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HomeMy WebLinkAbout2017 08-21 CCP Joint Work Session with Financial CommissionAGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Monday, August 21, 2017 6:30 p.m. City Hall - City Council Chambers I.Call to Order II.Approval of Agenda III. 2018 General Fund Department Budget Requests a.Fire b.Police c. Community Development (formerly Business & Development/Building & Community Standards) IV. Future Budget Discussions a.September 18, 2017 - Recommended Preliminary Levy b.September 25, 2017 (Regular City Council Meeting) - City Council Adopts Preliminary Budget and Levy c. October 2, 2017 - Special Revenue/Debt Service/Internal Service Funds V. Adjournment M^G i.u M MIIII huIflkuI kiT'I Pz.i .iwii flI ii II flEF1i W Department Name: Fire/Emergency Preparedness 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. ii iivi al IiiirT ri 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 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 Coordinator, a full-time Deputy Fire Chief, a full-time Fire Inspector/Public Education Specialist, and an Administrative Coordinator. !JInitiatives focused on the achievement of strategic priorities/value propositions: In 2018, we strive to complete the following: o Increase the opportunities for firefighters to obtain outside training to enhance their skills. This would be achieved by offering the ability to attend conferences, symposiums and regional training sessions. o Increase the safety of the community by offering Home Safety Surveys, Hands Only CPR, and installation of Smoke and Carbon Monoxide Detectors. Visit all elementary schools during Fire Prevention Week and educate approximately 1250 school aged children on fire safety. Continue Fire and Fall safety for older adults. o Recruit 8 additional firefighters to bring the department to full strength. Staffing Levels 2017 2018 2019 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 0 0 0 6 6 6 24 32 32 36 44 44 Positions o Fire Chief o Deputy Fire Chief o Fire Inspector/Public Education Specialist o Administrative Coordinator o Paid On-Call Assistant Fire Chief o Paid On-Call District Fire Chief o Paid On-Call Captain o Paid On-Call Firefighter Total Number of Personnel 2 IhrgiFmT!YHlifl ITTTp Administration Division This division is responsible for the management of the department. Functions in this division include budgeting, implementation and development of policies and procedures and ensuring that all records are maintained and updated. Fire Prevention Division This division offers a variety of public education opportunities which focuses on fire prevention so people have 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. Operations Division This division provides fire suppression, emergency medical services, mitigation of hazardous materials spills and leaks, and other rescue services to the citizens and visitors whom transverse our community. o Training Division This division is responsible for making sure all firefighters are trained to the appropriate certification level by offering weekly, monthly and yearly training opportunities. This division also oversees the Fire Explorer Program. o 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. iii terri o Emergency Response Reduce the loss of life and property from fire events. a.Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time (NFPA Standard 1720). b.Confine fire to room of origin 75% of the time. c. Recruit and hire 8 additional firefighters. o Fire Prevention/Education Fire prevention reduces the loss of life and property from fire and emergency medical events through education. a. Conduct commercial property inspections throughout each district in accordance with the fire departments inspection cycle. b.Continue implementation of public awareness campaign for all residents by offering Home Safety Surveys. This campaign would also involve distributing and installing Smoke and Carbon Monoxide Detectors for those that are unable to on their own. This program would also involve battery replacements if needed for these devices. c.Offer Hands Only CPR training to all residents, businesses and employees of the City. d.Conduct fire education training for all elementary schools in the City during Fire Prevention Week. e.Offer Fire Safety and Fall training to older adults. Emergency Management Prepare the community and city staff to respond to, recover from, and reduce the effects of natural or manmade disasters. a.Assure all leadership team members and key city staff is trained to the appropriate National Incident Management Level (NIMS). b.Conduct an annual emergency management tabletop exercise. Performance Objectives Description of Performance Measure Performance Levels *A c t ual Value Target Value Achieve a 9 minute response time to a structure fire 37%with 15 firefighters 90% of the time (NFPA (10/27 occurrences)90% Standard 1720). 51.8%75%Confine fire to room of origin 75% of the time.(14/27 occurrences) *2016 data ff Staff Vehicle Replacement Allocate $33,000 to replace a non-funded staff utility vehicle with a Ford Explorer. This will ensure that all vehicles in the fleet are on a designated replacement schedule. This vehicle will be primarily used by a Chief Officer to allow faster response to emergency calls for service in the city. • GENERAL FUND 42210 FIRE 2017 2015 2016 June 2017 2018 2019 Object Code I Description Actual Actual 'lID Budget_ Budget Change Budget 42210 FIRE 6101 -WAGES& SALARIES-FT EMPLOYEES $170,263 $222,150 $155,500 $308,883 $317,302 2.73%$ 330,500 6102- OVERTIME FT EMPLOYEES -538 163 2,500 500 -80.00%500 6103- WAGES-PART TIME EMPLOYEES 243,836 261,864 160,167 336,000 316,000 -5.95%323,000 6111 -SEVERANCE PAY 2,819 1,100 ---0.00%- 6122-PERA COORDINATED PLAN --2,141 4,124 4,206 1.99%4,290 6123- PERA POLICE & FIRE PLAN 27,583 35,879 20,592 41,131 42,641 3.67%44,597 6125- FICA - SOCIAL SECURITY 15,055 16,240 11,520 26,039 24,867 -4.50%24,397 6126- FICA - MEDICARE 5,938 6,963 4,546 9,772 9,633 -1.42%9,824 6127- FIRE RELIEF ASSOCIATION 148,061 146,002 1,000 148,000 148,000 0.00%148,000 6131 - CAFETERIA PLAN CONTRIBUTIONS 20,300 33,874 29,706 53,952 57,188 6.00%60,600 6151 -WORKER'S COMP INSURANCE 59,286 63,660 47,026 49,875 55,481 11.24%56,411 TOTAL PERSONAL SERVICES 693,141 788,270 432,361 980,276 975,818 -045%1,002,119 6201 -OFFICE SUPPLIES 508 103 19 840 500 -40.48%500 6203-BOOKSIREFERENCEMATERIALS 316 375 408 800 500 -37.50%500 6211 -CLEANING SUPPLIES 20 100 390 -500 100.00%500 6214 - CLOTHING & PERSONAL EQUIPMENT 32,037 6,325 2,290 8,000 5,000 -37.50%6,000 6217- SAFETY SUPPLIES -5,255 1,827 21,000 10,000 -52.38%14,000 6219- GENERAL OPERATING SUPPLIES 12,283 7,507 5,271 10,000 10,000 0.00%11,000 6219.1 -GEN OP SUP-FIRE EDUCATION 1,920 3,020 2,548 2,000 4,000 100.00%4,000 6239- OTHER REPAIR & MAINT SUPPLIES -179 ---0.00%- 6241 -SMALL TOOLS -746 341 1,600 1,000 -37.50%1,000 6242- MINOR EQUIPMENT 23,432 16,254 5,267 18,000 10,000 -44,44%11,000 6243- MINOR COMPUTER EQUIPMENT 4,283 7,466 4,300 4,300 6,900 60.47%36,850 TOTAL SUPPLIES 74,799 47,330 22,661 66,540 48,400 -27.26%85,350 6305- MEDICAL SERVICES 520 2,416 1,523 12,000 7,000 -41.67%10,000 6307-PROFESSIONAL SERVICES 3,566 4,764 12,799 1,660 5,000 201.20%5,000 6321 -TELEPHONE/PAGERS 4,282 4,130 1,587 5,890 5,260 -10.70%5,260 6323- RADIO COMMUNICATIONS 8,400 10,568 4,860 9,000 10,000 11.11%10,000 6329- OTHER COMMUNICATION SERVICES 5,477 5,653 3,604 5,820 6,000 3.09%- 6331 -TRAVEL EXPENSE/MILEAGE 558 105 28 600 600 0.00%600 6333-FREIGHT/DRAYAGE --21 --0.00%- 6341 -PERSONNEL ADVERTISING 40 150 -1,000 1,000 0.00%1,000 6351 - PRINTING 91 646 -600 500 -16.67%500 6369-OTHER INSURANCE -1,113 -1,200 1,200 0.00%- 6381 - ELECTRIC 20,381 23,360 12,432 23,000 23,000 0.00%23,000 6382-GAS 14,554 12,450 11,801 19,250 19,500 1.30%19,500 6383-WATER 1,942 1,942 587 4,100 2,000 -51.22%2,000 6385-SEWER 1,882 2,141 487 2,200 2,200 0.00%2,200 6386- STORM SEWER 941 941 470 800 1,000 25.00%1,000 6389- STREET LIGHTS 283 283 142 200 300 50.00%300 6402- EQUIPMENT SERVICES 10,013 12,205 7,675 9,000 10,000 11.11%10,000 6406- MULTI-FUNCTION MTNCE 527 450 104 500 525 5.00%- 6417-UNIFORMS --60 2,000 2,100 5.00%2,200 6422- SOFTWARE MAINT 2,065 3,660 3,760 3,900 4,000 2.56%- 6432- CONFERENCES AND SCHOOLS 10,021 14,498 9,592 20,000 15,000 -25.00%16,000 6433- MEETING EXPENSES 79 276 195 500 500 0.00%500 6434- DUES & SUBSCRIPTIONS 4,603 1,235 1,883 3,500 2,500 -28.57%2,500 6443- PRIZE AWARDS/EXPENSE REIMB 724 1,140 -1,500 1,500 0.00%1,500 6444- RELOCATION EXPENSES 3,000 ----0.00%- 6449- OTHER CONTRACTUAL SERVICE 203 6,624 191 1,000 2,000 100.00%2,000 TOTAL SERVICES & OTHER CHARGES 94,152 110,750 73,801 129,220 122,685 -5.06%115,060 6461 -FUEL CHARGES 11,373 9,715 4,448 11,524 10,967 -4.83%11,296 6462- FIXED CHARGES 32,848 28,330 14,231 28,462 26,402 -7.24%27,194 6463- REPAIR & MAINT CHARGES 41,930 25,524 29,738 39,405 36,000 -8.64%37,080 6465- REPLACEMENT CHARGES 137,586 147,772 82,121 164,242 172,117 4.79%177,280 TOTAL CENTRAL GARAGE CHARGES 223,737 211,341 130,538 243,633 245,486 0.76%252,850 6540- EQUIPMENT & MACHINERY 13,916 ---33,000 100.00%- TOTAL CAPITAL OUTLAY 13,916 ---33,000 100.00%- TOTAL BUSINESS UNIT EXPENSES $ 1,099,745 $ 1,157,691 $ 659,361 $ 1,419669 $ 1,425,389 0.40%$ 1,455,379 GENERAL FUND 42510 - EMERGENCY PREPAREDNESS 2017 2015 2016 June 2017 2018 2019 Object Code/ Description Actual Actual YTD Budget Budget_ Change Budget 42510- EMERGENCY PREPAREDNESS 6101 -WAGES& SALARIES-FT EMPLOYEES $51,811 $53,731 $ - $ - $- 0.00% $ -6111 -SEVERANCE PAY 1,211 1,449 - -- 0.00% - 6122 - PERA COORDINATED PLAN 3,886 4,030 - -- 0.00% - 6125- FICA - SOCIAL SECURITY 3,346 3,501 - -- 0.00% - 6126- FICA - MEDICARE 783 819 - -- 0.00% - 6131 - CAFETERIA PLAN CONTRIBUTIONS 12,708 13,488 278 -- 0.00% - 6151 -WORKER'S COMP INSURANCE 399 404 - -- 0.00% - TOTAL PERSONAL SERVICES 74,144 77,422 278 -- 0.00% - 6201 -OFFICE SUPPLIES ---400 400 0.00%400 6203- BOOKS/REFERENCE MATERIALS ---500 500 0.00%500 6204- STATIONARY SUPPLIES ---300 300 0.00%300 6219- GENERAL OPERATING SUPPLIES -4 -800 800 0.00%800 6242- MINOR EQUIPMENT ---3,000 3,000 0.00%3,000 TOTAL SUPPLIES -4 -5,000 51000 0.00%5000 6381 -ELECTRIC 339 354 213 400 400 0.00%400 6402 - EQUIPMENT SERVICES 2,109 2,109 2,109 3,000 3,150 5.00%3,150 6432-CONFERENCES AND SCHOOLS 2,020 650 -3,000 3,000 0.00%3,000 6434-DUES & SUBSCRIPTIONS 260 130 -390 390 0.00%390 TOTAL SERVICES & OTHER CHARGES 4,728 3 ,243 2,322 6,790 6.940 2.21%6,940 TOTAL BUSINESS UNIT EXPENSES $ 78 ,872 $80,669 $2,600 $11,790 $11,940 1.27% $11,940 6 C)0 a)o = o= 0) Q )C1J •0-0 :='a00 Iw Oo=U) w E cc 0>= 0== -= I1w == 1= = a)U)0 w CJ rn 0oa)w>ci II.F 0 0 CD0= 0 =::== g 0 =0 =0 CD ==J wo SO 0 = C u U)W=0 ( 0n cci) 0 CD CD HciE 03 =0 = 0)==CD==0 = f=CD Wo c coCD E 2 0 Ci w = 0EE 0=t1 >U) 0 0 u rn 0 === ->CD0 =0 = Eo-- ci ci) w:11 (DWN IN I 5 g > 0 dci) 0 : E Eci o =ow I235 'c1) CO) c/f)c== f=f=:=!==kdfco ci)ci==@CO d L o :=' o=ct) 9 L Lr cD Il ooc co 0 E Eoo =@ o ci = 0==c1 0 ' 3 0 NEE 92 ou CO 0 4= c o >%O w cl E Elm I I S N Q S 2 0 u2 A LU o =' ° =' c L •0 U) crs COO I) 0 'a.00 CD. 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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 per day, seven days per 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. In an effort 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 4888, 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: In 2018, we will strive to complete the following: o Enhance the image of the community by improving the perception of safety within the community; engage troubled youth with alternatives to court interventions by means of diversion services to improve outcomes; and engage all youth with positive and construction contacts with police. o Engage the media to include social media; highlighting stories that spotlight police efforts with crime reduction and citizen engagement. This effort may include allowing better and more frequent access to police personnel and activities. o Maintain a team of officers with a sergeant, whose primary focus is dedicated to constantly monitor criminal activity and address it in a proactive manner. This team's primary focus will be the commercial districts, including Shingle Creek Crossing and area hotels/motels. o Increase the opportunities for officers to engage the community in non-enforcement, positive, and informative ways, including but not limited to events such as: coffee/ice cream with a cop, Multi- cultural Advisory Committee (MAC) meetings, Safe Summer Nights events, and neighborhood area meetings. o Work to identify youth who have been exposed to domestic violence within their home in addition to potential sex trafficking victims. Provide resources available to the victim such as Cornerstone advocacy services. 20 Expand our youth outreach activities to build on our already existing open gym activities, Safety Academy, "Cop Talks" at elementary schools, and continued participation with Junior Achievement programs. Fully integrate Body Worn Cameras (BWC5) alongside our existing squad camera systems to create an enhanced environment of transparency and increased investigative effectiveness. Staffing Levels: Positions FTEs 2017 2018 2019 Chief 1 1 1 Division Commanders 3 3 3 Support Services Manager 1 1 1 Sergeants 7 7 7 o Detectives 5 5 5 o School Resource Officer 1 1 1 o Juvenile Officer 1 1 1 o Auto Theft Officer (grant funded until 6/30/19)1 1 .5 o Violent Offenders Task Force Officer 1 1 1 o Hennepin County Drug Task Force Officer 1 1 1 o Patrol Officers 28 28 28 o Crime Analyst 1 1 1 o Crime Prevention Specialist 1 1 1 o Administrative Assistant 1 1 1 o Records Specialist -1 1 o Records Technicians 8 7 7 o Part-time Staff - Community Service Officers (10 - PT Staff) - Joint Community Policing Partnership (JCPP) Cadet Program (2 - 3 Cadets)4.64 4.64 4.64 Total Number of Personnel 65.64 65.64 65.14 Strategic Functions/Division(s): o Administration Division 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. o Investigation Division 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 (CPS), the Hennepin County Attorney's Office (HCAO), and CornerHouse child interview services. 21 o Patrol Division We are the primary responder to all public safety calls for service. Each year, the police department handles nearly 36,000 public safety incidents. The Patrol Division has three units that work together to ensure the best quality of service is delivered for each call. They are the Community Service Unit, the Emergency Operations Unit, and the Street Patrol Unit. Support Services Division 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 4,500 detailed reports. Annual Goals 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. d.Utilize the Domestic Abuse Response Team (DART) to provide needed resources and follow-up to domestic abuse victims. 2. Reduce youth crime: a.Maintain a juvenile officer whose focus is to work directly with juvenile probation, family courts, as well as the juvenile and their family. b.Work regionally with all Hennepin County law enforcement agencies to develop a universal youth diversion program. Educate the community about gateway crimes, such as curfew, truancy, and drinking. Provide prevention resources for parents while partnering with Brooklyn Center area schools to enhance safety education. 3. Reduce crime, and the perception of crime, at the city's commercial properties: a.Dedicate a patrol team and supervisor to the commercial center of the city. b.Engage business owners/managers to work together and maintain zero tolerance of nuisance crimes such as loitering, littering, and aggressive panhandling. C. Work in partnership with Metro Transit by keeping public transportation safe to and from the commercial area. 22 Performance Objectives Perfori Description of Performance Measure -Actual Value Part One violent crimes compared to Hennepin 363 Brooklyn Center County with a ratio of per 100,000 residents 486 Hennepin County (25% below County average) The crime of Burglary compared to Hennepin Co. 315 Brooklyn Center In a ratio of per 100,000 residents. 457 Hennepin County (31% below County riance Levels Target Value No less than 10% below the average of Hennepin County No less than 10% below the average of Hennepin County Number of youth that complete diversion no repeat 85 referrals 37% success rate Increase that success rate to 40% Number of residents engaged and actively involved 185 Block Captains/39% 200 Block Captains! 50% in Crime Prevention of the City represented of the City represented Percentane of cases handled by DART 100% 100% 23 GENERAL FUND 42110 - POLICE-ADMINISTRATION 2017 2015 2016 June 2017 2018 2019 Object Code I Description Actual Actual YTD Budget Budget Change Budget 42110- POLICE-ADMINISTRATION 6101 -WAGES & SALARIES-FT EMPLOYEES $167,743 $ 170,406 $92,491 $181,052 $184,664 2.00% $188,358 6111 -SEVERANCE PAY 2,541 4,199 ---0.00%- 6122- PERA COORDINATED PLAN 3,673 3,898 2,089 4,024 4,104 1.99%4,186 6123- PERA POLICE & FIRE PLAN 19,240 19,185 10,471 20,639 21,052 2.00%21,473 6125-FICA-SOCIAL SECURITY 3,331 3,412 1,846 3,326 3,392 1.98%3,460 6126-FICA-MEDICARE 2,419 2,590 1,405 2,625 2,677 1.98%2,731 6131 -CAFETERIA PLAN CONTRIBUTIONS 18,948 26,754 14,612 26,976 28,594 6.00%30,300 6151 - WORKER'S COMP INSURANCE 5,282 6,417 3,439 4,907 6,638 35.28%6,772 TOTAL PERSONAL SERVICES 223,177 236,861 126,353 243,549 251,121 3.11%257,280 6214- CLOTHING & PERSONAL EQUIPMENT 284 204 -500 500 0.00%600 6219-GENERAL OPERATING SUPPLIES 1,038 762 2,162 450 500 11.11%750 6242- MINOR EQUIPMENT -913 ---0.00%- 6243- MINOR COMPUTER EQUIPMENT 2,722 1,430 ---0.00%- TOTAL SUPPLIES 4,044 3,309 2,162 950 1,000 5.26%1,350 6305- MEDICAL SERVICES 5,399 2,397 4,766 4,000 5,000 25.00%6,000 6306- PERSONNEL/LABOR RELATIONS ---5,000 5,000 0.00%5,000 6307- PROFESSIONAL SERVICES 24,380 1,059 7,038 3,000 3,000 0.00%4,000 6321 -TELEPHONE/PAGERS 498 406 132 600 640 6.67%640 6331 -TRAVEL EXPENSE/MILEAGE 20 3 -100 100 0.00%100 6341 -PERSONNEL ADVERTISING 225 -35 2,000 2,000 0.00%2,000 6342- LEGAL NOTICES -35 ---0.00%- 6412-BLDGS/FACILITIES 7,250 7,500 5,780 8,000 8,000 0.00%8,500 6421 - SOFTWARE LICENSE -----0.00%- 6432- CONFERENCES AND SCHOOLS 32,254 32,415 21,571 34,000 61,000 79.41%40,000 6433- MEETING EXPENSES 1,239 1,402 626 3,500 4,000 14.29%4,000 6434- DUES & SUBSCRIPTIONS 9,248 9,642 1,730 9,200 10,000 8.70%10,000 6441 - LICENSES, TAXES & FEES 2,627 1,530 720 2.500 3,000 20.00%3,000 6448- PRISONER BOARDING CHARGES 9,884 ----0.00%- TOTAL SERVICES & OTHER CHARGES 93,024 56,389 42,398 71,900 101,740 41.50%83,240 TOTAL BUSINESS UNIT EXPENSES $ 320,245 $ 296,559 $ 170,913 $ 316,399 $ 353,861 11.84% $ 341,870 24 GENERAL FUND 42120 - POLICE-INVESTIGATION 2017 2015 2016 June 2017 2018 2019 Object Code I Desciiption Actual Actual YTD Budget Budget Change Budget 42120- POLICE-INVESTIGATION 6101 - WAGES & SALARIES-FT EMPLOYEES $567,387 $600,889 $ 313,331 $614,486 $632,642 2.95% $646,433 6102- OVERTIME-FT EMPLOYEES 34,160 37,186 16,772 38,000 37,000 -2.63%38,000 6105- CONTRACTED SVCS OT 541 1,036 5,056 500 10,000 1900.00%10,000 6111 -SEVERANCE PAY 8,715 11,326 ---0.00%- 6123- PERA POLICE & FIRE PLAN 97,538 103,536 54,296 105,541 108,485 2.79%110,798 6125- FICA - SOCIAL SECURITY (1,388)----0.00%- 6126-FICA-MEDICARE 8,248 8,971 4,715 9,447 9,710 2.78%9,917 6131 - CAFETERIA PLAN CONTRIBUTIONS 78,470 85,284 54,371 94,416 100,079 6.00%106,050 6151 -WORKER'S COMP INSURANCE 24,463 31,969 16,398 23,258 32,212 38.50%32,895 TOTAL PERSONAL SERVICES 818,134 880,197 464,939 885,648 930,128 5.02%954,093 6201 - OFFICE SUPPLIES 203 ----0.00%- 6214-CLOTHING & PERSONAL EQUIPMENT 5,087 4,601 3,237 6,000 6,000 0.00%7,000 6219- GENERAL OPERATING SUPPLIES 151 82 -500 500 0.00%500 6243- MINOR COMPUTER EQUIPMENT -6,760 2,842 3,800 1,450 -61,84%- TOTAL SUPPLIES 5,441 11,443 6,079 10 ,300 7,950 -22,82%7,500 6307- PROFESSIONAL SERVICES 5,037 5,380 14,145 14,500 4,500 -68.97%5,000 6321 -TELEPHONE/PAGERS 3,575 3,132 1,145 4,440 4,740 6.76%4,740 6329- OTHER COMMUNICATION SERVICES -706 490 900 927 3.00%- 6331 -TRAVEL EXPENSE/MILEAGE 156 -7 100 100 0.00%100 6432- CONFERENCES AND SCHOOLS -3,373 -2,000 2,000 0.00%2,000 6434- DUES & SUBSCRIPTIONS 325 225 -650 650 0.00%650 6449- OTHER CONTRACTUAL SERVICE 13,318 13,491 13,776 20,000 15,000 -25.00%16,000 TOTAL SERVICES & OTHER CHARGES 22,411 26,307 29,563 42,590 27,917 -34.45%28 ,490 TOTAL BUSINESS UNIT EXPENSES $ 845,986 $ 917,947 $ 500,581 $ 938,538 $ 965,995 2.93% $ 990 ,083 25 GENERAL FUND 42123 - POLICE-PATROL 2017 2015 2016 June 2017 2018 2019 Object Code! Description Actual Actual YTD Budget Budget Change Budget 42123- POLICE-PATROL 6101 - WAGES & SALARIES-FT EMPLOYEES $ 2,998,005 $ 3,111,917 $ 1,670,599 $ 3,364,956 $3,488,968 3.69%$ 3,564,381 6102- OVERTIME-FT EMPLOYEES 233,369 218,142 110,225 212,000 212,000 0.00%217,000 6103- WAGES-PART TIME EMPLOYEES 155,857 166,146 78,991 135,000 150,000 11.11%160,000 6104- OVERTIME-PART TIME EMPLOYEES 39 -167 --0.00%- 6105-CONTRACTED SVCS 01 1,007 2,841 15,627 5,000 75,000 1400.00%75,000 6111 -SEVERANCE PAY 41,273 44,401 25,689 --0.00%- 6122 - PERA COORDINATED PLAN 17,961 15,699 8,589 20,220 22,290 10.24%22,489 6123- PERA POLICE & FIRE PLAN 519,021 523,430 280,124 558,467 578,956 3.67%590,738 6125- FICA - SOCIAL SECURITY 16,681 15,803 8,631 16,715 18,427 10.24%18,591 6126- FICA - MEDICARE 48,984 49,538 27,652 53,897 56,129 4.14%57,224 6131 -CAFETERIA PLAN CONTRIBUTIONS 465,415 503,975 281,887 566,496 600,474 6.00%636,300 6141 -UNEMPLOYMENT COMPENSATION 2,213 1,476 ---0.00%- 6151 -WORKER'S COMP INSURANCE 128,141 161,527 84,803 124,906 173,719 39.08%177,239 TOTAL PERSONAL SERVICES 4627,966 4,814,895 2,592,984 5,057,657 5,375,963 6.29%5,518,962 6201 -OFFICE SUPPLIES --145 -200 100.00%200 6203-BOOKS/REFERENCE MATERIALS 774 529 470 250 250 0.00%250 6214 - CLOTHING & PERSONAL EQUIPMENT 48,816 63,808 29,155 50,000 63,000 26.00%55,000 6217- SAFETY SUPPLIES 1,219 19,193 3,930 1,000 1,000 0.00%2,000 6219- GENERAL OPERATING SUPPLIES 22,846 28,856 21,122 19,000 19,000 0.00%20,000 6242- MINOR EQUIPMENT 1,415 3,302 807 3,000 3,000 0.00%3,000 6243- MINOR COMPUTER EQUIPMENT 27,503 25.273 10,105 13,100 54,800 318.32%28.700 TOTAL SUPPLIES 102,573 140,961 65,734 86,350 141,250 63.58%109,150 6305- MEDICAL SERVICES 6307- PROFESSIONAL SERVICES 6321 - TELEPHONE/PAGERS 6323- RADIO COMMUNICATIONS 6329- OTHER COMMUNICATION SERVICES 6331 -TRAVEL EXPENSE/MILEAGE 6333- FREIGHT/DRAYAGE 6351 - PRINTING 6402- EQUIPMENT SERVICES 6409-OTHER REPAIR & MAINT SVCS 6422 -SOFTWARE MAINTENANCE 6423- LOGIS CHARGES 6428- PROTECTION SERVICES 6432- CONFERENCES AND SCHOOLS 6447-TOWING CHARGES 6449- OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES 942 907 513 1,000 1,000 0.00% 2,663 815 282 2,000 2,000 0.00% 6,578 5,610 1,825 8,200 11,500 40.24% 18,144 20,289 11,987 20,000 20,000 0.00% 21,808 21,934 12,654 21,640 22,300 3.05% 219 117 -100 100 0.00% 27 ----0.00% -110 ---0.00% 10,584 6,408 935 6,500 6,500 0.00% -----0.00% 1,625 2,850 -3,000 3,100 3.33% 20,749 21,734 13,522 21,275 33,881 59.25% 3,456 ----0.00% 5,691 11,263 4,262 7,000 12,000 71.43% 829 264 378 750 750 0.00% 34,390 32,864 16,046 32,500 32,500 0.00% 127,705 125,165 62,404 123,965 145,631 17.48% 1,000 2,000 11,500 20,000 100 6,500 27,770 8,000 750 32,500 110,120 6461 - FUEL CHARGES 6462- FIXED CHARGES 6463- REPAIR & MAINT CHARGES 6465- REPLACEMENT CHARGES TOTAL CENTRAL GARAGE CHARGES TOTAL BUSINESS UNIT EXPENSES 115,288 86,733 48,060 114,013 120,432 5.63%124,045 33,536 28,006 14,654 29,307 27,674 -5.57%28,504 100,379 84,807 62,581 123,518 118,000 -4.47%121,540 146,241 152,863 78,938 157,875 163,875 3.80%168,791 395,444 352,409 204,233 424,713 429,981 1.24%442,880 $ 5,253,688 $ 5,433,430 $ 2,925,355 $ 5,692,685 $ 6,092,825 7.03% $ 6,181,112 26 GENERAL FUND 42151 - POLICE-SUPPORT SERVICES 2017 2015 2016 June 2017 2018 2019 Object Code! Description Actual Actual YTD Budget Budget Change Budget 42151 - POLICE-SUPPORT SERVICES 6101 - WAGES & SALARIES-FT EMPLOYEES 6102- OVERTIME-FT EMPLOYEES 6111 - SEVERANCE PAY 6122- PERA COORDINATED PLAN 6125- FICA - SOCIAL SECURITY 6126- FICA- MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKERS COMP INSURANCE TOTAL PERSONAL SERVICES 6201 - OFFICE SUPPLIES 6214- CLOTHING & PERSONAL EQUIPMENT 6219- GENERAL OPERATING SUPPLIES 6242- MINOR EQUIPMENT 6243- MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6307- PROFESSIONAL SERVICES 6321 - TELEPHONE/PAGERS 6322- POSTAGE 6329- OTHER COMMUNICATION SERVICES 6331 -TRAVEL EXPENSE/MILEAGE 6333- FREIGHT/DRAYAGE 6342- LEGAL NOTICES 6351 - PRINTING 6402- EQUIPMENT SERVICES 6406- MULTI-FUNCTION MINCE 6421 - SOFTWARE LICENSE 6422- SOFTWARE MAINT 6423- LOGIS CHARGES 6441 - LICENSES, TAXES & FEES 6448- PRISONER BOARDING CHARGES 6449- OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 398,728 $ 441,019 $237,418 $459,993 $478,564 404% 1,770 1,049 608 2,000 2,000 0.00% 2,747 3,696 ---0.00% 29,784 33,156 17,852 34,649 36,044 4.03% 25,681 28,287 15,725 28,645 29,793 4.01% 6,006 6,615 3,678 6,697 6,969 4.06% 85,947 104,954 66,014 121,392 128,673 6.00% 3,055 3,318 1,753 3,105 3,327 7.15% 553,718 622,094 343,048 656,481 695 ,370 4.40% 6,248 6,200 2,852 6,000 6,000 0.00% 3,130 1,181 1,177 4,000 4,000 0.00% 3,564 1,064 3,411 3,300 3,300 0.00% 11,766 9,708 4,720 5,000 5,000 0.00% -589 10,327 10,300 2,250 -78.16% 24,708 18,742 22,487 28,600 20,550 -28.15% 797 733 891 1,000 1,000 0.00%1,000 1,898 1,643 716 1,965 1,900 -3.31%1,900 --127 --0.00%- 1,755 1,510 -1,560 1,610 3.21%- 23 143 99 50 50 0.00%100 212 105 66 200 200 0.00%200 50 ----0.00%- 5,920 2,815 2,858 8,000 8,000 0.00%8,000 9,206 2,696 2,210 3,000 3,000 0.00%3,000 4,487 5,220 1,142 5,000 5,150 3.00%- 269 100 -4,600 --100.00%- 3,755 3,705 3,705 6,300 6,800 7.94%- 148,356 165,156 100,373 174,704 184,138 5.40%147,122 430 444 175 250 250 0.00%250 93,053 95,064 41,859 110,000 100,000 -9.09%100,000 2,820 9,011 ---0.00%- 273,031 288,345 154,221 316,629 312,098 -1.43%261,572 $ 851,457 $ 929,181 $ 519,756 $ 1,001,710 $ 1,018,018 1.63% $ 990,722 $ 493,763 2,000 37,182 30,737 7,187 136,350 3,431 710,650 6,000 4,000 3,500 5,000 18,500 27 GENERAL FUND 42170 - POLICE-STATIONS AND BLDGS Object Code! Description 2015 2016 Actual Actual 2017 June 2017 YTD Budget 2018 2019 Budget Change Budget42170- POLICE-STATIONS AND BLDGS 6101 - WAGES & SALARIES-FT EMPLOYEES $ 28,070 $ -$ - $ -$ - 0.00% $ -6102- OVERTIME-FT EMPLOYEES - -- -- 0.00% -6103- WAGES-PART TIME EMPLOYEES - -- -- 0.00% -6111 -SEVERANCE PAY - -- -- 0.00% -6122-PERA COORDINATED PLAN 2,105 -- 75 - -100.00% -6125- FICA - SOCIAL SECURITY 1,904 -- 62 - -100.00% -6126-FICA-MEDICARE 445 -- 15 - -100.00% -6131 -CAFETERIA PLAN CONTRIBUTIONS 10,590 -- -- 0.00% -6151-WORKER'S COMP INSURANCE 1,602 -- 49 - -100.00% -TOTAL PERSONAL SERVICES 44,716 -- 201 - -100.00% - 6201 - OFFICE SUPPLIES -----0.00%-6211 - CLEANING SUPPLIES 1,540 468 2,506 2,000 2,000 0.00%2,0006214 - CLOTHING & PERSONAL EQUIPMENT -----0.00%-6216- CHEMICALS/CHEMICAL PRODUCTS ---250 250 0.00%2506219- GENERAL OPERATING SUPPLIES 4,427 6,269 26 2,000 5,000 150.00%5,0006225-PARK & LANDSCAPE MATERIALS ---750 750 0.00%7506239- OTHER REPAIR & MAINT SUPPLIES 7,935 4,718 3,192 5,000 6,000 20.00%6,0006241 - SMALL TOOLS 80 --200 200 0.00%2006242- MINOR EQUIPMENT 1,800 1,444 1,111 1,500 1,500 0.00%1,500TOTAL SUPPLIES 15,782 12,899 6,835 11,700 15,700 34.19%15,700 6381 - ELECTRIC 66,263 66,140 41,772 67,000 68,000 1.49%68,5006382-GAS 18,170 14,787 14,937 18,000 19,000 5.56%19,0006383-WATER 2,334 2,186 553 4,000 4,000 0.00%4,0006384- REFUSE DISPOSAL 1,969 1,978 820 2,500 2,500 0.00%2,5006385-SEWER 689 644 428 2,000 2,000 0.00%2,0006386- STORM SEWER 651 651 326 800 800 0.00%8006387- HEATING OIL ---1,000 1,000 0.00%1,0006388-HAZARDOUS WASTE DISPOSAL 372 375 194 2,500 2,500 0.00%2,5006389-STREETLIGHTS 196 196 98 250 250 0.00%2506402- EQUIPMENT SERVICES 8,643 8,901 8,259 6,000 8,000 33.33%8,0006403- BLDG5/FACILITIES MAINT SERVICE 28,411 18,024 9,822 26,500 27,000 1.89%-6405- PARK & LANDSCAPE SERVICES 3,925 3,925 4,320 6,000 5,500 -8.33%5,5006409- OTHER REPAIR & MAINT SVCS 460 --2,000 1,000 -50.00%1,0006441 - LICENSES, TAXES & FEES 110 110 100 150 150 0.00%1506449- OTHER CONTRACTUAL SERVICE 26,467 71,172 39,726 70,000 75,000 7.14%76,000TOTAL SERVICES & OTHER CHARGES 158,660 189,089 121,355 208,700 216,700 3.83%191,200 6520- BUILDINGS & FACILITIES 9,774 7,957 1,197 12,500 28,000 124.00%20,000TOTAL CAPITAL OUTLAY 9,774 7,957 1,197 12,500 28,000 124.00%20,000 TOTAL BUSINESS UNIT EXPENSES $ 228,932 $209,945 $ 129,387 $ 233,101 $260,400 11.71% $226,900 [LL ftp] E4-a LM OIEDw o rii:ii (D(iI LLI -1 z0 C () =c w W Cu CO =O 0=0 cLi cu Cu L) :> 00____U If)UL-0 >== -J Cu '-c)=Cu0 0 _0 00= Co==1' 0= - Cu 0=- w =0ECu 0 CA- 0 0 $= -j U =n 0 Cu W (Cu (Li 0 cu ==Q U (I)M b0=Cu (Li (I 0 =>w ro .0 0=0 (=11 (Cu If)Q U cu C!)(Cu (Li > ci)U CU ===__- j =0 (Cu . co =c CO 01_J1 E =-0=0 0:===ro =((0= ______CL) KT u 0--)0=0=(L)= ,i U CU 0= LT 0 W ci)U 0 cu 2 0- -- 1— I CI)U 0===(Cu-0=E 0 E Cu Wi (Cu a E a 9 oj CU W (Ci CI)CuJ =C U =0 =bfl 0 (ci H (Cu H H Q==H (Ci 0=0= 0 0 C) 0 LU T)z • —en N Lfl L 00 '-1Ln 'I toenNmV-i 00 00 -en rH N L1)=4 =1 =I =1 00 LC '-I0rJ G)U C ow- =U 0 Clj U êt=4j 'IIwtxo C ' rD bO .1(0 — L . 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Division Description: Administration The Administration Division supports the Department mission by providing friendly, quality, responsive and timely customer service to permit and program applicants, residents, businesses, and internal customers. The Division administers; homestead applications, contracted property assessing and housing assistance, coordinates the administrative process for diseased/dead trees, special assessments, and administrative penalty program. The Division provides staff liaison to the Housing Commission. The Administration Division is composed of a Director, two full-time and two part-time administrative assistant positions. The Director is responsible for providing overall department leadership and serves as primary support to the EDA's efforts for Business Retention, Expansion, and Attraction: promoting development opportunities; and planning initiatives & budgeting associated with the use of Tax Increment Financing. The Director oversees the contract with Hennepin County for Assessing Services and assists as the staff liaison for the Board of Equalization Division Description: Business and Development The Business and Development Division supports a thriving local economy and resident economic stability by guiding development and redevelopment activities of the City by ensuring compliance with the City's ordinances and policies; and conformance with the City Comprehensive Plan. The Division collaborates with governmental, non-governmental organizations and customers to foster livable wage job and business opportunities for residents. The Business Development Division is composed of a City Planner/Zoning Specialist and a Business Assistance Specialist. The Planning & Zoning Specialist section is responsible for the processing of development reviews for all development activities, including site plans review, subdivisions, zoning applications, and development & performance agreements. This section also serves as the staff liaison to the Planning Commission and maintains the City's Comprehensive Plan. The Business Assistance Specialist supports the Director in the area of business retention, attraction and expansion by providing research, technical support and coordination with governmental and non-governmental organizations focused on resident economic stability. Division Description: Buildings and Community Standards The Building & Community Standards Division 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 56 through the use of modern technology, professional staff and collaboration with our customers that we efficiently and effectively serve the community. The Division 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 Division 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 Division is composed of a Deputy Director/HRA Specialist, Housing & Community Standards Supervisor, Building Official, two Building/Housing Inspectors, three Code Enforcement/Housing Inspectors, Seasonal Technicians, Contract Electrical Inspections and Contract Construction Specialty Inspections. Key initiatives focused on the achievement of strategic priorities/value propositions Targeted Redevelopment (2018-2020 Strategic Plan) Opportunity Site Redevelopment The desired Outcome is an inviting, attractive, and vibrant development. The Target is redevelopment of a variety of housing conforming to the City's Vision. The initiatives for 2018-2019 include: - The development of an Economic Principal Plan which will establish economic assistance parameters; economic feasibility factors; reviews of architectural concepts and conceptual designs to assure consistency with the City's Vision; confirmation of development parameters relating to infrastructure improvements; Tax Increment Rules and Regulations; and use of Pay-As-You-Go financing. Master Development Planning which will identify planning issues and considerations; market strengths and development opportunities; development options illustrating housing types and land uses; review of comparable development projects and potential developers; and preparation of a master development plan that conforms to the City's Vision and it's feasibility analysis meets the Economic Principal Plan. 57 57th and Logan Redevelopment The desired Outcome is an inviting, attractive, and vibrant development The Target is redevelopment of a 20,000 sf, retail use and 50 residential units by 2020. The initiatives include: The development of an Economic Principal Plan which examines potential programs for economic assistance, consideration of potential residential and commercial developers/business uses; and negotiation framework for the development of letter of intents/ purchase agreements. Master Development Planning which will identify planning issues and considerations; market strengths and development opportunities; development options illustrating housing types and land business uses; review of comparable development projects and potential developers; and preparation of a master development plan that conforms to the City's Vision and it's feasibility analysis meets the Economic Principal Plan. Jerry's Food Site The desired outcome is the Redevelopment of the 4.9 acre Jetty's Food Site. The Target is a redevelopment which conforms to the City's Vision for the Central Commerce District. The initiatives include: - The development of an Economic Principal Plan which identifies market land value for potential sales of the lot; identification of potential economic assistance programs; consideration to establishing a PUD zoning classification with potential development parameters and land uses. Master Development Planning which will identify planning issues and considerations; consider market strengths and development opportunities; retain profession assistance to illustrate development features and qualities consistent with the City's vision for redevelopment of the site; assist the landowner in identifying perspective developers and/or businesses to achieve the Redevelopment Vision for the site. Resident Economic Stability Desired Outcome- Increase in skilled workforce e Resident Empowerment Collaborative To achieve the desired outcome we will facilitate the creation of or become an active partner in an existing collaborative focused on developing skilled employment opportunities for underserved Brooklyn Center Residents Desired Outcome-Fostering Entrepreneurship Entrepreneur Support 58 To achieve this outcome we will develop a program to support existing local and start-up business. The program will identify service gaps for local entrepreneur collaborative develop solutions and identify resources, reduce/eliminate local government barriers to local business success. Enhanced Community Image • We will stabilize and improve residential neighborhoods. a.Coordinate and inspect residential rental properties in accordance with city code requirements b.Monitor and inspect vacant properties C. Continue Code Enforcement activities with proactive inspection and focus on resolving ongoing and repeat violations. • 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 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. 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 Strategic Functions: Community and Neighborhood Initiatives 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 The building and construction inspection program assists homeowners, contractors and businesses with their construction projects to ensure compliance with building and 59 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 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 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 we initiate city-facilitated abatement actions 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 program. Property Maintenance and Code Enforcement 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/ERA/Housing Programs 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 Community Development Block Grant (CDBG), as well as Tax Increment Financing (TIF) Housing Fund. Programs may include ReNew and ReMove & ReBuild programs. The program also collaborates with non-profit organizations to provide services to residents in need such as low income, elderly and disabled persons. The department works with other departments regarding business attraction, promotion, development, and community initiatives. Ownership Services 60 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. Staffing Levels Positions FTEs 2017 2018 2019 o Director of Business and D eve l o pment* o Director of Community Standards/ACM --- o Community Development Di rect or *-0.25 0.25 o Deputy Di rect or *0.25 .75 .75 o Planner /Zoning Specialist 1 1 1 o Housing and Community Standards S u p ervi sor *0.75 1 1 o Business Assistance Sp ec i ali s t*-0.25 0.25 o Building Official 1 1 1 o Building & Housing Inspectors 2 2 2 o Code Enforcement & Housing Inspector 3 3 3 o, Administrative Assistants (2_FT)*1.6 1.5 1.5 o Administrative Assistants (2PT)*0.8 0.75 0.75 o BrookLynk Interns (2-PT)0.1 0.1 0.1 o Seasonal Technicians (2-PT)0.3 0.3 0.3 o Contract Electrical Inspections -- o Contract Construction Specialty Inspections --- Total 10.8 11.9 1 11.9 *Notes regarding staffing levels are as follows: ° The Director of Business & Development position was previously funded 100% from the Economic Development Authority (EDA), this position will be eliminated and replaced with the Community Development Director which will be 75% funded from the 2018 EDA budget. ° The Director of Community Standards/Assistant City Manager position was replaced with the Deputy City Manager in 2017. Previous Building & Community Standards supervisory duties will be assumed by the Community Development Director. ° The Deputy Director position was previously 75% funded from the EDA budget and will now be funded 25% from the 2018 EDA budget. ° The Housing and Community Standards Supervisor was previously 25% funded from the EDA budget and will now be 100% funded by the General Fund. ° The Business Assistance Specialist is a new position proposed for 2018 and will be 75% funded from the 2018 EDA budget. 61 The Administrative Assistants include two fall-time and two part-time positions. The positions were previously 20% funded from the EDA budget and will now be 25% funded from the 2018 EDA budget. Performance Objectives Description of Performance Performance Levels Measure Actual Value Target Value Customer Satisfaction all 100% of surveyed customers are Divisions satisfied or very satisfied Inspection Standards Inspection standards met 95% of the time Building and Site Plan Plan reviews completed within time Reviews standard 95% of the time Comprehensive Plan Update All element completed in a timely manner without extension request. Planning Commission Enhanced training provided to all Training Planning Commissioners 62 GENERAL FUND 41910 - PLANNING AND ZONING 2017 2015 2016 June 2017 2018 2019 Object Code! Description Actual Actual YTD Budget Budget Change Budget 41910- PLANNING AND ZONING 6101 -WAGES& SALARIES-FT EMPLOYEES $81,166 $90,432 $26,301 $94,082 $107,253 1400% $109,398 6102- OVERTIME-FT EMPLOYEES ---1,500 1,000 -33.33%1,000 6103- WAGES-PART TIME EMPLOYEES -10,759 8,499 11,635 --100.00%- 6111 -SEVERANCE PAY 382 1,105 9,392 --0.00%- 6122-PERA COORDINATED PLAN 6,088 7,589 2,512 8,041 8,119 0.97%8,280 6125- FICA - SOCIAL SECURITY 5,304 5,883 2,707 6,647 6,712 0.98%6,845 6126-FICA-MEDICARE 1,241 1,376 633 1,555 1,570 0.96%1,601 6131 -CAFETERIA PLAN CONTRIBUTIONS 12,708 16,182 3,536 16,186 17,871 10.41%18,938 6151 - WORKER'S COMP INSURANCE 624 761 255 722 768 6.37%783 TOTAL PERSONAL SERVICES 107,513 134,087 53,835 140,368 143,293 2.08%146,845 6219- GENERAL OPERATING SUPPLIES 60 48 21 50 50 0.00%50 6243- MINOR COMPUTER EQUIPMENT -2,368 ---0.00%- TOTAL SUPPLIES 60 2,416 21 50 50 0.00%50 6303- LEGAL SERVICES 571 50 -10,000 5,000 -50.00%10,000 6307- PROFESSIONAL SERVICES 1,433 1,595 1,553 20,000 40,000 100.00%5,000 6331 -TRAVEL EXPENSE/MILEAGE 10 --100 100 0.00%100 6342- LEGAL NOTICES 460 362 198 700 700 0.00%700 6351 -PRINTING -40 -400 1,000 150.00%1,000 6406- MULTI-FUNCTION MTNCE 668 868 220 900 930 3.33%- 6432- CONFERENCES AND SCHOOLS 710 1,050 -2,700 2,700 0.00%2,700 6433- MEETING EXPENSES ---100 100 0.00%100 6434- DUES & SUBSCRIPTIONS 345 345 -835 835 0.00%835 6449 - OTHER CONTRACTUAL SERVICE -----0.00%- TOTAL SERVICES & OTHER CHARGES 4,197 4,310 1,971 35,735 51,365 43.74%20,435 TOTAL BUSINESS UNIT EXPENSES $ 111,770 $140,813 $55,827 $176,153 $194,708 10.53% $167,330 63 GENERAL FUND 42410 BUILDING INSPECTIONS 2017 2015 2016 June 2017 2018 2019 Object Code / Description Actual Actual YTD Budget Budget Change Budget 42410 BUILDING INSPECTIONS 6101 -WAGES& SALARIES-FT EMPLOYEES $301,277 $270,032 $120,315 $275,529 $- -100.00% $ - 6102- OVERTIME-FT EMPLOYEES 1,194 1,088 -4,000 - -100.00% - 6103 -WAGES-PART TIME EMPLOYEES 1,850 14,899 11,211 17,650 - -100.00% - 6111 -SEVERANCE PAY 2,831 1,665 2,282 -- 0.00% - 6122-PERA COORDINATED PLAN 22,685 21,340 9,798 22,288 - -100.00% - 6125- FICA - SOCIAL SECURITY 19,393 18,070 8,410 18,425 - -100.00% - 6126-FICA-MEDICARE 4,536 4,226 1,967 4,309 - -100.00% - 6131 -CAFETERIA PLAN CONTRIBUTIONS 50,562 52,010 22,799 56,650 - -100.00% - 6141 - UNEMPLOYMENT COMPENSATION ----- 0.00% - 6151 -WORKER'S COMP INSURANCE 2,379 1,682 773 2,040 - -100.00% - TOTAL PERSONAL SERVICES 406,707 385,012 177,555 400 ,891 -100.00% - 6201 -OFFICE SUPPLIES 902 537 171 1,500 - -100.00% - 6203- BOOKS/REFERENCE MATERIALS 1,506 98 - 500 - -100.00% - 6214- CLOTHING & PERSONAL EQUIPMENT 852 453 - 600 - -100.00% - 6219- GENERAL OPERATING SUPPLIES 1,093 208 137 -- 0.00% - 6241 -SMALL TOOLS -120 - 600 - -100.00% - 6242- MINOR EQUIPMENT 2,111 (14)- 500 - -100.00% - 6243- MINOR COMPUTER EQUIPMENT 6,899 1,428 - -- 0.00% - TOTAL SUPPLIES 13 ,363 2,830 308 3,700 - -100.00% - 6307- PROFESSIONAL SERVICES 42,331 22,990 21,254 56,000 - -100.00% - 6321 -TELEPHONE/PAGERS 1,108 1,110 444 1,400 - -100.00% - 6329- OTHER COMMUNICATION SERVICES 1,260 1,260 630 1,300 - -100.00% - 6331 -TRAVEL EXPENSE/MILEAGE -47 -100 - -100.00% - 6341 -PERSONNEL ADVERTISING ---100 - -100.00% - 6351 -PRINTING 56 13 283 200 - -100.00% - 6406- MULTI-FUNCTION MTNCE 980 1,274 322 1,260 - -100.00% - 6421 - SOFTWARE LICENSE 595 ---- 0.00% - 6423- LOGIS CHARGES 29,463 31,530 15,401 32,766 - -100.00% - 6432- CONFERENCES AND SCHOOLS 4,030 4,394 2,881 5,000 - -100.00% - 6433- MEETING EXPENSES 293 110 131 300 - -100.00% - 6434- DUES &SUBSCRIPTIONS 1,548 515 -900 - -100.00% - 6435- CREDIT CARD FEES 4,012 4,822 1,837 6,500 - -100.00% - 6441 - LICENSES, TAXES & FEES 66 ---- 0.00% - 6449- OTHER CONTRACTUAL SERVICES 1,900 ---- 0.00% - TOTAL SERVICES & OTHER CHARGES 87,642 68,065 43,183 105,826 - -100.00% - 6461 - FUEL CHARGES 3,144 2,284 1,290 3,625 - -100.00% - 6462- FIXED CHARGES 2,954 2,770 1,407 2,814 - -100.00% - 6463- REPAIR & MAINT CHARGES 5,784 3,531 459 4,310 - -100.00% - 6465- REPLACEMENT CHARGES 6,550 6,550 3,275 6,550 - -100.00% - TOTAL CENTRAL GARAGE CHARGES 18,432 15,135 6,431 17,299 - -100.00% - TOTAL BUSINESS UNIT EXPENSES $ 526,144 $471,042 $ 227,477 $ 527,716 $- -100.00% $ - 64 GENERAL FUND 42411 - CODE ENFORCEMENT Object Code! Description 2015 Actual 2016 Actual 2017 June YTD 2017 Budget 2018 2019 Budget Change Budget 42411 -CODE ENFORCEMENT 6101 - WAGES & SALARIES-FT EMPLOYEES $ 256,237 $ 226,988 $ 135,767 $ 302,685 $ - -10000% $ - 6102- OVERTIME-FT EMPLOYEES 14,436 10,351 7,932 10,000 - -100.00% - 6103-WAGES-PART TIME EMPLOYEES 38,454 63,389 36,013 56,897 - -100.00% - 6104- OVERTIME - PART TIME EMPLOYEES -33 --- 0.00% - 6111 - SEVERANCE PAY 2,293 2,835 2,544 -- 0.00% - 6122-PERA COORDINATED PLAN 22,393 21,076 10,539 27,867 - -100.00% - 6125- FICA - SOCIAL SECURITY 19,220 19,497 11,792 23,040 - -100.00% - 6126-FICA-MEDICARE 4,495 4,559 2,758 5,388 - -100.00% - 6131 - CAFETERIA PLAN CONTRIBUTIONS 55,068 42,498 28,299 59,347 - -100.00% - 6141 - UNEMPLOYMENT COMPENSATION --5,041 -- 0.00% - 6151 -WORKER'S COMP INSURANCE 2,404 2,685 1,615 2,558 - -100.00% - TOTAL PERSONAL SERVICES 415,000 393,911 242 ,300 487,782 - -100.00% - 6201 -OFFICE SUPPLIES 1,509 553 226 1,450 - -100.00% - 6203- BOOKS/REFERENCE MATERIALS 330 107 -300 - -100.00% - 6214- CLOTHING & PERSONAL EQUIPMENT 499 469 -500 - -100.00% - 6219- GENERAL OPERATING SUPPLIES 477 279 939 600 - -100.00% - 6241 -SMALL TOOLS ---400 - -100.00% - 6242- MINOR EQUIPMENT 449 239 320 500 - -100.00% - 6243- MINOR COMPUTER EQUIPMENT 3,375 952 5,508 6,000 - -100.00% - TOTAL SUPPLIES 6,639 2,599 6,993 9,750 - -100.00% - 6307- PROFESSIONAL SERVICES 11,224 2,810 6,003 2,955 - -100.00% - 6321 -TELEPHONE/PAGERS 1,319 997 227 1,660 - -100.00% - 6329- OTHER COMMUNICATION SERVICES 1,982 1,722 946 1,750 - -100.00% - 6331 -TRAVEL EXPENSE/MILEAGE 6 --100 - -100.00% - 6341 -PERSONNEL ADVERTISING 115 -15 300 - -100.00% - 6351 - PRINTING 122 93 73 100 - -100.00% - 6405- PARK & LANDSCAPE SERVICES ---40,000 - -100.00% - 6406-MULTI-FUNCTION MTNCE 980 1,274 322 1,260 - -100.00% - 6423-LOGISCHARGES 1,680 1,680 700 1,680 - -100.00% - 6432- CONFERENCES AND SCHOOLS 2,806 1,045 2,545 3,500 - -100.00% - 6433- MEETING EXPENSES 38 12 -100 - -100.00% - 6434- DUES & SUBSCRIPTIONS 437 409 299 700 - -100.00% - 6441 - LICENSES,TAXES&FEES 343 225 178 -- 0.00% - 6449- OTHER CONTRACTUAL SERVICE 33,354 8,020 9,891 30,000 - -100.00% - TOTAL SERVICES & OTHER CHARGES 54,406 18,287 21,199 84,105 - -100.00% - 6461 -FUEL CHARGES 4,339 2,908 1,452 4,279 - -100.00% - 6462- FIXED CHARGES 3,688 3,573 1,811 3,621 - -100.00% - 6463- REPAIR & MAINT CHARGES 3,666 3,188 2,120 4,436 - -100.00% - 6465- REPLACEMENT CHARGES 4,600 6,220 3,400 6,800 - -100.00% - TOTAL CENTRAL GARAGE CHARGES 16,293 15,889 8,783 19,136 - -100.00% - 6560-FURNITURE ----- 0.00% - TOTAL CAPITAL OUTLAY ----- 0.00% - TOTAL BUSINESS UNIT EXPENSES $ 492,338 $ 430,686 $ 279,275 $ 600,773 $ - -100.00% $ - 65 GENERAL FUND 42420 - BUILDING AND COMMUNITY STANDARDS 2017 2015 2016 June 2017 2018 2019 Object Code! Description Actual Actual YTD Budget Budget Change Budget 42420 BUILDING AND COMMUNITY STANDARDS 6101 - WAGES & SALARIES-FT EMPLOYEES $- $ - $ - $ - $ 550,543 100.00% $570,569 6102-OVERTIME-FT EMPLOYEES - - - - 15,619 100.00%15,619 6103-WAGES-PART TIME EMPLOYEES - - - - 29,000 100.00%29,000 6122- PERA COORDINATED PLAN - - - - 44,637 100.00%46,141 6125- FICA - SOCIAL SECURITY - - - - 36,900 100.00%38,142 6126- FICA - MEDICARE - - - - 8,631 100.00%8,921 6131 - CAFETERIA PLAN CONTRIBUTIONS - - - - 107,228 100.00%113,625 6151-WORKER'S COMP INSURANCE - - - - 3,295 100.00%3,405 TOTAL PERSONAL SERVICES - - - 795,853 1007o0%825,422 6201 - OFFICE SUPPLIES - -- - 2,950 100.00% - 6203-BOOKS/REFERENCE MATERIALS - -- - 800 100.00% - 6214- CLOTHING & PERSONAL EQUIPMENT - -- - 900 100.00% - 6219- GENERAL OPERATING SUPPLIES - -- - 600 100.00% - 6241 - SMALL TOOLS - -- - 900 100.00% - 6242-MINOR EQUIPMENT - -- - 1,000 100.00% - 6243- MINOR COMPUTER EQUIPMENT - -- - 7,550 100.00% 11,650 TOTAL SUPPLIES - -- - 14,700 100.00% 11,650 6307-PROFESSIONAL SERVICES - -- - 43,955 100.00%- 6321 -TELEPHONE/PAGERS - -- - 2,300 100.00%2,300 6329- OTHER COMMUNICATION SERVICES - -- - 3,140 100.00%- 6331 -TRAVEL EXPENSE/MILEAGE - -- - 200 100.00%- 6341 -PERSONNEL ADVERTISING - -- - 400 100.00%- 6351 - PRINTING - -- - 300 100.00%- 6405- PARK & LANDSCAPE SERVICES - -- - 40,000 100.00%- 6406-MULTI-FUNCTION MTNCE - -- - 2,600 100.00%- 6423- LOGIS CHARGES - -- - 39,838 100.00%36,983 6432- CONFERENCES AND SCHOOLS - -- - 8,000 100.00%- 6433- MEETING EXPENSES - -- - 400 100.00%- 6434- DUES &SUBSCRIPTIONS - -- - 1,600 100.00%- 6435- CREDIT CARD FEES - -- - 6,500 100.00%- 6449- OTHER CONTRACTUAL SERVICE - -- - 30,000 100.00%- TOTAL SERVICES & OTHER CHARGES -- - 179,233 100.00%39,283 6461 - FUEL CHARGES - - - - 6,512 100.00%6,707 6462- FIXED CHARGES - - - - 6,705 100.00%6,906 6463- REPAIR & MAINT CHARGES - - - - 5,600 100.00%5,974 6465- REPLACEMENT CHARGES - - - - 13,350 100.00%13,751 TOTAL CENTRAL GARAGE CHARGES - - - - 32,167 100.00%33,338 TOTAL BUSINESS UNIT EXPENSES $- $ - $ - $ - $ 1,021,953 100.00%$ 909,693 66 GENERAL FUND 46320 - COMMUNITY DEVELOPMENT ADMIN 2017 2015 2016 June 2017 2018 2019 Object Code / Description Actual Actual YTD Budget Budget Change Budget 46320 COMMUNITY DEVELOPMENT ADMIN 6101 - WAGES & SALARIES-FT EMPLOYEES $ - $ 6103- WAGES-PART TIME EMPLOYEES - 6122- PERA COORDINATED PLAN - 6125- FICA - SOCIAL SECURITY - 6126- FICA - MEDICARE - 6131 - CAFETERIA PLAN CONTRIBUTIONS - 6151 - WORKERS COMP INSURANCE - TOTAL PERSONAL SERVICES TOTAL BUSINESS UNIT EXPENSES $ - $ - $ - $ - $ 108,187 100.00% $112,350 - - - 37,973 100.00% $38,380 - - - 10,962 100.00%11,306 - - - 9,062 100.00%9,346 - - - 2,118 100.00%2,185 - - - 25,020 100.00%26,513 - - - 1,525 100.00%1,070 - - - 194,847 100.00%201,150 $ - $ - $ 194,847 100.00% $201,150 67 t2fD L1 CID [; ,Th\\i1N ID Li // C ECL0 EO fl ccii(c ©I O-A ci.) 0 r —ç 0CD CD Cub M ==,a CD = ( po) ^ oll CC:(iii CD UCD CD CD oCD !9 CD 0 CD 0== C CD = go V4-0 LLIITTJ E GM- (c P tl -i© -- I 03 CI) CD0) U, cDco : L U (1CI) (I) != cj@ (1) 0 ci0)ci (I) 0) 0 = II 0 a)0=CI, 0) 0)F0)ci 0 a) (0Ii00 0 CI) 0 0 0=0= p 000 0) U,(I, 0U)(I)Co .- - 0)0=0 0= 0 0 ci _EE0= c0 => Tj 0 0) Cf)c E (i:J cI) co-6 CC _lI C E E LILL iH LU 0) LU LU LU N I LU 0)LU LU LU _CO co N 0 LU LU OD I I NJN- I N C2d r1 ) 0 U)0 -I-'0 -0)Q I-m CD F- >-a)0 C__C')a)C LJ -C/)C .S2->Cl) C 0 U) •E cE -:5 C C')-0)I _ (I)a)0 --(I)coU) E50 C/)(1):>L _C Cl)0 >0 o 0 0 C;_CCt,4-I.-Ct,• -L0 L0 >U) C )C C -C -E -C 0 Cfl°10 0(I)E o.C U)Q)E 00--0 U)C 0 5 00 2 - o Q (OOO'1 I r1 0) oC') 0) 0) 0 =co D cD -1 CoLC)LO (00)c\ich cc •IC)(0 C, S ft CO Q IC)C)CO C)IC)0)F 0 0)NO)c)co q Ct)odCO•Co = ft C)IC)Co C\JrC)LC)CD Lcc —(0 (3)Ce)Co Ce)NiCJv--N CO 0 C) T-09- (I)cn0 C,)-0)Lc_)a C3(J)c ci)Co Coo (0.2-Cl)ci)(I)()Cl)0C)ci).=U).-4:= (I)=C C!)HQCOQW ir 9 (0) j) @1) []1::l [1 11 N C U)CU CD C))U) o 0 DC o -oCoo000 (1)o -0 '1)ii) o CO Co (/)C3 L C 0)C C 00 0 (I) Co I•-- -C-CO C CU c'°- , ()•- LJ (I)C 0)•(I) C C)Co C • 'U> • -0CG) C =J r C)Cci)C >0 L=CQ)@ 00 0QL-(i)CL Q C0- LU Co ç1 Qq 0)0 w -co =Q -•-Oh 0 0—°- o Co >co U)w i7_i5 (0 > 0 -o aj- I I i IoILO O 0 () .. 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U)>.0 0=0 0 )LC)0 I>0)0)a, - v v E —ci)—(1)oxo a)E Cl)E E U)— -(I)-- Cl)U) - -a cnCU o - E-a o Co =CU 5=—CU EowH-—U)—=0UJO U) Cl)>Cl) =CU0Cl) C,) CCU a, I (i)CU-a CCU ci)> U)=Cl)-F-(D E0 (nci) = 00 0 a,C CoH=0 U)U) EE00a)===CU'Nip WN r r_11J _n_J) = D)0 0 MEMORANJDUM COUNCEL/HNANCIAL COMMI{SS]ION WORK SESS]ION DATE: August 21, 2017 TO: Curt Boganey, City Manage FROM: Nathan Reinhardt, Finance Director tVL SUBJECT: Envisio Software - Follow-up Background: At the August 7, 2017 Joint Budget Work Session staff received questions regarding the Envisio software currently being implemented by the City. The City Council adopted 2018-2020 Strategic Plan identifies six strategic priorities: 1.Enhanced Community Image 2.Resident Economic Stability 3.Inclusive Community Engagement 4.Targeted Redevelopment 5.Safe, Secure, Stable Community 6.Key Infrastructure Investments Each of the strategic priority includes several action items identified within the plan. The actions include a measurement of success, responsible person and target completion date. The software will provide a central location to track our progress towards the successful completion of these action items through a dashboard and other reporting features. The cost of the initial one-year license, training, configuration and implementation is $15,000. The on-going annual license fee, which includes support and training is $9,000. Mission: Ensl!;iflg an uttiacine, clean, safe co;iuin!n!t3 that enhances the (pi alit , of life Wid pleSeiveS the pith/ic (Just