HomeMy WebLinkAbout2015 02-06 & 07 CCM Planning Session with Facilitator
2016-2018 Strategic Plan
Summary Report
March 2015
IMPROVING ORGANIZATIONS AND THE PEOPLE WHO LEAD THEM
March 17, 2015
RE: FY 2016-2018 Strategic Plan- City of Brooklyn Center
Dear Mayor Willson,
I am pleased to present this FY 2016-2018 Strategic Plan and Summary Report to the City of
Brooklyn Center. The plan reflects the organization’s commitment to strategic thinking,
measurable results and the delivery of quality services.
Thank you for the opportunity to assist the City with this project. You, the City Council and
senior staff are to be commended for your dedication and effort.
I also want to thank Curt Boganey and the staff for the help and support provided during the
process.
Yours truly,
Craig R. Rapp
President
Table of Contents
Executive Summary .............................................................................................................. 2
Strategic Plan Summary 2016-2018 ............................................................................................... 3
City of Brooklyn Center Strategic Planning Process .................................................................... 4
Effective Governance, Culture and Value Proposition, Z Profile……………………………….. 4
Reviewing the Environment, Setting Strategic Priorities ........................................................... 6
Defining Strategic Priorities .......................................................................................................... 8
Key Outcome Indicators By Priority ............................................................................................. 9
Implementing the Vision: Developing Strategic Initiatives and Action Plans ............................ 10
Strategic Planning Participants..................................................................................................... 12
Appendices: SWOT Analysis Data ................................................................................................. i
Appendix 1: SWOT Results – Strengths ....................................................................................... ii
Appendix 2: SWOT Results – Weaknesses .................................................................................. v
Appendix 3: SWOT Results – Opportunities ............................................................................... vii
Appendix 4: SWOT Results – Threats .......................................................................................... x
Appendix 5: SWOT Results – Highest Priorities .......................................................................... xiii
Appendix 6: Strategic Initiatives-Action Plans………………………………………………….. xv
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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Executive Summary
On February 6 and 7, and March 3, 2015, the City of Brooklyn Center’s leadership team engaged in
a teambuilding and strategic planning process. The three meetings yielded a draft strategic plan
for the three-year period 2016-2018.
The strategic plan consists of a set of six strategic priorities, which are the highest priority issues
for the next three years; a series of key outcome indicators, which describe desired outcomes and
success measures; and a list of strategic initiatives, which define the actions that will be taken to
ensure successful effort.
At the initial planning meeting on February 6, the group discussed their operating philosophy,
effective governance and their team styles. On February 7, the group reviewed their operating
environment and identified a list of challenges facing the community. Based upon those
challenges, the group identified a set of strategic priorities for the performance period. This was
followed by the development of a set of key outcome indicators (KOI’s) for each priority, which
defined desired outcomes and measurable targets. On March 3, the senior staff created a set of
strategic initiatives and action plans to address the priorities and achieve the key outcomes.
The strategic priorities and key outcome indicators are summarized on the following page.
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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City of Brooklyn Center- Strategic Plan Summary 2016-18
Strategic Priority Key Outcome
Indicator (KOI)
Target Strategic Initiatives
Economic Stability-
Residents
ECONOMY
Lowest income
quartile-wages
Increase the average wage of lowest
quartile of employed population to
equal the Hennepin County Average
a) Establish workforce
collaborative
b) New job creation
strategy
c) Community-wide
education & training
strategy
d) Promotion campaign for
start-up businesses
New higher wage
jobs created
Addition of __# of __ new livable
wage jobs created
Certificates,
graduations, training
for BC residents
Increase __ % of residents w/post-
secondary degrees/certificates equal
to the Hennepin County resident
percentage
Locally owned start-
ups
Addition of 5 new start-up
businesses
Redevelopment -
Targeted
GROWTH
CARS w/ HEART site Completion of Senior assisted living
development
a) Senior facility strategy
for 2/2015-3/2017
b) Phase I strategy for 10-
15 acres & 250 units
c) Phase II strategy with
market analysis and
incentives
Opportunity site
development
Completion of Phase I mixed use
residential development
Shingle Creek
Crossing
development
Completion of Phase II
Community Image
-Enhanced
OPERATIONS
Expressions of pride
in community
90% respond positively on
community survey
a) Customer service
training
b) Market BC to realtors
c) Establish hotel licensing
ordinance addressing
crime reduction
strategies
d) Promote community on
website
Serious crime Part 1 violent crime rate 10% lower
than Hennepin County average
Realtor feedback 80% of realtors recommend BC to
clients
Website visits-
community
amenities and
promotion
300 unique page visits per year to BC
amenities promotion page
Community
Engagement –
All Segments of City
STAKEHOLDERS
Website visits by
non-English users
Increase 25% a) Comprehensive
recruitment strategy for
non-traditional
applicants
b) Website enhancements
for non-English speakers
c) Recruitment strategy for
participation at BCU
Non-traditional
applicants for
Commissions and
volunteer positions
2 applicants for each opening
BCU participation 20 participants each session
Youth –
Strengthened and
Empowered
STAKEHOLDERS
High School
graduation rate
Increase 2% across city a) Collaborate w/ Brooklyn
Bridge Alliance for
Youth
b) Consider increasing City
allocation to strengthen
and empower youth
c) City-wide crime analysis
d) Work w/ Hennepin
diversion program
Youth
unemployment rate
Decrease 2%
Out-of-school
program
participation rate
Increase 10%
Leadership
development
25-50 youth leaders actively engaged
Youth crime rate Decrease 2%, with emphasis on
diversion and restorative justice
Infrastructure -
Key Investments
OPERATIONS
CIP funding Full funding of highest priority
projects
a) Comprehensive CIP plan
b) Phase II Federal Funding
for Brooklyn Blvd
corridor
c) Phase I Federal Funding
for TH 252
Brooklyn Blvd
corridor
Obtain Phase 2 Federal funding
TH 252 Obtain Phase 1 Federal funding
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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City of Brooklyn Center Strategic Planning Process
Strategic planning is a process that helps leaders examine the current state of the organization,
determine a desired future state, establish priorities, and define a set of actions to achieve
specific outcomes. The process followed by the City was designed to answer four key questions:
(1) Where are we now? (2) Where are we going? (3) How will we get there? (4) What will we do?
Effective Governance, Culture and Value Proposition, the Z Profile
On Friday, February 6, the leadership team reviewed and discussed the role of governance—
examining the Carver Policy Governance model and other examples of effective municipal
governance. The Carver model was presented as a best practice example. The group discussed
how they compared to the best practices. It was generally agreed that the leadership team
functioned at a high level, and that followed most of the practices presented in the Carver
model.
Following the governance discussion, the group completed brief assessments to determine each
participant’s Z “style”, and their beliefs about organizational culture and value proposition.
The Z model is a way of examining people’s preferred roles for working on teams, and on issues.
The model specifies the roles/process steps of Creator, Advancer, Refiner, Executor and Flexor-
explaining the need for each style and step in decision-making. After a facilitated discussion, the
groups’ preferred styles were plotted on a graph. Collectively, the leadership team was identified
as people who fall mostly on the “Creator/Refiner edge of the spectrum. Only two were in the
“Creator/Advancer” category and two in the “Refiner/Executor category.
It was noted that the policy process often requires a focus on the “Creator/Advancer” roles;
however, the group agreed it is important to make sure that attention is paid to proper
refinement and execution of policies, programs and ideas.
The group then turned to a discussion of the organization’s culture and the value proposition.
The culture and value proposition provide the foundation for the way in which services are
delivered and strategic direction is set.
Four core cultures and three value propositions (including strengths and weaknesses) were
presented and summarized:
Four Core Cultures
Control Culture (Military - command and control)
Strengths: Systematic, clear, conservative
Weaknesses: Inflexible, compliance more important than innovation
Competence Culture (Research Lab – best and brightest)
Strengths: Results oriented, efficient, systematic
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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Weaknesses: Values can be ignored, human element missing, over planning
Collaboration Culture (Family-teams)
Strengths: Manages diversity well, versatile, talented
Weaknesses: Decisions take longer, group think, short-term oriented
Cultivation Culture (Non-profit/religious group-mission/values)
Strengths: Creative, socially responsible, consensus oriented
Weaknesses: Lacks focus, judgmental, lack of control
Three Value Propositions
Operational Excellence (Wal-Mart, Southwest Airlines)
They adjust to us (command and control)
Product/Service Leadership (Apple, Google)
They ‘ooh and ‘ah’ over our products/services (competence)
Customer Intimacy (Nordstrom, Ritz-Carlton)
We get to know them and solve their problems/satisfy their needs (collaborative)
The answers to a brief questionnaire on both culture and value proposition provided a starting
point for a facilitated discussion of the current and desired states. Summarized below are the
responses, sorted by Council and staff:
Core Organizational Culture (current state)
City Council
Control 13
Collaboration 10
Competence 12
Cultivation 16
Staff
Control 24
Collaboration 20
Competence 21
Cultivation 27
Value Proposition
City Council Current state Desired state
Operational Excellence 22 1
Product/Service Leadership 1 2
Customer Intimacy 17 20
All things to everyone 10 19
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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Staff Current state Desired state
Operational Excellence 31 10
Product/Service Leadership 7 13
Customer Intimacy 24 34
All things to everyone 26 29
The Council and staff engaged in a discussion regarding the organization’s value proposition-
noting the solid agreement on the current state, and a general agreement about the primary and
secondary focus for the future desired state.
The group came to a general consensus that customer intimacy is the primary value proposition -
with the secondary emphasis on operational excellence. The group agreed to continue this
discussion in order to determine the changes necessary to achieve the desired state.
Reviewing the Environment, Setting Strategic Priorities
On Saturday, February 7, the leadership team began the process of developing the strategic plan.
The first step taken in the process was an assessment of the environment within which the City
operates. This was done via a SWOT (Strengths, Weaknesses, Opportunities, and Threats)
analysis: a process that examines the organization’s internal strengths and weaknesses, as well
as the opportunities and threats in the external environment. To facilitate this, a SWOT
questionnaire was distributed to the City Council and senior staff in advance of the planning
session. The SWOT process revealed the most frequently mentioned characteristics in each area:
STRENGTHS
• Fiscal management/long-term planning
• Redevelopment opportunities
• Innovation and recognition
• Leadership and experience
• Community and diversity
• Collaboration and flexibility
• Location and amenities
WEAKNESSES
• Diversity-lack of diversity among employees; communication barrier; isolated pockets of
certain groups
• Economic impact- limitation/prioritization of resources; lack of high paying
jobs/opportunity; lack of diversified housing; aged buildings and infrastructure; tax base
• Image- actual; perceived
OPPORTUNITIES
• Inclusion and diversity
• Redevelopment/housing
• Partnership/investments
• Image and opportunity
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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• Infrastructure
• Council and staff
THREATS
• Economic disparity- low household income; lower education and potential achievement
gap
• Diversity- age, race, gender; changing demographics
• Image- challenge of outdated negative image
• Externalities- economy-business cycle; natural disasters; state fiscal relationship;
unfunded mandates; competition for redevelopment
The group then engaged in an exercise using the summarized SWOT data. They compared
strengths with opportunities and weaknesses with threats, to determine which opportunities
would maximize strengths, and which weaknesses would be exacerbated by the threats. This
effort helped to crystalize the current challenges and opportunities facing the community. The
results of this analysis are listed below:
STRENGTHS-OPPORTUNITIES
(Make good things happen)
• Maximize Image and Diversity by engaging all community segments
• Leveraging strengths of fiscal management, leadership and location- to ensure high
quality and appropriate C/I and housing
• Leverage our leadership, diversity, and our amenities to enhance our city’s image
• Leverage fiscal planning, collaboration with other agencies and location to ensure that
expansion and renewal of our city infrastructure
WEAKNESSES-THREATS
(Keep bad things from happening)
• Diversity- communication and engagement of the communities
• Economics- lower median household income; funding challenges of competitive
education
• Image- addressing actual / perceived
This led to the identification of a broad set of issues and/or challenges facing the community:
ISSUES/CHALLENGES
• Communicate and engage all segments of the community
• Workforce development
• Income strength and stability
• Community image
• Infrastructure
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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• Redevelopment- and housing
• Succession planning
• Youth development
Once the current challenges were identified, the group discussed the issues that were most
important over the next three years. From that discussion, a set of six Strategic Priorities
emerged. They are:
STRATEGIC PRIORITIES
1. Economic Stability
2. Targeted Redevelopment
3. Enhanced Community Image
4. Community Engagement- across all segments of the city
5. Strengthening and Empowering our Youth
6. Key Infrastructure Investments
Defining the Strategic Priorities
In order to clarify the meaning of each priority in the context of Brooklyn Center, the group
identified key concepts for each. The concepts are listed below, and will be used by the group to
establish the final definitions.
1. Economic Stability
• Median income, job creation, entrepreneurship, workforce development, financial
planning, public/private
2. Targeted Redevelopment
• EDA owned/opportunity site, housing, diverse housing types, housing broader
demographic segments, environmental sustainability, community buy-in, sustainability,
higher wage/livable wage and jobs, locally owned
3. Enhanced Community Image
• Communication, perception, public safety, inviting, pride, opportunity, share stories,
amenities, proactive and reactive
4. Community Engagement – across all segments of the city
• Communication, listening, community leaders, understanding, barriers, accessibility, all
demographics
5. Strengthening and Empowering our Youth
• Training, leadership development, life skills, engagement, opportunity, prevention,
educational attainment, mentoring
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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6. Key Infrastructure Investments
• Intergovernmental funding, local impact, key corridors, streets (neighborhood), capital
maintenance, green space
Determining Success: Defining the Key Outcome Indicators
After identifying strategic priorities, the group focused on developing a set of Key Outcome
Indicators (KOI’s). KOI’s define what success looks like and includes a description of successful
outcomes, expressed with measures and targets.
The KOI’s provide organizational focus by establishing a limited set of desired outcomes and
performance targets for achievement for each strategic priority. The alignment created between
KOI’s and Strategic Priorities is important, not only for clarity, but for maintaining a disciplined
focus on the desired results.
Key Outcome Indicators, by priority are:
1. Economic Stability
a. KOI: Wages-lowest quartile; TARGET: Increase by __% wages of lowest quartile of
employed population
b. KOI: Wage levels-new jobs; TARGET: _#_ new livable wage jobs - graduates
c. KOI: Certificates, graduations, training- BC residents; TARGET: __% increase in residents
with post-secondary degrees and/or certifications
d. KOI: Locally-owned start-ups; TARGET: _#_ new start-up businesses
2. Targeted Redevelopment
a. KOI: CARS w/ HEART; TARGET: Senior assisted living facility completed
b. KOI: Opportunity site development; TARGET: Phase I mixed use residential development
completed
c. KOI: Shingle Creek Crossing development; TARGET: Phase II completed
3. Enhanced Community Image
a. KOI: Expressions of pride in community; TARGET: __% respond positively about the city
on community survey
b. KOI: Serious Crime; TARGET: __ compared to Hennepin County average
c. KOI: Realtor feedback; TARGET: Positive recommendations from realtors re: Brooklyn
Center- as determined by random survey
d. KOI: Website visits-community amenities; TARGET: _#_ of page visits
4. Community Engagement- across all segments of the city
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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a. KOI: Website visits-non-English speakers; TARGET: 25% increase
b. KOI: Non-traditional applicants for Commission and volunteer positions; TARGET: 2
applicants for each opening
c. KOI: BCU participation; TARGET: 20 participants
5. Strengthening and Empowering our Youth
a. KOI: Graduation rate; TARGET: 2% increase
b. KOI: Youth unemployment rate; TARGET: 2% decrease
c. KOI: Out-of-school time participation rate; TARGET: 10% increase
d. KOI: Leadership development; TARGET: 25-50 youth leaders actively engaged
e. KOI: Youth crime rate; TARGET: 2% decrease –emphasis on diversion and restorative
justice
6. Key Infrastructure Investments
a. KOI: CIP funding; TARGET: Full funding – highest priorities
b. KOI: Brooklyn Boulevard corridor; TARGET: Phase II funding
c. KOI: TH 252; TARGET: Phase I funding
Implementing the Vision: Developing Strategic Initiatives and Action Plans
To successfully address the strategic priorities and achieve the intended outcomes expressed in
the KOI’s, it is necessary to have a focused set of actions, including detailed implementation
steps to guide organizational effort. The City of Brooklyn Center will accomplish this through
development of strategic initiatives for each priority. Strategic initiatives are broadly described,
but narrowly focused activities that are aligned with the priorities, and targeted to the
achievement of outcomes expressed in the KOI’s.
The senior staff, during a strategic planning session on March 3, developed a set of strategic
initiatives, along with detailed action steps:
1. Economic Stability
a. Establish a workforce collaborative
b. New job creation strategy
c. Create a community-wide education and training strategy
d. Develop a promotional campaign for start-up businesses
2. Targeted Redevelopment
a. Develop a senior facility strategy for 2/2015-17
b. Implement Phase I strategy: 10-15 acres and 250 units
c. Implement Phase II strategy: market analysis and incentives
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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3. Enhanced Community Image
a. Develop customer service training for all employees
b. Create and implement plan to market Brooklyn Center to realtors
c. Establish a hotel licensing ordinance
d. Implement a promotional strategy for community amenities on website
4. Community Engagement-across all segments of the city
a. Develop a recruitment strategy for non-traditional applicants
b. Enhance the website for non-English speakers
c. Create and implement a recruitment strategy for increased participation in BCU
5. Strengthening and Empowering our Youth
a. Develop collaboration plan with Brooklyn Bridge Alliance for Youth-targeting BC
outcomes
b. City Council consideration of increased allocation to BBA/ Youth to strengthen &
empower
c. Conduct a city-wide crime analysis
d. Establish a working relationship/strategy with Hennepin diversion program
6. Key Infrastructure Investments
a. Develop a comprehensive CIP Plan and funding strategy
b. Complete Phase II Federal Funding process-Brooklyn Blvd corridor
c. Complete Phase I Federal Funding process- TH 252
City of Brooklyn Center Strategic Plan Report 2016-2018 | March 2015
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Strategic Planning Participants
The strategic plan was developed with the hard work and dedication of many individuals. The
City Council, with its foresight and dedication led the way, taking time out their schedules to
commit to long-term thinking. They defined a direction and a set of outcomes that are important
to the community. The senior staff supported the City Council and also engaged in new ways of
thinking.
Elected Officials
Tim Willson, Mayor
April Graves, Councilmember
Kris Lawrence-Anderson, Councilmember
Lin Myszkowski, Councilmember
Dan Ryan, Councilmember
City Administration-Department Staff
Curt Boganey, City Manager
Vickie Schleuning, Assistant City Manager
Nate Reinhardt, Finance Director
Kevin Benner, Police Chief
Lee Gatlin, Fire Chief
Steve Lillehaug, Public Works Director
Gary Eitel, Business & Development
Director
Jim Glasoe, Community Activities,
Recreation and Services Director
Troy Gilchrist, City Attorney
i
APPENDICES
SWOT Analysis Data
In order to clarify the strategic challenges confronting the community, the City Council and
senior staff conducted a review of the current operating environment using a SWOT analysis
methodology.
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The internal strengths and
weaknesses and the external opportunities and threats were assessed. This was done in two
parts: (1) in advance of the retreat, all participants completed a SWOT questionnaire; and (2) the
group participated in a facilitated process that used the questionnaire results as the basis for
analysis and decision-making.
The following Appendices contain the complete information contained in the questionnaire
responses.
ii
APPENDIX 1
SWOT Results – Strengths
• Skilled, motivated staff
• Functional, committed council
• Dedicated, community-oriented Police and Fire Depts
• Effective budget development process
• Flexibility: Demonstrated by team effort, where staff worked across departmental lines to
meet major challenges faced by the city over the last 8 years.
• Commitment to excellence: Demonstrated by the League of Minnesota Cities award in 2013
for Brooklyn Center’s Performance Based Rental License Ordinance; the VERA Institute’s
award to the BCPD and Denmark’s police using our department’s JCPP program as a model
for community out-reach; outstanding redevelopment of both high value commercial
properties and our residential neighborhoods; professional recognition for excellence to the
city’s finance department; and the commitment of both CARS and BCPD to the Brooklyn
Bridge Alliance.
• Brooklyn Center is strengthened by the diversity of its residents. It is strengthened by its size
and how it values the natural land. I believe that the council, and city administration is one of
our strengths. Most departments seem to have a good sense of responsibility, accountability
and regard for their role in the lives of those living here. I think there is a sense of integrity in
the management of the cities affairs.
• Momentum of successes- innovations
• Strategic Plan in place and its implementation
• Some effective multi-departmental cooperation and programs
• Unified priorities (strategic priorities) and support from Council
• Differing views, but respectful discussions of Council
• Significant number of high-performers in staff
• Some demonstrated good multi-agency relationships and programs- (JCCP, BBA) - with
Hennepin County, Brooklyn Park, CEAP, HomeLine, Open to Business, Attorneys, etc.
• Leadership that is outward focused. What can do to benefit the long-term future of the
Community? There are few personal agendas or special interest leaders.
iii
• The challenges of a dynamic, aging, demographically diverse and changing community with
many deficits and assets make for an exciting, interesting job. It creates great opportunities
to make a real meaningful difference for the present and future generations.
• We have a seasoned and knowledgeable staff that works collaboratively toward a shared
vision and goals. We have several employees with significant tenure and institutional
knowledge.
• We are engaged in a variety of multi-jurisdictional collaborative efforts such as the Brooklyn
Bridge Alliance, JCPP, NWHHSC, HRC, and Active Living. The collaborative efforts are cost
effective and essential for addressing very complex needs.
• A staff that works to fix the problems rather than the blame
• The City has a history of strong fiscal planning and conservative budgeting.
• Community Policing Model
• Location/Proximity (Metro Area)
• Financial Position – Low Debt/Strong Fund Balance
• Ability to attract and retain high quality department heads and employees
• Diversity
• The Mayor’s experience, leadership, and compassion for the Community;
• The commitment of each Council Member, their sincerity and compassion for the entire
community; and their collective efforts (team work) to benefit the community at large;
• The City Manager’s experience, leadership, commitment, and pro-active approach in
addressing community issues;
• An experienced and knowledgeable city staff, committed in the delivery of quality public
services and achieving the community’s goals.
• The community’s spirit.
• The volunteerism of many residents, civic and business organizations. and activists
interested in public services and programs;
• The five elementary schools, which complement the City’s Park & Rec system, and serve as
neighborhood focal points;
• Diversity
• Proximity to Minneapolis/ St Paul
• Transportation Access (94, 694, 100)
• Mississippi River/Twin Lakes
iv
• Parks/Trails
• Public amenities (community center, golf course Earle Brown Heritage Center)
• Opportunities for redevelopment
• Feeling of “Community”
• Entry level housing
• Fiscally responsible city government
• Strong financial rating
• Long range CIP
• Brooklyn Bridge Alliance for Youth
• Diversity
• Proximity to Minneapolis/ St Paul
• Transportation Access (94, 694, 100)
• Mississippi River/Twin Lakes
• Parks/Trails
• Public amenities (community center, golf course Earle Brown Heritage Center)
• Opportunities for redevelopment
• Feeling of “Community”
• Entry level housing
• Fiscally responsible city government
• Strong financial rating
• Long range CIP
• Brooklyn Bridge Alliance for Youth
v
APPENDIX 2
SWOT Results – Weaknesses
• Feeling amongst some female employees that the work place is not inclusive
• Lack of diversity among city employees
• Communication barriers with constituents
• Lack of resources in certain key areas: Insufficient resources to address the problem of low
income or poverty in growing number of households in the city; civic engagement with
culturally diverse populations, disadvantaged youth and low-income seniors.
• The question is, does the city have the additional staff and expertise needed to research new
initiatives, and developing the right service model for B.C. the 21st Century?
• Lack of diversity on the city staff.
• Lack of funds to do everything
• Low community involvement and engagement is an issue, both politically and socio-
emotionally.
• Isolated pockets of certain groups of people that are not being engaged or welcomed or
involved in leadership roles or decision-making process is something we should try to
understand and improve
• Economic opportunity and attainment for those living here could be elevated.
• Low academic achievement
• Youth homelessness
• Low prioritizing of social services in budget
• Need for conscientious cultural competency.
• Limited resources vs. community needs- projects, technology, time frames
• Socio-economics
• The City is very reliant on Fiscal Disparities for general operations and LGA is essential to our
Capital Program.
• The organization is not reflective of the cultural, ethnic and general diversity of the
community we serve.
• BC School District has very little tax base and a resulting high tax rate and burden especially
for business we want to attract and maintain.
vi
• Some divisions or departments may be under resourced relative to the increasing demands
and expectations. Sometimes we add new initiatives without considering the need to
expand or reallocate resources.
• Our image in the Greater community is not as positive as we need it to be in order to attract
investment by residents and business and industry
• Diversity in workforce (persons of color)
• Diversity
• Image/perception
• Lack of diversified housing
• Lack of healthcare
• Lack of high paying jobs
• Vacant/closing storefronts
• Inability to attract business (restaurants)
• Aging buildings and infrastructure
• Five separate school districts
• Economic factors
• Relative tax rate
• Maintaining a competitive work environment
• Residential market values and corresponding property tax rates
• Limitations on existing staff resources to sustain expanding programs and new community
out-reach activities.
• Tight budgets with limited discretionary funds for non-essential expenditures.
• Understanding how the changing demographics of our community will influences the
following:
- the retail and service needs of the community and new market opportunities
- the community values, needs, and priorities,
- government’s approach in delivering services, and
- the future of civic groups, organizations, and volunteerism within the community
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APPENDIX 3
SWOT Results – Opportunities
• To be an example of how diversity can be embraced and used to strengthen communities
and by extension greater society.
• Programs and developments that serve the community and the cities needs.
• Collaborations and partnerships that create networks of support
• Opportunity and innovative actions that tackle multiple problems simultaneously.
• Redevelopment, continue to lead on many fronts across the metro.
• Both metro and national recognition JCPP, diversity, etc.….
• The Opportunity Site for mixed-use residential/commercial development, and Single Creek
Crossing for commercial development.
• The Brooklyn Bridge Alliance as a model for building greater opportunities for disadvantaged
youth.
• Meeting the needs of an aging population through partnerships with various service
providers and stakeholders.
• On-going efforts by the city in citizen engagement on many levels.
• Social media
• Young families with children moving into BC
• Completion of Shingle Creek Crossing
• More organizations and individuals having conversations about race, equity and inclusion
• Redevelopment opportunities (significant available redevelopment land, great access to the
regional transportation system, existing infrastructure in place and adequate to support
most redevelopment)
• Trusted Mayor/Council
• Strong leadership
• Well trained, experienced staff
• Strong public support
• Good service reputation/credibility
• Workforce diversity (age, experience)
• Size of organization
viii
• Increase workforce diversity (persons of color)
• Continue to create strong neighborhoods
• Continue marketing for commercial redevelopment
• Positive survey results – continue to improve
• Change negative perception
• Make city more welcoming to diverse cultures
• Redevelopment activities and opportunities to reimage the Brooklyn Boulevard Corridor.
• The EDA’s use of Tax Increment Funds to acquire distressed properties to promote
redevelopment opportunities within the Brooklyn Boulevard Corridor and Opportunity Site.
• The City’s ability to promote new housing opportunities on EDA owned lots acquired through
the Remove & Rebuild Program and options for a variety of new housing types within the
Opportunity Site and the Brooklyn Boulevard Corridor
• The continued commitment to the City’s CIP Plan for street & municipal utilities projects: (the
2015 includes the 63rd Ave. and its intersection with Brooklyn Boulevard.)
• The Shingle Creek Crossing redevelopment of the former Brookdale Mall properties,
• The recovery of housing values from the negative effects of the 2008 Recession.
• The recovery of the industrial market and growth of new industrial businesses.
• Changes in rental property ownership, resulting in improved property management and re-
investments into the City’s rental housing stock (better housing opportunities for people
choosing to live in Brooklyn Center.)
• Partnership with the Three River Park District resulting in new investments in the Regional
Trail System within the community.
• Partnerships with MnDOT and Hennepin County resulting in their investments into the
State’s and County’s infrastructure serving the community (bridges, roadways and
intersections) and planning for additional improvements within the Brooklyn Boulevard and
Highway 252 Corridors.
• Success in obtaining environmental cleanup grants from DEED, Metro Council, and Hennepin
County resulting in new industrial development and employment opportunities.
• The potential of new regional investment of State and Federal funds into areas within the
City identified as having concentrated areas of poverty.
• Redevelopment Opportunities (Opportunity Site) and attracting investment into the City
• Utilizing the diverse demographics of the City to bring new ideas or service offerings
ix
• The new Inclusion and Diversity Council will help the City develop, attract and retain the staff,
and employ the type of practices that will make us more effective service providers.
• The New Water Treat Plant, the New Amphitheater, Repairs to the Community Center our
ongoing neighborhood reconstruction program all with other Capital investments will help
instill pride and confidence in the City and it future.
• 2014 was the lowest violent crime rate in the last 25 or more years. If we continue this trend
for the next several years, the perception of BC as unsafe can be significantly reduced.
• If we are able to accelerate redevelopment of the EDA owned properties over the next 3
years three years the investment communities will favorably attracted to the City Of
Brooklyn Center.
• We should align more of our City Efforts to achieve the vision of the Brooklyn Bridge Alliance
for youth. We should invest in the low income youth so that they have ready access to quality
out of school time program without cost.
• Workforce development should become a City priority. A healthy community requires
meaningful living wage jobs for all residents. We should support efforts to train, develop
skills for all of residents and provide career opportunities for those who current operate on
the margins of society and feel they have no hope or lawful options for success.
• Image is improving, continue to capitalize on successes and improvements
• Changing demographics- youth programs and engagement
• Developing a community workforce- counter threat of concentration of low income
• Improving business economy- business retention and attraction
Continued collaborations with public/private entities- duplicate services, strengths of each, etc.
x
APPENDIX 4
SWOT Results – Threats
• Natural disasters
• Unanticipated LGA funding cuts
• Federal and State or County mandated expense and resource needs
• Outmoded and bigoted ways of judging others and perceiving the world. Our very
strength of diversity is also a threat to many. It is a sensitive topic that must be
acknowledged and processed with conscious compassion, and intention toward
implementing change.
• Continued fracturing of the community, leads to subgroups that do not interact and
engage each other as community members, instead they regard each other with
suspicion and fear.
• Economic: B.C.’s median household income is significantly lower than the Twin Cities
metro average. The next recession could force budget cuts adversely affecting key city
programs.
• Decline in volunteers among younger generation.
• Lack of diversity on city of staff
• Recent Violent Crime
• Social media.
• Sense of community limited to immediate neighborhoods
• Educational attainment (preK-post grad) of BC students
• Limited civic engagement
• Poverty
• Continued poor image outside of the City
• Housing stock (Small lots with low value houses in the City, lead to little opportunity to
address the “affordable housing” issue in “this” City vs. relying on the metro as a whole
to fix this issue. It must be addressed within. Lack of meaningful improvement occurring
to existing housing stock.)
• Difficulty to attract meaningful, sustainable developments
xi
• Lack of investment by the diverse community into the community (going elsewhere for
services)
• Meeting the needs of diverse citizenry
• Public perception
• Aging workforce (succession?)
• Economic factors
• Diversity of workforce (gender, race)
• Size of organization
• Ability to recruit
• Recruitment and retention (public safety)
• Future retirements (losing experience)
• Employment
• Perception
• A dependency on Regional (Fiscal Disparity) and State (LGA) revenue sharing programs
to fund the basic delivery of municipal services.
• The identification of portions of Brooklyn Center on the Metropolitan Council’s regional
mapping of Areas of Concentrated Poverty by Census Tract 2007-20011.
• The 2008 Recession and its ongoing effects on private investments necessary for small
and new business startup and growth opportunities.
• The community’s average household income and its relationship to the amount available
for discretionary spending;
• Anything which could negatively affects the safety or the perception of the safety and
welfare of our children and families.
• A change in the housing market (market changes), foreclosures, etc.
• Image and perception
• Crime and reversal of improving crime statistics
• Employee retirements and continuing to attract and retain qualified employees in the
future
• Rising operating costs, specifically in the areas of personnel and health insurance
• Loss of community support
xii
• Loss of economic vitality and redevelopment momentum
• Lack of staff development and performance quality
• Economic strain- Generally still sluggish economy, LGA unreliability, TIF law changes and
available funds, Brooklyn Center School District tax rate
• Further concentration of low income
• Aging active community members and associations
• Pending loss of senior households moving into senior living facilities- seniors add stability
to neighborhood/community and this adds additional houses on the market
• Successful developments occurring in nearby cities
• Additional state and federal mandates
• Police Chief’s pending retirement
xiii
APPENDIX 5
SWOT Results – Highest Priorities
• Continued public safety improvements
• Continued housing & neighborhood enhancements
• Appropriate development
• Continuing redevelopment
• Crime Prevention
• Inclusion
• Community Image – The community’s image will be judged on the basis of our continued
success in key areas such as public safety, improved neighborhoods, and inclusive,
culturally sensitive engagement with our residents/customers.
• Focused Redevelopment – The renewal of our commercial, industrial and residential
properties is essential to the future health and vitality of the city.
• Financial Stability – The city will provide quality services focusing on continuous
improvement and innovation, while stabilizing property taxes and minimizing reliance on
state shared revenue.
• Redevelopment
• Diversity
• Maintaining Infrastructure
• In my mind, we should build off our strengths and address the need for increased
community engagement—community building strategies and social services that help
build and validate a sense of value and pride in our residents (especially the youth and
those marginalized).
• Another main focus is the redevelopment of several commercial properties and public
roadways. Ensuring that we are making responsible and transparent fiscal, social and
environmental decisions during this process is paramount.
• I’d like to see the redevelopment within the city that offer residents an increased
opportunity to come together in safe spaces, to secure employment and that encourage
entrepreneurship.
xiv
• Accelerated Redevelopment
• Youth Development
• Community Engagement
• Capital Investments (i.e. water treatment plant and infrastructure replacements)
• Community Policing and continuing to provide a safe community
• Redevelopment Opportunities
• The continuation of a Community Policing Program which demonstrates a high profile of
police presence and proactive involvement with its citizen and business community.
• The continuation of the Neighborhood Street & Utility Reconstruction Program.
• Redevelopment Projects/Activities:
- Proactively working with the developer on the completion of the Shingle Creek
Crossing Development.
- Redevelopment of new market rate housing options within the Opportunity Site
- Public investments which promote private development & investments into the
redevelopment and reimaging of the Brooklyn Boulevard Corridor.
• Continued Redevelopment (focus on dining)
• Continued financial stability
• Roadway
• City Hall remodel
• Aging population
• Engaging our diverse population
• Image Enhancement
• Redevelopment/housing
• Improve image
• Market and develop land
• Maintain City’s financial stability
xv
APPENDIX 6
Strategic Initiatives-Action Plans
The following Appendix contains the Action Plans for the Strategic Initiatives.
xvi
Strategic Priority: Economic Stability Key Outcome Ind icator: Improve average wage of lowest quartile
residents
Initiative: Establish Workforce Collaborative
Measure of Success Who’s Responsible Target Date
Identify and meet with potential partners to
develop a consensus regarding the value and
means of creating a collaborative effort for
workforce development targeting the lowest
quartile of employable income earners in
Brooklyn Center
Meeting with Potential Partners and
Stakeholders, consensus reached to form
collaborative.
Curt Boganey and
Gary Eitel
June 30 the
2015
Meet with partners and stakeholders to
identify workforce development gaps and
develop a strategy to fill the gaps
Gaps identified and strategy developed Curt Boganey and
Gary Eitel
August 31 2015
Form collaborative framework and
agreements
Framework established Curt Boganey and
Gary Eitel
December 31st
2015
Begin implementation phase of strategy plan
with newly formed collaborative
Collaborative established and work Curt Boganey and
Gary Eitel
January 2016
Continue to refine and improve the process to
achieve the Key Outcome Indicator
Continued refinement and process
improvement
Curt Boganey and
Gary Eitel
Ongoing
xvii
Strategic Priority: Economic Stability Key Outcome Indicator: New Jobs Created
Initiative: Attracting more livable wage jobs
Measure of Success Who’s Responsible Target Date
Define livable wage jobs, assess the current
state of livable wage in Brooklyn Center
Completion of a report with livable wage data Curt and Gary June 2015
Establish relationship with local employers
using the Workforce Collaborative and other
resources to identify job opportunities for local
residents
The formation of a Workforce Collaborative Curt and Gary September
2015
Target development and redevelopment
focused on attracting and expanding business
that typically pay wages well above the livable
wage level
Completion of a report identifying potential
higher paying wages businesses that would
best operate in Brooklyn Center
Curt and Gary September
2015
Establish a means of working with employers
to recruit and hire qualified Brooklyn Center
residents.
Recruitment and hiring of Brooklyn Center
residents
Curt and Gary January 2016
Implement means of connecting Brooklyn
Center residents with livable wage jobs
Identified best locations for connecting
residents with employment opportunities
Curt and Gary July 2016
xviii
Strategic Priority: Economic Stability Key Outcome Indicator: Postsecondary graduation and certification
Initiative: Postsecondary Education/Training Strategy
Measure of Success Who’s Responsible Target Date
Define, analyze and assess the current status
of adult residents without postsecondary
degrees or training
Completion of a report showing educational
achievements/needs for Brooklyn Center
residents
Curt Boganey and
Gary Eitel
August 2015
Provide results of findings to Collaborative to
inform the strategy for workforce
development
Educational report discussed at Workforce
Collaborative meeting
Curt Boganey and
Gary Eitel
September
2015
Provide results to Brooklyn Bridge Alliance to
inform the work and strategies of the Alliance
Educational report discussed at Brooklyn
Bridge Alliance meeting
Curt Boganey and
Gary Eitel
September
2015
Develop strategies to implement findings of
report and recommendations implementable
by workforce collaborative(s) and Brooklyn
Bridge Alliance
Strategies developed Curt Boganey and
Gary Eitel
March 2016
Strategies implemented by BBA and
Workforce Collaborative
Strategies implemented Curt Boganey and
Gary Eitel
July 2016
xix
Strategic Priority: Economic Stability Key Outcome Ind icator: Locally owned startup business
Initiative: Startup Strategy
Measure of Success Who’s Responsible Target Date
Survey local startup business and others to
identify opportunities and barriers to starting a
new business in Brooklyn Center
Complete Survey Gary Eitel December
2015
Publish findings and recommendations from
survey results
Publish findings and recommendations Gary Eitel January 2016
Develop an implementation strategy based
upon the findings.
Complete implementation strategy Gary Eitel March 2016
Explore the concept of creating a business
incubator
Complete concept review Gary Eitel and Curt
Boganey
December
2015
Publish findings and recommendations
regarding the value and barriers of establishing
a business incubator
Publish findings and recommendations Gary Eitel and Curt
Boganey
February 2016
Identify sources of capital and funding needed
for business startups.
Publish results of survey of resources Gary Eitel and Curt
Boganey
March 2016
Examine opportunities to streamline and
improve local government processes and
procedures to support startup business in
Brooklyn Center
Complete review of government processes Gary Eitel and Curt
Boganey
December
2016
Publish report and recommendations
regarding potential improvements to business
processes in support of business startups
Publish report and recommendation Gary Eitel and Curt
Boganey
February 2016
xx
Strategic Priority: Redevelopment Key Outcome Indicator: Cars w/Heart Redevelopment
Initiative: Senior Facility Strategy
Actions Measure of Success Who’s Responsible Target Date
Identify developer Developer Identified BD 2/28/2015
Present letter of intent, etc. to EDA Letter of intent presented to EDA BD 3/31/2015
Developer undertakes feasibility study Feasibility study complete BD, Developer 3/31/2015
Present purchase agreement to EDA Purchase agreement presented to EDA BD, EDA 6/30/2015
Review and establish zoning classification and
financial and TIF analysis
Financial and TIF Analysis complete. Establish
zoning classification
BD, City Attorney 6/30/2015
Establish TIF district Establish TIF District if required. Council, BD, City
Attorney
12/31/2015
Present site plan to Planning Commission and
then Council
Site Pan presented to Planning Commission
and City Council
Planning
Commission,
Council
9/30/2015
Present development agreement to EDA Development agreement presented and
approved
EDA 10/31/2015
Issue building permits for construction Building permits issued BCS 3/31/2016
Ribbon cutting Ribbon Cutting Council 3/31/2017
xxi
Strategic Priority: Redevelopment Key Outcome Indicator: Opportunity Site
Initiative: Phase I Strategy
Actions Measure of Success Who’s Responsible Target Date
Identify developer or prepare RFP Developer identified BD 6/30/2015
Present developer’s concept plan to EDA Concept plan received and approved by EDA BD, EDA 10/31/2015
Feasibility and financial review, TIF eligibility
approvals
Approval and acceptance of TIF District
eligibility, Feasibility and Financial review
BD, Developer,
EDA/Council
3/31/2016
Demo existing buildings Existing buildings demolished BD, Contractor 3/31/2016
Present development plan and agreement to
EDA
Development plan and agreement approved
by EDA
Developer, BD
EDA/Council
6/30/2016
Issue building permits for construction Building permits issued BCS 9/31/2016
Ribbon Cutting Ribbon Cutting Council 12/31/2017
xxii
Strategic Priority: Redevelopment Key Outcome Indicator: Shingle Creek Crossing
Initiative: Phase II Strategy
Actions Measure of Success Who’s Responsible Target Date
Attract business by promoting a friendly,
welcoming business atmosphere at city hall
Positive feedback from City Hall business
customers regarding the atmosphere and
ease of processes involved in serving business
customers
Council, BD 12/31/2016
Commission a current market analysis to
determine the best markets available to
sustain and complete the SCC development
Market Analysis complete Council, BD 12/31/2015
Examine opportunities for financial assistance
(establish TIF district)
Necessary financial assistance provided. Council, BD 12/31/2015
Review City Ordinances to increase business
opportunities (determine if too restrictive)
City Ordinances review complete
w/recommendations
Council, BD 12/31/2015
xxiii
Strategic Priority: Community Image Key Outcome Indicator: Expressions of pride in community
Initiative: Customer Service Training
Actions Measure of Success Who’s Responsible Target Date
Establish a Training Committee Committee established HR July 2015
Identify needs for customer service training Table of topics developed gaining input from
all departments.
Committee/Dept
Heads
July 2015
Establish a budget Budget established HR/Finance August 2015
Schedule Dates for training Dates established and communicated to
departments
Committee/HR September
2015
Identify and contract Trainers Trainer contracts executed Committee Oct 2015 thru
Feb 2016
Hold Training Sessions (Verify best times
through I & D Learning Survey)
80% of employees attend training sessions Committee/HR October
2015/April
2016
Feedback on Training Sessions 80% positive rating of sessions by participants
Committee/HR W/in 2 weeks
of training
xxiv
Strategic Priority: Community Image Key Outcome Indicator: Realtor Feedback
Initiative: Market Brooklyn Center to realtors
Measure of Success Who’s Responsible Target Date
Determine target market contacts in region.
Realtor contact list, associations, etc.
Comprehensive mailing list created BCS Oct 2015
Identify and create materials for presentations Departments provide input and materials to
ensure presentation has positive, timely and
relevant information
BCS/ADM/Depts Dec 2015
Determine locations, dates, and meeting
logistics
Schedule of meetings established BCS Dec 2015
Send out invitations Invitations prepared and sent out to realtor
representatives in target area
BCS Dec/Jan 2015
Provide presentations City staff give presentations at least two
occasions, overall 30 participants
BCS/PW/Depts Feb 2016
Create and implement Survey to realtors Input received from departments and
stakeholders to create survey. Realtors
surveyed regarding views of Brooklyn Center-
calculate change in before and after views
BCS/ADM Feb 2016
Analyze results Survey results will be reviewed and provided
in a report.
BCS Mar 2016
Share results with appropriate department to
make any feasible changes
Each department will have final copy of
survey results.
BCS/Dept Mar 2016
xxv
Strategic Priority: Community Image Key Outcome Indicator: Serious Crime
Initiative: Establish Hotel Licensing Ordinance
Measure of Success Who’s Responsible Target Date
Research other jurisdiction licenses and
programs
Staff discusses issues associated with hotel
licensing with staff in other cities that license
hotels including legal, police, administrative
staff.
PD Feb 2015
Benchmark successful programs Prepare report reviewing pros and cons of
hotel licensing.
PD Mar 2015
Meet with all stakeholders- hotels,
associations, department staff, etc.
Obtain preliminary feedback from local hotel
representatives, city departments, health
agencies, etc.
PD/BCS/ADM May 2015
Prepare report and present findings to City
Manager
Report reviewed with City Manager and
consensus received on next steps.
PD/ADM Jun 2015
Draft an ordinance Staff prepare preliminary draft that indicates
would illustrate some of the changes that
would be considered.
PD/ADM July 2015
Present findings to Council WorkSession Council receives the report and provides
feedback to staff.
PD/ADM July 2015
Work with City Attorney on draft Draft ordinance amendment will consider
conflicts with other codes and legal
requirements.
PD/ADM July 2015
Seek input from stakeholders Stakeholders will provide further input on
draft ordinance.
PD Aug 2015
Finalize ordinance amendment and implement
ordinance change
Council approves hotel licensing ordinance
through regular code amendment process.
PD/City Attorney Jan 2016
xxvi
Strategic Priority: Community Image Key Outcome Indicator: Website Marketing
Initiative: Promote community on website
Measure of Success Who’s Responsible Target Date
Determine our market segments Use Census data and department information
to determine market segments
ADM/PD July 2017
Determine what information excites and is
important to each market segment
Surveys or other feedback mechanism will
provide information regarding type of
information to promote and how best to
deliver the message
ADM/Dept Oct 2017
Determine how to format info per market
segments
Surveys or other feedback mechanism will
provide information regarding type of
information to promote and how best to
deliver the message
ADM Jan 2017
Develop host webpage Webpage created to support format and
information types
ADM Mar 2017
Create marketing materials and post on
webpage
Information added to website ADM July 2017
Review effectiveness and make adjustments Changes will be made as indicated by survey
or feedback. (positive use or visits to
webpages).
ADM Sept 2017
xxvii
Strategic Priority: Community Engagement Key Outcome Indicator: Broaden applicant pool for Commissions and volunteer vacancies
to includes all segments of the community
Initiative: Comprehensive Recruitment Strategy for Attracting Non-Traditional Applicants
Measure of Success Who’s Responsible Target Date
Review and potentially rewrite the
commitment term. Change the term to 1-3
years. The team believes three years may
deter volunteers initially. Send
Recommendations to Council.
Review the commitment terms and
determine if a modification is likely to help
broaden the applicant pool to include all
segments of the community without
diminishing the effectiveness of the
commissions.
Curt
Boganey/Sharon
Knutson or
designees
08/01/2015
Establish exit interviews with candidates who
leave as well as solicit annual feedback from
committee members via a survey. The goal is
to retain Non-Traditional volunteers.
Develop and implement exit survey to receive
annual feedback from commission members
and other volunteers to help determine ways
to retain volunteers from all community
segments.
Curt
Boganey/Sharon
Knutson or
designees
08/01/2015
Market and advertise vacancies through non-
traditional methods such as Facebook, Twitter,
MAC, utility billing, and the Brooklyn Center
Business Association etc. The Team was not
sure on how we currently market, but we feel
this needs to be reviewed.
Review and assess the effectiveness of
current methods of marketing and soliciting
volunteers to serve on Commissions and
Volunteers. Implement non-traditional
methods of soliciting participation which hold
promise of reaching all segments of the
community.
Vickie
Schleuning/Curt
Boganey or
designee
On-Going
Recognition and appreciation for current
committee members for retention purposes.
This could be in the form of a yearly luncheon
or dinner.
I am not sure how this relates to the KOI? Of
broadening the applicant pool to include all
segments of the community. I suggest a
deletion and the addition of the initiative
below.
Commission
Secretary
12/01/2015
Adopt community engagement
policy/ordinance to provide organization-wide
direction and consistency in the practice of
outreach to the community.
Policy/Ordinance Adopted City Manager or
designee
September
2015
xxviii
Strategic Priority: Community Engagement Key Outcome Indicator: Website-Non English Visits increase 25%
Initiative: Create and Implement Enhancements to the City Website for Non-English Speakers
Measure of Success Who’s Responsible Target Date
Create a welcome message on our home page
in 7 different languages to hyperlink citizens to
our translation tools. Recommendations and
examples are located in the I & D Language
report/folder.
Create revise welcome page message. Website
Committee/Vickie
Schleuning
05/01/2015
Utilize Facebook and Twitter to market our
translation tool feature on the website.
Ongoing utilization of Facebook and Twitter
to market translation tool. At least monthly.
Website
Committee/Vickie
Schleuning
On Going
Have a welcome message (in various
languages) on the front page of the City Watch
that markets the city website and translation
capabilities.
Add message to City Watch front page. Vickie Schleuning or
designee
Fall 2015 City
Watch
Create an insert with the above information
that is sent out in the monthly water bills that
go out to citizens. Complete Quarterly?
Include translation information in quarterly
water bill.
Vickie Schleuning or
designee
08/01/2015
After creating the above messages/inserts,
utilize the MAC Committee and city employees
for feedback before implementation.
Receive feedback from MAC and selected
employees before implementing
recommendations
Monique Drier or
Police Department
Commander
06/01/2015
xxix
Strategic Priority: Community Engagement Key Outcome Indicator: BCU Participation
Initiative: Recruitment Strategy for Increasing Participation in BCU University
Measure of Success Who’s Responsible Target Date
Consider removing the fee associated with
attending and also the wording “if you’re
selected.” The team believes this may deter
potential applicants. The $20.00 can be used
as a deposit to secure a seat but refunded at
the end. Top to bottom review of the
application!
A determination is made that fees are or are
not a barrier to participation. If they are
barrier have them removed, reduced or
refundable.
Revise/remove language regarding “if
selected”
Our team/Curt
Boganey or
designee
By the start of
the next class
Create a more welcoming message and market
the program through various civic groups,
social media, schools and businesses.
Marketing message developed and shared
with community.
Our Team/Vickie
Schleuning
By the start of
the next class
The team firmly believes that a light dinner
should be considered. From past and current
events this draws volunteers in.
Completed survey of other cities with
successful leadership academies and
participants regarding the refreshments
provided to determine how a light dinner
would affect program enjoyment and
participation
Curt Boganey On-Going
Survey the current class at the end to solicit
their recommendations and feedback.
Completed survey with gather feedback and
recommendations.
Curt Boganey or
designee
By the end of
the current
class
xxx
Strategic Priority: Youth – Strengthen & Empowered Key Outcome Indicators: Graduation Rate, Youth Employment Rate,
Out-of School Time Participation Rate, Leadership Development, Youth Crime Rate
Initiative: Collaborate with the Brooklyn Bridge Alliance for Youth
Actions Measure of Success Who’s Responsible Target Date
Support the work of the Alliance Youth
Employment Program
Ongoing support provided and annually
funding
CARS, Admin,
Comm. Devl.
On-Going
Identify job and internship opportunities
within Brooklyn Center
Job and internships provided All Departments 5/2015
Promote Brooklynsconnect.org Ongoing Promotion CARS, Admin. On-Going
Continue the supportive resources to the
Alliance
Ongoing support of alliance with City
resources (staff and facilities)
CARS, Admin. On-Going
Continue Youth in Government Day Youth in government day hosted CARS, Admin. 3/2015, 2016,
2017, 2018
Align City programs with best practices
established through Alliance for Youth
Improve alignment on an ongoing basis All Departments Ongoinig
xxxi
Strategic Priority: Youth – Strengthen & Empowered Key Outcome Indicators: Out-of School Time Participation Rate &
Leadership Development
Initiative: Increase City Resource Allocations to Strengthen & Empower Youth
Actions Measure of Success Who’s Responsible Target Date
GAP analysis of youth program in Brooklyn
Center
Gap analysis complete CARS 09/2015
Establish a baseline of current allocations to
youth programs
Allocation baseline established CARS & Finance 09/2015
Program Assessment Program assessment complete CARS 12/2015
Needs Assessment / Analysis
Youth Survey
Parent Survey
Needs assessment/analysis complete CARS, Alliance, IT 12/2015
xxxii
Strategic Priority: Youth – Strengthen & Empowered Key Outcome Indicator: Youth Crime Rate
Initiative: City Wide Youth Crime Analysis
Actions Measure of Success Who’s Responsible Target Date
Compare electronic crime reports & police
reports for number of BC youth year to year
Crime and police reports reviewed annually to
establish trends for BC youth
PD 1/2016
Categorize crimes and age groups of youth
committing crimes
Crime data analyzed by youth age groups PD 1/2016
Mapping of crimes / locations / offenses Youth crime data mapped and updated on an
ongoing basis
PD 4/2016
Assessment of ages and offenses to determine
appropriate diversion programs
Appropriate diversion programs determined
based on assessment of ages and offenses
PD 5/2016
xxxiii
Strategic Priority: Youth – Strengthen & Empowered Key Outcome Indicator: Youth Crime Rate
Initiative: Work with Hennepin Co. Diversion Program (in creation process)
Actions Measure of Success Who’s Responsible Target Date
Attend collaborative meetings with other PD’s
within Hennepin Co.
Participation in meetings on an ongoing basis PD 12/2015
Establish partnerships with other PD Diversion
programs in Hennepin Co.
PD diversion partnerships established PD 12/2015
Identify youth & their needs in a diversion
program
Needs assessment complete PD 12/2016
Correctly place youth within identified
diversion programs
Youth correctly placed in diversion programs
on an ongoing basis
PD 12/2016
xxxiv
Strategic Priority: Infrastructure – Key Investments Key Outcome Indicator: CIP Funding
Initiative: Comprehensive CIP Plan- full funding for highest priorities
Actions Measure of Success Who’s Responsible Target Date
Perform inventory of assets Complete inventory Public Works Completed
Establish replacement schedule Schedule established and revised as needed Public Works Completed –
annual review
Identify project costs Projects identified annually Public Works Completed –
annual review
Prioritize improvements Improvement prioritized and revised as
needed
Public Works Completed –
annual review
Identify funding sources Full funding sources identified and revised as
needed
PW director,
Finance director
Annually
Present CIP plan to City Manager Comprehensive CIP fully funded presented to
City Manager
PW director,
Finance director
Annually
Approve final CIP plan Comprehensive CIP fully funded approved by
City Council each year
City Council Annually
xxxv
Strategic Priority: Infrastructure – Key Investments Key Outcome Indicator: Brooklyn Boulevard Corridor
Initiative: Phase 2 Federal Funding
Actions Measure of Success Who’s Responsible Target Date
Collaborate with other financial stakeholders Ongoing process PW director 2016
Research federal funding opportunities Ongoing process PW director, B&D
director, consultant
2016
Define federal funding process Federal Funding process defined PW director,
consultant
2016
Identify city funding resources and timelines City funding resources and timeline defined PW director,
finance director
2016
Formulate funding plan Funding plan formulated PW director,
finance director
2016
Present funding plan to city manager and
council for direction
Funding plan approved PW director 2016
Submit application(s) for federal funding Federal application for funding submitted PW director,
consultant
2016
Implement funding plan Funding plan implemented PW director,
finance director
2017
xxxvi
Strategic Priority: Infrastructure - Key Investments Key Outcome Indicator: TH 252
Initiative: Phase 1 Federal Funding
Actions Measure of Success Who’s Responsible Target Date
Collaborate with other financial stakeholders Collaboration with financial stakeholders has
occurred.
PW director 1st quarter
2015
Research federal funding opportunities Federal funding opportunities research
complete
PW director,
MNDOT
2015
Define federal funding process Federal funding process defined PW director,
MNDOT
2015
Identify funding sources, responsibilities and
timelines
Sources. Responsibilities and timelines
established
PW director,
MNDOT
2016
Formulate internal and external funding plan
with stakeholders
Internal and external funding plan formulated PW director,
finance director,
stakeholders
2016
Present funding plan to city manager and
council for direction
Funding plan provided to City Manager for
direction
PW director 2016
Submit application(s) for federal funding with
stakeholders
Application(s) submitted PW director,
stakeholders
2017
Implement funding plan Funding plan implemented PW director,
finance director,
stakeholders
2017