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HomeMy WebLinkAbout1995 05-18 CCP Special Session City of Brooklyn Center City Council Goal Setting Session May 18, 1995 I. Issues and Opportunities II. Short-Term Issues and Opportunities III. Highest Priority - Top 7 Issues and Opportunities I Issues and Opportunities 31 City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities May 18, 1995 Goals Votes Short Top ? Term Upgrade various City physical facilities by initiating a bond issue 1 X Recruit and hire a new city manager X Recognize staff as professional and empowering them with the resources X to do their jobs and fulfill the goals Have staff continue to provide adequate information to the Council to X make prudent decisions Develop a five -year strategic plan and focus efforts on the plan [with 6 1 annual update retreats] Revitalize the City's housing stock 6 2 [overall economic development] Reexamine and define the "role" of the City [i.e. what services to 5 3 provide] Increase communication team spirit at the Council and top management 5 4 level Become more user friendly placing high emphasis on treating the citizen 5 5 as a customer [friendly and responsive City Hall] Enhance the City's public image 5 6 Develop or locate alternative funding for City services 5 7 Initiate a cost/benefit analysis of existing and potential City services 5 Address the changing demographics and diversity in the City 4 Replace the City's infrastructure 4 Increase legislative clout 3 Address the City's crime & violence issues 2 [through expanded citizen involvement] Take on a more active role with the LMC and other regional public 1 organizations Become a key player in new technology (such as the Super Highway) as 1 pertains to City services Enhance communication and collaboration with other jurisdictions and the 1 general public Expand and remodel Brookdale City Council Goal Setting Session Page 2 Issues and Opportunities May 18, 1995 Goals Votes short Top 7 Term Improve communication with the City's citizens Revitalize Brooklyn Boulevard Determine the level of human services the City will provide [more clearly define the changing role of cities] The need to have a cooperative, smooth running City with the Council and City Manager communicating that fosters team spirit with a positive working environment II Short -Term Issues and Opportunities 31 City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Short Term May 18, 1995 1. To upgrade various City physical facilities by initiating a bond issue 2. To recruit and hire a new city manager 3. To recognize the staff as professional and empowering them with the resources to do their jobs and fulfill the goals 4. Staff to provide adequate information to the Council to make prudent decisions III Highest Priority -Top 7 Issues and Opportunities 31 City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Highest Priority - Top 7 May 18, 1995 1. To develop a five -year strategic plan and focus efforts on the plan [with annual update retreats] 2. To revitalize the City's housing stock [overall economic development] 3. To reexamine and define the "role" of the City [i.e. what services to provide] 4. To increase communication team spirit at the Council and top management level 5. To be more user friendly placing high emphasis on treating the citizen as a customer [friendly and responsive City Hall] 6. To enhance the City's public image 7. To develop or locate alternative funding for City services Don ald Sal & Associates Roseville Professional Center • Suite 511 • 2233 N. Hamlin Avenue • Roseville, MN 55113 (612) 484 -1335 CITY OF BROOKLYN CENTER 1995 CITY COUNCIL LEADERSHIP AND GOAL SETTING WORKSHOP EXECUTIVE SUMMARY I CITY OF BROOKLYN CENTER 1995 CITY COUNCIL LEADERSHIP AND GOAL SETTING WORKSHOP I INTRODUCTION The City of Brooklyn Center held a City Council Leadership and Goal Setting Workshop the evening of May 18, 1995 at the Inn on the Farm at the Earle Brown Heritage Center in Brooklyn Center. The workshop facilitator was Don Salverda, President of Donald Salverda & Associates of Roseville, Minnesota. Participants at the workshop were: Mayor Myrna Kragness Council Members: Debra Hilstrom, Kathleen Carmody, and Kristen Mann Assistant City Manager: Nancy Gohman Director of Community Development: Brad Hoffman The primary objectives of the workshop were: 1) To review and build on the results of the management team's Leadership Development Workshop 2) To enhance communication and develop renewed team spirit among the participants 3) To develop consensus on maior issues and opportunities facing the city 4) To develop an Updated Goals Program for the city 5) To review and clarify roles of the city's leadership team 6) To be an educational and enjoyable experience This report summarizes the results of the workshop and includes recommendations for follow up actions to be taken. 1 II INTRODUCTORY REMARKS Mayor Myrna Kragness and Assistant City Manager Nancy Gohman welcomed the participants to the workshop pointing out the importance of open communication between council members and the need for the council to develop consensus on issues and opportunities facing the city. Ms. Gohman then introduced the workshop facilitator, Don Salverda. III BACKGROUND INFORMATION To prepare council members for the workshop, Ms. Gohman had provided each with the Executive Summary of the 1994 Management Team Leadership Development Workshop and the 1985 Final Report of the Year 2000 Committee. IV REVIEW OF THE MANAGEMENT TEAM LEADERSHIP DEVELOPMENT WORKSHOP The facilitator reviewed the Executive Summary of the 1994 Management Team Leadership Development Workshop. Particular emphasis was placed on the sections entitled °Leaders and Managers are Being Challenged," "Anticipated Changes and Trends that will Impact the City," and "Clarifying Roles and Responsibilities." Each of these sections is included in this report as well. 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 as never before. 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 the 1990s, increased emphasis is being placed on individual leadership and leadership development within organizations. The facilitator provided a number of current writings and resource materials on leadership, and challenged participants to either lead, follow, or get out of the way. Specific reference was made to the book, Reinventing Government. 2 VI ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY Participants reviewed changes and trends that are expected to impact the city for the next several years. See Attachment A for Listing of Anticipated Changes and Trends VII IDENTIFYING AND DEVELOPING UPDATED CONSENSUS ON MAJOR ISSUES AND OPPORTUNITIES FACING THE CITY Participants identified and prioritized a number of issues and opportunities facing the city from a short term basis and from a one to three year perspective. See Attachment B for the Priority Listing of Issues and Opportunities VIII DEVELOPING A GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES Participants next converted the Issues and Opportunities into a list of possible Goals to be further discussed, refined and eventually adopted and acted on. See Attachment C for the Suggested Goals Program IX DEVELOPING PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS PROGRAM Time did not allow for the development of Preliminary Action Plans to achieve the Goals. Preliminary Action Plans will be developed under the direction of the . city manager. 3 X CLARIFYING ROLES AND RESPONSIBILITIES I Participants briefly reviewed the major roles and responsibilities of the city council, the city manager, and department heads. See Attachment D for the Listing of Major Roles and Responsibilities XI UNDERSTANDING INDIVIDUAL WORK BEHAVIOR STYLES Participants participated in an enjoyable and well received learning experience designed to increase harmony, productivity, and team spirit by identifying various behavior patterns, understanding the differences in styles of behavior, identifying and minimizing potential conflict areas, and maximizing the strengths of their own individual styles of behavior. I XII EVALUATION OF THE WORKSHOP The workshop was well received by participants with an overall rating of 4.2 on a scale of 1 = low and 5 high. XIII RECOMMENDED FOLLOW UP ACTIONS It was agreed that considerable progress was made at the workshop and that follow up actions are needed. A logical sequence of actions are: 1) Participants review the Executive Summary of the workshop 2) The City Manager and management team fine tune the Issues and Opportunities and Suggested Goals Program and develop preliminary action plans for each goal 3) The revised version of the Issues and Opportunities and Goals Program be officially adopted' 4 , i 4) Action Plans and assigned responsibilities be developed for each goal 5) The City Council monitors progress on Goals achievement during the year 6) A follow up workshop with council members and the management team be held in six months to review progress and to update the Goals Program for 1996, Executive Summary Written by the Workshop Facilitator Don Salverda Donald Salverda & Associates Roseville Professional Center 2233 North Hamline Avenue Roseville, MN 55113 (612) 484 -1335 5 Attachment A ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY EXTERNAL CHANGES 1) "LESS FEDERAL FUNDING" 2) "LESS STATE FUNDING" 3) "CONTINUING MANDATES' 4) "A SMALLER FEDERAL GOVERNMENT" 5) "INCREASED IMMIGRATION INTO THE CITY" 6) "CHANGES IN THE HEALTH CARE DELIVERY SYSTEM" 7) "AN INCREASING DEMAND FOR SERVICES" 8) "CHANGES IN TECHNOLOGY" 9) "A MORE LEGALISTIC SOCIETY" 10) "CHANGES IN THE DELIVERY OF EDUCATION" 11) "A GREATER EMPHASIS ON CONTINUING EDUCATION AND LIFELONG LEARNING" 12) "CHANGES IN THE OWNERSHIP OF INDUSTRIAL AND COMMERCIAL PROPERTIES 6 Attachment A Continued ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY 13) "AN AGING INFRASTRUCTURE" 14) "AN AGING POPULATION" 15) "CHANGES IN THE CITY'S TAX BASE" 16) "INCREASED PUBLIC EXPECTATIONS" 17) "GREATER EMPHASIS ON THE QUALITY OF THE CITY'S SERVICES" 18) "GROWTH IN THE NORTHWEST METRO AREA" 19) "FUTURE BOND ISSUES" 20) - GREATER DIFFICULTY FOR HOMEOWNERS TO FINANCE IMPROVEMENTS" 21). "THE IMPACT OF THE INFORMATION HIGHWAY" 22) "CHANGES IN EMPLOYMENT AND THE WORK FORCE POOL" 7 Attachment A Continued ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY INTERNAL CHANGES 1) "THE CONSOLIDATION AND COLLABORATION OF SOME CITY SERVICES' 2) "AN INCREASING PRESSURE TO DO MORE WITH LESS" 3) "STAFF TURNOVER AND CHANGES" 4) "NEW ELECTED OFFICIALS" 5) "A NUMBER OF FACILITY CHANGES" 6) "A NUMBER OF TECHNOLOGY CHANGES SUCH AS COMPUTERS, PHONES, ETC. 7) "THE IMPACT OF THE 800 MEGA HERTZ COMMUNICATION SYSTEM" 8) "NEW BOND ISSUES' 9) "MORE USER FEES" 10) "GREATER PUBLIC ACCESS TO INFORMATION' 11) "A MORE AGGRESSIVE MARKETING OF THE CITY" 12) "A GREATER NUMBER OF UNFUNDED AND UNKNOWN MANDATES- 8 Attachment B ISSUES AND OPPORTUNITIES FACING THE CITY SHORT TERM 1) THE NEED TO RECRUIT AND HIRE A NEW CITY MANAGER 2) THE NEED TO UPGRADE THE CITY'S PHYSICAL FACILITIES BY INITIATING A BOND ISSUE 3) THE NEED TO RECOGNIZE THE CITY'S STAFF AS PROFESSIONALS AND EMPOWER THEM WITH THE RESOURCES TO DO THEIR JOBS AND FULFILL THE CITY'S MISSION 4) THE NEED FOR THE STAFF TO PROVIDE ADEQUATE AND TIMELY INFORMATION TO THE COUNCIL SO THAT THE COUNCIL CAN MAKE PRUDENT DECISIONS 9 Attachment B Continued ONE TO THREE YEARS HIGHEST PRIORITY # VOTES RANK 6 1) THE NEED TO DEVELOP A FIVE -YEAR STRATEGIC PLAN AND TO FOCUS THE CITY'$ EFFORTS ON THE PLAN WITH ANNUAL UPDATES 6 2) THE NEED TO REVITALIZE THE CITY'S HOUSING STOCK AND OVERALL ECONOMIC DEVELOPMENT 5 3) THE NEED TO REEXAMINE AND REDEFINE THE ROLE OF THE CITY AS TO WHAT SERVICES ARE TO BE PROVIDED AND AT WHAT LEVELS 5 4) THE NEED TO INCREASE COMMUNICATION AND TEAM SPIRIT AMONG COUNCIL MEMBERS AND WITH TOP MANAGEMENT OF THE CITY 5 5) THE NEED FOR THE CITY TO BECOME MORE USER FRIENDLY PUTTING HIGH EMPHASIS ON TREATING "CITIZENS AS CUSTOMERS" 5 6) THE NEED TO ENHANCE THE CITY'S PUBLIC IMAGE 5 7) THE NEED TO DEVELOP OR LOCATE ALTERNATE FUNDING FOR CITY SERVICES 10 Attachment B Continued HIGH PRIORITY # VOTES RANK 5 8) THE NEED TO INITIATE A COSTIBENEFIT ANALYSIS OF EXISTING AND POTENTIAL CITY SERVICES 4 9) THE NEED TO ADDRESS THE CHANGING DEMOGRAPHICS AND DIVERSITY OF THE CITY 4 10) THE NEED TO REPLACE THE CITY'S INFRASTRUCTURE 3 11) THE NEED TO INCREASE THE CITY'S LEGISLATIVE CLOUT 2 12) THE NEED TO ADDRESS THE CITY'S CRIME AND VIOLENCE ISSUES THROUGH EXPANDED CITIZEN INVOLVEMENT 1 13) THE NEED FOR THE CITY TO TAKE A MORE ACTIVE ROLE WITH THE LEAGUE OF MINNESOTA CITIES AND OTHER REGIONAL PUBLIC ORGANIZATIONS 1 14) THE NEED FOR THE CITY TO BECOME A KEY PLAYER IN NEW TECHNOLOGIES (SUCH AS THE SUPER HIGHWAY) AS IT PERTAINS TO CITY SERVICES 1 15) THE NEED TO ENHANCE COMMUNICATION AND COLLABORATION WITH OTHER JURISDICTIONS AND THE GENERAL PUBLIC 11 Attachment B Continued PRIOR[TY # VOTES RANK 0 16) THE NEED TO EXPAND AND REMODEL BROOKDALE 0 17) THE NEED TO IMPROVE COMMUNICATION WITH THE CITY'S CITIZENS 0 18 THE EED E TO REVITALIZE BROOKLYN BOULEVARD 0 19) THE NEED TO DETERMINE THE LEVEL OF HUMAN SERVICES THE CITY WILL PROVIDE 0 20) THE NEED TO HAVE A COOPERATIVE, SMOOTH - RUNNING CITY WITH THE COUNCIL AND CITY MANAGER COMMUNICATING, FOSTERING TEAM SPIRIT, AND PROVIDING A POSITIVE WORK ENVIRONMENT 12 • Attachment C SUGGESTED GOALS PROGRAM SHORT TERM GOAL #1 TO RECRUIT AND HIRE A NEW CITY MANAGER GOAL #2 TO UPGRADE THE CITY'S PHYSICAL FACILITIES BY INITIATING A BOND ISSUE GOAL #3 TO RECOGNIZE THE CITY'S STAFF AS PROFESSIONALS AND EMPOWER THEM WITH THE RESOURCES TO DO THEIR JOBS AND FULFILL THE CITY'S MISSION GOAL #4 TO HAVE THE STAFF TO PROVIDE ADEQUATE AND TIMELY INFORMATION TO THE COUNCIL SO THAT THE COUNCIL CAN MAKE PRUDENT DECISIONS I 13 Attachment C Continued ONE TO THREE YEARS HIGHEST PRIORITY GOAL #1 TO DEVELOP A FIVE -YEAR STRATEGIC PLAN FOR THE CITY GOAL #2 TO REVITALIZE THE CITY'S HOUSING STOCK AND OVERALL ECONOMIC DEVELOPMENT GOAL #3 TO REEXAMINE AND REDEFINE THE ROLE OF THE CITY AS TO WHAT SERVICES ARE TO BE PROVIDED AT WHAT LEVELS GOAL #4 TO INCREASE COMMUNICATION AND TEAM SPIRIT AMONG COUNCIL MEMBERS AND WITH TOP MANAGEMENT OF THE CITY GOAL #5 TO CREATE A MORE USER FRIENDLY CITY HALL WHERE CITIZENS ARE TREATED AS CUSTOMERS GOAL #6 TO ENHANCE THE CITY'S PUBLIC IMAGE GOAL #7 TO DEVELOP OR LOCATE ALTERNATE FUNDING FOR CITY SERVICES 14 • Attachment C Continued HIGH PRIORITY GOAL #8 TO INITIATE A COST /BENEFIT ANALYSIS OF EXISTING AND POTENTIAL CITY SERVICES GOAL #9 TO ADDRESS THE CITY'S CHANGING DEMOGRAPHICS AND DIVERSITY GOAL #10 TO REPLACE THE CITY'S INFRASTRUCTURE GOAL #11 TO INCREASE THE CITY'S LEGISLATIVE CLOUT GOAL #12 TO ADDRESS THE CITY'S CRIME AND VIOLENCE ISSUES THROUGH EXPANDED CITIZEN INVOLVEMENT GOAL #13 TO HAVE THE CITY TAKE A MORE ACTIVE ROLE WITH THE LEAGUE OF MINNESOTA CITIES AND OTHER REGIONAL PUBLIC ORGANIZATIONS GOAL #14 TO HAVE THE CITY UTILIZE NEW TECHNOLOGIES WHERE APPROPRIATE AND AFFORDABLE GOAL #15 TO ENHANCE COMMUNICATION AND COLLABORATION WITH OTHER JURISDICTIONS AND THE GENERAL PUBLIC 15 Attachment D ROLES AND RESPONSIBILITIES OF THE CITY COUNCIL HIGHEST PRIORITY 1) TO SET THE OVERALL DIRECTION FOR THE CITY BY DEVELOPING THE CITY'S MISSION, GOALS AND POLICIES 2) TO MAKE THE `TOUGH POLICY DECISIONS' FOR THE CITY 3) TO DEVELOP A FULL UNDERSTANDING OF THE ISSUES FACING THE CITY BY LISTENING TO AND ANALYZING INFORMATION PROVIDED BY THE STAFF AND CITIZENS 4) TO OPENLY AND HONESTLY COMMUNICATE WITH THE CITY'S STAFF AND CITIZENS HIGH PRIORITY 5) TO PROVIDE OVERSITE OF THE STAFF 6) TO INFLUENCE LEGISLATION THAT AFFECTS THE CITY 7) TO COOPERATE WITH OTHER JURISDICTIONS 16 Attachment D Continued ROLES AND RESPONSIBILITIES OF THE CITY MANAGER HIGHEST PRIORITY 1) TO BE THE LIAISON BETWEEN THE CITY COUNCIL AND THE PROFESSIONAL STAFF 2) TO FOSTER A POSITIVE WORK ENVIRONMENT THAT CHALLENGES THE PROFESSIONAL STAFF 3) TO PROVIDE OVERALL LEADERSHIP TO THE PROFESSIONAL STAFF 4) TO PROVIDE THE RESOURCES AND TOOLS NEEDED BY THE PROFESSIONAL STAFF TO CARRY OUT THE WORK OF THE CITY HIGH PRIORITY 1) TO BE THE PRIMARY SPOKESPERSON FOR THE CITY 2) TO COMMUNICATE AND WORK WITH OTHER JURISDICTIONS AND AGENCIES 17 Attachment D 4 Continued i) 7 ROLES AND RESPONSIBILITIES OF THE DEPARTMENT HEADS HIGHEST PRIORITY 1) TO PROVIDE THE OVERALL DAY -TO -DAY MANAGEMENT OF THEIR DEPARTMENTS, INCLUDING BUDGET PREPARATION 2) TO PROVIDE SUPPORT TO THE CITY MANAGER BY DEVELOPING POLICY OPTIONS, RECOMMENDATIONS, AND EVALUATIONS 3) TO ESTABLISH AND FOLLOW A PARTICIPATIVE GOAL SETTING PROCESS WITHIN THEIR DEPARTMENTS 4) TO FOSTER AND MAINTAIN A HIGH LEVEL OF EMPLOYEE INVOLVEMENT IN THE DEPARTMENT'S DECISION MAKING PROCESS 5) TO DEVELOP AN ENVIRONMENT THAT FOSTERS POSITIVE EMPLOYEE MORALE 6) TO COMMUNICATE THE CITY'S AND DEPARTMENTS GOALS TO THE EMPLOYEES OF THE DEPARTMENT 18 Donald Saiverda & Associates Roseville Professional Center • Suite 511 • 2233 N. Hamlin Avenue • Roseville, MN 55113 (612) 484 -1335 1 t CITY OF BROOKLYN CENTER 1995 CITY COUNCIL 11 ' LEADERSHIP AND GOAL SETTING WORKSHOP ' EXECUTIVE SUMMARY 1 1 1 1 �1 1 1 1 1 ' CITY OF BROOKLYN CENTER 1995 CITY COUNCIL LEADERSHIP AND GOAL SETTING WORKSHOP ' I INTRODUCTION The City of Brooklyn Center held a City Council Leadership and Goal Setting ' Workshop the evening of May 18, 1995 at the Inn on the Farm at the Earle Brown Heritage Center in Brooklyn Center. ' The workshop facilitator was Don Salverda, President of Donald Salverda & Associates of Roseville, Minnesota. Participants at the workshop were: ' Mayor Myrna Kragness Council Members: Debra Hilstrom, Kathleen Carmody, and Kristen Mann Assistant City Manager: Nancy Gohman Director of Community Development: Brad Hoffman The primary objectives of the workshop were: ' 1) To review and build on the results of the management team's Leadership Development Workshop 2 To enhance communication and develop enewed teams spirit among the p p 9 ' participants 3) To develop consensus on major issues and opportunities facing the city 4) To develop an Updated Goals Program for the city 5) To review and clarify roles of the city's leadership team 6) To be an educational and enioyable experience This report summarizes the results of the workshop and includes recommendations for follow up actions to be taken. 1 it INTRODUCTORY REMARKS Mayor Myrna Kragness and Assistant City 9 Y Man Nancy Gohman welcomed the participants to the workshop pointing out the importance of open ' communication between council members and the need for the council to develop consensus on issues and opportunities facing the city. Ms. Gohman then introduced the workshop facilitator, Don Salverda. I' III BACKGROUND INFORMATION To prepare council members for the workshop, Ms. Gohman had provided each with the Executive Summary of the 1994 Management Team Leadership Development Workshop and the 1985 Final Report of the Year 2000 Committee. IV REVIEW OF THE MANAGEMENT TEAM LEADERSHIP DEVELOPMENT WORKSHOP The facilitator reviewed the Executive Summa of the 1994 Management Team Summary 9 Leadership Development Workshop. Particular emphasis was placed on the sections entitled "Leaders and Managers are Being Challenged," "Anticipated Changes and Trends that will Impact the City," and "Clarifying Roles and 9 P Y� Y 9 Responsibilities." Each of these sections is included in this report as well. 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 t being challenged as never before. 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 the 1990s, increased emphasis is being placed on individual leadership and leadership development within organizations. The facilitator provided a number of current writings and resource materials on leadership, and challenged participants to either lead, follow, or get out of the way. Specific reference was made to the book, Reinventing Government. �,� 2 ' VI ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY ' Participants reviewed changes and trends that are expected to impact the city for the next several years. ' See Attachment A for Listing of Anticipated Changes and Trends VII IDENTIFYING AND DEVELOPING UPDATED CONSENSUS ON MAJOR ISSUES AND OPPORTUNITIES FACING THE CITY Participants identified and prioritized a number of issues and opportunities 1 facing the city from a short term basis and from a one to three year perspective. See Attachment B for the ' Priority Listing of Issues and Opportunities ' VIII DEVELOPING A GOALS PROGRAM TO ADDRESS THE ISSUES AND OPPORTUNITIES ' Participants next converted the Issues and Opportunities into a list of possible Goals to be further discussed, refined and eventually adopted and acted on. ' See Attachment C for the Suggested Goals Program IX DEVELOPING PRELIMINARY ACTION PLANS TO ACHIEVE THE GOALS PROGRAM Time did not allow for the development of Preliminary Action Plans to achieve the Goals. Preliminary Action Plans will be developed under the direction of the city manager. 3 ' X CLARIFYING ROLES AND RESPONSIBILITIES Participants briefly reviewed the major roles and responsibilities of the city council, the city manager, and department heads. ' See Attachment D for the Listing of Maior Roles and Responsibilities XI UNDERSTANDING INDIVIDUAL WORK BEHAVIOR STYLES Participants i p participated in an enjoyable and well received learning experience designed to increase harmony, productivity, and team spirit by identifying various behavior patterns, understanding the differences in styles of behavior, identifying and minimizing potential conflict areas, and maximizing the strengths ' of their own individual styles of behavior. ' XII EVALUATION OF THE WORKSHOP ' The workshop was well received by participants with an overall rating of 4.2 on a scale of 1 = low and 5 = high. XIII RECOMMENDED FOLLOW UP ACTIONS It was agreed that considerable progress was made at the workshop and that g P 9 p follow up actions are needed. A logical sequence quence of actions are. 1) Participants review the Executive Summary of the workshop 2) The City Manager and management team fine tune the Issues and Opportunities and Suggested Goals Program and develop preliminary action plans for each goal ' 3) The revised version of the Issues and Opportunities and Goals Program be officially adopted 4 4) Action Plans and assigned responsibilities be developed for each goal ' 5) The City Council monitors progress on Goals achievement during the year 6) A follow up workshop with council members and the management team be held in six months to review progress and to update the Goals Program for 1996. Executive Summary Written by the Workshop Facilitator Don Salverda Donald Salverda & Associates Roseville Professional Center ' 2233 North Hamline Avenue Roseville, MN 55113 (612) 484 -1335 5 ' Attachment A ' ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY EXTERNAL CHANGES 1 "LESS FEDERAL FUNDING" 2) LESS STATE FUNDING 3) CONTINUING MANDATES 1 4) "A SMALLER FEDERAL GOVERNMENT" 5) "INCREASED IMMIGRATION INTO THE CITY" 6) "CHANGES IN THE HEALTH CARE DELIVERY SYSTEM" 7) "AN INCREASING DEMAND FOR SERVICES" 8) "CHANGES IN TECHNOLOGY" 9) "A MORE LEGALISTIC SOCIETY" 10) "CHANGES IN THE DELIVERY OF EDUCATION" 11) "A GREATER EMPHASIS ON CONTINUING EDUCATION AND ' LIFELONG LEARNING" ' 12) "CHANGES IN THE OWNERSHIP OF INDUSTRIAL AND COMMERCIAL PROPERTIES" 6 ' Attachment A Continued ' ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY i ' 13) "AN AGING INFRASTRUCTURE" ' 14) "AN AGING POPULATION" ' 15) "CHANGES IN THE CITY'S TAX BASE" ' 16) "INCREASED PUBLIC EXPECTATIONS" ' 17) "GREATER EMPHASIS ON THE QUALITY OF THE CITY'S SERVICES" ' 18) "GROWTH IN THE NORTHWEST METRO AREA' 19 "FUTURE BOND ISSUES" 20 'GREATER R D FFICULTY FOR HOMEOWNERS TO FINANCE IMPROVEMENTS" 21) "THE IMPACT OF THE INFORMATION HIGHWAY" 22) "CHANGES IN EMPLOYMENT AND THE WORK FORCE POOL" 7 Attachment A Continued ANTICIPATED CHANGES AND TRENDS THAT WILL IMPACT THE CITY INTERNAL CHANGES 1) THE CONSOLIDATION AND COLLABORATION OF SOME CITY SERVICES" 2) "AN INCREASING PRESSURE TO DO MORE WITH LESS" 3) "STAFF TURNOVER AND CHANGES" ' 4) "NEW ELECTED OFFICIALS" 5) "A NUMBER OF FACILITY CHANGES" ' 6) "A NUMBER OF TECHNOLOGY CHANGES SUCH AS COMPUTERS, PHONES, ETC. L' 7 "THE IMPACT OF THE 800 SYSTEM" MEGA HERTZ COMMUNICATION SY G S ' 8) "NEW BOND ISSUES" 9) "MORE USER FEES" 10 "GREATER PUBLIC ACCESS TO INFORMATION ' 11) "A MORE AGGRESSIVE MARKETING OF THE CITY" ' 12) "A GREATER NUMBER OF UNFUNDED AND UNKNOWN MANDATES" 1 8 r ' Attachment B ' ISSUES AND OPPORTUNITIES FACING THE CITY r SHORT TERM r ' 1) THE NEED TO RECRUIT AND HIRE A NEW CITY MANAGER ' 2) THE NEED TO UPGRADE THE CITY'S PHYSICAL FACILITIES BY INITIATING A BOND ISSUE r 3) THE NEED TO RECOGNIZE THE CITY'S STAFF AS PROFESSIONALS AND ' EMPOWER THEM WITH THE RESOURCES TO DO THEIR JOBS AND FULFILL THE CITY'S MISSION r 4) THE NEED FOR THE STAFF TO PROVIDE ADEQUATE AND TIMELY INFORMATION TO THE COUNCIL SO THAT THE COUNCIL CAN MAKE r PRUDENT DECISIONS r r 1 r 1 1 r 9 r . ' Attachment B Continued ONE TO THREE YEARS HIGHEST PRIORITY # VOTES RANK 6 1) THE NEED TO DEVELOP A FIVE -YEAR STRATEGIC ' PLAN AND TO FOCUS THE CITY'S EFFORTS ON THE PLAN WITH ANNUAL UPDATES ' 6 2) THE NEED TO REVITALIZE THE CITY'S HOUSING STOCK AND OVERALL ECONOMIC DEVELOPMENT ' 5 3) THE NEED TO REEXAMINE AND REDEFINE THE ROLE OF THE CITY AS TO WHAT SERVICES ARE TO BE ' PROVIDED AND AT WHAT LEVELS 5 4) THE NEED TO INCREASE COMMUNICATION AND ' TEAM SPIRIT AMONG COUNCIL MEMBERS AND WITH TOP MANAGEMENT OF THE CITY ' 5 5) THE NEED FOR THE CITY TO BECOME MORE USER FRIENDLY PUTTING HIGH EMPHASIS ON TREATING "CITIZENS AS CUSTOMERS" ' 5 6) THE NEED TO ENHANCE THE CITY'S PUBLIC IMAGE 5 7) THE NEED TO DEVELOP OR LOCATE ALTERNATE FUNDING FOR CITY SERVICES t 10 ' Attachment B Continued ' HIGH PRIORITY # VOTES RANK 5 8) THE NEED TO INITIATE A COSTIBENEFIT ANALYSIS OF EXISTING AND POTENTIAL CITY SERVICES 4 9) THE NEED TO ADDRESS THE CHANGING ' DEMOGRAPHICS AND DIVERSITY OF THE CITY 4 10) THE NEED TO REPLACE THE CITY'S INFRASTRUCTURE 1 3 11) THE NEED TO INCREASE THE CITY'S LEGISLATIVE CLOUT ' 2 12) THE NEED TO ADDRESS THE CITY'S CRIME AND VIOLENCE ISSUES THROUGH EXPANDED CITIZEN t INVOLVEMENT 1 13) THE NEED FOR THE CITY TO TAKE A MORE ACTIVE ROLE WITH THE LEAGUE OF MINNESOTA CITIES AND OTHER REGIONAL PUBLIC ORGANIZATIONS ' 1 14) THE NEED FOR THE CITY TO BECOME A KEY PLAYER IN NEW TECHNOLOGIES (SUCH AS THE SUPER HIGHWAY) AS IT PERTAINS TO CITY SERVICES 1 15) THE NEED TO ENHANCE COMMUNICATION AND ' COLLABORATION WITH OTHER JURISDICTIONS AND THE GENERAL PUBLIC ' 11 Attachment B Continued ' I PRIORITY ' # VOTES RANK t 0 16) THE NEED TO EXPAND AND REMODEL BROOKDALE ' 0 17) THE NEED TO IMPROVE COMMUNICATION WITH THE CITY'S CITIZENS ' 0 18) THE NEED TO REVITALIZE BROOKLYN BOULEVARD 0 19) THE NEED TO DETERMINE THE LEVEL OF HUMAN SERVICES THE CITY WILL PROVIDE 0 20) THE NEED TO HAVE A COOPERATIVE, SMOOTH- ' RUNNING CITY WITH THE COUNCIL AND CITY MANAGER COMMUNICATING, FOSTERING TEAM SPIRIT, AND PROVIDING A POSITIVE WORK ENVIRONMENT 12 Attachment C ' SUGGESTED GOALS PROGRAM SHORT TERM t GOAL #1 TO RECRUIT AND HIRE A NEW CITY MANAGER GOAL #Z TO UPGRADE THE CITY'S PHYSICAL FACILITIES ' BY INITIATING A BOND ISSUE GOAL #3 TO RECOGNIZE THE CITY'S STAFF AS PROFESSIONALS AND EMPOWER THEM WITH THE RESOURCES TO DO THEIR JOBS AND FULFILL THE CITY'S MISSION GOAL #4 TO HAVE THE STAFF TO PROVIDE ADEQUATE AND ' TIMELY INFORMATION TO THE COUNCIL SO THAT THE COUNCIL CAN MAKE PRUDENT DECISIONS 13 Attachment C Continued ONE TO THREE YEARS ' HIGHEST PRIORITY GOAL #1 TO DEVELOP A FIVE -YEAR STRATEGIC PLAN FOR THE CITY I I' GOAL #2 TO REVITALIZE THE CITY'S HOUSING STOCK AND OVERALL ECONOMIC DEVELOPMENT ' GOAL #3 TO REEXAMINE AND REDEFINE THE ROLE OF THE CITY AS TO WHAT SERVICES ARE TO BE PROVIDED AT WHAT ' LEVELS GOAL #4 TO INCREASE COMMUNICATION AND TEAM SPIRIT AMONG ' COUNCIL MEMBERS AND WITH TOP MANAGEMENT OF THE CITY GOAL #5 TO CREATE A MORE USER FRIENDLY CITY HALL WHERE CITIZENS ARE TREATED AS CUSTOMERS ' GOAL #6 TO ENHANCE THE CITY'S PUBLIC IMAGE GOAL #7 TO DEVELOP OR LOCATE ALTERNATE FUNDING FOR CITY SERVICES 14 i i Attachment C Continued 1 HIGH PRIORITY 1 , ' GOAL #8 TO INITIATE A COST /BENEFIT ANALYSIS OF EXISTING AND POTENTIAL CITY SERVICES GOAL #9 TO ADDRESS THE CITY'S CHANGING DEMOGRAPHICS AND DIVERSITY i GOAL #10 TO REPLACE THE CITY'S INFRASTRUCTURE i GOAL #11 TO INCREASE THE CITY'S LEGISLATIVE CLOUT GOAL #12 TO ADDRESS THE CITY'S CRIME AND VIOLENCE ISSUES ' THROUGH EXPANDED CITIZEN INVOLVEMENT GOAL #13 TO HAVE THE CITY TAKE A MORE ACTIVE ROLE WITH ' THE LEAGUE OF MINNESOTA CITIES AND OTHER REGIONAL PUBLIC ORGANIZATIONS GOAL #14 TO HAVE THE CITY UTILIZE NEW TECHNOLOGIES WHERE ' APPROPRIATE AND AFFORDABLE i GOAL #15 TO ENHANCE COMMUNICATION AND COLLABORATION WITH OTHER JURISDICTIONS AND THE GENERAL PUBLIC i 1 15 Attachment D ROLES AND RESPONSIBILITIES OF THE CITY COUNCIL ' HIGHEST PRIORITY ' 1 TO SET THE OVERALL DIRECTION FOR THE CITY BY DEVELOPING THE CITY'S MISSION, GOALS AND POLICIES 2) TO MAKE THE 'TOUGH POLICY DECISIONS' FOR THE CITY 3) TO DEVELOP A FULL UNDERSTANDING OF THE ISSUES FACING THE CITY BY LISTENING TO AND ANALYZING INFORMATION ' PROVIDED BY THE STAFF AND CITIZENS 4) TO OPENLY AND HONESTLY COMMUNICATE WITH THE CITY'S STAFF AND CITIZENS ' HIGH PRIORITY 5) TO PROVIDE OVERSITE OF THE STAFF 6) TO INFLUENCE LEGISLATION THAT AFFECTS THE CITY 7) TO COOPERATE WITH OTHER JURISDICTIONS 16 ' Attachment D Continued ROLES AND RESPONSIBILITIES OF THE CITY MANAGER HIGHEST PRIORITY ' 1 TO BE THE LIAISON BETWEEN THE CITY COUNCIL AND THE PROFESSIONAL STAFF 2) TO FOSTER A POSITIVE WORK ENVIRONMENT THAT CHALLENGES THE PROFESSIONAL STAFF 3) TO PROVIDE OVERALL LEADERSHIP TO THE PROFESSIONAL STAFF 4) TO PROVIDE THE RESOURCES AND TOOLS NEEDED BY THE PROFESSIONAL STAFF TO CARRY OUT THE WORK OF THE CITY HIGH PRIORITY 1) TO BE THE PRIMARY SPOKESPERSON FOR THE CITY 2) TO COMMUNICATE AND WORK WITH OTHER JURISDICTIONS ' AND AGENCIES I' 17 L Attachment D Continued ROLES AND RESPONSIBIUTIES OF THE DEPARTMENT HEADS HIGHEST PRIORITY 1) TO PROVIDE THE OVERALL DAY -TO -DAY MANAGEMENT OF THEIR DEPARTMENTS, INCLUDING BUDGET PREPARATION 2) TO PROVIDE SUPPORT TO THE CITY MANAGER BY DEVELOPING POLICY OPTIONS, RECOMMENDATIONS, AND EVALUATIONS I ' 3) TO ESTABLISH AND FOLLOW A PARTICIPATIVE GOAL SETTING PROCESS WITHIN THEIR DEPARTMENTS ' 4) TO FOSTER AND MAINTAIN A HIGH LEVEL OF EMPLOYEE INVOLVEMENT IN THE DEPARTMENT'S DECISION MAKING PROCESS 5) TO DEVELOP AN ENVIRONMENT THAT FOSTERS POSITIVE ' EMPLOYEE MORALE 6) TO COMMUNICATE THE CITY'S AND DEPARTMENT'S GOALS TO THE EMPLOYEES OF THE DEPARTMENT 18 3 City of Brooklyn Center City Council Goal Setting Session May 18, 1995 I. Issues and Opportunities II. Short-Term Issues and Opportunities III. Highest Priority - Top 7 Issues and Opportunities I ! Issues and Opportunities Cfty of Brooklyn Center City Council Goal Setting Session Issues and Opportunities May 18, 1995 Goals Voto Short Top 7 Term Upgrade various City physical facilities by initiating a bond issue 1 X Recruit and hire a new city manager X Recognize staff as professional and empowering them with the resources X to do their jobs and fulfill the goals Have staff continue to provide adequate information to the Council to X make prudent decisions Develop a five -year strategic plan and focus efforts on the plan [with 6 1 annual update retreats] Revitalize the City's housing stock 6 2 [overall economic development] Reexamine and define the "role" of the City [i.e. what services to 5 3 provide] Increase communication team spirit at the Council and top management 5 4 level Become more user friendly placing high emphasis on treating the citizen 5 5 as a customer [friendly and responsive City Hall] Enhance the City's public image 5 6 Develop or locate alternative funding for City se rvices 5 7 Initiate a cost/benefit analysis of existing and potential City services 5 Address the changing demographics and diversity in the City 4 Replace the City's infrastructure 4 Increase legislative clout 3 Address the City's crime & violence issues 2 [through expanded citizen involvement] Take on a more active role with the LMC and other regional public 1 organizations Become a key player in new technology (such as the Super Highway) as 1 pertains to City services Enhance communication and collaboration with other jurisdictions and the 1 general public Expand and remodel Brookdale City Council Goal Setting Session Page 2 Issues and Opportunities May 18, 1995 Goals Votes short Top 7 Term Improve communication with the City's citizens Revitalize Brooklyn Boulevard Determine the level of human services the City will provide [more clearly define the changing role of cities] The need to have a cooperative, smooth running City with the Council and City Manager communicating that fosters team spirit with a positive working environment II 0 - Short -Term Issues and Opportunities • City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Short Term May 18, 1995 1. To upgrade various City physical facilities by initiating a bond issue 2. To recruit and hire a new city manager 3. To recognize the staff as professional and empowering them with the resources to do their jobs and fulfill the goals 4. Staff to provide adequate information to the Council to make prudent decisions 0 III 0 Highest Priority -Top 7 Issues and Opportunities • City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Highest Priority - Top 7 May 18, 1995 1. To develop a five -year strategic plan and focus efforts on the plan [with annual update retreats] 2. To revitalize the City's housing stock [overall economic development] 3. To reexamine and define the "role" of the City [i.e. what services to provide] 4. To increase communication team spirit at the Council and top management level 5. To be more user friendly placing high emphasis on treating the citizen as a customer [friendly and responsive City Hall] 6. To enhance the City's public image 7. To develop or locate alternative funding for City services BROOKLYN CENTER PLANNING WORK SESSION AGENDA JULY 21, 1993 6:00 -6:45 p.m. MISSION STATEMENT The Council will draft one sentence describing the reasons we are incorporated as a City and what the functions of a City should be. This will also serve to set the broadest overview of policy setting objectives. set, the Council will draft a second sentence which articulates the governance philosophy the Council will use when making decisions that carry out those functions. 6:45 -7:00 p.m. PRIORITY REVIEW Three years ago the City Council established priority rankings of the major issues facing Brooklyn Center. The Council will review priority rankings, amend them if needed, and affirm them if desired. 7:00 p.m. DINNER 8:00 -9:30 p.m. VISIONING EXERCISE Each Councilmember will be asked to envision how they would like the community to look and what will be the positive changes that people will be reading about Brooklyn Center in the Year 2000. Each item and idea will then be grouped under the priority categories established in the priorities review. POLICY FORMATION Simple declarative sentences that spell out the public policy of one particular function, issue, or procedure will be drafted by individual Councilmembers. The Council would then discuss and amend those policy declarations and attempt to reach consensus on the principles and wording. STATUS OF 1992 BROOKLYN CENTER PRIORITIES NOVEMBER 1992 The City Council carried over priorities from the 1991 process into 1992. At some time in 1993 these priorities should be reviewed and updated. The current listing of priorities is as follows: 1. Crime /Drugs 2. Budget /Finances 3. Housing 4. Communications 5. Economic Development /Redevelopment 6. Public Facilities 7. Demographic Changes CURRENT STRATEGY STATUS REPORT: 1. CRIME /DRUGS a. Drug Education /Prevention Programs. The D.A.R.E. (Drug Awareness Resistance Education) is in its fourth year operating in all four school districts within the community serving 5th and 6th graders. Two of our officers spend part time in these schools teaching this program from September to June, during the normal school session. This program continues to have a high acceptance level and enthusiastic support of the school districts, the Police department and the community. The Joint Powers Drug Enforcement Program (Brooklyn Center, Brooklyn Park, Coon Rapids and Maple Grove) is in its fourth year of operation and is continuing its high quality efforts. Over the time of its operation it has an excellent reputation with the courts and the Police departments and the communities involved. Its existence and activity is well noted by the criminal community and is serving as an effective deterrent to organized drug activity. The first nine month of 1992 have shown a significant decline in serious crime rates (part one crimes) ..Part one crimes are the more serious crimes and they have dropped seven percent over the first nine months and the less serious crimes have dropped one percent for a total crime drop in all categories of four percent. -1- This summer Brooklyn Center opened up the Humboldt Substation for the Police Department and it is fully operational manned by COP officers and volunteers. Early indications are this is going to be an affective tool for the Police Department and the Community in communicating with the citizens in this area and addressing the fear surrounding those crime issues in the area. The Police Department is also working with the Brooklyn Park Resource Center on 73rd and "Noble just into Brooklyn Park. This Community Resource Center is serving the citizens of the northwest corner of Brooklyn Center in a similar manner as the Humboldt Substation. b. Crime Prevention Program. We currently have approximately 75 Crime Watch-groups active in the community. This is up from 43 in 1991. Our Crime Prevention Officer is working closely with the newly organized and reconstituted apartment owners group to work with them on solving crime problems in their apartment complexes. They are working with this group to modify our trespass laws to allow more flexibility in handling problem tenants and their guests. C. Domestic Abuse Intervention Program (Project P.E.A.C.E.). 0 This program is in transition in 1992. Because of budget pressures we changed from providing this service through our own personnel to contracting for these services. We also solicited other Police Departments in the area and Robbinsdale, Maple Grove, Champlin and possibly Crystal will be joining us in this program in 1993. The new joint powers group will contract with the Peacemaker Center for this service and the new director of the program, Lisa Growette, will be working with the individual cities and setting up a group of volunteers. Volunteers from the member communities will assist each other when the regular volunteers are not available. The program has worked very affectively to increase our level of service this year and we are looking forward to an even better year in 1993. d... Youth Outreach Program. This year we contracted with INVITE to provide service to troubled youth to divert them from gang and other illegal activities. This program is working out of the Firehouse Park building and in 1993 state funding will run out. The budget calls for financing this program out of General Fund proceeds in 1993. -2- e• Crime Prevention Fund. The Crime Prevention Fund enters its 12th year of service to the community. This is a private, non - profit group which offers rewards and "buy money' for use by the Police Department and complements Police Department activities where public funds cannot be expended. They have over the years, and again this year, worked closely with the Drug Awareness Commission, D.A.R.E. program and other community groups to supplement crime prevention; D.A.R.E. and drug awareness efforts. 2. BUDGET /FINANCES a. Legislative Efforts. City staff members and members of the City Council have and will continue to lobby our State legislators to emphasize the need to stabilize State fiscal policy as it relates to local government finances and aid. We again this year tend to promote and encourage enactment of a fiscal note process which will hopefully control mandates by the State and local governments. Through the lobbying efforts of the North Metro Mayors Association, the State League of Cities and the Association of Metropolitan Municipalities efforts in a wide number of areas will be made to assist cities in their financial situations. The current mix of taxes produces an imbalance of revenue flow from the metro area to outstate communities at the expense of the metropolitan suburban communities. It is our intention to work with various lobbying efforts to gain more equitable treatment in the future. b. Financing Housing Programs. In 1991 the Housing Implementation plan suggested the cities seek legislative changes authorizing additional funding sources to implement Brooklyn Center's housing program. As a part of that effort the state legislature removed levy limits which will allow the City Council to consider an increased levy for economic development and housing purposes. The State legislature also authorized Brooklyn Center to seek a referendum of the citizens to implement a 1% tax on liquor and food sales through restaurants. Unfortunately this referendum initiative failed in this falls election. C. During 1992 the Brooklyn Center City Council approved the establishment of a permanent advisory commission called the Financial Commission. They empowered this commission -3- to review the budget and fiscal policies. This commission, in conjunction with the City employees developed a "Prioritization Process which was designed to evaluate General Fund expenditures and make suggested cuts or revenue enhancement which would total at least 10% of the City's General Fund budget ($1,100,000). The resulting prioritization recommendations suggested four priority categories for implementation, should it become necessary, totalling revenue enhancement or expenditure reductions of $1,723,01f. 3. HOUSING a. Early in 1992 the City Council passed, after recommendation by the Housing Commission, the extension of the housing maintenance code to include commercial/ industrial buildings and sites. We now have ordinances which will allow us to enforce the same housing standards for commercial/ industrial buildings as we do have for residential buildings. b. Apartment Buyout Program. In 1992 the City Council authorized the purchase of three apartment buildings /complexes. At this time one four Alex has been purchased at 6715 Humboldt Avenue. We are in the process of negotiating the final terms for the purchase of a four unit apartment complex at 6637 Humboldt Avenue and an 18 unit apartment complex at 65225 Willow Lane. C. Housing Revitalization Program Initiatives. 1. Staff has met with HUD, MHFA and Marquette Bank Brookdale in an attempt to work out a program for allowing renters to purchase single family dwellings. After working with MHFA the Council decided to contract with Vicki Murray to develop a program which will assist us in implementing this program through a marketing and education process. 2. EDA /HRA staff has worked with the Engineering department in a series of meetings which led to the approval by the southeast area neighborhood advisory committee to proceed with a preliminary report on a comprehensive street and utility reconstruction program in this neighborhood. d. Community Development Department. The City Manager's 1993 proposed g p p d budget recommends, with Financial Commission concurrence, the merger and -4- consolidation of the Planning and Inspections department and the EDA /HRA department. This ro osal P P will save the General Fund budget approximately $50,000 annually and will consolidate redevelopment planning and inspection efforts into one department to facilitate coordination and implementation of more effective redevelopment programs. e. Group Home Siting Process. .! In 1992 the Planning Commission recommended and the City Council adopted changes in our zoning ordinance which modify the siting process for group homes. The process was modified - to make the Cit s y zonin g ordinance consistent with the State mandated licensing these type facilities. Process for 4. COMMUNICATIONS The 1992 City Manager's proposed budget calls for the hiring of a professionally qualified individual, part time or by contract, to coordinate the City's communications efforts. In 1992 the City Council commenced telecasting of all City Council meetings. In 1992 the City instituted, as recommended by the Communications Task Force, an employee newsletter. 5 • ECONOMIC DEVELOPMENT /REDEVELOPMENT In the summer of 1992 the City Council approved a three city business retention and development program. The j oint powers agreement between Blaine, Brooklyn Park and Brooklyn Center contracted with the professional group to conduct the first phase of the project. Phase I involves surveying various elements of our business community regarding their activity, types of business, material used, training and education needs, and other business data. Teams of interviewers personally visit each business to follow up on a mailed out survey and complete the survey. The business advisory council will be set up to analyze the data from the survey and members of the education community (K -12, community college and vocational college) will serve on the advisory committee and assist in interviewing. The City Council has also i 1 o authorized a redevelopment study for Brooklyn Boulevard. The current comprehensive plan for Brooklyn Boulevard has not been affective in encouraging redevelopment. The current study is approximately 500 complete and the first draft of the report is due by the end Of 1992. -5- 6. PUBLIC FACILITIES Currently the City Council has placed on hold consideration of public building and facility expansions in the area of: City Hall /Police Department, Fire Station remodeling, senior citizen drop in center, ice arena feasibility, park and trail system development in the Twin Lake area, and other trail segments as a part of the bike and pedestrian trail system plan. These improvements have been placed on hold because during 1992 and possibility into 1993 the financial picture for State aid and the stagnant economy makes pursuing a bond issue election for these type projects questionable. Staff has completed most preliminary studies on these projects and awaits the Council's decision. The City Council, as a part of reviewing the Twin Lakes park concept plan did acquire through platting a nine acre site adjacent to the Soo Line tracks and on the south end of the north bay of Twin Lakes. In addition the City Council purchased the only occupied site adjacent to the platted property thus almost completing the purchase of the expanded park site on the south end of the north bay of Twin Lake. 7. DEMOGRAPHIC CHANGES Currently the City Council and staff are awaiting the final detailed figures from the Census Bureau to conduct further demographic analysis for Brooklyn Center. -6- � • ':'iii \ \ \C:�Z.'4�v:^C ti tii: iti ?'f,>£,4:•h'iJi�ii� n { }:v'i<i4'+L: X GOAL /OBJECTIVE DIVERSITY To achieve an open - minded and enlightened community that works and lives together in harmony without prejudice, Brooklyn Center will: • acknowledge and celebrate its diversity of culture, race, gender, disability, religion, age, and sexual preference;* • participate in the Heritage Festival; • provide diversity education for the City's staff, officials, and community; • treat every person with dignity, respect, courtesy, and understanding; and • provide an educational and business atmosphere that allows each individual to reach his or her full potential. OR • develop an educational ethic that fosters an atmosphere of each individual's full growth potential. * The City's standard statement is we will not discriminate based on race, color, creed, national origin, sex, age, religion, marital status, political affiliation, disability, public assistance status, or sexual preference. OEM x ,uL'w 1 01 .993 i CITY OF BROOKLYN CENTER MISSION STATEMENT The mission of the City of Brooklyn Center is to assure the quality of life for our diverse community by providing the municipal services of public safety, finance and administration, community development, and public works in an effective manner. Synonyms 1 - Assure insure, pledge, warrant, inspire to, aspire to 2 - Effective capable, competent, efficient, efficacious, proficient, practical, functional, sound, cogent CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 PUBLIC FACILITIES /MUNICIPAL, OPERATIONS ✓ Revitalization of infrastructure. ✓ Beyond 2011 - All streets will have concrete curb and gutter. ✓ Completion of reforestation/street scape. ✓ Beyond 2011 - All of our sewers will be adequate and have gaskets. ✓ City facilities are in a condition to provide accessibility to persons with disabilities; are safe and comfortable for our employees and residents; and meet the needs to provide services demanded /desired by the public. ✓ Beyond 2011 - A recreation center for seniors and young teens (with an indoor ice arena). ✓ Completion of bike and trail system. ✓ Park trailways integrated between neighboring communities. ✓ Beyond 2000 - Parks totally accessible to all ages, genders, and handicapped with facilities available for everyone. Passive access for seniors. Rivers and lakes accessible to bicycles and walkers with resting areas. ✓ Expanded park land for active sports (more female and elderly use). -1- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 BUDGET AND FINANCE /ADMINISTRATION ✓ City finances be more in control by city council. ✓ Finance - The federal government has come to the realization that local government (cities) is the best choice to spend tax dollars and finally gives the type of government that is closest to the people the money to provide the services and facilities they need. (Eliminates a lot of wasted "handling charges" along the way.) ✓ The state, the citizens invest in their city. Support services with resources. ✓ The City has adequate funding sources to meet the needs of services desired by the community. ✓ City has as available at least two additional revenue sources. ✓ The City works cooperatively with other communities to provide services at a lower cost while maintaining high levels of service. Of Greater use of intercommunity service provision and cooperation. ✓ The City places a high priority on customer service /satisfaction in provision of all services ✓ The City as an employer is appealing to highly qualified and desirable applicants. -2- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 PUBLIC /CRIME SAFETY .l ✓ Brooklyn Center has #1 police force in metro area. ✓ 2000 - Crime rate goes down for eighth year in a row. ✓ Every citizen of Brooklyn Center has the right to live free from violence and other crime. It is the policy of the City of Brooklyn Center to devote resources and training, and to encourage programs that promote peaceful, harmonious living. ✓ Residents will have a reduced fear of personal safety when living in and moving about the community. ✓ 2000 - Any person will be free to go anywhere in the city at any time of day alone. ✓ Crime /Drugs - 1) Continue to educate the children to get a drug -free environment (DARE); 2) Keep up with the aggressive approach on crime in our community, making it NUMBER ONE; 3) Pass gun - control laws. ✓ An educated, younger citizenry, who resist drugs, gangs, etc., that are capable of making good decisions. Adequate police officers to control crime. Domestic violence almost nonexistent. Vandalism at a minimum; ditto, shoplifting. Youthful offenders required to perform hours of community service. -3- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 DIVERSITY ✓ Celebrate cultural diversity. ✓ Celebration of diversity. ✓ The community is diverse but works together and lives side by side in harmony. ✓ Diversity - An open - minded community that is willing to accept everyone as an equal, regardless of race, age, gender, handicap, or sexual proclivity. ✓ 2011 - Brooklyn Center will celebrate its 20th and best -ever Heritage Festival. The sharing of diverse cultures will make it seem like a world's fair. -4- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 COMMUNITY DEVELOPMENT Housing, Economic Development, Communications .! ✓ Beyond 2011- The housing stock of Brooklyn Center, while "affordable ", will be above bargain- basement price /quality. ✓ Prospective residents will seek out Brooklyn Center as a desirable place to live, raise a family, work, go to school, etc. ✓ 2000, Housing - Adequate, clean, attractive, affordable housing for all citizens. ✓ Home values go up from redevelopment and rehabilitation. ✓ Fewer rental units in Brooklyn Center now; make room for single- family housing. ✓ 2000, Housing - The need to address improving housing stock: 1) Affordable, seniors and young families; 2) New development of houses for large families (4 bedrooms and up); 3) Apartments, clean up; 4) Code enforcement of older homes. ✓ The housing stock, even though aging, is maintained in good condition. ✓ Defined, preserved neighborhoods accommodating all income levels. ✓ 2011 - We will have an ideal balance between single- family and multi - family residences. ✓ Beyond 2011 - Brooklyn Center will have at least two "quaint" areas: one a residential neighborhood of some type and one a shopping area. -5- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 ✓ Image that ties the whole community together as Brooklyn Center - building styles, street scape, etc. ✓ Brooklyn Center's image attracts new families and business because of its close - knit community atmosphere. ✓ Business - A united business community that participates and contributes to the city and takes an active role in both development and redevelopment. One that actively pursues the relocation of new prime business /company relocation to Brooklyn Center. ✓ Revitalized Brookdale area. ✓ Brooklyn Boulevard becomes a shopping, eating, strolling attraction for metro area. ✓ 2011 - Brooklyn Boulevard will look Y good. It will have a pedestrian scale and unity. The home occupations and single - family residences will have moved. ✓ Businesses are attracted to Brooklyn Center because it provides a stable work force, safe environment, good transportation access, affordable taxes, etc. ✓ Historical preservation. ✓ Diverse commerce. ✓ 2011 - Our senior center will have room enough for functions of various kinds and will have decor of old Hahn House. ✓ Emphasis of Mississippi River as asset. ✓ One school district for Brooklyn Center. -6- CITY OF BROOKLYN CENTER VISIONING EXERCISE July 21, 1993 ✓ 2000 - Every residence will be within a five minute walk of a beautifully landscaped bus -stop shelter. ✓ Transit allows free movement anywhere within Brooklyn Center without cars: Dial a Ride; Hubs, Intra Suburban Connections. ✓ Transportation between neighboring communities. ✓ Residential involvement in government process. ✓ Continue biannual planning process. Community survey every five years. ✓ Less government; more joint powers. ✓ Update (review) Year 2000 Report. ✓ Communications - An informed citizenry that feel free to speak their minds at public /private meetings and to offer their experience /opinions. ✓ Citizens participate in Brooklyn Center civic life and decisions more than any other community. ✓ Communication - NOW 1993 - 2011 - Finally get the media to recognize us as Brooklyn Center, not Brooklyn Park! ✓ Residents and businesses feel informed about what's going on in City government. -7- M .f. COLLABORATIVE PLANNING FOCUS GROUPS INTERACTIVE LEARNING City of 1 a ' T , - a f BROOKLYN CENTER 1990 PLANNING SESSION s �a z } Submitted by: Jim Brimeyer Deborah Bennett-Leet MAPPING STRATEGIES i _ Deborah Bennett -Leet 2425 W. Co. Rd. C2, Suite 226, Roseville, MN 55113 (612) 636 -1354 CONTENTS SessionGoals ..................:.................................................... ............................... 1 SessionOverview ................................................................. ............................... 2 Results from Vote #1 Scale vote: ........................................................ e Strategies' Ratings Results from Vote #2 Matrix: e Criticality Ranking of Priorities e Level of Satisfaction of each set of Strategies e Recorded Comments from Group - Group Home Siting Process - Budget/Finances and Property Tax Change APPENDIX Participants and Subgroups .... ............................... .... A -1 .... ............................... Priorities and Strategies ................................................. ............................... A -2 Explanation of Group Support Technology .................................................. A -3 Results of Vote #1: Strategies Ratings • Group Average • Subgroup Comparisons Results of Vote #2: Priorities and Strategies Ratings e Priority Ranking of Seven Major Issues - Group Average - Subgroup Comparisons e Level of Satisfaction for Seven Sets of Strategies - Group Average ' - Subgroup Comparisons e Matrix - Combination of Two Votes - Group Averages - Subgroup Comparisons e Matrix - Subgroups' Summary Maps CITY OF BROOKLYN CENTER 1990 PLANNING SESSION SESSION � GOALS: 1. TO REAFFIRM THE PRIORITIES previously established during the 1989 planning session and later condensed by the City Council. t 2. TO INCREASE THE UNDERSTANDING of the group regarding the content and status of priorities L and their corresponding strategies. L 3. TO ESTABLISH A FRAMEWORK which to build upon for the 1991 Planning Session. i SESSION OVERVIEW Brooklyn Center's 1990 Planning Session was held on May 3, 1990, 6:00 p.m. - 10:00 p.m., at the Earle Brown Heritage Farm Center. A total number of 38 members from the city council, advisory commissions, city staff and other key community leaders participated in this year's city planning session. Prior to the session, city manager Jerry Splinter attended several meetings in which he provided background information to the city commissioners on the seven major city priorities and their corresponding strategies for achieving P 9 g� g priority objectives. These seven priorities were a result of the 1989 Planning Session in which 42 issues were prioritized and then later condensed by the City Council. PHASE Following an informal dinner, facilitator Jim Brimeyer and Jerry Splinter reviewed each priority and its corresponding strategies. Using Group Support Technology and individual computerized keypads, the participants then entered their level of satisfaction for each strategy using a scale vote of 1 -9. In order to maximize the time available, the group's feedback was instantly displayed on a large screen and the group only discussed those strategies which received an average "vote" of 5 or less. Comments were saved on a flipchart for future reference. A total number of 30 strategies were rated. PHASE II Again using the computerized keypads, the participants prioritized the seven major priorities and then secondly, scale -rated each set of corresponding strategies. The computer's software integrated the two votes into an X -Y matrix. These results were displayed and various viewpoints were shared and discussed. TOTAL SESSION VOTES = 2,204. PHASE 111 The City Council will meet with Jerry Splinter, Jim Brime er and Debora e Deborah B nnett-Leet to further review the results. Implications of t'tie data will be discussed and appropriate action steps decided upon. SUMMARY Brooklyn Center's 1990 Planning Session provided an opportunity for city leaders to get together informally, as well as to exchange viewpoints and provide valuable input which will help direct the city's on -going strategic planning process. -2- CITY OF BROOKLYN CENTER VOTE #1 Voting Results on Each Priority Strategy Group and Subgroup Averages What is Your Level of Satisfaction? 1 ............. .......5......................9 Low Moderate High SUBGROUPS Advisory Council Commission Other Staff Rank Strategy Group #1 #2 #3 #4 1. CRIME/DRUGS 1. A- Drug Education /Prevention Programs 7.9 7.8 7.4 8.9 8.0 2. E - Crime Prevention Fund 7.5 8.4 7.7 6.8 7.4 3. D - Battered Spouse/Youth Program 6.9 6.8 6.8 6.8 7.2 4. C - Crime Watch Program 6.8 7.8 6.1 8.3 6.0 5. B - Drug Task Force 6.7 7.2 6.1 6.8 7.3 6. F - Police Master Plan Update 6.2 6.6 5.5 7.3 6.1 2. HOUSING 1. C - Subsidized Elderly Housing 6.3 6.6 6.1 7.1 5.9 2. B - Housing Rehab Program Initiatives 6.2 5.8 6.7 5.1 6.6 3. D - Coordinated Housing Maintenance Program 6.2 5.8 5.9 6.3 6.8 4. A - Maint. Code for Commercial/Industrial Bldgs. 5.9 6.2 5.9 4.3 7.1 5. E - Group Home Siting Process 5.0 5.0 3.9 6.0 5.9 3. BUDGET /FINANCES 1. C - Alternative Revenues Sources 6.5 6.2 6.4 7.4 6.1 2. E - Financing Various Housing Programs 5.8 6.0 5.4 6.5 5.9 3. D - LGA Funding Equity 5.3 3.4 5.3 6.5 5.3 4. A - Legislative Impact 5.0 5.2 5.1 4.8 5.0 5. B - Property Tax Change 4.9 4.2 5.3 4.9 4.8 4. ECONOMIC DEVELOPMENT /REDEVELOPMENT 1. B - Maint. Code for Commercial/Industrial Bldgs. (See Item 2A) 6.6 6.4 6.8 5.8 6.9 2. A - Improve Business Climate 6.4 7.4 6.4 6.1 6.2 3. C - Complete Format Dev./Redev. Process/Policy 5.9 6.2 5.9 5.8 5.9 4. D Examine Feasibility of Development Projects 50th & France, 69th & Brooklyn Boulevard, Lynbrook Bowl Areas 5.7 5.2 5.7 6.6 5.2 S. COMMUNICATIONS 1. A - Evaluate Expansion of City Newsletter 6.3 3.8 6.7 6.4 6.9 2. D - Inform Public Regarding Redevelopment Projects 5.5 4.8 4.9 5.1 6.9 L 3. C - Improve Effectiveness of Newspaper Coverage 5.4 2.2 6.2 6.4 5.2 4. 8- Evaluate Expanded Use of Cable Television 5.3 4.0 5.3 5.6 5.7 f 6. PUBLIC FACILITIES f 1. B - Review Park Dev./Redev. Expansion 6.5 6.2 6.7 6.3 6.7 2. A - Review City Building Needs 6.1 6.8 6.3 6.1 5.3 7. DEMOGRAPHIC CHANGES 1. C - Recreation & Parks System Impacts 6.4 5.8 5.9 6.5 7.3 - 2. A - Housing Impacts 3. D - Evaluation of Aging Population Needs 5.9 5.4 .5.5 6.3 6.7 4. B - Senior Citizens Drop -in Center 5.7 5.4 5.7 5.6 6.1 -3- CITY OF BROOKLYN CENTER VOTE #2 SUMMARY VOTING RESULTS O Priority Ranking: 2 VOTES WHICH PRIORITIES ARE MOST CRITICAL TO ADDRESS? O Strategy Satisfaction: WHAT IS YOUR LEVEL OF SATISFACTION FOR EACH SET OF PRIORITY STRATEGIES? 100 A P R 75 B I C O 50 R D 1 25 E G F T Y 0 1 3 5 7 9 jo FSTRATEGY SATISFACTION PRIORITY OF ISSUES Advisory Council Commission Other Staff Rank Strategy Group #1 #2 #3 #4 1. A - Crime/Drugs 89 100 90 85 87 2. B - Housing 63 57 64 69 60 3. C - Budget/Finances 54 63 48 54 60 4. D - Economic Development/Redevelopment 44 47 47 38 43 S. E - Communications 40 60 41 42 27* 6. G - Public Facilities 37 17 28 31 67* 7. F- Demographic Changes 22 7 32 31 7* *Subgroup differences greater than 25% points. STRATEGY SATISFACTION 1. A - Crime /Drugs 7.1 7.6 6.9 6.6 7.7 2 B - Housing 6.3 6.4 6.5 6.4 6.0 3. D - Economic Development/Redevelopment 5.9 6.0 6.1 5.3 6,3 4. F - Demographic Changes 5.9 72 5.2 5.6 6.6* 5. G - Public Facilities 5.4 6.0 5.5 6.5 3.9+ 6 . C - Budget/Finances 5.4 5.0 5.4 4.9 6.2 7. E - Communications 5.1 5.0 4.5 4.6 6.5 *Subgroup differences greater than 2 points. -4- COMMENTS Recorded on flipchart for those strategies receiving group average of 5 or less Priority. Housing Strategy: Group Home Siting Process Ratings: Group 5.0 Council 5.0 Ad Commission 3.9 Other 6.0 Staff 5.9 - COMMENTS Possible reasons for receiving a lower vote from some participants: - Dislike scattering ithin neighborhoods 9 g ds and schools. - Recent history with Kelly House - Lack of local control - Time to correct ordinances - Brooklyn Center carry fair share - Designing ordinances to deal with specific situation is objectionable - Dual diagnosis = Chemical dependency Disabled /mentally ill - Knowledge of options Priority: Budget/Finances Combined Comments from 2 Strategies: Strategy: Legislative Impact Ratings: Group . 5.0 Council 5.2 Ad Commission 5.12 Other 4.8 Staff 5.0 Strategy. Property Tax Change Ratings: Group 4.9 Council 4.2 - Ad Commission 5.3 Other 4.9 Staff 4.8 -5- COMMENTS Possible reasons for receiving a lower vote from some participants: - Frustration - Situation - Council /City - With other cities - State legislators: Suggestion -- legislators should be invited to planning sessions - Lack of coordinated effort by cities - Politics vs. merit Too much opposition to- cities Cost to note process - Cities perceived as "special interest" group - More feedback to citizens -6- STATUS OF 1990 BROOKLYN CENTER PRIORITIES SEPTEMBER 1990 In July of this year, the City Council reviewed the results of our 1990 Planning Session and approved the following priority listing: 1. Crime /Drugs 2. Budget /Finances 3. Housing 4. Communications 5. Economic Development/Redevelopment 6. Public Facilities 7. Demographic Changes Attached please find copy of a report on the 1990 Planning Session. This report includes tables indicating the results of polling or voting on each priority strategy by group in subgroups and summary results of priority ranking and strategy satisfaction on pages three and four. City Council reviewed the results of the Planning Session and established the above priority listing. CURRENT STRATEGY STATUS REPORT: 1. Crime /Drugs a. Drug Education /Prevention Programs. The primary program in the area of education prevention is the D.A.R.E. (Drug Awareness Resistance Education) program. In June of 1990, we graduated 657 5th and 6th graders in this program from the four school districts serving Brooklyn Center. We have two police officers spending portions of their time in our grade schools starting in September and finishing in June. This is a basic continuation of last years' D.A.R.E. program. We have heard nothing but positive responses from parents, school officials, and a community with regard to this program. We are evaluating, as a part of the 1991 budget, whether or not to extend the D.A.R.E. program in the lower grades of our elementary schools. A Joint Powers Drug Enforcement Program (Brooklyn Center, Brooklyn Park, Coon Rapids, and Maple Grove) is now nearing the end of its first year and has also been a very effective program and has received state -wide attention as a model of how to operate this type of program. This summer the City Council received and approved the Humboldt /Camden Task Force Report. This task force was made up of members and representatives from property owners, businesses, school, and the Brooklyn Center Police -1- Department to review crime and drug activity in this area. The use of foot patrols by our Police Department has proved effective. We will be continuing this effort plus others to address crime problems in the area and the whole community. The City Council asked the staff to develop an implementation plan based on the Drug Task Force report and report back to the City Council by November 1, 1990. b. Drug Awareness Task Force. The. City Council passed a resolution at its June 11, 1990, meeting establishing the Drug Awareness Task Force as an official City commission to be named the Drug Awareness Commission. This commission will hold its first meeting in October 1990, as an official City commission. C. Crime Prevention Program. We currently have 43 crime watch groups active in the community. Additional personnel are being requested to maintain and expand crime watch groups. The Police Department is working with the EDA, Planning & Inspections, and Health Department to assist owners of rental property in handling problem tenants. This group also works together to enforce our rental property licensing ordinance on problem rental property owners. d. Battered Spouse/Youth Program. Brooklyn Center's battered spouse program received a setback this summer as Ann Marshall, its heart and soul, retired from "activity duty ". Our Police Department was directed by the City Council to develop an interim staffing plan. The department transferred Rochelle Kohagen to lead the battered spouse program replacing Ann Marshall on an interim basis for the remainder Of 1990. Rochelle is currently expanding the list of volunteers to assist in the battered spouse program, and developing the battered youth program which appears could be coordinated with the battered spouse program. e. Crime Prevention Fund. The Crime Prevention Fund is proving to be a very effective tool in providing complimentary funding and support for various Police Department and community activities. They are working with the Drug Awareness Commission, the D.A.R.E. program, and other community groups to supplement their efforts in the area of crime prevention and drug awareness. f. Police Master Plan Update. Brooklyn Center Police Master Plan has been updated and reviewed as a part of the 1991 budget budget proposal includes a request for additional police personnel in the areas of crime prevention, D.A.R.E. program K -4, and the patrol division. 2. BUDGET /FINANCES a. Legislative Efforts. -2- City staff and members of the City Council will be reviewing with our State legislators the urgent need to stabilize the fiscal policy of the State as it relates to municipalities. We will be encouraging enactment of the fiscal note process which would control mandates by the State on local government by encouraging them to provide funds for whatever mandates are issued. We will also be working with the State League of Municipalities and the Metropolitan Association of Municipalities to inform our legislators of the need to correct an imbalance on State local government aid, fiscal disparities, and other related tax. The current mix of taxes produces an imbalance in revenue flow to outstate communities at the expense of metropolitan area communities, especially the suburbs. b. Financing Housing Programs. The Housing Implementation Plan approved by the City Council this summer points out the need to seek legislative change authorizing additional funding sources to implement an effective housing program from Brooklyn Center. Council has instructed the staff to prepare necessary information and documentation to justify legislative action. 3. HOUSING a. The City Council has directed the staff to prepare final draft of modifications to our Housing Maintenance Code of Brooklyn Center to include commercial and industrial buildings and sites. We expect to have a proposed ordinance for Council considersation before the first of the year. b. Housing Revitalization Program Initiatives. - 1. Staff is to overhaul Housing Rehab Program administrative rules and regulations. 2. Staff has held initial meetings with H.U.D., MHFA, and Marquette Bank Brookdale to review feasibility of affordable financing for single - family home revitalization projects. 3. Staff is developing a process for educating and involving neighborhoods in our housing revitalization programs. Starting in the southeast neighborhood we will be meeting in September 1990, with members of their neighborhood advisory committee, crime watch groups, and the Housing Commission to assist us in developing this process. C. Subsidized Elderly Housing. Council approved this summer the Housing Implementation Plan which reviews and evaluates all the elderly housing and service needs, and it will be included as a part of our planning process in the future. d. Coordinated Housing Maintenance Program. -3- Recently, an ad hoc committee composed of representatives of the Police Department, Planning & Inspection Department, EDA, Health Department, and City Attorney's office completed its first year of operation. In this first year,. it laid the ground work for enforcement of our housing maintenance code on sites which have, in the past, proved particularly difficult. I am pleased to announce that through the efforts of this committee we have made progress in handling these most difficult sites: 1. 5300 block of Emerson: A homeowner was taken to court on numerous code violations and received two 90 -day and $700 fine sentences. If he comes in compliance with our codes by a court specified date, the sentences will be dismissed. He has removed two large truck loads of debris from the property and improved yard maintenance. We will be reporting to the court on his further progress. 2. 5900 block of Camden: A homeowner received court orders to cooperate with City inspectors, remove debris, reinstall a furnace and reconnect their water supply. 3. 4700 block of Lakeview: .A homeowner was ordered to remove junk and debris under a sentence of 90 days and $700. 4. 6800 block of West River Road: A homeowner has improved their property maintenance after a court appearance. 5. 6200 block of Brooklyn Boulevard: We are currently going to court over property maintenance, junk car and debris, and various zoning violations. e. Group Home Siting Process. The Planning Commission is currently reviewing the ordinance study by Resolution, Inc. and is evaluating the options presented by this study. Because of the difficulty and complexity of this question, the Planning Commission is taking more time than originally anticipated and would expect to recommend a proposed ordinance by the end of 1990. 4. COMMUNICATIONS a. Communications Audit. The City Council received a Communications Audit prepared by Coleman and Christison, Inc. which evaluated Brooklyn Center communication processes. The audit recommended the following: 1. A computerized complaint system for logging and assigning citizen complaints. 2. The hiring of a full or part -time professionally qualified individual to overview and professionally direct the City's communication's efforts. -4- 3. Develop an employee newsletter to improve communication with the employees regarding various City activities. 4. Formalize training of all senior staff in the area of written and video communication. 5. Expansion of the City newsletter from six times per year to twelve times per year and develop a new "reader friendly" format. The report also recommends the mailing of the newsletter so as to reach the apartment and business community, as well as the single - family residential community. 6. Set up a phone hotline which will give recorded messages on "issues of the week ". The application of new technologies would allow citizens to call this hotline and choose from a menu of different issues which they would like to hear more about. The City Council has authorized an ad hoc citizens task force to review the recommendations of this audit. Also included in this review would be the need or desire to cable telecast council and /or commission meetings. 5. ECONOMIC DEVELOPMENT /REDEVELOPMENT a. Improve Business Climate in the Community. In October of 1990, the City Council will receive the final draft of a request for proposal (RFP) for the Commercial Industrial Analysis Project. We would expect the analysis to be complete and report to the Council in February, 1991. Upon receipt of this report, the Planning Commission, City Council, and the Housing Commission will be involved in developing a formal development /redevelopment process or policy. As a part of the commercial and industrial analysis project, we are expecting some additional information on potential redevelopment sites in the following areas: 69th and Brooklyn Boulevard, northwest corner of I -694, T.H. 252 and the Mississippi River; 50th and France, the R -7 site south of the Hennepin County Service Center; and the industrial park north and west of Freeway Boulevard and Shingle Creek Parkway. 6. PUBLIC FACILITIES The City Council has requested the staff to review various alternatives for City Hall /Police Department expansion. We would expect a report back to the City Council on this portion of the public facility capital improvements program in December 1990. At that time, the Council will be reviewing the feasibility of setting. up an ad hoc committee to review the feasibility of various capital improvement projects. The projects which would be reviewed by this committee, should it be established, would be the City Hall /Police Department expansion, fire station remodeling and expansion, community center expansion (senior drop - in center), feasibility of an ice arena, park system development in the Twin Lake area, completion of remaining segments of master bike and pedestrian trail system, and any other projects the committee may suggest. -5- 7. DEMOGRAPHIC CHANGES a. Senior citizen drop -in center. This was identified as an issue as a part of the Earle Brown Farm Committee's work, and it is included in a general study of capital improvement projects for the City of Brooklyn Center which will be before the City Council for consideration.in late 1990. b. Recreation in Park System Impacts. The Park and Recreation Commission completed a review in the comprehensive park study for the southwest quadrant of the community in the area of Twin Lakes, and the commission and the Council have approved an overall bicycle and pedestrian trail system for Brooklyn Center. In September of 1990, the Park and Recreation Commission held a public meeting to review the southwest Twin Lakes park concept plan and the bike and pedestrian trail system. The public reaction was positive to the bike trail system. There was concern expressed by citizens as to the use of the Joslyn site (it's currently being treated for pollution problems) as a public park. Some were opposed to any use of the site as a public park, but there was support for checking into the safety concerns and keeping the option of park use viable. -6- CITY BROOKLYN CENTER 6/22/89 1988 Priorities 1989 Priorities 1. Earle Brown Farm Redevelopment Project 1. Drug Education & Prevention Program 2. Economic Development Study - Redevelopment Policy 2. Committee to Review City Bldg & Park Expansion Needs 3. Redevelopment Plan /69th Ave & Brooklyn Blvd 3. Earle Brown Farm Renovation & Redevelopment 4. Lynbrook Area Redevelopment Plan 4. Economic Development Study - Redevelopment Policy 5. Planned Unit Development Ordinance 5. Proactive Housing Maintenance /Rehab Program 6. 1 -94 Improvement Project 6. Battered Youth Program 7. Communication Project (community surveys, 7. Lynbrook Area Redevelopment Plan city newsletter expansion, promotion of volunteerism) 8. Drug Education & Prevention Program 8. Aging Population Service Needs 9. Residential Treatment Facilities Analysis 9. Redevelopment Plan 69th .& Brooklyn Blvd 10. Senior Drop -in Center 10. Communication Improvement Project 11. Battered Youth Program 11. Complete 'Top" Priorities of Park & Recreation Commission. by 1994 12. Proactive Housing Maintenance -Rehab Program 12. Residential Treatment Facilities Analysis 13. Recycling -Solid Waste Program 13. Maintenance Code for Commercial & Industrial Bidgs 14. Crime Prevention Fund Expansion 14. Development of Group Home Siting Process & Plan 15. Police Master Plan Study 15. 1- 94/694 Improvement Project 16. Neighborhood Watch Program Expansion 16. Senior Drop -in Center 17. Fire Service Master Plan Study 17. Recycling - Solid Waste Program 18. Aging Population Service Needs 18. Neighborhood Watch Program Expansion 1989 BROOKLYN CENTER PRIORITIES 7126/89 1989 PRIORITIES 1988 PROJECT COUNCIL POLICY RANKING STATUS FOCUS 1989 * 1 . -- Drug - Education - and - Prevention 8 - review fundin of Program g prevention programs a. Prevention as part of 1989 b. Education- D.A.R.E. Start 1989 budget c. Mayors Drug Task Force - expand education effort to general public and business community - evaluate formalizing the Drug Task Force 2. Committee to Review City - decide whether or not Bldg. and Park Expansion to appoint committee Needs and resolve its makeup 3. Earle Brown Farm Renovation 1 - monitor progress and Redevelopment 4. Economic Development Study 2 - complete review of Redevelopment Policy Housing Study and a. Housing Study Complete 1989 establish action plan b. Commercial-Industrial ial Stud y Start 1989 - authorize Comm -Ind c. Policy Development Start 1990 Study 5. Proactive Housing Maintenance/ 12 - complete action plan Rehab Program plan based on Housing a. Review current code Start 1989 Study recommendations regulations b. Non - rehabitable home buy -out Established 1989 program c. Point -of -Sale Code Compliance d. Housing Study Recommendations 6. Battered Youth Program 11 - review potential of a. Peacemaker Center Peacemaker Center ro le b. Battered youth advocacy Started 1989 in g this ram P program program - review funding requests 1990 budget 7. Lynbrook Area Redevelopment 4 Holding g - awaiting availability of EDA staff time 8. Aging Population Service Needs 18 - evaluate next step in a. Metro Council Booklet servicing our growing "Blueprint for Local Action" Complete 1989 elderly population b. Senior Center Start 1989 - complete evaluation of need for a senior center (Ad Hoc Comm) Page 1 1988 PROJECT COUNCIL POLICY 1989 PRIORITIES RANKING STATUS FOCUS 1989 9. Redevelopment Plan 69th and 3 Start 1988 - engineering study of Brooklyn Boulevard 69th completed in 1988 (public meeting to be scheduled late in 1989) - evaluate priority of this project 10. Communications Improvement 7 - evaluate cost/benefit Projects , of various projects a. Expanded use of Cable TV b. Expanded Newsletter Completed 1989 (improve circulation) C. Improved communications re: Redevelopment projects, policies, and projects 11. Complete "Top" Priorities of - evaluate this project Park and Recreation Commission along with other ' by 1994 priority projects 12. Residential Treatment Facilities 9 Completed 1989 Analysis (Patchen Property Value Study) 13. Maintenance Code for Commercial - establish as priority Industrial Buildings for staff and advisory commission 1 4. Development of a Group Home Start 1989 Siting Process and Plan - provide "seed" money for 1989 -1990 Legislative session lobbying effort 15. I- 94/694 Improvement Project 6 Complete 1990 16. Senior Drop -In Center 10 Start 1989 - review priority as a part of other City project needs (Ad Hoc Committee) 17. Recycling -Solid Waste Program 13 - review feasibility a. Recycling Program Started 1989 of "Consortium" -based b. Coordinated Refuse Hauling refuse hauling in conjunction with HRG 18. Neighborhood Watch Program 16 = determine if Expansion additional resources should be allocated in 1990 Page 2 1988 PROJECT COUNCIL POLICY 1989 PRIORITIES RANKING STATUS FOCUS 1989 19. Subsidized Elderly Housing - determine priority allocation 00. Maintain and Improve Business Climate Diversity 21- Develop Annual City -wide Spring Cleanup Program -merge with #10 and evaluate as a project 22. Redevelopment Plan - 50th and France Avenues - establish redevelop- ment project 23. Crime Prevention Fund priorities Expansion 14 Completed -fund has expanded into drug education assistance 24. Explore Public /Private/ , Nonprofit Partnership for Social Services 25. Improved /Expanded Public Communications Redevelop- - possible duplicate of #10 and #28 ment, Policies and Projects 26. Planned Unit Development 5 Completed 1989 - council will Ordinance receive Planning Commission draft fall of 1989 Police Master Plan Study 15 Completed 1989 - council review annually as part of budget 28. Expand City Use of Newsletter and Cable TV to a Monthly Basis -possible duplicate of #10 and #25 29. Complete "High" and "Moderate" Priorities of Park and Recreation Commission between 1994 -99 30. Fire Service Master Plan 17 31. Develop Intra -City Bus Transportation System 32. Clean Up Shingle Creek and Palmer Lake Area 33. Establishment of Storm Drainage Utility Page 3 1988 PROJECT COUNCIL POLICY - - -- - 1989 PRIORITIES RANKING STATUS FOCUS 1989 --------------------------------------------------------------- 34. Develop Residents Helping Residents Program 10 5. Clean Up Along Major Roads (Hwy. 100 and Brooklyn Blvd.) 36. Seek City Sales Tax and Alternative Revenue Source 37. Make Open Forum a More Inviting and Pleasant Process 38. Develop a Low -price Cable TV - Access to Government and Public Access Channels 39. Televise City Council Meeting 40. Large Capacity Convention Center (2,500 +) 41. Develop a Cultural Center, Ice Arena, Restaurant Complex 42. Use Cleaner or Less Messy Seal Coating Process Page 4 Sunl ekAssociates, Inc. LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY 1988 s i i f f _ } LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY 1988 This report and all related materials are copyrighted. The report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allow6d, including for use in training within your organization or for consulting purposes outside your organization. ..Copyright © 1985, 1986, 1987. and 1988, Sumek Associates, Inc. All rights reserved. LEADERSHIP WORKSHOP II: ! MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA I I Table of Contents ( ! SECTION ONE: BROOKLYN CENTER POLICY AGENDA — 1988 -1989 Action Agenda L Pending Agenda ` L SECTION TWO: LEADERSHIP WORKSHOP II — SUMMARY REPORT SECTION THREE: TARGETING WORKSHEETS I SECTION ONE I L BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Action Age nda Pending Agenda L i i ' SECTION ONE BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Action Agenda TOP PRIORITY TARGET ISSUES f I. Redevelop and Revitalize Our Community a. Earl Brown Farm Complete and finalize design Initiate construction: 9/88 b. Redevelopment Strategy with Priorities Develop redevelopment strategy Determine priorities Decision: Direction C. 69th and Brooklyn Boulevard Develop redevelopment plan Decision: Direction d. P.U.D. for Redevelopment Develop P.U.D. concept Revise zoning ordinance Decision e. Comprehensive Plan: Review and Revise Review and evaluate current Plan Define community direction Revise Plan Decision: Direction f. Lynbrook Bowl Redevelopment Plan Develop redevelopment plan Decision: Direction Action Agenda Page 2 TOP PRIORITY TARGET ISSUES Continued 2. Improve Community Information and Involvement a. Community Survey . Develop survey concept and process . Complete survey . Analyze data . Incorporate into community goal setting b. Community Newsletter: Initiation Review newsletters from other communities Develop newsletter concept for Brooklyn Center Decision c. Volunteer Recruitment Program . Develop Program concept . Decision d. Manager Newsletter: Expansion o Evaluate current newsletter . Explore possible improvement . Develop refinements e. Volunteer Recognition Program Develop program concept Decision f. Newspaper Space for City News Explore options Negotiate with newspaper Decision: Direction g. Brooklyn Center Marketing Program Develop program „brochure, video, slide show Determine funding source Decision Implementation s � 1 Action Agenda Page 3 TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems a. Traffic Flow: 69th and Brooklyn Boulevard Analyze traffic flow Explore options . Decision: Direction b. I -694: Bridge Widening . Complete construction c. 69th Avenue /Shingle Creek Parkway: Study Completion • Authorize preliminary design Develop design • Approval d. Brooklyn Boulevard: Left Turn Problem Resolution • Analyze problem • Explore options Decision e. Senior Transportation System: Evaluation • Evaluate "Hopkins" Taxi System • Determine our community needs • Develop our Program with funding Decision: Direction 4. Promote Economic Development and Diversification a. Redevelopment Policy: Complete • Develop policy • Decision b. Zoning Ordinance: Evaluate and Revise . Evaluate current ordinance . Focus key issues . Revise ordinance . Decision: Direction { 1 i Action Agenda Page 4 TOP PRIORITY TARGET ISSUES Continued 4. Promote Economic Development and Diversification Continued c. Small Business Retention Program . Develop Retention Program . Work with various groups . Determine funding sources . Decision HIGH PRIORITY TARGET ISSUES S. Provide Social /Community Services a. Housing and Treatment Program + Mentally ill + Chemically dependent b. Senior Citizen Drop -In Center Determine needs Determine location Develop Center concept Decision: Direction i c. Battered Youth Program (- • Develop concept • Decision: Direction 6. Maintain /Enhance Quality of Housing Stock a. Housing Impact Study {� Complete study f Develop recommendations Decision: Direction b. Proactive Housing Maintenance /Rehabilitation Program Evaluation and direction Develop Program - Determine funding Decision 1 Action Agenda Page 5 HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued c. Target Area Program for Housing Rehabilitation . Assess housing problems . Define target area . Develop program . Decision d. Elderly Housing Alternatives . Analyze needs . Explore options: "Cluster homes," condominiums . Determine funding . Decision: Direction 7. Manage Solid Waste a. Recycling Programl tie . Conduct second public hearing Decision: Program direction b. Public Information Program on Solid Wastel '- Develop program Decision Implementation 8. Enhance Community Safety a. Crime Prevention Fund: Expansion . Explore creation of Crime Prevention Fund . Work with community Develop concept Obtain funding Decision b. Police Services: Master Plan Evaluate current organization and Programs Develop Master Plan for future i Decision: Direction 1 +� lIn Pro i gress Action Agenda Page 6 } t 1 HIGH PRIORITY TARGET ISSUES Continued 8. Enhance Community Safety Continued c. Neighborhood Crime Watch Program . Evaluate current Program . Explore approaches for Program expansion . Work with community . Decision d. Fire Services: Evaluation and Master Plan I Evaluate current organization and programs Develop Master Plan for future Decision: Direction e. Aging Population: Service Needs . Identify special services needs for aging population . Assess impact on current services . Develop approach for responding to needs i Decision 9. Maintain /Enhance Financial Stability of City There are no projects on the Action Agenda for this Target Issue OTHER TARGET ISSUES L 10. Promote Pride in Brooklyn Center a. Community Pride Program Develop city strategy for promoting civic pride . Decision 11. Enhance Visual Image and Appearance of Brooklyn Center a. Annual Community "Clean —Up" Day Develop "clean —up" concept _ Work with various groups Determine funding needs and sources Decision Action Agenda Page 7 OTHER TARGET ISSUES Continued 11. Enhance Visual Image and Appearance of Brooklyn Center Continued b. Landscape Beautification Improvements . Identify potential projects . Develop projects . Determine funding . Decision 12. Develop Park System :There are no- projects on the Action.Agenda for this.Target Issue 13. Enhance Code Enforcement a. Nuisance Ordinance: Update • Review current ordinance • l . Focus critical issues Revise ordinance • Decision b. Code Enforcement Program: Image Enhancement L Develop strategy for modifying image Evaluate staff needs Evaluate direction Train staff 14. Maintain /Expand City Facilities a. Upgrade Facilities Maintenance Program • Review current Maintenance Program • Identify problems and needs Explore options ,• • Decision: Direction b. City Hall Expansion Determine space needs: Current and future Explore options Develop design Determine funding Decision SECTION ONE Continued BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Pending Agenda l TOP PRIORITY TARGET ISSUES I 1. Redevelop and Revitalize Our Community I a. 50th and France /Joslyn Pole Yard Redevelopment . Develop redevelopment plan I Decision: Direction b. Southwest 100 and Brooklyn Boulevard: Redevelopment 2. Improve Community Information and Involvement a. Cable Television Improvement lie Improve communication bulletin board updates Decision b. Cable Broadcasting Public Meetings Develop concept Determine resource needs Decision Implementation C. "Welcome Wagon" Reestablishment Evaluate current situation Assess needs . Develop concept L Decision 3. Improve Transportation'and Traffic Systems L a. Street Replacement Policy and Fund . Review current situation Determine needs . Determine funding ` . Decision: Direction Pending Agenda Page 2 TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued b. Intra -City Transit Service: Evaluation Assess community needs Explore optional approaches Develop concept, determine funding sources Decision C. Park -n -Ride Determine needs Revise ordinance for special use Decision d. Suburb -to- Suburb Transportation Study I . Work with Northern Mayor's Association Determine needs Explore options, develop concept Decision e. Light Decision . Analyze impact on city . Develop city policy position . Link to redevelopment . Decision: Direction 4. Promote Economic Development and Diversification a.. Create Economic Development Commission • Define purposes, structure, and funding • Decision b. Major Hotel Feasibility Study . Complete study . Decision: Direction c. Job Creation Program • Explore options • Review others cities' programs • Develop job creation concept • Determine funding sources • Decision f Pending Agenda Page 3 HIGH PRIORITY TARGET ISSUES 5. Provide Social /Community Services a. Field House Feasibility Study �- Assess need Complete feasibility study Determine funding Decision b. Battered Spouse Program Develop concept Decision: Direction c. Program Evaluation and Coordination Among Agencies I. . Identify and evaluate current agencies and programs . Explore ways for better coordination f . Decision: Direction 6. Maintain /Enhance Quality of Housing Stock fie a. Housing Maintenance Code (Multi—Family) Y Develop code Decision b. Housing Maintenance Code (Single Family) Develop code Decision c.' Planned Unit Development (P.U.D.) Ordinance L . Review draft Decision d. Enforcement Program: Evaluation L . Evaluate current and activities . Explore options: Refinements L . Decision e. "Bad" Building Buyout Program l . Developer buyout program concept Explore methods for resale Determine funding i Pending ,Agenda _ Page 4 - HIGH PRIORITY TARGET ISSUES 6. Maintain /Enhance Quality of Housing Stock Continued f. Housing Transfer Inspection Program . Develop Inspection Program . Work with real estate community . Decision 7. Manage Solid _Waste There are no projects on the Pending agenda for this Target Issue I 8.- . . Commun Safe _ y y I a. Officer Friendly Program: Expansion . Develop Program concept - Decision b. Bike and Pedestrian Safety Plan and System . Develop plan Decision c. McGruff Program: Expansion . Evaluate current Program . Define Program elements . Decision 9. Maintain /Enhance Financial Stability of City a. Cost Effectiveness Study on Commercial/Industry y y b. Legislative Education c. Alternative Revenue Study L . Explore alternative revenue sources . Determine long —term revenue needs . Develop revenue plan L . Decision: Direction d. City Sales Tax (With Cap) . Seek state legislative changes . Initiate City Sales Tax L L Pending Agenda Page S OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center a. All- American City Award Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center I a. Streetsca a /Street Lighting P g ng + County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100 - Shingle Creek Parkway) + Brooklyn Boulevard ---------------------------------------------- Implement Streetscape and Lighting Plan 12. Develop Park System i a. Kylawn Preserve, Arboretum -Twin Lake • Complete and review study . Decision: Direction • Coordinate with Robbinsdale and Crystal b. Riverridge (North Mississippi Regional Park) Acquire land by Park District Complete bike and pedestrian path connection c. Palmer Lake Park Programs: Direction t 13. Enhance Code Enforcement a. Fee and Fine Structure: Review and Revise . Evaluate current,-structure . Explore options . Revise structure _ . Decision i Pending Agenda Page 6 OTHER T i - ARGET ISSIIES Continued i _ 14. Maintain /Expand City Facilities t a. Facilities Management Inventory Study 1 . Inventory current facilities . Develop ongoing system b. Wellness Activity Center Determine needs Develop concept Determine funding Decision ( c. Field House Determine needs Develop concept and plan Determine financing Decision d. Tennis Court Bubble: Direction . Determine needs . Develop conceptual design . Determine funding . Decision , e. Auditorium Determine needs Develop concept Develop plan Determine financing Decision f. Golf Bubble: Direction j . Determine needs . Develop conceptual design . Determine funding . Decision f j Fd I SECTION TWO TARGETING BROOKLYN CENTER'S FUTURE: LEADERSHIP WORKSHOP II MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Summary Report 0 1 -- SECTION TWO TARGETING BROOKLYN CENTER'S FUTURE f LEADERSHIP WORKSHOP II MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER I MAY, 1988 The purpose of this report is to summarize the Leadership Workshop conducted for the Mayor and City Council in May, 1988. The primary focus of this workshop was on finalizing the policy agenda by.targeting issues and projects 1988 -1989. This report review the targeting process, outlines the policy agenda, and lays a foundation for an ongoing targeting process in the City of Brooklyn Center. This report is divided into the following sections: A. Leadership Workshop: Review lie B. Targeting..Brooklyn Center's Future: Process Review C. Our Policy Agenda: 1988 -1989 D. Next Steps I r f 1 2 A. Leadership Workshop: Review As part of the Leadership Workshop I activities or, the Ma Ci y Council, staff, and members of the community identified broad policy targets and defined specific projects. This list was compiled and sent to all participants for input in ranking the importance of Target Issues and specific projects. The list was reviewed during the Leadership Workshop, and served as a foundation for discussion. The Mayor and Council then finalized the Policy Agenda- by determining priorities. The specific purposes of the Leadership Workshop were: To continue the team building process for the Mayor, City .Council,...and.management staff To define specific policy issues needing to be addressed during the next year To identify specific actions and projects to be addressed in the next year To determine Target Issue and project priorities To lay a foundation for an ongoing targeting process in the City of Brooklyn Center The specific topics covered during the workshop included: Targeting Process: Review Survey Results: Review Targets: Review and Discussion The remainder of this report summarizes the Leadership Workshop. L f� ( 3 i I B. Targeting Brooklyn Center's Future: Process Review I A key leadership function for the Mayor and City Council is to establish the policy direction for the City. The Leadership Workshop provided an opportunity to establish a policy agenda through a process j called targeting. Targeting is one element of goal setting and strategic planning for cities. The targeting process involves the following elements: I Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for the next two years. These issues are identified and. discussed in order to build a common understanding. Element Two: Focus Policy Targets The second step is to categorize the needs and issues into broad areas which define the policy direction. This policy direction is defined as "targets." Element Three: Define Tactical Actions _ lie The third step is to take the targets and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These short -range actions can be "checked off" as they are completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction -is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPs) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and target issues. These MAPs guide the policy 'formation, planning, and implementation . processes. !_ A pictoral diagram of this process can be found in the diagram on the next page. During Leadership Workshop II, the Mayor and Council focused primarily on reviewing the results of the first Leadership Workshop, and on ( determining Target Issue -and .project priorities. 4 FIGURE 1 THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Organization Needs and Issues - Roundtable Discussion - .Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS _Focus issues Brainstorm possible actions PRIORITIZE Targets ,.Projects MUTUAL ACTION PLANS Desired outcomes .... Specific action steps Copyright 0 1987 Sumek Associates, Inc. All rights reserved. r 5 1 C. Our Policy Agenda: 1988 -1989 After a complete, revised list of Target Issues (policy goals) was established and reviewed, the Mayor and Council voted to establish priorities among the Issues and projects. This becomes the city's Work Plan for 1988 -1989. The Mayor and City Council identified the following Top Priority Target Issues: Redevelop and Revitalize Ou • P r Community Improve Community Information and Involvement - Improve - Transportation and Traffic Systems Promote Economic Development and Diversification The Mayor and City Council identified the following High Priority Target Issues: Provide Social /Community Services Maintain /Enhance Quality of Housing Stock Manage Solid Waste Enhance Community Safety - Maintain /Enhance Financial Stability of City The Mayor and City Council identified several additional Target Issues: Promote Pride in Brooklyn Center Enhance Visual Image and Appearance of Brooklyn Center Develop Park System Enhance Code Enforcement Maintain /Expand City Facilities A complete summary of the Mayor and City Council's targeting worksheets can be found in Section Three of this Leader Summary 1 i 6 I D. Next Steps The Policy Agenda is a framework for action. Fulfillment of these expectations will depend upon the effectiveness of teamwork between the Mayor, City Council, and.management staff on a day -to -day basis. Targeting I is an ongoing process, and it is likely that the goals will need to be adjusted periodically. I suggest the Mayor and City Council solicit quarterly feedback from management on the status of the Target Issues and projects, and refine the Policy Agenda based upon this feedback. It is I important to remember that the true success of this Workshop will be determined by.the follow -up actions taken by the City Council and management staff. If there are any questions or comments regarding this workshop or future workshops, please contact me. I 42/5 -9 r r SECTION THREE BROOKLYN CENTER POLICY AGENDA 1988 -1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988.. Targeting Worksheets BROOKLYN CENTER POLI - POLICY AGENDA 1988 1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 Targeting Worksheets PRIORITY rRANKING] ROJECT TARGET ISSUES TATUS/ TOP HIGH MOD TOP PRIORITY TARGET ISSUES 1. Redevelop and Revitalize Our Community 5 0 0 a. Earl Brown Farm 5 Action . Complete and finalize design . Initiate construction: 9/88 b. Redevelopment Strategy with 5 Priorities Action Develop redevelopment strategy lie Determine priorities Decision: Direction c. 69th and Brooklyn Boulevard 4 Action Develop redevelopment plan Decision: Direction d. P.U.D. for Redevelopment 4 Action . Develop P.U.D. concept . Revise zoning ordinance . Decision e. Comprehensive Plan: Review and 3 Revise Action Review and evaluate current Plan , Define community direction Revise Plan Decision: Direction i Targeting Worksheets Page 2 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 1. Redevelop and Revitalize Our Community Continued 5 0 0 f. Lynbrook Bowl Redevelopment edevelopment Plan 3 - . Develop redevelopment plan Action . Decision: Direction -------------------------------------- .g. 50th and France /Joslyn Pole Yard 1 Redevelopment Pending • Develop redevelopment plan • Decision: Direction h. Southwest 100 and Brooklyn 0 Boulevard: Redevelopment Pending 10 2. Improve Community Information and Involvement 3 0 0 L a. Community Survey 5 Action . Develop survey concept and process . Complete survey Analyze data Incorporate into community goal setting b. Community Newsletter: Initiation 4 L Action . Review newsletters from other communities . Develop newsletter concept for Brooklyn Center . Decision C. Volunteer Recruitment Program 4 • Develop Program concept Action • Decision L J I Targeting Worksheets Page 3 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING r TOP PRIORITY TARGET ISSUES Continued f 2 Improve Community Information and Involvement Continued 3 0 0 d. Manager Newsletter: Expansion 3 . Evaluate current newsletter Action . Explore possible improvement . Develop refinements e. Volunteer Recognition Program 3 Develop program concept Action Decision f. Newspaper Space for City News 3 Action Explore options Negotiate with newspaper Decision: Direction g. Brooklyn Center Marketing Program 3 Action Develop program, brochure, video, slide show Determine funding source Decision . :Implementation h. Cable Television Improvement p 0 . Improve communication bulletin Pending board updates. . Decision i. Cable Broadcasting Public 0 Meetings ,. Pending . Develop concept . Determine resource needs . Decision . Implementation Targeting Worksheets Page 4 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 2. Improve Community Information and Involvement Continued 3 0 0 j. "Welcome Wagon" Reestablishment 0 Pending . Evaluate current situation . Assess needs . Develop concept . Decision J 3. Improve Transportation and Traffic Systems 3 0 0 a. Traffic Flow: 69th and Brooklyn 4 Boulevard Action • Analyze traffic flow • Explore options Decision: Direction b. I -694: Bridge Widening 4 Action Complete construction C. 69th Avenue /Shingle Creek 4 Parkway: Study Completion Action . °Authorize preliminary design j Develop design L Approval d. Brooklyn Boulevard: Left Turn 3 Problem Resolution Action . Analyze problem . Explore options . Decision i r Targeting Worksheets Page S L PRIORITY PROJECT F # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING (� TOP PRIORITY TARGET ISSUES Continued J 3. Improve Transportation and Traffic Systems Continued 3 0 0 e. Senior Transportation System: 3 Evaluation Action . Evaluate "Hopkins" Taxi System Determine our community needs Develop our Program with- - funding i Decision: Direction ------------------------------------- f. Street Replacement Policy and 2 Fund Pending lie Review current situation Determine needs Determine funding Decision: Direction .g. Intra -City Transit Service: Evaluation Pending . .Assess our community needs Explore optional approaches Develop concept, determine funding sources Decision h. Park -n -Ride 2 • Determine needs Pending • Revise ordinance for special L use . Decision f Targeting Worksheets Page 6 FA PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued 3 0 0 i. Suburb - to- Suburb Transportation 1 Study Pending Work with Northern Mayor's Association Determine needs j Develop concept Explore options Decision j. Light Rail: Decision 0 . Analyze impact on city Pending . Develop city policy position Link to redevelopment Decision: Direction 4. Promote Economic Development and Diversification 3 0 0 *a. Redevelopment Policy: Complete 5 Develop Action • p policy Decision b. Zoning Ordinance: Evaluate and 4 Revise Action L . Evaluate current ordinance Focus key issues . Revise ordinance . Decision: Direction C. Small Business Retention e ention Program 3 . Develop Retention Program Action L Work with various groups . Determine funding sources . Decision ------------------------------------- Targeting Worksheets Page 7 I PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING I TOP PRIORITY TARGET ISSUES Continued 4. Promote Economic Development and ( Diversification Continued 3 0 0 d. Create Economic Development 2 Commission Pending I Define purposes and structure . Determine funding . Decision e. Major :Hotel Feasibility Study 1 . Complete study Pending . Decision: Direction f. Job Creation Program 0 Explore options Pending lie Review other cities' programs Develop ..:,job creation concept Determine funding sources Decision HIGH PRIORITY TARGET ISSUES 5. Provide-Social/Community Provide-Social/Community Services 2 4 0 a. Housing and Treatment Program. 4 Action + Mentally ill + Chemically dependent b. Senior Citizen Drop-In Center enter 3 L Action . Determine needs Determine location, - . Develop Center concept L Decision: Direction c. Battered Youth Program 3 Action . Develop concept Decision:' Direction r Targeting Worksheets Page 8 rA 0 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING r HIGH PRIORITY TARGET ISSUES Continue 5. Provide Social /Community Services 2 4 0 -------------------------------------- d. Field House Feasibility Study 2 Pending . Assess need . Complete feasibility study . Determine funding . Decision e. Battered Spouse Program 2 Develop concept Pending Decision: Direction f. Program Evaluation and Coordina- 1 tion Among Agencies Pending to . Identify and evaluate current agencies and programs • Explore ways for better coordination • Decision: Direction 6. Maintain /Enhance Quality of Housing Stock 2 4 0 a. Housing Impact Study 5 Action . Complete study . Develop recommendations . Decision: Direction b. Proactive Housing Maintenance/ 4 L Rehabilitation Program Action Evaluation and direction Develop Program Determine funding Decision Targeting Worksheets Page 9 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 c. Target Area Program for Housing 4 Rehabilitation Action • Assess housing problems • Define target area • Develop program . Decision d. Elderly Housing Alternatives 3 Action • Analyze needs • Explore options: "Cluster homes," condominiums • Determine funding • Decision: Direction --------------------------------------- e. Housing Maintenance Code 2 (Multi - Family) Pending Develop code Decision f. Housing Maintenance Code 2 (Single Family) Pending Develop code Decision g. Planned Unit Development (P.U.D.) 2 Ordinance Pending L Review draft Decision h. Enforcement Program: Evaluation 1 _ Pending . Evaluate current Program and activities . Explore options: Refinements Decision Targeting Worksheets Page 10 I - PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES.Continued 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 i. "Bad" Building Buyout Program 1 Pending . Developer buyout program concept . Explore methods for resale . Determine funding j. Housing Transfer Inspection 1 Program Pending • Develop Inspection Program • Work with real estate commu- nity • Decision 7. Manage Solid Waste 2 4 0 I a. Recycling Program In Progress . Conduct second public hearing . Decision: Program direction b. Public Information Program on In Solid Waste Progress Develop program . Decision . Implementation -------------------------------------- 8. Enhance Community Safety 2 3 0 a. Crime Prevention Fund: Expansion 4 Action Explore creation of Crime Prevention Fund Work with community Develop concept Obtain funding - Decision I Targeting Worksheets Page 11 9 (� PRIORITY PROJECT ! TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continue 8. Enhance Community Safety Continued 2 3 0 b. Police Services: Master Plan 3 • Evaluate current organization Action and Programs • Develop Master Plan for future • Decision: Direction c. Neighborhood Crime Watch Program 3 Evaluate current Program Action Explore approaches for Pro- gram expansion . Work with community . Decision d. Fire Services: Evaluation and 3 Master Plan Action . Evaluate current organization .and programs . Develop Master Plan for future Decision: Direction e. Aging Population: Service Needs 3 Action. Identify special services need for aging population Assess impact on current services Develop approach for respond - ing to needs Decision ------------------------------------- f -. Officer Friendly Program: 2 Expansion Pending E • Develop Program concept • Decision Targeting Worksheets Page 12 PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continue 8. Enhance Community Safety Continued 2 3 0 g. Bike and Pedestrian Safety Plan .2 and System Pending . Develop plan . Decision h. McGruff Program: Expansion 1 Pending . Evaluate current Program Define Program elements Decision 9. Maintain /Enhance Financial Stability of City 1 2 0 a. Cost Effectiveness Study on 2 Commercial /Industry Pending b. Legislative Education 2 Pending C. Alternative Revenue Study 1 Pending_ Explore alternative.revenue sources L Determine long -term revenue needs Develop revenue plan Decision: Direction d. City Sales Tax (With Cap) 0 Pending Seek state legislative changes Initiate City Sales Tax Targeting Worksheets Page 13 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center 1 2 0 a. Community Pride Program 4 Action • Develop city strategy for promoting civic pride • Decision -------------------------------------- 'b. All- American City Award 2 Decision: Pursue or not Pending Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center 0 1 0 a. Annual Community "Clean -Up" Day 5 Action . Develop "clean -up" concept w . Work with various groups . Determine funding needs and sources Decision b. Landscape Beautification 3 Improvements Action L . Identify potential projects . Develop projects . Determine funding { Decision -------------------------------------- Targeting Worksheets Page 14 PRIORITY PROJECT * TARGET ISSUES STATUS/ TOP HIGH HOD RANKING OTHER TARGET ISSUES Continued 11. Enhance Visual Image and Appearance of Brooklyn Center Continued 0 1 0 c. Streetscape /Street Lighting 1 Projects Pending + County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100 - Shingle Creek Parkway) + Brooklyn Boulevard Implement Streetscape and Lighting Plan 12. Develop Park System 0 1 0 -------------------------------------- a. Kylawn Preserve, Arboretum -Twin 2 Lake Pending . Complete and review study . Decision: Direction . Coordinate with Robbinsdale and Crystal b. Riverridge (North Mississippi 2 .Regional Park) Pending . Acquire land by Park District . Complete bike and pedestrian path connection C. Palmer Lake Park Programs: 0 Direction Pending 13. Enhance Code Enforcement 0 0 0 a. Nuisance Ordinance: Update 4 Review current ordinance Action Focus critical issues Revise ordinance ;� Decision Targeting Worksheets Page 15 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING ( OTHER TARGET ISSUES Continued I - 13. Enhance Code Enforcement 0 0 .0 b. Code Enforcement Program: Image 4 Enhancement Action I Develop strategy for modifying image . Evaluate staff needs I Evaluate direction I Train.staff -------------------------------------- c. Fee and Fine Structure: Review 1 and Revise Pending Evaluate current structure Explore options Revise structure Decision 14. Maintain /Expand City Facilities 0 0 0 a. Upgrade Facilities Maintenance 3; Program Action i . _Review current Maintenance Program . Identify problems and needs . Explore options . Decision: Direction b. City Hall Expansion 3 Action Determine space needs: Current and future Explore options - Develop design Determine funding Decision i Targeting Worksheets Page 16 ( PRIORITY PROJECT I * TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES Continued 14. Maintain /Expand City Facilities 0 0 0 ( Continued c. Facilities Management Inventory 2 Study Pending • Inventory current facilities • Develop ongoing system d. Wellness Activity Center 2 Pending Determine needs Develop concept . Determine funding . Decision e. Field House 1 lie Determine needs Pending Develop concept and plan Determine financing Decision f. Tennis Court Bubble: Direction l: Pending L . Determine needs Develop conceptual design . _Determine funding . Decision g. Auditorium 0 Pending Determine needs Develop concept Develop plan L Determine financing Decision h. Golf Bubble: Direction 0 L Pending Determine needs . Develop conceptual design L Determine funding Decision L LEADERSHIP WORKSHOP: BUILDING BROOKLYN CENTER - AGENDA FOR 1990 CITY OF BROOKLYN CENTER MAY, 1987 Workshop Objectives To build the capacity of the City to provide leadership for Brooklyn Center's future To establish a common frame of reference for understanding a City - how it is governed, how it is managed, and how services are provided To review the vision for Brooklyn Center: Year 2000 To translate the Brooklyn Center Vision 2000 into a workable program To target specific policy issues that need to be addressed during the next 2 -3 years To define specific projects which are "doable chunks" during the next 2 -3 years To establish a program for the ongoing targeting process in the City of Brooklyn Center Brooklyn Center Agenda Page 2 Workshop Agenda 1. Introduction 2. Our City: The Leadership Challenge .l • Governance - Management - Service Model of a City Leader: Path Definer - Team Builder - Drum Major Te am : G- R -E -A -T 3. Goals: Foundation for City Effectiveness Presentation Application to Brooklyn Center 4. Brooklyn Center: Our Vision for 2000 Review Discussion S. Targeting Brooklyn Center's Future: 1990 Focusing Target Issues: Policy Direction for the City [Small Discussion Groups] • Definition of Projects and Actions Within a Target [Small Discussion Groups] Compiling a Comprehensive Target List Defining Comprehensive Targets and Actions for Each Target 6. Brooklyn Center Agenda: 1990 Establishment of Target Priorities Establishment of Project Priorities - 7. Our Leadership Charge for the Future Brooklyn Center Agenda Page 3 Potential Target Areas 1. Definition of City Services in Light of Changing Population 2. Effectively Handle Solld Waste 3. Provide Water Supply 4. Define Social and Human Services Direction 5. Develop Parks System Within the City 6. Preserve Historic Area - Earle Brown Farm 7 Enhance the Housing Stock and Condition 8. Plan for Brooklyn Center's Future, Including Redevelopment 9. Maintain City Facilities and Infrastructure 10. Refine the Development Process in Brooklyn Center 11. Resolve Storm Drainage Problem and Issues 12. Continue Applying Technology to Enhance Organization Productivity 13. Improve Traffic and Transportation System 14. Enhance the Economic Vitality of Brooklyn Center 15. Enhance Citizen Involvement and Communications 16. Continued Stable Funding of the City' TARGETING: A PROCESS FOR LEADERSHIP The Leadership Workshop utilizes the targeting process for setting goals. The targeting process involves the following elements: Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for 1987 and 1988. These issues are identified and discussed in order to build a common understanding. Element Two: Focus Targets The second step is to categorize the needs and issues into policy areas. The policy areas are then defined as "targets." Element Three: Define Projects The third step is to take the target issues and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These projects and actions can be "checked off" as being completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction for a city is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPs) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and the target issue. These MAPs guide the policy formation, planning, and implementation processes. A pictoral diagram of this process can be found in Figure 4. THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP .l SCAN Our Community Needs and Issues Roundtable Discussion - Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets Projects MUNICIPAL ACTION PLANS Desired outcomes Specific action steps C I T Y M 0 D E L GOVERNANCE Direction: What Should Be Done POLICY LEADS. Educate Influence Inspire Vi ion Ta ets Pol' ies T e Expect tions MANAGEMENT PROCESS F Process Design: How to Accomplish E E - MANAGER D B A C Org. P ilosophy K Proces Designs Org. S ructure Tra ' n ing Pr ram ERVICE DELIVERY PROCESS Action to Deliver Service fSER VIM- Dr IVE _ PERS N Police Service Actions Fire Service Public Works Service r Finance Service ?' Planning Service _ Etc. CoPYright 0 1984 Sumek Associates, Inc. All rights reserved. TEAM: CONCEPT REVIEW The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take action and accomplish results. To be effective, OUR TEAM MUST BE GREAT G - Goals The foundation for an effective team begins with a well- defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by .outlining common vision and values. R - Roles and Responsibilities The second element is defining the individual roles and responsibilities of team members. Clear expectations and performance standards are outlined. Individuals assume responsibility for fulfilling the expectations and making the team work. Everyone is held accountable. E - Evaluation The third lem e ent is evaluating and adjusting the team process. This involves developing a specific operational plan and process for accomplishing team goals, evaluating team performance and process, and making appropriate adjustments to enhance the team effectiveness over time. A - Attitude The fourth element is building work relationships resulting in a strong sense of unity among team members. The team spirit can hold the team together, particularly in times of pressure and personal frustration. It is reflective of a belief in self and in the team. T Trust The final element is building the level of trust among team members. The members need to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. Copyright c 1985 Sumek Associates, Inc. All rights reserved. Appendix A BROOKLYN CENTER AGENDA: 1990 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1987 BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 P R I O R I T Y TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES ` 1. Preserve Historic Area - Earle Brown Farm 11 0 0 a. Earle Brown Farm Committee -* Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction (Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction d. Historic Plan for Brooklyn Center Identify historic issues (i.e., Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric -a -brac" shops Develop concept Decision: Direction 0 1 1 * Projects with no votes were considered all top priority Agenda 1990 Page 2 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 1. Preserve Historic Area - Earle Brown Farm Continued 11 0 0 f. Museum Explore option Develop concept Decision: Direction ------------------------------------ 2. Define Social and Human Services 9 0 0 a. "Needs" Inventory 13 Identify community needs Identify community resources b. B.C. Social Services Plan 13 Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transporta- tion 12 Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Day Care Study 9 Determine need Explore option Define City role Develop program Decision Agenda 1990 Page 3 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued ------------------------------------ e. Child Abuse and Domestic Abuse 8 Continue support for domes- tic abuse intervention Explore ways for enhanced program f. C.E.A.P.: Direction (Community Emergency Assistance Program) 7 Evaluate current program Define role Meet with various groups Determine future direction g. Medical Services 6 Expand police force to respond to increased medical calls h. Special Communication Devices S (Fire Alarms, Doorbells, etc.) Develop program Determine funding Decision: Direction i. Promotion Program 4 Expand information on services Explore options, evaluate media role Decision Agenda 1990 Page 4 P R I O R I T Y OF # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued j. "Emergency Call" Response 4 Develop program for respon- ding to calls for assis- tance k. Total Handicap Housing Develop- ment ( "The Purples ") 3 3. Enhance Housing Stock and Condition 9 0 0 a. Housing Stock Inventory and Policy 12 Assess current conditions Define needs Define percent mix Determine policy b. Housing Maintenance Enforcement 12 Develop enforcement program Decision: Direction C. Building /Maintenance Code: Update 11 Evaluate current code Revise Code, develop Com- mercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program 10 Develop education program Explore program options with funding Determine needs Decision: Direction Agenda 1990 Page 5 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 3. Enhance Housing Stock and Condition 9 0 0 Continued ------------------------------------ e. Rehabilitation Program 8 Explore option Develop program Decision: Direction f. Experimental T.I.D. in "Targeted" Area 7 Explore option Study potential benefits Develop concept Decision: Direction 9- Inspection Services: Expansion 7 Explore opportunities Develop program enhance- ments . Decision: Direction 4. Handle Solid Waste 8 0 0 a. Recycling Program 17 Establish Task Force Analyze options Define P.O.A. Determine funding . Develop Action Plan with timetable b. Source Separation Program 15 Develop education program Establish financial incen- tive Develop overall plan for Brooklyn Center Agenda 1990 Page 6 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 4. Handle Solid Waste Continued 8 0 0 C. City -wide Pickup Program 10 Develop program Identify "1" hauler Implement program d. County Burn Plant 9 Monitor County actions Coordinate with local recycling program ----------------------------------- e. "Hazards" Education 8 Inform citizens of legis- lation Develop education program f. Alternative Disposal Methods: Study 7 Explore options Work with County and State Decision: Direction 9- Trash Compactors 3 Develop education program h. Packaging: Lobbying 3 Lobby State on biodegrad- able requirement Encourage federal and State action Agenda 1990 Page 7 lei P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES 5. Plan for Brooklyn Center's Future 6 16 0 a. Redevelopment: Plan and Policy 16 Identify current needs Explore options Develop policy and plan Decision b. School District Boundaries 13 Explore opportunity - 11 0ne" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update 12 Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction d. Young Family Attraction Program 9 Explore possible incentives (e.g., low interest loan" program) Develop program Decision: Direction ------------------------------- e. Development Criteria 5 Review current criteria such as P.U.D. Explore revisions Decision: Direction f. Development Regulations: Review Review ordinance (e.g., sign, zoning, Building Code, etc.) Revise regulations Agenda 1990 Page 8 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality 6 11 0 a. Economic Development: Strategic Plan 14 Develop one year plan and five year plan for con- version of significant areas Decision b. Business Retention Program 13 Explore ways for the City to be responsive /assist current business Develop program Decision: Direction C. Business Attraction Program 13 Develop ideas of addition- al services to meet changes Work with Chamber to attract businesses Define City incentives ------------------------------------- d. Star City Program: Evaluation 6 Evaluate benefits of City Decision: Direction e. Non - Profit Development Corpora- tion: Establishment 6 Explore options Develop organization Decision Agenda 1990 Page 9 0 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality Continued 6 11 0 f. Role Definition 2 Determine role of City, Chamber of Commerce Define ways of City support 7. Define and Adjust City Services 6 10 0 a. Service Plan for Brooklyn Center - Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and levels of service Determine service priori- ties Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 10 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 8. Continue Stable Funding of City 5 16 0 a. Financial Plan and Policy 14 Identify financial resources Assess current situation Determine policies Develop projections b. Alternative Revenues Study 9 Explore options Develop policies Decision: Direction C. State Aid Funding 8 Communicate with legisla- tors d. Investment Policy 7 Develop policy Decision MODERATE PRIORITY TARGET ISSUES 9. Provide Water Supply 4 9 13 a. Water Distribution Plan 12 Assess current distribu- tion system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction Agenda 1990 Page 11 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 9. Provide Water Supply Continued 4 9 13 b. Water Quality Monitoring 11 Monitor pollution sources Develop strategies for response C. Conservation Program 10 Explore options Develop program (e.g . , "Shower with a Friend," etc.) Develop program d. Water Supply Plan 9 Determine needs (current/ future) Explore optional sources Determine sources Develop plan Determine direction e. Emergency Plan 5 Develop emergency plan Explore options f. City -Wide Water Softening System 3 Explore options Develop system Decision: Direction Determine funding Agenda 1990 Page 12 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 10. Maintain City Facilities and Infrastructure 4 7 12 a. Capital Needs: Inventory - Inventory current facili- ties Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System 3 9 13 a. Freeway System: Evaluation 11 Evaluate access ramps-and controls Evaluate system Develop plan for future ------------------------------------- b. Public Transportation 8 Improve east /west link Develop program for special needs population C. Private Transportation Options 8 Explore options (e.g . , voucher system, use of school buses, etc.) Develop concept Develop program Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 13 P R I O R I T Y Of__7 # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 11. Improve Traffic and Transportation System Continued 3 9 13 d. MNDOT - Hennepin County - City: Systems Plan Update 7 Analyze current situation Define future needs Update systems plan Decision: Direction 12. Develop Parks System 3 S 11 a. Maintenance Program: Enhance- ment 16 Evaluate current program and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction 10 Evaluate neighborhoods Evaluate undeveloped land Determine needs (current/ future) Develop plan with funding Determine direction C. Twin Lakes Plan 10 Authorize development plan Complete plan d. Picnic Shelters 10 Develop shelters Design shelters Decision: Direction Determine funding Agenda 1990 Page 14 0 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 12. Develop Parks System Continued 3 5 11 e. Parks Marketing Program 9 Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 9 ------------------------------------- 9. Preserve Plan 7 Authorize development plan Complete plan h. Rules and Regulations: Assess- ment 7 Assess current rules Explore options Develop revisions Decision i. Regional River Park 5 Decision: or Secure funding Initiate construction j. Closed Health Spa for Community Use 3 Investigate option Decision: Direction Agenda 1990 Page 15 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 13. Enhance Citizen Involvement and Communications 2 5 11 a. Public Information Program 16 Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision b. Community Events: City Support Policy 10 Identify City role Explore ways to expand volunteerism C. Neighborhood Meeting Program 9 Establish program (system- atic, ongoing process) Decision d. Citizen Recruitment Program 7 Develop program for recruiting citizens Decision BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 ACTION TARGET ISSUES 1. Preserve Historic Area.- Earle Brown Farm a. Earle Brown Farm Committee Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction. (Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction d. Historic Plan for Brooklyn Center Identify historic issues (i.e., Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric -a -brac" shops Develop concept Decision: Direction f. Museum Explore option Develop concept Decision: Direction_ Agenda 1990 Page 2 2. Define Social and Human Services a. "Needs" Inventory Identify community needs Identify community resources b. B.C. Social Services Plan Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transportation Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Day Care Study Determine need Explore option Define City role Develop program Decision 3. Enhance Housing Stock and Condition a. Housing Stock Inventory and Policy Assess current conditions Define needs Define percent mix Determine olic P Y b. Housing Maintenance Enforcement Develop enforcement program Decision: Direction Agenda 1990 Page 3 3. Enhance Housing Stock and Condition Continued C. Building /Maintenance Code: Update Evaluate current code Revise Code, develop Commercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program Develop education program Explore program options with funding Determine needs Decision: Direction 4. Handle Solid Waste a. Recycling Program Establish Task Force Analyze options Define P.O.A. Determine funding Develop Action Plan with timetable b. Source Separation Program Develop education program Establish financial incentive Develop overall plan_ for Brooklyn Center C. City -wide Pickup Program Develop program Identify "1" hauler Implement program d. County Burn Plant Monitor County actions Coordinate with local recycling program Agenda 1990 Page 4 5. Plan for Brooklyn Center's Future a. Redevelopment: Plan and Policy Identify current needs Explore options Develop policy and plan Decision b. School District Boundaries Explore opportunity- "One" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction d. Young Family Attraction Program Explore possible incentives (e.g., low interest loan program) Develop program Decision: Direction 6. Enhance Economic Vitality a. Economic Development: Strategic Plan Develop one -year plan and five -year plan for conversion of significant areas Decision b. Business Retention Program Explore ways for the City to be responsive /assist current business Develop program Decision: Direction Agenda 1990 Page 5 6. Enhance Economic Vitality Continued C. Business Attraction Program Develop ideas of additional services to meet changes Work with Chamber to attract businesses Define City incentives 7. Define and Adjust City Services a. Service Plan for Brooklyn Center Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and levels of service Determine service priorities Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction 8. Continue Stable Funding of City a. Financial Plan and Policy Identify financial resources Assess current situation Determine policies . Develop projections b. Alternative Revenues Study Explore options Develop policies Decision: Direction Agenda 1990 Page 6 OTHER TARGET ISSUES 9. Provide Water Supply a. Water Distribution Plan Assess current distribution system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction b. Water Quality Monitoring 9 Monitor pollution sources Develop strategies for response C. Conservation Program Explore options Develop program (e.g., "Shower with a Friend," etc.) Develop program 10. Maintain City Facilities and Infrastructure a. Capital Needs: Inventory Inventory current facilities Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System a. Freeway System: Evaluation Evaluate access ramps and controls Evaluate system Develop plan for future Agenda 1990 Page 7 OTHER TARGET ISSUES Continued 12. Develop Parks System a. Maintenance Program: Enhancement Evaluate current program and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction Evaluate neighborhoods Evaluate undeveloped land Determine needs (current /future) Develop plan with funding Determine direction C. Twin Lakes Plan Authorize development plan Complete plan d. Picnic Shelters Develop shelters Design shelters Decision: Direction Determine funding e. Parks Marketing Program Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 13. Enhance Citizen Involvement and Communications a. Public Information Program Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision Agenda 1990 Page 8 OTHER TARGET ISSUES Continued 13. Enhance Citizen Involvement and Communications Continued b. Community Events: City Support Policy Identify City role Explore ways to expand volunteerism Agenda 1990 Page 9 PENDING TARGET ISSUES Child Abuse and Domestic Abuse C.E.A.P.: Direction (Community Emergency Assistance Program) Medical Services Special Communication Devices (Fire Alarms, Doorbells, etc.) Promotion Program "Emergency Call" Response Total Handicap Housing Development ( "The Purples ") Rehabilitation Program Experimental T.I.D. in "Targeted" Area Inspection Services: Expansion "Hazards" Education Alternative Disposal Methods: Study Trash Compactors Packaging: Lobbying Development Criteria Star City Program: Evaluation Non- Profit Development Corporation: Establishment Role Definition State Aid Funding Investment Policy Water Supply Plan Emergency Plan Agenda 1990 Page 10 PENDING TARGET ISSUES Continued City -Wide Water Softening Program Public Transportation Private Transportation.Options MNDOT - Hennepin County - City: Systems Plan Update Preserve Parks Plan Rules and Regulation: Assessment Regional River Park Closed Health Spa for Community Use Neighborhood Meeting Program Citizen Recruitment Program