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HomeMy WebLinkAboutItem 06.j9 0 s September 12, 2013 Item No. ACCEPTANCE OF THE ENVISION LAKEVILLE REPORT Proposed Action Staff recommends adoption of the following motion: Move to accept the Envision Lakeville Report as presented by the Envision Lakeville Task Force. Passage of this motion will result in acceptance of the Envision Lakeville Report that articulates a set of community values; establishes strategic priorities and provides a list of key initiatives to make the vision a reality. Overview In early 2013, the City Council retained Craig Rapp, LLC to facilitate a community visioning process. The City Council assembled a 14 member task force drawn from diverse perspectives from throughout the community including education, recreation /sports /leisure, businesses, seniors, youth, the development community, civic and non - profit groups and the medical and health sectors. The task force was responsible for reviewing data and input from various sources including: a staff and advisory board survey, a community wide survey, four town hall forums and seven focus group meetings. The task force also considered current and future trends regarding housing, development, demographics and various potential changes that could occur throughout the community over the next 25 years. The task force worked through this data and input from the community with the help of Mr. Rapp, and developed the attached unified community vision report called Envision Lakeville. The community vision report presents a vision of Lakeville's future, a set of community values, and a list of strategic priorities for guiding the implementation of the key initiatives outlined in the report over the next 25 years. The task force submits the attached Envision Lakeville Report to the City Council for your consideration. Primary Issues to Consider • What are the next steps in the process? Supporting Information • Staff Analysis of Primary Issue. • Envision Lakeville Report. lyn T. Kuennen, Administrative Services Manager Financial Impact: B udgeted: Y/N Source: $ Related Documents (CIP, ERP, etc.): Notes: Staff Analysis of Primary Issues The purpose of the visioning process is to help the community and City Council establish an informed, reasoned and cohesive picture upon which to build consensus regarding Lakeville's common future. In an era where funding for private and public improvements are limited and major population and demographic changes are occurring, a good visioning process can help residential, commercial and industrial property owners as well as governmental and non- governmental organizations understand the future goals and needs of the community and potentially align interests and limited resources to meet those needs or to make those goals more achievable. To this end, the next steps in the process is for the City Council to dive deeper into the key initiatives outlined in the report and to work with staff and the advisory boards and commission to develop a work plan that reflects the Envision Lakeville values and strategic priorities. Lad l ENVISION LAKEVILLE _. Community Vision Plan This page intentionally left blank. ENVISION LAKEVILLE Community Vision Plan Contents Transmittal Letter Vision Statement Executive Summary Community Values Strategic Priorities Key Initiatives Community Vision Process Outreach & Data References ENVISION wo LAKEVILLE PAST •PRESENT •FUTURE 3 4 5 6 8 10 14 16 20 I This page intentionally left blank. NVISION LAKEVILLE Mayor and City Council On behalf of the entire Envision Lakeville Task Force, we are pleased to present this Community Vision Plan report to you. The plan sets forth a vision for the future of Lakeville; it articulates a set of community values; it establishes strategic priorities; and it provides a list of key initiatives to make the vision a reality. This document represents the culmination of an effort by the City Council, Task Force and staff that began in November 2012. Over the succeeding months, more than 800 citizens from across the community generously gave their time to answer survey questions, participate in groups, offer ideas, and debate issues —all in the spirit of helping the City Council chart a future course for the City of Lakeville. For the past six months, over eight meetings, the Envision Lakeville Task Force worked to develop the plan. We reviewed data and listened to experts; we debated the impact of demographic and social trends; we interpreted community input; and we wrestled with alternative concepts of livability. Ultimately, these efforts enabled us to recommend a set of strategic priorities and long term actions that we believe will help create a better Lakeville. Thank you for the opportunity to serve, and for the chance to work side by side with a great group of neighbors and now new friends on a project of such great importance to our community. Sincerely, Envision Lakeville Task Force: Laura Beem Jeanne Hutter Grant Jacobson Cody Jones Brian Knapp Jason Mahlman Patti McDonald Ron Mullenbach Lynette Mulvihill Steven Porter Howard Schneider Tom Rice Dean Swenson Consultant: Craig Rapp LLC Craig Rapp, President Marc Hugunin Staff: Steve Mielke, City Administrator Allyn Kuennen, Administrative Services Manager ENVISION LAKEVILLE Envision Lakeville 2040 - Community Vision A vision offers a clear image of a possible and desirable future state. Visions come from the heart and reflect our highest aspirations. The Lakeville Community Vision Plan puts forth a Vision Statement that broadly describes Lakeville in the year 2040. The Vision Statement reflects community input, embodies community values, connects with a core purpose, and describes how the community will distinguish itself. It is a reflection of what Lakeville is, and what it can become. VISION STATEMENT We envision a thriving, multi- generational community where families, friends, and neighbors connect, live, learn, work and play. Exceptional schools; a diverse local economy; great parks, trails, and recreational opportunities; vibrant social and cultural institutions; safe neighborhoods; and responsive and cost - effective public services — together create a place we are proud to call home. 0 ENVISION LAKEVILLE Executive Summary The Community Vision Plan presents a vision of Lakeville's future, Access to a Multitude of Natural Amenities and a set of community values, and a list of strategic priorities for Recreational Opportunities guiding implementation. Each of the plan's key elements below W value widespread access to nature, the outdoors, and was developed based upon community input, supplemented by recreational opportunities of all kinds. research and expert testimony. Vision Statement "We envision a thriving, multi - generational community where families, friends, and neighbors connect, live, learn, work, and play. Great schools; a diverse local economy; exceptional parks, trails, and recreational opportunities; vibrant social and cultural institutions; safe neighborhoods; and responsive and cost - effective public services — together create a place we are proud to call home." Strategic Priorities • Increase economic sustainability. • Support high quality education. • Develop a community of choice. • Cultivate a sense of community. • Provide services that add value. Community Values Diversified Economic Development We value the stability and independence provided by a strong, diversified local economy. Good Value for Public Services bVe value high - quality public services delivered cost effectively. Safety Throughout the Community We value living in a community where people feel safe everywhere they go. Design That Connects the Community We value a well- designed community and we place a priority on development that enhances connectivity and accommodates our changing needs. High Quality Education We value and are committed to high quality education that sets us apart. A Home for All Ages and Stages of Life We value living options for people of all ages and stages of life. A Sense of Community and Belonging We value the sense of belonging that comes from our traditions and institutions, and we strive to support and preserve them. "Our region has a rich history of strong civic engagement. But our rapidly changing cultural, business and demographic landscape brings new challenges. How well we meet the demands of these evolving challenges will determine how successful our communities will be in the next century." - Minnesota Compass.org 5 ENVISION LAKEVILLE Envision Lakeville 2040 -Community Values The foundation for Lakeville's Community Vision Plan rests upon its values. Values are defined as our most important and closely held beliefs, ideas, and concepts. They are used to filter critical decisions. Sometimes referred to as core beliefs or principles, they are the basis for vision plans and ways of operating for individuals, organizations, and communities. They are ideals shared by members of a community about what is good or bad and desirable or undesirable. Values have a major influence on behavior and attitude and serve as broad guidelines. The following are the community values for the City of Lakeville, which will be used to guide current and future City Councils as they work to make this vision a reality. The values were developed by the Envision Lakeville Task Force, with the insights and assistance of the City Council. They reflect community input — gathered and interpreted from the community survey, four citizen forums, eight focus groups, and a community leaders survey. Task Force members, representing a broad cross section of citizens and groups, also relied upon their own perspectives to forge a consensus on the final set of values. 0 ENVISION LAKEVILLE Community Values Diversified Economic Development We value the stability and independence provided by a strong, diversified local economy. In 25 years, Lakeville will have a diversified economy that provides residents with expanded opportunities to work within the City and to meet their shopping, health care, and other daily needs. A mix of industrial, office, and retail development will help to provide the tax base needed to support high quality public services. A Home for All Ages and Stages of Life We value living options for people of all ages and stages of life. Lakeville will be a community where residents can live and age in place. We will accommodate individuals and families at all stages of life. We will strive to meet the housing, transportation, education, shopping, access to health care, and other needs of all demographic groups within the City. Good Value for Public Services We value high - quality public services delivered cost effectively. The City of Lakeville has established an enviable track record of fiscal responsibility, excellent quality of services, and good val- ue for its public expenditures. Lakeville will continue to uphold these values over the next 25 years. Safety Throughout the Community We value living in a community where people feel safe everywhere they go. Lakeville residents feel safe throughout the City— in parks and on trails, in commercial areas, in neighborhoods, and in their homes. Over the next 25 years, Lakeville residents will go about their dai- ly lives confident of their safety and security. Design That Connects the Community We value a well- designed community and we place a priority on development that accommodates our changing needs and enhances connectivity. Great communities don't just happen. They're the result of thoughtful design and careful execution. Lakeville will plan an appropriate mix of housing types, a quality transportation sys- tem, and other elements that support a well- connected City with a strong sense of community. High Quality Education We value and are committed to high quality educa- tion that sets us apart. Lakeville residents came here for high quality schools more than any other reason. Lakeville will continue to attract those seeking the highest quality E -12 (early -grade 12) education, and will also offer continuing education opportunities for the lifelong learner. 7 A Sense of Community and Belonging We value the sense of belonging that comes from our traditions and institutions, and we strive to support and preserve them. Lakeville residents draw a sense of community and belonging from a range of institutions and activities that exist within the City. We highly value these institutions and activities including neighborhoods, schools, places of worship, recreation, athletics, and community celebrations. Access to a Multitude of Natural Amenities and Recreational Opportunities We value widespread access to nature, the outdoors, and recreational opportunities of all kinds. Lakeville is blessed with a multitude of natural amenities that enhance the quality of life. We will continue to provide exceptional parks, trails, recreation, cultural opportunities, youth sports, and protect the natural beauty that makes Lakeville desirable, with a strong sense of community. "The City's strengths are its schools, parks and trails, balanced /mixed land uses including commercial and industrial." - Envision Lakeville Community Focus Group ENVISION LAKEVILLE Envision Lakeville 2040 - Strategic Priorities To ensure that Lakeville's vision of a desirable future has the greatest chance of succeeding, the Envision Lakeville Task Force developed a set of Strategic Priorities to focus City Council actions. Using input gathered from community outreach efforts, the Task Force conducted a SWOT (strengths, weaknesses, opportunities, threats) analysis to understand the current environment, and to gain insight into the desires and preferences of a broad range of community stakeholders. Supplemented by research on future trends, the Task Force initially identified a set of "strategic themes;' or critical issues facing the City. Using the themes and community values as a framework, the Task Force established a set of five strategic priorities. The priorities represent the most important areas of focus for the subsequent implementation plans. 8 0 ENVISION LAKEVILLE Strategic Priorities Increase Economic Sustainability Lakeville exists within a growing interconnected region, but a successful future depends upon Lakeville being a more self - sufficient community. This will largely depend upon the City being able to attract a broad mix of economic development to support the services and daily needs desired by the community. Working diligently to secure economic development and redevelopment of all types will ensure success. Support High Quality Education Lakeville long has distinguished itself as a community that values — and delivers —a high quality education for its youth. In the future, educational achievement will be of even greater importance to the success of our families, our children and our community. Lakeville will continue to support world -class educational opportunities for our E -12 students and also for the lifelong learner. Develop a Community of Choice Lakeville has grown to a population of nearly 60,000, primarily by providing housing and amenities to families whose households are in their prime earning years. In the future, Lakeville will accommodate individuals and families at all stages of life. Lakeville will be a place where our residents can age in place. We will strive to meet the housing, transportation, education, shopping, access to health care, and other needs of all demographic groups within the City. Cultivate a Sense of Community A sense of community arises from social as well as physical infrastructure and connections. Lakeville will continue to strongly support the social institutions —such as neighborhoods, schools, places of worship, recreation and athletics, community celebrations and more —in which families, friends and neighbors connect with one another and create a sense of community and belonging. Provide Services That Add Value The City of Lakeville has established an enviable track record of fiscal responsibility, of providing excellent quality of services, and of delivering good value for its public expenditures. Lakeville will continue to uphold these values in the future. A "We should accommodate diverse, multi - generational housing needs, from starter homes to senior housing, so that our kids and parents can stay in Lakeville." - Lakeville Business Owner ENVISION LAKEVILLE Envision Lakeville 2040 - Key Initiatives A community vision plan is not an operational plan, or even a strategic plan; it is a framework for long -term success. Achieving the promise of the vision requires focus and follow - through. The Lakeville Community Vision Plan articulates a vision, sets forth community values that will be used to filter decisions, and defines the five most important priorities for community success. To provide a focus for follow -up action, the Envision Lakeville Task Force developed a list of key initiatives that should be undertaken — correlated to each strategic priority. Because the vision covers a 25 -year time horizon, the initiatives have been categorized by time periods: 1 -5 years, 6 -15 years and 16 -25 years. The initiatives are not detailed plans; rather they are broadly defined efforts that should be pursued. They provide guidance to the City Council for the development of implementation plans. 70 ENVISION LAKEVILLE Key Initiatives Increase Economic Sustainability Develop an awareness, understanding and collaboration around 1 -5 years barriers to educational success — poverty, chemical dependency, Emphasize the attraction of businesses that can provide higher mental health, domestic violence, bullying, etc. skill, higher wage, head of household jobs. Broaden awareness that success does not always mean obtaining Retain existing businesses and facilitate growth and expansion. a four -year degree. Provide a broad range of financial incentives to attract businesses that employ higher skilled, high wage jobs. Support the aggressive transportation program that is in place to enhance economic development opportunities. 6 -5 years Plan and coordinate the proper continued convergence of attraction and financial incentives for office, industrial, residential, and retail development. 6 -15 years Explore partnerships — shared services, purchasing, human resources. Develop community cultural competency. Understand how we welcome and interact with newcomers. We must be diligent and deliberate about including the entire community/all segments. Establish a continuum of educational opportunities for the entire community to accommodate all stages of life. Conduct a review of development standards in light of changing demographics to accommodate all stages of life. Bring more post - secondary institutions to the community. Incorporate re- purposing for commercial /industrial facilities in 16 -25 years long -term planning. Integrate (new) schools into City planning (buildings, staffing, programming). 16 -25 years Plan and program infrastructure upgrades to meet expanded Plan for demographic /population shifts (how to re- purpose old economic development needs. facilities). Create a comprehensive program to assist in the redevelopment of commercial and industrial properties. Support Quality Education Develop a Community of Choice 1 -5 years Identify partnerships, incentives, flexibilities to increase housing choices (55 +, workforce). 1 -5 years Collaborate on conversations related to developing and Assess existing commercial /retail areas and revise commercial/ sustaining an educational system that sets the Lakeville area retail node design and access from /to residential. apart. Develop collaborative marketing —city, schools, business, development. Work with schools to leverage common constituencies — business mentorships, seniors, and volunteers. Increase access to quality early childhood education. Promote workforce development from E -12 (early -grade 12) through post - secondary. Identify missing and /or deficient pedestrian /street connections with an emphasis on serving existing neighborhoods. Analyze park design and facilities for emerging uses and trends/ demographics to assure they adequately serve all users. Review financial options for "legacy" park acquisitions to provide uniquely "Lakeville" places. Support transit expansion extending down to County Road 70 from I -35 and Cedar Avenue to support Airlake Industrial Park (also in years 6 -15 and 16 -25). 11 Analyze the feasibility of acquiring community parks in developing areas of the City. Study park acquisition needs with emphasis on serving different users through varied facilities for all stages of life. Study feasibility of sanitary sewer extension to serve Farmington outlet area (with development results in years 16 -25 time frame). Support transportation including: Lane additions to I -35 to County 70 (1 -5 years) and Elko New Market (6 -15 years)- Transit on Cedar Avenue and I -35 to County 70 (1 -25 years). 6 -15 years Adopt 2018 Comprehensive Plan Amendment consistent with efforts to become a community of choice. Consider ordinance amendments for expanding housing choices and modifying commercial node design. Fund street /trail "missing links" (also years 16 -25). Acquire community parks in developing areas of City with focus on partner opportunities consistent with previous study recommendations (also years 16 -25). Address development review process to improve creative collaboration between the city and developers (also years 16 -25). ENVISION LAKEVILLE Improve City/downtown business association /chamber collaboration to increase awareness of and activity in downtown Lakeville. Create a plan to expand community events. 6 -15 years Revisit downtown development plan to meet changing community needs. Evaluate benefits of bringing all youth sports groups together under one umbrella. Create a master plan to develop and utilize multi - purpose facilities. Collaborate with local athletic organizations to review and make recommendations on funding recreational projects (also years 16 -25). Research economic viability when adding, upgrading and removing recreational facilities and related amenities. Define the ways in which we are already bringing the community together. Identify ways to expand and support these already established groups and activities. Identify new ways in which we can bring together segments of the community. Implement park acquisitions consistent with earlier studies (also 16-25 years continuing in years 16 -25). Review potential for downtown preservation /improvement strategies. 16 -25 years Develop Cedar Avenue Bus Rapid Transit corridor as opportunity for new urban forms of development. Collaborate with local athletic organizations to review and make recommendations on funding recreational projects. Develop Holyoke /Highview as an important pedestrian /traffic connection though the heart of the community as a signature feature (connect downtown to north Lakeville). Fund street /trail "missing links." Develop connections to "hidden gems" like Ritter Farm Park. Cultivate a Sense of Community 1 -5 years Review potential for downtown preservation /improvement strategies. Consider special zoning /development standards for downtown. Provide Services that Add Value 1 -5 years Review operations compared to best practices/benchmarks. Establish performance measures. Assess service delivery alternatives— partnerships and privatization — implement selected alternatives. Gather and evaluate input on service quality and levels of service. Modify service levels and expectations as identified and prioritized. `A ENVISION LAKEVILLE Evaluate and implement select cost containment strategies. Implement professional development programming. Develop key staff succession planning. 6 -15 years Evaluate physical components of the City (buildings, roads, infrastructure, technology) relative to other components of long term plan — identify alternatives and implement projects identified. Gather and evaluate input on service quality and levels of service. Modify service levels and expectations as identified and prioritized. y� Develop key staff succession planning. Determine short -term and long -term communication and engagement vehicles. Evaluate and implement select cost containment strategies. Explore entrepreneurial ways to raise revenue. Develop long -term strategy for financial viability /credit worthiness. 16 -25 years Evaluate current staffing and core competencies relevant to long term needs. Implement professional development programming. As demographic patterns make workers increasingly scarce, the ability to retain and attract young highly educated residents is key to growth. - Minnesota Compass.org ENVISION LAKEVILLE Envision Lakeville 2040 - Creating the Plan In 2012, the Lakeville City Council decided it was important to articulate a long- term vision for the community. As a prosperous, growing city with a good reputation as a place to live and raise a family, the Council wanted to ensure they maintained that reputation, and more importantly, positioned themselves to thrive. The City undertook Envision Lakeville —to articulate a vision of the community for the next 25 years. The Envision Lakeville process was conceived, led and managed by the Mayor, City Council and City staff. From the beginning, the effort was to create a community -wide vision —one that expresses the hopes and dreams of Lakeville residents and stakeholders from all walks of life, and which directs decision - making not only by the City itself but by other stakeholders throughout the community. Toward this end, the City hired Craig Rapp, LLC to develop and facilitate a visioning process and appointed a 14 member Task Force representing various sectors and interests from throughout the community. The Envision Lakeville Task Force met eight times over a six- month period, reviewed a wide range of information, deliberated, and created the Vision that is described in this report. 74 ENVISION LAKEVILLE The Visioning Process "The purpose of the visioning process is to bring people together to share opinions and ideas about what they want for the future of Lakeville" — Lakeville City Council To effectively gather the opinions and ideas of the broadest possible range of stakeholders, a multi- faceted outreach program was undertaken. The program included five elements: 1. A community survey of 1,200 randomly selected citizens, conducted by the National Research Center. 2. Four community forums offering information and facilitated discussion using "audience participation technology" 3. Eight focus groups made up of key community constituencies. 4. A community leaders survey administered to Advisory Boards and Commission members and City management staff. 5. On -going communication through the City's website and social media channels. The information gathered in the outreach process provided the foundation upon which the Envision Lakeville Task Force developed the Community Vision Plan. Using this input, the Task Force examined: • The community's strengths, weaknesses, opportunities, threats and challenges • The character, image and assets of the community • Guiding principles and core values From this effort, the Task Force developed a plan that contains four key elements: 1. A Vision Statement. This is a clear statement of what the community aspires to be in the future. 2. Community Values. These are the core beliefs and operating principles of Lakeville. 3. Strategic Priorities. These are the five most important issues that will determine long -term success. 4. Key Initiatives. These are the actions within each priority that should be the focus of community activity. i5 ENVISION LAKEVILLE Envision Lakeville 2040 - Outreach and Data The Envision Lakeville Task Force consulted a wide range of background information, and secondary as well as primary research in its efforts to develop the City's 25 -year Vision. The City of Lakeville created a video highlighting the City's 150 -year history. Particular attention was given to the dramatic changes that have occurred over the past 25 years. This suggests that changes to the City of Lakeville over the next 25 years may be equally dramatic. The video and additional information about Envision Lakeville may be viewed at the City of Lakeville website at www.lakevillemn.gov. Primary research was conducted in the form of a broad -based community outreach process which included: a citywide mail survey, four community forums, eight focus group discussions, and a survey of City staff and advisory board members. Federal 2010 Census data compiled and provided by the Metropolitan Council was reviewed, along with the Metropolitan Council's projections of Lakeville through the year 2030 on population, households, and employment. Hazel H. Reinhart, former Minnesota State Demographer, and Chris Galler, Executive Director, Minnesota Association of Realtors, presented information concerning changes in U.S., Minnesota and Lakeville demographics and household composition. Additional demographic information was provided by Dakota County. Highlights from each of these sources follow. iL ENVISION � LAKEVILLE Community Survey The National Research Center via U.S. mail administered a survey of Lakeville residents using the National Citizen Survey model. A total of 1,200 surveys were mailed to a random sample of Lakeville residents. Four hundred and thirty-four surveys were completed, returned, and tabulated for a response rate of 36 percent. The responses were weighted such that the final sample of respondents is representative of Lakeville's overall population based on age, race and ethnicity, and housing type. In their report the National Research Center wrote: "Most residents experienced a good quality of life in the City of Lakeville and believed the City was a good place to live. The overall quality of life in the City of Lakeville was rated as "excellent" or "good" by 92 percent of respondents. Almost all reported they plan on staying in the City of Lakeville for the next five years." A variety of characteristics of the community were evaluated by those participating in the study. The three characteristics receiving the most favorable ratings were the cleanliness of Lakeville, overall appearance of Lakeville, and the overall image or reputation of Lakeville. The three characteristics receiving the least positive ratings were employment opportunities, shopping opportunities, and ease of bus travel in Lakeville' Respondents were asked to rate the importance of a variety of community characteristics for the future success of the community. The characteristics were ranked as follows: Importance of characteristics for the City's future success 1. Quality schools 2. Safe city 3. Aesthetically pleasing 4. Environment 5. Recreation 6. Low taxes 7. Jobs 8. Open space 9. Residents can age in place 10. Shopping 11. Transportation 12. Transit 13. Welcoming of diversity Citizen Forums A series of four Community Forums were held on four different evenings in March and April 2013, with more that 100 Lakeville residents participating. The participants were asked a series of questions, and recorded their responses digitally. The results were displayed on screen and the participants were invited to discuss the results. The participants echoed the survey in expressing high levels of satisfaction with the quality of life in Lakeville. They then created their own custom lists of characteristics of the City, and ranked the importance of those factors. The results mirrored the survey in many respects, but provided a counterpoint in others. Opportunities that Lakeville should pursue over the next 25 years 1. Quality economic development 2. Technology -based business 3. Transportation 4. Manage development /preserve green space 5. Education 6. Health and wellness 7. Expand tourism 8. Manage /preserve natural resources 77 ENVISION LAKEVILLE Focus Groups Eight focus group discussions were held with constituencies for selected issues, while individual interviews also were held with a ninth constituent group. Each of the discussions focused on one of the following areas: • Business owners • Development community • High school students • Industrial park (Individual interviews) • E -12 education • Parks and trails • Senior citizens • Social services including the faith community • Youth sports Seven themes emerged from these discussions. 1. Support our schools. As one high school student stated, "You cant be a great place to raise a family if you keep cut- ting the schools" 2. Senior, starter and workforce housing. As one business owner noted a lack of senior housing and starter homes and said, "We want our kids and our parents to be able to stay in Lakeville" Other business owners noted that their employees do not live in Lakeville due to a lack of work- force housing. 3. Lakeville is disjointed. Lakeville is divided among three ZIP codes, three school districts and various "pods" of de- velopment. As a result, residents' loyalties are divided and there is a lack of community spirit. 4. Small-town feel. Lakeville has a "small -town feel" that is highly valued. A historic downtown, green spaces between developed areas and "nice, friendly people" contribute to this small -town feel. 5. Economic development. Expectations were expressed for further economic development in the City, specifically contributing jobs, shopping opportunities and increased tax base. 6. Lack of diversity. Lakeville lacks diversity, and this was described as a "lack," something missing in the life experience of the community. The Seventh Theme A seventh theme (limited government and low taxes) was derived from the survey and Community Forums. In the survey, 31 percent of respondents said that Lakeville is headed in the wrong direction. In the Forums, 23 percent said that Lakeville is headed in the wrong direction. In the case of the Forums, additional data describing these 23 percent of respondents is available. They voted similarly to other respondents on most questions but 53 percent of these participants said that local property taxes are too high, versus just 16 percent of the other respondents. Ninety-two percent of those who said that Lakeville is headed in the wrong direction reported household incomes in excess of $100,000. In the survey, 81 percent agreed that low taxes are important to the community's success. City Leadership Survey Twenty-one City employees and 34 members of City advisory boards responded to the survey. The results echoed those of the citywide resident survey. For example, the most important charac- teristics toward the overall success of the city are quality schools, a safe City and connected neighborhoods. The top priorities for the future of the City were identified as: 1. Maintaining existing parks 2. Providing diverse housing 3. Providing market rate single - family housing 4. Incentives for desirable development 5. Improve the quality of the streets 78 NVISION LAKEVILLE Census and Demographic Data Lakeville is today (in 2013) a city of about 57,000 residents on 37.5 square miles of land, located in Dakota County, Minnesota, about 23 miles south of downtown Minneapolis. The City is described as being 60 percent developed at the present time. A quarter century ago, Lakeville's population was 17,000. A quarter century hence it is expected to have a population of approximately 85,000 as the City reaches full development. During the period from 2000 to 2040, Lakeville will grow from Dakota County's fourth largest to its largest city. According to U.S. Federal Census data: • In 2010, Lakeville is Dakota County's second fastest- growing city with 30 percent growth since 2000. • Lakeville is the county's ninth most (third least) diverse among the 12 largest cities with 10.7 percent being people of color. • Lakeville schools are the ninth most (second least) diverse among ten districts with 12.5 percent of students being of color. • In 2000 Lakeville had the ninth most (third fewest) seniors with about 1,200. By 2020 Lakeville's will have the county's fourth most seniors with almost 10,000. Households with seniors increased from 7 percent in 2000 to 11 percent in 2007 -2009. • Households with children had already declined from 58 percent to 51 percent in 2007 -2009. • Lakeville is Dakota County's wealthiest city with an annual household income of $90,000. Yet, the average Lakeville household lost $700 in purchasing power from 2000 to 2007- 2009. • Lakeville has the county's lowest poverty rating with 2.9 percent of households below the poverty line. • Lakeville is tied for second among Dakota County cities with more than 44 percent of residents having a B.A. degree. • Lakeville's median home market value was the county's highest both in 2009 ($253,000) and 2010 ($234,000), and the City's home ownership rates lead the county at 92 (2000) or 93 percent (2007- 2009). • Housing starts in Lakeville plummeted from 1,000 in 2004 alone to about 500 (total) in the three years from 2007 -2009. However, both figures are more than double those of any other Dakota County city. • But Lakeville also had the county's third highest foreclosure rate at about 1.5 percent in 2008, 2009, and 2010. This demographic data was supplemented by presentations by former Minnesota state demographer Hazel H. Reinhart and Chris Galler, Executive Director, Minnesota Association of Realtors. Reinhart's presentation, titled "Not the World We Remember: A Changing U.S.; highlights four major trends in U.S. population: 1. Aging of the population 2. More ethnic /racial diversity 3. Income /education gap increasing 4. Changing geographic distribution Her presentation focused primarily on U.S., "macro" data but "Lakeville will not escape the major drivers of population change in the U.S.;' she said. • The U.S. median age will increase from 30 years in 1950 to 39 years in 2030, while the percentage of Americans age 65+ will increase from eight percent to 21 percent. • The percentage of households with children has already declined from 47 percent to just 29 percent in 2010. • Key implications of aging include "a shrinking ratio of workers to pensioners, and people spending a larger portion of their lives in retirement," and "An increase in disability caused by increases in age - related chronic diseases' • America is also becoming increasing racially and ethnically diverse. In 1950, 88 percent of Americans were white non - Hispanic. Today 64 percent are white non - Hispanic. • The percentage of Americans who are foreign born has increased from five percent in 1970 to 12.5 percent in 2010. • Galler reported that 59 percent of Minnesota home buyers are age 25 to 44. Sixty -seven percent of first-time home buyers are age 25 to 34, and only 41 percent of these are a married couple. • In the U.S., 79 percent of homes are of the detached single - family type. In Minnesota, 73 percent of homes are detached single - family homes. 19 ENVISION i ntirN LE References All final report references can be found at: www lakevillemn.gov/ 6. Metropolitan Council— Lakeville Community Profile. Envision Lakeville. 7. City of Lakeville — Envision Lakeville video. 1. National Research Center — National Citizens Survey of Lakeville, Minnesota. 2. Envision Lakeville — Community Forum Summary. 3. Envision Lakeville — Community Focus Group Summary. 8. Future Real Estate Issues, presented by Chris Galler, CEO, Minnesota Association of Realtors, March 21, 2013. 9. Not the World We Remember: A Changing U.S., presented by Hazel Reinhardt, Minnesota State Demographer (retired), March 21, 2013. 4. Envision Lakeville — Community Leaders Survey Summary. 5. Dakota County Demographic and Socio- economic Indicators. Presentation to Dakota County Mayors/ Managers, March 18, 2011. 20 ENVISION LAKEVILLE