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HomeMy WebLinkAbout5. Presentation by Steering Committee of Draft Recommendation of Strategic Visioning Initiative CITY OFSHAKOPEE Memorandum TO: City of Shakopee Board and Commission Members City Council FROM: John J. Schmitt, Mayor SUBJECT: Visioning Presentation DATE: October 25, 2005 The purpose of this memo is to invite you as a member of a board or commission serving Shakopee, to reserve 7:45 - 9:30 P.M. on Monday, November 14th, to hear a presentation of the draft results of the Shakopee Visioning Initiative. The meeting will be held in the City Council Chambers, and will be cablecast. Since June, 2004, hundreds of Shakopee residents, including many of you, have participated in our Strategic Visioning Initiative, guided by the Council-appointed Steering Committee and facilitated by consultant Anne Carroll. Over the past several months, the input received at dozens of "Community Conversations," community events, and surveys was crystallized into critical issues, then further detailed and prioritized. From this broad perspective a draft Vision Statement was developed and then goals and strategies were identified that, when adopted in final form, will guide the City as we chart our course into the future. The purpose of the meeting on the Nov. 14th is to hear the initial presentation, and gather input. It will follow a joint meeting (6:30 P.M. start) between the City Council, Planning Commission, PRAB, and EAC, to discuss Greenway issues. I hope that you can join us on the 14th. If you have any questions or comments, please contact your staff support person, or me. ~~a · John J. chmitt Mayor JS:th CC: Barb Marschall Jerry Hennen i I j / // .. '" .' Shakopee Visioning Initiative Community Update November 14,2005 SteerinQ Committee members: Phil Burke, Jane DuBois, Kathy Gerlach, Marge Henderson, Wayne Herstad, Terry Joos, Charley Kubler, Joan Lynch, Farmer Marschall, Bob Mitchell, Bill Nevin, Paulette Rislund, Carol Schultz, Arv Sornberger, Tom Steininger, Don Wagner 1 ~ Mission The mission of the City of Shakopee is to provide the opportunity to live, work, and play in a community with a proud past, promising future, and small-town atmosphere within a metropolitan setting. The city will provide customer-friendly, high-quality public services that are intended to meet the changing needs of its residents and the community at large 2 1 " -. ~ Agenda · How We Started · Vision Statement · Building the Vision · Creating Goals and Strategies · Case: Goal, Strategies, Tactics · Creating the Future/Recommendations · Discussion 3 ~ How We Started · City Council began exploring a visioning initiative in 2004 · Process: - Council discussed needs and hired consultant - Council appointed Steering Committee - Steering Committee guided work - Steering Committee actively engaged community; consultant added 7 grad students - Staff actively supported process - Council monitored process 4 2 . , ~ How We Started · Steering Committee served as stewards of the process with the following principles: - Ensure broad and representative participation - Provide active and regular communication with the City Council and community - Bring forth all voices and perspectives fairly and equitably - Ensure open and transparent process 5 e Vision Statement Twenty years from now Shakopee will be known and valued as a unique city... 6 3 " ,> ~ Shakopee Vision Statement ... Where a vital and historic downtown anchors an active riverfront district; and where the Minnesota River serves as a beacon for residents and tourists. e . ...Where distinct neighborhoods and business areas connect with each other through green ways and trails to protected natural habitat, recreational attractions, and other destinations; and where the arts deepen and enhance our community. 4 , < e ... Where active, healthy, individual and family lifestyles are supported through varied recreational and educational opportunities; where we demonstrate our commitment to youth; I'IAKOPEI: 9 ...Where both young and old enjoy community gathering places; where neighbors of all backgrounds respect and appreciate each other; and where diversity is celebrated. 10 5 > > ~ ...Where homes meet residents'lifetime needs and are in neighborhoods that are accessible and connected with one another; where housing developments and public spaces reflect community needs; 11 ~ ...and where the city's unique historic personality is thoughtfully balanced with easy access to urban conveniences. 12 6 ... Where we support high quality, life-long educational opportunities; where employees receive living wages; and where both local businesses and corporate 'headquarters are welcomed and well-supported. 13 ... Where residents are invested in the community and provide input on local issues; where open communication and community service are valued; 14 7 .~ ...and where high standards reflect our vision and commitment to creating a sense of community forgenerations to come. 15 e Building the Vision · i8-month process allowed broad engagement and sufficienttime to build understanding of values and issues · Vision built carefully and respectfully directly on those values and key issues · The integrity of the process gives strength to the Vision 16 8 . . .~ Building the Vision 1. Identified and analyzed stakeholders 2. Gathered community input - Nearly 25 community conversations and focus groups - Industry, real estate surveys - Open House - Shakopee Showcase - National Night Out - Recorded detailed comments from hundreds of people and published for public review 17 ~ Building the Vision 3. Identified values and priorities, and developed issue briefs - Small-town feel - "Close but not too close" - River roots, environment, and historic downtown - Recreation and the arts - Economic opportunities and challenges of growth - Social opportunities and challenges of growth 4. Developed 20-yr vision to support mission and reflect community values, priorities 18 9 o Creating Goals and Strategies · Joint Council-Steering Committee workshop included city staff, County Board and Planning Commission members, developer, public policy/planning students · Toolbox workshops and committee work yielded detailed tactics 19 MISSION i VISION TACTICS 10 . Goals High quality / of life Active and healthy community L Great place ~ for kids to grow up Vibrant, resilient, ~ and stable Financially strong Goals and Strategies 11 , Great Place to Grow Up! Make community a welcoming Place,~,' , Pr~tect the , ~ ~envlronment ____ Provide high- quality services Foster Increase citizen community partiCiPat\ion comjmunication ~~i~~~~r~~~~ and community Regularly up~ ate the, ' .""",. ,,/' events comprehensive plan ~' , \ ' ' , " . Create .. '."" "," .:.". , community Grow mtelhgently_ .,..,...'"., :, .,.,.,"',.,., '..,.,..,,'.:,.,,.,'.',,.,,",.'..,. '....." ~, gath~ring createstrong~/.:.:\"I:!i!"\'... ~ '::: multimodal ' recreation transportation system, progra~s to serve diverse people Facilitate access to local amenities Complete Expand arts pedestrian trail opportunities connections 12 . . Great place for kids to grow up! MISSION r VISION GOAL.S TACTICS Great Place to Grow Up! Make community a Protect the welcoming place ~ ~environment ____ Provide high- quality services Make downtown and riverfront inviting 13 . . Increase Communicate citizen ~ vision to participation ~ Facilitate everyone \ diversity initiatives - Regularly update ,Use natural comprehensive \ /. .m... to "",at. plan ~ .------ nelg, hborhood ~ ~ sense of place Promote Shakopee's ---- _____ Create h;"o", h.""" / ~ "",mmUMY \ / \ gathering places Develop and preserve historic downtown Make neighborhoods Support more pedestrian friendly neighborhood Expand arts and community opportunities events e Creating the Future · 20-year Vision of Shakopee's future grounded in community values and priorities · Vision should drive Comprehensive Plan 28 14 < . , ~ Creating the Future · Steering Committee has served as stewards of this process at City Council's request · Creating the future is the entire community's responsibility · Council must provide leadership to achieve Vision and Mission 29 e Creating the Future Recommendations: . Formally adopt the Vision Statement . Formally adopt the goals and strategies . Work with staff and community to begin implementation . Routinely monitor, evaluate, and change to meet community needs 30 15 , ~ ~ Creating the Future We trust community leaders to make strategic decisions about Shakopee's future for "generations to come" -- based on the community values and priorities framed by the community vision 31 ~ Thank you! Shakopee Visioning Initiative Steering Committee members Phil Burke, Jane DuBois, Kathy Gerlach, Marge Henderson, Wayne Herstad, Terry Joos, Charley Kubler, Joan Lynch, Farmer Marschall, Bob Mitchell, Bill Nevin, Paulette Rislund, Carol Schultz, Arv Sornberger, Tom Steininger, Don Wagner Consultant Anne Carroll Graduate students: Kelly Betteridge, Nick Wallace, Breanne Daines, Lynn Vandervort, Jena Min, Katie Farnham, Judith Spanberger 32 16 ., . v Shakopee Visioning Initiative Community Update November 14,2005 SteerinqCommittee members: Phil Burke, Jane DuBois, Kathy Gerlach, Marge Henderson, Wayne Herstad, Terry Joos, Charley Kubler, Joan Lynch, Farmer Marschall, Bob Mitchell, Bill Nevin, Paulette Rislund, Carol Schultz, Arv Sornberger, Tom Steininger, Don Wagner 1 , ill Mission The mission of the City of Shakopee is to provide the opportunity to live, work, and playin a community with a proud past, promising future, and small-town atmosphere within a metropolitan setting. The city will provide customer-friendly, high-quality public services that are intended to meet the changing needs of its , residents and the community at large . 2 . Agenda · How We Started · Vision Statement · Building the Vision · Creating Goals and Strategies · Case: Goal, Strategies, Tactics .. Creating the Future/Recommendations · Discussion 3 , How We Started · City Council began exploring a visioning in itiativei n 2004 · Process: - Council discussed needs and ,hired consultant - Council appointed Steering Committee - Steering Committee guided work -Steering Committee actively engaged . community; consultant added 7 grad students - Staff actively supported process - Council monitored process 4 . How We Started · Steering Committee served as stewards of the process with the following principles: - Ensure broad and representative participation - Provide active and regular communication with the City Council and community - Bring forth all voices and perspectives fairly and equitably - Ensure open and transparent process 5 Vision Statement . Twenty years from now Shakopee will be known and valued as a unique city... 6 f Shako pee Vision Statement ... Where a vital and historic downtown anchors an active riverfront district; and where the Minnesota River serves as a beacon for residents and tourists. 7 ... Where 'distinct neighborhoods and business areas connect with each other through greenways and trails to protected natural habitat, recreational attractions, and other destinations; and where the arts deepen and enhance our community. ~I ~f' ~';:!l'~\Jrt!'I" f" ,<,Y~0r~~)2.;~Y~"I:!:y;!,;;~j"~i:~j ", ; 8 , ... · Where active, healthy, individual and family lifestyles are supported through varied recreational and educational opportunities; where we demonstrate our commitment to youth; liMDge;! :.-...., . . --.- -", ;.- _:;, '" .'.' -'- ~--" -. . Shakopee, , Minnesota 9 ...Where both young and old enjoy community gathering places; where neighbors of all backgrounds respect and appreciate each other; an.d where diversity is celebrated. 10 ... Where homes meet residents' lifetime needs and are in neighborhoods that are accessible and connected with one another; where housing developments , and public spaces reflect community needs; 11 ...and where the. city's unique historic personality is thoughtfully balanced with easyacce.ss to urban . conveniences. 12 ... Where we support high quality, life-long educational opportunities; where employees receive living wages; and where both local businesses and corporate headquarters are welcomed and well-supported. 13 ... Where residents are invested in the community and provide input on local issues; where open communication and commulJity service are valLied; 14 . ...andwherehigh standards reflect our vision and commitment to creating a sense of community for generations to come. 15 , Building the Vision · 18-month process allowed broad engagement and sufficient time to build understanding of values and issues · Vision built carefully and respectfully directly on those values and key issues · The integrity of the process gives strength to the Vision 16 < Building the Vision 1. Identified and analyzed stakeholders 2. Gathered community input - Nearly 25 community conversations and focus groups - Industry, real estate surveys - Open House - Shakopee Showcase - National Night Out - Recorded detailed comments from hundreds of people and published for public review 17 Building the Vision 3. Identified values and priorities, and developed issue briefs - Small-town feel - "Close but not too close" - River roots, environment, and historic downtown - Recreation and the arts - - Economic opportunities and challenges of growth - Social opportunities and challenges of growth 4. Developed 20-yr vision to support mission and reflect community values, priorities 18 , .Creating Goals and Strategies · Joint Council-Steering Committee workshop included city staff, County Board and <'~.;: Planning Commission ,; members, developer, public policy/planning students · Toolbox workshops and committee work yielded detailed tactics 19 MISSION i VISION i GOALS i t TACTICS 20 Goals High quality of life Active and healthy community Great place for kids to grow up Vibrant, resilient, and stable Financially strong Goals and Strategies _____ High quality of life .~ \ 1 -----.. Active and healthy community I , Vibrant, resilient . Great place for and stable ~ kids to grow up ~ 1 ~ Financially strong ~ Great Place to Grow Up! Make community a Protect the welcoming' place ~ environment Great place for ~ kids to grow up "-------- , Provide high- quality services Make downtown and riverfront inviting Foster Increase citizen community participation communication Support more neighborhood Regularly update the and community events comprehens\ plan ~ Create community Grow intelligently .--------- gathering ---------. locations Create strong Increase multimodal recreation transportation system programs to serve diverse Facilitate access people to local amenities Complete Expand arts pedestrian trail opportunities connections . Great Place to Grow Up! . MISSION r VISION r GOALS r ,1 TACTICS 25 Great Place to Grow Up! Make community a Protect the welcoming place ~ environment Great place for ~ kids to grow up ~ Provide high- quality services Make downtown and riverfront inviting 26 Increase Communicate citizen ~ participation . .. ........... Facilitate vision to everyone . ' , diversity initiatives Regularly Use natural update areas to create comprehensive ~ neighborhood plan ~ sense of place Promote Shakopee's ~ ~ Create historic heritage community \ gathering places Develop and preserve historic downtown Make neighborhoods Support more pedestrian. friendly neighborhood Expand arts and community opportunities events Creating the Future · 20-yearVision of Shakopee's future grounded in community values and priorities · Vision should drive Comp'rehensive Plan 28 Creating the Future · Steering Committee has served as stewards of this process at City Council's request. -Creating the future is the entire community's responsibility - Council must provide leadership to achieve Vision and Mission 29 Creating the Future Recommendations: . Formally adopt the Vision Statement . Formally adopt the goals and strateg ies . Work with staff and community to begin implementation . Routinely monitor, evaluate, and change to meet community needs 30 , Creating the Future We trust community leaders to make strategic decisions about Shakopee's future for "generations to come" -- based on the community values and priorities framed by the community . . vIsion 31 , < Thank you! Shakopee Visioning Initiative Steeri ng Comm ittee mem bers Phil Burke, Jane DuBois, Kathy Gerlach, Marge Henderson, Wayne Herstad, Terry Joos, Charley Kubler, Joan Lynch, Farmer Marschall, Bob Mitchell, Bill Nevin, Paulette Rislund, Carol Schultz, Arv Sornberger, Tom Steininger, Don Wagner Consultant Anne Carroll Graduate students: Kelly Betteridge, Nick Wallace, Breanne Daines, Lynn Vandervort, Jena Min, Katie Farnham, Judith Spanberger 32 ~--~-_. ------ By Kevi,.! Frazell <0> he world economy is changing. while your city goes through endless citizens-well in advance of any specific Has your city done everything public hearings, extensive councildis- project proposal. It is critical that all necessary to be a player? More cussion, and protracted litigation. Those stakeholders-including those whose specifIcally, have you engaged cities and regions that know what property might need to be acquired, your citizens in a common vision they want and are ready to respond to or who otherwise could be tempted to I for the development and redeve1- opportunities w'ill be the winners. But see themselves as "losers" in new devel- " opment of your community? unless you've engaged all the stake- opment-be brought to the table well Where America once clearly holders of your city in a vision for eco- before the city is considering a specific I dominated the world economy, our nomic development, you may not be as proposal fi-om a specific business. Make , nation and our cities now compete in a prepared as you think.You risk having sure everyone understands what will global ma.rketplace. Ours is a relatively the best-laid plans blow up at just the happen, why, how they will be aftected, 'I expensive country in which to dopusi- 'wrong time. ' a1!d;if necessary, how they will be com- ness. Our citizens and communities are I The virtual firestorm of controversy pensated. Honestly soliciting everyone's learning all too painfully how easily surrounding the recent Kelo vs. New early ideas far how to most successfully II manufacturi~lg ca.n sWi[.tly shiftto l~w- London, decision ofthe ~.S, Supreme obta~1l new. developm.ent in th.e com- cost cornpeotors 111 Cnma and MeXIca. Court illustrates the pomt. The Court, mUl11ty, whIle protecong the rIghts of And even the work associated with by a narrow 5-Lrdecision, upheld the individuals and minimizing the disrup- routine customer support and service right oflocal govenmlent'to use eminent honto their lives, can go a lang way to operaJj.ons can now be outsourced domain for economic development and winning broad public and stakeholder to well-educated workers in India. redevelopment projects that are back eo support for the tough decisions that Distance is becoming irrelevant. by a well thought out plan and a _ may have to be made later. I America is emerging in the global demonstrable "public purpose." But the The plaintitJ:s in Kelo represented economy as a' provider of high value- caurt minority has been joined by an only seven of the 90 househalds that added, creative services-finance, engi- unusual caalition of the left and rigJ:1t in were disp4Iced by New London's project. neering, design, research, management, loud protest that the qecision betrays a With only one additional vote on the entertainment, marketing, producing, narrower "public use" test imposed by Supreme Court, their wishes would and applying knawledge. The resource the constitution, and will result in tax have prevailed over the interests .of the base necessary to compl',':te in that hungry local governments and power- other 83 homeowners who wished to economy is less about access to natural ful busine$s interests violating dIe rights sell, of a high-tech pharmaceutical firm resources and more about having a of individuals. Proposals for legislative needing t.o create the type of environ- higWy-educated and creative workforce. curbs on this "abuse" have already been ment necessary to recruit and retain the Yet even here, American cities must introduced in both the u.s. Congress creative employees of the 21st century, compete with the creative centers of and in many state legislatures, including I and of the 25,000 citizens of an economi- Canada, Europe, Asia, and elsewhere. Minnesota's. Regardless of the ultimate cally distressed community who surely Can your city fmd its niche in this new outcome oflegislative attempts to rein . had a vested interest in a revitalized wodd? What can your region do better in the use of eminent domain, it is watertl-ontandstrengthened ta..'t base. or sooner than anyone else? Does your dear that cities are going to be under Get started now, to make sure that community provide the kind of envi- increased and intense public scrutiny citizens who might feel disenti-anchised ranment where members of that creative whenever using it. Many will assume' I don't derail your community's eco- workf.orce will want to live and work? the worst. I nomic future. ~ So how does all of this fit with the Ec.onomic development can no I ideals of democratic governance or longer be the behind-the-scenes purview I active citizen participation, which haw of just the economic development I been articulated in recent "Governing director, the city council, and the I Your City"columns? In today's break- chamber of commerce. I neck business world, where capital liter- I Cormnunities that want to succeed Kellin Fmzell is member services director ally ~.ows arou~d the world in seconds, I at economi,c developmen~ in the ;2,tst I with the League if Mim:esota Cities. a busmess \>rantmg to get a new product I century would be well adVIsed to develop Phone: (651) 28.1, -12.1). E-mail: or service to market can't afford to wait , a genuine dialogue with citizens-all I kfrazell@I/1'lnc.ol~f/,. .--------_._----~-~._---^----_._._._.__._._.._-~--- ----_._------~...._---- ,'\UGUST 2005 MINNESOTA CITIES 1: ...._. ""<I>~~~RW.[~l,-!.z:,~.