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HomeMy WebLinkAbout1996 05-30 CCM Planning Session with Facilitator 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