Loading...
HomeMy WebLinkAbout1988 05-08 CCP Council Planning Session CITY OF BROOKLYN CENTER council Meeting Date 2/22/88 Agenda Item Number �a REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: DISCUSSION OF ANNUAL YEAR 2000 PLANNING PROCESS *********************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** DEPT. HEAD'S APPROVAL: Signature - title MANAGER'S REVIEW /RECOMMENDATION: No comments to supplement this report Comments below /attached X *********************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** SUMMARY EXPLANATION: (supplemental sheets attached X __) Attached please find a copy of a memorandum dated December 17, 1987, relating to the Brooklyn Center goal setting process. As a result of the city council's consideration of that memorandum, I've contacted Lyle Sumek, and we reviewed some of the discussion and council's thoughts regarding the goal setting process. From that discussion with Lyle Sumek, I would like to offer the following concept of a goal setting and planning process for your consideration. The process would be spread over two evening meetings commencing at 6:00 in the evening through 9:30 with an early dinner at the social hall. The first session would be a session designed to discuss and develop a listing of issues and goals, and the second session would be a goal setting prioritizing meeting. We would recommend that these two sessions be held two to three weeks apart, and the first one would be in the first week of April and the second one during the week of April 25. Prior to the initial session, we would suggest that a questionnaire be sent out to commission members, committee members, staff members, and the city council with some suggested issues and goals and space for individuals to make their own suggestions. This pre- session questionnaire would then be returned, and Lyle Sumek and I would collate the lists and have it prepared for use at the initial issue and goal establishing session. After the initial session when the final listing of goals and issues is established and before the second prioritizing meeting is held, a second questionnaire would be sent out to all participants of the initial session and there would be a polling system asking them to establish their own priorities and return that to Lyle and myself. At the prioritizing session the week of April 25, the council, with the results of the issue questionnaire and the prioritizing or polling questionnaire, would then establish priorities. RECOMMENDATION . It is requested the city council pass a motion approving the suggested goal setting prioritizing process (or a modified version thereof) and direct the staff to implement the process. A,-"& 4-�� PURPOSE STATEMENT CITY OF BROOKLYN CENTER BIENNIAL PLANNING PROCESS The purpose of a biennial planning meeting is to produce an environment and /or attitude among the members of the Brooklyn Center City Council, advisory committees and commissions, and City staff which will give Brooklyn Center the following: 1. A usable, forward - looking updated Comprehensive Plan. 2. Foster an "anticipatory response to change in the coming decades. 3. Develop an effective communication link among the community and its City Council, advisory commissions and committees and City staff. 4. Identify community problems and concerns in their earliest stages of development. MEMO TO: Strategic Planning File FROM: Gerald G. Splinter, City Manager SUBJECT: Lyle Sumek Meeting, September 1, 1987 DATE: September 2, 1987 Lyle arrived around 2:30 in the afternoon and met with myself, Ron Warren, and Brad Hoffman, and left at about 5:00. We went over the Year 2000 planning process, the May planning meeting results, and I gave him a brief tour of the City. We also discussed methods, ways, and techniques which would allow staff to communicate more effectively with the City Council and how to tie together the "ship guiding" issues and agenda with the more day to day "deck chair" service issues and agenda. I expressed a frustration with the process of trying to get at budget time recognition of both the general ship guidance issues and the more specific and practical day to day deck chair issues in terms of how they prioritize in the budget process. Out of our discussions it was my recollection that Lyle thought that I should separate the different types of issues into (1) the more policy or guidance issues and (2) service delivery or deck chair issues. Our current Year 2000 process has generated a good basis for a listing of guidance or ship steering issues, and he recommended that I have the department heads individually develop a brief listing department by department of the near term service delivery or deck chair issues. We discussed that it seemed like a good idea to have neighborhood meetings using the neighborhood advisor commission districts acts as a basis, and review neighborhood issues, city -wide issues, some being of the service nature and some being of the general policy nature, and expose the public to these types of issues in this fashion with these neighborhood meetings. The next step would be to develop a general issues meeting similar to the one we had in May, which would review mainly the long term or uidance issues and do that at an evening vening session of about four hours, and have them develop the list similar to our May, 1987 session. However, this time around with this session the City Council at a separate meeting following the general issues meeting would set the priorities rather than involving the full group. L ' STRATEGIC PLANNING FILE -2- September 2, 1987 He also recommended that if I want further understanding with the City Council on behalf of the deck chair issues and service delivery issues, it might be good to use the listing developed by the department heads and have a special Council meeting in which each department head will review with the Council his issues list, and it would be a good education tool for the Council and for the department heads. In terms of timing, our discussion seemed to come down to it would be best to have these neighborhood town meetings, general issue meeting, and priority setting meeting followed by the special meeting with the department heads discussing their service issues starting in late January and ending in May. This would allow coordination with the budget process. He also recommended the use of a "chart" or "billboard" to plot project progress, and a quarterly report to the Council on major projects. I asked Lyle as part of this meeting to give me a rough memo on what his perceptions of what we agreed on or processes we discussed. I i CITY 6301 SHINGLE CREEK PARKWAY OF IB:ROOKLYN BROOKLYN CENTER, MINNESOTA 55430 TELEPHONE 561 -5440 C ENTER T ER EMERGENCY - POLICE - FIRE 911 April 8, 1988 April 12, 1988, Planning Session Participants: Attached please find a copy of a list of Issues and Trends submitted for discussion, modification, deletion, and /or addition at our April 12 planning session. If you haven't taken advantage of the opportunity to turn in your list of items for consideration and made your reservations, it is not too late to do so. If we receive additional items for consideration between now and Tuesday evening, we will provide an updated addition to this listing. Thanking you for your interest and cooperation, I am Sincerely, Gerald G. Splinter City Manager enc. DECISION RESOURCES LTD. NINE SUBURBAN RESIDENTIAL ATTITUDE TRENDS 1. The national "wellness craze" is impacting suburban service demands. 2. Taxpayers favor activist city governments. 3. "NO GROWTH" sentiment is on the rise. 4. Slight disapproval translates into electoral changes. 5. Development attitudes vary with suburban ring. 6. Suburban rings possess distinct marketing advantages. 7. Seniors reluctant to leave "starter" homes. 8. New Twin Cities migrants fleeing problems. 9. Traditional migration patterns are weakening. TREND ONE The national "wellness craze" is impacting suburban service demands. 1. Wide scale use of parks and recreational facilities. 2. Increased budgetary priority placed on parks and recreation. 3. Higher support levels for Community Recreation Centers. TREND TWO Taxpayers favor activist city governments. 1. City governments expected to do more than simply basic .services provision. 2. ECONOMIC DEVELOPMENT viewed as growing local function. 3. Citizens' communications needs for city government information are increasing. I 1 TREND THREE "NO GROWTH" sentiment is on the rise. 1. Spawned by latest wave of in- migration -- people are "different." 2. Very high in areas where "natural beauty" is a major feature of the community. 3. Unrelated to employment and job opportunities within the community. TREND FOUR Slight disapproval translates into electoral changes. 1. Approval ratings lower than eighty percent presage upsets. 2. Alienation is a major, untapped reservoir for provoking change. 3. "Sense of identity" can be a stabilizing influence. M TREND FIVE Development attitudes vary with suburban ring. 1. First ring suburbs placing greater emphasis on re- development. 2. Second ring suburbs show greater individual variation. 3. Outer ring suburbs desire more amenities -- shopping facilities, entertainment outlets, etc. 4. Shopping and spending patterns have become metropolitanized. TREND SIX Suburban rings possess distinct marketing advantages. 1. Location is key attribute for first ring suburbs. 2. Suburban area -- absence of city problems -- is key argument favoring second ring communities. 3. Small town atmosphere (sense of community) is major positive for outer ring areas. TREND SEVEN Seniors reluctant to leave "starter" homes. 1. More affluent seniors become "snow birds." 2. Most uninterested in subsidized apartments or special multi -unit housing. 3, Skew service demands on community. 4. Becoming major community "boosters." TREND EIGHT New Twin Cities migrants fleeing problems. 1. "Not Twin Cities" is a major reason given by new arrivals in response to qualities liked most. 2. Schools and crime are acute concerns of this group. 3. Open to marketing efforts by suburban communities. 4. Can create potential "two tier society" problems. TREND NINE Traditional migration patterns are weakening. 1. Established patterns are being overwhelmed. 2. Metropolitan job patterns are contributing to this breakup. 3. Pressuring traditional communications channels. 4. Intra - suburban movement on the rise. Chart No. I 3/15/88 TOP PRIORITY TARGET ISSUES - 1987 A. Redevelop Earle Brown Farm - Historic Preservation 1. Selected development team - October /November 1987 2. Select initial building usage program - December 1987 3. Design construction - winter of 1987/1988. Construction starts July 1988 B. Define Social and Human Services 1. Process for evaluating financing human services programs adopted 2. Continued support for mediation and battered spouse program 3. Evaluated role of City in dealing with issues affecting single parent families C. Enhance Housing Stock 1. Rework Housing Code -commercial building maintenance code - draft complete 2. Nuisance Ordinances -drafts underdeveloped. City Council scheduled to consider in April 1988 3. Current rehab program continuing 4. Planned Unit Development (PUD) ordinance -draft complete 5. Staff review of housing and nuisance enforcement program in March 1988 6. Council directed staff to prepare an RFP for housing impact study, March 1988 Chart No. 1 cont'd D. Solid Waste Mandates 1. Identified options for complying with refuse - recycling program mandates 2. Goodwill -joint powers recycling center operation 3. City passed initiating refuse collection recycling 90 day planning resolution 4. Joint power agreement established January 1988 5. Initial public hearing on refuse hauling and recycling held March 1988 Chart No. 2 HIGH PRIORITY TARGET ISSUES - 1987 A. Plan for Brooklyn Center's future 1. Preliminary work on 1988 planning meeting complete -two sections (evening) first, identify target issues; second, Council sets priorities 2. Preliminary work on redevelopment policy complete 3. Continuing annual planning process - April /May 1988 B. Enhance Economic Vitality 1. Ryan office building opened spring of 1987 2. Mainstreet retail redevelopment 3. Golf course construction completed 1987 -open spring of 1988 C. Define and Adjust City Services 1. Emphasize re- evaluation of services as apart of the 1989 Budget consideration D. Continue Stable Funding of City 1. Reviewing financing option with more emphasis on user fees Chart No. 3 MODERATE PRIORITY TARGET ISSUES - 1987 A. Provide Quality Water Supply 1. Computerized control and monitoring system installed and operational summer of 1987 2. Summerof 1987. data compiled and understudy to determine next supply expansion options 3. Well No. 9 reconditioned 4. Well No. 8 sand problem solved 5. Continued monitoring and experimentation on water quality in Brooklyn Center west central neighborhood 6. Consultant study of future water supply choices B. Maintain City Facilities and Infrastructure 1. 1988 Budget includes upgrading of street sealcoat maintenance program 2. Replaced street lighting system in Earle Brown Farm redevelopment district 3. Completed streetscaping project in Earle Brown Farm redevelopment district 4. Completed trunk water main loop from Brookdale to Lions Park 5. AMOCO completed internal inspection of gasoline pipeline preliminary - final report spring of 1988. Report indicates no critical areas within Brooklyn Center Chart No. 3 cont'd C. Improve Traffic and Transportation System 1. Widening of 1 -694 bridge started 2. Highway #252 construction completed 3. Completed preliminary planning with Hennepin Countyfor reconstruction of County 10 and Shingle Creek Parkway intersection 4. Adopted 1988 preliminary state aid construction program 5. Authorized preliminary design work on 69th Avenue D. Develop Parks System 1. Authorized planning study for park land adjacent to Twin Lakes and the Environmental Preserve (adjacent to Kylawn Park) 2. Parkand Recreation Commission reviewing parksystem physical facility needs 3. Golf Course opening spring of 1988 E. Enhance Citizen Involvement and Communication 1. Improving Cable TV programming on City Channel 37 2. Evaluating modifications to City Newsletter 3. Considering community survey CITY 6301 SHINGLE CREEK PARKWAY OF I :BROOKLYN BROOKLYN CENTER, MINNESOTA 55430 TELEPHONE 561 -5440 EMERGENCY - POLICE - FIRE C ENTER 911 March 31, 1988 Dear Interested Citizen: Just a reminder that we need your "Listing of Issues for Consideration in Brooklyn Center's 1988 Planning Process" and your reservation for the April 12 planning session. If you have already returned the form, please ignore this note and thank you very much. If you have not returned the form, please return it to us by April 4. We need your participation. Sincerel Gerald Splinter City Manager CITY OF BROOKLYN CENTER enc. p� rose ui , I-/vl CITY 6301 SHINGLE CREEK PARKWAY El OF BROOKLYN BROOKLYN CENTER, MINNESOTA 55430 TELEPHONE 561 -5440 EMERGENCY - POLICE - FIRE C ENTER 911 March 18, 1988 Dear Interested Citizen: You are cordially invited to participate in Brooklyn Center's 2nd annual community planning process. This year we will be conducting our planning session over the course of two evenings- - April 12 and May 5, 1988. Mr. Lyle Sumek will again serve as our facilitator. The evening sessions will start at 6 p.m. with a dinner at Constitution Hall in our Community Center. The actual planning process will begin at 6:30 and end at approximately 9:30. The first session on April 12 will be dedicated to establishing a listing of trends, goals, issues, and policies which will be considered and prioritized at the second session on May 5. As a part of the first session, we are asking all participants to review the following enclosed materials: 1. A listing of "top," "high," and "moderate" priority target issues from last year's planning session and their current status. 2. A listing of nine Minneapolis -St. Paul metro suburban attitude trends. This listing was developed by a professional firm, Decision Resources Ltd., which was hired by several metro suburban communities to conduct community attitude surveys for various purposes. 3. A stamped, self- addressed envelope and a form titled "A Listing of Issues for Consideration in Brooklyn Center's 1988 Planning Process. Please list at least three issues, trends, new services, modifications of existing services or goals you personally believe the City of Brooklyn Center should consider on the enclosed form and return it to my office by April 4, 1988. We Will then collate and summarize the items submitted and they will form the basic listing which will be considered at our first session on April 12. When c the list will be sent out to all invited participants p0 April 12. Also, please note 19U W-WERKA(M INTERESTED CITIZEN -2- March 18, 1988 that at the bottom of the enclosed form are indicators of whether or not you will be able to be with us on April 12 and whether you will be joining us for dinner. Should you have any questions comments, please do not hesitate to give me a call at 561 -5440. Thanking you for your interest and cooperation I am, Sin erel h Gerald Splinter City Manager encs. D Resources Ltd. . SUBURBAN RESIDENTIAL ATTITUDE TRENDS 1. The national "wellness craze" is impacting suburban service demands. 2. Taxpayers favor activist city governments. 3. "NO GROWTH" sentiment is on the rise. 4. Slight disapproval translates into electoral changes. 5. Development attitudes vary with suburban ring. b. Suburban rings possess distinct marketing advantages. �. Re erenda,'po`ssibilit -ies complicated ► y size of "Perms en t, 0 Osi..t ion. " . Seniors reluctant to leave "starter" homes. t;?� New Twin Cities migrants fleeing problems. .' • Traditional migration patterns are weakening. 3128 Dean Court • Minneapolis, Minnesota 55416 • (612) 920 -0337 , TREND ONE The national "wellness craze" is impacting suburban service demands_ 1. Wide scale use of parks and recreational facilities. 2. Increased budgetary priority placed on parks and recreation. 3. Higher support levels for Community Recreation Centers. TREND TWO Taxpayers favor activist city governments. J. City governments expected to do more than simply basic services provision. 2. ECONOMIC DEVELOPMENT" viewed as growing local function. 3,. Citizens' communications needs for city government inform- ation are increasing. TREND THREE "NO GROWTH" sentiment is on the rise. 1. Spawned by latest wave of in- migration -- people are "differ- ent." 2. Very high in areas where "natural beauty" is a major feature of the community. 3. Unrelated to employment and job opportunities within the community. TREND FOUR Slight disapproval translates into electoral changes. 1. Approval ratings lower than eighty percent presage upsets. 2. alienation is a major untapped reservoir for provoking change. 3. "Sense of identity" can be a stabilizing influence. TREND FIVE Development attitudes vary with suburban ring. 1. First ring suburbs placing greater emphasis on re- development. 2. Second ring suburbs show greater individual variation. 3. Outer ring suburbs desire more amenities -- shopping facil- ities, entertainment outlets, etc. 4. Shopping and spending patterns have become metropolitanized. TREND SIX Suburban rings possess distinct marketing advantages. 1. Location is key attribute for first ring suburbs. 2. Suburban area -- absence of city problems -- is key argument favoring second ring communities. 3. Small town atmosphere (sense of community) is major positive for outer ring areas. TREND SEVEN Referendia possibilities complicated) by size of "Permanent Opposition_" 1. Usually thirty percent ,of the electorate in a suburb. 2. Related to size of senior cit'izen population. 3. Strategy is to "demotivate" rather than "persuade." TREPYD T Seniors reluctant to leave "starter" homes_ 1. More affluent seniors become "snow birds." 2. Most uninterested in subsidized apartments or special multi- unit housing. 3. Skew service demands on community. 4. Becoming major community "boosters." TREND NOW New Twin Cities migrants fleeing problems. 1. "Not Twin Cities" is a major reason given by new arrivals in response to qualities liked most. 2. Schools and crime are acute concerns of this group. 3. Open to marketing efforts by suburban communities. 4. Can create potential "two tier society" problems. r TREND ZEU Traditional migration patterns are weakening. 1. Established patterns are being overwhelmed. 2. Metropolitan job patterns are contributing to this breakup. 3. Pressuring traditional communications channels. 4. Intra- suburban movement on the rise. BROOKLYN CENTER PLANNING PROCESS LISTING OF ISSUES AS OF 4/7/88 ' ..�.- 1. Improve public information /exchange process. Fy f J, v Transportation - enhance. ontinue aggressively the solid waste plans already contemplated by the City. f 4. Continue emphasis on maintenance of housing stock. nr� 5. All the ramifications of light rail transit, park and ride, feeder road upgrading as it relates to traffic ' Pg g problems in the metro area. 6. The need for expanded space for City employees. I feel we have outgrown the present City building. Need for additional inspectors to keep our community's buildings, etc., up to code and not let our housing and commercial buildings deteriorate to a point where we have a blight or slum. 8. Improve communications with the residents of Brooklyn `" Center. 4: 9. Increase involvement of the residents in City functions and a general acceptance of their involvement. r= 10. More participation in the community by Mayor, A Councilmembers, and City staff. ' More involvement at the State Legislature on issues involving municipalities. � 4. -/�.2. The need for a stronger single family housing maintenance code along with some type of "truth in housing inspection" at time of sale. g J1 3. The Housing stock continues to age and the occupants are D4 staying longer in their homes. A great deal of deferred maintenance will be facing the future buyers of those homes. Also, homes that sit vacant for some time before they are sold also become candidates for more than average repairs, once again occupied. 14. There is a need for stronger enforcement of junk car � ordinances and open storage of materials. If there is needed additional State legislation to give the City the authority it needs, then it should be sought. -1- 15. The creeping neighborhood blight from North Minneapolis is not stopped by 53rd Avenue North. People who want to keep u their p property and home values should not have to put u p with people who do not care about their property. People who want to buy homes can well be discouraged about moving into a neighborhood that has blighted property. 16. There also is the need for the Economic Development E Authority to develop a plan that would commit the City to acquire residential properties that are in a blighted State and either rehab and /or replace them into a standard acceptable to a given neighborhood. 17. The City should consider putting out a newsletter on a more regular basis than g � et the plocalt. Considering that not all the residents g paper, it becomes more of an obligation to inform people what is going to happen, rather than the way it was. 18. Having observed the legal services given to the City Council over the past few years along with the litigation that has been lost, it would seem that the City should give this matter deep and serious consideration in addition to just providing the funding in the annual budget. 19. Going along with the legal services provided to the City, the Council should not allow to ever happen again where the residents involved with the Bill Kelly House issue had to pay from their own funds the cost of protecting their rights. 20. Housing of the elderly. -r° 21. Encourage progressive redevelopment of all sectors of current Brooklyn Center properties including: Brookdale, housing, industrial and other commercial, schools, and parks. 22. Seek and encourage a major high tech employer to locate here. 23. Promote and encourage City -wide pride in your City I:. beautification projects including: streetscapes, landscaping, plantings, public gardens, clean -up projects, fix and paint efforts involving community groups and neighbors to volunteer to help, organize and complete projects. 24. Recognize the need for City administrators and officials to assume a proactive role in all City efforts. -2- v ,. 25. Recognize the contributions of individuals and organizations of Brooklyn Center and encourage expansion of their activities. 26. Reevaluation of services as a part of the 1989 Budget consideration. 1 9 27. Street Replacement Program (with curb and gutters). � ° 28. Earle Brown Farm development. 4 ,_ A _ „w 3 Provide better traffic exit from Brookdale Square on Shingle . Creek Drive. ' 30. Assess what can be done for better housekeeping along Brooklyn Boulevard, especially from 55th to Highway 100. �r 1 ;`Continue in planning and initiating waste recycling. Make a viable plan that will get people involved. People still do : { not know how, where, or what to recycle. 2 Chart 1,D. Solid Waste Mandates (1. Identified options for complying with refuse-recycling p Y g program mandates) (2. Goodwill -joint powers recycling center operation) (3. City passed initiating refuse collection recycling 90 day planning resolution) (4. Joint power agreement established January, 1988) (5. Initial public hearing on refuse hauling and recycling held March, 1988) 33. Initiate action as necessary between cities to improve upper Twin Lake. This should be considered before or in conjunction with Chart 3,D,1 - Develop Parks System (1. Authorized planning study for park land adjacent to Twin Lakes and the Environmental Preserve (adjacent to Kylawn Park) i .,” 34. Declining school enrollment has a negative effect on the t ' community as a whole - not just the school district. {`35. Affordable housing for elderly in Brookwood. 36. Citizen involvement in the affairs of the community. -3- 37. Local influence and control in siting of mentally ill housing. S -���38. Continued support for mediation and battered spouse program. ry t rv 39. Upgrade intersection of County Road 10 and Shingle Creek Parkway. 40. Solid waste mandates - es continued efforts to establish a plan for our City. f. ,` -41. Continue support for Domestic Abuse Program. 42. Review the need for establishing a program similar to Domestic Abuse or Rape Crisis Center for abused children (includes physical or mental abuse or neglect). �7 �. 43. Establish study group to review needs for additional space at City hall for various departments like police, fire, etc. �. r� Determination of taxicab licensing needs. 45. Economic viability of the business portion of the community. 46. A Proactive redevelopment policy to encourage redevelopment of Brooklyn Boulevard, 69th and Brooklyn Boulevard, Lynbrook Bowl area, France and T.H. 100 areas. Continual concern over traffic in the business district. We have to concern ourselves with getting people in and out so that they will visit more often. -f-6 48. Proactive involvement by the City in encouraging new, job creating, businesses to locate in Brooklyn Center including consideration of establishment of business development corporation. 49. Reconsideration of sign and parking ordinances in relation to other neighboring suburbs. g g F 50. Redevelopment policy and prioritize sites for redevelopment. y 51. Development of cultural center, i.e., theater, art, dance, music. �ru,Xw° 52. Use of seniors in area of responsibility for some income and sense of worth. �3. Redevelopment - T.H. 252/694 - new quadrant (Lynbrook Bowl, ! etc.) redevelop as "Gateway to Brooklyn Center." I -4- 54. Next phase (whatever that is ) of the battered women (or men program. Child Abuse - Child Care. ��V56. Become a destination of light rail transit in the first phase of development. Assist citizens in rebuild, rehab, and repair of their homes. J " 58. Develop parks at Palmer Lake and on Mississippi River. 59. Trend One r (The national "wellness craze" is impacting suburban service demands.) (1. Wide scale use of parks and recreational facilities.) (2. Increased budgetary priority placed on parks and recreation.) (3. Higher support levels for Community Recreation Centers.) 6 0. Trend Two .'� (Taxpayers favor activist city governments.) (1. City governments expected to do more than simply basic services provision.) (2. ECONOMIC DEVELOPMENT viewed as growing local function.) (3. Citizens' communications needs for city government information are increasing.) , 1 '91. Trend Eight �! (New Twin Cities migrants fleeing problems.) (1. "Not Twin Cities" is a major reason given by new arrivals in response to qualities liked most.) (2. Schools and crime are acute concerns of this group.) (3. Open to marketing efforts by suburban communities.) (4. Can create potential "two tier society" problems.) Enhance housing stock - upgrading housing value redevelopment of existing houses to booster Brooklyn Center economic development. -5- V v k 63 Solid waste mandates - improving City face lifting in coordination on: improving traffic and transportation f , -- , systems. Trend Five { (Development attitudes vary with suburban ring.) (1. First ring suburbs placing greater emphasis on re- development.) (2. Second ring suburbs show greater individual variation.) (3. Outer ring suburbs desire more amenities -- shopping facilities, entertainment outlets, etc.) (4. Shopping and spending patterns have become metropolitanized.) f Y �65 . Trend Three 1 ( "NO GROWTH" sentiment is on the rise.) t (1. Spawned by latest wave of in- migration -- people are "different. ") (2. Very high in areas where "natural beauty" is a major feature of the community.) (3. Unrelated to employment and job opportunities within the community.) 66. Trend Two (Taxpayers favor activist city governments.) (1. City governments expected to do more than simply basic services provision.) (2. ECONOMIC DEVELOPMENT viewed as growing local function.) (3. Citizens' communications needs for city government information are increasing.) 4 67. More citizen communication and ja r participation in City { government. 68. Evaluate the use of "citizen surveys" as one method of citizen input and communication. r 69 Restructuring of City zoning ordinances. Recycling plan. -6- F 71. Follow -up and completion of construction of redevelopment of arle Brown Farm. 72. Fo11ow through on refuse hauling policies as its relates to current solid waste (environmental) problems. X � 73. Continue dialogue with school administration and work together on City school issues. f ✓✓ .34: Do whatever necessary to bring housing to code or what is necessary to prevent this 1st ring suburb to become a y. blighted area. Earle Brown Farm. Solid waste mandates - better recycling access. 7. Enhance economic vitality. Improve traffic /transportation system. Cities expected to do more than provide basic service. 80. Economic development as growing local function. 81. Greater emphasis on redevelopment. d �-- 82. More affluent "snow birds". 83. Service demands on community (seniors) . ��- ^- I Evaluate what the City should seek as development of the remaining undeveloped and in Brooklyn Center. p Consider "point of sale" maintenance code compliance .� requirement. �t 86. Consider expansion of Community Center to service as "senior n drop -in center" and other community programs. 87. Improve elderly and handicap access to Community Center. -7- NO. TAR GET ISSUES TOP t-tlGN LOW 1 Redevelop and Revitalize Our Community 16 3 0 2 Provide Social and Community Services 2 11 2 3 Maintain and Enhance Quality of Housing Stock 13 7 0 4 Manage Solid Waste 5 10 0 5 Promote Economic Development and Diversification 10 8 0 6 Maintain and Enhance Financial Stability of City 5 5 4 j 7 Maintain and Expand City Facilities 3 7 3 8 Improve Transportation and Traffic Systems 7 11 2 9 Enhance Visual Image and Appearance of Brooklyn Center 4 10 2 /+ 10 Improve Community Information and Involvement 4 5 4 11 Develop Park System and Resources 0 7 2 12 Enhance Community Safety 8 10 0 ' 13 Enhance Code Enforcement 6 7 4 JZ 14 Promote Pride in Brooklyn Center 4 5 1 Targeting Worksheets f Page 8 TARGET ISSUES PRIORITY - - PROJECT TOP HIGH LOW STATUS 8. Improve Transportation and Traffic Systems 7 11 2 { a. Rai Light: Decision 65 66 lI 42 . Analyze impact on Brooklyn Center. Develop city policy position Decision: Direction b. Park -n -Ride 51 68 7 � 126 Determine needs Revise ordinance for special use . Decision C. 69th Avenue /Shingle Creek 47 Parkway: Study Completion 5 1 ' 04 Authorize preliminary design Develop design Approval d. Brooklyn Bouldevard: Left Turn 55 11 Problem Resolution 86 . Analyze problem Explore options L Decision e. Traffic Flow: 69th and Brooklyn 1g 9 L Boulevard 60 Analyze traffic flow L - - ` Explore options Decision: Direction f. Intra -City Transit Service: 72 15 L Evaluation 116 Assess our community needs r Explore optional approaches L Develop concept, determine funding sources I 9 • Street R Fund eplacement Policy and 47 45 lI 103 • Review current situation • Determine needs ' Determine funding Decision: Direction h. Suburb -to- Suburb Transportation Study 37 81 12 130 Work with Northern Mayor's • Association Determine needs • Develop concept I Explore options Decision i• Senior Transportation System: Evaluation 51 10 � 141 . Evaluate "Hopkins" Taxi System '`ztermine our communit • Develop our Program with funding funding Decision: Direction 3 ' I -694 Bridge Widening � 20 41 11 72 • Complete construction 1 10. Improve Community Information and Involvement 4 5 4 a. Community survey 9 14 14 37 Develop survey concept and • process Complete survey Analyze data L Incorporate into community goal setting b. Cable Television Improvement 23 38 24 $5 L . Improve communication bulletin board updates Decision C. Manager Newsletter: Expansion 19 20 16 55 I Evaluate current newsletter Explore possible improvement Develop refinements d. Community Newsletter: Initiation 13 25 26 SE 4 Explore newsletters from other I communities Develop newsletter concept for Brooklyn Center Decision e. Volunteer Recognition Program 21 29 10 d 60 I Develop program concept 113 Decision f.. Cable Broadcasting Public 28 31 $$ Meetings Develop concept L Determine resource needs Decision Implementation L g. Newspaper Space for City News 19 24 18 61 L Explore options Negotiate with newspaper Decision: Direction L h. Brooklyn Center: Marketing 25 81 Program f L Develop program, brochure, video, slide show Determine funding source I Decision Implementation i. Volunteer Recruitment Program 25 22 19 4 66 Develop Program concept Decision j. Community "Welcome Wagon" 38 40 36 14 Reestablishment Evaluate current situation Assess needs Develop concept Decision I fi Targeting Worksheets +► W"OfIrbPage 6 I # TARGET ISSUES PRIORITY PROJECT TOP SIGH LOW STATUS :T 1 6 -Maintain and Enhance Financial Stability of City 5 5 4 I a. Alternative Revenue Study 7 5 4 16 Explore alternative revenue f sources Determine long -term revenue needs 1 Develop revenue plan 1 Decision: Direction b. Cit ale Ta (With Cap) g 10 8 26 • - e` k ate le i ative des jot Targeting Worksheets Page 15 I # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS I 14. Promote Pride in Brooklyn Center 4 5 1 a. Community Pride Program 6 $ 1 Ij I �� Develop city strategy for I promoting civic pride - Decision b. All- American City Award 6 7 2 , • Decision: Pursue or not Develop application I Work with various groups Develop strategy Obtain award I L L L f 11. Develop Park System and Resources 0 7 2 a. Riverridge (North Mississippi � 3 Regional Park) 18 Acquire land by Park District Complete bike and pedestrian path connection b. Kylawn - Preserve - Arboretum -Twin S Lake 17 Complete study L Review study SNOW Decision: Direction Coordinate with Robbinsdale L and Crystal C. Palmer Lake Park 4 14 Direction j-jkftjQ4 7. Maintain an Expand Citv Facilities . � d 3 7 3 a. Auditorium 14 33 15 62 Determine needs I Develop concept Develop plan Determine financing L Decision: Direction b. Field House 13 19 .14 t}6 L Determine needs Develop concept Develop plan Determine financing Decision: Direction c. Facilities management Inventory 7 19 7 33 L Systems dam I Inventory current facilities Develop ongoing system d. Upgrade Facilities Maintenance 8 18 6 Program 32 Review current Maintenance Program Identify problems and needs 1 Explore options Decision: Direction e. City Hall Expansion 7 27 .340 Determine space needs: Current and future Explore options Develop design Determine funding Decision f. Golf Bubble: Direction 9 - 20 51 20 � / 91 Determine needs Develop conceptual design Determine funding Decision g. Tennis Court Bubble: Direction 23 47 2Z 92 L Determine needs Develop conceptual design Determine funding Decision h. wellness Activity Center 18 38 18 74 L Determine needs Develop concept Determine funding Decision L I 13. Enhance Code Enforcement 5 7 4 Ia. Nuisance Ordinance: Review and Update l6 12 4 i 7 29 Review current ordinance . Focus critical issues . Revise ordinance 1 . Decision b. Fee and Fine Structure: Review 14 and Revise 16 11 41 Evaluate current structure L Explore options Revise structure Decision L c. Code Enforcement Program: Ima e Enhancement g 9 14 6 2g L Develop strategy for modifying image L Evaluate staff needs Evaluate direction L L 1 . 2. Provide Social and Communitv Services 2 11 2 a. Senior Citizen Drop -In Center 3 L0 4 27 l Determine needs Determine location Develop Center concept Decision: Direction i b. Program Coordination Among 5 22 2 229 L Agencies L Identify and evaluate current agencies and programs Explore ways for better • coordination Decision: Direction C. Field House Feasibility Study 4 24 6 34 L . Assess need Complete feasibility study Determine funding Decision Am Pau S a f L �" L_ 9. Enhance visual Image and Aonearance - of Brcokivn Center 4 10 2 a. Landscape Beautification 9 22 3 34 Improvements Identify potential projects Develop projects Determine funding Decision b. Annual Community "Clean -lip" Dav 4 16 5 25 Develop "clean -up" concept Work with various groups Determine funding needs and sources Decision C. Streetscape /Street Lighting 11 22 4 37 Projects • Coun tv Road 10 _ (Brooklyn Boulevard to Locan) • Xerxes (100- Shingle Creek Parkway) • Brooklyn Boulevard --------------------------- ImDlement streetsca P e and sighting plan L. 12. Enhance Communitv Safetv 8 10 0 L a. McGruff Program: Expansion 48 52 '7 100 L Evaluate current Program Define Program elements Decision ( b. Officer Friendly Program 38 52 190 Develop Program concept Decision I c. Neighborhood Crime Watch Program 27 37 E 64 Evaluate current Program Explore approaches for Program expansion I Work with community Decision d. Police Services: Evaluation and 23 20 43 I Master Plan . Evaluate current organization and Programs . Develop Master Plan for future . Decision: Direction e. Fire Services: Evaluation and 37 40 77 Master Plan L Evaluate current organization and programs Develop Master Plan for future L Decision: Direction f. Crime Prevention Fund 32 45 77 L Explore creation of Crime Prevention Fund Work with community L Develop concept Determine f unding sources I Arm Decision L g. Bike and Pedestrian Safety Plan 45 61 1(� and System Develop plan L Decision h. Aging Population Study Service 38 53 91 Needs . Identify special services need for aging population . Assess impact on current services . Develop approach for respondinc_ to needs . Decision Targeting Worksheets Page 5 # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATLZ 5. Promote Economic Development and Diversification 10 8 0 I a. Small Business Retention Program 28 26 54 Develop Retention Program I Work with various groups _ Determine funding sources Decision I b. Job Creation Program 36 3)4 70 I Explore options 7 Review Programs in other cities Develop job creation concept Determine funding sources Decision i C. Major Hotel Feasibility Study t}$ 36 84 Complete study Decision: Direction d. Zoning Ordinance: Evaluation and 36 20 Revision 5 56 . Evaluate - current ordinance . Focus key issues Revise ordinance Decision: Direction L e. Economic Development Commission: 29 32 61 Creation Develop Commission concept: L Definition of purpose and structure Determine funding • Decision f. Redevelopment Policy: Completion 33 2D 53 L Develop policy Decision L i i Page 3 Targeting WorksheetsWorksheets g PRIORITY # TARGET ISSUES PROJECT T137 H LOW STATUS 3. maintain and Enhance Cuality of 0 Housing Stock a. Housing maintenance Code 83 (multi- Family) Develop code Decision b. Housing maintenance Code 48 36 284 (Single Family) I Develop code Decision C. Enforcement Program: Evaluation 60 39 99 I Evaluate current Program and activities Explore options Develop Program refinements Decision d., Proactive Housing maintenance/ 48 37 44 85 Rehabilitation Program L Evaluation and direction Develop Program Determine funding Decision e. Target Area Program for Housing 53 45 98 Rehabilitation . Assess housing problems . Define target area Develop program Decision L f. Housing Transfer Inspection 91 54 145 Program Develop Inspection Program L , work with real estate commu- nity Decision g. Elderly Housing Alternatives 111 24 135 Analyze needs Explore options: "Cluster homes," condominiums Determine funding Decision: Direction h. "Bad" Building Buyout Program 95 38 133 ram Developer buyout program i P Y P 9 concept Explore methods for resale Determine funding i. Planned Unit Development (P.U.D.) 1()o 1 18 148 Ordinance Review draft Decision j. Housing Impact Study 53 37 90 Complete study Develop recommendations I Decision: Direction t POLICY AGENDA 1988 -1989: INITIAL IDEAS MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA '- APRIL, 1988 Worksheets # TARGET ISSUES PRIORITY PROJECT T TOP HIGH LOW STATUS Redevelon and Revitalize Our 16 3 Communitv a. 50th and France /Joslyn Pole Yard 80 20 7 100 Redevelopment Develop redevelopment plan Decision: Direction b. 69th and Brooklyn Boulevard 65 13 78 Develop redevelopment plan _ _Decision: Direction C. Earl Brown Farm 41 6 47 Complete and finalize design Initiate construction: 9/88 - d. Redevelopment Strategy with 4$ 4 52 Priorities • Develop redevelopment strategy Determine priorities • Decision: Direction e. P.U.D. for Redevelopment 78 8 E86 Develop P • p . U.D. concept Revise zoning ordinance Decision f. Comprehensive Plan: Review and 60 15 75 Revise 0 Review and evaluate current plan - Define community direction Revise Plan Decision: Direction g. Lynbrook Bowl Redevelopment Plan 76 18 , 94 . Develop redevelopment plan Decision: Direction 1 I frequent turnover results in much administrative work for the City. Councilmember Lhotka asked what use would be made of the property, and the City Manager said it would be left as open space in the flood plain. Councilmember Lhotka pointed out that if the City owns the property, it will be the City's responsibility to keep it clean of trash and maintain it. The City Manager reviewed the problems the City encounters now with the privately owned land. RESOLUTION NO. 87 -252 Member Gene Lhotka introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING GIFT OF PROPERTY AND AUTHORIZING, THE MAYOR AND CITY MANAGER TO EXECUTE DOCUMENTS TO TRANSFER SAID PROPERTY TO THE CITY OF BROOKLYN CENTER The motion for the adoption of the foregoing resolution was duly seconded by member Rich Theis, and the motion passed unanimously. ORDINANCE The City Manager introduced An Ordinance Amending Chapter 25 Changing the Name of 57th Avenue North between Lyndale Avenue North and T.H. 100 and County State Aid Highway No. 10 between T.H. 100 and the West Corporate Limit to Bass Lake Road. He said this ordinance was first read on October 26, 1987, published in the City's official newspaper on November 5, 1987, and had a second reading and public hearing on November 23, 1987. He said consideration of the ordinance was then tabled to this evening's meeting. The City Manager recommended that the consideration of this ordinance again be tabled indefinitely to allow additional discussion with persons affected by the proposed change. There was a motion by Councilmember Hawes and seconded by Councilmember Scott to table indefinitely An Ordinance Amending Chapter 25 Changing the Name of 57th Avenue North between Lyndale Avenue North and T.H. 100 and County State Aid Highway No. 10 between T.H. 100 and the West Corporate Limit to Bass Lake Road. The motion passed unanimously. DISCUSSION ITEM BROOKLYN CENTER GOAL SETTING PROCESS R SS The City Manager highlighted information from M &C No. 87 -23 regarding the Brooklyn Center goal setting process initiated in May 1987. Mayor Nyquist said this is an excellent process and it should be continued. Councilmember Lhotka said he feels this process is well worth it. There was some discussion on how to proceed with establishing and setting final priorities, who should be involved in this process, and at what point. There was discussion on the degree of involvement of the advisory commissioners. The City Manager said this process will be a discussion item at one of the February 1988 Council meetings. In the meantime, he will notify the City's consultant to discuss various options for proceeding, and he will also develop a progress chart. LICENSES (CONTINUED) There was a motion by Councilmember Scott and seconded by Councilmember Hawes to approve the on -sale intoxicating liquor license Class D (probationary license) for LaCasita Restaurant. The motion passed unanimously. 12 -28 -87 -6- i Councilmember Lhotka said he feels the George M. Hansen Company has a good reputation and it will cost about $10,000 less over a three year period than the firm recommended by Councilmember Theis. Upon vote being taken on the foregoing motion, the following voted in favor thereof: Mayor Nyquist, Councilmembers Theis, Hawes, and Scott, and the following voted against the same: Councilmember Lhotka, whereupon said resolution was declared duly passed and adopted. The City Manager presented a Resolution Setting Wages and Salaries for Calendar Year 1988. He said the resolution includes compliance with the pay equity plan, a 4% general salary increase for nonunion employees, and a $10 per month increase on insurance benefits for nonunion employees. Councilmember Theis asked if the City establishes salaries as proposed, will the salaries of some positions that fell above the pay equity corridor have their wages frozen. The City Manager proceeded to discuss the effect of the proposal in relation to the pay equity act and noted there may be some reconsideration of the City's plan if the unionized employees' contracts are significantly different than the plan. Councilmember Theis inquired about the process involving the unions, and the City Manager proceeded to explain the effect of the pay equity law on the unionized employees and the avenues used for settling their contract negotiations. RESOLUTION NO. 87 -250 Member Celia Scott introduced the following resolution and moved its adoption: RESOLUTION SETTING WAGES AND SALARIES FOR THE CALENDAR YEAR 1988 The motion for the adoption of the foregoing resolution was duly seconded by member Bill Hawes, and the motion passed unanimously. The City Manager said it has been several years since the salaries for elected officials have been adjusted, and he encourages the City Council to review them this year. He said if the Council feels an adjustment is warranted, he would suggest the Council consider the change with an effective date of January 1, 1989. The Council directed the City Manager to place this item for discussion on the February 8, 1988, City Council agenda. RESOLUTION NO. 87 -251 Member Gene Lhotka introduced the following resolution and moved its adoption: RESOLUTION EXPRESSING RECOGNITION OF AND APPRECIATION FOR THE DEDICATED PUBLIC SERVICE OF BILL ELDRIDGE The motion for the adoption of the foregoing resolution was duly seconded by member Bill Hawes, and the motion passed unanimously. The City Manager presented a Resolution Accepting Gift of Property and Authorizing the Mayor and City Manager to Execute Documents to Transfer said Property to the City of Brooklyn Center. Councilmember Lhotka asked why the City wants this property, and the Citv Manager said it is located in the flood plain and every few years the property ends up as tax forfeited property. The 12 -28 -87 -5- COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS c6V,4 .4 Gail 5,41os Tx)(, �� L.!rst 7 /0 so' �� �` d"I Owl 11'em ( Ca t e !: t?� 7 ,y � p V ce p ly 'if � / el Jr TaV <� I otS TO Gt? r ✓e}(ecr�1 rrtksT�) i ✓ ar p G. A/c S+ ✓`a r, Tt7 5NI`r/+r• tin ).fS. 1 r 71q E iiFt_�`�' jat, s Y1t�l ✓S /7�eStMrSS� -- f .✓ s rw C .e,t✓��� �drirT�� St / .11� d �G 7t � ti -( o�9a/ .N tl l& , ,cf} � /C� /1�T t .l..f 7- „ ^t "!J t�p�" 7"G1 �v�E�lr�'l�` @�. Gktaitc i �. ��r r1 C Ciy� � °ra / /� / ✓ ✓T'�.r f�. !,✓' i✓ ar (� trl � y �st �y I'i?� K� �,��r�t �`i �F.c l �T .P.»d � - J r .!Y 7 Qrl o o le r«. rvI vn,KC L ( le 1 ) �� 04 1 �5� /r11 SP4 /IV 6�, t 3 %Z �o ✓� SQi�f.A /P �t IA 11. ..� 6001 .� KT //E tic WA 7'r e r r�r. i1�.. Gr e S /• �� � .<I`� • p,.p .rr � y 1 ktvJ' 6 ash+ 1"o ) 1 e r, J - 0 0 6 j tj t "Y 1-- ` - /J (f vvs $ . I will .attend the April 12 planning process session at 6:30 P.M. I will not attend the April 12 planning process session I-will attend the dinner at 6 p.m. Nam Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS �Li //L H ! /�l�f /ten �IO//ir�rr /$ �6 ✓/1 /hi e d /Lfe.rit/f+ /s L / 4 4717 1,5 1'7 (9 C %'sl/�r�llsil �% ✓�i�s' /nom �'so/Il/e I will attend the April 12 planning process session at 6:30 p.M. �jX . _ I will not attend the April 12 planning process session I- will attend the dinner at 6 p.m. / Name Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS i --I-vri ro�re. `c- w��-r ex oc�ess TravisorooY4i*i ova -- e h 0A u, I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. X Name Box" e Phone number �a Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS iNS e(AQC G C C CC'- w + 0 blYZ �f �l�ri��1 �ft L V 1 I y- $A� � tl� F�C`�C�4 C (�t'C�ni lu 'C�. k.Q CiA��' I will attend the April 12 planning process session at 6:30 P.M. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. "I Name Phone number — 5 L 1 - A 4 c Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS AIV ZZ r aL • • a • 4 r I wil atte the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number ` � J.-% - to Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 t April 4, 1988 To: Jerry Splinter City Manager City of Brooklyn Center From: Phil Cohen Subject: Brooklyn Center 1988 Planning Process Thank you for the opportunity to provide input to the process. I accept your invitation to attend the April 12th planning process session. Before proceeding with the listing of issues, I feel that some history known to all should be stated. Having been part of the Year 2000 Planning Process that started in 1984, and that a year ago we went through the "Leadership Workshop" that was intended to "set the priorities" for all the preceding time and effort. We spent most of a Saturday afternoon to come up with what we felt were the priorities that the city would be moving forward on. Now a year later we are taking another run at the process. Very frankly, the time for planning has gone on a sufficient period of time and it would seem if we are going to be really serious, the time for action has to be now. It was last year at this time also. Having said that, I submit for inclusion in the "planning process" the following items: A. The need for a stronger single family housing maintenance code along with some type of "truth in housing inspection" at time of sale. The Housing stock continues to age and the occupants are staying longer in their homes. A great deal of deferred maintenance will be facing the future buyers of those homes. Also, homes that sit vacant for some time before they are sold also become candidates for more than average repairs, once again occupied. B. There is a need for stronger enforcement of junk car ordinances and open storage of materials. If there is needed additional state legislation to give the city the authority it needs, then it should be sought. The creeping neighborhood blight from North MInneapolis is not stopped by 53rd Ave. North. People who want to keep up there property and home values should not have to put up with people who do not care about their property. 4 Jerry Splinter Page 2 People who want to buy homes can well be discouraged about moving into a neighborhood that has blighted property. C. There also is the need for the Economic Development Authority to develop a plan that would commit the City to acquire residential properties that are in a blighted state and either rehab and /or replace them into a standard acceptable to a given neighbor- hood. D. The City should consider putting out a newsletter on a more regular basis than present. Considering that not all the residents get the local paper, it becomes more of an obligation to inform people what is going to happen, rather than the way it was. E. Having observed the legal services given to the City Council over the past few years along with the litigation that has been lost, it would seem that the City should give this matter deep and serious consideration in addition to just providing the funding in the annual budget. I have not heard any public discussion by the Council on what they expect from their legal counsel and what other options they may have to look at, including having the City Attorney as a staff member. F. Going along with the legal services provided to the City, the Council should not allow to ever happen again where the residents involved with the Bill Kelly House issue had to pay from their own funds the cost of protecting their rights. The Citizens must be able to rely on their elected officials to protect their interests. The mere threat of legal action like was thrown in the face of the City over the past year should not force the city to recoil in fear. I submitted to the Year 2000 Committee a report dealing with the housing of the elderly that was printed in the appendix. I feel that those issues raised are still valid and will continue to be with us as the city grows older. I would hope that this also becomes one of the ongoing issues that the city would look at on a timely basis. I would be happy to discuss any of the above issues in depth at your convenience. COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS l I will ttend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name B-G - ky tG/� Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS ' %r ,--�� i'_ � C.l..� s � � _ :., .'� ; .'_,, �,� r �/� ,, �; ^,-• IL I Al i . °���:.�t ���_ +i._a,�t�J' �_ °'l�l.x � � ty., ° +.C.�.c'r�� _ J l'' 4 t.,, t ,� � '�.t t ✓�� � ,�1 r " r v . ,� -z. r _.. � 'tai ° €" C1;_r° y / � r � � l , _e �� K._ L _t���1 L- t t r tt } f r y {,P r_- bt,.,� �,t':. _.E- ' .��:1s�`- 'ti`�+ }- ydri`.�. %�,• t °'�''r""/-G i A� - . r ` F� a / 6 ) 1- I 'Will attend the Aril 12 ` April planni�g p o�ess session at 6:30 p.m. I rtiil not attend the April 12 planning process session, I will attend the at 6 p.m. i p t 4 Name � �, � a: w,�� ° 4 - ^ i Phone number . ) i. ( �,� ��• M - y ; , "�s Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 f COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS Vii' Cat3 *r . $%fl *+ SCey ,Cy4 a i a s C4 't "k � - � �. � v � rt.. � r�W P1 �"* P � � c .f a• � CS ,� � Q wT"� 1 I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 �4 1 Name W. 9"'�r Phone number ,� y Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS �� �n L.�L' C:r� -m�.a . „� � �rZy c� G•r�t�t -� /.c. -� ya I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. ✓ Name D J/y S Li L LV Phone number Sc ( - t j 2_ Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 i COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS J a u I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number G - 73 , 3 Please return by April 4,1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS _ f yy// 1 -7 I will attend the April 12 planning process session at 6:30 p.m._ I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS 0 � r G� el 4 // 07 I�2!° ,il 41 Am- t°S r f I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m._ X Name _�.�5°�(�a Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS I will attend the April 12 planning process session at 6:30 P.M. ZS I will not attend the April 12 planning process session _ I will attend the dinner at 6 p.m._ yc.g Name /V Phone Phone number _ r 4 ; / V T �� J Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS SL �h I will attend the April 12 planning process session at 6:30 P.M. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone nu r Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS / 1 Y I will attend the April 12 planning process session at 6:30 P.M. x I will not attend the April 12 planning process session I will attend the dinner at 6 p.m._ Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 1 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS Z, �' i Tt �c P c r c 'i /fir IE,� ''7� .<a .v ( ?,Cl J ex di9 ti/ : \ T Q ri t L � �u'1✓l /' N /fi S g e .5 , i 2 t r N s �►� /� iv /D A J Q 00 / T `' �J(�/t! v re $� I will attend the April 12 planning process session at 6:30 p.m. k-- I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. 1/ Name Ao,, _109e(CC/ i Phone number 112 Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS ��- �,oaT /��� /i✓ly. /�� Ttf�s !�s-ri . u it a �*- c,� j pL 4 or -y 4.y dip_ 4 -o -G &-s 5 , eAl e- C'. /Y j /_/ �►! /G ®�i/ y2 S� -� ti+!/ e_ L rAll* T T TX(/n/X ?7y Cyr y VACY m ez) ,0 SS S e �Z y-Ne s aG« e4l-001' --P 40vlrf W O-v .v„vry� 01- x 1 11, I O WA< G f� v/ �714 /ax .9 >aSl�d I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name 14 P Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS I I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS f 1 I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I will attend the dinner at 6 p.m. Name Phone number �,, 3 7 ! Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS to 0eee IA-) le 00 oeu. 7 0az t / rJ - r-4E - t4FF�`fr L o C Gn /` nl S ! T/ n.0 o YC7 in � i✓T`A G. C. y z e 1/d L1S i r/ I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process sessio I will attend the dinner at 6 p.m. Ain No &-I Ou7 O tr��t J Name k C IC7 G � Z v Phone number /- 3 L s / Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS D?` U � T vL'C t j '4e, , jell (� / i I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process session I- will attend the dinner at 6 p.m. Name C Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS _see Uprty i k O nnh & s f/la d Ae can the C)CO" to y i A4 b►1 i (u a i At- PsC p(Zt10Y1 ni f a N Comm nd 17 bdiee We need ky)( A hp- I inc. ar�h� osS ot? fhis j nfepp& -- is not cLftLk I� �2oAc�i I�Pt tip nrnan�- � �, o p11w1m ) 0e1WMh-+ a� W',n �It� faY �' B Ilah Ad kin fkAxp 4-- /00 ANN 00n6 ua' CtnCf h o vx Jy fin et d zr j A 01 bAky TD nc ,ov► �, �cul „�� ck� Qeij ,nl at� our .p -� 4 Ai?(, wit( a Q AP Ili �R� l fl�ey M y tl Q0'V\Sid0AA -ton of NS�I�fJI \s�rn� � �iCilntX� �'� }0 Am neic���ir� st�bu I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process sessio I will attend the dinner at 6 p.m. Name ,�p Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS K g r. y� �`� .P"� �{,, `k ✓L.- -1 �.fJ{ {} '� .fi ,: , y a f I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process sessio I will attend the dinner at 6 p.m. Name C Phone number 1 ; Please return by April 4 1988 whether her or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS ov Jvl��� f i i I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 plannin P P g process session I will attend the dinner at 6 p.m. Name , Phone number Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager - City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 COMMUNITY PLANNING PROCESS Constitution Hall, Community Center 6:30 p.m., April 12, 1988 A LISTING OF ISSUES FOR CONSIDERATION IN BROOKLYN CENTER'S 1988 PLANNING PROCESS - t I I ' I will attend the April 12 planning process session at 6:30 p.m. I will not attend the April 12 planning process sessio I will attend the dinner at 6 p.m. Nam e4�� Phone number ___,15 Please return by April 4, 1988, whether or not you intend to join us: Gerald Splinter, City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota 55430 Wake Enterprises 6106 Excelsior Boulevard • Minneapolis, Minnesota 55416 • (612) 920 -5990 April, 1988 Mr. Gerald Splinter City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Dear Mr. S: Just a few random thoughts. Due in part to my own biases and background, I do not agree with some of the findings and resulting conclusions, however, I think that it is very important to obtain (your method ... a survey) some type of feedback information. This should be done on a scheduled basis, and will allow a general feel of attitude from the residents. It is extremely easy to assume that things are going well and smoothly and not really know the reaction of the community and the changing needs. The feedback will allow for a quicker adjustment and reaction to the community needs. Open communications and dissemination of information is extremely important. Obviously consider the source in this case. If you understand current needs, then you plan accordingly with the issues while clearly defining priority targets while others may have to wait. This understanding helps with successful transitions and passage of bond issues, planned developments and so on. In my opinion, the following target issues of 1987 should be continued: Social and human services Enhance housing stock Solid waste mandates Develop park systems. 1 seem to agree with the following suburban residential attitude trends: The national wellness craze. Tied in with parks and recreation facilities, in addition to building community pride and identity. Taxpayers favor activist city governments, and resident requirements for communications from city government are increasing. All of the following methods should be used: Newsletters Cable television Newspapers/ local and daily Posters Special mailings City staff speakers Slight disapproval is translated into electoral changes. A sense of identity can be a strong stabilizing influence. Hope this is not too boring for you. In conclusion, it seems as most communities go through the basic same changes: new communities grow old ... rehabs are required... then communities are "young" again. As we all know, the current population is growing older. The voters in turn have different needs and as indicated, are a major force to be considered. Since I am involved in the communications process, I feel that a broader scope is required to disseminate the information, and also to receive the feedback. One medium may be suitable for short periods of time, but not as an accurate and consistent source. Call if you need anything, Kent Wolkow Gitizenr. for Vetter govelftment iftes N— E— W— S— L— E— T_T —E —R Brooklyn Center, Minnesota March /April 1988 CBG STRATEGY AND PLAN --------------- - - - - -- The discussion at our well attended March 5th General Membership meeting on the CBG Stategy and Plan issue was lively to say the least. As one member said, "this is the first good discussion we've had on community concerns in one heck of a long time here in CBG, I like it ". Well, the discussion did result in the identification of some additional objectives, concerns, and roles for CBG to deal with. We have added them to the initial CBG Board 11st and enclosed them for your information and review. We have also enclosed a survey form, as requested at the membership meeting, for you to prioritize the issues according to importance to you. The CBG Board has decided that we would send this to everyone that receives our Newsletter and invite their input as well. Instructions for completing the survey are on the form itself. We request your prompt response to the survey. OUR COMMUNITY BADLY NEEDS OPEN DEBATE ON POLICY ISSUES ------------------------------------------------ - - - - -- The issues that our community will face in the 1990's are so critical, that we need to challenge both the incumbents and challengers in this years' City Council election, to identify and openly debate the issues that need to be discussed and public policy formulated on, if our city is going to be a good place to live in the next and ensuiing decades. In the 1990's, we cannot afford the luxury of Caretaker Government. Although the needs of our community today and tomorrow are very different than they were in our developing years, they are none the less just as great. Filing for the two Council terms that expire this year is open from July 5th thru July 19th.- So, it is none to early to begin thinking now, about your interest in and willingness to become a City Council Candidate. Please give it some serious consideration yourself, and also talk to your Brooklyn Center friends and neighbors who you feel could provide good leadership for our City. The CBG Board feels strongly, that the benefits of a highly contested election debate and race greatly outweigh the time and money that it requires of the candidates and their campaign committees. Our homes are still the single biggest investment that most of us will ever make, so it is absolutely essential that we all do our best to continue to build and maintain the quality of our community at all times. A good lively election campaign can do much to heighten the awareness and commitment of each and every citizen to the needs of our community. This is the time for both the incumbents and possible challengers to become highly cognizant of the present and future issues facing our community. The Project 2000 Committee discussions, which begin on April 12th, provide and excellent opportunity to gain some insight on this. Please contact City Manager Jerry Splinter, if you would like information on how to attend or participate in this highly important effort. Winners ` o getter BILL KELLY HOUSE ---------------- CBG Vice President Ron Christensen has spent. many, many hours working with the proposed Bill. Kelly House neighborhood residents, to help them achieve some very necessary influence: and control over what happens in and. to their neighborhood. Ron reports that the chances for an a by the State Leg.is1aLure, of the entire program looks quite promising at this time. And of cocjrse the Brooklyn Center City Council voted on March 28th to include [he proposed Bi 11 Kel ly House in its moratorium on this type of facility lending review and action on the program by the State Leg islat.ure. It sure is a shame drat the ne�ly,iruorhood re.7idenLs are having to spend $$$ out of their pockets to defend themselves from lawsuits and to support in effective lobby effort, but at least they are starting to see some positive response on the issue. Corrt.r:ibutions from CBG members would be greatly appreciated, as there are considerabl-e expenses yet to be paid. Please contact Ron Christensen for information on wlcere Lo send your check. CHARTER COMMISSION ACTION ON THE ISSUE OF WARD GOVERNMENT --------------------------------------------------------- After considerable discussion on why to and how to proceed with another sl.udy regarding the merits o chang-ing to Ward Government in Brooklyn Center, the issue was TABLED indefinitely by the Charter Commission at its March meeting. CBG BOARD HONORS ITS PRESIDENT ON HIS 60TH BIRTHDAY --------------------------------------------------- The CBG 11osrrd 1 -ooh a (ow minutes tit, their March Board meeting to celebrate the Goth birthday of our president and long time dedicated community leader Phil Cohen. Special birthday hats, an appropriate gag gift and a spacial Birtlidoy Coffee Cale (Board meetings are held at 7;30 am on Saturday mornings) along w-i.tlr some friendly cajoling were all part of the celebration. We are happy to report that Phil good nat.uredly tools all of this in st.ride and certainly looks none the worse for his 60 fast paced and active yc.crs in many, many areas of family, community and government Iife. This newsletter has been prepared and paid for by CBG (Citizens for Bet ter , wlr i_ch was formed in 1960, as a I ocal organization of Independents, Democrats, a.nd Republicans. Membership is open to all residents of frookLyn Center who share the groups' philosophy -- a dedication to dealing with issues concerning Brooklyn Center Municipal Government in a non - partisan manner. Phil Cohen, President (5160 92651; Ron Christensen, V- - -Pres (533- 1930) Tony Ituefter, l,.xec Sec (561 - 3251); Dawn Kiefer, Corres Sec (537 - -6515) Margaret Sandberg, Treas 1566 - -1581;; Dave Skeels, Past Pres (561 -8182) FROM: CBG BOARD OF DIRECTORS TO: A11 CBG Members Listed below are the issues as revised at our March 5th Membership Meeting. Please rank them in order from 1 thru 12, with 1 being your highest concern. Pease feel free to add :issues and of course include them into your ranking. CURRENT CITY tSSIII.S Lack of Citizen involvement _ ---- __ Housing of the menLal.ly i I I Lack or City Cournc-i_l involvement. in municipal leagues (metro, state & Nat'] Volunteer Coordinator on C i t y Stiff Inadequate communication on city issues with all. taxpayers Earle Brown Farm Development, _ high rents in Brookwood - Landlord problems Ci ty Counc:i 1.' s OPEN FORUM i s in ti midat ing ra ther than open and warm Properties r we] l maintained no t being Need for better- trarri_c corridors to move traffic in and out of neighbor unto hi f;hways and freeways Name change for Citizens for Better Government Please complete the priority ranking and mail. it by April 15th to: Tony Kuefler CBG Executive Secretary 5943 Abbott Ave N Survey Brooklyn Center, Mn 55429 3/12/88 N CBG STRATEGY & FLAN ------------------- 1. COMMUNITY ATTRIBUTES DESIRED BY BROOKLYN CENTER CITIZENS -fair taxes, including an appropriate balance between taxable and non - taxable properties - balance in the make -up of our community residents (ie; age, wealth, education, owner vs renter, etc;) -to be a progressive community (ie; be proactive in assuring the vitality of our community) -fair treatment of and opportunity for all (ie; residents and business) - decent, sensitive and responsive city governmental officials (both elected and paid staff officials) - active citizen involvement in the affairs of our community -well maintained property (residential, industrial and commercial) - affordable housing for elderly citizens - capability of citizens to impact change in city, county and state laws when needed -a place for an individual citizen to be heard, when they feel helpless and vulnerable - elected officials who reach out into the neighborhoods to dialog in an unofficial manner, in addition to the official capacity in the Council Chambers 2. KEY REQUIREMENT IF CITIZEN DESIRED ATTRIBUTES ARE TO BE ACHIEVED A non - partisan City Council made up of a Mayor and Councilpersoni, who have a sincere interest in, awareness of, and the competency and commitment to assure that the needs of all constituents are fully represented at all times. A City Staff that is responsive to its residents. 1 r 3. ROLE CBG COULD /SHOULD PLAY IN ASSURING THAT THE DESIRED COMMUNITY ATTRIBUTES ARE ACHIEVED -take an active role in promoting citizen involvement in the affairs of our community -take an active role in searching out and electing candidates to the City Council -take an active role in assuring the accountability of our elected officials and in providing the appropriate support in reward for that accountability -take an active role in initiating discussion on community issues actively participate in presenting of information and facts on major issues while the discussions leading to decisions are taking place - serve as a Clearing House for city issues -take the lead in interacting with other community organizations 4. WHAT MUST THE CBG DO TO BE IN A VIABLE POSITION TO PLAY THE ABOVE ROLE -have a sizeable membership made up of a good cross - section of citizens - provide a forum for members to learn about our community and the process of local government - provide a regular communication to our membership - provide a forum for members to learn about and become involved in the process of city council candidate selection and support - regularly survey the attitudes of our communities' residents - maintain a good understanding of the make -up of our community and and know what the key issues/concerns of each group are 2 5. CITY ISSUES ONGOING ISSUES: -------- - - - - -- - Police protection -Fire protection -Water -Sewer - Streets -Parks -Taxes CURRENT ISSUES: -------- - - - - -- -Lack of Citizen involvement - Housing of the mentally ill -Lack of City Council involvement in municipal leagues (metro, state & Nat'l) - Inadequate direction for Volunteer Coordinator on City Staff - Inadequate communication on city issues with all taxpayers -Earle Brown Farm Development -High rents in Brookwood - Landlord problems -City Council's OPEN FORUM is intimidating rather than open and warm - Properties not being well maintained -Need for better traffic corridors to move traffic in and out of neighborhoods unto highways and freeways -Name change for Citizens for Better Government CBGSTRAT 3/12/88 3 Appendix A POLICY AGENDA 1988 -1989: INITIAL IDEAS MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA APRIL, 1988 Worksheets L L L I POLICY AGENDA 1988 -1989: INITIAL IDEAS MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA APRIL, 1988 (_ Worksheets 1 # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS Redevelop and Revitalize Our 16 3 0 Communit a 50th and France /Joslyn Pole Yard 80 20 100 Redevelopment Develop redevelopment plan Decision: Direction b. 69th and Brooklyn Boulevard 65 13 78 . Develop redevelopment plan . Decision: Direction C. Earl Brown Farm 41 6 47 Complete and finalize design Initiate construction: 9/88 - d. Redevelopment Strategy w' P g y i t h 48 4 52 Priorities . Develop redevelopment strategy . Determine priorities . Decision: Direction e. P.U.D. for Redevelopment 78 8 86 Develop P.U.D. concept Revise zoning ordinance Decision L Targeting Worksheets Page 2 { # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS I 1. Redevelop and Revitalize Our Community Continued I f. Comprehensive Plan: Review and 60 15 75 Revise I Review and evaluate current plan . Define community direction Revise Plan Decision: Direction g. Lynbrook Bowl Redevelopment Plan 76 18 94 • Develop redevelopment plan • Decision: Direction 2. Provide Social and Community Services 2 11 2 a. Senior Citizen Drop -In Center 3 20 4 27 Determine needs Determine location Develop Center concept Decision: Direction b. Program Coordination Among 5 22 2 29 Agencies • Identify and evaluate current agencies and programs • Explore ways for better coordination Decision: Direction C. Field House Feasibility Study 4 24 6 34 L . Assess need Complete feasibility study Determine funding Decision L L L Targeting Worksheets Page 3 PRIORITX # TARGET ISSUES PROJECT TOP HIGH LOW STATUS 3. Maintain and Enhance Quality of 13 7 0 Housing Stock a. Housing Maintenance Code 56 27 83 (Multi- Family) Develop code Decision b. Housing Maintenance Code 48 36 84 (Single Family) Develop code Decision C. Enforcement Program: Evaluation 60 39 99 . Evaluate current Program and activities Explore options Develop Program refinements . Decision L d. Proactive Housing Maintenance/ 48 37 85 Rehabilitation Program L Evaluation and direction Develop Program Determine funding L Decision e. Target Area Program for Housing 53 45 98 Rehabilitation . Assess housing problems . Define target area L . Develop program Decision L f . Housing Transfer Inspection 91 54 145 Program L Develop Inspection Program Work with real estate commu- nity Dec L Targeting Worksheets Page 4 PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS 3. Maintain and Enhance Cuality of Housing Stock Continued g. Elderly Housing Alternatives 111 24 135 Analyze needs . Explore options: "Cluster homes," condcminiums . Determine funding . Decision: Direction h. "Bad" Building Buyout Program 95 38 133 Developer buyout program concept p . Explore methods for resale . Determine funding i . Planned Unit Development (P.U.D.) 1()0 4$ 148 Ordinance Review draft Decision j. Housing Impact Study 53 37 90 Complete study Develop recommendations Decision: Direction 4. Manage Solid Waste 5 10 0 L a. Public Information Program on 8 17 25 Solid Waste • Develop program L • Decision Implementation b. Recycling Program: Continuation 7 13 20 and Expansion Conduct second public hearing L Decision: Program direction L Targeting Worksheets Page 5 # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 4 5. Promote Economic Development and Diversirlcation 10 8 0 a. Small Business Retention Program 28 26 54 ! Develop Retention Program Work with various groups Determine funding sources • Decision b. Job. Creation Program 36 70 Explore options Review Programs in other cities Develop job creation concept Determine funding sources Decision I C. Major Hotel Feasibility Study 48 36 84 . Complete study Decision: Direction d. Zoning Ordinance: nce: Evaluation and Revision 36 20 56 . Evaluate current ordinance . Focus key issues Revise ordinance Decision: Direction L e. Economic Development Commission: 29 32 61 Creation Develop Commission concept: • L Definition of purpose and structure • Determine funding L • Decision f. Redevelopment Policy: Completion 33 20 53 L Develop policy Decision L L -I Targeting Worksheets Page 6 I I # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 6. Maintain and Enhance Financial stability of City 5 5 4 a. Alternative Revenue Study 7 5 4 16 I • Explore alternative revenue sources • Determine long -term revenue needs • Develop revenue plan Decision: Direction b. City Sales Tax (With Cap) g 10 g 26 Seek state legislative changes Initiate City Sales Tax 7. Maintain and Expand City Facilities 3 7 3 a. Auditorium 14 33 15 62 Determine needs Develop concept Develop plan Determine financing Decision: Direction b. Field House 13 19 14 46 L Determine needs Develop concept Develop plan Determine financing Decision: Direction L C. Facilities Management Inventory 7 19 7 33 Systems L Inventory current facilities Develop ongoing system L f Targeting Worksheets Page 7 # TARGET ISSUES PRIORITY PROJECT j TOP HIGH LOW STATUS ! 7. Maintain and Expand City Facilities Continued d. Upgrade Facilities Maintenance P 8 1 Pro 8 6 g 32 . Review current Maintenance Program . Identify problems and needs Explore options Decision: Direction e. City Hall Expansion 7 27 5 tip Determine space needs: Current and future Explore options Develop design ign Determine funding Decision f. Golf Bubble: Direction 20 51 20 91 Determine needs Develop conceptual design Determine funding L Decision g. Tennis Court Bubble: Direction 23 47 22 92 L Determine needs Develop conceptual design Determine funding L Decision h. wellness Activity Center 18 38 18 74 Determine n needs Develop concept Determine funding Decision L Targeting Worksheets Page 8 i # PRIORITY TARGET ISSUES PROJECT TOP HIGH LOW STATUS 8. Improve Transportation and Traffic systems 7i 11 2 a. Rail Light: Decision 65 66 11 142 • Analyze impact on Brooklyn Center • Develop city policy position Decision: Direction b. Park -n -Ride 51 68 7 M Determine needs Revise ordinance for special use Decision C. 69th Avenue /Shingle Creek 47 44 13 104 Parkway: Study Completion _ Authorize preliminary design Develop design Approval d. Brooklyn Bouldevard: Left Turn 20 55 11 Problem Resolution 86 Analyze problem Explore options Decision e. Traffic Flow: 69th and Brooklyn 1g 9 Boulevard 60 Analyze traffic flow L Explore options Decision: Direction f. Intra -City Transit Service: 29 72 15 Evaluation 116 Assess our community needs L Explore optional approaches Develop concept, determine funding sources qJ nn L Targeting Worksheets Page 9 i i PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS I 8. Improve Transportation and Traffic Systems Continued g. Street Replacement Policy and Fund 47 45 11 103 Review current situation Determine needs Determine funding I Decision: Direction h. Suburb - to- Suburb Transportation g1 12 I Stud y 130 . Work with Northern Mayor's I Association Determine needs Develop concept Explore options I Decision i. Senior Transportation System: 51 $0 10 Evaluation 141 Evaluate "Hopkins" Taxi System • Determine our community needs Develop our Program with funding Decision: Direction j- I -694: Bridge Widening 20 41 11 72 Complete construction 9. Enhance Visual Image and Appearance 4 10 2 I - of Brooklyn Center a. Landscape Beautification 9 3 } Improvements J Identify potential projects Develop projects Determine funding Decision I i Targeting Worksheets Page 10 I PRIORITY I TARGET ISSUES PROJECT TOP HIGH LOW STATUS 9. Enhance Visual Image and Appearance of Brooklyn Center Continued b. Annual Community "Clean -Up" Day 4 16 5 25 Develop "clean -up" concept Work with various groups Determine funding needs and sources Decision C. Streetscape /Street Lighting 11 22 4 37 Projects • County Road 10 (Brooklyn Boulevard to Logan) • Xerxes (100- Shingle Creek Parkway) • Brooklyn Boulevard ----------------------------- Implement streetscape and lighting plan 10. Improve Community Information and 4 5 4 Involvement a. Community Survey 9 14 14 37 Develop survey concept and process Complete survey Analyze data Incorporate into community L goal setting b. Cable Television Improvement 23 38 24 $5 L Improve communication bulletin board updates L . Decision L (- Targeting Worksheets Page 11 I ` I # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS I 10. Improve Community Information and Involvement Continued C. manager Newsletter: Expansion 19 20 16 55 • Evaluate current newsletter Explore possible improvement • Develop refinements d. Community Newsletter: Initiation 13 25 26 64 • Explore newsletters from other 1 communities Develop newsletter concept for Brooklyn Center • Decision e. Volunteer Recognition Program 21 29 10 60 Develop program concept Decision f. Cable Broadcasting Public 28 31 $$ Meetings Develop concept L Determine resource needs Decision Implementation L g. Newspaper Space for City News 19 24 18 61 L Explore options Negotiate with newspaper Decision: Direction h. Brooklyn Center: Marketing gl Program 25 30 26 L Develop program, brochure, video, slide show Determine funding source L Decision Implementation i Targeting Worksheets Page 12 f I # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS I 10. Improve Communitv Information and Involvement Continued i . volunteer Recruitment Program 25 22 19 66 Develop Program concept Decision j. Community "Welcome Wagon" 3$ /{0 36 114 f Reestablishment • Evaluate current situation 1 • Assess needs Develop concept • Decision 11. Develop Park System and Resources 0 7 2 a. Riverridge (North Mississippi 15 3 18 Regional Park) Acquire land by Park District Complete bike and pedestrian path connection b. Kylawn- Preserve - Arboretum -Twin 12 5 �] Lake Complete study Review study Decision: Direction Coordinate with Robbinsdale and Crystal L C. Palmer Lake Park 15 4 19 L Direction 12. Enhance Community Safety 8 10 0 L a. McGruff Program: Expansion 48 52 100 Evaluate current Program Define Program elements Decision L 1 Targeting Worksheets Page 13 I PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS f 12. Enhance Community Safetv Continued r b. Officer Friendly Program 38 52 90 !( Develop Program concept . Decision C. Neighborhood Crime Watch Program 27 37 64 Evaluate current Program Explore approaches for Program expansion Work with community Decision d. Police Services: Evaluation and 23 20 43 Master Plan • Evaluate current organization and Programs • Develop Master Plan for future • Decision: Direction e. Fire Services: Evaluation and 37 40 77 Master Plan Evaluate current organization and programs Develop Master Plan for future Decision: Direction f. Crime Prevention Fund 32 45 Explore creation of Crime Prevention Fund Work with community L Develop concept Determine funding sources Decision L g. Bike and Pedestrian Safety Plan 45 61 106 and System L Develop plan Decision L t i Targeting Worksheets Page 14 I # PRIORITY TARGET ISSUES PROJECT TOP HIGH LOW STATUS { 12. Enhance Community Safety Continued I h. Aging Population Study Service 91 Needs 38 53 • Identify special services need I for aging population . Assess impact on current services • Develop approach for responding to needs • Decision 13. Enhance Code Enforcement 6 7 4 a. Nuisance Ordinance: Review and Update 10 12 7 29 . Review current ordinance . Focus critical issues Revise ordinance Decision 1 b. Fee and Fine Structure: Review 14 16 11 41 and Revise . Evaluate current structure L . Explore options . Revise structure . Decision L C. Code Enforcement Program: Image 9 14 6 Enhancement 29 • Develop strategy for modifying image Evaluate staff needs L Evaluate direction L L i Targeting Worksheets Page 15 I PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS I 14. Promote Pride in Brooklyn Center 4 5 1 I a. Community Pride Program 6 8 1 15 Develop city strategy for promoting civic pride Decision b. All - American City Award 6 7 2 lj • Decision: Pursue or not Develop application I Work with various groups Develop strategy Obtain award i I l_ L L TO: Gerald Splinter { City Manager + Brooklyn Center, Minnesota FROM: Jan Sumek DATE: April 20, 1988 SUBJECT: Leadership Workshop: Targeting Sheets Enclosed is a summary report for the Leadership Workshop `t earlier this month. Appendices A and B provide you with the Policy Agenda and Targeting Worksheets which you have been waiting for. It is our understanding that these will be revised based upon additional feedback and voting. When this information is available to us, the sheets will be revised, reprinted and iN fowarded to you to add to this report, or to replace the existing appendices. `_. Please call me if you should have any questions. i t* . SUMEK ASSOCIATES 3775 Iris, Suite 1 a Boulder, Colorado 80301 (303) 442 -1650 LEADERSHIP WORKSHOP: COMMUNITY GOAL SETTING FOR BROOKLYN CENTER MAYOR AND CITY COUNCIL Nik BROOKLYN CENTER, MINNESOTA 4 3 Summary Report ' APRIL, 1988 may: s+ SUMEK ASSOCIATES ' 3775 Iris, Suite 10 Boulder, Colorado 80301 (303) 442 -1650 i LEADERSHIP WORKSHOP: COMMUNITY GOAL SETTING FOR BROOKLYN CENTER MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA ' This report and all related materials are copyrighted. The report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. Copyright ° 1985, 1986, 1987 and 1988, Sumek Associates, Inc. ' All rights reserved. ' LEADERSHIP WORKSHOP: COMMUNITY GOAL SETTING FOR BROOKLYN CENTER MAYOR AND CITY COUNCIL ' BROOKLYN CENTER, MINNESOTA ' Table of Contents Page No. Introduction 1 1. Leadership Workshop: Review 2 t 2. City as a Team 4 A. City: Governance Process - Management Process - Service Delivery Process 4 FIGURE 1: City Model 5 ' B. Team: Concept Review 8 ' C. Mayor and Council as Leaders 9 3. Strategic Planning and Goal Setting for Cities: G -A -M -E P- L -A -N -S 10 A. Leader: Challenges and Choices 10 FIGURE 2: Governance Grid 13 B. Strategic Planning for Cities: ' A New Perspective 16 C. G -A -M -E P- L -A -N -S as an Ongoing Process 18 FIGURE 3: G -A -M -E P- L -A -N -S - A Model for Strategic Planning 21 ' D. G -A -M -E P- L- A -N -S: Process Outline 22 FIGURE: Strategic Planning and Goal ' Setting Model 25 4. Celebration of Accomplishments: Gold Stars for 1987 26 TABLE l: Gold Stars - Mayor and City Council 27 ' Table of Contents, Page 2 ' Page No. ' 5. Brooklyn Center: Forces and Challenges 29 TABLE 2: Our City - Forces and ' Impacts 30 6. Our Policy Agenda. Initial Ideas 33 7. Building Our Policy Agenda: Next Steps 34 ' Appendix A: Policy Agenda - Initial Ideas LEADERSHIP WORKSHOP: COMMUNITY GOAL SETTING FOR BROOKLYN CENTER MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA Summary Report The purpose of this report is to summarize the Leadership Workshop conducted in the City of Brooklyn Center in April, 1988. The primary focus of this workshop was on community goal setting, focusing forces affecting Brooklyn Center's future, and on identifying potential policy issues and projects. This report presents concepts, highlights key points of discussion, and outlines initial thoughts on policy issues and projects for the Brooklyn Center Policy Agenda during 1988 -1989. ' This report is divided into the following sections: 1. Leadership Workshop: Review ' 2. City as a Team 3. Strategic Planning and Goal Setting for Cities: G -A -M -E P- L -A -N -S 4. Celebration of Accomplishments: Our Gold Stars for 1987 5. Brooklyn Center: Forces and Challenges 6. Our Policy Agenda: Initial Ideas 7. Building Our Policy Agenda: Next Steps e 2 e e 1. LEADERSHIP WORKSHOP: REVIEW e The Mayor and City Council serve as the key leaders of the "city team." They are the steering mechanism which guides the future direction of the city. They can choose to explicitly define the future direction for the community based upon input e from citizens, or they can react to the direction as others define it for them. e In order to enhance the capacity of the Mayor and City Council as policy leaders, it is important to build their capacity as team members and team leaders, and to develop e strategic planning and governance processes that clearly establish the goals, direction, and tone of service delivery for the city. The Leadership Workshop in April provided an opportunity for the Mayor and City Council to gather input for e defining the future direction of Brooklyn Center. e The specific objectives of this workshop were: To review accomplishments from 1987, awarding gold e stars for completed projects To provide a common frame of reference for understanding the targeting process in Brooklyn Center e To define forces shaping Brooklyn Center's future, and to explore their impact on policy direction To test policy direction for 1988 e To define specific projects and actions for 1988 To lay a foundation for finalization of the policy agenda for the Mayor and City Council e During the workshop, wth following topics were covered: e Year in Review: Gold Star Accomplishments and Status of Target Issues e City as a Team Strategic Planning and Goal Setting for Cities: G -A -H -E P- L -A -N -S e e L_ ' 3 ' Brooklyn Center: Trends and Forces Affecting Our Future ' Testing Policy Targets Projects and Actions: Brainstorming ' Building Our Policy Agenda: Next Steps The remainder of this report summarizes the Leadership Workshop. ' 4 ' 2. CITY AS A TEAM Old models of cities no longer accurately describe cities of the 1980's. Today, there is an emphasis on getting back to the "basics," the underlying values which define "What is a city ?" There is also a greater sense of partnership among policy leaders, managers, and employees. There is a growing recognition that effective service ' delivery requires an interdependence of the city and the community. This changing environment has forced cities to rethink their values, roles, management, and operations. A. City: Governance Process - Management Process - Service Delivery Process ' An effective city team is driven by values. The Mayor and City Council have the responsibility for determining the primary ' values driving the city. These values are reflected in the tone for city services, the vision for the future, and the desired policy direction through identification of target issues. Management and staff then have the responsibility of translating ' these values into reality, and making their daily actions consistent with the values. ' A city team can be viewed as consisting of three primary, interdependent processes: ' Governance process Management process Service delivery process The diagram on the next page illustrates this perspective. ' The governance process provides overall direction for a city. The key players are the policy leaders - primarily the Mayor and City Council. They share their responsibilities with various boards, commissions, and key managers. The primary ' functions of the governance process are: To set a tone which guides management and service delivery To focus the future vision of the community - the ' long -term horizon 1 5 1 FIGURE 1 CITY UKGANIZATION 1 ii 1 1 GOVERNANCE 1 '1 1 1 MM i MANAGEMENT P A A G 1 CE T 1 !1 1 SERVICE 1 1 1 1 Copyright: 1987, Sumek Associates, Inc. All rights reserved. ' 6 ' To translate this vision into specific target issues which need to be addressed during the City Council's life cycle To determine policy direction and guidelines for the city ' In addition, policy leaders have the responsibility for sensing the community's values, and for obtaining feedback on city performance. Based upon this feedback, a comparison is made ' between the desired outcomes and the actions of the city. The management process focuses on the design of mechanisms ' for translating the vision and target issues into action. The key players are the various managers and supervisors within the city organization. The primary functions of the managers are: To develop an organization philosophy which reflects values and beliefs about how the city should be managed and operated on a daily basis To develop specific programs for achieving consistency between values and actions ' To anticipate issues and problems ' To resolve problems which are hampering management and service delivery In addition, managers have the responsibility of interpret - ing the directives of the policy leaders, and translating them into guidelines for employees. ' The service delivery process focuses on the actual delivery of services to citizens. The primary players are city employees ' and city contractors. Most systems do not distinguish between employees and contractors, but rather center on the actions involved in the service delivery process. The service delivery employees have the following functions: To provide services to the citizens which reflect the city's values ' To provide feedback to managers about the community To monitor performance in service delivery 7 ' The actions taken by individuals who provide services are the most visible. Citizens compare these service delivery actions with their actual desires and, based upon this comparison, the ' city is evaluated in terms of its effectiveness. A citizen's image of the city is based upon his or her ' perception of the actions taken by managers, city employees, or city contractors. It is a reflection of how the telephone is answered at City Hall, the manner in which a police officer handles a request for service or assistance; or the observations made on a city crew in action. If a citizen's experience with the city's service delivery is positive, they generally will not share it with many individuals. However, if the experience is negative, the incident will be shared with others. Each time the experience is shared, unintentional distortions may occur. By the time the incident is recounted to the Mayor and City Council, the story about that action may be 20% truth and 80% fiction. In a value- driven team, the linkage of values will tie the governance - management - service delivery processes together, and the result will be values which are reflected in the city's image. ' In the 1980 there appears to be a shift in the relation- ship between the three key processes. Each city organization strikes its own balance in the relationship of the processes. ' B. Team: Concept Review The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take actions and accomplish results. ' OUR G = GOALS The foundation for an effective team begins with a well - defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by outlining a common vision and values. R = ROLES AND RESPONSIBILITIES The second element is defining the individual roles and responsibilities of team members. Clear expectations and 1 performance standards are outlined. Individuals assume responsibility for fulfilling the expectations and for making the team work. Everyone is held accountable. E = EXECUTION The third element is evaluating and adjusting the team ' process. This involves developing a specific operational plan and processes for executing team goals, evaluating team performance and processes, and making adjustments to ' enhance the team's effectiveness over time. A = ATTITUDE The fourth element is building work relationships, result- ing in a strong sense of unity among team members. This Team Spirit is the "glue" which holds the team together, particularly in times of pressure and frustration. It is a reflection of belief in self and in the team. T = T RUS T The final element is building the level of trust among ' team members. The members need to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. ' CITY TEMI 9 ' C. Mayor and Council As Leaders ' MAYOR AND CITY COUNCIL ARE: L = LEARNING ' Awareness: Self and others Setbacks become opportunities Flexibility and adjust (change) ' E = EMPOWER ' Work with others Encourage others to act Monitor performance A = ACTION Game plan - steps Produce results Look for better ways D = DIRECTION Defined goals and desired outcomes Advocacy for direction ' Adjust to feedback E = EMPATHY ' Listening without judgement Respect for each other ' Sensitive to others, bring them along Build relationships R = RECOGNITION Provide positive encouragement Celebrate accomplishments ' Personal attention S = SPIRIT ' Set tone and image Support for each other Sense of unity 10 ' 3. STRATEGIC PLANNING AND GOAL SETTING FOR CITIES: G -A -M -E P -L A -N -S Most city governments find themselves "stumbling" into the future. If a citizen entered a typical municipal organization and asked the question "Where is our community going ?" there would be a multitude of responses. Most cities have not achieved consensus on their future direction, which leads to unresolved value conflicts. While the city struggles to maintain the most ' effective balance between commitment to the community and available resources, these value conflicts can tear the Council in difference directions. As a result, the city organization and the ' community suffers. In addition, lack of clear leadership leads to power struggles to fulfill the leadership void. Those who assume "leadership by default" focus on reacting to crises or on trying to immediately satisfy citizens' demands. The city has no clear direction, nor any idea when it will get there. Most cities are confronted with either an ineffective ' strategic plan, or the complete lack of one. The situation in many cities is best characterized by: Complicated plans which collect dust Underdeveloped processes which lack continuity Inflexibility, which results in inability to quickly respond to opportunities Focus on quick response to perceived crises, which may consume too much staff time ' No value -based document which guides the future direction "Ritual" of annual goal setting, with minimal follow- ' through or monitoring of progress ' A. Leader: Challenges and Choices The Mayor and City Council have the responsibility to provide leadership through setting goals for the city. In the past, many policy leaders have been extremely hesitant to undertake a goal setting process. Their hesitancy is based upon the following factors: Lack of Process - In most communities, there is not an effective process for developing or achieving goals. This is primarily because there is a great deal of I 11 confusion about what a goal is. A multitude of processes are often tried with little success, because no distinction has been made between a desire and a ' dream, or between a vision and a goal. This distinction must be made before a community can move ahead toward setting and achieving goals. No Desire for Exposure - Goal setting sessions threaten individuals by opening up personal values to the scrutiny of other City Councilors as well as to the ' general public. This can be politically risky. Complexity of Issues - Many issues can be extremely complex, and because of this, City Councilors may feel insecure about their technical knowledge in the relevant subject area. This can result in an uncomfortable dependency on staff, and generate feelings that staff is "leading" on the issue. Reluctance to Get Involved - The political payoff for goal setting is minimal. Some City Councilmembers may believe goal setting reduces their ability to maneuver in situations. Others may feel that there are no immediate demonstrable or concrete results. Confused Horizons - City Councilors may not have established well - defined time frames for achieving goals. Some goal setting sessions focus on short -term goals (one -two years), while other sessions focus on the long -term goals (20 years or longer). ' Shifting Priorities - many local elected officials do not want to be locked into a defined set of goals and ' objectives for which they may be held accountable. They prefer to react to the current existing pressures within the community. In addition, they want to have the flexibility to shift priorities from moment to moment, rather than be committed to a previously agreed -upon ranking of issues. As a result, in many communities there seems to be a tendency to avoid setting goals rather than address this concern through an effective process. This may create time bombs which are likely to be set off during the 1980's and 1990's. Goals provide direction to the City Team. Every goal has two dimensions: 1. Horizon - Goals should address both immediate and future needs. Short -term decisions should produce long -term benefits for the City. III , 12 ' 2. Scope - Goals should be clearly understood by team members and be comprehensive in their approach to the elements of an issue. They should also reflect the interrelationship of the relevant issues. The effectiveness of a goal is determined by the degree of ' consideration given to all the issues, and by the quality of the processes which are used to establish the goal. Today many individuals ask: "Where have all the leaders gone ?" A Councilmember's primary role within a city is to pro- vide leadership by defining a vision of the future and translat- ing it into specific actions. However, the selection of most ' Councilmembers is not based upon leadership they have shown in the past. Leadership and management are not the same thing, although the words are frequently considered synonymous. Leaders "show the way," while managers achieve well- defined objectives by organizing the efforts of others. Leaders strive for ' effectiveness through the application of vision and judgment, while managers design processes to achieve defined goals. Leaders inspire, managers plan. As a result, organizations are ' often well managed, but poorly led. In a city organization, the choices made by the Mayor and City Council determine the type of leadership they will provide. Making the right choices becomes their governance challenge. ' The type of leadership, or governance styles, used by individual Councilmembers can be divided into four basic levels: t LEVEL 1 : Responder ' LEVEL 2 : Problem Solver LEVEL 3 : Dreamer LEVEL 4 : Leader A depiction of these levels of governance can be found in the diagram on the next page. A brief description of the primary characteristics of each of these levels is presented on the following pages. LEVEL l : Responder Councilmembers operating at this level focus on reacting immediately to inquiries and demands by citizens and special interest groups. They desire to please by responding to individuals' needs (with little consideration 1 of the possible implications for the entire community). 13 ' FIGURE 2 LEADERS' DECISION: ' GOVERNANCE GRID Scope of Decision - making 0 erational ( Current) P / COMMUNITY ISSUES ' Narrow iodide Far Level 3: Dreamer Level 4: Leader . Political zealot . Written vision . City - "Save the . Agenda - work pro - world" gram ' C . Causes . "Chunks" of action O . Staff take, carry . Roles and responsi- M it bilities defined ' M . "Monday Morning . Service - basic U Quarterbacking 11 . Plan - direction N . Personal agenda . Mobilize support I . Spend money . "Big picture" Planning T . Trust in staff Horizon - Y . Buffer ' Image of D Level 1: Responder Level 2: Problem Community I Solver R . Goals change daily E . Shifting direction . Business -like C - unfocused . Bottom line T . Single issues - re- . Efficiency of I act to individual resources O citizens, pressure . Interrelated issues N "Quarterbacking" . Detail - oriented . Avoid long -term . Responsive . Led by others . Direct Personally based . Recycling problems data . Avoid specific Personalization of policies issues . Desire flexibility No ground rules . Emphasis on results Near Copyright O 1987 Sumek Associates, Inc. All rights reserved. 14 ' There is an orientation to the past; old issues are reconsidered again and again because effective resolutions were not reached the first time. e The Responsive Councilmember does not have a clear understanding of his or her role or level of authority. He or she does not see Council as needing to provide future ' planning or linkages between issues. Goals may be too restrictive; for instance, they stifle the ability to drop everything and immediately take care of the citizen who wants complete snow removal on their street. From their perspective, Council's role is to dispose of issues. Responsive Councilors adjust the process from situation to ' situation, as they believe each one is different and should be handled by a new set of rules. LEVEL 2 : Problem Solver Councilmembers operating at this level focus on solving problems in an effective and efficient manner. They desire to identify projects and produce quality results. The focal point is short -term, pulling together the necessary resour- ces to address the problem or crisis. They will identify the current needs and issues, take time to develop appropri- ate action plans, and adjust the performance based upon e feedback. Problem Solvers see the primary role of Council as bringing business and its techniques to government. ' Emphasis will be placed on management systems and control, as well as on effective problem solving. Councilmembers who are Problem Solvers believe the role of Council is to minimize the unnecessary growth of government services and ' resources, and to minimize their intrusion into the private sector. For the most part, Problem Solver Councilmembers aim to achieve a clear understanding of their role in conjunction with staff on handling current issues. LEVEL 3 : Dreamer Councilmembers operating at this level focus on what the community might be in several years. They prefer to define long -term, symbolic issues rather than address the current needs of the community. Many are political zealots who have a "cause for the future." These individuals are minimally concerned for how this broad direction is ' achieved. The Dreamer is more concerned about gaining the community's acceptance of the desired conceptual direction. e 15 ' In many communities, Dreamer Councilmembers may focus on issues over which the Council has no direct control. Other short -term, immediate issues are deferred to staff for resolution. The Councilmembers tend to be very suspicious of management systems and of professional administrations in general. Words substitute for actions since there is no closure or follow - through on issues. Unfocused frustrations may exist among fellow Councilmembers as well as among staff, and anger is likely to surface frequently. ' LEVEL 4 : Leader Councilmembers operating at this level focus on blending a concern for what might be in the future with the reality of today. They integrate the diverse issues related to the community and to the city organization into an explicitly defined, value- driven direction. Leaders develop a framework for action by defining the future path for a city and, when necessary, adjusting the performance as they move along the path. There is a clear distinction between the governance and management processes at this level. Leaders recognize the need to link together leadership (provision for the future) and management (mechanisms for accomplishing the desired image). Initially, the Council identifies their individual unfocused images of the community and, from this, the vision ' for the community's future is outlined. Current issues are anticipated, analyzed, and appropriately addressed. Ideas are tested and put into action. By balancing the focus on a long -term vision with resolution of short -term issues, leaders set a tone for the city's policy direction which guides the attitudes and behavior of both the citizens and the staff. Each Councilmember individuall y, and the City Council as a collective team, need to make choices about the approach with which they are most comfortable. This leadership choice guides the goal setting process. ' In the same light, the Council's satisfaction with goal achievement is based on a very simple formula: S = PR - E Satisfaction = Perception of Reality - Expectations The degree of satisfaction with goal achievement depends on how we balance this formula. Our expectations for goals are based upon what we expect or desire to happen, and reflect our ' definition of success. Many individuals try to meet others' 16 expectations and sacrifice their own; others may set their expectations too high - so high in fact, that they are too unrealistic to achieve. The key to the successful achievement of goals is to know oneself and one's values, which lays the foundation for setting realistic expectations about what should and can be accomplished. In certain situations, a "good enough" response may be appropriate; we cannot achieve perfection in all ' situations. Realistic goals allow us to achieve a "positive satisfaction." B. Strategic Planning For Cities: A New Perspective City organizations are beginning to respond to the increas- ing demands of communities by grasping for strategic planning, using the corporate model from the private sector. They are embarking to produce a document which outlines a strategic plan for the city, and guides the establishment of an annual goal setting process. However, by attempting to apply a set of speci- fic rules to a situation which requires adaptability and openness to opportunities, many of these efforts are destined to fail. We should learn from others who emphasize strategic processes over Tans. ' In Thriving On Chaos Tom Peters emphasizes the concept of strategic direction over strategic planning. He points out, strategic planning as we conventionally conceive it has ' become irrelevant, or worse, damaging. What is a good strategic plan? There is none. But there is a good strategic planning process." The key assumptions are: Getting people involved Minimal constraining assumptions (e.g., municipal revenues) Yearly modification (bi- annual modification means it will become bureaucratic) Asking new, tough questions ' Flexibility of thought and actions ' Allowing for vigorous debate of current, relevant issues The document is a "living" document - it may be burned the ' day before it is supposed to go to the printer! 17 ' In The Renewal Factor Bob Waterman points out "no matter how much planning you do, you cannot plan for some things. Develop a corporate direction, not a strategy. Keep your basic strategies fairly simple, straightforward and even dull. The strategy itself is important crucial as a matter of fact but is not where the action is." He concludes that "complete strategies are often ' exercises in self - delusion." Again, the emphasis is setting a direction and developing ongoing processes to take advantage of opportunities. The key assumptions are. Assume that opportunity knocks often Set overall direction, not specific, detailed strategies e Treat the strategy as "informal opportunities" Think and rethink basic direction ' Kee the statement simple and general A p g ' Keep repeating the direction Go with "gut feelings" - don't over- quantify ' Value experiences Need for integrative thinking ' In Beyond The Quick Fix Ralph Kilmann emphasizes strategic planning as a process of making strategic choices. He points out the mission statement communicates the essential reasons behind the organization's existence...strategy is choosing particular approaches - how it plans to accomplish the mission." In a city, this concept can be translated into defining a mission and dev- eloping strategies for realizing the mission in the organization and, ultimately, in the community. The key assumptions are: e There are no simple problems Need for participation ' Shared understanding of issues and community Common frame of reference Intensive examination and debate of assumptions and values ' Adjustment of values to organization context Go beyond survival ' 18 ' In "The Corporate Rain Dance," Russell Ackoff states that most strategic planning is "a hodge- podge, not a plan." He points out that "fortunately, the output is taken no more seriously than ' promises made at church. The so- called plan is seldom, if ever, consulted. It is used occasionally to impress visitors, who do not examine its content." For all extensive purposes, this plan becomes the "corporate sermon from the mount." He suggests that ' the most successful strategic planning is "integrative planning...the design of a desirable future, and the invention of ways to bring it about." The key assumptions are: Going beyond what is possible in the minds of people who wield power ' Idealize: The art of dreaming the impossible Focus choices yet to be made ' Explore ways of influencing and changing the environment Avoid forecasts which are merely extensions of the past Define the value -based desired state No one is an expert on what ought to be - everyone's opinion is relevant ' Ackoff concludes "planning becomes a way of life, the essential activity of management, and everybody in the organization has an opportunity to contribute. When an organization passes through ' the planning threshold, people begin to get a sense of their capacity to design and create the future." ' This leads us to pose the question, "Within the political - context of municipal government, can cities achieve effective goal setting and strategic planning ?" My answer is a definite "Yes" through G -A -M -E P -L A -N -S . C. G -A -M -E P- L -A -N -S as an Ongoing Process G -A -M -E P- L -A -N -S is an ongoing process for goal setting and strategic planning in cities. The specific purposes are: ' To focus the community's future by defining the value -based direction for the city To provide a foundation for evaluating and adjusting existin g governance, management, and service delivery g processes in the city e To lay the groundwork for targeting specific, "doable" goals, policies, and projects 19 To outline specific plans of action for achieving the long -term vision as well as the short -term goals ' To guide the establishment, monitoring, and reinforcement of realistic performance standards for holding individuals accountable ' To increase the level of community support for the city organization by helping to justify the attainment and allocation of resources ' To increase the ability of Council to provide effective leadership for the organization and the community t To increase the quality and efficiency of service delivery within the community ' This ongoing process is based upon the premise that cities do strategic planning through G -A -M -E P- L- A -N -S: ' G = GUIDE This is the definition of a value -based direction for ' the city organization. It is a document which outlines the community's consensus on its future. It defines what the city would like to become. ' A = ACTION This is producing results. The first important step ' is to set realistic goals. Desired outcomes are defined, and activities are outlined for producing results. The emphasis is on identifying "doable chunks," which are actions that fulfill expectations and create energy and momentum for the city organization. ' M = MUTUAL This is involving others in establishing the direction ' and working together to accomplish goals. It is defining role expectations and building positive work relations. It is the realization that people support what they help to create. E = ENERGY ' This is the celebration of accomplishments and the realization of g oals. Energy can sustain a city when it is faced with crises or opportunities. ' 20 ' P = PROCESS This is establishing an ongoing mechanism for setting ' goals, monitoring performance, and adjusting goals and performance where appropriate. It is the integration of the goals into municipal processes such as budgeting, land use planning, capital improvement planning, and weekly decisions on policy issues. L = LOOSENESS ' This is the flexibility to respond quickly to crises and opportunities. The future cannot be predicted, ' and the city needs to develop its capacity to respond in a timely manner. ' A = APPRECIATION This is the recognition of individuals and teams for their performance. It means taking the time to say ' "thank you" and "job well done." N = NEGOTIATION 1 This is resolving conflicts, which arise any time one party desires something different than another party. Negotiation means compromising and collaborating on desired direction, policies, projects, and programs. S = SATISFACTION ' This is the fulfillment of expectations and desired outcomes. A community will be satisfied its expectations are realized. A model summarizing this concept can be found in the diagram ' on the next page. 21 FIGURE 3 G —A —M —E P— L— A —N —S: A MODEL FOR STRATEGIC PLANNING G — Guide: Defined value Direction = Actions: Doable Chunks to Produce Results 1 M = Mutual: Involving Others, Working Together E = Energg: Celebration of Accomplishments 1 P = Process: Establishing An Ongoing Mechanism L = Looseness: Adjusting to Crisis or Opportunities E = Appreciation: Recognizing Performance = IIe otiation: Resolving Conflicts g g 1 _ G — Satisfaction: Fulfillment of Expectations Copyright 0 1987 Sumek Associates, Inc. A11 rights reserved. ' 22 The game keys to plan success are: g 1. Value Debate - To achieve consensus on direction ' 2. Flexibility - To adjust to opportunities and crises 3. Continuous - Ongoing processes ' 4. Involvement - Of community and staff ' 5. Informing - The citizens 6. Teamwork - Working together with mutual trust and ' respect 7. Follow- Through - On activities ' 8. Quality Results - Where products and services are consistent with expectations D. G -A -H -E P -L A -N -S: Process Outline ' The governance - management - service delivery model provides a helpful framework for understanding strategic planning and goal setting within a city. Policy goals are generated by the Mayor ' and Council, while management has the responsibility of developing work plans for implementing the vision of the policy leaders. Within a city government, each department has the responsibility ' of developing an operational plan for effective service delivery. It is at this level that the actual policy goals of the leaders become reality. The G -A -M -E P -L -A -N process can be outlined in the following activities: Community Vision This is a statement of future direction, focusing on 15 -30 years into the future. It is a broad conceptual direction which defines the overall parameters or ' space for creating the community. It means focusing the possibilities, and is based upon community values, a sense of community needs, and a hope for the future. Strategic Guide This is a more closely defined direction that the Community Vision, and focuses on 3 -5 years into the I for achieving the city's future. t outlines specific themes g 's Y desired image in the relatively ' g Y near future. It involves defining long -term projects to be completed which will achieve the desired direction. The Strategic Guide can ' direct policy- making processes through budgeting, capital 23 improvements, and longer term projects. The Guide should be flexible, and have the ability to adjust quickly to community crises or opportunities. ' Policy Targets These are the specific issues that the Mayor and Council believe should be addressed within the next 1 -2 years. Policy Targets are specific goals for realizing the ' overall direction. In developing Policy Tar ets g policy Y leaders link their vision of the community's future to the current needs and realities within the community. The targeting process should be ongoing - reviewed and updated on a regular, consistent basis. ' Tactical Actions These are "doable chunks" which lead the organization toward achievement of the Policy Targets. Each Policy Target can be broken down into several smaller projects in order to better track visible progress on the goal (e.g., Tactical Actions might include research studies or development plans for the city). Defining these "doable chunks" leads to greater satisfaction with goal achievement. The Tactical Actions have a specific time frame for completion, and responsibility should be assigned to the appropriate individual in the organization. These Actions e become the basis for the city's work program, and can be "checked off" when completed. Municipal Action Plans (MAPs) Policy Targets and Tactical Actions are best translated into action through specific plans. MAPs reflect the desired outcomes of each goal, and outline process steps for accomplishing them. Management Work Programs Managers develop programs for enhancing how the city is managed and operated on a daily basis. These Work Programs are negotiated among the managers with minimal involvement of policy leaders. Operational Plans These are the specific plans for deliver- , ing services to the citizens. They determine how resources will be allocated, and how the Management Work Programs are implemented. These Operational Plans are guided by a ' value -based City Philosophy Statement. City Philosophy Statement An effective city is driven by values. These values guide the processes which determine how a city is managed, and how its services are delivered. They should be a reflection of the individual values of the Mayor, City Council, City Manager, key managers and supervisors, and they should be a guide for the daily behaviors and actions of individuals within the entire organization. In order to ensure this happens, these values should first be incorpor- ated into written form: A City Philosophy Statement. ' 24 Specific performance standards can then be developed which evaluate the consistency between managers' and employees' actions, and the values of the organization. If used ' properly, the Statement will ensure that the organization is value- driven. ' A model illustrating the interrelationship of various activities in the strategic planning process can be found on the next page. ' Each activity in the G -A -M -E P- L -A -N -S needs to have a mechanism built in for performance monitoring, evaluation, and adjustment. Just as a car needs a regular tune -up, so do organizational processes. It is very important that the time and effort spent to define an overall direction and specific goals to accomplish where the community is going is not wasted: The plans, ' however broad or specific they may be, should be monitored closely and adjustments should be made where necessary. If each of these activities are conscientiously followed through, the community will eventually realize the dreams of its leaders and citizens. ' 25 FIGURE 4 GOALS AND STRATEGIC PLANNING FOR CITIES: G —A —M —E P— L —A —N —S ' � O by d Z � h ' ADJUSTMENT ' 0 � V N J ' Copyright: Sumek Associates, Inc., 1988. All rights reserved. ' 26 ' 4. CELEBRATION OF ACCOMPLISHMENTS: OUR GOLD STARS FOR 1987 ' An important activity for a team is to take time to celebrate its successes. Mayors and City Councilmembers often comment "We have been very busy; I cannot remember what we have done." The Leadership Workshop provided an opportunity for reflection on past performance, and recognition of accomplish- ments through awarding gold stars. Celebrations provide recognition of performance achieve- ments, and create a source of energy for the future. As initial ' gold stars are identified, most individuals are able to think of additional achievements over the past year which deserve a gold star. The result of this is a more positive feeling about the governance process, and the city leaders and managers experience a renewed optimism for the future. The first step in the celebration was for each individual ' to identify city accomplishments during 1987. These gold stars were then shared and discussed, and the reasons why each achievement was worthy of a gold star were focused. A complete summary of the Mayor and City Council's gold stars for 1987 can be found in Table 1, beginning on the next page. The primary reasons behind the gold stars for Brooklyn Center were: Well- defined direction ' Development of game plan for addressing issues ' Teamwork: Mayor and City Council, city staff, community Willingness to make difficult decisions Leadership by Mayor and City Council ' Desire to produce results - make a difference for Brooklyn Center For Brooklyn Center, the past year has been one of significant 1 accomplishments worthy of gold stars. ' 27 ' TABLE 1 CELEBRATION OF ACCOMPLISHMENTS: ' OUR GOLD STARS FOR 1987 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER ' APRIL, 1988 1. Earle Brown Farm ' Selection of development team Determined building use 2. Social and Human Services: Direction Evaluated financing strategy Determined city role 3. Housing Stock Enhancement ' Revised commercial building maintenance code Completed nuisance ordinances 4. Solid Waste Mandates: Resolution ' Joint powers agreement Recycling program 5. Redevelopment Policy: Completed 6. Enhanced Economic Vitality Golf course completion Ryan Office Building: Opening 7. Quality Water Supply: Enhancements ' Computerized control Well #9: Reconditioned Well #8: Resolved sand problem Continued monitoring and experimentation of ' water quality 8. City Facilities and Infrastructure ' Maintenance Program and sealcoat Street light system: Replacement (Earle Brown . Farm) Streetscape project (Earle Brown Farm) Trunk water main loop completed AMOCO gasline pipe: Inspection completed 1 1 28 1 Gold Stars Page 2 1 9. Improved Traffic and Transportation System 1 Highway 252: Completion County 10 and Shingle Creek Parkway intersection: Preliminary planning 1 State aide construction program: Adoption 10. Park System Development 1 Golf course: Completion 1 11. Cable Television Programming: City Channel 37 1 1 1 1 1 1 1 1 1 1 1 29 ' 5. BROOKLYN CENTER: FORCES AND CHALLENGES ' During the Leadership Workshop, trends and forces in the Minneapolis /St. Paul region were reviewed and discussed. Participants of the workshop then focused the key forces which ' are likely to affect Brooklyn Center's future. The primary forces were identified as: 1. Aging Housing Stock 2. Aging Population ' 3. Change in Family Structure: + Single parent family ' + Dual income family 4. Geographic Location 5. Physical Fitness - Wellness "Craze" 6. Funding Squeeze (Loss of Federal /State Funding) 1 7. Aging Infrastructure 8. State /County Politics 9. Traffic and Transportation Needs ' Other potential forces affecting Brooklyn Center's future are 1. Dudley Classic 2. Increased Commercial and Retail Buildings ' 3. Social Needs of Population 4. More Volunteer Time 5. Community Pride 6. Citizen Involvement and Participation The Council then focused the potential positive and negative ' impacts of these forces on the City of Brooklyn Center. A com- plete summary of the forces and their potential impacts can be found as Table 2, beginning on the next page. This discussion ' lays a foundation for policy issues and projects for the next year. 30 TABLE 2 OUR CITY: FORCES AND IMPACTS MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA ' APRIL, 1988 Forces Positive Impacts Negative Impacts PRIMARY Aging Housing Maintenance needs code Stock enforcement ' Rehabilitation Programs Deferred maintenance by elderly Lose people - "buying up" Blight in southeast ' area Aging Popula- Consistent and stable Lack of youth ' tion Law abiding Need for senior housing Volunteer pool School system decline Lack of involvement in city projects Change in Fami- Demands on services - ly Structure: welfare, day care, police, transportation + Single parent Creates "haves" and ' + Dual income "have nots" Geographic Cultural opportunities Close to decaying Location Access to downtown cities Minneapolis Traffic congestion Convenience 31 Forces and Impacts Page 2 Forces Positive Impacts Negative Impacts ' Physical Fit- Desire fun, fun, fun Increased demand for ness: Well- Increase open space affordable facilities ness Craze Need additional pro- ' g rams ' Funding Squeeze More local control Greater demand for (Loss of Feder- Evaluation of services services al /State Funds) Innovation stimulated Causes friction Greater demands on ' personnel Aging Reevaluation Greater costs to main - Infrastructure Upgrade facilities tain Traffic problems ' Dollars taken from other areas State /County City becoming creative City getting lost in Politics process Legislative mandates - ' lost control Interference ' Traffic and People spend time in Crime increase Transportation community Disruptive to neighbor- hoods ' Road maintenance costs SECONDARY Dudley Classic Fire Department makes dollars More beer drinkers in City I 32 Forces and Impacts Page 3 Forces Positive Impacts Negative Impacts Increased Increased tax base More nonresidents place Commercial/ demands on services Retail Traffic and People spend time in Crime increase ' Transportation community Disruptive to neighbor- hoods Road maintenance costs ' More Volunteer City benefits Time Community Pride Drug Awareness Program Battered Spouse Program Sensitivity Citizen Desire more information Involvement and Desire new approaches Participation for input ' 33 ' 6. OUR POLICY AGENDA: INITIAL IDEAS In preparation for the Leadership Workshop, participants were asked to identify potential issues and projects for the Brooklyn Center Policy Agenda. The individual responses were compiled and distributed to each participant. The Leadership Workshop provided an opportunity to discuss the issues, and focus them into actions. ' Based upon the analysis of this input, there were ten major target themes: ' 1. Redevelop and Revitalize Our Community 2. Provide Social and Community Services 3. Maintain and Enhance Quality of Housing Stock 4. Manage Solid Waste 5. Promote Economic Development and Diversification ' 6. Maintain and Enhance Financial Stability of City 7. Maintain and Expand City Facilities ' 8. Improve Transportation and Traffic Systems 9. Enhance Visual Image and Appearance of Brooklyn Center 10. Improve Community Information and Involvement Discussion rou s also identified several additional 9 p topics. A complete summary of targets and projects forming the ' Brooklyn Center Policy Agenda for 1988 -1989 can be found as Appendix A to this Summary Report ' 34 ' 7. BUILDING OUR POLICY AGENDA: NEXT STEPS ' In May, 1988, a second Leadership Workshop will be conducted for the Mayor and City Council. The focus of this workshop will be on finalizing the policy agenda for Brooklyn Center. The specific topics for this workshop will be: t Our Policy Agenda: Review and Finalization Our Policy Agenda: Determination of Priorities Targeting: Making the Process Work for Brooklyn Center ' Effective government is the individual responsibility of each member of the city team. Successful policy leadership also requires risk taking. I would like to share the following thought: "The man, the woman ' who risks nothing ' has nothing, does nothing, ' is nothing." #2/4 -9 A Appendix POLICY AGENDA 1988 -1989: INITIAL IDEAS MAYOR AND CITY COUNCIL ' BROOKLYN CENTER, MINNESOTA APRIL, 1988 Worksheets POLICY AGENDA 1988 -1989: ' INITIAL IDEAS MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA ' APRIL, 1988 Worksheets PRIORITY # TARGET ISSUES PROJECT ' TOP HIGH LOW STATUS 1. Redevelop and Revitalize Our t Community a 50th and France /Joslyn Pole Yard ' Redevelopment Develop redevelopment plan ' Decision: Direction b. 69th and Brooklyn Boulevard Develop redevelopment plan Decision: Direction ' C. Earl Brown Farm Complete and finalize design Initiate construction: 9/88 d. Redevelopment Strategy with Priorities . Develop redevelopment strategy . Determine priorities ' Decision: Direction e. P.U.D. for Redevelopment ' • Develop P.U.D. concept Revise zoning ordinance • Decision Targeting Worksheets Page 2 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 1. Redevelop and Revitalize Our Community Continued f. Comprehensive Plan: Review and Revise ' Review and evaluate current plan Define community direction ' Revise Plan Decision: Direction ' g. Lynbrook Bowl Redevelopment Plan Develop redevelopment plan Decision: Direction 2. Provide Social and Community Services ' a. Senior Citizen Drop -In Center Determine needs Determine location Develop Center concept Decision: Direction ' b. Program Coordination Among Agencies • Identify and evaluate current agencies and programs • Explore ways for better ' coordination Decision: Direction C. Field House Feasibility Study . Assess need . Complete feasibility study Determine funding Decision Targeting Worksheets Page 3 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS e 3. Maintain and Enhance Quality of Housing Stock ' a. Housing Maintenance Code (Multi- Family) ' Develop code Decision b. Housing Maintenance Code (Single Family) . Develop code . Decision C. Enforcement Program: Evaluation Evaluate current Program and activities ' Explore options Develop Program refinements Decision d. Proactive Housing Maintenance/ Rehabilitation Program ' Evaluation and direction Develop Program Determine funding ' Decision e. Target Area Program for Housing Rehabilitation . Assess housing problems . Define target area ' Develop program Decision f. Housing Transfer Inspection Program Develop Inspection Program Work with real estate commu- nity Decision Targeting Worksheets Page 4 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS i 3. Maintain and Enhance Quality of Housing Stock Continued ' g. Elderly Housing Alternatives • Analyze needs • Explore options: "Cluster homes," condominiums • Determine funding . Decision: Direction h. "Bad" Building Buyout Program . Developer buyout program concept . Explore methods for resale ' Determine funding i. Planned Unit Development (P.U.D.) ' Ordinance • Review draft ' • Decision j. Housing Impact Study Complete study Develop recommendations Decision: Direction t 4. Manage Solid Waste ' a. Public Information Program on Solid Waste • Develop program ' • Decision Implementation b. Recycling Program: Continuation and Expansion Conduct second public hearing Decision: Program direction Targeting Worksheets Page 5 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 5. Promote Economic Development and Diversification a. Small Business Retention Program Develop Retention Program ' Work with various groups Determine funding sources Decision b. Job Creation Program Explore options Review Programs in other cities Develop job creation concept Determine funding sources Decision C. Major Hotel Feasibility Study • Complete study ' • Decision: Direction d. Zoning Ordinance: Evaluation and Revision ' Evaluate current ordinance . Focus key issues ' Revise ordinance Decision: Direction e. Economic Development Commission: Creation • Develop Commission concept: ' Definition of purpose and structure • Determine funding ' • Decision f. Redevelopment Policy: Completion ' Develop policy Decision Targeting Worksheets Page 6 PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS ' 6. Maintain and Enhance Financial Stability of City a. Alternative Revenue Study . Explore alternative revenue ' sources . Determine long -term revenue needs e Develop revenue plan Decision: Direction b. City Sales Tax (With Cap) . Seek state legislative changes . Initiate City Sales Tax 7. Maintain and Expand City Facilities ' a. Auditorium ' Determine needs Develop concept Develop plan Determine financing ' Decision: Direction b. Field House Determine needs Develop concept Develop plan Determine financing Decision: Direction C. Facilities management Inventory Systems Inventory current facilities Develop ongoing system Targeting Worksheets Page 7 # TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 7. Maintain and Expand City Facilities Continued d. Upgrade Facilities Maintenance Program ' • Review current Maintenance Program • Identify problems and needs ' Explore options Decision: Direction e. City Hall Expansion Determine space needs: Current and future ' Explore options Develop design Determine funding Decision f. Golf Bubble: Direction Determine needs Develop conceptual design Determine funding Decision g. Tennis Court Bubble: Direction Determine needs Develop conceptual design Determine funding ' Decision h. Wellness Activity Center . Determine needs . Develop concept ' Determine funding Decision Targeting Worksheets Page 8 PRIORITY ' # TARGET ISSUES PROJECT TOP HIGH LOW STATUS 8. Improve Transportation and Traffic Systems 1 a. Rail Light: Decision • Analyze impact on Brooklyn Center • Develop city policy position • Decision: Direction b. Park -n -Ride ' Determine needs Revise ordinance for special use Decision C. 69th Avenue /Shingle Creek Parkway: Study Completion ' Authorize preliminary design . Develop design . Approval d. Brooklyn Bouldevard: Left Turn Problem Resolution . Analyze problem . Explore options . Decision e. Traffic Flow: 69th and Brooklyn Boulevard ' • Analyze traffic flow • Explore options . Decision: Direction f. Intra -City Transit Service: ' Evaluation • Assess our community needs • Explore optional approaches ' • Develop concept, determine funding sources i Sinn Targeting Worksheets Page 9 PRIORITY ' # TARGET ISSUES P PROJECT TOP HIGH LOW STATUS I � 8 Improve m Trans ortation and Traffic P p Systems Continued g. Street Replacement Policy and Fund Review current situation _ Determine needs . Determine funding Decision: Direction h. Suburb-to-Suburb Transportation Study ' Work with Northern Mayor's Association 1 Determine needs Develop concept Explore options ' Decision i. Senior Transportation System: Evaluation Evaluate "Hopkins" Taxi System . Determine our community needs Develop our Program with funding Decision: Direction � I -694: Bridge Wid ening J g d g Complete construction 9. Enhance Visual Image and Appearance of Brooklyn Center a. Landscape Beautification Improvements Identify potential Y projects P P J Develop projects Determine funding I �- Decision Targeting Worksheets Page 10 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS ' 9. Enhance Visual Image and Appearance of Brooklyn Center Continued b. Annual Community "Clean -Up" Day . Develop "clean -up" concept ' Work with various groups Determine funding needs and sources ' Decision C. Streetscape /Street Lighting ' Projects • County Road 10 (Brooklyn Boulevard to Logan) ' • Xerxes (100- Shingle Creek Parkway) • Brooklyn Boulevard ' ----------------------------- Implement streetscape and lighting plan ' 10. Improve Community Information and Involvement ' a. Community Survey Develop survey concept and ' process Complete survey Analyze data Incorporate into community ' goal setting b. Cable Television Improvement . Improve communication bulletin board updates . Decision Targeting Worksheets Page 11 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 10. Improve Community Information and Involvement Continued ' C. Manager Newsletter: Expansion • Evaluate current newsletter ' • Explore possible improvement . Develop refinements d. Community Newsletter: Initiation • Explore newsletters from other communities • Develop newsletter concept for Brooklyn Center • Decision ' e. Volunteer Recognition Program ' Develop program concept . Decision f. Cable Broadcasting Public ' Meetings Develop concept Determine resource needs Decision Implementation ' g. Newspaper Space for City News Explore options ' Negotiate with newspaper Decision: Direction ' h. Brooklyn Center: Marketing Program • Develop program, brochure, video, slide show • Determine funding source Decision ' Implementation e Targeting Worksheets Page 12 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 10. Improve Community Information and Involvement Continued ' i . Volunteer Recruitment Program . Develop Program concept ' Decision j. Community "Welcome Wagon" Reestablishment Evaluate current situation e Assess needs Develop concept Decision ' 11. Develop Park System and Resources a. Riverridge (North Mississippi Regional Park) • Acquire land by Park District • Complete bike and pedestrian ' path connection b. Kylawn- Preserve - Arboretum -Twin ' Lake . Complete study ' Review study Decision: Direction . Coordinate with Robbinsdale and Crystal C. Palmer Lake Park ' Direction 12. Enhance Community Safety a. Mc Gruff Program: Expansion Evaluate current Program Define Program elements Decision Targeting Worksheets Page 13 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS 12. Enhance Community Safety Continued b. Officer Friendly Program Develop Program concept Decision c. Neighborhood Crime Watch Program ' • Evaluate current Program Explore approaches for Program expansion • Work with community Decision d. Police Services: Evaluation and ' Master Plan • Evaluate current organization ' and Programs Develop Master Plan for future • Decision: Direction ' e. Fire Services: Evaluation and Master Plan ' • Evaluate current organization and programs • Develop Master Plan for future • Decision: Direction f. Crime Prevention Fund ' Explore creation of Crime Prevention Fund Work with community ' Develop concept Determine funding sources Decision g. Bike and Pedestrian Safety Plan and System ' Develop plan Decision Targeting Worksheets Page 14 PRIORITY # TARGET ISSUES PROJECT TOP HIGH LOW STATUS 12. Enhance Community Safety Continued h. Aging Population Study Service Needs Identify special services need . for aging population Assess impact on current services Develop approach for responding to needs Decision 13. Enhance Code Enforcement a. Nuisance Ordinance: Review and Update i Review current ordinance . Focus critical issues Revise ordinance Decision b. Fee and Fine Structure: Review and Revise Evaluate current structure Explore options Revise structure Decision c. Code Enforcement Program: Image Enhancement ! Develop strategy for modifying image Evaluate staff needs Evaluate direction I { Targeting Worksheets Page 15 ' TARGET ISSUES PRIORITY PROJECT TOP HIGH LOW STATUS t 14. Promote Pride in Brooklyn Center ' a. Community Pride Program . Develop city strategy for promoting civic pride ' Decision b. All- American City Award Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award Sz [nick A ssomiles, Inc. LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 LEADER'S SUMMARY MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA t MAY, 1988 i 3 i 1 This report and all related materials are copyrighted. The report may be S duplicated for distribution to appropriate parties as needed. No - unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. Copyright © 1985, 1986, 1987 and 1988, Sumek Associates, Inc. All rights reserved. LEADERSHIP WORKSHOP II: MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA I Table of Contents SECTION ONE: BROOKLYN CENTER POLICY AGENDA - 1988 -1989 Action Agenda Pending Agenda SECTION TWO: LEADERSHIP WORKSHOP II - SUMMARY REPORT SECTION THREE: TARGETING WORKSHEETS I t t• r i 1 - { SECTION ONE I BROOKLYN CENTER POLICY AGENDA: 1988 -1989 f. MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 - Action Agenda Pending Agenda 3 t a L 3 t 1 SECTION ONE BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Action Agenda TOP PRIORITY TARGET ISSUES 1. Redevelop and Revitalize Our Community a. Earl Brown Farm Complete and finalize design Initiate construction: 9/88 b. Redevelopment Strategy with Priorities Develop redevelopment strategy Determine priorities Decision: Direction C. 69th and Brooklyn Boulevard Develop redevelopment plan I Decision: Direction d. P.U.D. for Redevelopment Develop P.U.D. concept Revise zoning ordinance Decision e. Comprehensive Plan: Review and Revise Review and evaluate current Plan — Define community direction Revise Plan Decision: Direction f. Lynbrook Bowl Redevelopment Plan Develop redevelopment plan Decision: Direction i i Action Agenda Page 2 i TOP PRIORITY TARGET ISSUES Continued 2. Improve Community Information and Involvement a. Community Survey • Develop survey concept and process . Complete survey • Analyze data • Incorporate into community goal setting b. Community Newsletter: Initiation Review newsletters from other communities Develop newsletter concept for Brooklyn Center Decision c. Volunteer Recruitment Program . Develop Program concept . Decision d. Manager Newsletter: Expansion . Evaluate current newsletter . Explore possible improvement . Develop refinements e. Volunteer Recognition Program . Develop program concept . Decision f. Newspaper Space for City News • Explore options • Negotiate with newspaper Decision: Direction g. Brooklyn Center Marketing Program Develop program, brochure, video, slide show . Determine funding source Decision i Implementation t- 3 Action Agenda Page 3 i _ TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems a. Traffic Flow: 69th and Brooklyn Boulevard Analyze traffic flow Explore options Decision: Direction b. I -694: Bridge Widening . Complete construction c. 69th Avenue /Shingle Creek Parkway: Study Completion . Authorize preliminary design . Develop design . Approval d. Brooklyn Boulevard: Left Turn Problem Resolution • Analyze problem • Explore options . Decision e. Senior Transportation System: Evaluation Evaluate "Hopkins" Taxi System Determine our community needs Develop our Program with funding Decision: Direction 4. Promote Economic Development and Diversification a. Redevelopment Policy: Complete Develop policy . Decision r b. Zoning Ordinance: Evaluate and Revise Evaluate current ordinance . Focus key issues Revise ordinance Decision: Direction 3 F 1 t Action Agenda Page 4 TOP PRIORITY TARGET ISSUES Continued 4. Promote Economic Development and Diversification Continued C. Small Business Retention Program Develop Retention Program . Work with various groups . Determine funding sources . Decision HIGH PRIORITY TARGET ISSUES 5. Provide Social /Community Services a. Housing and Treatment Program + Mentally ill + Chemically dependent b. Senior Citizen Drop -In Center Determine needs Determine location Develop Center concept Decision: Direction c. Battered Youth Program Develop concept Decision: Direction 6. Maintain /Enhance Quality of Housing Stock a. Housing Impact Study . Complete study . Develop recommendations . Decision: Direction b. Proactive Housing Maintenance /Rehabilitation Program Evaluation and direction Develop Program '— Determine funding Decision t Action Agenda Page 5 HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued c. Target Area Program for Housing Rehabilitation Assess housing problems Define target area Develop program Decision d. Elderly Housing Alternatives Analyze needs Explore options: "Cluster homes," condominiums Determine funding Decision: Direction 7. Manage Solid Waste a. Recycling Programl Conduct second public hearing Decision: Program direction b. Public Information Program on Solid Wastel -- Develop program - . Decision . Implementation 8. Enhance Community Safety a. Crime Prevention Fund: Expansion . Explore creation of Crime Prevention Fund . Work with community Develop concept Obtain funding Decision t b. Police Services: Master Plan Evaluate current organization and Programs Develop Master Plan for future Decision: Direction lIn Progress Action Agenda Page 6 i HIGH PRIORITY TARGET ISSUES Continued 8. Enhance Community Safety Continued c. Neighborhood Crime Watch Program Evaluate current Program Explore approaches for Program expansion Work with community Decision d. Fire Services: Evaluation and Master Plan Evaluate current organization and programs ! Develop Master Plan for future Decision: Direction e. Aging Population: Service Needs i . Identify special services needs for aging population . Assess impact on current services Develop approach for responding to needs Decision I i 9. Maintain /Enhance Financial Stability of City There are no projects on the Action Agenda for this Target Issue OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center a. Community Pride Program . Develop city strategy for promoting civic pride . Decision 11. Enhance Visual Image and Appearance of Brooklyn Center a. Annual Community "Clean -Up" Day . Develop "clean -up" concept . Work with various groups - . Determine funding needs and sources . Decision i 1 ` Action Agenda Page 7 OTHER TARGET ISSUES Continued 11. Enhance Visual Image and Appearance of Brooklyn Center Continued 4 b. Landscape Beautification Improvements . Identify potential projects . Develop projects . Determine funding . Decision 12. Develop Park System There are no projects on the Action Agenda for this Target Issue 13. Enhance Code Enforcement a. Nuisance Ordinance: Update . Review current ordinance Focus critical issues Revise ordinance Decision b. Code Enforcement Program: Image Enhancement . Develop strategy for modifying image . Evaluate staff needs . Evaluate direction Train staff 14. Maintain /Expand City Facilities a. Upgrade Facilities Maintenance Program . Review current Maintenance Program . Identify problems and needs . Explore options . Decision: Direction b. City Hall Expansion Determine space needs: Current and future Explore options Develop design Determine funding Decision x i 4 SECTION ONE Continued BROOKLYN CENTER POLICY AGENDA: 1988 -1989 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 Pending Agenda TOP PRIORITY TARGET ISSUES i I. Redevelop and Revitalize Our Community a. 50th and France /Joslyn Pole Yard Redevelopment . Develop redevelopment plan . Decision: Direction b. Southwest 100 and Brooklyn Boulevard: Redevelopment 2. Improve Community Information and Involvement a. Cable Television Improvement Improve communication bulletin board updates . Decision b. Cable Broadcasting Public Meetings Develop concept Determine resource needs Decision Implementation c. "Welcome Wagon" Reestablishment • Evaluate current situation Assess needs • Develop concept . Decision 3. Improve Transportation and Traffic Systems a. Street Replacement Policy and Fund Review current situation Determine needs Determine funding Decision: Direction i i r , Pending Agenda Page 2 TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued b. Intra -City Transit Service: Evaluation . Assess community needs . Explore optional approaches . Develop concept, determine funding sources . Decision c. Park -n -Ride Determine needs Revise ordinance for special use Decision d. Suburb -to- Suburb Transportation Study Work with Northern Mayor's Association Determine needs i Explore options, develop concept Decision e. Light Rail: Decision Analyze impact on city Develop city policy position Link to redevelopment Decision: Direction 4. Promote Economic Development and Diversification a. Create Economic Development Commission . Define purposes, structure, and funding . Decision b. Major Hotel Feasibility Stu Y . Complete study . Decision: Direction c. Job Creation Program • Explore options • Review others cities' programs . Develop job creation concept • Determine funding sources • Decision i Pending Agenda Page 3 _ HIGH PRIORITY TARGET ISSUES 5. Provide Social /Community Services a. Field House Feasibility Study t Assess need . Complete feasibility study Determine funding Decision - b. Battered ram Spouse Program g Develop concept Decision: Direction c. Program Evaluation and Coordination Among Agencies Identify and evaluate current agencies and ro • Y rams c g programs . Explore ways for better coordination l Decision: Direction 6. Maintain /Enhance Quality of Housing Stock a. Housing Maintenance Code (Multi - Family) • Develop code • Decision b. Housing Maintenance Code (Single Family) Develop code Decision c. Planned Unit Development (P.U.D.) Ordinance . Review draft Decision 11 d. Enforcement Program: Evaluation Evaluate current Program and activities . Explore options: Refinements . Decision e. "Bad" Building Buyout Program . Developer buyout program concept . Explore methods for resale . Determine funding I I I Pending Agenda Page 4 HIGH PRIORITY TARGET ISSUES 6. Maintain /Enhance Quality of Housing Stock Continued f. Housing Transfer Inspection Program • Develop Inspection Program . Work with real estate community • Decision 7. Manage Solid Waste There are no projects on the Pending Agenda for this Target Issue 8. Enhance Community Safety a. Officer Friendly Program: Expansion . Develop Program concept . Decision b. Bike and Pedestrian Safety Plan and System . Develop plan Decision c. McGruff Program: Expansion • Evaluate current Program • Define Program elements - Decision 9. Maintain /Enhance Financial Stability of City a. Cost Effectiveness Study on Commercial /Industry b. Legislative Education c. Alternative Revenue Study . Explore alternative revenue sources . Determine long -term revenue needs . Develop revenue plan . Decision: Direction d. City Sales Tax (With Cap) . Seek state legislative changes . Initiate City Sales Tax Pending Agenda Page 5 OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center a. All- American City Award - Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center a. Streetscape /Street Lighting Projects • County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100 - Shingle Creek Parkway) • Brooklyn Boulevard i ---- ------------------------------------------ Implement Streetscape and Lighting Plan 12. Develop Park System I a. Kylawn Preserve, Arboretum -Twin Lake • Complete and review study . Decision: Direction • Coordinate with Robbinsdale and Crystal b. Riverridge (North Mississippi Regional Park) Acquire land by Park District . Complete bike and pedestrian path connection c. Palmer Lake Park Programs: Direction 13. Enhance Code Enforcement a. Fee and Fine Structure: Review and Revise -_ Evaluate current structure . Explore options Revise structure Decision i a I 1 Pending Agenda Page 6 1 i OTHER TARGET ISSUES Continued s i 14. Maintain /Expand City Facilities i a. Facilities Management Inventory Study . Inventory current facilities . Develop ongoing system b. Wellness Activity Center Determine needs Develop concept Determine funding Decision c. Field House Determine needs Develop concept and plan t Determine financing Decision d. Tennis Court Bubble: Direction • Determine needs • Develop conceptual design Determine funding Decision e. Auditorium Determine needs Develop concept Develop plan Determine financing Decision f. Golf Bubble: Direction Determine needs Develop conceptual design Determine funding o Decision 1 { t „ a 3 s yi F SECTION TWO ' i 'I j TARGETING BROOKLYN CENTER'S FUTURE: LEADERSHIP WORKSHOP II i1 MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 i Summary Report i L i L SECTION TWO TARGETING BROOKLYN CENTER'S FUTURE LEADERSHIP WORKSHOP II MAYOR AND CITY COUNCIL CITY OF BROOKLYN CENTER MAY, 1988 The purpose of this report is to summarize the Leadership Workshop conducted for the Mayor and City Council in May, 1988. The primary focus of this workshop was on finalizing the policy agenda by targeting issues and projects for 1988 -1989. This report review the targeting process, outlines the policy agenda, and lays a foundation for an ongoing targeting process in the City of Brooklyn Center. This report is divided into the following sections: A. Leadership Workshop: Review B. Targeting Brooklyn Center's Future: Process Review C. Our Policy Agenda: 1988 -1989 D. Next Steps 1_ t 4 f t 2 A. Leadership Workshop: Review As part of the Leadership Workshop I activities, the Mayor, City Council, staff, and members of the community identified broad policy targets and defined specific projects. This list was compiled and sent to all participants for input in ranking the importance of Target Issues and specific projects. The list was reviewed during the Leadership Workshop, and served as a foundation for discussion. The Mayor and Council then - finalized the Policy Agenda by determining priorities. The specific purposes of the Leadership Workshop were: To continue the team building process for the Mayor, City Council, and management staff To define specific policy issues needing to be addressed during the next year To identify specific actions and projects to be addressed in the next year To determine Target Issue and project priorities To lay a foundation for an ongoing targeting process in the City of Brooklyn Center The specific topics covered during the workshop included: Targeting Process: Review Survey Results: Review Targets: Review and Discussion The remainder of this report summarizes the Leadership Workshop. 1 i t 3 4 B. Targeting Brooklyn Center's Future: Process Review A key leadership function for the Mayor and City Council is to establish the policy direction for the City. The Leadership Workshop provided an opportunity to establish a policy agenda through a process called targeting. Targeting is one element of goal setting and strategic planning for cities. The targeting process involves the following elements: Element One: Scan Our Community Needs and Issues t The first step in the targeting process is the identification of community needs and issues for the next two years. These issues are identified and discussed in order to build a common understanding. Element Two: Focus Policy Targets The second step is to categorize the needs and issues into broad areas which define the policy direction. This policy direction is defined as "targets." Element Three: Define Tactical Actions _ The third step is to take the targets and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These short -range actions can be "checked off" as they are completed. Element Four: Prioritize - The fourth step is the determination of priorities. The general policy direction is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPs) - The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and target issues. These MAPS guide the policy formation, planning, and implementation processes. A pictoral diagram of this process can be found in the diagram on the next page. During Leadership Workshop II, the Mayor and Council focused primarily on reviewing the results of the first Leadership Workshop, and on determining Target Issue and project priorities. { { 4 FIGURE 1 THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Organization Needs and Issues - Roundtable Discussion - Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets Projects MUTUAL ACTION PLANS Desired outcomes Specific action steps Copyright 0 1987 Sumek Associates, Inc. All rights reserved. 5 C. Our Policy Agenda: 1988 -1989 After a complete, revised list of Target Issues (policy goals) was established and reviewed, the Mayor and Council voted to establish priorities among the Issues and projects. This becomes the city's Work Plan for 1988 -1989. The Mayor and City Council identified the following Top Priority Target Issues: Redevelop and Revitalize Our Community Improve Community Information and Involvement - Improve Transportation and Traffic Systems Promote Economic Development and Diversification The Mayor and City Council identified the following High Priority Target Issues: Provide Social /Community Services Maintain /Enhance Quality of Housing Stock Manage Solid Waste Enhance Community Safety - Maintain /Enhance Financial Stability of City _ The Mayor and City Council identified several additional Target Issues: Promote Pride in Brooklyn Center Enhance Visual Image and Appearance of Brooklyn Center Develop Park System Enhance Code Enforcement Maintain /Expand City Facilities A complete summary of the Mayor and City Council's targeting worksheets can be found in Section Three of this Leader Summary f 4 6 D. Next Steps The Policy Agenda is a framework for action. Fulfillment of these expectations will depend upon the effectiveness of teamwork between the Mayor, City Council, and management staff on a day -to -day basis. Targeting i is an ongoing process, and it is likely that the goals will need to be 1 adjusted periodically. I suggest the Mayor and City Council solicit quarterly feedback from management on the status of the Target Issues and i projects, and refine the Policy Agenda based upon this feedback. It is important to remember that the true success of this Workshop will be determined by the follow -up actions taken by the City Council and management staff. J If there are any questions or comments regarding this workshop or future workshops, please contact me. t I 462/5 -9 1 t SECTION THREE i BROOKE — BROOKLYN CENTER POLICY AGENDA 1988 1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 - Targeting Worksheets l i i f L L BROOKLYN CENTER POLICY AGENDA 1988 -1989 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1988 Targeting Worksheets PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES 1. Redevelop and Revitalize Our Community 5 0 0 a. Earl Brown Farm 5 Action . Complete and finalize design . Initiate construction: 9/88 b. Redevelopment Strategy with 5 Priorities Action . Develop redevelopment strategy . Determine priorities . Decision: Direction C. 69th and Brooklyn Boulevard 4 Action Develop redevelopment plan Decision: Direction - d. P.U.D. for Redevelopment 4 Action Develop P.U.D. concept Revise zoning ordinance . Decision e. Comprehensive Plan: Review and 3 Revise Action . Review and evaluate current Plan . Define community direction . Revise Plan . Decision: Direction i Targeting Worksheets Page 2 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH NOD RANKING TOP PRIORITY TARGET ISSUES Continued 1. Redevelop and Revitalize Our Community Continued 5 0 0 f. Lynbrook Bowl Redevelopment Plan 3 Action . Develop redevelopment plan . Decision: Direction -------------------------------------- g. 50th and Pole Yard 1 Redevelopment Pending Develop redevelopment • p plan P A Decision: Direction h. Southwest 100 and Brooklyn 0 Boulevard: Redevelopment Pending 2. Improve Community Information and Involvement 3 0 0 a. Community Survey 5 Action • Develop survey concept and process . Complete survey • Analyze data • Incorporate into community goal setting b. Community Newsletter: Initiation 4 Action . Review newsletters from other communities . Develop newsletter concept for Brooklyn Center . Decision C. Volunteer Recruitment Program 4 Action Develop Program concept Decision i I Targeting Worksheets Page 3 PRIORITY PROJECT 4 TARGET ISSUES STATUS/ TOP HIGH NOD RANKING TOP PRIORITY TARGET ISSUES Continued 2 Improve Community Information and Involvement Continued 3 0 0 d. Manager Newsletter: Expansion 3 Action . Evaluate current newsletter . Explore possible improvement . Develop refinements e. Volunteer Recognition Program 3 Action Develop program concept Decision f. Newspaper Space for City News 3 • Action Explore options . Negotiate with newspaper . Decision: Direction g. Brooklyn Center Marketing Program 3 Action . Develop program, brochure, - video, slide show . Determine funding source . Decision . Implementation h. Cable Television Improvement 0 Pending • Improve communication bulletin board updates • Decision i. Cable Broadcasting Public 0 Meetings Pending Develop concept Determine resource needs . Decision . Implementation s Targeting Worksheets Page 4 t PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 2. Improve Community Information and Involvement Continued 3 0 0 j. "Welcome Wagon" Reestablishment 0 Pending • Evaluate current situation . Assess needs . Develop concept . Decision 3. Improve Transportation and Traffic_ Systems 3 0 0 a. Traffic Flow: 69th and Brooklyn 4 Boulevard Action . Analyze traffic flow . Explore options . Decision: Direction b. I -694: Bridge Widening 4 . Action Complete construction C. 69th Avenue /Shingle Creek 4 Parkway: Study Completion Action Authorize preliminary design Develop design Approval d. Brooklyn Boulevard: Left Turn 3 Problem Resolution Action . Analyze problem Explore options Decision i Targeting Worksheets Page 5 PRIORITY PROJECT # TARGET ISSUES STATUS/ Top HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued 3 0 0 e. Senior Transportation System: 3 Evaluation Action Evaluate "Hopkins" Taxi System Determine our community needs Develop our Program with funding . Decision: Direction ------------------------------------- f. Street Replacement Policy and 2 Fund Pending Review current situation Determine needs . Determine funding . Decision: Direction -g. Intra -City Transit Service: Evaluation Pending . Assess our community needs . Explore optional approaches . Develop concept, determine _ funding sources . Decision h. Park -n -Ride 2 Pending . Determine needs . Revise ordinance for special use . Decision 1 Targeting Worksheets Page 6 PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 3. Improve Transportation and Traffic Systems Continued 3 0 0 i. Suburb -to- Suburb Transportation 1 Study Pending Work with Northern Mayor's Association Determine needs Develop concept Explore options Decision j. Light Rail: Decision 0 Pending Analyze impact on city Develop city policy position Link to redevelopment Decision: Direction t 4. Promote Economic Development and Diversification 3 0 0 a. Redevelopment Policy: Complete 5 Action Develop policy Decision b. Zoning Ordinance: Evaluate and 4 Revise Action • Evaluate current ordinance . Focus key issues • Revise ordinance • Decision: Direction C. Small Business Retention Program 3 Action • Develop Retention Program . Work with various groups • Determine funding sources - - - - -_ Decision -------------------------------- L Targeting Worksheets Page 7 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING TOP PRIORITY TARGET ISSUES Continued 4. Promote Economic Development and Diversification Continued 3 0 0 d. Create Economic Development 2 Commission Pending Define purposes and structure . Determine funding . Decision e. Major Hotel Feasibility Study 1 Pending • Complete study . Decision: Direction f. Job Creation Program 0 Pending Explore options Review other cities' programs Develop job creation concept Determine funding sources Decision HIGH PRIORITY TARGET ISSUES 5. Provide Social/Community Services 2 4 0 a. Housing and Treatment Program 4 Action + Mentally ill + Chemically dependent - b. Senior Citizen Drop -In Center 3 Action Determine needs Determine location . Develop Center concept . Decision: Direction c. Battered Youth Program 3 Action . Develop concept - Decision:' Direction 1 Targeting Worksheets Page 8 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH HOD RANKING HIGH PRIORITY TARGET ISSUES Continue 5. Provide Social /Community Services 2 4 0 -------------------------------------- d. Field House Feasibility Study 2 Pending . Assess need . Complete feasibility study . Determine funding I f Decision e. Battered Spouse Program 2 Pending . Develop concept . Decision: Direction f. Program Evaluation and C - 9 oordina 1 tion Among Agencies Pending . Identif,y and evaluate current agencies and programs . Explore ways for better coordination . Decision: Direction 6. Maintain /Enhance Quality of Housing Stock 2 4 0 a. Housing Impact Study 5 Action • Complete study • Develop recommendations . Decision: Direction b. Proactive Housing Maintenance/ 4 Rehabilitation Program Action • Evaluation and direction • Develop Program . Determine funding • Decision i Targeting Worksheets Page 9 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continued 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 c. Target Area Program for Housing 4 Rehabilitation Action • Assess housing problems • Define target area • Develop program Decision d. Elderly Housing Alternatives 3 Action . Analyze needs . Explore options: "Cluster homes," condominiums . Determine funding . Decision: Direction ------------------------------------- e. Housing Maintenance Code 2 (Multi- Family) Pending . Develop code - . Decision f. Housing Maintenance Code 2 (Single Family) Pending Develop code Decision g. Planned Unit Development (P.U.D.) 2 Ordinance Pending . Review draft . Decision h. Enforcement Program: Evaluation 1 Pending . Evaluate current Program and activities . Explore options: Refinements Decision c , Targeting Worksheets Page 10 PRIORITY PROJECT TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continued 3 6. Maintain /Enhance Quality of Housing Stock Continued 2 4 0 i. "Bad" Building Buyout Program 1 Pending • Developer buyout program concept . Explore methods for resale . Determine funding j. Housing Transfer Inspection 1 Program Pending • Develop Inspection Program • Work with real estate commu- nity • Decision 7. Manage Solid Waste 2 4 0 a. Recycling Program In Progress • Conduct second public hearing . Decision: Program direction - b. Public Information Program on In Solid Waste Progress Develop program Decision Implementation _ -------------------------------------- 8. Enhance Community Safety 2 3 0 a. Crime Prevention Fund: Expansion 4 Action Explore creation of Crime Prevention Fund Work with community Develop concept Obtain funding Decision k 1 Y t ± " Targeting Worksheets Page 11 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RAMKIMG HIGH PRIORITY TARGET ISSUES Continue 8. Enhance Community Safety Continued 2 3 0 b. Police Services: Master Plan 3 Action • Evaluate current organization and Programs . Develop Master Plan for future • Decision: Direction C. Neighborhood Crime Watch Program 3 Action . Evaluate current Program . Explore approaches for Pro- gram expansion . Work with community . Decision d. Fire Services: Evaluation and 3 Master Plan Action . Evaluate current organization .and programs . Develop Master Plan for future . Decision: Direction e. Aging Population: Service Needs 3 _ Action Identify special services need . for aging population Assess impact on current services Develop approach for respond - ing to needs Decision -------------------------------------- f Officer Friendly Program: 2 Expansion Pending Develop Program concept Decision II 1 Targeting Worksheets Page 12 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING HIGH PRIORITY TARGET ISSUES Continue 8. Enhance Community Safety Continued 2 3 0 g. Bike and Pedestrian Safety Plan 2 and System Pending Develop plan Decision h. McGruff Program: Expansion 1 Pending • Evaluate current Program • Define Program elements Decision 9. Maintain /Enhance Financial Stability of City 1 2 0 ------------------------------------- a. Cost Effectiveness Study on 2 Commercial /Industry Pending b. Legislative Education 2 Pending c. Alternative Revenue Study 1 Pending . Explore alternative revenue sources . Determine long -term revenue needs . Develop revenue plan . Decision: Direction d. City Sales Tax (With Cap) 0 • Pending Seek state legislative changes . Initiate City Sales Tax 1 1 t Targeting Worksheets Page 13 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES 10. Promote Pride in Brooklyn Center 1 2 0 I a. Community Pride Program 4 Action • Develop city strategy for promoting civic pride • Decision -------------------------------------- b. All- American City Award 2 . Pending Decision: Pursue or not Develop application Work with various groups Develop strategy Obtain award 11. Enhance Visual Image and Appearance of Brooklyn Center 0 1 0 a. Annual Community "Clean -Up" Day 5 Action • Develop "clean -up" concept • Work with various groups . Determine funding needs and sources • Decision b. Landscape Beautification 3 Improvements Action . Identify potential projects . Develop projects . Determine funding . Decision -------------------------------------- E Targeting Worksheets Page 14 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH NOD RANKING OTHER TARGET ISSUES Continued 11. Enhance Visual Image and Appearance of Brooklyn Center Continued 0 1 0 c. Streetscape /Street Lighting 1 Projects Pending + County Road 10 (Brooklyn Boulevard to Logan) + Xerxes (100- Shingle Creek Parkway) + Brooklyn Boulevard Implement Streetscape and Lighting Plan 12. Develop Park System 0 1 0 -------------------------------------- a. Kylawn Preserve, Arboretum -Twin 2 Lake Pending . Complete and review study . Decision: Direction . Coordinate with Robbinsdale and Crystal _ b. Riverridge (North Mississippi 2 Regional Park) Pending . Acquire land by Park District . Complete bike and pedestrian path connection C. Palmer Lake Park Programs: 0 Direction Pending 13. Enhance Code Enforcement 0 0 0 a. Nuisance Ordinance: Update 4 Action . Review current ordinance Focus critical issues Revise ordinance - Decision 4 Targeting Worksheets Page 15 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES Continued 13. Enhance Code Enforcement 0 0 0 b. Code Enforcement Program: Image 4 Enhancement Action Develop strategy for modifying image . Evaluate staff needs . Evaluate direction . Train staff -------------------------------------- C. Fee and Fine Structure: Review 1 and Revise Pending . Evaluate current structure . Explore options . Revise structure . Decision- 14. Maintain /Expand City Facilities 0 0 0 a. Upgrade Facilities Maintenance 3 Program Action . Review current Maintenance Program Identify problems and needs Explore options . Decision: Direction b. City Hall Expansion 3 Action Determine space needs: • Current and future Explore options Develop design Determine funding Decision -------------------------------------- I r r Targeting Worksheets Page 16 PRIORITY PROJECT # TARGET ISSUES STATUS/ TOP HIGH MOD RANKING OTHER TARGET ISSUES Continued 14. Maintain /Expand City Facilities 0 0 0 Continued C. Facilities Management Inventory 2 Study Pending • Inventory current facilities • Develop ongoing system d. Wellness Activity Center 2 Pending Determine needs Develop concept Determine funding Decision e. Field House 1 Pending Determine needs Develop concept and plan Determine financing Decision .f. Tennis Court Bubble: Direction: Pending Determine needs Develop conceptual design Determine funding . Decision g. Auditorium 0 Pending Determine needs Develop concept Develop plan Determine financing _ Decision h. Golf Bubble: Direction 0 Pending Determine needs Develop conceptual design Determine funding Decision F