HomeMy WebLinkAbout2020 9-08 FCACouncil/F inancial
Commission Work
S ession Agenda
V I RT UA L meeting being
conducted by electronic
means in accordance with
Minnesota S tatutes, section
13D.021 P ublic portion
available for connection via
telephone Dial: 1-312-535-
8110 Access Code: 133
297 3287
S eptember 8, 2020
AGE NDA
1.Call to Order
This meeting is being conduc ted by electronic means in ac cordanc e with MN Statutes. There is
link to join the meeting on the city's website. All participants please keep y ourself on mute until
you wish to speak.
2.Roll Call
a.City Council
b.F inancial Commission
3.Budget Review by Department
C.Narratives
City Council
Administration
F iscal Services
F ire and E mergency Preparedness
D.Budget Review by Council Priority - M ulti-Disciplinary
1. Emergency Response
2. Equitable Operations
3. Equitable S pending
4. I nnovation
5. L eadership Role - City Council
Council/Commissioner Feedback/Questions
4.Upcoming Budget M eetings:
Tuesday, S eptember 15
Departments: Community Development and CARS
Friday, S eptember 18
Departments: Public Works and Police
Tuesday, S eptember 28
Preliminary Budget Adoption
5.Adjourn
2021 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 FTEs 2020 2021 2022
Mayor
City Council Members
1
4
1
4
1
4
Total 5 5 5
2021 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 and Office of Enterprise Equity
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 2021, 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 2021, 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 2021, 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 FTEs 2020 2021 2022
City Manager
Deputy City Manager
City Clerk
Deputy City Clerk
Customer Service Representative
Human Resources Director
Human Resources Specialist
Human Resources/Payroll Technician
Equity Officer (former specialist)
Information Technology Manager
Information Technology Specialist
Information Technology Technician
Information Technology Technician
Communication Manager
Community Engagement Specialist
Neighborhood Engagement Liaison (.25 each)
1
1
1
1
1
1
1
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1.50
Total 15 15 16.50
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 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 Measure
Performance Levels
Actual Value Target Value
Foster a culture of inclusion,
equity and anti-racism
practices throughout the
organization
*Conducted cultural learning
journeys for directors,
managers and supervisors.
*Directors share I&D material
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.
*Provide training and development for
all staff (full-time and part-time) in
anti-racist practices and policy making
*Implement Equity Score Card to
review all current policies and
practices to assure City Government
actions do not foster inequitable
results
2017 – 38% female applicants
(including full and part time)
Receive resident/gender/physically
challenged applicants proportional to
the applicable labor pool
2017 – 44% people of color
applicants
Receive applicants proportional to
people of color in the applicable labor
pool
2017 – 40.3% female
applicants (including full and
part time)
Hire female/residents/gender
applicants proportional applicant pool
2017 – 54.5% people of color
applicants
Hire people of color proportional to
applicant pool
Inclusive Community
Engagement Efforts
*Trained staff on new branding
guidelines, inventory branding
points of impression and
*Develop and execute baseline goal of
diverse participation in community
engagement efforts in all departments.
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
Strategies and 5 events.
*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
administrative approaches
throughout the organization
*Completed - Execute plans
for social media policy,
branding, IT development plan,
employee appraisals,
measurement of strategic
initiatives, and refined
implementation of electronic
council agenda.
*Develop and execute systematic
work approaches for customer service,
communication/marketing, technology
information, policy presentations,
employee compensation, succession
planning, and job evaluations across
all departments.
Employees Feel Part of
Organization
*All Employee Meeting – 143
respondents
*All Employee Survey
Respondents – 66 respondents
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)
*90% participation of employee
participation in all employee events
*90% positive feedback from
employee survey
Note – applicant and hiring goals were based on five-year goals timeframe.
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
41110 - MAYOR COUNCIL 137,465$ 144,560$ 87,268$ 142,209$ 162,790$ 14.47%
41320 - CITY MANAGER 369,596 363,915 231,974 396,007 384,746 -2.84%
41410 - ELECTIONS 120,553 80,871 89,699 174,154 108,560 -37.66%
41430 - CITY CLERK 208,824 174,076 103,331 208,827 206,338 -1.19%
41610 - LEGAL 451,534 431,849 254,806 435,000 435,000 0.00%
41710 - COMMUNICATIONS & ENGAGEMENT 217,999 234,390 154,704 335,507 381,859 13.82%
41810 - HUMAN RESOURCES 409,694 404,758 270,766 503,140 519,382 3.23%
41920 - INFORMATION TECHNOLOGY 539,212 586,954 374,867 696,256 697,078 0.12%
41940 - GENERAL GOVT BLDGS AND PLANT 1,005,836 951,829 567,563 939,939 942,289 0.25%
TOTAL ADMINISTRATION 3,460,713 3,373,202 2,134,978 3,831,039 3,838,042 0.18%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 1,632,789$ 1,655,961$ 1,112,191$ 1,997,004$ 2,044,946$ 2.40%
SUPPLIES 99,836 101,092 77,921 59,250 65,550 10.63%
SERVICES & OTHER CHARGES 1,722,128 1,611,433 942,319 1,769,511 1,719,831 -2.81%
CENTRAL GARAGE CHARGES 5,960 4,716 2,547 5,274 7,715 46.28%
TOTAL 3,460,713 3,373,202 2,134,978 3,831,039 3,838,042 0.18%
Administration Department - Expenditures by Object Code
Administration Department - Expenditures by Business Unit
2021 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 2021, 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 2021, 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.
Staffing Levels
Positions 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
*Position vacant since Feb 28th
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
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
e. Maximize utilization of online payment methods. Develop additional best in class
performance measures and expand marketing to increase electronic payments.
3. Develop and Implement a local and disadvantaged business procurement program
a. Focus on organization change and commitment across all departments
b. Develop firm definitions, well-developed goals and key performance indicators, and
clear tracking and reporting
c. Identify best practices, tools, and procedures for staff to follow when procuring goods
and services on behalf of the City
d. Performance objectives to be determined as program developed and implemented.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
2017 2018 2019 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)
22.25 days
20.5 days
19.75 days
21 days
Date of audit opinion May 21, 2018 May 15, 2019 May 20, 2020 June 1, 2019
City bond credit rating AA AA AA AA or better
Rate of investment return on all cash/investments 1.403% 1.982% 2.227% 2.00% or better
(This will not be
attainable in
2020)
Pay by Text Payments 101 180 202 250
Automated utility billing phone payments 2,196 2,190 2,488 2,650
Utility billing online payments 10,174 14,052 15,416 17,000
Paperless utility billing accounts 1,131 1,533 1,756 1,950
2020
2018 2019 August 2020 2021
Business unit/Description Actual Actual YTD Budget Budget Change
41520 - FINANCE 616,021$ 607,401$ 382,975$ 656,581$ 675,200$ 2.84%
41550 - ASSESSING 186,993 222,829 3,809 210,200 255,500 21.55%
44110 - JOINT POWERS PAYMENTS 164,544 181,159 38,629 187,000 187,000 0.00%
45310 - CONVENTION AND TOURISM 554,782 514,813 136,794 562,900 237,500 -57.81%
48140 - INSURANCE 221,390 246,320 124,470 260,528 272,286 4.51%
48150 - CENTRAL SUPPLIES AND SUPPORT 240,666 274,198 201,897 488,200 289,504 -40.70%
48160 - VACANCY AND TURNOVER SAVINGS - - - (350,000) (400,000) 14.29%
48170 - REIMBURSEMENT FROM OTHER FUNDS (914,106) (1,113,479) (693,018) (1,148,154) (1,518,097) 32.22%
48210 - TRANSFER OUT 293,800 210,000 - 210,000 220,000 4.76%
TOTAL FISCAL AND SUPPORT SERVICES 1,364,090 1,143,241 195,556 1,077,255 218,893 -79.68%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 556,687$ 551,292$ 338,874$ 298,997$ 261,100$ -12.67%
SUPPLIES 18,276 15,868 7,897 28,800 21,600 -25.00%
SERVICES & OTHER CHARGES 1,409,433 1,479,560 541,803 1,687,612 1,230,136 -27.11%
CENTRAL GARAGE CHARGES - - - - 4,154 100.00%
CAPITAL OUTLAY - - - - - 0.00%
NET TRANSFERS (620,306) (903,479) (693,018) (938,154) (1,298,097) 38.37%
TOTAL 1,364,090 1,143,241 195,556 1,077,255 218,893 -79.68%
Fiscal and Support Services Department - Expenditures by Object Code
Fiscal and Support Services Department - Expenditures by Business Unit
2021 Brooklyn Center Department Budget Narrative
Department Name: Police
Department Mission:
To protect and serve in a manner that preserves the public trust.
Department Vision:
As law enforcement and community stakeholder, we commit ourselves to helping to provide an
exceptionally safe and secure community for all our residents, businesses, visitors and those who we work
with in the City of Brooklyn Center with great dignity and respect.
Department Description:
The police department is comprised of five divisions: Administration, Patrol, Investigations, Community
Services and Support Services. The department pursues its mission by providing timely response to reports
of criminal activity, medical emergencies, traffic safety, and natural disasters. This service is provided
twenty-four hours per day, seven days per week.
The department embraces the concept of community-oriented policing, which promotes residents and
businesses to take an active role to reduce crime and the perception of crime. In an effort to expand
community involvement, the department also has membership associations with the Brooklyn Center Crime
Prevention Board, Brooklyn Bridge Alliance for Youth, Minnesota Police Explorer Post #888, and the Joint
Community Police Partnership. Police staff maintain an ongoing volunteer centered partnership with Special
Olympics of MN, which has built positive and lasting community engagement.
The department also strategically partners with surrounding police agencies to share crime analysis data and
collaboratively employ police staff resources to prevent the formation of crime patterns in key areas.
Key initiatives focused on the achievement of strategic priorities/value propositions:
In 2021, we will strive to complete the following:
Officer trainings to include new POST mandated and police reform initiated trainings: Crisis
intervention and mental crisis response, Conflict management and mediation, Valuing community
diversity and cultural differences to include implicit bias, autism training, and historical implications
of racial trauma.
Develop and fund an embedded Hennepin County social worker into the department to assist with
mental health related calls for service. This includes intensive case management specific to
individuals who have previously requested police services. The budgeting model in development is a
60/40 split with Hennepin County.
Maintain a team of officers with a sergeant, whose primary focus is dedicated to constantly monitor
criminal activity and address it in a proactive manner. This team’s primary focus will be the
commercial districts, including Shingle Creek Crossing. Hotel licensing will be coordinated and
enforced by this team of officers.
Increase the opportunities for officers to engage the community and specifically the youth in non-
enforcement, positive, and informative ways, including but not limited to events such as: coffee/ice
cream with a cop, open gyms, local school educational talks (violence prevention, drug awareness,
and positive decision making). In 2021, these activities will be counted within the performance
indicators for the department’s overall success.
Partner with other police agencies for youth interventions and diversion opportunities. This may
include Cities United, YMCA, or other non-profits that provide youth specific services. Area of focus
should be on runaway and youth impacted by domestic violence.
Review and enhance investigative resources regarding sexual assault investigations and prosecutions.
Insure we are using a best practices model and employing all resources available both internally and
externally to examine these crimes. Utilize best practices trauma informed interview skills at all
levels of investigations.
Continue to insure staff compliance with use of Body Worn Cameras (BWCs) alongside our existing
squad camera systems to create an enhanced environment of transparency and increased investigative
effectiveness. This will be done by audits for compliance of BWC usage during complaint reviews
and use of force incidents. Each year we will provide a community opportunity to review and discuss
the current BWC program.
Staffing Levels:
Positions FTEs 2020 2021 2022
Chief 1 1 1
Division Commanders 3 3 3
Support Services Manager 1 1 1
Sergeants 7 7 7
Detectives 5 5 5
School Resource Officer 1 1 1
Juvenile Officer 1 1 1
Auto Theft Officer (*grant partially funded until
7/2021)
1 .5* *
Violent Offenders Task Force Officer 1 1 1
Detective Trainee 1 1 1
Patrol Officers 28 28 28
Crime Analyst 1 1 1
Crime Prevention Specialist 1 1 1
Administrative Assistant 1 1 1
Records Specialist 1 1 1
Records Technicians 7 7 7
Part-time Staff
- Community Service Officers (10 – PT Staff )
- Joint Community Policing Partnership (JCPP)
Cadet Program (1 – 2 Cadets)
4.64
4.64
4.64
Total Number of Personnel 65.64 65.14 64.64
*subject to Budget and Grant approvals
Strategic Functions/Division(s):
Administration Division
We provide the overall leadership and management oversight of the police department. We
ensure that proper funds and resources are allocated as efficiently as possible to aid in the
reduction of crime and life-safety issues. We also deliver the highest level of professional
service possible to all we serve.
Investigation Division
We handle approximately one thousand felony-level cases that are in need of an advanced
level of police investigation beyond field-level information gathering. Our work includes
advanced-level evidence recovery and applying those results to aid in suspect identification,
such as DNA, physical property evidence, computer and cell phone forensics. We also work in
direct partnership with Hennepin County Child Protection Services (CPS), the Hennepin
County Attorney’s Office (HCAO), and CornerHouse child interview services.
Patrol Division
We are the primary responder to all public safety calls for service. The police department
handled over 38,000 public safety incidents in 2019. The Patrol Division is supervised by 6
sergeants who each work with a team officers. Sergeants are assigned sectors of the city they
are responsible for in addition to their supervisor duties. Within the division there is a special
team of offices who follow-up on domestic abuse crimes. That unit is call the Domestic Abuse
Response Team (DART). They report on each case follow-up to the police administration. The
negotiations and emergency operations units are also within the patrol division.
Community Service Division
We are the responsible for coordinating community outreach and engagement. The liaison
for the Joint Community Police Partnership (JCPP) works within this division. The
Multicultural Advisory Committee (MAC) works with the liaison and division
commander. A pro-active team of officers with a focus on commercial areas, hotels, and
pattern crime trends work within the division. The team consists of 3 offices and a
sergeant. The school resource officer, crime prevention specialist, and crime analyst also
report to this division.
Support Services Division
We are responsible for preparing all police reports in a format that can be used for review and
dissemination of crime information. We are also responsible for reporting accurate crime data
to the state of Minnesota from the records we generate. All mandated reporting to the BCA is
done by this division. Each year, the police department processes nearly 4,500 detailed reports.
Annual Goals and Strategies:
1. Community engagement and outreach
a) The ability to have officers and citizens interact in non-enforcement activities to include
community dialogues, learning/ listening sessions, charitable activities, and other activities
that bring officers and the citizens , they serve , together will be a priority.
b) Having officers afforded the ability to speak to classes of young people and describe police
work as well as listen to young voices is a goal for 2021.
c) Continue to engage the MAC and explore other venues and ways to strength the
participation by members. Seek out additional members who would like to join that may
have been reluctant in the past.
d) Through the use of survey tools gauge the level of citizen satisfaction with police services
and interactions to increase departmental transparency.
a) Officer training, wellness and accountability:
a) Insure training mandates are met and officers receive training as required by POST.
b) Increase the availability of mental health resources to include periodic check-ins with a
certified therapist. Receive services after any critical incident as needed.
c) Review and update the complaint process to insure policy compliance and best practices.
d) Complete an annual report for Council regarding police citizen complaints.
2. Reduce crime, and the perception of crime, at the city's commercial properties:
a) Dedicate a patrol team and supervisor to the commercial center of the city.
b) Engage business owners/managers to work together and maintain zero tolerance of nuisance
crimes such as loitering, littering, and aggressive panhandling.
c) Work in partnership with Metro Transit by keeping public transportation safe to and from
the commercial area.
d) Fully utilize the hotel performance based ordinance as a means to increase public safety for
those properties.
e) Educate citizens on ways to communicate with police staff in addition to the traditional 911.
Citizens have expressed reluctance in calling 911, which can delay response and resolution
to problems.
f) Fully implementation of the hotel licensing program.
Annual Operating Goal Performance Measures:
Performance Objectives
Performance Levels
Description of Performance Measure *Actual Value Target Value
Part One violent crimes compared to Hennepin
County with a ratio of per 100,000 residents
N/A No less than 10% below
the average of Hennepin
County
City wide survey of police encounters. New for 2021 80% satisfactory or better
Number of positive community activities /events
police staff participated in.
New for 2021 No less than 20 activities
Officer retention program New for 2021 Staff departure due to
other then retirement less
than 2%
Percentage of domestic abuse cases followed up on
by the DART program
100% 100%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
42110 - ADMINISTRATION 354,924$ 357,017$ 204,613$ 374,092$ 367,024$ -1.89%
42120 - INVESTIGATION 1,024,917 1,042,233 866,980 1,089,698 1,244,927 14.25%
42123 - PATROL 5,959,292 6,288,958 3,810,941 6,787,241 6,882,281 1.40%
42151 - SUPPORT SERVICES 935,668 1,001,612 580,427 1,037,353 1,042,998 0.54%
42170 - STATIONS AND BLDGS 238,219 289,463 111,777 195,900 233,250 19.07%
TOTAL POLICE 8,513,020 8,979,283 5,574,738 9,484,284 9,770,480 3.02%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 7,125,665$ 7,447,056$ 4,859,853$ 8,035,416$ 8,241,376$ 2.56%
SUPPLIES 157,319 235,944 78,762 184,850 162,150 -12.28%
SERVICES & OTHER CHARGES 822,591 849,551 398,811 797,666 876,907 9.93%
CENTRAL GARAGE CHARGES 407,445 400,395 237,312 466,352 490,047 5.08%
CAPITAL OUTLAY - 46,337 - - - 0.00%
TOTAL 8,513,020 8,979,283 5,574,738 9,484,284 9,770,480 3.02%
Police Department - Expenditures by Business Unit
Police Department - Expenditures by Object Code
2021 Brooklyn Center Department Budget Narrative
Department Name: Fire/Emergency Preparedness
Department Mission:
The mission of the Brooklyn Center Fire Department is to protect lives and property from the adverse effects
of fire and other dangerous conditions, whether manmade or acts of nature. This will be accomplished
through public education and a commitment to excellence in training and superior customer service.
Department Description:
The Brooklyn Center Fire Department is a progressive, full-service, paid-on-call department that provides
fire suppression, emergency medical response, public education programs, and inspections of buildings
within the community. The department has an authorized strength of 40 paid-on-call, part-time firefighters,
who work out of two fire stations, and employ a full-time Fire Chief, who also serves as the Fire Marshal,
and Emergency Management Coordinator, a full-time Deputy Fire Chief, a full-time Fire Inspector/Public
Education Specialist, and an Administrative Coordinator.
Key Initiatives focused on the achievement of strategic priorities/value propositions:
In 2021, we strive to complete the following:
Increase the safety of the community by offering Home Safety Surveys, Hands-Only CPR, and
installation of Smoke and Carbon Monoxide Detectors. Visit all elementary schools during
Fire Prevention Week and educate approximately 1250 school-aged children on fire safety.
Continue Fire and Fall safety for older adults.
Recruit 5+ additional paid-on-call firefighters.
Be the resource for other City departments in dealing with COVID-19.
Staffing Levels
Positions 2019 2020 2021 2022
Fire Chief 1 1 1 1
Deputy Fire Chief 1 1 1 1
Fire Inspector/Public Education Specialist 1 1 1 1
Administrative Coordinator 1 1 1 1
Paid On-Call Assistant Fire Chief 2 2 2 2
Paid On-Call Captain 5 5 5 5
Paid On-Call Firefighter 22 22 27 29
Total Number of Personnel 33 33 38 40
Strategic Functions/Division(s):
Administration Division
This division is responsible for the management of the department. Functions in this division
include budgeting, implementation, and development of policies and procedures and ensuring
that all records are maintained and updated.
Fire Prevention Division
This division offers a variety of public education opportunities that focus on fire prevention so
people have the knowledge and skills they need to lead safer lives. Additionally, the fire
department conducts building inspections within the community making the community a safer
place.
Operations Division
This division provides fire suppression, emergency medical services, mitigation of hazardous
materials spills and leaks, and other rescue services to the citizens and visitors who transverse
our community.
Training Division
This division is responsible for making sure all firefighters are trained to the appropriate
certification level by offering weekly, monthly, and yearly training opportunities.
Emergency Management
Helps to identify and mitigate risks within the community through individual and
organizational preparedness. Through planning, training, conducting emergency management
drills, and coordination of the city’s response to disasters.
Annual Goals and Strategies:
Emergency Response
Reduce the loss of life and property from fire events.
a. Achieve a 9 minute response time to a structure fire with 15 firefighters 90% of the time
(NFPA Standard 1720).
b. Confine fire to the room of origin 75% of the time.
c. Recruit and hire 5 additional firefighters.
Fire Prevention/Education
Fire prevention reduces the loss of life and property from fire and emergency medical events
through education.
a. Conduct commercial and Industrial property inspections throughout the city. Develop a
timeline for these inspections with a mapping and notification procedure.
b. Continue implementation of public awareness campaign for all residents by offering Home
Safety Surveys. This campaign would also involve distributing and installing Smoke and
Carbon Monoxide Detectors for those that are unable to on their own. This program would
also involve battery replacements if needed for these devices.
c. Offer Hands-Only CPR training to all residents, businesses, and employees of the City.
d. Conduct fire education training for all elementary schools in the City during Fire
Prevention Week.
e. Offer Fire Safety and Fall training to older adults.
Emergency Management
Prepare the community and city staff to respond to, recover from, and reduce the effects of
natural or manmade disasters.
a. Assure all leadership team members and key city staff is trained to the appropriate National
Incident Management Level (NIMS).
b. Conduct an annual emergency management tabletop exercise.
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Achieve a 9 minute response time to a structure fire
with 15 firefighters 90% of the time (NFPA
Standard 1720).
18% (3/17 occurrences)
met both time and
personnel components of
the standard
71% (12/17 occurrences)
met only the time
component of the standard
35% (6/17 occurrences)
met only the personnel
component of the standard
when factoring the five
occurrences mutual aid
resources were used
90%
Confine fire to the room of origin 75% of the time. 82%
(14/17 occurrences)
75%
*2019 data
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
42210 - FIRE 1,421,713$ 1,461,593$ 856,282$ 1,556,794$ 1,634,437$ 4.99%
42510 - EMERGENCY PREPAREDNESS 5,571 4,995 33,218 11,500 26,600 131.30%
TOTAL FIRE 1,427,284 1,466,588 889,500 1,568,294 1,661,037 5.91%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 956,275$ 988,360$ 565,775$ 1,040,302$ 1,074,460$ 3.28%
SUPPLIES 55,732 45,506 57,465 71,800 99,800 39.00%
SERVICES & OTHER CHARGES 124,972 153,251 91,364 156,685 149,750 -4.43%
CENTRAL GARAGE CHARGES 290,305 279,471 174,896 299,507 337,027 12.53%
TOTAL 1,427,284 1,466,588 889,500 1,568,294 1,661,037 5.91%
Fire Department - Expenditures by Business Unit
Fire Department - Expenditures by Object Code
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; 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
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, and an
Economic Development Coordinator. 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 assists with the administration of the Zoning Code. This person is also responsible for
reviewing permit applications for compliance with the Zoning Code and city approvals and assisting with
the development of programs and policies that forward the City’s strategic priorities. Together with the
City Planner, they are responsible for responding to inquiries from residents, contractors, and developers
related to planning, redevelopment, and zoning.
The Business and Workforce Development Specialist forwards the City’s Strategic Priority of Resident
Economic Stability and Targeted Redevelopment by providing program management, research, technical
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.
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 2020-2021 include:
o Completing the Opportunity Site Master Plan
o Completing an Opportunity Site regulatory framework to implement the Master Plan
o Completing a housing policy plan to implement the housing goals within the Master
Plan
o Amending TIF District 7 to encompass the entire Opportunity Site area
o Initiating a development within the Opportunity Site area
o Implementing a public market/business incubator within the Opportunity Site area
Redevelopment of EDA-owned Properties
The desired outcome is to identify property to acquire and dispose of in order to facilitate
development that forwards the City’s strategic priorities.
The initiatives include:
o Identifying EDA-owned properties to strategically position for resale
o Market EDA-owned properties to attract development opportunity that forwards the
City’s strategic priorities.
o Respond to the market as needed to respond to interest in EDA-owned properties.
o Develop tools to reduce barriers for developers and investors to access EDA-owned
property and repurpose it.
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.
Resident Economic Stability
Job Pathways
Develop partnerships with outside agencies, educational institutions, and training centers to connect
residents with access to job training, skills, and higher education that will result in improved
employment and wage outcomes.
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 programs 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. We will invest in and create a
business incubator/public market as part of an initial development on the Opportunity Site to provide
affordable commercial space for local businesses. We will identify a use and implement programming
for the shell space adjacent to the municipal liquor store that serves local entrepreneur needs.
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. We will identify redevelopment opportunities
that advance the creation of livable wage and skilled jobs, while emphasizing and encouraging local
hiring practices.
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.
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 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.
Staffing Levels:
Positions 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 - 1 1
Housing and Community Standards Supervisor 1 1 1
Economic Development Coordinator 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 (1-PT) 0.75 0.25 0.25
BrookLynk Interns (2-PT) 0.1 0.1 0.1
Seasonal Technicians (1-PT) 0.3 0.3 0.15
Contract Electrical Inspections - - -
Contract Construction Specialty Inspections - - -
Planning and Economic Development Intern .3 - -
Total 13.2 13.9 13.75
*Notes regarding staffing levels are as follows:
Elimination of Community Development Intern
Elimination of one seasonal code enforcement intern
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 Operating on PIMS Software
Implement IMS Software – track plan
review and permit issuance timing to
set baseline goals
One-Time Objectives:
Opportunity Site – Phase I Not yet completed Phase I of the Opportunity Site under
construction
Establishment of a business
incentive/development
program
Created Forgivable Loan
Program
Develop and implement a business
incentive/development program based
on identified business priority needs.
Brooklyn Boulevard
Corridor Underway Complete land use study and establish
rezoning for Brooklyn Boulevard
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
41910 - PLANNING AND ZONING 182,174$ 222,011$ 161,554$ 287,086$ 270,547$ -5.76%
42420 - BUILDING AND COMMUNITY STANDARDS 1,061,114 1,193,579 676,081 1,209,316 1,263,325 4.47%
46320 - COMMUNITY DEVELOPMENT ADMIN 197,797 207,467 169,706 263,121 267,409 1.63%
TOTAL COMMUNITY DEVELOPMENT 1,441,085 1,623,057 1,007,341 1,759,523 1,801,281 2.37%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 1,148,963$ 1,315,581$ 833,121$ 1,460,029$ 1,551,510$ 6.27%
SUPPLIES 21,097 34,863 7,226 20,925 16,500 -21.15%
SERVICES & OTHER CHARGES 240,879 245,169 153,083 222,178 198,490 -10.66%
CENTRAL GARAGE CHARGES 30,146 27,444 13,911 30,891 34,781 12.59%
CAPITAL OUTLAY - - - 25,500 - -100.00%
TOTAL 1,441,085 1,623,057 1,007,341 1,759,523 1,801,281 2.37%
Community Development Department - Expenditures by Business Unit
Community Development Department - Expenditures by Object Code
2021 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 Phase 2 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 Impact Statement (EIS) 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. The project may be delayed to 2025.
CIP Funding
In 2021 we will implement the 28th 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
Positions FTEs 2020 2021 2022
Director of Public Works (43110)
City Engineer (43110)
Deputy Director of Public Works (43220)
Assistant City Engineer (43110)
Project Engineer (43110)
Principal Engineer (43110)
1
1
1
1
-
1
1
1
1
1
-
1
1
1
1
1
-
1
Supervisor of Streets and Parks (45201)
Engineering Technician 4 (43110)
Administrative Assistant (43110)
Engineering Technician 3 (43110)
Administrative Technician (43220)
Maintenance II (4-43220, 2-43221, 7-45201 and
1-45204)
Part Time/Summer Temporary Employees (8-
43220, 6-45201)
Engineering Aid/Intern (43110)
TOTAL
1
1
1
2
1
14
3.3
0.3
28.6
1
1
1
2
1
14
3.3
0.3
28.6
1
1
1
2
1
14
3.3
0.3
28.6
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.
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
2.2 miles (3.9%)
17.0 miles (16.6%)
39.0 miles (30.0%)
46.6 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
1.9 days
< 4 days
Streetscape maintenance cost per mile $14,500/mile $15,000 to
$20,000/mile
Average snow plowing response time per event 4.8 hours 10 hours
*2019 data
Capital Outlay and Other Initiatives with Significant Budget Impact
2021
Engineering – None
Street Maintenance – None
Traffic Control – None
Park Maintenance – Fill vacant Maintenance II Position, New Trailer ($7,000)
Forestry - None
2022
Engineering – None
Street Maintenance – None
Traffic Control – None
Park Maintenance – None
Forestry - None
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
43110 - ENGINEERING 872,422$ 976,784$ 682,273$ 1,080,500$ 1,112,931$ 3.00%
43220 - STREET MAINTENANCE 1,529,071 1,553,527 793,643 1,535,762 1,428,139 -7.01%
43221 - TRAFFIC CONTROL 238,496 213,404 123,787 214,033 223,947 4.63%
45201 - PARK FACILITIES 1,084,661 1,094,634 652,665 1,226,677 1,311,898 6.95%
45204 - FORESTRY 92,000 102,844 69,603 130,098 142,724 9.70%
TOTAL PUBLIC WORKS 3,816,650 3,941,193 2,321,971 4,187,070 4,219,639 0.78%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 2,397,575$ 2,459,031$ 1,622,257$ 2,705,294$ 2,654,111$ -1.89%
SUPPLIES 236,454 266,294 111,889 236,030 249,765 5.82%
SERVICES & OTHER CHARGES 442,468 477,883 181,982 522,060 467,730 -10.41%
CENTRAL GARAGE CHARGES 740,153 727,364 405,843 723,686 841,033 16.22%
CAPITAL OUTLAY - 10,621 - - 7,000 100.00%
TOTAL 3,816,650 3,941,193 2,321,971 4,187,070 4,219,639 0.78%
Public Works Department - Expenditures by Business Unit
Public Works Department - Expenditures by Object Code
2021 Brooklyn Center Department Budget Narrative by Fund
Department Name: Community Activities, Recreation & Services
Division Mission and Values:
To foster a safe and healthy community and enrich the quality of life for all.
Values
• Inclusion (All People)
• Equity
• Quality
• Innovative
• Adaptable
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
Develop a division hosting programs in the areas of holistic health, youth engagement and
empowerment, beautification and public art and multi-cultural programming
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 FTEs 2019 2020 2021
CARS Director 1
1
1
CARS Admin Assistant
Recreation Receptionist
Recreation Program Supervisor
Maintenance Custodian
Part-time Staff (70 – PT Staff)
1
1
4
3
13
1
1
4
3
13
1
1
4
3
12.5
Recreation Coordinator 2
Total 23 23 24.5
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.
Health and Social Development
o This is a newly formed division, which includes health programs, youth engagement and
empowerment, beautification and public art program, BC Community Food Collective, and
multi-cultural programming.
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. Improve the cultural competency within customer service for all department functions.
a. Establish cultural competency training, practice and evaluation measures
b. Assess and modify building design and operations practices through a multi-cultural lens
2. Enhanced marketing efforts (internal/external) for all divisions.
a. Increased and diversify social media presence
b. Develop inclusionary baseline analytics for marketing reach, engagement and participation
3. Increase resident participation.
a. Increase the number of residence utilization of the Community Center (establish baseline data)
b. Increase the number of inclusionary participation (i.e., ethnicity, gender, etc.) and utilization of
the Community Center and Recreation Programming (establish baseline data)
4. Create or increase youth engagement (i.e. Park Board and program volunteering) participation rate
(establish baseline data)
a. Develop youth engagement, heath and empowerment strategy
5. Develop a division of Health and Social Development
a. Host and lead in the implementation Beautification and Public Art Program
b. Develop a holistic health strategy for the department and organization
c. Develop and staff a Multi-Cultural Commission
Annual Operating Goal Performance Measures:
Performance Objectives
Description of Performance Measure Performance Levels
*Actual Value Target Value
Number of Program Registrations and
Memberships
7,877 (to be updated) 8,000
Number of BC Households Utilizing the Parks or
Participating in Programs located at the Parks
35% (2017) 45% (Next Community
Survey 2021)
Membership and Participants ethnic and gender
makeup reflect their proportional makeup within
the City’s total population
TBD TBD
Customer Satisfaction Ratings (good, excellent) 98% (2017) 99% (Next Community
Survey 2021)
How many minutes per week do residents
engage in physical health activities
60 MINUTES OR
LESS...27%
61 TO 90 MINUTES...24%
91 TO 12O MINUTES...20%
MORE THAN 120
MINUTES...29%
60 MINUTES OR
LESS...15%
61 TO 90
MINUTES...20%
91 TO 12O
MINUTES...35%
MORE THAN 120
MINUTES...30%
How many minutes per week do residents
engage in mental activities
60 MINUTES OR
LESS...TBD
61 TO 90 MINUTES...TBD
91 TO 12O
MINUTES...TBD
MORE THAN 120
MINUTES...TBD
60 MINUTES OR
LESS...TBD
61 TO 90
MINUTES...TBD
91 TO 12O
MINUTES...TBD
MORE THAN 120
MINUTES...TBD
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
$ 75,000 Misc. carpet/paint within departments and PD (All common areas in facilities
completed)
$25,500 Replace City Hall humidification unit
$12,000 Annual maintenance shut down supplies (Community Center)
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
45010 - ADMINISTRATION 250,946$ 260,088$ 189,584$ 258,903$ 267,263$ 3.23%
45110 - REC ADMINISTRATION 520,245 487,132 260,531 556,806 562,663 1.05%
45111 - ADULT RECREATION 143,285 136,469 42,654 175,923 147,912 -15.92%
45112 - TEEN PROGRAMS - - - 10,325 10,343 0.17%
45113 - YOUTH PROGRAMS 98,875 113,894 14,483 147,277 147,488 0.14%
45119 - GENERAL REC 54,981 62,122 25,696 65,539 65,557 0.03%
45122 - COMMUNITY CENTER 178,803 240,214 104,971 279,181 246,240 -11.80%
45124 - POOL 337,209 342,265 129,722 392,570 385,732 -1.74%
TOTAL CARS 1,584,344 1,642,184 767,641 1,886,524 1,833,198 -2.83%
2020
2018 2019 August 2020 2021
Object Code / Description Actual Actual YTD Budget Budget Change
PERSONAL SERVICES 1,122,981$ 1,167,091$ 589,576$ 1,297,906$ 1,327,294$ 2.26%
SUPPLIES 61,396 82,435 28,647 97,900 87,000 -11.13%
SERVICES & OTHER CHARGES 394,385 387,056 146,367 485,555 412,100 -15.13%
CENTRAL GARAGE CHARGES 5,582 5,602 3,051 5,163 6,804 31.78%
TOTAL 1,584,344 1,642,184 767,641 1,886,524 1,833,198 -2.83%
CARS Department - Expenditures by Business Unit
CARS Department - Expenditures by Object Code
C ouncil/C ommissions J oint M eeng
DAT E:9/8/2020
TO :C ity C ouncil
F R O M:C urt Boganey, City Manager
T H R O U G H :N/A
BY:
S U B J E C T:Budget Review by Council P riority - M ul,-D is ciplinary
B ackground:
Joint M ee,ngs to D epartment Budgets have been s cheduled for Tuesday S eptember 8th, Tuesday
S eptember 15th and F riday S eptember 18th, 2020,
Each mee,ng we w ill pres ent D epartmental Bas e Budgets and we w ill also present s upplemental budgets to
fund mul,-dis ciplinary approaches to A chieve Council P riori,es .
At the first mee,ng S eptember 8th we w ill review D epartment Budgets for City Council, A dministra,on,
F is cal S ervices. and F ire and Emergency P reparedness.
We w ill also review G eneral F und s upplemental Budgets in the follow ing C ouncil P riority A reas: I nnova,on,
Equitable S pending, Council L eaders hip and Equitable O pera,ons .
At mee,ng 2 w e plan to review Community D evelopment and C A RS budgets along w ith Council P riori,es ;
Economic S tability of res idents, Beau,fica,on and C leanliness, P ublic H ealth and Economic S tability for
Busines s es in the G eneral F und only.
The 3rd mee,ng is planned to include The D epartments of P ublic Works and Police with C ouncil P riori,es;
A ccountability, Transparency, P res erva,on of the Environment and Engagement.
AT TA C H M E N TS :
D escrip,on U pload D ate Type
C ouncil P riori,es U pdated 9/8/2020 Backup M aterial
1 | P a g e
SUPPLEMENTAL BUDGET TO ADVANCE COUNCIL PRIORITIES
Accountability-Policing Activities
We live in time of social unrest and heightened public concern and tension about the history and
the general role of police and local communities. Given the history of distrust and strained
relationship that exists between significant segments of the community and the police, it is
critical that the Council is able to demonstrate to the entire public that police in Brooklyn Center
serve with fairness, dignity and respect for all without equivocation. To that end the 2021-22
budget will reflect the following goals:
Expand Community Engagement working collaboratively with Engagement Division and
others to assure the voice of the community integral to policy making, ongoing-report
annually.
Improve MAC effectiveness and value using feedback from MAC members the
community and Council. Report annually.
Regular reporting of critical information and data to the City Council and to the
Community at large, not less than semi-annually.
Consider establishment of a Civilian Review Board by December 31, 2020 Estimated
Costs: $10,000 General Fund.
Continually update and expand on the implementation of Policing policies and practices
consistent with 21st Century Policing Standards. Ongoing- report annually.
Update Policing policies consistent with State of Minnesota police reform laws, ongoing-
report annually.
Update Policing policies consistent with State Attorney General Report on preventing
excessive use of force as approved by the City Council by December 31, 2020.
Beautification and Cleanliness-Community
We will put into effect new programs and approaches designed to reduce litter, improve
cleanliness promote beauty throughout the community with an initial focus in commercial
neighborhoods. To that end the 2021-22 budget will reflect the following goals:
Develop and Implement new programs and policies that measure and reduce litter by
50% within 24 months. Report Annually.
o Allocate Code Enforcement Inspector to focus exclusively on commercial –
(Code Enforcement Inspector, transition supervised by Building and Community
Standards Supervisor – Will require the vacant Building Inspector position to be
filled with a person who can provide backfill support for residential code
enforcement)
o Explore and implement if appropriate, a program to incentivize businesses to
invest in beautification strategies (EDA budget - $50,000) Report by March 31,
2021.
2 | P a g e
Develop and Implement new programs with performance measures to beautify Brooklyn
Center. Report March 31, 2021.
o Public Campaign
o Organize Volunteers
Potential program strategies include:
o Public Art to help create a sense of pride in the area
o Partnering with businesses to develop hired personnel and equipment to service
the business areas, as well as, serving as business area ambassadors
o Neighborhood clean-up programs
o Landscaping education and awards program
o Enforcement of ordinances
Develop sustainable funding program to support ongoing Cleanliness and Beautification
Efforts. (Estimated Total Costs $50-$75,000-$25,000 General Fund.
Economic Stability-Businesses
We will continue and expand upon existing programs to support the growth and development
local business, particularly small and immigrant owned business. To that end the 2021-22
budget will reflect the following goals:
Complete assessment of local business needs
o Engage with local non-profits and business community to implement business
need survey (EDA budget - $25,000 )
o Identify service gaps for local entrepreneurs, develop solutions, and identify
resources, with the goal of reducing local government barriers to business
success.
Implement and expand offerings needed by local business and entrepreneurs
o Funding
Fund revolving loan program (EDA Budget - $100,000)
Explore contract to provide small business loan program (EDA Budget -
$50,000)
o Technical Assistance
Explore expanding technical assistance access through public market
and/or space adjacent to liquor store (EDA budget - $50,000)
Strengthen partnerships with local resource providers and outside agencies
and resource centers to connect existing local and start-up businesses with
resources, training, and financing.
o Ombudsman services
Create new business resource website (EDA Budget) Coordinate with
Communications Department on Website update and Econ. Dev.
Coordinator)
Promote a stable environment
o Provide bricks and mortar opportunities for local businesses
3 | P a g e
Invest in and create a business incubator/public market as part of an initial
development on the Opportunity Site to provide affordable commercial
space for local businesses. (EDA Budget)
Identify a use and implement programming for the shell space adjacent to
the municipal liquor store in order to serve local entrepreneur and small
business needs. (EDA Budget)
Explore the feasibility and appropriateness of creating additional
affordable commercial space for local businesses as EDA-owned
properties redevelop. (EDA Budget)
Economic Stability-Residents
We will continue to promote and support collaborative efforts with education, business and other
governments to provide for economic stability and the elimination of economic racial disparities
within our community. To that end the 2021-22 budget will reflect the following goals:
Formalize and expand local hiring goals and implementation plan
o Support Administration Department to connect residents with pathways to jobs
working for the City (EDA Budget) (Dev. Coordinator and CD Director)
Formalize and implement local purchasing goals
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (EDA Budget - $5,000 for consulting
services - Econ. Dev. Coordinator)
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
o Work with Finance Department to implement a local procurement policy (Econ.
Dev. Coordinator)
o Create a local procurement/vender list for internal local hiring as well as
contracting for new development (Econ. Dev. Coordinator)
Website Add-on to allow businesses to self-enter (EDA Budget - $5,000
for website plug-in)
Explore business licensing requirement to maintain more accurate local
business list (EDA budget – $5,000 for legal and IMS fees – Associate
Planner) and City Clerk Estimated Costs: $5,000 General Fund.
Develop Disadvantaged Business Enterprise Program
o Identify and implement program for certifying local businesses as DBEs (Include
in EDA Budget - $10,000 – Econ. Dev. Coordinator)
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (EDA Budget - $5,000 for consulting
services - Econ. Dev. Coordinator)
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
o Promote home ownership and other wealth building programs among historically
low wealth communities
o CDBG funds to support down payment assistance program (Deputy CD Director)
4 | P a g e
Market program widely amongst rental community
Review eligibility and program parameters to decrease barriers of entry
o Explore financial literacy partnership to provide classes for residents (Associate
Planner)
Promote housing stability for all communities
o Rental Assistance (CD Director)
Partner with Hennepin County and CEAP to market emergency rental
assistance to landlords and tenants
o Mortgage Assistance (CD Director)
Collaborate with County and MN Homeownership Network to provide
emergency mortgage assistance.
o Conduct a Housing Policy Implementation Study and develop a Housing Policy
Action Plan (EDA Budget - $100,000 – CD Director), which will examine the
City’s housing policies and ordinances with the goal of:
Expanding tenant protections
Preserving existing affordable housing
Complete examination of the City’s policies around the creation of new,
legally-binding, affordable housing units
o Work with City Attorney to develop a collection of policies/ordinances under the
umbrella of tenant protections (Deputy CD Director)
o Adopt NOAH Preservation Program (Include in TIF 3 Housing fund - $150,000 –
Deputy CD Director)
Promote and facilitate food security for residents
o Support Community and Recreation Services with implementing BC Community
Food Collaborative by providing capital funds for construction greenhouse (EDA
budget - $110,000 – CD Director)
o Partner with local food shelf providers to identify barriers to health food access
and investing in sustainable community-wide food production and distribution
(CD Director)
Collaborate with educational institutions to provide skills development for Brooklyn
Center residents (Econ. Dev. Coordinator)
o Assess current landscape on what resources are available for residents in regards
to job training and pathways to high income jobs (Associate Planner)
o Identify organizations to partner with to provide access and resources to residents
(Associate Planner)
o Develop formal partnerships with outside agencies, educational institutions, and
training centers to connect residents with access to job training, skills, and higher
education that will result in improved employment and wage outcomes (Econ.
Dev. Coordinator)
Promote Private Job Creation and Local Hiring
o Explore Local Hiring/DBE contractor policy to include as part of Business
Subsidy Policy for new development (EDA Budget - $5,000 for consulting
services - Econ. Dev. Coordinator)
5 | P a g e
Identify monitoring/enforcement process (Econ. Dev. Coordinator)
o Identify redevelopment opportunities that advance the creation of livable wage
and skilled jobs, while emphasizing and encouraging local hiring practices. (CD
Director)
o Strengthen the City’s relationships with existing businesses by continuing to
develop a Business Retention and Expansion Program to identify existing
businesses’ needs. (Econ. Dev. Coordinator)
Neighborhood engagement liaisons are intended to engage residents in their
neighborhoods, and create opportunity for underemployed and unemployed residents to
increase their earning potential
o
Adopt Equitable Development Scorecard by 12/31/20 (CD Director)
o Planned to be incorporated as part of Opportunity Site Master Plan
Implement Equitable Development Scorecard process (City Planner)
The BC Community Grants Program is designed to invest in economically in residents to
utilize skills and capacity to the benefit of other residents. ($30,000 CARES ACT
funding /Estimated Costs: $30,000 General Fund.
Emergency Response Plan-City Government
The current Pandemic Emergency Response Plan has not been reviewed since it was adopted.
Based on the current implementation it appears there may be a need to update and or clarify
some requirements. . To that end the 2021-22 budget will reflect the following goals:
o Review and update plan as appropriate by June 30, 2021.
Engagement-Enterprise Wide
We will assure that our diverse and multi-faceted communities are consistently engaged as
appropriate for the development of all City programs and policies. Engagement will be inclusive
and authentic. It will be understood as essential to the development of quality programs and
equitable policy. To that end the 2021-22 budget will reflect the following goals:
Develop and implement consistent enterprise wide policy and practice plan for
community engagement to include accountability and reporting measures.
Provide necessary tools and equipment to expand and improve engagement efforts
Expanded staffing to effectively implements engagement
Increase family oriented events such as “drive-in-movies”, rec-on-the-go and family
recreational programming. Expansion of these activities requires additional
rental/equipment Estimated Costs: $15,000 General Fund Addition.
Development of “Health-on-the-go” modeled off “rec-on-the-go” as a means of engaging
residents where they are and in their neighborhoods. This strategy is intended to reduce
barriers to participation (i.e., cultural government intimidation or relations, transportation,
sense of safety in neighborhood for youth, and time efficiency for residents working
6 | P a g e
multiple jobs). Estimated Costs: ($100,000 CARES fund) ongoing Estimated Costs:
$25,000 General Fund.
Youth in Government provides an opportunity for BrookLynk Interns and other youth to
engage in policy discussions and exposure to elected office.
Equitable City Spending-Enterprise wide
Annually the City government spends tens of millions of public dollars in pursuit of community
goals and to meet the needs of those we serve. It has been demonstrated that the multiplier effect
is meaningfully positive when those resources are expended locally. It has also been established
that some particular business are at a decided disadvantage when it comes to competing for
significant government contracts. To achieve the multiplier benefit of local spending and
eliminate barriers to disadvantaged participating in major city funded projects the 2021-22
budget will reflect the following goals:
Develop and Implement a local and disadvantaged business procurement program with a
focus on organizational change. To be effective the program/policy must include firm
definitions, well-developed goals and key performance indicators, clear tracking and
reporting, in addition to commitment across all departments by December 31, 2021
Work closely with a consultant to develop a comprehensive local and disadvantaged
business procurement program. Identify best practices, tools, and procedures for staff to
follow when procuring goods and services on behalf of the City.
Hire a consultant to review current processes, develop best practices, key performance
indicators, and implement the program. Estimated Costs: $15,000 General Fund.
Equitable Operations-Enterprise Wide
We will assure that all residents, customers and employees are treated with dignity and respect.
We will provide knowledge and skills development necessary to meet the needs of residents,
customer and employee needs in an anti-racist, culturally competent manner. We will foster an
inclusive respectful work environment that values and reflects the diverse communities that we
serve. To that end the 2021-22 budget will reflect the following goals:
Employ an Equity Officer- Establish the Office of Anti-Racism and Equity to provide
leadership for the efforts described in the mission above. Estimated Costs: $50,000
General Fund.
Establish goals and track progress annually
o Review and assess achievement of equity and inclusion goals-report annually
o Modify practices as needed to achieve equity and inclusion goals
Provide cultural competency staff development enterprise-wide
Adopt Racial Equity Score Card by 12/31/20
Implement racial equity score card process
Develop, implement and continue pathway programs focused on creating entry level
opportunities for underrepresented communities
7 | P a g e
o BrooklynLynk - Interns
o Brooklyn Bridge Alliance for Youth
o Police Cadet
o CSO
o Police and Fire Explorer Program
To reactivate the fire explorer program the cost of registration fee and
wages for staff, Estimated Costs: $5,000 General Fund.
o Public Works Pathways –
The current seasonal staffing model is functioning much like a Pathways
program. Of the 29 full time staff at the Maintenance Facility, 13 were
previously seasonal employees, 14 grew up in Brooklyn Center, 11
currently live in Brooklyn Center, 5 recently moved from Brooklyn
Center, 2 are Brooklyn Park residents and 1 is a New Hope resident.
In addition to the seasonal pathway we will develop pathways that assure
permanent full time positions opportunities exist that reflect residency,
cultural and ethnic diversity by December 31, 202. Estimated Costs:
$25,000 General Fund
Anti-racism policies and practices
o Review all policies to identify racially based inequitable results by March 2021
o Develop responses to eliminate racially based inequities July 31, 2021
o Resolve the policy questions related to the association of the Earl Brown name
with public facilities, events and properties by December 31, 2020
PT Employee benefit accruals
o $16 dollar livable wage minimum – To reach the State Livable Wage Standard for
all part and full-time employees in 2021 the exception of probationary fire
fighters, $100,000 General Fund. This amount has been provided in the base
budget.
Establish $16 dollar livable wage minimum January 1, 2021
Entry fees to recreational programs significantly reduced to maximize accessibility by all
residents.
Expanded hours of operation at the Community Center implemented in order to increase
resident accessibility particularly on before work and on the weekends. Estimated Costs:
$20,748 General Fund.
Explore providing opportunities to engage youth in City policy making serving as a
member of City Advisory Boards (Coordinated by BBA) Estimated Costs: $10,000
General Fund by March 31, 2021.
Innovation-Enterprise Wide
We will respond to challenges in a way that is most effective by learning and using creative and
innovative approaches. To will equip staff with the necessary tools and development along with
8 | P a g e
the support needed to try new approaches without fear. To that end the 2021-22 budget will
reflect the following goals:
Encourage risk taking
Provided training and opportunities to practice innovation
Expanded Virtual Offerings
Promote Private Job Creation and Local Hiring
Piloting and evaluating innovation projects (BBA Youth Evaluation Contract $10,000
CARES funded)
Public Health-Community
Without health and wellness individuals and communities are unable to grow or thrive; therefore
health and wellness is the most important condition within a community. To that end the 2021-
22 budget will reflect the following goals:
Develop a Public Health Model through which we assess the impact of government
policy and practices through a Public Health Lens (to include strategy of health, youth
development, beautification and community multi-cultural development with 1 full and 2
part time employee with program fund at $175,000. Estimated Costs: $125,000 General
Fund. Some cost identified with other priorities)
Finalized and Implement Youth Violence Crime Prevention Strategy based on Cities
United Model
o This would provide new programming and would require a PT coordinator to lead
the program. Estimated Costs: $30,000 General Fund would be required for that
position. Other costs could be met by the current budget.
Complete a Brooklyn Center Public Health Assessment that will all the City to prioritize
future public health goals and efforts
Provide introductory Public Health training enterprise wide to familiarize staff with the
concepts and practices associated with viewing public policies and practices through a
Public Health Lens
Implementation of tobacco use reduction strategies
Develop and Implement Mobile Public Health Pilot (Health-on-the-Go) Estimated Costs:
$25,000 General Fund.
Community Wellness and Prevention Measures Enterprise Wide
Collaborate with Hennepin County Public Health improve outcomes for BC residents
Designate a local Public Health Official
Development and Implement BC Community Food Collective which will create
production and distribution health food to residents ( Current $115 EDA/ $25,000
ongoing)
City lead staff join local health collaborative lead by BCCS health clinic
Activate use of the City mental-health hotline and access to multi-cultural health
association crisis agreement. $20,000 General Fund.
9 | P a g e
Imbed social worker in Police Department to inform decisions and responses to crisis and
chronic conditions in the community.
o This position has been proposed within the current base police budget and
$60,000 was the City’s portion of a 60/40 split with Hennepin County.
Community Wellness and Prevention Measures Enterprise Wide
o We currently offer many community health option through our FD Public
education programs. Although they have been cut back significantly during
COVID. Unless asked to expand there should be no new budget dollars needed.
Collaborate with Hennepin County Public Health improve outcomes for BC residents
o Consider designating a local Public Health Official
Leadership Role-City Council
We will assure that the City Council Budget is sufficiently funded to assure that the Council is
able to effective fulfill its duties of policy development, management oversight to include:
Strategic Planning
Education and Training
External Policy Analysis
Team Building
$20,000 General Fund
Transparency-Enterprise wide
We believe transparency is essential to building trust and trust of the government is critical in a
democracy where shared responsibility is required. Therefore, we will promote and provide
maximum opportunities to share any and all public information for the benefit of the community
and to inform governance. To that end the 2021-22 budget will reflect the following goals:
Identify opportunities to maximize the sharing of meaningful information as expressed by
the community and the Council.
Expand public reporting throughout the enterprise to include;
o Police Activities
Use of Force
Discretionary Stops
Citizen Complaints
Others
o City Spending
o Budget Results
Consider implementation of new software such as ClearGov Insights.
Designed to make local government decision-making and activity crystal-
clear to residents. Whether it’s financials, capital projects, or the
performance of our individual departments
10 | P a g e
The program will make data easy for every resident to understand. It is
easy to use and has many useful tools which assist in presenting
information in multiple ways.
$10,000 General Fund.
Preservation and Protection-Natural Environment
We have a stewardship responsibility for the natural resources of the community and an
obligation to preserve the environment for productive use by future generations. . To that end
the 2021-22 budget will reflect the following goals:
Achieve LMC Green Step Level Five Status within three years. $10,000 General Fund.
Tax Burden Relief
We will remain conscious of the fact that many residents and business of Brooklyn Center
continue to suffer economically resulting from the current pandemic and that historically,
average wealth and income levels of our residents remain low relative to the metropolitan
region. As result will carefully manage the fiscal affairs of the City to keep the cost of
government efficient and cost effective. To that end the 2021-22 budget will reflect the following
goals:
Minimize Increase in tax and fee burden
o Continue to identify additional revenue opportunities and possible expenditure
reductions with an emphasis on high quality service which meets resident and
business needs.
Modify special assessment methods to improve affordability
Review fees charged as they relate to the cost of services through an equity lens
o Continue to evaluate charges for services to ensure they only cover the cost of the
service provided.
Provide economic support to assure equitable access to discretionary services
Review all charges for government services to mitigate inequitable results
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Table of Supplemental General Fund Proposed Appropriations
Accountability-Policing Activities
Activity Department Supplemental
Expenditure
Civilian Review Board Police $ 10,000*
Beautification and Cleanliness-Community
Sustainable Ongoing Efforts CARS/Public Health $25,000
Economic Stability-Businesses
Business Licensing Upgrade City Clerk $5,000*
Economic Stability-Residents
Community Grants Community Development $30,000
Engagement-Enterprise Wide
Expand Family Oriented Offerings CARS/Public Health $15,000
Equitable Operations-Enterprise Wide
Office of Anti-Racism and Equity Administration $50,000*
Pathway Opportunities-Explorers Fire $5,000
Pathway Opportunities- Public Works Public Works $20,000
Community Center Expanded Operations CARS/Public Health $21,000
Youth Advisory Board Administration $10,000
Public Health-Community
Implement Public Health Mission CARS/Public Health $125,000
Cities United Model CARS/Public Health $30,000
Mobile Health System CARS/Public Health $25,000
Activate Mental Health Support CARS/Public Health $20,000
Leadership Role-City Council
Policy and Oversight Contractual Services City Council $20,000
Transparency-Enterprise Wide
Software Administration $10,000
Preservation and Protection-Natural Environment
Green Steps Level Five Public Works $10,000
Total General Fund Budget Supplement $431,000
Recent modifications from initial preliminary budget
C ouncil/C ommissions J oint M eeng
DAT E:9/8/2020
TO :C ity C ouncil
F R O M:C urt Boganey, City Manager
T H R O U G H :N/A
BY:
S U B J E C T:U pcoming Budget M ee)ngs :
B ackground: