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HomeMy WebLinkAbout3e City of Lakeville Administration Memorandum To: Mayor and City Council From: Justin Miller, City Administrator Allyn G. Kuennen, Assistant City Administrator Date: October 22, 2018 Subject: Envision Lakeville Five Year Update Draft Report Earlier this year, the City Council retained Craig Rapp, LLC to facilitate a five-year update to the 2013 Envision Lakeville Report. The City Council also reassembled the Envision Lakeville Taskforce to assist in updating the report. The taskforce was responsible for reviewing the data collected from the 2018 Community Survey and for reviewing the current Envision Lakeville report to insure the vision statement, the list of community values and strategic priorities reflect the current and future needs and goals of the community. The taskforce worked through the data with the help of Mr. Rapp and developed the attached updated draft of the Envision Lakeville Report. Mr. Rapp, representatives from the taskforce and staff will be available at the October 22nd work session to present and discuss the updated draft of the Envision Lakeville Report. If you have any questions before the work session, please contact us.                       October 16, 2018    Mayor Douglas Anderson               City of Lakeville   20195 Holyoke Avenue  Lakeville, MN 55044    RE: Update ‐ Envision Lakeville Vision Plan    Dear Mayor Anderson,     On behalf of the Envision Lakeville Taskforce, I am pleased to present for your consideration the  Taskforce’s review of the Envision Lakeville Community Vision planning effort at the five‐year  anniversary of its adoption.     Over the course of three meetings beginning in June 2018, the Envision Lakeville Taskforce worked  diligently, analyzing implementation progress, assessing community feedback, and brainstorming  new issues for consideration.    The report describes details of the Taskforce effort, reflects the thoughtful contributions of many  citizens and community leaders, and a provides a series of recommendations to the City Council for  updating the plan.     Thank you for this opportunity to assist the City of Lakeville.              Craig R. Rapp  President                                                                                    2018 Update Envision Lakeville Update Report October 2018  2 EXECUTIVE SUMMARY    In early 2018, the City of Lakeville decided to update Envision Lakeville, its community vision plan.  The plan, adopted in 2013, was due for a five‐year review, and that expectation was built into the  plan’s development. To conduct the review, the City reconvened the original Envision Lakeville  Taskforce (along with some new members), and the original consultant to prepare the update.     In addition, the City commissioned a community survey to measure community feedback on a range  of issues, and surveyed City Board and Commission members‐‐to gauge the need to change  fundamentals of the plan.    The Taskforce met three times between June and September 2018 to review progress, examine  community feedback and consider changes to the plan. On one of those meetings—August 2, the  Taskforce met jointly with members of the City Council and Boards and Commissions to discuss the  plan and their opinions about future direction and implementation.    On September 6, the Taskforce held their final meeting. At the final meeting, the Taskforce  considered community feedback, Board and Commission input and accomplishments to date. They  brainstormed new ideas for inclusion in the plan and discussed accountability and ways to  strengthen implementation. Based upon that discussion, they developed a set of recommendations:    Primary Recommendations:  1. No change to the Vision Statement, Community Values or Strategic Priorities  2. Update the plan to include revised initiatives based upon accomplishments  3. Include additional initiatives and ideas from the Taskforce and community feedback  4. Identify an owner for each Strategic Priority and Subject Matter Experts (SME’s) for support  5. Create an accountability system to monitor implementation and promote visibility    Envision Taskforce members:  Laura Beem  Jeanne Hutter  Brian Knapp  Sam Lopez  Jason Mahlman  Patti McDonald  Lynette Mulvihill  Tim Peterson  Steven Porter  Nikki Ahlgren  Howard Schneider  Dean Swenson            Envision Lakeville Update Report October 2018  3         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.”  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.  Access to a Multitude of Natural Amenities and Recreational Opportunities  We value widespread access to nature, the outdoors, and recreational opportunities   of all kinds.    Strategic Priorities  Increase Economic Sustainability  Support High Quality Education  Develop a Community of Choice  Cultivate a Sense of Community   Provide Services That Add Value  Envision Lakeville Update Report October 2018  4   Project Purpose and Approach  The Envision Lakeville Community Vision Plan was adopted five years ago, in 2013. The plan was  designed so that major reviews would be conducted at five‐year intervals. Early in 2018, the City of  Lakeville initiated an update process. They invited the original Taskforce and consultant to conduct a  review, to include progress on initiatives and changes in the community that might impact the plan’s  vision, values, and priorities.    The Task Force was given a focused charge for this effort:     “Review implementation progress on the Envision Lakeville plan, changes in the community,  stakeholder feedback, and recommend modifications to the plan, as appropriate”    A review process consisting of three meetings was established‐‐two working sessions and a  community leader’s workshop. The two working sessions focused on examining implementation  progress, changes in the community and community preferences. The community leader’s workshop  focused on whether to change the priorities and how to improve implementation—based upon the  opinions of the Taskforce, City Council, and Boards and Commission members.     The Taskforce review process included the following activities:  • Examination of implementation progress 2013‐2018  • Compare community survey results 2013 and 2018  • Survey and consult with Boards and Commission membership regarding the plan  • Determine the need to modify the vision, values and/or priorities  • Review plan implementation and recommend new issues and processes as appropriate      Setting the Groundwork—Progress report, Meeting #1  The first meeting of the Taskforce was held on June 28, 2018. The meeting included a review of the  original plan elements, implementation progress, and community input received in the 2018 citizen  survey.    The vision consultant reviewed the 2013 process and described the vision plan as a framework which  guides the community’s efforts to achieve its aspirations. Those aspirations are set forth in the vision  statement, the community values, strategic priorities, and supporting initiatives.     Typically, the vision and values statements are viewed as static and unchanging‐‐providing both a  clear view of the future and solid foundation for the strategies and plan implementation. The  strategic priorities and supporting initiatives are less permanent, owing in part to the changes and  unforeseen circumstances that need to be addressed. Initiatives are broadly defined efforts  necessary to be successful. They were placed in the specific timeframes—to reflect the long‐term  nature of the plan and the breadth of some of the activities:  1‐5 years; 6‐15 years; 16‐25 years.     Accomplishments  During the first five years of implementation, City of Lakeville staff have presented regular updates  on the progress made on Vision Plan initiatives. A summary of those accomplishments is provided in  Appendix I. In general, each priority area saw significant accomplishments, particularly as a result of  Envision Lakeville Update Report October 2018  5 the growth of the community. Economic Sustainability was enhanced by significant commercial  development, the Community of Choice and Sense of Community priorities were bolstered by the  addition of a broad range of residential development and the success of many community activities.  Providing Services that Add Value was supported by the addition of new employees in key areas of  service delivery to meet expanding service demand. Many collaborative efforts were described  related to the Support High Quality Education priority—while acknowledging that this is an area  needing continued attention.    Community Survey  In addition to implementation progress, the City also understood the importance of checking‐in with  citizens regarding their opinions of the community and their expectations, therefore a community  survey was conducted by the National Research Center—following the same format as the survey in  2013. A summary of the survey entitled “Trends over Time” is included in Appendix II.  The survey  concluded that the community overall is very satisfied, and in most cases the ratings were similar or  higher than 2013, as described in an excerpt from the report:    Overall, ratings in Lakeville for 2018 generally remained stable. Of the 90 items for which comparisons  were available, 67 items were rated similarly in 2013 and 2018, 10 items showed a decrease in ratings  and 13 showed an increase in ratings. Notable trends over time included the following:  • Across pillars of community livability, six increases in 2018 were concentrated in the areas of Economy and  Mobility: employment opportunities, economic development, traffic flow, ease of travel by car and street  repair, as well as the proportion of residents who believed the economy would have a positive impact on  their income, were higher than in 2013. No Economy or Mobility measures were rated lower since the last  survey iteration.  • Changes for Built Environment included one increase and two decreases in positive assessments between the  two survey administrations. Fewer Lakeville participants reported they were under less housing cost stress in  2018, but residents were also less likely to positively rate the availability of affordable quality housing. Ratings  for cable television were also less positive in 2018 than in 2013.  • Overall, rates of Participation were similar over time. However, there were a few notable differences  regarding resident engagement within the community; Lakeville respondents indicated they were  participating in religious or spiritual activities, attending or watching local public meetings, volunteering and  participating in clubs at lower levels than in 2013.    The Taskforce spent time at the meeting asking questions, reviewing documents and educating  themselves on the changes in the community over the past five years.    Community Leaders Worksession—Meeting #2  On August 2, the City Council, along with members of Lakeville’s Boards and Commissions and the  Envision Lakeville Taskforce met to discuss the status of the Envision Lakeville Vision Plan. The  consultant and city staff made presentations to the group, explaining the original plan development  process and the progress that had been made over the past five years. This was followed by a  facilitated discussion centered on how to maintain and improve implementation going forward.     Prior to the meeting, the group participated in a brief survey regarding the Vision Plan conducted by  POLCO, a community engagement firm. Forty of seventy (40/70) members responded. At the  meeting they reviewed the results‐shown below:       Envision Lakeville Update Report October 2018  6 Question 1. Are the priorities in the Envision Plan still the highest priorities?  90% said Yes. (36/40)   Question 2. If not, which should be changed? Community of Choice and Services that Add    Value were identified‐‐but only four votes in total were cast.   Question 3. Please identify new priorities, if any. Most frequently mentioned:  diversity and  workforce housing.  Question 4. How should the City move forward with implementation? The most frequently mentioned was: There should be owners for each priority; the City should coordinate and designate  groups; and the City should empower Boards and Commissions to oversee relevant priorities.    Following the survey discussion, the group considered whether the Vision Statement, Values, or  Priorities should be changed. After a brief discussion, the group consensus was that the current  statements and priorities (as reflected in the survey) should remain the same. In addition, they  stated strong support for assigning owners to each priority and providing subject matter expertise  and City staff support. They also felt that Boards and Commissions had an important role to play.    The balance of the meeting centered on discussing issues on the horizon related implementation of  the Vision Plan.     Horizon issues identified at the meeting:    • Understanding the makeup of the community‐‐and how to plan for this. It was noted that the  schools reflect the coming change. The community is becoming more diverse.  • Addressing the senior lifestyle. What is it, is it just one thing, and is the community prepared?  • Workforce housing‐‐a needed component to support the City’s economic development goals  • Related to workforce housing, what about apartments?  • There are three school districts. Need to be mindful of this and the orientation of people and  families to their schools.  • Teachers and employees from schools as well as students can play a role going forward that will  be helpful  • To improve implementation, the City should consider using Boards and Commissions  supplemented with subject matter experts and City departments to guide implementation  • The highest priorities are: Safety and Parks. Keep this in mind  • Find ways of making the vision engaging and compelling to the community‐‐bring document to  National Night Out, schools, etc.    Putting it All Together—Meeting #3  The third meeting of the Taskforce was held on September 6, 2018. The meeting focused on  preparing recommendations for the next phase of implementation. This consisted of two primary  tasks:        Envision Lakeville Update Report October 2018  7 1. Identifying potential owners for each priority, and subject matter experts to assist them    2. Reviewing Initiatives listed in the report in order to suggest refinements (including new  issues) for the City and priority owners to consider.     Unlike the 2013 process, the Taskforce did not do a detailed development of initiatives.    At the meeting, the Task Force worked in small groups to brainstorm owners and subject matter  experts for each area. They also developed lists of ideas and refinements to the key initiatives. The  facilitator provided support and assistance during the process. Each small group then presented  their recommendations to the entire group. The Taskforce discussed the suggestions, concluding  with a set of recommendations to be forwarded to the City Council. The recommendations are listed  in the next section.     Accountability  The final issue considered by the Taskforce was on‐going monitoring and accountability for results.  As noted previously, the Taskforce and community leaders all believed that assigning ownership of  priorities and subject matter experts would help the implementation process. However, making  results more accessible to the public, and regularly publishing them were seen as essential to  maintaining momentum, and recruiting new members to assist in the effort.    To address this, the concept of an online public dashboard from a company called Envisio© was  presented to the City by the consultant. Modeled after business analytics dashboards and used  widely for monitoring strategic planning progress, an Envision Lakeville mock‐up and links to  dashboard information was presented and included in Appendix III.    If implemented, a public dashboard would be accessible on a variety of devices and would be part of  the Envision Lakeville website and be part of the City’s communications efforts to inform the  community and recruit volunteers.     The meeting concluded with the Taskforce summarizing their work over the three meetings. Their  recommendations to the City Council are listed on the following pages.                                Envision Lakeville Update Report October 2018  8 TASKFORCE RECOMMENDATIONS  The Envision Lakeville Taskforce recommends to the City Council:    1. No change to the Vision Statement, Community Values or Strategic Priorities.   ‐ the Taskforce and community leaders agree that Vision, Values and Priorities should remain  unchanged  2. Update the Envision Lakeville plan to include revised initiatives based upon accomplishments  ‐ the City should refresh the initiatives based upon first five years’ accomplishments  3. Identify an owner for each Strategic Priority and Subject Matter Experts (SME’s) to support  ‐ the Taskforce suggests an owner and SME for each Priority to ensure follow‐through  4. Include additional initiatives and ideas from the Taskforce—described below  ‐ the Taskforce offers initiatives and ideas for consideration but recommends additional work by  owners and SME’s to   5. Create an accountability system to monitor implementation and promote visibility  ‐consider development of a public dashboard or similar option to provide transparency and  accountability to the public    The Envision Lakeville Taskforce’s recommendations regarding priority owners, subject  matter experts, city liaison, and updated initiatives:    Strategic Priority: Increase Economic Security  Suggested Owner:    Lakeville Economic Development Commission  Subject Matter Expert Support:   Dakota County Community Development Agency, Chamber of Commerce, Convention & Visitors  Bureau  City Liaison:   Community and Economic Development Director  Suggested Initiatives/Issues:  ‐ Need for a trained workforce, including schools and technical training  ‐ Need for workforce housing  ‐ Need for transportation, particularly for workers    Strategic Priority: Support Quality Education  Suggested Owner:    Lakeville District 194  Subject Matter Expert Support:   Farmington District 192, Rosemount‐Apple Valley District 196   City Liaison:   Parks and Recreation Director    Suggested Initiatives/Issues:  ‐ Pursue other learning platforms and educational institutions  ‐ Explore intersection of career and economic development goals  Envision Lakeville Update Report October 2018  9   Strategic Priority: Develop a Community of Choice  Suggested Owner:    Planning Commission  Subject Matter Expert Support:   Chamber of Commerce, Builders and Realtors, Dakota County‐Community for a lifetime initiative  City Liaison:   Community and Economic Development Director, Park and Recreation Director  Suggested Initiatives/Issues:  ‐ 55+ attractive housing  ‐ Lifelong recreation opportunities (kids sports, adult, senior)  ‐ Walkability to destinations (shopping, restaurants, services)  ‐ Addressing diversity (diversity exists in schools, but deal with issue of being an inclusive/welcoming  community)  ‐ How does Lakeville stand out as a living community that people choose? (over other communities)    Strategic Priority: Cultivate a Sense of Community  Suggested Owner:    Communications (City) – may be shifted or require resources  Subject Matter Expert Support:   Pan‐O‐Prog, Schools, Places of Worship, Neighborhood Associations, DLOA, Sports, Park &  Recreation (events), Health clubs, Arts Center, Service clubs, Festivals/Celebrations e.g.‐Lakeville  Garage Sale  City Liaison:   Communications Director  Suggested Initiatives/Issues:  ‐ Social media  ‐ Branding  ‐ Generational segmentation  ‐ Focal points (Community Center, Community pool, Civic Center)    Strategic Priority: Provide Services that Add Value  Suggested Owner:    City Administration, City Administrator  Subject Matter Expert Support:   Environment, Energy, Conservation, Transportation, Tech Task Force, Friends of the Arts, Public  Safety Foundation, Chamber of Commerce  City Liaison:   Assistant City Administrator  Suggested Initiatives/Issues:  ‐ Maintain what we have  ‐ Sustainability  ‐ Smart Cities  ‐ Transportation  ‐ Walkability  10     APPENDIX I  Key Accomplishments by Priority  2013‐2018                                          11 Increase Economic Sustainability:  Emphasize the attraction of businesses that can provide higher skill, higher wage, head of  household jobs.  Retain existing businesses and facilitate growth and expansion.  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.   Mendell Machine TIF ‐ company investment of over $2 million ‐ retention of 94 jobs ‐  creation of 12‐25 new jobs   Post Consumer Brands headquarters Tax Abatement ‐ retention of 250 jobs w/additional  future job growth.   Menasha Packaging TIF – company investment of over $8 million ‐ retention of 220 jobs ‐  creation of 15 new jobs.   BTD Manufacturing TIF – company investment of over $12.6 million ‐ retention of 215 jobs ‐  creation of 100 new jobs.   Construction of the CR 50/60 roundabout.   CSAH 50 Economic Development Study.   CSAH 50 (Kenwood Trail) Reconstruction, 185th St. to Dodd Blvd.   CSAH 9 (Dodd Blvd.) & CSAH 31 (Pilot Knob Rd.) Intersection Improvements.   CSAH 9 (Dodd Blvd.) corridor reconstruction.   172nd St. realignment at CSAH 5.   Assisted in the development of First Park Lakeville (120 acres) and Interstate South  Logistics Park (176 acres).   Developed the 2017 – 2019 Strategic Plan for Economic Development.  Support Quality Education:  Collaborate on conversations related to developing and sustaining an educational system that sets  Lakeville area 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.  Develop an awareness, understanding and collaboration around barriers to educational success— poverty, chemical dependency, mental health, domestic violence, bullying, etc.  Broaden awareness that success does not always mean obtaining a four‐year degree.   Staff serve on several school district committees including the ISD 194 Long Term Facilities  Committee and the Lakeville area, Proactive Approach to Health (PATH).   Staff continues to work with the school districts to implement the recommendations of the  School Road Safety Task Force Report.   Joint City/ISD 194/Chamber application for Frontier Communications “America’s Best  Communities” grant.   Joint ISD 194/City Council work session to discuss mental health issues and initiatives.   LPD provided district‐wide training as well as school specific training to ISD 194 where the  LPD’s active shooter team went to each school separately and conducted table top  12 exercises with small groups of school staff.  With that, lock‐down drills were revised within  the schools to reflect a more realistic situation.   Fire Department worked with LNHS marketing class on how firefighter recruitment  marketing can be improved.   Planning and Community Development worked with ISD #194 for the implementation of the  MNCAPs program at the Minnesota School of Business.   Staff continues to work and coordinate with the school districts regarding various topics as  needed.    Develop a Community of Choice:  Identify partnerships, incentives, and flexibilities to increase housing choices (55+, workforce).  Assess existing commercial/retail areas and revise commercial/retail node design and access  from/to residential.  Identify missing and/or deficient pedestrian/street connections with emphasis on serving existing  neighborhoods.  Analyze park design & facilities for emerging uses & trends/demographics to assure they serve all  users.  Review financial options for “legacy” park acquisitions to provide uniquely “Lakeville” places.  Support transit expansion extending to CR‐70 from I‐35 and Cedar Avenue to support industrial  parks.  Analyze the feasibility of acquiring parks in developing areas of the city.  Study feasibility of sanitary sewer extensions to serve Farmington Outlet area.  Support transportation improvements including lane additions on I‐35 to CR‐70   The City has added 373 townhomes, 377 apartment units and 2,118 single family lots platted  (including 1,815 single family homes built)   Completed neighborhood park tours, identify potential amenities, tailor individual parks to  meet the needs of the surrounding neighborhoods.   Ritter Farm Dog Park, Dodd Park pickle ball court, playground replacement in Oak Shores  and Quail Meadows (joint effort with ISD 192)   Land of Amazement 2.0, Summerlyn neighborhood park   Master plan for Antlers Park, master plan for 66‐acre park in Avonlea development   Completion of the Parks, Trails and Open Space plan and review of park facility Capital  Improvement Plan   Cedar Avenue Red Line, Interstate 35 Orange Line   Senior transportation options   Legislative priority for lane additions to Interstate 35   Holyoke Avenue streetscape improvements in the Downtown   Dodd Boulevard/CR‐50 expansion   Annual street reconstruction project    Cultivate a Sense of Community:  Review potential for downtown preservation/improvement strategies.  Consider special zoning/development standards for downtown.  Improve City/Downtown Lakeville Business Association (DLBA)/Chamber collaboration to increase  awareness of activities in downtown Lakeville.  Create a plan to expand community events.  13  Night to Unite organized over 94 neighborhood parties.   Annual Watershed Clean‐up Day and Earth Day Celebration ‐ over 1,200 people attended  the event.   Partner with the Downtown Lakeville Business Association (DLBA) to secure funding to  complete public parking improvements in Downtown Lakeville.   Staff worked with the Downtown Lakeville Business Association (DLBA) to replace  sidewalks and streetscape along Holyoke Ave. as part of the Holyoke Ave. Improvement  Project completed in 2017.   Staff has worked with business and property owners to develop new food and  entertainment uses in Downtown including two new micro‐breweries.   The Liquor Department is partnering with the Lakeville Lions to bring the Brew Battle, a  craft beer tasting event, back to Pan‐O‐Prog.  Proceeds from this event will to go towards  the Land of Amazement    Provide Services that Add Value:  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 level of service.  Modify service levels and expectations as identified and prioritized.  Evaluate and implement select cost containment strategies.  Implement professional development programing.  Develop key staff succession plan.  • Transition to City employees vs. consultants for field inspections on our annual street  reconstruction projects, resulting in improved customer service and resident  communications during the project, and a reduction in consultant costs  • Hired a full‐time zoning enforcement officer.  • Lighting retrofit of City facilities recognize a payback in 1‐2 years with long‐term energy  savings.  • Installation of real‐time data equipment on snowplows to monitor operations improving  efficiencies during snow/ice events.  • Municipal Liquor Operations is consistently ranked highest in gross sales, net income, as  well as net transfers with the lowest operating expenses over all other municipal liquor  operations statewide.  • Fire Department added a duty crew program in 2015 to provide response coverage  Monday thru Friday, 9 a.m. to 5pm.  • Lakeville Police Department recommended a change in the alcohol “Best Practices” that  recognized the training provided by businesses that surpassed the City’s requirements,  and in turn LPD’s service levels were modified to reflect the change.  • Police Department formed a Traffic Safety Committee.  The purpose of the committee is  to work with other City departments to address traffic concerns and changes due to road  construction projects.      14     APPENDIX II  Community Survey Results            15 Lakeville, MN Trends over Time 2018 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 The National Citizen 16 Summary The National Citizen Survey™ (The NCS™) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NCS communities. The NCS captures residents’ opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). This report discusses trends over time, comparing the 2018 ratings for the City of Lakeville to its previous survey results in 2013. Additional reports and technical appendices are available separately. Trend data for Lakeville represent important comparison data and should be examined for improvements or declines. Deviations from stable trends over time, especially, represent opportunities for understanding how local policies, programs or public information may have affected residents’ opinions. Meaningful differences between survey years have been noted within the following tables as being “higher” or “lower” if the differences are greater than seven percentage points between the 2013 and 2018 surveys, otherwise the comparisons between 2013 and 2018 are noted as being “similar.” Additionally, benchmark comparisons for all survey years are presented for reference. Changes in the benchmark comparison over time can be impacted by various trends, including varying survey cycles for the individual communities that comprise the benchmarks, regional and national economic or other events, as well as emerging survey methodologies. Overall, ratings in Lakeville for 2018 generally remained stable. Of the 90 items for which comparisons were available, 67 items were rated similarly in 2013 and 2018, 10 items showed a decrease in ratings and 13 showed an increase in ratings. Notable trends over time included the following:  Across pillars of community livability, six increases in 2018 were concentrated in the areas of Economy and Mobility: employment opportunities, economic development, traffic flow, ease of travel by car and street repair, as well as the proportion of residents who believed the economy would have a positive impact on their income, were higher than in 2013. No Economy or Mobility measures were rated lower since the last survey iteration.  Changes for Built Environment included one increase and two decreases in positive assessments between the two survey administrations. Fewer Lakeville participants reported they were under less housing cost stress in 2018, but residents were also less likely to positively rate the availability of affordable quality housing. Ratings for cable television were also less positive in 2018 than in 2013.  Overall, rates of Participation were similar over time. However, there were a few notable differences regarding resident engagement within the community; Lakeville respondents indicated they were participating in religious or spiritual activities, attending or watching local public meetings, volunteering and participating in clubs at lower levels than in 2013. The National Citizen 17 Table 1: Community Characteristics General Percent rating positively (e.g., excellent/good) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Overall quality of life 92% 94% Similar Much higher Higher Overall image 85% 88% Similar Much higher Higher Place to live 96% 96% Similar Much higher Similar Neighborhood 88% 91% Similar Much higher Similar Place to raise children 92% 97% Similar Much higher Higher Place to retire 57% 65% Higher Lower Similar Overall appearance 86% 90% Similar Much higher Higher The National Citizen 18 Table 2: Community Characteristics by Facet Percent rating positively (e.g., excellent/good, very/somewhat safe) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Safety Overall feeling of safety NA 96% NA NA Higher Safe in neighborhood 98% 97% Similar Much higher Similar Safe downtown/commercial area 98% 98% Similar Much higher Similar Mobility Overall ease of travel NA 85% NA NA Similar Paths and walking trails 77% 81% Similar Much higher Higher Ease of walking 74% 75% Similar Much higher Similar Travel by bicycle 67% 70% Similar Much higher Higher Travel by car 80% 87% Higher Much higher Higher Public parking NA 82% NA NA Higher Traffic flow 64% 80% Higher Much higher Higher Natural Environment Overall natural environment 81% 91% Higher Higher Similar Cleanliness 91% 90% Similar Much higher Higher Built Environment Overall built environment NA 75% NA NA Similar New development in Lakeville 78% 73% Similar Much higher Higher Affordable quality housing 62% 52% Lower Much higher Similar Housing options 71% 70% Similar Much higher Higher Public places NA 75% NA NA Similar Economy Overall economic health NA 88% NA NA Higher Vibrant downtown/commercial area NA 43% NA NA Similar Business and services 63% 65% Similar Similar Similar Cost of living NA 50% NA NA Similar Shopping opportunities 42% 43% Similar Much lower Similar Employment opportunities 32% 49% Higher Similar Similar Place to visit NA 57% NA NA Similar Place to work 59% 64% Similar Similar Similar Recreation and Wellness Health and wellness NA 81% NA NA Similar Mental health care NA 52% NA NA Similar Preventive health services 71% 75% Similar Much higher Similar Health care 66% 72% Similar Much higher Similar Recreational opportunities 72% 78% Similar Higher Similar Fitness opportunities NA 78% NA NA Similar Education and Enrichment Education and enrichment opportunities NA 86% NA NA Higher Religious or spiritual events and activities 83% 89% Similar Higher Similar Cultural/arts/music activities 50% 71% Higher Lower Similar Adult education NA 73% NA NA Similar K-12 education 83% 90% Similar Much higher Higher Child care/preschool 57% 65% Higher Much higher Similar Community Engagement Social events and activities 65% 66% Similar Similar Similar Neighborliness NA 69% NA NA Similar Openness and acceptance 61% 63% Similar Similar Similar Opportunities to participate in community matters 66% 63% Similar Similar Similar Opportunities to volunteer 73% 68% Similar Similar Similar The National Citizen 19 Table 3: Governance General Percent rating positively (e.g., excellent/good) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Services provided by Lakeville 84% 88% Similar Higher Similar Customer service 90% 87% Similar Much higher Similar Value of services for taxes paid 65% 64% Similar Much higher Similar Overall direction 69% 71% Similar Much higher Similar Welcoming citizen involvement 57% 60% Similar Higher Similar Confidence in City government NA 71% NA NA Similar Acting in the best interest of Lakeville NA 76% NA NA Similar Being honest NA 76% NA NA Higher Treating all residents fairly NA 75% NA NA Higher Services provided by the Federal Government 44% 51% Higher Similar Similar The National Citizen 20 Table 4: Governance by Facet Percent rating positively (e.g., excellent/good) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Safety Police 92% 94% Similar Much higher Higher Fire 97% 97% Similar Much higher Similar Ambulance/EMS 95% 94% Similar Much higher Similar Crime prevention 87% 89% Similar Much higher Higher Fire prevention 90% 91% Similar Much higher Similar Animal control 76% 80% Similar Much higher Higher Emergency preparedness 74% 74% Similar Much higher Similar Mobility Traffic enforcement 79% 80% Similar Much higher Higher Street repair 45% 52% Higher Similar Similar Street cleaning 70% 68% Similar Higher Similar Street lighting 71% 75% Similar Much higher Higher Snow removal 74% 69% Similar Much higher Similar Sidewalk maintenance 70% 70% Similar Much higher Higher Traffic signal timing 69% 73% Similar Much higher Higher Bus or transit services 56% 61% Similar Similar Similar Natural Environment Garbage collection 89% 84% Similar Similar Similar Recycling 90% 81% Lower Much higher Similar Yard waste pick-up 82% 73% Lower Higher Similar Drinking water 80% 83% Similar Much higher Similar Natural areas preservation 70% 63% Similar Higher Similar Open space NA 69% NA NA Similar Built Environment Storm drainage 81% 80% Similar Much higher Higher Sewer services 87% 92% Similar Much higher Higher Power utility 89% 89% Similar Much higher Similar Utility billing NA 85% NA NA Similar Land use, planning and zoning 58% 59% Similar Much higher Similar Code enforcement 63% 69% Similar Much higher Higher Cable television 50% 40% Lower Lower Similar Economy Economic development 57% 66% Higher Much higher Similar Recreation and Wellness City parks 94% 91% Similar Much higher Similar Recreation programs 86% 80% Similar Much higher Similar Recreation centers 80% 73% Lower Higher Similar Health services 73% 83% Higher Higher Similar Education and Enrichment Special events NA 80% NA NA Similar Public libraries 91% 90% Similar Higher Similar Community Engagement Public information 79% 80% Similar Much higher Similar 21 Percent rating positively (e.g., always/sometimes, more than once a month, yes) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Sense of community 73% 67% Similar Higher Similar Recommend Lakeville 94% 96% Similar Much higher Higher Remain in Lakeville 91% 94% Similar Much higher Higher Contacted Lakeville employees 42% 40% Similar Much lower Similar 22 Percent rating positively (e.g., always/sometimes, more than once a month, yes) 2018 rating compared to 2013 Comparison to benchmark 2013 2018 2013 2018 Safety Stocked supplies for an emergency NA 20% NA NA Lower Did NOT report a crime NA 85% NA NA Similar Was NOT the victim of a crime 94% 92% Similar Much higher Similar Mobility Used public transportation instead of driving NA 12% NA NA Lower Carpooled instead of driving alone NA 44% NA NA Similar Walked or biked instead of driving NA 54% NA NA Similar Natural Environment Conserved water NA 81% NA NA Similar Made home more energy efficient NA 81% NA NA Similar Recycled at home 97% 96% Similar Much higher Higher Built Environment Did NOT observe a code violation NA 75% NA NA Much higher NOT under housing cost stress 76% 84% Higher Much higher Higher Economy Purchased goods or services in Lakeville NA 93% NA NA Similar Economy will have positive impact on income 20% 45% Higher Similar Higher Work in Lakeville NA 24% NA NA Lower Recreation and Wellness Used Lakeville recreation centers 50% 57% Similar Much lower Similar Visited a City park 89% 90% Similar Higher Similar Ate 5 portions of fruits and vegetables NA 86% NA NA Similar Participated in moderate or vigorous physical activity NA 88% NA NA Similar In very good to excellent health NA 76% NA NA Similar Education and Enrichment Used Lakeville public libraries 71% 66% Similar Similar Similar Participated in religious or spiritual activities 59% 50% Lower Much higher Similar Attended a City-sponsored event NA 51% NA NA Similar Community Engagement Campaigned for an issue, cause or candidate NA 13% NA NA Lower Contacted Lakeville elected officials NA 12% NA NA Similar Volunteered 42% 29% Lower Similar Lower Participated in a club 31% 22% Lower Similar Similar Talked to or visited with neighbors NA 95% NA NA Similar Done a favor for a neighbor NA 90% NA NA Similar Attended a local public meeting 22% 10% Lower Lower Lower Watched a local public meeting 38% 16% Lower Similar Similar Read or watched local news NA 87% NA NA Similar Voted in local elections 92% 87% Similar Much higher Similar Table 6: Participation by Facet 23      APPENDIX III                 Community Leaders Survey 24 Overview The City of Lakeville’s five-year community vision plan guides a City-led effort to realize its vision over a twenty-five-year horizon. We asked your input regarding priorities and implementation. Current Priorities: 1. Increase Economic Sustainability 2. Support High Quality Education 3. Develop a Community of Choice 4. Cultivate a Sense of Community 5. Provide Services that Add Value40 of 70 leaders responded (60%) 25 Q1: Are the priorities listed in the Envision Lakeville Plan still the highest priorities for achieving the vision? 90% (36) 10% (4) Yes NoOverwhelmingly, responses indicated a general agreement with the current priorities Increase Economic Sustainability Support High Quality Education Develop a Community of Choice Provide Services that Add Value 26 27 Across a dozen responses, Please identify new priorities, if any. 28 Increase social consciousness Develop a plan for encouraging new construction to be more green. Develop a plan to encourage residents to reduce, reuse and recycle more. Encourage alternative fuel use. Encourage the inclusion of charging stations for electric cars at businesses and gas stations. Prepare the community for an increasingly diverse (economic, cultural, racial, etc.) population. Analyze resident needs / priorities - as to services desired and required. Constantly changing - things like park amenities, etc. require regular surveys of resident priorities. Managing and protecting our natural resources. Develop a plan to deal with changes in the ethnic and racial composition of Minnesota residents and increased social individualism. Perhaps this falls under "Cultivate a Sense of Community" but how do we cultivate and promote "micro-efforts" and innovation? Diversity of housing options needs to be a priority Continue to develop "Workforce Housing" in conjunction with County. As we reflect on the priorities I feel it's important we consider the diversity of ages in our current and future (10years) residents. Attract businesses that provide retail, upscale restaurants, and other needs now met outside Lakeville. Diversity and affordable housing More aggressive recruitment of new major employers. Whether under Develop a Community of Choice or Cultivate a Sense of Community tactics need to be developed to educate/understand, promote the cultural diversity that is happening and will continue to happen and expand for Lakeville to be successful over the next 5-30 years Please identify new priorities, if any.  29  30 Q4: If “other” please explain.        Working together to make a difference in our community will have the greatest value and success. Prepare the community for an increasingly diverse (economic, cultural, racial, etc.) population. Purposeful collaboration with the School District, Chamber, community groups, etc. is key as the City can't do it all alone. The city should promote innovation and entrepreneurship City Council should interact more with Appointed citizen Advisory Committees, and thoroughly research basis for their recommendations. Stick with Policy decisions, avoid politics swaying outcomes. The city should seek a cross section of qualified, citizens with a passion for participation in relevant subject matters. Ownership of initiatives is key there MUST be a clear owner for each of the specific areas. In our current board/commission structure we have the ability to have residents and the business community as part of the relative commissions and boards. I feel the Task Force should identify and meet with those charges with implementation to help identify specific initiatives.  31  APPENDIX III Public Dashboard – Envisio© A public dashboard offers concise, easy to understand information about progress on vision implementation Envisio provides software to local governments who manage and report on performance The links below provide information on public dashboards and a mock-up of an Envision Lakeville board https://www.envisio.com/envisio-public-dashboard Envision Lakeville example (mock-up): http://performance.envisio.com/preview/50e7f7f6f75a04f2827f527fd0dbc70a      32