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HomeMy WebLinkAbout2004 08-07 CCM Planning Session with Facilitator �S C�Mp�NY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP WORKSHOP Conducted on August 7, 2004 SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS Submitted by Carl H. Neu, Jr. August 9, 2004 ONeu and Company and the Center for the Future of Local GovernanceT"', 2004 CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP WORKSHOP Conducted on August 7, 2004 SUMMARY OF KEY OBSERVATIONS AND CONCLUSIQNS MADE BY THE PARTICIPANTS Submitted by Carl H. Neu, Jr. August 9, 2004 I. INTRODUCTION On August 7, 2004, the Mayor, three City Council members, City Manager and Assistant City Manager of Brooklyn Center conducted a City Council Leadership Workshop. A copy of the objectives and agenda for this workshop is included in this report as Appendix A. II. SUMMARY OF KEY OBSERVATIONS AND CONCLUSIONS MADE BY THE PARTICIPANTS. A. Review of Major Accomplishments and Major Frustrations Experienced by the City and City Council during the last 12 Months. The City of Brooklyn Center, like most cities in the state of Minnesota and throughout the country, has been experiencing many challenges, fiscal pressures and changing political conditions that affect dramatically the nature of the issues confronting it and its ability to deal with these issues. The purpose of the assessment of major accomplishments and major frustrations experienced during the last 12 months is to establish a comprehensive and balanced perspective about all of the things that the City and the Council have managed to achieve in spite of these challenges and pressures. 2 l. Major Accomplishments and Major Frustrations Experienced during the last 12 Months. Maior Accomplishments Major Frustrations Street, curb, and gutter Revitalization efforts (still program (revitalization) have a lot to do) Code Enforcement Money (availability of funds, especially with declining LGA) Crime mapping (prevention Code enforcement (ability and anticipation) to sustain on a continuous basis) 69` Street Development Opportunity Site (need for well-thought out plan) Handling LGA cuts Liquor store and Earle Brown profitability Traffic enforcement Crime issues (publicized armed robbery instances) Twin Lake LGA and its impact on the City's budget Park improvements (quality Joslyn land area (unresolved of life) issues): roads water level final work to be completed Highway 100 development Assessing citizens' evaluation of council performance 694 Highway construction What is "the overarching plan" for Opportunity Site? Joslyn development Traffic issues Radisson Hotel 3 ARM Association (rental management) National Night Out Transit hub under construction Viewpoint New library New Earle Brown School 2. General Conclusions about Major Accomplishments and Majar Frustrations Experienced during the last 12 Months. Upon reviewing the Summary of Major Accomplishments and Frustrations, the Council reached the following general conclusions: a. The City and the Council have accomplished a great deal given the challenges and declining financial situation the City has been experiencing. b. The City's ability to deal with many of the issues it is facing requires a high level of interdependence or collaboration with other agencies. c. The City is facing real fiscal pressures The City needs to work closely with other agencies to affect this issue, not only for Brooklyn Center but for many municipalities throughout the State. d. A big picture perspective is needed by the City to achieve the accomplishments it desires because of the interdependence the City has with the State and other agencies affecting its ability to accomplish its aspirations. e. There is a definite need to focus on a few "most critical issues" the City needs to address to position itself for the future strategically and to reverse the decline in municipal revenues stemming primarily from the decrease in LGA funds. 4 B. City Council Goals for the Year 2005. l. Critical realities affecting the City s options for the year 2005. As an introduction to the goal-setting process, the participants spent time identifying the following critical realities that are going to affect dramatically the City's options and abilities as it addresses major factors affecting the nature and quality of the future of the community and its ability to sustain service delivery consistent with citizen desires and expectations. The following critical realities were identified: a. The "Opportunity Site" existing within the center of the city represents a vital and strategic opportunity for redefining and enhancing the future image, prosperity, economic vitality, and residential/commercial/business components of the city. The development of this Opportunity Site is of extreme importance and must be addressed with extraordinary council and city staff efforts to ensure the creation of a new and vibrant Brooklyn Center "Downtown" blueprint and eventual reality. b. The City budget situation is becoming increasingly more serious due to continuous declines/shortfalls in LGA funding which already total $3.4 million for the 2004 budget. Additionally, the City could lose the rest of its LGA funding from the State. The only ap�arent manner in which significant revenue increases can be derived to support the general fund during the next three to five years is through a tax increase. The economic development occurring in the City probably will not produce appreciable revenue increases unti12010 and beyond. c. The combination of having to seize the potentials the Opportunity Site affords the City and to address the funding situation necessitates that the City focus most of its energies, both council and staff, on these two critical issues. This means that the City's ability to enhance or expand current service levels and quality, or to take on additional programs will be severely limited; possibly non-existent for the immediate future. The current general fund budget, if increased through regular t� increases over the next several years, may be capable of sustaining current service levels and quality. 5 d. The Council and Staff, during the year 2005, will have to do the following: Focus their primary energies on dealing with the opportunities arising from the Opportunity Site and addressing the impact of funding realities that the City will experience for the next several years. Communicate strongly to the community the absolute importance of these two issues. Manage citizen expectations about what other things the City will be capable of doing above and beyond sustaining current service levels and quality. In short, the City can not take on new projects or commitments other than the two high-priority items mentioned above and sustaining to the fullest extent possible, current service levels and quality. 2. Goals for 2005 a. Goal No. 1: Create a new Brooklyn Center "Downtown" blueprint. (Opportunity Site Brooklyn Center's Central Business District) (1) Issue: Defining and building the future "Downtown" of Brooklyn Center. (2) Long-term outcome: creation of an exciting and successful "mixed-use" Downtown for Brooklyn Center. (3) Benefits: a new image and exciting experience for our community's benefit and future expanded commercial tax base attracting new businesses and supporting current businesses new excitement about Brooklyn Center and its Downtown area utilization of a prime location "greening" of Braoklyn Center creating a whole new image for the City 6 attracting new residents to the community. (4) Focus 2005: Establish a well-defined process for receiving public input and participation and defining the key components and parameters desired for the area. (Meetings, Charettes, etc.) Define key components and parameters desired for the future development of the area. Solicitation of proposals from developrnent communities. Revise of the City's Comprehensive Plan and related Zoning Ordinances. Amend the current funding (T.I.F. Tax District 3) mechanism. Issue bonds. Acquire property. b. Goal No. 2. Continue funding of community services. (1) Issue: City's ability to sustain its current service levels and quality given current funding situations and declines in LGA funds from the State. (2) Long-Term Outcome: The long-term outcome will be determined by which choices the City makes pertaining to funding of City services. The following four approaches need to be taken: Defining options which might include levy increases, reducing costs, a mix of both. Prioritizing city services so that available funding can be directed to high-priority services. 7 Selecting the option or options the city wishes to pursue relative to revenue generation and funding of city services. Implementing that option and adjusting city service levels accordingly. (3) Benefits: Establishing realistic expectations among the citizens about what services the city can provide given current funding realities and options. Prioritizing services so that if service cuts are required as a result of funding decreases, available funding will go to the higher-priority services. Seek means of increasing revenues. (4) Focus 2004: Council meeting with City Finance Commission to establish levy for 2005. Council adopting mil levy increase for 2005. (5) Focus 2005: Definition of projected equipment needs and unfunded future costs anticipated in each of the City's deparhnents. Support legislative change in LGA formula (work with AMM and legislative representatives). Develop council consensus on service funding priorities. Communicate with the community that the council is working strongly on building a stronger future for the City through concentrating its efforts on the Opportunity Site and the benefits that can ensure from it for the entire community. 8 c. Goal No. 3: Sustain Code Enforcement, Crime Prevention, and Traffic Enforcement Efforts. d. Goal No. 4: Continue the Street Reconstruction Program. Important Note: Goals 1 and 2 become the "super ordinate goals" that will be absorbing most of the council's leadership and the municipal staff's management capacity during 2005. Goals 3 and 4 are reflective of the council's commitment to sustain the efforts these goals addressed because of their extreme importance to the community. C. City Council City Manager Wor'ng Relationships The responses received from the council members to the Pre-Workshop Questionnaire, a copy of which is attached to this report as Appendix B, identified a number of issues pertaining to the City Council-City Manager relationship. The issues identified included: How does the City Council and its members know what is going on within the City, and what are the concerns that may exist among the City's employees? What is the best way to evaluate the City Manager's performance? What are the appropriate communications channels and means that should exist within the City? How do Council members handle information they receive from the public about perceived problems within City operations and practices? Because 2 City Council members were absent, it was not possible to discuss these issues fully and develop a consensus on what actions the council may wish to take, if any, relative to these issues. It is recommended that this discussion be continued at the scheduled February 5, 2005 City Council Leadership Workshop. 9 D. Elections 2004 Pri or to the elections of 2002, the Council and Crty Manager established a protocol defining to how information would be provided to candidates during the election process. It is recommended that this protocol be published for the benefit of the Council and all candidates so there is a clear understanding of how information can be obtained, to whom it will be distributed, etc., throughout the entire election process. E. Dates for 2005 The suggested date for the next City Council Workshop is February 5, 2005. Suggested topics for this workshop include the following: Orientation of all Council members on: How this City Council conducts its business in terms of ineeting procedures and protocols. The City Council-City Manager Partnerships with emphasis on roles and relationships within the partnerships, and how Council members, Manager and Staff inembers should communicate with each other. Establishing a new Vision for the City Council and the City. Establishing a Mission Statement. Creating an Operating Philosophy Statement defining the values and principles that will govern the Council's conduct and service provided to the community. Reviewing and updating the Goals for 2005 to reflect current information on City finances and input from newly-elected Council members. Discussion of establishing the City Manager Evaluation Process desired by the Council. Team building within the Council. 10 IIL RECOMMENDATIONS FROM THE FACILITATOR A. Goals for 2005. It is recommended that the Council and City Manager do the following: 1. Review the four proposed Goals to ensure that the wording reflects Council's desires and what it wishes to communicate to the community. 2. Establish the means to emphasize that Goals 1 and 2 are the primary focal points of the Council and City Management for the year 2005 because of their extraordinary importance, both to the future of the community and its ability to sustain currently its capacity to deliver services. 3. The City Council and Staff move aggressively towards implementing the action steps for Goal No. 1 with particular emphasis on expanded communications throughout the community and garnering citizen input and participation in the process for establishing the key concepts and parameters desired for the Opportunity Site. 4. Communicate aggressively with the citizens the reality of the City's financial situation and the implications that emerge for the next three to five years in terms of taxation, service levels and quality, and the expectations the citizens have about what the City can delivery to and do for them. B. Council Meetings and Council-Manager Relationships. The following recommendation is offered: The issues, identified II. C. above, should be considered for possible discussion by the full council at its scheduled February 5, 2005 Leadership Workshop. This would afford an opportunity for the full council to identify what actions it may wish to take relative to any of these issues. 11 coMpnN� City of Brooklyn Center, Minnesota City Council Leadership Workshop August 7, 2004 8:30 a.m. 5:00 p.m. 1. Objectives Upon completion of this workshop, the participants will have: a. reviewed the major accomplishments of the City Council during the last twelve months b. identified the major challenges and issues the Council, Manager, and City will have to confront with a strategic and assertive leadership stance during 2005 and beyond c. defined from a"big picture strategic perspective" the results/outcomes City Council desire to achieve relative to the major challenges and issues it must confront d. established City Council's proposed goals for 2005 e. defined, within the context of the City Council-City Manager/Staff Partnership, the following: 13 the expectations the Mayor, Council members and City Manager have about the res ective roles of and contributions needed from each p other in achieving the results and goals desired by City Council strategies for strengthening the performance of, and working relationships between, City Council and the City Manager. City Manager evaluation process. f. identified strategies and processes for: increasing the ability of City Council to focus on leadership issues increasing the effectiveness and productivity of city council meetings enhancing the contribution of council members toward achieving effective council meetings, performance and constituency representation enhancing and applying the "success factors" of team work within council. g. addressed issues council members have identified in the pre-workshop questionnaire as "topics for discussion". h. addressed "Elections 2004" "How are tliings shaping up?" ground rules City will follow pertaining to candidates issues that need to be debated during the election campaign council member expectations about their role influence behavior in the forthcoming elections. 2. Agenda a. Pre-workshop Questionnaire b. August 7, 2004 8:30 a.m. Welcome, Introductions, and Review of Workshop Obj ectives 8:45 a.m. Last 12 months: Review of Accomplishments 14 9:00 a.m. Looking Ahead: Major Challenges and Issues Confronting Brooklyn Center 2005 and Beyond 9:30 a.m. Pre-Workshop Questionnaire Feedback 10:15 a.m. Key "big picture strategic" outcomes/results Council desires relative to the challenges-issues confronting the City. 11:00 a.m. Goals 2005 12:00 Noon Working Lunch The City Council-City Manager Partnership for Goal Achievement 1:00 p.m. City Council Leadership and Team Building: Strategies for Achieving and Sustaining High Performance as a Governing Body. 4:00 p.m. Elections 2004 4:45 p.m. Date for 2005 Workshops 5:00 p.m. Conclusion 15 I City of Brooklyn Center, Minnesota Summary of Pre-Workshop Questionnaire Responses 4 Respondents 1. Personal Information on Participants 2. What, in your opinion, are the really major challenges/issues confronting the City of Brooklyn Center: 2005 and beyond? No vision for the future in terms of redevelopment Future of Brookdale and its effect on surrounding area and tax base Lack of funding from State Decrease of LGA Decreasing percentage of owner-occupied housing Population needs and desires with aging and more diverse population Lack of control and equity in discussions in terms who talks and for how long. Communication barriers between Council and city staff Council and citizenry, Counci� and other Council members Large of immigrants moving in housing, code, gang issues associated with this Role of City Manager amount of control and authority Overarching plan for development which pulls together the myriad individual plans that have been commissioned and reported on over the years (Brooklyn Blvd., Opportunity Site, Twin Lake Management, Walk and Wheel Trails...) Feax of new council member may be uninterested, uninformed or unwilling to be productive councilmember Redevelopment Plan 17 Increasing residential property ta�ces from rising home values, decreasing C/I property values and tax rates, TIF recovery periods, inflation, loss of businesses, school funding issues, and cost of government at local and State leveL Negative image Money, Money, Money. Gang issues (Asian) Single family homes being purchased and rented out fair market rate and Section 8 3. City Council Performance: a. Compared to a year ago, in your opinion, has the City Council become (check one): More functional/productive _1 Less functional/productive _3 Stayed about the same Directly relates to above concerns of lack of control and equity. We still do not function well as a team. as a governing and policy setting body? b. What has contributed to or affected City Council's overall performance as a governing-policy setting body? Things/Factors that have Things/Factors that have Increased or Promoted Council's Reduced or Inhibited Council's Functionalitv and Productivitv Functionalitv and Productivitv We primarily agree on most major Not following our approved issues and it makes meetings go discussion rules smoothly typically! Getting to now each other better Grandstanding 18 Retreats Unfairness in amount of time dedicated to discussion items. One council member sometimes dominates the discussion and does not cede the floor Pre-meeting study session has Rehashing old issues or discussing helped somewhat things with tons of questions without vocalizing specific concerns Improved structure of ineeting Monopolizing the floor protocol Change of local editor at SunPost Lack of funds to do all we'd like to (to Sarah) do No action items for Council members between meetings other than the regular liaison role Lame duck attitudes and levels of (non) participation Goals may need to be pared down and refined Attitude that the City Manager is always right (99%) Frustration Having Mayor AND Council member both belong to same organization: AMM 2 years in a row) Attitudes of superiority and competitiveness Symbolism over substance actions (City Mgr. Asst City Mgr. New Finance Director raises vs. a hard I stance on Council compensation. 19 I No effective Parliamentarian; impatience, rudeness and lack of civility or RR of Order Communication obstacles: email restriction, city staff communication restriction, excessive "off-camera" stuff People's double standards Unknown reason of argument regarding comment from Mayor: "You're only 1 of 5— tile others may not agree with you" People being in a hurry to leave Study Session Council Meeting EDA Work Session may affect Attitude that it's ore important to "SECOND!" a motion than to think about the proposal, second� mostly automatic. Commission appointment issues Agenda item surprises/consent Agenda Council unaware how city staff perceives their Manager Term "micro manage" as opposed to "the buck stops here" Same people appointed to same liaison roles little cross traimng/experience 20 4. At the August 23, 2003 workshop, we addressed the issue of Effective Council Meetings. a. What "gains" have been made in improving council meeting effectiveness? Not many We tried to follow the new rules and that didn't last long. One step forward 2 steps back Mayor doesn't rush things through and direct everything to go how she might like is more fair. We have a chance now though people are tapping pens, leaving, talking to bring up subjects of desired discussion at each meeting. b. In your opinion, what still needs to be addressed or done to increase council meeting effectiveness? Mayor: control discussion Full and fair debate using RR of Order if people don't like that they shouldn't be in government which is based on rules of fair debate and civility. Council Members: realize that while we have different views, we all deserve the opportunity to share those. A better understanding of Roberts Rules of Order. Keeping to subject, not going off track on questions. Attitude that Council needs some feedback and interaction with staff in order to make fully informed decisions. Council members need to study information on agenda, formulate questions so they pertain to the issue at hand and come to tne meeting prepared to operate with some level of efficiency. c. Other observations about City Council meetings (regular meetings, work sessions, and study sessions). We always seem to be in a hurry to get out. If I have a question that takes 2-5 minutes, is it that much of a hardship? 21 Would prefer no pre-meeting study session. One council member tends to monopolize the conversation during on camera meetings. 5. In your opinion, what are the most important topics we should address during the workshop? We may need to pare down and prioritize goal list, to better fit budgetary constraints. Tonic Outcome/Result Desired Long-term redevelopment Have a majority supported of opportunity site plan! Pare list of goals Better use of resources Get the Mayor to have the A meeting I want to go to discussion rules ready and and getting something follow them. Also, have done! statements or questions ready to help stop problems. Council consideration of Meetings are more efficient meeting agenda items and and businesslike staying "on topic" with questions Stating things as though More congeniality and they are an opinion of one, respect throughout the when in fact, all of us share council. it. Makes it look as though the remaining council doesn't agree. Staff/residents unified voice. Whether to continue having Are they doing any good? these workshops Full and fair debate what does that mean to YOU Role of City Manager how 22 much control and authority is enough? Dropping study session portion of ineetings what's the point we're told to just ask our questions beforehand anyway and then we re-ask them on camera (good but redundant) or not (not always good) Communication obstacles why can't we remove them and how can we work effectively with them? Future viability of being stand-alone government entity given the cost of government and BC's economic demo's. Robert's Rules of Order and Parliamentarian who's in charge? BC's interactions with State Reps? 6. Other comments or observations you wish to make. 23