HomeMy WebLinkAboutItem 08Lakeville
Memorandum
City of Lakeville
Administration Department
To: Honorable Mayor and Members of the City Council
From: Steven C. Mielke, City Administrator
Allyn G. Kuennen, Administrative Services Manage4wt.
Date: September 18, 2013
Subject: Packet Material for the September 23, 2013 City Council Work
Session.
Agenda Item: Envision Lakeville Report.
The Envision Lakeville 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 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 —
1. Increased Economic Sustainability
2. Support Quality Education
3. Develop a Community of Choice
4. Cultivate a Sense of Community
5. Provide Services that Add Value
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 of the five strategic
priorities listed above. 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.
The next step in the Envision Lakeville process is to begin discussions regarding how
the City Council wishes to initiate an implementation or strategic plan and how staff and
the advisory boards and commission can participate in its development and application.
Staff recommends the City Council discuss and provide direction on the next steps in
the Envision Lakeville process. To assist with the discussion staff suggests the following
steps be considered:
1. Community Outreach -
The vision plan is likely to be most successful if it is embraced by the community and if
community organizations embrace it. Efforts should be made to expose the plan to the
community with the goal of encouraging the organizations to take steps to help bring the
vision plan to reality.
2. Board and Commission Dialogue and Input -
The Council's advisory boards and commissions have the ability to provide advice to the
Council on specific actions the Council could consider to help direct the community
toward the plans implementation. The Staff should work with the various advisory
boards to develop suggested action steps for Council consideration and utilize the
guidance provided in the plan as they carry out their respective charges.
3. Council Adoption of the Vision Plan -
The Council has accepted the Envision Lakeville report as presented by the Task Force.
The Council should discuss the report in depth and then adopt it officially.
4. Development of a Strategic Action Plan -
Staff recommends the City Council adopt a goal of holding a strategic planning session
in the coming months to consider specific actions the Council deems appropriate for the
implementation of the plan. The broad initiatives can be the basis for the development
of the action plan.
5. Annual Review of Progress -
To assure the vision plan is not stagnant the Council should review and consider
progress of the plan on an annual basis. It may be advisable to do so in advance of the
annual budget process so that necessary resources can be considered for
implementation.
Staff will be available at the September 23� City Council work session to discuss the
next steps to implementing the Envision Lakeville report - a copy of the report is
attached for your reference. If you have any questions before the work session, please
contact us.
2
ENVISION
LAKEVI
is
Community Vision Plan
ENVISION
LAKEVILLE
Community Vision Plan
Contents
Transmittal Letter
3
Vision Statement
4
Executive Summary
5
Community Values
6
Strategic Priorities
8
Key Initiatives
10
Community Vision Process
14
Outreach & Data
16
References
20
ENVISION
LAKEVILLE
PAST •PRESENT •FUTURE
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ENVISION
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
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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
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
We 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
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ENVISION
LAKEVILLE
Envision Lakeville 2040 - CommunityValues
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
Com m u n ity Va I ues
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.
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.
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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.
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
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.
"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.
10
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).
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ENVISION
LAKEVILLE
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.
Improve City/downtown business association /chamber
collaboration to increase awareness of and activity in
downtown Lakeville.
Create a plan to expand community events.
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).
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.
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ENVISION
LAKEVILLE
Evaluate and implement select cost containment strategies. Determine short -term and long -term communication and
engagement vehicles.
Implement professional development programming.
Evaluate and implement select cost containment strategies.
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.
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.
Develop key staff succession planning.
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.
M
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.
76
NVISION
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
17
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 can't 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.
ENVISION
LAKEVILLE
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
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ENVISION
® 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.
79
.Qi, ENVISION
® LAKEVILLE
References
All final report references can be found at: www lakevillemn.gov/ 6. Metropolitan Council — Lakeville Community Profile.
Envision Lakeville.
1. National Research Center — National Citizen's Survey of
Lakeville, Minnesota.
2. Envision Lakeville — Community Forum Summary.
3. Envision Lakeville — Community Focus Group Summary.
4. Envision Lakeville — Community Leaders Survey Summary.
5. Dakota County Demographic and Socio- economic
Indicators. Presentation to Dakota County Mayors/
Managers, March 18, 2011.
7. City of Lakeville — Envision Lakeville video.
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.
20
=NVISION
LAKEVILLE