MISSION STATEMENT VISION STATEMENT. Provide high quality, cost effective public services and leadership in creating a sustainable city.

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M I S S I O N

S T A T E M E N T

The City of Brainerd will:

 Have stable financial planning  Have a clear recognizable identity

 Promote sound economic development strategies  Support growth management principles

 Invest in its neighborhoods

 Place an emphasis on recreational and cultural

opportunities

 Have access to quality health care and education  Value and encourage citizen participation

 Form partnerships with organizations who can assist us in

attaining our goals

Adopted by the Brainerd City Council July 1, 2013

“Provide high quality, cost effective public services and leadership in creating a

sustainable city.” City Hall 501 Laurel Street Brainerd, MN 56401 C I T Y O F B R A I N E R D Phone: 218-828-2307 Fax: 218-828-2316 www.ci.brainerd.mn.us

V I S I O N

S T A T E M E N T

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22, 2013. A Mission Statement and a Vision Statement were drafted. A Town Hall meeting was held on June 10, 2013 for citizen input. Those suggestions have been incorporated into this final document.

The meetings identified the following top four priorities as the most important strategic focus areas for 2013 through 2016:

Strategic Focus Areas:

 INVEST IN NEIGHBORHOODS – Improve pride of ownership and livability of neighborhoods.

 STABLE FINANCIAL PLANNING – Manage current and future spending for the

public good through long‐range planning techniques and disciplines.

 REDESIGN WEBSITE AND CREATE A CITY NEWSLETTER – Achieve substantial

improved communications and public relations with Brainerd’s citizens and businesses.

 DESIGN/BUILD A MISSISSIPPI RIVERWALK – To connect downtown to the

rest of the trails winding through the City. To create a clear recognizable identity of the City.

Other Issues:

During the workshops, the City Council also recognized several other issues affecting the City’s future. City staff will continue to address these issues throughout the years as resources allow:  To identify past and current growth management principles and plan future policies.  To strengthen our partnerships in the areas of health care and education.  To promote sound economic development strategies.  To encourage more citizen participation in the local government process.  To explore planning for future staff succession.

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STRATEGIC FOCUS #1

INVEST IN THE CITY NEIGHBORHOODS

OBJECTIVE DESCRIPTION: IMPROVE PRIDE OF OWNERSHIP AND LIVABILITY OF NEIGHBORHOODS. Action Steps needed to meet objective:  Review property maintenance codes and land use regulations for consistency with community standards.  Enforce current codes.  Determine what codes and regulations are needed to meet objective.

 Pursue appropriate grants that fund neighborhood redevelopment and rehabilitation opportunities.

 Keep aware of youth issues and solicit youth involvement.

Staff Leadership Responsibility: City Engineer & City Planner Timeline to accomplish: 12/31/2014

Measurable Outcome:

 Ordinance amendments created to enhance property maintenance code standards and/or land use regulations, as needed for the safety and welfare of the citizens.  Improved property appearances.  Certificates awarded for visual property improvements. Partnership Opportunity:  Housing and Redevelopment Authority (HRA)  Brainerd Lakes Area Economic Development Corporation (BLAEDC)  Chamber of Commerce  Property Management Group  School District  Realtors  Media

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STRATEGIC FOCUS #1 (Cont.)

INVEST IN THE CITY’S NEIGHBORHOODS

OBJECTIVE DESCRIPTION: PROMOTE CREATION OF ACTIVE NEIGHBORHOOD ASSOCIATIONS

Action Steps needed to meet objective:

 Determine existence of current Neighborhood Associations.  Promote need for additional Neighborhood Associations.  Assist with organizing and strengthening Neighborhood

Associations with informed identified available tools and programs through the use of social media. Staff Leadership Responsibility: Police Chief Timeline to accomplish: 12/31/15 Measurable Outcome:  Support the Associations that currently exist, ie Northside.  Re‐established NE & SE Neighborhood Associations.  Establish two (2) additional neighborhood associations.

 Activate Neighborhood Programs available thru interactive social media. Partnership Opportunity:  Current Active Neighborhood Associations  Property Management Group  School District  Elected Ward Aldermen  Law Enforcement Agencies

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STRATEGIC FOCUS #1 (Cont.) INVEST IN THE CITY’S NEIGHBORHOODS

OBJECTIVE DESCRIPTION: DEVELOP WALKABLE AND BIKEABLE NEIGHBORHOODS

 Develop comprehensive city‐wide sidewalk, trail, and bike lane plans for inclusion in the City’s Comp Plan and also be used as the basis of a Complete Streets program.

 All plans will be based upon consideration of citizen involvement and input.  Explore skateboard park development for youth. Staff Leadership Responsibility: City Planner Timeline to develop walkable/bikeable plan: 12/31/16 Measurable Outcome:  Development of Plan by 2014.  Citizen input meetings in 2015.  Adoption of Plan by City Council in 2016. Partnership Opportunity:  Brainerd Parks and Recreation Department  Brainerd Engineering Department  Neighborhood Associations  Health Care Community  School District  User Groups, such as the Bicycle Advisory Group

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STRATEGIC FOCUS #2 STABLE FINANCIAL PLANNING

OBJECTIVE DESCRIPTION: DEVELOP FIVE‐YEAR CAPITAL EQUIPMENT/IMPROVEMENT/FACILITIES PLAN Action Steps needed to meet objective:  Receive input from Department Heads to identify needs.  Identify/explore funding requirements and sources.  Develop the plan and submit to City Council for approval. Staff Leadership Responsibility:  City Finance Director  BPU Finance Director Timeline to accomplish: 12/31/13 Measurable Outcome:

Plan accepted by City Council and used in the 2014 Budget discussions. Partnership Opportunity:  Department Heads  Professional Financial Advisors  Professional Rating Agencies

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STRATEGIC FOCUS #2 (Cont.) STABLE FINANCIAL PLANNING

OBJECTIVE DESCRIPTION: ACHIEVE COMPLIANCE WITH ADOPTED FUND BALANCE POLICY. Adopted policy specifies that at the end of each fiscal year, the City will maintain Spendable‐Unassigned portion of the fund balance for Cash Flow in a range equal to 35–50% of the General Fund operating expenditures.

 Review the past three audit results to determine the estimated dollars needed to comply with policy.

 Hold discussion during proposed budget process as to adequacy of policy as currently adopted.  Adopted policy reaffirmed or revised by City Council. Staff Leadership Responsibility: City Finance Director Timeline to accomplish: 12/31/14 Measurable Outcome: Audit results measured against the adopted/revised policy. Partnership Opportunities: City’s Audit Firm Professional Financial Advisors/Bond Rating Agencies

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STRATEGIC FOCUS #2 (Cont.) STABLE FINANCIAL PLANNING

OBJECTIVE DESCRIPTION: RE‐ESTABLISH BPU REVENUE BONDS ORIGINAL BOND RATING of Aa3. The 2007 BPU Revenue Bonds received a downgrade to A3 due to electric rates not being increased incrementally to meet the rising cost of purchasing electrical power. The goal is to get the bond issue rate upgraded in order to achieve maximum interest savings. Action Steps needed to meet objective:

 Examine all projected expenditures to determine if there is a need for rate increases.

 Determine options beyond rate increases and thoroughly explore each option.

 Implement incremental increases in electric rates as recommended per rate study, if a need is determined.

 BPU Board approval of rate increases.

 Increase public awareness and understanding of why rate increases may be needed. Staff Leadership Responsibility: BPU Finance Director Timeline to accomplish: 12/31/14 Measurable Outcome: Bond issue rate is re‐established to Aa3 which is the rate initially assigned at issuance. Partnership Opportunities: Professional Rate Study Firm Professional Financial Advisors/Bond Rating Agencies

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STRATEGIC FOCUS #2 (Cont.)

STABLE FINANCIAL PLANNING

OBJECTIVE DESCRIPTION: LOCAL OPTION SALES TAX (LOST) LEGISLATION EXTENDED. The LOST special legislation was established to pay for the WWTP and expires in May of 2019. Action Steps needed to meet objective:  Research requirements to maintain LOST.  Establish timelines to meet the requirements.  Meet with area legislators to educate and for education.  Establish consistent information to be shared and supported by partners. Staff Leadership Responsibility: BPU Finance Director Timeline to accomplish: 12/31/16 Measurable Outcome: Local Option Sales Tax legislative authority is extended. Partnership Opportunities: Local State Legislators Chamber of Commerce and BLAEDC Economic Development Authority City of Baxter

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STRATEGIC FOCUS #3 UPGRADE CITY’S WEBSITE AND CREATE A CITY NEWSLETTER OBJECTIVE DESCRIPTION: Update the City’s current website to provide more information about what is happening in the City, to clarify City Council’s direction to the public, and to direct the public to artistic, cultural and recreation opportunities. Action Steps needed to meet objective:  Revamp current public utilities newsletter to become a City newsletter with information that becomes the lure to the City’s website.  Determine costs and establish funding opportunities.  Determine personnel/partners needed to achieve success.  Use a merit system for committee/commission appointments. Staff Leadership Responsibility: City Administrator Timeline to accomplish: 12/31/13 Measurable Outcome:

 Substantial communication options available to citizens, businesses, and potential area guests.  Noticeable public relations improvements with citizens and businesses.  Number of “hits” on City website. Partnership Opportunities:  Free‐lance writers/local photographers  Brainerd area businesses/Community College  Crossing Arts/cultural organizations  Brainerd Public Utilities Department  Community Video Showcase (CGI)

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STRATEGIC FOCUS #4

DESIGN AND BUILD A MISSISSIPPI RIVERWALK

OBJECTIVE DESCRIPTION: Connect downtown to the rest of the trails winding through town, which will assist in Brainerd’s “brand” by ultimately connecting the City to the River. Action Steps needed to meet objective:  Collect applicable visioning tools i.e. maps, photos, illustrations, and already formulated plans.  Prepare information describing the need, vision, and benefits of the project.  Collect information on rough cost estimates to determine scale of project and final funding needs.  Begin communications with prospective partners.  Complete trail connections throughout the City.

Staff Leadership Responsibility: City Planner, City Engineer, Parks & Recreation Director

Timeline to accomplish: 12/31/16 Measurable Outcome:

 Number of miles/blocks built.

 Specific visible changes along the river banks.

 Number of individuals using the system, which contributes to the general health of individuals and the community.

Partnership Opportunities: DNR, Private landowners, HUD, Mississippi Headwaters Board, Great River Council, Crow Wing County, Chamber of Commerce, Community Service Organizations, Architectural Firms, Historical Society, Mississippi River Property Owners.

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implement an objective.

 Cost Effective – Economical in terms of tangible benefits produced by dollars spent.

 Growth Management Principles – A set of requirements and/or practices that are based on state mandates, city ordinances, council policies or based on past practices.

 High Quality – A degree of excellence.

 Merit System – A system by which appointments are based on competence rather than political favoritism.

 Mission Statement – A purpose and reason for existence.  Objective – A measurable and desired activity, project or

purpose that requires resources.

 Partnerships– Someone who joins with others to accomplish objectives.

 Strategic Planning – A deliberate and intentional decision to engage in a discussion about: (1) who you are, (2) where you are today, (3) where you want to go, and (4) how you plan to get there.

 Sustainable City – A place where people will want to live and work, now and in the future, in enjoyable, well functioned, high quality environments.

 Vision Statement – An outcome, a result and an ideal to strive for over a period of time.