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HomeMy WebLinkAbout2020 09-28 CCPCouncil Study Session 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 by calling 1-312-535-8110 A ccess Code: 133 316 6939 S eptember 28, 2020 AGE NDA 1.City Council Discussion of Agenda Items and Questions - 6 p.m. 2.M iscellaneous 3.Discussion of Work S ession Agenda Item as T ime P ermits 4.Adjourn C IT Y C O UNC IL M E E T I NG 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 by calling 1-312-535-8110 A ccess Code: 133 316 6939 S eptember 28, 2020 AGE NDA Meeting Mute Testing: The host will place all attendees on mute and ask that all attendees unmute themselves before starting the meeting. 1.Informal Open Forum with City Council - 6:45 p.m. Provides an opportunity for the public to address the C ounc il on items which are not on the agenda. Open Forum will be limited to 15 minutes, it is not televised, and it may not be used to make personal attacks, to air personality grievances, to make political endorsements, or for political campaign purposes. Council Members will not enter into a dialogue with presenter. Questions from the C ounc il will be for c larific ation only. Open Forum will not be used as a time for problem solving or reacting to the c omments made but, rather, for hearing the presenter for informational purposes only. I will first c all on those who notified the Clerk that they would like to speak during open forum, and then I will ask if any one else c onnected to this meeting would like to speak. W hen I do, please indicate y our name and then proc eed when I call on you. Please be sure to state your name and address before speaking. 2.Invocation - 7 p.m. - Graves 3.Call to Order Regular Business M eeting This meeting is being conduc ted electronic ally under Minnesota Statutes, section 13D .021 due to the pandemic. For those who are connec ted to this meeting, please keep your microphone muted. I f there is an opportunity for public c omment, y ou may unmute and speak when called upon. Please do not talk over others and any one being disruptive may to ejec ted from the meeting. The packet for this meeting is on the City's website, whic h is linked on the calendar or can be found on "City Council" page. 4.Roll Call 5.P ledge of Allegiance 6.Approval of Agenda and Consent Agenda The following items are c onsidered to be routine by the C ity Council and will be enac ted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the c onsent agenda and considered at the end of Council Consideration I tems. a.Approval of Minutes - Motion to approve minutes for the following meetings: September 2, 2020 Joint Work Session September 8, 2020 Joint Work Session September 14, 2020 Study Session September 14, 2020 Regular Session September 14, 2020 Work Session b.Approval of L icenses - Motion to approve licenses as presented. c.Resolution A ppointing E lection J udges for the 2020 Presidential General Election - Approve a resolution appointing election judges for the upcoming Presidential General Election d.Amend Council Meeting Calendar - Motion to approve the amended City Council meeting calendar e.Resolution A ccepting F easibility Report and Calling for an I mprovement Public Hearing for I mprovement P roject Nos. 2021-01, 02, 03 and 04, Grandview S outh A rea S treet, S torm Drainage and Utility I mprovements - Motion to approve a resolution accepting feasibility report and calling for an improvement public hearing for Improvement Project Nos. 2021-01, 02, 03 and 04, Grandview South Area Street, Storm Drainage and Utility Improvements. f.Resolution A pproving E stablishment of the B rooklyn Center E mergency Assistance for Direct S upport Services Program - Motion to approve a resolution approving establishment of the Brooklyn Center Emergency Assistance for Direct Support Services Program g.Resolution Providing for the Competitive Negotiated S ale of $5,005,000 General Obligation I mprovement and Utility Revenue Bonds, Series 2020A Requested Council Action: - Motion to approve resolution setting the date of the sale of $5,005,000 General Obligation Improvement and Utility Revenue Bonds, Series 2020A to finance the construction of Grandview Park Area North Improvements and Water Tower #1 Painting for October 26, 2020. 7.P resentations/Proclamations/Recognitions/Donations 8.P ublic Hearings The public hearing on this matter is now open. I will first call on those who notified the Clerk that they would like to speak to this matter, then I will ask if anyone else on this meeting would like to speak during this hearing. W hen I do, please indic ate your name and then proceed when I call on you. Please be sure to state your name and address before speaking. a.Ordinance 2020-05 A mending Chapter 4 of the City Code of Ordinances Regarding Water Conservation Restrictions (second reading) - Motion to open the public hearing, accept testimony, motion to close the public hearing and motion to approve the Second Reading of an Ordinance 2020-05 Amending Chapter 4 of the City Code of Ordinances Regarding Water Conservation Restrictions. -Motion to approve a resolution for a summary publication of Ordinance 2020-05. 9.P lanning Commission Items a.Resolution Regarding Recommended Disposition of Planning Commission Application No. 2020-008 Submitted by E ducational P roperties I I , I nc Requesting P reliminary and F inal Plat A pproval for Nompeng Addition (6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North) - Motion to adopt a resolution approving Planning Commission Application No. 2020-008 for the preliminary and final plat of Nompeng Addition (located at 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North), based on the findings of fact and submitted documentation, as amended by the conditions of approval in the resolution. 10.Council Consideration Items a.Preliminary 2021 Property Tax L evy and B udget - It is recommended that the City Council consider approval of two resolutions setting the 2021 preliminary property tax levy and budget: Resolution approving a preliminary tax capacity levy for the General Fund and Debt Service Funds and a market value tax levy for the Housing and Redevelopment Authority for property taxes payable in 2021. Resolution adopting a preliminary budget for the 2021 fiscal year. 11.Council Report 12.Adjournment C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :D r. Reggie Edwards, D eputy C ity M anager BY:Barb S uciu, C ity C lerk S U B J E C T:A pproval of Minutes B ackground: I n accordance with M innesota S tate S tatute 15.17, the official records of all mee5ngs must be documented and approved by the governing body. B udget I ssues: -None. S trategic Priories and Values: O pera5onal Excellence AT TA C H M E N TS : D escrip5on U pload D ate Type S eptember 2 9/21/2020 Backup M aterial S eptember 14 S tudy S es s ion 9/23/2020 Backup M aterial S eptember 14 Council 9/23/2020 Backup M aterial S eptember 14 Work S es s ion 9/23/2020 Backup M aterial S eptember 8 Joint 9/23/2020 Backup M aterial MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL/FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND STATE OF MINNESOTA JOINT WORK SESSION SEPTEMBER 2, 2020 CALL TO ORDER The Brooklyn Center City Council/Financial Commission Joint Work Session was called to order by Mayor Elliott at 6:30 p.m. The meeting was conducted via Webex. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence-Anderson and Dan Ryan. Also present were Financial Commissioner Chair Taneshia Kragness and Financial Commissioners David Dwapu, Taofeek Ishola, and Dean Van Der Werf. Also present were City Manager Curt Boganey, Finance Director Mark Ebensteiner and City Clerk Barb Suciu. APPROVAL OF AGENDA There was a motion by Councilmember Lawrence-Anderson and seconded by Councilmember Ryan to approve the agenda as submitted. The motion passed. PRELIMINARY PROPERTY TAX ESTIMATES Finance Director Mark Ebensteiner provided a review of preliminary property tax estimates and impacts. Mayor Elliott stated Mr. Ebensteiner had stated that City Staff worked with County representatives to understand impacts to the budget. He requested clarification. Mr. Ebensteiner stated, with a proposed 0% levy increase, tax rates decreased from 66.589% to 64.427%. He added, however, this represents a $25 increase in property taxes. He noted City Staff reviewed this more closely to gain an understanding of additional impacts and determined that the fiscal disparities allocation decreased slightly. Mayor Elliott asked whether property tax payment rates are higher than last year. Mr. Ebensteiner stated the tax rate has decreased by 2.126%. He added, however, the fiscal disparities calculation also decreased, and there could be some changes, but it is generally comparable. Mayor Elliott asked whether residents have been able to make payments this year. Mr. Ebensteiner stated the June 2020 settlement was comparable with other years, and there is not a significant number of delinquencies. He added the County allowed an extension and delay in payments until June 2020. Mayor Elliott asked whether the State or County have indicated what the forecast is for collection of tax payments in the foreseeable future. He added there is a lag in data regarding State and Federal support and stimulus programs. Mr. Ebensteiner stated he has asked similar questions in League of Minnesota Cities’ webinars. He added the collection in June 2020 was consistent with other years. He noted he has not received any indication on future collections. 9/2/2020 Page 2 Mr. Boganey stated no definitive information has been provided, but any change in property tax payment behavior would probably happen in 2021. He added residents may have prioritized property tax payments before other financial obligations, as it is a high priority for property owners. Mayor Elliott asked whether taxes must be paid under forbearance. Mr. Boganey confirmed that taxes will still have to be paid. He added there may be forbearance on mortgage payments, but that does not include taxes. Councilmember Ryan stated the good news is also that the Governor and the Department of Economic Development acted quickly to receive funding for lost wages assistance program through FIMA. He added this funding would enable recipients of unemployment insurance to receive additional funds. He noted the program is limited to 6 weeks, but the money will help residents who have suffered employment disruption because of the pandemic. 2021 BUDGET PRIORITIES Mr. Boganey reviewed the City Council’s budget priorities for 2021, including goals and resources to focus on initiatives. He added City Staff put together a list based on City Council feedback and comment regarding 2021 budget priorities and how base budget resources should be used to achieve them. • Accountability related to police activities • Beautification and cleanliness – EDA funding of $50,000 to incentivize businesses and $25,000 from the General Fund for a sustainable annual funding program • Economic stability for businesses – EDA funding of $25,000 to assess of local business needs and conduct a survey to engage local non-profits and the business community; EDA funding of $100,000 to expand the revolving loan fund and $50,000 for the small business loan program as well as $50,000 to expand technical assistance capabilities; use existing resources to create a business resource website • Economic stability for residents – formalize and expand local hiring goals; formalize local purchasing program, including $5,000 in EDA funds to develop a local hiring policy, as part of the City’s business subsidy policy; finalize the local procurement policy and online local business list, and expand business licensing requirements; use existing resources to promote home ownership and wealth-building programs; use of federal funds for rental and mortgage assistance; $100,000 to conduct housing policy study; work with City Attorney to develop a tenant protection Ordinance, and the use of $150,000 to adopt a naturally occurring housing preservation program • Promote and facility food security – BC Community Food Collaborative was recently approved by the City Council to be funded by the EDA; partner with local food shelves; collaborate with educational institutions on skills development 9/2/2020 Page 3 • Promote local job creation and local hiring - utilize neighborhood engagement liaisons for outreach; create opportunities for under-employed and unemployed residents; adopt an equitable development score card and implementation process; BC community grants program approved by the City Council to be continued into 2021, and will require an additional $30,000 from the General Fund • Emergency response plan – to be reviewed and updated for City Council review by June 30, 2020 • Enterprise-wide engagement – this initiative will require $15,000 funding to ensure engagement is understood appropriately and applied consistently across the organization; continue projects in the future; “Health on the go” initiative, funding of $100,000 from CARES funding and $25,000 annual General Fund support • Equitable city spending – formalize and implement a local spending and procurement program policy to ensure that City spending is directed into local businesses, with funding of $15,000 for consultation fees to get the program developed and operational in 2021 • Equitable operations - a full-time position in Human Resources will lead the City’s equity efforts, including a racial equity score card completed by March 2021; to review policies and practices to ensure that current Ordinances do not have a non-justified disparate impact; ensure that City work force is representative of the Brooklyn Center community; look at programs to create pathways to full-time employment with the City of Brooklyn Center; raise part-time employees to a minimum wage of $16.00 per hour, and consider benefits for regular part-time employees, including paid time-off; funding for part-time staff to expand community center hours to be more reflective of the community’s interests and needs; continue with BrookLynk interns and coordinate with Brooklyn Bridge Alliance to include youth to serve on City advisory boards, with City Council approval • Innovation – the City Council has expressed its support of innovative projects, including a potential pilot evaluation process to be funded through CARES funding • Public health – health and wellness issues in Brooklyn Center have become more critical, and City Staff are reviewing how the City can be involved in what has typically been a County responsibility, to supplement the County’s efforts; this includes the CARES-funded “Health on the Go" bus and food collective, which are intended to be operational in 2021, as well as consideration of ways that CARS can become a health and wellness agency, overseeing the City’s efforts in that area, to expand beyond recreation into broader public health issues; and inclusion of an imbedded social worker in the Police Department, to be funded by $60,000 that is already included in the base budget • Transparency – this is a goal that is critical to the City’s efforts in 2021, including online tools and software to increase efficiency in sharing data on the City’s website • Preservation and protection of natural environment – a goal in 2021 is to move the City to Step 5 of the League of Minnesota Cities’ GreenStep Program 9/2/2020 Page 4 Mr. Boganey stated the estimated total for EDA-funded programs is $580,000. He added there are resources available for these initiatives, as the EDA fund has ongoing revenue, TIF funding and reserves. Mr. Boganey stated a 0% general levy increase as discussed would result in an increase of $25 in annual property tax for the median value home in Brooklyn Center. He added the additional general fund programs would require a general levy increase of 2.03%, or an additional $56 in property taxes for the median value home. ADDITIONAL WORK SESSION DATES Mr. Boganey stated three additional work sessions will be required to ensure the budget and levy are ready for City Council consideration and preliminary adoption on September 28, 2020. He added September 8, 2020 is already on the calendar as a special meeting. He noted the budget may be decreased but not increased after September 28, 2020. He requested the City Council’s consideration of dates in September for three work sessions. Councilmember Butler stated she is unavailable on Thursday nights. Councilmember Lawrence-Anderson stated she is not available on September 11, 2020. The City Council agreed on the following dates for upcoming work sessions: September 8, 11 and 15, 2020 with an additional date of September 22, 2020 if needed. Mayor Elliott stated some time should be set aside for larger departments, for instance, Policing and Safety, which has a larger share of the budget. Councilmember Ryan stated three meetings should be sufficient to complete the budget consideration, given the careful preparation by City Staff as indicated by tonight’s presentation. He added he believes this is a budget framework intended to do the most good for the City’s residents in the greatest need, and addresses problems of the City’s image, public confidence in the police, business and community development, and equity. He noted he finds the budget outline to be in line with the City Council’s stated priorities and needs. Mayor Elliott stated he would like to see an allocation for conducting a systemwide study around understanding systemic racism throughout the organization. He added this issue was raised earlier by Councilmember Butler. He stressed the importance of getting assistance from experts in the field to understand where systemic racism might be perpetuated, and how to improve and do better in service to the community. He noted this initiative could cost $70,000-100,000, in partnership with other organizations. He reiterated that this is an imperative issue that must be addressed, and this is an adjustment that he would like to see. Councilmember Graves commended City Staff on putting together a budget that reflects the values and previous discussions of the City Council and Commissioners. She added she has heard that renters are not able to take advantage of incentives to buy a home until after they close on their new home. She asked whether City Staff can confirm that, and whether the City can look into whether 9/2/2020 Page 5 lenders are practicing fair lending practices, as part of the City’s work around equity and transparency. Mr. Boganey agreed to look into those issues. Chair Kragness stated she agrees with the statements made by the City Council with regard to the preliminary budget. ADJOURNMENT There was a motion by Councilmember Ryan and seconded by Commissioner Lawrence-Anderson to adjourn the meeting. The motion passed. The Brooklyn Center City Council/Financial Commission adjourned at 7:37 p.m. 09/14/20 -1- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION SEPTEMBER 14, 2020 CALL TO ORDER The Brooklyn Center City Council met in Study Session called to order by Mayor Mike Elliott at 6:13 p.m. The meeting was conducted via Webex. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence- Anderson, and Dan Ryan. Also present were City Manager Curt Boganey, Director of Public Works Doran Cote, Economic Development Coordinator Jimmy Loyd, City Clerk Barb Suciu, and City Attorney Troy Gilchrist. CITY COUNCIL DISCUSSION OF AGENDA ITEMS AND QUESTIONS Councilmember Graves requested clarification regarding the Resolution on the Consent Agenda regarding rejection of highway sound barriers. Public Works Director Doran Cote stated the City is recommending rejection of sound walls 3 and 12. He added those are the only walls over which the City has the authority to make a recommendation. Councilmember Ryan asked whether local residents could vote for or against the sound walls. City Manager Curt Boganey confirmed this, adding a sufficient number of votes from residents would be required for a noise wall to be installed. He stated he does not believe there are currently a sufficient number of votes to have a north wall installed. Mayor Elliott requested clarification from City Staff on the issue of rejection of highway sound barriers. Mr. Cote stated, as indicated in the staff report, there was a concern that the sound barriers would obscure visibility from streets and driveways in Brooklyn Center, and they would limit snow storage capability, as well as increase the City’s long-term maintenance responsibilities. MISCELLANEOUS Councilmember Lawrence-Anderson thanked Mr. Boganey and Mr. Cote for taking care of the rain gardens along 63rd Avenue, which look wonderful. She expressed her appreciation for their diligence in getting that accomplished quickly. 09/14/20 -2- DRAFT Mayor Elliott asked whether Minnesota Department of Transportation (MnDOT) representatives had joined the meeting for the Highway 252 discussion. Mr. Boganey stated MnDOT staff were informed that the Highway 252 update would be addressed close to the end of the meeting during the Work Session. Mayor Elliott asked whether City residents involved in the Highway 252 Task Force were made aware of this Agenda item. Mr. Boganey stated he is not aware if direct contact was made with the residents. Mayor Elliott stated that residents who have an interest in a particular discussion or project should be informed when there is a meeting agenda item. He noted the Highway 252 Task Force, in particular, should be notified when Highway 252 is a topic for discussion at a City Council meeting. Mr. Boganey agreed to provide notice to the task force. Councilmember Lawrence-Anderson stated there is a meeting conflict on Tuesday, September 15, 2020. She added she plans to join the Housing Commission meeting, at which the Fair Housing Policy will be discussed with attorneys from Kennedy & Graven. She asked whether it would be acceptable if she leaves the Budget Work Session at 7:10 p.m. to join the Housing Commission meeting. Mayor Elliott agreed. Mayor Elliott requested that City Staff ensure that meetings do not overlap. He added all the City Councilmembers serve on different committees and scheduling two meetings on the same night causes conflicts. He noted the City Council may want to take a recess from the Budget Work Session to participate in the Housing Commission meeting. Mr. Boganey stated City Staff will ensure that the Housing Commission meeting is recorded so the City Council can view the discussion. DISCUSSION OF WORK SESSION AGENDA ITEMS AS TIME PERMITS SAC CREDIT POLICY Economic Development Coordinator Jimmy Loyd reviewed the City’s proposed SAC Credit Policy, through which businesses and property owners are able to use credits that have been captured by the City when a property’s sewer access changes. He added credits run with the land. He noted the Sewer Access Charge (SAC) is a one-time fee that the Met Council charges local governments when a property is connected to the regional wastewater system or a business increases their demand for the wastewater system. Mr. Loyd stated, under the proposed policy, the City would provide up to half of a business’ SAC units as an incentive to open or expand their business in Brooklyn Center. He added the program would focus on businesses owned by women; black, indigenous, and person of color (BIPOC) businesses; and locally owned businesses. 09/14/20 -3- DRAFT Mr. Loyd stated City Staff recommends that the City Council/EDA consider adoption of the proposed SAC Credit Policy. Mr. Loyd stated one SAC credit is approximately $2,450, and the fee is paid by the business owner. The fee is paid to the City, and the City pays the Met Council. With leftover SAC credits, the City can support local businesses by offsetting the value of SAC credits as a concession incentive. It is hoped that this program will establish a protocol for helping small businesses in other ways as well. Mr. Loyd stated the City currently has 31.9 credits, or approximately $70,000. Mayor Elliott asked whether the SAC credits are used to offset the costs of providing sewer lines, and for the Met Council to recoup costs of operations. Mr. Loyd confirmed this. Mayor Elliott stated this policy will be a tool that the City can use to help disadvantaged businesses. He added, as he has mentioned in the past, studies have shown that 70% of Minnesota’s future economic growth will come from businesses in its communities of color. He added the City is well-positioned to provide support for those businesses by being intentional using the tools at its disposal. He noted the proposed policy is well-regarded and aligns with the City Council’s objectives. Councilmember Graves stated she remembers that this program was reviewed by the City Council in the past. She added she is excited to move this forward, as it will be a good resource for the City’s small businesses. She noted she is comfortable with the proposal. Councilmember Ryan stated he is in favor of an approval of the direction of this policy recommendation. Mr. Boganey stated, for additional clarification, the sewer access charge that an original owner is required to pay is based on an assumption that the Met Council must build systems that are large enough to serve the region. He added the SAC charge runs with the land, but the credits are used to ensure that the regional system is large enough to serve the entire City of Brooklyn Center, and not a specific location. Mayor Elliott requested these cases should be reviewed by the City Council to ensure that execution of the policy is meeting its intended outcomes and goals. Mayor Elliott stated the City of Oakland recently released their economic development strategy, which includes a focus on entrepreneurship to build wealth in communities of color. He added he recommends that the City of Brooklyn Center consider employing some of the different tools and strategies used in Oakland to achieve its outcomes and goals. ADJOURN STUDY SESSION TO INFORMAL OPEN FORUM WITH CITY COUNCIL Mayor Elliott adjourned the Study Session to Informal Open Forum at 6:47 p.m. RECONVENE STUDY SESSION 09/14/20 -4- DRAFT Mayor Elliott reconvened the Study Session at 6:49 p.m. SAC CREDIT POLICY - continued Mayor Elliott asked whether the City Council had any additional comments or questions regarding the SAC Credit Policy. There were no questions or comments. ADJOURNMENT Mayor Elliott adjourned the Study Session at 6:52 p.m. 09/14/20 -1- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION SEPTEMBER 14, 2020 1. INFORMAL OPEN FORUM WITH CITY COUNCIL CALL TO ORDER INFORMAL OPEN FORUM The Brooklyn Center City Council met in Informal Open Forum called to order by Mayor Mike Elliott at 6:45 p.m. The meeting was conducted via Webex. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence- Anderson, and Dan Ryan. Also present were City Manager Curt Boganey, Community Development Director Meg Beekman, Police Chief Tim Gannon, City Clerk Barb Suciu, and City Attorney Troy Gilchrist. Mayor Mike Elliott opened the meeting for the purpose of Informal Open Forum. No one wished to address the City Council. Mayor Elliott closed the Informal Open Forum. Motion passed unanimously. 2. INVOCATION Councilmember Lawrence-Anderson read the following quote as the Invocation: The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than successes, than what others think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company… a church… a home. The remarkable thing is we have a choice everyday regarding the attitude we will embrace for that day. We cannot change our past… we cannot change the fact that people will act in a certain way. We cannot change the inevitable. 09/14/20 -2- DRAFT The only thing we can do is play on the one string we have, and that is our attitude… I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you… we are in charge of our attitudes. -Charles Swindoll 3. CALL TO ORDER REGULAR BUSINESS MEETING The Brooklyn Center City Council met in Regular Session called to order by Mayor Mike Elliott at 7:00 p.m. 4. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence- Anderson, and Dan Ryan. Also present were City Manager Curt Boganey, Community Development Director Meg Beekman, Police Chief Tim Gannon, City Clerk Barb Suciu, and City Attorney Troy Gilchrist. 5. PLEDGE OF ALLEGIANCE The Pledge of Allegiance was recited. 6. APPROVAL OF AGENDA AND CONSENT AGENDA Councilmember Lawrence-Anderson moved and Councilmember Ryan seconded to approve the Agenda and Consent Agenda, and the following consent items were approved: 6a. APPROVAL OF MINUTES 1. August 14, 2020 – Canvass Primary Election Results 2. August 17, 2020 – Work Session 3. August 24, 2020 – Study Session 4. August 24, 2020 – Regular Session 5. August 24, 2020 – Work Session 6b. LICENSES MECHANICAL Architect Mechanical Inc 2917 Anthony Ln N St Anthony, MN 55418 Pronto Heating & Air Conditioning 7415 Cahill Rd Edina, MN 55439 RENTAL INITIAL (TYPE II – two-year license) 09/14/20 -3- DRAFT 2613 65th Ave N Nicholas Pelle II 6231 Chowen Ave N Cameron Hedlund II RENEWAL (TYPE IV – one-year license) 3813 61st Ave N Dhaneshwarie Himraj 5432 Dupont Ave N Xingming Guan ‐ met mitigation plan RENEWAL (TYPE III – one-year license) 3807 61st Ave N IH3 Property Illinois LP ‐ met requirements 1500 72nd Ave N Mai T Le 6221 Bryant Ave N Mark Edward Johnson ‐ met requirements 7018 France Ave N Brummer Realty LLC ‐ met requirements 6307 Scott Ave N Kin Chew RENEWAL (TYPE II – two-year license) 2001 54th Ave N Ying Que 1706 Amy La Sesan Ogunniran / EE & J Investment 6501 Beard Ave N FYR SFR Borrow LLC ‐ met requirements 6706 Drew Ave N Yang Ognyan Zheng / 6706 Drew Ave LLC 6800 Dupont Ave N Yi Lin / Khai Hong Lim Properties 5808 Fremont Ave N Merlin Properties 7085 Unity Ave N Yanhua Sun / Swendia LLC 7217 Unity Ave N Ghulam Pyarali 6637 Xerxes Pl N Douglas Finch 5931 Zenith Ave N IH3 Property Illinois LP RENEWAL (TYPE I – three-year license) 2824 67th Ln N Molly Collins Stuhr ‐ met requirements 1605 68th Ln N Pervej Shazzaf Ul Alam 5352 72nd Cir Denise Michaelides 6618 Colfax Ave N Chandrawatie Khemraj ‐ missing cpted & cfh cert 5160 Drew Ave N Chen Zhou 6777 Humboldt Ave N Andrey Ryvlin 6319 Indiana Ave N Adegbola Ogundipe / Goodness and Mercy ‐ did not meet requirements 5518 Irving Ave N Tsongna Yang 4201 Lakeside Ave N #212 Judith C Spanberger 4207 Lakeside Ave N #236 Judith C Spanberger ‐ met requirements 4207 Lakeside Ave N #339 Madeline & Nathan Greiner 5312 Queen Ave N Renee Anoje 5400 Sailor LA Infinite Property / Xian Qiang Lin 6c. RESOLUTION NO. 2020-70 REJECTING THE INSTALLATION OF THE PROPOSED NOISE WALLS ALONG BROOKLYN BOULEVARD BETWEEN BASS LAKE ROAD AND INTERSTATE 94 AS PART OF THE 09/14/20 -4- DRAFT BROOKLYN BOULEVARD CORRIDOR PROJECT PHASE 2 IMPROVEMENTS, PROJECT NO. 2021-05 7. PRESENTATIONS/PROCLAMATIONS/RECOGNITIONS/DONATIONS 7a. POLICE COLLECTED RACIAL STOP DATA Police Chief Tim Gannon gave a presentation on police stops in Brooklyn Center, as part of an overall strategy to support transparency and reporting to the community. He stated the data collection started in June 2019 and is still in the process of being collected. He added race data for 2,144 stops was collected, based on the officers’ perception of race so the total stop time would not be extended by requesting additional information. Chief Gannon stated a stop is defined as a proactive police/citizen encounter that is initiated by an officer. He added no 911 call data was included in the report. He noted data was included on searches, which are done upon instance of arrest, and are more extensive than frisks, which is a search for weapons or evidence. He reviewed data related to stops by percentages of race, with three outcomes: frisk, search or none. Mayor Elliott requested clarification regarding overall percentages of search and frisk by race. Chief Gannon stated, of all the people that were frisked, 72% were African American or 52 people; and 15% were white or 11 people. Chief Gannon stated a frisk is pat down of outer clothing and requires reasonable suspicion of a weapon. He added search is more intrusive and requires probable cause and usually a warrant, although there are exceptions. Mayor Elliott asked whether a search would include the vehicle. Chief Gannon stated a search includes the person, their vehicle and the immediate area. Mr. Boganey stated it is important to recognize numbers as well as percentages. He added sometimes percentages are not as meaningful as actual nominal numbers. Chief Gannon agreed it is important to have actual numbers. Mayor Elliott stated he vehemently disagrees with Mr. Boganey’s comments. He added being arrested is always a traumatic experience, and each time a person comes in contact with Brooklyn Center police is important. He noted the numbers are not nominal, and each incident is incredibly important, and one is one too many. Chief Gannon stated the victim of crimes and lives saved by removing DUI drivers from the roads are also incredibly important. Mr. Boganey clarified that his use of the word “nominal” was not meant to minimize the importance of the number of police interactions. He added it simply means it is a number. He noted the point he was trying to make is that percentages can be misleading when taken out of context. 09/14/20 -5- DRAFT Mayor Elliott stated Mr. Boganey’s characterization minimized the information presented. Chief Gannon reviewed race related to stop disposition and percentages regarding how the stops were resolved: arrests, citations, and releases. Mayor Elliott asked whether numbers are available to correlate with percentages. He added numbers would be helpful. Chief Gannon stated he does not have the numbers, but he can get that data. Mayor Elliott requested clarification regarding the “other” category, as that is a significant percentage. Chief Gannon stated “other”, or “no enforcement action”, refers to people who were warned or released at the scene but not given a citation or arrested. Mayor Elliott requested that the “other” category be updated to include numbers as well as a percentage. Councilmember Graves requested clarification regarding “NON-SI CFS” related Brooklyn Center arrests by race. Chief Gannon stated that refers to “Non-Self-Initiated Calls for Service”, such as a 911 call from a store. Chief Gannon stated the first step is to collect data before drawing conclusions, for analysis and to continue to report back to the City Council. Councilmember Graves expressed her appreciation to Chief Gannon for his presentation and the hard work that went into putting it together, and she is excited to see the progress. She added it would be helpful to determine expectations based on population and demographics. She noted she is curious about what constitutes justifiable probable cause, how it really works, and what is the burden of proof. Chief Gannon stated that issue is a different discussion, and he can prepare a presentation on the issue of reasonable suspicion and articulate suspicion. Councilmember Graves stated she would like to see a review of explicit bias in law enforcement, as well as charges for arrests broken down by demographic groups. She added she would like additional information about quantifying and calculating the specific detainment time frame. She noted she would like to discuss a breakdown of age groups, to determine where additional attention or resources might need to be directed. She noted she would like information on how many of the people who were stopped were Brooklyn Center residents, and how many came from outside the City. Councilmember Graves stated the time that someone is detained can have an effect on relationship and trust. 09/14/20 -6- DRAFT Chief Gannon agreed that it is a good point to make, to determine how long traffic stops take. He added, for clarification purposes, the data provided is related to proactive activity, rather than reactive stops. Councilmember Lawrence-Anderson stated she appreciates Chief Gannon’s report, which is a good starting point. She requested that the graph with percentages should include a number of stops and a breakdown of where people are coming from. She added an age group breakdown within the adult age group would be interesting, and the City will benefit from all the information that the Police Department can provide. She noted this is all good information to have for transparency purposes. Councilmember Ryan asked whether Brooklyn Center’s police officers are trained on standards of reasonable suspicion and probable cause. He also asked whether the officers are cognizant of making stops that are appropriate under those standards. Chief Gannon confirmed this. Councilmember Ryan stated he appreciates the comments and questions of his colleagues and looks forward to receiving further information. He added he would like to find out more about how courts define Terry Stops, which is a complex issue. He noted it will be helpful to have information that the Councilmembers can bring to the public to explain difficulties that the Police Department and community face regarding court decisions related to Terry Stops. Councilmember Butler stated she had questions similar to the other Councilmembers, and they have been answered. She added she appreciates Chief Gannon’s report. She asked whether there is a timeline for providing data. Chief Gannon stated a timeline has not been developed, but benchmarks can be reviewed, and a timeline will be developed with input from residents and City Staff. Chief Gannon stressed the importance of evaluating data so it can be corrected. He stated, as an example, a department may use stop data showing that all people of color were given disproportionately higher levels of enforcement, which is viewed as racially biased. He added another department may use data showing all people of color were given low level warnings, which is viewed as valid. He noted data should be evaluated to ensure it is being used correctly. Councilmember Butler agreed, adding that during the presentation she wondered whether the correct data is being collected. She added she personally has always had good interactions with Brooklyn Center Police. She noted the community involvement is a very important aspect of this issue moving forward. Councilmember Lawrence-Anderson stated she would be interested in finding out about the arrests and what they were for, and what was the outcome of each stop. Chief Gannon stated some situations may be warrant arrests that are not related to a new violation. He agreed it would be a good idea to collect that type of data, so outcomes are more clearly defined. Councilmember Ryan stated the City Council and Police Department agree that when any resident of Brooklyn Center or other citizen is travelling through the City, they should be treated by the Brooklyn Center Police in the manner in which we would want to be treated under those 09/14/20 -7- DRAFT circumstances. He stressed the importance of reasonable standards as a general reference, and probable cause. He added he believes the Police Department has always operated in this manner, during all his years of service. He noted, as long as the Police Department operates in a lawful manner, respectful of all the people they interact with, he will always support them. Councilmember Graves asked what the City Council can do to support the Police Department’s determination that Hennepin County should take over county-wide data collection. Chief Gannon stated he and the Brooklyn Park Police Chief have communicated this proposed strategy to the Hennepin County Sheriff. He added it could be done easily and successfully at the County level, as all data filters through Hennepin County Dispatch and they have the technology to capture the information. He noted he would advocate strongly that the City Council communicate directly with the Hennepin County Sheriff and urge him to consider this proposal. Mayor Elliott stated, if the City Council is amenable, City Staff can be instructed to prepare a Resolution in support of having Hennepin County move in the direction of taking over police stops data collection. The City Council agreed. Mayor Elliott thanked Chief Gannon for his report, stating this data is very important. He added it is clear that there is significant racial inequality in who gets stopped by the Brooklyn Center Police Department. He noted this data confirms that that the Police Department and the City of Brooklyn Center are not immune from systemic racial inequalities that have been seen across Minnesota and the country. Mayor Elliott stated this is an issue that must be confronted and addressed. He added the City Council has requested additional information and will look forward to reviewing that information. He asked who compiled the data, and what is the source of the data. Chief Gannon stated the data is collected by the officers and recorded when they close out a stop. He added the data is gathered by a crime analyst and put together into a template. He added there is no external mechanism for collecting and analyzing the data. Chief Gannon stated he would like to point out that racial disparities do not equal biased policing. He read a quote from Police Chief John Timoney, who was well-respected in law enforcement: “The reality is that race is a factor in policing. Every police executive needs to consider and address issues of racially biased policing and the perception of its practice. All agencies can make progress on this issue, and the data will never prove or disprove racially biased policing. Data collection and analysis should never be viewed either by police or resident stakeholders as a pass/fail. Instead, it should be used as a diagnostic tool to help the agency, in concert with concerned residents, set priorities for addressing the problem or perception of racial profiling. The collection and analysis of vehicle stop data can pinpoint geographical sub-areas of a jurisdiction or particular policing procedure that warrants further study.” Chief Gannon stated he is committed to this work and intends to see it forward. 09/14/20 -8- DRAFT Mayor Elliott stated Chief Gannon is suggesting that racial disparities in policing do not mean that there are inequalities in policing, and that the data does not show that there is a problem with policing and race in Brooklyn Center or elsewhere. He added, if that is true, he would like to caution Chief Gannon and everyone not to run away from this data and not to undermine the data but to look at it for what it is and recognize that there is a systemic problem. He noted, if it is not acknowledged that there is a systemic problem, the necessary changes will not be made, and there will be no success in addressing these problems. Mayor Elliott stated what he heard in Chief Gannon’s statements is an attempt to undermine the data. He added, if that was not his intent, he will accept that. But he wanted Chief Gannon and all of us to know that this is an important time and it is necessary to face realities and do the hard work, to make progress in policing and public safety in ways that will show significant improvement and change. Chief Gannon stated this is the second time the Mayor has taken staff comments out of context. He added what he said was that racial disparities do not necessarily mean racial bias. He noted there are a number of factors that must be evaluated. Chief Gannon stated, when he started this work, it was not his intention to prove or disprove anything but rather to collect the data and get it into the hands of people who can analyze it and move forward. He added he has committed 26 years of his life to public safety in the City of Brooklyn Center. He noted the safety of the community is his commitment to the City of Brooklyn Center, its citizens and the staff that works for him. He noted his goal is to get the information out there so everyone can have it, process it, and look at it objectively. Mayor Elliott stated he would like to correct Chief Gannon. He added it is inappropriate to characterize his concerns about comments made tonight as taking staff comments out of context. He noted that is not accurate, and his comments reflect an understanding of the statements that have been made. Mayor Elliott stated, in the event that he has misinterpreted Chief Gannon’s comments, he can accept that. He added, however, he would like to be very clear that this data is important, and we need to accept the gravity of it and not run away from it. Councilmember Graves stated she understands that Chief Gannon’s comments may have come off the wrong way, and she also understands the Mayor’s feelings about the comments. She added there are social forces outside of policing that must be addressed, and additional data will help inform the City Council. She referred to Chief Gannon’s comments about specific neighborhoods with high policing. She noted this is really a starting point, and no conclusions can be drawn at this point. Councilmember Graves stated she was happy to see that the level of citations is consistent across demographic groups in terms of stops. She added she looks forward to getting more information about detainment and what arrests were for. She reiterated that it is a bit early to make overgeneralized statements until more data is collected. She noted this is an important start and she is grateful to everyone for engaging in this conversation. 09/14/20 -9- DRAFT Councilmember Graves moved and Councilmember Ryan seconded to receive Police Chief Tim Gannon’s Racial Stop Data Report. Motion passed unanimously. Mr. Boganey stated he concurs with the comments of Councilmember Graves as it is far too early to draw conclusions from the limited data that has been provided this evening. He added questions that were raised and requests for additional information confirm that the data provided so far is limited and it would be unreasonable to draw conclusions. He noted he has taken more than his share of classes related to quantitative methods and statistics and reaching conclusions that are an inference from limited viewpoints is an unsophisticated way of responding to data. He expressed his belief that the points made by Chief Gannon and raised by others are valid. He noted it is premature to draw wide sweeping conclusions without understanding numerous other factors that affect the data. Mayor Elliott stated he disagrees with all of that. He added African Americans are stopped in disproportionately higher numbers than other folks. He added this is not new, and we see it all over the country, and all over the State, and the data speaks for itself. He noted it is not too early to interpret the data and we should not run away from what we are seeing tonight, and there are early conclusions that can be drawn from the data that has been presented. 7b. HOUSING POLICY STUDY PRESENTATION Community Development Director Meg Beekman reviewed the Housing Policy Study. She welcomed Dr. Brittany Lewis, University of Minnesota, as well as Research & Action, who are acting as consultants on this initiative. She added the issue of housing has been a subject of discussion for a few years, as the Twin Cities area is experiencing low vacancy rates that mirror national trends, driven by a high demand for and low supply of housing, created by a variety of factors. She noted 37% of Brooklyn Center’s housing stock is rental, and nearly all of it is homogenous, naturally occurring affordable housing at 50-60% of the Area Median Income (AMI). Ms. Beekman stated the 2040 Comprehensive Plan includes housing and neighborhood goals that are proposed to be implemented in the Housing Policy. She added this study will explore opportunities to improve policies to make them more responsive to Brooklyn Center residents; maintain existing housing stock in single family neighborhoods through incentive programs and proper ordinances; explore and enforce opportunities to incorporate affordable housing into redevelopment areas; and promote safe, secure, economically diverse neighborhoods. Ms. Beekman stated the Housing Study will address two important issues: housing choice - composition and condition of our current housing stock; and affordable housing policies – what can the City do to improve accessibility of quality, affordable housing for residents. The purpose of the Housing Study is to develop a plan that addresses policies and practices of the City. Consultants were engaged to discuss the project, and proposals were submitted by RIA and CURA, consulting organizations that bring extensive experience in reviewing these issues and ensuring successful outcomes. 09/14/20 -10- DRAFT Dr. Brittany Lewis, Founder and CEO of Research in Action and Senior Research Associate at the Humphrey Institute’s Center for Urban and Regional Affairs, reviewed the proposed action model for the Housing Study. She added the action research model is best developed in partnership with the community to build their power and assist them in reclaiming their narrative. She noted she published a study on gentrification a few years ago and did a quantitative analysis of housing trends across cities using research indexes. She stressed the importance of meeting with residents to ensure that they feel confident in sharing their perspectives, to learn what drives them to live in Brooklyn Center and also what makes it harder for them to stay. Ms. Lewis stated community members are invited to help advise and engage in the policy recommendations, and they will often talk openly and honestly about equitable change and representation. She added this ensures that policy recommendations address systemic inequities that have been seen in our region and across the nation. She implored the City Council to listen to what the community is sharing with them. Ms. Beekman stated the Housing Study is intended to inform the Master Plan as much as possible, and to move forward and identify policies that will address questions and issues through the engagement process for the Opportunity Site. She added the reality is that rent increases and tenant protection issues are occurring today irrespective of the Opportunity Site development, and the Housing Study will take a City-wide view of housing policy and analysis as well as issues related to the Opportunity Site. Ms. Beekman stated quantitative analysis will be done this winter with work continuing into next year and a final report completed in fall 2021. She added an advisory council will be appointed to help oversee and steer this work. She noted the project budget of $150,000 over two years will be funded through TIF Housing Fund, including $40,00 budgeted in 2020. Mayor Elliott thanked City Staff for the presentation. He added he is familiar with Dr. Lewis’ work, she is well-regarded, and the City is fortunate that she will be a part of this important project. He noted he looks forward to working with her and her team to do innovative, transformative, deeply community-based engagement. Mayor Elliott stated the City of Brooklyn Center has a large immigrant population as well as black population and people of color, as well as portions of the City that Councilmember Ryan refers to as “legacy” communities. He added he has connections within the Hmong community, and all the communities. Councilmember Ryan stated the City Council wants to see a deep dive into all the potential impacts for this policy going forward. He added the difficulty, as he perceives it, are the perceptions that are entertained by our different communities, and he hopes that the study will be fully cognizant of the different perceptions of this issue and this particular set of problems. He noted the City Council works to bring differences together in a sense of community and unified understanding, and he hopes this study will be undertaken in that same spirit. 09/14/20 -11- DRAFT Councilmember Graves stated she is familiar with Dr. Lewis’ work, and she is excited to have her and the rest of her team to help the City with its housing policy and housing goals. She added she believes City Staff have made a great choice. Mayor Elliott stated he agrees it is a great choice. He added, to Councilmember Ryan, he agrees that different folks have different perceptions, as they have had different lived experiences that are incredibly important in bringing out this work. He noted he agrees that it is important to bring everyone together around a common vision moving forward. He noted Councilmember Ryan’s comments were well said. Dr. Lewis stated she is excited to work with the City Council, to utilize their connections to learn about the community they serve and help them make strategically informed decisions about how to support the community. She added there is an intricate balance between investment and ensuring that low wealth and middle-income residents can stay in the City if they want to. She noted she appreciates the proactive nature of the study and community engagement, balancing the need for bringing in more taxes but also supporting the residents who already lift that burden. Mayor Elliott stated a fundamental question is how to have affordability but still experience tremendous economic growth. He added there is an equivalency that higher cost housing is required to have a more thriving economy. He thanked Dr. Lewis and City Staff for their presentations. 8. PUBLIC HEARINGS 8a. ORDINANCE NO. 2020-XX AMENDING CHAPTER 35 OF THE CITY CODE OF ORDINANCES REGARDING THE ZONING CERTIFICATION OF CERTAIN LANDS LOCATED ALONG BROOKLYN BOULEVARD City Planner Ginny McIntosh reviewed the proposed Ordinance amendment to Chapter 35 of the Zoning Ordinance for rezoning of EDA-owned property on Brooklyn Boulevard for development by C-Alan Homes. The developer is seeking to construct 3-bedroom triplex units on Brooklyn Boulevard with anticipated rent between $1,850-2,200 per month, which would be affordable at 70-80% AMI. The developer has committed to providing 20% of the units as affordable units for Section 8 voucher holders. The proposed buildings would have the look and feel of high-quality single-family homes. Ms. McIntosh stated the preliminary development agreement was approved by the City Council on June 22, 2020, which gave C-Alan homes exclusive rights to work through land use approvals. That agreement will expire on December 31, 2020. The City Council approved the applications on August 24, 2020. This is the second reading and public hearing to rezone both sites to PUD/Neighborhood Mixed Use. Ms. McIntosh stated public hearing notice was published in the Sun Post on September 3, 2020. The City Attorney recommends that both sets of property can be handled as one public hearing and one action. 09/14/20 -12- DRAFT Councilmember Ryan moved and Councilmember Lawrence-Anderson seconded to open the Public Hearing. Motion passed unanimously. There were no comments. Councilmember Graves moved and Councilmember Ryan seconded to close the Public Hearing. Motion passed unanimously. Mayor Elliott moved and Councilmember Ryan seconded to adopt ORDINANCE NO. 2020-XX Amending Chapter 35 of the City Code of Ordinances Regarding the Zoning Classification of Certain Lands Located along Brooklyn Boulevard. Motion passed unanimously. Councilmember Graves moved and Mayor Elliott seconded to adopt RESOLUTION NO. 2020- XX approving summary publication in the Sun Post. Motion passed unanimously. 9. PLANNING COMMISSION ITEMS 9a. PLANNING COMMISSION APPLICATION NO. 2020-007, SUBMITTED BY WAYNE BROWN OF W K BROWN, LCC FOR SITE AND BUILDING PLAN AND PLANNED UNIT DEVELOPMENT AMENDMENT APPROVALS FOR THE SUBJECT PROPERTY LOCATED AT 2590 FREEWAY BOULEVARD AND KNOWN COMMONLY AS JAMMIN WINGS RESTAURANT Ms. McIntosh reviewed a request for site and building plan approval and amendment to the existing PUD for property currently known as Jammin Wings. The request would allow for the expansion of the existing restaurant space into a new 14,000 square foot restaurant and event center with related improvements. Ms. McIntosh reviewed the history of this application. The subject property’s site and building plan was originally approved in 1996, to rezone 13 acres from I-1 to PUD I-1. The plan called for development of a TGI Fridays restaurant on the current Jammin Wings site, an existing Country Inn and Suites hotel and another restaurant that was never constructed. This evening’s request is to construct two additional levels on top of Jammin Wings to create Palm Grove Entertainment Center with a newly rebranded restaurant, Johnny’s Italian Steak House, to take the place of Jammin Wings. The building would also include event spaces, a wedding chapel, rooftop terrace, and year-round greenhouse. 09/14/20 -13- DRAFT Ms. McIntosh stated, with regard to parking, the original PUD required a minimum of 381 parking stalls across the 3 lots, and originally submitted site plan called for 493 spaces, which was well above the minimum requirement. Ms. McIntosh stated the applicant provided seating plan for event space but did not provide information on staffing numbers. The applicant later indicated that the event center would have approximately 20 staff. Based on minimum parking needs, 285 parking spaces are required if maximum capacity for seating is reached. That number, however, does not include event staff. Current parking of 198 spaces would not be sufficient, although it is unlikely the entire facility will be entirely booked out, and guests may stay at the adjacent hotel, with which there is a joint parking easement. Based on the parking easement, the facility would be able to provide no more than 237 parking spaces. Ms. McIntosh stated City Staff have indicated to the applicant that they must be cognizant of noise and light generated by the entertainment use, specifically the rooftop terrace, due to its proximity to upper floors of the hotel. Sounds generated by the building must not be audible outside the premises after 10:00 p.m. as Ordinance entertainment license requirements apply. Ms. McIntosh stated the applicant would need to work with the hotel to determine if the existing trash enclosure and garbage and recycling pick-ups will be sufficient, given the expansion of their operation. Trash enclosures must be screened from adjacent public right of way and properties by solid wall or fence. In addition, the top of the trash enclosure may need to be enclosed due to visibility from the rooftop terrace. Ms. McIntosh stated no landscape plan has been submitted. The applicant will need to review the original landscape plan and provide an updated proposal for replacing any missing plantings. A review of the subject property was conducted by City Staff and the Police Department, and the applicant will be required to address overgrown weeds on the property. Ms. McIntosh stated the applicant wants to install a 200 square foot dynamic messaging sign facing Highway I-94. City Staff have requested that a certain percentage of signage must be reserved for public messaging. All other signage must comply with the Sign Ordinance. Ms. McIntosh stated the applicant will be required to comply with the requirements in the Assistant City Engineer’s July 31, 2020 memo. The Fire Inspector noted that a structural assessment will be required to determine whether the structure can support additional floors. In addition, the proposed building must comply with the Minnesota accessibility code and City fire code. It was noted that ADA parking was removed and never replaced. Ms. McIntosh stated notice of the public hearing was published in the Sun Post on July 30, 2020 and notifications sent out to nearby property owners. No public comments were received, but an email was received from the Regional General Manager of Country Inn & Suites outlining ongoing problems with loud music, noise and activity in the parking lot from patrons of Jammin Wings. The email referred to the night club nature of the restaurant, which has been disastrous for their business and caused safety issues for their guests. A list of guest complaints was attached to the 09/14/20 -14- DRAFT email. One resident at the Planning Commission meeting confirmed the hotel’s viewpoint and felt that Jammin Wings is a good concept, but it has been bad for the neighboring hotel business. Ms. McIntosh stated the Planning Commission engaged in a lengthy discussion with the applicant and asked him to address the allegations in the hotel email regarding the night club environment. Wayne Brown, owner of Jammin Wings, told the Planning Commission that there is no intention of having a night club, and the new use will solve all the current problems, as they do not wish to jeopardize their investment. Ms. McIntosh stated the Planning Commission asked the applicant about music and noise concerns from the rooftop terrace disturbing hotel guests and whether D.J. nights would continue; concerns about safety and noise in the parking lot; how the relationship with the hotel can be improved; and whether there will be negative impacts to Earle Brown Heritage Center and the Opportunity Site. The Planning Commission recommended City Council approval on a 5-2 vote. Ms. McIntosh stated City Staff and the Police Department followed up with a safety and security assessment of the property, details of which are included in the staff report and have been added to the Resolution. Ms. McIntosh stated City Staff and the Planning Commission recommend City Council adoption of a Resolution to approve Planning Commission Application 2020-007 for the subject property at Freeway Boulevard with Conditions of Approval. Mayor Elliott asked whether the Planning Commission considered the nature of items contained in the safety and security assessment memo. Ms. McIntosh stated the memo was not reviewed by the Planning Commission. Mayor Elliott asked whether the Planning Commission considered or discussed the spirit of the items contained in the memo, whether they made any substantive comments or provided formal direction, that the police should get involved. Ms. McIntosh stated the memo was prepared because the Planning Commission noted that they wanted to receive direction from the Police Department regarding the concerns expressed by the hotel, specifically noise, the night club environment, and safety concerns in the parking lot. She added the memo includes recommendations for security cameras, requirements for lighting, and other issues. Mayor Elliott asked whether there was consensus from the Planning Commission on those issues. Ms. McIntosh confirmed that there appeared to be consensus. Mayor Elliott stated he has visited Jammin Wings and learned about the proposed upscale design, controlled entrances and Mr. Brown’s vision for the development. He added the proposed events center will cater to elegant weddings and events and will be a great addition to the City, and a much-needed venue. He noted the proposed changes mean that the events center will cater to a different type of clientele and will address concerns that have been raised. 09/14/20 -15- DRAFT Mayor Elliott stated this proposal is a testament to the idea that Brooklyn Center’s future development is bright and will be geared toward serving the community. He added he sees local patrons at Jammin Wings from every culture and background, and he is excited about this new concept that will serve all members of the community. He noted Mr. Brown’s story is very inspiring, as he is an entrepreneur who came up from nothing and worked to build his dream, and now wants to take steps to continue to reinvest in the community. He expressed his support for the proposal. Wayne Brown, the applicant, stated he is excited about this project, as he and his team want to get something exciting built in Brooklyn Center, and invest in the City. He added he has gone through a lot with the City, and he is excited to employ a lot of local restaurants and bring the community together. He noted Johnny’s is a 5-star restaurant that will be a good addition to Brooklyn Center, and he is excited about the proposed greenhouse which will be a beautiful year-round wedding chapel. Mr. Brown stated the third floor will be set up as an upscale, stand-alone bar that will not be in competition with Johnny’s Steak House. He added he met with the police officer and got a lot of ideas from her that they are planning to implement, some of which have been discussed before. He noted a bridge, flower garden and fountain are planned for the area near the parking lot, for people to take photographs after their weddings. Mr. Brown stated he intends to put a fence around the outdoor spaces to ensure that homeless people cannot get in there and people do not continue to dump things. He added this is Brooklyn Center, and very close to North Minneapolis, and he plans to spend a lot of money on security cameras to make sure people do not abuse the beautiful areas he is trying to put in. Mayor Elliott asked whether Mr. Brown has seen the Police Department memo. Mr. Brown stated he has talked with the police officer, but he has not seen the memo. He added he is in agreement with everything she is recommending. Councilmember Lawrence-Anderson stated Mr. Brown has been before the City Council on more than one occasion, regarding concerns about delinquent applications for liquor licenses and police calls for service. She added she is concerned that things will not change and that they will, in fact, get worse. She noted, if the bar is open until 2:00 a.m., there will still be people out in the parking lot in the middle of the night, especially after weddings. Councilmember Lawrence-Anderson stated she believes the concept is wonderful, but she is concerned that things will not change. Mr. Brown stated he will be putting a lot of money into this site, and doing a lot of weddings, and the intent is to upgrade the clientele. He added weddings are long events and people get tired and leave. He noted he intends to have signage in the parking lot that would prohibit loitering. He expressed his belief that things will not go back to the way they were. Councilmember Lawrence-Anderson stated she read the recommendations regarding security upgrades. She asked Mr. Brown whether he intends to hire additional security staff. 09/14/20 -16- DRAFT Mr. Brown stated he plans to reduce onsite security personnel, because it will be an upscale restaurant and event venue. He added people who cannot afford to eat at the restaurant will not stay there as it will not be the type of restaurant for them. He noted the facility will attract a different set of patrons, as Johnny’s is comparable to the restaurants in Maple Grove, and the intent is to give Brooklyn Center residents a nice restaurant in their own community. Mr. Brown stated people will come from all over to eat at a quality restaurant with quality food, and this will be the first Johnny’s in Minnesota. He added, at Earle Brown, there are no people loitering in the parking lot after the wedding is over. He noted he intends to host many events with the African community, and a “grand market” event is planned to bring the community together to support charity and take donations. Mr. Brown expressed his belief that people will see each other, talk to each other, and come together to solve problems better. Councilmember Lawrence-Anderson asked whether there will be a DJ scenario within the events center. Mr. Brown stated there will be DJs and band, but they will be hired by the wedding planners to perform at wedding receptions. Councilmember Lawrence-Anderson asked whether the night club environment of the past, even though that was not legally allowed, that will not be happening. Mr. Brown stated he is not planning on doing that, and he plans on putting a lot of money into the events center. Mayor Elliott stated Mr. Brown wants to make a significant investment and wants to see it thrive. He added even Top Golf has night-time music and entertainment. He noted Mr. Brown intends to make significant improvements that will make this a better business for Brooklyn Center. Mr. Boganey stated he spoke with Mr. Brown many years ago about this type of business as being a successful venture, that would be visible from the highway and would draw people to the business. He added he is intrigued by this concept and the goal Mr. Brown is pursuing. He asked whether Mr. Brown’s plans have been affected by the pandemic, and what his response is to that issue. Mayor Elliott stated the pandemic is an aside to this application. He added the City Council must make a decision on the merits of the plan. He noted this is a business and financial matter. Mr. Brown stated this concept was being planned way before the pandemic. He added he does not think anyone expects the pandemic to continue for another year, or the country will be in trouble. He added approval tonight will move the process forward. He noted he is not too worried about the pandemic. Mayor Elliott moved and Councilmember Graves seconded to adopt RESOLUTION NO. 2020- 71 approving Planning Commission Application No. 2020-007, Submitted By Wayne Brown Of W K Brown, LLC For Site and Building Plan and Planned Unit Development Amendment Approvals for the Subject Property Located at 2590 Freeway Boulevard and Known Commonly as Jammin Wings Restaurant, based on the findings of fact and submitted documentation, as amended by the conditions of approval in the Resolution. 09/14/20 -17- DRAFT Discussion during motion: Councilmember Graves asked whether the management of the new business will be a partnership. Mr. Brown confirmed this, adding he owns the building, but he is buying into a Johnny’s franchise agreement. He added the Palm Grove concept is something he and his wife and business partner, Sarah, and their other partners, came up with. He noted they believe this will be a good concept. Councilmember Lawrence-Anderson stated she will take a leap of faith and support Mr. Brown’s proposal. She added she hopes the business will be successful and that the restaurant will be a good addition to Brooklyn Center. Motion passed unanimously. 10. COUNCIL CONSIDERATION ITEMS Mayor Elliott stated it is almost 10:00 p.m. and the City Council’s agendas are too packed and should be managed better. He added a vote is required to continue the meeting past 10:00 p.m. He noted there is still an EDA meeting and Work Session, and people are waiting for the Work Session Agenda Item related to Highway 252. 11. COUNCIL REPORT None. 12. ADJOURNMENT Councilmember Graves moved and Mayor Elliott seconded adjournment of the City Council meeting at 9:46 p.m. Motion passed unanimously. 09/14/20 -1- DRAFT MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA WORK SESSION SEPTEMBER 14, 2020 CALL TO ORDER The Brooklyn Center City Council met in Work Session called to order by Mayor Mike Elliott at 10:04 p.m. The meeting was conducted via Webex. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence- Anderson, and Dan Ryan. Also present were City Manager Curt Boganey, Director of Public Works Doran Cote, Community Development Director Meg Beekman, City Clerk Barb Suciu, and City Attorney Troy Gilchrist. CONTINUATION OF TH 252 DISCUSSION WITH MNDOT Mayor Elliott stated representatives from the Minnesota Department of Transportation and others, as well as community members, have been waiting to join this discussion. Councilmember Butler asked how long this meeting will continue past the 10:00 p.m. deadline. She added she is very tired, and she is trying to remain present on this very important topic. Mayor Elliott stated it is difficult to say how long this discussion will last. He added he does not want to delay agenda items, and there are people who have waited so they can speak on this issue. He asked whether this discussion could be delayed to a day later this week as it is not productive to have this discussion at 10:00 p.m. He added there is a Councilmember who is tired. He suggested that the meeting be adjourned and rescheduled later this week. Councilmember Lawrence-Anderson stated the City Council already has meetings scheduled on Tuesday, Wednesday and Friday of this week. She added a work session is already scheduled on Friday. Mayor Elliott stated this discussion could be rescheduled for Thursday, September 17, 2020. He added this would be the only agenda item. He noted the meeting on Friday is a budget work session. Councilmember Ryan stated this action is indicative of the general inefficiency and ineffectiveness. Mayor Elliott attempted to interrupt Councilmember Ryan, stating it’s not. 09/14/20 -2- DRAFT Councilmember Ryan stated he has the floor. He added there have been a proliferation of meetings on a number of issues where the City Council has failed to arrive at decisions. Mayor Elliott interrupted Councilmember Ryan. He stated this issue can be addressed at the rescheduled Work Session on Thursday. He added he knows Councilmember Ryan is going to say that he, Mayor Elliott, mismanaged the meeting. He stated the Council has a lot on their agenda and added if Councilmember Ryan wishes to make this type of statement, he can do so on Thursday. Councilmember Ryan stated this is an example of how Mayor Elliott is attempting to create an oppressive situation. Mayor Elliott again interrupted Councilmember Ryan. He stated in his own view, he has been doing a good job of moving the meeting forward. He added he made a motion to extend the meeting, and he was ready to have this discussion. He noted he would like to reschedule this discussion for later this week. Councilmember Ryan stated your predecessor was able to have a far more efficient process than what we have seen over the past couple of years. Mayor Elliott stated this is not the time to make political statements. Councilmember Ryan stated you continue to interrupt me. Mayor Elliott stated Councilmember Ryan’s statements are inappropriate. ADJOURNMENT Councilmember Butler moved and Councilmember Lawrence-Anderson seconded adjournment of the City Council/Economic Development Authority Work Session at 10:10 p.m. Motion passed unanimously. After adjournment, Mr. Boganey noted that there is no meeting scheduled for Wednesday, September 16, 2020. MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL/FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND STATE OF MINNESOTA JOINT WORK SESSION SEPTEMBER 8, 2020 CALL TO ORDER The Brooklyn Center City Council/Financial Commission Joint Work Session was called to order by Mayor Elliott at 6:30 p.m. The meeting was conducted via Webex. ROLL CALL Mayor Mike Elliott and Councilmembers Marquita Butler, April Graves, Kris Lawrence-Anderson and Dan Ryan. Also present were Financial Commission Chair Taneshia Kragness and Commissioner Taofeek Ishola. Also present were City Manager Curt Boganey, Deputy City Manager Dr. Reggie Edwards, Finance Director Mark Ebensteiner, Fire Chief Todd Berg, and City Clerk Barb Suciu. BUDGET REVIEW BY DEPARTMENT Mr. Boganey stated this is the first of three scheduled work sessions to review departmental budgets and multi-disciplinary City Council priorities. City Council Mr. Boganey stated the City Council’s base budget is consistent with budgets from recent years, and provides sufficient funding to cover travel, training and development as well as salaries and benefits. The budget includes an additional $20,000 that is a placeholder based on feedback from the City Council, providing a source of funding for policy review and analysis, which represents an increase over funding levels from previous years. Administration Mr. Boganey stated the Administration Department budget includes a new Equity and Anti-Racism Practices Office, which was established in the 2020 budget approval process. The intention is to fill that position within the current fiscal year. There is currently funding for four 10-hour per week Neighborhood Liaison positions, none of which are filled. City Staff is proposing that these positions be expanded to 20 hours per week, and that the ideal candidates will be residents who live in the neighborhood for which they are responsible. It is hoped that 2 more Neighborhood Liaison positions can be added in 2022. Mr. Boganey stated the other City department budgets are showing decreases or have remained flat. He added City Staff understands the critical nature of ensuring that expenditures are kept to the absolute minimum amount. The overall budget for Administration and the Mayor and City Council represents a .18% increase. Mayor Elliott asked what considerations went into determining staff levels for next year. He asked whether there have been any staff furloughs or layoffs due to Covid-19. Mr. Boganey stated the fundamental consideration is whether there is sufficient staff to carry out the mission of each division. He added there were no layoffs or furloughs in this department due to Covid-19. 09/08/2020 Page 2 Mayor Elliott stated the work of outreach is one that he champions and values a great deal. He asked how Covid-19 has impacted City Staff’s ability to do outreach. Mr. Boganey stated the 4 Liaison positions are currently vacant and will not be filled unless City Staff can actively engage in neighborhoods in a productive capacity. Mayor Elliott stated he would like to consider increasing the Mayor and City Council budget for the coming year, to support increased capacity for response to Covid-19, and the unique work that the City Council is charged with, which is effectively producing policies and laws of the City, and engaging with constituents. Fiscal Services Finance Director Mark Ebensteiner stated the Fiscal Support Services Department has a mission to provide timely and accurate information to all City Departments. He added no staffing additions or changes are proposed for the Finance Department, and there have been no furloughs. Staffing will remain consistent at 5.5 FTE’s. An Accounting Technician position is open, and the full-time billing position will be filled. Mr. Ebensteiner stated the Finance Department will work with a consultant to put together a program and policy supporting local and disadvantaged businesses procurement, which is a City Council strategic initiative. Mr. Ebensteiner stated a position was moved to Central Garage, which represents a 12.67% decrease in personnel. Mayor Elliott asked whether consultant services have been engaged for the procurement program. Mr. Ebensteiner stated he reached out to past colleagues who have engaged in this type of work. He added a specific dollar amount has been earmarked for this process. Mayor Elliott stated the program to support disadvantaged business owners is an incredibly important initiative. He added it is important, to the extent that such a resource is available, that a consultant who specializes in this type of work and represents the demographic of the community should be sought. He noted the City met with a consulting firm in 2019 that has the experience, insight and technical skills to do this important work. He asked Mr. Boganey if he remembers the consulting firm. Mr. Boganey stated he still has the contact information, and it would be easy to reach out to them. Mayor Elliott stated he wonders whether the allocation of funding is enough. He added the consulting firm he is thinking of worked on projects for the State of Minnesota, and the City of Minneapolis. He asked whether the allocated funding is realistic, and whether that can be updated at the next meeting if there are revisions to the estimate. Mr. Boganey stated the estimates that are being reviewed are best guess estimates, and in some cases, will change between now and December when the budget is adopted. He added it may be necessary to reduce some allocations to reduce the levy. 09/08/2020 Page 3 Fire and Emergency Preparedness Fire Chief Todd Chief Berg reviewed the Fire Department’s mission and goals, commitment to excellence and training, and superior customer service. He added there is not much change in staffing with the exception of the increase of 5 paid on-call firefighters each year, to reach the allotted 40 members. He noted there were no furloughs in 2020. Chief Berg stated there are a few open positions, including the paid on-call Assistant Fire Chief position which has been open since 2019, and one paid on-call Training Captain. He added the Department’s plan for the next few years is to increase training, mentorship and leadership development, as most paid on-call staff have less than 5 years of experience. Chief Berg stated the Fire Department budget increase of $15,000 is a 100% increase attributed to the Emergency Preparedness budget, for Covid-19-related safety equipment for City employees and visitors to City. Chief Berg stated the Fire Department intends to replace a 28-year old aerial truck in 2021. He added his intention is to restructure the equipment replacement program. He noted equipment is currently being maintained for a long time, making replacement more expensive. Chief Berg stated fire prevention school visits and fire station visits typically take place in October, during Fire Prevention Week. He added staff meet with approximately 1200 elementary school children. He noted a virtual visit is being planned this year due to Covid-19, and this will not have any effect on the budget. Chief Berg stated the Fire Department budget increased by 4.99% due to the necessary purchase of emergency preparedness gear, including Covid-related PPE and other necessary supplies to meet OSHA standards. He added next year’s budget will include 5 sets of gear and 14 pairs of boots that will expire in 2022. Mayor Elliott requested clarification regarding the capacity of PPE for people who are visiting the City. Chief Berg stated the intent is to provide PPE to visitors of the City’s buildings, not the entire City. He added, for instance, masks are being provided for customers who do not have one at both liquor stores. Mayor Elliott asked whether there are improvements in fire truck technology. Chief Berg confirmed that fire trucks are more advanced in terms of capability for rescue. He added the City is changing, and more development and new buildings require different kinds of equipment to maintain safety. He noted there is an increased potential for equipment for 3-5 story high-density housing units. Chief Berg stated fire trucks can be auctioned or sold, but there is not a big market for old fire trucks when specifications and safety features are out of date. Councilmember Ryan stated higher density locations would necessitate the purchase of appropriate equipment. Chief Berg agreed, adding it is necessary to be prepared for every occurrence. 09/08/2020 Page 4 Councilmember Ryan requested that the City Council be kept informed regarding developing issues related to fire sprinklers, construction standards, and changes to the Building Code. Chief Berg agreed. Councilmember Butler asked whether the Fire Department does any recruiting at the local high schools in the City and School district. Chief Berg stated recruiting has been done at the high school but it is difficult to recruit high school graduates for a part-time position that does not pay much. Mayor Elliott asked, in terms of emergency response, whether City Staff are considering ways to have a response that is focused in the community, and whether there would be associated costs. He added Mr. Boganey mentioned budgeting for masks for people coming into City buildings. Mr. Boganey stated City Staff discussed purchasing masks to be given out in the community at no cost, but there is no way to distribute them. He added that is not something that is being pursued. Mayor Elliott stated an effective community emergency response to the pandemic should be built into the budget for next year. Chief Berg stated the City gave out 40,000 disposable masks provided by the State of Minnesota, and the Fire Department collected homemade cloth masks in connection with the Governor’s mask drive. He added all masks were distributed to residents, including residents at long-term care facilities, which have been hit the hardest by Covid-19. He noted he has weekly conversations with facilitators at these facilities, to ensure they have the tools they need to keep everyone safe. BUDGET REVIEW BY COUNCIL PRIORITY – MULTI-DISCIPLINARY Mr. Boganey reviewed the City Council’s priorities for inclusion in the General Fund supplemental budget. He added these priorities are emergency response, equitable operations, innovation and City Council leadership. Emergency Response Mr. Boganey noted the City Council expressed a desire to review the emergency response plan and make necessary updates. He added a completion date of June 30, 2021 has been identified, to ensure that the types of necessary improvements are included. He noted the plan was put together many years ago, and it is necessary to review it over a period of time. Mayor Elliott stated the timeline should be moved up and this should be a priority item. Chief Berg stated he meets regularly with the North Suburban Emergency Management Group to discuss Covid-19 updates and responses. He added a completion date of June 2021 will provide time to determine how the plan needs to be updated with a response to Covid-19. He noted there are many additional considerations. Mayor Elliott stated the City should look at building capacity to provide heating assistance to residents in the winter. Equitable Operations 09/08/2020 Page 5 Mr. Boganey stated, with regard to equitable City spending, City Staff are recommending that a consultant be hired for planning and implementation of equitable practices. He added a $15,000 budget is proposed for this effort. Mayor Elliott stated this is an incredibly important program to help move local small businesses upward and support the City’s development and resident income levels. He added he believes $15,000 is too low. He noted this effort will help provide opportunities to local women and disadvantaged business owners, helping local businesses compete for contracts throughout the State. Councilmember Ryan stated the cost of hiring a consultant to assist the City with this initiative is a determination that is best left to the City Manager and City staff, who can get information about fees. He asked Mr. Boganey how he arrived at $15,000. Mr. Boganey stated that is an estimated fee that was determined after talking to other cities and anticipating EDA funding to support the effort. Mr. Ebensteiner stated he contacted a race and equity coordinator who is working on a purchasing policy with another City, to talk through challenges and costs. He added the consultant indicated that an estimated amount of $15,000 is reasonable, as this is a phased approach, to set performance measures moving forward. Mayor Elliott stated this is an issue that is incredibly important to him, and important to the City Council. He added he has previously invested time in visiting with people who work in this area, including a meeting last year at City Hall with local business owners, City Staff and a consultant. He noted his comments are based on his experience and knowledge, having invested time and effort on this important topic. He stressed the importance of moving this topic along, and getting it functional as soon as possible Mayor Elliott stressed the importance of helping local Brooklyn Center businesses owned by women and people of color. He added this initiative is more important now than ever before. Mr. Boganey agreed with the importance of the local aspect of this initiative. Mr. Boganey stated, with regard to equitable operations, an amount of $50,000 which was not in the preliminary budget, has been discussed to be added as resources for the Equity Officer position, to assist in their mission of working with City departments and developing policies and practices. Mr. Boganey stated $5,000 is proposed to be added to re-activate the Fire Explorer Program. Chief Berg stated the funds would support the State registration fee and wages for staff who administer the program. He added he would like to develop a program modeled after the Police Cadet program. He noted a barrier for this program during the pandemic will be getting out into the community and into the schools to recruit participants. Mayor Elliott stated he would like to volunteer his services to do outreach with the Fire Department for Fire Explorers participation. Mr. Boganey stated the city’s Community Engagement staff could collaborate on this program. 09/08/2020 Page 6 Mr. Boganey stated, with regard to Public Works Pathways, seasonal employees, who are often Brooklyn Center residents, are encouraged to remain on staff as full-time employees. He added a pathway should also be developed for Brooklyn Center residents who are interested in a career in maintenance operations. He noted discussions continue with the Public Works union about creating this program. He noted the budgeted $25,000 would be used for outreach, licensing and training, and whatever else is required to make the Pathways program work. Mr. Boganey stated a part-time employee accrual program is proposed to provide a level of benefits for part-time employees. He added the types of benefits are yet to be determined. Mr. Boganey stated the proposed $16 an hour minimum wage has already been included in the base budget. Mr. Boganey stated the expansion of hours of operation at the Community Center is proposed to make it more accessible for residents. He added $21,000 is proposed for this initiative. Dr. Edwards stated the Community Center is proposed to be open for more hours early in the morning and later in the evening, as well as extended weekend hours, to accommodate residents during the hours that they are not at work or school. Councilmember Butler asked what is the capacity of people that can be in the Community Center, with social distancing guidelines. Dr. Edwards stated he does not have that information but agreed to provide it to Councilmember Butler. He added reservations are required for people to use the Community Center’s fitness areas, and a limited number of people can be in the pool at one time. Mayor Elliott asked whether staff are cleaning equipment and rooms in between appointments. Dr. Edwards confirmed there is an interval between appointments for cleaning. Mayor Elliott stated the challenge will be to get the word out to residents about the extended hours, which he thinks is a great idea. Dr. Edwards agreed, adding people are still finding out that the Community Center is open, and it will take some effort, time and awareness, to get people to come back and use the facilities. Councilmember Graves stated she excited to hear about all of these different initiatives, especially for the accrual of benefits for the City’s part-time employees. Councilmember Graves stated she had difficulty making an online reservation for the Community Center. She added that may be a barrier for people who want to use the facilities. Dr. Edwards agreed to look into that. Mr. Boganey stated City Staff are in the process of redesigning the City website. He added progress is being made on those improvements, which will hopefully solve website issues that customers are experiencing. 09/08/2020 Page 7 Mr. Boganey stated the City Council has agreed on the importance of creating opportunities for local youth to be involved in the City’s commissions and advisory boards. He added Brooklyn Bridge Alliance for Youth have submitted a proposal to help facilitate the process and provide instruction and support. He noted $10,000 is proposed for funding for related costs. Mayor Elliott stated there are important considerations for this program to make it successful, based on his experience. He added it is important to have a youth voice on the City’s commissions. Innovation Mr. Boganey stated the City Council has expressed a desire to support creative and innovative approaches within the organization and provide training and opportunities. He added this is a new concept in the organization. He added it will be important to get it up and running in 2021, and into 2022. Mayor Elliott requested that “risk taking” be replaced with “entrepreneurship”. Councilmember Graves stated the term “strategic risk taking” might be appropriate. Mr. Boganey agreed, adding his notes were taken from City Council feedback and comments. Mr. Boganey stated the estimated costs for the General Fund do not include EDA-funded efforts that will address the City Council’s priorities. He added EDA funding will not be addressed during the upcoming budget work sessions, which are focused on General Fund activities. He noted EDA funding will be reviewed after September 28, 2020. City Council/Commission Feedback/Questions Mayor Elliott requested consideration of CARES Act funding to help people in the community who are experiencing homelessness. He added other communities are using CARES funding to address this issue, including Indianapolis where $7 million in CARES funding is being used to address homelessness, providing housing services and rental assistance. Mayor Elliott stated people who are homeless are more susceptible to Covid-19, and the economic crisis and unemployment creates a situation where people are vulnerable to conditions that lead to homelessness. He added Brooklyn Center has a homeless population, and a real effort is required to help them. He noted the City Council should take this up as an issue, and designate CARES funding for emergency assistance for the City’s homeless population. Councilmember Butler stated she definitely sees that there is a need to address homelessness. She added there are homeless people in the parks and debris that one can assume is left by homeless people. She added she has seen people on street corners setting up tables in Brooklyn Center and Brooklyn Park. She noted she is not sure how much funding would be necessary to make an impact, but this should be considered. Councilmember Ryan stated the City has a definite role in identifying this type of need, as the closest entity to the residents who need help. He added the human suffering that has been generated by the pandemic is of great concern to him. He noted resources that can really address this issue 09/08/2020 Page 8 probably have to come from other levels of government, but the City can help identify the need and determine appropriate immediate responses to homelessness, as well as sources of funding. Councilmember Graves stated she agrees with the comments of the City Council. She stressed the importance of understanding the need, while not knowing exactly how to make an impact, and recognizing that the City does not have unlimited funds, or CARES funding similar to bigger cities. She added she has been part of a homeless response through the Minneapolis Health Department, and it is a very complicated issue. She noted an outreach approach could be considered to distribute resources providing information on transportation, housing, food, and education to the homeless and people who are panhandling. Mayor Elliott stressed the importance of representing all members of the community, especially those who are unable to advocate for themselves. He added funding sources from the County and State should be explored, as the City does not have the CARES funding that other cities have. He noted the City should be intentional about finding ways to provide help and support for homeless people within the community. Mr. Boganey stated City Staff can put together an assessment of homelessness in Brooklyn Center, as well as ideas of what the City might be able to do, for presentation to the City Council within a few weeks. Councilmember Graves stated it would be helpful if City Staff could provide data on evictions and transitional housing capacity. She noted the idea of a land trust might be worth looking at. Mr. Boganey stated City Staff can do some research and provide additional information within a few weeks. Mayor Elliott thanked City Staff and the City Council for working together every week in these uncertain times to engage in work that will support the community. ADJOURNMENT There was a motion by Councilmember Graves and seconded by Commissioner Ryan to adjourn the meeting. The motion passed. The Brooklyn Center City Council/Financial Commission adjourned at 9:05 p.m. C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :D r. Reggie Edwards, D eputy C ity M anager BY:A lix Bentrud, D eputy City Clerk S U B J E C T:A pproval of Licens es B ackground: The following bus inesses /persons have applied for C ity licens es as noted. Each bus iness/pers on has fulfilled the requirements of the C ity O rdinance governing respec4ve licens es, s ubmi5ed appropriate applica4ons, and paid proper fees. A pplicants for rental dwelling licens es are in compliance with C hapter 12 of the City Code of O rdinances, unless comments are noted below the property address on the a5ached rental report. M echanical Licenses A C I P lumbing 6217 W. L ake S t S t. L ouis Park, 55416 F F M L L C dba Linn S tar Trans fer 9440 Wright Bros C t Cedar Rapids , I A 52404 H earth & H ome Technologies L L C dba F ires ide H earth & H ome 7571 215th S treet W Lakeville 55044 P ronto H ea4ng & A /C 7415 Cahill Rd Edina 55439 S ustainable H ea4ng and Cooling I nc. 21646 Thomas S t. Wyoming, 55092 S ign H angers Licenses I ns tall this A wning & S ign 4835 Lyndale Ave N Minneapolis 55430 Veo S ign L L C 6353 Mar4n Ave N E O ts ego, 55301 AT TA C H M E N TS : D escrip4on U pload D ate Type Rental C riteria 7/7/2020 Backup M aterial 9-28-20 Rentals 9/22/2020 Backup M aterial Page 2 of 2 b.Police Service Calls. Police call rates will be based on the average number of valid police calls per unit per year. Police incidences for purposes of determining licensing categories shall include disorderly activities and nuisances as defined in Section 12-911, and events categorized as Part I crimes in the Uniform Crime Reporting System including homicide, rape, robbery, aggravated assault, burglary, theft, auto theft and arson. Calls will not be counted for purposes of determining licensing categories where the victim and suspect are “Family or household members” as defined in the Domestic Abuse Act, Minnesota Statutes, Section 518B.01, Subd. 2 (b) and where there is a report of “Domestic Abuse” as defined in the Domestic Abuse Act, Minnesota Statutes, Section 518B.01, Subd. 2 (a). License Category Number of Units Validated Calls for Disorderly Conduct Service & Part I Crimes (Calls Per Unit/Year) No Category Impact 1-2 0-1 3-4 units 0-0.25 5 or more units 0-0.35 Decrease 1 Category 1-2 Greater than 1 but not more than 3 3-4 units Greater than 0.25 but not more than 1 5 or more units Greater than 0.35 but not more than 0.50 Decrease 2 Categories 1-2 Greater than 3 3-4 units Greater than 1 5 or more units Greater than 0.50 Property Code and Nuisance Violations Criteria License Category (Based on Property Code Only) Number of Units Property Code Violations per Inspected Unit Type I – 3 Year 1-2 units 0-2 3+ units 0-0.75 Type II – 2 Year 1-2 units Greater than 2 but not more than 5 3+ units Greater than 0.75 but not more than 1.5 Type III – 1 Year 1-2 units Greater than 5 but not more than 9 3+ units Greater than 1.5 but not more than 3 Type IV – 6 Months 1-2 units Greater than 9 3+ units Greater than 3 Property Address Dwelling Type Renewal or Initial Owner Property Code Violations License Type Police CFS * Final  License  Type ** Previous  License  Type *** 3901 Eckberg Dr Single Initial Emma Chang / EC Rental LLC 2II 0 II 407 70th Ave N Multi 8 Bldgs  128 Units Renewal Gary Brummer 39  .3 per unit I 18 Valid Calls   .46 per unit 607 69th Ave  9/22/2019 Vandalism  604 69th Ave  11/13/2019 Theft 601  70th Ave 12/7/2019  Theft 607 70th Ave  12/18/2019 Burglary 607 70th Ave  1/8/2020 Theft 407 70th Ave  2/11/2020 Theft from  Vehicle 508 69th Ave   2/21/2020 Theft from  Vehicle  504 69th Ave N  3/3/2020 Theft  604 69th Ave  4/8/2020 Theft  604 69th Ave  4/10/2020 Theft 407  70th Ave 4/11/2020  Theft 407 70th Ave N  4/23/2020 Theft From  Vehicle  604 69th Ave N II I 6121 Brooklyn Blvd  The Sanctuary Multi 1 Bldg  158 Units Renewal The Sanctuary at Brooklyn Center 26 .16 per unit I 6 Valid Calls   .23 per unit  6121 Brooklyn Blvd  9/26/2019 Theft  9/26/2019 Theft  12/16/2019 Theft  1/3/2020 Theft  3/6/2020 Theft  5/21/2020 Theft from  Vehicle  III Rental Licenses for Council Approval on September 28, 2020 Property Address Dwelling Type Renewal or Initial Owner Property Code Violations License Type Police CFS * Final  License  Type ** Previous  License  Type *** Rental Licenses for Council Approval on September 28, 2020 5245‐47 Drew Ave N 2 Family  2 Unit Renewal Mai Xiong 4 II 0 II II 3612 55th Ave N SIngle Renewal Lutheran Social Services of MN 0 I 0 III 2806 66th Ave N Single Renewal Thown Thor/Wooberg LLC ‐ missing  cpted & CFH 2I 0 IIV 1309 68th Ln Single Renewal Amanda Frost Nelson 7 III 0 III II 2119 70TH Ave N Single Renewal Ronen Shayari 7 III 0 III II 6200 Bryant Ave N Single Renewal Vera Dixon ‐ missing cfh cert 3 II 0 II IV 5834 Camden Ave N Single Renewal FYR SFR Borrow LLC ‐ met requirements 4 II 0 II IV 5025 Ewing Ave N Single Renewal Julie Kazmierkoski ‐ met requirements 1 I 0 I IV 6538 Ewing Ave N Single Renewal TuUyen Tran 2 I 0 I II 6412 Humboldt Ave N SIngle Renewal Tou Yang 2 I 0 I I 5338 Irving Ave NSingle Renewal Joseph Noonan / TMC Management  Corporation 5II 0 III 6413 June Ave N Single Renewal Cel Monton LLC 6 III 0 III II 4207 Lakeside Ave N #223 SIngle Renewal Douglas Hollman 0 I 0 I I 4207 Lakeside Ave N #334 Single Renewal Vihn Mai / Next Stage Retail 2 I 0 I II 6806 Perry Ave N SIngle Renewal James Archer 0 I 0 I II 6912 Unity Ave N Single Renewal Geri Lynn Williams / NJERI Enterprises  LLC 0I 0 III 7156 Unity Ave N Single Renewal Michelle Shaffer 7 III 0 III I 3801 Woodbine La Single Renewal Tom Prasky 1 I 0 I II 6325 Xerxes Ave N Single Renewal  Linus Amajuoyi/ Associated Tender  Care LLC ‐ Missing CPTED Follow up 0 I 0 I III * CFS = Calls For Service for Renewal Licenses Only (Initial Licenses are not applicable to calls for service and will be listed N/A.) ** License Type Being Issued *** Initial licenses will not show All properties are current on City utilities and property taxes Type 1 = 3 Year    Type II = 2 Year      Type III = 1 Year C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:Barb S uciu, C ity C lerk S U B J E C T:Res olu)on A ppoin)ng Elec)on J udges for the 2020 P residen)al G eneral Elec)on B ackground: Minnes ota S tatutes, S ec)on 204 B.21, subdivis ion 2, requires elec)on judges to be appointed by the governing body at least 25 days before the elec)on at which the elec)on judges w ill s erve. The deadline for the P res iden)al G eneral Elec)on is O ctober 9, 2020. Minnes ota S tatutes, S ec)on 203 B.121, provides that the absentee ballot board may include staff trained as elec)on judges . Becaus e the absentee ballot board accepts or rejects absentee ballots in such a )mely manner, it is impera)ve that C ity S taff be appointed to the abs entee ballot board. S trategic Priories and Values: I nclusive C ommunity Engagement, O pera)onal Excellence AT TA C H M E N TS : D escrip)on U pload D ate Type Res olu)on 9/22/2020 Resolu)on Le=er Member introduced the following resolution and moved its adoption: RESOLUTION NO. _______________ RESOLUTION APPOINTING ELECTION JUDGES FOR THE 2020 PRESIDENTIAL GENERAL ELECTION WHEREAS, the Presidential General Election is November 3, 2020; and WHEREAS, Minn. Stat. 204B.21, subd. 2, requires that persons serving as election judges be appointed by the Council at least 25 days before the election at which the election judges will serve. BE IT RESOLVED by the City Council of the City of Brooklyn Center that the individuals named on the attached sheet and on file in the office of the City Clerk are appointed to perform the duties of election judge and/or be appointed as the Brooklyn Center Absentee Ballot Board election judges. BE IT RESOLVED the City Council also appoints other individuals and all members appointed to the Hennepin County Absentee Ballot Board as authorized under Minn. Stat. 204B.21, subd. 2, under the direction of the City Clerk, to serve as members of the Brooklyn Center Absentee Ballot Board. BE IT FURTHER RESOLVED that the City Clerk is with this, authorized to make any substitutions or additions as deemed necessary. September 28, 2020 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Judge Board Report, 2020 Statewide Election Printed: 9/22/2020 12:24 PM General Election, Tuesday, November 3, 2020 Philip Henrichs, Head Judge Tedd Bennethum, Election Judge Samantha Bishop-Strand, Election Judge Mawuli Blabuh, Election Judge Christine Bonovsky, Election Judge James Chapman, Election Judge Ryan Dagner, Election Judge Michael Donnelly, Election Judge Allan Hancock, Election Judge Lynne Johnston, Election Judge Karen Knutson, Election Judge John Petersen, Election Judge Toby Phillips, Election Judge Karen Richter, Election Judge Beverly Truran, Election Judge Andrea Bentrud, Head Judge Kelly Herrmann, Head Judge Madison Drinen, Election Judge Stephanie Jones, Election Judge Thalia Kostman, Election Judge Owen Leonard, Election Judge Patty Mesenbrink, Election Judge Diane Olson, Election Judge Kathleen Pullen, Election Judge Ileene Sheeley, Election Judge Diane Visser, Election Judge Mark Goodell, Head Judge Oluwaferanmi Amusan, Election Judge Kenneth Bueckers, Election Judge Dale Crest, Election Judge Jon DeRosier, Election Judge Sandra Gunderson, Election Judge Taofeek Ishola, Election Judge Nahid Khan, Election Judge Penny Korkki, Election Judge Sandra Malcolm, Election Judge Kathleen Nelson, Election Judge Debbie Paine, Election Judge Michael Petersen, Election Judge Joel Pickett, Election Judge Peggy Seibert, Election Judge Charles Steinhaus, Election Judge Mark Viste, Election Judge Gayle Merritt, Head Judge Sarah Wilks, Head Judge Don Bumgarner, Election Judge Charles Calhoun, Election Judge Jennie Chapman, Election Judge David Erickson, Election Judge Mary Gersetich, Election Judge Carolyn Green, Election Judge Alyssa Huck, Election Judge Patricia Humphrey, Election Judge Charlene Johnson, Election Judge Peter LeNeau, Election Judge Stephen Long, Election Judge Wendi Einberger McDonough, Head Judge Marjorie Adkisson, Election Judge Jean Carlson, Election Judge Carol Christians, Election Judge Pat Cooper, Election Judge Christine Halstead, Election Judge Teri Iverson, Election Judge Judy Jordahl, Election Judge Deborah Mitlyng, Election Judge Mia Rampi-Lambertz, Election Judge Serena Brook, Election Judge Patrick Brueske, Election Judge Margaret Carr, Election Judge Thomas Cramer, Election Judge Todd DeBaker, Election Judge Chidiebere Esele, Election Judge Morgan Holle, Election Judge Sara Huffman, Election Judge Patricia Koenig, Election Judge Mary Laduke, Election Judge Lynn Bennethum, Election Judge Rebecca Crass, Election Judge Evadne Davis, Election Judge Joseph Jablonski, Election Judge John Polz, Head Election Judge Holly Saathoff, Election Judge C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:Barb S uciu, C ity C lerk S U B J E C T:A mend C ouncil Mee*ng C alendar B ackground: S taff is proposing a couple of amendments to the City's mee*ng calendar. F irst, is to move the O ctober 5th budget mee*ng to O ctober 15th. S econdly, the canvass of the General E lec*on results was planned to take place at the N ovember 9, 2020 C ity C ouncil mee*ng. However, due to the C OV I D-19 pandemic, the State L egislature allowing an addi*onal seven (7) days a=er the elec*on for absentee ballots to be received and counted provided they were post marked N ovember 3 or earlier, this mee*ng will need to moved. T he only possible date to canvass the elec*on results is Friday, N ovember 13, with a proposed start *me of 6:00 p.m. B udget I ssues: - None S trategic Priories and Values: O pera*onal Excellence AT TA C H M E N TS : D escrip*on U pload D ate Type A mended Calendar 9/22/2020 Backup M aterial 2020 City Council Meeting Schedule Regular City Council Meetings Council Chambers City Hall Study/Work Session 6:00 p.m. Informal Open Forum 6:45 p.m. Regular Session 7:00 p.m. Work Session – After regular session Brooklyn Center City Council regularly meets the 2nd and 4th Monday each month, unless Monday is a holiday. January 13 January 27 February 10 February 24 March 9 March 23 April 13 April 27 May 11 May 26 (Tuesday) June 8 June 22 July 13 July 27 August 10 August 24 September 14 September 28 October 12 October 26 November 9 November 23 December 14 Additional Meetings Feb. 3 Mar. 2 May 4 Sept. 8 Special City Council Meetings All dates are Monday unless otherwise noted April 6 7:00 p.m. Board of Appeal & Equalization CC May 18 6:00 p.m. Board of Appeal & Equalization Reconvene CC June 1 6:30 p.m. Work Session w/Auditor and Budget Work Session w/Financial Commission CC July 6 6:30 p.m. Work Session w/Financial Commission CC Capital Improvement Plan & Capital Project Funds July 20 6:30 p.m. Work Session w/Financial Commission CC 2020 Budget Overview August 3 6:30 p.m. Work Session w/Financial Commission CC General Fund – Department Requests August 14 6:00 p.m. Canvass results from the Primary Election CC August 17 6:30 p.m. Work Session w/Financial Commission CC General Fund – Department Requests September 2 (Wednesday) 6:30 p.m. Work Session w/Financial Commission CC General Fund – Department Requests October 15 6:30 p.m. Work Session w/Financial Commission, Special CC Revenue Funds, Debt Service Funds, Internal Service Funds October 19 6:30 p.m. Work Session w/Financial Commission CC Utility/Enterprise Funds November 13 6:00 p.m. Canvass results from the General Election CC December 7 6:30 p.m. 2021 Budget Hearing and Special Meeting CC CC –Council Chambers located in upper level City Hall All dates are subject to change. Call City Hall at 763-569-3300 to verify dates and times. Updated 9/28/2020 C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :D oran Cote, D irector of P ublic Works BY:M ike A lbers, City Engineer S U B J E C T:Res olu+on A ccep+ng Feasibility Report and C alling for an I mprovement P ublic H earing for I mprovement P roject Nos. 2021-01, 02, 03 and 04, G randview S outh A rea S treet, S torm D rainage and U+lity I mprovements B ackground: This proj ect w as es tablished by the C ity Council on May 13, 2019, by Resolu+on 2 0 1 9 -7 4 , for the area commonly r eferr ed to as the G r andv iew A rea I mpr ovements . T his ac+on was taken in accor dance with the Capital I mprovement P rogram (C I P ), w hich iden+fies G randview A rea for improvements during the 2020 cons truc+on s eas on. D uring the project planning proces s in Fall, 2019, it w as decided that the en+re G randview neighborhood w as too large of an area to reas onably expect a contractor to complete all of the required w ork in one construc+on season. I t was determined that the bes t course of ac+on w ould be to divide the neighborhood into tw o s eparate proj ect areas . D ue to the required improvements , the neighborhood was divided along 59th Avenue. The s treets and u+li+es north of 5 9 th Av enue w ere recons tructed in 2020 as the G randview N orth project, and the streets south of 59th Avenue, including 59th Avenue, will be recons tructed in 2021 as the G randview S outh project. The aAached feasibility report prov ides a summary of the project ev alua+on proces s and preliminary layout of street and u+lity improvements . T he report als o includes the results of a res ident ques +onnaire that w as mailed to all property owners w ithin the proj ect ar ea. A public infor ma+onal mee+ng w as conducted via WebEx on S eptember 10, 2 0 2 0 , to provide proj ect informa+on to pr oper ty ow ner s and tenants within the project area and gain addi+onal input from the public. The informa+onal mee+ng w as generally posi+ve in nature with the maj ority of ques+ons and concerns rela+ng to des ign details , s pecial asses s ments and project schedule. A formal pres enta+on of the feas ibility for the project is planned at the public hearing. The aAached resolu+on declares certain pr oject costs to be asses s ed for the G randview S outh A rea S treet, S torm D r ainage and U +lity I mprov ements and calls for an impr ovement public hearing on O ctober 26, 2020. I f approv ed by the City C ouncil, legal no+ce would be publis hed, and all property ow ners who could poten+ally be asses s ed for improv ements w ould receive a No+ce of I mprov ement P ublic H earing v ia mail. S taff recommends that the City C ouncil consider es tablis hing the 2021 s pecial as s essment rates in November 2020, and holding the s pecial asses s ment public hearing in D ecember 2020. B udget I ssues: The total proj ect cos t for the G randview S outh A rea S treet, S torm D r ainage and U+lity I mpr ovements is es+mated to be $11,8 0 0 ,000. F unding sources for the project ar e proposed from a variety of sources as described in the feasibility r epor t. The D raE S pecial A s s essment L evy Roll for I mprov ement P roj ect Nos . 2021-01 and 2021-02 are included in A ppendix D of the feas ibility report. S trategic Priories and Values: Key Transporta+on I nvestments AT TA C H M E N TS : D escrip+on U pload D ate Type Res olu+on 9/21/2020 Cover Memo Feas ibility Report 9/21/2020 Cover Memo Member introduced the following resolution and moved its adoption: RESOLUTION NO._______________ RESOLUTION ACCEPTING FEASIBILITY REPORT AND CALLING FOR AN IMPROVEMENT PUBLIC HEARING FOR IMPROVEMENT PROJECT NOS. 2021-01, 02, 03 AND 04, GRANDVIEW SOUTH AREA STREET, STORM DRAINAGE AND UTILITY IMPROVEMENTS WHEREAS, the Brooklyn Center City Council, by Resolution No. 2019-74, directed the preparation of a feasibility report regarding proposed improvements to the streets, storm drainage system and public utilities in the Grandview South Area neighborhood; and WHEREAS, the City Engineer has prepared said report and recommends that the proposed improvements be considered; and WHEREAS, a portion of the cost of street and storm drainage improvements for said project is proposed to be assessed against properties within the project area; and WHEREAS, the total project cost for the Grandview South Area Street, Storm Drainage and Utility Improvements is estimated to be $11,800,000; the total cost of the street and storm drainage improvement portion of said project is estimated to be $8,010,000 and the project funding sources are currently estimated to be: Special Assessments $ 1,556,783.81 Sanitary Sewer Utility Fund $ 1,640,000.00 Water Utility Fund $ 2,090,000.00 Storm Drainage Utility Fund $ 1,786,742.96 Street Light Utility Fund $ 60,000.00 Street Reconstruction Fund $ 3,156,473.23 Municipal Sate Aid Fund $ 1,510,000.00 Total $11,800,000.00 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. The Engineer’s Feasibility Report for the Grandview South Area Street, Storm Drainage and Utility Improvements is received and accepted. 2. Notice is hereby given that an on-line improvement public hearing will be held on the 26th day of October, 2020, at 7:00 p.m. or as soon thereafter as part of the regular City Council meeting as the matter may be heard to pass upon said improvement project and at such tie and place all persons owning property affected by said improvements will be given the opportunity to be heard with reference to said improvements. The WebEx meeting can be RESOLUTION NO. _______________ accessed electronically by https://logis.webex.com/logis/j.php?MTID=m34983c3d50f49b242b7f13e9537 31f1c or by calling 1-312-535-8110 Access Code: 133 316 6939 3. The City Clerk is directed to cause a notice of the improvement public hearing to be published in the official newspaper at least two weeks prior to the public hearing, and shall state in the notice the total cost of the improvement. September 28, 2020 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Feasibility Report Grandview South Area Street and Utility Improvements Page 1 Public Works Dept Engineering Division Phone: 763-569-3340 FAX: 763-569-3440 FEASIBILITY REPORT FOR GRANDVIEW SOUTH AREA STREET AND UTILITY IMPROVEMENTS IMPROVEMENT PROJECT NOS. 2021-01, 02, 03 and 04 CITY OF BROOKLYN CENTER, MINNESOTA September 21, 2020 I hereby certify that this plan, specification or report was prepared by me or under my direct supervision and that I am a duly Licensed Professional Engineer under the laws of the State of Minnesota _____________________________ Michael J Albers, P.E. Reg. No. 47074 September 21, 2020 Feasibility Report Grandview South Area Street and Utility Improvements Page 2 I. BACKGROUND In 2021, the City of Brooklyn Center will be entering the 28th year of its long-range infrastructure rehabilitation program often referred to as the Neighborhood Street and Utility Improvement Program. This program has consisted of a systematic rehabilitation and/or replacement of the City’s aging streets, water main, sanitary sewer, storm sewers, sidewalks, trails and street lights. The City’s Capital Improvement Program identifies the Grandview South Area Neighborhood for reconstruction in 2021. The proposed project includes roadway, utility and sidewalk improvements within the project limits shown on Figure 1. The Grandview South project area extends from 57th Avenue to 59th Avenue and from Dupont Avenue to Logan Avenue. This report was prepared in response to City Council Resolution No. 2019-74 dated May 13, 2019, directing staff to prepare a feasibility report and collect public input for the proposed project. Staff conducted a public informational meeting with residents and property owners located within the project area on September 10, 2020. A resident questionnaire and letter were also distributed as part of the project evaluation process. A summary of resident comments is provided in Appendix B. The 2021 project area consists of approximately 15,550 feet of streets and utilities. The neighborhood consists of approximately 179 residential properties that are zoned "R1", 1 school property that is zoned "R1", 2 church properties that are zoned “R1”, 8 multi-family properties that are zoned “R3”, 1 multi- family property that is zoned “R4”, 1 multi-family property that is zoned “R5”, and 1 church property that is zoned “C1”, 3 commercial properties that are zoned “C2”. Feasibility Report Grandview South Area Street and Utility Improvements Page 3 Figure 1: Project Area Feasibility Report Grandview South Area Street and Utility Improvements Page 4 II. STREET IMPROVEMENTS A. EXISTING CONDITIONS The majority of the local streets within the proposed project area were most recently improved between 1964 and 1969 resulting in the existing street pavement being in service for approximately 55 years, except Logan Avenue from 57th Avenue to Lilac Drive was reconstructed in 1988. The existing streets are generally 30 feet wide, which is typical for most low volume residential streets in Brooklyn Center. 59th Avenue/Lilac Drive/Logan Avenue and Humboldt Avenue are Municipal State Aid (MSA) routes and range in width from 32 feet to 36 feet. Only Logan Avenue and Lilac Drive have concrete curb and gutter. The roadways within the project area are very flat and most do not have concrete curb and gutter. The bituminous asphalt pavement has aged and is showing significant fatigue and distress. The typical service life for bituminous pavement is approximately 30 years. Generally, it is no longer cost-effective to routinely maintain these streets with seal coating or thin overlay procedures. Complete reconstruction is warranted. There are existing concrete sidewalks within the project area located on the north side of 59th Avenue, the east side of Logan Avenue/Lilac Drive and the west side of Humboldt Avenue. Also adjacent to the project area are concrete sidewalks on both sides of Dupont Avenue. Bituminous trails exist on the south side of 57th Avenue and in Grandview Park. See Figure 2 for existing sidewalk and trail locations. A geotechnical investigation was performed within the project area to obtain and analyze soil samples below the street pavement. The geotechnical evaluation report contains information regarding the subsurface soil and groundwater conditions and includes appropriate design and construction recommendations. Soil borings primarily indicate fair to good soils. Most borings showed various layers of sand, silty-sand and clayey-sand material. Groundwater was noted at depths of 6.5 to 9.0 feet below the pavement surface in several areas. Traffic within the project area is generally limited to local traffic access to residential properties within the neighborhood with the exception of 59th Avenue/Lilac Drive/Logan Avenue and Humboldt Avenue. 59th Avenue/Lilac Drive/Logan Avenue experience higher levels of traffic due to the commercial property and access to the Elementary School on 59th Avenue. 59th Avenue/Lilac Drive/Logan Avenue are a MSA streets with traffic volumes of approximately 1,350-1,550 vehicles per day. Humboldt Avenue is a Municipal State Aid street with traffic volumes of approximately 550 vehicles per day. The remaining roadways generally do not provide connection to other neighborhoods and, therefore, do not experience significant cut-through or collector-type traffic. Traffic volumes on streets within the project area are generally low volume and typical for local roadways in Brooklyn Center, expected to be less than 500 in most instances. B. PROPOSED STREET IMPROVEMENTS Based on the age and condition of the existing bituminous asphalt pavement surfaces and the proposed replacement of underlying utilities in certain locations, complete replacement of the street surface is warranted. Proposed street improvements include full depth reconstruction for the existing streets to a width of 30 feet for the streets within the project area with the exception of 59th Avenue/Lilac Drive/Logan Avenue and Humboldt Avenue. The roadway widths for 59th Avenue, Lilac Drive and Humboldt Avenue is proposed to be 32-feet wide and Logan Avenue is proposed to be 37-feet wide to meet the required MSA standards (see Appendix C, Street and Storm Sewer Improvements Figure). Feasibility Report Grandview South Area Street and Utility Improvements Page 5 The existing soil material will provide a stable foundation to support the proposed street and utility improvements. The roadway subgrade consists of good soils and is planned to be reclaimed (recycled) in place to be reused as the new aggregate base for the proposed street section. Removal of poor soils in isolated areas throughout the project for utility and or roadway construction will be performed as recommended in the geotechnical report and as determined in the field during construction. The installation of concrete curb and gutter is proposed with the reconstruction of the streets within the project area. Concrete curb and gutter will assist in conveying storm water runoff to storm sewer catch basins. The street grades will also be designed to provide improved drainage to the storm sewer system. The proposed street reconstruction does not include substantial changes to the roadway width, alignment or elevation. In accordance with the Complete Streets Policy adopted by the City in 2013, all streets and trail projects, including design, planning, reconstruction, rehabilitation, maintenance or operations by the City of Brooklyn Center shall be designed and executed in a responsible, equitable and financially reasonable way to accommodate and encourage travel by bicyclists, pedestrians, public transportation, emergency and commercial vehicles in a balanced manner. Implementation of the City’s Complete Streets Policy ensures that the needs and safety of pedestrians, bicyclists, motorists and transit riders of all ages and abilities are taken into account in the design and operation of roads. Accordingly, a worksheet was completed to assist in the complete streets evaluation (see Appendix A, Complete Streets Worksheet). Additionally, the Safe Routes to School Planning (SRTS) Assistance Memorandum prepared by MnDOT in June 2013 and the Pedestrian & Bicycle Plan (P&BP) adopted in March 2014 are used to plan additional sidewalk and trail routes. The SRTS and the P&BP recommended adding a sidewalk on the south side of 59th Avenue from Knox Avenue to Dupont Avenue and a sidewalk on the east side of Irving Avenue from 58th Avenue to 59th Avenue. In response to the residential survey we received five (5) responses supporting additional sidewalks in the neighborhood and zero (0) responses not wanting any additional sidewalks from residents with frontage on 59th Avenue. The following strategies and improvements are recommended: • Ensure that the needs and safety of pedestrians, bicyclists, motorists and transit riders of all ages and abilities are taken into account in the design and operation of roads. • A new 6 foot wide sidewalk located along the south side of 59th Avenue from Knox Avenue to Dupont Avenue is proposed per the Pedestrian & Bicycle Plan and the SRTS plan. • A new 6 foot wide sidewalk located along the east side of Irving Avenue from 59th Avenue to 200’ south of 59th Avenue is proposed as a portion of the recommendation per the SRTS plan. • A new 6 foot wide sidewalk located along the northern portion of the Grandview Park parking lot is proposed per the SRTS plan. • The existing concrete sidewalks within the project area located on the north side of 59th Avenue, the west side of Humboldt Avenue, and the east side of Logan Avenue/Lilac Drive will be repair as needed or as impacted by utility replacements. • Realignment of trail & sidewalk at 59th Avenue & Knox Avenue to eliminate the crossing under pedestrian bridge. • Adjust & update crosswalk markings along 59th Avenue due to new sidewalk improvements. • Pedestrian curb ramps will be constructed throughout the project at each crosswalk location with truncated dome detectable warning systems in compliance with the Americans with Disabilities Act (ADA). Feasibility Report Grandview South Area Street and Utility Improvements Page 6 It should also be noted that in-depth property surveys are not performed and when constructing the new driveway aprons, the determined location generally matches existing driveway locations and widths. It is not the intent under this project to verify and fix driveway-property line issues, which sometimes exist. Rather, the construction under this project generally occurs within City right-of-way. Other improvements include the installation of concrete driveway aprons, the replacement of trees that are impacted, replacement of landscaping elements and irrigation systems that are impacted and deficient segments of sidewalk are proposed to be repaired as warranted or impacted. Disturbed boulevard areas will be restored with topsoil and sod. Feasibility Report Grandview South Area Street and Utility Improvements Page 7 Figure 2: Sidewalk and Trail Improvements Feasibility Report Grandview South Area Street and Utility Improvements Page 8 III. STREET LIGHTING SYSTEM A. EXISTING CONDITIONS The neighborhood improvement program has historically included the replacement of free-standing street lights located within the neighborhood. Free-standing street lights are defined as lights mounted on poles, which do not contain any other overhead utilities attached to them. There are currently three (3) free-standing street lights within the project area. These lights consist of older style wood utility poles that have been in service for many years, most likely dating back to the original construction of the neighborhood. The existing free-standing street lights have overhead power services with cobra-head type light fixtures. Other street lights in the neighborhood exist on multiuse-type poles, which are unable to be removed and therefore are not planned to be replaced. There are currently 16 street lights on multiuse poles within the project area. The City’s Street Light Policy states that street lights may be provided at street intersections and at mid- block locations where the distance between intersections exceeds 700 feet. Street lights are currently located at all intersections and at most of the longer blocks that exceed 700 feet with minor exceptions. B. PROPOSED STREET LIGHTING IMPROVEMENTS The recommended street light improvements include replacement of the three (3) existing free-standing street lights with fiberglass poles, cut-off type LED light fixtures and underground power services. Other street lights that are mounted on multiuse transmission/distribution poles within the neighborhood are not proposed to be modified with this project (see Figure 3); however, Xcel Energy has indicated that all Xcel Energy-owned cobra head-style streetlights on multiuse poles in the project area currently have LED fixtures. In accordance with City policy, mid-block street lights may be installed where the block exceeds 700 feet in length upon receipt of a petition signed by a majority of the residents on the block, including signatures of the residents adjacent to the specific location where such mid-block light is requested. Staff received a few inquiries about street lights through the public outreach efforts of the project but staff has not received any formal requests/petitions for additional street lights. Adding new street lights will be coordinated and evaluated during the final design stages of the project with the property owners that would be directly affected by adding new street lights. Should the appropriate petitions be received, additional lighting will be included in the project lighting improvements. Feasibility Report Grandview South Area Street and Utility Improvements Page 9 Figure 3: Street Light Exhibit Feasibility Report Grandview South Area Street and Utility Improvements Page 10 IV. STORM DRAINAGE AND TREATMENT SYSTEM A. EXISTING CONDITIONS The project area is located within the West Mississippi Watershed Management Commission area and the majority of the storm water flows to the Mississippi River. The existing storm drainage system in the project area consists of a network of public storm sewer pipes installed in 1952, 1960, 1961, 1965 and 1988 and is generally undersized by today’s standards (see Figure 4). The surface water within the majority of the neighborhood flows to a trunk storm drainage system on 59th Avenue, eventually discharging into the Mississippi River. The trunk line on 59th Avenue consists of 42-inch and 54-inch reinforced concrete pipe installed in 1952. A water quality treatment facility and additional 48-inch reinforced concrete pipe outlet were installed near the intersection of 59th Avenue and Lyndale Avenue in 2009. A portion of the Logan Avenue storm drainage system discharges to a ditch within MNDOT right of way and eventually drains to Shingle Creek. A televising inspection of the existing storm sewer is currently being conducted and will further be evaluated during final design. A cursory review of the existing underground pipe network in this area found the pipe to be in fair to good condition with some isolated issues identified in several areas that warrant repair. There are several isolated areas within the project area that experience localized flooding due to the flat topography within the project area. Several comments from area residents indicated a lack of adequate drainage facilities within the neighborhood and were mostly related to standing water along the edge of the street and at driveways. However, no major flooding issues have been identified. B. PROPOSED DRAINAGE IMPROVEMENTS Storm sewer improvements will be made to the existing system that includes replacing/repairing catch basins and laterals where necessary. As indicated, the storm sewer system is to some extent undersized. A more complete system is proposed to be installed including multiple new trunk and lateral lines and catch basins in several areas (see Appendix C, Street and Storm Sewer Improvements Figure). This expansion of the drainage system and installation of additional pipes and catch basin structures will help minimize localized drainage problems. The existing public storm sewer system within the street right-of- way will be reconstructed, including a partial replacement of the trunk storm sewer within 59th Avenue under this project. Proposed water quality improvements include installing sump catch basins at select neighborhood discharge locations where feasible. Additionally, infiltration basins (rain gardens) will be incorporated throughout the project area within the boulevard areas where adjacent property owners volunteer and agree to these gardens. An infiltration basin consists of a relatively small area of plantings within a constructed depression located behind the street curb. Rainwater is routed to the areas from the street gutter and infiltrates naturally by plants and soils in the garden. This infiltration process removes nutrients and pollutants. By acting as a small detention pond, the rain garden plants and soils also provide a natural way of reducing the amount of runoff water that flows from rooftops, lawns, driveways and streets directly into the storm sewer system. The underground treatment chambers and infiltration basins are recommended for this project in certain areas to help meet the City’s storm water treatment goals and requirements. Feasibility Report Grandview South Area Street and Utility Improvements Page 11 Figure 4: Storm Sewer Feasibility Report Grandview South Area Street and Utility Improvements Page 12 V. SANITARY SEWER SYSTEM A. EXISTING CONDITIONS The existing sanitary sewer collection system within the project area consists of mainly eight-inch and ten-inch diameter vitrified clay pipe (VCP) sewer mains and some 12-inch diameter reinforced concrete pipe (RCP). The majority of the sanitary sewer system was installed between 1959 and 1960. The sanitary sewer within Logan Avenue was lined in 2005. Due to the age and materials used in the original construction of the sanitary sewer, almost all of the sanitary sewer mains within the project area are subjected to frequent issues with root intrusion. Public Works crews must perform root sawing and jetting on an annual basis to maintain the system conveyance capacity and avoid sewer back-ups in many locations (see Figure 6). The sanitary sewer flows to a trunk line located within an easement underneath the Xcel high wire powerline that goes through the neighborhood. During the project planning phase, all public sanitary sewer pipes were inspected with remote televising equipment. These inspections confirmed that portions of the sanitary sewer have moderate to severe problems with root intrusion, sags and sections of cracked and broken pipe along pipe joints and at many services. Surveys received from residents also indicate some occurrences of sewer service line blockage that are often attributed to root penetration of the service pipe joints and connection points. Figure 5 illustrates a typical section of sewer pipe with moderate root intrusion problems. The project contains many segments of sanitary sewer that are in likewise or worse condition. Figure 5: Sanitary Sewer Line, Tree Root Intrusion B. PROPOSED SANITARY SEWER IMPROVEMENTS Complete replacement of the public eight-inch diameter VCP sanitary sewer mains within the project area is recommended due to the extent of root intrusion, sags and cracked pipe within the collection system. Also, lining of all the VCP and RCP sanitary sewer trunk lines within easements on the Xcel powerline properties is recommended due to the age and pipe material of the collection system (see Appendix C, Sanitary Sewer and Water Main Improvements Figure). Isolated replacement of the problem areas is not cost effective. In accordance with past City construction practice, individual service lines between the sewer main and the property line would also be replaced. Feasibility Report Grandview South Area Street and Utility Improvements Page 13 Figure 6: Sanitary Sewer Root Saw Locations Feasibility Report Grandview South Area Street and Utility Improvements Page 14 VI. WATER SYSTEM A. EXISTING CONDITIONS A majority of the water main within the project area consists of 6-inch, 10-inch, and 16-inch diameter cast iron pipe (CIP) installed between 1964 and 1969. There is also 16-inch and 24-inch diameter welded steel pipe water main on Emerson Avenue and 59th Avenue east of Emerson Avenue. The water main pipe velocities in the Grandview Area are all relatively low due to low domestic demands in this residential area as confirmed by water distribution modeling. Minor water quality issues have been reported by residents. A majority of the existing water main in the project area is assumed to have a cement based internal liner. There is a history of two (2) water main break within the project area (see Figure 7). No properties were identified to have had frozen service issues. The water main is in fair to good condition and has not approached the end of its life cycle. B. PROPOSED WATER MAIN IMPROVEMENTS Recommended water main improvements include partial replacement (approximately 40%) of the existing cast iron water main with new ductile iron water main in segments where the replacement of the adjacent sanitary sewer is deeper than the existing water main (due to undercutting issues during construction). It is also recommended to replace the existing 16-inch and 24-inch steel water main in its entirety (see Appendix C, Sanitary Sewer and Water Main Improvements Figure). In future years, nearer the end of the life cycle of the remainder of the water main that is not being proposed to be replaced (see Figure 7), considerations of in-situ pipe lining is expected to be evaluated as warranted that will preserve the new roadway that is being proposed as part of this current project. The proposed improvements also include replacement of valves, hydrants and water services extending from the water main in the street to the water curb stop located at the front property line. Replacement pipe materials include ductile iron pipe, which is more resistant to corrosion than cast iron pipe, and copper service pipe. Feasibility Report Grandview South Area Street and Utility Improvements Page 15 Figure 7: Water Main Break Locations Feasibility Report Grandview South Area Street and Utility Improvements Page 16 VII. PARK IMPROVEMENTS Grandview Park is located within the project area. There are no planned improvements to Grandview Park as part of this project. No new parks or other public recreation facilities are planned as part of the project. VIII. RIGHT-OF-WAY AND EASEMENTS Generally, all public infrastructure owned, maintained and operated by the City throughout the project area is located within City easements and/or right-of-way. The City is working with the school district on acquiring a sidewalk & trail easement for the existing and proposed sidewalk & trail improvements. IX. ESTIMATED COSTS AND FUNDING CONSIDERATIONS The total estimated cost of the proposed project is $11,800,000.00. Table 1 provides a summary of the estimated project costs and recommended funding amounts from the various sources as indicated. Funding for the project is further described below. A. FUNDING FOR STREET IMPROVEMENTS The estimated project cost of roadway improvements for all streets in this project area is $5,600,000.00. This preliminary estimate includes the cost for project administration, legal, engineering and construction contingency. Special assessments for street improvements are proposed in accordance with the 2021 rates which are expected to be considered for adoption by the City Council on November 9, 2020. The standard 2021 residential street assessment rate is estimated to be $4,730 per R1 zoned residential property. This rate would be assessed to all benefitting single family residential properties within the project area (see Figure 8). For R1 properties which may be legally subdivable into two or more lots, the assessment to be applied shall equal the maximum number of lots allowable times the unit R1 assessment. The properties located at 1500 59th Avenue (school), 5818 Emerson (house), 5827 Humboldt Avenue (church), 5840 Humboldt Avenue (church) and the Xcel properties are legally subdividable and would be assessed accordingly. The multi-family properties located along Logan Avenue (twin homes) are zoned R3 and would be assessed based on a per unit assessment based on the frontage rate, multiplied by the total feel of frontage and divided by the total number of units. The multi-family property located at 5843 Fremont (apartments) is zoned R4 and the multi-family property located at 5800 Logan (apartments) is zoned R5. There are 4 commercial properties located along Logan Avenue and Lilac Drive (EDA, mini storage, church). These properties would be assessed based on an area basis. An “A” zone benefit includes the area abutting the street to be improved, extended to the depth of 200-feet and a “B” zone of lesser benefit for the remainder of the property area. The “A” zone rate is based on assessing 70 percent of the total street project cost deemed to benefit the property and the “B” zone rate is based on 30 percent. Based on cost estimates for full street reconstruction, the full unit rate has been determined to be “A” zone rate of $0.5024 per square foot and a “B” zone rate of $0.2153 per square foot. It should be noted that historically the assessments have been levied based on estimated costs rather than actual costs, understanding that the project costs are levied at a reduced percentage (70 and 30 percents as indicated above). Feasibility Report Grandview South Area Street and Utility Improvements Page 17 City owned properties are not proposed to be assessed. A total estimated special assessment amount of $1,183,526.77 would be levied for street improvements. The remaining street construction costs would be funded from the Street Reconstruction Fund and Municipal State Aid (MSA) Fund. A summary of the proposed special assessments for street improvements is provided in Appendix D. B. FUNDING FOR STORM DRAINAGE IMPROVEMENTS The total estimated cost for storm drainage improvements within the project area is $2,410,000.00. This preliminary estimate includes the cost for project administration, legal, engineering and construction contingency. Special assessments for storm drainage improvements are proposed in accordance with the 2021 rates which are expected to be considered for adoption by the City Council on November 9, 2020. The standard 2021 storm drainage special assessment rate is estimated to be $1,419 per R1 zoned single family residential property within the project area (see Figure 8). The multiple R1 properties and the R3 property have been computed similarly to the street assessments. Storm sewer assessments for the R4, R5 & commercial properties have been computed similarly to the street assessments. Based on preliminary cost estimates for the storm sewer improvements, the full unit rate has been determined to be an “A” zone rate of $0.2162 per square foot and a “B” zone rate of $0.0927 per square foot. On this basis, a total estimated special assessment amount of $373,257.04 would be levied for storm sewer improvements. A summary of the proposed special assessments for storm drainage improvements is provided in Appendix D. C. FUNDING FOR UTILITY IMPROVEMENTS The estimated cost of sanitary sewer improvements is $1,640,000.00; the estimated cost for water main improvements is $2,090,000.00; and the estimated cost for street light replacement is $60,000.00. As previously noted, these total cost estimates include the costs for project administration, engineering, legal and construction contingency. All costs for water, sanitary sewer and street light improvements will be funded by their respective utility funds in accordance with established policy for such improvements. Feasibility Report Grandview South Area Street and Utility Improvements Page 18 Table 1: Cost and Funding Feasibility Report Grandview South Area Street and Utility Improvements Page 19 Figure 8: Assessment Map Feasibility Report Grandview South Area Street and Utility Improvements Page 20 X. RECOMMENDED PROJECT SCHEDULE Table 2 is the preliminary schedule for the project. Table 2. Grandview South Area Reconstruction Project – Schedule Action Target Date City Council Receives Feasibility Report and Calls for an Improvement Public Hearing September 28, 2020 City Council Holds Improvement Public Hearing, Authorizes the Project and Orders Preparation of Plans and Specifications October 26, 2020 City Council Establishes 2021 Assessment Rates, Declaring Costs to be Assessed and Calling for a Public Hearing on Proposed Special Assessments November 9, 2020 City Council Holds Assessment Public Hearing and Certify Assessment Roll December 14, 2020 City Council Approves Plans and Specs, and Authorizes Advertisement for Bids January 2021 City Receives and Opens Project Bids February 2021 City Council Considers Award of Contract February/March 2021 Start Project Construction April 2021 Construction Substantially Complete October 2021 XI. CONCLUSIONS AND RECOMMENDATIONS The overall condition of the City's street and utility infrastructure systems is critical to the operation, safety, welfare and economic health of the entire community. As a result of the infrastructure needs described and the proposed solutions and estimated costs provided in this report, the proposed project is considered to be necessary, cost effective and feasible. Feasibility Report Grandview South Area Street and Utility Improvements Appendix A Complete Streets Worksheet City of Brooklyn Center Complete Streets Policy Complete Streets Policy Adopted by City Council June 24, 2013 Appendix A Complete Streets Worksheet This Complete Streets Worksheet is intended to serve as a guide when reviewing a roadway’s ability to accommodate all modes of transportation (pedestrian, bicyclists, transit riders, freight, and automobiles) and people of all abilities in a cost-effective manner, while promoting safe operation for all users. Complete streets address the design of the entire street right-of-way to determine the best allocation of space between the various transportation modes. Complete streets may be achieved through single projects or incrementally through a series of smaller improvements or maintenance activities over time. This worksheet was developed to facilitate implementing the complete streets process and to help sort through potentially conflicting modal priorities. The worksheet is also available in an electronic format that allows responses to by typed directly into the worksheet. Please reference the following materials when filling out the checklist: • City and/or County Comprehensive Plans that cover the project area • Transportation Plans that cover the project area (e.g., City, County, and/or State) • Bicycle or Pedestrian Master Plans that cover the project area (e.g., City, Park district, County, and/or State) • City and/or County ADA Transition Plans that cover the project area • Area specific studies • A Policy on Geometric Design of Highways and Streets (AASHTO “Green Book”) • AASHTO Guide for the Development of Bicycle Facilities, 4th Edition • MnDOT Bikeway Facility Design Manual • Minnesota Manual on Uniform Traffic Control Devices (MMUTCD) • ADA Accessibility Guidelines (ADAAG) • Proposed Rights-of-Way Accessibility Guidelines (PROWAG) •Hennepin County Complete Street Policy • State of Minnesota Complete Street Policy COMPLETE STREETS IMPLEMENTATION RESOURCE GUIDEA-2 Project Information Project Location (municipality): Roadway Jurisdiction: Project/Roadway Name: Project Start Point: Project End Point: Project Manager Define Existing and Future Land Use and Urban Design Context 1. Do any adopted plans call for the development of bicycle, pedestrian, transit or roadway facilities on, crossing, or adjacent to, the proposed project? If yes, list the applicable plan(s). Guidance: Possible sources of this information include Comprehensive Plans, Transportation Plans, Bicycle or Pedestrian Master Plans or area-specific studies developed by applicable City, County and/or State Agencies. 2. Are there any local, county, statewide or federal policies that call for incorporating multimodal facilities? Guidance: Policies at the state and federal level may impact a project due to funding sources. A-3APPENDIX A: COMPLETE STREETS WORKSHEET 3. Describe the study area. Guidance: What are the predominant land uses along the corridor? What is the community character? (e.g., tree-lined streets, historic, new development) Are there any planned redevelopment areas in the project area? 4. What trip generators (existing and future) are in the vicinity of the project that might attract walkers, bikers or transit users? Guidance: For example, large employers, downtown or shopping districts, schools, parks, community centers, medical centers, transit stations, government buildings and senior care facilities. Define Existing and Future Transportation Context 5. Describe existing and projected modal volumes, if available. Volumes (as available)Existing Projected (Year) Average Daily Traffic Pedestrian Counts Bicycle Counts Truck Volumes Transit Volumes COMPLETE STREETS IMPLEMENTATION RESOURCE GUIDEA-4 6.Existing vehicle speed conditions. a.What is the posted speed limit for the project and associated intersecting streets? b.Provide speed data, if available. c.Are excessive speeds an issue in the project area? 7.Describe crash data, if available, and known conflict locations. Guidance: Crash data will likely not be available for pedestrians and bicycles. Crash trends and known conflict points should include neighborhood input and antidotal data, such as areas of known “near misses”, or areas where seasonal activities cause safety issues, such as sports arenas or fairgrounds. Transportation Mode Number of Crashes Period Covered Vehicles Pedestrians Bicycles a.Are there any crash trends between specific modes? b.Are there known conflict points between specific modes? A-5APPENDIX A: COMPLETE STREETS WORKSHEET 8.Describe Classifications. a.What is the road functional classification? b.Does the street cross any high functional classification roads? (yes/no) If so, please list. c. Does the roadway have other classifications (e.g., truck route, transit route, bicycle route, emergency vehicle route)? (yes/no) If so, please list. 9.Sketch in or attach the existing cross-section(s). Guidance: The existing cross-section should include the full right-of-way and be clearly dimensioned. Additional cross-sections are advisable to illustrate specific situations or if corridor segments greatly vary. COMPLETE STREETS IMPLEMENTATION RESOURCE GUIDEA-6 10.What multimodal accommodations exist in the project and on streets that it intersects? Guidance: Multimodal accommodations may include transit routes, sidewalks, trails, and designated on-street bicycle facilities, such as bike lanes, sharrows or signed bike routes. 11.If there are no multimodal accommodations, how far away are the closest parallel facilities? Guidance: Designated transit routes or bikeways may not exist within the community, and therefore, may not be applicable. 12.What multimodal amenities exist in the project? Guidance: multimodal amenities may include benches, bike racks/lockers, trash receptacles, crosswalks, traffic signals, mature tree canopy, transit stops/shelters, and wayfinding signage. 13.Describe any particular user needs/challenges along the project corridor that you have observed or have been informed of. Guidance: User needs may consist of lack of facilities (worn dirt pathways), traffic congestion, difficulty accessing bus stops or sidewalks due to snow piles at intersections, at-grade crossings of railroads or high volume roadways, and steep terrain. A-7APPENDIX A: COMPLETE STREETS WORKSHEET 14.Are the existing facilities ADA and PROWAG compliant? Guidance: Reference resources include the ADA Accessibility Guidelines (ADAAG), Proposed Rights-of-Way Accessibility Guidelines (PROWAG), and MnDOT Accessibility Design Tools website. Identify Existing Deficiencies 15.Based on the land use and transportation context analysis, describe existing and anticipated future deficiencies to full multimodal transportation that the project could/should address. Describe Future Objectives 16.Develop objectives regarding how multimodal facilities will be integrated into the project and how identified deficiencies will be addressed. Guidance: The objectives will form the basis for the street design. Recommend Area Typology/Street Typology and Test Cross-section(s) 17.Complete the following questions if your community has developed Area Typologies and Street Typologies (See page 21, “Roadway Classification versus Settings” for a description of area and street typologies.) Guidance: If applicable, list document that contains your agency’s Area Typologies and Street Typologies a.What is the recommended Area Typology? b.What is the recommended Street Typology? COMPLETE STREETS IMPLEMENTATION RESOURCE GUIDEA-8 18.Sketch in or attach the initial cross-section(s) that depicts desired street elements. Guidance: Initial cross-section should be clearly dimensioned and indicate any additional right-of-way required. Additional cross-sections are advisable for specific situations or if corridor segments greatly vary. 19.Describe any constraints associated with the initial cross-section. Guidance: Potential constraints include lack of right-of-way, existing structures, existing mature trees or environ- mental features, topography or number of driveways. 20.Sketch in or attach alternative cross-sections. Guidance: Alternative cross-sections should be modifications of the initial cross-section that respond to identi- fied constraints. All modes should receive equal consideration and accountability in the development of alternatives. A-9APPENDIX A: COMPLETE STREETS WORKSHEET Describe Tradeoffs and Select Cross-section 21.Describe tradeoffs associated with the alternative cross-sections. Guidance: Examples of tradeoffs include removal of mature vegetation, narrower travel lanes, removal of on-street parking (one or both sides), right-of-way acquisition costs, and provision of bikeway facility on an adjacent parallel street. 22.Sketch in or attach the selected cross-section(s). Guidance: Selected cross-section should be clearly dimensioned and indicate any additional right-of-way required. Additional cross-sections are advisable for specific situations or if corridor segments greatly vary. 23.If the project does not accommodate all modes, list reasons why facilities for that mode are not provided. Guidance: For example, the cost of the facility will be disproportionately high in relation to number of projected users; adequate right-of-way does not exist and acquisition of additional right-of-way would create adverse impacts to valued community assets; a bikeway facility is being planned on an adjacent parallel route that can service bicyclists’ needs. COMPLETE STREETS IMPLEMENTATION RESOURCE GUIDEA-10 Implementation 24.Identify project milestones, roles and responsibilities for project implementation 25.How will access for all modes be maintained during project construction? Guidance: Reference resource includes MnDOT Context Sensitive Solutions (CSS) Webinar, Maintaining Pedestrian Access Through Construction & Maintenance Work Zones 26.Facility Maintenance a.What agency will be responsible for on-going maintenance for each mode? b.What specific seasonal and long-term maintenance is needed for each mode? Feasibility Report Grandview South Area Street and Utility Improvements Appendix B Resident Questionnaire Resident Comments (OVER) QUESTIONNAIRE 2021 Grandview South Area Reconstruction Project __________________________________________________________________________________________ This questionnaire will help the City of Brooklyn Center Engineering staff to better understand the infrastructure needs and issues in your neighborhood. This survey can be returned in person or by mail to: City of Brooklyn Center/Engineering Division, 6301 Shingle Creek Parkway, Brooklyn Center, MN 55430; by fax at 763-569- 3440; or by email at: publicworks@ci.brooklyn-center.mn.us. Please return this survey by August 28, 2020. You may also contact us at 763-569-3340 to discuss these issues. Please be advised we will contact you in the near future via mail regarding a meeting which will be held this fall. At the meeting we will gather additional information and solicit your input. Thank you for your cooperation in providing this important survey! _________________________________________________________________________________________ 1. Contact Information: Name: _________________________________________________________________________ Address: _________________________________________________________________________ Email Address: ___________________________________________________________________ Phone Number: ___________________________________________________________________ 2. Our televised sewer inspections typically identify sanitary sewer services with moderate to severe root infiltration. Have you experienced any problems with sanitary sewer service, such as line plugging or having the service cleaned out to the street? If yes, how often? 3. Typically, improvements to the storm drainage system are needed. Do you have a problem with drainage or flooding in the street, your yard or basement? 4. Do you have a lawn irrigation (or sprinkler) system located within your property? Please circle one: Yes No 5. Do you experience problems relating to the water distribution system such as water pressure, taste, odor or color? 6. Do you have a sump pump in your basement? Please circle one: A. Yes, my sump pump runs frequently (at least once every day) B. Yes, my sump pump runs less frequently C. No, I do not have a sump pump or do not use my sump pump D. Unknown 7. Do you have draintile on you property? Please circle one: A. Yes, it drains to the yard B. Yes, it connects to the storm sewer system C. No, I do not have draintile on my property. D. Unknown 8. A rain garden is simply a "sunken" flowerbed, designed to retain and infiltrate as much storm water as possible. The benefit to the environment is reduction in the amount of storm water entering our ponds, lakes and streams. If it is feasible to do so, do you wish to have a rain garden placed in the boulevard on your property? (If interested, further rain garden information will be provided this winter.) Please circle one: Yes No Maybe 9. The City’s policy pertaining to sidewalk improvements is that sidewalks are not typically installed on local “residential” streets unless the City Council orders the construction of sidewalks when such construction is warranted. Do you feel your neighborhood needs additional sidewalks? Please circle one: Yes No If yes, where? 10. The City’s policy pertaining to spacing of existing street lights is to provide for lighting at intersections and at mid-block locations where spacing exceeds 700-feet. Do you feel your neighborhood needs additional street lighting? Please circle one: Yes No If yes, where? 11. Does anyone in your household have any respiratory illness or concerns including, but not limited to asthma or chronic obstructive pulmonary disease (COPD) that could be affected by dust and air quality issues? If yes, please explain below. 12. What other concerns, comments and/or issues do you have pertaining to the streets, sidewalks, utilities, etc., in your neighborhood? Should you have questions or need more information, please contact the Engineering Division at 763-569-3340. Please return by August 28, 2020 to: Engineering Division City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 FAX 763-569-3440 Email: publicworks@ci.brooklyn-center.mn.us Sanitary (2) Storm (3) Sprinkler System (4) Water (5) Sump Pump (6) Draintile (7) Rain Garden (8)Sidewalk (9)If yes, where? (9a) Streetlights (10)If yes, where? (10a)Respiratory illness, health concerns, etc. (11) Comments/Concerns/Issues re: streets, sidewalks, utilities, etc. (12) No Street corner No Not until they started working at 59th and north towards Interstate 694. No, I do not have a sump pump. No, I do not have draintile on my property. No No No We haven't experienced any problems. No, we have never had any problems with drainage or flooding. No Sometimes No, I do not have a sump pump. No, I do not have draintile on my property. Yes No No No Found it alarming now many trees were taken out on nearby blocks when curbs were redone. We have trees in our front yard and would hate to lose any. Yes, very severe root problem. Have to have professional clean roots in past. 60 ft to 100 ft No No Yes, water is very hard and dries yellow/red No, I do not have a sump pump. No, I do not have draintile on my property. Maybe No No No Streets are old and beat up. No No No Yes, poor taste and odor. No, I do not have a sump pump. No, I do not have draintile on my property. Yes Yes Even side of roadway. Yes Mid-block No No No No No, but I don't drink it No, I do not have a sump pump. No, I do not have draintile on my property. Maybe No No No The uncontrolled intersection at 58th and Fremont could have yield signs on one way (frequent accidents). Two or three times No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No Tom has asthma but not so as the dust will bother him. Just that fools keep speeding down our street - not slowing at intersections causing accidents at our corner. No No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No More controlled intersection (58th and Fremont) No Occasionally at corner of 58th and Fremont - after very heavy rains. No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No No No No Seems to have excessive chlorine but other than that, no. No, I do not have a sump pump. No, I do not have draintile on my property. No No No COPD but shouldn't be an issue. No No No No Unknown Yes, it connects to the storm sewer system. Maybe No No No The neighborhood needs a stop sign on 58th and Girard Ave N - accidents can happen. No No No We won't drink city water. We get water from Cub. No, I do not have a sump pump.Unknown Maybe No No No The dead end is not maintained by the City. It's a mess with trees and brush. People walk through there all the time. We have jetted the main line three times in about 19 years to clear it when it would not drain. This was at the plumbers recommendation. No No The water often smells like chlorine. We use bottled water for cooking and drinking. No, I do not have a sump pump. No, I do not have draintile on my property. Yes Yes Every street which fronts a residential property. Children are forced to ride, walk, run in the street. Drivers speed on all streets in our neighborhood too. So dangerous. No Our dog has megaesophagus. Boarding facilities and our vets office are not equipped or staffed to provide the care she requires, on an all day basis. Our dog has anxiety disorder and we've been treating it and training with behavior modification. I will remove her from the neighborhood if I need to. I just need a route to use for exiting or I will have to make one. No No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No Yes Between 57th and 58th of Girard Yes, asthma is present in the resident of this address. 58th between Dupont and Humboldt is an awful stretch of road; will it be fixed soon? Yes, twice No No No No, I do not have a sump pump.Unknown Yes No No No Once every 3 years; recently the main sewer line to the street is clogged due to a sagging pipe. No No No No, I do not have a sump pump. No, I do not have draintile on my property. Yes No No No A good sidewalk system would help pedestrians and bike traffic. In the distant past we had problems several times, but not in recent years (over 10 years we think) No No No No, I do not have a sump pump. No, I do not have draintile on my property. Maybe No No Yes - asthma I have a flower bed (berm) and a large ash tree near the boulevard and I am anxious to know the impact on that area. Fremont Avenue N Grandview South Area Street and Utility Improvements 2021 Survey Summary Results Girard Avenue N Emerson Avenue N Humboldt Avenue N Grandview South Area Street and Utility Improvements 2021 1 Survey Summary Results Sanitary (2) Storm (3) Sprinkler System (4) Water (5) Sump Pump (6) Draintile (7) Rain Garden (8)Sidewalk (9)If yes, where? (9a) Streetlights (10)If yes, where? (10a)Respiratory illness, health concerns, etc. (11) Comments/Concerns/Issues re: streets, sidewalks, utilities, etc. (12) Drain issues but not sewer. Our street floods quickly. We may have pooling areas at our front door and in front of the garage. No A street cleaning of the lines resulted in an exploded water heater a couple years ago. No, I do not have a sump pump.Unknown Yes No Yes Current lighting is so ruined that front yard is rendered in blackness - I like it but have reservations. No Yes, cleaned every year or every other year. No No Not anymore. Had chlorine smell for a period of time but that has gone away. No, I do not have a sump pump. No, I do not have draintile on my property. No No Yes No No Street is too high to our driveway and does not drain properly. No Chlorine smell to water and tastes bad - used to be really good. No, I do not have a sump pump. No, I do not have draintile on my property. Yes Yes We would like sidewalks on the east side of Irving to line up with cross walk at the school. No No What is the assessment amount for each address? 1 time in 17 years but it seems like we need it again. No No None No, I do not have a sump pump. No, I do not have draintile on my property. Maybe Yes We would like one across the street to meet up with the school for walkers. No Allergies and extreme sensitivity to smells and poor air quality causing migraine headaches. Will extending the sidewalk on our property to street be paid for by city? Does the overall cost cover any width driveway? No No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No Need new streets When we moved onto the property (2004) we had to have the sewer cleaned/drained - bad/big roots No No Yes - at times No, I do not have a sump pump. No, I do not have draintile on my property. No No Yes between 58th and 59th Yes - asthma The corner at 58th and Irving has no stop sign and has needed one. We've been at this house since 2004 and no one slows down at the 4-way. We have seen accidents, people constantly speeding, and the neighborhood is waiting for a stop sign. If no stop sign is put in, put a camera up and have it monitored. Not sure when they do. My soil is infected by roots. Yes, it flooded often. I try my best to keep water out. I am retired and I don't have enough money to install sump pump. No I do No, I do not have a sump pump. No, I do not have draintile on my property. Yes No I am happy without it. No No At this time only flooding. A few months back I requested trees to be cut down and they told me this facility is only for Brooklyn Park but not for Brooklyn Center. I want to know why? As I know Brooklyn Park people are rich not middle or low middle class. No No No No No, I do not have a sump pump.Unknown No No Yes More on our street because we pay for the street lights anyways. Yes - no one can breathe through dust. That isn't good. Cannot afford to pay for the sidewalk or curb. Yes - when needed every two years No No Yes - taste is not good. Odor seems like we are at the pool (chlorine). And color is orange with black spots. No, I do not have a sump pump. No, I do not have draintile on my property. No No Yes 2 kids have mild asthma and my husband has emphysema. I've had my main drain in basement cleaned out twice - not out to the street. No No Ever since the water treatment system was redone, there's too much chlorine. I don't like the taste or smell. I now buy bottled and jugs of water for myself and pets. Also, half of my plants died. No, I do not have a sump pump.Unknown Maybe No Don't know - I don't drive or walk at night. Only smoke bothers me, not dust. Yes, 1 per year No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No No Flooding in the street when it rains No No Unknown No, I do not have draintile on my property. No No No No Yes - cleaned the street a few years ago (3-4). Pulled out gunk build up and a few roots. Trees removed. No drainage problem. No flooding in yard or basement. Heavy rain - street may flood No Color or pressure seems ok. Since water treatment plant, we continue to have blah taste and chlorine odor. No, I do not have a sump pump. Unknown - Property may have been part of a "truck farm" in the 1950's. No No No No Appreciate the street cleaning machine. Yes, 1-2 per year No No Yes Yes, not sure how often it runs.Unknown Maybe No No No Irving Avenue N James Avenue N Knox Avenue N Grandview South Area Street and Utility Improvements 2021 2 Survey Summary Results Sanitary (2) Storm (3) Sprinkler System (4) Water (5) Sump Pump (6) Draintile (7) Rain Garden (8)Sidewalk (9)If yes, where? (9a) Streetlights (10)If yes, where? (10a)Respiratory illness, health concerns, etc. (11) Comments/Concerns/Issues re: streets, sidewalks, utilities, etc. (12) Yes, at a minimum 1 time per year No No Yes, water tastes like chlorine, rust, hard water. No, I do not have a sump pump. No, I do not have draintile on my property. Yes No No No Yes, I have concern taking out trees and not replacing them. No No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No Are the water mains going to be replaced in the streets? Have not had house to street sewer line cleaned out since about 1996 or 1997 - that is a long time without a problem. I hope it does not clog tomorrow. Extra heave rain - the grates clog with debris, causing the street to flood. Looking down into the storm drains, they appear to have a lot of sand in them. No Periodic over chlorination (taste and odor) No, I do not have a sump pump. No, I do not have draintile on my property. No - the bump outs on Dupont appear to have this feature and they all look like hell. No Maybe/Yes Better lighting - the "new" street lights create a sharp cut off between a lighted area and the surrounding dark area. The "old" street lights (not as bright) are actually better lighted. Not at this time - best practice would require efforts to limit dust and air quality issues to the surrounding work areas and population. In the Grandview north area it looked like a lot of trees and shrubs were removed that might not have needed to be removed. I want to keep all of my trees and shrubs on my property. They are there on purpose. No problems No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No Had many clean outs from elm tree roots until Nov 2009. I had Joe's Service Inc. put in a new line from my house to the street. No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No No No No No No, I do not have a sump pump. No, I do not have draintile on my property. No No No No 59th Avenue N Logan Avenue N Grandview South Area Street and Utility Improvements 2021 3 Survey Summary Results Feasibility Report Grandview South Area Street and Utility Improvements Appendix C Project Drawings: Street and Storm Sewer Improvements Figure Sanitary Sewer and Water Main Improvements Figure Feasibility Report Grandview South Area Street and Utility Improvements Appendix D DRAFT Proposed Pending Assessment Roll PROPERTY ID HOUSE STREET NAME LEVY# STREET LEVY # STORM NOTES 0111821230026 1108 57th AVE N 4,730.00$ 1,419.00$ R1 0111821230020 1208 57th AVE N 4,730.00$ 1,419.00$ R1 0111821230007 1400 57th AVE N 4,730.00$ 1,419.00$ R1 0211821140003 1800 57th AVE N 4,730.00$ 1,419.00$ R1 0211821140004 1808 57th AVE N 4,730.00$ 1,419.00$ R1 0111821230077 1210 58th AVE N 4,730.00$ 1,419.00$ R1 0211821110012 1500 59th AVE N 56,760.00$ 17,028.00$ Subdividable R1 = 12 equivalent parcels 0211821140097 1703 59th AVE N 4,730.00$ 1,419.00$ R1 0211821130033 22 Address Pending 27,819.28$ 11,972.58$ Commerical C2 Brooklyn Center EDA Property (A) 46,740.52 sf, (B) 20,143.26 sf 0211821140007 22 Address Unassigned 18,920.00$ 5,676.00$ Subdividable R1 = 4 equivalent parcels 0111821230106 22 Address Unassigned 33,110.00$ 9,933.00$ Subdividable R1 = 7 equivalent parcels 0111821230027 5706 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230018 5707 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230028 5712 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230017 5715 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230066 5724 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230032 5725 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230067 5730 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230031 5731 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230068 5736 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230030 5737 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230069 5742 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230029 5743 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230098 5800 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230076 5801 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230099 5806 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230075 5807 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230074 5815 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230100 5818 EMERSON AVE N 9,460.00$ 2,838.00$ Subdividable R1 = 2 equivalent parcels 0111821230073 5823 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230101 5824 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230072 5829 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230102 5830 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230071 5835 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230103 5836 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230070 5843 EMERSON AVE N 4,730.00$ 1,419.00$ R1 0111821230021 5706 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230012 5707 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230022 5714 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230011 5715 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230033 5724 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230040 5725 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230034 5730 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230039 5731 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230035 5736 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230038 5737 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230036 5742 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230037 5743 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230048 5801 FREMONT AVE N 4,730.00$ 1,419.00$ R1 September 21, 2020 2021 GRANDVIEW SOUTH AREA RECONSTRUCTION IMPROVEMENT PROJECT NOS. 2021-01 AND 02 CITY OF BROOKLYN CENTER PROPOSED PENDING ASSESSMENT ROLL 1 of 4 PROPERTY ID HOUSE STREET NAME LEVY# STREET LEVY # STORM NOTES September 21, 2020 2021 GRANDVIEW SOUTH AREA RECONSTRUCTION IMPROVEMENT PROJECT NOS. 2021-01 AND 02 CITY OF BROOKLYN CENTER PROPOSED PENDING ASSESSMENT ROLL 0111821230047 5807 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230078 5808 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230046 5813 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230079 5814 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230045 5819 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230080 5820 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230061 5825 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230081 5828 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230060 5831 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230082 5834 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230083 5840 FREMONT AVE N 4,730.00$ 1,419.00$ R1 0111821230059 5843 FREMONT AVE N 9,947.52$ 4,280.76$ Multi Family R4 (A) 19,800.00 sf, (B) 0 sf 0111821220024 5900 FREMONT AVE N 4,730.00$ 1,419.00$ R1 - Corner Property 0111821230015 5706 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230006 5707 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230016 5712 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230005 5715 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230041 5724 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230090 5725 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230042 5730 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230089 5731 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230043 5736 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230088 5737 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230044 5742 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230087 5743 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230049 5800 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230056 5801 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230050 5806 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230055 5807 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230051 5812 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230054 5813 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230052 5818 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230053 5819 GIRARD AVE N 4,730.00$ 1,419.00$ R1 0111821230009 5700 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140073 5701 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230008 5706 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140072 5707 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230010 5712 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140071 5713 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140092 5727 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230003 5732 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140091 5733 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230084 5738 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140090 5743 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230085 5748 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230086 5754 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140089 5755 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230002 5800 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140067 5801 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140066 5807 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230057 5812 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140065 5815 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230058 5818 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 2 of 4 PROPERTY ID HOUSE STREET NAME LEVY# STREET LEVY # STORM NOTES September 21, 2020 2021 GRANDVIEW SOUTH AREA RECONSTRUCTION IMPROVEMENT PROJECT NOS. 2021-01 AND 02 CITY OF BROOKLYN CENTER PROPOSED PENDING ASSESSMENT ROLL 0211821140110 5821 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0111821230105 5826 HUMBOLDT AVE N 4,730.00$ 1,419.00$ R1 0211821140109 5827 HUMBOLDT AVE N 33,110.00$ 9,933.00$ Subdividable R1 = 7 equivalent parcels 0111821230104 5840 HUMBOLDT AVE N 28,380.00$ 8,514.00$ Subdividable R1 = 6 equivalent parcels 0211821140074 5700 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140079 5701 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140075 5706 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140078 5707 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140076 5712 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140077 5713 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140060 5725 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140093 5728 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140059 5731 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140094 5734 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140058 5737 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140095 5740 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140057 5743 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140096 5746 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140068 5800 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140048 5801 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140069 5806 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140047 5807 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140070 5812 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140046 5813 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140045 5819 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140044 5825 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140043 5831 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140042 5837 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140041 5843 IRVING AVE N 4,730.00$ 1,419.00$ R1 0211821140080 5700 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140085 5701 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140081 5706 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140084 5707 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140083 5713 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140082 5716 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140036 5721 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140061 5724 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140035 5727 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140062 5730 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140034 5733 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140063 5736 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140033 5739 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140064 5742 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140049 5800 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140031 5801 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140050 5806 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140030 5807 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140051 5812 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140029 5815 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140052 5818 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140013 5823 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140053 5824 JAMES AVE N 4,730.00$ 1,419.00$ R1 3 of 4 PROPERTY ID HOUSE STREET NAME LEVY# STREET LEVY # STORM NOTES September 21, 2020 2021 GRANDVIEW SOUTH AREA RECONSTRUCTION IMPROVEMENT PROJECT NOS. 2021-01 AND 02 CITY OF BROOKLYN CENTER PROPOSED PENDING ASSESSMENT ROLL 0211821140054 5830 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140014 5831 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140055 5836 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140098 5837 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140056 5842 JAMES AVE N 4,730.00$ 1,419.00$ R1 0211821140086 5700 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140087 5706 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140001 5707 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140005 5711 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140088 5712 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140008 5715 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140037 5720 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140009 5721 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140038 5726 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140012 5727 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140039 5732 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140011 5733 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140040 5738 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140028 5800 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140020 5801 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140021 5807 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140027 5808 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140022 5813 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140026 5814 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140023 5819 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140024 5825 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140017 5834 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140018 5840 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140016 5850 KNOX AVE N 4,730.00$ 1,419.00$ R1 0211821140019 5840 LILAC DRIVE 16,235.96$ 6,986.89$ Commerical C1 (A) 32,316.80 sf, (B) 0 sf 0211821140002 5706 LOGAN AVE N 4,730.00$ 1,419.00$ R1 0211821140006 5712 LOGAN AVE N 4,730.00$ 1,419.00$ R1 0211821140107 5716 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140106 5720 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821130032 5721 LOGAN AVE N 40,778.44$ 17,551.12$ Commerical C2 (A) 57,172.28 sf, (B) 55,92.08 sf 0211821140105 5724 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140104 5728 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140103 5732 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140102 5736 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140101 5740 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140100 5744 LOGAN AVE N 3,371.63$ 1,011.49$ Multi Family R3, Unit Rate 0211821140025 5800 LOGAN AVE N 26,802.25$ 11,533.93$ Multi Family R5 (A) 53,348.43 sf, (B) 0 sf 0211821130031 5801 LOGAN AVE N 18,020.28$ 7,754.84$ Commerical C2 Brooklyn Center EDA Property (A) 35,064.43 sf, (B) 1,876.05 sf Total Assessments 1,183,526.77$ 373,257.04$ 4 of 4 C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:M eg Beekman, C ommunity D evelopment D irector S U B J E C T:Res olu+on A pproving Es tablishment of the Brooklyn Center Emergency A s s is tance for D irect S upport S ervices P rogram B ackground: O n March 13, 2020 G overnor Walz declared a peace+me s tate of emergency in the S tate of Minnes ota as res ult of the outbreak of the C O V I D -19 virus, commonly referred to as coronavirus . I n the week follow ing the G overnor ’s announcement several addi+onal execu+ve orders were made by the G overnor including dis couraging gatherings of more than 10 people, par+ally closing dine-in restaurants , bars, and other venues, and shu<ng dow n Minnes ota’s K-12 schools. S ince that +me the S tay-at-H ome order has been extended through M ay 4. O n March 17, 2020, the B rooklyn C enter C ity C ouncil adopted Resolu+on 2020-035, E xtending the period of a Mayor-declared local emergency. Within that Resolu+on, the C ouncil allocated $30,000 from the General Fund to support emergency food assistance to three organiza+ons within the community in response to the immediate need caused by the pandemic. T hose organiza+ons were C ommunity E mergency Assistance Programs (C E A P), C enter for Asian Pacific I slanders (C AP I ), and West African Family and C ommunity Services (WAF C S). O n May 11, 2020, T he B rooklyn C enter C ity C ouncil adopted a resolu+on to create a grant program to support local nonprofit and charitable organiza+ons. T he program provided $12,000 that was subsequently distributed amongst six local organiza+ons to provide emergency support and services to B rooklyn center residents. T he funds have been spent and several final reports have already been submiFed by the recipient organiza+ons. T he C ity received federal funds through the C A R E S Act program that are intended to provide assistance to combat the affects of the pandemic. T he C ity is providing funds to the community in a number of ways. As part of that distribu+on, staff is proposing a second round of funding through a grant program to support local nonprofit and charitable organiza+ons. Staff is proposing the $100,000 of C A R E S finding be made available through this program, that would allocate up to $20,000 per organiza+on, to provide for reimbursement of C OV I D-related expenses as well as direct emergency support to residents. T he funds would need to be spent by N ovember 1, and documenta+on provided that would allow the C ity to u+lize C A R E S funds to pay for the program. I n the interest of urgency to have the funds spent by N ovember 1, staff adver+sed for applica+ons to the program on September 8 with applica+ons due September 21. Fliers were posted on the website, pushed out via social media, emailed to known eligible organiza+ons, as well as mailed to every registered nonprofit in the C ity. T he C ity received ten applica+ons, which are being reviewed by a cross-departmental review commiFee comprised of engagement and outreach staff from each department. I t is an+cipated that scoring and interviews will be completed on September 28, with final decisions as to the recipients and award amounts being made by September 29. I t is the goal of the commiFee to have funds distributed by the first week in O ctober. Grant recipients will be asked to enter into a grant agreement. I n order to track the effec+veness of these dollars, the C ity will ask all organiza+ons that receive funds to provide a report and documenta+on on how the funds were u+lized and outcomes including; number of people served, types of services u+lized and any significant results of services received. A report of how the funds were allocated and spent would be provided back to the C ity C ouncil. This program will allow any local nonprofit, serving Brooklyn C enter residents , to apply for funding to s upport their work through an open and trans parent process. I t will further allow the city to con+nue to build rela+ons hips w ith s maller nonprofit and charitable organiza+ons in the community. A full program descrip+on, along with applica+on and applica+on review process is aFached. B udget I ssues: $100,000 from the City's C A R E S A ct alloca+on. S trategic Priories and Values: Resident Economic S tability AT TA C H M E N TS : D escrip+on U pload D ate Type P rogram D escrip+on and A pplica+on 9/22/2020 Backup M aterial Res olu+on 9/23/2020 Resolu+on LeFer Brooklyn Center Emergency Assistance for Direct Support Services Overview This grant program from the City of Brooklyn Center is a direct response to the increased need for basic services as a result of sudden job losses and business closures during the coronavirus pandemic. These funds will address immediate needs by supporting nonprofit organizations and other charitable agencies serving residents of Brooklyn Center and who are seeing a much greater demand for services during this crisis. The goal of this grant is to quickly provide needed emergency services to Brooklyn Center residents. Up to $20,000 may be awarded per applicant and the total available pool is $100,000. The Federal requirements for CARES Act funding state that nonprofit organizations must regrant funds to individuals or provide services based on the eligible expenses below. However, nonprofit organizations may also include in their applications administrative fees that are reasonably necessary to administer the grants or services. Applicants must be a registered nonprofit in good standing with the Secretary of State and provide existing services in Brooklyn Center. Applications will be ranked on the proposed use of funds to fill a critical life or safety need in the community, reputation and experience in providing services in Brooklyn Center, and the ability to expend funding by the deadline as demonstrated by existing organizational and programmatic infrastructure. Reimbursements for COVID related expenditures since March 1, 2020 are eligible uses under this program. Eligibility and criteria Grant criteria include: - Recipients must be a registered nonprofit organization or a charitable agency in good standing with the Secretary of State and provide existing services to Brooklyn Center residents. - Funds must be used to provide emergency resources and services directly to Brooklyn Center residents. Reasonable administrative fees to administer services may also be included in the application. - Eligible uses include direct costs of emergency services such as food, shelter, and other critical life or safety needs identified by local nonprofit and charitable organizations. Reimbursements for COVID related expenditures since March 1, 2020 are eligible uses under this program. - Organization must be able to spend all grant funds by November 1, 2020. - Organization must have been in existence since at least September 1, 2019, and have a demonstrated history of providing services to Brooklyn Center residents. Scoring criteria will remain consistent through each step of the selection process (see chart below). However, scores could change as staff gains more information about the organization and proposed plans through the process. SCORING CRITERIA POINTS Proposed use of direct emergency support funds fills a visible and obvious life/safety need in Brooklyn Center 10 Organization has a history of providing quality emergency service and resources in Brooklyn Center 10 Organization has demonstrated an ability to implement services in a timely manner and be able to report back the results of their work as demonstrated by existing organizational and programmatic infrastructure 10 TOTAL 30 Reporting Because this grant is intended to deliver emergency services to residents quickly, there are streamlined reporting requirements. Grantees will be asked to: • Enter into a grant agreement with the City of Brooklyn Center; • Provide an email update after 1 month summarizing how the funds are being used (amount spent and services provided); • Submit a report at the end of the agreement that includes: o Number of Brooklyn Center residents served o Types of services utilized o An itemized summary of how the dollars are used o Any significant results of services received. Process/Timeline The City is putting in place a streamlined and flexible application process following the below steps. Times and dates may change, as needed, to advance the selection in a timely manner. Applications will be reviewed and scored by an inter-department committee of City staff. 1. Grant guidance issued – September 8 2. Application due – September 21 by Noon 3. Applicants who advance: Video conference interviews – September 28 4. Applicants who advance: Recipients/City enter into Grant Agreements – Week of September 28 5. Funds available – Week of October 5 o Funds will typically be dispersed within a week of entering into a fully executed grant agreement. o Applicants who advance will also be asked to fill out a W-9 form, which will be provided by the City. o Applicants will be asked to sign an affidavit certifying they are not receiving other CARES funding for the same expenses. Please contact Meg Beekman at mbeekman@ci.brooklyn-center.mn.us with any questions you may have. Applications are due on September 21, at Noon by email to mbeekman@ci.brooklyn-center.mn.us Thank you for your service to our community! Application Organization information Organization name: Organization address: City, State, Zip: Is the organization a 501c3? Yes ☐ No ☐ EIN: _________________________ Contact name: Contact title: Contact phone: Contact email: Budget Amount requested (maximum $20,000): 1. Describe a brief history of the direct services you provide in Brooklyn Center. Approximately what percent of your services go to Brooklyn Center residents? 2. Please describe the services the funds will provide. Include a breakdown of how the requested funds from this grant will specifically be used and distributed (do not include other services that are provided but not funded with these funds). 3. What steps will you take to ensure these resources will be used by Brooklyn Center residents? How will you provide evidence of this at the reporting stage? 4. Is there anything else you would like to add that pertains to the scoring criteria? Member introduced the following resolution and moved its adoption: RESOLUTION NO. 2020-___ RESOLUTION APPROVING ESTABLISHMENT OF THE BROOKLYN CENTER EMERGENCY ASSISTANCE FOR DIRECT SUPPORT SERVICES PROGRAM WHEREAS, on March 27, 2020, H.R. 748 Coronavirus Aid, Relief, and Economic Security Act (CARES Act) was introduced by the United States Congress to provide emergency assistance and health care response for individuals, families, and businesses affected by the COVID-19 pandemic and signed into law by President Donald Trump; and WHEREAS, in order to assist cities, counties and townships across the state with the unexpected budgetary and economic impacts of the COVID-19 pandemic, $841 million of the state’s allocation of the Coronavirus Relief Fund (the “Funds”), authorized by the federal CARES Act, have been distributed to local governments across the state; and WHEREAS, the City of Brooklyn Center has received an allocation of $2.4 million, which can be used to support local government services as well as grants to businesses and individuals who have been impacted by COVID-19; and WHEREAS, guidance issued by the federal government provides that Funds are intended to cover a variety of costs incurred by state and local governments in responding to and mitigating the effects of the COVID-19 public health crisis in their communities, including expenses to enable compliance with public health measures such as facilitating distance learning and improving telework capabilities, expenses associated with economic support, such as grants to businesses, and expenses related to assisting renters and homeowners in preventing evictions and foreclosures; and WHEREAS, the City proposes to establish and administer the Brooklyn Center Emergency Assistance for Direct Support Services Program (the “Program”) by engaging with nonprofit organizations to utilize Funds for economic support for individuals with emergency needs directly related to the COVID-19 public health emergency and for expenses authorized in the CARES Act to that end; and WHEREAS, the expenditures described herein are necessary in connection with a public health emergency caused by the COVID-19 pandemic, which was incurred on or after March 1, 2020, and was not accounted for in the City’s regular budget in place as of March 27, 2020, and therefore is a permissible expenditures of Funds under the CARES Act. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Brooklyn Center as follows: 1. The City hereby establishes the Brooklyn Center Emergency Assistance for Direct Support Services Program (the “Program”) to engaging with nonprofit organizations to utilize Funds for economic support for individuals with emergency needs directly related to the COVID-19 public health emergency and for expenses authorized in the CARES Act to that end. 2. The Program is intended to provide emergency financial assistance to ensure individuals in the City are able to meet emergency needs as provided in the CARES Act. Eligible expenses shall only be those that are necessary to respond the COVID- 19 public health emergency. 3. The Program shall be administered according to those guidelines established by City staff, to include the policy guidelines attached hereto as Exhibit A, and in compliance with all requirement and limitations of the CARES Act. 4. The City will designate up to $100,000 of its federal funding from the Coronavirus Relief Fund available under the CARES Act for the Program. 5. The City Manager and city staff are authorized to take any additional steps necessary to implement the Program in accordance with this Resolution and attached guidelines, including, but not limited to, entering into professional services agreements with nonprofits in accordance with said guidelines. Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Exhibit A Eligible Nonprofits Applicants must be a registered nonprofit in good standing with the Secretary of State and provide existing services in Brooklyn Center. Applications will be ranked on the proposed use of funds to fill a critical life or safety need in the community, reputation and experience in providing services in Brooklyn Center, and the ability to expend funding by the deadline as demonstrated by existing organizational and programmatic infrastructure. Reimbursements for COVID related expenditures since March 1, 2020 are eligible uses under this program. Funding Criteria Up to $20,000 may be awarded per applicant and the total available pool is $100,000. Funding Eligibility Criteria include: - Recipients must be a registered nonprofit organization or a charitable agency in good standing with the Secretary of State and provide existing services to Brooklyn Center residents. - Funds must be used to provide emergency resources and services directly to Brooklyn Center residents. Reasonable administrative fees to administer services may also be included in the application. - Eligible uses include direct costs of emergency services such as food, shelter, and other critical life or safety needs identified by local nonprofit and charitable organizations. Reimbursements for COVID related expenditures since March 1, 2020 are eligible uses under this program. - Organization must be able to spend all grant funds by November 1, 2020. - Organization must have been in existence since at least September 1, 2019, and have a demonstrated history of providing services to Brooklyn Center residents. C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:M ark Ebens teiner, F inance D irector S U B J E C T:Res olu)on P roviding for the C ompe))ve Nego)ated S ale of $5,005,000 G eneral O bliga)on I mprovement and U)lity Revenue Bonds , S eries 2020 A B ackground: Grandview N orth A rea I mprovements The G randview North project area extends from D upont Avenue to H umboldt Avenue and 59th Avenue to 63rd L ane. The area contains a total of 9,504 linear feet of local s treets. The project area cons is ts of approximately 110 res iden)al proper)es , 32 townhomes, tw o s enior hous ing buildings and one church property. O n May 13, 2019 the C ity C ouncil approved res olu)ons es tablishing improvement projects for the G randview A rea. O n O ctober 28, 2019 the C ity C ouncil approved a resolu)on ordering improvements and authoriz ing prepara)on of plans and specifica)ons for the G randview North A rea s treet, s torm drainage and u)lity improvements. The C ity C ouncil also approved a res olu)on cer)fying the special as s essments on this project on D ecember 9, 2019. O n February 24, 2020 the City Council accepted the bid and awarded the contract of the G randview North project to the lowes t res pons ible bidder. The es )mated total cost of the project (amended per low bid) is $6,080,894. Water Tower 1 Rehabilitaon Water Tow er No. 1, a 500,000 gallon elevated s torage tank located at 69th Avenue and F rance Avenue, w as cons tructed in 1958. I n 1988 s pot repairs of the exis )ng interior were completed (wet area repaired with coal tar/epoxy coa)ng) and the exterior coa)ng s ystem was completely replaced. I n 1999 the interior w et coa)ng sys tem w as completely replaced and the exterior coa)ng w as spot repaired, power was hed and a urethane top coat was applied to the exis )ng s ystem. The tower was again inspected in 2014 and w as determined to be in s a)s factory condi)on but needing full replacement within five to six years. O n March 9, 2020 the accepted the bid and awarded the contract for the Water Tower 1 Rehabilita)on to the low est res pons ible bidder. The es )mated total cost of the project (amended per low bid) is $850,000. B udget I ssues: The total es)mate combined cos t (amended per low bid) of the tw o projects is $6 ,930,8 9 4 . O f this total cos t, $5 ,005,0 0 0 of s treet, s anitary s ewer, and water infras tructure cos ts w ill be financed through bond proceeds and paid from a combina)on of future property taxes and u)lity revenues. This equates to approximately 79% of the total project cost. The G randv iew North I mprov ements Water Tow er 1 Rehabilita)on w er e included in the 2020 adopted budget. The S tr eet Recons truc)on fund which is the pr imary s our ce of funding for the City ’s s har e of s treet recons truc)on improvements receives approximately $710,000 per year in franchis e fees. F ranchis e fees are not adequate to cov er the C ity ’s s har e of street recons truc)on expenditures w hich hav e an es)mated average annual cos t of $4.0 million for the years 2 0 2 0 through 2022 as iden)fied in the Capital I mprovement P lan (C I P ). The propos ed 2020 A bond is s ue includes approximately $2.0 million in street recons truc)on costs that will be repaid from an addi)onal debt s erv ice pr oper ty tax lev y. The s treet improv ement por )on of the bond is s ue is structured to res ult in a lower pr oper ty tax levy in the firs t year annual pay ments , follow ed by an approximate $140,0 0 0 increas e in annual levy requirements to wr ap around the tax levies on the City ’s outs tanding gener al obliga)on impr ovement bonds . The es )mated r equir ed lev y for the new debt s ervice in 2021 is approximately $86,000, w hich equates to an approximate 0.4% levy increase for taxes payable in 2021. T he u)lity funds pay for inf rastructure replacement c o sts thro ugh u)lity charges. I ssuing debt to pro vide funding for the inf rastructure impro vements will allow the C ity to minimize the impact o n these charges. T he 2020A bond issue includes $1.83 million in water u)lity co sts and $1.125 million in sanitary sewer u)lity co sts that will be funded through water and sanitary sewer u)lity fees. D ebt S ummary (B y Repayment S ource) P roperty Tax Levy $2,050,000 Water Charges 1,125,000 S anitary S ewer C harges 1,830,000 Total D ebt I s s ue $5,005,000 We have aFached a copy of the projected debt s chedules for the is s uance of bonds prepared by the C ity ’s financial advis or, Baker Tilly. A bond ra)ng call is expected to take place M id O ctober, in which we an)cipate that S tandard & Poor ’s will confirm that the bonds will con)nue to be rated A A . The an)cipated net interes t cos t of the bond s ale is 1.1 percent, w hich compares to 1 .58 percent received on las t y ear ’s bond issue. C ompe))ve proposals will be received by the City ’s financial advisor, Baker Tilly at 10:30am on O ctober 26th, 2020. P roceeds from the bonds w ill be received November 24th, 2020. S trategic Priories and Values: S afe, S ecure, S table C ommunity AT TA C H M E N TS : D escrip)on U pload D ate Type Baker Tilly P re-S ale S ummary 9/23/2020 Backup M aterial Res olu)on A pproving Compe))ve Nego)a)ons 9/23/2020 Resolu)on LeFer City of Brooklyn Center, Minnesota Pre-Sale Summary for Issuance of Bonds $5,005,000 General Obligation Improvement and Utility Revenue Bonds, Series 2020A The Council has under consideration the issuance of bonds to finance street improvements (the “Street Improvement Portion”) and utility improvements (the “Utility Portion”) in various areas of the City. This document provides information relative to the proposed issuance. On March 11, 2020, the World Health Organization declared the Coronavirus (COVID-19) to be a global pandemic. The municipal bond market experienced significant volatility in the weeks following this declaration. While market volatility has lessened since the onset of the pandemic, conditions could change in a way that impacts the City’s ability to issue the proposed Bonds on the timeline, at the interest rate estimates, or under the method of sale presented in this Pre-Sale Summary. This document and corresponding schedules are based on estimates made at the time this document was prepared. In the time leading up to the City’s sale, Baker Tilly Municipal Advisors will continue to monitor the market on the City’s behalf and, if necessary, work with the City to address issues and/or identify alternative approaches to the City’s financing. KEY EVENTS: The following summary schedule includes the timing of some of the key events that will occur relative to the bond issuance: September 28, 2020 Council sets sale date and terms Week of October 12, 2020 Rating conference is conducted October 26, 2020, 10:30 a.m. Competitive proposals are received October 26, 2020, 7:00 p.m. Council considers award of the Bonds November 24, 2020 Proceeds are received RATING: An application has been made to S&P Global Ratings (S&P) for a rating on the Bonds. The City’s general obligation debt is currently rated “AA” by S&P. THE MARKET: Performance of the tax-exempt market is often measured by the Bond Buyer’s Index (“BBI”) which measures the yield of high grade municipal bonds in the 20th year for general obligation bonds rated Aa2 by Moody’s or AA by S&P (the BBI 20-Bond GO Index) and the 30th year for revenue bonds rated A1 by Moody’s or A+ by S&P (the BBI 25-Bond Revenue Index). The following chart illustrates these two indices over the past five years: St u d y N o . : 0 20 1 . 1 5 6 _ 1 5 3 0 8 4 9 Da t e : S e p t e m b e r 2 3 , 2 0 2 0 Page 2 SCHEDULES ATTACHED: Schedules for the Bonds include (i) sources and uses of funds, (ii) estimated debt service schedules as a whole and by purpose, given the current interest rate environment, and (iii) aggregate debt service of all City utility obligations, including the Utility Portion of the Bonds. RISKS/SPECIAL CONSIDERATIONS: The outcome of this financing will rely on the market conditions at the time of the sale. Any projections included herein are estimates based on current market conditions SALE TERMS AND MARKETING: Variability of Issue Size: A specific provision in the sale terms permits modifications to the issue size and/or maturity structure to customize the issue once the price and interest rates are set on the day of sale. Prepayment Provisions: Bonds maturing on or after February 1, 2029 may be prepaid at a price of par plus accrued interest on or after February 1, 2028. Bank Qualification: The City does not expect to issue more than $10 million in tax- exempt obligations that count against the $10 million limit for this calendar year; therefore, the Bonds are designated as bank qualified. Reoffering Premium/Unused Discount: Any excess proceeds generated as original issue premium and/or unused discount is expected to be used to reduce the size of the borrowing. $2,050,000 Street Improvement Portion Description of Issue PURPOSE: Proceeds from the Street Improvement Portion along with special assessments funds and other funds of the City will be used to finance street improvements in the City. AUTHORITY: Statutory Authority: The Street Improvement Portion is being issued pursuant to Minnesota Statutes, Chapters 429 and 475. Statutory Requirements: Pursuant to Minnesota Statutes, Chapter 429, bonds may be issued without an election provided that at least 20% of the cost of the project is assessed against benefitted properties. The amount of assessments to be filed against benefitted properties is in excess of 20%. SECURITY AND SOURCE OF PAYMENT: The Street Improvement Portion of the Bonds will be a general obligation of the City, secured by its full faith and credit and taxing power and repaid with property taxes. The City will make its first levy for the Street Improvement Portion on the Bonds in 2020 for collection in 2021. Each year’s collection of taxes will be used to make the interest payment due on August 1 of the collection year and the February 1 principal and interest payment due the following year. STRUCTURING SUMMARY: In consultation with City staff, the Street Improvement Portion of the Bonds have been structured over a term of 10 years. Principal amortization has been structured to result in approximately level annual debt service payments. Page 3 The City will cash fund the assessable portion of the street projects from its Special Assessment Construction Fund, which reduces the amount the City needs to borrow. Assessments in the principal amount of $873,568 are expected to be certified in 2020 for first collection in 2021. Assessments will be collected over a term of ten years in equal annual installments of principal at a rate of 3.5%. The special assessments collected over time will be used to repay the City’s Special Assessment Construction Fund. $2,955,000 Utility Portion Description of Issue PURPOSE: Proceeds of the Utility Portion will be used to finance water and sanitary sewer improvements within the City. AUTHORITY: Statutory Authority: The Utility Portion of the Bonds is being issued pursuant to Minnesota Statutes, Chapter 444 and 475. Statutory Requirements: Pursuant to Minnesota Statutes, Chapter 444 and the resolution awarding the Bonds, the City will covenant to maintain user rates and charges for the sanitary sewer, storm drainage and water utilities (collectively the “Utilities”) in an amount sufficient to generate revenues to support the operation of the Utilities and to pay debt service. The City is required to annually review the budget of the Utilities to determine whether current rates and charges are sufficient and to adjust them as necessary. The City currently has five outstanding bond issues that are payable in part from the Utilities. The table below shows the calculation of net revenues available to pay debt service for the fiscal year ending December 31, 2019. The maximum annual calendar year debt service payment including the Utility Portion of the Bonds, is estimated to be $3,676,409. The table below demonstrates that net operating revenues of the Utilities were sufficient based on the City’s 2019 audited results, to make the annual debt service payments due on all general obligation utility debt of the City, including the estimated debt service on the Utility Portion of the Bonds: Page 4 SECURITY AND SOURCE OF PAYMENT: The Utility Portion of the Bonds will be a general obligation of the City, secured by its full faith and credit and taxing power. Principal and interest will be paid from net revenues of the City’s water and sanitary sewer funds. STRUCTURING SUMMARY: In consultation with City staff, the Utility Portion of the Bonds have been structured over a term of 10 years with approximately level annual debt service payments. Post Issuance Compliance COMPLIANCE: The issuance of the Bonds will result in post-issuance compliance responsibilities. The responsibilities are in two primary areas: (i) compliance with federal arbitrage requirements and (ii) compliance with secondary disclosure requirements. Federal arbitrage requirements include a wide range of implications that have been taken into account as this issue has been structured. Post-issuance compliance responsibilities for this tax-exempt issue include both rebate and yield restriction provisions of the IRS Code. In general terms the arbitrage requirements control the earnings on unexpended bond proceeds, including investment earnings, moneys held for debt service payments (which are considered to be proceeds under the IRS regulations), and/or reserves. Under certain circumstances any “excess earnings” will need to be paid to the IRS to maintain the tax-exempt status of the Bonds. Any interest earnings on gross bond proceeds or debt service funds should not be spent until it has been determined based on actual facts that they are not “excess earnings” as defined by the IRS Code. The arbitrage rules provide for spend-down exceptions for proceeds that are spent within either a 6-month, 18-month or, for certain construction issues, a 24-month period each in accordance with certain spending criteria. Proceeds that qualify for an exception will be exempt from rebate. These exceptions are based on actual expenditures and not based on reasonable expectations, and expenditures, including any investment proceeds will have to meet the spending criteria to qualify for the exclusion. The City expects to meet the 18-month spending exception. Regardless of whether the issue qualifies for an exemption from the rebate provisions, yield restriction provisions will apply to Bond proceeds (including interest earnings) unspent after three years and the debt service fund throughout the term of the Bonds. These moneys should be monitored until the Bonds are retired. Secondary disclosure requirements result from an SEC requirement that underwriters provide ongoing disclosure information to investors. To meet this requirement, any prospective underwriter will require the City to commit to providing the information needed to comply under a continuing disclosure agreement. Baker Tilly Municipal Advisors (Baker Tilly MA) currently provides both arbitrage and continuing disclosure services to the City. Baker Tilly MA will work with City staff to include the Bonds under the existing Agreement for Municipal Advisor Services. Page 5 SUPPLEMENTAL INFORMATION AND BOND RECORD: Supplementary information will be available to staff including detailed terms and conditions of sale, comprehensive structuring schedules and information to assist in meeting post-issuance compliance responsibilities. Upon completion of the financing, a bond record will be provided that contains pertinent documents and final debt service calculations for the transaction. Baker Tilly Municipal Advisors, LLC is a registered municipal advisor and wholly-owned subsidiary of Baker Tilly US, LLP, an accounting firm. Baker Tilly US, LLP trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2020 Baker Tilly Municipal Advisors, LLC Page 6 $5,005,000 City of Brooklyn Center, Minnesota General Obligation Improvement and Utility Revenue Bonds, Series 2020A Issue Summary Total Issue Sources And Uses Dated 11/24/2020 | Delivered 11/24/2020 Sanitary Sewer Improvements Water Improvements Sources Of Funds Par Amount of Bonds..........................................$2,050,000.00 $1,125,000.00 $1,830,000.00 $5,005,000.00 Special Assessment Construction Fund................905,000.00 --905,000.00 Street Reconstruction Fund.................................170,000.00 --170,000.00 Sanitary Sewer Fund...........................................-66,212.00 -66,212.00 Total Sources....................................................$3,125,000.00 $1,191,212.00 $1,830,000.00 $6,146,212.00 Uses Of Funds Deposit to Project Construction Fund....................3,075,000.00 1,166,212.00 1,793,000.00 6,034,212.00 Costs of Issuance...............................................24,841.65 13,632.62 22,175.73 60,650.00 Total Underwriter's Discount (1.000%)..................20,500.00 11,250.00 18,300.00 50,050.00 Rounding Amount...............................................4,658.35 117.38 (3,475.73)1,300.00 Total Uses.........................................................$3,125,000.00 $1,191,212.00 $1,830,000.00 $6,146,212.00 2020A GO Improvement & Ut | Issue Summary | 9/15/2020 | 12:57 PM Street Reconstruction Project Utlility Portions Issue Summary Page 7 $5,005,000 City of Brooklyn Center, Minnesota General Obligation Improvement and Utility Revenue Bonds, Series 2020A Issue Summary DEBT SERVICE SCHEDULE Date Principal Coupon Interest Total P+I 105% of Total Utility Portion Levy Required 02/01/2021 ------ 02/01/2022 480,000.00 0.400%47,020.42 527,020.42 553,371.44 328,389.64 224,981.80 02/01/2023 490,000.00 0.450%37,722.50 527,722.50 554,108.63 327,870.38 226,238.25 02/01/2024 490,000.00 0.500%35,517.50 525,517.50 551,793.38 326,500.13 225,293.25 02/01/2025 495,000.00 0.550%33,067.50 528,067.50 554,470.88 324,977.63 229,493.25 02/01/2026 495,000.00 0.650%30,345.00 525,345.00 551,612.25 323,302.88 228,309.38 02/01/2027 505,000.00 0.750%27,127.50 532,127.50 558,733.88 331,823.63 226,910.25 02/01/2028 505,000.00 1.000%23,340.00 528,340.00 554,757.00 329,461.13 225,295.88 02/01/2029 510,000.00 1.100%18,290.00 528,290.00 554,704.50 326,311.13 228,393.38 02/01/2030 515,000.00 1.200%12,680.00 527,680.00 554,064.00 328,096.13 225,967.88 02/01/2031 520,000.00 1.250%6,500.00 526,500.00 552,825.00 324,253.13 228,571.88 Total $5,005,000.00 -$271,610.42 $5,276,610.42 $5,540,440.94 $3,270,985.77 $2,269,455.17 SIGNIFICANT DATES Dated.....................................................................................................................................................................................................11/24/2020 Delivery Date...........................................................................................................................................................................................11/24/2020 First Coupon Date...................................................................................................................................................................................8/01/2021 Yield Statistics Bond Year Dollars...................................................................................................................................................................................$28,796.49 Average Life............................................................................................................................................................................................5.754 Years Average Coupon......................................................................................................................................................................................0.9432068% Net Interest Cost (NIC).............................................................................................................................................................................1.1170127% True Interest Cost (TIC)............................................................................................................................................................................1.1206632% Bond Yield for Arbitrage Purposes.............................................................................................................................................................0.9399247% All Inclusive Cost (AIC).............................................................................................................................................................................1.3430247% IRS Form 8038 Net Interest Cost.....................................................................................................................................................................................0.9432068% Weighted Average Maturity.......................................................................................................................................................................5.754 Years Interest rates are estimates. Changes in rates may cause significant alterations to this schedule. The actual underwriter's discount bid may also vary. 2020A GO Improvement & Ut | Issue Summary | 9/15/2020 | 12:57 PM Page 8 $2,050,000 City of Brooklyn Center, Minnesota General Obligation Improvement and Utility Revenue Bonds, Series 2020A Street Improvement Portion DEBT SERVICE SCHEDULE Date Principal Coupon Interest Total P+I 105% Levy 02/01/2021 ----- 02/01/2022 195,000.00 0.400%19,268.38 214,268.38 224,981.80 02/01/2023 200,000.00 0.450%15,465.00 215,465.00 226,238.25 02/01/2024 200,000.00 0.500%14,565.00 214,565.00 225,293.25 02/01/2025 205,000.00 0.550%13,565.00 218,565.00 229,493.25 02/01/2026 205,000.00 0.650%12,437.50 217,437.50 228,309.38 02/01/2027 205,000.00 0.750%11,105.00 216,105.00 226,910.25 02/01/2028 205,000.00 1.000%9,567.50 214,567.50 225,295.88 02/01/2029 210,000.00 1.100%7,517.50 217,517.50 228,393.38 02/01/2030 210,000.00 1.200%5,207.50 215,207.50 225,967.88 02/01/2031 215,000.00 1.250%2,687.50 217,687.50 228,571.88 Total $2,050,000.00 -$111,385.88 $2,161,385.88 $2,269,455.17 SIGNIFICANT DATES Dated....................................................................................................................................................................11/24/2020 Delivery Date.........................................................................................................................................................11/24/2020 First Coupon Date..................................................................................................................................................8/01/2021 Yield Statistics Bond Year Dollars..................................................................................................................................................$11,806.53 Average Life...........................................................................................................................................................5.759 Years Average Coupon.....................................................................................................................................................0.9434262% Net Interest Cost (NIC)............................................................................................................................................1.1170590% True Interest Cost (TIC)...........................................................................................................................................1.1207011% Bond Yield for Arbitrage Purposes...........................................................................................................................0.9399247% All Inclusive Cost (AIC)...........................................................................................................................................1.3428429% IRS Form 8038 Net Interest Cost....................................................................................................................................................0.9434262% Weighted Average Maturity.....................................................................................................................................5.759 Years Interest rates are estimates. Changes in rates may cause significant alterations to this schedule. The actual underwriter's discount bid may also vary. 2020A GO Improvement & Ut | Street Improvement Portio | 9/15/2020 | 12:57 PM Page 9 $1,125,000 City of Brooklyn Center, Minnesota General Obligation Improvement and Utility Revenue Bonds, Series 2020A Sanitary Sewer Improvement DEBT SERVICE SCHEDULE Date Principal Coupon Interest Total P+I 105% Levy 02/01/2021 ----- 02/01/2022 110,000.00 0.400%10,556.39 120,556.39 126,584.21 02/01/2023 110,000.00 0.450%8,460.00 118,460.00 124,383.00 02/01/2024 110,000.00 0.500%7,965.00 117,965.00 123,863.25 02/01/2025 110,000.00 0.550%7,415.00 117,415.00 123,285.75 02/01/2026 110,000.00 0.650%6,810.00 116,810.00 122,650.50 02/01/2027 115,000.00 0.750%6,095.00 121,095.00 127,149.75 02/01/2028 115,000.00 1.000%5,232.50 120,232.50 126,244.13 02/01/2029 115,000.00 1.100%4,082.50 119,082.50 125,036.63 02/01/2030 115,000.00 1.200%2,817.50 117,817.50 123,708.38 02/01/2031 115,000.00 1.250%1,437.50 116,437.50 122,259.38 Total $1,125,000.00 -$60,871.39 $1,185,871.39 $1,245,164.96 SIGNIFICANT DATES Dated...................................................................................................................................................................11/24/2020 Delivery Date........................................................................................................................................................11/24/2020 First Coupon Date.................................................................................................................................................8/01/2021 Yield Statistics Bond Year Dollars.................................................................................................................................................$6,459.38 Average Life..........................................................................................................................................................5.742 Years Average Coupon....................................................................................................................................................0.9423728% Net Interest Cost (NIC)...........................................................................................................................................1.1165382% True Interest Cost (TIC)..........................................................................................................................................1.1202048% Bond Yield for Arbitrage Purposes..........................................................................................................................0.9399247% All Inclusive Cost (AIC)..........................................................................................................................................1.3430160% IRS Form 8038 Net Interest Cost...................................................................................................................................................0.9423728% Weighted Average Maturity....................................................................................................................................5.742 Years Interest rates are estimates. Changes in rates may cause significant alterations to this schedule. The actual underwriter's discount bid may also vary. 2020A GO Improvement & Ut | Sanitary Sewer Improvemen | 9/15/2020 | 12:57 PM Page 10 $1,830,000 City of Brooklyn Center, Minnesota General Obligation Improvement and Utility Revenue Bonds, Series 2020A Water Improvements DEBT SERVICE SCHEDULE Date Principal Coupon Interest Total P+I 105% Levy 02/01/2021 ----- 02/01/2022 175,000.00 0.400%17,195.65 192,195.65 201,805.43 02/01/2023 180,000.00 0.450%13,797.50 193,797.50 203,487.38 02/01/2024 180,000.00 0.500%12,987.50 192,987.50 202,636.88 02/01/2025 180,000.00 0.550%12,087.50 192,087.50 201,691.88 02/01/2026 180,000.00 0.650%11,097.50 191,097.50 200,652.38 02/01/2027 185,000.00 0.750%9,927.50 194,927.50 204,673.88 02/01/2028 185,000.00 1.000%8,540.00 193,540.00 203,217.00 02/01/2029 185,000.00 1.100%6,690.00 191,690.00 201,274.50 02/01/2030 190,000.00 1.200%4,655.00 194,655.00 204,387.75 02/01/2031 190,000.00 1.250%2,375.00 192,375.00 201,993.75 Total $1,830,000.00 -$99,353.15 $1,929,353.15 $2,025,820.81 SIGNIFICANT DATES Dated...................................................................................................................................................................11/24/2020 Delivery Date.........................................................................................................................................................11/24/2020 First Coupon Date.................................................................................................................................................8/01/2021 Yield Statistics Bond Year Dollars.................................................................................................................................................$10,530.58 Average Life..........................................................................................................................................................5.754 Years Average Coupon....................................................................................................................................................0.9434724% Net Interest Cost (NIC)...........................................................................................................................................1.1172520% True Interest Cost (TIC)..........................................................................................................................................1.1209020% Bond Yield for Arbitrage Purposes...........................................................................................................................0.9399247% All Inclusive Cost (AIC)...........................................................................................................................................1.3432339% IRS Form 8038 Net Interest Cost...................................................................................................................................................0.9434724% Weighted Average Maturity.....................................................................................................................................5.754 Years Interest rates are estimates. Changes in rates may cause significant alterations to this schedule. The actual underwriter's discount bid may also vary. 2020A GO Improvement & Ut | Water Improvements | 9/15/2020 | 12:57 PM Page 11 Aggregate Calendar Year Debt Service at 100% Calendar Year Series 2015A 2015 PFA Loan Series 2016A Series 2016A Series 2016A Series 2017A Series 2017A Series 2018A Series 2018A Series 2018A Series 2019A Series 2019A Series 2019A Series 2020A Series 2020A Water Improvements - Ref 2010A BABS Water Improvements Sanitary Sewer Improvements Storm Drainage Improvements Water Improvements Water Improvements Sanitary Sewer Improvements Water Improvements Storm Drainage Improvements Water Tower Water Improvements Sanitary Sewer Improvements Storm Drainage Improvements Water Improvements Preliminary Sanitary Sewer Improvements Preliminary TOTAL 2020 185,137.50 1,140,130.00 133,350.00 127,500.00 144,950.00 369,056.25 159,212.50 197,600.00 167,850.00 158,125.00 32,219.00 31,357.26 23,893.99 --2,870,381.50 2021 181,837.50 1,140,310.00 131,050.00 125,300.00 142,450.00 365,281.25 160,387.50 200,850.00 172,100.00 157,750.00 155,490.00 219,046.25 165,950.00 9,946.90 6,106.39 3,333,855.79 2022 188,437.50 1,140,390.00 133,700.00 128,050.00 144,900.00 366,281.25 161,412.50 198,725.00 170,975.00 157,125.00 173,570.00 231,205.00 173,810.00 189,147.50 118,680.00 3,676,408.75 2023 184,937.50 1,140,370.00 131,300.00 125,750.00 142,300.00 366,981.25 157,362.50 201,225.00 169,600.00 156,250.00 171,470.00 228,205.00 176,522.50 193,392.50 118,212.50 3,663,878.75 2024 181,218.75 1,140,250.00 133,850.00 123,450.00 144,650.00 372,306.25 158,237.50 198,350.00 167,975.00 155,125.00 169,335.00 230,116.25 174,158.75 192,537.50 117,690.00 3,659,250.00 2025 172,125.00 1,141,030.00 131,350.00 126,100.00 141,950.00 372,256.25 158,962.50 200,100.00 170,975.00 153,750.00 172,090.00 231,847.50 176,677.50 191,592.50 117,112.50 3,657,918.75 2026 -1,140,700.00 128,850.00 123,700.00 144,200.00 371,906.25 159,537.50 196,475.00 168,600.00 157,000.00 298,592.50 228,382.50 174,037.50 190,512.50 116,452.50 3,598,946.25 2027 -1,140,270.00 131,300.00 126,250.00 141,400.00 367,662.50 160,543.75 199,325.00 172,450.00 156,325.00 298,805.00 229,716.25 176,233.75 194,233.75 120,663.75 3,615,178.75 2028 -1,140,740.00 ---369,334.38 161,900.00 198,700.00 172,575.00 156,900.00 293,835.00 230,855.00 178,260.00 192,615.00 119,657.50 3,215,371.88 2029 -1,141,100.00 -----197,925.00 172,550.00 157,325.00 293,607.50 231,737.50 175,115.00 190,672.50 118,450.00 2,678,482.50 2030 -1,140,350.00 --------297,950.00 232,300.00 176,750.00 193,515.00 117,127.50 2,157,992.50 2031 -1,140,500.00 -----------191,187.50 115,718.75 1,447,406.25 2032 -1,140,540.00 -------------1,140,540.00 2033 -1,140,470.00 -------------1,140,470.00 2034 -1,140,290.00 -------------1,140,290.00 -$1,093,693.75 $17,107,440.00 $1,054,750.00 $1,006,100.00 $1,146,800.00 $3,321,065.63 $1,437,556.25 $1,989,275.00 $1,705,650.00 $1,565,675.00 $2,356,964.00 $2,324,768.51 $1,771,408.99 $1,929,353.15 $1,185,871.39 $40,996,371.67 BR291-405-672737.v1 EXTRACT OF MINUTES OF A MEETING OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER, MINNESOTA HELD: September 28, 2020 Pursuant to due call and notice thereof, a regular meeting of the City Council of City of Brooklyn Center, Minnesota, was duly called and held by teleconference in said City on Monday, the 28th day of September, 2020, at 7:00 o’clock P.M. The teleconference was held in accordance with Minnesota Statutes, Section 13D.021. The following members were present: and the following were absent: Member _______________________ introduced the following resolution and moved its adoption: RESOLUTION PROVIDING FOR THE COMPETITIVE NEGOTIATED SALE OF $5,005,000 GENERAL OBLIGATION IMPROVEMENT AND UTILITY REVENUE BONDS, SERIES 2020A BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, as follows: 1. Finding; Amount and Purpose. It is hereby found, determined and declared that the City of Brooklyn Center, Minnesota (the “City”), should issue $5,005,000 General Obligation Improvement and Utility Revenue Bonds, Series 2020A, to finance various street and utility improvement projects within the City. 2. Meeting. This City Council shall meet on the date and at the time and place specified in the form of Terms of Proposal attached hereto as Exhibit A for the purpose of awarding the sale of the Bonds. 3. Competitive Negotiated Sale. The City has retained Baker Tilly Municipal Advisors, LLC (“Baker Tilly MA”) as an independent municipal advisor, and the City Council hereby determines to sell the Bonds by private negotiation, by way of a competitive sale in response to Terms of Proposal for the Bonds which are not published in any newspaper or journal. 4. Terms of Proposal. The terms and conditions of the Bonds and the sale thereof are fully set forth in the “Terms of Proposal” attached hereto as Exhibit A and hereby made a part hereof. BR291-405-672737.v1 2 5. Official Statement. The City Finance Director and other officers or employees of the City are hereby authorized to participate with Baker Tilly MA in the preparation of an official statement for the Bonds. The motion for the adoption of the foregoing resolution was duly seconded by member _______________ and, after full discussion thereof and upon a vote being taken thereon, the following voted in favor thereof: and the following voted against the same: Whereupon said resolution was declared duly passed and adopted. BR291-405-672737.v1 3 STATE OF MINNESOTA ) CITY OF BROOKLYN CENTER ) HENNEPIN COUNTY ) I, the undersigned, being the duly qualified and acting Clerk of the City of Brooklyn Center (the “City”), DO HEREBY CERTIFY that I have carefully compared the attached and foregoing extract of minutes with the original minutes of a meeting of the City Council called and held on the date therein indicated, which are on file and of record in my office, and the same is a full, true and complete transcript there from insofar as the same relates to the City’s $5,005,000 General Obligation Improvement and Utility Revenue Bonds, Series 2020A. WITNESS my hand as such Clerk of the City this ____ day of _________, 2020. _______________________________________ City Clerk * Preliminary; subject to change. Baker Tilly Municipal Advisors, LLC is a registered municipal advisor and wholly-owned subsidiary of Baker Tilly US, LLP, an accounting firm. Baker Tilly US, LLP trading as Baker Tilly is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2020 Baker Tilly Municipal Advisors, LLC. A-1 EXHIBIT A THE CITY HAS AUTHORIZED BAKER TILLY MUNICIPAL ADVISORS, LLC TO NEGOTIATE THIS ISSUE ON ITS BEHALF. PROPOSALS WILL BE RECEIVED ON THE FOLLOWING BASIS: TERMS OF PROPOSAL $5,005,000* CITY OF BROOKLYN CENTER, MINNESOTA GENERAL OBLIGATION IMPROVEMENT AND UTILITY REVENUE BONDS, SERIES 2020A (BOOK ENTRY ONLY) Proposals for the above-referenced obligations (the “Bonds”) will be received by the City of Brooklyn Center, Minnesota (the “City”) on Monday, October 26, 2020, (the “Sale Date”) until 10:30 A.M., Central Time (the “Sale Time”) at the offices of Baker Tilly Municipal Advisors, LLC (“Baker Tilly MA”), 380 Jackson Street, Suite 300, Saint Paul, Minnesota, 55101, after which time proposals will be opened and tabulated. Consideration for award of the Bonds will be by the City Council at its meeting commencing at 7:00 P.M., Central Time, of the same day. SUBMISSION OF PROPOSALS Baker Tilly MA will assume no liability for the inability of a bidder or its proposal to reach Baker Tilly MA prior to the Sale Time, and neither the City nor Baker Tilly MA shall be responsible for any failure, misdirection or error in the means of transmission selected by any bidder. All bidders are advised that each proposal shall be deemed to constitute a contract between the bidder and the City to purchase the Bonds regardless of the manner in which the proposal is submitted. (a) Sealed Bidding. Completed, signed proposals may be submitted to Baker Tilly MA by email to bondservice@bakertilly.com or by fax (651) 223-3046, and must be received prior to the Sale Time. OR (b) Electronic Bidding. Proposals may also be received via PARITY®. For purposes of the electronic bidding process, the time as maintained by PARITY® shall constitute the official time with respect to all proposals submitted to PARITY®. Each bidder shall be solely responsible for making necessary arrangements to access PARITY® for purposes of submitting its electronic proposal in a timely manner and in compliance with the requirements of the Terms of Proposal. Neither the City, its agents, nor PARITY® shall have any duty or obligation to undertake registration to bid for any prospective bidder or to provide or ensure electronic access to any qualified prospective bidder, and neither the City, its agents, nor PARITY® shall be responsible for a bidder’s failure to register to bid or for any failure in the proper operation of, or have any liability for any delays or interruptions of or any damages caused by the services of PARITY®. The City is using the services of PARITY® solely as a communication mechanism to conduct the electronic bidding for the Bonds, and PARITY® is not an agent of the City. If any provisions of this Terms of Proposal conflict with information provided by PARITY®, this Terms of Proposal shall control. Further information about PARITY®, including any fee charged, may be obtained from: PARITY®, 1359 Broadway, 2nd Floor, New York, New York 10018 Customer Support: (212) 849-5000 A-2 DETAILS OF THE BONDS The Bonds will be dated as of the date of delivery and will bear interest payable on February 1 and August 1 of each year, commencing August 1, 2021. Interest will be computed on the basis of a 360-day year of twelve 30-day months. The Bonds will mature February 1 in the years and amounts* as follows: 2022 $480,000 2023 $490,000 2024 $490,000 2025 $495,000 2026 $495,000 2027 $505,000 2028 $505,000 2029 $510,000 2030 $515,000 2031 $520,000 * The City reserves the right, after proposals are opened and prior to award, to increase or reduce the principal amount of the Bonds or the amount of any maturity or maturities in multiples of $5,000. In the event the amount of any maturity is modified, the aggregate purchase price will be adjusted to result in the same gross spread per $1,000 of Bonds as that of the original proposal. Gross spread for this purpose is the differential between the price paid to the City for the new issue and the prices at which the proposal indicates the securities will be initially offered to the investing public. Proposals for the Bonds may contain a maturity schedule providing for a combination of serial bonds and term bonds. All term bonds shall be subject to mandatory sinking fund redemption at a price of par plus accrued interest to the date of redemption scheduled to conform to the maturity schedule set forth above. In order to designate term bonds, the proposal must specify “Years of Term Maturities” in the spaces provided on the proposal form. BOOK ENTRY SYSTEM The Bonds will be issued by means of a book entry system with no physical distribution of Bonds made to the public. The Bonds will be issued in fully registered form and one Bond, representing the aggregate principal amount of the Bonds maturing in each year, will be registered in the name of Cede & Co. as nominee of The Depository Trust Company (“DTC”), New York, New York, which will act as securities depository for the Bonds. Individual purchases of the Bonds may be made in the principal amount of $5,000 or any multiple thereof of a single maturity through book entries made on the books and records of DTC and its participants. Principal and interest are payable by the registrar to DTC or its nominee as registered owner of the Bonds. Transfer of principal and interest payments to participants of DTC will be the responsibility of DTC; transfer of principal and interest payments to beneficial owners by participants will be the responsibility of such participants and other nominees of beneficial owners. The lowest bidder (the “Purchaser”), as a condition of delivery of the Bonds, will be required to deposit the Bonds with DTC. REGISTRAR Zions Bancorporation, National Association will serve as registrar for the Bonds, which shall be subject to applicable regulations of the Securities and Exchange Commission. The City will pay for the services of the registrar. OPTIONAL REDEMPTION The City may elect on February 1, 2028, and on any day thereafter, to redeem Bonds due on or after February 1 2029. Redemption may be in whole or in part and if in part at the option of the City and in such manner as the City shall determine. If less than all Bonds of a maturity are called for redemption, the City will notify DTC of the particular amount of such maturity to be redeemed. DTC will determine by lot the amount of each participant's interest in such maturity to be redeemed and each participant will then select by lot the beneficial ownership interests in such maturity to be redeemed. All redemptions shall be at a price of par plus accrued interest. A-3 SECURITY AND PURPOSE The Bonds will be general obligations of the City for which the City will pledge its full faith and credit and power to levy direct general ad valorem taxes. In addition, the City will pledge net revenues of the City’s water, storm drainage, and sanitary sewer utility funds for repayment of a portion of the Bonds. The proceeds will be used to finance street and utility improvement projects throughout various areas of the City. BANK QUALIFIED TAX-EXEMPT OBLIGATIONS The City will designate the Bonds as qualified tax-exempt obligations for purposes of Section 265(b)(3) of the Internal Revenue Code of 1986, as amended. BIDDING PARAMETERS Proposals shall be for not less than $4,954,950 plus accrued interest, if any, on the total principal amount of the Bonds. No proposal can be withdrawn or amended after the time set for receiving proposals on the Sale Date unless the meeting of the City scheduled for award of the Bonds is adjourned, recessed, or continued to another date without award of the Bonds having been made. Rates shall be in integral multiples of 1/100 or 1/8 of 1%. The initial price to the public for each maturity as stated on the proposal must be 98.0% or greater. Bonds of the same maturity shall bear a single rate from the date of the Bonds to the date of maturity. No conditional proposals will be accepted. ESTABLISHMENT OF ISSUE PRICE In order to provide the City with information necessary for compliance with Section 148 of the Internal Revenue Code of 1986, as amended, and the Treasury Regulations promulgated thereunder (collectively, the “Code”), the Purchaser will be required to assist the City in establishing the issue price of the Bonds and shall complete, execute, and deliver to the City prior to the closing date, a written certification in a form acceptable to the Purchaser, the City, and Bond Counsel (the “Issue Price Certificate”) containing the following for each maturity of the Bonds (and, if different interest rates apply within a maturity, to each separate CUSIP number within that maturity): (i) the interest rate; (ii) the reasonably expected initial offering price to the “public” (as said term is defined in Treasury Regulation Section 1.148-1(f) (the “Regulation”)) or the sale price; and (iii) pricing wires or equivalent communications supporting such offering or sale price. [However, such Issue Price Certificate may indicate that the Purchaser has purchased the Bonds for its own account in a capacity other than as an underwriter or wholesaler, and currently has no intent to reoffer the Bonds for sale to the public.] Any action to be taken or documentation to be received by the City pursuant hereto may be taken or received on behalf of the City by Baker Tilly MA. The City intends that the sale of the Bonds pursuant to this Terms of Proposal shall constitute a “competitive sale” as defined in the Regulation based on the following: (i) the City shall cause this Terms of Proposal to be disseminated to potential bidders in a manner that is reasonably designed to reach potential bidders; (ii) all bidders shall have an equal opportunity to submit a bid; (iii) the City reasonably expects that it will receive bids from at least three bidders that have established industry reputations for underwriting municipal bonds such as the Bonds; and (iv) the City anticipates awarding the sale of the Bonds to the bidder who provides a proposal with the lowest true interest cost, as set forth in this Terms of Proposal (See “AWARD” herein). A-4 Any bid submitted pursuant to this Terms of Proposal shall be considered a firm offer for the purchase of the Bonds, as specified in the proposal. The Purchaser shall constitute an “underwriter” as said term is defined in the Regulation. By submitting its proposal, the Purchaser confirms that it shall require any agreement among underwriters, a selling group agreement, or other agreement to which it is a party relating to the initial sale of the Bonds, to include provisions requiring compliance with the provisions of the Code and the Regulation regarding the initial sale of the Bonds. If all of the requirements of a “competitive sale” are not satisfied, the City shall advise the Purchaser of such fact prior to the time of award of the sale of the Bonds to the Purchaser. In such event, any proposal submitted will not be subject to cancellation or withdrawal. Within twenty-four (24) hours of the notice of award of the sale of the Bonds, the Purchaser shall advise the City and Baker Tilly MA if 10% of any maturity of the Bonds (and, if different interest rates apply within a maturity, to each separate CUSIP number within that maturity) has been sold to the public and the price at which it was sold. The City will treat such sale price as the “issue price” for such maturity, applied on a maturity-by-maturity basis. The City will not require the Purchaser to comply with that portion of the Regulation commonly described as the “hold-the-offering-price” requirement for the remaining maturities, but the Purchaser may elect such option. If the Purchaser exercises such option, the City will apply the initial offering price to the public provided in the proposal as the issue price for such maturities. If the Purchaser does not exercise that option, it shall thereafter promptly provide the City and Baker Tilly MA the prices at which 10% of such maturities are sold to the public; provided such determination shall be made and the City and Baker Tilly MA notified of such prices whether or not the closing date has occurred, until the 10% test has been satisfied as to each maturity of the Bonds or until all of the Bonds of a maturity have been sold. GOOD FAITH DEPOSIT To have its proposal considered for award, the Purchaser is required to submit a good faith deposit via wire transfer to the City in the amount of $50,050 (the “Deposit”) no later than 1:30 P.M., Central Time on the Sale Date. The Purchaser shall be solely responsible for the timely delivery of its Deposit, and neither the City nor Baker Tilly MA have any liability for delays in the receipt of the Deposit. If the Deposit is not received by the specified time, the City may, at its sole discretion, reject the proposal of the lowest bidder, direct the second lowest bidder to submit a Deposit, and thereafter award the sale to such bidder. A Deposit will be considered timely delivered to the City upon submission of a federal wire reference number by the specified time. Wire transfer instructions will be available from Baker Tilly MA following the receipt and tabulation of proposals. The successful bidder must send an e-mail including the following information: (i) the federal reference number and time released; (ii) the amount of the wire transfer; and (iii) the issue to which it applies. Once an award has been made, the Deposit received from the Purchaser will be retained by the City and no interest will accrue to the Purchaser. The amount of the Deposit will be deducted at settlement from the purchase price. In the event the Purchaser fails to comply with the accepted proposal, said amount will be retained by the City. AWARD The Bonds will be awarded on the basis of the lowest interest rate to be determined on a true interest cost (TIC) basis calculated on the proposal prior to any adjustment made by the City. The City's computation of the interest rate of each proposal, in accordance with customary practice, will be controlling. A-5 BR291-405-672737.v1 The City will reserve the right to: (i) waive non-substantive informalities of any proposal or of matters relating to the receipt of proposals and award of the Bonds, (ii) reject all proposals without cause, and (iii) reject any proposal that the City determines to have failed to comply with the terms herein. BOND INSURANCE AT PURCHASER'S OPTION The City has not applied for or pre-approved a commitment for any policy of municipal bond insurance with respect to the Bonds. If the Bonds qualify for municipal bond insurance and a bidder desires to purchase a policy, such indication, the maturities to be insured, and the name of the desired insurer must be set forth on the bidder’s proposal. The City specifically reserves the right to reject any bid specifying municipal bond insurance, even though such bid may result in the lowest TIC to the City. All costs associated with the issuance and administration of such policy and associated ratings and expenses (other than any independent rating requested by the City) shall be paid by the successful bidder. Failure of the municipal bond insurer to issue the policy after the award of the Bonds shall not constitute cause for failure or refusal by the successful bidder to accept delivery of the Bonds. CUSIP NUMBERS If the Bonds qualify for the assignment of CUSIP numbers such numbers will be printed on the Bonds; however, neither the failure to print such numbers on any Bond nor any error with respect thereto will constitute cause for failure or refusal by the Purchaser to accept delivery of the Bonds. Baker Tilly MA will apply for CUSIP numbers pursuant to Rule G-34 implemented by the Municipal Securities Rulemaking Board. The CUSIP Service Bureau charge for the assignment of CUSIP identification numbers shall be paid by the Purchaser. SETTLEMENT On or about November 24, 2020, the Bonds will be delivered without cost to the Purchaser through DTC in New York, New York. Delivery will be subject to receipt by the Purchaser of an approving legal opinion of Kennedy & Graven, Chartered of Minneapolis, Minnesota, and of customary closing papers, including a no-litigation certificate. On the date of settlement, payment for the Bonds shall be made in federal, or equivalent, funds that shall be received at the offices of the City or its designee not later than 12:00 Noon, Central Time. Unless compliance with the terms of payment for the Bonds has been made impossible by action of the City, or its agents, the Purchaser shall be liable to the City for any loss suffered by the City by reason of the Purchaser's non-compliance with said terms for payment. CONTINUING DISCLOSURE In accordance with SEC Rule 15c2-12(b)(5), the City will undertake, pursuant to the resolution awarding sale of the Bond, to provide annual reports and notices of certain events. A description of this undertaking is set forth in the Official Statement. The Purchaser's obligation to purchase the Bond will be conditioned upon receiving evidence of this undertaking at or prior to delivery of the Bond. OFFICIAL STATEMENT The City has authorized the preparation of a Preliminary Official Statement containing pertinent information relative to the Bonds, and said Preliminary Official Statement has been deemed final by the City as of the date thereof within the meaning of Rule 15c2-12 of the Securities and Exchange Commission. For an electronic copy of the Preliminary Official Statement or for any additional information prior to sale, any prospective purchaser is referred to the Municipal Advisor to the City, Baker Tilly Municipal Advisors, LLC, by telephone (651) 223-3000, or by email A-6 BR291-405-672737.v1 bondservice@bakertilly.com. The Preliminary Official Statement will also be made available at https://connect.bakertilly.com/bond-sales-calendar. A Final Official Statement (as that term is defined in Rule 15c2-12) will be prepared, specifying the maturity dates, principal amounts, and interest rates of the Bonds, together with any other information required by law. By awarding the Bonds to the Purchaser, the City agrees that, no more than seven business days after the date of such award, it shall provide to the Purchaser an electronic copy of the Final Official Statement. The City designates the Purchaser as its agent for purposes of distributing the Final Official Statement to each syndicate member, if applicable. The Purchaser agrees that if its proposal is accepted by the City, (i) it shall accept designation and (ii) it shall enter into a contractual relationship with its syndicate members for purposes of assuring the receipt of the Final Official Statement by each such syndicate member. Dated September 28, 2020 BY ORDER OF THE CITY COUNCIL /s/ Barb Suciu City Clerk C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:D oran Cote, P ublic Works D irector S U B J E C T:O rdinance 2020-05 A mending C hapter 4 of the City Code of O rdinances Regarding Water C ons erva4on Res tric4ons (s econd reading) B ackground: I n accordance w ith S tate S tatue, the C ity is required to update the C ity ’s Water S upply P lan every ten years . The mos t recent update approv ed by the C ity C ouncil on S eptember 23, 2 0 1 9 w as the third genera4on of the C ity ’s plan. This update built on the original plan approved by the C ity C ouncil in A pril, 1996. A s a part of the S tate S tatue regarding Water S upply P lans, S ec4on 103 G .291 requires ci4es to adopt and enforce conserva4on res tric4ons w hen the governor declares a cri4cal water deficiency. This requirement is above and beyond the C ity ’s exis 4ng sprinkling ban. The new propos ed ordinance will allow for greater control ov er water usage during 4mes of cri4 cal w ater deficiencies. The ordinance is based on the model ordinance from the League of M innesota Ci4es. The ordinance, as proposed, sets the following levels of water us e restric4ons during a cri4cal deficiency: Level 1 – D efault w ater use and there are no restric4ons other than the sprinkling ban. L evel 2 – Watering lawns no t allo wed between 10:00 a.m. and 4:00 p.m., ho wever, new seed o r so d and watering shrubs, flowers and plants is allo wed as is recrea4onal water use. Washing vehicles is not allowed between 10:00 a.m. and 4:00 p.m. B usinesses that rely heavily on use of o utside water (e.g. golf courses) may apply for a permit for increased usage. L evel 3 – Same as L evel 2 but permiDed days would be set by the city. Level 4 – Total ban of outside w ater use. A change in w ater us e level does require no4fica4on to each property w ithin the city limits . The propos ed ordinance als o establis hes penal4es for viola4ng the ordinance. This is the second reading of the ordinance and public hearing to consider the proposed ordinance amendment. B udget I ssues: There are no budget is s ues to consider with this ac4on. S trategic Priories and Values: S afe, S ecure, S table C ommunity AT TA C H M E N TS : D escrip4on U pload D ate Type O rdinance 9/22/2020 O rdinance Power Point P res enta4on 9/4/2020 Cover Memo CITY OF BROOKLYN CENTER Notice is hereby given that an on-line public hearing will be held on the 28th day of September, 2020, at approximately 7:00 p.m. The WebEx meeting can be accessed electronically by https://logis.webex.com/logis/j.php?MTID=m34983c3d50f49b242b7f13e953731f1c or by calling 1-312-535-8110 Access Code: 133 316 6939 As City Hall is currently closed due to the COVID-19 pandemic, we strongly encourage you to forward your comments and questions to the City Clerk at bsuciu@ci.brooklyn-center.mn.us or by phone at 763-569-3306. ORDINANCE NO. 2020-05 AN ORDINANCE AMENDING CHAPTER 4 OF THE CITY CODE OF ORDINANCES REGARDING WATER CONSERVATION RESTRICTIONS THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER DOES ORDAIN AS FOLLOWS: ARTICLE I. Water Conservation. Chapter 4 of the Brooklyn Center City Code is hereby amended by adding a new Section 4-206 as follows: Section 4-206. WATER CONSERVATION RESTRICTIONS. Subdivision 1. Purpose. The City Council finds that water conservation is critical to the City’s welfare and to the efficient and economical provision of safe water. When necessary and in its sole discretion, the city shall enforce restrictions on the use of water outside of any residence or business, including use of private water supplies to the extent allowed by state law, other than on permitted days and hours. This section establishes water conservation restrictions that may be enforced without the declaration by the governor of a critical water deficiency under Minnesota Statutes, Section 103G.291. The restrictions in this section are in addition to those established under Section 4-202. Subdivision 2. Water Use Levels. The following water use restriction levels are established for the City. The restrictions established herein shall not apply to the use of water by the City’s fire department in performing its firefighting and related duties, including washing its vehicles. a. Level 1. Level 1 is the default water use restriction level and does not impose any specific restrictions on the use of outside water except for the restrictions established under Section 4-202 including, but not limited to, the even-odd sprinkling ban from May 1 to September 30 each year. b. Level 2. Under a Level 2 water use designation, the use of water outside of a residence or business, regardless of the source, shall comply with the following restrictions. (1) Watering lawns. Watering lawns is not permitted between the hours of 10:00 a.m. and 4:00 p.m. In addition, watering lawns will only be permitted on an odd/even basis. A total lawn watering ban shall be in effect for properties on the odd side of the street on even numbered days of the month, and for properties on the even side of the street on odd days of the month. (2) Watering shrubs, flowers and new lawns. Watering shrubs, flowers and plants, and watering new sod or new seed that has been placed within the previous 30 days to establish a lawn are not subject to the watering restrictions established in this subdivision. Over-seeding an established lawn is not considered new seed. The property owner must, upon request, provide evidence of the date the new sod or seed was planted. (3) Other outside water use. Reasonable recreational use of outside water is permitted. Use of outside water for washing vehicles shall not occur between 10:00 a.m. and 4:00 p.m. Monday through Friday. (4) Business use. A business which relies heavily upon the use of outside water in a way that conflicts with these restrictions may apply to the Director of Public Works for a permit allowing increased usage. The permit may include reasonable restrictions as necessary. If the Director of Public Works denies a permit request, the business may file an appeal under subdivision 6 of this section, except that the notice of appeal shall be filed with the Director of Public Works. c. Level 3. Under a Level 3 water use designation, the use of outside water is permitted as listed above, except the permitted days and hours of use shall be set by the Director of Public Works. No recreational use of outside water is permitted. The Director of Public Works may revise increased use permits issued for businesses when Level 3 restrictions are imposed. d. Level 4. Under a Level 4 water use designation, a total ban is imposed on the use of all outside water within the City. The exceptions identified in Level 2 shall continue to be allowed. No recreational use of outside water is permitted. The Director of Public Works may revise increased use permits issued for businesses when Level 4 restrictions are imposed. Subdivision 3. Normal Use Level. Level 1 shall constitute the normal level of use of outside water. If the Director of Public Works changes the water use restriction level, the restrictions associated with the identified level shall apply until the water use restriction level is returned to Level 1. Subdivision 4. Change in Use Level. If the Public Works Director determines enhanced water conservation restrictions need to be imposed to protect the public water supply, the Public Works Director may raise the water use restriction level to Level 2, Level 3, or Level 4, dependent upon water availability. A notice containing the provisions of the upgraded restriction level shall be provided to each property within the City limits, posted in the lobby at City hall, placed on the City’s website, and other reasonable efforts will be made to inform the public of the upgraded restrictions. The notice shall include the dates and times that the upgraded level shall commence. A person claiming to have not received individualized notice shall not be excused from the restrictions or surcharges imposed by this section. The City shall post on its website and undertake other reasonable efforts to notify residents when the water use restriction level returns to Level 1. It is a violation of this section to use outside water in a way that does not comply with the restrictions in effect under the applicable water use restriction level. Subdivision 5. Violations. Any person who violates this section shall be subject to a surcharge for water service as provided in this subdivision. The City Clerk, or designee, is authorized to enforce this section, including issuing violation notices and imposing surcharges. Surcharges shall be imposed and collected along with the charges for water service in accordance with Section 4-105. The imposition of a surcharge under this section shall not limit the right of the City to pursue other legal remedies to correct a violation or to recover applicable charges and surcharges. a. First Violation. Upon the first violation of this section, the City shall issue a written warning that identifies the violation and the penalties that could result if the violation continues. b. Second Violation. A second violation of this section occurring within 12 months of the first violation shall result in the imposition of a surcharge on the water service bill for the property in the amount identified in the City of Brooklyn Center Fee Schedule. c. Subsequent Violations. Each subsequent violation of this section occurring within 12 months of a previous violation shall result in the imposition of a surcharge on the water service bill for the property in the amount identified in the City of Brooklyn Center Fee Schedule. d. Notices. The City shall mail written warnings and notices of violation issued under this section to the person identified in the City’s system to receive the water service bill for the property. e. Equipment Failure. The City Clerk may grant an administrative waiver of a notice of violation if the person receiving the notice presents written documentation from a qualified vendor or an equipment replacement receipt within 10 days from the date of the notice showing, to the reasonable satisfaction of the City Clerk, the violation resulted from equipment failure. Subdivision 6. Appeal. A person who receives a notice of violation imposing a surcharge may appeal the violation in the same manner, and subject to the same restrictions, established for appealing an administrative citation under Sections 18-206 through 18-209. The notice of appeal shall be filed with the City Clerk. ARTICLE II. Effective Date. This ordinance shall become effective after adoption and upon thirty days following its legal publication. Adopted this 28th day of September, 2020. ____________________________ Mike Elliott, Mayor ATTEST: _________________________ City Clerk Date of Publication _________________________ Effective Date _____________________________ (Strikeout indicates matter to be deleted, double underline indicates new matter.) Brooklyn Center Water Conservation Ordinance second Reading and public hearing City Council Regular Meeting, September 28, 2020 Doran M. Cote, Director of Public Works •Required by MnDNR subsequent to approval of Water Emergency Plan in 2019. •Addresses declaration by governor of a “critical water deficiency”. •Enhances current sprinkling ban ordinance. •Creates water use levels after declaration. •Establishes violation penalties. •Based on model ordinance from League of Minnesota Cities.18 2 Proposed Revisions •Level 1 –normal use, sprinkling ban in effect per current ordinance. •Level 2 –Restriction on use for watering lawns between 10:00 am and 4:00 pm. Restriction on use for washing vehicles. Permits allowed for businesses that rely on heavy water use. •Level 3 –Same as Level 2 but with day and time restrictions. •Level 4 –Total ban on outside water use per current ordinance. •Provides notification procedures. 3 Water use levels •First Violation –Written notice. •Second Violation –Within 12 months of first violation results in surcharge ($25 proposed). •Further Violations –Additional surcharges ($50 proposed). •Appeals –Same as administrative citation. 4 violations •Motion to open public hearing •Public hearing –receive testimony •Motion to close public hearing •Motion to approve the Second Reading of an Ordinance Amending Chapter 4 of the City Code of Ordinances Regarding Water Conservation Restrictions 5 Recommended action C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :M eg Beekman, C ommunity D evelopment D irector BY:G inny M cI ntosh, City P lanner / Zoning A dminis trator S U B J E C T:Res olu/on Regarding Recommended D is pos i/on of P lanning Commission A pplica/on No. 2020-008 S ubmi5ed by Educa/onal P roper/es I I , I nc Reques /ng P reliminary and F inal P lat A pproval for Nompeng A ddi/on (6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North) B ackground: Educa/onal P roper/es I I , I nc. (“the A pplicant ”) is reques /ng r ev iew and considera/on for preliminary and final plat of N O M P E N G A D D I T I O N, which encompas s es the proper/es located at 6201 and 6225 Noble Avenue Nor th, and 4701 63rd Avenue North (“the S ubj ect P roperty ”). C hapter 3 5 (Zoning) of the C ity C ode of O rdinances requires that mul/ple par cels of land w hich are con/guous , s erve a s ingle development, and are under common ow ners hip, be combined into a single parcel. T he A pplicant is als o reques/ng vaca/on of exis /ng easements under s eparate applica/on through the C ity. The S ubject P roperty is currently on the market. The P lanning Commission review ed this reques t at their mee/ng via Webex on S eptember 10, 2020, and held a public hearing. City s taff was contacted by s ome nearby res idents in adv ance of the mee/ng. Their concerns were mainly focus ed around the purpos e of the request and if there w ere any pr opos als to redevelop or expand the improvements on the S ubj ect P r oper ty. No public comments were from the public during the public hearing, although s ome res idents were pres ent. Q ues/ons from the C ommis s ioner s included w hether the s ale of the property w as con/ngent upon C ity approvals . A pplicant Repr es enta/ve, C raig Kepler, noted that the property is for s ale currently, but that there ar e no curr ent offers on the S ubject P roperty. T he re-plat is intended to address requirements of the City Code and the clean-up of eas ements that might impact s ale of the S ubject P roperty. A ddi/onal ques /ons of the Commissioners related to whether the likely pur chas er of the S ubject P roperty w ould be a school. M r. Kepler noted that the school building is a substan/al structure with a lot of us eful life leI, and it w ould be a big inves tment to r e-pur pos e into another us e. I t was further clarified by City S taff that, as the proper/es ar e z oned R1 (O ne Family Res idence) D is trict, s chools and ins/tu/onal us es are allowed, as w ell as s ingle-family residen/al. The plat reques t w as gener ally w ell-received and the P lanning Commission ul/mately made a recommenda/on to unanimous ly (6 -0 ) recommend City Council appr oval of P lanning Commission A pplica/on No. 2020-008 for pr eliminar y and final plat approv al of N O M P E N G A D D I T I O N for the proper/es located at 6201 and 6225 Noble Avenue North and 4701 63rd Avenue North. A5ached for your review are copies of the S eptember 10, 2020 s taff report, an excerpt of the draI P lanning Commission minutes, and a draI copy of the Council resolu/on. B udget I ssues: None to cons ider at this /me. S trategic Priories and Values: Targeted Redevelopment AT TA C H M E N TS : D escrip/on U pload D ate Type P C S taff Report and Exhibits - Nompeng A ddi/on - P reliminary F inal P lat 9/22/2020 Backup M aterial D raI Excerpt of S eptember 10, 2020 P lanning C ommis s ion M ee/ng Minutes 9/22/2020 Backup M aterial Res olu/on - D is pos i/on of P lanning Commission A pplica/on No. 2020-008 9/22/2020 Resolu/on Le5er ________________ App. No. 2020-008 PC 09/10/2020 Page 1 Planning Commission Report Meeting Date: September 10, 2020 Application No. 2020-008 Applicant: Educational Properties II, Inc. Location: 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North Request: Preliminary and Final Plat for Nompeng Addition INTRODUCTION Educational Properties II, Inc. (“the Applicant”) is requesting review and consideration for preliminary and final plat of NOMPENG ADDITION, which encompasses the properties located at 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North (“the Subject Property”). Chapter 35 (Zoning) of the City Code of Ordinances requires that multiple parcels of land which are contiguous, serve a single development, and are under common ownership, be combined into a single parcel. The Applicant is also requesting vacation of existing easements under separate application through the City. The Subject Property is currently on the market. As the request is for a re-plat, a public hearing was published in the Brooklyn Center Sun Post on August 27, 2020, and mail notifications were sent to properties within the vicinity of the Subject Property per City Code and State Statute requirements (Exhibit A). COMPREHENSIVE PLAN AND ZONING STANDARDS • Application Filed: 08/08/2020 • Review Period (60-day) Deadline: 10/07/2020 • Extension Declared: N/A • Extended Review Period Deadline: N/A Map 1. Existing Site Configuration of Subject Property. ________________ App. No. 2020-008 PC 09/10/2020 Page 2 2040 Future Land Use Plan: PSP/Institutional and Low Density Residential (3.01-5 DU/Ac.) Neighborhood: Kylawn Current Zoning: R1 (One Family Residence) District Surrounding Zoning: North: R1 (One Family Residence) District East: R1 (One Family Residence) District South: Airport Overlay District-City of Crystal (Crystal Mac Wildlife Area) West: R1 (One Family Residence) District Site Area: 14.22 acres BACKGROUND The main portion of the Subject Property, which encompasses 13.57 acres of the total 14.22 acres, is located at 6201 Noble Avenue North, and was constructed in 1965 as the Orchard Lane Elementary School. Orchard Lane was subsequently closed and the Odyssey Academy opened, where it remained for 19 years before closing in 2017. In 2018, site plan amendments were requested under Planning Commission Application Nos. 2018-005 and 2018-009 to allow for the opening of Nompeng Academy, a Kindergarten through 8th grade charter school. These improvements included the expansion of the on- site parking lot, the addition of a dry pond and bio-filtration basin, a gated bus driveway, and certain site improvements. The existing school building is approximately 54,800-square feet in size and one story in height. Pursuant to City Zoning Code Section 35-310, Subpart 2, “Public and private elementary and secondary schools offering a regular course of study accredited by the Minnesota Department of Education” are allowed by Special Use Permit in the R1 (One Family Residence) District. The City was unable to determine through historical records if the Property was ever approved with an original Special Use Permit to operate the school. For all intents and purposes, the Subject Property has functioned as a school use since 1965. In 1993, Planning Commission Application No. 93-017 was reviewed and approved by the Planning Commission and City Council for a 2,800-square foot addition, interior remodeling and expansion, and an expansion to the parking area. As part of this Application, a Special Use Permit was issued “ex post facto” for the school use. Educational Properties II, Inc. acquired two single family residential properties located at the northeast corner of Noble Avenue North and 63rd Avenue North, and known as 6225 Noble Avenue North and 4701 63rd Avenue North, in 2019 and subsequently demolished the homes to allow for additional green space. As the Subject Property is currently on the market, the City of Brooklyn Center has requested the Applicant consolidate the three parcels into one property, as outlined under Section 35-540 (Combination of Land Parcels): ________________ App. No. 2020-008 PC 09/10/2020 Page 3 PRELIMINARY AND FINAL PLAT REVIEW Assistant City Engineer Andrew Hogg conducted a review of the application submittal and documentation (Exhibit B). Comments regarding this application can be found in the memorandum to City staff and dated September 3, 2020, attached hereto (Exhibit C). The Applicant will need to provide a working copy of the preliminary plat to show all vacated easements, proposed easements, existing and proposed utilities, and copies of all easement documents for the City to review. Legal descriptions and easement vacation documents will also be required, and an updated certified abstract of title or registered property report shall be provided to the City Engineer or City Attorney for review and comment. A 10 foot drainage and utility easement shall be dedicated on the plat around the entire perimeter of the Subject Property and a Utilities and Facilities Agreement shall be recorded for the stormwater feature, which was required as part of the improvements to Nompeng Academy, as memorialized under Planning Commission Application No. 2020-009. The memorandum also requests that the Right-of-Way dedication along Perry Avenue North be widened to a total width of 60 feet to provide consistency with the adjacent properties, and a minimum two (2) foot trail easement along the west side of Noble Avenue North. APPROVAL CONDITIONS City staff recommends the following conditions be attached to any positive recommendation on the approval of Planning Commission Application No. 2020-008 for the re-plat of certain property located at 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North (“the Subject Property”) to NOMPENG ADDITION: 1. Approval of the preliminary and final plats for NOMPENG ADDITION are contingent upon the addressing of comments by Assistant City Engineer Hogg in his memorandum dated September 3, 2020. a. Any easement vacations required as part of the platting process and as determined by the Assistant City Engineer shall be considered under a separate and formal City easement vacation process, and shall receive City approval prior to recording of plat with Hennepin County. 2. Final plat and mylar shall be subject to the provisions of Chapter 15 of the City Code of Ordinances (Platting). 3. Any comments and/or requirements as provided by Hennepin County. 4. Any comments and/or requirements from the City Attorney’s office, and specifically regarding an updated certified abstract of title. 5. The successful recording of said plat (mylar) with Hennepin County. 6. All conditions of approval as outlined under Planning Commission Application Nos. 2018-005 and 2018-009 and associated City Council Resolutions are to remain in effect, and any outstanding items are to be addressed prior to sale of the Subject Property. a. Any future proposed building and site improvements to the Subject Property shall require formal City approval. RECOMMENDATION Based on the above-noted findings and conditions, City staff recommends: ________________ App. No. 2020-008 PC 09/10/2020 Page 4 The Planning Commission recommend City Council approval of the requested preliminary and final plat for NOMPENG ADDITION for the Subject Property commonly known as 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North, subject to the Applicant complying with the Approval Conditions as noted above. Should the Planning Commission accept these recommendations, the Commission may elect to adopt the resolution to be provided at the September 10, 2020 meeting. Attachments Exhibit A- Public Hearing Notice, published in the Brooklyn Center Sun Post, and dated August 27, 2020. Exhibit B- Planning Commission Application No. 2020-008 Application and Documentation. Exhibit C- Memorandum, prepared by Assistant City Engineer Andrew Hogg, dated September 3, 2020. Exhibit A 2020-008 08/08/2020 Exhibit B REVISED M E M O R A N D U M DATE: September 3, 2020 TO: Ginny McIntosh, City Planner/Zoning Administrator FROM: Andrew Hogg, Assistant City Engineer SUBJECT: Preliminary/Final Plat Site Plan Review - Nompeng Public Works staff reviewed the following documents submitted for review for the proposed Nompeng Addition plat: Preliminary/Final Plat dated July 14, 2020 Subject to final staff final plat approval, the referenced plans must be revised in accordance with the following comments/revisions. Preliminary Plat/Final Boundary 1. Verify existing boundary along Noble Ave and ownership of Outlot 5 of Bergstrom’s Lynside Manor 4th Addition 2. Verify existing boundary along Nompeng parcel and Noble Ave. Note says that this property was conveyed (which would indicate fee title) per Document No. 3543908. If conveyed as fee title, then remove from plat area. 3. Verify existing boundary along Nompeng parcel and Perry Ave. Waites 2nd Addition included a 1 foot wide Outlot One between Perry Ave and the Nompeng parcel. (See document No. 827226) 4. Verify existing boundary along Nompeng parcel & Perry Ave. Note says that this property was conveyed (which would indicate fee title) per Document No. 3543911. If conveyed as fee title, then remove from plat area. Easements 5. Provide drainage & utility easements over the existing wet lands, existing and proposed storm water management features, shared/public utility lines and area included as Zone A on the Fema Flood map. Ensure 36” storm from Perry Ave to wetland is within drainage & utility easement. 6.Provide separate street easement for turn-around on Noble Ave. 7.Rededicate existing sidewalk easement along 63rd Ave. 8. Provide a 2’ trail easement on the west side of Noble Avenue. (verify that 2’ is enough space for the 2 encroachment areas adjacent to the power poles) Right of Way 9. Increasing right of way dedication along Perry Ave to provide a total right of way width of 60 feet (consistent with adjoining properties). General Comments 10.Need working copy of the preliminary plat to show all vacated easements, proposed easements, existing and proposed utilities and provide all easement documents for the City for review. Exhibit C Nompeng Plat Review Memo, Sept 3, 2020 11. Legal descriptions and easement vacation documents must be obtained for all existing easements. Existing public easements as determined by the City must be vacated, and proposed easements must be dedicated as part of the preliminary and final platting process. The formal vacation document must contain an easement vacation description and depiction exhibit signed by a professional surveyor. 12. An updated certified abstract of title or registered property report must be provided to the City Engineer and City Attorney for review at the time of the preliminary plat application (within 30 days of preliminary plat application). Additionally, this will need to stay current and be updated through the approval process as required to maintain and be current within 30 days of the release of final plat. 13. A 10-ft drainage and utility easement must be dedicated on the plat around the entire perimeter of the site. 14. Submit recorded Utilities Facility Agreement for stormwater features, which where apart of the Nompeng Site improvements approval The aforementioned comments are provided based on the information submitted by the applicant at the time of this review. Other guarantees and site development conditions may be further prescribed throughout the project as warranted and determined b y the City. PC Minutes 09-10-20 -1- DRAFT MINUTES OF THE PROCEEDINGS OF THE PLANNING COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SEPTEMBER 10, 2020 1. CALL TO ORDER The Planning Commission meeting was called to order by Chair Omari at 7:00 p.m. The meeting was conducted via Webex. 2. ROLL CALL Chair Peter Omari, Commissioners Alexander Koenig, Jack MacMillan, Sizi Goyah, Kellie Hmong (joined at 7:05 p.m.), and Stephanie Jones were present. Commissioner Alfreda Daniels was absent and excused. City Planner and Zoning Administrator Ginny McIntosh was also present. 3. APPROVAL OF AGENDA – SEPTEMBER 10, 2020 There was a motion by Commissioner Koenig, seconded by Commissioner MacMillan, to approve the agenda for the September 10, 2020 meeting as presented. The motion passed 6-0. 4. APPROVAL OF MINUTES – AUGUST 13, 2020 There was a motion by Commissioner MacMillan, seconded by Commissioner Koenig, to approve the minutes of the August 13, 2020 work session and regular meeting as presented. The motion passed 6-0. 5. CHAIR’S EXPLANATION Chair Omari explained the Planning Commission’s role as an advisory body. One of the Commission’s functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. 6. PLANNING APPLICATION ITEMS 6a) Planning Commission Application No. 2020-008 (Public Hearing) Applicant: Educational Properties II, Inc. Project Location: 6201 and 6225 Noble Avenue North, 4701 63rd Avenue North Summary: The Applicant is requesting review and consideration of requests that would approve the preliminary and final plat for NOMPENG ADDITION. PC Minutes 09-10-20 -2- DRAFT Chapter 35 of City Code of Ordinances dictates that multiple parcels of land which are contiguous, serve a single development, and are under common ownership, be combined into a single parcel. The aforementioned requests would combine two properties to a third property that contains Nompeng Academy. These two properties were acquired in 2019 to offer additional green space. City Planner Ginny McIntosh reviewed a request for consideration of preliminary and final plat for Nompeng Addition, for properties located at 6201 and 6225 Noble Avenue North, and 4701 63rd Avenue North. She added the property is currently on the market for sale. City Staff published notice of the public hearing in the newspaper on August 27, 2020 and notices were sent to nearby property owners. Ms. McIntosh stated the main portion of the 14.22-acre subject property on 61st Avenue North is a 13.57-acre school property, with an existing 55,000-square foot one-story building. Site plan amendments were approved in 2018, including extending the parking lot, adding a dry pond and bio-filtration basin, gated bus driveway, and other site improvements. Two nearby residential properties on Noble Avenue were acquired in 2019 by Educational Properties II, Inc., and the homes were demolished to create additional green space. The City was recently notified that the subject property was for sale, and City Staff have requested that the property be re-platted to combine the two residential properties with the main school property per Code requirements. Ms. McIntosh stated the Assistant City Engineer provided a memo with recommendations for conditions for approval, including an amendment to the right of way to match widths of adjacent properties, as well as an easement dedication request from the Public Works Department. She added, in addition, the applicant must provide a working copy of the preliminary plat and other documents. She noted the easements would need to be completed through separate application with the City, to be approved prior to recording of final plat with Hennepin County. Ms. McIntosh stated City Staff recommends that the Planning Commission recommend City Council approval of the requested preliminary and final plat for Nompeng Addition for the subject property commonly known as 6201 and 6225 Noble Avenue North and 4701 63rd Avenue North, subject to the conditions of approval. OPEN TO PUBLIC COMMENTS – APPLICATION NO. 2020-008 There was a motion by Commissioner Koenig, seconded by Commissioner Goya, to open the public hearing on Application No. 2020-008. The motion passed unanimously. There were no comments. MOTION TO CLOSE PUBLIC COMMENTS (HEARING) PC Minutes 09-10-20 -3- DRAFT There was a motion by Commissioner MacMillan, seconded by Commissioner Koenig, to close the public hearing on Application No. 2020-008. The motion passed unanimously. Chair Omari called for questions and comments from Commissioners. Commissioner Macmillan asked whether the sale of the property is contingent upon City approvals. Craig Kepler, representing the applicant, stated the property is listed for sale but there is no offer on the property right now. He added the owner is free to sell it, but future use may depend upon the replatting, which will have an impact on the sale in terms of who may be interested in buying the property. He noted the property is a purpose-built school, and the logical buyer would be a school, but any purchaser would want the property to be replatted as a condition of purchase. Chair Omari asked whether the likely purchaser of the property would be a school. Mr. Kepler confirmed that the school building is a substantial structure with a lot of useful life left, and it would be a big investment to repurpose it to some other use. He added the logical use would be a school. Ms. McIntosh stated are currently zoned R-1, under which schools and institutional uses are allowed by special use, as well as single-family residential, which is a permitted use. She added the existing Zoning Code limits the type of development that can occur in the R-1 district. She noted the new occupant could be a school or church, but it would need to be re-platted for any other use, including single-family residential, which would require Planning Commission and City Council approval. ACTION TO RECOMMEND APPROVAL OF PLANNING COMMISSION RESOLUTION NO. 2020-008 REGARDING THE RECOMMENDED DISPOSITION OF PLANNING COMMISSION APPLICATION NO. 2020-008 SUBMITTED BY EDUCATIONAL PROPERTIES II, INC. There was a motion by Commissioner Koenig, seconded by Commissioner MacMillan, to approve Planning Commission RESOLUTION NO. 2020-008 Regarding the Recommended Disposition of Planning Commission Application No. 2020-008 Submitted by Educational Properties II, Inc. Voting in favor: Chair Omari, Commissioners Koenig, MacMillan, Goyah, Hmong, and Jones. And the following voted against the same: None The motion passed 6-0. 7. DISCUSSION ITEMS 7a) CITY COUNCIL UPDATE Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION REGARDING RECOMMENDED DISPOSITION OF PLANNING COMMISSION APPLICATION NO. 2020-008 SUBMITTED BY EDUCATIONAL PROPERTIES II, INC, REQUESTING PRELIMINARY AND FINAL PLAT APPROVAL FOR NOMPENG ADDITION (6201 AND 6225 NOBLE AVENUE NORTH, AND 4701 63RD AVENUE NORTH) WHEREAS, Planning Commission Application No. 2020-008 was submitted by Educational Properties II, Inc (“the Applicant”), requesting preliminary and final plat approval to combine two vacant, residential properties purchased by the Applicant in 2019 for the purpose of additional green space, and located at 6225 Noble Avenue North and 4701 63rd Avenue North, to the main school property located at 6201 Noble Avenue North (“the Subject Property”); and WHEREAS, the proposed re-plat to NOMPENG ADDITION would encompass a combined total of 14.22 acres of land that includes the 13.57 acre, un-platted school property located at 6201 Noble Avenue North, and the remaining 0.65 acres of lands contained within Lots 1 and 2, Block 1 of the Panayotoff Addition, Hennepin County, Minnesota, and known as 6225 Noble Avenue North and 4701 63rd Avenue North; and WHEREAS, these requests arose when City staff was informed of plans to sell the aforementioned Subject Property, and determined that the Applicant combine the three properties into one prior to sale due to their adjacency to one another and their common ownership; and WHEREAS, this request stems from Section 35-540 (Combination of Land Parcels) of the City Code of Ordinances, which outlines that, “multiple parcels of land which are contiguous and adjacent and which are proposed to serve a single development use and which are under common ownership shall be combined into a single parcel through platting or registered land survey;” and WHEREAS, certain Right-of-Way dedications along Perry Avenue North are requested to provide consistency in the width of said Right-of-Way for adjacent properties; and WHEREAS, certain easements are requested for dedication on the plat for drainage and utilities, street, sidewalk, and trail; and WHEREAS, as part of the request to combine the three properties into NOMPENG ADDITION, the Applicant has submitted separate application to the City for review and consideration to address the vacation of existing easements as part of the platting process; and WHEREAS, on September 10, 2020, the Planning Commission of the City of Brooklyn Center, Minnesota held a duly called public hearing, whereby this item was given due consideration, a staff report was presented, and a public hearing was opened to allow for public RESOLUTION NO. testimony regarding the plat, easement, and right-of-way dedication requests for NOMPENG ADDITION, which were received and noted for the record; and WHEREAS, the Planning Commission has determined during its review of the plat and materials submitted with Planning Commission Application No. 2020-008, that said plat is in general conformance with the City of Brooklyn Center’s City Code of Ordinances, and specifically Chapter 15 – Platting. NOW, THEREFORE, BE IT RESOLVED that the City Council of Brooklyn Center, Minnesota does hereby recommend that Planning Commission Application No. 2020-008, as submitted by Educational Properties II, Inc, and requesting preliminary and final plat approval for NOMPENG ADDITION and dedication of certain easements and right-of-way, may be approved based upon the following conditions: 1. Approval of the preliminary and final plats for NOMPENG ADDITION are contingent upon the addressing of comments by Assistant City Engineer Hogg in his memorandum dated September 3, 2020. a. Any easement vacations required as part of the platting process and as determined by the Assistant City Engineer shall be considered under a separate and formal City easement vacation process, and shall receive City approval prior to recording of plat with Hennepin County. 2. Final plat and mylar shall be subject to the provisions of Chapter 15 of the City Code of Ordinances (Platting). 3. Any comments and/or requirements as provided by Hennepin County. 4. Any comments and/or requirements from the City Attorney’s office, and specifically regarding an updated certified abstract of title. 5. The successful recording of said plat (mylar) with Hennepin County. 6. All conditions of approval as outlined under Planning Commission Application Nos. 93- 017, 2018-005, and 2018-009, and associated City Council Resolutions are to remain in effect, and any outstanding items are to be addressed prior to sale of the Subject Property. a. Any future proposed building and site improvements to the Subject Property shall require formal City approval. RESOLUTION NO. September 28, 2020 Date Mayor ATTEST: City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. C ouncil R egular M eeng DAT E:9/28/2020 TO :C ity C ouncil F R O M:C urt Boganey, City Manager T H R O U G H :N/A BY:M ark Ebens teiner, F inance D irector S U B J E C T:P reliminary 2021 P roperty Tax Levy and Budget B ackground: Each year the C ity is required by S tate Law to establis h a maximum levy and preliminary budget for the use of that levy. O nce adopted, the C ity may not increase the levy but the levy may be decreas ed. Ci6z ens w ill receive no6ce of the maximum levy with their tax no6ce in the fall. O n D ecember 7, 2020 the C ity Council will hold a public hearing and adopt the final levy and the final s pending plan (budget) for all funds. By City Charter, the C ity M anager is responsible for presen6ng a balanced budget to the C ity C ouncil. The C ity C ouncil has adopted a s et of fiscal policies that provide guidance and parameters for the budget. A ddi6onally, the C ity C ouncil has adopted strategic priori6es and the budget reflects res ources allocated to the achievement of thos e strategic priori6es. O ver the last few months the City Council and F inancial Commission have met to review and discuss the propos ed preliminary budget. Betw een now and D ecember, addi6onal review will be conducted as w e es tablish final budgets for the G eneral F und and all other fund budgets. B udget I ssues: City C ouncil will be as ked to cons ider approv al of tw o resolu6 ons . T he firs t resolu6 on es tablis hes the preliminary pr oper ty tax levy for the 2021 fis cal year. This lev y, upon adop6on, becomes the maximum levy allow ed to the C ity for the 2 0 2 1 fis cal y ear. The second r es olu6 on adopts the preliminary budgets for thos e funds using por6ons of the property tax levy for opera6ons . The maximum lev y proposed in the a=ached res olu6on for the C ity of Brooklyn C enter is $19,945,566 w hich compar es to $19,509,310 in 2 0 2 0 . The pr opos ed dollar increas e is $4 3 6 ,256. A por 6on of this increase, $86,256 (0.44%) is related to the debt serv ice levy, the r emaining $3 5 0 ,000 (1.9 3 %) is related to the general levy. The preliminary levy approved by the H ous ing and Redevelopment A uthor ity (H R A ) is $452,913 w hich compar es to $4 0 5 ,069 in 2 0 2 0 . The dollar increas e in the H R A levy is $47,844 which is equal to 11.8%. To clarify, the impacts of the debt s ervice and H R A lev ies were pres ented at prior budget mee6ngs as part of the impact of a 0% general lev y change. The impacts of thes e levy changes res ulted in an $2 6 annual increase to a median v alue homes tax liability. A s dis cus s ed at the S eptember 21, 2020 budget mee6 ng, the general levy w as approved for a preliminary increas e of $350,000 (approximately 1.93%). This increas e, if adopted w ill have varying impacts on individual proper6 es bas ed on their change in taxable value. The following chart illus trates changes in taxable values betw een the clas s ifica6ons of res iden6al, commercial, indus trial, and apartments: P reliminary Taxable M arket Value Esmates Clas s Payable 2020 Es6mated 2021 Change (%) C ommercial $359,116,200 $383,674,000 6.8% I ndus trial 158,740,700 177,335,400 11.7% Res iden6al 1,449,806,371 1,541,049,138 6.3% A partment 311,576,400 341,589,850 9.6% O ther 507,000 537,000 5.9% Totals $2,279,746,671 $2,444,185,388 7.2% As illustrated by the chart, the C ity con6nues to see increases in market values. Most homestead residen6al proper6es will see an increase in taxable market value for the seventh consecu6ve year. S trategic Priories and Values: Enhanced Community I mage, Resident Economic S tability, I nclusive C ommunity Engagement, Targeted Redevelopment, S afe, S ecure, S table Community, Key Transporta6on I nvestments AT TA C H M E N TS : D escrip6on U pload D ate Type 2021 P reliminary P roperty Tax Resolu6on 9/23/2020 Resolu6on Le=er 2021 P reliminary Budget Res olu6on 9/23/2020 Resolu6on Le=er P roposed Levy Comparis on 9/23/2020 Backup M aterial 2021 G eneral F und Budgeted Revenues 9/23/2020 Backup M aterial 2021 G eneral F und Budgeted Expenditures 9/23/2020 Backup M aterial Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPROVING A PRELIMINARY TAX CAPACITY LEVY FOR THE GENERAL FUND AND DEBT SERVICE FUNDS AND A MARKET VALUE TAX LEVY FOR THE HOUSING AND REDEVELOPMENT AUTHORITY FOR PROPERTY TAXES PAYABLE IN 2021 WHEREAS, the City Council of the City of Brooklyn Center is the governing body of the City of Brooklyn Center; and WHEREAS, Minnesota Statutes require that the preliminary property tax levy for property taxes payable in 2021 be provided to the Hennepin County Auditor no later than September 30, 2020. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that a tax is hereby levied on all taxable real and personal property within the City of Brooklyn Center for the purpose and sums as follows: General Fund - Tax Capacity Based General Tax Limited Levy $18,402,263 Debt Service – Tax Capacity Based Public Improvement Bond Levy $1,543,303 Total City Levy $19,945,566 Housing and Redevelopment Authority – Market Value Based HRA Tax Levy $452,913 September 28, 2020 ______________________________ Date Mayor ATTEST:_____________________________________ City Clerk The motion for adoption of the forgoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against same: whereupon said resolution was declared duly passed and adopted. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ADOPTING A PRELIMINARY BUDGET FOR THE 2021 FISCAL YEAR WHEREAS, the City Council of the City of Brooklyn Center is the governing body of the City of Brooklyn Center; and WHEREAS, Minnesota Statutes require that a preliminary budget be adopted for funds using property tax revenues along with the adoption of the preliminary property tax levy; and WHEREAS, a preliminary property tax levy of $19,945,566 has been proposed for adoption the basis for the budget proposed herewith. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the following amounts be adopted as the preliminary budget for property tax supported funds appropriated as follows: REVENUES: General Fund Property Taxes (net) $18,317,857 Excess Tax Increment 230,500 Sales Tax – Lodging Tax Gross Receipts 500,000 Licenses & Permits 1,016,093 Local Government Aid 1,147,225 Other Intergovernmental Revenues 707,365 General Government Service Charges 76,500 Recreation Fees and Charges 593,000 Public Safety Service Charges 153,250 Community Development 3,000 Fines & Forfeitures 216,000 Miscellaneous Revenues 639,737 Special Assessments 100,000 Transfer In 55,000 Subtotal General Fund $23,755,527 Debt Service 2013B General Obligation Improvement Bond Levy $385,222 2015A General Obligation Improvement Bond Levy 254,732 2016A General Obligation Improvement Bond Levy 212,940 2017A General Obligation Improvement Bond Levy 284,784 2018A General Obligation Improvement Bond Levy 252,462 2019A General Obligation Improvement Bond Levy 67,036 2020A General Obligation Improvement Bond Levy 86,127 Subtotal Debt Service $1,543,303 Housing and Redevelopment Authority Property Tax Levy $452,913 TOTAL BUDGETED REVENUES $25,751,743 EXPENDITURE APPROPRIATIONS: General Fund General Government $3,826,453 General Government Buildings 942,289 Police 9,772,477 Fire & Emergency Preparedness 1,665,497 Community Development 1,811,281 Public Works 4,217,639 Community Activities, Recreation & Services 1,831,698 Convention and Tourism 237,500 Joint Powers 187,000 Insurance 272,286 Central Supplies 689,504 Vacancy & Turnover Savings (400,000) Reimbursements from Other Funds (1,518,097) Transfers to Other Funds 220,000 Subtotal General Fund $23,755,527 Debt Service 2013B General Obligation Improvement Bond Levy $385,222 2015A General Obligation Improvement Bond Levy 254,732 2016A General Obligation Improvement Bond Levy 212,940 2017A General Obligation Improvement Bond Levy 284,784 2018A General Obligation Improvement Bond Levy 252,462 2019A General Obligation Improvement Bond Levy 67,036 2020A General Obligation Improvement Bond Levy 86,127 Subtotal Debt Service $1,543,303 Housing & Redevelopment Authority Transfer to Economic Development Authority $452,913 TOAL BUDGETED APPROPRIATIONS $25,751,743 September 28, 2020 ______________________________ Date Mayor ATTEST:_____________________________________ City Clerk The motion for adoption of the forgoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against same: whereupon said resolution was declared duly passed and adopted. City of Brooklyn Center Pay 2021 Property Tax Levy Levied Levied Levied Proposed Pay Pay Pay Pay 2018 2019 2020 2021 $ Change % Change General Fund: General Property Tax Levy 15,904,823$ 16,968,997$ 17,957,263$ 18,402,263$ 445,000$ 2.48% Abatement Levy - Embassy Suites 59,000 66,000 95,000 - (95,000)$ (100.00%) Total General Levy 15,963,823 17,034,997 18,052,263 18,402,263 350,000$ 1.94% Debt Service: 2020A Public Improvement Bond Levy (proposed) - - - 86,127 86,127$ n/a 2019A Public Improvement Bond Levy - - 68,460 67,036 (1,424)$ (2.08%) 2018A Public Improvement Bond Levy - 246,953 252,329 252,462 133$ 0.05% 2017A Public Improvement Bond Levy 280,962 281,281 280,486 284,784 4,298$ 1.53% 2016A Public Improvement Bond Levy 213,465 215,145 216,720 212,940 (3,780)$ (1.74%) 2015A Public Improvement Bond Levy 250,961 252,287 253,543 254,732 1,189$ 0.47% 2013B Public Improvement Bond Levy 396,739 396,453 385,509 385,222 (287)$ (0.07%) Total Debt Service Levy 1,142,127 1,392,119 1,457,047 1,543,303 86,256$ 0.48% Total City Levy 17,105,950$ 18,427,116$ 19,509,310$ 19,945,566$ 436,256$ 2.24% HRA Levy 345,978$ 380,098$ 405,069$ 452,913$ 47,844$ 11.8% City of Brooklyn Center 2021 Budget - General Fund - Revenue Summary 2020 2019 August 2020 2021 A Actual YTD Budget Budget Change 10100 GENERAL FUND PROPERTY TAXES 16,901,875$ 9,330,801$ 17,967,857$ 18,317,857$ 1.95% TAX INCREMENTS 364,039 92,015 400,000 230,500 -42.38% LODGING TAXES 1,091,105 330,252 1,180,000 500,000 -57.63% TOTAL TAXES 18,357,019 9,753,068 19,547,857 19,048,357 -2.56% LICENSES 300,904 157,115 287,251 293,843 2.29% PERMITS 871,535 547,137 787,750 722,250 -8.31% TOTAL LICENSES & PERMITS 1,172,439 704,252 1,075,001 1,016,093 -5.48% FEDERAL - 2,433,415 - - 0.00% STATE 1,606,720 1,134,707 1,712,781 1,850,590 8.05% COUNTY 2,250 3,056 - - 0.00% LOCAL 83,455 45,895 101,000 4,000 -96.04% TOTAL INTERGOVERNMENTAL 1,692,425 3,617,073 1,813,781 1,854,590 2.25% GENERAL GOVERNMENT 118,269 57,682 68,900 76,500 11.03% PUBLIC SAFETY 157,485 41,370 95,250 153,250 60.89% COMMUNITY DEVELOPMENT (9,426) 9,101 33,000 3,000 -90.91% PARKS & RECREATION 217,720 39,821 241,000 241,000 0.00% COMMUNITY CENTER 296,397 50,405 352,000 352,000 0.00% TOTAL CHARGES FOR SERVICES 780,445 198,379 790,150 825,750 4.51% SPECIAL ASSESSMENTS 54,376 30,707 50,000 100,000 100.00% FINES & FORFEITURES 239,893 112,817 246,500 216,000 -12.37% INVESTMENT EARNINGS 327,748 113,051 125,000 79,900 -36.08% MISCELLANEOUS 354,795 100,960 145,700 559,837 284.24% TRANSFERS IN 150,000 - - 55,000 100.00% 10100 GENERAL FUND REVENUES 23,129,140$ 14,630,307$ 23,793,989$ 23,755,527$ -0.16% Object Code / Description City of Brooklyn Center 2021 Budget - General Fund - Expenditure Summary by Function 2020 2019 August 2020 2021 Object Code / Description Actual YTD Budget Budget Change 10100 GENERAL FUND 41110 MAYOR & COUNCIL 144,560$ 115,974$ 142,209$ 162,790$ 14.47% 41320 CITY MANAGER 363,915 258,695 396,007 384,746 -2.84% 41410 ELECTIONS 80,871 111,792 174,154 108,560 -37.66% 41430 CITY CLERK 174,076 117,043 208,827 206,338 -1.19% 41520 FINANCE 607,401 423,848 656,581 675,200 2.84% 41550 ASSESSING 222,829 3,809 210,200 255,500 21.55% 41610 LEGAL 431,849 266,771 435,000 435,000 0.00% 41710 COMMUNICATION & ENGAGEMENT 234,390 176,177 335,507 381,859 13.82% 41810 HUMAN RESOURCES 404,758 297,677 503,140 519,382 3.23% 41920 INFORMATION TECHNOLOGY 586,954 420,280 696,256 697,078 0.12% 41940 GOVERNMENT BUILDINGS 951,829 631,034 939,939 942,289 0.25% GENERAL GOVERNMENT 4,203,432 2,823,100 4,697,820 4,768,742 1.51% 42110 ADMINISTRATION 357,017 236,055 374,092 367,024 -1.89% 42120 INVESTIGATION 1,042,233 971,093 1,089,698 1,246,924 14.43% 42123 PATROL 6,288,958 4,282,266 6,787,241 6,882,281 1.40% 42151 SUPPORT SERVICES 1,001,612 645,312 1,037,353 1,042,998 0.54% 42170 STATION & BUILDINGS 289,463 111,887 195,900 233,250 19.07% POLICE 8,979,283 6,246,613 9,484,284 9,772,477 3.04% 42210 FIRE 1,461,593 968,973 1,556,794 1,638,897 5.27% 42510 EMERGENCY PREPAREDNESS 4,995 33,218 11,500 26,600 131.30% FIRE 1,466,588 1,002,191 1,568,294 1,665,497 6.20% 41910 PLANNING & ZONING 222,011 198,595 287,086 280,547 -2.28% 42410 BUILDING INSPECTIONS - 66,293 - - 0.00% 42411 CODE ENFORCEMENT - 46 - - 0.00% 42420 BUILDING & COMMUNITY STANDARDS 1,193,579 762,562 1,209,316 1,263,325 4.47% 46320 COMMUNITY DEVELOPMENT ADMIN 207,467 185,031 263,121 267,409 1.63% COMMUNITY DEVELOPMENT 1,623,057 1,212,527 1,759,523 1,811,281 2.94% 43110 ENGINEERING 976,784 769,903 1,080,500 1,112,931 3.00% 43220 STREET MAINTENANCE 1,553,527 881,738 1,535,762 1,428,139 -7.01% 43221 TRAFFIC CONTROL 213,404 138,219 214,033 223,947 4.63% 45201 PARK FACILITIES 1,094,634 749,238 1,226,677 1,311,898 6.95% 45204 FORESTRY 102,844 77,148 130,098 140,724 8.17% PUBLIC WORKS 3,941,193 2,616,246 4,187,070 4,217,639 0.73% 45010 ADMINISTRATION 260,088 242,225 258,903 267,263 3.23% 45110 REC ADMINISTRATION 487,132 288,068 556,806 562,663 1.05% 45111 ADULT PROGRAMS 136,469 43,942 175,923 147,912 -15.92% 45112 TEEN PROGRAMS - - 10,325 10,343 0.17% 45113 YOUTH PROGRAMS 113,894 14,515 147,277 147,488 0.14% 45119 GENERAL RECREATION 62,122 26,431 65,539 65,557 0.03% 45122 COMMUNITY CENTER 240,214 114,187 279,181 244,740 -12.34% 45124 POOL 342,265 130,289 392,570 385,732 -1.74% CARS 1,642,184 859,657 1,886,524 1,831,698 -2.91% 44110 JOINT POWERS 181,159 38,629 187,000 187,000 0.00% 45310 CONVENTION & TOURISM 514,813 161,291 562,900 237,500 -57.81% 48140 INSURANCE 246,320 131,207 260,528 272,286 4.51% 48150 CENTRAL SUPPLIES 274,198 207,616 488,200 689,504 41.23% 48160 VACANCY AND TURNOVER SAVINGS - - (350,000) (400,000) 14.29% NON-DEPARTMENTAL 1,216,490 538,743 1,148,628 986,290 -14.13% 48170 INTERFUND REIMBURSEMENT (1,113,479) (830,258) (1,148,154) (1,518,097) 32.22% 48210 TRANSFERS OUT 210,000 - 210,000 220,000 4.76% TRANSFERS (903,479) (830,258) (938,154) (1,298,097) 38.37% 10100 GENERAL FUND EXPENDITURES 22,168,748$ 14,468,819$ 23,793,989$ 23,755,527$ -0.16% Council/E D A Work S ession 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 by calling 1-312-535-8110 A ccess C ode: 133 316 6939 S eptember 28, 2020 AGE NDA AC T I V E D IS C US S I O N IT E M S 1.Council D irection f or City A ttorney 2.B rooklyn C enter B eautification and P ublic Art Master P lan 3.S nowmobile and Recreational Vehicle Ordinance D iscussion P E ND I NG L IS T F O R F UT URE WO RK S E S S IO NS 1.P ending I tems Citizen's D iscipline Review Committee - P olice - 10/11 MA C S urvey Results & R ecommendations - 10/11 Council R etreat F ollow-up - 10/11 Tobacco R egulations - 10/25 E arle B rown Name - 10/25 Council Policy f or City C harter requirement of Mayor's signature on all contracts Tobacco R egulations S trategic Plans f or years 2018-2020 and 2021-2023 NOAH Preservation Program Review S pecial A ssessment Policy Vehicle Tow P olicy O rganic Recycling M EM OR ANDUM - COU N C IL WORK SESSION DAT E:9/28/2020 TO :C ity C ounc il F R O M:C urt Bo ganey, C ity Manager T HR O UG H:N/A B Y:N/A S UBJ E C T:C o uncil Directio n fo r C ity Atto rney Recommendation: - P rovid e in put and d irection to the C ity Attorn ey B ackground: I have attac hed a memo from the C ity Attorney, s eeking C ounc il direc tion. T he Attorney will b e present at the meeting to exp o und on this req uest. Policy Issues: W hat is the C ounc ils direc tion regard ing the us e of the C ity Attorney b y ind ividual C ounc il members? S trategic Priorities and Values: O peratio nal Exc ellence AT TAC HME N T S : Desc rip tion Up lo ad Date Typ e Attorney Memo 9/23/2020 C o ver Memo Kennedy Troy J. Gilchrist 470 US Bank Plaza 200 South Sixth Street Minneapolis MN 55402 (612) 337-9214 telephone (612) 337-9310 fax tgilchrist@kennedy-graven.com http://www.kennedy-graven.com & Graven C H A R T E R E D Also: St. Cloud Office 501 W. Germain Street, Suite 304 St. Cloud, MN 56301 (320) 240-8200 telephone MEMORANDUM To: Brooklyn Center City Council Curt Boganey, City Manager From: Troy Gilchrist, City Attorney Date: September 21, 2020 Re: Request for Guidance I am writing to check in with the City Council and to seek guidance regarding use of the City Attorney’s services by individual Councilmembers. As Councilmembers, you know you are always welcome to contact the City Attorney to ask questions as needed. Those contacts are typically made through the City Manager, with Councilmembers occasionally calling the City Attorney directly with a question. However, as the number of direct inquiries and requests for services have increased, I thought it best to seek input from the City Council to ensure the level of services my office provides remains consistent with Council expectations. Recently, the Mayor has asked me to meet with him every other week to go over the matters I am working on for the City and has indicated a desire to have me prepare documents (resolutions, ordinance, etc.) on policy issues. I have no problem providing these services, and I typically do so after the Council has given direction on a matter. Though because the current interactions are different from past practice, I would appreciate it if the City Council would give direction on the City Attorney providing this type and level of services directly to individuals on the Council. The Council’s policies do not specifically address the level of interactions between individual Councilmembers and the City Attorney’s office. Section 3.25 acknowledges the City hires a law firm to serve as City Attorney and that the City Attorney “serves in an advisory capacity to the Council on legal questions that frequently arise during the course of City Business.” Additionally, in addressing personal liability, Section 3.26 indicates Councilmembers “should seek the advice of the City attorney whenever they are in doubt about the validity of an action or procedure.” Given the lack of specific guidance, it would be helpful for the Council to give direction on this issue. Thank you and please let me know if there are any questions. M EM OR ANDUM - COU N C IL WORK SESSION DAT E:9/28/2020 TO :C ity C ounc il F R O M:C urt Bo ganey, C ity Manager T HR O UG H:N/A B Y:Dr. R eggie Ed wards S UBJ E C T:Brooklyn C enter Beautific atio n and P ublic Art Master P lan Recommendation: - S taff recomm en d s that th e C ity C ouncil hear th e presen tation of the B rooklyn C en ter B ea u tifica tion and P ublic Art M aster P lan a n d provide feedba ck. B ackground: In March 2019, the C ity C o uncil received a pres entatio n o n the new initiative referred to as the Bro o klyn C enter Beautific ation and P ub lic Art P rogram. T he C ity contrac ted with F orec as t P ublic Art to p ro vide d irectio n and guidance in the c ity in the d evelo p ment of a Beautificatio n and P ub lic Art Mas ter P lan. T he identified need s for the master plan and p ro gram were: C o ntinue re-creating a s ense o f identity; P ro vide a game p lan fo r the b eautification and pub lic art imp lementatio n C o o rd inate beautific ation and as cetic efforts of the c ity (i.e. city government, res id ent, and b usines s es ) Illuminate p rid e in the community; Enhanc e ec ono mic d evelopment as s ets and opportunity; Enhanc e c ommunity image; P ro mote targeted redevelo p ment; F o rward res ident econo mic s tability; and Engage res idents and b usines s es in the C ity After a year o f develo p ment includ ing the following s tep s : Dis covery (i.e. s ite visits , p hoto s of key lo c atio ns, c ity plan reviews, etc .) Engagement (there were 1032 “touch p o ints ” with c o mmunity memb ers ) R eveal (i.e. c ommunity d ialo gues and event tabling, etc.) P lanning Infras tructure F inding Verific ation R ep o rt During the pro c es s the C ity d eveloped d emons tratio n p ro jects includ ing the C ity S treet Banner P rojec t and the BC C o unts C ampaign (C ensus 2020). In Marc h 2020, d ue to the C O VI D-19 P and emic the projec t cam to a s tand s till. During the p andemic staff c o ntinued to work with the cons ultant to c omplete drafting of the mas ter p lan, whic h is b eing presented to the C ounc il. T he next steps fo r the p ro cess fo llo wing d is c us s ion by the C o uncil inc lude: R eview p erio d for the Tas k F o rce gro ups ; P ublic o nline review (14 days ); P lan amend ments and edits based upo n reviews ; and F inal pres entatio n to the C ity C o uncil in S eptemb er 2020 S trategic Priorities and Values: Enhanc ed C o mmunity Image, Inc lusive C ommunity Engagement, S afe, S ec ure, S tab le C ommunity AT TAC HME N T S : Desc rip tion Up lo ad Date Typ e Tab le of C ontents and S ectio ns 1 - 4 8/5/2020 Bac kup Material A P lan for Beautificatio n and P ublic Art 8/5/2020 Bac kup Material Bro o klyn C enter S naps ho t P lanning P roc es s 8/5/2020 Bac kup Material Key F ind ings 8/5/2020 Bac kup Material A S hared Vis ion for Brooklyn C enter 8/5/2020 Bac kup Material Imp lementatio n 8/5/2020 Bac kup Material Append ix 8/5/2020 Bac kup Material BROOKLYNCENTER PLANNING FOR PUBLIC ART July 2020Prepared by Forecast Public Art 1 1 2 Table of Contents 1. Acknowledgments 3 2. Beautification and Public Art Plan Summary 4 3. Letter from Mayor 5 4. The Role of Arts & Culture in Covid-19 Recovery and Fighting Racial Injustice 6 5. Beautify Brooklyn Center Background 8 Why a Plan? 9 What is Beautification? 10 What is Public Art? 11 Examples of Public Art 12 Why Public Art? 13 Public Art & Healthy City Strategies 14 6. Brooklyn Center Snapshot An Overview of the City 15 Highlights from Comprehensive Plan 17 7. Planning Process Summary of Community Engagement and Research 18 8. Key Findings Strengths 21 Challenges 22 Opportunities (including Map) 24 Values 27 9. A Shared Vision for Brooklyn Center Vision Statement 28 Guiding Principles 29 A Sampling of Possibilities 30 Public Art & Beautification Focal Areas 31 10. Implementation Long Term Goals 38 Short-Term Goals 39 Work Plan 40 Near-Term 41 Mid-Term 44 Long-Range 46 Introducing the Plan to the Community 48 Starting a Public Art Program 49 Funding 50 Governance 51 Management 52 Maintenance 53 Public Art and Private Development 54 Opportunity Site Overview 55 11. Appendix Table of Contents 56 3 Thanks to all who participated in the planning process for this Beautification & Public Art Master Plan! City Council/Mayor Mayor Mike Elliott April Graves Dan Ryan Marquita Butler Kris Lawrence-Anderson City Staff Leads Reggie Edwards, MPA, EdD. Angel Smith, MPA, EdD. Community Task Force Sandy Christensen Carolynne Darling Michael Donnelly Connie Duffney Quinton Johnson Lissa Karpeh Nahid Khan Michaela McCue Corey Mills Heidi Nelson Ron Paine Dianne Sannes Carolyn Sayers Serena Xiong Pang Yang City Staff Team Reggie Edwards, MPA, EdD. Angel Smith, MPA, EdD. Curt Boganey Meg Beekman Ginny McIntosh Tony Gruenig Richard Gabler Todd Berg Jim Glasoe Doran Cote Brett Angell Andrew Hogg Peter Moen Michael Albers Joel Erickson Focus Group Attendees Carolyn Brittany Lucy Michaela Nahid Kellie Mark Alba Fernando Jose Cliff Judy Christine Nora Alexandor Kevin Bryant Survey Respondents 180 Anonymous Participants Interviewees Clare Brumback, CEAP Holli, Kalleah, Jane and Stephanie Ekta Prakash, ACER Alexis Kleinschmidt Nelima Sitati, CAPI Denise, CAPI Matt Oquist, Luther Automotive Kendall Harrell, Caribou Coffee Omar Ansari, Surly Brewing Bob Lux, Alatus Ashley Bisner, Alatus Alex Polinsky, Alatus Sandy Surrette-Lynne, Associated Bank Alex Bisanz, Real Estate Equities Tashie George, Liberian Business Assoc. Jackson K. George, Jr, Liberian Consulate Christy Morrell-Stinson, MIX Mike Brady, Brady Real Estate Bethany Wagenaar, Brookdale Library Marlena Okechukwu, Brookdale Library Jason Seeley, Brookdale Library Krista Hoitomt, Brookdale Library Kevin Lian-Anderson, Brookdale Library Liliana M Tobon-Gomez, Hennepin County Public Health Robert G Luckow, Hennepin Community Works Denise Engen, Hennepin County Laura Fredrick, Hennepin County Joan M Vanhala, Hennepin County Crystal J Myslajek, Hennepin County Jonathan Vlaming, Three Rivers Parks Chia Lee Xiong, Three Rivers Parks Hana Blissett, Farm to School Program Samantha Vang, State Representative Chris Eaton, State Senator Tim Willson, former mayor Bruce Ballinger, Earle Brown Heritage Center Tamika Baskin, Planning Commission Eric Muschler, McKnight Foundation Michael Huber, Blue Cross-Blue Shield Joo Hee, The Alliance Deja Stowers, BLAQ Sam Buffington, Springboard for the Arts Lissa Karpe, Liberian Youth Arts Program Melissa (Nyango M. N. Nambangi), Minnesota African Women’s Association Kellie Hmong, Artspace Projects Cheryl Jechorek, educator Imam Husain, Islamic Center Pastor Smith, Saint Adolphus Catholic Church Edgard Konde, media artist Rebecca Gilgen, Brooklyn Bridge Alliance for Youth Julie Richards, Brooklyn Center’s You th Council Youth Council participants Carly Baker, Brooklyn Center Community Schools Josh Fraser, Principal Jena, BCBS Renee, BCBS Mykella Auld, BCBS Tashawna Williams, instructor Chloe Cotherman, instructor Alexandra Holter, Earle Brown Elementary Megan Grubb, Farm to School Coordinator Terry Peyton, Community Schools Manager Christine Salokar, instructor Student participants Angel Hoglund, Hennepin Tec hnical College Cheryl Clausen, North Hennepin County Community College This plan was overseen by Forecast Public Art, a Twin Cities- based nonprofit. The consulting team included Jack Becker, WItt Siasoco, Ashlyn Crawford and Regine Kennedy (106 Group); and Haila Maize (Bolton & Menk). Acknowledgments 4Brooklyn Center Beautification & Public Art Plan Beautification and Public Art Plan Summary Imagine… Brooklyn Center is known as a place where diverse community members can see themselves in the art that’s part of their daily lives and work together to build their shared home, a home where residents and businesses thrive, actively engage in cultural activities and enjoy their quality of life. The City hosts an inclusive, equitable, people-powered beautification program focused on improving health, wellbeing and thoughtful design throughout the city. - Excerpted from the Vision Statement (page 28) Brooklyn Center is part of a region that is known nationally for its bountiful arts and cultural assets, yet the City is relatively new to fostering the arts and supporting cultural development. A major goal of the City was developing a master plan for beautification and public art, in response to its desire to lift up the beauty and pride of the City and to align such a desire with the rewriting of its Comprehensive Plan. Following a search process, they hired Forecast Public Art, a nationally recognized leader in the field to create this document. During the two years spent developing this plan, we heard from hundreds of Brooklyn Center residents, students, business owners and workers who believe arts and culture play an important role in improving their quality of life. Eight-four percent of people surveyed want to see their City pay more attention to what can be done in their community. They expressed their aspirations for their City, including the following quotes from interviews, focus groups and surveys: • I dream of a BC where neighbors know each other by name; where crime is rare and people pick up trash instead of adding to it; where people care. • Public art gives people a reason to like where they live. • Do something with entrances to the city that distinguishes it and tells me I’m home now. • Students want more art in the city, opportunities they can participate in. • I hope [the City] can develop a special identity that inspires residents and neighbors of the city and is based on the creative talents of its people. • The arts give us a forum to display our differences and similarities, and the opportunity to learn about each other. The City of Brooklyn Center has reached a moment in its history when its exceptionally diverse community—established over the last few decades—is putting down cultural roots. These roots need nourishment and encouragement so Brooklyn Center’s cultural life can grow and blossom. The resulting beautification of Brooklyn Center is a major goal of this planning document, intended to amplify the many voice, tell the many stories, and generate pride and economic vitality. This plan was created to inform and guide cultural development throughout the city, starting with public art, beautification, public space development and environmental stewardship. This planning document provides information about the field of public art today, along with strategies for beautifying public spaces, honoring and celebrating its diversity, enhancing its parks and trails, and taking advantage of opportunities on the horizon. This plan also provides a roadmap for the City, working in partnerships and collaboration with community members and businesses; a framework for connecting ideas and people to a program that enables them to achieve goals identified herein. Today Brooklyn Center, as a community, has the opportunity to shape the kind of cultural support system it needs and desires. Building on its assets and the many supportive partnerships with the private sector, the City can develop support systems to grow a program that suits the needs of its vibrant and diverse community. The results could include a cultural festival, a multi-cultural facility, youth-involved mural projects that tell the stories of the people who live here, and public art that promotes civic pride and authentic community engagement. This plan also acknowledges that we live in uncertain times, confronted by a global pandemic, severe economic hardship and a heightened awareness of our history of systemic racial injustice. Emergency preparedness, crisis management, disaster recovery and radical health services are considered critical components of every city’s toolkit today. Artists, as cultural workers, have become essential service providers, helping communities grieve, heal, and deal with emotional trauma. It has become more evident today than ever that artists are a valuable resource to cities seeking new and innovative ways to raise awareness of issues, promote civic engagement, foster entrepreneurship, inspire collective problem-solving, reduce disparities and bridge cultural divides. Through beautification and public art— thoughtfully planned and professional implemented—civic pride can be boosted, environmental stewardship can be fostered, and the City can build a healthier, more resilient community. The arts are one of the most powerful means for communication and coping we have at our disposal today. They can bring joy and beauty to neglected or uncared for spaces and inspire residents and businesses to engage in the process. And, as this plan points out, creative individuals can help address the health of Brooklyn Center, the wellbeing of the community, and even the mental and physical fitness of its residents—at a time when we most need them. I invite you pour through the pages of this plan and learn how you and your neighbors can work collectively to improve the quality of life for everyone in Brooklyn Center. - Jack Becker, Forecast Public Art 5 Letter from Mayor Mike Elliott Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque feugiat interdum velit ac sagittis. Nam pulvinar blandit lobortis. Praesent blandit ultrices ve- hicula. Aenean eu rutrum leo. Donec vel ipsum at lacus varius blandit. In non cursus velit. Proin vitae luctus lorem, euismod efficitur turpis. Mauris ac risus et mauris cursus imperdiet quis non nulla. Donec et eros libero. Donec eget elit sollicitudin, sollic- itudin sapien vel, aliquet nibh. Quisque ante erat, luctus eget augue convallis, consequat interdum erat. Phasellus fringilla varius tortor commodo euismod. Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia Curae; Pellentesque facilisis consectetur augue vel semper. Quisque porttitor ut risus a scelerisque. Nulla ut magna ut eros laoreet maximus in ut est. In a vestibulum tellus, in finibus neque. Ut elementum rhoncus mauris ac varius. Praesent nec suscipit libero, id finibus libero. Aliquam vulputate ultrices sem, in imperdiet augue convallis ut. Duis tempus malesuada nibh ac volutpat. Maecenas elementum nisl bibendum velit ultricies porta. Nulla dictum risus leo, a varius sem pharetra nec. Sed nec auctor justo, eu pretium nisi. Sincerely, Mayor Mike Elliott NOTE: TH I S I S A COPY PL A C H O L D E R 6 In early March of 2020, as this plan document was getting edited, the rapid spread of the Covid-19 virus led to a global pandemic. Cities around the world were forced to take emergency actions to limit the spread of the virus. Minnesota Governor Tim Walz declared a state of peacetime emergency on March 13th, followed by local emergencies declared in cities throughout the state, including Brooklyn Center on March 17th. All but essential businesses were closed, including Brooklyn Center City Hall, the Community Center, the library, playgrounds and restaurants. The Center for Disease Control (CDC) issued safety guidelines that limited gatherings, isolated at-risk individuals, and recommended “social distancing” to keep individuals from separate households to keep at least six feet apart. Brooklyn Center may have experienced a greater difficulties due to the disproportionate hardship of Covid-19 on its higher rate of lower-income, multi-lingual, renter and transit- dependent residents. The pandemic has caused physical, mental, social and economic hardships. As the New York Times has reported, “Research suggests that those in lower economic strata are likelier to catch the disease. They are also likelier to die from it. And, even for those who remain healthy, they are likelier to suffer loss of income or health care as a result of quarantines and other measures, potentially on a sweeping scale.” The disparities experienced by a large portion of Brooklyn Center’s youth and families in the areas of transit, economic opportunity, health and the impact of Covid-19 are likely to have a The Role of Arts and Culture in COVID-19 Recovery and Fighting Racial Injustice synergistic down-spiraling effect on the City’s underserved populations. By late May, as some restrictions were starting to lift, Minneapolis policeman Derek Chauvin was caught on video murdering George Floyd, an African- American father accused of issuing a counterfeit $20 bill, while other police officers stood by. The video of this tragedy went viral, triggering outrage, protests and rioting—in Brooklyn Center, the Twin Cities, across the country and around the world. In the metro region, dozens of buildings were burned and hundreds of businesses suffered damage, many of them small businesses owned by people of color. With demands to defund the police and undo structural racism on a national level, a racial justice uprising surged, fueling the removal of statues and monuments long considered painful to Black, Brown and Indigenous communities. At the same time, scores of murals and unsanctioned public art began covering boarded-up buildings and storefronts, along with street paintings declaring “Black Lives Matter.” As of this writing in late June, the City of Brooklyn Center and the Twin Cities region are still reeling from the collective trauma, taking stock of this unprecedented moment and sensing hope over the potential for real change to follow. Black, Brown, Indigenous and People of Color (BIPOC) are seizing the moment to center conversations around racial justice and shining a light on our country’s systemic racism as another kind of pandemic, one that has been ignored for centuries. Artists are rallying to bring their creative talents and problem-solving abilities to the fore, and avail themselves of needs in the community, including healing, recovery and rebuilding. Hennepin County Commissioners— followed by the City of Minneapolis and the State of Minnesota—recently passed a resolution declaring racism a “public health crisis” and vowed to eliminate racial disparities. Evidence was cited from national and county sources showing racism’s negative impact on the health and development of children and adults who are Black, Indigenous and of color. The City of Brooklyn Center has stated that the health of its residents and its community is of great importance. The City commenced a review of its policing policies and is developing pilot projects intended to stem the tide of mental health challenges and social isolation brought on by Covid-19 and civil unrest. The City began investing in micro-business entrepreneurs, small community non-profits and cultural organizations that provide essentials resources and services, such as preparing food for newly unemployed residents or providing accessible citywide internet access for seniors as well as students. Out of these two health crises— Covid-19 and racial injustice—we can acknowledge several positive outcomes, including:• More people recognize we are all in this together and by working together we can reduce the threat posed by a pandemic;• Public health issues need to be addressed in more intentional and meaningful ways;• Residents need quality public spaces in which we can safely Northeast Minneapolis Justice for George Floyd March 7 connect (following CDC guidelines);• Art can help communities heal and give meaning to our collective grief; and• We need to center BIPOC communities and build trusting relationships to advance racial justice and reduce disparities. Additionally, we know there is no short- term fix for our deep-rooted systemic racism, nor our battle with Covid-19— both will resurface periodically and require safety-mindedness, community triage, healing and recovery. It will also require an openness to change the way we do business, build cities and set policies. Cultural development expert and author Arlene Goldbard has written about racism for many years. “Like every massive collective challenge,” she states in a recent blog post, “racism is not just a legal problem, a moral problem, and an economic problem. It is at bottom a cultural problem, because cultural processes are the primary forces shaping consciousness. In the vast network creating and expressing culture, pernicious ideas often have staying power. And in the fertile soil of a false idea—the easy assumption that “everyone” who matters holds the same beliefs and values—racism becomes normalized. Once normalized, it is hard to uproot, but not impossible. The antidotes are plentiful: awareness, shame, and choice. But we have to use them.” The notion of employing arts and cultural development—including beautification and environmental stewardship—to improve community health and well-being was embraced by many participants in the planning process. As Brooklyn Center—like most cities—faces the challenge of recovering and healing from Covid-19, the enormous damage to the economy, as well as the region’s deep structural racism, the City will need creativity, innovation and meaningful community engagement. This unprecedented situation requires new and creative responses at the City level. According to the University of Florida’s Center for Arts and Medicine, “arts and cultural resources are among the most powerful and readily available resources addressing problems faced by cities, including social isolation among senior citizens, communication with hard to reach populations, meeting the education and developmental needs of children, and crafting plans for safe and equitable recovery and rebuilding. The arts are one of the most powerful means at our disposal today for enabling communication, direct health benefits, and social and economic recovery.” It therefore makes sense for the City to attend to its rich cultural diversity and foster the many manifestations of that diversity, such as storytelling, visual and performing arts, a multitude of crafts and a variety of rituals, celebrations and gatherings that build community. One of the goals of this plan is to raise awareness of the importance of cultural infrastructure as an essential component of healthy communities. What does a healthy cultural infrastructure look like? Among the key ingredients are:• Robust, authentic community engagement, involving City staff and paid community liaisons, enabling real-time community feedback and idea generation systems (such as social media, forums, public-access chalkboards, Little Free Libraries, and more)• Support systems for diverse community cultural expressions utilizing a mix of public and private dollars, involving businesses and philanthropic partners• Professional program management, including City staff oversight, qualified contracted services, inter-agency coordination and robust reporting and evaluation• An active and informed governance structure (Arts & Culture Commission) with diverse representation, able to help the City adopt policies and procedures responsive to changing community needs and concerns• Vibrant gathering places, open-access cultural facilities, user-friendly production spaces and multifaceted programming serving young and old in Brooklyn Center (locally, and in partnership with arts and cultural entities in the region)• Education and training, skill-building and robust communications promoting creative economies, entrepreneurship and jobs in cultural industries In the Work Plan Action Steps section of this plan, Near-Term Tasks identified for 2020 and 2021 (starting on page 41) are intended to inform City staff leading the implementation of this Plan, as well as the members of the City’s future Arts & Culture Commission (whose establishment is recommended as one of the first tasks). These include strategies for advancing Public Art and Beautification Focal Areas (listed on pages 31–37) during the immediate era of healing, recovery and rebuilding as described above. In addition, the Appendix has been updated to include useful resources and links associated with Covid-19 safety and creative workarounds pertaining to arts and cultural work, resources pertaining to dismantling institutional bias and racism, and other relevant and timely content. Among these is a Toolkit for artists and organizations confronting cancellations or delays of projects and events due to the global pandemic, prepared by Forecast Public Art, the creators of this plan. Justice for George Floyd Bannermaking Susan Davies’ Butterflies for Hope 8Brooklyn Center Beautification & Public Art Plan Beautify Brooklyn Center A Plan for Beautification and Public Art Background n 2018, in response to its desire to lift up the beauty and pride of the City and to align such a desire with the rewriting of its Comprehensive Plan,the City of Brooklyn Center determined a need for a Beautification and Public Art Plan to guide efforts aimed at improving the way the City looks, acts and feels, and address a need identified in the plan for deeper community engagement. The City hired Forecast Public Art, a Twin Cities-based nonprofit consulting firm, to create this plan. Over a 14-month period the Forecast team oversaw an in-depth planning process that included collecting data, reviewing plans, engaging hundreds of community stakeholders, mapping strategic locations and opportunities, and identifying implementation strategies. The Farm to School program in Brooklyn Center’s schools teach youth about gardening, food systems and healthy foods. The arts give us a forum to display our differences and similarities, and the opportunity to learn about each other.” – Survey Respondent “ NOTE: All stand-alone quotes throughout this plan are excerpted from comments made by participants in the planning process. 9Brooklyn Center Beautification & Public Art Plan One of several community engagement planning sessions with residents and City representatives. Why a Plan? •Recreate a sense of identity, enhance the community’s image and grow civic pride. •Identify and locate opportunities for strategic investments in art. •Enable the City to make informed decisions about revising or adopting new policies, procedures, governance and management systems, and identify sustainable funding mechanisms. •Coordinate public and private beautification efforts. •Inform and guide efforts to enhance public improvements and private development efforts. •Advance the economic stability of residents and businesses. •Create opportunities to showcase the City’s rich cultural diversity. •Engage residents and businesses in meaningful and creative ways throughout the City. •Establish a stable, sustainable program, able to withstand changes in staff and elected officials, as well as shifting priorities of the City over time. In addition to the goals for this plan listed on the left, the planning process offered multiple values as well. In addition to helping the City establish systems to develop and support beautification and public art in the community, the process brought people together and fostered dialogues amongst stakeholders in the community. The dozens of in-person gatherings and conversations also helped raise awareness amongst community members about the field of public art, the work of artists and the challenges and benefits of meaningful community engagement processes. An overview of the planning process, and the findings that resulted, begins on page 18. A key goal of the consulting team was to create an actionable plan, one that gets used and referenced as a resource. A good plan can help expand public- private partnerships and leverage both public and private investments that benefit the community. Intended to reinforce and support goals in the City’s 2040 Comprehensive Plan, this plan is a tool to promote community-based arts and cultural development in Brooklyn Center—with a focus on public art— and guide the work of the City, elected officials and leaders in the community. 10Brooklyn Center Beautification & Public Art Plan Beautification is the process of identifying and enhancing existing aesthetic conditions in the built environment, an area or a city and creating visual improvements. In addition to the beauty inherent in our natural environments, such as the bountiful natural resources found throughout Brooklyn Center and the region, beauty in our built environment has the ability to lift one’s spirits, add value to otherwise drab buildings, increase usage of gathering places and serve to attract visitors, businesses and creative industries. Beauty in public spaces creates an emotional bond that increases community attachment, loyalty, and a sense of belonging. Landscape design, lighting, horticulture, and public art all play an important role in beautification efforts, as does the plan and strategy for ongoing maintenance. Beautification can be framed as a public health issue, one that addresses mental and physical health, social wellbeing, economic health, environmental health and community cultural health. It’s also about attitudes and behaviors ingrained in the minds of residents and business owners. Fostering a sense of ownership and community connection can lead to a greater sense of responsibility. Stewardship of our shared environment is something some people do naturally; for others, it needs to be taught. Behaviors learned at an early age are critically important, however it may be possible to modify the behaviors of offenders so they become good stewards of our streetscapes. These are topics Brooklyn Center and many other cities are taking on. They’re also relevant to this plan. Of course, we all know the adage “beauty is in the eye of the beholder.” It’s important to recognize that the definition assigned to—and value placed on— beautification efforts varies from person to person, as it does from culture to culture and generation to generation. Youth painting Metro bus in St. Louis during a community cultural festival (photo by Jack Becker) Beautification can be framed as a public health issue...”“ What is Beautification? 11Brooklyn Center Beautification & Public Art Plan What is Public Art? Public art is visible evidence of our shared humanity. For the purposes of this plan, a definition of public art is as follows: Public art is publicly accessible original art that enriches a city and evokes meaning. It can be permanent or temporary, visual or performance- based, installations, events or social engagement activities, artist-designed infrastructure, architectural elements, functional amenities or wayfinding markers. It can tell our stories, improve the look and feel of our built environment, enhance our quality of life and improve the health of our communities. As the diagram on the following page suggests, there are many types of public art and many different functions it can serve. It can be temporary or fixed, visual or performance, social engagement, a festival, fireworks or a light projection on a water tower. The process—often collaborative in nature—is as important as the products that results. Today, artists and communities want public art that goes beyond visually enhancing public spaces; they seek authentic engagement with community members and stakeholders. Responding to predetermined criteria and the context of a specific site, public art can address high-level goals, such as increasing equity and inclusion or reducing disparities. There are more than 700 public art programs around the United States. In the Twin Cities metro area, there are about a dozen programs, including the cities of Minneapolis, St. Paul, Eagan, St. Louis Park, Hopkins, and Eden Prairie, as well as Hennepin County. The Brookdale Library, located in Brooklyn Center, for example, features several art projects funded as a result of Hennepin County’s “percent-for-art ordinance,” adopted for its libraries in 2001. Goals of municipal programs typically include: • Support economic activity • Highlight history and diversity • Engage and support artists • Enrich the aesthetic quality of life • Generate dialogue and community engagement • Increase public awareness of and education about public art • Humanize space Public art is vital to building a dynamic and equitable city for everyone; it encourages dialogues across difference, inspires viewers and participants to engage more fully in their communities and fosters civic pride and stewardship. Public art is more than art in public places. It’s increasingly about creating meaningful experiences for audiences of all types—creative activities that bridge difference and build social cohesion. (See page 82 in Appendix for more information about public art and links to resources.) Youth in Austin, MN, were invited to join in an impromptu music-making event at the city’s annual festival. Photo by Hannah Rosholt An amphitheater in Richfield, features mosaics created with youth from the community with artist Greta McLain Beautification is the process of identifying and enhancing existing aesthetic conditions in the built environment, an area or a city and creating visual improvements...” “Today, artists and communities want public art that goes beyond visual enhancing public spaces...” 12Brooklyn Center Beautification & Public Art Plan Commemorative Memorials & Markers Interactive Art & AudienceActivated Examples of Public Art Wayfinding Elements Functional Street Elements Installations in Vacant Storefronts & on Rooftops Sound Installations Streetside Performances Temporary Streetside Displays Platforms & Stages for Programmed Events Landmarks & Beacons Light Installations & Projections Land Art & Eco-Art Overhead Cables for Art Displays Community Engagement & Social Practice Sculpture New Media & Technology Based Festivals, Parades, & Spectacles Murals, Mosaics, & Wall Treatments Aaron Johnso n- O rtiz m u r a l B e f o r e I Die... by Candy C h a n g N i g h t a n d D a y by Jason Klimoski Gr e t a M c C l a i n & D r e w P e t e r s o n Mu r a l Bi r d s o n a W i r e b y J a c k B e c k e r Aa r o n M a r x a n d J i m B r e n n e r s c u l p t u r e Pi m p M y C a r r o ç a b y T h i a g o M u n d a n o Christopher Lutter- G a r d e ll a I n s t a l l a tion 13Brooklyn Center Beautification & Public Art Plan Public art has the ability to raise awareness and amplify the goals of a city, represent cultures and values, support economic development and improve wayfinding. It can be particularly effective as a strategy to address disparities, promote inclusion, foster racial equity and promote well-being. Public art programs can also support local artists, create jobs, enhance learning opportunities in classrooms and attract cultural tourists. Apart from random pieces of art placed in accessible spaces, public art has the ability to reflect and represent the community in which it’s located. It’s important to note that beautification and public art can increase the value of properties and the built environment, perhaps unintentionally contributing to displacement or gentrification. Today, as more cities are mindful of the challenges inherent in making strategic investments meant to attract visitors, workers and residents, new strategies and methodologies are emerging to help cities avoid unwanted displacement. For example, by focusing attention on lifting local talent and telling meaningful stories of the community—instead of simply plopping artworks into spaces to Why Public Art? Northern Cascade, Ray King Photo: Jack Becker impress outsiders—community members develop a sense of trust and appreciation for City-led efforts. Likewise, in contrast to a top-down approach, in which artists and community members are told what the City plans to do, a community-driven approach is employed, giving voice and power to those most affected by any changes to their neighborhood. These strategies can still add value to public and private investments without leading to unintended consequences, such as displacement. A lot of people have looked down on or overlooked Brooklyn Center for too long. We need something that shows how unique and wonderful this community is. Something iconic and beautiful that people will want to see.” “ 14Brooklyn Center Beautification & Public Art Plan Public Art & Healthy City Strategies The theme of “Healthy City” emerged during the engagement phase of the planning process, offering an opportunity to connect with Brooklyn Center’s efforts to offer healthy lifestyle options for its residents. Going beyond the physical, mental and emotional health of community members, community health is heavily influenced by the policies, systems and built environment in our cities. We live in communities that are designed for living, working and playing—environments like parks, housing, transportation systems and gathering places—that are major contributors to our health. The World Health Organization describes social determinants of health (SDOH) as “the conditions in which people are born, grow, live work and age.” SDOH are the complex circumstances that impact our health. They include intangible factors such as political, socioeconomic and cultural constructs, as well as place- based conditions including accessible healthcare and education systems, safe environmental conditions, well- designed neighborhoods and availability of healthful food. The City’s plan for Brooklyn Boulevard is reflective of these concerns. A growing amount of evidence points to the benefits of integrating community- engaged arts and cultural activities with community development and public health. (See Appendix for Resources and Links.) There are also numerous case studies documenting contemporary public art projects that effectively address both physical and social environments—or ecologies—leading to significant health benefits. Cities in transition, under construction or addressing ill-kept neighborhoods are likely to see a lack of caring along with skeptical attitudes about the future. There are, however, many ways public art can address individual, community and social health objectives. Creating meaningful engagement experiences— efforts that bridge difference—can build a sense of pride, generate social cohesion and promote cross-sector collaboration. Art and engagement can generate optimism and bring the stories of our communities into visible places. The City’s Street Banner demonstration project, utilizing high-traffic corridors to showcase the faces of residents, is a good example. (See Street Banner project in Appendix on page 69.) The number of immigrants living in Brooklyn Center has increased dramatically over the past two decades. An observation about the City’s immigrant population made during the planning process pointed out that “Brooklyn Center is their home. People need to come together and build their home!” Indeed, the notion of “building our home together” could serve as a subtext for the City’s beautification and public art program. Growing evidence points to benefits derived from engaging community members in creating—or co-creating— the physical and social ecology they desire, allowing disenfranchised residents to see themselves in the art they experience in their daily lives. The Knight Foundation’s Soul of the Community initiative surveyed some 43,000 people in 43 cities and found • 70 percent of Americans believe that the “arts improve the image and identity” of their community. • Half of people with college degrees (49%) and a majority of Millennials (52%) and Generation Xers (54%) say they would strongly consider whether a community is rich in the arts when deciding where to locate for a job. • Aesthetics is one of the top three characteristics of why residents attach themselves to a community. • 70 percent of Americans say they experience the arts in a “non-arts” venue such as a park, hospital, shopping mall, or airport. • 72 percent of Americans believe “the arts unify our communities regardless of age, race, and ethnicity.” • 69 percent of the population believe the arts “lift me up beyond everyday experiences.” • 73 percent of Americans agree that the arts “helps me understand other cultures better.” that “social offerings, openness and welcome-ness,” and, importantly, the “aesthetics of a place—its art, parks, and green spaces,” ranked higher than education, safety, and the local economy as a “driver of attachment.” In other words, beautification and public art can help build a sense of belonging, attachment and wellbeing. Recent research claims that “public art decreases stress, increases safety, enhances connectivity and a sense of place by showing evidence of care.” A 2018 study by Americans for the Arts reveals the following statistics: This Home is Not For Sale by Poetry for People and Witt Siasoco 15Brooklyn Center Beautification & Public Art Plan Aerial Photo of Brookdale Mall Brooklyn Center Snapshot The City of Brooklyn Center’s recently adopted the following value statement: While there is little evidence of its pre-settlement era—Mound Cemetery was named for the Native American mounds across the street from the cemetery—for many years, up until the 1950s, Brooklyn Center was made up of truck farms and a vibrant agricultural economy. Vegetables from the area fed communities in the entire Upper Midwest. Post World War II, Brooklyn Center became a first-ring suburb of Minneapolis, well known in the 1970s and 1980s for its enclosed Brookdale Mall, a regional shopping destination. Highly accessible via a network of highways and roadways, most of the city’s neighborhoods were developed Centennial Park Photo: City of Brooklyn Center A Brief Scan of Brooklyn Center Brooklyn Center recognizes this geographic location has been the site of human activity for 10,000 years, occupied by the Wahpekute and the Anishinabe Wakiagun. As recently as 300 years ago it was the home of the Sioux Tribe of the Dakota Nation. Furthermore the City recognizes that historically efforts to develop and redevelop have resulted in disparate impacts and harm to some residents through displacement and exclusion from the benefits of that investment. This has been in part due to the exclusion and under- representation of those residents in the planning process. The City endeavors to reverse these disparities and enhance equitable outcomes by working towards reconciliation, and demonstrating a more responsible means of stewarding redevelopment. between the 1950s and the 1970s. While the city has an urban street grid, enabling good access to transit, much of it is interrupted by state and county highways, large parks and lakes. About 17 years ago, Brooklyn Center’s core began to experience pressure and decline as adjacent communities like Maple Grove and Brooklyn Park began to develop. With market trends in housing and retail shifting, Brooklyn Center suddenly found itself with an abundance of vacant or underutilized properties and a void in the center of the city. The City’s housing stock is highly homogenous; most houses are over 40 years old and will require ongoing maintenance in order to preserve the existing housing stock. In 2019, the City secured developers committed to creating new housing— market rate, senior and workforce housing—the first housing boom in several decades. As of this writing, there are 300 units under construction and 480 in the pipeline. The City’s location—close to downtown Minneapolis—and its abundance of affordable housing stock attracted a very diverse base of residents. Brooklyn Center is now among the most culturally diverse cities in Minnesota, and the most diverse in the Metro Area. Indeed, the diversity of its immigrant community is among the City’s greatest strengths. This distinction, as well as other factors described on page X, present challenges as well as opportunities for local businesses and City government— considerations of great importance to this plan and the long-term health of Brooklyn Center’s cultural life. (See Appendix for data and information) 16Brooklyn Center Beautification & Public Art Plan A. Growing. The population in 2016 was 31,231, with modest growth projected. B. Racially Diverse. Brooklyn Center is distinctive in its diversity. 60% of the City’s residents are people of color or non-white. C. Young. The City hosts a higher-than- average number of young families; more than 40% of the City’s 11,300 households have children. D. Well Served. Hennepin County provides Public Health services to residents of Brooklyn Center, and works with several social service organizations based in the City. E. Mixed Income. 40% of the population is near or below poverty level (up from 8% in 2000). The median household income in 2019 was $50,000—a third lower than Hennepin County’s median income. F. Employed. Many residents work in manufacturing jobs. Some perform production, skilled craft and administrative support jobs and a small number engage in professional/ technical jobs. The number of residents who self-identify as artists or creative entrepreneurs is unknown. G. Access to Schools. Brooklyn Center is served by four school districts, including Anoka-Hennepin, Brooklyn Center, Osseo and Robbinsdale. Brooklyn Center Schools are STEAM focused, incorporating Arts and creativity into the STEM education model (Science, Technology, Engineering and Math). Students in this School District are extremely diverse: 45% are African American, 25% are Southeast Asian and 30% are Latinx. The District provides after school and summer programs that include community engagement to help students gain real-world knowledge and hands-on experiences. In addition, there are several charter schools throughout the City that serve the community, including Evergreen Park World Cultures Community School, Progeny School and New Millennium Academy, which serves Southeast Asian communities. H. A Spiritual Center. There are many places of worship throughout Brooklyn Center, including churches, synagogues, temples and mosques. Many of these facilities serve as social and community connecting places, and offer opportunities for community engagement. I. Active. Brooklyn Center hosts 24 local parks—one regional park, and a municipal golf course—generally distributed evenly throughout all areas of the City. There are a variety of recreational facilities providing recreation access to all residents, as well as excellent coordination of programs and facilities between parks and schools, and between parks, City and county facilities. Some parks are defined as “special use” (Arboretum, North Mississippi Regional Park and Bob Cahlander) and some are “community destination” parks (Central, Evergreen, Grandview, Kylawn, West Palmer). Most are considered “Neighborhood Parks.” Brooklyn Center Snapshot Based on data obtained from Brooklyn Center’s 2040 Comprehensive Plan and other sources, the following contextual information was collected: The City’s 458 acres of parkland and 21 miles of trails are often located adjacent to existing schools in the community. The trail system provides recreational opportunities as well as interconnectivity amongst neighborhoods. Portions of the system are part of the regional bikeway system, offering alternative transportation options. J. Needs Arts & Culture. The City lacks entertainment and cultural venues, as well as businesses focused on creative work, such as design, architecture, graphic design, environmental design, etc. There are very few studios, exhibition venues, rehearsal or performance spaces, no movie theaters or live music venues. There’s a lack of arts organizations, drinking establishments and sit- down restaurants, however there’s a wealth of chain restaurants and a few hotel bars. K. Developing. The City has partnered with real estate developer Alatus to reimagine and create a vibrant new “downtown” north of the former Brookdale Mall, now referred to as the Opportunity Site. This long-term effort, a mixed-use development with a health-oriented philosophy, is slowly taking shape. Informed by a number of community engagement and public-input sessions and it holds great promise for transforming the heart of the City. L. Accessible. The City is bisected by several high traffic roadways, including state and county highways and municipal streets. While there are numerous challenges created by physically dividing the community and safety issues due to speeding vehicles and lack of dedicated bike lanes, the City benefits from an average daily drive-by population of over half a million vehicles. Brooklyn Center is: Aerial of Bass Lake Rd. and Xeres Ave. N. 17Brooklyn Center Beautification & Public Art Plan We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and recreational offerings. It is a safe and inclusive place that people of all ages love to call home and visitors enjoy due to its convenient location and commitment to a healthy environment.” - From the City’s Vision Statement In 2019 the City adopted its 2040 Comprehensive Plan, in accordance with guidelines established by the Metropolitan Council, the regional governmental agency and planning organization serving the seven-county metropolitan area. A number of priority goals identified in the City’s Comp Plan pertain to or offer opportunities for beautification and public art, as well as arts and cultural development: Deepen inclusive community engagement - Efforts to engage the community will be transparent, responsive, deliberately inclusive, and culturally sensitive. Note: This is a “strategic priority.” Cultivate partnerships - Strengthen opportunities to collaborate with adjacent municipalities, agencies and the County on planning, marketing, transportation and infrastructure initiatives. Improve communications and engagement. Identify opportunities to improve communications and engagement with the community’s residents, business owners and stakeholders. Explore opportunities to utilize technology to make it easier and more convenient for residents to interact with the City. Engage the City’s youth. Explore ways to collaborate with the school districts, nonprofits and the for-profit sectors to engage the City’s youth so that they are invested in the community. Create a vibrant and innovative city center and surrounding neighborhoods. Encourage developers, staff and stakeholders to think big and creatively about redevelopment to create an interesting, vibrant and innovative city center and surrounding neighborhoods. Create unified branding, connections and visual cues. Explore opportunities to create unified branding, connections and visual cues to reinforce Brooklyn Center’s identity and relationship to existing neighborhoods. This includes: a. Use public art and beautification to create community identity - Create a city- wide beautification strategy that includes a process for creating community identity and pride through the use of public art; b. Enhance gateways and entrances - Incorporate more trees and landscaping at the City’s main gateways and entrances; c. Improve streetscapes and design elements - Encourage residents, Highlights from City’s Comphrensive Plan developers and stakeholders to improve streetscapes and design elements; d. Incorporate enhancements in corridors - Identify key pedestrian, bikeway, auto and transit corridors that should incorporate consistent branding and landscape themes; e. Promote Diversity - Promote Brooklyn Center’s diversity through the development of flexible spaces, opportunities for pop- ups and other small business incubators. Enhance the City’s community image, including: a. Promote the City - Promote Brooklyn Center as an exceptional place for businesses, visitors and residents. b. Develop strategies that reflect community - Encourage further enhancement of the public realm through the development of a public art and beautification master plan that reflects the community, its residents and businesses. c. Represent community’s diversity - Explore meaningful ways to represent the community’s diversity through the City’s branding, marketing and visual communications. Encourage reinvestment in infrastructure. Encourage and promote reinvestment in the City’s infrastructure—streetscapes, trails, utilities, etc.—to aid the long-term success of residents and businesses. (This would include investment in maintenance of fixed public art or beautification efforts to ensure longevity.) Increase community participation in parks & rec system. Encourage residents and stakeholders to participate in the park and recreation system planning process. “Improve and maintain quality parks. Explore ways to incorporate design and preservation standards into the City’s ordinances and policies to improve and maintain a high-quality park system. a. Innovate park & rec development - Continue to explore ways to incorporate and plan for innovative park and recreation development as the system is maintained or expanded. b. Creative park design - Encourage creative park design to develop a dynamic and diverse system. Balance function with aesthetics. c. Improve parks/neighborhood connections - Identify ways to use park design as a neighborhood improvement theme, or as a way to complement redevelopment. Maximize access and use of parks. Support efforts to maximize the use and accessibility of the park system by local residents. Grow housing stock thoughtfully. The City will grow its housing stock in a thoughtful way, ensuring new developments are interconnected with existing neighborhoods with access to transit, parks and trails. Note: The City is partnering with a developer to reestablish an economic core where Brookdale Ford and Brookdale Square once stood, north of the former Brookdale Mall—a hub that serves its diverse immigrant community, attracts visitors and improves the City’s economic vitality, community health and cultural life. The above goals, as well as input collected during the planning process, informed the Focal Areas and project ideas, presented on page 31. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 18Brooklyn Center Beautification & Public Art Plan As the chart on the right indicates, there were 1032 “touch points” with community members during the planning process, including meetings, interviews, tabling at events, on site surveys and online surveys. Many more people learned about the planning process through the City’s newsletter, social media platform and via local media. A concerted effort to seek and obtain diverse perspectives and input throughout the planning process was critical to the plan’s efficacy , as evidenced in the montage of images taken during the planning process. The consulting team conducted a wide variety of activities, including: Listen, Observe, Tour, Inquire, Interview, Survey, Discover, Absorb, Study, Digest, and Note. Several mapping exercises were held, inviting participants to identify sites within the city that they cared about, and ones they felt needed attention or improvement. The mapping exercises helped identify places of concern or in need of attention—the Transit Center, an abundance of vacant parking lots, several large, empty buildings, etc.—as well as places of value and opportunities—the library, City parks and lakes, extensive trails, Centennial Park, the Mississippi River, etc. (See “Mapping the Pros and Cons of Places in Brooklyn Center,” page 20). Planning Process Summary of Community CEAP Event Photo: Jack Becker 19Brooklyn Center Beautification & Public Art Plan “The arts give us a forum to display our differences and similarities, and the opportunity to learn about each other.” There was also consensus and positive response regarding the concept of the City developing a beautification and public art program of some type, as well as considering larger arts and cultural development goals. Data collected from an online survey provided helpful insights into the community’s awareness, interest and understanding of public art and beautification. (See Appendix, page 58). During the process the consulting team assisted and advised City staff in planning and implementing two demonstration projects: One involved replacing street banners along the City’s major roadways with 230 custom-designed street banners featuring the faces of local youth, adults and elders. The second involved promoting the 2020 Census by projecting messages in multiple languages on two monumental structures: the Crest Apartment building and a City-owned water tower along Highway 100. (See summary of Street Banners and Census 2020 projects on page 69 in the Appendix.) Metro Transit Center Surveys Brooklyn Center Community Center Event Based on information collected during the planning process, the team developed a collection of findings, including Strengths, Challenges and Opportunities, as well a Map identifying locations for beautification and public art opportunities. “[The arts] can help the people of Brooklyn Center grow and prosper] by projecting a positive image [that will] help to dispel some negative stereotypes of the town.” A summary of preliminary short- and long-term recommendations were developed and reviewed by the three planning committees (Community, City Staff and City Council) as well as four City Commissions (Planning, Housing, Parks & Recreation and the Multicultural Advisory Committee). Based on their input, an updated and expanded draft plan was prepared. Brooklyn Center Census 2020 Water Tower Projection “[The arts] create a culture and a brand for the city that tells people who we are and demonstrates [our] values.” 20Brooklyn Center Beautification & Public Art Plan Mapping the Pros and Cons of Places in Brooklyn Center Centennial Park Shingle Creek Park Islands of Peace Park Shingle CreekCrossing Palmer LakeEnvironmental Area Anoka Co RiverfrontRegional Park He nn epi n Ano ka 9 4 N 49th Ave N e v A t d l o b m u H 69th A ve N 63r d A ve N 57th A ve N 65th Ave NFreeway Blvd W L y n d a l e A v e N 66th A ve N Shing l e Creek S h i n g l e C r e e k N e v A t n o p u D 69th Ave N 73rd Ave N 53rd Ave N 55th Ave N N 52nd Ave N e v A t n a yr B N 51st Ave t S h t 6 N 54th Ave N Ju n e A v e N 58th Ave N N 50th Ave 59th Ave N B e a r d A v e N N evA nosremE 65th Ave N N evA xonK X e r x e s A v e N N 48th Ave 61st Ave N 67th Ave N N evA notweN Freeway B l v d 66th Ave N N e v A x afl o C 60th Ave N 62nd Ave N Ericon Dr No b l e A v e N Gr i m e s A v e N 72nd Ave N E w i n g A v e N Summit Dr N St a r l i t e B l v d N E Ea r l e B r o w n D r 62nd Ave N 59th Ave N N e v A x afl o C 65th Ave N N e v A e c n a r F 60th Ave N 53rd Ave N reviR ippississiM 100 This map illustrates many of the places in Brooklyn Center that planning participants identified as a strength (green dots), or an area needing improvement (red dots). Respondents felt these “unhealthy” spaces needed beautification, improved safety or other enhancements. Cenntennial Park Transit Center Community members participating in mapping exercise 21Brooklyn Center Beautification & Public Art Plan Key Findings evident, however, given the decades- long timeframe of the phased effort, it’s important for the City to manage the community’s expectations. Under-recognized History - The City’s past has lots to offer in terms of stories, from its early Indigenous residents, its agricultural legacy and it diverse communities—all of which can inform meaningful public art. Alignment - The mission of the City’s Community Activities, Recreation and Services Department—“Create a sense of community and enrich the quality of life for our residents, patrons and employees by providing a variety of high quality, inclusive programs and services”—aligns well with the overall Strengths goals of beautification and public art goals. The Community Center is a valued hub for community arts and cultural activities, and there have been programs, such as ceramics classes, that suggest room for growth. Likewise, the department’s Rec on the Go offers opportunities for community engagement with the arts. This department, given its active role in programming in the community, is a logical starting point in which to house the City’s public art and beautification efforts. Act locally - The City seeks to invest locally, including funds earmarked for public art and beautification. For example the City hired local photographers and designers to produce the Banner Project. Low hanging fruit - There are numerous efforts underway or planned throughout the City that offer excellent opportunities for incorporating public art or beautification projects, including modestly-scaled projects at schools, parks, upcoming developments, the Transit Center and more. Highly visible - The City benefits from an substantial average daily drive-by population of over half a million vehicles using major freeways and roadways bisecting and encircling the City. Strong partnerships - The City has cultivated many valuable relationships with a variety of entities to achieve its goals and objectives over the past decade, including the library, the county, schools, social service organizations, faith-based organizations, businesses and youth groups, among others. Public-private partnerships are already a way of doing business in Brooklyn Center. Diverse leadership - A few interview participants acknowledged that the City Council, City staff and members of some City commissions have recently begun to reflect the diversity of the City. “[I value] our diversity, commitment to safe neighborhoods with an emphasis on parks and outdoor spaces, and an established, beautiful city.” “We have a very generous, faithful community.” Diversity - The City’s cultural diversity is one of its greatest strengths and distinguishing characteristics, offering opportunities to retell the story of Brooklyn Center as a special place, a home for inclusion and equity. Location, location - The City’s location, close to the core of the Twin Cities, combined with access to several transportation systems, makes Brooklyn Center a desirable place to live or locate a business. School options - Brooklyn Center is home to a variety of elementary and secondary school options, as well as a broad selection of faith-based organizations. Green space - Residents value their access to nature and outdoor activities. The City has a great mix of parks and trails and it makes sense to encourage broader and more diverse use of these resources. New downtown planned - The Opportunity Site offers a once-in-a- generation opportunity for the City to establish a downtown core, a hub of economic, community and cultural activity. The optimism generated by the potential of this development is 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. CEAP Event Photo: Jack Becker 22Brooklyn Center Beautification & Public Art Plan New methodologies - The City’s previous efforts involving community engagement—asked residents to respond to City-generated ideas—left some participants wanting a more community-driven approach: what ideas do community members have, and what issues would they want addressed by the City? Equity and inclusion - Given the City’s high poverty rate, one in which many residents work 2-3 jobs, the challenge of engaging residents in volunteer activities—to participate in community-building efforts, serve Start-up - The City has not previously invested in a program focused on beautification and public art, nor does it have staff with expertise in the arts. As a new initiative that’s untested, adding an entire program would be difficult in the short term. Capacity - The City’s staff capacity is strained, limiting time that could be devoted to public art or beautification efforts. Inherent risks - City staff are fairly risk averse and somewhat conservative. The field of public art has inherent risks, especially with untried projects. Funding required - The City has limited resources and there are many competing priorities. Policies needed - The City has outdated policies regarding signage that currently restrict the creation of murals. on committee, attend meetings, etc.—may limit the degree to which community members can participate. Language barriers and cultural mores may further complicate inclusiveness in City-led initiatives. Achieving diversity - While City leaders and staff increasingly reflect the diversity of the larger community, there’s a noticeable predominance of representation by African Americans and African immigrants, suggesting a need to seek a more balanced mix of cultural representation. In the case of City commissioners, with the exception of the Multicultural Advisory Committee, there is a predominance of white members and members over the age of 50, suggesting a need for greater age and racial diversity. Talent pool - There’s a lack of artists in Brooklyn Center qualified to professionally participate in public art or facilitate creative community engagement projects. Based on interviews conducted during the planning process, there is a strong interest among creative entrepreneurs in the City to find additional income streams. Unsightly spaces - There are several blighted or abandoned buildings, including the former Target and Sears stores, along with uncared for vacant properties. Graffiti - Unwanted graffiti tagging is a growing problem. Challenges City Hall entry - The entrance to City Hall, including the exterior and interior, is not welcoming and does not convey a sense of what the City values. Littering - There is evidence of undesirable behaviors, such as trash being discarded in parking lots or on sidewalks and in parks. This may indicate a lack of shared responsibility or lack of stewardship for our public realm among residents, visitors or workers. It’s difficult for the community to keep public areas clean. Some local businesses don’t cooperate in cleanup efforts. Note: The City is currently developing a Environmental Stewardship initiative in partnership with local businesses to reduce littering and modify behaviors of offenders. (See Appendix, page 71) “I hope that our community continues to grow both in diverse population but also in its business diversity.” “I hope that we can lower the rate of poverty in a meaningful way.” 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Uneven volunteerism - The extent to which volunteers participate in neighborhood watch or clean up activities is not evenly distributed throughout the City. Some neighborhoods lack organization, which can aid in beautification efforts. Cultural venues - Apart from the library and the Community Center, there’s a lack of indoor and outdoor gathering places, arts and culture venues, entertainment centers, marketplaces and high-quality dining establishments. 23Brooklyn Center Beautification & Public Art Plan Mixed blessing - Top Golf is the most visited entertainment destination Brooklyn Center; and they employ local residents and students. However they are situated in an isolated site by highways, many of their patrons are unaware they’re in Brooklyn Center and those patrons don’t spend additional time or money in the City. Multiple school districts - Brooklyn Center is served by four school districts, including Anoka- Hennepin, Brooklyn Center, Osseo and Robbinsdale. Most of the City’s youth, attending 5th grade or higher, attend schools outside of Brooklyn Center. Local history and the current stories of Brooklyn Center are not part of the curriculum, and the potential for civic pride and hometeam spirit are not available. Spaces and resources - In order to foster cultural development and bring the City’s diverse cultural communities together, locally-based and community-minded arts and cultural facilities are needed. These include performance venues, work spaces, gathering places, markets, etc. Until such time, however, it’s important to note that artists, arts service Brooklyn Center City Hall “I dream of a BC where neighbors know each other by name. Where crime is rare and people pick up trash instead of adding to it. Where people care.” Challenges 16. 17. 18. 19. 24Brooklyn Center Beautification & Public Art Plan Building Optimism - The Opportunity Site, a long-term effort to establish a vibrant, health-oriented downtown for Brooklyn Center, has already begun to build hope and optimism amongst residents and nearby businesses. While signage might help answer questions about what’s coming to the site, public art and beautification strategies can help mitigate the negative image of the site as it currently appears, as well as during the construction phase, focusing the attention of drive- by audiences on temporary, colorful enhancements that convey a sense of excitement about what’s to come. Murals allowed - The City’s sign ordinance can be improved, eliminating restrictions on mural production. Other new policies can be established, leveraging sustainable funding sources and encouraging private sector participation in community-engaged projects. (underway) Grow awareness - Street Banner demonstration project provides a good example of a highly visible community- engaged public art project that generated civic pride and increased awareness and appreciation for public art. The City can mine the results to help educate the broader community. “I would like to see all residents work together to take the time to get to know their neighbors.” Partnerships - The City can strengthen and cultivate partnerships with the County, neighboring cities, Metro Transit, Brooklyn Bridge Alliance for Youth, Three Rivers Park District, the Watershed District, local schools, businesses, Brookdale Library, and others—and pursue opportunities to forge new partnerships. For example, the Police Department can partner with the Brooklyn Center School District’s After School program to teach graffiti offenders how to develop artmaking skills. Note: A pilot project is currently underway. Build on assets - The City can build on its existing programs, add value to its investments and increase the impact of its efforts on communities. These include Rec on the Go, pop-up Saturday Market, Centennial Park and its Memorial Amphitheater, Earle Brown Heritage Center, the Neighborhood Liaison program and more. Opportunities Chuck U ChromaZone Mural Festival “I would love to see North Minneapolis and Brooklyn Center become destinations for interesting food, shops, breweries, dog parks, etc. in the same way NE Minneapolis has.” “We [need] more food options and healthier food options.” Continue demo projects - The City’s efforts to promote the 2020 Census—incorporating a community- wide lighting strategy and creative projections on enormous local landmarks, such as an apartment building and water tower—serves as a sample of potential future projects that can generate positive impressions, attract media attention and make the City more noticeable to motorists. Wealth of opportunities - There are several planned public improvement projects and private developments underway, as well as events and festivals that can involve artists or incorporate public art of some type. These could be temporary or fixed projects which could be managed by City staff, a consultant, or a partner, such as Metro Transit, a schoolteacher, a nonprofit or a business in the community. 1. 2. 3. 4. 5. 6. 7. 25Brooklyn Center Beautification & Public Art Plan “To develop a place where community members thrive and others want to come and belong.” like “Brooklyn Center Library & Cultural Center.” After all, Brooklyn Park has its own library. How might this simple name change alter the perception of library patrons, future patrons, and generate civic pride in a tangible way? How might the City capitalize on the media stories such a change would generate? Start from scratch - Developing a brand new program focused on public art and beautification means the City can start with a “blank slate” and isn’t limited in its options or how it’s “been done before.” The City can take advantage of lessons learned by other cities, however, and build the kind of equitable, inclusive, community- minded, health-oriented program it desires. Drive-by visibility - The City benefits from an substantial average daily drive-by population of over half a million vehicles traversing the major freeways and roadways bisecting and encircling the City. With cooperation from MNDOT and the County, and a modest investment of funding, the City can make itself known as a place that creatively markets itself and generates positive impressions. In addition to its water towers, one of which the City used to promote the census in March 2020, there are pedestrian bridges over the highways that can be augmented to promote Brooklyn Center and other opportunities worth considering. (See map of opportunities) Magnetic businesses - Top Golf, a national chain, opened its only Minnesota facility in Brooklyn Center in September 2018, a 65,000 square- foot entertainment complex at the site of a former multiplex cinema near the busiest intersection in the region (Hwys 94, 694 and 100). Top Golf is considered a commercial success, serving thousands visitors per year. The Earle Brown Heritage Center, an event and convention center owned and operated by the City, hosts more than 300 events per year, serving more than 110,000 people, approximately 85% of whom are from outside the area. BC history - Lessons or curriculum can be developed—perhaps in graphic novel form—highlighting the history and current-day stories of Brooklyn Center. This could increase student awareness and appreciation of the City and encourage them to envision what kind of city they want to live in, what stories they want to tell and show them how they can realize their visions. Youth development - Artists skilled in working with young graffiti offenders can partner with the Police Department and local schools to offer after school workshops focused on artmaking using aerosol art, airbrush, and stencil murals, not only as a deterrent, but to nurture the budding creative talent of youth. Note: Brooklyn Center Schools, working with artist Peyton Russell, are pursuing this concept. Incubate local talent - Local artists, fabricators, designers and allied professionals can generate wealth by increasing their capacity to participate in community-engaged public art as well as commissioned projects. In order for the City to continue investing locally in beautification and public art, staff can identify, incubate and promote local talent, and partner with local workforce training programs (such as CAPI’s) and programs that train artists (such as those run by Forecast and Springboard for the Arts. Likewise, Artspace Projects, a regional nonprofit, has the knowledge and expertise to help the City grow and develop cultural spaces and artist live/work buildings. Learn by doing - The City can continue developing and implementing modestly-scaled demonstration projects, such as the Street Banner project and the Census 2020 initiative, helping staff and elected officials grow their understanding around the process and impacts of public art and beautification projects that involve the community. Promote health - Employing the theme of “Healthy City” with a catchy tagline, like “Building Our Home Together” offers many options for connecting beautification and public art efforts with goals identified in the City’s Comp Plan. “Continue to revive with new businesses (quality over quantity) and clean public areas while staying affordable and diverse.” Opportunities Alignment with philanthropy - Focusing efforts on authentic and meaningful community engagement, with equity and social cohesion as goals—in a City with Brooklyn Center’s demographics—has potential to attract investment from regional foundations and corporate philanthropy. Playground potential - Park improvements over the next few years, overseen by the Public Works Department, include building 20 new playgrounds in neighborhoods throughout the City, among other highly visible improvements. Public art can add value to these types of capital investments, and offer opportunities for meaningful engagement with communities. Library as cultural center - The Brookdale Library currently serves as a defacto cultural center for the community, partly due to its sizable meeting rooms, exhibit spaces and programming. According to staff members, there may be opportunities to grow their role in this regard, such as increasing the number of exhibits displayed or arts events hosted. Note: “Brookdale” was the name of the shopping mall that closed in 2010; the name has little meaning for millenials. One idea worth considering is changing the name of the library to something 8. 9. 10. 11. 12. 13. 14. 15. 16. 18. 17. 26Brooklyn Center Beautification & Public Art Plan Nort h Mississippi Regional Park - 5114 N Mississippi Dr, Minneapolis E arle B rown Elementary School - 1500 59th Ave N, Minneapolis Dupont Ave N, Minneapolis, Minnes ota , 55430 B rooklyn Cent er High S chool - 6500 Humboldt Ave N , MinneapolisBrooklyn Cent er Police Department - 6645 Humboldt Ave N, Minneapolis P ark Liquor Out let - 6315 Z ane A ve N, Minneapolis W ebber Park Brookdale Park Centennial Park Crystal A irport Shingle Creek Park Palmer Lak e E nvironment al Area Nort h Mississippi Regional Park He nn epi n Ano ka 94 694 94 694 N 49th Ave N e v A t dl o b m u H 63rd Ave N Brookdale Dr N Z a n e A v e N 69th A ve N 57th Ave N 65th Ave N 77th A ve N Freeway Blvd N e v A e c n a r F 66th A ve N Bass Lake Rd N 49th Ave N e v A t dl o b m u H 63rd Ave N Brookdale Dr N Z a n e A v e N 69th A ve N 57th Ave N 65th Ave N 77th A ve N Freeway Blvd N e v A e c n a r F 66th A ve N Bass Lake Rd GG81 252 Shin g l e Cre e k S h i n g l e C r e e k N e v A t n o p u D 69th Ave N 73rd Ave N N e v A e l b o N 53rd A ve N 55th Ave N N 52nd Ave N 43rd Ave 65th Ave N N 51st A ve 83rd Ave N N e v A g ni vrI 54th Ave N 81st Ave N 58th Ave N N 50th Ave 59th Ave N N e v A e c n a r F Memorial Pkwy L e e A v e N N e v A s e x r e X e v A d r a r i G N N 45th Ave N 48th Ave 82nd Ave N 61st Ave N 67th Ave N N e v A yr r e P 66th Ave N N e v A x afl o C M a j o r A v e N U n i t y A v e N N 44th Ave Howe Ln S c o t t A v e N 79th Ave NN e v A n n e P 74th A ve N 72nd A ve N L a k e l a n d A v e N Han s o n Ct N N ev A sem aJ N e v A e c n a r F 62nd Ave N 73r d Ave N N evA setaY 60th Ave N 59th Ave N 65th Ave N 61st Ave N N e v A t n a y r B 65th Ave N 53rd Ave N N evA aineX Shing l e Creek PkwyevA enuJ reviR ippississiM Upper Twin Lake 100 252 City-owned Liquor Stores • Enhancements to parking lots 1 Pedestrian Bridge Over 94/694 • Fabric weaving and lighting on fencing 2 Pedestrian Bridge Over 94/694 into park 3 Pedestrian Crossing Bridge • Fence treatment 4 Pedestrian Bridge Over Highway 100 • Involve students in fencing enhancement Park & Ride Lot • Enhancement to bus waiting area Railroad Bridge Over Highway 100 • Railing enhancements Police Headquarters • Front lawn gathering place (seating, memorial, plantings, etc.) Opportunity Site • Temporary installations, pop-up events during construction • Gateway art/iconic monument feature • Mural park reflecting community diversity • Cultural/art center as part of master plan Public Art Opportunity Corridor Enhancements Needed Earle Brown Days Parade Route • Involve artists with youth to enhance event Art for New Housing Development • Design process underway Summer 2020. Top Golf • Opportunity for fiber art on netting City Hall • Visual enhancements to City Hall and Community Center entrances • Increase cultural programming in park and on Millennium Stage Noteable Gateways Freeway Boulevard • Enhancements to streetscape due to high pass-through traffic • Brooklyns Building façade improvements Sidewalk & Median on Xerxes Plantings and safe crossings with enhancements Brooklyn Center High School •Fence treatment along Humboldt •Farm to school garden enhancements - Shed - Food-related art - Artist in residence West Side of Highway 100 Visual Enhancements • Series of flagpoles • Changing fabric art or select banner art Earle Brown Elementary School Exterior and interior murals Transit Center Undergoing remodeling with art component North Mississippi Regional Park • Entrance enhancements • Art along trails • Wayfinding • Interpretive • Seating • Other 1 2 3 Chipotle Mural on back side of building 2 4 Brooklyn Boulevard History-themed art (2D and 3D) Bass Lake Road Nature-themed art and plantings, carved boulders, etc Primary Corridors and Public Art Opportunities This map identifies a variety of opportunities for public art and beautification efforts throughout the city, as determined during the planning process, several of which pertain to corridors, entry areas, and highly trafficked locations. Transit Center City Hall Pedestrian Bridge over Hwy 100 27Brooklyn Center Beautification & Public Art Plan In order to create a shared vision for Brooklyn Center’s Beautification and Public Art Initiative, it’s critical to identify motivational factors that inspire and guide the work going forward. The following list was developed within input from a broad and diverse group of community members, stakeholders and participants in the planning process. A. Places of beauty that encourage positive social interactions contribute to our wellbeing and our quality of life. B. Engaging diverse cultural community members in co- creating the physical and social environments in which they can thrive fosters civic pride and increases stewardship of public spaces. C. Public art reflects the values of the community; residents should be able to see themselves in the art that is part of their shared daily life and feel respected and represented. D. If something is worth doing, it’s worth doing well; high quality beautification and public art efforts require adequate time and resources. E. Art and artists play an important role in developing, beautifying and revitalizing cities, as well as promoting economic activity, generating pride, and building community. F. Cultural and community development are as important as economic development. G. Beautification and public art are an important part of any city’s arts and cultural ecology. H. Reduce disparities, remove barriers to participation and uphold values of equity, diversity and inclusion. I. Beautification can elevate property values and attract businesses, artists and creative industries, however it’s critical to avoid displacement and unwanted gentrification. J. Embrace all seasons and consider every neighborhood. K. People enjoy living in a community where they make new friends and learn new things. L. It’s critical to incorporate maintenance and conservation funding into all capital projects. M. Building community is good for business, and good for Brooklyn Center. N. Youth development is critical to Brooklyn Center’s future, and the arts can play a critical role. O. Environmental stewardship contributes to long-term sustainability. P. Ensure representation on decision- making groups is inclusive, including first and second generation immigrants, individuals facing economic challenges, students and other typically underrepresented stakeholders. Q. Education and lifelong learning contribute to a healthy society. R. Artists should be paid for their time; they are small businesses and need support. S. Public art should be a forethought, not an afterthought. T. The wellbeing of leaders, staff and volunteers is critical to long- term sustainability. U. Creativity, innovation and collaboration are essential to thriving, resilient communities. V. Honor history, people and events that came before. W. Professional management, truthful communications, mindful governance, informed decision making and accurate financial reporting are essential to successful operations. X. Balance top-down decision-making with community-driven empowerment. Brooklyn Center Street Banner Values 28Brooklyn Center Beautification & Public Art Plan A Shared Vision For Brooklyn Center Imagine… Brooklyn Center is known as a place where diverse community members can see themselves in the art that’s part of their daily lives and work together to build their shared home, a home where residents and businesses thrive, actively engage in cultural activities and enjoy their quality of life. The City hosts an inclusive, equitable, people-powered beautification program focused on improving health, wellbeing and thoughtful design throughout the city. Effectively governed, adequately funded and professionally managed, Brooklyn Center’s forward-thinking public art program is recognized nationally as high quality, meaningful and impactful. In the not-to-distant future, thanks in part to the City’s vibrant beautification and public art, people want to move to and open businesses in Brooklyn Center. They invite their friends, families and colleagues to join them. They enjoy living in a community known for its “random acts of beauty” and look forward to community- engaged projects in which they get to participate, meet neighbors and co-create the way their city looks and feels. They make new friends and learn new things. They’re proud of their city—its great gathering places, connective trails and parks, its vibrant social life, its family-oriented arts and entertainment offerings and its thoughtful, high quality public art. Brooklyn Center students engaged in the Farm to School program, led by Hana Blissett Photo: Megan Grubb 29Brooklyn Center Beautification & Public Art Plan Guiding Principles It is critical that the goals identified in this plan are activated through the lens of the following guiding principles, distilled from the list of values identified on page 27: 1. Welcoming, Safe and Accessible 2. Diversity, Equity, Inclusion and Sustainability 3. Youth, Family and Community Engagement 4. Citywide, with Regional Mindfulness 5. History of Place and Those Who Came Before 6. Quality Creativity, Innovation and Collaboration 7. Education and Lifelong Learning 8. Health and Wellbeing 9. Adequate Resources and Realistic Expectations 10. Professional Management, Programming and Communications Photo station at the Banner Project celebration, held at Brookdale Library 30Brooklyn Center Beautification & Public Art Plan What Might Public Art & Beautification Look Like Over The Next 5 Years? Based on what we heard and what we learned, the range of public art and beautification projects resulting from this plan will likely be as varied and diverse as the Brooklyn Center community. If the Shared Vision is realized, then is realized, then many significant outcomes will result. If successful, the City’s diverse residents will work collaboratively to make visible their stories and their shared values. Colorful and joyful gathering places will appear—environments designed to remove the stigma of poverty and honor different cultures. Residents will be able to see themselves represented in public spaces, building on the success of the City’s Street Banner and Census 2020 demonstration projects. There are many ways public art can happen in the future. The following list is just a small sampling of the types of projects that can happen in Brooklyn Center. A Sampling of Possibilities A. The City commissions artists to incorporate art in public improvement projects, such as streetscapes, playgrounds, remodeled public buildings, etc. B. Private developers commission artists to enhance housing, retail or commercial developments—including during the construction phase, to mitigate negative impacts. C. Residents, neighborhood groups and businesses engage artists to develop art projects in public-facing spaces—independently, or with start-up support from the City, through mechanisms such as a micro-grant program. D. Training opportunities are offered to artists— of all disciplines—living in Brooklyn Center to learn how to engage with neighbors and each other to create meaningful projects, generate income, and attract positive media attention. E. Artists are embedded in the City, such as the “Rec on the Go” program, in the Community Center, in schools (engaging both students and educators), in new housing developments, at Brookdale Library and in social service organizations, among others. F. Community members participate in planning and implementing cultural events and festivals, such as World Refugee Day. G. Functional amenities designed by artists are dispersed around the city, such as custom- designed park benches, shade structures and trash can holders, as well as projects in neighborhoods and along trails designed to increase physical activity amongst residents. An example of wind-activated sculptures mounted to streetlight poles, where banners typically are seen. A performance event in Centennial Park Guiding Principles 31Brooklyn Center Beautification & Public Art Plan Based on the above Brooklyn Center Snapshot, findings, overview of the public art field and other contextual information collected during the planning process, the consultants recommend the City of Brooklyn Center strive to go beyond simply placing art in public places or planting more gardens. The potential to build on the City’s assets and capitalize on its opportunities offer the City the ability to gradually—and iteratively—build a forward-thinking, holistic program. As mentioned previously, public art and beautification are part of a city’s larger arts and cultural ecosystem. When combined with community development and infrastructural investments they can contribute to the overall well-being of the community, as well as the physical, mental and emotional health of citizens. It’s important to note that beautification and public art projects supported by the City require an investment of time, money and people. Rather than be viewed as a frill, they should align with and support larger City goals and serve to advance priorities identified by the City. The following Focus Areas include numbers that align with goals established by the City (see page 17) and selected quotes from community stakeholders. The Focus Areas in this section of the plan are accompanied by strategies drafted for consideration and potential implementation by the City. They are not meant to be comprehensive, but offer a starting point to inform the development of projects, process and policies. Focal Areas for Public Art & Beautification Empower Youth “Students want more art in the city, opportunities they can participate in.” COMP PLAN ALIGNMENTS: 1, 2, 4, 9 A. Include youth representation on City’s Arts and Culture Commission. B. Partner with Brooklyn Center Community Schools, including their after school and summer programs, Farm to School program, and other efforts to visually enhance school buildings and property. Consider artists assisting with gardening projects at the High School, like an artful tool shed, benches and colorful plant identifiers. C. Seek to strengthen the voices of youth, empower them to build new relationships and support community change efforts. D. Stress projects that involve students, their parents, family members and neighbors, such as oral history projects, performance events and mural making. E. Consider a role for youth in the effort to plan and construct new playgrounds across the City. F. Invite participation of college students from the region to help research, develop and implement projects. Consider fine art majors as well as design, urban studies, journalism, creative writing, etc. Amplify Voices of Under- served and Under- represented Communities “Revitalization that welcomes everyone who wants a safe and healthy community.” COMP PLAN: 1, 2, 3, 4, 5, 12 A. Seek partnerships with locally-based social service organizations, State of Minnesota, Hennepin County, the Metropolitan Council and regional foundations. B. Add public art and community engagement skill building to the current mix of workforce training programs offered by CAPI and other local social service organizations. C. Consider projects that raise broad public awareness of issues facing those in poverty, including collecting and sharing stories through a variety of outlets, including spoken word, performance, dance, murals, etc.; creating environments that remove the stigma of poverty—places of color and joy. D. Seek representation by underserved individuals on City’s Arts and Culture Commission or advisory group. Cross Reference City Comprehensive Plan and the Beautification and Public Art Master Plan 1. Deepen inclusive community engagement 2. Cultivate partnerships 3. Improve communications and engagement 4. Engage the City’s youth 5. Create a vibrant and innovative city center and surrounding neighborhoods 6. Create unified branding, connections and visual cues 7. Enhance the City’s community image 8. Encourage reinvestment in infrastructure 9. Increase community participation in parks & rec system 10. Improve and maintain quality parks 11. Maximize access and use of parks 12. Grow housing stock thoughtfully 1.2. 32Brooklyn Center Beautification & Public Art Plan Capitalize on Drive-by Visibility “I would love to see Brooklyn Center become [a] destination for interesting food, shops, breweries, dog parks, etc.” COMP PLAN: 2. 3, 5, 6, 7 A. Seek ways to inform motorists they are in or passing through Brooklyn Center. B. Consider utilizing pedestrian bridges over highways 94 and 100 as opportunities for beautification and branding. C. Seek partnership with Top Golf, the Crest apartment building and other highly visible businesses. D. Mitigate negative impressions of the Opportunity Site from Highway 100. For example there could be a series of tall flagpoles that feature changing art displays, such as large, colorful “flags” with visual motifs reflecting the many cultures found in the community. Add Value to Public Improvements, Private developments & Transit Projects “To me, a healthy Brooklyn Center looks like people living their lives close to home, with less need to go elsewhere” COMP PLAN: 1, 2, 4, 5, 6, 7, 8, 9, 10, 12 A. Explore options for visually enhancing entrances into the City, including iconic “gateway” art elements as part of the Opportunity Site redevelopment. B. Take advantage of large county or state infrastructure efforts, such as Hwy 252 improvements at 69th Street. C. Consider meaningful ways to engage neighborhoods, families and students in new playgrounds planned over the next three years. D. The Transit Center on Bass Lake Road—the second-busiest in the Metro area—offers opportunities for public art and beautification (currently underway). E. The Park & Ride lot on Brooklyn Blvd and 65th Street could be enhanced to increase wayfinding and the perception of safety. F. Engage artists in plans for updating City Park signs, scheduled to be replaced in five years. Maximize Impact of New Housing Developments “Invest in new, modern housing opportunities for young adults, families and seniors.” COMP PLAN ALIGNMENTS: 2, 5, 8, 12 A. New multi-family housing developments can consider ways to provide more than an apartment and basic amenities, such as laundry, lounge, workout rooms, and party rooms, etc. Consider an artist in residence, working under a barter arrangement with the property owner or manager. The artist can offer workshops, classes, create art to hang in hallways, etc. in exchange for boarding, and add value to the quality of life for residents. B. Public art can enhance the visual impact, increase sense of resident pride in place, and offer community- building programs and activities to improve the quality of life. This could include a co-working space, a playground/bbq facility, social spaces and other unique amenities. Note: Public art in private developments are already underway in Brooklyn Center. Real Estate Equities and Alatus are pursuing strategies to incorporate art in their developments. The City can encourage more of the same, as well as establish guidelines for developers seeking to integrate art into their buildings. (See Public Art & Private Development, page 54) Focal Areas for Public Art & Beautification Brooklyn Center Water Tower Invest in Creative Economy and Entrepreneurship “I hope that our community continues to grow both in diverse population but also in its business diversity.” COMP PLAN: 1, 2, 4, 5, 9 A. Partner with locally-based organizations and businesses aimed at job creation, workforce training and job referrals and offer on-the-job experiences working with artists on public art and beautification projects. B. Add public art and community engagement skill-building to the current mix of professional development and job training programs offered by CAPI and other local social service organizations. C. Consider incubating industries and businesses related to beautification and public art, such as fabrication, design, documentation, landscape architecture, engineering, and other creative maker businesses.etc. D. Support paid apprenticeships, internships, mentorships and other strategies to encourage hands-on learning. E. Consider artist-in-residence in a school, library, a community garden project, Rec on the Go, etc. F. Offer modest micro-grants for projects partnering artists with residents or businesses, as well as leaders of cultural communities or neighborhood groups. 3.5.6.4. 33Brooklyn Center Beautification & Public Art Plan led effort is intended to offer the community an outdoor market with food, music, games and booths offering crafts, clothing and collectibles, as well as resource tables for services available to the public. Consider street painting, interactive projects, colorful banners, live performances, etc. F. Farmers Market - (Held in the parking lot of Sun Foods). This popular market features fresh produce and brings the community’s diverse population together weekly in the summer months. Certain items, however, are not available since the store doesn’t want competitors for some of its own products. How might performances and visual enhancements animate the space and offer opportunities for sharing stories? G. Memorial Amphitheater - The Recreation Department seeks to increase use of its Memorial Amphitheater in Centennial Park, including more performances, dance lessons, yoga and programming produced by community members. This concept offers a variety of low-cost opportunities to engage the broader community, such as traditional and contemporary ethnic performance groups, touring theater companies, students and amateur performers in the City. Could there be a talent night? Could the Brooklyn Bridge Youth Alliance play a role? Enhance or Expand Upon Existing Cultural Events (Selected List) “Bring communities together through festivals and public art.” COMP PLAN: 1, 2, 3, 4, 5, 6, 7, 9, 11 A. Earle Brown Days and Parade - (late June; see map on page 26 for parade route on Dupont) The City’s annual summer celebration, now in its 38th year, features a community parade and a market at the Earle Brown Heritage Center. B. National Night Out - (first Tuesday in August; citywide) Intended as a crime prevention tool, this event encourages neighbors to get together and pay attention to their surroundings. The more you know about your neighborhood, the more you can do to keep it safe. C. National Night Out Kick-off Event - (first Monday in August; in Centennial Park) Neighbors meet neighbors and learn about neighborhood safety initiatives and techniques, meet community partners, enjoy food and beverages and join the fun. D. Farm Fresh Fest - (Fridays, July- November; 4-6 pm at CEAP). CEAP’s annual community celebration is an opportunity for neighbors to receive fresh, in-season produce in a warm, inviting festival atmosphere. The event features live music, resource tables and more. E. Pop up Saturday Market (Second Saturday in June-September in a vacant parking lot-TBD). This City- Improve Streetscape Experiences “More city pride. Less crime.” COMP PLAN: 5, 6, 7, 8 F. Art can improve wayfinding and perception of safety for pedestrians and transit users. Artists can create seating, lighting, bike racks and other amenities that enhance the streetscape environment. G. The City can build on its successful street banner demonstration project, support temporary treatment of vacant parking lots and roadside art. Enhance and Amplify Environmental Improvements “[I want BC] to be a clean environment with little crime.” COMP PLAN: 2, 5, 7, 8, 9, 12 A. The City is rich with natural resources, including lakes and streams that are considered “impaired,” such as Shingle Creek. B. Public art can have multiple functions, such as raising awareness of water conditions and water management or restoration; add beauty to stagnant areas of stream; and oxygenate as well. C. Consider ways art may help to mitigate environmental impact concerns of Hwy 252 reconstruction and its proximity to the Mississippi River, and raise awareness of the river as an important asset in the City. D. Seek partnership and support from the Shingle Creek Watershed District. E. Consider other environmental concerns impacting the health of citizens. Focal Areas for Public Art & Beautification 7. 8.9. Cross Reference City Comprehensive Plan and the Beautification and Public Art Master Plan 1. Deepen inclusive community engagement 2. Cultivate partnerships 3. Improve communications and engagement 4. Engage the City’s youth 5. Create a vibrant and innovative city center and surrounding neighborhoods 6. Create unified branding, connections and visual cues 7. Enhance the City’s community image 8. Encourage reinvestment in infrastructure 9. Increase community participation in parks & rec system 10. Improve and maintain quality parks 11. Maximize access and use of parks 12. Grow housing stock thoughtfully 34Brooklyn Center Beautification & Public Art Plan exhibitions, etc. (See also Opportunities, #13 on page 25) E. Affordable artists live-work spaces are in demand in the region. Repurposing underutilized buildings for artists is an effective way to attract artists to live and work in Brooklyn Center and serve the needs of local artists seeking to work outside the home. Increasing the number of talented professionals in creative fields based in the City could benefit the entire community. Consider barter arrangements of reductions in rent based on the number of hours per month artists engage with community members as part of the City’s innovative program. C. A Multi-Cultural Center is needed long-term as an ongoing hub for community use, and to attract audiences from the region for economic benefit. A freely accessible arts and cultural facility could provide a space for people in the city “to really see themselves”—all of the creative and cultural assets that are hidden in the community. This concept could be combined with a marketplace, a youth recreational facility or an indoor arboretum concept—or all of these combined! Currently many local artists need to leave the area to exhibit, rehearse, perform or create works of art and craft. According to one resident, “There’s a need for some excitement in this area—some positive excitement. It’s a part of the overall scheme of building community, reducing crime, putting young people on the right path and bringing community together.” D. Brookdale Library currently serves as the defacto cultural center for Brooklyn Center. It is practical to consider options for expanding the library’s role as a hub for cultural activities and exchanges with Hennepin County Facilities staff, as well as library programming staff. This could include upgrading meeting spaces to accommodate performances, adding large display cases, supporting artists in residence, hosting traveling Develop new cultural events and arts facilities “Showcase the unique cultures and values that make up our community including business opportunities and community events (that should absolutely include art for expression and more!)” COMP PLAN: 1, 2, 3, 4, 5, 6, 7, 11 A. World Refugee Day, organized by CAPI, is planned to take place in Brooklyn Center. In addition to performances on the stage, resource tables, youth activities and educational programming, a mural is being planned as part of the event, informed by a community engagement process to identify imagery and themes. B. International Cultural Festival (planning under way) is an event that features talent from the City’s rich cultural community, including food, dance, music, crafts, fashions and more, as well as hands-on activities for youth and families. The City has engaged community stakeholders in the planning process, and hopes to grow this into an annual event. The Earle Brown Heritage Center is a possible venue, however the festival could consider multiple locations. The Festival of Nations program, led by the International Institute of Minnesota, could be a valuable resource, along with the Minneapolis Park & Recreation Board, which launched its own international festival in 2018. Focal Areas for Public Art & Beautification 10. Cross Reference City Comprehensive Plan and the Beautification and Public Art Master Plan 1. Deepen inclusive community engagement 2. Cultivate partnerships 3. Improve communications and engagement 4. Engage the City’s youth 5. Create a vibrant and innovative city center and surrounding neighborhoods 6. Create unified branding, connections and visual cues 7. Enhance the City’s community image 8. Encourage reinvestment in infrastructure 9. Increase community participation in parks & rec system 10. Improve and maintain quality parks 11. Maximize access and use of parks 12. Grow housing stock thoughtfully 35Brooklyn Center Beautification & Public Art Plan Promote The City’s Diverse Cultural Communities and Foster Social Cohesion through Storytelling. “I would like to see all residents work together to take the time to get to know their neighbors.” COMP PLAN: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 12 A. Use story-telling as a foundational component of public art strategies, including visual, performing, media arts and events. “Arts-based community engagement practices often begin with storytelling, imagination and interactive activities, so that communities can tap into the cultural identity, knowledge, and experience of its residents.” - Lyz Crane, ArtPlace America B. Involve local historians, elders, residents and business owners (among others) to work with educators and curriculum developers to improve learning about Brooklyn Center—in schools, parks and other public places. Helping students from Brooklyn Center learn about the city could grow awareness, understanding and appreciation for their hometown or the city in which they attend school. Knowledge gained can inform the creation of a variety of community-engaged public art projects throughout the city. Focal Areas for Public Art & Beautification C. Storytelling can inform a variety of public art projects to come, including: • Enhancements to new neighborhood playgrounds • Benches and seating elements along nature trails and in parks • Storytellers embedded in the Rec on the Go program • Exhibits and performances at the library or school auditorium • Raw material for songwriters and musicians (a BC anthem?) D. Brooklyn Center has stories to tell, including history to mine: • The Earle Brown Farm was the first airfield in Minnesota. • The City’s Mound Cemetery was named for the nearby Indian mounds. • The farming community helped feed the entire region, as far away as Chicago. • The Community Center features an indoor Olympic-sized swimming pool. • Earle Brown stories abound, including some controversial ones. • Farrell’s Ice Cream Parlor built the world’s largest ice cream sundae in 1979. Use City-Owned Buildings and Public Spaces for Aesthetic Enhancements and Activities “I hope it can develop a special identity that inspires residents and neighbors of the city, and is based on the creative talents of its people.” COMP PLAN: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 A. There’s a sizable open space with a tree in front of the Police Headquarters on Humboldt Avenue. A placemaking project can be considered to transform the site, with some seating—an intimate story-telling setting. A memorial could be considered, honoring local police who died in service. B. The fence outside the High School’s sports fields on Humboldt could serve as a canvas for temporary art installations. C. The City owns two liquor stores— the only liquor stores in the city, including a new one that recently opened. These are money-making ventures for the City. What role could these play in promoting a healthy city? Art, inside and outside, can play a role. For example, consider enhancing the parking lots to increase people’s sense of safety. These parking lots, as well as other lots in business districts around the City, are problem areas in terms of littering. Consider creative ways to use the extra space in the new store, such as temporary exhibition space, performance space, etc. D. The entrance to City Hall is unwelcoming and lacks character; it could benefit from a temporary facelift, such as a digital mural mounted to the wall surrounding the doorway, as well as enhancements to the lobby area. Among the criteria for the mural design could be: welcoming, multicultural, colorful and photogenic. Temporary exhibits could also enhance hallways and City Council chambers. E. The City-owned golf course, Centerbrook, operates on a fee for service basis. Consider expanding its use as a public venue, hosting fun, family-friendly events, such as a kite-flying contest, outdoor concerts, Frisbee tournaments, Augmented Reality gaming and temporary outdoor art installations. Explore potential uses for the park in the winter, when the course is not in use, such as a giant sledding hill, a cross country ski course, snow sculptures, etc. F. Changing art in City parks and along trails that run through neighborhoods can inspire physical exercise and reward repeat visits. 11.12. 36Brooklyn Center Beautification & Public Art Plan Maximize Communications with Community “I dream of a BC where neighbors know each other by name. Where crime is rare and people pick up trash instead of adding to it. Where people care.” COMP PLAN: 1, 2, 3, 4, 6, 7 A. The City mails 9,000 statements to customers each month. Could the outside of the envelope feature art, or could artful messages be inserted in the form of discount coupons to redeem at the Community Center, the golf course, etc. An art contest could result in art by youth featured each month, along with the story of the artist. B. The City’s monthly print newsletter is an excellent platform in which to promote local talent, including poetry, graphic design, creative writing. C. The City’s website and social media platforms all offer additional opportunities for giving voice to diverse talent in the community, including youth, adults and seniors. Focal Areas for Public Art & Beautification Build Pride and a Sense of Belonging in All 17 Neighborhoods “More city pride. Less crime.” COMP PLAN: 1, 3, 4, 6, 7, 9, 10, 11 A. In Brooklyn Center, neighborhoods are named after the parks they contain. How can art, beautification and design contribute to distinguishing one neighborhood from another? Consider strategies such as signage, branding elements, playground environments, flower gardens, etc. Stories from each neighborhood’s past, present (and desired future) can inform design guidelines and criteria for public art. Involving residents in the planning, design and creation of such efforts helps ensure a greater sense of stewardship, pride and sense of belonging. Consider utilizing the Rec On The Go program to facilitate the process—perhaps 2-3 neighborhoods per year. Enliven Business Districts “Continue to revive with new businesses (quality over quantity) and clean public areas while staying affordable and diverse.” COMP PLAN: 3, 5, 6, 7, 8 A. Business districts in most suburban cities typically lack character and charm, and their parking areas are uninviting, sometimes trash- strewn and occasionally populated by panhandlers. How might these spaces be transformed into colorful, welcoming spaces? In the short-term, consider stretching cables between light poles to support changing displays of colorful fabric, speakers for music and decorative lighting. See the Environmental Stewardship study summary, on page 81. Consider semi-enclosed walkways, welcoming gathering places with greenery and lush landscaping. Consider mixed uses, combining office, retail, recreation and housing adjacent to green space. A. The Opportunity Site clearly holds the greatest promise for a new kind of downtown core for the City, however it is a long-term effort and should not preclude investments to improve shopping and commercial nodes elsewhere in the community. In fact, it makes it more important, since the Opportunity Site is likely to steal much of the attention and business away from these smaller, neighborhood- oriented nodes. 13.14.15. Cross Reference City Comprehensive Plan and the Beautification and Public Art Master Plan 1. Deepen inclusive community engagement 2. Cultivate partnerships 3. Improve communications and engagement 4. Engage the City’s youth 5. Create a vibrant and innovative city center and surrounding neighborhoods 6. Create unified branding, connections and visual cues 7. Enhance the City’s community image 8. Encourage reinvestment in infrastructure 9. Increase community participation in parks & rec system 10. Improve and maintain quality parks 11. Maximize access and use of parks 12. Grow housing stock thoughtfully 37Brooklyn Center Beautification & Public Art Plan Enhance Thoroughfares & Gateway Entrances “Put us on the map as a contributor to the Metro.” COMP PLAN: 2, 4, 5, 6, 7, 8 The consultants studied the major transit corridors bisecting, encircling and traversing Brooklyn Center, seeking to determine if they convey a distinguishable identity or character and identify what types of opportunities might serve to improve or enhance each corridor. The map above was created to identify major roadways, entranceways and key points of opportunity. While there are many points of entry into Brooklyn Center, some of them offer more opportunities to enhance than others, given the size of available roadside space as well as viewsheds from the motorist perspective. Analysis of the highest traffic roadways is summarized below. A. Shingle Creek Parkway, from 694 to Bass Lake Road, already serves as a spine for a collection of civic and cultural facilities, with growth expected as the Opportunity Site develops entertainment and cultural amenities. As such, this corridor—and adjacent parks and open parking areas—has the greatest potential to host temporary and permanent art installations, outdoor events and large public gatherings. Focal Areas for Public Art & Beautification B. Highway 100 cuts diagonally through the City, terminating at Humboldt Avenue just north of highway 94. The corridor lacks character, but offers viewsheds of the Opportunity Site that may offer valuable visibility once the City’s new downtown takes shape. C. Hwy 694 is essentially a trench cutting through the north half of the City, bounded by sound walls. A couple of pedestrian bridges bisecting the highway offer opportunities to brand the City in creative ways. D. Xerxes Avenue has qualities that that one interviewee referred to as Brooklyn Center’s “Main Street,” accented by a pedestrian median that could serve as a “canvas” to enhance its role in the mix of transit experiences throughout the City. E. Brooklyn Blvd, while dominated by large auto dealerships by 694, offers opportunities to tell stories of the City’s rich agricultural past. (“Brooklyn Center was charming during the truck farming era with Osseo Road, later called Brooklyn Blvd. and its main street, lined with huge elm trees, fields for plants in every color and many rows of water sprinklers.”) How might this corridor’s past inform its future? An ongoing land use study can offer opportunities to identify locations for public art and themes which might connect the community to the corridor. F. Bass Lake Road, essentially a commercial corridor, features a series of enormous power line towers that dominate the landscape. On the street level, which is not very pedestrian friendly, a wide landscaped trench down the middle of the corridor offers opportunities for visual enhancements, such as natural features, giant boulders and creative lighting that could dramatically transform the character of this corridor into something unique. Could some huge boulders be carved to resemble faces of residents? G. Highway 94 is the primary freeway connecting Brooklyn Center with downtown Minneapolis. As such, it plays an important role in forging impressions of the City. Since late 2018, when Top Golf opened, it became an instant landmark, one that suggests boldness and attraction, as if a circus came to town. How might the giant netting offer a “canvas” to further express the exciting potential of the City? 16. Cross Reference City Comprehensive Plan and the Beautification and Public Art Master Plan 1. Deepen inclusive community engagement 2. Cultivate partnerships 3. Improve communications and engagement 4. Engage the City’s youth 5. Create a vibrant and innovative city center and surrounding neighborhoods 6. Create unified branding, connections and visual cues 7. Enhance the City’s community image 8. Encourage reinvestment in infrastructure 9. Increase community participation in parks & rec system 10. Improve and maintain quality parks 11. Maximize access and use of parks 12. Grow housing stock thoughtfully 38Brooklyn Center Beautification & Public Art Plan Plan Implementation Based on the Vision for Brooklyn Center’s Beautification and Public Art Program— informed by the Values and Guiding Principles— the following set of goals have been identified: Support beautification and public art efforts by the Brooklyn Center community and City government according to the following aspirations: 1. Foster civic pride and community health by: • Creating and activating meaningful public gathering places • Enhancing connective trails and parks, and increasing usage by all • Nurturing a vibrant cultural life that encourages collaboration and community building • Offering family-oriented arts and entertainment and high quality public art experiences 2. Increase the number of residents who become active stewards of Brooklyn Center and feel motivated to care for the City’s public spaces. 3. Increase the number of volunteers seeking to participate in fun and impactful beautification projects with artists, such as: • Painting safety crosswalks or decorative murals with neighbors • Creating neighborhood-themed benches in each park • Planting roadside flower beds and enhancing community gardens • Clean-up projects that result in found-object sculptures • Helping youth to enhance new playgrounds that give each a distinctive personality 4. Grow the number of residents desiring engagement in public art activities that enhance their quality of life, including: • Immigrant community members • People living in multi-family dwellings • School groups and youth • Individuals stigmatized by poverty 5. Increase participation and leadership by locally based artists, residents and businesses, by: • Supporting professional development and training for artists • Providing opportunities for affordable live-work space • Promoting artist-in-residence at schools, the library, housing developments and social service organizations. 6. Leverage private investments from charitable foundations and partners to warrant expansion of the program. (See funding options on pages 49–50) 7. Build a professionally managed program that is valued by the community, one that can evolve as a support system for larger arts and cultural development efforts, such as: • Annual festivals, parades and special events • A community cultural center, with theater, gallery and rehearsal space • A shared studio space or live/work space facility Long-Term Goals Jack Becker facilitating a focus group session at the Seal Hi Rise apartments. 39Brooklyn Center Beautification & Public Art Plan Short-Term Goals (2020–2022) 1. Oversee Launch of Plan within the community, including: • Development of a communications plan • Involvement of City Council and Staff in sharing information and listening to feedback and ideas from community 2. Establish an Arts and Culture Commission to guide further planning, advise City on: • Investments • Decision making around opportunities • Development and evaluation of demonstration projects • Development of policies, governance practices and procedures • Selection Committee member recruitment for projects • An “evaluation scorecard” to measure impacts of projects • A system for decision-making, documentation and record-keeping 3. Build capacity of City staff to manage projects—intentionally and iteratively over time—employing informed decision-making with expert guidance. Start small, producing modestly scaled projects in which quality results are likely, learn from the results and grow from there. Take into account the following strategies: • Build on the strengths, assets and partnerships already in place. • Effectively and professional staff the BCACC. • Take advantage of low-hanging fruit, such as projects already planned or budgeted, including public improvement efforts and private developments. • Recognize that every project is a demonstration project, not unlike the street banners, light projections, and community celebrations. What can be learned that can help improve the next project? • While focusing on near- term modest projects, begin considering future long-range efforts—4-5 years out—with time to develop concepts, generate funding, and ensure impactful results. For example: • The City will replace Park signs in 5 years; consider something more customized that reflects the neighborhoods that share the name of their park. Beyond the sign itself, is there an opportunity to do something more significant about manifesting the neighborhood’s identity? • Encourage residents, businesses, schools, community groups, developers and others to initiate independent or partnership projects. Consider incentives, such as micro-grants and matching funds. • Engage public art consultants and curators to assist with project management, gradually building City staff capacity and independence. 4. Consider a range of funding mechanisms to support projects as well as an ongoing program. See list under Program Implementation on pages 49-50. 5. Consider a range of both program administration and project management options for implementing projects and related tasks, including: See list under Program Implementation. 6. Reference Overlay Map and Focus Area Project Concepts to identify areas of opportunity, such as: • Temporary pop-up strategies utilizing available properties that are accessible to the public. • Artist embedded in rec on the Go • Other ideas listed in the Plan 7. Facilitate informed decision-making by staff and BCACC using the Prioritization Checklist (See Appendix, page 80) 8. Support partnership efforts that can result in projects not paid for or managed by the City, such as: • Art for the Transit Center remodeling by Metro Transit • Hennepin County Public Health’s effort with Hmong community • A mural for World Refugee Day 9. Involve community members to help develop projects for consideration by BCACC, such as: • Storytelling that helps inform public art projects • Talent scouting to surface artists in community 10. Maintain City Team as a resource to assist with program incubation and development with representatives from City department offering support, ideas and coordination. 11. Consider incentives to grow interest in the program, such as: • Micro-grants to support artists partnering with community members to generate bottom- up ideas and projects with technical assistance from City staff • Technical assistance for projects generated by the private sector 12. Host educational events, training sessions and social activities for local talent and help them learn about the program and how they can participate. 13. Grow the community engagement skills and effectiveness of Neighborhood Liaisons. 14. Develop community education strategies to broaden awareness, understanding and appreciation of contemporary public art and beautification efforts, especially ones that enhance livability. • Start by sharing the story of the Street Banner Project, with quotes from participants and observers, followed by a story about how and why the City is working to develop a program to build on such efforts. 40Brooklyn Center Beautification & Public Art Plan Work Plan This Beautification & Public Art Master Plan recognizes that arts and cultural development are new to the City of Brooklyn Center. As such, the starting point for implementation of this plan focuses on establishing foundational infrastructure, such as governance, funding, project management, communications, and capacity building at the staff level. In addition, it is critical to begin informing and educating key stakeholders, elected officials, City staff, as well as the broader community. Likewise, it is essential to identify and grow the number of talented, creative residents, workers, students and design professionals throughout the city and offer them opportunities to learn, gain experience and generate revenue streams; growing the City’s creative economy is one of the goals of this plan. Given the pandemic-related challenges—Covid-19 and institutional racism— being faced today by the Brooklyn Center community, near-term programming pertaining to arts, culture, beautification and public art requires additional, careful consideration. Given this plan’s focus on addressing the health of the City, arts and cultural projects should be considered as part of a larger effort to address healing, equity and well-being amongst local residents and businesses. This Work Plan section is intended to identify high priority strategies, outline tasks for implementation, and identify Focus Areas in the plan that pertain (described in more detail on pages 31–37). Strategic areas for each section of the Work Plan include: 1. Governance 2. Program/Project Management 3. Funding/Finances 4. Community Engagement 5. Communications and Education 6. Public Space Development 41Brooklyn Center Beautification & Public Art Plan input and feedback. Advisors and selection committee members may be encouraged to serve on the Commission in the future. Note: Involving volunteers in leadership roles is a valuable form of community engagement; it is critical to maintain professional relationships and good communications. WHO: Staff person, with City Team, Commissioners, and advisors FOCUS AREAS: (TBD) RANK: H (High) 2. PROGRAM/PROJECT MANAGEMENT Ensure professional program and project management, including City staff oversight, qualified contracted services, inter-agency coordination and robust reporting and evaluation. • With input from Commissioners, identify priority projects to implement, including those identified in this plan (starting with locations identified on the Opportunities Map). Note: Prioritize pandemic recovery public art and beautification projects that help residents heal, grieve, feel safe, become informed, and feel connected (with each other and the City). Reference Prioritization Process in Appendix on page x). • Provide Commissioners an overview of projects produced during the planning process, Near-Term (2020-2021) Work Plan Action Steps 1. GOVERNANCE Maintain an active and informed Arts & Culture Commission with diverse representation, able to help the City adopt policies and procedures responsive to changing community needs and concerns. • Establish inaugural Brooklyn Center Arts & Culture Commission, following City protocols to ensure a fair and equitable process. Ensure representation from City Council, the Multicultural Advisory Committee, youth and residents with strong interest/ experience in arts and cultural production. Include non-resident members with valuable expertise. Develop “job description” for commissioners (See sample of process steps in Appendix, page 107). • Develop Commission’s charter with involvement from newly recruited commissioners. Charter should outline purpose, goals, and procedures for meeting and decision making. Establish committees, staffing and meeting protocols, as well as record-keeping, documentation and program evaluation methodologies. Ensure chair, co-chair and secretary are elected and briefed in terms of their roles and responsibilities. • In addition to Commissioners, develop and maintain volunteer advisors, project selection committees (with expertise specific to each project), and the City Team, composed of representatives from City Departments (to assist with program incubation and development, offer ideas and assist with coordination). Advisors may be project specific or offer general including Street Banners, Census Projections, planning of cultural festival, and others. Inform Commissioners of projects underway, such as the Transit Center Art project (and planning done to address safety and good health practices during construction phase, as well as social distancing at bus stops, etc.), youth mural project, Hennepin Health’s project with the Hmong community, and other efforts in process. • Determine feasibility of future project implementation, based on human and financial resources available, as well as timing and appropriateness, due to pandemic- era conditions. Consider engaging public art consultants and curators to assist with project management, combined with hands-on training for City staff to grow familiarity, skills and abilities. Note: Consider creating a diagram of City assets and private sector relationships, with annotations to help Commissioners gain understanding of what’s been done and what’s possible going forward. Then add a layer of potential public-private partnerships or relationships to build. • Develop work plan for each project—once selected for development or implementation— including timeline, budget, personnel, artist selection, permitting needs, communications, documentation and evaluation, etc. Note: consider prioritizing short-term, low-cost pop-up projects that involve one or more private sector partners and offer safe community engagement strategies. Consider engagement via phone, mail, social media, outdoor with distancing, etc. • In addition to internally generated project ideas, with input from Commissioners, invite and respond to project ideas from the community, external requests for support, aid in securing site permissions, exhibition space, virtual forums, etc. Note: Build and maintain regular communications with community, such as monthly emails, flyers promoting opportunities, inserts in water bills, etc. (see Communications section) • Maintain quality record-keeping. Record and monitor all external requests and establish a system for efficient response time, transparent communications. Note: Relationship-building will be essential to growing a positive image and pro-active identity for the program, and the City; representatives of the program should convey a welcoming and helpful persona. WHO: Staff person FOCUS AREAS: (TBD) RANK: H (High) 42Brooklyn Center Beautification & Public Art Plan 3. FUNDING/FINANCES Provide support systems for diverse community cultural expressions utilizing a mix of public and private dollars, involving businesses and philanthropic partners • Work with appropriate staff and elected officials to identify funding mechanisms to support priority projects, as well as community engagement efforts, communications about program, and education/training for artists, program stakeholders and community members. Consider funding sources from various City department, general operating budgets, capital improvement funds, etc.—for projects, contracted support, program operations, etc. • Pursue investments from private sector partners, such as philanthropy, federal and state sources, civic groups, area businesses, sponsorships, etc. Develop an ongoing method for researching and vetting a wide variety of potential sources, new initiatives, and one-time grants to support needs of the program and specific projects. Consider staff time, contracted services. Note: Start out by asking for support at least once every quarter. Seek input from development specialists, be selective and prioritize; it is impractical to pursue all prospective opportunities. • Establish and maintain accounting and financial management procedures and systems appropriate to the program, following protocols and methods approved or used by the City. Provide quarterly financial reports to the Commission as part of regular agenda. Help commissioners gain a working knowledge of program budgets and reports, allowing them to make informed decisions and recommendations. WHO: Staff person FOCUS AREAS: (TBD) RANK: H (High) 4. COMMUNITY ENGAGEMENT Ensure robust, equitable, authentic community engagement, involving City staff and paid community liaisons, enabling real-time community feedback and idea generation systems • Establish working relationship with City’s new Community Engagement (CE) specialist and gain understanding of this job within the City. Share this plan and provide briefing around the goals and objectives to be achieved in 2020-2021. Introduce CE specialist to Arts & Culture Commissioners and discuss shared goals, objectives, and strategies for partnering on priority projects, and explore ways artists could help specialist CE goals. Consider developing a shared database of local leaders from diverse cultural communities, school districts, business associations, etc. • Engage Commissioners in conversations and strategy work sessions to determine effective methods for meaningful and authentic community relationship building, such as partnering with social service organizations, the library, educational institutions, places of worship, etc. Consider healing and recovery strategies identified in this plan, such as artists participation in renovating the Transit Center, developing creative health messaging using social media platforms that are heavily trafficked by residents (such as Facebook, Instagram, Next Door, etc.), hosting online forums, installing public-access chalkboards and Little Free Libraries, etc. Note: Remain open to new ideas and approaches, given the fast- changing nature of community interactivity; recognize that funding will be critical to ensure long- term engagement efforts; work in tandem on public outreach and communications to avoid duplication of efforts and potential confusion by community members. • Incorporate community engagement language in criteria of projects supported by the City, ensuring stakeholder input during planning, design and implementation. Likewise, seek project outcomes that involve community participation, interactivity, and “real time” feedback considerations. Note: Reference Appendix section on safe practices during Covid-19 recovery, CDC guidelines, and creative workarounds. • Identify ways to involve community members in generating art and beautification ideas, identifying talent to spotlight, and individuals to involve in collaborative projects. Note: Consider storytelling projects as a starting point. This could include youth interviewing seniors to learn the stories of Brooklyn Center and translate them into murals, booklets, plays, songs, videos, and other forms of art that can be shared broadly. WHO: Staff person FOCUS AREAS: ___ RANK: ___ Near-Term (2020-2021) Work Plan Action Steps 43Brooklyn Center Beautification & Public Art Plan 5. COMMUNICATIONS AND EDUCATION Education and training, skill-building and robust communications promoting creative economies and jobs in cultural industries • Oversee the launch of this plan with help from the City’s communications specialist. Reference “Introducing the Plan to the Community” on page 48. The launch should be part of larger internal and external communications plans to grow awareness and familiarity of this plan, and key content elements. Internal audiences include City Council members, City staff, Arts & Culture Commission members, and members of other City commissions. External audiences include residents and businesses, nonprofits and associations, among others. Note: Each audience member has their own learning style and is coming from a different place in terms of awareness, understanding and appreciation of arts, culture and beautification; there is no singular method for imparting knowledge. Consider focusing on youth as a starting point, and by extension, families and neighborhoods. Consider further engagement with participants in the Street Banner project, building on their experience and the resulting sense of pride. • Provide educational resources and learning opportunities for Arts & Culture Commission members of artists and creative professionals, the field of public art, and the contents of this plan. Likewise, grow their familiarity with the City’s efforts to reduce the spread of the virus, support vulnerable communities and review policing practices, etc. Explore ways artists can assist during Covid-19 recovery, recognizing artists are adept translators of information across language, cultures, and sectors. They communicate in ways that are emotionally engaging, memorable, and personally and culturally relevant—rendering health information more likely to stimulate behavior changes. Artists and arts organizations provide trusted platforms for urgent messages and can reach larger and different audiences than health departments and government agencies. Their partnership and assistance in health communication is vital. • Explore ways to employ artists to make public health messaging more memorable and actionable through performances, artworks, and activities delivered online and in socially distanced formats. Employ artists to help ensure that Covid-19 information is relevant and available across diverse communities, cultural differences, and social norms. Note: If assistance is needed to find artist- partners, engage the Minnesota State Arts Board, the Regional Arts Council, Forecast Public Art, Juxtaposition Arts, Springboard for the Arts, and other organizations to make connections. • Launch the development of a database of artists, creative professionals, cultural organizations, etc. to use as an ongoing resource in communications, announcing opportunities, conducting a needs assessment, and offering education and training opportunities. Note: This is a long-term effort, but it can start by utilizing data collected during the planning process for this plan. See survey responses in Appendix. Recognize that artists based in Brooklyn Center may not be familiar with community- engaged public art practices. Therefore, the City should be open to employing artists from the larger Twin Cities region, keeping in mind opportunities to impart their knowledge with local emerging artists via apprenticeships, workshops, and mentoring. Likewise, help local talent take advantage of regional resource organizations, such as Forecast and Springboard, offering training programs and resources to artists. WHO: Staff person FOCUS AREAS: (TBD) RANK: H (High) 6. PUBLIC SPACE DEVELOPMENT Develop vibrant gathering places that generate pride and environmental stewardship, including open-access cultural facilities, user-friendly production spaces and outdoor spaces with multifaceted programming serving young and old in Brooklyn Center (locally, and in partnership with arts and cultural entities in the region) • During recovery from Covid-19, identify and work with partners to maximize use of public spaces for safe access to food, health resources, employment, social infrastructure, environmental stewardship and more. Consider ways to work with communities most impacted by the virus to move more everyday life and everyday needs outdoors (such as open-air markets, outdoor classrooms, etc.). Note: Reference Environmental Stewardship document in Appendix and familiarize Commissioners with its contents; consider ways to activate public spaces to influence the behaviors of careless residents and visitors discarding litter or dumping trash in business districts and along thoroughfares. • Maximize available resources and prioritize partnering on projects planned or underway, such as enhancement of private developments, replacement of playgrounds, and the planning of a cultural facility. Potential allies include governments, residents, businesses, nonprofits or nongovernmental organizations, and people from a range of specialties. Note: Assume this is a long-term process; forge alliances with people and organizations with energy and enthusiasm for making healthier places, people who can create links and raise awareness. Prioritize projects that offer multiple benefits WHO: Staff person FOCUS AREAS: (TBD) RANK: H (High) Near-Term (2020-2021) Work Plan Action Steps 44Brooklyn Center Beautification & Public Art Plan Mid-Term (2022-2023) Work Plan Action Steps 1. GOVERNANCE Maintain an active and informed Arts & Culture Commission with diverse representation, able to help the City adopt policies and procedures responsive to changing community needs and concerns. • Continue to grow the awareness, understanding and appreciation of public art and beautification amongst Commissioners via field trips, guest lectures, hand-on workshops, studio visits, online resources, etc. (See Resources and Links in the Appendix) • Evaluate the effectiveness of the Commission over its first two years, including identifying gaps in expertise needed on the Commission. In addition to expertise, gaps may include gender, ethnicity, age, sexual preference, etc. Perform exit interviews with outgoing Commissioners to gain insights and feedback that will help improve effectiveness and efficiencies. • Update job description for Commissioners, with input from members and advisors. • Review, update, amend and edit the Commission’s charter and consider other ways to improve governance. Note: Seek input from City staff who manage other commissions. • Oversee effort to recruit new members for the Commission. Utilize a staggered term for Commissioners to ensure overlap of experienced members with newcomers. Involve a sub-committee of Commissioners to lead the process of identifying and recruiting new members. • Oversee communications about openings on the Commission to ensure the community is aware of the opportunity to get involved. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 2. PROGRAM/PROJECT MANAGEMENT Ensure professional program and project management, including City staff oversight, qualified contracted services, inter-agency coordination and robust reporting and evaluation. • Build capacity of the designated City staff coordinator of this program through professional development. This may include conferences, webinars, online resources, and networking with program managers in the region. Review documents in the Appendix pertaining to public art program management. • Determine what types of changes to programs, if any, are warranted, based on the status of the City’s Covid-19 recovery efforts, updated CDC guidelines, etc., and make appropriate revisions to criteria used to inform project feasibility and implementation. • Review and evaluate past projects. Identify improvements needed, or gaps that exist, such as which audiences may not have been served by the program, what types of art and artists were not represented, which locations in City lacked programming, etc. Use the information to inform planning and future efforts. Note: Focus on seeking a balance, ensuring equity, and growing impact of programming. • Consider growing the scale of projects. This may include larger budgets, more extended timelines, more permanent projects, or events that are (hopefully) now allowed to take place. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 3. FUNDING/FINANCES Provide support systems for diverse community cultural expressions utilizing a mix of public and private dollars, involving businesses and philanthropic partners • Review and evaluate funding and financial management systems and practices utilized during the first two years and recommend improvements to increase impact and efficiencies. • Explore ways to grow support from both public and private sources. Consider longer-term grant opportunities, such as the NEA’s Our Town program (a federal funding program), larger grants from area foundations, such as McKnight and the Minneapolis Foundation, and corporate sponsorships for larger events, such as a cultural festival or a new cultural facility. • Seek input and advice from experts in the areas of development, fundraising and sponsorship • Consider ways to secure City funding for ongoing staffing needs, consulting help and overhead. Note: Project funding is secondary to maintaining professional program management, which, in turn, can leverage project support. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 4. COMMUNITY ENGAGEMENT Ensure robust, equitable, authentic community engagement, involving City staff and paid community liaisons, enabling real-time community feedback and idea generation systems • Review and evaluate community engagement efforts and practices utilized during the first two years and recommend improvements to increase impact, authenticity and efficiency. With input from Commissioners, determine degree to which projects or engagement activities met goals and objectives (according to each project’s listed 45Brooklyn Center Beautification & Public Art Plan goals, anticipated outcomes, etc.). Take into consideration changes in health and safety guidelines issued by the CDC and the State of Minnesota. Note: It’s important to recognize that lessons are learned from every project undertaken—for artists, audiences, project managers and committees—as well as projects that went unrealized; take stock of the lessons learned in Brooklyn Center and apply knowledge gained to iteratively improve future efforts. • Explore ways to grow engagement efforts, including the number of residents and businesses who participate in projects or share their ideas, input, and feedback. Note: Any effort to make improvements will benefit from good record-keeping throughout the lifetime of a project. • Seek input and advice from professionals in the field of equitable and authentic community engagement, particularly as it pertains to growing civic pride, bridging difference and reducing disparities. Note: Community engagement, as a professional practice, is constantly evolving and requires monitoring on a regular basis. Consider recruiting advisor or Commissioner with such skills. • Consider new approaches and invite fresh ideas, from a variety of perspectives: residents, artists, community cultural leaders, and others. Note: This should be part of a robust communications plan. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 5. COMMUNICATIONS AND EDUCATION Education and training, skill-building and robust communications promoting creative economies and jobs in cultural industries • Review and evaluate communications and education efforts undertaken during the first two years, with input and comments from a variety of perspectives (Commissioners, program participants, partner entities, recipients of e-news, etc.) and recommend improvements or modifications. Update communications plan. Note: If program doesn’t have a website, consider developing and maintaining one, integrating social media communications. • Explore ways to grow education, training and skill-building for artists and creative professionals in the City and develop strategies to attract artists from the larger region. Note: Encourage collaboration across sectors, across disciplines, etc. to expand the pool of talent involved in the program. Seek input and advice from experts in the areas of education, training and communications. Consider recruiting advisor or Commissioner with such skills. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 6. PUBLIC SPACE DEVELOPMENT Develop vibrant gathering places that generate pride and environmental stewardship, open-access cultural facilities, user-friendly production spaces and multifaceted programming serving young and old in Brooklyn Center (locally, and in partnership with arts and cultural entities in the region) • Review and evaluate efforts to enhance the creation, programming, use and stewardship of public spaces in the City over the past two years and recommend improvements to increase impact and efficiencies. Consider changes in pandemic- related CDC guidelines as they pertain to programming in public spaces, design and use of cultural spaces, etc. • Continue efforts to develop a cultural festival and a new cultural facility. Consider artist live/workspace, shared production facilities, co-working spaces for cultural organizations, etc. • Seek input and advice from experts in the areas of cultural space design and development, such as Artspace Projects, based in Minneapolis. • Cultivate partnerships with shared interest in environmental stewardship, such as Three Rivers Park District, Mississippi River Watershed District, Hennepin County, and environmental groups. • Continue to further the City’s Environmental Stewardship initiative in partnership with various City departments and private sector partners. Update strategies, based on what has worked to date, as well as promising new practices in the field. WHO: Staff person FOCUS AREAS: ___ RANK: ___ Mid-Term (2022-2023) Work Plan Action Steps 46Brooklyn Center Beautification & Public Art Plan Long-Range (2024-2025) Work Plan Action Steps 1. GOVERNANCE Maintain an active and informed Arts & Culture Commission  • Continue cultivating familiarity of the public art field amongst Commissioners. Develop strategies in which Commissioners learn from each other and inform program staff. • Develop standardized orientation packet for incoming Commissioners, designed to bring them up to speed and get engaged within a few months. Note: Consider a “buddy” system in which veteran Commissioners mentor new recruits. • Develop ongoing evaluation systems to measure the effectiveness of the Commission, allowing staff to obtain useful insights and feedback to inform improvements to the governance of the program. • Continue to review and update the Commission’s charter as needed to ensure the appropriateness and timeliness of this guiding document. WHO: Staff person, with Commissioners FOCUS AREAS: ___ RANK: M (Medium) 2. PROGRAM/ PROJECT MANAGEMENT Ensure professional program and project management • Build capacity of the designated City staff coordinator as the budget allows, including an administrative assistant. Determine appropriateness of program as if fits within its department, with input from City Team and City Manager. • Update program plans based on past successes and availability of resources. • Continue to review and evaluate past projects, identify improvements needed, or gaps that exist. • Continue to grow and diversify the types of projects undertaken. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 3. FUNDING/FINANCES Provide support systems for diverse community cultural expressions • Update as needed the funding and financial management systems in place and recommend improvements to increase efficiencies. • Continue exploring ways to grow support from both public and private sources. • Hire a development and sponsorship consultant, as opportunities to grow support become evident. • Seek ongoing City funding for annual festival and one major commission each year. Note: This assumes the program is considered a major success by the community and elected officials, and resources can be secured. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 4. COMMUNITY ENGAGEMENT Ensure robust, equitable, authentic community engagement • Continue reviewing and evaluating community engagement efforts and practices and recommend improvements to increase impact, authenticity and efficiency. • Explore ways to grow engagement efforts, including ideas suggested as options in the plan, such as employing artists in residence with cultural liaisons, etc. • Expand efforts to incorporate public art as part of private developments, including the Opportunity Site, remodeled City facilities, and streetscape improvements. • Consider offering microgrants to residents to enhance front yards, decorate for holidays, work with neighbors on cleanup projects, etc. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 47Brooklyn Center Beautification & Public Art Plan 5. COMMUNICATIONS AND EDUCATION Education and training, skill-building and robust communications • Update communications plan, as needed. • Expand education for community members lacking awareness of program and the field of public art. • Expand training for artists seeking to learn creative community engagement techniques. WHO: Staff person FOCUS AREAS: ___ RANK: ___ 6. PUBLIC SPACE DEVELOPMENT Develop vibrant gathering places foster environmental stewardship, open-access cultural spaces and multifaceted programming • Update plans and strategies based on developments and impacts over the previous two years. • Grow annual cultural festival as a regional destination as budget and staff capacity permit. • If new cultural facility is opened, grow public programming to attract more artists and creative professionals to work in the City. • Grow artists’ involvement in City’s Environmental Stewardship initiative. Consider sponsoring an annual Stewardship Artist Fellow as part of the program. • Grow programming in City parks and along trails, fostering greater connectivity. WHO: Staff person FOCUS AREAS: ___ RANK: ___ Long-Range (2024-2025) Work Plan Action Steps 48Brooklyn Center Beautification & Public Art Plan Introducing the Plan to the Community Putting this plan into action requires thoughtful consideration and intentional action steps. Please review the Implementation Strategies and Action Steps provided in the Annual Work Plan above. The first phase, prior to commencing program implementation steps, is sharing the plan with the community and helping everyone understand what it is, how it developed, why it’s important and how it will benefit the City and the community. A communications strategy will be helpful. For example, the City should determine who needs to know and what messages are critical to share. Should the plan “final draft” be shared with residents prior to being adopted by the City Council? If so, is input desired and helpful? If it’s after the City Council adopts the plan, what’s the message to residents? Can they still get involved, offer input, join a committee, etc.? Either way, the information needs to be accessible and understandable, and community members should not be concerned that they didn’t get to have input; engaging the community on an ongoing basis, and adjusting/improving the program accordingly should be a key message of the plan. Here are some basic steps to consider: • Create a brief story about the plan, not more than four pages, articulating the key findings and recommendations. This story could be told in the City’s newsletter, which reaches a very broad audience. If possible, design the content as a four-page insert that can also be printed and distributed separately. This way, it could be easily distributed by schools, places of worship, Rotary meetings, at the library, inserted into others’ publications, etc. • In-person presentations and conversations are important to include in the launch of the plan. For these, develop a PowerPoint based on the content in the handout. Presentations should ideally be presented by City staff accompanied by an elected official (a mayor or City Council representative). Each City Commission should be briefed, as well as community groups and other groups the City typically convenes to share important information. • Convey that community on an ongoing basis, and that improvements to the program is built into its structure. Develop feedback systems and periodic open meetings to cultivate the City’s deepened relationship with community members. Seek feedback and input, and invite participation. Consider periodic surveys and other methods of gauging residents’ interest, obtaining their concerns and ideas, and inviting their comments and connections. Invite people to indicate their personal interest in participating in some way, such as serving on a committee, helping youth build an art project, referring artists to the program, etc. • Create a set of digital assets to promote the plan via social media platforms, such as Facebook, Instagram, and Twitter. These assets typically synthesize content from the handout copy, paired with an image from the plan. For example, there could be an image of students painting a mural near their school with the message: “Learn how the City’s new Beautification & Public Art Plan encourages youth to participate in shaping a healthy Brooklyn Center.” A hotlink takes the viewer to the online draft of the summary and the plan. Consider segmented audiences, such as education, business, faith, neighborhood residents, youth, regional grantmakers and cultural leaders. 49Brooklyn Center Beautification & Public Art Plan Starting a Public Art Program The City of Brooklyn Center is a relatively young suburban City, so it is not surprising that it has not yet established an arts and culture program or a structured public art program. An advantage of developing a new program from scratch is being able to take advantage of what has worked and what hasn’t among the hundreds of other public art programs across the country. For example, the definition of public art has expanded over the past two decades to include a wide array of creative possibilities; instead of simply plopping art in public places, public art is more process-oriented, taking into account the context of each site. Most cities today are limited to “percent for art” funds drawn solely from Capital Improvement Project budgets (CIP), which can only be used to fund permanent art, not temporary projects, events or community engagement efforts, which is among the hottest trends in the field today. As more cities adopt diversity, equity and inclusion policies they need to overhaul their art selection methodologies with more diverse representation on committees and diversify the artists in their collections. An important emerging trend is connecting arts and community development efforts with health and wellbeing goals. (see page 82 for more information about this trend.) Today, cities are increasingly concerned that their public art dollars are going to more qualified out-of-state artists. They want to cultivate and train their local talent pool, yet they lack funding mechanisms and capacity to support such efforts. And, since private developments influence the perception and experience of public space, cities increasingly seek to encourage developers to include public art in their projects. All of these factors indicate the need for an orchestrated approach guiding Brooklyn Center’s public art and beautification efforts. Likewise, it’s clear that the field of public art is continuing to evolve, as new technologies emerge and cultural developments occur. Current events and emerging social issues also influence trends in the field. For a survey of recent developments and trends in public art, see the Links and Resources listed on page 82 in the Appendix. Funding Considerations There are many options available to cities seeking to fund public art and beautification efforts. It’s important to note that funding is needed for both program operations as well as project implementation. It’s helpful to identify cost centers, including the following: • Program management and administration• Project coordinators• Fees for artists• Production expenses• Communications• Documentation• Evaluation• Community education• Training and professional development for artists• Development and Fundraising (grant writing, sponsorship procurement, benefits)• Dedication events and community celebrations• Festivals, parades, special events, fireworks, etc. 50Brooklyn Center Beautification & Public Art Plan There are many funding mechanisms currently being employed by cities throughout the US. The City of Brooklyn Center should consider the following options for both project and program support: PERCENT FOR ART: Many cities have adopted a “percent-for-art” ordinance or policy that typically draws 1-2% of the CIP fund. Keep in mind that CIP funds are usually restricted to capital building projects, and cannot be used for many types of public art or beautification projects. As an ordinance, there is no need to request funds each year; it is automatic. GENERAL FUND ALLOCATION: For many cities supporting arts and cultural programs, annual allocation from general fund dollars can support events, staff, residencies, etc. These could take various forms, such as: • Direct allocation or appropriation: funds set aside for public art out of the capital budget or general fund determined annually or biannually; use of funds can vary, depending on source and pre-determined restrictions, including administration, education, events, and promotion.• Department allocation: funds set aside by operating departments for projects situated within their jurisdiction; typically, these include public works, parks, and community services. BONDS: Bond issues associated with capital improvement programs can be used for cultural facilities for a limited duration of time. COMBINATION: The City of Duluth, MN, established a “municipal arts fund” and a “community arts set-aside” of one percent of the cost of all new building construction projects costing in excess of $5,000. Upon the approval of any such project, an amount equal to the set-aside is transferred by the City treasurer from the general fund to the municipal arts fund. However, in the event the project was funded in part by another entity, the City can seek to secure an additional one percent of such entity’s contribution to the project for the municipal arts fund. PERCENT FOR PRIVATE DEVELOPMENT: The City of St. Louis Park collects fees from private developers to pay for public art to be commissioned for a public-facing area of the development. Nationally there are more than 30 cities engaging private developers in supporting public art. While Minnesota cities are prohibited from mandating participation— ”exaction” fees—cities like St. Louis Park simply “encourages” participation. (See more on Public Art and Private Development overview, page 54) SALES TAX: Cities can designate a percentage of sales taxes or conservation taxes. The City of St. Paul established a STAR Program using ⅛ of one percent sales tax—authorized by the State in the early 1990s. The program offers grants in two categories: Cultural STAR and Neighborhood STAR. DESIGNATED FUND: Establish a long- term fund, perhaps in partnership with a community foundation. This could be a donor-advised fund at a Community Foundation, such as the Minneapolis Foundation. The Public Art Endowment in Greensboro, NC, offers “buy-in” from community members, who may be fans of public art and wish to participate in educational programs and meet-the-artist events. TOURISM: Regional tourism dollars—or an annual project grant—in partnership with the Northwest Minneapolis Tourism Assn. Seek alignment with the Association’s program goals, such as increased visitor traffic or increased media coverage for the region. CORPORATE SPONSORS: The City already benefits from a modest amount of support from local businesses, Lions Club, Rotary and other private underwriting. Public art and beautification projects are often considered desirable, high-visibility efforts that attract sponsorship. Consider strategies to build and cultivate relationships with companies based in Brooklyn Center, and develop a list of ways corporate investments can be acknowledged and promoted, such as: • Signage with logos• Media releases• Events with sponsor acknowledged or allowed to speak to audience• Acknowledgment in City’s Newsletter, at City Council meetings, etc.• Other (to be negotiated with sponsors) GRANTS: There are several opportunities to obtain charitable foundation grants, government grants and investments from County, Met Council and State programs. Likewise, these funds may be in partnership with nonprofit organizations seeking to fund projects within the CIty: • Hennepin County got a grant from SHIP (State Health Improvement Program) toward Hmong project in Centennial Park. An event is planned featuring health, art, medical advice, etc. to help reduce diabetes in Hmong families.• CAPI can apply for grants to develop leadership in the community—training artists in community engagement, artful hands-on workshops and storytelling. • The Shingle Creek Watershed District funds demonstration projects that raise awareness of water health and stewardship, as well as pilot projects, such as the Wenk Engineering water oxygenation art projects supported in Shingle Creek in 2015.• AARP offers grants in MN, as well as National Community Challenge grants.• Other sources, such as McKnight Foundation, Bush Foundation, and the Minneapolis Foundation are listed in the Resources and Links section of the Appendix (page x). Funding 51Brooklyn Center Beautification & Public Art Plan The City of Brooklyn Center utilizes Commissions and Committees to aid elected officials and staff in making informed decisions and remain connected to members of the community. To help guide the City’s investments and decision-making regarding arts and culture, a governance group is likewise needed. Since there is a need for citywide governance of arts and cultural topics and issues—of which beautification and public art are important components—the consultants recommend the City establish a Brooklyn Center Arts & Culture Commission (BCACC). If a Committee is preferred in the short-term, please note that future references to the “Commission” or “BCACC” in this document may be applied to the Committee. Either way, it’s critical to commit staff time to support the BCACC’s work, including communications, meeting organization, meeting minutes and more. Building the City’s capacity to manage and govern a public art program will take time and commitment. Recognizing the potential for arts and culture to be a key component of Brooklyn Center’s revitalization, this plan recommends starting now to develop these management roles. As a longer term strategy, the City should consider a public-private partnership infrastructure to support robust arts and cultural development. A public-private partnership—pairing BCACC and the City with a non-profit organization—can be established to administer and coordinate the range of art and culture opportunities in the community. This combination allows for a greater variety of public art activities to be supported and managed, and a greater amount of private sector support to be leveraged. This will help ensure that both BCACC and the growing arts and cultural community are actively engaged. At its best, public art serves a common good, enlivens shared spaces, strengthens community bonds and connects to our sense of humanity. A belief in the significance of these outcomes informs those who commission and create art in the public realm. This is useful to keep in mind when recruiting members of BCACC. In order to offer a wide range of advice and perspectives, its membership roster should include educators, arts professionals, businesspersons, place- based designers, community developers, neighborhood representatives and elected officials with a passion for Brooklyn Center’s heritage, identity and diverse cultures. A more heterogeneous membership would enable BCACC to assume a more active role in achieving its mission. Having a council member serve on the BCACC and act as a liaison with the Council is an important consideration. The consultant recommends the City maintain the City Team—formed during the planning phase—as a group that meets regularly to help guide and nurture the program, increase connectivity and foster collaboration amongst departments. Governance From a structural standpoint, it may help to determine a “home” for the program, however it’s critical that the program work collaboratively with all City departments. (Insert graphics showing different structures) 52Brooklyn Center Beautification & Public Art Plan The administration of Brooklyn Center’s Beautification & Public Art program involves both paid City staff and volunteers engaged in a variety of activities. The designated City staff administrator oversees the program and works with the Arts & Culture Commission and various committees to implement objectives on an annual basis. This administrator, or program manager, is essentially the steward of the Beautification & Public Art Master Plan. S/he is charged with guiding its implementation in a professional manner. The Work Plan section of this plan provides guidance on action steps to take, enabling the program manager A public art administrator manages the development and implementation of public art in their communities. They do this through the management of public art programs and the facilitation of public art projects and artworks. They work with artists, community members, local decision-makers, representatives of municipal agencies and other stakeholders to ensure public artworks are designed, installed and maintained. They play a key role in each stage of a project’s lifecycle and are responsible for the administrative and management tasks within public art programs. Their days may include site visits to understand how an artwork may be installed in a location, project meetings to go over details of artworks in progress, interest meetings with community members, public relations events, and engagements with artists among others. Throughout their day, public art administrators may interact with artists, representatives of municipal agencies, local politicians, community members, private developers, media, and more. No two days look the same for most public art administrators. Each day is different and can range widely depending on the projects they are working on. - From an Overview about Public Art Administrators, published by Americans for the Arts. For additional guidance on the work performed by public art administrators, see the full document in the Appendix. to establish an annual work plan. As a critical starting point for Brooklyn Center’s program, the program manager is charged with establishing the Brooklyn Center Arts & Culture Commission as the governance group authorized by the City to make decisions, provide advice, and work closely with the program manager in realizing implementation of the plan. As the program budgets and staffing needs increase in size over time, project managers may be added to oversee specific large-scale projects or long-term efforts. These individuals may be salaried employees of the City or contracted independent consultants. Support staff Management may be needed as the program grows, with access to offices, a computer, a copier, supplies, etc. Many public art programs contract for services from outside vendors, including art consultants, conservators, curators, marketing/public relations firms, writers/researchers, photographers, and planners. Some contract with non- profit agencies to provide management services for their public art programs. Managing public art programs involves establishing and maintaining effective relationships with various public agencies and stakeholder groups, such as public works, street maintenance, the city attorney, regional arts organizations, artists, and many others. Effective management is best accomplished by a staff person familiar with the City’s bureaucracy and systems. It’s important to note that changes in personnel, leadership, and fund allocations can affect the long-term success of any program. Note: Additional program management considerations, including gift policies, overseeing inter-agency agreements, and contracting with artists, are referenced in the Appendix, along with sample documents. Brooklyn Center Census 2020 Planning Meeting 53Brooklyn Center Beautification & Public Art Plan Public art collections are growing nationally and so are the costs of maintaining them, from preventative actions to emergency repairs. Funding sources for maintenance vary from capital budgets and general funds to state heritage preservation funds and private donations. The amount of funds spent annually on maintenance or conservation varies, depending on the number of artworks in a city’s collection, and the extent to which the artworks are exposed to unhealthy environments (this includes acidity in the air, salt from ice removal, or potential vandalism). A common strategy for funding maintenance is a set-aside, either from the capital budget—up to 10- 15% of the art allocation—or from general funds on an as-needed basis. As the “owner” of the art, the City is contractually obligated for maintenance and conservation. The responsibility for finding funds for maintenance and repairs is the city’s, however it is critical to employ professional conservators as city maintenance crews typically don’t have the expertise and will inevitably prioritize the expense lower than other projects. As Brooklyn Center begins to commission permanent works of art—art that becomes the property of the City—maintenance will become a bigger issue. It’s important to note that temporary projects, such as the Street Banner project, also require maintenance Maintenance during the time they are on display. Criteria for temporary projects, as well as permanent ones, should require projects to be durable and low maintenance. One way to ensure projects keep maintenance costs to a minimum is to hire a conservator to review the designs of proposed projects in advance of approval for fabrication. Conservators can make recommendations for modifications to the design that will save money in the long term. Maintenance budgets naturally increase as more artworks are commissioned. Financial hardship has forced many programs to limit their expectations of how long a project can reasonably last and establish clearer deaccessioning criteria (allowing for the removal of an artwork). Some works will be moved into storage while future restoration funds are sought, and some will require disposal. Indeed, if the cost to repair or replace is beyond the reach of current budgets, and outside help does not materialize, it makes sense to consider removing problem works. These are hard facts that most public art programs have to deal with sooner or later. Jungle Animals Climbing Christopher Tully Brookdale LibraryCensus 2020 Light Projection 54Brooklyn Center Beautification & Public Art Plan Beautification and public art are increasingly desired by private developers to add value to their investments and offer advantages in a competitive marketplace. As such, several cities in the US have established “percent-for-private development” ordinances, requiring developers to contribute a percent of project construction budgets to commissioning art for public-facing areas of the development, such as plazas, entryways, planters, bike racks, landscaping and more. The City of St. Louis Park, MN, for example, has successfully cultivated partnership arrangements with private developers over the past 15 years, leveraging more than $600,000 of investment in public art that benefits the residents of the development as well as the larger community. Whether or not cities establish an ordinance, they can negotiate with developers and create design guidelines that encourage participation on some level. Introducing developers early on to the potential benefits of public art considered early in their design process can reap rewards. Public art, for example, can engender a sense of pride and stewardship amongst residents, leading to word of mouth marketing and better cared-for rental units. Cities can encourage private property owners and developers to voluntarily participate in public art and beautification initiatives. This participation may take a variety of forms. The City may provide assistance to property owners in the selection of artworks of significance to the general public. When the property owner requests assistance, the City evaluates the request and determines how best to collaborate to assist in the selection of an artist and/or artwork. Private property owners may wish to include a public art consultant or public artist on their design team early in the overall project design process or add public art to their facilities in a variety of ways. It’s important to note that the acquisition of permanent works of public art requires a commitment by the property owner to preserve, protect, and permanently display the work of art in its original condition at the time of installation, as described on page 53. The routine maintenance, conservation, and preservation of the work of art will be the responsibility of the facility owner. There are similar considerations for the staging of temporary art installations and performance-based works, similar to maintenance procedures for architectural elements used to host a seasonal farmer’s market, for example, or the care and maintenance of the City’s Rec on the Go materials and equipment. Public Art and Private Development NOTE: TH I S I S A IMAGE P L A C E H O L D E R NOTE: TH I S I S A IMAGE P L A C E H O L D E R 55Brooklyn Center Beautification & Public Art Plan Opportunity Site Overview NOTE: OPPORTU N I T Y S I T E C O P Y AND IMA G E S T O G O H E R E 56Brooklyn Center Beautification & Public Art Plan Appendix 1. Community Engagement Summary* *Notes from Meetings, Interviews, Focus Groups, surveys, etc. available upon request 2. Demonstration Projects Case Studies - Street Banners Project 3. Demonstration Projects Case Studies - Census 2020 Project 4. Environmental Stewardship Report 5. Public Art Typologies 6. Notes on Community Engagement 7. Additional Project Ideas for Brooklyn Center 8. Prioritization Tool 9. Resources & Links 10. Site Analysis Tool 11. Public Art Administrator Overview 12. Arts Facilitation During Crisis and Uncertainty 13. Mobilizing Arts and Cultural Assets in Response to Covid-19 14. Covid-19 Response Resources for the Arts 15. Sample Public Art Policy 16. Sample Percent for Art Policy 17. Why Public Art Matters 57 68 69 70 72 74 77 79 81 82 87 92 93 96 100 105 108 57Brooklyn Center Beautification & Public Art Plan Brooklyn Center Beautification and Public Art Master Plan Overview of Community Engagement Phase March 6, 2020 Community Engagement Process Creating a relevant and responsive Beautification & Public Art Plan depends on broad and meaningful participation from community members, residents, artists, business and community leaders, and other stakeholders. Over the course of the planning process, the City of Brooklyn Center and the Forecast Public Art project team worked with several community members by hosting pop-up events, participating in a public art demonstration project utilizing street banners, administering an online survey, conducting focus groups, and one-on- one interviews. The Forecast Public Art project team and the City of Brooklyn Center worked alongside a Community Task Force, a City Team Task Force and City Council/Mayor Team to ensure that a broad perspective of ideas, input, and expertise were reflected in the Plan. The consultant team completed over 1,000 points of engagement with a wide variety of community members in various venues. •Meeting four times with three planning committees—Community, City staff and City Council (36) •In-person surveys at the Transit Center, Library and pop-up Saturday Market (70) •One-on-one telephone and in-person interviews (42) •Two Online surveys (140 total) •Listening sessions with groups representing education, youth, social services, library and government (80) •Multicultural community forum at CEAP (50) •Dialogues with four City Commissions/Committees (48) •Tour neighborhoods, commercial areas and major roadways with City staff (4) •Meet with apartment dwellers at Crest and the Twin Lake North (35) •Tabling in conjunction with City-led gatherings (460) •Mapping exercises to identify sites of concern and opportunity throughout City (55) •Postcard-making, art activities and idea generation with residents (30) •Support demonstration projects (attend planning meetings, offer advice, connect with artists) 1.Community Task Force The 15-member Community Task Force was convened in an effort to capture an array of community input. The committee is comprised of community members who have a connection to Brooklyn Center, the arts, and showed an interest in the Beautification and Public Art Master Plan. Community Task Force Members Sandy Christensen* Carolynne Darling Michael Donnelly* Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 1 of 11) 58Brooklyn Center Beautification & Public Art Plan *Not in attendance but contacted via email The Community Task Force met three times over the course of the planning process (plus one joint meeting with the other teams) and discussed an array of topics and ideas through presentations, workshop activities, and group discussions. The meetings were facilitated by the Forecast Public Art project team and were generally well attended with at least half of the members attending. Community Task Force meeting discussions and activities are listed below: Community Task Force Meeting Summaries Community Task Force Meeting 1 – April 2019 ●Introduce team to Public Art and Beautification ●Discuss goals of the plan ●Identify focus group candidates and review list of questions ●Develop internal and external communications processes Community Task Force Meeting 2 – May 2019 ●Discuss key take-aways ●Discuss vision and goals of the plan ●Understand geographically where Task Force members live with a mapping activity ●Vision and goals Activity Community Task Force Meeting 3 – October 2019 •Review high level Summary of Plan components Connie Duffney Quinton Johnson* Lissa Karpeh Nahid Khan Michaela McCue Corey Mills Heidi Nelson Ron Paine Dianne Sannes Carolyn Sayers Serena Xiong* Pang Yang* Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 2 of 11) 59Brooklyn Center Beautification & Public Art Plan •Discuss expectations regarding next steps and implementation strategies •Discuss final “joint” meeting with other Task Force teams •Feedback provided for next draft Notes from the Community Task Force Meetings are available upon request. 2.Brooklyn Center City Team Task Force The City Team was made up of Brooklyn Center City staff. The team met three times over the course of the planning process (plus one joint meeting with the other teams) and discussed an array of topics and ideas through presentations, workshop activities and group discussions. The meetings were facilitated by the Forecast Public Art project team. Task Force meeting discussions and activities are listed below: City Team Task Force Meeting Summaries City Team Task Force Meeting 1 – May 2019 ●Introduce team to City staff and scope of work ●Overview about Public Art and Beautification ●Mapping Exercise City Team Task Force Members (Staff) Reggie Edwards Angel Smith Meg Beekman Ginny McIntosh Tony Gruenig / Richard Gabler Curt Boganey Todd Berg Jim Glasoe Doran Cote Brett Angell Andrew Hogg Peter Moen Michael Albers Joel Erickson Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 3 of 11) 60Brooklyn Center Beautification & Public Art Plan ●Develop current and future stakeholders to involve ●Update on Street Banner demonstration project City Team Task Force Meeting 2 – August 2019 •Overview about Arts and Health studies and examples •Cut Sheet exercise – Review selection of projects, share selections and reasons why •Survey hand out regarding What Makes a Healthy Brooklyn Center •Expand list of key stakeholders planning team should interview City Team Task Force Meeting 3 – October 2019 •Review preliminary high-level draft of Plan •Discuss and suggest edits and changes to draft Notes from the City Team Task Force Meetings are available in upon request. 3.City Council Study Sessions The City Council and Mayor held three Study Sessions. The group met three times over the course of the planning process (plus one joint meeting with the other teams) and discussed an array of topics and ideas through presentations and group discussions. The meetings were facilitated by the Forecast Public Art project team. City Council Study Session discussions and activities are listed below: Meeting 1 August 2019 ●Introduce team to City staff and scope of work ●Overview about Public Art and Beautification ●Input collected regarding current and future stakeholders to involve ●Update on Street Banner demonstration project Meeting 2 September 2019 •Overview about Arts and Health studies and examples •Overview of organizational structures utilized by municipal arts programs •Update on community engagement and Task Force meetings to date Meeting 3 October 2019 City Council Task Force Members Mayor Mike Elliott April Graves Dan Ryan Marquita Butler Kris Lawrence-Anderson Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 4 of 11) 61Brooklyn Center Beautification & Public Art Plan •Review preliminary high-level Plan outline •Discuss merits of utilizing “Healthy City” or “Community Health” as a theme •Collect feedback and suggestions for additional steps to take Joint Meeting NOTE: In November 2019, a joint meeting of the Community Task Force members, City Team members, the mayor and two City Council members met to review, compare notes and offer feedback. •Introductions, with community members sharing their experience to date •Overview of the updated preliminary Plan Outline (Process, Findings, Recommendations, etc.) •Collect feedback, such as “deepen community engagement with communities of color.” •Update on next steps for the Plan, and the Street Banner demonstration project. 4.One-on-One Interviews Between October 2019 and February 2020, Jack Becker conducted more than 40 one-on-one interviews with community stakeholders (via phone or in-person). The participants and interview questions are listed below. Participants: Social Service Organizations CEAP CAPI ACER Lions Club Businesses Luther Automotive Caribou Coffee Surly Brewing Alatus (developer for Opportunity Site)
 Associated Bank (Community Reinvestment Program manager) Real Estate Equity developer Liberian Business Assn. Liberian Consulate of MN “The Global Mix” (MIX) Brooklyns Building developer Hennepin County Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 5 of 11) 62Brooklyn Center Beautification & Public Art Plan Brookdale Library Hennepin County Community & Economic Development, Community Works, Hennepin Health Three Rivers Park District State Government State Rep Samantha Vang State Senator Chris Eaton City Government Earle Brown Heritage Center BC Housing Commission BC Planning Commission Parks and Recreation Commission Multicultural Advisory Committee Block Watch Coordinator Former Mayor Tim Willson Philanthropy McKnight Foundation Blue Cross Blue Shield (Foundation, Center for Prevention and Ride Share program) Nonprofits / Arts / Artists The Alliance BLAQ  Springboard for the Arts Liberian Youth Arts Program Minnesota African Women's Association Artspace Projects Education / Youth Brooklyn Bridge Alliance for Youth Brooklyn Center's Youth Council BC School (educators and students) Hennepin Technical College North Hennepin County Community College Worship Imam Husain Islamic Center Jehovah Jireh Ministries Saint Adolphus Catholic Church Interview Questions (selected): •What does a healthy Brooklyn Center look like? •How might arts and cultural activities in the public realm help improve the lives of residents and businesses in Brooklyn Center, and make the city healthier? •How can we identify and lift up the creative talent that exists in Brooklyn Center? •What role might you or your business play in a future program designed to build civic pride and contribute to BC residents’ sense of belonging? •What have you observed—positive or negative—about the City that we should take into account as part of this plan (what works and doesn’t work)? Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 6 of 11) 63Brooklyn Center Beautification & Public Art Plan •Who else should we contact for input? Notes from the interviews are available in upon request. Please note the names of interviewees have been removed to provide anonymity. 5.Presenting and Tabling at Special Events Celebrating at community events was a meaningful and interactive way to receive community input. This was also an opportunity to inform and educate community members about the master planning process and ultimately reach more people. The following is a list of special events the project team attended: ●Sanctuary Senior Living - Postcard exercise ●Brooklyn Center Community Center – Postcard exercise ●Mapping Exercise (at LISC workshop for Opportunity Site – Brookdale Library; City staff meeting, Community Task Force session) ●CEAP – Postcard exercise Documentation from the Special Events are available in upon request. 6.Community Cultural Conversations (One at CEAP in January 2020 and two at apartment buildings in February 2020) Organized by City staff and assisted by Forecast team members Jack Becker and Witt Siasoco, the first event attracted a diverse mix of 50 community members. Utilizing the World Café meeting method, the group divided into tables of 6-8 and wrote responses to a sequence of three questions posted on the wall. Jack provided a brief overview of public art and beautification, and presented a range of examples. He also updated the gathering on the planning process and timeline. Witt created an artwork on site during the meeting, capturing comments and topics raised in response to questions asked. The second conversation took place at The Crest Apartment building; and the third conversation took place at Twin Lake North Apartments. The three questions were: •What does a Healthy Brooklyn Center look like? •How could public art or beautification improve the quality of life in Brooklyn Center? •What are ways to meaningfully and authentically engage Brooklyn Center’s diverse population in beautification and public art/cultural efforts? Feedback and images from the Open House events are available upon request. 7.Focus Groups Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 7 of 11) 64Brooklyn Center Beautification & Public Art Plan Two focus groups held at the Brookdale Library in September 2019 brought together interested members of the community to discuss their perspectives about public art, the role of artists, and considerations for leadership in public art programming. Participants: •September 19: Four attendees •September 21: Five attendees Focus group discussions: •Sharing Perspectives: What does a Healthy Brooklyn Center look like? •How can public art address needs of the City, and what roles can artists play in the process? •Innovative leadership and extreme engagement; public art program directions and considerations. Results: Participants’ responses varied, but there was consensus around cultural diversity and access to outdoor activities as markers of a healthy Brooklyn Center. Similarly, they identified that public art can help achieve a healthy community through events and cultural sharing (e.g., festivals, music events, food-centered events). The markers for success included inclusive participation, more pride and happiness among residents, and community-based, family- friendly art throughout the City. Feedback from the Focus Groups is available upon request. 8.On-Site Surveys at Transit Center, Library and Pop-Up Saturday Market: (70 total over 3 days) Prompts and Questions Asked: ▪Write one or two words that sum up Brooklyn Center’s identity today. ▪What are your hopes or dreams for the future of Brooklyn Center? ▪What public places in Brooklyn Center would you be proud to show someone that has never been to Brooklyn Center? ▪List some places in Brooklyn Center where you would like to see public art. ▪Please list any artists or creative individuals (or businesses) that might help make public art happen in Brooklyn Center? ▪In which neighborhood in Brooklyn Center do you live or work? Feedback from the Focus Groups is available upon request. 9.On-Line Surveys (two separate surveys asking same set of questions) Surveys were another method of collecting input from the community. A link to the survey was provided through a variety of ways. The survey questions gathered information about familiarity and importance of public art, and encouraged participants to share their ideas. ●Total responses: Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 8 of 11) 65Brooklyn Center Beautification & Public Art Plan ○Online survey responses: 75 for Survey #1 and 65 for Survey #2 ●Selected survey questions and summary of responses for Survey #1: Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 9 of 11) 66Brooklyn Center Beautification & Public Art Plan Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 10 of 11) 67Brooklyn Center Beautification & Public Art Plan All responses and details regarding surveys are available upon request. Brooklyn Center Beautification and Public Art Master Plan: Community Engagement Overview 1. Community Engagement Summary (page 11 of 11) 68Brooklyn Center Beautification & Public Art Plan NOTE: Case Stu d y c o p y f o r S t r e e t Banners a n d C e n s u s 2 0 2 0 will go he r e . 69Brooklyn Center Beautification & Public Art Plan 2019 Street Banner Project locations Banners to be Installed Spring 2020 2020 Census Initiative - Light Projections Demonstration Projects Developed and Produced During the Planning Process Centennial Park Shingle Creek Park Shingle Creek Crossing BROOKLYN CENTER SHINGLE CREEK ¨§¦94 ¨§¦694 ¨§¦94 N 49th Ave Sh i n g l e C r e e k P k w y Fron t a g e R d N evA ecnarF 57th Ave N Fron t a g e R d Fro n t a g e R d UV100 keerC elgnihS N evA gnivrI N 50th Ave 54th Ave N 55th Ave N 53rd Ave N N evA tnomerF N evA ecnarF Kn o x A v e N 65th Ave N X e r x e s A v e N B e a r d A v e N Ju n e A v e N evA drariG N N 52nd Ave N evA semaJ 63rd Ave N N evA nagoL evA tnomerF N N evA drariG N 51st Ave 64th Ave N N 46th Ave46th Ave N Ohenry Rd 59th Ave N 60th Ave N 61st Ave N 62nd Ave N 58th Ave N Ericon Dr evA tnecniV N Bro o k l y n D r evA neeuQ N N evA werD evA nneP N Mumf o r d R d E w i n g A v e N evA nrubhsaW N evA llessuR N evA nadirehS NN L i l a c D r Su m m i t D r N J o h n M a r t i n D r 51st Ave N Ad m i r a l L n N Broo k v i e w D r S h i n g l e C r e e k X i n g Ea r l e B r o w n D r N 48th Ave N 47th Ave N evA gniwE N evA sexreX 59th Ave N 53rd Ave N N 51st Ave 60th Ave N Ryan Lake Up p e r T w i n L a k e 34 35C&36 !( !( !(!(!(!( !( !( !( !( !( !( !(!(!(!(!(!( !(!( !(!( !( !( !( !( !(!( !(!(!(!( !(!(!( !(!(!(!(!(!(!(!(!(!(!(!(!(!(!(!( !(!(!(!(!(!( !(!(!( !( !(!(!(!( !(!(!(!(!(!(!(!(!(!(!(!( !( !(!(!(!(!(!(!(!( !(!(!(!(!(!(!( !(!( !(!( !(!( !(!( !(!( !(!( !( !( !( !( !( !( !( !(!( !( !( !(!( !( !( !( !( !( !(!( !(!( !( !( !(!(!( !( !( !(!( !( !(!(!(!(!( !( !(!(!(!(!(!(!(!(!( !( !(!(!(!(!(!(!(!(!(!( !(!( !(!( !( !(!(!( !( !( !(!( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !(!( !( !( !( !( !(!( !(!(!(!(!(!( !( !( !( !(!( !( !( !( !( !( !(!( !( !(!(!(!( !(!( Demonstration Projects Developed and Produced During the Planning Process 2019 Street Banner Project locations Banners to be Installed Spring 2020 2020 Census Initiative - Light Projections Images of street banners, banner making, photo sessions, and census projectionsTwo demonstration projects—led by City staff—were implemented during the planning process, including a custom street banner project and a light projection project promoting participation in the 2020 Census. Installed Summer 2020 Street Banners Census 2020 Night Projections Census 2020 Night Projections Street Banners 70Brooklyn Center Beautification & Public Art Plan 
 City of Brooklyn Center Report on Environmental Stewardship in Business District Areas & Thoroughfares July 2020 Over the past few years, residents and City staff members have expressed concern about increasing amounts of litter and trash left scattered in parking lots and areas surrounding businesses in the City. In March 2020, the thawing of winter snow exposed litter once again and, with the onset of the Covid-19 pandemic, the amount of trash increased due to the discarding of masks and gloves, exacerbating the problem. An increase in the number of vacant commercial properties, combined with a steep increase in the number of illegal trash dumping added to the problem. This has affected the overall environment of the City’s parks, rights-of-way, land owned by the City’s Economic Development Authority (EDA), as well as commercial properties. The City’s Code Enforcement program has overseen the cleanup of 44 illegal dumpings during the first half of 2020 on EDA-owned and EDA-adjacent property alone. During the pandemic, commercial property managers reported feeling overwhelmed by the increase in litter, combined with having fewer staff to help, due to the pandemic and recent civil unrest. Several of the City’s larger anchor stores have seen staff reduced by more than 20% due to employees who were unwilling to come to work or simply quit their jobs. The City has undertaken several efforts to manage the problem, including organizing cleanup days with volunteers, collecting stray shopping carts, “Knock & Talk” code enforcement, hiring contract litter removal and cleaning trash at bus stops. In spite of these efforts, the buildup of litter and trash continues to be a problem. To improve environmental stewardship in Business District areas and along thoroughfares, City staff studied the situation from a variety of angles. Several assumptions were made during the process: •The City would look more aesthetically pleasing without litter and trash •The problem is beyond the capacity of the City to address alone •At the core of the problem is the behavior of people who litter for various reasons •Current City efforts are not sufficient to resolve the problem •Transient visitors and motorists passing through present unique challenges While businesses may and have been enablers of littering by providing disposable packaging or lacking on-site trash receptacles, the problem is less about businesses caretaking their property. Most commercial properties have dedicated staff who pick up litter in parking lots and surrounding boulevards, 4. Environmental Stewardship Report (page 1 of 2) 71Brooklyn Center Beautification & Public Art Plan however, they report being overwhelmed by the volume of litter and frequency of littering. Prior to the rise of the Covid-19 pandemic, the City conducted research, gathered data, and gained an understanding of strategies employed in other cities—work done in private, public and non-profit sectors to maintain clean and aesthetically pleasing public spaces with high foot traffic, such as malls, college campuses, museums, hotels and public parks. The strategies suggested there were three problem-solving methodologies, including Patterns of Behavior, Structure, and Mindset. Research finding revealed the following sample strategies: Behavior •Shopping and getting directly into a car •Having a large number of eyes on public spaces (by other customers, cameras, staff, etc.) •Establishing curfews along with parent supervision Structure •Staffing for cleanup and monitoring •Ambassador clean up and welcome program •Unified business ownership of cleanup (such as business association, business cleanup district, etc.) Mindset •Aesthetically pleasing and pride-filled space design and public art •Publicly established expectations of cleanliness (including signage) •Viewed by users as one unified business area The City developed three interconnected strategies to improve environmental stewardship in Business District areas and along thoroughfares: 1.Create value-based spaces (to instill a sense of pride and value) 2.Develop litter and trash prevention measures (including incentives for people to dispose of trash properly instead of tossing it on the ground) 3.Employ cleanup actions (including immediate removal of trash to avoid perception it is acceptable behavior) The solution to the City’s unsightly trash problem—and plans to grow a shared sense of environmental stewardship in the community—requires a coordinated partnership involving residents, visitors, business owners and the City. Stewardship of our shared environment is everyone’s responsibility. While execution of these strategies was slowed by the pandemic and civil unrest, which also delayed completing the City’s Beautification & Public Art plan, it is expected that implementation of this plan—once adopted—in conjunction with concerted community engagement efforts and intentional, long-term partnerships will begin to reverse the situation. 4. Environmental Stewardship Report (page 2 of 2) 72Brooklyn Center Beautification & Public Art Plan 5. Public Art Typologies Public Art Overview Public art is visible evidence of our shared humanity. It is vital to building a dynamic and equitable city for everyone; it encourages dialogues across difference and inspires viewers and participants to engage more fully in their communities. As a field and a professional practice, it’s constantly evolving and expanding as artists of all disciplines explore the world outside of traditional venues and private studios. And, as more artists participate in cross-sector collaborations—with community developers, place-based designers, city planners, social service organization and others, they realize the potential impacts public art can have on our built environment, our social infrastructure, the health of communities and our quality of life. Beyond murals, monuments and memorials, public art today can assume a multitude of forms. It can be visual or performance-based, fixed or ephemeral, community engagement or outrageous spectacle. To better understand how community interacts with public art, it may help to categorize it into five groups: art in public space, art as public space, art in the public interest, art as platform, and art as experience. Types of Public Art a)Art in Public Space “Art in space” is commonly found in the public sphere, but does not necessarily serve a function, nor does it explicitly reflect the public’s desire. Artworks placed in public are typically selected by curators or committees composed of art professionals or donors. Occasionally, the public embraces free-standing art in space, like the popular Cloud Gate (2006) by Anish Kapoor in Chicago’s Millennium Park. Frequently, these works thrill the art world, but fail to evoke positive public responses because the work is selected without input from people who frequent the space. b)Art as Public Space “Art as public space” refers to art that encompasses the design of entire public spaces; it transforms the ordinary benches we sit on, the land we walk on, and the bridges we cross. These types of projects typically result from collaborations with an artist, architect, landscape architect, community developers or site owner. This type of creative placemaking— a nationally recognized trend—greatly benefits from community stakeholder engagement in the early planning and design phase, and is mindful of the social health needs of the community. For example, Lorna Jordan’s Water Works Garden features mosaic-covered seating elements 73Brooklyn Center Beautification & Public Art Plan 5. Public Art Typologies in an intimate grotto invites contemplation, hosts storytelling events, and offers a unique wedding environment. c)Art in the Public Interest “Art in the public interest”—as defined by Miwon Kwon in Sitings of Public Art: Integration versus Intervention, 2002—is designed and sometimes constructed collaboratively with other artists and/or community participants. The artist invites the community into the process and the resulting work may reflect their desires, interests and experiences. Community engagement in the planning, design, creation of public art effectively empowers stakeholders to co-create the public realm they desire. This often generates civic pride and fosters greater stewardship of public art and shared public spaces. d)Art as Platform “Art as platform” is infrastructural art that enables the activation of public spaces through arts and cultural programming. Proven effective at generating a “buzz” or bringing diverse people together, these platforms include, but are not limited to: an outdoor amphitheater offering a stage for a wide variety of performances; cables stretched high above a streetscape providing a support system for fabrics, lights and audio speakers; a large digital video monitor displaying multiple types of presentations, public service announcements, audience-generated imagery and more; or a collection of ground-level concrete pads hosting rotating sculpture displays. Such platforms and other infrastructural elements enable flexible, yet meaningful community cultural programming and contribute to the vibrancy and vitality of public spaces. e)Art as Experience “Art as experience” is public art that taps into the trend of participatory culture; it’s not seen as art we can consume, like art in a gallery; it’s art we all can produce or at least contribute to its creation. Many kinds of public art are not meant to be passively observed; they’re designed to offer immersive experiences. They may be fleeting, such as a flash mob event, festival, or a parade, or they may evolve slowly over time and reward repeated visits. Topiary art, for example, is meant to grow slowly into its intended form or perhaps decompose over time. Interactive experiences with art, such as art that responds to the physical movement of audience members, or require physical activation of the work to reveal its meaning, inspire further public space exploration and discovery. The types of public art listed above offer direct benefits to public realm developments, as well as the public-facing surfaces of the privately-owned built environment throughout the entire city. Note: This information was first developed by Forecast for the Ford Site development in St. Paul 74Brooklyn Center Beautification & Public Art Plan Notes on Community Engagement Ways to Engage For examples of artist-led community engagement toward specific health goals, visit Forecast Public Art’s website, including: https://forecastpublicart.org/portfolio/health/ Who and How to Engage •General Brooklyn Center Community o Bring engagement to the community (where gatherings already happen) ▪National Night Out ▪Neighborhood Clubs / Block Clubs ▪VFW meetings ▪Church gatherings ▪School events ▪Halloween ▪Voting ▪Other •Business Community o Grow sense of ownership in the Beautification & Public Art program o Learn how they engage their customers and the community in other ways o Add value to their developments/properties •Cultural Communities in Brooklyn Center o Research and showcase the diverse cultures in the city by telling their stories o Make cultural leaders and groups feel welcome and needed •Local and Neighboring Artists o Make effort to find artists and attract them to do work in Brooklyn Center ▪For example, a micro-grant program would attract artists and bring fresh ideas to the City. o Consider creating an artist services program, like Springboard’s Ready Go Art, and Open Eye Theater’s Driveway Project. •Reference Forecast’s website for more case studies. Strategies to Help Plan Engagement •Tool Idea: Partners and Constituents – Create a constituency “constellation” map •Develop Social Infrastructure – Build upon strategies for creating welcoming public spaces at the Opportunity Site 6. Notes on Community Engagement (page 1 of 3) 75Brooklyn Center Beautification & Public Art Plan ! From “Artists at the Community Development Table,” by Roseann Weiss, for Americans for the Arts Events vs. Engagement Engagement goes back to the notion of active listening, co-creation, and co-conception. Artists can go where people are gathered. They can look into all corners of the community to build relationships without preconceived expectations. A single event does not constitute community engagement. However, a single event or short-term project done well can lead to continuing engagement. Here are other points to keep in mind: ▪A focus group is research, not community engagement. ▪An interview with one elder is not engagement. ▪Outreach is not engagement. ▪If the product is the purpose, it’s social practice. ▪If the process is the purpose, it’s community art. Engagement is complex work. It can’t be done from a desk or a studio. Engagement is not something simple you can put into a box. Community-engaged Public Art Project Example: An interactive public art project that can take note of the mood of a community and let others know! “Public Art That Displays the Public Mood” (excerpted from weburbanist.com) What if the message of a work of public art is turned back to residents who then get to express their feelings? Residents of Waterloo Estate towers in Sydney, Australia, were given a uniquely visible voice in 2015 amidst city plans to change the neighborhood. The #WeLiveHere2017 project gave 500 residents in two 60-story towers “mood lights” so they could express their views on the proposed future of their home. 6. Notes on Community Engagement (page 2 of 3) 76Brooklyn Center Beautification & Public Art Plan “#WeLiveHere2017 celebrates the community of Waterloo before a large-scale redevelopment changes the area forever,” explain the project’s creators, “bringing with it swathes of high- density private dwellings and an uncertain future for the thousands of existing residents.” An estimated 3,600 elderly and low-income residents will be moved out of the way when a new metro station is added and associated reconstruction complete. Indirectly, the lighting lends a voice to people living in vulnerable low-rise structures below, which are the most likely to be demolished and replaced. “We chose the Matavai and Turanga towers to represent the whole estate as they are the tallest and most visible,” explained one local resident of the project. “They were purpose-built for elderly residents, and I don’t think I’ve met anyone living there who is under the age of 65.” “By telling the stories of this inner-city community, the project empowers residents to participate in a collective statement of presence: a beacon to the place and the people.” It is also “a dynamic platform to generate valuable discussion around the importance of public and affordable housing, and the right of every person to a home.” There is also a personal element to this approach — each light represents an individual and creates a spot of bright color to help people remember that, even if it looks a bit dreary on the outside, there is someone living in a tower. The project has now wrapped up, and it remains to be seen how much it will impact development in the area, but it is certainly an intriguing template for would-be protesters in urban settings well worth looking at. 6. Notes on Community Engagement (page 3 of 3) 77Brooklyn Center Beautification & Public Art Plan Additional Project Ideas for Consideration (Ideas suggested by residents or local organizations, as well as consulting team members) DIY Fridays at Brookdale Library The Brookdale Library already hosts this program, and perhaps it could be expanded. Here’s how they promote it: “Calling all makers! Get creative and crafty at the library on Fridays. Try out new projects using our materials, or bring your own project in progress. Discover new creative skills, experiment with new materials, and have fun! Something different every week.” Foreign Exchange Children from households of different cultures trade places for a week. Run program just like a foreign exchange program for students. It makes sense to find a program in the region that actually runs foreign exchange programs and ask them to develop a pilot in Brooklyn Center. “Shoot Back” Photography Story-Telling Project Downtown Kalamazoo tried this type of public art project and collected nearly 600 photos. City Snaps collected 594 photographs of everyday life from July to October, 2019, inviting the public to pick up and use disposable cameras. BC Sister City Artist in Residence Brooklyn Center could host an artist from its Sister City, Garowe, Somalia, to live and practice his/her art for 3-4 months (or longer). The artist could be offered an open-access storefront studio space in which to engage with community members, exhibit art, give public presentations, etc. A stipend would be offered for travel and meals, a local family could host the artist as a guest, and an honorarium would be provided. The artist would create at least one public art project, such as a mural, a set of street banners, a performance at Centennial Park, an exhibit at Brookdale Library, etc. Street Painting Festival Chalkfest at Arbor Lakes became an instant success. Many locals suggested Brooklyn Center should do its own version. Hire a team of artists to produce a series of temporary, large-scale street paintings or chalk drawings on vacant blacktop lots, perhaps at the Pop-Up Saturday Market site or other empty parking lots in the Opportunity Site, prior to construction. Here’s an example of one creative street painting project: https://www.annabellepopa.com/cast- into-the-deep Chat Bench Chat Bench, a simple idea developed in England, is a concept for combatting isolation and loneliness. A sign is placed on specific benches, indicating this is a bench where people sit who are “Happy to chat. Sit here if you don’t mind someone stopping to say hello.” Let’s Beautify This! Kenmore’s “Let’s Beautify This” program, which generated GoFundMe support from community members, is easily replicable. Mobile Talk Show Pittsburgh’s TalkPGH project is a mobile TV station that travels to neighborhoods and invites residents to be guests. Micro-grants Micro-grants for temporary public art interventions around city, like this one in St. Louis Park. This program is also useful for attracting artists to work in your city. 7. Additional Project Ideas for Brooklyn Center (page 1 of 2) 78Brooklyn Center Beautification & Public Art Plan Story Walk A Story Walk can be installed along the City’s trails, with signs holding sequential pages of children’s books spread out 100+ yards apart. If possible, involve local authors and illustrators, and have meet-the-author event at library. Consider multiple languages and business sponsors, as well as partnership with Hennepin County Library. Student Art Exhibitions This idea features a juried High School art competition, with student art displayed at City Hall or the library (or both). Many cities have done similar projects, such as this one in Kenmore, WA . For Brooklyn Center, the exhibit could have theme around what makes a healthy community. In addition to visual art, it could include video, poetry, songwriting, performance, etc. Interactive Chalkboard Murals Candy Chang developed “Before I Die” murals in different languages you can download inexpensively and install in a variety of locations. Intergenerational Dance Hall This is only one of the events developed by Kairos Alive!, a regional nonprofit arts organization. It’s a revival of the dance hall as the community intersection of artistic, physical and social involvement—designed for all ages and abilities, with elders at the center. Featuring live music, these intercultural events promote arts participation, health education and community well-being. Tiny Business Consortium + Incubator Most artists are tiny business owners. Sharon Rowe, author of The Magic of Tiny Business, says, “Those involved in tiny businesses are quietly changing the norm. They are where the magic is happening, where new ideas get a chance to take root and create new markets. They are businesses—only tiny, like how Etsy started.” Charleston Rhizome is an inter-generational, multi-racial, grassroots collective; a local network of artists, business owners and community youth connected by shared values, collaboration, mentoring and apprenticeships and meaningful story sharing. They are working to connect and promote tiny businesses in Charleston and address economic and workforce development in traditionally under resourced communities. Their aim is to contribute to the cultural narrative of their town, challenging the status quo and creating meaningful employment across generations. They are making space for direct collaboration, encouraging the idea of reciprocity as a mode for social change. More Inspiration Visit Forecast Public Art’s website for more examples of projects that may be a good fit for Brooklyn Center. 7. Additional Project Ideas for Brooklyn Center (page 2 of 2) 79Brooklyn Center Beautification & Public Art Plan 8. Prioritization Tool (page 1 of 2) Prioritization Tool: Considering Opportunities and Possibilities for Brooklyn Center Given that fact that most public art and beautification opportunities involve people, time and money, it will be critical for the City and its partners to review, evaluate and prioritize projects that are timely, actionable and worthy of investment. In order to make an informed decision about which projects, strategies or concepts the City should allow or support in some way—or prioritize as “critical” versus “maybe” or “not a good fit” —it’s important to establish a process that is fair and transparent, building on the vision, goals and considerations provided in this Plan. As recommended, the City should establish a Brooklyn Center Arts & Cultural Commission (BCACC) to govern, uphold and guide the implementation of this Plan. Utilizing an agreed- upon set of criteria, an established meeting and review schedule and decision-making process will be critical. This overview is meant to serve as a starting point to achieve this objective. What questions and criteria can be used to prioritize ideas proposed for Brooklyn Center? Criteria will vary somewhat, based on the different types of ideas considered, as well as the context of the moment. For example, a temporary event has different goals and intended outcomes than a new work of permanent public art. Likewise, the reuse of an existing building for a cultural center requires different considerations than those used in planning a new building. And, during the recovery from the global pandemic, CDC safety guidelines are important to take into account. These criteria are also meant to aid in the development of evaluation methodologies pertaining to completed projects and accomplishments. The BCACC, with help from the City Team of staff members, should establish reporting and evaluation procedures and use them to keep the City Council, partners, funders and other key stakeholders updated and informed. An BCAC Program Annual Report should be considered as a format for packaging and sharing such information. As part of any review process in which new ideas are being considered, Forecast recommends the BCACC adopt a simplified, standardized form on which basic information can be provided —to be filled out by whomever is proposing a project or idea. This form would provide space for names of key project personnel, an overview of the concept, a budget (proposed sources and uses of funds), schedule of key steps to be taken, location(s) affected, and a list of goals and objectives. A simple score sheet, with criteria listed, would make it easier to compare and rank projects. Following review, the Commission would discuss top-ranking projects and then further prioritize projects or ideas for possible approval, funding recommendations and subsequent implementation and monitoring requirements. Criteria may include: A.Extent to which project meets perceived needs in the community, aligns with goals in this Plan and is considered appropriate. B.Funds available or likely to be secured for project or activity. C.Amount of City staff time required to assist, and availability of staff during proposed timeline. Consider potential for volunteer or contract help during the time period identified. D.Ability of proposed project manager or outside consultant hired to manage project. E.Extent to which project aligns with the City’s vision, goals and objectives. F.Timing of proposed project. Is it ready to go; a long-term effort; or something to ramp up to? G.Is the project feasible, given existing spaces, infrastructure, equipment and resources? 80Brooklyn Center Beautification & Public Art Plan H.Extent to which the project aligns with or complements other efforts or is supportive of other priorities. I.Project’s potential impact on intended audiences, including community members. It’s important to consider both the quantity of people impacted and the potential quality of the intended impact(s). J.Extent to which the project places future burdens on budget or staff capacity. K.Extent to which the project involves or impacts existing City partnerships. If the idea is about adding new partner, additional criteria should be developed. L.Extent to which the project is a stand-alone project or intended to coincide with or complement another event/activity. How does this activity/event/project fit with already scheduled programming? Note: During the healing, recovery and rebuilding phase of the Covid-19 pandemic, it is critical to review projects with additional criteria. Likewise, it is important to collect input from Indigenous, Black and People of Color (IBPOC) members of the community to add criteria reflecting their needs, concerns and aspirations for racial justice, equity and community-led community development. 8. Prioritization Tool (page 1 of 2) 81Brooklyn Center Beautification & Public Art Plan Resources & Links (selected) Public Art, Beautification and Placemaking (organizations, articles, websites) •Project for Public Spaces, and one of their useful essays: What Makes a Successful Place? •Public Art Network, plus numerous resources, such as Best Practices Goals and Guidelines •Forecast Public Art •Springboard for the Arts •Artspace Projects •New England Foundation for the Arts (NEFA) offers services and resources, such as Public Art Learning Grants for New England artists •Policy Link, and one of their many offerings: Cultural Equity Resources Arts Community and Wellbeing Resources and Reports •World Health Organization (WHO) Report on Arts and Public Health •University of Florida Center for Arts and Medicine, plus their White Paper on Arts and Health •Blandin Foundation’s Nine Dimensions of Healthy Community: ! Potential Funding Sources (not comprehensive) •Metropolitan Council: The Livable Communities grants for engagement and public art as part of development and redevelopment projects  •Metropolitan Council: The Park Equity Toolkit and grant program •Blue Cross Blue Shield Center for Prevention •The McKnight Foundation •Metropolitan Regional Arts Council (MRAC) •Minnesota State Arts Board (MSAB) •National Endowment for the Arts (NEA) •Associated Bank •The Bush Foundation •Rotary Club of Brooklyn Center •Brooklyn Center Lions Club •Brooklyn Center Business Association •The Knight Foundation •The Kresge Foundation •The Robert Wood Johnson Foundation 9. Resources & Links (page 1 of 1) 82Brooklyn Center Beautification & Public Art Plan 10. Site Analysis Tool (page 1 of 5) Copyright © 2017 Forecast Public Art, St. Paul, Minnesota. All rights reserved. Owned or controlled and licensed by Forecast Public Art. Unauthorized copying, reproduction, republishing, uploading, posting or transmitting or duplicating of material is prohibited. Site Analysis + Specificity In the advent of land art in the 1970’s and large scale public art installations, site specificity has long been defined as works of art or projects that take into account, interface with, or are otherwise informed by the surrounding environment. Like the definition of public art, we like to define “site” in a much broader sense. One way to think about it is: where and how will the artwork be situated? This includes the physical location and limitations of a site, historical meaning, and cultural context to name a few. Where is the site within a city? Where is the artwork sited within a park? Where does the artwork sit in the history of the people who currently inhabit the site in where it’s located? It’s much more than just the geographical or physical location [but that’s still an important part]. Physical Locational Analysis Part 1: Need/Want Your project will probably require some very specific site conditions. There will also be conditions that you would like to have but are not imperative to the success of the project. Consider the following conditions and determine what you need or want for your project. Access to electricity Cover from inclement weather Access to water Flat ground Access to public toilets Garbage/recycling Parking ADA compliance Lighting Wifi/cell service Flat wall Seating High visibility/usage Other? Conditions NEEDED Conditions WANTED 83Brooklyn Center Beautification & Public Art Plan 10. Site Analysis Tool (page 2 of 5) Copyright © 2017 Forecast Public Art, St. Paul, Minnesota. All rights reserved. Owned or controlled and licensed by Forecast Public Art. Unauthorized copying, reproduction, republishing, uploading, posting or transmitting or duplicating of material is prohibited. Part 2: Actual Site Now that you have a list of conditions that you want and need, think about a site that might fulfill some of the items in the “need” category. Go to the site and use the following questions as a guide to determine if the site is conducive to the success of your artwork. Site: Location: Address: Site Owner & Contact: What is in/on the site now? What infrastructure exists in the site? What natural elements are present? What borders the site? What is adjacent to it? What are the site’s boundaries? Who owns the site? Who manages it? 84Brooklyn Center Beautification & Public Art Plan 10. Site Analysis Tool (page 3 of 5) Copyright © 2017 Forecast Public Art, St. Paul, Minnesota. All rights reserved. Owned or controlled and licensed by Forecast Public Art. Unauthorized copying, reproduction, republishing, uploading, posting or transmitting or duplicating of material is prohibited. Are there people using the site? What are they using in for? Would your artwork benefit the people already in the space, or would it hinder their use of the space? Close your eyes. What do you hear? What do you smell? What do you feel? What materials are being used here? Is there sun or shade? Is that important for your project? Where do these conditions exist? Circle the conditions that this site has: Access to electricity Cover from inclement weather Access to water Flat ground Access to nearby public toilets Garbage/recycling Parking ADA compliance Lighting Wifi/Cell service Flat wall Seating Visibility Other? 85Brooklyn Center Beautification & Public Art Plan 10. Site Analysis Tool (page 4 of 5) Copyright © 2017 Forecast Public Art, St. Paul, Minnesota. All rights reserved. Owned or controlled and licensed by Forecast Public Art. Unauthorized copying, reproduction, republishing, uploading, posting or transmitting or duplicating of material is prohibited. Draw + Diagram + Sketch Draw one sketch and one diagram of your observation. A diagram is an abstract drawing that shows movement and relationships in space that is often in plan view. A sketch is a life-like drawing that captures a moment in time and space that is often in perspective view. Drawing is one of the best tools for site analysis! Depending upon the project/your artwork, there are other site factors that may come into play and have an affect on your design: Wind direction Sunlight Microclimate Flood plain Stormwater runoff Look at your list of needs and wants and compare those to the conditions that exist on the site [that you’ve circled above]. Is this site a good match? Why/why not? Part 3: Off Site Locational Research Now that you have a good idea of the physical conditions of the site you are considering, think about the history of the site and the cultural context of the site and your work. Use the following questions as a guide: What used to be on the site? What has happened on the site in the past? Is this a site of meaning for people? If so, assess if your project really fits within that meaning. If it doesn’t, it might be worth considering a new site. What is going to happen on the site in the future? What people care about the site? Are there people invested in the past or the future of the site that you should be talking to? Who lives, works, plays, worships, studies, or visits this place? 86Brooklyn Center Beautification & Public Art Plan 10. Site Analysis Tool (page 5 of 5) Copyright © 2017 Forecast Public Art, St. Paul, Minnesota. All rights reserved. Owned or controlled and licensed by Forecast Public Art. Unauthorized copying, reproduction, republishing, uploading, posting or transmitting or duplicating of material is prohibited. Part 4: Off Site Cultural Contextualization Use the following questions as a guide to determine how and where your project is situated culturally. What issue does your artwork investigating, and where does your work fit within that issue’s arc/narrative? Does it create a new narrative? How are you defining community for this project? What is your connection to that community? If you do not have a connection to that community, why are you the person to do this project? What are the values and attitudes that are influencing your project? How does your artwork reflect these values and attitudes? How does it question them? How does it oppose them? ***Be aware of cultural appropriation. “Cultural appropriation is the adoption of certain elements from another culture without the consent of the people who belong to that culture. …cultural appropriation typically involves members of a dominant group exploiting the culture of less privileged groups. Quite often, this is done along racial and ethnic lines with little understanding of the latter’s history, experience, and traditions.” From Nadra Kareem Nittle’s piece titled Introduction to Cultural Appropriation, found here: https://www.thoughtco.com/cultural-appropriation-and-why-iits-wrong-2834561 References: Cole, Nicki Lisa, Ph.D. "Definition of Cultural Appropriation." ThoughtCo, May. 16, 2017, thoughtco.com/cultural-appropriation-definition-3026068. Nittle, Nadra Kareem. "Introduction to Cultural Appropriation." ThoughtCo, Sep. 13, 2017, thoughtco.com/cultural-appropriation-and-why-iits-wrong-2834561. 87Brooklyn Center Beautification & Public Art Plan 11. Public Art Administrator Overview (page 1 of 5) 88Brooklyn Center Beautification & Public Art Plan 11. Public Art Administrator Overview (page 2 of 5) 89Brooklyn Center Beautification & Public Art Plan 11. Public Art Administrator Overview (page 3 of 5) 90Brooklyn Center Beautification & Public Art Plan 11. Public Art Administrator Overview (page 4 of 5) 91Brooklyn Center Beautification & Public Art Plan 11. Public Art Administrator Overview (page 5 of 5) 92Brooklyn Center Beautification & Public Art Plan 12. Arts Facilitation During Crisis and Uncertainty 93Brooklyn Center Beautification & Public Art Plan MOBILIZING ARTS AND CULTURAL ASSETS IN RESPONSE TO COVID-19 ADVISORY BRIEF FOR STATE AGENCIES AND LEADERS: Immediate action is needed to stop the spread of COVID-19 and to address the pandemic’s short and long-term economic, health, and social impacts. State arts and cultural resources are among the most powerful and readily available resources for addressing critical problems faced by states, including social isolation among senior citizens, communication with hard to reach populations, meeting the education and developmental needs of children, and crafting plans for safe and equitable recovery and rebuilding. This unprecedented situation requires new and creative responses at the state level. The arts are one of the most powerful means at our disposal today for enabling communication, direct health benefits, and social and economic recovery. This brief is intended for governor’s offices and state agencies including public health, education, mental health, community and economic development, aging, human, social and family services, and disability services. COMMUNICATION Artists are adept at translating information across language, cultures, and sectors.1 They communicate in ways that are emotionally engaging, memorable, and personally and culturally relevant—rendering health information more likely to stimulate behavior changes. Artists and arts organizations provide trusted platforms for urgent messages, and can reach larger and different audiences than health departments and government agencies. Their partnership and assistance in health communication is vital. Examples: In response to Ohio governor Mike DeWine’s request for messages that would engage Ohio youth, Proctor & Gamble hired Tik Tok influencer Charli D’Amelio to create a #DistanceDance that urged young people to #StayHome. It has been viewed over eight billion times. At the national level, the CDC is modeling arts-based health communications with its Watching Hands: Artists Respond to Keeping Well initiative. TAKE ACTION: Á Employ artists to make state public health messaging more memorable and actionable through performances, artworks, and activities delivered online and in socially distanced formats. Á Employ artists to help ensure that COVID -19 information is relevant and available across diverse communities, cultural differences, and social norms. Á If you are not sure how to find artist-partners, engage your state arts agency to make connections. Copyright © University of Florida Center for Arts in Medicine, 2020. 1-2 Citations can be found here. 13. Mobilizing Arts and Cultural Assets in Response to Covid-19 (page 1 of 3) 94Brooklyn Center Beautification & Public Art Plan 13. Mobilizing Arts and Cultural Assets in Response to Covid-19 (page 2 of 3) SOCIAL AND ECONOMIC RECOVERY The COVID-19 crisis presents opportunities for states to recognize and address social determinants of health, and to reimagine and reinvent systems that have left marginalized populations more vulnerable than others to poor health outcomes. Artists are critical agents of this change, as they are adept at imagining possibilities, holding space for difficult conversations, and driving social and cultural transformation.4 In addition, the arts and culture sector represents a significant component of state economies.5 There are clear economic benefits to investing in your state’s creative workforce, and the resulting arts-health partnerships will advance critical objectives for both public health and community revitalization. Examples. The state of Colorado, among others, has appointed arts agency representatives to serve on its task force for recovery and economic redevelopment. The City of Austin harnessed the power of the arts and artists to shape political transformations taking place as a result of newly drawn council districts. TAKE ACTION: Á Include state arts agencies and other cultural sector representatives in governors' task forces designed to drive recovery and address the public health, educational, and economic effects of COVID-19. Á Engage and pay artists to help you think outside the box when imagining and rebuilding systems, infrastructures, and social fabrics. Á Partner with trusted arts organizations and/or hire artists to facilitate recovery discussions and planning sessions with community members. Á Use storytelling and public art works to convey your commitment to issues such as anti-racism, social justice, equity, and inclusion in the recovery process. Á Engage arts experts to develop industry-specific recommendations to guide the safe reopening of cultural venues and community-based arts and cultural activities. Á Advocate for continuity and expansion of funding for the arts in your state. DIRECT HEALTH BENEFITS Arts and cultural assets, which are prevalent in commu- nities across each state, offer immediate opportunities for mitigating the serious mental and physical health consequences associated with physical distancing. For example, artists and arts organizations are reducing loneliness and isolation through programs delivered online and in safe-distance formats. And, research has shown that engaging in the arts—even for short periods of time—reduces stress, enhances coping and emotion - al regulation, and increases wellbeing.2 Examples. Rhode Island Governor Gina Raimondo hired renowned street artist Shepard Fairey to create a new work to bring Rhode Islanders together, and she urged citizens to create and share their own artwork on a new website designed as a platform for well-being and connection. In Kentucky, Governor Andy Beshear has urged Kentuckians to make encouraging sidewalk art and hang art in their windows to cultivate connection. And, at daily press briefings, he featured examples of citizens’ art to highlight compassion and togetherness. Boulder County in Colorado created a new website for engaging people in the arts to improve mental health. TAKE ACTION: Á Educate state and local health professionals about the demonstrable health benefits associated with arts participation, so that these benefits can be integrated into response plans and offerings. Á Collaborate with your state's cultural agencies to ensure that virtual arts offerings are available to populations that need them most, including seniors who are already prone to isolation, communities of color that are being disproportionately impacted by the virus, and children, who require creative outlets and social engagement for healthy development. Á Use the arts in state press activities or social media channels to convey positivity in the face of adversity—and to model safe yet meaningful community engagement practices. Á Collaborate across sectors—including public health, mental health, social services, community development and arts and culture —to generate trauma-informed initiatives that address community needs for connection and wellbeing.3 Copyright © University of Florida Center for Arts in Medicine, 2020. 1-2 Citations can be found here. 95Brooklyn Center Beautification & Public Art Plan RESOURCES: Á Find examples, collaborators, and resources in the Arts & COVID -19 Resource Repository Á Contact your state arts agency to find arts partners in your state Á Find and cite evidence using the Evidence-based Framework for Using the Arts in Public Health and the recent WHO report on arts in health Á Advise on community action using recommendations and examples in the Call for Collaboration: Mobilizing the Arts for Covid-19 Communication and Coping Á Learn more about how the arts can address collective trauma, mental health, and social isolation in the Creating Healthy Communities through Cross Sector Collaboration White Paper Á Generate arts-based communications using information from the CDC or the Ad Council’s COVID -19 Toolkit 1-5 Citations can be found here. Copyright © University of Florida Center for Arts in Medicine, 2020. “PUTTING ARTISTS TO WORK IN SUPPORT OF THE CHALLENGES YOUR STATE IS FACING NOT ONLY PUTS FORWARD PROACTIVE SOLUTIONS, IT SUPPORTS CREATIVE INDIVIDUALS AND ORGANIZATIONS DURING A TIME OF HISTORIC HARDSHIP. HIRING AND CONTRACTING LOCAL ARTISTS WILL MAKE YOUR STATE CULTURALLY STRONGER AND STRENGTHEN YOUR CREATIVE ECONOMY OVER THE LONG TERM.” — FRANK WOODRUFF, NACEDA 13. Mobilizing Arts and Cultural Assets in Response to Covid-19 (page 3 of 3) 96Brooklyn Center Beautification & Public Art Plan April 17, 2020 1 COVID-19 Response Resources for the Arts This list of resources is not extensive nor exhaustive, but it is a starting place for resources. Hopefully it will spawn ideas of where to look for support and will lead you to other resource pages, trainings, and experts. UF COVID-19 RESPONSE • Arts + COVID-19 Repository - Open-source resources with real-time projects happening in response to COVID-19. Anyone can add their projects or resources to it as well as search the repository for ideas. Please add what you are doing to it! • Call for Collaboration: Mobilizing the Arts for COVID-19 Communication and Coping - offers examples and resources for using to arts to advance support communication, connection, coping and wellbeing. Invites public health, arts and culture, and community development professionals, programs and agencies to: Engage and pay artists, collaborate, source reliable information, adapt programming, facilitate connection, and think long-term • Arts + Culture in Public Health Evidence-based Framework - Grounded in the Social Ecological model, this framework builds on the Creating Healthy Communities through Cross-Sector Collaboration white paper —which is informed by 250 thought leaders in the public health, arts and culture, and community development sectors. The arts have been shown to influence six broad areas of individual- and population-level health. This framework highlights each of these areas, and identifies outcomes that can be enhanced through arts and cultural approaches, and the mechanisms that mediate or moderat e these outcomes. • Creating Healthy Communities Through Cross-Sector Collaboration White Paper - presents the views of more than 250 thought leaders from the public health, arts and culture, and community development sectors who were convened in working groups in 2018 and 2019. Their voices are joined by over 500 participants in a national field survey and focus groups, and are supported by findings of a scoping review of arts + public health literature. • UF Health Shands Arts in Medicine AIM to Connect – UF Health Shands Arts in Medicine Hospital-based practice adapted for COVID-19 • Call for participation in the COVID-19 Social distancing Study – Be a participant in an international Big Data study that will help researchers understand the health impacts of sheltering in place. All are welcome to participate. • Local Governmental Advisory Brief - call to Public Health Agencies and Organizations about how to mobilize local arts and cultural assets in response to COVID -19. Stay-tuned for a State Governmental Advisory Brief • Join the Creating Health Communities Network on Facebook 14. Covid-19 Response Resources for the Arts (page 1 of 4) 97Brooklyn Center Beautification & Public Art Plan April 17, 2020 2 ARTS ORGANIZATIONS COVID-19 RESOURCES • Americans for the Arts Resource and Response Center • Center for Performance and Civic Practice (CPCP) – Call to all local officials and those who serve them • Creative Forces: NEA Military Healing Arts Network - initiative of the National Endowment for the Arts in partnership with the U.S. Departments of Defense and Veterans Affairs and the state and local arts agencies that seeks to improve the health, wellness, and quality of life for military and veteran populations exposed to trauma, as well as their families and caregivers • National Organization for Arts in Health Resources (NOAH) including member-specific calls to action • National Endowment for the Arts (NEA) CARES Act Funding to Support Arts Jobs and Help Sustain Organizations • Travel and Leisure 100+ Things to do at home right now from virtual tours to animals cams and more • Time Slips Creativity Center – tools to spark meaningful engagement with family members. Note: Timeslips organization is thinking critically about how to deliver low -tech and no-tech arts engagement • TimeSlips Postcard Project – list of adult residential facilities that are requesting postcards for delivery to their residents. • US Department of Arts and Culture Art became the Oxygen: an artistic response guide (USDAC) - A guide for artists, emergency management agencies, funders, policy makers, and communities responding to natural and civic emergencies. CREATIVE ARTS THERAPIES COVID-19 RESOURCES The Creative Arts Therapies COVID-19 resources can be useful for arts in health professionals, public health professionals, and community artists as a place to find collaboration and also consultation. Many creative arts therapists are willing to help arts professionals understand how to use art materials, processes, and activities that will help pro tect participants physical and emotional safety during this time when stress and trauma is elevated. Check out the discipline - specific COVID-19 resources, each of which have provided training related to virtual service - delivery. You might also search their member directory for therapists in your local area. • American Music Therapy Association COVID-19 Resources (AMTA) o Music Therapy & Telehealth Webinar - (talks about some of the technology, space, and assistance considerations with delivering music virtually) • American Dance Therapy COVID-19 Resources (ADTA) o Adapting Dance/Movement Therapy to Telehealth Webinar: (helpful discussion of how to create space for arts facilitation, technical competencies, conversations about virtual/screen fatigue) • American Art Therapy Association COVID-19 Resources (AATA) • National Coalition for Creative Arts Therapies Association (NCCATA) 14. Covid-19 Response Resources for the Arts (page 2 of 4) 98Brooklyn Center Beautification & Public Art Plan April 17, 2020 3 OTHER RELEVANT RESOURCES • American Psychological Association (APA) COVID-19 Information and Resources – appropriate for psychologists, healthcare workers, and the public • American Red Cross Steps to Help Cope with Evolving Coronavirus Situation • Care for Your Virus Anxiety Website – use this site with caution as it is not a professional association, but it is curating some good resources, articles , and self-care practices about COVID-19. • Center for Disease Control Resources on Stress and Coping during COVID-19 (CDC) • Coalition to End Social Isolation & Loneliness COVID-19 and Social Isolation Resources • HIPAA and Telehealth during COVID-19 • National Alliance for Direct Support Professionals (NADSP)- direct support workforce that partners with, supports and empowers people with disabilities to lead a life of their choosing. Site has helpful videos about self-care, risks for people in helping roles, and how to grief support • The Schwartz Center for Compassionate Healthcare – Resources for healthcare professionals and additional webinars such as: Caring for Yourself & Others During the COVID-19 Pandemic: Managing Healthcare Workers’ Stress • US Small Business Association Coronavirus relief options Children • American Academy of Pediatrics (AAP) recommendations and resources • Child Mind Institute: Talking to Kids About the Coronavirus • The Center for Disease Control (CDC) has some basic recommendations for parents and teachers • HealthyChildren.org (site powered by the Academy of Pediatrics) • National Association of School Psychologists (NASP) has some additional details for parents and teachers Older Adults • American Geriatrics Society Coronavirus Information Hub (AGS)– society of geriatrics healthcare professionals for improving health, independence, and quality of life of older people. • Family Caregiver Alliance COVID-19 Resources and Articles (FCA) – supporting caregivers of adults with physical and cognitive impairments such as Parkinson’s, stroke, Alzheimer’s and other types of dementia Disability Services • Access Living CODVID-19 Resources for the Disability Community – Chicago based headquarters that supports over 400 Centers for Independent Living acros s the US. Core services include: advocacy, independent living skills, transition support, peer support, information and referral • Capacity Building Toolkit for including Aging & Disability Networks in Emergency Planning • Healthcare Access Research and Developmental Disabilities (HCARDD)– Information to support people with developmental disabilities and their families during this time • Florida Mental Health Counselors Association (FMHCA) + Special Olympics Emotional and Mental Wellness Guide for Individuals with Disabilities While Practicing Social Distancing 14. Covid-19 Response Resources for the Arts (page 3 of 4) 99Brooklyn Center Beautification & Public Art Plan April 17, 2020 4 • NYConnects – Center for Independence of the Disabled spon sored resource for people living with disabilities in the New York area Social Justice • American Bar Association COVID-19 Series (ABA)– Section of Civil Rights and Social Justice multi-part webinar series addressing how COVID -19 highlights critical legal issues of criminal justice, civil rights, human rights, and economic concern. Strategies for advancing law and justice. • Health Justice Strategies to Combat COVID-19 Protecting vulnerable communities during a pandemic – Article by Health Affairs Online Learning & Education • Florida Alliance for Arts Education (FAAE) and the Interactive Academy - initiative to provide arts education classes across Florida • National Center for Faculty Development and Diversity – Article “The Paradox of Productivity in a Pandemic” • Online Learning Consortium Accelerate Conference (OLC)– Creating community and knowledge around quality online, blended, and digital learning while driving innovation. Next conference is in June, fully online • United States Copyright Office – answers to Intellectual Property and Copyright questions with streaming and video 14. Covid-19 Response Resources for the Arts (page 4 of 4) 100Brooklyn Center Beautification & Public Art Plan 15. Sample Public Art Policy (page 1 of 5) City of Hopkins Public Art Policies & Procedures Approved by the Hopkins City Council 4/16/13 PURPOSE AND VALUE OF PUBLIC ART The City of Hopkins recognizes the value that the arts play in a vibrant community and supports public art programs and activities that meet the following objectives:  To provide meaningful aesthetic and cultural experiences for Hopkins residents, business owners and employees, and visitors, adding to the vibrancy of the community  To attract new residents and new visitors, including but not limited to cultural tourists  To showcase and/or collect artwork that demonstrates the creativity and innovation practiced in the arts, stimulates discussion and exchange of ideas, honors the history and heritage of Hopkins, and/or reflects the character and diversity of Hopkins HOPKINS PUBLIC ART COMMITTEE The City of Hopkins’ public art program shall be led by a Committee made up of representatives of the Planning, Public Works and Hopkins Center for the Arts staff, community volunteers, business owners and artists. This Committee shall be responsible for the oversight of all public art programs and projects undertaken by the City of Hopkins including planning, grant writing, communication, acquiring public art, and maintenance of such art works. The Committee shall meet as needed to achieve the goals of the Public Art program as determined by the Hopkins City Council. PURPOSE OF THIS POLICY The objectives of this policy are to:  Provide uniform procedures for the review and acceptance of gifts and loans of works of art for the City of Hopkins  Provide policies and procedures relating to the commissioning of artwork, purchase of artwork from ArtStreet or other instances of the City of Hopkins initiating the acquisition of works of art  Maintain high artistic standards in works of art displayed in public areas of the City of Hopkins  Charge the appropriate staff with the responsibilities to administer public art initiatives  Facilitate planning for the placement, maintenance, and funding of works of art on City property  Define guidelines for the retention and possible deaccession of public art works  Facilitate appropriate recognition of artists and donors of works of art to the City of Hopkins  Direct the use of monetary donations including art dedication payments For purposes of this policy, Public Art is defined as permanent, fixed, temporary or portable artistic expressions. This may include elements integral to a public site or building indoors or outdoors; landscape elements designed as part of an architectural design; objects and amenities used in a public site that are designed by a professional artist such as but not limited to benches, lighting, tree surrounds, railings, architectural ornament, etc.; or original works of fine art by artists not associated with any building project. Examples of the latter include: sculpture (free-standing, wall-supported, suspended, kinetic, electronic, mechanical, etc.); murals; paintings; collage; earthworks; neon; glass; fiber; mosaics; clay; wood; photographs; prints; literary arts; calligraphy; film; holographic images; video; computer projections; drawings; or any hybrids/mixed media. Civic undertakings such as 101Brooklyn Center Beautification & Public Art Plan 15. Sample Public Art Policy (page 2 of 5) historical markers, memorials and monuments may fall under these guidelines if created by a professional artist. Time-based artworks such as musical performances, theater, dance created by a professional artist or team may also fall under these guidelines. For purpose of these guidelines, the following shall be excluded from the definition of Work of Art: mass produced objects, fountains, playground constructions, landscape elements and park amenities that are of standard design and not designed by a professional artist. Also excluded from this policy are directional or functional elements such as signage, maps and graphics that are not designed by professional artists. ACQUISITION OF ART WORK The City of Hopkins may acquire artwork through its own initiatives (ArtStreet, commissioning of work, etc.) or through the donation of artwork. Artwork purchased by the City of Hopkins should demonstrate community support including but not limited to being the result of a People’s Choice of Children’s Choice Award for Hopkins ArtStreet, or commissioned artwork resulting from community input. The following three sections detail the procedures and policies for the donation of artwork. DONATED ARTWORK, SECTION 1: PROCEDURES FOR MAKING A DONATION Any person, group of people or organization may request the City to accept a donation of artwork. A Donor’s Guidelines for Works of Art and sample application form are attached and must be given to anyone interested in donating artwork to the City. Donations of art work most likely will be for works of art expected to last several years if not into perpetuity. DONATED ARTWORK, SECTION 2: ACCEPTANCE PROCESS The purpose of this process is to ensure an equitable system for accepting or rejecting proposed donations of artwork, to ensure that a high level of artistry is consistently achieved, and to work with donors and artists to ensure that artwork meets maintenance standards and is placed appropriately. The process is: 1. A designated staff representative of the City meets with the potential donor to discuss the gift and review the Donor’s Guidelines for Works of Art. Donor then completes the application form. 2. The application is referred to the Public Art Advisory Committee for review. This group may choose to meet with the donor to clarify any issues. It may also meet with business owners, neighborhood associations, or other interested parties as potential sites are considered. The Committee then makes a recommendation to the City Council as to whether or not they feel the application should be accepted. This recommendation should include site placement and maintenance plan as well as information on the work of art. 3. The City Council may accept the gift, deny the gift, or ask the Committee for further review. If an art work is accepted, the City Council makes a resolution to accept the donation. If the donor holds a title to the work, that title should be conveyed to the City of Hopkins. If such a title does not exist, the donor should provide a signed letter clearly stating the work of art is in their ownership and is being given to the City in perpetuity and that the donor relinquishes all control over the art work. 4. The Committee and designated staff schedule the installation of the artwork, ensure the donor is recognized for the gift at the installation site, and sends a letter of thanks to the donor on behalf of the City of Hopkins. The Committee is responsible for executing the maintenance plan 102Brooklyn Center Beautification & Public Art Plan 15. Sample Public Art Policy (page 3 of 5) for the artwork and, if it should arise, determining if an artwork should be moved, repaired or deaccessioned. DONATED ARTWORK, SECTION 3: SELECTION CRITERIA The assessment of art work can be a rather subjective endeavor. The Committee should adhere to the following basic criteria to make the process as fair as possible and to ensure a quality public art program:  High aesthetic level (evidence of the artist’s mastery of the medium; impact on the viewer; contributes to a diverse and high quality collection of artwork)  Appropriateness to the site (size, theme, historical or cultural significance, etc.)  Impact, positive or negative, on property use and on adjacent property owners  Practical maintenance burden (time, materials, cost)  Safety to passersby, children, the disabled and the environment (including but not limited to projections, materials, noise, light and odor)  Undue susceptibility to vandalism or theft  In no instance should the work depict subjects that are trademarked or commercially licensed  The donor has clear title/ownership of the work being donated POLICY REGARDING THE COMMISSIONING OR PURCHASING OF ART WORK BY THE CITY OF HOPKINS The most common way in which the City of Hopkins purchases an art work is through the project, ArtStreet. Each year, the Committee has the option, but not the obligation, of purchasing one or more pieces of art from the current round. The Committee will decide if any pieces in the current round are deemed appropriate for purchase. Results of the People’s Choice and Children’s Choice voting shall be an important factor in making this determination. The basic criteria listed above shall also be employed. The pricing of the artwork in relationship to the purchase fund is another key factor. If the Committee decides to purchase a piece, a Hopkins staff person will handle the transaction. In some cases, a third party may contribute to the purchase and will be recognized at the site of installation and sent an acknowledgement. There may be an instance when the City of Hopkins wishes to commission an artwork for a specific site or purpose. In most such cases, a request for proposal will be disseminated to public artists. These will be reviewed by the Committee and staff and a recommendation made to the City Council. POLICY REGARDING THE IDENTIFICATION OF ART WORK Unless a donor asks to remain anonymous, individuals or groups will be recognized for their donation of public art through a small plaque near the donated work. Likewise, unless he/she prefers to be anonymous, in all cases the artist of the work will be recognized on the plaque along with the year in which the artwork was completed and the medium. All design and text of this plaque must be approved by the Hopkins Public Art Committee. If an artwork is for sale, such as through the ArtStreet initiative, this will be communicated through a brochure, the City’s website and through QR codes on the piece if available. 103Brooklyn Center Beautification & Public Art Plan 15. Sample Public Art Policy (page 4 of 5) POLICY REGARDING INSTALLATION and MAINTENANCE OF ART WORK The City of Hopkins is responsible for installing and maintaining all pedestals, concrete pads and securing mechanisms to be used for public art. The installation of actual art work shall be arranged on a case-by-case basis but in general will be handled as follows. Any exceptions must be reviewed and approved by the Hopkins Public Art Committee. In the case where public art work is coming directly from an artist, that artist is responsible for overseeing the installation of the work by the City of Hopkins and holds all liability for loss or damage during transport and installation of the work. In the case of a short-term loan by an artist (ex. ArtStreet), the artist is responsible for any repairs or maintenance required during the term of the loan. In addition, the artist is responsible for delivering the artwork properly prepared for installation per project guidelines or agreement (ex. steel mounting plate secured to artwork). When public art is coming from a third-party donor, the donor is responsible for transport of the artwork to its installation site and assumes all liability for loss or damage during transport. The City of Hopkins is responsible for installation of the artwork and maintenance thereafter. Art work that does not conform to the specifications detailed in the program or project guidelines will not be installed unless otherwise approved by the Hopkins Public Works Department representative. At the discretion of the Hopkins Public Art Committee, plans for installations of art may be sent to the City’s Inspection Department for review for safety and security. (ex. a very tall artwork) The Public Art Committee is responsible for establishing a maintenance plan and schedule for all public art in Hopkins and seeing that proper maintenance and repairs are carried out. The City of Hopkins will maintain insurance on public art other than short-term loans or temporary works. It may arise that very costly works may require an insurance rider. This will be determined by the Director of Finance of the City of Hopkins. All public art that is to be owned by the City of Hopkins will be installed on public property. Temporary installations, such as through ArtStreet, may occur on private property if agreed to in writing by the owner of the property on which the art is installed. Public Art Maintenance Fund and Art Dedication Payments Ten percent of commissions collected from the sale of Hopkins ArtStreet art work will be deposited in a Public Art maintenance fund. An Art Dedication Fee is not a requirement associated with any City approval for a development project but shall be accepted as a donation to the City’s Public Art Program. It is the responsibility of the donor to provide direction as to how the proceeds are to be used in accordance with all City policies. It there is not a public art project associated with the development for which the fee was donated, that fee will be applied to the Public Art Maintenance Fund, unless otherwise directed by the City Council. POLICY REGARDING RETENTION, RELOCATION AND DEACCESSION OF ART WORK All art work has a life span. The City of Hopkins is cognizant that a policy must be in place to deal with art work reaching the end of its life span or in which art work has become irrelevant or no longer useful in 104Brooklyn Center Beautification & Public Art Plan 15. Sample Public Art Policy (page 5 of 5) serving the public art goals of the City. The City of Hopkins retains the right to relocate or permanently remove an artwork from public display for any reason, at the sole discretion of the City. The City may do so for reasons such as increased hazard to public health and safety, unsightly or deteriorated conditions of the artwork, the need to access and maintain public facilities, in the interest of improving the quality of the collection, etc. In general, if such conditions do not apply art work will be retained in the public art collection so long as:  The artwork continues to be relevant and useful for the purposes and activities of the City, is not redundant or a duplicate that no longer has value as part of the collection as a whole  An appropriate site for public display is available  A public safety problem is not created by the project and no adverse environmental effects are created  The authenticity, attribution or genuineness of the work is not determined to be false or fraudulent  Its condition remains good and represents no more than natural and proper aging of the work  Artwork withstands exposure to the natural elements and/or public use  Artwork can be properly and cost-effectively stored, maintained, preserved and/or used  The item is located in an area when jurisdiction will not be transferred to another entity or made inaccessible to the public If an artwork is going to be deaccessioned, the artist shall be contacted and have the option of reacquiring title and possession of the artwork upon permanent removal by the City. Donated items will be deaccessioned only at the direction of the City Council, which shall consider the recommendations of the Hopkins Public Art Committee, City staff and public comment. The City will contact the donor and artist (if known) and will determine the method and manner of the deaccessioning with preference given to returning the artwork to the donor. Deaccessioned items may be disposed of by means of public sale; private sale; exchange for another work; gifting to a tax-exempt public institution; recycling or destruction. Destruction may be considered the viable alternative where the physical condition of the work is severely deteriorated or will be irreparably damaged by deinstallation. 105Brooklyn Center Beautification & Public Art Plan 16. Sample Percent for Art Policy (page 1 of 3) 1 ESTABLISHING A PERCENT FOR ART PROGRAM Percent for Art ProgramA policy resolution establishing a Percent for Art program. WHEREAS, the placement of public art throughout Columbia will significantly enhance the public environment of the City; and WHEREAS, art placed in public places will further enhance the civic pride of the people of Columbia; and WHEREAS, the placement of public art throughout the City will promote economic development in Columbia; and WHEREAS, public art will improve and expand the value and use of public buildings and facilities; and WHEREAS, public art will enrich the lives of Columbians with new opportunities to experience art, thereby enhancing the public welfare; and WHEREAS, the City Council by Policy Resolution PR 70-97 created a Percent for Art Program in order to commission art for placement throughout the City in public places for the beautification, enhancement and benefit of the City; and WHEREAS, the experience gained with the program over the past several years suggests the program and its administration could be improved. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF COLUMBIA, MISSOURI, AS FOLLOWS: Section 1. Policy Resolution PR 70-97 is hereby repealed and replaced with this resolution. Section 2. Where fiscally appropriate and legally permissible, the City shall set aside one percent (1%) of the cost of all above ground capital improvement projects which exceed $1,000,000 (including costs for architects and engineers but excluding land costs) to fund the creation and placement of public art according to the guidelines set out in this resolution. Section 3. For purposes of this resolution, “capital improvement projects” mean the following: a. construction of buildings and structures such as City offices, administration buildings, fire and police stations, airport terminals, recreation centers. b. construction or expansion of utilities such as power plants, electric substations, water plants, water towers and above ground reservoirs, waste water treatment plants, bus stations, parking structures and lots. c. construction or renovations to maintenance facilities for public works and utilities, recycling centers and transfer stations. 106Brooklyn Center Beautification & Public Art Plan 16. Sample Percent for Art Policy (page 2 of 3) 2 d. construction, renovations or expansions to parks, playgrounds, swimming pools, trails and playing fields. e. capital improvement projects shall not include: wells, above ground pump stations and lift stations, streets, roads or bridges, lakes, wetland cells, storm water detention facilities or radio towers. Section 4. For purposes of this resolution, “public art” includes permanent or portable pieces located on public property, arts integrated into the design of a public facility and garden landscaping. Section 5. Where feasible, amounts set aside for public art in connection with a capital improvement project shall be spent on public art which enhances the project and funds set aside for public art from a utility shall be spent on art which enhances the utility. No more than three public art projects shall be initiated during any one fiscal year. Each fiscal year an adequate amount shall be budgeted for the maintenance of existing public art. Section 6. There is hereby established a Commission on Cultural Affairs Standing Committee on Public Art. The Committee shall consist of two members of the Commission on Cultural Affairs chosen by that Commission, one of whom shall serve as chair; and two artists and one member of the business community appointed by the City Council. Current members of the Standing Committee on Public Art shall continue serving on the Committee until June 30, 2002. Thereafter, members shall serve three years staggered terms. In order to establish staggered terms, the Commission on Cultural Affairs shall appoint to the Standing Committee on Public Art one of its members to serve a three year term and another of its members to serve a one year term beginning on July 1, 2002. The City Council shall appoint to the Standing Committee on Public Art for terms beginning on July 1, 2002, one member to serve a three year term, one member to serve a two year term and one member to serve a one year term. After initial appointments, all members shall be appointed for three year terms, except that appointments to fill vacancies shall be for unexpired terms only. Members shall serve until their replacements are appointed. In addition to the regular members of the Standing Committee, up to three temporary additional members may be appointed for any specific public art project to serve until the public art work has been accepted by the City. The Commission may appoint two of the additional members; one shall be a representative of the neighborhood for the proposed site and the other shall be an appropriate artist/expert. At the request of the Commission, the City Manager may appoint as one of the additional members a representative of the appropriate City department. The Committee shall receive City staff assistance as directed by the City Manager. Section 7. The City Manager and staff shall use the following process when recommending Percent for the Arts Projects: a. The City Manager shall indicate on the Capital Improvements Plan submitted in the proposed annual budget those projects which meet the general criteria for Percent for Art. b. The Capital Improvements Plan shall be forwarded to the Cultural Affairs 107Brooklyn Center Beautification & Public Art Plan 16. Sample Percent for Art Policy (page 3 of 3) 3 Commission and Standing Committee on Public Art for their recommendations and priorities, which shall be forwarded to the City Council. c. The City Council, by resolution, shall determine which CIP projects shall have a Percent for Art component and will authorize City staff to begin developing the public art component. Section 8. The final decision as to the type of art, location of the art, the work of art to be commissioned and the cost of the art shall rest solely with the City Council. Policy resolution PR 47-02A adopted March 4, 2002. 108Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 1 of 8) WHY PUBLIC ART MATTERS 2018 109Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 2 of 8)A rt in public spaces plays a distinguishing role in our country’s history and culture. It reflects and reveals our society, enhances meaning in our civic spaces, and adds uniqueness to our communi- ties. Public art humanizes the built environment. It provides an intersection between past, present, and future between disciplines and ideas. Public art matters because our communities gain cultural, social, and economic value through public art. In this document we will explore how public art impacts five community values: Economic Growth and Sustain- ability, Attachment and Cultural Identity, Artists as Contributors, Social Cohesion and Cultural Understanding, and Public Health and Belonging. Each section includes a summary, reasoning statement, supporting data, and examples. This document is designed as a tool for those making the case for public art in their community. We encourage the distribution of this document and the information provided to anyone interested in this topic or in need of an educational tool. “Why Public Art Matters (2018)” reflects on the previous green paper of the same title released in the late 2000’s. The current document was developed in collaboration with the 2018 Public Art Network Advisory Council who Americans for the Arts thanks for their dedication to strengthening the public art field. “Magic Carpet” by Candy Coated. Association for Public Art, Philadelphia, PA. Photo credit: Constance Mensh FRONT & BACK COVER: “Firmament” by Christopher Schardt. Discovery Green Conservancy, Houston, TX. Photo credit: Kayla Horner 110Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 3 of 8) DATA: 70 percent of Americans believe that the “arts improve the image and identity” of their community.* Half of people with college degrees (49 percent) and a majority of Millennials (52 percent) and Generation Xs (54 percent) say they would strongly consider whether a community is rich in the arts when deciding where to locate for a job.** Arts, culture, and creativity can improve a community’s competitive edge, attract new and visiting populations, and integrate the visions of both community and business leaders. REASONING: Enhancing the identity and character of communities through public art directly supports cultural tourism and economic development strategies, which can both retain and attract residents. In addition, incorporating public art into private development can be a way for buildings to stand out as developers and managers look for renters—whether businesses or residents. The attention public art can bring to a development project can be calculated. A healthy public art ecosystem also drives the growth of new businesses. EXAMPLES: n Reston Town Center in Reston, Virginia has a less than one-half of one percent (0.5 percent) office vacancy rate in a region where the average office vacancy is 16-18 percent. Real estate broker Joe Ritchey attributes the low vacancy rate in part to the permanent and temporary public arts located in the Center. (Public Art Spurs Economic Development). n Indianapolis, Indiana has seen the growth of two new manufacturing businesses that have either branched out or sprung up anew to handle the demand for the fabrication of public art and employing people in the process. n The Farm/Art DTour in Sauk County, Wisconsin generated tourism in the area with an esti- mated 4,200 visitors—over 65% of whom traveled over 50 miles to see the installations which helped to increase the revenue of many local businesses; some of whom saw reve- nue increases as much as 300%. n In Nashville, projects over $150,000 are estimated to distribute two-thirds to three-quarters of the budget back into the local economy via fabricators, installers, art handlers, electri- cians, landscape architects, concrete companies, and other locally-based businesses. n Public art projects have boosted cultural tourism, including an influx estimate of $1 bil- lion from Christo’s and Jeanne-Claude’s the “Gates” in New York’s Central Park and the Bay Area Lights on the San Francisco-Oakland Bay Bridge—with an informal economic impact assessment conservatively estimated at $97 million dollars added to the local economy. ECONOMIC GROWTH AND SUSTAINABILITY By engaging in public art as a tool for growth and sustainability, communities can thrive economically. *Americans Speak Out About the Arts, 2018 **Americans Speak Out About the Arts, 2016 Karl Unnasch’s sculpture “Ruminant (The Grand Masticator).” Installed in Reedsburg, WI as part of the Farm/Art DTour public art roadside tour, 2015. Photo credit: Aaron Dysart. 111Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 4 of 8) REASONING: When people see themselves reflected in their civic spaces they have a sense of attachment that allows them to feel ownership and respect. Attachment to a location, whether it be a neighbor- hood, town, or city is key to retention of residents and commut- ers alike. Public art makes places unique through the reflection of local history and culture which gives communities a sense of place and identity. EXAMPLES: n In San Antonio, Texas “Ballroom Luminoso” transformed a highway underpass into a community-friendly space that helped unify and strengthen the identity of the nearby neighborhoods. n In “Charting Pogues Run,” by Sean Derry, a temporary project in Indianapolis mapped the invisible path of a local water system and indicated how the development of the city continues to change over time. n In York, Alabama “Open House” by Matthew Mazzota addressed the lack of public gathering spaces by providing a physical location as common ground for community dialogue and activities. Aesthetics is one of the top three characteristics of why residents attach themselves to a community. 70 percent of Americans say they experience the arts in a “non-arts” venue such as a park, hospital, shopping mall, or airport.* 70 percent of Americans believe that the “arts improve the image and identity” of their community. * DATA: *Americans Speak Out About the Arts, 2018 ATTACHMENT AND CULTURAL IDENTITY Public art directly influences how people see and connect with a place, providing access to aesthetics that support its identity and making residents feel appreciated and valued. Public art encourages attachment to a location for residents through cultural and historical understanding, and by highlighting what is unique about the places where people live, work, and play. Matthew Mazzotta’s “Open House” was created in collaboration with the people of York, AL and the Coleman Center for the Arts, 2011. Photo credits: Matthew Mazzotta, Shana Berger, and Nathan Purath. “Ballroom Luminoso” by Joe O’Connell and Blessing Hancock in San Antonio, TX. Commissioned by Public Art San Antonio, 2013. Photo credit: Fred Gonzales. 112Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 5 of 8) DATA: 100% of public art is made by artists and other creatives. ARTISTS AS CONTRIBUTORS Providing a public art ecosystem supports artists and other creatives by validating them as important contributors to the community. REASONING: A public art ecosystem resonates with artists and other creatives as a visual reminder that they are embraced by a community. Artists bring innovation and problem-solving wherever they go, which strengthens America’s competitiveness in the global mar- ketplace, and plays an important role in building and sustaining a vibrant economy. Artists provide valuable contributions when they are included in the planning of public spaces and ameni- ties with planners, engineers, designers, elected officials, and community stakeholders. Artists bring their creative skills and interpretations to each idea, site, social construct, and aesthet- ic potential. These conversations generate creativity in others inspiring an inventive result. Artists become civic leaders advo- cating through art for alternative perspectives that can challenge assumptions, beliefs, and community values. EXAMPLES: n When Indianapolis developed their 2017 Riverside Park Master Plan, an artist’s contributions to the planning team worked out so well that the parks and recreations department hired another artist to be on the planning team for the Broad Ripple Park Master Plan in 2018. n In Madison, Wisconsin The Blubber @ Madison Public Library provides the community with access to artists and art in the forms of programming, exhibitions, and more—this provides a space for learning and reflection. For example, their teen pro- grams develop art and aim to provide “relationship building, basic skill development, and connection to the community.” n “Everyday Poems for City Sidewalk” re-imagines Saint Paul’s annual sidewalk maintenance program as an ongoing pub- lishing entity for a city-sized book of poetry. Created by one artist, it allows for the self-expression of many local artists as it addresses beautification of infrastructure. n In Boston’s Artist-in-Residence (AIR) program, artists, commu- nity members, and city employees work on projects that help reframe social conversations. These artists explore the ways they can use art and media to improve and bolster city initia- tives. They also search for ways to make artistic social practice a part of government and community work. Artist LaShawnda Crowe Storm as part of the planning team for the Riverside Park Master Plan in Indianapolis, IN. Photo credit: Ratio Architects. 113Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 6 of 8) SOCIAL COHESION AND CULTURAL UNDERSTANDING Public art provides a visual mechanism for understanding other cultures and perspectives, reinforcing social connectivity with others. REASONING: Public art supports communities by providing social cohesion and encouraging civic engagement. Public art activates the imagination through visual art and storytelling to emphasize the shared humanity of civic spaces—allowing the individual to better understand strang- ers and neighbors alike. Public art aids communities in visualizing different perspectives through civic icons and infrastructure projects such as train stations, traffic circles, hospitals, water treatment facili- ties, and airports. By reinforcing the culture of a community, public art acts as a catalyst for unity and social engagement. EXAMPLES: n In Philadelphia, artists Shira Walinsky and Laura Deutch utilized the 47 bus as a mobile gallery to showcase places that are important to members of diverse communities who live and work along the route. Quotations revealed what interviewees love and value about the city. n In New York City, the project “Key to the City” provided everyday citizens a key to unlock 20 public art sites across the city’s five boroughs. Participants could access ceme- teries, community gardens, and police stations while initi- ating conversations about belonging. n Located in a rapidly gentrifying neighborhood in Seattle’s Central Area Union, serves as a gateway marker to a his- torically African-American community whom are becom- ing increasingly displaced. The artwork was designed at the request of community members who expressed an interest in both landmark and gathering areas. 72 percent of Americans believe “the arts unify our communities regardless of age, race, and ethnicity. * 69 percent of the population believe the arts “lift me up beyond everyday experiences.”* 73 percent of Americans agree that the arts “helps me understand other cultures better.”* DATA: *Americans Speak Out About the Arts, 2018 LEFT: “47 Stories” by Shira Walinsky and Laura Deutch in Philadelphia, PA. Commissioned by Mural Arts Philadelphia in collaboration with Southeastern Pennsylvania Transportation Authority, 2017. Photo credit: Steve Weinik. RIGHT: “Union” by Martha Jackson Jarvis in Seattle, WA. Administered by the Seattle Office of Arts & Culture and Commissioned with Seattle Department of Transportation 1% for Art Funds, 2016. Photo credit: Spike Mafford. 114Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 7 of 8) DATA: Public art can function as a powerful catalyst for improved mental and physical health. Public art has been shown to have clear public health impacts including decreased stress, eliciting awe, developing shared identity, reinforcing self-efficacy, and promoting positive health behaviors. Art located in hospitals offer major opportunities in the delivery of better health and improved experiences for patients, service users, and staff alike. Public art is also noted as slowing pedestrians down to enjoy their space and providing a positive impact on mood. PUBLIC HEALTH AND BELONGING Public art addresses public health and personal illness by reducing stress, providing a sense of belonging, and addressing stigmas towards those with mental health issues. REASONING: Strong social cohesion creates a positive environment, which in turn supports both physical health and mental well-being of the community. By both engaging in public artwork development and facing artwork in the environment, individuals become aware of others and their role in their com- munity. Public artworks can address negative stigma issues towards another culture or group by providing another perspective when considering peoples of different backgrounds. Additionally, located in healing spaces such as hospitals, public art improves healthcare and the healing process by providing an aesthetically interesting place for providers to work in and for patients to heal. EXAMPLES: n Mural Arts Philadelphia researched the impact of public art on mental health with their Porch Light project where they found “a promising and sustained relative decrease in stigma toward individuals with mental illness, and a relative decrease in stress.” n Mikyoung Kim’s Ripple Garden at Miami Jackson Hospital in Miami, Florida was designed as an opportunity for fresh air, light exercise, therapeutic gardening, and offering covered seating to accommodate patients whose medications are adversely affected by sunlight. n San Francisco Hospitals have a plethora of exterior and interior works of public art which provide several benefits from creating healthy environments to connecting with the community in which the hospital is situated. LEFT: “Ethereal Bodies 8” by Cliff Garten at the Zuckerberg General Hospital and Trauma Center in San Francisco, CA. 2016. Commissioned by San Francisco Arts Commission, 2016. Photo credit: Jeremy Green. RIGHT TOP AND BOTTOM: “Ripple Garden” by Mikyoung Kim at the South Community Hospital in Miami, FL. Commissioned by Miami Dade County Art in Public Places, 2011. Photo credit: Robin Hill. 115Brooklyn Center Beautification & Public Art Plan 17. Why Public Art Matters (page 8 of 8) DATA: Public art can function as a powerful catalyst for improved mental and physical health. Public art has been shown to have clear public health impacts including decreased stress, eliciting awe, developing shared identity, reinforcing self-efficacy, and promoting positive health behaviors. Art located in hospitals offer major opportunities in the delivery of better health and improved experiences for patients, service users, and staff alike. Public art is also noted as slowing pedestrians down to enjoy their space and providing a positive impact on mood. PUBLIC HEALTH AND BELONGING Public art addresses public health and personal illness by reducing stress, providing a sense of belonging, and addressing stigmas towards those with mental health issues. REASONING: Strong social cohesion creates a positive environment, which in turn supports both physical health and mental well-being of the community. By both engaging in public artwork development and facing artwork in the environment, individuals become aware of others and their role in their com- munity. Public artworks can address negative stigma issues towards another culture or group by providing another perspective when considering peoples of different backgrounds. Additionally, located in healing spaces such as hospitals, public art improves healthcare and the healing process by providing an aesthetically interesting place for providers to work in and for patients to heal. EXAMPLES: n Mural Arts Philadelphia researched the impact of public art on mental health with their Porch Light project where they found “a promising and sustained relative decrease in stigma toward individuals with mental illness, and a relative decrease in stress.” n Mikyoung Kim’s Ripple Garden at Miami Jackson Hospital in Miami, Florida was designed as an opportunity for fresh air, light exercise, therapeutic gardening, and offering covered seating to accommodate patients whose medications are adversely affected by sunlight. n San Francisco Hospitals have a plethora of exterior and interior works of public art which provide several benefits from creating healthy environments to connecting with the community in which the hospital is situated. LEFT: “Ethereal Bodies 8” by Cliff Garten at the Zuckerberg General Hospital and Trauma Center in San Francisco, CA. 2016. Commissioned by San Francisco Arts Commission, 2016. Photo credit: Jeremy Green. RIGHT TOP AND BOTTOM: “Ripple Garden” by Mikyoung Kim at the South Community Hospital in Miami, FL. Commissioned by Miami Dade County Art in Public Places, 2011. Photo credit: Robin Hill. 1000 Vermont Avenue NW 6th Floor Washington, DC 20005 T 202.371.2830 One East 53rd St. 2nd Floor New York, NY 10022 T 212.223.2787 AmericansForTheArts.org M EM OR ANDUM - COU N C IL WORK SESSION DAT E:9/28/2020 TO :C ity C ounc il F R O M:C urt Bo ganey, C ity Manager T HR O UG H:Meg Beekman, C o mmunity Development Directo r B Y:Xio ng T hao, Building and C ommunity S tand ard s S up ervis o r S UBJ E C T:S nowmo b ile and R ec reatio nal Vehic le O rd inance Dis cus s ion B ackground: T he C ity has rec eived complaints related to a p artic ular p ro p erty regard ing the us e of s now mobiles and other all terrain vehic les both o n p rivate property as well as on C ity ro ad ways . T he c omplaints s p urred a review of the C ity's o rdinanc es as they relate to the us e o f s no w mo b iles and all terrain vehicles within C ity limits. T he C ity o f Brooklyn C enter has p revious ly adopted C hap ter 27-901 to 27-909 (attac hed) regarding the us e o f s nowmo b iles within c ity limits . C urrently the o rd inance d o es no t allo w for the us e of s nowmo b iles on public s treets , ro ad way, s hould ers , inside the bank or s lo p e of any state trunk, county s tate aid , o r c o unty highway. T he ordinanc e ho wever does not p revent the us e of a sno wmobile on ind ividual property o r on p rivate property with the o wner ’s cons ent. In additio n, the C ity C o d e is s ilent on the us e of o ther rec reational or all terrain vehic les both o n p rivate or p ublic property. O ther cities within the Metro p o litan Area, prohib it the us e of s now mobiles and all terrain vehic les on private or p ublic property, except for s p ecified trails des ignated for s uc h use. No s uc h trails exis t within the C ity of Brooklyn C enter. T he p ro hibitio n is based on the exc es s no is e and odors produced b y thes e vehic les , as well as the ad d ed wear and tear that they p ro d uc e o n ro ad ways that are not designed to handle them. B ecause the C ity has not had an ordinance that addresses these issues, staff has not been able to take enforcement action when complaints have been received. I t should be noted that staff receives very few complaints about the use of snowmobile or recreational vehicles within city limits, in parks, and on private property. I n most cases when there is a report of the use of a snowmobile or other recreational vehicle in use on city streets or parks, the violator is not at the scene and often difficult to track down. H owever, when the complainant provides an address and staff approaches the property to verify, it is often found that the use of a snowmobile or a recreation vehicle has been used onsite. Without an enforcement tool, staff often advises that the user should limit the noise and be courteous to neighbors when using the recreational vehicle. T his proposed draft ordinanc e wo uld p ro hib it the us e of s nowmo b ile and o ther rec reational vehic les on p rivate p ro p erty as well as o n p ublic roadways. Policy Issues: Do es the C ity C o uncil want s taff to p ursue an o rd inance change to restrict the us e of s nowmo b ile and other s imilar rec reatio nal vehicles o n p rivate property and pub lic ro ad ways ? I f so, would the council prefer the ordinance to be reviewed by the H ousing Commission or be brought back to council for 1st reading? S trategic Priorities and Values: S afe, S ecure, S tab le C ommunity AT TAC HME N T S : Desc rip tion Up lo ad Date Typ e C urrent S nowmo b ile O rd inance 9/22/2020 Bac kup Material P roposed S no wmobile and R ecreatio nal Vehic le O rdinanc e 9/22/2020 Bac kup Material City of Brooklyn Center 27-5 City Ordinance c. Property Damage Liability - $50,000 each occurrence. 3. Workers' Compensation Coverage a. Statutory coverage to comply with section 1776.182 of the Minnesota Statutes. Coverage shall be provided by an Insurance Carrier who holds a Certificate of Authorization (licensed) with the State of Minnesota. Evidence of such insurance will be in the form of a Certificate of Insurance, industry standard ACORD form, or similar type form approved by the City. The Certificate shall state that coverage cannot be canceled mid term or not renewed without thirty (30) days prior written notice to the City, any phraseology limiting this requirement shall be stricken. Catering food vehicles must be parked at the street curb while engaging in vending operations and vending shall be done only from the curb side of the vehicle. Each catering food vehicle must be equipped with flashing lights on both front and rear of the vehicle, clearly visible to oncoming automobiles in full daylight. No owner or operator of any catering food vehicle shall call attention to his business or to his goods, wares, or merchandise, by crying them out, by blowing a horn, or by any loud or unusual noise. Every catering food vehicle while carrying on a vending operation shall be attended by at least two adult persons, one of whom shall have the following specific duties: For the full period during which such catering food vehicle is stopped for vending or stopped in such a manner or place as to reasonably cause others to believe that it is proposing to engage in vending operations, said person shall stand alongside said catering food vehicle in such a manner as to be able to observe traffic coming from all directions and to observe children crossing the street in the immediate vicinity of said catering food vehicle. Such person shall give adequate warning to oncoming vehicles and to children so as to avoid accident or injury to said children. Section 27-204. PENALTIES. Any person violating any provision of this ordinance shall be guilty of a misdemeanor, and upon conviction thereof, shall be punished by a fine of not more than one thousand dollars ($1,000) and imprisonment for not more than ninety (90) days, or both, together with the costs of prosecution. SNOWMOBILES Section 27-901. DEFINITIONS. For the purposes of this ordinance the terms used herein shall have the following meanings ascribed to them: Person - includes an individual, partnership, corporation, the state and its agencies and subdivisions, and any body of persons, whether incorporated or not. City of Brooklyn Center 27-6 City Ordinance Snowmobile - means a self-propelled vehicle designed for travel on snow or ice or natural terrain steered by wheels, skis or runners. Owner - means a persons, other than a lien holder, having the property in or title to snowmobile entitled to the use or possession thereof. Operate - means to ride in or on and control the operation of a snowmobile. Operator - means every person who operates or is in actual physical control of a snowmobile. Roadway - means that portion of a highway improved, designed, or ordinarily used for vehicular travel, including the shoulder. Street or highway - means the entire width between boundary lines of any way or place when any part thereof is open to the use of the public, as a matter or right, for the purposes of vehicular traffic. Section 27-902. OPERATION ON STREETS AND HIGHWAYS. 1. No person shall operate a snowmobile upon a municipal street. No person shall operate a snowmobile upon the roadway, shoulder or inside bank or slope of any state trunk, county state aid, or county highway in this City and, in the case of a divided state trunk or county highway, on the right of way between the opposing lanes of traffic, except as provided in this ordinance; nor shall operation on any such highway be permitted where the roadway directly abuts a public sidewalk or property used for private purposes. No person shall operate a snowmobile along the right of way of any state trunk, county state aid, or county highway between the hours of one-half hour after sunset to one-half hour before sunrise, except on the right-hand side of such right of way and in the same direction as the highway traffic on the nearest lane of the roadway adjacent thereto. No snowmobile shall be operated at any time within the right of way of any interstate highway or freeway within the City. 2. A snowmobile may make a direct crossing of a street or highway, except at an interstate highway or freeway, provided: a. The crossing is made at an angle of approximately 90 degrees to the direction of the street or highway and at a place where no obstruction prevents a quick and safe crossing. b. The snowmobile is brought to a complete stop before crossing the shoulder or main traveled way of the highway. City of Brooklyn Center 27-7 City Ordinance c. The driver yields the right of way to all oncoming traffic which constitutes an immediate hazard. d. In crossing a divided street or highway, the crossing is made only at an intersection of such street or highway with another public street or highway. e. If the crossing is made between the hours of one-half hour after sunset to one-half hour before sunrise or in conditions of reduced visibility, both front and rear lights shall be on. 3. Notwithstanding any prohibition in this ordinance, a snowmobile may be operated on a public thoroughfare in an emergency during the period of time when and at locations where snow upon the roadway renders travel by automobile impractical. Section 27-903. UNLAWFUL OPERATION. Except as otherwise specifically permitted and authorized, it is unlawful for any person to operate a snowmobile within the limits of the City of Brooklyn Center: 1. After having received a visual or audible signal from any law enforcement officer to come to a stop, to: a. operate a snowmobile in willful or wanton disregard of such signal, or b. interfere with or endanger the law enforcement officer or any other person or vehicle, or c. increase speed or attempt to flee or elude the officer. 2. On a public sidewalk or walkway provided or used for pedestrian travel or along a street boulevard. 3. On private property of another without lawful authority or consent of the owner or occupant. 4. On any publicly owned lands and frozen waters, including but not limited to school grounds, park property, playgrounds, recreation areas and golf courses, except areas previously listed or authorized for such use by the proper public authority. Authorized areas in the City of Brooklyn Center owned by the City shall be designated by council resolution. 5. At any place while under the influence of intoxicating liquor or narcotics or habit-forming drugs. City of Brooklyn Center 27-8 City Ordinance 6. At a rate of speed greater than reasonable or proper under all the surrounding circumstances. 7. At a speed greater than 10 miles an hour when within 100 feet of any lakeshore, except in channels, or of fishermen, ice houses, or skating rinks. 8. At any place in a careless, reckless or negligent manner so as to endanger the person or property of another or to cause injury or damage thereto. 9. So as to tow any person or thing on a highway except through use of rigid tow bar attached to the rear of the snowmobile. 10. In a manner so as to create a loud, unnecessary or unusual noise which disturbs, annoys or interferes with the peace and quiet of other persons. 11. During the hours from 11 p.m. to 7 a.m. of any day except that it shall not be unlawful to operate a snowmobile until midnight on Friday and Saturday. Section 27-904. EQUIPMENT. It is unlawful for any person to operate a snowmobile any place within the limits of the City of Brooklyn Center unless it is equipped with the following: 1. Standard mufflers which are properly attached and in constant operation, and which reduce the noise of operation of the motor to the minimum necessary for operation. Mufflers shall comply with Regulation NR57 which is hereby adopted by reference. No person shall use a muffler cutout, bypass, straight pipe or similar device on a snowmobile motor, and the exhaust system shall not emit or produce a sharp popping or crackling sound. 2. Brakes adequate to control the movement of and to stop and hold the snowmobile under any conditions of operation. 3. A safety or so-called "deadman" throttle in operating condition, so that when pressure is removed from the accelerator or throttle, the motor is disengaged from the driving track. 4. At least one clear lamp attached to the front with sufficient intensity to reveal persons and vehicles at a distance of at least 100 feet ahead during the hours of darkness under normal atmospheric conditions. Such head lamp shall be so aimed that glaring rays are not projected in to the eyes of an oncoming vehicle operator. It shall also be equipped with at least one red tail lamp having a minimum candle power of sufficient intensity to exhibit a red light plainly visible from a distance of 500 feet to the rear during the hours of darkness under normal atmospheric conditions. The equipment shall be in operating condition when the vehicle is operated between the hours of one- half hour after sunset to one-half before sunrise or at times of reduced visibility. City of Brooklyn Center 27-9 City Ordinance 5. Reflective material at least 16 square inches on each side, forward of the handlebars. Section 27-905. PERSONS UNDER 18. 1. No person under 14 years of age shall operate on highways or make a direct crossing of a street or highway as the operator of a snowmobile. A person 14 years of age or older, but less than 18 years of age, may operate a snowmobile on highways as permitted under this ordinance and make a direct crossing of streets or highways only if he has in his immediate possession a valid snowmobile safety certificate issued by the Commissioner of Natural Resources as provided by Minnesota Statutes. 2. It is unlawful for the owner of a snowmobile to permit the snowmobile to be operated contrary to the provisions of this section. Section 27-906. LEAVING SNOWMOBILE UNATTENDED. Every person leaving a snowmobile in a public place shall lock the ignition, remove the key and take same with him. Section 27-907. CHASING ANIMALS FORBIDDEN. It is unlawful to intentionally drive, chase, run over or kill any animal, wild or domestic, with a snowmobile. Section 27-908. VIOLATIONS. Every person convicted of a violation of any of the provisions of this ordinance shall be punished by a fine of not more than one thousand dollars ($1,000) or by imprisonment for a period of not more than ninety (90) days, or both, but in either case the costs of prosecution may be added. Section 27-909. SEVERABILITY. Should any section, subdivision, clause or other provision of this ordinance be held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the ordinance as a whole, or of any part thereof, other than the part held to be invalid. DRAFT 8-12-20 CITY OF BROOKLYN CENTER Notice is hereby given that a public hearing will be held on the ____ day of __________, 2020, at 7:00 p.m. or as soon thereafter as the matter may be heard at City Hall, 6301 Shingle Creek Parkway, to consider an ordinance related to the operation of all-terrain vehicles, off-highway motorcycles, snowmobiles and other recreational vehicles within the City. Auxiliary aids for handicapped persons are available upon request at least 96 hours in advance. Please notify the City Clerk at 763-569-3306 to make arrangements. ORDINANCE NO. _____ AN ORDINANCE AMENDING CHAPTER 27 OF THE CITY CODE OF ORDINANCES REGARDING THE OPERATION OF SNOWMOBILES, ALL-TERRAIN VEHICLES, OFF-HIGHWAY MOTORCYCLES AND OTHER RECREATIONAL VEHICLES WITHIN THE CITY THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER DOES ORDAIN AS FOLLOWS: ARTICLE I. Section 27-901 of the Brooklyn Center City Code is hereby amended as follows: SNOWMOBILES, ALL-TERRAIN VEHICLES, OFF-HIGHWAY MOTORCYCLES AND OTHER RECREATIONAL VEHICLES Section 27-901. DEFINITIONS. For the purposes of this ordinance Sections 27-901 through 27-908, the terms used herein shall have the following meanings ascribed to them: Person - includes an individual, partnership, corporation, the state and its agencies and subdivisions, and any body of persons, whether incorporated or not. Snowmobile - means a self-propelled vehicle designed for travel on snow or ice or natural terrain steered by wheels, skis or runners. Owner - means a person, other than a lien holder, having the property ownership in or title to snowmobile a recreational vehicle and entitled to the use or possession thereof. Operate - means to ride in or on and control the operation of a snowmobile recreational vehicle. Operator - means every person who operates or is in actual physical control of a snowmobile recreational vehicle. 1 DRAFT 8-12-20 Roadway - means that portion of a highway improved, designed, or ordinarily used for vehicular travel, including the shoulder. Street or highway - means the entire width between boundary lines of any way or place when any part thereof is open to the use of the public, as a matter of right, for the purposes of vehicular traffic. All-Terrain Vehicle or ATV - means a motorized vehicle with (1) not less than three but not more than six low pressure or non-pneumatic tires; (2) a total dry weight of 2,000 pounds or less; and (3) a total width from outside of tire rim to outside of tire rim that is 65 inches or less. An all-terrain vehicle includes Class 1 all-terrain vehicles and Class 2 all-terrain vehicles. An all-terrain vehicle does not include a golf cart, mini-truck, dune buggy, or go-cart, or a vehicle designed and used specifically for lawn maintenance, agriculture, logging, or mining purposes. All ATV’s must be registered with the Minnesota Department of Natural Resources, unless exempted. ATV’s must also be registered with Hennepin County. Off-Highway Motorcycle - means a motorized, off-highway vehicle traveling on two wheels and having a seat or saddle designed to be straddled by the operator and handlebars for steering control, including a vehicle that is registered under Minnesota Statutes Chapter 168 for highway use if it is also used for off-highway operation on trails or unimproved terrain. Recreational Vehicle - means a self-propelled vehicle, including an ATV, off-highway motorcycle, snowmobile, motorized golf cart, utility task vehicle, or any other vehicle designed for travel on snow or ice or natural terrain steered by wheels, skis, or runners, or a vehicle designed for operation on a paved surface that is not licensed by the Minnesota Department of Public Safety or equivalent agency in another state for operation on public roads. A recreational vehicle does not include a mini truck, a wheelchair, or a electronic personal assistive mobility device, as defined in Minnesota Statutes, section 169.011. This term is a general reference to all of the types of vehicles regulated under Sections 27-901 through 27-908. Utility Task Vehicle – means a side-by-side, four-wheel drive, off-road vehicle that has four wheels, is propelled by an internal combustion engine with a piston displacement capacity of 1,200 cubic centimeters or less, and has a total dry weight of 1,800 but less than 2,600 pounds. ARTICLE II. Section 27-902 and 27-903 of the Brooklyn Center City Code regarding the operation of snowmobiles within the City are hereby deleted and replaced with the following: Section 27-902. UNLAWFUL OPERATION. It shall be unlawful for any person to operate a recreational vehicle within the limits of the City, unless such operation is within one of the following limited exemptions: 1.On public streets or highways in an emergency, but only when travel by 2 DRAFT 8-12-20 automobile is rendered practically impossible because of the depth of snow on streets and highways. Any such operation may only be on the righthand side of such street or highway and in the same direction as the regular flow of traffic; 2.On public streets or highways when operated in a parade or other civic function authorized by the city council or chief of police; 3.On a public street or highway which has been closed by lawful order to vehicular traffic for the purpose of allowing use by a recreational vehicle; 4.Entirely within an enclosed building when the use of a recreational vehicle is part of a commercial use authorized under the City’s zoning regulations; 5.The operation of recreational vehicles by police, fire, ambulance, or other emergency services as part of providing services within the City; 6.The operation of recreational vehicles by City public works staff as part of their official duties; or 7 7.For the immediate loading or unloading of a recreational vehicle onto or from a trailer or other vehicle; or 8.The operation of recreational vehicles by a public utility company as part of its construction or maintenance activities. All references to the operation of a recreational vehicle within the City under Sections 27-901 through 27-908 are limited to operations occurring under the one of the above exceptions. All other operations of recreational vehicles within the City including, but not limited to, operations on private property, streets, or highways, are prohibited and constitute a violation of this Code. Section 27-903. OPERATION RESTRICTIONS AND LIMITATIONS.ItTo the extent the operation of a recreational vehicle is allowed under Section 27-902, it is unlawful for any person to operate such recreational vehicle: 1.In a careless, reckless, or negligent manner so as to endanger the person or property of another or to cause injury or damage thereto.; 2.In a manner so as to create a loud, unnecessary, or unusual noise which disturbs, annoys or interferes with the peace and quiet of other persons.; 3.While under the influence of intoxicating liquor or narcotics or habit-forming drugs.; 4.So as to tow any person or thing on a highway except through the use of rigid tow 3 DRAFT 8-12-20 bar attached to the rear of the snowmobile, all-terrain vehicle, off-highway motorcycle or recreational vehicle.; or 5.At a rate of speed greater than reasonable or proper under all the surrounding circumstances. ARTICLE III. Section 27-904 of the Brooklyn Center City Code is hereby amended as follows: Section 27-904. EQUIPMENT. 1.To the extent the operation of a snowmobile (recreational vehicle) is allowed under Section 27-902, it It is unlawful for any person to operate a snowmobile any place within the limits of the City of Brooklyn Center unless it is equipped with the following: 1.a.Standard mufflers which are properly attached and in constant operation, and which reduce the noise of operation of the motor to the minimum necessary for operation.Mufflers shall comply with Regulation NR57 which is hereby adopted by reference. No person shall use a muffler cutout, bypass, straight pipe or similar device on a snowmobile motor, and the exhaust sys tem shall not emit or produce a sharp popping or crackling sound. Mufflers shall comply with Minnesota Rules Part 6100.5700. 2.b.Brakes adequate to control the movement of and to stop and hold the snowmobile under any conditions of operation. 3.c.A safety or so-called “deadman” throttle in operating condition, so that when pressure is removed from the accelerator or throttle, the motor is disengaged from the driving track. 4.d.At least one clear lamp attached to the front with sufficient intensity to reveal persons and vehicles at a distance of at least 100 feet ahead during the hours of darkness under normal atmospheric conditions. Such head lamp shall be so aimed that glaring rays are not projected into the eyes of an oncoming vehicle operator. It shall also be equipped with at least one red tail lamp having a minimum candle power of sufficient intensity to exhibit a red light plainly visible from a distance of 500 feet to the rear during the hours of darkness under normal atmospheric conditions. The equipment shall be in operating condition when the vehicle is operated between the hours of one-half hour after sunset to one-half hour before sunrise or at times of reduced visibility. 5.e.Reflective material at least 16 square inches on each side, forward of the handlebars so as to reflect or beam light at a 90-degree angle. 2.It is unlawful for any person to operate aNo recreational vehicles any placevehicle 4 DRAFT 8-12-20 shall be operated within the limits of the City unless it is equipped with the equipment required by Minnesota Rules, Part 6102.0040. ARTICLE IV. Section 27-905 of the Brooklyn Center City Code is hereby deleted and replaced with the following: Section 27-905. PROHIBITION ON PERSON IN LAWFUL CONTROL. It shall be unlawful for any person who is in lawful control of a recreational vehicle to permit it to be operated contrary to Sections 27-901 through 27-908. ARTICLE V. Section 27-906 of the Brooklyn Center City Code is hereby amended as follows: Section 27-906. LEAVING SNOWMOBILE, ALL-TERRAIN VEHICLE, OFF-HIGHWAY MOTORCYCLE OR RECREATIONAL VEHICLE UNATTENDED. Every person leaving a snowmobile recreational vehicle in a public place shall lock the ignition, remove the key, and take same with him them. ARTICLE VI. Section 27-907 of the Brooklyn Center City Code is hereby amended as follows: Section 27-907. CHASING ANIMALS FORBIDDEN. It is unlawful to intentionally drive, chase, run over or kill any animal, wild or domestic, with a snowmobile recreational vehicle. ARTICLE VII. Section 27-909 of the Brooklyn Center City Code is hereby amended as follows: Section 27-909.SEVERABILITY. Should any section, subdivision, clause or other provision of this ordinance be held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the ordinance as a whole, or of any part thereof, other than the part held to be invalid. ARTICLE VIII. Effective Date. This ordinance shall become effective after adoption and upon thirty days following its legal publication. Adopted this ___ day of __________, 2020. ____________________________ Mike Elliott, Mayor ATTEST: _________________________ City Clerk Date of Publication _________________________ 5 DRAFT 8-12-20 Effective Date _____________________________ (Strikeout indicates material to be deleted, double underline indicates new material.) 6 Document comparison by W orkshare 10.0 on Monday, September 14, 2020 7:19:59 PM Input: Document 1 ID PowerDocs://DOCSOPEN/652936/2 Description DOCSOPEN-#652936-v2-ATV_Snowmobile_Ordinance Document 2 ID PowerDocs://DOCSOPEN/652936/3 Description DOCSOPEN-#652936-v3-ATV_Snowmobile_Ordinance Rendering set Standard Legend: Insertion Deletion Moved from Moved to Style change Format change Moved deletion Inserted cell Deleted cell Moved cell Split/Merged cell Padding cell Statistics: Count Insertions 12 Deletions 11 Moved from 0 Moved to 0 Style change 0 Format changed 0 Total changes 23 M EM OR ANDUM - COU N C IL WORK SESSION DAT E:9/28/2020 TO :C ity C ounc il F R O M:C urt Bo ganey, C ity Manager T HR O UG H:N/A B Y:C o rnelius L. Bo ganey, C ity Manager S UBJ E C T:P ending Items Recommendation: C itizen's Dis c ipline R eview C o mmittee - P olic e - 10/11 MAC S urvey R es ults & R ecommend ations - 10/11 C o uncil R etreat F o llo w-up - 10/11 Tobac co R egulatio ns - 10/25 Earle Bro wn Name - 10/25 C o uncil P olic y fo r C ity C harter requirement o f Mayor's s ignature on all contrac ts Tobac co R egulatio ns S trategic P lans fo r years 2018-2020 and 2021-2023 N O AH P reservation P rogram R eview S pec ial As s es sment P o licy Vehic le Tow P olic y O rganic R ec yc ling B ackground: