HomeMy WebLinkAbout2018 09-17 CCP Joint Work Session with Financial CommissionAGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
Monday, September 17, 2018
6:30 p.m.
City Hall – City Council Chambers
I. Call to Order
II. Approval of Agenda
III. 2019 City Manager Recommended Preliminary Levy
IV. Adjournment
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Expenditure Adjustments
Description Change
Garbage Truck (to be funded by the central garage) $(120,000)
Fire Inspector (new position) (83,048)
Fire Safety Tech. (new position) (83,048)
Contingency (75,000)
Brine Making Equipment (70,000)
SWAT Truck (to be primarily funded with forfeitures) (66,000)
Reduction in Beautification and Public Art Program (partially funded 2018) (35,000)
Increase in Engineering Capital Project Reimbursement (25,000)
New Fire Fighter Training/Wages (25,000)
Traffic Signals Electricity (to be funded from Street Light utility) (24,000)
HR Professional Services (I&D contractual services/development) (23,000)
Land Use Studies (Jerry’s & Sears to be funded by EDA) (20,000)
Fire Training Room Upgrade (to be funded by Technology Fund) (17,000)
Asphalt Grinder Vacuum Unit (to be purchased in 2018) (13,000)
311 Communications Study (12,000)
Net Miscellaneous Adjustments (across all departments) (107,710)
Convention & Tourism (lodging tax pass thru) 40,400
Total Expense Adjustments ($758,406)
The City’s General Levy is impacted by changes in non-property tax revenues, increased costs of
operations (primarily impacted by wages and benefits) and targeted budget advancements. To
maintain current operations a levy increase of $630,498 (3.65%) was included in the preliminary
budget, while budget advancements included in the recommended budget amounted to a
$440,035 (2.57%) levy increase. A breakdown of the requested levy increase is as follows:
Chart 2: Levy Increase Breakdown
Description $ Amount Levy Impact %
Debt Service (2018 Bond Issue) $249,992 1.46%
Decrease in non-property tax revenues 641 0.00%
Increase needed to maintain operations (3.69%):
Personnel 595,412 3.48%
Supplies/Services/Charges 6,136 0.04%
Capital outlay 28,950 0.17%
Increase for requested advancements (2.57%):
Personnel 331,245 1.94%
Supplies/Services/Charges 89,790 0.52%
Capital outlay 19,000 0.11%
Requested Levy $1,321,166 7.72%
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Despite the significant reductions the budget includes the following additional advancements to
continue to support the City’s strategic priorities:
Resident Economic Stability
1. A livable wage objective for City employees that includes a $100,000 allocation
(across all functions) directed towards lowest earners to bring them closer to DEED’s
identified Hennepin County cost of living wage of $16.16 per hour.
2. A $25,000 allocation from the EDA to support the First Saturday Market in 2019 for
continuation dependent on outcomes from 2018.
3. A $15,000 allocation from the EDA fund to support the development of a Business
Retention and Expansion program. This would cover the purchase of tracking
software, and/or professional services to grow the outreach of the program and
provide follow-up services to respond more efficiently to business needs.
Targeted Redevelopment
1. Funds allocated towards master development planning for the following targeted
redevelopment areas:
a. Opportunity Site Redevelopment
b. 57th and Logan Redevelopment
c. Brooklyn Boulevard Corridor
d. Former Jerry’s Food Site
e. Former Sears Site
2. Funds allocated to complete the 2040 Comprehensive Plan.
Inclusive Community Engagement
1. Part-time position of Communication Engagement Specialist and four Neighborhood
Engagement Liaisons to continue to engage residents.
2. Additional allocations in CARS Recreation Division to provide additional low/no cost
programs to increase equitable access to youth programming.
Enhanced Community Image
1. Additional market efforts/campaigns and continued posting of city related
information and stories on the City’s website, social media platforms and newsletters.
2. Purchase of digital signage to replace existing signage outside City Hall/Community
Center to promote current events and provide City notifications. Funded by the
Technology Fund.
3. Professional services to update the City’s Zoning, Sign, Platting, and Shoreland
ordinances in order to provide a regulatory structure which is clear and promotes
redevelopment and property improvements that are high quality and forward the
City’s vision and goals.
4. Purchase of winter banners for main City roadways to improve visual display.
5. Purchase of a garbage truck, garbage cans and recycling bins to promote clean and
environmentally friendly parks and open spaces. The purchase will be funded by the
Central Garage and Recycling funds.
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
6. New playground equipment to enhance the attractiveness of City parks.
Safe, Secure, Stable Community
1. Hiring and training for ten new fire department recruits.
2. Upgrade of current Fire Department Training Room technology equipment to serve as
the primary Emergency Operations Center. The upgrade will be funded through the
City’s Technology Fund.
3. An additional full-time Building Inspector position proposed to address the high
demand in construction plan review and inspection.
4. Additional funding for added Body Worn Camera’s, necessary system
upgrades/warranties, and mandated auditing.
5. Purchase of a SWAT replacement truck, to be used for emergency or high priority
deployments for the police tactical team. The truck will be primarily funded with
forfeiture funds.
6. Increase training funding consistent with de-escalation, cultural awareness and mental
health issues.
Key Transportation Investments
1. Identified 2019 Projects on 15-year Capital Improvement Plan
a. Neighborhood Reconstruction Project – Interstate Area Improvements
b. Significant mill and overlay projects for Bellvue and Southeast Area
c. Proposed 2019 Bond Issue
2. Proposed engineering technician to assist with in-house project design and
development.
The City Manager’s recommended property tax levy is provided as follows:
Chart 3: 2019 Recommended Preliminary Property Tax Levy
Description 2018 Adopted 2019 Proposed Change % Impact
General Levy $15,904,823 $16,968,997 $1,064,174 6.22%
Abatement Levy 59,000 66,000 7,000 0.04%
Debt Service Levy 1,142,127 1,392,119 249,992 1.46%
Total City Levy $17,105,950 $18,427,116 $1,321,166 7.72%
HRA Levy $345,978 $380,098 $34,120 9.86%
The proposed 2019 property tax levy is being significantly impacted by the required increase in
the debt service levy to fund the Neighborhood Reconstruction Program improvements. Of the
$1,321,166 total levy increase, $249,992 (1.46%) is attributed to the increase in debt service
levy.
For informational purposes a 1% change in the 2019 requested property tax levy is
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
approximately $171,000. The Housing and Redevelopment Authority Levy is limited to
.01813% of taxable market value of the City.
Since 2013, the City’s adopted levy increase compares favorably with the statewide average levy
increase. Brooklyn Center and other Minnesota cities have seen their property tax levy increase
over the past few years driven by limited growth in non-property tax revenues sources and
increases in personnel and infrastructure costs.
Chart 4: Levy Increase Breakdown
2019 General Fund Budgeted Revenues
Total requested General Fund revenues/expenditures for 2019 are $22,416,569, which is an
increase of $1,070,533 (5.02%) from the previous year.
Significant General Fund revenue changes from the prior year budget are as follows:
Chart 5: Significant General Fund Revenue Changes from the 2018 Budget
Revenues
Description Change
General Fund Property Tax Levy $1,071,174
Lodging Tax 80,000
Building Permits 74,500
Intergovernmental 39,331
Vacant Building Registration Fees (17,000)
Community Center Charges for Services (35,200)
Excess Taxes (Tax Increments) (110,000)
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
2019 General Fund Budgeted Expenses
Significant General Fund expenditure changes from the prior year budget are as follows:
Chart 6: Significant General Fund Expenditures Changes from the 2018 Budget
Wages & Benefits
Description Change
Cost of Living Adjustment (3 percent increase) $240,800
Step Increases/Contracted Increases/Misc. 230,700
Engineering Tech 4 101,400
Building Inspector 88,300
Livable Wage Initiative (General Fund Impact) 55,000
Police/Fire Required PERA Increase (0.75%) 37,200
Patrol Overtime 33,000
Patrol Part-time Wages 30,000
Health Insurance Contribution Increase (2 percent increase) 26,900
PT Community Engagement Specialist 26,600
PT Human Resource Development Specialist 26,600
Neighborhood Community Engagement Specialists (4 positions) 23,700
PT Youth Programming (Additional No/Low Cost Programs) 23,000
Community Development Summer Intern 9,500
Fire Department Part-time Wages 8,000
Election Judges (34,000)
Supplies/Services & Charges
Description Change
Re-write of Zoning/Ordinance Code $75,000
Convention & Tourism (Lodging Tax Pass-Thru) 40,400
Fire Supplies – Gear/Computer Replacements 36,800
City Hall – Carpet/Paint 30,000
Marketing – Annual Marketing Campaigns/Non-traditional Media Specialist 27,000
Fire Training (New Firefighters) 23,000
Patrol – Upgrade to Smart Phones 17,100
Property & Liability Insurance (General Fund) 12,400
Traffic Signals Electricity (Moved to Street Light Utility) (24,000)
LOGIS Police Records Software (Final Payment made in 2018) (42,000)
Engineering Wage Reimbursement from Capital Project Funds (65,000)
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
2019 General Fund Capital Outlay
A complete capital outlay listing for the General Fund is as follows:
Chart 7: General Fund Capital Outlay
General Fund – Capital Outlay Listing
Description Amount
Police SWAT Truck (General Fund Portion) $19,000
Police Building – Conference & Lobby Room Furnishings 28,950
Total General Fund Capital Outlay $47,950
Market Value Changes - Property Tax Implications:
Preliminary estimates from the County assessor’s office shows continued growth in taxable
market value. The City’s taxable market value is estimated to increase by $196.5 million
(10.5%) for taxes payable in 2019. The market value continues to be driven by residential and
apartment property value increases.
Chart 8: Taxable Market Value Comparison
The tax capacity charts provide a breakdown of tax capacity by classification. The comparison
of this chart to last year shows that residential properties will pay 1.3% more of the share of total
City property taxes in 2019, with commercial about 1.4% less.
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Chart 9: Tax Capacity Comparison
Chart 10: Median Value Home
Most residents have probably experienced an increase in the assessed value of their home over
the past year. The Hennepin County’s assessor’s office estimated the median value home in the
City of Brooklyn Center to be $184,000, compared to $167,000 in 2018. This is a $17,000
(10.2%) increase as assessed home values have reached their highest levels since 2008 when the
median value home was assessed at $196,100.
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Chart 11: City of Brooklyn Center Property Tax Rates
As a result of the significant increase in taxable market value, the City will see a decrease in the
City tax rate despite the recommended levy increase. This will be the third straight year the City
tax rate has decreased. The chart above provides the tax rate comparison in total as well as a
comparison of the tax rate for General Fund operations, Debt Service and the HRA. In 2014 the
tax rate for General Fund operations was 70.59, the proposed tax rate calculates to approximately
61.51 for 2019. In that same time frame we have seen an increase in the debt service rate from
3.55 to a proposed 5.04.
Chart 12: 2019 Estimated Property Tax Changes
The estimated impact based on the preliminary 7.72% property tax increase and the estimated
market value changes are illustrated in the chart above. The median value home last year had an
assessed value of $167,000, and a taxable market value of $144,790 (less the market value
exclusion). The median value home’s assessed value increased from $167,000 to $184,000, with
a taxable market value of $163,320 (less the market value exclusion). As a result of the increase
2018 2019
Taxable Taxable 2018 2018 2019 2019
Market Market $ % Tax City Tax City $ %
Classification* Value Value Change Change Rate Taxes Rate Taxes Change Change
Single Family Residential 144,790$ 163,320$ 18,530$ 12.80% 68.401 990$ 67.932 1,109$ 119$ 12.02%
Multi Family Residential 2,200,000$ 2,564,321$ 364,321$ 16.56% 68.401 18,810$ 67.932 21,775$ 2,965$ 15.76%
Commercial 1,700,000$ 1,751,650$ 51,650$ 3.04% 68.401 22,743$ 67.932 23,289$ 546$ 2.40%
Industrial 1,900,000$ 2,006,351$ 106,351$ 5.60% 68.401 25,479$ 67.932 26,749$ 1,270$ 4.99%
Property Tax Changes (Based on 7.72% Levy Increase & Market Value Changes)
MEMORANDUM – CITY COUNCIL/FINANCIAL
COMMISSION JOINT WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
in that median value home’s market value and City levy changes the property tax will increase
by an estimated $119 or 12.02%.
For informational purposes, a 1% change in the proposed levy calculates to approximately $10
per year in property taxes on the median value home.
For multi-family residential, commercial and industrial we used hypothetical taxable market
values (based on average values) and calculated the property taxes that would have been paid in
2018 on that value for that classification of property. For those hypothetical properties, we then
increased the value in the same proportion that the total market value increased for that property
classification type and calculated the estimated 2019 property tax based on the new valuation and
tax rates. Based on these calculations, multi-family residential would see an increase of 15.76%,
commercial a 2.40% increase and industrial a 4.99% increase. If a particular property has a
valuation change of a different proportion from the previous year or additional value added,
these values would be different.
Strategic Priorities:
The proposed preliminary budget is intended to maintain current levels of service and prioritize
the accomplishment of the City Council’s strategic priorities:
Enhanced Community Image
Resident Economic Stability
Inclusive Community Engagement
Targeted Redevelopment
Safe, Secure, Stable Community
Key Transportation Investments
i
City of Brooklyn Center
City Council/Financial Commission Joint Work Session
2019 Proposed Budget – September 17, 2018
Table of Contents
2019 Preliminary Levy & Budget
Powerpoint Presentation ............................................. Pages 1-26
General Fund Revenues
Revenue Summary………..……………………………………. Page 27
Revenue Summary – Chart………………………………….. Page 28
General Fund Revenue Detail .................................... Pages 29-30
General Fund Expenditures
Expenditure Summary by Function ............................ Page 31
Expenditure Summary by Department – Chart……….Page 32
Expenditure Summary by Object ............................... Pages 33-34
Expenditure Summary by Object – Chart……………….Page 35
General Government
Mayor-Council Narrative ........................................................ Pages 36
Mayor-Council ............................................................ Page 37
Administration Narrative ........................................................ Pages 38-44
City Manager ............................................................... Page 45
Elections ...................................................................... Page 46
City Clerk .................................................................... Page 47
Communications & Engagement ................................ Page 48
Human Resources ...................................................... Page 49
Information Technology ............................................. Page 50
Fiscal & Support Services Narrative ........................................ Pages 51-53
Finance ........................................................................ Page 54
Assessing ..................................................................... Page 55
Police Department Narrative .................................................. Pages 56-61
Police Administration ................................................. Page 62
Police Investigation ..................................................... Page 63
Police Patrol ................................................................ Page 64
Police Support Services .............................................. Page 65
Police Station and Buildings ....................................... Page 66
Fire Department Narrative ...................................................... Pages 67-69
Fire Department ......................................................... Page 70
Emergency Preparedness ............................................ Page 71
ii
Community Development Narrative ...................................... Pages 72-80
Community Development Administration ................. Page 81
Planning and Zoning ................................................... Page 82
Building Inspections ................................................... Page 83
Code Enforcement ...................................................... Page 84
Business & Community Standards ............................. Page 85
Public Works Narrative .......................................................... Pages 86-88
Public Works – Admin/Engineering .......................... Page 89
Public Works – Street Maintenance ........................... Page 90
Public Works – Traffic Control ................................. Page 91
Public Works – Park Facilities ................................... Page 92
Public Works – Forestry ............................................. Page 93
Community Activities, Recreation and Services Narrative ..... Pages 94-96
CARS – Administration .............................................. Page 97
CARS – Recreation Administration ........................... Page 98
CARS – Adult Recreation ........................................... Page 99
CARS – Teen Programs ............................................. Page 100
CARS – Youth Programs ............................................ Page 101
CARS – General Recreation ....................................... Page 102
CARS – Community Center ....................................... Page 103
CARS – Pool ............................................................... Page 104
CARS – General Government Buildings ................... Page 105
Non-Departmental Accounts ................................................. Page 106
Legal ............................................................................ Page 107
Joint Powers Payments ................................................ Page 108
Convention and Tourism ........................................... Page 109
Risk Management (Insurance) .................................... Page 110
Central Supplies and Support ..................................... Page 111
Vacancy & Turnover Savings ...................................... Page 112
Reimbursement from Other Funds ............................ Page 113
Transfer Out ............................................................... Page 114
iii
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28
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19
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39,331
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8
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1
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7
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$
9
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Su
p
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70
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30,882
Ch
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p
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47,950
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10,000
To
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88,300
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55,000
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37,200
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30,000
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26,900
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26,600
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26,600
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23,700
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40,400
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27,000
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17,100
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$
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28
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e
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l
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19
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t
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f
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r
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d
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t
21
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y
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s
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m
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l
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In
d
u
s
t
r
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l
13
3
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6
6
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5
0
0
5.6%
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s
i
d
e
n
t
i
a
l
1,
1
8
6
,
3
3
9
,
7
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1
,
3
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6
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5
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3
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9
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1
.
8
%
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a
r
t
m
e
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t
23
5
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4
9
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,
0
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,
3
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6
.
6
%
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h
e
r
46
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,
0
0
0
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8
,
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1.9%
To
t
a
l
s
$
1
,
8
6
9
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2
7
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9
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0
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5
,
9
5
3
10.5%
21
Ta
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s
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r
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B
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t
22
22
Me
d
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a
n
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a
l
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e
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o
m
e
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f
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r
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o
k
l
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n
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e
n
t
e
r
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0
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9
B
u
d
g
e
t
23
23
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y
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r
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p
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y
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f
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r
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o
k
l
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n
t
e
r
2
0
1
9
B
u
d
g
e
t
24
24
Pr
o
j
e
c
t
e
d
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r
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p
e
r
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y
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a
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m
p
a
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s
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t
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f
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k
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e
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d
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e
t
25
No
t
e
s
:
1)
T
h
e
2
0
1
9
M
e
d
i
a
n
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City of Brooklyn Center
2019 Budget - General Fund - Revenue Summary
2018
2016 2017 August 2018 2019 2020
Actual Actual YTD Budget Budget Change Budget
10100 GENERAL FUND
PROPERTY TAXES 14,553,884$ 15,245,145$ 8,167,470$ 15,879,417$ 16,950,591$ 6.75% 16,950,591$
TAX INCREMENTS 414,970 315,137 121,522 360,000 250,000 -30.56% 250,000
LODGING TAXES 1,159,519 1,206,565 716,421 1,100,000 1,180,000 7.27% 1,180,000
TOTAL TAXES 16,128,373 16,766,847 9,005,413 17,339,417 18,380,591 6.00% 18,380,591
LICENSES 295,318 292,751 193,312 288,375 298,565 3.53% 298,565
PERMITS 636,733 612,034 470,213 488,250 562,750 15.26% 577,750
TOTAL LICENSES & PERMITS 932,051 904,785 663,525 776,625 861,315 10.90% 876,315
FEDERAL 620 2,246 - - - 0.00%
STATE 1,352,613 1,396,225 957,579 1,497,819 1,533,150 2.36% 1,533,150
COUNTY 3,014 16,680 1,410 - - 0.00%-
LOCAL 110,094 81,014 50,812 97,000 101,000 4.12%14,000
TOTAL INTERGOVERNMENTAL 1,466,341 1,496,165 1,009,801 1,594,819 1,634,150 2.47% 1,547,150
GENERAL GOVERNMENT 139,470 118,834 72,446 110,000 86,650 -21.23%85,650
PUBLIC SAFETY 18,789 69,703 74,065 95,250 95,250 0.00%-
COMMUNITY DEVELOPMENT 5,785 24,535 23,271 46,000 34,000 -26.09%34,000
PARKS & RECREATION 224,771 248,052 161,600 267,300 250,000 -6.47% 251,000
COMMUNITY CENTER 377,016 347,907 238,975 403,950 368,750 -8.71% 368,750
TOTAL CHARGES FOR SERVICES 765,831 809,031 570,357 922,500 834,650 -9.52% 739,400
SPECIAL ASSESSMENTS 122,988 109,352 21,832 100,000 85,000 -15.00%85,000
FINES & FORFEITURES 211,712 243,915 151,964 231,500 231,500 0.00%-
INVESTMENT EARNINGS 66,348 65,591 80,883 79,975 93,663 17.12%93,663
MISCELLANEOUS 298,154 142,702 54,202 151,200 145,700 -3.64% 145,700
TRANSFERS IN 134,605 150,000 - 150,000 150,000 0.00% 150,000
10100 GENERAL FUND REVENUES 20,126,403$ 20,688,388$ 11,557,977$ 21,346,036$ 22,416,569$ 5.02% 22,017,819$
Object Code / Description
27
Property taxes
76%
Other taxes
6%
Licenses & permits
4%
Intergovernmental
7%
Charges for
services
4%
Fines & forfeitures
1%
Other revenue
2%
General Fund
2019 Budgeted Revenues
Summary ‐ By Source
28
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
10100 - GENERAL FUND
4101 - CURRENT AD VALOREM TAXES 14,486,330$ 15,163,394$ 8,088,583$ 15,963,823$ 17,034,997$ 6.71% 17,034,997$
4102 - ALLOWANCE FOR UNCOLLECTIBLE - - - (153,458) (153,458) 0.00% (153,458)
4120 - DELINQUENT AD VALOREM TAXES 47,223 56,364 63,916 61,380 61,380 0.00% 61,380
4154 - PENALTIES & INT-DELINQ TAXES 20,331 25,387 14,971 7,672 7,672 0.00% 7,672
PROPERTY TAXES 14,553,884 15,245,145 8,167,470 15,879,417 16,950,591 6.75% 16,950,591
4150 - TAX INCREMENTS 414,970 315,137 121,522 360,000 250,000 -30.56% 250,000
TAX INCREMENTS 414,970 315,137 121,522 360,000 250,000 -30.56% 250,000
4161 - LODGING TAX 1,159,519 1,206,565 716,421 1,100,000 1,180,000 7.27% 1,180,000
SALES & USE TAXES 1,159,519 1,206,565 716,421 1,100,000 1,180,000 7.27% 1,180,000
TOTAL TAXES 16,128,373 16,766,847 9,005,413 17,339,417 18,380,591 6.00% 18,380,591
4201 - LIQUOR LICENSES 49,875 43,658 14,464 50,850 56,250 10.62% 56,250
4202 - BEER LICENSES 3,783 4,158 50 3,200 4,200 31.25% 4,200
4203 - GARBAGE HAULING LICENSES 3,275 3,466 3,130 3,275 3,265 -0.31% 3,265
4204 - CIGARETTE LICENSES 2,550 3,175 600 2,550 2,850 11.76% 2,850
4205 - RENTAL DWELLING LICENSES 218,320 219,294 161,878 210,000 214,300 2.05% 214,300
4207 - MECHANICAL LICENSES 9,400 8,995 8,535 9,000 9,000 0.00%9,000
4209 - SERVICE STATION LICENSES 2,220 2,380 180 2,190 2,190 0.00%2,190
4210 - MOTOR VEHICLE DEALER LICENSES 1,500 1,500 1,500 1,500 1,500 0.00%1,500
4212 - AMUSEMENT LICENSES 575 515 260 605 515 -14.88%515
4213 - MISCELLANEOUS BUSINESS LICENSE 3,820 5,610 2,715 5,205 4,495 -13.64%4,495
LICENSES 295,318 292,751 193,312 288,375 298,565 3.53% 298,565
4221 - SIGN PERMITS 3,394 1,748 2,328 5,000 3,500 -30.00%3,500
4222 - BUILDING PERMITS 450,309 364,069 315,251 320,000 360,000 12.50% 375,000
4223 - MECHANICAL PERMITS 67,809 96,942 40,703 55,000 65,000 18.18%65,000
4224 - SEWER & WATER PERMITS 9,439 8,837 10,250 2,500 3,500 40.00%3,500
4225 - PLUMBING PERMITS 67,075 65,318 49,745 40,000 65,000 62.50%60,000
4226 - ROW PERMIT FEE 8,251 12,868 750 5,000 5,000 0.00%5,000
4227 - ELECTRICAL PERMITS 27,882 60,693 49,502 60,000 60,000 0.00%65,000
4228 - MISC BUSINESS PERMITS 2,574 1,559 1,684 750 750 0.00%750
PERMITS 636,733 612,034 470,213 488,250 562,750 15.26% 577,750
TOTAL LICENSES & PERMITS 932,051 904,785 663,525 776,625 861,315 10.90% 876,315
4320 - MISC FEDERAL GRANTS 620 2,246 - - - 0.00%-
FEDERAL 620 2,246 - - - 0.00% 1,519,815
4341 - LOCAL GOVERNMENT AID 767,063 775,888 884,460 884,454 891,785 0.83% 891,785
4345 - PENSION AID-FIRE RELIEF 146,002 154,366 - 148,000 154,000 4.05% 154,000
4346 - PENSION AID-POLICE 383,810 402,370 - 380,000 402,000 5.79% 402,000
4347 - PENSION AID-PERA 34,365 34,365 17,183 34,365 34,365 0.00%34,365
4352 - POLICE TRAINING GRANT 15,608 15,260 - 48,000 48,000 0.00%48,000
4359 - OTHER STATE GRANTS/AID 5,765 13,976 55,936 3,000 3,000 0.00%3,000
STATE 1,352,613 1,396,225 957,579 1,497,819 1,533,150 2.36% 1,533,150
4362 - COUNTY GRANTS/AID 3,014 16,680 1,410 - - 0.00%-
COUNTY 3,014 16,680 1,410 - - 0.00%-
4373 - OTHER GRANTS/AID 26,971 (4,127) 9,111 10,000 14,000 40.00%14,000
4374 - POLICE LIAISON / DARE 83,123 85,141 41,701 87,000 87,000 0.00%-
LOCAL 110,094 81,014 50,812 97,000 101,000 4.12%14,000
TOTAL INTERGOVERNMENTAL 1,466,341 1,496,165 1,009,801 1,594,819 1,634,150 2.47% 1,547,150
4401 - VACANT BLDG REG FEE 59,700 44,000 17,000 42,000 25,000 -40.48%25,000
4402 - RENTAL CONVERSION FEE 21,500 15,000 8,000 17,000 6,000 -64.71%5,000
4403 - PLANNING APPLICATION FEES 5,800 8,150 11,150 6,000 8,500 41.67%8,500
4404 - ZONING CHANGES/SPECIAL USE PER 75 325 125 2,500 1,000 -60.00%1,000
4405 - SALE OF MAPS & DOCUMENTS 18 18 117 - - 0.00%-
4407 - ASSESSMENT SEARCHES 50 - - - - 0.00%-
4408 - REINSPECTION FEES 26,586 32,150 22,700 20,000 30,000 50.00%30,000
4409 - SECTION 8 INSPECTIONS - - - - - 0.00%-
4410 - REOCCUPANCY INSP FEE 19,561 12,285 7,410 15,600 8,000 -48.72%8,000
4411 - FILING FEES 175 - 150 200 200 0.00%200
4412 - ABATEMENT FEES 270 225 360 250 250 0.00%250
4413 - FINAL PLAT & VACATION FEES - 125 250 250 250 0.00%250
4415 - TREE CONTRACTOR REGISTRATION 665 1,155 980 1,200 1,200 0.00%1,200
4416 - ZONING LETTER 525 1,050 350 500 750 50.00%750
4417 - ABATEMENT SVC CHG 1,700 - 1,050 2,500 2,500 0.00%2,500
4419 - ONLINE CREDIT CARD SURCHARGE 2,845 4,351 2,804 2,000 3,000 50.00%3,000
GENERAL 139,470 118,834 72,446 110,000 86,650 -21.23%85,650
GENERAL FUND
REVENUES
FUND - 10100
29
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
4421 - POLICE REPORT REVENUE 826 507 237 750 750 0.00%-
4422 - LICENSE INVESTIGATIONS 1,600 650 2,000 1,000 1,000 0.00%-
4423 - ANIMAL CONTROL REVENUE 7,751 5,457 4,495 4,500 4,500 0.00%-
4424 - FIRE ALARM FEES - - 100 - - 0.00%-
4424.1 - FIRE INSPECTIONS 200 - - 500 500 0.00%-
4425 - BURGLAR ALARM FEES 2,177 1,623 - 3,000 3,000 0.00%-
4426 - TOWING REVENUE - 292 - - - 0.00%-
4427 - POLICE SERVICE REVENUE 1,360 1,640 370 500 500 0.00%-
4428 - PRIVATE SECURITY CONTRACTS 4,875 59,534 66,863 85,000 85,000 0.00%-
PUBLIC SAFETY 18,789 69,703 74,065 95,250 95,250 0.00%-
4431 - WEED CUTTING CHARGES - 9,929 7,999 26,000 20,000 -23.08%20,000
4434 - DISEASED TREE REMOVAL - 5,144 11,233 14,000 10,000 -28.57%10,000
4451 - NUISANCE ABATEMENTS 5,785 9,462 4,039 6,000 4,000 -33.33%4,000
COMMUNITY DEVELOPMENT 5,785 24,535 23,271 46,000 34,000 -26.09%34,000
4471 - ADULT RECREATION PROGRAMS 163,456 159,514 114,267 183,150 165,000 -9.91%165,000
4472 - TEEN RECREATION PROGRAMS - - - - - 0.00%-
4473 - CHILDREN RECREATION PROGRAMS 55,615 53,998 44,311 66,350 67,000 0.98%68,000
4474 - GENERAL RECREATION PROGRAMS 5,700 34,540 3,022 17,800 18,000 1.12%18,000
PARKS & RECREATION 224,771 248,052 161,600 267,300 250,000 -6.47% 251,000
4481 - MEMBERSHIPS-FAMILY 32,592 32,378 24,226 35,000 35,000 0.00%35,000
4482 - MEMBERSHIPS-INDIVIDUAL 31,879 31,969 19,417 33,000 33,000 0.00%33,000
4483 - SILVER SNEAKERS TAXABLE 19,307 19,813 16,301 21,000 21,000 0.00%21,000
4485 - GENERAL ADMISSIONS-INDIVIDUAL 74,585 81,297 66,220 93,500 85,000 -9.09%85,000
4486 - GENERAL ADMISSIONS-GROUP 6,205 8,495 3,300 6,000 9,000 50.00%9,000
4487 - SWIM LESSONS 173,990 137,692 85,738 175,000 145,000 -17.14% 145,000
4489 - LOCKER RENTAL 5,099 5,270 3,438 6,000 6,000 0.00%6,000
4493 - GAME ROOM 1,699 707 132 2,000 1,000 -50.00%1,000
4494 - MERCHANDISE FOR RESALE 1,187 1,005 640 1,500 1,500 0.00%1,500
4495 - CONSTITUTION HALL RENTAL 27,833 27,300 18,675 28,000 29,000 3.57%29,000
4496 - GIFT CERTIFICATE (60) - - 250 250 0.00%250
4497 - CONCESSIONS & COMMISSIONS 2,700 1,981 888 2,700 3,000 11.11%3,000
COMMUNITY CENTER 377,016 347,907 238,975 403,950 368,750 -8.71% 368,750
TOTAL CHARGES FOR SERVICES 765,831 809,031 570,357 922,500 834,650 -9.52% 739,400
4508 - UNCLAIMED EVIDENCE 617 2,705 682 1,500 1,500 0.00%-
4511 - COURT FINES 183,430 218,850 135,627 200,000 200,000 0.00%-
4512 - ADMINISTRATIVE FINES 27,665 22,360 15,655 30,000 30,000 0.00%-
TOTAL FINES & FORFEITURES 211,712 243,915 151,964 231,500 231,500 0.00%-
4601 - SPECIAL ASSESSMENTS 122,970 109,227 21,832 100,000 85,000 -15.00%85,000
4607 - SPEC ASSESS INTEREST 18 125 - - - 0.00%-
TOTAL SPECIAL ASSESSMENTS 122,988 109,352 21,832 100,000 85,000 -15.00%85,000
4603 - INTEREST EARNINGS 86,014 102,678 80,883 79,975 93,663 17.12%93,663
4605 - UNREALIZED INVESTMENT GAIN/LOSS (19,666) (37,087) - - - 0.00%-
TOTAL INVESTMENT EARNINGS 66,348 65,591 80,883 79,975 93,663 17.12%93,663
4604 - CHECK PROCESSING FEES 183 60 90 - - 0.00%-
4606 - OTHER REVENUE 147,549 50,252 1,886 25,000 25,000 0.00%25,000
4612 - DONATIONS & CONTRIBUTIONS 15,690 13,250 10,950 - - 0.00%-
4613 - CARS DONATIONS & CONTRIBUTIONS 375 250 - 12,500 7,000 -44.00%7,000
4788 - TAXABLE MERCHANDISE - - 120 - - 0.00%-
4789 - NON TAXABLE MERCHANDISE - - 160 - - 0.00%-
4812 - FACILITY RENTALS 27,949 16,463 10,947 31,200 31,200 0.00%31,200
4921 - REFUNDS & REIMBURSEMENTS 106,408 62,427 30,049 82,500 82,500 0.00%82,500
TOTAL MISCELLANEOUS 298,154 142,702 54,202 151,200 145,700 -3.64% 145,700
4915 - TRANSFERS IN 134,605 150,000 - 150,000 150,000 0.00% 150,000
TOTAL TRANSFERS IN 134,605 150,000 - 150,000 150,000 0.00% 150,000
REVENUES 20,126,403$ 20,688,388$ 11,557,977$ 21,346,036$ 22,416,569$ 5.02% 22,017,819$
30
City of Brooklyn Center
2019 Budget - General Fund - Expenditure Summary by Function
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
10100 GENERAL FUND
41110 MAYOR & COUNCIL 107,560$ 126,002$ 91,884$ 124,384$ 124,962$ 0.46% 126,058$
41320 CITY MANAGER 312,189 462,355 231,519 359,807 367,314 2.09% 384,034
41410 ELECTIONS 108,324 88,182 70,008 134,520 94,353 -29.86% 145,152
41430 CITY CLERK 192,495 182,106 159,135 185,428 178,177 -3.91% 188,310
41520 FINANCE 584,600 586,955 398,687 617,724 627,282 1.55% 661,336
41550 ASSESSING 190,136 211,550 425 206,025 206,200 0.08% 206,200
41610 LEGAL 380,251 406,575 284,943 415,000 420,000 1.20% 420,000
41710 COMMUNICATION & ENGAGEMENT - - 84,654 205,850 259,993 26.30% 284,725
41810 HUMAN RESOURCES 430,235 355,927 250,079 417,107 422,748 1.35% 463,771
41920 INFORMATION TECHNOLOGY 507,685 555,408 364,497 622,680 655,252 5.23% 674,154
41940 GOVERNMENT BUILDINGS 805,736 839,166 620,534 866,117 906,105 4.62% 929,351
GENERAL GOVERNMENT 3,619,211 3,814,226 2,556,365 4,154,642 4,262,386 2.59% 4,483,091
42110 ADMINISTRATION 296,559 326,885 234,700 353,861 344,454 -2.66% 359,285
42120 INVESTIGATION 917,947 947,520 709,982 965,995 1,025,196 6.13% 1,066,175
42123 PATROL 5,433,430 5,653,409 3,648,234 6,092,825 6,395,460 4.97% 6,609,963
42151 SUPPORT SERVICES 929,181 986,143 618,382 1,018,018 1,033,295 1.50% 1,039,549
42170 STATION & BUILDINGS 209,945 226,905 153,612 230,400 248,850 8.01% 233,900
POLICE 7,787,062 8,140,862 5,364,910 8,661,099 9,047,255 4.46% 9,308,872
42210 FIRE 1,157,691 1,394,783 802,223 1,404,389 1,519,816 8.22% 1,531,685
42510 EMERGENCY PREPAREDNESS 80,669 2,878 2,452 11,940 8,700 -27.14% 11,300
FIRE 1,238,360 1,397,661 804,675 1,416,329 1,528,516 7.92% 1,542,985
41910 PLANNING & ZONING 140,813 125,302 118,980 194,708 251,001 28.91% 195,029
42410 BUILDING INSPECTIONS 471,042 435,711 253 - - 0.00%-
42411 CODE ENFORCEMENT 430,686 587,872 158 - - 0.00%-
42420 BUILDING & COMMUNITY STANDARDS - - 653,925 1,021,953 1,136,506 11.21% 1,154,072
46320 COMMUNITY DEVELOPMENT ADMIN - - 128,722 194,847 209,653 7.60% 225,950
COMMUNITY DEVELOPMENT 1,042,541 1,148,885 902,038 1,411,508 1,597,160 13.15% 1,575,051
43110 ENGINEERING 807,314 800,460 532,302 899,529 1,022,740 13.70% 1,097,727
43220 STREET MAINTENANCE 1,291,375 1,393,918 1,002,055 1,535,993 1,563,040 1.76% 1,685,800
43221 TRAFFIC CONTROL 230,971 236,002 151,481 267,175 227,968 -14.67% 227,831
45201 PARK FACILITIES 967,570 1,012,734 691,855 1,097,232 1,127,771 2.78% 1,240,207
45204 FORESTRY 96,426 101,027 64,798 114,390 117,570 2.78% 128,812
PUBLIC WORKS 3,393,656 3,544,141 2,442,491 3,914,319 4,059,089 3.70% 4,380,377
45010 ADMINISTRATION 230,172 232,357 155,395 237,921 235,368 -1.07% 246,681
45110 REC ADMINISTRATION 504,845 511,888 332,409 519,918 535,221 2.94% 600,731
45111 ADULT PROGRAMS 161,560 162,324 95,417 167,038 182,098 9.02% 182,778
45112 TEEN PROGRAMS - - - 6,600 9,481 43.65%9,521
45113 YOUTH PROGRAMS 80,226 103,431 88,681 98,389 128,905 31.02% 128,905
45119 GENERAL RECREATION 39,112 48,658 49,933 61,489 62,516 1.67% 62,633
45122 COMMUNITY CENTER 171,530 163,996 103,567 259,814 270,407 4.08% 278,272
45124 POOL 376,517 367,060 225,340 378,780 389,076 2.72% 390,176
CARS 1,563,962 1,589,714 1,050,742 1,729,949 1,813,072 4.80% 1,899,697
44110 JOINT POWERS 136,349 143,103 95,630 187,000 187,000 0.00% 187,000
45310 CONVENTION & TOURISM 550,772 573,065 340,300 522,500 562,900 7.73% 562,900
48140 INSURANCE 258,850 226,648 117,318 234,219 246,592 5.28% 246,592
48150 CENTRAL SUPPLIES 268,969 278,938 173,720 347,625 400,753 15.28% 530,517
48160 VACANCY AND TURNOVER SAVINGS - - - (350,000) (350,000) 0.00%(350,000)
NON-DEPARTMENTAL 1,214,940 1,221,754 726,968 941,344 1,047,245 11.25% 1,177,009
48170 INTERFUND REIMBURSEMENT (205,838) (268,160) (493,796) (1,083,154) (1,148,154) 6.00%(1,148,154)
48210 TRANSFERS OUT 202,536 185,000 - 200,000 210,000 5.00% 220,000
TRANSFERS (3,302) (83,160) (493,796) (883,154) (938,154) 6.23%(928,154)
10100 GENERAL FUND EXPENDITURES 19,856,430$ 20,774,083$ 13,354,393$ 21,346,036$ 22,416,569$ 5.02% 23,438,928$
31
General
government
19%Police
40%
Fire
7%
Community
development
7%
Public works
18%
CARS
8%
Non‐
departmental
1%
General Fund
2019 Budgeted Expenditures
Summary ‐ By Department
32
City of Brooklyn Center
2019 Budget - General Fund - Expenditure Summary by Object Code
2018
2016 2017 August 2018 2019 2020
Actual Actual YTD Budget Budget Change Budget
10100 GENERAL FUND
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% -
6101 WAGES & SALARIES-FT EMPLOYEES 8,303,891 8,651,187 5,832,773 9,153,680 9,638,746 5.30% 10,118,185
6102 OVERTIME-FT EMPLOYEES 349,998 351,144 245,090 362,119 390,619 7.87% 394,619
6103 WAGES-PART TIME EMPLOYEES 1,123,953 1,180,150 759,006 1,170,874 1,303,459 11.32% 1,371,914
6104 OVERTIME-PART TIME EMPLOYEES 796 693 1,487 1,350 1,500 11.11% 1,500
6105 CONTRACTED SVCS OT 3,877 47,400 45,695 85,000 85,000 0.00% 85,000
6111 SEVERANCE PAY 120,029 120,332 45,119 - 55,053 100.00% 109,817
6112 CAR ALLOWANCE 6,050 6,000 3,750 6,000 6,000 0.00% 6,000
6122 PERA COORDINATED PLAN 366,380 392,396 276,897 451,383 489,701 8.49% 511,718
6123 PERA POLICE & FIRE PLAN 682,030 709,533 467,638 751,134 820,785 9.27% 891,308
6124 PERA DEFINED CONTRIBUTION 907 925 629 1,560 1,591 1.99% 1,623
6125 FICA - SOCIAL SECURITY 342,089 362,219 251,507 390,902 421,097 7.72% 438,292
6126 FICA - MEDICARE 140,738 148,941 101,045 160,311 170,477 6.34% 177,700
6127 FIRE RELIEF ASSOCIATION 146,002 154,366 - 148,000 155,000 4.73%155,000
6131 CAFETERIA PLAN CONTRIBUTIONS 1,468,874 1,523,620 1,113,160 1,779,977 1,825,775 2.57% 1,951,006
6141 UNEMPLOYMENT COMPENSATION 11,758 19,354 6,035 - - 0.00%-
6151 WORKER'S COMP INSURANCE 374,818 361,969 272,283 390,197 414,341 6.19% 431,195
TOTAL PERSONAL SERVICES 13,442,190 14,030,229 9,422,114 14,852,487 15,779,144 6.24% 16,644,877
6201 OFFICE SUPPLIES 22,454 23,838 15,673 31,440 31,750 0.99%32,170
6203 BOOKS/REFERENCE MATERIALS 1,202 1,222 2,188 3,150 3,200 1.59%3,200
6204 STATIONARY SUPPLIES - - - 300 - -100.00%300
6211 CLEANING SUPPLIES 8,486 21,672 13,891 16,500 19,000 15.15%19,000
6212 MOTOR FUELS - - - 2,500 2,500 0.00%2,500
6214 CLOTHING & PERSONAL EQUIPMENT 77,856 79,176 52,209 80,320 88,920 10.71%91,920
6216 CHEMICALS/CHEMICAL PRODUCTS 23,073 23,010 12,326 14,630 15,700 7.31%15,700
6217 SAFETY SUPPLIES 27,610 24,471 9,197 21,240 12,675 -40.32%12,850
6219 GENERAL OPERATING SUPPLIES 97,181 110,265 87,734 124,778 133,815 7.24% 137,259
6219.1 GEN OP SUP-FIRE EDUCATION 3,020 2,548 1,222 4,000 - -100.00%-
6223 BUILDINGS & FACILITIES 524 1,946 - 7,775 19,775 154.34%1,000
6224 STREET MAINT MATERIALS 71,324 72,551 48,077 90,000 92,000 2.22%94,000
6225 PARK & LANDSCAPE MATERIALS 29,508 19,856 17,772 28,640 28,500 -0.49%35,500
6226 SIGNS & STRIPING MATERIALS 29,893 29,723 20,349 59,150 39,700 -32.88%31,000
6227 PAINT SUPPLIES 993 1,123 226 1,200 1,200 0.00%1,200
6231 ATHLETIC FIELD SUPPLIES 2,238 5,087 7,704 5,100 5,250 2.94%5,400
6233 COURT SUPPLIES 704 688 13,640 18,000 16,000 -11.11%16,000
6239 OTHER REPAIR & MAINT SUPPLIES 56,312 62,085 42,366 54,600 60,750 11.26%60,900
6241 SMALL TOOLS 2,211 5,891 2,010 5,020 4,240 -15.54%3,960
6242 MINOR EQUIPMENT 52,678 38,638 11,360 38,140 57,240 50.08%37,290
6243 MINOR COMPUTER EQUIPMENT 62,800 58,293 56,607 97,250 102,400 5.30%54,575
TOTAL SUPPLIES 570,067 582,083 414,551 703,733 734,615 4.39% 655,724
6301 ACCTG, AUDIT & FIN'L SERVICES 51,019 43,048 40,031 47,000 44,000 -6.38%48,000
6302 ARCH, ENG & PLANNING 16,898 17,567 8,870 24,500 14,500 -40.82%14,500
6303 LEGAL SERVICES 376,026 419,508 286,733 415,000 425,000 2.41%425,000
6305 MEDICAL SERVICES 7,478 13,927 3,644 16,100 20,200 25.47%20,300
6306 PERSONNEL/LABOR RELATIONS - 10,484 2,607 5,000 5,000 0.00%5,000
6307 PROFESSIONAL SERVICES 499,016 597,141 243,660 588,273 581,375 -1.17% 569,405
6308 CHARTER COMMISSION 208 189 109 1,500 1,500 0.00%1,500
6321 TELEPHONE/PAGERS 27,122 35,000 29,722 47,825 71,895 50.33%70,615
6322 POSTAGE 42,005 40,904 22,059 52,500 58,000 10.48% 104,800
6323 RADIO COMMUNICATIONS 30,857 33,200 20,888 30,000 31,000 3.33%11,000
6329 OTHER COMMUNICATION SERVICES 33,339 41,632 27,565 34,677 43,650 25.88%43,650
6331 TRAVEL EXPENSE/MILEAGE 4,493 4,305 1,675 6,595 6,695 1.52%7,300
6333 FREIGHT/DRAYAGE 10,571 10,701 6,047 10,780 10,530 -2.32%10,630
6339 OTHER TRANSPORTATION EXPENSE - - - 1,000 500 -50.00%500
6341 PERSONNEL ADVERTISING 670 276 521 4,960 3,760 -24.19%3,960
6342 LEGAL NOTICES 16,719 7,796 10,442 8,500 6,200 -27.06%6,500
6349 OTHER ADVERTISING 150 940 296 7,500 15,200 102.67%18,200
6351 PRINTING 36,474 37,830 24,387 42,610 44,440 4.29%46,710
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
6364 DRAM SHOP INSURANCE 1,004 1,013 1,551 1,100 1,600 45.45%1,600
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
6369 OTHER INSURANCE 1,113 1,113 1,113 1,200 1,200 0.00%1,200
6381 ELECTRIC 313,104 320,293 225,049 303,900 294,400 -3.13% 296,900
6382 GAS 90,564 116,767 100,776 132,750 130,800 -1.47% 131,800
6383 WATER 56,073 68,755 28,133 61,050 65,000 6.47%67,000
6384 REFUSE DISPOSAL 32,526 29,812 23,193 39,500 39,450 -0.13%33,450
6385 SEWER 12,979 10,919 6,374 15,450 15,350 -0.65%15,550
6386 STORM SEWER 55,269 55,269 32,340 67,300 67,300 0.00%68,300
6387 HEATING OIL - - - 5,000 5,000 0.00%5,000
Object Code / Description
33
2018
2016 2017 August 2018 2019 2020
Actual Actual YTD Budget Budget Change Budget Object Code / Description
6388 HAZARDOUS WASTE DISPOSAL 2,951 1,431 580 5,700 4,000 -29.82%4,000
6389 STREET LIGHTS 19,641 19,641 11,308 24,250 22,050 -9.07%22,650
6402 EQUIPMENT SERVICES 71,907 76,873 21,356 82,420 87,920 6.67%89,145
6403 BLDGS/FACILITIES MAINT SERVICE 132,141 137,013 165,937 207,500 211,500 1.93% 234,500
6404 STREET MAINT SERVICES 87,515 96,732 87,394 110,000 112,000 1.82% 112,000
6405 PARK & LANDSCAPE SERVICES 73,865 115,608 110,491 159,200 151,800 -4.65% 157,400
6406 MULTI-FUNCTION MTNCE 33,011 33,517 17,446 31,805 34,325 7.92%34,325
6407 TRAFFIC SIGNALS MAINT 1,204 8,066 1,699 4,500 4,500 0.00%4,500
6408 COMMUNICATION/INFO SYSTEMS 2,223 886 50 23,000 5,500 -76.09%5,000
6409 OTHER REPAIR & MAINT SVCS 6,277 4,792 3,527 8,500 10,500 23.53%10,500
6412 BLDGS/FACILITIES 15,677 18,533 10,953 19,000 19,300 1.58%20,500
6415 OTHER EQUIPMENT 112 210 - 215 215 0.00%225
6417 UNIFORMS 506 616 546 3,750 6,900 84.00%7,475
6421 SOFTWARE LICENSE 596 6,161 10,042 3,000 14,450 381.67%12,450
6422 SOFTWARE MAINT 75,405 78,975 43,632 94,400 110,500 17.06%88,200
6423 LOGIS CHARGES 464,458 454,825 322,858 489,213 458,648 -6.25% 473,918
6428 PROTECTION SERVICES - - - - - 0.00%-
6431 SPECIAL EVENTS 6,728 2,855 3,925 11,300 35,500 214.16%37,500
6432 CONFERENCES AND SCHOOLS 97,227 101,792 135,231 172,100 174,850 1.60% 157,550
6433 MEETING EXPENSES 6,786 8,910 6,265 15,485 13,285 -14.21%17,085
6434 DUES & SUBSCRIPTIONS 63,612 65,677 34,543 68,925 73,500 6.64%74,050
6435 CREDIT CARD FEES 49,125 39,123 28,484 51,500 47,500 -7.77%47,500
6436 UNCOLLECTIBLE CHECKS/DEBTS - - 272 - - 0.00%-
6441 LICENSES, TAXES & FEES 3,739 3,481 4,190 6,900 6,750 -2.17%6,800
6442 COURT AWARDS/SETTLEMENTS 18,671 23,493 7,762 20,000 20,000 0.00%20,000
6443 PRIZE AWARDS/EXPENSE REIMB 1,140 180 376 1,500 1,500 0.00%1,500
6444 RELOCATION EXPENSES - - - - - 0.00%-
6445 CONVENTION BUREAU PAYMENT 550,772 573,065 340,300 522,500 562,900 7.73% 562,900
6446 CONTINGENCY ACCOUNT 2,500 - - 125,000 125,000 0.00% 200,000
6447 TOWING CHARGES 264 378 625 750 750 0.00%750
6448 PRISONER BOARDING CHARGES 95,064 119,929 78,335 100,000 100,000 0.00% 100,000
6449 OTHER CONTRACTUAL SERVICE 660,291 699,021 414,254 700,240 698,810 -0.20% 708,600
6491 MERCHANDISE FOR RESALE 5,897 1,877 116 3,500 3,500 0.00%3,500
TOTAL SERVICES & OTHER CHARGES 4,497,867 4,808,347 3,112,213 5,243,942 5,340,090 1.83% 5,461,485
6461 FUEL CHARGES 144,658 162,405 126,544 191,614 193,114 0.78% 198,907
6462 FIXED CHARGES 148,365 152,226 83,116 139,666 110,590 -20.82% 113,907
6463 REPAIR & MAINT CHARGES 278,236 346,597 250,778 345,200 345,900 0.20% 356,277
6465 REPLACEMENT CHARGES 667,991 718,972 438,695 752,048 802,820 6.75% 826,905
TOTAL CENTRAL GARAGE CHARGES 1,239,250 1,380,200 899,133 1,428,528 1,452,424 1.67% 1,495,996
6520 BUILDINGS & FACILITIES 62,803 31,273 - - 28,950 100.00%-
6540 EQUIPMENT & MACHINERY 42,083 24,994 - - - 0.00% 109,000
6545 OTHER EQUIPMENT 4,300 - - - - 0.00%-
6550 MOTOR VEHICLES - - - - 19,000 100.00%-
6560 FURNITURE - - - - - 0.00%-
6580 INFORMATION SYSTEMS - - - - - 0.00%-
TOTAL CAPITAL OUTLAY 109,186 56,267 - - 47,950 100.00% 109,000
6471 ADMINISTRATIVE SERVICE TRANSFER (599,323) (590,460) (383,923) (658,154) (658,154) 0.00% (658,154)
6472 ENGINEERING SERVICE TRANSFER (411,330) (393,244) (259,503) (425,000) (490,000) 15.29% (490,000)
6473 STORM SEWER TRANSFER - - - - - 0.00%-
6480 GENERAL FUND REIMBURSEMENT - - - - - 0.00%-
6482 MISC TRANSFER OUT 1,007,351 900,544 149,630 200,000 210,000 5.00% 220,000
TOTAL TRANSFERS OUT (3,302) (83,160) (493,796) (883,154) (938,154) 6.23% (928,154)
10100 GENERAL FUND EXPENDITURES 19,856,430$ 20,774,083$ 13,354,393$ 21,346,036$ 22,416,569$ 5.02% 23,438,928$
34
Personal services
70%
Supplies
3%
Services and other
charges
20%
Central garage
charges
7%
Capital outlay
0%
General Fund
2019 Budgeted Expenditures
Summary ‐ By Object
35
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
P o s i t i o n s FTEs 2018 2019 2020
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
36
GENERAL FUND
2018
2016 2017 August 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$ 33,380$ 50,070$ 51,072$ 2.00% 52,095$
6124 - PERA DEFINED CONTRIBUTION 907 925 629 1,560 1,591 1.99% 1,623
6125 - FICA - SOCIAL SECURITY 1,881 1,920 1,300 1,170 1,194 2.05% 1,218
6126 - FICA - MEDICARE 703 717 487 727 742 2.06% 754
6151 - WORKER'S COMP INSURANCE 210 196 149 207 213 2.90% 218
TOTAL PERSONAL SERVICES 51,827 52,845 35,945 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 - - 1,277 - 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 - - 282 - - 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 1,232 780 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 49,126 70,300 69,800 -0.71% 69,800
TOTAL BUSINESS UNIT EXPENSES 107,560$ 126,002$ 91,884$ 124,384$ 124,962$ 0.46%126,058$
41110 - MAYOR COUNCIL
37
2019 Brooklyn Center Department Budget Narrative by Fund
Department Name: Administration
Department/Division Mission:
The Mission of the Department of Administration is to provide citywide support and leadership to internal
and external customers.
Department/Division Description:
The Department of Administration is composed of the City Manager’s Office, The Office of the City
Clerk, Division of Human Resources, Division of Information Technology, and Division of
Communication and Community Engagement.
The City Manager’s Office is composed of the City Manager and the Deputy City Manager. The primary
responsibility of the City Manager is organizational leadership. The Deputy City Manager is the Director
of the Administration Department and in the absence of the City Manager the Acting City Manager.
The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service
Representative. The Clerk’s Office manages records, administers elections, business licenses, citywide
customer service coordination, and responds to public inquiries.
The Division of Human Resources is composed of the HR Director, HR Specialist and Payroll
Technician. This division manages human resource activities including labor relations, staff
development, payroll and benefits administration, compensation planning and development, and
employee recruitment.
The Division of Information Technology is composed of the IT Director, IT/GIS Specialist and an IT
Technician. This division plans, manages and supports the City technology infrastructure.
The Division of Communication and Community Engagement is composed of Communication and
Community Engagement Coordinator, Community Engagement Specialist (part-time) and Neighborhood
Engagement Liaisons (part-time). This division manages both internal and external communications,
branding and marketing efforts, media relations, resident and community engagement.
Key Initiatives focused on the achievement of City values and strategic priorities
● Customer Intimacy and Operational Excellence
In 2019, we will continue to develop and adopt quality performance practices to improve results and
customer satisfaction. We will strengthen the development of staff at all levels of the organization and
align performance of all staff with the strategic direction and values of the City. All staff will be
uniformly and consistently evaluated on the areas customer service and operational excellence via a newly
implemented electronic employee appraisal system. Strategic actions including strategic plan
performance assessment, and the study of a 311 call systems are specific efforts will be explored in the
coming year to enhance customer intimacy and operational excellence.
38
● 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.
39
Staffing Level
Positions FTE
2017 2018 2019
City Manager 1 1 1
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
Strategic Functions/Division(s):
● Effective and Responsive Organization Leadership
o The City Manager with support from the Deputy City Manager is responsible to the City
Council for the successful implementation of City Council Policy. As the Chief
Administrative Officer, the City Manager is expected to enforce the City Charter and all
City ordinances. The City Manager prepares the Annual Budget as a means of
implementing Council Policy. The City Manager provides advices and makes
recommendations to the City Council with respect to Council policy. The City Manager is
the sole employee of the City Council. All employees work under the general direction of
the City Manager
The City Managers’ office is responsible for effective Intergovernmental Relations. The
City Manager and his staff work with community members, other public and private
agencies, organizations, schools and other stakeholders on all areas that affect the City.
The City Managers’ office is responsible for effective public communications primarily
under the direction of the Deputy City Manager. The office handles and coordinates internal
40
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
41
● Communication and Community Engagement
o The Division Communication and Community Engagement support all departments in
cross-departmental communication and coordinates citywide communication efforts.
The Division Communication and Community Engagement support all departments in
cross-departmental communication and coordinates citywide 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. The Division in coordination
with all departments provides regular monitoring and updates to the website.
The Division provides ongoing development of the quarterly newsletter that goes out to all
properties within the City limits. Regular communication is conducted via print,
television, video streaming, and in-person communication.
The Division coordinates events with residents including community dialogues and
resident networking. The Division fosters relationships among residents, business owners,
visitors and city staff.
● Consistent, Reliable, and Strategic Advancement of Information Technology
o The Division of IT oversees the citywide fiber optics system, which is available at all times
and days. The fiber optics system connects all City owned and leased facilities with the
exception of the Centerbrook Golf Course to an advance technology communications
system. Centerbrook Golf Course is anticipated to be connected to the system in 2017.
The fiber optics system allows the City to unify its intra-communications, security
systems, and utility systems controls.
The Division of IT procures, installs, maintains and replaces all hardware and software
communication technology such as computers, cell phones, office phones, facility security
cameras, body worn cameras, multifunctional equipment (i.e. copiers, plotters, and fax
machines) and conference room visual and audio equipment. The Division also oversees
the City’s GIS system.
The Division of IT systematically plans with all departments on current and future
technological needs. Technology funding is planned through the Division of IT.
Departments and the Division of IT share research and investigations of future
technological needs of the City; however, implementation, majority of management and
support rest on the Division of IT.
42
Annual Operating Goal Performance Measures:
Performance Objectives
Description of
Performance Measure
Performance Levels
*Actual Value Target Value
Foster a culture of inclusion
throughout the organization
100% related inclusive
educational and events
executed
occurrence of educational and
training for organization
execution of 4 related events
for employees
Foster a culture of Inclusive
Community Engagement
Efforts
Inclusive related
educational and
training to be
development
100% of related
inclusive events
executed
occurrence of educational and
training for community
execution of 10 related events
for community
Increase resident
engagement
Benchmark TBD % of residents annually physically
engaged
Increase resident
engagement
Benchmark TBD % percent of residents annually
signed for connect
Increase resident
engagement
Benchmark TBD % of community survey respondents
indicating a sense of engagement,
awareness, and part of decision-
making
Foster systematic
administrative approaches
throughout the organization
71.42% or 5 of 7 systematic
approaches executed
Develop implementation plans and
applicable policy for execution of
social media policy, branding, IT
development plan, employee
appraisals, employee development
and training, measurement of strategic
initiatives progress, and electronic
council agenda.
Account for gender equity in
hiring process
2017 – 38% female
applicants (including
full and part time)
2017 – 40.3% females
hired from applicant
pool (including full and
part time)
Receive 44% of females in
applicant pool
Hire >44% of female in
applicant pool
43
Account for racial equity in
hiring process
2017 – 44% people of
color applicants
2017 – 54.5% people of
color hired from
applicant pool
Receive 20% people of color
applicants
Hire >20% people of color
applicants
Achieve customer service
excellence
2012 – 94% good and above
rating of staff courtesy
2017 - 94% good and above
rating of staff courtesy
95% good and above rating of staff
courtesy
Note – applicant and hiring goals were based on five-year goals timeframe.
44
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41320 - CITY MANAGER
6101 - WAGES & SALARIES-FT EMPLOYEES 232,087$ 291,365$ 160,908$ 258,079$ 264,100$ 2.33% 272,022$
6103 - WAGES-PART TIME EMPLOYEES - 5,850 2,160 - - 0.00% -
6111 - SEVERANCE PAY 5,132 5,364 - - - 0.00% -
6112 - CAR ALLOWANCE 6,050 6,000 3,750 6,000 6,000 0.00% 6,000
6122 - PERA COORDINATED PLAN 17,407 21,853 12,068 19,806 20,257 2.28% 20,852
6125 - FICA - SOCIAL SECURITY 12,217 16,545 10,010 13,624 13,905 2.06% 14,098
6126 - FICA - MEDICARE 3,436 4,343 2,341 3,829 3,916 2.27% 4,031
6131 - CAFETERIA PLAN CONTRIBUTIONS 23,150 32,596 18,960 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 1,744 2,050 1,242 1,875 1,945 3.73% 2,002
TOTAL PERSONAL SERVICES 301,223 385,966 211,439 331,807 338,989 2.16% 349,609
6203 - BOOKS/REFERENCE MATERIALS - - 573 400 400 0.00%400
6219 - GENERAL OPERATING SUPPLIES 122 706 443 200 200 0.00%200
6242 - MINOR EQUIPMENT - 6,800 - - - 0.00%-
6243 - MINOR COMPUTER EQUIPMENT 2,361 2,423 2,798 200 - -100.00%1,600
TOTAL SUPPLIES 2,483 9,929 3,814 800 600 -25.00%2,200
6307 - PROFESSIONAL SERVICES - 50,879 - 10,000 10,000 0.00%10,000
6321 - TELEPHONE/PAGERS 382 1,253 1,334 1,400 1,275 -8.93%1,275
6329 - OTHER COMMUNICATION SERVICES - 292 117 - 950 100.00%950
6331 - TRAVEL EXPENSE/MILEAGE 37 15 16 300 - -100.00%-
6351 - PRINTING 66 281 - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 5,043 10,304 10,749 10,000 10,000 0.00% 10,000
6433 - MEETING EXPENSES 610 391 584 500 500 0.00%5,000
6434 - DUES & SUBSCRIPTIONS 2,317 3,045 3,466 5,000 5,000 0.00%5,000
6441 - LICENSES, TAXES & FEES 28 - - - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 8,483 66,460 16,266 27,200 27,725 1.93% 32,225
TOTAL BUSINESS UNIT EXPENSES 312,189$ 462,355$ 231,519$ 359,807$ 367,314$ 2.09%384,034$
41320 - CITY MANAGER
GENERAL FUND
45
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 45,639$ 49,529$ 32,244$ 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 2,452 3,882 4,099 5.59% 4,327
6125 - FICA - SOCIAL SECURITY 3,287 3,558 2,287 3,209 3,388 5.58% 3,577
6126 - FICA - MEDICARE 769 832 535 751 792 5.46% 837
6131 - CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 9,480 14,297 14,433 0.95% 15,302
6151 - WORKER'S COMP INSURANCE 357 352 248 368 393 6.79% 415
TOTAL PERSONAL SERVICES 70,686 73,739 47,695 118,270 85,253 -27.92% 128,052
6219 - GENERAL OPERATING SUPPLIES 917 5,257 6,696 5,700 1,600 -71.93%5,700
6243 - MINOR COMPUTER EQUIPMENT - 1,605 - - 500 100.00%-
TOTAL SUPPLIES 917 6,862 6,696 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 - 36 150 100 -33.33%200
6333 - FREIGHT/DRAYAGE 529 - 14 850 100 -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 - 438 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 - 74 500 200 -60.00%500
6434 - DUES & SUBSCRIPTIONS 20 - 40 100 500 400.00%600
6449 - OTHER CONTRACTUAL SERVICE 30,795 - 14,219 - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 36,721 7,581 15,617 10,550 7,000 -33.65% 11,400
TOTAL BUSINESS UNIT EXPENSES 108,324$ 88,182$ 70,008$ 134,520$ 94,353$ -29.86%145,152$
GENERAL FUND
41410 - ELECTIONS
46
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41430 - CITY CLERK
6101 - WAGES & SALARIES-FT EMPLOYEES 114,269$ 122,522$ 95,751$ 126,301$ 121,224$ -4.02% 129,504$
6102 - OVERTIME-FT EMPLOYEES 206 28 - - - 0.00% -
6111 - SEVERANCE PAY 2,360 2,175 13,652 - - 0.00% -
6122 - PERA COORDINATED PLAN 8,586 9,191 7,181 9,473 9,092 -4.02% 9,713
6125 - FICA - SOCIAL SECURITY 7,138 8,281 7,186 7,831 7,516 -4.02% 8,029
6126 - FICA - MEDICARE 1,669 1,937 1,681 1,832 1,757 -4.09% 1,877
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,843 26,976 19,909 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 859 851 729 897 872 -2.79% 933
TOTAL PERSONAL SERVICES 157,930 171,961 146,089 174,928 169,327 -3.20% 180,660
6219 - GENERAL OPERATING SUPPLIES 212 445 71 150 150 0.00%150
6242 - MINOR EQUIPMENT - - - - - 0.00%-
6243 - MINOR COMPUTER EQUIPMENT - 332 1,843 1,450 1,200 -17.24%-
TOTAL SUPPLIES 212 777 1,914 1,600 1,350 -15.63%150
6307 - PROFESSIONAL SERVICES 17,766 1,403 915 - - 0.00%-
6331 - TRAVEL EXPENSE/MILEAGE - - 52 100 100 0.00%100
6342 - LEGAL NOTICES 15,764 7,005 9,422 7,000 5,000 -28.57%5,000
6351 - PRINTING - - 223 200 200 0.00%200
6432 - CONFERENCES AND SCHOOLS 593 545 275 1,350 1,700 25.93%1,700
6434 - DUES & SUBSCRIPTIONS 230 415 245 250 500 100.00%500
TOTAL SERVICES & OTHER CHARGES 34,353 9,368 11,132 8,900 7,500 -15.73%7,500
TOTAL BUSINESS UNIT EXPENSES 192,495$ 182,106$ 159,135$ 185,428$ 178,177$ -3.91%188,310$
GENERAL FUND
41430 - CITY CLERK
47
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41710 - COMMUNICATIONS & ENGAGEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 46,011$ 62,319$ 74,812$ 20.05% 78,982$
6103 - WAGES-PART TIME EMPLOYEES - - 273 - 43,571 100.00% 45,444
6122 - PERA COORDINATED PLAN - - 3,471 4,674 8,878 89.94% 9,332
6125 - FICA - SOCIAL SECURITY - - 3,058 3,864 7,339 89.93% 7,714
6126 - FICA - MEDICARE - - 715 904 1,718 90.04% 1,805
6131 - CAFETERIA PLAN CONTRIBUTIONS - - 9,480 14,297 14,433 0.95% 15,302
6151 - WORKER'S COMP INSURANCE - - 353 442 852 92.76% 896
TOTAL PERSONAL SERVICES - - 63,361 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 - - 3,876 60,000 18,000 -70.00% 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 15,200 102.67% 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 28,000 833.33% 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 - - 18,937 113,700 101,590 -10.65% 123,450
TOTAL BUSINESS UNIT EXPENSES -$ -$ 84,654$ 205,850$ 259,993$ 26.30%284,725$
GENERAL FUND
41710 - COMMUNICATIONS & ENGAGEMENT
48
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41810 - HUMAN RESOURCES
6101 - WAGES & SALARIES-FT EMPLOYEES 209,223$ 229,719$ 148,698$ 234,313$ 241,341$ 3.00% 248,580$
6103 - WAGES-PART TIME EMPLOYEES -$ -$ -$ -$ 22,979$ 100.00% 24,852$
6111 - SEVERANCE PAY 2,079 2,123 - - - 0.00% -
6122 - PERA COORDINATED PLAN 15,692 17,229 11,152 17,573 19,824 12.81% 20,508
6125 - FICA - SOCIAL SECURITY 12,845 14,154 9,146 14,527 16,388 12.81% 16,938
6126 - FICA - MEDICARE 3,004 3,310 2,139 3,397 3,833 12.83% 3,964
6131 - CAFETERIA PLAN CONTRIBUTIONS 40,464 40,464 28,440 42,891 43,299 0.95% 45,906
6151 - WORKER'S COMP INSURANCE 1,573 1,593 1,134 1,665 1,904 14.35% 1,969
TOTAL PERSONAL SERVICES 284,880 308,592 200,709 314,366 349,568 11.20% 362,717
6219 - GENERAL OPERATING SUPPLIES 911 834 1,846 2,773 910 -67.18%1,954
6243 - MINOR COMPUTER EQUIPMENT 980 - 1,535 1,450 - -100.00%1,050
TOTAL SUPPLIES 1,891 834 3,381 4,223 910 -78.45%3,004
6305 - MEDICAL SERVICES 1,758 980 638 3,100 3,200 3.23%3,300
6306 - PERSONNEL/LABOR RELATIONS - 489 157 - - 0.00%-
6307 - PROFESSIONAL SERVICES 139,811 43,757 43,972 92,168 65,720 -28.70% 91,400
6331 - TRAVEL EXPENSE/MILEAGE 159 52 - 100 100 0.00%100
6333 - FREIGHT/DRAYAGE 57 80 - 50 50 0.00%50
6432 - CONFERENCES AND SCHOOLS 845 795 784 2,000 2,000 0.00%2,000
6433 - MEETING EXPENSES 70 - 89 - - 0.00%-
6434 - DUES & SUBSCRIPTIONS 764 348 349 1,100 1,200 9.09%1,200
TOTAL SERVICES & OTHER CHARGES 143,464 46,501 45,989 98,518 72,270 -26.64% 98,050
TOTAL BUSINESS UNIT EXPENSES 430,235$ 355,927$ 250,079$ 417,107$ 422,748$ 1.35%463,771$
GENERAL FUND
41810 - HUMAN RESOURCES
49
2018
2016 2017 August 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$ 124,551$ 244,559$ 253,713$ 3.74% 264,936$
6102 - OVERTIME-FT EMPLOYEES 1,208 1,842 8,485 2,000 2,000 0.00% 2,000
6103 - WAGES-PART TIME EMPLOYEES 15,878 - - - - 0.00% -
6111 - SEVERANCE PAY 2,779 2,823 20,025 - - 0.00% -
6122 - PERA COORDINATED PLAN 13,132 17,130 9,978 18,455 19,178 3.92% 20,020
6125 - FICA - SOCIAL SECURITY 10,792 14,157 9,251 15,256 15,854 3.92% 16,358
6126 - FICA - MEDICARE 2,524 3,311 2,163 3,568 3,708 3.92% 3,871
6131 - CAFETERIA PLAN CONTRIBUTIONS 22,480 30,396 17,072 42,891 43,299 0.95% 45,906
6151 - WORKER'S COMP INSURANCE 1,315 1,582 1,014 1,747 1,841 5.38% 1,922
TOTAL PERSONAL SERVICES 228,117 297,803 192,539 328,476 339,593 3.38% 355,013
6219 - GENERAL OPERATING SUPPLIES 2,524 2,954 789 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 1,013 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 1,074 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 217,033 192,398 130,205 203,404 216,459 6.42% 223,716
6432 - CONFERENCES AND SCHOOLS 1,894 84 - 12,000 6,000 -50.00%6,000
6433 - MEETING EXPENSES 24 - - - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 274,590 253,451 170,945 291,104 308,109 5.84% 313,766
TOTAL BUSINESS UNIT EXPENSES 507,685$ 555,408$ 364,497$ 622,680$ 655,252$ 5.23%674,154$
GENERAL FUND
41920 - INFORMATION TECHNOLOGY
50
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.
The Director oversees the contract with Hennepin County for assessing services and acts as the staff
liaison for the Board of Equalization and Appeals.
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.
51
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
1
1
1
1
0.5
1
1
1
1
1
0.5
1
1
1
1
1
0.5
Strategic Functions/Division(s):
Finance Division
o The Division provides for the collection, recording and deposit of all funds in bank
accounts and reconciles those bank accounts to the General Ledger on a monthly basis.
o The Division provides for the expenditure of funds for goods and services used by the City
including the proper recording and documentation of such expenditures.
o The Division prepares and distributes reports on the financial condition of the City.
o The Division invests available funds in approved investment types.
o The Division reports financial information to outside monitoring agencies
o The Division leads and assists financial planning activities through coordination of the
annual budget process and special analysis and reporting projects on specific programs.
Utility Billing Division
o The Division collects data for the preparation of utility bills, calculates, prints and mails
the bills to customers.
o The Division responds to customer inquiries by telephone, mail, e-mail and in person
regarding the calculation of bills and the regulations, policies and practices affecting utility
billing.
o The Division oversees collection of bill payments and proper recording of those receipts.
o The Division initiates such collection practices as might be necessary for the collection of
all utility accounts receivable.
Total 5 . 5 5 . 5 5 . 5
52
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).
53
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41520 - FINANCE
6101 - WAGES & SALARIES-FT EMPLOYEES 370,075$ 378,570$ 250,041$ 394,497$ 409,425$ 3.78% 425,275$
6102 - OVERTIME-FT EMPLOYEES 3,755 1,644 39 3,000 1,500 -50.00% 3,000
6103 - WAGES-PART TIME EMPLOYEES 13,712 19,180 11,815 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 19,642 31,267 32,424 3.70% 33,697
6125 - FICA - SOCIAL SECURITY 24,340 25,137 16,533 24,839 25,645 3.24% 26,451
6126 - FICA - MEDICARE 5,693 5,879 3,866 6,045 6,268 3.69% 6,517
6131 - CAFETERIA PLAN CONTRIBUTIONS 67,440 65,192 47,400 71,485 72,165 0.95% 76,510
6151 - WORKER'S COMP INSURANCE 2,904 2,762 2,000 2,960 3,114 5.20% 3,236
TOTAL PERSONAL SERVICES 521,135 531,599 351,336 552,474 570,432 3.25% 595,686
6201 - OFFICE SUPPLIES 350 389 79 600 600 0.00%600
6203 - BOOKS/REFERENCE MATERIALS - - 140 400 200 -50.00%200
6219 - GENERAL OPERATING SUPPLIES - - - 100 - -100.00%-
6242 - MINOR EQUIPMENT - 375 - 300 300 0.00%400
6243 - MINOR COMPUTER EQUIPMENT 1,368 205 5,067 5,500 - -100.00%3,700
TOTAL SUPPLIES 1,718 969 5,286 6,900 1,100 -84.06%4,900
6301 - ACCTG, AUDIT & FIN'L SERVICES 42,491 32,534 30,896 37,000 33,000 -10.81% 37,000
6307 - PROFESSIONAL SERVICES 2,175 2,326 1,390 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 5,713 9,500 10,000 5.26% 10,000
6341 - PERSONNEL ADVERTISING - - - 200 - -100.00%200
6351 - PRINTING 3,362 3,891 637 4,900 4,200 -14.29%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 2,325 3,000 3,300 10.00%3,300
6433 - MEETING EXPENSES 49 15 45 300 300 0.00%300
6434 - DUES & SUBSCRIPTIONS 562 663 440 700 700 0.00%700
TOTAL SERVICES & OTHER CHARGES 61,747 54,387 42,065 58,350 55,750 -4.46% 60,750
TOTAL BUSINESS UNIT EXPENSES 584,600$ 586,955$ 398,687$ 617,724$ 627,282$ 1.55%661,336$
GENERAL FUND
41520 - FINANCE
54
2018
2016 2017 August 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
55
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
56
advocacy services. Continue to use Cornerhouse as an investigative resource for youth victims and
witnesses.
Review and enhance investigative resources regarding sexual assault investigations and prosecutions.
Insure we are using a best practices model and employing all resources available both internally and
externally to examine these crimes.
Insure staff compliance with use of new Body Worn Cameras (BWCs) alongside our existing squad
camera systems to create an enhanced environment of transparency and increased investigative
effectiveness.
Staffing Levels:
P o s i t i o n s FTEs 2018 2019 2020
Chief 1 1 1
Division Commanders 3 3 3
Support Services Manager 1 1 1
Sergeants 7 7 7
Detectives 5 5 5
School Resource Officer 1 1 1
Juvenile Officer 1 1 1
Auto Theft Officer (grant funded until 7/2019) 1 .5 0
Violent Offenders Task Force Officer 1 1 1
Hennepin County Drug Task Force Officer 1 1 1
Patrol Officers 28 28 28
Crime Analyst 1 1 1
Crime Prevention Specialist 1 1 1
Administrative Assistant 1 1 1
Records Specialist 1 2 2
Records Technicians 7 6 6
Part-time Staff
- Community Service Officers (10 – PT Staff )
- Joint Community Policing Partnership (JCPP)
Cadet Program (2 – 3 Cadets)
4.64
4.64
4.64
Total Number of Personnel 65.64 65.14 64.64
Strategic Functions/Division(s):
Administration Division
We provide the overall leadership and management oversight of the police department. We
ensure that proper funds and resources are allocated as efficiently as possible to aid in the
reduction of crime and life-safety issues. We also deliver the highest level of professional
service possible to all we serve.
Investigation Division
We handle approximately one thousand felony-level cases that are in need of an advanced
level of police investigation beyond field-level information gathering. Our work includes
advanced-level evidence recovery and applying those results to aid in suspect identification,
57
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
58
Annual Operating Goal Performance Measures:
Performance Objectives
Performance Levels
Description of Performance Measure *Actual Value Target Value
Part One violent crimes compared to Hennepin
County with a ratio of per 100,000 residents
399.9 Brooklyn Center
463 Hennepin County
( 14% below average)
No less than 10% below
the average of Hennepin
County
The crime of Burglary compared to Hennepin Co.
In a ratio of per 100,000 residents.
396.7 Brooklyn Center
460 Hennepin County
(14% below average)
No less than 10% below
the average of Hennepin
County
Number of youth that successfully complete
diversion.
103 referrals 30% success
rate
Increase that success rate
to 40%
Percentage of cases handled by DART 100% 100%
Insure use of BWC’s and or policy compliance New for 2019 Less than 5% failure rate
59
60
61
2018
2016 2017 August 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$ 117,190$ 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 2,604 4,104 4,227 3.00% 4,354
6123 - PERA POLICE & FIRE PLAN 19,185 20,307 13,360 21,052 22,687 7.77% 24,401
6125 - FICA - SOCIAL SECURITY 3,412 3,554 2,313 3,392 3,494 3.01% 3,599
6126 - FICA - MEDICARE 2,590 2,718 1,769 2,677 2,758 3.03% 2,841
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,754 26,976 18,960 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 6,417 6,259 4,559 6,638 6,978 5.12% 7,187
TOTAL PERSONAL SERVICES 236,861 247,236 161,055 251,121 259,214 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 - PERSONNEL/LABOR RELATIONS - 9,995 2,450 5,000 5,000 0.00%5,000
6307 - PROFESSIONAL SERVICES 1,059 9,984 275 3,000 4,000 33.33%4,000
6321 - TELEPHONE/PAGERS 406 511 422 640 640 0.00%640
6331 - TRAVEL EXPENSE/MILEAGE 3 88 4 100 100 0.00%100
6341 - PERSONNEL ADVERTISING - 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 55,915 61,000 45,000 -26.23% 45,000
6433 - MEETING EXPENSES 1,402 2,041 1,391 4,000 1,000 -75.00%3,000
6434 - DUES & SUBSCRIPTIONS 9,642 10,866 1,849 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 71,901 101,740 84,240 -17.20% 86,740
TOTAL BUSINESS UNIT EXPENSES 296,559$ 326,885$ 234,700$ 353,861$ 344,454$ -2.66%359,285$
GENERAL FUND
42110 - POLICE-ADMINISTRATION
62
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42120 - POLICE-INVESTIGATION
6101 - WAGES & SALARIES-FT EMPLOYEES 600,889$ 606,082$ 462,043$ 632,642$ 667,308$ 5.48% 687,329$
6102 - OVERTIME-FT EMPLOYEES 37,186 31,243 23,078 37,000 37,000 0.00% 37,000
6105 - CONTRACTED SVCS OT 1,036 15,766 12,179 10,000 10,000 0.00% 10,000
6111 - SEVERANCE PAY 11,326 10,707 - - - 0.00% -
6123 - PERA POLICE & FIRE PLAN 103,536 105,875 80,563 108,485 121,076 11.61% 129,976
6125 - FICA - SOCIAL SECURITY - - - - - 0.00% -
6126 - FICA - MEDICARE 8,971 9,140 7,005 9,710 10,358 6.67% 10,649
6131 - CAFETERIA PLAN CONTRIBUTIONS 85,284 94,688 66,360 100,079 101,031 0.95% 107,114
6151 - WORKER'S COMP INSURANCE 31,969 29,995 25,267 32,212 35,073 8.88% 36,057
TOTAL PERSONAL SERVICES 880,197 903,496 676,495 930,128 981,846 5.56% 1,018,125
6201 - OFFICE SUPPLIES - - - - - 0.00%-
6214 - CLOTHING & PERSONAL EQUIPMENT 4,601 4,834 2,870 6,000 6,600 10.00%6,000
6219 - GENERAL OPERATING SUPPLIES 82 269 76 500 500 0.00%500
6243 - MINOR COMPUTER EQUIPMENT 6,760 2,842 2,685 1,450 1,600 10.34%6,400
TOTAL SUPPLIES 11,443 7,945 5,631 7,950 8,700 9.43% 12,900
6307 - PROFESSIONAL SERVICES 5,380 17,263 10,543 4,500 9,500 111.11%9,500
6321 - TELEPHONE/PAGERS 3,132 4,129 3,017 4,740 4,500 -5.06%4,500
6329 - OTHER COMMUNICATION SERVICES 706 849 510 927 900 -2.91%900
6331 - TRAVEL EXPENSE/MILEAGE - 22 - 100 100 0.00%100
6432 - CONFERENCES AND SCHOOLS 3,373 - - 2,000 2,000 0.00%2,000
6434 - DUES & SUBSCRIPTIONS 225 - - 650 650 0.00%650
6449 - OTHER CONTRACTUAL SERVICE 13,491 13,816 13,786 15,000 17,000 13.33% 17,500
TOTAL SERVICES & OTHER CHARGES 26,307 36,079 27,856 27,917 34,650 24.12% 35,150
TOTAL BUSINESS UNIT EXPENSES 917,947$ 947,520$ 709,982$ 965,995$ 1,025,196$ 6.13%1,066,175$
GENERAL FUND
42120 - POLICE-INVESTIGATION
63
2018
2016 2017 August 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$ 2,054,466$ 3,488,968$ 3,614,342$ 3.59% 3,772,454$
6102 - OVERTIME-FT EMPLOYEES 218,142 241,725 140,140 212,000 245,000 15.57% 245,000
6103 - WAGES-PART TIME EMPLOYEES 166,146 181,381 98,163 150,000 180,000 20.00% 180,000
6104 - OVERTIME-PART TIME EMPLOYEES - 167 26 - - 0.00% -
6105 - CONTRACTED SVCS OT 2,841 31,634 33,516 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 29,349 22,290 29,338 31.62% 29,644
6123 - PERA POLICE & FIRE PLAN 523,430 543,509 347,366 578,956 631,079 9.00% 686,263
6125 - FICA - SOCIAL SECURITY 15,803 16,764 10,702 18,427 24,252 31.61% 24,506
6126 - FICA - MEDICARE 49,538 52,777 33,892 56,129 59,657 6.29% 61,945
6131 - CAFETERIA PLAN CONTRIBUTIONS 503,975 507,843 363,976 600,474 606,186 0.95% 642,684
6141 - UNEMPLOYMENT COMPENSATION 1,476 - 5,999 - - 0.00% -
6151 - WORKER'S COMP INSURANCE 161,527 154,225 109,215 173,719 185,193 6.60% 192,773
TOTAL PERSONAL SERVICES 4,814,895 4,999,155 3,229,976 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 45,763 63,000 50,000 -20.63% 55,000
6217 - SAFETY SUPPLIES 19,193 4,510 1,410 1,000 2,000 100.00%2,000
TOTAL BUSINESS UNIT EXPENSES 312,189$ 462,355$ 231,519$ 359,807$ 367,314$ 2.09%384,034$
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41410 - ELECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 45,639$ 49,529$ 32,244$ 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 2,452 3,882 4,099 5.59% 4,327
6125 - FICA - SOCIAL SECURITY 3,287 3,558 2,287 3,209 3,388 5.58% 3,577
6126 - FICA - MEDICARE 769 832 535 751 792 5.46% 837
6131 - CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 9,480 14,297 14,433 0.95% 15,302
6151 - WORKER'S COMP INSURANCE 357 352 248 368 393 6.79% 415
TOTAL PERSONAL SERVICES 70,686 73,739 47,695 118,270 85,253 -27.92% 128,052
6219 - GENERAL OPERATING SUPPLIES 917 5,257 6,696 5,700 1,600 -71.93%5,700
6243 - MINOR COMPUTER EQUIPMENT - 1,605 - - 500 100.00%-
TOTAL SUPPLIES 917 6,862 6,696 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 - 36 150 100 -33.33%200
6333 - FREIGHT/DRAYAGE 529 - 14 850 100 -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 - 438 1,000 300 -70.00%1,000
6415 - OTHER EQUIPMENT - - - - - 0.00%-
GENERAL FUND
42123 - POLICE-PATROL
64
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42151 - POLICE-SUPPORT SERVICES
6101 - WAGES & SALARIES-FT EMPLOYEES 441,019$ 440,546$ 265,900$ 478,564$ 498,606$ 4.19% 517,970$
6102 - OVERTIME-FT EMPLOYEES 1,049 2,351 1,224 2,000 2,000 0.00% 2,000
6111 - SEVERANCE PAY 3,696 4,239 3,635 - - 0.00% -
6122 - PERA COORDINATED PLAN 33,156 33,218 20,034 36,044 37,546 4.17% 38,999
6125 - FICA - SOCIAL SECURITY 28,287 29,281 17,658 29,793 31,038 4.18% 32,238
6126 - FICA - MEDICARE 6,615 6,848 4,130 6,969 7,259 4.16% 7,542
6131 - CAFETERIA PLAN CONTRIBUTIONS 104,954 116,174 73,470 128,673 129,897 0.95% 137,718
6141 - UNEMPLOYMENT COMPENSATION - 762 - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 3,318 3,053 2,035 3,327 3,517 5.71% 3,651
TOTAL PERSONAL SERVICES 622,094 636,472 388,086 685,370 709,863 3.57% 740,118
6201 - OFFICE SUPPLIES 6,200 6,166 4,364 6,000 6,000 0.00%6,000
6214 - CLOTHING & PERSONAL EQUIPMENT 1,181 3,383 1,718 4,000 4,000 0.00%4,000
6219 - GENERAL OPERATING SUPPLIES 1,064 3,829 1,713 3,300 4,000 21.21%4,000
6242 - MINOR EQUIPMENT 9,708 4,720 261 5,000 10,000 100.00%5,000
6243 - MINOR COMPUTER EQUIPMENT 589 10,681 1,731 2,250 - -100.00%-
TOTAL SUPPLIES 18,742 28,779 9,787 20,550 24,000 16.79% 19,000
6307 - PROFESSIONAL SERVICES 733 1,291 733 1,000 1,000 0.00%1,000
6321 - TELEPHONE/PAGERS 1,643 1,680 1,162 1,900 2,050 7.89%2,050
6322 - POSTAGE - 127 - - - 0.00%-
6329 - OTHER COMMUNICATION SERVICES 1,510 - - 1,610 - -100.00%-
6331 - TRAVEL EXPENSE/MILEAGE 143 195 - 50 100 100.00%100
6333 - FREIGHT/DRAYAGE 105 176 199 200 200 0.00%200
6342 - LEGAL NOTICES - - - - - 0.00%-
6351 - PRINTING 2,815 6,687 2,383 8,000 7,000 -12.50%7,000
6402 - EQUIPMENT SERVICES 2,696 2,255 2,638 3,000 3,000 0.00%3,000
6406 - MULTI-FUNCTION MTNCE 5,220 5,457 3,449 5,150 5,500 6.80%5,500
6421 - SOFTWARE LICENSE 100 4,240 100 - - 0.00%-
6422 - SOFTWARE MAINT 3,705 3,840 3,705 6,800 31,000 355.88%6,800
6423 - LOGIS CHARGES 165,156 174,720 127,113 184,138 149,332 -18.90% 154,531
6436 - UNCOLLECTIBLE CHECKS/DEBTS - - 272 - - 0.00%-
6441 - LICENSES, TAXES & FEES 444 295 420 250 250 0.00%250
6448 - PRISONER BOARDING CHARGES 95,064 119,929 78,335 100,000 100,000 0.00% 100,000
6449 - OTHER CONTRACTUAL SERVICE 9,011 - - - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 288,345 320,892 220,509 312,098 299,432 -4.06% 280,431
TOTAL BUSINESS UNIT EXPENSES 929,181$ 986,143$ 618,382$ 1,018,018$ 1,033,295$ 1.50%1,039,549$
GENERAL FUND
42151 - POLICE-SUPPORT SERVICES
65
2018
2016 2017 August 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 5,697 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 8,047 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 14,782 15,700 19,700 25.48% 19,700
6381 - ELECTRIC 66,140 73,724 48,659 68,000 70,000 2.94% 71,000
6382 - GAS 14,787 22,350 16,848 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 1,313 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 33,365 55,000 32,000 -41.82% 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 110 110 110 150 150 0.00%150
6449 - OTHER CONTRACTUAL SERVICE 71,172 54,423 30,146 45,000 50,000 11.11% 50,000
TOTAL SERVICES & OTHER CHARGES 189,089 202,903 138,830 214,700 200,200 -6.75% 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$ 153,612$ 230,400$ 248,850$ 8.01%233,900$
GENERAL FUND
42170 - POLICE-STATIONS AND BLDGS
66
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
P o s i t i o n s 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
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Strategic Functions/Division(s):
Administration Division
This division is responsible for the management of the department. Functions in this division
include budgeting, implementation and development of policies and procedures and ensuring
that all records are maintained and updated.
Fire Prevention Division
This division offers a variety of public education opportunities which focuses on fire
prevention so people have the knowledge and skills they need to lead safer lives. Additionally
the fire department conducts building inspections within the community making the community
a safer place.
Operations Division
This division provides fire suppression, emergency medical services, mitigation of hazardous
materials spills and leaks, and other rescue services to the citizens and visitors whom
transverse our community.
Training Division
This division is responsible for making sure all firefighters are trained to the appropriate
certification level by offering weekly, monthly and yearly training opportunities.
Emergency Management
Helps to identify and mitigate risks within the community through individual and
organizational preparedness. Through planning, training, conducting emergency management
drills, and coordination of the city’s response to disasters.
Annual Goals and Strategies:
Emergency Response
Reduce the loss of life and property from fire events.
a. Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time
(NFPA Standard 1720).
b. Confine fire to room of origin 75% of the time.
c. Recruit and hire 10 additional firefighters.
Fire Prevention/Education
Fire prevention reduces the loss of life and property from fire and emergency medical events
through education.
68
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
with 15 firefighters 90% of the time (NFPA
Standard 1720).
31.8%
(7/22 occurrences met
both time and personnel)
81.8% (18/22 met for
response time)
59% (13/22 met for
personnel if mutual aid
considered)
90%
Confine fire to room of origin 75% of the time. 63.6%
(14/22 occurrences)
75%
*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.
69
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42210 - FIRE
6101 - WAGES & SALARIES-FT EMPLOYEES 222,150$ 299,481$ 197,519$ 317,302$ 326,821$ 3.00% 343,755$
6102 - OVERTIME FT EMPLOYEES 538 1,443 719 500 1,000 100.00% 1,000
6103 - WAGES-PART TIME EMPLOYEES 261,864 294,733 179,998 316,000 324,000 2.53% 344,020
6111 - SEVERANCE PAY 1,100 2,912 - - - 0.00% -
6122 - PERA COORDINATED PLAN - 4,124 2,669 4,206 4,333 3.02% 4,463
6123 - PERA POLICE & FIRE PLAN 35,879 39,842 26,349 42,641 45,943 7.74% 50,668
6125 - FICA - SOCIAL SECURITY 16,240 21,310 13,043 24,867 24,290 -2.32% 25,018
6126 - FICA - MEDICARE 6,963 8,587 5,471 9,633 9,611 -0.23% 10,002
6127 - FIRE RELIEF ASSOCIATION 146,002 154,366 - 148,000 155,000 4.73% 155,000
6131 - CAFETERIA PLAN CONTRIBUTIONS 33,874 53,836 38,033 57,188 57,732 0.95% 61,208
6151 - WORKER'S COMP INSURANCE 63,660 64,669 52,859 61,981 65,413 5.54% 66,608
TOTAL PERSONAL SERVICES 788,270 945,303 516,660 982,318 1,014,143 3.24% 1,061,742
6201 - OFFICE SUPPLIES 103 142 18 500 500 0.00%500
6203 - BOOKS/REFERENCE MATERIALS 375 408 485 500 500 0.00%500
6211 - CLEANING SUPPLIES 100 799 121 500 - -100.00%-
6214 - CLOTHING & PERSONAL EQUIPMENT 6,325 8,824 1,278 5,000 24,200 384.00% 24,600
6217 - SAFETY SUPPLIES 5,255 14,784 3,130 10,000 - -100.00%-
6219 - GENERAL OPERATING SUPPLIES 7,507 12,882 10,795 10,000 17,500 75.00% 17,500
6219.1 - GEN OP SUP-FIRE EDUCATION 3,020 2,548 1,222 4,000 - -100.00%-
6239 - OTHER REPAIR & MAINT SUPPLIES 179 - - - - 0.00%-
6241 - SMALL TOOLS 746 2,569 175 1,000 - -100.00%-
6242 - MINOR EQUIPMENT 16,254 10,873 - 10,000 12,000 20.00% 12,000
6243 - MINOR COMPUTER EQUIPMENT 7,466 4,334 5,653 6,900 30,475 341.67%3,500
TOTAL SUPPLIES 47,330 58,163 22,877 48,400 85,175 75.98% 58,600
6305 - MEDICAL SERVICES 2,416 5,614 683 7,000 10,000 42.86% 10,000
6307 - PROFESSIONAL SERVICES 4,764 12,799 4,491 7,000 7,350 5.00%7,700
6321 - TELEPHONE/PAGERS 4,130 4,228 2,896 5,260 5,600 6.46%5,600
6323 - RADIO COMMUNICATIONS 10,568 9,663 5,956 10,000 11,000 10.00% 11,000
6329 - OTHER COMMUNICATION SERVICES 5,653 7,681 4,872 6,000 8,000 33.33%8,000
6331 - TRAVEL EXPENSE/MILEAGE 105 28 - 600 500 -16.67%500
6333 - FREIGHT/DRAYAGE - 21 22 - - 0.00%-
6341 - PERSONNEL ADVERTISING 150 - 42 1,000 1,000 0.00%1,000
6351 - PRINTING 646 77 350 500 500 0.00%500
6369 - OTHER INSURANCE 1,113 1,113 1,113 1,200 1,200 0.00%1,200
6381 - ELECTRIC 23,360 21,460 14,957 23,000 24,000 4.35% 24,000
6382 - GAS 12,450 14,504 13,245 19,500 20,500 5.13% 20,500
6383 - WATER 1,942 3,263 782 2,000 4,000 100.00%4,000
6385 - SEWER 2,141 2,203 637 2,200 2,300 4.55%2,300
6386 - STORM SEWER 941 941 480 1,000 1,000 0.00%1,000
6389 - STREET LIGHTS 283 283 142 300 300 0.00%300
6402 - EQUIPMENT SERVICES 12,205 11,743 8,711 10,000 10,500 5.00% 11,025
6406 - MULTI-FUNCTION MTNCE 450 552 264 525 575 9.52%575
6417 - UNIFORMS - 107 294 2,100 - -100.00%-
6422 - SOFTWARE MAINT 3,660 3,760 3,860 7,500 4,000 -46.67%4,000
6431 - SPECIAL EVENTS - 75 - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 14,498 21,710 19,160 15,000 38,000 153.33% 20,000
6433 - MEETING EXPENSES 276 231 - 500 500 0.00%500
6434 - DUES & SUBSCRIPTIONS 1,235 2,291 1,363 2,500 2,500 0.00%2,500
6443 - PRIZE AWARDS/EXPENSE REIMB 1,140 180 376 1,500 1,500 0.00%1,500
6444 - RELOCATION EXPENSES - - - - - 0.00%-
6449 - OTHER CONTRACTUAL SERVICE 6,624 411 115 2,000 - -100.00%-
TOTAL SERVICES & OTHER CHARGES 110,750 124,938 84,811 128,185 154,825 20.78% 137,700
6461 - FUEL CHARGES 9,715 9,627 7,548 10,967 11,967 9.12% 12,326
6462 - FIXED CHARGES 28,330 28,462 15,401 26,402 20,095 -23.89% 20,698
6463 - REPAIR & MAINT CHARGES 25,524 64,048 54,525 36,000 46,000 27.78% 47,380
6465 - REPLACEMENT CHARGES 147,772 164,242 100,401 172,117 187,611 9.00% 193,239
TOTAL CENTRAL GARAGE CHARGES 211,341 266,379 177,875 245,486 265,673 8.22% 273,643
6540 - EQUIPMENT & MACHINERY - - - - - 0.00%-
TOTAL CAPITAL OUTLAY - - - - - 0.00%-
TOTAL BUSINESS UNIT EXPENSES 1,157,691$ 1,394,783$ 802,223$ 1,404,389$ 1,519,816$ 8.22%1,531,685$
GENERAL FUND
42210 - FIRE
70
2018
2016 2017 August 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 354 361 238 400 400 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 2,452 6,940 6,000 -13.54%6,300
TOTAL BUSINESS UNIT EXPENSES 80,669$ 2,878$ 2,452$ 11,940$ 8,700$ -27.14%11,300$
GENERAL FUND
42510 - EMERGENCY PREPAREDNESS
71
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
72
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.
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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.
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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.
75
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.
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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.
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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
78
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
P o s i t i o n s 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.
79
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.
80
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
46320 - COMMUNITY DEVELOPMENT ADMIN
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 62,949$ 108,187$ 108,608$ 0.39% 113,910$
6103 - WAGES-PART TIME EMPLOYEES - - 24,324 37,973 41,946 10.46% 43,203$
6111 - SEVERANCE PAY - - 1,014 - - 0.00% -
6122 - PERA COORDINATED PLAN - - 6,545 10,962 11,291 3.00% 11,783
6125 - FICA - SOCIAL SECURITY - - 5,627 9,062 9,334 3.00% 9,740
6126 - FICA - MEDICARE - - 1,316 2,118 2,183 3.07% 2,278
6131 - CAFETERIA PLAN CONTRIBUTIONS - - 21,330 25,020 25,258 0.95% 26,779
6151 - WORKER'S COMP INSURANCE - - 667 1,525 1,083 -28.98% 1,132
TOTAL PERSONAL SERVICES - - 123,772 194,847 199,703 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 - - - - - 0.00%2,175
TOTAL SUPPLIES - - - - 4,950 100.00%7,125
6307 - PROFESSIONAL SERVICES - - 4,950 - 5,000 100.00% 10,000
TOTAL SERVICES & OTHER CHARGES - - 4,950 - 5,000 100.00% 10,000
TOTAL BUSINESS UNIT EXPENSES -$ -$ 128,722$ 194,847$ 209,653$ 7.60%225,950$
GENERAL FUND
46320 - COMMUNITY DEVELOPMENT ADMIN
81
2018
2016 2017 August 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$ 70,044$ 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% 9,500
6111 - SEVERANCE PAY 1,105 192 - - - 0.00% -
6122 - PERA COORDINATED PLAN 7,589 5,309 5,261 8,119 7,696 -5.21% 8,122
6125 - FICA - SOCIAL SECURITY 5,883 4,699 4,545 6,712 6,363 -5.20% 6,714
6126 - FICA - MEDICARE 1,376 1,099 1,063 1,570 1,489 -5.16% 1,571
6131 - CAFETERIA PLAN CONTRIBUTIONS 16,182 6,908 11,850 17,871 18,041 0.95% 19,128
6151 - WORKER'S COMP INSURANCE 761 510 535 768 738 -3.91% 779
TOTAL PERSONAL SERVICES 134,087 93,211 93,394 143,293 146,451 2.20% 154,104
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 17,705 40,000 85,000 112.50% 20,000
6331 - TRAVEL EXPENSE/MILEAGE - 111 - 100 300 200.00%300
6342 - LEGAL NOTICES 362 791 669 700 700 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 2,367 2,700 4,500 66.67%4,500
6433 - MEETING EXPENSES - - 134 100 200 100.00%200
6434 - DUES & SUBSCRIPTIONS 345 354 354 835 1,800 115.57%2,000
TOTAL SERVICES & OTHER CHARGES 4,310 31,817 25,586 51,365 104,500 103.45% 38,700
TOTAL BUSINESS UNIT EXPENSES 140,813$ 125,302$ 118,980$ 194,708$ 251,001$ 28.91%195,029$
GENERAL FUND
41910 - PLANNING AND ZONING
82
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42410 - BUILDING INSPECTIONS
6101 - WAGES & SALARIES-FT EMPLOYEES 270,032$ 213,026$ -$ -$ -$ 0.00% -$
6102 - OVERTIME-FT EMPLOYEES 1,088 48 - - - 0.00% -
6103 - WAGES-PART TIME EMPLOYEES 14,899 10,118 - - - 0.00% -
6111 - SEVERANCE PAY 1,665 1,868 - - - 0.00% -
6122 - PERA COORDINATED PLAN 21,340 16,585 - - - 0.00% -
6125 - FICA - SOCIAL SECURITY 18,070 14,232 - - - 0.00% -
6126 - FICA - MEDICARE 4,226 3,328 - - - 0.00% -
6131 - CAFETERIA PLAN CONTRIBUTIONS 52,010 34,953 - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 1,682 1,221 - - - 0.00% -
TOTAL PERSONAL SERVICES 385,012 295,379 - - - 0.00% -
6201 - OFFICE SUPPLIES 537 786 128 - - 0.00%-
6203 - BOOKS/REFERENCE MATERIALS 98 158 - - - 0.00%-
6214 - CLOTHING & PERSONAL EQUIPMENT 453 543 - - - 0.00%-
6219 - GENERAL OPERATING SUPPLIES 208 71 125 - - 0.00%-
6241 - SMALL TOOLS 120 286 - - - 0.00%-
6242 - MINOR EQUIPMENT (14) 134 - - - 0.00%-
6243 - MINOR COMPUTER EQUIPMENT 1,428 - - - - 0.00%-
TOTAL SUPPLIES 2,830 1,978 253 - - 0.00%-
6307 - PROFESSIONAL SERVICES 22,990 72,271 - - - 0.00%-
6321 - TELEPHONE/PAGERS 1,110 1,397 - - - 0.00%-
6329 - OTHER COMMUNICATION SERVICES 1,260 1,260 - - - 0.00%-
6331 - TRAVEL EXPENSE/MILEAGE 47 - - - - 0.00%-
6341 - PERSONNEL ADVERTISING - - - - - 0.00%-
6351 - PRINTING 13 500 - - - 0.00%-
6406 - MULTI-FUNCTION MTNCE 1,274 1,558 - - - 0.00%-
6421 - SOFTWARE LICENSE - - - - - 0.00%-
6423 - LOGIS CHARGES 31,530 34,448 - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 4,394 3,871 - - - 0.00%-
6433 - MEETING EXPENSES 110 131 - - - 0.00%-
6434 - DUES & SUBSCRIPTIONS 515 295 - - - 0.00%-
6435 - CREDIT CARD FEES 4,822 6,591 - - - 0.00%-
6441 - LICENSES, TAXES & FEES - - - - - 0.00%-
6449 - OTHER CONTRACTUAL SERVICES - - - - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 68,065 122,322 - - - 0.00%-
6461 - FUEL CHARGES 2,284 2,797 - - - 0.00%-
6462 - FIXED CHARGES 2,770 2,814 - - - 0.00%-
6463 - REPAIR & MAINT CHARGES 3,531 3,871 - - - 0.00%-
6465 - REPLACEMENT CHARGES 6,550 6,550 - - - 0.00%-
TOTAL CENTRAL GARAGE CHARGES 15,135 16,032 - - - 0.00%-
TOTAL BUSINESS UNIT EXPENSES 471,042$ 435,711$ 253$ -$ -$ 0.00%-$
GENERAL FUND
42410 - BUILDING INSPECTIONS
83
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42411 - CODE ENFORCEMENT
6101 - WAGES & SALARIES-FT EMPLOYEES 226,988$ 308,061$ -$ -$ -$ 0.00% -$
6102 - OVERTIME-FT EMPLOYEES 10,351 11,285 - - - 0.00% -
6103 - WAGES-PART TIME EMPLOYEES 63,389 46,855 - - - 0.00% -
6104 - OVERTIME - PART TIME EMPLOYEES 33 - - - - 0.00% -
6111 - SEVERANCE PAY 2,835 2,960 - - - 0.00% -
6122 - PERA COORDINATED PLAN 21,076 21,815 - - - 0.00% -
6125 - FICA - SOCIAL SECURITY 19,497 23,817 - - - 0.00% -
6126 - FICA - MEDICARE 4,559 5,570 - - - 0.00% -
6131 - CAFETERIA PLAN CONTRIBUTIONS 42,498 57,968 - - - 0.00% -
6141 - UNEMPLOYMENT COMPENSATION - 6,362 - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 2,685 3,032 - - - 0.00% -
TOTAL PERSONAL SERVICES 393,911 487,725 - - - 0.00% -
6201 - OFFICE SUPPLIES 553 1,053 - - - 0.00%-
6203 - BOOKS/REFERENCE MATERIALS 107 - - - - 0.00%-
6214 - CLOTHING & PERSONAL EQUIPMENT 469 513 - - - 0.00%-
6219 - GENERAL OPERATING SUPPLIES 279 651 - - - 0.00%-
6241 - SMALL TOOLS - 287 - - - 0.00%-
6242 - MINOR EQUIPMENT 239 454 - - - 0.00%-
6243 - MINOR COMPUTER EQUIPMENT 952 6,180 - - - 0.00%-
TOTAL SUPPLIES 2,599 9,138 - - - 0.00%-
6307 - PROFESSIONAL SERVICES 2,810 15,130 - - - 0.00%-
6321 - TELEPHONE/PAGERS 997 445 - - - 0.00%-
6329 - OTHER COMMUNICATION SERVICES 1,722 1,997 - - - 0.00%-
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00%-
6341 - PERSONNEL ADVERTISING - 15 - - - 0.00%-
6351 - PRINTING 93 264 - - - 0.00%-
6405 - PARK & LANDSCAPE SERVICES - 23,058 - - - 0.00%-
6406 - MULTI-FUNCTION MTNCE 1,274 1,558 - - - 0.00%-
6423 - LOGIS CHARGES 1,680 1,680 - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 1,045 2,865 - - - 0.00%-
6433 - MEETING EXPENSES 12 78 - - - 0.00%-
6434 - DUES & SUBSCRIPTIONS 409 299 - - - 0.00%-
6441 - LICENSES, TAXES & FEES 225 178 158 - - 0.00%-
6449 - OTHER CONTRACTUAL SERVICE 8,020 24,244 - - - 0.00%-
TOTAL SERVICES & OTHER CHARGES 18,287 71,811 158 - - 0.00%-
6461 - FUEL CHARGES 2,908 2,914 - - - 0.00%-
6462 - FIXED CHARGES 3,573 3,621 - - - 0.00%-
6463 - REPAIR & MAINT CHARGES 3,188 5,863 - - - 0.00%-
6465 - REPLACEMENT CHARGES 6,220 6,800 - - - 0.00%-
TOTAL CENTRAL GARAGE CHARGES 15,889 19,198 - - - 0.00%-
TOTAL BUSINESS UNIT EXPENSES 430,686$ 587,872$ 158$ -$ -$ 0.00%-$
GENERAL FUND
42411 - CODE ENFORCEMENT
84
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
42420 - BUILDING AND COMMUNITY STANDARDS
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 354,024$ 550,543$ 642,645$ 16.73% 672,970$
6102 - OVERTIME-FT EMPLOYEES - - 6,355 15,619 15,619 0.00% 15,619
6103 - WAGES-PART TIME EMPLOYEES - - 22,723 29,000 30,000 3.45% 30,000
6122 - PERA COORDINATED PLAN - - 24,606 44,637 51,846 16.15% 54,119
6125 - FICA - SOCIAL SECURITY - - 24,865 36,900 42,857 16.14% 44,737
6126 - FICA - MEDICARE - - 5,815 8,631 10,023 16.13% 10,465
6131 - CAFETERIA PLAN CONTRIBUTIONS - - 69,212 107,228 122,681 14.41% 130,067
6151 - WORKER'S COMP INSURANCE - - 2,291 3,295 3,886 17.94% 4,057
TOTAL PERSONAL SERVICES - - 509,891 795,853 919,557 15.54% 962,034
6201 - OFFICE SUPPLIES - - 2,357 2,950 - -100.00%-
6203 - BOOKS/REFERENCE MATERIALS - - 195 800 300 -62.50%300
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 - -100.00%-
6243 - MINOR COMPUTER EQUIPMENT - - 8,986 7,550 25,050 231.79%-
TOTAL SUPPLIES - - 15,020 14,700 29,550 101.02%2,700
6307 - PROFESSIONAL SERVICES - - 33,715 43,955 43,955 0.00% 43,955
6321 - TELEPHONE/PAGERS - - 1,797 2,300 5,725 148.91%5,725
6329 - OTHER COMMUNICATION SERVICES - - 1,961 3,140 - -100.00%-
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
6402 - EQUIPMENT SERVICES - - 60 - - 0.00%-
6405 - PARK & LANDSCAPE SERVICES - - 28,847 40,000 30,000 -25.00% 30,000
6406 - MULTI-FUNCTION MTNCE - - 1,336 2,600 3,000 15.38%3,000
6423 - LOGIS CHARGES - - 25,690 39,838 36,861 -7.47% 37,959
6432 - CONFERENCES AND SCHOOLS - - 8,135 8,000 10,000 25.00% 10,000
6433 - MEETING EXPENSES - - 257 400 400 0.00%400
6434 - DUES & SUBSCRIPTIONS - - 440 1,600 2,000 25.00%2,000
6435 - CREDIT CARD FEES - - 3,312 6,500 6,500 0.00%6,500
6449 - OTHER CONTRACTUAL SERVICE - - 4,044 30,000 20,000 -33.33% 20,000
TOTAL SERVICES & OTHER CHARGES - - 109,863 179,233 159,341 -11.10% 160,439
6461 - FUEL CHARGES - - 3,518 6,512 6,512 0.00%6,707
6462 - FIXED CHARGES - - 3,911 6,705 4,614 -31.19%4,752
6463 - REPAIR & MAINT CHARGES - - 3,934 5,600 3,100 -44.64%3,193
6465 - REPLACEMENT CHARGES - - 7,788 13,350 13,832 3.61% 14,247
TOTAL CENTRAL GARAGE CHARGES - - 19,151 32,167 28,058 -12.77% 28,899
TOTAL BUSINESS UNIT EXPENSES -$ -$ 653,925$ 1,021,953$ 1,136,506$ 11.21%1,154,072$
GENERAL FUND
42420 - BUILDING AND COMMUNITY STANDARDS
85
2019 Brooklyn Center Department Budget Narrative
Department Name: Public Works
Department Mission:
The mission of the Brooklyn Center Public Works Department for the residents, business owners and
visitors of the City is to responsibly provide for the maintenance and operations of 105 miles of City
streets, 520 acres of parks and other natural areas, 62 miles of trails and sidewalks, municipal-owned
buildings and grounds capital projects, as well as storm drains and all aspects of water and sewer
operations in a quality, cost effective manner.
Department Description:
The Public Works Department is comprised of five divisions, including: Administration/Engineering;
Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street
lighting); and Central Garage. The Public Works Department also assists with the capital asset
management for the City’s public buildings and facilities. The Engineering division provides
administration, planning and oversight for the department. The Street Maintenance division provides for
the maintenance and management of City’s streets, sidewalks, trails, streetscaping, storm drainage, traffic
signing and striping and traffic signals. The Park Facilities Maintenance division provides for the
maintenance and management of City’s parks facilities and the Citywide forestry program. Narrative
information for Central Garage and Public Utilities are included under their funding sections.
Key Initiatives focused on the achievement of strategic priorities/value propositions
Transportation – Key Investments
Brooklyn Boulevard Corridor and TH 252
In 2019 we will complete the Brooklyn Boulevard Corridor Phase 1 project (49th Avenue to Bass Lake
Road) and solidify the funding partnership for Phase 2 (Bass Lake Road to I-94). We will also work with
regional partners and jurisdictions to develop an environmental study for the TH 252 conversion to a
freeway and MnPASS lanes on TH 252 and I-94. This project was selected for Corridors of Commerce
funding in 2018 ($163M).
CIP Funding
In 2019 we will implement the 26th year of the street and utility construction program by providing the
needed capital improvements, which increase value to the public infrastructure and provide a catalyst
towards other aesthetical improvements and value throughout neighborhoods Citywide.
Staffing Levels
P o s i t i o n s FTEs 2018 2019 2020
Director of Public Works (43110)
City Engineer (43110)
Deputy Director of Public Works (43220)
Assistant City Engineer (43110)
Project Engineer (43110)
Principal Engineer
1
1
1
1
-
-
1
1
1
1
-
1
1
1
1
1
-
1
86
Supervisor of Streets and Parks (45201)
Engineering Technician 4 (43110)
Administrative Assistant (43110)
Engineering Technician 3 (43110)
Administrative Technician (43220)
Maintenance II (5-43220, 2-43221, 5-45201 and
1-45204)
Part Time/Summer Temporary Employees (7-
43220, 6-45201)
Engineering Aid/Intern (43110)
TOTAL
1
1
1
2
1
13
3.3
0.3
26.6
1
1
1
2
1
13
3.3
0.3
27.6
1
1
1
2
1
14
3.3
0.3
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.
87
Annual Goal and Strategies:
1. Meet or exceed minimum infrastructure maintenance standards.
a. Continue to utilize new PASER pavement management system and establish a minimum
pavement rating index.
b. Continue streetscape asset management system.
2. Initiate improved, streamlined management strategies and techniques by use of refined
methods and technologies.
a. Implement and use digital record keeping/tracking in the field and improve project
record keeping methods pertaining to the City’s reconstruction projects.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Average PASER pavement condition rating
PASER rating <= 3 (poor to failed)
PASER rating = 4-5 (fair)
PASER rating = 6-7 (good)
PASER rating = 8-10 (very good to excellent)
7
2 miles (2.25%)
17 miles (15.98%)
39 miles (37.83%)
47 miles (44.39%)
>= 8
0 miles (0%)
5 miles (5%+-)
30 miles (30%+-)
70 miles (65%+-)
Amount of billable project time and overtime
(Engineering staff time)
67.0% >60%
Administration fees to project cost ratio (Evergreen
Park project)
9.9% <15%
Project construction cost per hour of staff time
billed to project (Evergreen Park project)
$1,047/hour >$600/hour
Average period between receiving a pothole
complaint and addressing the issue
2.5 days
< 4 days
Streetscape maintenance cost per mile $16,219/mile $15,000 to
$20,000/mile
Snow plowing response time per event 8.5 hours 10 hours
*2017 data (2018 PASER data)
Capital Outlay and Other Initiatives with Significant Budget Impact
2019
Engineering – Add 1 Engineering Technician 4 position and computer
Park Maintenance – Garbage Truck with Packer and garbage bins ($130,500) (paid for
from the Central Garage and Recycling Fund)
Forestry - None
2020
Engineering – None
Street Maintenance – None
Street Maintenance – None
Park Maintenance – Add 1 Maintenance II Position
88
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
43110 - PUBLIC WORKS-ENGINEERING
6101 - WAGES & SALARIES-FT EMPLOYEES 523,045$ 494,393$ 351,558$ 585,885$ 684,983$ 16.91% 718,562$
6102 - OVERTIME-FT EMPLOYEES 23,879 19,975 19,225 35,000 35,000 0.00% 35,000
6103 - WAGES-PART TIME EMPLOYEES 5,723 6,050 8,264 7,000 7,000 0.00% 7,000
6104 - OVERTIME-PART TIME EMPLOYEES 289 310 1,156 500 500 0.00% 500
6111 - SEVERANCE PAY 6,878 3,521 - - - 0.00% -
6122 - PERA COORDINATED PLAN 41,019 38,576 27,809 47,091 54,561 15.86% 57,080
6125 - FICA - SOCIAL SECURITY 33,866 32,414 23,614 37,920 44,049 16.16% 45,470
6126 - FICA - MEDICARE 8,042 7,581 5,523 9,104 10,548 15.86% 11,036
6131 - CAFETERIA PLAN CONTRIBUTIONS 88,656 86,612 64,116 100,079 115,464 15.37% 122,416
6141 - UNEMPLOYMENT COMPENSATION 8,948 10,154 - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 3,342 2,946 2,442 3,485 4,097 17.56% 4,285
TOTAL PERSONAL SERVICES 743,687 702,532 503,707 826,064 956,202 15.75% 1,001,349
6201 - OFFICE SUPPLIES 477 596 353 320 330 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 12,031 902 2,870 7,055 145.82%7,450
6302 - ARCH, ENG & PLANNING 16,898 17,567 8,870 24,500 14,500 -40.82% 14,500
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 1,873 764 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 & OTHER CHARGES 40,834 64,625 17,937 53,470 39,645 -25.86% 40,495
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 - - - - - 0.00% 28,000
TOTAL CAPITAL OUTLAY - - - - - 0.00% 28,000
TOTAL BUSINESS UNIT EXPENSES 807,314$ 800,460$ 532,302$ 899,529$ 1,022,740$ 13.70%1,097,727$
GENERAL FUND
43110 - PUBLIC WORKS-ENGINEERING
89
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
43220 - PUBLIC WORKS-STREET MAINT
6101 - WAGES & SALARIES-FT EMPLOYEES 368,592$ 422,352$ 276,187$ 442,687$ 462,539$ 4.48% 480,934$
6102 - OVERTIME-FT EMPLOYEES 10,942 6,448 15,946 12,000 12,000 0.00% 12,000
6103 - WAGES-PART TIME EMPLOYEES 49,987 54,983 48,941 47,400 47,400 0.00% 48,400
6111 - SEVERANCE PAY 6,276 6,631 - - - 0.00% -
6122 - PERA COORDINATED PLAN 28,465 32,135 21,909 37,654 39,144 3.96% 40,524
6125 - FICA - SOCIAL SECURITY 25,835 29,573 20,769 31,129 32,360 3.95% 33,499
6126 - FICA - MEDICARE 6,042 6,916 4,857 7,282 7,568 3.93% 7,836
6131 - CAFETERIA PLAN CONTRIBUTIONS 82,776 94,416 66,360 100,079 101,031 0.95% 107,114
6141 - UNEMPLOYMENT COMPENSATION 1,206 2,002 - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 34,062 32,640 25,813 34,620 36,489 5.40% 37,547
TOTAL PERSONAL SERVICES 614,183 688,096 480,782 712,851 738,531 3.60% 767,854
6201 - OFFICE SUPPLIES 64 171 156 270 270 0.00%270
6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%100
6214 - CLOTHING & PERSONAL EQUIPMENT 185 200 - 100 100 0.00%100
6217 - SAFETY SUPPLIES 1,504 2,374 2,962 5,300 5,450 2.83%5,600
6219 - GENERAL OPERATING SUPPLIES 1,676 1,812 954 2,340 2,300 -1.71%2,300
6224 - STREET MAINT MATERIALS 71,324 72,551 48,077 90,000 92,000 2.22% 94,000
6225 - PARK & LANDSCAPE MATERIALS 4,362 - 1,141 - - 0.00%-
6226 - SIGNS & STRIPING MATERIALS 1,469 1,207 996 1,100 1,000 -9.09%1,000
6241 - SMALL TOOLS 524 786 274 640 660 3.13%660
6242 - MINOR EQUIPMENT 442 1,690 - 400 600 50.00%500
6243 - MINOR COMPUTER EQUIPMENT - - 2,135 2,250 1,050 -53.33%1,050
TOTAL SUPPLIES 81,550 80,791 56,695 102,500 103,530 1.00% 105,580
6307 - PROFESSIONAL SERVICES 1,393 1,421 1,234 1,700 1,700 0.00%1,700
6321 - TELEPHONE/PAGERS 1,181 1,896 1,709 2,600 2,550 -1.92%2,550
6331 - TRAVEL EXPENSE/MILEAGE 24 - - 245 245 0.00%250
6341 - PERSONNEL ADVERTISING 295 243 - 300 300 0.00%300
6351 - PRINTING 350 271 684 300 300 0.00%300
6384 - REFUSE DISPOSAL 648 - 480 500 500 0.00%500
6404 - STREET MAINT SERVICES 87,515 96,732 87,394 110,000 112,000 1.82% 112,000
6405 - PARK & LANDSCAPE SERVICES 34,176 46,647 32,882 60,000 61,000 1.67% 61,000
6417 - UNIFORMS 305 305 149 1,000 4,150 315.00%4,275
6421 - SOFTWARE LICENSE 379 - - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 2,465 2,549 1,683 4,300 4,300 0.00%4,400
6433 - MEETING EXPENSES 110 36 - 100 100 0.00%100
6434 - DUES & SUBSCRIPTIONS 454 562 464 600 650 8.33%650
6449 - OTHER CONTRACTUAL SERVICE 40,029 37,095 15,582 55,200 51,300 -7.07% 58,000
TOTAL SERVICES & OTHER CHARGES 169,324 187,757 142,261 236,845 239,095 0.95% 246,025
6461 - FUEL CHARGES 21,607 25,025 27,982 28,686 28,686 0.00% 29,547
6462 - FIXED CHARGES 54,679 52,264 28,548 48,939 37,890 -22.58% 39,026
6463 - REPAIR & MAINT CHARGES 92,631 85,013 97,687 118,000 108,000 -8.47% 111,240
6465 - REPLACEMENT CHARGES 257,401 274,972 168,100 288,172 307,308 6.64% 316,528
TOTAL CENTRAL GARAGE CHARGES 426,318 437,274 322,317 483,797 481,884 -0.40% 496,341
6540 - EQUIPMENT & MACHINERY - - - - - 0.00% 70,000
TOTAL CAPITAL OUTLAY - - - - - 0.00% 70,000
TOTAL BUSINESS UNIT EXPENSES 1,291,375$ 1,393,918$ 1,002,055$ 1,535,993$ 1,563,040$ 1.76%1,685,800$
GENERAL FUND
43220 - PUBLIC WORKS-STREET MAINT
90
2018
2016 2017 August 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$ 76,841$ 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 5,763 9,094 9,367 3.00% 9,647
6125 - FICA - SOCIAL SECURITY 7,343 7,665 4,949 7,518 7,744 3.01% 7,976
6126 - FICA - MEDICARE 1,718 1,793 1,157 1,759 1,811 2.96% 1,866
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,976 26,976 18,960 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 11,496 10,977 7,876 11,496 12,078 5.06% 12,440
TOTAL PERSONAL SERVICES 172,584 176,710 115,546 179,725 184,768 2.81% 191,181
6226 - SIGNS & STRIPING MATERIALS 28,424 28,516 19,353 58,050 38,700 -33.33% 30,000
6242 - MINOR EQUIPMENT 6,937 - - - - 0.00%-
6243 - MINOR COMPUTER EQUIPMENT - - - - - 0.00%1,250
TOTAL SUPPLIES 35,361 28,516 19,353 58,050 38,700 -33.33% 31,250
6381 - ELECTRIC 21,822 22,710 14,883 24,000 - -100.00%-
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 16,582 29,400 4,500 -84.69%5,400
TOTAL BUSINESS UNIT EXPENSES 230,971$ 236,002$ 151,481$ 267,175$ 227,968$ -14.67%227,831$
GENERAL FUND
43221 - PUBLIC WORKS-TRAFFIC CONTROL
91
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45201 - PUBLIC WORKS-PARK FACILITIES
6101 - WAGES & SALARIES-FT EMPLOYEES 341,536$ 370,023$ 243,169$ 383,976$ 395,495$ 3.00% 470,027$
6102 - OVERTIME-FT EMPLOYEES 16,390 8,710 15,829 18,000 18,000 0.00% 18,000
6103 - WAGES-PART TIME EMPLOYEES 39,186 42,318 34,223 37,800 39,300 3.97% 40,500
6111 - SEVERANCE PAY 5,365 6,088 - - - 0.00% -
6122 - PERA COORDINATED PLAN 26,726 28,405 19,425 32,981 33,846 2.62% 39,436
6125 - FICA - SOCIAL SECURITY 25,101 26,420 18,785 27,265 27,980 2.62% 32,599
6126 - FICA - MEDICARE 5,870 6,179 4,393 6,379 6,543 2.57% 7,625
6131 - CAFETERIA PLAN CONTRIBUTIONS 68,950 72,000 50,252 85,782 86,598 0.95% 107,114
6141 - UNEMPLOYMENT COMPENSATION 114 - - - - 0.00% -
6151 - WORKER'S COMP INSURANCE 17,131 16,992 13,097 18,423 18,781 1.94% 22,552
TOTAL PERSONAL SERVICES 546,369 577,135 399,173 610,606 626,543 2.61% 737,853
6214 - CLOTHING & PERSONAL EQUIPMENT 100 159 - 100 100 0.00%100
6216 - CHEMICALS/CHEMICAL PRODUCTS 676 1,702 850 2,380 2,450 2.94%2,450
6217 - SAFETY SUPPLIES 800 1,269 1,198 2,500 2,575 3.00%2,600
6219 - GENERAL OPERATING SUPPLIES 7,914 7,175 13,399 8,490 8,750 3.06%8,750
6223 - BUILDINGS & FACILITIES 524 1,946 - 7,775 19,775 154.34%1,000
6225 - PARK & LANDSCAPE MATERIALS 17,575 18,910 16,461 19,000 19,000 0.00% 24,000
6227 - PAINT SUPPLIES 993 1,123 226 1,200 1,200 0.00%1,200
6231 - ATHLETIC FIELD SUPPLIES 2,238 5,087 7,704 5,100 5,250 2.94%5,400
6233 - COURT SUPPLIES 704 688 13,640 18,000 16,000 -11.11% 16,000
6239 - OTHER REPAIR & MAINT SUPPLIES 8,309 8,740 2,472 5,100 5,250 2.94%5,400
6241 - SMALL TOOLS 375 796 1,092 1,280 1,280 0.00%1,000
6242 - MINOR EQUIPMENT 1,929 2,868 6,309 - 400 100.00%450
6243 - MINOR COMPUTER EQUIPMENT 1,027 - 2,135 2,250 - -100.00%-
TOTAL SUPPLIES 43,164 50,463 65,486 73,175 82,030 12.10% 68,350
6321 - TELEPHONE/PAGERS 184 411 647 640 640 0.00%-
6351 - PRINTING 300 182 329 160 160 0.00%160
6381 - ELECTRIC 28,222 27,488 19,821 34,000 35,000 2.94% 35,000
6382 - GAS 1,323 1,756 1,789 2,250 2,300 2.22%2,300
6383 - WATER 38,531 48,308 17,520 40,300 42,000 4.22% 44,000
6384 - REFUSE DISPOSAL 19,730 20,259 12,594 25,000 27,000 8.00% 21,000
6385 - SEWER 1,600 1,648 989 1,500 1,550 3.33%1,650
6386 - STORM SEWER 49,369 49,369 28,711 59,500 60,000 0.84% 61,000
6389 - STREET LIGHTS 17,864 17,864 10,236 21,700 20,000 -7.83% 20,600
6405 - PARK & LANDSCAPE SERVICES 2,028 2,778 1,500 3,000 3,100 3.33%3,200
6409 - OTHER REPAIR & MAINT SVCS 6,277 4,792 3,527 5,000 7,000 40.00%7,000
6415 - OTHER EQUIPMENT 112 210 - 215 215 0.00%225
6417 - UNIFORMS 201 204 103 650 2,750 323.08%3,200
6432 - CONFERENCES AND SCHOOLS 3,470 1,949 1,050 2,200 2,200 0.00%2,200
6434 - DUES & SUBSCRIPTIONS 92 92 127 100 100 0.00%100
6449 - OTHER CONTRACTUAL SERVICE 5,095 12,789 5,353 9,000 9,000 0.00%9,000
TOTAL SERVICES & OTHER CHARGES 174,398 190,099 104,296 205,215 213,015 3.80% 210,635
6461 - FUEL CHARGES 18,094 19,273 14,235 20,906 20,906 0.00% 21,533
6462 - FIXED CHARGES 25,380 24,950 13,388 22,951 17,569 -23.45% 18,096
6463 - REPAIR & MAINT CHARGES 63,075 56,435 36,722 64,000 64,000 0.00% 65,920
6465 - REPLACEMENT CHARGES 88,630 94,379 58,555 100,379 103,708 3.32% 106,820
TOTAL CENTRAL GARAGE CHARGES 195,179 195,037 122,900 208,236 206,183 -0.99% 212,369
6540 - EQUIPMENT & MACHINERY 8,460 - - - - 0.00% 11,000
TOTAL CAPITAL OUTLAY 8,460 - - - - 0.00% 11,000
TOTAL BUSINESS UNIT EXPENSES 967,570$ 1,012,734$ 691,855$ 1,097,232$ 1,127,771$ 2.78%1,240,207$
GENERAL FUND
45201 - PUBLIC WORKS-PARK FACILITIES
92
2018
2016 2017 August 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$ 39,468$ 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 2,960 4,664 4,804 3.00% 4,948
6125 - FICA - SOCIAL SECURITY 3,926 4,039 2,621 3,856 3,972 3.01% 4,091
6126 - FICA - MEDICARE 918 945 613 902 929 2.99% 957
6131 - CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 9,480 14,297 14,433 0.95% 15,302
6151 - WORKER'S COMP INSURANCE 3,183 3,059 2,201 3,209 3,369 4.99% 3,470
TOTAL PERSONAL SERVICES 84,965 87,719 57,343 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 6,725 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 7,225 21,430 22,040 2.85% 28,100
TOTAL BUSINESS UNIT EXPENSES 96,426$ 101,027$ 64,798$ 114,390$ 117,570$ 2.78%128,812$
GENERAL FUND
45204 - PUBLIC WORKS-FORESTRY
93
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 Co-lead, with Brooklyn Park, the transition of Brooklynk Internship Program to city
oversight.
o Identify and provide Brooklyn internship opportunities within Brooklyn Center.
o Increase equitable access to programs and services
Staffing Levels
P o s i t i o n s 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
T o t a l 2 3 23 23
94
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.
95
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) 37% (Next Community
Survey)
Program, Offerings Meet Household Needs 94% (2017) 95% (Next Community
Survey)
Customer Satisfaction Ratings (good, excellent) 98% (2017) 99% (Next Community
Survey)
Percentage of Maintenance Work Orders
Processed (Within 15 days)
86% 87%
Energy Consumption-City Owned Buildings $348,781 $345,000
*2017 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
96
2018
2016 2017 August 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$ 109,246$ 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 8,193 13,053 12,887 -1.27% 13,451
6125 - FICA - SOCIAL SECURITY 10,097 9,727 6,489 10,441 10,083 -3.43% 10,320
6126 - FICA - MEDICARE 2,361 2,275 1,518 2,523 2,491 -1.27% 2,600
6131 - CAFETERIA PLAN CONTRIBUTIONS 26,976 26,976 18,960 28,594 28,866 0.95% 30,604
6151 - WORKER'S COMP INSURANCE 1,263 1,181 834 1,235 1,237 0.16% 1,291
TOTAL PERSONAL SERVICES 226,593 228,903 148,867 229,881 227,393 -1.08% 237,606
6243 - MINOR COMPUTER EQUIPMENT 1,426 - 1,007 1,200 - -100.00%1,600
TOTAL SUPPLIES 1,426 - 1,007 1,200 - -100.00%1,600
6321 - TELEPHONE/PAGERS 406 516 422 640 1,275 99.22%1,275
6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00%-
6432 - CONFERENCES AND SCHOOLS 671 2,201 3,802 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 5,521 6,840 7,975 16.59%7,475
TOTAL BUSINESS UNIT EXPENSES 230,172$ 232,357$ 155,395$ 237,921$ 235,368$ -1.07%246,681$
GENERAL FUND
45010 - CARS ADMINISTRATION
97
2018
2016 2017 August 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$ 167,500$ 267,630$ 277,458$ 3.67% 287,681$
6102 - OVERTIME-FT EMPLOYEES 48 - - - - 0.00% -
6103 - WAGES-PART TIME EMPLOYEES 50,400 57,242 33,987 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 15,112 23,297 24,034 3.16% 24,801
6125 - FICA - SOCIAL SECURITY 19,461 19,881 12,699 19,259 19,869 3.17% 20,502
6126 - FICA - MEDICARE 4,551 4,649 2,970 4,505 4,648 3.17% 4,796
6131 - CAFETERIA PLAN CONTRIBUTIONS 51,704 53,952 42,660 57,188 57,732 0.95% 61,208
6151 - WORKER'S COMP INSURANCE 2,672 2,584 1,747 2,204 2,307 4.67% 2,381
TOTAL PERSONAL SERVICES 414,726 424,164 276,675 417,083 438,048 5.03% 454,369
6201 - OFFICE SUPPLIES 2,547 3,275 1,776 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 6,629 7,150 - -100.00%1,500
TOTAL SUPPLIES 6,900 6,316 9,027 13,450 7,000 -47.96%8,500
6321 - TELEPHONE/PAGERS 184 1,345 1,623 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 900 962 400 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 117 342 404 - - 0.00%-
6422 - SOFTWARE MAINT 8,187 - - - - 0.00%-
6423 - LOGIS CHARGES 27,325 26,961 16,982 27,952 29,204 4.48% 30,217
6432 - CONFERENCES AND SCHOOLS - 120 391 1,000 1,000 0.00%1,000
6434 - DUES & SUBSCRIPTIONS - - - 500 500 0.00%500
6435 - CREDIT CARD FEES 15,389 7,674 5,063 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 4,208 4,000 4,100 2.50%4,100
TOTAL SERVICES & OTHER CHARGES 83,219 75,835 43,443 83,402 84,304 1.08% 131,817
6461 - FUEL CHARGES - 147 153 342 342 0.00%352
6462 - FIXED CHARGES - 1,090 575 986 752 -23.73%775
6463 - REPAIR & MAINT CHARGES - 82 54 400 400 0.00%412
6465 - REPLACEMENT CHARGES - 4,254 2,482 4,255 4,375 2.82%4,506
TOTAL CENTRAL GARAGE CHARGES - 5,573 3,264 5,983 5,869 -1.91%6,045
TOTAL BUSINESS UNIT EXPENSES 504,845$ 511,888$ 332,409$ 519,918$ 535,221$ 2.94%600,731$
GENERAL FUND
45110 - CARS-REC ADMINISTRATION
98
2018
2016 2017 August 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 21,098 47,300 52,100 10.15% 53,100
6122 - PERA COORDINATED PLAN 2,723 1,494 1,013 3,548 3,908 10.15%3,983
6125 - FICA - SOCIAL SECURITY 2,804 2,593 1,308 2,933 3,231 10.16%3,293
6126 - FICA - MEDICARE 656 607 306 686 756 10.20%771
6151 - WORKER'S COMP INSURANCE 1,312 1,117 623 1,296 1,453 12.11%1,481
TOTAL PERSONAL SERVICES 52,729 47,638 24,348 55,763 61,448 10.19% 62,628
6219 - GENERAL OPERATING SUPPLIES 8,099 13,559 7,141 12,525 13,100 4.59% 13,100
TOTAL SUPPLIES 8,099 13,559 7,141 12,525 13,100 4.59% 13,100
6307 - PROFESSIONAL SERVICES 8,886 9,295 8,897 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 51,306 79,600 89,850 12.88% 89,850
6491 - MERCHANDISE FOR RESALE 1,964 306 116 500 500 0.00%500
TOTAL SERVICES & OTHER CHARGES 99,560 101,010 63,750 98,250 107,050 8.96% 107,050
TOTAL BUSINESS UNIT EXPENSES 161,560$ 162,324$ 95,417$ 167,038$ 182,098$ 9.02%182,778$
GENERAL FUND
45111 - CARS-ADULT RECREATION
99
2018
2016 2017 August 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
100
2018
2016 2017 August 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$ 63,116$ 58,500$ 77,500$ 32.48% 77,500$
6104 - OVERTIME-PART TIME EMPLOYEES 88 4 - - - 0.00% -
6122 - PERA COORDINATED PLAN 461 743 960 4,009 5,813 45.00% 5,813
6125 - FICA - SOCIAL SECURITY 3,509 4,571 3,913 3,627 4,805 32.48% 4,805
6126 - FICA - MEDICARE 821 1,069 915 848 1,125 32.67% 1,125
6141 - UNEMPLOYMENT COMPENSATION - 53 28 - - 0.00% -
6151 - WORKER'S COMP INSURANCE 1,639 1,769 1,748 1,605 2,162 34.70% 2,162
TOTAL PERSONAL SERVICES 63,020 81,924 70,680 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 9,061 23,050 27,000 17.14% 27,000
TOTAL SUPPLIES 12,856 14,781 9,061 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 8,940 2,500 6,750 170.00%6,750
TOTAL SERVICES & OTHER CHARGES 4,350 6,726 8,940 4,250 8,000 88.24%8,000
TOTAL BUSINESS UNIT EXPENSES 80,226$ 103,431$ 88,681$ 98,389$ 128,905$ 31.02%128,905$
GENERAL FUND
45113 - CARS-YOUTH PROGRAMS
101
2018
2016 2017 August 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$ 6,939$ 7,200$ 7,900$ 9.72% 8,000$
6104 - OVERTIME-PART TIME EMPLOYEES - - 78 - - 0.00% -
6122 - PERA COORDINATED PLAN 115 193 320 540 593 9.81% 601
6125 - FICA - SOCIAL SECURITY 256 483 435 447 489 9.40% 495
6126 - FICA - MEDICARE 60 113 102 105 114 8.57% 115
6141 - UNEMPLOYMENT COMPENSATION 14 21 8 - - 0.00% -
6151 - WORKER'S COMP INSURANCE 101 187 217 197 220 11.68% 222
TOTAL PERSONAL SERVICES 4,670 8,786 8,099 8,489 9,316 9.74% 9,433
6219 - GENERAL OPERATING SUPPLIES 412 2,617 3,128 2,850 3,200 12.28%3,200
TOTAL SUPPLIES 412 2,617 3,128 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 33,581 37,850 37,000 -2.25% 37,000
TOTAL SERVICES & OTHER CHARGES 34,030 37,255 38,706 50,150 50,000 -0.30% 50,000
TOTAL BUSINESS UNIT EXPENSES 39,112$ 48,658$ 49,933$ 61,489$ 62,516$ 1.67%62,633$
GENERAL FUND
45119 - CARS-GENERAL REC
102
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
45122 - CARS-COMMUNITY CENTER
6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ 23,729$ 62,319$ 70,066$ 12.43% 74,334$
6103 - WAGES-PART TIME EMPLOYEES 32,788 35,219 22,236 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 3,444 7,749 7,993 3.15% 8,313
6125 - FICA - SOCIAL SECURITY 2,039 2,202 2,926 6,405 6,607 3.15% 6,872
6126 - FICA - MEDICARE 477 515 684 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 953 945 839 2,545 2,413 -5.19% 2,444
TOTAL PERSONAL SERVICES 38,817 41,750 53,858 129,064 139,557 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 45,824 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 48,338 120,000 120,100 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$ 103,567$ 259,814$ 270,407$ 4.08%278,272$
GENERAL FUND
45122 - CARS-COMMUNITY CENTER
103
2018
2016 2017 August 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$ 146,970$ 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 4,252 17,775 18,113 1.90% 18,113
6125 - FICA - SOCIAL SECURITY 15,206 15,214 9,142 14,694 14,973 1.90% 14,973
6126 - FICA - MEDICARE 3,556 3,558 2,138 3,437 3,502 1.89% 3,502
6151 - WORKER'S COMP INSURANCE 7,097 6,561 4,352 6,494 6,738 3.76% 6,738
TOTAL PERSONAL SERVICES 278,958 277,662 167,081 283,000 288,826 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 4,304 7,500 7,500 0.00% 7,500
6243 - MINOR COMPUTER EQUIPMENT - 2,556 - - - 0.00% -
TOTAL SUPPLIES 30,411 24,952 11,305 20,000 21,500 7.50% 21,000
6321 - TELEPHONE/PAGERS - 624 973 1,280 2,000 56.25% 2,000
6381 - ELECTRIC 29,685 29,521 21,594 24,500 30,000 22.45% 30,500
6382 - GAS 9,148 10,377 8,602 12,000 12,000 0.00% 12,000
6383 - WATER 9,916 9,460 7,638 9,750 10,000 2.56% 10,000
6385 - SEWER 6,755 4,760 3,669 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 1,943 6,000 5,000 -16.67%5,000
6432 - CONFERENCES AND SCHOOLS - - 1,309 - 750 100.00%750
6441 - CONFERENCES AND SCHOOLS - - 40 - - 0.00%-
6449 - OTHER CONTRACTUAL SERVICE 1,949 2,138 1,186 2,000 2,000 0.00%2,000
TOTAL SERVICES & OTHER CHARGES 62,848 64,446 46,954 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$ 225,340$ 378,780$ 389,076$ 2.72%390,176$
GENERAL FUND
45124 - CARS-POOL
104
2018
2016 2017 August 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$ 102,736$ 163,738$ 167,995$ 2.60% 174,200$
6102 - OVERTIME-FT EMPLOYEES 22,381 22,332 13,601 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 8,725 14,080 14,099 0.13% 14,565
6125 - FICA - SOCIAL SECURITY 9,453 10,028 6,333 11,640 11,656 0.14% 12,040
6126 - FICA - MEDICARE 2,211 2,345 1,481 2,723 2,726 0.11% 2,816
6131 - CAFETERIA PLAN CONTRIBUTIONS 40,464 40,464 28,440 42,891 43,299 0.95% 45,906
6151 - WORKER'S COMP INSURANCE 9,182 8,661 6,197 9,632 9,832 2.08% 10,157
TOTAL PERSONAL SERVICES 252,342 256,450 167,513 267,204 272,107 1.83% 282,184
6201 - OFFICE SUPPLIES - 15 - - - 0.00%-
6211 - CLEANING SUPPLIES 7,918 15,744 8,073 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 27,543 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 1,007 1,200 - -100.00%-
TOTAL SUPPLIES 59,399 64,989 42,353 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 1,190 2,100 2,000 -4.76%2,000
6329 - OTHER COMMUNICATION SERVICES - 90 70 - - 0.00%-
6381 - ELECTRIC 143,521 145,029 104,897 130,000 135,000 3.85% 136,000
6382 - GAS 52,856 67,780 60,292 80,000 75,000 -6.25% 75,000
6383 - WATER 3,498 3,905 1,505 5,000 5,000 0.00%5,000
6384 - REFUSE DISPOSAL 7,965 6,032 6,926 8,500 7,000 -17.65%7,000
6385 - SEWER 1,839 1,528 720 2,000 2,000 0.00%2,000
6386 - STORM SEWER 4,308 4,308 2,817 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 1,035 290 3,200 3,000 -6.25%3,000
6389 - STREET LIGHTS 1,298 1,298 832 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 98,980 132,572 120,000 150,000 25.00% 160,000
6405 - PARK & LANDSCAPE SERVICES 27,432 28,520 33,915 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 430 498 145 1,000 750 -25.00%750
6449 - OTHER CONTRACTUAL SERVICE 29,837 77,367 44,892 63,860 67,500 5.70% 68,000
TOTAL SERVICES & OTHER CHARGES 432,647 489,456 407,438 522,810 557,250 6.59% 570,250
6461 - FUEL CHARGES 868 932 609 1,199 1,199 0.00%1,235
6462 - FIXED CHARGES 1,768 1,846 965 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 1,342 2,300 2,400 4.35%2,472
TOTAL CENTRAL GARAGE CHARGES 6,502 5,572 3,230 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$ 620,534$ 866,117$ 906,105$ 4.62%929,351$
41940 - GENERAL GOVT BLDGS AND PLANT
GENERAL FUND
105
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.
106
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
41610 - LEGAL
6303 - LEGAL SERVICES 375,976$ 405,275$ 283,443$ 410,000$ 415,000$ 1.22% 415,000$
6307 - PROFESSIONAL SERVICES 4,275 1,300 1,500 5,000 5,000 0.00% 5,000
6423 - LOGIS CHARGES - - - - - 0.00% -
TOTAL SERVICES & OTHER CHARGES 380,251 406,575 284,943 415,000 420,000 1.20% 420,000
TOTAL BUSINESS UNIT EXPENSES 380,251$ 406,575$ 284,943$ 415,000$ 420,000$ 1.20%420,000$
GENERAL FUND
41610 - LEGAL
107
2018
2016 2017 August 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$ 95,630$ 187,000$ 187,000$ 0.00% 187,000$
TOTAL SERVICES & OTHER CHARGES 136,349 143,103 95,630 187,000 187,000 0.00% 187,000
TOTAL BUSINESS UNIT EXPENSES 136,349$ 143,103$ 95,630$ 187,000$ 187,000$ 0.00%187,000$
GENERAL FUND
44110 - JOINT POWERS PAYMENTS
108
2018
2016 2017 August 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$ 340,300$ 522,500$ 562,900$ 7.73% 562,900$
TOTAL SERVICES & OTHER CHARGES 550,772 573,065 340,300 522,500 562,900 7.73% 562,900
TOTAL BUSINESS UNIT EXPENSES 550,772$ 573,065$ 340,300$ 522,500$ 562,900$ 7.73%562,900$
GENERAL FUND
45310 - CONVENTION AND TOURISM
109
2018
2016 2017 August 2018 2019 2020
Object Code / Description Actual Actual YTD Budget Budget Change Budget
48140 - INSURANCE
6307 - PROFESSIONAL SERVICES 7,294$ 6,857$ 7,625$ 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 258,850 226,648 117,318 234,219 246,592 5.28% 246,592
TOTAL BUSINESS UNIT EXPENSES 258,850$ 226,648$ 117,318$ 234,219$ 246,592$ 5.28%246,592$
GENERAL FUND
48140 - INSURANCE
110
2018
2016 2017 August 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 6,442 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 9,421 22,500 22,500 0.00% 22,500
6301 - ACCTG, AUDIT & FIN'L SERVICES 8,528 10,514 8,303 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 3,061 5,400 5,700 5.56% 5,700
6322 - POSTAGE 36,957 35,375 15,327 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 1,978 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 2,355 2,500 2,500 0.00%2,500
6434 - DUES & SUBSCRIPTIONS 525 831 642 - - 0.00%-
6435 - CREDIT CARD FEES 28,914 24,858 20,109 31,000 31,000 0.00% 31,000
6441 - LICENSES, TAXES & FEES - 517 151 - - 0.00%-
6446 - CONTINGENCY ACCOUNT 2,500 - - 125,000 125,000 0.00% 200,000
6449 - OTHER CONTRACTUAL SERVICE 72,899 78,738 22,144 40,000 30,000 -25.00% 30,000
TOTAL SERVICES & OTHER CHARGES 254,470 260,703 164,299 325,125 323,200 -0.59% 398,200
TOTAL BUSINESS UNIT EXPENSES 268,969$ 278,938$ 173,720$ 347,625$ 400,753$ 15.28%530,517$
GENERAL FUND
48150 - CENTRAL SUPPLIES AND SUPPORT
111
2018
2016 2017 August 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
112
2018
2016 2017 August 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)$ (383,923)$ (658,154)$ (658,154)$ 0.00% (658,154)$
6472 - ENGINEERING SERVICE TRANSFER (411,330) (393,244) (259,503) (425,000) (490,000) 15.29% (490,000)
6482 - MISC TRANSFER OUT 804,815 715,544 149,630 - - 0.00% -
TOTAL TRANSFERS OUT (205,838) (268,160) (493,796) (1,083,154) (1,148,154) 6.00% (1,148,154)
TOTAL BUSINESS UNIT EXPENSES (205,838)$ (268,160)$ (493,796)$ (1,083,154)$ (1,148,154)$ 6.00%(1,148,154)$
GENERAL FUND
48170 - REIMBURSEMENT FROM OTHER FUNDS
113
2018
2016 2017 August 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$
GENERAL FUND
48210 - TRANSFER OUT
114