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HomeMy WebLinkAbout1987 05-02 CCP Council Planning Session April 22, 1987 s SUMEK ASSOCIATES Jerry Splinter City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, Minnesota Dear Jerry: The purpose of this letter is to follow up our recent conversations regarding a Leadership /Goal Setting Workshop for Brooklyn Center. The Leadership /Goal Setting approach I take in cities is unique. There are four primary roles that I provide: 1. Teacher - providing a common frame of reference for the Mayor and City Council for understanding the City and its governance process in the 1980's 2. Process Designer - helping the Mayor and City Council refine the governance, management and service delivery processes within the City 3. Counselor - providing personal support to the Mayor and City Council - someone to talk with and share concerns and frustrations with 4. Facilitator - facilitating a process for enhancing the leadership capacity and establishing specific goals for the City The program is based upon a City Wellness approach which emphasizes that an effective City is driven by values. The values of the leaders in the City are reflected in the specific policy goals that need to be achieved, and in the definition of the tone for city services - how employees will interact with citizens. 3935 Orchard Court Boulder, Colorado 80302 (303) 442 -1650 Jerry Splinter, City Manager Page 2 I am enclosing Building Brooklyn Center: Agenda for 1990 for distribution prior to the goal setting activities. This agenda reflects our recent discussion regarding the session. I have also enclosed background readings for you to review at your leisure to give you further insight into the conceptual basis of my work. The consultation fee for Lyle Sumek, Sumek Associates, Inc. is $750.00 per day. The client is expected to cover all travel costs, telephone charges, costs of materials, and any other expenses that have been previously agreed to. We attempt to schedule dates which link to other client cities in your area so that travel expenses can be shared and thereby minimized. The approximate costs for the workshop and related activities will be: Preparation Time 1/2 day Leadership Workshop 1 Day Preparation of Summary Report 1/2 Day (optional) Follow -Up (optional) 1/4 Day Once you have had an opportunity to review these materials, please contact me if you have any questions. I look forward to our Workshop on May 2nd. Sincerely, ,_ Lyle &mek, Ph.D :js CITY 6301 SHINGLE CREEK PARKWAY OF :BROOKLYN BRQOKLYN CENTER, MINNESOTA 55430 �j TELEPHONE 561 - 5440 C ENTER EMERGENCY d POLICE - FIRE 911 April 28, 1987 TO PARTICIPANTS IN THE FIRST ANNUAL YEAR 2000 REPORT PLANNING SESSION: Attached please find materials and an agenda for the workshop on Saturday, May 2, 1987 starting at 9 a.m. and adjourning at approximately 4 p.m. These materials review the objectives of the planning session, its agenda, potential target areas, and other materials descriptive of a process for leadership and planning. The listing of potential target areas is a summary list of a "Summary Statement of Trends, Issues, and Goals" from the Year 2000 Study and the Comprehensive Guide Plan. It is hoped that this summary outline will serve as a guide to analyzing and the man i ems contained the Su Stateme p rioritizing y t n ained in Summary S nt of Trends, Issues, and Goals. Mr. Lyle Sumek, our facilitator for Saturday's session, will be suggesting for consideration a process which would allow us to continue reviewing the trends, issues, and goals of our community on an ongoing, regular basis. This process also offers the opportunity for coordination with the regular annual budgetary planning. We believe this initial session will lay the groundwork for a future process which can be an ongoing part of policy making within the City of Brooklyn Center involving the City Council, its advisory commission members, the City staff, and other involved community members and organizations. This is the first step in establishing this process, and we appreciate your interest in making Brooklyn Center a more exciting place to live and work. Res c ully submitted, r Geratd Splinter, City M ager` i45li Al: -Arf. K�;a ::T'Y ``r LEADERSHIP WORKSHOP: BUILDING BROOKLYN CENTER - AGENDA FOR 1990 CITY OF BROOKLYN CENTER MAY, 1987 Workshop Objectives To build the capacity of the City to provide leadership for Brooklyn Center's future To establish a common frame of reference for understanding a City - how it is governed, how it is managed, and how services are provided To review the vision for Brooklyn Center: Year 2000 To translate the Brooklyn Center Vision 2000 into a workable program To target specific policy issues that need to be addressed during the next 2 -3 years I To define specific projects which are "doable chunks" during the next 2 -3 years To establish a program for the ongoing targeting process in the City of Brooklyn Center Brooklyn Center Agenda Page 2 Workshop Agenda 1. Introduction 2. Our City: The Leadership Challenge Governance - Management - Service Model of a City Leader: Path Definer - Team Builder - Drum Major Te am : G- R -E -A -T 3. Goals: Foundation for City Effectiveness Presentation Application to Brooklyn Center 4. Brooklyn Center: Our Vision for 2000 Review Discussion 5. Targeting Brooklyn Center's Future: 1990 Focusing Target Issues: Policy Direction for the City [Small Discussion Groups] Definition of Projects and Actions Within a Target [Small Discussion Groups] Compiling a Comprehensive Target List Defining Comprehensive Targets and Actions for Each Target 6. Brooklyn Center Agenda: 1990 Establishment of Target Priorities Establishment of Project Priorities 7. Our Leadership Charge for the Future Brooklyn Center Agenda Page 3 Potential Target Areas 1. Definition of City Services in Light of Changing Population 2. Effectively Handle Solid Waste 3. Provide Water Supply 4. Define Social and Human Services Direction 5. Develop Parks System Within the City 6. Preserve Historic Area - Earle Brown Farm 7. Enhance the Housing Stock and Condition 8. Plan for Brooklyn Center's Future, Including Redevelopment 9. Maintain City Facilities and Infrastructure 10. Refine the Development Process in Brooklyn Center 11. Resolve Storm Drainage Problem and Issues 12. Continue Applying Technology to Enhance Organization Productivity 13. Improve Traffic and Transportation System 14. Enhance the Economic Vitality of Brooklyn Center 15. Enhance Citizen Involvement and Communications 16. Continued Stable Funding of the City TARGETING: A PROCESS FOR LEADERSHIP The Leadership Workshop utilizes the targeting process for setting goals. The targeting process involves the following elements: Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for 1987 and 1988. These issues are identified and discussed in order to build a common understanding. Element Two: Focus Targets The second step is to categorize the needs and issues into policy areas. The policy areas are then defined as "targets." Element Three: Define Pro The third step is to take the target issues and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These projects and actions can be "checked off" as being completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction for a city is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPs) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and the target issue. These MAPs guide the policy formation, planning, and implementation processes. A pictoral diagram of this process can be found in Figure 4. THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Community Needs and Issues Roundtable Discussion - Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets Projects MUNICIPAL ACTION PLANS Desired outcomes Specific action steps C I T Y M 0 D E L C Z � GOVERNANCE PROCESS Direction: what Should Be Done POLICY LEADE Educate Influence Inspire Vi ion Ta ets Pol' ies T te Expectations MANAGEMENT PROCESS F Process Design: How to Accomplish E E MANAGER D B A C Org. P ilosophy K Proces Designs Org. S ructure Tra'ning Pr ram ERVICE DELIVERY PROCESS Action to Deliver Service VI F- DELIVEPY PERSOTN Police Service Actions Fire Service Public Works Service I Finance Service ?' Planning Service y Etc. Copyright 0 1984 Sumek Associates, Inc. All rights reserved. TEAM: CONCEPT REVIEW The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take action and accomplish results. To be effective, OUR TEAM MUST BE GREAT G - Goals The foundation for an effective team begins with a well - defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by outlining common vision and values. R - Roles and Responsibilities The second element is defining the individual roles and responsibilities of team members. Clear expectations and performance standards are outlined. Individuals assume x responsibility for fulfilling the expectations and making the team work. Everyone is held accountable. E - Evaluation The third element is evaluating and adjusting the team process. This involves developing a specific operational plan and process for accomplishing team goals, evaluating team performance and process, and making appropriate adjustments to enhance the team effectiveness over time. A - Attitude The fourth element is building work relationships resulting in a strong sense of unity among team members. The team spirit can hold the team together, particularly in times of pressure and personal frustration. It is reflective of a belief in self and in the team. T Trust The final element is building the level of trust among team members. The members need to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. Copyright 0 1985 Sumek Associates, Inc. All rights reserved. S P b' r� T LEADERS' GUIDE R MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA of MAY, 1987 y e ph I V] P X y SUMEK ASSOCIATES 3935 Orchard Court Boulder, Colorado 80302 (303) 442 -1650 i LEADERS' GUIDE MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA Table of Contents SECTION 1 Leadership Workshop: Summary Report SECTION 2 Brooklyn Center Agenda: 1990 • • LEADERS' GUIDE MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1987 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 o 1985, 1986 & 1987 Sumek Associates, Inc. All rights reserved. SECTION 1 LEADERS' GUIDE LEADERSHIP WORKSHOP: GOAL SETTING FOR BROOKLYN CENTER, MINNESOTA Summary Report MAY, 1987 SECTION 1 LEADERS' GUIDE LEADERSHIP WORKSHOP: GOAL SETTING FOR BROOKLYN CENTER, MINNESOTA Table of Contents Page No. Introduction 1 1. Leadership Workshop: Review 2 2. City: A Value- Driven Team 3 A. City: Governance Process - Management Process - Service Delivery Process 3 FIGURE 1: City Model 4 B. City Wellness 6 FIGURE 2: Twenty Percent Rule 11 3. Mayor and City Council as Team Leaders 12 A. Team 12 B. Leader 14 FIGURE 3: Leadership Model 18 4. Goals: A Foundation for City Teamwork and Effectiveness 19 A. Goals: Purposes 19 B. Resistance to Goal Setting 20 C. Goal Satisfaction 21 D. Typology of City Goals 22 FIGURE 4: Goal Typology for Cities 23 Table of Contents, Page 2 Page No. E. Targeting: A Process for Leadership 24 FIGURE 5: Targeting Process for Goal Setting & Leadership 25 5. Brooklyn Center Agenda: 1989 26 A. Targets: 1989 26 B. Making the Targeting Process Work for Brooklyn Center 27 (1) Municipal Action Plans (MAPs) 27 (2) Target Monitoring 28 (3) Targeting Process 28 (4) Targets: Community Education 29 6. Leadership Challenge 30 POEM: ANYWAY 31 The following appendices are attached to this report. A. Target Worksheets B. Municipal Action Plans: Examples C. Target Monitoring Forms: Examples LEADERSHIP WORKSHOP: GOAL SETTING FOR BROOKLYN CENTER MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA Summary Report In May, 1987, a Leadership Workshop was conducted for the Mayor, City Council, and City Manager in the City of Brooklyn Center. The primary focus of this workshop was on building the policy team of the Mayor and City Council, determining the future goals and direction for the City of Brooklyn Center, refining the governance process of the policy team, and defining the tone for management and service delivery. This report is aimed at presenting concepts, highlighting key points of discussion, summarizing outcomes and direction, and laying a foundation for leadership actions to be taken by the Mayor, City Council, City Manager, and city staff. This report is divided into seven sections: 1. Leadership Workshop: Review 2. City: A Value - Driven Team 3. Mayor and City Council as Team Leaders 4. Goals: A Foundation for City Teamwork and Effectiveness 5. Brooklyn Center Agenda: 1988 6. Leadership Challenge 2 • 1. LEADERSHIP WORKSHOP: REVIEW 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. In order to enhance the capacity of the Mayor and City Council as policy leaders, it is important to build the capacity of the City as a team, and to develop the strategic planning and governance processes that clearly establish the goals, direction, and tone of city services for the City. The specific objectives of this workshop were: To build the capacity of the City Team to provide leadership for Brooklyn Center's future To establish a common frame of reference for understanding a City - how it is governed, how it is managed, and how services are provided To translate the Brooklyn Center Vision: 2000 into a workable program To target specific policy issues that need to be addressed during the next 2 -3 years To define specific projects which are "doable chunks" during the next 2 -3 years To establish a program for the ongoing targeting process in the City of Brooklyn Center The topics covered during this workshop were: City: Leadership Challenge Goals: Foundation for City Effectiveness Targeting Brooklyn Center's Future: 1990 Brooklyn Center Agenda: 1990 The Leadership Challenge 3 • 2. CITY: A VALUE - DRIVEN 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 is aimed at providing 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 5 To translate this vision into specific target issues which reed 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 To anticipate issues and problems • To resolve problems which are hampering management and service delivery In addition, managers have the responsibility of interpreting 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 G i 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 will not generally 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. Ir_ the 1980's, there appears to be a shift in the relation- ship between the three key processes. Each city strikes its own balance in the relationship of the processes. B. City Wellness Wellness is an illusive term or condition which is exceed- ingly hard to define. It is a state of mind, or a way of viewing a city in which values are reflected in actions. Wellness is a value issue based upon a definition of city purpose. Fitness is a reflection of process health. Fitness can be defined as a description or test of our processes for trans- lating our values into action. Fitness provides a foundation for action, and a criteria for measuring health. A city can be viewed as either being healthy or unhealthy. A healthy or fit city organization is characterized by the following values and actions: Preventive in Nature Anticipating the future Learning Turning crises into opportunities for the future . Individual Responsibility Taking actions to make the City effective 7 Goal Achievement Producin g results Interdependence working together to achieve common goals Process- Oriented Concern for how things are done Long -Term Balancing short -term remedies with long -term solutions The key to city wellness is the health of the governance process, management process, and service delivery process. A healthy governance process focuses on providing general direction to the City. This guidance is reflected in the tone of city services, the vision of the City's future, identification of key issues needing to be addressed, and in the overall policy direction. The core values and beliefs that drive a city reflect the values of the community as envisioned by the policy leaders. Individual policy leaders have an image of the City's future and of how services are to be provided today. These individual images of the future are translated into actions through target issues, comprehensive plans, multi -year financial plans, and the annual budget. The key processes which make up the governance roc r n ess include: Council meetings, work sessions, budget A g , , g sessions, and goal setting. As a result of these processes, actions are taken in the form of policy decisions, directives to staff, and interactions with the citizens. Periodically, the values and beliefs of the policy leaders are evaluated by the citizenry in the form of local elections. A healthy management process involves designing methods to translate the vision into reality and to address target issues. The core values and beliefs for managers begin with the focused vision and defined tone determined by the policy leaders. Managers have the responsibility to develop an organization philosophy which reflects their personal values and beliefs as managers. Every organization has a philosophy, even though it may not be in written form. This philosophy guides the manage- ment of the City and its daily operations, including the delivery of services. • 8 • The values upon which the philosophy is based influence the actions of every manager and employee. The key processes influenced by the organizational values include designing processes for handling issues, developing programs, solving problems, marshalling resources, and building the capacity of the organization. Managers evaluate their own actions as well as the actions of their employees through performance appraisal processes. When actions are compared to values, decisions are made about whether to stay with or leave the organization. A healthy service delivery process involves direct delivery of municipal services to the citizens. The service processes are guided by the focused vision, the tones set by the policy leaders, the organization philosophy provided by managers, and the department philosophies which blend the organization philos- ophy and service philosophy. Each department philosophy is a reflection of the mission of that department, and distinguishes its unique characteristics in providing services. Managers evaluate the actions taken by the employees and contractors, and compare them to the values of the City. In addition, services are generally evaluated through the budgeting process. Indivi- duals choose to stay or leave an organization depending upon the consistency between their personal values and beliefs and those of the City. A "well" City is one in which the three processes - governance, management and service delivery - are linked together. It is impossible to have only one or two healthy processes and have a healthy City. There are three major impediments to city health. (1) Entrenched Culture Within every City, there is a culture which guides the employees' actions on a daily basis. This culture is reflected in the traditional norms. The basis of an entrenched culture is survival of the values of the current Mayor, City Council, and City Manager. When a new employee is hired, an older employee may take them aside and say, "Let me tell you how things really operate around here." The older employee then outlines a set of guiding principles which reflect the traditional norms within the City. These norms may not reflect the value direction of the current Mayor, City Council, City Manager, or other key managers. These traditional norms are reinforced by the informal work group and fed by daily rumors within the City. A healthy • City begins by defining the values which should guide the 9 • ees organizational culture of the City. Individual employees g Y p Y should then be held accountable through an evaluation process for their actions, linking the values to daily actions. (2) Implementation Gap Many Mayors, Councilmembers, and City Managers are at a loss to explain why the intent of a policy, when adopted by the Council, seems to "get lost" in the implementation process. The implementation gap is nothing more than the disparity between the desired performance as specified by a policy statement, and the actual performances produced by the city staff as it carries out the programs or objectives set forth in the policy statement. This can be illustrated as: DESIRED ACTUAL . PERFORMANCE PERFORMANCE THE minus equals IMPLEMENTATION in a policy delivered by GAP statement the staff When a City Council adopts a new policy, the implementa- tion process requires the staff to make some changes in the traditional ways of doing things if the intent of the new policy is to be realized. If these changes do not occur, the new policy can literally be absorbed into the City's organizational routines, with the end result being different than was expected or desired at the time of the policy adoption.If this happens, an implementation gap exists. In a healthy city, there is a close match between the desired performance and the actual performance, and the implementation gap is minimized. • 10 • (3) 20% Rule In looking at the population in general, it can be divided into four categories: (a) 20% are negative people, cynical and sarcastic. They will reject any ideas for improvement. They will reject hope, and the notion that things can be better. (b) 20% are positive people who believe that they can make a difference, and that people are basically good. They believe that people wart to give support and hope for a better future. (c) 60% of the population is in the middle. Of this 60 %, 30% lean toward the positive, optimistic outlook but, at times, will find themselves being "sucked into" negative thoughts and attitudes. (d) The other 30% lean toward the negative side, and will respond more frequently to negative comments and attitudes. However, given specific direction toward an improved future, this group may adopt more positive attitudes. • A diagram illustrating this concept is presented on the following page. 40 11 Figure 2 TWENTY PERCENT RULE Negative Attitude & Positive Attitude & Approach Approach Look to past Look to future Find fault or blame Plan Belief in helplessness - Believe our actions "others are doing it make a difference to us" Generally satisfied Never satisfied 30% 30% Lean toward negative Lean toward positive -20% +20% 60$ �i 12 3. MAYOR AND CITY COUNCIL AS TEAM LEADERS The Mayor and City Council are the leaders of the City Team. As a result, it is important to have a common frame of reference around the concepts of "team" and "leader." A. Team A helpful approach to understanding the City is to view city government as a team. The analogy can be made that the city, like a team, contains: Goals - a rallying purpose for the team Roles and responsibilities - players with clear delineation of roles and responsibilities Season - a season or life cycle for its existence (the time between City Council elections) Arenas - playing fields for achieving goals (formal City Council meetings, work or study sessions, public hearings, etc.) Game plan_ - a process for interaction_ among players (Mayor, City Council, boards and commissions, City Manager, department heads, supervisors, employees, contractors) The following critical h rational f g c itica factors provide the rationale r o teamwork within the City. Interdependence of Municipal Policy and Operations - How City Councils act and what they do that affect management's ability to carry out programs B - B Decisions Team efforts result in new and different ideas being considered; community values and professional expertise are blended Increased Efficiency and Productivity - Cooperation provides the opportunity for working together and helps eliminate destructive competition and duplication of work Effective Problem Solving - Real issues are addressed in a creative way 13 Leadership - The City Council focus is on both current problems as well as a vision of the future Greater Receptivity to Change and Greater Likelihood of Successful Change - When all key players have been involved in developing changes, they are more likely to be accepted and successful Charter Requirements - When the charter stipulates a City Manager form of government, teamwork is necessary between City Council and city staff to carry out daily functions and activities Time Availability - City Council has limited time to address issues Technical and Legal Complexities - Specialization of functions is required Scope of Task - The task at hard may be greater than one person or one group can complete Therefore, effective policy development and implementation requires teamwork The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take action and accomplish results. To be effective, OUR TEAM MUST BE GREAT G - Goals The foundation for an effective team begins with a well - defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by outlining common vision and values. R - Roles and Responsibilities The second element is defining the individual roles and responsibilities of team members. Clear expectations and performance standards are outlined. Individuals assume responsibility for fulfilling the expectations and making the team work. Everyone is held accountable. • 14 E - Evaluation The third element is evaluating and adjusting the team process. This involves developing a specific operational plan and process for accomplishing team goals, evaluating team performance and process, and making appropriate adjustments to enhance the team effectiveness over time. A - Attitude The fourth element is building work relationships resulting in a strong sense of unity among team members. The team spirit can hold the team together, particularly in times of pressure and personal frustration. It is reflective of a belief in self and in the team. T - Trust The final element is building the level of trust among team members. The members reed to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. B. Leader The challenge facing Mayors and Councilors is "Can I lead ?" Leadership means: (1) working together as a team to provide city direction and build community spirit; and (2) working with management and staff to develop an organization culture in which managers' and employees' actions are consistent with the organization's defined values and tone for service. Mayors and Councilors as leaders are PATH DEFINERS, TEAM BUILDERS, and DRUM MAJORS. PATH DEFINER A path definer defines the future by translating a dream into a vision and serving as a catalyst for action. "If you can dream it, you can do it." Walt Disney 1. Vision. A leader assumes responsibility for developing a city vision, which states who we are, and where we are going. The vision serves as a rallying point for the city, providing a sense • of direction and an identity. A leader recognizes that a vision is not flawless, and is willing to adjust as the vision. unfolds. A leader creates the future. 15 2. Chunks of Action A leader recognizes that a dream is meaningless until visible actions are taken. A leader breaks the vision down into "doable chunks" of small accomplishments, which build momentum toward realization of the vision. A leader acts. 3. True Believer A leader really believes in the city as an organization. Leaders also believe in their dreams and in what they are doing, and are willing to demonstrate emotions and feelings which support the vision. A leader is willing to make sacrifices to realize the vision.. A leader creates the FORCE 4. Learning A leader is willing to take risks, and in doing so is willing to accept 80o success, 20o failure. A leader has the courage to turn a failure into an opportunity for learning, and is always looking for ways to improve him or herself. A leader makes mistakes and learns. 5. Responsibility A leader assumes responsibilities for the organization_ - sharing successes with others, and personally accepting responsibility for failures. A leader is responsible. TEAM BUILDER A leader builds an organization_ culture by blending the vision with people's needs. A leader recognizes that a vision_ will be accomplished with others. "Fail to honor people, they fail to honor you; but of a good leader who talks well, when his work is done, his aim fulfilled, they will say 'we did this ourselves.'" Lao Tzu 6. Guiding Values A team builder sets the tone on how an organization will operate and develops the culture to reflect these values. A leader defines the city philosophy, establishing parameters (unifying purpose, role expectation, guides for performance standards) for actions and individual behaviors. A leader translates the values into daily processes for management and service delivery. A leader builds cultures. 16 7. Attention A leader pays attention to activities around them. A leader monitors performance, rewards behaviors that are consistent with the cultural values, and takes corrective action when needed. Attention from the leader should create a folklore to reinforce the values. A leader pays attention. 8. Symbols A leader recognizes the importance of symbols as a source of pride for the city, and plans how to use symbols to market the visions and values of the city. A leader uses symbols. 9. Ceremony A leader recognizes that participation in ceremonies is a powerful tool for recognizing the vision and values. Ceremonies provide an opportunity for leaders to reinforce the values, to interact with people, and to build work relations. A leader creates ceremonies. 10. Celebration A leader takes time to celebrate, which provides energy to the city and people by recognizing their accomplishments, strengthening work relationships, and stimulating a positive outlook for the future. A leader celebrates. DRUM MAJOR A drum major uses the FORCE A leader shows the way by using personal power effectively to achieve the organization's vision and values. "The final test of a leader is that he leaves behind in other men the conviction and the will to carry on." Walter Lippman 11. Involvement A leader does not sit on the sidelines. A leader builds personal credibility by demonstrating competence in accomplishing tasks. A leader amazes others. 17 12. Cheerleader A leader reflects a positive, "can do" attitude and does not get bogged down worrying about "what if ?" A leader makes others believe that they can do it. A leader encourages others. 13. Empathy A leader has empathy for others, and cares about others' needs, feelings and values. A leader listens to others, but is not driven by them. A leader cares. 14. Coaching A leader recognizes their influence on the lives of others, and uses this influence to guide and shape the values and behaviors of others. A leader develops others. 15. Empowering A leader recognizes that the most powerful people in a person's life are those whom they trust and have confidence in. A leader is one who makes others feel powerful in themselves and allows them to use that power. A leader challenges others to assume leadership responsibilities. A leader builds leaders. Figure 3 on the next page illustrates the leadership concept. Will Rogers best summarizes the challenge to leaders: "Even if you are on the right track, you will get run over if you just sit there." The Leadership Workshop provided an opportunity to build the capacity of the City Council as the City Team. The end result will be the refinement of the governance process, creating a healthy, value - driven City. 18 Figure 3 LEADERSHIP MODEL Path Def finer "WE CAN CREATE THE FUTURE" by determining direction and taking "chunks of action" LEADER Team Builder Drum Mo j o r "BUILDING PARTNERSHIPS" "ONE WHO PROVIDES THE ' FORCE ' " by developing our team by creating the spirit and building a sense of ownership and energy for the City COPYRIGHT° SUMEK ASSOCIATES, INC., 1986. 19 4. GOALS: A FOUNDATION FOR CITY TEAMWORK AND EFFECTIVENESS The Mayor and City Council have the responsibility of providing leadership through setting goals for the City of Brooklyn Center. Goals should be viewed as an ongoing process. Targeting is the establishment of short -term goals which serve as the foundation for the next year's work program. 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. 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 issues. Every goal incorporates these two dimensions. The effectiveness of a goal is determined by the degree of consideration given to . issues and the quality of the process used in establishing the goals. A. Goals: Purposes If the City Team is to be successful, goals are critical. The primary purposes of goals are: (1) To provide community direction for the future which Reduces crisis management personal conflicts slowness in action Increases planning problem identification continuity of action (2) To increase city performance which Reduces uncontrolled expectations special interest lobbying • ao Increases focus on citizen demands understanding of the necessity for performance identification of performance targets control of expectations (i.e., distinguishing what is desired from what is really doable) (3) To build a city team which Reduces Council /staff conflict strictly "political" decisions "implementation gap" Increases understanding of roles trust and openness problem solving accountability quality of services (4 ) To increase pride and confidence which Reduces credibility gap distrust and skepticism of government Increases ability to obtain community support and resources respect for government officials willingness of Council to provide leadership framework for action B. Resistance To Goal Setting In the past, most governing bodies have been extremely hesitant to undertake a goal setting process. The hesitancy is based upon the following factors: Lack of process - In most communities, there is no single effective process for developing or achieving goals. This is primary because there is a great deal of 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 a vision and a goal. That distinction must be made before a community can move ahead to setting and achieving goals. No desire for exposure - Goal setting sessions threaten individuals by opening up personal values to the scrutiny of both other City Councilors and the general • public. This can be politically risky. 21 • Complexity of issues - 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 in 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 well- defined time frames for achieving goals. Some goal setting sessions focus on short -term (one year) goals, while other sessions focus on 20 -year goals. 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. They also want to have the flexibility to shift priorities from moment to moment • rather than be locked into a long -term set of targets. As a result, in many communities there seems to be a tendency to avoid goal setting 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. C. Goal Satisfaction Our satisfaction with our performance is based on a very simple formula: S = PR - E Satisfaction = Perception. of Reality - Expectations Our satisfaction of goal achievement depends on how we balance this formula. Expectations for goals reflect our definition of success. Our expectations are based upon what we expect or desire to happen. Many individuals try to meet others' expectations and not their own; others may set their expectations too high - so high in fact, that they are too unrealistic to achieve. The key to setting successful goals is to know oneself and one's own expectations and values. In certain situations, a . "good enough" response may be appropriate; we cannot achieve perfection in all situations. Effective goals achieve a "positive satisfaction." 22 • D. Typology of Goals The governance - management - service delivery model provides a helpful framework for understanding goals 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 department, each work unit 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. Figure 4 on the next page illustrates the targeting process as relevant to the governance, management, and service delivery processes within the City of Brooklyn Center. At the overnance level there appear to be four basic g pp levels of goals which are key to the governance process: Vision - Goals may begin with a vision of the community's future. This vision reflects individual values and mental images of what the community would like to be at a future date. This vision guides the process of creating a community. Targets - Targets focus policy issues that need to be addressed by the Mayor and City Council during its life cycle. These targets become the team goals for a two -year period. Target issues are the Mayor and City Council's work program on major policy issues. In developing targets, policy leaders link their vision of the community's future to the current needs and realities within the community. Projects - Projects define "doable actions" which can be accomplished or completed, usually within a one to two -year period of time. They may reflect issues or desired outcomes, and are the tasks that become the basis of the City Team's work programs. They can be "checked off" as they are completed. Municipal Action Plans (MAPS) - Target issues are best translated into action through specific plans. MAPS reflect the desired outcomes of the Mayor and City Council, and outline the process steps for accomplishing the target issues. During the Workshop, the primary emphasis was on focusing policy targets and defining projects. In follow -up sessions, the . management staff will develop specific Municipal Action Plans. 24 E. Targeting: A Process for Leadership The Leadership Workshop utilized the targeting process for setting goals. The targeting process involves the following elements: Element One: Scan Our Community Needs and Issues The first step in the targeting process is the identification of community needs and issues for 1987 and 1988. These issues are identified and discussed in order to build a common understanding. Element Two: Focus Targets The second step is to categorize the needs and issues into policy areas. The policy areas are then defined as "targets." Element Three: Define Projects The third step is to take the target issues and define specific "doable chunks" which can be accomplished during a one to two -year time frame. These projects and actions can be "checked off" as being completed. Element Four: Prioritize The fourth step is the determination of priorities. The general policy direction is determined through prioritizing targets. The work plan direction on a specific target is determined by prioritizing the projects. Element Five: Develop Municipal Action Plans (MAPS) The fifth step is the development of Municipal Action Plans. These plans analyze the issue, define the desired outcomes, and outline possible action steps to achieve the projects and the target issue. These MAPs guide the policy formation, planning, and implementation processes. A pictoral diagram of this process can be found in Figure 5 on the next page. 26 5. BROOKLYN CENTER AGENDA: 1989 The targeting process lays a foundation for leadership and teamwork in the City of Brooklyn Center. This workshop was designed to translate the Brooklyn Center Vision: 2000 into a workable policy agenda through a comprehensive targeting process. A. Targets: 1989 During the Workshop, policy targets and projects were identified by the Mayor and City Council. Each item was discussed, and key comments from this discussion were captured on the targeting worksheets. After a complete list of target issues (policy goals) was established and reviewed, the Mayor and Council voted on the targets to establish priorities among the issues. This will become the City's work plan for 1987 -1989. The Mayor and City Council identified the following Top Priority Target Issues: Preserve Historic Area - Earle Brown Farm Define Social and Human Services Enhance Housing Stock and Condition Handle Solid Waste The Mayor and City Council identified the following High Priority Target Issues: Plan for Brooklyn Center's Future Enhance Economic Vitality Define and Adjust City Services Continue Stable Funding of City The Mayor and City Council identified the following Moderate Priority Target Issues: Provide Water Supply Maintain City Facilities and Infrastructure Improve Traffic and Transportation System 27 Develop Parks System Enhance Citizen Involvement and Communication A complete summary of the policy targets and their corres- ponding projects can be found in Section 2 of the Leaders' Guide The Mayor and City Council's targeting worksheets can be found in Appendix A of this Summary Report B. Making the Targeting Process Work for Brooklyn Center If the target issues are going to be accomplished, the Mayor and City Council need to develop an ongoing process for: (1) Target planning - focusing desired outcomes and action steps on target issues, and (2) Target monitoring - monitoring the City's performance on the accomplishment of target issues. The target issue list is aimed at assisting the Mayor and City Council in making decisions, monitoring staff performance, and managing their own workload. The targeting process should be • seen as flexible, and should be adjusted to the changing politi- cal environment and needs of the City of Brooklyn Center. The Mayor and City Council should be sensitive to the fact that if they spend more time on a low priority target issue, it will decrease their ability to work on an issue with a higher priority. (1) Municipal Action Plans (MAPS) Municipal Action Plans involve focusing the desired outcomes of the Mayor and City Council for the next two years and outlining process steps for accomplishing the targets. For some target issues, there may be an ongoing process in which the target will be handled. For others, the desired outcomes may be vague. For still other targets, there may be no well- defined process for handling the issues. In order to deal with critical issues effectively, I suggest the Mayor and City Council work with the management staff to develop Municipal Action Plans. The Mayor and City Council asked the City Manager to prepare Municipal Action Plans on key issues. An effective Municipal Action Plan focuses desired outcomes and outlines action steps which provide a process plan for accomplishing the desired outcomes. If desired outcomes (expectations) are achieved, the Mayor and City Council will be satisfied with their performance as policy leaders. Examples of Municipal Action Plans can be found in Appendix B. 28 (2) Target Monitoring Based upon my experience, I suggest the Mayor and City Council develop a target monitoring process. The purposes of target monitoring are: To provide a simple means for measuring progress on target issues To make adjustments in target issues and priorities To communicate the future direction to the community and staff To provide direction on short -term action plans To celebrate accomplishments A key part of the targeting process is the development of a target monitoring form. A simple, concise form provides information regarding the status of target issues. The Mayor and City Council requested the following information on the report forms: Past actions Next quarter actions Time for completions Problem areas Appendix C contains examples of target monitoring forms. (3) Targeting Process The targeting process should be seen as flexible, adjusting to the ever - changing needs in the community. In order to maximize this flexibility, I suggest that the Mayor, City Council, and management staff meet on a quarterly basis to review the status of target issues. This meeting would provide an opportunity to celebrate successes, to make adjustments, and to "check off" completed projects. The Mayor and City Council agreed to quarterly meetings in which staff can summarize progress and participate in celebrations. 29 (4) Targets: Community Education The Mayor and City Council agreed to post the targets throughout City facilities. This provides an opportunity to inform the public of the policy direction in the City. The Mayor and City Council also suggested sharing the target issues through the news media, and possibly through a community newsletter. The targeting process should be continuing. The Leadership Workshop provided a foundation for enhancing the City Council's leadership on the policy targets by establishing this as an ongoing program. i 30 6. LEADERSHIP ACTIONS The Leadership Workshop should be seen as a beginning. It lays a foundation for enhancing the governance process and building the capacity of the Mayor and City Council as policy leaders. The true success of this Workshop will be determined by the follow -up actions taken by the Mayor, City Council, and City Manager. Effective government is an 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." As further inspiration in your leadership efforts, the poem "Anyway" is included on the next page. • 5 -2/1 31 ANYWAY People are unreasonable, illogical and self - centered. Love them anyway. If you do good, people will accuse you of selfish ulterior motives. Do good anyway. If you are successful you win false friends and true enemies. Succeed anyway. The good you do today will be forgotten tomorrow. Do good anyway. Honesty and frankness make you vulnerable. Be honest and frank anyway. People favor underdogs but follow only top dogs. Fight for some underdogs anyway. What you spend years building may be destroyed overnight. Build anyway. People really need help but may attack you if you help them. Help people anyway. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you've got ANYWAY By Dr. Karl Menninger, The Menninger Foundation. Distributed by Kalan, Inc. "Good Humor ", Box 12527, Philadelphia, PA 19151. Appendix A BROOKLYN CENTER AGENDA: 1990 MAYOR AND CITY COUNCIL BROOKLYN CENTER, MINNESOTA MAY, 1987 • BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 P R I O R I T Y TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES 1. Preserve Historic Area - Earle Brown Farm 11 0 0 a. Earle Brown Farm Committee -* Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction ( Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction d. Historic Plan for Brooklyn Center Identify historic issues ( i.e. , Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric- a -brac" shops Develop concept Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 2 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 1. Preserve Historic Area - Earle Brown Farm Continued 11 0 0 f. Museum Explore option Develop concept Decision: Direction ------------------------------------ 2. Define Social and Human Services 9 0 0 a. "Needs" Inventory 13 Identify community needs Identify community resources . b. B.C. Social Services Plan 13 Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transpo rta- tion 12 Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Day Care Study 9 Determine need Explore option Define City role Develop program Decision Agenda 1990 Page 3 i P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued ------------------------------------ e. Child Abuse and Domestic Abuse 8 Continue support for domes- tic abuse intervention Explore ways for enhanced program f. C.E.A.P.: Direction (Community Emergency Assistance Program) 7 Evaluate current program Define role Meet with various groups Determine future direction 9. Medical Services 6 Expand police force to respond to increased medical calls h. Special Communication Devices 5 (Fire Alarms, Doorbells, etc.) Develop program Determine funding Decision: Direction i . Promotion Program 4 Expand information on services Explore options, evaluate media role Decision Agenda 1990 Page 4 • P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 2. Define Social and Human Services 9 0 0 Continued j. "Emergency Call" Response 4 Develop program for respon- ding to calls for assis- tance k. Total Handicap Housing Develop- ment ( "The Purples") 3 3. Enhance Housing Stock and Condition 9 0 0 a. Housing Stock Inventory and Policy 12 Assess current conditions Define needs Define percent mix Determine policy b. Housing Maintenance Enforcement 12 Develop enforcement program Decision: Direction C. Building /Maintenance Code: Update 11 Evaluate current code Revise Code, develop Com- mercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program 10 Develop education program Explore program options with funding Determine needs . Decision: Direction Agenda 1990 Page 5 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 3. Enhance Housing Stock and Condition 9 0 0 Continued ------------------------------------ e. Rehabilitation Program 8 Explore option Develop program Decision: Direction f. Experimental T.I.D. in "Targeted" Area 7 Explore option Study potential benefits Develop concept Decision: Direction • 9. Inspection Services: Expansion 7 Explore opportunities Develop program enhance- ments Decision: Direction 4. Handle Solid Waste 8 0 0 a. Recycling Program 17 Establish Task Force Analyze options Define P.O.A. Determine funding Develop Action Plan with timetable b. Source Separation Program 15 Develop education program Establish financial incen- tive Develop overall plan for Brooklyn Center Agenda 1990 Page 6 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT TOP PRIORITY TARGET ISSUES Cont. 4. Handle Solid Waste Continued 8 0 0 C. City -wide Pickup Program 10 Develop program Identify "1" hauler Implement program d. County Burn Plant 9 Monitor County actions Coordinate with local recycling program ----------------------------------- e. "Hazards" Education 8 Inform citizens of legis- lation Develop education program f. Alternative Disposal Methods: Study 7 Explore options Work with County and State Decision: Direction g. Trash Compactors 3 Develop education program h. Packaging: Lobbying 3 Lobby State on biodegrad- able requirement Encourage federal and State action Agenda 1990 Page 7 P R I O R I T Y # TARGET ISSUES TOP :[:H IGH LOW PROJECT HIGH PRIORITY TARGET ISSUES 5. Plan for Brooklyn Center's Future 6 16 0 a. Redevelopment: Plan and Policy 16 Identify current needs Explore options Develop policy and plan Decision b. School District Boundaries 13 Explore opportunity - "One" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update 12 Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction d. Young Family Attraction Program 9 Explore possible incentives (e .g . , low interest loan program) Develop program Decision: Direction ------------------------------- e. Development Criteria 5 Review current criteria such as P.U.D. Explore revisions Decision: Direction f. Development Regulations: Review Review ordinance (e.g., . sign, zoning, Building Code, etc.) Revise regulations Agenda 1990 Page 8 • P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality 6 11 0 a. Economic Development: Strategic Plan 14 Develop one year plan and five year plan for con- version of significant areas Decision b. Business Retention Program 13 Explore ways for the C i t y to be responsive /assist current business Develop program Decision: Direction C. Business Attraction Program 13 Develop ideas of addition- al services to meet changes Work with Chamber to attract businesses Define City incentives ------------------------------------- d. Star City Program: Evaluation 6 Evaluate benefits of City Decision: Direction e. Non - Profit Development Corpora- tion: Establishment 6 Explore options Develop organization Decision • Agenda 1990 Page 9 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 6. Enhance Economic Vitality Continued 6 11 0 f. Role Definition 2 Determine role of City, Chamber of Commerce Define ways of City support 7. Define and Adjust City Services 6 10 0 a. Service Plan for Brooklyn Center - Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and • levels of service Determine service priori- ties Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction • * Projects with no votes were considered all top priority Agenda 1990 Page 10 • P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT HIGH PRIORITY TARGET ISSUES Cont. 8. Continue Stable Funding of C if 5 16 0 a. Financial Plan and Policy 14 Identify financial resources Assess current situation Determine policies Develop projections b. Alternative Revenues Study 9 Explore options Develop policies Decision: Direction ------------------------------------ • C. State Aid Funding 8 Communicate with legisla- tors d. Investment Policy 7 Develop policy Decision MODERATE PRIORITY TARGET ISSUES 9. Provide Water Supply 4 9 13 a. Water Distribution Plan 12 Assess current distribu- tion system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction Agenda 1990 Page 11 • P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 9. Provide Water Supply Continued 4 9 13 b. Water Quality Monitoring 11 Monitor pollution sources Develop strategies for response C. Conservation Program 10 Explore options Develop program (e.g . , "Shower with a Friend," etc.) Develop program d. Water Supply Plan 9 Determine needs (current/ future) Explore optional sources Determine sources Develop plan Determine direction e. Emergency Plan 5 Develop emergency plan Explore options f. City -Wide Water Softening System 3 Explore options Develop system Decision: Direction Determine funding • Agenda 1990 Page 12 P R I O R I T Y TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 10. Maintain City Facilities and Infrastructure 4 7 12 a. Capital Needs: Inventory - Inventory current facili- ties Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System 3 9 13 • a. Freeway System: Evaluation 11 Evaluate access ramps and controls Evaluate system Develop plan for future ------------------------------------- b. Public Transportation 8 Improve east /west link Develop program for special needs population C. Private Transportation Options 8 Explore options (e.g., voucher system, use of school buses, etc.) Develop concept Develop program Decision: Direction * Projects with no votes were considered all top priority Agenda 1990 Page 13 • P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 11.E Improve Traffic and Transportation System Continued 3 4 9 13 d. MNDOT - Hennepin County - City: 4 Systems Plan Update 7 Analyze current situation Define future needs Update systems plan Decision: Direction 12. Develop Parks System 3 5 11 a. Maintenance Program: Enhance- ment 16 Evaluate current program • and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction 10 Evaluate neighborhoods Evaluate undeveloped land Determine needs ( current/ future) Develop plan with funding Determine direction C. Twin Lakes Plan 10 Authorize development plan Complete plan d. Picnic Shelters 10 Develop shelters Design shelters Decision: Direction Determine funding Agenda 1990 Page 14 P R I O R I T Y # TARGET ISSUES TOP HIGH LOW PROJECT MODERATE PRIORITY TARGET ISSUES Cont. 12. Develop Parks System Continued 3 5 1T e. Parks Marketing Program 9 Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 9 ------------------------------------- 9. Preserve Plan 7 Authorize development plan Complete plan h. Rules and Regulations: Assess- ment 7 Assess current rules Explore options Develop revisions Decision i. Regional River Park 5 Decision: or Secure funding Initiate construction j. Closed Health Spa for Community Use 3 Investigate option Decision: Direction Agenda 1990 Page 15 P R I O R I T Y TARGET ISSUES TOP HIGH LOW PROJECT 6 MODERATE PRIORITY TARGET ISSUES Cont. 113. Enhance Citizen Involvement and Communications 2 5 11 a. Public Information Program 16 Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision I b. Community Events: City Support Policy 10 Identify City role Explore ways to expand • volunteerism ------------------------------------- c C. Neighborhood Meeting Program 9 Establish program (system- atic, ongoing process) Decision d. Citizen Recruitment Program 7 Develop program for recruiting citizens Decision Appendix B MUNICIPAL ACTION PLANS: EXAMPLES • • FINANCIAL STABILITY OF THE CITY MUNICIPAL ACTION PLAN MAYOR AND CITY COUNCIL CITY OF EUGENE NOVEMBER, 1986 The financial stability of the City was identified as another primary target issue. The discussion focused on a wide range of topics, which gave the Mayor and Council an opportunity to discuss their concerns. No specific issues were outlined, nor were any action steps identified, as the Mayor and Council felt that this would take place during the budgeting process. The Council discussed two specific issues related to the budgeting process: 1. Budget Committee involvement in goal setting Listen to policy direction Provide information 2. Budget reduction: Set amounts for cuts • No resolution was achieved on either issue, but it was referred to staff as they prepare for the next budget cycle. The City Manager was asked to develop a "game plan" which outlines the steps and procedures for the next budget process. TARGET ISSUE 86 - 1 . CIVIC CENTER I. TARGET To implement the Civic Center Master Plan and to develop methods for tracking the progress of the Civic Center improvements and for increasing public awareness and involvement with the project. II. Desired Outcomes A. Development of a schedule which identifies both the short and long term projects and the Council actions that will be required for the implementation of the Civic Center Master Plan. B. Development and implementation of a reporting system that can be used to update the Council and community on the progress of the Civic Center improvements. C. Implementation of various communications and events which can be used to increase public awareness and involvement with the Civic Center project. III. Discussion . This issue was also one of the Council's top priorities in 1985. The primary desired outcomes in 1985 included the decision on the adoption of the Master Plan and the development of a schedule and financing strategy for the Civic Center improvements. On June 24, 1985, the City Council approved the Civic Center Master Plan that had been developed by Martin & Pitz, Associates. This Master Plan was the result of several months of work and meetings with the City Council, Staff, seniors, other community groups, and affected neighborhoods. After the adoption of the Master Plan, the City hired the architectural firm of Hammel, Green & Abrahamson for the design of the Community /Senior Center. During the latter half of 1985 and early part of 1986, plans for the Community /Senior Center were developed. Again, there was a great deal of involvement by the Council and seniors in the development of these plans. At a special Work Session on March 31, 1986, the City Council considered a financing plan for the Civic Center improvements. At its April 7, 1986 meeting, the City Council officially adopted the financing plan which calls for the expenditure of approximately $8.3 million for the construction of the Community Center, Williston Boulevard, entrance plaza and pond area, amphitheatre, police facility • expansion, picnic areas, and festival plaza during the next five years. Significantly, this financing plan uses internal funding sources and does not require a tax increase or the issuance of general obligation bonds. As part of III. Discussion (continued) Page 2 • the motion adopting the financing plan, the Council also requested a study be started as soon as possible to determine the space facility needs of the Police Department. At its June 2, 1986 meeting, the Council awarded the bids for the construction of the Community /Senior Center. Since the construction of this builcing will take between 12 -14 months, and other Civic Center improvements are planned for the next S years, it is important for a comprehensive schedule to be developed which identifies Council actions that will be necessary to implement the various components of the Civic Center Master Plan. This schedule should identify both short term (1 -2 years) and long term (S years) projects and actions. It will also be important to develop a reporting system so the Council is aware of the progress of the various improvement projects that are occurring on the Civic Center site. This reporting system should also include a method for informing the public about these improvements at the Civic Center. This public education and support is critical to the eventual use and success of the Civic Center complex. One activity that is recommended to create greater public awareness for the Community Center is a ground breaking ceremony. It has been suggested that this ground breaking be held on August 2, 1986 in conjunction with the Minnetonka Summer Festival. Since the Community Center is the largest and most visible component of the planned improvements, it was felt that a good way to develop awareness and interest in the project would be to hold a ground breaking ceremony in conjunction with this annual community event. IV. Policy Decisions and Actions Action 1: July 14, 1986 work Session - review the Civic Center Master Plan implementation schedule and proposed process for providing project updates to the Council and Community. Action 2: August 2, 1986 - Community Center groundbreaking (in conjunction with the Minnetonka Summer Festival). • i ANNEXATION: POLICY DIRECTION MUNICIPAL ACTION PLAN MAYOR AND CITY COUNCIL CITY OF LONGMONT JANUARY, 1986 I. Direction to Staff A. Pursue Study of Proactive Annexation Policy B. Consider Annexation Requests Under Current Policy II. Questions and Issues to be Addressed A. Balance Between Industrial and Residential Development Consider existing residential Consider potential residential and annexed areas B. Legal Analysis Conformance with state regulations Commitment to provide service Long -term enforceability Liability for non - performance or slow performance C. Phased Plan Options: How They Might. Work Possible phasing options Possible target dates Background information on current status "Industrial- only" annexations Consider current needs and demands - annexations in progress D. Controls of Community Destiny What are the controls? What liabilities do we achieve in annexation? E. Economic Incentives Impact of waivers Impact of deferred or phased fees Impact of target industry task force Cash in lieu of F. Capital Improvements Current status Cost to get to area Funding availability Capital Improvement Program - 5 year plan + water + electric + drainage + streets + public safety G. Successful Case Studies of Economic Balance (Work with E.D.A.L.) Examples - learn from others Related to Longmont Identify mechanism Consistent with Colorado law H. Options for the Balance Tax increase Industrial increase Service reductions I. Land Use Consideration Open space Buffers Examine primary land plan for areas J. Impact on Operating Budget III. Action Steps P A. Staff Report of Effort and Status February '86 B. Staff Complete a Report Responding to April 1 86 to Questions and Issues C. Meeting of Staff and Council for April 1 86 the Purposes of: Reviewing data Determining specific philosophical direction D. Staff Develop Action Plan To be announced Appendix C • TARGET MONITORING FORMS: EXAMPLES • 0 1 2nd QUARTER, 198 6 1986 -87 TARGET ISSUES QUARTERLY REPORT TARGET UE/ ESTIMATED COST/ RIORITY I RESPONSIBILITY I PROGRESS ON ACTION STEPS I STEPS TO BE COMPLETED I COMPLETIONN DATES ENHANCE FINANCIAL STABILITY OF CITY Revise Capital Jane Kirkemo Projects submitted by departments in June City Manager revises project September 22 Improvement Pro- Public forums held in July. list. CIP presented to gram and process Council in September. Adopt capital budget. Approve CIP. Improve budget Jane Kirkemo Budget manual redesigned to include pro- Council reviews revenue July 31 process and format narrative and performance measures. estimates and program Departments submit program enhancements enhancements. to City Manager. Departments trained in budget preparation. Departments submit prelimin August 25 - ary 1987 -88 budgets to City October 1 Manager. Council reviews preliminary November budget. Public hearings on budget December 2 and Council adopts. Modernize budget Jane Kirkemo No progress on financial reporting system Upgrade of financial re- $250,000 and financial porting system contained reporting system in CIP. Review revenue Jane Kirkemo Contained in draft of Financial Policy Process and timeframe un- structure and Statement. Need to develop policy on feeE determined. policy for service and cost recovery. REVITALIZE DOWNTOWN Adopt Downtown Harold Robertson Completed Implementation through Comprehensive Planning work program. Plan . Adopt Parking Plar Art O'Neal Final draft will be presented to Council Steps for implementation November - December in August for adoption in September. must be approved to in- tegrate into 1987 budget and work program. 2.22.708 Date: Harch 13, 1905 PROGRESS REPORT CITY COUNCIL TARGET ISSUES Estimated Starting /Comp- Date for Responsible Status/ TARGET ISSUES Description Cost letion Date Council Action Contact Person Comments Top Priority 1. Economic Development Prog. Promote diversity and 4,000 Now N/A Dick Cushing B&I Show, West Valley improve City image Jim Harris Imp., Pursue w /Uplands Fancy Leahy ways to assist. Tie in with Housing Study. 2. Capital Improvement Prog. A coordinated plan of In -house June '84/ June 3, 1985 Tony McCarthy Community meetings all nonutility capital June '85 Dick Cushing in March. Staff review improvements and recommendations in late April. J. Social b Human Services Needs analysis. Apr/May Workshop Jim Harris Staff to develop outline of action plan. Review at May 13 Workshop. 4. Financial Policy Not yet defined November Tony McCarthy S. City Regulations A. Annual Regulatory Review B. Affordable Housing Study (see below) C. More work needs definition High Priority I. City Image Various tasks to In -house Nancy Leahy d B&I Show, Written Info., Improve City image. City Image Comm. staff training Needs more definition 2. Housing Stock Affordable Housing In -house May x'84/ May on Ph I Fred Satterstrom Ph 1 Complete Apr. Council Study. Ph 1: Over- May 1'85 workshop May 13. Ph II view of stock, related re: Action May /June. regs., b options. Ph 1I: Review of options. 3. Waste Disposal Needs more definition Don Wickstrom Discussed w /Seattle at NLC Conference 0 n • ` i City Council Date March 30, 19 87 Pending Items List Page I of 3 Date Date Due Project No. Received For Return & Subject From To Priority Comments /Status Contact Council Council I 2 -85 Create Urban Design Standards 6 -85 2 -86 1 Staff to review existing ordinances and Muzzy for Central Area 8 -86 prepare guidelines for redevelopment in the 6 -87 Central Area. Discussion underway with downtown community. Additional time requested by com mittee. PI - ectric Utility Review and 9 -17 -85 4 -20 -87 1 Series of quarterly reports on results of new Dollar Monitoring Program 7 -20 -87 rates, expenditure and revenue adjustments. 10 -19 -87 To include TMPA Reports from Board Members, UAB & TP&L /GP&L Committee. Old Diesel Power Plant 9 -85 11 -17 -86 3 120 -day period authorized for private interest Dollar 3 -16 -87 to present ideas. Six -month extension granted 9 -87 by Council at 3 -16 -87 meeting. RFP out by 4- 15 -87. PI 5 -86 Revision of Zoning Ordinance 8 -85 9 -87 2 Council authorized revision process in August Muzzy of 1985 (PR 85 -22). Include investigation of time limits on certain zonings. PI 6 -86 Garland Comprehensive Plan 2 -86 3 -3 -86 2 Council review of proposed process and Muzzy East /West Plans 7 -87 schedule. Draft to Council. PI 12 -86 Duck Creek Sewer Plant 6 -85 6 -87 1 Completion of Phase II (30 MGD). Dollar ec ric Utility Public ucation - 86 12-15-87 1 Develop package of materials, slide video Dollar Information Program 5 -87 presentation and speakers bureau to provide increased information to public on electric issues. Hold pending Futures Study. PI -19 -86 Review Permit Process for 5 -86 9 -87 2 Conduct review as part of Zoning Ordinance Muzzy Secondary Uses revision process (PI 5 -86). d City Council ty COU 11 Date March 30, 1987 Pending Items List Page 2 of 3 Date Date Due Project No. Received For Return & Subject From To Priority Comments /Status Contact Council Council PI 22 -86 Impact Fees 5 -86 3 -16 -87 1 Staff to prepare issue paper on impact fees for Muzzy Council review and direction. (Combine with PI 23 -86.) PI 23 -86 Fiscal Impact Model 5 -86 3 -16 -87 1 Staff to research various approaches to fiscal Muzzy/ impact model and recommend most Miller appropriate use in Garland. PI 28 -86 Service & Operations Review: 5 -86 3 -16 -87 3 Staff to present position paper for Council Miller Privatization do Contracting Out review. Methodology being developed. Additional Council direction needed in spring. PI 33 -86 Carver Center 5 -86 2 -87 3 Complete Building No. 2. Muzzy 10 -86 3 Schedule for Building No. 3. 10 -88 3 Plan completion; status report. PI 35 -86 E -911 N/A 4 -88 1 E -911 system activation. Wheat PI 39 -86 Review of Development Process N/A 10 -6 -86 1 Scope of project and proposed schedule to Muzzy Council.. 4 -20 -87 Status report. I Project completion 8 -87. PI 40 -86 Watershed Management Plan for N/A 1 -19 -87 2 Present findings of Halff Report to Council. Muzzy Rowlett Creek Basin 3 -9 -87 2 Application of Albert Halff Engineering Study 5 -87 2 to land use and development. PI 44 -86 Data Processing Audit N/A 12 -16 -86 2 Council award of contract. Miller 3 -16 -87 Presentation of consultant's report to Council. City Council Date March 30, 1987 Pending Items List Pa 3 of 3 Date Date Due Project No. Received For Return & Subject From To Priority Comments /Status Contact Council Council PI 47 -86 Organization of Economic 1 -5 -87 2 Discussion of possible structures. Muzzy Development Function 2 -16 -87 Council direction provided. 3 -9 -87 Staff to bring back process to implement authorized structure. PI 48 -46 Creekbend Drainage Project 11 -86 4 -20 -87 2 Presentation of preliminary results from Muzzy Graham Report. PI49 -86 GP&L Futures Project N/A 1 -19 -87 1 Staff /Utility Advisory Board to present Dollar recommended direction /consultant contract for Council's consideration. 4 -20 -87 1 Results to Council. I 3 -87 "Standards" Review for 12 -86 2 -16 -87 2 Staff to review the issue of how to achieve Muzzy Cluster - Housing acceptable levels of quality in cluster - housing and present findings to Council for consideration. 4-6-R7 T)raft to Counril- PI 5 -87 Alternative GP&L Natural Gas N/A 6 -87 2 Staff to present issues and options to Council Dollar Supply Analysis for consideration. wpc /Adm 5 SECTION 2 LEADERS' GUIDE BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 BROOKLYN CENTER AGENDA: 1990 BROOKLYN CENTER, MINNESOTA MAY, 1987 ACTION TARGET ISSUES 1. Preserve Historic Area - Earle Brown Farm a. Earle Brown Farm Committee Complete assignment Develop recommendations and plan Determine funding Explore ownership options b. Farm: Reconstruction Decision Initiate and complete construction (Fall 1988) C. Management and Operations Plan Define roles: Private and public Develop Plan Decision: Direction d. Historic Plan for Brooklyn Center Identify historic issues (i.e., Mississippi; North Twin Lakes, etc.) Develop comprehensive plan Decision: Direction e. Commercial Development Explore options of antique, "bric -a -brac" shops Develop concept Decision: Direction f. Museum Explore option Develop concept Decision: Direction i Agenda 1990 Page 2 2. Define Social and Human. Services a. "Needs" Inventory Identify community needs Identify community resources b. B.C. Social Services Plan Define City role Define relationship to other governments and agencies Explore options Develop coordinated plan Decision: Direction Determine funding C. Senior /Handicapped Transportation Explore options Evaluate needs and services Provide late -night services Decision: Direction d. Day Care Study Determine need Explore option Define City role Develop program Decision 3. Enhance Housing Stock and Condition. a. Housing Stock Inventory and Policy Assess current conditions Define needs Define percent mix Determine policy b. Housing Maintenance Enforcement Develop enforcement program Decision.: Direction i Agenda 1990 Page 3 • 3. Enhance Housing Stock and Condition Continued C. Building /Maintenance Code: Update Evaluate current code Revise Code, develop Commercial Code Evaluate "Truth in Housing" Explore options for enhanced enforcement d. Preventive Maintenance Program Develop education program Explore program options with funding Determine needs Decision: Direction. 4. Handle Solid Waste a. Recycling Program Establish Task Force Analyze options Define P.O.A. • Determine funding Develop Action. Plan with timetable b. Source Separation Program Develop education program Establish financial incentive Develop overall plan for Brooklyn Center C. City -wide Pickup Program Develop program Identify "1" hauler Implement program d. County Burn Plant Monitor County actions Coordinate with local recycling program Agenda 1990 Page 4 5. Plan for Brooklyn Center's Future a. Redevelopment: Plan and Policy Identify current needs Explore options Develop policy and plan Decision. b. School District Boundaries Explore opportunity - "One" School District Develop a strategic plan Decision Initiate action C. Comprehensive Plan: Update Review current plan Identify population changes Revise and update plan Define citizen expectations Decision: Future direction . d. Young Family Attraction Program Explore possible incentives (e.g., low interest loan program) Develop program Decision: Direction 6. Enhance Economic Vitality a. Economic Development: Strategic Plan Develop one -year plan and five -year plan for conversion of significant areas Decision b. Business Retention. Program Explore ways for the City to be responsive /assist current business Develop program Decision: Direction • Agenda 1990 Page 5 • 6. Enhance Economic Vitalit Continued C. Business Attraction Program Develop ideas of additional services to meet changes Work with Chamber to attract businesses Define City incentives 7. Define and Adjust City Services a. Service Plan for Brooklyn Center Analyze populations Identify service impacts Explore delivery mechanism, use of volunteers Define City services and levels of service Determine service priorities Examine State and federal impacts b. Year 2000 Report: Update Establish annual planning sessions . Involve cross section of community C. Volunteer Program Identify opportunities in the City Develop Program Decision: Direction 8. Continue Stable Funding of City a. Financial Plan and Policy Identify financial resources Assess current situation Determine policies Develop projections b. Alternative Revenues Study Explore options Develop policies Decision: Direction • Agenda 1990 Page 6 OTHER TARGET ISSUES 9. Provide Water Supply a. Water Distribution Plan Assess current distribution system, and future needs Determine life of system Define future needs Develop plan with funding Decision: Direction b. Water Quality Monitoring Monitor pollution sources Develop strategies for response C. Conservation Program Explore options Develop program (e.g., "Shower with a Friend," etc.) Develop program 10. Maintain City Facilities and Infrastructure a. Capital Needs: Inventory Inventory current facilities Define future needs b. Capital Improvement Program Define specific projects Determine priorities Determine funding Establish ongoing process 11. Improve Traffic and Transportation System a. Freeway System: Evaluation Evaluate access ramps and controls Evaluate system Develop plan for future Agenda 1990 Page 7 OTHER TARGET ISSUES Continued 12. Develop Parks System. a. Maintenance Program: Enhancement Evaluate current program and activities Discuss with citizens "wants and needs" Determine funding b. Parks Plan Direction Evaluate neighborhoods Evaluate undeveloped land Determine needs (current /future) Develop plan with funding Determine direction C. Twin Lakes Plan Authorize development plan Complete plan d. Picnic Shelters Develop shelters Design shelters Decision: Direction Determine funding e. Parks Marketing Program Identify resources and assets Develop marketing program Decision: Direction f. Trail System: Completion 13. Enhance Citizen Involvement and Communications a. Public Information Program Evaluate current activities Explore options, including use of cable television, work with school district Develop program Decision Agenda 1990 Page 8 • OTHER TARGET ISSUES Continued 13. Enhance Citizen Involvement and Communications Continued b. Community Events: City Support Policy Identify City role Explore ways to expand volunteerism • • Agenda 1990 Page 9 PENDING TARGET ISSUES Child Abuse and Domestic Abuse C.E.A.P.: Direction (Community Emergency Assistance Program) Medical Services Special Communication Devices (Fire Alarms, Doorbells, etc.) Promotion Program "Emergency Call" Response Total Handicap Housing Development ( "The Purples ") Rehabilitation Program Experimental T.I.D. in "Targeted" Area Inspection Services: Expansion "Hazards" Education Alternative Disposal Methods: Study Trash Compactors Packaging: Lobbying Development Criteria Star City Program: Evaluation Non- Profit Development Corporation: Establishment Role Definition State Aid Funding Investment Policy Water Supply Plan Emergency Plan Agenda 1990 Page 10 PENDING TARGET ISSUES Continued City -Wide Water Softening Program Public Transportation Private Transportation Options MNDOT - Hennepin County - City: Systems Plan Update Preserve Parks Plan Rules and Regulation: Assessment Regional River Park Closed Health Spa for Community Use Neighborhood Meeting Program Citizen Recruitment Program • 1 ' T CITY OF BROOKLYN CENTER SUMMARY STATEMENT OF TRENDS, ISSUES AND GOALS Draft 3/4/87 1 C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 1 SINGLE PARENT HOUSEHOLDS x - Pervasive issue involves INCREASING AS A PERCENTAGE OF many services, Police, Park HOUSEHOLDS & Recreation, Housing 2 BALANCE AMONG AGE GROUPS x -All aspects of planning for IN POPULATION WILL CHANGE development, redevelopments and services must be concerned about achieving this goal. 3 AGING POPULATION x -May require analysis of impact of - BROOKLYN CENTER AND "elderly population wave" "INNER RING" SUBURBS 4 PROBLEMS WITH LANDFILLS MAY x -The mandated State and County recycling REQUIRE MANDATORY RECYCLING regulations will require a concerted effort over next 3 to 5 years 5 STORM WATER DRAINAGE THROUGH x - Monitor surface water runoff requirements BROOKLYN CENTER AFFECTS LOCAL of watershed districts and community SYSTEMS compliance C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 6 QUALITY OF DOMESTIC WATER x -Must be constant vigilance SUPPLY - develop comprehensive testing program 7 SAFETY PROBLEMS OF CRYSTAL x AIRPORT 8 RAPID TECHNOLOGICAL x ADVANCEMENT 9 PUBLIC PHYSICAL FACILITY x AGING 10 CONTINUING NEED FOR ENERGY x CONSERVATION 11 CHANGE WILL OCCUR MORE x FREQUENTLY AND MORE PERVASIVELY Z C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 12 GREATER POTENTIAL FOR CITY x -Must carefully establish limits INVOLVEMENT IN SOCIAL AND to this involvement HUMAN RESOURCE SERVICE -Not a major City mandate or DELIVERY responsibility. County has major responsibility in this area 13 MINIMAL CULTURAL ACTIVITIES AND x FACILITIES AVAILABLE IN THE NORTHWEST METRO AREA 14 FOSTERING A PLEASANT URBAN x - Requires constant emphasis over ENVIRONMENT time to achieve a quality urban environment 15 COMPLETION OF PARK DEVELOPMENT x - Currently being reviewed by PLAN Park & Recreation Commission 16 HISTORIC PRESERVATION OF EARLE x - Currently receiving adequate BROWN FARM attention -Ad hoc committee currently reviewing development possibilities C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 17 "CUT- THROUGH" TRAFFIC IN x - Requires continuous monitoring RESIDENTIAL AREAS 18 70% OF HOUSING STOCK 40 YEARS x - Critical issues to be carefully OLD BY YEAR 2000 (APARTMENTS WILL addressed during the next 2 years ALSO BE AGING) 19 CITY IS CHANGING ITS FOCUS FROM x - Adjust current ordinance for "DEVELOPMENT" TO "MAINTENANCE AND redevelopment REDEVELOPMENT' - Develop a "redevelopment policy" 20 ECONOMY IS TRENDING TOWARD AN x INTERNATIONAL BASE 21 FROST BELT GEOGRAPHIC LOCATION x C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 22 CITY WILL CONTINUE AS THE JUNCTION x OF MAJOR TRANSPORTATION CORRIDORS WITH INCREASING VOLUMES OF TRAFFIC II 23 GRADUAL INCREASE IN AGE OF COMMERCIAL x AND INDUSTRIAL BUILDINGS 24 COMMUNICATION OF COMMUNITY NEEDS, x Continue current efforts PLANS AND GOALS -Seek new ways to communicate with citizens 25 FOUR SCHOOL DISTRICTS SERVING x - Encourage cooperation BROOKLYN CENTER 26 INTERGOVERNMENTAL COOPERATION AND x COORDINATION C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 27 BALANCE AMONG BROOKLYN CENTER LAND x -Watch development & redevelopment USES impacts and trends and examine whether or not our community is developing "too much" of any type of land use 28 CRITERIA FOR ORDINANCE AND REGULATION x DEVELOPMENT 29 VIABILITY AND EFFECTIVENESS OF x - Review potential commercial & industrial BUILDING MAINTENANCE CODES building maintenance code - Evaluate maintenance standards in current housing maintenance code 30 ZONING, BUILDING AND LAND USE x -Merge with #19 REGULATIONS WILL BE CHALLENGED BY REDEVELOPMENT PRESSURES 31 MORE PROBLEMS ORIGINATING OUTSIDE x CITY RATHER THAN FROM WITHIN C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 32 CONTINUED CITIZEN AWARENESS AND x -Merge with #24 INVOLVEMENT -leave as an awareness issue 33 THE INCREASED ACCESSIBILITY AND - Should be - Hasn't appeared to develop TRAFFIC LEVEL NEAR THE INTERSECTION considered as a problem OF INTERSTATE 94 AND 53RD AVENUE for elimination MAY PROVIDE THE IMPETUS FOR A DEMAND FOR COMMERCIAL ZONING AT THIS LOCATION. 34 THE SOUTHEAST NEIGHBORHOOD IS THE OLDEST x -Not just a SE neighborhood HOUSING IN THE CITY, OFTEN BUILT ON SMALL problem LOTS.. CONSEQUENTLY, HOUSING DETERIORATION - Examine success or failure IS GREATER HERE THAN IN OTHER SECTORS OF of current program THE CITY, AND SHOULD BE THE TARGET OF CITY HOUSING IMPROVEMENT PROGRAMS IN THE 1980'S. 35 THE R -2 ZONING CLASSIFICATION WAS APPLIED TO x - Should examine if it is really A SECTOR OF THE SOUTHEAST NEIGHBORHOOD IN AN good policy EFFORT TO ENCOURAGE THE CONSOLIDATION OF UNDERSIZED LOTS THROUGH THE CONSTRUCTION OF TWO- FAMILY DWELLINGS. THE EFFECT OF THIS DECISION SHOULD BE EXAMINED AND APPROPRIATE RECOMMENDATIONS MADE AS TO ITS APPLICABILITY IN FUTURE SIMILAR SITUATIONS. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 36 THERE ARE SEVERAL SMALL COMMERCIAL ESTABLISH- x - Current situation doesn't MENTS ALONG 53RD AVENUE WHICH SERVE A NEIGHBOR- appear to be that much of a HOOD CLIENTELE. A MUNICIPAL POLICY SHOULD BE problem DEVISED REGARDING POSSIBLE FUTURE REQUESTS FOR COMMERCIAL ZONING DESIGNATIONS IN THIS VICINITY. 37 STATE HIGHWAY 252 IS CURRENTLY BEING STUDIED FOR x - Project currently under POSSIBLE UPGRADING. THE CURRENT STATE HIGHWAY 252 construction RIGHT -OF -WAY HAS BEEN SELECTED AS THE GENERAL ALIGNMENT OF A POSSIBLE UPGRADED FACILITY BUT THE ACTUAL DESIGN OF THAT ROADWAY IS STILL BEING ANALYZED AND DEBATED. THE CITY OF BROOKLYN CENTER WILL MAKE EVERY EFFORT TO PROTECT THE WELFARE OF THE NORTHEAST NEIGHBORHOOD IN THE DESIGN PROCESS OF THIS UPGRADED ROADWAY FACILITY. 38 AS PART OF THE REGIONAL TRAILWAY SYSTEM AND x - Currently being reviewed by Park THE GREAT RIVER ROAD DEVELOPMENT PROCESS, THE & Recreation Commission as part of CITY IS INVESTIGATING THE CONSTRUCTION OF A comprehensive bike trail system plan BIKEWAY BETWEEN PALMER LAKE BASIN, WEST RIVER ROAD (LYNDALE AVENUE/TH 252), AND FRIDLEY OR MINNEAPOLIS. THE ALIGNMENT AND FUNDING OF THIS PROJECT MUST BE STUDIED AND RELATED TO OTHER AREA IMPROVEMENTS SUCH AS STATE HIGHWAY 252 AND RIVER RIDGE PARK. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 39 THE EXTENSION OF A BICYCLE /PEDESTRIAN PATH x - Completed. However, every opportunity for AROUND OR THROUGH THE BROOKDALE SHOPPING CENTER improvement should be considered PARKING LOT AND OVER STATE HIGHWAY 100 INTO MINNEAPOLIS MAY BE THE MOST DIFFICULT SEGMENT OF THE REGIONAL TRAILWAY SYSTEM TO ACHIEVE. 40 THE FORMULATION OF RECOMMENDATIONS x - Consider merging this issue REGARDING LAND USES, ZONING, IMAGE, under #19 PUBLIC IMPROVEMENTS, AND PRIVATE DEVELOPMENT IN THE BROOKLYN BOULEVARD CORRIDOR HAS BEEN POINTED OUT AS A MAJOR ELEMENT OF THIS COMPREHENSIVE PLAN. 41 THE MOVEMENT OF TRAFFIC ON BROOKLYN BLVD. IS A x -Merge into #19 CRITICAL FACTOR IN ASSESSING THE DESIRED SCALE OF NEW COMMERCIAL AND /OR RESIDENTIAL DEVELOPMENT ALONG BROOKLYN BOULEVARD. 42 INDUSTRIAL AND COMMERCIAL DEVELOPMENT AND x -A current issue which involves ZONING NEAR THE RAILROAD LINES IN THE OTHERWISE the Joslyn Pole Yard pollution RESIDENTIAL SOUTHWEST NEIGHBORHOOD HAS BECOME problem A MATTER OF CONCERN TO RESIDENTS AND CITY -Could also be considered as a OFFICIALS. INTENSIFIED NONRESIDENTIAL DEVELOPMENT part of redevelopment policy IN THIS LOCATION WITH INADEQUATE BUFFERING DOES HARM THE RESIDENTIAL ENVIRONMENT. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS. ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 43 THE FUTURE OF TWIN LAKE BEACH AS A PUBLIC x -Park & Rec Commission has a SWIMMING FACILITY SHOULD BE ASSESSED REGARDING current concern with this situation ADJACENT IMPACT AND ADEQUATE PARKING FACILITIES. THE PARKING FACILITY SHOULD EITHER BE EXPANDED OR THE USE OF THE LAKE FOR PUBLIC SWIMMING SHOULD BE DISALLOWED. 44 UNDEVELOPED LAND WEST OF SHINGLE CREEK FROM x - Centerbrook Golf Course is being LIONS PARK REPRESENTS A SIGNIFICANT OPPOR- built on this site. Will be TUNITY TO ENLARGE THIS FACILITY AND PROTECT open in spring of 1988 THE SHINGLE CREEK WATERWAY. 45 VARIOUS LOCATIONS OF UNDEVELOPED LAND THROUGH- x -Merge into #19 OUT THE CITY SHOULD BE ANALYZED IN LIGHT OF CHANGING CONDITIONS TO DETERMINE WHETHER THEIR CURRENT ZONING CLASSIFICATION IS THE MOST DESIRABLE ONE AVAILABLE IN THE CITY'S INTERESTS 46 THERE IS A NEED TO DEVELOP ACCESS ACROSS x -It appears that all access points INTERSTATE 94 FOR BICYCLISTS AND PEDESTRIANS. recommended by comprehensive plan have been completed C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 47 ENCOURAGE THE DEVELOPMENT OF COMPACT, FUNCTIONAL x -Too general and covered by other DISTRICTS WHICH CONTAIN RELATED LAND USES. sections 48 RELATE LAND DEVELOPMENT TO COMMUNITY PRIORITIES, x -Merge with #19 TRANSPORTATION FACILITY CAPACITY, AND ADJACENT LAND USE. II I 49 REDUCE THE EFFECT OF INCOMPATIBLE LAND USES x -Merge with #19 THROUGH REDEVELOPMENT WHENEVER POSSIBLE. 50 ACCOMPANY ANY MAJOR INTENSIFICATION OF LAND x USES WITH A PARALLEL INCREASE IN SUPPORTIVE SERVICES (E.G. POLICE AND FIRE PROTECTION, ROADWAY VOLUME, OFF - STREET PARKING). 51 WHENEVER POSSIBLE, REDUCE ANY SEGREGATION OF x NEIGHBORHOOD AREAS BY PROVIDING CONVENIENT ACCESS ACROSS PHYSICAL BARRIERS. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 52 PROVIDE TRANSITIONAL ZONES BETWEEN DISTINCTLY x -Merge with #19 DIFFERENT AND INCOMPATIBLE LAND USE ACTIVITIES, 53 PROMOTE DEVELOPMENT WHICH MAKES THE MOST x ECONOMIC, EFFICIENT USE OF LAND AND PUBLIC FACILITIES. 54 ENCOURAGE THE UPGRADING OR REMOVAL OF x -Merge with #19 DETERIORATED OR ECONOMICALLY OBSOLESCENT RESIDENTIAL, COMMERCIAL, OR INDUSTRIAL STRUCTURES THROUGH PRIVATE MEANS AND PUBLIC INCENTIVES (WHEN NECESSARY). 55 PLAN FOR THE USE OF THE REMAINING UNDEVELOPED x - Should be a general statement LAND ON A PARCEL -BY- PARCEL BASIS, AND DETERMINE and guide for development and THE MOST APPROPRIATE USE OF EACH PARCEL redevelopment ACCORDING TO THE NATURE OF THE SURROUNDING -Merge with issue #19 DEVELOPMENT, THE AVAILABILITY OF SUPPORTIVE SERVICES, AND THE OVERALL NATURE OF THE DEVELOPMENT OF THE REMAINDER OF THE NEIGHBORHOOD t C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 56 LAND USE IN THE WEST CENTRAL NEIGHBORHOOD SHALL x - Regulations are currently BE CONSISTENT WITH MN /DOT REGULATIONS (CRYSTAL contained in Brooklyn Center AIRPORT REGULATIONS). ordinances and regulations 57 ENCOURAGE THE EVENTUAL COMPLETE PHASE OUT OF THE x -Merge with issue #7 CRYSTAL AIRPORT IN CONJUNCTION WITH THE DEVELOP- MENT OF NEW MINOR CLASSIFICATION AIRPORTS NEEDED IN THE METROPOLITAN AREA BETWEEN 1990 AND 2000. THE CAPACITY AND FUNCTIONS OF THE CRYSTAL AIRPORT COULD BE INCORPORATED INTO THE CAPACITY AND FUNCTIONS OF ANY NEW MINOR AIRPORT FACILITY. THIS WOULD RESULT IN THE ELIMINATION OF HAZARDOUS SITUATIONS CAUSED BY SURROUNDING DEVELOPMENT TO THE AIRPORT OPERATION AND, CONVERSELY ELIMINATE HAZARDOUS SITUATIONS BY THE AIRPORT TO SURROUNDING DEVELOPMENT. 58 ENSURE THAT ALL NEW HOUSING, INCLUDING HOUSING x - Current code requirement INTENDED FOR LOW AND MODERATE INCOME PERSONS, address this adequately ADHERES TO HIGH STANDARDS OF DESIGN AND CONSTRUCTION. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 59 ENCOURAGE THE USE OF PLANNED UNIT RESIDENTIAL x DEVELOPMENTS FOR UNDEVELOPED RESIDENTIALLY -ZONED PROPERTY, PARTICULARLY TO ENCOURAGE MID - DENSITY DEVELOPMENT FOR LOW - MODERATE INCOME FAMILIES. 60 ENCOURAGE THE DEVELOPMENT OF HOUSING DESIGNED x -Merge with issues #19, 34 & 3 SPECIFICALLY FOR THE ELDERLY AND HANDICAPPED THROUGH THE USE OF FEDERAL AND STATE PROGRAMS, AS WELL AS PRIVATE ACTIONS. 61 ENCOURAGE THE REHABILITATION AND STABILIZATION OF x -Merge with issue #19 ALL DETERIORATED RESIDENTIAL PROPERTIES ON A CITY -WIDE BASIS, CONCENTRATING INITIAL REHABILI- TATION ACTIVITIES IN THE SOUTHEAST NEIGHBORHOOD. 62 IN THE SOUTHEAST NEIGHBORHOOD ENCOURAGE AND PROMOTE x -Merge with issue #19 & #34 THE REMOVAL OF SERIOUSLY DETERIORATED HOUSING UNITS LOCATED ON UNDERSIZED PARCELS AND THE CONSOLIDATION OF TWO OR MORE SUCH ADJACENT PARCELS FOR RESIDENTIAL REDEVELOPMENT WITH SINGLE - FAMILY OR TWO- FAMILY STRUCTURES. C C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 63 STUDY FARTHER THE FEASIBILITY OF ENFORCING AT THE TIME x -This issue has been rejected OF SALE A HOUSING MAINTENANCE CODE IN ORDER TO by the City Council and is being PROTECT THE HEALTH AND SAFETY OF OCCUPANTS AND reviewed in a modified proposal INSURE PROPER COMPLIANCE WITH ALL MUNICIPAL by the Housing Commission REGULATIONS. B4 THE CITY SHALL CONTINUE TO PARTICIPATE IN THOSE x -Merge with issue #19 HOUSING ASSISTANCE PROGRAMS ADMINISTERED BY THE METROPOLITAN HOUSING AND REDEVELOPMENT AUTHORITY WHICH ARE APPLICABLE TO ITS NEEDS. I 65 STRIVE TO ACCOMMODATE ITS SHARE OF THE x METROPOLITAN AREAS'S DEMAND FOR LOW AND MODEST COST HOUSING AS OUTLINED IN THE METROPOLITAN COUNCIL'S 10 YEAR COMMUNITY FAIR SHARE GOAL FOR LOW AND MODERATE INCOME HOUSING. 66 ENCOURAGE COMPLETE INSULATION AND x -Merge with issue #10 WEATHERIZATION OF ALL RESIDENTIAL STRUCTURES IN BROOKLYN CENTER TO REDUCE OVERALL RESIDENTIAL ENERGY REQUIREMENTS. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications( TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 67 THE CITY SHALL ENCOURAGE RESIDENTIAL x -Merge with issue #10 DEVELOPERS TO DEVELOP THEIR SUBDIVISION SITE PLANS AND /OR ORIENT BUILDING CONSTRUCTION TO TAKE MAXIMUM ADVANTAGE OF THE PASSIVE SOLAR HEAT GAIN POTENTIAL OF SOUTHERN EXPOSURE AND SHALL DISCOURAGE THROUGH THE SITE REVIEW PROCESS THE BLOCKAGE OF ANOTHER DEVELOPMENT'S EXISTING SOLAR ACCESS. I 68 ENSURE THAT ALL NEW COMMERCIAL DEVELOPMENTS CONFORM x - Current site and building TO ESTABLISHED STANDARDS FOR SETBACK, LOT DIMENSIONS, plan review process covers LANDSCAPING, LIGHTING, SCREENING, AND PARKING. this well 69 ENCOURAGE COMMERCIAL DEVELOPMENT AND x -Merge with issue #55 REDEVELOPMENT IN UNIFIED, FUNCTIONAL PATTERNS (E.G. NODES) RATHER THAN IN SPOT OR LINEAR PATTERNS. 70 CONSOLIDATE, WHENEVER POSSIBLE, EXISTING SPOT x -Merge with issue #19 OR LINEAR COMMERCIAL DEVELOPMENT PATTERNS INTO MORE UNIFIED AND FUNCTIONAL DEVELOPMENTS. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 71 ENSURE THAT NEW COMMERCIAL DEVELOPMENT OR x - Current site and building REDEVELOPMENT COMPLEMENTS OR IMPROVES EXISTING plan review process covers ADJACENT DEVELOPMENT THROUGH THE USE OF PROPER this area well BUILDING DESIGN AND ORIENTATION, SHARED PARKING AND ACCESS, LANDSCAPING AND APPROPRIATELY SCALED SIGNAGE 72 CONTINUE TO PROMOTE PEDESTRIAN, BICYCLE, AND x -Merge with issue #38 and #109 PUBLIC TRANSIT ACCESS TO MAJOR RETAIL OR SERVICE LOCATIONS. 73 ADHERE TO STRICT STANDARDS FOR THE x - Current sign codes are enforced DEVELOPMENT OF COMMERCIAL SIGNAGE. 74 EMPHASIZE SERVICE AND OFFICE DEVELOPMENT ALONG x -Merge with issue #19 BROOKLYN BOULEVARD; SUCH DEVELOPMENT SHOULD BE ENCOURAGED TO TAKE PLACE ON LARGE PARCELS IN A PLANNED UNIT FASHION WITH ADEQUATE BUFFERING OF ADJACENT RESIDENTIAL PROPERTY, CONTROLLED LIGHTING, LIMITED ACCESS TO AND FROM THE BOULEVARD, PRE- SCRIBED SETBACKS, GENEROUS LANDSCAPING AND USE OF BERMING. t C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 75 EXISTING "SPOT" RETAIL LAND USES ALONG BROOKLYN x -Merge with issue #19 BOULEVARD SHOULD BE ELIMINATED WHEN POSSIBLE AND CONSOLIDATED ON APPROPRIATELY ZONED PROPERTY IN THE CENTRAL COMMERCIAL CORE OR INTENSIFIED AT NODAL POINTS. 76 WHEN THE DEVELOPMENT OR REDEVELOPMENT OF SITES x -Merge with issue #19 ALONG BROOKLYN BOULEVARD OCCURS ACCESS BETWEEN THE SITE AND THE BOULEVARD SHOULD BE LIMITED TO EXISTING COLLECTOR OR LOCAL STREETS; ACCESS DIRECTLY TO BROOKLYN BOULEVARD SHOULD INCORPORATE THE USE OF ACCELERATION AND DECELERATION LANES. 77 THE DEVELOPMENT OF ADDITIONAL RETAIL FACILITIES x -Merge with issue #19 ALONG BROOKLYN BOULEVARD WILL BE STRICTLY LIMITED TO THOSE SPECIFIC LOCATIONS TO BE RECOMMENDED BY THE LAND USE PLAN AND BROOKLYN BOULEVARD CORRIDOR URBAN DESIGN STUDY FOUND IN THIS COMPREHENSIVE PLAN. 78 CONTINUE TO DEVELOP A COHESIVE, INTEGRATED PATTERN OF x -Merge with issue #19 COMMERCIAL DEVELOPMENT IN THE CENTRAL COMMERCIAL AREA. EMPHASIZE LARGE, INTEGRATED COMMERCIAL DEVELOPMENT IN THIS LOCATION. i C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 79 SEPARATE RETAIL DEVELOPMENT IN THE CENTRAL x - Current ordinances and site and COMMERCIAL CORE FROM NEARBY RESIDENTIAL AREAS building plan review cover this BY COLLECTOR STREETS OR SERVICE /OFFICE USES. adequately IN ALL INSTANCES, STRICT SCREENING STANDARDS SHALL BE ADHERED TO IN ORDER TO BUFFER RESIDENTIAL AREAS FROM NONRESIDENTIAL AREAS. 80 ESTABLISH A PEDESTRIAN AND BICYCLE CIRCULATION x -Merge with issue #38 SYSTEM FOR THE CENTRAL COMMERCIAL CORE WHICH IS INTEGRATED WITH THE CITY -WIDE SYSTEM AND THE REGIONAL SYSTEM (E.G. SHINGLE CREEK TRAILWAY SYSTEM). 81 ALLOW LIMITED CONVENIENCE RETAIL AND SERVICE x DEVELOPMENTS WITH PROPER SCREENING, ACCESS, LIGHTING, AND PARKING DESIGN IN RESIDENTIAL NEIGHBORHOODS AT NODAL POINTS (E.G. INTERSECTIONS OF COLLECTOR OR HIGHER LEVEL STREETS). PEDESTRIAN AND BICYCLE ACCESS SHALL BE PROVIDED TO SUCH AREAS. SUCH NEW NEIGHBORHOOD CONVENIENCE CENTERS SHALL BE ALLOWED ONLY WHEN THERE CAN BE SHOWN TO BE A DEMONSTRABLE NEED FOR SUCH USES IN THE PROPOSED LOCATION. 82 PRESERVE THE CHARACTER OF THE EARLE BROWN FARM x - Duplicate of issue #16 BUILDINGS TO THE EXTENT POSSIBLE. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS. ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 83 ENCOURAGE THE DEVELOPMENT OF ADDITIONAL x INDUSTRIES ONLY IN THE EXISTING INDUSTRIAL AREAS, PARTICULARLY IN THE EARLE BROWN FARM INDUSTRIAL PARK, 84 VACANT PROPERTIES ZONED FOR INDUSTRIAL USE NOT x -Merge with issue #19 LOCATED IN THE EARLE BROWN FARM INDUSTRIAL PARK SHALL BE PROMOTED FOR REDEVELOPMENT BY A NOW RESIDENTIAL USE COMPATIBLE WITH ADJACENT LAND USES. 85 ACTIVELY PROMOTE THE DEVELOPMENT OF THE x -This is virtually complete EARLE BROWN FARM INDUSTRIAL PARK. 86 PROMOTE THE DEVELOPMENT OF INDUSTRY WHICH x YIELDS THE GREATEST NET RETURN TO THE CITY OF BROOKLYN CENTER IN TERMS OF PROPERTY TAXES PAID FOR MUNICIPAL SERVICES RENDERED. i C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES &GOALS -make time -when time permits other issues Completed Suggestions 87 ENSURE THAT NEW INDUSTRIAL DEVELOPMENTS ADHERE x - Current code requirement covers STRICTLY TO ESTABLISHED SITE DESIGN GUIDELINES. this item IN PARTICULAR, ALL INDUSTRIAL DEVELOPMENTS SHALL EMPLOY SETBACKS, BERMS, WALLS, FENCES, AND /OR PLANTINGS TO ADEQUATELY SCREEN THEIR BUILDINGS, PARKING LOTS, CIRCULATION DRIVES, AND OUTDOOR STORAGE AREAS FROM VIEW BY NEARBY RESIDENTIAL AREAS. I 88 CONTINUE TO WORK TOWARD THE ELIMINATION OF x THE ASPECTS OF THE HOWE FERTILIZER COMPANY PLANT (AT BROOKLYN BOULEVARD AND 49TH AVENUE) WHICH DO NOT CONFORM WITH THE REGULATIONS OF THE CITY ZONING ORDINANCE. 89 CONSIDER THE MOBILITY NEEDS OF ALL PERSONS (E.G. x -Merge with issue #3 SENIOR CITIZENS, HANDICAPPED) IN THE CONTINUED DEVELOPMENT OF THE TRANSPORTATION SYSTEM, 90 PLAN TRANSPORTATION FACILITIES TO SERVE THE x -Seems too general ACCESS AND VOLUME NEEDS OF ADJACENT AND NEARBY LAND USES. • C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 91 CONTINUE THE DEVELOPMENT OF THE PEDESTRIAN AND x -Merge with issue #15 or #38 BICYCLE SYSTEM. 92 PREPARE AND ANNUALLY UPDATE A x - Extend to all physical facilities CAPITAL IMPROVEMENT PROGRAM FOR THE UPGRADING AND MAINTENANCE OF THE EXISTING ROADWAY SYSTEM. 93 ENSURE THAT ALTERNATIVES IN THE DESIGN OF THE x -Merge with issue #92 ARTERIAL ROAD SYSTEM ARE COMPATIBLE WITH THE SYSTEM OF LOCAL STREETS, PEDESTRIAN AND BICYCLE ROUTES. 94 ESTABLISH PROPER ACCESS POINTS TO CONCENTRATIONS x - Covered in site and building OF RESIDENTIAL, RETAIL, SERVICE, OFFICE, OR plan approval INDUSTRIAL DEVELOPMENT. 95 PROVIDE FOR EARLY AND CONTINUING CITIZEN x -Merge with issue #24 INVOLVEMENT IN THE TRANSPORTATION PLANNING PROCESS. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS, ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 96 INSTALL TRAFFIC CONTROLS AND REDESIGN STREETS x -Merge with issue #17 AS NECESSARY TO MINIMIZE TRAFFIC MOVEMENT ON LOCAL STREETS THROUGH RESIDENTIAL NEIGHBORHOODS. 97 ENCOURAGE THE METROPOLITAN TRANSIT x - Modify to be more inclusive COMMISSION TO UPGRADE ITS BUS SERVICE, PARTICULARLY ITS EAST -WEST MOVEMENT, IN BROOKLYN CENTER AS THE NORTHWEST METROPOLITAN AREA DEVELOPS, 98 TRAFFIC SIGNALS AND SIGN ARE TO BE x INSTALLED ACCORDING TO THE MINNESOTA MANUAL OF TRAFFIC CONTROL DEVICES WARRANT SECTION. 100 PREPARE AND ANNUALLY UPDATE A x -Merge with issue #9 CAPITAL IMPROVEMENT PROGRAM FOR THE INSTALLATION AND MAINTENANCE OF PUBLIC UTILITIES, PARK FACILITIES, ROADWAYS, AND OTHER MAJOR PHYSICAL IMPROVEMENTS 101 MONITOR THE CONDITION OF THE PUBLIC UTILITIES AND x -With the implementation of #100 ROADWAY SYSTEMS, SCHEDULING REGULAR IMPROVEMENTS AND MAINTENANCE. C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS. ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 102 COORDINATE THE IMPROVEMENT OF PUBLIC UTILITY x -Merge with issue #9 SYSTEMS. 103 PROMOTE THE INSTALLATION OF NEW UTILITIES x UNDERGROUND AND CONVERT OVERHEAD WIRES TO UNDERGROUND AS REDEVELOPMENT OCCURS. 104 UPGRADE THE EXISTING PARKS x -Merge with issue #15 FACILITIES ACCORDING TO THE PARKS AND RECREATION COMMISSION POLICY PLAN AND PROPOSED PARK DEVELOPMENT SCHEDULE. � 105 PRESERVE THOSE AREAS AND BUILDINGS WHICH MAY x -Merge with issue #16 HAVE SIGNIFICANT ARCHITECTURAL, HISTORIC, OR COMMUNITY VALUE, AS DEFINED BY THE MINNESOTA HISTORIC SITES ACT OF 1965. f C awareness issues, D trends or goals - should be A Proactive -may or may not eliminated or -needs B Reactive require action merged with other regular - address as -a factor to be aware issues, trends attention concern arises of when reviewing or goals Modifications/ TRENDS. ISSUES & GOALS -make time -when time permits other issues Completed Suggestions 106 DESIGN AND CONSTRUCT NEW PUBLIC BUILDINGS x ACCORDING TO THE HIGHEST STANDARDS FOR THEIR USE SO THAT THEY MAY SERVE AS DEVELOPMENT EXAMPLES TO THE PRIVATE SECTOR. 107 ENSURE THAT PUBLIC FACILITIES AND SERVICES x ARE BEING USED TO THEIR FULL EXTENT BEFORE SUPPLYING NEW OR ADDITIONAL FACILITIES OR SERVICES. I 108 INSTALL ADDITIONAL INSULATION AND OTHER x -Merge with issue #10 ENERGY SAVING FEATURES IN EXISTING MUNICIPAL BUILDINGS AS PRACTICAL. 109 THE LAND ADJACENT TO THE WEST BANK OF THE x - Currently under review by an MISSISSIPPI RIVER, EAST OF LYNDALE AVENUE ad hoc committee BETWEEN 57TH & 53RD AVENUE NORTH SHOULD EVENTUALLY BE PUBLIC PARK LAND. DRAFT Planning Issues I. Land Use Issues A. New Development 1. Pressure exists to develop vacant parcels in highly visible locations in a manner inconsistent with present zoning or the Comprehensive Plan. Examples include land in the old Earle Brown Farm, vacant land near 66th and Camden Avenues North, and land at the southwest quadrant of I94 and Brooklyn Boulevard. 2. Development pressures are leading to a more intense utilization of land parcels with high visibility and good access. This has both costs and benefits to the public in terms of higher quality development and greater tax base on the one hand versus greater demand on public streets and utilities on the other. 3. The cost of holding on to vacant land can lead property owners to seek short term development that may not be consistent with the best long term use of the property in question. (Examples: R7 property south of the Here {epin �burity Library) . 4. Proposed new development sometimes underutilizes property or otherwise complicates future expansion on the site that would truly maximize the use of the land. B. Redevelopment 1. Existing development along Brooklyn Boulevard is, in many cases, incompatible with the high volume of traffic on that road. 2. Existing development in the area bounded by Highway 252 on the east, 694 on the south, Camden on the west, and 66th Avenue North on the north is fragmented, nonconforming in many respects, and is an underutilization of a very valuable area within the community. -1- 3. Existing development at the northeast corner of 69th and Brooklyn Blvd. is also fragmented and nonconforming in many respects. The block is generally in decline and lacks visual and functional coherence. The question arises whether rehabilitation of individual buildings by private property owners will result in the best utilization of the block. 4. Existing industrial buildings near Highway 100 and the Soo Line tracks are generally nearing the end of their useful life. In general, it is the smaller buildings that detract the most from the general appearance of this area. Policy 5. Areas such as those listed above should be identified and prioritized on the basis of the following considerations: a) The degree of difference between the existing use of land and its optimum use. b) The degree to which the financial involvement of the City is necessary to effect the redevelopment of the land in question. c) The degree to which unfavorable private development actions are likely to occur in the near term, thus postponing optimal use of the P g P land. C. General 1. The locational value of land in Brooklyn Center, particularly commercially and industrially zoned land has been and is being enhanced by regional transportation improvements to I94, 1694, and MN252. The change in this area's relative locational value is making some fairly recent development obsolete or suboptimal. Such existing development can actually impede newer, more appropriate development. (Examples include the speculative industrial buildings along Freeway Blvd.). -2- 2. There is a symbiotic relationship between land use and transportation systems. Controlling access onto public streets will have an effect on the use of adjacent land. Conversely, the use of land will impact directly on the functioning of the transportation network. Controls in both these areas will need to be coordinated so that stability is maintained for both public and private investments. 3. The City's Zoning Ordinance is presently inadequate to accommodate certain development options by the lack of a Planned Unit Development Ordinance, mixed use provisions, and a zero -lot line ordinance for two family dwellings. 4. The general area of aesthetics is minimally addressed in zoning and other ordinances. Concerns in this general area include: a) Outside storage in both commercial and residential districts. b) Signery provisions. c) Materials specifications for buildings, landscape standards, and other development plan elements. 5. The City's home occupation ordinance needs further elaboration to clarify, as much as possible, the distinction between permitted and special home occupations. The incidence of home occupations on Brooklyn Boulevard may deserve special attention. II. Transportation Issues A. Trunk System 1. There is inadequate capacity on 16 �4 n Blvd. eastbound from Brooklyn q P Y 9 Y causing congestion at Shingle Creek Parkway and at Highway 100 during the evening rush hour. -3- • F 2. Regional transportation system improvements serving Brooklyn Center and the northwest suburbs have and will continue to increase the volume of extra -local traffic traveling into and through the community, possibly necessitating improvements to the capacity of the local trunk system. 3. Because of the number of parcels gaining access to it, its average speed, and the volume of traffic moving on it, Brooklyn Boulevard is the single greatest transportation problem in the City. Controlling development and access, and installing right -of -way improvements will shape the future of this major artery. 4. Residential development along major thoroughfares is a potential problem as traffic on the trunk system increases. 5. Controlling land use and management of the transportation network are interrela - ; , _ , d ( Sege I . C. 2 above) . B. Neighborhood Streets 1. Cut- through traffic is a threat to the tranquility of residential neighborhoods. The Northwest Neighborhood has the greatest number of these problems. C. Transit Facilities 1. The Metropolitan Transit Commission (MTC) routes provide insufficient mass transit links between suburbs. -4- D. Sidewalks 1. Sidewalks don't always relate well to public streets and access drives. Other routes for pedestrians that involve fewer conflicts with automobiles used to be explored. III. Housing A. Quality 1. The Southeast Neighborhood is the oldest housing in the City, often built on small lots. Consequently, housing deterioration is greater here than in other sectors of the City nd should be the target of City Y g Y housing improvement programs in the 1980 2. As the avenge age of the City's population increases, maintenance of existing dwellings may suffer as more repairs must be paid for with fixed incomes. B. Quantity 1. Because of the trend of declining persons per household, the City will lose population over the next 20 years unless there is corresponding increase in the number of households. More housing units are needed if population is to be maintained. 2. Most of the City's land for single family development is used up. New housing units will have to be higher density housing. This will require greater planning efforts to make such housing compatible with either single family neighborhoods or other adjacent land uses. C. Elderly Housing 1. The increase in the City's elderly population will require that alternative housing be available in the community for those who no longer wish to or are able to maintain a single - family detached dwelling. -5- IV. Parks A. Community -wide facilities 1. Development of the Earle Brown Farm area has increased the City's daytime population. There has been and will continue to be an increasing demand for recreational and cultural activities in Central Park. 2. Development of Palmer Lake Park evokes the conflicting objectives of public use vs. conserving a natural setting. B. Neighborhood Parks 1. The City must continue to address the question of what are appropriate recreational activities in neighborhood parks and how are those activities are accommodated (eg. available off - street parking). 2. The g Chan ir- demographic profile of the City and its neighborhoods g P P Y hborhoods will g change the nature of "the demands for recreational opportunities. 3. The future of Twin Lake Beach as a public swimming facility should be assessed regarding adjacent impact and adequate parking facilities. The parking facility should either be expanded or the use of the lake for public swimming should be disallowed. C. Linear Systems 1. As part of the Regional Trailway System and the Great River Road development process, the City is investigating the construction of a bikeway between the Palmer Lake Basin, West River Road (Lyndale Avenue /TH 252) and Fridley or Minneapolis. The alignment and funding of this project must be studied and related to other area improvements such as State Highway (TH) 252 and River Ridge Park. -6- V. Public Utilities A. Water B. Sanitary Sewer C. Storm Sewer 1. Development of land has tended to increase the amount and rate of runoff, thus effectively raising flood levels on major water bodies and water courses. Controlling the elements of the hydraulic equation involving ponding areas and capacity improvements is a continuing responsibility of the City's two watershed districts. Controlling development and making it accountable to hydraulic constraints will be an issue that extends beyond the City's boundaries. 2. Purification of storm water runoff may be required by higher levels of government. VI. Municipal Facilities A. City Hall B. Community Center C. City Garage D. Equipment Inventory E. Liquor Store II � -7- VII. Community Maintenance A. Housing Maintenance B. Commercial Maintenance 1. Aging of commercial buildings may require enactment of a body of regulations to set a minimum standard of maintenance. C. Neighborhood Aesthetics 1. See I. C above D. Commercial Aesthetics 1. See I. C above -8- MEMORANDUM TO: Gerald G. Splinter, City Manager Ronald A. Warren, Director of Planning and Inspection FROM: Gary Shalleross, Planner SUBJECT: Planning Issues DATE: December 23, 1986 Attached is a draft outline of planning issues. It basically follows the same categories of the Policy Plan which lists goals and policies for Land Use, Housing, Transportation, and Municipal Facilities. The theory behind this outline is that policies should generally address issues in light of goals. Although creating these categories does not neatly arrange every issue into a single compartment (some issues overlap categories), it still serves as a framework for connecting problems with responsibilities and thereby, hopefully, solutions. Also attached is an alternate draft of the purpose statement for the biennial planning meeting in March. My suggestion is that the meeting have at least an informal agenda paralleling the purpose statement. The discussion will certainly tend to roam around and should, but it seems appropriate to at least have some minimal declaration of what the topic of discussion is. I would also suggest that, in planning this meeting, we prepare some draft statements for consideration and possible adoption. Again, they may only serve as a point of departure, but it seems more likely that the meeting will produce some visible results if materials such as this are prepared aheae- of time.. ml R Summary of Pl at - mning I sues The major planning issues identified in this Analysis of Existing Conditions are presented in summary graphic form on Figure 14, "Summary of Planning Issues." The issues, as numbered on that` figure, are briefly explained below: 4- Issue Numbe Description 1 The increased accessibility and traffic level near ��' v � the intersection of Interstate 94 and 53rd Avenue may provide the impetus for a demand for commercial zoning at this location. 2 The Southeast Neighborhood is the oldest housing in the City, often built on small lots. Consequently, housing deterioration is greater here than in other ' sectors of the City and should be the target of City housing improvement programs in the 1980's. 3 _ The R -2 Zoning Classification was applied to a sector of the Southeast Neighborhood in an effort to encourage the consolidation of undersized lots through the construction. of two - family dwellings. The effect of t h i s decision should be examined and appropriate recommendations made as to its applica- bility in future similar situations. _-4 There are several small commercial establishments along 53rd Avenue which serve a neighborhood clien- i tele. A municipal policy should be devised regarding possible future requests for commercial zoning designations in this vicinity. (Relate to Planning Issue #1.) 5- State Highway (TH) 252 is currently being studied for possible upgrading. The current State Highway (TH) 252 right -of -way has been selected as the general alignment of a possible upgraded facility but the actual design of that roadway is still being analyzed and debated. The City of Brooklyn Center will make every effort to protect the welfare of the Northeast Neighborhood in the design process of this upgraded roadway facility. ti 73 Issue Numb ! Descri_tion 6 As part of the Regional Trailway System and the Great River Road development process, the City is investigating the construction of a bikeway between the Palmer Lake Basin, West River Road (Lyndale Avenue /TH 252), and Fridley or Minneapolis. The alignment and funding of this project must be studied and related to other area improvements such as State Highway (TH) 252 and River Ridge Park. ;The extension of a bicycle /pedestrian path around 4� `or through the Brookdale Shopping Center parking ot and over State Highway (TH) 100 into Minneapolis may be the most difficult segment of the Regional Trailway System to achieve. 8 The formulation of recommendations regarding land uses, zoning, image, public improvements, and pri- vate development in the Brooklyn Boulevard corridor has been pointed out as a major element of this Comprehensive Plan 19 The movement of traffic on Brooklyn Boulevard is a ' critical factor in assessing the desired scale of new commercial and /or` residential development along Brooklyn Boulevard. 10 Industrial and commercial development and zoning near the railroad lines in the otherwise residen- tial Southwest Neighborhood has become a matter of �. concern to resi ants and City officials. Intensified non - residential development in this location with inadequate buffering does harm the residential environment. 11 The future of Twin Lake Beach as a public swimming facility should be assessed regarding adjacent impact and adequate parking facilities. The parking facility should either be expanded or the use of -' the lake for public swimming should be disallowed. 12 t� Undeveloped land west of Shingle Creek from Lions Park represents a significant opportunity to enlarge this facility and protect the Shingle Creek water - °, -�- way.- 13 Various locations of undeveloped land throughout the City should be analyzed in light of changing .`conditions to determine whether their current �., zoning classification is the most desirable one available in the City's interests. There is a need to develop access across Interstate �., 94 for bicyclists and pedestrians. ox� t Land Use Policies GENERAL 1I.. Encourage the development of compact, functional districts which con - tain related land uses. 2. Relate land development to community priorities, transportation facil - ity capacity, and adjacent land use._ 3. Reduce the effect of incompatible land uses through redevelopment when- ever possible. 4. Accompany any major intensification of land uses with a parallel increase in supportive services (e.g. police and fire protection, roadway volume, off - street parking). `"5. Whenever possible, reduce any segregation of neighborhood areas by pro- viding convenient access across physical barriers. h6. Provide transit! ^nal zones between distinctly different and incompati- ble land use act .ities. (7. Promote development which makes the most economic, efficient use of land and public facilities. 8...- Encourage the upgrading or removal of deteriorated or economically �}r,= obsolescent residential, commercial, or industrial structures through private means and public incentives (when necessary). 9. Plan for the use of the remaining undeveloped land on a parcel-by- parcel basis, and determine the most appropriate use of each parcel according to the nature of the surrounding development, the availabi- ��, Iity of supportive services, and the overall nature of the development of the remainder of the neighborhood. in the West Central Neighborhood sha I I be con stent Witt Minnesota Department of Transportation regulations. ��ILA 4" ) ` 11. Encourage the eventual complete phase out of the Crystal Airport in -'' conjunction with the development of new minor classification airports needed in the Metropoiltan area between 1990 and 2000. The capacity and functions -of the Crystal Airport could be incorporated into the capacity and functions of any new minor airport facility. This would f result in the elimination of hazardous situations caused by surrounding development to the airport operation and, conversely eliminate hazar- dous situations caused by the airport to surrounding development. • 81 f 12. Ensure that all new housing, including housing intended for low- and ' moderate - income persons, adheres to high standards of design and ` construction. k - k Encourage the use of planned unit residential developments for undevel- oped residentially -zoned property, particularly to encourage mid - density development for low- moderate income families. i 1 Encourage the deveIo ment of housin des ned spec 9 P 9 9 P Y for the elderly and handicapped through the use of Federal and State programs k" as well as private actions. 5. Encourage the rehabilitation and stabilization of all deteriorated residential properties on a city -wide -basis, concentrating p p Y , 9 initial rehabilitation activities in the Southeast Neighborhood. 16. In the Southeast Neighborhood encourage and promote the removal of seriously deteriorated housing units (coated on undersized parcels and the consolidation of two or more such adjacent parcels for residential redevelopment with single- family or two - family structures. Study farther the .feasibility of enforcing at the time of sale a �•,;' Housing Maintenance Code in order to protect the health and safety of occupants and insure proper compliance with all municipal regulations. r lEL�_The City shall continue to participate in those housing assistance programs adminis ered. by the Metropolitan Housing and Redevelopment Authority which '` applicable to its needs. - 19. Strive to accommodate its share of the Metropolitan Area's demand for low- and modest -cost housing as outlined in the Metropolitan Council's \' 10 Year Community.Fair Share Goal for Low and Moderate Income Housing. Encourage complete insulation and weatherization of all residential . ` structures in Brooklyn Center to reduce overall residential energy requirements. 1 \The C i t y sha I I encourage r e s i d e n t i a l developers to develop their sub- - 4? division site plans and /or orient building construction to take maximum- advantage of the passive solar heat gain potential of southern expo - sures and shall discourage through the site review process the blockage of another development's existing solar access. tMERC I AL Ensure that all new commercial developments conform to established standards for setback, lot dimensions, landscaping, lighting, screen - i ng, and parking. Encourage commercial development and redevelopment in unified, funs- tional patterns (e.g. nodes) rather than in spot or Iinear patterns. f . � y 24. Consolidate, whenever possible, existing spot or linear commercial development patterns into more unified and functional developments. 25. Ensure that new commercial development or redevelopment complements or ° improves existing adjacent development through the use of proper " building design and orientation, shared parking and access, landscaping and appropriately - scaled signage. 26. Continue to promote pedestrian, bicycle, and public transit access to } r major retail or service locations. . Adhere to strict standards for the development of commercial signage. 2$. Emphasize service and office development along Brooklyn Boulevard; such ti development should be encouraged to take place on large parcels in a planned unit fashion with adequate buffering of adjacent residential property, controlled lighting, limited access to and from the boulevard, , prescribed setbacks, generous landscaping and use of berming. • 29. Existing "spot" retail land uses along Brooklyn Boulevard should be eliminated when p o s s i b l e and consolidated on appropriately zoned pro- perty in the central commercial core or intensified at nodal points. 30. When the development or redevelopment of sites along Brooklyn Boulevard occurs access between the site and the boulevard should be limited to existing collector or local streets; access directly to Brooklyn r"` } Boulevard should incorporate the use of acceleration and deceleration l anes. 31. The development of additional retail facilities along Brooklyn Boulevard will be strictly limited to those specific locations to be recommended by the Land Use Plan and Brooklyn Boulevard Corridor Urban De PI De Stud found in this C omprehensive n . a 9 Y p Continue to develop a cohesive, integrated pattern of commercial development in the central commercial area. Emphasize large, integrated commercial development in this location. Separate retail development in the central commercial core from nearby residential areas by collector streets or service /office uses. In all instances, strict screening standards shall be adhered to in order to buffer residential areas from non - residential areas. 34. Establish a pedestrian and bicycle circulation system for the central commercial core which is integrated with the city -wide system and the regional system (e.g. Shingle Creek Trailway System). '35. Allow limited convenience retail and service developments with proper screening, access, lighting, and parking design in residential neigh - borhoods at nodal points (e.g. intersections of collector or higher . 4 level streets). Pedestrian and bicycle access shall be provided to such areas. Such new neighborhood convenience centers shall be allowed • 83 only when there can be shown to be a demonstrable need for such uses in e proposed location. f- 3 Preserve the character of the Earle Brown Farm build1n s to the extent 9 possible. NDUSTR 1 A 37. Encourage the development of additional industries only in the existing industrial areas, particularly in the Earle Brown Farm Industrial Park. J 38. Vacant properties zoned for industrial use not located in the Earle � Brown Farm industrial Park shall be promoted for redevelopment by a - non - residential use compatible with adjacent land uses. 39. Actively promote the development of the Earle Brown Farm Industrial ;tr` ff Park. 40. Promote the development of industry which yields the greatest net ; return to the City of Brooklyn Center in terms of property taxes paid for municipal services rendered. 41. Ensure that new industrial developments adhere strictly to established site design guidelines. In particular, all industrial developments shall employ setbacks, berms, walls, fences, and /or plantings to ade- quately screen their buildings, parking lots, circulation drives, and utdoor storage areas from view by nearby residential areas. q 2. Continue to work toward the elimination of the aspects of the Howe Fertilizer Company plant (at Brooklyn Boulevard and 49th Avenue) which ado not conform with the regulations of the City Zoning Ordinance. QA Transportation Policies 1. Consider the mobility needs of all persons (e.g. senior citizens, Y.r handicapped) in the continued development of the transportation system. 2. Plan transportation facilities to serve the access and volume needs of adjacent and nearby land uses. �3. Continue the development of the pedestrian and bicycle system. 1y- Prepare and annually update a Capital Improvements Program for the up- grading and maintenance of the existing roadway system. Ensure that alternatives in the design of the arterial road system are compatible with the system of local streets,. pedestrian and bicycle routes. 6. Establish proper access points to concentrations of residential, retail, service, office, or industrial development. U �v7. Provide for early and continuing citizen involvement in the transpor- tation planning process. Install traffic controls and redesign streets as necessary to minimize y traffic movement on local streets through residential neighborhoods. 9. Encourage the Metropolitan Transit Commission (MTC) to upgrade its bus service, particularly its east -west movement, in Brooklyn Center as the northwest Metropolitan area develops. 10. Traffic signals will be installed according to the Minnesota Manual of Traffic Control Devices Warrant Section. • 87 r Municipal Facilities /Services Policies �'1.. Prepare and annually update a Capital Improvements Program for the installation and maintenance of public utilities, park facilities, roadways, and other major physical improvements. 2:. ° the condition of the public utilities and roadway systems, scheduling regular improvements and maintenance. 3. Coordinate the improvement of public utility systems. ® 4. Promote the installation of new utilities underground and convert overhead wires to underground as redevelopment occurs. v 5 Upgrade the existing parks facilities according to the Parks and Recreation Commission Policy Plan and proposed Park Development Schedule. Preserve those areas and buildings which may have significant architec— aural historic or communit v Iu y a e, as defined by the Minnesota Historic Sites Act of 1965.. f t:- 7. Design and construct new public buildings according to the highest standards for their use so that they may serve as development examples to the private sector. 8. Ensure that public facilities and services are being used to their full extent before supplying new or additional facilities or services. 9. Install additional insulation and other energy saving features in h existing municipal buildin s as practical. An POLICY PLAN BY NEIGHBORHOODS Brooklyn Center has been divided into six clearly definable neighborhoods as indicated on - the attached map. Various plan recommendations are made with respect to each of the defined neighborhoods which are for the most part, carry overs from the existing Comprehensive Plan. �NORTHEAST NEIGHBORHOOD The Northeast Neighborhood is bordered on the south by F.A.I. 94; on the east " >.by the Mississippi River; on the north by the north City limits; and on the west `by Shingle Creek. PLAN RECOMMENDATIONS U, 1. Make single family detached housing the predominant character v of the Northeast Neighborhood. 2. Designate and maintain the following street as an intermediate arterial street: West River Road 3. Designate and maintain the following streets as neighborhood collector streets: Dupont Avenue North Humboldt Avenue North 73rd Avenue North, from Humboldt to T.H. 252 69th Avenue North 65th Avenue North /Freeway Boulevard 4. Discourage, where practical, the construction of single family homes along neighborhood collector streets in a "strip pattern'.' A where homes front off the collector street. 5. Plan for the future widening of T.H. 252 (formerly T.H. 169) to occur on the west side of the present highway. The possi- bility of using the present highway right -of -way for frontage b. road purposes should be considered in view of the fact that no other local street in this area of the neighborhood can provide the necessary access for emergency vehicles. 6. Encourage the development of the general commercial area in the southeast corner of the neighborhood at the West River Road /F.A.I. 94 freeway intersection. The type of commercial development should be limited to specialty establishments such as motel, restaurant, r and bowling alley. In general, the commercial uses already existing in the area are quite appropriate. 7. Continue to permit the construction of up to two and one -half -' storey apartment buildings around the proposed commercial areas as a transition to single family housing, and along the west side of Humboldt Avenue, south of 69th Avenue as a transition between the industrial park and the neighborhood proper. Town- e houses would also be an appropriate type of use in these areas. It is important that the apartment buildings be designed in a related group rather than in a piecemeal unrelated fashion. -1- wil 8. Encourage the Anoka - Hennepin and Brooklyn Center School Districts to, work toward a revision of their common boundary or reach an agreement on some arrangement which would allow students living within a reasonable distance to attend Brooklyn Center Junior - Senior High School rather than be transported long distances to schools far from . their neighborhood. Presently the Brooklyn Center School District is in a period of declining enrollment and has available facilities to accommodate additional students. Also, high fuel costs and potential oil shortages make realignment or some other arrangement a more effective way of dealing with the present situation. The responsibility of resolving this situation clearly rests with the respective School Districts and the City should assist in any —__ way possible. SOUTHEAST NEIGHBORHOOD The Southeast Neighborhood is bordered on the south by the south City limits; on the east by the Mississippi River; on the north by FAI -94; and on the west by Shingle Creek. PLAN RECOMMENDATIONS 1. Permit up to one and one -half storey apartment buildings at no more than twelve units per acre within the older portion of the neighborhood, but only at the intersections of collector or arterial str_� -nts. ;Thi,s pattern of development has already existed for some time. By restricting such development to specific corners, the neighborhood's single family character will be preserved, and some of the demand for rental family living within this neighborhood is met. Consider permitting duplexes in the older part of the neighbor- hood in cases where lot sizes are more suitable for duplex than single family housing. 3. Encourage the development of townhouses in the pocket of land in the extreme northwest part of the neighborhood. The land is now undeveloped and portions of it are to be used for freeway purposes. The remaining undeveloped land will lend itself quite well to medium density housing. High density housing should definitely not be allowed because of poor access to and from freeways - necessarily through existing single family areas. The area should be developed as a complex with its own identity within its "parent" neighborhood. !* 4. 'ermit multiple family development, preferably townhouses, as a transition between the Northbrook Shopping Center and the nearby single family housing to the east. Heights of the buildings should not exceed the heights of the existing stores and homes - generally one and one -half stories. 5. Install pedestrian walkways as indicated on the Comprehensive Plan map to complete the pedestrian walkway system. -2- 6. Consider a neighborhood conservation /rehabilitation program to bring some of the older visually deficient parts of the neighborhood up to more acceptable standards. Most of the deficient homes are such that minor repairs and normal maintenance are all that would be required. 7. Designate and maintain the following streets as neighborhood collector streets: Dupont Avenue North 57th Avenue North 53rd Avenue North SOUTHWEST NEIGHBORHOOD The Southwest Neighborhood is bordered on the south by the South City limits; on the east by Shingle Creek; on the north by County Road 10; and on the west by the west City limits. PLAN RECOMMENDATIONS 1. Maintain that part of the Southwest Neighborhood lying north of 53rd Avenue North in permanent single family residential. The frontage road along Brooklyn Boulevard should permit the existing adjacent homes to continue as an integral part of the neig hborhood. Commercial development along the east edge of g P 9 9 of the neighborhood eighborhood should be limited to areas isolated from the neighborhood to the west such as from the current Northport Clinic site northerly to the office complex currently under development which is located northerly of the existing library 2: Encourage a compl ex of townhouses' i n the area d�f rectly ' nor A' of the Happy Hollow playground now containing a greenhouse and attendant land. _4L 3. Reserve the Twin Lake Island and land at the extreme north end of Twin Lake for recreational use of a water base nature such as boating (no motors), fishing, picnicking, etc. 4. As an extension and continuation of the policy established in the 1966 Comprehensive Plan, the Ci of Brooklyn Center considers the manufacture of chemical fertilizer (which is a nonconforming use under the City's Zoning Ordinance) as carried on at the plant located just off Brooklyn Boulevard next to the Soo Line Railroad, as a use injurious to the continued health,safety and welfare of the general public, and has ordered said manufacture of fertilizer to be abated and discontinuea. After the phase out of the manufacture of chemical fertilizer, the City will consider a light industrial or non - retail commercial use on the property provided proper buffers from the residential neigh- borhood are maintained. 5. Designate the following streets as collector streets to collect and distribute traffic to and from the neighborhood, but discourage their use for through traffic: France Avenue North Halifax Avenue North, north of Eckberg Drive -3- 3 - 6. Request MN/ DOT to provide its proposed interchange at France .,;.> Avenue and Highway 100 in the near future so as to eliminate d the present hazardous conditions and to handle the probable. t � increased flow of traffic generated by further development and expansion of industry in the immediate area. ti 7. Protect the residential pocket south of the existing Sae —L-4�e pole yard for residential use, but take definite action to effectively buffer the area from the probable detrimental effects of the adjacent industr t 7� 3. Reserve the existing pole yard and the vacant land triangle north of the Soo Line Railroad for development of an industrial district e,? containing activities that would not be offensive to the area residents. Adequate buffer devices separating the district from adjacent residences should be provided and no industrial activity a or buildings should take place or constructed within a reasonable distance of the district's boundary. 9. "Clean up" the Ryan Lake industrial area, specifically the out- door storage of materials and equipment, thereby improving the visual appearance of the area for the benefit of the entire neighborhood, but especially for those apartment dwellers directly to the south of the industry. In line with this, the present inadequate parking arrangements should be improved possibly by the provision of a common parking to t CENTRAL NEIGHBORHOOD The Central Neighborhood is bordered on the south by County Road 10; on the east by Shingle Creek; on the north by F.A.I. 94; and on the west by Brooklyn Boulevard. PLAN RECOMMENDATIONS 1. Encourage single family housing to develop throughout the fit interior of the neighborhood and to expand to the freeway right -of -way in the north. The north -south local streets that were cut off by the freeway could be cul- de -saced at their north end. At least two of these streets (Ewing and Drew) might be extended northerly to serve one additional residential lot on each side without a cul -de -sac. 2. Provide only partial cul -de -sacs (turn- around streets) where only one or two homes on each side of the street are to be served. These might take form of a "back up turn - around" arrange- ment rather than the usual full circle design. It is also advised that all cul -de -sacs, whether full or partial, be on public_ right - of -way and be made reasonably attractive. The end of each cul -de- sac street should be lighted and provided with a barrier such as a fence or planting. Each cul -de -sac street should be identified >. as a dead end street at its entrance. 3. Prohibit the erection of any additional multiple family housing within the neighborhood except for specified locations along Brooklyn Boulevard and north of Brookdale. -4- 4. Permit expansion of retail uses into the area along Brooklyn Boulevard in the vicinity of 62nd Avenue where single family homes now exist. Sixty Second Avenue at Brooklyn Boulevard should be closed to traffic and vacated to Chowen Avenue, thereby chanel- ­ I ing single family residential traffic onto 63rd Avenue and 60th Avenue collector streets. Access to the future Brooklyn Boulevard office building (or other compatible uses) should be gained off Brooklyn Boulevard or at east -west local streets, but not parallel residential streets. 5. Prohibit the southerly extension of the existing north -south residential streets into the proposed highr•ise service /office area north of Brookdale. Rather, these streets should be cul -de- saced (partial only) thereby precluding heavy traffic through single family housing areas. Access to the proposed highrise service /office development should be only from Xerxes Avenue, Northway Drive or County Road 10.',;� 6. Designate and maintain the following streets as collector streets: a. 63rd Avenue between Brooklyn Boulevard and Xerxes Avenue North. b. Xerxes Avenue between Interstate 94 and County Road 10. It is recommended that 63rd Avenue not be extended across - Shingle Creek to intersect with the City Hall Community Center area. If such an extension were made, the street would be used as an arterial "through traffic" street rather than a residential collector street as it is now. The neighborhood must be safe- guarded against further segmenting. ~~ 7. Provide pedestrian overpasses across' Shingle Creek. 8. Encourage the planting of trees along street boulevards and street cul -de -sacs, rear lot lines where pedestrian ways might be provided, and along the freeway as a buffer device. ,._9. Encourage the development of active recreational uses in the Central Park area. WEST CENTRAL NEIGHBORHOOD The West Central Neighborhood is bordered on the south by County Road 10; on the east by Brooklyn Boulevard; on the north by F.A.I. 94; and the west by the west City limits. PLAN RECOMMENDATIONS 1. Preserve and protect the interior of the neighborhood for low density residential use. 2. Designate and maintain the following streets as collector streets - to collect and distribute traffic within the neighborhood; 63rd Avenue North June Avenue iNorth, south of 63rd Avenue North -5- 3. Consider vacating Halifax Drive at Brooklyn Boulevard so that the main "entrances" from Brooklyn Boulevard are the. proposed collector streets discussed above. This proposed vacation will also protect Halifax Avenue from use by through (shortcut) traffic off Brooklyn Boulevard. A similar treatment of Admiral Lane should also be considered and undertaken if found desirable. 4: Permit the development of commercial uses only in the vicinity of Bridgeman's Restaurant south of 63rd Avenue. The land parcel directly south of Bridgeman's would be suitable for commercial service /office establishments. Establish the areas along Brooklyn Boulevard (as shown on the recommended conceptual alternative for Brooklyn Boulevard) which are now vacate or subject to future change to a "higher" land use, as planned development districts. These areas would be permitted to be developed or redeveloped only if the owner or developer does so as a "package" as opposed to individual lots and only if an appropriate use is proposed - possibly mid - density residential use, public and semi - public buildings, or certain commercial services such as a clinic, professional office, etc. The reasons for restricting the type of develop- ment is well stated in the Brooklyn Boulevard Study. 6. Continue cooperation and communication with Brooklyn Park to ensure that adjacent development to the west will not conflict with existing housing in the West Central Neighborhood. NORTHWEST NEIGHBORHOOD The Northwest Neighborh;' - -d is'bordered on the south by F.A.I. 94; on the east by Shingle Creek; on the north by the north City limits; and on the west by the west City limits. PLAN RECOMMENDATIONS 1. Preserve the two existing single family housing sub - neighborhoods on each side of Brooklyn Boulevard which form the Northwest Neighborhood. The two units will share neighborhood shopping facilities, and to a certain extent, schools and parks, but should be recognized as two separate living areas due to the Brooklyn Boulevard barrier to cross communications. 2. Establish areas along Brooklyn Boulevard (as shown on the recom- mended conceptual alternative for Brooklyn Boulevard) which are now vacant or subject to change to a more intense land use, as planned townhouse development districts. These areas would be permitted to be developed or redeveloped only if the owner or developer does so as a "package" as opposed to individual lots and only if appropriate use is proposed - townhouses, duplexes, four plexes, or in some cases, service /office uses. The reason for restricting the type of development is well stated in the Brooklyn Boulevard Study. -6- a 3., Encourage, if necessary with the use of public incentives or ~'_subsidies, the redevelopment of the triangular tract of land east of Brooklyn Boulevard between 69th and 70th Avenues. The new use should be an expansion and possible consolidation of retail uses in a single structure or cluster development meeting all setback, buffer and parking requirements. In con- junction with this redevelopment, the City should consider closing June Avenue at 69th, thereby protecting the residential area to the east from commercial traffic. All access to the new retail development should be off Brooklyn Boulevard and possibly 70th Avenue. 4. Promote the development of single family attached housing (townhouses) at the east edge of the neighborhood south of 69th Avenue and west of Xerxes Avenue. Some consideration might be given to a service /office type use at the easterly tip by Shingle Creek Parkway and Xerxes Avenue to provide additional buffer for the townhouse development from the industrial park developments to the east. 5. Close Wingard Lane at Brooklyn Boulevard thereby reducing # conflict and through traffic, and bringing about an improved flow of traffic. A "turn around" should be provided where Wingard Lane now meets Brooklyn Boulevard. 6. Designate and maintain collector streets as shown on the plan map as follows: Noble Avenue North, north of Brooklyn Boulevard France Aver North, ,north of County Road 130 69th Avenue: North 7. Continue to - encourage the realigning of County Road 130 at Palmer Lake to bring about improved traffic movement by decreasing the present horizontal curve of the road. -7- t, Land Use Gals Proper goals, policies, and plans for the use of land in a municipality are essential to the orderly, economic, and efficient development of that com- munity. Land use is the basis and framework for all other physical devel- opment, including buildings, transportation facilities, and public Infrastructure such as sewer lines. The importance of this aspect of com- munity planning cannot be overemphasized. With the overall community development goals in mind, land use policies must be established to allow a continuation of past trends which are bene- ficial and to gradually change those aspects which are seen as detrimental. At this point in its development process, the City of Brooklyn Center needs only to "fine tune" its land use policies and plans. The following, then, are the land use goals of the City: . 1. Maintain and upgrade land use and environmental quality. Explanation: In order to preserve the vitality and use- fulness. of each neighborhood and the community as a whole, steps must ,'e token, to encourage the rehabilitation of substandard dwelling units as well as commercial and industrial structures. Redevelopment decisions and land use changes should take into account the capacity of the transportation system, the effect on the municipal, tax base and overall environmental quality. A broad framework and set of policies should be devised to guide the development'and redevelopment of Brooklyn Boulevard so that the street remains attractive and continues to function adequately as a thoroughfare, that the needs of the community for services are met, and that values of adjacent properties are pro- tected. Improvements to be made in the State Highway TH 252, formerly U.S. 169, corridor should be analyzed as to their impact on existing and potential residential and commercial development. Increased traffic circulation in the Southeast Neighborhood should be handled carefully so as not to provide a major adverse impact on properties in that area, par - ticularly along 53rd and 57th Avenues. 2. Reinforce and maintain the character of individual neighborhoods. Explanation: Major physical barriers (e.g. highways) and City policies and plans (e.g. Park and Recreation Plan) have developed a strong identity within each of the six residen- tial neighborhoods established by the 1966 Comprehensive Plan for the City of Brooklyn Center. Measures should be taken to 79 protect and maintain each neighborhood's identity. Encroachments upon viable residential areas by incompatible land uses should be discouraged. Industrial and commercial growth should take place only in those unified locations identified for such by the Comprehensive Land Use Plan. I 3. Preserve and protect property values. Explanation: Proper land use planning can insure that each of the various types of use is provided with sufficient amounts of land, adequate access, and a proper environment for its needs. The City of Brooklyn Center can work to pre — serve and enhance the investment of the individual in his /her land and buildings by insuring compatible land use rela— tionships and preventing encroachments which create negative or blighting influences. The City of Brooklyn Center should { also seek to halt deterioration of property which may negatt— vely impact adjacent land parcels. 4. Relate the needs of the community o the overall metropolitan context. Y P Explanation: The City of Brooklyn Center should work toward relating its housing and commercial requirements to those of the metropolitan area as a whole. Providing a range of housing types and costs which are responsive to the housing needs of Brooklyn Center's share of the metropolitan popu— lation is an especially relevant task in order to allow equal opportunity for all and to promote a diverse and stable popu— lation. 5. Continue to protect elements of the natural environment while improving opportunities for the public to enjoy the recreational and educational opportunities presented by it. Explanation: Earlier planning has managed to preserve the major wetlands and protect the edges of streams and lakes in Brooklyn Center. Additional work remains to be done however, in improving the trallway system along Shingle Creek, as well as taking advantage of the opportunities available in Palmer Lake Park, River Ridge Park, around and near the Twin Lakes, and near Ryan Lake. 80 Figure 14a C I II;JI yy �! 'JJl .. - w pcharoarwa need fo Pedesttinno- ys 3 sn,C D¢uetaamehc :, _ efovgla B, Klges - . • _ ---��� - - AI9 m t tl Des - c 169 No t th f 1 f 699 i - /., i `' '�,. ��' `r : �"�� p azca +a exit ne ana di_ i .. f...r - '- a '� t -__ entlmg tlevel } Pm PIS r _ ` - I T1� I _ _ jt a Sri - - A D r �� T}� 1 t I <, I t li 2 f y B klYn B,.oultua d: _ Hous ng in Southeast � / v / �, i 'q 1 #_ # Na 9naornootl D logment Pgt(erns (I d Y i t � - � � ✓ � � � q �{: � � � onin97 [�edev IoP t r y i n tenttaIs Uvb Design _. - i l'"'' ; f _ �a 13 f 30.117 F7 # it f1 s k ..? ofximr>s9oS ve,Ng 1� k i7 }r 1 a i D laymn[ e li 7 t i i f �" Potential Lana use cne t ADc�EInCO' ICwetl Nl�' /�'! Interstate 94 InterChanc I/ r Shf 90 Leek. ...✓"� ♦ - - �^i`4 v� i- i t + Tral r T— LAKE 12 Potential Expansion of Continuation of R2 ZoNng Prolfera[on of Spot ConnerciaV Lons Park 3CIa55ification 4 Servk:e Land Uses along 53rd Avenue i 111 us. p Twin Lake e °r — Planning Issues ��r � '� T L k Bea 7t \ �- '� �. j I� AL 3 i Il+ � L TW1x k •� - i l O,- x 10 a ty of Adlaoent Residential LAKE) -r+.. " �• tl industrial Lend Uses �•µ 1 ISSUE NUMBER and DESCRIPTION USE OF UNDEVELOPED LAND n \,�_ �� } f s -- —�• `-- -+�- -- BROOKLYN BOULEVARD CORRIDOR 1 �� - /RYAN AKf SOUTHEAST NEIGHBORHOOD u tzx•, � z000 som � I t' 6 f '-'� !� `l <oa nw zx, ePO ,•,then t Com Plan Transportation Goals The efficient movement of people and goods within and across the City is essential to the full utilization of all land parcels and to allowing resi- d ents to make use of the services and opportunities the City and the metro- politan area present. Brooklyn Center's transportation system is nearly fully developed but continuing alterations and improvements need to be - made. The movement needs of certain segments of the population require further transportation system development. For such purposes, the follow- ing goals for the transportation system are presented. 1. Continue the development of the transportation system so that all modes of movement and all age groups are served. Explanation: The movement of automobil es. within and through Brooklyn Center functions well but bicycle and pedestrian traffic is limited due to major physical barriers (e.g. highways, Brookdale Shopping Center) Programs for the upgrading of these two modes of transportation should continue in a comprehensive fashion. Also, the Metropolitan Transit t� Comm is s ion (FPM,) si -u I d be kept advised of inadequate levels of public tra;7.sit service, especially in east -west movement, so that they may upgrade service as the opportunity presents itself. 2. Upgrade the arterial road system as necessary so as to accommodate increased traffic demands without adversely affecting the local road system while at the same time minimizing the effect on land uses adja- cent to the improved roadways. Explanation: Brooklyn Boulevard and State Highway (TH) 252 will require various forms of alteration, redesign, or (possibly) realignment in order to carry the increased number of daily trips generated by local and regional demands. TH 252 will require additional lanes and access restrictions in order to accommodate the projected traffic demands. Brooklyn Boulevard will require minor upgrading to control turning and access movements. Care must be taken to ensure that local and collector streets are not overloaded by traffic moving to or from access points on these (and other) arterial roads, that sufficient access across these arterials is allowed, and that the value of properties fronting on these roadways is not severely decreased without compensation to the owner by widening the roadway or radically restricting access to the property from the roadway. 85 3. Continue to develop the transportation system so that the access needs �-- of all the various land uses are adequately met. Explanation: The high volume traffic demands of retail and industrial land uses in Brooklyn Center are currently handled well. However, the traffic situation should be monitored and roadways upgraded according to reliable future traffic esti— mates so as to avoid' vo i d' overly congested roadways and allow the highest practical use of land parcels. y 86 f Municipal Facilities/ Service 4 s Goals ). Provide for the adequate- distribution of and access to municipal faci- lities and services in all sectors of the City. Explanation: Certain facilities, such as parks, must be located according to population distribution and community need while other facilities or services, such as police pro— tection, snow plowing or street repair must be provided with less regard to population distribution. All citizens should have an equal opportunity to receive the benefits and services they need from the City of Brooklyn Center regardless of loca- tion or income. (Private roadways are not, of course, main- tained by the City and, do not necessarily receive equal maintenance.) 2. Continue to maintain an adequate level of public facilities and ser vices, upgrading and modernizing regularly. Explanation: Brooklyn Center has been replacin its municipal 9 r service vehicles and equipment on a regular schedule and has recently bui - a new .City Hall and Community Center. Most 1_ park facilities are in adequate condition and are well maintained. Local streets and the sanitary sewer system however require replacement and upgrading on a scheduled basis. Without a regular maintenance program, such facilities will reach a point of disfunction almost simultaneously and present a very difficult replacement problem. 3. Restrict the increase in municipal costs to no more than the rate of inflation of the general economy. Explanation: Costs of government at all levels is coming under greater scrutiny and criticism. Efforts should be made to keep Brooklyn Center's government as streamlined as possible while still delivering necessary and desirable ser- vices. Over- dependence on State and Federal aid for basic local needs should be avoided, lest cutbacks in such assistance jeopardarize their delivery and suddenly increase property taxes and user fees. Within the last decade there has been a shift in municipal revenue sources from sources which are controlled by the municipality to reliance on- intergovernmental revenues. This shift has been dictated by State policy limiting municipal use of property taxes and other flexible sources of revenue and giving State aid on an appropriated formula basis.- f2 si This State - mandated shift to an appropriation approach to State aid, coupled with State Levy limits and the "Weaver Bill's" distribution of a portion of new commercial and industrial valuation severely limits elected officials in meeting fiancial demands of both the "growing" and "aging" forces impacting Brooklyn Center during the next decade and beyond. , � 89 • Land Use Plan Approximately 90 of the land area in the City of Brooklyn w PP � o l n Center has n Y ' Y y o been developed. As a result of good I p o and use tannin b Burin 9 planning Y the City 9 the 1950 r s and 1960 as well as competent 9 on- oin administration of City ordinances and policies relating o land development, Brooklyn Center now 9 P Y has a pattern of development which poses few major problems or conflicts for land owners or City administrators. A variety of land use types pro- duces a workable amount of assessed property value to carry on necessary and desireable municipal functions. Most locations of intense land use activity and traffic generation are buffered from residential neigh- borhoods, and subareas of the community contain or enjoy easy access to facilities for shopping, recreation, and education. Furthermore, useful and aesthetic areas of wetland or surface water ponding have been retained largely in their natural state so that their hydrologic and ecologic func- tions continue with little interference. Thus, the flask of comprehensive planning at this point in time becomes one of making modifications to and steering the City's course of remaining development and redevelopment. Certain changes have occurred over the years in personal transportation demands, the economics of the housing market, and the impact of certain commercial and industrial land uses. Each of these calls for some minor change in the way in which the Ci ty of Brooklyn Center allows land to be used. Also, not every land parcel has been developed according to strict planning criteria. Concessions and adjustments have been made to accommodate par- t ticular individual land use constraints and demands. The sum of these adjustments at times results in localized land use patterns which are less than desirable from the point of view of residents, businesspeople, or City officials. Finally, certain land parcels have become ripe for redevelopment either to a new and different type of use or to a more intense activity. Buildings may have become physically deteriorated beyond the point at which they may be economically repaired and reused; automobile access to and from par- ticular sites may have become difficult and hazardous; the value of a par- ticular land parcel may have increased so dramatically as a result of nearby development that the site is now too valuable to continue in its present function. The recommended changes in the Brooklyn Center land use pattern, indicated "on Figure 15, "Land Use Plan Revisions," and described in the following text, seek to address the conditions mentioned above. For ease in reference Figure 15, "Land Use Plan Revisions" has been overprinted on the 93 base map to Figure 3, "Existing Land Use," to compare revisions with existing land use. The land use and development pattern along Brooklyn " Boulevard has been studied especially closely because of the corridor's importance as a traffic artery, the increasing number of debates over land development within the corridor, the dominant visual image the corridor exhibits within the community, and the major functional role the corridor plays in the City of Brooklyn Center. The process of analyzing the pre- sent conditions of the Brooklyn Boulevard corridor and formulating recom- mendations for its evolution are described in a subsequent section of this chapter of the Comprehensive Plan RECOMMENDATIONS FOR CHANGES TO THE EXISTING PATTERN OF LAND DEVELOPMENT Figure 15, "Land Use Plan Revisions," and Table 14, "Land Use Plan Revisions," indicate the recommended uses of particular land parcels which the City of Brooklyn Center feels should be amended in zoning classifica- tion, and /or those parcels which are vacant and simply are receiving a reaffirmation of the City's intent for them. These revisions, which have presently been reviewed by the City of Brooklyn Center Planning Commission, are based on the following criteria: • Consistency with sound community development and redevelopment goals and objectives s Protection of natural resources • Preservation of historically significant buildings and lands • Resolution of existing and /or anticipated land use conflicts 9 Coordination with other Comprehensive Plan elements. Table 14, "Land Use Plan Revisions," lists a recommended land use for each numbered location found in Figure 15, "Land Use Plan Revisions." 97 y TABLE 14 Land Use Plan Revisions $ Location i Number R ecommended Land Use Ia. Mid- Density Residential or Public Land lb. Mid- Density Residential 2. Single- Family Residential 3. Commercial Retail 4. Commercial Retail 5. Mid- Density Residential 6a. Light Industrial 6b. Light Industrial 6c. Mid - Density Residential 7a. Single- Family Residential 7b. Public Open Space 8. Multiple- Family Residential 9. Commercial Retail 10. Commercial %Retail Ser- , v- e/Office,'� 1 1 t•.: �Al? ,,.`pit .. .,ncs�az i ✓f ,:-, 12. Mid - Density Residential /High Density Residential_:� n _ 13. Mid - Density Residential 14. Single- or Two - Family Residential 15. Public Open Space 16. Public Open Space 17. Mid - Density Residential 1 I� 18. Light Industrail 19. Commercial 20. Low- Density Residential 21. Service /Office 22. Low- Density Residential 23. Service /Office /Mid - .Density Residential 24. Service /Office 25. Service /Office /Mid - Density Residential 26. Service /Office /Mid - Density Residential 27. Service / Office /Mid - Density Residential 28. Service /Office /Mid- Density Residential 29. Commercial Retail 30. Mid - Density Residential /Service /Office 31. Service /Office /Mid - Density Residential 32. Mid- Density Residential /Servic /Office 33. Mid- Density Residential /Service /Office 34. Mid- Density Residential 35. Commercial Retail 36. Mid - Density Residential /Service /Office 37. Mid- Density Residential - 38. Single - Family Residential 39. Service /Office 40. Commercial Retail 41. Service /Office 42, Mid - Density Residential 98 Figure 15 E 7 ✓ T � f it ...— 341: -- I� VIP- ti CL ` 35 = II yy R 6b r G 29 �, 11 y { u 8 i S 2 r; i t Lj r c S q f � q G' i L� � �� '; LAKE � tY _•S — ,'t � � � .�� J .� u+enxa lu.aNr��— 4 tt �t JL �� _ LAKE ='� REFERENCE NUMBER �N Land U °,� U se _ Plan Revisions if rxm *xe �eoo zaoo a000 xe, Comprehensive Flan • Metropolitan Housing and Redevelopment Authority (in conjunction with the Metropolitan Council of the Twin Cities P C e Area) • Minnesota Housing Finance Agency (MHFA) • Department of Housing and Urban Development (HUD) NEIGHBORHOOD PRESERVATION /REHABILITATION /DEVELOPMENT ISSUES As outlined in the Analysis of Existing Conditions, any major housing stra- tegies developed for the City of Brooklyn Center must: 1. Ensure that all new and rehabilitated housing, including housing intended for low -and moderate - income persons, adheres to high ' standards of design and construction. 2. Encourage the development and use of Planned Unit Developments (e.g. Zoning Classification) for o undeveloped residential 9 9 p d ly- zoned property, particularly to encourage mid-density housing devel 9 Y g - P ment for low- moderate income families. 3. Encourage the development of housing designed specifically for the. �F elderly and handicapped through the use of- federal and state programs as well as private actions. 4. Encourage rehabilitation and stabilization of all deteriorated. residentiae properties on a city -wide basis, particularly con- centrating initial rehabilitation activities in the Southeast Neighborhood. 5. In the Southeast Neighborhood, encourage and promote the removal„ of seriously deteriorated housing units located on undersized r 9 , parcels and the consolidation of two or more such adjacent parcels f _ or r e sal r edevelo ment with single-family famil or du P g y plea structures. 6. Study further the effect of the adoption of a Housing Maintenance Code (enforced at the time of sale) to protect the health and safety of occupants and ensure proper compliance with all munici- pal regulations. 7. Continue to participate in those housing assistance programs admi- nistered by the Metropolitan Housing and Redevelopment Authority which are applicable to the needs of the City of Brooklyn Center and are cost effective to administer. 8. Strive to accommodate its "fair share" of the regional area's demand for low- and modest -cost housing, as outlined in the Metro I� i tan• r po Council 10 Year Community Fair Share Goal for Low.. and Moderate Income Housing. t 4 • i„ -9. Encourage complete insulation and weather i zat i on of all resi den - ��. tial structures in Brooklyn Center to reduce overall residential energy requirements. Figure 16, "Housing Issues," indicate where the problems outlined above are most frequently found in the City of Brooklyn Center. NEIGHBORHOOD PRESERVATION /REHABILITATION /DEVELOPMENT PROGRAMS The following program descriptions delineate the potential resources and strategies that must be brought to bear to address the housing problems and needs in Brooklyn Center. Each program outline includes the following ele- ments to thoroughly describe the program's intent and the potential imple- mentation procedures. • Objective • Description • Eligibility • Potential Implementation Funding • Potential Implementation Emphasis Area • Program Administration The nine programs that may be applicable to housing needs in Brooklyn Center include: 1. Exterior Maintenance Assistance Program 2. Rehabilitation Loan and Grant Program 3. Minnesota Housing Finance Agency Loan and Grant Program 4. Minnesota Housing Finance Agency Homeownership Program 5. Revised Section 235 Homeownership Assistance Program for Low and Moderate Income Families 6. Section 8 Rental Housing Assistance Program 7. Senior Citizen Housing Assistance Programs 8. New Housing Development Program (Land Acquisition) 9. Urban Homestead Program Table 15, "Housing Program Emphasis," indicates which of the nine programs outlined most appropriately address the Neighborhood Preservation/ Rehabilitation /Development Issues listed above. Table 16, "Housing Program Priority and Interface" indicates the priority for program implementation and the interrelationship between programs.(e.g. complimentary programs, programs to be implemented in coordination). 101 1 Fipre ifi e l ' Cam" „� � '..� f ��.> i ! � —i2. - mn.:'�� f � c � .-lr .:✓ r �i� FL _ it W1 ILI °' '� ` ter•- x �,��"� \ �� __ /� I (�' � i � �_;�� 'r i� G �>� ='�\ �F- t °r p � �q .7 t" • y U � • I' ire/ �. � / ' - ti� f ' 4h / - I Af, IN _ _ Twix qq ��\ J �� '"- yF REHABILITATION EMPHASIS AREA . e`\ I \ ��{ A r� l��. �.._ STABILIZATION AREA (�.\�� POTENTIAL MAJOR NEW HOUSING SITES i( I t Housing Issues 1 1 7 7,V F O r- Comprehensive Plan B roo l r Boulevard Study Introduction Brooklyn Boulevard, State Highway (TH) 152, serves a dual purpose for the City of Brooklyn Center: it provides arterial passage for traffic moving between Minneapolis and Brooklyn Park and it provides efficient circulation for numerous local trips. From the days of its early development as a rural dirt road through its modern evolution to a paved, four -lane State Highway, the Brooklyn Boulevard /West Broadway Avenue route has been uti- lized for traffic movement from central Minneapolis to the northwestern portions of Hennepin County. Its importance in that function has been reduced in recent years due to the introduction of Interstate 94 and the upgrading of U.S. (TH) 52. However, Brooklyn Boulevard remains an important element in the continued development of Brooklyn Center. Its ability to' carry a great number of vehicles per day while allowing ease of access to land parcels and local streets along its route makes the Brooklyn Boulevard corridor a desirable . location for a variety of retail, service, and multiple - family residential land uses. This fact has increased the pressures from commercial interests for development of available land along the boulevard. The City of Brooklyn Center realizes the opportunities and potential pit- falls which are presented by this situation. It desires to see the roadway continue to function smoothly in its capacity as a traffic artery and it also wishes to promote physical development in the corridor which serves the best interests of the City of Brooklyn Center. A comprehensive urban design and development plan is required to promote the achievement of these dual objectives. There is a growing demand to establish individual retail or service facili- ties at every available location along Brooklyn Boulevard between State Highway (TH) 100 and the northern Brooklyn Center city limits. Unguided commercial development could result in such a great number of access /egress points along the boulevard that its traffic flow could become seriously impeded, particularly during the afternoon peak period (4:00 -6:00 PM). In addition, a highly linear pattern of commercial facilities, each with its own building and freestanding sign, could develop an unsightly "strip commercial" appearance. In response to these potential opportunities and problems, this study of the Brooklyn Boulevard corridor has been included as an element of the City } of Brooklyn Center Comprehensive Plan The study consists of the following elements: • an inventory and analysis of the existing physical features of the Brooklyn Boulevard corridor 139 • an analysis of the existing developmental pattern of the corridor • an inventory and analysis of the existing and projected traffic movement capabilities of Brooklyn Boulevard • the formulation of four alternative conceptual development plans for the corridor • the recommendation of a single conceptual development pattern for the corridor • a discussion of steps which the City of Brooklyn Center should take to improve the appearance and function of this important and highly imaginable traffic corridor. 140 s Existing Corridor Development Pattern EXISTING LAND USE AND VISUAL IMAGE The Brooklyn Boulevard corridor contains a combination of single - family homes, a limited number of mid - density residential uses, a high intensity of retail development and low intensity service and office uses. For many years, the principal locus of commercial activity was located at the inter- section of the, then, Osseo Road and 69th Avenue north, the site of the first general store and post office in Brooklyn Township. Since that time, many single - family homes have been constructed along the length of the corridor, although many land parcels were not utilized for this purpose. A variety of large and small retail, service, office, and mid - density resi- dential developments have been constructed in the last two decades on all but a very few of the remaining sites in the Brooklyn Boulevard corridor. In this manner certain segments of the corridor have acquired a distinctly residential nature while others are dominated by retail or service uses.. Particular areas are not clearly defined as to their predominant use, and remain in a state of evolution. Chief among these weakly defined areas is the segment of the corridor located between the Brookdale Shopping Center and Interstate 94. Figure 18, "Existing Developmental Concept," illustrates the general pat - tern of development in the Brooklyn Boulevard corridor as it appears today. The corridor has been divided into subareas according to homogenous land uses or a perceived theme. Notes describe the general nature of each subarea and point out particularly interesting physical development features. Figure 19, "Existing Corridor Conditions," portrays in detail the type of land use on each parcel, the actual name of each business, and the exterior physical condition of each structure as derived from a windshield survey conducted in Spring, 1978. The most northerly and southerly segments of the corridor are occupied by residential neighborhoods which frame the remainder of Brooklyn Boulevard. The physical housing conditions in both of these areas are good. However, as with most of the single - family homes located along Brooklyn Boulevard, there is no service road, and driveways access on- street directly. The northerly area is the location of a recently developed townhouse project. Additional undeveloped land designated residential also exists on the oppo- site side of the boulevard near 71st Avenue. 141 Fore IS ,A_ I. Dealer __� L •Low mronvty Lana u5. fast Food Rastaurant9 • V i Sc «oat T .-. - - - ' - •Fi Major New Townnous. TRANSITIONAL ZONE 0 ...... —ll 1 • MIXED RESIDENTIAL AND COMMERCIAL USES \= •UNCERTAIN IDENTITY STABLE RESIDENTIAL f • DEVELOPMENT POTENTIAL AREA WITH POTENTIAL FOR ADDITIONAL DEVELOPMENT Ao - ment Comal.d - 1 f( Prim. Oay.lapmMt SiU 1� - Y'T'ITI C.S A M 10 Roat Y _ Major So ".d. E. -W.S1 Artery e STABLE LOW INTENSITY y �l �� 69TH Avenus y ow to a + PE F'EPE IAL DEVELOPMENT Map, N. - Sld. East -WtlI -1-1 BUFFERED BY SERVICE ROAD AND ISLAND j ' — ^, t COMMUNITY RETAIL /SERVICE NODE COMMUNITY RETAIL / •AUTO -RELATED -�j ;' - -'• h %/ SERVICE AREA ` -- • LOW INTENSITY /,. __ • POOR BUILDING CONDITION REGIONAL SHOPPING CENTER °t t aS'' REDEVELOPMENT POTENTIAL / - / •• /� • MA,10R TRIP ATTRACTION NOR7HPORT ^ •• • HIGH INTENSITY DEVELOPMENT -- PARK ' AUTO - RELATED USAGE f PK / • l� �jl� LOW INTENSITY LAND USE wa, *HAO��aL a, i Existing Developmental` ` H Conce OD p -_1 ,; � • T II n Nd.S. t i • UNDEVELOPED LAND LAND OF HIGH REDEVELOPMENT A" � � POTENTIAL INTENS(TY OF VEHICULAR CIRCULATION I • Mdlar Or gin and 0, I i I r of $ooklyn Bo4I, d Trarnc I f it/ w t - .-tea Yft� _ Jam/ Ctvrrn ana Gea+yaas Poise Swoe t 4 �� Make Goad MlgnwaY Uldevelooea Law Lartl •t 6 AParmrel,t Gan,pla. ' r STABLE APPNOPRIATE RESIDENTIAL DEVELOPMENT So"ool d }� OF MEGRIM MENSITY 63rd Avarua 1 I • Prmcgaj DCa.uCr SNeat �� Z.Yle'S Dscant Store - '. i C«m.nn Reeaa Gaoler _ li � • I ; ry ; ` \ Ha.vy InduSirY Comprehensive Plan — Brooklyn Boulevard Study �ccc�� Fkjure Brklpemana * Brooklyn Blvd. Chiropractic A A Chrysler Plymouth P.O.C. Medical Dental to aeaioa e• YMOpwwYM 1 a•:A• I It al Arthur Treachers Fish and Chips n�GR icwp0. k Britain and Kreugler Burger King 1 Fear Estate 10 Realtors e• a • _ T Standard Gas Station • "' , e to � Bp u•r Evan sNOrdy Funeal Home p. asa a a ii a CoOss uthern CMUOh Glory Brook Offk:es / t� LNhern }- ®$ 0ktlala Mth eodist Churcn a , roo i S 5901 Office Building _ y - b I Century 21 Realtors Brooklyn Printing Inc. - r 3 Woodhaven Dental Association State Farm Insurer.. J 3 E a Wesbrook Mall aj Duffy TV Se ry ce --t- a all, • Brooktlale Insurance Co. Confn.mel Sign t • Army Recru mm p Am Lego, Post Apt Guide • �,a • R Court a Dr. Moen Dentists Mul Star.. 1 - - _ Small ShopDng Center • Sprng Co. ) a OK ,,a Sales National Beauty Supplies , Dayton � PIgna, CI rs T Y 1 Discount - Bakery 16 S - Stand Vickers - G Station { { { • , Jerry p,n I. Country House Big Wheal Auto Store tl Brooklyn Center y {I HenneDn Federal = M � 1 obil s U . .ryl.e 3tahD, F rst Brooktlale Bank CarX Muffler Shop mrryu • RT ` X {{ }�' s Po in Fre A & W _ North Star Do HENNEPN COUNTY LIBRARY 'r •,,.. `r, a I PP sh Brooktlale Pont ac _ M tlwest Fetleral Dial U.S.A. i? t Lemon Auto Pant and Glass ` {, n free Restaurant • A - • ,. Fockwell Power Tool Center Happy Dragon gestaurant Servomaton Twn a tl McDonald R taurant "an Chevrolet F 'F b N l l a F II r C • h t Padifi, Sf 1 ° J�. K t icy ,ten Not d'cal { a e CBntm 0 ktl I Go, trash �1 v a.,. F Barone serum. Cents, ,� • - e 8 M res Restaurant r Country Store Foods a Existing Corridor T e e` a_ r Conditions a' I as a - i•.:T Rea;, ,=m: 1 Brook Park Dental Can, 111 � - -- a y. RESIDENTIAL LAND USE f/ A SINGLE - FAMILY DETACHED y � Brooktlale Covenant Church / \�1 a ❑ 2.3 and a UNITS aA a ° Zayre Shop, �f ld { { _ City Meknborp's Greenhouse and Garden Center /� f a 3 I\I ay a' q I TOWNHOUSES e a ��I q t ■ MULTI- FAMILY Its F - m St uon ~ a khm a Sh II S St ,' n I Store Pal Lk ` __ __ Weasse Greanhouse NON - RESIDENTIAL LAND USE eouleyam Can,., -- a L ar a}ta to RETAIL • GTC Auto Parts Q •Dum, Olacal ���......���� OFFICE /SERVICE •Taco T01m, R-raumn t 3 Twin Lakes Alanon ■ • SD I S'ze Shp b y ai INDUSTRIAL i s A "3 - i i A a _ PUBLIC D and B Stones Cleaners Normand Market SEMI- PUBLIC B.dgemars sea Basket PARKS and OPEN SPACE Howe Inc. Best UNDEVELOPED Be, Fertilizer PHYSICAL DETERIORATION SOUND to MINOR DETERIORATION c MAJOR DETERIORATION Comprehensive Plan -- Brooklyn Boulevard Study s��av At the southern city limits Howe Fertilizer, Inc., occupies a site which abuts Brooklyn Boulevard. Howe Fertilizer, Inc. has conducted business from this location for several decades but the operation has existed as a non- conforming use under the City Zoning Ordinance since 1957. At the intersection of Brooklyn Boulevard and 69th Avenue north is located a community- related service area. This location appears to hold a high potential for redevelopment to a more intense level of economic activity. This judgement is based upon the amount of traffic which crosses the inter- section and "the low intensity nature of the present development. The exterior physical conditions of the small, one - story. structures in this area are poor, off- street parking is limited, and several land parcels appear to be underutilized. Immediately south of this community service area, three automobile dealers and a few, minor auto - related commercial developments' are located. Although the use intensity of most of the land in this area is rather low, the buildings themselves are in good condition and business appears to be strong. This is a prime site for this type of commercial activity due to i.ts good visibility from Interstate 94 and easy access from Brooklyn Boulevard. To the south of Interstate 94, extending to 58th Avenue, is a mixed area of retail, service, office, low- and mid - density residential uses, a church, and public school. This area is indicated on Figure 18, "Existing Developmental Pattern" as a Transitional Zone. This segment of Brooklyn ,.- Boulevard has the least strongly defined image and character of any segment of the corridor. Several residential neighborhoods abut the boulevard at this location. However, numerous commercial uses have located in this area recently, including convenience food restaurants, a mortuary, professional :office buildings, a gasoline service station, and an auto dealer. These uses are, unfortunately, closely intermixed with the residential uses along the boulevard. The danger exists that this segment of the corridor, particularly that por- tion south of 63rd Avenue, may evolve from a residential area with a Shopping node at 63rd Avenue into a commercial "strip ". At the southwest corner of 63rd Avenue and Brooklyn Boulevard a functional, integrated collection of shops exists. On the opposite side of the boulevard, how- ever, the commercial developments are establishing themselves in a linear pattern which is not nearly as functional or aesthetically appealing. The commercial utilization of several undeveloped parcels near 59th Avenue and several residential parcels now squeezed between non - residential uses could complete this evolutionary process between 58th and 62nd Avenues. While commercial development along Brooklyn Boulevard between State Highway (TH) 100 and Interstate 94 may not be deleterious to the corridor's image or function, there are certain characteristics of a linear pattern of inde- pendently developed, auto- oriented commercial uses which may cause problems. These include: • individual points of access and egress to the street from each development 147 • individual free - standing and competing signs for each development • negative impacts on the value of nearby residential land uses, par- t 1 cu I ar I y if the residential property does not receFve sufficient / buffering from the commercial area and is not located in a position, for potential redevelopment to a commercial use. Proceeding further south along the corridor from 58th Avenue, there is a well planned collection of service and retail uses between Brooklyn Boulevard and Xerxes Avenue. These offices, shops, and restaurants have developed in response to the traffic drawn by BrookdaIe Shopping Center, immediately to the east. Traffic circulation in this area is handled smoothly by the system of feeder roads serving Brooklyn Boulevard.* The buildings' architecture is generally pleasing, setbacks and buffering are adequate, parking is adequate, and the land is well utilized. Across Brooklyn Boulevard from this commercial location is a neighborhood of single - family homes set well back from the boulevard by the presence of a service road and a generous median. The homes are in good physical con - dition and are protected from the traffic of Brooklyn Boulevard by-their setback and indirect access to that road. TRAFFIC CIRCULATION Traffic movement at the present time on Brooklyn Boulevard presents no significant problems ether-than normal peak hour congestion. Average daily traffic is within ti` design limits of the roadway, and, although traffic levels increase considerably at peak hours, waiting periods at .traffic signals are not inordinately long. There is some justifiable concern, however, over the impact which increased numbers of curb cuts and left turn maneuvers could have on traffic flow. The increased peak hour occurrence of turning movements and roadway access demands does inhibit smooth traffic at these times of day. Fortunately the number of average daily and peak hour vehicles is not expected to increase significantly over the next 20 vears. But attention must still be paid to the effect which redevelopment within the corridor could have on local traffic movement. The Hennepin County Department of Transportation estimated in 1977 that the level of annual average daily traffic level on Brooklyn Boulevard north of State Highway (TH) 100 decreased to approximately 11,500 vehicles as indi- cated in Figure 20, "Existing Vehicular Circulation." In that same year peak hour traffic volume was measured and determined to be: AM Peak Hour PM Peak Hour 55th Avenuer 1959 Vehicles 2605 Vehicles 65th Avenue 1973 Vehicles 1781 Vehicles 71st Avenue 1745 Vehicles 2498 Vehicles 4 A R t Figure 20 I L-11 ✓ y� ' � �i✓� 1. y�c T NORiNPORT , {:- �ttj "'-- x �� 77 =E77-Lt Existing Vehicular t s � - 7 ' ` Circulation _� s 6 ♦ < t L4 AVERAGE DAILY TRAFFIC (1978) IL d S �M ..PEAK HOUR VOLUME (19781�~ ffi�S BUS ROUTES .... � �� 4 Tz - I� ® BUS STOPS I >4 Sn 1 —d T.­ x OFF - STREET PARKING ' ICI TURNING LANES PROVIDED n T TRAFFIC SEMAPHORES •�+�. �= C U C � Lyi u11 1 J �i a*a Comprehensive Plan —Brooklyn Boulevard Study Estimates for the year 2000 indicates that traffic volumes on Brooklyn Boulevard should increase by approximately 10 %. The average daily volume - north of State Highway (TH) 100 should be approximately 27,000 vehicles, and south of State Highway (TH) 100 approximately 14,000 vehicles. Peak - hour volume should experience a similarly modest increase. The reasons that only modest traffic volume increases are forecast for Brooklyn Boulevard include the proposed upgrading of State Highway (TH) 252, for- merly U.S. 169, currently in the planning stages, during the 1980's and Interstate 94 between Interstate 694 and downtown M i nneapo I i s, w i I I also be - completed during that decade. These facilities will serve to reduce traf- fic volumes, particularly peak hour traffic, from Brooklyn Boulevard. I � 151 Alternative Development Concepts Four alternative concepts of- possible physical development have been for- mulated in order to portray the range of courses which the City of Brooklyn Center could pursue in the continued development and redevelopment of land within the Brooklyn Boulevard corridor. These concepts are indicated in Figures 21 -24, "Alternate Concepts A -D." From the four concepts will be developed a recommended conceptual development plan. The graphic represen- tation of the various land use configurations is schematically indicated to permit interpretation and refinement by City staff according to individual circumstances. The four development concepts are described below. ALTERNATIVE CONCEPT A The first concept as indicated in Figure 21, "Alternative Concept A," is quite similar to the existing pattern of development along the corridor. Rather than suggesting any significant changes in land use, Alternative Concept A utilizes the present development pattern and strengthens the collection of service businesses near 69th Avenue, the retail businesses`` near 63rd Avenue, any the service businesses located along the east side of the boulevard betwes` 62nd'and 59th Avenues. Alternative Concept A recom- mends that mid - density housing be utilized when developing or redeveloping i areas: between 70th Avenue and land parcels in two existing residential a e P 9 Shingle Creek and between the 63rd Avenue retail area and Interstate 94. As in each of the concepts presented, Alternative Concept A recommends the development of a major office complex on the vacant land northeast of the 58th Avenue /Brooklyn Boulevard intersection. ALTERNATIVE CONCEPT B The second concept as indicated in Figure 22, "Alternative Concept B," differs from the first in two principal ways. Alternative Concept B pro- poses a transition from primarily service to primarily retail land uses in the community commercial development area surrounding the 69th Avenue intersection. This 'shift would likely increase the traffic generated by businesses in this area, require additional off - street parking, and induce the redevelopment of the immediately adjacent, existing single - family homes. No enlargement in size of this commercial location is suggested by Alternative Concept B, however. Secondly, Alternative Concept B recommends an increase in residential densities west of Brooklyn Boulevard between 58th Avenue and 62nd Avenue. This change is recommended in response to market pressures on this land area which will probably be exerted by the continued development of commer -- cial uses across Brooklyn Boulevard from this location. l� i � { }�. ___j Figure 21 A - STRENGTHEN DEVELOPING LINEAR 1N 1 *x \\ / SERVICE /OFFICE PATTERN ' � ENCWRAGE MID - DENSITY RE.`"iP EYI?IAL ENCOURAGE MAJOR OFFICE DEVELOPMENT V sr IN -FILL DEVELOPMENT AND RETE OAMENT Si At _a ,K ^ UPGRADE REINFORCE 1 EXISTING SERVICE NODE i � > ff MAINTAIN EXISTING >; vp0.TR90RT, a RETAIL/ SERVICE AREAS tt PAA ,��' ''"'y ASSUME LONG TERM CONTINUATION OF 4 AUTO- RELATED COMMERCIAL USES A f 4 � °N 91 Alternative Concept A l -// a +❑ LOW - DENSITY RESIDENTIAL MID - DENSITY RESIDENTIAL / ® SERVICE i} RETAIL F ■ INDUSTRIAL PRESERVE EXISTING _0w DENSITY ' AUTO RELATED SERVICE I ?y t RESIDENTIAL NEIGHeORHCOOS l t� PY o REINFORCE EXISTING COMMUNITY t COMMERCIAL USES NODE + r COMPre o save Plan -- Brooklyn - Brady 7 r - - Figure 22 A 1lY q `- l` g Of, ENCOURACF HIGIER DENSITY RESICENTIAL DEVELOPMENT REDEVELOPMENT i t, M RA T ALLOW TRA N SI TION RE NODE TIIXJ NOCE SERVICE TO RETAIL NORTk PORT1 jl 3: b a NOT ' /PARK 4 y THE REMAINDER OF CONCEPNAL DEVELOPMENT PATTERN'S' IS THE SAME AS SHOWN E Y ;, IN ALTERNATIVE'A'R °•r.•.. Alternative Concept = :Y B -- - w_ ti LOW - DENSITY RESIDENTIAL l j MID - DENSITY RESIDENTIAL SERVICE { Z •; RETAIL �. INWSTRIAL �, 1 Ak A A 1/ 4x 0 ��� I C omprehensive Plan — Brooklyn Boulevard Study ' AT V ALTERN I E CONCEPT C The third concept as indicated in Figure 23, "Alternative Concept C," pro - poses the development of a third retail "node" along the Brooklyn Boulevard corridor in addition to those which presently exist at the Brookdale Shopping Center and around the 63rd Avenue intersection. This third retail area would extend along Brooklyn Boulevard from Interstate 94 to just beyond 69th Avenue. The redevelopment to a much more intense use of the land now occupied by the three auto dealers is envisioned in this scheme. Also proposed in Alternative Concept C is the evolution from a community commercial "strip" to a mid - density residential area of that land east of Brooklyn Boulevard between 58th and 63rd Avenues. This change would more sharply define the commercial areas of the Brookdale Shopping Center and Boulevard Center /Zayre's Shopper's City complex. The overall effect of these two changes would be to concentrate commercial land uses into development patterns which are less linear in form, more compact, and more clearly separated from nearby residential uses. ALTERNATIVE CONCEPT D The fourth concept as indicated in Figure 24, "Alternative Concept D," proposes the enlargement of the community retail area at 63rd Avenue to include the land now underutilized by the automobile dealership immediately south of Boulevard Center. This strengthened retail center would be separated from the Brookdale Shopping Center complex by the development within the corridor of mid - density housing on both sides of Brooklyn Boulevard. Commercial areas north of Interstate 94 would retain their pre- sent characteristics of community service use and auto - related commercial use. Features of this concept include: • the continuation of the retail and service uses in an around the Brookdale Shopping Center • the preservation of existing, low- density, single - family neigh - borhoods south of State Highway (TH) 100 as well as west and north- west of the Brookdale Shopping Center • the continued use of the Howe Fertilizer, Inc., site as industrial land • the intensive development as an office use of the *vacant land northeast of the 58th Avenue intersection • the completion of the service /office pattern east of the boulevard between 58th Avenue and 63rd Avenue • the reinforcement of existing commercial developments near 63rd �' Avenue and 69th Avenue J r»e Figure 23 A ! h -PROMOTE EVOLUTION FROM J SERVICE STRIP TO xc Ctxit• ftx ox "GDUENSITY RESIDENTIAL fA fxoox�vx WxroR •SHARPLY DEFINE COMMERCIAL Y i VS. RESIDENTIAL AREAS to rj } _ i l 3 ENCOURAGE MID - DENSITY RESIDENTIAL 1 ENCOURAGE MAJOR OFFICE DEVELOPMENT WILL DEVELOPMENT AND REDEVELOPMENT i f a / DEVELOP THIRD RETAIL NODE TO PLAN F MORE INTENSE RETAIL MAINTAIN EXISTING C NTE 77 R 6'a t RETAIVSERYICE AREAS NORTHPORT i' L .' PARN.' ASSUME LONG TERM CONTINUATION OF - - AUTO-RELATED COMMERCIAL USES r d Alternative xaa. Concept s C ® LOW DENSITY RESIDENTIAL(' 1C MID - DENSITY RESIDENTIAL a i l l 4 ,i ' • " SERVICE F RETAIL t ®_� f INDUSTRIAL i {.._ ♦tcpa �� t PRESERVE EXISTING LOW - DENSITY t I t RESIDENTIAL NEIGHBORHOODS V xx L 1 - ( REINFORCE EXISTING COMMUNITY H COMMERCIAL USES NODE !. -. IF CONTINUE INDUSTRIAL LAND USE Comprohrvo'l n— Bros -klyn Boulevard Study Figure 24 •ENCOURAGE V RESIDENTIAL -- { BOULE ON ENT N BOTH BOTH SIDES OF - �� 2 S + •CLEARLY DELINEATE RETAIL NODES > I I n t 3C+e00t J y 1, �.. Alternative ttt , Concept A . LOW - DENSITY RESIDENTIAL MID DENSITY RESIDENTIAL I t ,/ ,` SERVICE -'- •-•-'� i� -.z° �� j �; RETAIL INDUSTRIAL Y ■ y� tit E' � i ' L� L o ,.c 'i J � ENLARGE, REINFORCE EXISTING COMMUNITY RETAIL CENTER} } - 2 A y �11 ` CoMr -;r" hens=ve Flare - rockiyn Boulevard Study • the continuation of auto - related commercial uses immediately north of Interstate 94 • the development and redevelopment north of 70th Avenue and south of State Highway (TH) 100 using mid - density housing (e.g. townhouses, duplexes, and quadruplexes). • the construction of the auto dealers just north of Interstate 94. RECOMMENDED CONCEPTUAL ALTERNATIVE Land Use ` The recommended Conceptual Alternative for the continued evolution of the Brooklyn Boulevard corridor recognizes the constraints which certain existing developments have placed upon the City's options for change within the corridor. Working within these parameters, the Recommended Conceptual Alternative attempts to strike a reasonable balance between the status quo shown in Conceptual Alternative A and the close -to -ideal situation portrayed by Conceptual Alternative C. This option was designed with the following objectives in mind: • to contain commercial land uses within clearly defined sectors of the Brooklyn Boulevard corridor; propose means of preventing the �! evolution of a "strip" of retail and service businesses from State Highway (TH) 100 to the northern City boundary • to preserve e smooth traffic flow along Brooklyn Boulevard • to protect adjacent residential neighborhoods from undue negative environmental influences generated by development along Brooklyn Boulevard R e to minimize disruption during redevelopment to the residential character of areas along Brooklyn Boulevard which are recommended to remain residential o to provide an adequate amount of land designated for commercial use within the corridor to meet reasonable future community needs for goods and services • to enhance the image and appearance of the Brooklyn Boulevard corridor. The resultant plan is indicated in Figure 25, "Recommended Conceptual Alternative." Three principal retail nodes are recommended by this alternative: Brookdale Shopping Center, the 63rd Avenue area, and the 69th Avenue area. The latter two represent expansions of existing commercial developments. Land presently being utilized by single- family homes is -� recommended for redevelopment into new or more intense retail land uses. 163 Figure 25 L oc «' >v' »yci - STRENGTHEN SERVICE/OFFICE PATTERN EN COURAGE OFFICE USES � two y •STRIVE FOR HARMONIOUS ARCHITECTURE AND SITE DESIGN = _ f 1 • 4C -ALLOW TRANSITION TO LOW- DENSITY OFFICE PATTERN ,at Z• PROMOTE MAJOR OFFICE COMPLEX ( Il�PM t YtwPPI 1 - -ALLOW EVOLUTION TO LOW DENSITY 4 J ` OFFICE PATTERN �r ENCOURAGE HARMONIOUS ARCHITECTURE AND SITE DESIGN l` A., L MAINTAIN EXISTING RETAIL iR -ENCOURAGE MID - DENSITY RESIDENTIAL N-FLL i r DEVELOPMENT AND REDEVEI,O NT AND SERVICE DEVELOPMENT •UPGRADE, ENLARGE EXlST1NG j COMMERCIAL NODE v7 aancc�. YORTN PO RT j ICI s 4 -EMPHASIZE RETAIL BUSINESSES PARK °• �� °� Recommended 1 , = Conceptual ASSUME LONG -TERM V CONTINUATIO �.� Alternative RELATED COMMERCIAL °SESS LOW - DENSITY RESIDENTIAL / MID DENSITY RESIDENTIAI i \ t •/ // / © SERVICE /OFFICE f RETAIL� '� l I i `� f 1 ® INDUSTRIAL , I iROMsc2we { f PRESERVE EXISTING LOW-DENSITY / } , RESIDENTIAL NEIGHBORHOOD 1 7�llz,'!�} 1 ® AUTO RELATED SERVICE A, L } •ENLARGEREINFORCE EXISTING ! { COMMUNITY COMMERCIAL NODE •PROMOTE HIGH INTENSITY RETAIL USES ,e (t • `v. CONTINUE INDUSTRIAL LAND USE e � �� r �/ J �'�rTt dj 1 � ls' Comprehensive Plan -- Brooklyn Boulevard Study -� Office buildings are recommended for development along Brooklyn Boulevard in three locations: (1) immediately west of the Brookdale Shopping Center from the Northport Clinic to just north of the Brooklyn Center library, (2) the eastern side of the corridor between 58th and 62nd Avenues and (3) the viestern s i d e of the corridor between 58th and 62nd Avenues. The recor^rnen- dation for the former area 1s designed to complement retail uses in the Brookdale Shopping Center complex. The second area's recommendation is in response to established service /office developments in that location. Were it not for this devel- opmental precedent, a medium density residential land use would probably have been suggested for the 58th to 62nd Avenue area in order to complement the low -to- medium density residential development across Brooklyn Boulevard and more clearly demarcate the commercial land uses located both to the north and to the south of that location within the corridor. The service /office recommendation for the western side of the Brooklyn Boulevard corridor between 58th and 62nd Avenues .acknowledges the pressures for commercial development which will be placed on this location by such land uses across Brooklyn Boulevard. It is further recommended that several well defined residential locations 'be preserved and intensified along the corridor. Figure 25, "Recommended Conceptual Alternative," indicates these residential locations. The nature of their future uses should follow these guidelines: • The most southerly of these residential areas should retain its existing low- density character. a The residential area immediately south of Interstate 94 and that area north of 70th Avenue should receive infiII development and kr i redevelopment with medium- density housing. Commercial uses other than those in existence should not be allowed to stray Y Y into ! these residential enclaves and detract from the character which is being sought. As in the preceding alternatives, a major office complex is recommended for the corner of the 58th Avenue intersection and no alteration is necessitated in the foreseeable future for the Brookdale Shopping Center area. It is assumed that the automobile dealers will desire to retain their present cluster just north of Interstate 94. Finally, industrial land uses should be sustained at the southernmost tip of the Brooklyn Boulevard corridor. 167 Special De velopment Considerations - - Along most sections of the corridor, the development or redevelopment of new residential, retail, service, or office facilities will present little or no dUfficulty. For example, the transition from a single- family resi- dential to an office land use between 55th and 58th Avenues will not cause traffic problems for Brooklyn Boulevard due to the presence of a frontage road. Also, office development may be separated from that area's residen- tial neighborhood by Northport Drive. In other instances, development of a nature similar to that recommended (either commercial or residential) may already exist, access to the s i t e may be accomplished by the use of local streets without creating excessive impact upon nearby homes, and /or current land parcelization may dictate the minimum size of a site which will be` acquired for development. However, the evolution of - the land along Brooklyn Boulevard between 58th Avenue and Halifax Drive presents some difficulties. The following questions arise when considering office or mid - density residential develop- . ment in this location: E e How can th impact upon Brooklyn Boulevard's traffic movement be�,� minimized? e To what distance away from Brooklyn Boulevard should land be zoned: for service /office development? e If new office development abuts both Brooklyn Boulevard and a local street to the rear, should access to this development be allowed. via the local street? e How can aesthetically pleasing scale and design of service /office development be encouraged? e Are office buildings or mid - density housing the better development option? e Are townhouses the preferred mid - density housing type? To explore these issues further, a larger scale map of that portion of the Brooklyn Boulevard Corridor between 58th Avenue and Halifax Drive (termed the Focus Area) was developed which included building outlines, property lines, and curb lines. Land parcels likely to experience redevelopment in the foreseeable future were identified. Prototypical office site plans were designed based upon a building floor area and front yard setback considered to be the minimum acceptable for this location. The office site plans were superimposed on the areas considered for redevelopment to deter- mine the depth of parcels from Brooklyn Boulevard which should be designated a C 2? Zoning Classification. �1 These office site plans have either a minimum lot width of 150 feet (to accommodate two double - loaded parking bays plus the minimum side yard set- back requirements of 10 feet) or a minimum lot depth of 180 feet (so as to accommodate two double - loaded parking bays plus the absolute minimum front yard setback of 35 feet of landscaped area. It should be emphasized that these site plans illustrate the minimum feasible designs for office devel- opment. If the full 50 foot front setback is utilized (as presently required by the Zoning Ordinance for commercial developments along major thoroughfares) the office developments would either have to be of a smaller floor area, developed as one building rather than two adjacent buildings, or developed on larger land tracts. This final option would require that the second row of lot depth from Brooklyn Boulevard be zoned for service/ office use. The only locations within the Focus Area where this option presents itself are west of the bouelvard at 58th Avenue and immediately north of 61st Avenue as indicated in Figure 26, "Office Development." Other locations are either only one lot deep to the first IocaI street or require the depth of two lots to accommodate what should be considered the minimal scale of development. If mid - density housing is chosen as a land use option for any locations in the Focus Area along the west side of Brooklyn Boulevard, townhouses should be the maximum density sought to maintain compatible building scale and to ' encourage planned unit development (PUD) site planning criteria. When estimating the ,tinimum size of a tract needed for the development of townhouses, it is--noted that such developments usually require a minimum of 15 dwelling units becasue of the fixed costs associated with new townhouse development. Since the Zoning Ordinance stipulates that a maximum of 8 dwelling units may be constructed per gross acre of land, tracts of at least 1.86 acres would be required. The locations within the Focus Area which would accommodate townhouse development are indicated by Figure 27, "Mid- Density Residential Development." Interference with traffic movement on Brooklyn Boulevard may be reduced by amending the City Zoning Ordinance to require minimum lot widths in the C -1 Zoning Classification of at least 150 feet when such a use fronts on a major thoroughfare (such as Brooklyn Boulevard). Whenever possible, adja- cent independent development should construct shared access drives. When a development abuts a local street which is perpendicular to Brooklyn Boulevard, access to that tract should be via the local street. If the City of Brooklyn Center determines that a median with shared left turn lanes should be placed in Brooklyn Boulevard to minimize turning movements, no more than one break per block should be made in this facility. Such arrangements would allow Brooklyn Boulevard to continue to function ade- quately as a traffic artery. The use of a frontage road or turning lanes on the perimeter of Brooklyn Boulevard were considered in this regard. 1 Such facilities would undoubtedly aid traffic movement, however, they may not be necessary and would require the acquisition of substantial land. 169 • Figure 26 ZR I i C::3 — 16.000 6a R V" sa rr. T \ \1177 Q w sa fr. 1 xi R. Um sn rT. - 4 j —� ^ 63rd I - �� � 5C•n Av \ ` Q IMD sa n. U IC I`' 6.� sa . ❑ l_1I T- _ 'Im sa ". AIE Office Development - - -.: d 1e6o6 6a n. LJ 12000 M Fr. F---� F( F 58th 0 C� Li V Q C3 0 100 200 lJl1 0 0 0 wn CG n�`` ®I I'. '1 d{ij; liil! i6lill 6 Comprehensive Plan — Brooklyn Boulevard Study ��t�� Figure 27 oo� ❑ T __T - - -- - 3 ACRES 2. u S W ACRE . o� 3 ACRES 6011 A� —�; - -- O 63rd 2. V TS .. o BCWACl� � � IJT, - 25 ACRES j Mid- Density 62MAVE. e LNTS - _ — Residential 4 o J❑ Development 2.3 ACRES 16 —TS T WIACRE I / filsl AVE. 58 th , GOMPrehensive Plan— Brooklyn Boulevard Study OWN In summary, there appears to ,'?e three basic options available to the City -of Brooklyn Center regarding future development and redevelopment within the Focus Area, including: 1. Do nothing, in which case, a building, parking lot, freestanding sign, and access drive could conceivably occur every 70 feet. The result could be a pattern of undesireable construction which might well require public action to correct at a later date. 2. Amend the Zoning Ordinance to require a minimum long width in the C -1 Zoning Classification of 150 feet and a minimum lot size of 1 acre when the land parcel will be developed with direct access to a collector or arterial level street (such as Brooklyn Boulevard or 69th Avenue). Property should be zoned for either service /office or townhouse development according the pattern shown in Figures 15 and 25, "Land Use Plan Revisions" and "Recommended Conceptual Alternative." 3. Acquire the critical tracts of land and "bank" them so that the City of Brooklyn Center may exercise maximum development control over the nature and scale of redevelopment. This option would have the greatest monetary and potential political costs of the three presented. F l� 4 T 175 L � Recommended Public and Private Improvements and Controls A number of physical improvements are recommended to be implemented along Brooklyn Boulevard by the City of Brooklyn Center and private landowners. These recommendations are .intended to help achieve a more functional and aesthetically appealing roadway corridor, as indicated in Figure 28, "Public and Private Boulevard Improvements and Control." These recommendations are derived from an analysis and projection of traf— fic volumes along Brooklyn Boulevard and an examination of current and projected traffic movement patterns at specific locations. The Recommended Conceptual Alternative was analyzed to estimate the amount of additional traffic which would likely be generated by new retail, service, and resi— dential development. General traffic operation improvements noted below were formulated to support and assist new development within the Brooklyn Boulevard corridor, to protect the traffic capacity of Brooklyn Boulevard, and to maintain safe and efficient traffic flow conditions. Although detailed traffic studies should be made in response to specific development proposals, the recommendations presented below are given as general indica— tions of the nature which actual improvements might assume. Other Brooklyn Boulevard recommendations relating t Y g o lighting and landscaping are made upon a visual inspection and analysis of the corridor throughout the day. The visual effect on automobile drivers and pedestrians of the roadway and its attendant development was considered. In addition, an objective was established that these improvements should complement and reinforce the suggested development pattern of the Brooklyn Boulevard Corridor. TRAFFIC OPERATION IMPROVEMENTS In general, Brooklyn Boulevard appears capable of handling the relatively modest increases in traffic volumes anticipated for it. No additional traffic movement lanes should be required. There are concerns, however, which relate to five specific locations along the boulevard. The locations were noted in Figure 25, "Recommended Conceptual Alternative," as being sites of suggested new development and /or redevelopment. These five areas and their recommended traffic operation improvements are: 1. The 69th Avenue Retail Area • Wherever possible, access to areas of commercial development should be via local streets • Direct access to Brooklyn Boulevard from commercial developments should not be allowed. Where no other alternative is available, access should be limited to right turns in and right turns out. 176 � Figure 28 I L J L A «: "..�" ua »ion FUTURE TRAFFIC OPERATIONS •A na _ IMPROVEMENTS' Y S INSTALL MEDIANS �.� - t ALLOW ACCESS ONLY VIA / r - T SIDE STREETS K �r RELOCATE ALL OVERHEAD WIRING .� BELOW GRADE ALONG ENTIRE LENGTH OF BOULEVARD } i, INSTITUTE LOW-INTER ST LOAN TO ASSIST LANDSCAPING j OF PRIVATELY OWNED SETBACK cLOr Le PROPERTY ALONG ENTIRE LENGTH Of BOULEVARD EMPHASIZE USAGE OF \ {t ^ CONIFEROUS PLANT MATERIALS FUTURE TRAFFIC OPERATIONS IMPROVEMENTS TO SUPPORT I< - -I w { ADDITIONAL COMMERCIAL ACTIVITY: - ��� G'� •INSTALL TRAFFIC MEDIANS •POSSIBLE ROADWAY WIDENING •MULTI -PHASE TRAFFIC SIGNALS I SPECIAL EMPHASIS STREET "TING NO PARPK ��� I • C sT-r SPECIAL EMPHASIS STREET LIGHTING RELIGHT RESIDENTIAL MOMENTS pF BLVD. WITH LOWER INTENSITY FIXTURES I COMPATIBLE WITH SPECIAL EMPHASIS IGHTING IN THE COMMERCIAL AREAS � } t Public and Private LANDSCAPE TRAFFIC t �-` 1 / B oulevard MEDIANS WITH HIGH /� TOLERANT PLANT MATERIAL x t�}'/ Improvements and nd { _ Controls = r , Q SPECIAL EMPHASIS LIGHTING W COMMERCIAL AREAS_ E-3 RESIDENTIAL RELIGHTING LANDSCAPE IMPROVEMENTS i E4 AND BUFFERS ® � TRAFFIC OPERATIONS IMPROVEMENTS fi - -Cf FUTURE TRAFFIC OPERATIONS �q IMPROVEMENTS SUPPORT IL ADDITIONAL COMMERCIAL \ 1 ACTIVITY: RESTRICT. CONTROL DIRECT ACCESS TO BOULEVARD •RE-AUGN ZAYRES SHOPPER'S CITY *PUBLIC CONTROLS: ,!,T L S -�: • INSTITUTE RECOMMENDED AMENDMENTS ( { TO SIGN ORDINANCE SPECIAL EMPHASIS • 1- t ARE ZONE PROPERTY UPON I E t STREET LIGHTING REQUEST OF OWNER TO ACHIEVE URBAN DESIGN OBJECTIVES r ry li�n,_� 7 I I `1 C omprehens i ve Plan — Brooklyn Boulevard Study • A median should be constructed to channel traffic flow through the area and to eliminate left turns except at intersections. `` • Consideration should be given to upgrading the intersection of Brooklyn Boulevard and 69th Avenue to provide five lanes (two traf- fic lanes in each direction and a shared left turn - lane) and multi- phase traffic signal control. .• Future studies may indicate that signalization may also be required at either or both of the intersections of 68th Avenue and 70th Avenue with Brooklyn Boulevard. 2. Halifax Drive to Interstate 94 Mid - Density Residential Area • Adequate access capacity to both existing and proposed residential development can probably be provided via existing cross streets (Halifax Drive and 65th Avenue). • As redevelopment occurs, driveways which directly access Brooklyn Boulevard should be eliminated. • Intersections should be studied periodically to see whether signali- zation is warranted. 3. The 63rd Avenue Retail Area The existing and potential retail businesses in this location will generate signific:R ^t amounts of traffic. As part of the planning pro- "46 cess leading to -edev6lopment, consideration must be given to the increased trip_ generation that conversion to intense retail uses will cause. These recommendations are made as guidelines for traffic control: e Restrict direct access to Brooklyn Boulevard to locations where no reasonable alternative is available. • As recommended retail areas south of Zayre's Shopper's City are developed, locate the Shopper's City /Brooklyn Boulevard driveway opposite Halifax Drive. Align the Shopper's City /63rd Avenue driveway with the access point to the retail area south of 63rd Avenue. • Signal ization in this area should be coordinated with activities at the fire station so that emergency vehicles can leave the station area quickly and safely. • The installation of medians in this area should be considered as redevelopment occurs so that travel paths are clearly defined and undesirable vehicle movements are eliminated. 4. 58th Avenue to 61st /62nd Avenues. • Medians should be installed along Brooklyn Boulevard in order to provide smooth traffic flow. 17cl • No direct access to Brooklyn-Boulevard should be allowed. Access should be provided via cross streets._ • In conjunction with development along oth sides of Brooklyn n Y Boulevard, cross street access should be examined with the intention of providing adequate access in an organized pattern. Possible action in this regard would include: - Providing access -from the west side of Brooklyn Boulevard oppo- site 59th Avenue - Realigning 60th Avenue and Admiral Lane to allow a single, four - legged intersection - Providing access to the retail area east of Brooklyn Boulevard opposite 61st Avenue. • The potential office development at the intersection of Brooklyn Boulevard and 58th Avenue will generate a large volume of traffic, particularly during the peak hours. Planning for that development should include consideration of adjacent developments, location of access points to Brooklyn Boulevard and 58th Avenue, and the coor- dination of traffic movement in the area. PUBLIC CONTROLS In order to implement the objectives of the Recommended Conceptual J P Alternative, certain amendments and additions to existing public land use and signage controls are necessary. The City of Brooklyn Center Zoning Ordinance should be amended as follows: • Property within the Brooklyn Boulevard corridor which is presently zoned R -5 (allowing multiple family dwellings of two and one half or three stories in height) should be rezoned to the R -3 Zoning Classification to limit the possible land uses to townhouses and - garden apartments (defined in Section 35 -900 of the City of Brooklyn Center Zoning Ordinance) as permitted uses. Such medium density residential land uses will allow the eventual conversion to a more intense, more economic function of the land presently utilized by single - family homes without resorting to a commercial land use or a high density residential use. The latter two land uses are not generally favored by community residents. • In Section 35 -400, the Table of Minimum District Requirements, should be amended to require a minimum lot width in the C -1 Service /Office Zoning Classification of 150 feet and a minimum lot size of 1 acre. • In Section 35 -412, the Special Requirements in the C -2 Zoning Classification, should be amended to include a provision that access from a retail land use onto a local street intended primarily to serve residential development may only be allowed upon a finding by Ion the City Council that such access will not negatively affect the residential environment of the nearby neighborhood. • In Section 35 -900, add the following definition: "Convenience -Food Restaurant ": An establishment whose principal business is the sale of foods, frozen deserts, or beverages to the customer in a "ready -to -eat" state for consumption either within the building or for carry -out with consumption either on or off the pre- mises, and whose design or principal method of operation includes both of the following characteristics: 1) Foods, frozen desserts, or beverages are usually served in edible containers or in paper, plastic, or other disposable containers 2) The customer is not served food at his /her table by an employee but receives it at a counter, window, or similar facility for carrying to another location on or off the pre - mises for consumption. e Any references to "drive -in eating establishments" should be revised to "convenience -food restaurant" so as to be consistent with and covered by the above definition. e Consider the use of the PUD zoning classification (as described in the Implementaton Program Chapter) to facilitate innovative site design. ; e Section 35- 320 -1 -S should be deleted and a new subsection added to read as follows: 2. Accessory Uses Within office buildings having either a gross floor area of 40,000 or more square feet or at least 200 full -time office employees,a limited amount of ground floor areas may be used for facilities providing convenience goods and /or services for the office area occupants and their visitors. These uses shall be termed "Accessory" and shall include those listed below and an other uses whose primary Y p function shall Y be to supply needed convenience goods and /or services for the office building occupants. The total net floor area devoted to these convenience goods or services shall not exceed 10% of the gross floor area of the building. (1) Barber shops • (2) Book and stationary shops (3) Candy stores (4) Dry cleaning and laundry receiving and pick -up stations (with processing to be done elsewhere) (5) Gift shops 181 r (6) Office supply equipment, sales, and service (7) Telegraph or postal substations (8) Drug stores (9) Restaurants, cafes, or coffee shops (10) Newstands (11) Pipe and tobacco stands The City of Brooklyn Center Sign Ordinance should be amended as follows: • Table 34A, "Table of Permitted Freestanding Sign Areas and Heights ", should require its allowable maximum signs areas be reduced by 20 %. The maximum allowable sign height should be restricted to 24 feet. • The list of prohibited sign types should be expanded to include sign incorporating any "chasing action" (used to create the appearance of motion) or "scintillating action" (used to give - the effect of twinkling lights. STREET LIGHTING IMPROVEMENTS Improvements in street lighting facilities are recommended for the entire length of Brooklyn Boulevard and in the City of Brooklyn Center. To improve the image and appearance of Brooklyn Boulevard, to lend additional definition to the corridor's commercial areas, and to increase traffic safety. Usin 9 a careful) Y Y selected and aestheticaII pleasin 9 Iamp stan- ' dard, arm, and globe, the entire length of the Brooklyn Boulevard should be 9 reli hted. In resit "tial 'areas this lighting should be designed to pro- duce a somewhat lesser degree of illumination than that provided for commercial sectors of the boulevard. It is further recommended that lighting fixtures should be selected for their low maintenance requirements and efficient energy use (i.e. high pressure sodium, metal halide, or mer- cury vapor lights). LANDSCAPING IMPROVEMENTS Other public improvements which may upgrade the image and appearance of Brooklyn Boulevard include landscaping of the existing and proposed medians and publicly -owned land in the roadway's right -of -way. The wide medians in the vicinity of Brookdale Shopping Center provide exemplary opportunities of the creative use of landscaping. Coniferous plants . should be given priority for usage to maintain a "green" image year around. Since public land areas constitute but a limited proportion of the land which may be landscaped along Brooklyn Boulevard, it is important to encourage the additional landscaping of privately -owned land as well. The City should make available a program of low interest loans to private land- owners along Brooklyn Boulevard to assist and encourage the construction of earthen berms and the planting of trees, shrubs, and flowers within the "setback" areas.