HomeMy WebLinkAbout2018 City of Brooklyn Center Annual Budget Book (Final)
City of Brooklyn Center
Annual Budget for the fiscal year ending December 31, 2018
Tim Willson
Mayor
Marquita Butler
April Graves
Kris Lawrence‐Anderson
Dan Ryan
City Council Members
Curt Boganey
City Manager
Gary Eitel Tim Gannon
Director of Business and Development Chief of Police
J e r e m y H u l k e J i m G l a s o e
Fire Chief Director of Community Activities,
Recreation & Services
M i c h a e l M a r s h R e g g i e E d w a r d s
Interim Director of Public Works Assistant City Manager
Nathan Reinhardt
Finance Director
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City of Brooklyn Center
2018 Budget
Table of Contents
i
City of Brooklyn Center
2018 Budget
Table of Contents
City Manager’s Budget Message
Cover and Transmittal Letter ..................................... Pages 1-18
Funds, Departments and Objects
Funds and Departments ............................................. Pages 19-21
Objects ........................................................................ Pages 22-26
Staffing
Summary Full-time Employees ................................... Pages 27-28
Resolutions
Budget and Tax Levy Resolutions .............................. Pages 29-36
Budget Summary – All Funds
Components of City Property Tax Levy/Graph ......... Page 37
Market Value/Graph ................................................... Pages 38-39
Tax Capacity/Graph .................................................... Pages 40-41
Median Value Home/Graph ...................................... Page 42
Property Tax Allocation/Graph .................................. Page 43
Cost of General Fund/Graph ...................................... Page 44
Tax Changes by Property Type/Graph ...................... Page 45
Utility Rate Comparisons/Graph ................................ Pages 46-51
All Fund Types ........................................................... Pages 52-53
Special Revenue Funds ............................................... Pages 54-55
Debt Service Funds ..................................................... Pages 56-57
Capital Project Funds .................................................. Pages 58-59
Public Utility Funds .................................................... Page 60
Enterprise Funds ......................................................... Page 61
Internal Service Funds ................................................ Page 62
General Fund Summary
Revenue Summary/Graph .......................................... Pages 64-65
Expenditure Summary/Graph .................................... Pages 66-68
Expenditure Summary by Object/Graph.................... Pages 69-70
General Fund Revenues
General Fund Revenue Detail .................................... Pages 71-74
General Fund Expenditures
General Government
Mayor-Council ............................................................ Pages 75-77
Administration Narrative ........................................................ Pages 78-82
City Manager ............................................................... Page 83
Elections ...................................................................... Page 84
City Clerk .................................................................... Page 85
Communications and Engagement ............................. Page 86
ii
Human Resources ...................................................... Page 87
Information Technology ............................................. Page 88
Fiscal & Support Services Narrative ........................................ Pages 89-91
Finance ........................................................................ Page 92
Police Department Narrative .................................................. Pages 93-96
Police Administration ................................................. Page 97
Police Investigation ..................................................... Page 98
Police Patrol ................................................................ Page 99
Police Support Services .............................................. Page 100
Police Station and Buildings ....................................... Page 101
Fire Department Narrative ...................................................... Pages 102-104
Fire Department ......................................................... Page 105
Emergency Preparedness ............................................ Page 106
Community Activities, Recreation and Services Narrative ..... Pages 107-109
CARS – Administration .............................................. Page 110
CARS – Recreation Administration ........................... Page 111
CARS – Adult Recreation ........................................... Page 112
CARS – Teen Programs ............................................. Page 113
CARS – Youth Programs ............................................ Page 114
CARS – General Recreation ....................................... Page 115
CARS – Community Center ....................................... Page 116
CARS – Pool ............................................................... Page 117
CARS – General Government Buildings ................... Page 118
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
Community Development Narrative ...................................... Pages 127-133
Community Development Admin .............................. Page 134
Building & Community Standards .............................. Page 135
Building Inspections ................................................... Page 136
Code Enforcement ...................................................... Page 137
Assessing ..................................................................... Page 138
Planning and Zoning ................................................... Page 139
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
Vacancy and Turnover Savings ................................... Page 147
Reimbursement from Other Funds ............................ Page 148
Transfer Out ............................................................... Page 149
Special Revenue Funds
HRA Narrative ...................................................................... Page 152
HRA Fund .................................................................. Page 153
EDA Narrative ...................................................................... Pages 154-158
EDA Fund .................................................................. Pages 159-160
CDBG Narrative .................................................................... Page 161
iii
CDBG Fund ............................................................... Page 162
Police Forfeitures Narrative .................................................. Page 163
Police Forfeitures ........................................................ Page 164-165
TIF District #2 Narrative ...................................................... Pages 166-168
TIF District #2 ............................................................ Page 169
TIF District #3 Narrative ...................................................... Pages 170-172
TIF District #3 ............................................................ Page 173
TIF District #4 Narrative ...................................................... Pages 174-175
TIF District #4 ............................................................ Page 176
TIF District #5 Narrative ...................................................... Pages 177-179
TIF District # 5 ........................................................... Page 180
City Initiative Grants Fund Narrative ................................... Page 181
City Initiative Grants Fund .......................................... Pages 182-184
Debt Service Funds
Debt Service Summaries ............................................. Pages 186-187
2013B G.O. Improvement Bonds .............................. Page 188
2015A G.O. Improvement Bonds ............................. Page 189
2016A G.O. Improvement Bonds ............................. Page 190
2017A G.O. Improvement Bonds ............................. Page 191
2008A G.O. Tax Increment Bonds ........................... Page 192
2013A G.O. Tax Increment Bonds ........................... Page 193
2015B G.O. Tax Increment Bonds ............................ Page 194
2016B G.O. Tax Increment Bonds ............................ Page 195
2016C G.O. Tax Increment Bonds ............................ Page 196
Capital Project Funds
Capital Improvements Fund ....................................... Page 198
Municipal State Aid Fund ........................................... Page 199
Capital Reserve Emergency ........................................ Page 200
Special Assessments Construction Fund .................... Page 201
EBHC Capital Projects Fund ..................................... Page 202
Street Reconstruction Fund ........................................ Page 203
Technology Fund ........................................................ Page 204
Public Utility Funds
Utilities Division Narrative ...................................................... Pages 206-208
Water Fund ................................................................. Pages 209-210
Sanitary Sewer Fund ................................................... Pages 211-212
Storm Sewer Fund ...................................................... Pages 213-214
Street Light Fund ........................................................ Page 215
Recycling Fund ............................................................ Page 216
Enterprise Funds
Liquor Stores Narrative ........................................................... Pages 218-220
BC Liquor Operations ................................................ Pages 221-227
Centerbrook Golf Course Narrative ....................................... Pages 228-229
Centerbrook Golf Course ........................................... Pages 230-231
Earle Brown Heritage Center Narrative ................................. Pages 232-234
Earle Brown Heritage Center ..................................... Pages 235-242
Internal Service Funds
Central Garage Narrative ........................................................ Pages 244-246
Central Garage Fund ................................................... Pages 247-248
Capital Improvement Program (CIP) ................................................ Pages 249-306
Other Capital Plans ............................................................................. Pages 308-311
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City of Brooklyn Center
2018 Budget
City Manager’s Budget Message
1
To: Mayor Willson and Councilmembers Butler, Graves, Lawrence-Anderson, and Ryan
From: Cornelius L. Boganey, City Manager
Date: December 4, 2017
RE: 2018 Final Budget Adoption
It is my pleasure to transmit the 2018 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 expectations 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 2018 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 2017. The expenditure levels are
focused on maintaining current services and on the achievement of the strategic priorities of
Resident Economic Stability, Targeted Redevelopment, Enhanced Community Image,
Inclusive Community Engagement, Safe Secure Stable Community and Key Transportation
Investments and key outcomes adopted by the City Council.
The overall General Fund budget increase is 4.39% and the overall tax levy increase is 5.63%.
The property tax levy increase is, in large part, a result of a new debt service levy dedicated for
the repayment of a 2017 bond issue used to finance neighborhood infrastructure reconstruction
improvements. The Median Value Residential Property in the City is $167,000 compared to the
prior year value of $150,000, which is an increase in market value of 11.3%. The Median Value
Residential Property will pay approximately $991 in City and Housing and Redevelopment
Authority property taxes in 2018 compared to $908 in 2017, which is an increase of $83.
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The 2018 Budget incorporates the following significant items:
Issuance of $10.3 million of debt to finance capital improvements including the street,
water, and storm sewer portions of the infrastructure improvement project for Firehouse
Park Area Reconstruction and Water Tower No. 2 Reconditioning. This debt issue
provides the needed funding for the continuation of our street and utilities neighborhood
reconstruction program.
Establishment of a Communications and Engagement division, including funding
allocated to branding and marketing efforts, website re-design and community
engagement initiatives.
Reorganization of the Business & Development and Building & Community Standards
departments into a Community Development department. This new department will be
led by a Community Development Director who will also oversee the economic
development activities of the City.
The creation of a full-time business assistance specialist position that will provide the
necessary assistance to current, start-up and relocating businesses. The position will also
work to identify workforce opportunities for current Brooklyn Center residents.
The addition of a recreation program supervisor to oversee Community Center operations
including aquatics and fitness programs.
Purchase of a training simulator for police officers that will allow officers to receive
scenario style decision-based training. The simulator will be continually updated for new
scenarios based on targeted situational training needs and current events.
The budget includes funding for 2040 Comprehensive Plan updates, including public
feedback sessions, that will serve as the master planning document of future land-use
within the City.
Funding for the transition of the BrookLynk youth internship program from the Brooklyn
Bridge Alliance to city operations (Brooklyn Center/Brooklyn Park) and continued
support and involvement with the Alliance in efforts related to youth programming
statistical tracking, strategy, access, outreach, and program quality.
Planned infrastructure improvements that include; Brooklyn Boulevard Corridor (49th
Avenue to Bass Lake Road), Firehouse Park Area Neighborhood Reconstruction Project,
Bellvue Avenue mill and overlay, and Water Tower #2 reconditioning.
An appropriated General Fund contingency of $125,000 available for unanticipated
expenditures.
The Adopted 2018 Levies
On December 4, 2017, the City Council adopted the 2018 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 $ 15,904,823
General Fund - Abatement for Economic Development 59,000
Debt Service - Public Improvement Bond 1,142,127
Total Levy $ 17,105,950
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Housing and Redevelopment Authority $ 345,978
The General Fund is the primary operating fund for government business of the City. The
adopted General Fund Budget is as follows:
The Adopted 2018 General Fund Budget
Revenues
Property Tax (net) $ 15,879,417
Excess Tax Increment 360,000
Lodging Tax 1,100,000
Licenses and Permits 776,625
Intergovernmental Revenue 1,594,819
Charges for Service 922,500
Fines and Forfeits 231,500
Other Revenue 481,175
Total General Fund Revenue $ 21,346,036
Expenses
General Government $ 3,288,525
Building and Grounds 866,117
Police 8,661,099
Fire and Emergency Preparedness 1,416,329
Community Development 1,411,508
Public Works 3,914,319
Community Activities, Recreation & Services 1,729,949
Other Services 709,500
Risk Management 234,219
Central Supplies and Services 347,625
Vacancy/Turnover Savings (350,000)
Reimbursement from Other Funds (1,083,154)
Transfers Out 200,000
Total General Fund Expenditures $ 21,346,036
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.
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This 2018 business plan focuses on the Council adopted 2018-2020 Strategic Priorities of:
Resident Economic Stability
Targeted Redevelopment
Enhanced Community Image
Inclusive Community Engagement
Safe, Secure, and Stable Community
Key Transportation 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 2018 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 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.
Resident Empowerment Collaborative
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.
Entrepreneur Support
We will develop a program to support existing local and start-up businesses. The
program will identify service gaps for local entrepreneurs, develop solutions, and identify
resources, and reduce/eliminate local government barriers to local business success.
5
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.
57th and Logan Redevelopment
Initiatives for 2018 include the development of an Economic Principle Plan which examines
potential programs for economic assistance, consideration or potential residential and
commercial developers/business users; negotiation framework for the development of letters
of intent/purchase agreements.
Master Development Planning which will identify planning issues and considerations,
market strengths and development opportunities; provide development options illustrating
housing types and land uses; facilitate review of comparable development projects and
potential developers; and guide preparation of a master development plan that conforms to
the City’s vision and Economic Principle Plan.
Opportunity Site Redevelopment
Initiatives for 2018 include the development of an Economic Principle 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 will identify planning issues and considerations; market
strengths and development opportunities; provide development options illustrating housing
types and land uses; facilitate review of comparable development options illustrating
housing types and land uses; provide comparisons of development projects and potential
developers; and guide preparation of a master development plan that conforms to the City’s
vision and Economic Principle Plan.
Jerry’s Food Site
Initiatives for 2018 include the development of an Economic Principle 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 will identify planning issues and considerations; consider
market strengths and development opportunities; retain professional assistance to illustrate
development features and qualities that are consistent with the City’s vision for the
redevelopment of the site; provide assistance to the landowner in identifying perspective
developers and/or businesses to achieve redevelopment of the site.
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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 Center is recognized by residents,
businesses, stakeholders, and visitors as a high quality, attractive and safe community.
Stabilize and Improve Residential Neighborhoods
We will coordinate and inspect residential rental properties and monitor and inspect vacant
properties in accordance with city code requirements. We will continue code enforcement
activities with proactive inspection on resolving ongoing and repeat violations.
Provide Effective Communications and Public Education about Neighborhood and
Community Initiatives
We will develop or revise educational materials for programs and projects and review and
improve letters and notices.
Engage the Media
We will engage the media, including social media to highlight stories that spotlight police
efforts that target crime reduction and citizen engagement. This effort may include allowing
better and more frequent access to police personnel and activities.
Customer Intimacy and Operational Excellence
We will continue to develop and adopt best of class quality performance practices to
improve results and customer satisfaction. We will continue our monthly double dozen
meetings with an increased emphasis on management training, introduction of best practices
and strategic planning.
System-wide Development and Operations
We will work with all departments and at all levels of the organization in a systematic
manner on key administrative operations including: branding, recruitment and hiring,
technology planning, communication, employee evaluations, and electronic council affairs.
Through coordination of communication, training and development of efforts with frontline
staff, supervisors, and department management communication will be consistent
throughout the organization. We will have a shared understanding and unified action on key
strategic directives throughout the entire organization.
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, and new golfers and fling
golf.
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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 92% repeat corporate clients at the EBHC, by reviewing feedback from event evaluations
and growing our creative teams to foster innovations and enhancements to our customer
experience.
We will begin the process of assessing our options for municipally operated liquor stores,
through a market analysis study. Our lease on Store #1 is set to expire in two years. The
study will help determine our current effectiveness in the market and how we can best
position our stores for future success.
We will promote the use of the City’s utility payment acceptance software (Invoice Cloud)
that allows flexible payment methods for utility customers. Additionally, we will migrate
the remaining electronic bank payment customers (ACH) to the Invoice Cloud software
(eliminating repetitive systems).
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 e n g a g e t h e c o m m u n i t y w i l l b e
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 and implement a racial equity strategy.
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.
Brooklyn Bridge Alliance for Youth Support
The 2018 budget continues support for the priorities of Brooklyn Bridge Alliance for Youth.
We will also be actively involved in the transition of the Brooklynk Youth Internship program as
8
it moves from the Alliance to City (Brooklyn Center, Brooklyn Park) operation. We will also be
actively involved in the Alliance work group efforts related to strategy, data, access & outreach
and program quality.
Increase Opportunities to Engage the Community
We will 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. 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.
General Community Outreach
We will continue 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.
Safe, Secure, and Stable Community
For residents and visitors to fully appreciate and enjoy a great quality of life, it is essential that
all neighborhoods are safe, secure, and stable. We are committed to assuring compliance with
neighborhood conditions and building safety standards, providing proactive and responsive
public safety protection, wise stewardship of City resources and policies that promote safety,
security, and a lasting stable environment.
Safety
Increase the opportunities for firefighters to obtain training to enhance their skills. This will
be achieved by offering the ability to attend conferences, symposiums and regional training
sessions.
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 1,250 school aged children on fire
safety. Continue fire safety education for older adults.
Recruit eight additional fire fighters to bring department to full strength.
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 constructive
contacts with police.
9
Maintain a team of officers with a sergeant, whose primary focus is dedicated to constantly
monitor criminal activity and address in a proactive manner. This team’s primary focus will
be the commercial districts, including Shingle Creek Crossing and area hotels/motels.
Work to identify youth who have been exposed to domestic violence with in their home in
addition to potential sex trafficking victims. Provide resources available to the victim such
as Cornerstone advocacy services.
Fully integrate body worn cameras alongside our existing squad camera systems to create an
enhanced environment of transparency and increased investigative effectiveness.
Ensure all Buildings are Designed, Constructed and Maintained in a Safe and Sound
Condition
We will work with developers, architects, business owners and property owners to ensure
building plans indicate compliance with all residential and commercial construction codes.
We will develop a system for delivering welcome and introductory information to
remodeled or constructed businesses that can also be used for business retention strategies.
Key Transportation 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.
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).
Critical Infrastructure Improvements
We will implement the 24th year of the street and utility construction program by providing the
needed capital improvements, which increase value of the public infrastructure and provide a
catalyst towards other infrastructure improvements and value throughout neighborhoods
citywide.
General
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11
The 2018 General Fund Budget incorporates the following significant items:
Personnel. Salaries and benefits represent 70 percent of the General fund expenditure
budget. Personnel includes:
o A two percent increase in employee base wages, resulting in an annual cost of
$180,200.
o A six percent increase in the employer provided monthly cafeteria contributions
(insurance) for full-time employees.
o Addition of a recreation program supervisor that will be assigned to the
community center. The estimated annual cost of this position is $86,500.
o Addition of a business assistance specialist in Community Development,
resulting in an increase of $113,700.
o Last year’s budget reflected a $100,000 allocation in contractual services for
communications and community engagement. The City utilized a portion of
these funds by hiring a full-time position in 2017 that is now reflected in the 2018
personnel budget. The full cost of this position is budgeted at $86,500.
o An increase in police contracted services overtime of $80,000 to reflect a security
contract with Walmart. The cost is 100% reimbursed by Walmart and is
reflected in contractual services revenue.
o Increase in the estimated vacancy/turnover savings by $120,000 to a total amount
of $350,000. This amount reflects a budgeted expenditure reduction for open
positions throughout the year.
Establishment of a Community and Engagement division which includes $20,000 for a
communications media specialist for branding and marketing initiatives and $18,000 for
a full website redesign.
Allocation of $50,000 for the BrookLynk youth internship program that will be jointly
operated with Brooklyn Park.
Purchase of a situational training simulator for training of our police officers that will
continue to introduce our officers to a variety of scenarios they may encounter. The cost
of the simulator is $27,000 and will continually be updated with new scenarios.
Allocation of $20,000 in Planning and Zoning for 2040 Comprehensive Plan updates.
Purchase and installation of new City street banners on the main roadways for $28,150.
Increase of $40,700 in elections for the 2018 election year.
A $125,000 General Fund contingency for unanticipated expenditures that may arise
during the year.
Taxable Market Value
Class Payable 2017 Payable 2018 Change (%)
Commercial $299,718,000 $312,846,800 4.2%
Industrial 122,847,400 133,666,600 8.8%
Residential 1,041,016,915 1,186,339,754 14.0%
Apartment 213,457,800 235,949,040 10.5%
Other 456,000 469,000 2.9%
Totals $1,677,496,115 $1,869,271,194 11.4%
The City
$191,775
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proportion p
ty.
y of the City
of $2,091,19
ications
is estimated
year. For th
n residential
axes which i
x capacity o
.6 percent m
aid by comm
y is estimated
94 (9.8%).
12
at $1,869,27
he 4th conse
(14.0%) and
is spread am
f the City. T
more or the to
mercial/indu
d at $23,500
71,194, whic
ecutive year t
d apartment
mongst all tax
The comparis
otal City prop
ustrial. Resid
0,527 compar
ch is an incr
the taxable m
(10.5%).
xable propert
son of this ch
perty taxes,
dential repre
red to $21,4
rease of
market value
ties in propo
hart to last y
which is off
esents 50.5%
09,333 in 20
e
ortion
year
fset
% of
017,
The med
market v
$167,000
City (inc
The char
paid sinc
2012, tha
2014 of $
amount p
property
to the las
Breakdo
City taxe
Center (b
for the Sc
The prop
different
of the pro
different
General F
School D
property
ian value ho
alue of $126
0 with a taxa
luding HRA
rt shown abo
ce 2012. The
at value was
$114,200. T
paid on that m
tax, similar
st four valuat
own of Prop
es account fo
based on the
chool Distric
perty tax paid
reasons incl
operty value
property typ
Fund activiti
District. Bro
tax implicat
School Di
32%
ome last year
6,260. The p
able market v
A) property ta
ove provides
e red bar and
$133,800 w
The grey shad
median valu
to the marke
tions.
perty Taxes
or 38 percent
preliminary
ct of 32 perc
d by an indiv
luding; a cha
e to the total
pe), an incre
ies and prog
oklyn Cente
tions.
stricts
%
Metro Taxing
Districts
2%
r had an estim
price of that
value of $14
ax will incre
information
d amounts on
which subseq
ded area and
ue home. In
et value, we
t of property
y 2018 prope
cent and Cou
vidual prope
ange in value
property val
ase in prope
grams, and ch
er has four di
g
13
mated marke
median valu
44,790. As a
ease by an es
n on the med
n the left axi
quently decre
d the amount
2012 the me
saw steady
*Based
y taxes paid b
erty tax levie
unty of 25 pe
erty owner co
e of the prop
lue (shift in d
erty taxes req
hanges in the
ifferent scho
Other Taxing
Districts
3%
et value of $
ue home wen
a result of the
stimated $83
dian value ho
is represent t
eased each y
ts on the righ
edian value h
decline in C
on a Residenti
by homeown
es). The rem
ercent.
ould be impa
perty, a chan
distribution
quested for o
e property ta
ool districts a
Henne
Coun
25%
$150,000 and
nt from $150
e market val
3 from $908
ome and City
the median v
year to its low
ht axis is the
home paid $
City property
ial Property in
ners living in
mainder is co
acted becaus
nge in the rel
of taxable m
operations of
ax needs of t
all with diffe
City of
Brooklyn
Center
38%
epin
nty
%
d a taxable
0,000 to
lue increase,
to $991.
y property ta
value home.
west value in
e property ta
$715 in City
y taxes leadin
School Distric
n Brooklyn
omprised of t
se of several
lative propor
market value
f the City
the County o
erent levies a
, the
axes
In
n
ax
ng up
ct #279
taxes
l
rtion
to a
or
and
2018 Cos
The char
value hom
an approx
does not
property
departme
public wo
emergenc
2018 Cap
Brook
Fireho
Bellvu
Water
51st A
Lift St
Storm
Bridge
Earle
Well #
Capita
Cente
Count
Tota
*A
st of Genera
rt shown abo
me (exclude
ximate tax d
take into con
tax funded e
ents. In 2018
orks, $140 f
cy preparedn
pital Projec
klyn Bouleva
ouse Park Ar
ue Area Mill
r Tower #2 –
Avenue Impro
tation No. 2
m Water Pond
e Rehab (Fo
Brown/Opp
#6 and #8 Re
al Maintenan
nnial Park T
ty Road 10 C
als
Anticipated ou
Comm
Develop
$64
Public W
$17
C
R
al Fund – M
ove provides
s Housing &
dollar cost of
nsideration a
expenses suc
8, the typica
for general g
ness and $64
cts & Equip
ard Corridor
rea Neighbo
l and Overla
– Reconditio
ovements (at
Rehabilitati
d Rehabilitat
our Bridges)
ortunity Are
ehabilitation
nce Building
Tennis Cour
Crosswalk R
utside fund of $
E
Pr
unity
pment,
4
Works,
78
Community
Recreation,
$79
I
Median Valu
a cost break
& Redevelop
f the services
any costs ou
ch as permit
al homeowne
overnment,
4 for commu
ment Repla
2018 Proje
r Project (49t
orhood Recon
ay
oning
t Brooklyn B
ion
tion
ea Street Lig
n
g Program 20
rts Resurfaci
Replacement
$11,251,000 (F
Fire &
Emergency
reparedness,
$64
Technology
mprovements,
$6
14
ue Home
kdown of the
pment Autho
s provided b
utside the Ge
fees and cha
er will pay ap
$79 for com
unity develop
acement
ects
th Ave. to Ba
nstruction Pr
Blvd)
hts (Orname
016
ng, Basketba
Federal/Hennep
,
Golf Cou
$3
e property ta
ority property
by the City, b
eneral Fund o
arges for ser
pproximatel
mmunity recr
pment activi
ass Lk Rd)
roject
ental Nodes)
all Court Pro
pin County) an
Polic
rse,
Other, $
axes paid by
y taxes). Th
but it should
or reduce the
rvices of the
ly $394 for p
reation, $63 f
ities.
)
oject
d a City share
General
Government,
$140
ce, $394
$43
the median
his chart prov
d be noted th
e cost for no
various
police, $178
for fire and
Cost
$14,600
12,600
1,540
1,400
600
355
270
226
225
205
184
129
125
$32,459
of $3,349,000.
vides
at it
on-
for
,00*
,000
,000
,000
,000
,000
,000
,000
,000
,000
,000
,000
,000
,000
.
15
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 $32.5 million in
improvements budgeted for 2018, including the Brooklyn Boulevard Corridor Project, Firehouse
Park Area Neighborhood Reconstruction, Bellvue Avenue mill and overlay, and Water Tower #2
reconditioning. 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 2018, the City is scheduled to replace
$1,233,500 in vehicles and equipment including two public works Sterling tandem dump trucks
and replacement of six police vehicles. The detailed listing of equipment scheduled for
replacement in 2018 and 2019 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 $470,000 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. 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,
16
development, preparing, equipment servicing, and serving of food and beverage for events at
Earle Brown Heritage Center.
The EBHC has a management agreement with Flik International to provide food and beverage
services for its facilities. The EBHC is also responsible for the maintenance of buildings and
grounds of the commercial office spaces for two tenants.
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 does not include any rate changes for the Water Utility which consists of base and
consumption charges. The City currently has a quarterly base charge of $14.64 per residential
and commercial irrigation meter. In addition to this base charge, the City charges a
consumption charge of $2.44 per 1,000 gallons (up to 30,000 gallons per quarter).
Multi-family, commercial and industrial properties currently pay a quarterly base charge
depending on the size of the meter and a consumption rate of $3.04 per 1,000 gallons. The
amount billed at any particular property depends on the size of the meter connection and the
amount of water consumed. The water charge for the quarterly utility bill for a household
using 18,000 gallons of water (considered the typical residential user) is estimated to be
$58.56 per quarter.
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.
The budget does not include any rate changes for the Sanitary Sewer Utility. The City
currently charges a quarterly base charge of $82.42. Rates are predominantly driven by the
replacement cost of sanitary sewer infrastructure related to the neighborhood reconstruction
projects and changes to the rates the Metropolitan Council charges the City.
17
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.
The budget includes a two percent increase in Storm Sewer fees. The City currently charges a
residential customer $14.48 per quarter in 2017, which will increase to $14.77 in 2018 (an
increase of $0.29 per quarter). The last rate adjustment in Storm Sewer fees occurred in 2010.
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
following table are for the comparison cities are their 2017 rates. At the time this chart was
compiled their 2018 rates were unknown. The rates were used to calculate the typical
residential quarterly bill.
The results of that comparison show Brooklyn Center remains near the bottom. The City’s
2018 bill for these services of $155.75 compares favorably to average of $179.84.
*White Bear Lake does not operate a storm water utility
18
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 fee for residential is
$6.55 per quarter. 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, biennial
curbside pick-up of large and bulky items, the use of a yard waste and tree branch drop off
site, and proper waste management and special material education and services.
The City currently charges a quarterly base charge of $11.98, which will remain unchanged
for 2018.
Housing and Redevelopment Authority
The Housing and Redevelopment Authority (HRA) levy for 2018 is $345,978, which is an
increase of $16,899 from 2017. State law authorizes the HRA to establish 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 the primary source of funding for EDA
activities.
City of Brooklyn Center
2018 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 41710 Communications & Engagement
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 42420 Building & Community Standards
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-Youth Programs
45119 CARS-General Recreation
45122 CARS-Community Center
45124 CARS-Pool
45310 Convention & Tourism
46320 Community Development Administration
48140 Risk Management
48150 Supplies & Central Support
48160 Vacancy and Turnover Savings
48170 Reimbursement from Other Funds
48210 Transfers Out
19
Fund Type Fund # Business Unit # and Description
Special Revenue Funds
20200 46321 HRA Fund
20300 46310 EDA Fund
20400 46323 CDBG Fund
20500 42190 State Forfeitures – Drug
42191 Federal Forfeitures - Drug
42193 DUI Forfeitures
27700 46412 TIF District # 2
27800 46413 TIF District # 3
27900 46414 TIF District # 4
28000 46415 TIF District # 5
28100 46416 TIF District # 6
28600 42185 Police Miscellaneous Grants
42187 Auto Theft Grant
42215 Fire Miscellaneous Grants
42412 CFMH Classes
45015 NW Cable Communications Grant
45020 Recreation Miscellaneous Grants
Debt Service Funds
31600 47526 GO Improvement Bonds 2013B
31700 47527 GO Improvement Bonds 2015A
31800 47528 GO Improvement Bonds 2016A
31900 47529 GO Improvement Bonds 2017A
37200 47618 GO Tax Increment Bonds 2016C
37300 47617 GO Tax Increment Bonds 2016B
37400 47616 GO Tax Increment Bonds 2015B
37500 47610 GO Tax Increment Bonds 2013A
37600 47611 GO Tax Increment Bonds 2008A
Capital Project Funds
40100 40100 Capital Improvements Fund
40200 40200 Municipal State Aid Construction Fund
40600 40600 Capital Reserve Emergency Fund
40700 40700 Special Assessments Construction Fund
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
20
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
21
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
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
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
22
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
4613 CARS Donations & Contributions
4812 Facility Rentals
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
4825 Common Area Maint.-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
4915.8 Transfers from TIF #5 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
23
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
6191 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
24
6320 Communications
6321 Telephone/Pagers
6322 Postage
6323 Radio Communications
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
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
25
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
26
City of Brooklyn Center
2018 Budget
Staffing
City of Brooklyn Center
2018 Budget
Full Time Employees - By Fund, Function & Division (By Funding Source)
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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 3.5 3.5 0.0 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
Communications and Engagement 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.5 2.0
Information Technology 2.0 2.0 2.0 2.0 2.0 2.0 2.0 3.0 3.0 3.0
General Government Buildings & Facilities 4.0 4.0 3.0 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 40.5 40.5 40.0 40.0 40.0 41.0 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 2.0 3.0 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 Development
Community Development Administration 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.3 2.3
Business Development 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.3 1.3
Planning & Zoning 2.0 1.5 1.5 1.5 1.5 1.5 1.2 1.2 0.0 0.0
Inspections 4.0 4.0 4.0 4.0 5.0 5.5 5.2 4.2 0.0 0.0
Code Enforcement 5.0 5.0 4.0 5.0 5.0 4.0 3.4 4.4 0.0 0.0
Building and Community Standards 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.5 7.5
Public Works
Public Works Administration/Engineering 6.0 6.0 6.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0
Street Maintenance 8.0 8.0 7.0 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 5.0 5.0
CARS Community Center 3.0 3.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Subtotal 126.0 125.5 120.0 122.5 123.0 120.0 119.8 122.8 125.5 126.0
Special Revenue Funds
Economic Development Authority 2.0 2.5 2.5 2.5 2.5 2.5 2.2 2.2 2.0 2.0
Grant Funds: COPS Grant 1.0 1.0 0.5 0.5 0.0 0.0 0.0 0.0 0.0 0.0
Grant Funds: Auto Theft Grant 1.0 1.0 1.0 1.0 1.0 0.5 1.0 1.0 1.0 1.0
Subtotal 4.0 4.5 4.0 4.0 3.5 3.0 3.2 3.2 3.0 3.0
Enterprise Funds
Off Sale Liquor Stores 5.0 4.0 4.0 5.0 5.0 5.0 6.0 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 9.0 9.0 9.0 10.0 10.0 10.0
Subtotal 17.0 16.0 16.0 17.0 18.0 18.0 19.0 20.0 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 2.4 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 15.0 15.0 15.0 15.0 15.0 15.0 15.0 15.0
Total Full Time Employees 161.0 160.0 155.0 158.5 159.5 156.0 157.0 161.0 163.5 164.0
Proposed
27
City of Brooklyn Center
2018 Budget
Summary of Full Time Employee Positions by Function
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
General Government 22.0 22.0 21.0 21.5 21.5 18.0 18.0 20.0 20.5 21.0
Public Safety 63.0 63.0 63.0 63.0 62.0 62.5 64.0 65.0 65.0 65.0
Community Services 13.0 13.0 12.0 13.0 14.0 13.5 12.0 12.0 13.0 13.0
Public Works 28.0 28.0 27.0 28.0 28.0 28.0 28.0 28.0 28.0 28.0
Community Recreation 9.0 9.0 6.0 6.0 6.0 6.0 6.0 6.0 7.0 7.0
Enterprise Operations 17.0 16.0 16.0 17.0 18.0 18.0 19.0 20.0 20.0 20.0
Public Utilities 9.0 9.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0
Total 161.0 160.0 155.0 158.5 159.5 156.0 157.0 161.0 163.5 164.0
Proposed
28
City of Brooklyn Center
2018 Budget
Resolutions
29
30
31
32
33
34
35
36
City of Brooklyn Center
2018 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
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
General fund revenue Debt service HRA
37
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 2018, taxable market value is 92.1% 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
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Estimated Market Value Taxable Market Value
38
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
16.58%
Industrial
7.06%
Residential
62.69%
Apartments
12.46%
Other
0.02%
Personal Property
1.18%
39
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
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Total Tax Capacity Net Tax Capacity
40
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 49.25% of the City portion of property taxes.
COMPONENTS OF TOTAL TAX CAPACITY
Commercial
25.66%
Industrial
10.95%
Residential
49.25%
Apartments
11.75%
Other
0.02%
Personal Property
1.81%
41
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
2010 2011 2012 2013 2014 2015 2016 2017 2018
Estimated City Taxes $820 $805 $715 $671 $662 $755 $862 $898 $991
Estimated Market Value - Median $156,500 $137,500 $133,900 $119,400 $114,300 $131,400 $142,100 $150,000 $167,000
$500
$600
$700
$800
$900
$1,000
$1,100
$100,000
$110,000
$120,000
$130,000
$140,000
$150,000
$160,000
$170,000
$180,000
42
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 - 2018 Median Value Residential Property
City of Brooklyn Center
38%
Hennepin County
25%
School Districts
32%
Metro Taxing Districts
2%Other Taxing Districts
3%
43
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 2018 Median Value Residential Property
General Government,
$140
Police, $394
Fire & Emergency
Preparedness, $64
Community
Development, $64
Public Works, $178
Community Recreation,
$79
Technology
Improvements, $6 Golf Course, $3 Other, $43
44
Distribution of Total 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
7,562 Single Family Residential 24 178 409 1,313 2,840 2,798
0.3%2.4%5.4%17.4%37.6%37.0%
94 Apartments - - 6 29 58 1
0.0%0.0%6.4%30.9%61.7%1.1%
155 Commercial & Industrial 15 12 53 52 19 4
9.7%7.7%34.2%33.5%12.3%2.6%
7,811 Total # of Properties 39 190 468 1,394 2,917 2,803
% of Total Properties 0.5%2.4%6.0%17.8%37.3%35.9%
The table above illustrates the changes in total property taxes from 2017 to 2018 (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
% of Total Properties 0.5%2.4%6.0%17.8%37.3%35.9%
# of Properties in Category
45
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 2017, with the exception of the budgeted 2018 rate for the City of Brooklyn Center. The chart
shows the City's water utility rates are the third lowest in the comparison. There will be no change in water rates for 2018.
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
$32.15
$52.73
$58.56 $58.56
$65.45
$69.62
$88.52 $95.24
$103.80
$109.59 $124.71
46
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 2017, with the exception of the budgeted 2018 rate for the City of Brooklyn Center.
There is no change in sanitary sewer rates for 2018.
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
$55.15
$70.75 $73.02 $75.15
$81.60 $82.42 $82.42 $83.70
$90.28 $106.41 $113.11
47
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 2017, with the exception of the budgeted 2018 rate for the City of Brooklyn Center.
The budgeted rates for 2018 represent a two percent increase from the 2017 rates.
STORM DRAINAGE UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$8.93
$12.95
$14.48 $14.77
$16.31 $16.50
$21.66 $22.00
$25.00 $28.30
48
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
$300.00
$113.75
$155.46 $155.75
$168.07 $169.63 $175.45 $183.34 $184.03 $184.27
$204.61
$259.48
49
The chart above is illustrating the annual comparison of the City's street lighting utility rates with five other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2017, with the exception of the budgeted 2018 rate for the City of Brooklyn Center.
The budgeted rates for 2018 represent no change from the 2017 rates. The current rates are providing sufficient cash flows to meet current
operating needs as well as future infrastructure needs.
STREET LIGHT UTILITY RATE COMPARISON
Residential User - Per Quarter
$-
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
New Hope Crystal Richfield Brooklyn
Center - 2017
Brooklyn
Center - 2018
Golden Valley Shoreview
$4.92 $5.00
$5.77
$6.55 $6.55
$7.05
$12.48
50
The chart above is illustrating the annual comparison of the City's recycling utility rates with seven other cities which are considered to
be similar to Brooklyn Center. All rates presented are for 2017, with the exception of the budgeted 2018 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. There is no budgeted 2018 rate increase.
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 Crystal New Hope Brooklyn
Center -
2017
Brooklyn
Center -
2018
Golden
Valley
$6.50
$7.86
$9.78
$10.75 $10.95
$11.98 $11.98
$14.00
51
City of Brooklyn Center
2018 Budget - All Funds Summary
Special Debt Capital
General Revenue Service Projects
Revenues
Property taxes 15,879,417$ 345,978$ 1,142,610$ -$
Tax increments 360,000 4,619,953 - -
Lodging taxes 1,100,000 - - -
Franchise fees - - - 689,000
Licenses and permits 776,625 - - -
Intergovernmental 1,594,819 382,487 - 13,228,658
Charges for goods and services 922,500 11,350 - -
Special assessments 100,000 - 494,722 1,199,803
Fines and forfeitures 231,500 13,000 - -
Investment earnings 79,975 48,501 3,165 110,234
Miscellaneous 151,200 125,032 - -
Total Revenues 21,196,036 5,546,301 1,640,497 15,227,695
Expenditures
General government 4,154,642 10,000 - 155,500
Public safety 10,077,428 209,487 - -
Public works 3,914,319 - - 163,121
Community services - - -
Recreation/Economic development 3,141,457 3,371,973 - -
Capital outlay - 150,000 - 23,600,925
Debt service - - 3,963,499 -
Nondepartmental 941,344 - - -
Enterprise operations - - - -
Utility operations - - - -
Internal service operations - - - -
Total Expenditures/Expenses 22,229,190 3,741,460 3,963,499 23,919,546
Other Financing Sources and Uses
Sale of property - 200,000 - -
Transfers in 150,000 627,480 2,651,934 940,000
Issuance of debt - - - 4,940,000
Transfers out 883,154 (2,987,881) - -
Total Other Financing Sources & Uses 1,033,154 (2,160,401) 2,651,934 5,880,000
Net Change in Fund Balance -$ (355,560)$ 328,932$ (2,811,851)$
52
Enterprise Utility Internal 2017
Operations Operations Services Total Total Change
-$ -$ -$ 17,368,005$ 16,457,713$ 5.53%
- - - 4,979,953 4,494,216 10.81%
- - - 1,100,000 1,050,000 4.76%
- - - 689,000 689,000 0.00%
- - - 776,625 728,555 6.60%
- - - 15,205,964 5,539,682 174.49%
11,631,469 10,657,941 1,810,517 25,033,777 24,315,442 2.95%
- - - 1,794,525 1,588,180 12.99%
- - - 244,500 302,500 -19.17%
36,449 122,686 61,463 462,473 322,875 43.24%
14,950 - - 291,182 270,405 7.68%
11,682,868 10,780,627 1,871,980 67,946,004 55,758,568 21.86%
- - - 4,320,142 4,013,633 7.64%
- - - 10,286,915 9,830,429 4.64%
- - - 4,077,440 3,949,611 3.24%
- - - - 1,304,642 -100.00%
- - - 6,513,430 3,326,173 95.82%
- 9,413,000 1,393,500 34,557,425 21,998,000 57.09%
- 2,067,861 - 6,031,360 5,307,335 13.64%
- - - 941,344 1,031,654 -8.75%
11,519,758 - - 11,519,758 11,182,586 3.02%
- 10,267,504 - 10,267,504 9,964,219 3.04%
- - 1,945,026 1,945,026 1,848,836 5.20%
11,519,758 21,748,365 3,338,526 90,460,344 73,757,118 22.65%
- - - 200,000 35,000 471.43%
60,000 - - 4,429,414 3,858,829 14.79%
- 5,215,000 - 10,155,000 10,592,000 -4.13%
(689,605) (341,783) (42,314) (3,178,429) (2,838,170) 11.99%
(629,605) 4,873,217 (42,314) 11,605,985 11,647,659 -0.36%
(466,495)$ (6,094,521)$ (1,508,860)$ (10,908,355)$(6,350,891)$ 71.76%
53
City of Brooklyn Center
2018 Budget - Special Revenue Funds Summary
20200 20300 20400 20500
Police
HRA EDA CDBG Forfeitures
Revenues
Property taxes 345,978$ -$ -$ -$
Tax increments - - - -
Intergovernmental - - 150,000 -
Charges for goods and services - - - -
Fines and forfeitures - - - 13,000
Investment earnings - 12,679 - 1,090
Miscellaneous - - - -
Total Revenues 345,978 12,679 150,000 14,090
Expenditures
General government - - - -
Public safety - - - 13,000
Parks and recreation - - - -
Economic development - 301,051 - -
Capital outlay - - - -
Total Expenditures/Expenses - 301,051 - 13,000
Other Financing Sources and Uses
Sale of property - - - -
Transfers in - 345,978 - -
Transfers out (345,978) (84,452) (150,000) -
Total Other Financing Sources & Uses (345,978) 261,526 (150,000) -
Net Change in Fund Balance -$ (26,846)$ -$ 1,090$
54
27700 27800 27900 28000 28100 28600
TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 City Grants Total
-$ -$ -$ -$ -$ -$ 345,978$
- 3,765,780 309,225 544,948 - - 4,619,953
- - - - - 232,487 382,487
- - - - - 11,350 11,350
- - - - - - 13,000
18,512 10,690 317 3,830 - 1,383 48,501
7,816 92,816 - - - 24,400 125,032
26,328 3,869,286 309,542 548,778 - 269,620 5,546,301
- - - - - 10,000 10,000
- - - - - 196,487 209,487
- - - - - 65,555 65,555
1,720,000 547,632 247,990 489,745 - - 3,306,418
- 150,000 - - - - 150,000
1,720,000 697,632 247,990 489,745 - 272,042 3,741,460
- 200,000 - - - - 200,000
- 281,502 - - - - 627,480
- (2,397,451) (10,000) - - - (2,987,881)
- (1,915,949) (10,000) - - - (2,160,401)
(1,693,672)$ 1,255,705$ 51,552$ 59,033$ -$ (2,422)$ (355,560)$
55
City of Brooklyn Center
2018 Budget - Debt Service Funds Summary
31600 31700 31800 31900
G.O.G.O.G.O.G.O.
Improvement Improvement Improvement Improvement
2013-B 2015-A 2016-A 2017-A
Revenues
Property taxes 396,739$ 250,961$ 213,948$ 280,962$
Special assessments 214,347 151,674 - 128,701
Investment earnings 2,976 - - 189
Total Revenues 614,062 402,635 213,948 409,852
Expenditures
Debt service 606,100 390,335 191,350 123,780
Total Expenditures/Expenses 606,100 390,335 191,350 123,780
Other Financing Sources and Uses
Transfers in - - - -
Total Other Financing Sources & Uses - - - -
Net Change in Fund Balance 7,962$ 12,300$ 22,598$ 286,072$
56
37200 37300 37400 37500 37600
G.O.G.O.G.O.G.O.G.O.
Tax Increment Tax Increment Tax Increment Tax Increment Tax Increment
2016-C 2016-B 2015-B 2013-A 2008-A Total
-$ -$ -$ -$ -$ 1,142,610$
- - - - - 494,722
- - - - - 3,165
- - - - - 1,640,497
304,658 48,325 1,738,250 430,888 129,813 3,963,499
304,658 48,325 1,738,250 430,888 129,813 3,963,499
304,658 48,325 1,738,250 430,888 129,813 2,651,934
304,658 48,325 1,738,250 430,888 129,813 2,651,934
-$ -$ -$ -$ -$ 328,932$
57
City of Brooklyn Center
2018 Budget - Capital Projects Funds Summary
40100 40200 40600
Municipal Capital
Capital State-Aid Reserve
Improvements Construction Emergency
Revenues
Franchise fees -$ -$ -$
Intergovernmental 12,135,454 1,093,204 -
Special assessments - - -
Investment earnings 40,946 4,198 11,292
Total Revenues 12,176,400 1,097,402 11,292
Expenditures
General government - - -
Public works - 160,000 -
Capital outlay 14,913,000 805,000 -
Total Expenditures/Expenses 14,913,000 965,000 -
Other Financing Sources and Uses
Transfers in 450,000 - -
Issuance of debt - - -
Total Other Financing Sources & Uses 450,000 - -
Net Change in Fund Balance (2,286,600)$ 132,402$ 11,292$
58
40700 40800 40900 41000
Special EBHC
Assessments Capital Street Technology
Construction Improvements Reconstruction Funding Total
-$ -$ 689,000$ -$ 689,000$
- - - - 13,228,658
1,199,803 - - - 1,199,803
- 9,321 41,991 2,486 110,234
1,199,803 9,321 730,991 2,486 15,227,695
- - - 155,500 155,500
3,121 - - - 163,121
2,400,000 390,925 4,966,000 126,000 23,600,925
2,403,121 390,925 4,966,000 281,500 23,919,546
- 350,000 - 140,000 940,000
2,140,000 - 2,800,000 - 4,940,000
2,140,000 350,000 2,800,000 140,000 5,880,000
936,682$ (31,604)$ (1,435,009)$ (139,014)$ (2,811,851)$
59
City of Brooklyn Center
2018 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 3,829,846$ 4,333,111$ 1,651,350$ 450,500$ 393,134$ 10,657,941$
Investment earnings 20,952 46,985 46,548 6,636 1,565 122,686
Total Revenues 3,850,798 4,380,096 1,697,898 457,136 394,699 10,780,627
Expenditures
Capital outlay 3,720,000 2,715,000 2,603,000 375,000 - 9,413,000
Debt service 1,525,969 425,242 116,650 - - 2,067,861
Utility operations 3,431,713 4,222,214 1,916,601 313,947 383,029 10,267,504
Total Expenditures/Expenses 8,677,682 7,362,456 4,636,251 688,947 383,029 21,748,365
Other Financing Sources and Uses
Issuance of debt 3,390,000 - 1,825,000 - - 5,215,000
Transfers out (105,996) (99,426) (99,426) (25,766) (11,169) (341,783)
Total Other Financing Sources & Uses 3,284,004 (99,426) 1,725,574 (25,766) (11,169) 4,873,217
Net Change in Fund Balance (1,542,880)$ (3,081,786)$ (1,212,779)$ (257,577)$ 501$ (6,094,521)$
60
City of Brooklyn Center
2018 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 6,400,200$ 249,000$ 4,982,269$ 11,631,469$
Investment earnings 18,512 - 17,937 36,449
Miscellaneous 2,700 2,250 10,000 14,950
Total Revenues 6,421,412 251,250 5,010,206 11,682,868
Expenditures
Enterprise operations 6,142,706 293,770 5,083,282 11,519,758
Total Expenditures/Expenses 6,142,706 293,770 5,083,282 11,519,758
Other Financing Sources and Uses
Transfers in - 60,000 - 60,000
Transfers out (232,906) (7,138) (449,561) (689,605)
Total Other Financing Sources & Uses (232,906) 52,862 (449,561) (629,605)
Net Change in Fund Balance 45,800$ 10,342$ (522,637)$ (466,495)$
61
City of Brooklyn Center
2018 Budget - Internal Service Funds Summary
70100 70300 70400
Employee Employee
Central Retirement Compensated
Garage Benefits Absences Total
Revenues
Charges for goods and services 1,810,517$ -$ -$ 1,810,517$
Investment earnings 49,307 3,639 8,517 61,463
Total Revenues 1,859,824 3,639 8,517 1,871,980
Expenditures
Capital outlay 1,393,500 - - 1,393,500
Internal service operations 1,945,026 - - 1,945,026
Total Expenditures/Expenses 3,338,526 - - 3,338,526
Other Financing Sources and Uses
Transfers out (42,314) - - (42,314)
Total Other Financing Sources & Uses (42,314) - - (42,314)
Net Change in Fund Balance (1,521,016)$ 3,639$ 8,517$ (1,508,860)$
62
City of Brooklyn Center
2018 Budget
General Fund Summary
City of Brooklyn Center
2018 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 development, assessing, street maintenance and repair,
engineering and general administrative functions.
63
Property taxes
74%
Other taxes
7%
Licenses & permits
4%
Intergovernmental
8%
Charges for
services
4%
Fines & forfeitures
1%
Other revenue
2%
General Fund
2018 Budgeted Revenues
Summary ‐ By Source
64
City of Brooklyn Center
2018 Budget - General Fund - Revenue Summary
2017
2015 2016 September 2017 2018
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
PROPERTY TAXES 14,107,934$ 14,553,884$ 7,841,507$ 15,278,667$ 15,879,417$ 3.93%
TAX INCREMENTS 348,680 414,970 156,610 380,000 360,000 -5.26%
LODGING TAXES 1,075,425 1,159,519 789,024 1,050,000 1,100,000 4.76%
TOTAL TAXES 15,532,039 16,128,373 8,787,141 16,708,667 17,339,417 3.77%
LICENSES 323,833 295,318 181,997 297,655 288,375 -3.12%
PERMITS 535,701 636,733 390,716 430,900 488,250 13.31%
TOTAL LICENSES & PERMITS 859,534 932,051 572,713 728,555 776,625 6.60%
FEDERAL - 620 - - - 0.00%
STATE 1,313,252 1,352,613 1,381,288 1,336,253 1,497,819 12.09%
COUNTY 8,000 3,014 - - - 0.00%
LOCAL 89,443 110,094 49,477 94,000 97,000 3.19%
TOTAL INTERGOVERNMENTAL 1,410,695 1,466,341 1,430,765 1,430,253 1,594,819 11.51%
GENERAL GOVERNMENT 180,198 139,470 89,256 120,300 110,000 -8.56%
PUBLIC SAFETY 12,968 18,789 44,831 15,250 95,250 524.59%
COMMUNITY DEVELOPMENT 1,240 5,785 (3,250) 46,000 46,000 0.00%
PARKS & RECREATION 232,707 224,771 170,185 257,775 267,300 3.70%
COMMUNITY CENTER 322,456 377,016 281,157 394,770 403,950 2.33%
TOTAL CHARGES FOR SERVICES 749,569 765,831 582,179 834,095 922,500 10.60%
SPECIAL ASSESSMENTS 148,234 122,988 68,306 130,000 100,000 -23.08%
FINES & FORFEITURES 268,116 211,712 178,768 262,500 231,500 -11.81%
INVESTMENT EARNINGS 62,276 66,348 82,016 77,990 79,975 2.55%
MISCELLANEOUS 142,800 298,154 63,570 125,950 151,200 20.05%
TRANSFERS IN 201,684 134,605 - 150,000 150,000 0.00%
10100 GENERAL FUND REVENUES 19,374,947$ 20,126,403$ 11,765,458$ 20,448,010$ 21,346,036$ 4.39%
Object Code / Description
65
General
government
19%Police
41%
Fire
7%
Community
development
7%
Public works
18%
CARS
8%
Non‐
departmental
0%
General Fund
2018 Budgeted Expenditures
Summary ‐ By Department
66
City of Brooklyn Center
2018 Budget - General Fund - Expenditure Summary by Function
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
41110 MAYOR & COUNCIL 123,085$ 107,560$ 112,261$ 123,686$ 124,384$ 0.56%
41320 CITY MANAGER 349,570 312,189 354,931 448,006 359,807 -19.69%
41410 ELECTIONS 75,709 108,324 65,326 93,958 134,520 43.17%
41430 CITY CLERK 181,066 192,495 134,058 183,216 185,428 1.21%
41520 FINANCE 524,400 584,600 455,486 588,757 617,724 4.92%
41550 ASSESSING 202,443 190,136 103,023 206,000 206,025 0.01%
41610 LEGAL 427,511 380,251 263,686 435,000 415,000 -4.60%
41710 COMMUNICATION & ENGAGEMENT - - - - 205,850 100.00%
41810 HUMAN RESOURCES 327,229 430,235 270,969 354,361 417,107 17.71%
41920 INFORMATION TECHNOLOGY 447,731 507,685 388,916 615,585 622,680 1.15%
41940 GOVERNMENT BUILDINGS 709,588 805,736 626,061 848,964 866,117 2.02%
GENERAL GOVERNMENT 3,368,332 3,619,211 2,774,717 3,897,533 4,154,642 6.60%
42110 ADMINISTRATION 320,245 296,559 237,048 316,399 353,861 11.84%
42120 INVESTIGATION 845,986 917,947 712,056 938,538 965,995 2.93%
42123 PATROL 5,253,688 5,433,430 4,209,698 5,692,685 6,092,825 7.03%
42151 SUPPORT SERVICES 851,457 929,181 722,702 1,001,710 1,018,018 1.63%
42170 STATION & BUILDINGS 228,932 209,945 148,120 233,101 230,400 -1.16%
POLICE 7,500,308 7,787,062 6,029,624 8,182,433 8,661,099 5.85%
42210 FIRE 1,099,745 1,157,691 939,675 1,419,669 1,404,389 -1.08%
42510 EMERGENCY PREPAREDNESS 78,872 80,669 2,791 11,790 11,940 1.27%
FIRE 1,178,617 1,238,360 942,466 1,431,459 1,416,329 -1.06%
41910 PLANNING & ZONING 111,770 140,813 83,644 176,153 194,708 10.53%
42410 BUILDING INSPECTIONS 526,144 471,042 313,817 527,716 - -100.00%
42411 CODE ENFORCEMENT 492,338 430,686 408,503 600,773 - -100.00%
42420 BUILDING & COMMUNITY STANDARDS - - - - 1,021,953 100.00%
46320 COMMUNITY DEVELOPMENT ADMIN - - - - 194,847 100.00%
COMMUNITY DEVELOPMENT 1,130,252 1,042,541 805,964 1,304,642 1,411,508 8.19%
43110 ENGINEERING 742,067 807,314 657,213 902,899 899,529 -0.37%
43220 STREET MAINTENANCE 1,307,517 1,291,375 1,045,607 1,496,275 1,535,993 2.65%
43221 TRAFFIC CONTROL 207,237 230,971 177,417 233,246 267,175 14.55%
45201 PARK FACILITIES 926,269 967,570 763,872 1,045,855 1,097,232 4.91%
45204 FORESTRY 98,913 96,426 71,205 108,536 114,390 5.39%
PUBLIC WORKS 3,282,003 3,393,656 2,715,314 3,786,811 3,914,319 3.37%
45010 ADMINISTRATION 221,922 230,172 172,934 230,193 237,921 3.36%
45110 REC ADMINISTRATION 466,231 504,845 373,439 507,642 519,918 2.42%
45111 ADULT PROGRAMS 152,815 161,560 120,675 171,122 167,038 -2.39%
45112 TEEN PROGRAMS 6,889 - - 6,928 6,600 -4.73%
45113 YOUTH PROGRAMS 61,856 80,226 96,762 92,841 98,389 5.98%
45119 GENERAL RECREATION 19,604 39,112 29,239 60,846 61,489 1.06%
45122 COMMUNITY CENTER 205,978 171,530 109,231 221,095 259,814 17.51%
45124 POOL 331,783 376,517 283,963 378,295 378,780 0.13%
CARS 1,467,078 1,563,962 1,186,243 1,668,962 1,729,949 3.65%
44110 JOINT POWERS 135,604 136,349 111,274 180,000 187,000 3.89%
45310 CONVENTION & TOURISM 510,827 550,772 317,762 498,750 522,500 4.76%
48140 INSURANCE 230,968 258,850 172,328 220,610 234,219 6.17%
48150 CENTRAL SUPPLIES 219,158 268,969 207,927 132,294 347,625 162.77%
48160 VACANCY AND TURNOVER SAVINGS - - - - (350,000) 100.00%
NON-DEPARTMENTAL 1,096,557 1,214,940 809,291 1,031,654 941,344 -8.75%
48170 INTERFUND REIMBURSEMENT (66,591) (205,838) (742,130) (1,040,484) (1,083,154) 4.10%
48210 TRANSFERS OUT 267,552 202,536 - 185,000 200,000 8.11%
TRANSFERS 200,961 (3,302) (742,130) (855,484) (883,154) 3.23%
10100 GENERAL FUND EXPENDITURES 19,224,108$ 19,856,430$ 14,521,489$ 20,448,010$ 21,346,036$ 4.39%
67
Personal services
70%
Supplies
3%
Services and other
charges
20%
Central garage
charges
7%
Capital outlay
0%
General Fund
2018 Budgeted Expenditures
Summary ‐ By Object
68
City of Brooklyn Center
2018 Budget - General Fund - Expenditure Summary by Object Code
2017
2015 2016 September 2017 2018
Actual Actual YTD Budget Budget Change
10100 GENERAL FUND
5586 COST OF SALES-MISC 394$ 1,172$ 117$ 450$ 500$ 11.11%
TOTAL COST OF SALES 394 1,172 117 450 500 11.11%
6101 WAGES & SALARIES-FT EMPLOYEES 8,128,997 8,303,891 6,477,946 8,787,955 9,153,680 4.16%
6102 OVERTIME-FT EMPLOYEES 361,836 349,998 243,881 362,000 362,119 0.03%
6103 WAGES-PART TIME EMPLOYEES 934,839 1,123,953 926,553 1,167,820 1,170,874 0.26%
6104 OVERTIME-PART TIME EMPLOYEES 874 796 693 2,500 1,350 -46.00%
6105 CONTRACTED SVCS OT 1,548 3,877 34,869 5,500 85,000 1445.45%
6111 SEVERANCE PAY 113,018 120,029 87,105 - - 0.00%
6112 CAR ALLOWANCE 5,700 6,050 4,750 6,000 6,000 0.00%
6122 PERA COORDINATED PLAN 363,770 366,380 282,495 427,023 451,383 5.70%
6123 PERA POLICE & FIRE PLAN 663,382 682,030 526,075 725,778 751,134 3.49%
6124 PERA DEFINED CONTRIBUTION 869 907 732 1,529 1,560 2.03%
6125 FICA - SOCIAL SECURITY 332,331 342,089 280,379 372,491 390,902 4.94%
6126 FICA - MEDICARE 136,423 140,738 113,362 153,554 160,311 4.40%
6127 FIRE RELIEF ASSOCIATION 148,061 146,002 1,000 148,000 148,000 0.00%
6131 CAFETERIA PLAN CONTRIBUTIONS 1,357,552 1,468,874 1,224,067 1,642,839 1,779,977 8.35%
6141 UNEMPLOYMENT COMPENSATION 2,822 11,758 15,588 - - 0.00%
6151 WORKER'S COMP INSURANCE 315,404 374,818 301,143 297,639 390,197 31.10%
TOTAL PERSONAL SERVICES 12,867,426 13,442,190 10,520,638 14,100,628 14,852,487 5.33%
6201 OFFICE SUPPLIES 27,430 22,454 17,171 31,180 31,440 0.83%
6203 BOOKS/REFERENCE MATERIALS 3,387 1,202 1,222 3,400 3,150 -7.35%
6204 STATIONARY SUPPLIES - - - 300 300 0.00%
6211 CLEANING SUPPLIES 13,646 8,486 15,404 17,000 16,500 -2.94%
6212 MOTOR FUELS - - - 3,200 2,500 -21.88%
6214 CLOTHING & PERSONAL EQUIPMENT 91,204 77,856 59,297 70,775 80,320 13.49%
6216 CHEMICALS/CHEMICAL PRODUCTS 22,404 23,073 16,699 14,630 14,630 0.00%
6217 SAFETY SUPPLIES 3,466 27,610 11,817 27,515 21,240 -22.81%
6219 GENERAL OPERATING SUPPLIES 104,387 97,181 76,651 115,880 124,778 7.68%
6219.1 GEN OP SUP-FIRE EDUCATION 1,920 3,020 2,548 2,000 4,000 100.00%
6223 BUILDINGS & FACILITIES 2,278 524 1,946 3,200 7,775 142.97%
6224 STREET MAINT MATERIALS 68,969 71,324 45,728 90,000 90,000 0.00%
6225 PARK & LANDSCAPE MATERIALS 18,951 29,508 13,996 27,970 28,640 2.40%
6226 SIGNS & STRIPING MATERIALS 29,703 29,893 21,974 31,510 59,150 87.72%
6227 PAINT SUPPLIES 1,469 993 215 1,200 1,200 0.00%
6231 ATHLETIC FIELD SUPPLIES 2,151 2,238 3,710 5,100 5,100 0.00%
6233 COURT SUPPLIES - 704 688 750 18,000 2300.00%
6239 OTHER REPAIR & MAINT SUPPLIES 52,614 56,312 42,664 50,600 54,600 7.91%
6241 SMALL TOOLS 2,270 2,211 1,759 5,720 5,020 -12.24%
6242 MINOR EQUIPMENT 105,132 52,678 33,270 58,340 38,140 -34.62%
6243 MINOR COMPUTER EQUIPMENT 56,360 62,800 57,939 60,350 97,250 61.14%
TOTAL SUPPLIES 607,741 570,067 424,698 620,620 703,733 13.39%
6301 ACCTG, AUDIT & FIN'L SERVICES 39,330 51,019 40,185 35,100 47,000 33.90%
6302 ARCH, ENG & PLANNING 7,067 16,898 9,456 21,000 24,500 16.67%
6303 LEGAL SERVICES 411,984 376,026 263,122 440,000 415,000 -5.68%
6305 MEDICAL SERVICES 8,852 7,478 8,327 20,000 16,100 -19.50%
6306 PERSONNEL/LABOR RELATIONS - - 775 5,000 5,000 0.00%
6307 PROFESSIONAL SERVICES 450,704 499,016 417,725 591,515 588,273 -0.55%
6308 CHARTER COMMISSION 206 208 189 1,500 1,500 0.00%
6321 TELEPHONE/PAGERS 29,475 27,122 23,830 37,959 47,825 25.99%
6322 POSTAGE 45,249 42,005 29,247 52,500 52,500 0.00%
6323 RADIO COMMUNICATIONS 26,544 30,857 22,577 29,000 30,000 3.45%
6329 OTHER COMMUNICATION SERVICES 32,721 33,339 26,471 33,650 34,677 3.05%
6331 TRAVEL EXPENSE/MILEAGE 4,260 4,493 2,436 6,195 6,595 6.46%
6333 FREIGHT/DRAYAGE 9,458 10,571 7,822 10,330 10,780 4.36%
6339 OTHER TRANSPORTATION EXPENSE 275 - - 1,500 1,000 -33.33%
6341 PERSONNEL ADVERTISING 968 670 276 5,060 4,960 -1.98%
6342 LEGAL NOTICES 9,608 16,719 2,751 8,350 8,500 1.80%
6349 OTHER ADVERTISING 60 150 605 250 7,500 2900.00%
6351 PRINTING 38,121 36,474 21,799 46,210 42,610 -7.79%
6361 GENERAL LIABILITY INSURANCE 119,450 125,036 74,957 101,180 103,455 2.25%
6362 PROPERTY INSURANCE 72,228 96,227 64,119 82,475 90,624 9.88%
6364 DRAM SHOP INSURANCE 988 1,004 1,013 1,096 1,100 0.36%
6366 MACHINERY BREAKDOWN INSURANCE 7,143 9,154 6,754 7,829 9,546 21.93%
6368 BONDS INSURANCE 1,915 2,468 1,835 2,126 2,594 22.01%
Object Code / Description
69
2017
2015 2016 September 2017 2018
Actual Actual YTD Budget Budget Change Object Code / Description
6369 OTHER INSURANCE - 1,113 1,113 2,700 1,200 -55.56%
6381 ELECTRIC 267,463 313,104 242,321 289,400 303,900 5.01%
6382 GAS 128,736 90,564 87,738 132,450 132,750 0.23%
6383 WATER 36,164 56,073 44,436 60,700 61,050 0.58%
6384 REFUSE DISPOSAL 34,116 32,526 21,766 40,500 39,500 -2.47%
6385 SEWER 12,527 12,979 7,696 15,100 15,450 2.32%
6386 STORM SEWER 55,269 55,269 41,452 65,400 67,300 2.91%
6387 HEATING OIL 25 - - 5,000 5,000 0.00%
6388 HAZARDOUS WASTE DISPOSAL 1,531 2,951 858 5,700 5,700 0.00%
6389 STREET LIGHTS 19,641 19,641 14,731 23,550 24,250 2.97%
6402 EQUIPMENT SERVICES 113,382 71,907 65,169 82,770 82,420 -0.42%
6403 BLDGS/FACILITIES MAINT SERVICE 101,021 132,141 91,495 119,500 207,500 73.64%
6404 STREET MAINT SERVICES 94,701 87,515 94,797 110,000 110,000 0.00%
6405 PARK & LANDSCAPE SERVICES 94,142 73,865 70,150 159,290 159,200 -0.06%
6406 MULTI-FUNCTION MTNCE 27,484 33,011 17,334 30,870 31,805 3.03%
6407 TRAFFIC SIGNALS MAINT 3,361 1,204 7,559 9,000 4,500 -50.00%
6408 COMMUNICATION/INFO SYSTEMS 2,218 2,223 246 5,665 23,000 306.00%
6409 OTHER REPAIR & MAINT SVCS 1,487 6,277 3,870 11,850 8,500 -28.27%
6412 BLDGS/FACILITIES 14,538 15,677 11,276 21,300 19,000 -10.80%
6415 OTHER EQUIPMENT 88 112 130 510 215 -57.84%
6417 UNIFORMS 1,564 506 449 3,630 3,750 3.31%
6421 SOFTWARE LICENSE 864 596 5,356 20,600 3,000 -85.44%
6422 SOFTWARE MAINT 67,700 75,405 67,180 80,100 94,400 17.85%
6423 LOGIS CHARGES 379,139 464,458 291,974 451,524 489,213 8.35%
6428 PROTECTION SERVICES 3,456 - - - - 0.00%
6431 SPECIAL EVENTS 6,274 6,728 2,703 8,300 11,300 36.14%
6432 CONFERENCES AND SCHOOLS 96,508 97,227 76,010 136,070 172,100 26.48%
6433 MEETING EXPENSES 6,919 6,786 7,506 12,835 15,485 20.65%
6434 DUES & SUBSCRIPTIONS 65,679 63,612 55,179 68,920 68,925 0.01%
6435 CREDIT CARD FEES 53,719 49,125 27,555 53,000 51,500 -2.83%
6436 UNCOLLECTIBLE CHECKS/DEBTS - - - - - 0.00%
6441 LICENSES, TAXES & FEES 5,684 3,739 3,181 6,400 6,900 7.81%
6442 COURT AWARDS/SETTLEMENTS 22,808 18,671 17,806 15,000 20,000 33.33%
6443 PRIZE AWARDS/EXPENSE REIMB 724 1,140 33 1,500 1,500 0.00%
6444 RELOCATION EXPENSES 3,000 - - - - 0.00%
6445 CONVENTION BUREAU PAYMENT 510,827 550,772 317,762 498,750 522,500 4.76%
6446 CONTINGENCY ACCOUNT - 2,500 - 125,000 125,000 0.00%
6447 TOWING CHARGES 829 264 378 750 750 0.00%
6448 PRISONER BOARDING CHARGES 102,937 95,064 67,539 110,000 100,000 -9.09%
6449 OTHER CONTRACTUAL SERVICE 575,949 660,291 468,849 724,840 700,240 -3.39%
6491 MERCHANDISE FOR RESALE 3,448 5,897 1,822 2,250 3,500 55.56%
TOTAL SERVICES & OTHER CHARGES 4,232,528 4,497,867 3,261,690 5,050,549 5,243,942 3.83%
6461 FUEL CHARGES 194,086 144,658 121,158 193,068 191,614 -0.75%
6462 FIXED CHARGES 165,507 148,365 114,169 149,178 139,666 -6.38%
6463 REPAIR & MAINT CHARGES 292,581 278,236 274,150 360,529 345,200 -4.25%
6465 REPLACEMENT CHARGES 623,778 667,991 539,228 718,972 752,048 4.60%
TOTAL CENTRAL GARAGE CHARGES 1,275,952 1,239,250 1,048,705 1,421,747 1,428,528 0.48%
6520 BUILDINGS & FACILITIES 18,027 62,803 7,771 62,500 - -100.00%
6540 EQUIPMENT & MACHINERY 21,079 42,083 - 40,500 - -100.00%
6545 OTHER EQUIPMENT - 4,300 - 6,500 - -100.00%
6560 FURNITURE - - - - - 0.00%
6580 INFORMATION SYSTEMS - - - - - 0.00%
TOTAL CAPITAL OUTLAY 39,106 109,186 7,771 109,500 - -100.00%
6471 ADMINISTRATIVE SERVICE TRANSFER (599,323) (599,323) (442,845) (590,484) (658,154) 11.46%
6472 ENGINEERING SERVICE TRANSFER (376,029) (411,330) (299,285) (450,000) (425,000) -5.56%
6473 STORM SEWER TRANSFER - - - - - 0.00%
6480 GENERAL FUND REIMBURSEMENT - - - - - 0.00%
6482 MISC TRANSFER OUT 1,176,313 1,007,351 - 185,000 200,000 8.11%
TOTAL TRANSFERS OUT 200,961 (3,302) (742,130) (855,484) (883,154) 3.23%
10100 GENERAL FUND EXPENDITURES 19,224,108$ 19,856,430$ 14,521,489$ 20,448,010$ 21,346,036$ 4.39%
70
City of Brooklyn Center
2018 Budget
General Fund Revenues
2018 Brooklyn Center Department Budget Narrative by Fund
Department Name: General Fund Revenues
Department/Division Description:
This set of accounts is considered a non-departmental function and serves the purposes of the entire
General Fund. The various Departments listed in the General Fund track their revenues through this
single area.
Strategic Functions/Division(s):
This set of accounts tracks the annual receipt of funds for:
Property Taxes
Lodging Taxes
Licenses
Permits
Receipts from Other Governments
Charges for Services provided by the various Departments
Collections of fines and forfeits
Interest Income
Transfers of resources from Other Fund
Miscellaneous Revenues
Annual Goal and Strategies:
1. Ensure the financial stability of the City
a. Provide for the tracking and timely reporting of revenues
b. Project revenues for budgetary purposes in a responsible and realistic manner.
71
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
10100 - GENERAL FUND
4101 - CURRENT AD VALOREM TAXES 14,151,507$ 14,486,330$ 7,792,516$ 15,344,946$ 15,963,823$ 4.03%
4102 - ALLOWANCE FOR UNCOLLECTIBLE - - - (147,287) (153,458) 4.19%
4120 - DELINQUENT AD VALOREM TAXES (48,672) 47,223 35,117 73,644 61,380 -16.65%
4154 - PENALTIES & INT-DELINQ TAXES 5,099 20,331 13,874 7,364 7,672 4.18%
PROPERTY TAXES 14,107,934 14,553,884 7,841,507 15,278,667 15,879,417 3.93%
4150 - TAX INCREMENTS 348,680 414,970 156,610 380,000 360,000 -5.26%
TAX INCREMENTS 348,680 414,970 156,610 380,000 360,000 -5.26%
4161 - LODGING TAX 1,075,425 1,159,519 789,024 1,050,000 1,100,000 4.76%
SALES & USE TAXES 1,075,425 1,159,519 789,024 1,050,000 1,100,000 4.76%
TOTAL TAXES 15,532,039 16,128,373 8,787,141 16,708,667 17,339,417 3.77%
4201 - LIQUOR LICENSES 64,200 49,875 1,958 52,350 50,850 -2.87%
4202 - BEER LICENSES 2,592 3,783 458 2,300 3,200 39.13%
4203 - GARBAGE HAULING LICENSES 3,250 3,275 3,466 3,360 3,275 -2.53%
4204 - CIGARETTE LICENSES 2,638 2,550 450 2,850 2,550 -10.53%
4205 - RENTAL DWELLING LICENSES 233,426 218,320 162,260 220,000 210,000 -4.55%
4207 - MECHANICAL LICENSES 9,320 9,400 7,455 9,000 9,000 0.00%
4209 - SERVICE STATION LICENSES 2,190 2,220 - 2,190 2,190 0.00%
4210 - MOTOR VEHICLE DEALER LICENSES 1,500 1,500 1,500 1,500 1,500 0.00%
4212 - AMUSEMENT LICENSES 605 575 515 605 605 0.00%
4213 - MISCELLANEOUS BUSINESS LICENSE 4,112 3,820 3,935 3,500 5,205 48.71%
LICENSES 323,833 295,318 181,997 297,655 288,375 -3.12%
4221 - SIGN PERMITS 6,559 3,394 1,358 5,000 5,000 0.00%
4222 - BUILDING PERMITS 329,882 450,309 208,069 307,150 320,000 4.18%
4223 - MECHANICAL PERMITS 87,950 67,809 79,885 45,000 55,000 22.22%
4224 - SEWER & WATER PERMITS 3,260 9,439 7,580 1,500 2,500 66.67%
4225 - PLUMBING PERMITS 53,104 67,075 46,088 35,000 40,000 14.29%
4226 - ROW PERMIT FEE 7,596 8,251 4,018 1,500 5,000 233.33%
4227 - ELECTRICAL PERMITS 46,666 27,882 42,284 35,000 60,000 71.43%
4228 - MISC BUSINESS PERMITS 684 2,574 1,434 750 750 0.00%
PERMITS 535,701 636,733 390,716 430,900 488,250 13.31%
TOTAL LICENSES & PERMITS 859,534 932,051 572,713 728,555 776,625 6.60%
4320 - MISC FEDERAL GRANTS - 620 - - - 0.00%
FEDERAL - 620 - - - 0.00%
4341 - LOCAL GOVERNMENT AID 747,076 767,063 793,070 775,888 884,454 13.99%
4345 - PENSION AID-FIRE RELIEF 148,061 146,002 154,366 148,000 148,000 0.00%
4346 - PENSION AID-POLICE 360,232 383,810 402,370 360,000 380,000 5.56%
4347 - PENSION AID-PERA 34,365 34,365 - 34,365 34,365 0.00%
4348 - LOCAL PERFORMANCE AID - - - - - 0.00%
4352 - POLICE TRAINING GRANT 15,993 15,608 15,260 15,000 48,000 220.00%
4359 - OTHER STATE GRANTS/AID 7,525 5,765 16,222 3,000 3,000 0.00%
STATE 1,313,252 1,352,613 1,381,288 1,336,253 1,497,819 12.09%
4362 - COUNTY GRANTS/AID 8,000 3,014 - - - 0.00%
COUNTY 8,000 3,014 - - - 0.00%
4373 - OTHER GRANTS/AID 11,858 26,971 (6,857) 10,000 10,000 0.00%
4374 - POLICE LIAISON / DARE 77,585 83,123 56,334 84,000 87,000 3.57%
LOCAL 89,443 110,094 49,477 94,000 97,000 3.19%
TOTAL INTERGOVERNMENTAL 1,410,695 1,466,341 1,430,765 1,430,253 1,594,819 11.51%
4401 - VACANT BLDG REG FEE 84,300 59,700 32,000 60,000 42,000 -30.00%
4402 - RENTAL CONVERSION FEE 26,000 21,500 12,000 17,000 17,000 0.00%
4403 - PLANNING APPLICATION FEES 10,110 5,800 6,700 6,000 6,000 0.00%
4404 - ZONING CHANGES/SPECIAL USE PER 2,100 75 300 2,500 2,500 0.00%
4405 - SALE OF MAPS & DOCUMENTS 434 18 10 - - 0.00%
4407 - ASSESSMENT SEARCHES - 50 - - - 0.00%
4408 - REINSPECTION FEES 21,335 26,586 23,900 12,500 20,000 60.00%
4409 - SECTION 8 INSPECTIONS 12,090 - - - - 0.00%
4410 - REOCCUPANCY INSP FEE 18,950 19,561 9,360 15,600 15,600 0.00%
4411 - FILING FEES - 175 - - 200 100.00%
4412 - ABATEMENT FEES 225 270 225 250 250 0.00%
4413 - FINAL PLAT & VACATION FEES - - - 250 250 0.00%
4415 - TREE CONTRACTOR REGISTRATION 1,610 665 1,015 1,200 1,200 0.00%
4416 - ZONING LETTER 455 525 910 500 500 0.00%
4417 - ABATEMENT SVC CHG 450 1,700 (300) 2,500 2,500 0.00%
4419 - ONLINE CREDIT CARD SURCHARGE 2,139 2,845 3,136 2,000 2,000 0.00%
GENERAL 180,198 139,470 89,256 120,300 110,000 -8.56%
GENERAL FUND
REVENUES
FUND - 10100
72
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
4421 - POLICE REPORT REVENUE 810 826 363 750 750 0.00%
4422 - LICENSE INVESTIGATIONS 1,750 1,600 100 1,000 1,000 0.00%
4423 - ANIMAL CONTROL REVENUE 5,526 7,751 4,123 4,500 4,500 0.00%
4424 - FIRE ALARM FEES 140 - - - - 0.00%
4424.1 - FIRE INSPECTIONS 600 200 - 500 500 0.00%
4425 - BURGLAR ALARM FEES 125 2,177 1,623 3,000 3,000 0.00%
4426 - TOWING REVENUE - - 292 - - 0.00%
4427 - POLICE SERVICE REVENUE 1,992 1,360 1,490 500 500 0.00%
4428 - PRIVATE SECURITY CONTRACTS 2,025 4,875 36,840 5,000 85,000 1600.00%
4429 - MISC POLICE REVENUE - - - - - 0.00%
PUBLIC SAFETY 12,968 18,789 44,831 15,250 95,250 524.59%
4431 - WEED CUTTING CHARGES - - - 26,000 26,000 0.00%
4434 - DISEASED TREE REMOVAL - - - 14,000 14,000 0.00%
4451 - NUISANCE ABATEMENTS 1,240 5,785 (3,250) 6,000 6,000 0.00%
COMMUNITY DEVELOPMENT 1,240 5,785 (3,250) 46,000 46,000 0.00%
4471 - ADULT RECREATION PROGRAMS 169,669 163,456 117,248 184,500 183,150 -0.73%
4472 - TEEN RECREATION PROGRAMS 8,525 - - - - 0.00%
4473 - CHILDREN RECREATION PROGRAMS 54,163 55,615 48,052 58,275 66,350 13.86%
4474 - GENERAL RECREATION PROGRAMS 350 5,700 4,885 15,000 17,800 18.67%
PARKS & RECREATION 232,707 224,771 170,185 257,775 267,300 3.70%
4481 - MEMBERSHIPS-FAMILY 25,172 32,592 24,832 36,000 35,000 -2.78%
4482 - MEMBERSHIPS-INDIVIDUAL 25,392 31,879 23,320 32,000 33,000 3.13%
4483 - SILVER SNEAKERS TAXABLE 17,963 19,307 15,212 20,000 21,000 5.00%
4485 - GENERAL ADMISSIONS-INDIVIDUAL 71,594 74,585 67,863 95,000 93,500 -1.58%
4486 - GENERAL ADMISSIONS-GROUP - 6,205 2,460 1,000 6,000 500.00%
4487 - SWIM LESSONS 148,493 173,990 125,508 170,000 175,000 2.94%
4489 - LOCKER RENTAL 4,889 5,099 3,535 6,000 6,000 0.00%
4493 - GAME ROOM 1,508 1,699 669 2,500 2,000 -20.00%
4494 - MERCHANDISE FOR RESALE 878 1,187 867 1,500 1,500 0.00%
4495 - CONSTITUTION HALL RENTAL 24,056 27,833 14,910 26,000 28,000 7.69%
4496 - GIFT CERTIFICATE (171) (60) - 250 250 0.00%
4497 - CONCESSIONS & COMMISSIONS 2,682 2,700 1,981 4,520 2,700 -40.27%
COMMUNITY CENTER 322,456 377,016 281,157 394,770 403,950 2.33%
TOTAL CHARGES FOR SERVICES 749,569 765,831 582,179 834,095 922,500 10.60%
4508 - UNCLAIMED EVIDENCE 1,622 617 2,705 1,500 1,500 0.00%
4511 - COURT FINES 230,949 183,430 159,898 231,000 200,000 -13.42%
4512 - ADMINISTRATIVE FINES 35,545 27,665 16,165 30,000 30,000 0.00%
4513 - RENTAL DWELLING FINES - - - - - 0.00%
TOTAL FINES & FORFEITURES 268,116 211,712 178,768 262,500 231,500 -11.81%
4601 - SPECIAL ASSESSMENTS 148,232 122,970 68,181 130,000 100,000 -23.08%
4607 - SPEC ASSESS INTEREST 2 18 125 - - 0.00%
TOTAL SPECIAL ASSESSMENTS 148,234 122,988 68,306 130,000 100,000 -23.08%
4603 - INTEREST EARNINGS 59,599 86,014 82,016 77,990 79,975 2.55%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,677 (19,666) - - - 0.00%
TOTAL INVESTMENT EARNINGS 62,276 66,348 82,016 77,990 79,975 2.55%
4604 - CHECK PROCESSING FEES 30 183 30 - - 0.00%
4606 - OTHER REVENUE 5,864 147,549 12,927 25,000 25,000 0.00%
4612 - DONATIONS & CONTRIBUTIONS 14,621 15,690 13,250 - - 0.00%
4613 - CARS DONATIONS & CONTRIBUTIONS - 375 - 21,000 12,500 -40.48%
4812 - FACILITY RENTALS 34,879 27,949 12,440 31,200 31,200 0.00%
4921 - REFUNDS & REIMBURSEMENTS 87,406 106,408 24,923 48,750 82,500 69.23%
TOTAL MISCELLANEOUS 142,800 298,154 63,570 125,950 151,200 20.05%
4915 - TRANSFERS IN 201,684 134,605 - 150,000 150,000 0.00%
TOTAL TRANSFERS IN 201,684 134,605 - 150,000 150,000 0.00%
REVENUES 19,374,947$ 20,126,403$ 11,765,458$ 20,448,010$ 21,346,036$ 4.39%
73
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74
City of Brooklyn Center
2018 Budget
General Fund Expenses
General Government
2018 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 2018 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
P o s i t i o n s FTEs 2017 2018 2019
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
75
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2016 Actual Value 2018 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%
76
GENERAL FUND
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL
6103 - WAGES-PART TIME EMPLOYEES 46,121$ 48,126$ 38,861$ 49,089$ 50,070$ 2.00%
6124 - PERA DEFINED CONTRIBUTION 869 907 732 1,529 1,560 2.03%
6125 - FICA - SOCIAL SECURITY 1,803 1,881 1,521 1,148 1,170 1.92%
6126 - FICA - MEDICARE 674 703 568 711 727 2.25%
6151 - WORKER'S COMP INSURANCE 171 210 165 159 207 30.19%
TOTAL PERSONAL SERVICES 49,638 51,827 41,847 52,636 53,734 2.09%
6201 - OFFICE SUPPLIES - 27 - - - 0.00%
6203 - BOOKS/REFERENCE MATERIALS - 93 - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES 860 227 272 350 350 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 253 - - 0.00%
TOTAL SUPPLIES 860 347 525 350 350 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES - - - - - 0.00%
6307 - PROFESSIONAL SERVICES 15,563 7,165 19,728 15,000 14,600 -2.67%
6308 - CHARTER COMMISSION 206 208 189 1,500 1,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 10 - 100 100 0.00%
6351 - PRINTING - 149 149 300 300 0.00%
6432 - CONFERENCES AND SCHOOLS 11,633 2,230 4,692 8,000 8,000 0.00%
6433 - MEETING EXPENSES 2,541 1,276 1,032 2,800 2,800 0.00%
6434 - DUES & SUBSCRIPTIONS 42,644 44,348 44,099 43,000 43,000 0.00%
TOTAL SERVICES & OTHER CHARGES 72,587 55,386 69,889 70,700 70,300 -0.57%
TOTAL BUSINESS UNIT EXPENSES 123,085$ 107,560$ 112,261$ 123,686$ 124,384$ 0.56%
41110 - MAYOR COUNCIL
77
2018 Brooklyn Center Department Budget Narrative by Fund
Department Name: Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide cross-departmental support and city-wide
leadership to both internal and external customers.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, The Office of the City
Clerk, Division of Human Resources, Division of Information Technology, and Division of
Communication and Community Engagement.
The City Manager’s Office is composed of the City Manager, Deputy City Manager Director of
Administration. The primary responsibility of the City Manager is organizational leadership. The Deputy
City Manager is the Director of the Administration Department
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 Division of Human Resources is composed of the HR Director, HR Specialist and Payroll
Technician. This division manages human resource activities including labor relations, payroll and
benefits administration and employee recruitment.
The Division of Information Technology is composed of the IT Director a IT/GIS Specialist and an IT
Technician. This division plans, manages and supports the City technology infrastructure.
The Division of Communication and Community Engagement is composed of Communication
Coordinator and Community Engagement Specialist. This division manages both internal and external
communications, branding and marketing efforts, media relations, resident and community engagement.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Customer Intimacy and Operational Excellence
In 2018 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
78
In 2018 we will continue our Inclusion and Diversity efforts and implement a racial equity strategy. 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 2018 we will continue the work our Diversity and Inclusion Council established in 2015,
facilitated by the vendor Inclusion Inc. In 2018 the efforts of the I and D Council will expand its external
customer focus. The Council will continue to prioritize, organize and implement the recommendation of
the client audit conducted by Inclusion Inc.
System-wide Development and Operations
In 2018, the department will work with all departments and at all levels of the organization in a systematic
manner on key administrative operations including: branding, recruitment and hiring, technology
planning, communication, employee evaluations, and electronic council affairs. Through coordination of
communication, training and development of efforts with frontline staff, supervisors, and department
management messages will be consistently communicated throughout the organization. The hope is that
there is share understanding and unified action on key strategic directives throughout the entire
organization.
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
City Manager
Deputy City Manager
City Clerk
Deputy City Clerk
Customer Service Representative
Human Resources Director
Human Resources Specialist
Human Resources/Payroll Technician
Information Technology Director
Information Technology Specialist
Information Technology Technician
Communication Coordinator (Interim)
Community Engagement Specialist
1
1
1
1
1
1
1
1
1
1
1
0.5
0.0
1
1
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
Total 11.5 12.5 13.0
Strategic Functions/Division(s):
Effective and Responsive Organization Leadership
o The City Manager with support from the Deputy 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
79
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
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.
The City Managers’ office is responsible for effective public communications primarily
under the direction of the Deputy 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
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 Division of Human Resources is responsible for providing customer focused support to
the mission of recruiting and retaining an inclusive quality workforce.
The Division of Human Resources is responsible for the development of and effective
customer focused administration of the employee compensation and benefit program.
80
The Division of Human Resources 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 Division of Human Resources is responsible for Personnel Policy development and
Personnel Policy training and enforcement.
The Division of Human Resources is responsible for customer focused administration of the
payroll process and other pay related activities i.e. pay/equity and EEO reporting
Communication and Community Engagement
o The Division Communication and Community Engagement support all departments in
cross-departmental communication and coordinates city-wide communication efforts.
The Division Communication and Community Engagement support all departments in
cross-departmental communication and coordinates city-wide community engagement
efforts.
The Division provides ongoing maintenance and posting of city related information and
stories on the City’s website and social media platforms. Regular monitoring and updates
to the website are provided by the Division in coordination with all departments.
The Division provides ongoing development of the quarterly newsletter that goes out to all
properties within the City limits. Regular communication is conducted via print,
television, video streaming, and in-person communication.
The Division coordinates events with residents including community dialogues and
resident networking. The Division fosters relationships among residents, business owners,
visitors and city staff.
Consistent, Reliable, and Strategic Advancement of Information Technology
o The Division of IT oversees the city-wide fiber optics system, which is available at all
times and days. The fiber optics system connects all City owned and leased facilities with
the exception of the Centerbrook Golf Course to an advance technology communications
system. Centerbrook Golf Course is anticipated to be connected to the system in 2017.
The fiber optics system allows the City to unify its intra-communications, security
systems, and utility systems controls.
The Division of IT procures, installs, maintains and replaces all hardware and software
communication technology such as computers, cell phones, office phones, facility security
cameras, body worn cameras, multifunctional equipment (i.e. copiers, plotters, and fax
machines) and conference room visual and audio equipment. The Division also oversees
the City’s GIS system.
81
The Division of IT systematically plans with all departments on current and future
technological needs. Technology funding is planned through the Division of IT. Research
and investigations of future technological needs of the City is shared by departments and
the Division of IT; however, implementation, majority of management and support rest on
the Division of IT.
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
Inclusive Community
Engagement Efforts
Train staff on new branding
guidelines, inventory branding
points of impression and
execute new branding on paper,
electronic, facility and vehicles
and within communications.
Develop expanded Community
Engagement Strategies and 5
events.
Implement recommendations from
branding process.
Implement inclusive community
engagement strategy recommendations
Foster systematic
administrative approaches
throughout the organization
Execute plans for social media
policy, branding, IT
development plan, employee
appraisals, measurement of
strategic initiatives, and
electronic council agenda.
Develop implementation plans and
applicable policy for execution of
social media policy, branding, IT
development plan, employee
appraisals, employee development and
training, measurement of strategic
initiatives progress, and electronic
council agenda.
82
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41320 - CITY MANAGER
6101 - WAGES & SALARIES-FT EMPLOYEES 262,960$ 232,087$ 212,098$ 262,537$ 258,079$ -1.70%
6103 - WAGES-PART TIME EMPLOYEES - - 5,850 - - 0.00%
6111 - SEVERANCE PAY 7,681 5,132 - - - 0.00%
6112 - CAR ALLOWANCE 5,700 6,050 4,750 6,000 6,000 0.00%
6122 - PERA COORDINATED PLAN 19,722 17,407 15,908 20,890 19,806 -5.19%
6125 - FICA - SOCIAL SECURITY 14,107 12,217 13,583 14,098 13,624 -3.36%
6126 - FICA - MEDICARE 3,977 3,436 3,177 4,039 3,829 -5.20%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,416 23,150 24,947 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 2,022 1,744 1,599 1,866 1,875 0.48%
TOTAL PERSONAL SERVICES 341,585 301,223 281,912 336,406 331,807 -1.37%
6203 - BOOKS/REFERENCE MATERIALS 184 - - 250 400 60.00%
6219 - GENERAL OPERATING SUPPLIES 168 122 403 200 200 0.00%
6242 - MINOR EQUIPMENT 642 - 6,800 - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,361 2,423 - 200 100.00%
TOTAL SUPPLIES 994 2,483 9,626 450 800 77.78%
6307 - PROFESSIONAL SERVICES - - 50,879 100,000 10,000 -90.00%
6321 - TELEPHONE/PAGERS 498 382 760 600 1,400 133.33%
6329 - OTHER COMMUNICATION SERVICES - - 292 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 13 37 - 300 300 0.00%
6351 - PRINTING - 66 69 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 4,400 5,043 7,957 6,000 10,000 66.67%
6433 - MEETING EXPENSES 160 610 391 250 500 100.00%
6434 - DUES & SUBSCRIPTIONS 1,920 2,317 3,045 4,000 5,000 25.00%
6441 - LICENSES, TAXES & FEES - 28 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 6,991 8,483 63,393 111,150 27,200 -75.53%
TOTAL BUSINESS UNIT EXPENSES 349,570$ 312,189$ 354,931$ 448,006$ 359,807$ -19.69%
41320 - CITY MANAGER
GENERAL FUND
83
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 45,157$ 45,639$ 37,075$ 48,023$ 51,763$ 7.79%
6102 - OVERTIME-FT EMPLOYEES 336 2,835 1,468 - 3,000 100.00%
6103 - WAGES - PART TIME EMPLOYEES - 525 - 7,000 41,000 485.71%
6111 - SEVERANCE PAY 190 150 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,412 3,636 2,891 3,602 3,882 7.77%
6125 - FICA - SOCIAL SECURITY 2,705 3,287 2,659 2,977 3,209 7.79%
6126 - FICA - MEDICARE 633 769 622 696 751 7.90%
6131 - CAFETERIA PLAN CONTRIBUTIONS 10,590 13,488 10,678 13,488 14,297 6.00%
6151 - WORKER'S COMP INSURANCE 350 357 280 322 368 14.29%
TOTAL PERSONAL SERVICES 63,373 70,686 55,673 76,108 118,270 55.40%
6219 - GENERAL OPERATING SUPPLIES 1,896 917 5,257 5,700 5,700 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,605 1,900 - -100.00%
TOTAL SUPPLIES 1,896 917 6,862 7,600 5,700 -25.00%
6322 - POSTAGE 2,879 820 - 1,000 1,000 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 20 41 - 150 150 0.00%
6333 - FREIGHT/DRAYAGE - 529 - 400 850 112.50%
6342 - LEGAL NOTICES - 558 - 450 600 33.33%
6351 - PRINTING 24 2,356 - 2,500 2,500 0.00%
6402 - EQUIPMENT SERVICES 2,978 460 2,791 3,500 3,500 0.00%
6412 - BLDGS/FACILITIES - 636 - 1,300 1,000 -23.08%
6415 - OTHER EQUIPMENT - - - 300 - -100.00%
6432 - CONFERENCES AND SCHOOLS 280 60 - 350 350 0.00%
6433 - MEETING EXPENSES - 446 - 200 500 150.00%
6434 - DUES & SUBSCRIPTIONS 155 20 - 100 100 0.00%
6449 - OTHER CONTRACTUAL SERVICE 4,104 30,795 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 10,440 36,721 2,791 10,250 10,550 2.93%
TOTAL BUSINESS UNIT EXPENSES 75,709$ 108,324$ 65,326$ 93,958$ 134,520$ 43.17%
GENERAL FUND
41410 - ELECTIONS
84
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41430 - CITY CLERK
6101 - WAGES & SALARIES-FT EMPLOYEES 122,915$ 114,269$ 91,564$ 127,388$ 126,301$ -0.85%
6102 - OVERTIME-FT EMPLOYEES - 206 28 - - 0.00%
6111 - SEVERANCE PAY 2,048 2,360 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,219 8,586 6,870 9,554 9,473 -0.85%
6125 - FICA - SOCIAL SECURITY 7,734 7,138 6,206 7,898 7,831 -0.85%
6126 - FICA - MEDICARE 1,809 1,669 1,451 1,847 1,832 -0.81%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,468 22,843 21,773 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 945 859 677 853 897 5.16%
TOTAL PERSONAL SERVICES 170,138 157,930 128,569 174,516 174,928 0.24%
6219 - GENERAL OPERATING SUPPLIES 283 212 445 150 150 0.00%
6242 - MINOR EQUIPMENT 560 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 332 - 1,450 100.00%
TOTAL SUPPLIES 843 212 777 150 1,600 966.67%
6307 - PROFESSIONAL SERVICES - 17,766 1,403 - - 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 69 - - 100 100 0.00%
6342 - LEGAL NOTICES 9,098 15,764 2,369 7,000 7,000 0.00%
6351 - PRINTING 175 - - 200 200 0.00%
6432 - CONFERENCES AND SCHOOLS 478 593 545 1,000 1,350 35.00%
6434 - DUES & SUBSCRIPTIONS 265 230 395 250 250 0.00%
TOTAL SERVICES & OTHER CHARGES 10,085 34,353 4,712 8,550 8,900 4.09%
TOTAL BUSINESS UNIT EXPENSES 181,066$ 192,495$ 134,058$ 183,216$ 185,428$ 1.21%
GENERAL FUND
41430 - CITY CLERK
85
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41710 - COMMUNICATIONS & ENGAGEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ 62,319$ 100.00%
6122 - PERA COORDINATED PLAN - - - - 4,674 100.00%
6125 - FICA - SOCIAL SECURITY - - - - 3,864 100.00%
6126 - FICA - MEDICARE - - - - 904 100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS - - - - 14,297 100.00%
6151 - WORKER'S COMP INSURANCE - - - - 442 100.00%
TOTAL PERSONAL SERVICES - - - - 86,500 100.00%
6219 - GENERAL OPERATING SUPPLIES - - - - 1,500 100.00%
6242 - MINOR EQUIPMENT - - - - 2,500 100.00%
6243 - MINOR COMPUTER EQUIPMENT - - - - 1,650 100.00%
TOTAL SUPPLIES - - - - 5,650 100.00%
6307 - PROFESSIONAL SERVICES - - - - 60,000 100.00%
6321 - TELEPHONE/PAGERS - - - - 700 100.00%
6322 - POSTAGE - - - - 15,000 100.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - - 500 100.00%
6349 - OTHER ADVERTISING - - - - 7,500 100.00%
6351 - PRINTING - - - - 5,500 100.00%
6408 - COMMUNICATION/INFO SYSTEMS - - - - 18,000 100.00%
6431 - SPECIAL EVENTS - - - - 3,000 100.00%
6432 - CONFERENCES AND SCHOOLS - - - - 2,000 100.00%
6433 - MEETING EXPENSES - - - - 1,500 100.00%
TOTAL SERVICES & OTHER CHARGES - - - - 113,700 100.00%
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ -$ 205,850$ 100.00%
GENERAL FUND
41710 - COMMUNICATIONS & ENGAGEMENT
86
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41810 - HUMAN RESOURCES
6101 - WAGES & SALARIES-FT EMPLOYEES 205,120$ 209,223$ 172,289$ 212,596$ 234,313$ 10.22%
6111 - SEVERANCE PAY 2,249 2,079 - - - 0.00%
6122 - PERA COORDINATED PLAN 15,384 15,692 12,922 15,945 17,573 10.21%
6125 - FICA - SOCIAL SECURITY 12,665 12,845 10,614 13,180 14,527 10.22%
6126 - FICA - MEDICARE 2,962 3,004 2,482 3,083 3,397 10.18%
6131 - CAFETERIA PLAN CONTRIBUTIONS 38,124 40,464 33,076 40,464 42,891 6.00%
6151 - WORKER'S COMP INSURANCE 1,581 1,573 1,272 1,423 1,665 17.01%
TOTAL PERSONAL SERVICES 278,085 284,880 232,655 286,691 314,366 9.65%
6219 - GENERAL OPERATING SUPPLIES 1,358 911 252 820 2,773 238.17%
6243 - MINOR COMPUTER EQUIPMENT 1,116 980 - - 1,450 100.00%
TOTAL SUPPLIES 2,474 1,891 252 820 4,223 415.00%
6305 - MEDICAL SERVICES 1,991 1,758 588 3,000 3,100 3.33%
6306 - PERSONNEL/LABOR RELATIONS - - 489 - - 0.00%
6307 - PROFESSIONAL SERVICES 42,764 139,811 36,011 60,600 92,168 52.09%
6331 - TRAVEL EXPENSE/MILEAGE 76 159 - 100 100 0.00%
6333 - FREIGHT/DRAYAGE - 57 80 50 50 0.00%
6432 - CONFERENCES AND SCHOOLS 1,275 845 745 2,000 2,000 0.00%
6433 - MEETING EXPENSES - 70 - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 564 764 149 1,100 1,100 0.00%
TOTAL SERVICES & OTHER CHARGES 46,670 143,464 38,062 66,850 98,518 47.37%
TOTAL BUSINESS UNIT EXPENSES 327,229$ 430,235$ 270,969$ 354,361$ 417,107$ 17.71%
GENERAL FUND
41810 - HUMAN RESOURCES
87
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41920 - INFORMATION TECHNOLOGY
6101 - WAGES & SALARIES-FT EMPLOYEES 170,756$ 158,009$ 167,565$ 242,265$ 244,559$ 0.95%
6102 - OVERTIME-FT EMPLOYEES 103 1,208 976 1,500 2,000 33.33%
6103 - WAGES-PART TIME EMPLOYEES 308 15,878 - - - 0.00%
6111 - SEVERANCE PAY 2,158 2,779 90 - - 0.00%
6122 - PERA COORDINATED PLAN 12,838 13,132 12,641 18,283 18,455 0.94%
6125 - FICA - SOCIAL SECURITY 10,829 10,792 10,443 15,114 15,256 0.94%
6126 - FICA - MEDICARE 2,533 2,524 2,442 3,535 3,568 0.93%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,416 22,480 24,062 40,464 42,891 6.00%
6151 - WORKER'S COMP INSURANCE 1,318 1,315 1,244 1,633 1,747 6.98%
TOTAL PERSONAL SERVICES 226,259 228,117 219,463 322,794 328,476 1.76%
6219 - GENERAL OPERATING SUPPLIES 2,804 2,524 2,156 3,000 3,100 3.33%
6243 - MINOR COMPUTER EQUIPMENT 2,193 2,454 1,200 - - 0.00%
TOTAL SUPPLIES 4,997 4,978 3,356 3,000 3,100 3.33%
6307 - PROFESSIONAL SERVICES 6,316 6,192 8,096 9,800 10,000 2.04%
6321 - TELEPHONE/PAGERS 1,369 1,556 1,089 1,800 2,100 16.67%
6331 - TRAVEL EXPENSE/MILEAGE 736 669 205 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE 11 48 - 100 100 0.00%
6351 - PRINTING - 51 24 - - 0.00%
6408 - COMMUNICATION/INFO SYSTEMS 2,218 2,223 246 5,665 5,000 -11.74%
6421 - SOFTWARE LICENSE - - 774 16,000 3,000 -81.25%
6422 - SOFTWARE MAINT 41,022 44,900 41,430 46,000 54,500 18.48%
6423 - LOGIS CHARGES 164,443 217,033 114,233 194,426 203,404 4.62%
6432 - CONFERENCES AND SCHOOLS 360 1,894 - 15,000 12,000 -20.00%
6433 - MEETING EXPENSES - 24 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 216,475 274,590 166,097 289,791 291,104 0.45%
TOTAL BUSINESS UNIT EXPENSES 447,731$ 507,685$ 388,916$ 615,585$ 622,680$ 1.15%
GENERAL FUND
41920 - INFORMATION TECHNOLOGY
88
2018 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 2018 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
Customer focus
In 2018 we will promote the use of the City’s utility payment acceptance software (Invoice Cloud) that
allows flexible payment methods for utility customers. Additionally, we will migrate remaining
electronic bank payment customers (ACH) to the Invoice Cloud software (eliminating repetitive systems).
89
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
Finance Director
Assistance Finance Director
Accountant
Accounting Technician
Utility Billing Technician
PT Utility Billing Technician
1
1
1
1
1
0.5
1
1
1
1
1
0.5
1
1
1
1
1
0.5
Strategic Functions/Division(s):
Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank
accounts and reconciles those bank accounts to the General Ledger on a monthly basis.
o The Division provides for the expenditure of funds for goods and services used by the City
including the proper recording and documentation of such expenditures.
o The Division prepares and distributes reports on the financial condition of the City.
o The Division invests available funds in approved investment types.
o The Division reports financial information to outside monitoring agencies
o The Division leads and assists financial planning activities through coordination of the
annual budget process and special analysis and reporting projects on specific programs.
Utility Billing Division
o The Division collects data for the preparation of utility bills, calculates, prints and mails
the bills to customers.
o The Division responds to customer inquiries by telephone, mail, e-mail and in person
regarding the calculation of bills and the regulations, policies and practices affecting utility
billing.
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.
Total 5 . 5 5 . 5 5 . 5
90
Annual Goal and Strategies:
1. Ensure the financial stability of the City.
a. Review and analyze alternatives for funding City infrastructure investments
b. Ensure appropriate financial policies and practices are in place
c. Assure adequate cash flow and investment of idle cash
2. Enhance customer access to utility account information and actions
a. Ensure on-line and phone system ability to accept payment
b. On-line access to customer account history information
c. On-line distribution option for quarterly bills
d. Capture various customer payment options through an efficient and streamlined process
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2015 2016 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
24 days
22 days
Date of audit opinion May 23, 2016 May 18, 2017 June 1, 2018
City bond credit rating AA AA AA or better
Rate of investment return on all cash/investments 0.616% 1.134% 1.250%
Pay by text (registrations/payments) Obtaining
baseline data
Obtaining
baseline data 200/50
Automated utility billing phone payments Obtaining
baseline data 1,504 1,750
Utility billing online payments Obtaining
baseline data 7,590 8,500
Paperless utility billing accounts Obtaining
baseline data 585 600
(The City implemented the Invoice Cloud online payment acceptance software in November of 2015. Pay
by text became available in December 2016 which allows the customer to receive billing amount and
make payments through text messaging).
91
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 345,997$ 370,075$ 283,096$ 380,833$ 394,497$ 3.59%
6102 - OVERTIME-FT EMPLOYEES 2,836 3,755 1,644 1,500 3,000 100.00%
6103 - WAGES-PART TIME EMPLOYEES 4,375 13,712 15,348 17,329 18,381 6.07%
6111 - SEVERANCE PAY 3,038 4,150 8,370 - - 0.00%
6122 - PERA COORDINATED PLAN 26,491 29,066 22,386 29,997 31,267 4.23%
6125 - FICA - SOCIAL SECURITY 21,616 24,340 19,422 24,587 24,839 1.02%
6126 - FICA - MEDICARE 5,055 5,693 4,542 5,795 6,045 4.31%
6131 - CAFETERIA PLAN CONTRIBUTIONS 59,304 67,440 51,975 67,440 71,485 6.00%
6151 - WORKER'S COMP INSURANCE 2,709 2,904 2,209 2,676 2,960 10.61%
TOTAL PERSONAL SERVICES 471,421 521,135 408,992 530,157 552,474 4.21%
6201 - OFFICE SUPPLIES 604 350 34 700 600 -14.29%
6203 - BOOKS/REFERENCE MATERIALS 110 - - 500 400 -20.00%
6219 - GENERAL OPERATING SUPPLIES 17 - - 300 100 -66.67%
6242 - MINOR EQUIPMENT 384 - - 500 300 -40.00%
6243 - MINOR COMPUTER EQUIPMENT 2,220 1,368 205 - 5,500 100.00%
TOTAL SUPPLIES 3,335 1,718 239 2,000 6,900 245.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 31,267 42,491 32,534 35,100 37,000 5.41%
6307 - PROFESSIONAL SERVICES 961 2,175 1,870 1,000 1,000 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 263 320 66 500 500 0.00%
6333 - FREIGHT/DRAYAGE 9,208 9,832 7,535 9,500 9,500 0.00%
6341 - PERSONNEL ADVERTISING 25 - - 300 200 -33.33%
6351 - PRINTING 5,201 3,362 999 5,000 4,900 -2.00%
6406 - MULTI-FUNCTION MTNCE 1,009 1,258 558 1,200 1,250 4.17%
6432 - CONFERENCES AND SCHOOLS 1,010 1,698 2,218 3,000 3,000 0.00%
6433 - MEETING EXPENSES 70 49 15 300 300 0.00%
6434 - DUES & SUBSCRIPTIONS 630 562 460 700 700 0.00%
TOTAL SERVICES & OTHER CHARGES 49,644 61,747 46,255 56,600 58,350 3.09%
TOTAL BUSINESS UNIT EXPENSES 524,400$ 584,600$ 455,486$ 588,757$ 617,724$ 4.92%
GENERAL FUND
41520 - FINANCE
92
City of Brooklyn Center
2018 Budget
General Fund Expenses
Public Safety
2018 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 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 #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:
In 2018, we will strive to complete the following:
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 constructive contacts with police.
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.
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.
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.
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.
93
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 (BWCs) alongside our existing squad camera systems to create
an enhanced environment of transparency and increased investigative effectiveness.
Staffing Levels:
P o s i t i o n s FTEs 2017 2018 2019
Chief 1 1 1
Division Commanders 3 3 3
Support Services Manager 1 1 1
Sergeants 7 7 7
Detectives 5 5 5
School Resource Officer 1 1 1
Juvenile Officer 1 1 1
Auto Theft Officer (grant funded until 6/30/19) 1 1 .5
Violent Offenders Task Force Officer 1 1 1
Hennepin County Drug Task Force Officer 1 1 1
Patrol Officers 28 28 28
Crime Analyst 1 1 1
Crime Prevention Specialist 1 1 1
Administrative Assistant 1 1 1
Records Specialist - 1 1
Records Technicians 8 7 7
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):
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.
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.
94
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.
c. 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.
95
Annual Operating Goal Performance Measures:
Performance Objectives
Performance Levels
Description of Performance Measure *Actual Value Target Value
Part One violent crimes compared to Hennepin
County with a ratio of per 100,000 residents
363 Brooklyn Center
486 Hennepin County
( 25% below County
average)
No less than 10% 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
457 Hennepin County
( 31% below County
average)
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
in Crime Prevention
185 Block Captains/39%
of the City represented
200 Block Captains/ 50%
of the City represented
Percentage of cases handled by DART 100% 100%
96
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42110 - POLICE-ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 167,743$ 170,406$ 133,598$ 181,052$ 184,664$ 2.00%
6111 - SEVERANCE PAY 2,541 4,199 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,673 3,898 3,017 4,024 4,104 1.99%
6123 - PERA POLICE & FIRE PLAN 19,240 19,185 15,125 20,639 21,052 2.00%
6125 - FICA - SOCIAL SECURITY 3,331 3,412 2,671 3,326 3,392 1.98%
6126 - FICA - MEDICARE 2,419 2,590 2,032 2,625 2,677 1.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 18,948 26,754 21,356 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 5,282 6,417 4,967 4,907 6,638 35.28%
TOTAL PERSONAL SERVICES 223,177 236,861 182,766 243,549 251,121 3.11%
6214 - CLOTHING & PERSONAL EQUIPMENT 284 204 - 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,038 762 2,162 450 500 11.11%
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%
6305 - MEDICAL SERVICES 5,399 2,397 6,407 4,000 5,000 25.00%
6306 - PERSONNEL/LABOR RELATIONS - - 286 5,000 5,000 0.00%
6307 - PROFESSIONAL SERVICES 24,380 1,059 9,984 3,000 3,000 0.00%
6321 - TELEPHONE/PAGERS 498 406 356 600 640 6.67%
6331 - TRAVEL EXPENSE/MILEAGE 20 3 88 100 100 0.00%
6341 - PERSONNEL ADVERTISING 225 - 35 2,000 2,000 0.00%
6342 - LEGAL NOTICES - 35 - - - 0.00%
6412 - BLDGS/FACILITIES 7,250 7,500 6,530 8,000 8,000 0.00%
6432 - CONFERENCES AND SCHOOLS 32,254 32,415 24,383 34,000 61,000 79.41%
6433 - MEETING EXPENSES 1,239 1,402 1,417 3,500 4,000 14.29%
6434 - DUES & SUBSCRIPTIONS 9,248 9,642 1,730 9,200 10,000 8.70%
6441 - LICENSES, TAXES & FEES 2,627 1,530 904 2,500 3,000 20.00%
6448 - PRISONER BOARDING CHARGES 9,884 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 93,024 56,389 52,120 71,900 101,740 41.50%
TOTAL BUSINESS UNIT EXPENSES 320,245$ 296,559$ 237,048$ 316,399$ 353,861$ 11.84%
GENERAL FUND
42110 - POLICE-ADMINISTRATION
97
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42120 - POLICE-INVESTIGATION
6101 - WAGES & SALARIES-FT EMPLOYEES 567,387$ 600,889$ 451,448$ 614,486$ 632,642$ 2.95%
6102 - OVERTIME-FT EMPLOYEES 34,160 37,186 23,549 38,000 37,000 -2.63%
6105 - CONTRACTED SVCS OT 541 1,036 9,908 500 10,000 1900.00%
6111 - SEVERANCE PAY 8,715 11,326 - - - 0.00%
6123 - PERA POLICE & FIRE PLAN 97,538 103,536 78,628 105,541 108,485 2.79%
6125 - FICA - SOCIAL SECURITY (1,388) - - - - 0.00%
6126 - FICA - MEDICARE 8,248 8,971 6,790 9,447 9,710 2.78%
6131 - CAFETERIA PLAN CONTRIBUTIONS 78,470 85,284 78,247 94,416 100,079 6.00%
6151 - WORKER'S COMP INSURANCE 24,463 31,969 23,758 23,258 32,212 38.50%
TOTAL PERSONAL SERVICES 818,134 880,197 672,328 885,648 930,128 5.02%
6201 - OFFICE SUPPLIES 203 - - - - 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 5,087 4,601 3,910 6,000 6,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 151 82 249 500 500 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 6,760 2,842 3,800 1,450 -61.84%
TOTAL SUPPLIES 5,441 11,443 7,001 10,300 7,950 -22.82%
6307 - PROFESSIONAL SERVICES 5,037 5,380 15,254 14,500 4,500 -68.97%
6321 - TELEPHONE/PAGERS 3,575 3,132 3,036 4,440 4,740 6.76%
6329 - OTHER COMMUNICATION SERVICES - 706 639 900 927 3.00%
6331 - TRAVEL EXPENSE/MILEAGE 156 - 22 100 100 0.00%
6432 - CONFERENCES AND SCHOOLS - 3,373 - 2,000 2,000 0.00%
6434 - DUES & SUBSCRIPTIONS 325 225 - 650 650 0.00%
6449 - OTHER CONTRACTUAL SERVICE 13,318 13,491 13,776 20,000 15,000 -25.00%
TOTAL SERVICES & OTHER CHARGES 22,411 26,307 32,727 42,590 27,917 -34.45%
TOTAL BUSINESS UNIT EXPENSES 845,986$ 917,947$ 712,056$ 938,538$ 965,995$ 2.93%
GENERAL FUND
42120 - POLICE-INVESTIGATION
98
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42123 - POLICE-PATROL
6101 - WAGES & SALARIES-FT EMPLOYEES 2,998,005$ 3,111,917$ 2,388,743$ 3,364,956$ 3,488,968$ 3.69%
6102 - OVERTIME-FT EMPLOYEES 233,369 218,142 156,488 212,000 212,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 155,857 166,146 119,359 135,000 150,000 11.11%
6104 - OVERTIME-PART TIME EMPLOYEES 39 - 167 - - 0.00%
6105 - CONTRACTED SVCS OT 1,007 2,841 24,961 5,000 75,000 1400.00%
6111 - SEVERANCE PAY 41,273 44,401 32,027 - - 0.00%
6122 - PERA COORDINATED PLAN 17,961 15,699 13,187 20,220 22,290 10.24%
6123 - PERA POLICE & FIRE PLAN 519,021 523,430 402,491 558,467 578,956 3.67%
6125 - FICA - SOCIAL SECURITY 16,681 15,803 12,772 16,715 18,427 10.24%
6126 - FICA - MEDICARE 48,984 49,538 39,675 53,897 56,129 4.14%
6131 - CAFETERIA PLAN CONTRIBUTIONS 465,415 503,975 407,091 566,496 600,474 6.00%
6141 - UNEMPLOYMENT COMPENSATION 2,213 1,476 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 128,141 161,527 122,104 124,906 173,719 39.08%
TOTAL PERSONAL SERVICES 4,627,966 4,814,895 3,719,065 5,057,657 5,375,963 6.29%
6201 - OFFICE SUPPLIES - - 145 - 200 100.00%
6203 - BOOKS/REFERENCE MATERIALS 774 529 470 250 250 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 48,816 63,808 45,258 50,000 63,000 26.00%
6217 - SAFETY SUPPLIES 1,219 19,193 3,930 1,000 1,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 22,846 28,856 22,382 19,000 19,000 0.00%
6242 - MINOR EQUIPMENT 1,415 3,302 807 3,000 3,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT 27,503 25,273 11,822 13,100 54,800 318.32%
TOTAL SUPPLIES 102,573 140,961 84,814 86,350 141,250 63.58%
6305 - MEDICAL SERVICES 942 907 926 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 2,663 815 410 2,000 2,000 0.00%
6321 - TELEPHONE/PAGERS 6,578 5,610 5,084 8,200 11,500 40.24%
6323 - RADIO COMMUNICATIONS 18,144 20,289 16,116 20,000 20,000 0.00%
6329 - OTHER COMMUNICATION SERVICES 21,808 21,934 17,423 21,640 22,300 3.05%
6331 - TRAVEL EXPENSE/MILEAGE 219 117 - 100 100 0.00%
6333 - FREIGHT/DRAYAGE 27 - 27 - - 0.00%
6351 - PRINTING - 110 - - - 0.00%
6402 - EQUIPMENT SERVICES 10,584 6,408 2,122 6,500 6,500 0.00%
6409 - OTHER REPAIR & MAINT SVCS - - - - - 0.00%
6422 - SOFTWARE MAINTENANCE 1,625 2,850 3,000 3,000 3,100 3.33%
6423 - LOGIS CHARGES 20,749 21,734 17,837 21,275 33,881 59.25%
6428 - PROTECTION SERVICES 3,456 - - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 5,691 11,263 4,859 7,000 12,000 71.43%
6447 - TOWING CHARGES 829 264 378 750 750 0.00%
6449 - OTHER CONTRACTUAL SERVICE 34,390 32,864 22,072 32,500 32,500 0.00%
TOTAL SERVICES & OTHER CHARGES 127,705 125,165 90,254 123,965 145,631 17.48%
6461 - FUEL CHARGES 115,288 86,733 73,390 114,013 120,432 5.63%
6462 - FIXED CHARGES 33,536 28,006 24,266 29,307 27,674 -5.57%
6463 - REPAIR & MAINT CHARGES 100,379 84,807 99,503 123,518 118,000 -4.47%
6465 - REPLACEMENT CHARGES 146,241 152,863 118,406 157,875 163,875 3.80%
TOTAL CENTRAL GARAGE CHARGES 395,444 352,409 315,565 424,713 429,981 1.24%
TOTAL BUSINESS UNIT EXPENSES 5,253,688$ 5,433,430$ 4,209,698$ 5,692,685$ 6,092,825$ 7.03%
GENERAL FUND
42123 - POLICE-PATROL
99
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42151 - POLICE-SUPPORT SERVICES
6101 - WAGES & SALARIES-FT EMPLOYEES 398,728$ 441,019$ 337,523$ 459,993$ 478,564$ 4.04%
6102 - OVERTIME-FT EMPLOYEES 1,770 1,049 1,342 2,000 2,000 0.00%
6111 - SEVERANCE PAY 2,747 3,696 - - - 0.00%
6122 - PERA COORDINATED PLAN 29,784 33,156 25,416 34,649 36,044 4.03%
6125 - FICA - SOCIAL SECURITY 25,681 28,287 22,442 28,645 29,793 4.01%
6126 - FICA - MEDICARE 6,006 6,615 5,249 6,697 6,969 4.06%
6131 - CAFETERIA PLAN CONTRIBUTIONS 85,947 104,954 93,955 121,392 128,673 6.00%
6151 - WORKER'S COMP INSURANCE 3,055 3,318 2,493 3,105 3,327 7.15%
TOTAL PERSONAL SERVICES 553,718 622,094 488,420 656,481 685,370 4.40%
6201 - OFFICE SUPPLIES 6,248 6,200 4,336 6,000 6,000 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 3,130 1,181 2,198 4,000 4,000 0.00%
6219 - GENERAL OPERATING SUPPLIES 3,564 1,064 3,658 3,300 3,300 0.00%
6242 - MINOR EQUIPMENT 11,766 9,708 4,720 5,000 5,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 589 10,327 10,300 2,250 -78.16%
TOTAL SUPPLIES 24,708 18,742 25,239 28,600 20,550 -28.15%
6307 - PROFESSIONAL SERVICES 797 733 1,020 1,000 1,000 0.00%
6321 - TELEPHONE/PAGERS 1,898 1,643 1,161 1,965 1,900 -3.31%
6322 - POSTAGE - - 127 - - 0.00%
6329 - OTHER COMMUNICATION SERVICES 1,755 1,510 - 1,560 1,610 3.21%
6331 - TRAVEL EXPENSE/MILEAGE 23 143 175 50 50 0.00%
6333 - FREIGHT/DRAYAGE 212 105 159 200 200 0.00%
6342 - LEGAL NOTICES 50 - - - - 0.00%
6351 - PRINTING 5,920 2,815 3,999 8,000 8,000 0.00%
6402 - EQUIPMENT SERVICES 9,206 2,696 2,210 3,000 3,000 0.00%
6406 - MULTI-FUNCTION MTNCE 4,487 5,220 2,918 5,000 5,150 3.00%
6421 - SOFTWARE LICENSE 269 100 4,240 4,600 - -100.00%
6422 - SOFTWARE MAINT 3,755 3,705 3,705 6,300 6,800 7.94%
6423 - LOGIS CHARGES 148,356 165,156 121,615 174,704 184,138 5.40%
6441 - LICENSES, TAXES & FEES 430 444 175 250 250 0.00%
6448 - PRISONER BOARDING CHARGES 93,053 95,064 67,539 110,000 100,000 -9.09%
6449 - OTHER CONTRACTUAL SERVICE 2,820 9,011 - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 273,031 288,345 209,043 316,629 312,098 -1.43%
TOTAL BUSINESS UNIT EXPENSES 851,457$ 929,181$ 722,702$ 1,001,710$ 1,018,018$ 1.63%
GENERAL FUND
42151 - POLICE-SUPPORT SERVICES
100
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42170 - POLICE-STATIONS AND BLDGS
6101 - WAGES & SALARIES-FT EMPLOYEES 28,070$ -$ -$ -$ -$ 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%
6211 - CLEANING SUPPLIES 1,540 468 3,847 2,000 2,000 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS - - - 250 250 0.00%
6219 - GENERAL OPERATING SUPPLIES 4,427 6,269 26 2,000 5,000 150.00%
6225 - PARK & LANDSCAPE MATERIALS - - - 750 750 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 7,935 4,718 3,703 5,000 6,000 20.00%
6241 - SMALL TOOLS 80 - - 200 200 0.00%
6242 - MINOR EQUIPMENT 1,800 1,444 1,780 1,500 1,500 0.00%
TOTAL SUPPLIES 15,782 12,899 9,356 11,700 15,700 34.19%
6381 - ELECTRIC 66,263 66,140 55,872 67,000 68,000 1.49%
6382 - GAS 18,170 14,787 15,911 18,000 19,000 5.56%
6383 - WATER 2,334 2,186 2,838 4,000 4,000 0.00%
6384 - REFUSE DISPOSAL 1,969 1,978 984 2,500 2,500 0.00%
6385 - SEWER 689 644 588 2,000 2,000 0.00%
6386 - STORM SEWER 651 651 489 800 800 0.00%
6387 - HEATING OIL - - - 1,000 1,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 372 375 262 2,500 2,500 0.00%
6389 - STREET LIGHTS 196 196 147 250 250 0.00%
6402 - EQUIPMENT SERVICES 8,643 8,901 8,259 6,000 8,000 33.33%
6403 - BLDGS/FACILITIES MAINT SERVICE 28,411 18,024 13,314 26,500 55,000 107.55%
6405 - PARK & LANDSCAPE SERVICES 3,925 3,925 4,320 6,000 5,500 -8.33%
6409 - OTHER REPAIR & MAINT SVCS 460 - - 2,000 1,000 -50.00%
6441 - LICENSES, TAXES & FEES 110 110 110 150 150 0.00%
6449 - OTHER CONTRACTUAL SERVICE 26,467 71,172 33,823 70,000 45,000 -35.71%
TOTAL SERVICES & OTHER CHARGES 158,660 189,089 136,917 208,700 214,700 2.87%
6520 - BUILDINGS & FACILITIES 9,774 7,957 1,847 12,500 - -100.00%
TOTAL CAPITAL OUTLAY 9,774 7,957 1,847 12,500 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 228,932$ 209,945$ 148,120$ 233,101$ 230,400$ -1.16%
GENERAL FUND
42170 - POLICE-STATIONS AND BLDGS
101
2018 Brooklyn Center Department Budget Narrative
Department Name: Fire/Emergency Preparedness
Department 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 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 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.
Key Initiatives focused on the achievement of strategic priorities/value propositions:
In 2018, we strive to complete the following:
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.
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.
Recruit 8 additional firefighters to bring the department to full strength.
Staffing Levels
P o s i t i o n s 2017 2018 2019
Fire Chief 1 1 1
Deputy Fire Chief 1 1 1
Fire Inspector/Public Education Specialist 1 1 1
Administrative Coordinator 1 1 1
Paid On-Call Assistant Fire Chief 2 2 2
Paid On-Call District Fire Chief 0 0 0
Paid On-Call Captain 6 6 6
Paid On-Call Firefighter 24 32 32
Total Number of Personnel 36 44 44
102
Strategic Functions/Division(s):
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.
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.
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 Goals and Strategies:
Emergency Response
Reduce the loss of life and property from fire events.
a. Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time
(NFPA Standard 1720).
b. Confine fire to room of origin 75% of the time.
c. Recruit and hire 8 additional firefighters.
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.
103
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.
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).
37%
(10/27 occurrences) 90%
Confine fire to room of origin 75% of the time. 51.8%
(14/27 occurrences)
75%
*2016 data
Capital Outlay and Other Initiatives with Significant Budget Impact
Staff Vehicle Replacement
Allocate $33,000 to replace a non-funded staff utility vehicle with a Ford Explorer. This will
ensure that all vehicles in the fleet are on a designated replacement schedule. This vehicle
will be primarily used by a Chief Officer to allow faster response to emergency calls for
service in the city.
104
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42210 - FIRE
6101 - WAGES & SALARIES-FT EMPLOYEES 170,263$ 222,150$ 224,611$ 308,883$ 317,302$ 2.73%
6102 - OVERTIME FT EMPLOYEES - 538 772 2,500 500 -80.00%
6103 - WAGES-PART TIME EMPLOYEES 243,836 261,864 224,086 336,000 316,000 -5.95%
6111 - SEVERANCE PAY 2,819 1,100 - - - 0.00%
6122 - PERA COORDINATED PLAN - - 3,093 4,124 4,206 1.99%
6123 - PERA POLICE & FIRE PLAN 27,583 35,879 29,831 41,131 42,641 3.67%
6125 - FICA - SOCIAL SECURITY 15,055 16,240 16,165 26,039 24,867 -4.50%
6126 - FICA - MEDICARE 5,938 6,963 6,474 9,772 9,633 -1.42%
6127 - FIRE RELIEF ASSOCIATION 148,061 146,002 1,000 148,000 148,000 0.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 20,300 33,874 42,732 53,952 57,188 6.00%
6151 - WORKER'S COMP INSURANCE 59,286 63,660 63,165 49,875 61,981 24.27%
TOTAL PERSONAL SERVICES 693,141 788,270 611,929 980,276 982,318 0.21%
6201 - OFFICE SUPPLIES 508 103 123 840 500 -40.48%
6203 - BOOKS/REFERENCE MATERIALS 316 375 408 800 500 -37.50%
6211 - CLEANING SUPPLIES 20 100 390 - 500 100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 32,037 6,325 7,346 8,000 5,000 -37.50%
6217 - SAFETY SUPPLIES - 5,255 3,594 21,000 10,000 -52.38%
6219 - GENERAL OPERATING SUPPLIES 12,283 7,507 4,797 10,000 10,000 0.00%
6219.1 - GEN OP SUP-FIRE EDUCATION 1,920 3,020 2,548 2,000 4,000 100.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - 179 - - - 0.00%
6241 - SMALL TOOLS - 746 167 1,600 1,000 -37.50%
6242 - MINOR EQUIPMENT 23,432 16,254 7,603 18,000 10,000 -44.44%
6243 - MINOR COMPUTER EQUIPMENT 4,283 7,466 4,334 4,300 6,900 60.47%
TOTAL SUPPLIES 74,799 47,330 31,310 66,540 48,400 -27.26%
6305 - MEDICAL SERVICES 520 2,416 406 12,000 7,000 -41.67%
6307 - PROFESSIONAL SERVICES 3,566 4,764 12,799 1,660 7,000 321.69%
6321 - TELEPHONE/PAGERS 4,282 4,130 3,118 5,890 5,260 -10.70%
6323 - RADIO COMMUNICATIONS 8,400 10,568 6,461 9,000 10,000 11.11%
6329 - OTHER COMMUNICATION SERVICES 5,477 5,653 4,963 5,820 6,000 3.09%
6331 - TRAVEL EXPENSE/MILEAGE 558 105 28 600 600 0.00%
6333 - FREIGHT/DRAYAGE - - 21 - - 0.00%
6341 - PERSONNEL ADVERTISING 40 150 - 1,000 1,000 0.00%
6351 - PRINTING 91 646 - 600 500 -16.67%
6369 - OTHER INSURANCE - 1,113 1,113 1,200 1,200 0.00%
6381 - ELECTRIC 20,381 23,360 16,679 23,000 23,000 0.00%
6382 - GAS 14,554 12,450 11,986 19,250 19,500 1.30%
6383 - WATER 1,942 1,942 2,279 4,100 2,000 -51.22%
6385 - SEWER 1,882 2,141 1,616 2,200 2,200 0.00%
6386 - STORM SEWER 941 941 706 800 1,000 25.00%
6389 - STREET LIGHTS 283 283 213 200 300 50.00%
6402 - EQUIPMENT SERVICES 10,013 12,205 11,743 9,000 10,000 11.11%
6406 - MULTI-FUNCTION MTNCE 527 450 257 500 525 5.00%
6417 - UNIFORMS - - 107 2,000 2,100 5.00%
6422 - SOFTWARE MAINT 2,065 3,660 3,760 3,900 7,500 92.31%
6431 - SPECIAL EVENTS - - 75 - - 0.00%
6432 - CONFERENCES AND SCHOOLS 10,021 14,498 14,156 20,000 15,000 -25.00%
6433 - MEETING EXPENSES 79 276 195 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 4,603 1,235 1,987 3,500 2,500 -28.57%
6443 - PRIZE AWARDS/EXPENSE REIMB 724 1,140 33 1,500 1,500 0.00%
6444 - RELOCATION EXPENSES 3,000 - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 203 6,624 254 1,000 2,000 100.00%
TOTAL SERVICES & OTHER CHARGES 94,152 110,750 94,955 129,220 128,185 -0.80%
6461 - FUEL CHARGES 11,373 9,715 7,039 11,524 10,967 -4.83%
6462 - FIXED CHARGES 32,848 28,330 21,346 28,462 26,402 -7.24%
6463 - REPAIR & MAINT CHARGES 41,930 25,524 49,915 39,405 36,000 -8.64%
6465 - REPLACEMENT CHARGES 137,586 147,772 123,181 164,242 172,117 4.79%
TOTAL CENTRAL GARAGE CHARGES 223,737 211,341 201,481 243,633 245,486 0.76%
6540 - EQUIPMENT & MACHINERY 13,916 - - - - 0.00%
TOTAL CAPITAL OUTLAY 13,916 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 1,099,745$ 1,157,691$ 939,675$ 1,419,669$ 1,404,389$ -1.08%
GENERAL FUND
42210 - FIRE
105
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
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%
6203 - BOOKS/REFERENCE MATERIALS - - - 500 500 0.00%
6204 - STATIONARY SUPPLIES - - - 300 300 0.00%
6219 - GENERAL OPERATING SUPPLIES - 4 - 800 800 0.00%
6242 - MINOR EQUIPMENT - - - 3,000 3,000 0.00%
TOTAL SUPPLIES - 4 - 5,000 5,000 0.00%
6381 - ELECTRIC 339 354 274 400 400 0.00%
6402 - EQUIPMENT SERVICES 2,109 2,109 2,109 3,000 3,150 5.00%
6432 - CONFERENCES AND SCHOOLS 2,020 650 - 3,000 3,000 0.00%
6434 - DUES & SUBSCRIPTIONS 260 130 130 390 390 0.00%
TOTAL SERVICES & OTHER CHARGES 4,728 3,243 2,513 6,790 6,940 2.21%
TOTAL BUSINESS UNIT EXPENSES 78,872$ 80,669$ 2,791$ 11,790$ 11,940$ 1.27%
GENERAL FUND
42510 - EMERGENCY PREPAREDNESS
106
City of Brooklyn Center
2018 Budget
General Fund Expenses
Community Activities, Recreation & Services
2018 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
Inclusive Community Engagement
Brooklyn Bridge Alliance for Youth Support
The 2018 budget continues support from the Brooklyn Bridge Alliance for Youth priorities and statistics
tracking. We will also be actively involved in the transition of the Brooklynk Youth Internship program
as it moves from the Alliance to City (Brooklyn Center, Brooklyn Park) operation. We will also be
actively involved in the Alliance work group efforts related to strategy, data, access & outreach and
program quality.
Inclusive Community Engagement
Strategic Resource Allocation
We will align City resources, including financial, staff, facilities and equipment to most effectively
support Brooklyn Center youth.
107
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
CARS Director
CARS Admin Assistant
Recreation Receptionist
Recreation Program Supervisor
Maintenance Custodian
Part-time Staff (70 – PT Staff)
1
1
1
3
3
13
1
1
1
4
3
13
1
1
1
4
3
13
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.
*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.
T o t a l 2 2 23 23
108
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, including quality metrics
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations 7,344 7,500
Households Participating in Recreation Programs 35% (2017) 37% (Next Community
Survey)
Program, Offerings Meet Household Needs 94% (2017) 95% (Next Community
Survey)
Customer Satisfaction Ratings (good, excellent) 98% (2017) 99% (Next Community
Survey)
Maint. Work Orders Processed (Within 15 days) 617 650
Energy Consumption-City Owned Buildings $316,135 $310,000
*2016 data, unless noted otherwise
Capital Outlay
$50,000 Misc. carpet/paint Community Center/City Hall
$28,000 Lobby floor, shower retile, low voltage, misc. carpet/paint- Police Station
$13,000 Annual maintenance shut down supplies
$ 6,000 Community Center equipment/furnishings replacement
$ 6,500 Pool vacuum replacement
109
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45010 - CARS ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 164,557$ 167,998$ 127,967$ 170,628$ 174,035$ 2.00%
6111 - SEVERANCE PAY 4,715 5,298 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,342 12,600 9,598 12,797 13,053 2.00%
6125 - FICA - SOCIAL SECURITY 9,655 10,097 7,276 10,375 10,441 0.64%
6126 - FICA - MEDICARE 2,258 2,361 1,702 2,474 2,523 1.98%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,416 26,976 22,710 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 1,267 1,263 944 1,143 1,235 8.05%
TOTAL PERSONAL SERVICES 220,210 226,593 170,197 224,393 229,881 2.45%
6243 - MINOR COMPUTER EQUIPMENT - 1,426 - - 1,200 100.00%
TOTAL SUPPLIES - 1,426 - - 1,200 100.00%
6321 - TELEPHONE/PAGERS 477 406 361 600 640 6.67%
6331 - TRAVEL EXPENSE/MILEAGE 29 - - 200 - -100.00%
6432 - CONFERENCES AND SCHOOLS 732 671 1,649 3,000 5,000 66.67%
6433 - MEETING EXPENSES 87 689 25 500 700 40.00%
6434 - DUES & SUBSCRIPTIONS 352 352 702 500 500 0.00%
6441 - LICENSES, TAXES & FEES 35 35 - 1,000 - -100.00%
TOTAL SERVICES & OTHER CHARGES 1,712 2,153 2,737 5,800 6,840 17.93%
TOTAL BUSINESS UNIT EXPENSES 221,922$ 230,172$ 172,934$ 230,193$ 237,921$ 3.36%
GENERAL FUND
45010 - CARS ADMINISTRATION
110
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45110 - CARS-REC ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 258,761$ 258,534$ 192,342$ 268,180$ 267,630$ -0.21%
6102 - OVERTIME-FT EMPLOYEES - 48 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 41,870 50,400 42,210 43,000 43,000 0.00%
6111 - SEVERANCE PAY 6,461 4,182 - - - 0.00%
6122 - PERA COORDINATED PLAN 22,548 23,174 17,270 23,338 23,297 -0.18%
6125 - FICA - SOCIAL SECURITY 18,930 19,461 14,816 19,294 19,259 -0.18%
6126 - FICA - MEDICARE 4,427 4,551 3,465 4,512 4,505 -0.16%
6131 - CAFETERIA PLAN CONTRIBUTIONS 50,832 51,704 43,233 53,952 57,188 6.00%
6151 - WORKER'S COMP INSURANCE 2,492 2,672 2,058 2,084 2,204 5.76%
TOTAL PERSONAL SERVICES 406,321 414,726 315,394 414,360 417,083 0.66%
6201 - OFFICE SUPPLIES 3,240 2,547 2,582 2,000 2,500 25.00%
6217 - SAFETY SUPPLIES - - - 500 - -100.00%
6219 - GENERAL OPERATING SUPPLIES 2,415 3,432 2,832 3,000 3,500 16.67%
6242 - MINOR EQUIPMENT - - - 500 300 -40.00%
6243 - MINOR COMPUTER EQUIPMENT - 921 187 - 7,150 100.00%
TOTAL SUPPLIES 5,655 6,900 5,601 6,000 13,450 124.17%
6321 - TELEPHONE/PAGERS 211 184 718 265 2,900 994.34%
6322 - POSTAGE 6,772 4,228 2,114 6,500 6,500 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 764 900 381 1,100 1,100 0.00%
6341 - PERSONNEL ADVERTISING 25 225 - 750 750 0.00%
6349 - OTHER ADVERTISING 60 - 242 250 - -100.00%
6351 - PRINTING 14,594 14,387 2,488 15,000 15,500 3.33%
6402 - EQUIPMENT SERVICES 170 - - 1,500 500 -66.67%
6406 - MULTI-FUNCTION MTNCE 6,376 7,431 4,318 7,000 7,200 2.86%
6421 - SOFTWARE LICENSE - 117 342 - - 0.00%
6422 - SOFTWARE MAINT 7,962 8,187 - - - 0.00%
6423 - LOGIS CHARGES - 27,325 16,466 26,673 27,952 4.80%
6432 - CONFERENCES AND SCHOOLS 50 - 120 500 1,000 100.00%
6434 - DUES & SUBSCRIPTIONS - - - 1,000 500 -50.00%
6435 - CREDIT CARD FEES 14,508 15,389 6,225 16,500 14,000 -15.15%
6441 - LICENSES, TAXES & FEES 927 937 35 1,500 1,500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 1,836 3,909 14,781 3,000 4,000 33.33%
TOTAL SERVICES & OTHER CHARGES 54,255 83,219 48,230 81,538 83,402 2.29%
6461 - FUEL CHARGES - - 124 300 342 14.00%
6462 - FIXED CHARGES - - 817 1,090 986 -9.54%
6463 - REPAIR & MAINT CHARGES - - 82 100 400 300.00%
6465 - REPLACEMENT CHARGES - - 3,191 4,254 4,255 0.02%
TOTAL CENTRAL GARAGE CHARGES - - 4,214 5,744 5,983 4.16%
TOTAL BUSINESS UNIT EXPENSES 466,231$ 504,845$ 373,439$ 507,642$ 519,918$ 2.42%
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
111
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45111 - CARS-ADULT RECREATION
5586 - COST OF SALES-MISC 394$ 1,172$ 117$ 450$ 500$ 11.11%
TOTAL COST OF SALES 394 1,172 117 450 500 11.11%
6103 - WAGES-PART TIME EMPLOYEES 41,780 45,234 33,683 53,500 47,300 -11.59%
6122 - PERA COORDINATED PLAN 2,417 2,723 1,101 4,147 3,548 -14.44%
6125 - FICA - SOCIAL SECURITY 2,602 2,804 2,088 3,317 2,933 -11.58%
6126 - FICA - MEDICARE 608 656 488 777 686 -11.71%
6151 - WORKER'S COMP INSURANCE 689 1,312 959 765 1,296 69.41%
TOTAL PERSONAL SERVICES 48,096 52,729 38,319 62,506 55,763 -10.79%
6219 - GENERAL OPERATING SUPPLIES 14,147 8,099 11,117 11,820 12,525 5.96%
TOTAL SUPPLIES 14,147 8,099 11,117 11,820 12,525 5.96%
6307 - PROFESSIONAL SERVICES 3,911 8,886 9,295 12,900 11,700 -9.30%
6331 - TRAVEL EXPENSE/MILEAGE 66 - - - - 0.00%
6339 - OTHER TRANSPORTATION EXPENSE 275 - - 1,500 1,000 -33.33%
6364 - DRAM SHOP INSURANCE 988 1,004 1,013 1,096 1,100 0.36%
6384 - REFUSE DISPOSAL 2,387 2,205 1,880 3,000 3,000 0.00%
6402 - EQUIPMENT SERVICES - - - 750 750 0.00%
6432 - CONFERENCES AND SCHOOLS 271 125 538 500 600 20.00%
6449 - OTHER CONTRACTUAL SERVICE 80,364 85,376 58,126 76,100 79,600 4.60%
6491 - MERCHANDISE FOR RESALE 1,916 1,964 270 500 500 0.00%
TOTAL SERVICES & OTHER CHARGES 90,178 99,560 71,122 96,346 98,250 1.98%
TOTAL BUSINESS UNIT EXPENSES 152,815$ 161,560$ 120,675$ 171,122$ 167,038$ -2.39%
GENERAL FUND
45111 - CARS-ADULT RECREATION
112
2017
2015 2016 September 2017 2018
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 - - - 3,750 3,750 0.00%
6122 - PERA COORDINATED PLAN - - - 543 356 -34.44%
6125 - FICA - SOCIAL SECURITY - - - 434 295 -32.03%
6126 - FICA - MEDICARE - - - 101 69 -31.68%
6151 - WORKER'S COMP INSURANCE - - - 100 130 30.00%
TOTAL PERSONAL SERVICES - - - 5,928 5,600 -5.53%
6219 - GENERAL OPERATING SUPPLIES 631 - - 1,000 1,000 0.00%
TOTAL SUPPLIES 631 - - 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 6,258 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 6,258 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 6,889$ -$ -$ 6,928$ 6,600$ -4.73%
GENERAL FUND
45112 - CARS-TEEN PROGRAMS
113
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45113 - CARS-YOUTH PROGRAMS
6103 - WAGES-PART TIME EMPLOYEES 41,505$ 56,502$ 72,389$ 55,870$ 58,500$ 4.71%
6104 - OVERTIME-PART TIME EMPLOYEES 20 88 4 - - 0.00%
6122 - PERA COORDINATED PLAN 747 461 644 3,385 4,009 18.43%
6125 - FICA - SOCIAL SECURITY 2,575 3,509 4,488 3,085 3,627 17.57%
6126 - FICA - MEDICARE 602 821 1,050 724 848 17.13%
6151 - WORKER'S COMP INSURANCE 689 1,639 1,847 712 1,605 125.42%
TOTAL PERSONAL SERVICES 46,138 63,020 80,422 63,776 68,589 7.55%
6212 - MOTOR FUELS - - - 3,200 2,500 -21.88%
6219 - GENERAL OPERATING SUPPLIES 14,975 12,856 10,457 22,915 23,050 0.59%
TOTAL SUPPLIES 14,975 12,856 10,457 26,115 25,550 -2.16%
6331 - TRAVEL EXPENSE/MILEAGE (5) - 60 350 250 -28.57%
6433 - MEETING EXPENSES - - - 1,600 1,500 -6.25%
6449 - OTHER CONTRACTUAL SERVICE 748 4,350 5,823 1,000 2,500 150.00%
TOTAL SERVICES & OTHER CHARGES 743 4,350 5,883 2,950 4,250 44.07%
TOTAL BUSINESS UNIT EXPENSES 61,856$ 80,226$ 96,762$ 92,841$ 98,389$ 5.98%
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
114
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45119 - CARS-GENERAL REC
6103 - WAGES-PART TIME EMPLOYEES 3,003$ 4,124$ 5,994$ 7,100$ 7,200$ 1.41%
6122 - PERA COORDINATED PLAN 21 115 130 721 540 -25.10%
6125 - FICA - SOCIAL SECURITY 186 256 372 577 447 -22.53%
6126 - FICA - MEDICARE 44 60 87 135 105 -22.22%
6141 - UNEMPLOYMENT COMPENSATION 609 14 19 - - 0.00%
6151 - WORKER'S COMP INSURANCE 53 101 150 133 197 48.12%
TOTAL PERSONAL SERVICES 3,916 4,670 6,752 8,666 8,489 -2.04%
6219 - GENERAL OPERATING SUPPLIES - 412 1,783 2,700 2,850 5.56%
TOTAL SUPPLIES - 412 1,783 2,700 2,850 5.56%
6369 - OTHER INSURANCE - - - 1,500 - -100.00%
6412 - BLDGS/FACILITIES 7,288 7,541 4,746 12,000 10,000 -16.67%
6431 - SPECIAL EVENTS - 2,000 - 2,300 2,300 0.00%
6449 - OTHER CONTRACTUAL SERVICE 8,400 24,489 15,958 33,680 37,850 12.38%
TOTAL SERVICES & OTHER CHARGES 15,688 34,030 20,704 49,480 50,150 1.35%
TOTAL BUSINESS UNIT EXPENSES 19,604$ 39,112$ 29,239$ 60,846$ 61,489$ 1.06%
GENERAL FUND
45119 - CARS-GENERAL REC
115
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45122 - CARS-COMMUNITY CENTER
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ 62,319$ 100.00%
6103 - WAGES-PART TIME EMPLOYEES 27,616 32,788 26,161 40,000 34,000 -15.00%
6104 - OVERTIME-PART TIME EMPLOYEES 10 94 212 1,000 250 -75.00%
6122 - PERA COORDINATED PLAN 2,072 2,466 1,978 3,675 7,749 110.86%
6125 - FICA - SOCIAL SECURITY 1,713 2,039 1,636 3,038 6,405 110.83%
6126 - FICA - MEDICARE 401 477 383 711 1,499 110.83%
6131 - CAFETERIA PLAN CONTRIBUTIONS - - - - 14,297 100.00%
6151 - WORKER'S COMP INSURANCE 461 953 749 2,421 2,545 5.12%
TOTAL PERSONAL SERVICES 32,273 38,817 31,119 50,845 129,064 153.84%
6219 - GENERAL OPERATING SUPPLIES 3,057 2,169 655 2,000 2,250 12.50%
6239 - OTHER REPAIR & MAINT SUPPLIES 736 6 - - - 0.00%
6242 - MINOR EQUIPMENT 48,510 9,304 6,682 18,000 8,500 -52.78%
6243 - MINOR COMPUTER EQUIPMENT 1,618 - - - - 0.00%
TOTAL SUPPLIES 53,921 11,479 7,337 20,000 10,750 -46.25%
6384 - REFUSE DISPOSAL - - - 1,000 - -100.00%
6402 - EQUIPMENT SERVICES 12,151 1,411 1,113 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 887 250 3,229 5,000 22,000 340.00%
6441 - LICENSES, TAXES & FEES - - 944 - 1,000 100.00%
6449 - OTHER CONTRACTUAL SERVICE 105,214 82,017 63,937 107,500 92,000 -14.42%
6491 - MERCHANDISE FOR RESALE 1,532 3,933 1,552 1,750 3,000 71.43%
TOTAL SERVICES & OTHER CHARGES 119,784 87,611 70,775 117,250 120,000 2.35%
6540 - EQUIPMENT & MACHINERY - 33,623 - 33,000 - -100.00%
TOTAL CAPITAL OUTLAY - 33,623 - 33,000 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 205,978$ 171,530$ 109,231$ 221,095$ 259,814$ 17.51%
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
116
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45124 - CARS-POOL
6103 - WAGES-PART TIME EMPLOYEES 207,694$ 244,711$ 190,373$ 236,000$ 240,000$ 1.69%
6104 - OVERTIME-PART TIME EMPLOYEES 83 292 - 1,000 600 -40.00%
6122 - PERA COORDINATED PLAN 7,551 8,096 5,533 17,775 17,775 0.00%
6125 - FICA - SOCIAL SECURITY 12,903 15,206 11,808 14,694 14,694 0.00%
6126 - FICA - MEDICARE 3,018 3,556 2,762 3,437 3,437 0.00%
6151 - WORKER'S COMP INSURANCE 3,460 7,097 5,424 3,389 6,494 91.62%
TOTAL PERSONAL SERVICES 234,709 278,958 215,900 276,295 283,000 2.43%
6211 - CLEANING SUPPLIES - - - - - 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 19,302 21,532 15,208 9,000 9,500 5.56%
6219 - GENERAL OPERATING SUPPLIES 2,588 1,559 1,007 5,000 3,000 -40.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 4,341 7,320 1,911 5,500 7,500 36.36%
6243 - MINOR COMPUTER EQUIPMENT - - 2,556 3,200 - -100.00%
TOTAL SUPPLIES 26,231 30,411 20,682 22,700 20,000 -11.89%
6321 - TELEPHONE/PAGERS - - 313 - 1,280 100.00%
6381 - ELECTRIC 22,251 29,685 22,556 24,000 24,500 2.08%
6382 - GAS 14,829 9,148 7,382 14,000 12,000 -14.29%
6383 - WATER 7,859 9,916 5,028 8,800 9,750 10.80%
6385 - SEWER 7,093 6,755 3,245 7,500 7,750 3.33%
6402 - EQUIPMENT SERVICES 7,786 - 811 4,500 2,000 -55.56%
6403 - BLDGS/FACILITIES MAINT SERVICE 688 667 3,975 6,000 10,500 75.00%
6431 - SPECIAL EVENTS 6,274 4,728 2,628 6,000 6,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 793 1,949 1,443 2,000 2,000 0.00%
TOTAL SERVICES & OTHER CHARGES 67,573 62,848 47,381 72,800 75,780 4.09%
6540 - EQUIPMENT & MACHINERY 3,270 - - - - 0.00%
6545 - OTHER EQUIPMENT - 4,300 - 6,500 - -100.00%
TOTAL CAPITAL OUTLAY 3,270 4,300 - 6,500 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 331,783$ 376,517$ 283,963$ 378,295$ 378,780$ 0.13%
GENERAL FUND
45124 - CARS-POOL
117
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41940 - GENERAL GOVT BLDGS AND PLANT
6101 - WAGES & SALARIES-FT EMPLOYEES 149,776$ 154,348$ 118,353$ 158,526$ 163,738$ 3.29%
6102 - OVERTIME-FT EMPLOYEES 18,512 22,381 16,453 18,000 20,000 11.11%
6103 - WAGES-PART TIME EMPLOYEES - - - 4,000 2,500 -37.50%
6111 - SEVERANCE PAY 841 1,048 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,622 13,255 10,110 13,540 14,080 3.99%
6125 - FICA - SOCIAL SECURITY 9,846 9,453 7,472 11,193 11,640 3.99%
6126 - FICA - MEDICARE 2,303 2,211 1,747 2,617 2,723 4.05%
6131 - CAFETERIA PLAN CONTRIBUTIONS 32,362 40,464 33,076 40,464 42,891 6.00%
6151 - WORKER'S COMP INSURANCE 9,248 9,182 6,898 8,919 9,632 7.99%
TOTAL PERSONAL SERVICES 235,510 252,342 194,109 257,259 267,204 3.87%
6201 - OFFICE SUPPLIES - - 15 - - 0.00%
6211 - CLEANING SUPPLIES 12,086 7,918 11,167 15,000 14,000 -6.67%
6214 - CLOTHING & PERSONAL EQUIPMENT 149 200 - 400 400 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 879 865 1,371 3,000 2,500 -16.67%
6217 - SAFETY SUPPLIES 277 830 947 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 3,169 6,723 - 4,000 6,500 62.50%
6225 - PARK & LANDSCAPE MATERIALS - 4,523 100 5,250 5,250 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 29,966 35,780 32,715 30,000 36,000 20.00%
6241 - SMALL TOOLS 540 446 1,167 1,000 1,000 0.00%
6242 - MINOR EQUIPMENT - 2,114 - 2,000 2,000 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 1,032 1,200 1,200 0.00%
TOTAL SUPPLIES 47,066 59,399 48,514 63,350 70,350 11.05%
6307 - PROFESSIONAL SERVICES 1,253 3,548 4,048 3,500 3,750 7.14%
6321 - TELEPHONE/PAGERS 1,164 997 951 1,800 2,100 16.67%
6381 - ELECTRIC 111,676 143,521 110,477 118,000 130,000 10.17%
6382 - GAS 79,663 52,856 51,186 79,000 80,000 1.27%
6383 - WATER 2,148 3,498 2,662 4,700 5,000 6.38%
6384 - REFUSE DISPOSAL 7,883 7,965 3,620 8,500 8,500 0.00%
6385 - SEWER 1,294 1,839 1,011 2,000 2,000 0.00%
6386 - STORM SEWER 4,308 4,308 3,231 6,000 6,000 0.00%
6387 - HEATING OIL 25 - - 4,000 4,000 0.00%
6388 - HAZARDOUS WASTE DISPOSAL 1,159 2,576 596 3,200 3,200 0.00%
6389 - STREET LIGHTS 1,298 1,298 973 2,000 2,000 0.00%
6402 - EQUIPMENT SERVICES 47,771 35,694 33,272 40,000 40,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 71,035 113,200 70,977 82,000 120,000 46.34%
6405 - PARK & LANDSCAPE SERVICES 29,488 27,432 28,520 34,000 32,000 -5.88%
6409 - OTHER REPAIR & MAINT SVCS 395 - - 5,000 2,500 -50.00%
6422 - SOFTWARE MAINT 2,816 3,648 11,815 12,000 12,400 3.33%
6432 - CONFERENCES AND SCHOOLS 320 - 590 1,200 4,500 275.00%
6434 - DUES & SUBSCRIPTIONS - - - 350 - -100.00%
6441 - LICENSES, TAXES & FEES 548 430 468 1,000 1,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 48,428 29,837 48,830 63,860 63,860 0.00%
TOTAL SERVICES & OTHER CHARGES 412,672 432,647 373,227 472,110 522,810 10.74%
6461 - FUEL CHARGES 1,166 868 684 1,201 1,199 -0.17%
6462 - FIXED CHARGES 1,878 1,768 1,384 1,846 1,654 -10.40%
6463 - REPAIR & MAINT CHARGES 943 1,666 494 898 600 -33.18%
6465 - REPLACEMENT CHARGES 2,100 2,200 1,725 2,300 2,300 0.00%
TOTAL CENTRAL GARAGE CHARGES 6,087 6,502 4,287 6,245 5,753 -7.88%
6520 - BUILDINGS & FACILITIES 8,253 54,846 5,924 50,000 - -100.00%
TOTAL CAPITAL OUTLAY 8,253 54,846 5,924 50,000 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 709,588$ 805,736$ 626,061$ 848,964$ 866,117$ 2.02%
41940 - GENERAL GOVT BLDGS AND PLANT
GENERAL FUND
118
City of Brooklyn Center
2018 Budget
General Fund Expenses
Public Works
2018 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 2018 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 2018 we will implement the 25th 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
P o s i t i o n s FTEs 2017 2018 2019
Director of Public Works (43110)
City Engineer (43110)
Deputy Director of Public Works (43220)
Assistant City Engineer (43110)
Project Engineer (43110)
Supervisor of Streets and Parks (45201)
1
-
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
119
Engineering Technician 4 (43110)
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
1
2
1
13
3.3
0.3
26.6
1
1
1
1
13
3.3
0.3
26.6
1
1
1
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. Continue to utilize new pavement management system and establish a minimum
pavement rating index.
b. Continue streetscape asset management system.
Click here to enter text.
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 75 > or = 78
Amount of billable project time and overtime
(Engineering staff time)
66.6% billed to projects >60% billed to
projects
Administration fees to project cost ratio (West
Palmer Park project)
10.4% <15%
Project construction cost per hour of staff time
billed to project (West Palmer Park project)
$661/hr >$600/hr
Average period between receiving a pothole
complaint and addressing the issue
4.3 days
(to date as of 7/10/17)
< 4 days
Streetscape maintenance cost per mile $15,454/mile $15,000 to
$20,000/mile
*2016 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2018
Engineering – None
2019
Engineering – None
121
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - PUBLIC WORKS-ENGINEERING
6101 - WAGES & SALARIES-FT EMPLOYEES 487,511$ 523,045$ 389,044$ 572,476$ 585,885$ 2.34%
6102 - OVERTIME-FT EMPLOYEES 33,300 23,879 17,820 40,000 35,000 -12.50%
6103 - WAGES-PART TIME EMPLOYEES - 5,723 6,050 7,000 7,000 0.00%
6104 - OVERTIME-PART TIME EMPLOYEES 722 289 310 500 500 0.00%
6111 - SEVERANCE PAY 5,181 6,878 32,400 - - 0.00%
6122 - PERA COORDINATED PLAN 39,061 41,019 30,513 45,937 47,091 2.51%
6125 - FICA - SOCIAL SECURITY 31,857 33,866 27,760 37,124 37,920 2.14%
6126 - FICA - MEDICARE 7,506 8,042 6,492 8,881 9,104 2.51%
6131 - CAFETERIA PLAN CONTRIBUTIONS 74,899 88,656 71,848 94,416 100,079 6.00%
6141 - UNEMPLOYMENT COMPENSATION - 8,948 8,526 - - 0.00%
6151 - WORKER'S COMP INSURANCE 4,028 3,342 2,473 4,216 3,485 -17.34%
TOTAL PERSONAL SERVICES 684,065 743,687 593,236 810,550 826,064 1.91%
6201 - OFFICE SUPPLIES 657 477 268 320 320 0.00%
6203 - BOOKS/REFERENCE MATERIALS 167 - 186 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 330 226 320 320 0.00%
6217 - SAFETY SUPPLIES - - - - 850 100.00%
6219 - GENERAL OPERATING SUPPLIES 19 198 197 540 540 0.00%
6242 - MINOR EQUIPMENT - 106 - 640 640 0.00%
6243 - MINOR COMPUTER EQUIPMENT 2,217 5,205 9,866 15,500 - -100.00%
TOTAL SUPPLIES 3,160 6,316 10,743 17,520 2,870 -83.62%
6302 - ARCH, ENG & PLANNING 7,067 16,898 9,456 21,000 24,500 16.67%
6307 - PROFESSIONAL SERVICES 6,333 1,550 13,221 3,900 3,900 0.00%
6321 - TELEPHONE/PAGERS 430 494 538 1,500 1,725 15.00%
6329 - OTHER COMMUNICATION SERVICES 59 554 1,017 680 700 2.94%
6331 - TRAVEL EXPENSE/MILEAGE 1,237 1,918 1,411 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE - - - 80 80 0.00%
6341 - PERSONNEL ADVERTISING 348 - (17) 310 310 0.00%
6342 - LEGAL NOTICES - - - 200 200 0.00%
6351 - PRINTING 420 583 615 450 450 0.00%
6402 - EQUIPMENT SERVICES 140 - - 520 520 0.00%
6406 - MULTI-FUNCTION MTNCE 3,410 4,307 3,072 5,450 5,600 2.75%
6422 - SOFTWARE MAINT 8,455 8,455 3,470 8,900 9,200 3.37%
6432 - CONFERENCES AND SCHOOLS 4,515 4,590 3,184 3,900 4,100 5.13%
6433 - MEETING EXPENSES 101 38 - 85 85 0.00%
6434 - DUES & SUBSCRIPTIONS 1,084 1,447 576 1,030 1,100 6.80%
6449 - OTHER CONTRACTUAL SERVICE - - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 33,599 40,834 36,543 49,005 53,470 9.11%
6461 - FUEL CHARGES 2,261 2,449 2,098 2,283 2,570 12.57%
6462 - FIXED CHARGES 3,859 3,859 3,618 4,824 4,355 -9.72%
6463 - REPAIR & MAINT CHARGES 4,880 3,814 5,275 3,617 2,600 -28.12%
6465 - REPLACEMENT CHARGES 6,350 6,355 5,700 7,600 7,600 0.00%
TOTAL CENTRAL GARAGE CHARGES 17,350 16,477 16,691 18,324 17,125 -6.54%
6540 - EQUIPMENT & MACHINERY 3,893 - - 7,500 - -100.00%
TOTAL CAPITAL OUTLAY 3,893 - - 7,500 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 742,067$ 807,314$ 657,213$ 902,899$ 899,529$ -0.37%
GENERAL FUND
43110 - PUBLIC WORKS-ENGINEERING
122
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
43220 - PUBLIC WORKS-STREET MAINT
6101 - WAGES & SALARIES-FT EMPLOYEES 393,130$ 368,592$ 313,711$ 427,077$ 442,687$ 3.66%
6102 - OVERTIME-FT EMPLOYEES 9,327 10,942 4,215 12,000 12,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 43,882 49,987 50,237 48,400 47,400 -2.07%
6111 - SEVERANCE PAY 7,855 6,276 - - - 0.00%
6122 - PERA COORDINATED PLAN 30,144 28,465 23,819 36,487 37,654 3.20%
6125 - FICA - SOCIAL SECURITY 26,906 25,835 22,515 30,161 31,129 3.21%
6126 - FICA - MEDICARE 6,293 6,042 5,265 7,053 7,282 3.25%
6131 - CAFETERIA PLAN CONTRIBUTIONS 76,599 82,776 74,746 94,416 100,079 6.00%
6141 - UNEMPLOYMENT COMPENSATION - 1,206 2,002 - - 0.00%
6151 - WORKER'S COMP INSURANCE 30,062 34,062 26,654 28,512 34,620 21.42%
TOTAL PERSONAL SERVICES 624,198 614,183 523,164 684,106 712,851 4.20%
6201 - OFFICE SUPPLIES 388 64 74 270 270 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 150 185 200 150 100 -33.33%
6217 - SAFETY SUPPLIES 1,418 1,504 2,108 2,330 5,300 127.47%
6219 - GENERAL OPERATING SUPPLIES 1,303 1,676 1,639 2,340 2,340 0.00%
6224 - STREET MAINT MATERIALS 68,969 71,324 45,728 90,000 90,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS - 4,362 - - - 0.00%
6226 - SIGNS & STRIPING MATERIALS 1,576 1,469 481 1,610 1,100 -31.68%
6241 - SMALL TOOLS 705 524 - 640 640 0.00%
6242 - MINOR EQUIPMENT 405 442 1,690 2,100 400 -80.95%
6243 - MINOR COMPUTER EQUIPMENT 1,107 - - - 2,250 100.00%
TOTAL SUPPLIES 76,021 81,550 51,920 99,540 102,500 2.97%
6307 - PROFESSIONAL SERVICES 5,807 1,393 1,421 1,700 1,700 0.00%
6321 - TELEPHONE/PAGERS 1,369 1,181 1,265 1,730 2,600 50.29%
6331 - TRAVEL EXPENSE/MILEAGE - 24 - 45 245 444.44%
6341 - PERSONNEL ADVERTISING 190 295 243 300 300 0.00%
6351 - PRINTING 293 350 271 300 300 0.00%
6384 - REFUSE DISPOSAL 2,558 648 - 500 500 0.00%
6404 - STREET MAINT SERVICES 94,701 87,515 94,797 110,000 110,000 0.00%
6405 - PARK & LANDSCAPE SERVICES 44,415 34,176 29,922 58,600 60,000 2.39%
6417 - UNIFORMS 940 305 205 1,000 1,000 0.00%
6421 - SOFTWARE LICENSE - 379 - - - 0.00%
6432 - CONFERENCES AND SCHOOLS 4,679 2,465 1,139 4,300 4,300 0.00%
6433 - MEETING EXPENSES - 110 - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 420 454 562 600 600 0.00%
6449 - OTHER CONTRACTUAL SERVICE 46,702 40,029 16,099 53,600 55,200 2.99%
TOTAL SERVICES & OTHER CHARGES 202,074 169,324 145,924 232,775 236,845 1.75%
6461 - FUEL CHARGES 31,867 21,607 18,027 31,406 28,686 -8.66%
6462 - FIXED CHARGES 61,356 54,679 39,198 52,264 48,939 -6.36%
6463 - REPAIR & MAINT CHARGES 75,813 92,631 61,145 121,212 118,000 -2.65%
6465 - REPLACEMENT CHARGES 236,188 257,401 206,229 274,972 288,172 4.80%
TOTAL CENTRAL GARAGE CHARGES 405,224 426,318 324,599 479,854 483,797 0.82%
TOTAL BUSINESS UNIT EXPENSES 1,307,517$ 1,291,375$ 1,045,607$ 1,496,275$ 1,535,993$ 2.65%
GENERAL FUND
43220 - PUBLIC WORKS-STREET MAINT
123
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
43221 - PUBLIC WORKS-TRAFFIC CONTROL
6101 - WAGES & SALARIES-FT EMPLOYEES 106,201$ 114,673$ 88,961$ 116,286$ 121,264$ 4.28%
6102 - OVERTIME-FT EMPLOYEES - - 42 - - 0.00%
6111 - SEVERANCE PAY 394 1,777 - - - 0.00%
6122 - PERA COORDINATED PLAN 8,006 8,601 6,675 8,722 9,094 4.27%
6125 - FICA - SOCIAL SECURITY 6,812 7,343 5,764 7,210 7,518 4.27%
6126 - FICA - MEDICARE 1,593 1,718 1,348 1,686 1,759 4.33%
6131 - CAFETERIA PLAN CONTRIBUTIONS 23,621 26,976 21,773 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 10,029 11,496 8,774 9,466 11,496 21.45%
TOTAL PERSONAL SERVICES 156,656 172,584 133,337 170,346 179,725 5.51%
6226 - SIGNS & STRIPING MATERIALS 28,127 28,424 21,493 29,900 58,050 94.15%
6242 - MINOR EQUIPMENT - 6,937 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 1,107 - - - - 0.00%
TOTAL SUPPLIES 29,234 35,361 21,493 29,900 58,050 94.15%
6381 - ELECTRIC 17,986 21,822 15,028 24,000 24,000 0.00%
6407 - TRAFFIC SIGNALS MAINT 3,361 1,204 7,559 9,000 4,500 -50.00%
6422 - SOFTWARE MAINT - - - - 900 100.00%
TOTAL SERVICES & OTHER CHARGES 21,347 23,026 22,587 33,000 29,400 -10.91%
TOTAL BUSINESS UNIT EXPENSES 207,237$ 230,971$ 177,417$ 233,246$ 267,175$ 14.55%
GENERAL FUND
43221 - PUBLIC WORKS-TRAFFIC CONTROL
124
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45201 - PUBLIC WORKS-PARK FACILITIES
6101 - WAGES & SALARIES-FT EMPLOYEES 340,874$ 341,536$ 277,255$ 369,771$ 383,976$ 3.84%
6102 - OVERTIME-FT EMPLOYEES 12,493 16,390 8,240 18,000 18,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 36,688 39,186 40,388 38,600 37,800 -2.07%
6111 - SEVERANCE PAY 4,850 5,365 - - - 0.00%
6122 - PERA COORDINATED PLAN 26,500 26,726 21,412 31,919 32,981 3.33%
6125 - FICA - SOCIAL SECURITY 24,854 25,101 20,443 26,386 27,265 3.33%
6126 - FICA - MEDICARE 5,812 5,870 4,781 6,169 6,379 3.40%
6131 - CAFETERIA PLAN CONTRIBUTIONS 66,081 68,950 57,653 80,928 85,782 6.00%
6141 - UNEMPLOYMENT COMPENSATION - 114 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 13,821 17,131 14,088 13,188 18,423 39.70%
TOTAL PERSONAL SERVICES 531,973 546,369 444,260 584,961 610,606 4.38%
6214 - CLOTHING & PERSONAL EQUIPMENT 100 100 159 305 100 -67.21%
6216 - CHEMICALS/CHEMICAL PRODUCTS 2,223 676 120 2,380 2,380 0.00%
6217 - SAFETY SUPPLIES 472 800 1,161 1,100 2,500 127.27%
6219 - GENERAL OPERATING SUPPLIES 7,458 7,914 1,298 8,240 8,490 3.03%
6223 - BUILDINGS & FACILITIES 2,278 524 1,946 3,200 7,775 142.97%
6225 - PARK & LANDSCAPE MATERIALS 15,903 17,575 13,896 18,500 19,000 2.70%
6227 - PAINT SUPPLIES 1,469 993 215 1,200 1,200 0.00%
6231 - ATHLETIC FIELD SUPPLIES 2,151 2,238 3,710 5,100 5,100 0.00%
6233 - COURT SUPPLIES - 704 688 750 18,000 2300.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 9,636 8,309 4,335 10,100 5,100 -49.50%
6241 - SMALL TOOLS 945 375 26 1,280 1,280 0.00%
6242 - MINOR EQUIPMENT 8,825 1,929 2,868 3,100 - -100.00%
6243 - MINOR COMPUTER EQUIPMENT - 1,027 - - 2,250 100.00%
TOTAL SUPPLIES 51,460 43,164 30,422 55,255 73,175 32.43%
6321 - TELEPHONE/PAGERS 207 184 256 265 640 141.51%
6351 - PRINTING 145 300 182 160 160 0.00%
6381 - ELECTRIC 28,567 28,222 21,435 33,000 34,000 3.03%
6382 - GAS 1,520 1,323 1,273 2,200 2,250 2.27%
6383 - WATER 21,881 38,531 31,629 39,100 40,300 3.07%
6384 - REFUSE DISPOSAL 19,319 19,730 15,282 25,000 25,000 0.00%
6385 - SEWER 1,569 1,600 1,236 1,400 1,500 7.14%
6386 - STORM SEWER 49,369 49,369 37,026 57,800 59,500 2.94%
6389 - STREET LIGHTS 17,864 17,864 13,398 21,100 21,700 2.84%
6405 - PARK & LANDSCAPE SERVICES 1,781 2,028 2,778 2,890 3,000 3.81%
6409 - OTHER REPAIR & MAINT SVCS 632 6,277 3,870 4,850 5,000 3.09%
6415 - OTHER EQUIPMENT 88 112 130 210 215 2.38%
6417 - UNIFORMS 624 201 137 630 650 3.17%
6432 - CONFERENCES AND SCHOOLS 2,099 3,470 1,349 2,120 2,200 3.77%
6434 - DUES & SUBSCRIPTIONS 92 92 92 115 100 -13.04%
6449 - OTHER CONTRACTUAL SERVICE 3,694 5,095 4,620 8,000 9,000 12.50%
TOTAL SERVICES & OTHER CHARGES 149,451 174,398 134,693 198,840 205,215 3.21%
6461 - FUEL CHARGES 24,648 18,094 15,430 24,437 20,906 -14.45%
6462 - FIXED CHARGES 25,388 25,380 18,713 24,950 22,951 -8.01%
6463 - REPAIR & MAINT CHARGES 59,186 63,075 49,570 63,033 64,000 1.53%
6465 - REPLACEMENT CHARGES 84,163 88,630 70,784 94,379 100,379 6.36%
TOTAL CENTRAL GARAGE CHARGES 193,385 195,179 154,497 206,799 208,236 0.69%
6540 - EQUIPMENT & MACHINERY - 8,460 - - - 0.00%
TOTAL CAPITAL OUTLAY - 8,460 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 926,269$ 967,570$ 763,872$ 1,045,855$ 1,097,232$ 4.91%
GENERAL FUND
45201 - PUBLIC WORKS-PARK FACILITIES
125
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45204 - PUBLIC WORKS-FORESTRY
6101 - WAGES & SALARIES-FT EMPLOYEES 54,595$ 58,299$ 45,523$ 59,703$ 62,192$ 4.17%
6102 - OVERTIME-FT EMPLOYEES - - - - - 0.00%
6111 - SEVERANCE PAY 545 779 - - - 0.00%
6122 - PERA COORDINATED PLAN 4,098 4,372 3,414 4,478 4,664 4.15%
6125 - FICA - SOCIAL SECURITY 3,506 3,926 3,035 3,702 3,856 4.16%
6126 - FICA - MEDICARE 820 918 710 866 902 4.16%
6131 - CAFETERIA PLAN CONTRIBUTIONS 12,708 13,488 10,678 13,488 14,297 6.00%
6151 - WORKER'S COMP INSURANCE 2,374 3,183 2,443 2,239 3,209 43.32%
TOTAL PERSONAL SERVICES 78,646 84,965 65,803 84,476 89,120 5.50%
6217 - SAFETY SUPPLIES 80 28 77 85 90 5.88%
6219 - GENERAL OPERATING SUPPLIES 86 40 - 105 110 4.76%
6225 - PARK & LANDSCAPE MATERIALS 3,048 3,048 - 3,470 3,640 4.90%
TOTAL SUPPLIES 3,214 3,116 77 3,660 3,840 4.92%
6351 - PRINTING - 26 - - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 14,533 6,304 4,610 17,800 18,700 5.06%
6449 - OTHER CONTRACTUAL SERVICE 2,520 2,015 715 2,600 2,730 5.00%
TOTAL SERVICES & OTHER CHARGES 17,053 8,345 5,325 20,400 21,430 5.05%
TOTAL BUSINESS UNIT EXPENSES 98,913$ 96,426$ 71,205$ 108,536$ 114,390$ 5.39%
GENERAL FUND
45204 - PUBLIC WORKS-FORESTRY
126
City of Brooklyn Center
2018 Budget
General Fund Expenses
Community Development
2018 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Development
Department Mission:
The mission of the Community Development Department is to preserve and enhance the quality of life for
the residents and businesses of Brooklyn Center by guiding development of the City with effective
measures of planning, design review, construction plan approval, code compliance, housing and business
assistance.
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
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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.
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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 Jerry’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 professional 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
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
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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.
E n h a n c e d C o m m u n i t y I m a g e
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
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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/HRA/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.
131
Ownership Services
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
P o s i t i o n s FTEs 2017 2018 2019
Director of Business and Development* - - -
Director of Community Standards/ACM - - -
Community Development Director* - 0.25 0.25
Deputy Director* 0.25 .75 .75
Planner /Zoning Specialist 1 1 1
Housing and Community Standards Supervisor* 0.75 1 1
Business Assistance Specialist* - 0.25 0.25
Building Official 1 1 1
Building & Housing Inspectors 2 2 2
Code Enforcement & Housing Inspector 3 3 3
Administrative Assistants (2-FT)* 1.6 1.5 1.5
Administrative Assistants (2-PT)* 0.8 0.75 0.75
BrookLynk Interns (2-PT) 0.1 0.1 0.1
Seasonal Technicians (2-PT) 0.3 0.3 0.3
Contract Electrical Inspections - - -
Contract Construction Specialty Inspections - - -
Total 10.8 11.9 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.
132
The Business Assistance Specialist is a new position proposed for 2018 and will be 75%
funded from the 2018 EDA budget.
The Administrative Assistants include two full-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.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance
Measure
Performance Levels
Actual Value Target Value
Customer Satisfaction all
Divisions
100% of surveyed customers are
satisfied or very satisfied
Inspection Standards Inspection standards met 95% of the
time
Building and Site Plan
Reviews
Plan reviews completed within time
standard 95% of the time
Comprehensive Plan Update All element completed in a timely
manner without extension request.
Planning Commission
Training
Enhanced training provided to all
Planning Commissioners
133
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46320 - COMMUNITY DEVELOPMENT ADMIN
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ 108,187$ 100.00%
6103 - WAGES-PART TIME EMPLOYEES - - - - 37,973 100.00%
6122 - PERA COORDINATED PLAN - - - - 10,962 100.00%
6125 - FICA - SOCIAL SECURITY - - - - 9,062 100.00%
6126 - FICA - MEDICARE - - - - 2,118 100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS - - - - 25,020 100.00%
6151 - WORKER'S COMP INSURANCE - - - - 1,525 100.00%
TOTAL PERSONAL SERVICES - - - - 194,847 100.00%
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ -$ 194,847$ 100.00%
GENERAL FUND
46320 - COMMUNITY DEVELOPMENT ADMIN
134
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42420 - BUILDING AND COMMUNITY STANDARDS
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ 550,543$ 100.00%
6102 - OVERTIME-FT EMPLOYEES - - - - 15,619 100.00%
6103 - WAGES-PART TIME EMPLOYEES - - - - 29,000 100.00%
6122 - PERA COORDINATED PLAN - - - - 44,637 100.00%
6125 - FICA - SOCIAL SECURITY - - - - 36,900 100.00%
6126 - FICA - MEDICARE - - - - 8,631 100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS - - - - 107,228 100.00%
6151 - WORKER'S COMP INSURANCE - - - - 3,295 100.00%
TOTAL PERSONAL SERVICES - - - - 795,853 100.00%
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%
TOTAL SUPPLIES - - - - 14,700 100.00%
6307 - PROFESSIONAL SERVICES - - - - 43,955 100.00%
6321 - TELEPHONE/PAGERS - - - - 2,300 100.00%
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%
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%
6461 - FUEL CHARGES - - - - 6,512 100.00%
6462 - FIXED CHARGES - - - - 6,705 100.00%
6463 - REPAIR & MAINT CHARGES - - - - 5,600 100.00%
6465 - REPLACEMENT CHARGES - - - - 13,350 100.00%
TOTAL CENTRAL GARAGE CHARGES - - - - 32,167 100.00%
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ -$ 1,021,953$ 100.00%
GENERAL FUND
42420 - BUILDING AND COMMUNITY STANDARDS
135
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42410 - BUILDING INSPECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 301,277$ 270,032$ 167,422$ 275,529$ -$ -100.00%
6102 - OVERTIME-FT EMPLOYEES 1,194 1,088 48 4,000 - -100.00%
6103 - WAGES-PART TIME EMPLOYEES 1,850 14,899 7,588 17,650 - -100.00%
6111 - SEVERANCE PAY 2,831 1,665 2,282 - - 0.00%
6122 - PERA COORDINATED PLAN 22,685 21,340 12,992 22,288 - -100.00%
6125 - FICA - SOCIAL SECURITY 19,393 18,070 11,262 18,425 - -100.00%
6126 - FICA - MEDICARE 4,536 4,226 2,633 4,309 - -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 50,562 52,010 30,919 56,650 - -100.00%
6151 - WORKER'S COMP INSURANCE 2,379 1,682 1,015 2,040 - -100.00%
TOTAL PERSONAL SERVICES 406,707 385,012 236,161 400,891 - -100.00%
6201 - OFFICE SUPPLIES 902 537 453 1,500 - -100.00%
6203 - BOOKS/REFERENCE MATERIALS 1,506 98 158 500 - -100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 852 453 - 600 - -100.00%
6219 - GENERAL OPERATING SUPPLIES 1,093 208 - - - 0.00%
6241 - SMALL TOOLS - 120 199 600 - -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 2,830 810 3,700 - -100.00%
6307 - PROFESSIONAL SERVICES 42,331 22,990 32,999 56,000 - -100.00%
6321 - TELEPHONE/PAGERS 1,108 1,110 1,028 1,400 - -100.00%
6329 - OTHER COMMUNICATION SERVICES 1,260 1,260 840 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 1,274 729 1,260 - -100.00%
6421 - SOFTWARE LICENSE 595 - - - - 0.00%
6423 - LOGIS CHARGES 29,463 31,530 20,843 32,766 - -100.00%
6432 - CONFERENCES AND SCHOOLS 4,030 4,394 3,211 5,000 - -100.00%
6433 - MEETING EXPENSES 293 110 131 300 - -100.00%
6434 - DUES & SUBSCRIPTIONS 1,548 515 295 900 - -100.00%
6435 - CREDIT CARD FEES 4,012 4,822 4,825 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 65,184 105,826 - -100.00%
6461 - FUEL CHARGES 3,144 2,284 2,142 3,625 - -100.00%
6462 - FIXED CHARGES 2,954 2,770 2,111 2,814 - -100.00%
6463 - REPAIR & MAINT CHARGES 5,784 3,531 2,497 4,310 - -100.00%
6465 - REPLACEMENT CHARGES 6,550 6,550 4,912 6,550 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 18,432 15,135 11,662 17,299 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 526,144$ 471,042$ 313,817$ 527,716$ -$ -100.00%
GENERAL FUND
42410 - BUILDING INSPECTIONS
136
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42411 - CODE ENFORCEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES 256,237$ 226,988$ 214,851$ 302,685$ -$ -100.00%
6102 - OVERTIME-FT EMPLOYEES 14,436 10,351 10,796 10,000 - -100.00%
6103 - WAGES-PART TIME EMPLOYEES 38,454 63,389 40,781 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 15,487 27,867 - -100.00%
6125 - FICA - SOCIAL SECURITY 19,220 19,497 17,448 23,040 - -100.00%
6126 - FICA - MEDICARE 4,495 4,559 4,080 5,388 - -100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 55,068 42,498 43,163 59,347 - -100.00%
6141 - UNEMPLOYMENT COMPENSATION - - 5,041 - - 0.00%
6151 - WORKER'S COMP INSURANCE 2,404 2,685 2,370 2,558 - -100.00%
TOTAL PERSONAL SERVICES 415,000 393,911 356,561 487,782 - -100.00%
6201 - OFFICE SUPPLIES 1,509 553 730 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 477 279 580 600 - -100.00%
6241 - SMALL TOOLS - - 200 400 - -100.00%
6242 - MINOR EQUIPMENT 449 239 320 500 - -100.00%
6243 - MINOR COMPUTER EQUIPMENT 3,375 952 6,180 6,000 - -100.00%
TOTAL SUPPLIES 6,639 2,599 8,010 9,750 - -100.00%
6307 - PROFESSIONAL SERVICES 11,224 2,810 10,787 2,955 - -100.00%
6321 - TELEPHONE/PAGERS 1,319 997 409 1,660 - -100.00%
6329 - OTHER COMMUNICATION SERVICES 1,982 1,722 1,297 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 1,274 729 1,260 - -100.00%
6423 - LOGIS CHARGES 1,680 1,680 980 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 10,911 30,000 - -100.00%
TOTAL SERVICES & OTHER CHARGES 54,406 18,287 28,223 84,105 - -100.00%
6461 - FUEL CHARGES 4,339 2,908 2,224 4,279 - -100.00%
6462 - FIXED CHARGES 3,688 3,573 2,716 3,621 - -100.00%
6463 - REPAIR & MAINT CHARGES 3,666 3,188 5,669 4,436 - -100.00%
6465 - REPLACEMENT CHARGES 4,600 6,220 5,100 6,800 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 16,293 15,889 15,709 19,136 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 492,338$ 430,686$ 408,503$ 600,773$ -$ -100.00%
GENERAL FUND
42411 - CODE ENFORCEMENT
137
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41550 - ASSESSING
6201 - OFFICE SUPPLIES 43$ -$ 59$ 200$ 200$ 0.00%
TOTAL SUPPLIES 43 - 59 200 200 0.00%
6307 - PROFESSIONAL SERVICES 201,396 189,326 102,500 205,000 205,000 0.00%
6329 - OTHER COMMUNICATION SERVICES 380 - - - - 0.00%
6406 - MULTI-FUNCTION MTNCE 624 810 464 800 825 3.13%
TOTAL SERVICES & OTHER CHARGES 202,400 190,136 102,964 205,800 205,825 0.01%
TOTAL BUSINESS UNIT EXPENSES 202,443$ 190,136$ 103,023$ 206,000$ 206,025$ 0.01%
GENERAL FUND
41550 - ASSESSING
138
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING
6101 - WAGES & SALARIES-FT EMPLOYEES 81,166$ 90,432$ 42,907$ 94,082$ 107,253$ 14.00%
6102 - OVERTIME-FT EMPLOYEES - - - 1,500 1,000 -33.33%
6103 - WAGES-PART TIME EMPLOYEES - 10,759 7,195 11,635 - -100.00%
6111 - SEVERANCE PAY 382 1,105 9,392 - - 0.00%
6122 - PERA COORDINATED PLAN 6,088 7,589 3,488 8,041 8,119 0.97%
6125 - FICA - SOCIAL SECURITY 5,304 5,883 3,698 6,647 6,712 0.98%
6126 - FICA - MEDICARE 1,241 1,376 865 1,555 1,570 0.96%
6131 - CAFETERIA PLAN CONTRIBUTIONS 12,708 16,182 4,098 16,186 17,871 10.41%
6151 - WORKER'S COMP INSURANCE 624 761 364 722 768 6.37%
TOTAL PERSONAL SERVICES 107,513 134,087 72,007 140,368 143,293 2.08%
6219 - GENERAL OPERATING SUPPLIES 60 48 21 50 50 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,368 253 - - 0.00%
TOTAL SUPPLIES 60 2,416 274 50 50 0.00%
6303 - LEGAL SERVICES 571 50 336 10,000 5,000 -50.00%
6307 - PROFESSIONAL SERVICES 1,433 1,595 9,523 20,000 40,000 100.00%
6331 - TRAVEL EXPENSE/MILEAGE 10 - - 100 100 0.00%
6342 - LEGAL NOTICES 460 362 382 700 700 0.00%
6351 - PRINTING - 40 - 400 1,000 150.00%
6406 - MULTI-FUNCTION MTNCE 668 868 497 900 930 3.33%
6432 - CONFERENCES AND SCHOOLS 710 1,050 625 2,700 2,700 0.00%
6433 - MEETING EXPENSES - - - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 345 345 - 835 835 0.00%
TOTAL SERVICES & OTHER CHARGES 4,197 4,310 11,363 35,735 51,365 43.74%
TOTAL BUSINESS UNIT EXPENSES 111,770$ 140,813$ 83,644$ 176,153$ 194,708$ 10.53%
GENERAL FUND
41910 - PLANNING AND ZONING
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City of Brooklyn Center
2018 Budget
General Fund Expenses
Other
2018 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 and contingency allotment are included here.
o Vacancy/Turnover Savings - Position Vacancy Factor and Turnover Savings.
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
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41610 - LEGAL
6303 - LEGAL SERVICES 411,413$ 375,976$ 262,786$ 430,000$ 410,000$ -4.65%
6307 - PROFESSIONAL SERVICES 1,650 4,275 900 5,000 5,000 0.00%
6423 - LOGIS CHARGES 14,448 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 427,511 380,251 263,686 435,000 415,000 -4.60%
TOTAL BUSINESS UNIT EXPENSES 427,511$ 380,251$ 263,686$ 435,000$ 415,000$ -4.60%
GENERAL FUND
41610 - LEGAL
142
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
44110 - JOINT POWERS PAYMENTS
6449 - OTHER CONTRACTUAL SERVICE 135,604$ 136,349$ 111,274$ 180,000$ 187,000$ 3.89%
TOTAL SERVICES & OTHER CHARGES 135,604 136,349 111,274 180,000 187,000 3.89%
TOTAL BUSINESS UNIT EXPENSES 135,604$ 136,349$ 111,274$ 180,000$ 187,000$ 3.89%
GENERAL FUND
44110 - JOINT POWERS PAYMENTS
143
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45310 - CONVENTION AND TOURISM
6445 - CONVENTION BUREAU PAYMENT 510,827$ 550,772$ 317,762$ 498,750$ 522,500$ 4.76%
TOTAL SERVICES & OTHER CHARGES 510,827 550,772 317,762 498,750 522,500 4.76%
TOTAL BUSINESS UNIT EXPENSES 510,827$ 550,772$ 317,762$ 498,750$ 522,500$ 4.76%
GENERAL FUND
45310 - CONVENTION AND TOURISM
144
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,424$ 7,294$ 6,857$ 12,000$ 8,000$ -33.33%
6361 - GENERAL LIABILITY INSURANCE 119,450 125,036 74,957 101,180 103,455 2.25%
6362 - PROPERTY INSURANCE 72,228 96,227 64,119 82,475 90,624 9.88%
6366 - MACHINERY BREAKDOWN INSURANC 7,143 9,154 6,754 7,829 9,546 21.93%
6368 - BONDS INSURANCE 1,915 2,468 1,835 2,126 2,594 22.01%
6442 - COURT AWARDS/SETTLEMENTS 22,808 18,671 17,806 15,000 20,000 33.33%
TOTAL SERVICES & OTHER CHARGES 230,968 258,850 172,328 220,610 234,219 6.17%
TOTAL BUSINESS UNIT EXPENSES 230,968$ 258,850$ 172,328$ 220,610$ 234,219$ 6.17%
GENERAL FUND
48140 - INSURANCE
145
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
48150 - CENTRAL SUPPLIES AND SUPPORT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (230,000)$ -$ -100.00%
TOTAL PERSONAL SERVICES - - - (230,000) - -100.00%
6201 - OFFICE SUPPLIES 13,128 11,596 8,352 17,500 17,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,214 2,111 3,006 5,000 5,000 0.00%
6242 - MINOR EQUIPMENT 4,833 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 792 2,522 1,050 - -100.00%
TOTAL SUPPLIES 19,175 14,499 13,880 23,550 22,500 -4.46%
6301 - ACCTG, AUDIT & FIN'L SERVICES 8,063 8,528 7,651 - 10,000 100.00%
6307 - PROFESSIONAL SERVICES 59,637 69,489 68,720 60,000 60,000 0.00%
6321 - TELEPHONE/PAGERS 4,492 4,710 3,387 5,244 5,400 2.97%
6322 - POSTAGE 35,598 36,957 27,006 45,000 30,000 -33.33%
6349 - OTHER ADVERTISING - 150 363 - - 0.00%
6351 - PRINTING 11,080 11,127 12,647 13,000 3,000 -76.92%
6402 - EQUIPMENT SERVICES 1,831 2,023 739 2,500 2,500 0.00%
6406 - MULTI-FUNCTION MTNCE 8,423 10,119 3,792 7,500 7,725 3.00%
6432 - CONFERENCES AND SCHOOLS 6,874 4,855 1,505 8,000 8,000 0.00%
6433 - MEETING EXPENSES 2,311 1,674 4,300 2,500 2,500 0.00%
6434 - DUES & SUBSCRIPTIONS 787 525 658 - - 0.00%
6435 - CREDIT CARD FEES 35,199 28,914 16,505 30,000 31,000 3.33%
6441 - LICENSES, TAXES & FEES 598 - 367 - - 0.00%
6446 - CONTINGENCY ACCOUNT - 2,500 - 125,000 125,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 25,090 72,899 46,407 40,000 40,000 0.00%
TOTAL SERVICES & OTHER CHARGES 199,983 254,470 194,047 338,744 325,125 -4.02%
TOTAL BUSINESS UNIT EXPENSES 219,158$ 268,969$ 207,927$ 132,294$ 347,625$ 162.77%
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
146
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
48160 - VACANCY AND TURNOVER SAVINGS
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ (350,000)$ 100.00%
TOTAL PERSONAL SERVICES - - - - (350,000) 100.00%
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ -$ (350,000)$ 100.00%
GENERAL FUND
48160 - VACANCY AND TURNOVER SAVINGS
147
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
48170 - REIMBURSEMENT FROM OTHER FUNDS
6471 - ADMINISTRATIVE SERVICE TRANSFER (599,323)$ (599,323)$ (442,845)$ (590,484)$ (658,154)$ 11.46%
6472 - ENGINEERING SERVICE TRANSFER (376,029) (411,330) (299,285) (450,000) (425,000) -5.56%
6482 - MISC TRANSFER OUT 908,761 804,815 - - - 0.00%
TOTAL TRANSFERS OUT (66,591) (205,838) (742,130) (1,040,484) (1,083,154) 4.10%
TOTAL BUSINESS UNIT EXPENSES (66,591)$ (205,838)$ (742,130)$ (1,040,484)$ (1,083,154)$ 4.10%
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
148
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
48210 - TRANSFER OUT
6482 - MISC TRANSFER OUT 267,552$ 202,536$ -$ 185,000$ 200,000$ 8.11%
TOTAL TRANSFERS OUT 267,552 202,536 - 185,000 200,000 8.11%
TOTAL BUSINESS UNIT EXPENSES 267,552$ 202,536$ -$ 185,000$ 200,000$ 8.11%
GENERAL FUND
48210 - TRANSFER OUT
149
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150
City of Brooklyn Center
2018 Budget
Special Revenue Funds
City of Brooklyn Center
2018 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 2018 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
151
2018 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.
152
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46321 - HRA FUND
REVENUES
4101 - CURRENT AD VALOREM TAXES 275,222$ 304,277$ 167,105$ 329,079$ 345,978$ 5.14%
4120 - DELINQUENT AD VALOREM TAXES (930) 920 672 - - 0.00%
4154 - PENALTIES & INT-DELINQ TAXES (234) (254) (39) - - 0.00%
TOTAL TAXES 274,058 304,943 167,738 329,079 345,978 5.14%
TOTAL REVENUES 274,058 304,943 167,738 329,079 345,978 5.14%
EXPENDITURES
6481 - EDA FUND TRANSFER 274,364 304,417 - 329,079 345,978 5.14%
TOTAL TRANSFERS OUT 274,364 304,417 - 329,079 345,978 5.14%
TOTAL BUSINESS UNIT EXPENSES 274,364 304,417 - 329,079 345,978 5.14%
NET CHANGE IN FUND BALANCE (306)$ 526$ 167,738$ -$ -$ 0.00%
HOUSING & REDEVELOPMENT AUTHORITY (HRA)
FUND - 20200
SPECIAL REVENUE FUND
153
2018 Brooklyn Center Department Budget Narrative
Department Name: Economic Development Authority (EDA)
Department Mission:
The mission of the Brooklyn Center Economic Development Authority is to initiate programs
and facilitate redevelopment and/or renovation opportunities which promote public and private
investments into commercial, industrial, and residential redevelopment and renovations
activities.
Department Description:
The EDA Funded Activities and Programs are supported by staff from the department of
Community Development.
The Director of Community Development is responsible for the administration of the following
EDA programs and activities:
- Business Retention, Expansion, and Attraction & Community Marketing activities;
- promoting development opportunities;
- planning initiatives & budgeting associated with the use of Tax Increment Financing.
- 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.
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 that we will be working on 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.
154
- 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.
57th and Logan Redevelopment
The desired Outcome is an inviting, attractive, and vibrant development
The Target is the redevelopment of a 20,000 sf. retail uses and 50 residential units by 2020.
The initiatives that we will be working on 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 Jerry’s Food Site.
The Target is a redevelopment which conforms to the City’s Vision for the Central
Commerce District.
The initiatives that we will be working on 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.
155
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
developments/redevelopments/renovations that stimulates the creation of new living wage
employment opportunities.
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
Director of Community Development
Deputy Director of Buildings and Community
Standards (BSC) Division
Housing Community Standard Supervisor
Business Assistance Specialist
Administrative Support Staff:
- FT Admin. Asst.
- FT Admin. Asst.
- PT Admin. Asst.
- PT Admin. Asst.
1
0.75
0.25
-
0.8
0.75
0.5
-
0.75
0.25
0.25
0.25
0.25
0.75
0.5
-
0.75
0.25
0.25
0.25
0.25
Total 2.8 3.0 3.0
Note: A portion of the EDA positions are funded by the General Fund in the Community
Development department.
Strategic Functions/Division(s):
Business Retention, Expansion, and Community Marketing Activities
Promoting development opportunities; collaborating with business groups, organizations
and agencies focused on commerce, employment, and economic growth; planning
initiatives & advocating visions for public and private investments into the City.
Housing Activities
156
Promoting 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 for the use of eligible
tax increment funds from TIF 3 and TIF 5 funds for out-of-district expenditures.
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..
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.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Develop an Economic Plan and Master
Development Plan for 57th & Logan Site
Undeveloped land An approved Master
Development Plan &
Economic Plan for
development
Develop an Economic Plan and Master
Development Plan for the Opportunity Site
Undeveloped land An approved Master
Development Plan &
Economic Plan for 1st
phase development
Develop an Economic Plan and Master
Development Plan for the former Jerry Food
Site
Undeveloped land An approved Master
Development Plan &
Economic Plan for
development
157
Identification of Redevelopment
Opportunities and Planning Activities
2018 Community
Development Planning
& Activities Map
Preparation of the
2018 Planning &
Activities Map.
Sales of Infill Housing Lots to builders for
construction of single family owner
occupied residences
1 built in 2014
6 built in 2015-16
2 built 2017-18
Additional homes in 2
- 2018
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
Capital Outlay and Other Initiatives with Significant Budget Impact (optional)
The 2018 budget includes $20,000 for the replacement of the City’s streetscape banners,
budgeted as part of professional services.
158
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46310 - DEVELOPMENT/RE-DEVELOPMENT
REVENUES
4359 - OTHER STATE GRANTS/AID 479,957$ 130,044$ 7,283$ -$ -$ 0.00%
4362- COUNTY GRANTS/AID 290,102 165,094 12,665 - - 0.00%
4373 - OTHER GRANTS/AID 59,792 337,696 - - - 0.00%
TOTAL INTERGOVERNMENTAL 829,851 632,834 19,948 - - 0.00%
4603 - INTEREST EARNINGS 7,533 10,390 13,342 6,500 12,679 95.06%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 783 (2,112) - - - 0.00%
TOTAL INVESTMENT EARNINGS 8,316 8,278 13,342 6,500 12,679 95.06%
4606 - OTHER REVENUE 4,965 309,761 4,633 - - 0.00%
TOTAL MISCELLANEOUS 4,965 309,761 4,633 - - 0.00%
4915 - TRANSFERS IN - 304,417 - 149,774 - -100.00%
4915.3 - TRANSFERS IN FROM HRA FUND 274,364 - - 329,079 345,978 5.14%
TOTAL TRANSFERS IN 274,364 304,417 - 478,853 345,978 -27.75%
TOTAL REVENUES 1,117,496 1,255,290 37,923 485,353 358,657 -26.10%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 210,657 212,132 172,061 217,102 226,968 4.54%
6102 - OVERTIME-FT EMPLOYEES 43 - - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 10,759 3,606 11,448 12,658 10.57%
6111 - SEVERANCE PAY 3,858 4,277 - - - 0.00%
6122 - PERA COORDINATED PLAN 15,803 16,715 13,174 17,140 17,972 4.85%
6125 - FICA - SOCIAL SECURITY 12,587 13,266 10,347 14,009 14,857 6.05%
6126 - FICA - MEDICARE 2,944 3,103 2,420 3,313 3,474 4.86%
6131 - CAFETERIA PLAN CONTRIBUTIONS 25,416 29,670 22,644 29,674 35,743 20.45%
6151 - WORKER'S COMP INSURANCE 5,970 5,087 3,683 1,538 1,701 10.60%
TOTAL PERSONAL SERVICES 277,278 295,009 227,935 294,224 313,373 6.51%
6201 - OFFICE SUPPLIES 25 - 10 100 100 0.00%
6219 - GENERAL OPERATING SUPPLIES - - - 100 100 0.00%
6242 - MINOR EQUIPMENT 560 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 2,227 2,216 1,900 - -100.00%
TOTAL SUPPLIES 585 2,227 2,226 2,100 200 -90.48%
6301 - ACCTG, AUDIT & FIN'L SERVICES 2,105 2,445 1,952 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING 4,866 17,043 - 7,500 7,500 0.00%
6303 - LEGAL SERVICES 1,004 7,920 439 7,500 7,500 0.00%
6307 - PROFESSIONAL SERVICES 2,087 7,209 54 25,000 25,000 0.00%
6321 - TELEPHONE/PAGERS 948 813 570 1,200 1,300 8.33%
6331 - TRAVEL EXPENSE/MILEAGE 8 - - 100 100 0.00%
6333 - FREIGHT/DRAYAGE - - - 100 100 0.00%
6342 - LEGAL NOTICES 207 81 104 400 400 0.00%
6351 - PRINTING - - 24 75 75 0.00%
6381 - ELECTRIC - 87 83 - - 0.00%
6383 - WATER - 14 124 - - 0.00%
6384 - REFUS DISPOSAL - 11 12 - - 0.00%
6385 - SEWER - 98 82 - - 0.00%
6386 - STORM SEWER 15,267 17,776 9,847 15,000 15,000 0.00%
6389 - STREET LIGHTS 2,382 2,767 1,592 2,200 2,200 0.00%
6405 - PARK & LANDSCAPE SERVICES 10,390 14,589 11,928 7,000 7,000 0.00%
6406 - MULTI-FUNCTION MTNCE 1,203 1,563 895 1,550 1,600 3.23%
6409 - OTHER REPAIR & MAINT SVCS - - - 1,500 1,500 0.00%
6423 - LOGIS CHARGES 2,744 3,685 1,864 3,528 3,629 2.86%
6432 - CONFERENCES AND SCHOOLS 550 - 570 1,200 1,200 0.00%
6433 - MEETING EXPENSES 511 227 204 700 700 0.00%
6434 - DUES & SUBSCRIPTIONS 7,811 7,950 10,764 22,800 22,800 0.00%
6441 - LICENSES, TAXES & FEES 2,162 6,666 200 5,562 - -100.00%
6449 - OTHER CONTRACTUAL SERVICE 835,793 634,039 50,110 - - 0.00%
6496 - LOSS ON DISPOSAL - 400,595 - - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION (91,714) (117,571) - - (116,000) 100.00%
TOTAL PROFESSIONAL SERVICES 798,324 1,008,007 91,418 105,415 (15,896) -115.08%
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
FUND - 20300
SPECIAL REVENUE FUND
159
6461 - FUEL CHARGES 175 70 155 175 342 95.43%
6462 - FIXED CHARGES 1,022 955 718 958 862 -10.02%
6463 - REPAIR & MAINT CHARGES 90 458 464 257 160 -37.74%
6465 - REPLACEMENT CHARGES 1,950 1,950 1,508 2,010 2,010 0.00%
TOTAL CENTRAL GARAGE CHARGES 3,237 3,433 2,845 3,400 3,374 -0.76%
6471 - ADMINISTRATIVE SERVICE TRANSFER 57,884 57,884 46,590 62,120 84,452 35.95%
TOTAL TRANSFERS OUT 57,884 57,884 46,590 62,120 84,452 35.95%
TOTAL BUSINESS UNIT EXPENSES 1,137,308 1,366,560 371,014 467,259 385,503 -17.50%
NET CHANGE IN FUND BALANCE (19,812)$ (111,270)$ (333,091)$ 18,094$ (26,846)$ -248.37%
160
2018 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.
161
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46323 - CDBG
REVENUES
4320 - MISC FEDERAL GRANTS 368,388$ 349,186$ 97,518$ 150,000$ 150,000$ 0.00%
TOTAL INTERGOVERNMENTAL 368,388 349,186 97,518 150,000 150,000 0.00%
4606 - OTHER REVENUE - 57,669 - - - 0.00%
TOTAL MISCELLANEOUS - 57,669 - - - 0.00%
TOTAL REVENUES 368,388 406,855 97,518 150,000 150,000 0.00%
EXPENDITURES
6449 - OTHER CONTRACTUAL SERVICE 180,740 238,198 30,017 - - 0.00%
TOTAL PROFESSIONAL SERVICES 180,740 238,198 30,017 - - 0.00%
6482 - MISC TRANSFER OUT 188,100 88,330 - 150,000 150,000 0.00%
TOTAL TRANSFERS OUT 188,100 88,330 - 150,000 150,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 368,840 326,528 30,017 150,000 150,000 0.00%
NET CHANGE IN FUND BALANCE (452)$ 80,327$ 67,501$ -$ -$ 0.00%
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND - 20400
SPECIAL REVENUE FUND
162
2018 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.
163
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42190 - STATE FORFEITURES-DRUG
REVENUES
4506 - STATE FORFEITURE REVENUE 466 3,485 5,328 15,000 5,000 -66.67%
TOTAL FINES & FORFEITURES 466 3,485 5,328 15,000 5,000 -66.67%
4603 - INTEREST EARNINGS 388 706 189 297 213 -28.28%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 23 (157) - - - 0.00%
TOTAL INVESTMENT EARNINGS 411 549 189 297 213 -28.28%
4915 - TRANSFERS IN - 45,000 - - - 0.00%
TOTAL TRANSFERS IN - 45,000 - - - 0.00%
TOTAL REVENUES 877 49,034 5,517 15,297 5,213 -65.92%
EXPENDITURES
6242 - MINOR EQUIPMENT 30,090 4,439 - 15,000 5,000 -66.67%
6243 - MINOR COMPUTER EQUIPMENT - 67,294 - - - 0.00%
TOTAL SUPPLIES 30,090 71,733 - 15,000 5,000 -66.67%
6402 - EQUIPMENT SERVICES 1,268 - - - - 0.00%
TOTAL PROFESSIONAL SERVICES 1,268 - - - - 0.00%
6550 - MOTOR VEHICLES 2,526 - - - - 0.00%
TOTAL CAPITAL OUTLAY 2,526 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 33,884 71,733 - 15,000 5,000 -66.67%
42191 - FEDERAL FORFEITURES-DRUG
REVENUES
4505 - FEDERAL FORFEITURE REVENUE 20,000 25,000 20,000 5,000 5,000 0.00%
TOTAL FINES & FORFEITURES 20,000 25,000 20,000 5,000 5,000 0.00%
4603 - INTEREST EARNINGS 139 289 470 178 532 198.88%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 16 - - - - 0.00%
TOTAL INVESTMENT EARNINGS 155 289 470 178 532 198.88%
TOTAL REVENUES 20,155 25,289 20,470 5,178 5,532 6.84%
EXPENDITURES
6242 - MINOR EQUIPMENT 3,957 57 - - 5,000 100.00%
6243 - MINOR COMPUTER EQUIPMENT - 7,976 20,839 - - 0.00%
TOTAL SUPPLIES 3,957 8,033 20,839 - 5,000 100.00%
6307 - PROFESSIONAL SERVICES - 8,088 10,347 - - 0.00%
6333 - FREIGHT/DRYAGE - - 39 - - 0.00%
6422 - SOFTWARE MAINTENANCE - - 2,725 - - 0.00%
6423 - LOGIS CHARGES - - 748 - - 0.00%
TOTAL PROFESSIONAL SERVICES - 8,088 13,859 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 3,957 16,121 34,698 - 5,000 100.00%
POLICE FORFEITURES
FUND - 20500
SPECIAL REVENUE FUND
164
42193 - DUI FORFEITURE FUND
REVENUES
4506 - STATE FORFEITURE REVENUE 3,100 - - 20,000 3,000 -85.00%
TOTAL FINES & FORFEITURES 3,100 - - 20,000 3,000 -85.00%
4603 - INTEREST EARNINGS 251 259 282 234 345 47.44%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 19 - - - - 0.00%
TOTAL INVESTMENT EARNINGS 270 259 282 234 345 47.44%
TOTAL REVENUES 3,370 259 282 20,234 3,345 -83.47%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - - - 20,000 2,400 -88.00%
6242 - MINOR EQUIPMENT 1,116 - - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT - - 29,472 - - 0.00%
6421 - SOFTWARE LICENSE - - 3,784 - - 0.00%
TOTAL SUPPLIES 1,116 - 33,256 20,000 2,400 -88.00%
6441 - LICENSES, TAXES & FEES 82 - - 100 100 0.00%
6447 - TOWING CHARGES - - - 2,000 - -100.00%
6449 - OTHER CONTRACTUAL SERVICES - 1,601 102 - 500 100.00%
TOTAL PROFESSIONAL SERVICES 82 1,601 102 2,100 600 -71.43%
TOTAL BUSINESS UNIT EXPENSES 1,198 1,601 33,358 22,100 3,000 -86.43%
NET CHANGE IN FUND BALANCE (14,637)$ (14,873)$ (41,787)$ 3,609$ 1,090$ -69.80%
165
2018 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 27700
DEPT/DIVISION/ACTIVITY: TIF District #2 – 46412
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
* 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:
166
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)
The last year of tax increment collections for this District is for 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.
On November 14, 2016, the City Council adopted Resolution No. 2016-194, approving the sales
of $1,725,000 Taxable General Obligation Tax Increment Refunding Bonds, Series 20116 C,
(TIF 5 Bonds) which enabled paying off $1,700,000 of the $2,400,000 inter-fund loan to Tax
Increment District No. 5 (Shingle Creek Crossing).
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
6307 Professional 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:
167
Transportation and Infrastructure Improvements
Brooklyn Boulevard Corridor Improvements
- Admiral Ave to 63rd Ave. streetscape improvements
- Property acquisition for the alignment of Admiral Ave. and 60th Ave.
intersection.
Hwy 252 Corridor Improvements
- Acquisition of property within the Northwest quadrant of the planned
interchange.
Potential Inter-Fund Loans as a finance option for TIF 5 (Shingle Creek Crossing) and
TIF 7 (Opportunity Site)
EBHC/Embassy Pond Improvements ( approx.. $75,000 – the fund balance remaining in
2012).
168
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46412 - TIF DISTRICT #2
REVENUES
4150 - TAX INCREMENTS (58,754)$ -$ -$ -$ -$ 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 736 3,280 17,221 568 18,512 3159.15%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 47 (2,982) - - - 0.00%
TOTAL INVESTMENT EARNINGS 783 298 17,221 568 18,512 3159.15%
4606 - OTHER REVENUE 21,007 8,645 - 11,962 7,816 -34.66%
TOTAL MISCELLANEOUS 21,007 8,645 - 11,962 7,816 -34.66%
TOTAL REVENUES (11,564) 8,943 17,221 12,530 26,328 110.12%
EXPENDITURES
6302 - ARCH, ENG & PLANNING 20,615 10,680 - - - 0.00%
6303 - LEGAL SERVICES 160 - - 5,000 5,000 0.00%
6342 - LEGAL NOTICES 882 - - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE - - - 15,000 1,715,000 11333.33%
TOTAL PROFESSIONAL SERVICES 21,657 10,680 - 20,000 1,720,000 8500.00%
TOTAL BUSINESS UNIT EXPENSES 21,657 10,680 - 20,000 1,720,000 8500.00%
NET CHANGE IN FUND BALANCE (33,221)$ (1,737)$ 17,221$ (7,470)$ (1,693,672)$ 22572.99%
TAX INCREMENT FINANCING (TIF) DISTRICT #2
FUND - 27700
SPECIAL REVENUE FUND
169
2018 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 27800
DEPT/DIVISION/ACTIVITY: TIF District #3 – 46413
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 three outstanding TIF Revenue
Bonds; the 2015B TI Refinancing Revenue Bonds, the 2013A TI Revenue Bonds and the
2008A TI Revenue Bonds.
DEPARTMENTAL GOALS
Tax Increment District No. 3 was established in 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 is 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.
On November 12, 2013 the EDA adopted Resolution No. 2013-15 which modified the
Tax Increment Financing Plan and approved the following amended budget:
170
Estimated Public Costs
Land Acquisitions $25,000,000
Public Improvements 4,500,000
Site Improvements 2,100,000
Administrative Expenses 4,400,000
C o n t i n g e n c y -
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
T o t a l P o o l i n g $11,825,000
Interest Expense (including Capitalized) $11,250,000
T o t a l $69,500,000
The 2016 tax increment capacity identified by Hennepin County for the assessment year
2016 is 2,698,531 which are projected to generate a total of $4,291,541 for taxes payable
in 2017. ($3,963,979 in tax increment and $327,502 excess taxes/above frozen levy)
The 6 Year TIF Rule regulates the use of TIF for Out-of-District expenditures, including
Administrative costs and eligible activities to 25% for redevelopment districts.
The following illustrates the budgeted use of funds using 95% of projected 2017 revenue
$3,765,780:
($564,867 Housing Fund; $800,228 Out-of-District expenditures, and $2,400,685
debt service).
Debt Service Debt Service Housing Fund Out-of-District
Reserve
2017 $ 2,310,476 $ 90,209 $ 564,867 $ 800,228
2018 2,294,451 106,234 564,867 800,228
2019 2,242,713 157,972 564,867 800,228
2020 2,231,513 169,172 564,867 800,228
2021 2,244,938 155,747 564,867 800,228
2022 2,232,169
171
The additional revenue available for Housing Activities (15% of annual tax increment is
approximately $2.8M and approximately $3.3M has preliminarily been identified for
Out-of-District expenditures based on current TIF revenue projections.
DEPARTMENT GOALS
Confirm that tax increment revenue funds generated through the life of this 25 year Tax
Increment District will be available for debt service for the 2013B bonds (final payment
to be made with 2021 Tax Increment)
Develop options on the use of Housing and Other Out-of-District funds for Tax
Increment investment opportunities which leverage private investments and maximize
benefits to the community and assure that sufficient funds are available for debt service.
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/Out-of-District Expenditures:
Acquisitions associated with the future Hwy 252 and 66th Interchange (2,53
acres north of Holiday Station Store – 2017 assessed valuation $461,000)
TIF 5 Inter-Fund Loan for land acquisitions associated with the
redevelopment of the Kohl’s Lot ($600,000 land & $300,000 storm water
improvements.
TIF 7 Inter-fund Loan to assist in financing infrastructure improvement (initial
street, utility, and streetscaping)
172
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46413 - TIF DISTRICT #3
REVENUES
4150 - TAX INCREMENTS 2,953,728$ 2,969,836$ 1,962,868$ 3,177,598$ 3,765,780$ 18.51%
TOTAL TAXES 2,953,728 2,969,836 1,962,868 3,177,598 3,765,780 18.51%
4603 - INTEREST EARNINGS 18,321 7,719 13,324 9,858 10,690 8.44%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,512 (1,166) - - - 0.00%
TOTAL INVESTMENT EARNINGS 19,833 6,553 13,324 9,858 10,690 8.44%
4831 - OFFICE RENTALS 177,213 85,081 83,902 84,378 92,816 10.00%
4921 - REFUNDS & REIMBURSEMENTS 21,872 645 - - - 0.00%
TOTAL MISCELLANEOUS 199,085 85,726 83,902 84,378 92,816 10.00%
4915 - TRANSFERS IN - - - - 281,502 100.00%
TOTAL TRANSFERS IN - - - - 281,502 100.00%
4911 - SALE OF PROPERTY 4,820 - - 35,000 200,000 471.43%
TOTAL OTHER FINANCING SOURCES 4,820 - - 35,000 200,000 471.43%
TOTAL REVENUES 3,177,466 3,062,115 2,060,094 3,306,834 4,350,788 31.57%
EXPENDITURES
6301 - ACCTG, AUDIT & FIN'L SERVICES - - - 6,000 6,000 0.00%
6302 - ARCH, ENG & PLANNING 75,864 70,376 968 50,000 50,000 0.00%
6303 - LEGAL SERVICES 6,500 40,988 10,247 35,000 35,000 0.00%
6307 - PROFESSIONAL SERVICES 48,580 46,416 12,763 25,000 25,000 0.00%
6342 - LEGAL NOTICES - - - 50 50 0.00%
6361 - GENERAL LIABILITY INSURANCE 31,254 9,183 1,118 1,784 1,582 -11.32%
6381 - ELECTRIC 28,007 69 - - - 0.00%
6382 - GAS 22,112 16 - - - 0.00%
6383 - WATER 1,234 1,063 81 3,000 3,000 0.00%
6384 - REFUSE DISPOSAL - 9 36 - - 0.00%
6385 - SEWER 1,608 1,456 391 6,000 6,000 0.00%
6386 - STORM SEWER 38,916 36,970 26,700 40,000 40,000 0.00%
6389 - STREET LIGHTS 5,437 5,322 3,749 6,000 6,000 0.00%
6405 - PARK & LANDSCAPE SERVICES 22,371 22,400 13,246 10,000 15,000 50.00%
6434 - DUES & SUBSCRIPTIONS 15,000 - - 15,000 15,000 0.00%
6441 - LICENSES, TAXES & FEES 53,811 22,960 53,991 25,000 25,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 1,070,717 332,953 124,570 250,000 250,000 0.00%
6498 - INTERFUND EXPENSE ALLOCATION 62,065 65,650 - - 70,000 100.00%
TOTAL PROFESSIONAL SERVICES 1,483,476 655,831 247,860 472,834 547,632 15.82%
6510 - LAND - - 768,813 150,000 150,000 0.00%
TOTAL CAPITAL OUTLAY - - 768,813 150,000 150,000 0.00%
6474 - DEBT SERVICE FUND TRANSFER 2,395,981 2,326,810 - 2,064,213 2,297,451 11.30%
6482 - MISC TRANSFER OUT - - - 100,000 100,000 0.00%
TOTAL TRANSFERS OUT 2,395,981 2,326,810 - 2,164,213 2,397,451 10.78%
TOTAL BUSINESS UNIT EXPENSES 3,879,457 2,982,641 1,016,673 2,787,047 3,095,083 11.05%
NET CHANGE IN FUND BALANCE (701,991)$ 79,474$ 1,043,421$ 519,787$ 1,255,705$ 141.58%
FUND - 27800
SPECIAL REVENUE FUND
TAX INCREMENT FINANCING (TIF) DISTRICT #3
173
2018 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 27900
DEPT/DIVISION/ACTIVITY: TIF District #4 – 46414
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 (after fiscal disparity deductions)
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 three 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
I n t e r e s t 2,145,000
T o t a l E x p e n d i t u r e s $6,552,572
T o t a l R e v e n u e s $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
senior housing development, which met the Statutory requirements for Pooling of TIF 4 funds..
174
The following illustrates the 2013 Bond payments for this site and the projected TIF 4 Revenue
available:
2013 Bond Debt Service TIF 4 Revenue Revised Revenue with
Contamination Tax
2016 $245,705 $243,667 $96,112
2017 241,505 410,266 309,542
2018 241,990 410,266 309,542
2019 241,615 410,266 309,542
2020 245,235 410,266 309,542
2021 242,990
Total $1,459,040 $1,884,731 $1,334,280
The 2016 revisions to the tax increment revenue stream as a result of the application of a
contamination tax determination for the former Wickes Furniture lot, causes in TIF 4 to fund all
but $175,793 of the 2013 Bond payments. This amount will covered by the TIF 3 Housing
Fund.
The use of TIF 4 Pooling enables the EDA to use the funds pledged for the 2013 debt service for
other eligible Housing activities.
DEPARTMENTAL GOALS
Monitor the status of the contamination tax for PID # 10-118-21-0006 (4837 Azelia Ave.
N. former Wickes Furniture Site)
Develop funding options for EDA’s consideration which promote and enhance affordable
housing opportunities.
PERSONNEL LEVELS
No personnel are assigned to this activity.
CAPITAL OUTLAY
None requested.
175
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46414 - TIF DISTRICT #4
REVENUES
4150 - TAX INCREMENTS 420,807$ 96,112$ 162,175$ 437,808$ 309,225$ -29.37%
TOTAL TAXES 420,807 96,112 162,175 437,808 309,225 -29.37%
4603 - INTEREST EARNINGS 533 1,089 428 317 317 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 25 (530) - - - 0.00%
TOTAL INVESTMENT EARNINGS 558 559 428 317 317 0.00%
TOTAL REVENUES 421,365 96,671 162,603 438,125 309,542 -29.35%
EXPENDITURES
6441 - LICENSES, TAXES & FEES - 1,134 - - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION 4,156 5,780 - - 6,000 100.00%
TOTAL PROFESSIONAL SERVICES 4,156 6,914 - - 6,000 100.00%
6510 - LAND - 1,500,000 - - - 0.00%
TOTAL CAPITAL OUTLAY - 1,500,000 - - - 0.00%
6602 - OTHER DEBT-PRINCIPAL 635,980 166,599 - 252,713 241,990 -4.24%
TOTAL DEBT SERVICE 635,980 166,599 - 252,713 241,990 -4.24%
6482 - MISC TRANSFER OUT - - - 10,000 10,000 0.00%
TOTAL TRANSFERS OUT - - - 10,000 10,000 0.00%
TOTAL BUSINESS UNIT EXPENSES 640,136 1,673,513 - 262,713 257,990 -1.80%
NET CHANGE IN FUND BALANCE (218,771)$ (1,576,842)$ 162,603$ 175,412$ 51,552$ -70.61%
TAX INCREMENT FINANCING (TIF) DISTRICT #4
FUND - 27900
SPECIAL REVENUE FUND
176
2018 Brooklyn Center Department Budget Narrative by Fund
FUND: Fund – 28800
DEPT/DIVISION/ACTIVITY: TIF District #5 – 46416
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. Applebee restaurant and a two story 75,000 sf. retain building formerly
occupied by Kohl 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 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:
- 60% of increment to be used to pay off the Promissory Note.
- 10% to reimburse Administrative Costs
- 30% of the increment available for the repayment of the inter-fund and additional
EDA approved projects inside and outside of the District.
177
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 choses 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 & 6 YEAR RULES
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.
In 2017, the 6 Year Rule further restricts the annual use of tax increment to 80% for debt service
and Out-of-District expenditures to 20%.
The 2016 tax increment capacity identified by Hennepin County for the assessment year 2016 is
386,644 ( total net tax capacity of 571,312 minus 184,668 fiscal disparity portion) which is
projected to generate a total tax revenue of $608,041 ($573,629 in tax increment and $34,412 in
excess taxes/above frozen levy)
The following illustrates the budgeted use of funds 95% of projected 2017 revenue $544,948:
80% for Debt Debt Service Debt Service Out-of-District
(2016 Bond) Reserve Expenditures
2017 $435,958 $53,514 $382,444 $108,990
2018 435,958 349,983 85,975 108,990
2019 435,958 354,483 71,525 108,990
2020 435,958 353,833 72,125 108,990
2021 435,958 353,033 72,875 108,990
178
80% for Debt Debt Service Debt Service Out-of-District
(2016 Bond) Reserve Expenditures
2022 $435,958 $352,010 $ 73,948 $108,990
2023 435,958 355,323 70,492 108,990
2024 435,958 373,525 52,300 108,990
2025 435,958 371,825 54,000 108,990
2026 435,958 369,700 56,125 108,990
2027 435,958 371,938 53,887 108,990
2028 435,958 368,563 57,262 108,990
2029 435,958 369,563 56,262 108,990
$1,213,107 $1,416,870
EXPENDITURE DETAILS
Debt Service $349,983
Debt Service Reserve 85,975
Administrative Costs 40,000
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.
PERSONNEL LEVELS
No personnel are directly assigned to this activity.
CAPITAL OUTLAY
None requested.
Opportunities for EDA consideration:
Acquisitions and Drainage Improvements associated with the Redevelopment of the
Kohl’s Lot ($300,000 land for storm water improvements, $300,000 PAYG Note to
construct storm water improvements, and $300,000 to acquire future building site.)
Trail Connection along the perimeter of Sear’s lot (1400’ to 55th Ave/Xerxes trail
connection estimated to be $140,000)
179
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
46415 - TIF DISTRICT #5
REVENUES
4150 - TAX INCREMENTS 353,417$ 601,065$ 298,427$ 498,810$ 544,948$ 9.25%
TOTAL TAXES 353,417 601,065 298,427 498,810 544,948 9.25%
4603 - INTEREST EARNINGS 449 706 4,370 15 3,830 25433.33%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 9 (664) - - - 0.00%
TOTAL INVESTMENT EARNINGS 458 42 4,370 15 3,830 25433.33%
4931 - BOND SALES - 3,800,000 - - - 0.00%
4932 - PREMIUM ON BOND SALES - 40,873 - - - 0.00%
TOTAL OTHER FINANCING SOURCES - 3,840,873 - - - 0.00%
TOTAL REVENUES 353,875 4,441,980 302,797 498,825 548,778 10.01%
EXPENDITURES
6302 - ARCH, ENG & PLANNING - - 13,773 - - 0.00%
6303 - LEGAL SERVICES 96 - 2,905 - - 0.00%
6441 - LICENSES, TAXES & FEES 21,007 9,947 2,200 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 781,975 - - - - 0.00%
6498 - INTERFUND EXPENSE ALLOCATION 25,493 46,141 - - 40,000 100.00%
TOTAL PROFESSIONAL SERVICES 828,571 56,088 18,878 - 40,000 100.00%
6601 - BOND PRINCIPAL - - - - 287,929 100.00%
6602 - OTHER DEBT-PRINCIPAL 115,088 - - 320,431 92,798 -71.04%
6611 - BOND INTEREST - - - - 62,054 100.00%
6612 - OTHER DEBT-INTEREST 351,824 2,256,052 - 128,588 6,964 -94.58%
6621 - BOND ISSUE COSTS - 91,232 - - - 0.00%
TOTAL DEBT SERVICE 466,912 2,347,284 - 449,019 449,745 0.16%
6482 - MISC TRANSFER OUT - - - 49,881 - -100.00%
TOTAL TRANSFERS OUT - - - 49,881 - -100.00%
TOTAL BUSINESS UNIT EXPENSES 1,295,483 2,403,372 18,878 498,900 489,745 -1.84%
NET CHANGE IN FUND BALANCE (941,608)$ 2,038,608$ 283,919$ (75)$ 59,033$ -78810.67%
TAX INCREMENT FINANCING (TIF) DISTRICT #5
FUND - 28000
SPECIAL REVENUE FUND
180
2018 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.
181
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
28600 - CITY INITIATIVES GRANT FUND
REVENUES
4603 - INTEREST EARNINGS 2,610$ 3,624$ 988$ 2,771$ 1,383$ -50.09%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 208 (498) - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,818 3,126 988 2,771 1,383 -50.09%
TOTAL REVENUES 2,818 3,126 988 2,771 1,383 -50.09%
42185 - POLICE GRANTS-MISC
REVENUES
4320 - MISC FEDERAL GRANTS 38,230 30,868 12,526 24,490 31,665 29.30%
4359 - OTHER STATE GRANTS/AID 70,596 23,516 11,522 23,516 23,043 -2.01%
4362 - COUNTY GRANTS/AID 32,159 20,000 12,206 20,000 20,000 0.00%
TOTAL INTERGOVERNMENTAL 140,985 74,384 36,254 68,006 74,708 9.86%
4603 - INTEREST EARNINGS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - - - - - 0.00%
TOTAL REVENUES 140,985 74,384 36,254 68,006 74,708 9.86%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 34,606 35,926 17,808 38,006 33,852 -10.93%
6102 - OVERTIME-FT EMPLOYEES 6,926 7,807 6,789 10,000 8,261 -17.39%
6103 - WAGES-PART TIME EMPLOYEES 7,595 6,989 19,258 8,300 6,940 -16.39%
6122 - PERA COORDINATED PLAN 1,642 1,907 1,196 - 1,780 100.00%
6123 - PERA POLICE & FIRE PLAN 1,122 1,265 1,100 - 1,338 100.00%
6125 - FICA - SOCIAL SECURITY 1,359 2,129 1,584 - 2,144 100.00%
6126 - FICA - MEDICARE 408 607 474 - 472 100.00%
6131 - CAFETERIA PLAN CONTRIBUTIONS 7,576 2,594 2,408 - 4,140 100.00%
6151 - WORKER'S COMP INSURANCE 356 484 382 - 481 100.00%
TOTAL PERSONAL SERVICES 61,590 59,708 50,999 56,306 59,408 5.51%
6214 - CLOTHING & PERSONAL EQUIPMENT 7,569 1,168 - - 700 100.00%
6219 - GENERAL OPERATING SUPPLIES 5,507 8,472 8,590 4,000 11,000 175.00%
TOTAL SUPPLIES 13,076 9,640 8,590 4,000 11,700 192.50%
6432 - CONFERENCES AND SCHOOLS 6,595 3,615 2,431 6,700 3,600 -46.27%
6433 - MEETING EXPENSES - - - 1,000 - -100.00%
TOTAL PROFESSIONAL SERVICES 6,595 3,615 2,431 7,700 3,600 -53.25%
6461 - FUEL CHARGES - 1,422 - - - 0.00%
TOTAL CENTRAL GARAGE CHARGES - 1,422 - - - 0.00%
6482 - MISC TRANSFER OUT - 91,275 - - - 0.00%
TOTAL TRANSFERS OUT - 91,275 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 81,261 165,660 62,020 68,006 74,708 9.86%
CITY GRANTS
FUND - 28600
SPECIAL REVENUE FUND
182
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
42187 - AUTO THEFT GRANT
REVENUES
4359 - OTHER STATE GRANTS/AID 66,434 85,465 57,721 111,431 121,779 9.29%
TOTAL INTERGOVERNMENTAL 66,434 85,465 57,721 111,431 121,779 9.29%
TOTAL REVENUES 66,434 85,465 57,721 111,431 121,779 9.29%
EXPENDITURES
6101 - WAGES & SALARIES-FT EMPLOYEES 68,976 53,925 54,459 80,798 82,046 1.54%
6102 - OVERTIME-FT EMPLOYEES 3,222 1,472 3,586 - - 0.00%
6123 - PERA POLICE & FIRE PLAN 12,256 10,176 9,403 13,089 13,073 -0.12%
6126 - FICA - MEDICARE 1,126 965 785 1,172 1,239 5.72%
6131 - CAFETERIA PLAN CONTRIBUTIONS 12,388 12,257 10,499 13,488 15,747 16.75%
6151 - WORKER'S COMP INSURANCE 3,091 3,171 2,701 2,884 4,074 41.26%
TOTAL PERSONAL SERVICES 101,059 81,966 81,433 111,431 116,179 4.26%
6214 - CLOTHING & PERSONAL EQUIPMENT 155 - - - - 0.00%
6219 - GENERAL OPERATING SUPPLIES - 3,500 2,811 - 5,100 100.00%
6432 - CONFERENCES AND SCHOOLS - - - - 500 100.00%
TOTAL SUPPLIES 155 3,500 2,811 - 5,600 100.00%
6321 - TELEPHONE/PAGERS - - 674 - - 0.00%
TOTAL PROFESSIONAL SERVICES - - 674 - - 0.00%
6545 - OTHER EQUIPMENT 16,486 - - - - 0.00%
TOTAL CAPITAL OUTLAY 16,486 - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 117,700 85,466 84,918 111,431 121,779 9.29%
42215 - FIRE GRANTS
EXPENDITURES
6214 - CLOTHING & PERSONAL EQUIPMENT -$ -$ 1,717$ -$ -$ 0.00%
TOTAL SUPPLIES - - 1,717 - - 0.00%
6305 - MEDICAL SERVICES - - 3,796 - - 0.00%
6351 - PRINTING - - 486 - - 0.00%
6432 - CONFERENCES AND SCHOOLS - - 1,525 - - 0.00%
TOTAL PROFESSIONAL SERVICES - - 5,807 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - 7,524 - - 0.00%
42412 - CFMH CLASSES
REVENUES
4492 - SPECIAL EVENTS - 1,120 805 - - 0.00%
TOTAL REVENUES - 1,120 805 - - 0.00%
EXPENDITURES
6219 - GENERAL OPERATING SUPPLIES - 71 134 - - 0.00%
TOTAL SUPPLIES - 71 134 - - 0.00%
6433 - MEETING EXPENSES - 445 359 - - 0.00%
TOTAL PROFESSIONAL SERVICES - 445 359 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 516 493 - - 0.00%
183
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
45015 - NW CABLE COMMUNICATIONS GRANT
REVENUES
4373 - OTHER GRANTS/AID 35,949 39,820 27,007 36,000 36,000 0.00%
TOTAL INTERGOVERNMENTAL 35,949 39,820 27,007 36,000 36,000 0.00%
4603 - INTEREST EARNINGS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - - - - - 0.00%
TOTAL REVENUES 35,949 39,820 27,007 36,000 36,000 0.00%
6307 - PROFESSIONAL SERVICES 12,228 38,248 7,396 - 10,000 100.00%
6342 - LEGAL NOTICES - 92 - - - 0.00%
6441 - LICENSES, TAXES & FEES - 4,498 - - - 0.00%
TOTAL PROFESSIONAL SERVICES 12,228 42,838 7,396 - 10,000 100.00%
6540 - EQUIPMENT & MACHINERY - 27,200 275,269 - - 0.00%
TOTAL CAPITAL OUTLAY - 27,200 275,269 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 12,228 70,038 282,665 - 10,000 100.00%
45020 - RECREATION GRANTS
REVENUES
4373 - OTHER GRANTS/AID 20,000 - - - - 0.00%
4473 - CHILDREN RECREATION PROGRAMS 1,200 1,293 285 1,350 1,350 0.00%
4492 - SPECIAL EVENTS 5,752 10,215 11,404 9,300 10,000 7.53%
TOTAL CHARGES FOR SERVICES 26,952 11,508 11,689 10,650 11,350 6.57%
4603 - INTEREST EARNINGS - - - - - 0.00%
TOTAL INVESTMENT EARNINGS - - - - - 0.00%
4612 - DONATIONS & CONTRIBUTIONS 31,078 24,705 52,337 22,400 21,900 -2.23%
4921 - REFUNDS & REIMBURSEMENTS 2,102 22,302 136 13,465 2,500 -81.43%
TOTAL MISCELLANEOUS 33,180 47,007 52,473 35,865 24,400 -31.97%
TOTAL REVENUES 60,132 58,515 64,162 46,515 35,750 -23.14%
EXPENDITURES
6103 - WAGES-PART TIME EMPLOYEES 10,420 9,928 4,794 12,500 12,600 0.80%
6122 - PERA COORDINATED PLAN 432 382 133 558 945 69.35%
6125 - FICA - SOCIAL SECURITY 646 616 297 716 781 9.08%
6126 - FICA - MEDICARE 151 144 70 167 183 9.58%
6151 - WORKER'S COMP INSURANCE 172 286 134 165 346 109.70%
TOTAL PERSONAL SERVICES 11,821 11,356 5,428 14,106 14,855 5.31%
6219 - GENERAL OPERATING SUPPLIES 14,493 17,297 16,755 20,400 21,600 5.88%
TOTAL SUPPLIES 14,493 17,297 16,755 20,400 21,600 5.88%
6307 - PROFESSIONAL SERVICES 275 800 - - - 0.00%
6322 - POSTAGE (461) - - - 500 100.00%
6339 - OTHER TRANSPORTATION EXPENSE - 279 - 675 500 -25.93%
6349 - OTHER ADVERTISING 1,867 - - 2,100 - -100.00%
6369 - OTHER INSURANCE - - - 1,750 - -100.00%
6431 - SPECIAL EVENTS 5,500 - - - 7,500 100.00%
6449 - OTHER CONTRACTUAL SERVICE 3,508 18,538 15,979 18,475 20,600 11.50%
6499 - EXPENSES REIMBURSED - - 10,586 - - 0.00%
TOTAL PROFESSIONAL SERVICES 10,689 19,617 26,565 23,000 29,100 26.52%
TOTAL BUSINESS UNIT EXPENSES 37,003 48,270 48,748 57,506 65,555 14.00%
184
City of Brooklyn Center
2018 Budget
Debt Service Funds
City of Brooklyn Center
2018 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
185
City of Brooklyn Center
2018 Debt Service
Required Principal Payments
Original Issue Prior Years 2018 Balance Due Final Maturity
Issue Name Amount Payments Payment 12/31/2018 Date
Improvement Bonds
2013 Street Improvement Bonds 4,920,000$ 1,840,000$ 520,000$ 2,560,000$ 2/1/2024
2015 Street Improvement Bonds 3,416,248 332,497 325,978 2,757,773 2/1/2026
2016 Street Improvement Bonds 1,820,000 - 155,000 1,665,000 2/1/2027
2017 Street Improvement Bonds 3,735,000 - - 3,735,000 2/1/2028
13,891,248 2,172,497 1,000,978 6,982,773
Tax Increment Bonds
2008 G.O. Tax Increment Bonds 4,335,000 4,210,000 125,000 - 2/1/2018
2013 G.O. Tax Increment Bonds 6,040,000 775,000 270,000 4,995,000 2/1/2022
2015 G.O. Tax Increment Bonds 6,600,000 1,570,000 1,610,000 3,420,000 2/1/2020
2016B G.O. Tax Increment Bonds 2,075,000 - - 2,075,000 2/1/2029
2016C G.O. Tax Increment Bonds 1,725,000 - 270,000 1,455,000 2/1/2023
20,775,000 6,555,000 2,275,000 11,945,000
Utility Revenue Bonds (Paid from Utility Bonds)
2015 G.O. Utility Revenue Bonds 1,823,752 177,503 174,022 1,472,227 2/1/2026
2015 G.O. Refunding Bonds 1,660,000 305,000 165,000 1,190,000 2/1/2026
2016 G.O. Utility Revenue Bonds 3,605,000 - 305,000 3,300,000 2/1/2027
2017 G.O. Utility Revenue Bonds 4,625,000 - - 4,625,000 2/1/2028
Public Facilities Loan (PFA)* 19,662,352 1,952,907 963,000 16,746,445 8/20/2034
31,376,104 2,435,410 1,607,022 27,333,672
TOTAL BONDED INDEBTEDNESS 66,042,352$ 11,162,907$ 4,883,000$ 46,261,445$
*Estimated amounts (the amounts will be finalized with the closeout of Water Treatment Plant Project)
186
City of Brooklyn Center
2018 Debt Service Funds
Debt Payment Revenues & Expenditures
Assessment Property Tax Interest TOTAL
Revenues Revenue Revenue Income BUDGET
Improvement Bonds
2013 Street Improvement Bonds 214,347$ 396,739$ 2,976$ 614,062$
2015 Street Improvement Bonds 151,674 250,961 - 402,635
2016 Street Improvement Bonds - 213,948 - 213,948
2017 Street Improvement Bonds 128,701 280,962 3,756 413,419
494,722 1,142,610 6,732 1,644,064
Tax Increment Bonds
2008 G.O. Tax Increment Bonds - 129,813 - 129,813
2013 G.O. Tax Increment Bonds - 430,888 - 430,888
2015 G.O. Tax Increment Bonds - 1,738,250 - 1,738,250
2016B G.O. Tax Increment Bonds - 48,325 - 48,325
2016C G.O. Tax Increment Bonds - 304,658 - 304,658
- 2,651,934 - 2,651,934
TOTAL DEBT SERVICE REVENUES 494,722$ 3,794,544$ 6,732$ 4,295,998$
Principal Interest Agent Fees TOTAL
Expenditures Payment Payments and Administration BUDGET
Improvement Bonds
2013 Street Improvement Bonds 520,000$ 84,600$ 1,500$ 606,100$
2015 Street Improvement Bonds 325,978 62,857 1,500 390,335
2016 Street Improvement Bonds 155,000 34,850 1,500 191,350
2017 Street Improvement Bonds - 122,280 1,500 123,780
1,000,978 304,587 6,000 1,311,565
Tax Increment Bonds
2008 G.O. Tax Increment Bonds 125,000 3,313 1,500 129,813
2013 G.O. Tax Increment Bonds 270,000 159,388 1,500 430,888
2015 G.O. Tax Increment Bonds 1,610,000 126,750 1,500 1,738,250
2016B G.O. Tax Increment Bonds - 46,825 1,500 48,325
2016C G.O. Tax Increment Bonds 270,000 33,158 1,500 304,658
2,275,000 369,434 7,500 2,651,934
TOTAL DEBT SERVICE EXPENDITURES 3,275,978$ 674,021$ 13,500$ 3,963,499$
NET TOTAL DEBT SERVICE BUDGET 332,500$
187
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47526 - 2013B-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES 388,928$ 384,818$ 431,637$ 391,461$ 396,739$ 1.35%
4120 - DELINQUENT AD VALOREM TAXES 848 2,123 1,062 - - 0.00%
4154 - PENALTIES & INT-DELINQ TAXES (71) (320) (78) - - 0.00%
TOTAL TAXES 389,705 386,621 432,621 391,461 396,739 1.35%
4601 - SPECIAL ASSESSMENTS 354,081 320,919 143,159 239,614 214,347 -10.54%
TOTAL SPECIAL ASSESSMENTS 354,081 320,919 143,159 239,614 214,347 -10.54%
4603 - INTEREST EARNINGS 1,387 4,309 3,995 5,571 2,976 -46.58%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 190 (1,675) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,577 2,634 3,995 5,571 2,976 -46.58%
TOTAL REVENUES 745,363 710,174 579,775 636,646 614,062 -3.55%
EXPENDITURES
6601 - BOND PRINCIPAL 805,000 515,000 520,000 520,000 520,000 0.00%
6611 - BOND INTEREST 135,525 115,725 100,200 100,200 84,600 -15.57%
6621 - PAYING AGENT/OTHER FEES 2,888 1,923 2,220 1,500 1,500 0.00%
TOTAL DEBT SERVICE 943,413 632,648 622,420 621,700 606,100 -2.51%
TOTAL BUSINESS UNIT EXPENSES 943,413 632,648 622,420 621,700 606,100 -2.51%
NET CHANGE IN FUND BALANCE (198,050)$ 77,526$ (42,645)$ 14,946$ 7,962$ -46.73%
FUND - 31600
DEBT SERVICE FUND
G.O. IMPROVEMENT BONDS, 2013-B
188
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47527 - 2015A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ 246,071$ -$ 246,070$ 250,961$ 1.99%
TOTAL TAXES - 246,071 - 246,070 250,961 1.99%
4601 - SPECIAL ASSESSMENTS 438,266 224,445 119,655 162,357 151,674 -6.58%
TOTAL SPECIAL ASSESSMENTS 438,266 224,445 119,655 162,357 151,674 -6.58%
4603 - INTEREST EARNINGS 1,204 548 823 2,933 - -100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS - (297) - - - 0.00%
TOTAL INVESTMENT EARNINGS 1,204 251 823 2,933 - -100.00%
TOTAL REVENUES 439,470 470,767 120,478 411,360 402,635 -2.12%
EXPENDITURES
6601 - BOND PRINCIPAL - - 332,497 332,497 325,978 -1.96%
6611 - BOND INTEREST - 77,213 69,441 69,441 62,857 -9.48%
6621 - PAYING AGENT/OTHER FEES - 1,750 1,220 1,500 1,500 0.00%
TOTAL DEBT SERVICE - 78,963 403,158 403,438 390,335 -3.25%
6482 - MISC TRANSFER OUT - 407,569 - - - 0.00%
TOTAL TRANSFERS - 407,569 - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - 486,532 403,158 403,438 390,335 -3.25%
NET CHANGE IN FUND BALANCE 439,470$ (15,765)$ (282,680)$ 7,922$ 12,300$ 55.26%
G.O. IMPROVEMENT BONDS, 2015-A
FUND - 31700
DEBT SERVICE FUND
189
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47528 - 2016A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ -$ 212,436$ 213,948$ 0.71%
TOTAL TAXES - - - 212,436 213,948 0.71%
TOTAL REVENUES - - - 212,436 213,948 0.71%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 155,000 100.00%
6611 - BOND INTEREST - - 29,120 29,120 34,850 19.68%
6621 - PAYING AGENT/OTHER FEES - - - 1,500 1,500 0.00%
TOTAL DEBT SERVICE - - 29,120 30,620 191,350 524.92%
TOTAL BUSINESS UNIT EXPENSES - - 29,120 30,620 191,350 524.92%
NET CHANGE IN FUND BALANCE -$ -$ (29,120)$ 181,816$ 22,598$ -87.57%
G.O. IMPROVEMENT BONDS, 2016-A
FUND - 31800
DEBT SERVICE FUND
190
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47529 - 2017A-GO IMPROVEMENT BONDS
REVENUES
4101 - CURRENT AD VALOREM TAXES -$ -$ -$ -$ 280,962$ 100.00%
TOTAL TAXES - - - - 280,962 100.00%
4601 - SPECIAL ASSESSMENTS - - 344,424 - 128,701 100.00%
TOTAL SPECIAL ASSESSMENTS - - 344,424 - 128,701 100.00%
4603 - INTEREST EARNINGS - - 790 - 189 100.00%
TOTAL INVESTMENT EARNINGS - - 790 - 189 100.00%
TOTAL REVENUES - - 345,214 - 409,852 100.00%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - - 0.00%
6611 - BOND INTEREST - - - - 122,280 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - - - 123,780 100.00%
TOTAL BUSINESS UNIT EXPENSES - - - - 123,780 100.00%
NET CHANGE IN FUND BALANCE -$ -$ 345,214$ -$ 286,072$ 100.00%
G.O. IMPROVEMENT BONDS, 2017-A
FUND - 31900
DEBT SERVICE FUND
191
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47611 - 2008A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND 148,569$ 143,063$ -$ 136,438$ 129,813$ -4.86%
TOTAL TRANSFERS IN 148,569 143,063 - 136,438 129,813 -4.86%
TOTAL REVENUES 148,569 143,063 - 136,438 129,813 -4.86%
EXPENDITURES
6601 - BOND PRINCIPAL 125,000 125,000 125,000 125,000 125,000 0.00%
6611 - BOND INTEREST 22,844 16,563 9,938 9,938 3,313 -66.66%
6621 - PAYING AGENT/OTHER FEES 450 450 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE 148,294 142,013 135,388 136,438 129,813 -4.86%
TOTAL BUSINESS UNIT EXPENSES 148,294 142,013 135,388 136,438 129,813 -4.86%
NET CHANGE IN FUND BALANCE 275$ 1,050$ (135,388)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2008-A
DEBT SERVICE FUND
FUND - 37600
192
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47610 - 2013A-GO TIF BONDS
REVENUES
4915.5 - TRANSFERS IN FROM TIF #3 FUND 427,138$ 432,838$ -$ 432,588$ 430,888$ -0.39%
TOTAL TRANSFERS IN 427,138 432,838 - 432,588 430,888 -0.39%
TOTAL REVENUES 427,138 432,838 - 432,588 430,888 -0.39%
EXPENDITURES
6601 - BOND PRINCIPAL 250,000 260,000 265,000 265,000 270,000 1.89%
6611 - BOND INTEREST 176,438 171,338 166,088 166,088 159,388 -4.03%
6621 - PAYING AGENT/OTHER FEES 850 - 425 1,500 1,500 0.00%
TOTAL DEBT SERVICE 427,288 431,338 431,513 432,588 430,888 -0.39%
TOTAL BUSINESS UNIT EXPENSES 427,288 431,338 431,513 432,588 430,888 -0.39%
NET CHANGE IN FUND BALANCE (150)$ 1,500$ (431,513)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2013-A
FUND - 37500
DEBT SERVICE FUND
193
2017
2015 2016 September 2017 2018
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 1,738,250 -0.44%
TOTAL TRANSFERS IN - 100,500 - 1,745,950 1,738,250 -0.44%
TOTAL REVENUES 111,100 100,500 - 1,745,950 1,738,250 -0.44%
EXPENDITURES
6601 - BOND PRINCIPAL - - 1,570,000 1,570,000 1,610,000 2.55%
6611 - BOND INTEREST - 210,100 174,450 174,450 126,750 -27.34%
6621 - PAYING AGENT/OTHER FEES - 450 450 1,500 1,500 0.00%
TOTAL DEBT SERVICE - 210,550 1,744,900 1,745,950 1,738,250 -0.44%
TOTAL BUSINESS UNIT EXPENSES - 210,550 1,744,900 1,745,950 1,738,250 -0.44%
NET CHANGE IN FUND BALANCE 111,100$ (110,050)$ (1,744,900)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2015-B
FUND - 37400
DEBT SERVICE FUND
194
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47617 - 2016B-GO TIF BONDS
REVENUES
4915.8 - TRANSFERS IN FROM TIF #5 FUND - - - - 48,325 100.00%
TOTAL TRANSFERS IN - - - - 48,325 100.00%
TOTAL REVENUES - - - - 48,325 100.00%
EXPENDITURES
6611 - BOND INTEREST - - 30,306 - 46,825 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - 30,306 - 48,325 100.00%
TOTAL BUSINESS UNIT EXPENSES - - 30,306 - 48,325 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (30,306)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2016-B
FUND - 37300
DEBT SERVICE FUND
195
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
47618 - 2016C-GO TIF BONDS
REVENUES
4915.8 - TRANSFERS IN FROM TIF #5 FUND - - - - 304,658 100.00%
TOTAL TRANSFERS IN - - - - 304,658 100.00%
TOTAL REVENUES - - - - 304,658 100.00%
EXPENDITURES
6601 - BOND PRINCIPAL - - - - 270,000 100.00%
6611 - BOND INTEREST - - 23,208 - 33,158 100.00%
6621 - PAYING AGENT/OTHER FEES - - - - 1,500 100.00%
TOTAL DEBT SERVICE - - 23,208 - 304,658 100.00%
TOTAL BUSINESS UNIT EXPENSES - - 23,208 - 304,658 100.00%
NET CHANGE IN FUND BALANCE -$ -$ (23,208)$ -$ -$ 0.00%
G.O. TAX INCREMENT BONDS, 2016-C
FUND - 37200
DEBT SERVICE FUND
196
City of Brooklyn Center
2018 Budget
Capital Project Funds
City of Brooklyn Center
2018 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
Special Assessments Construction Fund
EBHC Capital Projects Fund
Street Reconstruction Fund
Technology Fund
197
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40100 - CAPITAL IMPROVEMENTS FUND
REVENUES
4120 - DELINQUENT AD VALOREM TAXES (4,614) 523 636 - - 0.00%
4154 - PENALTIES & INTEREST DELINQ TAXES (592) (523) - - - 0.00%
TOTAL TAXES (5,206) - 636 - - 0.00%
4320 - MISC FEDERAL GRANTS - - - 1,368,892 7,420,000 442.04%
4341 - LOCAL GOVERNMENT AID 747,076 767,063 - 775,887 884,454 13.99%
4373 - OTHER GRANTS/AID - - 75,000 553,500 3,831,000 592.14%
TOTAL INTERGOVERNMENTAL 747,076 767,063 75,000 2,698,279 12,135,454 349.75%
4406 - SALE OF PLANS & SPECS 188 - - - - 0.00%
TOTAL CHARGES FOR SERVICES 188 - - - - 0.00%
4601 - SPECIAL ASSESSMENTS 157 - - - - 0.00%
TOTAL SPECIAL ASSESSMENTS 157 - - - - 0.00%
4603 - INTEREST EARNINGS 41,412 37,094 35,493 24,298 40,946 68.52%
4605 - UNREALIZED INVESTMENT GAIN/LOS 1,977 (7,392) - - - 0.00%
TOTAL INVESTMENT EARNINGS 43,389 29,702 35,493 24,298 40,946 68.52%
4612 - DONATIONS AND CONTRIBUTIONS - 100,000 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 116,500 - - - - 0.00%
TOTAL MISCELLANEOUS 116,500 100,000 - - - 0.00%
4915 - TRANSFERS IN 1,125,216 943,750 - - - 0.00%
4915.1 - TRANSFERS FROM LIQUOR FUND - - - 150,000 150,000 0.00%
4915.2 - TRANSFERS IN FROM GENERAL FUND - - - 350,000 300,000 -14.29%
TOTAL TRANSFERS IN 1,125,216 943,750 - 500,000 450,000 -10.00%
TOTAL REVENUES 2,027,320 1,840,515 111,129 3,222,577 12,626,400 291.81%
EXPENDITURES
6302 - ARCH, ENG & PLANNING - 1,178 18,885 - - 0.00%
6333 - FREIGHT/DRAYAGE 14 - - - - 0.00%
6342 - LEGAL NOTICES 240 141 763 - - 0.00%
6441 - LICENSES, TAXES & FEES 3 3,148 3 - - 0.00%
TOTAL SERVICES & OTHER CHARGES 257 4,467 19,651 - - 0.00%
6530 - IMPROVEMENTS 3,863,096 1,050,339 1,254,246 3,445,000 14,913,000 332.89%
6545 - OTHER EQUIPMENT - - - 890,000 - -100.00%
TOTAL CAPITAL OUTLAY 3,863,096 1,050,339 1,254,246 4,335,000 14,913,000 244.01%
6472 - ENGINEERING SERVICE TRANSFER - 4,094 14,290 - - 0.00%
6482 - MISC TRANSFER OUT 264,319 4,852 - - - 0.00%
TOTAL TRANSFERS OUT 264,319 8,946 14,290 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 4,127,672 1,063,752 1,288,187 4,335,000 14,913,000 244.01%
NET CHANGE IN FUND BALANCE (2,100,352)$ 776,763$ (1,177,058)$ (1,112,423)$ (2,286,600)$ 105.55%
CAPITAL IMPROVEMENTS
FUND - 40100
CAPITAL PROJECTS FUND
198
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40200 - MUNICIPAL STATE AID CONSTRUCT
REVENUES
4343 - MUNICIPAL STATE AID, STREETS-M 110,000$ 120,000$ 160,000$ 160,000$ 160,000$ 0.00%
4344 - MUNICIPAL STATE AID, STREETS-C 962,031 115,472 780,546 885,713 933,204 5.36%
TOTAL INTERGOVERNMENTAL 1,072,031 235,472 940,546 1,045,713 1,093,204 4.54%
4603 - INTEREST EARNINGS 14,187 9,506 5,142 - 4,198 100.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,043 (1,507) - - - 0.00%
TOTAL INVESTMENT EARNINGS 15,230 7,999 5,142 - 4,198 100.00%
TOTAL REVENUES 1,087,261 243,471 945,688 1,045,713 1,097,402 4.94%
EXPENDITURES
6224 - STREET MAINT MATERIALS 33,045 35,077 16,029 50,000 50,000 0.00%
6226 - SIGNS & STRIPING MATERIALS 10,936 13,014 16,786 20,000 20,000 0.00%
TOTAL SUPPLIES 43,981 48,091 32,815 70,000 70,000 0.00%
6404 - STREET MAINT SERVICES 66,000 60,574 44,103 90,000 90,000 0.00%
TOTAL SERVICES & OTHER CHARGES 66,000 60,574 44,103 90,000 90,000 0.00%
6530 - IMPROVEMENTS 2,583,849 258,524 - 2,035,000 805,000 -60.44%
TOTAL CAPITAL OUTLAY 2,583,849 258,524 - 2,035,000 805,000 -60.44%
TOTAL BUSINESS UNIT EXPENSES 2,693,830 367,189 76,918 2,195,000 965,000 -56.04%
NET CHANGE IN FUND BALANCE (1,606,569)$ (123,718)$ 868,770$ (1,149,287)$ 132,402$ -111.52%
MUNICIPAL STATE-AID CONSTRUCTION (MSA)
FUND - 40200
CAPITAL PROJECTS FUND
199
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40600 - CAPITAL RESERVE EMERGENCY FUND
REVENUES
4603 - INTEREST EARNINGS 7,825$ 11,254$ 10,492$ 7,294$ 11,292$ 54.81%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 581 (1,819) - - - 0.00%
TOTAL INVESTMENT EARNINGS 8,406 9,435 10,492 7,294 11,292 54.81%
TOTAL REVENUES 8,406 9,435 10,492 7,294 11,292 54.81%
EXPENDITURES
NO BUDGETED EXPENDITURES - - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES - - - - - 0.00%
TOTAL BUSINESS UNIT EXPENSES - - - - - 0.00%
NET CHANGE IN FUND BALANCE 8,406$ 9,435$ 10,492$ 7,294$ 11,292$ 54.81%
CAPITAL RESERVE EMERGENCY FUND
FUND - 40600
CAPITAL PROJECTS FUND
200
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40700 - SPECIAL ASSESSMENTS CONSTRUCTION FUND
REVENUES
4373 - OTHER GRANTS/AID - 95,285 - - - 0.00%
TOTAL INTERGOVERNMENTAL - 95,285 - - - 0.00%
4406 - SALE OF PLANS & SPECS 735 1,245 870 - - 0.00%
4431 - WEED CUTTING CHARGES 23,391 4,759 6,320 - - 0.00%
4434 - DISEASED TREE REMOVAL 9,659 12,929 (15,194) - - 0.00%
TOTAL CHARGES FOR SERVICES 33,785 18,933 (8,004) - - 0.00%
4601 - SPECIAL ASSESSMENTS 445,107 868,109 374,425 887,722 1,199,803 35.16%
4607 - SPEC ASSESS INTEREST 715 59 9 - - 0.00%
TOTAL SPECIAL ASSESSMENTS 445,822 868,168 374,434 887,722 1,199,803 35.16%
4603 - INTEREST EARNINGS - 1,951 525 - - 0.00%
TOTAL INVESTMENT EARNINGS - 1,951 525 - - 0.00%
4606 - OTHER REVENUE 76,172 61,054 3,740 - - 0.00%
TOTAL MISCELLANEOUS 76,172 61,054 3,740 - - 0.00%
4931 - BOND SALES 1,222,708 - 1,367,836 1,470,000 2,140,000 45.58%
4932 - PREMIUM ON BOND SALES 19,391 - 68,301 - - 0.00%
TOTAL OTHER FINANCING SOURCES 1,242,099 - 1,436,137 1,470,000 2,140,000 45.58%
4915 - TRANSFERS IN - 409,215 - - - 0.00%
TOTAL TRANSFERS IN - 409,215 - - - 0.00%
TOTAL REVENUES 1,797,878 1,454,606 1,806,832 2,357,722 3,339,803 41.65%
EXPENDITURES
6201 - OFFICE SUPPLIES 142 - - - - 0.00%
TOTAL SUPPLIES 142 - - - - 0.00%
6302 - ARCH, ENG & PLANNING - 31,562 17,940 - - 0.00%
6321 - TELEPHONE/PAGERS 1,014 744 1,216 2,100 2,400 14.29%
6329 - OTHER COMMUNICATION SERVICES 1,346 545 475 700 721 3.00%
6331 - TRAVEL EXPENSE/MILEAGE - - 85 - - 0.00%
6333 - FREIGHT/DRAYAGE - - 37 - - 0.00%
6342 - LEGAL NOTICES 708 1,162 1,593 - - 0.00%
6405 - PARK & LANDSCAPE SERVICES 41,729 37,305 15,028 - - 0.00%
6432 - CONFERENCES AND SCHOOLS - 9,850 (3,360) - - 0.00%
6438 - CASH SHORT (OVER)(6) (11) (4) - - 0.00%
6499 - EXPENSES REIMBURSED (10,320,419) (5,415,245) - - - 0.00%
TOTAL SERVICES & OTHER CHARGES (10,275,628) (5,334,088) 33,010 2,800 3,121 11.46%
6530 - IMPROVEMENTS 11,444,433 6,284,920 4,076,681 1,860,000 2,400,000 29.03%
TOTAL CAPITAL OUTLAY 11,444,433 6,284,920 4,076,681 1,860,000 2,400,000 29.03%
6621 - PAYING AGENT/OTHER FEES 17,769 1,716 16,467 - - 0.00%
TOTAL DEBT SERVICE 17,769 1,716 16,467 - - 0.00%
6472 - ENGINEERING SERVICE TRANSFER 331,112 369,136 311,888 - - 0.00%
TOTAL TRANSFERS OUT 331,112 369,136 311,888 - - 0.00%
TOTAL BUSINESS UNIT EXPENSES 1,517,828 1,321,684 4,438,046 1,862,800 2,403,121 29.01%
NET CHANGE IN FUND BALANCE 280,050$ 132,922$ (2,631,214)$ 494,922$ 936,682$ 89.26%
SPECIAL ASSESSMENTS CONSTRUCTION FUND
FUND - 40700
CAPITAL PROJECTS FUND
201
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40800 - EBHC CAPITAL FUND
REVENUES
4603 - INTEREST EARNINGS 5,769$ 10,857$ 8,116$ 2,492$ 9,321$ 274.04%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 482 (1,810) - - - 0.00%
TOTAL INVESTMENT EARNINGS 6,251 9,047 8,116 2,492 9,321 274.04%
4612 - DONATIONS & CONTRIBUTIONS 125,000 - - - - 0.00%
TOTAL MISCELLANEOUS 125,000 - - - - 0.00%
4915 - TRANSFERS IN 247,194 350,000 - 230,000 350,000 52.17%
TOTAL TRANSFERS IN 247,194 350,000 - 230,000 350,000 52.17%
TOTAL REVENUES 378,445 359,047 8,116 232,492 359,321 54.55%
EXPENDITURES
6520 - BUILDINGS & FACILITIES 47,255 100,465 292,149 215,000 390,925 81.83%
6540 - EQUIPMENT & MACHINERY - 71,750 14,075 21,000 - -100.00%
TOTAL CAPITAL OUTLAY 47,255 172,215 306,224 236,000 390,925 65.65%
TOTAL BUSINESS UNIT EXPENSES 47,255 172,215 306,224 236,000 390,925 65.65%
NET CHANGE IN FUND BALANCE 331,190$ 186,832$ (298,108)$ (3,508)$ (31,604)$ 800.91%
EARLE BROWN HERITAGE CENTER CAPITAL IMPROVEMENTS
FUND - 40800
CAPITAL PROJECTS FUND
202
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
40900 - STREET RECONSTRUCTION
REVENUES
4181 - FRANCHISE FEES 653,648$ 664,501$ 351,083$ 689,000$ 689,000$ 0.00%
TOTAL TAXES 653,648 664,501 351,083 689,000 689,000 0.00%
4603 - INTEREST EARNINGS 28,035 41,003 51,745 30,627 41,991 37.10%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,842 (9,364) - - - 0.00%
TOTAL INVESTMENT EARNINGS 30,877 31,639 51,745 30,627 41,991 37.10%
4931 - BOND SALES 2,193,540 1,820,000 2,367,164 2,800,000 2,800,000 0.00%
4932 - PREMIUM ON BOND SALES 34,788 72,006 118,201 - - 0.00%
TOTAL OTHER FINANCING SOURCES 2,228,328 1,892,006 2,485,365 2,800,000 2,800,000 0.00%
TOTAL REVENUES 2,912,853 2,588,146 2,888,193 3,519,627 3,530,991 0.32%
EXPENDITURES
6530 - IMPROVEMENTS 2,241,978 1,725,872 - 3,175,000 4,966,000 56.41%
TOTAL CAPITAL OUTLAY 2,241,978 1,725,872 - 3,175,000 4,966,000 56.41%
6621 - PAYING AGENT/OTHER FEES 28,509 29,668 24,562 - 30,000 100.00%
TOTAL DEBT SERVICE 28,509 29,668 24,562 - 30,000 100.00%
TOTAL BUSINESS UNIT EXPENSES 2,270,487 1,755,540 24,562 3,175,000 4,996,000 57.35%
NET CHANGE IN FUND BALANCE 642,366$ 832,606$ 2,863,631$ 344,627$ (1,465,009)$ -525.10%
STREET RECONSTRUCTION
FUND - 40900
CAPITAL PROJECTS FUND
203
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
41000 - TECHNOLOGY FUND
REVENUES
4603 - INTEREST EARNINGS 206$ 1,529$ 2,273$ 1,349$ 2,486$ 84.28%
4605 UNREALIZED INVESTMENT GAIN/LOSS - (185) - - - 0.00%
TOTAL INVESTMENT EARNINGS 206 1,344 2,273 1,349 2,486 84.28%
4915 - TRANSFERS IN 235,020 150,000 - 140,000 140,000 0.00%
TOTAL TRANSFERS IN 235,020 150,000 - 140,000 140,000 0.00%
TOTAL REVENUES 235,226 151,344 2,273 141,349 142,486 0.80%
EXPENDITURES
6242 - MINOR EQUIPMENT - 12,000 - - - 0.00%
6243 - MINOR COMPUTER EQUIPMENT 16,365 27,345 - 53,600 151,000 181.72%
TOTAL SUPPLIES 16,365 39,345 - 53,600 151,000 181.72%
6307 - PROFESSIONAL SERVICES - 976 - 20,000 - -100.00%
6421 - SOFTWARE LICENSE - - - 42,500 4,500 -89.41%
TOTAL SERVICES & OTHER CHARGES - 976 - 62,500 4,500 -92.80%
6540 - EQUIPMENT & MACHINERY 27,724 75,536 19,466 22,000 126,000 472.73%
TOTAL CAPITAL OUTLAY 27,724 75,536 19,466 22,000 126,000 472.73%
TOTAL BUSINESS UNIT EXPENSES 44,089 115,857 19,466 138,100 281,500 103.84%
NET CHANGE IN FUND BALANCE 191,137$ 35,487$ (17,193)$ 3,249$ (139,014)$ -4378.67%
TECHNOLOGY FUNDING
FUND - 41000
CAPITAL PROJECTS FUND
204
City of Brooklyn Center
2018 Budget
Public Utility Funds
City of Brooklyn Center
2018 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
205
2018 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 2018 we will continue 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 2018 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 2018 a financial strategy that uses a combination of General Obligation Improvement Bonds, Utility
Revenue Bonds, and Utility Fund rate adjustments will be used to fund short fallings in Capital
Improvement funding.
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
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
206
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.
207
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. Develop maintenance schedule and manual for Water Treatment Plant maintenance
activities
2. Initiate improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Update process flow charting for the utility department and emergency management.
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 59 >20
Administration fees to project cost ratio 9.3% <15%
Miles of annual street sweeping performed 1,010 miles >990 miles (4 Citywide
rounds, 10 rounds of targeted
secondary areas)
Miles of annual sanitary sewer televised, cleaned,
root-sawed and new pipe
29.6 > 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)
0 none
*2016 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2018-19 Capital Improvement Projects – See CIP section of Budget
2018-Walk Behind Concrete Saw-Budget $35,000
208
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49141 - WATER UTILITY-OPERATIONS
OPERATING REVENUES
4701 - WATER SALES 2,185,246$ 2,801,927$ 2,419,093$ 3,263,943$ 3,424,846$ 4.93%
4702 - FIRE LINES 9,080 9,116 6,809 9,000 9,000 0.00%
4703 - WATER METER SALES 16,371 10,052 (20,821) 15,000 5,000 -66.67%
4704 - WATER METER RENTALS 5,575 3,025 125 3,000 3,000 0.00%
4705 - SERVICE RESTORATION FEES 2,232 1,488 1,010 3,000 3,000 0.00%
4706 - CONNECTION CHARGES 8,000 5,500 16,500 9,000 9,000 0.00%
4707 - PENALTIES 98,805 116,389 110,106 95,000 95,000 0.00%
4708 - TOWER RENTAL FEES 223,674 219,291 - 246,000 256,000 4.07%
4709 - CERTIFICATION CHARGES 24,510 24,750 25,320 25,000 25,000 0.00%
TOTAL SALES AND USER FEES 2,573,493 3,191,538 2,558,142 3,668,943 3,829,846 4.39%
TOTAL OPERATING REVENUES 2,573,493 3,191,538 2,558,142 3,668,943 3,829,846 4.39%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 319,350 334,445 249,700 341,790 350,113 2.44%
6102 - OVERTIME-FT EMPLOYEES 41,489 54,158 35,019 43,000 48,000 11.63%
6103 - WAGES-PART TIME EMPLOYEES 22,214 24,640 24,863 22,500 22,105 -1.76%
6111 - SEVERANCE PAY 6,160 5,204 - - - 0.00%
6122 - PERA COORDINATED PLAN 27,063 29,145 21,354 30,368 31,515 3.78%
6125 - FICA - SOCIAL SECURITY 22,922 24,285 18,417 25,105 26,053 3.78%
6126 - FICA - MEDICARE 5,361 5,680 4,307 5,873 6,095 3.78%
6131 - CAFETERIA PLAN CONTRIBUTIONS 63,540 65,192 51,142 71,486 75,774 6.00%
6151 - WORKER'S COMP INSURANCE 13,295 13,539 10,170 16,054 17,398 8.37%
TOTAL PERSONAL SERVICES 521,394 556,288 414,972 556,176 577,053 3.75%
6201 - OFFICE SUPPLIES 1,769 1,360 939 1,800 1,800 0.00%
6203 - BOOKS/REFERENCE MATERIALS 292 - - 500 500 0.00%
6204 - STATIONARY SUPPLIES 142 827 791 1,610 1,610 0.00%
6212 - MOTOR FUELS - - 1,031 - 2,000 100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 50 250 400 60.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 76,467 167,221 107,218 180,000 185,000 2.78%
6217 - SAFETY SUPPLIES 939 422 2,253 1,200 2,700 125.00%
6219 - GENERAL OPERATING SUPPLIES 3,984 10,914 6,435 11,600 11,600 0.00%
6223 - BUILDINGS & FACILITIES 1,500 - 42 1,500 1,500 0.00%
6224 - STREET MAINT MATERIALS 12,513 5,979 1,365 16,000 16,000 0.00%
6227 - PAINT SUPPLIES 923 1,116 1,240 1,100 1,600 45.45%
6235 - UTILITY SYSTEM SUPPLIES 8,151 6,772 10,184 16,000 16,000 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 15,655 12,700 10,240 16,000 16,000 0.00%
6241 - SMALL TOOLS 496 238 391 500 500 0.00%
6242 - MINOR EQUIPMENT 37,059 8,057 8,826 20,000 14,600 -27.00%
6243 - MINOR COMPUTER EQUIPMENT 1,867 - - - 10,850 100.00%
TOTAL SUPPLIES 161,757 215,606 151,005 268,060 282,660 5.45%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,684 2,445 1,952 2,500 2,500 0.00%
6302 - ARCH, ENG & PLANNING 39,833 34,853 62,228 85,500 35,500 -58.48%
6307 - PROFESSIONAL SERVICES 25,816 7,003 10,802 33,900 40,400 19.17%
6321 - TELEPHONE/PAGERS 1,765 2,580 2,319 3,665 4,065 10.91%
6322 - POSTAGE 4,840 4,840 3,520 6,500 6,500 0.00%
6329 - OTHER COMMUNICATION SERVICES 1,992 2,521 1,680 2,600 2,680 3.08%
6331 - TRAVEL EXPENSE/MILEAGE 239 - - 200 200 0.00%
6333 - FREIGHT/DRAYAGE - - 84 50 50 0.00%
6341 - PERSONNEL ADVERTISING - - - 160 160 0.00%
6342 - LEGAL NOTICES 73 - - 100 100 0.00%
6351 - PRINTING 152 308 310 500 500 0.00%
6402 - EQUIPMENT SERVICES 79,969 85,743 2,315 96,500 4,000 -95.85%
6403 - BLDGS/FACILITIES MAINT SERVICE 10,000 15,254 7,427 15,000 10,800 -28.00%
6406 - MULTI-FUNCTION MTNCE - 111 88 500 515 3.00%
6409 - OTHER REPAIR & MAINT SVCS - - 1,030 12,400 12,400 0.00%
6417 - UNIFORMS 640 204 138 800 800 0.00%
6422 - SOFTWARE MAINT 314 41 1,136 - - 0.00%
6423 - LOGIS CHARGES 39,880 38,351 25,748 37,099 39,942 7.66%
6432 - CONFERENCES AND SCHOOLS 1,715 2,003 2,271 2,880 2,880 0.00%
6434 - DUES & SUBSCRIPTIONS 2,600 2,398 2,976 2,900 2,900 0.00%
6435 - CREDIT CARD FEES 219 - - 200 200 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 328 - - - 0.00%
6438 - CASH SHORT (OVER)(4) (2) 1 - - 0.00%
6441 - LICENSES, TAXES & FEES 43,395 71,342 57,112 76,000 76,000 0.00%
6449 - OTHER CONTRACTUAL SERVICE 127,254 101,162 63,062 75,000 75,000 0.00%
TOTAL SERVICES & OTHER CHARGES 382,376 371,485 246,199 454,954 318,092 -30.08%
6361 - GENERAL LIABILITY INSURANCE 20,553 28,977 21,705 34,966 30,676 -12.27%
6362 - PROPERTY INSURANCE 4,780 6,213 3,877 25,304 5,479 -78.35%
6366 - MACHINERY BREAKDOWN INSURANCE 1,059 1,260 799 1,057 1,129 6.81%
TOTAL INSURANCE 26,392 36,450 26,381 61,327 37,284 -39.20%
WATER UTILITY
FUND - 60100
PUBLIC UTILITY FUND
209
6381 - ELECTRIC 126,632 171,472 137,769 190,000 190,000 0.00%
6382 - GAS 6,377 13,587 13,179 30,000 30,000 0.00%
6383 - WATER 524 6,819 5,441 - 4,000 100.00%
6385 - SEWER 626 8,138 4,958 4,000 4,000 0.00%
6386 - STORM SEWER 8,712 8,712 6,534 6,400 6,400 0.00%
6388 - HAZARDOUS WASTE DISPOSAL - - - 1,000 1,000 0.00%
6389 - STREET LIGHTS 2,624 2,624 1,968 1,500 1,500 0.00%
TOTAL UTILITIES 145,495 211,352 169,849 232,900 236,900 1.72%
6461 - FUEL CHARGES 4,427 3,374 3,093 4,508 3,427 -23.98%
6462 - FIXED CHARGES 10,736 9,999 7,532 10,043 9,113 -9.26%
6463 - REPAIR & MAINT CHARGES 11,102 17,612 4,288 10,260 10,000 -2.53%
6465 - REPLACEMENT CHARGES 26,575 23,133 16,281 21,708 21,708 0.00%
TOTAL CENTRAL GARAGE CHARGES 52,840 54,118 31,194 46,519 44,248 -4.88%
6494 - DEPRECIATION EXPENSE 703,933 1,143,664 1,145,569 1,812,176 1,935,476 6.80%
TOTAL DEPRECIATION 703,933 1,143,664 1,145,569 1,812,176 1,935,476 6.80%
TOTAL OPERATING EXPENSES 1,994,187 2,588,963 2,185,169 3,432,112 3,431,713 -0.01%
OPERATING INCOME 579,306 602,575 372,973 236,831 398,133 68.11%
NONOPERATING REVENUES
4601 - SPECIAL ASSESSMENTS 39,871 22,256 237,479 - - 0.00%
4607 - SPEC ASSESS INTEREST 16 37 - - - 0.00%
TOTAL SPECIAL ASSESSMENTS 39,887 22,293 237,479 - - 0.00%
4603 - INTEREST EARNINGS 28,733 13,404 31,876 7,982 20,952 162.49%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,690 (4,591) - - - 0.00%
TOTAL INVESTMENT EARNINGS 30,423 8,813 31,876 7,982 20,952 162.49%
4604 - CHECK PROCESSING FEES 460 1,200 1,050 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 24,691 275 10,073 - - 0.00%
4922 - PROJECT ADMINISTRATION 19,966 1,200 - - - 0.00%
TOTAL MISCELLANEOUS 45,117 2,675 11,123 - - 0.00%
4931 - BOND SALES - - 3,230,000 4,262,000 3,390,000 -20.46%
4932 - PREMIUM ON BOND SALES 19,060 51,037 161,068 - - 0.00%
TOTAL DEBT ISSUANCE 19,060 51,037 3,391,068 4,262,000 3,390,000 -20.46%
TOTAL NONOPERATING REVENUES 134,487 84,818 3,671,546 4,269,982 3,410,952 -20.12%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS - - 670,947 4,327,000 3,685,000 -14.84%
6540 - EQUIPMENT & MACHINERY - - - - 35,000 100.00%
TOTAL CAPITAL OUTLAY - - 670,947 4,327,000 3,720,000 -14.03%
6601 - BOND PRINCIPAL - - 123,750 1,077,750 1,196,750 11.04%
6611 - BOND INTEREST 143,841 209,001 229,322 230,198 327,719 42.36%
6621 - PAYING AGENT/OTHER FEES 19,921 21,028 33,807 1,500 1,500 0.00%
TOTAL DEBT SERVICE 163,762 230,029 386,879 1,309,448 1,525,969 16.54%
6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 92,103 71,111 94,815 105,996 11.79%
TOTAL TRANSFERS 92,103 92,103 71,111 94,815 105,996 11.79%
TOTAL NONOPERATING EXPENSES 255,865 322,132 1,128,937 5,731,263 5,351,965 -6.62%
NET CHANGE IN FUND BALANCE 457,928$ 365,261$ 2,915,582$ (1,224,450)$ (1,542,880)$ 26.01%
210
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49251 - SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 107,501$ 102,935$ 77,420$ 100,000$ 100,000$ 0.00%
4721 - SEWER SERVICE 3,986,224 4,102,027 3,147,001 4,258,900 4,233,111 -0.61%
TOTAL SALES AND USER FEES 4,093,725 4,204,962 3,224,421 4,358,900 4,333,111 -0.59%
TOTAL OPERATING REVENUES 4,093,725 4,204,962 3,224,421 4,358,900 4,333,111 -0.59%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 128,575 128,026 87,311 123,758 130,831 5.72%
6102 - OVERTIME-FT EMPLOYEES 8,827 15,988 15,584 15,000 15,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 13,147 15,061 15,622 15,500 15,200 -1.94%
6111 - SEVERANCE PAY 158 1,257 - - - 0.00%
6122 - PERA COORDINATED PLAN 10,305 10,801 7,717 11,547 12,077 4.59%
6125 - FICA - SOCIAL SECURITY 8,957 9,955 7,455 9,545 9,983 4.59%
6126 - FICA - MEDICARE 2,095 2,328 1,743 2,232 2,335 4.61%
6131 - CAFETERIA PLAN CONTRIBUTIONS 24,357 26,414 21,356 31,022 32,883 6.00%
6141 - UNEMPLOYMENT COMPENSATION 705 1,702 899 - - 0.00%
6151 - WORKER'S COMP INSURANCE 6,239 6,160 4,553 5,640 6,150 9.04%
TOTAL PERSONAL SERVICES 203,365 217,692 162,240 214,244 224,459 4.77%
6201 - OFFICE SUPPLIES 100 - - 100 100 0.00%
6203 - BOOKS/REFERENCE MATERIALS - - - 200 200 0.00%
6204 - STATIONARY SUPPLIES 290 1,543 1,476 3,290 3,290 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT - - 50 50 150 200.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,554 5,500 5,806 5,500 7,500 36.36%
6217 - SAFETY SUPPLIES 1,411 995 257 2,500 4,300 72.00%
6219 - GENERAL OPERATING SUPPLIES 3,654 986 3,051 3,500 3,500 0.00%
6223 - BUILDINGS & FACILITIES - - - 100 100 0.00%
6224 - STREET MAINT MATERIALS 5,539 - - 7,500 7,500 0.00%
6227 - PAINT SUPPLIES 627 627 570 675 675 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 690 1,353 100 5,000 5,000 0.00%
6241 - SMALL TOOLS 465 414 123 500 500 0.00%
6242 - MINOR EQUIPMENT 34,354 - 789 3,600 2,600 -27.78%
6243 - MINOR COMPUTER EQUIPMENT 576 - - - 4,300 100.00%
TOTAL SUPPLIES 53,260 11,418 12,222 32,515 39,715 22.14%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,684 1,956 1,561 2,000 2,000 0.00%
6302 - ARCH, ENG & PLANNING - 5,165 - 1,900 1,900 0.00%
6307 - PROFESSIONAL SERVICES 3,353 2,587 3,304 4,400 4,820 9.55%
6321 - TELEPHONE/PAGERS 676 627 892 1,865 2,215 18.77%
6322 - POSTAGE 10,340 10,340 7,520 12,700 12,700 0.00%
6342 - LEGAL NOTICES - 187 - - - 0.00%
6351 - PRINTING - 240 - 375 375 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 4,090 8,365 1,600 7,000 7,000 0.00%
6409 - OTHER REPAIR & MAINT SVCS 64,329 56,113 33,458 70,000 70,000 0.00%
6422 - SOFTWARE MAINT - - 144 - - 0.00%
6423 - LOGIS CHARGES 36,060 34,085 22,785 32,426 34,004 4.87%
6432 - CONFERENCES AND SCHOOLS 1,250 2,566 1,068 2,880 2,880 0.00%
6434 - DUES & SUBSCRIPTIONS 305 314 322 405 405 0.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 696 - - - 0.00%
6441 - LICENSES, TAXES & FEES - - - 170 170 0.00%
6449 - OTHER CONTRACTUAL SERVICE 13,563 23,913 28,682 38,000 26,000 -31.58%
TOTAL SERVICES & OTHER CHARGES 135,650 147,154 101,336 174,121 164,469 -5.54%
6361 - GENERAL LIABILITY INSURANCE 31,535 36,425 17,705 30,168 25,024 -17.05%
6362 - PROPERTY INSURANCE 1,086 1,407 884 1,201 1,249 4.00%
6366 - MACHINERY BREAKDOWN INSURANCE 275 327 209 274 295 7.66%
TOTAL INSURANCE 32,896 38,159 18,798 31,643 26,568 -16.04%
6381 - ELECTRIC 36,824 38,647 30,272 39,100 39,100 0.00%
6391 - MET COUNCIL ENVIRON SVCS 2,197,141 2,320,727 2,006,733 2,424,000 2,500,929 3.17%
TOTAL UTILITIES 2,233,965 2,359,374 2,037,005 2,463,100 2,540,029 3.12%
6461 - FUEL CHARGES 13,983 10,644 10,321 14,037 16,793 19.63%
6462 - FIXED CHARGES 14,240 13,095 10,496 13,994 12,059 -13.83%
6463 - REPAIR & MAINT CHARGES 14,215 30,600 18,357 18,024 18,000 -0.13%
6465 - REPLACEMENT CHARGES 79,815 74,748 49,262 65,682 56,082 -14.62%
TOTAL CENTRAL GARAGE CHARGES 122,253 129,087 88,436 111,737 102,934 -7.88%
6494 - DEPRECIATION EXPENSE 783,500 817,621 607,243 1,020,340 1,124,040 10.16%
TOTAL DEPRECIATION 783,500 817,621 607,243 1,020,340 1,124,040 10.16%
TOTAL OPERATING EXPENSES 3,564,889 3,720,505 3,027,280 4,047,700 4,222,214 4.31%
OPERATING INCOME 528,836 484,457 197,141 311,200 110,897 -64.36%
SEWER UTILITY
FUND - 60200
PUBLIC UTILITY FUND
211
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 24,158 43,081 50,389 29,697 46,985 58.21%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,530 (9,215) - - - 0.00%
TOTAL INVESTMENT EARNINGS 26,688 33,866 50,389 29,697 46,985 58.21%
4373 - OTHER GRANTS/AID - 78,372 - - - 0.00%
4606 - OTHER REVENUE - - 285 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 7,236 5,119 - - - 0.00%
TOTAL MISCELLANEOUS 7,236 83,491 285 - - 0.00%
4931 - BOND SALES - - 1,395,000 2,060,000 - -100.00%
4932 - PREMIUM ON BOND SALES 35,277 46,883 69,543 - - 0.00%
TOTAL DEBT ISSUANCE 35,277 46,883 1,464,543 2,060,000 - -100.00%
TOTAL NONOPERATING REVENUES 69,201 164,240 1,515,217 2,089,697 46,985 -97.75%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS - - 698,326 2,565,000 2,715,000 5.85%
TOTAL CAPITAL OUTLAY - - 698,326 2,565,000 2,715,000 5.85%
6601 - BOND PRINCIPAL - - 218,753 218,753 315,272 44.12%
6611 - BOND INTEREST 34,148 51,805 63,540 63,540 108,470 70.71%
6621 - PAYING AGENT/OTHER FEES 30,491 19,317 14,563 1,500 1,500 0.00%
TOTAL DEBT SERVICE 64,639 71,122 296,856 283,793 425,242 49.84%
6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 92,103 66,914 89,219 99,426 11.44%
TOTAL TRANSFERS 92,103 92,103 66,914 89,219 99,426 11.44%
TOTAL NONOPERATING EXPENSES 156,742 163,225 1,062,096 2,938,012 3,239,668 10.27%
NET CHANGE IN FUND BALANCE 441,295$ 485,472$ 650,262$ (537,115)$ (3,081,786)$ 473.77%
212
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49411 - STORM SEWER UTILITY-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 28,148$ 25,665$ 18,562$ 35,000$ 35,000$ 0.00%
4731 - STORM DRAINAGE FEES 1,607,407 1,594,637 1,190,155 1,600,000 1,616,350 1.02%
TOTAL SALES AND USER FEES 1,635,555 1,620,302 1,208,717 1,635,000 1,651,350 1.00%
TOTAL OPERATING REVENUES 1,635,555 1,620,302 1,208,717 1,635,000 1,651,350 1.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 132,065 134,438 102,435 132,196 143,796 8.77%
6102 - OVERTIME-FT EMPLOYEES 1,134 2,193 1,951 1,500 2,000 33.33%
6103 - WAGES-PART TIME EMPLOYEES 9,975 8,422 7,955 11,000 10,800 -1.82%
6111 - SEVERANCE PAY 1,703 893 - - - 0.00%
6122 - PERA COORDINATED PLAN 9,990 10,247 7,829 11,022 11,707 6.21%
6125 - FICA - SOCIAL SECURITY 8,934 9,120 7,223 8,959 9,678 8.03%
6126 - FICA - MEDICARE 2,090 2,133 1,689 2,095 2,265 8.11%
6131 - CAFETERIA PLAN CONTRIBUTIONS 18,706 23,932 21,356 32,371 34,313 6.00%
6151 - WORKER'S COMP INSURANCE 9,198 8,991 6,995 9,612 12,166 26.57%
TOTAL PERSONAL SERVICES 193,795 200,369 157,433 208,755 226,725 8.61%
6204 - STATIONARY SUPPLIES 136 818 781 1,540 1,600 3.90%
6219 - GENERAL OPERATING SUPPLIES 140 3,132 1,654 5,500 5,500 0.00%
6224 - STREET MAINT MATERIALS 8,180 2,755 3,125 7,500 7,800 4.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 36,549 18,440 9,660 37,000 38,000 2.70%
6243 - MINOR COMPUTER EQUIPMENT - - - - 8,600 100.00%
TOTAL SUPPLIES 45,005 25,145 15,220 51,540 61,500 19.32%
6301 - ACCTG, AUDIT & FIN'L SERVICES 842 978 781 1,000 1,000 0.00%
6302 - ARCH, ENG & PLANNING 81,012 17,913 - 20,000 20,000 0.00%
6307 - PROFESSIONAL SERVICES 5,361 1,457 1,499 1,600 2,000 25.00%
6322 - POSTAGE 5,060 5,060 3,680 5,940 5,940 0.00%
6331 - TRAVEL EXPENSE/MILEAGE 696 503 333 600 600 0.00%
6342 - LEGAL NOTICES 108 - 40 50 50 0.00%
6384 - REFUSE DISPOSAL - 1,947 1,800 3,500 3,600 2.86%
6409 - OTHER REPAIR & MAINT SVCS 37,163 29,352 21,158 40,000 40,000 0.00%
6423 - LOGIS CHARGES 20,687 19,484 13,020 18,529 19,431 4.87%
6432 - CONFERENCES AND SCHOOLS 490 500 - 500 500 0.00%
6434 - DUES & SUBSCRIPTIONS 55,722 55,601 57,045 57,200 56,700 -0.87%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 145 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,880 13,441 5,523 12,000 12,400 3.33%
6499 - EXPENSES REIMBURSED 136,606 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 347,627 146,381 104,879 160,919 162,221 0.81%
6361 - GENERAL LIABILITY INSURANCE 3,242 2,429 1,675 1,711 2,367 38.34%
TOTAL INSURANCE 3,242 2,429 1,675 1,711 2,367 38.34%
6461 - FUEL CHARGES 6,835 5,418 4,562 7,168 5,655 -21.11%
6462 - FIXED CHARGES 6,341 5,765 4,553 6,071 5,708 -5.98%
6463 - REPAIR & MAINT CHARGES 28,637 25,764 19,457 25,399 24,000 -5.51%
6465 - REPLACEMENT CHARGES 45,963 51,113 41,306 55,075 55,075 0.00%
TOTAL CENTRAL GARAGE CHARGES 87,776 88,060 69,878 93,713 90,438 -3.49%
6494 - DEPRECIATION EXPENSE 1,106,276 1,146,109 867,056 1,297,810 1,373,350 5.82%
TOTAL DEPRECIATION 1,106,276 1,146,109 867,056 1,297,810 1,373,350 5.82%
TOTAL OPERATING EXPENSES 1,783,721 1,608,493 1,216,141 1,814,448 1,916,601 5.63%
OPERATING INCOME (LOSS)(148,166) 11,809 (7,424) (179,448) (265,251) 47.81%
NONOPERATING REVENUES
4373 - OTHER GRANTS/AID - 28,116 - - - 0.00%
4603 - INTEREST EARNINGS 33,171 43,492 45,216 34,894 46,548 33.40%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,678 (9,209) - - - 0.00%
TOTAL INVESTMENT EARNINGS 35,849 62,399 45,216 34,894 46,548 33.40%
4612 - DONATIONS & CONTRIBUTIONS 100 150 250 - - 0.00%
4912 - CAPITAL CONTRIBUTIONS 1,034,574 185,237 - - - 0.00%
TOTAL MISCELLANEOUS 1,034,674 185,387 250 - - 0.00%
4931 - BOND SALES - - - - 1,825,000 100.00%
4932 - PREMIUM ON BOND SALES - 44,707 - - - 0.00%
TOTAL DEBT ISSUANCE - 44,707 - - 1,825,000 100.00%
OPERATING REVENUES
4701 - WATER SALES 2,185,246$ 2,801,927$ 2,419,093$ 3,263,943$ 3,424,846$ 4.93%
4702 - FIRE LINES 9,080 9,116 6,809 9,000 9,000 0.00%
4703 - WATER METER SALES 16,371 10,052 (20,821) 15,000 5,000 -66.67%
STORM SEWER UTILITY
FUND - 65100
PUBLIC UTILITY FUND
213
NONOPERATING EXPENSES
6540 - EQUIPMENT & MACHINERY - - - - 3,000 100.00%
6530 - IMPROVEMENTS - - - 1,709,000 2,600,000 52.14%
TOTAL CAPITAL OUTLAY - - - 1,709,000 2,603,000 52.31%
6601 - BOND PRINCIPAL - - - - 95,000 100.00%
6611 - BOND INTEREST - 4,892 18,080 18,080 21,650 19.75%
6621 - BOND ISSUE COSTS - 18,420 - - - 0.00%
TOTAL DEBT SERVICE - 23,312 18,080 18,080 116,650 545.19%
6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 92,103 66,914 89,219 99,426 11.44%
6482 - MISC TRANSFER OUT 45,000 - - - - 0.00%
TOTAL TRANSFERS 137,103 92,103 66,914 89,219 99,426 11.44%
TOTAL NONOPERATING EXPENSES 137,103 115,415 84,994 1,816,299 2,819,076 55.21%
NET CHANGE IN FUND BALANCE 785,254$ 188,887$ (46,952)$ (1,960,853)$ (1,212,779)$ -38.15%
214
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49571 - STREET LIGHT-OPERATIONS
OPERATING REVENUES
4707 - PENALTIES 9,680$ 8,930$ 6,660$ 7,500$ 7,500$ 0.00%
4741 - STREET LIGHT SERVICE CHARGE 445,678 444,592 334,091 443,000 443,000 0.00%
TOTAL SALES AND USER FEES 455,358 453,522 340,751 450,500 450,500 0.00%
TOTAL OPERATING REVENUES 455,358 453,522 340,751 450,500 450,500 0.00%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 25 87 84 280 280 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 2,414 2,542 1,571 7,500 7,500 0.00%
TOTAL SUPPLIES 2,439 2,629 1,655 7,780 7,780 0.00%
6307 - PROFESSIONAL SERVICES 54 45 28 200 200 0.00%
6322 - POSTAGE 880 880 640 1,080 1,080 0.00%
6409 - OTHER REPAIR & MAINT SVCS 22,042 20,869 4,092 15,500 16,000 3.23%
6423 - LOGIS CHARGES 5,164 4,872 3,255 4,632 4,858 4.88%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 50 - - - 0.00%
6499 - EXPENSES REIMBURSED 4,896 - - - - 0.00%
TOTAL SERVICES & OTHER CHARGES 33,036 26,716 8,015 21,412 22,138 3.39%
6361 - GENERAL LIABILITY INSURANCE 1,363 1,483 598 1,185 846 -28.61%
TOTAL INSURANCE 1,363 1,483 598 1,185 846 -28.61%
6381 - ELECTRIC 167,149 165,338 124,250 180,000 180,000 0.00%
TOTAL UTILITIES 167,149 165,338 124,250 180,000 180,000 0.00%
6494 - DEPRECIATION EXPENSE 53,567 55,632 41,496 85,183 103,183 21.13%
TOTAL DEPRECIATION 53,567 55,632 41,496 85,183 103,183 21.13%
TOTAL OPERATING EXPENSES 257,554 251,798 176,014 295,560 313,947 6.22%
OPERATING INCOME (LOSS)197,804 201,724 164,737 154,940 136,553 -11.87%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 2,356 5,652 6,679 3,930 6,636 68.85%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 230 (1,077) - - - 0.00%
TOTAL INVESTMENT EARNINGS 2,586 4,575 6,679 3,930 6,636 68.85%
4921 - REFUNDS & REIMBURSEMENTS 8,900 16,092 - - - 0.00%
TOTAL MISCELLANEOUS 8,900 16,092 - - - 0.00%
TOTAL NONOPERATING REVENUES 11,486 20,667 6,679 3,930 6,636 68.85%
NONOPERATING EXPENSES
6530 - IMPROVEMENTS 3,835 - - 170,000 375,000 120.59%
TOTAL CAPITAL OUTLAY 3,835 - - 170,000 375,000 120.59%
6471 - ADMINISTRATIVE SERVICE TRANSFER 20,272 20,272 17,064 22,752 25,766 13.25%
TOTAL TRANSFERS 20,272 20,272 17,064 22,752 25,766 13.25%
TOTAL NONOPERATING EXPENSES 24,107 20,272 17,064 192,752 400,766 107.92%
NET CHANGE IN FUND BALANCE 185,183$ 202,119$ 154,352$ (33,882)$ (257,577)$ 660.22%
STREET LIGHT UTILITY
FUND - 65200
PUBLIC UTILITY FUND
215
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49311 - RECYCLING
OPERATING REVENUES
4707 - PENALTIES 11,145$ 11,909$ 10,340$ 8,000$ 8,000$ 0.00%
4751 - RECYCLING SERVICE FEES 304,289 385,546 296,027 352,354 385,134 9.30%
TOTAL SALES AND USER FEES 315,434 397,455 306,367 360,354 393,134 9.10%
TOTAL OPERATING REVENUES 315,434 397,455 306,367 360,354 393,134 9.10%
OPERATING EXPENSES
6204 - STATIONARY SUPPLIES 25 111 107 150 150 0.00%
TOTAL SUPPLIES 25 111 107 150 150 0.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES - 28 - - - 0.00%
6307 - PROFESSIONAL SERVICES 39 - 51 100 100 0.00%
6322 - POSTAGE 880 880 640 1,400 1,400 0.00%
6423 - LOGIS CHARGES 5,164 4,872 3,255 4,632 4,858 4.88%
6436 - UNCOLLECTIBLE CHECKS/DEBTS - 79 - - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 262,541 262,573 196,977 367,377 375,000 2.07%
TOTAL SERVICES & OTHER CHARGES 268,624 268,432 200,923 373,509 381,358 2.10%
6361 - GENERAL LIABILITY INSURANCE 1,156 960 1,076 740 1,521 105.54%
TOTAL INSURANCE 1,156 960 1,076 740 1,521 105.54%
TOTAL OPERATING EXPENSES 269,805 269,503 202,106 374,399 383,029 2.31%
OPERATING INCOME (LOSS) 45,629 127,952 104,261 (14,045) 10,105 -171.95%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 280 898 1,815 951 1,565 64.56%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 25 (207) - - - 0.00%
TOTAL INVESTMENT EARNINGS 305 691 1,815 951 1,565 64.56%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 22,478 22,478 7,311 9,769 11,169 14.33%
TOTAL TRANSFERS 22,478 22,478 7,311 9,769 11,169 14.33%
NET CHANGE IN FUND BALANCE 23,456$ 106,165$ 98,765$ (22,863)$ 501$ -102.19%
RECYCLING UTILITY
FUND - 65300
PUBLIC UTILITY FUND
216
City of Brooklyn Center
2018 Budget
Enterprise Funds
City of Brooklyn Center
2018 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
217
2018 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
Carts for products continue to disappear, we will add more for customer use.
Respond to Customer Needs
In 2018, we will begin the process of assessing our options for store#1 when our lease expires
in 2 years. We will do a business site feasibility analysis in 2018 that will look into the
possibility of moving or owning store #1.
Sunday sales started July 2, 2017. We have shown a level of success and will continue to
assess and adjust staff levels and hours as needed.
Positive City Image
We will look into replacing all staff uniforms with the new city logo
218
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
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 (19-22 - PT staff)
TOTAL
1
3
-
1
1
1.2
3
4.5
14.7
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. Every year profits from the liquor department
are transferred back to the city for use in capital projects. While the funds are an important
part of operating a municipal liquor operation they are not the sole purpose. Alcohol is a
substance that should be regulated and monitored, therefore we are diligent in training our
staff to be aware when a minor or obviously intoxicated person may be attempting to
purchase alcohol and present a danger to our city.
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.
219
a. Reserve a specified transfer in the budget process
Annual Operating Goal Performance Measures:
*YTD data
Performance Objectives
Description of
Performance Measure Performance Levels
Previous Value (2016) *Actual Value (2017) Target Value
Inventory Variance Levels $14,395
$7,042
(Goal <$12,000) <$10,000
Increase # of memberships
in Tasting clubs
40club – 12 single
33 club – 4 single
(Goal 70-12) 70 club – 12 single
Compliance checks passed 75% (3/4)
100% (4/4)
(Goal 100%) 100%
Increase social media
presence - Facebook
97 Likes
176 Likes
(Goal 180) 200 Likes
Increase social media
presence – Twitter
250 Followers
415 Followers
(Goal 450) 500 Followers
Increase staff longevity – #
of staff who did not reach
90 days of employment
12
7
(Goal <6)
<6
220
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
60900 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES 2,298,636$ 2,417,329$ 1,834,543$ 2,253,484$ 2,430,000$ 7.83%
4762 - WINE SALES 747,797 764,042 526,933 755,958 699,800 -7.43%
4763 - BEER SALES 2,884,810 2,885,474 2,204,394 2,950,144 3,125,300 5.94%
4764 - SALES-NON TAXABLE 48,759 56,113 51,389 55,702 65,600 17.77%
4765 - SALES-TAXABLE 76,667 74,134 60,183 62,749 79,500 26.70%
TOTAL SALES AND USER FEES 6,056,669 6,197,092 4,677,442 6,078,037 6,400,200 5.30%
5581 - COST OF SALES-LIQUOR 1,632,920 1,736,928 1,285,919 1,554,903 1,676,700 7.83%
5582 - COST OF SALES-WINE 502,131 546,978 365,459 502,711 465,367 -7.43%
5583 - COST OF SALES-BEER 2,179,533 2,204,348 1,678,869 2,285,310 2,420,181 5.90%
5584 - OTHER COSTS OF SALE-NONTAXABLE 27,759 31,976 30,218 35,649 41,984 17.77%
5585 - OTHER COSTS OF SALE-TAXABLE 48,977 49,265 37,634 39,531 50,240 27.09%
5587 - INVENTORY VARIANCES 14,893 14,568 6,831 21,000 14,000 -33.33%
5589 - DELIVERY CHARGES 25,290 27,855 17,782 27,000 26,775 -0.83%
TOTAL COST OF GOODS SOLD 4,431,503 4,611,918 3,422,712 4,466,104 4,695,247 5.13%
TOTAL OPERATING REVENUES 1,625,166 1,585,174 1,254,730 1,611,933 1,704,953 5.77%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 299,454 332,471 257,109 360,390 367,708 2.03%
6102 - OVERTIME-FT EMPLOYEES 1,345 343 82 2,700 1,700 -37.04%
6103 - WAGES-PART TIME EMPLOYEES 211,021 217,255 163,619 207,500 220,150 6.10%
6104 - OVERTIME-PART TIME EMPLOYEES 3,501 2,806 1,973 3,500 3,000 -14.29%
6111 - SEVERANCE PAY 3,177 3,614 1,960 - - 0.00%
6122 - PERA COORDINATED PLAN 38,567 41,430 31,709 43,081 43,591 1.18%
6125 - FICA - SOCIAL SECURITY 33,142 35,891 27,389 35,613 36,035 1.18%
6126 - FICA - MEDICARE 7,751 8,394 6,406 8,330 8,427 1.16%
6131 - CAFETERIA PLAN CONTRIBUTIONS 38,007 63,928 51,616 80,928 100,079 23.66%
6141 - UNEMPLOYMENT COMPENSATION 1,565 317 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 16,021 25,075 18,878 15,392 24,994 62.38%
TOTAL PERSONAL SERVICES 653,551 731,524 560,741 757,434 805,684 6.37%
6201 - OFFICE SUPPLIES 1,149 2,361 543 1,300 1,700 30.77%
6214 - CLOTHING & PERSONAL EQUIPMENT 2,652 3,750 1,327 3,400 2,900 -14.71%
6219 - GENERAL OPERATING SUPPLIES 17,813 16,589 13,935 19,500 19,500 0.00%
6223 - BUILDINGS & FACILITIES - - - 2,500 2,500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - 954 3,163 - 2,000 100.00%
6242 - MINOR EQUIPMENT 5,413 23,523 3,067 8,000 9,000 12.50%
6243 - MINOR COMPUTER EQUIPMENT 25,220 2,957 6,823 7,000 2,850 -59.29%
TOTAL SUPPLIES 52,247 50,134 28,858 41,700 40,450 -3.00%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,368 3,912 3,122 4,000 4,000 0.00%
6303 - LEGAL SERVICES 1,411 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 14,352 12,942 2,687 21,600 12,000 -44.44%
6321 - TELEPHONE/PAGERS 3,564 3,345 2,259 3,729 3,792 1.69%
6331 - TRAVEL EXPENSE/MILEAGE 895 568 731 1,300 900 -30.77%
6341 - PERSONNEL ADVERTISING 110 - - 1,000 400 -60.00%
6349 - OTHER ADVERTISING 14,032 13,813 720 19,000 13,000 -31.58%
6351 - PRINTING 1,533 689 - 700 800 14.29%
6402 - EQUIPMENT SERVICES 4,493 7,986 5,805 7,000 9,000 28.57%
6403 - BLDGS/FACILITIES MAINT SERVICE 760 2,720 3,651 4,000 6,000 50.00%
6406 - MULTI-FUNCTION MTNCE 749 510 272 725 755 4.14%
6409 - OTHER REPAIR & MAINT SVCS - - - 1,000 1,000 0.00%
6422 - SOFTWARE MAINT 11,741 9,969 5,819 12,700 13,200 3.94%
6423 - LOGIS CHARGES 21,096 26,198 18,670 26,572 27,378 3.03%
6428 - PROTECTION SERVICES 1,912 1,773 1,491 1,800 2,000 11.11%
6431 - SPECIAL EVENTS 10,500 10,524 5,003 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 2,400 2,145 4,148 3,600 5,200 44.44%
6433 - MEETING EXPENSES 145 61 79 50 50 0.00%
6434 - DUES & SUBSCRIPTIONS 4,363 4,810 7,550 7,000 7,000 0.00%
MUNICIPAL OFF-SALE LIQUOR
FUND - 60900
ENTERPRISE FUND
221
6435 - CREDIT CARD FEES 81,907 72,298 46,979 84,000 75,000 -10.71%
6438 - CASH SHORT (OVER)1,807 1,749 2,043 2,000 2,000 0.00%
6441 - LICENSES, TAXES & FEES 60 60 - 720 720 0.00%
6449 - OTHER CONTRACTUAL SERVICE 7,788 13,249 8,671 8,000 9,000 12.50%
TOTAL SERVICES & OTHER CHARGES 188,986 189,321 119,700 218,996 201,695 -7.90%
6361 - GENERAL LIABILITY INSURANCE 5,494 4,765 3,438 4,806 4,920 2.37%
6362 - PROPERTY INSURANCE 2,604 2,715 2,085 2,862 2,974 3.91%
6364 - DRAM SHOP INSURANCE 6,983 7,459 5,093 7,750 5,500 -29.03%
6366 - MACHINERY BREAKDOWN INSURANCE 660 630 486 653 688 5.36%
TOTAL INSURANCE 15,741 15,569 11,102 16,071 14,082 -12.38%
6381 - ELECTRIC 42,025 41,718 31,836 47,000 43,500 -7.45%
6382 - GAS 4,359 3,165 3,120 5,500 5,000 -9.09%
6383 - WATER - - - 1,000 1,000 0.00%
TOTAL UTILITIES 46,384 44,883 34,956 53,500 49,500 -7.48%
6412 - BLDGS/FACILITIES 311,553 333,317 238,732 290,640 314,860 8.33%
TOTAL RENT 311,553 333,317 238,732 290,640 314,860 8.33%
6461 - FUEL CHARGES 227 71 - 244 - -100.00%
6462 - FIXED CHARGES 1,007 942 716 954 - -100.00%
6463 - REPAIR & MAINT CHARGES 343 739 - 728 - -100.00%
6465 - REPLACEMENT CHARGES 1,750 - - 2,300 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 3,327 1,752 716 4,226 - -100.00%
6540 - EQUIPMENT & MACHINERY - - - 85,000 - -100.00%
TOTAL CAPITAL OUTLAY - - - 85,000 - -100.00%
6494 - DEPRECIATION EXPENSE 16,967 20,994 16,307 20,872 21,188 1.51%
TOTAL DEPRECIATION 16,967 20,994 16,307 20,872 21,188 1.51%
TOTAL OPERATING EXPENSES 1,288,756 1,387,494 1,011,112 1,488,439 1,447,459 -2.75%
OPERATING INCOME 336,410 197,680 243,618 123,494 257,494 108.51%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 13,933 18,656 17,537 13,148 18,512 40.80%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 1,073 (3,038) - - - 0.00%
TOTAL INVESTMENT EARNINGS 15,006 15,618 17,537 13,148 18,512 40.80%
4606 - OTHER REVENUE 2,000 2,000 1,544 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 20 5,216 3,912 500 700 40.00%
4922 - PROJECT ADMINISTRATION 2,992 2,274 1,740 2,000 2,000 0.00%
TOTAL MISCELLANEOUS 5,012 9,490 7,196 2,500 2,700 8.00%
TOTAL NONOPERATING REVENUES 20,018 25,108 24,733 15,648 21,212 35.56%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 78,295 78,295 58,664 78,219 82,906 5.99%
6476 - CAPITAL PROJECT FUND TRANSFER - - - 100,000 150,000 50.00%
6482 - MISC TRANSFER OUT 216,455 138,935 - - - 0.00%
TOTAL TRANSFERS 294,750 217,230 58,664 178,219 232,906 30.69%
NET CHANGE IN FUND BALANCE 61,678$ 5,558$ 209,687$ (39,077)$ 45,800$ -217.20%
222
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49611 - BROOKLYN CENTER LIQUOR
OPERATING REVENUES
4761 - LIQUOR SALES 1,765,391$ 1,867,861$ 1,410,516$ 1,645,043$ 1,875,000$ 13.98%
4762 - WINE SALES 557,157 571,364 394,576 551,849 525,000 -4.87%
4763 - BEER SALES 1,966,097 2,024,307 1,649,212 2,014,905 2,163,300 7.36%
4764 - SALES-NON TAXABLE 32,557 38,535 33,993 41,658 43,700 4.90%
4765 - SALES-TAXABLE 52,852 51,367 41,540 44,081 54,200 22.96%
TOTAL SALES AND USER FEES 4,374,054 4,553,434 3,529,837 4,297,536 4,661,200 8.46%
5581 - COST OF SALES-LIQUOR 1,249,533 1,333,181 978,353 1,135,079 1,293,750 13.98%
5582 - COST OF SALES-WINE 365,634 403,667 269,938 366,979 349,125 -4.87%
5583 - COST OF SALES-BEER 1,462,259 1,542,245 1,252,061 1,551,476 1,665,741 7.36%
5584 - OTHER COSTS OF SALE-NONTAXABLE 18,761 21,510 19,683 26,661 27,968 4.90%
5585 - OTHER COSTS OF SALE-TAXABLE 33,612 33,712 25,346 28,211 34,688 22.96%
5587 - INVENTORY VARIANCES 14,739 12,755 5,527 15,000 12,000 -20.00%
5589 - DELIVERY CHARGES 19,277 20,975 13,473 21,000 21,500 2.38%
TOTAL COST OF GOODS SOLD 3,163,815 3,368,045 2,564,381 3,144,406 3,404,772 8.28%
TOTAL OPERATING REVENUES 1,210,239 1,185,389 965,456 1,153,130 1,256,428 8.96%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 196,593 228,561 187,532 264,032 268,299 1.62%
6102 - OVERTIME-FT EMPLOYEES 1,133 165 82 1,000 1,500 50.00%
6103 - WAGES-PART TIME EMPLOYEES 149,035 145,627 104,943 140,000 148,000 5.71%
6104 - OVERTIME-PART TIME EMPLOYEES 2,273 1,792 1,285 2,500 2,500 0.00%
6111 - SEVERANCE PAY 1,158 1,351 1,960 - - 0.00%
6122 - PERA COORDINATED PLAN 26,099 28,192 22,037 30,566 30,885 1.04%
6125 - FICA - SOCIAL SECURITY 22,402 24,439 19,074 25,267 25,531 1.04%
6126 - FICA - MEDICARE 5,240 5,716 4,461 5,911 5,971 1.02%
6131 - CAFETERIA PLAN CONTRIBUTIONS 32,982 50,440 40,938 53,952 71,485 32.50%
6141 - UNEMPLOYMENT COMPENSATION 1,565 317 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 10,848 17,061 13,122 10,921 17,709 62.16%
TOTAL PERSONAL SERVICES 449,328 503,661 395,434 534,149 571,880 7.06%
6201 - OFFICE SUPPLIES 745 1,783 504 1,000 1,200 20.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 1,314 1,891 1,200 1,500 1,500 0.00%
6219 - GENERAL OPERATING SUPPLIES 9,886 8,430 7,587 11,000 11,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 2,000 2,000 0.00%
6239 - OTHER REPAIR & MAINTENANCE SUPPLIE - 309 2,649 - 2,000 100.00%
6242 - MINOR EQUIPMENT 3,342 21,633 3,067 3,000 6,000 100.00%
6243 - MINOR COMPUTER EQUIPMENT 7,333 2,354 5,399 5,600 2,850 -49.11%
TOTAL SUPPLIES 22,620 36,400 20,406 24,100 26,550 10.17%
6301 - ACCTG, AUDIT & FIN'L SERVICES 3,368 3,912 3,122 4,000 4,000 0.00%
6303 - LEGAL SERVICES 1,411 - - - - 0.00%
6307 - PROFESSIONAL SERVICES 11,907 10,313 2,369 17,000 10,000 -41.18%
6321 - TELEPHONE/PAGERS 2,048 1,883 1,311 2,177 2,192 0.69%
6331 - TRAVEL EXPENSE/MILEAGE 895 568 731 1,000 700 -30.00%
6341 - PERSONNEL ADVERTISING 110 - - 800 300 -62.50%
6349 - OTHER ADVERTISING 9,954 10,240 720 13,000 10,000 -23.08%
6351 - PRINTING 1,073 483 - 500 700 40.00%
6402 - EQUIPMENT SERVICES 2,314 7,547 4,411 5,000 7,000 40.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 100 1,743 3,428 3,000 5,000 66.67%
6406 - MULTI-FUNCTION MTNCE 595 376 204 550 575 4.55%
6409 - OTHER REPAIR & MAINT SVCS - - - 1,000 1,000 0.00%
6422 - SOFTWARE MAINT 8,022 6,831 3,828 8,500 8,800 3.53%
6423 - LOGIS CHARGES 14,810 18,339 13,088 18,600 19,165 3.04%
6428 - PROTECTION SERVICES 654 915 729 500 700 40.00%
6431 - SPECIAL EVENTS 10,500 10,524 5,003 8,500 8,500 0.00%
6432 - CONFERENCES AND SCHOOLS 1,399 2,054 3,333 3,000 4,000 33.33%
6433 - MEETING EXPENSES 111 - - - - 0.00%
6434 - DUES & SUBSCRIPTIONS 3,005 3,370 5,285 5,000 5,000 0.00%
6435 - CREDIT CARD FEES 60,078 53,134 34,727 62,000 55,000 -11.29%
6438 - CASH SHORT (OVER)625 920 2,032 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 20 20 - 200 200 0.00%
6449 - OTHER CONTRACTUAL SERVICE 3,326 5,699 3,335 3,000 4,000 33.33%
TOTAL SERVICES & OTHER CHARGES 136,325 138,871 87,656 158,327 147,832 -6.63%
MUNICIPAL OFF-SALE LIQUOR - STORE #1
FUND - 60900
ENTERPRISE FUND
223
6361 - GENERAL LIABILITY INSURANCE 2,747 2,383 1,719 2,403 2,460 2.37%
6362 - PROPERTY INSURANCE 1,642 1,716 1,316 1,908 1,876 -1.68%
6364 - DRAM SHOP INSURANCE 5,363 5,381 4,148 5,952 5,500 -7.59%
6366 - MACHINERY BREAKDOWN INSURANCE 416 397 307 435 434 -0.23%
TOTAL INSURANCE 10,168 9,877 7,490 10,698 10,270 -4.00%
6381 - ELECTRIC 22,120 22,311 17,722 26,000 23,000 -11.54%
6382 - GAS 2,365 1,733 1,499 3,500 3,000 -14.29%
TOTAL UTILITIES 24,485 24,044 19,221 29,500 26,000 -11.86%
6412 - BLDGS/FACILITIES 217,193 238,957 167,712 195,780 220,000 12.37%
TOTAL RENT 217,193 238,957 167,712 195,780 220,000 12.37%
6461 - FUEL CHARGES 113 36 - 122 - -100.00%
6462 - FIXED CHARGES 504 471 358 477 - -100.00%
6463 - REPAIR & MAINT CHARGES 171 370 - 364 - -100.00%
6465 - REPLACEMENT CHARGES 875 - - 1,150 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 1,663 877 358 2,113 - -100.00%
6540 - EQUIPMENT & MACHINERY - - - - - 0.00%
TOTAL CAPITAL OUTLAY - - - - - 0.00%
6494 - DEPRECIATION EXPENSE 16,967 20,994 16,307 20,872 21,188 1.51%
TOTAL DEPRECIATION 16,967 20,994 16,307 20,872 21,188 1.51%
TOTAL OPERATING EXPENSES 878,749 973,681 714,584 975,539 1,023,720 4.94%
OPERATING INCOME 331,490 211,708 250,872 177,591 232,708 31.04%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 6,967 9,328 8,768 6,574 9,256 40.80%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 536 (1,519) - - - 0.00%
TOTAL INVESTMENT EARNINGS 7,503 7,809 8,768 6,574 9,256 40.80%
4606 - OTHER REVENUE 2,000 2,000 1,544 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 20 4,485 3,912 500 500 0.00%
4922 - PROJECT ADMINISTRATION 2,992 2,274 1,740 2,000 2,000 0.00%
TOTAL MISCELLANEOUS 5,012 8,759 7,196 2,500 2,500 0.00%
TOTAL NONOPERATING REVENUES 12,515 16,568 15,964 9,074 11,756 29.56%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 52,197 52,197 42,825 52,146 55,271 5.99%
6476 - CAPITAL PROJECT FUND TRANSFER - - - 100,000 150,000 50.00%
6482 - MISC TRANSFER OUT 216,455 138,935 - - - 0.00%
TOTAL TRANSFERS 268,652 191,132 42,825 152,146 205,271 34.92%
NET CHANGE IN FUND BALANCE 75,353$ 37,144$ 224,011$ 34,519$ 39,193$ 13.54%
224
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49612 - 69TH AVENUE LIQUOR STORE
OPERATING REVENUES
4761 - LIQUOR SALES 533,245$ 549,469$ 424,027$ 608,441$ 555,000$ -8.78%
4762 - WINE SALES 190,640 192,678 132,357 204,109 174,800 -14.36%
4763 - BEER SALES 697,602 675,925 555,182 745,239 772,000 3.59%
4764 - SALES-NON TAXABLE 16,201 17,578 17,396 14,044 21,900 55.94%
4765 - SALES-TAXABLE 22,748 22,098 18,643 17,668 24,300 37.54%
TOTAL SALES AND USER FEES 1,460,436 1,457,748 1,147,605 1,589,501 1,548,000 -2.61%
5581 - COST OF SALES-LIQUOR 383,386 403,747 307,567 419,824 382,950 -8.78%
5582 - COST OF SALES-WINE 136,497 143,311 95,521 135,732 116,242 -14.36%
5583 - COST OF SALES-BEER 541,800 509,854 426,808 573,834 594,440 3.59%
5584 - OTHER COSTS OF SALE-NONTAXABLE 8,998 10,465 10,535 8,988 14,016 55.94%
5585 - OTHER COSTS OF SALE-TAXABLE 14,856 14,922 12,289 11,320 15,552 37.39%
5587 - INVENTORY VARIANCES 154 1,813 1,304 6,000 2,000 -66.67%
5589 - DELIVERY CHARGES 5,805 6,605 3,988 6,000 5,000 -16.67%
TOTAL COST OF GOODS SOLD 1,091,496 1,090,717 858,012 1,161,698 1,130,200 -2.71%
TOTAL OPERATING REVENUES 368,940 367,031 289,593 427,803 417,800 -2.34%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 102,861 103,910 69,577 96,358 99,409 3.17%
6102 - OVERTIME-FT EMPLOYEES 213 178 - 200 200 0.00%
6103 - WAGES-PART TIME EMPLOYEES 60,756 70,400 58,676 66,350 71,000 7.01%
6104 - OVERTIME-PART TIME EMPLOYEES 1,228 1,014 687 1,000 500 -50.00%
6111 - SEVERANCE PAY 2,019 2,263 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,376 13,145 9,672 12,316 12,545 1.86%
6125 - FICA - SOCIAL SECURITY 10,664 11,376 8,315 10,182 10,371 1.86%
6126 - FICA - MEDICARE 2,493 2,660 1,944 2,381 2,425 1.85%
6131 - CAFETERIA PLAN CONTRIBUTIONS 5,025 13,488 10,678 26,976 28,594 6.00%
6151 - WORKER'S COMP INSURANCE 5,136 7,958 5,757 4,400 7,193 63.48%
TOTAL PERSONAL SERVICES 202,771 226,392 165,306 220,163 232,237 5.48%
6201 - OFFICE SUPPLIES 404 578 38 300 500 66.67%
6214 - CLOTHING & PERSONAL EQUIPMENT 563 871 127 1,000 500 -50.00%
6219 - GENERAL OPERATING SUPPLIES 3,365 3,955 1,859 4,000 4,000 0.00%
6223 - BUILDINGS & FACILITIES - - - 500 500 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES - 644 514 - - 0.00%
6242 - MINOR EQUIPMENT 2,071 1,890 - 5,000 3,000 -40.00%
6243 - MINOR COMPUTER EQUIPMENT 17,887 603 1,424 1,400 - -100.00%
TOTAL SUPPLIES 24,290 8,541 3,962 12,200 8,500 -30.33%
6307 - PROFESSIONAL SERVICES 2,444 2,629 318 4,600 2,000 -56.52%
6321 - TELEPHONE/PAGERS 1,516 1,462 948 1,552 1,600 3.09%
6331 - TRAVEL EXPENSE/MILEAGE - - - 300 200 -33.33%
6341 - PERSONNEL ADVERTISING - - - 200 100 -50.00%
6349 - OTHER ADVERTISING 4,078 3,572 - 6,000 3,000 -50.00%
6351 - PRINTING 460 207 - 200 100 -50.00%
6402 - EQUIPMENT SERVICES 2,179 439 1,394 2,000 2,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 660 976 223 1,000 1,000 0.00%
6406 - MULTI-FUNCTION MTNCE 154 134 68 175 180 2.86%
6422 - SOFTWARE MAINT 3,720 3,138 1,991 4,200 4,400 4.76%
6423 - LOGIS CHARGES 6,286 7,859 5,582 7,972 8,213 3.02%
6428 - PROTECTION SERVICES 689 262 762 500 500 0.00%
6432 - CONFERENCES AND SCHOOLS 1,001 92 815 600 1,200 100.00%
6433 - MEETING EXPENSES 34 61 79 - - 0.00%
6434 - DUES & SUBSCRIPTIONS 1,357 1,440 2,265 2,000 2,000 0.00%
6435 - CREDIT CARD FEES 21,829 19,164 12,252 22,000 20,000 -9.09%
6438 - CASH SHORT (OVER)1,182 829 10 1,000 1,000 0.00%
6441 - LICENSES, TAXES & FEES 20 20 - 500 500 0.00%
6449 - OTHER CONTRACTUAL SERVICE 4,462 7,549 5,336 5,000 5,000 0.00%
TOTAL SERVICES & OTHER CHARGES 52,071 49,833 32,043 59,799 52,993 -11.38%
6361 - GENERAL LIABILITY INSURANCE 2,747 2,383 1,719 2,403 2,460 2.37%
6362 - PROPERTY INSURANCE 962 999 769 954 1,098 15.09%
6364 - DRAM SHOP INSURANCE 1,620 2,078 945 1,798 - -100.00%
6366 - MACHINERY BREAKDOWN INSURANCE 244 233 179 218 254 16.51%
TOTAL INSURANCE 5,573 5,693 3,612 5,373 3,812 -29.05%
MUNICIPAL OFF-SALE LIQUOR - STORE #2
FUND - 60900
ENTERPRISE FUND
225
6381 - ELECTRIC 19,905 19,407 14,115 21,000 20,500 -2.38%
6382 - GAS 1,994 1,432 1,621 2,000 2,000 0.00%
6383 - WATER - - - 1,000 1,000 0.00%
TOTAL UTILITIES 21,899 20,839 15,736 24,000 23,500 -2.08%
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 113 36 - 122 - -100.00%
6462 - FIXED CHARGES 504 471 358 477 - -100.00%
6463 - REPAIR & MAINT CHARGES 171 370 - 364 - -100.00%
6465 - REPLACEMENT CHARGES 875 - - 1,150 - -100.00%
TOTAL CENTRAL GARAGE CHARGES 1,663 877 358 2,113 - -100.00%
6540 - EQUIPMENT & MACHINERY - - - 85,000 - -100.00%
TOTAL CAPITAL OUTLAY - - - 85,000 - -100.00%
6494 - DEPRECIATION EXPENSE - - - - - 0.00%
TOTAL DEPRECIATION - - - - - 0.00%
TOTAL OPERATING EXPENSES 401,627 405,535 291,037 502,508 414,902 -17.43%
OPERATING INCOME (32,687) (38,504) (1,444) (74,705) 2,898 -103.88%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 6,967 9,328 8,768 6,574 9,256 40.80%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 536 (1,519) - - - 0.00%
TOTAL INVESTMENT EARNINGS 7,503 7,809 8,768 6,574 9,256 40.80%
4921 - REFUNDS & REIMBURSEMENTS - 731 - - 200 100.00%
TOTAL MISCELLANEOUS - 731 - - 200 100.00%
TOTAL NONOPERATING REVENUES 7,503 8,540 8,768 6,574 9,456 43.84%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 26,098 26,098 15,839 26,073 27,635 5.99%
TOTAL TRANSFERS 26,098 26,098 15,839 26,073 27,635 5.99%
NET CHANGE IN FUND BALANCE (51,282)$ (56,062)$ (8,515)$ (94,204)$ (15,281)$ -83.78%
226
2017
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49613 - BC LIQUOR - DARKNESS DAY
OPERATING REVENUES
4761 - LIQUOR SALES -$ -$ -$ -$ -$ 0.00%
4763 - BEER SALES 221,111 185,243 - 190,000 190,000 0.00%
4765 - SALES-TAXABLE 1,067 669 - 1,000 1,000 0.00%
TOTAL SALES AND USER FEES 222,178 185,912 - 191,000 191,000 0.00%
5581 - COST OF SALES-LIQUOR - - - - - 0.00%
5583 - COST OF SALES-BEER 175,474 152,250 - 160,000 160,000 0.00%
5585 - OTHER COSTS OF SALE-TAXABLE 508 631 - - - 0.00%
5589 - DELIVERY CHARGES 208 276 321 - 275 100.00%
TOTAL COST OF GOODS SOLD 176,190 153,157 321 160,000 160,275 0.17%
TOTAL OPERATING REVENUES 45,988 32,755 (321) 31,000 30,725 -0.89%
OPERATING EXPENSES
6102 - OVERTIME-FT EMPLOYEES - - - 1,500 - -100.00%
6103 - WAGES-PART TIME EMPLOYEES 1,230 1,229 - 1,150 1,150 0.00%
6122 - PERA COORDINATED PLAN 92 92 - 199 161 -19.10%
6125 - FICA 76 76 - 164 133 -18.90%
6126 - MEDICARE CONTRIBUTIONS 18 18 - 38 31 -18.42%
6151 - WORKER'S COMP INSURANCE 38 56 - 71 92 29.58%
TOTAL PERSONAL SERVICES 1,454 1,471 - 3,122 1,567 -49.81%
6214 - CLOTHING & PERSONAL EQUIPMENT 775 987 - 900 900 0.00%
6219 - GENERAL OPERATING SUPPLIES 4,562 4,203 4,489 4,500 4,500 0.00%
TOTAL SUPPLIES 5,337 5,190 4,489 5,400 5,400 0.00%
6412 - BLDGS/FACILITIES 1,000 1,000 1,000 1,000 1,000 0.00%
6428 - PROTECTION SERVICES 569 596 - 800 800 0.00%
6433 - MEETING EXPENSES - - - 50 50 0.00%
6441 - LICENSES, TAXES & FEES 20 20 - 20 20 0.00%
TOTAL SERVICES & OTHER CHARGES 1,589 1,616 1,000 1,870 1,870 0.00%
TOTAL OPERATING EXPENSES 8,380 8,277 5,489 10,392 8,837 -14.96%
MUNICIPAL OFF-SALE LIQUOR - DARKNESS DAY
FUND - 60900
ENTERPRISE FUND
227
2018 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, 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
P o s i t i o n s FTEs 2017 2018 2019
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.
228
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
2016*
Actual Value
2017*
Target Value
2018
Number of Rounds Per Playable Days 87.88 95.79 97
Revenues Per Playable Day $1,673 $1,840 $1,850
Operating Expenditures Per Round $18.82 $18.44 $18.25
Operating Revenues Per Round $19.05 $19.21 $19.50
Maintenance Cost Per Acre $2,899 $2,893 $2,850
Golf Course Utilization- Actual Rounds
Compared to Available Tee Times
32.30% 33.7% 34%
*Data through September 30th
Capital Outlay and Other Initiatives with Significant Budget Impact
$1,800 One additional parking lot security camera
229
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
61300 - CENTERBROOK GOLF COURSE
OPERATING REVENUES
4771 - GOLF LESSONS 355$ 667$ 564$ 3,000$ 2,000$ -33.33%
4773 - GREEN FEES 114,856 113,861 98,280 120,000 120,000 0.00%
4778 - PASSBOOK 10,541 5,315 12,216 12,500 13,000 4.00%
4782 - RENTALS 19,231 25,764 26,587 22,000 29,000 31.82%
4785 - LEAGUE 10,180 11,944 16,193 18,000 18,000 0.00%
4786 - BEER & WINE COOLER REVENUES 24,312 29,774 27,091 29,000 36,000 24.14%
4787 - FOOD & BEVERAGE REVENUES 12,711 9,587 8,739 15,000 12,000 -20.00%
4788 - TAXABLE MERCHANDISE 1,921 10,455 1,695 3,000 3,000 0.00%
4789 - NON TAXABLE MERCHANDISE 5,177 7,239 5,052 7,000 7,000 0.00%
4790 - MISCELLANEOUS 5,328 5,678 - 6,000 6,000 0.00%
4791 - BOTTLED WATER SALES 3,613 1,320 1,235 6,000 3,000 -50.00%
TOTAL SALES AND USER FEES 208,225 221,604 197,652 241,500 249,000 3.11%
TOTAL OPERATING REVENUES 208,225 221,604 197,652 241,500 249,000 3.11%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 61,899 67,949 53,075 71,357 74,603 4.55%
6103 - WAGES-PART TIME EMPLOYEES 45,011 45,148 44,721 41,000 45,000 9.76%
6104 - OVERTIME-PART TIME EMPLOYEES 643 765 1,875 750 750 0.00%
6111 - SEVERANCE PAY 876 985 - - - 0.00%
6122 - PERA COORDINATED PLAN 5,124 5,366 4,044 5,352 5,595 4.54%
6125 - FICA - SOCIAL SECURITY 6,917 7,292 6,389 7,261 7,462 2.77%
6126 - FICA - MEDICARE 1,618 1,705 1,494 1,698 1,745 2.77%
6131 - CAFETERIA PLAN CONTRIBUTIONS 12,708 13,488 11,095 13,488 14,297 6.00%
6151 - WORKER'S COMP INSURANCE 2,883 2,339 2,009 2,741 2,347 -14.37%
TOTAL PERSONAL SERVICES 137,679 145,037 124,702 143,647 151,799 5.68%
6201 - OFFICE SUPPLIES 342 273 47 250 200 -20.00%
6211 - CLEANING SUPPLIES 25 145 - - - 0.00%
6212 - MOTOR FUELS 2,764 2,495 2,039 2,900 2,500 -13.79%
6213 - LUBRICANTS & ADDITIVES 61 181 140 - 200 100.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 40 100 - - 100 100.00%
6215 - SHOP MATERIALS 55 30 35 - 200 100.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 8,504 7,489 7,884 8,000 8,000 0.00%
6217 - SAFETY SUPPLIES - 53 61 100 100 0.00%
6219 - GENERAL OPERATING SUPPLIES 3,370 3,571 2,028 2,400 2,400 0.00%
6221 - MOTOR VEHICLES 1,171 761 1,566 600 750 25.00%
6223 - BUILDINGS & FACILITIES 1,528 1,322 1,587 1,500 1,500 0.00%
6225 - PARK & LANDSCAPE MATERIALS 2,319 1,266 2,195 2,500 2,500 0.00%
6227 - PAINT SUPPLIES - 141 119 250 200 -20.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 230 220 48 250 200 -20.00%
6241 - SMALL TOOLS 1,282 379 776 750 750 0.00%
6242 - MINOR EQUIPMENT 2,360 6,515 1,912 1,500 1,500 0.00%
6243 - MINOR COMPUTER EQUIPMENT - 609 - - 4,050 100.00%
TOTAL SUPPLIES 24,051 25,550 20,437 21,000 25,150 19.76%
6307 - PROFESSIONAL SERVICES 118 121 954 250 250 0.00%
6321 - TELEPHONE/PAGERS 1,741 1,649 1,050 1,827 1,712 -6.29%
6329 - OTHER COMMUNICATION SERVICES 1,365 1,559 1,190 1,600 - -100.00%
6331 - TRAVEL EXPENSE/MILEAGE - - - 50 - -100.00%
6349 - OTHER ADVERTISING 4,094 2,805 4,959 3,600 4,000 11.11%
6351 - PRINTING 326 682 262 500 500 0.00%
6402 - EQUIPMENT SERVICES 1,605 4,055 2,625 2,500 2,500 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - 1,275 202 750 750 0.00%
6415 - OTHER EQUIPMENT 26 14,431 9,559 5,500 9,500 72.73%
6422 - SOFTWARE MAINT 408 406 346 600 620 3.33%
6423 - LOGIS CHARGES 4,359 5,131 3,377 6,268 6,475 3.30%
6432 - CONFERENCES AND SCHOOLS 499 539 299 500 500 0.00%
6433 - MEETING EXPENSES 224 71 114 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 1,580 1,615 1,615 1,300 1,300 0.00%
CENTERBROOK GOLF COURSE
FUND - 61300
ENTERPRISE FUND
230
6435 - CREDIT CARD FEES 3,758 4,324 2,218 3,300 3,000 -9.09%
6438 - CASH SHORT (OVER)(26) 17 10 - - 0.00%
6441 - LICENSES, TAXES & FEES 400 383 672 500 700 40.00%
6449 - OTHER CONTRACTUAL SERVICE 1,312 1,886 674 700 700 0.00%
6491 - MERCHANDISE FOR RESALE 31,674 32,524 22,952 23,000 23,000 0.00%
TOTAL SERVICES & OTHER CHARGES 53,463 73,473 53,078 52,845 55,607 5.23%
6361 - GENERAL LIABILITY INSURANCE 3,165 1,710 724 968 1,024 5.79%
6362 - PROPERTY INSURANCE - 1,906 1,479 2,020 2,091 3.51%
6364 - DRAM SHOP INSURANCE 970 1,419 1,486 1,076 1,142 6.13%
6366 - MACHINERY BREAKDOWN INSURANCE - 218 175 231 247 6.93%
TOTAL INSURANCE 4,135 5,253 3,864 4,295 4,504 4.87%
6381 - ELECTRIC 9,805 9,804 7,640 8,600 8,600 0.00%
6382 - GAS 770 811 752 1,000 1,000 0.00%
6383 - WATER 2,425 5,475 7,483 6,000 6,000 0.00%
6384 - REFUSE DISPOSAL 1,691 1,897 1,265 1,750 1,750 0.00%
6385 - SEWER 628 640 495 650 650 0.00%
6386 - STORM SEWER 1,015 1,015 761 1,150 1,150 0.00%
TOTAL UTILITIES 16,334 19,642 18,396 19,150 19,150 0.00%
6461 - FUEL CHARGES 119 103 170 119 171 43.70%
6462 - FIXED CHARGES 490 132 1,356 1,808 1,616 -10.62%
6463 - REPAIR & MAINT CHARGES 3,424 3,768 2,810 2,906 2,640 -9.15%
6465 - REPLACEMENT CHARGES 249 1,512 8,888 11,850 11,850 0.00%
TOTAL CENTRAL GARAGE CHARGES 4,282 5,515 13,224 16,683 16,277 -2.43%
6540 - EQUIPMENT & MACHINERY - - 7,123 7,000 1,800 -74.29%
TOTAL CAPITAL OUTLAY - - 7,123 7,000 1,800 -74.29%
6494 - DEPRECIATION EXPENSE 18,737 18,788 14,014 19,228 19,483 1.33%
TOTAL DEPRECIATION 18,737 18,788 14,014 19,228 19,483 1.33%
TOTAL OPERATING EXPENSES 258,681 293,258 254,838 283,848 293,770 3.50%
OPERATING INCOME (LOSS)(50,456) (71,654) (57,186) (42,348) (44,770) 5.72%
NONOPERATING REVENUES
4362 - COUNTY GRANTS/AID 6,746 16,481 - - - 0.00%
4373 - OTHER GRANTS/AID - - - 7,000 - -100.00%
4612 - DONATIONS & CONTRIBUTIONS - - - 500 - -100.00%
4921 - REFUNDS & REIMBURSEMENTS 121 22 40 2,250 2,250 0.00%
TOTAL MISCELLANEOUS 6,867 16,503 40 9,750 2,250 -76.92%
4915 - TRANSFERS IN 40,000 45,000 - 45,000 60,000 33.33%
TOTAL NONOPERATING REVENUES 46,867 61,503 40 54,750 62,250 13.70%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 8,946 8,946 5,154 6,872 7,138 3.87%
NET CHANGE IN FUND BALANCE (12,535)$ (19,097)$ (62,300)$ 5,530$ 10,342$ 87.02%
231
2018 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Activities, Recreation & Services
E a r l e B r o w n H e r i t a g e C e n t e r
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 92% 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 2018, the Earle Brown Heritage Center will celebrate 28 years of operation as one of the
regions premier conference and events facilities, and as a centerpiece of the Brooklyn Center
community. Through our 2018 marketing efforts, we will continually highlight Earle Brown
Heritage Center and the City of Brooklyn Center.
Key Infrastructure Investments
Increase Capital Fund Transfer
In 2018, we are increasing our revenue goals to 4.9 million. By doing so, our goal is to increase
our yearly transfer of funds into our Capital Improvements Fund from $300,000 to $350,000.
232
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
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
3
2
9
22
1
1
1
1
1
3
3
2
9
22
1
1
1
1
1
4
3
2
9
23
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 2018 Marketing Plan.
a. Participate in five industry associations to network for business
b. Add a minimum of 35 new corporate clients
c. Work with Flik International, Embassy Suites, and other area hotels on bookings of events.
233
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 4,877,018 4,982,380
Control Expenses (Percentage of Cost to Revenue) 43.15%/62.19% 41.90%/67.00%
Customer Satisfaction Rating 99% 100%
New Corporate Clients 32 35
Revenue per Event (Corporate) $11,060 $12,130
Increase Misc. Catering Sales $29,367 $32,000
*2016 data
234
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
61700 - EARLE BROWN HERITAGE CENTER
OPERATING REVENUES
4821 - ROOM RENTALS 744,607$ 816,337$ 624,747$ 800,000$ 810,000$ 1.25%
4822 - LABOR CHARGES 22,287 26,935 16,905 25,000 25,000 0.00%
4823 - EQUIPMENT RENTALS 374,926 421,967 308,201 440,000 460,000 4.55%
4825 - COMMON AREA MTNCE 12,220 21,866 16,399 13,063 13,063 0.00%
4827 - SECURITY SERVICES 21,688 21,050 11,940 28,000 28,000 0.00%
4828 - CLIENT SERVICES 62,247 56,362 42,320 70,000 70,000 0.00%
4829 - MISCELLANEOUS 3,120 3,600 2,882 4,500 4,500 0.00%
4831 - OFFICE RENTALS 100,122 103,175 77,381 103,175 103,175 0.00%
4842 - SERVICE CHARGES 517,739 535,041 424,821 559,100 580,100 3.76%
4844 - FOOD & BEVERAGE SALES 2,298,614 2,397,586 1,903,317 2,469,383 2,499,531 1.22%
4845 - LIQUOR/WINE/BEER SALES 292,867 266,889 210,356 345,720 349,900 1.21%
4848 - MISCELLANEOUS SALES 36,823 29,367 14,299 47,614 39,000 -18.09%
TOTAL SALES AND USER FEES 4,487,260 4,700,175 3,653,568 4,905,555 4,982,269 1.56%
5586 - COST OF SALES-MISC - 75 - - - 0.00%
5591 - COST OF SALES-LABOR 1,180,142 1,195,165 1,008,841 1,367,395 1,394,327 1.97%
5592 - COST OF SALES-FOOD 584,286 616,045 459,445 650,600 663,414 1.97%
5593 - COST OF SALES-SUPPLIES 133,436 131,180 95,991 157,975 159,449 0.93%
5594 - COST OF SALES-MGMT FEES 135,600 123,600 94,950 126,600 129,600 2.37%
TOTAL COST OF GOODS SOLD 2,033,464 2,066,065 1,659,227 2,302,570 2,346,790 1.92%
TOTAL OPERATING REVENUES 2,453,796 2,634,110 1,994,341 2,602,985 2,635,479 1.25%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 615,023 634,437 510,048 717,325 732,682 2.14%
6102 - OVERTIME-FT EMPLOYEES 2,132 1,483 3,054 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 151,072 144,162 114,015 181,600 171,000 -5.84%
6104 - OVERTIME-PART TIME EMPLOYEES 37 59 139 - - 0.00%
6111 - SEVERANCE PAY 6,006 6,813 - - - 0.00%
6122 - PERA COORDINATED PLAN 53,523 51,904 41,590 66,775 67,852 1.61%
6125 - FICA - SOCIAL SECURITY 49,168 48,890 38,998 55,202 56,091 1.61%
6126 - FICA - MEDICARE 11,499 11,434 9,120 12,909 13,120 1.63%
6131 - CAFETERIA PLAN CONTRIBUTIONS 111,593 118,203 112,325 175,344 185,861 6.00%
6141 - UNEMPLOYMENT COMPENSATION 854 3,264 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 24,969 23,852 18,989 25,803 27,360 6.03%
TOTAL PERSONAL SERVICES 1,025,876 1,044,501 848,278 1,235,958 1,254,966 1.54%
6201 - OFFICE SUPPLIES 2,277 3,606 2,223 3,400 3,700 8.82%
6202 - COPYING SUPPLIES 1,711 1,989 1,477 2,550 2,800 9.80%
6203 - BOOKS/REFERENCE MATERIALS 299 - 30 200 200 0.00%
6211 - CLEANING SUPPLIES 77 1,354 588 3,300 3,300 0.00%
6212 - MOTOR FUELS 62 12 79 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 536 768 488 1,040 1,040 0.00%
6215 - SHOP MATERIALS 123 154 74 650 650 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 6,007 5,647 4,970 5,900 5,900 0.00%
6217 - SAFETY SUPPLIES 1,354 825 379 1,300 1,300 0.00%
6219 - GENERAL OPERATING SUPPLIES 27,597 25,779 20,577 32,500 32,500 0.00%
6223 - BUILDINGS & FACILITIES 22,724 23,599 22,197 28,000 28,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 4,003 4,716 2,517 5,900 5,900 0.00%
6226 - SIGNS & STRIPING MATERIALS 257 - 220 450 450 0.00%
6227 - PAINT SUPPLIES 1,415 2,017 1,031 2,750 2,750 0.00%
6237 - LAUNDRY SUPPLIES 6 - - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 6,205 3,115 3,475 9,000 9,000 0.00%
6241 - SMALL TOOLS 626 1,210 532 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 45,249 74,218 16,177 98,000 104,000 6.12%
6243 - MINOR COMPUTER EQUIPMENT 2,544 5,574 29,802 46,300 10,200 -77.97%
TOTAL SUPPLIES 123,072 154,583 106,836 242,720 213,170 -12.17%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,684 1,956 1,561 2,000 2,000 0.00%
6303 - LEGAL SERVICES 149 151 173 1,000 1,000 0.00%
6307 - PROFESSIONAL SERVICES 29,285 54,260 23,690 70,900 48,400 -31.73%
6321 - TELEPHONE/PAGERS 8,735 8,173 5,491 9,922 9,712 -2.12%
6322 - POSTAGE 554 767 777 2,450 1,800 -26.53%
6331 - TRAVEL EXPENSE/MILEAGE 643 597 697 1,000 1,000 0.00%
EARLE BROWN HERITAGE CENTER (EBHC)
FUND - 61700
ENTERPRISE FUND
235
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
6333 - FREIGHT/DRAYAGE - - - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 202 - - 800 800 0.00%
6349 - OTHER ADVERTISING 121,489 117,474 91,945 168,625 189,300 12.26%
6351 - PRINTING 16,189 2,107 7,348 15,500 16,500 6.45%
6402 - EQUIPMENT SERVICES 45,026 63,881 91,627 66,300 66,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 3,918 3,972 6,626 5,650 51,650 814.16%
6406 - MULTI-FUNCTION MTNCE 3,023 3,388 1,722 3,600 3,725 3.47%
6408 - COMMUNICATION/INFO SYSTEMS 118 221 - - - 0.00%
6409 - OTHER REPAIR & MAINT SVCS 1,308 1,308 981 1,900 1,900 0.00%
6413 - OFFICE EQUIPMENT 495 - - 4,300 4,300 0.00%
6415 - OTHER EQUIPMENT 177,567 211,940 145,286 210,500 215,500 2.38%
6421 - SOFTWARE LICENSE - - - - - 0.00%
6422 - SOFTWARE MAINT 7,837 7,300 6,717 10,350 10,705 3.43%
6423 - LOGIS CHARGES 18,064 21,751 14,672 24,377 25,127 3.08%
6428 - PROTECTION SERVICES 14,955 15,635 8,230 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 7,968 6,362 7,490 16,100 18,200 13.04%
6433 - MEETING EXPENSES 550 580 390 900 1,200 33.33%
6434 - DUES & SUBSCRIPTIONS 4,106 4,104 3,950 4,570 4,600 0.66%
6435 - CREDIT CARD FEES 39,398 42,113 24,161 32,000 33,800 5.63%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 1,971 (1,253) - - - 0.00%
6438 - CASH SHORT (OVER)(278) (174) (143) - - 0.00%
6441 - LICENSES, TAXES & FEES 9,136 9,071 6,611 6,400 6,900 7.81%
6443 - PRIZE AWARDS/EXPENSE REIMB - - 200 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 42,249 77,441 64,461 43,000 78,000 81.40%
6451 - MTG PLANNER POINTS-EBHC - - - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 556,341 653,125 514,663 724,644 814,919 12.46%
6361 - GENERAL LIABILITY INSURANCE 8,967 5,422 4,224 2,477 5,197 109.81%
6362 - PROPERTY INSURANCE 26,487 25,577 18,667 26,859 26,144 -2.66%
6366 - MACHINERY BREAKDOWN INSURANCE 2,397 2,310 1,783 2,470 2,545 3.04%
TOTAL INSURANCE 37,851 33,309 24,674 31,806 33,886 6.54%
6381 - ELECTRIC 121,306 129,039 101,381 143,500 153,500 6.97%
6382 - GAS 41,058 33,022 31,139 44,500 46,500 4.49%
6383 - WATER 4,104 5,380 4,452 7,480 7,600 1.60%
6384 - REFUSE DISPOSAL 8,910 8,870 6,362 9,800 9,900 1.02%
6385 - SEWER 5,984 6,384 4,896 6,500 6,500 0.00%
6386 - STORM SEWER 3,108 3,106 2,330 5,000 5,000 0.00%
6389 - STREET LIGHTS 936 936 702 1,200 1,200 0.00%
TOTAL UTILITIES 185,406 186,737 151,262 217,980 230,200 5.61%
6494 - DEPRECIATION EXPENSE 620,248 182,004 128,491 188,517 189,351 0.44%
TOTAL DEPRECIATION 620,248 182,004 128,491 188,517 189,351 0.44%
TOTAL OPERATING EXPENSES 2,548,794 2,254,259 1,774,204 2,641,625 2,736,492 3.59%
OPERATING INCOME (LOSS)(94,998) 379,851 220,137 (38,640) (101,013) 161.42%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 9,847 16,394 17,849 10,296 17,937 74.21%
4604 - CHECK PROCESSING FEES 30 30 - - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 731 (2,802) - - - 0.00%
TOTAL INVESTMENT EARNINGS 10,608 13,622 17,849 10,296 17,937 74.21%
4606 - OTHER REVENUE 26,096 14,526 11,340 - 10,000 100.00%
4912 - CAPITAL CONTRIBUTIONS - 131,550 - - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 10,776 17,145 - - - 0.00%
TOTAL MISCELLANEOUS 36,872 163,221 11,340 - 10,000 100.00%
TOTAL NONOPERATING REVENUES 47,480 176,843 29,189 10,296 27,937 171.34%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 93,675 93,675 70,691 94,254 99,561 5.63%
6476 - CAPITAL PROJECT FUND TRANSFER 247,194 350,000 - 300,000 350,000 16.67%
6482 - MISC TRANSFER OUT 14,857 - - - - 0.00%
TOTAL TRANSFERS 355,726 443,675 70,691 394,254 449,561 14.03%
NET CHANGE IN FUND BALANCE (403,244)$ 113,019$ 178,635$ (422,598)$ (522,637)$ 23.67%
236
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49851 - EBHC-ADMINISTRATION
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 169,613$ 166,812$ 133,230$ 182,877$ 183,229$ 0.19%
6102 - OVERTIME-FT EMPLOYEES 216 277 - - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES - 1,444 153 - - 0.00%
6111 - SEVERANCE PAY 2,608 2,630 - - - 0.00%
6122 - PERA COORDINATED PLAN 12,737 12,640 10,004 13,715 13,742 0.20%
6125 - FICA - SOCIAL SECURITY 11,066 10,490 8,344 11,339 11,361 0.19%
6126 - FICA - MEDICARE 2,588 2,453 1,951 2,651 2,656 0.19%
6131 - CAFETERIA PLAN CONTRIBUTIONS 27,264 24,968 25,723 40,464 42,891 6.00%
6151 - WORKER'S COMP INSURANCE 1,306 1,266 985 1,226 1,301 6.12%
TOTAL PERSONAL SERVICES 227,398 222,980 180,390 252,272 255,180 1.15%
6219 - GENERAL OPERATING SUPPLIES 17 - - - - 0.00%
6242 - MINOR EQUIPMENT 2,720 1,810 625 5,000 3,000 -40.00%
6243 - MINOR COMPUTER EQUIPMENT - 1,071 3,243 4,100 - -100.00%
TOTAL SUPPLIES 2,737 2,881 3,868 9,100 3,000 -67.03%
6301 - ACCTG, AUDIT & FIN'L SERVICES 1,684 1,956 1,561 2,000 2,000 0.00%
6303 - LEGAL SERVICES - - - 500 500 0.00%
6307 - PROFESSIONAL SERVICES 9,585 2,821 2,897 32,500 10,000 -69.23%
6321 - TELEPHONE/PAGERS 900 900 624 900 1,252 39.11%
6421 - SOFTWARE LICENSE - - - - - 0.00%
6422 - SOFTWARE MAINT 6,875 7,040 6,457 8,700 9,000 3.45%
6423 - LOGIS CHARGES 18,064 21,751 14,672 24,377 25,127 3.08%
6432 - CONFERENCES AND SCHOOLS 1,870 1,383 2,292 3,700 3,900 5.41%
6449 - OTHER CONTRACTUAL SERVICES - 35,000 35,000 - 35,000 100.00%
TOTAL SERVICES & OTHER CHARGES 38,978 70,851 63,503 72,677 86,779 19.40%
6361 - GENERAL LIABILITY INSURANCE 785 296 183 217 273 25.81%
6362 - PROPERTY INSURANCE 6,870 6,650 4,853 6,966 6,798 -2.41%
6366 - MACHINERY BREAKDOWN INSURANCE 601 578 446 619 636 2.75%
TOTAL INSURANCE 8,256 7,524 5,482 7,802 7,707 -1.22%
6494 - DEPRECIATION EXPENSE 32,446 6,832 5,096 7,194 7,264 0.97%
TOTAL DEPRECIATION 32,446 6,832 5,096 7,194 7,264 0.97%
TOTAL OPERATING EXPENSES 309,815 311,068 258,339 349,045 359,930 3.12%
NONOPERATING REVENUES
4603 - INTEREST EARNINGS 9,847 16,394 17,849 10,296 17,937 74.21%
4604 - CHECK PROCESSING FEES 30 - - - - 0.00%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 731 (2,802) - - - 0.00%
TOTAL INVESTMENT EARNINGS 10,608 13,592 17,849 10,296 17,937 74.21%
4606 - OTHER REVENUE 24,928 10,000 10,000 - 10,000 100.00%
4921 - REFUNDS & REIMBURSEMENTS 10,776 16,983 - - - 0.00%
TOTAL MISCELLANEOUS 35,704 26,983 10,000 - 10,000 100.00%
TOTAL NONOPERATING REVENUES 46,312 40,575 27,849 10,296 27,937 171.34%
NONOPERATING EXPENSES
6471 - ADMINISTRATIVE SERVICE TRANSFER 93,675 93,675 70,691 94,254 99,561 5.63%
6476 - CAPITAL PROJECT FUND TRANSFER 247,194 350,000 - 300,000 350,000 16.67%
6482 - MISC TRANSFER OUT 14,857 - - - - 0.00%
TOTAL TRANSFERS 355,726 443,675 70,691 394,254 449,561 14.03%
NET CHANGE IN FUND BALANCE (619,229)$ (714,168)$ (301,181)$ (733,003)$ (781,554)$ 6.62%
EARLE BROWN HERITAGE CENTER (EBHC) - ADMINISTRATION
FUND - 61700
ENTERPRISE FUND
237
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49852 - EBHC-CONVENTION CENTER
OPERATING REVENUES
4821 - ROOM RENTALS 744,607$ 816,337$ 624,747$ 800,000$ 810,000$ 1.25%
4822 - LABOR CHARGES 22,287 26,935 16,905 25,000 25,000 0.00%
4823 - EQUIPMENT RENTALS 374,926 421,967 308,201 440,000 460,000 4.55%
4825 - COMMON AREA MTNCE 12,220 21,866 16,399 13,063 13,063 0.00%
4827 - SECURITY SERVICES 21,688 21,050 11,940 28,000 28,000 0.00%
4828 - CLIENT SERVICES 62,247 56,362 42,320 70,000 70,000 0.00%
4829 - MISCELLANEOUS 3,120 3,600 2,882 4,500 4,500 0.00%
4844 - FOOD AND BEVERAGE SALES 3,175 6,327 22 - - 0.00%
TOTAL SALES AND USER FEES 1,244,270 1,374,444 1,023,416 1,380,563 1,410,563 2.17%
TOTAL OPERATING REVENUES 1,244,270 1,374,444 1,023,416 1,380,563 1,410,563 2.17%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 424,444 441,775 355,605 534,448 524,453 -1.87%
6102 - OVERTIME-FT EMPLOYEES 1,916 1,206 3,054 1,000 1,000 0.00%
6103 - WAGES-PART TIME EMPLOYEES 122,049 116,401 90,629 134,000 129,000 -3.73%
6104 - OVERTIME-PART TIME EMPLOYEES 37 36 139 - - 0.00%
6111 - SEVERANCE PAY 3,398 4,184 - - - 0.00%
6122 - PERA COORDINATED PLAN 37,568 35,979 28,779 49,910 50,960 2.10%
6125 - FICA - SOCIAL SECURITY 34,891 35,065 27,809 41,259 42,126 2.10%
6126 - FICA - MEDICARE 8,161 8,200 6,504 9,649 9,855 2.13%
6131 - CAFETERIA PLAN CONTRIBUTIONS 84,329 93,235 86,602 134,880 142,970 6.00%
6141 - UNEMPLOYMENT COMPENSATION 854 3,264 - - - 0.00%
6151 - WORKER'S COMP INSURANCE 20,821 19,776 15,633 22,502 23,905 6.24%
TOTAL PERSONAL SERVICES 738,468 759,121 614,754 927,648 924,269 -0.36%
6201 - OFFICE SUPPLIES 1,210 2,145 1,268 2,000 2,200 10.00%
6202 - COPYING SUPPLIES 855 1,085 750 1,500 1,600 6.67%
6203 - BOOKS/REFERENCE MATERIALS 299 - 30 200 200 0.00%
6211 - CLEANING SUPPLIES 77 1,354 588 3,000 3,000 0.00%
6212 - MOTOR FUELS 62 12 79 200 200 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 461 697 427 1,000 1,000 0.00%
6215 - SHOP MATERIALS 123 154 74 600 600 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 5,830 5,320 4,970 5,500 5,500 0.00%
6217 - SAFETY SUPPLIES 1,279 574 240 800 800 0.00%
6219 - GENERAL OPERATING SUPPLIES 27,580 25,761 20,356 32,000 32,000 0.00%
6223 - BUILDINGS & FACILITIES 21,889 21,859 16,997 23,000 23,000 0.00%
6225 - PARK & LANDSCAPE MATERIALS 4,003 4,716 2,517 5,600 5,600 0.00%
6226 - SIGNS & STRIPING MATERIALS 257 - 220 300 300 0.00%
6227 - PAINT SUPPLIES 1,415 2,017 1,031 2,500 2,500 0.00%
6237 - LAUNDRY SUPPLIES 6 - - 80 80 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 4,944 3,115 1,896 8,000 8,000 0.00%
6241 - SMALL TOOLS 626 1,210 532 1,200 1,200 0.00%
6242 - MINOR EQUIPMENT 12,083 37,426 12,511 48,000 51,000 6.25%
6243 - MINOR COMPUTER EQUIPMENT 847 35 25,678 40,200 4,800 -88.06%
TOTAL SUPPLIES 83,846 107,480 90,164 175,680 143,580 -18.27%
6303 - LEGAL SERVICES 149 151 72 500 500 0.00%
6307 - PROFESSIONAL SERVICES 10,150 27,671 13,983 19,700 19,700 0.00%
6321 - TELEPHONE/PAGERS 5,965 5,524 3,919 6,922 7,500 8.35%
6322 - POSTAGE 433 767 777 2,000 1,500 -25.00%
6331 - TRAVEL EXPENSE/MILEAGE 643 597 697 1,000 1,000 0.00%
6333 - FREIGHT/DRAYAGE - - - 500 500 0.00%
6341 - PERSONNEL ADVERTISING 202 - - 800 800 0.00%
6349 - OTHER ADVERTISING 51,500 57,697 42,929 81,750 94,000 14.98%
6351 - PRINTING 542 1,626 2,964 7,500 7,500 0.00%
6402 - EQUIPMENT SERVICES 31,280 34,859 82,807 40,000 40,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,959 1,986 1,922 3,000 25,000 733.33%
6406 - MULTI-FUNCTION MTNCE 2,012 2,345 1,108 2,400 2,475 3.13%
6408 - COMMUNICATION/INFO SYSTEMS 118 221 - - - 0.00%
6413 - OFFICE EQUIPMENT 495 - - 2,300 2,300 0.00%
EARLE BROWN HERITAGE CENTER (EBHC) - CONVENTION CENTER
FUND - 61700
ENTERPRISE FUND
238
6415 - OTHER EQUIPMENT 177,567 211,940 145,286 210,000 215,000 2.38%
6422 - SOFTWARE MAINT 544 173 173 900 930 3.33%
6428 - PROTECTION SERVICES 14,955 15,635 8,230 19,000 19,000 0.00%
6432 - CONFERENCES AND SCHOOLS 4,044 3,928 5,198 9,900 11,300 14.14%
6433 - MEETING EXPENSES 510 580 390 900 1,000 11.11%
6434 - DUES & SUBSCRIPTIONS 4,106 4,104 3,480 4,500 4,500 0.00%
6435 - CREDIT CARD FEES 7,016 10,956 6,164 5,000 4,800 -4.00%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 494 (233) - - - 0.00%
6438 - CASH SHORT (OVER)(1) 5 32 - - 0.00%
6441 - LICENSES, TAXES & FEES 200 210 420 400 400 0.00%
6443 - PRIZE AWARDS/EXPENSE REIMB - - 200 - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 22,414 21,994 16,196 23,000 23,000 0.00%
6451 - MTG PLANNER POINTS-EBHC - - - 3,000 3,000 0.00%
TOTAL SERVICES & OTHER CHARGES 337,297 402,736 336,947 444,972 485,705 9.15%
6361 - GENERAL LIABILITY INSURANCE 4,562 3,164 2,930 1,260 3,279 160.24%
6362 - PROPERTY INSURANCE 8,471 8,185 5,973 8,589 8,366 -2.60%
6366 - MACHINERY BREAKDOWN INSURANCE 744 716 553 766 789 3.00%
TOTAL INSURANCE 13,777 12,065 9,456 10,615 12,434 17.14%
6381 - ELECTRIC 96,824 103,631 80,947 110,000 120,000 9.09%
6382 - GAS 17,700 14,395 13,367 18,000 19,000 5.56%
6383 - WATER 1,830 2,295 2,061 3,000 3,100 3.33%
6384 - REFUSE DISPOSAL 1,644 3,617 2,024 2,100 2,200 4.76%
6385 - SEWER 2,713 2,775 2,189 3,400 3,400 0.00%
6386 - STORM SEWER 1,554 1,553 1,165 3,400 3,400 0.00%
6389 - STREET LIGHTS 468 468 301 600 600 0.00%
TOTAL UTILITIES 122,733 128,734 102,054 140,500 151,700 7.97%
6494 - DEPRECIATION EXPENSE 321,980 129,806 86,606 132,187 133,473 0.97%
TOTAL DEPRECIATION 321,980 129,806 86,606 132,187 133,473 0.97%
TOTAL OPERATING EXPENSES 1,618,101 1,539,942 1,239,981 1,831,602 1,851,161 1.07%
OPERATING INCOME (373,831) (165,498) (216,565) (451,039) (440,598) -2.31%
NONOPERATING REVENUES
4604 - ADMINISTRATIVE SERVICE TRANSFER - 30 - - - 0.00%
4606 - OTHER REVENUE 1,168 4,526 1,340 - - 0.00%
4912 - CAPITAL CONTRIBUTIONS - 131,550 - - - 0.00%
TOTAL MISCELLANEOUS 1,168 136,106 1,340 - - 0.00%
NET CHANGE IN FUND BALANCE (372,663)$ (29,392)$ (215,225)$ (451,039)$ (440,598)$ -2.31%
239
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49853 - EBHC-CATERING OPERATIONS
OPERATING REVENUES
4842 - SERVICE CHARGES 517,739$ 535,041$ 424,821$ 559,100$ 580,100$ 3.76%
4844 - FOOD & BEVERAGE SALES 2,295,439 2,391,259 1,903,294 2,469,383 2,499,531 1.22%
4845 - LIQUOR/WINE/BEER SALES 292,867 266,889 210,356 345,720 349,900 1.21%
4848 - MISCELLANEOUS SALES 36,823 29,367 14,299 47,614 39,000 -18.09%
TOTAL SALES AND USER FEES 3,142,868 3,222,556 2,552,770 3,421,817 3,468,531 1.37%
5586 - COST OF SALES-MISC - 75 - - - 0.00%
5591 - COST OF SALES-LABOR 1,180,142 1,195,165 1,008,841 1,367,395 1,394,327 1.97%
5592 - COST OF SALES-FOOD 584,286 616,045 459,445 650,600 663,414 1.97%
5593 - COST OF SALES-SUPPLIES 133,436 131,180 95,991 157,975 159,449 0.93%
5594 - COST OF SALES-MGMT FEES 135,600 123,600 94,950 126,600 129,600 2.37%
TOTAL COST OF GOODS SOLD 2,033,464 2,066,065 1,659,227 2,302,570 2,346,790 1.92%
TOTAL OPERATING REVENUES 1,109,404 1,156,491 893,543 1,119,247 1,121,741 0.22%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 20,741 25,585 19,796 - 25,000 100.00%
6103 - WAGES-PART TIME EMPLOYEES 28,435 25,899 23,137 43,600 38,000 -12.84%
6104 - OVERTIME-PART TIME EMPLOYEES - 22 - - - 0.00%
6122 - PERA COORDINATED PLAN 3,157 3,240 2,699 2,850 2,850 0.00%
6125 - FICA - SOCIAL SECURITY 3,160 3,295 2,751 2,356 2,356 0.00%
6126 - FICA - MEDICARE 738 771 643 551 551 0.00%
6151 - WORKER'S COMP INSURANCE 2,796 2,774 2,290 1,877 1,949 3.84%
TOTAL PERSONAL SERVICES 59,027 61,586 51,316 51,234 70,706 38.01%
6201 - OFFICE SUPPLIES 1,067 1,460 954 1,400 1,500 7.14%
6202 - COPYING SUPPLIES 855 904 727 1,050 1,200 14.29%
6211 - CLEANING SUPPLIES - - - 300 300 0.00%
6214 - CLOTHING & PERSONAL EQUIPMENT 76 70 61 40 40 0.00%
6215 - SHOP MATERIALS - - - 50 50 0.00%
6216 - CHEMICALS/CHEMICAL PRODUCTS 177 327 - 400 400 0.00%
6217 - SAFETY SUPPLIES 75 251 140 500 500 0.00%
6219 - GENERAL OPERATING SUPPLIES - 18 221 500 500 0.00%
6223 - BUILDINGS & FACILITIES 797 1,740 5,064 4,000 4,000 0.00%
6227 - PAINT SUPPLIES - - - 100 100 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 1,261 - 1,579 1,000 1,000 0.00%
6242 - MINOR EQUIPMENT 30,446 34,983 3,041 45,000 50,000 11.11%
6243 - MINOR COMPUTER EQUIPMENT 1,697 4,467 881 2,000 5,400 170.00%
TOTAL SUPPLIES 36,451 44,220 12,668 56,340 64,990 15.35%
6307 - PROFESSIONAL SERVICES 9,550 23,768 6,811 18,700 18,700 0.00%
6321 - TELEPHONE/PAGERS 1,870 1,749 948 2,100 960 -54.29%
6322 - POSTAGE 121 - - 450 300 -33.33%
6349 - OTHER ADVERTISING 69,989 59,777 49,016 86,875 95,300 9.70%
6351 - PRINTING 15,647 481 4,385 8,000 9,000 12.50%
6402 - EQUIPMENT SERVICES 13,746 28,594 7,535 21,000 21,000 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE 1,959 1,986 4,704 2,500 24,500 880.00%
6406 - MULTI-FUNCTION MTNCE 1,010 1,043 615 1,200 1,250 4.17%
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 418 87 87 750 775 3.33%
6432 - CONFERENCES AND SCHOOLS 2,054 1,052 - 2,500 3,000 20.00%
6433 - MEETING EXPENSES 40 - - - 200 100.00%
6434 - DUES & SUBSCRIPTIONS - - 470 70 100 42.86%
6435 - CREDIT CARD FEES 32,382 31,157 17,997 27,000 29,000 7.41%
6436 - UNCOLLECTIBLE CHECKS/DEBTS 1,477 (1,020) - - - 0.00%
6438 - CASH SHORT (OVER)(278) (178) (176) - - 0.00%
6449 - OTHER CONTRACTUAL SERVICE 10,521 11,315 7,050 11,000 11,000 0.00%
TOTAL SERVICES & OTHER CHARGES 161,814 161,119 100,423 186,545 219,485 17.66%
EARLE BROWN HERITAGE CENTER (EBHC) - CATERING
FUND - 61700
ENTERPRISE FUND
240
6361 - GENERAL LIABILITY INSURANCE 3,504 1,929 1,092 968 1,616 66.94%
6362 - PROPERTY INSURANCE 10,295 9,975 7,280 10,438 10,196 -2.32%
6366 - MACHINERY BREAKDOWN INSURANCE 957 924 713 986 1,018 3.25%
TOTAL INSURANCE 14,756 12,828 9,085 12,392 12,830 3.53%
6381 - ELECTRIC 17,824 19,068 14,868 26,000 26,000 0.00%
6382 - GAS 17,347 14,142 13,123 18,000 19,000 5.56%
6383 - WATER 1,841 2,355 1,888 3,580 3,600 0.56%
6384 - REFUSE DISPOSAL 6,547 4,749 4,339 7,000 7,000 0.00%
6385 - SEWER 2,689 2,724 2,162 2,500 2,500 0.00%
6386 - STORM SEWER 1,554 1,553 1,165 1,600 1,600 0.00%
6389 - STREET LIGHTS 468 468 401 600 600 0.00%
TOTAL UTILITIES 48,270 45,059 37,946 59,280 60,300 1.72%
6494 - DEPRECIATION EXPENSE 174,758 42,958 34,992 45,817 45,263 -1.21%
TOTAL DEPRECIATION 174,758 42,958 34,992 45,817 45,263 -1.21%
TOTAL OPERATING EXPENSES 495,076 367,770 246,430 411,608 473,574 15.05%
OPERATING INCOME 614,328 788,721 647,113 707,639 648,167 -8.40%
NONOPERATING REVENUES
4921 - REFUNDS & REIMBURSEMENTS - 162 - - - 0.00%
TOTAL MISCELLANEOUS - 162 - - - 0.00%
NET CHANGE IN FUND BALANCE 614,328$ 788,883$ 647,113$ 707,639$ 648,167$ -8.40%
241
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49854 - EBHC-OFFICE RENTAL
OPERATING REVENUES
4831 - OFFICE RENTALS 100,122$ 103,175$ 77,381$ 103,175$ 103,175$ 0.00%
TOTAL SALES AND USER FEES 100,122 103,175 77,381 103,175 103,175 0.00%
TOTAL OPERATING REVENUES 100,122 103,175 77,381 103,175 103,175 0.00%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 225 264 1,416 - - 0.00%
6103 - WAGES-PART TIME EMPLOYEES 587 417 96 4,000 4,000 0.00%
6122 - PERA COORDINATED PLAN 61 45 108 300 300 0.00%
6125 - FICA - SOCIAL SECURITY 51 39 93 248 248 0.00%
6126 - FICA - MEDICARE 12 9 22 58 58 0.00%
6151 - WORKER'S COMP INSURANCE 46 37 81 198 205 3.54%
TOTAL PERSONAL SERVICES 982 811 1,816 4,804 4,811 0.15%
6223 - BUILDINGS & FACILITIES 38 - 136 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 - 136 1,600 1,600 0.00%
6303 - LEGAL SERVICES - - 101 - - 0.00%
6402 - EQUIPMENT SERVICES - 428 1,285 5,300 5,300 0.00%
6403 - BLDGS/FACILITIES MAINT SERVICE - - - 150 2,150 1333.33%
6441 - LICENSES, TAXES & FEES 8,936 8,861 6,191 6,000 6,500 8.33%
6449 - OTHER CONTRACTUAL SERVICE 9,314 9,131 6,215 9,000 9,000 0.00%
TOTAL SERVICES & OTHER CHARGES 18,250 18,420 13,792 20,450 22,950 12.22%
6361 - GENERAL LIABILITY INSURANCE 116 34 19 32 29 -9.38%
6362 - PROPERTY INSURANCE 851 767 560 866 784 -9.47%
6366 - MACHINERY BREAKDOWN INSURANCE 96 92 71 99 102 3.03%
TOTAL INSURANCE 1,063 893 650 997 915 -8.22%
6381 - ELECTRIC 6,658 6,340 5,566 7,500 7,500 0.00%
6382 - GAS 6,011 4,486 4,649 8,500 8,500 0.00%
6383 - WATER 433 731 503 900 900 0.00%
6384 - REFUSE DISPOSAL 718 504 - 700 700 0.00%
6385 - SEWER 582 885 545 600 600 0.00%
TOTAL UTILITIES 14,402 12,946 11,263 18,200 18,200 0.00%
6494 - DEPRECIATION EXPENSE 91,065 2,409 1,797 3,319 3,351 0.96%
TOTAL DEPRECIATION 91,065 2,409 1,797 3,319 3,351 0.96%
TOTAL OPERATING EXPENSES 125,800 35,479 29,454 49,370 51,827 4.98%
NET CHANGE IN FUND BALANCE (25,678)$ 67,696$ 47,927$ 53,805$ 51,348$ -4.57%
EARLE BROWN HERITAGE CENTER (EBHC) - OFFICE RENTALS
FUND - 61700
ENTERPRISE FUND
242
City of Brooklyn Center
2018 Budget
Internal Service Funds
City of Brooklyn Center
2018 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 are:
Central Garage Fund
243
2018 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 142 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 2018 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 2018 we will continue to improve and implement equipment replacement tracking methodology.
Staffing Levels
P o s i t i o n s FTEs 2017 2018 2019
Crew Leader/Mechanic
Mechanic
Night Service Person
Administrative Technician
1
2
1
1
1
2
1
1
1
2
1
1
244
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 27
Maintain fuel inventory (Fuel sold vs. fuel on hand) 0.007% <1.0% deviation
Fuel cost control charged to customers (volatility
factor)
5% < 5% increase
Maintain average fuel purchase cost - actual vs.
(budget estimate)
$1.65/gal ($2.40/gal) < or = $2.52/gal
Number of work orders completed per year
- Repair
- Scheduled preventive maintenance, checks
and services
1174
336
<1300
Between 300 and 400
Mechanics billable time (2 mechanics plus night
service person**)
57.94% > or = 75%
*2016 data
**Billable time for 2016 was low due to work being done on the vehicle lifts 2 and 3.
245
Capital Outlay and Other Initiatives with Significant Budget Impact
The following equipment is scheduled for replacement in 2018 and 2019.
MAKE/MODEL
DEPT
CITY ID
REPLACEMENT
YEAR
COST - Net Trade
Fire Pick-up Truck Fire New 2018 $33,000
Fire Ford Explorer Fire New 2018 $33,000
Sterling LT9500 tandem Street 0011 2018 $201,000
Champion 736A AWD Street 0012 2018
Sterling Tandem Street New $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
Vehicle Lift 3 Central
Garage
2018 $160,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2018 $1,233,500
Freightliner Salvage Fire 0001 2019 $329,000
Hypac Roller Street 0017 2019 $37,800
Sterling L8500 Street 0042 2019 $182,000
Paint Striper Street 0046 2019 $81,500
Air Compressor Street 0051 2019 $28,500
Ford Fusion Street 0057 2019 $20,500
Ford F350 Parks 0206 2019 $44,500
Ford Fusion Police 0300 2019 $22,000
Ford SUV Interceptor Police 0323 2019 $34,500
Ford PI Utility Police 0337 2019 $34,500
Smart Trailer Police 0356 2019 $17,000
Ford Fusion Police 0383 2019 $22,000
Freightliner-Jet Sewer 0604 2019 $198,000
Godwin Trash Pump Sewer 0612 2019 $41,000
Ford F-150 Building 0701 2019 $24,000
TOTAL CAPITAL OUTLAY REQUEST FOR 2019 $1,117,600
246
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
49951 - CENTRAL GARAGE OPERATIONS
OPERATING REVENUES
4862 - FUEL SALES-INTERNAL 202,610 146,238 125,127 219,924 218,827 -0.50%
4862.1 - FUEL SALES-EXTERNAL 82,608 77,013 48,887 83,072 123,893 49.14%
4863 - REPLACEMENT CHARGES 799,392 840,532 670,622 864,820 898,772 3.93%
4864 - OVERHEAD CHARGES 201,549 233,940 140,861 186,092 169,025 -9.17%
4865 - REPAIR/MAINT CHARGES 348,186 307,591 317,204 418,000 400,000 -4.31%
TOTAL SALES AND USER FEES 1,634,345 1,605,314 1,302,701 1,771,908 1,810,517 2.18%
TOTAL OPERATING REVENUES 1,634,345 1,605,314 1,302,701 1,771,908 1,810,517 2.18%
OPERATING EXPENSES
6101 - WAGES & SALARIES-FT EMPLOYEES 251,402 253,247 217,708 287,734 298,891 3.88%
6102 - OVERTIME-FT EMPLOYEES 319 449 - 400 400 0.00%
6111 - SEVERANCE PAY 1,544 1,389 - - - 0.00%
6122 - PERA COORDINATED PLAN 18,879 19,027 16,328 21,579 22,416 3.88%
6125 - FICA - SOCIAL SECURITY 15,041 14,303 12,717 17,840 18,531 3.87%
6126 - FICA - MEDICARE 3,518 3,345 2,974 4,171 4,334 3.91%
6131 - CAFETERIA PLAN CONTRIBUTIONS 63,540 62,546 53,911 67,440 71,485 6.00%
6151 - WORKER'S COMP INSURANCE 10,020 9,311 7,435 10,114 9,789 -3.21%
TOTAL PERSONAL SERVICES 364,263 363,617 311,073 409,278 425,846 4.05%
6201 - OFFICE SUPPLIES 270 434 512 415 415 0.00%
6203 - BOOKS/REFERENCE MATERIALS 26 - 480 200 200 0.00%
6212 - MOTOR FUELS 284,247 220,745 167,309 283,980 342,720 20.68%
6213 - LUBRICANTS & ADDITIVES 12,806 13,736 7,038 17,500 17,500 0.00%
6215 - SHOP MATERIALS 5,461 8,231 6,157 8,250 8,250 0.00%
6217 - SAFETY SUPPLIES 781 512 444 720 1,320 83.33%
6218 - WELDING SUPPLIES 5,501 4,923 3,441 4,870 4,870 0.00%
6219 - GENERAL OPERATING SUPPLIES 1,103 960 1,213 1,450 1,450 0.00%
6221 - MOTOR VEHICLES 74,206 88,588 66,062 82,400 85,000 3.16%
6222 - TIRES 15,481 17,479 11,611 19,100 19,100 0.00%
6227 - PAINT SUPPLIES - 98 49 210 210 0.00%
6239 - OTHER REPAIR & MAINT SUPPLIES 585 714 1,486 570 600 5.26%
6241 - SMALL TOOLS 1,760 3,245 694 3,900 3,900 0.00%
6242 - MINOR EQUIPMENT 824 3,658 23,705 19,400 15,700 -19.07%
6243 - MINOR COMPUTER EQUIPMENT 2,035 - - - - 0.00%
TOTAL SUPPLIES 405,086 363,323 290,201 442,965 501,235 13.15%
6307 - PROFESSIONAL SERVICES 2,105 23,367 1,838 2,500 2,500 0.00%
6321 - TELEPHONE/PAGERS 207 184 226 265 675 154.72%
6323 - RADIO COMMUNICATIONS 620 1,080 457 600 600 0.00%
6331 - TRAVEL EXPENSE/MILEAGE - 43 - - - 0.00%
6333 - FREIGHT/DRAYAGE 305 169 - 620 620 0.00%
6351 - PRINTING 113 244 89 340 340 0.00%
6401 - MOTOR VEHICLE SERVICES 65,801 37,971 74,819 67,000 67,000 0.00%
6402 - EQUIPMENT SERVICES 4,988 6,610 6,366 5,950 5,950 0.00%
6406 - MULTI-FUNCTION MTNCE 861 836 458 875 900 2.86%
6417 - UNIFORMS 5,350 2,058 1,234 2,500 2,500 0.00%
6421 - SOFTWARE LICENSE - - - 490 - -100.00%
6422 - SOFTWARE MAINT 5,752 6,460 6,738 6,700 6,900 2.99%
6423 - LOGIS CHARGES 4,279 4,988 3,147 5,121 5,258 2.68%
6432 - CONFERENCES AND SCHOOLS 1,629 899 1,420 1,900 2,500 31.58%
6433 - MEETING EXPENSES 35 36 - 100 100 0.00%
6434 - DUES & SUBSCRIPTIONS 344 389 448 150 150 0.00%
6441 - LICENSES, TAXES & FEES 684 5,839 1,404 1,100 2,200 100.00%
6447 - TOWING CHARGES 1,409 540 430 1,300 1,300 0.00%
6449 - OTHER CONTRACTUAL SERVICE 1,670 33,585 2,746 1,620 1,620 0.00%
TOTAL SERVICES & OTHER CHARGES 96,152 125,298 101,820 99,131 101,113 2.00%
6363 - MOTOR VEHICLE INSURANCE 42,527 51,777 28,801 47,434 40,705 -14.19%
6367 - EQUIPMENT (INLAND MARINE)14,166 16,377 5,310 13,637 7,505 -44.97%
TOTAL INSURANCE 56,693 68,154 34,111 61,071 48,210 -21.06%
6388 - HAZARDOUS WASTE DISPOSAL 895 335 255 1,300 1,500 15.38%
TOTAL UTILITIES 895 335 255 1,300 1,500 15.38%
CENTRAL GARAGE
FUND - 70100
INTERNAL SERVICE FUND
247
2017
2015 2016 September 2017 2018
Object Code / Description Actual Actual YTD Budget Budget Change
6461 - FUEL CHARGES 898 580 130 905 822 -9.17%
6463 - REPAIR & MAINT CHARGES - - 117 - - 0.00%
TOTAL CENTRAL GARAGE CHARGES 898 580 247 905 822 -9.17%
6540 - EQUIPMENT & MACHINERY 1,766 - - 160,000 160,000 0.00%
6545 - OTHER EQUIPMENT 17,860 - - - - 0.00%
6550 - MOTOR VEHICLES 2,414 1,743 496,929 1,254,000 1,233,500 -1.63%
TOTAL CAPITAL OUTLAY 22,040 1,743 496,929 1,414,000 1,393,500 -1.45%
6494 - DEPRECIATION EXPENSE 761,629 824,158 1,486 834,186 866,300 3.85%
TOTAL DEPRECIATION 761,629 824,158 1,486 834,186 866,300 3.85%
TOTAL OPERATING EXPENSES 1,707,656 1,747,208 1,236,122 3,262,836 3,338,526 2.32%
OPERATING INCOME (73,311) (141,894) 66,579 (1,490,928) (1,528,009) 2.49%
NONOPERATING REVENUES
4359 - OTHER STATE GRANTS/AID - - 10,932 - - 0.00%
4362- COUNTY GRANTS/AID - - 50,227 - - 0.00%
TOTAL INTERGOVERNMENTAL - - 61,159 - - 0.00%
4603 - INTEREST EARNINGS 33,986 47,433 45,352 30,540 49,307 61.45%
4605 - UNREALIZED INVESTMENT GAIN/LOSS 2,421 (7,816) - - - 0.00%
TOTAL INVESTMENT EARNINGS 36,407 39,617 45,352 30,540 49,307 61.45%
4606 - OTHER REVENUE 732 1,637 333 - - 0.00%
4612 - DONATIONS & CONTRIBUTIONS - 10,000 - - - 0.00%
4911 - SALE OF PROPERTY 24,702 - 6,102 - - 0.00%
4919 - GAIN ON FIXED ASSET DISPOSAL 3,098 57,765 38,017 - - 0.00%
4921 - REFUNDS & REIMBURSEMENTS 39,389 8,048 16,474 - - 0.00%
TOTAL MISCELLANEOUS 67,921 77,450 60,926 - - 0.00%
4915 - TRANSFERS IN 7,389 7,536 - - - 0.00%
TOTAL NONOPERATING REVENUES 111,717 124,603 167,437 30,540 49,307 61.45%
NONOPERATING EXPENSES
6496 - LOSS ON FIXED ASSET DISPOSAL 18,175 27,988 - - - 0.00%
6471 - ADMINISTRATIVE SERVICE TRANSFER 41,464 41,464 32,432 43,242 42,314 -2.15%
TOTAL NONOPERATING EXPENSES 59,639 69,452 32,432 43,242 42,314 -2.15%
NET CHANGE IN FUND BALANCE (21,233)$ (86,743)$ 201,584$ (1,503,630)$ (1,521,016)$ 1.16%
248
City of Brooklyn Center
2018 Budget
Capital Improvement Program
2018-2032 Capital Improvement Program Page | 1
City of Brooklyn Center
2018 CAPITAL IMPROVEMENT PROGRAM
PROFILE
The 2018-32 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 2018-2032 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 $201.6 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.
249
2018-2032 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
2017 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 2018 is estimated to be $1,080,000 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.
250
2018-2032 Capital Improvement Program Page | 3
TABLE 1. 2018-2032 Capital Improvement Plan - Summary by Funding Source
FIGURE 1. 2018-2032 Capital Improvement Plan – Overview of Project and Funding Sources
Water Utility,
12%
Sanitary Sewer,
9%
Storm Drainage,
10%
Street
Light, 1%
MSA, 5.0%
Street
Reconstruction,
17.0%
Capital Projects,
35%
Special
Assessments,
11%
Capital Improvement Plan by Funding Source
Total Funding
Need 15-yr
Average Annual
Funding Need
Percent of
Total Need
Water Utility $24,463,000 $1,630,867 12%
Sanitary Sewer Utility $18,372,000 $1,224,800 9%
Storm Drainage Utility $19,760,000 $1,317,333 10%
Street Lighting Utility $2,215,000 $147,667 1%
Municipal State Aid $10,460,000 $697,333 5%
Street Reconstruction Fund $34,353,000 $2,290,200 17%
Capital Projects Fund $70,685,000 $4,712,333 35%
Special Assessment Collections $21,340,000 $1,422,667 11%
TOTAL $201,648,000 $13,443,200 100%
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INTERSTATE 94
HIGHW
A
Y
1
0
0
69TH AVE N
D
U
P
O
N
T
A
V
E
N
63RD AVE N
73RD AVE N
H
I
G
H
W
A
Y
2
5
2
INTERS
T
A
T
E
6
9
4
55TH AVE N
J
U
N
E
A
V
E
N
R
I
V
E
R
R
D
W
B
E
A
R
D
A
V
E
N
59TH AVE N
FREEWAY BLVD
SH
I
N
G
L
E
C
R
E
E
K
P
K
W
Y
65TH AVE N
H
U
M
B
O
L
D
T
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
KN
O
X
A
V
E
N
61ST AVE N
IR
V
I
N
G
A
V
E
N
64TH AVE N
XER
X
E
S
A
V
E
N
U
N
I
T
Y
A
V
E
N
60TH AVE N
AL
L
E
Y
GI
R
A
R
D
A
V
E
N
HOWE LA
LO
G
A
N
A
V
E
N
LILAC
D
R
N
O
L
I
V
E
R
A
V
E
N
BR
Y
A
N
T
A
V
E
N
W I L L O W L NGR
I
M
E
S
A
V
E
N
FR
A
N
C
E
A
V
E
N
L
Y
N
D
A
L
E
A
V
E
N
DA
L
L
A
S
R
D
NE
W
T
O
N
A
V
E
N
53RD AVE N
T W I N L A K E B L V D E
ERICON DR
CA
M
D
E
N
A
V
E
N
P
E
R
R
Y
A
V
E
N
49TH AVE N
K
Y
L
E
A
V
E
N
BRO
O
K
L
Y
N
D
R
MUMFORD RD
52ND AVE N
NASH RD
JANET LN
58TH AVE N
JOYCE LN
S U M M I T
D R
N
C
O
L
F
A
X
A
V
E
N
72ND AVE N
NORTH
W
A
Y
D
R
66TH AVE N
AMY LN
P A L M E R L A K E D R W
AL
D
R
I
C
H
A
V
E
N
L
E
E
A
V
E
N
4
T
H
S
T
N
N
O
B
L
E
A
V
E
N
H A L I F A X P L
JOHNMARTIN
D
R
FR
E
M
O
N
T
A
V
E
N
67TH AV
E
N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
70TH AVE N
YO
R
K
A
V
E
N
H A L I F A X A V E N
WINCHESTER LN
EW
I
N
G
A
V
E
N
B R O O K V I E W DR
QUARLESRD
OHENRY RD
VIOLETAV
E
N
THURBER
R
D
J U D Y L N
E A R L E B ROWN DR
WOODBINELNN
A D M I R A L L N
ZE
N
I
T
H
A
V
E
N
S
C
O
T
T
A
V
E
N
R I V E R D A L E
R D
JA
M
E
S
A
V
E
N
47TH AVE N
OAK ST N
DR
E
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O
T
T
A
V
E
N
50TH AVE N
MO
R
G
A
N
A
V
E
N
6 3R D L N N
51 S T AVE N
POERD
68TH AVE N
H A L I F A X DR
S
A
I
L
O
R
L
N
QU
E
E
N
A
V
E
N
Q
U
A
I
L
A
V
E
N
IRVING LN N
O
R
C
H
A
R
D
A
V
E
N
T
O
L
E
D
O
A
V
E
N
BELLVUE LN N
5
T
H
S
T
N
FRANCEPL
PAUL DR
AZ
E
L
I
A
A
V
E
N
RU
S
S
E
L
L
A
V
E
N
W I N G A R D P L
VI
N
C
E
N
T
A
V
E
N
56TH AVE N B
R
O
O
K
L
Y
N
B
L
V
D
L
N
M A R L I N D R
SH
O
R
E
S
D
R
R
E
G
E
N
T
A
V
E
N
IN
D
I
A
N
A
A
V
E
N
57TH AVE N
BASS LAKE RD
BOULDER LN
WA
S
H
B
U
R
N
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
54TH AVE N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
DMIRAL LN N
P
E
N
N
A
VEN
BURQUEST LN
LAKE BREEZEAVE
72N
D
C
I
R
N
LA
K
E
V
I
E
W
A
V
E
N
URBAN AV E N
C
H
O
W
E
N
A
V
E
N
LAKESIDE AVE N
N
O
R
T
H
PORTDR
LAWREN C E R D
OHENRY RD N
71ST AVE N
COMMODORE DR
P
A
R
K
WAY CI R
F
R
E
M
O
N
T
P
L
N
M
A
J
O
R
A
V
E
N
67TH LA
N
WOODBINE LA N
71ST CIR N
AL
D
R
I
C
H
D
R
N
P O N D S D R N
G
R
E
A
T
V
I
E
W
A
V
E
W I N G A R D LA
K A T H E R I N E DR
70TH CIR N
Q
U
AILCIRW
UP
T
O
N
A
V
E
N
N
O
P
R
T
H
P
O
R
T
D
R
68TH LA N
69TH
L
A
N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH PL N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
FR
A
N
C
E
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
AL
L
E
Y
DU
P
O
N
T
A
V
E
N
PE
R
R
Y
A
V
E
N
72ND AVE N
HI
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 AVE N
AB
B
O
T
T
A
V
E
N
51ST AVE N
56TH AVE N
MA
J
O
R
A
V
E
N
65TH AVE N
EM
E
R
S
O
N
A
V
E
N
MO
R
G
A
N
A
V
E
N
63RD AVE N
69THAVE N
71ST AVE N
ADMIRAL LN N
F
R
E
M
O
N
T
A
V
E
N
50TH AVE NEW
I
N
G
A
V
E
N
XER
X
E
S
A
V
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
HIGHW
A
Y
1
0
0
71ST AVE N
O
R
C
H
A
R
D
A
V
E
N
AD
M
I
R
A
L
L
N
N
68TH AVE N
B
R
Y
A
NT
A
V
E
N
R
E
G
E
N
T
A
V
E
N
68TH AVE N
ZE
N
I
T
H
A
V
E
N
65TH AV
E
N
72ND AVE N
LILAC
D
R
N
72ND AVE N
AL
L
E
Y
66TH AVE N
HU
M
B
O
L
D
T
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
GI
R
A
R
D
A
V
E
N
HIGH
W
A
Y
1
0
0
H
I
G
H
W
A
Y
2
5
2
62ND AVE N
55TH AVE N
67TH AVE N
70TH AVE N
MO
R
G
A
N
A
V
E
N
65TH AVE N
LY
N
D
A
L
E
A
V
E
N
62ND AVE N
MA
J
O
R
A
V
E
N
KN
O
X
A
V
E
N
62ND AVE N
BASS LAKE RD
LILAC
D
R
N
D A L L A S
R D
64TH AVE N
AL
L
E
Y
SC
O
T
T
A
V
E
N
AL
D
R
I
C
H
A
V
E
N
XE
R
X
E
S
A
V
E
N
70TH 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
S
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
GI
R
A
R
D
A
V
E
N
B R Y A N T A V E N
LE
E
A
V
E
N
LILA
C
D
R
N
WINCHESTER LN
67TH AVE N
WOODBINE LN
NO
B
L
E
A
V
E
N
64TH 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
GI
R
A
R
D
A
V
E
N
M
O
R
G
A
N
A
V
E
N
OHENRY RD
C
H
O
W
E
N
A
V
E
N
URBAN AVE
N
66TH AVE N
AL
L
E
Y
LE
E
A
V
E
N
70TH AVE N
N
O
B
L
E
A
V
E
N
J
U
N
E
A
V
E
N
OL
I
V
E
R
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
69TH AVE N
A
L
L
E
Y
B
E
A
R
D
A
V
E
N
71ST AVE N
53RD AVE N
N
O
R
T
H
P
O
R
T
D
R
67TH AVE N
BR
Y
A
N
T
A
V
E
N
59TH AVE N
BEA
R
D
A
V
E
N
H I G H W A Y 1 0 0
WI
L
L
O
W
L
N
F
R
A
N
C
E
A
V
E
N
73RD AVE N
LILAC DR N
70TH AVE N
6 6 T H A V E N
SHI
N
G
L
E
C
R
E
E
K
P
K
W
Y
CO
L
F
A
X
A
V
E
N
I
N
T
E
R
S
T
A
T
E
9
4
CA
M
D
E
N
A
V
E
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
F
A
X
A
V
E
N
LILA
C
D
R
N
L
E
E
A
V
E
N
IR
V
I
N
G
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
61ST AVE N
61ST AVE N
XE
R
X
E
S
A
V
E
N
67TH AVE N
65TH AVE N
57TH AVE N
CA
M
D
E
N
A
V
E
N
CO
L
F
A
X
A
V
E
N
AL
L
E
Y
NE
W
T
O
N
A
V
E
N
JA
M
E
S
A
V
E
N
CO
L
F
A
X
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
L I L A C D R N
66TH AV
E
N
IR
V
I
N
G
A
V
E
N
AL
L
E
Y
FR
E
M
O
N
T
A
V
E
N
71STAVEN
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
A
V
E
N
ORC
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
61ST AVE 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
E
Y
60TH AVE N
67TH AVE N
B
R
Y
A
N
T
A
V
E
N
K Y L E A V E
N
DR
E
W
A
V
E
N
KN
O
X
A
V
E
N
E
M
E
R
S
O
N
A
V
E
N
CIP PROJECT AREAS
Legend
Reconstruction Projects
Firehouse Park Area - 2018
51st Ave (at Brooklyn Blvd) - 2018
Interstate Area - 2019
Humboldt (53rd to 57th) - 2019
Grandview Area - 2020
Logan/Lilac/59th Area - 2020
Ryan Lake Industrial Park Area - 2021
Woodbine Area - 2022
53rd Ave - 2023
50th Ave (France to Drew) - 2023
Orchard Lane East Area - 2024
2018 - 2025
November 2017
Full Depth Pavement Replacement Projects
Lyndale Ave - 2021
51st Ave (West of France) - 2023
Knox, James and 54th Area - 2023
Humboldt Ave - 2024
Orchard Lane West Area - 2025
53rd and Xerxes Area - 2025
Mill and Overlay Projects
! ! !Bellvue Area - 2018
! ! !Southeast Area - 2019
! ! !Northwest Area - 2021
Completed Construction (91.4 Miles - 86.6% since 1993)252
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INTERSTATE 94
HIGHW
A
Y
1
0
0
69TH AVE N
D
U
P
O
N
T
A
V
E
N
63RD AVE N
73RD AVE N
H
I
G
H
W
A
Y
2
5
2
INTERS
T
A
T
E
6
9
4
55TH AVE N
J
U
N
E
A
V
E
N
R
I
V
E
R
R
D
W
B
E
A
R
D
A
V
E
N
59TH AVE N
FREEWAY BLVD
SH
I
N
G
L
E
C
R
E
E
K
P
K
W
Y
65TH AVE N
H
U
M
B
O
L
D
T
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
KN
O
X
A
V
E
N
61ST AVE N
IR
V
I
N
G
A
V
E
N
64TH AVE N
XER
X
E
S
A
V
E
N
U
N
I
T
Y
A
V
E
N
60TH AVE N
AL
L
E
Y
GI
R
A
R
D
A
V
E
N
HOWE LA
LO
G
A
N
A
V
E
N
LILAC
D
R
N
O
L
I
V
E
R
A
V
E
N
BR
Y
A
N
T
A
V
E
N
W I L L O W L NGR
I
M
E
S
A
V
E
N
FR
A
N
C
E
A
V
E
N
L
Y
N
D
A
L
E
A
V
E
N
DA
L
L
A
S
R
D
NE
W
T
O
N
A
V
E
N
53RD AVE N
T W I N L A K E B L V D E
ERICON DR
CA
M
D
E
N
A
V
E
N
P
E
R
R
Y
A
V
E
N
49TH AVE N
K
Y
L
E
A
V
E
N
BRO
O
K
L
Y
N
D
R
MUMFORD RD
52ND AVE N
NASH RD
JANET LN
58TH AVE N
JOYCE LN
S U M M I T
D R
N
C
O
L
F
A
X
A
V
E
N
72ND AVE N
NORTH
W
A
Y
D
R
66TH AVE N
AMY LN
P A L M E R L A K E D R W
AL
D
R
I
C
H
A
V
E
N
L
E
E
A
V
E
N
4
T
H
S
T
N
N
O
B
L
E
A
V
E
N
H A L I F A X P L
JOHNMARTIN
D
R
FR
E
M
O
N
T
A
V
E
N
67TH AV
E
N
53RD PL N
62ND AVE N
48TH AVE N
WOODBINE LN
70TH AVE N
YO
R
K
A
V
E
N
H A L I F A X A V E N
WINCHESTER LN
EW
I
N
G
A
V
E
N
B R O O K V I E W DR
QUARLESRD
OHENRY RD
VIOLETAV
E
N
THURBER
R
D
J U D Y L N
E A R L E B ROWN DR
WOODBINELNN
A D M I R A L L N
ZE
N
I
T
H
A
V
E
N
S
C
O
T
T
A
V
E
N
R I V E R D A L E
R D
JA
M
E
S
A
V
E
N
47TH AVE N
OAK ST N
DR
E
W
A
V
E
N
P E A R S O N
D R
ELEANOR LN
AB
B
O
T
T
A
V
E
N
50TH AVE N
MO
R
G
A
N
A
V
E
N
6 3R D L N N
51 S T AVE N
POERD
68TH AVE N
H A L I F A X DR
S
A
I
L
O
R
L
N
QU
E
E
N
A
V
E
N
Q
U
A
I
L
A
V
E
N
IRVING LN N
O
R
C
H
A
R
D
A
V
E
N
T
O
L
E
D
O
A
V
E
N
BELLVUE LN N
5
T
H
S
T
N
FRANCEPL
PAUL DR
AZ
E
L
I
A
A
V
E
N
RU
S
S
E
L
L
A
V
E
N
W I N G A R D P L
VI
N
C
E
N
T
A
V
E
N
56TH AVE N B
R
O
O
K
L
Y
N
B
L
V
D
L
N
M A R L I N D R
SH
O
R
E
S
D
R
R
E
G
E
N
T
A
V
E
N
IN
D
I
A
N
A
A
V
E
N
57TH AVE N
BASS LAKE RD
BOULDER LN
WA
S
H
B
U
R
N
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
54TH AVE N
T
W
I
N
L
A
K
E
A
V
E
ECKBERG DR
A
DMIRAL LN N
P
E
N
N
A
VEN
BURQUEST LN
LAKE BREEZEAVE
72N
D
C
I
R
N
LA
K
E
V
I
E
W
A
V
E
N
URBAN AV E N
C
H
O
W
E
N
A
V
E
N
LAKESIDE AVE N
N
O
R
T
H
PORTDR
LAWREN C E R D
OHENRY RD N
71ST AVE N
COMMODORE DR
P
A
R
K
WAY CI R
F
R
E
M
O
N
T
P
L
N
M
A
J
O
R
A
V
E
N
67TH LA
N
WOODBINE LA N
71ST CIR N
AL
D
R
I
C
H
D
R
N
P O N D S D R N
G
R
E
A
T
V
I
E
W
A
V
E
W I N G A R D LA
K A T H E R I N E DR
70TH CIR N
Q
U
AILCIRW
UP
T
O
N
A
V
E
N
N
O
P
R
T
H
P
O
R
T
D
R
68TH LA N
69TH
L
A
N
58 1/2 AVE N
I
R
V
I
N
G
P
L
HOWE LN
58TH PL N
PERRY CT E
EMERSON LN N
V
E
R
A
C
R
U
Z
A
V
E
N
FR
A
N
C
E
A
V
E
N
EM
E
R
S
O
N
A
V
E
N
AL
L
E
Y
DU
P
O
N
T
A
V
E
N
PE
R
R
Y
A
V
E
N
72ND AVE N
HI
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 AVE N
AB
B
O
T
T
A
V
E
N
51ST AVE N
56TH AVE N
MA
J
O
R
A
V
E
N
65TH AVE N
EM
E
R
S
O
N
A
V
E
N
MO
R
G
A
N
A
V
E
N
63RD AVE N
69THAVE N
71ST AVE N
ADMIRAL LN N
F
R
E
M
O
N
T
A
V
E
N
50TH AVE NEW
I
N
G
A
V
E
N
XER
X
E
S
A
V
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
HIGHW
A
Y
1
0
0
71ST AVE N
O
R
C
H
A
R
D
A
V
E
N
AD
M
I
R
A
L
L
N
N
68TH AVE N
B
R
Y
A
NT
A
V
E
N
R
E
G
E
N
T
A
V
E
N
68TH AVE N
ZE
N
I
T
H
A
V
E
N
65TH AV
E
N
72ND AVE N
LILAC
D
R
N
72ND AVE N
AL
L
E
Y
66TH AVE N
HU
M
B
O
L
D
T
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
GI
R
A
R
D
A
V
E
N
HIGH
W
A
Y
1
0
0
H
I
G
H
W
A
Y
2
5
2
62ND AVE N
55TH AVE N
67TH AVE N
70TH AVE N
MO
R
G
A
N
A
V
E
N
65TH AVE N
LY
N
D
A
L
E
A
V
E
N
62ND AVE N
MA
J
O
R
A
V
E
N
KN
O
X
A
V
E
N
62ND AVE N
BASS LAKE RD
LILAC
D
R
N
D A L L A S
R D
64TH AVE N
AL
L
E
Y
SC
O
T
T
A
V
E
N
AL
D
R
I
C
H
A
V
E
N
XE
R
X
E
S
A
V
E
N
70TH 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
S
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
GI
R
A
R
D
A
V
E
N
B R Y A N T A V E N
LE
E
A
V
E
N
LILA
C
D
R
N
WINCHESTER LN
67TH AVE N
WOODBINE LN
NO
B
L
E
A
V
E
N
64TH 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
GI
R
A
R
D
A
V
E
N
M
O
R
G
A
N
A
V
E
N
OHENRY RD
C
H
O
W
E
N
A
V
E
N
URBAN AVE
N
66TH AVE N
AL
L
E
Y
LE
E
A
V
E
N
70TH AVE N
N
O
B
L
E
A
V
E
N
J
U
N
E
A
V
E
N
OL
I
V
E
R
A
V
E
N
B
R
O
O
K
L
Y
N
B
L
V
D
69TH AVE N
A
L
L
E
Y
B
E
A
R
D
A
V
E
N
71ST AVE N
53RD AVE N
N
O
R
T
H
P
O
R
T
D
R
67TH AVE N
BR
Y
A
N
T
A
V
E
N
59TH AVE N
BEA
R
D
A
V
E
N
H I G H W A Y 1 0 0
WI
L
L
O
W
L
N
F
R
A
N
C
E
A
V
E
N
73RD AVE N
LILAC DR N
70TH AVE N
6 6 T H A V E N
SHI
N
G
L
E
C
R
E
E
K
P
K
W
Y
CO
L
F
A
X
A
V
E
N
I
N
T
E
R
S
T
A
T
E
9
4
CA
M
D
E
N
A
V
E
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
F
A
X
A
V
E
N
LILA
C
D
R
N
L
E
E
A
V
E
N
IR
V
I
N
G
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
61ST AVE N
61ST AVE N
XE
R
X
E
S
A
V
E
N
67TH AVE N
65TH AVE N
57TH AVE N
CA
M
D
E
N
A
V
E
N
CO
L
F
A
X
A
V
E
N
AL
L
E
Y
NE
W
T
O
N
A
V
E
N
JA
M
E
S
A
V
E
N
CO
L
F
A
X
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
L I L A C D R N
66TH AV
E
N
IR
V
I
N
G
A
V
E
N
AL
L
E
Y
FR
E
M
O
N
T
A
V
E
N
71STAVEN
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
A
V
E
N
ORC
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
61ST AVE 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
E
Y
60TH AVE N
67TH AVE N
B
R
Y
A
N
T
A
V
E
N
K Y L E A V E
N
DR
E
W
A
V
E
N
KN
O
X
A
V
E
N
E
M
E
R
S
O
N
A
V
E
N
CIP PROJECT AREAS2026 - 2032
November 2017
Full Depth Pavement Replacement Projects
Meadowlark Gardens Area - 2026
Earle Brown Drive - 2027
Legend
Mill and Overlay Projects
! ! !67th and James Area - 2026
! ! !68th and Lee Area - 2026
! ! !John Martin Drive - 2026
! ! !St Alphonses Area - 2026
! ! !66th and Camden Area - 2027
! ! !73rd Ave (Humboldt to Camden) - 2027
! ! !Garden City Central Area - 2028
! ! !Garden City North Area - 2029
! ! !Garden City South - 2030
! ! !Southwest Area - 2031
! ! !Happy Hollow Area - 2032
Completed Construction (91.4 Miles - 86.6% since 1993)
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03
2
C
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x
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Page | 6
25
4
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Page | 9
25
7
PROJECT DESCRIPTIONS
2018-2032 Capital Improvement Program
City of Brooklyn Center
Project Summaries Page | 10
2017-2031 Capital Improvement Program
Table of Contents
Street and Utility Improvements .................................................................................................................... 14
Firehouse Park Area Improvements - 2018 ............................................................................................... 14
Bellvue Area Mill and Overlay - 2018 ...................................................................................................... 15
51st Avenue Improvements (at Brooklyn Boulevard) - 2018 ..................................................................... 16
Interstate Area Improvements - 2019 ........................................................................................................ 17
Southeast Area Mill and Overlay - 2019 ................................................................................................... 18
Humboldt Avenue (County Road 57) Reconstruction (53rd to 57th Avenues) - 2019 ................................ 19
Grandview Park Area Improvements - 2020 ............................................................................................. 20
Logan, Lilac and 59th Avenues Reconstruction - 2020 .............................................................................. 21
Ryan Lake Industrial Park Area Improvements - 2021 ............................................................................. 22
Northwest Area Mill and Overlay - 2021 .................................................................................................. 23
Lyndale Avenue Improvements - 2021 ..................................................................................................... 24
Woodbine Area Improvements - 2022 ....................................................................................................... 25
53rd Avenue Improvements (Penn Avenue to Lyndale Avenue) - 2023 .................................................... 26
50th Avenue Improvements (France Avenue to Drew Avenue) - 2023 ..................................................... 27
51st Avenue Improvements (West of France Avenue) - 2023 ................................................................... 28
Knox, James and 54th Avenues Area Improvements - 2023 ...................................................................... 29
Orchard Lane East Improvements - 2024 .................................................................................................. 30
Humboldt Avenue Improvements - 2024 .................................................................................................. 31
Orchard Lane West Area Improvements - 2025 ........................................................................................ 32
53rd Avenue and Xerxes Avenue Improvements - 2025 ............................................................................ 33
Meadowlark Gardens Area Improvements - 2026 ..................................................................................... 34
67th Avenue and James Avenue Mill and Overlay - 2026 ......................................................................... 35
68th Avenue and Lee Avenue Mill and Overlay - 2026 ............................................................................. 36
John Martin Drive Mill and Overlay - 2026 .............................................................................................. 37
St. Alphonsus Area Mill and Overlay - 2026 ............................................................................................ 38
Earle Brown Drive Area Improvements - 2027 ......................................................................................... 39
66th Avenue and Camden Avenue Mill and Overlay - 2027 ...................................................................... 40
73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue) - 2027 ....................................... 41
Garden City Central Area Mill and Overlay - 2028 .................................................................................. 42
Garden City North Area Mill and Overlay - 2029 ..................................................................................... 43
258
Project Summaries Page | 11
2018-2032 Capital Improvement
Garden City South Area Mill and Overlay - 2030 ..................................................................................... 44
Southwest Area Improvements - 2031 ....................................................................................................... 45
Happy Hollow Area Improvements - 2032 ................................................................................................ 46
Water Main and Sanitary Sewer Improvements ............................................................................................ 47
Water Tower No. 2 Painting - 2018 ....................................................................................................... 47
Lift Station No. 2 Rehabilitation - 2018 ................................................................................................. 47
Well Nos. 6 and 8 Rehabilitation - 2018 ................................................................................................ 47
Lift Station No. 9 Force Main Replacement - 2019 ............................................................................... 47
Well Nos. 2 and 3 Rehabilitation - 2019 ................................................................................................ 47
Water Tower No. 1 Painting - 2020 ....................................................................................................... 47
Well No. 5 Rehabilitation - 2020 ........................................................................................................... 47
Well No. 10 and High Service Pump (HSP) Rehabilitation (BW) - 2021 ............................................. 47
Well No. 7 and Water Treatment Plant HSP No. 1 - 2022 ..................................................................... 48
Well Nos. 4 and 9; Water Treatment Plant HSP No. 2 - 2023 ............................................................... 48
Well Nos. 6 and 8; Water Treatment Plant HSP No. 3 - 2024 ............................................................... 48
Lift Station Nos. 8 and 9 Rehabilitation - 2025 ..................................................................................... 48
Well No. 5 and Water Treatment Plant HSP (BW) - 2026 .................................................................... 48
Well No. 10 and Water Treatment Plant HSP No. 1 - 2027 ................................................................... 48
Lift Station Nos. 3 and 4 Rehabilitation - 2028 ..................................................................................... 48
Well No. 7 and Water Treatment Plant HSP No. 2 - 2028 ..................................................................... 48
Lift Station Nos. 5 and 6 Rehabilitation - 2029 ..................................................................................... 48
Well Nos. 4 and 9; Water Treatment Plant HSP No. 3 - 2029 ............................................................... 49
Sanitary Sewer Lining (Mississippi River Trunk North of I-694 to 70th Avenue/Willow Lane) - 2030 49
Lift Station Nos. 7 and 10 Rehabilitation - 2030 ................................................................................... 49
Well Nos. 6 and 8; Water Treatment Plant HSP No. 4 - 2030 ............................................................... 49
Lift Station No. 1 Generator Replacement – 2031 ................................................................................. 49
Well Nos. 2 and 3; Water Treatment Plant HSP (BW) - 2031 ............................................................... 49
Well No. 5 and Water Treatment Plant HSP No. 1 - 2032 ..................................................................... 49
Street Light and Traffic Signal Improvements .............................................................................................. 50
Earle Brown/Opportunity Area Street Light Replacement (Ornamental at Nodes) - 2018.................... 50
County Road 10 Crosswalk Replacement - 2018 ................................................................................... 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Summit Avenue) - 2021 ..................... 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/John Martin Drive) - 2021 .................. 50
Traffic Signal System Rehabilitation (Shingle Creek Parkway/Brookdale Square) - 2025 ................... 50
Brooklyn Boulevard (65th to Brooklyn Park Border) Street Light Replacement - 2032 ........................ 50
259
Project Summaries Page | 12
2018-2032 Capital Improvement
Capital Maintenance Building Plan ............................................................................................................... 51
Yearly Capital Maintenance Building Plan Projects .............................................................................. 51
Public Works Facility Fence and Gates- 2018 ....................................................................................... 51
Storm Water Improvements ........................................................................................................................... 51
Storm Water Management Basins .......................................................................................................... 51
Storm Water Pond 43-001 - 2018........................................................................................................... 51
Storm Water Pond 53-001 - 2018........................................................................................................... 51
Storm Water Pond 60-002 - 2018........................................................................................................... 51
Storm Water Pond 60-004 - 2018........................................................................................................... 52
Storm Water Pond 64-002 - 2018........................................................................................................... 52
Storm Water Pond 12-001- 2019............................................................................................................ 52
Storm Water Pond 12-006 - 2019........................................................................................................... 52
Storm Water Pond 26-006 - 2019........................................................................................................... 52
Storm Water Pond 35-004 - 2019........................................................................................................... 52
Storm Water Pond 61-001 - 2019........................................................................................................... 52
Storm Water Pond 40-001 - 2020........................................................................................................... 52
Storm Water Pond 26-004 - 2022........................................................................................................... 53
Storm Water Pond 35-003 - 2022........................................................................................................... 53
Storm Water Pond 57-003 - 2022........................................................................................................... 53
Storm Water Pond 48-001 - 2023........................................................................................................... 53
Storm Water Pond 17-001 - 2025........................................................................................................... 53
Storm Water Pond 41-001 - 2026........................................................................................................... 53
Storm Water Pond 41-002 - 2026........................................................................................................... 53
Storm Water Pond 53-001 - 2026........................................................................................................... 53
Storm Water Pond 11-001 - 2029........................................................................................................... 54
Storm Water Pond 59-003 - 2029........................................................................................................... 54
Storm Water Pond 60-003 - 2029........................................................................................................... 54
Storm Water Pond 63-001 - 2029........................................................................................................... 54
Storm Water Pond 63-002 - 2029........................................................................................................... 54
Storm Water Pond 64-001 - 2029........................................................................................................... 54
Storm Water Pond 57-004 - 2030........................................................................................................... 54
Storm Water Pond 57-005 - 2030........................................................................................................... 54
Storm Water Pond 26-005 - 2031........................................................................................................... 55
Storm Water Pond 70-002 - 2031........................................................................................................... 55
Connections at Shingle Creek Phase 2 - 2019 ........................................................................................ 55
260
Project Summaries Page | 13
2018-2032 Capital Improvement
70th Avenue Storm Sewer Trunk Line Rehabilitation - 2019 ................................................................ 55
61st Avenue and Perry Avenue Storm Sewer Improvement - 2021 ...................................................... 55
65th Avenue Trunk Storm Sewer Rehabilitation - 2021 ........................................................................ 55
Park and Trail Improvements ......................................................................................................................... 55
Centennial Park Tennis Courts Resurfacing, Basketball Court Project - 2018 ...................................... 55
Bridge Rehabilitation (4 Bridges) - 2018 ............................................................................................... 55
Park Playground Equipment Replacement – 2019 through 2021 .......................................................... 55
Brooklyn Boulevard City Entrance Signs Rehabilitation - 2020 ........................................................... 56
West River Road, Arboretum, Freeway, Palmer Lake and Northport Trails Reconstruction - 2022..... 56
Evergreen Park Scoreboard Improvements - 2023 ................................................................................. 56
Centennial Park Softball Field Improvements - 2024 ............................................................................ 56
Park Name Sign Replacement - 2025 ..................................................................................................... 56
Hockey Rink Rehabilitation/Replacements - 2026 ................................................................................ 56
Irrigation Systems Rehabilitation/Replacements - 2026 ........................................................................ 56
Softball/Baseball Fence Replacement - 2027 ......................................................................................... 56
69th Avenue Trail Reconstruction – 2027 ............................................................................................... 57
69th Avenue Landscape Rehabilitation - 2027 ....................................................................................... 57
Park Trail and Parking Lot Lighting Improvements - 2028 ................................................................... 57
Park Bleacher Replacement - 2031 ........................................................................................................ 57
Park Bleacher Replacement - 2032 ........................................................................................................ 57
Miscellaneous Projects and Improvements .................................................................................................... 58
Brooklyn Boulevard Corridor Project (49th Avenue to Bass Lake Road) - 2018 ................................... 58
Miscellaneous Retaining Wall Replacements - 2020 ............................................................................. 58
Brooklyn Boulevard Corridor Projects 8, 9 and 10 (Bass Lake Road to Interstate 94) - 2021 .............. 58
TH 252/66th Avenue Interchange and 70th Avenue Pedestrian Overpass - 2021 ................................... 58
Retaining Wall Replacements (Miscellaneous Locations) - 2029 ......................................................... 58
261
Project Summaries Page | 14
2018-2032 Capital Improvement
Street and Utility Improvements
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 21 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 15 wood poles with 15 fiberglass poles with a cut-off type LED
light fixture and underground power.
262
Project Summaries Page | 15
2018-2032 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.
263
Project Summaries Page | 16
2018-2032 Capital Improvement
51st Avenue Improvements (at Brooklyn Boulevard) - 2018
The project area extends from the north property line of the New
Millennium Academy south and east to Xerxes Avenue. The total
project length is 1,450-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 on 51st Avenue east of Brooklyn Boulevard
consist of the reconstruction of the street subgrade, installation of curb and gutter to improve drainage,
addition of turn lanes and placement of bituminous street pavement. The service road west of Brooklyn
Boulevard will be removed and Lilac Drive will be extended from New Millennium Academy to the TH
100 south ramp. 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 on 51st Avenue consists of 8-inch diameter VCP installed in 1964. Sanitary sewer on
service road consists of 8-inchVCP rehabilitated with a CIPP liner in 2003. 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 the sanitary pipes and access
structures on 51st Avenue are proposed as part of the project
Storm Sewer
The project area consists of two storm structures that convey water to the east into Minneapolis. The
current cost estimate includes minor storm sewer repairs.
Street Lighting
The existing street light system is overhead power, with wood poles and a cobra head light fixture. The
current cost estimate includes no street light replacement.
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Project Summaries Page | 17
2018-2032 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 | 18
2018-2032 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 five 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 | 19
2018-2032 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.
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2018-2032 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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Project Summaries Page | 21
2018-2032 Capital Improvement
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 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.
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2018-2032 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.
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2018-2032 Capital Improvement
Northwest Area Mill and Overlay - 2021
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.
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Project Summaries Page | 24
2018-2032 Capital Improvement
Lyndale Avenue Improvements - 2021
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 LE D light fixture and underground power.
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2018-2032 Capital Improvement
Woodbine Area Improvements - 2022
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.
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Project Summaries Page | 26
2018-2032 Capital Improvement
53rd Avenue Improvements (Penn Avenue to Lyndale Avenue) - 2023
The 53rd Avenue project area extends on 53rd Avenue from Penn Avenue to Lyndale Avenue. The project
area includes a total of 6,323-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.
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2018-2032 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 and services.
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.
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Project Summaries Page | 28
2018-2032 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.
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2018-2032 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.
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Project Summaries Page | 30
2018-2032 Capital Improvement
Orchard Lane East Improvements - 2024
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.
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2018-2032 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.
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2018-2032 Capital Improvement
Orchard Lane West Area Improvements - 2025
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.
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2018-2032 Capital Improvement
53rd Avenue and Xerxes Avenue Improvements - 2025
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.
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2018-2032 Capital Improvement
Meadowlark Gardens Area Improvements - 2026
The Meadowlark Gardens project area extends on Logan Avenue
from 53rd Avenue to 57th Avenue, on Knox and James Avenues
from 55th Avenue to 57th Avenue and on 55th Avenue and 56th
Avenue from Morgan Avenue to Irving Avenue. The project area
also includes 57th Avenue from Humboldt Avenue to the Interstate
94 bridge. The project area contains a total of 10,150 linear feet of
local streets. The neighborhood consists of approximately 162
residential properties, two multi-family properties and two
commercial properties.
Streets
Logan Avenue and 57th Avenue are designated as 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.
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2018-2032 Capital Improvement
67th Avenue and James Avenue Mill and Overlay - 2026
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.
283
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2018-2032 Capital Improvement
68th Avenue and Lee Avenue Mill and Overlay - 2026
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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2018-2032 Capital Improvement
John Martin Drive Mill and Overlay - 2026
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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2018-2032 Capital Improvement
St. Alphonsus Area Mill and Overlay - 2026
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 have been two water main breaks 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.
286
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2018-2032 Capital Improvement
Earle Brown Drive Area Improvements - 2027
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.
287
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2018-2032 Capital Improvement
66th Avenue and Camden Avenue Mill and Overlay - 2027
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.
288
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2018-2032 Capital Improvement
73rd Avenue Mill and Overlay (Humboldt Avenue to Camden Avenue) - 2027
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.
289
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2018-2032 Capital Improvement
Garden City Central Area Mill and Overlay - 2028
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.
290
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2018-2032 Capital Improvement
Garden City North Area Mill and Overlay - 2029
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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2018-2032 Capital Improvement
Garden City South Area Mill and Overlay - 2030
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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2018-2032 Capital Improvement
Southwest Area Improvements - 2031
The Southwest project area extends from France Avenue to Brooklyn
Blvd from 53rd Avenue to 55th Avenue; Twin Lake Avenue to Azelia
Avenue from Lakeside Avenue to the cul-de-sacs north of Lakebreeze
Avenue; and includes Azelia Avenue, 50th Avenue from France to
west the railroad tracks, and France Avenue from the south cul-de-sac
to 53rd Avenue. The project area contains a total of 17,208 linear feet
of local streets. The neighborhood consists of approximately 180
single family residential properties (R1 and R2), 36 multi-family
properties (R4 and R5), 12 Industrial properties, one commercial
property and one school.
Streets
The Brooklyn Boulevard service road, 53rd Avenue, France Avenue
from 53rd Avenue to 50th Avenue, 50th Avenue, and Azelia Avenue from Lakebreeze Avenue to the railroad
tracks are all designated as a MSA Routes. The Southwest project area was last reconstructed between 2002
and 2005. The local streets within the project area consist of 30-foot wide roads with concrete curb and
gutter. The Brooklyn Blvd Service Road, 53rd Avenue and France Avenue are 32-foot wide roads, and
Azelia Avenue from Lakebreeze Avenue to the railroad tracks is a 38-foot road. The current cost estimate
assumes street improvements that consist of approximately 30 percent concrete replacement and a 2-inch
mill and overlay.
Water main
Approximately 42 percent of the water main in the Southwest project area was replaced with DIP between
2002 and 2005 when the neighborhood was reconstructed. The remaining water main in the area consists of
6-inch, 8-inch, 10-inch and 12-inch CIP installed in 1956, 1958, 1960, 1961, 1961, 1964, 1968, and 1973.
Records indicate there have been two water main breaks in the neighborhood on the older water main and
three properties in the area have experienced frozen water services in past winters. The current project
estimate includes lining the 1950s, 1960s and 1970s 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 60 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed between 2002 and 2005. The remaining sanitary sewer consists of 8-inch
diameter VCP installed in 1960 and 1961, 15-inch RCP installed in 1956 and 8-inch PVC installed in 1977
and 1999. Root sawing must be performed on 30 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 82 percent of the storm sewer in the project area was installed between 2002 and 2005
when the neighborhood was reconstructed. The remaining pipe consists of 15-inch to 48-inch RCP installed
in 1938 and 1957. The storm sewer in northeast portion of the project area flows to the ponds at
Centerbrook Golf Course, and the southwest portion of the project area flow to Upper and Middle Twin
Lakes. 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 between 2002 and 2005. The current cost estimate includes replacing the
standard light fixtures with a cut-off type LED light fixture.
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Happy Hollow Area Improvements - 2032
The Happy Hollow project area extends from Lilac
Drive to Brooklyn Boulevard and 49th Avenue to the
extension of 51st Avenue; France Avenue to Drew
Avenue from 47th Avenue to Lakebreeze Avenue; and
includes Lakebreeze Avenue/France Avenue from
Azelia Avenue to the southern City limits. The project
area contains a total of 10,902 linear feet of local streets.
The neighborhood consists of approximately 95 single
family residential properties (R1), four multi-family
properties (R5), 10 industrial properties, and one
commercial property.
Streets
The Happy Hollow project area was last reconstructed between 2002 and 2005. Lakebreeze Avenue and
France Avenue are designated as a MSA Routes. The local streets within the project area consist of 30-foot
wide roads with concrete curb and gutter. Lilac Drive north of 50th Avenue is a 24-foot road, 47th Avenue
is a 27-foot road, 48th Avenue is a 38-foot road, and the road width on Lakebreeze Avenue and France
Avenue varies with concrete islands separating the driving lanes. The current cost estimate assumes street
improvements that consist of approximately 30 percent concrete replacement and a 2-inch mill and overlay.
Water main
Approximately 84 percent of the water main in the Happy Hollow project area was replaced with DIP
between 2002 and 2003 when the neighborhood was reconstructed. The remaining water main in the area
consists of 6-inch, 8-inch and 10-inch CIP installed in 1958, 1960, 1964 and 1967. Records indicate there
have been no water main breaks in the neighborhood and one property in the area has experienced a frozen
water service in past winters. The current project estimate includes lining the 1950s and 1960s water main
in the area and insulating the frozen water service. In the remainder of the project area the cost estimate
assumes casting replacement only.
Sanitary Sewer
Approximately 75 percent of the sanitary sewer in the project area was replaced with PVC when the
neighborhood was reconstructed between 2002 and 2003. The remaining sanitary sewer consists of 8-inch
and 10-inch diameter VCP and CIP installed in 1960. The sanitary sewer on 50th Avenue owned and
maintained by the Metropolitan Council and consists of 30-inch and 33-inch diameter reinforced RCP
installed in 1955. Root sawing must be performed on 30 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 and CIP sanitary sewer from 1960 and casting replacement in the remaining areas.
Storm Sewer
Approximately 84 percent of the storm sewer in the project area was installed between 2002 and 2005
when the neighborhood was reconstructed. The remaining pipe consists of 21-inch installed in 1953. The
storm sewer in the project area flows to Ryan Lake and Middle Twin Lake. The current project estimate
includes lining of the existing RCP storm sewer from the 1950s 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 two wood pole with
one fiberglass pole with a cut-off type LED light fixture and replacing the standard light fixtures with a cut-
off type LED light fixture.
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Water Main and Sanitary Sewer Improvements
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 2017 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.
We also need to include numbers from the Facility Dude generated list, which includes, gate/fence, roof,
heater, main switchgear and secondary transformer. Also asphalt pavement, parking lot, seal and stripe.
Well Nos. 6 and 8 Rehabilitation - 2018
The rehabilitation of both wells was completed in 2012. Both wells need complete rehabilitation motors,
pumps, MCC and SCADA upgrades.
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.
Well Nos. 2 and 3 Rehabilitation - 2019
The rehabilitation of both wells was completed in 2013. Both wells need complete rehabilitation (motors,
pumps, MCC and SCADA upgrades).
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.
Well No. 5 Rehabilitation - 2020
The rehabilitation of the well was completed in 2014. The well needs complete rehabilitation (motor,
pumps, MCC and SCADA upgrades).
Well No. 10 and High Service Pump (HSP) Rehabilitation (BW) - 2021
The rehabilitation of the well was completed in 2015. The well needs complete rehabilitation (motors,
pumps, MCC and SCADA upgrades). HSP (backwash) started operation in 2015 with the new Water
Treatment Plant. The HSP needs complete rehabilitation of motor, shaft and pump.
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Well No. 7 and Water Treatment Plant HSP No. 1 - 2022
The rehabilitation of the well was completed in 2016. Well needs complete rehabilitation of motor and
pump. High Service Pump No. 1 started operation in 2015 with the new Water Treatment Plant. The HSP
needs complete rehabilitation of motor and pump.
Well Nos. 4 and 9; Water Treatment Plant HSP No. 2 - 2023
The rehabilitation of both wells was completed in 2017. Both wells need complete rehabilitation (motors,
pumps, MCC and SCADA upgrades). High Service Pump No. 2 started operation in 2015 with the new
Water Treatment Plant. The HSP needs complete rehabilitation of motor and pump.
Well Nos. 6 and 8; Water Treatment Plant HSP No. 3 - 2024
The rehabilitation of both wells will be completed in 2018. Both wells need complete rehabilitation
(motors, pumps, MCC and SCADA upgrades). High Service Pump No. 3 started operation in 2015 with the
new Water Treatment Plant. The HSP needs complete rehabilitation of motor and pump.
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.
Well Nos. 2 and 3; Water Treatment Plant HSP No. 4 - 2025
The rehabilitation of both wells will be completed in 2019. The wells need complete rehabilitation of motor
and pump. High Service Pump No. 4 started operation in 2015 with the new Water Treatment Plant. The
HSP needs complete rehabilitation of motor and pump.
Water Meter Full System Replacement- 2025
This project will include the complete replacement of the water meter reading system. This will include
new meter registers, meter body, battery, reading software and reading hardware. The decision will need to
be made to continue with the mobile drive by reading or fully move to the fixed read network.
Well No. 5 and Water Treatment Plant HSP (BW) - 2026
The rehabilitation of the well will be completed in 2020. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump (BW) was last completed in 2021. The HSP needs
complete rehabilitation of motor and pump.
Well No. 10 and Water Treatment Plant HSP No. 1 - 2027
The rehabilitation of the well will be completed in 2021. Well needs complete rehabilitation of motor and
pump. The rehabilitation of High Service Pump No. 1 was last completed in 2022. The HSP needs
complete rehabilitation of motor and pump.
Lift Station Nos. 3 and 4 Rehabilitation - 2028
This project includes the rehabilitation of lift station No. 3 and No. 4 with a full evaluation of pumps,
control equipment and appurtenances.
Well No. 7 and Water Treatment Plant HSP No. 2 - 2028
The rehabilitation of the well will be completed in 2022. Well needs complete rehabilitation of motor and
pump. The rehabilitation of High Service Pump No. 2 was last completed in 2023. The HSP needs
complete rehabilitation of motor and pump.
Lift Station Nos. 5 and 6 Rehabilitation - 2029
This project includes the rehabilitation of lift station No. 5 and No. 6 with a full evaluation of pumps,
control equipment and appurtenances.
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Well Nos. 4 and 9; Water Treatment Plant HSP No. 3 - 2029
The rehabilitation of both wells will be completed in 2023. Both wells need complete rehabilitation of
motor and pump. The rehabilitation of High Service Pump No. 3 was last completed in 2024. The HSP
needs complete rehabilitation of motor and pump.
Sanitary Sewer Lining (Mississippi River Trunk North of I-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 reinforced concrete pipe
(RCP) and 1,451-feet of 21-inch RCP. This is the main trunk line that carries the sewage out of the NE
quadrant of the City to Lift Station No. 2.
Lift No. 2 Forcemain Lining (Under I-94) - 2030
The existing 406-foot section of 16-inch DIP forcemain, located under I-94 at 52nd Avenue in Minneapolis,
was installed in 1980 with the I-94 project. The projected life span of this section of pipe is 50 years.
Lining this section of pipe will require an extensive bypass as well as an open excavation on the eastside of
I-94. In 2008 a new forcemain was installed from lift station No. 2 to the I-94 crossing on the east side of
52nd Avenue.
Lift Station Nos. 7 and 10 Rehabilitation - 2030
This project includes the rehabilitation of lift station No. 7 and No. 10 with a full evaluation of pumps,
control equipment and appurtenances.
Well Nos. 6 and 8; Water Treatment Plant HSP No. 4 - 2030
The rehabilitation of both wells will be completed in 2024. Both wells need complete rehabilitation of
motor and pump. The rehabilitation of High Service Pump No. 4 was last completed in 2025. The HSP
needs complete rehabilitation of motor and pump.
Lift Station No. 1 Generator Replacement – 2031
This project will be a replacement of the generator only. The closed transition generator transfer switch will
have been replaced in a prior year. The existing generator is a 1996 model with a typical lifespan of 35
years.
Well Nos. 2 and 3; Water Treatment Plant HSP (BW) - 2031
The rehabilitation of both wells will be completed in 2025. The wells need complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump (BW) was last completed in 2026. The HSP needs
complete rehabilitation of motor and pump.
Well No. 5 and Water Treatment Plant HSP No. 1 - 2032
The rehabilitation of the well will be completed in 2026. The well needs complete rehabilitation of motor
and pump. The rehabilitation of High Service Pump No. 1 was last completed in 2027. The HSP needs
complete rehabilitation of motor and pump.
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Street Light and Traffic Signal Improvements
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.
County Road 10 Crosswalk Replacement - 2018
Proposed replacement of all of the crosswalks located along and across County Road 10 from the west leg
of Northway Drive to Highway 100. This would consist of mill and overlay of the current pavement surface
and to install new preformed crosswalk squares consistent to what the rest of the City crosswalks look like.
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.
Brooklyn Boulevard (65th to Brooklyn Park Border) Street Light Replacement - 2032
The 76 street lights north of 65th Avenue to the Brooklyn Park border will have reached their proposed
lifecycle and need to be replaced. Proposed 35’ painted aluminum poles with LED shoebox style fixture.
The light pole bases and wire should not need to be replaced.
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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.
Public Works Facility Fence and Gates- 2018
The Public Works facility is lacking when it comes to security of the facility. IT will be addressing the
building with key card access readers on all the exterior doors and selected interior doors as well as
cameras. Once this is complete, the second part of addressing the security of the premises is adding a fence
around the complex and adding security gates at the north and south entrances. Once these two projects are
complete, the Public Works equipment and facility will be secured.
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 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.
Storm Water Pond 53-001 - 2018
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 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.
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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 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 ponds 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.
Storm Water Pond 40-001 - 2020
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.
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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 48-001 - 2023
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 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 41-001 - 2026
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 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.
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Storm Water Pond 11-001 - 2029
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.
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 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 the 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 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.
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Storm Water Pond 26-005 - 2031
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 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.
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
Centennial Park Tennis Courts Resurfacing, Basketball Court Project - 2018
Proposed construction includes the removal of two existing tennis courts and resurfacing of the two
remaining tennis courts within Centennial Park. The Parks and Recreation Commission recommended
replacing the two removed tennis courts with a basketball court as part of their 2015 CIP plan review. This
project is currently on hold waiting results of the Little League Master Plan for Centennial Park west.
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.
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. 2019: Freeway,
Northport, Centennial West, Orchard, Firehouse and Lions Parks. 2020: West Palmer, Riverdale, Bellvue,
Grandview, Marlin, Evergreen exercise area. Depending on the vendor we may be able to purchase the
equipment the year before install for tremendous savings (40 percent). Maybe program these for 2018-2021
with each being a two year project (purchase in 2018, build in 2019 etc. for three years).
303
Project Summaries Page | 56
2018-2032 Capital Improvement
Brooklyn Boulevard City Entrance Signs Rehabilitation - 2020
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.
West River Road, Arboretum, Freeway, Palmer Lake and Northport Trails Reconstruction - 2022
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 was 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. Proposed replacement of the trail system within the fenced Arboretum area.
Remove existing bituminous and replace with a new eight-foot wide bituminous trail. 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. Resurface the existing trail system extending around Palmer Lake
including the parking lots at the nature area and east Palmer. 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.
Replace the trail system within Northport Park. An eight-foot wide trail section is proposed.
Evergreen Park Scoreboard Improvements - 2023
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.
Centennial Park Softball Field Improvements - 2024
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.
Proposed construction includes replacement of the two scoreboards at the two softball fields at Centennial
Park (east).
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
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.
Softball/Baseball Fence Replacement - 2027
Replace the line and outfield fences at West Palmer Lake Park.
304
Project Summaries Page | 57
2018-2032 Capital Improvement
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.
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.
Park Bleacher Replacement - 2031
Replace six 5-row and seven 3-row bleachers used in various parks.
Park Bleacher Replacement - 2032
Replace four 10-row bleachers used in Centennial Park (softball and soccer).
305
Project Summaries Page | 58
2018-2032 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. Lilac Drive will also be extended from New Millennium Academy to
the TH 100 south ramp. 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.
Miscellaneous Retaining Wall Replacements - 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 and replace retaining walls located at the south end of Azelia Avenue (dead
end turnaround location) 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.
306
City of Brooklyn Center
2018 Budget
Supplementary Information
City of Brooklyn Center
2018 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
2018-2035 CAPITAL IMPROVEMENT PLAN (revised June 28 2017)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
Grey Chair Replacement 1989 - 2007 10 2018 $183,000.00
Booking & Reservation Sysytem 2000 15 2018 $91,000.00
Garden City Roof 2001 15 2018 $29,925.00
Phone System 1998 $32,000.00 10 2018 $40,000.00
Dewatering Well & Header 1995-2012 20 2018 $47,000.00 $390,925.00
Hippodrome Roof (EDPM)1990 $91,575.00 20 2019 $205,000.00
Tack/Morgan/Hall Carpet 2011 $27,000.00 8 2019 $32,000.00
Replace Harvest/Garden City Carpet 2013 $40,000.00 6 2019 $50,000.00
GC/Harvest Prefunction/Link Carpet 2012 6 2019 $60,000.00 $347,000.00
Carriage Hall RTU (Pre #1 & CH A #2) 1989 25 2020 $200,000.00
Facility Security System Server 2012 8 2020 $50,000.00
Main Kitchen Dishwasher 2005 $75,000.00 15 2020 $95,000.00 $345,000.00
Carriage Hall RTU (LL #4 & CH B #3)1989 25 2021 $200,000.00
Replace 2 Boilers Convention Center 2010 10 2021 $45,000.00
Captains/Estate/Loft Carpet 2014 $18,000.00 7 2021 $25,000.00
Replace Admin Office Carpet 2006 $18,000.00 16 2021 $25,000.00
Inn Carpet at Earle Brown House 2011 9 2021 $30,000.00 $325,000.00
Air Handling Unit #5 and #6 1989 27 2022 $73,000.00
D Barn Remodel 2011 10 2022 $325,000.00 $398,000.00
Main Large Marquee and Electronics 1989 15 2023 $30,000.00
Prefunction & Carriage Hall Carpet 2017 6 2023 $92,000.00
Replace Combi Oven 1990 $14,165.00 12 2023 $40,000.00
Stable Remodel 1989 2023 $200,000.00 $362,000.00
Replace S. Carriage Hall Door/Windows 2009 15 2024 $45,000.00 $45,000.00
Parking Lot Mill and Overlay (East Lots) 2000 25 2025 $100,000.00
Replace Harvest Divider Walls 2000 25 2025 $50,000.00
Tack/Morgan/Hall Carpet 2019 $30,000.00 8 2025 $32,000.00 $182,000.00
Replace Harvest/GC/Link Carpet 2019 $30,000.00 7 2026 $30,000.00 $30,000.00
Replace Harvest/GC Carpet 2020 $40,000.00 7 2027 $50,000.00 $50,000.00
309
EARLE BROWN HERITAGE CENTER Page 2
2017-2035 CAPITAL IMPROVEMENT PLAN (revised June 28 2017)
Estimated Acquisition or Subtotals
Acquisition Acquisition Useful Replacement Estimated and
Capital Item Year Cost Life Year Cost Totals
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 Chiller 1989 20 2030 $160,000.00 $288,000.00
Hippodrome Roof (EDPM)1990 $91,575.00 17 2031 $100,000.00 $100,000.00
Carriage Hall Wall Panels 1989 $72,000.00 20 2032 $99,000.00 $99,000.00
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 $60,000.00
Replace Inn Roofs 1989 20 2034 $50,000.00
Replace D Barn Roof 2009 $24,000.00 20 2034 $25,000.00
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 $207,000.00
Main Kitchen Dishwasher 2005 $75,000.00 15 2035 $75,000.00
Tack/Morgan/Hall Carpet 2027 $30,000.00 8 2035 $30,000.00
Replace 2 Boilers (Inn)2015 $30,000.00 20 2035 $35,000.00
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 $260,000.00
310
BC Liquor Page 1
2018-2032 CIP (revised May 11, 2017)
Acquisition or Subtotals
Replacement Estimated and
Capital Item Year Cost Totals
Blvd. Signage at Store #2 2018 $25,000
Business Site/Location Feasibility Analysis 2018 $25,000
2018 $50,000
Business Site/Location Feasibility Analysis -2019 $1,000,000
Implementation of Results
2019 $1,000,000
Business Site/Location Feasibility Analysis -2020 $2,000,000
Implementation of Results
2020 $2,000,000
This report encompasses all anticipated capital expenditures (items exceeding $25,000) from 2018-2032.
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