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HomeMy WebLinkAbout2018 10-29 Joint Session with Financial CommissionAGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Monday, October 29, 2018 6:30 p.m. City Hall – City Council Chambers I. Call to Order II. Approval of Agenda III. Enterprise Funds a. BC Liquor b. Centerbrook Golf Course c. Earle Brown Heritage Center IV. Utility Funds a. Water Utility b. Sanitary Sewer Utility c. Storm Drainage Utility d. Streetlight Utility e. Recycling Utility V. Future Budget Discussions/City Council Meetings City Council Meetings 1) Public Hearing & Budget Adoption December 3, 2018 VI. Adjournment MEMORANDUM – CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Mission: Ensuring an attractive, clean, safe, inclusive community that enhances the quality of life for all people and preserves the public trust DATE: October 29, 2018 TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director SUBJECT: 2019 Enterprise Fund Budgets Recommendation: It is recommended that the City Council consider providing direction to staff regarding the Enterprise Fund budgets for 2019. Background: Enterprise Funds are programs provided by the City which generate t heir ow n re venues f or operations and capital maintenance. In the case of the Brooklyn Center Liquor fund, it’s expected to generate enough revenue to support capital projects in other funds of the City, thereby reducing the need of funding from the property tax levy. The City operates the following three Enterprise Funds:  BC Liquor  Centerbrook Golf Course  Earle Brown Heritage Center Staff has attached and will present information on the expected revenues and expenditures for operation of the City’s Enterprise Funds for 2019. The expenditures include total direct and indirect costs including depreciation of capital assets and administrative costs. Fund narratives, budgeted amounts, and net income information for each fund from 2011 through the 2020 budgets are attached. Strategic Priorities:  Enhanced Community Image City of Brooklyn Center 2019 Budget - Enterprise Funds Summary 60900 61300 61700 Municipal Centerbrook Earle Brown Off-Sale Golf Heritage Liquor Course Center Total Revenues Charges for goods and services 6,657,500$ 235,000$ 5,436,576$ 12,329,076$ Investment earnings 25,708 - 19,726 45,434 Miscellaneous 2,700 2,000 10,000 14,700 Total Revenues 6,685,908 237,000 5,466,302 12,389,210 Expenditures Enterprise operations 6,351,364 308,042 5,373,270 12,032,676 Total Expenditures/Expenses 6,351,364 308,042 5,373,270 12,032,676 Other Financing Sources and Uses Transfers in - 60,000 - 60,000 Transfers out (232,906) (7,138) (417,561) (657,605) Total Other Financing Sources & Uses (232,906) 52,862 (417,561) (597,605) Net Change in Fund Balance 101,638$ (18,180)$ (324,529)$ (241,071)$ 1               BC Liquor   Narrative   Budget   Cash Flow   Powerpoint presentation    2 2019 Brooklyn Center Department Budget Narrative by Fund Department Name: Fiscal & Support Services BC Liquor Stores # 1 & # 2 Department/Division Mission: Operate two municipal retail liquor stores to provide for the controlled sale and distribution of alcoholic beverages in the community. Profits from the operations are used to fund projects benefitting the community and avoiding the necessity of larger property tax levies for such projects. Department/Division Description: The BC Liquor Division of the Fiscal & Support Services Department operates two retail liquor stores under Minnesota Statutes 426 and Chapter 11 of the City’s Code of Ordinances. These stores sell a wide variety of products including spirits, wine, beer, cigarettes and sundry items such as glassware, ice and non-intoxicating beverages. Store # 1 is the larger of the two stores in located in the Brookdale Corners shopping center at 5625 Xerxes Avenue. Store #2 is located in the Boulevard Marketplace shopping center at 6930 Brooklyn Boulevard. The stores operate Monday through Saturday. Special events are provided through periodic brewery and winery trips from BC Liquors. We have a rewards program called BC Buck$ that rewards customers the more points they accure. Key Initiatives focused on the achievement of strategic priorities/value propositions Community Image  Staff Development  Continue GUEST model training with employees  Continue towards 100% of staff trained on Product Information Trainings (PIT’s)  Upkeep of stores  New office chairs will be replaced to update offices.  Respond to Customer Needs  In 2019, we will continue the process of assessing our options for Store #1 when our lease expires in 1 year. We are exploring ownership of Store #1 at or near the current location. During this process an emphasis will be placed on transparency, fiscal responsibility and enhanced customer experience. Staffing Levels P o s i t i o n s FTEs 2018 2019 2020  Liquor Operations Manager  Liquor Store Manager  Liquor Store Assistant Manager  Liquor Store Office Assistant  Liquor Store Category Lead FT 1 3 - 1 1 1 3 - 1 1 1 3 - 1 1 3  Liquor Store Category Lead (2-3 - PT Staff)  Liquor Store Shift Lead (6 – PT Staff)  Store Clerk/Stocker (19-22 - PT staff) TOTAL 1.2 3 5.5 15.7 1.2 3 5.5 15.7 1.2 3 5.5 15.7 Strategic Functions/Division(s):  BC Liquor Division o The Division provides for the wholesale purchase, merchandise display, and sale of alcoholic beverages and sundry items. The stores are monitored by clerks and by a system of cameras to discourage theft and assist in identifying theft incidents. Each store prepares deposits of proceeds from the day’s sales immediately at the close of the day. Every year profits from the liquor department are transferred back to the city for use in capital projects. While the funds are an important part of operating a municipal liquor operation they are not the sole purpose. Alcohol is a substance that should be regulated and monitored, therefore we are diligent in training our staff to be aware when a minor or obviously intoxicated person may be attempting to purchase alcohol and present a danger to our city. Annual Goal and Strategies: 1. Promote and sell alcoholic beverages in a controlled environment which minimizes the risk of unlawful procurement of alcoholic beverages by minors or obviously intoxicated patrons. a. Random compliance checks provided by law enforcement b. Regular training and support of clerks 2. Promote knowledge of alcoholic beverages through visiting brewerys and winerys as a community trip. a. Events scheduled twice per year 3. Provide profitable operations such that dollars may be transferred from the Liquor Fund to the Capital Improvements Fund and other funds as approved by the City Council to lower the need for property tax revenues while subsidizing the repair and maintenance needs of the City. a. Reserve a specified transfer in the budget process 4 Annual Operating Goal Performance Measures: *YTD data Performance Objectives Description of Performance Measure Performance Levels Previous Value (2017) *Actual Value (2018) Target Value Inventory Variance Levels $8,833 $6,610 (Goal <$10,000) <$10,000 Increase # rewards members 0 5500 (No previous Goal ) 6500 members Compliance checks passed 75% (3/4) 100% (4/4) (Goal 100%) 100% Increase social media presence - Facebook 97 Likes 220 Likes (Goal 200) 250 Likes Increase social media presence – Twitter 250 Followers 488 Followers (Goal 500) 600 Followers Increase staff longevity – # of staff who did not reach 90 days of employment 7 7 (Goal <6) <6 Contribution to City’s Capital Improvement Fund $112,898 $185,707 $150,000 5 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 60900 - BROOKLYN CENTER LIQUOR OPERATING REVENUES 4761 - LIQUOR SALES 2,417,329$ 2,507,938$ 1,983,078$ 2,430,000$ 2,650,500$ 9.07% 2,752,500$ 4762 - WINE SALES 764,042 751,020 556,210 699,800 749,500 7.10% 765,500 4763 - BEER SALES 2,885,474 3,086,470 2,342,627 3,125,300 3,076,000 -1.58% 3,184,500 4764 - SALES-NON TAXABLE 56,113 67,921 67,263 65,600 90,000 37.20% (26,500) 4765 - SALES-TAXABLE 74,134 81,952 68,725 79,500 91,500 15.09% 95,000 TOTAL SALES AND USER FEES 6,197,092 6,495,301 5,017,903 6,400,200 6,657,500 4.02% 6,771,000 5581 - COST OF SALES-LIQUOR 1,736,928 1,760,807 1,352,674 1,676,700 1,828,800 9.07% 1,937,000 5582 - COST OF SALES-WINE 546,978 526,011 385,900 465,367 498,500 7.12% 526,500 5583 - COST OF SALES-BEER 2,204,348 2,355,544 1,735,107 2,420,181 2,368,500 -2.14% 2,454,000 5584 - OTHER COSTS OF SALE-NONTAXABLE 31,976 40,582 41,305 41,984 57,300 36.48% 59,500 5585 - OTHER COSTS OF SALE-TAXABLE 49,265 50,738 43,726 50,240 58,640 16.72% 60,500 5587 - INVENTORY VARIANCES 14,568 8,862 5,875 14,000 9,000 -35.71% 10,000 5589 - DELIVERY CHARGES 27,855 27,300 18,972 26,775 27,050 1.03% 22,000 TOTAL COST OF GOODS SOLD 4,611,918 4,769,844 3,583,559 4,695,247 4,847,790 3.25% 5,069,500 TOTAL OPERATING REVENUES 1,585,174 1,725,457 1,434,344 1,704,953 1,809,710 6.14% 1,701,500 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 332,471 346,487 273,730 367,708 383,955 4.42% 398,826 6102 - OVERTIME-FT EMPLOYEES 343 363 72 1,700 500 -70.59%500 6103 - WAGES-PART TIME EMPLOYEES 217,255 225,699 201,060 220,150 236,000 7.20% 236,000 6104 - OVERTIME-PART TIME EMPLOYEES 2,806 1,973 2,495 3,000 4,000 33.33%4,000 6111 - SEVERANCE PAY 3,614 3,896 - - 24,001 100.00% 44,562 6122 - PERA COORDINATED PLAN 41,430 43,090 35,802 43,591 46,124 5.81% 47,238 6125 - FICA - SOCIAL SECURITY 35,891 37,018 30,837 36,035 38,127 5.81% 39,048 6126 - FICA - MEDICARE 8,394 8,657 7,212 8,427 8,918 5.83%9,134 6131 - CAFETERIA PLAN CONTRIBUTIONS 63,928 66,380 67,545 100,079 86,598 -13.47% 91,812 6141 - UNEMPLOYMENT COMPENSATION 317 - - - - 0.00%- 6151 - WORKER'S COMP INSURANCE 25,075 24,099 22,155 24,994 26,996 8.01% 27,650 TOTAL PERSONAL SERVICES 731,524 757,662 640,908 805,684 855,219 6.15% 898,770 6201 - OFFICE SUPPLIES 2,361 1,070 516 1,700 3,200 88.24%1,700 6214 - CLOTHING & PERSONAL EQUIPMENT 3,750 2,446 3,610 2,900 1,500 -48.28%1,500 6219 - GENERAL OPERATING SUPPLIES 16,589 17,170 9,893 19,500 14,000 -28.21% 14,000 6223 - BUILDINGS & FACILITIES - - - 2,500 2,500 0.00%2,500 6239 - OTHER REPAIR & MAINT SUPPLIES 954 3,265 171 2,000 2,000 0.00%2,000 6242 - MINOR EQUIPMENT 23,523 3,935 4,034 9,000 6,000 -33.33%6,000 6243 - MINOR COMPUTER EQUIPMENT 2,957 8,007 9,656 2,850 6,300 121.05%9,400 TOTAL SUPPLIES 50,134 35,893 27,880 40,450 35,500 -12.24% 37,100 6301 - ACCTG, AUDIT & FIN'L SERVICES 3,912 3,122 3,171 4,000 4,000 0.00%4,000 6307 - PROFESSIONAL SERVICES 12,942 2,687 38,322 12,000 13,500 12.50% 13,500 6321 - TELEPHONE/PAGERS 3,345 3,364 2,374 3,792 5,550 46.36%5,550 6331 - TRAVEL EXPENSE/MILEAGE 568 1,069 1,071 900 1,200 33.33%1,200 6341 - PERSONNEL ADVERTISING - - - 400 400 0.00%400 6349 - OTHER ADVERTISING 13,813 1,199 1,397 13,000 13,000 0.00% 13,000 6351 - PRINTING 689 - 162 800 600 -25.00%600 6402 - EQUIPMENT SERVICES 7,986 8,146 12,545 9,000 12,000 33.33% 14,000 6403 - BLDGS/FACILITIES MAINT SERVICE 2,720 4,046 6,865 6,000 7,000 16.67%7,000 6406 - MULTI-FUNCTION MTNCE 510 576 348 755 680 -9.93%680 6409 - OTHER REPAIR & MAINT SVCS - - - 1,000 1,000 0.00%1,000 6422 - SOFTWARE MAINT 9,969 5,959 13,924 13,200 13,200 0.00% 13,200 6423 - LOGIS CHARGES 26,198 24,343 19,184 27,378 28,481 4.03% 29,464 6428 - PROTECTION SERVICES 1,773 2,428 892 2,000 1,300 -35.00%1,300 6431 - SPECIAL EVENTS 10,524 8,404 - 8,500 2,000 -76.47%2,000 6432 - CONFERENCES AND SCHOOLS 2,145 4,148 3,954 5,200 5,200 0.00%5,000 6433 - MEETING EXPENSES 61 208 40 50 100 100.00%100 6434 - DUES & SUBSCRIPTIONS 4,810 7,550 5,700 7,000 7,000 0.00%7,500 MUNICIPAL OFF-SALE LIQUOR FUND - 60900 ENTERPRISE FUND 6 6435 - CREDIT CARD FEES 72,298 65,470 57,410 75,000 73,000 -2.67% 74,000 6438 - CASH SHORT (OVER)1,749 2,648 1,656 2,000 2,000 0.00%2,000 6441 - LICENSES, TAXES & FEES 60 60 - 720 700 -2.78%300 6449 - OTHER CONTRACTUAL SERVICE 13,249 14,011 10,243 9,000 11,000 22.22% 11,000 TOTAL SERVICES & OTHER CHARGES 189,321 159,438 179,258 201,695 202,911 0.60% 206,794 6361 - GENERAL LIABILITY INSURANCE 4,765 4,594 3,732 4,920 5,216 6.02%5,400 6362 - PROPERTY INSURANCE 2,715 2,790 2,152 2,974 3,153 6.02%3,300 6364 - DRAM SHOP INSURANCE 7,459 6,791 6,534 5,500 7,298 32.69%7,550 6366 - MACHINERY BREAKDOWN INSURANCE 630 653 508 688 729 5.96%780 TOTAL INSURANCE 15,569 14,828 12,926 14,082 16,396 16.43% 17,030 6381 - ELECTRIC 41,718 41,752 32,119 43,500 42,000 -3.45% 42,000 6382 - GAS 3,165 3,857 4,207 5,000 6,000 20.00%6,000 6383 - WATER - - - 1,000 1,000 0.00%1,000 TOTAL UTILITIES 44,883 45,609 36,326 49,500 49,000 -1.01% 49,000 6412 - BLDGS/FACILITIES 333,317 319,933 252,314 314,860 323,360 2.70% 323,360 TOTAL RENT 333,317 319,933 252,314 314,860 323,360 2.70% 323,360 6461 - FUEL CHARGES 71 - - - - 0.00%- 6462 - FIXED CHARGES 942 954 - - - 0.00%- 6463 - REPAIR & MAINT CHARGES 739 - - - - 0.00%- 6465 - REPLACEMENT CHARGES - - - - - 0.00%- TOTAL CENTRAL GARAGE CHARGES 1,752 954 - - - 0.00%- 6540 - EQUIPMENT & MACHINERY - - - - - 0.00%- TOTAL CAPITAL OUTLAY - - - - - 0.00%- 6494 - DEPRECIATION EXPENSE 20,994 21,803 16,307 21,188 21,188 0.00% 21,888 TOTAL DEPRECIATION 20,994 21,803 16,307 21,188 21,188 0.00% 21,888 TOTAL OPERATING EXPENSES 1,387,494 1,356,120 1,165,919 1,447,459 1,503,574 3.88% 1,553,942 OPERATING INCOME 197,680 369,337 268,425 257,494 306,136 18.89% 147,558 NONOPERATING REVENUES 4603 - INTEREST EARNINGS 18,656 22,580 26,476 18,512 25,708 38.87% 25,708 4605 - UNREALIZED INVESTMENT GAIN/LOSS (3,038) (6,237) - - - 0.00%- TOTAL INVESTMENT EARNINGS 15,618 16,343 26,476 18,512 25,708 38.87% 25,708 4606 - OTHER REVENUE 2,000 2,044 1,500 - - 0.00%- 4921 - REFUNDS & REIMBURSEMENTS 5,216 3,490 388 700 700 0.00%400 4922 - PROJECT ADMINISTRATION 2,274 2,260 (60) 2,000 2,000 0.00%- TOTAL MISCELLANEOUS 9,490 7,794 1,828 2,700 2,700 0.00%400 TOTAL NONOPERATING REVENUES 25,108 24,137 28,304 21,212 28,408 33.92% 26,108 NONOPERATING EXPENSES 6471 - ADMINISTRATIVE SERVICE TRANSFER 78,295 78,219 62,180 82,906 82,906 0.00% 82,906 6476 - CAPITAL PROJECT FUND TRANSFER - 112,898 185,707 150,000 150,000 0.00% 150,000 6482 - MISC TRANSFER OUT 138,935 - - - - 0.00%- TOTAL TRANSFERS 217,230 191,117 247,887 232,906 232,906 0.00% 232,906 NET CHANGE IN FUND BALANCE 5,558$ 202,357$ 48,842$ 45,800$ 101,638$ 121.92% (59,240)$ 7 City of Brooklyn Center Offsale Liquor Store Cash Flows Revised: 10-3-18 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenues Operating 5,543,026$ 5,789,346$ 5,963,908$ 6,063,231$ 5,852,465$ 6,056,668$ 6,197,094$ 6,495,300$ 6,400,200$ 6,657,500$ 6,771,000$ Investment Earnings 2,649 12,556 5,647 (3,723) 13,209 15,006 15,618 16,344 18,512 25,708 25,708 Nonoperating 5,128 6,875 8,933 9,103 8,601 5,012 9,490 7,794 2,700 2,700 400 Total 5,550,803 5,808,777 5,978,488 6,068,611 5,874,275 6,076,686 6,222,202 6,519,438 6,421,412 6,685,908 6,797,108 Expenditures Cost of Goods Sold 4,009,751 4,175,906 4,316,716 4,341,225 4,293,383 4,431,501 4,611,919 4,769,844 4,695,247 4,847,790 5,069,500 Personal Servcies 618,180 597,503 610,025 646,098 642,642 653,553 731,524 757,662 805,684 855,219 898,770 Supplies 42,665 22,584 41,819 31,835 79,719 52,247 50,133 35,895 40,450 35,500 37,100 Other Services & Charges 241,909 240,639 234,289 260,548 241,801 270,606 269,369 238,613 284,601 285,817 289,700 Insurance 9,858 8,773 8,301 13,747 16,677 15,741 15,570 14,828 14,082 16,396 17,030 Utilities 38,363 40,451 68,452 49,279 45,848 46,384 44,883 45,606 49,000 49,000 49,980 Rent 287,687 293,265 296,964 302,772 303,108 311,553 333,317 319,933 314,860 323,360 323,360 Depreciation 18,066 11,281 11,312 28,469 24,328 16,966 20,994 21,803 21,188 21,188 21,888 Capital - - - - - - - - - - - Transfers Out 230,199 147,488 200,000 200,000 362,190 216,455 138,935 112,898 150,000 150,000 150,000 Total 5,496,678 5,537,890 5,787,878 5,873,973 6,009,696 6,015,006 6,216,644 6,317,082 6,375,112 6,584,270 6,857,328 Cash Balance - Beginning 1,424,765 1,453,015 1,740,725 1,987,770 2,073,883 1,858,031 1,916,501 1,909,948 2,027,330 2,094,818 2,217,644 Changes in Accruals (43,941) 5,542 45,123 (136,994) (104,759) (20,176) (33,105) Revenues 5,550,803 5,808,777 5,978,488 6,068,611 5,874,275 6,076,686 6,222,202 6,519,438 6,421,412 6,685,908 6,797,108 Expenditures (5,496,678) (5,537,890) (5,787,878) (5,873,973) (6,009,696) (6,015,006) (6,216,644) (6,317,082) (6,375,112) (6,584,270) (6,857,328) Noncash - Depreciation 18,066 11,281 11,312 28,469 24,328 16,966 20,994 (84,974) 21,188 21,188 21,888 Cash Balance - Ending 1,453,015$ 1,740,725$ 1,987,770$ 2,073,883$ 1,858,031$ 1,916,501$ 1,909,948$ 2,027,330$ 2,094,818$ 2,217,644$ 2,179,312$ Gross Profit - %28% 28% 28% 28% 27% 27% 26% 27% 27% 27% 25% Growth in Sales - %-1%4%3%2%-3%3%2%5%-1%4%2%  ‐  50,000  100,000  150,000  200,000  250,000  300,000  350,000  400,000  450,000  500,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget Liquor ‐ Net Income  (Excludes Depreciation, Transfers & Capital Outlay) G:\Budget\2019 Budget\Cash Flows\2018 Enterprise Funds 609-Liquor8 BC L i q u o r F u n d Fi s c a l   a n d   S u p p o r t   S e r v i c e s   BC   L i q u o r   S t o r e s   1   a n d   2 9 De p a r t m e n t M i s s i o n • Op e r a t e   t w o   m u n i c i p a l   r e t a i l   l i q u o r   s t o r e s   t o   p r o v i d e   f o r   t h e   co n t r o l l e d   s a l e   a n d   d i s t r i b u t i o n   o f   a l c o h o l i c   b e v e r a g e s   i n   t h e   co m m u n i t y .     P r o f i t s   f r o m   t h e   o p e r a t i o n s   a r e   u s e d   t o   f u n d   pr o j e c t s   b e n e f i t t i n g   t h e   c o m m u n i t y   a n d   a v o i d i n g   t h e   n e c e s s i t y   of   l a r g e r   p r o p e r t y   t a x   l e v i e s   f o r   s u c h   p r o j e c t s . 10 De p a r t m e n t D e s c r i p t i o n • Op e r a t e s   w i t h i n   t h e   F i s c a l   &   S u p p o r t   S e r v i c e s   D e p a r t m e n t • Pr o d u c t s   i n c l u d e   s p i r i t s ,   w i n e ,   b e e r ,   c i g a r e t t e s   a n d   r e l a t e d   i t em s   su c h   a s   g l a s s w a r e ,   i c e ,   a n d   n o n ‐ i n t o x i c a t i n g   b e v e r a g e s . • St o r e   # 1   – 5 6 2 5   X e r x e s   A v e n u e   • St o r e   # 2   – 6 9 3 0   B r o o k l y n   B o u l e v a r d • Sp e c i a l   e v e n t s   – t r a n s i t i o n i n g   f r o m   W i n e   C l u b a n d   B e e r   C l u b s   t o   br e w e r y   a n d   w i n e r y   c o m m u n i t y   t r i p s • BC   B u c k $   L o y a l t y   R e w a r d s   P r o g r a m     • Im p l e m e n t e d   i n   J u l y   2 0 1 8 • An n u a l   f o o d   d r i v e   a n d   o t h e r s • Be n e f i t s   C o m m u n i t y   E m e r g e n c y   A s s i s t a n t   P r o g r a m   ( C E A P ) • Ad d i t i o n a l   e v e n t s   i n c l u d e d   m i l i t a r y   s u p p l i e s ,   p e t   s u p p l y   d r i v e   an d   la k e   c l e a n   u p . 11 De p a r t m e n t S t a f f i n g  Li q u o r O p e r a t i o n s M a n a g e r  Li q u o r S t o r e M a n a g e r / B u y e r  Li q u o r S t o r e A s s i s t a n t M a n a g e r  Li q u o r S t o r e O f f i c e A s s i s t a n t  Li q u o r S t o r e C a t e g o r y L e a d F T  Li q u o r S t o r e C a t e g o r y L e a d (2 - 3 P T S t a f f )  Li q u o r S t o r e S h i f t L e a d ( 6 - P T S t a f f )  St o r e C l e r k / S t o c k e r ( 1 9 - 2 2 P T s t a f f ) TO T A L 20 1 8 1 3 -1 1 1. 2 3 5. 5 15 . 7 20 1 9 1 3 -1 1 1. 2 3 5. 5 15 . 7 2020 1 3 -1 1 1.2 3 5.5 15.7 In   2 0 1 8 ,   w e   i n c r e a s e d   t h e   s t a r t i n g   w a g e   o f   p a r t ‐ t i m e   e m p l o y e e s   f r o m   $ 1 0 . 1 7   t o   $1 2 . 1 5 .     F o r   2 0 1 9 ,   w e   h a v e   i n c l u d e d   $ 2 4 K   f o r   t h e   l i v a b l e   w a g e   i ni t i a t i v e . 12 20 1 9 B u d g e t R e q u e s t De s c r i p t i o n 20 1 8 2 0 1 9 D i f f e r e n c e % Re v e n u e s $6 , 4 0 0 , 2 0 0 $ 6 , 6 5 7 , 5 0 0 $ 2 5 7 , 3 0 0 4 . 0 2 % Ex p e n s e s : Co s t   o f   S a l e s 4, 6 9 5 , 2 4 7 4 , 8 4 7 , 7 9 0 1 5 2 , 5 4 3 3 . 2 5 % Pe r s o n a l   S e r v i c e s 80 5 , 6 8 4 8 5 5 , 2 1 9 4 9 , 5 3 5 6 . 1 5 % Su p p l i e s 40 , 4 5 0 3 5 , 5 0 0 (4 , 9 5 0 ) ( 1 2 . 2 4 ) % Re n t 31 4 , 8 6 0 3 2 3 , 3 6 0 8 , 5 0 0 2 . 7 0   % Se r v i c e s   &   C h a r g e s 34 8 , 1 8 3 35 1 , 2 1 3 3, 0 3 0 0.87% Ne t   I n c o m e * $1 9 5 , 7 7 6 $ 2 4 4 , 4 1 8 4 8 , 6 4 2 2 4 . 8 5 % Ca p i t a l   P r o j e c t s T r a n s f e r $ 1 5 0 , 0 0 0 $ 1 5 0 , 0 0 0 ‐ ‐ % *N e t   i n c o m e   p r i o r   t o   t h e   c a p i t a l   p r o j e c t s ,   t r a n s f e r   &   d e p r e c i a t io n 13 Ke y I n i t i a t i v e s f o r 2 0 1 9 • St a f f   D e v e l o p m e n t  Co n t i n u e   G U E S T   m o d e l   t r a i n i n g   w i t h   e m p l o y e e s  Co n t i n u e   t o w a r d s   1 0 0 %   o f   s t a f f   t r a i n e d   o n   P r o d u c t   I n f o r m a t i o n   Tr a i n i n g   ( P I T ’ s ) • Re s p o n d   t o   C u s t o m e r   N e e d s  In   2 0 1 9 ,   w e   w i l l   c o n t i n u e   t h e   p r o c e s s   o f   a s s e s s i n g   o u r   o p t i o n s   for  St o r e   # 1   w h e n   o u r   l e a s e   e x p i r e s   i n   2 0 2 0 .     W e   a r e   e x p l o r i n g   ow n e r s h i p   o f   S t o r e   # 1   a t   o r   n e a r   t h e   c u r r e n t   l o c a t i o n .     D u r i n g   this  pr o c e s s   a n   e m p h a s i s   w i l l   b e   p l a c e d   o n   t r a n s p a r e n c y ,   f i s c a l   re s p o n s i b i l i t y   a n d   e n h a n c e d   c u s t o m e r   e x p e r i e n c e . 14 Po t e n t i a l O w n e r s h i p O p t i o n s 15 Po t e n t i a l O w n e r s h i p O p t i o n s 16 20 1 9 P e r f o r m a n c e O b j e c t i v e s Pe r f o r m a n c e   O b j e c t i v e s De s c r i p t i o n   o f   P e r f o r m a n c e   M e a s u r e Pe r f o r m a n c e   L e v e l s Pr e v i o u s   V a l u e   ( 2 0 1 7 ) * A c t u a l   V a l u e   ( 2 0 1 8 ) T a r g e t   V a l u e In v e n t o r y   v a r i a n c e   l e v e l s $8 , 8 3 3   $6 , 6 1 0   <$10,000  In c r e a s e   #   o f   r e w a r d m e m b e r s N/ A   5, 5 0 0 6,500 Co m p l i a n c e   c h e c k s   p a s s e d 75 %   ( 3 / 4 )   10 0 %   ( 4 / 4 ) (T o b a c c o   C o m p l i a n c e   Ch e c k   F a i l e d ) 100% In c r e a s e   s o c i a l   m e d i a   p r e s e n c e   ‐ F a c e b o o k 97   L i k e s   2 2 0   L i k e s 2 5 0   L i k e s In c r e a s e   s o c i a l   m e d i a   p r e s e n c e   – T w i t t e r 25 0   F o l l o w e r s   4 8 8   F o l l o w e r s 6 0 0   F o l l o w e r s In c r e a s e   s t a f f   l o n g e v i t y   – #   o f   s t a f f   w h o   di d   n o t   r e a c h   9 0   d a y s   o f   e m p l o y m e n t 12 7 < 6 Co n t r i b u t i o n   t o   C i t y ’ s   C a p i t a l   Im p r o v e m e n t   F u n d $1 1 2 , 8 9 8 $ 1 8 5 , 7 0 7 $ 1 5 0 , 0 0 0 *Y T D   d a t a 17 Qu e s t i o n s ? 18               Centerbrook Golf Course   Narrative   Budget   Cash Flow   Powerpoint  19 2019 Brooklyn Center Department Budget Narrative by Fund Department Name: Centerbrook Golf Course Department/Division Mission: To be a premier value Minnesota golf course, offering a challenging, well-conditioned course and exceptional customer service. Department/Division Description: Centerbrook Golf Course is a nine (9) hole, par three (3) golf course, owned by the City of Brooklyn Center. It was built in 1986-87, opened for business in the spring of 1988 and was established as an enterprise fund entity. Enterprise funds were established to account for the financing of self-supporting activities of the City, which render services on a user charge basis to the general public. Key Initiatives focused on the achievement of strategic priorities/value propositions Customer Intimacy  Continued focus on increasing awareness of Centerbrook golf and attempting to grow the game locally, with concentration on - Youth - Women - New golfers  Customer Service Continued focus on customer service and improving the customer experience. Staffing Levels P o s i t i o n s FTEs 2018 2019 2020  Golf Course Superintendent  Part-time Staff (10 - Seasonal) Total 1 1.75 2.75 1 1.75 2.75 1 1.75 2.75 Strategic Functions/Division(s):  Turf Grass Technician o To provide the highest quality playing conditions possible within the established budget limitations. Centerbrook Golf Course will strive to be an example of environmental sensitivity and aesthetic beauty for the community.  Customer Service Representative o To provide an exceptional golfing experience for every patron. Our inside services staff will feature knowledgeable, customer focused staff that will provide exemplary customer service. 20 Annual Goal and Strategies: 1. To maintain optimal course conditions within established budget parameters. Limited use of chemicals Turf moisture content monitored Equipment enhancements 2. Continuous improvements and total customer satisfaction in all areas of operation. Customer Service language included in position descriptions Customer service in-service for all staff Customer service considered as part of annual performance evaluations Annual Operating Goal Performance Measures: Performance Measures Description of Performance Measure Performance Levels Actual Value 2017* Actual Value 2018* Target Value 20198 Number of Rounds Per Playable Days 95.79 101.89 105.00 Revenues Per Playable Day $1,840 $1,861 $1,870 Operating Expenditures Per Round $18.44 $18.78 $18.60 Operating Revenues Per Round $19.21 $20.04 $20.50 Maintenance Cost Per Acre $2,893 $2,935 $2,930 *Data through September 30, 2018 Playable Day- A playable day is defined as, any day that the Real Feel temperature is above 45 and less than 90. Wind less than 20 mph. Not raining and not flooded or closed for other course maintenance (Aeration). Capital Outlay and Other Initiatives with Significant Budget Impact $1,800 One (1) additional security camera            21 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 61300 - CENTERBROOK GOLF COURSE OPERATING REVENUES 4771 - GOLF LESSONS 667$ 624$ 395$ 2,000$ 500$ -75.00% 1,000$ 4773 - GREEN FEES 113,861 106,996 106,367 120,000 118,000 -1.67% 118,250 4778 - PASSBOOK 5,315 12,216 9,533 13,000 14,000 7.69% 14,000 4782 - RENTALS 25,764 28,871 27,805 29,000 30,000 3.45% 31,000 4785 - LEAGUE 11,944 16,225 17,090 18,000 18,000 0.00% 18,000 4786 - BEER & WINE COOLER REVENUES 29,774 28,042 27,149 36,000 31,500 -12.50% 36,500 4787 - FOOD & BEVERAGE REVENUES 9,587 9,049 12,280 12,000 13,000 8.33% 13,750 4788 - TAXABLE MERCHANDISE 10,455 3,276 2,877 3,000 3,000 0.00% 4,000 4789 - NON TAXABLE MERCHANDISE 7,239 5,550 4,871 7,000 5,000 -28.57% 6,250 4790 - MISCELLANEOUS 5,678 - - 6,000 - -100.00% - 4791 - BOTTLED WATER SALES 1,320 1,281 1,452 3,000 2,000 -33.33% 2,000 TOTAL SALES AND USER FEES 221,604 212,130 209,819 249,000 235,000 -5.62% 244,750 TOTAL OPERATING REVENUES 221,604 212,130 209,819 249,000 235,000 -5.62% 244,750 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 67,949 70,767 55,491 74,603 78,112 4.70% 80,456 6103 - WAGES-PART TIME EMPLOYEES 45,148 50,082 46,823 45,000 45,000 0.00% 45,000 6104 - OVERTIME-PART TIME EMPLOYEES 765 1,875 1,278 750 900 20.00%900 6111 - SEVERANCE PAY 985 1,812 - - 5,952 100.00% 13,174 6122 - PERA COORDINATED PLAN 5,366 5,441 4,162 5,595 5,858 4.70%6,034 6125 - FICA - SOCIAL SECURITY 7,292 7,883 6,686 7,462 7,680 2.92%7,825 6126 - FICA - MEDICARE 1,705 1,844 1,564 1,745 1,796 2.92%1,830 6131 - CAFETERIA PLAN CONTRIBUTIONS 13,488 13,488 11,258 14,297 14,433 0.95% 15,302 6151 - WORKER'S COMP INSURANCE 2,339 2,324 2,153 2,347 2,464 4.99%2,511 TOTAL PERSONAL SERVICES 145,037 155,516 129,415 151,799 162,195 6.85% 173,032 6201 - OFFICE SUPPLIES 273 47 76 200 200 0.00%200 6211 - CLEANING SUPPLIES 145 - - - - 0.00%- 6212 - MOTOR FUELS 2,495 2,090 2,371 2,500 2,500 0.00%2,500 6213 - LUBRICANTS & ADDITIVES 181 140 - 200 200 0.00%200 6214 - CLOTHING & PERSONAL EQUIPMENT 100 - 699 100 100 0.00%100 6215 - SHOP MATERIALS 30 35 101 200 100 -50.00%100 6216 - CHEMICALS/CHEMICAL PRODUCTS 7,489 9,293 8,663 8,000 8,500 6.25%8,500 6217 - SAFETY SUPPLIES 53 61 11 100 100 0.00%100 6219 - GENERAL OPERATING SUPPLIES 3,571 2,259 1,499 2,400 2,250 -6.25%2,300 6221 - MOTOR VEHICLES 761 1,721 1,336 750 750 0.00%750 6223 - BUILDINGS & FACILITIES 1,322 1,736 11 1,500 1,500 0.00%1,500 6225 - PARK & LANDSCAPE MATERIALS 1,266 2,981 242 2,500 2,500 0.00%2,500 6227 - PAINT SUPPLIES 141 133 526 200 200 0.00%200 6239 - OTHER REPAIR & MAINT SUPPLIES 220 87 1,195 200 200 0.00%200 6241 - SMALL TOOLS 379 775 310 750 600 -20.00%600 6242 - MINOR EQUIPMENT 6,515 3,355 1,866 1,500 1,500 0.00%1,500 6243 - MINOR COMPUTER EQUIPMENT 609 - 1,462 4,050 3,600 -11.11%- TOTAL SUPPLIES 25,550 24,713 20,368 25,150 24,800 -1.39% 21,250 6307 - PROFESSIONAL SERVICES 121 954 1,405 250 250 0.00%250 6321 - TELEPHONE/PAGERS 1,649 1,537 1,066 1,712 1,700 -0.70%1,700 6329 - OTHER COMMUNICATION SERVICES 1,559 1,773 1,177 - - 0.00%- 6331 - TRAVEL EXPENSE/MILEAGE - - - - - 0.00%- 6349 - OTHER ADVERTISING 2,805 5,607 6,986 4,000 5,500 37.50%5,500 6351 - PRINTING 682 280 243 500 300 -40.00%300 6402 - EQUIPMENT SERVICES 4,055 3,081 2,371 2,500 2,500 0.00%2,500 6403 - BLDGS/FACILITIES MAINT SERVICE 1,275 351 404 750 500 -33.33%500 6415 - OTHER EQUIPMENT 14,431 11,195 10,538 9,500 11,000 15.79% 11,000 6422 - SOFTWARE MAINT 406 367 144 620 620 0.00%620 6423 - LOGIS CHARGES 5,131 5,558 3,747 6,475 6,694 3.38%6,921 6432 - CONFERENCES AND SCHOOLS 539 474 772 500 500 0.00%500 6433 - MEETING EXPENSES 71 185 197 100 100 0.00%100 6434 - DUES & SUBSCRIPTIONS 1,615 1,615 1,380 1,300 1,400 7.69%1,400 CENTERBROOK GOLF COURSE FUND - 61300 ENTERPRISE FUND 22 6435 - CREDIT CARD FEES 4,324 2,708 2,401 3,000 2,500 -16.67%2,500 6438 - CASH SHORT (OVER)17 10 (11) - - 0.00%- 6441 - LICENSES, TAXES & FEES 383 812 286 700 800 14.29%800 6449 - OTHER CONTRACTUAL SERVICE 1,886 2,234 1,136 700 900 28.57%900 6491 - MERCHANDISE FOR RESALE 32,524 30,013 24,175 23,000 23,000 0.00% 23,000 TOTAL SERVICES & OTHER CHARGES 73,473 68,754 58,417 55,607 58,264 4.78% 58,491 6361 - GENERAL LIABILITY INSURANCE 1,710 966 939 1,024 1,085 5.96%1,085 6362 - PROPERTY INSURANCE 1,906 1,972 1,525 2,091 2,216 5.98%2,216 6364 - DRAM SHOP INSURANCE 1,419 1,486 1,417 1,142 1,142 0.00%1,142 6366 - MACHINERY BREAKDOWN INSURANCE 218 233 181 247 262 6.07%262 TOTAL INSURANCE 5,253 4,657 4,062 4,504 4,705 4.46%4,705 6381 - ELECTRIC 9,804 10,329 8,116 8,600 9,000 4.65%9,000 6382 - GAS 811 951 609 1,000 1,000 0.00%1,000 6383 - WATER 5,475 9,724 7,452 6,000 6,000 0.00%6,000 6384 - REFUSE DISPOSAL 1,897 1,854 1,307 1,750 1,750 0.00%1,750 6385 - SEWER 640 713 495 650 700 7.69%700 6386 - STORM SEWER 1,015 1,015 776 1,150 1,100 -4.35%1,100 TOTAL UTILITIES 19,642 24,586 18,755 19,150 19,550 2.09% 19,550 6461 - FUEL CHARGES 103 173 178 171 671 292.40%691 6462 - FIXED CHARGES 132 1,808 1,212 1,616 1,217 -24.69%1,254 6463 - REPAIR & MAINT CHARGES 3,768 2,958 1,108 2,640 3,040 15.15%3,131 6465 - REPLACEMENT CHARGES 1,512 11,850 8,888 11,850 12,300 3.80% 12,669 TOTAL CENTRAL GARAGE CHARGES 5,515 16,789 11,386 16,277 17,228 5.84% 17,745 6540 - EQUIPMENT & MACHINERY - 7,123 942 1,800 1,800 0.00%1,800 TOTAL CAPITAL OUTLAY - 7,123 942 1,800 1,800 0.00%1,800 6494 - DEPRECIATION EXPENSE 18,788 18,737 14,014 19,483 19,500 0.09% 19,500 TOTAL DEPRECIATION 18,788 18,737 14,014 19,483 19,500 0.09% 19,500 TOTAL OPERATING EXPENSES 293,258 320,875 257,359 293,770 308,042 4.86% 316,073 OPERATING INCOME (LOSS)(71,654) (108,745) (47,540) (44,770) (73,042) 63.15% (71,323) NONOPERATING REVENUES 4362 - COUNTY GRANTS/AID 16,481 - - - - 0.00%- 4373 - OTHER GRANTS/AID - - - - - 0.00%- 4612 - DONATIONS & CONTRIBUTIONS - - - - - 0.00%- 4921 - REFUNDS & REIMBURSEMENTS 22 40 431 2,250 2,000 -11.11%2,000 TOTAL MISCELLANEOUS 16,503 40 431 2,250 2,000 -11.11%2,000 4915 - TRANSFERS IN 45,000 45,000 - 60,000 60,000 0.00% 60,000 TOTAL NONOPERATING REVENUES 61,503 45,040 431 62,250 62,000 -0.40% 62,000 NONOPERATING EXPENSES 6471 - ADMINISTRATIVE SERVICE TRANSFER 8,946 6,872 5,353 7,138 7,138 0.00%7,138 NET CHANGE IN FUND BALANCE (19,097)$ (70,577)$ (52,462)$ 10,342$ (18,180)$ -275.79% (16,461)$ 23 City of Brooklyn Center Centerbrook Golf Course Cash Flows Revised: 10-12-18 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenues Operations 219,159$ 190,995$ 207,827$ 167,280$ 183,311$ 208,225$ 221,604$ 212,130$ 249,000$ 235,000$ 244,750$ Investment earnings - - - - - 121 - - - - - Nonoperating 6 230 200 375 182,186 6,746 16,503 40 2,250 2,000 2,000 Interfund Proceeds 66,227 63,778 - 76,813 76,997 - - - - - - Transfers - - 200,000 - - 40,000 45,000 45,000 50,000 60,000 60,000 Total 285,392 255,003 408,027 244,468 442,494 255,092 283,107 257,170 301,250 297,000 306,750 Expenditures Personal Services 147,917 132,935 109,254 121,415 128,453 137,679 145,037 155,516 151,799 162,195 173,032 Supplies 17,011 15,406 19,901 19,537 25,980 24,051 25,548 24,713 25,150 24,800 21,250 Other Services & Charges 90,521 79,205 86,373 86,401 75,758 66,691 87,934 99,538 79,022 82,630 83,374 Insurance 7,485 5,897 4,958 4,605 3,736 4,135 5,253 4,657 4,504 4,705 4,705 Utilities 23,460 21,569 23,535 21,514 18,564 16,334 19,642 24,588 19,150 19,550 19,550 Depreciation 28,184 28,185 28,261 10,787 18,738 18,737 18,788 18,737 19,483 19,500 19,500 Capital Outlay - - - - 176,377 - - - 1,800 1,800 1,800 Interfund Payments - - 163,427 - - - - - - - - Total 314,578 283,197 435,709 264,259 447,606 267,627 302,202 327,749 300,908 315,180 323,211 Cash Balance - Beginning - - - 123 400 - - - - 19,825 21,145 Changes in Accruals 1,002 9 (456) 9,281 (14,026) (6,202) 307 51,842 - - - Revenues 285,392 255,003 408,027 244,468 442,494 255,092 283,107 257,170 301,250 297,000 306,750 Expenditures (314,578) (283,197) (435,709) (264,259) (447,606) (267,627) (302,202) (327,749) (300,908) (315,180) (323,211) Noncash - Depreciation 28,184 28,185 28,261 10,787 18,738 18,737 18,788 18,737 19,483 19,500 19,500 Cash Balance - Ending -$ -$ 123$ 400$ -$ -$ -$ -$ 19,825$ 21,145$ 24,184$ Interfund Loan 99,649$ 163,427$ -$ 76,813$ 153,810$ 144,982$ 144,982$ 197,081$ Interfund Advance 792,488$ 792,488$ 792,488$ 792,488$ 792,488$ 792,488$ 792,488$ 792488  $(120,000)  $(100,000)  $(80,000)  $(60,000)  $(40,000)  $(20,000)  $‐ 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget Centerbrook Golf Course  ‐ Net Income  (Excludes Depreciation & Transfers) 24 CE N T E R B R O O K G O L F Th e m i s s i o n o f C e n t e r b r o o k G o l f C o u r s e i s t o b e a p r e m i e r v a l u e go l f c o u r s e , o f f e r i n g a c h a l l e n g i n g , w e l l c o n d i t i o n e d c o u r s e a n d ex c e p t i o n a l c u s t o m e r s e r v i c e . 25 De p a r t m e n t / D i v i s i o n De s c r i p t i o n Ce n t e r b r o o k G o l f C o u r s e i s a n i n e ( 9 ) h o l e , p a r t h r e e ( 3 ) g o l f co u r s e , o w n e d b y t h e C i t y o f B r o o k l y n C e n t e r . I t w a s b u i l t i n 1986- 87 w i t h a l o a n f r o m t h e C a p i t a l I m p r o v e m e n t s F u n d . I t o p e n e d f or bu s i n e s s i n t h e s p r i n g o f 19 8 8 a n d w a s e s t a b l i s h e d a s a n en t e r p r i s e f u n d e n t i t y . En t e r p r i s e f u n d s w e r e e s t a b l i s h e d t o a c c o u n t f o r t h e f i n a n c i n g of se l f - s u p p o r t i n g a c t i v i t i e s o f t h e C i t y , w h i c h r e n d e r s e r v i c e s o n a us e r c h a r g e b a s i s t o t h e g e n e r a l p u b l i c . 26 St a f f i n g L e v e l s Po s i t i o n s 20 1 8 2 0 1 9 2 0 2 0  Su p e r i n t e n d e n t  Pa r t - t i m e S t a f f ( F T E ) Pa r t - t i m e s t a f f t o t a l s • In s i d e • Ou t s i d e 1 1. 5 8 2 1 1. 5 8 211.5 8 2 27 St r a t e g i c F u n c t i o n s / D i v i s i o n s • Tu r f G r a s s T e c h n i c i a n – T h i s d i v i s i o n p r o v i d e s f o r c a r e a n d m a i n t e n a n c e o f t h e g o l f c o urse. It in c l u d e s m a i n t e n a n c e s t a f f , r a n g e r s a n d s t a r t e r s . T h e d i v i s i o n strives to pr o v i d e t h e h i g h e s t q u a l i t y p l a y in g c o n d i t i o n s p o s s i b l e w i t h i n the es t a b l i s h e d b u d g e t l i m i t a t i o n s . C e n t e r b r o o k G o l f C o u r s e w i l l s trive to be an e x a m p l e o f e n v i r o n m e n t a l s e n s i t i v i t y a n d a e s t h e t i c b e a u t y f o r the co m m u n i t y . • Cu s t o m e r S e r v i c e R e p r e s e n t a t i v e – T h i s d i v i s i o n i s r e s p o n s i b l e f o r t h e o p e r a t i o n o f t h e C e n t e r b r ook cl u b h o u s e , i n c l u d i n g c u s t o m e r s e r v i c e , g r e e n f e e , c o n c e s s i o n s a nd me r c h a n d i s e s a l e s . T h e d i v i s i o n s t r i v e s t o p r o v i d e a n e x c e p t i o n al go l f i n g e x p e r i e n c e f o r e v e r y p a t r o n . O u r i n s i d e s e r v i c e s s t a f f will feature kn o w l e d g e a b l e , c u s t o m e r f o c u s e d s t a f f t h a t w i l l p r o v i d e e x e m p l a r y cu s t o m e r s e r v i c e . 28 Ke y I n i t i a t i v e s Cu s t o m e r B a s e D e v e l o p m e n t Co n t i n u e d f o c u s o n i n c r e a s i n g a w a r e n e s s o f C e n t e r b r o o k g o l f a n d at t e m p t i n g t o g r o w t h e g a m e lo c a l l y , w i t h c o n c e n t r a t i o n o n - Y o u t h - N e w g o l f e r s - W o m e n Cu s t o m e r S e r v i c e Co n t i n u e d f o c u s o n c u s t o m e r s e r v i c e a n d i m p r o v i n g t h e c u s t o m e r ex p e r i e n c e . To p G o l f In t e g r a t i n g o u r o p e r a t i o n s w i t h t h e n e w T o p G o l f d e v e l o p m e n t t o the gr e a t e s t e x t e n t p o s s i b l e . 29 An n u a l O p e r a t i n g G o a l Pe r f o r m a n c e M e a s u r e s Pe r f o r m a n c e M e a s u r e s De s c r i p t i o n o f P e r f o r m a n c e Me a s u r e Pe r f o r m a n c e L e v e l s Ac t u a l   V a l u e   2 0 1 7 * A c t u a l   V al u e   2 0 1 8 * T a r g e t   V a l u e   2 0 1 9 Ro u n d s P e r P l a y a b l e D a y 95 . 7 9 1 0 1 . 8 9 1 0 5 Re v e n u e s P e r P l a y a b l e D a y $1 , 8 4 0 $ 1 , 8 6 1 $ 1 , 8 7 0 Op e r a t i n g E x p e n d i t u r e s P e r Ro u n d $1 8 . 4 4 $ 1 8 . 7 8 $ 1 8 . 6 0 Op e r a t i n g R e v e n u e s P e r R o u n d $1 9 . 2 1 $ 2 0 . 0 4 $ 2 0 . 5 0 Ma i n t e n a n c e C o s t P e r A c r e $2 , 8 9 3 $ 2 , 9 3 5 $ 2 , 9 3 0 30 Ca p i t a l O u t l a y $1 , 8 0 0 f o r a d d i t i o n a l p a r k i n g l o t s e c u r i t y c a m e r a Fu n d i n g p l a n f o r p o t e n t i a l n e w d r i v i n g r a n g e c o m p o n e n t i s b e i n g de v e l o p e d . Gr a n t f u n d s a r e b e i n g s o u g h t t o f un d o u r m o v e f r o m c i t y w a t e r t o st o r m w a t e r f o r i r r i g a t i o n . 31 Bu d g e t H i g h l i g h t s Re v e n u e s p r e d i c t e d t o b e $ 2 3 5 , 0 0 0 ( r e v e n u e t a r g e t s d e v e l o p e d f o r “a v e r a g e ” y e a r ) Op e r a t i n g E x p e n d i t u r e s u p 4 . 5 % St a f f c o s t i n c r e a s e s ( l i v a b l e w a g e ) , t e c h n o l o g y r e p l a c e m e n t s , g o lf ca r t l e a s e . Ma r k e t i n g f o c u s a r e a s : Ce n t e r b r o o k w e b s i t e ww w . c e n t e r b r o o k g o l f . c o m E- m a i l , s o c i a l m e d i a , o n - l i n e t ee t i m e s c h e d u l i n g , c a l l c e n t e r , Co u p o n s ( G r o u p o n , P u b l i c C o u n t r y C l u b , U t i l i t y b i l l s , S a v e O n ) Co n t i n u a t i o n o f S N A G ( S t a r t i n g N e w A t G o l f ) P r o g r a m 32 Fi n a n c e R e c o m m e n d a t i o n s • F o r g i v e r e m a i n i n g a d v a n c e ( $ 7 9 2 , 4 8 8 ) f r o m C a p i t a l Im p r o v e m e n t s F u n d – O r i g i n a l a d v a n c e i n 1 9 9 9 o f $1 , 0 5 0 , 0 0 0 t o b e r e p a i d o v e r 2 1 ye a r s a t 0 % i n t e r e s t . – L a s t p a y m e n t 2 0 0 5 . • R e c l a s s i f y a s a S p e c i a l R e v e n u e F u n d – N o l o n g e r b e l i e v e , i n i t s c u r r en t f o r m , i t w i l l b e a b l e t o g e n erate re v e n u e s t o b e s e l f s u f f i c i e n t – R e p r e s e n t s a c h a n g e i n p h i l o s o p h y a n d f i n a n c i a l p r e s e n t a t i o n Qu e s t i o n s ? 33               Earle Brown Heritage Center   Narrative   Budget   Cash Flow   Powerpoint Presentation  34 2019 Brooklyn Center Department Budget Narrative by Fund Department Name: Community Activities, Recreation & Services E a r l e B r o w n H e r i t a g e C e n t e r Department/Division Mission: To deliver a high quality customer experience by providing exceptional customer service and extraordinary food service in an uncommon setting. Department/Division Description: Earle Brown Heritage Center is comprised of four divisions; Convention Center, Administrative Services, Catering Services and Commercial Office Rentals. These Divisions provide for the provision of maintenance, conference services, custodial functions, equipment servicing, development of menus, preparing and serving of food and beverage for events at Earle Brown Heritage Center. Maintenance of buildings and grounds for the commercial office spaces/buildings located at Earle Brown Heritage Center for 3 tenants. A management agreement with Flik International for the food and beverage is currently in place through the year 2019. Key Initiatives focused on the achievement of strategic priorities/value propositions Customer Intimacy  Deliver a High Quality of Service We will strive to maintain our current level of 91% repeat of corporate clients, by reviewing feedback from event evaluations and growing our new creative team, which was initiated in 2014 to foster innovations and enhancements to our customer experience. Community Image  Premier Conference Facility and Centerpiece for the City of Brooklyn Center In 2019, the Earle Brown Heritage Center will celebrate 29 years of operation as one of the regions premier conference and events facilities, and as a centerpiece of the Brooklyn Center community. Through our 2019 marketing efforts, we will continually highlight Earle Brown Heritage Center and the City of Brooklyn Center. Key Infrastructure Investments  Increase Capital Fund Transfer In 2019, we are increasing our revenue goals to 5.1 million. By doing so, our goal is to increase our yearly transfer of funds into our Capital Improvements Fund from $300,000 to $350,000. 35 Staffing Levels P o s i t i o n s FTEs 2018 2019 2020  EBHC Manager  Secretary/Receptionist  Secretary/Billing Clerk  Operations Director  Sales Director  Sales Managers  Maintenance Custodian  Crew Chiefs  Part-time Staff Total 1 1 1 1 1 3 3 2 9 22 1 1 1 1 1 4 3 2 9 23 1 1 1 1 1 4 3 2 9 23 Strategic Functions/Division(s):  Administration Division o This division provides administrative duties for all divisions. Provide a high level of customer service to guests and vendors.  Convention Center Division o This division is responsible for the daily operations for all events. To promote and sell all rooms, manage food, beverage, audio visual equipment and special requests made by clients.  Catering Division o This division is responsible for facility owned equipment, product, and building maintenance related to catering. Flik food and beverage contract expenses are found in this area.  Office Rental o This division responds to any tenant concerns and maintains buildings. Annual Goal and Strategies: 1. Promote and sell the facility in accordance to the 2019 Marketing Plan. a. Participate in five industry associations to network for business b. Add a minimum of 35 new corporate clients c. Work with Flik International, Embassy Suites, and other area hotels on bookings of events. 36 2. Deliver a high quality customer experience a. Build interpersonal relationships with clients to generate higher customer satisfaction, commitment and loyalty. b. Client requests and changes will be responded to quickly. c. Showcase food & beverage services each day based upon client requests and current market trends. 3. Be responsible to our environment by reducing our resource use and food waste. a. Reduce electrical consumption by upgrading light fixtures b. Be part of the Trim Trax program on food waste reduction Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *Actual Value Target Value Increase Revenue 4,891,574 5,466,302 Control Expenses (Percentage of Cost to Revenue) 45.31%/64.31% 41.90%/67.00% Customer Satisfaction Rating 98% 100% New Corporate Clients 23 35 Revenue per Event (Corporate) $12,811 $12,970 Increase Misc. Catering Sales $22,164 $70,394 *2017 data 37 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 61700 - EARLE BROWN HERITAGE CENTER OPERATING REVENUES 4821 - ROOM RENTALS 816,337$ 844,909$ 763,285$ 810,000$ 940,000$ 16.05% 960,000$ 4822 - LABOR CHARGES 26,935 25,515 27,083 25,000 35,000 40.00% 40,000 4823 - EQUIPMENT RENTALS 421,967 403,072 320,258 460,000 480,000 4.35% 500,000 4825 - COMMON AREA MTNCE 21,866 21,866 16,399 13,063 13,063 0.00% 13,063 4827 - SECURITY SERVICES 21,050 17,990 6,675 28,000 20,000 -28.57% 15,000 4828 - CLIENT SERVICES 56,362 53,340 41,439 70,000 70,000 0.00% 70,000 4829 - MISCELLANEOUS 3,600 3,107 2,552 4,500 5,000 11.11% 5,500 4831 - OFFICE RENTALS 103,175 103,175 78,367 103,175 104,484 1.27% 104,484 4842 - SERVICE CHARGES 535,041 567,511 386,025 580,100 564,730 -2.65% 568,001 4844 - FOOD & BEVERAGE SALES 2,397,586 2,558,693 1,687,929 2,499,531 2,776,048 11.06% 2,853,777 4845 - LIQUOR/WINE/BEER SALES 266,889 270,232 145,878 349,900 357,857 2.27% 365,014 4848 - MISCELLANEOUS SALES 29,367 22,164 11,663 39,000 70,394 80.50% 72,202 TOTAL SALES AND USER FEES 4,700,175 4,891,574 3,487,553 4,982,269 5,436,576 9.12% 5,567,041 5586 - COST OF SALES-MISC 75 - - - - 0.00% - 5591 - COST OF SALES-LABOR 1,195,165 1,368,152 839,148 1,394,327 1,421,160 1.92% 1,499,000 5592 - COST OF SALES-FOOD 616,045 635,874 391,509 663,414 686,665 3.50% 714,200 5593 - COST OF SALES-SUPPLIES 131,180 126,689 80,964 159,449 161,012 0.98% 162,590 5594 - COST OF SALES-MGMT FEES 123,600 126,600 86,400 129,600 132,600 2.31% 135,600 TOTAL COST OF GOODS SOLD 2,066,065 2,257,315 1,398,021 2,346,790 2,401,437 2.33% 2,511,390 TOTAL OPERATING REVENUES 2,634,110 2,634,259 2,089,532 2,635,479 3,035,139 15.16% 3,055,651 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 634,437 682,637 542,566 732,682 823,111 12.34% 858,934 6102 - OVERTIME-FT EMPLOYEES 1,483 4,010 1,593 1,000 1,000 0.00%1,000 6103 - WAGES-PART TIME EMPLOYEES 144,162 146,979 112,852 171,000 171,000 0.00% 171,000 6104 - OVERTIME-PART TIME EMPLOYEES 59 192 178 - - 0.00%- 6111 - SEVERANCE PAY 6,813 8,108 1,647 - 10,710 100.00% 22,094 6122 - PERA COORDINATED PLAN 51,904 55,620 44,579 67,852 74,632 9.99% 77,321 6125 - FICA - SOCIAL SECURITY 48,890 51,677 39,931 56,091 61,697 9.99% 63,917 6126 - FICA - MEDICARE 11,434 12,086 9,339 13,120 14,432 10.00% 14,952 6131 - CAFETERIA PLAN CONTRIBUTIONS 118,203 139,006 132,226 185,861 202,062 8.72% 214,228 6141 - UNEMPLOYMENT COMPENSATION 3,264 - - - - 0.00%- 6151 - WORKER'S COMP INSURANCE 23,852 23,529 20,453 27,360 28,841 5.41% 29,648 TOTAL PERSONAL SERVICES 1,044,501 1,123,844 905,364 1,254,966 1,387,485 10.56% 1,453,094 6201 - OFFICE SUPPLIES 3,606 2,706 3,359 3,700 4,600 24.32%4,900 6202 - COPYING SUPPLIES 1,989 1,799 1,844 2,800 3,300 17.86%3,300 6203 - BOOKS/REFERENCE MATERIALS - 30 - 200 200 0.00%200 6211 - CLEANING SUPPLIES 1,354 588 781 3,300 3,300 0.00%3,300 6212 - MOTOR FUELS 12 96 - 200 200 0.00%200 6214 - CLOTHING & PERSONAL EQUIPMENT 768 528 1,175 1,040 1,040 0.00%1,040 6215 - SHOP MATERIALS 154 102 40 650 650 0.00%650 6216 - CHEMICALS/CHEMICAL PRODUCTS 5,647 5,360 6,823 5,900 6,000 1.69%6,100 6217 - SAFETY SUPPLIES 825 606 528 1,300 1,300 0.00%1,300 6219 - GENERAL OPERATING SUPPLIES 25,779 26,644 20,813 32,500 33,500 3.08% 34,500 6223 - BUILDINGS & FACILITIES 23,599 25,079 18,995 28,000 30,000 7.14% 31,000 6225 - PARK & LANDSCAPE MATERIALS 4,716 2,523 4,821 5,900 5,900 0.00%5,900 6226 - SIGNS & STRIPING MATERIALS - 220 - 450 450 0.00%450 6227 - PAINT SUPPLIES 2,017 1,400 1,554 2,750 3,200 16.36%3,200 6237 - LAUNDRY SUPPLIES - - - 80 80 0.00%80 6239 - OTHER REPAIR & MAINT SUPPLIES 3,115 4,182 998 9,000 9,000 0.00%9,000 6241 - SMALL TOOLS 1,210 1,084 476 1,200 1,200 0.00%1,200 6242 - MINOR EQUIPMENT 74,218 61,145 42,865 104,000 111,000 6.73% 112,050 6243 - MINOR COMPUTER EQUIPMENT 5,574 29,802 27,672 10,200 26,325 158.09%1,775 TOTAL SUPPLIES 154,583 163,894 132,744 213,170 241,245 13.17% 220,145 6301 - ACCTG, AUDIT & FIN'L SERVICES 1,956 1,561 1,585 2,000 3,000 50.00%3,000 6303 - LEGAL SERVICES 151 173 - 1,000 1,000 0.00%1,000 6307 - PROFESSIONAL SERVICES 54,260 31,134 12,241 48,400 40,900 -15.50% 45,100 6321 - TELEPHONE/PAGERS 8,173 7,934 5,477 9,712 9,050 -6.82%9,050 6322 - POSTAGE 767 943 591 1,800 1,300 -27.78%1,300 6331 - TRAVEL EXPENSE/MILEAGE 597 944 373 1,000 1,000 0.00%1,000 EARLE BROWN HERITAGE CENTER (EBHC) FUND - 61700 ENTERPRISE FUND 38 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 6333 - FREIGHT/DRAYAGE - - - 500 500 0.00%500 6341 - PERSONNEL ADVERTISING - - - 800 800 0.00%800 6349 - OTHER ADVERTISING 117,474 130,986 118,066 189,300 218,300 15.32% 235,500 6351 - PRINTING 2,107 17,141 1,648 16,500 17,500 6.06% 17,500 6402 - EQUIPMENT SERVICES 63,881 148,277 83,078 66,300 91,600 38.16% 96,600 6403 - BLDGS/FACILITIES MAINT SERVICE 3,972 7,646 10,430 51,650 57,650 11.62% 44,650 6406 - MULTI-FUNCTION MTNCE 3,388 3,734 2,107 3,725 3,900 4.70%3,900 6408 - COMMUNICATION/INFO SYSTEMS 221 107 - - - 0.00%- 6409 - OTHER REPAIR & MAINT SVCS 1,308 1,308 981 1,900 1,900 0.00%1,900 6413 - OFFICE EQUIPMENT - - - 4,300 4,500 4.65%4,500 6415 - OTHER EQUIPMENT 211,940 194,249 160,542 215,500 225,500 4.64% 225,500 6422 - SOFTWARE MAINT 7,300 7,638 4,563 10,705 10,705 0.00% 10,705 6423 - LOGIS CHARGES 21,751 20,750 14,674 25,127 26,128 3.98% 27,027 6428 - PROTECTION SERVICES 15,635 12,375 7,550 19,000 19,000 0.00% 19,000 6432 - CONFERENCES AND SCHOOLS 6,362 11,925 4,153 18,200 20,100 10.44% 20,900 6433 - MEETING EXPENSES 580 764 623 1,200 1,400 16.67%1,400 6434 - DUES & SUBSCRIPTIONS 4,104 3,950 3,065 4,600 4,600 0.00%4,600 6435 - CREDIT CARD FEES 42,113 35,283 25,774 33,800 34,000 0.59% 35,000 6436 - UNCOLLECTIBLE CHECKS/DEBTS (1,253) 1,149 4,516 - - 0.00%- 6438 - CASH SHORT (OVER)(174) (243) 6 - - 0.00%- 6441 - LICENSES, TAXES & FEES 9,071 8,695 5,582 6,900 6,900 0.00%6,900 6443 - PRIZE AWARDS/EXPENSE REIMB - 200 - - - 0.00%- 6449 - OTHER CONTRACTUAL SERVICE 77,441 78,435 66,029 78,000 82,000 5.13% 85,000 6451 - MTG PLANNER POINTS-EBHC - - - 3,000 3,000 0.00%3,000 TOTAL SERVICES & OTHER CHARGES 653,125 727,058 533,654 814,919 886,233 8.75% 905,332 6361 - GENERAL LIABILITY INSURANCE 5,422 4,919 3,999 5,197 5,509 6.00%5,509 6362 - PROPERTY INSURANCE 25,577 24,833 16,765 26,144 27,713 6.00% 27,713 6366 - MACHINERY BREAKDOWN INSURANCE 2,310 2,383 1,632 2,545 2,697 5.97%2,697 TOTAL INSURANCE 33,309 32,135 22,396 33,886 35,919 6.00% 35,919 6381 - ELECTRIC 129,039 134,833 104,282 153,500 153,500 0.00% 153,500 6382 - GAS 33,022 39,367 33,285 46,500 47,500 2.15% 47,500 6383 - WATER 5,380 6,026 3,710 7,600 7,700 1.32%7,700 6384 - REFUSE DISPOSAL 8,870 9,087 7,078 9,900 10,000 1.01% 10,000 6385 - SEWER 6,384 6,651 4,245 6,500 6,600 1.54%6,600 6386 - STORM SEWER 3,106 3,106 1,960 5,000 5,100 2.00%5,100 6389 - STREET LIGHTS 936 936 602 1,200 1,200 0.00%1,200 TOTAL UTILITIES 186,737 200,006 155,162 230,200 231,600 0.61% 231,600 6540 - EQUIPMENT & MACHINERY - - 76,680 - - 0.00%- TOTAL CAPITAL OUTLAY - - 76,680 - - 0.00%- 6494 - DEPRECIATION EXPENSE 182,004 178,388 135,597 189,351 189,351 0.00% 189,351 TOTAL DEPRECIATION 182,004 178,388 135,597 189,351 189,351 0.00% 189,351 TOTAL OPERATING EXPENSES 2,254,259 2,425,325 1,961,597 2,736,492 2,971,833 8.60% 3,035,441 OPERATING INCOME (LOSS)379,851 208,934 127,935 (101,013) 63,306 -162.67% 20,210 NONOPERATING REVENUES 4603 - INTEREST EARNINGS 16,394 21,886 19,303 17,937 19,726 9.97% 19,726 4604 - CHECK PROCESSING FEES 30 - - - - 0.00%- 4605 - UNREALIZED INVESTMENT GAIN/LOSS (2,802) (4,998) - - - 0.00%- TOTAL INVESTMENT EARNINGS 13,622 16,888 19,303 17,937 19,726 9.97% 19,726 4606 - OTHER REVENUE 14,526 21,346 412 10,000 10,000 0.00% 10,000 4912 - CAPITAL CONTRIBUTIONS 131,550 306,224 - - - 0.00%- 4921 - REFUNDS & REIMBURSEMENTS 17,145 4,247 121 - - 0.00%- TOTAL MISCELLANEOUS 163,221 331,817 533 10,000 10,000 0.00% 10,000 TOTAL NONOPERATING REVENUES 176,843 348,705 19,836 27,937 29,726 6.40% 29,726 NONOPERATING EXPENSES 6471 - ADMINISTRATIVE SERVICE TRANSFER 93,675 94,254 74,670 99,561 99,561 0.00% 99,561 6476 - CAPITAL PROJECT FUND TRANSFER 350,000 500,000 325,000 350,000 318,000 -9.14% 318,000 TOTAL TRANSFERS 443,675 594,254 399,670 449,561 417,561 -7.12% 417,561 NET CHANGE IN FUND BALANCE 113,019$ (36,615)$ (251,899)$ (522,637)$ (324,529)$ -37.91% (367,625)$ 39 City of Brooklyn Center Earle Brown Heritage Center Cash Flows Revised: 10-9-18 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenues Operating 3,834,391$ 4,048,739$ 4,458,072$ 4,271,578$ 4,518,231$ 4,487,260$ 4,700,175$ 4,891,574$ 4,982,269$ 5,436,576$ 5,567,041$ Investment Earnings 1,653 8,358 3,831 (1,667) 9,170 16,829 22,639 24,285 17,937 19,726 19,726 Nonoperating 85 62,563 29,287 23,145 60,202 161,902 31,701 25,593 10,000 10,000 10,000 Capital Contributions 110,168 - - - - - - - - - - Transfers - - - - - - - - - - - Total 3,946,297 4,119,660 4,491,190 4,293,056 4,587,603 4,665,991 4,754,515 4,941,452 5,010,206 5,466,302 5,596,767 Expenditures Cost of Goods Sold 1,954,574 2,085,239 2,193,973 2,134,988 2,089,293 2,033,464 2,066,065 2,257,315 2,346,790 2,401,437 2,511,390 Personal Servcies 850,538 919,854 920,770 944,189 1,032,898 1,025,875 1,044,498 1,123,844 1,254,966 1,387,485 1,453,094 Supplies 137,760 137,114 145,899 154,762 172,112 123,072 154,579 163,894 213,170 241,245 220,145 Other Services & Charges 476,987 607,214 786,505 689,656 689,650 697,269 787,466 821,310 914,480 985,794 1,004,893 Insurance 47,615 48,557 48,176 27,642 40,052 37,852 33,310 32,137 33,886 35,919 35,919 Utilities 193,823 193,000 187,311 207,654 206,821 185,406 186,739 200,008 230,200 231,600 231,600 Rent - - - - - - - - - - - Depreciation 628,867 632,486 672,539 672,394 683,625 620,249 182,005 178,387 189,351 189,351 189,351 Capital Outlay - - 15,261 123,284 111,636 101,031 - - - - - Nonoperating - - - - - - - - - - - Transfers Out - 200,000 - 400,000 168,000 262,051 350,000 500,000 350,000 318,000 318,000 Total 4,290,164 4,823,464 4,970,434 5,354,569 5,194,087 5,086,269 4,804,662 5,276,895 5,532,843 5,790,831 5,964,392 Cash Balance - Beginning 767,014 987,228 1,035,594 1,406,677 1,145,848 1,290,156 1,514,003 1,718,059 1,574,083 1,240,797 1,105,619 Changes in Accruals (64,786) 119,684 177,788 128,290 67,167 23,876 72,198 13,080 - - - Revenues 3,946,297 4,119,660 4,491,190 4,293,056 4,587,603 4,665,991 4,754,515 4,941,452 5,010,206 5,466,302 5,596,767 Expenditures (4,290,164) (4,823,464) (4,970,434) (5,354,569) (5,194,087) (5,086,269) (4,804,662) (5,276,895) (5,532,843) (5,790,831) (5,964,392) Noncash - Depreciation 628,867 632,486 672,539 672,394 683,625 620,249 182,005 178,387 189,351 189,351 189,351 Cash Balance - Ending 987,228$ 1,035,594$ 1,406,677$ 1,145,848$ 1,290,156$ 1,514,003$ 1,718,059$ 1,574,083$ 1,240,797$ 1,105,619$ 927,345$  ‐  100,000  200,000  300,000  400,000  500,000  600,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget Budget Earle Brown Heritage Center‐ Net Income (Excludes Depreciation & Transfers) 40 Ea r l e B r o w n H e r i t a g e C e n t e r Di v i s i o n   M i s s i o n : To   d e l i v e r   a   h i g h   q u a l i t y   c u s t o m e r   ex p e r i e n c e   b y   p r o v i d i n g   e x c e p t i o n a l   cu s t o m e r   s e r v i c e   a n d   e x t r a o r d i n a r y   fo o d   s e r v i c e   i n   a n   u n c o m m o n   s e t t i n g . 41 Ea r l e B r o w n H e r i t a g e C e n t e r Ea r l e   B r o w n   H e r i t a g e   C e n t e r   i s   c o m p r i s e d   o f   f o u r   d i v i s i o n s :   – Co n v e n t i o n   C e n t e r – Ad m i n i s t r a t i v e   S e r v i c e s – Ca t e r i n g   S e r v i c e s   – Co m m e r c i a l   O f f i c e   R e n t a l s Th e s e   D i v i s i o n s   p r o v i d e   f o r   th e   d e l i v e r y   o f   m a i n t e n a n c e ,   co n f e r e n c e   s e r v i c e s ,   c u s t o d i a l   f u n c t i o n s ,   e q u i p m e n t   s e r v i c i n g ,   de v e l o p m e n t   o f   m e n u s ,   p r e p a r i n g   a n d   s e r v i n g   o f   f o o d   a n d   be v e r a g e   f o r   e v e n t s   a t   E a r l e   B r o w n   H e r i t a g e   C e n t e r .   M a i n t e n a n c e   of   b u i l d i n g s   a n d   g r o u n d s   f o r   t h e   c o m m e r c i a l   o f f i c e   b u i l d i n g s   lo c a t e d   a t   E a r l e   B r o w n   H e r i t a g e   C e n t e r   f o r   3   t e n a n t s . A  m a n a g e m e n t   a g r e e m e n t   w i t h   F l i k   I n t e r n a t i o n a l   f o r   t h e   f o o d   a n d   be v e r a g e   p o r t i o n   o f   t h e   o p e r a t i o n   h a s   b e e n   r e n e w e d   a n d   i s   i n   p l ace  th r o u g h   t h e   y e a r   2 0 1 9 . 42 Ea r l e B r o w n H e r i t a g e C e n t e r Po s i t i o n s 20 1 8 2 0 1 9 2 0 2 0 E B H C M a n a g e r 11 1 Se c r e t a r y   R e c e p t i o n i s t 1 1 1 Se c r e t a r y B i l l i n g   C l e r k 1 1 1 Op e r a t i o n s   D i r e c t o r 1 1 1 Sa l e s   D i r e c t o r 1 1 1 Sa l e s   M a n a g e r s 3 4 4 Ma i n t e n a n c e   C u s t o d i a n s 3 3 3 C r e w   C h i e f s 22 2 Pa r t ‐ t i m e   S t a f f   ( F T E S ) 9 9 9 T o t a l 2 2 2 3 2 3 St a f f i n g Le v e l s 43 Ea r l e B r o w n H e r i t a g e C e n t e r Ke y   I n i t i a t i v e s Co m m u n i t y   I m a g e  Pr e m i e r   C o n f e r e n c e   F a c i l i t y   a n d   C e n t e r p i e c e   f o r   t h e   C i t y   o f   B r o ok l y n   C e n t e r In   2 0 1 9 ,   t h e   E a r l e   B r o w n   H e r i t a g e   C e n t e r   w i l l   c e l e b r a t e   2 9   y e a r s  o f   o p e r a t i o n   a s   o n e   o f   th e   r e g i o n s   p r e m i e r   c o n f e r e n c e   a n d   e v e n t s   f a c i l i t y ,   a n d   a s   a   c e nt e r p i e c e   o f   t h e   B r o o k l y n   Ce n t e r   c o m m u n i t y .     T h r o u g h   o u r   2 0 1 9   m a r k e t i n g   e f f o r t s ,   w e   w i l l   co n t i n u a l l y   h i g h l i g h t   Ea r l e   B r o w n   H e r i t a g e   C e n t e r   a n d   B r o o k l y n   C e n t e r . Cu s t o m e r   I n t i m a c y    De l i v e r   a   H i g h   Q u a l i t y   o f   S e r v i c e Ou r   g o a l   i s   t o   i m p r o v e t h e   c u r r e n t   l e v e l   o f   9 1 %   r e p e a t   o f   c o r p o r at e   c l i e n t s ,   b y   r e v i e w i n g   fe e d b a c k   f r o m   e v e n t   e v a l u a t i o n s   a n d   g r o w i n g   o u r   n e w   c r e a t i v e   t e a m ,   w h i c h   w a s   i n i t i a t e d   i n   20 1 4   t o   f o s t e r   i n n o v a t i o n s   a n d   e n h a n c e m e n t s   t o   o u r   c u s t o m e r   e x p er i e n c e . Fi n a n c i a l   S t a b i l i t y  In c r e a s e   C a p i t a l   F u n d   T r a n s f e r In   2 0 1 9 ,   w e   a r e   i n c r e a s i n g   o u r   r e v e n u e   g o a l s   t o   5 . 4   m i l l i o n .     B y  d o i n g   s o ,   o u r   o b j e c t i v e   i s   t o   in c r e a s e   t h e   y e a r l y   t r a n s f e r   o f   f u n d s   t o   t h e   C a p i t a l   I m p r o v e m e n ts   F u n d   f r o m   $ 3 0 0 , 0 0 0   t o   $3 5 0 , 0 0 0 .   E a r l e   B r o w n   i s   i n   t h e   1 8 %   o f   c o n v e n t i o n   c e n t e r s   t h a t   a r e   s e l f   s u f f i c i e n t   w i t h o u t   a n y   su b s i d i e s   f o r   o p e r a t i n g   e x p e n s e s . 44 Ea r l e B r o w n H e r i t a g e C e n t e r An n u a l   G o a l s Pr o m o t e   a n d   s e l l   t h e   f a c i l i t y   i n   a c c o r d a n c e   t o   t h e   2 0 1 9   Ma r k e t i n g   P l a n :  Pa r t i c i p a t e   i n   f i v e   i n d u s t r y   a s s o c i a t i o n s   t o   n e t w o r k   f o r   bu s i n e s s  Ad d   a   m i n i m u m   o f   3 5   n e w   c o r p o r a t e   c l i e n t s  Wo r k   w i t h   F l i k   I n t e r n a t i o n a l ,   E m b a s s y   S u i t e s ,   a n d   o t h e r   ar e a   h o t e l s   o n   b o o k i n g s   o f   e v e n t s . De l i v e r   a   h i g h   q u a l i t y   c u s t o m e r   e x p e r i e n c e :  Bu i l d   i n t e r p e r s o n a l   r e l a t i o n s h i p s   w i t h   c l i e n t s   t o   g e n e r a t e   h i g h er   c u s t o m e r   s a t i s f a c t i o n ,   co m m i t m e n t   a n d   l o y a l t y .  Cl i e n t   r e q u e s t s   a n d   c h a n g e s   w i l l   b e   r e s p o n d e d   t o   q u i c k l y .  Sh o w c a s e   f o o d   &   b e v e r a g e   s e r v i c e s   e a c h   d a y   b a s e d   u p o n   c l i e n t   r e q u e s t s   a n d   c u r r e n t   ma r k e t   t r e n d s . Be   r e s p o n s i b l e   t o   o u r   e n v i r o n m e n t   b y   r e d u c i n g   o u r   r e s o u r c e   u s e   a n d   f o o d   w a s t e :  Re d u c e   e l e c t r i c a l   c o n s u m p t i o n   b y   u p g r a d i n g   l i g h t   f i x t u r e s  Be   p a r t   o f   t h e   T r i m   T r a x   p r o g r a m   o n   f o o d   w a s t e   r e d u c t i o n 45 Ea r l e B r o w n H e r i t a g e C e n t e r Pe r f o r m a n c e O b j e c t i v e s De s c r i p t i o n o f P e r f o r m a n c e M e a s u r e Pe r f o r m a n c e L e v e l s *A c t u a l V a l u e Ta r g e t V a l u e In c r e a s e R e v e n u e 4, 8 9 1 , 5 7 4 4, 9 8 2 , 3 8 0 Co n t r o l E x p e n s e s ( P e r c e n t a g e o f C o s t t o R e v e n u e ) 4 5 . 3 1 % / 6 4 . 3 1 % 4 1 .9 0 % / 6 7 . 0 0 % Cu s t o m e r S a t i s f a c t i o n R a t i n g 98 % 10 0 % Ne w C o r p o r a t e C l i e n t s 23 35 Re v e n u e p e r E v e n t ( C o r p o r a t e ) $1 2 , 8 1 1 $1 2 , 9 7 0 In c r e a s e M i s c . C a t e r i n g S a l e s ( D é c o r / C e n t e r p i e c e s ) $ 2 2 , 1 6 4 $3 5 , 0 0 0 An n u a l   O p e r a t i n g   G o a l   Pe r f o r m a n c e   M e a s u r e s : *2 0 1 7   D a t a 46 Ea r l e B r o w n H e r i t a g e C e n t e r Ca p i t a l   I m p r o v e m e n t   F u n d Pl a n n e d   b u d g e t   t r a n s f e r   o f   $ 3 1 8 , 0 0 0 20 1 8   P r o j e c t s   C o m p l e t e d :   Ch a i r   r e p l a c e m e n t s ,   d e w a t e r i n g   w e l l   h e a d e r ,   r o o f   – Ga r d e n   C i t y . 20 1 8   P r o j e c t s   T o   B e   C o m p l e t e d : bo o k i n g   &   r e s e r v a t i o n   p r o g r a m   a n d   p h o n e   sy s t e m . 20 1 9   P r o j e c t s :   ca r p e t   – T a c k   R o o m ,   M o r g a n   R o o m ,   H a r v e s t ,   G a r d e n   C i t y ,   L i n k   &   co m m o n   a r e a s ,   p h o n e   s y s t e m ,   3   s w i t c h e s ,   e n t r a n c e   d o o r s   &   r o o f   – Ca r r i a g e   H a l l .   47 Ea r l e B r o w n H e r i t a g e C e n t e r Bu d g e t   H i g h l i g h t s La b o r :   An n u a l   w a g e   a d j u s t m e n t s   a n d   a p p r o v e d   s t e p   i n c r e a s e s Li v a b l e   w a g e Bu i l d i n g   a n d   F a c i l i t i e s   M a i n t e n a n c e Ma i n   p a r k i n g   l o t ,   u p g r a d e   E M S   s y s t e m ,   c o f f e e   &   c r u s h e d   i c e   m a c h in e s Mi n o r   C o m p u t e r   E q u i p m e n t 3 C o m p u t e r s ,   2 M F D   r e p l a c e m e n t s ,   W I F I   A c c e s s   P o i n t s Pr o f e s s i o n a l   S e r v i c e s   &   A d v e r t i s i n g :   In c r e a s e   c o r p o r a t e   a d   p l a c e m e n t   o n   s o c i a l   m e d i a   a n d   p r i n t 48 MEMORANDUM – CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Mission: Ensuring an attractive, clean, safe, inclusive community that enhances the quality of life for all people and preserves the public trust DATE: October 29, 2018 TO: Curt Boganey, City Manager FROM: Nathan Reinhardt, Finance Director SUBJECT: 2019 Public Utility Budgets Recommendation: It is recommended that the City Council/Financial Commission consider providing direction to staff regarding the 2019 public utility budgets and proposed utility rates for 2019. Background: Staff has attached and will present information on the expected expenditures for operation of the City’s utility services for 2019. The expenditures include total direct and indirect costs including depreciation of capital assets and administrative costs. Along with those costs are projections of the revenues needed for 2019 and for the next fifteen years to keep operations running smoothly and fund the infrastructure improvements needed in each of the utility systems. The cash flow analysis for each of the five utilities indicate anticipated rate changes necessary to maintain adequate cash balances during the construction of the utility improvements associated with the City’s 15-year Capital Improvement Plan (CIP). Additional information is attached on the City’s current and proposed rates shown with data from comparison cities for each utility. For 2019, rate increases are proposed Water, Sanitary Sewer and Storm Sewer in order to maintain cash reserves, fund normal operations, pay for debt service and finance infrastructure improvements. Rates for the various utilities for 2019 are shown in comparison to 2018 below: Fund Description 2018 Rate 2019 Rate Change Water Base Charge - Residential (quarterly) $14.64 $15.52 $0.88 / quarter Consumption Charge - Residential Meters Tier I (0 - 30 gallons) Tier II (31 - 60 gallons) Tier III (61 and greater) $2.44 3.04 4.54 $2.59 3.22 4.81 $0.15 / 1,000 gallons $0.18 / 1,000 gallons $0.27 / 1,000 gallons Consumption Charge - Non-residential (Per 1,000 gallons) $3.04 $3.42 $0.38 / 1,000 gallons Sanitary Sewer Base Charge (quarterly) $82.42 $84.89 $2.47 / quarter Consumption Charge - Non-residential (Per 1,000 gallons) $3.32 $3.58 $0.26 / 1,000 gallons Storm Sewer Base Charge (quarterly) $14.77 $15.07 $0.30 /quarter Street Light Base Charge (quarterly) $6.55 $6.55 No change Recycling Base Charge (quarterly) $11.98 $11.98 No change 1 MEMORANDUM – CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Mission: Ensuring an attractive, clean, safe, inclusive community that enhances the quality of life for all people and preserves the public trust The quarterly utility bill for a household using 18,000 gallons of water (considered the typical residential user) is shown in comparison to 2018 rates as follows: Fund 2018 Bill 2019 Bill $ Change/quarter Water $58.56 $62.14 $3.58 Sanitary Sewer 82.42 84.89 2.47 Storm Sewer 14.77 15.07 0.30 Street Light 6.55 6.55 - Recycling 11.98 11.98 - Total $174.28 $180.63 $6.35 Utility revenue needs are being predominately driven by debt service payments and infrastructure replacement costs identified in the Capital Improvement Plan over the next several years. The 2019 Budget includes a debt issue for the Interstate Area neighborhood reconstruction project and Southeast Area mill and overlay project. The debt would be repaid from a combination of sources that include utility revenues, special assessments and property tax levies. The proposed debt issue for 2019 is as follows: Fund (Revenue Source) Amount Street Reconstruction (tax levy) $2,300,000 Water (user fees) 2,600,000 Sewer (user fees) 1,750,000 Storm Drainage (user fees) 1,670,000 Special Assessments (assessments) 2,810,000 Total $11,130,000 Based on a 10 year term and net interest rate of 2.84% the annual payment would be approximately $1,362,000. The sources for the annual debt payments would be comprised of an estimated $279,000 of property tax levy, $318,000 in water user fees, $215,000 in sanitary sewer fees, $205,000 in storm drainage user fees, and $345,000 in special assessments. The debt issuance would allow the City to smooth utility rate increases over a period of time and staff feels this is the best approach considering the recent rate increases needed to fund the debt repayments on the PFA loan that was used to construct the City of Brooklyn Center water treatment plant. Strategic Priorities:  Enhanced Community Image  Resident Economic Stability  Inclusive Community Engagement  Targeted Redevelopment  Safe, Secure, Stable Community  Key Transportation Investments 2 2019 Brooklyn Center Department Budget Narrative Department Name: Public Works Utilities Division Department Mission: The mission of the Brooklyn Center Public Works Department-Utilities Division for the residents, business owners and visitors of the city is to responsibly provide for the maintenance and operations of the drinking water, sanitary sewer, storm water management and lighting systems in a quality, cost effective manner. Department Description: The Public Works Department is comprised of five divisions, including: Administration/Engineering; Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street lighting); and Central Garage. The Public Works Department also assists in administrating the capital asset management for the City’s public buildings and facilities. The Utilities division provides for the operation, maintenance and management of the City’s drinking water system, sanitary sewer collection and conveyance system, storm sewer collection and management system, and street light system. Key Initiatives focused on the achievement of strategic priorities/value propositions Inclusive Community Engagement  General Community Outreach In 2019 we will continue the operation of the new water treatment plant. This new community asset must include a component of open and valuable community participation, outreach and education. Infrastructure – Key Investments  Critical Infrastructure Improvements In 2019 we will implement the 25th year of the street and utility construction program by providing the needed capital improvements, which increase value to the public infrastructure and provide a catalyst towards other infrastructure improvements and value throughout neighborhoods Citywide.  Capital Improvement Funding Strategy In 2019 a financial strategy that uses a combination of General Obligation Improvement Bonds, Utility Revenue Bonds, and Utility Fund rate adjustments will be used to fund short fallings in Capital Improvement funding. Staffing Levels P o s i t i o n s FTEs 2018 2019 2020  Supervisor of Utilities 1 1 1  Engineering Technician 3 (distributed 1/3 over 49141, 49251 and 49411) 1 1 1  Maintenance II (4-49141, 2-49251, 2-49411) 8 9 9  Part Time/Summer Temporary Employees (3- 49141, 2-49251, 1-49411) 2.0 2.0 2.0 TOTAL 12.0 12.0 12.0 3 Strategic Functions/Division(s):  Water Utility (49141) o We provide for the distribution of the City’s potable water to customers. This division includes the operations, administration and utility billing for the utility. The division is managed by the Public Works Director, except for the utility billing component which is managed by the Finance Department. The City has approximately 121 miles of water main, over 1,300 water valves, and almost 1,000 fire hydrants providing service to over 7,000 metered single-family residential connections and approximately 1,600 metered apartments/townhouses/commercial/ industrial customers. Water is supplied from nine municipal wells. A new water treatment plant was opened in 2016. Also included in this division is the maintenance of meters, locating water mains and services, testing of the municipal water supply throughout the system as required, preventative maintenance, and emergency repairs to the City’s distribution system and its appurtenances. The utility billing operation prepares and sends out utility bills, receives meter readings and makes estimated readings, and administers collections and assessment for non-payment.  Sanitary Sewer Utility (49251) o We provide for the collection and conveyance of wastewater through a system of mains and lift stations. Sewage is treated by the Metropolitan Council Environmental Services, whose fees account for approximately 75% of this fund’s expenditures. This division is managed by the Public Works Director, except for the utility billing component, which is managed by the Finance Department. The City has approximately 106 miles of sanitary sewer ranging in size from 8” to 24” in diameter, and just under 9,000 service connections. Included in this division is the routine and preventative maintenance of the City’s collection system and its appurtenances, monitoring of inflow and infiltration, television inspection of the interiors of mains, and customer service such as providing sewer locations. This activity involves the operation and maintenance of the City’s ten wastewater lift stations, which includes buildings, equipment, and property.  Storm Sewer Utility (49411) o We provide for the collection and management of stormwater throughout the city in compliance with State and Federal regulatory requirements. The Storm Drainage Utility operates and maintains approximately 88 miles of storm sewers and just under 100 storm water management ponds or treatment devices. The Storm Drainage Utility also provides for street sweeping operations and the City’s participation in two joint powers Watershed Commissions, which provide for regional planning, surface water quality monitoring, and Wetlands Conservation Act compliance.  Streetlight Utility (49571) o We provide for electrical service, maintenance, repair, and replacement of lights owned by the City. The City owns approximately 71 ornamental lights in the Opportunity commercial area, 85 ornamental lights on Brooklyn Boulevard, 40 ornamental lights along Xerxes Avenue, 72 ornamental lights along Bass Lake Rd and 57th Avenue and leases approximately 915 lights from Xcel Energy. Another 97 lights owned by the City are located on traffic signal systems. The Street Light Utility also provides for electrical and maintenance fees paid to Xcel Energy for street lights owned by Xcel Energy. 4 Annual Goal and Strategies: 1. Meet or exceed safe drinking water standards of the State of Minnesota and manage storm water runoff in an efficient and environmentally sensitive manner. a. Manage and enforce the City’s Wellhead Protection Plan goals. b. Implement Best Management Practices (BMPs) that support the City’s and Watershed’s impaired waters Total Maximum Daily Load (TMDL) plans. c. Develop maintenance schedule and manual for Water Treatment Plant maintenance activities 2. Initiate improved, streamlined management strategies and techniques by use of refined methods and technologies. a. Update process flow charting for the utility department and emergency management. b. Automate the monthly well pumping records and reporting to the Minnesota Department of Health. Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *Actual Value Target Value Number of private wells abandoned and sealed XX >20 Administration fees to project cost ratio 15.4% <15% Miles of annual street sweeping performed 800 miles (4.5 Citywide, 11 targeted) >990 miles (4 Citywide rounds, 10 rounds of targeted secondary areas) Miles of annual sanitary sewer televised, cleaned, root-sawed and new pipe 39.1 > or = 19.6 miles (1/5 of the City’s total 97.9 miles) Private sanitary sewer backups per year (due to City system blockage) 0 0 *2017 data Capital Outlay and Other Initiatives with Significant Budget Impact  2019-20 Capital Improvement Projects – See CIP section of Budget  2019-Sewer-Feasibility Study for lift station rehabilitation upgrades- $40,000  2019-Water-Lawncare equipment for Water Treatment Plant- $3,900  2019-Add 1 storm sewer maintenance worker 5 City of Brooklyn Center 2019 Budget - Public Utilities Funds Summary 60100 60200 65100 65200 65300 Sanitary Storm Street Water Sewer Sewer Lights Recycling Total Revenues Charges for goods and services 3,755,922$ 4,416,304$ 1,662,948$ 450,500$ 404,769$ 10,690,443$ Investment earnings 48,624 64,392 52,833 10,409 2,823 179,081 Total Revenues 3,804,546 4,480,696 1,715,781 460,909 407,592 10,869,524 Expenditures Capital outlay 3,090,000 2,915,000 3,800,000 572,000 - 10,377,000 Debt service 1,932,763 544,641 190,285 - - 2,667,689 Utility operations 3,478,650 4,399,962 2,001,111 338,304 397,576 10,615,603 Total Expenditures/Expenses 8,501,413 7,859,603 5,991,396 910,304 397,576 23,660,292 Other Financing Sources and Uses Issuance of debt 2,600,000 1,750,000 1,670,000 - - 6,020,000 Transfers out (105,996) (99,426) (99,426) (25,766) (11,169) (341,783) Total Other Financing Sources & Uses 2,494,004 1,650,574 1,570,574 (25,766) (11,169) 5,678,217 Net Change in Fund Balance (2,202,863)$ (1,728,333)$ (2,705,041)$ (475,161)$ (1,153)$ (7,112,551)$ 6           Water Utility     Budget   Cash Flow Projections   Rate Comparisons   Proposed Debt Service  7 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 49141 - WATER UTILITY-OPERATIONS OPERATING REVENUES 4701 - WATER SALES 2,801,927$ 3,159,231$ 2,420,868$ 3,424,846$ 3,350,922$ -2.16% 3,688,955$ 4702 - FIRE LINES 9,116 9,004 6,825 9,000 9,000 0.00% 9,000 4703 - WATER METER SALES 10,052 (32,699) (20,520) 5,000 5,000 0.00% 5,000 4704 - WATER METER RENTALS 3,025 3,925 450 3,000 3,000 0.00% 3,000 4705 - SERVICE RESTORATION FEES 1,488 1,171 1,991 3,000 3,000 0.00% 3,000 4706 - CONNECTION CHARGES 5,500 16,500 8,000 9,000 9,000 0.00% 9,000 4707 - PENALTIES 116,389 135,801 124,042 95,000 95,000 0.00% 95,000 4708 - TOWER RENTAL FEES 219,291 225,070 35,632 256,000 256,000 0.00% 256,000 4709 - CERTIFICATION CHARGES 24,750 25,320 26,490 25,000 25,000 0.00% 25,000 TOTAL SALES AND USER FEES 3,191,538 3,543,323 2,603,778 3,829,846 3,755,922 -1.93% 4,093,955 TOTAL OPERATING REVENUES 3,191,538 3,543,323 2,603,778 3,829,846 3,755,922 -1.93% 4,093,955 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 334,445 335,717 262,552 350,113 364,077 3.99% 377,354 6102 - OVERTIME-FT EMPLOYEES 54,158 47,301 40,212 48,000 48,000 0.00% 48,000 6103 - WAGES-PART TIME EMPLOYEES 24,640 26,380 23,864 22,105 22,105 0.00% 22,105 6111 - SEVERANCE PAY 5,204 5,692 - - 2,996 100.00%5,556 6122 - PERA COORDINATED PLAN 29,145 28,726 22,707 31,515 32,563 3.33% 33,559 6125 - FICA - SOCIAL SECURITY 24,285 24,336 19,140 26,053 26,920 3.33% 27,742 6126 - FICA - MEDICARE 5,680 5,692 4,476 6,095 6,296 3.30%6,490 6131 - CAFETERIA PLAN CONTRIBUTIONS 65,192 65,192 56,288 75,774 76,495 0.95% 81,101 6151 - WORKER'S COMP INSURANCE 13,539 12,644 10,994 17,398 18,351 5.48% 18,913 TOTAL PERSONAL SERVICES 556,288 551,680 440,233 577,053 597,803 3.60% 620,820 6201 - OFFICE SUPPLIES 1,360 1,689 1,058 1,800 2,300 27.78%1,800 6203 - BOOKS/REFERENCE MATERIALS - - 86 500 500 0.00%500 6204 - STATIONARY SUPPLIES 827 791 969 1,610 1,610 0.00%1,610 6212 - MOTOR FUELS - 1,999 1,211 2,000 2,000 0.00%2,000 6214 - CLOTHING & PERSONAL EQUIPMENT - 100 - 400 400 0.00%400 6216 - CHEMICALS/CHEMICAL PRODUCTS 167,221 140,640 111,815 185,000 185,000 0.00% 185,000 6217 - SAFETY SUPPLIES 422 2,841 2,323 2,700 1,200 -55.56%1,200 6219 - GENERAL OPERATING SUPPLIES 10,914 7,336 9,714 11,600 11,600 0.00% 11,600 6223 - BUILDINGS & FACILITIES - 42 291 1,500 1,500 0.00%1,500 6224 - STREET MAINT MATERIALS 5,979 14,047 5,336 16,000 16,000 0.00% 16,000 6227 - PAINT SUPPLIES 1,116 1,240 2,132 1,600 1,600 0.00%2,100 6235 - UTILITY SYSTEM SUPPLIES 6,772 5,736 32,778 16,000 16,000 0.00% 16,000 6239 - OTHER REPAIR & MAINT SUPPLIES 12,700 11,404 3,484 16,000 16,000 0.00% 16,000 6241 - SMALL TOOLS 238 566 640 500 500 0.00%500 6242 - MINOR EQUIPMENT 8,057 19,438 6,443 14,600 14,500 -0.68% 10,000 6243 - MINOR COMPUTER EQUIPMENT - - 2,135 10,850 - -100.00%1,050 TOTAL SUPPLIES 215,606 207,869 180,415 282,660 270,710 -4.23% 267,260 6301 - ACCTG, AUDIT & FIN'L SERVICES 2,445 1,952 1,982 2,500 3,000 20.00%3,000 6302 - ARCH, ENG & PLANNING 34,853 86,412 40,073 35,500 35,500 0.00% 35,500 6307 - PROFESSIONAL SERVICES 7,003 13,328 23,956 40,400 41,900 3.71% 36,900 6321 - TELEPHONE/PAGERS 2,580 3,352 2,783 4,065 4,100 0.86%4,100 6322 - POSTAGE 4,840 4,840 3,520 6,500 6,500 0.00%6,500 6329 - OTHER COMMUNICATION SERVICES 2,521 2,521 1,769 2,680 2,680 0.00%2,680 6331 - TRAVEL EXPENSE/MILEAGE - - 21 200 200 0.00%200 6333 - FREIGHT/DRAYAGE - 84 23 50 50 0.00%50 6341 - PERSONNEL ADVERTISING - - - 160 160 0.00%160 6342 - LEGAL NOTICES - - 349 100 100 0.00%100 6351 - PRINTING 308 310 329 500 500 0.00%500 6402 - EQUIPMENT SERVICES 85,743 34,401 54,080 4,000 5,000 25.00%5,000 6403 - BLDGS/FACILITIES MAINT SERVICE 15,254 10,289 7,626 10,800 12,400 14.81% 12,400 6406 - MULTI-FUNCTION MTNCE 111 117 72 515 250 -51.46%250 6409 - OTHER REPAIR & MAINT SVCS - 2,151 13,274 12,400 13,200 6.45% 13,200 6417 - UNIFORMS 204 205 119 800 1,400 75.00%1,400 6422 - SOFTWARE MAINT 41 1,136 656 - - 0.00%- 6423 - LOGIS CHARGES 38,351 39,913 30,960 39,942 41,721 4.45% 43,136 6432 - CONFERENCES AND SCHOOLS 2,003 2,776 2,055 2,880 2,880 0.00%2,880 6434 - DUES & SUBSCRIPTIONS 2,398 2,976 2,961 2,900 3,200 10.34%3,550 6435 - CREDIT CARD FEES - - - 200 200 0.00%200 6436 - UNCOLLECTIBLE CHECKS/DEBTS 328 - - - - 0.00%- 6438 - CASH SHORT (OVER)(2) 9 - - - 0.00%- 6441 - LICENSES, TAXES & FEES 71,342 72,041 57,396 76,000 76,000 0.00% 76,000 6449 - OTHER CONTRACTUAL SERVICE 101,162 87,922 86,535 75,000 100,000 33.33% 100,000 TOTAL SERVICES & OTHER CHARGES 371,485 366,735 330,539 318,092 350,941 10.33% 347,706 6361 - GENERAL LIABILITY INSURANCE 28,977 28,940 23,977 30,676 32,517 6.00% 33,000 6362 - PROPERTY INSURANCE 6,213 5,169 3,994 5,479 5,808 6.00%6,000 6366 - MACHINERY BREAKDOWN INSURANCE 1,260 1,065 823 1,129 1,197 6.02%1,200 TOTAL INSURANCE 36,450 35,174 28,794 37,284 39,522 6.00% 40,200 WATER UTILITY FUND - 60100 PUBLIC UTILITY FUND 8 6381 - ELECTRIC 171,472 181,183 143,970 190,000 190,000 0.00% 190,000 6382 - GAS 13,587 16,337 14,751 30,000 22,600 -24.67% 22,600 6383 - WATER 6,819 6,815 4,629 4,000 7,000 75.00%7,000 6385 - SEWER 8,138 6,385 4,374 4,000 6,000 50.00%6,000 6386 - STORM SEWER 8,712 8,712 6,865 6,400 8,700 35.94%8,700 6388 - HAZARDOUS WASTE DISPOSAL - - - 1,000 - -100.00%- 6389 - STREET LIGHTS 2,624 2,624 1,968 1,500 2,600 73.33%2,600 TOTAL UTILITIES 211,352 222,056 176,557 236,900 236,900 0.00% 236,900 6461 - FUEL CHARGES 3,374 3,973 3,714 3,427 5,427 58.36%5,590 6462 - FIXED CHARGES 9,999 10,043 6,835 9,113 6,921 -24.05%7,129 6463 - REPAIR & MAINT CHARGES 17,612 9,242 13,290 10,000 12,500 25.00% 12,875 6465 - REPLACEMENT CHARGES 23,133 21,708 16,281 21,708 22,450 3.42% 23,124 TOTAL CENTRAL GARAGE CHARGES 54,118 44,966 40,120 44,248 47,298 6.89% 48,718 6494 - DEPRECIATION EXPENSE 1,143,664 1,635,255 1,189,295 1,935,476 1,935,476 0.00% 1,935,476 TOTAL DEPRECIATION 1,143,664 1,635,255 1,189,295 1,935,476 1,935,476 0.00% 1,935,476 TOTAL OPERATING EXPENSES 2,588,963 3,063,735 2,385,953 3,431,713 3,478,650 1.37% 3,497,080 OPERATING INCOME 602,575 479,588 217,825 398,133 277,272 -30.36% 596,875 NONOPERATING REVENUES 4601 - SPECIAL ASSESSMENTS 22,256 30,982 (251,171) - - 0.00%- 4607 - SPEC ASSESS INTEREST 37 19 - - - 0.00%- TOTAL SPECIAL ASSESSMENTS 22,293 31,001 (251,171) - - 0.00%- 4603 - INTEREST EARNINGS 13,404 44,768 54,232 20,952 48,624 132.07% 48,624 4605 - UNREALIZED INVESTMENT GAIN/LOSS (4,591) (16,614) - - - 0.00%- TOTAL INVESTMENT EARNINGS 8,813 28,154 54,232 20,952 48,624 132.07% 48,624 4604 - CHECK PROCESSING FEES 1,200 1,200 1,530 - - 0.00%- 4921 - REFUNDS & REIMBURSEMENTS 275 10,073 14,000 - - 0.00%- 4922 - PROJECT ADMINISTRATION 1,200 - - - - 0.00%- TOTAL MISCELLANEOUS 2,675 11,273 15,530 - - 0.00%- 4931 - BOND SALES - - - 3,390,000 2,600,000 -23.30% 3,270,000 4932 - PREMIUM ON BOND SALES 51,037 161,068 - - - 0.00%- TOTAL DEBT ISSUANCE 51,037 161,068 - 3,390,000 2,600,000 -23.30% 3,270,000 TOTAL NONOPERATING REVENUES 84,818 231,496 (181,409) 3,410,952 2,648,624 -22.35% 3,318,624 NONOPERATING EXPENSES 6530 - IMPROVEMENTS - 719 1,221,734 3,685,000 3,090,000 -16.15% 3,944,000 6540 - EQUIPMENT & MACHINERY - - 34,666 35,000 - -100.00%- TOTAL CAPITAL OUTLAY - 719 1,256,400 3,720,000 3,090,000 -16.94% 3,944,000 6601 - BOND PRINCIPAL - (53,753) - 1,196,750 1,501,750 25.49% 1,755,750 6611 - BOND INTEREST 209,001 282,013 369,776 327,719 429,513 31.06% 450,399 6621 - PAYING AGENT/OTHER FEES 21,028 33,807 18,997 1,500 1,500 0.00%1,500 TOTAL DEBT SERVICE 230,029 262,067 388,773 1,525,969 1,932,763 26.66% 2,207,649 6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 94,815 79,497 105,996 105,996 0.00% 105,996 TOTAL TRANSFERS 92,103 94,815 79,497 105,996 105,996 0.00% 105,996 TOTAL NONOPERATING EXPENSES 322,132 357,601 1,724,670 5,351,965 5,128,759 -4.17% 6,257,645 NET CHANGE IN FUND BALANCE 365,261$ 353,483$ (1,688,254)$ (1,542,880)$ (2,202,863)$ 42.78% (2,342,146)$ 9 Ci t y o f B r o o k l y n C e n t e r Wa t e r U t i l i t y C a s h F l o w s Re v i s e d : 1 0 - 8 - 1 8 Av e r a g e R e s i d e n t i a l F e e (1 8 , 0 0 0 G a l l o n s / P e r Q t r . ) 58 . 5 6 $ 5 8 . 5 6 $ 6 2 . 1 4 $ 6 7 . 6 8 $ 7 3 . 7 0 $ 8 0 . 4 0 $ 8 7 . 6 1 $ 9 1 . 9 5 $ 9 4 . 6 2 $ 9 7 . 4 9 $ 9 9 . 4 2 $ 9 9 . 4 2 $ 9 9 . 4 2 $ 9 7 . 4 8 $ 94.59 $ 89.81 $ 83.56 $ Pe r Q u a r t e r C h a n g e 9. 8 2 $ - $ 3 . 5 8 $ 5 . 5 4 $ 6 . 0 2 $ 6 . 7 0 $ 7 . 2 1 $ 4 . 3 4 $ 2 . 6 7 $ 2 . 8 7 $ 1 . 9 3 $ - $ - $ (1.94)$ (2.89)$ (4.78)$ (6.25)$ Ba s e C h a r g e 14 . 6 4 $ 14 . 6 4 $ 15 . 5 2 $ 16 . 9 2 $ 18 . 4 4 $ 20 . 1 0 $ 21 . 9 1 $ 23 . 0 1 $ 23 . 7 0 $ 24 . 4 1 $ 24 . 9 0 $ 24 . 9 0 $ 24 . 9 0 $ 24.40 $ 23.67 $ 22.49 $ 20.92 $ Co n s u m p t i o n C h a r g e ( 0 - 3 0 ) 2. 4 4 $ 2. 4 4 $ 2. 5 9 $ 2. 8 2 $ 3. 0 7 $ 3. 3 5 $ 3. 6 5 $ 3. 8 3 $ 3. 9 4 $ 4. 0 6 $ 4. 1 4 $ 4. 1 4 $ 4. 1 4 $ 4.06 $ 3.94 $ 3.74 $ 3.48 $ Co n s u m p t i o n C h a r g e ( 3 0 - 6 0 ) 3. 0 4 $ 3. 0 4 $ 3. 2 2 $ 3. 5 1 $ 3. 8 3 $ 4. 1 7 $ 4. 5 5 $ 4. 7 8 $ 4. 9 2 $ 5. 0 7 $ 5. 1 7 $ 5. 1 7 $ 5. 1 7 $ 5.07 $ 4.92 $ 4.67 $ 4.34 $ Co n s u m p t i o n C h a r g e ( 6 0 + ) 4. 5 4 $ 4. 5 4 $ 4. 8 1 $ 5. 2 4 $ 5. 7 1 $ 6. 2 2 $ 6. 7 8 $ 7. 1 2 $ 7. 3 3 $ 7. 5 5 $ 7. 7 0 $ 7. 7 0 $ 7. 7 0 $ 7.55 $ 7.32 $ 6.95 $ 6.46 $ Ac t u a l B u d g e t e d B u d g e t e d B u d g e t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 20 2 4 20 2 5 2 0 2 6 2 0 2 7 2 0 2 8 20 2 9 2030 2031 2032 2032 Re v e n u e s Op e r a t i n g 3, 5 4 3 , 3 2 3 $ 3, 5 4 3 , 3 2 3 $ 3, 7 5 5 , 9 2 2 $ 4, 0 9 3 , 9 5 5 $ 4, 4 6 2 , 4 1 1 $ 4, 8 6 4 , 0 2 8 $ 5, 3 0 1 , 7 9 1 $ 5, 5 6 6 , 8 8 1 $ 5, 7 3 3 , 8 8 7 $ 5, 9 0 5 , 9 0 4 $ 6, 0 2 4 , 0 2 2 $ 6, 0 2 4 , 0 2 2 $ 6, 0 2 4 , 0 2 2 $ 5,903,541 $ 5,726,435 $ 5,440,113 $ 5,059,305 $ In v e s t m e n t E a r n i n g s 28 , 1 5 4 36 , 5 5 1 48 , 6 2 4 48 , 6 2 4 30 , 1 8 1 15 , 8 1 9 13 , 6 7 8 7, 7 2 3 11 , 7 0 1 12 , 4 6 2 12 , 6 2 6 18 , 9 3 3 25 , 7 6 5 29,957 20,829 25,405 38,057 No n o p e r a t i n g 42 , 2 7 4 - - - - - - - - - - - - - - - - Bo n d P r o c e e d s ( G O ) 3, 2 3 0 , 0 0 0 3, 1 9 1 , 4 5 1 2, 6 0 0 , 0 0 0 3, 2 7 0 , 0 0 0 - 2 , 4 5 0 , 0 0 0 - 2 , 9 6 0 , 0 0 0 1, 5 0 0 , 0 0 0 - - - - - - - - To t a l 6, 8 4 3 , 7 5 1 6, 7 7 1 , 3 2 5 6, 4 0 4 , 5 4 6 7, 4 1 2 , 5 7 9 4, 4 9 2 , 5 9 2 7, 3 2 9 , 8 4 8 5, 3 1 5 , 4 6 9 8, 5 3 4 , 6 0 3 7, 2 4 5 , 5 8 8 5, 9 1 8 , 3 6 6 6, 0 3 6 , 6 4 8 6, 0 4 2 , 9 5 5 6, 0 4 9 , 7 8 6 5,933,499 5,747,263 5,465,518 5,097,362 Ex p e n d i t u r e s Pe r s o n a l S e r v c i e s 55 1 , 6 8 0 57 7 , 0 5 3 59 7 , 8 0 3 62 0 , 8 2 0 63 9 , 4 4 5 65 8 , 6 2 8 67 8 , 3 8 7 69 8 , 7 3 8 71 9 , 7 0 1 74 1 , 2 9 2 76 3 , 5 3 0 78 6 , 4 3 6 81 0 , 0 2 9 834,330 859,360 885,141 911,695 Su p p l i e s 20 7 , 8 6 9 28 2 , 6 6 0 27 0 , 2 1 0 26 7 , 2 6 0 27 2 , 6 0 5 27 8 , 0 5 7 28 3 , 6 1 8 28 9 , 2 9 1 29 5 , 0 7 7 30 0 , 9 7 8 30 6 , 9 9 8 31 3 , 1 3 8 31 9 , 4 0 0 325,788 332,304 338,950 345,729 Ot h e r S e r v i c e s & C h a r g e s 5 0 6 , 9 5 2 46 9 , 8 3 6 50 5 , 7 3 5 50 3 , 9 2 0 51 3 , 9 9 8 52 4 , 2 7 8 53 4 , 7 6 4 54 5 , 4 5 9 55 6 , 3 6 8 56 7 , 4 9 6 57 8 , 8 4 6 59 0 , 4 2 3 60 2 , 2 3 1 614,276 626,561 639,092 651,874 In s u r a n c e 35 , 1 7 4 37 , 2 8 4 39 , 5 2 2 40 , 2 0 0 41 , 0 0 4 41 , 8 2 4 42 , 6 6 1 43 , 5 1 4 44 , 3 8 4 45 , 2 7 2 46 , 1 7 7 47 , 1 0 1 48 , 0 4 3 49,004 49,984 50,983 52,003 Ut i l i t i e s 22 2 , 0 5 6 23 6 , 9 0 0 23 6 , 9 0 0 23 6 , 9 0 0 24 1 , 6 3 8 24 6 , 4 7 1 25 1 , 4 0 0 25 6 , 4 2 8 26 1 , 5 5 7 26 6 , 7 8 8 27 2 , 1 2 4 27 7 , 5 6 6 28 3 , 1 1 7 288,780 294,555 300,446 306,455 De p r e c i a t i o n 1, 6 3 5 , 2 5 5 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1,935,476 1,935,476 1,935,476 1,935,476 Ca p i t a l O u t l a y ( C I P ) 2, 7 6 6 , 0 0 9 4, 6 1 2 , 2 5 3 3, 0 9 0 , 0 0 0 3, 9 4 4 , 0 0 0 91 3 , 0 0 0 2, 8 9 0 , 0 0 0 80 0 , 0 0 0 3, 3 1 5 , 0 0 0 1, 8 6 0 , 0 0 0 47 7 , 0 0 0 14 8 , 0 0 0 21 0 , 0 0 0 71 3 , 0 0 0 1,796,000 1,329,000 457,000 168,000 De b t S e r v i c e ( E x i s t i n g ) 16 6 , 9 1 8 38 3 , 9 9 7 79 0 , 3 9 4 1, 0 0 8 , 5 8 4 1, 0 0 2 , 7 0 9 1, 0 0 8 , 3 5 9 1, 0 0 5 , 4 5 9 1, 0 0 6 , 3 4 5 99 7 , 1 5 0 86 9 , 5 8 1 86 4 , 7 1 3 72 4 , 9 3 4 35 5 , 2 5 0 - - - - De b t S e r v i c e ( P F A ) 1, 1 4 0 , 1 5 3 1, 1 4 0 , 4 9 0 1, 1 4 0 , 8 6 0 1, 1 4 0 , 1 3 0 1, 1 4 0 , 3 1 0 1, 1 4 0 , 3 9 0 1, 1 4 0 , 3 7 0 1, 1 4 0 , 2 5 0 1, 1 4 1 , 0 3 0 1, 1 4 0 , 7 0 0 1, 1 4 0 , 2 7 0 1, 1 4 0 , 7 4 0 1, 1 4 1 , 1 0 0 1,140,350 1,140,350 1,140,350 1,140,350 De b t S e r v i c e ( P r o j e c t e d ) - - - 5 7 , 7 3 5 68 5 , 3 2 4 68 4 , 5 8 6 97 5 , 8 2 1 97 4 , 3 4 1 1, 3 1 9 , 6 0 6 1, 4 9 8 , 3 2 7 1, 4 9 5 , 5 2 7 1, 4 9 7 , 1 7 9 1, 4 9 8 , 1 0 4 1,493,557 810,063 810,063 810,063 To t a l 7, 2 3 2 , 0 6 6 9, 6 7 5 , 9 4 9 8, 6 0 6 , 9 0 0 9, 7 5 5 , 0 2 5 7, 3 8 5 , 5 0 9 9, 4 0 8 , 0 7 0 7, 6 4 7 , 9 5 6 10 , 2 0 4 , 8 4 3 9, 1 3 0 , 3 4 8 7, 8 4 2 , 9 0 9 7, 5 5 1 , 6 6 0 7, 5 2 2 , 9 9 3 7, 7 0 5 , 7 5 1 8,477,560 7,377,653 6,557,502 6,321,646 Ca s h B a l a n c e - B e g i n n i n g 1, 7 7 9 , 8 5 8 3, 6 5 5 , 0 5 3 2, 6 8 5 , 9 0 4 2, 4 1 9 , 0 2 6 2, 0 1 2 , 0 5 6 1, 0 5 4 , 6 1 5 91 1 , 8 6 9 51 4 , 8 5 7 78 0 , 0 9 4 83 0 , 8 1 0 84 1 , 7 4 3 1, 2 6 2 , 2 0 7 1, 7 1 7 , 6 4 5 1,997,156 1,388,571 1,693,657 2,537,149 Ch a n g e s i n A c c r u a l s 62 8 , 2 5 5 - - - - - - - - - - - - - - - - Re v e n u e s 6, 8 4 3 , 7 5 1 6, 7 7 1 , 3 2 5 6, 4 0 4 , 5 4 6 7, 4 1 2 , 5 7 9 4, 4 9 2 , 5 9 2 7, 3 2 9 , 8 4 8 5, 3 1 5 , 4 6 9 8, 5 3 4 , 6 0 3 7, 2 4 5 , 5 8 8 5, 9 1 8 , 3 6 6 6, 0 3 6 , 6 4 8 6, 0 4 2 , 9 5 5 6, 0 4 9 , 7 8 6 5,933,499 5,747,263 5,465,518 5,097,362 Ex p e n d i t u r e s (7 , 2 3 2 , 0 6 6 ) (9 , 6 7 5 , 9 4 9 ) (8 , 6 0 6 , 9 0 0 ) (9 , 7 5 5 , 0 2 5 ) (7 , 3 8 5 , 5 0 9 ) (9 , 4 0 8 , 0 7 0 ) (7 , 6 4 7 , 9 5 6 ) (1 0 , 2 0 4 , 8 4 3 ) (9 , 1 3 0 , 3 4 8 ) (7 , 8 4 2 , 9 0 9 ) (7 , 5 5 1 , 6 6 0 ) (7 , 5 2 2 , 9 9 3 ) (7 , 7 0 5 , 7 5 1 ) (8,477,560) (7,377,653) (6,557,502) (6,321,646) No n c a s h - D e p r e c i a t i o n 1 , 6 3 5 , 2 5 5 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1,935,476 1,935,476 1,935,476 1,935,476 Ca s h B a l a n c e - E n d i n g 3, 6 5 5 , 0 5 3 $ 2, 6 8 5 , 9 0 4 $ 2, 4 1 9 , 0 2 6 $ 2, 0 1 2 , 0 5 6 $ 1, 0 5 4 , 6 1 5 $ 91 1 , 8 6 9 $ 51 4 , 8 5 7 $ 78 0 , 0 9 4 $ 83 0 , 8 1 0 $ 84 1 , 7 4 3 $ 1, 2 6 2 , 2 0 7 $ 1, 7 1 7 , 6 4 5 $ 1, 9 9 7 , 1 5 6 $ 1,388,571 $ 1,693,657 $ 2,537,149 $ 3,248,342 $ No t e s : 1) A d d e d $ 9 0 0 , 0 0 0 t o 2 0 1 8 f o r t h e c o mp l e t i o n o f W a t e r T o w e r # 2 an d # 3 , a d d e d $ 3 5 0 , 0 0 0 f o r t h e c o m p l e ti o n o f E v e r g r e e n , l e s s $ 2 12 , 7 4 7 f o r F i r e h o u s e b i d b e l o w e s t im a t e , a n d l e s s $ 4 0 , 0 0 0 f o r B el l v u e m i l l an d o v e r l a y m o v e d t o 2 0 1 9 , l e s s $ 7 0 , 0 0 0 f o r 5 1 s t A v e n u e m o v e d t o 2019.  ‐  5 0 0 , 0 0 0  1 , 0 0 0 , 0 0 0  1 , 5 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  2 , 5 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  3 , 5 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  4 , 5 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Wa t e r   U t i l i t y Ca p i t a l   O u t l a y   ( C I P ) Ca s h   B a l a n c e   ‐   E n d i n g 10 The chart above is illustrating the annual comparison of the City's water utility rates with nine other cities which are considered to be similar to Brooklyn Center. All rates presented are for 2018, with the exception of the budgeted 2019 rate for the City of Brooklyn Center. The chart shows the City's water utility rates are the third lowest in the comparison.  $‐  $20.00  $40.00  $60.00  $80.00  $100.00  $120.00  $140.00 White Bear Lake Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Fridley Shoreview Richfield Maplewood Roseville Crystal Golden Valley New Hope $39.50  $58.56  $62.07 $62.94  $68.04  $77.65  $90.58  $96.30  $108.99  $109.59  $124.71  Residential Cost of 18,000 Gallons of Water per Quarter  for 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mp & Utl Rev Bo | Water Improvements | 10/ 3/2018 | 4:26 PM 12           Sanitary Sewer Utility     Budget   Cash Flow Projections   Rate Comparisons   Proposed Debt Service    13 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 49251 - SEWER UTILITY-OPERATIONS OPERATING REVENUES 4707 - PENALTIES 102,935$ 101,516$ 76,531$ 100,000$ 100,000$ 0.00% 100,000$ 4721 - SEWER SERVICE 4,102,027 4,186,158 3,169,039 4,233,111 4,316,304 1.97% 4,537,119 TOTAL SALES AND USER FEES 4,204,962 4,287,674 3,245,570 4,333,111 4,416,304 1.92% 4,637,119 TOTAL OPERATING REVENUES 4,204,962 4,287,674 3,245,570 4,333,111 4,416,304 1.92% 4,637,119 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 128,026 107,277 100,225 130,831 138,921 6.18% 143,089 6102 - OVERTIME-FT EMPLOYEES 15,988 18,662 12,186 15,000 15,000 0.00% 15,000 6103 - WAGES-PART TIME EMPLOYEES 15,061 17,407 18,007 15,200 15,200 0.00% 15,200 6111 - SEVERANCE PAY 1,257 1,195 - - 2,089 100.00% 4,623 6122 - PERA COORDINATED PLAN 10,801 9,445 8,431 12,077 12,684 5.03% 12,997 6125 - FICA - SOCIAL SECURITY 9,955 9,006 7,928 9,983 10,485 5.03% 10,743 6126 - FICA - MEDICARE 2,328 2,106 1,854 2,335 2,452 5.01% 2,513 6131 - CAFETERIA PLAN CONTRIBUTIONS 26,414 24,728 21,330 32,883 33,196 0.95% 35,195 6141 - UNEMPLOYMENT COMPENSATION 1,702 960 63 - - 0.00% - 6151 - WORKER'S COMP INSURANCE 6,160 5,079 5,849 6,150 7,069 14.94% 7,241 TOTAL PERSONAL SERVICES 217,692 195,865 175,873 224,459 237,096 5.63% 246,601 6201 - OFFICE SUPPLIES - - - 100 100 0.00%100 6203 - BOOKS/REFERENCE MATERIALS - - - 200 200 0.00%200 6204 - STATIONARY SUPPLIES 1,543 1,476 1,797 3,290 3,290 0.00%3,290 6214 - CLOTHING & PERSONAL EQUIPMENT - 50 - 150 300 100.00%300 6216 - CHEMICALS/CHEMICAL PRODUCTS 5,500 5,806 9,231 7,500 11,500 53.33% 11,500 6217 - SAFETY SUPPLIES 995 798 893 4,300 2,800 -34.88%2,800 6219 - GENERAL OPERATING SUPPLIES 986 3,261 2,056 3,500 3,500 0.00%3,500 6223 - BUILDINGS & FACILITIES - - 70 100 100 0.00%100 6224 - STREET MAINT MATERIALS - 104 - 7,500 7,500 0.00%7,500 6227 - PAINT SUPPLIES 627 570 - 675 675 0.00%675 6239 - OTHER REPAIR & MAINT SUPPLIES 1,353 100 - 5,000 5,000 0.00%5,000 6241 - SMALL TOOLS 414 123 158 500 500 0.00%500 6242 - MINOR EQUIPMENT - 789 2,120 2,600 2,600 0.00%2,600 6243 - MINOR COMPUTER EQUIPMENT - - - 4,300 1,050 -75.58%- TOTAL SUPPLIES 11,418 13,077 16,325 39,715 39,115 -1.51% 38,065 6301 - ACCTG, AUDIT & FIN'L SERVICES 1,956 1,561 1,585 2,000 3,000 50.00%3,000 6302 - ARCH, ENG & PLANNING 5,165 - 7,916 1,900 40,000 2005.26%1,900 6307 - PROFESSIONAL SERVICES 2,587 3,304 2,637 4,820 4,400 -8.71%4,840 6321 - TELEPHONE/PAGERS 627 1,385 1,088 2,215 2,000 -9.71%2,000 6322 - POSTAGE 10,340 10,340 7,520 12,700 12,700 0.00% 12,700 6342 - LEGAL NOTICES 187 377 - - - 0.00%- 6351 - PRINTING 240 - - 375 375 0.00%375 6403 - BLDGS/FACILITIES MAINT SERVICE 8,365 1,600 1,098 7,000 7,000 0.00%7,000 6409 - OTHER REPAIR & MAINT SVCS 56,113 81,967 11,852 70,000 100,000 42.86% 100,000 6417 - UNIFORMS - - - - 700 100.00%700 6422 - SOFTWARE MAINT - 144 - - - 0.00%- 6423 - LOGIS CHARGES 34,085 35,210 26,611 34,004 36,148 6.31% 37,387 6432 - CONFERENCES AND SCHOOLS 2,566 1,068 1,307 2,880 2,880 0.00%2,880 6434 - DUES & SUBSCRIPTIONS 314 322 249 405 425 4.94%425 6436 - UNCOLLECTIBLE CHECKS/DEBTS 696 - - - - 0.00%- 6441 - LICENSES, TAXES & FEES - - 123 170 300 76.47%300 6449 - OTHER CONTRACTUAL SERVICE 23,913 30,232 15,359 26,000 30,000 15.38% 30,000 TOTAL SERVICES & OTHER CHARGES 147,154 167,510 77,345 164,469 239,928 45.88% 203,507 6361 - GENERAL LIABILITY INSURANCE 36,425 23,607 16,576 25,024 26,525 6.00% 27,000 6362 - PROPERTY INSURANCE 1,407 1,178 909 1,249 1,324 6.00%1,350 6366 - MACHINERY BREAKDOWN INSURANCE 327 278 215 295 313 6.10%325 TOTAL INSURANCE 38,159 25,063 17,700 26,568 28,162 6.00% 28,675 6381 - ELECTRIC 38,647 44,749 25,703 39,100 39,100 0.00% 39,100 6391 - MET COUNCIL ENVIRON SVCS 2,320,727 2,418,777 2,096,436 2,500,929 2,583,436 3.30% 2,686,773 TOTAL UTILITIES 2,359,374 2,463,526 2,122,139 2,540,029 2,622,536 3.25% 2,725,873 6461 - FUEL CHARGES 10,644 13,333 11,880 16,793 18,793 11.91% 19,357 6462 - FIXED CHARGES 13,095 13,994 9,044 12,059 9,287 -22.99%9,566 6463 - REPAIR & MAINT CHARGES 30,600 24,155 11,560 18,000 23,000 27.78% 23,690 6465 - REPLACEMENT CHARGES 74,748 65,682 42,061 56,082 58,005 3.43% 59,745 TOTAL CENTRAL GARAGE CHARGES 129,087 117,164 74,545 102,934 109,085 5.98% 112,358 6494 - DEPRECIATION EXPENSE 817,621 897,803 656,348 1,124,040 1,124,040 0.00% 1,124,040 TOTAL DEPRECIATION 817,621 897,803 656,348 1,124,040 1,124,040 0.00% 1,124,040 TOTAL OPERATING EXPENSES 3,720,505 3,880,008 3,140,275 4,222,214 4,399,962 4.21% 4,479,119 OPERATING INCOME 484,457 407,666 105,295 110,897 16,342 -85.26% 158,000 SEWER UTILITY FUND - 60200 PUBLIC UTILITY FUND 14 NONOPERATING REVENUES 4603 - INTEREST EARNINGS 43,081 66,322 66,624 46,985 64,392 37.05% 64,392 4605 - UNREALIZED INVESTMENT GAIN/LOSS (9,215) (19,335) - - - 0.00% - TOTAL INVESTMENT EARNINGS 33,866 46,987 66,624 46,985 64,392 37.05% 64,392 4373 - OTHER GRANTS/AID 78,372 - - - - 0.00% - 4606 - OTHER REVENUE - 285 - - - 0.00% - 4726 - CONNECTION CHARGES - - 2,453 - - 0.00% - 4921 - REFUNDS & REIMBURSEMENTS 5,119 696 - - - 0.00% - TOTAL MISCELLANEOUS 83,491 981 2,453 - - 0.00% - 4931 - BOND SALES - - - - 1,750,000 100.00% 1,760,000 4932 - PREMIUM ON BOND SALES 46,883 69,543 - - - 0.00% - TOTAL DEBT ISSUANCE 46,883 69,543 - - 1,750,000 100.00% 1,760,000 TOTAL NONOPERATING REVENUES 164,240 117,511 69,077 46,985 1,814,392 3761.64% 1,824,392 NONOPERATING EXPENSES 6530 - IMPROVEMENTS - (222) 378,523 2,715,000 2,915,000 7.37% 2,358,000 TOTAL CAPITAL OUTLAY - (222) 378,523 2,715,000 2,915,000 7.37% 2,358,000 6601 - BOND PRINCIPAL - 53,753 - 315,272 448,753 42.34% 460,493 6611 - BOND INTEREST 51,805 88,695 100,148 108,470 94,388 -12.98% 123,031 6621 - PAYING AGENT/OTHER FEES 19,317 14,563 (14,577) 1,500 1,500 0.00%1,500 TOTAL DEBT SERVICE 71,122 157,011 85,571 425,242 544,641 28.08% 585,024 6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 89,219 74,570 99,426 99,426 0.00% 99,426 TOTAL TRANSFERS 92,103 89,219 74,570 99,426 99,426 0.00% 99,426 TOTAL NONOPERATING EXPENSES 163,225 246,008 538,664 3,239,668 3,559,067 9.86% 3,042,450 NET CHANGE IN FUND BALANCE 485,472$ 279,169$ (364,292)$ (3,081,786)$ (1,728,333)$ -43.92% (1,060,058)$ 15 Ci t y o f B r o o k l y n C e n t e r Sa n i t a r y S e w e r U t i l i t y C a s h F l o w s Re v i s e d : 1 0 - 8 - 1 8 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 82 . 4 2 $ 82 . 4 2 $ 84 . 8 9 $ 89 . 1 4 $ 93 . 5 9 $ 98 . 2 7 $ 10 3 . 1 9 $ 10 5 . 2 5 $ 10 7 . 3 6 $ 10 9 . 5 0 $ 11 1 . 6 9 $ 11 3 . 9 3 $ 11 5 . 0 7 $ 115.07 $ 115.07 $ 115.07 $ 115.07 $ Pe r Q u a r t e r C h a n g e 2. 4 0 $ - $ 2. 4 7 $ 4. 2 4 $ 4. 4 6 $ 4. 6 8 $ 4. 9 1 $ 2. 0 6 $ 2. 1 1 $ 2. 1 5 $ 2. 1 9 $ 2. 2 3 $ 1. 1 4 $ -$ - $ - $ - $ Ac t u a l P r o j e c t e d B u d g e t e d B u d g e t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 20 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 2 0 3 3 Re v e n u e s Op e r a t i n g 4, 2 8 7 , 6 7 4 $ 4, 2 8 7 , 6 7 4 $ 4, 4 1 6 , 3 0 4 $ 4, 6 3 7 , 1 1 9 $ 4, 8 6 8 , 9 7 5 $ 5, 1 1 2 , 4 2 4 $ 5, 3 6 8 , 0 4 5 $ 5, 4 7 5 , 4 0 6 $ 5, 5 8 4 , 9 1 4 $ 5, 6 9 6 , 6 1 3 $ 5, 8 1 0 , 5 4 5 $ 5, 9 2 6 , 7 5 6 $ 5, 9 8 6 , 0 2 3 $ 5,986,023 $ 5,986,023 $ 5,986,023 $ 5,986,023 $ In v e s t m e n t E a r n i n g s 46 , 9 8 7 48 , 6 6 2 64 , 3 9 2 64 , 3 9 2 36 , 2 0 8 26 , 4 4 8 12 , 5 3 2 13 , 2 4 7 20 , 7 7 1 30 , 8 5 7 27 , 2 6 4 37 , 5 5 8 45 , 6 6 7 43,453 20,821 29,228 45,201 No n o p e r a t i n g 98 1 - - - - - - - - - - - - - - - - Bo n d P r o c e e d s 1, 3 9 5 , 0 0 0 - 1 , 7 5 0 , 0 0 0 1, 7 6 0 , 0 0 0 - - - 1 , 3 9 0 , 0 0 0 2, 1 0 0 , 0 0 0 - - - - - - - - To t a l 5, 7 3 0 , 6 4 2 4, 3 3 6 , 3 3 6 6, 2 3 0 , 6 9 6 6, 4 6 1 , 5 1 1 4, 9 0 5 , 1 8 4 5, 1 3 8 , 8 7 2 5, 3 8 0 , 5 7 7 6, 8 7 8 , 6 5 3 7, 7 0 5 , 6 8 5 5, 7 2 7 , 4 7 0 5, 8 3 7 , 8 0 9 5, 9 6 4 , 3 1 4 6, 0 3 1 , 6 9 0 6,029,476 6,006,845 6,015,251 6,031,225 Ex p e n d i t u r e s Pe r s o n a l S e r v c i e s 19 5 , 8 6 5 22 4 , 4 5 9 23 7 , 0 9 6 24 6 , 6 0 1 25 3 , 9 9 9 26 1 , 6 1 9 26 9 , 4 6 8 27 7 , 5 5 2 28 5 , 8 7 8 29 4 , 4 5 4 30 3 , 2 8 8 31 2 , 3 8 7 32 1 , 7 5 8 331,411 341,353 351,594 362,142 Su p p l i e s 13 , 0 7 7 39 , 7 1 5 39 , 1 1 5 38 , 0 6 5 38 , 8 2 6 39 , 6 0 3 40 , 3 9 5 41 , 2 0 3 42 , 0 2 7 42 , 8 6 7 43 , 7 2 5 44 , 5 9 9 45 , 4 9 1 46,401 47,793 47,329 48,749 Ot h e r S e r v i c e s & C h a r g e s 2 , 7 9 2 , 4 4 8 2, 8 6 9 , 2 5 8 3, 0 3 2 , 6 7 5 3, 1 0 2 , 8 6 4 3, 1 6 4 , 9 2 1 3, 2 2 8 , 2 2 0 3, 2 9 2 , 7 8 4 3, 3 5 8 , 6 4 0 3, 4 2 5 , 8 1 3 3, 4 9 4 , 3 2 9 3, 5 6 4 , 2 1 5 3, 6 3 5 , 5 0 0 3, 7 0 8 , 2 1 0 3,782,374 3,858,021 3,858,021 3,935,182 In s u r a n c e 25 , 0 6 3 26 , 5 6 8 28 , 1 6 2 28 , 6 7 5 29 , 2 4 9 29 , 8 3 3 30 , 4 3 0 31 , 0 3 9 31 , 6 6 0 32 , 2 9 3 32 , 9 3 9 33 , 5 9 7 34 , 2 6 9 34,955 36,003 35,654 36,723 Ut i l i t i e s 44 , 7 5 5 39 , 1 0 0 39 , 1 0 0 39 , 1 0 0 39 , 8 8 2 40 , 6 8 0 41 , 4 9 3 42 , 3 2 3 43 , 1 7 0 44 , 0 3 3 44 , 9 1 4 45 , 8 1 2 46 , 7 2 8 47,663 49,093 48,616 50,074 De p r e c i a t i o n 89 7 , 8 0 3 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1,124,040 1,124,040 1,124,040 1,124,040 Ca p i t a l O u t l a y 1, 9 4 9 , 7 7 8 2, 6 2 6 , 8 5 8 2, 9 1 5 , 0 0 0 2, 3 5 8 , 0 0 0 1, 0 8 0 , 0 0 0 1, 5 1 3 , 0 0 0 71 3 , 0 0 0 1, 6 8 0 , 0 0 0 2, 1 0 0 , 0 0 0 75 6 , 0 0 0 50 , 0 0 0 37 0 , 0 0 0 1, 2 0 4 , 0 0 0 2,473,000 705,000 200,000 110,000 De b t S e r v i c e ( E x i s t i n g ) 28 2 , 2 9 3 42 3 , 7 4 3 54 3 , 1 4 0 54 4 , 5 6 3 54 0 , 7 5 1 54 4 , 1 7 9 53 4 , 9 2 2 53 5 , 2 1 9 53 0 , 1 8 4 48 2 , 2 0 4 29 1 , 8 4 4 16 1 , 9 0 0 - - - - - De b t S e r v i c e ( P r o j e c t e d ) - - - 3 8 , 9 6 1 40 8 , 2 7 3 40 9 , 4 4 8 41 0 , 4 1 8 41 1 , 0 9 8 57 4 , 5 1 1 82 0 , 8 5 0 82 0 , 6 0 0 81 9 , 9 3 0 81 8 , 8 2 5 822,460 409,134 409,134 409,134 To t a l 6, 2 0 1 , 0 8 2 7, 3 7 3 , 7 4 1 7, 9 5 8 , 3 2 8 7, 5 2 0 , 8 6 9 6, 6 7 9 , 9 4 1 7, 1 9 0 , 6 2 1 6, 4 5 6 , 9 5 0 7, 5 0 1 , 1 1 3 8, 1 5 7 , 2 8 2 7, 0 9 1 , 0 7 1 6, 2 7 5 , 5 6 4 6, 5 4 7 , 7 6 5 7, 3 0 3 , 3 2 2 8,662,304 6,570,438 6,074,389 6,076,045 Ca s h B a l a n c e - B e g i n n i n g 4, 7 3 1 , 9 8 2 4, 8 6 6 , 1 5 9 2, 9 5 2 , 7 9 4 2, 3 4 9 , 2 0 1 2, 4 1 3 , 8 8 4 1, 7 6 3 , 1 6 7 83 5 , 4 5 7 88 3 , 1 2 4 1, 3 8 4 , 7 0 5 2, 0 5 7 , 1 4 7 1, 8 1 7 , 5 8 6 2, 5 0 3 , 8 7 1 3, 0 4 4 , 4 6 0 2,896,868 1,388,081 1,948,528 3,013,430 Ch a n g e s i n A c c r u a l s (2 9 3 , 1 8 6 ) - - - - - - - - - - - - - - - - Re v e n u e s 5, 7 3 0 , 6 4 2 4, 3 3 6 , 3 3 6 6, 2 3 0 , 6 9 6 6, 4 6 1 , 5 1 1 4, 9 0 5 , 1 8 4 5, 1 3 8 , 8 7 2 5, 3 8 0 , 5 7 7 6, 8 7 8 , 6 5 3 7, 7 0 5 , 6 8 5 5, 7 2 7 , 4 7 0 5, 8 3 7 , 8 0 9 5, 9 6 4 , 3 1 4 6, 0 3 1 , 6 9 0 6,029,476 6,006,845 6,015,251 6,031,225 Ex p e n d i t u r e s (6 , 2 0 1 , 0 8 2 ) (7 , 3 7 3 , 7 4 1 ) (7 , 9 5 8 , 3 2 8 ) (7 , 5 2 0 , 8 6 9 ) (6 , 6 7 9 , 9 4 1 ) (7 , 1 9 0 , 6 2 1 ) (6 , 4 5 6 , 9 5 0 ) (7 , 5 0 1 , 1 1 3 ) (8 , 1 5 7 , 2 8 2 ) (7 , 0 9 1 , 0 7 1 ) (6 , 2 7 5 , 5 6 4 ) (6 , 5 4 7 , 7 6 5 ) (7 , 3 0 3 , 3 2 2 ) (8,662,304) (6,570,438) (6,074,389) (6,076,045) No n c a s h - D e p r e c i a t i o n 89 7 , 8 0 3 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1,124,040 1,124,040 1,124,040 1,124,040 Ca s h B a l a n c e - E n d i n g 4, 8 6 6 , 1 5 9 $ 2, 9 5 2 , 7 9 4 $ 2, 3 4 9 , 2 0 1 $ 2, 4 1 3 , 8 8 4 $ 1, 7 6 3 , 1 6 7 $ 83 5 , 4 5 7 $ 88 3 , 1 2 4 $ 1, 3 8 4 , 7 0 5 $ 2, 0 5 7 , 1 4 7 $ 1, 8 1 7 , 5 8 6 $ 2, 5 0 3 , 8 7 1 $ 3, 0 4 4 , 4 6 0 $ 2, 8 9 6 , 8 6 8 $ 1,388,081 $ 1,948,528 $ 3,013,430 $ 4,092,650 $ No t e s : 1) 2 0 1 8 a m o u n t s i n c l u d e $ 4 1 0 , 0 0 0 f o r l i f t s t a t i o n # 1 r e h a b , $ 2 6 0 , 0 0 0 f o r c o m p l e t i o n o f E v e r g r e e n , l e s s $ 6 3 8 , 1 4 2 f o r F i r e h o u s e b i d b e l o w e s t i m a t e , a n d l e s s $ 6 0 , 0 0 0 f o r B e l l v u e m i l l a n d o v e r l a y m o v e d t o 2 0 1 9 , l e s s $ 6 0 , 0 0 0 f o r 5 1 s t A v e n u e m o v e d t o 2 0 1 9 .  ‐  1 , 0 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0  6 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 16 The chart above is illustrating the annual comparison of the City's sanitary sewer utility rates with nine other cities which are considered to be similar to Brooklyn Center. All rates presented are for 2018, with the exception of the budgeted 2019 rate for the City of Brooklyn Center.  $‐  $20.00  $40.00  $60.00  $80.00  $100.00  $120.00 Crystal Maplewood Golden Valley Roseville Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Richfield Shoreview White Bear Lake Fridley New Hope $61.22  $72.19 $73.02  $78.05  $82.42  $84.89  $92.16 $92.99 $94.95  $107.00  $113.11 Residential Cost of 18,000 Gallons of Sanitary Sewer per Quarter  for 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mp & Utl Rev Bo | Sewer Improvements | 10/ 3/2018 | 4:26 PM 18           Storm Water Utility     Budget   Cash Flow Projections   Rate Comparisons   Proposed Debt Service   Rate Comparison (water, sewer &  storm water)    19 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 49411 - STORM SEWER UTILITY-OPERATIONS OPERATING REVENUES 4707 - PENALTIES 25,665$ 24,245$ 17,446$ 35,000$ 30,000$ -14.29% 30,000$ 4731 - STORM DRAINAGE FEES 1,594,637 1,574,129 1,212,436 1,616,350 1,632,948 1.03% 1,666,207 TOTAL SALES AND USER FEES 1,620,302 1,598,374 1,229,882 1,651,350 1,662,948 0.70% 1,696,207 TOTAL OPERATING REVENUES 1,620,302 1,598,374 1,229,882 1,651,350 1,662,948 0.70% 1,696,207 OPERATING EXPENSES 6101 - WAGES & SALARIES-FT EMPLOYEES 134,438 139,355 111,914 143,796 197,363 37.25% 207,300 6102 - OVERTIME-FT EMPLOYEES 2,193 2,680 1,672 2,000 2,000 0.00% 2,000 6103 - WAGES-PART TIME EMPLOYEES 8,422 7,955 8,919 10,800 10,800 0.00% 10,800 6111 - SEVERANCE PAY 893 925 - - 955 100.00% 1,919 6122 - PERA COORDINATED PLAN 10,247 10,653 8,519 11,707 15,762 34.64% 16,507 6125 - FICA - SOCIAL SECURITY 9,120 9,567 7,644 9,678 13,030 34.64% 13,645 6126 - FICA - MEDICARE 2,133 2,237 1,788 2,265 3,048 34.57% 3,193 6131 - CAFETERIA PLAN CONTRIBUTIONS 23,932 26,976 22,515 34,313 49,072 43.01% 52,027 6151 - WORKER'S COMP INSURANCE 8,991 8,584 7,755 12,166 17,558 44.32% 18,435 TOTAL PERSONAL SERVICES 200,369 208,932 170,726 226,725 309,588 36.55% 325,826 6204 - STATIONARY SUPPLIES 818 781 960 1,600 1,600 0.00%1,600 6219 - GENERAL OPERATING SUPPLIES 3,132 2,204 1,927 5,500 5,665 3.00%5,500 6224 - STREET MAINT MATERIALS 2,755 4,324 2,697 7,800 8,000 2.56%8,000 6239 - OTHER REPAIR & MAINT SUPPLIES 18,440 12,111 3,259 38,000 38,000 0.00% 30,000 6243 - MINOR COMPUTER EQUIPMENT - - - 8,600 - -100.00%- TOTAL SUPPLIES 25,145 19,420 8,843 61,500 53,265 -13.39% 45,100 6301 - ACCTG, AUDIT & FIN'L SERVICES 978 781 793 1,000 3,000 200.00%3,000 6302 - ARCH, ENG & PLANNING 17,913 33,328 26,480 20,000 20,000 0.00% 20,000 6307 - PROFESSIONAL SERVICES 1,457 1,499 1,698 2,000 1,600 -20.00%2,000 6322 - POSTAGE 5,060 5,060 3,680 5,940 5,940 0.00%5,940 6331 - TRAVEL EXPENSE/MILEAGE 503 610 334 600 600 0.00%600 6342 - LEGAL NOTICES - 296 - 50 50 0.00%50 6384 - REFUSE DISPOSAL 1,947 2,919 2,325 3,600 3,700 2.78%3,700 6409 - OTHER REPAIR & MAINT SVCS 29,352 27,494 24,687 40,000 40,000 0.00% 30,000 6417 - UNIFORMS - - - - 1,050 100.00%1,050 6423 - LOGIS CHARGES 19,484 20,120 15,203 19,431 20,656 6.30% 21,364 6432 - CONFERENCES AND SCHOOLS 500 - 264 500 500 0.00%500 6434 - DUES & SUBSCRIPTIONS 55,601 57,045 56,834 56,700 58,300 2.82% 60,000 6436 - UNCOLLECTIBLE CHECKS/DEBTS 145 - - - - 0.00%- 6449 - OTHER CONTRACTUAL SERVICE 13,441 5,523 14,929 12,400 12,775 3.02% 12,775 TOTAL SERVICES & OTHER CHARGES 146,381 154,675 147,227 162,221 168,171 3.67% 160,979 6361 - GENERAL LIABILITY INSURANCE 2,429 2,233 1,852 2,367 2,509 6.00%2,550 TOTAL INSURANCE 2,429 2,233 1,852 2,367 2,509 6.00%2,550 6461 - FUEL CHARGES 5,418 6,751 5,606 5,655 7,655 35.37%7,885 6462 - FIXED CHARGES 5,765 6,071 4,281 5,708 4,673 -18.13%4,813 6463 - REPAIR & MAINT CHARGES 25,764 24,867 9,633 24,000 25,000 4.17% 25,750 6465 - REPLACEMENT CHARGES 51,113 55,075 41,306 55,075 56,900 3.31% 58,607 TOTAL CENTRAL GARAGE CHARGES 88,060 92,764 60,826 90,438 94,228 4.19% 97,055 6494 - DEPRECIATION EXPENSE 1,146,109 1,277,883 955,786 1,373,350 1,373,350 0.00% 1,373,350 TOTAL DEPRECIATION 1,146,109 1,277,883 955,786 1,373,350 1,373,350 0.00% 1,373,350 TOTAL OPERATING EXPENSES 1,608,493 1,755,907 1,345,260 1,916,601 2,001,111 4.41% 2,004,860 OPERATING INCOME (LOSS)11,809 (157,533) (115,378) (265,251) (338,163) 27.49% (308,653) NONOPERATING REVENUES 4373 - OTHER GRANTS/AID 28,116 - - - - 0.00%- 4603 - INTEREST EARNINGS 43,492 58,179 63,174 46,548 52,833 13.50% 52,833 4605 - UNREALIZED INVESTMENT GAIN/LOSS (9,209) (15,959) - - - 0.00%- TOTAL INVESTMENT EARNINGS 62,399 42,220 63,174 46,548 52,833 13.50% 52,833 4612 - DONATIONS & CONTRIBUTIONS 150 250 200 - - 0.00%- 4912 - CAPITAL CONTRIBUTIONS 185,237 263,068 - - - 0.00%- TOTAL MISCELLANEOUS 185,387 263,318 200 - - 0.00%- 4931 - BOND SALES - - - 1,825,000 1,670,000 -8.49% 1,910,000 4932 - PREMIUM ON BOND SALES 44,707 - (1) - - 0.00%- TOTAL DEBT ISSUANCE 44,707 - (1) 1,825,000 1,670,000 -8.49% 1,910,000 TOTAL NONOPERATING REVENUES 292,493 305,538 63,373 1,871,548 1,722,833 -7.95% 1,962,833 STORM SEWER UTILITY FUND - 65100 PUBLIC UTILITY FUND 20 NONOPERATING EXPENSES 6540 - EQUIPMENT & MACHINERY - - 2,700 3,000 - -100.00% - 6530 - IMPROVEMENTS - (29,458) 100 2,600,000 3,800,000 46.15% 2,398,000 TOTAL CAPITAL OUTLAY - (29,458) 2,800 2,603,000 3,800,000 45.99% 2,398,000 6601 - BOND PRINCIPAL - - - 95,000 105,000 10.53% 220,000 6611 - BOND INTEREST 4,892 22,605 50,086 21,650 83,785 287.00% 112,499 6621 - BOND ISSUE COSTS 18,420 - 24,342 - 1,500 100.00% 1,500 TOTAL DEBT SERVICE 23,312 22,605 74,428 116,650 190,285 63.12% 333,999 6471 - ADMINISTRATIVE SERVICE TRANSFER 92,103 89,219 74,570 99,426 99,426 0.00% 99,426 TOTAL TRANSFERS 92,103 89,219 74,570 99,426 99,426 0.00% 99,426 TOTAL NONOPERATING EXPENSES 115,415 82,366 151,798 2,819,076 4,089,711 45.07% 2,831,425 NET CHANGE IN FUND BALANCE 188,887$ 65,639$ (203,803)$ (1,212,779)$ (2,705,041)$ 123.04% (1,177,245)$ 21 Ci t y o f B r o o k l y n C e n t e r St o r m W a t e r U t i l i t y C a s h F l o w s Re v i s e d : 1 0 - 8 - 1 8 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 14 . 4 8 $ 1 4 . 7 7 $ 1 5 . 0 6 $ 1 5 . 3 7 $ 15 . 6 7 $ 15 . 9 9 $ 16 . 3 1 $ 16 . 6 3 $ 16 . 9 7 $ 17 . 3 0 $ 17 . 6 5 $ 18 . 0 0 $ 18 . 3 6 $ 18.73 $ 19.11 $ 19.49 $ 19.88 $ Pe r Q u a r t e r C h a n g e - $ 0. 2 9 $ 0. 3 0 $ 0. 3 0 $ 0. 3 1 $ 0. 3 1 $ 0. 3 2 $ 0. 3 3 $ 0. 3 3 $ 0. 3 4 $ 0. 3 5 $ 0. 3 5 $ 0. 3 6 $ 0.37 $ 0.37 $ 0.38 $ 0.39 $ Ac t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 20 2 4 20 2 5 20 2 6 2 0 2 7 20 2 8 20 2 9 2030 2031 2032 2033 Re v e n u e s Op e r a t i n g 1, 5 9 8 , 3 7 4 $ 1, 6 3 0 , 3 4 1 $ 1, 6 6 2 , 9 4 8 $ 1, 6 9 6 , 2 0 7 $ 1, 7 3 0 , 1 3 1 $ 1, 7 6 4 , 7 3 4 $ 1, 8 0 0 , 0 2 9 $ 1, 8 3 6 , 0 2 9 $ 1, 8 7 2 , 7 5 0 $ 1, 9 1 0 , 2 0 5 $ 1, 9 4 8 , 4 0 9 $ 1, 9 8 7 , 3 7 7 $ 2, 0 2 7 , 1 2 5 $ 2,067,667 $ 2,109,021 $ 2,151,201 $ 2,194,225 $ In v e s t m e n t E a r n i n g s 42 , 2 2 0 46 , 5 4 8 52 , 8 3 3 52 , 8 3 3 42 , 5 4 7 22 , 8 0 1 18 , 1 9 8 9, 5 5 2 9, 2 7 9 7, 3 0 0 1, 3 5 4 3, 5 5 3 (1 , 9 5 4 ) 4,122 (8,654) (8,798) (11,801) No n o p e r a t i n g 25 0 - - - - - - - - - - - - - - - - Bo n d P r o c e e d s - 1 , 5 3 0 , 1 4 2 1, 6 7 0 , 0 0 0 1, 9 1 0 , 0 0 0 - - - - - - - - 2 , 7 1 0 , 0 0 0 - - - - To t a l 1, 6 4 0 , 8 4 4 3, 2 0 7 , 0 3 1 3, 3 8 5 , 7 8 1 3, 6 5 9 , 0 4 0 1, 7 7 2 , 6 7 9 1, 7 8 7 , 5 3 5 1, 8 1 8 , 2 2 7 1, 8 4 5 , 5 8 2 1, 8 8 2 , 0 2 9 1, 9 1 7 , 5 0 5 1, 9 4 9 , 7 6 3 1, 9 9 0 , 9 3 0 4, 7 3 5 , 1 7 1 2,071,789 2,100,367 2,142,403 2,182,424 Ex p e n d i t u r e s Pe r s o n a l S e r v c i e s 20 8 , 9 3 2 22 6 , 7 2 5 30 9 , 5 8 8 32 5 , 8 2 6 33 5 , 6 0 1 34 5 , 6 6 9 35 6 , 0 3 9 36 6 , 7 2 0 37 7 , 7 2 2 38 9 , 0 5 3 40 0 , 7 2 5 41 2 , 7 4 7 42 5 , 1 2 9 437,883 451,019 464,550 478,486 Su p p l i e s 19 , 4 2 0 61 , 5 0 0 53 , 2 6 5 45 , 1 0 0 46 , 0 0 2 46 , 9 2 2 47 , 8 6 0 48 , 8 1 8 49 , 7 9 4 50 , 7 9 0 51 , 8 0 6 52 , 8 4 2 53 , 8 9 9 54,977 56,076 57,198 58,342 Ot h e r S e r v i c e s & C h a r g e s 30 4 , 2 8 1 35 1 , 4 8 5 35 8 , 5 7 5 35 4 , 2 1 0 36 1 , 2 9 4 36 8 , 5 2 0 37 5 , 8 9 0 38 3 , 4 0 8 39 1 , 0 7 6 39 8 , 8 9 8 40 6 , 8 7 6 41 5 , 0 1 3 42 3 , 3 1 4 431,780 440,416 449,224 458,208 In s u r a n c e 2, 2 3 3 2, 3 6 7 2, 5 0 9 2, 5 5 0 2, 6 0 1 2, 6 5 3 2, 7 0 6 2, 7 6 0 2, 8 1 5 2, 8 7 2 2, 9 2 9 2, 9 8 8 3, 0 4 7 3,108 3,171 3,234 3,299 Ut i l i t i e s 2, 9 2 4 3, 6 0 0 3, 7 0 0 3, 7 0 0 3, 7 7 4 3, 8 4 9 3, 9 2 6 4, 0 0 5 4, 0 8 5 4, 1 6 7 4, 2 5 0 4, 3 3 5 4, 4 2 2 4,510 4,600 4,692 4,786 De p r e c i a t i o n 1, 2 7 7 , 8 8 3 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1,373,350 1,373,350 1,373,350 1,373,350 Ca p i t a l O u t l a y 1, 6 2 8 , 8 0 1 2, 1 8 2 , 1 1 6 3, 7 7 8 , 4 7 0 2, 3 9 8 , 0 0 0 1, 6 2 4 , 0 0 0 60 8 , 0 0 0 89 2 , 0 0 0 35 0 , 0 0 0 47 4 , 0 0 0 75 8 , 0 0 0 22 0 , 0 0 0 88 0 , 0 0 0 2, 8 2 6 , 0 0 0 1,253,000 837,000 1,046,000 480,000 De b t S e r v i c e ( e x i s t i n g ) 18 , 0 8 0 11 6 , 6 5 0 18 8 , 7 8 5 29 5 , 3 5 0 29 7 , 4 0 0 29 9 , 0 2 5 29 5 , 3 5 0 29 1 , 4 2 5 29 7 , 0 7 5 29 2 , 3 0 0 29 8 , 7 0 0 17 2 , 5 7 5 17 2 , 5 5 0 - - - - De b t S e r v i c e ( p r o j e c t e d ) - - - 3 7 , 1 4 9 41 8 , 4 4 3 41 9 , 7 4 5 42 0 , 8 4 5 41 6 , 6 6 0 41 7 , 3 9 8 41 7 , 8 3 8 41 7 , 8 8 8 41 7 , 5 3 3 42 1 , 7 5 8 738,255 317,695 317,695 317,695 To t a l 3, 4 6 2 , 5 5 4 4, 3 1 7 , 7 9 3 6, 0 6 8 , 2 4 2 4, 8 3 5 , 2 3 5 4, 4 6 2 , 4 6 5 3, 4 6 7 , 7 3 4 3, 7 6 7 , 9 6 8 3, 2 3 7 , 1 4 6 3, 3 8 7 , 3 1 5 3, 6 8 7 , 2 6 7 3, 1 7 6 , 5 2 4 3, 7 3 1 , 3 8 3 5, 7 0 3 , 4 6 9 4,296,863 3,483,327 3,715,943 3,174,166 Ca s h B a l a n c e - B e g i n n i n g 4, 2 3 7 , 6 1 5 3 , 6 8 5 , 8 6 2 3, 9 4 8 , 4 5 0 2, 6 3 9 , 3 4 0 2, 8 3 6 , 4 9 5 1, 5 2 0 , 0 5 9 1, 2 1 3 , 2 1 0 63 6 , 8 1 9 61 8 , 6 0 4 48 6 , 6 6 8 90 , 2 5 5 23 6 , 8 4 5 (1 3 0 , 2 5 8 ) 274,794 (576,930) (586,540) (786,730) Ch a n g e s i n A c c r u a l s (7 , 9 2 6 ) - - - - - - - - - - - - - - - - Re v e n u e s 1, 6 4 0 , 8 4 4 3, 2 0 7 , 0 3 1 3, 3 8 5 , 7 8 1 3, 6 5 9 , 0 4 0 1, 7 7 2 , 6 7 9 1, 7 8 7 , 5 3 5 1, 8 1 8 , 2 2 7 1, 8 4 5 , 5 8 2 1, 8 8 2 , 0 2 9 1, 9 1 7 , 5 0 5 1, 9 4 9 , 7 6 3 1, 9 9 0 , 9 3 0 4, 7 3 5 , 1 7 1 2,071,789 2,100,367 2,142,403 2,182,424 Ex p e n d i t u r e s (3 , 4 6 2 , 5 5 4 ) (4 , 3 1 7 , 7 9 3 ) (6 , 0 6 8 , 2 4 2 ) (4 , 8 3 5 , 2 3 5 ) (4 , 4 6 2 , 4 6 5 ) (3 , 4 6 7 , 7 3 4 ) (3 , 7 6 7 , 9 6 8 ) (3 , 2 3 7 , 1 4 6 ) (3 , 3 8 7 , 3 1 5 ) (3 , 6 8 7 , 2 6 7 ) (3 , 1 7 6 , 5 2 4 ) (3 , 7 3 1 , 3 8 3 ) (5 , 7 0 3 , 4 6 9 ) (4,296,863) (3,483,327) (3,715,943) (3,174,166) No n c a s h - D e p r e c i a t i o n 1, 2 7 7 , 8 8 3 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1,373,350 1,373,350 1,373,350 1,373,350 Ca s h B a l a n c e - E n d i n g 3, 6 8 5 , 8 6 2 $ 3 , 9 4 8 , 4 5 0 $ 2, 6 3 9 , 3 4 0 $ 2, 8 3 6 , 4 9 5 $ 1, 5 2 0 , 0 5 9 $ 1, 2 1 3 , 2 1 0 $ 63 6 , 8 1 9 $ 61 8 , 6 0 4 $ 48 6 , 6 6 8 $ 90 , 2 5 5 $ 23 6 , 8 4 5 $ (1 3 0 , 2 5 8 ) $ 27 4 , 7 9 4 $ (576,930)$ (586,540)$ (786,730)$ (405,123)$ No t e s : 1) 2 0 1 8 i n c l u d e s $ 2 6 0 , 0 0 0 f o r t h e c o m p l e t i o n o f E v e r g r e e n , l e s s $ 2 1 4 , 4 1 4 f o r F i r e h o u s e b i d u n d e r e s t i m a t e , l e s s $ 3 9 0 , 0 0 0 f o r B e l l v u e m i l l a n d o v e r l a y m o v e d t o 2 0 1 9 , a n d l e s s $ 7 3 , 4 7 0 5 1 s t A v e n u e m o v e d t o 2 0 1 9 .  ( 2 , 0 0 0 , 0 0 0 )  ( 1 , 0 0 0 , 0 0 0 )  ‐  1 , 0 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 22 The chart above is illustrating the annual comparison of the City's storm drainage utility rates with eight other cities which are considered to be similar to Brooklyn Center. All rates presented are for 2018, with the exception of the budgeted 2019 rate for the City of Brooklyn Center.  $‐  $5.00  $10.00  $15.00  $20.00  $25.00  $30.00 Fridley Roseville Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Richfield Crystal New Hope Golden Valley Maplewood Shoreview $9.24  $13.35  $14.77 $15.06  $17.78 $18.15  $21.66 $22.00  $26.25  $29.72  Residential Storm Water Charge per Quarter for 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mp & Utl Rev Bo | Storm Drainage Improvemen | 10/ 3/2018 | 4:26 PM 24 * White Bear Lake does not operate a storm water utility The above chart illustrates a combined quarterly bill for Water, Sewer and Storm Utilities at a usage of 18,000 gallons. Please note that the City of White Bear Lake does not operate a Storm Utility.  $‐  $50.00  $100.00  $150.00  $200.00  $250.00  $300.00 White Bear Lake* Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Fridley Richfield Roseville Crystal Maplewood Shoreview Golden Valley New Hope $134.45  $155.75 $162.02  $179.18  $187.59 $187.70 $188.36 $189.02 $190.75  $204.61  $259.48  2018 Residential Quarterly total Water, Sewer, and Storm Utility Bill (18,000 gallons) 25           Street Light Utility     Budget   Cash Flow Projections   Rate Comparisons    26 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 49571 - STREET LIGHT-OPERATIONS OPERATING REVENUES 4707 - PENALTIES 8,930$ 8,751$ 6,399$ 7,500$ 7,500$ 0.00% 7,500$ 4741 - STREET LIGHT SERVICE CHARGE 444,592 442,607 336,504 443,000 443,000 0.00% 443,000 TOTAL SALES AND USER FEES 453,522 451,358 342,903 450,500 450,500 0.00% 450,500 TOTAL OPERATING REVENUES 453,522 451,358 342,903 450,500 450,500 0.00% 450,500 OPERATING EXPENSES 6204 - STATIONARY SUPPLIES 87 84 98 280 280 0.00% 280 6239 - OTHER REPAIR & MAINT SUPPLIES 2,542 5,817 2,974 7,500 7,500 0.00% 7,750 TOTAL SUPPLIES 2,629 5,901 3,072 7,780 7,780 0.00% 8,030 6307 - PROFESSIONAL SERVICES 45 28 33 200 200 0.00% 200 6322 - POSTAGE 880 880 640 1,080 1,080 0.00% 1,080 6409 - OTHER REPAIR & MAINT SVCS 20,869 4,260 6,077 16,000 16,000 0.00% 16,000 6423 - LOGIS CHARGES 4,872 5,030 3,837 4,858 5,164 6.30% 5,341 6436 - UNCOLLECTIBLE CHECKS/DEBTS 50 - - - - 0.00% - TOTAL SERVICES & OTHER CHARGES 26,716 10,198 10,587 22,138 22,444 1.38% 22,621 6361 - GENERAL LIABILITY INSURANCE 1,483 798 918 846 897 6.03% 900 TOTAL INSURANCE 1,483 798 918 846 897 6.03%900 6381 - ELECTRIC 165,338 168,118 124,829 180,000 204,000 13.33% 204,000 TOTAL UTILITIES 165,338 168,118 124,829 180,000 204,000 13.33% 204,000 6494 - DEPRECIATION EXPENSE 55,632 59,302 44,354 103,183 103,183 0.00% 103,183 TOTAL DEPRECIATION 55,632 59,302 44,354 103,183 103,183 0.00% 103,183 TOTAL OPERATING EXPENSES 251,798 244,317 183,760 313,947 338,304 7.76% 338,734 OPERATING INCOME (LOSS)201,724 207,041 159,143 136,553 112,196 -17.84% 111,766 NONOPERATING REVENUES 4603 - INTEREST EARNINGS 5,652 8,836 10,637 6,636 10,409 56.86% 10,409 4605 - UNREALIZED INVESTMENT GAIN/LOSS (1,077) (2,666) - - - 0.00%- TOTAL INVESTMENT EARNINGS 4,575 6,170 10,637 6,636 10,409 56.86% 10,409 4921 - REFUNDS & REIMBURSEMENTS 16,092 2,935 4,575 - - 0.00%- TOTAL MISCELLANEOUS 16,092 2,935 4,575 - - 0.00%- TOTAL NONOPERATING REVENUES 20,667 9,105 15,212 6,636 10,409 56.86% 10,409 NONOPERATING EXPENSES 6530 - IMPROVEMENTS - - - 375,000 572,000 52.53% 180,000 TOTAL CAPITAL OUTLAY - - - 375,000 572,000 52.53% 180,000 6471 - ADMINISTRATIVE SERVICE TRANSFER 20,272 22,752 19,324 25,766 25,766 0.00% 25,766 6482 - MISC TRANSFER OUT - - 111,144 - - 0.00%- TOTAL TRANSFERS 20,272 22,752 130,468 25,766 25,766 0.00% 25,766 TOTAL NONOPERATING EXPENSES 20,272 22,752 130,468 400,766 597,766 49.16% 205,766 NET CHANGE IN FUND BALANCE 202,119$ 193,394$ 43,887$ (257,577)$ (475,161)$ 84.47% (83,591)$ STREET LIGHT UTILITY FUND - 65200 PUBLIC UTILITY FUND 27 Ci t y o f B r o o k l y n C e n t e r St r e e t L i g h t U t i l i t y F u n d R a t e A n a l y s i s Re v i s e d : 1 0 - 8 - 1 8 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 6. 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6.55 $ 6.55 $ Pe r Q u a r t e r C h a n g e - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Ac t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 2 0 3 3 Re v e n u e s Op e r a t i n g 45 1 , 3 5 8 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 450,500 $ 450,500 $ 450,500 $ 450,500 $ In v e s t m e n t E a r n i n g s 6, 1 7 0 6, 6 3 6 10 , 4 0 9 10 , 4 0 9 4, 0 6 7 5, 6 8 7 6, 5 0 2 3, 0 0 2 2, 7 1 2 1, 2 8 2 (4 0 5 ) 1, 8 4 4 4, 0 3 6 6,170 8,092 9,047 10,219 No n o p e r a t i n g 2, 9 3 5 - - - - - - - - - - - - - - - - To t a l 46 0 , 4 6 3 45 7 , 1 3 6 46 0 , 9 0 9 46 0 , 9 0 9 45 4 , 5 6 7 45 6 , 1 8 7 45 7 , 0 0 2 45 3 , 5 0 2 45 3 , 2 1 2 45 1 , 7 8 2 45 0 , 0 9 5 45 2 , 3 4 4 45 4 , 5 3 6 456,670 458,592 459,547 460,719 Ex p e n d i t u r e s Su p p l i e s 5, 9 0 1 7, 7 8 0 7, 7 8 0 8, 0 3 0 8, 1 9 1 8, 3 5 4 8, 5 2 2 8, 6 9 2 8, 8 6 6 9, 0 4 3 9, 2 2 4 9, 4 0 8 9, 5 9 7 9,789 9,984 10,184 10,388 Ot h e r S e r v i c e s & C h a r g e s 32 , 9 5 0 47 , 9 0 4 48 , 2 1 0 48 , 3 8 7 49 , 3 5 5 50 , 3 4 2 51 , 3 4 9 52 , 3 7 6 53 , 4 2 3 54 , 4 9 2 55 , 5 8 1 56 , 6 9 3 57 , 8 2 7 58,983 60,163 61,366 62,594 In s u r a n c e 79 8 84 6 89 7 90 0 91 8 93 6 95 5 97 4 99 4 1, 0 1 4 1, 0 3 4 1, 0 5 4 1, 0 7 6 1,097 1,119 1,141 1,164 Ut i l i t i e s 16 8 , 1 1 8 18 0 , 0 0 0 20 4 , 0 0 0 20 4 , 0 0 0 20 8 , 0 8 0 21 2 , 2 4 2 21 6 , 4 8 6 22 0 , 8 1 6 22 5 , 2 3 2 22 9 , 7 3 7 23 4 , 3 3 2 23 9 , 0 1 9 24 3 , 7 9 9 248,675 253,648 258,721 263,896 De p r e c i a t i o n 59 , 3 0 2 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 1 0 3 , 1 8 3 1 0 3 , 1 8 3 103,183 103,183 Ca p i t a l O u t l a y 1 1 7 , 2 5 5 3 1 8 , 7 8 1 5 7 2 , 0 0 0 1 8 0 , 0 0 0 8 0 , 0 0 0 1 3 0 , 0 0 0 4 1 3 , 0 0 0 1 9 0 , 0 0 0 2 6 0 , 0 0 0 2 7 0 , 0 0 0 - - - 1 0 , 0 0 0 7 0 , 0 0 0 50,000 - To t a l 3 8 4 , 3 2 4 6 5 8 , 4 9 4 9 3 6 , 0 7 0 5 4 4 , 5 0 0 4 4 9 , 7 2 6 5 0 5 , 0 5 7 7 9 3 , 4 9 5 5 7 6 , 0 4 1 6 5 1 , 6 9 8 6 6 7 , 4 6 8 4 0 3 , 3 5 4 4 0 9 , 3 5 8 4 1 5 , 4 8 1 4 3 1 , 7 2 7 4 9 8 , 0 9 8 484,596 441,224 Ca s h B a l a n c e - B e g i n n i n g 58 1 , 4 6 9 7 2 1 , 6 8 6 6 2 3 , 5 1 1 2 5 1 , 5 3 3 2 7 1 , 1 2 5 3 7 9 , 1 4 9 4 3 3 , 4 6 2 2 0 0 , 1 5 2 1 8 0 , 7 9 6 8 5 , 4 9 3 ( 2 7 , 0 1 0 ) 1 2 2 , 9 1 4 2 6 9 , 0 8 3 4 1 1 , 3 2 1 5 3 9 , 4 4 7 603,124 681,258 Ch a n g e s i n A c c r u a l s 4 , 7 7 6 - - - - - - - - - - - - - - - - Re v e n u e s 4 6 0 , 4 6 3 4 5 7 , 1 3 6 4 6 0 , 9 0 9 4 6 0 , 9 0 9 4 5 4 , 5 6 7 4 5 6 , 1 8 7 4 5 7 , 0 0 2 4 5 3 , 5 0 2 4 5 3 , 2 1 2 4 5 1 , 7 8 2 4 5 0 , 0 9 5 4 5 2 , 3 4 4 4 5 4 , 5 3 6 4 5 6 , 6 7 0 4 5 8 , 5 9 2 459,547 460,719 Ex p e n d i t u r e s ( 3 8 4 , 3 2 4 ) ( 6 5 8 , 4 9 4 ) (9 3 6 , 0 7 0 ) (5 4 4 , 5 0 0 ) (4 4 9 , 7 2 6 ) (5 0 5 , 0 5 7 ) (7 9 3 , 4 9 5 ) (5 7 6 , 0 4 1 ) (6 5 1 , 6 9 8 ) (6 6 7 , 4 6 8 ) (4 0 3 , 3 5 4 ) (4 0 9 , 3 5 8 ) (4 1 5 , 4 8 1 ) (431,727) (498,098) (484,596) (441,224) No n c a s h - D e p r e c i a t i o n 59 , 3 0 2 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 103,183 103,183 103,183 103,183 Ca s h B a l a n c e - E n d i n g 72 1 , 6 8 6 $ 62 3 , 5 1 1 $ 25 1 , 5 3 3 $ 27 1 , 1 2 5 $ 37 9 , 1 4 9 $ 43 3 , 4 6 2 $ 20 0 , 1 5 2 $ 18 0 , 7 9 6 $ 85 , 4 9 3 $ (2 7 , 0 1 0 ) $ 12 2 , 9 1 4 $ 26 9 , 0 8 3 $ 41 1 , 3 2 1 $ 539,447 $ 603,124 $ 681,258 $ 803,935 $  ( 1 0 0 , 0 0 0 )  ‐  1 0 0 , 0 0 0  2 0 0 , 0 0 0  3 0 0 , 0 0 0  4 0 0 , 0 0 0  5 0 0 , 0 0 0  6 0 0 , 0 0 0  7 0 0 , 0 0 0  8 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 28 The chart above is illustrating the annual comparison of the City's street lighting utility rates with five other cities which are considered to be similar to Brooklyn Center. All rates presented are for 2018, with the exception of the budgeted 2019 rate for the City of Brooklyn Center.  $‐  $2.00  $4.00  $6.00  $8.00  $10.00  $12.00  $14.00 New Hope Crystal Richfield Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Golden Valley Shoreview $4.92 $5.00  $5.77  $6.55 $6.55  $7.05  $13.23 Residential Street Light Charge per Quarter for 2018 29           Recycling Utility     Budget   Cash Flow Projections   Rate Comparisons    30 2018 2016 2017 September 2018 2019 2020 Object Code / Description Actual Actual YTD Budget Budget Change Budget 49311 - RECYCLING OPERATING REVENUES 4707 - PENALTIES 11,909$ 13,461$ 9,787$ 8,000$ 8,000$ 0.00% 8,000$ 4751 - RECYCLING SERVICE FEES 385,546 391,308 295,945 385,134 396,769 3.02% 400,817 TOTAL SALES AND USER FEES 397,455 404,769 305,732 393,134 404,769 2.96% 408,817 TOTAL OPERATING REVENUES 397,455 404,769 305,732 393,134 404,769 2.96% 408,817 OPERATING EXPENSES 6204 - STATIONARY SUPPLIES 111 107 128 150 150 0.00% 150 6225 - PARK & LANDSCAPE MATERIALS - - - - 10,500 100.00% - TOTAL SUPPLIES 111 107 128 150 10,650 7000.00% 150 6301 - ACCTG, AUDIT & FIN'L SERVICES 28 - - - - 0.00% - 6307 - PROFESSIONAL SERVICES - 51 60 100 100 0.00% 100 6322 - POSTAGE 880 880 640 1,400 1,300 -7.14% 1,300 6423 - LOGIS CHARGES 4,872 5,030 3,804 4,858 5,164 6.30% 5,341 6436 - UNCOLLECTIBLE CHECKS/DEBTS 79 - - - - 0.00% - 6449 - OTHER CONTRACTUAL SERVICE 262,573 349,356 275,058 375,000 378,750 1.00% 382,540 TOTAL SERVICES & OTHER CHARGES 268,432 355,317 279,562 381,358 385,314 1.04% 389,281 6361 - GENERAL LIABILITY INSURANCE 960 1,435 1,124 1,521 1,612 5.98%1,620 TOTAL INSURANCE 960 1,435 1,124 1,521 1,612 5.98%1,620 TOTAL OPERATING EXPENSES 269,503 356,859 280,814 383,029 397,576 3.80% 391,051 OPERATING INCOME (LOSS)127,952 47,910 24,918 10,105 7,193 -28.82% 17,766 NONOPERATING REVENUES 4603 - INTEREST EARNINGS 898 2,494 2,967 1,565 2,823 80.38%2,823 4605 - UNREALIZED INVESTMENT GAIN/LOSS (207) (835) - - - 0.00%- TOTAL INVESTMENT EARNINGS 691 1,659 2,967 1,565 2,823 80.38%2,823 NONOPERATING EXPENSES 6471 - ADMINISTRATIVE SERVICE TRANSFER 22,478 9,748 8,377 11,169 11,169 0.00% 11,169 TOTAL TRANSFERS 22,478 9,748 8,377 11,169 11,169 0.00% 11,169 NET CHANGE IN FUND BALANCE 106,165$ 39,821$ 19,508$ 501$ (1,153)$ -330.14%9,420$ RECYCLING UTILITY FUND - 65300 PUBLIC UTILITY FUND 31 Ci t y o f B r o o k l y n C e n t e r Re c y c l i n g F u n d R a t e A n a l y s i s Re v i s e d : 1 0 - 8 - 1 8 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 12 . 3 6 $ 1 1 . 9 8 $ 1 1 . 9 8 $ 1 1 . 9 8 $ 1 2 . 1 0 $ 1 2 . 2 2 $ 1 2 . 3 4 $ 1 2 . 4 6 $ 1 2 . 7 1 $ 1 2 . 9 7 $ 1 3 . 2 3 $ 1 3 . 4 9 $ 1 3 . 7 6 $ 14.04 $ 14.32 $ Pe r Q u a r t e r C h a n g e 3. 1 5 $ ( 0 . 3 8 ) $ - $ - $ 0. 1 2 $ 0. 1 2 $ 0. 1 2 $ 0. 1 2 $ 0. 2 5 $ 0. 2 5 $ 0. 2 6 $ 0.26 $ 0.27 $ 0.28 $ 0.28 $ Ac t u a l A c t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 Re v e n u e s Op e r a t i n g 39 7 , 4 5 5 $ 40 4 , 7 6 9 $ 40 4 , 7 6 9 $ 40 4 , 7 6 9 $ 40 8 , 8 1 7 $ 41 2 , 9 0 5 $ 41 7 , 0 3 4 $ 42 1 , 2 0 4 $ 42 9 , 6 2 8 $ 43 8 , 2 2 1 $ 44 6 , 9 8 5 $ 455,925 $ 465,044 $ 474,344 $ 483,831 $ In v e s t m e n t E a r n i n g s 69 1 1, 6 5 9 1, 5 6 5 2, 8 2 3 2, 8 2 3 2, 9 3 8 3, 0 2 2 3, 0 4 7 3, 0 0 9 2, 9 6 9 2, 9 2 7 2,883 2,836 2,788 2,737 To t a l 39 8 , 1 4 6 40 6 , 4 2 8 40 6 , 3 3 4 40 7 , 5 9 2 41 1 , 6 4 0 41 5 , 8 4 3 42 0 , 0 5 6 42 4 , 2 5 1 43 2 , 6 3 7 44 1 , 1 9 0 44 9 , 9 1 2 458,808 467,880 477,132 486,569 Ex p e n d i t u r e s Su p p l i e s 11 1 10 7 15 0 10 , 6 5 0 15 0 15 2 15 3 15 5 15 6 15 8 15 9 161 162 164 166 Ot h e r S e r v i c e s & C h a r g e s 29 0 , 9 1 0 36 5 , 0 6 5 47 9 , 2 4 7 39 6 , 4 8 3 40 0 , 4 5 0 40 8 , 4 5 9 41 6 , 6 2 8 42 4 , 9 6 1 43 3 , 4 6 0 44 2 , 1 2 9 45 0 , 9 7 2 459,991 469,191 478,575 488,146 In s u r a n c e 96 0 1, 4 3 6 1, 5 2 1 1, 6 1 2 1, 6 2 0 1, 6 3 6 1, 6 5 3 1, 6 6 9 1, 6 8 6 1, 7 0 3 1, 7 2 0 1,737 1,754 1,772 1,789 To t a l 29 1 , 9 8 1 36 6 , 6 0 8 48 0 , 9 1 8 40 8 , 7 4 5 40 2 , 2 2 0 41 0 , 2 4 7 41 8 , 4 3 4 42 6 , 7 8 4 43 5 , 3 0 2 44 3 , 9 8 9 45 2 , 8 5 1 461,889 471,108 480,511 490,101 Ca s h B a l a n c e - B e g i n n i n g 41 , 4 2 0 12 4 , 2 9 2 26 2 , 2 1 0 18 7 , 6 2 6 18 6 , 4 7 3 19 5 , 8 9 3 20 1 , 4 8 9 20 3 , 1 1 2 20 0 , 5 7 8 19 7 , 9 1 3 19 5 , 1 1 4 192,175 189,094 185,866 182,488 Ch a n g e s i n A c c r u a l s (2 3 , 2 9 3 ) 98 , 0 9 8 - - - - - - - - - - - - - Re v e n u e s 39 8 , 1 4 6 40 6 , 4 2 8 40 6 , 3 3 4 40 7 , 5 9 2 41 1 , 6 4 0 41 5 , 8 4 3 42 0 , 0 5 6 42 4 , 2 5 1 43 2 , 6 3 7 44 1 , 1 9 0 44 9 , 9 1 2 458,808 467,880 477,132 486,569 Ex p e n d i t u r e s (2 9 1 , 9 8 1 ) (3 6 6 , 6 0 8 ) (4 8 0 , 9 1 8 ) (4 0 8 , 7 4 5 ) (4 0 2 , 2 2 0 ) (4 1 0 , 2 4 7 ) (4 1 8 , 4 3 4 ) (4 2 6 , 7 8 4 ) (4 3 5 , 3 0 2 ) (4 4 3 , 9 8 9 ) (4 5 2 , 8 5 1 ) (4 6 1 , 8 8 9 ) (471,108) (480,511) (490,101) No n c a s h - D e p r e c i a t i o n - - - - - - - - - - - - - - - Ca s h B a l a n c e - E n d i n g 12 4 , 2 9 2 $ 2 6 2 , 2 1 0 $ 1 8 7 , 6 2 6 $ 18 6 , 4 7 3 $ 19 5 , 8 9 3 $ 20 1 , 4 8 9 $ 20 3 , 1 1 2 $ 20 0 , 5 7 8 $ 19 7 , 9 1 3 $ 19 5 , 1 1 4 $ 19 2 , 1 7 5 $ 189,09 4 $ 185,86 6 $ 182,48 8 $ 178,95 5 $  $ ‐  $ 5 0 , 0 0 0  $ 1 0 0 , 0 0 0  $ 1 5 0 , 0 0 0  $ 2 0 0 , 0 0 0  $ 2 5 0 , 0 0 0  $ 3 0 0 , 0 0 0 20 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 Re c y c l i n g   F u n d   U t i l i t y Ca s h   B a l a n c e   ‐   E n d i n g 32 The chart above is illustrating the annual comparison of the City's recycling utility rates with seven other cities which are considered to be similar to Brooklyn Center. All rates presented are for 2018, with the exception of the budgeted 2019 rate for the City of Brooklyn Center. The City is part of a joint powers organization called the Hennepin Recycling Group (HRG) which manages the recycling program for the member communities.  $‐  $2.00  $4.00  $6.00  $8.00  $10.00  $12.00  $14.00 Roseville Fridley Maplewood Crystal New Hope Brooklyn Center ‐ 2018 Brooklyn Center ‐ 2019 Golden Valley $7.00  $8.20  $10.29  $10.75 $10.95  $11.98  $11.98  $14.00  Residential Recycling Charge per Quarter for 2018 33 Pu b l i c W o r k s D e p a r t m e n t Mi s s i o n Re s p o n s i b l y   p r o v i d e   f o r   t h e   m a i n t e n a n c e   a n d   op e r a t i o n s   o f   t h e   C i t y ’ s   i n f r a s t r u c t u r e   a n d   f a c i l i t i e s in   a   q u a l i t y ,   c o s t   e f f e c t i v e   m a n n e r   i n c l u d i n g : • 12 1   m i l e s   o f   w a t e r m a i n ,   1 , 3 0 0   v a l v e s ,   1 , 0 0 0   h y d r a n t s ,   7, 0 0   m e t e r e d   h o m e s   a n d   1 , 6 0 0   m e t e r e d   m u l t i ‐ f a m i l y • 10 6   m i l e s   s a n i t a r y   s e w e r   a n d   9 , 0 0 0   s e w e r   s e r v i c e   co n n e c t i o n s • 88   m i l e s   o f   s t o r m   d r a i n s   a n d   4 0   t r e a t m e n t   f a c i l i t i e s • 27 0   c i t y ‐ o w n e d   o r n a m e n t a l   l i g h t s ,   9 2 0   X c e l   l i g h t s   a n d   1 0 0   tr a f f i c   s i g n a l   o v e r h e a d   l i g h t s 34 St r a t e g i c F u n c t i o n – P u b l i c U t i l i t i e s • Wa t e r   U t i l i t y :  1 . 3   b i l l i o n   g a l / y r   su p p l i e d   t o   c u s t o m e r s   f r o m   9   we l l s ,   3   w a t e r   t o w e r s ,   n e w   wa t e r   t r e a t m e n t   p l a n t • Sa n i t a r y   S e w e r   U t i l i t y :  Co n v e y a n c e   o f   9 0 0   m i l l i o n   ga l / y r   o f   w a s t e w a t e r • St o r m   D r a i n a g e   U t i l i t y :  Ma i n t a i n   a p p r o x .   8 8   m i l e s   o f   dr a i n a g e   p i p e s ,   4 0   p o n d s ,   s t o r m   se w e r   s t r u c t u r e s • St r e e t   L i g h t   U t i l i t y :  O p e r a t i o n   of   1 3 0 0   s t r e e t   l i g h t s 2 35 Pu b l i c W o r k s D e p a r t m e n t – St a f f i n g Le v e l s 3  Su p e r v i s o r   o f   U t i l i t i e s 11 1  En g i n e e r i n g   T e c h n i c i a n   3   ( d i s t r i b u t e d   1 / 3   ov e r   4 9 1 4 1 ,   4 9 2 5 1   a n d   4 9 4 1 1 ) 11 1  Ma i n t e n a n c e   I I   ( 4 ‐ 4 9 1 4 1 ,   2 ‐ 4 9 2 5 1 ,   2 ‐ 4 9 4 1 1 ) 89 9  Pa r t   T i m e / S u m m e r   T e m p o r a r y   E m p l o y e e s   (3 ‐ 4 9 1 4 1 ,   2 ‐ 4 9 2 5 1 ,   1 ‐ 4 9 4 1 1 ) 2. 0 2 . 0 2 . 0 TO T A L 12 . 0 1 3 . 0 1 3 . 0 Po s i t i o n s FT E s 20 1 8 2 0 1 9 2 0 2 0 36 An n u a l G o a l s & S t r a t e g i e s 1. Me e t o r e x c e e d s a f e d r i n k i n g w a t e r s t a n d a r d s o f t h e S t a t e o f Mi n n e s o t a a n d m a n a g e s t o r m w a t e r r u n o f f i n a n e f f i c i e n t a n d en v i r o n m e n t a l l y s e n s i t i v e m a n n e r . a. Ma n a g e a n d e n f o r c e t h e C i t y ’ s W e l l h e a d P r o t e c t i o n P l a n g o a l s . b. Im p l e m e n t B e s t M a n a g e m e n t P r a c t i c e s ( B M P s ) t h a t s u p p o r t t h e C i t y’s and Wa t e r s h e d ’ s i m p a i r e d w a t e r s T o t a l M a x i m u m D a i l y L o a d ( T M D L ) p l a ns. c. De v e l o p m a i n t e n a n c e s c h e d u l e a n d m a n u a l f o r W a t e r T r e a t m e n t P l a nt ma i n t e n a n c e a c t i v i t i e s 1. In i t i a t e i m p r o v e d , s t r e a m l i n e d m a n a g e m e n t s t r a t e g i e s a n d t e c h n i ques by u s e o f r e f i n e d m e t h o d s a n d t e c h n o l o g i e s . a. Up d a t e p r o c e s s f l o w c h a r t i n g f o r t h e u t i l i t y d e p a r t m e n t a n d e m e rgency ma n a g e m e n t . b. Au t o m a t e t h e m o n t h l y w e l l p u m p i n g r e c o r d s a n d r e p o r t i n g t o t h e Minnesota De p a r t m e n t o f H e a l t h . 4 37 Ut i l i t i e s P e r f o r m a n c e M e a s u r e s 5 Pe r f o r m a n c e   O b j e c t i v e s De s c r i p t i o n   o f   P e r f o r m a n c e   M e a s u r e Pe r f o r m a n c e   L e v e l s *A c t u a l   V a l u e T a r g e t   V a l u e Nu m b e r   o f   p r i v a t e   w e l l s   a b a n d o n e d   a n d   s e a l e d XX >2 0 Ad m i n i s t r a t i o n   f e e s   t o   p r o j e c t   c o s t   r a t i o 15 . 4 % <1 5 % Mi l e s   o f   a n n u a l   s t r e e t   s w e e p i n g   p e r f o r m e d 80 0   m i l e s   ( 4 . 5   Ci t y w i d e ,   1 1   t a r g e t e d ) >9 9 0   m i l e s   ( 4   C i t y w i d e   r o u n d s ,   10   r o u n d s   o f   t a r g e t e d   s e c o n d a r y   ar e a s ) Mi l e s   o f   a n n u a l   s a n i t a r y   s e w e r   t e l e v i s e d ,   c l e a n e d ,   r o o t ‐ sa w e d   a n d   n e w   p i p e 39 . 1 >  o r   =   1 9 . 6   m i l e s   ( 1 / 5   o f   t h e   Ci t y ’ s   t o t a l   9 7 . 9   m i l e s ) Pr i v a t e   s a n i t a r y   s e w e r   b a c k u p s   p e r   y e a r   ( d u e   t o   C i t y   s y s t e m   bl o c k a g e ) 00   Ca p i t a l O u t l a y a n d O t h e r I n i t i a t i v e s w i t h S i g n i f i c a n t B u d g e t I m pact •2 0 1 9 - 2 0 C a p i t a l I m p r o v e m e n t P r o j e c t s – Se e C I P s e c t i o n o f B u d g e t •2 0 1 9 - S e w e r - F e a s i b i l i t y S t u d y f o r l i f t s t a t i o n r e h a b i l i t a t i o n u pg r a d e s - $4 0 , 0 0 0 •2 0 1 9 - W a t e r - L a w n c a r e e q u i p m e n t f o r W a t e r T r e a t m e n t P l a n t - $ 3 , 9 0 0 38 Ke y I n i t i a t i v e s • 20 1 9   C I P • Fi n i s h   W a t e r   T o w e r   2 • We l l   2   a n d   3   R e h a b i l i t a t i o n • Li f t   S t a t i o n   2   R e h a b i l i t a t i o n • 70 th Av e n u e   T r u n k   S t o r m   S e w e r   Re h a b i l i t a t i o n • Ad d   1   s t o r m   s e w e r   m a i n t e n a n c e   wo r k e r • Fi n a n c i a l   S t a b i l i t y 6 39 St o r m S e w e r U t i l i t y M a i n t e n a n c e F T E • Si n c e   2 0 0 9   a   n u m b e r   o f   n e w   s t r e e t s c a p e   e l e m e n t s   h a v e   b e e n   a d d e d  to city  st r e e t s   a n d   c o u n t y   r o a d s   w i t h   n o   a d d i t i o n a l   F T E ’ s . • Th e s e   s t r e e t s c a p e s   e l e m e n t s   i n c l u d i n g   t h o s e   b e i n g   a d d e d   t o   B r o o klyn  Bo u l e v a r d   a n d   T H   1 0 0   i n   2 0 1 9   c o m e   w i t h   m a i n t e n a n c e   n e e d s . • Th e r e   h a v e   a l s o   b e e n   2 4   r a i n g a r d e n s   a d d e d   w h i c h   r e q u i r e   m a i n t e n ance. • Th e   c i t y   p r o v i d e s   t w i c e   w e e k l y   t r a s h   p i c k u p   a n d   w e e k l y   m a i n t e n a nce at 18  bu s   s t o p s   i n   t h e   c i t y   a t   a   c o s t   o f   a l m o s t   $ 4 0 , 0 0 0   p e r   y e a r   f o r   co n t r a c t e d   se r v i c e s . • Wi t h   a n   a d d i t i o n a l   F T E   w e   s h o u l d   s e e   i m p r o v e m e n t s   i n   t h e   l e v e l   of service  fo r   s t r e e t s c a p e s   a n d   b u s   s t o p s   w i t h   d a i l y   t r a s h   p i c k u p   p o s s i b l e  w i t h   a   re d u c t i o n   i n   c o n t r a c t e d   s e r v i c e s . • Cu r r e n t   s t o r m w a t e r r e g u l a t i o n s   a r e   a l s o   c o n t i n u a l l y   e x p a n d i n g   a n d we have  no t   a d d e d   F T E s   t o   a c c o u n t   f o r   t h e   a d d i t i o n a l   m a i n t e n a n c e ,   i n s p e c t i o n   a n d   re p o r t i n g   r e q u i r e m e n t s . • To   a d d r e s s   s t o r m w a t e r r e g u l a t i o n s   w e   n o w   h a v e   a   s t r e e t   s w e e p e r   o perator  in   t h e   s w e e p e r   d a i l y   w h e n   t h e r e   i s   n o   s n o w   o n   t h e   g r o u n d . 7 40 Ca s h F l o w / R a t e P r o j e c t i o n s • As s u m p t i o n s   f o r   C a s h   F l o w / R a t e   P r o j e c t i o n s • In c l u d e s   c a p i t a l   o u t l a y   b a s e d   o n   1 5   – y e a r   C I P • An t i c i p a t e d   d e b t   i s s u e s   i n c l u d e : • Wa t e r   G . O .   R e v e n u e   B o n d s   – 2 0 1 9 ,   2 0 2 0 ,   2 0 2 2 ,   2 0 2 4 ,   2 0 2 5 • Sa n i t a r y   S e w e r   G . O .   R e v e n u e   B o n d s   – 2 0 1 9 ,   2 0 2 0 ,   2 0 2 4 ,   2 0 2 5 • St o r m   S e w e r   G . O .   R e v e n u e   B o n d s   – 2 0 1 9 ,   2 0 2 0 ,   2 0 2 9 • 3%   a n n u a l   i n c r e a s e   i n   p e r s o n a l   s e r v i c e s ,   2 %   a n n u a l   i n c r e a s e   i n   operating  ex p e n s e s 8 41 Wa t e r U t i l i t y R a t e a n d C a s h Fl o w 9 Av e r a g e R e s i d e n t i a l F e e (1 8 , 0 0 0 G a l l o n s / P e r Q t r . ) 58 . 5 6 $ 5 8 . 5 6 $ 6 2 . 1 4 $ 6 7 . 6 8 $ 7 3 . 7 0 $ 8 0 . 4 0 $ 8 7 . 6 1 $ Pe r Q u a r t e r C h a n g e 9. 8 2 $ - $ 3. 5 8 $ 5. 5 4 $ 6. 0 2 $ 6.70 $ 7.21 $ A c t u a l B u d g e t e d B u d g e t e d B u d g e t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 Re v e n u e s Op e r a t i n g 3, 5 4 3 , 3 2 3 $ 3, 5 4 3 , 3 2 3 $ 3, 7 5 5 , 9 2 2 $ 4, 0 9 3 , 9 5 5 $ 4, 4 6 2 , 4 1 1 $ 4, 8 6 4 , 0 2 8 $ 5,301,791 $ In v e s t m e n t E a r n i n g s 28 , 1 5 4 36 , 5 5 1 48 , 6 2 4 48 , 6 2 4 30 , 1 8 1 15,819 13,678 No n o p e r a t i n g 42 , 2 7 4 - - - - - - B o n d P r o c e e d s ( G O ) 3, 2 3 0 , 0 0 0 3, 1 9 1 , 4 5 1 2, 6 0 0 , 0 0 0 3, 2 7 0 , 0 0 0 - 2 , 4 5 0 , 0 0 0 - To t a l 6, 8 4 3 , 7 5 1 6, 7 7 1 , 3 2 5 6, 4 0 4 , 5 4 6 7, 4 1 2 , 5 7 9 4, 4 9 2 , 5 9 2 7, 3 2 9 , 8 4 8 5,315,469 Ex p e n d i t u r e s P e r s o n a l S e r v c i e s 55 1 , 6 8 0 57 7 , 0 5 3 59 7 , 8 0 3 62 0 , 8 2 0 63 9 , 4 4 5 65 8 , 6 2 8 678,387 S u p p l i e s 20 7 , 8 6 9 28 2 , 6 6 0 27 0 , 2 1 0 26 7 , 2 6 0 27 2 , 6 0 5 27 8 , 0 5 7 283,618 Ot h e r S e r v i c e s & C h a r g e s 5 0 6 , 9 5 2 46 9 , 8 3 6 50 5 , 7 3 5 50 3 , 9 2 0 51 3 , 9 9 8 52 4 , 2 7 8 534,764 In s u r a n c e 35 , 1 7 4 37 , 2 8 4 39 , 5 2 2 40 , 2 0 0 41 , 0 0 4 41,824 42,661 Ut i l i t i e s 22 2 , 0 5 6 23 6 , 9 0 0 23 6 , 9 0 0 23 6 , 9 0 0 24 1 , 6 3 8 24 6 , 4 7 1 251,400 De p r e c i a t i o n 1, 6 3 5 , 2 5 5 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1,935,476 Ca p i t a l O u t l a y ( C I P ) 2, 7 6 6 , 0 0 9 4, 6 1 2 , 2 5 3 3, 0 9 0 , 0 0 0 3, 9 4 4 , 0 0 0 91 3 , 0 0 0 2, 8 9 0 , 0 0 0 800,000 De b t S e r v i c e ( E x i s t i n g ) 16 6 , 9 1 8 38 3 , 9 9 7 79 0 , 3 9 4 1, 0 0 8 , 5 8 4 1, 0 0 2 , 7 0 9 1, 0 0 8 , 3 5 9 1,005,459 De b t S e r v i c e ( P F A ) 1, 1 4 0 , 1 5 3 1, 1 4 0 , 4 9 0 1, 1 4 0 , 8 6 0 1, 1 4 0 , 1 3 0 1, 1 4 0 , 3 1 0 1, 1 4 0 , 3 9 0 1,140,370 De b t S e r v i c e ( P r o j e c t e d ) - - - 5 7 , 7 3 5 68 5 , 3 2 4 68 4 , 5 8 6 975,821 To t a l 7, 2 3 2 , 0 6 6 9, 6 7 5 , 9 4 9 8, 6 0 6 , 9 0 0 9, 7 5 5 , 0 2 5 7, 3 8 5 , 5 0 9 9, 4 0 8 , 0 7 0 7,647,956 Ca s h B a l a n c e - B e g i n n i n g 1, 7 7 9 , 8 5 8 3, 6 5 5 , 0 5 3 2, 6 8 5 , 9 0 4 2, 4 1 9 , 0 2 6 2, 0 1 2 , 0 5 6 1, 0 5 4 , 6 1 5 911,869 Ch a n g e s i n A c c r u a l s 62 8 , 2 5 5 - - - - - - Re v e n u e s 6, 8 4 3 , 7 5 1 6, 7 7 1 , 3 2 5 6, 4 0 4 , 5 4 6 7, 4 1 2 , 5 7 9 4, 4 9 2 , 5 9 2 7, 3 2 9 , 8 4 8 5,315,469 Ex p e n d i t u r e s (7 , 2 3 2 , 0 6 6 ) (9 , 6 7 5 , 9 4 9 ) (8 , 6 0 6 , 9 0 0 ) (9 , 7 5 5 , 0 2 5 ) (7 , 3 8 5 , 5 0 9 ) (9 , 4 0 8 , 0 7 0 ) (7,647,956) No n c a s h - D e p r e c i a t i o n 1 , 6 3 5 , 2 5 5 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1, 9 3 5 , 4 7 6 1,935,476 Ca s h B a l a n c e - E n d i n g 3 , 6 5 5 , 0 5 3 $ 2, 6 8 5 , 9 0 4 $ 2, 4 1 9 , 0 2 6 $ 2, 0 1 2 , 0 5 6 $ 1, 0 5 4 , 6 1 5 $ 91 1 , 8 6 9 $ 514,857 $ 42 Wa t e r U t i l i t y C a s h F l o w 10  ‐  5 0 0 , 0 0 0  1 , 0 0 0 , 0 0 0  1 , 5 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  2 , 5 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  3 , 5 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  4 , 5 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Wa t e r   U t i l i t y Ca p i t a l   O u t l a y   ( C I P ) Ca s h   B a l a n c e   ‐   E n d i n g 43 Wa t e r U t i l i t y R a t e C o m p a r i s o n 11  $ ‐  $ 2 0 . 0 0  $ 4 0 . 0 0  $ 6 0 . 0 0  $ 8 0 . 0 0  $ 1 0 0 . 0 0  $ 1 2 0 . 0 0  $ 1 4 0 . 0 0 $3 9 . 5 0   $5 8 . 5 6   $6 2 . 0 7   $6 2 . 9 4   $6 8 . 0 4   $7 7 . 6 5   $9 0 . 5 8   $9 6 . 3 0   $1 0 8 . 9 9   $109.59 $124.71  Re s i d e n t i a l   C o s t   o f   1 8 , 0 0 0   G a l l o n s   o f   W a t e r   p e r   Q u a r t e r     f o r   2 0 18 44 Pr o p o s e d B o n d I s s u e ( W a t e r ) • Pr o p o s e d   d e b t   i s s u e   f o r   $ 2 . 6   m i l l i o n   o f   i n f r a s t r u c t u r e   i m p r o v e m ents  id e n t i f i e d   i n   t h e   C I P   f o r   I n t e r s t a t e   A r e a   I m p r o v e m e n t s • An n u a l   p a y m e n t s   o f   a p p r o x i m a t e l y   $ 3 1 8 , 0 0 0   b e g i n n i n g   i n   2 0 2 0   ( 1 0   ye a r s   @   2 . 8 4 % ) • Al l o w s   t h e   C i t y   t o   s m o o t h   r a t e   i n c r e a s e s   o v e r   a   p e r i o d   o f   t i m e 12 45 Sa n i t a r y S e w e r U t i l i t y R a t e / C a s h F l o w 13 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 82 . 4 2 $ 8 2 . 4 2 $ 8 4 . 8 9 $ 8 9 . 1 4 $ 9 3 . 5 9 $ 9 8 . 2 7 $ 1 0 3 . 1 9 $ Pe r Q u a r t e r C h a n g e 2. 4 0 $ - $ 2 . 4 7 $ 4 . 2 4 $ 4 . 4 6 $ 4 . 6 8 $ 4 . 9 1 $ A c t u a l P r o j e c t e d B u d g e t e d B u d g e t e d P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 Re v e n u e s Op e r a t i n g 4 , 2 8 7 , 6 7 4 $ 4 , 2 8 7 , 6 7 4 $ 4 , 4 1 6 , 3 0 4 $ 4 , 6 3 7 , 1 1 9 $ 4 , 8 6 8 , 9 7 5 $ 5 , 1 1 2 , 4 2 4 $ 5 , 3 6 8 , 0 4 5 $ In v e s t m e n t E a r n i n g s 4 6 , 9 8 7 4 8 , 6 6 2 6 4 , 3 9 2 6 4 , 3 9 2 3 6 , 2 0 8 2 6 , 4 4 8 1 2 , 5 3 2 No n o p e r a t i n g 9 8 1 - - - - - - B o n d P r o c e e d s 1 , 3 9 5 , 0 0 0 - 1 , 7 5 0 , 0 0 0 1 , 7 6 0 , 0 0 0 - - - To t a l 5 , 7 3 0 , 6 4 2 4 , 3 3 6 , 3 3 6 6 , 2 3 0 , 6 9 6 6 , 4 6 1 , 5 1 1 4 , 9 0 5 , 1 8 4 5 , 1 3 8 , 8 7 2 5 , 3 8 0 , 5 7 7 Ex p e n d i t u r e s P e r s o n a l S e r v c i e s 1 9 5 , 8 6 5 2 2 4 , 4 5 9 2 3 7 , 0 9 6 2 4 6 , 6 0 1 2 5 3 , 9 9 9 2 6 1 , 6 1 9 2 6 9 , 4 6 8 S u p p l i e s 1 3 , 0 7 7 3 9 , 7 1 5 3 9 , 1 1 5 3 8 , 0 6 5 3 8 , 8 2 6 3 9 , 6 0 3 4 0 , 3 9 5 Ot h e r S e r v i c e s & C h a r g e s 2 , 7 9 2 , 4 4 8 2 , 8 6 9 , 2 5 8 3 , 0 3 2 , 6 7 5 3 , 1 0 2 , 8 6 4 3 , 1 6 4 , 9 2 1 3 , 2 2 8 , 2 2 0 3 , 2 9 2 , 7 8 4 In s u r a n c e 2 5 , 0 6 3 2 6 , 5 6 8 2 8 , 1 6 2 2 8 , 6 7 5 2 9 , 2 4 9 2 9 , 8 3 3 3 0 , 4 3 0 Ut i l i t i e s 4 4 , 7 5 5 3 9 , 1 0 0 3 9 , 1 0 0 3 9 , 1 0 0 3 9 , 8 8 2 4 0 , 6 8 0 4 1 , 4 9 3 D ep r e c i a t i o n 89 7 , 8 0 3 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1,124,040 Ca p i t a l O u t l a y 1, 9 4 9 , 7 7 8 2, 6 2 6 , 8 5 8 2, 9 1 5 , 0 0 0 2, 3 5 8 , 0 0 0 1, 0 8 0 , 0 0 0 1, 5 1 3 , 0 0 0 713,000 De b t S e r v i c e ( E x i s t i n g ) 28 2 , 2 9 3 42 3 , 7 4 3 54 3 , 1 4 0 54 4 , 5 6 3 54 0 , 7 5 1 544,179 534,922 De b t S e r v i c e ( P r o j e c t e d ) - - - 3 8 , 9 6 1 40 8 , 2 7 3 409,448 410,418 To t a l 6, 2 0 1 , 0 8 2 7, 3 7 3 , 7 4 1 7, 9 5 8 , 3 2 8 7, 5 2 0 , 8 6 9 6, 6 7 9 , 9 4 1 7, 1 9 0 , 6 2 1 6,456,950 Ca s h B a l a n c e - B e g i n n i n g 4, 7 3 1 , 9 8 2 4, 8 6 6 , 1 5 9 2, 9 5 2 , 7 9 4 2, 3 4 9 , 2 0 1 2, 4 1 3 , 8 8 4 1, 7 6 3 , 1 6 7 835,457 Ch a n g e s i n A c c r u a l s (2 9 3 , 1 8 6 ) - - - - - - Re v e n u e s 5, 7 3 0 , 6 4 2 4, 3 3 6 , 3 3 6 6, 2 3 0 , 6 9 6 6, 4 6 1 , 5 1 1 4, 9 0 5 , 1 8 4 5, 1 3 8 , 8 7 2 5,380,577 E x p e n d i t u r e s (6 , 2 0 1 , 0 8 2 ) (7 , 3 7 3 , 7 4 1 ) (7 , 9 5 8 , 3 2 8 ) (7 , 5 2 0 , 8 6 9 ) (6 , 6 7 9 , 9 4 1 ) (7 , 1 9 0 , 6 2 1 ) (6,456,950) No n c a s h - D e p r e c i a t i o n 89 7 , 8 0 3 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1, 1 2 4 , 0 4 0 1,124,040 Ca s h B a l a n c e - E n d i n g 4, 8 6 6 , 1 5 9 $ 2, 9 5 2 , 7 9 4 $ 2, 3 4 9 , 2 0 1 $ 2, 4 1 3 , 8 8 4 $ 1, 7 6 3 , 1 6 7 $ 835,457 $ 883,124 $ 46 Sa n i t a r y S e w e r U t i l i t y C a s h F l o w 14  ‐  1 , 0 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0  6 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 47 Pr o p o s e d B o n d I s s u e ( S e w e r ) • Pr o p o s e d   d e b t   i s s u e   f o r   $ 1 . 7 5   m i l l i o n   o f   i n f r a s t r u c t u r e   i m p r o v e ments  id e n t i f i e d   i n   t h e   C I P   f o r   I n t e r s t a t e   A r e a   I m p r o v e m e n t s • An n u a l   p a y m e n t s   o f   a p p r o x i m a t e l y   $ 2 1 5 , 0 0 0   b e g i n n i n g   i n   2 0 2 0   ( 1 0   ye a r s   @   2 . 8 4 % ) • Al l o w s   t h e   C i t y   t o   s m o o t h   r a t e   i n c r e a s e s   o v e r   a   p e r i o d   o f   t i m e 15 48 Sa n i t a r y S e w e r U t i l i t y R a t e C o m p a r i s o n 16  $ ‐  $ 2 0 . 0 0  $ 4 0 . 0 0  $ 6 0 . 0 0  $ 8 0 . 0 0  $ 1 0 0 . 0 0  $ 1 2 0 . 0 0 $6 1 . 2 2   $7 2 . 1 9   $7 3 . 0 2   $7 8 . 0 5   $8 2 . 4 2   $8 4 . 8 9   $9 2 . 1 6   $9 2 . 9 9   $9 4 . 9 5   $107.00 $113.11  Re s i d e n t i a l   C o s t   o f   1 8 , 0 0 0   G a l l o n s   o f   S a n i t a r y   S e w e r   p e r   Q u a r t e r    f o r   2 0 1 8 49 St o r m S e w e r U t i l i t y R a t e / C a s h F l o w 17 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 14 . 4 8 $ 1 4 . 7 7 $ 1 5 . 0 6 $ 1 5 . 3 7 $ 1 5 . 6 7 $ 1 5 . 9 9 $ 16.31 $ Pe r Q u a r t e r C h a n g e - $ 0 . 2 9 $ 0 . 3 0 $ 0 . 3 0 $ 0 . 3 1 $ 0 . 3 1 $ 0.32 $ A c t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 R e v e n u e s O p e r a t i n g 1 , 5 9 8 , 3 7 4 $ 1 , 6 3 0 , 3 4 1 $ 1 , 6 6 2 , 9 4 8 $ 1 , 6 9 6 , 2 0 7 $ 1 , 7 3 0 , 1 3 1 $ 1 , 7 6 4 , 7 3 4 $ 1,800,029 $ In v e s t m e n t E a r n i n g s 4 2 , 2 2 0 4 6 , 5 4 8 5 2 , 8 3 3 5 2 , 8 3 3 4 2 , 5 4 7 2 2 , 8 0 1 18,198 No n o p e r a t i n g 2 5 0 - - - - - - B o n d P r o c e e d s - 1 , 5 3 0 , 1 4 2 1 , 6 7 0 , 0 0 0 1 , 9 1 0 , 0 0 0 - - - To t a l 1 , 6 4 0 , 8 4 4 3 , 2 0 7 , 0 3 1 3 , 3 8 5 , 7 8 1 3 , 6 5 9 , 0 4 0 1 , 7 7 2 , 6 7 9 1 , 7 8 7 , 5 3 5 1,818,227 Ex p e n d i t u r e s P e r s o n a l S e r v c i e s 2 0 8 , 9 3 2 2 2 6 , 7 2 5 3 0 9 , 5 8 8 3 2 5 , 8 2 6 3 3 5 , 6 0 1 3 4 5 , 6 6 9 356,039 S u p p l i e s 1 9 , 4 2 0 6 1 , 5 0 0 5 3 , 2 6 5 4 5 , 1 0 0 4 6 , 0 0 2 4 6 , 9 2 2 47,860 O t h e r S e r v i c e s & C h a r g e s 3 0 4 , 2 8 1 3 5 1 , 4 8 5 3 5 8 , 5 7 5 3 5 4 , 2 1 0 3 6 1 , 2 9 4 3 6 8 , 5 2 0 375,890 In s u r a n c e 2 , 2 3 3 2 , 3 6 7 2 , 5 0 9 2 , 5 5 0 2 , 6 0 1 2 , 6 5 3 2,706 Ut i l i t i e s 2 , 9 2 4 3 , 6 0 0 3 , 7 0 0 3 , 7 0 0 3 , 7 7 4 3 , 8 4 9 3,926 D ep r e c i a t i o n 1, 2 7 7 , 8 8 3 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1,373,350 1,373,350 Ca p i t a l O u t l a y 1, 6 2 8 , 8 0 1 2, 1 8 2 , 1 1 6 3, 7 7 8 , 4 7 0 2, 3 9 8 , 0 0 0 1, 6 2 4 , 0 0 0 608,000 892,000 De b t S e r v i c e ( e x i s t i n g ) 18 , 0 8 0 11 6 , 6 5 0 18 8 , 7 8 5 29 5 , 3 5 0 29 7 , 4 0 0 299,025 295,350 De b t S e r v i c e ( p r o j e c t e d ) - - - 3 7 , 1 4 9 41 8 , 4 4 3 419,745 420,845 To t a l 3, 4 6 2 , 5 5 4 4, 3 1 7 , 7 9 3 6, 0 6 8 , 2 4 2 4, 8 3 5 , 2 3 5 4, 4 6 2 , 4 6 5 3,467,734 3,767,968 Ca s h B a l a n c e - B e g i n n i n g 4, 2 3 7 , 6 1 5 3, 6 8 5 , 8 6 2 3, 9 4 8 , 4 5 0 2, 6 3 9 , 3 4 0 2, 8 3 6 , 4 9 5 1,520,059 1,213,210 Ch a n g e s i n A c c r u a l s (7 , 9 2 6 ) - - - - - - Re v e n u e s 1 , 6 4 0 , 8 4 4 3, 2 0 7 , 0 3 1 3, 3 8 5 , 7 8 1 3, 6 5 9 , 0 4 0 1, 7 7 2 , 6 7 9 1,787,535 1,818,227 E x p e n d i t u r e s (3 , 4 6 2 , 5 5 4 ) (4 , 3 1 7 , 7 9 3 ) (6 , 0 6 8 , 2 4 2 ) (4 , 8 3 5 , 2 3 5 ) (4 , 4 6 2 , 4 6 5 ) (3,467,734) (3,767,968) No n c a s h - D e p r e c i a t i o n 1, 2 7 7 , 8 8 3 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1, 3 7 3 , 3 5 0 1,373,350 1,373,350 Ca s h B a l a n c e - E n d i n g 3, 6 8 5 , 8 6 2 $ 3, 9 4 8 , 4 5 0 $ 2, 6 3 9 , 3 4 0 $ 2, 8 3 6 , 4 9 5 $ 1, 5 2 0 , 0 5 9 $ 1,213,210 $ 636,819 $ 50 St o r m S e w e r U t i l i t y C a s h F l o w 18  ( 2 , 0 0 0 , 0 0 0 )  ( 1 , 0 0 0 , 0 0 0 )  ‐  1 , 0 0 0 , 0 0 0  2 , 0 0 0 , 0 0 0  3 , 0 0 0 , 0 0 0  4 , 0 0 0 , 0 0 0  5 , 0 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 51 Pr o p o s e d B o n d I s s u e • Pr o p o s e d   d e b t   i s s u e   f o r   $ 1 . 6 7   m i l l i o n   o f   i n f r a s t r u c t u r e   i m p r o v e ments  id e n t i f i e d   i n   t h e   C I P   f o r   I n t e r s t a t e   A r e a   I m p r o v e m e n t s • An n u a l   p a y m e n t s   o f   a p p r o x i m a t e l y   $ 2 0 5 , 0 0 0   b e g i n n i n g   i n   2 0 2 0   ( 1 0   ye a r s   @   2 . 8 4 % ) • Al l o w s   t h e   C i t y   t o   s m o o t h   r a t e   i n c r e a s e s   o v e r   a   p e r i o d   o f   t i m e 19 52 St o r m S e w e r U t i l i t y R a t e C o m p a r i s o n 20  $ ‐  $ 5 . 0 0  $ 1 0 . 0 0  $ 1 5 . 0 0  $ 2 0 . 0 0  $ 2 5 . 0 0  $ 3 0 . 0 0 Fr i d l e y R o s e v i l l e B r o o k l y n Ce n t e r   ‐ 20 1 8 Br o o k l y n Ce n t e r   ‐ 20 1 9 Ri c h f i e l d C r y s t a l N e w   H o p e G o l d e n Va l l e y Ma p l e w o o d S h o r e v i e w $9 . 2 4   $1 3 . 3 5   $1 4 . 7 7   $1 5 . 0 7   $1 7 . 7 8   $1 8 . 1 5   $2 1 . 6 6   $2 2 . 0 0   $26.25 $29.72  Re s i d e n t i a l   S t o r m   W a t e r   C h a r g e   p e r   Q u a r t e r   f o r   2 0 1 8 53 Wa t e r , S e w e r , S t o r m W a t e r R a t e Co m p a r i s o n 21 *W h i t e B e a r L a k e d o e s n o t o p e r a t e a s t o r m w a t e r u t i l i t y  $ ‐  $ 5 0 . 0 0  $ 1 0 0 . 0 0  $ 1 5 0 . 0 0  $ 2 0 0 . 0 0  $ 2 5 0 . 0 0  $ 3 0 0 . 0 0 $1 3 4 . 4 5   $1 5 5 . 7 5   $1 6 2 . 0 2   $1 7 9 . 1 8   $1 8 7 . 5 9   $1 8 7 . 7 0   $1 8 8 . 3 6   $1 8 9 . 0 2   $1 9 0 . 7 5   $204.61 $259.48  20 1 8   R e s i d e n t i a l   Q u a r t e r l y   t o t a l   W a t e r ,   S e w e r ,   a n d   S t o r m   U t i l i t y  B i l l   ( 1 8 , 0 0 0   g a l l o n s ) 54 St r e e t L i g h t U t i l i t y R a t e / C a s h F l o w 22 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 6. 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ 6 . 5 5 $ Pe r Q u a r t e r C h a n g e - $ - $ - $ - $ - $ - $ - $ A c t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 Re v e n u e s O p e r a t i n g 45 1 , 3 5 8 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 45 0 , 5 0 0 $ 450,500 $ 450,500 $ In v e s t m e n t E a r n i n g s 6 , 1 7 0 6, 6 3 6 10 , 4 0 9 10 , 4 0 9 4, 0 6 7 5,687 6,502 No n o p e r a t i n g 2 , 9 3 5 - - - - - - To t a l 46 0 , 4 6 3 45 7 , 1 3 6 46 0 , 9 0 9 46 0 , 9 0 9 45 4 , 5 6 7 456,187 457,002 Ex p e n d i t u r e s S u p p l i e s 5 , 9 0 1 7, 7 8 0 7, 7 8 0 8, 0 3 0 8, 1 9 1 8,354 8,522 O t h e r S e r v i c e s & C h a r g e s 32 , 9 5 0 47 , 9 0 4 48 , 2 1 0 48 , 3 8 7 49 , 3 5 5 50,342 51,349 In s u r a n c e 79 8 84 6 89 7 90 0 91 8 936 955 Ut i l i t i e s 16 8 , 1 1 8 18 0 , 0 0 0 20 4 , 0 0 0 20 4 , 0 0 0 20 8 , 0 8 0 212,242 216,486 De p r e c i a t i o n 59 , 3 0 2 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 103,183 103,183 Ca p i t a l O u t l a y 11 7 , 2 5 5 31 8 , 7 8 1 57 2 , 0 0 0 18 0 , 0 0 0 80 , 0 0 0 130,000 413,000 T ot a l 38 4 , 3 2 4 65 8 , 4 9 4 93 6 , 0 7 0 54 4 , 5 0 0 44 9 , 7 2 6 505,057 793,495 Ca s h B a l a n c e - B e g i n n i n g 58 1 , 4 6 9 72 1 , 6 8 6 62 3 , 5 1 1 25 1 , 5 3 3 27 1 , 1 2 5 379,149 433,462 Ch a n g e s i n A c c r u a l s 4 , 7 7 6 - - - - - - Re v e n u e s 46 0 , 4 6 3 45 7 , 1 3 6 46 0 , 9 0 9 46 0 , 9 0 9 45 4 , 5 6 7 456,187 457,002 E x p e n d i t u r e s (3 8 4 , 3 2 4 ) (6 5 8 , 4 9 4 ) (9 3 6 , 0 7 0 ) (5 4 4 , 5 0 0 ) (4 4 9 , 7 2 6 ) (505,057) (793,495) No n c a s h - D e p r e c i a t i o n 59 , 3 0 2 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 10 3 , 1 8 3 103,183 103,183 Ca s h B a l a n c e - E n d i n g 72 1 , 6 8 6 $ 62 3 , 5 1 1 $ 25 1 , 5 3 3 $ 27 1 , 1 2 5 $ 37 9 , 1 4 9 $ 433,462 $ 200,152 $ 55 St r e e t L i g h t U t i l i t y C a s h F l o w 23  ( 1 0 0 , 0 0 0 )  ‐  1 0 0 , 0 0 0  2 0 0 , 0 0 0  3 0 0 , 0 0 0  4 0 0 , 0 0 0  5 0 0 , 0 0 0  6 0 0 , 0 0 0  7 0 0 , 0 0 0  8 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 2 0 3 1 2 0 3 2 Ca p i t a l   O u t l a y Ca s h   B a l a n c e   ‐   E n d i n g 56 St r e e t L i g h t U t i l i t y R a t e C o m p a r i s o n 24  $ ‐  $ 2 . 0 0  $ 4 . 0 0  $ 6 . 0 0  $ 8 . 0 0  $ 1 0 . 0 0  $ 1 2 . 0 0  $ 1 4 . 0 0 Ne w   H o p e C r y s t a l R i c h f i e l d B r o o k l y n Ce n t e r   ‐   2 0 1 8 Br o o k l y n Ce n t e r   ‐   2 0 1 9 Go l d e n   V a l l e y S h o r e v i e w $4 . 9 2   $5 . 0 0   $5 . 7 7   $6 . 5 5   $ 6 . 5 5   $7 . 0 5   $13.23  Re s i d e n t i a l   S t r e e t   L i g h t   C h a r g e   p e r   Q u a r t e r   f o r   2 0 1 8 57 Re c y c l i n g U t i l i t y R a t e / C a s h F l o w 25 Re s i d e n t i a l - F l a t F e e / P e r Q t r . 11 . 9 8 $ 1 1 . 9 8 $ 1 1 . 9 8 $ 1 2 . 1 0 $ 1 2 . 2 2 $ 1 2 . 3 4 $ 12.46 $ Pe r Q u a r t e r C h a n g e (0 . 3 8 ) $ - $ - $ 0. 1 2 $ 0. 1 2 $ 0.12 $ 0.12 $ A c t u a l P r o j e c t e d B u d g e t B u d g e t P r o j e c t e d P r o j e c t e d P r o j e c t e d 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 Re v e n u e s Op e r a t i n g 40 4 , 7 6 9 $ 40 4 , 7 6 9 $ 40 4 , 7 6 9 $ 40 8 , 8 1 7 $ 41 2 , 9 0 5 $ 417,034 $ 421,204 $ In v e s t m e n t E a r n i n g s 1, 6 5 9 1, 5 6 5 2, 8 2 3 2, 8 2 3 2, 9 3 8 3,022 3,047 To t a l 4 0 6 , 4 2 8 40 6 , 3 3 4 40 7 , 5 9 2 41 1 , 6 4 0 41 5 , 8 4 3 420,056 424,251 Ex p e n d i t u r e s S u p p l i e s 10 7 15 0 10 , 6 5 0 15 0 15 2 153 155 Ot h e r S e r v i c e s & C h a r g e s 36 5 , 0 6 5 47 9 , 2 4 7 39 6 , 4 8 3 40 0 , 4 5 0 40 8 , 4 5 9 416,628 424,961 In s u r a n c e 1, 4 3 6 1, 5 2 1 1, 6 1 2 1, 6 2 0 1, 6 3 6 1,653 1,669 To t a l 3 6 6 , 6 0 8 48 0 , 9 1 8 40 8 , 7 4 5 40 2 , 2 2 0 41 0 , 2 4 7 418,434 426,784 Ca s h B a l a n c e - B e g i n n i n g 12 4 , 2 9 2 26 2 , 2 1 0 18 7 , 6 2 6 18 6 , 4 7 3 19 5 , 8 9 3 201,489 203,112 Ch a n g e s i n A c c r u a l s 98 , 0 9 8 - - - - - - Re v e n u e s 40 6 , 4 2 8 40 6 , 3 3 4 40 7 , 5 9 2 41 1 , 6 4 0 41 5 , 8 4 3 420,056 424,251 E x p e n d i t u r e s (3 6 6 , 6 0 8 ) (4 8 0 , 9 1 8 ) (4 0 8 , 7 4 5 ) (4 0 2 , 2 2 0 ) (4 1 0 , 2 4 7 ) (418,434) (426,784) No n c a s h - D e p r e c i a t i o n - - - - - - - Ca s h B a l a n c e - E n d i n g 26 2 , 2 1 0 $ 18 7 , 6 2 6 $ 18 6 , 4 7 3 $ 19 5 , 8 9 3 $ 20 1 , 4 8 9 $ 203,112 $ 200,578 $ 58 Re c y c l i n g U t i l i t y C a s h F l o w 26  $ ‐  $ 5 0 , 0 0 0  $ 1 0 0 , 0 0 0  $ 1 5 0 , 0 0 0  $ 2 0 0 , 0 0 0  $ 2 5 0 , 0 0 0  $ 3 0 0 , 0 0 0 20 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 2 0 2 6 2 0 2 7 2 0 2 8 2 0 2 9 2 0 3 0 Re c y c l i n g   F u n d   U t i l i t y Ca s h   B a l a n c e   ‐   E n d i n g 59 Re c y c l i n g U t i l i t y R a t e C o m p a r i s o n 27  $ ‐  $ 2 . 0 0  $ 4 . 0 0  $ 6 . 0 0  $ 8 . 0 0  $ 1 0 . 0 0  $ 1 2 . 0 0  $ 1 4 . 0 0 Ro s e v i l l e F r i d l e y M a p l e w o o d C r y s t a l N e w   H o p e B r o o k l y n Ce n t e r   ‐   2 0 1 8 Br o o k l y n Ce n t e r   ‐   2 0 1 9 Golden Valley $7 . 0 0   $8 . 2 0   $1 0 . 2 9   $1 0 . 7 5   $1 0 . 9 5   $1 1 . 9 8   $ 1 1 . 9 8   $14.00  Re s i d e n t i a l   R e c y c l i n g   C h a r g e   p e r   Q u a r t e r   f o r   2 0 1 8 60