HomeMy WebLinkAbout14.A. Visioning Initiatives Adoption
/1. A.
CITY OF SHAKO PEE
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Visioning Initiatives Adoption
DATE: December 15, 2005
INTRODUCTION:
The Council is asked to adopt the Mission Statement, and the goals and strategies that are
the result ofthe Shakopee Visioning Initiative.
BACKGROUND:
In May, 2004, the Council hired Anne Carroll of Carroll, Franck, and Associates, to
facilitate a visioning initiative for the City of Shakopee, which would establish a long
term (20 years or more) set of directions for Shakopee.
F or the first several months of the proj ect, hundreds of Shakopee residents and
"stakeholders" provided input as to what they saw were strengths and weaknesses of
Shakopee, and what they wanted Shakopee to look like in the years to come.
In Fall 2004, the City Council appointed a 15 member Steering Committee to review and
analyze the input, and recommend findings. Over the course of numerous meetings held
over several months, the Steering Committee formulated a Mission Statement for the City
of Shakopee, as well as general goals and strategies that would be part of the vision.
The Steering Committee presented their findings at the Council meeting of November
15th; compact disks containing the project summary, and attachments containing
supplemental information that was part of the entire process were distributed to the
Council on December 4th.
Key Issues
The Steering Committee identified several key issues which were the result of the
community values and priorities that came from the community input:
. Small-town feel
. Close but not too close
. Shakopee's river roots and sense of history
. Social opportunities and challenges of growth
. Economic opportunities and challenges of growth
. Sports and recreation
Mission Statement
From the Key Issues, the following Mission Statement was created:
Twentv vears from now Shakopee will be known and valued as a unique citv...
Where a vital and historic downtown anchors an active riverfront district; and where the
Minnesota River serves as a beacon for residents and tourists.
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.
Where active, healthy, individual and family lifestyles are supported through
varied recreational and educational opportunities; where we demonstrate our
commitment to youth; where both young and old enjoy community gathering places;
where neighbors of all backgrounds respect and appreciate each other; and where
diversity is celebrated.
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; and where the city's unique historic personality is
thoughtfully balanced with easy access to urban conveniences.
Where we support high quality, life-long educational opportunities; where
employees receive living wages; and where both locally owned businesses and corporate
headquarters are welcomed and well-supported.
Where residents are invested in the community and provide input on local issues;
where open communication and community service are valued; and where high
standards reflect our vision and commitment to creating a sense of community for
generations to come.
GOALS. STRATEGIES. AND TACTICS
The Steering Committee identified a progression of action step (shown in order of the
most comprehensive, to the least encompassing) in order to guide Shakopee towards a
common vision, 20 years out. The hierarchy is as follows:
MISSION
VISION
GOALS
STRATEGIES
TACTICS
Through a series of Steering Committee workshops, and "toolbox" workshops that
included the City Council, Steering Committee, staff, students from the Humphrey
Institute of the University of Minnesota, and other key leaders, the final recommended
goals and strategies were formulated:
GOALS:
Active and healthy community.
High quality of life.
Great place for kids to grow up.
Vibrant, resilient and stable.
Financially strong.
STRATEGIES:
The following are strategies which will be needed to attain these goals:
. Increase use of Park and Recreation
. Enhance physical, mental, spiritual health
. Protect the environment
. Improve individual financial health
. Foster community connections
. Provide high quality services
. Make community welcoming
. Make downtown and riverfront inviting
. Strengthen small town feel
. Ensure City's fiscal health
. Ensure range of housing
Note that neither the goals nor strategies are identified in any particular order of
importance. Also, as shown in the attached summary of the project documentation (page
3), each ofthese interact with other goals and strategies.
IMPLEMENTATION:
The implementation phase ofthe visioning process, which is certainly the most "hands
on" part, is to identify tasks that support the strategies and goals. These tasks are
identifiable and may be short term; addressing tasks are often things which need to be
provided in the budget.
For example, to attain the strategy of "Strengthen small town feel", the following tasks
were identified by the Steering Committee:
1. Increase citizen participation.
2. Facilitate diversity initiatives.
3. Use natural resources to create neighborhood sense of place.
4. Create community gathering places.
5. Make neighborhoods pedestrian friendly.
6. Support more neighborhood and community events.
7. Expand arts opportunities.
8. Develop and preserve historic downtown .
9. Promote Shakopee historic heritage.
10. Regularly update comprehensive plan.
11. Communicate vision to everyone.
To support the tasks, specific steps must be taken. For example, ifthe task to be worked
on is to "Create community gathering places", funding of the performing arts stage and
viewing area at Huber Park would be one way to support that task. Or, if the desire is to
support the task of "Make neighborhoods pedestrian friendly", Council could be asked to
consider policies regarding sidewalks (such as the agenda item to discuss collector street
sidewalks elsewhere on the December 20th agenda).
The implementation of these strategic visioning results will be an ongoing challenge for
the City. If the outcomes recommended by the Steering Committee are adopted by the
City Council, staff will re-format future Council agendas so that they are be tied to goals
and strategies, rather than being categorized as they have been in the past under more
traditional groupings like "Police and Fire" and "Administration". This will help to
reemphasize the need to tie City actions towards the long term vision for the City.
RECOMMENDATION:
The Council is asked to adopt the Vision Statement, and the Goals and Strategies.
ACTION REQUIRED:
If the Council concurs, it should, by motion, adopt the recommendations of the Steering
Committee of the Shakopee Strategic Visioning Initiative, and adopt the recommended
Vision Statement, and the five Goals and eleven Strategies.
"1MJL~.~
Mark McNeill
City Administrator
MM:th
. ,.,. I'IJ}~ .
,
Shakopee
Visioning InItiative
Summary
Project Documentation
May 2004-November 2005
Prepared by
Anne Carroll
Strategic Planning Consultant
Carroll,
Franck
~;,~~:~;
Saint Paul, MN 55116
651-690-9162
carrfran@qwest.net
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.
This Visioning Initiative is robust, thoughtful, and indeed
visionary thanks to the tremendous work and support of the
following...
Shakopee community members
Major John Schmitt and Council members Terry Joos (Steering Committee
liaison), Steve Menden, Joe Helkamp, and Matt Lehman
Steering Committee members
Phil Burke, Jane DuBois, Kathy Gerlach, Marge Henderson,
Wayne Herstad, Terry Joos, Charley Kubler, Joan Lynch,
Duane (Farmer) Marschall, Bob Mitchell, Bill Nevin, Paulette Rislund,
Carol Schultz, Arv Sornberger, Tom Steininger, and Don Wagner
City Administrator Mark McNeill
Community Development Director Michael Leek
952-233-9300
Humphrey Institute Graduate Students
Kelly Betteridge, Nick Wallace, Breanne Daines, Lynn Van Der Vort,
Jena Min, Katie Farnham, Judith Spanberger
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TABLE OF CONTENTS
1 Executive Summary..................................................................................................... .................... 1-1
1.1 P' 0 . '
rOJ ect vervlew.......... ............. .......................... ................ .................................................... 1-1
1.2 Community Input.. ....... ................... ..................................................................... .... ................ 1-1
1.3 Community Values and Priorities.... ............................ ............................................................... 2
1.4 Key Issues................................................................................................................................... 2
1.5 Vision Statement............................................................................................. ............................ 2
1.6 Recommended Goals, Strategies, and Tactics.......;.................................................................... 3
1.7 Monitoring and Evaluating ........................................................................ .... ............................. 3
2 Overview of Visioning Initiative..... ........................................................................ ................... ........ 4
2,1 Introduction...................................................................................................................... ............4
2.2 Shakopee Strategic Visioning Initiative Project Overview........................................................ 4
2.3 Key Participants............. ............................... ............. ....... ............................ ...................... ........ 5
2.3.1 City. .. . . . .... . .. ... . .. . . . .. .. . .. .. .. .. . . ..... ... . .. . .. . ... . . ... .. . ..... .. . ... ... ...... . .. . . . . . . ... .. . .. ... .. .. . .. .... .. . . . . .. . .. .... . . ... 5
2.3.1.1 Mayor and City Council.. ...... .......................................................................................... 6
2.3.1.2 Staff......................................................................................................................... .........6
2.3.1.3 Appointed Steering Committee....................................................................................... 6
2.3.1.4 Standing Advisory Groups..................................................................................... ......... 6
2.3.1.5 Consultant..................... .......... ........................... ...................... ....................................... 7
2.3.2 Community Groups and Individuals....................... ..................... ............ ........................... 7
2.3.3 Humphrey Institute Capstone Course Students.. .............. .............. ...... ............... ...... ......... 7
2.3.4 Other Units of Government/Elected Officials ............ ...................... ....... ............... ............ 7
2.4 Communications ...... .................. ..... ...... ........ ...... ....... ....... ......................... ... ........ ...... .... .... ........ 7
3 Stakeholder Identification and Analysis................... ....................................................... ................... 9
3.1 Introduction................ ... ........ ............ .... .............. .... '" ...................................... '" ........................ 9
3.2 Workshops and Results............................................................................................................... 9
4 Community Input............. ............ ................................................................................. ...... .............. 11
4.1 Introduction................................................... ............................................................................ 11
4.2 Community Conversations. ....... ........ ........................................................................................ 12
4.2.1 Introduction.................................................................................................................... ... 12
4.2.2 Handout Explaining Community Conversations .............................. ................... ............. 12
4.2.3 Sample Questions for Community Conversations............................................................ 13
4.2.4 Host/Convener Packet, Invitations, and Notices.................. ...... ....... ................. ............... 13
4.2.5 Participating Groups and Individuals............................ .... .......................... ............... ....... 13
4.2.6 Community Values that Emerged from Community Input............................................... 14
4.2.7 Detailed Input from Community Conversations: See Appendix D ................................... 14
4.3 Surveys..................;......................................................................................................... .......... 15
4.3.1 Introduction.................................................................................................................. ..... 15
4.3.2 Industry Survey... ....... ............... ................................................. ............................... ........ 15
4.3.2.1 Industry Survey Summary Results.. ......... ............ ........... ........ ........ ...... ............. .......... 15
4.3.2.2 Industry Survey Contact List... ......... ........................ ..........;................... ........ ........ ...... 16
4.3.2.3 Industry Survey Questions ................... ...........................,...................... ........ ................ 16
4.3.2.4 Detailed Industry Survey Results.... ...................... ................. ................ ............ ........... 16
4.3.3 Real. Estate Survey................................. ................... ........................................................ 16
4.3.3.1 Real Estate Survey Summary Results... ........ ................ ................... .......... ........... ........ 16
4.3.3.2 List of Realtors Surveyed........................................... ........................................... ........ 18
4.3.3.3 Realtor Survey Detailed Responses ............ ........ ..... .......... ................ ........ ..... .............. 18
4.3.4 Shakopee Park and Recreation Survey (December 2003) Summary Results................... 18
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4.4 Open House.... ..... ........... ........ ....... ...... ... ...... ..... ... ..... ............. .................... ...... ... ................ ...... 20
5 Issues Briefs....... .............. ........ ................. ............. .......................................................... ............ ..... 22
5.1 Introduction............................................................................................................................... 22
5.2 Issue Brief: Small Town Feel................................................................................................... 23
5.3 Issue Brief: Close but Not Too Close ....................................................................................... 24
5.4 Issue Brief: Shakopee's River Roots and Sense of History ......................................................27
5.5 Issue Brief: Social Opportunities and Challenges of Growth ................................................... 30
5.6 Issue Brief: Economic Opportunities and Challenge of Growth .............................................. 33
5.7 Issue Brief: Sports and Recreation...... ......... ....................................................... ...................... 36
6 Vision......................................................................................................................... ....................... 38
6.1 Process of Developing Vision...................... ............................................................ ................. 38
6.2 Vision Statement........................................................................................ ..... .......................... 38
7 Goals and Strategies (Action-Oriented Strategy "Mapping") .......................................................... 43
7.1 Introduction.... ................... ..... ............................. .... ................ .................. ............ ... .... .,. .......... 43
7.2 Goals and Strategy Mapping Workshop, Toolbox Workshops ................................................ 43
7.2.1 Summary Results......... ...... ............. ...... ......................... ................... ......... .......... .... ......... 43
8 Monitoring and Evaluation....... ............................................................... .................. ....................... 48
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1 Executive Summary
The Shakopee City Council initiated the Visioning Initiative in late spring 2004, hired strategic planning
consultant Anne Carroll of Carroll, Franck & Associates, and later appointed a IS-member community
Steering Committee.
The Council appointed one of its members to serve as a liaison to the Steering Committee and continued
to oversee the process through its completion in November 2005. The consultant designed and
facilitated the entire process, and the dedicated Steering Committee served as strong stewards and
community leaders of the process. The consultant also brought in seven graduate students from the
Humphrey Institute who worked intensively with the Steering Committee through winter and spring
2005.
1.1 Project Overview
The Visioning Initiative consisted of the following major tasks:
. Identify and analyze stakeholders
. Gather community input through a large number of community conversations, surveys, and an
Open House
. Identify community values and priorities
. Identify key issues
. Prepare draft vision statement
. Develop goals and strategies to support vision and mission
1.2 Community Input
Hundreds of people were involved in community conversations with the following groups, among
others:
. Chamber of Commerce . Realtors
. Civil Service Commission . Realtors
. Community Education Council . Red Oak School PTO
. Crime Prevention Fund . Religious leaders
. Crime Prevention Fund and Civil . Renters
Service Commission . Riverfront neighbors
. Enigma Teen Center Board . Riverfront residents
. Environmental Advisory Commission . Russian community members
. Friendship Church . Senior groups
. Heritage Society . Shakopee Catholic Schools Board,
. Industry owners Parent Advisory Group, and senior staff
. League of Women Voters (proxy) . Shakopee School Board, Superintendent,
. Lions Club and senior staff
. Medical community representatives . Southbridge residents
. Ministerial Association . Spanish-speaking community members
. Parks and Recreation Board . Telecommunications Advisory
. Planning Commission Commission
. Police Department staff . Vision Shakopee Board (business)
. Public Utilities Commission . Young/immigrant parents
Shakopee Visioning Initiative Page 1-1
Summary Project Documentation, November 2005
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1.3 Community Values and Priorities
Community values that emerged from community input included the following:
. Small town feel . History, sense of place
. Sense of community . Job opportunities
. Good relationships . Real downtown
. Safety . Entertainment venues
. Good schools . Parks, trails
. Religious connections . Transportation options
. River access, beauty . Access to Twin Cities
. Opportunities, choices . Affordabili ty
. Community pride . Fear of change
1.4 Key Issues
The key issues that were identified as a result of community input and the identification of community
values and priorities are listed below. For each of these a comprehensive Issues Briefwas developed
detailing the issue based on the perspectives raised during community input and refined by the Steering
Committee. This word laid the crucial groundwork for the subsequent vision statement.
. Small-town feel
. Close but not too close
. Shakopee's river roots and sense of history
. Social opportunities and challenges of growth
. Economic opportunities and challenges of growth
. Sports and recreation
1.5 Vision Statement
Based on all the previous work, the Steering Committee developed a comprehensive vision statement
through.a series of workshops. Below is the final community vision presented to the Council in summer
2005.
Twentv vears from now Shakopee will be known and valued as a unique citv...
Where a vital and historic downtown anchors an active riverfront district; and where the Minnesota
River serves as a beaconfor residents and tourists.
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.
Where active, healthy, individual and family lifestyles are supported through varied recreational
and educational opportunities; where we demonstrate our commitment to youth; where both young and
old enjoy community gathering places; where neighbors of all backgrounds respect and appreciate each
other; and where diversity is celebrated.
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;
and where the city '8 unique historic personality is thoughtfully balanced with easy access to urban
conveniences.
Where we support high quality, life-long educational opportunities; where employees receive
living wages; and where both locally owned businesses and corporate headquarters are welcomed and
Shakopee Visioning Initiative Page 2
Summary Project Documentation, November 2005
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well-supported.
Where residents are invested in the community and provide input on local issues; where open
communication and community service are valued; and where high standards reflect our vision and
commitment to creating a sense of community for generations to come.
1.6 Recommended Goals, Strategies, and Tactics
The final step in the formal process was to develop recommended goals, strategies, and tactics that
supported implementation of the vision and mission. This was done through a series of consultant-
facilitated goal and strategy mapping workshops and "Toolbox" workshops that included the Council,
Steering Committee, staff, students, and other key leaders. Below are the final recommended goals and
strategies.
Goals
,
Goals and Strategies
1.7 Monitoring and Evaluating
The consultant worked with staff and the Steering Committee to develop a framework for a reasonable
monitoring and evaluation system to support implementation and ensure its integrity.
Shakopee Visioning Initiative Page 3
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2 Overview of Visioning Initiative
2.1 Introduction
The Shakopee City Council launched the Shakopee Visioning Initiative in May 2004 and hired
consultant Anne Carroll of Carroll, Franck & Associates to lead this work under Council direction. That
December the Council formally appointed a community-based Steering Committee to steward the
project over the following year.
The project phases are outlined below in a memo prepared for a Council workshop on August 12, 2004.
Throughout the course of the project the Council was kept updated through formal presentations at their
regular, cablecast Council meetings; those detailed updates are included in the Appendices.
2.2 ShakopeeStrategic Visioning Initiative Project Overview
Develop Scope and Launch Project
Develop Steering Committee: It is critical to identify and engage strategic champions.
. Typically diverse community leaders from traditional and nontraditional arenas who lend credibility to
the work, open doors, smooth the occasional ruffled feathers, and generally help buoy the initiative at
the community level and beyond.
. Should also include key staff and a CC liaison.
. Tasks are to provide oversight, momentum, and to direct guidance on topics such as communications
strategies, stakeholders, partnerships, events and activities, and so forth
. An optimum size is around 15, but we could invite more since it's unlikely that either all would accept
or all would attend every meeting
. Timing: current
Identify Stakeholders and Perform Initial Analyses
. Finalize list of CC' s initial stakeholders (tonight)
. Keep everything open, authentic, and transparent
. Work with Steering Committee to identify groups to convene in community conversations in order to
deepen process, confirm key questions, and identify some initial issues
. Create a Convener Packet for others to convene stakeholder groups
. Document everything and communicate it broadly
. Begin documenting some key issues that emerge
. Maintain energy and excitement
. Timing: current through early fall
Create "Live" Issues and Search for Solutions
. Issue creation begins when stakeholders put forward solutions, typically without clear and agreed-
upon definitions ofthe problems that the solutions are meant to solve. For example, a group will come
together to discuss Shakopee's future and people will say, "We have to create more safe recreation
alternatives for youth," or, "Our downtown business properties need to be revitalized."
. Many and varied community conversations will continue, and work with partners will expand and
deepen through various activities and events that may include field trips, open houses, or special
Shakopee Visioning Initiative Page 4
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events to explore the dimensionality of problems and issues that emerge from the community
conversations.
· We will work with the Steering Committee and partners to expand communications.
· As the process moves forward, we will document, compile, and communicate about input received,
and "live" issues will emerge from this rich set of conversations.
· We will work with the Steering Committee and CC to explore the possible solutions that emerge, push.
back and forth to seek common understandings on problems, and begin the serious community work
of identifying real solutions. This will be done through more formal and structured events and
activities, and will lay the groundwork for community visioning and detailed implementation
planning.
. Timing: probably through spring 2005
Formulate Vision and Plans
. At this point, project leaders and key stakeholders have gathered and analyzed broad and deep
community input, and formulated critical issues/problems and some general solution strategies, laying
the crucial foundation for a community vision.
. The CC and Steering Committee (along with others) will then articulate a legitimate vision place
based on broad community consensus.
. Throughout this phase, staff will have been making the links between your work and detailed plans,
and you will all be moving more tangible work forward.
. Timing: probably through the end of 2005
Monitor, Evaluate, and Evolve
. This requires structures to formally monitor and evaluate progress against the goals and toward the
vision. They will have internal and external components, be measurable, engage the community, allow
vigorous dialogue, and be openly communicated.
. This work will be woven tightly into all documentation, reporting, and the various forms of
accounting that are done both within government and in the community; this will help leaders hold
each other accountable.
. We will help develop incentives and consequences to support progress, as well as opportunities to
publicly celebrate both grand-scale and small successes.
. Finally, we'll help design methods to weave feedback and change loops for both public and
community implementation into routine structures such as regular councillboardlcommission
meetings, local media, intraorganizational communications, and decision-making structures.
. Timing: This will begin near the end of the previous phase, probably at the end of2005, and continue
forever.
2.3 Key Participants
Key participants included city government and their hired consultant, community groups and
individuals, Humphrey Institute graduate students working under the consultant's supervision, and other
units of government and elected officials. Each is further detailed below.
2.3.1 City
Key city participants included the mayor and city council, lead staff, and appointed Steering Committee,
standing advisory groups, and the outside consultant.
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2.3.1.1 Mayor and City Council
Through this entire project the city officials were Mayor John Schmitt and council members Terry Joos,
Steve Menden, Joe Helkamp, and Matt Lehman. Terry Joos also served as the liaison to the Steering
Committee, attending every meeting, thoughtfully contributing his insights, and ensuring that the
Council was kept informed as the work progressed.
2.3.1.2 Staff
All department heads and many other staff members actively participated in many aspects of this
project, particularly the goal- and strategy-setting and toolbox workshops in summer 2005. Of particular
note were city administrator Mark McNeill and Community Development Director Michael Leek. These
two staffed all Steering Committee meetings; with the assistance of Toni Huber provided administrative
and logistical support for all the work; and they supplied the critical content connections with existing
and potential city policies, regulations, and decision-making structures to ensure that the project results
could be implemented and successfully help shape Shakopee's future.
2.3.1.3 Appointed Steering Committee
The Council formally appointed the community-based Steering Committee in December 2004 to serve
as stewards of the Visioning Initiative. Below is the statement of purpose and list of Steering Committee
members from the preliminary material included in their kickoff packet.
Steering Committee members were appointed by the Council in December 2004 and met for the first
time in late January 2005. The Council's decision to legitimately engage community members is a
critical step. Steering Committee members bring a wonderful range of backgrounds and perspectives to
this volunteer role, and are essential to extend and deepen the visioning work under the Council's
guidance. As with all aspects of this process, the results of their work will be open and accessible to the
public, and they will routinely provide updates to and seek direction from the Council.
As aworking group, Steering Committee members will process, consider, and reflect on information
originating from people just like themselves who care deeply about the future of Shakopee. And as
champions, their energy, commitment, and hard work will ensure success and ownership at the local
level.
Steering Committee members will help identify and engage additional stakeholders; identify more
communications and involvement mechanisms; sort through the input from the Community
Conversations to articulate common values and priorities; begin identifying "live" issues for further
consideration; and help develop ideas for problem identification and solution strategies. They will also
advise on process issues, and offer their strategic insights on how to ensure success.
Below is the list of Steering Committee members appointed by the Council in December 2004:
Phil Burke Charley Kubler Paulette Rislund
Jane DuBois Joan Lynch Carol Schultz
Kathy Gerlach Duane Marschall Arv Sornberger
Marge Henderson Bob Mitchell Tom Steininger
Wayne Herstad Bill Nevin Don Wagner
2.3.1.4 Standing Advisory Groups
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The Council is supported by a number of appointed advisory groups. Nearly all of these participated in
. community conversations/focus groups to ensure that their valuable perspectives were represented in the
process. They are included in the list of participating community groups and individuals below and in
the Appendix.
2.3.1.5 Consultant
The Council hired strategic planning consultant Anne Carroll of Carroll, Franck & Associates (St. Paul)
to lead the process under Council direction and with the support of staff and the community-based
Steering Committee.
2.3.2 Community Groups and Individuals
Dozens of community groups and hundreds of individuals directly participated in the Visioning
Initiative. Thousands of people received paper, electronic, and cablecast updates and information about
the process and opportunities to participate. A partial list of participating groups is included in the
section on Community Input, and a partial list of individuals is included in the Appendix.
2.3.3 Humphrev Institute Capstone Course Students
Consultant Anne Carroll also teaches strategic planning and public involvement to graduate students at
the University of Minnesota's Humphrey Institute of Public Affairs. For spring semester 2005 she
developed what's known as a "capstone" course for second-year grad students specifically focused on
the Shakopee Visioning Initiative.
The following graduate students participated in this project: Breanne Daines, Jena Min, Nick Wallace,
Judith Spanberger, Lynn VanDer V ort, Kelly Betteridge, and Katie Farnham. They worked under the
direction of the consultant to support the Ste~ring Committee in conducting community conversations,
preparing issues briefs, participating in all the workshops, drafting the vision, and developing the
preliminary goals and key strategies. They played a central role in this project and contributed a
tremendous amount of fresh thinking and thoughtful perspectives.
2.3.4 Other Units of Government/Elected Officials
The Shakopee Board of Education was actively involved in the community.conversations and Open
House, the County Board member representing Shakopee was involved in the Open House and in setting
goals and strategies, and legislators were contacted to participate. The Mdewakenton Sioux (Dakota)
tribal community was identified as a key stakeholder, but that connection did not occur within the
parameters of this Visioning Initiative.
2.4 Communications
Inbound and outbound communications with community members was continuous throughout the
Visioning Initiative and critical to the integrity ofthe process. Below is a summary of the primary
methods used; most of these are discussed in detail later in this report. Some events and activities were
designed in sections or parts specifically to both provide information and seek community input.
Community Input (inbound):
. Steering Committee
. Community Conversations and focus groups
. Surveys
. Open House
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. Shakopee Showcase
. Personal conversations with Council members, Steering Committee members, staff
. City website/email account
Community Information (outbound):
. Community kickoff with the Council (cablecast)
. Community calendar specifically featuring the Visioning Initiative
. Updates at regular, cablecast Council meetings
. Brochures distributed citywide at 2004 and 2005 National Nights Out
. Community conversation invitations and introductory materials
. Open House invitations and content at the event itself
. Shakopee Showcase
. Web sites ofthe City, Chamber of Commerce, School District, and Heritage Society
. Full documentation (binders) at City Hall and in the Library
. Event flyers
. Articles in Chamber of Commerce and school district publications
. Articles in the local newspaper, the Shakopee Valley News
See Appendices H through M for text and PowerPoint presentations for the regular City Council
updates throughout the course of the Visioning Initiative.
Shakopee Visioning Initiative Page 8
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3 Stakeholder Identification and Analysis
3.1 Introduction
A stakeholder is a person or group that can make a claim on the city's attention, resources, or output, or
is affected by the city's output with regard to this Visioning Initiative. Identifying and then analyzing
key stakeholders is a critical step in a community visioning process. The City Council and senior staff
did this work from August 2004 through February of2005, and it profoundly influenced the remainder
of the work.
3.2 Workshops and Results
At an August 2004 workshop, Council members and senior staff identified key stakeholders for the
Shakopee Visioning Initiative. Identification was done within the framework of a Power and Interest
diagram, and results are shown on the next page. This work drove the decisions about who to engage in
community conversations, focus groups, surveys, and so on.
In January and February 2005 workshops, the Council continued the work by analyzing the needs and
interests of some of the key stakeholders following these instructions:
1. Write the stakeholder name at the top of the flip chart page on the wall.
2. How might this stakeholder decide whether this Visioning Initiative is of value or interest to them?
3. List ways in which this stakeholder influences decisions made by the city.
4. What does the city need from this stakeholder in the short and long terms?
5. How important are they to the Visioning Initiative?
Circle: extremely, reasonably, not very, not at all
6. If they are really important to us, how could we engage them in this effort?
See Appendix A for stakeholder analysis results.
Shakopee Visioning Initiative Page 9
Summary Project Documentation, November 2005
Council: Stakeholder Identification bv Power and Interest re: Shakopee's Future
Vision Chamber of Council
Heritage Shakopee Commerce members
Society Riverfront
residents "Old" Planning
SW metro Shakopee Commiss
realtors Sports Parks Rec
Community Jackson assoc . Advisory
Ed Council School Township Comm
Shakopee Env
Valley Advisory
News ~omm
Senior Club groups SACS Canterbury Teeconlm
senior staff Downs Builders Commis
SACS Assoc of
school bd theTC
PTOs Shakopee
public
Disabled Crime Fund utilities City staff
citizens Bd deptheads
Teen Residents Civil Svc Valley Fair Regional
..... leadership on septic Commiss Industrial medical
en systems community community
W
~ Louisville
W Firefighters
..... Township Star
Tribune Scott
Z south County Bd
- Small
realtors
League of Jaycees Rotary
Outdoor Women
Heritage Voters Lions Ministerial
Educ Ctr Iglesia de Assoc
Spanish la Luz del
speakers tvlondo
Living 3 Rivers, Hsg Devel
Hope DNR, US Auth
leadership Fish & WL
Living Big box
Hope retailers
church Watershed
Russian Russian districts
speakers church
Civic/svc
groups Rental SMSC
Teens Friends of residents Business
Young the library SMSC Council
children Ren Fest communit
Shakopee Visioning Initiative POWER Page 10
Summary Project Documentation, November 2005
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4 Community Input
4.1 Introduction
The purpose of community input was to shape the vision of Shakopee's future. Community input took
several formal forms to accomplish this, including community conversations (similar to focus groups),
surveys, and an Open House that included input activities; these are discussed in detail below. There
were also numerous workshops with the Steering Committee, Council members, and others; these
revolved around the community input and moved the process forward.
,
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4.2 Community Conversations
4.2.1 Introduction
Several dozen community conversations were held throughout the city from late summer 2004 into
March 2005. All but a few were facilitated by the consultant, and at each the input was documented in
detail on a flipchart to allow immediate verification, then posted for public review.
Groups and individuals based on the results of the stakeholder identification process (see elsewhere in
this report), and specific outreach was made to underrepresented groups.
This section includes a handout that we used to explain the community conversations, sample questions,
a reference to the host/convener packet in the Appendix, the list of participating groups and link to
individuals in the Appendix, community values that emerged from the conversations and formed a
powerful basis for the vision statement and later goals and strategies, and a link to detailed input in the
Appendix.
4.2.2 Handout Explainina Community Conversations
COMMUNITY CONVERSATIONS
What is a Community Conversation?
. Community Conversations are a part ofthe Shakopee Visioning Initiative - a City Council-
initiated process to help develop goals, strategies, and actions for Shakopee as the city continues
to grow.
. A Community Conversation is approximately an hour-long gathering of community members to
share thoughts on the City of Shakopee.
. As a community, we are exploring what makes Shakopee a special place to live, what
community values make it great, what needs to be protected and preserved, and what needs to be
different so Shakopee remains a vibrant and wonderful city as it grows and changes.
. Community Conversations will lay the crucial foundation for a community vision to begin
emerging later in 2005, from which the Shakopee City Council can formulate goals, strategies,
and action plans to achieve that vision.
Why should I host a Community Conversation?
. Developing a community vision requires as much input from community members as possible.
. As a community leader, you are able to reach out to many community members and are able to
extend a personal invitation to those with whom you communicate regularly.
. Hosting a Community Conversation ensures that the members of the community you care about
have an opportunity to have their voices heard.
How will the comments gathered from the Community Conversation be used?
. All comments from Community Conversations are recorded and organized into categories of
similar comments, and made available to the entire community. From these we can identify
common themes, issues, values, and priorities that will help guide the Shakopee Visioning
Initiative.
Who should I contact iflwould like to host a Community Conversation?
\
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. If you would like to host a community conversation please contact the city's visioning
consultant, Anne Carroll, at 651-690-9162, or by email at carrfran@qwest.net.
4.2.3 Sample Questions for Community Conversations
Below is a list of sample questions developed for anyone who wanted to host their own. Nearly all focus
groups revolved around the first few, focusing on values that characterize Shakopee, what makes it
unique or special, and why people stay in or moved to Shakopee.
. What values characterize Shakopee?
. . What do you find special about Shakopee?
. Why do you live here in Shakopee? or Why did you move here?
. Most people in Shakopee could move someplace else,_ but don't. What makes you stay?
. What makes Shakopee a special place to live, work, or play?
. What makes Shakopee unique?
. When you describe Shakopee to friends, what are the highlights?
. What do you love about living in Shakopee?
. What are your favorite spaces or gathering places? What makes those places special to you?
. In what ways are our community values part of Shakopee's past, present, and future?
4.2.4 Host/Convener Packet, Invitations, and Notices
See Appendix Bfor the Host/Convener packet that includes the following documents:
1. Convener/Host Packet for Community Conversations: These were handed out to anyone interested in
convening or hosting a community conversation
2. Invitation to Shakopee religious leaders for a community conversation
3. Invitation to a community conversation for seniors, hosted by Steering Committee member Marge
Henderson
4. Invitation to two community conversations for riverfront and nearby residents, hosted by
councilmember Matt Lehman
4.2.5 Participating Groups and Individuals
Below is a partial list of the groups that were involved in community conversations, focus groups, or
surveys of various kinds. A comparable list of individual participants is included in Appendix C.
. Chamber of Commerce . Lions Club
. Civil Service Commission . Medical community representatives
. Community Education Council . Ministerial Association
. Crime Prevention Fund . Parks and Recreation Board
. Crime Prevention Fund and Civil . Planning Commission
Service Commission . Police Department staff
. Enigma Teen Center Board . Public Utilities Commission
. Environmental Advisory Commission . Realtors
. Friendship Church . Realtors
. Heritage Society . Red Oak School PTO
. Industry owners . Religious leaders
. League of Women Voters (proxy) . Renters
, ,
. Riverfront neighbors . Southbridge residents
. Riverfront residents . Spanish-speaking community members
. Russian community members . Telecommunications Advisory
. Senior groups Commission
. Shakopee Catholic Schools Board, . Vision Shakopee Board (business)
Parent Advisory Group, and senior staff . Young/immigrant parents
. Shakopee School Board, Superintendent,
and senior staff
4.2.6 Community Values that Emeraed from Community Input
This initial list of emerging community values was presented at a Council update in spring 2005 and,
along with the detail from the corrnnunityeonversations, formed the basis for the vision statement and
subsequent goals and strategies.
. Small town feel . History, sense of place
. Sense of community . Job opportunities
. Good relationships . Real downtown
. Safety . Entertainment venues
. Good schools . Parks, trails
. Religious connections . Transportation options
. River access, beauty . Access to Twin Cities
. Opportunities, choices . Affordability
. Community pride . Fear of change
4~2.7 Detailed Input from Community Conversations: See Appendix D
4.3 Surveys
4.3.1 Introduction
The Humphrey Institute graduate students conducted two major phone surveys to expand the reach of
the community input into both business/industry and the real estate market. We wanted to learn how
firms, particularly those in Shakopee's Industrial Park, thought about and were connected to the city's
future. We also felt it was essential to hear the perspective of local realtors - what they thought and said
to home buyers about Shakopee's present and future.
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The students also summarized a December 2003 online survey done by the Shakopee Parks and
Recreation department.
Finally, we did a fun little survey at the Shakopee Showcase, primarily to attract people to come and talk
with Steering Committee members and staff at the Visioning Initiative booth. We reported the
information back to the Steering Committee for their information.
The surveys and summary results are presented below.
4.3.2 Industrv Survey
4.3.2.1 Industry Surv~y Summary Results
As part of the Shakopee Strategic Visioning Initiative, the Council-appointed Steering Committee was
committed to bringing the full range of voices to the table. To understand the perspective of industry in
the community, we attempted to survey II ofthe businesses in the Shakopee Industrial Park (see
attached list and survey questions). We were able to reach 4 of them and their responses are summarized .
below.
Most of the businesses surveyed have been located in Shakopee for more than a decade. They appear to
have originally located here because oflow costs ofland, and later facilities and proximity to the rest of
the Twin Cities.
The important qualities Shakopee has to offer to the businesses include quality of employees, who were
noted to be hard workers, with good family values, or the skill level that the industrial type businesses
were looking for. Location was also mentioned as a quality, close to the cities, but not too close was a
common theme, as was the ability ofthe city to cater to the businesses needs.
The majority of the businesses moved from another suburb of the Twin Cities due to the affordability of
land and space. The businesses stay in Shakopee again because of location, employee base, the city's
flexibility, and some just out of habit. "We started here and stayed here."
While the people interviewed didn't appear the view themselves as part of the Shakopee community
they do acknowledge the small town feel, values, and sense of community, although one interviewee
mentioned that she saw the community changing; they also acknowledge that they patronize the
restaurants in Shakopee.
The businesses would like the city to serve their needs by addressing issues promptly, efficiently, and
effectively. Their concerns listed were costs of county and state taxes and telephone and Internet
availability and location.
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Most of their corporate offices are located within their facilities in Shakopee. One company had 70%
percent of their labor force including upper management living in Shakopee. This is not the case for the
others, although they do note that they do live in the southwest quadrant of the Twin Cities metro area.
4.3.2.2 Industry Survey Contact List
Each of the contacts below received an introductory letter from Chamber of Commerce president Carol
Schultz, and were then called for the short survey. We made multiple calls and left many voicemail
messages, but were able to reach and survey only four ofthe firms. We're grateful to have received
thoughtful responses from the following firms: Challenge Printing, Northstar Auto Auction, Fremont
Industries, and Johnson Anderson Envelope Printing.
Surveyed
I. Challenge Printing
2. Northstar Auto Auction
3. Fremont Industries
4. Johnson Anderson Envelope Printing
Unable to be Surveyed
1. American Color (formerly Shakopee Valley Printing)
2. CertainTeed Corp
3. Anchor Glass Container Corp
4. Temple-Inland Containers
5. Degussa (formerly Chemrex)
6. Beta Seed, Inc.
7. Scherer Bros. Lumber
4.3.2.3 Industry Survey Questions
I. How long has your business been located in Shakopee?
2. If your business could locate anywhere, why is it located in Shakopee?
3. What are the two most important qualities about Shakopee that make it a good place to do business?
4. Was your business founded in Shakopee or did you move here?
5. If you moved here, what about Shakopee attracted your business here?
6. What about Shakopee keeps your business here?
7. What values and priorities characterize Shakopee?
8. What can the city of Shakopee do to better serve the needs of your business?
9. In what city and state is your corporate office located?
10. About what percentage of your labor force live in Shakopee?
II. About what percentage of your upper management live in Shakopee?
4.3.2.4 Detailed Industry Survey Results
See Appendix E for detailed industry survey results.
4.3.3 Real Estate Survey
4.3.3.1 Real Estate Survey Summary Results
As part of the Shakopee Strategic Visioning Initiative, the Council-appointed Steering Committee was
committed to bringing the full range of voices to the table. To understand more about the community
and especially about housing, we surveyed realtors who serve the Shakopee area. It was extraordinarily
difficult to reach these busy people, but we were able to survey 15 realtors, some of whom had worked
in the area for decades, and two who work with the Russian-speaking community. The questions and
summary responses are included below, followed by the list ofrealtors who graciously provided their
insights.
1. When you talk to potential clients about residential properties in Shakopee, what characteristics do
you highlight?
Affordability is the most frequently cited characteristic that realtors highlight to clients. You get
more value for the same money. Second is access to freeways that make for a relatively easy
commute. Others mentioned include lower property taxes relative to surrounding areas, newer
housing stock to choose from, and attractions such as Valley Fair, Renaissance Fair.
2. What do your clients say are some of the most important reasons they live in or intend to buy a
home in Shakopee?
Again the affordable housing is the most important reason clients are interested in buying in
Shakopee. They are also attracted by the availability of newer housing stock and easy commuting
due to accessibility to 169. Only the realtor who does 90% of his business within the Russian
community said his clients move to Shakopee to be nearer to the Russian Evangelical Church.
3. When buyers are not interested in buying a home in Shakopee, what are some of the reasons
they give you?
Nearly every response mentions that "it's too far out." This is related to the stigma of "old
Shakopee," and being too rural. This appeared to be more of an issue for clients moving from the
city than for those moving from neighboring locations. Another issue is the school district, which is
a big drawback. With increased numbers of younger families buying houses in Shakopee, this is
likely to be an increasingly important issue.
4. Over the last three years, which types of clients have been most interested in Shakopee
residential property?
There is an obvious shift towards more younger families and first-time home buyers interested in
buying property in Shakopee due to the availability of affordable housing.
5. Do you feel there is either a surplus or a shortage of any particular type of housing in
Shakopee? If so, what kind?
Responses focused mostly on affordable housing, which most likely reflects the spike in demand.
There's generally the agreement that there is a surplus of townhouses and a shortage of single-family
housing especially in the lower end market. Rather than the belief that one type is better than the
other, there seems to be a desire to see greater balance.
6. What kinds of developments or investments made in the last 5 years have made residential real
estate in Shakopee more appealing to buyers?
The growing shopping areas and developments along 169 have made things more convenient for
people and also more appealing to people thinking about moving to Shakopee. But there is a desire
to see more done with the downtown area and development aimed at making Shakopee more of a
destination site with more restaurants and entertainment options.
As for things that would make it more appealing, people seem to desire more housing developments
with trees and wooded lots, and more affordable 2.5 to 5 acre parcels.
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7. What income levels do current Shakopeehousing serve?
The first-time buyers fall within the range of$30,000 to $50,000. But the majority ofthe market is
falls within the same range at $40,000 to $60,000. Overall, respondents thought that all income
ranges were adequately being served.
8. What demographic trends do you think will have the most impact on Shakopee's residential
real estate market in the next 3 to 5 years. In what way?
There were three major trends: an increase in retiring baby boomers, younger families, and minority
and immigrant groups.
Retiring baby-boomers will be downsizing and selling their single-family homes. There has been a
greater influx of younger families and single people in lower income groups who are tint-time home
buyers. Similarly, minorities and immigrant groups also fall into the category of first-time buyers
and end up having the same effect on the real estate market. They ensure that there will be demand
for affordable housing, which some believe will "keep the city growing and expanding."
9. Where are most of the residential clients coming from?
Most are coming from either north ofthe river like Bloomington and Eden Prairie or from the city
mostly from Hennepin County. There are also some who are simply moving within Shakopee. The
only anomaly was from one ofthe Russian realtors whose clients mostly immigrate directly from
Russia.
4.3.3.2 List of Realtors Surveyed
Name Firm
4.3.3.3 Realtor Survey Detailed Responses
See Appendix F for detailed realtor survey responses.
4.3.4 Shakopee Park and Recreation Survey (December 2003) Summary Results
Results from this survey (N=300) were reviewed and complied by graduate student Breanne Dames to
identify community values and priorities that were relevant to the city's strategic planning initiative.
. People value walking and biking trails most. They use trails, in the aggregate, more than any other
recreational amenity. Walking and biking are the most common activities among those surveyed.
(40%) said they use the trails weekly, and another 20% said they used the trails 1 to 3 times a month.
67% of people said they think the trails are good or very good but, they (30%) want to see more space
for these trails and also would like to see more open space and natural areas (30%), although fewer
people use these areas. (which makes sense since there isn't anything to "use")
. People value all parks, but they value larger, neighborhood-wide parks more than small, pocket parks
or very large, city-wide parks. The people surveyed used large parks more than small parks, and
thought that a swimming pool, water park, and fields can enhance these parks. Half of the respondents
said they feel a swimming pool is lacking from the community. 30% thought a fitness center was
lacking.
· People value having recreational activities and sports associations.
· People feel that there are some things lacking in Shakopee such as: a dog park, indoor pool and/or
water park, ice rinks, tennis courts.
· The Community Center is highly valued. However, over 50% ofthe respondents said the facilities
were average (39%) or poor (13%). Many people think it should be expanded. 62% of people
surveyed said they use the community center.
· There were responses that felt these services and facilities come at a price and that they don't want to
pay for them.
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4.4 Open House
The March 10, 2005 Open House at the Community Center was scheduled at the end ofthe Community
Conversations. There were three fundamental objectives to the Open House:
1. Bring the input from the Community Conversations to the public
2. Gather the public's insights on the following:
. Identifying community values and priorities based on input from the Community Conversations
. Translating values to a vision for the community in the form of, "I see Shakopee as a place
where. .."
. Translating values and vision to key issues, in the form of, "Shakopee would be a better
community if..."
3. Provide information on the Strategic Visioning Initiative to date and next steps
To accomplish these objectives the Steering Committee created and staffed dedicated "stations" that
visitors moved through in sequence, as described below.
Station 1, Welcome!
Purpose:
. Help people feel welcome
. Interest people in event
. Explain what'sgoing on
. Encourage people to participate
. Show people how to participate
. Capture contact information
Activities:
. Dot map where you live
. Sign in with all contact information
. Get nametag
. Get instructions about setup/what to do next
Staff: Kathy Gerlach, Arv Somberger, Wayne Herstad, Jane DuBois, Mayor John Schmitt, Judith
Spanberger
Station 2, Values and Priorities: What makes Shakopee special?
Activities:
. Use dots to indicate what's most important to you
. Use post-its to add new values and priorities
Staff: Charley Kubler, Don Wagner, Bill Nevin, Kelly Betteridge
Station 3: Values to Vision: I see Shakopee as a place where...
Activities:
. Use dots to indicate what's most important to you
. Use post-its to add new ideas about the future of Shakopee
Staff: Bob Mitchell, Carol Schultz, Tom Steininger, Breanne DaInes
Station 4, Values and Vision to Issues: Shakopee would be a better community if...
Activities:
. Use dots to indicate what's most important to you
. Use post-its to add new ideas about what would make the community better
Staff: Duane Marschall, Phil Burke, Paulette Rislund, Katie Farnham, Nick Wallace
Station 5, Process Update
Activities: None; slide show will be running in Powerpoint; staff must be prepared to answer
questions (See AppendixG for Open House slide show contents.)
Staff: Terry Joos, Marge Henderson, Mark McNeill
Station 6, Kids' Vision
Purpose:
. keep kids "entertained" drawing pictures of their favorite places in Shakopee while adults
participate in Open House
Staff: Lynn Van der Vort, Paulette Rislund
Station 7, Teens' Vision
Purpose:
. offer an opportunity to hear more teen voices and perspectives
Staff: Jena Min
Input from all these stations was compiled and fed into the Steering Committee's work for subsequent
steps in the Visioning Initiative. See Appendix G for Open House slide show contents.
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5 Issues Briefs
5.1 Introduction
The contents of the Issues Briefs came from all previous work: Stakeholder input and then Steering
Committee and community work to develop community values and priorities, and then move from those
values and priorities to key issues.
The final Issues Briefs included below were developed over several weeks and refined through
workshops with the Steering Committee and a presentation and discussions with the City Council and
staff. They formed the critical basis for the Steering Committee to craft the vision statement.
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5.2 Issue Brief: Small Town Feel
The community visioning process has produced a set of issues stemming from the desire to maintain,
encourage, and foster a small town feel in Shakopee. Residents value the sense of place and history that
characterizes Shakopee and its traditional town center. They see their community as more than a
bedroom community; it's a place to shop, work, live, and enjoy hobbies and activities. Residents also
value many close and trustworthy relationships among residents. Shakopee has a strong sense of
community where people care about each other and there is a warm and strong sense of belonging and
cohesion. Many residents moved to Shakopee - and stay - because ofthe small town feel. Shakopee can
be a place where multiple generations live, and where people spend their entire lives.
Drawing on the connectedness ofthe physical environment and the connections among people, small
town feelis something people know and recognize when they experience it. Residents expressed
concern, however, because they see the small town feel diminishing with aggressive new development
and changes to Shakopee's makeup.
The following issues are gleaned from comments and concerns of Shakopeeresidents who participated
in community conversations, focus groups, surveys, the community Open House, and the Steering
Committee throughout the community visioning process.
The concern for maintaining small town feel is at the root of the conflict over growth and change.
People see much ofthe new development as lacking that special small town feel. These issues stem from
the concern over neighborhood design and the lack of personal connection to Shakopee.
There is tension about the divide between the "new" and the "old"
Shakopee residents value the connection among neighbors. It's a town with a "homespun. feel" where
"people have roots." There is a common thread in the resident input that describes Shakopee as a
"generational town" where children grow up, have their own children, and retire. "People care about
people" in Shakopee, and "people know each other." They want new residents to feel welcome and part
of the community. However, there is tension because while people feel they are making efforts to
welcome new residents, not all residents feel like the community makes an effort to include them. Some
people say Shakopee is "not very welcoming for newcomers." While most residents feel that Shakopee
is "a tight knit community," this may "yield less involvement" from newer residents because it is
difficult to feel a real part of the relationships that already exist in the community. Even people who
have lived in Shakopee for 30 or 40 years open acknowledge that they're "not really from Shakopee -
not like the old-timers..." And while they may laugh as they say it, clearly some underlying tension
remams.
The nature of growth has changed Shakopee demographics, and tensions arise from differences in
culture, age, and religious beliefs. While some people feel "there is a balance between old and new" and
note that both history and progress are assets, other Shakopee residents would like to see more cohesion
among all community members. There is a desire to see a "deeper connection to [Shakopee's] history"
and also to "retell Shakopee's story all over town." Maintaining and strengthening close relationships is
essential to fostering small town feel.
There is also a divide between older and newer parts of the city. There are few physical or social
connections that link historic Shakopee with the new developments, and this disconnect has perpetuated
the lack of relationship building. The necessity to drive on the highway to reach each side of Shakopee
divides the community and makes it more difficult to maintain the small town feel.
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There is a desire for increased participation in continued civic involvement
Whether it is attending community events like Derby Days and Shakopee Showcase or volunteering at
schools or the hospital, Shakopee residents feel the high rate of community participation is a testament
to the value the residents place in their town. This is not necessarily the case for all residents, however.
There was some concern expressed about the need to be more inclusive of newer residents in community
events, as well as a need for increased volunteerism across a broader spectrum of the community. Some
specifically noted the need to include people of different ethnic backgrounds on appointed boards and
commISSIOns.
There is also a concern about participation in government. With fast growth and the resulting school and
community center referenda, residents expressed a need for more civic forums to discuss emerging
issues as well as participation in decision-making processes. Including all Shakopee residents in
community gatherings, volunteering, and civic forums is very important to continuing Shakopee's small
town feel because, as one resident says, "it provides a sense of extended family and a sense ofthings
greater than oneself."
There is a desire to maintain and strengthen the good mix of land uses in Shakopee
Shakopee residents appreciate the variety of land uses and a desire to maintain a "free-standing
community." With thousands of jobs, shopping choices, and a variety of housing types, Shakopee stands
out in the Twin Cities. There is "access to multiple opportunities in one place" where residents can shop,
recreate, and work. There is a "good retail mix within the city, bigger than a main street, yet not too big
and congested." This appreciation for diverse land use is important to remember when continuing to
develop the land. Residents would like to see this mix continued in the future. There is a not-so-obvious
tradeoff between having a good mix of business and having the conveniences and affordable prices of
big grocery and retail chains. While these conveniences are important and must be recognized as
attributes that the community values, residents must be aware that there is a tradeoff.
Furthermore, Shakopee residents value-diverse housing mixes and choices. While some people focus on
the value of "building low-cost, really affordable housing," others suggest that "building high-end town
homes" would be good for the community. These are choices with clear implications that the city needs
to carefully consider as decision points emerge.
Residents want to be able to shop, recreate, and enjoy life within their community. The ability to do this
creates a stronger bond to Shakopee and fosters community pride and cohesion by increasing the
likelihood of chance encounters with neighbors and fellow community members. Cultivating community
pride and cohesion is also essential to preserving small town feel.
5.3 Issue Brief: Close but Not Too Close
The information in this brief is drawn from a series of community conversations, surveys, focus groups,
interviews, input from Steering Committee members, and an open house for the Shakopee community.
We know that Shakopee is a place that values preserving its small community while welcoming the
conveniences that are associated with living in a large urban area. Most community members are not
anti-development. Although some community members express some concern over encroaching
development, many ofthose who participated in community conversations and focus groups reported
that they also enjoy some ofthe benefits associated with commercial development.
It should be noted, however, that the community does see a need for conscientious development that
focuses on the community. This has been neglected in the past and there is a fear that while community
members were once very much connected with each other and to the city, they are not now engaging as
they used to. There is a strong desire for managed growth and development that will consider the
individual needs of the community first.
Balancing "small-town feel" with "big city amenities"
Shakopee residents enjoy access to "big city amenities" and the multiple opportunities of retail shopping
and entertainment, while deriving the benefits of living in a small town. There are outlets for shopping,
dining, and various entertainment venues such as Valley Fair, Canterbury, and the Renaissance Festival.
They describe Shakopee as a "self-sufficient city" where you "can do most anything you want right in
town" while still being "far enough away from the city to enjoy the fresh air and open spaces."
Community members take pride in identifying Shakopee as a free-standing community, and there is a
desire to preserve what defines Shakopee and makes it unique.
One ofthe most frequently cited comments was the importance of "maintaining a small-town feel." (See
more on small-town feel in a separate brief). Community members feel a strong sense of pride in
Shakopee's historical "rootedness" and seek to preserve it. Residents find value in both the added
convenience and accessibility that urban services afford them while preserving Shakopee's "small-town
feel." Although community members differ on the desired nature and density of future development,
there is consensus on finding a balance between retaining a sense of history and identity, and
accessibility to large city conveniences. In other words, there is a need to balance the old and the new.
People are not as connected as they once were and could be, and are not engaging as much in the
community
The Shakopee community finds connections between people and communities very important. The town
was built on personal relationships with each other as well as with their neighborhoods. Some residents
fear that this lifelong interconnectedness that has been built over the years is gradually diminishing due
in part to less people-oriented development. Some residents are concerned that there is insufficient
encouragement and support for development that actively promotes community-building and
connectedness to the city - a core Shakopee value.
Comments drawn from a survey of approximately fifteen real estate agents who work in Shakopee, as
well as from various community conversations, highlight this concern:
. Shakopee is more car-oriented than people-oriented
. There are no sidewalks
. New housing construction does not promote community-building (houses with no front doors or
front yards and garages that serve as entranceways)
. Residents in some parts of Shako pee don't even really know they are part ofthe city
. Poor use of open space
. Lack of good public transit options
While Shakopee resiqents reported being satisfied with accessibility to roads and highways and reaching
their destinations with relative ease (in large part due to Highway 169), residents have expressed some
concern over the lack of consideration for people's movement, especially in newer developments. The
community expressed a desire for more "community directed" developments that include as standard
features such as sidewalks, small playgrounds for children, front yards and front doors, and less
prominent garage doors.
.
For the most part, residents share a mutual concern that community members will continue to be
disengaged and eventually Shakopee will become completely fractured. At the same time, there is a
clear hope and in some cases an expectation that keeping these "past mistakes" in mind will help spur
more awareness of these issues and that future development will be required to better respond to the
community's need for more connectedness and engagement.
There has been little management of the negative effects of uncontrolled growth
One ofthe foremost set of concerns for the Shakopee community is the negative impact of rapid growth
and development.. As previously mentioned, community members see some benefits to development
such as big box retailers and accessibility to roads but only if it is controlled. The following comments
made by residents reflect some of the negative consequences of growth that have been observed:
. Need for proactive management for congestion and overdevelopment
. Importance of retaining community values along with the growth
. There is a need for a better balance of housing design and the quantity built
Community members suggested that developers be mandated to meet minimum standards in
consideration of public interests like green areas and open spaces. Such directives would ensure that any
future development serves the needs of the community, not the developer.
Conclusion
Shakopee values living in a small community with its own identity and roots while welcoming the
conveniences usually attributed to living in larger cities.
The community largely agrees that the problem is not development, per se. In fact, people enjoy much of
the added value that comes with expansion. The community does, however, see a need for carefully
guided "people-oriented" development in its housing design and consideration for public spaces. Past
developments did not always promote community-building in the city, which residents view as
contributing to people's overall disconnectedness. They do see many opportunities for "thoughtful
growth" that would require prioritizing and planning to successfully preserve Shakopee's core values
and sense of identity.
The challenge will be to maintain the "small-town feel" in tandem with future development. Residents
believe that focusing on community priorities and values in future development considerations will avert
past problems, allowing the community to benefit from living in a small town while enjoying city
convemences.
.
5.4 Issue Brief: Shakopee's River Roots and Sense of History
Shakopee rightfully claims a rich history as a Minnesota river town, and for over ISO years the economy
and culture of Shakopee have focused on the river. Once a transportation corridor and barrier to
Minneapolis and St. Paul trading centers, the Minnesota River was the major reason Shakopee
developed as afreestanding community with a largely independent economy. Early native peoples and
later settlers naturally congregated along early trade routes that converged where traders found agreeable
river landings and the land supported increasing agriculture. With its location on the river away from
major trading centers yet close enough to serve as a destination, Shakopee has long been a gathering
point that fueled an independent economy. With its success, Shakopee was eventually chosen to become
the Scott County seat which again increased its value as a focal point and spurred development.
Shakopee residents told us that economic independence and long-term success has led to a culture that
values business and community connections as well as hard work. Residents of all ages and backgrounds
value their history and the sense of place provided by their historic structures. They love Shakopee's
small town feel. People value the environment and natural habitat for wildlife along the riverfront and at
all community conversations connections to the Minnesota River were a high priority as Shakopee looks
toward the future.
Unrestricted growth risks Shakopee's historic sense of place and small town feel
With Shakopee's rapid growth has come a focus upon new business, new housing, and for some a fear
of new community culture. Shakopee residents find themselves tom by the economic advantages of
growth and the loss of small town feel. Many residents support continued commitment to creating a
vibrant downtown area, specifically in relation to the historic downtown roots. Accomplishing such a
vision requires understanding the role of history in any specific area and making conscious decisions for
incorporating history into the future fabric of the community. Some suggestions can be found in
examining how other river towns have addressed these same questions, including Hastings, Red Wing,
Stillwater, Winona, Dubuque, and La Crosse; all offer inspiration as well as ideas for the future of
Shakopee's riverfront.
Key questions remain:
. How can old downtown evolve to rekindle economic growth during a period of expansion that
focuses on new endeavors away from the river?
. Moreimportantly, how should it evolve, and what sort of development can be sustained under
current economic trends?
Historic reuse of physical properties offers one tangible way to retain Shakopee's small town feel, yet it
requires great creativity and a determined vision from developers and city officials. Historic preservation
through designation of properties and neighborhoods as historic assures longevity of Shakopee's roots,
yet comes at a higher cost than demolition and new construction. Incorporating Shakopee's history into
Shakopee's future will require assessing where and how history should fit. It will mean assessing market
needs ofthe community and driving in a direction to meet those needs while maintaining a firm grip on
historic structures and design standards -- all while creating the creative culture needed for businesses to
succeed.
This type of specific, vision-oriented development departs radically from development driven totally by
independent market forces. Rather than allowing others to shape Shakopee, Shakopee could instead
choose to shape the riverfront and downtown around small-town values and a clear vision for the future.
,
.
Redeveloping Shakopee's historic downtown and riverfront areas into a burgeoning center focused on
the river would require considerable effort and resources on the part of the city to find investment
opportunities, partnerships, and developers who not only choose to share the vision, but have the
resources, experience, and integrity to follow through. It would also mean creating the amenities and
experiences that draw both residents and visitors to these areas.
Shakopee must decide how to balance riverfront economic development with conservation of the
riverfront habitat
While Shakopee residents return their focus to the river, the challenges ahead will prove difficult to
balance. The current growth climate in Shakopee points toward commercial and residential expansion
along the river, and a significant number of Shakopee residents want to see this riverfront economic
development. An equally impressive number of residents emphasized how much they value the
riverfront as a unique ecosystem, one prone to flooding, seasonal activity, home to countless species of
wildlife, and in need of protection for the enjoyment of future residents.
Providing balance in a future vision will require compromise to meet the needs of vastly different and
competing interests for a finite resource. History provides a lesson in balance, as Native peoples and
early settlers depended on the river and the surrounding ecosystem for both sustenance and economic
opportunity.
. How can Shakopee honor these river roots while developing more jobs?
. How can competing interests of developers and environmentalists peacefully coexist in support
of community values and priorities?
. Can Shakopee find sustainable new economies that will honor its river roots?
. Can Shakopee protect vital habitat for river wildlife?
Nothing will create greater challenges than the choices faced when looking at the river. The riverfront is
a finite resource and development choices will impact the ability of future residents to enjoy something
that Shakopee residents said they value today: the ability to work and play in their hometown.
Competing interests have viable stakes in the riverfront, and historically, both economic development
and access to the natural environment have their places on the waterfront.
The challenges will be to decide where each should exist, in what form and to what extent, and how to
transition between the two varying interests. Shakopee residents are interested in boat access to the river,
places to play, places for families to connect, and wild riverbanks where residents and visitors can enjoy
the river in its natural state. At the same time residents believe businesses should have access to the
river, whether as a magnet to draw customers or as a resource to use as part of their business.
Either developing or conserving any riverfront property represents the loss of other uses, and is
particularly true in places where land meets water and state and federal regulations come into play. How
to ensure that the riverfront's future reflects community values will require a deeper level of planning
and communitywide support, and will challenge the entire community to find collaborative and
innovative solutions.
Creating Shakopee's future that will challenge the community's capacity for embracing change
and creativity
Shakopee's history as a river town offers a number of potential pathways to the future. Balancing
historic preservation andreuse, riverfront economic growth and conservation, will increasingly require
public creativity and a higher tolerance - and support for - change. Some long-time community
members have a sense of hopelessness and fear around change, and are worried that growth will
inevitably destroy Shakopee's small town feel. By contrast, some relative newcomers expect community
leaders to take a more active stance to manage growth to preserve what they, too, value about Shakopee:
the sense of connectedness, strong relationships, and the perennial small town feel.
Meeting competing interests will require a high level of creativity, and Shakopee's fast-growing
population offers an increasing wealth of creativity. Utilizing this creativity will mean embracing new
cultures, new ways ofthinking, and innovative strategies. In short, it will mean change. Fortunately,
embracing forward progress runs at the very heart ofthe history and culture of Shakopee. With
community values in hand and a clear vision in sight, staking out the soul and integrity of Shakopee as
an independent center of creative thought and change will help to drive entrepreneurship and enhance
Shakopee's already unique sense of place.
5.5 Issue Brief: Social Opportunities and Challenges of Growth
Shakopee has long placed great value in the connectivity that comes from community. Many members
of the community have lived in Shakopee for generations, and throughout the decades have cultivated a
sense of place that is firmly rooted in family, friendship, a strong work ethic, and the pride that comes
from personal investment in the place and in each other. As the community grows, Shakopee continues
to be greeted by a variety of people who have moved to Shakopee with the expectation that they can be a
part of a community that not only satisfies their needs but maintains the unique and historic qualities that
initially attracted them to Shakopee.
New residents present new social challenges for Shakopee. In particular, new residents of diverse
backgrounds present new social challenges for Shakopee. NewTesidents also present new social
opportunities for Shakopee. This brief will discuss those social challenges and opportunities that new
residents to Shakopee bring, including issues related to diversity, services, and the city's relationship
with its tribal neighbors.
Desire for community intimacy conflicts with the ability to welcome new residents
Community members overwhelmingly value a small town feel and there is tremendous commonality to
what that means. The conflict arises, however, when existing residents become fearful that the
community's positive attributes may be diminished or changed by the influx of new residents. For many
community members, the small town feel is highlighted by a traditional downtown center, local
ownership of businesses, and gathering places within the larger community such as the community
center. This dynamic has given community members the opportunity to build and maintain connections
with each other and to develop a trust that enables some to "do business with a handshake."
For some community members, the small town feel is threatened by new residents, particularly those
residing to the east, or outside of "Old Shakopee." The fear is that new residents may place priorities of
convenience and accessibility to Twin Cities amenities over maintaining a tight-knit community. Those
sharing this fear point to the fact that some eastern Shakopee residents don't even know that their home
is located in the City of Shakopee - they hold the mistaken beliefthat their homes are located in
adjacent cities. There is also concern that new residents may not share the same moral values or strong
work ethic as some of the older residents.
Interestingly, many of the newer residents say they moved to Shakopee for the same reasons the long-
time residents love it, and most talk of being very involved and engaged in community activities related
to school, family/extended family activities, and church. And while some note that Shakopee is "not a
welcoming community," many others feel their neighborhoods are warm, welcoming, and safe, and their
relationships with their neighbors mean a lot to them. Their points of connection with the physical
community may differ from others, however, as more of them shop, dine, and play in nearby
communities rather than within Shakopee.
Shakopee is mostly a welcoming community but Shakopee is also a fearful community
In addition to a growing economic diversity of housing, business and industry, Shakopee has faced a
significant change in population as it relates to ethnicity, culture, and race. The community has
expressed a broad spectrum of opinions regarding the population changes. For some residents, the
changes in population have come as a pleasant surprise, causing some to say "we are more diverse than
we thought!" Another resident indicated that "Shakopee is becoming a melting pot with an eclectic mix
of people. Shakopee had a long history of diversity with various religions, languages, and cultures and
now history is repeating itself." Additionally, some residents see diversity as an opportunity to add new
members to the longstanding tradition of civic participation and community investment.
Others have expressed concern that diversity may bring "culture clashes" and they are "not sure that
they want [Shakopee] to be all things to all people." Most community members have noticed the
changes in population and by and large say they value diversity as an asset, but there is still a fear that
changes in community population may lead to changes in long-held values.
As different populations continue to grow, there are concerns among other community members that the
new populations are not integrating into the existing community. Whether by choice or as a result of
various barriers, the perception of autonomy among the new populations can be troubling to long-time
residents, leading to further divides.
One resident expressed this sentiment in stating, "diverse communities are staying relatively
autonomous, and this is disconcerting to long-time residents; some resent this and become defensive and
insecure - they feel displaced." There is also concern among long-time residents that culturalaifferences
are contributing to emerging community problems, such as youth gangs. With these concerns, however,
there is also a widespread acknowledgement that racism remains largely unaddressed. Unable to truly
tackle such a contentious issue, many community members are guided by the sterile principle of
"Minnesota nice."
In addition to ethnicity, culture, and race, diversity in Shakopee has manifested itself in areas of religion
and faith. Shakopee has long valued faith and religion with residents noting, "we care about a moral
community," "traditional values are still important," and "there are lots of faith-minded people and that
is manifested in the way people do things." In Shakopee, religious diversity used to mean German
Catholics lived next door to Irish Catholics, but today's Shakopee is home to a variety of churches, with
some catering specifically to the growing Russian and Latino populations.
The explosive growth of different types of churches, while adding to Shakopee's religious diversity, also
adds to the fear that the new populations are separate and distinct communities from the rest of
Shakopee. This is especially noteworthy because many of the long-time Shakopee residents belong to
more traditional churches that advance a theology rooted in personal, not corporate salvation. Although
it is important to note that this issue is national and not unique to Shakopee, it becomes clearer in
examining urban and suburban churches in their approach to community. One long-time Shakopee
clergyman noted, "whereas the urban churches tend to be more interested in the needs of the community
as a whole and are social-action and social-justice oriented, suburban churches have more of a 'pull
yourself up by your bootstraps' ethic." As more urban-based "storefront" churches, evangelical
churches, and other religious organizations begin to thrive in Shakopee, this difference in approach and
the associated variations in needs and expectations may become more noteworthy.
As the community grows more diverse, the need for a truly community-based decision-making process
grows more important. A number of community members have expressed a desire to see diverse
populations taking part in the decision-making process via community boards and commissions. This
desire may become more important as the number of children belonging to diverse populations emolled
in Shakopee schools continue to outnumber the number of adults belonging to diverse populations.
Representation of these populations may become an even greater issue in the decision-making process
for city services and whether those services will make supportive accommodations for ethnic and
language differences.
,
Shakopee's relationship with the Mdewakenton (Dakota) Sioux community is in need of initiation
/ renewal
The Mdewakanton Sioux community has a deep historical connection with the city of Shakopee.
Revenues generated by the tribe foster ancillary support for local business and help promote Shakopee
as a regional tourist destination. The tribe has found much of its success, however, without having a
substantive relationship with Shakopee. This is especially noteworthy because of the tribe's ownership
of a major chunk of land wedged between "Old Shakopee" and the newer development to the east.
Although the tribe's sovereign nation status influences the nature of the relationship with Shakopee, the
tribe's ability to purchase additional land beyond the existing parcels is reason enough to continue
efforts to cultivate relationships with the tribe. Additionally, potential competition for gaming may
affect Shakopee's relationship with the tribe as Minnesota considers expanding gaming at Canterbury
Park. Although many decisions are made on the state level, there should be local exploration at what can
be done to initiate / renew a positive relationship with the tribe.
5.6 Issue Brief: Economic Opportunities and Challenge of Growth
Shakopee has historically been a self-sufficient community with a rich supply of local jobs and housing,
which allowed the city to operate relatively autonomously. With growth in housing and job
opportunities, as well as increased access through new highway development, the economic situation in
the community has changed. With increased access, more residents are working outside of the
community and new retail and commercial developments no longer serve just the community of
Shakopee.
Economic decisions are a key component in determining the health of the community based on tax base
created from development as well as how choices affect the livability and opportunities available to
residents. As population and business growth continues it is paramount to address how the changing
environment has affected Shakopee, and the decisions the city must make in shaping own future to
achieve the stated and desired community values and priorities.
In addressing the economic opportunities and challenges to growth in Shakopee, it is important to
remember that the community is dynamic and does not exist in a vacuum. In addition, the city has the
ability to affect the nature and rate of growth within the city based on the community's best interests.
The following issues articulate how growth has or will affect taxes, the scope and scale of retail and
residential development, and the role that Shakopee plays as both part of the Twin Cities region and as
an autonom01J.$ municipality.
Community development choices must be made pro actively to avoid costly infrastructure changes
after development has occurred
Residents value the fact that Shakopee is "a fiscally self-sufficient city that does not spend money
frivolously." To respect this community value, it is essential that the city is "able to sustain and maintain
community infrastructure" without significantly increasing taxes. To do so, city leadership must decide
to what extent they want to direct that future development must be designed to include the amenities that
residents desire - as opposed to implementing them afterwards, ifpossible, at the community's expense.
Specific examples from community input include multimodal transportation options such as trails,
sidewalks, roads, and public transit that facilitate "interaction between residents and neighborhoods and
help to promote small town feel" - an overarching value in this community. While "big box" retail
establishments grow in number and housing developments stretch farther from the city center, there is
also a demand for housing and shopping that is "more people-oriented and less car-oriented." To reduce
future costs for creating a built environment that reflects and support local values, these preferences
must be considered in advance as the city sets development standards and expectations.
New housing stock in Shakopee is changing from affordable to exclusive
In both absolute and regional terms, Shakopee has historically offered very affordable housing options.
Recent and dramatic increases in housing prices threaten this status and have also changed what is
considered affordable. There is a stated desire for a mix of multi-family and single-family housing as
well as housing options that appeal to all socioeconomic groups. Beyond that there are varied
perspectives. Some residents would like to see "low-cost really affordable housing - under $125,OOO"
while others would like to see "less multi-family development." It would be helpful to further unpacking
and promote thoughtful discussions about what these mean to people and the implications of various
choices. Balancing these desires is a difficult task yet is essential if Shakopee wants to remain a "warm,
welcoming, friendly community" for all people.
Residents expressed a strong desire to maintain a community where residents can live and work locally
means that it is essential to align the types of jobs available with the housing stock in the region.
Shakopee is seen as a community with a "strong employment base." Historically the area was home to
many "farrnlbluecollar workers" and "now there is a mix of employment opportunities including
executive level positions." If the city would like to offer residents the convenience of living and working
locally, the mix of employment options must align with housing options. In addition, it is essential that
the housing market offer lifecyc1ehousing that allows for families and households of all ages, sizes and
socioeconomic groups to live in the community. In order to achieve this there must be housing stock that
caters to:
. Young families with limited economic means
. Families with school-age children that require more family-friendly amenities like parks and
playgrounds
. Empty-nesters who would like smaller housing units with adult amenities
. Executives who prefer historic buildings with character or traditional suburban large lots with
high-end housing units
. Seniors who would like to either age in place or move to Shakopee to live in facilities that cater
to their basic needs such as mobility, relationships, activities, and access to services
Housing in Shakopee should be balanced to serve a range of family units with a diverse needs. Recent
development has been unbalanced, with a focus on townhouses that do not cater to multiple sectors of
the housing market. Balance in Shakopee's housing stock is necessary for the community to maintain
the support oflong-term residents, attract newcomers to Shakopee's small-town feel, and retain the
ability to function as a standalone community.
Recent retail development scope and scale create a difficult economic climate for sustaining
smaller, locally owned businesses
The development of "big box' retail in Shakopee has taken market share from previously existing small
businesses. There is a desire within the community for the convenience and savings that this type of
development provides, with an equally strong desire to see that "locally-owned businesses are
successful" coupled with an understanding that "smaller shops cannot compete with big companies."
Locally-owned businesses increase "investment" in the community because local dollars stay local.
Currently there are "a lot of family-owned businesses" that nearby residents value and where they enjoy
shopping. To survive, these types of businesses must capture enough of the community's market share
to remain viable and profitable. As the number of existing small-scale developments decrease, so will
neighborhood amenities and access for nondriving residents including seniors and youth. Depending on
the size and number of larger retail options available in Shakopee, sustaining both "big box" and locally-
owned businesses will be difficult. Addressing the challenge of sustaining businesses that cater to the
diverse needs and desires of the community will require serious municipal commitment and active
tapping into the strong community perception that locally-owned businesses add value to the
community.
Current development and commute patterns threaten to change the nature of Shakopee from a
standalone entity to a suburb of the Twin Cities
Increased access to and from the community through new highway development has increased the
opportunities for people to live in Shakopee and work elsewhere. As more of the population works
outside the community, Shakopee's "standalone" status may be threatened and eventually could lead to
the city becoming a suburb rather than having a "sense of identity." Shakopee needs to make policy
decisions about how to balance market forces working to increase efficiency with the community
commitment preserving the value of a "small town feel" that has characterized the city in previous
decades. As the metro region expands and access to and from Shakopee increases, the community must
decide what its role will be in the region.
Development decisions must address projected local and regional growth while pro actively developing
considering policy and design standards that allow the Shakopee to grow in alignment with the
community's values, expectations, and vision for the future.
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5.7 Issue Brief: Sports and Recreation
This Brief includes outdoor activities, entertainment options (commercial such as Valley Fair and
community organized such as those for seniors), team sports, and indoor community-based opportunities
for sports and recreation such as the Enigma Teen Center and the Shakopee Community Center. The
information was gathered from a series of focus groups, community conversations, surveys, and an open
house, and then clarified and refined through extensive communication with the Steering Committee
who brought Shakopee's unique voice to the work. Overall, the community feels that sports and
recreation in Shakopee helps connect people with each other and the broader community, and promotes
a healthy lifestyle. People comment on the community investment in local activities and the high level
of "boosterism" to be found. While there is not an overwhelming demand for changes or to address
issues, several specific recommendations were made by the community. (Note that river issues are
discussed in separate brief.)
Outdoor recreation opportunities need public investment to move into the future
While Shakopee residents may not all agree on improvements to their outdoor recreational system, they
do have a strong awareness and appreciation for the natural beauty of the area. Both the city's 2003 Park
and Recreation Survey and community conversations indicate heavy use and support of walking and
biking trails as well as mid-size neighborhood parks: "Nice walking and bike paths; trails/regional trail
system; parks, river paths, etc.," are some of the really good things about living in Shakopee. In
addition, both summer and winter outdoor recreational options are valued and available.
The community is aware that it is growing and changing and along with this growth is the concern that
outdoor areas may become overused or neglected. They are also aware that the community is becoming
more diverse and recognize that outdoor communal areas are an avenue to create and maintain
community among groups. They recommend steps be taken to preserve and manage outdoor recreational
areas and to foster healthy community growth in Shakopee. The following suggestions are common
concerns and bear noting:
. Follow up on the commitment to enhance Huber Park
. Maintain an appropriate number of Parks staffto population
. Focus on forested and green spaces
. Outdoor recreational areas need to become more family friendly with better amenities (such as
restrooms) and playground equipment for children
. Require new developments to install and maintain communal green spaces
Community highly values sports, and indoor recreation needs balance
Much of the community of Shakopee agreed that sports matter to all ages and are important to civic life.
The community rallies around its teams and supports an active lifestyle through recreational activities of
all kinds, much of it revolving around the Community Center's athletic and workout facilities. Many of
the comments point to a desire for more balanced indoor recreational development with comments like
"an indoor recreational pool should be a higher priority than a second indoor ice arena," and many feel
indoor tennis courts would be a positive addition. They also asked for more options to the existing
opportunities such as open hockey at the ice arena and keeping the recreational center open longer. And
more than just the teens noted the importance of Enigma Teen Center, and several asked that it be left in
its present location.
Entertainment options could include more fine arts and a wider range of culturally specific events
Residents value the centrality of entertainment options in Shakopee and feel that "you can do most
anything right in town." Entertainment options are varied and plentiful within the Shakopee area, but see
.
a lack of the culturally specific activities that recognize and celebrate the diversity that is the history and
legacy of Shakopee. The community is aware that it is shifting culturally and they seea need for
community-wide and well-supported cultural activities. They also point out that while there is incredible
participation by the Shakopee community in the school-centered arts, there is a need for more arts that
would involve the entire community; specific suggestions included adding this to the Community Center
to broaden the nature of the Center as an important gathering place.
Shakopee is seen as an entertainment magnet to the surrounding area including the Twin Cities with
such appealing options as the Renaissance Festival, Valley Fair, Mystic Lake Casino and Canterbury
Downs. Suggestions were made for more publicly sponsored family and community-building
entertainment options with broad enough publicity to attract as much of the community as possible.
Conclusion
It is through knowing neighbors and fellow community members that Shakopee's unique and prized
small-town feel will survive future challenges, and there is a strong awareness that the community's
extensive recreational and entertainment options are excellent ways to build and unite the community.
Capitalizing on this value to build commonalities through sports and recreational venues may prove
invaluable as Shakopee continues to grow and become more diverse.
Shakopee values its place and the people they share it with. They are highly aware ofthe natural beauty
within their community, opportunities for a healthy lifestyle, and the increasing diversity of their
population. They strongly support options that foster community and a healthy lifestyle for all. Citizens
of Shakopee appreciate and value the high quality of life they find in Shakopee, and are sincerely
committed to maintaining this wonderful quality of life and sharing it with their neighbors.
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6 Vision
6.1 Process of Developing Vision
The Vision statement grew directly from the Issues Briefs, which emerged from all previous work. It is
much longer and more comprehensive than "typical" vision statements, but it was essential to capture
the full dimensionality of Shakopee' s vision rather than being constrained by an arbitrary format.
The vision was developed through a series of Steering Committee workshops as well as community
input through the Open House and City Council guidance. And while it supports the mission that the
Council adopted in February 2004 (reproduced below), the vision emerged directly from the work of the
strategic visioning initiative.
The vision statement was received by the Council in June 2005 for the purpose of presenting it to the
community. As of November 2005, the Council has continued to use and refer to this vision, but has not
formally adopted it.
6.2 Vision Statement
For reference, the following is Shakopee's mission, adopted in February 2004: "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."
Below is the graphic version of the vision statement as the Steering Committee presented it at their final
meeting with the City Council on November 14, 2005. This is followed by the more concise text-only
verSIOn.
~ Vision Statement
Twenty years from now Shakopee
will be known and valued as a
unique city...
6
~ 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.
~. 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.
~
... Where active, healthy,
individual and family
lifestyles are supported
through varied
recreational and
educational
opportunities; where
we demonstrate our
commitment to youth;
I1M.OPEE
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
~ ... 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
.
~
... 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
.
.
~
...and where high
standards reflect
our vision and
commitment to
creating a sense
of community
for generations
to come.
15
Vision: Twentv years from now Shakopee will be known and valued as a unique citv...
Where a vital and historic downtown anchors an active riverfront district; and where the
Minnesota River serves as a beacon for residents and tourists.
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.
Where active, healthy, individual and family lifestyles are supported through varied recreational
and educational opportunities; where we demonstrate our commitment to youth; where both young and
old enjoy community gathering places; where neighbors of all backgrounds respect and appreciate each
other; and where diversity is celebrated.
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;
and where the city's unique historic personality is thoughtfully balanced with easy access to urban
conveniences.
Where we support high quality, life-long educational opportunities; where employees receive
living wages; and where both locally owned businesses and corporate headquarters are welcomed and
well-supported.
Where residents are invested in the community and provide input on local issues,' where open
communication and community service are valued; and where high standards reflect our vision and
commitment to creating a sense of community for generations to come.
.
.
7 Goals and Strategies (Action-Oriented Strategy "Mapping")
7.1 Introduction
In order to effectively move toward implementing a strategic plan, it was essential for Shakopee to move
beyond a high-level vision and into a broad set of goals and strategies that will guide the city's future
decisions and work.
7.2 Goals and Strategy Mapping Workshop, Toolbox Workshops
Based on all the previous work and
with the mission and vision lighting
the way, in May 2005 we conducted a
lengthy goals and strategy mapping
workshop with the Steering
Committee, Council, a planning
commissioner, CountyBoard
member, and developer. This yielded
a very robust set of ideas from which
the group was able to identify a draft
set of goals and strategies.
To flesh out the details, in the
summer of 2005 Steering Committee
members and Council participated in
two "Toolbox Workshops" to develop
specific tactics to support the draft
goals and strategies, which in turn supported the vision and mission. A subcommittee of Steering
Committee members and staff then spent many more hours working through all the details and
connections to ensure the integrity of the content.
7.2.1 Summary Results
The recommended goals
and strategies are presented
below, along with a case
study example of
supporting tactics and
recommendations. This is
in the graphic version that
was presented to the
Council, Council advisory
committees, and the
general public at the
Steering Committee's
closing presentation on
November 14, 2005. See
supplemental information
for more detailed results.
Sa!5alBJlS pUB SIBOE)
SlB08
SOllOVl
C''':'T]
NOISI^
1
NOISSIW
.
.
. .
Great Place to Grow Up!
Make community a Protect the
welcoming place ~ ~enVironment
__ Provide high-
quality services
Make downtown and
riverfront inviting
Foster
Increase citizen community
participation communication
Regularly update the ! community
events
comprehensive plan
\ Create
community
Grow gathering
locations
,..."~. 'l Increase
multimodal recreation
transportation system programs to
serve diverse
people
Facilitate access Complete Expand arts
to local amenities pedestrian trail opportunities
connections
Great place for kids to grow up!
MISSION
i
VISION
TACTICS
.
.
Great Place to Grow Up!
Make community a Protect the
welcoming place ~ ~enVironm9nt
Make downtown and
rivetfront inviting
Increase
Communicate citizen ~
vision to participation Facilitate
~~"' \ ,-
initiatives
Regularly
update . . Use natural
comprehensive \ / are.as to create
plan ~ _______ neighborhood
sense of place
Promote
Shakopee's __ Create
historic heritag/ \ ~ "'~""~
. gathering places
o_.,l.~ / ~~ "';'""'."",
historic downtown
Support more pedestrian friendly
Expand arts neighborhood
and community
opportunities events
~ Creating the Future
. 20-year Vision of Shakopee's future
grounded in community values and
priorities
. Vision should drive Comprehensive 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
strategies
. 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
.
.
8 Monitoring and Evaluation
Any set of great ideas and wonderful initiatives is only as good as the follow through and commitment
to ongoing review. Community members and leaders in Shakopee have a long history of caring about
and engaging in the town's present and future, and demonstrated that admirably throughout this
Visioning Initiative.
The consultant worked with staff and Steering Committee members to develop strategies to move
toward implementation as well as develop an approach to monitoring and evaluation that will routinely
maintain the critical relationships among community values, issues, vision, mission, and action.
At the Steering Committee's final presentation to the Council and community at large in November
2005, leaders of various kinds publicly committed to moving forward with tangible implementation.
And perhaps more importantly, a number specifically recognized to the importance of maintaining a
formal community-based structure such as the Steering Committee to support legitimate implementation
as well as the critical monitoring and evaluation that ensures its integrity "for generations to come."