HomeMy WebLinkAbout2018 08-30 CCP Joint Work Session AGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
Monday, August 20, 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. Administration
b. Fire
c. Police
d. Public Works
IV. Future Budget Discussions
a. September 17, 2018—Recommended Preliminary Levy
b. September 24, 2018 (Regular City Council Meeting)—City Council Adopts
Preliminary Budget and Levy
c. October 15, 2018—Special Revenue/Debt Service/Internal Service Funds
V. Adjournment
2019 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:
Staffing Levels
Positions FTEs 2018 2019 2020
• Mayor 1 1 1
• City Council Members 4 4 4
Total 5 5 5
2
• 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 community engagement,policy processing and
recording, 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.
• Inclusive Community Engagement
In 2019, we will expand organizational capacity and reach into community in an effort to increase
inclusive community engagement. In 2018,the City established the Division of Communication and
Community Engagement,which increased social media outreach strategies,volunteer opportunities,
community dialogues, community partnerships and media outreach endeavors. In partnership with
community partners, the City defines community engagement in terms of hearing all voices, active
involvement, mutual benefit of the engaged and engager, collective vision, actively living and behaving
engaged, building relations, being intentional, mutual understanding and the existence of a culture of
community engagement.
The City will continue to develop internal capacity with regard to Inclusion and Diversity efforts. In 2018,
we will continue the work our Diversity and Inclusion Council established in 2015. Our intent 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.
Ultimately, our goal is to improve our ability to serve and encourage community ownership and public
trust.
4
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 2018 Elections Budget increase
is a reflection of the scheduled State and Federal 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.
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
6
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Levels
Performance Measure
*Actual Value Target Value
Foster a culture of inclusion 100%related inclusive • occurrence of educational and
throughout the organization educational and events training for organization
executed • execution of 4 related events
for employees
Foster a culture of Inclusive • Inclusive related • occurrence of educational and
Community Engagement educational and training for community
Efforts training to be
development
• 100% of related • execution of 10 related events
inclusive events for community
executed
Increase resident Benchmark TBD %of residents annually physically
engagement engaged
Increase resident Benchmark TBD %percent of residents annually
engagement signed for connect
Increase resident Benchmark TBD %of community survey respondents
engagement indicating a sense of engagement,
awareness, and part of decision-
making
Foster systematic 71.42%or 5 of 7 systematic Develop implementation plans and
administrative approaches approaches executed applicable policy for execution of
throughout the organization social media policy, branding, IT
development plan, employee
appraisals, employee development
and training, measurement of strategic
initiatives progress, and electronic
council agenda.
Account for gender equity in • 2017—38% female • Receive 44%of females in
hiring process applicants (including applicant pool
full and part time)
• 2017—40.3%females • Hire>44%of female in
hired from applicant applicant pool
pool (including full and
part time)
8
GENERAL FUND
41110-MAYOR COUNCIL
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
41110-MAYOR COUNCIL
6103-WAGES-PART TIME EMPLOYEES $ 48,126 $ 49,087 $ 31,293 $ 50,070 $ 51,072 2.00% $ 52,095
6124-PERA DEFINED CONTRIBUTION 907 925 590 1,560 1,591 1.99% 1,623
6125-FICA-SOCIAL SECURITY 1,881 1,920 1,218 1,170 1,194 2.05% 1,218
6126-FICA-MEDICARE 703 717 456 727 742 2.06% 754
6151-WORKER'S COMP INSURANCE 210 196 139 207 213 2.90% 218
TOTAL PERSONAL SERVICES 51,827 52,845 33,696 53,734 54,812 2.01% 55,908
6201-OFFICE SUPPLIES 27 - - - - 0.00% -
6203-BOOKS/REFERENCE MATERIALS 93 - - - - 0.00% -
6219-GENERAL OPERATING SUPPLIES 227 434 193 350 350 0.00% 350
6243-MINOR COMPUTER EQUIPMENT - 253 6,620 - - 0.00% -
TOTAL SUPPLIES 347 687 6,813 350 350 0.00% 350
6301-ACCTG,AUDIT&FIN'L SERVICES - - 832 - - 0.00% -
6307-PROFESSIONAL SERVICES 7,165 21,764 14,874 14,600 9,500 -34.93% 9,500
6308-CHARTER COMMISSION 208 189 109 1,500 1,500 0.00% 1,500
6329-OTHER COMMUNICATION SERVICES - - 1,066 - 2,600 100.00% 2,600
6331-TRAVEL EXPENSE/MILEAGE 10 10 - 100 100 0.00% 100
6349-OTHER ADVERTISING 335 - - 0.00% -
6351-PRINTING 149 149 228 300 300 0.00% 300
6422-SOFTWARE MAINT - - 234 - - 0.00% -
6423-LOGIS CHARGES - -
- 0.00% -
6432-CONFERENCES AND SCHOOLS 2,230 4,692 8,283 8,000 8,000 0.00% 8,000
6433-MEETING EXPENSES 1,276 1,232 594 2,800 2,800 0.00% 2,800
6434-DUES&SUBSCRIPTIONS 44,348 44,099 22,461 43,000 45,000 4.65% 45,000
TOTAL SERVICES&OTHER CHARGES 55,386 72,470 48,681 70,300 69,800 -0.71% 69,800
TOTAL BUSINESS UNIT EXPENSES $ 107,560 $ 126,002 $ 89,190 $ 124,384 $ 124,962 0.46% $ 126,058
10
GENERAL FUND
41410-ELECTIONS
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
41410-ELECTIONS
6101-WAGES&SALARIES-FT EMPLOYEES $ 45,639 $ 49,529 $ 30,290 $ 51,763 $ 54,648 5.57% $ 57,594
6102-OVERTIME-FT EMPLOYEES 2,835 2,070 449 3,000 500 -83.33% 3,000
6103-WAGES-PART TIME EMPLOYEES 525 - - 41,000 7,000 -82.93% 43,000
6111-SEVERANCE PAY 150 40 - - - 0.00% -
6122-PERA COORDINATED PLAN 3,636 3,870 2,305 3,882 4,099 5.59% 4,327
6125-FICA-SOCIAL SECURITY 3,287 3,558 2,122 3,209 3,388 5.58% 3,577
6126-FICA-MEDICARE 769 832 496 751 792 5.46% 837
6131-CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 8,888 14,297 14,433 0.95% 15,302
6151-WORKER'S COMP INSURANCE 357 352 233 368 393 6.79% 415
TOTAL PERSONAL SERVICES 70,686 73,739 44,783 118,270 85,253 -27.92% 128,052
6219-GENERAL OPERATING SUPPLIES 917 5,257 6,178 5,700 1,600 -71.93% 5,700
6243-MINOR COMPUTER EQUIPMENT -
1,605 500 100.00%
TOTAL SUPPLIES 917 6,862 6,178 5,700 2,100 -63.16% 5,700
6322-POSTAGE 820 1,638 - 1,000 1,000 0.00% 1,800
6331-TRAVEL EXPENSE/MILEAGE 41 -
-
150 100 -33.33% 200
6333-FREIGHT/DRAYAGE 529 - - 850 100 -88.24% 200
6342-LEGAL NOTICES 558 - 351 600 300 -50.00% 600
6351-PRINTING 2,356 - - 2,500 500 -80.00% 2,500
6402-EQUIPMENT SERVICES 460 5,943 -
3,500 3,500 0.00% 3,500
6412-BLDGS/FACILITIES 636 - 96 1,000 300 -70.00% 1,000
6415-OTHER EQUIPMENT -
- - - - 0.00% -
6432-CONFERENCES AND SCHOOLS 60 - 445 350 500 42.86% 500
6433-MEETING EXPENSES 446 - - 500 200 -60.00% 500
6434-DUES&SUBSCRIPTIONS 20 - 40 100 500 400.00% 600
6449-OTHER CONTRACTUAL SERVICE 30,795 - - - - 0.00% -
TOTAL SERVICES&OTHER CHARGES 36,721 7,581 932 10,550 7,000 -33.65% 11,400
TOTAL BUSINESS UNIT EXPENSES $ 108,324 $ 88,182 $ 51,893 $ 134,520 $ 94,353 -29.86% $ 145,152
12
GENERAL FUND
41710-COMMUNICATIONS&ENGAGEMENT
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
41710-COMMUNICATIONS&ENGAGEMENT
6101-WAGES&SALARIES-FT EMPLOYEES $ - $ - $ 41,983 $ 62,319 $ 74,812 20.05% $ 78,982
6103-WAGES-PART TIME EMPLOYEES - - - - 43,571 100.00% 45,444
6122-PERA COORDINATED PLAN - - 3,149 4,674 8,878 89.94% 9,332
6125-FICA-SOCIAL SECURITY - - 2,779 3,864 7,339 89.93% 7,714
6126-FICA-MEDICARE - - 650 904 1,718 90.04% 1,805
6131-CAFETERIA PLAN CONTRIBUTIONS - - 8,888 14,297 14,433 0.95% 15,302
6151-WORKER'S COMP INSURANCE - - _ 321 442 852 92.76% 896
TOTAL PERSONAL SERVICES - - 57,770 86,500 151,603 75.26% 159,475
6219-GENERAL OPERATING SUPPLIES - - 638 1,500 2,500 66.67% -
6242-MINOR EQUIPMENT - - - 2,500 2,500 0.00% -
6243-MINOR COMPUTER EQUIPMENT - - 1,718 1,650 1,800 9.09% 1,800
TOTAL SUPPLIES - - 2,356 5,650 6,800 20.35% 1,800
6307-PROFESSIONAL SERVICES - - 2,406 60,000 53,000 -11.67% 43,000
6321-TELEPHONE/PAGERS - - - 700 640 -8.57% -
6322-POSTAGE - - 4,899 15,000 22,000 46.67% 22,000
6331-TRAVEL EXPENSE/MILEAGE - - - 500 750 50.00% 750
6349-OTHER ADVERTISING - - 296 7,500 18,200 142.67% 18,200
6351-PRINTING - - 5,344 5,500 9,500 72.73% 9,500
6408-COMMUNICATION/INFO SYSTEMS - - - 18,000 500 -97.22% -
6431-SPECIAL EVENTS - - 1,982 3,000 30,000 900.00% 30,000
6432-CONFERENCES AND SCHOOLS - - 2,083 2,000 4,000 100.00% -
6433-MEETING EXPENSES - - 457 1,500 3,000 100.00% -
TOTAL SERVICES&OTHER CHARGES - - 17,467 113,700 141,590 24.53% 123,450
TOTAL BUSINESS UNIT EXPENSES $ - $ - $ 77,593 $ 205,850 $ 299,993 45.73% $ 284,725
14
GENERAL FUND
41920-INFORMATION TECHNOLOGY
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
41920-INFORMATION TECHNOLOGY
6101-WAGES&SALARIES-FT EMPLOYEES $ 158,009 $ 226,562 $ 116,628 $ 244,559 $ 253,713 3.74% $ 264,936
6102-OVERTIME-FT EMPLOYEES 1,208 1,842 7,564 2,000 2,000 0.00% 2,000
6103-WAGES-PART TIME EMPLOYEES 15,878 - - - - 0.00% -
6111-SEVERANCE PAY 2,779 2,823 19,798 - - 0.00% -
6122-PERA COORDINATED PLAN 13,132 17,130 9,314 18,455 19,178 3.92% 20,020
6125-FICA-SOCIAL SECURITY 10,792 14,157 8,698 15,256 15,854 3.92% 16,358
6126-FICA-MEDICARE 2,524 3,311 2,034 3,568 3,708 3.92% 3,871
6131-CAFETERIA PLAN CONTRIBUTIONS 22,480 30,396 16,301 42,891 43,299 0.95% 45,906
6151-WORKER'S COMP INSURANCE 1,315 1,582 947 1,747 1,841 5.38% 1,922
TOTAL PERSONAL SERVICES 228,117 297,803 181,284 328,476 339,593 3.38% 355,013
6219-GENERAL OPERATING SUPPLIES 2,524 2,954 749 3,100 3,200 3.23% 3,200
6243-MINOR COMPUTER EQUIPMENT 2,454 1,200 224 - 4,350 100.00% 2,175
TOTAL SUPPLIES 4,978 4,154 973 3,100 7,550 143.55% 5,375
6307-PROFESSIONAL SERVICES 6,192 8,096 6,892 10,000 10,500 5.00% 10,500
6321-TELEPHONE/PAGERS 1,556 1,504 927 2,100 2,000 -4.76% 2,000
6331-TRAVEL EXPENSE/MILEAGE 669 742 192 1,000 1,000 0.00% 1,000
6333-FREIGHT/DRAYAGE 48 13 - 100 100 0.00% 100
6351-PRINTING 51 24 - - - 0.00% -
6402-EQUIPMENT SERVICES - 210 1,128 - 600 100.00% -
6408-COMMUNICATION/INFO SYSTEMS 2,223 886 50 5,000 5,000 0.00% 5,000
6421-SOFTWARE LICENSE - 1,579 9,538 3,000 14,450 381.67% 12,450
6422-SOFTWARE MAINT 44,900 47,915 21,866 54,500 52,000 -4.59% 53,000
6423-LOGIS CHARGES 217,033 192,398 113,650 203,404 216,459 6.42% 223,716
6432-CONFERENCES AND SCHOOLS 1,894 84 - 12,000 12,000 0.00% 12,000
6433-MEETING EXPENSES 24 - - - - 0.00% -
TOTAL SERVICES&OTHER CHARGES 274,590 253,451 154,243 291,104 314,109 7.90% 319,766
TOTAL BUSINESS UNIT EXPENSES $ 507,685 $ 555,408 $ 336,500 $ 622,680 $ 661,252 6.19% $ 680,154
16
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18
Staffing
FTE
Positions 2017 2018 2019
City Manager 1 11
Deputy'City Manager 1 1 1
City Clerk 1 1 1
Deputy City Clerk 1 1 1
Customer Service Representative 1 1 1
Human Resource Director 1 1 1
Human Resource Specialist 1 1 1
Human Resource Payroll Technician 1 1 1
Human Resource Training/Development Specialist 0 0 .5
Information Technology Director 1 1 1
Information Technology Specialist 1 1 1
Information Technology Technician 1 1 1
Communication and Community Engagement Coordinator .5 1 1
Community Engagement Specialist 0 .5 1
Neighborhood Engagement Liaison (4) 0 0 .5
Total 11.5 12.5 14
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Strategic Functions - Office of the
City Clerk
Council Support, Records Management, Licensing and Elections
Administration
► The City Clerk is responsible for maintaining official City records,
coordinating City Council and City Commission materials and
activities.
► 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.
► 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.
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Strategic Functions - Division of
Communication and Community Engagement
Informed, Aware and Engaged Public
► 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.
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24
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Objectives
Culture of Inclusion
Resident Engagement
Operational Excellence
Workforce Equity
26
Primary Performance Objectives
Performance Objectives
Description of Performance Levels
Performance Measure
*Actual Value Target Value
Increase resident Benchmark TBD % of residents annually
engagement physically engaged
Increase resident Benchmark TBD % percent of residents
engagement annually signed for connect
Increase resident Benchmark TBD % of community survey
engagement respondents indicating a
sense of engagement,
awareness, and part of
decision-making
•
CENTER
`'...`^` AT THEiCENTER
28
Primary Performance Objectives
Performance Objectives
Description of Performance Levels
Performance Measure
*Actual Value Target Value
Account for gender equity • 201 7 - 38% female • Receive 44% of females in
in hiring process applicants (including full applicant pool
and part time)
• 201 7 40.3% females • Hire >44% of female in
hired from applicant applicant pool
pool (including full and
part time)
Account for racial equity • 2017 44% people of • Receive 20% people of color
in hiring process color applicants applicants
• 2017`- 54.5%people of • Hire >20% people of color
color hired from applicants
applicant pool
. 0 o K L r
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AT THE9CE HTER
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Significant BudgetImpact
► Significant Budget Impacts
• Invest in enhancing community engagement by establishing part-
time workers capacity in the area of community engagement. In
the previous year efforts were made to stabilize communication
capacity and efforts in the City.
• Invest in enhancing in customer services by studying the impact of
a 311 service system. In the previous year investments were
made in establishing a citywide customer service goal and
assessing customer service organizationally and every individual
staff worker, which will be implemented in 2018-2019.
• Investment in workforce capacity and skills by creating a part-
time human resource training/development specialist.
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2019 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 2019, we strive to complete the following:
• 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 10 additional paid on call firefighters.
Staffing Levels
Positions 2018 2019 2020
• 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 Captain 5 6 6
• Paid On-Call Firefighter 22 30 32
• Total Number of Personnel 33 42 44
34
a. Conduct commercial property inspections throughout the city.
b. Continue implementation of public awareness campaign for all residents by offering Home
Safety Surveys. This campaign would also involve distributing and installing Smoke and
Carbon Monoxide Detectors for those that are unable to on their own. This program would
also involve battery replacements if needed for these devices.
c. Offer Hands Only CPR training to all residents, businesses and employees of the City.
d. Conduct fire education training for all elementary schools in the City during Fire
Prevention Week.
e. Offer Fire Safety and Fall training to older adults.
• Emergency Management
Prepare the community and city staff to respond to,recover from, and reduce the effects of
natural or manmade disasters.
a. Assure all leadership team members and key city staff is trained to the appropriate National
Incident Management Level (NIMS).
b. Conduct an annual emergency management tabletop exercise.
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 31.8%
with 15 firefighters 90%of the time (NFPA (7/22 occurrences met
Standard 1720). both time and personnel)
81.8%(18/22 met for 90%
response time)
59% (13/22 met for
personnel if mutual aid
considered)
Confine fire to room of origin 75%of the time. 63.6% 75%
(14/22 occurrences)
*2017 data
Capital Outlay and Other Initiatives with Significant Budget Impact
• Training for 10 new Fire Department Recruits
The department would need to increase our training budget to allocate enough dollars to
train 10 new recruits. This line item has increased due to less money being made available
from the State and previous grants the department has received.
36
GENERAL FUND
42510-EMERGENCY PREPAREDNESS
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
42510-EMERGENCY PREPAREDNESS
6101-WAGES&SALARIES-FT EMPLOYEES $ 53,731 $ - $ - $ - $ - 0.00% $ -
6111-SEVERANCE PAY 1,449 - - - - 0.00% -
6122-PERA COORDINATED PLAN 4,030 - - - - 0.00% -
6125-FICA-SOCIAL SECURITY 3,501 - - - - 0.00% -
6126-FICA-MEDICARE 819 - _ - - 0.00% -
6131-CAFETERIA PLAN CONTRIBUTIONS 13,488 278 - - • - 0.00% -
6151-WORKER'S COMP INSURANCE 404 - - 0.00% -
TOTAL PERSONAL SERVICES 77,422 278 - - - 0.00% -
6201-OFFICE SUPPLIES - - - 400 200 -50.00% 400
6203-BOOKS/REFERENCE MATERIALS - - - 500 500 0.00% 500
6204-STATIONARY SUPPLIES - - - 300 - -100.00% 300
6219-GENERAL OPERATING SUPPLIES 4 - - 800 500 -37.50% 800
6242-MINOR EQUIPMENT - - - 3,000 1,500 -50.00% 3,000
TOTAL SUPPLIES 4 - - 5,000 2,700 -46.00% 5,000
6381-ELECTRIC 354 361 208 400 400 0.00% 400
6402-EQUIPMENT SERVICES 2,109 2,109 2,214 3,150 3,000 -4.76% 3,300
6432-CONFERENCES AND SCHOOLS 650 - - 3,000 2,300 -23.33% 2,300
6434-DUES&SUBSCRIPTIONS 130 130 - 390 300 -23.08% 300
TOTAL SERVICES&OTHER CHARGES 3,243 2,600 2,422 6,940 6,000 -13.54% 6,300
TOTAL BUSINESS UNIT EXPENSES $ 80,669 $ 2,878 $ 2,422 $ 11,940 $ 8,700 -27.14% $ 11,300
38
Strategic Functions/Divisions
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 focus 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.
40
Strategic Functions/Divisions
Emergency Management
Helps identify and mitigate risks within the community through
individual and organizational preparedness. This is accomplished
through planning, training, conducting emergency management
drills and coordination of the city's response to disasters.
.01
42
Performance •
,, ,, ,,,,.. ....,..,,,,.,,,-,,,,-;. 17.-i-j?!.5.-1-,FTi.,:iiigz-VIN6yri40:1,410:**!ItIV,
' r. ,t `..
� '" � � *Actual Value Target Value
2" ° ,�� a 1 y 31.8%
:,,„ +, ,�,,,,t ," (7/22 occurrences met both
�I� time and personnel)
818% (18/22 met for
.i 4
response time)
" 59%(13/22 met for
40 personnel if mutual aid
, { '', considered)
5
z ,1,r 63.6% 75%
s ,,,j71.,-:',..4,1.,..'.-...
't ; s g e r-X € 1 '�
f (14/22 occurrences)
*2017 data
44
Key Initiatives
Fire Prevention/Education
Fire prevention reduces the loss of life and property from
fire and emergency medical events through education.
Conduct commercial property inspections throughout the city.
Continue implementation of public awareness campaign for all
residents by offering home safety surveys. This campaign
also involves distributing and installing smoke and carbon
monoxide detectors for those that are unable to on their own.
Battery replacements, as needed, are included in this
campaign.
Offer Hands Only CPR training to all residents, businesses
and employees of the City.
Conduct fire education training for all elementary schools in
the city during Fire Prevention Week.
Offer fire safety and fall prevention training to older adults.
46
Budget 'Impact
Recruit, hire and train 10 additional part-time firefighters
The department would need to increase our training budget $38,000
to allocate enough dollars to train 10 new recruits. This line item has
increased due to less money being made available from the State
and previous grants the department has received.
.001
48
Questions??
� J
2019 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. Police staff maintain an ongoing volunteer centered partnership with Special
Olympics of MN,which has built positive and lasting community engagement.
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 2019, 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 and specifically the youth 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, and neighborhood area
meetings, local school educational talks (violence prevention, drug awareness, and positive decision
making).
• 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
52
such as DNA,physical property evidence, computer and cell phone forensics. 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.
• Patrol Division
We are the primary responder to all public safety calls for service. Each year,the police
department handles nearly 37,000 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 with a victim—centered approach.
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. Provide prevention resources for parents while partnering with Brooklyn Center area
schools to enhance safety.
d. Potentially partner with Brooklyn Park, Crystal, and Hennepin County on a Diversion Pilot
program using a Cities United model.
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.
d. Educate citizens on ways to communicate with police staff in addition to the traditional 911.
Citizens have expressed reluctance in calling 911, which can delay response and resolution
to problems.
* Crime trends and pattern mapping attached
54
Part 1 Crime
2017 2016 %Cha 2017 2015 1%Change' 2017 2014 %Change! 2017 2013 %Change
Homicide 0 1 -100.0% 0 1 -100.0% 0 I 0 N/A 0 2 -100.0%
Forcible Rape 18 25 -28.0% 18 26 -30.8% 18 10 80.0% 18 14 28.6%
Robbery 62 40 55.0% 62 48 i 29.2% 62 I 45 i 37.8% 62 66 -6.1%
Agg Assault 44 47 -6.4% 44 37 1 18.9% 44 t! 43 2.3% 44 46 -4.3%
Total Violent Crime 124 113 1 9.7% 124 112 10.7% 124__a 98 26.5% 124 128 -3.1%
-Burglary - 123 98: 25.5% 123 97 I 26.8% 123 I, 154 -20.146 123 206 -40.3%
Theft 849 869 -2.396 849 918 3 -7.5% 849 985 -13.8% _ 849 1437 -40.9%
AutofTheft 1.11 112 -0.9% 111 64 73.4% 111 69 609% 111 72 54,2%,,;
Arson 4 0 N/A 4 1 300.0%; 4 1 300 096 4 $ 50096
Human Trafficking '-• 0 00 N/A N/A fl0 w 0.,:._..,, ..= /A . -0-"" 0" N/A
3
Serious Cri �1
me 0187 0.`7%=' .,-.
10791087 1080 43.. .%u.„
6% 10877 09 03
12 1 .1% .,1087 2723"` 46.9%.
�
Total�1 Crime 12 � 1.6% � 4-1111 1192 1. 121 7 7,8 1 1
Total Part 1 Crime 2007-2017
2500 -- - -----...--- ------
2000
1500 -
1000
500
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
■Total Part 1Crime 2202 2249 1864 1500 1664 1674 1851 1307 1192 1192 i 1211
56
GENERAL FUND
42110-POLICE-ADMINISTRATION
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
42110-POLICE-ADMINISTRATION
6101-WAGES&SALARIES-FT EMPLOYEES $ 170,406 $ 178,994 $ 110,087 $ 184,664 $ 190,204 3.00% $ 195,909
6103-WAGES-PART TIME EMPLOYEES - - 300 - - 0.00% -
6111-SEVERANCE PAY 4,199 4,405 - - - 0.00% -
6122-PERA COORDINATED PLAN 3,898 4,023 2,446 4,104 4,227 3.00% 4,354
6123-PERA POLICE&FIRE PLAN 19,185 20,307 12,550 21,052 22,687 7.77% 24,401
6125-FICA-SOCIAL SECURITY 3,412 3,554 2,174 3,392 3,494 3.01% 3,599
6126-FICA-MEDICARE 2,590 2,718 1,662 2,677 2,758 3.03% 2,841
6131-CAFETERIA PLAN CONTRIBUTIONS 26,754 26,976 17,775 28,594 28,866 0.95% 30,604
6151-WORKER'S COMP INSURANCE 6,417 6,259 4,283 6,638 6,978 5.12% 7,187
TOTAL PERSONAL SERVICES 236,861 _ 247,236 151,277 251,121 259,214 3.22% 268,895
6214-CLOTHING&PERSONAL EQUIPMENT 204 135 248 500 500 0.00% 500
6219-GENERAL OPERATING SUPPLIES 762 2,362 1,496 500 500 0.00% 500
6242-MINOR EQUIPMENT 913 - - - - 0.00% -
6243-MINOR COMPUTER EQUIPMENT 1,430 - - - - 0.00% 2,650
TOTAL SUPPLIES 3,309 2,497 1,744 1,000 1,000 0.00% 3,650
6305-MEDICAL SERVICES 2,397 6,407 1,897 5,000 6,000 20.00% 6,000
6306-PERSONNEULABOR RELATIONS - 9,995 2,450 5,000 5,000 0.00% 5,000
6307-PROFESSIONAL SERVICES 1,059 9,984 255 3,000 4,000 33.33% 4,000
6321-TELEPHONE/PAGERS 406 511 365 640 640 0.00% 640
6331-TRAVEL EXPENSE/MILEAGE 3 88 4 100 100 0.00% 100
6341-PERSONNELADVERTISING - 35 58 2,000 1,000 -50.00% 1,000
6342-LEGAL NOTICES 35 - - - - 0.00% -
6412-BLDGS/FACILITIES 7,500 9,779 5,390 8,000 8,500 6.25% 9,000
6432-CONFERENCES AND SCHOOLS 32,415 26,542 55,555 61,000 45,000 -26.23% 45,000
6433-MEETING EXPENSES 1,402 2,041 431 4,000 6,000 50.00% 6,000
6434-DUES&SUBSCRIPTIONS 9,642 10,866 1,749 10,000 10,000 0.00% 10,000
6441-LICENSES,TAXES&FEES 1,530 904 2,250 3,000 3,000 0.00% 3,000
6448-PRISONER BOARDING CHARGES -
- 0.00% -
TOTAL SERVICES&OTHER CHARGES 56,389 77,152 70,404 101,740 89,240 -12.29% 89,740
TOTAL BUSINESS UNIT EXPENSES $ 296,559 $ 326,885 $ 223,425 $ 353,861 $ 349,454 -1.25% $ 362,285
58
GENERAL FUND
42123-POLICE-PATROL
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
42123-POLICE-PATROL
6101-WAGES&SALARIES-FT EMPLOYEES $ 3,111,917 $ 3,188,394 $ 1,929,676 $ 3,488,968 $ 3,614,342 3.59% $ 3,772,454
6102-OVERTIME-FT EMPLOYEES 218,142 241,725 133,949 212,000 245,000 15.57% 245,000
6103-WAGES-PART TIME EMPLOYEES 166,146 181,381 89,822 150,000 180,000 20.00% 180,000
6104-OVERTIME-PART TIME EMPLOYEES 167 26 - - 0.00% -
6105-CONTRACTED SVCS OT 2,841 31,634 32,015 75,000 75,000 0.00% 75,000
6111-SEVERANCE PAY 44,401 46,625 3,166 - - 0.00% -
6122-PERA COORDINATED PLAN 15,699 34,111 28,343 22,290 29,338 31.62% 29,644
6123-PERA POLICE&FIRE PLAN 523,430 543,509 326,727 578,956 631,079 9.00% 686,263
6125-FICA-SOCIAL SECURITY 15,803 16,764 9,906 18,427 24,252 31.61% 24,506
6126-FICA-MEDICARE 49,538 52,777 31,848 56,129 59,657 6.29% 61,945
6131-CAFETERIA PLAN CONTRIBUTIONS 503,975 507,843 341,933 600,474 606,186 0.95% 642,684
6141-UNEMPLOYMENT COMPENSATION 1,476 - 5,999 - - 0.00% -
6151-WORKER'S COMP INSURANCE 161,527 154,225 102,630 173,719 185,193 6.60% 192,773
TOTAL PERSONAL SERVICES 4,814,895 4,999,155 3,036,040 5,375,963 5,650,047 5.10% 5,910,269
6201-OFFICE SUPPLIES - 145 - 200 200 0.00% 200
6203-BOOKS/REFERENCE MATERIALS 529 470 774 250 1,000 300.00% 1,000
6214-CLOTHING&PERSONAL EQUIPMENT 63,808 60,086 42,840 63,000 55,000 -12.70% 55,000
6217-SAFETY SUPPLIES 19,193 4,510 1,410 1,000 2,000 100.00% 2,000
6219-GENERAL OPERATING SUPPLIES 28,856 27,330 22,861 19,000 20,000 5.26% 21,000
6242-MINOR EQUIPMENT 3,302 1,832 465 3,000 17,000 466.67% 3,000
6243-MINOR COMPUTER EQUIPMENT 25,273 11,822 4,834 54,800 32,200 -41.24% 17,600
TOTAL SUPPLIES 140,961 106,195 73,184 141,250 127,400 -9.81% 99,800
6305-MEDICAL SERVICES 907 926 426 1,000 1,000 0.00% 1,000
6307-PROFESSIONAL SERVICES 815 859 220 2,000 5,000 150.00% 2,000
6321-TELEPHONE/PAGERS 5,610 7,384 6,391 11,500 28,600 148.70% 28,600
6323-RADIO COMMUNICATIONS 20,289 23,537 12,845 20,000 20,000 0.00% -
6329-OTHER COMMUNICATION SERVICES 21,934 28,244 16,263 22,300 30,000 34.53% 30,000
6331-TRAVEL EXPENSE/MILEAGE 117 - 117 100 100 0.00% 100
6333-FREIGHT/DRAYAGE -
27 99 - - 0.00% -
6351-PRINTING 110 295 - - 0.00% -
6402-EQUIPMENT SERVICES 6,408 6,011 508 6,500 9,000 38.46% 9,000
6409-OTHER REPAIR&MAINT SVCS -
- - - - 0.00% -
6422-SOFTWARE MAINTENANCE 2,850 3,000 1,500 3,100 4,000 29.03% 4,000
6423-LOGIS CHARGES 21,734 24,618 20,554 33,881 26,792 -20.92% 27,495
6428-PROTECTION SERVICES -
- - - - 0.00% -
6432-CONFERENCES AND SCHOOLS 11,263 7,985 6,957 12,000 12,000 0.00% 12,000
6447-TOWING CHARGES 264 378 625 750 750 0.00% 750
6449-OTHER CONTRACTUAL SERVICE 32,864 30,932 18,378 32,500 32,500 0.00% 32,500
TOTAL SERVICES&OTHER CHARGES 125,165 134,196 84,883 145,631 169,742 16.56% 147,445
6461-FUEL CHARGES 86,733 99,198 70,741 120,432 120,432 0.00% 124,045
6462-FIXED CHARGES 28,006 32,355 17,788 27,674 25,053 -9.47% 25,805
6463-REPAIR&MAINT CHARGES 84,807 124,435 56,517 118,000 118,000 0.00% 121,540
6465-REPLACEMENT CHARGES 152,863 157,875 95,594 163,875 175,786 7.27% 181,059
TOTAL CENTRAL GARAGE CHARGES 352,409 413,863 240,640 429,981 439,271 2.16% 452,449
6550-MOTOR VEHICLES - - - - 85,000 100.00% -
TOTAL CAPITAL OUTLAY - - - - 85,000 100.00% -
TOTAL BUSINESS UNIT EXPENSES $ 5,433,430 $ 5,653,409 $ 3,434,747 $ 6,092,825 $ 6,471,460 6.21% $ 6,609,963
60
GENERAL FUND
42170-POLICE-STATIONS AND BLDGS
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
42170-POLICE-STATIONS AND BLDGS
6101-WAGES&SALARIES-FT EMPLOYEES $ - $ - $ - $ - $ - 0.00% $ -
6122-PERA COORDINATED PLAN - - - - - 0.00% -
6125-FICA-SOCIAL SECURITY - - - - - 0.00% -
6126-FICA-MEDICARE - - - - - 0.00% -
6131-CAFETERIA PLAN CONTRIBUTIONS - - - - - 0.00% -
6151-WORKER'S COMP INSURANCE - - - - - 0.00% -
TOTAL PERSONAL SERVICES - - - - - 0.00% -
6211-CLEANING SUPPLIES 468 5,129 4,263 2,000 5,000 150.00% 5,000
6216-CHEMICALS/CHEMICAL PRODUCTS - - 338 250 250 0.00% 250
6219-GENERAL OPERATING SUPPLIES 6,269 26 - 5,000 4,000 -20.00% 4,000
6225-PARK&LANDSCAPE MATERIALS - - - 750 750 0.00% 750
6239-OTHER REPAIR&MAINT SUPPLIES 4,718 8,493 7,061 6,000 8,000 33.33% 8,000
6241-SMALL TOOLS - - - 200 200 0.00% 200
6242-MINOR EQUIPMENT 1,444 1,780 700 1,500 1,500 0.00% 1,500
TOTAL SUPPLIES 12,899 15,428 12,362 15,700 19,700 25.48% 19,700
6381-ELECTRIC 66,140 73,724 41,457 68,000 70,000 2.94% 71,000
6382-GAS 14,787 22,350 16,108 19,000 21,000 10.53% 22,000
6383-WATER 2,186 3,819 688 4,000 4,000 0.00% 4,000
6384-REFUSE DISPOSAL 1,978 1,641 1,149 2,500 2,500 0.00% 2,500
6385-SEWER 644 780 359 2,000 2,000 0.00% 2,000
6386-STORM SEWER 651 651 332 800 800 0.00% 800
6387-HEATING OIL - - - 1,000 1,000 0.00% 1,000
6388-HAZARDOUS WASTE DISPOSAL 375 396 290 2,500 1,000 -60.00% 1,000
6389-STREET LIGHTS 196 196 98 250 250 0.00% 250
6402-EQUIPMENT SERVICES 8,901 9,664 - 8,000 9,000 12.50% 9,000
6403-BLDGS/FACILITIES MAINT SERVICE 18,024 30,829 32,859 55,000 42,000 -23.64% 44,000
6405-PARK&LANDSCAPE SERVICES 3,925 4,320 6,622 5,500 5,500 0.00% 5,500
6409-OTHER REPAIR&MAINT SVCS - - - 1,000 1,000 0.00% 1,000
6441-LICENSES,TAXES&FEES 110 110 100 150 150 0.00% 150
6449-OTHER CONTRACTUAL SERVICE 71,172 54,423 30,003 45,000 50,000 11.11% 50,000
TOTAL SERVICES&OTHER CHARGES 189,089 202,903 130,065 214,700 210,200 -2.10% 214,200
6520-BUILDINGS&FACILITIES 7,957 8,574 - - 28,950 100.00% -
TOTAL CAPITAL OUTLAY 7,957 8,574 - - 28,950 100.00% -
TOTAL BUSINESS UNIT EXPENSES $ 209,945 $ 226,905 $ 142,427 $ 230,400 $ 258,850 12.35% $ 233,900
62
i`ls.: "%,\
oaf
Iv o<, ,,,,,;'ad
tie
cal °T,11
MISSION STATEMENT
"To protect and serve in a manner
that preserves the public trust."
64
DEPARTMENT DESCRIPTION
• The department provides timely response to reports of criminal
activity, medical emergencies, traffic safety, and natural disasters.
• This service is provided 24 hours per day, seven days per week.
• The department embraces the concept of community-oriented
policing, promoting residents and businesses to take an active role
in an effort to reduce crime and the perception of crime.
• The department strategically partners with surrounding police
agencies to share crime analysis data and collaboratively utilize
police staff and resources to prevent the formation of crime
patterns in key areas.
66
STRATEGIC FUNCTIONS & DIVISIONS
ADMINISTRATION DIVISION
• Provides the overall leadership and management oversight of
the police department.
• Ensures that proper funds and resources are allocated as
efficiently as possible to aid in the reduction of crime and life-
safety issues.
68
STRATEGIC FUNCTIONS & DIVISIONS
PATROL DIVISION
• The primary responder to all public safety calls for service.
Each year, the police department handles nearly 37,000 public
safety incidents.
• The Patrol Division has three units that work together to
ensure the best quality of service is delivered for each call:
Domestic Abuse Response Team (DART), the Emergency
Operations Unit (EOU), Hostage Negotiation Team (HNT) and
Street Patrol.
70
STRATEGIC FUNCTIONS & DIVISIONS
SUPPORT SERVICES DIVISION
• Prepares all police reports in a format that can be used for
review and dissemination of crime information.
• Reports accurate crime data to the state of Minnesota from
the records that are generated by our agency. Each year, the
police department processes nearly 5,000 detailed reports.
72
KEY INITIATIVES
ENHANCED COMMUNITY IMAGE
Continued efforts to enhance community image:
— Support the City's rebranding initiative
— Increase perception of safety and security
— Receptive and approachable police force
— Continue to maintain a copy of the police policy manual on
the City's website
— Maintain the police social media efforts — communicating
and educating citizens
74
KEY INITIATIVES
INCLUSIVE COMMUNITY ENGAGEMENT
Key initiatives focused on the achievement of strategic
priorities/value propositions.
Continue to Engage
• Joint Community Police Partnership ( JCPP)
• Multicultural Advisory Committee (MAC)
• The Police Cadet program to attract and retain future officers
• Youth groups aligned with the Brooklyn Bridge Alliance/Youth
Council
• Block Watch Groups and their respective Captains
76
ANNUAL GOALS & STRATEGIES
REDUCE DOMESTIC VIOLENCE
• Expand the community knowledge of the domestic violence
prevention services at Cornerstone Domestic Violence service
center in Brooklyn Center. Which includes an advocate
embedded in the Department.
• Effectively investigate and prosecute sexual assault crimes
which often accompany Domestic violence
• Continue to review internal departmental procedures insuring
fast and effective means of providing resources to those in
need.
78
ANNUAL GOALS & STRATEGIES
REDUCE CRIME
Reduce crime, and the overall perception of crime, at the City's
commercial properties:
• Dedicate a patrol team to the commercial center of the city.
• Engage business owners/managers to work together in
maintaining zero tolerance of nuisance crimes such as
loitering, littering, and public intoxication.
• Work in partnership with Metro Transit, keeping public
transportation to the commercial area safe.
• Prioritize traffic enforcement and traffic safety programs.
80
VIOLENT CRIME RATE
900
800
700
600
500
Brooklyn Center
400 -0-Hennepin County
300
200
100
0 1 I 1 1 1 1 1 T I T I 1 I I I I I 1 1
1999 2004 2009 2014
82
PART 1 CRIME RATE
9,000
8,000
7,000
6,000
5,000
--*—Brooklyn Center
4,000 — —U—Hennepin County
3,000
2,000
1,000
0 I I III -I I I 1 l I 1 1 I T II II
1999 2004 2009 2014
84
BUDGET ITEMS
Police Investigations (42120)
Professional Services
Increase of $5,000 for funding of major crime investigations and
for Cellebrite service contracts. Cellebrite is a cell phone data
recovery system.
Other Contractual Services
Increase of $2,000 for CornerHouse forensic services.
86
BUDGET ITEMS
Police Support Services (42151)
Wages & Salaries
Increase of $4,160 for the reclassification of one Records
Technician (D17) to a Records Specialist (D20) position. This
would be an internal selection process and considered a
promoted position. The position's focus will be to provide
investigative support to include criminal history checks, report
routing, and investigative assistance as needed.
88
CHALLENGES FACED TODAY
• Many officers and agencies are being painted by the same
broad brush. We need to continue to differentiate our officers
and define ourselves as the communities' local police force.
We will continue to do what our citizens have now come to
expect, which includes community outreach activities, a high
level of transparency, being accountable, and being
responsive to those we serve.
• An increase in crimes solved with the help of technology has
been documented. We need to train and equip our
investigative staff with the tools they need to properly assess
and use all resources available in crime fighting.
90
Public Works
2019 Budget Request
92
• Supervisor of Streets and Parks (45201) 1 1 1
• Engineering Technician 4 (43110) 1 1 1
• Administrative Assistant(43110) 1 1 1
• Engineering Technician 3 (43110) 2 2 2
• Administrative Technician(43220) 1 1 1
• Maintenance II (5-43220, 2-43221, 5-45201 and
1-45204) 13 13 14
• Part Time/Summer Temporary Employees (7-
43220, 6-45201) 3.3 3.3 3.3
• Engineering Aid/Intern (43110) 0.3 0.3 0.3
TOTAL 26.6 27.6 28.6
Note—During 2018 Engineering Technician 4 moved to Principal Engineer
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.
94
GENERAL FUND
43110-PUBLIC WORKS-ENGINEERING
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
43110-PUBLIC WORKS-ENGINEERING
6101-WAGES&SALARIES-FT EMPLOYEES $ 523,045 $ 494,393 $ 329,243 $ 585,885 $ 684,983 16.91% $ 718,562
6102-OVERTIME-FT EMPLOYEES 23,879 19,975 17,401 35,000 35,000 0.00% 35,000
6103-WAGES-PART TIME EMPLOYEES 5,723 6,050 6,838 7,000 7,000 0.00% 7,000
6104-OVERTIME-PART TIME EMPLOYEES 289 310 823 500 500 0.00% 500
6111-SEVERANCE PAY 6,878 3,521 - - - 0.00% -
6122-PERA COORDINATED PLAN 41,019 38,576 25,999 47,091 54,561 15.86% 57,080
6125-FICA-SOCIAL SECURITY 33,866 32,414 21,994 37,920 44,049 16.16% 45,470
6126-FICA-MEDICARE 8,042 7,581 5,144 9,104 10,548 15.86% 11,036
6131-CAFETERIA PLAN CONTRIBUTIONS 88,656 86,612 59,790 100,079 115,464 15.37% 122,416
6141-UNEMPLOYMENT COMPENSATION 8,948 10,154 - - - 0.00% -
6151-WORKER'S COMP INSURANCE 3,342 2,946 2,278 3,485 4,097 17.56% 4,285
TOTAL PERSONAL SERVICES 743,687 702,532 469,510 826,064 956,202 15.75% 1,001,349
6201-OFFICE SUPPLIES 477 596 285 320 330 3.13% 550
6203-BOOKS/REFERENCE MATERIALS - 186 21 200 200 0.00% 200
6214-CLOTHING&PERSONAL EQUIPMENT 330 226 - 320 320 0.00% 320
6217-SAFETY SUPPLIES - - 150 850 850 0.00% 850
6219-GENERAL OPERATING SUPPLIES 198 1,157 30 540 540 0.00% 540
6242-MINOR EQUIPMENT 106 - 348 640 640 0.00% 640
6243-MINOR COMPUTER EQUIPMENT 5,205 9,866 - - 4,175 100.00% 4,350
TOTAL SUPPLIES 6,316 12,031 834 2,870 7,055 145.82% 7,450
6302-ARCH,ENG&PLANNING 16,898 17,567 8,870 24,500 19,500 -20.41% 19,500
6307-PROFESSIONAL SERVICES 1,550 24,264 1,742 3,900 3,900 0.00% 3,900
6321-TELEPHONE/PAGERS 494 1,192 991 1,725 1,600 -7.25% 1,600
6329-OTHER COMMUNICATION SERVICES 554 1,219 323 700 1,200 71.43% 1,200
6331-TRAVEL EXPENSE/MILEAGE 1,918 1,873 656 1,000 1,000 0.00% 1,500
6333-FREIGHT/DRAYAGE - - - 80 80 0.00% 80
6341-PERSONNEL ADVERTISING - (17) - 310 310 0.00% 310
6342-LEGAL NOTICES - - - 200 200 0.00% 200
6351-PRINTING 583 879 225 450 450 0.00% 450
6402-EQUIPMENT SERVICES - - - 520 520 0.00% 520
6406-MULTI-FUNCTION MTNCE 4,307 4,354 2,422 5,600 5,000 -10.71% 5,000
6422-SOFTWARE MAINT 8,455 8,645 - 9,200 5,500 -40.22% 5,500
6432-CONFERENCES AND SCHOOLS 4,590 3,964 1,460 4,100 4,200 2.44% 4,300
6433-MEETING EXPENSES 38 - - 85 85 0.00% 85
6434-DUES&SUBSCRIPTIONS 1,447 685 1,140 1,100 1,100 0.00% 1,350
6449-OTHER CONTRACTUAL SERVICE - - - - - 0.00% -
TOTAL SERVICES 8 OTHER CHARGES 40,834 64,625 17,829 53,470 44,645 -16.50% 45,495
6461-FUEL CHARGES 2,449 2,492 1,758 2,570 3,070 19.46% 3,162
6462-FIXED CHARGES 3,859 4,824 2,540 4,355 3,368 -22.66% 3,469
6463-REPAIR&MAINT CHARGES 3,814 6,356 1,025 2,600 5,600 115.38% 5,768
6465-REPLACEMENT CHARGES 6,355 7,600 4,433 7,600 7,800 2.63% 8,034
TOTAL CENTRAL GARAGE CHARGES 16,477 21,272 9,756 17,125 19,838 15.84% 20,433
6540-EQUIPMENT&MACHINERY - - - - 28,000 100.00% -
TOTAL CAPITAL OUTLAY - - - - 28,000 100.00% -
TOTAL BUSINESS UNIT EXPENSES $ 807,314 $ 800,460 $ 497,929 $ 899,529 $ 1,055,740 17.37% $ 1,074,727
96
GENERAL FUND
43221 -PUBLIC WORKS-TRAFFIC CONTROL
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
43221-PUBLIC WORKS-TRAFFIC CONTROL
6101-WAGES&SALARIES-FT EMPLOYEES $ 114,673 $ 118,572 $ 72,177 $ 121,264 $ 124,902 3.00% $ 128,648
6102-OVERTIME-FT EMPLOYEES - - - - - 0.00% -
6111-SEVERANCE PAY 1,777 1,834 - - - 0.00% -
6122-PERA COORDINATED PLAN 8,601 8,893 5,413 9,094 9,367 3.00% 9,647
6125-FICA-SOCIAL SECURITY 7,343 7,665 4,645 7,518 7,744 3.01% 7,976
6126-FICA-MEDICARE 1,718 1,793 1,086 1,759 1,811 2.96% 1,866
6131-CAFETERIA PLAN CONTRIBUTIONS 26,976 26,976 17,775 28,594 28,866 0.95% 30,604
6151-WORKER'S COMP INSURANCE 11,496 10,977 7,398 11,496 12,078 5.06% 12,440
TOTAL PERSONAL SERVICES 172,584 176,710 108,494 179,725 184,768 2.81% 191,181
6226-SIGNS&STRIPING MATERIALS 28,424 28,516 16,390 58,050 38,700 -33.33% 30,000
6242-MINOR EQUIPMENT 6,937 - - - 13,000 100.00% - .
6243-MINOR COMPUTER EQUIPMENT - - - 0.00% 1,250
TOTAL SUPPLIES 35,361 28,516 16,390 58,050 51,700 -10.94% 31,250
6381-ELECTRIC 21,822 22,710 13,076 24,000 24,000 0.00% 24,000
6407-TRAFFIC SIGNALS MAINT 1,204 8,066 1,699 4,500 4,500 0.00% 4,500
6422-SOFTWARE MAINT - - - 900 - -100.00% 900
TOTAL SERVICES&OTHER CHARGES 23,026 30,776 14,775 29,400 28,500 -3.06% 29,400
TOTAL BUSINESS UNIT EXPENSES $ 230,971 $ 236,002 $ 139,659 $ 267,175 $ 264,968 -0.83% $ 251,831
98
GENERAL FUND
45204-PUBLIC WORKS-FORESTRY
2018
2016 2017 June 2018 2019 2020
Object Code/Description Actual Actual YTD Budget Budget Change Budget
45204-PUBLIC WORKS-FORESTRY
6101-WAGES&SALARIES-FT EMPLOYEES $ 58,299 $ 60,707 $ 37,076 $ 62,192 $ 64,058 3.00% $ 65,979
6102-OVERTIME-FT EMPLOYEES - -
- - - 0.00% -
6111-SEVERANCE PAY 779 928 - - - 0.00% -
6122-PERA COORDINATED PLAN 4,372 4,553 2,781 4,664 4,804 3.00% 4,948
6125-FICA-SOCIAL SECURITY 3,926 4,039 2,460 3,856 3,972 3.01% 4,091
6126-FICA-MEDICARE 918 945 575 902 929 2.99% 957
6131-CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 8,888 14,297 14,433 0.95% 15,302
6151-WORKER'S COMP INSURANCE 3,183 3,059 2,067 3,209 3,369 4.99% 3,470
TOTAL PERSONAL SERVICES 84,965 87,719 53,847 89,120 91,565 2.74% 94,747
6217-SAFETY SUPPLIES 28 77 - 90 100 11.11% 100
6219-GENERAL OPERATING SUPPLIES 40 - 60 110 115 4.55% 115
6225-PARK&LANDSCAPE MATERIALS 3,048 846 170 3,640 3,750 3.02% 5,750
TOTAL SUPPLIES 3,116 923 230 3,840 3,965 3.26% 5,965
6351-PRINTING 26 - - - 30 100.00% -
6405-PARK&LANDSCAPE SERVICES 6,304 10,285 1,975 18,700 19,200 2.67% 24,200
6449-OTHER CONTRACTUAL SERVICE 2,015 2,100 500 2,730 2,810 2.93% 3,900
TOTAL SERVICES&OTHER CHARGES 8,345 12,385 2,475 21,430 22,040 2.85% 28,100
TOTAL BUSINESS UNIT EXPENSES $ 96,426 $ 101,027 $ 56,552 $ 114,390 $ 117,570 2.78% $ 128,812
100
Public Works Department
Functional Divisions
• Administration/Engineering
• Street Maintenance (includes storm sewer, traffic control, and
street lighting)
• Park Maintenance and Forestry
• Public Utilities (water and sanitary sewer)
• Central Garage
102
Strategic Functions
Administration/Engineering
CIP PROJECT AREAS
Public Works 2118.2025
administration and . c
II., lip :!rip' a
budgeting Iii �i � 'r�
g g i I! . x
Infrastructure -_, Ill ,,i,
`„wt. iT. t ax3
5
improvement planning and j - :wg tom;® ; ;
Mra6 ' �,�fl�ll r,1”'
ELLIii . s, .__L
projects ` 011V11111911
! 1 9119r$I;�
State Aid street system 1 4 #
'at{dty k } !g
Traffic Engineering ,dI i :.. ,,
Mapping/GIST �_. .. �..
Site plan and subdivision
plat reviews 3 r .
Water Resources
104
Strategic Functions
Park Facilities Maint. & Forestry
41,if.
Maintain 350 acres of mowed turf, 7
park buildings, 12 picnic shelters,
and 20 playgrounds, parkways,
greenways, athletic field
maintenance — 18 softball, 5
baseball, 4 football/soccer, 12 tennis
courts, 17 irrigation systems
Winter operations — 12 ice rinks,
snow plowing, equipment and park
maintenance, tree trimming within
park areas kifiril
Reforestation, registered tree
contracting ro ram diseased tree '
inspection
106
Key Initiatives
• 2019 Capital Improvement Projects
• Public Works Roof Replacement
• ADA Transition Plan
• Brooklyn Blvd Corridor Projects (Phases 1 and 2)
• TH 252 Corridor Planning and Environmental Study
• Lift Station 2 Rehabilitation
• Streets — Sustainable Pavement Management
• Streetscape Sustainability
• Park Playground Replacement
• Brine making system
108
Budget Highlights
• 2019 Public Works General Levy budget
proposed 11% increase on $4 million budget
• Budget notables:
Engineering/Administration — Engineering Tech. 4 Position and computer
and truck ($128,000)
• Street Maintenance — Brine Making Equipment ($70,000)
• Traffic Control — OSHA Approved Pavement Grinding/Vacuum Unit
($13,000)
Park Maintenance — Garbage Truck with Packer and garbage bins
($130,500)
• Park Maintenance - Maintenance II Position (2020)
110