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Home My WebLink About1993 07-21 CCP Work Session 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. 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. s MEMORANDUM TO: Mayor Todd Paulson Councilmember Barb Kalligher Councilmember Kristen Mann Councilmember Dave Rosene Councilmember Celia Scott FROM: Jerry Splinter, City Manager DATE: July 16, 1993 SUBJECT: JULY 21, 1993, PLANNING SESSION Enclosed is the planning session agenda suggested by Mayor Paulson. I've also enclosed the following: 1. Copies of sample mission statements from other communities. 2. Report on Status of 1993 Brooklyn Center Priorities. 3. Listing of 1994 Operating Budget Issues. 4. Listing of 1994 Capital Improvement Issues. 5. Brooklyn Center Year 2000 Report I will be delivering to the council on Monday evening a memorandum summarizing my view of the major priorities for Brooklyn Center. Enclosures Council Meeting Date 10/24/94 31 City of Brooklyn Center A g enda Item Number 1 3 C. . Request For Council Consideration Item Description: Brooklyn Center Mission Statement Department Approval: Gerald G. Splinter, City ManagVr Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Motion by City Council for formal approval of City of Brooklyn Center Mission Statement. Summary Explanation: (supporting documentation attached No ) At its October 17, 1994, work session, the City Council reviewed and discussed a proposed Mission Statement for the City of Brooklyn Center. The Council agreed on two changes to the proposed Mission Statement, and it is presented this evening for formal approval and is as follows: The mission of the City of Brooklyn Center is to assure the best possible quality of life for our diverse community by providing the municipal services of public safety, finance and administration, community development, and public works in a cost effective manner. AN ORDINANCE AMENDING ORDINANCE NO. 92-15 REGARDING COUNCIL SALARIES The motion for the adoption of the foregoing ordinance was duly seconded by member Celia Scott, and the motion passed unanimously. DISCUSSION ITEMS MISSION STATEMENT The City Manager indicated at its October 17, 1994, Work Session, the City Council reviewed and discussed a proposed Mission Statement for the City of Brooklyn Center which is presented this evening for formal approval as follows: "The mission of the City of Brooklyn Center is to assure the best possible quality of life for our diverse community by providing the municipal services of public safety, finance and administration, community development, and public works in a cost effective manner." There was a motion by Councilmember Scott and seconded by Councilmember Mann to approve the City of Brooklyn Center Mission Statement. The motion passed unanimously. APPROVAL OF POLICE CHIEF SELECTION PROCESS The City Manager indicated after review of the two processes, he recommended the City move forward with opening recruitment for Chief of Police to internal current City of Brooklyn Center employees only. This decision is based on his experience with and working directly with our internal staff who may apply for the position. Councilmember Rosene indicated choosing to recruit internally will send a good message to the City Staff and will encourage long time employment. Councilmember Scott concurred and indicated morale is increasing in the police department. To select an outsider, in her opinion, would only harm morale. There was a motion by Councilmember Mann and seconded by Councilmember Kalligher to open recruitment for Chief of Police to internal current City of Brooklyn Center employees only. The motion passed unanimously. ADJOURNMENT There was a motion by Councilmember Kalligher and seconded by Councilmember Mann to adjourn the meeting. The motion passed unanimously. The Brooklyn Center City Council adjourned at 9:55 p.m. 10/24/94 - 15 - MEMORANDUM TO: Todd Paulson Councilmember Barb Kalligher Councilmember Kristen Mann Councilmember Dave Rosene Councilmember Celia Svardal FROM: Gerald G. Splinter, City Manager rl e DATE: October 13 1994 SUBJECT: Brooklyn Center Mission Statement Attached please find copies of the drafts developed from the July 21, 1993, Brooklyn Center City Council planning session. We were able to locate some of the missing elements that we believed were involved and some reporting materials submitted to you for consideration on that evening. Attached is the following: • Draft of the Brooklyn Center Mission Statement with a listing of synonyms for the words assure and effective. • A listing of issues by the following categories: • Public Facilities /Municipal Operations • Budget and Finance /Administration • Public /Crime Safety • Diversity • Community Development • Copies of mission statement and objectives submitted by Mayor Paulson and Councilmember Scott • Copies of two memorandums one dated Jul 16 1993 and the other Jul 19 P y Y , 1993, from the City Manager to the City Council with attached materials relating to the July 21, 1993, planning session. Attachments MEMORANDUM TO: Sy Knapp Brad Hoffman Ron Boman Arnie Mavis Charlie Hansen Mark Parish Trevor Hampton Geralyn Barone FROM: Gerald G. Splinter, City Manager DATE: June 16, 1993 SUBJECT: DISCUSSION OF CITY COUNCIL PLANNING SESSION The department head meeting to discuss the city council planning session is scheduled for Monday, June 28, 1993, at 1:30 p.m. in the council chambers. I havi'Attached the: following for your review: 3 1. j City Council Retreat Agenda Mayor Paulson handed this out at the June 14, 1993, council meeting 2. Status of 1992 Brooklyn Center Priorities 3. 1994 Operating Budget Issues 4. Major ;Capital Improvement Issues Attachments CITY COUNCIL RETREAT AGENDA I. Mission Statement The counsel 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. Then the council will draft a second sentence which articulates the governance philosophy the council will use when making decisions that carry out those functions. II. Priorities 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. III. 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. IV. Policy Formation Simple declative 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. RETREAT SETTINGS Option One - With moderator- facilitator: Alan Watts of PRISM Inc. - at Riverplace. - Cost: Not to exceed $3000.00. Option Two - Without moderator- self facilitated by the city council. - at Inn on the Farm. - Cost: Lost revenue from one or two nights use of the Inn's fireplace room and sunroom. 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 b COP officers and volunteers. Earl indications are this is Y Y 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.). 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- I 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 $1,723,011. 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 plex 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. Housin g g 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 budget recommends, with Financial Commission concurrence, the merger and -4- consolidation of the Planning and Inspections department and the EDA /HRA department. This proposal 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 City's zoning ordinance consistent with the State mandated licensing process for these type facilities. 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 joint 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 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 50% 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- 1994 OPERATING BUDGET ISSUES 1. There has been a general 3% inflation rate in our economy and that inflation rate is lower than the inflation rate of many of the materials, services, and equipment purchased through our operating budgets (i.e. petroleum products in the last few years have inflated at a rate of 5 to 6 %). 2. In the last few years and apparently in the future, we will be experiencing fluctuations in the reliability of state local government aids and property tax revenues. 3. Continued 6 1/2% Sales Tax on City Purchases. 4. Request for Additional Police Personnel. 5. Request for Expanded Promotional and Image Enhancement Program for Brooklyn Center. 6. Management Information Systems Personnel in the Public Works and Utilities Functional Areas. 7. The addition of expanded green areas, such as boulevards on T.H. 252 and 69th Avenue North and other locations, has created a need for additional Park Maintenance capacity. 8. Personnel for Serving Expanded Neighborhood Advisory Committees Activity. 9. Funding for Intrasuburban Transit System (circul a/dial -a -ride system). 10. Additional Fire Inspection Capacity. 11. Creation of a Central Garage Internal Service Fund. yl,, 12. Implementation of a Program (cost center) Budget. 13. Electronic Records Management System. 14. Performance Based Contract for Energy Management. �j, ,J 15. } Organizational Evaluation Process. 16. Phase Two of Elimination of the Use of Certificates of Indebtedness. I� MAJOR CAPITAL IMPROVEMENT ISSUES 1. Street /Utility Rehabilitation Program (Residential and State Aid Streets - Funding of Assessment Stabilization Program). 2. Park Buildings and Facility Rehabilitation /Replacement. 3. Apartment Unit Reduction /Rehabilitation Program. 4. Twin Lake Trail System. 5. Civic Center HVAC System Rehabilitation. 6. Required ADA Building Modifications. 7. Refurbish /Additions to Fire Stations Nos. 1 & 2. 8. Refurbish /Addition to City Hall /Police Department Addition. 9. Refurbish /Addition to Community Center (Senior Center). 10. Refurbish /Addition to Public Works Garage (address air quality problems). 11. EBHC Building Addition /Parking Lot Expansion. 12. Scattered Site Single - Family Dilapidated Housing Removal Program. 13. Expanded Recreation Facilities: basketball, volleyball, baseball, softball, hockey, etc. 14. Water Production, Storage, and Trunk Distribution Improvement Program. 15. Sewer Distribution and Lift Station Improvement Program. 16. Vehicle and Equipment Replacement Program. 17. Data Processing Improvement Program. 18. Brooklyn Boulevard /Brookdale Area Redevelopment. 19. Storm Drainage and Water Quality Improvement Program. 20. Completion of Bicycle and Pedestrian Trail System. 21. Own. Liquor Store #3 Northbrook Lease /Own. / 22. Projects Related to State Highway Improvements. a MEMORANDUM TO: Mayor Todd Paulson Councilmember Dave Rosene Councilmember Celia Scott Councilmember Barb Kalligher Councilmember Kristen Mann FROM: Gerald G. Splinter, City Manager DATE: July 19, 1993 SUBJECT: 1994 PRIORITIES FOR BROOKLYN CENTER I believe there are three major areas which the City Council must focus on as priorities in 1994. The first is continued commitment to addressing Brooklyn Center's "image concerns." We made a first step in the 1993 budget by authorizing a part -time communications coordinator, and my request in the 1994 budget will be directed at giving this individual and the Communications Task Force additional funds to do their work. The second is the area of cultural diversity. Brooklyn Center is becoming increasingly culturally diverse, and I believe a plan and /or process must be developed to assist the community in adapting to this change. I have talked to Julie Eoloff of the Human Rights and Resources Commission and staff liaison Geralyn Barone. The commission has suggested we proceed to implement some processes for assisting the community and adapting to this change. However, I believe their initial discussions and recommendations are not aggressive enough. , I believe a more aggressive program with funding in the area of $10,000 to $15,000 should be developed to assist the city council, commissions, employees, and members of the community with seminars, training programs, and other processes which should, if consistently applied over time, assist the community in adjusting to diversity. The third area or issue of concern is the need for the city council to address the building infrastructure needs of Brooklyn Center. Since the construction of the Civic Center, Fire Stations, City Garage, and park facilities, a great deal of Memo to Council Page 2 July 19, 1993 change has occurred in the volume, methods, and types of equipment used to conduct Brooklyn Center's business. Fire stations are outmoded because of increasing size and other changes in necessary vehicles and equipment. The community center has significant accessibility and ADA problems and the issues of additional physical fitness activities and senior activities leave the structure lacking in its ability to address these needs. The public works garage, as per our recent report, has massive deficiencies. Our police department has critical space shortages. The council chambers is badly in need of renovation to make our telecasts look professional. There are also space arrangement and shortage problems with the general city hall offices. Our park facilities, such as playground equipment and buildings, are in need of major renovation. The need for improvement and expansion of these facilities is reaching a crisis point. To finance improvements to city hall /police station, city garage, community center, fire stations, and improvements to park buildings and facilities will no doubt require a bond referendum of some type. Since our initial consideration of these improvements, there have been changes to the way school districts must address referendum and bond referendum, but there hasn't been a great deal of change in the laws regulating City bond referendum. The City has the choice to place bond issue referendums on the ballot at regular general elections or do it as a special election. g e e I recommend we start P immediately to develop a plan for the financing of these improvements and holding a bond referendum. Your capital improvement program for 1994 will be a comprehensive one allowing for funding of the usual capital projects out of the general fund, capital projects fund, special assessments, enterprise funds, and state aids. It will also address the improvements to buildings which will require consideration by the city council of a bond referendum for these improvements. Attached please find individual sheets summarizing options, available funding sources, and city manager recommendations. Your staff and I fully understand when you add up all these improvements it amounts to a large sum. However, if we are to continue to provide effective services to the community and address decaying infrastructure, progress must be made toward renovation and expansion of these facilities. - Memo to Council Page 3 July 19, 1993 I believe the three overriding issues facing Brooklyn Center at this point in time and in the near future are the revitalization of our infrastructure, which impacts our ability to offer basic services; addressing the issues of enhancing Brooklyn Center's image; and cultural diversity in our community. I believe progress in these three areas is critical to Brooklyn Center's long -term vitality. CENTRAL GARAGE ISSUES: Air quality, ADA, EEO, Building Code and functional space needs OPTIONS: Options (as described in report by EPI): Building Option 1 Air Quality Improvements only ......... $486,350 Building Option 2 Master Plan .................... 1,264,730 Building Option 3 Partial .......................... 971,755 State Improvements .............................. 839,250 Note on 7/12/93, the City Council selected Option 2 and directed staff to develop an implementation plan, including financing plan. AVAILABLE FUND SOURCES: Capital Projects Fund, Water, Sewer, Storm Drainage Utilities Funds CITY MANAGER'S GER S RECO MMENDATIONS: 1. Proceed with Option 2 plus a part of the site improvements, i.e. —fuel system and some site work, at an estimated cost of approximately $1.6 million. 2. Decide to finance this improvement from the available funds without the use of G.O.Bonds (i.e. —no referendum vote needed). 3. Authorize staff to prepare an RFP for architect selection to proceed with design and construction CITY HALL ISSUES: Major space needs, especially in the Police Department OPTIONS: 1. Short term (3 -5 years) remodelling (estimated cost: $1.5 million) 2. Construct Public Safety addition (estimated cost $7 million) 3. "Piecemeal" remodelling (estimated cost = ?) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects Fund CITY MANAGER'S RECOMMENDATIONS: 1. Remodel Council Chambers as soon as possible using Capital Projects (cable franchise) funds 2. Place Option 2 on the ballot COMMUNITY CENTER ISSUES: Need for remodelling to meet ADA requirements, desire for more activity space OPTIONS: 1. Minor remodelling for ADA /space requirements (estimated cost = ?) 2. Construct an activity /senior center (estimated cost = ?) 3. Construct an activity and fitness center (estimated cost = $10 million) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects, General Fund CITY MANAGER'S RECOMMENDATIONS: Place Option 2 on the ballot FIRE STATIONS ISSUES: Space needs OPTIONS: Remodel and add to existing buildings (estimated cost = $1.2 million) AVAILABLE FUND SOURCE: General Obligation Bonds CITY MANAGER'S RECOMMENDATION: Place on ballot . e PARKS ISSUES: Deteriorating playground, shelter, and other facilities and equipment. Opportunities for new expansion facilities. OPTIONS: Park and Recreation Commission recommendations: 1. Replace major playground equipment estimated = cost 6 P J P Yg ( $ 00,000) 2. Remove, remodel, or repair shelter buildings, or replace with picnic shelters where warranted (estimated cost = $1,300,000) 3. Make miscellaneous improvements where necessary (e.g., replace ball field lights, ADA improvements, add trail lights, replace tennis courts, add storage buildings) (estimated cost = $1.2 million) 4. Construct Twin Lake trail system and park improvements (estimated cost = $750,000) (Fund sources include ISTEA, cities of Robbinsdale and Crystal, and Capital Projects Fund, with some need for GO Bond funds) 5. Acquire and develop the Joslyn site (estimated cost = ?) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects Fund, General Fund CITY MANAGER'S RECOMMENDATIONS: 1. Identify and proceed with items which can be funded without a referendum bond issue (i.e. —from operating budget, capital projects fund, etc.) 2. Place remainder on the ballot eAeng \budget\cVweds MEMORANDUM TO: Mayor Todd Paulson Councilmember Barb Kalligher Councilmember Kristen Mann Councilmember Dave Rosene Councilmember Celia Scott FROM: Jerry Splinter, City Manager DATE: July 16, 1993 SUBJECT. JULY 21, 1993, PLANNING SESSION Enclosed is the planning session agenda suggested by Mayor Paulson. I've also enclosed the following: 1. Copies of sample mission statements from other communities. 2. Report on Status of 1993 Brooklyn Center Priorities. 3. Listing of 1994 Operating Budget Issues. 4. Listing of 1994 Capital Improvement Issues. 5. Brooklyn Center Year 2000 Report I will be delivering to the council on Monday evening a memorandum summarizing my view of the major priorities for Brooklyn Center. Enclosures 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. 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. ' * A MISSI STATEMENT CITY OF TEXAS (Ir goal is to assure the health', safety, and well-being f • g our communit and to be a model of effective ectwe and effic service delivery. mom., i S+ W BEI.t W our pr�.y responsibility is to those who blue, Or tact , w ith � otherWlse Come in Our Services which a � are committed to enhance their quality of life b providing exempL�ry respected by all and reBective of our communiys desires. WE BELIEVE it is important to listen to and stay in touch with our citizens, being sensitive and responsive to their needs. WE BELIEVE that the employees of the City are its most will our mission be accomplished We will support one important rest and them concern and we will take pride in our work ' WE BELIEVE that as trustees of public resources, we are obligated to work in the most efficient and effective manner possibly WE BELIEVE that through plann and innovation, ovation, we will rovide a vision for P the future^ MANAGEMENT INFORMATION SERVICE REFERENCE NUMBER 105891 WAKE COORDINATED TRANSPORTATION SERVICES (`C'TS) ADVISORY BOARD MISSION STATUNENT The mission of the Members of the Wake Coordinated Transportation Services (WCTS) Advisory Board is to: I. Represent citizens of Make County in matters relating to the essential transportation needs of people seeking services offered by Wake County Human Services agencies. 2. Review and approve the updated 5-year Transportation Development Plan annually. 3. Educate the public about and promote the utilization of our coordinated transportation system. 4. Meet with County staff at least bi- monthly to discuss the current quality of services, (operating report), areas needing more attention, agency concerns, new ideas, current events in public transportation, grant applications, etc. S. Serve 2 -year terms with appointments effective beginning October 1st. 6 G III. MISSION STATEMENT V Portage Township is a progressive, professional, public- oriented township. Portage Township Is Progressive. To provide for the present needs of its citizens as well as anticipated future needs, Portage Township realizes it must prepare the foundation toda t better t y o serve its citizenry tomorrow. Portage Township is Professional. In all aspects of operation, Portage Township officials and employees follow a strict rofes i p s onal and ethical code. Frorn the hiring of new employees to the delivery of services, Portage Township believes, to service the puoiq morn Pf MV21v ,nrt Portage Township is Public-oriented. The end aim of all government is to serve the public. In line with this belief, Portage Township provides prompt and courteous services to the residents of the Township. Elected officials and employees of the Township are dedicated t welfare of all Township residents. o providing for the 5 _FX�fr�QC '. .te •t '��' d 7 _ �., •��.4. si d .� y a r �' -: 't , a.y �� . n . ...7.' :'�, 5 Y it!`� >•� ��i 8 �.., :+. �•�`� " � n'f`�X' ^.Zt�:: d t ` s % 777�FFF!!!k!`.. � yrt =l wa � �� t : L x ,fig 7 ��_ Y•� •sue :.a +i "T SAN LUIS OBISPO MANAGEMENT TEAM MISSION STATEMENT`- . '. The San Luis Obispo Management Team,-reeognizesy key, elements which have aided in e' ablishing�the; overall direction and philosophY;oP `the team in its mission to achieve excellence - through teaAwork:.;,�Thee key ' elements are as follorra : K N 7 i Communi atio timelY w' c n the _ sharfng of - ± =� inPorAation'to enchance understanding: ?. Teamwork effectively working togethe'r,to, ;.' _ ! accokpiish g oal s h� V i „j ., t + atY t V .... 4 /•J; z't r ,, f i r' }• t z• �" - T S r`l t rc. r •s..' ONO RespecC fofi ° Others treating others slit K � _. t rust { .. fi fa #mess; and CO ; Results the delivering ^ intended program or. 't ..Pr duct efficiently. o • ; r G� le'•!{.•�r r r+.•j' lyLg I f �t..o s+..`„ r e` "�� c L Y S•~ {" Service anticipating e andresponc�ing to public neds" in °a proe�pt. effective •and%`.; `�- ° positive man ner _ < �v z - " � >1;y ,. ; �i r�" �� g ,.x Excellen c ° actions resulting `in superfo'rt: performance end achievement.' -� �' r _ r a)jt •,. l.i (i .r. n' �- , i f R1 ! . t1 S � . �T •fir N+'1...- a i i,`'- T. ' Each Managesent am member _fs dedicated to these le ment a: as the Y 4= foundation of good Te: i ; -y` M " ~ management Vi i. -.t v ,f•' Z' y.t� 7.:`�'�.` t Z , !P'• a Y4i. r + ' ' T � pp�`� '2 � a rq- A•ri' t �{, G'� �' �- `�i�{�! t Tv�•'� K •n - • i1,�� ,.7r _ - _ �t � y +�`!•.t ."{- i�yy', x � >• sa Y" .r ��s 3 'r .�K.:- �$.•. _ ''� }��_ - �."� ` _ Ci ,F3+'� Y i.f�Giy � s �� 'a K - �+ cr �e '�r Y i�" a• ' , . c . ��j� ,,,. J r {. • �r .'}e C � S �� _a{, )♦ r +� ! _ •7r • ,jM'}� ,. J i 4 J. ,. r'2 q il 7th Yy' �� ✓�1 x ~` ^` 4, yr i .. r . �' :. y f z F ,Tq,, _ . r 4 .,f•t..� "`'� .. .c - . ^�Mf t �ili � T.i .�. Y t..'! L N �* R ,f . } 4 t i y t FG • t 'S r ✓ t� , 5 ya . -:T -' 1X,4' L v s. 'a. 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F� '�_.,'. i ; •�`. a t � "• �+• } s �- ? {y,�' �; j •sL i'��'� . � �• r,. � .,/ i.� Y z zye•." i2AR.':'th' �f r _. 1.• �.�} �. -. ��;�«.T ,r � f t � : y •t, ryry� t l @'F' � 1 '1'T Y•!: S� !,•E£f r5 �r � E' /, , , , y � r s c � t, • �{ V :t - ' " iia��' '�4 -� 1. fr^Y°' 1 •��r}S i'fM. G � *� y. ' 4 . - �r y �,.,�,'ti;. �+ /,'.fit ,.,. 5'�L�'� . Mk• _ YT'1 F.. . 5 ,t t '2R �� s b t k' f ,Y "� 'ist � K a rm,{ t Tnird, the management plan will strengthen leadership and and trol. A greater understanding of the City's basic mission operating constraints will ti enable staff to make decisions v ,d provide policy guidance from a broader perspective. e ating the meaning of activitie Comat s strengthens the commitment of employees in providing quality services and programs. Finally, goal setting will be used in the future as the basis for resource allocation decisions. The getting will be transferred to the budget development r goal Beginning with the 1989 budget, budget expendiure equests will be goal- oriented. Resource allocation decisions will be based on the extent to which programs and activities accomplish Planned goals and objectives. THE GOAL AND OBJECTIVE SETTING PROCESS The goals and objectives.in the 1988 Management Plan were developed with two principles in mind. First, departmental goals were developed to reflect goals of the City and basic values of the organization. Second address future needs or issues that may a ffect City operations. Departmental g oals sup Q r i 1 a to i n n a m w e m n sea 1 .i . - - 6L1..,. �.v�.�violLly Q @E l s e City u operating goals, and business philosophy. P rpose for existence, Statement Of The Cit 's Mission are: Service is the City's business. General goals of the City . Y - To provide services to Newark residents in a cost - way with an emphasis on quality, value and responsibility• To embody a "customer service philosophy" by treating citizens in a manner that responsive.; is courteous, helpful and To provide equal access of services. activities to all citizens. Programs, and To uphold the cit h Code of ighest standards f morality thics to maintain the in the integrity of government.y and instill confidence - To maintain adeq uate q growth in our financial base and maintain our current level of services. - To preserve the City's quality of life with a focus on enhancing the physical appearance of the City. 2 ; d`y� j —U ( -14 Uti �U 1cU�`JbC�iSUU 1(:M11 UUb POT To maintain controlled growth and compatible land use l patterns. To maintain and recruit a qualified, professional work- force to uphold our service commitment. - To develop a "team" approach to managing the City, policy development, and problem solving. To provide effective leadership in order to motivate employees, discourage complacency, and improve productivity. To treat employees in a manner that we - would like employees to treat citizens. Organizational values The City supports certain values which should guide the City's direction in carrying out its mission. We believe in: CARING - for the citizens we serve - for the employees with whom we serve COURAGE - to do what is right to act decisively on what is wrong COMMITMENT - to provide superior quality and service - to being the best to be dependable to details of execution COMPETENCY - to learn, know and perform our jobs well COMMUNICATION to open informal channels of interaction at all levels. i The identification of critical issues served as an impetus for the goal setting process. Departmental goals were developed based on issues and problems affecting the City's operating''? environment. External and internal environmental factors were examined to plan the future direction of the City and its 3 JUL 16 1 93 09:36 TO:5693494 FROM:LOGIS T -719 P.01 .P.A016TS STATEflqEn 0W CUCTURIE qlle mission of -CoCiTs is to provide a fu range of cow -risk high- reiiabitity MIS and related support services to � Y.innesota munLcipat oavernmenf, agencies and other appropriate governm.en entities Our t.e mbers: We work. for our members. We are committed to show respect, Cr patience, understanding, and empathy for them at all Mmes. • We listen openly to our members, and use bout their knowledge and ours to assist them tm making appropriate decisions' •We Contribute to our members'ca to productively accom.ptish the business goaLs of city govornment. Oar EMP10 ees: A 3 p Cur st aff is our most va.tua.6te resource, a.nd as suc each staff persons • Strives to 6e a professional in image, behavior, and compe feneg. ., s • f's CommEffed to a.'teamwork envtronment"__vorking toward t common o shaemo responsibUtty squatty for pro, eats, and cornrraaxnicactcn.g effectively for efficient and effective reso t ut t.on of a. task. • rs committed to enha heir knowledge and experience' withift our dynamic envt ronwwt. • Ts COmmiatted to solving pro6Lern.s proactijveiy. • js treated with dtgn*4y and respects i)�Laas a unique contributiom to make to the o r oaniza �s moti-vatiA to achieve their f4it potentta f., and w jUtnb to work hard fowaret ft. • 'Wwits a, voice in detertninin_q what and how to do things. •'Wants io be accot&q -f4 bLe for resu fts and to be recognised and rewun:ted, for their achwvements. Presence: ; f , e-55" Onat sup ports em ptoI,w membership anct partIclpa iom Ln, ro esg p f Loma organ e £satiolu that enco utxag expansion. Of knOwtectge viewpoint, and, expercen.ce as welt as p rovije an opporfurtaty to share these charactertsitcs rovith hels coltecagues. Qther 00v ernmen .L Units: are part of Mtnnesotds Loca'L government structure, � which 1.4 known for extensive intergovernmentat cooperattwm. 9rherefore, eve wtM a Wt tli iqW and openly share our knowledge and ea�p wt.th, ever one Cm the state and to=t gover nw4 tl�L com ai who seek it. • u pport other govern,mentcd u.ntts when. we share com.wm a . a know[ e information dnet assistance istance f `rota. other - gavernsne&. units and respect their ro r $5 K �' �' p�-y i3 ht r City of Eden prairie MISSION STATEMENT We are committed to the growth of Eden Prairie as a city of unique character where people can live, work, shop, and play, and where planning for the future and delivery of public services contributes to a high- quality of life for all and a strong sense of community based on 'Pride fhrou&fi E.Kce1knce." MOTTO: 2 ride Zhrough E,Xcellence GOAL STATEMENTS PARKS AND OPEN SPACES Goal: To have a well planned, abundant system of parks and open spaces which is safe and accessible by trails. !Natural amenities should be preserved. Outdoor uses should be diverse to appeal to the broadest range of people, and there should be on -gotng evaluation of the changing needs for active and passive uses. COMMUNITY DEVELOPMENT Goal: To plan, encourage and support, responsible, timely developmentwhieh integrates a range ofhousing options, commercial /industrial land uses and parks and open spaces. "DOWNTOWN" Goal: To develop a special downtown center that will provide an active, bustling, central gathering point that is pedestrian friendly, accessible to the entire community, and lend a small-town feeling and opporttuiity for tradition. TRANSPORTATION Goal: Develop an integrated transportation system embodying bightiwxys, transit (including buses, Rideshare, LRT), and trail systems, all providing internal circulation and access to and from the City of Eden Prairie. PUBLIC SAFETY Goal: To continue to have Eden Prairie known as a safe place to live, work, and play. PUBLIC SERVICES oal: To ensure that essential and desired services are provided at an acceptable cost which lead toward la high- quality of life for all. t w I CITY OF EDEN ,PRAIRIE Vis7ion "Our vision is that the City of Eden Prairie will become 4 known as a truly user friendly, quality - driven public service organization. " i e i r t 1 i i Organization Mission Our purpose is to deliver cost- effective, quality services to our custorrcers. We will accomplish this by; = i t Knowing our customers wants and needs € Satisfying our customers to the best of our ability with the resources available ; • Valtcirig, respecting and recognizing our employees as our most important resource 1 r , i t z i ; ; t i ; "Pride Through Excellence " t t r S 1 1 prepared by Management Staff'' April 22, 1993 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.). 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 powers joint 7 P 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 $1,723,011. 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 plex 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 budget recommends, with Financial Commission concurrence, the merger and -4- consolidation of the Planning and Inspections department and the EDA /HRA department. This proposal 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 City's zoning ordinance consistent with the State mandated licensing process for these type facilities. 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 joint 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 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 50% 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- ?`': 5. FT ....2.....::f- -; -.. A .................... GOAL /OBJECTIVE i 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. ff ....:4f r•rr::iC:::e;:ii2: 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 it 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 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. ✓ Greater use of intercommunity service provision and cooperation. ✓ The City places a high priority on customer service /satisfaction in provision of all services. it 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 ✓ 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 City Brooklyn of the Ci of n Center to devote resources Y 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. it 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. it 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 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! it Residents and businesses feel informed about what's going on in City government. -7- r CITY OF BROOKLYN CENTER MISSION STATEMENT To assure the quality of life for all our citizens by providing the necessary services in an efficient and cost effective manner. OBJECTIVES ... To meet the present needs of those who live and work in our city and to plan for anticipated future needs. ... To employ a high standard of ethics by all city employees in all matters in order to instill confidence in the integrity Of city government. ... To treat everyone with dignity, respect, courtesy and under - standing. ... To budget city funds in the most effective and efficient manner possible to provide for the needs and welfare of our citizens. ... To maintain communications with our citizens. We will provide information on a timely basis to assist our citizens in their understanding of public programs and projects. We will listen to our residents and be sensitive to their concerns. To provide services in a prompt, effective and positive manner. ... To provide services, housing and activities to all citizens regardless of gender, race, age or financial ability. ... To maintain adequate growth in our financial base in order to provide for the future needs of our city. ... To provide effective leadership in order to motivate both citizens and employees, discourage inefficiency and improve productivity and the quality of life in Brooklyn Center. TO MISSION STATEMENT The goal of the citizens of the City of Brooklyn Center is to have effective and efficient local government service that provides: * public safety * finance and administration * community developer ent. MEMORANDUM TO: Mayor Todd Paulson Councilmember Barb Kalligher Councilmember Kristen Mann Councilmember Dave Rosene Councilmember Celia Scott FROM: Jerry Splinter, City Manager DATE: July 16, 1993 SUBJECT: JULY 21, 1993 PLANNING SESSION Enclosed is the planning session agenda suggested by Mayor Paulson. I've also enclosed the following: 1. Copies of sample mission statements from other communities. 2. Report on Status of 1993 Brooklyn Center Priorities. 3. Listing of 1994 Operating Budget Issues. 4. Listing of 1994 Capital Improvement Issues. 5. Brooklyn Center Year 2000 Report I will be delivering to the council on Monday evening a memorandum summarizing my view of the major priorities for Brooklyn Center. Enclosures 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. 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. ' 4 r MISSION- 1 C17Y OF 1 CARROLLTON, TEXAS 0 6 r goal is to assure the health safety, and well-being of our communi and to be a model of eff ectwe and efficient service delivery. ` r tttlltfltlglr IH�� f M. < W ater j contact our Pay �� of � � responsibility is to those who 1iM work, q , or otherwise Clty. We are committed to enhance then. come a In services which are respected b all and rd6ij a of our P � exempt' cotnmunitlrs desires. WE BELIEVE it is important to listen to and stag, in touch with our citizens, being sensitive and responsive to their needs, WE BELIEVE that the employees of the City are its most important resource, Only through will our mission be accomplished We will support one another with dignity respect and them concern and we will calve pride in our work ' WE BELIEVE that as trustees of public resourc - and effective manner possible we are obligated to work in the most efficient WE BELIEVE that through Planning and innovation, we will provide a vision for the future. - MANAGEMENT INFORMATION SERVICE REFERENCE NUM.SER 1 0589 1 WAKE COORDINATED TRANSPORTATION SERVICES (WCTS) ADVISORY BOARD MISSION STATIUMENT The mission of the Members of the Wake Coordinated Transportation Services (WCTS) Advisory Board is to: 1. Represent citizens of `,Jake County in matters relating to the essential transportation needs of people seeking services offered by Wake County Human Services agencies. 2. Review and approve the updaked 5-year Transportation Development Plan annually. 3. Educate the public about and promote the utilization of our coordinated transportation system. 4. Meet with County staff at least bi monthly to discuss the current quality of services, (operating report), areas needing more attention, agency concerns, new ideas, current events in public transportation, grant applications, etc. 5. Serve 2 -year terms with appointments effective beginning October 1st. 6 III. MISSION STATEMENT Portage Township is a progressive, professional, public- oriented township. Portage Township is Progressive. To provide for the present needs of its citizens as well as anticipated future needs, Portage Township realizes it must prepare the foundation today to serve Its citizenry better tomorrow. Portage Township is Professional. In all aspects of operation, Portage Township officials and employees follow a strict professional and ethical code. From the hiring of new employees to the delivery of services, Portage Township believes, to service the putt iq mgrtt edprtiveiv nffininmtli i Yimh i i i ... L- „_ . - inri Portage Township is Public- oriented. The end aim of all government is to serve the public. In line with this belief, Portage Township provides prompt and courteous services to the residents of the Township. Elected officials and employees of the Township are dedicated to providin for the welfare of all Township residents. g 5 .... .« Q _ . _ a �. - : •i. a t "�i 'S f$ ' y a�,'�ff. y g'r*��'•. . ^ � �i�. � 4 '� •LV "•w.+.� L 7r 41 }.:7 = ;? s• �;a ..,. 'x (i • i.�l )f f" `h ail - �'� l•.r " "Ill1'i 'i.:��•_.y _ .L?t�)l. - � - �. SAN LUIS OBISP I 1 . ANAGEMENT TEAM O M MISSION STATEMENT " x •, ji.. '. 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S 7 {t�+.�n �x�.'.'r• +�-, .�;'�NY - s e '`S 7 �w. � ;,y��xy , J x t��'� " �i!'•`�+ _. � r t �l.rl r•'�3 � 't Jn�t�•�''C��,�t�.�F�� 1__ r Y"I '� ♦ t': �1 •y� xl 7 T1 � " . :r • r4`n Y ~ �. � k _ -, � - .T n '7� �/%Y - v ^i" +' ` �`J • y.a � j, % _ rw � '!7 �'� r•pr��yF' ` ' •4�` ,��q� ,� � f � � w.. x � •." r y�6J" t "'>�x r� f �. 2 Vnv'! !+'h , • g� � •,+��• a, - y � 1 _ / . . ' 7 'Y7c ' � � ".c., j'� `��. ff, d f.<G+ �' s..�vK. � r�,�Y' i s • • .r • - ' "'h` �'. vZ }• - Z` i�.f � %1 — 'ip� a ��4• ' FCS�F�4t� �M l,_ Ii�- Ya�A.r. 1�i - YQ x �.,�� i �� i i . xi- }�w C ` i7C- 'S X 1 •rr' l• .r ` . . Gx • '^ ``fY 1 i. i ��Lt '1+ " .+ r Txa�;f �1'(,¢"vRJ .a' •a, �q' . � x+•r - .xls ` .4• ,F (M , �, 't4 �. �'vti S' �.' 'ri: t✓ ij' 3g1 � �F > *�• h . ' `,�' :�. t h `� � • , "'i' •� r r ? ,f �` ti.. j."Yi.. 't� �� •Ei :r r `a• , ,rid a� °�..�:E '�• � � ��'�k�5'�� d� '� f v'S,- ! �'- 1-'. ,r +Af?'•�i+•{.1 S f. ,•ir}l u i e �S "i ♦ yfi� ••i'� r \ _.h, r°l '�t'r�`x -' , <_. 1 7t t � = 7 t rw�..� �, sxa. 77• } � zlt rl �.ba � ?7+��'.� � �t�. 7 ": - rf �i �+ �.:,_. f s$.W- y,F��y'A � •�x'��, t �� . !. µ,C � {. ` `' � + •iY � � f T� - . � t'�.+. ,,,• : h i. >: � `� .xr � � =., 3•�# a i �, y � - v'r 1 - .� , ,rs - r . � f III. •` ird the he management plan will strengthen ,nd trol• A greater understanding of the s l basic s mission operating constraints will enable staff to make decisions d provide Policy meaning of activities guidance from a broader perspective. Communi ca ting the strengthens the commitment o f employees in providing quality services and programs. Finally, goal setting will be used in the future as t he basis for resource allocation decisions. al setting will be transferred to the budget he concept of goal Beginning with the 1989 budget, budg expenditure a process. goal- r Resource allocation'- decisions will be based on the extent to which programs and activities accomplish planned goals.and objectives. THE GOAL AND OBJECTIVE SETTING PROCESS The goals and objectives.in the 198s Management Plan were developed with two principles in mind. goals were developed to reflect First, departmental values of the organization. goals of the City and basic address future needs or issues Second, goals were developed to that may affect City operations. 1 s { P urpose Departmental C ab als su t'i fiv o n, •ate 7.� _ _ L1... �.v.�ivir.Lill3 GIeS sRale brit . 0"11 operating goals, and business philosophy. rpose for existence, Statement Of The city's Mission are: Service is the City's business. General goals of the city To provide services to Newark residents in a cost - effective way with an emphasis on quality, value and responsibility. •* To embody a "customer service philosop citizens in a manner that is courteos helpfultand responsive.-, To provide equal access of services. activities to all citizens. programs. and To uphold the City Code Of highest standards of Yaoralit , Ethics to maintain the in the integrity of government, and instill confidence • - To maintain adeq uate 4 growth in our financial base and maintain our current level of services. To preserve the City's quality of life with a on enhancing the physical appearance of the City. f °cus • 2 1�� — - 14 vts�.iu 1cu��b��SUU 1l;MH UU6 PUT - To maintain controlled growth and compatible land use / patterns. To maintain and recruit a qualified, professional work - force to uphold our service commitment. To develop a "team" approach to managing the City, policy development, and problem solving. To provide effective leadership in order to motivate employees, discourage complacency, and improve productivity. To treat employees in a manner that we - would like employees to treat citizens. Organizational values The City supports certain values which should guide the City's direction in carrying out its mission. We believe in: CARING - for the citizens we serve - for the employees with whom we serve COURAGE - to do what is right. - to act decisively on what is wrong C0XMITMENT - to provide superior quality and service - to being the best - to be dependable to details of execution COMPETENCY - to learn, know and perform our jobs well COMMUNICATION - • - to open informal channels of interaction at all levels. The identification of critical issues served as an impetus for the goal setting process. Departmental goals were developed based on issues and problems affecting the City's operating environment. External and internal environmental factors wer examined to plan the future direction of the City and its 3 JUL 16 1 93 09:36 TO:5693494 FROM:LOGIS T -719 P.01 .d ry 6Tom" i.7TATEM nT OF CU.CTU qhe- mission of LoCiTS is to provide a fal( range of Cow -risk„ high- retiabititty fats and re(ated support services to Yninnesota muniaipaL agencies and other appropriate governm.ent enttfies f Dar ltte .h er s: • We work for our mern6ers. 'We are (V) comm to show respect, T Cr paf fence, understaridi"O, and empathy for them at alt Mmes. •'We listen openGy to our members aced use both their ktiow[ec[ge rs to and oa to cl sist them. In making appropriate dectsions. •`We cor :tribute to our members/capacit to productLvety accomptish the busi "s goa.Ls 0 - rcity government. O ar mpl�yees: Q o Our staff is our mast vatua6Le resource, and as such, ead 0 h staff persons � • 5irtves to 6e a professlona[ in image, behavior, and competency. s �► commitfed to a o tearnwork environmenti"_- . . work�n toward � common goals, $harmg responsibility equatty for p %}ects and mmsxnicating Wectivety for efficient and effective reso lutton of a taslZ • T S committed to enf 4nd�g their k now tedge and experience m within Our d m#c enulrotnrwnt. • Ts commufa to sotv4v probtems proa.ctivet y. • rs t#=tOd WIffi, d tgnitq and reopwt + Las a, unique contribution, to m.a}ce to the o r ganza. � ry s mOfi-va�d to achieve their fuit. potent;14 and Witt 9 to work hard toward tt. • 'Wants a voLce In detertni-n' `Wants what and how fo do things. • nts fo 6e accour�.tabte for results area to be recogn.Lied. erred rewa.rdext. for their 4Ch.Levementc r esio P resence: {? 155 u o orts emptoy membership arid. participation. p Lre. ro es ru:I orga4tzations that encout i expanston of knowledge, view o'cnt, and eVeetenre as weft. as p rovide an opport to Aare these characferisttcs with their cvt[cagucs, Other C�. t0MM entat Units.. nits.. are part of llitnne,,5oWs toc government sbucture, which is kn&,w;n for ext ensive Lntergovernn entat cooperation. 7h4refore, eve 1vtU, •'Wit[` �n9ty curd openly share our knowtedge and e�zpperier� with. ever one- tit. the sfa. and locat governmerutc�. commune y who seek it. • SU ort other- goveMMCntaL antis when we share common go . • plcknowt e; inform.atrort anct assistance fr o ther govern*Zt unLts and resp their r0 I' p y r tghts - 5 MEMORANDUM TO: Mayor Todd Paulson Councilmember Dave Rosene Councilmember Celia Scott Councilmember Barb Kalligher Councilmember Kristen Mann FROM: Gerald G. Splinter, City Manager ) DATE: July 19, 1993 SUBJECT: 1994 PRIORITIES FOR BROOKLYN CENTER I believe there are three major areas which the City Council must focus on as priorities in 1994. The first is continued commitment to addressing Brooklyn Center's "image concerns." We made a first step in the 1993 budget by authorizing a part -time communications coordinator, and my request in the 1994 budget will be directed at giving this individual and the Communications Task Force additional funds to do their work. The second is the area of cultural diversity. Brooklyn Center is becoming increasingly culturally diverse, and I believe a plan and /or process must be developed to assist the community in adapting to this change. I have talked to Julie Eoloff of the Human Rights and Resources Commission and staff liaison Geralyn Barone. The commission has suggested we proceed to implement some processes for assisting the community and adapting to this change. However, I believe their initial discussions and recommendations are not aggressive enough. I believe a more aggressive program with funding in the area of $10,000 to $15,000 should be developed to assist the city council, commissions, employees, and members of the community with seminars, training programs, and other processes which should, if consistently applied over time, assist the community in adjusting to diversity. The third area or issue of concern is the need for the city council to address the building infrastructure needs of Brooklyn Center. Since the construction of the Civic Center, Fire Stations, City Garage, and park facilities, a great deal of Memo to Council Page 2 July 19, 1993 change has occurred in the volume, methods, and types of equipment used to conduct Brooklyn Center's business. Fire stations are outmoded because of increasing size and other changes in necessary vehicles and equipment. The community center has significant accessibility and ADA problems and the issues of additional physical fitness activities and senior activities leave the structure lacking in its ability to address these needs. The public works garage, as per our recent report, has massive deficiencies. Our police department has critical space shortages. The council chambers is badly in need of renovation to make our telecasts look professional. There are also space arrangement and shortage problems with the general city hall offices. Our park facilities, such as playground equipment and buildings, are in need of major renovation. The need for improvement and expansion of these facilities is reaching a crisis point. To finance improvements to city hall /police station, city garage, community center, fire stations, and improvements to park buildings and facilities will no doubt require a bond referendum of some type. Since our initial consideration of these improvements, there have been changes to the way school districts must address referendum and bond referendum, but there hasn't been a great deal of change in the laws regulating City bond referendum. The City has the choice to place bond issue referendums on the ballot at regular general elections or do it as a special election. I recommend we start immediately to develop a plan for the financing of these improvements and holding a bond referendum. Your capital improvement program for 1994 will be a comprehensive one allowing for funding of the usual capital projects out of the general fund, capital projects fund, special assessments, enterprise funds, and state aids. It will also address the improvements to buildings which will require consideration by the city council of a bond referendum for these improvements. Attached please find individual sheets summarizing options, available funding sources, and city manager recommendations. Your staff and I fully understand when you add up all these improvements it amounts to a large sum. However, if we are to continue to provide effective services to the community and address decaying infrastructure, progress must be made toward renovation and expansion of these facilities. Memo to Council Page 3 July 19, 1993 I believe the three overriding issues facing Brooklyn Center at this point in time and in the near future are the revitalization of our infrastructure, which impacts our ability to offer basic services; addressing the issues of enhancing Brooklyn Center's image; and cultural diversity in our community. I believe progress in these three areas is critical to Brooklyn Center's long -term vitality. CENTRAL GARAGE ISSUES: Air quality, ADA, EEO, Building Code and functional space needs OPTIONS: Options (as described in report by EPI): Building Option 1 Air Quality Improvements only ......... $486,350 Building Option 2 Master Plan .................... 1,264,730 Building Option 3 Partial .......................... 971,755 State Improvements .............................. 839,250 Note on 7/12/93, the City Council selected Option 2 and directed staff to develop an implementation plan, including financing plan. AVAILABLE FUND SOURCES: Capital Projects Fund, Water, Sewer, Storm Drainage Utilities Funds CITY MANAGER'S RECOMMENDATIONS: 1. Proceed with Option 2 plus a part of the site improvements, i.e. —fuel system and some site work, at an estimated cost of approximately $1.6 million. 2. Decide to finance this improvement from the available funds without the use of G.O.Bonds (i.e. —no referendum vote needed). 3. Authorize staff to prepare an RFP for architect selection to proceed with design and construction CITY HALL ISSUES: Major space needs, especially in the Police Department OPTIONS: 1. Short term (3 -5 years) remodelling (estimated cost: $1.5 million) 2. Construct Public Safety addition (estimated cost $7 million) 3. "Piecemeal" remodelling (estimated cost = ?) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects Fund CITY MANAGER'S RECOMMENDATIONS: 1. Remodel Council Chambers as soon as possible using Capital Projects (cable franchise) funds 2. Place Option 2 on the ballot COMMUNITY CENTER ISSUES: Need for remodelling to meet ADA requirements, desire for more activity space OPTIONS: 1. Minor remodelling for ADA/space requirements (estimated cost = ?) 2. Construct an activity /senior center (estimated cost = ?) 3. Construct an activity and fitness center (estimated cost = $10 million) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects, General Fund CITY MANAGER'S RECOMMENDATIONS: Place Option 2 on the ballot FIRE STATIONS ISSUES: Space needs OPTIONS: Remodel and add to existing buildings (estimated cost = $1.2 million) AVAILABLE FUND SOURCE: General Obligation Bonds CITY MANAGER'S RECOMMENDATION: Place on ballot PARKS ISSUES: Deteriorating playground, shelter, and other facilities and equipment. Opportunities for new expansion facilities. OPTIONS: Park and Recreation Commission recommendations: 1. Replace major playground equipment (estimated cost = $600,000) 2. Remove, remodel, or repair shelter buildings, or replace with picnic shelters where warranted (estimated cost = $1,300,000) 3. Make miscellaneous improvements where necessary (e.g., replace ball field lights, ADA improvements, add trail lights, replace tennis courts, add storage buildings) (estimated cost = $1.2 million) 4. Construct Twin Lake trail system and park improvements (estimated cost = $750,000) (Fund sources include ISTEA, cities of Robbinsdale and Crystal, and Capital Projects Fund, with some need for GO Bond funds) 5. Acquire and develop the Joslyn site (estimated cost = ?) AVAILABLE FUND SOURCES: General Obligation Bonds, Capital Projects Fund, General Fund CITY MANAGER'S RECOMMENDATIONS: 1. Identify and proceed with items which can be funded without a referendum bond issue (i.e. —from operating budget, capital projects fund, etc.) 2. Place remainder on the ballot eAeng\budgetkapueeds BARBARA JORDAN Austin, Texas My Dear Friend, In my keynote address to the Democratic Convention last year, I posed Rodney King's haunting question, "Can we all get along ?" As I see the rising tide of hate crimes sweeping our nation, I am deeply troubled. The brutal beating of Rodney King in Los Angeles, the stabbing death of a rabbinical student in Crown Heights, New York, the gay bashing murder of a sailor in the United States Navy by a shipmate . . . plus thousands of other similar acts of senseless violence are causing deep divisions among us. We must unite our people, not divide them. We are one, we Americans, and we must reject any intruder who seeks to divide us by race, gender, or class. We must honor cultural diversity. We must reject both white and black racism. We must teach our children tolerance. And, yes, love. I invite your help in launching an exciting new project that is providing tolerance education material free to all schools. Newsweek called the new TEACHING TOLERANCE PROJECT a "winner" [among] "programs providing moral education 1990's style." I also believe it is a winner, a bold move into America's classrooms to curb racial tensions and mounting hate crimes. And, I am not surprised to find that TEACHING TOLERANCE is the brainchild of Alabama lawyer Morris Dees and his Southern Poverty Law Center. Last year, he received the "Barbara Jordan Award," named in my honor, from the Hollywood Women's Political Caucus for his courage and commitment to civil rights. You may know Morris and the Center from the $7 million verdict they won in 1987 against the United Klans of America for the lynching of a black teenager in Mobile, Alabama. The suit bankrupted this powerful Klan group whose members carried on a reign terror against innocent people, including the 1963 bombing of the Sixteenth Street Baptist Church that killed four black children. You may have heard of him more recently when he (over, please) 2 - convinced a Portland, Oregon jury to hold Tom Metzger and his White Aryan Resistance liable for the beating death of a black student at the hands of three young Skinheads. The Klan retaliated against the Center for its victories by burning its building and attempting to kill Morris. These cowardly attacks only strengthened the resolve of the Center's dedicated staff to do all in their power to eradicate intolerance. The Center's hard - hitting lawsuits were badly crippling organized hate groups, but were having little affect on the great majority of hate crimes committed by ordinary citizens. Most hate crimes, they discovered, were committed by young people. Educators told them there was a dire need for tolerance education materials designed to reach students at an early age. To meet this need, the Center began the TEACHING TOLERANCE PROJECT at the end of 1991. Its purpose is to create the highest quality tolerance education materials and to distribute them free to elementary and secondary school teachers and principals. They believe it is crucial that these educational materials go to teachers Al na cost With school budgets being cut across the country, many teachers have severe problems getting quality educational materials into their classrooms. The project's first creation is an educational journal called Teaching Tolerance that is mailed free to teachers twice a year. So far, over 250,000 teachers have received this important new magazine. In Teaching Tolerance, educators have found for the first time in one place an exciting resource for practical, teacher- tested ideas to promote understanding and tolerance -- and a comprehensive "how to get" guide to other quality tolerance educational materials. In addition to the Teaching Tolerance journal, the project is also producing a series of outstanding video -and- text teaching kits. Pulitzer Prize - winning author Taylor Branch said, "If you're trying to teach people to be citizens, teach them about the Civil Rights Movement." That's why their first video - and -text teaching kit is "America's Civil Rights Movement." It contains a classroom- - 3 - length video by Academy -Award winning filmmaker Charles Guggenheim, a copy of the award- winning Free At Last text, and a teacher's guide for using these materials. So far, over 3 6,000 schools have ordered free copies of this teaching kit. Five other video - and -text teaching kits are now in the planning stages. They will cover everything from the history of hatred in America, to ways in which young people can work to build understanding and respect in a community that has been torn by hate violence and racial tensions. The Center has already received thousands of favorable comments about TEACHING TOLERANCE from educators in all parts of the country. Here are just three: "We appreciate the TEACHING TOLERANCE education package. The reactions of our faculty and students have been universally extremely positive. We look forward to the development of other excellent materials from TEACHING TOLERANCE. Thank you for sharing with us these excellent materials." -- Steven Schwecke, Principal Lutheran High School West Detroit, Michigan "We could never have purchased the 'America's Civil Rights Movement' education package because, interested as we are in Civil Rights, our budget is alarmingly small. We are therefore extremely grateful that TEACHING TOLERANCE provided this material to us free of charge." -- Sister Cisera Pierotti, I.M.A. St. John Bosco School San Antonio, Texas "What a wonderful thing TEACHING TOLERANCE is doing for students and teachers by providing the TEACHING TOLERANCE education package as a classroom resource." -- Theresa Michelson, Librarian Urbana High School Urbana, Illinois I add my personal endorsement as an educator and as one long involved in teaching harmony and tolerance. This new project gives you and me a rare opportunity to tackle intolerance head on. The TEACHING TOLERANCE PROJECT has already had an impact on school children across the United States. But the (over, please) - 4 - materials are costly to produce and distribute. And, it is important that teachers and schools receive them free of charge. Also, the Center must continue its crucial legal work against violent white supremacists at the same time the TEACHING TOLERANCE PROJECT is working to guide students toward tolerance and understanding. Since the Center's founding in 1971, its efforts have been supported by donations from concerned individuals like you. In the next five years, producing and distributing TEACHING TOLERANCE educational materials will cost over $7 million. There is no way to predict the cost of the Center's legal work. Many of its cases have lasted for years and cost hundreds of thousands of dollars. They never accept a fee from the people they help. They depend on contributions from people like you. Your tax - deductible gift will help touch the lives of countless young students, and will also make it possible for the Center's legal strike force to act when white supremacists violate the rights of others. Many problems face our country. The American dream is slipping away from too many. As we work to solve these problems, our strength will come from our diversity. I urge you to help Morris Dees an new TEACHIN TOLERANCE PROJECT. Since ely, BJ:mo Barbara rdan P.S. With your gift of $20, $25, $50 or mere, you'll receive a copy of the 64 -page full -color Teaching Tolerance magazine. I urge you to get one and pass it on to a school in your area. - UL -1 1 1 93 1' -: 46 TO : 9 -56 '3494 FROM :CITY OF EDEN PRAIRIE T -736 P.01 CITY OF EDEN PRAIRIE city Offices 7600 Executive Drive Eden Prolde, MN 5534 -3677 Phone: (612) 937 -2262 Fax: (612) 937 -7411 TDB: (612) 937 -8703 FAX 'T'RANSMISSION T � � oa r I Q, s FROM v O L_, CtRGANIZATI�N {� GRGA.NIZATION DEPT - H, ( , DATE 2,1 J I FAX NUNIBER (p NUMBER OF PACES (INCLUUIN.7'MIS 'COVER SII! i < �'L"} f,t/ > � C/1�i f �'Ii 1-7 �.t.t' �' � � -) r .• � 1 ✓�-�'°'� � J r City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center Minnesota 55446 (612)569 -3300 Contact: Terri Swanson at 569 -3440 Brooklyn Center City Council hosts planning session On Wednesday, July 21, the Brooklyn Center City Council will host a strategic planning session to discuss long -range goals for the City. The meeting will include all councilmembers as well as select city staff members. Held at the Inn on the Farm at the Earle Brown Heritage Center, the meeting begins at 6 p.m. and is open to the public. For more information, call the City of Brooklyn Center, 569 -3300. -30- M I A service of ICMA July 13, 1993 MIS Log # 6736 Geralyn Barone Administrative Officer Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Dear Ms Barone: Thank you for contacting the MIS Inquiry Service with your recent research question. The abstracts I have enclosed give you brief descriptions of the loan materials that we have available on mission statements. I hope that the enclosed materials are useful and informative: If you would like to borrow any of these materials, they are available to you for a loan period of one month. When requesting loan materials please note your log number and the reference numbers of the items you wish to borrow. You can submit your loan request by phone, FAX, or letter. Local Exchange subscribers can message us electronically at ICMA.MIS. We ask that you limit your request to 12 items. If you have questions concerning your inquiry, please contact me directly at 202/962 -3579. Sincerely, Brinille Ellis Research Assistant @1CMA 777 North Capitol St., NE, • Suite 500 Washington, DC 20002 -4201 (202)962 -3659 • Fax (202)962 -3500 MEMORANDUM TO: Geralyn Barone Sharon Knutson Brad Hoffman Charlie Hansen Sy Knapp Mark Parish Trevor Hampton Arnie Mavis Jerry Olson Ron Boman Charlie LeFevere FROM: Gerald G. Splinter, City Manager DATE: July 7, 1993 SUBJECT: City Council Planning Staff Meeting At our last meeting to discuss approaches to the upcoming City Council Planning Session, the Public Works Department offered to develop a document or form which is ' to be used to help simplify the City Council evaluation of budget issues. Attached is a draft copy of that form. Please consider the full form as "fair game" for modification. Pay special attention to the items included in the first column (service area). Please consider this column as the forerunner of the division of your department activities for purposes of program budgeting. Please bring your suggested modifications to the next department head meeting at which we will discuss planning session on July 12 1993, at 2 ' p.m. PLANNING TOOLS Public Works p City of Brooklyn Center OPERATING BUDGET CAPITAL IMPROVEMENTS Participants Partici 0 CD d O C LL N O C V Of 0 C V O •C 1n, G N O O C Y h O C 0 O v� O O C — N :3 v v v d a O— t cn s v rn O o: �- c W Q a) o v y v m N _ — v c — Q — of O W d v O p d C v_ ? O— N of t V O v V v c Service Area a CD o d Poli /Pia a c nnin Too M v I z � v n o U c3 o L Issues z a V) u 0 N o LL Issues Comments Snow & Ice Control Plowing Policy GF Overtime varies based on X weather Street Maintenance Pavement Management X X GF Cost effectiveness of X X X X SPA Neighborhood Street Impr Program (PMP) MS X continued high level of maint BN Program: when, where, etc. OT X Funding for Assmnt Stabilizatn Storm Drainage Services Local Storm Water Plan X X X PC X X GF X Will need to increase level of X X X PC X X SD X Implementation of local plan PR SD maintenance PR BN may require substantial FC FC capital outlay Traffic Control Uniform Manual; MNDOT X X GF X X X X MS Are few signal systems yet t Reviewed by Admin Traffic CAP be built Committee OT Street Lights Street Light Policy X GF Budget impact of additional X X X X MS Percieved need for more resi Resid lighting could be addresse street lighting requests CAP and commercial area lights through Neighborhood Street OT Im r Pro ram Grounds Maintenance None PR X GF Need for additional park FEE maintenance capacity Parks Facilities Maintenance None X PR X GF Need to keep up with maint X X PR X X BN C Major improvements needed needs FIN CAP re: playgrounds, shelters, GF new facilities PLANNING TOOLS D 'A Public Works City of Brooklyn Center OPERATING BUDGET CAPITAL IMPROVEMENTS Participants Participants c o of O C i; d C U O Y C O O C LL N O V t C O u y vl O O y C — d j _~ vi v "' a� rn v L d H v 5 c < v, _ O � — u v v .o v, v c z E v Service Area Poli /Plannin Tool z H o g° Issues a o CD z ?N u c��o Issues Public Buildin s Custodial N n Comments 9 oe X GF Public Buildings Maintenance None Aging buildings require X FIN X X BNE Need for substantial addl maintenance CAP remodelling and updating at Sidewalks & Trails all facilities Comprehensive Plan Forestry State Statute (re: diseased trees) Ice /Hockey Rinks None Maint for Recreation Programs None Weed Control State Statute PLANNING TOOLS Public Works City of Brooklyn Center OPERATING BUDGET CAPITAL IMPROVEMENTS Participants Participa � g •0 O1 y C O C V p N C d 0 r - O Y C — � N p C -0 V E 0 `y C O Q N ` O Q O U N Cf O W p N 9 N C LL, Q N N r v o v o c .o s o E o v c U H o Service Area Poli /Plannin Tool z a 'n o ' ' g Issues z ° N o' ' g Issues Comments Central Garage Services In development Engineering Services Varies Improvement Projects MSA, PMP, Hansen Enterprise Funds Services None General Services None V� Man ager s 5 City of Brooklyn Center Ci D �t� OPERATING BUDGET CAPITAL IMPROVEMENTS Participants Participants CD o C i C V O C LL N O C V 1. C V O N C d O O C H O C p — p a Y C d O 1 O p f y C W Q d -E N N C j c �'� s 2 O_ C O= i— O w d 1� ( s " O E u °-0 c 'v s v o o c v Service Aiea Poli /Plannin Tool °' a ° a ' ° zu -° ° E ° = o z �, v i3 H o �. Issues z 8 o :E Issues Comments q Administration Elections Legal Communications Human Services City Licensing m 0 l PLANNING TOOLS ., Finance City of Brooklyn Center p ) � OPERATING BUDGET CAPITAL IMPROVEMENTS ( Participants Participants p ` o -E ° Y L d O h C O Q N t C O .0 d & O ° F- W N � C N N Q N 0 3: V U 'O m 'O L U C ° O 'fl C E Z u� E O n a�i c °v rn i U ay�i vi v c Service Area Policy/Planning lPlannin Tool Z °- o Issues z u °- o LL g Issues Comments Accounting & Internal Auditing nA I ff Payroll Management Information Risk Management Budget Development & Control Utility Billing Liquor Store Operations R� f o n z w w < cD w. D � m c p 41 C m N p 7 0 0 Neighborhood Info Mt Public Hearing Special Task Force Commissions o City Council ^ Special Election ° Outside Agency H O Funding Source Mandate Z O a' M 0 7 z v Q' Z C 0 ^ z ID =1 O 3 V I Neighborhood Info Mt Public Hearing Special Task Force Commissions o City Council ^ Special Election ° Outside Agency w+ 32 Funding Source Mandate 70 O M Z c O 0 C� 3 3 m H v C g � c 3 �. c (i fl � 3 � Q 7 1 Q O T � T S 0 7 2. O O Neighborhood Info Mt Public Hearing Special Task Force Commissions o City Council ^ Special Election Outside Agency H O Funding Source M Mandate Z O co ^' o Z M w Z N O Z C O N � lD O 60 N P eighborhood Info Mt ublic Hearing Special Task Force Commissions c Clty Council ^ Special Election � Outside Agency v� v Funding Source Mandate O M m Z CD -Uj N N N � N O 3 H m „ m -n � 1 T � 'A C . <H r C ��, 111!!! RO f�D 0 CD m " 7 C N n• �¢ j (D N Q _0 CD O y 7 N O f1 D 7 O O Neighborhood Info Mtg Public Hearing Special Task Force Commissions o City Council Q Special Election Outside Agency n 0 M Funding Source F Mandate Z W C n v 0 - 0 Z _Z 0- Z G) ° O m 0 1 r— Neighborhood Info Mtg V) Public Hearing Special Task Force Commissions o City Council ^ Special Election o Outside Agency U Funding Source Mandate v O M Z Uf N N C N Lq� i o 3 m PLANNING TOOLS ' City of Brooklyn Center r Community Development OPERATING BUDGET CAPITAL IMPROVEMENTS Participants Participants S u pp C N O C I'm O O 8- 2 Q1 9 0 C N O C i ~ C C I.N Q -v t O O V d Q L v E '0 C C 0_ F- C W m p1 Cf = m E V v V C t N 0 E 0 0 C 0 �& Area Poli / Plannin Tool z .0 °- u v ° o' ,? Issues m a U es z H o Issues Comments elopment Housing Redevelewnent { City Zoning Code Administrative Land U Ordinancds yJ Planning w Maintenance Code Heritage Center Operations PLANNING TOOLS Recreation City of Brooklyn Center OPERATING BUDGET CAPITAL IMPROVEMENTS ILJ Participants Participants 5 U c v O C N O C u O C LL O C u 0 0 O H C w a N d L N° of O O Q N s c E u o-0 c s �, o E o o ° Service Area Policy/Planning Tool °' a ° a ' ° .n a o z' 4 z H u N o LL Issues z R �, ° o :E Issues Comments Adult Recreation Senior Recreation Teen Recreation Youth Programs Community Center Golf Course U l I 1 � y O N _O a N � 1D y a cn ai 'b $ N 3 w cD N $ w [^D � v U) w — D tD O Q' O O Neighborhood Info Mtg Public Hearing Special Task Force Commissions c City Council ^ Special Election Outside Agency H 0 M Funding Source y zd Mandate z o' - 0 C C7 v G) Z W Z_ N 1 C 0 ^ Z fD O (D O r— Neighborhood Info Mtg Public Hearing Special Task Force Commissions a City Council ^ Special Election Outside Agency y - V Funding Source D Mandate �o N N C N M 4 N Brooklyn Center Police Department Program 1993 Budget 1994 Requested Patrol $1,429,318 Community Oriented Policing $173 Crime Prevention $56,727 DARE $39,060 Criminal Investigation $268,667 Joint Drug Investigation $55,800 Dispatch $220,304 Code Enforcement $60,514 TAP $10,856 Training * $18,500 $29,016 Domestic Intervention * $21,295 $34,725 * Cost of the Operation of the Program ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Patrol Program Number: 1303 I. Description of Program Police Patrol is the primary uniform police service of Brooklyn Center. Patrol is the initial unit to respond 24 hours a day to citizen calls for' service, both emergency and non - emergency. This unit is responsible for enforcement, preventative patrol, traffic control and investigation and many other services to residents and visitors with the city limits. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To provide trained professional uniformed officers to quickly respond to citizen calls for service. Importance /Significance Why is this objective important? The safety of persons and property require this service 24 hours a day, 365 days a year. Implementation What are the plans for carrying out this objective? Maintain a staff of trained officers and sergeants supervised, equipped and properly scheduled by a Captain of Police. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To maintain the current level of service based on current resources. Expansion Budget To add two additional officers (plus a third officer if dispatch is consolidated during the budget year) to handle increasing calls for service and to reduce average response time. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion g P Workload Indicators 1992 1993 1994 Budget # of Calls for Service 19,569 20,000 20,000 20,000 Average Response Time 4 min. 4 min. 4 min. 3 min. Accidents Investigated 499 880 900 900 DWI Arrests 154 170 175 185 Citations Issued 2,523 1,600 1,600 1,650 Parking Tickets Issued 825 700 700 750 Warning Tickets Issued 243 160 160 175 Average Time Spent on a Call for Service 24 min. 24 min. 20 min. 17 min. ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Community Oriented Policing Program Number: 1306 (C. 0. P.) I. Description of Program Community ented Policing is designed to assist citizens in solving h' g g g problems in their neighborhoods with citizens and officers working together to address social and.crime concerns in their neighborhoods. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To respond to neighborhood problems in a timely fashion and to continue the effort over time until the P roblem is reduced or eliminated. Importance Significance Why is this objective important? Neighborhoods change over time; when safety conditions (needs) are not attended to, crime rises. Implementation What are the plans for carrying out this objective? This program provides two full -time officers to identify and respond to neighborhood problems and to resolve them. This unit is also responsible for the operations of the Humbolt Square Sub - station and is supervised by the Community Services Sergeant. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To maintain the level of services provided through existing resources. Expansion Budget None. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of C.O.P.s Complaint Areas Worked 400 430 430 # of Hours on Foot Patrol 430 450 500 # of Hours Patrol Officers were Assigned to CO. P. s Details 1,700 1,700 1,700 # of Volunteers for Humbolt Square Sub - Station 15 15 18 Sub - Station Phone Calls Handled 200 200 # of Hours Spent by C.O.P.s Officers at Sub - Station 120 120 # of Arrests by C.O.P.s Officers 180 180 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Crime Prevention Program Number: 1305 I. Description of Program The Crime Prevention program is designed to provide educational and safety services to residents and merchants to minimize their chances of becoming victims of crime. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To promote personal and structural safety in Brooklyn Center to reduce victimization of residents, visitors and merchants. Importance /Significance Why is this objective important? Property crime is the number one crime problem in Brooklyn Center. The Crime Prevention effort is the primary pro- active approach to reducing crime and involves our citizens in the crime reduction effort. Implementation What are the plans for carrying out this objective? By providing a wide array of educational and informational services to keep citizens informed and involved in the prevention /reduction effort. Supervised by the Community Services Sergeant. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To expand Crime Prevention services to the community through the utilization of existing resources. Expansion Budget None. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget Speaking Engagements 78 80 85 Total Neighborhood Watch Groups Maintained 71 85 100 New Watch Groups Formed 15 15 15 Theft /Shoplifting Seminars S 10 20 Copies of Neighborhood Watch Newsletters Distributed 6,000 6,000 6,000 Copies of Community Newsletters Distributed 3,000 3,000 3,000 Phone Inquiries Processed 720 740 740 Security Surveys Completed 10 15 20 Tours of Police Department 6 6 6 # of People Touring 150 150 150 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Drug Abuse Resistance Program Number: 1304 Education (D.A.R.E.) I. Description of Program Drug Abuse Resistance Education is designed to prevent drug abuse in children and youth. Teaching children the skills to say "no" to alcohol and drugs is the focus of the program. It works to raise the children's self esteem, teaching them to make their own decisions and see alternatives to drug use in all city elementary schools. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that rmit quantitative P measurement of their attainment. Objective 1 To provide D.A.R.E. training to all elementary school students in Brooklyn Center prior to completing their elementary education. The instruction is to be given by specially trained uniformed police offi cers. Importancef Significance Why is this objective important? To reduce the effects of peer pressure on youth to use illegal drugs or to abuse legally obtainable drugs upon reaching adulthood. This program is supervised by the Community Services Sergeant. Implementation What are the plans for carrying out this objective? Implement training in all seven (7) city elementary schools. Additional Resources If additional resources are needed for carrying rY g out this objective, please list them below by account code: Budget Goal 1994 To maintain this program (implemented in January 1990) at its current level of service. Expansion Budget None. 111. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of Classes Taught 20 21 20 # of Students Taught 569 575 600 # of Hours of Instruction 1,088 1,090 1,100 # of Hours of Instructor Preparation 160 160 160 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Criminal Investigations Program Number: 1307 I. Description of Program Criminal Investigations provides follow -up investigative services for all reported uncleared felony cases, as well as all reports of child abuse. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To determine if a crime has been committed as reported, and, if so, to identify the perpetrator and seek successful prosecution through State Courts. Importance/Significance canoe Why is this objective important? It is through the investigative effort that property is recovered, successful prosecution occurs, restitution is possible and perpetrators are punished and separated from the community, enhancing the safety of our citizens. Implementation What are the plans for carrying out this objective? To provide a team of experienced effective investigators for major crimes. Supervised by the Captain of Investigations. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To maintain the current case clearance rate with existing personnel through better case assignment and management of Criminal Investigations. Expansion Budget To add an investigator trainee position during the budget year if dispatch services are consolidated with the County. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of Investigators Assigned 6 5 5 6 # of Cases Assigned for Investigation 457 465 465 465 Case Clearance Rate 466% 44% 44% 48% ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Drug Investigation Program Number: 1312 I. Description of Program The Drug Investigation program consists of one specially trained officer who is presently servicing a part of the joint Drug Investigation Task Force of Hennepin Anoka counties. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To suppress illegal drug use in Brooklyn Center through the investi- gation, apprehension of violators and the seizure of illegal drugs. Importance/Significance Why is this objective important? Lack of an effective enforcement program would allow for the proliferation of substance abuse. Implementation What are the plans for carrying out this objective? To ensure that the enforcement efforts continue, supplemented by monthly reporting and the supervision of the Captain of Investigations. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget et Goal 1994 Expansion Budget III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget Narcotics Arrests 50 60 Search Warrants Served 20 25 Crack & Cocaine c e Seized (ounces) 300 350 Marijuana Seized (ounces) 40 50 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Dispatch Program Number: 1314 I. Description of Pro ram The Dispatch Communications Center handles 911 service and non - emergency phone calls into the Police Department and dispatches police, fare or ambu- lance units to citizen calls for service. This unit also provides partial booking services for the city jail. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To provide quick response to citizen calls for service. Importance/Significance Why is this objective important? Quick response can reduce injury to persons and property, as well as increase the probability of apprehension of criminals and reduce the need for follow -up investigation. Implementation What are the plans for carrying out this objective? Provide 24 hour a day trained dispatch service personnel supervised by the Administrative Services Sergeant. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To maintain the current level of service and to improve dispatch time through closer supervision of personnel. Expansion Budget None. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of Calls Dispatched 19,569 20,000 20,000 Average Dispatch Time 7 min. 6 min. 4 min. % of Calls - Police 78% 78% 78% % of Calls - Fire 7 0 10 7% 7 0 10 % of Calls - Medical 15% 15% 15% Adult Bookings 604 600 600 Juvenile Bookings 60 60 60 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Code Enforcement Program Number: 1315 I. Description of Program Code Enforcement officers are responsible for animal control, booking prisoners, assisting police and fire personnel and the monitoring of private and commercial property for junk cars and other ordinance violations. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To provide code enforcement services in order to relieve sworn police personnel of such tasks, thereby increasing police preventive patrol time and improving response time. Importance/Significance: Wh is this objective important? - Y J Implementation What are the plans for carrying out this objective? The Administrative Services Sergeant is responsible for planning, supervising and scheduling the activities of the code enforcement program. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To maintain and improve code enforcement services with the existing level of resources. Expansion Budget None. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of Prisoners Booked Adult 556 550 550 Juvenile 92 90 95 Animal Control Calls 376 400 400 Other Calls 749 760 770 ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Training Program Number: 1317 I. Description of Program Program provides general and advanced knowledge and skill development for line officers, specialized knowledge and skills for investigators and other specialists, as well as supervisory knowledge and skills for super- visory management and civilian personnel. II. Performance Objectives An objective is a clearly described target for achievement within a specified time span which represents an interim step toward a goal. Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To provide every of the Department with an average of 70 hours of training related to officer safety, legal liability, firearms training and other areas of identified need to strengthen field services to the citizens of Brooklyn Center. Importance Why is this objective important? Without adequate and updated ongoing training, officers are more susceptible to physical injury and civil liability. The City could also be held liable in liti- gation in which insufficient training is alleged. Implementation What are the plans for carrying out this objective? The Administrative Services Sergeant will coordinate, schedule and maintain training records on all employees to ensure that sworn and civilian employee needs are met. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 Maintain the current average of 60 hours of training for sworn personnel. Expansion Budget To provide an increase in the averse to 70 hours p er officer and g p rovide P .� P for needed specialized and supervisory training for newly assigned and promoted personnel. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget In- service Training 1,282 hrs. 1,330 hrs. 1,300 hrs. 1,500 firs. Specialized 1,119 hrs. 1,100 hrs. 1,100 hrs. 1,300 hrs. Average per Sworn Officer 60 hrs. 60 hrs. 60 hrs. 70 hrs- Non-sworn Training 50 hrs. 70 hrs. 80 hrs. 150 hrs. ANNUAL SERVICE PLAN Department: POLICE Budget Unit Number: 131 Program: Domestic Abuse Program Number: 1342 Intervention I. Description of Program The Department's Domestic Abuse Intervention Program is provided through contractual services with Project Peace. The intervention program is dedicated to servicing the needs of abused persons in domestic situations and meeting the requirement o q f state law. II. Performance Objectives An objective is a clearly described target for achievement within a specified times an which represents esents an interim step toward a P P P P goal. g Objectives should be stated in terms that permit quantitative measurement of their attainment. Objective 1 To provide 24 hour crisis assistance, educational and legal services to battered citizens, free of charge. Importance Why is this objective important? To reduce serious injury and repetition of domestic violence in the city of Brooklyn Center. Implementation What are the plans for carrying out this objective? To refer all reported domestic violence situations to Project Peace for follow -up and to make arrests in all such situations where the evidence warrants such action. Additional Resources If additional resources are needed for carrying out this objective, please list them below by account code: Budget Goal 1994 To continue to deliver this service through contractual services. Expansion Budget None. III. Indicators A. Workload Indicators - Workload indicators measure the amount of work done; i.e., miles of street paved, gallons of wastewater treated, number of parks maintained. Actual Estimated Budget Goal Expansion Workload Indicators 1992 1993 1994 Budget # of Reports Made 273 300 300 # of Arrests 179 190 190 MEMORANDUM TO: Gerald G. Splinter, City Manager FROM: Geralyn R. Barone, Personnel Coordinator DATE: June 29, 1993 SUBJECT: UPDATE ON 1992 BROOKLYN CENTER PRIORITY NUMBER 4 - COMMUNICATIONS This is in response to your request to document projects completed or in progress as they relate to the 1992 priorities established by the city council. Priority Number 4 deals with improving communications, and the following list summarizes progress made in this area. 1. A part-time (20 hours per week) communications coordinator was hired in March. Terri Swanson has a strong marketing background along with her communications degree. This combination has brought the expertise needed for positive efforts towards improving the image of Brooklyn Center. 2. In cooperation with the City's citizen communications task force and City staff, a communications plan has been developed outlining action steps for improving communications in the City. 3. The looks and content of the employee and City newsletters have improved substantially. There are more photographs and shorter, more informative stories. The employee newsletter has increased in frequency and decreased in length. 4. Positive contact with the media has increased with more press releases which often include photographs. 5. A promotional brochure and video about the City are being developed for release later this year. Committees with communications task force members and City employees are working on these projects. 6. Various City departments have established good working relationships with the communications coordinator to prepare mailings and newsletters for residents and publicity on certain City events. 7. The City continues to broadcast city council meetings on cable television. This has been expanded to include cable coverage of town meetings and other special public meetings. If you need more specific information on any of these items, please let me know. cc: Terri Swanson c MEMORANDUM TO: Sy Knapp Brad Hoffman Ron Boman Arnie Mavis Charlie Hansen Mark Parish Trevor Hampton Geralyn Barone FROM: Gerald G. Splinter, City Manager DATE: June 16, 1993 SUBJECT: DISCUSSION OF CITY COUNCIL PLANNING SESSION The department head meeting to discuss the city council planning session is scheduled for Monday, June 28, 1993, at 1:30 p.m. in the council chambers. I have attached the following for your review: 1. City Council Retreat Agenda - Mayor Paulson handed this out at the June 14, 1993, council meeting 2. Status of 1992 Brooklyn Center Priorities 3. 1994 Operating Budget Issues 4. Major Capital Improvement Issues Attachments CITY COUNCIL RETREAT AGENDA I. Mission Statement The counsel 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. Then the council will draft a second sentence which articulates the governance philosophy the council will use when making decisions that carry out those functions. II. Priorities 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. III. Visioning Exercise Each councihnember 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. IV. Policy Formation Simple declative 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. RETREAT SETTINGS Option One - With moderator- facilitator: Alan Watts of PRISM Inc. - at Riverplace. - Cost: Not to exceed $3000.00. Option Two - Without moderator- self facilitated by the city council. - at Inn on the Farm. - Cost: Lost revenue from one or two nights use of the Inn's fireplace room and sunroom. s 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 P riorities 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.). 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 / CES a. Legislative e 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 g 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 hment of a permanent advisory commission called the Financial Commission. They empowered this commission -3- I 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 $1,723,011. 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 plex 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 budget recommends, with Financial Commission concurrence, the merger and -4- consolidation of the Planning and Inspections department and the EDA /HRA department. This proposal 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 ome Siting Process. P g 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 City's zoning ordinance consistent with the State mandated licensing process for these type facilities. 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 ouncil commenced nced 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 ouncil approved a three y pp city business retention and development program. The joint 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 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 50% 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 t reliminar studies P preliminary die 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- 1994 OPERATING BUDGET ISSUES 1. There has been a general 3% inflation rate in our economy and that inflation rate is lower than the inflation rate of many of the materials, services, and equipment purchased through our operating budgets (i.e. petroleum products in the last few years have inflated at a rate of 5 to 6 %). 2. In the last few years and apparently in the future, we will be experiencing fluctuations in the reliability f state local government aids and roe tY g property rtY tax revenues. 3. Continued 6 1/2% Sales Tax on City Purchases. 4. Request for Additional Police Personnel. 5. Request for Expanded Promotional and Image Enhancement Program for Brooklyn Center. 6. Management Information Systems Personnel in the Public Works and Utilities Functional Areas. 7. The addition of expanded green areas, such as boulevards on T.H. 252 and 69th Avenue North and other locations, has created a need for additional Park Maintenance capacity. S. Personnel for Serving Expanded Neighborhood Advisory Committees Activity. 9. Funding for Intrasuburban Transit System (circular /dial -a -ride system). 10. Additional Fire Inspection Capacity. 11. Creation of a Central Garage Internal Service Fund. 12. Implementation of a Program (cost center) Budget. 13. Electronic Records Management System. 14. Performance Based Contract for Energy Management. 15. Organizational Evaluation Process. 16. Phase Two of Elimination of the Use of Certificates of Indebtedness. MAJOR CAPITAL IMPROVEMENT ISSUES I. Street /Utility Rehabilitation Program (Residential and State Aid Streets - Funding of Assessment Stabilization Program). 2 Park Buildings and Facility Rehabilitation /Replacement. 3. Apartment Unit Reduction /Rehabilitation Program. 4. Twin Lake Trail System. 5. Civic Center HVAC System Rehabilitation. 6. Required ADA Building Modifications. 7. Refurbish /Additions to Fire Stations Nos. 1 & 2. 8. Refurbish /Addition to City Hall /Police Department Addition. 9. Refurbish /Addition to Community Center (Senior Center). 10. Refurbish /Addition to Public Works Garage (address air quality problems). 11. EBHC Building Addition /Parking Lot Expansion. 12. Scattered Site Single - Family Dilapidated Housing Removal Program. 13. Expanded Recreation Facilities: basketball, volleyball, baseball, softball, hockey, etc. 14. Water Production, Storage, and Trunk Distribution Improvement Program. 15. Sewer Distribution and Lift Station Improvement Program. 16. Vehicle and Equipment Replacement Program. 17. Data Processing Improvement Program. 18. Brooklyn Boulevard /Brookdale Area Redevelopment. 19. Storm Drainage and Water Quality Improvement Program. 20. Completion of Bicycle and Pedestrian Trail System. 21. Liquor Store #3 Northbrook Lease /Own. 22. Projects Related to State Highway Improvements. y c PUBLIC WORKS DEPARTMENT Comments For Council Planning Session Primary perating Budget Issues: 7. Park Maintenance Capacity • Request for additional personnel • Investigation of alternative service delivery options, such as contracting out some park mowing 11. Central Garage • Request for IMS Technician, upgrade clerk to full time • "Seeding" the Internal Service Fund 15. Organization Evaluation Process New Policy Change Regarding Use of Capital Projects Fund • Substantial needs in parks, government buildings: can General Fund afford the magnitude of improvements? (e.g., five playground apparatus in 1994, @$30- 40,000 each) • Will require better planning and anticipation of needs Prima "apital Improvement Issues: New In General, the need to maintain all our infrastructure in a planned, cost - effective manner 5 -10 Refurbish/Rehab /Add to various government buildings • See attached 2. Park Buildings & Facility Rehab /Replace • See attached INFRASTRUCTURE PLANNING TOOLS City of Brooklyn Center Area of Infrastructure Comprehensive Plan Inventory Operating Data Base Constituency Streets PMP (excludes alleys) PMP PMP Staff, Council, Public Water Utility Black & Veatch + water Future: Hansen Future: Hansen Staff, Council restrictions Sanitary Sewer Utilty None Hansen Hansen Staff, Council Storm Drainage Utility Local Water Mgmt Plan Hansen Hansen Staff ,Watershed, Council, Public Trails & Sidewalks Comprehensive Plan None None Staff, Council, Public City Hall Space needs study: 1988/89 None None Staff, Council, Public Community Center Space needs study: 1988/89 None None Staff, Council, Public Garage Air Quailty study, 1993 None None Staff, Council Fire Stations Space needs study: 1989/90 None None Staff, Council, Public (Costs updated 1992) Liquor Stores None None None Staff, Council • I Park Shelters Park & Rec Comm recomm, CIP In development In development Staff, Council, Public Park Playground Equipment Park & Rec Comm recomm, CIP In development In development Staff, Council Other Park Facilities None In development In development Staff, Council, Public Development of New Parks None N/A N/A Staff, Council, Public and Facilities Vehicles and Equipment 12 year replacement schedule VMS VMS Staff, Council Future: Central Garage eAeng \dfsmisc \infra REPLACEMENT VALUE, as of 12/31/92 STREETS $22,225,000 WATER MAINS 30,096,000 WELLS /TOWERS 10,200,000 SEWER MAINS 27,720,000 LIFT STATIONS 3,000,000 STORM SEWER 8,300,000 PARK SHELTERS 1,900,000 PLAYGROUND EQUIPMENT 750,000 CIVIC CENTER 6,000,000 GARAGE 2,000,000 FIRE STATIONS /LIQUOR STORES 1,700,000 VEHICLES AND EQUIPMENT 3,000,000 1. WHAT IS THE MOST COST - EFFECTIVE STRATEGY FOR MAINTAINING OUR INVESTMENT IN OUR INFRASTRUCTURE? CURRENT STRATEGY REACTIVE • No potholes • Keep things working • repair /replace infrastructure as problems arise PROPOSED STRATEGY PROACTIVE Use planning tools (attached) to determine and implement the most cost effective long- term management strategies 2. HOW CAN WE BEST ADDRESS OUR VERY PRESSING PUBLIC BUILDING NEEDS? Buildings built 15 -35 years ago do not provide for today's needs • HVAC in Community nter needs replacement t1' P • Acute space needs occur in Police Department • Office areas are poorly laid out • ADA will require substantial remodelling • Future data processing /communications needs attention • Acute lack of storage in all buildings • Changing demographics calls for more senior activities • Extensive and acute air quality problems exist at Garage • Fire station training /office/living areas not large enough to meet today's requirements OPTIONS ► Build a new public safety building or wing, then remodel existing City Hall to meet code /space /mechanical needs OR ► Extensive remodelling of City Hall to meet short term needs • Addition/remodelling of Community Center • Remodelling Garage • Remodelling /expansion of fire stations 3. HOW DO WE ADDRESS EXTENSIVE PARK AND RECREATION NEEDS? The Park and Recreation Commission has recommended repair /replacement of shelter buildings and playground equipment over the next five years to address the following: ✓ changing needs in parks ✓ extensive maintenance needs ✓ ADA needs Several opportunities present themselves for park facilities expansion: ✓ Twin Lake Trails ✓ Gateway Park ✓ Joslyn site ✓ completion of trail system OPTIONS ► Consider park bond issue(s) in 1994 or 1995 to upgrade existing facilities ► Continue to monitor and evaluate recreation needs and how we respond to changing demographics e: \eng \corresp \diane \replace.sts