HomeMy WebLinkAbout8.F.2. Goal Setting Session Adoption �� ` ' o( .
CITY OF SHAKOPEE
Memorandum
TO: Mayor and City Council
FROM: Mark McNeill, City Administrator
SUBJECT: Goal Setting Session Adoption
DATE: May 1, 2012
Comment:
Introduction:
The Council is asked to adopt the results of the goal setting sessions held in March, and
specifically adopt the priorities for the next twelve to eighteen months which were
identified at those meetings.
Background:
On March 13th, the City Council and Department Heads met in a retreat setting at
Shakopee Public Utilities. The purpose of the meeting was to set goals and objectives for
the short term, which was identified as being for the next 12 to 18 months. The session
was facilitated by the firm Brimeyer-Fursman, LLC.
The initial March 13t"meeting lasted in excess of five hours. A follow up meeting was
held on March 27th, at which time the Carver Governance model about the particular
roles of government was also discussed.
Through an action planning process, the highest priority issues were identified.
Discussion was also held about follow-up to those priorities.
Priorities:
At the goal setting retreat, the participants were paired, and each individual was assigned
to write ten short-term goals for the City. Each group of participants then identified five
top goals, and those were assembled into specific areas.
Each of the participants then were given a number of"votes" which then identified,
through the number of votes, the highest, medium and low priorities. The results were as
follows:
Highest Priorities-
1. Budget and Fiscal Policy
2. Infrastructure needs and funding
3. Adequate staffing
4. Economic Development
Medium Priorities
5. Strategic Planning
6. Annexation
7. Transportation
8. Fire Department
Low Priorities
9. Community Center
10. Community ID
11. Tribal
12. Rental Code Enforcement
The results of the voting are shown on pages 10 and 11 on the attached summary.
The follow—up would be to identify specific task, responsible parties, and timelines. I
recommend that these be subjects for deliberation at future Council discussion sessions as
they are held. The logical order to address these would be from the highest priority, to the
lowest. However, given that there are twelve identified priorities, it would be
approaching the end of this particular City Council's term of office to discuss each, one
month at a time.
An alternative would be to direct staff to discuss, research, and bring back
recommendations for action steps, responsible persons, and completion dates.
Recommendation:
I recommend that the Council adopt the twelve priorities, and assign staff to do follow-up
to be brought back to the Council for consideration.
Relationship to Visioning:
The Goal setting session addresses all of the standard visioning issues A-E.
Action Required:
If the Council concurs, it should, adopt the results of the March 2012 Goal Setting
workshops, the twelve priorities and designating them as High, Medium, and Low, and
direct that staff research and bring back recommendations for the priorities
implementation.
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Mark McNeill
MM:cn City Administrator
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Goal Setting Session
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�����`" This document summarizes the planning session discussions
���f and process used to develop priorities for the year 2012.
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TABLE OF CONTENTS:
Introduction..........................................................................................................................Page 2
Objectives
Agenda
Pre-Session Assessment.......................................................................................................Page 3
Team Self-Assessment .........................................................................................................Page 4
Tam Challenges and Keys to Success ..................................................................................Page 5
Strategic Planning Model .....................................................................................................Page 6
Mission/Vision/Current Long Term Goals .....................................................................Page 7
GoalsTriangle Diagram........................................................................................................Page 8
SWOCSummary...................................................................................................................Page 9
Priorities 2012- 2013 .........................................................................................................Page 10
Governance Model................................................................................................................Page 12
Carver's Nesting Bowls: Board Responsibilities.................................................................Page 13
Leadership and Decision Making Process...........................................................................Page 14
ActionPlanning Model..........................................................................................................Page 15
NextSteps .............................................................................................................................Page 16
Attachment A: Session Expectations and Objectives ........................................................Page 17
Attachment B: TOP Issues ...................................................................................................Page 19
Attachment C:Team Challenges and Barriers to Effectiveness .......................................Page 20
Attachment D: Current Goals ..............................................................................................Page 22
AttachmentE: SWOC ...........................................................................................................Page 23
SESSION 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(��hat is government's
responsibility and role) 5:20 Discussion of Pre-Session
o Discuss the process for decision making and moving Resuits
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
o Get the council on the same page - council as a body Establish Priorities
vs. individuals
8:30 Break
• Discussion about"how do we shift from being reactive to g;45 Action Planning model/OR
being proactive"(staying at a 30,000 feet, rather than
getting into the details, have mechanism in place on Roles and Responsibilities
tracking, getting things done and holding people
accountable)
Update current goals 9:55 Next Steps
• Set specific goals, that are measurable, have a timeline,
report progress , set a system to hold people accountable 10:00 Adjourn
• 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.
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2� 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 gowth. 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 �nost cases, lack of co�nmunication 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 identified through pre-session surveys and interviews
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See Attachment B for Details.
3� Page
Team Self- Assessment
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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 cowarker 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 counciUstaff to tra�el
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 denigate 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
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See Attachment C for Details
4� Page
Team Challenges and Keys to Success
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How can we be more effective and
better prepared?
� •Decisions are going to be made by the Council as a body
• � �
' •Understanding the 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
� � S 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
� . • • 0 responsibilities
•Elected council is recognized as a body is in charge and accountable to the voters not
� � � � � the boards
•Clear direction and expectations(council,boards and comissions,staff)
•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 or groups
•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
5� 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 CLLIENNfS/ CODIPETITORS
• Political CUS'fOh�RS/ • Competiti�e
• ��� PAl'ERS Forces
• Social
• Tecbmlogral
E�temal En�vonwmt
• Scmuios
Opportunities/Ilueats
hfAD1DATES 1
Stnte�• 13e Futun Organindon
T3ISSIOIrS/ Stntegic Issacs • Pract�cal Akernatnrs :1CTI0\S
V�-B • Bazriers "Vision of Succas"
staktLold�s • Suategus �
* • rlctions
/ • ��'ork prograns RESLZ'IS
Strengthvll'ealnessa
Iatemal F��ironment
RESOURCES PRESE.VI' PERFOR'13A.\CE
• people S7'RATEGY • Resuhs
• Eco�mic • O�rratl
• Intocmation • Fu�tion or
• Cou�etmcia �+�nt
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 S WOC
table on page 8, more detailed information can be found in the Attachment E.
6� Page
Mission Statement:
The Mission of the City of Shakopee is to provide the opportunity to live, work and play
in a community with a proud past,promising future,and small-towrz atmosphere
within a metropolitan setting.
Visio�i Statement:
Twenty years fi-om 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 backgounds 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 tl�e City's financial health.
D. Maintain, improve, and create strong partnerships with other public and private sector entities.
E. Deliver effective and efficient public services by staff of well trained, caring, and professional
employees.
7� Page
Current Goals 8z 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.
9ukmee C!r Cowr�1
ioio.2un co�r TrA21 Sp ortatlon
Fons Areat CR 101/F'ast Averwe
bdaschall Id�ad!CR 17
CR 31118
River C�ossu�gs(CR101,lii 41) '
CR 69!US 169
Pede stan'ha�k
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Hi�h�ivaliry P�.�blic UJorks
��P,.ihlic Safety Senrices
F�eponsible F�s�_.-�
Strengtl�en Commiinit}� n��l;��r,zl;t
Identity & Connections Economic
����%«�_�r�:k��:w� Development
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OLi dt N+w 57rkupee J Faz3ursE�;i (Y�ey Green lZk�Lahs!ivrsi Br�i(69l169fl1))
Z.mma.4c tl:znie::i r.z i',:mvnnn��C;c»ittv:rtamt Job R.etrsuicrc�B+ssauss Reeenaor.
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See Attachment D for Details
8� Page
Strengths, Weaknesses, Opportunities, and Challenges (SWOC)
Internal Strengths and Weaknesses External
(Organization and Community) � �
� . 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
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WEAKNESSES
❖ Divided community - � �• �'
•:� Growth challenges ' _ _ _ ��� - •
❖ Lack of community participation '
❖ Unclear vision for the community �-
❖ Neglected city facilities and infrastructure • • • �• -
•'• Commuter city �
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❖ 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)
9� Page
In Qrder For This Organization
To Be Successful, What Issues Should We Focus on in the Next
2 To 5 Years?
� ___ _ __-- --- _
Rcntal Code j Fire Community Adcquatc ; Infrastructure � Transportation ! Budget& Economic Strategic Community ID � Annexations Tribdl ;
Enforcem nt Department ' Center Staffing i Needs and � � Fiscal Developmen Planning �
� �Funding � ' Policy� � ! � �
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•Rentalproperty •Fireavailability •Rolcof •Adequate •Connection •IOlbridge,river •Idcntify •Scwer/Water •Revisitvtsionand •Community •Planningfor Tribal
code /partnerships Community number of between front desired Econ Dev aka comp plan for identity and annexation Issues
enforcement •Fire department Centcr staff& � infrastructure/ •Gateways to the projects and "Pad Ready" revisions to meet connectivity •CR69/TH 169
ordinance growth proper facility needs& City:improved priorities •Prepare/Plan for the next 2-�years •Branding the annexation and
training to willingness to invest,economic for funding new style EDA& •Priority driven City,highlight infrastructure �
meet fund development and money to go w/it budget(& � what�ve have •llevelop a plan
CounciPs •Infrastructure/ (169/69&101 planning .River Front consistent follow (marketing,PR, on proceeding
goals street crossings) •Preliminarv Downtown 101 through) way finding with annexation
•Invest in staff improvement •Completc major Levy range redevelopment •Continue strategic parks,historic, .69/169
—hire and •Maintain current transportation set b}�May .Entertainment/ planning annually natural resources) annexation
retain the resources projects •Remain retail destination •Comp Plan/CIP/ proccss initiated
best,training /infrastructure fiscally .Economic Policies&
•Evaluate (roads, responsible Development Proccdures followed
staffing equipment, tool box review (long rangc plan),
I levels vs. buildings,fleet) .C/I and jobs investments �,
services •Sufficienl funds expansion consistent
•Core services for overlays and
' maintained at inliastructure
reasonable •Develop plan for � I
levels pavement �
management
funding
•Capital
improvement """
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Council ••• •• •• Staff•• •• ••
1. Budget and Fiscal Policy ..................................................................................+ 12
Council •••' + g Staff•• ••+�
2. Infrastructure Needs and Funding .......................................................................+ 19
Council •• +6 Staff•••••• +13
3. Adequate Staffing ........................................................................................ + 13
Council ' Staff•••• •+9
4. Economic Development ..................................................................................+ 11
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 •O • -4 Staff• •••••• - 13
11. Tribal .......................................................................................................— 17
Council •• '• - 6 Staff• ••••• - 11
12. Rental Code Enforcement ................................................................................. -17
Council •• ••' - g Staff •••• ••• - 9
11� Page
SESSION II: GOVERNANCE
March 13�'session adjourned until Tuesday, March 27th. The council met with consultants to discuss the
governance model at 6:30PM, followed by the Action Planning Process for the hiQhest priority issues
jointly�vith tlie depart��lent directors at 7:30P'�1. �
Agenda:
Characteristics of Productive Team: 6:30 Governance Presentation
• Effective Leadership
• Suitable Membership and Discussion
• Member Commitment 7:30 Break
• Constructive Climate
• Clear Purpose 7:45 Action Planning Model
• Organized Procedures
• Mutual Trust (Top Priority)
• Creative Capacity
• Meaningful Outcomes 8:30 Next Steps
• Stakeholder Relations
9:00 Adiourn
Governing Body Working Conditions:
• Vague Task Definition
• No Hierarchy
• No Specialization
• Little Feedback
• Open Meetings � • � �
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Reduce Uncertainty: • • �
• Know Policymaking Role
• Set Goals
• Problem Solving Techniques
• Develop Norms of Behavior . . - .
• Teambuilding � ' - -
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• Partnership with Staff � _ . �
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Understand Behavior and Learning � � �
Styles . • - . ,
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Flows of Governance � ' • - - �
/ Time of the Trivial � - � �
1 Short Term Bias � �
1 Reactive Stance ' � '
/ Reviewing, Rehashing, Redoing � �
/ Leaky Accountability . . .
. •
/ Diffuse Authority
12� Page
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"HE POLICY 1�3AKING NESTING BOW
Bss�d oaa John Cata�ri'+\fod+l of Gov���unc�
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< v;�� ����� 1 Set Expectations for CEO/ Management Team
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� / Hold CEO/ Management Team Accountable
/ Check with CEO/ Management Team on progress and
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13� Page
Policy as a Leadership Tool
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Decision Making Process: Ends vs. Means
Council concerns are with ENDS which are desired outcomes for the arganization and the community
ENDS must consider the following
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14� Page
Action Planning Model
. - - - . . .
• . . . . . . � . - . . - . .
�i • . � - • . . . - � .
W y�s t is Strategic Issue.
Major parts of it unfunded What are the consequences�of NOT addressing
this issue.
Depreciation is catching up to funding
Increasing Cost
Policy—financing issue
Public Reaction
Could not bond Deteriorated Economic Development I!
No mone was dedicated to CIP
Funding Mechanisms in place (assessments)
Annual Evaluation
Franchise Tax considered Public understanding and accepting
Re-allocate resources (re-prioritize) �ncreased Tax Base (Economic Development)
Economic Development Incentives(Business
Phase in over time assistance, etc.)
1
- . _ - . . . - - - . .
,i
' ;
�
PublicUnderstanding/Acceptance Unwillingnessto raise taxes
Inconsistent Allocation of Funds
Inconsistent Public Policy
Absence of a method for allocation
CurrentAssessment Policy(Levy) Additional Cost—Size of the Assessment
15� Page
1 1 � ' I � 1 ` �
• I . � � 1 � � � 1 / 1 1 i 1 I '
� �
•Explore Investments i�
Options • - -
•Ends discussion (overall =°'� � � . • Look at debt schedule
vision for the City) `��.���
�:,��
� • Explore other
•Communication •New money(borrow ) € financing options
Strategy � •Re-allocation (what .2014 budget
.��. . �� fr,,;: � ,
should we stop doing)
� ' �' � 'i��' � •Tax Levy increase
�� • discussion
.
, _ � .�...,.a..,:w,��,�.� ,.A�.�,�
. . .
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Next Steps
The questions for further discussion and next steps:
1. Complete Action Planning for all top priorities
2. Develop Work Plans: identify milestones and responsibilities
3. Develop a reporting(communication) system and progress tracking mechanism
4. Discussion about Tax Levy Policy
5. Adapt a process on how the decisions will be made going forward(to what end?)
6. Discussion on how pro-active the City should be(Economic Development)
7. Finalize/make the decision on Fire Station(sell or arts)
8. Check with the current Mission/Vision and Goals—are they aligned with our priorities?
16� 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 works, 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--far 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 amendldeviate 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 staf£ 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 services. What is local government'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 or 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?
17� 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 staff. 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 far.
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 or 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 doors
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, gidlock, 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 mare"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.
18� 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 faciliries(community center)
o Time frame on building fire station three in Southbridge
o Senior center development
• Job creation
o Updated TIF policy. Future land development(annexation)
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 demogaphics of the community, allowing Council and Boards to more
clearly understand who their constituents are-across the board
19� 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 wark in collaboration, approach projects as a team not individuals
o Learning to trust the team, "empowering the staffl'
o The lack of long term thinking and willingness to ]ead 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 over the last 10 years,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
20� Page
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.
o Build trust and communicate the needs more effectively. Council should be mare
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 before 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 goups
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.
21� Page
Attachment D: Current Goals
Focus Area: Transpoi-tation
Goal l: Reconstruct CR101/lst Avenue
Goa12: Facilitate Marschall Rd/County Road 17 Improvements
Goa13: Complete County Road 21/18 Project
Goa14: Facilitate River Crossing w/MnDOT and Met Council
Goa15: Participate in CR 69/TH 169 Interchange Study
Goa16: Work with Jurisdictions to Close Gaps on Regional& Local Trail System
Goal 7: Expand Commuter Transit Service& Expand Ridership on Transit Circulator Service
Focus Area: Economic Development
Goal 1: Re-establish and begin regular meetings of the Economic Development Advisory
Committee.
Goa12: Develop a marketing plan for the Downtown& CR 101 corridor in"Old Shakopee".
Goa13: Develop and Adopt a Plan for the Future of New and Existing Retail Centers within the
City.
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)
Goa15: Establish Job/Business Retention Program
Goa16: Ensure Tax Base Preservation
Focus Area: St�-engthen Community Identity and Connections
Goal 1: Improve Communication& Connections between the City, its Diverse Population,and its
Neighborhoods
Goa12: Evaluate& Enhance Community Amenities
Goa13: Build Upon& Expand Partnerships & Sponsorships
Focus A►-ea: Public Safety/Public Works
Goal 1: Maintain Adequate Staffing Levels
Goa12: Continue High Quality Training
Goa13: Fire Station 2 Relocation
Goa14: Continue Working on Goals and Objectives set forth by the Police Services Master
Planning Task Force
Goal 5: Community Survey
Goa16: Improve Department Visibility
Goal 7: Place Mobile Data Terminals in Fire Vehicles
Goal 8: Establish Station Paging
Goal 9: Fire Explorer Program
Goal 10: Use of Technology
Focus Area: Responsible Fiscal Management
Goal 1: Maintain Adequate Fund Balance Levels
Goal 2: Maintain Sustainable Property Tax Burden
Goa13: Maintain Debt Levels Relative to Projects
Goal 4: Control Spending
22� Page
Attachment E: SWOC
COMMUNITY STRENGHTS
• 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 geat commerciaUindustrial 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 CommerciaUindustrial 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,
bluffs and forests
o Transpartation system-road, rail,river crossings
23� Page
• 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 transpartation
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 demogaphics
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 gounded in
o Historic roots
STRENGHTS 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
24� 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 progess 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 work 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'bld 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 ar 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
o "Originally from town" vs. "out of town-ers"
25� 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
• 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 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 ORGANIZATION
• 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
o Not having enough staff to preform core functions
26� Page
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 ar 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
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 staff s 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 quasi 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 1 st 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
27� 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 mare. 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 far
new, etc.
o Riverfront development
o West downtown redevelopment
• Tribe Relations
o Build on recent positive outreach from the Tribe--work to get reimbursement ageements
for services which the City provides.
• Partnerships
o Renegotiate fire services agreement with the two neighboring townships
o Work 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, warking with the SMSC
28� 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 gowth
• Various updates
o Bonding to enhance City facilities
o Updating the website
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
CHALLENGES
• Negative or passive attitude
o As the current legislature imposes its "less government is good" philosophy on Cities and
Counties, it willleave 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
• Potential Rising crime
o Allow the Police Department to continue to build on progams 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
29� Page
• IndustriaUcommercial 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 tax
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, federaUstate 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 geater flow of
traffic through the city at the expense of useful local access
o STATE,County, SMSC
30� Page