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Home My WebLink About2019 08-07 FCAAGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION Wednesday, August 7, 2019 6:30 p.m. City Hall — City Council Chambers Call to Order II. Approval of Agenda III. 2020 General Fund Department Budget Requests a. Community Activities, Recreation & Services b. Administration IV. Community Budget Survey — Polco Pilot Program V. 2020 Budget Overview — Follow-up VI. Future Budget Discussions a. August 19, 2019 — General Fund Budget Requests Continued (Community Development/Public Works/Finance) b. September 4, 2019 — General Fund Budget Requests Continued (Police/Fire) c. September 16, 2019 — Recommended Preliminary Levy & Budget VII. Adjournment Community Activities, Recreation & Services (CARS) 2020 Budget Request 2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Community Activities, Recreation & Services Division Mission: The mission of the Recreation and Community Center Divisions is to create a sense of community and enrich the quality of life for our residents, patrons and employees by providing a variety of high quality, inclusive programs and services. The mission of the Government Buildings Division is to provide quality, efficient service that results in safe, clean and healthy environments for people to work and recreate. Division Description: The Community Activities, Recreation and Services Department is comprised of the Government Buildings, Recreation and Community Center Divisions. These Divisions provide for the provision of maintenance and custodial functions for City -owned buildings, development and implementation of organized recreational activities, operation of the Community Center and swimming pool. The Department is also responsible for the operation of Centerbrook Golf Course and the Earle Brown Heritage Center conference and events facility. However, these operations are further identified in their respective Enterprise Fund accounts. Key Initiatives focused on the achievement of strategic priorities/value propositions Inclusive Community Engagement • Align City Resources to Most Equitably Support Brooklyn Center Youth We will align City resources, including financial, staff, facilities and equipment to most equitably support Brooklyn Center youth. Specific actions include: o Co -lead, with the City of Brooklyn Park, the Brooklynk Internship Program. o Identify and provide Brooklyn internship opportunities within Brooklyn Center o Increase equitable access to programs and services Staffing Levels Positions • CARS Director • CARS Admin Assistant • Recreation Receptionist • Recreation Program Supervisor • Maintenance Custodian FTEs 2019 2020 2021 4 4 4 3 3 3 • Part-time Staff (70 — PT Staff) 13 13 13 Total 23 23 23 Strategic Functions/Division(s): • Recreation Division o This division provides for the development and implementation of organized recreational activities for preschoolers, grade school age children, teens, adults, and seniors. *Adult Programs- Recreation programs and activities for adults including basketball, volleyball and softball leagues and tournaments (Dudley Classic), exercise classes, pottery, dance and specialty classes. Typically, more than 2,500 adults participate each year. *Youth/Teen Programs- Activities include dance, several summer camps, soccer and various classes such as after school, holiday and specialty. More than 3,000 young people participate in these activities per year. *General Recreation- Programs include concerts & movies in the park, special events (Earle Brown Days, Halloween Party, Holly Sunday) tennis, adaptive recreation, ice rinks and supervision costs associated with the use of elementary schools and Northview Jr. High School. *Collaborative Efforts- CARS works cooperatively with four area school districts, community organizations, and neighboring recreation departments. *School Districts -Coordinate building usage/supervision and programming at four schools. *Recreation Departments- Plan and coordinate activity offerings with a variety of neighboring communities including Brooklyn Park, Crystal, Maple Grove, New Hope and Robbinsdale. *Brooklyn Bridge Alliance for Youth- Joint Powers Agreement with Brooklyn Center, Brooklyn Park, School Districts #11, #279, #286, Hennepin County, North Hennepin College, Hennepin Technical College. Community Center/Pool o This division is responsible for the operation of the Brooklyn Center Community Center, including the swimming pool and waterslide. More than 100,000 people visit the Community Center annually. *Offers swim lessons, lap swim, water slide, recreational swim, and aqua exercise. *Full range of aquatics classes offered for children, youth, teens and adults. Thirty to forty classes offered each quarter. *More than 2,000 children and adults participate in swim lessons annually. *More than 1,500 adults take part in the aqua exercise offerings. Government Buildings o This activity provides for the ongoing cleaning, maintenance and repair of all Government Buildings including city hall, community center, city garage, and fire stations buildings and grounds. In addition, staff provides some maintenance support for the police building, liquor stores and Centerbrook Golf Course. These expenses are charged directly to their respective funds. Annual Goal and Strategies: 1. Continue improvements in area of customer service for all department functions. a. Continue to refine use of computer based maintenance request and capital forecast system b. Continue technology improvements to enhance communication 2. Enhanced marketing efforts (internal/external) for all divisions. a. Quarterly catalog and marketing material enhancements b. Increased social media presence C. Community outreach efforts Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Measure Performance Levels *Actual Value Target Value Number of Program Registrations 7,877 8,000 Households Participating in Recreation Programs 35% (2017) 37% (Next Community Survey) Program, Offerings Meet Household Needs 94% (2017) 95% (Next Community Survey) Customer Satisfaction Ratings (good, excellent) 98% (2017) 99% (Next Community Survey) Percentage of Maintenance Work Orders Processed Within 15 days) 88% (2018) 89% Energy Consumption -City Owned Buildings $375,380 $372,500 *2017 or 2018 data, unless noted otherwise Capital Outlay- Non -threshold Items Included in General Fund Requests ➢ $ 85,000 Misc. carpet/paint Police, Public Works, Community Center/City Hall ➢ $25,500 Replace City Hall humidification unit ➢ $13,000 Annual maintenance shut down supplies (Community Center) ➢ $ 6,000 Community Center equipment/furnishings replacement ➢ $ 6,500 Pool vacuum replacement GENERALFUND 45010 - CARS ADMINISTRATION 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45010 - CARS ADMINISTRATION 6101 -WAGES & SALARIES -FT EMPLOYEES $ 170,622 $ 180,867 $ 94,043 $ 171,829 $ 190,613 10.93% $ 197,690 6111 - SEVERANCE PAY 5,325 6,001 - - - 0.00% - 6122 - PERA COORDINATED PLAN 12,797 13,565 7,053 12,887 14,296 10.93% 14,827 6125 - FICA - SOCIAL SECURITY 9,727 10,574 5,689 10,083 10,320 2.35% 10,502 6126 - FICA - MEDICARE 2,275 2,473 1,330 2,491 2,764 10.96% 2,867 6131 - CAFETERIA PLAN CONTRIBUTIONS 26,976 28,440 15,574 28,866 30,478 5.58% 32,308 6151 - WORKER'S COMP INSURANCE 1,181 1,306 738 1,237 1,373 10.99% 1,423 TOTAL PERSONAL SERVICES 228,903 243,226 124,427 227,393 249,844 9.87% 259,617 6243 - MINOR COMPUTER EQUIPMENT - 981 - 1,800 100.00% - TOTAL SUPPLIES 981 - 1,800 100.00% - 6307 - PROFESSIONAL SERVICES - 498 6,668 - 500 100.00% 500 6321 -TELEPHONE/PAGERS 516 630 197 1,275 1,275 0.00% 1,275 6331 -TRAVEL EXPENSE/MILEAGE - - - - - 0.00% - 6432 - CONFERENCES AND SCHOOLS 2,201 4,289 2,150 5,000 4,000 -20.00% 4,000 6433 - MEETING EXPENSES 35 99 - 700 500 -28.57% 500 6434 - DUES & SUBSCRIPTIONS 702 1,188 1,000 1,200 20.00% 1,200 6441 - LICENSES, TAXES & FEES - 35 - - 0.00% - TOTAL SERVICES & OTHER CHARGES 3,454 6,739 9,015 7,975 7,475 -6.27% 7,475 TOTAL BUSINESS UNIT EXPENSES $ 232,357 $ 250,946 $ 133,442 $ 235,368 $ 259,119 10.09% $ 267,092 GENERALFUND 45110 - CARS-REC ADMINISTRATION Object Code / Description 2017 Actual 2018 Actual 2019 June YTD 2019 Budget 2020 Budget Change 2021 Budget 45110 - CARS-REC ADMINISTRATION 6101 -WAGES & SALARIES -FT EMPLOYEES $ 257,640 $ 258,469 $ 114,850 $ 277,458 $ 275,746 -0.62% $ 291,153 6102 - OVERTIME -FT EMPLOYEES - - - - - 0.00% - 6103 - WAGES -PART TIME EMPLOYEES 57,242 52,479 33,767 52,000 54,000 3.85% 55,000 6111 - SEVERANCE PAY 5,110 5,141 - - - 0.00% - 6122 - PERA COORDINATED PLAN 23,106 23,321 11,146 24,034 24,656 2.59% 25,812 6125 - FICA - SOCIAL SECURITY 19,881 19,598 9,622 19,869 20,382 2.58% 21,338 6126 - FICA - MEDICARE 4,649 4,583 2,250 4,648 4,768 2.58% 4,991 6131 - CAFETERIA PLAN CONTRIBUTIONS 53,952 56,613 26,253 57,732 60,956 5.58% 64,616 6151 - WORKER'S COMP INSURANCE 2,584 2,626 1,486 2,307 2,367 2.60% 2,478 TOTAL PERSONAL SERVICES 424,164 422,830 199,374 438,048 442,875 1.10% 465,388 6201 -OFFICE SUPPLIES 3,275 2,871 1,731 3,000 3,000 0.00% 3,000 6217 - SAFETY SUPPLIES - 110 - 200 200 0.00% 200 6219 - GENERAL OPERATING SUPPLIES 2,854 512 106 3,500 3,500 0.00% 3,500 6242 - MINOR EQUIPMENT - - - 300 250 -16.67% 250 6243 - MINOR COMPUTER EQUIPMENT 187 6,603 447 4,300 100.00% - TOTAL SUPPLIES 6,316 10,096 2,284 7,000 11,250 60.71% 6,950 6321 -TELEPHONE/PAGERS 1,345 2,394 772 5,100 7,260 42.35% 7,260 6322 - POSTAGE 3,764 6,513 1,665 5,000 6,500 30.00% 6,500 6331 -TRAVEL EXPENSE/MILEAGE 962 1,219 - 1,150 1,250 8.70% 1,250 6341 - PERSONNEL ADVERTISING - 421 750 750 0.00% 750 6349 - OTHER ADVERTISING 242 - - - - 0.00% - 6351 - PRINTING 8,512 19,606 7,315 17,000 18,000 5.88% 18,000 6402 - EQUIPMENT SERVICES - 361 - 500 500 0.00% 500 6406 - MULTI -FUNCTION MTNCE 8,283 6,935 2,160 8,500 8,500 0.00% 8,500 6421 - SOFTWARE LICENSE 342 404 607 - - 0.00% - 6422 - SOFTWARE MAINT - - - - - 0.00% - 6423 - LOGIS CHARGES 26,961 27,947 15,444 29,204 35,469 21.45% 36,710 6432 - CONFERENCES AND SCHOOLS 120 678 195 1,000 1,000 0.00% 1,000 6434 - DUES & SUBSCRIPTIONS - - 1,209 500 1,250 150.00% 1,250 6435 - CREDIT CARD FEES 7,674 8,154 3,859 10,000 10,000 0.00% 10,000 6441 - LICENSES, TAXES & FEES 35 - - 1,500 500 -66.67% 500 6449 - OTHER CONTRACTUAL SERVICE 17,595 7,105 1,916 4,100 4,000 -2.44 % 4,000 TOTAL SERVICES & OTHER CHARGES 75,835 81,737 35,142 84,304 94,979 12.66% 96,220 6461 - FUEL CHARGES 147 288 82 342 260 -23.98% 273 6462 - FIXED CHARGES 1,090 986 376 752 717 -4.65% 739 6463 - REPAIR & MAINT CHARGES 82 54 132 400 70 -82.50% 72 6465 - REPLACEMENT CHARGES 4,254 4,254 2,187 4,375 4,375 0.00% 4,506 TOTAL CENTRAL GARAGE CHARGES 5,573 5,582 2,777 5,869 5,422 -7.62% 5,590 TOTAL BUSINESS UNIT EXPENSES $ 511,888 $ 520,245 $ 239,577 $ 535,221 $ 554,526 3.61% $ 574,148 GENERALFUND 45111 - CARS -ADULT RECREATION 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45111 - CARS -ADULT RECREATION 5586 - COST OF SALES-MISC $ 117 $ 613 $ 261 $ 500 $ 600 20.00% $ 600 TOTAL COST OF SALES 117 613 261 500 600 20.00°% 600 6103 - WAGES -PART TIME EMPLOYEES 41,827 33,883 17,196 52,100 42,300 -18.81% 42,300 6122 - PERA COORDINATED PLAN 1,494 1,601 646 3,908 3,173 -18.81 % 3,173 6125 - FICA - SOCIAL SECURITY 2,593 2,101 1,068 3,231 2,623 -18.82 % 2,623 6126 - FICA - MEDICARE 607 491 250 756 615 -18.65% 615 6151 - WORKER'S COMP INSURANCE 1,117 951 471 1,453 1,062 -26.91% 1,062 TOTAL PERSONAL SERVICES 47,638 39,027 19,631 61,448 49,773 -19.00% 49,773 6219- GENERAL OPERATING SUPPLIES 13,559 10,434 5,595 13,100 14,650 11.83% 14,650 TOTAL SUPPLIES 13,559 10,434 5,595 13,100 14,650 11.83% 14,650 6307 - PROFESSIONAL SERVICES 9,295 9,535 9,344 10,750 11,000 2.33% 11,000 6331 -TRAVEL EXPENSE/MILEAGE - - - - - 0.00% - 6339 - OTHER TRANSPORTATION EXPENSE - - - 500 - -100.00% - 6364 - DRAM SHOP INSURANCE 1,013 39 950 1,600 1,100 -31.25% 1,100 6384 - REFUSE DISPOSAL 1,880 1,880 2,020 2,450 2,450 0.00% 2,450 6402 - EQUIPMENT SERVICES - - - 800 750 -6.25% 750 6432 - CONFERENCES AND SCHOOLS 538 - 600 750 25.00% 750 6441 - LICENSES, TAXES & FEES - 60 - - - 0.00% - 6449- OTHER CONTRACTUAL SERVICE 87,978 81,536 43,157 89,850 94,350 5.01% 94,350 6491 - MERCHANDISE FOR RESALE 306 161 48 500 500 0.00% 500 TOTAL SERVICES & OTHER CHARGES 101,010 93,211 55,519 107,050 110,900 3.60% 110,900 TOTAL BUSINESS UNIT EXPENSES $ 162,324 $ 143,285 $ 81,006 $ 182,098 $ 175,923 -3.39% $ 175,923 GENERALFUND 45112 - CARS -TEEN PROGRAMS 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45112 - CARS -TEEN PROGRAMS 6102 - OVERTIME -FT EMPLOYEES $ $ $ $ $ - 0.00% $ 6103 - WAGES -PART TIME EMPLOYEES 6,800 7,500 10.29% 7,500 6122 - PERA COORDINATED PLAN 510 563 10.39% 563 6125 - FICA - SOCIAL SECURITY 422 465 10.19% 465 6126 - FICA - MEDICARE 99 109 10.10% 109 6151 - WORKER'S COMP INSURANCE 150 188 25.33% 188 TOTAL PERSONAL SERVICES 7,981 8,825 10.58% 8,825 6219- GENERAL OPERATING SUPPLIES 1,500 1,500 0.00% 1,500 TOTAL SUPPLIES 1,500 1,500 0.00% 1,500 6307 - PROFESSIONAL SERVICES - - 0.00% - TOTAL SERVICES & OTHER CHARGES - - 0.00% - TOTAL BUSINESS UNIT EXPENSES $ $ $ $ 9,481 $ 10,325 8.90% $ 10,325 GENERALFUND 45113 - CARS -YOUTH PROGRAMS 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45113 - CARS -YOUTH PROGRAMS 6103 - WAGES -PART TIME EMPLOYEES 6104 - OVERTIME -PART TIME EMPLOYEES 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6141 -UNEMPLOYMENT COMPENSATION 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6212 - MOTOR FUELS 6219 - GENERAL OPERATING SUPPLIES TOTAL SUPPLIES 6307 - PROFESSIONAL SERVICES 6331-TRAVEL EXPENSE/MILEAGE 6433 - MEETING EXPENSES 6449 - OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 73,715 $ 66,732 $ 28,663 $ 77,500 $ 91,600 18.19% $ 91,600 4 - - - - 0.00% - 743 1,149 831 5,813 6,870 18.18% 6,870 4,571 4,137 1,777 4,805 5,679 18.19% 5,679 1,069 968 416 1,125 1,329 18.13% 1,329 53 28 - - - 0.00% - 1,769 1,761 727 2,162 2,299 6.34% 2,299 81,924 74,775 32,414 91,405 107,777 17.91% 107,777 - - - 2,500 3,500 40.00% 3,500 14,781 13,863 5,342 27,000 24,500 -9.26% 24,500 14,781 13,863 5,342 29,500 28,000 -5.08% 28,000 - 24 - - - 0.00% - 88 - 250 250 0.00% 250 - - - 1,000 1,000 0.00% 1,000 6,638 10,213 404 6,750 10,250 51.85% 10,250 6,726 10,237 404 8,000 11,500 43.75% 11,500 $ 103,431 $ 98,875 $ 38,160 $ 128,905 $ 147,277 14.25% $ 147,277 GENERALFUND 45119 - CARS -GENERAL REC 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45119 - CARS -GENERAL REC 6103 - WAGES -PART TIME EMPLOYEES 6104 - OVERTIME -PART TIME EMPLOYEES 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6141 -UNEMPLOYMENT COMPENSATION 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES TOTAL SUPPLIES 6369 - OTHER INSURANCE 6412 - BLDGS/FACILITIES 6431 - SPECIAL EVENTS 6449 - OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 7,789 $ 7,495 $ 3,732 $ 7,900 $ 8,150 3.16% $ 8,150 - 78 26 - - 0.00% - 193 361 97 593 612 3.20% 612 483 470 233 489 505 3.27% 505 113 110 54 114 117 2.63% 117 21 8 18 - - 0.00% - 187 222 103 220 205 -6.82 % 205 8,786 8,744 4,263 9,316 9,589 2.93% 9,589 2,617 3,177 60 3,200 4,950 54.69% 4,950 2,617 3,177 60 3,200 4,950 54.69% 4,950 - - - - - 0.00% - 8,754 9,479 5,604 10,500 11,000 4.76% 11,000 - - - 2,500 1,000 -60.00% 1,000 28,501 33,581 38,299 37,000 39,000 5.41% 39,000 37,255 43,060 43,903 50,000 51,000 2.00"/0 51,000 $ 48,658 $ 54,981 $ 48,226 $ 62,516 $ 65,539 4.84% $ 65,539 GENERALFUND 45122 - CARS -COMMUNITY CENTER 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45122 - CARS -COMMUNITY CENTER 6101 - WAGES & SALARIES -FT EMPLOYEES $ - $ 50,263 $ 34,735 $ 70,066 $ 74,334 6.09% $ 78,474 6103 - WAGES -PART TIME EMPLOYEES 35,219 36,078 19,165 36,000 38,000 5.56% 38,000 6104 - OVERTIME -PART TIME EMPLOYEES 212 - - 500 500 0.00% 500 6122 - PERA COORDINATED PLAN 2,657 6,472 4,043 7,993 8,313 4.00% 8,624 6125 - FICA - SOCIAL SECURITY 2,202 5,505 3,483 6,607 6,872 4.01 % 7,128 6126- FICA -MEDICARE 515 1,288 815 1,545 1,607 4.01% 1,667 6131 - CAFETERIA PLAN CONTRIBUTIONS - 9,746 2,394 14,433 15,239 5.58% 16,154 6151 - WORKER'S COMP INSURANCE 945 1,377 796 2,413 3,024 25.32% 3,054 TOTAL PERSONAL SERVICES 41,750 110,729 65,431 139,557 147,889 5.97% 153,601 6219- GENERAL OPERATING SUPPLIES 2,560 1,479 2,661 2,250 2,250 0.00% 2,250 6239 - OTHER REPAIR & MAINT SUPPLIES - - - - - 0.00% - 6242 - MINOR EQUIPMENT 6,682 3,400 8,500 8,500 0.00% 8,500 6243 - MINOR COMPUTER EQUIPMENT - - - - - 0.00% - TOTAL SUPPLIES 9,242 1,479 6,061 10,750 10,750 0.00% 10,750 6384 - REFUSE DISPOSAL - - - - - 0.00% - 6402 - EQUIPMENT SERVICES 1,113 1,633 311 2,000 2,000 0.00% 2,000 6403 - BLDGS/FACILITIES MAINT SERVICE 3,229 1,209 208 22,000 23,000 4.55% 23,000 6434 - DUES & SUBSCRIPTIONS - 399 - - - 0.00% - 6441 - LICENSES, TAXES & FEES 944 881 335 1,100 1,150 4.55% 1,150 6449 - OTHER CONTRACTUAL SERVICE 81,153 62,473 38,268 92,000 92,000 0.00% 92,000 6491 - MERCHANDISE FOR RESALE 1,571 305 3,000 2,500 -16.67% 2,500 TOTAL SERVICES & OTHER CHARGES 88,010 66,595 39,427 120,100 120,650 0.46% 120,650 6540 - EQUIPMENT & MACHINERY 24,994 0.00% TOTAL CAPITAL OUTLAY 24,994 0.00% TOTAL BUSINESS UNIT EXPENSES $ 163,996 $ 178,803 $ 110,919 $ 270,407 $ 279,289 3.28% $ 285,001 GENERALFUND 45124 - CARS -POOL 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 45124 - CARS -POOL 6103 - WAGES -PART TIME EMPLOYEES $ 245,304 $ 196,922 $ 108,499 $ 245,000 $ 240,000 -2.04% $ 240,000 6104 - OVERTIME -PART TIME EMPLOYEES - 227 62 500 500 0.00% 500 6122 - PERA COORDINATED PLAN 7,025 5,863 3,332 18,113 17,663 -2.48% 17,663 6125 - FICA - SOCIAL SECURITY 15,214 12,246 6,736 14,973 14,601 -2.48% 14,601 6126 - FICA - MEDICARE 3,558 2,864 1,575 3,502 3,415 -2.48% 3,415 6151 - WORKER'S COMP INSURANCE 6,561 5,528 2,970 6,738 5,911 -12.27% 5,911 TOTAL PERSONAL SERVICES 277,662 223,650 123,174 288,826 282,090 -2.33% 282,090 6211 -CLEANING SUPPLIES - - - - - 0.00% - 6216-CHEMICALS/CHEMICAL PRODUCTS 18,815 14,135 5,181 10,000 15,000 50.00% 15,000 6219 - GENERAL OPERATING SUPPLIES 1,007 2,861 1,366 4,000 4,000 0.00% 4,000 6239 - OTHER REPAIR & MAINT SUPPLIES 2,574 4,370 2,123 7,500 6,000 -20.00% 6,000 6243 - MINOR COMPUTER EQUIPMENT 2,556 - - 0.00% 3,600 TOTAL SUPPLIES 24,952 21,366 8,670 21,500 25,000 16.28% 28,600 6321-TELEPHONE/PAGERS 6381 - ELECTRIC 6382 - GAS 6383 - WATER 6385 - SEWER 6402 - EQUIPMENT SERVICES 6403 - BLDGS/FACILITIES MAINT SERVICE 6431 - SPECIAL EVENTS 6432 - CONFERENCES AND SCHOOLS 6441 - CONFERENCES AND SCHOOLS 6449 - OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES 6540 - EQUIPMENT & MACHINERY 6545 - OTHER EQUIPMENT TOTAL CAPITAL OUTLAY TOTAL BUSINESS UNIT EXPENSES 624 1,491 520 2,000 1,980 -1.00% 1,980 29,521 33,111 14,716 30,000 33,500 11.67% 34,000 10,377 12,256 8,266 12,000 12,500 4.17% 12,500 9,460 13,943 3,279 10,000 12,500 25.00% 12,500 4,760 6,060 3,626 7,500 7,500 0.00% 7,500 811 - - 2,000 2,000 0.00% 2,000 3,975 19,065 325 7,500 7,500 0.00% 7,500 2,780 3,110 5,328 5,000 5,000 0.00% 5,000 - 1,309 - 750 750 0.00% 750 - 40 40 - 250 100.00% 250 2,138 1,808 222 2,000 2,000 0.00% 2,000 64,446 92,193 36,322 78,750 85,480 8.55% 85,980 - - - - - 0.00% - 0.00% 0.00% - $ 367,060 $ 337,209 $ 168,166 $ 389,076 $ 392,570 0.90% $ 396,670 GENERALFUND 41940 - GENERAL GOVT BLDGS AND PLANT 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41940 - GENERAL GOVT BLDGS AND PLANT 6101 -WAGES & SALARIES -FT EMPLOYEES $ 158,032 $ 162,051 $ 85,934 $ 167,995 $ 173,034 3.00% $ 179,424 6102 - OVERTIME -FT EMPLOYEES 22,332 27,459 9,161 20,000 25,000 25.00% 25,000 6103 - WAGES -PART TIME EMPLOYEES - - - 2,500 - -100.00% - 6111 - SEVERANCE PAY 1,061 1,109 - - - 0.00% - 6122 - PERA COORDINATED PLAN 13,527 14,213 7,132 14,099 14,477 2.68% 15,332 6125 - FICA - SOCIAL SECURITY 10,028 10,365 5,114 11,656 11,968 2.68% 12,674 6126- FICA -MEDICARE 2,345 2,424 1,196 2,726 2,799 2.68% 2,965 6131 - CAFETERIA PLAN CONTRIBUTIONS 40,464 42,660 23,361 43,299 45,717 5.58% 48,462 6151 - WORKER'S COMP INSURANCE 8,661 9,562 6,842 9,832 13,164 33.89% 13,942 TOTAL PERSONAL SERVICES 256,450 269,843 138,740 272,107 286,159 5.16% 297,799 6201 -OFFICE SUPPLIES 15 - - - - 0.00% - 6211 -CLEANING SUPPLIES 15,744 15,499 12,319 14,000 15,000 7.14% 15,000 6214 - CLOTHING & PERSONAL EQUIPMENT 273 280 200 400 400 0.00% 400 6216 - CHEMICALS/CHEMICAL PRODUCTS 2,493 5,866 1,215 3,000 5,000 66.67% 5,000 6217-SAFETY SUPPLIES 1,457 689 161 1,500 1,500 0.00% 1,500 6219 - GENERAL OPERATING SUPPLIES - - 216 4,000 1,500 -62.50% 1,500 6225 - PARK & LANDSCAPE MATERIALS 100 2,846 - 5,000 5,000 0.00% 5,000 6239 - OTHER REPAIR & MAINT SUPPLIES 42,278 43,261 24,306 40,000 4,250 -89.38% 4,250 6241 -SMALL TOOLS 1,167 469 186 1,200 1,200 0.00% 1,200 6242 - MINOR EQUIPMENT 430 - 1,270 2,000 2,000 0.00% 2,000 6243 - MINOR COMPUTER EQUIPMENT 1,032 1,007 - - - 0.00% - TOTAL SUPPLIES 64,989 69,917 39,873 71,100 35,850 -49.58% 35,850 6307 - PROFESSIONAL SERVICES 4,048 3,499 - 4,000 4,000 0.00% 4,000 6321 -TELEPHONE/PAGERS 1,390 1,780 617 2,000 1,980 -1.00% 1,980 6329 - OTHER COMMUNICATION SERVICES 90 70 - - - 0.00% - 6381 - ELECTRIC 145,029 159,806 73,728 135,000 150,000 11.11% 150,000 6382 - GAS 67,780 74,237 33,479 75,000 76,000 1.33% 76,000 6383 - WATER 3,905 4,281 829 5,000 5,000 0.00% 5,000 6384 - REFUSE DISPOSAL 6,032 11,266 7,890 7,000 7,500 7.14% 7,500 6385-SEWER 1,528 1,507 1,241 2,000 2,000 0.00% 2,000 6386 - STORM SEWER 4,308 4,394 2,241 5,500 5,500 0.00% 5,500 6387 - HEATING OIL - 3,690 3,855 4,000 4,000 0.00% 4,000 6388 - HAZARDOUS WASTE DISPOSAL 1,035 834 286 3,000 2,500 -16.67% 2,500 6389- STREET LIGHTS 1,298 1,298 649 1,500 1,500 0.00% 1,500 6402 - EQUIPMENT SERVICES 35,243 457 - 41,000 40,000 -2.44% 40,000 6403 - BLDGS/FACILITIES MAINT SERVICE 98,980 269,026 105,185 150,000 170,000 13.33% 170,000 6405 - PARK & LANDSCAPE SERVICES 28,520 34,215 34,220 33,000 35,000 6.06% 35,000 6409 - OTHER REPAIR & MAINT SVCS - - - 2,500 1,000 -60.00% 1,000 6422 - SOFTWARE MAINT 11,815 12,419 11,271 14,000 14,000 0.00% 14,000 6432 - CONFERENCES AND SCHOOLS 590 - 320 4,500 4,500 0.00% 4,500 6434 - DUES & SUBSCRIPTIONS - - - - - 0.00% - 6441 - LICENSES, TAXES & FEES 498 445 980 750 1,000 33.33% 1,000 6449 - OTHER CONTRACTUAL SERVICE 77,367 76,892 53,850 67,500 98,000 45.19% 78,000 TOTAL SERVICES & OTHER CHARGES 489,456 660,116 330,641 557,250 623,480 11.89% 603,480 6461 - FUEL CHARGES 932 1,032 539 1,199 1,178 -1.75% 1,237 6462-FIXED CHARGES 1,846 1,654 624 1,249 1,142 -8.57% 1,177 6463 - REPAIR & MAINT CHARGES 494 974 117 800 756 -5.50% 779 6465 - REPLACEMENT CHARGES 2,300 2,300 1,200 2,400 2,400 0.00% 2,472 TOTAL CENTRAL GARAGE CHARGES 5,572 5,960 2,480 5,648 5,476 -3.05% 5,665 6520 - BUILDINGS & FACILITIES 22,699 - - 0.00% - TOTAL CAPITAL OUTLAY 22,699 0.00% TOTAL BUSINESS UNIT EXPENSES $ 839,166 $ 1,005,836 $ 511,734 $ 906,105 $ 950,965 4.95% $ 942,794 GENERALFUND 42170 - POLICE -STATIONS AND BLDGS 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 42170 - POLICE -STATIONS AND BLDGS 6211 -CLEANING SUPPLIES $ 5,129 $ 6,916 $ 1,371 $ 5,000 $ 6,500 30.00% $ 6,500 6216-CHEMICALS/CHEMICAL PRODUCTS - 338 - 250 500 100.00% 500 6219 - GENERAL OPERATING SUPPLIES 26 - 40 4,000 2,500 -37.50% 2,500 6225 - PARK & LANDSCAPE MATERIALS - - - 750 750 0.00% 750 6239 - OTHER REPAIR & MAINT SUPPLIES 8,493 10,200 4,204 8,000 10,000 25.00% 10,000 6241 -SMALL TOOLS - - - 200 200 0.00% 200 6242 - MINOR EQUIPMENT 1,780 700 1,581 1,500 2,000 33.33% 2,000 TOTAL SUPPLIES 15,428 18,154 7,196 19,700 22,450 13.96°h 22,450 6381 - ELECTRIC 6382 - GAS 6383 - WATER 6384 - REFUSE DISPOSAL 6385 - SEWER 6386 - STORM SEWER 6387 - HEATING OIL 6388 - HAZARDOUS WASTE DISPOSAL 6389- STREET LIGHTS 6402 - EQUIPMENT SERVICES 6403 - BLDGS/FACILITIES MAINT SERVICE 6405 - PARK & LANDSCAPE SERVICES 6409 - OTHER REPAIR & MAINT SVCS 6423 - LOGIS CHARGES 6441 - LICENSES, TAXES & FEES 6449 - OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES 6520 - BUILDINGS & FACILITIES TOTAL CAPITAL OUTLAY 73,724 73,646 39,307 70,000 73,000 22,350 22,324 15,951 21,000 22,500 3,819 3,785 777 4,000 4,000 1,641 2,014 1,670 2,500 2,500 780 661 366 2,000 1,500 651 664 339 800 800 - - - 1,000 1,000 396 433 286 1,000 1,000 196 196 98 250 250 9,664 - 89 9,000 4,000 30,829 62,795 27,675 32,000 45,000 4,320 6,622 4,320 5,500 6,500 - - - 1,000 1,000 - - - - 2,500 110 110 100 150 150 54,423 46,815 30,865 50,000 50,000 202,903 220,065 121,843 200,200 215,700 8,574 28,950 8,574 28,950 4.29% 73,000 7.14% 22,500 0.00% 4,000 0.00% 2,500 -25.00% 1,500 0.00% 800 0.00% 1,000 0.00% 1,000 0.00% 250 -55.56% 4,000 40.63% 45,000 18.18% 6,500 0.00% 1,000 100.00% 2,500 0.00% 150 0.00% 50,000 7.74% 215,700 -100.00% -100.00% TOTAL BUSINESS UNIT EXPENSES $ 226,905 $ 238,219 $ 129,039 $ 248,850 $ 238,150 -4.30% $ 238,150 Community Act,! Services (CA ff Ja' Oe s Erc r( )epdrtm.er 0" 4 rt t D� I� CARS Budget Presentation, 2020 I= Jim Glasoe, CARS Director CARS Mission RECREATION DIVISION The mission of the Recreation and Community Center Divisions is to create a sense of community and enrich the quality of life for our residents, patrons and employees by providing a variety of high quality, inclusive programs and services. CARS Mission GOVERNMENT BUILDINGS DIVISION The mission of the Government Buildings Division is to provide quality, efficient service that results in safe, clean and healthy environments for people to work and recreate. Overview of Divisions The Community Activities, Recreation and Services Department is comprised of the Government Buildings, Recreation and Community Center Divisions. These Divisions provide for the provision of maintenance and custodial functions for City -owned buildings, development and implementation of organized recreational activities, operation of the Community Center and swimming pool. The CARS Department is also responsible for the operation of Centerbrook Golf Course and the Earle Brown Heritage Center conference and events facility. However, these operations are further identified in their respective Enterprise Fund accounts. UM xlv Staffing Levels POSITIONS • CARS Director • CARS Admin Assistant • Recreation Receptionist • Recreation Program Supervisor • Maintenance Custodian/Tech • Part-time Staff (FTE) 2018 2019 2020 1 1 1 1 1 1 1 1 1 3 4 4 3 3 3 13 13 13 22 23 23 Strategic Functions of Divisions Recreation Division Provides for the development and implementation of organized recreational activities for preschoolers, grade school age children, teens, adults, and seniors. Community Center Responsible for the operation of the Brooklyn Center Community Center, Including the swimming pool and waterslide. Government Buildings Provides for the ongoing cleaning, maintenance and repair of all Government Buildings including; City Hall, Community Center, City Garage, and Fire Station buildings and grounds. In addition, staff provides some maintenance support for the Police Building, Liquor Stores and Centerbrook Golf Course. These expenses are charged directly to their respective funds. Key Initiatives INCLUSIVE COMMUNITY ENGAGEMENT We will align City resources, including financial, staff, facilities and equipment to most effectively support Brooklyn Center youth. Specific actions include: Identify and provide Brooklynk internship opportunities within Brooklyn Center. The CARS Department hosted six interns in 2019. Increase equitable access to programs and services. 2020 allocations increase funding for expansion of our Rec-on-the Go program to the school year and additional low/no cost r, Annual Operating Goal Performance Measures Performance Objectives Description of Performance Measure Performance Levels Target Value Number of Program Registrations 6,976 7,200 Households Participating in Recreation Programs 35% (2016 Survey) 40% (2016 Survey) Programs Meeting Needs 94% (2016 Survey) 96% (2016 Survey) Customer Satisfaction Ratings (good, excellent) 98% (2016 Survey) 99% (2016 Survey) Maintenance Work Orders Processed within 15 days 86% 88% Energy Consumption -City Owned Buildings* Numbers Reflect 2018 actuals $375,380 $372,700 Capital Outlay Capital Outlay- Non -threshold Items Included in General Fund Requests • $85,000 Misc. carpet/paint Police, Public Works, Community Center/City Hal • $25,500 Replace City Hall humidification unit • $13,000 Annual maintenance shut down supplies (Community Center) • $ 6,000 Community Center equipment/furnishings replacement • $ 6,500 Pool vacuum replacement Budget Highlights In the 2020 budget requests, you will see a number of expenditure increases without the corresponding revenues. This is a conscious decision to continue the move towards expanding equitable access to programs by offering more low/no cost programming. Overall budget request reflects an approximate 4.2% increase over 2019. However, much of the increase is attributable to: Expansion of Rec-on-the-Go to full year & $22,000 low/no cost programming Government Buildings carpet replacements $66,000 non -capital threshold and security study Budget Highlights Adult Recreation Continued allocation for some free exercise programming. We are continuing to see some decline in adult sports leagues. Teen Recreation: Allocations increased to allow for expansion of "open gym" activities. Youth Recreation: Expenditure increases to expand low/no cost programming. Allocation increase to allow for Rec on the Go expansion to "full - year" hours General Recreation: Allocations for Earle Brown Days and Entertainment in the Park consistent with 2019. Community Center/Pool: Change in membership categories Increases in part-time wages Vinegar - n f-fh V\', JIM- I . r� Questions? Water & liaising Soda Water & Salt Shrih� � Administration 2020 Budget Request 2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Mayor and City Council Department/Division Mission: The Mission of the Mayor and City Council is to provide visionary leadership to the organization and oversee the proper operation of the city through the City Manager. Department/Division Description: The City Council is comprised of one Mayor and four Council Members. All are elected at large. Under the Council -Manager form of government as established by the City Charter, the City Council exercises the legislative authority of the City. The City Council is responsible for formulating City policy, enacting legislation, adopting the annual budget, levying local property taxes, and appointing members to advisory boards and commissions. Members of the City Council also constitute the Board of Appeal and Equalization, the Economic Development Authority, the Housing and Redevelopment Authority, and the Canvassing Board for municipal elections. The City Council budget includes expenses related to interpreters for hearing impaired or non-English speaking persons who attend City Council meetings; the annual joint meeting of the City Council and advisory commissions; and a consultant to facilitate two City Council work sessions. Key Initiatives focused on the achievement of strategic priorities/value propositions Community Engagement: Staffing Levels Positions • Mayor • City Council Members FTEs 2019 2020 2021 4 4 4 Total 5 2020 Brooklyn Center Department Budget Narrative by Fund Department Name: Administration Department/Division Mission: The Mission of the Department of Administration is to provide citywide support and leadership to internal and external customers. Department/Division Description: The Department of Administration is composed of the City Manager's Office, The Office of the City Clerk, Division of Human Resources, Division of Information Technology, and Division of Communication and Community Engagement. The City Manager's Office is composed of the City Manager and the Deputy City Manager Director of Administration. The primary responsibility of the City Manager is organizational leadership. The Deputy City Manager is the Director of the Administration Department The Office of the City Clerk is composed of the City Clerk, Deputy Clerk and Customer Service Specialist. The Clerk's Office manages City records, administers elections, issues business, helps lead customer service, and responds to public inquiries. The Division of Human Resources is composed of the HR Director, HR Specialist and Payroll Technician. This division manages human resource activities including labor relations, inclusion and diversity, payroll and benefits administration and employee recruitment. The Division of Information Technology is composed of the IT Director, IT/GIS Specialist and an IT Technician. This division plans, manages and supports the City technology infrastructure and helps lead city operational efficiency. The Division of Communication and Community Engagement is composed of Communication Coordinator and Community Engagement Specialist, Community Engagement Specialist (part-time) and Neighborhood Engagement Liaisons (part-time). This division manages both internal and external communications, branding and marketing efforts, media relations, resident and community engagement. Key Initiatives focused on the achievement of strategic priorities/value propositions • Customer Intimacy and Operational Excellence In 2020, we will continue to develop and adopt quality performance practices to improve results and customer satisfaction. We will strengthen the development of staff at all levels of the organization and align performance of all staff with the strategic direction and values of the City via internal graphic design support, bi-lingual translation and interpretation services, digitizing of records, citywide performance evaluation, technological system and infrastructure upgrades, strategic area transition from city hosted software to cloud -based software and technological disaster and emergency planning. All staff will uniformly and consistently be evaluated on the areas customer service and operational excellence via a newly implemented electronic employee appraisal system. • Inclusive Community Engagement In 2020, we will expand organizational capacity and reach into community in an effort to increase inclusive community engagement. Over the past two years, the City has continued to build out the City established the Division of Communication and Community Engagement, which increased social media outreach strategies, volunteer opportunities, community dialogues, community partnerships and media outreach endeavors. The City will enhance the use of interpreters and translators to the diverse populace of the City. The City also will enhance internal training and development of staff related to inclusion and diversity in order to build greater capacity and competency with services to the diverse populace of the City. • System -wide Development and Operations In 2020, the department will continue working with all departments and at all levels of the organization in a systematic manner on key administrative operations including technology planning, branding, recruitment and hiring, communication, employee evaluations, and electronic council affairs. Through coordination of communication, training and development of efforts with frontline staff, supervisors, and department management messages will be consistently communicated throughout the organization. The hope is that there is share understanding and unified action on key strategic directives throughout the entire organization. Staffing Levels Positions • City Manager • Deputy City Manager • City Clerk • Deputy City Clerk • Customer Service Representative • Human Resources Director • Human Resources Specialist • Human Resources/Payroll Technician • Human Resource Development Specialist • Information Technology Manager • Information Technology Specialist • Information Technology Technician • Information Technology Technician • Communication Manager • Community Engagement Specialist • Neighborhood Engagement Liaison (4) Total FTEs 2019 2020 2021 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 1 1 1 1 1 1 1 1 1 1 1 0 0.5 1 1 1 1 0.5 1 1 0.25 .25 .25 13.25 14.75 15.25 Strategic Functions/Division(s): Effective and Responsive Organization Leadership o The City Manager with support from the Deputy City Manager is responsible to the City Council for the successful implementation of City Council Policy. As the Chief Administrative Officer the City Manager is expected to enforce the City Charter and all City ordinances. The City Manager prepares the Annual Budget as a means of implementing Council Policy. The City Manager provides advices and makes recommendations to the City Council with respect to Council policy. The City Manager is the sole employee of the City Council. All employees work under the general direction of the City Manager The City Managers' office is responsible for effective Intergovernmental Relations. The City Manager and his staff work with community members, other public and private agencies, organizations, schools and other stakeholders on all areas that affect the City. The City Managers' office is responsible for effective public communications primarily under the direction of the Deputy City Manager. The office handles and coordinates internal and external City communication activities. The office coordinates publication of the City Newsletter, creates newsletters, forms, flyers, handles information released to the media and develops other information packets as needed. The office handles coordination of cable TV activities in the organization, including broadcast of Council meetings. Council Support, Records Management, Licensing and Elections Administration o The City Clerk is responsible for maintaining official City records, coordinating City Council and City Commission materials and activities, coordinating business licensing, producing and coordinating City employee newsletter, and supervision of secretarial support staff in the Administration Department. The City Clerk serves as the City's Election Official and administers elections. Ensures elections are handled in accordance with state, federal, and county regulations. Oversees all activities related to City elections including notices, candidate filing, absentee voting, testing voting equipment, materials, and certification of process. Coordinates polling places. Supervises the recruiting and training of election judges. The 2018 Elections Budget increase is a reflection of the scheduled State and Federal elections. The City Clerk is responsible for Official City Records/Data Retention. The City Clerk maintains official City records, including storage and disposition. Coordinates Council correspondence, meetings, and other activities. Ensures coordination, maintenance, and accuracy of Council minutes, resolutions, and other official documents. Oversees the City Council agenda preparation process. Posts Council/Commission notices as required by Open Meeting Law. Coordinates the nomination/appointment process for City advisory commissions. • Attraction and Retention of an Inclusive Quality Workforce o The Division of Human Resources is responsible for providing customer focused support to the mission of recruiting and retaining an inclusive quality workforce. The Division of Human Resources is responsible for the development of and effective customer focused administration of the employee compensation and benefit program. The Division of Human Resources is responsible for providing leadership to effective Labor Relations Management and is a key member of the labor negotiations team along with the City Manager. The Division of Human Resources is responsible for Personnel Policy development and Personnel Policy training and enforcement. The Division of Human Resources is responsible for customer focused administration of the payroll process and other pay related activities i.e. pay/equity and EEO reporting • Communication and Community Engagement o The Division Communication and Community Engagement support all departments in cross -departmental communication and coordinates city-wide communication efforts. The Division Communication and Community Engagement support all departments in cross -departmental communication and coordinates city-wide community engagement efforts. The Division provides ongoing maintenance and posting of city related information and stories on the City's website and social media platforms. Regular monitoring and updates to the website are provided by the Division in coordination with all departments. The Division provides ongoing development of the quarterly newsletter that goes out to all properties within the City limits. Regular communication is conducted via print, television, video streaming, and in -person communication. The Division coordinates events with residents including community dialogues and resident networking. The Division fosters relationships among residents, business owners, visitors and city staff. Consistent, Reliable, and Strategic Advancement of Information Technology o The Division of IT oversees the city-wide fiber optics system, which is available at all times and days. The fiber optics system connects all City owned and leased facilities with the exception of the Centerbrook Golf Course to an advance technology communications system. Centerbrook Golf Course is anticipated to be connected to the system in 2017. The fiber optics system allows the City to unify its intra-communications, security systems, and utility systems controls. The Division of IT procures, installs, maintains and replaces all hardware and software communication technology such as computers, cell phones, office phones, facility security cameras, body worn cameras, multifunctional equipment (i.e. copiers, plotters, and fax machines) and conference room visual and audio equipment. The Division also oversees the City's GIS system. The Division of IT systematically plans with all departments on current and future technological needs. Technology funding is planned through the Division of IT. Research and investigations of future technological needs of the City is shared by departments and the Division of IT; however, implementation, majority of management and support rest on the Division of IT. Annual Operating Goal Performance Measures: Performance Objectives Description of Performance Levels Performance Measure Actual Value Target Value Foster a culture of inclusion *Conducted cultural learning *Provide training and development for throughout the organization journeys for directors, all staff (full-time and part-time) managers and supervisors. *Coordinate two multi -cultural *Directors share I&D material experiential learning for all staff. and facilitate activities with staff. *The Dept. of Adm. have assisted departments with external efforts to reach broader diverse communities including multi -generational, multi -ethnic and disabilities communities. 2017 — 38% female applicants Receive 44% female applicants (including full and part time 2017 — 44% people of color Receive 20% people of color applicants applicants 2017 — 40.3% female Hire 35% female applicants applicants (including full and art time 2017 — 54.5% people of color Hire 15% people of color applicants applicants Inclusive Community *Trained staff on new branding *Develop and execute baseline goal of Engagement Efforts guidelines, inventory branding points of impression and execute new branding on paper, electronic, facility and vehicles and within communications. *Developed lessons learned or baseline data on engagement strategies. *Develop expanded Community Engagement Strate ies and 5 events. diverse participation in community engagement efforts in all departments. *Establish an ongoing presence in media of color. *Develop and execute specific engagement strategies for specific diverse communities (i.e. youth, communities of color, seniors, and disable). *Offer regular interpretation and translation for all feasible engagement events in all departments. Foster systematic *Completed - Execute plans *Develop and execute systematic administrative approaches for social media policy, work approaches for customer service, throughout the organization branding, IT development plan, communication/marketing, technology employee appraisals, information, policy presentations, measurement of strategic employee compensation, succession initiatives, and refined planning, and job evaluations across implementation of electronic all departments. council agenda. Employees Feel Part of *All Employee Meeting — 143 *90% participation of employee Organization respondents participation in all employee events *All Employee Survey *90% positive feedback from Respondents — 66 respondents employee survey with overall rating of 4 out 5 as a good experience *All Employee Survey — 127 respondents with 93 respondents indicating they feel engaged or strongly engaged at work (14 did not feel engaged). *Employee Recognition of *Tenure — 23 recognitions *Employee Health Events: -Crocktober Fest — 34 (2018) -Salad Bar Luncheon — 37 (2019) -Wellness Day Off — 35 2019 Note — applicant and hiring goals were based on five-year goals timeframe. GENERALFUND 41110 -MAYOR COUNCIL 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41110 - MAYOR COUNCIL 6103 - WAGES -PART TIME EMPLOYEES $ 49,087 $ 50,069 $ 27,664 $ 51,072 $ 52,095 2.00% $ 52,605 6124 - PERA DEFINED CONTRIBUTION 925 944 862 1,591 982 -38.28% 992 6125 - FICA - SOCIAL SECURITY 1,920 1,951 663 1,194 2,013 68.59% 2,033 6126 - FICA - MEDICARE 717 730 406 742 754 1.62% 764 6151 - WORKER'S COMP INSURANCE 196 212 148 213 255 19.72% 259 TOTAL PERSONAL SERVICES 52,845 53,906 29,743 54,812 56,099 2.35% 56,653 6201 -OFFICE SUPPLIES - - 13 - 100 100.00% 100 6203 - BOOKS/REFERENCE MATERIALS - - - - - 0.00% - 6219 - GENERAL OPERATING SUPPLIES 434 221 334 350 350 0.00% 350 6243 - MINOR COMPUTER EQUIPMENT 253 6,620 761 - 0.00% - TOTAL SUPPLIES 687 6,841 1,108 350 450 28.57% 450 6301 - ACCTG, AUDIT & FIN'L SERVICES - - - - - 0.00% - 6307 - PROFESSIONAL SERVICES 21,764 19,691 5,828 9,500 21,000 121.05% 21,000 6308- CHARTER COMMISSION 189 197 93 1,500 1,500 0.00% 1,500 6329 - OTHER COMMUNICATION SERVICES - 2,327 1,050 2,600 2,600 0.00% 2,600 6321 -TELEPHONE/PAGERS - - 150 - 660 100.00% 660 6331 -TRAVEL EXPENSE/MILEAGE 10 24 769 100 800 700.00% 800 6349 - OTHER ADVERTISING 335 - - - - 0.00% - 6351 - PRINTING 149 318 75 300 300 0.00% 300 6421 - SOFTWARE LICENSE - - 122 - - 0.00% - 6422 - SOFTWARE MAINT 282 - 0.00% 6423 - LOGIS CHARGES - - - 0.00% - 6432 - CONFERENCES AND SCHOOLS 4,692 8,433 8,604 8,000 9,000 12.50% 9,000 6433 - MEETING EXPENSES 1,232 1,121 811 2,800 2,800 0.00% 2,800 6434 - DUES & SUBSCRIPTIONS 44,099 44,325 19,083 45,000 47,000 4.449/o 47,000 TOTAL SERVICES & OTHER CHARGES 72,470 76,718 36,585 69,800 85,660 22.72% 85,660 TOTAL BUSINESS UNIT EXPENSES $ 126,002 $ 137,465 $ 67,436 $ 124,962 $ 142,209 13.80% $ 142,763 GENERALFUND 41320 - CITY MANAGER 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41320 - CITY MANAGER 6101 -WAGES & SALARIES -FT EMPLOYEES $ 291,365 $ 257,683 $ 133,079 $ 264,100 $ 278,370 5.40% $ 298,729 6103 - WAGES -PART TIME EMPLOYEES 5,850 2,160 863 - 2,250 100.00% 2,250 6111 - SEVERANCE PAY 5,364 5,937 - - - 0.00% - 6112 - CAR ALLOWANCE 6,000 6,050 3,200 6,000 6,000 0.00% 6,000 6122 - PERA COORDINATED PLAN 21,853 19,271 9,981 20,257 21,497 6.12% 23,024 6125 - FICA - SOCIAL SECURITY 16,545 14,033 8,251 13,905 14,238 2.39% 14,238 6126- FICA -MEDICARE 4,343 3,723 1,930 3,916 4,156 6.13% 4,452 6131 - CAFETERIA PLAN CONTRIBUTIONS 32,596 28,440 15,574 28,866 30,478 5.58% 32,308 6151 - WORKER'S COMP INSURANCE 2,050 1,876 1,051 1,945 2,064 6.12% 2,210 TOTAL PERSONAL SERVICES 385,966 339,173 173,929 338,989 359,053 5.92% 383,211 6203 - BOOKS/REFERENCE MATERIALS - 573 - 400 400 0.00% 400 6219 - GENERAL OPERATING SUPPLIES 706 611 686 200 200 0.00% 200 6242 - MINOR EQUIPMENT 6,800 - - - - 0.00% - 6243 - MINOR COMPUTER EQUIPMENT 2,423 2,798 - - 1,800 100.00% 1,800 TOTAL SUPPLIES 9,929 3,982 686 600 2,400 300.00% 2,400 6307 - PROFESSIONAL SERVICES 50,879 - 250 10,000 15,000 50.00% 15,000 6321 -TELEPHONE/PAGERS 1,253 2,029 753 1,275 1,320 3.53% 1,320 6329 - OTHER COMMUNICATION SERVICES 292 467 424 950 950 0.00% 950 6331 -TRAVEL EXPENSE/MILEAGE 15 16 - - - 0.00% - 6351 - PRINTING 281 - - - - 0.00% - 6432 - CONFERENCES AND SCHOOLS 10,304 16,225 5,490 10,000 10,000 0.00% 10,000 6433 - MEETING EXPENSES 391 2,472 84 500 5,000 900.00% 5,000 6434 - DUES & SUBSCRIPTIONS 3,045 5,232 2,524 5,000 5,000 0.00% 5,000 6441 - LICENSES, TAXES & FEES - - - - - 0.00% - TOTAL SERVICES & OTHER CHARGES 66,460 26,441 9,525 27,725 37,270 34.43% 37,270 TOTAL BUSINESS UNIT EXPENSES $ 462,355 $ 369,596 $ 184,140 $ 367,314 $ 398,723 8.55% $ 422,881 GENERALFUND 41410 - ELECTIONS 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41410 - ELECTIONS 6101 - WAGES & SALARIES -FT EMPLOYEES 6102 - OVERTIME -FT EMPLOYEES 6103 - WAGES - PART TIME EMPLOYEES 6111 - SEVERANCE PAY 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES 6242 - MINOR EQUIPMENT 6243 - MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6322 - POSTAGE 6331-TRAVEL EXPENSE/MILEAGE 6333 - FREIGHT/DRAYAGE 6342 - LEGAL NOTICES 6351 - PRINTING 6402 - EQUIPMENT SERVICES 6412 - BLDGS/FACILITIES 6415-OTHER EQUIPMENT 6421 - SOFWARE LICENSE 6432 - CONFERENCES AND SCHOOLS 6433 - MEETING EXPENSES 6434 - DUES & SUBSCRIPTIONS 6449 - OTHER CONTRACTUAL SERVICE TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 49,529 $ 49,246 $ 23,724 $ 54,648 $ 51,336 -6.06% $ 54,843 2,070 1,051 50 500 3,000 500.00% 500 - 32,469 - 7,000 69,990 899.86% 7,000 40 7 - - - 0.00% - 3,870 3,772 1,783 4,099 3,850 -6.07% 4,113 3,558 3,547 1,587 3,388 3,183 -6.05% 3,400 832 830 371 792 744 -6.06 % 795 13,488 11,850 6,589 14,433 15,239 5.58% 16,154 352 355 187 393 370 -5.85% 395 73,739 103,127 34,291 85,253 147,712 73.26% 87,200 5,257 7,588 120 1,600 7,500 368.75% 1,700 - 290 - - 500 100.00% - 1,605 500 - -100.00% 1,800 6,862 7,878 120 2,100 8,000 280.95% 3,500 1,638 894 - 1,000 4,500 350.00% 1,000 - 84 73 100 200 100.00% 100 489 - 100 750 650.00% 200 1,838 300 4,500 1400.00% 500 - 1,414 500 3,500 600.00% 500 5,943 3,327 - 3,500 4,000 14.29% 4,000 - 588 96 300 1,800 500.00% 200 - - - - 0.00% - - - - 7,200 100.00% 7,200 445 1,404 500 1,200 140.00% 1,200 429 22 200 500 150.00% 200 40 220 500 600 20.00% 600 - - - - - 0.00% - 7,581 9,548 1,815 7,000 28,750 310.71% 15,700 $ 88,182 $ 120,553 $ 36,226 $ 94,353 $ 184,462 95.50% $ 106,400 GENERALFUND 41430 - CITY CLERK 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41430 - CITY CLERK 6101 - WAGES & SALARIES -FT EMPLOYEES 6102 - OVERTIME -FT EMPLOYEES 6111 - SEVERANCE PAY 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES 6242 - MINOR EQUIPMENT 6243 - MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6307 - PROFESSIONAL SERVICES 6321 -TELEPHONE/PAGERS 6331-TRAVEL EXPENSE/MILEAGE 6342 - LEGAL NOTICES 6351 - PRINTING 6421 - SOFTWARE LICENSE 6432 - CONFERENCES AND SCHOOLS 6434 - DUES & SUBSCRIPTIONS TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 122,522 $ 139,209 $ 59,148 $ 121,224 $ 129,503 6.83% $ 135,881 28 - - - - 0.00% - 2,175 268 - - - 0.00% - 9,191 10,441 4,436 9,092 9,713 6.83% 10,192 8,281 9,215 3,921 7,516 8,029 6.83% 8,425 1,937 2,155 917 1,757 1,877 6.83% 1,970 26,976 26,075 8,281 28,866 30,478 5.58% 32,308 851 1,007 464 872 933 7.00% 978 171,961 188,370 77,167 169,327 180,533 6.62% 189,754 445 86 573 150 700 366.67% 500 - - - - - 0.00% - 332 1,843 104 1,200 1,000 -16.67% - 777 1,929 677 1,350 1,700 25.93% 500 1,403 937 10,456 - 9,000 100.00% 12,000 - - 42 - 660 100.00% 660 - 52 42 100 150 50.00% 150 7,005 16,505 4,108 5,000 7,000 40.00% 7,000 - 511 - 200 1,700 750.00% 250 - - - - 9,000 100.00% 9,000 545 275 1,189 1,700 3,500 105.88% 2,000 415 245 145 500 800 60.00% 800 9,368 18,525 15,982 7,500 31,810 324.13% 31,860 $ 182,106 $ 208,824 $ 93,826 $ 178,177 $ 214,043 20.13% $ 222,114 GENERALFUND 41710 - COMMUNICATIONS & ENGAGEMENT 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41710 - COMMUNICATIONS & ENGAGEMENT 6101 - WAGES & SALARIES -FT EMPLOYEES 6103 - WAGES -PART TIME EMPLOYEES 6111 - SEVERANCE PAY 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES 6242 - MINOR EQUIPMENT 6243 - MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6307 - PROFESSIONAL SERVICES 6321 -TELEPHONE/PAGERS 6322 - POSTAGE 6331-TRAVEL EXPENSE/MILEAGE 6349 - OTHER ADVERTISING 6351 - PRINTING 6408 - COMMUNICATION/INFO SYSTEMS 6421 - SOFTWARE LICENSE 6431 - SPECIAL EVENTS 6432 - CONFERENCES AND SCHOOLS 6433 - MEETING EXPENSES 6434 - DUES AND SUBSCRIPTIONS TOTAL SERVICES & OTHER CHARGES $ $ 73,293 $ 39,355 $ 74,812 $ 130,686 74.69% $ 139,195 8,766 12,217 43,571 24,992 -42.64 % 24,992 515 - - - 0.00% - 6,155 3,845 8,878 11,676 31.52% 12,314 5,385 3,358 7,339 9,652 31.52% 10,179 1,259 785 1,718 2,259 31.49% 2,382 14,220 7,787 14,433 30,478 111.17% 32,308 580 391 852 1,120 31.46% 1,182 110,173 67,738 151,603 210,863 39.09% 222,552 888 450 2,500 - -100.00% - - - 2,500 1,000 -60.00% 1,000 1,718 2,123 1,800 - -100.00% 2,200 2,606 2,573 6,800 1,000 -85.29% 3,200 75,337 5,266 18,000 69,000 283.33% 9,000 - - 640 660 3.13% 660 6,759 7,340 22,000 35,500 61.36% 35,500 72 327 750 450 -40.00% 450 296 2,283 15,200 26,000 71.05% 26,000 16,802 10,540 9,500 12,500 31.58% 12,500 - - 500 500 0.00% 500 - - - 7,500 100.00% 7,500 2,943 4,682 28,000 42,000 50.00% 42,000 2,242 2,408 4,000 4,000 0.00% 4,000 524 298 3,000 3,000 0.00% 3,000 245 - - 250 100.00% 250 105,220 33,144 101,590 201,360 98.21% 141,360 TOTAL BUSINESS UNIT EXPENSES $ $ 217,999 $ 103,455 $ 259,993 $ 413,223 58.94% $ 367,112 GENERALFUND 41810 - HUMAN RESOURCES 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41810 - HUMAN RESOURCES 6101 - WAGES & SALARIES -FT EMPLOYEES 6103 - WAGES -PART TIME EMPLOYEES 6111 - SEVERANCE PAY 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES 6243 - MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6305 - MEDICAL SERVICES 6306 - PERSONNEL/LABOR RELATIONS 6307 - PROFESSIONAL SERVICES 6331 -TRAVEL EXPENSE/MILEAGE 6333 - FREIGHT/DRAYAGE 6421 - SOFTWARE LICENSE 6432 - CONFERENCES AND SCHOOLS 6433 - MEETING EXPENSES 6434 - DUES & SUBSCRIPTIONS TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 229,719 $ 235,213 $ 124,383 $ 241,341 $ 303,902 25.92% $ 315,867 - - - 22,979 - -100.00% $ - 2,123 2,658 - - - 0.00% - 17,229 17,641 9,329 19,824 22,793 14.98% 23,689 14,154 14,468 7,632 16,388 18,827 14.88% 19,356 3,310 3,384 1,785 3,833 4,406 14.95% 4,579 40,464 42,660 23,361 43,299 60,956 40.78% 64,616 1,593 1,704 976 1,904 2,188 14.92% 2,274 308,592 317,728 167,466 349,568 413,072 18.17% 430,381 834 1,871 442 910 3,050 235.16% 6,000 - 1,535 108 - 2,600 100.00% 1,300 834 3,406 550 910 5,650 520.88% 7,300 980 638 1,043 3,200 3,300 3.13% 3,300 489 548 - - - 0.00% - 43,757 85,900 43,849 65,720 76,400 16.25% 76,400 52 - - 100 100 0.00% 100 80 63 84 50 50 0.00% 50 - - - - 15,000 100.00% 15,000 795 784 221 2,000 4,000 100.00% 4,000 - 89 22 - - 0.00% - 348 538 215 1,200 1,500 25.00% 2,000 46,501 88,560 45,434 72,270 100,350 38.85% 100,850 $ 355,927 $ 409,694 $ 213,450 $ 422,748 $ 519,072 22.79% $ 538,531 GENERALFUND 41920 - INFORMATION TECHNOLOGY 2019 2017 2018 June 2019 2020 2021 Object Code / Description Actual Actual YTD Budget Budget Change Budget 41920 - INFORMATION TECHNOLOGY 6101 -WAGES & SALARIES -FT EMPLOYEES 6102 - OVERTIME -FT EMPLOYEES 6103 - WAGES -PART TIME EMPLOYEES 6104 - OVERTIME PART TIME EMPLOYEES 6111 - SEVERANCE PAY 6122 - PERA COORDINATED PLAN 6125 - FICA - SOCIAL SECURITY 6126 - FICA - MEDICARE 6131 - CAFETERIA PLAN CONTRIBUTIONS 6151 - WORKER'S COMP INSURANCE TOTAL PERSONAL SERVICES 6219 - GENERAL OPERATING SUPPLIES 6243 - MINOR COMPUTER EQUIPMENT TOTAL SUPPLIES 6307 - PROFESSIONAL SERVICES 6321-TELEPHONE/PAGERS 6331-TRAVEL EXPENSE/MILEAGE 6333 - FREIGHT/DRAYAGE 6351 - PRINTING 6402 - EQUIPMENT SERVICES 6408 - COMMUNICATION/INFO SYSTEMS 6421 - SOFTWARE LICENSE 6422 - SOFTWARE MAINT 6423 - LOGIS CHARGES 6432 - CONFERENCES AND SCHOOLS 6433 - MEETING EXPENSES TOTAL SERVICES & OTHER CHARGES TOTAL BUSINESS UNIT EXPENSES $ 226,562 $ 167,491 $ 123,367 $ 253,713 $ 256,593 1.14% $ 270,384 1,842 4,650 533 2,000 2,000 0.00% 2,000 - 11,309 5,952 - 11,880 100.00% 11,880 - 11,424 - - 0.00% - 2,823 1,829 - - - 0.00% - 17,130 14,616 9,739 19,178 20,285 5.77% 21,320 14,157 11,754 7,798 15,854 16,770 5.78% 17,574 3,311 2,749 1,824 3,708 3,922 5.77% 4,121 30,396 23,238 15,469 43,299 45,717 5.58% 48,462 1,582 1,409 1,017 1,841 1,948 5.81% 2,046 297,803 250,469 165,699 339,593 359,115 5.75% 377,787 2,954 2,870 342 3,200 3,200 0.00% 3,200 1,200 407 7,052 4,350 2,500 -42.53% 1,150 4,154 3,277 7,394 7,550 5,700 -24.50% 4,350 8,096 7,244 7,641 10,500 30,500 190.48% 35,500 1,504 1,606 1,429 2,000 1,980 -1.00% 1,980 742 715 - 1,000 1,000 0.00% 1,000 13 11 100 100 0.00% - 24 - - - - 0.00% - 210 1,128 560 600 1,200 100.00% 1,200 886 936 1,906 5,000 5,000 0.00% 5,000 1,579 9,538 1,115 14,450 12,450 -13.84% 17,325 47,915 46,918 39,564 52,000 53,000 1.92% 55,000 192,398 215,777 107,516 216,459 324,875 50.09% 327,960 84 1,593 24 6,000 6,000 0.00% 6,000 - - 22 - - 0.00% - 253,451 285,466 159,777 308,109 436,105 41.54% 450,965 $ 555,408 $ 539,212 $ 332,870 $ 655,252 $ 800,920 22.23% $ 833,102 Community Budget Survey Polco Pilot Program 2020 Budget Survey Pilot Program Demographics 1. Approximately how many years have you lived in Brooklyn Center? o Less than two years o Two to five years o Five to ten years o Ten to twenty years 0 20 to 30 years o Over thirty years o Don't know o Don't want to answer 2. What is your age? 0 18-24 0 25 -34 o 35-44 0 45 -54 0 55-64 o 65 and over 3. Which of the following categories represents your ethnicity? o White o African -American o Hispanic -Latino o Asian -Pacific Island o Native American o Mixed / Bi-racial o Don't know o Don't want to answer 4. Were you born and raised in the United States? o Yes o No 5. Thinking about your household finances, how would you describe your financial situation, would you say that? o Your monthly expenses are exceeding your income; o You are meeting you monthly expenses but are putting aside little or no savings; o You are managing comfortably while putting some money aside; o Managing very well o Don't know o Don't want to answer 6. Are you male or female? o Male o Female o Don't want to answer Please indicate how many people in each of the following age groups live in your household. 7. Person 65 or over? o None o One o Two or more 8. Adults under 65? o None o One o Two o Three or more 9. School —aged children and preschoolers? o None o One o Two o Three or more 10. Do you own or rent your present residence? o Own o Rent o Don't want to answer Survey Questions 1. What do you think is the most serious issue facing Brooklyn Center today? o Nothing o Lack of jobs o Lack of businesses o Crime o Foreclosures o High taxes o Diversity o Rundown properties 2. How satisfied with the number of opportunities to participate in activities and meetings in your neighborhood and the city? o Very satisfied o Somewhat satisfied o Somewhat dissatisfied o Very dissatisfied o Don't know o Don't want to answer 3. How would you rate general redevelopment in the City of Brooklyn Center? o Excellent o Good o Only fair o Poor o Don't know o Don't want to answer 4. What do you believe is the greatest need in Brooklyn Center to provide economic stability for all city residents? o Jobs o Transportation to jobs o Resources for small business development o Development assistance for new businesses o Technical training o Other o Don't know o Don't want to answer 0 5. Over the past two years, has the appearance of your neighborhood improved, declined of remained the same? o Improved o Declined o Remained the same o Don't know o Don't want to answer 6. When you consider the property taxes you pay and the quality of city services you receive, how would you rate the general value of city services? o Excellent o Good o Only fair o Poor o Don't know o Don't want to answer 7. Would you favor or oppose an increase in YOUR city property tax if it were needed to maintain city services at their current level? o Favor o Oppose o Don't know o Don't want to answer 8. Would you favor or oppose an increase in city property taxes to enhance city services or offer additional city services? o Favor o Oppose o Don't know o Don't want to answer 9. How much would you be willing to pay in additional property taxes to enhance city services or offer additional city services? o $10.00 or less o $20.00 o $40.00 o $60.00 o $80.00 o $100.00 o $120.00 o $140.00 o $160.00 o Don't know o Don't want to answer 10. Please indicate which category you consider to be the greatest concern in Brooklyn Center? o Violent crime o Traffic / Speeding o Traffic / Volume on residential streets o Drugs o Youth crimes and vandalism o Identity theft o Business crimes, such as shoplifting and check fraud o Residential crimes, such as burglary, and theft o Vandalism o Pedestrian safety at traffic crossings and intersections o All equally o None of the above o Don't know o Don't want to answer 11. How would you prefer to receive information about the Brooklyn Center City government and its activities? o City website o Local newspaper o Cable television o City newsletter o Word of mouth o E-mail blasts o Facebook o None 12. How would you rate the City's overall performance in communicating key local issues to residents in its publications, o the web site, and on cable television o Excellent o Good o Only fair o Poor o Don't know o Don't want to answer Follow-up Items from Budget Overview Work Session DEMOGRAPHIC DATA POLICE DEPARTMENT JULY 2019 TITLE MALE FEMALE EEO COMMANDER 3 0 WHITE DETECTIVE 3 2 WHITE OFFICER 17 6 WHITE OFFICER 5 0 ASIAN OFFICER 3 0 BLACK OFFICER 2 0 HISPANIC/LATINO SERGEANT 6 1 WHITE TOTAL 39 9 10 (POC) POC=PERSON OF COLOR 11Page