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HomeMy WebLinkAbout1997-183 CCRMember Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION NO. 97_183 RESOLUTION ADOPTING GOALS FOR 1998 WHEREAS, the City Council met in a facilitated workshop to discuss goals and objectives for 1998; and WHEREAS, the goals set forth in this resolution are the result of the discussions amongst the Council in the course of the facilitated workshop. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the following goals be and hereby are adopted as the official goals of the City Council directing the leadership priorities for City government. 1. Goal 1: Develop plan for providing operating and future capital needs funds for the golf course, liquor stores, and Earle Brown Heritage Center. 2. Goal 2: Review City's departmental structure with analysis of needs and identification of opportunities for improved service delivery. 3. Goal 3: Establish contingency option for Council in the event of funding losses. 4. Goal 4: Establish long-range financial plan for City: • Five-year • Ten- to twenty-year appendix of major future needs and possible approaches for addressing these needs 5. Goal 5: Implement fire and police plans: • either build with bond proceeds • seek betterment of facilities if no bond monies are available 6. Goal 6: City Council will be more active in regional issues affecting the City. 7. Goal 7: Continue work on redevelopment issues with emphasis on 1) Brookdale; 2) Brooklyn Boulevard; and 3) 53rd Avenue while being able to respond to other opportunities. 8. Goal 8: Continue code enforcement with Council review of process and goals with staff to refine the code enforcement effort. RESOLUTION NO. 97-183 9. Goal 9: Meet with commission chairs to develop updated goals and missions for each of the City's commissions. 10. Goal 10: Develop a plan to address building needs at City Hall/Community Center for handicapped accessibility, roofing, heating, ventilation, air conditioning, removal of police functions, and citizen access and service. • Council chambers (sound system, lights, etc.) • ADA accessibility • Roof • Entrances • Community Center • Heating, ventilation, and air conditioning 11. Goal 11: Implement those study recommendations adopted by Council for liquor store and Earle Brown Heritage Center. 1 October 14, 1997 Date ATTEST: City Clerk Major The motion for the adoption of the foregoing resolution was duly seconded by member Kay Lasman and upon vote being taken thereon, the following voted in favor thereof: Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kay Lasman, and Robert Peppe; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. I COMP�NY CITY O�" BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP AND GOAL-SETTING WORKSHOP Conducted on August 23, 1997 SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS Prepared by Carl H. Neu, Jr. August 25,1997 Neu Company, 1997 CITY OF BROOKLYN CENTER 1VIINNESOTA CITY COUNCIL LEADERSHIP AND GOAL-SETTING WORKSHOP AUGUST 23,1997 SUMMARY REPORT OF KEY FINDINGS AND CONCLUSIONS I. INTRODUCTION On August 23, 1997, the five City Council members, City Manager, and Assistant City Manager of Brooklyn Center conducted a one-day workshop to set direction on a number of critical issues facing the City, to review and revise the 1997 Goals for the remainder of the calendar year, and to establish proposed goals for calendar year 1998. II. KEY ACTIVITIES AND CONCLUSIONS A. Review of Decision-Making Parameters During opening remarks for the Workshop, the facilitator discussed the habits of highly-effective councils with particular emphasis on the following: The process of strategic thinking and decision making A review of the Council-City Managerlstaff partnership in policy making and implementation Both of these items are detailed in Appendix A to this report. B. Criteria for Decision Making In preparation for the critical issues to be discussed by the attendees, a proposed set of criteria for decision making was presented to the Council based upon previous conversations conducted between the facilitator .and the City Manager. These criteria were established to guide the deliberations among Council, the City Manager and Assistant City Manager during the discussion of the issues presented for discussion by the participants. A copy of the criteria for decision making, as amended by the attendees during the workshop, is contained in Appendix B to this report. C. Issues Discussed by Workshop Participants Starting on the next page is a list of 14 items discussed by the participants. Identified under each issue heading is a list of items to be considered during the discussion. I I I I 2 ISSUES 1. Earle Brown Heritage Center i What is the purpose i.e., Historical preservation, bringing people into community, community image what is the Council's and community's vision of its function Financial parameters: must operations produce and positive cash flow? will capital replacement occur if so, what will be sources of funds? tax increment general funds room tax would we use tax increment financing (T.I.F.) for continuation of the facility? is restructuring the current debt an option? willingness to seek enhancements where there is risk conversion of office space to conference parking inadequacy 2. New Police and Fire Facilities what projects undertaken if bond passes community center accessibility, wading pool, locker rooms city hall ventilation, roof, space what impact if bond does not pass 3, Liquor Stores should the City be in the liquor business if so, what are the financial goals that must be met 3 i operating costs capital replacement can the enterprise borrow for capital improvements if the repayment is in years and terms other methods contribution to the General Fund 4. Redevelopment prioritize given both staff and financial resource limitation identify issues that are deferred pending resolution; other issues receiving priority; and those developments that present opportunity to the Caty identify specific issues that will receive staff emphasis range of desired outcomes source of resources that may be used general fund capital improvement state road monies special assessments I debt tax increment tax abatement grants dealing with community expectations 5. Review 1997 Goals I which are continuing or should be modified what actions do we wish to achieve relative to these goals to the remainder of the calendar year 1997 action plan for council and what staff support is required for these actions 6. Develop 1998 Goals specific targets for action or results 4 I 7. Long Range Financial Planning values/princi les/ arameters on: P p level of taxes use of debt fees for service services to be funded 8. Community Involvement Discover the Center/School District I youth asset building project recreation programs principles which types of activities must support full marginal cost which activities will be subsidized other 9. Commissions role of council liaison role of ci staff resources tY role of commission vis a vis the City Council process for selection of Commission members 10. General move o ut to goals/cnterialparameters such as cast target service recipients focus plan to recognize limited staff resources and limited fund 11. Communications and Rumors 12. Reinforcing "Our Image" in Code Enforcement and Ensuring Good "Customer-Service" Skills 13. Golf Course 5 14. Council Meetings Establishing a citizens forum to precede the formal Council meetings Citizens forum will not be televised s D. Conclusions/Recommendations from Discussion of the Issues outlined in Item II C. 1. Earle Brown Heritage Center a. VVhat is purpose of EB�IC and what are we trying to achieve? convention center EBHC supports axea businesses and may be a key to their success es eciall restaurants and hotels p Y Brookdale-EBHC may have possible synergy once Brookdale issue is resolved EBHC serves as a community image focal point I EBHC is a unique facility and setting located within the City of Brooklyn Center A potential purpose is to have the facility serve as a community/senior center. It was concluded by the participants that this potential purpose is not a primary purpose that they will support for the Earle Brown Heritage Center. I It was concluded that EBHC essentially has to be "run as a business rather than run as a city-subsidized/funded community center". I b. Financial Parameters Cash Flow. EBHC must pay for the cost of operating the facility but not generate cash required to replace or cover capital costs. It was the consensus of Council that no General Fund subsidies should be made available to cover the operating costs of EBHC. c. Capital Replacement. Capital replacement issue was divided into two subsets: Replacement costs: replacement costs will be funded through tax increment financing resources I although two of the Council members expressed a desire that "if and when possible" that replacement 7 costs be fundecl through general fund resources rather than tax increment financing. Capital Improvement/Enhancements: Capital improvements/enhancements funding will be derived from tax increment financing. d. iZestructuring of T.I,F./Debte It was concluded that the City Manager should explore and make proposals for appropriate restructuring of tax increment financing associated with EBHC to generate funds necessary for desired capital improvements/ enhancements. e. Specific Capital Improvements/Enhancements Discussed Parking facilities It was concluded that additional parking facilities may need to be added to deal with parking pressures and the future viability of the Center. Funding for such facilities would, most likely, need to come from tax increment resources. Conversion of office space to conference facilities. It is concluded that such conversion must pay for itself and generate a positive cash flow which would cover the costs of conversion and repayment of any loans made to achieve the conversion from the pooled fund balances. 2. Police and Fire Facilities a. If the bonds pass: the proposed projects identified in the Issues listing in item 2c(2) would be funded and plans should be made fox completing these projects. s b. If bonds don't pass: it was concluded that the �ity will have to "do best as it can" under these conditzons. 3. Liquor Stores a. Should the City be in the liquor business? It was concluded that the answer was yes for the following reasone The liquor store currently contributes approximately $100,000 annually to the general fund Control issues can be dealt with directly by the City through management policies and direction. b. Financial goals It was concluded that the cash generated from City owned liquor stores should be sufficient to cover any principal and interest associated with loans for capital construction associated with these stores and provide for attaining a goal of contributing $75,000 to the General Fund or other designated fund such as the Capital Improvement Fund. c. Construction/Capital Improvements to City Owned Liquor Stores A market study currently is being conducted that will facilitate selection of locations, determine the number of stores, and provide the City with the information necessary to develop financial pro formas used to provide guidance on the future management and direction of City owned liquor stores. 9 4. Redevelo ment a. 1'riority Issues The following were identified as the highest redevelopment issues to receive primary focus of staff and other resources: (1) Brookdale (2) Brooklyn Boulevard (3) 53r Avenue Redevelopment Linkage Project b. Other important issues that would be addressed after the issues having highest priority as resources and opportunities permitted were: (1) Housing (which is an ongoing effort) (2) Highway 100 (3) Redevelopment by Highway 252 and 66t Avenue (4) 67`" Humboldt which is not seen as achievable unless a sufficient source of funds becomes available ot the City to finance necessary efforts associated with this concept. (5) 69t" Brooklyn Boulevard (NE corner) c. In general continued work on lakes, trails and parks were seen as ongoing issues for capital funding. d. Further discussion on the priority redevelopment issues: (1) Brookdale: There is a potential buyer for Brookdale Potential tax increment finance projects are: Pond Redevelopment of Brookdale Special assessments could apply as a funding source 10 l Some grants may be available that would apply County road monies No City general fund monies would be applied to �rookdale (2) Brooklyn Boulevaxd: Source of funds for Brooklyn Boulevard: State road aid monies Ca ital im rovement monies P P Special assessments Grants Tax increment financing County road monies (3) 53 Continue current efforts Incorporate neighborhood input as appropriate 5. Review of 1997 Goals The following comments were made pertaining to the 1997 Goals, a copy of which are contained as Appendix D to this report, (a) Comments pertaining to Goal No. 1. Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. Comp Plan will be completed by December 1997 and will be forwarded to the Metropolitan Council. City will then await approval and make necessary chan�es. (b) Comments pertaining to Goal No. 2: Initiate community vision and actions to attain that vision. The objective of I li this goal is to sustain the code enforcement prograrn, meet with residents of "targeted" neighborhoods regarding development plans as well as establish a community-wide vision for the future of Brooklyn Center. Focus on Code enforcement. By December, 1997, determine degree of compliance and report to Council. Additional actions to attain include: Look at letters sent to citizens pertaining to Code enforcement Soften the language that's in these letters and be more respectful Establish the expectation of compliance. Educate the public about City's Code enforcement goals: newsletter articles (c) Comments pertaining to Goal No. 3: Make visible the positive aspects and accomplishments of B Brooklyn Center as a community while maintaining the momentum on code enforcement and continue to reach out to community organizations. Be more aggressive with ARM about how can we correct problems and get apartment owners and manager to become more in line with City goals. Provide feedback to Council Provide more information Council reference arm just to know problems and what is going on. Consider Council members attending an evening meeting with the apartment owners and managers to discuss the above. This meeting should be achieved by early Spring, 1998. 12 I (d) Comments pertaining to Goal No. 4: Establish a community-based information service and invite positive action by citizens that will generate citizen support for Council and administration of the City and identify options to the City for achievement of this goal, and in 1997 begin to implement approved options. Explore opportunities to work collaboratively with other cities and their human rights outreach efforts. (e) Comments pertaining to Goal No. 5: Remove infrastructure impediments to the redevelopment of Brookdale, research funding sources, and continue discussion with Minneapolis. Brookdale is the highest redevelopment priority for the City and resources and staff efforts should reflect that priority. Comments pertaining to Goal No. 6: Develop a five year financial plan for the City of Brooklyn Center. Continue five-year planning and reevaluation. (g) Comments pertaining to Goal No. 7: Adopt a comprehensive development plan for the City of Brooklyn Center to address housing, redevelopment, transportation opportunities, etc. Continue comp planning to completion. (h) Comments pertaining to Goal No. S: Establish methods to evaluate/assess municipal operations and the benefits derived from the City's interactions with other entities and associations and determine the cost benefit derived for the City. 13 Continue planning retreat twice a year: January/February and early August/September. 6. Develop 1998 Goals The following proposed goals were presented for calendar year 1998: a. Develop plan for providing operating and future capital needs funds for the golf course, liquor stores, and Earle Brown Heritage Center, b. Review City's departmental structure with analysis of needs and identification of opportunities for improved sexvice delivery. c. Establish contingency option for Council in the event of funding losses. d. Establish long-range financial plan for City: (1) 5-year (2) 10-20 year appendix of major future needs and possible approaches for addressing these needs e. Implement fire and police plans (1) either build with bond proceeds (2) seek betterment of facilities if no bond monies are available f. City Council will be more active in regional issues affecting the City. (1) Continue work on redevelopment issues with emphasis on. (2) Brookdale 14 (3) Brooklyn Boulevard (4) 53r while being able to respond to other opportunities. g. Continue Code enforcement with Council review of process and goals with staff to refine the Code enforcement efforte h. Meet with Commission chairs to develop updated goals and missions for each of the City's Commissions. i. Develop a plan to address building needs at City Hall/Community Center for handicapped accessibility, roofing, heating, ventilation and air conditioning and removal of police functions, and citizen access and service. (1) Council chambers (sound system, lights, etc.) (2) ADA accessibility (3) Roof (4) Entrances (5) Community center (6) Heating, ventilation and air conditioning j. Implement those study recommendations adopted by Council for liquor store and Eaxle Brown Heritage Center. 7. Long Range Financial Plan Participants agreed that this will be done later to determine Council values and parameters for financial planning, and that this effort will be done in conjunction with the 1998 Goal for establishing a long-range financial plan. s. Community Involvement The following conclusions were made relative to this item: 15 Y a. Encourage the "Discover the Center" group to take its Youth Asset Building Project citywide. b. A City Council member or a staff person will attend gneetings. 9. Commissions. The Council will take appropriate action m pursuit of its 1998 Goal pertaining to meeting with the Commissions. 10. Gene�al Item was dropped from the list for discussion. 11. Communications/Rumors Group just discussed issue generally. 1�To guidance or direction provided. 12. "Refocusing our Image" in Code enforcement and ensuring "customer service" skills. Item was discussed. No specific guidance provided other than that addressed during the 1997 and 1998 Goals. 13. Golf Course The Council indicated a willingness to consider restructuring proposals on the golf course's debt to provide for capital replacement needs and wanted the staff to develop proposals for their consideration. 14. Council Meetings It was decided that a non-televised citizens forum lasting approximately 15 minutes would proceed each formal Council meeting. 16 15. Additional item Council members indicated to the City Manager that he should explore the possibility of creating an additional Assistant City Manager position that would focus on managing entrepreneurial activities and special projects within the City. 17 +0113032370772 EXECUTIUE SUNNUkT 388 P20 AUG 26 '97 14:02 6 APPENDIX A STRATEGI� DECISION MAK1N� Vision Key Goals Major lssues to be Addressed Strategies for Addres�ing Each Issue Criteria for 1'actical Decisions Resource Allocations Performance Pfanning Monitoring/Evafuating Outcomes s COUNCiL'S SPHERE ADMINJMGR. SPHERE GOVERNANCE PROCESS •Community P A •Staf(-Impiementors �Pofitical O C G D •Perfarmance issues Factors L M j +�al�es N Walues I 1 •Grat�cati� •GraWicatian C N Y x A ax�ttnuum Ir�teredbt► c C M G P A M A O O D A c O♦�S A E. M N o S�-� L 1 I A U 1 C N G M O R�` ��Y I E i, N N E S M I S T E C U R N N T 1 T T i. S i L O I H w 1. 7o whet degree ts thf� ratati�nshlp �cfarstood, c�scus�ed, and respec�ed by c�our�! memb�s? I N �I N 2. What does ea�fi c4fl to �t�enoe the etfeciiveness of the odher? a. W#at things do counc.� m�nbers do that jncxesae ar�d decrease stef�s eff+edivenes�: Thinna counc�l doas that �ncre� stafl°s eft�c�ivenass Tt�Mas coundl does that decaeases staft's sffBCtiuen�ss m b. What tfiings does statt do that irtcrea�e and d�cre�;e couric�s ef�edArer�e�s: A 7hinas statf does Iha! �ncrease ocwnciMs eflecti�en8ss Th�as s�,aff does that decreases council's ettectiveness m +01130323707?2 EXECUTIUE SUPPORT 388 P22 RUG 26 '97 14:02 APPENDIX B CRITERIA FOR DECISION MAI�NG 1. Shouid operation be undertaken by the City? �rh What Nee� does it meet`? 2. VV�hat Goa1/End or Frioritv does it support? 3. What is the City's Role? Service Provider Operator Regulator Other 4. Criteria for Deciding the City's Role. 5. 'VVhat �es� or. Outcomes are we trying to achieve what is ��.a.cce t�.able? d. What Ma�,�emen� �axa�eters or ConditiQn� will be applied? Service Lev�l Cost Sufficiency Operating Cost Targets Sources Capital Costs Targets Sources Contributions from Othexs +0113032370772 EXECUTIUE SUPPORT 388 P23 AUG 26 '97 14:03 7. Other Guidance Conditions 8. MeasurementJEvaluation Process that will be applied by Council to evaluate progress, the necessity for course conections, and evaluata results achieved. +�113�3�s'�� rr� txt�uil�t SUPPORT 388 P24 HUG �b 'y'� 14:�5 APPENDIX C CITY COCJ'NCIL GOALS -1997 The City Council established several goals for 1997. Those goals are reflected in the proposed budget narrative. Som� specific ways the budget supports those goals is as follows: Goal 1. Complete comprehensive plan and associated zoning ordinances to support causing and contralling development. The budget provides the personnel to participate in the planning process and its implementation. Funds from 1997 will be used to cover the cost of the comprehensive plan update. Goa12. Initiate community vision and acrions to attain that vision. The obj�ctive of this goal is to sustain the code enforcement program, meet with residents of "targeted" n�ighborhoods regarding development plans, as v�+ell as estahlish a community-wide vision for the future of Brooklyn Center. The budget contains monies for council visioning proeess with a faeilitator, as well as hunds to support tratning for the City Councii and Staff. The personnel who con�tuct the code enforcement activities are included in the budget: police, inspectors, prosecutor, and support personneL Goa13. Make visible the positive aspects and accomplishments of Brookiyn Center as a community while maintaining the momentum on code enforcement and continue to reach out to com.munity organizations. In addition to the items mentioned with reference to Goal 2, the bud et contains funds g for a community service officer in the in th� olice de artment usi existin ersonnel P P S P and a�rtici ation in the Association of P P Rental Mana�ers, and 6 rather than 4 newsletters per year. Goal 4, Establish a community-based information service and invite positive action by citizens that will generate citizen support for Council and administration of the city and identify options to the City for achievement of this goat, and in 1997 begin to implement approved options. The budgetary support for this goal Iies in the Comprehensive Plan work and it�ms identified above. Goa15. R.emove infrastructure impediments to the redevelopment af Brookdale, research funding sources, and continue discussion with Minneapolis. +0113032370772 EXECUTIVE SUPPORT 388 P25 AUG 26 '97 14:03 8ndgetary support lies in personnet levels and general protection (by not spending) the bond proceeds nacessary to support a regional pond and other work around Brookdale when ownership artd direction are determined. Also, work in 1996 to adjust the tax incrennent basis by removing and reinstating selected properties that have declined in value supports the goal by pmviding a potentiai tax increment base for deveIopment. Goal 6. Develop a five yeaz financial plan for the City of Brooklyn Center. The revamped budget presentation provides the starting point for developing and tracking financial goals, Goa17. Adopt a comprehensive development plan for the Ciiy of Brooklyn Center to address housing, redevelopment, transportation opportunities, etc. The bud�et support is described above for the comprehensive planning process. Goa1 S. Establish methods to evaluate/assess municipal opera�ions and the benefits derived from the City's interactions with oth�r entities and associations and determine the cost benefit derived far the City. The revised format will facilitate this work in the context also of the five year plan development.