, needing tank inspection every three to five years. Other interim spot
inspections have occurred during cell antenna work performed on this tower. An upcoming 2016
inspection will be used to prepare plans and specifications for the 2018 rehabilitation.
Lift Station No. 2 Rehabilitation - 2018
The existing lift station was constructed in 1991. The generator is a 1981 model with a typical lifespan of
35 years. Both the generator and switch gear are proposed to be replaced. New pumps, guide rails and
piping, electrical main breakers, starters/contactors, overloads, programmable logic controller, HOA’s and
UPS are also included in the rehabilitation. The replacement of the emergency generator is also included.
Lift Station No. 9 Force Main Replacement - 2019
The existing force main located south of lift station No. 9 was installed in 1969 and consists of 12-inch
DIP, which was verified in 2010 through an exploratory open excavation. Approximately 1,300-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
was 15 to 20 years. This tank was inspected in 2009. Both the interior and exterior coatings required no
repairs at that time. The 2009 recommendation was to re-inspect every five years. The tower was again
inspected in 2014 and was determined to be in satisfactory condition but needing full replacement within
five to six years. The tower is planned to be reinspected in 2019 with rehabilitation in 2020.
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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 Nos. 3 and 4 Rehabilitation – 2028
This project includes the rehabilitation of lift station Nos. 3 and 4 with a full evaluation of pumps, control
equipment and appurtenances
Lift Station Nos. 5 and 6 Rehabilitation - 2029
This project includes the rehabilitation of lift station Nos. 5 and 6 with a full evaluation of pumps, control
equipment and appurtenances
Sanitary Sewer Lining (Mississippi River Trunk North of Interstate 694 to 70th Avenue/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 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 No. 2. This segment of sewer line is planned to be lined with a CIPP liner.
Lift Station No. 2 Force Main Lining (Under Interstate 94) - 2030
The existing 406-foot section of 16-inch DIP force main, located under Interstate 94 at 52nd Avenue in
Minneapolis was installed in 1980 with the Interstate 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 Interstate 94. In 2008 a new force main was installed from lift station No. 2 to the
Interstate 94 crossing on the east side of 52nd Avenue. This segment of sewer line is planned to be lined
with a CIPP liner.
Lift Station Nos. 7 and 10 Rehabilitation - 2030
This project includes the rehabilitation of lift station Nos. 7 and 10 with a full evaluation of pumps, control
equipment and appurtenances
Lift Station No. 1 Generator Replacement – 2031
The existing generator is a 1996 model with a typical lifespan of 35 years. This project will include the
replacement of the generator only. The closed transition generator transfer switch will have been replaced
in 2017.
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Street Light and Traffic Signal Improvements
Traffic Signal System Rehabilitation (69th Avenue and France Avenue) - 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, Accessible Pedestrian System (APS) pushbuttons,
Emergency Vehicle Preemption (EVP) system, flashing yellow left turn arrow system, new wiring, a video
detection system and other appurtenance replacement as necessary.
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes) - 2018
The 35 ornamental lights located within the Earle Brown area at the nodes (intersections) along a portion of
Shingle Creek Parkway, Summit Drive, Earle 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.
Traffic Signal System Rehabilitation (Shingle Creek Parkway/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, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Traffic Signal System Rehabilitation (Shingle Creek Parkway/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, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Traffic Signal System Rehabilitation (Shingle Creek Parkway/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, EVP, countdown pedestrian heads, APS and flashing yellow left turn arrow upgrade.
Coordination with the future development of the Opportunity Site must also occur with this improvement
project.
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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,
Centennial Park west building, Centennial Park plaza, Centennial Park gazebo, Kylawn Park building and
West Palmer Park building. In 2016 the 2017 plan will be replaced with the new asset management
planning program (Facility Dude). Thereafter, CIP projects will be updated starting in the 2017 budgeting
process.
Storm Water Improvements
Storm Water Management Basins
In 2015 the City hired WSB and Associates to conduct a condition assessment of the City-maintained storm
sewer system and storm water management ponds located throughout the City. The assessment process resulted
in a list of improvements to address problems with erosion, sediment accumulation, inlet and outlet blockages
and other miscellaneous maintenance issues. Below are improvement projects that are part of the City’s Storm
Drainage Utility, using the City’s Storm Water Asset Management Plan (SWAMP) program developed by WSB
and Associates that uses an annual sediment loading rate to predict sediment accumulation for project
prioritization.
Storm Water Pond 26-005 - 2017
Pond 26-005 is located west of the intersection of Twin Lake Road and 51st Avenue. 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 due to the accumulation of sediment. The proposed work consists
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 south of James Circle 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 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 41-001 - 2018
Pond 41-001 is located east of 7100 Brooklyn Boulevard. 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 of 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.
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Storm Water Pond 60-002 - 2018
Pond 60-002 is located west of the City Hall parking lot adjacent to the regional bike trial within Centennial
Park. The pond receives runoff from approximately three acres of upstream commercial development. This pond
was constructed in 2006. The proposed work consists of the removal of sediment to restore the water quality
treatment performance of the pond.
Storm Water Pond 60-004 - 2018
Pond 60-004 is located between the 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 Drive 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 at the Earle Brown
Heritage Center may have a leak resulting in a lower water level then the design normal water level. The liner
will be evaluated, working with Embassy Suites who most likely did not restore the liner as part of their project
in 2007-2008.
Storm Water Pond 12-001 – 2019
Pond 12-001 is located north of 53rd Avenue at the end of Upton Avenue 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 - 2019
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 26-006 – 2019
Pond 26-006 is located adjacent to 50th Avenue. The pond receives runoff from approximately five acres of road
and industrial property parking lots. This pond was constructed in 2002. The proposed work consists of the
removal of sediment to restore the water quality treatment performance of the pond.
Storm Water Pond 35-004 – 2019
Pond 35-004 is located west of Oliver Avenue 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 maybe limited due 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 61-001 - 2019
Pond 61-001 is located along the east property line of the Bristol Village Townhomes at 1600 69th Avenue. The
pond receives runoff from approximately 11 acres of upstream residential development. This pond was
constructed in 2003. The proposed work consists of the removal of sediment and vegetation to restore the water
quality treatment performance of the pond.
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Storm Water Pond 48-001 - 2021
Pond 48-001 is located south of Odyssey Academy. The pond receives runoff from approximately 54 acres of
upstream residential development. This pond was constructed in 1997. The proposed work consists of the
removal of sediment and vegetation to restore the water quality treatment performance of the pond.
Storm Water Pond 26-004 - 2022
Pond 26-004 is located north of 50th Avenue and west of the commercial property at 3800 50th Avenue. 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.
Storm Water Pond 35-003 - 2022
Pond 35-003 is located west of Oliver Avenue 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 57-003 - 2022
Pond 57-003 is located north of 69th Avenue just north of the City’s public works facility. The pond receives
runoff from approximately 3.0 acres of upstream park and trail runoff. This pond was constructed in 1996. 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 40-001 - 2023
Pond 40-001 is located east of Palmer Lake Road. The pond receives runoff from approximately 176 acres of
upstream residential development. This pond was constructed in 2000. The performance of this pond is limited
due to the accumulation of sediment. The proposed work consists of the removal of sediment to restore the
water quality treatment performance of the pond.
Storm Water Pond 17-001 - 2025
Pond 17-001 is located north of 65th Avenue. The pond receives runoff from approximately 85 acres of
upstream residential development. The performance of this pond maybe limited due to the accumulation of
sediment. The proposed work consists of the removal of sediment to restore the water quality treatment
performance of the pond.
Storm Water Pond 41-002 - 2026
Pond 41-002 is located north of Woodbine Lane and west of France Avenue. The pond receives runoff from
approximately 36 acres of upstream residential development. This pond was constructed in 1995. The
performance of this pond is limited due to the accumulation of sediment. The proposed work consists of the
removal of sediment to restore the water quality treatment performance of the pond.
Storm Water Pond 53-001 - 2026
Pond 53-001 is located between Beard Avenue and Zenith Avenue adjacent to 69th Avenue. The pond receives
runoff from approximately 35 acres of upstream residential development. This pond was constructed in 1993.
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 11-001 - 2028
Pond 11-001 is located near the parking lot at Centerbrook Golf Course. The pond receives runoff from
approximately 33 acres of upstream residential development. This pond was constructed in 2006. The
performance of this pond maybe limited due to the accumulation of sediment. The proposed work consists of the
removal of sediment to restore the water quality treatment performance of the pond.
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2017-2031 Capital Improvement
Storm Water Pond 59-003 - 2029
Pond 59-003 is located north of the parking lot at Brooklyn Center Community Center. The pond receives runoff
from approximately 1.7 acres of upstream parking lot runoff. 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.
Storm Water Pond 60-003 - 2029
Pond 60-003 is located south of the parking lot at Brooklyn Center City Hall. The pond receives runoff from
approximately 2.0 acres of upstream parking lot runoff. 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.
Storm Water Pond 63-001 - 2029
Pond 63-001 is located north of the parking lot at Brooklyn Center Community Center. The pond receives runoff
from approximately 4.0 acres of upstream street runoff. The performance of this pond maybe limited due to the
accumulation of sediment. The proposed work consists of the removal of sediment to restore the water quality
treatment performance of the pond.
Storm Water Pond 63-002 - 2029
Pond 63-002 is located adjacent to Shingle Creek Parkway. The pond receives runoff from approximately 3.0
acres of upstream street runoff. The performance of this pond is limited due to the accumulation of sediment.
The proposed work consists of the removal of sediment and vegetation to restore the water quality treatment
performance of the pond.
Storm Water Pond 64-001 - 2029
Pond 64-001 is located adjacent to Shingle Creek Parkway. The pond receives runoff from approximately 0.5
acres of upstream runoff but the pond is mostly a part of the larger pond network at the City Hall Complex. The
proposed work consists of the removal of sediment to restore the water quality treatment performance of the
pond.
Storm Water Pond 57-004 - 2030
Pond 57-004 is located north of 69th Avenue with the Palmer Lake Park. The pond receives runoff from
approximately 4.0 acres of upstream street runoff. This pond was constructed in 1999. 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 57-005 - 2030
Pond 57-005 is located adjacent to the west of the public works facility. The pond receives runoff from
approximately 5.0 acres of upstream runoff from the public works yard. This pond was constructed in 1980. 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 70-002 - 2031
Pond 70-002 is located at the intersection of 65th Avenue and Willow Lane. The pond receives runoff from
approximately 3.5 acres of upstream residential runoff. This pond was constructed in 2001. The proposed work
consists of the removal of sediment to restore the water quality treatment performance of the pond.
Shingle Creek Reaeration Project - 2017
The Bass and Shingle Creek Dissolved Oxygen Total Maximum Daily Load (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
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Project Summaries Page |56
2017-2031 Capital Improvement
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 Improvements - 2017
The current backflow preventer at Shingle Creek Parkway and John Martin Drive is not functioning. The
backflow preventer needs to be replaced to prevent the water from Shingle Creek flowing back up the storm
water in high water events.
Connections at Shingle Creek Phase 2 - 2019
In 2015-2016 the City partnered with the Shingle Creek Watershed Management Commission and the City of
Brooklyn Park to complete the Connections at Shingle Creek Restoration Project Phase 1 from Brooklyn
Boulevard to Noble Avenue. A Phase 2 planning project from Regent Avenue 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
the City of Brooklyn Park.
70th Avenue Storm Sewer Trunk Line Rehabilitation - 2019
Constructed in 1960, the storm sewer from 70th Avenue and Willow Lane to the outlet on the Mississippi River
has deteriorated and needs to be rehabilitated to increase the longevity of the pipe.
61st Avenue and Perry Avenue Storm Sewer Improvement - 2021
The storm sewer at 61st Avenue and Perry Avenue 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 Avenue between Cahlander Park and Shingle Creek is deteriorating. A pipe joint
repair project was completed in the 1990’s. The storm sewer will need to be evaluated and rehabilitated.
Park and Trail Improvements
57th Avenue Regional Trail Project (Logan Avenue to Interstate 94) - 2017
Proposed improvements include the conversion of the existing sidewalk to a 10-foot regional trail along the
south side of 57th Avenue/County Road 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 Three Rivers
Park District received a federal grant for this project and the park district will 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 Interstate 94 bridge.
69th Avenue Trail Reconstruction (Shingle Creek Parkway to Dupont Avenue) - 2017
Replace the trail system along 69th Avenue from Shingle Creek Parkway to Dupont Avenue. A nine-foot
wide trail section is proposed including 10 Americans with Disabilities Act (ADA) pedestrian ramps.
Evergreen Park Trail and Parking Lot Improvements – 2017
Replace the bituminous trail within Evergreen Park. 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.
Basketball Court Resurfacing (Kylawn, Centennial West and Northport Parks) - 2017
Proposed construction includes removal of the existing basketball courts and resurface with three-inches of
bituminous. This project also includes new basketball standards.
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Project Summaries Page |57
2017-2031 Capital Improvement
West River Road Trail Improvements – 2018
Replace the bituminous trail along West River Road from 73rd Avenue to 66th Avenue. A ten-foot wide trail
section is proposed. The status of this project will be reevaluated in 2017, pending possible jurisdictional
transfer of the trail from the City to the Three Rivers Park District as part of their regional West Mississippi
River Trail development.
Bridge Rehabilitation (4 Bridges) - 2018
Proposed bridge rehabilitation including concrete deck sealing, miscellaneous concrete repair and railing
repair/painting to the 69th Avenue bridge, the two Shingle Creek Parkway bridges and the Freeway
Boulevard all spanning Shingle Creek.
Centennial Park East Trail Replacement – 2017
Replace the bituminous trail system within the eastern portion of Centennial Park. All adjacent bituminous
trails east of 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.
Arboretum Trail Replacement - 2018
Proposed replacement of the trail system within the fenced Arboretum area. Remove existing bituminous
and replace with a new eight-foot wide bituminous trail.
Brooklyn Boulevard City Entrance Signs Rehabilitation - 2019
Proposed improvements include painting the existing City entrance signs with miscellaneous structural
repairs, updated lighting and cedar fences surrounding the signs located along Brooklyn Boulevard at the
Minneapolis and Brooklyn Park borders.
Freeway Park Trail Replacement – 2021
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.
Park Playground 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.
Northport Park Trail Replacement - 2023
Replace the trail system within Northport Park. An eight-foot wide trail section is proposed.
Miscellaneous Tennis Court Resurfacing - 2024
Proposed construction includes resurfacing of the tennis courts at Evergreen Park, West Palmer Lake Park,
Northport Park, Grandview Park and Centennial Park.
Park Name Sign Replacement - 2025
This project includes the replacement of all 30 park name signs in all of the City Parks.
Hockey Rink Rehabilitation/Replacements - 2026
Proposed rehabilitation includes resurfacing five existing rinks with other miscellaneous rink repairs. An
assessment of the rink appurtenances will need to be completed to determine replacement needs. The rink
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Project Summaries Page |58
2017-2031 Capital Improvement
located at Northport Park will be further evaluated with the Northport Park improvements and master
planning being conducted in connection with the Northport School rehabilitation.
Irrigation Systems Rehabilitation/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 project 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,
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 Scoreboard Improvements - 2027
Proposed construction includes installing new scoreboards at the two softball fields, one at baseball field
and replacement of the scoreboard at the soccer/football field.
69th Avenue Landscape Rehabilitation - 2027
Proposed construction would include irrigation updates and replacing the landscape plantings and sod along
69th Avenue from Brooklyn Boulevard to West Palmer Lake Drive.
Park Trail and Parking Lot Lighting Improvements - 2028
Replace trail and parking lot lights with LED fixtures, fiberglass poles, new wire in conduit in the
following parks: Evergreen, Bellvue, Lions, Centennial East and Centennial West. Work would also
include replacing the electrical cabinets in Bellvue and Lions parks.
Centennial Ball Field Scoreboard Replacement - 2029
Proposed construction includes replacement of the two scoreboards at the two softball fields at Centennial
Park (east).
Park Bleacher Replacement - 2031
Replace six 5-row and seven 3-row bleachers used in various parks.
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2017-2031 Capital Improvement
Miscellaneous Projects and Improvements
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 Hennepin 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.
Azelia Avenue Retaining Wall Replacement - 2018
Replace the retaining walls located at the south end of Azelia Avenue (dead end turnaround location) with
wet cast stone retaining wall.
Lilac Drive Trail Retaining Wall Replacement (South of County Road 57) - 2020
Replace the retaining wall at the Lilac Drive curve just south of County Road 57 at 2121 Lilac Drive with
wet cast stone retaining wall.
Brooklyn Boulevard Corridor Projects 8, 9 and 10 (Bass Lake Road to Interstate 94) - 2021
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
Interstate 94. 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. 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.
TH 252/66th Avenue Interchange and 70th Avenue Pedestrian Overpass - 2021
The proposed interchange and overpass project will improve roadway safety, enhance traffic operations,
reduce access points and provide improved bicycle and pedestrian facilities, converting the southerly
portion of TH 252 to a freeway. The City completed the TH 252 Feasibility Study in 2016 to guide
converting this corridor to a freeway. The funding partnership and proportions are to be determined in the
future but are anticipated to include federal funding, City funding and other regional legislative funding.
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.
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306
City of Brooklyn Center
2017 Budget
Supplementary Information
City of Brooklyn Center
2017 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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8
EARLE BROWN HERITAGE CENTER Page 1
2017-2035 CAPITAL IMPROVEMENT PLAN (revised June 7, 2016)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
LED Lighting Carriage Hall Prefunction 1989 20 2017 $100,000.00
Replace Staging 1990 $19,925.00 20 2017 $45,000.00
Alto-Shaam (2) 1989 $14,000.00 15 2017 $21,000.00
Carriage Hall Carpet 2011 $50,000.00 6 2017 $70,000.00 $236,000.00
Carriage Hall RTU (Prefunction #1) 1989 25 2018 $192,000.00
LED Lighting Harvest 1999 20 2018 $41,000.00
Carriage Hall Window Replacement 1989 25 2018 $70,000.00
Energy Management System (HVAC) 1999 $15,500.00 10 2018 $49,300.00
Parking Lot Seal Coat (Main Lot) 2013 6 2018 $15,000.00 $367,300.00
Carriage Hall RTU (Lower Level #4) 1989 25 2019 $92,000.00
Hippodrome Roof (EDPM) 1990 $91,575.00 20 2019 $205,000.00
Remodel-D Barn New 30 2019 $100,000.00
Phone System 1998 $32,000.00 10 2019 $40,000.00
Multifunction Copier Main Office 2012 $15,000.00 7 2019 $20,000.00
Tack/Morgan/Hall Carpet 2011 $27,000.00 8 2019 $32,000.00
GC/Harvest Prefunction/Link Carpet 2012 7 2019 $60,000.00 $549,000.00
Carriage Hall RTU (CH A #2) 1989 25 2020 $192,000.00
Replace 2 Boilers Convention Center 2010 10 2020 $15,000.00
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
Inn Carpet at Earle Brown House 1989 9 2020 $30,000.00 $452,000.00
Carriage Hall RTU (CH B #3) 1989 25 2021 $192,000.00
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 $260,000.00
Prefunction Tile or Carpet Carriage Hall 2015 6 2022 $92,000.00
Air Handling Unit #5 and #6 1989 27 2020 $73,000.00
Replace One Boiler 2007 $15,000.00 15 2022 $15,000.00 $180,000.00
309
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
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 2017 $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 (Main Lot) 2018 6 2024 $15,000.00
Replace S. Carriage Hall Door/Windows 1989 15 2024 $45,000.00 $60,000.00
Parking Lot Mill and Overlay (East Lots) 2000 25 2025 $100,000.00
Tack/Morgan/Hall Carpet 2019 $30,000.00 8 2025 $32,000.00 $132,000.00
Multifunction Copier Main Office 2019 $15,000.00 7 2026 $20,000.00
Replace Harvest/GC/Link Carpet 2019 $30,000.00 7 2026 $30,000.00 $50,000.00
Replace Harvest/GC Carpet 2020 $40,000.00 7 2027 $50,000.00 $50,000.00
Prefunction Tile or Carpet Carriage Hall 2022 6 2028 $92,000.00
Rotunda Roof & CH Metal Work 1989 20 2028 $91,000.00
HVAC EMS 2018 $15,500.00 10 2028 $49,300.00
Facility Security System Server 2020 8 2028 $50,000.00
Captain's/Estate/Loft Carpet 2021 $18,000.00 7 2028 $30,000.00 $312,300.00
Phone System 2019 $32,000.00 10 2029 $40,000.00
Inn Carpet 2020 9 2029 $30,000.00
Carriage Hall Carpet 2023 $50,000.00 6 2029 $50,000.00 $120,000.00
Replace Stable Roof 1990 20 2030 $28,000.00
Parking Lot Mill and Overlay (Main Lot) 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
Parking Lot Seal Coat (East lots) 2025 $17,264.68 6 2031 $20,000.00
Hippodrome Roof (EDPM) 1990 $91,575.00 17 2031 $100,000.00 $120,000.00
Carriage Hall Wall Panels 1989 $72,000.00 20 2032 $99,000.00
Alto-Shaam (2) 2017 $14,000.00 15 2032 $21,000.00 $120,000.00
310
EARLE BROWN HERITAGE CENTER
2015-2035 CAPITAL IMPROVEMENT PLAN (revised June 15, 2015)Page 3
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Multifunction Copier 2026 $15,000.00 7 2033 $20,000.00
Replace 2 Steam Jacket Kettles 1989 20 2033 $30,000.00
Replace GC/Harvest/Link Carpet 2026 $30,000.00 7 2033 $30,000.00
Replace One Boiler 2018 $10,000.00 15 2033 $15,000.00 $95,000.00
Replace Inn Roofs 1989 20 2034 $50,000.00
Replace D Barn Roof 2009 $24,000.00 20 2034 $24,000.00
Prefunction Tile or Carpet Carriage Hall 2028 6 2034 $92,000.00
Harvest /Garden City Carpet 2027 $40,000.00 7 2034 $40,000.00 $206,000.00
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 2020 15 2035 $20,000.00
Replace 2 Boilers (Inn) 1989 20 2035 $24,000.00
Tack/Morgan/Hall Carpet 2027 $30,000.00 8 2035 $30,000.00
Replace Carriage Hall Carpet 2029 $50,000.00 6 2035 $50,000.00
Replace Combi Oven 2023 $14,165.00 12 2035 $40,000.00
Captain's/Estate/Loft carpet 2028 $30,000.00 7 2035 $30,000.00 $289,000.00
This report encompasses all anticipated capital expenditures (items exceeding $10,000) from 2015-2035.
All dollar amounts are shown in 2012 dollars, with appropriate yearly increases projected where possible.
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BC Liquor Page 1
2017-2031 CIP (revised June 22, 2016)
Acquisition or Subtotals
Replacement Estimated and
Capital Item Year Cost Totals
Electronic Reader Board at #2 2018 $30,000
Business Site-Location Feasibility Analysis 2018 $20,000
2018 $50,000
Expand Store #1 and Remodel - new lease 2020 $500,000
New floors, new shelves
adjust cooler, new register layout
separate entrance and exit
Electronic Reader Board at #1 2020 $30,000
2020 $530,000
Store #2 redo lease and remodel 2023 $200,000
sepreate entrance and exit
2023 $200,000
This report encompasses all anticipated capital expenditures (items exceeding $10,000) from 2017-2031.
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