HomeMy WebLinkAbout2019 07-29 CCP FC Joint Dept BudgetsAGENDA
CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION
Monday, July 29, 2019
6:30 p.m.
City Hall – City Council Chambers
I. Call to Order
II. Approval of Agenda
III. 2020 Budget Overview
a. Work Session Objectives
b. Operating Budget/Revenue Policies
c. Budget Goals & Outcomes
i. Strategic Priorities Review
d. Local Government Aid (LGA)
e. Debt Service Levy
f. Market Value Trends
g. Preliminary Property Tax Implications
IV. City Council/Financial Commission Interactive Activity
V. Community Budget Survey – Polco Pilot Program
VI. CIP Work Session – Follow-up
a. Water Tower Cost Break Down
VII. Future Budget Discussions
a. August 7, 2019 (Wednesday) – General Fund Budget Requests
(CARS/Administration)
b. August 19, 2019 – General Fund Budget Requests (Community Development/
Public Works/Finance)
c. September 4, 2019 – General Fund Budget Requests (Police/Fire)
d. September 16, 2019 – Recommended Preliminary Levy & Budget
VIII. Adjournment
MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
DATE: July 29, 2019
TO: Curt Boganey, City Manager
FROM: Nathan Reinhardt, Finance Director
SUBJECT: 2020 Budget Overview
Recommendation:
It is recommended that the City Council-Financial Commission consider providing direction to
staff regarding the next steps in developing the 2020 preliminary property tax levy and budget to
be adopted in September.
City Council/Commission Considerations/Work Session Objectives:
This evening staff is seeking City Council/Commission input on the following considerations:
1) The draft budget assumes that we have the necessary major programs in place and our
2020 budget requests will continue to provide the services needed, with additional
advancements as we work towards our strategic goals. Does City Council/Commission
agree with this assumption?
2) What is the maximum levy adjustment that City Council/Commission would like to see
proposed?
Based on preliminary departmental requests, the 2020 budget would require a levy increase
of 11.27 percent to maintain and enhance City service levels, provide additional revenue to
pay for the debt service, and move toward the achievement of our Strategic Priorities.
Chart 1: Levy Impact Based on General Fund Department Requests
Description $ Amount Levy Impact %
Debt Service (2019 Proposed Bond Issue) $78,623 0.43%
Impact of revenue adjustments (310,154) (-1.68%)
Increase in contingency 75,000 0.41%
Increase needed to maintain operations (6.10%):
Personnel 777,475 4.22%
Supplies/Services/Charges 393,676 2.13%
Capital outlay (47,950) (-.26%)
Increase for requested advancements (6.03%):
Personnel 634,324 3.44%
Supplies/Services/Charges 404,590 2.19%
Capital outlay 71,500 0.39%
Requested Levy $2,077,084 11.27%
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Background:
Operating Budget Policies
The Operating Budget Policies provide a basic framework for the overall budget process.
Operating independently of changing circumstances and conditions, these policies assist the
decision making process of the City Council and Administration. The Operating Budget Policies
are as follows:
1. In accordance with Chapter 7, Section 7.06 of the City Charter, the total sum appropriated in the General
Fund annual budget shall be equal to the total estimated General Fund revenue and any allocated General
Fund balance.
2. The City will pay for all current expenditures with current revenues. The City will avoid budgetary
procedures that balance current expenditures at the expense of meeting future year’s revenues, or rolling
over short-term debt, or that rely on accumulated fund balances to meet current obligations.
3. The City will annually appropriate a contingency appropriation in the General Fund budget, not to exceed
five percent of the total budget, to provide for unanticipated expenditure of a non-recurring nature.
4. The City Manager, when submitting the Proposed Budget to the City Council, shall submit a balanced
General Fund budget in which appropriations shall not exceed the total of the estimated General Fund
revenue and any fund balance appropriated by the City Council.
5. Prior to adopting the General Fund Annual Budget, the City Council shall review the Reserve Policy.
6. In the event that there is a shortfall of revenues in a current year budget, the City Manager may recommend
the use of a portion of the General Fund balance not to exceed the amount available after deducting
amounts reserved for items not readily convertible to cash or reserved for working capital.
7. The budget will provide for adequate maintenance of the capital plant and equipment, and for their orderly
replacement.
8. The budget will provide for adequate funding of all retirement systems.
9. The City will maintain a budgetary control system to assist in adhering to the budget.
10. The City administration will prepare regular monthly reports comparing actual revenues and expenditures
to the budgeted amount.
11. Each year the City will update expenditure projections for its Enterprise Funds for at least the ensuing five
years. Projections will include estimated operating costs of future capital improvements included in the
Capital Budget.
12. The Operating Budget will describe the major goals to be achieved, and the services and programs to be
delivered for the level of funding provided.
13. Where possible, the City will integrate performance measurement and productivity indicators with the
budget.
14. Enterprise funds shall be budgeted to have positive net income plus a sufficient margin to provide for
replacement cost of property, plant, and equipment.
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Revenue Policies
Revenue Policies direct how the City maintains the ability to pay for the services it provides its
customers. The Revenue Policies are as follows:
1. The City will attempt to maintain a diversified and stable revenue system to shelter it from short-run
fluctuations in any one revenue source and to minimize property taxes.
2. The City will estimate its annual revenue by an objective conservative analytical process.
3. The City will project revenues for the next three years and will update this projection annually. Each
existing and potential revenue source will be reexamined annually.
4. The City will ensure the County maintains sound appraisal procedures to keep property values correct.
Property will be assessed at the legally mandated market value for each type of property. Reassessments
will be made of all property at least every five years.
5. The City will follow an assertive policy of collecting property tax revenues. The annual level of
uncollected property taxes should generally not exceed two percent.
6. Each year the City will recalculate the full costs of activities supported by user fees to identify the impact
of inflation and other cost increases.
7. The City staff will recommend revised user fees with review by the City Council on an annual basis, to
adjust for cost factors and inflation on the City’s cost of providing services.
8. The City will set fees and user charges for each Enterprise Fund, such as Water and Sewer, at a level which
fully supports the total direct and indirect costs of the activity. Indirect costs include the cost of annual
depreciation of capital assets.
9. User charges and fees determined to be appropriate for City services will generally be established at a level
which will recover the full cost of providing the service, including administrative costs.
Budget Goals & Outcomes
The City Council has adopted the following six strategic priorities. For each priority we have
provided the definition and identified resources proposed in the 2020 budget that continue to
support each priority.
Resident Economic Stability
The economic stability of residents is essential to vibrant neighborhoods and to retail,
restaurant, and business growth. We will lead by supporting collaborative efforts of
education, business, and government sectors to improve income opportunities for residents.
Goals identified include:
1. Development and implementation of a Business Retention and Expansion
(BR&E) program which will engage local businesses to identify their needs,
establish relationships, and gather information to further support business
development.
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
2. Implementation of a comprehensive “pipeline” strategy to provide greater
opportunities for unemployed/underemployed City residents to be employed by
the City in livable wage jobs.
3. Develop a program to support existing local and start-up businesses with an
emphasis on underserved entrepreneurs. The City will identify service gaps for
local entrepreneurs, develop solutions, and identify resources, with the goal of
reducing local government barriers to business success.
4. Explore opportunities to promote home ownership for existing and future
residents, with an emphasis on serving those with barriers to home ownership for
existing and future residents, with an emphasis on serving those with barriers to
home ownership. We will develop a Housing Policy Action Plan, which will
examine the City’s housing policies and ordinances with the goal of expanding
tenant protections, preserving existing affordable housing, and review for the
potential of new affordable housing units.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
1. Align City resources, including financial, staff, facilities and equipment to most
equitably support Brooklyn Center youth. Specific actions include:
a. Co-lead, with the City of Brooklyn Park, the BrookLynk Internship
Program
b. Identify and provide Brooklyn internship opportunities within Brooklyn
Center
c. Increase equitable access to recreational programs and services
Targeted Redevelopment
Redeveloping properties to the highest value and best use will accomplish our goals
regarding housing, job creation, and growth of the City’s tax base. We will appropriately
prepare sites and provide the necessary supporting infrastructure investments to guide
redevelopment of publicly and privately owned properties.
Goals identified include:
1. Goal of completing a corridor land use study for Brooklyn Boulevard, which will
identify redevelopment opportunities at key intersections that complement the
transportation investments on the corridor, and creates a regulatory framework for
redevelopment at those nodes.
2. Master development planning of the former Sears site, which will identify
planning issues and land use considerations. The City will create a development
implementation plan that includes assisting the landowner in identifying
perspective developers and/or businesses to achieve the City’s goals for the site.
3. Work with Alatus, LLC to move forward with a first phase of the redevelopment
of the opportunity site.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
1. Addition of an Associate Planner position to take on Zoning Administration
functions and assist with day-to-day planning duties to address increased demand
for City Planner’s time on redevelopment and planning projects.
Inclusive Community Engagement
In order to provide effective and appropriate services, we must clearly understand and
respond to community needs. We will consistently seek input fro m a b r o a d r a n g e o f
stakeholders from the general public, non-profit, and for-profit sectors. Efforts to engage
the community will be transparent, responsive, deliberately inclusive, and culturally
sensitive.
Goals identified include:
1. Continued expansion and participation in Mobile Recreation (Rec on the Go) at
neighborhood park facilities across the City.
2. Continue building out the established Communications and Community
Engagement division which increased social media outreach strategies, volunteer
opportunities, community dialogues, community partnerships and media outreach.
3. Enhance internal training and development of staff related to inclusion and
diversity in order to build greater capacity and competency with services to the
diverse populations of the City.
4. Increase the opportunities for officers to engage the community and specifically
the youth in non-enforcement, positive, and informative ways, including but not
limited to events such as: coffee/ice cream with a cop, open gyms, local school
educational talks (violence prevention, drug awareness, and positive decision
making). The police staff will continue to partner with Junior Achievement
programming for area elementary schools.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
1. Proposed Full-time position (replacing part-time position) of Communication
Engagement Specialist to continue to engage residents.
2. ADA traffic signal upgrades at the intersection of Bass Lake Road at Xerxes
Avenue.
3. Funding to support the City’s Sister Cities Commission.
4. Polco survey software to receive resident input on specific community questions.
5. Funds allocated for additional printing and postage to allow for more City
information to be distributed to residents.
6. Creation of a funding pool that would allocate funding to each neighborhood for
neighborhood engagement activities.
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Enhanced Community Image
Our ability to attract and retain residents and businesses is directly influenced by the
perception of the City. We will take specific actions to assure that Brooklyn Center is
recognized by residents, businesses, stakeholders, and visitors as a high quality, attractive
and safe community.
Goals identified include:
1. Update of the City’s zoning code, with the desired outcome of having regulations
that support the vision of the community and enhance the ability of property
owners to improve and redevelop property in a way that responds to market
demands, is reasonable, and results in attractive, quality property that enhances
the community.
2. Engage the media to include social media; highlighting stories that spotlight
police efforts with crime reduction and citizen engagement. This effort may
include allowing better and more frequent access to police personnel and
activities. Issues such as suspect identifications, crime trends (open ignition auto
theft), graffiti, and other livable concerns will be spotlighted on the Police/City
Facebook pages.
3. Continued posting of city related information and stories on the City’s website,
social media platforms and newsletters.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
1. Purchase of digital signage to replace existing signage outside City
Hall/Community Center to promote current events and City notifications.
2. New playground equipment to enhance the attractiveness of City parks.
3. Brooklyn Boulevard north entrance sign replacement to match the entrance sign
replaced with the Brooklyn Boulevard project in 2019.
4. Addition of a full-time Park Maintenance position to keep up with appearance of
City streetscape and parks.
5. Water Tower No. 1 rehabilitation, which will include painting the water tower
with current Brooklyn Center city logo.
6. Implementation of the results from the Public Art Program study.
7. Continuation of City marketing campaigns, that include Connect at the Center,
Engage BC, I Love BC and BC Counts.
8. Addition of a part-time Graphic Designer to assist with the Communications &
Engagement division
Safe, Secure, Stable Community
For residents and visitors to fully appreciate and enjoy a great quality of life it is essential
that all neighborhoods are safe, secure and stable. We are committed to assuring
compliance with neighborhood condition and building safety standards, providing proactive
and responsive public safety protection, wise stewardship of City resources and policies that
promote safety, security and lasting stable environment.
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Goals identified include:
1. Adoption and implementation of a comprehensive strategy to reduce youth
violence involving young men of color utilizing resources provided as a Cities
United partner.
2. Continue to insure staff compliance with use of Body Worn Cameras (BWCs)
alongside our existing squad camera systems to create an enhanced environment
of transparency and increased investigative effectiveness. This will be done by
audits for compliance of BWC usage during complaint reviews and use of force
incidents.
3. Maintain a team of officers with a sergeant, whose primary focus is dedicated to
constantly monitor criminal activity and address it in a proactive manner. This
team’s primary focus will be the commercial districts, including Shingle Creek
Crossing. New hotel licensing will be coordinated and enforced by this team of
officers. In 2020, hotel operators will be for the first time held fully responsible
for the safety and security of their properties.
4. Work to identify youth who have been exposed to domestic violence within their
home in addition to potential sex trafficking victims. Provide resources available
to the victim such as Cornerstone advocacy services. Continue to use Cornerhouse
as an investigative resource for youth victims and witnesses. Cornerhouse has
enhanced services to provide for better family self-care and healing. In 2020,
initiate the Cities United model as a means to enhance services offered to BC
youth.
5. Review and enhance investigative resources regarding sexual assault
investigations and prosecutions. Insure we are using a best practices model and
employing all resources available both internally and externally to examine these
crimes. Utilize best practices Trauma Informed interview skills at all levels of
investigations.
6. Continuation of proactive monitoring and customer education of code
enforcement issues. This includes routine proactive sweeps of the community as
well as implementation of the “knock and talk” program which has improved
code enforcement compliance.
7. Goal of adopting the International Property Maintenance Code in order to provide
more consistent and effective plan review and inspection services.
8. Implementation of a uniform employee appraisal system, where employees will
be consistently evaluated on the areas of customer service and operational
excellence.
9. Increase the safety of the community by offering Home Safety Surveys, Hands
Only CPR, and installation of Smoke and Carbon Monoxide Detectors. Visit all
elementary schools during Fire Prevention Week and educate approximately
1,250 school aged children on fire safety. Continue Fire and Fall safety for older
adults.
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
10. Installation of gateways on City water towers to obtain fixed water utility meter
reads, which will provide real-time information to utility billing staff and quicker
responses to customer requests and questions.
11. Funds allocated for non-traditional marketing initiatives.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
1. Delegation of current staff resources to Cities United strategy development and
implementation.
2. Hire and training for five new fire department recruits.
3. Upgrade of current Fire Department Training Room technology equipment to
serve as the primary Emergency Operations Center.
4. Addition of a part-time Code Enforcement/Housing Inspector allowing Building
Inspectors to focus on building plan review and inspections.
5. Implementation of new software to improve the management of code enforcement
case, rental licenses and permit processing software.
6. Purchase of a portable changeable message board for Emergency Preparedness
and other uses throughout all departments within the City.
7. Addition of two patrol officers as a result of anticipated population growth,
changing community expectations in regards to engagement and increased time
necessary to handle calls for service related to de-escalation.
8. Community Development office remodel and expansion to create more
efficiencies for staff and resolve needs for more staff office space.
9. Proposed Full-time position (replacing part-time position) of Human Resource
Development Specialist.
10. Proposed Information Technology intern to keep up with workload of employee
support tickets.
11. Increase wages of elections judges from $13 per hour to $15 per hour and budget
for three elections (Presidential Nomination Primary, Primary Election and
General Election).
12. Implementation of Modus election software to coordinate scheduling and training
of election judges.
13. Complete of a security assessment of all government buildings to identify
potential risk areas.
14. Inclusion of two facilitated City Council retreats.
Key Transportation Investments
Proactively maintaining an efficient and effective infrastructure will meet the high level of
community expectations. We will plan for and invest in critical infrastructure
improvements that enhance safety, improve life quality, and support opportunities for
redevelopment, while sustaining the natural environment.
Goals identified include:
1. Begin developing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake
Road to 65th Avenue) for construction in 2021.
8
MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
2. Work with regional partners and jurisdictions to develop an environmental study
for the TH 252 conversion to a freeway and MnPASS lanes on TH 252 and I-94.
This project was selected for Corridors of Commerce funding in 2018 ($163M)
for start of construction in 2023.
3. Implement the 27th year of the street and utility construction program by providing
the needed capital improvements, which increase value to the public infrastructure
and provide a catalyst towards other aesthetical improvements and value
throughout neighborhoods Citywide.
Resources allocated in the 2020 Budget to achieve this strategic priority include:
1. Oversee construction of Brooklyn Boulevard Phase I.
2. Solidifying funding partnership for Brooklyn Boulevard Phase II and TH 252 and
complete required environmental impact study.
3. Identified 2020 Projects on 15-year Capital Improvement Plan
a. Neighborhood Reconstruction Project – Grandview Park Area North
Improvements
b. Proposed 2020 Bond Issue
In the upcoming work sessions, departments will be presenting their budget requests.
Department heads will provide insight into annual accomplishments as well their goals for their
budget. We will discuss how operating spending plans relate to strategic priorities and operating
goals and anticipated operating results for 2020. Departments will also provide further analysis
on trends that have budget implications. City Council will be asked to provide consensus on
department goals or further guidance on the results desired, based on feedback from departments.
Local Government Aid
On May 30, 2019 Governor Walz signed into law a tax bill that included a $26 million increase
in local government aid (LGA) effective with the 2020 distribution. This restores the program to
the funding level of 2002. As a result the City of Brooklyn Center will see a total increase in the
2020 budget of $335,263.
9
MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Chart 2: Local Government Aid (LGA) Past 20 Years
As shown on the 20 year chart, the City experienced significant LGA reductions following 2002,
specifically during times the state faced budget deficits and the LGA was frozen at $411,378 for
the years 2010 through 2013. The City received a significant increase in LGA from 2013 to
2014. In 2014, the City Council adopted a policy that effectively limited the use of 50 percent of
LGA for general operations, with the remaining 50 percent used for capital improvements.
The City’s 2020 General Fund budget includes $1,059,416 for LGA, which is a budgeted
increase of $167,631. The City has significantly reduced its operational reliance upon LGA, for
the 2020 budget LGA makes up approximately four percent of General Fund operations, during
the early 2000’s LGA made up over 17% of General Fund operations.
Chart 2: Local Government Aid (LGA) as a Percentage of General Fund Operations
10
MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Debt Service Levy
Chart 3: Debt Service (paid from property tax levy)
The 2020 budget includes an additional debt service levy of $78,623, which will provide the levy
funding needed for the 2019 debt issue to fund the neighborhood reconstruction program.
Based on the Capital Improvement Plan discussion, the City anticipates a $230,000 annual
increase is needed over the next two years to continue to fund this program and an additional
$225,000 annual increase projected in 2022 for Brooklyn Boulevard Phase 2 improvements. The
chart above reflects the 2020 budgeted debt service levy increase and the future projected
increases.
Market Value Trends
Chart 4: Taxable Market Value (preliminary estimates)
Preliminary estimates from the County assessor’s office shows continued growth in taxable
market value. The City’s taxable market value is estimated to increase by $218.8 million
(10.6%) for taxes payable in 2020. The market value continues to increase across the board with
double digit market value increases in commercial, industrial and apartment.
Payable Estimated
2019 2020 Change
Commercial 318,811,800$ 360,357,500$ 13.0%
Farm
Industrial 140,570,900 154,992,500 10.3%
Residential 1,325,191,354 1,451,460,506 9.5%
Apartment 275,022,304 311,518,030 13.3%
Other 478,000 507,000 6.1%
Totals 2,060,074,358$ 2,278,835,536$ 10.6%
Taxable Market Value
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
The following chart depicts the trend of market value since 2004. As shown in the chart, City
taxable market value has reached its highest point since 2007-2009.
Chart 5: Taxable Market Value Trend
Chart 6: Tax Capacity Comparisons (preliminary estimates)
The tax capacity charts provide a breakdown of tax capacity by classification. The comparison
of this chart to last year shows that residential properties will pay 0.6% less of the share of total
City property taxes in 2020, with commercial properties paying about 0.5% more. This reverses
the trend from the past couple of years where we saw residential pick up a higher portion of city
property taxes.
In 2011, the State legislature established a new property tax program called the homestead market value exclusion. This exclusion provides
a tax reduction to all homesteads valued below $413,800. This tax reduction essentially shifts a portion of the tax burden from these
properties to other types of property within the City. This program is the reason for the difference between estimated and taxable market
value beginning in 2011. For taxes payable in 2019, taxable market value is 93.10% of estimated market value.
$1,000,000,000
$1,200,000,000
$1,400,000,000
$1,600,000,000
$1,800,000,000
$2,000,000,000
$2,200,000,000
$2,400,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Estimated Market Value Taxable Market Value
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MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Chart 7: Median Value Home
Most residents have probably experienced an increase in the assessed value of their home over
the past year. The Hennepin County’s assessor’s office estimated the median value home in the
City of Brooklyn Center to be $198,000, compared to $184,000 in 2019. This is a $14,000
(7.6%) increase as assessed home values have reached their highest levels since 2008 when the
median value home was assessed at $196,100.
Property Tax Implications
Chart 8: Preliminary Estimates (Based on preliminary assessment estimates)
The estimated property tax impact based on hypothetical properties of different classification
types are illustrated on the chart above. The above chart does include the impact of the increase
in the HRA levy. A few items that should be highlighted from the chart above:
2019 2020
Taxable Taxable 2019 2020 2020
Market Market $ % City City $ % City $
Classification* Value Value Change Change Taxes Taxes Change Change Taxes Change
Single Family Residential 163,320$ 178,580$ 15,260 $ 9.34% 1,174 $ 1,164$ (10)$ -0.82% 1,175 $ 11 $
Multi Family Residential 2,200,000$ 2,491,942$ 291,942$ 13.27% 19,762$ 20,303$ 541$ 2.74% 20,499$ 196$
Commercial 1,700,000$ 1,921,534$ 221,534$ 13.03% 23,894$ 24,560$ 667$ 2.79% 24,798$ 237$
Industrial 1,900,000$ 2,094,927$ 194,927$ 10.26% 26,768$ 26,821$ 53$ 0.20% 27,080$ 259$
* 2020 Median Residential Estimated Market Value (Homestead) is $198,000 (Taxable Market Value $178,580). 2019 Median Resident ial Estimated
Market Value (Homestead) was $184,000 (Taxable Market Value of $163,320). Multi Family Residential, Commercial, Industrial values reflect the
average value from the Hennepin County Assessor's report. The hypothetical properties were assumed to increase in taxable market value at the same
proportion of total taxable market value for that classification type. Tax rates and taxes include HRA amounts.
Incremental 1%
Levy Impact
Property Tax Changes (Based on 0% to 1% Levy Increase & Market Value Changes)
Impact of 0% Levy
13
MEMORANDUM – COUNCIL/FINANCIAL
COMMISSION WORK SESSION
Our Vision: We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and
recreational offerings. It is a safe and inclusive place that people of all ages love to call home, and visitors enjoy due to its
convenient location and commitment to a healthy environment
Under a scenario of “no change” in the City’s levy, single family residential
would see a decrease in property taxes, despite an increase in property value, as a
result of larger property value increases in multi-family residential, commercial
and industrial. The median value home could expect to see an estimated decrease
of $10 a year.
A one percent levy increase provides an additional $184,000 of funding for City
operations.
For each additional one percent levy increase:
o The median value residential property would see an approximate $11
increase in property taxes.
o An apartment valued at $2.5 million would see an approximate $196
increase in property taxes.
o A commercial property valued at $1.92 million would see an approximate
$237 increase in property taxes.
o An industrial property valued at $2.09 million would see an approximate
$259 increase in property taxes.
City Council/Financial Commission Interactive Exercise
At the Joint City Council/Financial Commission work session on Monday, staff will be
presenting a series of questions to guide the direction of the 2020 budget. The questions pertain
to establishing the parameters of a property tax increase and input on budget allocations towards
the achievement of City Council Strategic Priorities. These questions have been included as an
attached powerpoint.
Community Budget Survey – Polco Pilot Program
Staff has prepared a draft community budget survey which will serve as a pilot program to
provide community input on the 2020 budget allocation and priorities. However, it is not
expected that the City will receive a representative sample of the community or that the results
will be compiled by the preliminary budget will be adopted. A draft Community Budget Survey
for the pilot program has been included in the packet and staff will be seeking input on the types
of questions that would be beneficial in the development of current and future budgets
14
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11
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c
l
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m
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12
In
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C
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m
m
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ity Engagement
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2020 Budget Survey
Pilot Program
Demographics
1. Approximately how many years have you lived in Brooklyn Center?
o Less than two years
o Two to five years
o Five to ten years
o Ten to twenty years
o 20 to 30 years
o Over thirty years
o Don’t know
o Don’t want to answer
2. What is your age?
o 18 – 24
o 25 ‐34
o 35 – 44
o 45 ‐54
o 55 – 64
o 65 and over
3. Which of the following categories represents your ethnicity?
o White
o African‐American
o Hispanic‐Latino
o Asian‐Pacific Island
o Native American
o Mixed / Bi‐racial
o Don’t know
o Don’t want to answer
4. Were you born and raised in the United States?
o Yes
o No
5. Thinking about your household finances, how would you describe your financial situation, would you
say that?
o Your monthly expenses are exceeding your income;
o You are meeting you monthly expenses but are putting aside little or no savings;
o You are managing comfortably while putting some money aside;
o Managing very well
o Don’t know
o Don’t want to answer
6. Are you male or female?
o Male
o Female
o Don’t want to answer
Please indicate how many people in each of the following age groups live in your household.
7. Person 65 or over?
o None
o One
o Two or more
8. Adults under 65?
o None
o One
o Two
o Three or more
9. School–aged children and preschoolers?
o None
o One
o Two
o Three or more
10. Do you own or rent your present residence?
o Own
o Rent
o Don’t want to answer
Survey Questions
1. What do you think is the most serious issue facing Brooklyn Center today?
o Nothing
o Lack of jobs
o Lack of businesses
o Crime
o Foreclosures
o High taxes
o Diversity
o Rundown properties
2. How satisfied with the number of opportunities to participate in activities and meetings in your
neighborhood and the city?
o Very satisfied
o Somewhat satisfied
o Somewhat dissatisfied
o Very dissatisfied
o Don’t know
o Don’t want to answer
3. How would you rate general redevelopment in the City of Brooklyn Center?
o Excellent
o Good
o Only fair
o Poor
o Don’t know
o Don’t want to answer
4. What do you believe is the greatest need in Brooklyn Center to provide economic stability for all city
residents?
o Jobs
o Transportation to jobs
o Resources for small business development
o Development assistance for new businesses
o Technical training
o Other
o Don’t know
o Don’t want to answer
o
5. Over the past two years, has the appearance of your neighborhood improved, declined of remained
the same?
o Improved
o Declined
o Remained the same
o Don’t know
o Don’t want to answer
6. When you consider the property taxes you pay and the quality of city services you receive, how
would you rate the general value of city services?
o Excellent
o Good
o Only fair
o Poor
o Don’t know
o Don’t want to answer
7. Would you favor or oppose an increase in YOUR city property tax if it were needed to maintain city
services at their current level?
o Favor
o Oppose
o Don’t know
o Don’t want to answer
8. Would you favor or oppose an increase in city property taxes to enhance city services or offer
additional city services?
o Favor
o Oppose
o Don’t know
o Don’t want to answer
9. How much would you be willing to pay in additional property taxes to enhance city services or offer
additional city services?
o $10.00 or less
o $20.00
o $40.00
o $60.00
o $80.00
o $100.00
o $120.00
o $140.00
o $160.00
o Don’t know
o Don’t want to answer
10. Please indicate which category you consider to be the greatest concern in Brooklyn Center?
o Violent crime
o Traffic / Speeding
o Traffic / Volume on residential streets
o Drugs
o Youth crimes and vandalism
o Identity theft
o Business crimes, such as shoplifting and check fraud
o Residential crimes, such as burglary, and theft
o Vandalism
o Pedestrian safety at traffic crossings and intersections
o All equally
o None of the above
o Don’t know
o Don’t want to answer
11. How would you prefer to receive information about the Brooklyn Center City government and its
activities?
o City website
o Local newspaper
o Cable television
o City newsletter
o Word of mouth
o E‐mail blasts
o Facebook
o None
12. How would you rate the City’s overall performance in communicating key local issues to residents in
its publications, o the web site, and on cable television
o Excellent
o Good
o Only fair
o Poor
o Don’t know
o Don’t want to answer