HomeMy WebLinkAbout2010 06-21 CCP Joint Work Session with Financial Commission Joint Budget Meeting
June 21, 2010
6:30 p.m.
City Council and Financial Commission
Council Chambers
1. Call to Order
2. Budget Preparation Overview
3. Revenue Options and Targets
4. Overall Strategic Objectives
5. Next Steps
6. Adjournment
COUNCIL/FINANCIAL COMMISSION
ITEM MEMORANDUM
DATE: June 18, 2010
TO: City Council /Financial Commission
FROM: Curt Boganey, City ManagaE*
SUBJECT: Budget Work Session — Budget Priorities
Recommendation:
Please review the enclosed Strategic flan as adopted by the City Council. This document will be
the basis for establishing budget priorities for 2011. Please consider how you would prioritize the
Desired Outcomes in the plan.. You may wish go through the Desired Outcomes and identify the
ten most important desired outcomes in order of priority for the City from your perspective. This
will help expedite the discussion on Monday. Please let me know if you have questions.
?Fission: Ensuring an attractive, clean, safe community that enhances the duality of life acrd preserves the public trust
Strategic Plan Brooklyn Center 2010
Our Mission
To ensure an attractive, clean, safe community that enhances the
quality of life and preserves the public trust
Our Values
Excellence and quality service delivery
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost - effective manner.
Ethics and integrity
We believe that ethics and integrity are foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
Visionary.Leadership and Planning
We believe that the very essence of leadership is to be visionary and to plan for
the future
Fiscal Responsibility
We believe that fiscal responsibility and prudent stewardship of public funds is
essential for citizen confidence in government.
Cooperation and Teamwork
We believe that the public is best served when departments and employees
work cooperatively as a team rather than at cross purposes.
Open and Honest Communication
We believe that open and honest communication is essential for an informed
and involved citizenry and to foster a positive working environment for
employees
Professionalism
We believe that a commitment to ethical values and continuous improvement is
the mark of professionalism. We are committed to applying this principle to the
services we offer and to the development of our employees.
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Strategic Plan Brooklyn Center 2010
Strategic Goals
1. We will ensure a safe and secure community
2. We will aggressively proceed with implementation of City's
redevelopment plans
3. We will stabilize and Improve residential neighborhoods
4. We will positively address the community demographic makeup and
increasing cultural diversity
S. We will continue to maintain and upgrade City infrastructure
improvements
6. We will respond to increased public awareness and interest in
environmental sustainability and green community issues
Ongoing Goals
1. We will continue to provide streamlined, cost effective quality services
with limited resources
2. We will ensure the financial stability of the City
3. We will move toward maintaining or lowering the level of the City's
Property taxes
4. We will ensure the city's influence at the legislature
5. We will Improve the image of the City with citizens and those outside
of the City's borders
6. We will ensure the City drinking water is high ug ality and that the
storm water is Properly managed
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Strategic Plan Brooklyn Center 2010
Desired Outcomes and Success Targets
S. G. 1. We will ensure a safe and secure community
The threat and fear of real or perceived crime among citizens and others
will be greatly reduced (d.o.1)
Success Targets
1. Reduce violent crime by 10% or more each year
2. Reduce property crime by 10% of more each year
Citizens will feel and be safe in their homes, areas of concern and
throughout the City. (d.o.2)
1. City survey results will reflect that all residents feel safe in their homes.
2. City survey results will reflect that all residents feel safe throughout the City. (No places deemed
unsafe)
3. City survey results will reflect that all residents feel safe walking alone at night.
S.G.2. We will aggressively proceed with implementation of City's
redevelopment plans
Private redevelopment will expand and improve (d.o.1)
Success Targets
1. At least 50 % of the privately owned residential vacant properties will be redeveloped within the
next five years adding to the adjusted for inflation taxable value of the City. Redevelopment of
these properties will commence within two (2) years.
2. At least 80 % of privately owned vacant commercial properties will complete redevelopment
within the next five years adding to the adjusted for inflation taxable value of the City.
Redevelopment of these properties will commence within two (2) years.
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Strategic Plan Brooklyn Center 2010
3. At least 50% of the blighted /economically obsolete commercial properties will be redeveloped
within the next five years adding to the adjusted for inflation City tax base. Redevelopment of
these properties will commence within two (2) years.
"Opportunity Site" redevelopment will commence (d.o.2)
Success Targets
1. 30 % of the privately owned properties north and east of John Martin Drive will commence
redevelopment within five years.
2. All of the privately owned properties north and east of John Martin Drive will complete
redevelopment within ten (10) years adding to the adjusted for inflation value of the City.
3. At least 50 % of EDA owned and privately owned properties located south and west of John
Martin Drive will commence and complete redevelopment within five (5) years adding to the
adjusted for inflation taxable value of the City.
4. All EDA owned and privately owned properties located south and west of John Martin Drive will
commence and complete redevelopment within Ten (10) years adding to the adjusted for
inflation taxable value of the City.
EDA owned properties redevelopment will proceed expeditiously (d.o.3)
Success Targets
1. At least 50 % of the EDA properties owned (non- Opportunity Site) commercial properties will
commence redevelopment within the next 2 years.
2. All EDA owned commercial property will have completed redevelopment within ten (10) years
adding to the . adjusted for inflation taxable value of the City.
Y
S.G.3.We will stabilize and Improve residential neighborhoods
Citizens will benefit from a diverse stock of housing types and styles
(d.o.1)
Success Targets
1. The number of home remodels will increase.
2. The value added home improvements will exceed $7,500 average valuation per permit
in each neighborhood (i.e. garage additions, bathrooms, bedrooms, 2 nd stories, energy
efficiency) annually.
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Strategic Plan Brooklyn Center 2010
3. Housing and accommodations for seniors will be available for aging residents consistent
with the demand for housing by this demographic group.
4. There will be new housing construction to accommodate the needs of those seeking a
modern housing and move up housing choices
Owners and occupants of housing in residential neighborhoods will
comply with City codes and regulations which will be adequate to assure
a safe well maintained and attractive community (d.o.2)
Success Targets
1. Of all residential properties inspected 90 % will be in full compliance with property
maintenance codes (% violation types)
2. All residents surveyed are aware of, understand and support the enforcement of city
housing and neighborhood codes
Owner occupied housing will increase as a percentage of total housing
(d.o.3)
Success Targets
1. At least 95% of single family residential properties will be owner occupied.
2. At least 95 % of all new housing will be built for owner occupancy
Problems associated with foreclosures will be dramatically reduced or
eliminated (d.o.4)
Success Targets
1. 90 % of qualified vacant properties will be registered and in compliance with the vacant
building ordinance.
2. All vacant properties will be in compliance with property maintenance codes.
Residential property values will improve and citizens will be proud of
their neighborhood and community (d.o.5)
Success Targets
1. Within three years the average residential sales price will stop declining
2. Within five years residential sales prices will increase at a rate equal to or greater
than rate of increase in comparable communities
5
Strategic Plan Brooklyn Center 2010
3. All residential properties will be well maintained and landscaped
4. All residents surveyed will say they are proud of their neighborhood.
5. All residents surveyed will say they are proud of Brooklyn Center.
S.GA.We will positively address the community demographic makeup
and increasing cultural diversity
All demographic groups will be represented and encouraged to
participate in civic, governmental, community organizations and
activities (d.o.1)
Success Targets
1. Members of all communities will have equal access and representation in civic,
governmental, community organizations and activities
Youth will be adequately served by recreation and educational programs
and activities (d.o.2)
Success Targets
1. All youth who desire to will be productively engaged in recreational activities or
educational programs
2. Participation in community programs and activities will reflect the demographic
makeup of the community.
The social, health and housing needs of the aging and moderate income
population will be improved (d.o.3)
Success Targets
1. Service gaps in the social, health and housing needs of aging and moderate income
community members will be reduced and eliminated overtime.
6
Strategic Plan Brooklyn Center 2010
S. G. S. We will continue to maintain and upgrade City infrastructure
improvements
City government buildings, major equipment and other physical assets
of the City will be maintained and improved (d.o.1)
Success Targets
1. Meet or exceed the minimum maintenance condition standard for City facilities.
2. Customers provide positive feedback pertaining to City facilities (clean, attractive buildings).
3. Maintain public access and availability to City park facilities and infrastructure.
4. Reduce graffiti occurrences and complaints.
Neighborhood streets and utilities will be maintained and improved
(d.o.2)
Success Targets
1. Citizens rate reconstruction projects as meeting or exceeding expectations via surveys sent
to project area residents.
2. Using a pavement index rating system, meet or exceed the established acceptable roadway
rating standard.
3. Reduce potholes and roadway complaints.
4. Reduce sewer blockage and watermain breakage /complaints.
5. Complete the citywide street and utility reconstruction program within 10 years.
The traveling public will benefit from multi -modal transportation
options fostered and provided by the City (d.o.3)
Success Targets
1. Minimize an increase to future traffic delays and congestion.
2. Minimize the amount of regional traffic flow on local streets.
3. Increase alternative modes of transportation used.
Citizens will benefit from the expansion and improvement of needed
technology infrastructure as cost effective feasible options become
available (d.o.4)
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Strategic Plan Brooklyn Center 2010
Success Targets
1. Reduce City government expenses through the application of technology.
2. Improve City services to the citizens through the application of technology.
3. Preserve environmental resources and conservation of energy through the application of
technology.
S.G.6.We will respond to increased public awareness and interest in
environmental sustainability and green community issues
Public appreciation for the environment will improve and recycling and
energy conservation will improve (d.o.1)
Success Targets
1. Within three years all residents surveyed will understand the value of recycling and energy
conservation and at least 70 % will have changed their behavior in order to conserve
environmental resources.
2. Within five years energy consumption in the City will be reduced significantly.
3. Within five years City Government energy consumption will be reduced significantly.
The purchasing power of the City will support the goal of an
environmental sustainability (d.o.2)
Success Targets
1. The City will purchase recycled materials whenever costs are reasonable and quality
is acceptable.
2. The City will increase the share of purchased recycled materials by 10 % annually for
the next five years.
3. The City will eliminate the use of products, chemicals or compounds that pose a risk
to human health or to the environment whenever a viable cost effective alternative
is available.
4. The City will purchase environmentally friendly equipment and vehicles whenever
performance requirements and costs are comparable.
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Strategic Plan Brooklyn Center 2010
O. G.1. We will continue to provide streamlined, cost effective quality services
with limited resources
The quality of service delivered by the City will consistently meet or
exceed customer expectations (d.o.1)
Success Targets
1. Customer surveys for City services delivered will reflect customer satisfaction from
not less than 90% of respondents
Service delivery will improve on an ongoing basis
Success Targets
1. Implementation and execution of continuous improvement program throughout all
departments
2. Qualification for Malcolm Baldridge or comparable quality improvement award.
3. Cost effectiveness performance benchmark comparisons from each department will
reflect upper quartile performance for each high priority benchmark measure
0.G.2. We will ensure the financial stability of the City
City funds will be protected against loss (d.o.1)
Success Targets
1. All City funds will be FDIC insured up to the legal maximum per account
2. Any funds in excess of the FDIC maximum in any one account will be properly
collateralized.
3. The City's investment portfolio will be diversified so as to minimize potential losses
on individual securities.
The City administration will provide meaningful short, Intermediate and
long term fiscal planning (d.o.2)
Success Targets
1. The operating budget document will provide annual and multi year operating plans.
2. Staff will annually provide life -cycle capital plans for all long -lived assets.
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Strategic Plan Brooklyn Center 2010
City will take appropriate actions to buffer essential services against the
effects of significant economic downturns (d.o.3)
Success Targets
1. Fund reserves as indicated by year end cash balance will be maintained at levels
allowing for short term funding of operations in emergency situations
2. Essential services as determined by the City Council will be funded from non - volatile
resources.
City will position itself for economic growth (d.o.4)
Success Targets
1. The City will keep current and adhere to the Comprehensive Plan
2. Capital Improvement Plans will reflect the intentions of the Comprehensive Plan
O.G.3.We will move toward maintaining or lowering the level of the
City's property taxes
Except in extraordinary circumstances the property tax levy will not
increase faster than the rate of inflation (d.o.1)
Success Targets
1. Property tax levy increases do not exceed the rate of inflation.
2. If the tax levy increase exceeds the rate of inflation a clear, extraordinary
circumstance is identified.
The City will expand the proportion of industrial and commercial tax
base to relieve the residential property tax burden (d.o.2)
Success Targets
1. The City commercial /industrial tax base increases at a rate faster than the residential
tax base.
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Strategic Plan Brooklyn Center 2010
The inflation adjusted property taxes paid by the median family
household will be stabilized or reduced over time (d.o.3)
Success Targets
1. The inflation adjusted city property taxes payable for the median valued single family home
will be equal to or less than the calculated city taxes payable for the prior year.
0.G.4.We will ensure the city's influence at the legislature
State and Federal legislators will be kept informed regarding City needs
that may be affected by legislation (d.o.1)
Success Targets
1. Annually, the City Council and Staff will assess legislative needs and communicate
directly with appropriate Local, State and Federal legislators
We will maintain positive ongoing relationships with Local, State and
Federal legislators (d.o.2)
Success Targets
1. Legislative officials will address the City Council annually regarding their efforts on
behalf of our shared constituents.
2. Legislators will sponsor and support legislation on behalf of the City
O.G.5.We will Improve the image of the City with citizens and those outside of
the City's borders
Citizens and others throughout the State will recognize Brooklyn Center
as a safe, quality, attractive community in which to live work and play
(d.o.1)
Success Targets
1. The rate of property value increase in each property classification will equal or
exceed the average rate of increase in the Hennepin County and in the State.
2. Citizen Survey results will reflect the perception that Brooklyn Center is a safe,
quality, attractive place to live work and play.
3. Positive press regarding the City of Brooklyn Center will increase.
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Strategic Plan Brooklyn Center 2010
O.G.6.We will ensure the City drinking water is high qualit and that
the storm water is properly managed
The City's drinking water will meet or exceed safe drinking water
standards of the State of Minnesota (d.o.1)
Success Targets
1. City will meet or exceed all safe drinking water standards.
2. The water supply will be protected against emerging and potential water contaminants.
Storm water runoff will be managed in an efficient and environmentally
sensitive manner (d.o.2)
Success Targets
1. City will implement and maintain all priority elements of the Brooklyn Center Local Water
Management Plan by 2012.
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X 2011 Budget Calendar
City Council Meeting Schedule
June 21 6:30 PM Strategic and Ongoing Operation Targets
Revenue Targets and Options
July 19 6:30 PM Tax Levy, Tax Base, Taxation Issues
August 2 6:30 PM Capital Projects, Capital Budget Funding
August 16 & 30 6:30 PM Governmental Funds and Tax Levy
(General Fund, Grant Funds, TIF Funds, Debt
Service Funds) including staffing implications
September 13 7:00 PM Adopt Preliminary 2011 Tax Levy and Budget
October 18 6:30 PM Utility Funds, Rates and Enterprise Funds
November 22 7:00 PM Adopt Utility Rates for 2011
Adopt Pay Plan /Cafeteria Contribution for 2011
November 29 7:00 PM 2011 Budget and Taxation Presentation and
Hearing
December 13 7:00 PM Adopt Final Tax Levy
Adopt Final Budgets
Revenue Options and Targets
2011 Budget Work Session
tune 21, 2010
Legislative Actions
• Levy Limit in Place for 2011: 1.67%
— Governor proposed extension, Legislature declined
•
Y2of increase in total market value on new C/I
•
Y2of growth in number of households
• Special Levies Modifications:
— 2010 Unallotment of LGA & MVHC
• Brooklyn Center lost $ 1,069,476 of LGA
— 2010 Supplemental Cuts to LGA & MVHC
• Brooklyn Center lost $ 504,022 of MVHC
— 2011 Supplemental Cuts to MVHC
• No effect on Brooklyn Center
Legislative Actions
• Currently Certified BC LGA: $ 1,505,425
• Current BC MVHC Expectation: $ 630,990
• PERA Contribution increases:
— 0.25% increase in employer contribution for
Coordinated (0.25% for employee)
— 0.30% increase in employer contribution for
Police /Fire (0.20% for employee)
LGA /MVHC Options
• State Budget for fiscal 2012 — 2013 projects a
deficit of $ 5.8 billion.
— Compares to $ 3.0 billion for FY 2011
• Cannot realistically expect the full $ 2,136,415
of State Aid currently certified.
• Reduction will likely be by the same methods
used in 2009 and 2010; % of revenue base.
— In 2009 reduction was 3.31% of revenue base.
— In 2010 reduction was 7.64% of revenue base.
LGA /MVHC Options
• Revenue base of $ 15,871,,208 for 2011.
— 7.00 %reduction would take $ 1,110,984, leaving
$ 1,025,431 in State Aid.
— 10.00 %reduction would take $ 1,587,121, leaving
$ 549,594 in State Aid.
— 12.00 %reduction would take $ 1,904,545, leaving
$ 231,870 in State Aid.
• Some cities are simply plugging in 2010 levels of
State Aid for 2011 regardless of certification
— $ 411,544 for Brooklyn Center
City of Brooklyn Center
Pay 2011 Property Tax Levy Alternatives
as of 18 June 2010
A B C D
Alternative Alternative
Pay Pay Pay Pay
2009 2010 2011 2011
1 Limited Levy: 6 6 6 6
2 Police & Fire Levy: 5 5 5,173,806 5
3 Fire Relief Association Pension - 65,945 - 65,945
4 Foreclosure Levy: 125,000 125 125 125,000
5 2008 LGA Unallotment: - 42 - -
6 2009 LGA Unallotment: - 463 - -
7 2010 LGA Unallotment - 1,069,476
8 2010 MVHC Unallotment - -
9 2010 Supplemental Cuts to LGA /MVHC 504,022 504
10 2011 Supplemental Cuts to MVHC - -
11 2004A Bonds Levy: 703,903 715 695,632 695,632
12 HRA Levy: 385, 289 349 745 310, 831 310 831
13 TOTAL LEVY 12, 893, 208 13, 568, 972 13, 605, 845 14, 741, 256
14 General Fund Portion 11,804,016 12,504,044 12 13,734,793
15 General Fund Portion Change 700 95,338 1
16 Percentage 5.9% 0.8% 9.8%
17 Total Dollar Increase 675,764 36,873 1
18 Total % Increase 5.2% 0.27% 8.64%
Estimated Market Values by Group
1,800,000,000
1,600,000,000
1,400,000,000
1,200,000,000
1,000,000,000
800,000,000
600,000,000
400,000,000
200,000,000
2007 2008 2009 2010 2011
- *-Commercial (Farm Industrial — 00-Apartments ;t: Residential
Tax Capacities By Group
18,000,000
16,000,000
14,000,000
i
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
2007 2008 2009 2010 2011
—6—Commercial -M-Farm Industrial -*l-Apartments -p— Residential
Residential
Taxes Payable in: 2010 2011 2010 2011 2010 2011
Estimated Market Value $ 164,000 $ 152,000 $ 185,000 $ 176,000 $ 65,000 $ 83,000
Tax Capacity 1,640 1,520 1,850 1 650 830
Tax Capacity Extension Rate 52.372% 55.184% 52.372% 55.184% 52.372% 55.184%
Market Value Extension Rate 0.03773% 0.03925% 0.03773% 0.03925% 0.03773% 0.03925%
Market Value Homestead Credit 223 234 204 212 304 296
Property Tax Amount 697.78 664.66 834.58 828.12 60.94 194.70
$ Increase /(Decrease): $ (33.12) $ (6.46) $ 133.76
% Increase /(Decrease): (4.75 %) (0.77 %) 219.49%
City of Brooklyn Center
Revenue Sources Model
General Fund Low Base High Base
Actual Actual Actual Estimated Projected Projected
2007 2008 2009 2010 2011 2011
Property Tax: Limited Levy 10,514,552 10,832,411 ' 6,285,120 6,684,916 ' 6,796,544 6,796,544
Property Tax: Special Levies 4,939,663 5,313,526 5,298,806 5,364,751
Property Tax: Replacement Levies - - - 505,602 504,022 1,573,498
Property Tax: MVHC funded 573,464 543,128 583,308 126,968 - -
Property Tax: MVHC not funded - - - (504,022) (630,990) (630,990)'
Lodging Tax: (net) 371,201 323,630 312,277 372,513 391,138 391,138
Taxes: 11,459,217 11,699,169 12,120,368 12,499,503 12,359,520 13,494,941
Licenses 210,620 280,482 265,394 296,937 302,175 302,175
Permits 462,535 363,253 350,741 414,920 399,000 399,000
Licenses & Permits: 673,155 643,735 616,135 711,857 701,175 701,175
Federal Revenues 1,646 1,798 101,317 150,000 100,000 100,000
State Aid: LGA 1,229,388 572,708 1,019,996 411,544 549,294 549,294
State Aid: Pubic Safety 498,246 458,931 452,606 445,000 445,000 445,000
State Aid: Other 68,351 78,835 69,939 102,565 104,000 104,000
Intergovernmental: 1,797,631 1,112,272 1,643,858 1,109,109 1,198,294 1,198,294
Charges for Service: General 37,426 29,554 372,132 149,300 93,000 93,000
Charges for Service: Pubic Safety 24,828 42,070 74,952 50,700 44,400 44,400
Charges for Service: Recreation 296,431 316,564 196,429 291,982 272,600 272,600
Charges for Service: Community Center 334,615 360,813 365,657 388,580 350,780 350,780
Charges for Service: 693,300 ' 749,001 1,009,170 880,562 760,780 760,780
Administrative Fines - - - 22,000 40,000 40,000
Rental Dwelling Fines 11,700 20,350 7,800 10,000 10,000
Court Fines 291,423 291,286 320,186 312,900 325,000 325,000
Fines: 291,423 302,986 340,536 ` 342,700 375,000 375,000
Interest Income: 251,392 137,173 52,789 66,300 58,000 58,000
Other Revenue: 87,074 86,474 126,309 66,800 65,000 65,000
Personnel Transfers -In - - 88,911 40,000 56,800 56,800
Administrative Service Transfers -In 442,243 447,230 426,605 526,100 526,100 526,100
Other Transfers -In 202,347 255,545 333,881 379,187 379,187 379,187
Stormwater Transfer -In 100,000 100,000 100,000 100,000 - -
Transfers: 744,590 802,775 949,397 1,045,287 962,087 962,087
TOTALS: 15,997,782 15,533,585 16,858,562 16,722,118 16,479,856 17,615,277
Strategic Plan Worksheet
Strategic Goal Desired Outcome Success Target
SG -1 We will ensure a safe and DO -1 The threat and fear of real or ST -1 Reduce violent crime by 10% or more each
secure community perceived crime among citizens and others year
will be greatly reduced.
ST -2 Reduce property crime by 10% or more each
year
DO -2 Citizens will feel and be safe in their ST -1 City survey results will reflect that all residents feel
homes, areas of concern and throughout the safe in their homes.
City.
ST -2 City survey results will reflect that all residents feel
safe throughout the City. (No places deemed unsafe)
ST -3 City survey results will reflect that all residents feel
safe walking alone at night.
SG -2 We will aeeressively proceed DO -1 Private redevelopment will expand ST -1 At least 50 % of the privately owned residential
with implementation of City's and improve. vacant properties will be redeveloped within the next
redevelopment plans five years adding to the adjusted for inflation taxable
value of the City. Redevelopment of these properties
will commence within two (2) years.
ST -2 At least 80 % of privately owned vacant
commercial properties will complete redevelopment
within the next five years adding to the adjusted for
inflation taxable value of the City. Redevelopment of
these properties will commence within two (2) years.
ST -3 At least 50% of the blighted /economically obsolete
commercial properties will be redeveloped within the
next five years adding to the adjusted for inflation City
1
Strategic Plan Worksheet
tax base. Redevelopment of these properties will
commence within two (2) years.
DO-2 "Opportunity Site" redevelopment will ST -130 % of the privately owned properties north and
commence. east of John Martin Drive will commence
redevelopment within five years.
ST -2 All of the privately owned properties North and
East of John Martin Drive will complete redevelopment
within ten (10) years adding to the adjusted for inflation
value of the City.
ST -3 At least 50 % of EDA owned and privately owned
properties located South and West of John Martin Drive
will commence and complete redevelopment within five
(5) years adding to the adjusted for inflation taxable
value of the City.
ST -4 All EDA owned and privately owned properties
located South and West of John Martin Drive will
commence and complete redevelopment within Ten
(10) years adding to the adjusted for inflation taxable
value of the City.
DO -3 EDA owned properties redevelopment ST -1 At least 50 % of the EDA properties owned (non-
will proceed expeditiously. Opportunity Site) commercial properties will commence
redevelopment within the next 2 years.
ST -2 All EDA owned commercial property will have
completed redevelopment within ten (10) years adding
to the adjusted for inflation taxable value of the City.
SG -3 We will stabilize and Improve DO -1 Citizens will benefitfrom a diverse ST -1 The number of home remodels will increase.
residential neiehborhoods stock of housing types and styles.
2
Strategic Plan Worksheet
ST -2 The value added home improvements will
exceed $7,500 average valuation per permit in each
neighborhood (i.e. garage additions, bathrooms,
bedrooms, 2 nd stories, energy efficiency) annually.
ST -3 Housing and accommodations for seniors will
be available for aging residents consistent with the
demand for housing by this demographic group.
ST -4 There will be new housing construction to
accommodate the needs of those seeking a modern
housing and move up housing choices
DO -2 Owners and occupants of housing in ST -1 Of all residential properties inspected 90 % will
residential neighborhoods will comply with be in full compliance with property maintenance
City codes and regulations which will be codes (% violation types)
adequate to assure a safe well maintained
and attractive community.
ST -2 All residents surveyed are aware of,
understand and support the enforcement of city
housing and neighborhood codes
DO -3 Owner occupied housing will increase ST -1 At least 95% of single family residential
as a percentage of total housing. properties will be owner occupied.
ST -2 At least 95 % of all new housing will be built for
owner occupancy
DO -4 Problems associated with foreclosures ST-190% of qualified vacant properties will be
will be dramatically reduced or eliminated registered and in compliance with the vacant
3
Strategic Plan Worksheet
building ordinance.
ST -2 All vacant properties will be in compliance with
property maintenance codes.
DO-5 Residential property values will ST -1 Within three years the average residential
improve and citizens will be proud of their sales price will stop declining
neighborhood and community.
ST -2 Within five years residential sales prices will
increase at a rate equal to or greater than rate of
increase in comparable communities
ST -3 All residential properties will be well
maintained and landscaped
ST -4 All residents surveyed will say they are proud
of their neighborhood.
ST -5 All residents surveyed will say they are proud
of Brooklyn Center.
SG -4 We will positively address the DO -1 All demographic groups will be ST -1 Members of all communities will have equal
community demographic makeup represented and encouraged to participate access and representation in civic, governmental,
and increasing cultural diversity in civic, governmental, community community organizations and activities
organizations and activities.
DO -2 Youth will be adequately served by ST -1 All youth who desire to will be productively
recreation and educational programs and engaged in recreational activities or educational
activities. programs
ST -2 Participation in community programs and
activities will reflect the demographic makeup of
4
Strategic Plan Worksheet
the community.
DO -3 The social, health and housing needs ST -1 Service gaps in the social, health and housing
of the aging and moderate income needs of aging and moderate income community
population will be improved, members will be reduced and eliminated overtime.
SG -5 We will continue to maintain DO -1 City government buildings, major ST -1 Meet or exceed the minimum maintenance
and upgrade City infrastructure and equipment and other physical assets of the condition standard for City facilities.
public improvements City will be maintained and improved.
ST -2 Customers provide positive feedback pertaining to
City facilities (clean, attractive buildings).
ST -3 Maintain public access and availability to City park
facilities and infrastructure.
ST -4 Reduce graffiti occurrences and complaints.
DO -2 Neighborhood streets and utilities will ST -1 Citizens rate reconstruction projects as meeting or
be maintained and improved exceeding expectations via surveys sent to project area
residents.
ST -2 Using a pavement index rating system, meet or
exceed the established acceptable roadway rating
standard
ST -3 Reduce potholes and roadway complaints.
ST -4 Reduce sewer blockage and watermain
breakage /complaints.
ST -5 Complete the citywide street and utility
reconstruction program within 10 years.
5
Strategic Plan Worksheet
DO -3 The traveling public will benefitfrom ST -1 Minimize an increase to future traffic delays and
multi -modal transportation options congestion.
fostered and provided by the City.
ST -2 Minimize the amount of regional traffic flow on
local streets.
ST -3 Increase alternative modes of transportation used.
DO -4 Citizens will benefitfrom the ST -1 Reduce City government expenses through the
expansion and improvement of needed application of technology.
technology infrastructure as cost effective
feasible options become available.
ST -2 Improve City services to the citizens through the
application of technology.
ST -3 Preserve environmental resources and
conservation of energy through the application of
technology.
SG -6 We will respond to increased DO -1 Public appreciation for the ST -1 Within three years all residents surveyed will
public awareness and interest in environment will improve and recycling and understand the value of recycling and energy
environmental sustainability and energy conservation will improve (d.o.1) conservation and at least 70 % will have changed their
green community issues behavior in order to conserve environmental resources.
ST -2 Within five years energy consumption in the
City will be reduced significantly.
ST -3 Within five years City Government energy
6
Strategic Plan Worksheet
consumption will be reduced significantly.
DO -2 The purchasing power of the City will ST -1 The City will purchase recycled materials
support the goal of 611912010 whenever costs are reasonable and quality is
environmental sustainability (d.o.2) acceptable.
ST -2 The City will increase the share of purchased
recycled materials by 10 % annually for the next
five years.
ST -3 The City will eliminate the use of products,
chemicals or compounds that pose a risk to human
health or to the environment whenever a viable
cost effective alternative is available.
ST -4 The City will purchase environmentally friendly
equipment and vehicles whenever performance
requirements and costs are comparable.
6/19/2010
I
7
Strategic Plan D.O. Ranking Worksheet
Strategic Goal Desired Outcome Desired Maintain Service Enhance Service Level Reduce Service
Outcome Level Level
Ranking
se -s we WUL eK6vre a DO -1 The threat and fear of
safe awd secure real or perceived crime
cowtivuuw%t� among citizens and others
will be greatly reduced.
DO -2 Citizens will feel and
be safe in their homes, areas
of concern and throughout
the City.
sr - j -2 we WALL DO -1 Private redevelopment
neeress�veLu pr o� will expand and improve.
with LvupLew Mnttow
of at�'s
redeyeLaw wt pLa s
DO-2 "Opportunity Site"
redevelopment will
commence.
DO -3 EDA owned properties
redevelopment will proceed
expeditiously.
sc -s we WUL DO -1 Citizens will benefit
stabUtze awd improve from a diverse stock of
resLOewtiaL housing types and styles.
City Councilmember Financial Commissioner
Strategic Plan D.O. Ranking Worksheet
we%� borhoods
DO -2 Owners and occupants
of housing in residential
neighborhoods will comply
with City codes and
regulations which will be
adequate to assure a safe
well maintained and
attractive community.
DO -3 Owner occupied
housing will increase as a
percentage of total housing.
DO -4 Problems associated
with foreclosures will be
dramatically reduced or
eliminated.
DO -5 Residential property
values will improve and
citizens will be proud of
their neighborhood and
communityy,
s4;-4 we WUL DO -1 All demographic
. aos�LU address the groups will be represented
covuvuuw%t� and encouraged to
devuo�raahic w�aleeua participate in civic,
g overnmental, communi
City Councilmember Financial Commissioner
I
Strategic Plan D.O. Ranking Worksheet
awd L"reasLQ organizations and activities.
cultural, Ayem tU
v
DO -2 Youth will be
adequately served by
recreation and educational
programs and activities.
DO -3 The social, health and
housing needs of the aging
and moderate income
population will be improved.
se;-5 wewlll DO -1 Citygovernment
cowtlwue to wt.alwtalw buildings, major equipment
awd upgrade oltd and other physical assets of
kfiestrkow.re awd the City will be maintained
pu.bllc lvwproven4tK;t5 and improved.
DO -2 Neighborhood streets
and utilities will be
maintained and improved
DO -3 The traveling public
will benefitfrom multi -
modal transportation
options fostered and
provided by the City.
DO -4 Citizens will benefit
from the expansion and
improvement of needed
City Councilmember Financial Commissioner
Strategic Plan D.O. Ranking Worksheet
technology infrastructure as
cost effective feasible
options become available.
.54 we Wal, respowd DO -1 Public appreciation for
to twareased pubC,c the environment will
awarewess awd improve and recycling and
twterest W. energy conservation will
eK,V�roww4.ewtal improve (d.o.1)
sustatwaUtu awd
greew oovu.vu V VUte
Issues
DO -2 The purchasing power
of the City will support the
goal of environmental
sustainability (d.o.2)
6/19/2010
City Councilmember Financial Commissioner