HomeMy WebLinkAbout2010 01-23 CCP Planning Session with Facilitator Donald Salverda & Associates
Roseville Professional Center • Suite 511 • 2233 N. flamline Avenue • Roseville, M/V 55113 (651) 484-1335
THE CITY OF BROOKL YN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS
2010 LEADERSHIP - PLANNING
TEAM BUILDING RETREAT
Retreat Facilitator
Don Salverda
I INTRODUCTION
A) Why have a Leadership — Planning — Team Building Retreat?
1) Organizations need to periodically assess progress, re- establish
direction, and enhance team spirit
2) How well the mayor, council members, city manager and
department heads communicate and work together toward common
goals is key to the city's effectiveness
3) It's easier to develop consensus on issues, opportunities, and
goals in an off -site relaxed environment rather than the formality
of the normal work environment
4) A Leadership — Planning — Team Building Retreat is an excellent
way to integrate new members onto the leadership team
B) Primary Objectives of the Retreat
1) To review oroaress being made by the city
2) To build on previous retreats
3) To reaffirm the city's mission, values, and 2009 goals (1 -3 year
perspective)
4) To review the `desired outcomes', for each of the city's strateaic
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 onaoina aoais
7) To enhance communication and develop renewed team spirit
among the participants
8) To be both educational and eniovable
9) Other
1
CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS,
2010 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT
Tentative Aaenda
8:00 — 8:30 COFFEE AND DONUTS — INFORMAL VISITING
8:30 — 8:35 OPENING REMARKS — MAYOR AND CITY MANAGER
8:35 — 10:00 SESSION 1: "WORKING AS A TEAM — THE CHALLENGE
OF PUBLIC SECTOR LEADERSHIP"
Focus
• Objectives and expectations for the retreat
• Sharing perspectives
• Review of progress made during the last year
• Elements of leadership
• Review of the city's mission, values, and goals
10:00 — 10:15 BREAK
10:15 — 12:00 SESSION 2: "DESIRED OUTCOMES AND SUCCESS
INDICATORS OF THE CITY'S STRATEGIC GOALS"
Focus:
• Review of desired outcomes for each of the city's six
- strategic goals and the seven ongoing goals
• Development of Success Indicators for the desired outcomes
of each of the six strategic goals
12:00 — 1:00 LUNCH
1:00 — 2:30 SESSION 3: "DESIRED OUTCOMES AND SUCCESS
INDICATORS OF THE CITY'S STRATEGIC AND
ONGOING GOALS"
Focus
• Development of success indicators for the desired outcomes
of each of the six strategic goals
• Development of Success Indicators for the desired
outcomes of each of the seven ongoing goals
2:30 — 2:45 BREAK
2:45 — 4:15 SESSION 4: "WORKING AS A TEAM"
Focus
• Importance of clarity of goals and alignment of resources
• Review of roles and responsibilities
• Review of behavior styles
• Ideas for improving team effectiveness
4:15 — 4:30 SUMMARY AND WRAP -UP COMMENTS
Focus
• Review of the day
Importance of follow -up
• Making a positive impact
2
II SHARING PERSPECTIVES
1) Current assessment of the Citv
Greatest challenges facing the city:
(1)
(2)
(3)
2) Expectations for the retreat:
3) Thouqhts to share with other members of the Citv's leadership team:
3
III REVIEW OF THE CITY'S PROGRESS DURING THE YEAR
A) Progress on Goals
B) The successes
C) The Problems Encountered
D) The Lessons Learned
E) Overall Performance of Council and Staff
4
IV LEADERSHIP SIMPLIFIED
Point B
Point A
1) ADDRESSING THREE KEY ISSUES
Q, Where are we at?
• Facing Reality — Honest Assessment
• Answering Four Key Questions
Q1
Q2
Q3
Q4
• The SWOT Analysis
S
W
O
T
Q2 Where are we going?
• Determining our mission
• Determining our vision
• Setting our goals
Q3 How are we goinq to qet where we want to qo?
• Developing a plan
• Aligning resources
• Implementing the plan — execution
• Monitoring progress
5
l
2) FOCUS OF LEADERSHIP EFFORT
Level 4 Big Picture (Mission, Vision, and Goals)
Level 3 Overall Strategy
Level 2 Management of the Organization
Level 1 Day to Day — Tactics and Actions
3) MAKING THINGS HAPPEN IN ANY ORGANIZATION OR SITUATION
1) Providing direction — Setting Goals
2) Plans - Developing the plan to achieve the goals
3) Execution — Implementation of the Plan
The follow through
Delivering results
4) RUNNING A CITY IS A TEAM EFFORT
(Elements of Effective Teams
1) Defined Goals
2) Clarified Roles and Responsibilities
3) Positive Workinq Relationships
5) COMMUNICATION IS KEY
1) Top down
2) Bottom up
3) Between team members
6
V KEY ELEMENTS OF LEADERSHIP
THE TASK OF LEADERSHIP 1
1) UNDERSTANDING AND ADAPTING TO CHANGE
To monitor, accept, and adapt to both external and internal changes
2) HONEST ASSESSMENT — TAKING STOCK AS TO WHERE YOU'RE AT
To face reality — to assess, understand, and accept the current situation
3) PROVING DIRECTION — KNOWING WHERE YOU'RE GOING
To define the mission and values, and provide the vision, goals, and
objectives for the organization
4) DEVELOPING STRATEGY — KNOWING HOW TO GET WHERE
YOU'RE GOING
To develop the strategy and work plan to achieve the goals and objectives
of the organization
5) EXECUTION — THE ABILITY AND RESOLVE TO FOLLOW THROUGH
WITH THE STRATEGY AND PLAN
To follow through with implementation of the strategy and work plan. To
deliver the desired results
6) PROVIDING A POSITIVE WORK ENVIRONMENT
To provide a positive work environment for employees and organization
members
7
THE PROCESS OF LEADERSHIP I
7) PERSONNEL SELECTION
To recognize that the organization's human resources is it's most valuable
resource; to recruit the best talent available; to "get the right people on the bus"
8) CONTINUOUS TRAINING AND DEVELOPMENT
To provide training and development opportunities recognizing that growth,
development, and effectiveness improvement is an ongoing process
9) TEAM PLAYER
To work with other team members in a cooperative and collaborative way,
appreciating and building on diversity and individual strengths and differences
10) ROLE CLARITY
To clarify roles and responsibilities building on the strengths and skills of team
members
11) EMPOWERMENT
To empower team and organization members providing the resources, freedom
and authority to get the job done
12) CONTACTS, NETWORKS AND RELATIONSHIPS
To develop a wide variety of professional contacts, networks, and relationships
8
THE KEY INDIVIDUAL SK ILLS
13) TIME MANAGEMENT SKILLS
To be effective in sorting the important from the unimportant and the urgent from
the non - urgent; to determine priorities and focus on the most important aspects
of the job; to be organized
14) PEOPLE SKILLS,
To be able to get along and work with, a wide variety of people; to effectively
manage relationships; to have "emotional intelligence"
15) COMMUNICATION SKILLS
To be an effective communicator: speaker, listener, presenter, etc.; to regularly
communicate the organization's mission, values, vision and goals to other
members of the organization
16) DECISION MAKING SKILLS
To demonstrate good judgment in making decisions on a short term and long
term basis; to make ethical decisions
17) POSITIVE ATTITUDE
To radiate optimism; to convey "can do" thinking and behavior to effectively
manage one's own attitude
18) SELF - DISCIPLINE
To have the resolve, discipline, and where - with -all to follow through on
commitments
19) CHEERLEADING AND INSPIRATION SKILLS
To promote the organization in an upbeat manner, placing emphasis on the
positive things that are happening; to inspire others
24) ABILITY TO MAINTAIN PERSPECTIVE
To keep balance in one's life; to reflect; to smell the daisies; to have a variety of
interests
9
VI ELEMENT #1 - UNDERSTANDING AND ADAPTING TO CHANGE
Changes expected to impact the city in the next five years:
10
VII ELEMENT #2 - HONEST ASSESSMENT TAKING STOCK AS TO
WHERE YOU'RE AT)
Q, What's working well with the city?
Qz What's not working well with the city?
Q3 What's the city not doing that it should be doing?
Qa What's the city currently doing that it should not be doing?
11
i
VIII ELEMENT #3 - PROVIDING DIRECTION (KNOWING WHERE
YOU'RE GOING)
A) The Mission
B) The Core Values
C) The Vision
D) The Issues and opportunities
E) Converting issues and opportunities into a goals program
1) Ongoing Goals
2) Strategic Goals
3) Desired Outcomes for each Goal
F) The Benefits of a Goals Program
G) The ABC's of Goal Setting
H) Determining Performance Measures (Success Indicators) For the
Goals and Desired Outcomes
1) Development of Action Plans for Goal Achievement
12
IX ELEMENT #10 ROLE CLARITY
(The most important job responsibilities)
A) The major role (responsibilities) of
1)
2)
3)
4)
5)
B) The major role (responsibilities) of
1)
2)
3)
4)
5)
C) The major role (responsibilities) of
1)
2)
3)
4)
5)
13
X ELEMENT #13 - TIME MANAGEMENT SKILLS
A) Key Statements on Time Management
1) "The starting point of good management is the effective
use of one's time." Lee Iacocca
2) "Time is the most precious commodity we have. Therefore,
how we manage it has the most profound effect on how our
lives turn out." Jim Rohn
3) "The main thing is to make the main thin the main thing."
9 9
Stephen Covey
B) Effectiveness and Efficiency
C) Peter Drucker's Advice on Effectiveness
D) The 80/20 Rule
E) Quadrant II Activity vs. Quadrant III Activity
14
XI ELEMENT #14 - PEOPLE SKILLS
A) Key Statements on People Skills
1) "Eighty percent of the people who fail at work do so for one reason:
they do not relate well to other people." Robert Bolton Ph.D.
2) The extent to which people trust. respect and feel comfortable with
each other affects the way they work together as a team
3) The more team members accept understand, and appreciate the
uniqueness of each team member, the areater the harmonv
4) Team members have different knowledge and skills, personalities and
lifestyles, motivations and attitudes, and patterns of thinkina. feelina
and acting
B) Research Behind the "Personal Profile System"
C Four Style Behaviors
1) "D" Active & Outgoing - Director of Others
2) "1" Active & Outgoing - Persuader of Others
3) "S" Reserved - People Oriented
4) "C" Reserved - Task Oriented
D) General Highlights of Each Behavior
"D" Behavior " I " Behavior
1) 1)
2) 2)
3) 3)
4) 4)
5) 5)
"S" Behavior "C" Behavior
1) 1)
2) 2)
3) 3)
4) 4)
5) 5)
15
I
THE CHALLENGE
TO MAKE A POSITIVE IMPACT
I
M
P
A
C
T
PERSONAL ACTION PLAN FOR IMPROVEMENT
(ACTION STEPS TO BROADEN LEADERSHIP
KNOWLEDGE AND ENHANCE LEADERSHIP SKILLS)
1
2
3
4
5
16
i
THOUGHTS ON LEADERSHIP
1) "Leaders are dealers in hope" Tom Peters — Author — Re- lmaaine
2) "Leaders make sure people not only see the vision — they live and breathe it.
Leaders inspire risk taking and learning by setting the example."
Jack Welch — former CEO, General Electric — Author— Winninq
3) "The leader's job is to provide an empowering environment that enables
employees to serve their customers and provides them the training, education,
and support they need." Bill George, former CEO, Medtronic
Author — Authentic Leadership
4) "The true measure of leadership is influence — nothing more, nothing less."
John Maxwell — Expert on Leadership
Author of several books
5) "Leadership is a matter of how to be, not how to do it. It is the quality and
character of the leader that determines the performance, the results."
Francis Hesselbein, Chairman of the Leader to Leader Institute
Author— Hesselbein on Leadership
6) "There are many brilliant administrators, but only a few renewers of the systems
they administer. Leaders must be renewers. All too often, on the long road up,
young leaders become 'servants of what is' rather than `shapers of what might
be. "' John Gardner, Served six Presidents of the United States
in various leadership capacities
7) "Of those to whom much is given, much is required." John F. Kennedy
8) "One person can decide to lead. One person can make a difference. One person
does make a difference."
Chris Brady and Orrin Woodward — Authors
Launchinq A Leadership Revolution
17
J
Attachment C
CHANGES AND EXTERNAL FORCES THAT
HAVE HAD AN IMPACT ON THE CITY
IN THE LAST FIVE YEARS
MOST SIGNIFICANT
1) The city's chanaina demoaraahics that include an aging population, and
increased ethnic diversity
2) A decrease in the citv's tax base from local businesses
3) A reduction in local government aid from the state
4 An increase in the city's rental h
ousin
ty q
5) A decline in citizen satisfaction levels and an increase in expectations
6) A decline in the overall maintenance of the citv's housina stock
I SIGNIFICANT I
7) A decline in the services provided at the Brookdale property
8) A decline in the property value of Brookdale
9) Changes in elected local officials
10) Chanaes in staff — most significantly at the department head level
12
Attachment C
(continued)
CHANGES AND EXTERNAL FORCES
EXPECTED TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
I MOST SIGNIFICANT
1) The economv 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 demoarwhic chanaes that include an 9population a in and increased
g
cultural diversity
SIGNIFICANT I
7) Increases in the cost of healthcare and other benefits rovided to employees
p p yees
8) Increasing focus on partnerships and collaborations
9) Changes made at Brookdale
10) Improvements of Bass Lake Road, Shingle Creek Road, and Brooklyn Boulevard
13
Attachment C
(Continued)
I 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
14
Attachment G
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT
1) To provide leadership, direction, and long -range planning for the city
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
>U
Attachment G
(continued)
I ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
I 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
21
Attachment G
(continued)
f 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
Attachment G
(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
To rovide leadership and foster a positive work environment p p p e or o ment 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
23
Attachment G
(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
24
Attachment G
(continued)
I 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
25
Attachment G
(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
26
THE CITY OF
BROOKLYN CENTER
S TRA TEGI C PLAN
2010-2012
• Mission and Values
• Strategic and Ongoing Goals
• Desired Outcomes
• Success Indicators
• Action Plans
Mission
To ensure an attractive, clean, safe community that enhances the quality of
life and preserves the public trust
Values
Excellence and quality 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.
Ethics and integrity
We believe that ethics and integrity are foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
Visionary Leadership and Planning
We believe that the very essence of leadership is to be visionary and to plan
for the future
Fiscal Responsibility
We believe that fiscal responsibility and prudent stewardship of pubic funds is
essential for citizen confidence in government.
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.
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.
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.
Strategic Goals
GOAL #1 Ensure a safe and secure communibf ►
GOAL #2 Aaaressively proceed with Implementation of City's redevelopment
plans
GOAL #3 Stabilize and improve residential neiqhborhoods
GOAL #4 Positively address the community demographic makeup and increasing
cultural diversitv
GOAL #5 Continue to maintain and upgrade City infrastructure improvements
GOAL N Respond to increased public awareness and interest in environmental
sustainabilifi►, and green community issues
Onqoinq Goals
GOAL #1 Continue to provide quality services with limited resources i .
GOAL #2 Ensure the financial stabilitv of the City
GOAL #3 Move toward maintaininq or lowering the level of the City's property
taxes
GOAL #4 Streamline and strive for increased effectiveness in service delivery
GOAL #5 Ensure the city's influence at the legislature
GOAL N Improve Citv's image with citizens and those outside of the City's
borders
GOAL #7 Ensure the City drinkinq water is high quality and that the storm water
is properly manaqed
THE CITY OF BROOKLYN CENTER
STRATEGIC AND ONGOING GOALS
AND
DESIRED OUTCOMES
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 reduced
2) Citizen will fe I and be safe in their homes and all areas of the city
GOAL #2 Aciaressively Droceed with implementation of the city's re-
development Dian
Desired Outcomes
1) Private redevelopment will expand and improve
2) `Opportunity site' redevelopment 1 44 commence
3) EDA owned properties redevelopment will proceed expeditiously
GOAL #3 Stablize and improve residential neighborhoods
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 neighborst-
40.4
GOAL #4 Positivelv address community demographic make -uo and
increasinq ethnic diversity
Desired Outcomes
1 All demographic
groups will be represented and encouraged to
participate in civic, governmental, community organizations and
9
activities
2) Youth will be adequately served by recreation and educational
programs and activities
3) Underserved populations will be served by participation in programs/
activities available to the community at large
4) The social, health, and housing needs of the aging will be improved
GOAL #5 Maintain Infrastructure
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 -modej 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) Citizens and city government recycling and energy conservation
will improve
2) The purchasing power of the city will support the goal of environmental
sustainability
3) Public appreciation of the environment will be enhanced and increased
ONGOING GOALS
AND
DESIRED OUTCOMES
GOAL #1 Continue to provide quality services with limited resources
Desired Outcomes
1) The quality of service delivered will consistently meet or exceed
customer expectations
2) Service delivery will meet or exceed appropriate input and output
benchmark measures
3) Processes for service delivery will be improved 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 planning
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
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 paid by the median family
household will be stabilized or reduced over time
GOAL#4 Streamline and strive for increased effectiveness in
Service delivery
Desired Outcomes
1) The city will seek to improve the cost effectiveness of service
delivery on an ongoing basis
GOAL #5 Ensure the city's influence at the legislature
Desired Outcomes
1)
2) State and federal legislatures will be kept informed regarding city
needs that may be affected by legislation
3) The city will maintain positive ongoing relationships with state and
federal legislatures
4) A lobbyist will be employed on behalf of the city when appropriate
Utz
GOAL #6 Improve the city's imaqe 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, ualit attractive
q Y, community in which to live, work, and la
p Y
GOAL #7 Ensure the city's drinkinq 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
THE CITY OF BROOKLYN CENTER
STRATEGIC AND ONGOING GOALS
DESIRED OUTCOMES
AND
SUCCESS INDICATORS
STRATEGIC GOALS f
1
GOAL #1 Ensure a safe and secure communitv
Desired Outcomes (Key Result Areas)
1) The threat and fear of real or perceived crime among citizens and
others will be reduced
Proposed Success Indicators
(1) Reduce Part 1 violent crime by 10% or more each year
(2) Reduce Part 1 property crime by 10% or more each year
(3)
2) Citizens will feel and be safe in their homes and all areas of the city
Proposed Success Indicators
(1) City survey results will reflect that all residents feel safe in their homes
(2) City survey results will reflect that all residents fee safe throughout the city
(No places deemed unsafe)
(3) City survey results will reflect that all residents feel safe walking alone at night
GOAL #2 Aggressively proceed with implementation of the city's re- develop_ ment
plan
Desired Outcomes (Key Result Areas)
1) Private redevelopment will expand and improve
Proposed Success Indicators
(1) At least 50% of the privately owned residential vacant properties will commence and be
redeveloped within the next five years adding at least $ adjusted for inflation
to the taxable value of the City.
(2) At least 80% of privately owned vacant commercial properties will commence and complete
redevelopment within the next five years adding at least $ adjusted for inflation
to the taxable value of the City.
(3) At least 50% of the blighted /economically obsolete commercial properties will be
redeveloped within the next five years adding at least $ adjusted for inflation
to the City tax base.
2) 'Opportunity site'redevelopment with commence
Proposed Success Indicators
(1) _% 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 at least $ adjusted for inflation to
the 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 a
least $ adjusted for inflation to the 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 at least
$ adjusted for inflation to the taxable value of the City.
3) EDA owned properties redevelopment will proceed expeditiously
Proposed Success Indicators
(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 not less than $ adjusted for inflation to the taxable value of the
City.
(3)
GOAL #3 Stablize and improve residential nelahborhoods
Desired Outcomes_ (Key Result Areas)
1) Citizens will benefit from a diverse stock of housing types and styles
Proposed Success Indicators
(1) The number of home remodels and value added home improvements will increase
in each neighborhood (i.e. garage additions, bathrooms, bedrooms, 2nd stories,
energy efficiency) annually.
(2) Housing and accommodations for seniors will be available for aging residents
consistent with the demand for housing by this demographic group.
(3) 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
Proposed Success Indicators
(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)
3) Owner occupied housing will increase as a percentage of total
housing
Proposed Success Indicators
(1) At least % of single family residential properties will be owner occupied.
(2) At least % of all new housing will be built for owner occupancy
(3)
4) Problems associated with foreclosures will be dramatically reduced
or eliminated
Proposed Success Indicators
(1) % of qualified vacant properties will be registered and in compliance with the
vacant building ordinance.
(2) The number of nuisances and vandalism at vacant properties will decrease annually
by at least
(3)
5) Residential property values will improve and citizens will be proud of
their neighbors
Proposed Success Indicators
(1) Within five years residential sales prices will stabilize and increase at a rate equal to
or greater than rate of value incr3ase in comparable communities
(2) % of all residential properties will be well maintained and landscaped
(3) % of all residents surveyed will say they are proud of their neighborhood
GOAL #4 Positively address communitv demoaraphic make -up and increasing
ethnic diversity
Desired Outcomes (Key Result Areas)
1) All demographic groups will be represented and encouraged to
participate in civic, governmental, community organizations and
activities
Proposed Success Indicators
(1) Members of all communities will have equal access and representation in civic,
governmental, community organizations and activities
2) Youth will be adequately served by recreation and educational
programs and activities
Proposed Success Indicators
(1) All youth who desire to will be productively engaged in recreational activities or
educational programs.
3) Underserved populations will be served by participation in programs/
activities available to the community at large
Proposed Success Indicators
(1) Participation in community programs and activities will reflect the demographic
makeup of the community.
4) The social, health, and housing needs of the aging will be improved
Proposed Success Indicators
(1) Service gaps in the social, health and housing needs of aging and moderate income
community members will be reduced and eliminated over time.
GOAL #5 Maintain Infrastructure
Desired Outcomes, (Key Result Areas)
1) City government buildings, major equipment and physical assets of
the city will be maintained and improved
Proaosed Success Indicators
(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
Proaosed Success Indicators
(1) Citizens rate reconstruction projects as meeting or exceeding expectations via
surveys sent to project area residents.
(2) Using a pavement index rating system, meet or exceed the established acceptable
roadway rating standard.
(3) Reduce potholes and roadway complaints.
(4) Reduce sewer blockage and watermain breakage /complaints
(5) Complete the citywide street and utility construction program within ten years
3) The traveling public will benefit from multi -modaJ transportation
options fostered and provided by the city
Proposed Success Indicators
(1) Minimize an increase to future traffic delays and congestion.
(2) Minimize the amount of regional traffic flow on local streets.
(3) Increase alternative modes of transportation used.
GOAL M Environmental Sustainabilitv
Desired Outcomes (Key Result Areas)
1) Citizens and city government recycling and energy conservation
will improve
Proposed Success Indicators
(1) Within five years energy consumption in the city will be reduced by
(2) Within five years City Government energy consumption will be reduced by
(3) Within five years _! _ % of residents surveyed will understand the value of
recycling and energy conservation and at least % will have changed their
behavior in order to conserve environmental resources.
2) The purchasing power of the city will support the goal of
environmental sustainability
Proposed Success Indicators
(1) The City will purchase recycled materials whenever costs are reasonable (with 16
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.
I
(4) The City will purchase environmentally friendly equipment and vehicles whenever
performance requirements and costs are comparable.
3) Public appreciation of the environment will be enhanced and
increased
Proposed Success Indicators
(1) % of residents surveyed will understand the issues of environmental
sustainability and % will alter their behavior to support a more environmental
sustainable communiT
4) Citizens will benefit from the expansion and improvement of needed
technology infrastructure as cost effective, feasible options become
available
Pr000sed Success Indicators
(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,
I�