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HomeMy WebLinkAbout1996-166 CCR1 its adoption: Member Charles Nichols introduced the following resolution and moved RESOLUTION NO. 96 -166 RESOLUTION ADOPTING GOALS FOR 1996 AND 1997 WHEREAS, the City Council has met in facilitated workshops to discuss goals and objectives for 1996 and 1997; and WHEREAS, the goals set forth in this resolution are the result of the discussions amongst the Council in the course of the facilitated workshops. 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: Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. a. 1996: Conduct public hearings Define Council input and direction b. 1997: Review draft plan incorporating Council development plan 2. Goal 2: Initiate community vision and actions to attain that vision. a. 1996: Operate a sustainable code enforcement program throughout the City. b. 1997: Review and revive code enforcement program as necessary Meet with neighborhoods in "targeted" areas regarding development plans Council work sessions to be initiated on establishing community -wide vision for the future of Brooklyn Center 3. Goal 3: Make visible the positive aspects and accomplishments of Brooklyn Center as a community. a. 1996: Keep momentum up on code enforcement and provide monthly reports to the residents b. 1997: Continue outreach to community organizations 1 1 RESOLUTION NO. 96 -166 4. Goal 4: Establish community -based information service and invite participation and positive action by citizens that will generate citizen support for Council and administration of the City. a. 1996: Identify options to the City for achievement of this goal b. 1997: Begin implementation of approved options 5. Goal 5: Remove infrastructure impediments to the redevelopment of Brookdale. a. 1996: Research funding sources and continue discussion with Minneapolis; have staff time available for allocation to project as required b. 1997: Continue process in 1997 if necessary, and as required 6. Goal 6: Develop a Five -Year Financial Plan for the City of Brooklyn Center. a. 1996: Identify and inform Council and citizens on current financial status of City Plan for 1997 b. 1997: Complete evaluation of 1996 plan and improve and update planning process to continue as a five -year plan (the plan will be updated annually for the next five years) 7. Goal 7: Adopt a comprehensive development plan for the City of Brooklyn Center which addresses, at a minimum, the following: Housing Riverwood Redevelopment 53rd Transportation opportunities a. 1996: Identify status of the subcategories identified in the goal and identify other areas which need to be included in the comprehensive development plan 1 1 RESOLUTION NO, 96 -166 8. Goal 8: Establish methods to evaluate /assess municipal operations and the benefits derived from the City's interactions with other entities and associations. a. 1996: Identify City involvement in various agencies and activities to determine cost benefit derived for the City Bring forth a municipal operations evaluation/assessment procedure and schedule various City operations for evaluation/assessment after the procedure has been approved by the City Council b. 1997: Continue the process for the evaluation of municipal operations and establish a process for the evaluation of the performance of boards and commissions August 26, 1996 Date ATTEST: ZL MX /</KAA±AgbX City Clerk Identify funding sources from the five -year financial plan Submit proposed priorities Complete analysis of the financial implications of each proposed item contained in the comprehensive plan Submit proposed priorities to Council for approval b. 1997: Implementation and extension of the comprehensive plan and planning process Q Mayor The motion for the adoption of the foregoing resolution was duly seconded by member Kristen Mann and upon vote being taken thereon, the following voted in favor thereof: Myrna Kragness, Kathleen Carmody, Debra Hilstrom, Kristen Mann, and Charles Nichols; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. I COMP�NY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL/CITY MANAGER TEAM-BUILDING AND LEADERSHIP WORKSHOP SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS PREPARED BY CARL H. NEU, JR. APRIL 30, 1996 Pro-Med Health Care Management Division Government Leadership Division Phone: 303/986-8487 General Management Systems Division Fax: 303/986-0223 8169 West Baker Avenue Lakewood, Colorado 80227 Mailin A ddress: P.O. Box 36308 Lakewood, Colorado 80236 I CITY COUNCIL/CITY MANAGER TEAM-BUILDING AND LEADERSHIP WORKSHOP SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS I. INTRODUCTION On April 27, 1996, the five-member City Council and City Manager of the City of I Brooklyn Center held a one-day City Council/City Manager Team-Building and Leadership Workshop. The primary emphasis of this workshop was to increase the teamwork and leadership effectiveness of the governing body and to create a framework for a subsequent goal-setting workshop in which the governing body would establish long-term leadership priorities and directions for the community. II. KEY ACTIVITIES AND CONCLUSIONS A. Review of Council Performance Factors After a short orientation conducted by the Consultant on municipal leadership concepts, the participants examined the following areas: Review of Council meetings and governing body effectiveness Conflict resolution processes and styles Factors the Council wishes to address relative to its future pertormance 1. Review of Council Meetings and Governing Body Effectiveness The participants, using the two forms contained in Appendix A, concluded the following: a. Overall, Council meetings were seen as generally productive and effective relative to the twelve factors examined in the Council Meeting Status Checklist. b. With regard to the eight items examined in the City Council Report Card, the following general conclusions were reached: The Council frequently is affected by "special interests" within the community which try to influence its decisions and performance. There is a tendency within the governing body to micromanage administrative elements and issues within the City. The working relationship between the Council and the City Manager is seen as improving greatly. Although, there remain some concerns about the administrative I staff immediately below the City Manager level. There is a desire within Council among the members to emphasize the sharing of relevant information with each other about issues before the Council and to establi sh o ortunities for this information sharin at PP J regular Council meetings and special work sessions. There is a need for Council to establish clear direction for each of the City's boards and commissions so that each appreciates its role and charge as defined by the City Council. 2. Identification of those items that Council is seen as doing "well" and those areas where "improvements" are needed. The participants were divided into two subgroups and asked to identify those things that they felt the Council did well and those areas where improvements could be made to the benefit of Council performance and effectiveness. a. Observations of Group 1 Areas where improvements Things Council does well could be made Meetings are short and Communications and the cordial sharing of information within the Council Council represents Establishing rules for the constituents well and conduct and format of responds to constituent meetings needs Council is open to Focusing on the "big setting policy picture" and avoiding microfocuses that tend to bog the Council down in little details Communication with the public on what is being done by the Council and the City 2 b. Observations of Group 2 Areas where improvements Things Council Does Well could be made Resolution of code Conflict resolution enforcement problems Staying on track at Publicizing positively meetings Council issues Making effective use of Publicizing the "good" of outside resources the City Continuing to improve Bench marking and citizen participation on adopting ideas from the commissions other cities that could be applied within Brooklyn Center Not enough leveraging of the relationship with Minneapolis 3. Identification of Issues/Factors Working FOR and AGAINST Council Performance Effectiveness The two subgroups were then asked to conduct a force field analysis of factors working for and against effective Council performance. a. Observations of Group 1 FOR AGAINST Shared goals Local politics and special interest groups Desire to improve the City Differences of philosophies among Council members Council-Staff relationships Slow or absent resolution of are improving conflict Manageable financial status Citizens' comfort level at Council meetings 3 Inviting atmosphere established for our youth: scouts civic classes awards from HR and RC Council members work on commissions and other external organizations b. Observations of Group 2 FOR AGAINST Positive perceptions of Political/special interest the community and groups that try to affect Council Council Motivated Council: Perceptions that various positive citizens have of: orientation the Council genuineness crime within the not self- City interested property Consistency in: Uncertainty about voting Brookdale direction to staff Aging infrastructure and demographics of the City Past spending habits of the City 4. Ot her Observations made by the Participants Following the discussions of the above-listed items, four additional general observations were made by the participants: The Council needs to assertively reestablish its leadership vis a vis special/political interest groups of the City. There is a need to improve coordination between the City Council and the various boards and commissions. Various administrative processes need to be reviewed and streamlined to ensure the most effective use of resources. 4 B. Conflict Resolution Processes and Styles Conflict resolution is a factor common to all human relationships and work groups including City Councils and Council-Staff teams. The participants reviewed an essay on the conflict management process and then completed the Thomas Kilmann Conflict Mode Instrument which allows individuals to assess their personal conflict resolution tendencies. The results from the Thomas Kilmann Conflict Mode Instrument were provided to each individual at the conference for their personal review of their conflict handling styles. Descriptive material regarding each of the five behavioral options available in conflict resolution and interpretation of individual scores are contained in the participant workbooks and the reading materials incorporated into the Thomas Kilmann Conflict Mode Instrument. C. Factors the Council Wishes to Address Relative to its Future Performance The participants in the latter part of the workshop examined a number of issues outlined below: 1. Manager evaluation process and response of the City Council to the Charter Commission. The Council's response includes four elements: a. Expectations guiding the Manager's performance for the first six months. The Council decided that during the first six months in his position, the new City Manager was to emphasize the following; The bud et rocess and all factors related to it 9 P Code enforcement Public facilities Becoming acclimated to the City. b. Establishing long-term goals for the City In a subsequent workshop to be scheduled for the month of May or June, the City Council will establish long-term goals for the City of Brooklyn Center following the twelve-step municipal goal-setting process outlined in Appendix B. 5 c. First City Manager evaluation Per the City's contract with the City Manager, first evaluation is to be completed by the end of June. d. Term of contract and time for City Manager evaluation The City Manager's contract is indefinite. Council, however, concluded that it would like to review the contract annually for the period of January 1 through December 31 st of each year. Council also wishes to conduct the City Manager's performance review during the month of September and establish the City Manager's salary that will take effect at the following January. 2. Rules and Procedures Governing Council Meetings The participants concluded the following relative to rules and procedures governing Council meetings: a. The Council will follow Roberts Rules of Order for the conduct of its meetings. b. Council would seek the guidance of a parliamentarian on conducting meetings effectively following Roberts Rules of Order. c. A Council-driven agenda will be established for at least some of the work sessions (Council members will have input into establishing the agenda). d. Council will notify residents of the Rules of Order to be followed at various meetings by reviewing these rules at the beginning of the meeting either verbally or in writing with the attendees. 3. Major Accomplishments/Tasks that the Council wishes to achieve during the remainder of 1996. The following items were identified: Complete the goal-setting process mentioned above Achieve improvements in parliamentary procedures for the conduct of ineetings Become involved earlier in the budget establishing process 6 Establish future planning horizons of five years for decision making Work constructively to resolve conflict that occurs within the group. 4. What Does Council Wish to Achieve Relative to Boards and Commissions The following conclusions were established: City Council should review its relationship with each board and commission and prepare to meet with each board and commission individually.. Schedule individual meetings with each board and commission between now and February, 1997. During these meetings, the mission, structure, and relationship with the City Council of each board and commission will be examined and discussed. Each board and commission will be asked to establish and present to City Council a definite work program governing its activities. City Council will approve each board and commission's work program before it is to be implemented by that board or commission. 5. Examination of roles of the Mayor, Council Members, and City Manager Role consists of two primary elements: Function Pertormance (behavior of the incumbent) Function is the formal description of the duties and responsibilities assigned to the position irrespective of incumbency. Performance has to do with how an incumbent in that position carries out those roles and responsibilities through his/her behavior. 7 a. Role of the Mayor Function Performance City representative to the Attendance at functions community and other and meetings organizations Facilitator of Council Control the flow and meetings order of ineetings and ensure compliance with standard rules and policies Educator of the Provides appropriate community facts and information b. Role of Council Members Function Performance Provide direction and Annual review of guidance to City Manager and provision Manager of specific directions Set Policy Annual and semiannual retreats and follow-up that focus on City direction and purpose and policies necessary for the achievement of both. Establish vision for the Ask where and what you City want the community to be. Act as a group Out in the community, use the word "we" when making references to the Council Focus on important No "cheap" votes issues Share information Work sessions and liaison reports Be ambassador for the Represent City in various City forums. 8 c. Role of the City Manager Function Performance Administer City Carry out Council direction and policy and coordinate both with staff Be an information source Provide timely to the City Council information to the City Council Assist City Council in Provide information and formulation of policy insights necessary to provide this assistance to Council Be an ambassador of Represent the City Brooklyn Center Council's policy 6. Next Steps (Follow-up to the April 27 meeting) The Council defined the following next steps in follow-up to the April 27 meeting: a. Establish a five-year perspective and goals for the City b. Continue to work on items listed above. 9 COMPt�NY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL/CITY MANAGER TEAM-BUILDING AND LEADERSHIP WORKSHOP: VISIONING AND GOAL-SETTING WORKSHOP CONDUCTED ON MAY 30, 1996 SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS PREPARED BY CARL H. NEU, JR. JUNE 12, 1996 Pro-Med Health Care Management Division Government Leadership Division Phone: 303/986-8487 General Management Systems Division Fax: 303/986-0223 8169 West Baker Avenue Lakewood, Colorado 80227 Mailing Address: P.O. Box 36308 Lakewood, Colorado 80236 CITY COUNCIL/CITY MANAGER TEAM-BUILDING AND LEADERSHIP WORKSHOP: VISIONING AND GOAL-SETTING WORKSHOP CONDUCTED ON MAY 30, 1996 SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS I. INTRODUCTION On April 30, 1996, the five member City Council and City Manager of the City of Brooklyn Center conducted a sequel one-day workshop following the Team- Building and Leadership Workshop conducted on April 27. The purpose of this latter workshop was to continue the process and establish a vision and goals for the City. II. KEY ACTtVITIES AND CONCLUStONS A. The Visioning Process As presented in the opening remarks for the workshop, the strategic thinking and goal setting are rooted in a basic vision defining a desired future for the community at a specified date in the future. Once the visions have been created, the participants share their respective visions and determine what are the elements that are common to a majority of the vision (consensus points) and where are there areas of significant disagreement (points of divergence). The next step then is to determine what are the critical strategic factors and issues that will have e�ctraordinarily strong influence over the future of its community (destiny shapers). Finally, the participants then formulate long-term goals (3-5 year horizon) and specific pertormance objectives for addressing these critical issues and achieving the community's desired future. A copy of a 12-Step Municipal Leadership Process articulating these concepts is included as Appendix A to this report. B. Consensus Points The following items were determined to be themes or concepts included in a majority of the visions presented by the Council Members and the City Manager: 1. Neighborhood "unique features" such as trees, etc. 2. Retention and expansion of green space throughout the City. 1 3. Housing diversity: Income Ages Ethnic mix 4. Commercial development: Expanded Focused in specific areas throughout the City 5. Urban village neighborhoods (moldable uses included in neighborhoods such as shopping, offices, etc., which allow the neighborhoods to have a degree of self-sufficiency and conveniences for the occupants) 6. Transportation and personal mobility features 7. Brooklyn Boulevard is a"focal point" for the City 8. Highway 694 is an asset for the City and there will be increased utilization of this asset 9. Population doesn't expand significantty over the next 10-year horizon. In fact, it may decrease slightly because of "purposeful" policies adopted by the Council which will change demographic trends. (If we, the City, do nothing, population surely will increase) 10. Housing: Promote construction of "selected" senior housing facilities in specific locations Reduce number of apartments by redefining the City's standards and codes pertaining to apartments 11. Improve aesthetics/look of Brooklyn Center through code enforcement y 2. Better use of natural amenities such as lakes and rivers 13. Create an understanding of the "reality" of Brooklyn Center throughout the metropolitan area (this is seen as an image and reputation issue for the City) 14. Integration of recreational facilities that bring diverse populations together plus meeting their recreational needs 2 15. Brookdale what will it evolve into to meet the needs for the year 2000 to 2010? Brookdale is seen as an asset to the City, a"place marker" and as a center of the City. It is necessary to find uses that are acceptable to the community and to the market, while remaining sensitive to the fact that Brookdale is the center of the community. 16. Curbs and gutters C. Points of Divergence The following areas represent points where there were significant differences among the visions presented by the Council members and the City Manager: 1. Senior housing 2. Impact of technology on the community: Transportation Home work (increase in the number of people who work/tele- commute from home) 3. Role of City in senior housing and economic issues (the extent to which the City should provide subsidies, concessions, etc.) D. Critical Strategic Issues and Performance Factors Critical strategic issues and performance factors are seen as those fundamental issues that will have extraordinary influence over the future of the community and its eventual destiny. The purpose for the identification of these issues is to ensure that the governing body of the City exercises, to the fullest extent possible, decisive leadership over these issues and the direction they take in affecting the future of the City. The following critical strategic issues were identified: 1. Consistency and adequacy of funding sources to meet future community needs 2. Community support and buy-in for the Council's vision and required actions for the achievement of that vision 3. Intergovernmental cooperation/permission (the City needs to avoid being co-opted by other entities such as the State and the County) 4. Housing tax base; is it sufficient to fund City needs or does the City need to diversify its tax base for future expanded revenues 3 5. Redevelopment direction of Brookdale 6. Dealing with and appreciating the impacts and consequences of changing technology, work styles, and life styles on the future of the community (staying in touch with the vision and changing realities that emerge) 7. Planning and codes to cause and control development as the City wishes it to occur in the future 8. Defining and remaking Brooklyn Center's image within the metropolitan area 9. Dealing -with potential crime impacts that could affect the City's future and its desirability as a place to live and do business 10. Transportation E. Proposed Goals Goals are statements of leadership direction and priority that will guide decision making and resource allocation for the community toward the achievement of its desired future. The goals act as the basis for developing annualized specific performance objectives and budget allocations. Each member of the Council and the City Manager were asked to develop up to six proposed goals that would address the critical performance issues necessary for attainment of the City's desired future as presented in the vision presentations. After the proposed goals were formulated, each Council member and the City Manager was asked to identify his/her top priority goals. The number of individuals selecting each of the goal statements listed below as his/her top priority is included in parenthesis after the goal statement. The following goals were proposed: 1. Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. (Council members 4; City Manager 1) 2. Initiate community vision and actions to attain that vision. (Council Members 4; City Manager 1) 3. Make visible the positive aspects and accomplishments of Brooklyn Center as a community. (Council Members 5; City Manager 0) 4. Establish community-based information service and invite participation and positive action by citizens that will generate citizen 4 support for Council and administration of the City. (Council members 3; City Manager 0) 5. Remove infrastructure impediments to the redevelopment of Brookdale. (Council members 4; City Manager 0) 6. Develop a 5-Year Financial Plan for the City of Brooklyn Center. (City Council 5; City Manager 1) 7. Adopt a comprehensive development plan for the City of Brooklyn Center which addresses, at a minimum, the following: Housing Riverwood Redevelopment 53rd Transportation opportunities (Council members 5; City Manager 1) 8. Establish methods to evaluate/assess municipal operations and the benefits derived from the City's interactions with other entities and associations. Each of the goals listed above was supported as high priority by a majority of the Council members. F. Specific Objectives for Selected Goals for the Remainder of 1996 and for 1997 The Council members were asked to identify an initial set of proposed annualized objectives for each goal. These objectives were to apply to the remainder of 1996 and 1997. 1. Goal 1: Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. a. 1996: Conduct public hearings Define Council input and direction b. 1997: Review draft plan incorporating Council development plan 5 2. Goal 2: Initiate community vision and actions to attain that vision. I a. 1996: Operate a sustainable code enforcement program throughout the City. b. 1997: Review and revive code enforcement program as necessary Meet with neighborhoods in "targeted" areas regarding development plans Council work sessions to be initiated on establishing community-wide vision for the future of Brooklyn Center 3. Goal 3: Make visible the positive aspects and accomplishments of Brooklyn Center as a community. a. 1996: Keep momentum up on code enforcement and provide monthly reports to the residents b. 1997: Continue outreach to community organizations 4. Goal 4: Establish community-based information service and invite participation and positive action by citizens that will generate citizen support for Council and administration of the City. a. 1996: Identify options available to the City for achievement of this goal b. 1997: Begin implementation of approved options I 5. Goal 5: Remove infrastructure impediments to the redevelopment of Brookdale. 6 a. 1996: Research funding sources and continue discussion with Minneapolis; have staff time available for allocation to project as required b. 1997: Continue process in 1997 if necessary, and as required 6. Goal 6: Develop a 5-Year Financial Plan for the City of Brooklyn Center. a. 1996: Identify and inform Council and citizens on current financial status of City Plan for 1997 b. 1997: Complete evaluation of 1996 plan and improve and update planning process to continue as a 5-year plan (the plan will be updated annually for the next 5 years) 7. Goal 7: Adopt a comprehensive development plan for the City of Brooklyn Center which addresses, at a minimum, the folfowing: Housing Riverwood Redevelopment 53rd Transportation opportunities a. 1996: Identify status of the subcategories identified in the goal and identify other areas which need to be included in the comprehensive development plan Identify funding sources from the 5-year financial plan Submit proposed priorities Complete analysis of the financial implications of each 7 I proposed item contained in the comprehensive plan Submit proposed priorities to Council for approval b. 1997: Implementation and extension of the comprehensive plan and planning process 8. Goal 8: Establish methods to evaluate/assess municipal operations and the benefits derived from the City's interactions with other entities and associations. a. 1996: Identify City involvement in various agencies and activities to determine cost-benefit derived for the City Bring forth a municipal operations evaluation/ assessment procedure and schedule various City operations for evaluation/assessment after the procedure has been approved by the City Council b. 1997: Continue the process for the evaluation of municipal operations and establish a process for the evaluation of the performance of boards and commissions III. RECOMMENDATIONS The following recommendations are made for the Council's consideration: a. The goal statements should be refined and adopted by resolution as the official goals directing the leadership priorities of the City of Brooklyn Center and its Council. b. The staff should present to the Council Management Action Plans (MAPs) for 1996 and 1997 for review and approval. These Management Action Plans (MAPs) should be updated annually with Council approval. c. Council should select a community visioning process it wishes to pursue that will bring extended citizen participation into the process. d. Council should revisit its goals and Management Action Plans (MAPs) on at least an annual basis to insure their currency and to make necessary revisions. 8