HomeMy WebLinkAbout02/22/1988 TENTATIVE AGENDA
Worksession Shakopee, MInnesota February 22, 1988
7:15 p.m. Arrive at Health Education Room at St. Francis Regional
Medical Center for Council/Department Head review of
1987 Mission Statement and Goals.
7:30 p.m. Review of Ten Suburban Residential Attitude Trends from
Decision Resources Ltd. (attached) .
7:45 p.m. Review of 1987 Mission Statement and Goals (attached) .
9:15 p.m. Other Business:
1.
2.
9:30 p.m. Adjourn.
John K. Anderson
City Administrator
MEMO TO: Mayor and City Council
FROM: John K. Anderson, City Administrator
RE: Residential Attitude Surveys
DATE: February 19, 1988
Introduction
The attached handout from Decision Resources Ltd. lists ten
suburban residential attitude trends the Minneapolis based
company has found while doing surveys for half a dozen metro-
politan area suburbs. The summary sheet attached was presented
to metro area city managers at our monthly meeting on Wednesday,
February 17th by William D. Norris the President of Decision
Resources Ltd.
Work Session Use
The primary purpose of attaching this survey to the worksession
agenda was its underlying usefulness in community goal setting.
Clearly these ten generalized suburban residential trends reflect
some of the thinking in Shakopee. In fact certain trends such
as Number 4 seem quite prophetic. It will be helpful to have
read and digested these trends as we work on revising Shakopee' s
Goals and Objectives.
OtherPotentialUses
After hearing the presentation on the 17th it occurred to me that
there were three potential uses the City might make of such a
survey tool. The first would be to conduct a survey that would
be directed towards long range planning and land uses for use by
the Planning Commission in updating the Comprehensive Plan. The
second might be a survey for the Community Development Commission
(CDC) to help target its marketing for housing development, retail
development, industrial development, etc. as part of their one
year work plan for the Star City program. The third use might
be to survey community residents on the subject of City services.
The comments under Suburban Trend No. 1 point to two items being
seriously discussed this year in Shakopee, namely, the use of
more recreational facilities primarily in the form of walkways and
a community recreation center.
Summary
I have .asked staff to include a copy of the ten trends as an
information item to the Planning Commission and CDC. It might
be useful for the Council, Planning Commission and CDC to get
together to hear William Morris' 30 minute presentation on
these generalized trends. This would give the three bodies an
opportunity to ask him specific questions and then make a
judgement about the appropriate uses of the survey tool.
I would also be interested in knowing if Council would be interested
in a joint meeting with the other two bodies to hear a first hand
presentation and indepth analysis of the ten trends by William
Morris from Decision Resources Ltd. We can get the benefit of
hearing him without committing to any use of his firm for surveys.
JKA/jms
® M Decision
MM Resources Ltd.
TEN SUBURBAN RESIDENTIAL ATTITUDE TRENDS
1 . The national "wellness craze" is impacting suburban service
demands .
2. Taxpayers favor activist city governments.
3. "NO GROWTH" sentiment is on the rise.
4 . Slight disapproval translates into electoral changes.
5. Development attitudes vary with suburban ring .
6. Suburban rings possess distinct marketing advantages .
7. Referenda possibilities complicated by size of "Permanent
Opposition. "
S. Seniors reluctant to leave "starter " homes.
9. New Twin Cities migrants fleeing problems .
10. Traditional migration patterns are weakening .
3128 Dean Court • Minneanolis. Minnesota 55416 • (6121 920-0337
TREND ONE
The national 'wellness craze' is impacting suburban service
demands.
1 . Wide scale use of parks and recreational facilities.
2. Increased budgetary priority placed on parks and recreation.
3. Higher support levels for Community Recreation Centers.
TREND TWO
Taxpayers favor activist city governments.
1 . City governments expected to do more than simply basic
services provision.
2. ECONOMIC DEVELOPMENT viewed as growing local function.
3. Citizens ' communications needs for city government inform-
ation are increasing .
TREND THREE
'NO GROWTH' sentiment is on the rise.
1 . Spawned by latest wave of in-migration -- people are "differ-
ent . "
2. Very -h'igfr--j"reas where "natural beauty" is a major feature
of the community.,
3. Unrelated to employment and job opportunities within the
community. -
TREND FOUR
Slight disapproval translates into electoral changes.
1 . Approval ratings lower than eighty percent presage upsets .
2. alienation is a major untapped reservoir for provoking
change.
3. "Sense of identity" can be a stabilizing influence.
TREND FIVE
Development attitudes vary with suburban ring.
1 . First ring suburbs placing greater emphasis on re-development .
2. Second ring suburbs show greater individual variation.
3. Outer ring suburbs desire more amenities -- shopping facil -
ities, entertainment outlets, etc .
4. Shopping and spending patterns have become metropolitanized .
TREND SIX
Suburban rings possess distinct marketing advantages.
1 . Location is key attribute for first ring suburbs .
2. Suburban area -- absence of city problems -- is key argument
favoring second ring communities.
3. Small town atmosphere ( sense of community ) is major positive
for outer ring areas .
TREND SEVEN
Referenda passibilities complicated by size of "Permanent
Opposition_ "
1 . Usually thirty percent of the electorate in a suburb .
2. Related to size of senior citizen population.
3. Strategy is to "demotivate" rather than "persuade. "
TREND EIGHT
Seniors reluctant to leave -starter` homes.
1 . More affluent seniors become "snow birds . "
2. Most uninterested in subsidized apartments or special multi-
unit housing .
3. Skew service demands on community .
4. Becoming major community "boosters. "
TREND NINE
New Twin Cities migrants fleeing problems.
1 . "Not Twin Cities" is a major reason given by new arrivals in
response to qualities liked most .
2 . Schools and crime are acute concerns of this group .
3. Open to marketing efforts by suburban communities.
4 . Can create potential "two tier society" problems.
TREND TEN
Traditional migration patterns are weakening.
1 . Established patterns are being overwhelmed .
2. Metropolitan job patterns are contributing to this breakup .
3. Pressuring traditional communications channels .
4. Intra-suburban movement on the rise.
MEYO TO: Mayor and Clty Council
FROM: John K. Anderson, City Administrator
RE: 1987 Goals and Objectives Review
DATE: February 19, 1988
Introduction
The Council and department heads decided in 1987, after completing
the Mission Statement and Goals Statement for 1987 , that they
preferred to review the 1987 Goals and Objectives in 1988 rather
than totally reworking them as we had in the past. The decision
was made to rework Goals and Objectives every other year and to
review them on the in-between years.
Review Process
The Council composition has changed since the 1987 Goals and
Objectives were written and approved. New Councilmembers should
take this opportunity to raise issues of concern to them and
question goals and policies that they are interested in, but
are not listed on the current list of 1987 Goals and Objectives
(ie. potential new goals) . This will allow the Council as a
whole to remold the 1987 Goals and Objectives to better reflect
the direction the new Council wishes to take.
For the benefit of the two new members I have attached the original
list of projects/concerns/goals that Council and department heads
generated in each of the four categories before we picked the top
four concerns in each category. Encumbent Councilmembers may
wish to review these lists as well to see if any priorities have
changed. I have also attached a copy of "The 1987 Minnesota
Real Estate Survey" from the 1/4/88 issue of the Minnesota Real
Estate Journal because it addresses development trends and each
city's "development environment", an issue listed in our 1987
Goals (see pages 4 and 5, D 1-5) .
After reviewing each individual 1987 goal I suggest that we
discuss any potential new goals. ' If one of the categories
develops five or six potential goals we can then make a con-
sensus decision to vote on the top four priorities as we did
in 1987.
The amendments that result from the review process, the addition
of new goals and the re-prioritization will then be redrafted
by staff and placed before Council for a voteat a subsequent
Council meeting.
Summary
Councilmembers who have questions about this proposed process
or would like additional information should contact me before
the end of the day on Monday, the 22nd so that I can bring any
additional supporting material requested to the worksession.
JKA/jms
Third Draft 7/15/87
1987 STRATEGIC Pj,�IiliSSiG PLAN
A. Mission Statement
To provide present and future public services for the
community in a cost effective manner within the prescribed
fiscal and legal constraints of a Statutory Plan "A" City.
B. The consensus top four external situations or trends that we
believe will or are about to impair our ability to carry out
the above mission.
1. The delay or non-construction of the County Road 18
bridge (Bloomington Ferry Bridge) .
Action:
a. Continue to provide financial and staff support
for the Scott County Coalition in 1988.
b. Work with the Coalition to initiate collection of
the new 25 cent admission tax in 1988.
DlF A/6 C. Work to insure that the recently approved Federal
funding, State funding and local funding come
together to keep the bridge project on schedule.
2. The existing Fiscal Disparities law that takes an
average of 308 (net figure from a 408 initial
contribution with a return 108 distribution) of all new
commercial and industrial property.
Action:
a. Reinvigorate or reform the Municial Caucus to
affect changes in the Fiscal Disparities law
during the 1988 legislative session.
O oN = - b. Budget money for hiring a paid lobbyist to assist
in changing the Fiscal Disparities law in 1988.
C. Continue to work closely with the City of
Do ZA/6 Minneapolis to affect changes in the Fiscal
Disparities law in 1988.
h uarz F, d. Allocate considerable staff time to legislative
-pry-F' changes in the Fiscal Disparities law in 1988.
3. New Federal and State philosophies in shared local
revenues have resulted in reductions in state and
federal revenue sharing.
(2)
Action:
a. Direct staff to map out a 5 year plan to insure
CDL GOn`S adequate growth in the local property tax base
since the burden for financing local government is
shifting away from the state and federal level to
the local level and its property tax sources.
This means that the City should actively seek
growth in its tax base that will increase total
assessed valuation at a rate faster than increases
in the demand for services.
b. Direct staff to provide a shopping list of
additional revenue sources and service reductions
D0� to accomodate the loss of Federal and State.
revenues with the 1988 Budget.
4. The City should take an active role in informing the
public of the City' s limited ability to affect change
in certain local problems such as transportation and
property tax issues.
Action:
a. The City should pay for a "special issue" of the
Scott County Transportation Newsletter clearly
defining the role of the State Highway Department
in resolving the major transportation issues
Nor nkE facing Shakopee. In it the City should publicize
its role in support of the Scott County
Transportation Coalition and its role in providing
$2.9 million in assisting the Highway Department
in the Downtown Bridge/Interchange Improvements
and . the Shakopee Bypass Improvements. The
"special issue" should be mailed to all Shakopee
residents.
b. The City should clearly state what portion of the
taxpayers ' money is required for City services
WD7' mAj versus County, School District No. 720 and Special
District services. This could be included in a
City newsletter.
Cb(, NLV'C1A %.c. Direct staff to provide Council with a report on
Upr�nfc� alternative ways to effectively inform the public.
C. Consensus for the top four external situations or trends
that are or soon will be supportive of our mission
performance.
1. Continued judicious use of tax increment financing
(TIF) for economic development purposes.
(3)
Action:
a. Review existing tax increment policies and
/�IO-r Doti E financial committments and provide City staff with
a concrete set of criteria to use in determining
which projects will be considered eligible for TIF
in 1988.
2. The federal legislation allocating $32 million for the
County Road 18 bridge.
Action:
to h, a. Continue to provide financial and staff support
for the Scott County Coalition in 1988.
b. Work with the Coalition to initiate collection of
DOL K L the new 25 cent admission tax in 1988.
1 C. Work to insure that the recently approved Federal
D�Jfunding, State funding and local funding come
together to keep the bridge project on schedule.
3. Mn/DOT's willingness to work with the City of Shakopee
to cooperatively finance the downtown
bridge/interchange improvements, the bypass and minor
turn lane improvements.
Action:
a. Continue to hold Mn/DOT to their Revised
Du✓IiG
Memorandum of Understanding dated 4/27/87 and
executed by Bill Crawford, District 5 Highway
Engineer, pledging support for the Highway 169
Bridge/Interchange Improvements.
DOr hlC b. Continue to ask Mn/DOT to schedule the 1st phase
of the Shakopee Bypass in the 1988-89 Biennium
Highway Budget. .
pornC. Continue to insure that sufficient TIF money is
available to meet the City' s $1. 9 million
committment for these projects.
d. Continue to work with Mn/DOT to secure final
NNTNCkZZE9 design for these projects in 1988, to continue
�j�y'fl(� P� `V right-of-way acquisition for the By-Pass in 1988
and to - begin R-O-W acquisition for the
Bridge/Interchange Improvements.
4. Public contributions that continue to be made by local
community organizations such as the Jaycees, Lions,
Rotary, athletic associations, etc.
(4)
Action:
/JC.r JC�i a. Continue to encourage Councilmembers and City
staff to become members of these various
organizations and develop a policy that encourages
membership.
b. Continue to provide these organizations with
k(Jr h��r V copies of the City's long range Capital
� v Improvement Plans so that they are aware of
potential areas for contributions.
/JOT dUAIFi C. Establish some formal mechanism for thanking these
organizations for the contributions they are
making to the community.
D. The consensus top five organizational issues relating to
staff, facilities, financing, management, attitudes, etc.
which were identified as making achievement of the mission
more difficult.
1. The Council, Planning Commission and staff must figure
out a way to assist the Planning Commission in
conducting its business more effectively.
Action:
t� a. Council should seek out a lengthly list of
y �Zti� b possible appointees when it is seeking to fill a
vacancy on the Commission to insure a broad choice
of candidates.
b. New appointees to the Planning Commission should
D0 � E be required by City Council to participate in
annual training programs their first two years on
the Commission.
Nor Dunf� c. Planning Commission members and staff members
should have a work session to brainstorm ways to
operate more effectively.
2. The City has a less than positive development
environment. This has been attributed to the process
developers go through for Planning Commission review
and to the uneven manner in which Council has used
development incentives.
Action:
a. work with Planning Commission to improve the
/'V/CT WI F, review process focusing on efficient decision
making based on planning issues versus other
tangential issues.
b. Obtain consensus between staff and Council about
the use of development incentives so that
developers are not encouraged to pursue
developments when they may be marginally supported
by Council if development incentives are required.
C. The Council should instruct the 5�_to survey
adjacent communities to determine the level of
subsidy provided to the development community in
each of those cities.
3. The City's planning and engineering activities have
been reactionary in a period of active development.
'r Action: -
h1c;1 bt-TA Ga. Council needs to make the psychological shift to
pro-active planning rather than reactive planning.
As an example Council chose to wait on the
development of 13th Avenue until the first
developer was into the platting process. This was
a conservative approach that did not expose the
City financially or put early assessments on land
holders. However, it has put the City in the
position of reacting to developers individual
proposal with little time thus complicating the
approval of their plats. Staff and Council need
to effectively resolve this dilemma.
R F P tor- b. Provide the Engineering q and Planning
DepartmentsCDro? P.Av with needed resources
in the form o£ staff and/or
=MMA,�/ professional services.
4. Because there are limited resources there has been a
shortage of operational personnel limiting services to
basic functions.
Action-
'p a. Department heads shall provide a departmental
rOSI atmosphere that encourages employees to provide
money saving ideas. Department heads and
employees are reminded that we have an energy
saving bonus program in place.
DON E b. Through the annual budget process, City Council
will perform the traditional role of selecting
programs to be funded when there are insufficient
resources to fund all requests.
5. The City needs to update all of itsdevelopmentrelated
ordinances to streamline the review processes
established by those ordinances, and to insure that
ordinance requirements are no more onerous than similar
requirements in adjacent competing communities.
(6)
Action:
a. Utilize the current planning intern and their
STP fl-T F-:) future replacements to systematically review all
development ordinances comparing them with similar
ordinances in adjacent communities and making the
necessary modifications.
S,-AruF D b. Encourage the J to systematically participate in
this review to insure that the development
community has input into the new ordinances.
/VOT DUXF_ C. If staff and interns cannot systematically review
the key development ordinances at a pre-
established rate (eg. one per every two months)
then employ an outside consultant to complete this
task.
E. The consensus top four organizational issues relating to
staff, facilities, financing, management, attitudes, etc.
which were identified as being a real plus in terms of
meeting the mission.
1. Council has been willing to purchase new fire, police
and public works equipment to permit the departments to
function effectively.
Action:
a. This equipment purchasing practice has been aided
WrT};� f by the availablity of Federal Revenue Sharing.
�� - Vit'---=� The City will either have to replace Federal
Revenue Sharing or curtail the purchasing
'1 r' practices of the past.
No7 DI�vE b. Department heads recommend that City Council
minimize use of fund balances to reduce the size
of the bond election for City Hall. Department
heads prefer that more of the balance (s) be
reserved for capital equipment. _Z_idC)teRC,5fi
2. The dedication of City Council, Council advisory
committee members and a conscientious and capable
staff.
Action:
a. Continue to actively seek out dedicated citizens
DornfG , to serve on City Council' --- advisory committees.
Improve the recruitment process based upon the
recommendations in the League of Women Voters
report on advisory committee appointments by local
governments.
b. Continue the current pay philosophy that blends
comparable worth with the average (mean) salary of
�M the Stanton V Group cities on a 518/498 basis.
The plan is to be updated regularly and employee
anneals urocessed in a timelv manner.
(7)
3. Good cooperation between City departments.
Action:
a. Continue regular staff meetings for issues that
cut across most or all departments.
b. Encourage an atmosphere in which department heads
feel free to contact one another directly to
resolve operational problems.
4. Shakopee citizens are willing to work for sound
development and redevelopment of their community.
Action:
Db a. Continue to provide the full array of advisory
committees that allow citizen participation and
input in the community decision making process.
0 b. Continue to provide adequate staff to support
Er, TfiT�(rs advisory boards and commissions.
c. Increase Council and staff appearances before
local citizen groups to explain the activities of
the City.
X077 Do NE d. Initiate a local quarterly newsletter that is sent
See to citizens updating them on City activities.
1987 Strategic Planning Worksess 'on
"Thought Organizer"
A. Draft the Mission Statement.
1. Provide the environment and process for open well studied
public decisions establishing the type and delivery of
municipal services desired by citizens.
2. Protect existing public investment and provide potential
public investment at the lowest possible cost.
3. Shakopee is a service oriented, municipal and economic
community, providing residents with a structure which they
can control according to their wants and needs.
4 . Provide economical municipal services at a straight forward
efficient manner.
5. To continue to be able to provide our best product, public
service, as efficiently as possible at the highest level.
6. Create a progressive well run city that will invite people
and businesses to locate in Shakopee.
7. Provide the highest level of service to the community within
the scope of our financial resources.
8. Provide effective essential municipal services at lowest
cost.
9. To provide for both present and future services and needs of
the community in an efficient manner, and within prescribed
fiscal and legal constraints.
lo. The City of Shakopee is a local government entity empowered
with the responsibility of serving the residents and
businesses of the community, by providing and insuring
planned, orderly growth; public roads, utilities, and parks;
and a safe and pleasing environment in which to live and
work.
11. Cost effective public service.
12. City's responsibility to local businesses and their needs by
keeping industry in Shakopee whenever possible. More
business people on Planning Commission.
B. List external situations or trends that you have observed in
the community or elsewhere that you believe will or is
impairing our ability to carry out the mission.
1. County Road 18 bridge.
2. Fiscal Disparities.
3 . Reduction of State and Federal revenue sharing/change in
Federal philosophy.
4 . Unemployment
5. Highway funding (State and Federal level) .
6. Recent court decisions that reduces contractor's
responsibility for final product
7. Uninformed public of City's role in local problems such as
transportation and taxes.
8. Inadequate transportation.
9. Viability of local hospital.
10. Misunderstanding of using TIF with other government bodies.
11. High taxes of other jurisdictions.
12. Increasing budget deficiencies - not always the City's
fault.
13 . Too much time/attention is spent on the vocal minority-
whereas the silent majority is satisifed with our service.
14. Lack of good highways.
15. Lack of affordable housing.
16. Self interest groups.
17. Additional State and Federal mandates without funding.
18. Increasing transient population.
19. Growth of area to North and East causing traffic problems.
20. 1986 Federal tax reform (impact upon development financing) .
21. Mn/DOT funding levels.
22. Bottom line mentality.
23. Adequate access to and from the community.
24. Lack of sufficient employment opportunities and incentives
to work.
25. Lack of understanding by public of governmental operations.
26. Lobby interests at State Capitol
27. Commercial property owners attitudes on maintenance & repair
C. Do the same for those external situations that you believe
are supportive of our mission performance.
1. Use of excess TIF for economic development.
2. LRT
3. $32 million for C. R. 18 bridge.
4. General location of Shakopee.
5. Critical mass of family recreation and growth of tourism
nationally.
6. Increased interest in residential housing development.
7. Interest in downtown redevelopment.
S. Mn/DOT's willingness to work with the City of cooperative
projects.
9. Chapter 509 water management mandate.
10. Proposed admission ticket tax.
11. Creative economic development policies/funding.
12. Joint meetings.
13. Local legislators.
14. Local community organizations who have made public
contributions (i.e. Jaycees, Lions, Rotary, softball/
baseball associations, etc. )
15. Good reputation of public officials.
16. Good reputation of public and private schools.
17. Good reputation of quality of life in Shakopee.
18. Other units of government in the area.
19. Standards set by State or others, ie. reporting, quality
employees.
20. TIF legislation providing for roads, sewers, etc.
21. Intergovernmental cooperation, ie. police dispatch,
cooperative purchasing, League of Cities.
22. Met Council By-pass loans.
23. Low River level.
24. Large number of tourists spending money in the City.
25. State/Met Council support for 169 bridge and by-pass.
26. Developers wishing to develop in the community.
27. Volunteer boards and commissions.
28. State agencies.
29. Pride of the people in Shakopee.
30. Promotion of our state on TV and newspapers by the Minnesota
tourist industry.
31. Minneapolis-St. Paul downtown revelopment - sports, theatre,
the arts, hospitals.
32. St. Francis Hospital - air ambulance service
D. Now think about the City organization itself (staff,
facilities, finances, management, attitudes, etc. ) and list
four things you observe as making achievement of mission
more difficult.
1. More effective Planning Commission - more training and
leadership.
2 . New City Hall.
3 . Department budget flexibility within policy guidelines.
4. Clearly stated and shared values by staff and Council.
5. More T.L.C. with the process of getting info to Council.
6. Reactionary Planning and Engineering to an active
development period.
7. City/SPUC relationship.
8. Poor condition of many streets.
9. Dissension amoung Councilmembers - perceived weakness
10. Inadequacies of boards and commissions.
11. Lack of communication between boards and Council.
12. Disagreement on projects, ie. Downtown.
13. Limited resources.
14. Shortage of operating personnel. Can only do basic
functions.
15. Lack of interdepartmental information exchange - need a
departmental information news letter.
16. Long Council meetings - lack of operating timetable and too
much time devoted to minor problems often at expense of
serious issues.
17. Finances.
18. Lack of communication with citizens.
19. Too much attention given to a few individuals.
20. Personnel attitudes - poor interpersonnel relations in
various instances.
21. Less-than-positive development environment - Planning
Commission decision making/procedures
22. Development related ordinances need to be updated.
23. Lack of interested/capable citizens willing to serve on
advisory boards.
24. Need for additional staff in Police Department and Community
Development.
25. Comparable worth.
26. Better communication with law enforcement people both local
and County.
27. Inadequate insurance coverage for such things as sewer
backups, etc.
28. Too much speeding on 1st Avenue - more local and State
patrol arrests.
E. Do the same for those internal situations you observe as
being a real plus in terms of our mission performance.
1. Purchasing new fire, police and public works equipment as
needed.
2. Purchase of modern office equipment, ie. computers, mailing
machine, copier, etc.
3. Dedication of Council, advisory committee members and a
conscientious and capable staff.
4. Codification of ordinances, specs for public improvements,
stream lined processing of building permits.
5. Cooperation between City departments.
6. Accessability of department heads to public.
7. Actions for mid to long range goals.
8. Established management policies.
9. Good relationship with Council.
10. Genuine concern for the community.
11. Local citizens willing to work for sound development and
redevelopment.
12. Few artifical barriers to working well together due to
personalities.
13. Employees willing to comment and make suggestions.
14. Good community relations and pride in the community.
15. Smooth transition in change of staff praticularly department
heads.
16. A Mayor with an interest in all phases of City - citizens/
other governmental agencies/City employees.
17. Councilmembers very responsive to citizens, etc.
18. Code enforcement officer.
19. Financing mechanism for storm drainage projects.
20. Unanimous support for transportation improvements.
21. State laws protect Building Dept. from Council politics.
22. Better switchboard response - more courtesy than before-
better informed personnel.
23. Better agenda priorities.
24 . TV coverage of Council meetings.
TAX RATES PAYABLE IN 1988
COUNTY OF SCOTT, MINNEESOTA
RATE IN RATE IN
CITIES: ***VALUATIONS MILLS SCHOOLS: ***VALU4T7C14S MILLS
BELLE PLAINS 1' ,5"_' ,527 29.926 BURNSVILLE 52,653,266 64.162
• LAKEVILLE 14,555,55352.77Z
JORD 42.16_2
9 623"31 37.164 BLOOMINGTON � 1 ,661 ,457 E?.c36
NEW MARKET 1 ,081 ,30•= 27.147 L-SUEUR 276,930 53.024
NEW PRAGUE 4,072,785 52.446 BELLE PLAINS 17,£64,810 _2.942
30.619 JORDAN 24,484,617 50 .964
PRIOR LAKE 555,227,737
22.642 PRIOR LAKE 90 ,756,136 62.750
RURAL
PRIOR LAKE IV 8,378,639 29.952 SHAKOPEE 138,999,130 53.45
RURAL 21 .175 NEW PRAGUE 27,174,845 6! .656
SAVAGE 14,808,114 27.484 LGNDERSON 105,726 63.485
SAVAGE II 39,487,267 26.564 LAKE - NP 108,150 47..570
SHAKOPEE 134,318,846 18.756
RURAL 9.394 -
SPECIAL DIST:
HRA (SHAK) 134,31£,846 .265
HRA (E)( SHAK) 235,184,262 •275
. TOWNSHIPS: Mci COUNCIL 360,430,343 .54E
-- MOSQ CONTROL 369,503,126 .477
BELLE PLAINS 4,862,889 4.457 M_, TRANSIT -
BP FIRE 3,647,615 1 .494 *DISTRICT 253,220,603 2.761
JON FIRE 121 ,D60 2.294 **AREA 116,282,525 •384
NP FIRS 1 ,094,214 1 .460 LO MN WATER 158,Oo0,280 :SY7
BLAKELEY 2,818,020 10.562 PL-SL WATER 73,164,644
CEDAR LAKE £,985,494 6.103 CL WATER 3,242,945 ..o
N? FIRE 6,889,963 .418 REG 9 DEV 9,072,785 • 1 E3
NM FIRE 2,096,011 1 .914
CREDIT RIVER 14,258,406 5.133 C^LN.-Y: 3b9,503,1"S <2.75D
HEL3JA 7,444,138 9.I50
JON FIRE 1 ,661 ,158 1 .983 ***************
NP FIRE 5,752,980 1 .125
JACKSON 4,762,725 3.368
LOUISVILLE 5,676,069 3.578 * NOTES
NEW MARKET 10 ,783,473 8.730 ***************
VE'r.'M. W/H/0 6,Sc2,188 .260
SAND CREEK 7,7CS,462 6.124
ST. LAWRENCE 2,369,550 13.326 *. RATE ADJUSTED
BP FIRE 1 ,158,780 1 .041 ** COUNTY EXCEPT PRIOR LAKE,
JON FIRE 1 ,210,770 1 .867 SAVAGE, SHAKOPEE, NEW PRAGUE
SPRING LAKE 14,927,791 6.710 *** VALUES ARE ASSESSED VALUES
UNADJUSTED FROM TABLE IV
FOR TOTAL RATE ADD:
COUNTY, OITY OR TOWNSHIP, SCHOOL
PLUS FIRE AND SPECIAL DISTRICT
AS APPLICABLE.
NwJ! Vii .
Wr
CITY OFFICES 17600 EXECUTIVE DRIVE I EDEN PRAIRIE,MN 59344-36771 TELEPHONE(672)937-2262 �
1988
CITY OF EDEN PRAIRIE STRATEGIC PLAN
MISSION STATEMENT:
We are committed to the growth of Eden Prairie as a city of unique character
where people can live, work, shop, and play, and where planning for the future
and delivery of public services contributes to a high-quality of life for all
and a strong sense of community based on Pride through Excellence.
MOTTO:
PRIDE THROUGH EXCELLENCE
- - - - - -- - - - -- - - - - --- - --
SUPPORTING GOAL STATEMENTS:
PARKS AND OPEN SPACES
Goal : o F5v_e_aw_eTT planned, abundant system of parks and open spaces which
is safe and accessible by trails. Natural amenities should be preserved.
Outdoor uses should be diverse to appeal to the broadest range of people, and
there should be on-going evaluation of the changing needs for active and
passive uses.
COMMUNITY DEVELOPMENT
Goal: o pan, encourage and support, responsible, timely development which
integrates .a range of housing options, commercial/industrial land uses and
parks and open spaces.
"DOWNTOWN"
Z5577-7T develop a special downtown center that will provide an active,
bustling, central gathering point that is pedestrain friendly, accessible to
the entire community, and lend a small-town feeling and opportunity for
tradition.
TRANSPORTATION:
Goal: Deverop an integrated transportation system embodying highways, transit
(including buses, Rideshare, LRT), and trail systems, all providing internal
circulation and access to and from the City of Eden Prairie.
PUBLIC SAFETY
To-57.—To—continue continue to have Eden Prairie known as a safe place to live, work,
and play.
PUBLIC SERVICES
�oT— ensure that essential and desired services are provided at an
acceptable cost which lead toward a high-quality of life for all.
183 University Ave.East
St.Paul,MN 55101.2526
League of Minnesota Cities (612)227-5600(FAX:221.0986)
February 11, 1988
TO: City Clerks
FROM: Joel Jamnik, Legislative Counsel
RE: Notice of vacancies in Multi-Member State Agencies
The League has received notice from the state of several .
available positions in state agencies. Many of these agencies
play very important roles in local government. Application
forms may be obtained at the office of the Secretary of State,
Joan Anderson Growe, 180 State Office Building, St. Paul, MN
55155-1299; (612) 296-2805. Application deadline is
March 1, 1988.
The League strongly encourages interested city officials to
submit their applications. Please pass this information on to
your mayors, councilmembers, and employees.
For further information, please contact the listed state
at the League. we would be happy to assist in any way
possible.
HAZARDOUS SUBSTANCE NOTIFICATION ADVISORY COMMITTEE
1 member from community group, 1 member elected official, 1
member from labor, 1 member from waste treatment operator. New
position. Dept. of Public Safety, 211 Transportation Bldg.
St. Paul 55115. 612-296-6652 M.S. 299f.097.
APPOINTING AUTHORITY: Commissioner of Public Safety.
COMPENSATION: $35 per diem.
The committee advises the development of rules to implement and
enforce sections 10 to 18 (1986 laws special session) and to
assist in the development of amendments to the hazardous
substance report.
EMERGENCY RESPONSE COMMISSION _
Announcement of Establishment of Local Emergency Planning -
Committees
The Commission is seeking applicants representing elected
officials, emergency responders, business and industry,
community groups, and broadcast and print media for appointment
to Local Emergency Planning Committees.
As required by the federal "Emergency Planning and community
Right-to-Know Act (Title III) ,^ the Commission is establishing
seven Local Emergency Planning Committees within the state of
Minnesota. These committees will review emergency plans for
hazardous materials prepared by counties and municipalities
within each of their districts.
requests from the public Committees must also process
for Title III information.
Application forms are available from the following:
Minnesota Emergency Response Commission
Room b-5 State Capital
St. Paul, Mn. 55155
612-298-0488
Applications for initiaillappointments to Local Emergency
Planning Committees
Applications received after closed on April 15, 1988,
future vacancies on the Committees date will be kept to fill
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4LL
183 University Ave.East
St.Paul,MN 551012526
League of Minnesota Cities (612)227.5600(FAX:221-0986)
February 11, 1988
TO: City Clerks
FROM: Joel Jamnik, Legislative Counsel
RE: Notice of Vacancies in Multi-Member State Agencies
The League has received notice from the state of several .
available positions in state agencies. Many of these agencies
play very important roles in local government. Application
forms may be obtained at the office of the Secretary of State,
Joan Anderson Growe, 180 State Office Building, St. Paul, MN
55155-1299 ; (612) 296-2805. Application deadline is
March 1, 1988.
The League strongly encourages interested city officials to
submit their applications. Please pass this information on to
your mayors, councilmembers, and employees.
For further information, please contact the listed state
at the League. We would be happy to assist in any way
possible.
HAZARDOUS SUBSTANCE NOTIFICATION ADVISORY COMMITTEE
1 member from community group, 1 member elected official, 1
member from labor, 1 member from waste treatment operator. New
position. Dept. of Public Safety, 211 Transportation Bldg.
St. Paul 55115. 612-296-6642 M.S. 299£.097.
APPOINTING AUTHORITY: Commissioner of Public Safety.
COMPENSATION: $35 per diem.
The committee advises the development of rules to implement and
enforce sections 10 to 18 (1986 laws special session) and to
assist in the development of amendments to the hazardous
substance report.
EMERGENCY RESPONSE COMMISSION _
Announcement of Establishment of Local Emergency Planning
Committees
The Commission is seeking applicants representing elected
officials, emergency responders, business and industry,
community groups, and broadcast and print media for appointment
to Local Emergency Planning Committees.
sightAs required by the federal 'Emergency Planning and Community
-to-Rnow Act (Title III) ,' the Commission is establishing
seven Local Emergency Planning Committees within the state of
Minnesota. These committees will review emergency plans for
hazardous materials prepared by counties and municipalities
within each of their districts. Committees must also process
requests from the public for Title III information.
Application forms are available from the following:
Minnesota Emergency Response Commission
Room b-5 State Capital
St. Paul, Mn. 55155
612-298-0488
Applications for initial appointments to Local Emergency
Planning Committees will be
Applications received after closed on April 15, 1988
that date will
future vacancies on the committees. be kept to fill