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HomeMy WebLinkAbout2019 08-19 CCP FC Joint Dept BudgetsAGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Monday, August 19, 2019 6:30 p.m. City Hall – City Council Chambers I. Call to Order II. Roll Call III. Approval of Agenda IV. 2020 General Fund Department Budget Requests a. Community Development b. Public Works c. Finance V. Follow-up Information a. S&P Debt Rating Report VI. Future Budget Discussions a. September 4, 2019 – General Fund Budget Request Continued (Police/Fire) b. September 16, 2019 – Recommended Preliminary Levy & Budget VII. Adjournment           Community Development  2020 Budget Request  1   2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Community Development Department Mission: The mission of the Community Development Department is to preserve and enhance the quality of life for the residents and businesses of Brooklyn Center by guiding development of the City with effective measures of planning, design review, construction plan approval, code compliance, housing and business assistance. Divisions and Strategic Functions: Division Description: Administration The Administration Division forwards the City’s value of Customer Intimacy by providing friendly, quality, accurate, responsive and timely customer service to permit and program applicants, residents, business owners, contractors, and internal customers. The Division administers; homestead applications, housing assistance, special assessments, and the administrative penalty program. The Division provides internal administrative support to the Business and Development Division and the Building and Community Standards Division. The Division provides the staff liaison to the Housing Commission. The Administration Division is composed of a Director, a Deputy Director, and two full-time and two part-time administrative assistant positions. The Director is responsible for providing overall department leadership, and serves as Secretary to the EDA. The Director supports the EDA’s efforts for business retention, expansion and attraction; promoting targeted redevelopment opportunities; promoting workforce development; and planning & budgeting associated with the use of Tax Increment Financing. Division Description: Business and Development The Business and Development Division supports a thriving local economy and resident economic stability by guiding the redevelopment activities of the City through ensuring the City’s policies, programs, and regulatory framework forward the City’s vision and goals while remaining responsive to market demand. The Division works with stakeholders to ensure compliance with the City’s ordinances, policies, and Comprehensive Plan. The Division works with governmental and non-governmental organizations to provide a range of resources and services to businesses and residents in the community. The Business and Development Division is comprised of a City Planner, an Associate Planner/Zoning Administrator, and a Business and Workforce Development Specialist. The City Planner is responsible for the processing and review of planning applications for all development activities in the community from start to finish. This person serves as the staff liaison to the Planning Commission and maintains the City’s Comprehensive Plan and Zoning Code. This person assists the Director with forwarding targeted redevelopment opportunities. The Associate Planner administers the Zoning Code. This person is also responsible for reviewing building permit applications for compliance with the Zoning Code and city approvals, issuing zoning letters, and reviewing and approving sign and administrative permit requests. Together with the City Planner, they are responsible for responding to inquiries from residents, contractors, and developers related to planning, redevelopment, and zoning. 2   The Business and Workforce Development Specialist forwards the City’s Strategic Priority of Resident Economic Stability and Targeted Redevelopment by providing program management, research, technical support, policy development, and coordination with governmental and non-governmental organizations. Areas of focus include administration of a Business Retention and Expansion program, the marketing of EDA-owned property, reviewing existing regulations and policies for barriers to accomplishing the City’s economic development goals, the creation and attraction of high quality jobs to the City, resident wealth creation and financial literacy, job pathways and training, and growing entrepreneurship opportunities for residents. Division Description: Buildings and Community Standards The Building & Community Standards Division promotes the City’s Strategic Priority of Safe, Secure, and Stable Community by ensuring clean, safe and attractive neighborhoods where people want to live and do business. Exceptional customer service is provided related to residential and commercial development and construction, property maintenance, housing, and community services. It is through the use of modern technology, professional staff, and collaboration with our customers that we efficiently and effectively serve the community. The Division monitors development and construction activities through consultation, plan review, inspections, and site visits. Compliance with state and local building, fire, property maintenance, rental, zoning, and other codes is ensured for residential and commercial properties. (Building, plumbing, mechanical, fire suppression, electrical, water and sewer, sign permit applications, etc.) The Division looks to forward the City’s values of Customer Intimacy and Operational Excellence by providing ongoing staff development opportunities that ensure a high degree of knowledge about building codes and construction practices. This includes cross-training inspectors and offering opportunities for additional certification through continuing education when appropriate. The Division also develops and implements community initiatives to address health/life safety hazards, public nuisances, and various quality of life standards. Neighborhood preservation and good relations between neighbors and businesses are encouraged through proactive property maintenance sweeps, as well as responsiveness to complaints. Division staff works with various city departments, advisory groups, nonprofit agencies, businesses and citizens to help keep the environment clean, safe, attractive and prosperous. Neighborhood initiatives such as the vacant building program, regular code enforcement sweeps, “knock and talk”, and the rental housing program are administered, along with other community improvement strategies. Public education and community engagement initiatives are developed and implemented to ensure strong residential and commercial neighborhoods. The Division is composed of a Housing & Community Standards Supervisor, Building Official, three Building Inspectors, three full time and one part-time Code Enforcement/Housing Inspectors, Seasonal Technicians, Contract Electrical Inspections and Contract Construction Specialty Inspections. 3   Key initiatives focused on the achievement of strategic priorities/value propositions Targeted Redevelopment  Opportunity Site Redevelopment The desired outcome is an inviting, attractive, walkable and vibrant development that provides for a mix of housing and commercial types that create a dense mixed-use downtown. The initiatives for 2019-2020 include: - The creation of a Master Development Strategy which will: o Identify a master development plan that is grounded in market realities and economically feasible, which will allow the city to begin financial analysis to identify potential and realistic need for public subsidy; o Determine a desired land use plan that identifies subareas within the Opportunity Site and their appropriate land use mix. o Identify a regulatory framework that outlines the desired form and function of both public and private space, as well as the relationship between buildings and ROW; o Layout a path to achieving entitlements that is flexible, market driven, and ensures a high quality product that is in keeping with the City’s vision for the area; o Identify a multi-modal transportation framework so that the City can begin planning for future CIP needs, as well as organize the land use concept around foundational street networks. The transportation framework will identify street hierarchies and sections, as well as consider the role of transit in the redevelopment area.  57th and Logan Redevelopment The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s Strategic Priorities. The initiatives include: - Master Development Planning which will: o Identify planning issues and considerations; o Provide a market feasibility analysis; o Identify development opportunities; o Identify the role of public subsidy in relationship to development feasibility; o Provide high level transportation analysis; o Provide a regulatory framework that identifies land use, design standards, and zoning to both incentivize development and ensure that it forwards the City’s vision; o Prepare marketing materials and a development implementation plan. 4    Brooklyn Boulevard Corridor The desired outcome is a cohesive mixed use corridor with commercial uses that serve the community, provides a variety of housing types, and responds to the access and mobility needs of Brooklyn Boulevard. The initiatives include: - Master Development Corridor Planning which will: o Identify planning issues and considerations; o Provide a market feasibility analysis; o Identify appropriate locations for commercial and higher density residential concentrations; o Identify development opportunities; o Identify the role of public subsidy in relationship to development feasibility; o Utilize past planning work related to the corridor; o Provide high level transportation analysis; o Provide a regulatory framework that identifies land use, design standards, and zoning to both incentivize development and ensure that it forwards the City’s vision; o Prepare marketing materials and a development implementation plan for EDA-owned properties on the corridor.  Former Sear’s Site The desired outcome is an inviting, attractive, and vibrant development that forwards the City’s Strategic Priorities. The initiatives include: - Master Development Planning which will: o Identify planning issues and considerations; o Provide a market feasibility analysis which includes an analysis of land value based on likely land use scenarios; o Identify development opportunities; o Identify the role of public subsidy in relationship to development feasibility; o Provide high level transportation analysis; o Provide a regulatory framework that identifies land use, design standards, and zoning to both incentivize development and ensure that it forwards the City’s vision; o Prepare a development implementation plan that includes assisting the landowner in identifying perspective developers and/or businesses to achieve the City’s goals for the site. 5   Resident Economic Stability  Job Pathways The desired outcome is to create job pathways and training opportunities for residents. To achieve the desired outcome we will Implement a comprehensive “pipeline” strategy to provide greater opportunities for unemployed/underemployed BC residents to be employed by the City in Livable Wage Jobs  Entrepreneur Support The desired outcome is to foster entrepreneurship opportunities for residents and those that desire to start or grow a business in Brooklyn Center, with an emphasis on underserved entrepreneurs. To achieve this outcome we will develop a program to support existing local and start-up businesses. 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.  Job Retention and Expansion The desired outcome is to increase the number of high quality jobs in the community. To achieve this outcome we will create a Business Expansion and Retention Program to identify existing businesses’ needs and develop relationships with the City’s businesses. We will identify programs to support business expansion and attraction to the community.  Resident Wealth Creation and Financial Literacy The desired outcome is to increase resident economic stability through wealth creation and financial literacy. To achieve this outcome we will explore opportunities to promote home ownership for existing and future residents, with an emphasis on serving those with barriers to home ownership. We will explore partnerships with outside agencies to provide financial literacy classes to residents. 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 and preserving existing affordable housing. We will also examine the City’s policies around the creation of new, legally-binding, affordable housing units. Enhanced Community Image and Safe, Secure, and Stable Community  Zoning Code Update The desired outcome is to have regulations that support the vision of the community and enhance the ability of property owners to improve and redevelop property in a way that responds to market demands, is reasonable, and results in attractive, quality property that enhances the community. 6    Code Enforcement, Rental Licensing, and Building Inspections The desired outcome is to stabilize and improve residential neighborhoods. To achieve this outcome we will: o Coordinate and inspect residential rental properties in accordance with city code requirements; o Monitor, inspect, and register vacant properties; o Continue Code Enforcement activities with proactive inspections with the focus on resolving ongoing and repeat violations; o Review the Rental Licensing Program for improvements which will better serve the goals of the program and enhance tenant protections; o Implement new software to improve the management of code enforcement cases and rental licenses to improve customer service and efficiency. The desired outcome is to ensure all buildings are designed, constructed and maintained in a safe and sound condition. To achieve this outcome we will: o Work with developers, architects, business owners and property owners to ensure building plans indicate compliance with all residential and commercial construction codes; o Develop a system for delivering welcome and introductory information for newly remodeled or constructed businesses that can also be used for business retention strategies; o Adopt the International Property Maintenance Code; o Implement new software to improve permit processing efficiency and customer service. The desired outcome is to provide effective communications and public education about neighborhood and community initiatives. To achieve this outcome we will: o Develop or revise educational materials for department programs and projects; o Continue to review and improve letters and notices; o Provide handouts and forms in multiple languages. The desired outcome is to provide accurate and timely information regarding property ownership and special assessments. To achieve this outcome we will: o Continue to update processes, systems and public information to provide efficient and clear processing of homestead applications and ownership documents. 7   Staffing Levels: P o s i t i o n s FTEs 2019 2020 2021  Community Development Director 0.25 0.25 0.25  Deputy Director .75 .75 .75  City Planner 1 1 1  Associate Planner/Zoning Administrator - 1 1  Housing and Community Standards Supervisor 1 1 1  Business and Workforce Development Specialist 0.25 0.25 0.25  Building Official 1 1 1  Building Inspectors 3 3 3  Code Enforcement & Housing Inspector 3 3.5 3.5  Administrative Assistants (2-FT) 1.5 1.5 1.5  Administrative Assistants (2-PT) 0.75 0.75 0.75  BrookLynk Interns (2-PT) 0.1 0.1 0.1  Seasonal Technicians (2-PT) 0.3 0.3 0.3  Contract Electrical Inspections - - -  Contract Construction Specialty Inspections - - -  Planning and Economic Development Intern .3 .3 .3 Total 13.2 14.7 14.7 *Notes regarding staffing levels are as follows:  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.  Addition of one .5 FTE Code Enforcement/Housing Inspector in order to maintain current staffing in this division, allowing Building Inspectors to stop conducting housing inspections and focus on building plan review and inspections. 8   Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels Actual Value Target Value Recurring Objectives: Enhanced Customer Service Obtaining baseline data Staff is exceeding customer service expectations based on customer service standards and policies implemented city-wide. Average Days Code Enforcement Cases are Open 7 days Code enforcement cases are closed within an average of 10 days. Building and Site Plan Reviews Obtaining baseline data Plan reviews completed within time standard 95% of the time. Residential within 2 weeks; Commercial within 4 weeks. – Establish tracking capability One-Time Objectives: Zoning Code Update Not yet completed Updated City Code Chapters: Platting, Sign, Shoreland, MRCCA, and Zoning – Adopted and implemented Opportunity Site – Phase I Not yet completed Phase I of the Opportunity Site under construction Establishment of a business incentive/development program Not yet completed Develop and implement a business incentive/development program based on identified business priority needs. Brooklyn Boulevard Overlay District Not yet completed Conduct a land use study and establish an overlay district for Brooklyn Boulevard New Permit Software Not yet completed Implement new permit software for permits, code enforcement, and licensing 9 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 46320 - COMMUNITY DEVELOPMENT ADMIN 6101 - WAGES & SALARIES-FT EMPLOYEES -$ 98,080$ 55,832$ 108,608$ 117,794$ 8.46% 124,955$ 6103 - WAGES-PART TIME EMPLOYEES - 38,820 21,750 41,946 43,205 3.00%44,501$ 6111 - SEVERANCE PAY - 355 - - - 0.00%- 6122 - PERA COORDINATED PLAN - 12,984 5,819 11,291 12,074 6.93%12,710 6125 - FICA - SOCIAL SECURITY - 10,924 4,975 9,334 9,981 6.93%10,507 6126 - FICA - MEDICARE - 2,555 1,163 2,183 2,334 6.92%2,457 6131 - CAFETERIA PLAN CONTRIBUTIONS - 27,861 23,361 25,258 26,668 5.58%28,270 6151 - WORKER'S COMP INSURANCE - 1,268 609 1,083 1,160 7.11%1,219 TOTAL PERSONAL SERVICES - 192,847 113,509 199,703 213,216 6.77% 224,619 6201 - OFFICE SUPPLIES - - 305 2,950 2,950 0.00%2,950 6219 - GENERAL OPERATING SUPPLIES - - - 2,000 4,000 100.00%4,000 6243 - MINOR COMPUTER EQUIPMENT - - - - 2,175 100.00%- TOTAL SUPPLIES - - 305 4,950 9,125 84.34%6,950 6307 - PROFESSIONAL SERVICES - 4,950 - 5,000 10,000 100.00%5,000 6421 - SOFTWARE LICENSE - - - - 61,000 100.00%36,720 TOTAL SERVICES & OTHER CHARGES - 4,950 - 5,000 71,000 1320.00%41,720 TOTAL BUSINESS UNIT EXPENSES -$ 197,797$ 113,814$ 209,653$ 293,341$ 39.92%273,289$ GENERAL FUND 46320 - COMMUNITY DEVELOPMENT ADMIN 10 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41910 - PLANNING AND ZONING 6101 - WAGES & SALARIES-FT EMPLOYEES 65,995$ 88,793$ 51,535$ 101,624$ 168,335$ 65.64% 179,319$ 6102 - OVERTIME-FT EMPLOYEES - - - 1,000 - -100.00%- 6103 - WAGES-PART TIME EMPLOYEES 8,499 4,183 - 9,500 9,000 -5.26%9,000 6111 - SEVERANCE PAY 192 944 - - - 0.00%- 6122 - PERA COORDINATED PLAN 5,309 6,974 3,865 7,696 13,377 73.82%14,199 6125 - FICA - SOCIAL SECURITY 4,699 6,043 3,266 6,363 11,058 73.79%11,738 6126 - FICA - MEDICARE 1,099 1,413 764 1,489 2,587 73.74%2,746 6131 - CAFETERIA PLAN CONTRIBUTIONS 6,908 15,731 15,574 18,041 34,288 90.06%36,347 6151 - WORKER'S COMP INSURANCE 510 575 405 738 1,284 73.98%1,364 TOTAL PERSONAL SERVICES 93,211 124,656 75,409 146,451 239,929 63.83% 254,713 6219 - GENERAL OPERATING SUPPLIES 21 949 - 50 - -100.00%- 6243 - MINOR COMPUTER EQUIPMENT 253 - - - 5,000 100.00%- TOTAL SUPPLIES 274 949 0 50 5,000 9900.00%0 6303 - LEGAL SERVICES 14,233 6,346 258 10,000 10,000 0.00%7,500 6307 - PROFESSIONAL SERVICES 14,164 43,196 23,169 85,000 81,000 -4.71%- 6331 - TRAVEL EXPENSE/MILEAGE 111 - - 300 300 0.00%300 6342 - LEGAL NOTICES 791 1,051 791 700 500 -28.57%500 6351 - PRINTING - 611 - 1,000 500 -50.00%500 6406 - MULTI-FUNCTION MTNCE 1,062 1,041 166 1,000 1,000 0.00%1,000 6422 - SOFTWARE MAINTENANCE - - 316 - - 0.00%- 6432 - CONFERENCES AND SCHOOLS 1,102 3,218 25 4,500 4,500 0.00%4,500 6433 - MEETING EXPENSES - 253 109 200 200 0.00%200 6434 - DUES & SUBSCRIPTIONS 354 853 675 1,800 2,400 33.33%2,400 TOTAL SERVICES & OTHER CHARGES 31,817 56,569 25,509 104,500 100,400 -3.92%16,900 TOTAL BUSINESS UNIT EXPENSES 125,302$ 182,174$ 100,918$ 251,001$ 345,329$ 37.58%271,613$ GENERAL FUND 41910 - PLANNING AND ZONING 11 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 42420 - BUILDING AND COMMUNITY STANDARDS 6101 - WAGES & SALARIES-FT EMPLOYEES -$ 585,659$ 354,559$ 642,645$ 710,070$ 10.49% 738,350$ 6102 - OVERTIME-FT EMPLOYEES - 9,966 6,826 15,619 15,619 0.00%15,619 6103 - WAGES-PART TIME EMPLOYEES - 26,872 10,720 30,000 63,532 111.77%64,449 6111 - SEVERANCE PAY - 6,132 - - - 0.00%- 6122 - PERA COORDINATED PLAN - 41,975 24,289 51,846 59,193 14.17%61,382 6125 - FICA - SOCIAL SECURITY - 41,224 23,699 42,857 48,930 14.17%50,743 6126 - FICA - MEDICARE - 9,641 5,543 10,023 11,445 14.19%11,868 6131 - CAFETERIA PLAN CONTRIBUTIONS - 106,276 70,083 122,681 129,532 5.58% 137,309 6151 - WORKER'S COMP INSURANCE - 3,715 2,527 3,886 4,944 27.23%5,127 TOTAL PERSONAL SERVICES - 831,460 498,246 919,557 1,043,265 13.45% 1,084,847 6201 - OFFICE SUPPLIES - 2,423 316 - - 0.00%- 6203 - BOOKS/REFERENCE MATERIALS - 195 - 300 - -100.00%500 6214 - CLOTHING & PERSONAL EQUIPMENT - 1,021 2,742 2,700 1,300 -51.85%1,000 6219 - GENERAL OPERATING SUPPLIES - 670 718 600 - -100.00%- 6241 - SMALL TOOLS - 1,211 282 900 900 0.00%900 6242 - MINOR EQUIPMENT - 4,305 21 - 600 100.00%600 6243 - MINOR COMPUTER EQUIPMENT - 10,323 24,448 25,050 4,000 -84.03%2,500 TOTAL SUPPLIES - 20,148 28,527 29,550 6,800 -76.99%5,500 6307 - PROFESSIONAL SERVICES - 67,875 18,546 43,955 45,000 2.38%45,000 6321 - TELEPHONE/PAGERS - 2,489 700 5,725 11,220 95.98%11,220 6329 - OTHER COMMUNICATION SERVICES - 3,361 1,400 - 3,200 100.00%3,200 6331 - TRAVEL EXPENSE/MILEAGE - 308 210 200 400 100.00%400 6341 - PERSONNEL ADVERTISING - - 159 400 200 -50.00%200 6351 - PRINTING - 677 898 300 2,000 566.67%2,000 6402 - EQUIPMENT SERVICES - 130 - - - 0.00%- 6405 - PARK & LANDSCAPE SERVICES - 39,109 2,730 30,000 20,000 -33.33%15,000 6406 - MULTI-FUNCTION MTNCE - 3,052 487 3,000 3,000 0.00%3,000 6423 - LOGIS CHARGES - 39,840 20,313 36,861 33,833 -8.21%- 6432 - CONFERENCES AND SCHOOLS - 9,635 8,770 10,000 10,000 0.00%12,000 6433 - MEETING EXPENSES - 448 128 400 400 0.00%400 6434 - DUES & SUBSCRIPTIONS - 608 473 2,000 1,000 -50.00%1,000 6435 - CREDIT CARD FEES - 6,386 2,783 6,500 6,500 0.00%6,500 6441 - LICENSES, TAXES & FEES - - 30 - - 0.00%- 6449 - OTHER CONTRACTUAL SERVICE - 5,442 30,030 20,000 15,000 -25.00%15,000 TOTAL SERVICES & OTHER CHARGES - 179,360 87,657 159,341 151,753 -4.76% 114,920 6461 - FUEL CHARGES - 5,402 2,030 6,512 6,667 2.38%7,001 6462 - FIXED CHARGES - 6,705 2,307 4,614 4,369 -5.31%4,500 6463 - REPAIR & MAINT CHARGES - 4,689 1,793 3,100 7,428 139.61%7,651 6465 - REPLACEMENT CHARGES - 13,350 6,916 13,832 13,573 -1.87%13,980 TOTAL CENTRAL GARAGE CHARGES - 30,146 13,046 28,058 32,037 14.18%33,132 6550 - MOTOR VEHICLES - - - - 25,500 100.00%- TOTAL CAPITAL OUTLAY - - - - 25,500 100.00%- TOTAL BUSINESS UNIT EXPENSES -$ 1,061,114$ 627,476$ 1,136,506$ 1,259,355$ 10.81%1,238,399$ GENERAL FUND 42420 - BUILDING AND COMMUNITY STANDARDS 12 Co m m u n i t y D e v e l o p m e n t De p a r t m e n t Ci t y   C o u n c i l   B u d g e t   M e e t i n g ,   A u g u s t   1 9 ,   2 0 1 9 Me g   B e e k m a n ,   C o m m u n i t y   D e v e l o p m e n t   D i r e c t o r 13 Co m m u n i t y D e v e l o p m e n t M i s s i o n 2 Th e m i s s i o n o f t h e C o m m u n i t y D e v e l o p m e n t D e p a r t m e n t i s t o pr e s e r v e a n d e n h a n c e t h e q u a l i t y o f l i f e f o r t h e r e s i d e n t s a n d bu s i n e s s e s o f B r o o k l y n C e n t e r b y g u i d i n g d e v e l o p m e n t o f t h e C i t y w i t h ef f e c t i v e m e a s u r e s o f p l a n n i n g , d e s i g n r e v i e w , c o n s t r u c t i o n p l a n ap p r o v a l , c o d e c o m p l i a n c e , h o u s i n g a n d b u s i n e s s a s s i s t a n c e . 14 Or g a n i z a t i o n a l S t r u c t u r e 3 Bu i l d i n g   Of f i c i a l (D a n   G ) Ho u s i n g   a n d   C o m m u n i t y   St a n d a r d s   S u p e r v i s o r (X i o n g ) De p u t y   D i r e c t o r   o f   Co m m u n i t y   D e v e l o p m e n t (J e s s e ) PT Admin Assistant (Open)Admin Assistant (Lisa B.)PT Admin Assistant (Lisa M.) Ad m i n   As s i s t a n t (S h e i l a ) Code Enforcement Tech. (Seasonal Intern) Bu i l d i n g   I n s p e c t o r (S t e v e ) Code Enforcement Tech. (Seasonal Intern) Co d e   En f o r c e m e n t   a n d   Ho u s i n g   I n s p e c t o r (D a n   J ) Co d e   En f o r c e m e n t   a n d   Ho u s i n g   I n s p e c t o r (O p e n ) Bu i l d i n g   I n s p e c t o r (C h r i s ) Ho u s i n g   I n s p e c t o r (D a m i e n ) Co m m u n i t y   D e v e l o p m e n t   Di r e c t o r (M e g ) Ci t y   P l a n n e r / Z o n i n g   Ad m i n i s t r a t o r (G i n n y ) Bu s i n e s s   a n d   W o r k f o r c e   De v e l o p m e n t   S p e c i a l i s t (B r e t t ) Bu i l d i n g   I n s p e c t o r (T r o y ) Br o o k l y n k I n t e r n s 15 Ov e r v i e w o f S e r v i c e s • Bu i l d i n g   C o n s t r u c t i o n   R e g u l a t o r y   Pr o g r a m • Re n t a l   L i c e n s i n g   P r o g r a m • Pr o p e r t y   M a i n t e n a n c e   a n d   C o d e   En f o r c e m e n t • Va c a n t   B u i l d i n g   P r o g r a m • Ow n e r s h i p   S e r v i c e s • HR A / H o u s i n g   P r o g r a m s 4 • Pl a n n i n g   a n d   Z o n i n g   S e r v i c e s • Lo n g   R a n g e   S t r a t e g i c   P l a n n i n g • ED A / E c o n o m i c   D e v e l o p m e n t   Pr o g r a m s • Bu s i n e s s   R e t e n t i o n   a n d   E x p a n s i o n   Pr o g r a m • Wo r k f o r c e   D e v e l o p m e n t 16 Co n s t r u c t i o n A c t i v i t y 5 Un d e r   C o n s t r u c t i o n / C o m i n g   S o o n • HO M   F u r n i t u r e   a n d   a d d i t i o n • He n n e p i n   C o u n t y   S e r v i c e   C e n t e r   C o u r t r o o m   • Me d t r o n i c — D r y   R o o m   A d d i t i o n   • BT   N a i l s   • Mi l a v e t z ,   G a l l o p ,   &   M i l a v e t z — A d d i t i o n   • Fa i r f i e l d   I n n   a n d   S u i t e s   • Lu t h e r   M a z d a / M i t s u b i s h i   D e a l e r s h i p • Ce n t r a H o m e s   – 3 0   S i n g l e   F a m i l y   h o m e s • Re a l   E s t a t e   E q u i t i e s   – 2 7 0   M u l t i f a m i l y   u n i t s $7 6 , 8 3 0 , 8 8 2   $77,327,546 $44,292,630  $0 $1 0 , 0 0 0 , 0 0 0 $2 0 , 0 0 0 , 0 0 0 $3 0 , 0 0 0 , 0 0 0 $4 0 , 0 0 0 , 0 0 0 $5 0 , 0 0 0 , 0 0 0 $6 0 , 0 0 0 , 0 0 0 $7 0 , 0 0 0 , 0 0 0 $8 0 , 0 0 0 , 0 0 0 $9 0 , 0 0 0 , 0 0 0 Bu i l d i n g   P e r m i t   P r o j e c t   V a l u a t i o n $7 7 , 3 2 7 , 5 4 6   V a l u e   i s   t h e   h i g h e s t   of   r e c o r d 17 Co n s t r u c t i o n A c t i v i t y 6 No w   O p e n   • Bi z z y C o f f e e ‐ H e a d q u a r t e r s • No m p e n g A c a d e m y   • To p G o l f • Ba n k   o f   A m e r i c a • Th e   S a n c t u a r y Un d e r   R e v i e w • Ca s e y ’ s   G a s   S t a t i o n   a n d   C o n v e n i e n c e   S t o r e   • Br o o k l y n   C e n t e r   S e c o n d a r y   S c h o o l • Un i t y   P l a c e • Ea r l e   B r o w n   E l e m e n t a r y   S c h o o l   3, 0 5 8 2, 8 2 2 2, 7 4 0 2, 0 9 4 2, 8 7 7 3, 1 5 1 3, 0 5 5 3, 2 0 8 4, 1 5 5 3, 0 6 5 2, 8 4 7 2, 7 2 4 3, 1 5 3 3,179 2,162 4, 7 8 1 6, 9 0 9 4, 1 1 1 3, 7 8 6 7, 6 0 6 5, 7 5 7 5, 7 2 5 6, 0 2 9 8, 7 2 8 5, 8 4 7 5, 5 4 1 5, 4 7 2 5, 0 7 3 5,493 3,202 0 1, 0 0 0 2, 0 0 0 3, 0 0 0 4, 0 0 0 5, 0 0 0 6, 0 0 0 7, 0 0 0 8, 0 0 0 9, 0 0 0 10 , 0 0 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 20182019YTD Pe r m i t s a n d I n s p e c t i o n P e r Y e a r No . o f P e r m i t s No . P e r m i t I n s p e c t i o n s 18 Ov e r v i e w o f S e r v i c e s 7 Pe r f o r m a n c e ‐ b a s e d   R e n t a l   L i c e n s i n g   P r o g r a m • Pr o c e s s ,   t r a c k ,   a n d   p e r f o r m   r e n t a l   i n s p e c t i o n s • Co o r d i n a t e   A s s o c i a t i o n   o f   R e s p o n s i b l e   M a n a g e r s   ( A R M )   m e e t i n g s • In v e s t i g a t i o n   a n d   R e s o l u t i o n   o f   C o m p l a i n t s • In v e s t i g a t i o n   O f   U n l i c e n s e d   R e n t a l   P r o p e r t i e s • Wo r k   w i t h   A d m i n i s t r a t i o n   t o   o b t a i n   c o m p l i a n c e 19 Re n t a l P r o g r a m 8 Re n t a l ‐ T y p e   I I ‐ 2   Ye a r ,   2 8 2 ,   3 9 % Rental‐Type I‐3 Year, 357, 49% Re n t a l ‐ T y p e   I V ‐ 6   Mo n t h s ,   2 6 ,   3 % Re n t a l ‐ T y p e   I I I ‐ 1   Ye a r ,   6 6 ,   9 % Ac t i v e   R e n t a l   L i c e n s e s   b y   T y p e   a s   o f   8 / 9 / 2 0 1 9 Br o o k l y n   C e n t e r   H o u s i n g   D a t a • 11 , 6 0 3   t o t a l   h o u s i n g   u n i t s / 4 , 3 0 0   r e n t a l   un i t s   ( 3 7 % ) • 8, 2 7 0   S F   H o m e s / 6 9 8   S F   R e n t a l s   ( 8 . 4 % ) • 75 5   r e n t a l   l i c e n s e s   (i n c l u d e s   2 4   P e n d i n g   &   7 3 1   A c t i v e ) • 49 %   ‐ T h r e e ‐ y e a r   l i c e n s e s • 39 %   ‐ T w o ‐ y e a r   l i c e n s e s • 9%   ‐ O n e ‐ y e a r   l i c e n s e s • 3%   ‐ S i x ‐ m o n t h   p r o v i s i o n a l   l i c e n s e s • 86 2   R e n t a l   I n s p e c t i o n s   Y T D 20 Ov e r v i e w o f S e r v i c e s 9 Pr o p e r t y   M a i n t e n a n c e   a n d   C o d e   E n f o r c e m e n t ‐ Pr o p e r t y   m a i n t e n a n c e ,   z o n i n g ,   si g n s ,   p u b l i c   n u i s a n c e s ,   h e a l t h / l i f e   s a f e t y   h a z a r d s ,   v a r i o u s   q u al i t y   o f   l i f e   c o d e s . • Co m p l a i n t ‐ b a s e d   P r o g r a m • Pr o a c t i v e   C o d e   E n f o r c e m e n t   P r o g r a m • Ne i g h b o r h o o d   S w e e p s • Lo n g   g r a s s   • Co r r i d o r   S w e e p s • Co m m e r c i a l   P r o p e r t y • Co d e   E n f o r c e m e n t   E n g a g e m e n t   P r o g r a m • Ab a t e m e n t   a c t i o n s     In   2 0 1 8 : • 3, 8 0 5   V i o l a t i o n s   a d d r e s s e d • 12 , 6 0 8   C o d e   e n f o r c e m e n t   a c t i o n s • 1, 7 1 5   R e s i d e n t   c o n t a c t   a c t i o n s • 1  S e a r c h   w a r r a n t   e x e c u t e d • Nu m e r o u s   h o a r d i n g / u n s a f e   l i v i n g   co n d i t i o n s   d e a l t   w i t h 21 Co d e E n f o r c e m e n t 10 Av e r a g e   d a y s   C o d e   E n f o r c e m e n t   Ca s e s   a r e   o p e n 46 35 25 17 15 9 05101520253035404550 20 1 4 20 1 5 20 1 6 20 1 7 20 1 8 20 1 9 Y T D Av e r a g e   D a y s   O p e n 22 Va c a n t B u i l d i n g P r o g r a m 11 Va c a n t   B u i l d i n g   P r o g r a m   • Fe e s   r e c o u p   C i t y   e x p e n s e s   ( $ 1 . 5   mi l l i o n   t o   d a t e ) • St a t u s : • 84   a c t i v e   v a c a n t   p r o p e r t i e s   ( 8 / 9 / 2 0 1 9 ) • 30   v a c a n t   b u i l d i n g   r e g i s t r a t i o n s / r e n e w a l s   i n   2 0 1 9   t o   da t e • 20   R e ‐ o c c u p a n c y   c e r t i f i c a t e s   i s s u e d   i n   2 0 1 9   t o   d a t e • 20 1 2   v a c a n t   p r o p e r t i e s   s i n c e   2 0 0 9 • Se a r s ,   E a r l e   B r o w n   B o w l ,   T a r g e t ,   No r w o o d   I n n   – C o m p l i c a t e d   v a c a n c y   ma n a g e m e n t 43 7 31 2 39 9 29 8 24 2 18 4 101 98 73 60 30 050 10 0 15 0 20 0 25 0 30 0 35 0 40 0 45 0 50 0 20 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 YTD Va c a n t B u i l d i n g R e g i s t r a t i o n s 23 Pl a n n i n g 12 20 1 8   P l a n n i n g   A c t i v i t i e s • 19   P l a n n i n g   C a s e   A p p l i c a t i o n s   ( 2 0 1 8 ) • 12   – S i t e   a n d   B u i l d i n g   P l a n s   ( 2   re v i e w s   f o r   s a m e   p r o p e r t i e s ) • 4  – S p e c i a l   U s e   P e r m i t s • 2  – I n t e r i m   U s e   P e r m i t s • 3  – P U D s   ( P l a n n e d   U n i t   De v e l o p m e n t )   a n d   A m e n d m e n t s • 4  – S u b d i v i s i o n s   ( P l a t t i n g   a n d   Di v i s i o n s / C o m b i n a t i o n s ) 20 1 9   P l a n n i n g   H i g h l i g h t s • 14   P l a n n i n g   C a s e   A p p l i c a t i o n s   t o   d a t e • Ot h e r   H i g h l i g h t s • 20 4 0   C o m p r e h e n s i v e   P l a n   A d o p t i o n • PD A   R e n e w a l   w i t h   A l a t u s • Op p o r t u n i t y   S i t e   M a s t e r   P l a n n i n g • Je r r y ’ s   F o o d   S i t e   R e d e v e l o p m e n t • Ea s t b r o o k E s t a t e s   S u b d i v i s i o n • 53 5 5   E m e r s o n   P l a t   a n d   R F P 24 25 Bu s i n e s s D e v e l o p m e n t 14 Ec o n o m i c   D e v e l o p m e n t   A c t i v i t i e s • Es t a b l i s h e d   B R & E   P r o g r a m • Sa t u r d a y   M a r k e t • 4  e v e n t s   t o   d a t e • 13 7   V e n d o r s • 1, 0 0 0   A t t e n d e e s • Op t i o n   A g r e e m e n t   o n   T a r g e t   p r o p e r t y • Dr a f t   M a s t e r   P l a n   f o r   O p p o r t u n i t y   S i t e • Ac q u i r e d   3 6 0 6   6 1 st Av e n u e   N ,   7 0 1 4   B r o o k l y n   B l v d ,   6 9 2 1   B r o o k l y n   B l v d ,   62 3 4   B r o o k l y n   B l v d . • $9 3 0 , 0 0 0   i n   g r a n t s   r e c e i v e d • Bu s i n e s s   R e s o u r c e   p a c k e t 26 Ov e r v i e w o f 2 0 1 9 15 Ot h e r   D e p a r t m e n t   A c c o m p l i s h m e n t s • Ba c k y a r d   C h i c k e n   O r d i n a n c e • Be e k e e p i n g   O r d i n a n c e • Re n t a l   L i c e n s i n g   O r d i n a n c e   r e v i s i o n s • Te n a n t   P r o t e c t i o n   O r d i n a n c e • Op p o r t u n i t y   Z o n e   c e n s u s   t r a c t   s t a t u s   • Re n t a l   h o u s i n g   b r o c h u r e   a n d   t e n a n t   p a c k e t • Hi r e   n e w   B u i l d i n g   I n s p e c t o r   ( S t e v e   S h o l d ) • El e c t r o n i c   P l a n   R e v i e w   ( B l u e   B e a m ) • Up d a t e   S h o p ,   E a t ,   M e e t   M a p • Es t a b l i s h   E s c r o w   P o l i c y • “P r o p o s e d   D e v e l o p m e n t ”   S i g n s 27 20 2 0 S t a f f i n g Re q u e s t 16 Po s i t i o n s 2019 2020 2021  Co m m u n i t y D e v e l o p m e n t D i r e c t o r 0.25 0.25 0.25  De p u t y D i r e c t o r .75 .75 .75  Ci t y P l a n n e r 1 1 1  As s o c i a t e P l a n n e r / Z o n i n g A d m i n i s t r a t o r -1 1  Ho u s i n g a n d C o m m u n i t y S t a n d a r d s S u p e r v i s o r 1 1 1  Bu s i n e s s a n d W o r k f o r c e D e v e l o p m e n t S p e c i a l i s t 0.25 0.25 0.25  Bu i l d i n g O f f i c i a l 1 1 1  Bu i l d i n g I n s p e c t o r s 3 3 3  Co d e E n f o r c e m e n t & H o u s i n g I n s p e c t o r 3 3.5 3.5  Ad m i n i s t r a t i v e A s s i s t a n t s ( 2 - F T ) 1.5 1.5 1.5  Ad m i n i s t r a t i v e A s s i s t a n t s ( 2 - P T ) 0.75 0.75 0.75  Br o o k L y n k I n t e r n s ( 2 - P T ) 0.1 0.1 0.1  Se a s o n a l T e c h n i c i a n s ( 2 - P T ) 0.3 0.3 0.3  Co n t r a c t E l e c t r i c a l I n s p e c t i o n s ---  Co n t r a c t C o n s t r u c t i o n S p e c i a l t y I n s p e c t i o n s ---  Pl a n n i n g a n d E c o n o m i c D e v e l o p m e n t I n t e r n .3 .3 .3 To t a l 13.2 14.7 14.7 28 20 2 0 B u d g e t Re q u e s t 17 20 1 9 2 0 2 0 D i f f e r e n c e % Pe r s o n a l S e r v i c e s $ 1 , 2 6 5 , 7 1 1 $ 1 , 4 9 6 , 4 1 0 $ 2 3 0 , 6 9 9 1 8 . 2 3 Su p p l i e s 34 , 5 5 0 2 0 , 9 2 5 (1 3 , 6 2 5 ) ( 3 9 . 4 4 ) Pr o f e s s i o n a l   S e r v i c e s 1 4 3 , 9 5 5 1 4 6 , 0 0 0 2 , 0 4 5 1 . 4 2 Se r v i c e s   &   C h a r g e s 12 4 , 8 8 6 13 7 , 1 7 8 12 , 2 9 2 9.84 To t a l $1 , 5 6 9 , 1 0 2 $ 1 , 8 0 0 , 5 1 3 $ 2 3 1 , 4 1 1 1 4 . 7 5 % 29 20 2 0 I n i t i a t i v e s 18 Bu i l d i n g   a n d   C o m m u n i t y   S t a n d a r d s   • St r e a m l i n e   P e r m i t t i n g   P r o c e s s   – I m p r o v e   cu s t o m e r   e x p e r i e n c e • Ne w   P e r m i t   S o f t w a r e • In t e g r a t e   B l u e b e a m   – E l e c t r o n i c   p l a n   re v i e w • De v e l o p   o r   r e v i s e   e d u c a t i o n a l   m a t e r i a l s   fo r   d e p a r t m e n t   p r o g r a m s   a n d   p r o j e c t s ; • Co n t i n u e   t o   r e v i e w   a n d   i m p r o v e   l e t t e r s   an d   n o t i c e s ; • Pr o v i d e   h a n d o u t s   a n d   f o r m s   i n   m u l t i p l e   la n g u a g e s • Re v i e w   R e n t a l   P r o g r a m   t o   i m p r o v e   te n a n t   p r o t e c t i o n s • Im p r o v e d   c o m m u n i c a t i o n s   w i t h   r e n t e r s   • An n u a l   m a i l i n g   • Re n t e r   r e s o u r c e   b o o k l e t • IP M C   A d o p t i o n • Co n t i n u e   p r o a c t i v e   c o d e   e n f o r c e m e n t   ac t i v i t i e s   w i t h   a   f o c u s   o n   r e s o l v i n g   on g o i n g   a n d   r e p e a t   v i o l a t i o n s 30 20 2 0 I n i t i a t i v e s 19 Pl a n n i n g   a n d   Z o n i n g • Zo n i n g   O r d i n a n c e   r e w r i t e • Si g n   O r d i n a n c e   r e w r i t e • Pl a t t i n g   O r d i n a n c e   r e v i e w • Cr e a t e   n e w   Z o n i n g   D i s t r i c t s • Br o o k l y n   B o u l e v a r d   O v e r l a y   D i s t r i c t • Ma s t e r   D e v e l o p m e n t   S t r a t e g i e s • Op p o r t u n i t y   S i t e • 57 th an d   L o g a n • Fo r m e r   S e a r s HR A / H o u s i n g   P r o g r a m s   • CD B G   a l l o c a t i o n   o p t i o n s • Ex p a n d   p a r t n e r s h i p   w i t h   C E E   • Ho m e   E n e r g y   A u d i t s • Re s i d e n t i a l   C o n s t r u c t i o n   C o n s u l t a t i o n s • Ho m e o w n e r s h i p   C l a s s e s • Do w n   p a y m e n t   a s s i s t a n c e   p r o g r a m 31 20 2 0 Pe r f o r m a n c e Ob j e c t i v e s 20 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   Me a s u r e Pe r f o r m a n c e   L e v e l s Target Value Re c u r r i n g   O b j e c t i v e s : En h a n c e d   C u s t o m e r   S e r v i c e St a f f   i s   e x c e e d i n g   c u s t o m e r   s e r v i c e   e x p e c t a t i o n s   ba s e d   o n   c u s t o m e r   s e r v i c e   s t a n d a r d s   a n d   p o l i c i e s   im p l e m e n t e d   c i t y ‐ w i d e .   Av e r a g e   D a y s   C o d e   E n f o r c e m e n t   C a s e s   ar e   O p e n Co d e   e n f o r c e m e n t   c a s e s   a r e   c l o s e d   w i t h i n   a n   a v e r a g e   of   1 0   d a y s .   Bu i l d i n g   a n d   S i t e   P l a n   R e v i e w s Pl a n   r e v i e w s   c o m p l e t e d   w i t h i n   t i m e   s t a n d a r d   9 5 %   o f   th e   t i m e .   R e s i d e n t i a l   w i t h i n   2   w e e k s ;   C o m m e r c i a l   wi t h i n   4   w e e k s .   – E s t a b l i s h   t r a c k i n g   c a p a b i l i t y   On e ‐ T i m e   O b j e c t i v e s : Zo n i n g   C o d e   U p d a t e Up d a t e d   C i t y   C o d e   C h a p t e r s :   P l a t t i n g ,   S i g n ,   S h o r e l a n d ,   MR C C A ,   a n d   Z o n i n g   – A d o p t e d   a n d   i m p l e m e n t e d Op p o r t u n i t y   S i t e   – P h a s e   I Ph a s e   I   o f   t h e   O p p o r t u n i t y   S i t e   u n d e r   c o n s t r u c t i o n   Es t a b l i s h m e n t   o f   a   b u s i n e s s   in c e n t i v e / d e v e l o p m e n t   p r o g r a m   De v e l o p   a n d   i m p l e m e n t   a   b u s i n e s s   in c e n t i v e / d e v e l o p m e n t   p r o g r a m   b a s e d   o n   i d e n t i f i e d   bu s i n e s s   p r i o r i t y   n e e d s .   Br o o k l y n   B o u l e v a r d   O v e r l a y   D i s t r i c t Co n d u c t   a   l a n d   u s e   s t u d y   a n d   e s t a b l i s h   a n   o v e r l a y   di s t r i c t   f o r   B r o o k l y n   B o u l e v a r d Ne w   P e r m i t   S o f t w a r e Im p l e m e n t   n e w   p e r m i t   s o f t w a r e   f o r   p e r m i t s ,   c o d e   en f o r c e m e n t ,   a n d   l i c e n s i n g 32           Public Works  2020 Budget Request  33 2020 Brooklyn Center Department Budget Narrative Department Name: Public Works Department Mission: The mission of the Brooklyn Center Public Works Department for the residents, business owners and visitors of the City is to responsibly provide for the maintenance and operations of 105 miles of City streets, 520 acres of parks and other natural areas, 62 miles of trails and sidewalks, municipal-owned buildings and grounds, capital projects, as well as storm drains and all aspects of water and sewer operations in a quality, cost effective manner. Department Description: The Public Works Department is comprised of five divisions, including: Administration/Engineering; Street Maintenance; Park Maintenance; Public Utilities (water, sanitary sewer, storm sewer, street lighting); and Central Garage. The Public Works Department also assists with the capital asset management for the City’s public buildings and facilities. The Engineering division provides administration, planning and oversight for the department. The Street Maintenance division provides for the maintenance and management of City’s streets, sidewalks, trails, streetscapes, storm drainage, traffic signing and striping and traffic signals. The Park Facilities Maintenance division provides for the maintenance and management of City’s park facilities and the citywide forestry program. Narrative information for Central Garage and Public Utilities are included under their funding sections. Key Initiatives focused on the achievement of strategic priorities/value propositions Transportation – Key Investments  Brooklyn Boulevard Corridor and TH 252 In 2020 we will begin developing the Brooklyn Boulevard Corridor Phase 2 project (Bass Lake Road to 65th Avenue) for construction in 2021. We will also work with regional partners and jurisdictions to develop an environmental study for the TH 252 conversion to a freeway and MnPASS lanes on TH 252 and I-94. This project was selected for Corridors of Commerce funding in 2018 ($163M) for start of construction in 2023.  CIP Funding In 2020 we will 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. Staffing Levels P o s i t i o n s FTEs 2019 2020 2021  Director of Public Works (43110)  City Engineer (43110)  Deputy Director of Public Works (43220)  Assistant City Engineer (43110)  Project Engineer (43110)  Principal Engineer 1 1 1 1 - 1 1 1 1 1 - 1 1 1 1 1 - 1 34  Supervisor of Streets and Parks (45201)  Engineering Technician 4 (43110)  Administrative Assistant (43110)  Engineering Technician 3 (43110)  Administrative Technician (43220)  Maintenance II (5-43220, 2-43221, 6-45201 and 1-45204)  Part Time/Summer Temporary Employees (7- 43220, 6-45201)  Engineering Aid/Intern (43110) TOTAL 1 1 1 2 1 13 3.3 0.3 26.6 1 1 1 2 1 14 3.3 0.3 27.6 1 1 1 2 1 14 3.3 0.3 27.6 Strategic Functions/Division(s):  Administration/Engineering (43110) o We provide technical and management services for infrastructure improvements; administration of the state aid street system; traffic engineering, mapping, review of proposed developments and plats; preparation of special assessments rolls; and general office and fieldwork services such as surveying, inspection and providing public information.  Street Maintenance (43220) o We provide maintenance of city streets, sidewalks and trails. The activities include patching, sealcoating, crack sealing, sweeping, minor sidewalk repair, streetscape maintenance, trail system maintenance and snow/ice control.  Traffic Control (43221) o We provide maintenance, replacement, and inventory of signage and pavement markings and the operation and maintenance of traffic signals.  Park Facilities Maintenance (45201) o We provide maintenance and repair of playground equipment, park shelter buildings, picnic shelters, athletic fields, tennis courts, skating/hockey rinks, irrigation systems, bleachers/benches, restroom and dumpster enclosures, park turf maintenance, park landscape and flower maintenance, litter pick-up, collection of refuse, administration of the Adopt-A-Park/Trail/Street program, manage gas and electric service to shelters and park lights, and manage rental/service charges for portable restroom facilities.  Forestry (45204) o We provide maintenance and reforestation of trees in parks, boulevards, and other public lands. This fund provides for a Registered Tree Contractor Program, support of the City's Diseased Tree Program and the services of a Certified Tree Inspector. 35 Annual Goal and Strategies: 1. Meet or exceed minimum infrastructure maintenance standards. a. Continue to utilize new PASER pavement management system. b. Continue streetscape asset management system. 2. Continue improved, streamlined management strategies and techniques by use of refined methods and technologies. a. Utilize digital record keeping/tracking in the field and improve project record keeping methods pertaining to the City’s reconstruction projects. Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *Actual Value Target Value Average PASER pavement condition rating PASER rating <= 3 (poor to failed) PASER rating = 4-5 (fair) PASER rating = 6-7 (good) PASER rating = 8-10 (very good to excellent) 7 4.0 miles (3.9%) 17.6 miles (16.6%) 32.2 miles (30.0%) 52.9 miles (49.5%) >= 8 0 miles (0%) 5 miles (5%+-) 30 miles (30%+-) 70 miles (65%+-) Billable Engineering project staff time and overtime (Firehouse Park project) 76.9% >60% Administration fees to project cost ratio (Firehouse Park project) 8.9% <15% Project construction cost per hour of staff time billed to project (Firehouse Park project) $1.109/hour >$600/hour Average period between receiving a pothole complaint and addressing the issue 2.6 days < 4 days Streetscape maintenance cost per mile $14,772/mile $15,000 to $20,000/mile Snow plowing response time per event 9.1 hours 10 hours *2018 data (2019 PASER data) Capital Outlay and Other Initiatives with Significant Budget Impact 2020  Engineering – Add 1 Engineering Technician vehicle ($28,000)  Street Maintenance – Brine Making Equipment ($75,000) – Capital Improvement Fund  Traffic Control – None  Park Maintenance – Add 1 Maintenance II Position  Forestry - None 2021  Engineering – None  Street Maintenance – None  Traffic Control – None  Park Maintenance – New trailer ($7,000)  Forestry - None 36 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 43110 - PUBLIC WORKS-ENGINEERING 6101 - WAGES & SALARIES-FT EMPLOYEES 494,393$ 570,511$ 326,552$ 684,983$ 717,773$ 4.79% 739,804$ 6102 - OVERTIME-FT EMPLOYEES 19,975 30,619 5,696 35,000 35,000 0.00%35,000 6103 - WAGES-PART TIME EMPLOYEES 6,050 8,264 5,094 7,000 11,000 57.14%11,000 6104 - OVERTIME-PART TIME EMPLOYEES 310 1,156 70 500 500 0.00%500 6111 - SEVERANCE PAY 3,521 4,701 437 - - 0.00%- 6122 - PERA COORDINATED PLAN 38,576 45,086 24,918 54,561 57,321 5.06%58,975 6125 - FICA - SOCIAL SECURITY 32,414 37,987 21,074 44,049 45,886 4.17%47,203 6126 - FICA - MEDICARE 7,581 8,884 4,929 10,548 11,082 5.06%11,402 6131 - CAFETERIA PLAN CONTRIBUTIONS 86,612 97,536 56,871 115,464 121,912 5.58% 129,232 6141 - UNEMPLOYMENT COMPENSATION 10,154 - - - - 0.00%- 6151 - WORKER'S COMP INSURANCE 2,946 3,736 2,410 4,097 4,796 17.06%4,933 TOTAL PERSONAL SERVICES 702,532 808,480 448,051 956,202 1,005,270 5.13% 1,038,049 6201 - OFFICE SUPPLIES 596 382 510 330 550 66.67%605 6203 - BOOKS/REFERENCE MATERIALS 186 21 - 200 200 0.00%200 6214 - CLOTHING & PERSONAL EQUIPMENT 226 200 50 320 320 0.00%500 6217 - SAFETY SUPPLIES - 300 862 850 1,075 26.47%1,075 6219 - GENERAL OPERATING SUPPLIES 1,157 30 129 540 540 0.00%540 6242 - MINOR EQUIPMENT - 665 920 640 640 0.00%700 6243 - MINOR COMPUTER EQUIPMENT 9,866 - 4,087 4,175 10,000 139.52%10,000 TOTAL SUPPLIES 12,031 1,598 6,558 7,055 13,325 88.87%13,620 6302 - ARCH, ENG & PLANNING 17,567 23,434 821 14,500 14,500 0.00%14,500 6307 - PROFESSIONAL SERVICES 24,264 2,112 1,559 3,900 3,900 0.00%3,900 6321 - TELEPHONE/PAGERS 1,192 1,653 1,314 1,600 4,620 188.75%4,620 6329 - OTHER COMMUNICATION SERVICES 1,219 531 518 1,200 2,000 66.67%2,000 6331 - TRAVEL EXPENSE/MILEAGE 1,873 1,147 681 1,000 1,500 50.00%1,500 6333 - FREIGHT/DRAYAGE - - - 80 80 0.00%80 6341 - PERSONNEL ADVERTISING (17) - - 310 310 0.00%310 6342 - LEGAL NOTICES - - - 200 200 0.00%200 6351 - PRINTING 879 225 70 450 450 0.00%450 6402 - EQUIPMENT SERVICES - 68 530 520 520 0.00%520 6406 - MULTI-FUNCTION MTNCE 4,354 3,733 2,230 5,000 5,000 0.00%5,000 6422 - SOFTWARE MAINT 8,645 7,862 - 5,500 6,700 21.82%6,700 6432 - CONFERENCES AND SCHOOLS 3,964 2,885 2,134 4,200 4,300 2.38%4,400 6433 - MEETING EXPENSES - - - 85 85 0.00%85 6434 - DUES & SUBSCRIPTIONS 685 1,140 733 1,100 1,350 22.73%1,150 6449 - OTHER CONTRACTUAL SERVICE - - - - - 0.00%- TOTAL SERVICES & OTHER CHARGES 64,625 44,790 10,590 39,645 45,515 14.81%45,415 6461 - FUEL CHARGES 2,492 3,355 955 3,070 3,509 14.30%3,684 6462 - FIXED CHARGES 4,824 4,355 1,684 3,368 3,136 -6.89%3,231 6463 - REPAIR & MAINT CHARGES 6,356 2,244 925 5,600 4,429 -20.91%4,562 6465 - REPLACEMENT CHARGES 7,600 7,600 3,900 7,800 7,900 1.28%8,137 TOTAL CENTRAL GARAGE CHARGES 21,272 17,554 7,464 19,838 18,974 -4.36%19,614 6540 - EQUIPMENT & MACHINERY - - - - 28,000 100.00%- TOTAL CAPITAL OUTLAY - - - - 28,000 100.00%- TOTAL BUSINESS UNIT EXPENSES 800,460$ 872,422$ 472,663$ 1,022,740$ 1,111,084$ 8.64%1,116,698$ GENERAL FUND 43110 - PUBLIC WORKS-ENGINEERING 37 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 43220 - PUBLIC WORKS-STREET MAINT 6101 - WAGES & SALARIES-FT EMPLOYEES 422,352$ 439,380$ 206,649$ 462,539$ 417,267$ -9.79% 432,063$ 6102 - OVERTIME-FT EMPLOYEES 6,448 22,765 17,226 12,000 14,000 16.67%15,000 6103 - WAGES-PART TIME EMPLOYEES 54,983 64,977 23,852 47,400 65,000 37.13%66,000 6111 - SEVERANCE PAY 6,631 7,389 - - - 0.00%- 6122 - PERA COORDINATED PLAN 32,135 34,660 16,791 39,144 35,750 -8.67%37,430 6125 - FICA - SOCIAL SECURITY 29,573 32,042 14,912 32,360 29,552 -8.68%30,892 6126 - FICA - MEDICARE 6,916 7,494 3,487 7,568 6,911 -8.68%7,237 6131 - CAFETERIA PLAN CONTRIBUTIONS 94,416 99,540 46,123 101,031 91,434 -9.50%96,924 6141 - UNEMPLOYMENT COMPENSATION 2,002 316 1,476 - - 0.00%- 6151 - WORKER'S COMP INSURANCE 32,640 37,442 16,913 36,489 29,856 -18.18%31,298 TOTAL PERSONAL SERVICES 688,096 746,005 347,429 738,531 689,770 -6.60% 716,844 6201 - OFFICE SUPPLIES 171 270 63 270 270 0.00%270 6203 - BOOKS/REFERENCE MATERIALS - - - 100 100 0.00%100 6214 - CLOTHING & PERSONAL EQUIPMENT 200 - 575 100 100 0.00%100 6217 - SAFETY SUPPLIES 2,374 4,909 3,340 5,450 5,600 2.75%5,750 6219 - GENERAL OPERATING SUPPLIES 1,812 1,867 647 2,300 2,300 0.00%2,300 6224 - STREET MAINT MATERIALS 72,551 89,646 102,518 92,000 105,000 14.13% 107,000 6225 - PARK & LANDSCAPE MATERIALS - 1,141 1,344 - - 0.00%- 6226 - SIGNS & STRIPING MATERIALS 1,207 2,055 393 1,000 1,000 0.00%1,000 6241 - SMALL TOOLS 786 609 487 660 660 0.00%660 6242 - MINOR EQUIPMENT 1,690 3,398 650 600 500 -16.67%700 6243 - MINOR COMPUTER EQUIPMENT - 2,135 - 1,050 5,900 461.90%- TOTAL SUPPLIES 80,791 106,030 110,017 103,530 121,430 17.29% 117,880 6307 - PROFESSIONAL SERVICES 1,421 1,605 1,234 1,700 1,700 0.00%1,700 6321 - TELEPHONE/PAGERS 1,896 2,556 999 2,550 2,550 0.00%2,550 6331 - TRAVEL EXPENSE/MILEAGE - - - 245 250 2.04%- 6341 - PERSONNEL ADVERTISING 243 - - 300 300 0.00%300 6351 - PRINTING 271 684 131 300 200 -33.33%200 6384 - REFUSE DISPOSAL - 480 300 500 500 0.00%500 6404 - STREET MAINT SERVICES 96,732 87,394 - 112,000 112,000 0.00% 112,000 6405 - PARK & LANDSCAPE SERVICES 46,647 45,005 25,003 61,000 46,000 -24.59%46,000 6417 - UNIFORMS 305 256 2,351 4,150 5,000 20.48%5,150 6421 - SOFTWARE LICENSE - - - - - 0.00%- 6432 - CONFERENCES AND SCHOOLS 2,549 2,448 2,055 4,300 4,400 2.33%4,500 6433 - MEETING EXPENSES 36 68 - 100 100 0.00%100 6434 - DUES & SUBSCRIPTIONS 562 464 463 650 650 0.00%650 6449 - OTHER CONTRACTUAL SERVICE 37,095 22,111 15,018 51,300 58,000 13.06%45,000 TOTAL SERVICES & OTHER CHARGES 187,757 163,071 47,554 239,095 231,650 -3.11% 218,650 6461 - FUEL CHARGES 25,025 43,235 28,290 28,686 40,956 42.77%43,004 6462 - FIXED CHARGES 52,264 48,939 18,945 37,890 39,074 3.12%40,246 6463 - REPAIR & MAINT CHARGES 85,013 133,619 62,776 108,000 112,595 4.25% 115,973 6465 - REPLACEMENT CHARGES 274,972 288,172 153,654 307,308 321,242 4.53% 330,879 TOTAL CENTRAL GARAGE CHARGES 437,274 513,965 263,665 481,884 513,867 6.64% 530,102 6540 - EQUIPMENT & MACHINERY - - - - - 0.00%- TOTAL CAPITAL OUTLAY - - - - - 0.00%- TOTAL BUSINESS UNIT EXPENSES 1,393,918$ 1,529,071$ 768,665$ 1,563,040$ 1,556,717$ -0.40%1,583,476$ GENERAL FUND 43220 - PUBLIC WORKS-STREET MAINT 38 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 43221 - PUBLIC WORKS-TRAFFIC CONTROL 6101 - WAGES & SALARIES-FT EMPLOYEES 118,572$ 111,246$ 54,841$ 124,902$ 117,927$ -5.58% 124,721$ 6102 - OVERTIME-FT EMPLOYEES - - - - - 0.00%- 6111 - SEVERANCE PAY 1,834 971 - - - 0.00%- 6122 - PERA COORDINATED PLAN 8,893 8,343 4,113 9,367 8,844 -5.58%9,355 6125 - FICA - SOCIAL SECURITY 7,665 7,159 3,535 7,744 7,312 -5.58%7,732 6126 - FICA - MEDICARE 1,793 1,674 827 1,811 1,710 -5.58%1,809 6131 - CAFETERIA PLAN CONTRIBUTIONS 26,976 26,070 13,178 28,866 30,478 5.58%32,308 6151 - WORKER'S COMP INSURANCE 10,977 10,821 5,464 12,078 10,778 -10.76%11,399 TOTAL PERSONAL SERVICES 176,710 166,284 81,958 184,768 177,049 -4.18% 187,324 6226 - SIGNS & STRIPING MATERIALS 28,516 35,303 21,572 38,700 30,000 -22.48%31,000 6242 - MINOR EQUIPMENT - 12,329 - - - 0.00%- 6243 - MINOR COMPUTER EQUIPMENT - - - - 1,800 100.00%- TOTAL SUPPLIES 28,516 47,632 21,572 38,700 31,800 -17.83%31,000 6381 - ELECTRIC 22,710 22,781 - - - 0.00%- 6407 - TRAFFIC SIGNALS MAINT 8,066 1,799 5,034 4,500 14,500 222.22%4,500 6422 - SOFTWARE MAINT - - - - 900 100.00%- TOTAL SERVICES & OTHER CHARGES 30,776 24,580 5,034 4,500 15,400 242.22%4,500 TOTAL BUSINESS UNIT EXPENSES 236,002$ 238,496$ 108,564$ 227,968$ 224,249$ -1.63%222,824$ GENERAL FUND 43221 - PUBLIC WORKS-TRAFFIC CONTROL 39 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45201 - PUBLIC WORKS-PARK FACILITIES 6101 - WAGES & SALARIES-FT EMPLOYEES 370,023$ 373,244$ 175,556$ 395,495$ 525,728$ 32.93% 544,292$ 6102 - OVERTIME-FT EMPLOYEES 8,710 17,892 17,030 18,000 18,000 0.00%18,000 6103 - WAGES-PART TIME EMPLOYEES 42,318 43,794 14,206 39,300 51,975 32.25%53,535 6111 - SEVERANCE PAY 6,088 3,328 - - - 0.00%- 6122 - PERA COORDINATED PLAN 28,405 29,335 14,444 33,846 43,614 28.86%45,247 6125 - FICA - SOCIAL SECURITY 26,420 27,831 12,918 27,980 36,054 28.86%37,404 6126 - FICA - MEDICARE 6,179 6,509 3,021 6,543 8,432 28.87%8,749 6131 - CAFETERIA PLAN CONTRIBUTIONS 72,000 73,601 38,830 86,598 121,912 40.78% 129,232 6141 - UNEMPLOYMENT COMPENSATION - - - - - 0.00%- 6151 - WORKER'S COMP INSURANCE 16,992 18,796 12,144 18,781 27,395 45.87%28,454 TOTAL PERSONAL SERVICES 577,135 594,330 288,149 626,543 833,110 32.97% 864,913 6214 - CLOTHING & PERSONAL EQUIPMENT 159 - - 100 100 0.00%100 6216 - CHEMICALS/CHEMICAL PRODUCTS 1,702 1,850 875 2,450 2,450 0.00%2,525 6217 - SAFETY SUPPLIES 1,269 2,811 1,302 2,575 2,600 0.97%2,675 6219 - GENERAL OPERATING SUPPLIES 7,175 13,727 495 8,750 8,750 0.00%9,000 6223 - BUILDINGS & FACILITIES 1,946 4,620 30 19,775 1,000 -94.94%9,000 6225 - PARK & LANDSCAPE MATERIALS 18,910 16,461 14,946 19,000 19,000 0.00%19,000 6227 - PAINT SUPPLIES 1,123 1,215 249 1,200 1,200 0.00%1,240 6231 - ATHLETIC FIELD SUPPLIES 5,087 7,970 3,753 5,250 5,400 2.86%5,560 6233 - COURT SUPPLIES 688 14,420 32 16,000 16,000 0.00%16,000 6239 - OTHER REPAIR & MAINT SUPPLIES 8,740 4,914 2,792 5,250 5,560 5.90%5,560 6241 - SMALL TOOLS 796 1,292 - 1,280 1,000 -21.88%1,000 6242 - MINOR EQUIPMENT 2,868 9,309 - 400 450 12.50%450 6243 - MINOR COMPUTER EQUIPMENT - 2,135 - - - 0.00%1,300 TOTAL SUPPLIES 50,463 80,724 24,474 82,030 63,510 -22.58%73,410 6307 - PROFESSIONAL SERVICES - 2,541 6,669 - - 0.00%- 6321 - TELEPHONE/PAGERS 411 856 209 640 660 3.13%660 6351 - PRINTING 182 329 - 160 160 0.00%160 6381 - ELECTRIC 27,488 30,093 17,163 35,000 35,000 0.00%35,000 6382 - GAS 1,756 2,115 1,523 2,300 2,300 0.00%2,370 6383 - WATER 48,308 51,165 3,283 42,000 44,000 4.76%46,200 6384 - REFUSE DISPOSAL 20,259 25,517 6,930 27,000 19,000 -29.63%19,000 6385 - SEWER 1,648 1,648 934 1,550 1,650 6.45%1,730 6386 - STORM SEWER 49,369 50,358 28,246 60,000 61,000 1.67%62,800 6389 - STREET LIGHTS 17,864 17,864 9,854 20,000 20,600 3.00%21,200 6405 - PARK & LANDSCAPE SERVICES 2,778 2,995 1,495 3,100 3,200 3.23%3,300 6409 - OTHER REPAIR & MAINT SVCS 4,792 3,697 150 7,000 7,000 0.00%7,000 6415 - OTHER EQUIPMENT 210 101 - 215 225 4.65%225 6417 - UNIFORMS 204 180 1,870 2,750 4,000 45.45%4,120 6432 - CONFERENCES AND SCHOOLS 1,949 1,935 1,013 2,200 3,400 54.55%2,200 6434 - DUES & SUBSCRIPTIONS 92 127 85 100 100 0.00%100 6449 - OTHER CONTRACTUAL SERVICE 12,789 9,452 7,228 9,000 9,000 0.00%9,000 TOTAL SERVICES & OTHER CHARGES 190,099 200,973 86,652 213,015 211,295 -0.81% 215,065 6461 - FUEL CHARGES 19,273 25,467 9,366 20,906 26,844 28.40%28,186 6462 - FIXED CHARGES 24,950 22,951 8,784 17,569 18,225 3.73%18,772 6463 - REPAIR & MAINT CHARGES 56,435 59,837 25,759 64,000 59,880 -6.44%61,676 6465 - REPLACEMENT CHARGES 94,379 100,379 51,854 103,708 114,819 10.71% 118,264 TOTAL CENTRAL GARAGE CHARGES 195,037 208,634 95,763 206,183 219,768 6.59% 226,898 6540 - EQUIPMENT & MACHINERY - - 10,621 - - 0.00%7,000 TOTAL CAPITAL OUTLAY - - 10,621 - - 0.00%7,000 TOTAL BUSINESS UNIT EXPENSES 1,012,734$ 1,084,661$ 505,659$ 1,127,771$ 1,327,683$ 17.73%1,387,286$ GENERAL FUND 45201 - PUBLIC WORKS-PARK FACILITIES 40 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45204 - PUBLIC WORKS-FORESTRY 6101 - WAGES & SALARIES-FT EMPLOYEES 60,707$ 57,408$ 28,136$ 64,058$ 66,950$ 4.51%68,959$ 6102 - OVERTIME-FT EMPLOYEES - - - - - 0.00%- 6111 - SEVERANCE PAY 928 - - - - 0.00%- 6122 - PERA COORDINATED PLAN 4,553 4,306 2,110 4,804 5,021 4.52%5,172 6125 - FICA - SOCIAL SECURITY 4,039 3,799 1,843 3,972 4,151 4.51%4,275 6126 - FICA - MEDICARE 945 889 431 929 971 4.52%1,000 6131 - CAFETERIA PLAN CONTRIBUTIONS 13,488 13,035 6,589 14,433 15,239 5.58%16,154 6151 - WORKER'S COMP INSURANCE 3,059 3,039 1,699 3,369 3,709 10.09%3,820 TOTAL PERSONAL SERVICES 87,719 82,476 40,808 91,565 96,041 4.89%99,380 6217 - SAFETY SUPPLIES 77 90 - 100 100 0.00%100 6219 - GENERAL OPERATING SUPPLIES - 210 419 115 115 0.00%125 6225 - PARK & LANDSCAPE MATERIALS 846 170 1,282 3,750 5,750 53.33%6,325 TOTAL SUPPLIES 923 470 1,701 3,965 5,965 50.44%6,550 6351 - PRINTING - - - 30 100 233.33%100 6405 - PARK & LANDSCAPE SERVICES 10,285 7,724 5,623 19,200 24,200 26.04%32,120 6449 - OTHER CONTRACTUAL SERVICE 2,100 1,330 1,319 2,810 3,900 38.79%4,300 TOTAL SERVICES & OTHER CHARGES 12,385 9,054 6,942 22,040 28,200 27.95%36,520 TOTAL BUSINESS UNIT EXPENSES 101,027$ 92,000$ 49,451$ 117,570$ 130,206$ 10.75%142,450$ GENERAL FUND 45204 - PUBLIC WORKS-FORESTRY 41 Pu b l i c W o r k s D e p a r t m e n t Ci t y   C o u n c i l   M e e t i n g ,   A u g u s t   1 9 ,   2 0 1 9 Do r a n   M .   C o t e ,   P . E .   P u b l i c   W o r k s   D i r e c t o r 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   o p e r a t i o n s   o f   t h e   C ity’s  in 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   i n   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 er including: • 10 5   m i l e s   o f   c i t y   s t r e e t s   a n d   5 , 1 0 0   t r a f f i c   s i g n s • 52 0   a c r e s   o f   p a r k s   a n d   n a t u r a l   a r e a s • 62   m i l e s   o f   t r a i l s   a n d   s i d e w a l k s • Mu n i c i p a l ‐ o w n e d   b u i l d i n g s   a n d   g r o u n d s   c a p i t a l   p r o j e c t 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   • Wa t e r   a n d   s e w e r   o p e r a t i o n s 42 Pu b l i c W o r k s D e p a r t m e n t Fu n c t i o n a l   D i v i s i o n s   • Ad m i n i s t r a t i o n / E n g i n e e r i n g • St r e e t   M a i n t e n a n c e   ( i n c l u d e s   s t o r m   s e w e r ,   t r a f f i c   c o n t r o l ,   a n d   st r e e t   l i g h t i n g ) • Pa r k   M a i n t e n a n c e   a n d   F o r e s t r y • Pu b l i c   U t i l i t i e s   ( w a t e r   a n d   s a n i t a r y   s e w e r ) • Ce n t r a l   G a r a g e 2 43 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   L e v e l s Po s i t i o n s 20 1 9                                       2 0 2 0 2 0 2 1 3 • Di r e c t o r   o f   P u b l i c   W o r k s   ( 4 3 1 1 0 ) • Ci t y   E n g i n e e r   ( 4 3 1 1 0 ) • De p u t y D i r e c t o r   o f   P u b l i c   W o r k s   ( 4 3 2 2 0 ) • As s i s t a n t   C i t y   E n g i n e e r   ( 4 3 1 1 0 ) • Pr o j e c t   E n g i n e e r   ( 4 3 1 1 0 ) • Pr i n c i p a l   E n g i n e e r   • Su p e r v i s o r   o f   S t r e e t s   a n d   P a r k s   ( 4 5 2 0 1 ) • En g i n e e r i n g   T e c h n i c i a n   4   ( 4 3 1 1 0 ) • Ad m i n i s t r a t i v e   A s s i s t a n t   ( 4 3 1 1 0 ) • En g i n e e r i n g   T e c h n i c i a n   3   ( 4 3 1 1 0 ) • Ad m i n i s t r a t i v e   T e c h n i c i a n   ( 4 3 2 2 0 ) • Ma i n t e n a n c e   I I   ( 5 ‐ 4 3 2 2 0 ,   2 ‐ 4 3 2 2 1 ,   6 ‐ 4 5 2 0 1 ,   a n d   1 ‐ 4 5 2 0 4 ) • 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   ( 7 ‐ 4 3 2 2 0 ,   6 ‐ 4 5 2 0 1 ) • En g i n e e r i n g   A i d / I n t e r n   ( 4 3 1 1 0 ) TO T A L   1 1 1 1 ‐‐1 1 1 2 1 13 3. 3 0. 3 26 . 6 1 1 1 1 ‐1 1 1 1 2 1 14 3. 3 0. 3 27 . 6 1 1 1 1 ‐1 1 1 1 2 1 14 3.3 0.3 27.6 No t e :   T h e s e   a r e   G e n e r a l   L e v y   f u n d e d   s t a f f i n g   l e v e l s   o n l y .     O t h e r  p u b l i c   w o r k s   s t a f f   i n c l u d e   P u b l i c   U t i l i t i e s   Di v i s i o n   s t a f f   a n d   C e n t r a l   G a r a g e   s t a f f .     44 St r a t e g i c F u n c t i o n s Ad m i n i s t r a t i o n / E n g i n e e r i n g • Pu b l i c   W o r k s   a d m i n i s t r a t i o n   a n d   bu d g e t i n g   • In f r a s t r u c t u r e   i m p r o v e m e n t ,   pl a n n i n g   a n d   p r o j e c t s • St a t e   A i d   s t r e e t   s y s t e m   • Tr a f f i c   E n g i n e e r i n g   • Ma p p i n g / G I S • Si t e   p l a n   a n d   s u b d i v i s i o n   p l a t   re v i e w s   • Wa t e r   R e s o u r c e s 4 45 St r a t e g i c F u n c t i o n s St r e e t   M a i n t e n a n c e   &   T r a f f i c   C o n t r o l • St r e e t ,   s i d e w a l k   a n d   t r a i l   ma i n t e n a n c e ,   r e p a i r   a n d   p a t c h i n g • St r e e t   s w e e p i n g • Sn o w   a n d   i c e   c o n t r o l   o p e r a t i o n s • Bo u l e v a r d   t r e e   t r i m m i n g • St r e e t s c a p e   m a i n t e n a n c e   • Tr a f f i c   c o n t r o l   m a i n t e n a n c e   – s i g n s ,   pa v e m e n t   m a r k i n g s ,   t r a f f i c   s i g n a l s   5 46 St r a t e g i c F u n c t i o n s Pa r k   F a c i l i t i e s   M a i n t e n a n c e   &   F o r e s t r y • Ma i n t a i n   3 5 0   a c r e s   o f   m o w e d   t u r f ,   7   p a r k   bu i l d i n g s ,   1 2   p i c n i c   s h e l t e r s ,   a n d   2 0   pl a y g r o u n d s ,   p a r k w a y s ,   g r e e n w a y s ,   a t h l e t i c   fi e l d   m a i n t e n a n c e   – 1 8   s o f t b a l l ,   5   b a s e b a l l ,   4  f o o t b a l l / s o c c e r ,   1 2   t e n n i s   c o u r t s ,   1 7   ir r i g a t i o n   s y s t e m s • Wi n t e r   o p e r a t i o n s   – 1 2   i c e   r i n k s ,   s n o w   pl o w i n g ,   e q u i p m e n t   a n d   p a r k   m a i n t e n a n c e ,   tr e e   t r i m m i n g   w i t h i n   p a r k   a r e a s • Re f o r e s t a t i o n ,   r e g i s t e r e d   t r e e   c o n t r a c t i n g   pr o g r a m ,   d i s e a s e d   t r e e   i n s p e c t i o n 6 47 Ke y I n i t i a t i v e s Tr a n s p o r t a t i o n   – K e y   I n v e s t m e n t s • Br o o k l y n   B o u l e v a r d   C o r r i d o r   a n d   T H   2 5 2 In   2 0 2 0   w e   w i l l   b e g i n   d e v e l o p i n g   t he   B r o o k l y n   B o u l e v a r d   C o r r i d o r  P h a s e   2   p r o j e c t   ( B a s s   L a k e   R o a d   t o   6 5 t h   Av e n u e )   f o r   c o n s t r u c t i o n   i n   2 0 2 1 .     W e   w i l l   a l s o   w o r k   w i t h   r e g i o na l   p a r t n e r s   a n d   j u r i s d i c t i o n s   t o   d e v e l o p   a n   en v i r o n m e n t a l   s t u d y   f o r   t h e   T H   2 5 2   c o n v e r s i o n   t o   a   f r e e w a y   a n d   Mn P A S S l a n e s   o n   T H   2 5 2   a n d   I ‐ 9 4 .     T h i s   pr o j e c t   w a s   s e l e c t e d   f o r   C o r r i d o r s   o f   C o m m e r c e   f u n d i n g   i n   2 0 1 8   ($ 1 6 3 M )   f o r   s t a r t   o f   c o n s t r u c t i o n   i n   2 0 2 3 . • CI P   F u n d i n g In   2 0 2 0   w e   w i l l   i m p l e m e n t   t h e   2 7 th ye a r   o f   t h e   s t r e e t   a n d   u t i l i t y   c o n s t r u c t i o n   p r o g r a m   b y   p r o v i d i n g the  ne e d e d   c a p i t a l   i m p r o v e m e n t s ,   w h i c h   i n c r e a s e   v a l u e   t o   t h e   p u b l i c  i n f r a s t r u c t u r e   a n d   p r o v i d e   a   c a t a l y s t   to w a r d s   o t h e r   a e s t h e t i c a l   i m p r o v e m e n t s   a n d   v a l u e   t h r o u g h o u t   n e i gh b o r h o o d s   C i t y w i d e . 7 48 Ke y I n i t i a t i v e s 8 • 20 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 • Sh i n g l e   C r e e k   P a r k w a y   B r i d g e   R e h a b i l i t a t i o n   P h a s e   2 • AD A   T r a n s i t i o n   P l a n   I m p l e m e n t a t i o n • Br o o k l y n   B o u l e v a r d   C o r r i d o r   P r o j e c t   P h a s e   2 • TH   2 5 2   C o r r i d o r   P l a n n i n g   a n d   E n v i r o n m e n t a l   S t u d y   • Li f t   S t a t i o n   6   R e h a b i l i t a t i o n   • St r e e t s   – S u s t a i n a b l e   P a v e m e n t   M a n a g e m e n t   • St r e e t s c a p e   S u s t a i n a b i l i t y   • Pa r k   P l a y g r o u n d   R e p l a c e m e n t   • Br i n e   M a k i n g   S y s t e m   49 9 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   Target Value Av e r a g e P A S E R   p a v e m e n t   c o n d i t i o n   r a t i n g PA S E R   r a t i n g   <   =   3   ( p o o r   t o   f a i l e d ) PA S E R   r a t i n g   =   4 ‐ 5   ( f a i r ) PA S E R   r a t i n g   =   6 ‐ 7   ( g o o d ) PA S E R   r a t i n g   =   8 ‐ 1 0   ( v e r y   g o o d   t o   e x c e l l e n t ) 7 4. 0 m i l e s   ( 3 . 9 % ) 17 . 6   m i l e s   ( 1 6 . 6 % ) 32 . 2   m i l e s   ( 3 0 . 0 % ) 52 . 9   m i l e s   ( 4 9 . 5 % ) > = 8 0 miles (0%)5 miles (5%+‐)30 miles (30%+‐)70 miles (65%+‐) Am o u n t o f   b i l l a b l e   p r o j e c t   t i m e   a n d   o v e r t i m e (E n g i n e e r i n g   s t a f f   t i m e ) 76 . 9 % > 60% 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 (E v e r g r e e n   P a r k   p r o j e c t ) 8. 9 % < 15% Pr o j e c t c o n s t r u c t i o n   c o s t   p e r   h o u r   o f   s t a f f   t i m e   b i l l e d   t o   p r o j e ct   (E v e r g r e e n   P a r k   p r o j e c t ) $1 , 1 0 9 / h o u r > $600/hour Av e r a g e   p e r i o d   b e t w e e n   r e c e i v i n g   a   p o t h o l e   c o m p l a i n t a n d   ad d r e s s i n g   t h e   i s s u e 2. 6   d a y s   < 4 days  St r e e t s c a p e   m a i n t e n a n c e c o s t   p e r   m i l e $1 4 , 7 7 2 / m i l e $1 5 , 0 0 0   t o   $ 2 0 , 000/mile Sn o w   p l o w i n g r e s p o n s e   t i m e   p e r   e v e n t 9. 1   h o u r s 10 hours 50 10 Bu d g e t H i g h l i g h t s • 20 2 0   P u b l i c   W o r k s   G e n e r a l   L e v y   b u d g e t   p r o p o s e d   8 %   in c r e a s e   o n   $ 4 . 1   m i l l i o n   b u d g e t • Bu d g e t   n o t a b l e s :   • En g i n e e r i n g / A d m i n i s t r a t i o n   – E n g i n e e r i n g   T e c h .   V e h i c l e   ( $ 2 8 , 0 0 0 ) • St r e e t   M a i n t e n a n c e   – B r i n e   M a k i n g   E q u i p m e n t   ( $ 7 5 , 0 0 0 ) • Pa r k   M a i n t e n a n c e   – M a i n t e n a n c e   I I   P o s i t i o n   ( 2 0 2 0 ) • Pa r k   M a i n t e n a n c e   – N e w   T r a i l e r   ( $ 7 , 0 0 0 ) 51           Finance  2020 Budget Request  52 2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Fiscal & Support Services Department/Division Mission: To provide accurate and timely information to all users of financial information and to provide administrative and professional support in financial matters to all departments and divisions of the City. Department/Division Description: In the General Fund, the Finance Division of the Department assembles and processes documents which facilitate the daily financial operations of the City. The Finance Division oversees the administration of claims and risk management for the property and casualty portion of the City’s insurance program. The Division manages investments of City funds as well as issuance and repayment of debt obligations of the City. The Utility Billing Division acquires and processes data which allow for the billing and collection of revenues for the City’s five utilities. The Director oversees the contract with Hennepin County for assessing services and acts as the staff liaison for the Board of Equalization and Appeals. Key Initiatives focused on the achievement of strategic priorities/value propositions Targeted Redevelopment  Development of a financial plan for the Opportunity Site In 2020 we will collaborate with the Economic Development Authority and city departments to create a financial plan for Opportunity Site development. This will include financial assumptions, review of financial incentives, risk assessment and impact on city services of any proposed development. Customer Intimacy/Operational Excellence  Continue to improve customer relationships and operational efficiency In 2020 we will collaborate with Public Works and Information Technology on the installation of gateways on City water tower’s to obtain fixed water utility meter reads. This will provide real-time information to utility billing staff and quicker responses to customer requests and questions. 53 Staffing Levels P o s i t i o n s FTEs 2019 2020 2021  Finance Director  Assistance Finance Director  Accountant  Accounting Technician  Utility Billing Technician  PT Utility Billing Technician 1 1 1 1 1 0.5 1 1 1 1 1 0.5 1 1 1 1 1 0.5 Strategic Functions/Division(s):  Finance Division o The Division provides for the collection, recording and deposit of all funds in bank accounts and reconciles those bank accounts to the General Ledger on a monthly basis. o The Division provides for the expenditure of funds for goods and services used by the City including the proper recording and documentation of such expenditures. o The Division prepares and distributes reports on the financial condition of the City. o The Division invests available funds in approved investment types. o The Division reports financial information to outside monitoring agencies o The Division leads and assists financial planning activities through coordination of the annual budget process and special analysis and reporting projects on specific programs.  Utility Billing Division o The Division collects data for the preparation of utility bills, calculates, prints and mails the bills to customers. o The Division responds to customer inquiries by telephone, mail, e-mail and in person regarding the calculation of bills and the regulations, policies and practices affecting utility billing. o The Division oversees collection of bill payments and proper recording of those receipts. o The Division initiates such collection practices as might be necessary for the collection of all utility accounts receivable. Total            5 . 5              5 . 5        5 . 5   54 Annual Goal and Strategies: 1. Ensure the financial stability of the City. a. Review and analyze alternatives for funding City infrastructure investments b. Ensure appropriate financial policies and practices are in place c. Assure adequate cash flow and investment of idle cash 2. Enhance customer access to utility account information and actions a. Ensure on-line and phone system ability to accept payments b. On-line access to customer account history information c. On-line distribution option for quarterly bills d. Ensure accurate billing of customer utilities Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels 2016 2017 2018 Target Value GFOA’s Certificate of Achievements for Financial Report Awarded Awarded Awarded Awarded Availability of financial reports to all users after month-end (including City Council monthly report) 24 days 22.25 days 20.5 days 21 days Date of audit opinion May 18, 2017 May 21, 2018 May 15, 2019 June 1, 2019 City bond credit rating AA AA AA AA or better Rate of investment return on all cash/investments 1.134% 1.403% 1.982% 2.00% or better Pay by text (registrations/payments) Obtaining baseline data 293/101 523/180 550/250 Automated utility billing phone payments 1,504 2,196 2,190 2,200 Utility billing online payments 7,590 10,174 14,052 14,500 Paperless utility billing accounts 585 1,131 1,533 1,750 (Pay by text became available in December 2016 which allows the customer to receive billing amount and make payments through text messaging). 55 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41520 - FINANCE 6101 - WAGES & SALARIES-FT EMPLOYEES 378,570$ 395,985$ 211,342$ 409,425$ 426,794$ 4.24% 443,367$ 6102 - OVERTIME-FT EMPLOYEES 1,644 39 61 1,500 3,000 100.00%3,000 6103 - WAGES-PART TIME EMPLOYEES 19,180 18,371 10,434 19,891 21,000 5.58%21,740 6111 - SEVERANCE PAY 3,401 4,868 - - - 0.00%- 6122 - PERA COORDINATED PLAN 29,834 31,080 16,638 32,424 33,811 4.28%35,108 6125 - FICA - SOCIAL SECURITY 25,137 26,128 13,766 25,645 26,451 3.14%27,268 6126 - FICA - MEDICARE 5,879 6,111 3,220 6,268 6,539 4.32%6,787 6131 - CAFETERIA PLAN CONTRIBUTIONS 65,192 71,100 38,935 72,165 76,195 5.58%80,770 6151 - WORKER'S COMP INSURANCE 2,762 3,005 1,741 3,114 3,247 4.27%3,371 TOTAL PERSONAL SERVICES 531,599 556,687 296,137 570,432 597,037 4.66% 621,411 6201 - OFFICE SUPPLIES 389 230 138 600 1,100 83.33%1,100 6203 - BOOKS/REFERENCE MATERIALS - 154 - 200 200 0.00%200 6219 - GENERAL OPERATING SUPPLIES - - - - - 0.00%- 6242 - MINOR EQUIPMENT 375 - - 300 400 33.33%400 6243 - MINOR COMPUTER EQUIPMENT 205 5,067 - - 4,400 100.00%- TOTAL SUPPLIES 969 5,451 138 1,100 6,100 454.55%1,700 6301 - ACCTG, AUDIT & FIN'L SERVICES 32,534 30,896 31,354 33,000 37,000 12.12%37,000 6307 - PROFESSIONAL SERVICES 2,326 2,431 1,299 2,500 2,500 0.00%2,600 6331 - TRAVEL EXPENSE/MILEAGE 119 153 277 500 500 0.00%500 6333 - FREIGHT/DRAYAGE 10,384 10,520 5,965 10,000 11,000 10.00%11,000 6341 - PERSONNEL ADVERTISING - - - - 200 100.00%200 6342 - LEGAL NOTICES - 148 - - - 0.00%- 6351 - PRINTING 3,891 4,294 - 4,200 5,000 19.05%5,000 6406 - MULTI-FUNCTION MTNCE 1,139 1,707 590 1,250 1,250 0.00%1,250 6432 - CONFERENCES AND SCHOOLS 3,316 3,234 2,279 3,300 4,800 45.45%4,800 6433 - MEETING EXPENSES 15 60 - 300 300 0.00%300 6434 - DUES & SUBSCRIPTIONS 663 440 638 700 700 0.00%700 TOTAL SERVICES & OTHER CHARGES 54,387 53,883 42,402 55,750 63,250 13.45%63,350 TOTAL BUSINESS UNIT EXPENSES 586,955$ 616,021$ 338,677$ 627,282$ 666,387$ 6.23%686,461$ GENERAL FUND 41520 - FINANCE 56 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41550 - ASSESSING 6201 - OFFICE SUPPLIES 59$ -$ -$ 200$ 200$ 0.00%200$ TOTAL SUPPLIES 59 - - 200 200 0.00%200 6307 - PROFESSIONAL SERVICES 210,500 186,022 - 205,000 205,000 0.00% 215,000 6329 - OTHER COMMUNICATION SERVICES - - - - - 0.00%- 6406 - MULTI-FUNCTION MTNCE 991 971 2,576 1,000 5,000 400.00%5,000 TOTAL SERVICES & OTHER CHARGES 211,491 186,993 2,576 206,000 210,000 1.94% 220,000 TOTAL BUSINESS UNIT EXPENSES 211,550$ 186,993$ 2,576$ 206,200$ 210,200$ 1.94%220,200$ GENERAL FUND 41550 - ASSESSING 57 Fi n a n c e   D e p a r t m e n t 20 2 0   – 2 0 2 1   B u d g e t   O v e r v i e w Oc t o b e r 8 , 2 0 1 8 Re v i e w Ci t y   C o u n c i l / F i n a n c i a l   C o m m i s s i o n   J o i n t   W o r k   S e s s i o n ,   A u g u s t   1 9 , 2019 Na t e   R e i n h a r d t ,   F i n a n c e   D i r e c t o r 58 Fi n a n c e D i v i s i o n Mi s s i o n :   T o   p r o v i d e   a c c u r a t e   a n d   t i m e l y   i n f o r m a t i o n   t o   a d m i n i s t ra t i v e   a n d   pr o f e s s i o n a l   s u p p o r t   i n   f i n a n c i a l   m a t t e r s   t o   a l l   d e p a r t m e n t   a n d  d i v i s i o n s   o f   t h e   C i t y   2 • Ac c o u n t i n g • Ma i n t a i n   g e n e r a l   l e d g e r   a n d   j o u r n a l   e n t r i e s • Ac c o u n t s   P a y a b l e • Ac c o u n t s   R e c e i v a b l e • As s e s s i n g • Co n t r a c t e d   w i t h   H e n n e p i n   C o u n t y • Ba n k i n g   &   I n v e s t m e n t s • Mo n t h l y   b a n k   r e c o n c i l i a t i o n s • In v e s t m e n t s   i n   a c c o r d a n c e   w i t h   C i t y   i n v e s t m e n t   po l i c y • Bu d g e t   &   F i n a n c i a l   P l a n n i n g • Co o r d i n a t i o n   o f   a n n u a l   b u d g e t   p r o c e s s • De b t   M a n a g e m e n t • De b t   i s s u a n c e s • De b t   d i s c l o s u r e ,   o u t s t a n d i n g   d e b t   r e p o r t i n g • Fi n a n c i a l   R e p o r t i n g • An n u a l   a u d i t   a n d   f i n a n c i a l   r e p o r t • Mo n t h l y   f i n a n c i a l   r e p o r t s • Ta x   i n c r e m e n t   f i n a n c i n g   d i s t r i c t s • Ut i l i t y   B i l l i n g • Co l l e c t i o n   &   p r e p a r a t i o n   o f   u t i l i t y   b i l l s • Sa f e t y / R i s k   M a n a g e m e n t • In s u r a n c e   r e n e w a l s • Cl a i m s   p r o c e s s i n g 59 St a f f i n g L e v e l s Po s i t i o n s 20 1 9 2 0 2 0 2 0 2 1 Fi n a n c e D i r e c t o r 1 1 1 As s i s t a n t F i n a n c e   D i r e c t o r 1 1 1 Ac c o u n t a n t 1 1 1 Ac c o u n t i n g   T e c h n i c i a n 1 1 1 Ut i l i t y   B i l l i n g   T e c h n i c i a n 1 1 1 PT U t i l i t y   B i l l i n g   T e c h n i c i a n 0 . 5 0. 5 0. 5 To t a l 5. 5 5 . 5 5 . 5 3 60 20 2 0 B u d g e t R e q u e s t Fi n a n c e 20 1 9 2 0 2 0 D i f f e r e n c e % Pe r s o n a l   S e r v i c e s $5 7 0 , 4 3 2 $ 5 9 7 , 0 3 7 $ 2 6 , 6 0 5 4 . 7 % Su p p l i e s 1, 1 0 0 6 , 1 0 0 5 , 0 0 0 4 5 5 . 6 % Pr o f e s s i o n a l   S e r v i c e s 35 , 5 0 0 3 9 , 5 0 0 4 , 0 0 0 1 1 . 3 % Se r v i c e s   &   C h a r g e s 20 , 2 5 0 2 3 , 7 5 0 3 , 5 0 0 1 3 . 4 5 % To t a l $6 2 7 , 2 8 2 $ 6 6 6 , 3 8 7 $ 3 9 , 1 0 5 6 . 2 3 % 4 As s e s s i n g 20 1 9 2 0 2 0 D i f f e r e n c e % Su p p l i e s $2 0 0 $ 2 0 0 $  ‐ ‐ % Pr o f e s s i o n a l   S e r v i c e s 20 5 , 0 0 0 2 0 5 , 0 0 0 ‐ ‐ % Se r v i c e s   &   C h a r g e s 82 5 1 , 0 0 0 17 5 2 1 . 2 1 % To t a l $2 0 6 , 0 2 5 $ 2 0 6 , 2 0 0 $ 1 7 5 0 . 0 8 % 61 Ke y I n i t i a t i v e s f o r 2 0 2 0 De v e l o p m e n t   o f   a   f i n a n c i a l   p l a n   f o r   t h e   O p p o r t u n i t y   S i t e • Co l l a b o r a t e   w i t h   E D A   a n d   C i t y   d e p a r t m e n t s   t o   c r e a t e   a   f i n a n c i a l  p l a n • Fi n a n c e   a s s u m p t i o n s ,   r e v i e w   o f   f i n a n c i a l   i n c e n t i v e s ,   r i s k   a s s e s sm e n t   a n d   i m p a c t   o n   c i t y   se r v i c e s   o f   p r o p o s e d   r e d e v e l o p m e n t   Co n t i n u e   t o   i m p r o v e   c u s t o m e r   r e l a t i o n s h i p s   a n d   o p e r a t i o n a l   e f f i ci e n c y • Co l l a b o r a t e   w i t h   P u b l i c   W o r k s   a n d   I n f o r m a t i o n   T e c h n o l o g y   o n   t h e  i n s t a l l a t i o n   o f   ga t e w a y s   o n   C i t y   w a t e r   t o w e r ’ s   t o   o b t a i n   f i x e d   w a t e r   u t i l i t y   m e te r   r e a d s • Re a l ‐ t i m e   i n f o r m a t i o n   t o   u t i l i t y   b i l l i n g   s t a f f                                                                                                                                                              an d   q u i c k e r   r e s p o n s e   t o   c u s t o m e r   re q u e s t s                                                                                                                                                              an d   q u e s t i o n s 5 62 20 2 0 P e r f o r m a n c e O b j e c t i v e s 6 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 20 1 6 2 0 1 7 2 0 1 8 T a r g e t   V a l u e GF O A ’ s   C e r t i f i c a t e   o f   A c h i e v e m e n t f o r   f i n a n c i a l   r e p o r t i n g A w a r d e d Aw a r d e d A w a r d e d A w a r d e d Av a i l a b i l i t y o f   m o n t h l y   f i n a n c i a l   d a t a   t o   a l l   u s e r s   (i n c l u d i n g   m o n t h l y   f i n a n c i a l   r e p o r t ) 24   d a y s 2 2 . 2 5   d a y s 2 0 . 5   d a y s 2 1   d a y s Da t e o f   a u d i t   o p i n i o n Ma y   1 8 , 2 0 1 7 M a y   2 1 ,   2 0 1 9 M a y   1 5 ,   2 0 1 9 J u n e   1 ,   2019 Ci t y b o n d   c r e d i t   r a t i n g AA AA AA AA or better Ra t e   o f   i n v e s t m e n t   r e t u r n o n   a l l   c a s h / i n v e s t m e n t s 1. 1 3 4 % 1 . 4 0 3 % 1 . 9 82% 2.00% Pa y   b y   t e x t   ( r e g i s t r a t i o n / p a y m e n t s ) N/ A 2 9 3 / 1 0 1 5 2 3 / 1 8 0 5 5 0 / 2 5 0 Au t o m a t e d   u t i l i t y   b i l l i n g p h o n e   p a y m e n t s 1, 5 0 4 2 , 1 9 6 2 , 1 9 0 2 , 2 0 0 Ut i l i t y   b i l l i n g   o n l i n e   p a y m e n t s 7, 5 9 0 1 0 , 1 7 4 1 4 , 0 5 2 1 4 , 5 0 0 Pa p e r l e s s u t i l i t y   b i l l i n g   a c c o u n t s 58 5 1 , 1 3 1 1 , 5 3 3 1 , 7 5 0 63 In v o i c e C l o u d – C o m p a r i s o n D a t a 7 I n v o i c e   C o u n t   J u l y ,   2 0 1 9   =   2 , 8 5 4 O n l i n e   P a y m e n t s   –   C C 8 0 7 2 8 % O n l i n e   P a y m e n t s   ‐   A C H 5 8 8 2 1 % P a p e r l e s s 1 6 7 7 5 9 % Pa y   b y   T e x t 2 1 1 % I V R 2 4 3 9 % I n v o i c e   C o u n t   J u l y ,   2 0 1 9   =   3 , 4 8 8 O n l i n e   P a y m e n t s   –   C C 6 6 6 1 9 % O n l i n e   P a y m e n t s   ‐   A C H 4 9 0 1 4 % P a p e r l e s s 1 , 4 4 6 4 1 % Pa y   b y   T e x t 2 4 1% IV R 9 9 3 % I n v o i c e   C o u n t   J u l y ,   2 0 1 9   =   7 , 8 3 3 O n l i n e   P a y m e n t s   –   C C 1 , 5 7 5 2 0 % O n l i n e   P a y m e n t s   ‐   A C H 1 , 1 7 4 1 5 % P a p e r l e s s 3 2 7 0 4 2 % Pa y   b y   T e x t 6 2 1 % IV R 8 4 1% Ci t y   o f   B r o o k l y n   C e n t e r  –   L i v e   1 1 / 2 0 1 5 Ci t y   o f   R i c h f i e l d  –   L i v e   4 / 2 0 1 7 Ci t y   o f   S t .   L o u i s   P a r k  –   L i v e   6 / 2 0 1 7 I n v o i c e   C o u n t   J u l y ,   2 0 1 9   =   3 , 4 2 9 O n l i n e   P a y m e n t s   –   C C 9 4 5 2 8 % O n l i n e   P a y m e n t s   ‐   A C H 1 5 7 1 4 6 % P a p e r l e s s 2 2 5 9 6 6 % Pa y   b y   T e x t 1 8 1 % IV R 5 5 2 % I n v o i c e   C o u n t   J u l y ,   2 0 1 9   =   7 , 2 2 6 On l i n e   P a y m e n t s   –   C C 1 0 2 6 14% O n l i n e   P a y m e n t s   ‐   A C H 1 6 4 5 2 3 % P a p e r l e s s 3 , 0 7 1 4 2 % Pa y   b y   T e x t 1 1 0 % IV R 1 0 % Ci t y   o f   E d i n a  –   L i v e   7 / 2 0 1 7 Ci t y   o f   E a g a n  –   L i v e   4 / 2 0 1 6 64 20 2 0 N o n - D e p a r t m e n t a l B u d g e t De s c r i p t i o n 20 1 9 2 0 2 0 D i f f e r e n c e % Le g a l $4 2 0 , 0 0 0 $ 4 3 5 , 0 0 0 $ 1 5 , 0 0 0 3 . 5 7 % Co n v e n t i o n   &   T o u r i s m 56 2 , 9 0 0 5 6 2 , 9 0 0 ‐ ‐ % In s u r a n c e 24 6 , 5 9 2 2 6 0 , 5 2 8 1 3 , 9 3 6 5 . 6 5 % Ce n t r a l   S u p p l i e s   a n d   S u p p o r t 27 5 , 7 5 3 3 1 3 , 2 0 0 3 7 , 4 4 7 1 3 . 5 8 % Va c a n c y / T u r n o v e r   S a v i n g s ($ 3 5 0 , 0 0 0 ) ( $ 3 5 0 , 0 0 0 ) ‐‐ % Co n t i n g e n c y 12 5 , 0 0 0 2 0 0 , 0 0 0 7 5 , 0 0 0 6 0 . 0 0 % Re i m b u r s e m e n t s   f r o m   o t h e r   f u n d s 1 , 1 4 8 , 1 5 4 1 , 1 4 8 , 1 5 4 ‐ ‐ % Tr a n s f e r s   O u t 21 0 , 0 0 0 2 1 0 , 0 0 0 ‐ ‐ % 8 65 20 2 0 N o n - D e p a r t m e n t a l B u d g e t De s c r i p t i o n 20 1 9 2 0 2 0 D i f f e r e n c e % Jo i n t P o w e r s   P a y m e n t s $1 8 7 , 0 0 0 $ 1 8 7 , 0 0 0 $ ‐ ‐ % 9 • $5 7 , 5 0 0   B r o o k l y n   B r i d g e   A l l i a n c e • $5 0 , 0 0 0   B r o o k L y n k Y o u t h   I n t e r n s h i p   P r o g r a m • $7 , 0 0 0   C o m m u n i t y   M e d i a t i o n   a n d   R e s t o r a t i v e   S e r v i c e s   ( M e d i a t i o n   Services) • $6 5 , 0 0 0   C o r n e r S t o n e ( D o m e s t i c   v i o l e n c e   f o l l o w ‐ u p   r e s o u r c e s ) • $7 , 5 0 0   N o r t h e r n   S t a r   D i v e r s i o n   ( J u v e n i l e   d i v e r s i o n   p r o g r a m ) 66           Miscellaneous  2020 Budget Request  67 2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Non-Departmental Accounts Department/Division Description: There are a number of budgeting/accounting divisions that provide benefits to all Departments of the General Fund under one set of accounts. Expenditures in these Divisions reside under the overall authority of the City Manager. Strategic Functions/Division(s):  These Divisions include: o Legal – budgeting and tracking payment of attorney services for civil and criminal matters of the City o Joint Powers Payments – budgeting and tracking of payment of services provided to the community in connection with other government agencies through joint powers agreements. o Convention and Tourism – budgeting and tracking of the portion of lodging tax proceeds paid to the Minneapolis Northwest CVB. o Civic Events – budgeting and tracking of special events and celebrations designated by the City Council. o Insurance – budgeting and tracking of payments for property, casualty and liability insurance for the City organization. o Central Supplies and Support – budgeting and tracking of payments for bulk supplies and services used by all departments and contingency allotment are included here. o Vacancy/Turnover Savings - Position Vacancy Factor and Turnover Savings. o Reimbursements from Other Funds – budgeting and tracking of amounts provided to by the General Fund departments to other funds of the City. o Transfers Out – budgeting and tracking for technology capital transfers. 68 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41610 - LEGAL 6303 - LEGAL SERVICES 405,275$ 449,884$ 210,388$ 415,000$ 430,000$ 3.61% 435,000$ 6307 - PROFESSIONAL SERVICES 1,300 1,650 300 5,000 5,000 0.00%5,000 6423 - LOGIS CHARGES - - - - - 0.00%- TOTAL SERVICES & OTHER CHARGES 406,575 451,534 210,688 420,000 435,000 3.57% 440,000 TOTAL BUSINESS UNIT EXPENSES 406,575$ 451,534$ 210,688$ 420,000$ 435,000$ 3.57%440,000$ GENERAL FUND 41610 - LEGAL 69 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 44110 - JOINT POWERS PAYMENTS 6449 - OTHER CONTRACTUAL SERVICE 143,103$ 164,544$ 86,830$ 187,000$ 187,000$ 0.00% 187,000$ TOTAL SERVICES & OTHER CHARGES 143,103 164,544 86,830 187,000 187,000 0.00% 187,000 TOTAL BUSINESS UNIT EXPENSES 143,103$ 164,544$ 86,830$ 187,000$ 187,000$ 0.00%187,000$ GENERAL FUND 44110 - JOINT POWERS PAYMENTS 70 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45310 - CONVENTION AND TOURISM 6445 - CONVENTION BUREAU PAYMENT 573,065$ 554,782$ 191,172$ 562,900$ 562,900$ 0.00% 562,900$ TOTAL SERVICES & OTHER CHARGES 573,065 554,782 191,172 562,900 562,900 0.00% 562,900 TOTAL BUSINESS UNIT EXPENSES 573,065$ 554,782$ 191,172$ 562,900$ 562,900$ 0.00%562,900$ GENERAL FUND 45310 - CONVENTION AND TOURISM 71 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 48140 - INSURANCE 6307 - PROFESSIONAL SERVICES 6,857$ 7,625$ -$ 8,000$ 8,000$ 0.00%8,000$ 6361 - GENERAL LIABILITY INSURANCE 99,356 103,755 55,055 109,662 115,609 5.42% 121,390 6362 - PROPERTY INSURANCE 85,491 88,104 49,693 96,061 104,356 8.64% 109,574 6366 - MACHINERY BREAKDOWN INSURANCE 9,005 9,288 4,798 10,119 10,077 -0.42%10,581 6368 - BONDS INSURANCE 2,446 2,356 1,184 2,750 2,486 -9.60%2,611 6442 - COURT AWARDS/SETTLEMENTS 23,493 10,262 5,204 20,000 20,000 0.00%20,000 TOTAL SERVICES & OTHER CHARGES 226,648 221,390 115,934 246,592 260,528 5.65% 272,156 TOTAL BUSINESS UNIT EXPENSES 226,648$ 221,390$ 115,934$ 246,592$ 260,528$ 5.65%272,156$ GENERAL FUND 48140 - INSURANCE 72 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 48150 - CENTRAL SUPPLIES AND SUPPORT 6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ -$ -$ 0.00%-$ 6111 - SEVERANCE PAY - - - 55,053 55,000 -0.10%- TOTAL PERSONAL SERVICES - - - 55,053 55,000 -0.10%- 6201 - OFFICE SUPPLIES 11,041 9,792 6,681 17,500 17,500 0.00%17,500 6219 - GENERAL OPERATING SUPPLIES 4,672 3,033 663 5,000 5,000 0.00%5,000 6242 - MINOR EQUIPMENT - - - - - 0.00%- 6243 - MINOR COMPUTER EQUIPMENT 2,522 - 1,423 - - 0.00%1,150 TOTAL SUPPLIES 18,235 12,825 8,767 22,500 22,500 0.00%23,650 6301 - ACCTG, AUDIT & FIN'L SERVICES 10,514 10,883 4,945 11,000 11,000 0.00%11,000 6307 - PROFESSIONAL SERVICES 67,470 76,656 117,328 66,000 95,000 43.94%- 6321 - TELEPHONE/PAGERS 5,095 5,303 2,746 5,700 5,700 0.00%5,700 6322 - POSTAGE 35,375 25,054 5,797 30,000 30,000 0.00%30,000 6349 - OTHER ADVERTISING 363 - - - - 0.00%- 6351 - PRINTING 15,818 10,721 1,861 3,000 3,000 0.00%3,000 6402 - EQUIPMENT SERVICES 1,771 3,010 2,248 2,500 2,500 0.00%2,500 6406 - MULTI-FUNCTION MTNCE 8,563 10,794 5,460 8,500 11,000 29.41%11,000 6432 - CONFERENCES AND SCHOOLS 6,070 9,109 6,855 8,000 8,000 0.00%8,000 6433 - MEETING EXPENSES 4,720 3,348 723 2,500 2,500 0.00%2,500 6434 - DUES & SUBSCRIPTIONS 831 857 581 - - 0.00%- 6435 - CREDIT CARD FEES 24,858 39,338 18,333 31,000 37,000 19.35%37,000 6441 - LICENSES, TAXES & FEES 517 151 357 - - 0.00%- 6443 - PRIZE AWARDS/EXPENSE REIMB - (237) - - - 0.00%- 6446 - CONTINGENCY ACCOUNT - - - 125,000 200,000 60.00% 200,000 6449 - OTHER CONTRACTUAL SERVICE 78,738 32,854 10,214 30,000 30,000 0.00%30,000 TOTAL SERVICES & OTHER CHARGES 260,703 227,841 177,448 323,200 435,700 34.81% 340,700 TOTAL BUSINESS UNIT EXPENSES 278,938$ 240,666$ 186,215$ 400,753$ 513,200$ 28.06%364,350$ GENERAL FUND 48150 - CENTRAL SUPPLIES AND SUPPORT 73 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 48160 - VACANCY AND TURNOVER SAVINGS 6101 - WAGES & SALARIES-FT EMPLOYEES -$ -$ -$ (350,000)$ (350,000)$ 0.00% (350,000)$ TOTAL PERSONAL SERVICES - - - (350,000) (350,000) 0.00% (350,000) TOTAL BUSINESS UNIT EXPENSES -$ -$ -$ (350,000)$ (350,000)$ 0.00%(350,000)$ GENERAL FUND 48160 - VACANCY AND TURNOVER SAVINGS 74 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 48170 - REIMBURSEMENT FROM OTHER FUNDS 6471 - ADMINISTRATIVE SERVICE TRANSFER (590,460)$ (658,154)$ (329,077)$ (658,154)$ (658,154)$ 0.00% (658,154)$ 6472 - ENGINEERING SERVICE TRANSFER (393,244) (405,582) (196,481) (490,000) (490,000) 0.00% (490,000) 6482 - MISC TRANSFER OUT 715,544 149,630 - - - 0.00%- TOTAL TRANSFERS OUT (268,160) (914,106) (525,558) (1,148,154) (1,148,154) 0.00% (1,148,154) TOTAL BUSINESS UNIT EXPENSES (268,160)$ (914,106)$ (525,558)$ (1,148,154)$ (1,148,154)$ 0.00%(1,148,154)$ GENERAL FUND 48170 - REIMBURSEMENT FROM OTHER FUNDS 75 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 48210 - TRANSFER OUT 6482 - MISC TRANSFER OUT 185,000$ 293,800$ -$ 210,000$ 210,000$ 0.00% 220,000$ TOTAL TRANSFERS OUT 185,000 293,800 - 210,000 210,000 0.00% 220,000 TOTAL BUSINESS UNIT EXPENSES 185,000$ 293,800$ -$ 210,000$ 210,000$ 0.00%220,000$ GENERAL FUND 48210 - TRANSFER OUT 76           Follow‐up Information  77 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation Primary Credit Analyst: Jessica Akey, Chicago + 1 (312) 233 7068; jessica.akey@spglobal.com Secondary Contact: Scott Nees, Chicago (1) 312-233-7064; scott.nees@spglobal.com Table Of Contents Rationale Outlook Related Research WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 178 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation Credit Profile US$9.85 mil GO imp and utility rev bnds ser 2019A due 02/01/2030 Long Term Rating AA/Stable New US$2.62 mil lse rev bnds (Liquor Store Proj) ser 2019B due 02/01/2035 Long Term Rating AA-/Stable New Brooklyn Ctr taxable GO tax incre rfdg bnds Long Term Rating AA/Stable Affirmed Brooklyn Ctr GO Long Term Rating AA/Stable Affirmed Rationale S&P Global Ratings assigned its 'AA' long-term rating to Brooklyn Center, Minn.'s series 2019A general obligation (GO) improvement and utility revenue bonds and its 'AA-' long-term rating to the city's Economic Development Authority (EDA) series 2019B lease-revenue bonds. At the same time, S&P Global Ratings affirmed its 'AA' rating on the city's GO debt outstanding. The outlook is stable. Security and purpose Brooklyn Center's unlimited-tax GO property tax pledge secures the 2019A bonds. As additional security, the city has pledged special assessments and net water, sewer, and storm drainage revenues. The 'AA' rating is based on the unlimited-tax GO pledge, which we view as the stronger pledge. Bond proceeds will be used to finance street and utility improvements. The series 2019B bonds are secured by lease payments made by the city to the EDA pursuant to the lease, which is subject to annual appropriation. We lower the rating by one notch to account for additional appropriation risks. The debt service payments are on Feb. 1 and Aug. 1; money for the Feb. 1 payments will be appropriated in the budget that begins Jan 1. We believe that late budget adoption is mitigated because the city typically will adopt the budget in early December and we believe that the risk of late budget adoption is extremely remote due to the city's charter requiring a budget to be adopted three days prior to the tax levy certification to the state. Bond proceeds will be used to acquire property and build a new municipal liquor store. We do not believe there is construction risk in this instance because the lease-purchase agreement states that debt service is to be paid irrespective of the status of the project. The city intends to pay the lease payments through liquor store revenue. Credit summary Like much of the Twin Cities area, Brooklyn Center has a growing economy, but it still has below-average incomes when compared with the nation. This is offset by the strong, forward-looking management team, as evidenced the WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 279 extremely consistent financial results, very healthy fund balance, and a debt burden that is more moderate than that of many of the city's peers. The ratings reflect our assessment of the following factors, including our view of the city's: • Adequate economy, with market value per capita of $78,865 and projected per capita effective buying income (EBI) at 70.0%, but that is benefitting from access to a broad and diverse metropolitan statistical area (MSA); • Very strong management, with strong financial policies and practices under our Financial Management Assessment (FMA) methodology; • Strong budgetary performance, with a slight operating surplus in the general fund and an operating surplus at the total governmental fund level in fiscal 2018; • Very strong budgetary flexibility, with an available fund balance in fiscal 2018 of 64% of operating expenditures; • Very strong liquidity, with total government available cash at 55.0% of total governmental fund expenditures and 4.6x governmental debt service, and access to external liquidity we consider strong; • Adequate debt and contingent liability profile, with debt service carrying charges at 12.1% of expenditures and net direct debt that is 120.60% of total governmental fund revenue, as well as rapid amortization, with 88% of debt scheduled to be retired in 10 years; and • Strong institutional framework score. Adequate economy We consider Brooklyn Center's economy adequate. The city, with an estimated population of 31,688, is located in Hennepin County in the Minneapolis-St. Paul-Bloomington MSA, which we consider to be broad and diverse. The city has a projected per capita EBI of 70.0% of the national level and per capita market value of $78,865. Overall, the city's market value grew by 14.7% over the past year to $2.5 billion in 2019. The county unemployment rate was 2.5% in 2018. We have revised our view of Brooklyn Center's economy to adequate from weak, based on an increase in the city's projected per capita EBI to above 70% of the national level (we do not view this as a material change in the city's economy). The city is about nine miles from the downtown Minneapolis-St. Paul MSA and encompasses about 8.5 square miles. Brooklyn Center's tax base is a mix of residential (49.5%) and commercial and industrial (36.7%) properties. The city has continued to see strong growth in residential property valuation, which has spurred recent market value growth. Based on current trends and management's forecasts for continued growth in residential and commercial property valuation, we expect consistent growth in the tax base in the near term. Brooklyn Center has a preliminary agreement with a developer for an 80-acre, mixed-use area that includes housing, entertainment, and retail, within a federal opportunity zone. The city's financial investment in this area is not yet determined but would likely not include additional debt, loans, or cash transfers. Very strong management We view the city's management as very strong, with strong financial policies and practices under our FMA methodology, indicating financial practices are strong, well embedded, and likely sustainable. WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 3 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation 80 We have revised our opinion of the FMA to strong from good based on the newly adopted debt management policy, which we consider to be a more robust policy governing the issuance of debt with limits lower than required by state law that are tied to the budget, restrictions on risky debt instruments, and monitoring the use of bond proceeds by holding them in distinct accounts. In developing its budget, the city prepares a two-year budget with the help of five years of historical information for revenues and expenditures. In addition, officials provide budget-to-actual results monthly to the council. The city can amend the budget if necessary. While management does not maintain a formal long-term financial plan, it prepares a thorough two-year budget for all departments, revenues, and funds, which is discussed with the council. The city has established a formal long-term capital plan that is 15 years long. The plan is updated each year and presented to the council with identified sources and uses. Brooklyn Center has its own investment policy and the council is updated monthly on holdings and investment performance. The city's official reserve policy is to maintain a general fund unassigned fund balance of 50%-52% of the ensuing year's budgeted general fund expenditures to ensure sufficient cash flow needs. Strong budgetary performance Brooklyn Center's budgetary performance is strong, in our opinion. The city had slight surplus operating results in the general fund of 1.0% of expenditures, and surplus results across all governmental funds of 12.0% in fiscal 2018. General fund operating results have been stable over the past three years, with a result of negative 0.4% in 2017 and a result of 1.4% in 2016. Our analysis of the city's budgetary performance reflects adjustments made for recurring transfers and the spending of bond proceeds. The city's primary sources of general fund revenues are property taxes (75.8%); the next-biggest source is intergovernmental revenues (7.3%). For fiscal 2018 (Dec. 31), the city posted a $200,000 surplus, after transfers primarily to the capital projects fund. Officials indicate that building permit revenue outperformed the budget by approximately $400,000. For fiscal 2019, Brooklyn Center has budgeted for break-even operations in the general fund, and we understand the city is on track to achieve a surplus, similar to the previous year. With regard to total governmental fund performance in fiscal 2019, we expect similar results to 2018, after adjustments for one-time capital expenditures and the spending of bond proceeds. Based on current forecasts, we anticipate that the city will likely maintain a strong level of budgetary performance. Very strong budgetary flexibility Brooklyn Center's budgetary flexibility is very strong, in our view, with an available fund balance in fiscal 2018 of 64% of operating expenditures, or $13.8 million. We expect the available fund balance to remain above 30% of expenditures for the current and next fiscal years, which we view as a positive credit factor. The available fund balance includes $11.5 million (53.3% of expenditures) in the general fund and $2.3 million (10.6% of expenditures) that is outside the general fund but legally available for operations. In analyzing Brooklyn Center's budgetary flexibility, we have included the city's cash and cash equivalents available in the liquor fund, as they are considered available for general fund operations. The liquor fund balance will decline in fiscal 2019 following a reduction in the fund balance policy to two months of expenditures from 3.5 months to help fund the liquor store construction. We understand that the city transfers any excess of 52% fund balance in the general fund to the capital projects fund pursuant to its reserve policy. We believe the city's available fund balance as a percentage of expenditures will remain very strong. WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 4 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation 81 The city has additional unrestricted available fund balance in the special assessment construction fund of $1.5 million; we didn't include this in our budgetary flexibility analysis but it may be available for operations. Very strong liquidity In our opinion, Brooklyn Center's liquidity is very strong, with total government available cash at 55.0% of total governmental fund expenditures and 4.6x governmental debt service in 2018. In our view, the city has strong access to external liquidity if necessary. We have adjusted Brooklyn Center's total government available cash and investments to exclude investments with a maturity greater than one year, amounts restricted for debt service, economic development funds, and bond proceeds. We believe that the city has strong access to external liquidity, having issued GO debt within the past 20 years, which demonstrates access to capital markets. The city is not subject to any contingent liability risks that could significantly impact its cash position in the near term. We do not consider Brooklyn Center's investments to be aggressive, as it primarily invests in certificates of deposit and federal agency notes. We expect the city's liquidity position will remain very strong during the next few years. Adequate debt and contingent liability profile In our view, Brooklyn Center's debt and contingent liability profile is adequate. Total governmental fund debt service is 12.1% of total governmental fund expenditures, and net direct debt is 120.6% of total governmental fund revenue. Approximately 88% of the direct debt is scheduled to be repaid within 10 years, which is, in our view, a positive credit factor. We reduced the city's overall debt burden by $18.36 million to reflect GO bonds that are fully paid from enterprise funds. We understand that Brooklyn Center plans to issue up to $14 million in additional debt over the next two years for various capital projects. But the city will repay $14 million of debt over the next two years, so we believe our view of its debt will be consistent. The city is not a party to any alternative financing. Brooklyn Center's combined required pension and actual other postemployment benefits (OPEB) contributions totaled 4.9% of total governmental fund expenditures in 2018. The city made 105% of its annual required pension contribution in 2018. The city participates in two cost-sharing, multiple-employer pension plans, the General Employees Retirement Fund (GERF) and the Public Employees Police and Fire Fund (PEPFF), which are administered by the Public Employees Retirement Association of Minnesota. Required pension contributions to these plans are determined by state statute. Statutory contribution rates have generally not kept pace with actuarially determined contribution rates, indicating potential for future payment acceleration. For more information about the reforms included in the 2018 omnibus retirement bill and the potential for future cost increases, see our bulletin "Minnesota's New Pension Bill Is A Positive Step Toward Sustainable Funding," published June 7, 2018, on RatingsDirect. The GERF and PEPFF were 79.5% and 88.8% funded, respectively, in fiscal 2018. Brooklyn Center's proportionate WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 5 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation 82 share of the net pension liability for these plans totaled $11.2 million in fiscal 2018, the most recent year for which data is available. We believe the city has sufficient taxing and operational flexibility to manage future increases in pension contributions. However, in the future, if pension contributions absorb a larger share of the city's budget, our view of its debt and contingent liability profile could weaken. The city also participates in the Brooklyn Center Fire Department Relief Association, a single-employer pension plan. In fiscal 2018, the plan was 131% funded. The city funds OPEB on a pay-as-you-go basis. As of Jan. 1, 2018, the most recent actuarial valuation, its unfunded actuarial accrued liability was $2.0 million. Strong institutional framework The institutional framework score for Minnesota cities with a population greater than 2,500 is strong. Outlook The stable outlook reflects our view that Brooklyn Center will maintain its very strong budgetary flexibility and, at least, adequate debt and contingent liability profile. We do not expect to revise the rating within the two-year outlook period. The city's access to the broad and diverse Minneapolis-St. Paul-Bloomington MSA provides additional support to the rating. Downside scenario We could lower the rating if Brooklyn Center's budgetary performance or its debt and contingent liability profile were to weaken, causing the city's overall credit conditions to deteriorate to a level no longer consistent with the current rating. Upside scenario We could raise the rating if the city's economic indicators were to improve to levels commensurate with those of higher-rated peers. Related Research • 2018 Update Of Institutional Framework For U.S. Local Governments • S&P Public Finance Local GO Criteria: How We Adjust Data For Analytic Consistency, Sept. 12, 2013 • Incorporating GASB 67 And 68: Evaluating Pension/OPEB Obligations Under Standard & Poor's U.S. Local Government GO Criteria, Sept. 2, 2015 Ratings Detail (As Of August 8, 2019) Brooklyn Ctr GO imp and util rev bnds Long Term Rating AA/Stable Affirmed Brooklyn Ctr GO imp & util rev bnds Long Term Rating AA/Stable Affirmed Brooklyn Ctr GO Tax incre rfdg bnds Long Term Rating AA/Stable Affirmed WWW.STANDARDANDPOORS.COM/RATINGSDIRECT AUGUST 8, 2019 6 Summary: Brooklyn Center, Minnesota; Appropriations; General Obligation 83 Ratings Detail (As Of August 8, 2019) (cont.) Brooklyn Ctr GO Long Term Rating AA/Stable Affirmed Brooklyn Ctr GO Long Term Rating AA/Stable Affirmed Brooklyn Ctr GO Long Term Rating AA/Stable Affirmed Certain terms used in this report, particularly certain adjectives used to express our view on rating relevant factors, have specific meanings ascribed to them in our criteria, and should therefore be read in conjunction with such criteria. Please see Ratings Criteria at www.standardandpoors.com for further information. Complete ratings information is available to subscribers of RatingsDirect at www.capitaliq.com. All ratings affected by this rating action can be found on S&P Global Ratings' public website at www.standardandpoors.com. Use the Ratings search box located in the left column. 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