HomeMy WebLinkAbout2010 01-23 CCM Planning Session with Facilitator • llosevit/a Professional Center • Suite 511 • 2233 N. HdIl7line Avenue • Roseville, MN 55113 (651) 434-1335
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2010 LEADERSHIP - PLANNING
TEAM BUILDING RETREAT
EXECUTIVE SUMMARY
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2010 LEADERSHIP — PLANNING —TEAM BUILDING RETREAT •
Page
INTRODUCTION ............................................... ............................... 1
it INTRODUCTORY REMARKS .............................. ............................... 2
III COMMUNICATION ENHANCEMENT .................... ............................... 3
IV REVIEW OF PROGRESS ..................................... ............................... 3
V LEADERS AND MANAGERS ARE BEING CHALLENGED ......................... 3
VI THE CITY'S MISSION AND VALUES STATEMENTS . ............................... 4
VII CHANGES AND EXTERNAL FORCES THAT HAVE AND ARE EXPECTED
TOIMPACT THE CITY ......................................... ............................... 4
VIII ISSUES AND OPPORTUNITIES FACING THE CITY .. ............................... 4
IX THE CITY'S STRATEGIC AND ONGOING GOALS ..... ............................... 4
s
X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS ................. 5
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS
AND DESIRED OUTCOMES ................................... ............................... 5
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES...... 5
XIII WORKING AS A TEAM — UNDERSTANDING WORK BEHAVIOR STYLES....... 5
XIV ROLES AND RESPONSIBILITIES ............................. ............................... 6
XV EXPECTATIONS AND CONTRIBUTIONS .................... ............................... 6
XVI CLOSING REMARKS ............................................. ............................... 6
XVII EVALUATION OF THE RETREAT .............................. ............................... 6
XVIII RECOMMENDED FOLLOW -UP ACTIONS ................... ............................... 7
ATTACHMENTS..................................................... ............................... 8 -52
• THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2010 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT
t INTRODUCTION
The council members, city manager, and department heads of the City of
Brooklyn Center held a Leadership — Planning — Team Building Retreat on
January 23, 2010. The retreat was held at the Earle Brown Conference Center in
Brooklyn Center. The retreat facilitator was Don Salverda, President of Donald
Salverda and Associates of Roseville, Minnesota.
Participants at the retreat were:
Tim Willson Mayor
Kay Lasman Council Member
Dan Ryan Council Member
• Mark Yelich Council Member
Tim Roche Council Member
Curt Boganey City Manager
Vickie Schleuning Assistant City Manager &
Director of Buildings &
Community Standards
Gary Eitel Director of Planning &
Business Development
Lee Gatlin Fire Chief
Scott Bechthold Police Chief
I
Dan Jordet Finance Director
Steve Lillehaug Public Works Director & City Engineer
Jim Glasoe Director of Community Activities
and Recreation Services
1
The primary objectives of the retreat were:
1) To review Droaress being made by the city
2) To build on previous retreats
3) To reaffirm the Citv's mission. values. and 2009 aoals
(1 -3 year perspective)
4) To review the desired outcomes, for each of the City's strategic aoals
5) To review the desired outcomes, for each of the City's onaoina coals
6) To develop specific 'success indicators', for each desired outcome of the
City's strategic and ongoing goals
7) To enhance communication and develop renewed team spirit among
participants
8) To be both educational and eniovable
This report summarizes the results of the retreat and includes recommendations •
for follow -up actions to be taken.
II INTRODUCTORY REMARKS
Mayor Tim Willson welcomed participants to the retreat. He gave a special
welcome and thank you to the staff who are doing a very good job for the city.
He indicated that the city is moving in the right direction and has had many
successes. He indicated the importance of holding a retreat and to have candid
discussions between the council and staff in developing the city's direction and
goals.
City Manager Curt Boganey also welcomed participants to the retreat. He said
that last year's retreat went well and provided the staff with direction from the
council. He anticipates that this year's retreat will go equally well. He said that
the focus of this year's retreat will be on developing success indicators or targets
for each of the goals and desired results. The staff will then develop the budget,
programs, and action plans to address the goals and desired outcomes. He then
introduced the retreat facilitator, Don Salverda.
2
Iii COMMUNICATION ENHANCEMENT
After introductory remarks were made, the facilitator indicated that one of the
objectives of the retreat was to enhance communication among the participants.
The first activity began the communication process by providing the participants
the opportunity to share perspectives on the greatest challenges facing the city,
expectations for the retreat, and any other thoughts they would like to share with
each other.
The group discussions, refreshment breaks, and luncheon provided a full day of
opportunities to further enhance communication.
See Attachment A for the
Greatest Challenaes Facina the City
and Expectations for the Retreat
IV REVIEW OF PROGRESS
The next activity focused on a Review of Progress being made during the last
• year. It was agreed that considerable progress has been made in a
number of areas. Participants listed numerous successes, discussed problems
that have been encountered and lessons that have been learned. Participants
agreed that despite the numerous successes, there is room for improvement.
See attachment B for the
Review of Proaress beina made
V LEADERS AND MANAGERS ARE BEING CHALLENGED
The facilitator provided information on leadership, pointing out that leaders and
managers at all levels of organizations in both the public and private sectors are
being challenged. In the public sector, government officials and professional
staff are faced with the dilemma of meeting increasing service needs with limited
funding capability. It was pointed out that in year 2010 and beyond increased
emphasis is being placed on individual leadership and leadership development
within organizations.
•
3
VI THE CITY'S MISSION AND VALUES STATEMENTS •
The Mission Statement is a statement that describes the organizations overall
purpose and reason for existing. Participants reviewed and affirmed the City's
Mission Statement.
The Values Statement defines the core values that guide the day -to day
activities of the City's personnel. Participants reviewed and affirmed the City's
Values Statement.
See Attachement C for the Citv's
Mission and Values Statement
VII CHANGES AND EXTERNAL FORCES THAT HAVE AND ARE EXPECTED TO
IMPACT THE CITY
Participants referenced changes and external forces that have and are expected
to impact the city in the next five years. The listing was developed at previous
retreats.
See Attachment D for the Listina of Chances •
and External Forces That Have and Are Exaected to Impact the Citv
VIII ISSUES AND OPPORTUNITIES FACING THE CITY
At previous retreats a number of issues and opportunities were identified and
prioritized.
IX THE CITY'S STRATEGIC AND ONGOING GOALS
The Goals Program originally included seven ongoing goals and six (1 -3 year)
strategic goals. The goals oroaram was revised to six ongoinq goals and six
strateaic aoals.
See Attachment E for the Goals Pro
to Address the Issues and O000rtunities
4
• X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS
During the last year the council and staff have spent considerable time
developing a number of desired outcomes for each of the City's goals.
Participants at the retreat reviewed and affirmed the desired outcomes. In some
cases modest revisions were made.
See Attachment F for the Desired Outcomes
for each of the Citv's Goals
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS AND
DESIRED OUTCOMES
In preparation for the retreat and under the direction of City Manager Curt
Boganey, staff had prepared a total of over 70 proposed success indicators for
the City's strategic and ongoing goals and desired outcomes.
The review and discussion of these success indicators was the arimary focus of
the 2010 retreat. The council and staff reviewed and discussed each of the
success indicators or better called 'success targets.'
• See Attachment G for the
Success Taraets for each of the Citv's
Goals and Desired Outcomes
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES
The final piece of the City's strategic plan is the development of action plans to
achieve the goals and desired outcomes. These action plans will align and guide
the City's work force in meaningful activities leading toward goal and desired
result achievement.
XIII WORKING AS A TEAM — UNDERSTANDING WORK BEHAVIOR STYLES
Participants reviewed the work behavior styles of the leadership team.
Understanding work behavior styles is key to harmony, productivity, and
teamwork of the leadership team.
i
5
•
XIV ROLES AND RESPONSIBILITIES
Participants reviewed, but due to limited time, did not discuss the roles and major
responsibilities of the city council, council members, the mayor, the city manager,
department heads, city employees, and citizens.
See Attachment H for the Listinq
of Maior Roles and Responsibilities
XV EXPECTATIONS AND CONTRIBUTIONS
At the 2007 retreat participants discussed expectations that the council has of
staff and the staff has of the council. At that retreat participants also discussed
the contributions that each group brings to the leadership team. Time did not
allow
for discussion of expectations and contributions at the 2010 retreat. The
information is included in this Executive Summary for the benefit of the
leadership team.
See Attachment I for the
Listincis of Expectations and Contributions
XVI CLOSING REMARKS
The retreat concluded with the facilitator challenging the participants g g p pants to make a
positive impact i
p n their leadership p roles.
Mayor Tim Willson and City Manager Curt Boganey closed the session by
thanking everyone for participating. They said it was a very productive day.
XVII EVALUATION OF THE RETREAT
The retreat was well received by participants with an overall rating of 4.3 on a
scale of 1 = low and 5 = high.
See Attachment J for the
Evaluation of the Retreat •
6
XVIII RECOMMENDED FOLLOW -UP ACTIONS
•
It was agreed that considerable progress was made at the retreat and that follow -
up actions are needed.
A recommended sequence of actions are:
1) The participants review the Executive Summary of the retreat
2) The city council reaffirms the city's mission and values statements
3) The city manager fine tunes the goals program, desired outcomes, and
success targets for city council consideration
4 The
� ) city council approves and formal) adopts the finalized ram oats program
pp Y p 9 p 9
5) Action plans be developed for each goal and desired outcome under the
guidance of the city manager
6) The city council and city manager monitor progress on achievement of
the goals during the year
• 7) A follow -up retreat be scheduled in one year to evaluate progress and
update the goals and desired outcomes
Executive Summary Written by the Retreat Facilitator
Don Salverda
Donald Salverda & Associates
Roseville Professional Center, Suite 511
2233 North Hamline
Roseville, MN 55113
(651) 484 -1335
7
Attachment A •
(GREATEST CHALLENGES FACING THE CITYf
1) "The budget"
2) "Redevelopment"
3) "The economy"
4) "The public perception of the community"
5) "The City's crime ranking"
6) "The City's image"
7) "The continued momentum of the City's successes"
8) "Future services to be provided by the City"
9) "Brookdale" •
10) "To decrease residential property taxes"
11) "The city's aging housing"
12) "The city's changed and changing demographics"
Note: The comments made on pages 8 -11 were offered individually by participants at
the session. The comments were for discussion purposes. The group did not
adopt these statements or officially support them as a unified statement of
the city.
8
• Attachment A
(continued)
EXPECTATIONS FOR THE RETREAT
*1) "To complete the success indicators for the goals and desired outcomes"
2) "To develop consensus"
3) "To refine the City's goals"
4) "To have thoughtful discussions as related to the City's goals, desired outcomes,
• and success indicators"
5) "To continue the City's planning"
6) "To have open and honest discussion on 'the direction the city is headed "'
* Several participants indicated that this is their major expectation
•
9
Attachment B •
REVIEW OF PROGRESS
The Successes
1) "The city's redevelopment efforts"
2) "A significant reduction in the city's crime"
3) "Maintaining and improving the city's infrastructure"
4) "Neighborhood stability"
5) "The City's foreclosure status"
6) "The Youth Collaborative"
7) "The City's neighborhood meetings"
8) "The Gateway Commons and Bass Lake Road re- development"
9) "The continued work toward the FBI facility"
10) "Public engagements"
11) Public education
12) " The City's partnerships"
13) "JCPP"
10
• Attachment B
(continued)
The Problems Encountered
1) "The economy"
2) "Budget related distractions"
3) "The link to.the Earle Brown Center"
4) "Determining to focus on quantity vs. quality"
5) "Brookdale"
6) "Focusing on the City's big problems"
7 "Communication of
little things between the staff and council and with the
public"
8) "Citizen engagement"
9) "The continuing negative perception that many people have of the city"
The Lessons Learned
1) "The City can't please everyone"
2) "We learn from our experiences"
3) "We need to act with ood judgment developed from our experiences"
9 1 9 p p ences "
4) "The City needs to invest more energy in communicating a positive image
of the City"
5) "The City needs strong people on the council"
6) "Everything is speculative until construction actually starts on projects"
11
Attachment C •
THE CITY'S
MISSION STATEMENT
"The mission of the
City of Brooklyn Center
is to ensure a clean, safe,
attractive community that
enhances the quality of life and
preserves the p ublic trust.
e
12
Attachment C
(Continued)
THE CITY'S VALUES STATEMENT
1) Excellence and Qualitv Service Delivery
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost - effective manner.
2) Ethics and Intearity
We believe that ethics and integrity are foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
3) Visionary Leadership and Planninq
We believe that the very essence of leadership is to be visionary and to plan for
the future.
4) Fiscal Responsibility
• We believe that fiscal responsibility and prudent stewardship of public funds is
essential for citizen confidence in government.
5) Cooperation and Teamwork
We believe that the public is best served when departments and employees work
cooperatively as a team rather than at cross purposes.
6) Open and Honest Communication
We believe that open and honest communication is essential for an informed and
involved citizenry and to foster a positive working environment for employees.
7) Professionalism
We believe that a commitment to ethical values and continuous improvement is
the mark of professionalism. We are committed to applying this principle to the
services we offer and to the development of our employees.
13
Attachment D
CHANGES AND EXTERNAL FORCES THAT
HAVE HAD AN IMPACT ON THE CITY
IN THE LAST FIVE YEARS
MOST SIGNIFICANT 1
1) The city's chanqinq demograahics that include an aging population, and
increased ethnic diversitv
2) A decrease in the citv's tax base from local businesses
3) A reduction in local qovernment aid from the state
4) An increase in the city's rental housina
5) A decline in citizen satisfaction levels and an increase in expectations
6) A decline in the overall maintenance of the citv's housinq stock •
SIGNIFICANT
7) A decline in the services provided at the Brookdale DroDertv
8) A decline in the property value of Brookdale
9) Changes in elected local officials
10) Changes in staff — most significantly at the department head level
Note: These rankings were made at the 2009 retreat
e
14
. Attachment D
(continued)
CHANGES AND EXTERNAL FORCES
EXPECTED TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
MOST SIGNIFICANT
1) The economy, and the state's budaet crisis
2) Increasing numbers of foreclosures in the housing market
3) Increasing redevelopment
4) Real and perceived crime in the city
5) A trend of decline in the city's commercial businesses
• 6) Continued demoaraphic chanaes that include an aging population and increased
cultural diversity
I SIGNIFICANT I
7) Increases in the cost of healthcare and other benefits provided to employees
8) Increasing focus on partnerships and collaborations
9) Changes made at Brookdale
10) Improvements, of Bass Lake Road, Shingle Creek Road, and Brooklyn Boulevard
Note: These rankings were made at the 2009 retreat
•
15
Attachment D •
(Continued)
ADDITIONAL
11) The census
12) An increasing number of environmental concerns. related to contaminated land
and soil with city acquired properties
13) A decline in the number of school enrollments
14) The volatility of enerav costs and gasoline prices
15) The impact of mandated Homeland Securitv measures
16) The number of new unfunded mandates
17) An increasing focus on water related issues
18) Increased traffic due to changes in Highway 252 and the completion of
Highway 610
19) Changing interest rates
•
20) Future national, state, and local elections
16
• Attachment E
THE CITY'S GOALS PROGRAM f
Strategic Goals
GOAL #1 Ensure a safe and secure communitv
GOAL #2 Aaaressively proceed with Implementation of City's redevelopment
plans
GOAL #3 Stabilize and improve residential neiahborhoods
GOAL #4 Positively address the community demographic makeup and .
increasina cultural diversity
GOAL #5 Continue to maintain and upgrade City infrastructure improvements
GOAL N Respond to increased public awareness and interest in
environmental sustainability, and green community issues
•
Onaoina Goals
GOAL #1 Continue to provide streamlined, cost effective, auality services with
limited resources
GOAL #2 Ensure the financial stability, of the City
GOAL #3 Move toward maintainina or lowering the level of the City's property
taxes
GOAL #4 Ensure the city's influence at the legislature
GOAL #5 Improve the imaae of the citv with citizens and those outside of the
City's borders
GOAL N Ensure the City drinkinq water is high quality and that the storm
water is properly managed
17
Attachment F
THE CITY OF BROOKLYN CENTER
STRA TEGIC AND ONGOING GOALS
AND
DESIRED OUTCOMES
18
• STRATEGIC GOALS
AND
DESIRED OUTCOMES
GOAL #1 Ensure a safe and secure community
Desired Outcomes
1) The threat and fear of real or perceived crime among citizens and
others will be reatl reduced
9 Y
2) Citizens will feel and be safe in their homes areas concern, and
throughout the city
•
GOAL #2 A res
as sively proceed with implementation of the city's
re- development clan
Desired Outcomes
1) Private redevelopment will expand and improve
2) 'Opportunity site' redevelopment will commence
3) EDA owned properties redevelopment will proceed expeditiously
p p p Y
i
19
GOAL #3 Stablize and improve residential neiahborhoods •
Desired Outcomes
1) Citizens will benefit from a diverse stock of housing types
and styles
2) Owners and occupants of housing in residential neighborhoods will
comply with city codes and regulations which will be adequate to
assure a safe, well- maintained, and attractive community
3) Owner occupied housing will increase as a percentage of total
housing
4) Problems associated with foreclosures will be dramatically reduced
or eliminated
5) Residential property values will improve and citizens will be proud
of their neighborhoods and community
GOAL #4 Positively address community_ demoaraahic make -w and
increasina cultural diversity
Desired Outcomes
1) All demographic groups will be represented and encouraged to
participate in civic, governmental, community organizations and
activities
2) Youth will be adequately served by recreation and educational
programs and activities
3) The social, health, and housing needs of the aging and moderate
income will be improved
20
• GOAL #5 Maintain and uparade citv infrastructure improvements
Desired Outcomes
1) City government buildings, major equipment and physical assets of
the city will be maintained and improved
2) Neighborhood streets and utilities will be maintained and improved
3) The traveling public will benefit from multi -modal transportation
options fostered and provided by the city
4) Citizens will benefit from the expansion and improvement of
needed technology infrastructure as cost effective, feasible options
become available
GOAL #6 Environmental Sustainability
Desired Outcomes
1) Public appreciation for the environment will improve and recycling
p Y 9
and energy conservation will improve
2) The purchasing power of the city will support the goal of
environmental sustainability
21
ONGOING GOALS ,
AND
DESIRED OUTCOMES
GOAL #1 Continue to provide streamlined, cost effective, auality
services with limited resources
Desired Outcomes
1) The quality of services delivered by the city will consistently meet or
exceed customer expectations
2) Service delivery will improve on an ongoing basis
GOAL #2 Ensure the financial stability of the city
Desired Outcomes,
1) City funds will be protected against loss
2) The city administration will provide meaningful short, intermediate,
and long term fiscal lannin
p 9
3) The city will take appropriate actions to buffer essential services
against the effects of significant economic downturns
4) The city will position itself for economic growth
•
22
i
GOAL #3 Move toward maintainina or lowering the level of the city's
property taxes
Desired Outcomes
1) Except in extraordinary circumstances, the property tax levy will not
increase faster than the rate of inflation
2) The city will expand the proportion of industrial and commercial tax
base to relieve the residential property tax burden
3 The inflation adjusted property taxes aid b the median family
p Y paid Y
household will be stabilized or reduced over time
GOAL #4 Ensure the city's influence at the legislature
Desired Outcomes
1) State and federal legislators will be kept informed regarding city
needs that may be affected by legislation
2) The city will maintain positive ongoing relationships with local,
state, and federal legislators
23
GOAL #5 Improve the image of the city, with citizens and those •
outside the city's borders
Desired Outcomes
1) Citizens and others throughout the state will recognize Brooklyn
Center as a safe, quality, attractive community in which to live,
work, and play
GOAL #6 Ensure the city's drinking water is high quality and that the
storm water, is properly managed
Desired Outcomes
1) The city's drinking water will meet or exceed safe drinking water
standards of the
State of Minnesota
•
2) Storm water runoff will be managed in an efficient and in an
environmentally sensitive manner
e
24
.,.: ik" - e - f It G
•
THE CITY OF BROOKLYN CENTER
STRATEGIC AND ONGOING GOALS
DESIRED OUTCOMES
AND
SUCCESS TARGETS
STRATEGIC GOALS S
GOAL #1 Ensure a safe and secure community
Desired Outcomes (Key Result Areas)
1) The threat and fear of real or perceived crime among citizens and
others will be greatly reduced
Success Taraets
(1) Reduce violent crime by 10% or more each year
(2) Reduce property crime by 10% or more each year
2 Citizens will feel and be safe in their homes, areas of concern, and
throughout the city
Success Taraets
(1) City survey results will reflect that all residents feel safe in their homes
(2) City survey results will reflect that all residents feel safe throughout the city
(No places deemed unsafe)
(3) City survey results will reflect that all residents feel safe walking alone at night
26
. GOAL #2 Aggressively Droceed with implementation of the citv's re- develoament
Ian
Desired Outcomes (Key Result Areas)
1) Private redevelopment will expand and improve
Success Targets
(1) At least 50% of the privately owned residential vacant properties will be redeveloped
within the next five years adding to the adjusted for inflation taxable value of the City.
Redevelopment of these properties will commence within two years.
(2) At least 80% of privately owned vacant commercial properties will complete redevelopment
within the next five years adding to the adjusted for inflation taxable value of the City.
Redevelopment of these properties will commence within two years.
(3) At least 50% of the blighted /economically obsolete commercial properties will be
redeveloped within the next five years adding to the adjusted for inflation City tax base.
Redevelopment of these properties will commence within two years.
2) `Opportunity site' redevelopment with commence
• Success Tarqets
(1) 30% of the privately owned properties north and east of John Martin Drive will commence
redevelopment within five years.
(2) All of the privately owned properties north and east of John Martin Drive will complete
redevelopment within ten (10) years adding to the adjusted for inflation taxable value of
the City.
(3) At least 50% of EDA owned and privately owned properties located south and west of John
Martin Drive will commence and complete redevelopment within five (5) years adding to the
adjusted for inflation taxable value of the City.
(4) All EDA owned and privately owned properties located south and west of John Martin Drive
will commence and complete redevelopment within ten (10) years adding to the adjusted for
inflation taxable value of the City.
3) EDA owned properties redevelopment will proceed expeditiously
Success Tarqets
(1) At least 50% of the EDA properties owned (non - Opportunity Site) commercial properties will
commence redevelopment with the next two (2) years.
• (2) All EDA owned commercial property will have completed redevelopment within ten (10)
years adding to the adjusted for inflation taxable value of the City.
27
GOAL #3 Stablize and improve residential neighborhoods
Desired Outcomes (Key Result Areas)
1) Citizens will benefit from a diverse stock of housing types and styles
Success Taraets
(1) The number of home remodels will increase
(2) The value added home improvements will exceed $7,500 average valuation per
permit in each neighborhood (i.e. garage additions, bathrooms, 2 °d stories, energy
efficiency) annually
(3) Housing and accommodations for seniors will be available for aging residents
consistent with the demand for housing by this demographic group.
j (4) There will be new housing construction to accommodate the needs of those
seeking a modern housing and move up housing choices.
2) Owners and occupants of housing in residential neighborhoods will
comply with city codes and regulations which will be adequate to
assure a safe, well- maintained, and attractive community
Success Targets
(1) Of all residential properties inspected 90% will be in full compliance with property
maintenance codes (% violation types)
(2) All residents surveyed are aware of, understand and support the enforcement of
city housing and neighborhood codes
3) Owner occupied housing will increase as a percentage of total
housing
Success Targets
(1) At least 95% of single family residential properties will be owner occupied.
(2) At least 95% of all new housing will be built for owner occupancy
s
28
• 4) Problems associated with foreclosures will be dramatically reduced
or eliminated
Success Taraets
(1) 90% of qualified vacant properties will be registered and in compliance with the
vacant building ordinance.
(2) All vacant properties will be in compliance with property maintenance codes
5) Residential property values will improve and citizens will be proud of
their neighborhood and community
Success Targets
(1) Within three years the average residential sales price will stop declining
(2) Within five years residential sales prices will increase at a rate equal to or greater
than the rate of increase in comparable communities
(3) All residential properties will be well maintained and landscaped
(4) All residents surveyed will say they are proud of their neighborhood
(5) All residents surveyed will say they are proud of Brooklyn Center
29
GOAL #4 Positivelv address communitv demoaraphic make -uD and increasing •
cultural diversity
Desired Outcomes (Key Result Areas)
1) All demographic groups will be represented and encouraged to
participate in civic, governmental, community organizations and
activities
Success Tarqets
(1) Members of all communities will have equal access and representation in civic,
governmental, community organizations and activities
2) Youth will be y Y adequately served b recreation and educational
9
programs and activities
Success Targets
(1) All youth who desire will be productively engaged in recreational activities or
educational programs.
(2) Participation in community programs and activities will reflect the demographic
makeup of the community
3) The social, health, and housing eeds of the aging and moderate
g g g
income will be improved
Success Tarqets
(1) Service gaps in the social, health and hous4ng needs of aging and moderate income
community members will be reduced and eliminated over time.
30
• GOAL #5 Maintain and upqrade citv infrastructure improvements
Desired Outcomes (Key Result Areas)
1) City government buildings, major equipment and physical assets of
the city will be maintained and improved
Success Tarqets
(1) Meet or exceed the minimum maintenance condition standard for City facilities.
(2) Customers provide positive feedback pertaining to City facilities (clean, attractive
buildings).
(3) Maintain public access and availability to City park facilities and infrastructure.
(4) Reduce graffiti occurrences and complaints.
2) Neighborhood streets and utilities will be maintained and improved
. Success Tarqets
(1) Citizens rate reconstruction projects as meeting or exceeding expectations via
surveys sent to project area residents.
Using a pavement index rating system, meet or exceed the established acceptable
( ) 9 p 9 Y P
roadway rating standard.
(3) Reduce potholes and roadway complaints.
(4) Reduce sewer blockage and watermain breakage /complaints
Complete t citywide street and utility construction program within ten
he ci st e t
(5 ) p � ty ears P 9 Y
3) The traveling public will benefit from multi -modal transportation
options fostered and provided by the city
Success Tarqets
(1) Minimize an increase in future traffic delays and congestion.
• (2) Minimize the amount of regional traffic flow on local streets.
(3) Increase alternative modes of transportation used.
31
4) Citizens will benefit from the expansion and improvement of needed
technology infrastructure as cost effective, feasible options become
available
Success Targets
(1) Reduce City government expenses through the application of technology.
(2) Improve City services to the citizens through the application of technology
(3) Preserve environmental resources and conservation of energy through the
application of technology,
•
32
• GOAL N Environmental Sustainabilitv
Desired Outcomes (Key Result Areas)
1) Public appreciation for the environment will be improved and
recycling and energy conservation will improve
Success Tarqets
(1) Within three years all residents surveyed will understand the value of recycling and
energy conservation and at least 70% will have changed their behavior in order to
conserve environmental resources.
(2) Within five years energy consumption in the city will be reduced significantly
(3) Within five years City Government energy consumption will be reduced significantly
2) The purchasing power of the city will support the goal of
• environmental sustainability
Success Targets
(1) The City will purchase recycled materials whenever costs are reasonable (within 10%
of non recycled material costs) and quality is acceptable.
(2) The City will increase the share of purchased recycled materials by 10% annually for
the next five years.
(3) The City will eliminate the use of products, chemicals or compounds that pose a risk
to human health or to the environment whenever a viable cost effective alternative is
available.
(4) The City will purchase environmentally Y e quipment friend) a ui ment and vehicles whenever
performance requirements and costs are comparable.
q p
•
33
ONGOING GOALS I 0
GOAL #1 CONTINUE TO PROVIDE STREAMLINED, COST EFFECTIVE, QUALITY
SERVICES WITH LIMITED RESOURCES
Desired Outcomes:
1) The quality of service delivered by the city will consistently meet or
exceed customer expectations
Success Taraets
(1) Customer surveys for city services delivered will reflect customer satisfaction from not
less than 90% of respondents
2) Service delivery will improve on an ongoing basis
•
Success Targets
(1) Implementation and execution of continuous improvement programs throughout
all departments
(2) Qualification for Malcolm Baldridge or comparable quality improvement award
(3) Cost effective performance benchmark comparisons from each department will
reflect upper quartile performance for each high priority benchmark measure
•
34
• GOAL #2 ENSURE THE FINANCIAL STABILITY OF THE CITY
Desired Outcomes (Key Result Areas)
1) City funds will be protected against loss
Success Targets
(1) All City funds will be FDIC insured up to the legal limit per account
(2) Any funds in excess of the FDIC maximum in any one account will be properly
collateralized.
(3) The City's investment portfolio will be diversified so as to minimize potential losses on
individual securities.
2) The city administration will provide meaningful short, intermediate,
and long term fiscal planning
Success Targets
(1) The operating budget document will provide annual and multi year operating plans.
(2) Staff will annually provide life -cycle capital plans for all long -lived assets.
3) The city will take appropriate actions to buffer essential services
against the effects of significant economic downturns
Success Targets
(1) Fund reserves as indicated by year end cash balance will be maintained at levels
allowing for short term funding of operations in emergency situations.
(2) Essential services as identified by the city council will be funded by non - volatile
resources
4) The city will position itself for economic growth
Success Targets
(1) The City will keep current and adhere to the Comprehensive Plan
(2) Capital Improvement Plans will reflect the intentions of the Comprehensive Plan
35
GOAL #3 MOVE TOWARD MAINTAINING OR LOWERING THE LEVEL OF THE •
CITY'S PROPERTY TAXES
Desired Outcomes (Key Result Areas)
1) Except in extraordinary circumstances, the property tax levy will not
increase faster than the rate of inflation
Success Targets
(1) Property tax levy increases do not exceed the rate of inflation.
(2) If the tax levy increase exceeds the rate of inflation, a clear, extraordinary
circumstances is identified.
2) The city will expand the proportion of industrial and commercial tax
base to relieve the residential property tax burden
Success Tarqets •
(1) The city commercial /industrial tax base increases at a rate faster than the
residential tax base
3) The inflation adjusted property taxes paid by the median family
household will be stabilized or reduced over time
Success Targets
(1) The inflation adjusted property taxes payable for the median valued home will be
equal to or less than the calculated city taxes for the prior year
•
36
GOAL #4 ENSURE THE CITY'S INFLUENCE AT THE LEGISLATURE
Desired Outcomes (Key Result areas)
1) State and federal legislators will be kept informed regarding city
needs that may be affected by legislation
Success Taraets
(1) Annually, the City Council and Staff will assess legislative needs and communicate
directly with appropriate local, state and federal legislators.
2) The city will maintain positive ongoing relationships with local,
state, and federal legislators
• Success Targets
(1) Legislative officials will address the City Council annually regarding their efforts
on behalf of our shared constituents.
(2) Legislators will sponsor and support legislation on behalf of the city
i
37
•
GOAL #5 IMPROVE THE IMAGE OF THE CITY WITH CITIZENS AND THOSE
OUTSIDE THE CITY'S BORDERS
Desired Outcomes (Key Result Areas)
1) Citizens and others throughout the state will recognize Brooklyn
Center as a safe, quality, attractive community in which to live,
work, and play
Success Taraets
(1) The rate of property value increase in each property classification will equal or
exceed the average rate of increase in the Hennepin County and in the State.
(2) Citizen Survey results will reflect the perception that Brooklyn Center is a safe,
quality, attractive place to live, work, and play.
(3) Positive press regarding the City of Brooklyn Center will increase
33
• GOAL #6 ENSURE THE CITY'S DRINKING WATER IS HIGH QUALITY AND THAT
THE STORM WATER IS PROPERLY MANAGED
Desired Outcomes (Key Result Areas)
1) The city's drinking water will meet or exceed safe drinking water
standards of the State of Minnesota
Success Tarqets
(1) City will meet or exceed all safe drinking water standards.
(2) The water supply will be protected against emerging and potential water
contaminants
2) Storm water runoff will be managed in an efficient and in an
• environmentally sensitive manner
Success Targets
(1) City will implement and maintain all priority elements of the Brooklyn Center Local
Water Management Plan by 2012.
39
Attachment H •
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT
1) To provide leadership, direction, and long -range planning for the city
�I
2) To determine policy for the city
3) To hire and monitor the performance of the city manager (to manage city
operations)
4) To adopt an annual budget for the city
•
5) To represent the collective best interests of the city and the citizens of
the city
40
Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
MOST SIGNIFICANT
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3) To be prepared for, and participate in, council meetings
4) To act professionally and listen respectfully to other council members,
• staff, and citizens
5) To share information and communicate openly with the city manager and
other council members
41
Attachment H •
(continued)
ROLE AND RESPONSIBILITIES
OF THE MAYOR
MOST SIGNIFICANT I
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
4) To make advisory committee and other appointments as appropriate •
5) To sign the city's legal documents
6) To also function as a council member
•
42
• Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITY MANAGER
MOST SIGNIFICANT
1) To prepare and provide information for the council, make policy
recommendations based on the information, and implement adopted
policies
2) To be a liaison between the council and staff
3) To provide leadership and foster a positive work environment for the
city's employees
4) To develop and administer the city's annual budget
5) To represent the city before public bodies and community groups
6) To coordinate with local, state, and federal agencies
7) To hire, appoint, develop, evaluate, and terminate (when necessary) city
employees
•
43
Attachment H
(continued)
ROLE AND RESPONSIBILITIES OF
THE DEPARTMENT HEADS
MOST SIGNIFICANT
1) To provide leadership and goals for their departments
2) To manage the day -to -day operations of their departments
3) To prepare and administer their department's annual budget
4) To communicate and cooperate with other entities in the city
5) To keep the city manager and their department staff informed •
6) To provide training and development opportunities for department employees
7) To recommend 'new hires' to the city manager
8) To coordinate with other local, state, and federal agencies
9) To publicly represent the city policies
•
44
Attachment H
(continued)
ROLE AND RESPONSIBILITIES
OF ALL CITY EMPLOYEES
(MOST SIGNIFICANT
1) To have a positive attitude towards their job and when dealing with the public
2) To be team players
3) To be fiscally responsible
4) To be a positive representative and ambassador of the city
• 5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
7) To be innovative problem solvers
45
Attachment H •
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITIZENS
MOST SIGNIFICANT
1) To vote in city elections
2) To provide fiscal support for city services and operations; i.e., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
4) To be involved in community affairs •
5) To be positive contributors to the community
46
. Attachment
EXPECTATIONS AND CONTRIBUTIONS
Note: These Expectations and Contributions
were made at the 2007 retreat
THE COUNCIL'S EXPECTATIONS
OF THE STAFF
1) "Professional competence"
2) "Honesty, integrity, and ethics"
3) "To follow through on implementing council direction and goals"
4) "To provide sound fiscal recommendations"
• 5) "To respond to council's questions"
6) "Teamwork among the staff'
7) `To hire the best and reflect a diverse community"
47
Attachment I .
(Continued)
THE COUNCIL'S CONTRIBUTION
TO THE LEADERSHIP TEAM
1) "To define and set policy"
2) "To support, uphold, and update the city's charter"
3) "To act according to ethical standards"
4) "To represent the will of the citizens"
5) "To be prepared for meetings"
6) "To approve the city's annual budget"
7) "To monitor the performance of the city manager"
8) "To follow parliamentary procedures"
9) To be of service to citizens responding to questions and to help resolve
problems"
10) "To be ambassadors and promoters of the city"
•
48
• Attachment I
(Continued)
STAFF'S EXPECTATIONS OF THE COUNCIL
1) "To provide policy direction"
2) `To trust and respect the staff as professionals"
3) "To set standards of service for the city"
4) "To be consistent in providing direction"
5) "To prioritize direction"
6) "To remain calm 'under fire "'
7) "To provide honest feedback"
• 8) "To communicate to staff through the city manager"
9) "To speak with 'one voice "'
49
Attachment I •
(Continued)
STAFF CONTRIBUTION TO THE
LEADERSHIP TEAM
1) "Professional expertise"
2) "Education and experience"
3) "Institutional memory"
4) "Loyalty, pride, and passion"
5) "Ethics and integrity"
6) "Professional networks"
7) "Vision" •
8) "Leadership"
9) "Dedication and commitment to public service"
10) "Respect of the city's employees"
•
50
. Attachment J
THE CITY OF BROOKLYN CENTER
COUNCIL MEMBER AND DEPARTMENT HEADS
2010 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
SUMMARY EVALUATION
f) the objectives of the session were:
5 1 1 3 2 1
Clear Vague
2) 1"Fie organization f the session was:
o 5 '1+ 3 2 1
Excellent Poor
3) fhe ideas pr/sn were:
r
5 3 2 1
1 1 f Very Not
Interesting Interesting
'+ ) The ability of t'1he presenter to stimulate discussion was:
� I
a ; 7 it 3 2 1
Excellent Poor
5) My attendance A this session was:
l 3 I
Very Waste
13eneficial of Tiffie
Ov,�r -.ill, I cot si(ler this ;essioii to liave heen:
Poor
•
THE CITY OF BROOKLYN CENTER •
COUNCIL MEMBER AND DEPARTMENT HEADS
2010 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
PARTICIPANT COMMENTS
1) "The session was very productive. The team worked well. Thanks."
2) "1 liked the focus on the goals!"
3) "Good improvement"
4) "Great"
s
•
52