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' � �. �,^`� �, a � � �� . . � . �%�� ;. { �„ � e} � �� s �t«� �P ,a, x ��l ^ / � � t • - � # r� Goal Setting Session �. �� `, This document summarizes the planning session discussions �� - �� and process used to develop priorities for the year 2012. h� uk � �. ^� � , -a_ _ � , � �r� �:,:s: Brimeyer Fursman, LLC ��" � 1666 Village Trail East q� s� ± z � 651.204.0441 ,�° � � 4° fursman@brimgroup.com f � 3 ,� 3/21�2012 � �� _� . _ _ v_ ..m:�_._. __�� i Introduction The City of Shakopee council and staff have spent five hours on March 13�',2012 to discuss the current state of the City and to identify priorities for the following twelve to eighteen months. Prior to the session, the survey and interviews were conducted to assist with the assessment and develop a list of objectives for the session. The following objectives were identified: Session Expectations and Suggestions: 5:00 Introductions, Expectations, • Government Role Discussion (what is government's responsibility and role) 5:20 Discussion of Pre-Session o Discuss the process for decision making and moving Results things forward o Council decide what is the most important to them 5:45 Status of Current Strategies o Understand what the process is and what are priorities Review Mission and SWOT o Identify "must have" and "nice to have'' , o Set priorities, having the council make the decision 6:00 Develop List of Issues, on what is most important and get behind it Establish Priorities o Get the council on the same page - council as a body vs. individuals 8:30 Break • Discussion about "how do we shift fi•om being reactive to , being proactive" (staying at a 30,000 feet , rather than 8� Action Planning model /OR getting into the details, have mechanism in place on Roles and Responsibilities tracking, getting things done and holding people accountable) 9:55 Next Steps • Update current goals • Set specific goals, that are measurable, have a timeline, 10:00 Adjourn report progress , set a system to hold people accountable • Discussion about "How do we prepare ourselves, so that we do not depend on other government agencies (state and federal), how do we plan for it?" Other comments and suggestions from the survey can be found in Attachment A. .- - -. . - . •.- � . . . -. .. . - .. . ...- - . .. � ...- . .. � . •.. . . . 1�Page Pre-Session Assessment About Shakopee Shakopee has always considered itself as a conservative community, one that enjoys consistent and stable tax rate, and preserves its historic, small town feel. The community was able to maintain that culture through the last ten years of growth. In the summer of 2004, Shakopee began a community visioning process to explore 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. Since then the City Council and appointed Steering Committee have listened to and documented thousands of issues, ideas, values, and priorities from people from all over Shakopee through community conversations, surveys, an open house, and focus groups. From these a vision, goals, and strategies were drafted. These goals have been updated regularly, up until last election. Today, the community seems to be divided, there is a sense of "old Shakopee" and "new Shakopee" being on two different sides both geographically and ideologically. The vision is no longer unifying the community. Many efforts have been tried and failed due to insufficient community support, including Community Center extension, the referendum failed four times. About the Organization Most interviewed have expressed a need to have a long term vision, goals, and strategies; there is a sense that "we have been putting out fires". In most cases, lack of communication seems to be a major barrier to effectiveness and cohesiveness of the City team. Staff has been described as professional, knowledgeable and dedicated to the community and the organization as a whole. Departments work well together, but the trust level is going down and morale suffers as the frustration builds with lack of direction and clarity around the priorities. There is a disconnect between the City Staff and the Council, staff is reluctant to bring new ideas forward as the council may say "no". General perception is that the council would not support anything that is innovative or simply a new, different way of doing things. Issues identi�ed through pre-session surveys and interviews . � , �,;? `"�""'" •• � • See Attachment B for Details. 2�Page Team Self - Assessment 1' What has been workin well? What has NOT been workin well? • Good people -- at both the staff and elected • °Minnesota Nice" -- being a little more direct official level -- who honestly care about would be good in some situations Shakopee and treat each other with respect • The 5 members of Council not thinking of themselves as a "team" • Shakopee has a respectful Council, and • Sometimes work load may cause an employee strong Department Head team--it works well to respond to a coworker in an untimely together, and shares ideas and information manner � Policies and procedures either not known or not • Cooperation, working together, meetings to followed causing council/staff to travel know and keep up with things unchartered waters unexpectedly � Inability to move forward with the changing • Communication between staff times • Over-whelming citizen input both positive and • The lack of a clear direction that includes negative over the years elected officials which limits utilizing the full • The abilities and talents of the team talents and abilities of the team • Inclusion of as many parties as possible • The tendency to disparage or denigrate the ability of the City and by extension its "Team" • Move forward with projects without effectively including staff and others who should be involved in developing those projects � The past use of boards & commissions • Not getting enough information Barriers to Effectiveness ;� . � .•-• . • _ � _ _�� ;� ; � �I�� . T � . . . -; " • • ' • • � •• See Attachment C for Details 3�Page Team Challenges and Keys to Success � , ., ,� � �. � ��, .� _... , -- � .. - . k � � How can we be more effective and better prepared? & • Decisions are going to be made by the Council as a body . � � � � ' � il�l • Understand ingthe process and individual role in that process. •Council members may need to examine their willingness to make decisions, as they /� • were elected to this role • Everyone on the same page and understand the goals and limitations the organization has as a whole •The Chamber understands the role the City has to people ther than business � � � awners • Build trust and communicate the needs more effectively • Council is more involved with boards and commissions •Focus on building trust with one another � • Identified and prioritized core services and what is and is not local government's � � � � responsibilities • Elected council is recognized as a body is in charge and accountable to the voters not � � � � � the boards •Clear direction and expectations (council, bioards and comissions, staffl •Have clear vision, which the boards and commissions can use to make the � , • . . recommendations � •Agree on the primary goals of the city •The decisions placed before decision makers need to provide for the future needs �• and outcomes that the upcoming generations will be dealing with shortly •Concrete, measurable goals and expectations with timelines •Stronger commitment to working as a unit, rather than focusing on the needs of � • individuals orgroups • Everyone from the Council to Boards and Commission to abandon the politically alluring tendency to state very publicly that a) this is only the public sector, b) everyone knows the public sector can't do anything well, and c) so what the city is doing is only what one can expect 4� Page Strategic Planning Model The Strategic Planning Model was introduced as a framework. The external forces were evaluated via survey and the results were presented to the group during the session. See SWOC section in this report. FORCES CLIEIv I'S�' COA4PETITORS • Political CLJSTOD�RSI • Con�etiti�e . �m�� PA1'ERS Forca • Social • Technolo¢ral E�temal F��ironmmc � Scenarios OpportunitieyTlveats TIr1NDATES L Stnt�• The Futarc Ocganivtion D4ISSIONS/ Strategic Issnes • Practical Akernatiirs �C"[(O\S V �' B • Bazriers "Viswn of Succas' stakeholders • Strategia � • Actions f • R'ork prograu�s RESLZTS Svengthv1l'eakneua Intemal Em-ironment RESOURCES PRESEVT PERFOR�La.VCE • people STRATEGY • Results • Em�mic • Ot'erall • Infom�ation • Function or • Con�etencia Deparm�ent Current Goals Update The current Mission, Vision and Goals were presented to the group as a current state assessment, to assist the new council members in understanding of the past and current strategies. The accomplishments were shared as well. Prior to developing new goals and identifying priorities for 2012-2013, the council and staff took the time to discuss the various contradictions and differences of opinions on the current Strengths and Weaknesses of the Organization, potential Opportunities and Challenges. This discussion is represented in the SWOC table on page 8, more detailed information can be found in the Attachment E. I I I I S�Page Mission Statement: The Mission of the City of Shakopee is to provide the opportuniry to live, work and play in a communiry with a proud past, promising future, and small-town atmosphere within a metropolitaii setting. Vision Stntenlent: Twenty years from now Shakopee will be known and valued as a unique city... 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. Long-Term Goals (updated April 2010) A. Keep Shakopee a safe and healthy community, where residents can pursue active and quality lifestyles. B. Positively manage the challenges and opportunities presented by growth, development and change. C. Maintain the City's financial health. D. Maintain, improve, and create strong partnerships with other public and private sectar entities. E. Deliver effective and efficient public services by staff of well trained, caring, and professiona] employees. 6�Page Current Goals & Action Steps To achieve the long-term goals, the City Council meets annually with City staff to outline and update two-year goals and action steps. For 2010 and 2011, the goals and action steps fall into five main focus areas: Transportation, Economic Development, Strengthen Community Identity & Connections, Quality Public Safety & Public Works Services, Continued Responsible Fiscal Management The Goals Triangle Diagram summarizes these goals and action steps into a one page document. The detailed description of all the goals and tasks can be found in the Attachment D. 9ia3:mce Citr Co�m[�1 tuio coa�s � TI 'dll S� OI't �f1011 Fa� .�reas LT? lO1JFascAcrern�? A�ferschall l��i! CR 17 CR21f 1& "— R'mr['�ossa�(LR101,1'H41) r" —' i�2 69/ US 169 Pede:3nn ltails 1Y�ntsa � w;}i Q�.i,�lih F'ublic'�'�,=r�rks ✓'i �� Public Safety c�rt-��icrs � ! G — % Resp Otl:'1}i lr Fi_�_ :! Strengtlien C'ommt�nity nq�-. Identity & Connections Economic n,<�;��«n.�srir,��;� � i Development i'�:aute!ticuv! C�'¢r�aw:�2i:m? Dmrmm.�nl Fdetail Cer¢�: �+p�ammrie s fer FaeB,a 1, �Sc hg��n htmv� Farks Old dc N«w �:upeo / Fafierst�> i (YmBey G7et,n I Lle�t I.enYs J JF'tst r7rai (os/ rb4i91J) Fcmm� .;•. u.t�oie: i r.,r Cc¢mmaii;: Gmc��. �: �crc� . . Job R.�texui�ar�EtL aie>s RetRr�ncai . ��:;:�u:l:,r�T; :�ui:s��:: Ta•r.Base F7ec.er�atirn J See Attaclzment D for Details 7�Page Strengths, Weaknesses, Opportunities, and Challenges (SWOC) Internal Strengths and Weaknesses External (Organization and Community) I �� ' OPPORTUNITIES . • • • • - • � • - � ... ❖ Pro-active Economic Development Strategies � � � ❖ Tribe Relations � � . . � . •:• Partnerships (Other Government Agencies) � � � • • •:• Growth Strategies and Management . � : � - � . � •:• Various Updates ' - � . . � . - :• Bonding to enhance city facilities .. - :• Update the website • • � - • • • . - � . . •: Senior Center •• • .� Community Center - � •:• Skill Building ❖ Transportation � - . • • � • � • � . . ❖ Recovering Economy . • �-� -� . � � -��-.� - - � � - � �. � '� - - � . � • • •- �• • � - WEAKNESSES ❖ Divided community - • . • � - ❖ Growth challenges ' � • • • . • � • • ❖ Lack of community participation ' ❖ Unclear vision for the community �. •3 Neglected city facilities and infrastructure . . . � . - ❖ Commuter city � ❖ Impact of economic malaise � - � . � . - • - � - ❖ Personnel needs � . � . ❖ Watered down policies • - � ❖ Unwillingness to invest in research .• .. ❖ Drawback on respect of the council and staff � • . . - - . . - � . - ❖ Avoidance of controversial issues . � ❖ Mixed priorities ❖ Limited funding ❖ Ideological differences ❖ Lack of visionary/strategic thinking ❖ Ineffective communications (PR, Internal and External 8� Page j� � � I '; F F .'{3 �. �'. 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E `' c o c� n v� w° .� 0 a E� U.� � �'" Z c:� U � ._ �:. 3 �., _ �, ._ � i� . . . . . . _._ . � ; F-1 �� i � � U ro � � � b �� t � � ; � N O � �' � U .G � �; °� � � �i.i T� t 7 C e:� ^ '� c�d Y'� � 00 > j N�� i� O �'�� U1 ! b .D �� °'b � o >;� `° � >`= > Z ` � � > ��, p I �/] d❑� c..� E U an 5 ��.o w� �� U �� (� r.+ ^ ' � Q C/� . • ... . . • • • . .. . +'' � V/ _. _..______. U � a '� U �'� 7 a x � � c L 4-+ C � � � � T n I E C �'—� E C I V1 ! o d �°UU ;U U � � ' /►/"� T � Fyi .� C � ..._.. +r � m N v D L � Q1 O � � � i r .; L > � a L � {�..� i Cd � � � � �C L f v ;^ v i.�, Q O a jL,p w�w o`n . . m � �' � O U O V � � GJ �' U C CC L �y � _ C c� C 'O C� U b �� Cli O U C�J O • Priorities 2012 — 2013 Once the issues were listed and discussed, the priorities were ranked on a scale from (+2) to (-2). Colored dotes were used to identify the top two priorities: + 2(•) +1( ), and the bottom two -1( -2 (•) The following list represents council priorities from the highest to the lowest. The issues have been priaritized including several factors: council vote, number of council votes, number of staff votes, the level of consensus among the council, the level of consensus among the council and staff. Council • • • " • • Staff •• •• •• 1. Budget and Fiscal Policy ..................................................................................+ 12 Council •�� +' c� Staff •• •• + 4 2. Infrastructure Needs and Funding .......................................................................+ 19 Council •• +6 Staff •••••• +13 3. Adequate Staffing ........................................................................................ + 13 Council • Staff •••• • + 9 4. Economic Development ..................................................................................+ 1 1 Council •• • +4 Staff • 5. Strategic Planning ........................................................................................... + 5 Council • +2 Staff •• ••• 6. Annexation ................................................................................................... + 3 Council • Staff • 7. Transportation ................................................................................................ - 3 Council • - 2 Staff •• ••• - 1 8. Fire Department ............................................................................................ - 5 Council ••• - 2 Staff • •• •• - 3 9. Community Center ......................................................................................... - 6 Council •• - 3 Staff •• - 3 10. Community ID ............................................................................................. - 17 Council •• • -4 Staff • •••••• - 13 11. Tribal .......................................... ...... ............ ... ........................................ -17 Council •° '• - 6 Staff •••••• - I 1 12. Rental Code Enforcement ................................................................................. -17 Council •• •'• - g Staff •••• ••• - 9 10� Page Next Steps: March 13'� session adjourned until Tuesday, March 27th. The council will meet with consultants to discuss the governance model at 6:30PM, followed by the Action Planning Process for the highest priority issues jointly with the department directors at 7:30PM. The questions for further discussion and next steps: 1. Complete Action Planning for all priorities 2. Develop a reporting (communication) system and progess tracking mechanism 3. Discussion about T� Levy Policy 4. Develop or adapt a process on how the decisions will be made going forward 5. Test risk tolerance, readiness for change 6. Discussion on how pro-active the City should be 7. Finalize / make the decision on Fire Station (sell or arts) I 11� Page Attachment A: Expectations and Objectives • What is the role of the City (as an organization -- City employees, taxpayer dollars, etc.) when it comes to economic development, PR for Shakopee, promoting cultural diversity, etc. We provide public safety, public warks, and other local government services -- but is there a consensus from the Council on whether or not the City's role does or should extend beyond this? • How to tie results to budget--for example, the Council is at least initially supportive of the city retaining ownership of the now vacant downtown fire station. It is a policy decision as to whether to keep it, but there are costs involved with that. Shakopee has for years taken a"low tax, low service level" philosophy. If that is going to change, the Council has to accept that taxes will go up. • Council's goals as far as willingness to amend/deviate from its comprehensive plan because a particular proposal is desirable, but not in the zone proposed. What recreational investments are desired (or are not affordable) and identifying where the funds will come from. Realistically discuss funding as goals are identified and not just put things down as dreams, but think about how can they be funded, are they important enough to raise taxes? In other words, be somewhat realistic. • Do you want to be proactive or reactive? Being proactive will most likely require a move in the tax rate and additional staff. It seems like all we've done is cut. • How can we enhance our image as a City to make people proud of living in Shakopee? How do we fund facility enhancements to increase our amenities that the City has to offer? • Identify and prioritize core se►vices. What is local governn�ent's responsibility? Proper policies and procedures for council / boards to follow with self-initiated ideas. How do we best help those we serve? • What does the City Council expect far fire response times? Is 5, 10, 15, 20 minutes acceptable? What response time is it, so staff can build a Fire Department around those times? • What frustrations have the Council members experienced in obtaining information from staff? What tools are needed by Council to respond and provide residents ar peers with accurate information? Where do you see Shakopee moving as a community in the next 3 years? Does this tie to your personal lifestyle, or do you see conflict? • 1) What are the services that the City currently provides that should be continued and/or expanded? 2) What are the new initiatives that you contemplate the City engaging in? What is the potential budgetary impact of those, and how do you see those being impacted in 2013 budget. • Goals for boards & commissions. • What are your expectations for service? 12� Page SESSION ANTICIPATIONS 1. The Council will set some priorities (and a reasonable # of them -- not 12 or 15 priorities for one year!) 2. For the Council to have a better understanding of the amount of staff resources need to do X or Y. In the past, direction has been given to do things without regard for potentially burning people out 3. I would like to see less goals, but realistic/attainable. If the list is kept realistic, the range of goals (years) can be expanded as desired 4. Council be more supportive of city staf£ I also would like to see a more positive approach to everything. It's fine to disagree and have a lively debate, but things get negative, especially around budget time. 5. For Council and staff to have realistic goals that they stick to and conduct business around. The goals should set Shakopee up for the future not just for today. To stop being okay with good enough. 6. Stable tax rate, smaller more focused government. Minimize regulatory burdens on job creation. Prioritize service levels based on realistic funding considering current economic situation and the impacts of state / federal economic issues. How to leverage the private sector to better the community as a whole (Derby days)? 7. I am just looking for clear direction, so I can do the job the city has hired me for. 8. Determination of the greatest needs that should be addressed by the Council and Staff 9. Identification of the areas of conflict that may slow down progress or growth in the area 10. Priorities of the Council that will ensure a stronger connection with the inter-governmental groups, private entities and private citizens, as there will continue to be strong emphasis on the City to be as efficient and effective as possible 11. A commitment on the part of the Council members to work together in developing and launching initiatives or projects 12. Once a majority of the Council agrees on a project ar initiatives that it remain publicly committed to moving forward with it. 13. "Measurable" goals from staff, police & fire. 14. To agree on items that they can agree to do and identify priorities. OTHER NOTES • I see more 3-2 votes by this Council. While that is not bad by itself, it will be different. We will need to learn how to function that way, and not have staff be caught in the middle of opposing points of view. • I believe if city government starts doing things outside its area of responsibility, the flood doars become wide open to do all kinds of things with a lot of expenses and more political ideology will divide the city. We need to be able to tell people, NO, this item is not a function of the city sorry. Steer them in another direction. Most dislike congress for 3 reasons, gridlock, ideology, and spending. The local level should not be like congress. • Shakopee provides an excellent work environment that is supportive and encouraging, and will need to ensure that the new and upcoming employees have an opportunity to learn this culture from the more senior employees, as this is often the largest source of frustration for staff members. This will need to be a more "city-wide" process, to ensure that the skills of the staff are used to create a stronger working environment, as well as a welcoming and positive presentation for future hires. • Our boards seem underutilized and adrift. Police goals are not measurable. Need clear development plan. 13� Page Attachment B: Top Issues • Partnerships o Work to build better relationship with the Tribe--Intergovernmental Working Group now set up o Define core responsibilities of local government- where partnerships can be found to minimize expense for all • Staff o Complete and implement new staff salary structure o Day time staffing for the fire department o Greater training and skill building for staff, boards and commission members • Planning o Adherence to the comprehensive plan and zoning o Park development long range goals and affordability o Benefits of investments when there are long term ongoing costs o Long-term capital improvement planning • Fiscal o Remain financially strong o Stable tax rate o Identify and minimize unnecessary spending o Shelter Shakopee from larger government economic impacts o Budget and service level • Infrastructure o Maintain current infrastructure- buildings, roads, equipment o Long term infrastructure maintenance needs and funding • City Facilities o Enhancement of City facilities (community center) o Time frame on building fire station three in Southbridge o Senior center development • Job creation o Updated TIP policy. Futurc land development (anneYation) o Dedication of money and resources to economic development • Development of procedures that allow the strongest level of consistent communication between elected officials • Housing o Housing regulation o Rental ordinance • Development of accurate demographics of the community, allowing Council and Boards to more clearly understand who their constituents are-across the board 14� Page Attachment C: Team Challenges / Barriers to effectiveness • New Team - New Direction o Working as a team with the new mayor and Council has been challenging -- staff is more than willing to make changes to the ways things have been done, but there needs to be an acknowledgement in order to go in a different direction, some things will have to wait until the next budget cycle. There also needs to be an understanding that things are currently being done the way they are for a reason -- whether it is to comply with a state law or our own City code or because of lessons learned over the years. o Learning curve for new elected officials o Learning to work in collaboration , approach projects as a team not individuals o Learning to trust the team, "empowering the staf�' o The lack of long term thinking and willingness to lead by example from the City Council. Also lack of support for staff to be innovative o Lack of consistent decisions or direction from Council or Boards o A lack of unified commitment to the direction(s) the City is taking o Finding the direction from a split council • Continued growth o Ability to keep up with growth and new responsibilities as we grow as a community and organization with current funds that will not continue to meet those needs o What do we want to be and what do we want to look like in 5, 10, 15 years etc...This city is still going to change. Are we going to be proactive or reactive to those challenges and changes? o Growing population ovcr thc last 10 ycars, which is going to continue for this community o Future land development o Community center expansion • FinancialInstability o Market values have and are falling o Foreclosures, economic uncertainty at multiple levels of government, unemployment is double the norm o Inflation or weakening dollar causing food, gas, and most other items to cost more while private side wages remain flat o Financial limitations at this time • Employee Retention o Retirement or retention of long term and skilled employees, as job market becomes more mobile • Public Distrust o Negative perceptions of public service and public employment, that is often exasperated by the media, community or misinterpreted actions o Public distrust of any level of government activity 15� Page i HOW CAN WE BE MORE EFFECTIVE / BETTER PREPARED? • Process for making decisions o We need to talk about how decisions are going to be made--they need to be made by the Council as a body o People need to understand the process and their role in that process. Nothing gets done with the snap of a finger o Difficult decisions often require the difficult task of making a decision, rather than deferring the decisions to votes of the whole or extension of decisions. Council members may need to examine their willingness to make decisions, as they were elected to this role • Communication o More communication. We all need to be on the same page AND know and understand the goals and limitations the organization as a whole has. o The city and the chamber need to get on the same page. The chamber needs to understand the role the city has to people other than business owners. The chamber seems to be flexing muscle and doesn't understand why things don't get done overnight. o Build trust and communicate the needs mare effectively. Council should be more involved with boards and commissions. o Focus on building trust with one another • Clear Roles and Responsibilities o We need to identify and prioritize our core services and what is and is not local government's responsibilities. o We need to recognize that the elected council as a body is in charge and accountable to the voters not the boards. We the council need to tell our boards what we expect from them, they are often times working outside the spectrum either because they have a political ideology and personal agendas or because the council has not given clear direction. • Shared Vision and Goals o It boils down to having a clear vision, which the boards and commissions can use to make their recommendations of. o Agree on the primary goals of the city o Currently the goals that are listed on the agenda direct some focus, but the decisions placed befare decision makers also need to provide for the future needs and outcomes that the upcoming generations will be dealing with shortly o Concrete, measurable goals and expectations with timelines. Review of all policies to update to current conditions. • Commitment to the City o Stronger commitment to working as a unit, rather than focusing on the needs of individuals or groups o A good start would be for everyone from the Council to Boards and Commission to abandon the politically alluring tendency to state very publicly that a) this is only the public sector, b) everyone knows the public sector can't do anything well, and c) so what the city is doing is only what one can expect. 16�Page Attachment D: Current Goals Focus Are�: Transportation Goal 1: Reconstruct CR101/lst Avenue A. Complete report for short term options study. 1. Refer to EDAC for long term economic impact review. -Make recommendation to Council. B. Complete Preliminary design 1. Make decisions on following: a. Right-of-way & easement- b. Access closures c. Design specifics d. Streetscape C. Award contract for construction D. Complete project Goa12: Facilitate Marschall Rd/County Road 17 Improvements A. Complete CSAH 42/17 Interchange 1. Give City consent on design. B. Decide on Marschall Rd/Vierling Dr. safety improvement project. 1. Start design on Marschall/Vierling C. Prepare for 2014 Co. Rd. 17 proj ect (17th Ave. to CR 42) 1. Work with County consultant on design, including access and right-of-way. Goal 3: Complete County Road 21/18 Project A. Complete bus only ramp construction from Stagecoach Rd. B. Complete planning and design for Eagle Creek Park and Ride Station. Goal 4: Facilitate River Crossing w/MnDOT and Met Council A. Approve participation in Collaborative Agreement for TH41. B. Get MnDOT/Met Council to initiate further study of River Crossings from I-35 to CR9, includin� 101 bridge. Goa15: Participate in CR 69/TH 169 Interchange Study A. Commit to'/4 of study cost and stafftime B. Participate in Consultant selection (Economic Development and Transportation). Goa16: Work with Jurisdictions to Close Gaps on Regional & Local Trail System A. Obtain funding for Memorial Park Trail Bridge B. Review Local and Regional Trails and identify areas for improvement (with County) and PW Directors C. Determine Trail connection between Holmes Street Bridge and SW Trail in Chanhassen (with 3 Rivers Park District and County). Goal 7: Expand Commuter Transit Service & Expand Ridership on Transit Circulator Service A. Revise schedule to increase reverse commuter runs to downtown Minneapolis. B. Revise commuter schedule to serve Eagle Creek & Southbridge Park and Ride lots. C. Revise circulator routes to better serve east Shakopee Neighborhoods (CR 18/21 and Southbridge). D. Make final decision on acquisition of former Shakopee Dodge property for Park and Ride Site. 17� Page Focus Area: Economic Development Goal l: Re-establish and begin regular meetings of the Economic Development Advisory Committee. A. Interview and make appointments; specify meeting frequency to be at least monthly. I Goa12: Develop a marketing plan for the Downtown & CR 101 corridor in "Old Shakopee". I A. EDAC to define specific geographic area to be Included in Downtown/CR 101 marketing plan. , B. EDAC to complete inventary of land use or zoning changes, infrastructure improvements, or other items affecting marketability of Downtown/CR 101 area. C. City Council to consider the recommendations of EDAC for the Downtown/CR 101 marketing plan. Goa13: Develop and Adopt a Plan for the Future of New and Existing Retail Centers within the City. A. EDAC to identify specific existing or planned retail centers in the City, and define anticipated character and mix of uses will be. B. EDAC to develop recommendations regarding possible land use or zoning changes, and possible infrastructure investment plans needed to support retail uses in the identified areas. C. Council to act on EDAC recommendations regarding retail centers. Goa14: Develop and Adopt a Plan for the Further Development of Industrial and Business Park areas in the City. (Valley Green/Dean Lakes/West End (CR 69/US 169/TH 41) A. Review alternative gap financing tools and formulate recommendations upon which the City of Shakopee Finance Dir. should focus for development and use. B. Council action on gap financing recommendations. C. Develop recommendations for the CR 69/LJS 169Interchange study area D. Council action on EDAC recommendations for the69/169 study area Goa15: Establish Job/Business Retention Program A. EDAC to review with participation by the Chamber of Commerce, Downtown Partnership and others for possible design and implementation of a Business Retention/Expansion program. B. Council to review and take action of BRE recommendations Goal 6: Ensure Tax Base Preservation A. Review Economic Development assistance standards to ensure that new GI development adds to tax base, in addition to provide for job creation. B. Work to minimize iinpacts of foreclosures on residential properties (i.e, continue inspection programs; notify owners of maintenance deficiencies.) Focus Area: Strengthen Community Identity and Connections Goal 1: Improve Communication & Connections between the City, its Diverse Population, and its Neighborhoods A. Explo►•e, Select and Implement a translation tool for the City's website B. Begin regular meetings/forums with neighborhood associations and neighborhood watch groups C. Develop & implement new community event (replacement for Shakopee Showcase) D. Expand use of social media (Facebook, Twitter, etc.) 18� Page Goal 2: Evaluate & Enhance Community Amenities A. Provide alternative site for congregate dining and address related senior services B. Discuss 2nd sheet of ice/multi-purpose facility & 2nd floor on fitness room of Community Center 1. Decide on project completion and identify funding. C. Identify funding for undeveloped park lands (Riverside Fields, Greenfield East/Park Meadows) Goa13: Build Upon & Expand Partnerships & Sponsorships A. Build relationships & partnerships with community leaders (SPUC, Chamber of Commerce, School Board, Dntn Prtnrshp, etc) B. Create new partnerships with private enterprise and SMSC; improve communications Focus Area: Public Safety/Public Woi•ks Goal 1: Maintain Adequate Staffing Levels A. Retain high quality employees B. Fill current department vacancies C. Review PW structure to meet demands Goa12: Continue High Quality Training A. Train beyond minimum requirements B. Collaborate on more training between City departments Goal 3: Fire Station 2 Relocation A. Do report on feasibility study (cost, drawings) for Fire Station #2 relocation, in time for 2011 Budget discussion Goal 4: Continue Working on Goals and Objectives set forth by the Police Services Master Planning Task Force A. Maintain the high level of emergency response and law enforcement B. Maintain a high level of pro-active crime prevention C. Recruit, retain and support a skilled warkforce D. Employ efficient and effective operations to meet service expectations and foster strong community support Goa15: Community Survey A. Update 2005 police survey and collaborate with fire dept. Goa16: Improve Department Visibility A. Implement Social Media such as Twitter, Tipline, and E-911. B. Begin regular department features on cable access C. Improve information on City web sites D. Continue to expand and promote Crime-Free Multi-Housing, and Neighborhood Watch Programs. 19� Page Goal 7: Place Mobile Data Terminals in Fire Vehicles A. Establish server connection with County Goa18: Establish Station Paging A. Establish paging requirement with county B. Reprogram pagers C. Station paging up and running Goal 9: Fire Explorer Program A. Program recruitment and development B. Start program Goal 10: Use of Technology A. Continue development of GIS for operations and emergency management B. Continue use of technology to support operations and better utilization of resources Focus Area: ResponsiUle Fiscal Manlgement Goal 1: Maintain Adequate Fund Balance Levels A. Keep General Fund balance at 40-45% B. Maintain Transit Fund balance at 40-45%, plus planned Capital expenditures C. Have EDAC research EDA incentive needs, and bring back for consideration for 2011 Budget D. Conduct research on where C/F monies can be used (spec. — Park Development) E. Maintain Enterprise Funds at 3-5 months operating expenditures, plus accumulated depreciation needs F. Maintain Internal Service Funds at levels greater than accumulated depreciation of assets Goa12: Maintain Sustainable Property Tax Burden A. Set tax burden at levels commensurate with tax base fluctuations B. Maximize non-tax revenues where appropriate (grants, fees, etc.) Goa13: Maintain Debt Levels Relative to Projects A. Consider GO Bonding impacts when considering projects B. Maintain per capita debt measures below median compared to cities with same credit rating Goal 4: Control Spending A. Council to set budget at affordable levels B. Monitor expenditures for compliance with adopted budgets 20� Page Attachment E: SWOC COMMUNITY S TRENGHTS • Strong and diverse tax base with opportunities to grow o Well-rounded community with a good mix of housing, retail and commercial tax base o A great commercial/industrial base--many exciting things just on the cusp right now in terms of new tax base and jobs o Contains industrial, commercial and residential development o It has everything from entertainment, roads/transit, and opportunity to still grow o Relatively good financially o In a reasonable financial condition o Great tax rate (stable tax rate) o The city is financially sound o A lot of opportunities for growth o Strong and consistent population growth o Healthy cash position allowing for options in decision making o A strong employment base and mix o Commercial/industrial development • Services and amenities o Ability to live and work here and get most of the services you need here , as opposed to being a "bedroom community" o Good Schools o Strong business community • Large entertainment base o Tourist attractions -- something that brings people to town and something that we could build upon in the right economic climate o We have a lot of entertainment opportunities o Strong attractions, including Valley Fair, Canterbury Park, Renaissance Festival, The Landing, the Minnesota River, etc. o Area attractions • Expedient location with multiple transportation options o It is located close to the big city amenities of the Twin Cities, yet also close to rural agricultural areas o Shakopee is located along 169 so it is easily accessible for businesses o Location close to metro yet still small and personal, transportation major hiway, transit, and rail exist o Space to grow • Natural Resources o Natural resources, multiple lakes and a river o The river o Set in the MN River valley, Shakopee has a great deal of physical beauty--river, lakes, I bluffs and forests � o Transportation system - road, rail, river crossings I i I 21� Page II • Well run city services o The City is in relatively good financial shape, and has invested in its infrastructure--city buildings, utilities, schools, and some transportation o Low crime o City has a strong relationship with the school district o The City has a well trained staff of employees o Knowledgeable staff • Diverse, and growing population o Increasing diversity of races o The city is so diverse in both population and make-up of businesses o Diversity of the community, employment base and demographics o A well-educated and diverse population o Newer residents and various cultures o Growing population o Active senior community • Historic Community o A strong history to be grounded in o Historic roots S OF THE ORGANIZATION • Dedicated and knowledgeable employees o Experienced professionals who work hard to give the City Council and the community what they ask for or expect o City Administrator and Department Heads are dedicated to this City and this community -- not just working here for a few years until they can move on to a bigger city o New Finance Director has brought a much needed breath of fresh air and new perspective to the City's budget and financial outlook o Good labor relations o Strong and experienced management team o Devoted and caring employees o The city has great staff. The department heads are well educated and trained. They also have a great deal of experience o The majority of the staff is dedicated to the organization and works very hard in many cases doing multiple job tasks o Skilled and experienced staff, with the ability to train and assist new staff inembers o Supportive administrative staff who are well prepared and knowledgeable about issues and political arena o Capable and potentially very creative staff o Knowledgeable staff 22� Page • Fiscally astute organization o Policies that position the city to keep costs from peaks and valleys o The city is financially strong, which allows for progress and forward thinking in a time when many cities are just trying to stay a float o City staff and council both share credit for holding the financial line but we should also recognize, and be proud of the fact, that we're financially strong o Basically, very sound financially o Fiscally sound o Financial systems in place • Positive relationships and history of respectful politics o History of unanimity and positive political culture--Councilmembers have respected each other's' opinions o The departments generally wark very well together and communicate well o The Department Heads all get along • Organizational infrastructure o Defined departments, latest technology, communication tools, stated department goals o The city has talented individuals in key position within the organization o Communication between departments is very good o Sound Organizational Structure • New city facilities • Willingness to consider and implement new ideas and procedures • A variety of community input through numerous boards, committees, and commissions • Ready for a challenge WEAKNESSES • Divided Community o Status quo and keep taxes low at all costs (folks that are out to prevent change) o Want change, but not willing to pay for the desired services and amenities o This city has an "old Shakopee" vs. "new Shakopee" feel at times o There is a feel of separation between east and west ends of town o Are we a small town or an emerging city in the metro? o Believing Shakopee is a small community and we should hold on to that small town feeling o Blending or appreciation of the "new residents" into an existing or "old town" perspective � o Set in its ways / Old vs. new / Small town vs. small city o different viewpoints of groups, no continuity I o"Originally from town" vs. "out of town-ers" ' I 23� Page ' �' • Growth Challenges o Lack of adequate river crossings has stymied growth, and it is a long term prospect to remedy o Costs to retrofit infrastructure in some older areas of the city, and to provide new infrastructure in potential areas for expansion � o Ability to view a"greater good" perspective from many projects or community growth � issues o Can be unreceptive to growth o The feeling of "this is how it's always been" has gotten in the way of progress o Have not realized the potential of the river i • Lack of community participation o Lack of involvement or interest of a broader base of participants o There needs to be more participation from the community • Unclear Vision and Goals o Identification of a major goals or objectives - short term o Identification of a major goals or objectives - short term o Lack of following policy/procedure, going multiple directions often times outside the core responsibilities of government (core functions not defined) • Neglected City facilities and infrastructure o The City facilities are not as up to date or appealing as surround communities i.e. the Community Center, City Hall and lack of a dog park o Physical disruption of many arterials and county roadways that tends to lead to isolation of one area of the city from another o Challenges in maintaining City's downtown and related "First Avenue" corridor as a meaningful core to the city • Commuter city (the lack of good shopping and restaurants drives people elsewhere) • Impact of economic malaise will potentially affect the overall quality of life--code enforcement, rental housing issues, multifamily housing (extended families in neighborhoods designed for single families, etc) WEAKNESSES OF THE O RGANIZATI O N • Personnel Needs o Serious need for additional personnel in certain areas (if the Council or the community wants more or a higher level of service) o The City is beginning to lose experienced Department Heads, over the next 3-8 years several more (and the City Administrator) will be leaving o Succession planning is in order o We all want more staff to accomplish tasks and conduct proactive/quality of life projects but nobody has increased staffing levels for years o We will need more staff to accomplish many of the goals that may be set at the meeting o Council must understand current staffing levels when making decisions to do more o Staffing levels are very low 24� Page o Not having enough staff to preform core functions o Limited staff training and opportunities for staff to network and update with peers o Development of skill sets that are needed for today's work flow-not settling for skills that may not be efficient or effective in today's work place • Watered down policies o We often try to please everyone at once -- which can result in a watered down policy or program, rather than picking priorities and sticking with them, even if that means telling a person or group that while their idea or request may have some merit, it just doesn't fit in with where we are putting our energies • Unwillingness to invest in research o Staff and the Council are too often operating on an assumption of what people want or what a certain project will require -- there is an unwillingness to spend money on resident surveys and consultants which have the potential to provide a more solid foundation for i our work � o Change should be for the better but only if ineasured with the cost • Drawback on respect of the council and staff o The respect Councils have shown for each other has some drawbacks o The Council has problems with giving direction o The Mayor's ideas seem to be different from others on the Council o New elected are still learning their role o Micromanagement of staff at times o Not trusting city staffs recommendation can be frustrating given the training and experience that department head possesses o Things get too negative sometimes o Let's be proud and celebrate our successes more o The City Council does not put a lot of faith in City Staff o Willingness of public members of the city qua organization (City Council, boards and commissions) to publicly denigrate or disparage the work and abilities of the city to meet community needs and do a good job • Avoidance of tough/controversial issues o Instead of delving into controversial issues, we have avoided them--what to do with the area north of lst avenue along the river is a case in point o Challenges not faced and dealt with • Mixed Priorities o Too many people going different directions o Not getting clear direction or decision from council • Limited Funding o Taking on new projects or goals are limited due to funding o The willingness to Increase taxes to fit the needs of the city • Ideological differences o Not staying focused on core government functions (not defined) o Differing views of governments responsibility 25� Page • Accountability o Goals are not measurable • Lack of Visionary and Strategic Thinking o The City Council is not visionary o The City Council too concerned with the dollar figures and do not enhance City amenities to accommodate our current population let alone future growth o Tendency of city councils over the past several years on the direction(s) the city should take (e.g. fund only core services like public safety versus all others) o A dislike to stepping out of comfort zone • Ineffective Communications o The City website is very hard to navigate and with only a part time communications coordinator there is little to no marketing of the City o The Communications Coordinator only writes newsletter, her time could be much better allocated to actually promote the City o Communications coordination and process that will provide updates to staff from the top down, consistently and timely OPPORTLJNITIES • Pro-Active Economic Development Strategies o I think the City should step into the development function a little bit more. The Vikings stadium quest seemed like trying to run before you can walk for a City that has not taken an active role in economic development for years, but there are certainly opportunities on a more do-able scale to acquire and assemble land, raise old buildings to make way for new, etc. o Riverfront development o West downtown redevelopment • Tribe Relations o Build on recent positive outreach from the Tribe--work to get reimbursement agreements for services which the City provides. • Partnerships o Renegotiate fire services agreement with the two neighboring townships o Wark with MNDOT to expand and flood proof the CR 101 River Crossing o Joint construction with the school district or County o Partnerships with other government entities to share resources and manpower, we really need to decide if having professional staff inembers contract out city projects, do we need outside consultants when our staff is capable in the slower development era where in? o Seek private business solutions to non-core function issues o Potential partnership with the SMSC, which controls about 1/3 of the remaining developable land within the City limits o Partnerships available through SCALE, including partnership with Greater MSP, other cities, and others o Annexation, working with the SMSC 26� Page • Growth strategies and management o What is the long term desire for the community? Small, well run, clean, recreational opportunities, job opportunities, with little crime o Development of greater linkage with community and surrounding communities that could provide insight into the future of a growing community, as it plans for the "maintenance" of the rapid growth • Various updates o Bonding to enhance City facilities I o Updating the website �i o Senior center o Community center/2nd ice sheet • Skill Building o Greater development of skill building, through review of procedures and practices • Expand the work opportunities for residents and future residents that provide wages and lifestyles for trained and skilled employees CHALLENG • Negative or passive attitude o As the current legislature imposes its "less government is good" philosophy on Cities and Counties, it will leave fewer resources with which we can use to provide services (the demand for services won't go away, but we will have fewer options) o Maintaining an atmosphere of "we're OK", rather than striving to be a community that is considered a model of high functioning, healthy lifestyles, supported by strong economic options o Allowing the negative minority to plan and prepare for the possibilities of the future o Communities will need to aggressively place a path for growth and options for their residents o Willingness to "not plan" and react, rather than make a difficult decision that may require the discussion of tax increases or fee increases • Rising aging population o Need for planning to have more sustainable City services--look at whether it is a good idea to develop neighborhood parks with active use areas that become functionally obsolete in 20 years as the neighborhood ages o With aging population--more demands for transportation, social services, that our traditional planning layout does not easily support • Rising crime o Allow the Police Department to continue to build on programs for young and to educate the public so as to head off development of additional crime as time goes by (would rather spend money on encouraging and promoting prevention than on jails and courts and attorneys after the fact) • Foreclosures • Transportation issues 27� Page • Industrial/commercial development space availability • Tribal issues o Must be careful of doing anything just to get businesses in here and getting burned o Tribal issues- more land into trust o The Native American Community purchasing more land in Shakopee. Funding and t� reductions o Limitations on development created by SMSC control on such a large area of the City • Unfunded mandates / impact of other governments: o Met council, EPA, federal/state mandates o Emergency management preparedness update o Growing limitations placed by the Congress, legislature, and Metropolitan Council on cities in their work o Continued pressure to make county roadways limited access to foster greater flow of traffic through the city at the expense of useful local access o STATE, County, SMSC 28� P?ge