HomeMy WebLinkAbout2018 08-08 CCP Joint Work Session with Financial CommissionAGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
Wednesday, August 8, 2018
6:30 p.m.
City Hall – City Council Chambers
I. Call to Order
II. Approval of Agenda
III. 2019 General Fund Department Budget Requests
a. Finance/Miscellaneous
b. Community Activities, Recreation & Services
c. Community Development
IV. Future Budget Discussions
a. August 20, 2018 – General Fund Budget Requests Continued
(Administration/Police/Fire/Public Works)
b. September 17, 2018 – Recommended Preliminary Levy
c. September 24, 2018 (Regular City Council Meeting) – City Council Adopts
Preliminary Budget and Levy
V. Adjournment
Finance
2019 Budget Request
2019 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
Targeted Redevelopment
Development of a financial plan for Opportunity Site
In 2019 we will collaborate with the Economic Development Authority and city departments to create a
financial plan for Opportunity Site development. This will include financial assumptions, review of
financial incentives, risk assessment and impact on city services of any proposed development.
Customer Intimacy/Operational Excellence
Continue to improve customer relationships and operational efficiency
In 2019 we will collaborate with Public Works and Information Technology on the installation of
gateways on City water tower’s to obtain fixed water utility meter reads. This will provide real-time
information to utility billing staff and quicker responses to customer requests and questions.
Staffing Levels
P o s i t i o n s FTEs 2018 2019 2020
Finance Director
Assistance Finance Director
Accountant
Accounting Technician
Utility Billing Technician
PT Utility Billing Technician
1
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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
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 payments
b. On-line access to customer account history information
c. On-line distribution option for quarterly bills
d. Ensure accurate billing of customer utilities
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2016 2017 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)
24 days
22.25 days
22 days
Date of audit opinion May 18, 2017 May 21, 2018 June 1, 2019
City bond credit rating AA AA AA or better
Rate of investment return on all cash/investments 1.134% 1.403% 1.900%
Pay by text (registrations/payments) Obtaining
baseline data 293/101 500/250
Automated utility billing phone payments 1,504 2,196 2,500
Utility billing online payments 7,590 10,174 12,500
Paperless utility billing accounts 585 1,131 1,500
(Pay by text became available in December 2016 which allows the customer to receive billing amount and
make payments through text messaging).
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 370,075$ 378,570$ 203,691$ 394,497$ 409,425$ 3.78% 425,275$
6102 - OVERTIME-FT EMPLOYEES 3,755 1,644 39 3,000 3,000 0.00% 3,000
6103 - WAGES-PART TIME EMPLOYEES 13,712 19,180 9,891 18,381 19,891 8.22% 21,000
6111 - SEVERANCE PAY 4,150 3,401 - - - 0.00% -
6122 - PERA COORDINATED PLAN 29,066 29,834 16,022 31,267 32,424 3.70% 33,697
6125 - FICA - SOCIAL SECURITY 24,340 25,137 13,484 24,839 25,645 3.24% 26,451
6126 - FICA - MEDICARE 5,693 5,879 3,154 6,045 6,268 3.69% 6,517
6131 - CAFETERIA PLAN CONTRIBUTIONS 67,440 65,192 38,513 71,485 72,165 0.95% 76,510
6151 - WORKER'S COMP INSURANCE 2,904 2,762 1,631 2,960 3,114 5.20% 3,236
TOTAL PERSONAL SERVICES 521,135 531,599 286,425 552,474 571,932 3.52% 595,686
6201 - OFFICE SUPPLIES 350 389 16 600 600 0.00% 600
6203 - BOOKS/REFERENCE MATERIALS - - - 400 400 0.00% 500
6219 - GENERAL OPERATING SUPPLIES - - - 100 100 0.00% 200
6242 - MINOR EQUIPMENT - 375 - 300 300 0.00% 400
6243 - MINOR COMPUTER EQUIPMENT 1,368 205 5,017 5,500 - -100.00% 3,700
TOTAL SUPPLIES 1,718 969 5,033 6,900 1,400 -79.71% 5,400
6301 - ACCTG, AUDIT & FIN'L SERVICES 42,491 32,534 30,391 37,000 38,000 2.70% 39,000
6307 - PROFESSIONAL SERVICES 2,175 2,326 1,162 1,000 2,500 150.00% 2,500
6331 - TRAVEL EXPENSE/MILEAGE 320 119 - 500 500 0.00% 500
6333 - FREIGHT/DRAYAGE 9,832 10,384 5,711 9,500 10,000 5.26% 10,000
6341 - PERSONNEL ADVERTISING - - - 200 200 0.00% 200
6351 - PRINTING 3,362 3,891 637 4,900 4,500 -8.16% 5,000
6406 - MULTI-FUNCTION MTNCE 1,258 1,139 619 1,250 1,250 0.00% 1,250
6432 - CONFERENCES AND SCHOOLS 1,698 3,316 1,855 3,000 3,300 10.00% 3,300
6433 - MEETING EXPENSES 49 15 30 300 300 0.00% 300
6434 - DUES & SUBSCRIPTIONS 562 663 440 700 700 0.00% 700
TOTAL SERVICES & OTHER CHARGES 61,747 54,387 40,845 58,350 61,250 4.97% 62,750
TOTAL BUSINESS UNIT EXPENSES 584,600$ 586,955$ 332,303$ 617,724$ 634,582$ 2.73%663,836$
41520 - FINANCE
GENERAL FUND
Miscellaneous
2019 Budget Request
2019 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.
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41610 - LEGAL
6303 - LEGAL SERVICES 375,976$ 405,275$ 218,179$ 410,000$ 415,000$ 1.22% 415,000$
6307 - PROFESSIONAL SERVICES 4,275 1,300 1,200 5,000 5,000 0.00% 5,000
6423 - LOGIS CHARGES - - - - - 0.00% -
TOTAL SERVICES & OTHER CHARGES 380,251 406,575 219,379 415,000 420,000 1.20% 420,000
TOTAL BUSINESS UNIT EXPENSES 380,251$ 406,575$ 219,379$ 415,000$ 420,000$ 1.20%420,000$
GENERAL FUND
41610 - LEGAL
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
44110 - JOINT POWERS PAYMENTS
6449 - OTHER CONTRACTUAL SERVICE 136,349$ 143,103$ 77,715$ 187,000$ 187,000$ 0.00% 187,000$
TOTAL SERVICES & OTHER CHARGES 136,349 143,103 77,715 187,000 187,000 0.00% 187,000
TOTAL BUSINESS UNIT EXPENSES 136,349$ 143,103$ 77,715$ 187,000$ 187,000$ 0.00%187,000$
44110 - JOINT POWERS PAYMENTS
GENERAL FUND
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45310 - CONVENTION AND TOURISM
6445 - CONVENTION BUREAU PAYMENT 550,772$ 573,065$ 225,207$ 522,500$ 522,500$ 0.00% 522,500$
TOTAL SERVICES & OTHER CHARGES 550,772 573,065 225,207 522,500 522,500 0.00% 522,500
TOTAL BUSINESS UNIT EXPENSES 550,772$ 573,065$ 225,207$ 522,500$ 522,500$ 0.00%522,500$
GENERAL FUND
45310 - CONVENTION AND TOURISM
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,294$ 6,857$ -$ 8,000$ 8,000$ 0.00% 8,000$
6361 - GENERAL LIABILITY INSURANCE 125,036 99,356 52,057 103,455 109,662 6.00% 109,662
6362 - PROPERTY INSURANCE 96,227 85,491 44,052 90,624 96,061 6.00% 96,061
6366 - MACHINERY BREAKDOWN INSURANCE 9,154 9,005 4,644 9,546 10,119 6.00% 10,119
6368 - BONDS INSURANCE 2,468 2,446 1,178 2,594 2,750 6.01% 2,750
6442 - COURT AWARDS/SETTLEMENTS 18,671 23,493 7,762 20,000 20,000 0.00% 20,000
TOTAL SERVICES & OTHER CHARGES 258,850 226,648 109,693 234,219 246,592 5.28% 246,592
TOTAL BUSINESS UNIT EXPENSES 258,850$ 226,648$ 109,693$ 234,219$ 246,592$ 5.28%246,592$
GENERAL FUND
48140 - INSURANCE
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48150 - CENTRAL SUPPLIES AND SUPPORT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ -$ 0.00% -$
6111 - SEVERANCE PAY - - - - 55,053 100.00% 109,817
TOTAL PERSONAL SERVICES - - - - 55,053 100.00% 109,817
6201 - OFFICE SUPPLIES 11,596 11,041 4,777 17,500 17,500 0.00% 17,500
6219 - GENERAL OPERATING SUPPLIES 2,111 4,672 2,979 5,000 5,000 0.00% 5,000
6242 - MINOR EQUIPMENT - - - - - 0.00% -
6243 - MINOR COMPUTER EQUIPMENT 792 2,522 - - - 0.00% -
TOTAL SUPPLIES 14,499 18,235 7,756 22,500 22,500 0.00% 22,500
6301 - ACCTG, AUDIT & FIN'L SERVICES 8,528 10,514 6,196 10,000 11,000 10.00% 11,000
6307 - PROFESSIONAL SERVICES 69,489 67,470 74,503 60,000 66,000 10.00% 66,000
6321 - TELEPHONE/PAGERS 4,710 5,095 2,619 5,400 5,700 5.56% 5,700
6322 - POSTAGE 36,957 35,375 13,094 30,000 30,000 0.00% 30,000
6349 - OTHER ADVERTISING 150 363 - - - 0.00% -
6351 - PRINTING 11,127 15,818 4,780 3,000 3,000 0.00% 3,000
6402 - EQUIPMENT SERVICES 2,023 1,771 1,811 2,500 2,500 0.00% 2,500
6406 - MULTI-FUNCTION MTNCE 10,119 8,563 4,775 7,725 8,500 10.03% 8,500
6432 - CONFERENCES AND SCHOOLS 4,855 6,070 6,171 8,000 8,000 0.00% 8,000
6433 - MEETING EXPENSES 1,674 4,720 1,134 2,500 2,500 0.00% 2,500
6434 - DUES & SUBSCRIPTIONS 525 831 598 - - 0.00% -
6435 - CREDIT CARD FEES 28,914 24,858 17,415 31,000 31,000 0.00% 31,000
6441 - LICENSES, TAXES & FEES - 517 50 - - 0.00% -
6446 - CONTINGENCY ACCOUNT 2,500 - - 125,000 200,000 60.00% 200,000
6449 - OTHER CONTRACTUAL SERVICE 72,899 78,738 7,926 40,000 40,000 0.00% 40,000
TOTAL SERVICES & OTHER CHARGES 254,470 260,703 141,072 325,125 408,200 25.55% 408,200
TOTAL BUSINESS UNIT EXPENSES 268,969$ 278,938$ 148,828$ 347,625$ 485,753$ 39.73%540,517$
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48160 - VACANCY AND TURNOVER SAVINGS
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (350,000)$ (350,000)$ 0.00% (350,000)$
TOTAL PERSONAL SERVICES - - - (350,000) (350,000) 0.00% (350,000)
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ (350,000)$ (350,000)$ 0.00%(350,000)$
GENERAL FUND
48160 - VACANCY AND TURNOVER SAVINGS
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48170 - REIMBURSEMENT FROM OTHER FUNDS
6471 - ADMINISTRATIVE SERVICE TRANSFER (599,323)$ (590,460)$ (329,077)$ (658,154)$ (658,154)$ 0.00% (658,154)$
6472 - ENGINEERING SERVICE TRANSFER (411,330) (393,244) (182,990) (425,000) (400,000) -5.88% (400,000)
6482 - MISC TRANSFER OUT 804,815 715,544 149,630 - - 0.00% -
TOTAL TRANSFERS OUT (205,838) (268,160) (362,437) (1,083,154) (1,058,154) -2.31% (1,058,154)
TOTAL BUSINESS UNIT EXPENSES (205,838)$ (268,160)$ (362,437)$ (1,083,154)$ (1,058,154)$ -2.31%(1,058,154)$
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48210 - TRANSFER OUT
6482 - MISC TRANSFER OUT 202,536$ 185,000$ -$ 200,000$ 210,000$ 5.00% 220,000$
TOTAL TRANSFERS OUT 202,536 185,000 - 200,000 210,000 5.00% 220,000
TOTAL BUSINESS UNIT EXPENSES 202,536$ 185,000$ -$ 200,000$ 210,000$ 5.00%220,000$
48210 - TRANSFER OUT
GENERAL FUND
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Community Activities, Recreation &
Services (CARS)
2019 Budget Request
2019 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
Align City Resources to Most Effectively Support Brooklyn Center Youth
We will align City resources, including financial, staff, facilities and equipment to most effectively
support Brooklyn Center youth.
Specific actions include:
o Identify and provide Brooklynk internship opportunities within Brooklyn Center. The
CARS Department hosted eight interns in 2018.
o Increase equitable access to programs and services
Staffing Levels
Positions FTEs 2018 2019 2020
CARS Director
CARS Admin Assistant
Recreation Receptionist
Recreation Program Supervisor
Maintenance Custodian
Part-time Staff (70 – PT Staff)
1
1
1
4
3
13
1
1
1
4
3
13
1
1
1
4
3
13
Total 23 23 23
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-Coordinate building usage/supervision and programming 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 2,000 children and adults participate in swim lessons annually.
*More than 1,500 adults take part in the aqua exercise offerings.
Government Buildings
o This activity provides for the ongoing cleaning, maintenance and repair of all Government
Buildings including city hall, community center, city garage, and fire stations buildings and
grounds.
In addition, staff provides some maintenance support for the police building, liquor stores
and Centerbrook Golf Course. These expenses are charged directly to their respective
funds.
Annual Goal and Strategies:
1. Continue improvements in area of customer service for all department functions.
a. Continue to refine use of computer based maintenance request system
b. On-going Diversity/Inclusion & Customer Service training for staff
c. Continue technology improvements to enhance communication
2. Enhanced marketing efforts (internal/external) for all divisions.
a. Quarterly catalog and marketing material enhancements
b. Increased social media presence
c. Community outreach efforts
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations 6,976 7,100
Households Participating in Recreation Programs 35% (2017) 40% (Next Community
Survey)
Program, Offerings Meet Household Needs 94% (2017) 96% (Next Community
Survey)
Customer Satisfaction Ratings (good, excellent) 98% (2017) 99% (Next Community
Survey)
Percentage of Maintenance Work Orders
Processed (Within 15 days)
86% 90%
Energy Consumption-City Owned Buildings $348,781 $345,000
*2018 data, unless noted otherwise
Capital Outlay- Non-threshold Items Included in General Fund Requests
$30,000 Misc. carpet/paint Community Center/City Hall
$28,950 Lobby/Conference Room furniture replacement- Police Station
$13,000 Annual maintenance shut down supplies (Community Center)
$ 6,000 Community Center equipment/furnishings replacement
$ 6,500 Pool vacuum replacement
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45010 - CARS ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 167,998$ 170,622$ 90,291$ 174,035$ 171,829$ -1.27% 179,340$
6111 - SEVERANCE PAY 5,298 5,325 3,627 - - 0.00% -
6122 - PERA COORDINATED PLAN 12,600 12,797 6,772 13,053 12,887 -1.27% 13,451
6125 - FICA - SOCIAL SECURITY 10,097 9,727 5,352 10,441 10,083 -3.43% 10,320
6126 - FICA - MEDICARE 2,361 2,275 1,252 2,523 2,491 -1.27% 2,600
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,976 26,976 15,405 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 1,263 1,181 689 1,235 1,237 0.16% 1,291
TOTAL PERSONAL SERVICES 226,593 228,903 123,388 229,881 227,393 -1.08% 237,606
6243 - MINOR COMPUTER EQUIPMENT 1,426 - 982 1,200 - -100.00% 1,600
TOTAL SUPPLIES 1,426 - 982 1,200 - -100.00% 1,600
6321 - TELEPHONE/PAGERS 406 516 313 640 1,275 99.22% 1,275
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00% -
6432 - CONFERENCES AND SCHOOLS 671 2,201 3,452 5,000 5,000 0.00% 4,500
6433 - MEETING EXPENSES 689 35 99 700 700 0.00% 700
6434 - DUES & SUBSCRIPTIONS 352 702 1,163 500 1,000 100.00% 1,000
6441 - LICENSES, TAXES & FEES 35 - 35 - - 0.00% -
TOTAL SERVICES & OTHER CHARGES 2,153 3,454 5,062 6,840 7,975 16.59% 7,475
TOTAL BUSINESS UNIT EXPENSES 230,172$ 232,357$ 129,432$ 237,921$ 235,368$ -1.07%246,681$
GENERAL FUND
45010 - CARS ADMINISTRATION
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45110 - CARS-REC ADMINISTRATION
6101 - WAGES & SALARIES-FT EMPLOYEES 258,534$ 257,640$ 137,624$ 267,630$ 277,458$ 3.67% 287,681$
6102 - OVERTIME-FT EMPLOYEES 48 - - - - 0.00% -
6103 - WAGES-PART TIME EMPLOYEES 50,400 57,242 27,964 43,000 52,000 20.93% 53,000
6111 - SEVERANCE PAY 4,182 5,110 - - - 0.00% -
6122 - PERA COORDINATED PLAN 23,174 23,106 12,419 23,297 24,034 3.16% 24,801
6125 - FICA - SOCIAL SECURITY 19,461 19,881 10,431 19,259 19,869 3.17% 20,502
6126 - FICA - MEDICARE 4,551 4,649 2,440 4,505 4,648 3.17% 4,796
6131 - CAFETERIA PLAN CONTRIBUTIONS 51,704 53,952 33,773 57,188 57,732 0.95% 61,208
6151 - WORKER'S COMP INSURANCE 2,672 2,584 1,417 2,204 2,307 4.67% 2,381
TOTAL PERSONAL SERVICES 414,726 424,164 226,068 417,083 438,048 5.03% 454,369
6201 - OFFICE SUPPLIES 2,547 3,275 1,597 2,500 3,000 20.00% 3,000
6217 - SAFETY SUPPLIES - - 110 - 200 100.00% 200
6219 - GENERAL OPERATING SUPPLIES 3,432 2,854 512 3,500 3,500 0.00% 3,500
6242 - MINOR EQUIPMENT - - - 300 300 0.00% 300
6243 - MINOR COMPUTER EQUIPMENT 921 187 6,604 7,150 - -100.00% 1,500
TOTAL SUPPLIES 6,900 6,316 8,823 13,450 7,000 -47.96% 8,500
6321 - TELEPHONE/PAGERS 184 1,345 1,219 2,900 5,100 75.86% 5,100
6322 - POSTAGE 4,228 3,764 1,833 6,500 5,000 -23.08% 51,000
6331 - TRAVEL EXPENSE/MILEAGE 900 962 32 1,100 1,150 4.55% 1,150
6341 - PERSONNEL ADVERTISING 225 - 421 750 750 0.00% 750
6349 - OTHER ADVERTISING - 242 - - - 0.00% -
6351 - PRINTING 14,387 8,512 8,418 15,500 17,000 9.68% 17,500
6402 - EQUIPMENT SERVICES - - - 500 500 0.00% 500
6406 - MULTI-FUNCTION MTNCE 7,431 8,283 3,700 7,200 8,500 18.06% 8,500
6421 - SOFTWARE LICENSE 117 342 - - - 0.00% -
6422 - SOFTWARE MAINT 8,187 - - - - 0.00% -
6423 - LOGIS CHARGES 27,325 26,961 12,596 27,952 29,204 4.48% 30,217
6432 - CONFERENCES AND SCHOOLS - 120 41 1,000 1,000 0.00% 1,000
6434 - DUES & SUBSCRIPTIONS - - - 500 500 0.00% 500
6435 - CREDIT CARD FEES 15,389 7,674 4,177 14,000 10,000 -28.57% 10,000
6441 - LICENSES, TAXES & FEES 937 35 - 1,500 1,500 0.00% 1,500
6449 - OTHER CONTRACTUAL SERVICE 3,909 17,595 3,615 4,000 4,100 2.50% 4,100
TOTAL SERVICES & OTHER CHARGES 83,219 75,835 36,052 83,402 84,304 1.08% 131,817
6461 - FUEL CHARGES - 147 103 342 342 0.00% 352
6462 - FIXED CHARGES - 1,090 493 986 752 -23.73% 775
6463 - REPAIR & MAINT CHARGES - 82 54 400 400 0.00% 412
6465 - REPLACEMENT CHARGES - 4,254 2,127 4,255 4,375 2.82% 4,506
TOTAL CENTRAL GARAGE CHARGES - 5,573 2,777 5,983 5,869 -1.91% 6,045
TOTAL BUSINESS UNIT EXPENSES 504,845$ 511,888$ 273,720$ 519,918$ 535,221$ 2.94%600,731$
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45111 - CARS-ADULT RECREATION
5586 - COST OF SALES-MISC 1,172$ 117$ 178$ 500$ 500$ 0.00% -$
TOTAL COST OF SALES 1,172 117 178 500 500 0.00% -
6103 - WAGES-PART TIME EMPLOYEES 45,234 41,827 16,869 47,300 52,100 10.15% 53,100
6122 - PERA COORDINATED PLAN 2,723 1,494 816 3,548 3,908 10.15% 3,983
6125 - FICA - SOCIAL SECURITY 2,804 2,593 1,046 2,933 3,231 10.16% 3,293
6126 - FICA - MEDICARE 656 607 245 686 756 10.20% 771
6151 - WORKER'S COMP INSURANCE 1,312 1,117 499 1,296 1,453 12.11% 1,481
TOTAL PERSONAL SERVICES 52,729 47,638 19,475 55,763 61,448 10.19% 62,628
6219 - GENERAL OPERATING SUPPLIES 8,099 13,559 6,128 12,525 13,100 4.59% 13,100
TOTAL SUPPLIES 8,099 13,559 6,128 12,525 13,100 4.59% 13,100
6307 - PROFESSIONAL SERVICES 8,886 9,295 8,064 11,700 10,750 -8.12% 10,750
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00% -
6339 - OTHER TRANSPORTATION EXPENSE - - - 1,000 500 -50.00% 500
6364 - DRAM SHOP INSURANCE 1,004 1,013 1,551 1,100 1,600 45.45% 1,600
6384 - REFUSE DISPOSAL 2,205 1,880 1,880 3,000 2,450 -18.33% 2,450
6402 - EQUIPMENT SERVICES - - - 750 800 6.67% 800
6432 - CONFERENCES AND SCHOOLS 125 538 - 600 600 0.00% 600
6449 - OTHER CONTRACTUAL SERVICE 85,376 87,978 41,282 79,600 89,850 12.88% 89,850
6491 - MERCHANDISE FOR RESALE 1,964 306 32 500 500 0.00% 500
TOTAL SERVICES & OTHER CHARGES 99,560 101,010 52,809 98,250 107,050 8.96% 107,050
TOTAL BUSINESS UNIT EXPENSES 161,560$ 162,324$ 78,590$ 167,038$ 182,098$ 9.02%182,778$
GENERAL FUND
45111 - CARS-ADULT RECREATION
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45112 - CARS-TEEN PROGRAMS
6102 - OVERTIME-FT EMPLOYEES -$ -$ -$ 1,000$ -$ -100.00% -$
6103 - WAGES-PART TIME EMPLOYEES - - - 3,750 6,800 81.33% 6,800
6122 - PERA COORDINATED PLAN - - - 356 510 43.26% 510
6125 - FICA - SOCIAL SECURITY - - - 295 422 43.05% 422
6126 - FICA - MEDICARE - - - 69 99 43.48% 99
6151 - WORKER'S COMP INSURANCE - - - 130 150 15.38% 190
TOTAL PERSONAL SERVICES - - - 5,600 7,981 42.52% 8,021
6219 - GENERAL OPERATING SUPPLIES - - - 1,000 1,500 50.00% 1,500
TOTAL SUPPLIES - - - 1,000 1,500 50.00% 1,500
6307 - PROFESSIONAL SERVICES - - - - - 0.00% -
TOTAL SERVICES & OTHER CHARGES - - - - - 0.00% -
TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ 6,600$ 9,481$ 43.65%9,521$
GENERAL FUND
45112 - CARS-TEEN PROGRAMS
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45113 - CARS-YOUTH PROGRAMS
6103 - WAGES-PART TIME EMPLOYEES 56,502$ 73,715$ 24,425$ 58,500$ 77,500$ 32.48% 77,500$
6104 - OVERTIME-PART TIME EMPLOYEES 88 4 - - - 0.00% -
6122 - PERA COORDINATED PLAN 461 743 575 4,009 5,813 45.00% 5,813
6125 - FICA - SOCIAL SECURITY 3,509 4,571 1,514 3,627 4,805 32.48% 4,805
6126 - FICA - MEDICARE 821 1,069 354 848 1,125 32.67% 1,125
6141 - UNEMPLOYMENT COMPENSATION - 53 28 - - 0.00% -
6151 - WORKER'S COMP INSURANCE 1,639 1,769 706 1,605 2,162 34.70% 2,162
TOTAL PERSONAL SERVICES 63,020 81,924 27,602 68,589 91,405 33.26% 91,405
6212 - MOTOR FUELS - - - 2,500 2,500 0.00% 2,500
6219 - GENERAL OPERATING SUPPLIES 12,856 14,781 6,162 23,050 27,000 17.14% 27,000
TOTAL SUPPLIES 12,856 14,781 6,162 25,550 29,500 15.46% 29,500
6331 - TRAVEL EXPENSE/MILEAGE - 88 - 250 250 0.00% 250
6433 - MEETING EXPENSES - - - 1,500 1,000 -33.33% 1,000
6449 - OTHER CONTRACTUAL SERVICE 4,350 6,638 510 2,500 6,750 170.00% 6,750
TOTAL SERVICES & OTHER CHARGES 4,350 6,726 510 4,250 8,000 88.24% 8,000
TOTAL BUSINESS UNIT EXPENSES 80,226$ 103,431$ 34,274$ 98,389$ 128,905$ 31.02%128,905$
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45119 - CARS-GENERAL REC
6103 - WAGES-PART TIME EMPLOYEES 4,124$ 7,789$ 6,485$ 7,200$ 7,900$ 9.72% 8,000$
6104 - OVERTIME-PART TIME EMPLOYEES - - 78 - - 0.00% -
6122 - PERA COORDINATED PLAN 115 193 290 540 593 9.81% 601
6125 - FICA - SOCIAL SECURITY 256 483 407 447 489 9.40% 495
6126 - FICA - MEDICARE 60 113 95 105 114 8.57% 115
6141 - UNEMPLOYMENT COMPENSATION 14 21 6 - - 0.00% -
6151 - WORKER'S COMP INSURANCE 101 187 198 197 220 11.68% 222
TOTAL PERSONAL SERVICES 4,670 8,786 7,559 8,489 9,316 9.74% 9,433
6219 - GENERAL OPERATING SUPPLIES 412 2,617 2,346 2,850 3,200 12.28% 3,200
TOTAL SUPPLIES 412 2,617 2,346 2,850 3,200 12.28% 3,200
6369 - OTHER INSURANCE - - - - - 0.00% -
6412 - BLDGS/FACILITIES 7,541 8,754 5,125 10,000 10,500 5.00% 10,500
6431 - SPECIAL EVENTS 2,000 - - 2,300 2,500 8.70% 2,500
6449 - OTHER CONTRACTUAL SERVICE 24,489 28,501 27,870 37,850 37,000 -2.25% 37,000
TOTAL SERVICES & OTHER CHARGES 34,030 37,255 32,995 50,150 50,000 -0.30% 50,000
TOTAL BUSINESS UNIT EXPENSES 39,112$ 48,658$ 42,900$ 61,489$ 62,516$ 1.67%62,633$
GENERAL FUND
45119 - CARS-GENERAL REC
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45122 - CARS-COMMUNITY CENTER
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 16,539$ 62,319$ 70,066$ 12.43% 74,334$
6103 - WAGES-PART TIME EMPLOYEES 32,788 35,219 17,645 34,000 36,000 5.88% 36,000
6104 - OVERTIME-PART TIME EMPLOYEES 94 212 - 250 500 100.00% 500
6122 - PERA COORDINATED PLAN 2,466 2,657 2,561 7,749 7,993 3.15% 8,313
6125 - FICA - SOCIAL SECURITY 2,039 2,202 2,168 6,405 6,607 3.15% 6,872
6126 - FICA - MEDICARE 477 515 507 1,499 1,545 3.07% 1,607
6131 - CAFETERIA PLAN CONTRIBUTIONS - - - 14,297 14,433 0.95% 15,302
6151 - WORKER'S COMP INSURANCE 953 945 648 2,545 2,413 -5.19% 2,444
TOTAL PERSONAL SERVICES 38,817 41,750 40,068 129,064 139,557 8.13% 145,372
6219 - GENERAL OPERATING SUPPLIES 2,169 2,560 1,371 2,250 2,250 0.00% 2,250
6239 - OTHER REPAIR & MAINT SUPPLIES 6 - - - - 0.00% -
6242 - MINOR EQUIPMENT 9,304 6,682 - 8,500 8,500 0.00% 8,500
6243 - MINOR COMPUTER EQUIPMENT - - - - - 0.00% -
TOTAL SUPPLIES 11,479 9,242 1,371 10,750 10,750 0.00% 10,750
6384 - REFUSE DISPOSAL - - - - - 0.00% -
6402 - EQUIPMENT SERVICES 1,411 1,113 1,633 2,000 2,000 0.00% 2,000
6403 - BLDGS/FACILITIES MAINT SERVICE 250 3,229 - 22,000 22,000 0.00% 23,000
6441 - LICENSES, TAXES & FEES - 944 881 1,000 1,100 10.00% 1,150
6449 - OTHER CONTRACTUAL SERVICE 82,017 81,153 40,135 92,000 92,000 0.00% 93,000
6491 - MERCHANDISE FOR RESALE 3,933 1,571 - 3,000 3,000 0.00% 3,000
TOTAL SERVICES & OTHER CHARGES 87,611 88,010 42,649 120,000 120,100 0.08% 122,150
6540 - EQUIPMENT & MACHINERY 33,623 24,994 - - - 0.00% -
TOTAL CAPITAL OUTLAY 33,623 24,994 - - - 0.00% -
TOTAL BUSINESS UNIT EXPENSES 171,530$ 163,996$ 84,088$ 259,814$ 270,407$ 4.08%278,272$
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45124 - CARS-POOL
6103 - WAGES-PART TIME EMPLOYEES 244,711$ 245,304$ 113,998$ 240,000$ 245,000$ 2.08% 246,000$
6104 - OVERTIME-PART TIME EMPLOYEES 292 - 227 600 500 -16.67% 500
6122 - PERA COORDINATED PLAN 8,096 7,025 3,538 17,775 18,113 1.90% 18,113
6125 - FICA - SOCIAL SECURITY 15,206 15,214 7,095 14,694 14,973 1.90% 14,973
6126 - FICA - MEDICARE 3,556 3,558 1,659 3,437 3,502 1.89% 3,502
6151 - WORKER'S COMP INSURANCE 7,097 6,561 3,376 6,494 6,738 3.76% 6,738
TOTAL PERSONAL SERVICES 278,958 277,662 129,893 283,000 288,826 2.06% 289,826
6211 - CLEANING SUPPLIES - - - - - 0.00% -
6216 - CHEMICALS/CHEMICAL PRODUCTS 21,532 18,815 6,314 9,500 10,000 5.26% 10,000
6219 - GENERAL OPERATING SUPPLIES 1,559 1,007 687 3,000 4,000 33.33% 3,500
6239 - OTHER REPAIR & MAINT SUPPLIES 7,320 2,574 3,657 7,500 7,500 0.00% 7,500
6243 - MINOR COMPUTER EQUIPMENT - 2,556 - - - 0.00% -
TOTAL SUPPLIES 30,411 24,952 10,658 20,000 21,500 7.50% 21,000
6321 - TELEPHONE/PAGERS - 624 700 1,280 2,000 56.25% 2,000
6381 - ELECTRIC 29,685 29,521 17,240 24,500 30,000 22.45% 30,500
6382 - GAS 9,148 10,377 7,557 12,000 12,000 0.00% 12,000
6383 - WATER 9,916 9,460 2,366 9,750 10,000 2.56% 10,000
6385 - SEWER 6,755 4,760 2,468 7,750 7,500 -3.23% 7,600
6402 - EQUIPMENT SERVICES - 811 - 2,000 2,000 0.00% 2,000
6403 - BLDGS/FACILITIES MAINT SERVICE 667 3,975 - 10,500 7,500 -28.57% 7,500
6431 - SPECIAL EVENTS 4,728 2,780 1,644 6,000 5,000 -16.67% 5,000
6432 - CONFERENCES AND SCHOOLS - - 660 - 750 100.00% 750
6441 - CONFERENCES AND SCHOOLS - - 40 - - 0.00% -
6449 - OTHER CONTRACTUAL SERVICE 1,949 2,138 964 2,000 2,000 0.00% 2,000
TOTAL SERVICES & OTHER CHARGES 62,848 64,446 33,639 75,780 78,750 3.92% 79,350
6540 - EQUIPMENT & MACHINERY - - - - - 0.00% -
6545 - OTHER EQUIPMENT 4,300 - - - - 0.00% -
TOTAL CAPITAL OUTLAY 4,300 - - - - 0.00% -
TOTAL BUSINESS UNIT EXPENSES 376,517$ 367,060$ 174,190$ 378,780$ 389,076$ 2.72%390,176$
GENERAL FUND
45124 - CARS-POOL
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41940 - GENERAL GOVT BLDGS AND PLANT
6101 - WAGES & SALARIES-FT EMPLOYEES 154,348$ 158,032$ 84,056$ 163,738$ 167,995$ 2.60% 174,200$
6102 - OVERTIME-FT EMPLOYEES 22,381 22,332 11,410 20,000 20,000 0.00% 20,000
6103 - WAGES-PART TIME EMPLOYEES - - - 2,500 2,500 0.00% 2,500
6111 - SEVERANCE PAY 1,048 1,061 - - - 0.00% -
6122 - PERA COORDINATED PLAN 13,255 13,527 7,160 14,080 14,099 0.13% 14,565
6125 - FICA - SOCIAL SECURITY 9,453 10,028 5,209 11,640 11,656 0.14% 12,040
6126 - FICA - MEDICARE 2,211 2,345 1,218 2,723 2,726 0.11% 2,816
6131 - CAFETERIA PLAN CONTRIBUTIONS 40,464 40,464 23,108 42,891 43,299 0.95% 45,906
6151 - WORKER'S COMP INSURANCE 9,182 8,661 5,081 9,632 9,832 2.08% 10,157
TOTAL PERSONAL SERVICES 252,342 256,450 137,242 267,204 272,107 1.83% 282,184
6201 - OFFICE SUPPLIES - 15 - - - 0.00% -
6211 - CLEANING SUPPLIES 7,918 15,744 5,880 14,000 14,000 0.00% 14,000
6214 - CLOTHING & PERSONAL EQUIPMENT 200 273 200 400 400 0.00% 400
6216 - CHEMICALS/CHEMICAL PRODUCTS 865 2,493 4,824 2,500 3,000 20.00% 3,000
6217 - SAFETY SUPPLIES 830 1,457 237 1,500 1,500 0.00% 1,500
6219 - GENERAL OPERATING SUPPLIES 6,723 - - 6,500 4,000 -38.46% 4,000
6225 - PARK & LANDSCAPE MATERIALS 4,523 100 - 5,250 5,000 -4.76% 5,000
6239 - OTHER REPAIR & MAINT SUPPLIES 35,780 42,278 23,595 36,000 40,000 11.11% 40,000
6241 - SMALL TOOLS 446 1,167 469 1,000 1,200 20.00% 1,200
6242 - MINOR EQUIPMENT 2,114 430 - 2,000 2,000 0.00% 2,000
6243 - MINOR COMPUTER EQUIPMENT - 1,032 982 1,200 - -100.00% -
TOTAL SUPPLIES 59,399 64,989 36,187 70,350 71,100 1.07% 71,100
6307 - PROFESSIONAL SERVICES 3,548 4,048 3,499 3,750 4,000 6.67% 4,000
6321 - TELEPHONE/PAGERS 997 1,390 882 2,100 2,000 -4.76% 2,000
6329 - OTHER COMMUNICATION SERVICES - 90 70 - - 0.00% -
6381 - ELECTRIC 143,521 145,029 85,281 130,000 135,000 3.85% 136,000
6382 - GAS 52,856 67,780 55,973 80,000 75,000 -6.25% 75,000
6383 - WATER 3,498 3,905 919 5,000 5,000 0.00% 5,000
6384 - REFUSE DISPOSAL 7,965 6,032 6,060 8,500 7,000 -17.65% 7,000
6385 - SEWER 1,839 1,528 586 2,000 2,000 0.00% 2,000
6386 - STORM SEWER 4,308 4,308 2,197 6,000 5,500 -8.33% 5,500
6387 - HEATING OIL - - - 4,000 4,000 0.00% 4,000
6388 - HAZARDOUS WASTE DISPOSAL 2,576 1,035 255 3,200 3,000 -6.25% 3,000
6389 - STREET LIGHTS 1,298 1,298 649 2,000 1,500 -25.00% 1,500
6402 - EQUIPMENT SERVICES 35,694 35,243 457 40,000 41,000 2.50% 42,000
6403 - BLDGS/FACILITIES MAINT SERVICE 113,200 98,980 105,025 120,000 150,000 25.00% 160,000
6405 - PARK & LANDSCAPE SERVICES 27,432 28,520 31,446 32,000 33,000 3.13% 33,500
6409 - OTHER REPAIR & MAINT SVCS - - - 2,500 2,500 0.00% 2,500
6422 - SOFTWARE MAINT 3,648 11,815 12,419 12,400 14,000 12.90% 14,000
6432 - CONFERENCES AND SCHOOLS - 590 - 4,500 4,500 0.00% 4,500
6434 - DUES & SUBSCRIPTIONS - - - - - 0.00% -
6441 - LICENSES, TAXES & FEES 430 498 45 1,000 750 -25.00% 750
6449 - OTHER CONTRACTUAL SERVICE 29,837 77,367 38,295 63,860 67,500 5.70% 68,000
TOTAL SERVICES & OTHER CHARGES 432,647 489,456 344,058 522,810 557,250 6.59% 570,250
6461 - FUEL CHARGES 868 932 508 1,199 1,199 0.00% 1,235
6462 - FIXED CHARGES 1,768 1,846 827 1,654 1,249 -24.49% 1,286
6463 - REPAIR & MAINT CHARGES 1,666 494 314 600 800 33.33% 824
6465 - REPLACEMENT CHARGES 2,200 2,300 1,150 2,300 2,400 4.35% 2,472
TOTAL CENTRAL GARAGE CHARGES 6,502 5,572 2,799 5,753 5,648 -1.83% 5,817
6520 - BUILDINGS & FACILITIES 54,846 22,699 - - - 0.00% -
TOTAL CAPITAL OUTLAY 54,846 22,699 - - - 0.00% -
TOTAL BUSINESS UNIT EXPENSES 805,736$ 839,166$ 520,286$ 866,117$ 906,105$ 4.62%929,351$
41940 - GENERAL GOVT BLDGS AND PLANT
GENERAL FUND
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who encouraged
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”
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cl
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increases
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s
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a co
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sh
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us to “do more”
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r
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r
,
much of the
in
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r
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at
t
r
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a
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to
:
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s
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p
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c
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ad
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t
sp
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:
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of
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s
.
Yo
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h
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r
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a
t
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:
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p
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in
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r
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to
ex
p
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o
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pr
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g
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m
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l
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in
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to
al
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w
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ex
p
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to
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r
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ho
u
r
s
Ge
n
e
r
a
l
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r
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a
t
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o
n
:
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l
o
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a
t
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fo
r
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w
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r
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a
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e
n
t
in
th
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Pa
r
k
co
n
s
i
s
t
e
n
t
wi
t
h
2018.
Co
m
m
u
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i
t
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Ce
n
t
e
r
/
P
o
o
l
:
In
c
r
e
a
s
e
s
in
pa
r
t
‐ti
m
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g
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s
an
d
“s
w
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do
c
k
s
”
.
Qu
e
s
t
i
o
n
s
?
Community Development
2019 Budget Request
2019 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 forwards the City’s value of Customer Intimacy by providing friendly,
quality, accurate, responsive and timely customer service to permit and program applicants, residents,
business owners, contractors, and internal customers. The Division administers; homestead applications,
contracted property assessing and housing assistance, special assessments, and administrative penalty
program. The Division provides internal administrative support to the Business and Development
Division and the Building and Community Standards Division. The Division provides the 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
Secretary to the EDA. The Director supports the EDA’s efforts for business retention, expansion and
attraction; promoting targeted redevelopment opportunities; promoting workforce development; and
planning & budgeting associated with the use of Tax Increment Financing.
Division Description: Business and Development
The Business and Development Division supports a thriving local economy and resident economic
stability by guiding the redevelopment activities of the City through ensuring the City’s policies,
programs, and regulatory framework forward the City’s vision and goals while remaining responsive to
market demand. The Division works with stakeholders to ensure compliance with the City’s ordinances,
policies, and Comprehensive Plan. The Division works with governmental and non-governmental
organizations to provide a range of resources and services to business and residents in the community.
The Business and Development Division is comprised of a City Planner/Zoning Administrator and a
Business and Workforce Development Specialist. The City Planner/Zoning Administrator is responsible
for the processing and review of planning applications for all development activities in the community
from start to finish. This person serves as the staff liaison to the Planning Commission, maintains the
City’s Comprehensive Plan, and administers the Zoning Code. This person is also responsible for
reviewing building permit applications for compliance with the Zoning Code and city approvals, issuing
zoning letters, and reviewing and approving sign and administrative permit requests. This person is
responsible for responding to inquiries from residents, contractors, and developers related to planning,
redevelopment, and zoning.
The Business and Workforce Development Specialist forwards the City’s Strategic Priority of Resident
Economic Stability and Targeted Redevelopment by providing program management, research, technical
support, policy development, and coordination with governmental and non-governmental organizations.
Areas of focus include creation of a Business Retention and Expansion program, the marketing of EDA-
owned property, reviewing existing regulations and policies for barriers to accomplishing the City’s goals,
the creation and attraction of high quality jobs to the City, resident wealth creation and financial literacy,
job pathways and training, and growing entrepreneurship opportunities for residents.
Division Description: Buildings and Community Standards
The Building & Community Standards Division promotes the City’s Strategic Priority of Safe, Secure,
and Stable Community by ensuring clean, safe and attractive neighborhoods where people want to live
and do business. Exceptional customer service is provided related to residential and commercial
development and construction, property maintenance, housing, and community services. It is through the
use of modern technology, professional staff, and collaboration with our customers that we efficiently and
effectively serve the community.
The Division monitors development and construction activities through consultation, plan review,
inspections, 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 looks to forward the City’s values of Customer Intimacy and Operational Excellence by
providing ongoing staff development opportunities that ensure a high degree of knowledgeable about
building codes and construction practices. This includes cross-training inspectors and offering
opportunities for additional certification through continuing education when appropriate.
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 responsiveness to complaints. Division 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 the vacant building program, regular code enforcement
sweeps, “knock and talk”, and the rental housing 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, three Building 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, walkable and vibrant development that provides for a
mix of housing and commercial types that create a dense mixed-use City Center.
The initiatives for 2019-2020 include:
- The creation of a Master Development Strategy which will:
o Identify a master development plan that is grounded in market realities and
economically feasible, which will allow the city to begin financial analysis to identify
potential and realistic need for public subsidy;
o Determine a desired land use plan that identifies subareas within the Opportunity Site
and their appropriate land use mix.
o Identify a regulatory framework that outlines the desired form and function of both
public and private space, as well as the relationship between buildings and ROW;
o Layout a path to achieving entitlements that is flexible, market driven, and ensures a
high quality product that is in keeping with the City’s vision for the area;
o Identify a multi-modal transportation framework so that the City can begin planning
for future CIP needs, as well as organize the land use concept around foundational
street networks. The transportation framework will identify street hierarchies and
sections, as well as consider the role of transit in the redevelopment area.
57th and Logan Redevelopment
The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s
Strategic Priorities.
The initiatives include:
- Master Development Planning which will:
o Identify planning issues and considerations;
o Provide a market feasibility analysis;
o Identify development opportunities;
o Identify the role of public subsidy in relationship to development feasibility;
o Provide high level transportation analysis;
o Provide a regulatory framework that identifies land use, design standards, and zoning
to both incentivize development and ensure that it forwards the City’s vision;
o Prepare marketing materials and a development implementation plan.
Brooklyn Boulevard Corridor
The desired outcome is a cohesive mixed use corridor with commercial uses that serve the
community, provides a variety of housing types, and responds to the access and mobility needs of
Brooklyn Boulevard.
The initiatives include:
- Master Development Corridor Planning which will:
o Identify planning issues and considerations;
o Provide a market feasibility analysis;
o Identify appropriate locations for commercial and higher density residential
concentrations;
o Identify development opportunities;
o Identify the role of public subsidy in relationship to development feasibility;
o Utilize past planning work related to the corridor;
o Provide high level transportation analysis;
o Provide a regulatory framework that identifies land use, design standards, and zoning
to both incentivize development and ensure that it forwards the City’s vision;
o Prepare marketing materials and a development implementation plan for EDA-owned
properties on the corridor.
Former Jerry’s Food Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s
Strategic Priorities.
The initiatives include:
- Master Development Planning which will:
o Identify planning issues and considerations;
o Provide a market feasibility analysis which includes an analysis of land value based on
likely land use scenarios;
o Identify development opportunities;
o Identify the role of public subsidy in relationship to development feasibility;
o Provide high level transportation analysis;
o Provide a regulatory framework that identifies land use, design standards, and zoning
to both incentivize development and ensure that it forwards the City’s vision;
o Prepare a development implementation plan that includes assisting the landowner in
identifying perspective developers and/or businesses to achieve the City’s goals for the
site.
Former Sear’s Site
The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s
Strategic Priorities.
The initiatives include:
- Master Development Planning which will:
o Identify planning issues and considerations;
o Provide a market feasibility analysis which includes an analysis of land value based on
likely land use scenarios;
o Identify development opportunities;
o Identify the role of public subsidy in relationship to development feasibility;
o Provide high level transportation analysis;
o Provide a regulatory framework that identifies land use, design standards, and zoning
to both incentivize development and ensure that it forwards the City’s vision;
o Prepare a development implementation plan that includes assisting the landowner in
identifying perspective developers and/or businesses to achieve the City’s goals for the
site.
Resident Economic Stability
Resident Empowerment Collaborative
The desired outcome is to create job pathways and training opportunities for residents. 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.
Entrepreneur Support
The desired outcome is to foster entrepreneurship opportunities for residents and those that desire to
start or grow a business in Brooklyn Center, with an emphasis on underserved entrepreneurs. 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, and reduce/eliminate local government barriers to local business success.
Job Retention and Expansion
The desired outcome is to increase the number of high quality jobs in the community. To achieve this
outcome we will create a Business Expansion and Retention Program to identify existing businesses’
needs and develop relationships with the City’s businesses. We will also create a Revolving Loan
Program to support job growth and business investment.
Resident Wealth Creation and Financial Literacy
The desired outcome is to increase resident economic stability through wealth creation and financial
literacy. To achieve this outcome we will explore opportunities to promote home ownership
opportunities for existing and future residents, with an emphasis on serving people of color. We will
explore partnerships with outside agencies to provide financial literacy classes to residents. We will
also explore policies and ordinances which would provide tenant protections, preserve existing
affordable housing, and support the creation of new, legally-binding affordable housing units.
Enhanced Community Image and Safe, Secure, and Stable Community
Zoning Code Update
The desired outcome is to have regulations that support the vision of the community and enhance the
ability of property owners to improve and redevelop property in a way that is feasible, reasonable, and
results in attractive, high quality property that achieves its highest and best use.
Code Enforcement, Rental Licensing, and Building Inspections
The desired outcome is to stabilize and improve residential neighborhoods. To achieve this outcome
we will:
o Coordinate and inspect residential rental properties in accordance with city code
requirements;
o Monitor, inspect, and register vacant properties;
o Continue Code Enforcement activities with proactive inspection and focus on resolving
ongoing and repeat violations.
o Review the Rental Licensing Program for improvements which will better serve the
goals of the program.
o Review the Transient Accommodations Ordinance to create more effective tools to
ensure best management practices are being used in order to reduce police calls and
code violations.
The desired outcome is to ensure all buildings are designed, constructed and maintained in a safe and
sound condition. To achieve this outcome we will:
o Work with developers, architects, business owners and property owners to ensure
building plans indicate compliance with all residential and commercial construction
codes;
o Develop a system for delivering welcome and introductory information for newly
remodeled or constructed businesses that can also be used for business retention
strategies
o Adopt the International Property Maintenance Code
The desired outcome is to provide effective communications and public education about neighborhood
and community initiatives. To achieve this outcome we will:
o Develop or revise educational materials for department programs and projects;
o Continue to review and improve letters and notices;
o Develop resource materials for home owners and renters.
The desired outcome is to provide accurate and timely information regarding property ownership and
special assessments. To achieve this outcome we will:
o Analyze and recommend efficient process for special assessments and searches;
o 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.
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 construction codes (Building,
Fire, Mechanical, Plumbing, Electrical, Energy, etc.). A variety of educational and communication
tools, as well as technology, 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
is 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 assists 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
prospective buyers.
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 code violations 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 and the 4D program. Programs
may include homeownership assistance, rehabilitation and fix-up fund programs for existing
residential properties, and the construction of new housing for a mix of incomes and types.
Department staff also collaborates with non-profit organizations to provide services to residents in
need such as low income, elderly and disabled persons. The department works towards business
attraction, promotion, redevelopment, and other community initiatives that grow the City’s tax base,
redevelop underutilized land, and increase the number of high quality jobs in the community.
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.
Staffing Levels
Positions FTEs 2018 2019 2020
Community Development Director 0.25 0.25 0.25
Deputy Director .75 .75 .75
City Planner /Zoning Administrator 1 1 1
Housing and Community Standards Supervisor 1 1 1
Business and Workforce Development Specialist 0.25 0.25 0.25
Building Official 1 1 1
Building Inspectors 2 3 3
Code Enforcement & Housing Inspector 3 3 3
Administrative Assistants (2-FT) 1.5 1.5 1.5
Administrative Assistants (2-PT) 0.75 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 - - -
Planning and Economic Development Intern - .3 .3
Total 11.9 13.2 13.2
*Notes regarding staffing levels are as follows:
Additional Building Inspector in 2019 added in 2018 to address high demand in
construction plan review and Inspection.
Creation of a summer PED Intern to support Planning and Economic Development special
projects.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance
Measure
Performance Levels
Actual Value Target Value
Recurring Objectives:
Customer Satisfaction all
Divisions
Obtaining baseline data 95% or more of surveyed customers
are satisfied or very satisfied. Establish
a method to survey customers to
measure customer satisfaction in 2019.
Inspection Standards Obtaining baseline data Inspection standards met 95% of the
time
Building and Site Plan
Reviews
Obtaining baseline data Plan reviews completed within time
standard 95% of the time. Residential
within 2 weeks; Commercial within 4
weeks.
One-Time Objectives:
Zoning Code Update Not yet completed Updated City Code Chapters: Platting,
Sign, Shoreland, MRCCA, and Zoning
Master Planning – Focus
Areas
Not yet completed Completed master planning of
identified focus areas: Former Sears,
Former Jerry’s Foods, and Brooklyn
Boulevard Corridor
Establishment of
Revolving Loan Fund
Program
Not yet completed Develop and implement a revolving
loan fund program to promote the
attraction and expansion of businesses.
Fund three businesses in 2019.
Establish a Business
Retention and Expansion
Program
Not yet completed Develop and implement a Business
Retention and Expansion Program to
learn from and establish a relationship
with significant employers in the City.
Meet with ten of the City’s largest
employers in 2019.
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
46320 - COMMUNITY DEVELOPMENT ADMIN
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 51,279$ 108,187$ 108,608$ 0.39% 113,910$
6103 - WAGES-PART TIME EMPLOYEES - - 19,514 37,973 41,946 10.46% 43,203$
6111 - SEVERANCE PAY - - 1,014 - - 0.00% -
6122 - PERA COORDINATED PLAN - - 5,309 10,962 11,291 3.00% 11,783
6125 - FICA - SOCIAL SECURITY - - 4,578 9,062 9,334 3.00% 9,740
6126 - FICA - MEDICARE - - 1,071 2,118 2,183 3.07% 2,278
6131 - CAFETERIA PLAN CONTRIBUTIONS - - 15,998 25,020 25,258 0.95% 26,779
6151 - WORKER'S COMP INSURANCE - - 541 1,525 1,083 -28.98% 1,132
TOTAL PERSONAL SERVICES - - 99,304 194,847 199,703 2.49% 208,825
6201 - OFFICE SUPPLIES - - - - 2,950 100.00% 2,950
6219 - GENERAL OPERATING SUPPLIES - - - - 2,000 100.00% 2,000
6243 - MINOR COMPUTER EQUIPMENT - - - - 7,550 100.00% 2,175
TOTAL SUPPLIES - - - - 12,500 100.00% 7,125
6307 - PROFESSIONAL SERVICES - - 4,950 - 10,000 100.00% 10,000
TOTAL SERVICES & OTHER CHARGES - - 4,950 - 10,000 100.00% 10,000
TOTAL BUSINESS UNIT EXPENSES -$ -$ 104,254$ 194,847$ 222,203$ 14.04%225,950$
GENERAL FUND
46320 - COMMUNITY DEVELOPMENT ADMIN
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42420 - BUILDING AND COMMUNITY STANDARDS
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 289,647$ 550,543$ 642,645$ 16.73% 672,970$
6102 - OVERTIME-FT EMPLOYEES - - 5,428 15,619 15,619 0.00% 15,619
6103 - WAGES-PART TIME EMPLOYEES - - 10,415 29,000 33,000 13.79% 33,000
6122 - PERA COORDINATED PLAN - - 20,140 44,637 51,846 16.15% 54,119
6125 - FICA - SOCIAL SECURITY - - 19,845 36,900 42,857 16.14% 44,737
6126 - FICA - MEDICARE - - 4,641 8,631 10,023 16.13% 10,465
6131 - CAFETERIA PLAN CONTRIBUTIONS - - 56,235 107,228 122,681 14.41% 130,067
6151 - WORKER'S COMP INSURANCE - - 1,847 3,295 3,886 17.94% 4,057
TOTAL PERSONAL SERVICES - - 408,198 795,853 922,557 15.92% 965,034
6201 - OFFICE SUPPLIES - - 2,189 2,950 100 -96.61% 100
6203 - BOOKS/REFERENCE MATERIALS - - 195 800 800 0.00% 800
6214 - CLOTHING & PERSONAL EQUIPMENT - - 132 900 2,700 200.00% 900
6219 - GENERAL OPERATING SUPPLIES - - 670 600 600 0.00% 600
6241 - SMALL TOOLS - - - 900 900 0.00% 900
6242 - MINOR EQUIPMENT - - 2,680 1,000 100 -90.00% 100
6243 - MINOR COMPUTER EQUIPMENT - - 8,156 7,550 25,050 231.79% -
TOTAL SUPPLIES - - 14,022 14,700 30,250 105.78% 3,400
6307 - PROFESSIONAL SERVICES - - 23,605 43,955 43,955 0.00% 43,955
6321 - TELEPHONE/PAGERS - - 1,439 2,300 5,725 148.91% 5,725
6329 - OTHER COMMUNICATION SERVICES - - 1,400 3,140 3,200 1.91% 3,200
6331 - TRAVEL EXPENSE/MILEAGE - - 94 200 200 0.00% 200
6341 - PERSONNEL ADVERTISING - - - 400 400 0.00% 400
6351 - PRINTING - - 175 300 300 0.00% 300
6405 - PARK & LANDSCAPE SERVICES - - 1,341 40,000 40,000 0.00% 40,000
6406 - MULTI-FUNCTION MTNCE - - 1,336 2,600 3,000 15.38% 3,000
6423 - LOGIS CHARGES - - 20,030 39,838 36,861 -7.47% 37,959
6432 - CONFERENCES AND SCHOOLS - - 8,010 8,000 8,000 0.00% 10,000
6433 - MEETING EXPENSES - - 208 400 400 0.00% 400
6434 - DUES & SUBSCRIPTIONS - - 440 1,600 2,000 25.00% 2,000
6435 - CREDIT CARD FEES - - 2,634 6,500 6,500 0.00% 6,500
6449 - OTHER CONTRACTUAL SERVICE - - 3,920 30,000 20,000 -33.33% 20,000
TOTAL SERVICES & OTHER CHARGES - - 64,632 179,233 170,541 -4.85% 173,639
6461 - FUEL CHARGES - - 2,936 6,512 6,512 0.00% 6,707
6462 - FIXED CHARGES - - 3,353 6,705 4,614 -31.19% 4,752
6463 - REPAIR & MAINT CHARGES - - 2,876 5,600 3,100 -44.64% 3,193
6465 - REPLACEMENT CHARGES - - 6,675 13,350 13,832 3.61% 14,247
TOTAL CENTRAL GARAGE CHARGES - - 15,840 32,167 28,058 -12.77% 28,899
TOTAL BUSINESS UNIT EXPENSES -$ -$ 502,692$ 1,021,953$ 1,151,406$ 12.67%1,170,972$
GENERAL FUND
42420 - BUILDING AND COMMUNITY STANDARDS
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41550 - ASSESSING
6201 - OFFICE SUPPLIES -$ 59$ -$ 200$ 200$ 0.00% 200$
TOTAL SUPPLIES - 59 - 200 200 0.00% 200
6307 - PROFESSIONAL SERVICES 189,326 210,500 - 205,000 205,000 0.00% 205,000
6329 - OTHER COMMUNICATION SERVICES - - - - - 0.00% -
6406 - MULTI-FUNCTION MTNCE 810 991 425 825 1,000 21.21% 1,000
TOTAL SERVICES & OTHER CHARGES 190,136 211,491 425 205,825 206,000 0.09% 206,000
TOTAL BUSINESS UNIT EXPENSES 190,136$ 211,550$ 425$ 206,025$ 206,200$ 0.08%206,200$
GENERAL FUND
41550 - ASSESSING
2018
2016 2017 June 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41910 - PLANNING AND ZONING
6101 - WAGES & SALARIES-FT EMPLOYEES 90,432$ 65,995$ 52,328$ 107,253$ 101,624$ -5.25% 107,290$
6102 - OVERTIME-FT EMPLOYEES - - - 1,000 1,000 0.00% 1,000
6103 - WAGES-PART TIME EMPLOYEES 10,759 8,499 96 - 9,500 100.00% -
6111 - SEVERANCE PAY 1,105 192 - - - 0.00% -
6122 - PERA COORDINATED PLAN 7,589 5,309 3,932 8,119 7,696 -5.21% 8,122
6125 - FICA - SOCIAL SECURITY 5,883 4,699 3,392 6,712 6,363 -5.20% 6,714
6126 - FICA - MEDICARE 1,376 1,099 793 1,570 1,489 -5.16% 1,571
6131 - CAFETERIA PLAN CONTRIBUTIONS 16,182 6,908 8,295 17,871 18,041 0.95% 19,128
6151 - WORKER'S COMP INSURANCE 761 510 400 768 738 -3.91% 779
TOTAL PERSONAL SERVICES 134,087 93,211 69,236 143,293 146,451 2.20% 144,604
6219 - GENERAL OPERATING SUPPLIES 48 21 - 50 50 0.00% 50
6243 - MINOR COMPUTER EQUIPMENT 2,368 253 - - - 0.00% 2,175
TOTAL SUPPLIES 2,416 274 0 50 50 0.00% 2,225
6303 - LEGAL SERVICES 50 14,233 3,290 5,000 10,000 100.00% 10,000
6307 - PROFESSIONAL SERVICES 1,595 14,164 7,903 40,000 105,000 162.50% 20,000
6331 - TRAVEL EXPENSE/MILEAGE - 111 - 100 300 200.00% 300
6342 - LEGAL NOTICES 362 791 561 700 700 0.00% 700
6351 - PRINTING 40 - 611 1,000 1,000 0.00% -
6406 - MULTI-FUNCTION MTNCE 868 1,062 456 930 1,000 7.53% 1,000
6432 - CONFERENCES AND SCHOOLS 1,050 1,102 2,037 2,700 4,500 66.67% 4,500
6433 - MEETING EXPENSES - - 134 100 200 100.00% 200
6434 - DUES & SUBSCRIPTIONS 345 354 - 835 1,800 115.57% 2,000
TOTAL SERVICES & OTHER CHARGES 4,310 31,817 14,992 51,365 124,500 142.38% 38,700
TOTAL BUSINESS UNIT EXPENSES 140,813$ 125,302$ 84,228$ 194,708$ 271,001$ 39.18%185,529$
GENERAL FUND
41910 - PLANNING AND ZONING
20
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